Structural

Includes: bleachers, carpentry, carpet repair, ceiling tile, doors and hardware, fencing, flooring, furniture repair, glazier.

Marty Saiz, Manager (23 years with M&O, 9 years as manager),
70 technicians and support staff

Craft Shops include Furniture Repair and Upholstery; Carpentry; Glazing; Locksmith; Masonry; Flooring (tile, carpet, wood, concrete); Painting; Signage; Graphics; Welding; Fence Repair; and Roofing.

Much of the work that preserves the schools’ physical aesthetics, safety, functionality, and security gets pushed to the summer as the technicians handle the numerous projects that are too large to address during the school year, or that interrupt the educational process. Summer weather also allows for projects to be completed that are not conducive to cold weather conditions, such as exterior painting, roofing, and concrete work.

After the influx of work requests that are received at the beginning of the school year are completed, all Structural shops focus on PM work, which has proven to help lower the amount of reactive work requests. The goal of the Department is to increase PM work in each shop annually, operating close to or at 50% reactive and 50% proactive work by the 2014-15 fiscal year.

The Structural Department has consistently increased its PM work annually and realized a dramatic 284% increase since the previous fiscal year.

Highlights

Roofing reassigned to M&O from Facilities Design + Construction

Already the largest Department in M&O, the Structural Department expanded by 14 personnel with the added responsibility of the Roofing Shop.

• Responsible for maintenance and repair of all roofs in the District, totaling 10 million+ square feet. (Full roof replacements are still handled by Facilities Design + Construction.)
• The Roofing Shop has increased its number of PM work orders by 120.2% over the previous fiscal year.

All shops running with less than 100 general maintenance reactive work orders at any given time.

• Reduced from between 600 – 1,000 in previous years.

PM work orders increasing, reactive work orders decreasing

• Performed 124% more PM work orders over last fiscal year (increasing number from 250 to 560!)
• The Carpentry Shop realized a monumental 563.1% increase in the number of PM work orders over last fiscal year, and a 77.9% reduction in the time spent to perform work since 2007.
• Due to new gym floor finishing procedures introduced in the last fiscal year, the Shop has reduced the number of work orders by 23.2% during the same time period.

More work is performed faster

• The Welding Shop increased the number of work orders by 16.8% since 2007 while decreasing the time to perform the work by 77.2%.
• The Flooring Shop reduced the time to perform work orders by 63.0% since 2007.
• The Ceiling Tile Shop has realized a 66.2% reduction in the time to perform work orders since 2007.
• The Furniture Repair Shop has reduced the time to perform work by an impressive 80.3% since 2007, while increasing the number of work orders by 19.4% during the same time period.
• The Fence Repair Shop performed PM work for the first time in the 2008-09 fiscal year, and increased the PM work by 57.1% during the 2009-10 fiscal year.

Note: With the loss of two positions, PM work orders for fence inspection will be submitted manually rather than automatically.

Improved efficiency in Paint Shop; successful pilot program

• While on-site, either responding to a reactive or PM work order, the painters access the condition of the school and address small matters immediately (such as doors, trim, small wall space), and schedule a PM work order for large projects.
• While adding time to the existing job, it actually saves time in the long-term. The Paint Shop has decreased the time to perform tasks by 60.2% since 2007 and the number of reactive work orders by 6.5%.
• As so successful, Structural Manager has empowered and encouraged all his personnel in other shops to observe this practice.
• Added four computers (previously none) and computer room.
• Technicians trained in SchoolDude/FIMS and now track and manage their work orders.
• Provides technicians with ownership and efficient management of their jobs.
• Increases productivity and decreases age of open work orders.

“Site Access” pilot security program was a success

The electronic slide cards used to replace main exterior door keys at Eisenhower Middle School proved to be successful. The system, provided at no cost by Ingersoll Rand, monitors all access to building (recording date and time) through the Internet.

