1. Plant Hospital Maintenance

2. Maintenance Alignment with Hospital
Mission
1. Improve the performance of Plant-Hospital Maintenance
supporting the Environment of Care
2. Contain or reduce cost through improved efficiencies
3. Improve reporting capabilities and increased use of KPIs and
metrics
4. Direct data from CMMS and to FCA for future asset
management
5. Raise professional and technical knowledge and increase the
safety of the workforce
6. Support and establish a Maintenance environment of
continuous process improvement

3. Total Staff
1 FTE / ~50,350gsf

4. Support Groups for PHM
Facilities Utilities &
Maintenance Engineering
Work Buildings &
Management Grounds
Construction Strategic
Services Partner - HR
Plant-
Academy Admin
Training Hospital Services
Maintenance

5. Current PHM Maintenance Profile
PHM Trade Shops PHM Area Shops
Electrical - 9300 Sterilizers & Doors - 9500 Area III – 9510
I.E. - 9310 ENWAH I - 9400 Area I – 9520
HVAC – 9100 ENWAH II - 9410 Area II – 9600
Plumbing – 9200 Paint & Sign - 9400
Area V– 9700
Focused Service Groups (FSGs)
Sterilizer Group
Auto Door Group
Paint Group
Fire Pump Group
Dietetics/Housekeeping Group
Med Gas/Vacuum Support Group
RO Systems & Water Treatment Group
Patient Room PM Group
ENWAH/General Maintenance Group
Fire Alarm Group
Pnueumatic Tube Group
Security Systems/Devices Group
Chill Water System Group
Electrical Systems Testing Group
Emergency Generator Group
HVAC-Refrigeration Group
HVAC Controls Group
Steam Distribution Group

6. Next Steps for Plant Hospital Maintenance:
Maintenance Planning and Scheduling

7. Next Steps – Planning and Scheduling
 Planning
 Describes WHAT and HOW
 It is the process of setting goals, developing strategies and
outlining tasks and schedules to accomplish the goals
 Scheduling
 Describes WHO and WHEN
 It is the process of assigning an appropriate number of
workers to the jobs during each day of the week.
 Determines when an activity should start or stop,
depending on its duration, predecessor activity,
predecessor relationships, resource availability and target
completion date
Source: IDCON

8. PHM Priority Matrix
Maintain Strengths
• Co-workers & Depth of Talent
• Task Significance/Work-plans
• Resources/Environment
• Advancement • Autonomy/Involvement/Technical Skills
• Upper Management
• Training & Development
Concerns Priorities
• Workload and Growth
• Lack of Space
• Retirements
• Expanding Mission

9. Recommended Course of Actions
• Analyze Maintenance Activity History
• Establish Applicable Leading and Lagging KPIs
1
• Move to Reliability Centered Maintenance
(RCM) through:
• Planning and Scheduling
• Proactive and Predictive Maintenance
2 • Process Mapping Modification
• Increase Asset Management Adjustment with
FCA Planning

10. PHM Key Performance Indicators Going Forward
Lagging Leading
KPIs KPIs

11. How Many Planners & Supervisors?
Experienced
and skilled
tradespeople 1 Planner to 10-20 1 Planner to 20-30
tradespeople tradespeople
Level of Skills and
1 Supv. To 10-20 1 Supv. To 20-30
Experience
tradespeople tradespeople
1 Planner to 5-10 1 Planner to 10-20
tradespeople tradespeople
1 Supv. To 5-10 1 Supv. To 10-20
tradespeople tradespeople
Skills and
experience
lacking
Poor Systems Great Systems
Work Systems
(Planning, technical database, scheduling, stores, maintenance computer, etc.) Source: IDCON

12. Vision and Mission – Plant Hospital Maintenance
 Vision
 Achieve excellence and
leadership in healthcare
facilities maintenance
management.
 Mission
 Provide customer
acclaimed facility
maintenance, exist as a
fiscal steward of hospital
assets, achieve lean
processes, and cultivate a
work environment based
on trust and employee
collaboration.

13. Alignment – Anticipated Outcomes
 Planner & Scheduler Benefits
1. Improve patient environment
of care.
2. Sustain high customer
satisfaction scores.
3. Reduce equipment downtime &
Improve worker efficiency &
safety.
4. Manage and execute
maintenance by Planning and
Scheduling & Eliminating
Waste.
5. Integrates operating &
maintenance activities and
provides information for
continuous improvement.
6. Promote a fully integrated
Maintenance culture.

14. World Class Maintenance is a process –
Looking for ways to improve is a never ending process
Alignment
Flexibility
Planning &
Scheduling