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July to September 2016

In Facilities Services, our management system is built on a foundation of Shingo Lean and Balanced Scorecard systems that provide a structure to How We Improve. Individually, these methods are proven to work well, but together create an ecosystem of employee-developed improvements and top-down focused objectives. Driving the objectives is a focus on customer experience, learning and growth, financial management and internal processes – known as the four Balanced Scorecard quadrants.

With the start of FY2017, Facilities Services made major changes to the Balanced Scorecard that added 13 new measures and five initiatives. Of the 13 new measures, 10 are still in development – creating processes around how the data will be gathered and presented in the future. For now, these developing measures will track progress towards when the measure can be presented as intended. Similarly, initiatives have a completion date and tracked progress, but will be removed from the BSC after completion.

customer

In the Customer quadrant every measure and initiative is new, all 13 of them. In the objective Deliver a Campus Ready for Business Each Day, two synonymous measures, Preventive vs Corrective Maintenance and Repair: FS vs Campus Identified work in unison to reduce customer-derived work orders and increasing preventive maintenance priorities. The third measure, Resilience Planning, ironically did not have a contingency plan for ‘measure owner departure’, but will soon work to mitigate loss in case of disaster for all of FS. In the Provide Quality Campus Spaces and Places objective, measures around the rating of selected grounds and building interiors set maintenance goals for specific and iconic campus areas. Three initiatives lead the way in Be Easy to do Business With, followed by five measures ordered from first to last customer contact. The initiative of TAP Service Standards sets a singular UW voice, while Customer Service Training develops employees and the FS Website Redesign aligns us with UW Marketing standards. Five measures will track how we continually improve in customer interactions by increasing Impressions and cutting Response Times. Deadlines Met will set expectations, and surveying with Location-based Feedback ‘happy or not’ pads in tandem with Completion of Service surveys will guide future changes.

embrace innovation

In the quadrant relating to internal processes, Embrace Innovation, no major changes took place in the Champion Environmental Stewardship objective. All measures remained below target, but relatively stable, as utility needs continued to grow. In Engage All Staff in Continuous Improvement, the measure of Lean Participation has changed to Lean Maturity to strengthen current teams through guidance – the measure is still in planning and development. Idea Implementation remains off-target and takes a slight dip from the previous quarter. The initiatives of Leadership Development and Strategy Deployment are working to improve leadership and to link every employee’s work to the FS mission and vision.

build capacity

In Build Capacity, where employee development is encouraged, two measures relating to engaging and recognizing employees are in development while the safety measure of Incident Rate did not meet its target for the fourth quarter in a row.

financial management

Finally, in the Financial Management quadrant, three measures remain off target but show progress towards closing gaps (Recharge Center Working Capital, Direct Labor to Job Availability, and AiM Work Order Actual vs. Estimate). The two measures that did meet their targets, Steam Cost and Resource Conservation ROI have been consistently ‘green’ for the last two years and are trending towards further success.

Thank you to everyone who worked on putting these reports together and to each employee who shares a goal in line with Facilities Services vision of becoming a world-class organization.

 

View the FY2017 Q1 Balanced Scorecard Report.