• It will remain in use at Eisenhower Middle School, but funding is required to implement District wide. (Installing system is costly and laborious as it has to be wired to all exterior doors in the District.)
• In the meanwhile, it will be integrated with the SiteMaster system, a new master key inventory software program to monitor the key inventory throughout District (see Goals below).

Primus Cylinder security system reduced the number of keys being duplicated

The cost to replace keys was reduced by 6.8% since the 2008-09 fiscal year. While not significant, this savings is projected to grow annually.

New PM programs

• ASA automatic doors inspection (will go live by end of 2010-11 fiscal year).

PM programs (on going)

• Roll-up doors inspection and repair.
• Interior bleachers inspection and repair.
• Inspect gym floors every six months and perform spot repairs.
• Glass and glazing inspection and repair.
• Doors inspection, weather stripping, and repair.
• Exterior fencing and gates inspection and repair (will submit manually for 2010-11 FY).
• Sidewalks inspection and repair.
• Repainting of fire and bus lanes.
• Parking lot re-striping with focus on fire lanes and crosswalks.
• Welding Shop screening off windows and installing deterrents to enhance security.

Goals

Status of 2009-10 Fiscal Year Goals

• All medium level work orders will be completed within 14 work days (with exception of Paint Shop and work orders that require scheduling, such as during summer or between semesters): The goal proved to be too ambitious, however, the Paint Shop did reduce the time of work orders to be completed from 69.2 days to 60.3 days, a 12.5% improvement.
• Move toward an exclusive PM program in Paint Shop; all painting performed on a schedule: Goal aborted. While a sensible goal, have determined it’s not viable. Schools prefer to make the decision when painting is needed and the Paint Shop works with the schools in this respect. Additionally, an excessive number of reactive work orders are generated by graffiti and vandalism, and the Paint Shop is understaffed. However, the Paint Shop has increased the number of PM work orders over last year by 880% (from 20 in the 2008-09 fiscal year to 196 in the 2009-10 fiscal year).
• Add PM programs by the end of 2010:
• Door weather-stripping and door threshold inspection: In progress; not automated, but proactive by supervisors and technicians.
• Gym bleacher inspection and repair: Paperwork submitted to Procurement Department. Pending contractor review and bid process.
• Cafeteria tables inspection and repair: Done
• Dedicate one technician to perform PM work orders full-time in Glazing Shop: Goal aborted due to two lost positions in Glazing Shop.
• Inspect and repair all pedestrian walking surfaces: In progress; will be completed by December 31, 2010.
• ADA automatic doors inspection and repair: Done.
• Implement a new master key inventory software program to monitor key inventory throughout District: Started; currently on-hold in Information Technology Department.

2010-11 Goals

• Gym bleacher inspection and repair (pending from last year). Paperwork submitted to Procurement Department. Pending contractor review and bid process.
• Implement a new master key inventory software program to monitor key inventory throughout District (pending from last year).
• Complete inventory of all District roofs identifying type (materials), size, age, condition, and warranty information.
• Inventory will be used to request Capital Master Plan funds to replace roofs.
• Effective PM roof management including automatically generated annual inspection work orders.
• Eliminates future costs for maintenance and replacement, saving time and costs.
• Won’t inadvertently void warranties in performing repairs.
• Eliminates classroom closures and relocations due to roof leaks.
• Improved indoor air quality.
• Work with Procurement Division in their authorizing a contract to hire outside contractors to perform major roofing PM work.
• Add computers to Roofing, Masonry, Welding, Lock, and Flooring Shops (due to successful pilot program in Carpentry and Paint Shops).
• All technicians to be further trained to use SchoolDude/FIMS in managing their work and work orders.
• As with the computers added to the Carpentry and Paint Shops, recycled updated computers will be used.
• Continue working toward goal of 50% reactive and 50% PM work orders in all shops by 2014-15 fiscal year.
• Monitor and forward monthly progress and productivity reports to all shop
  supervisors.