Improving facilities sustainment outcomes is critical to meeting mission, environment, and financial requirements.
What is facilities sustainment? Sustainment includes all maintenance and repair activities necessary to keep an inventory of facilities in good working order. It includes regularly scheduled adjustments and inspections, preventive maintenance tasks, and emergency response and service calls for repairs.
Problem
The application of facilities sustainment has been via a flawed process. A process that does not provide stakeholders with cost visibility, transparency, or management capabilities. Stakeholders have had to work within disjointed planning, procurement, project delivery, and operations teams and processes to attempt to meet performance goals. The net results have been a legacy of waste with overspending on the levels of 30% to 40%+, late projects, and inadequate quality.
A critical failure of traditional sustainment policies and practices has been the lack of cost visibility and transparency.
Solution
Inconsistent and outed project delivery processes are the root cause of the legacy of waste. Organizations can now implement a standardized robust programmatic process for all repair, renovation, and maintenance projects and work orders. Application of a single process, adapted to organizational requirements, would eliminate the problems endemic to traditional methods, including Design-Bid-Build, Design-Build, Design/Contractor-at-Risk-Build, ‘et al’.
LEAN Job Order Contracting (JOC) for sustainment and Integrated Project Delivery (IPD) for major new construction, resolve the issues of traditional methods. Both require information sharing on an early and ongoing basis and collaboration towards mutually beneficial, fully defined outcomes. A common data environment (CDE) is also mandatory, especially a locally researched unit price cost database. A critical failure of traditional sustainment policies and practices has been the lack of cost visibility and transparency. There has not been a valid metric to enable cost management.
The robust practices, which have been proven for decades, enable the early and ongoing collaboration and information sharing of internal and external planning, procurement, and project delivery teams as well as operational personnel. Define workflows inclusive of approval stages, forms, and full audit trail assure compliance and enable a baseline for continuous improvement.
Enabling technology is also available to embed process and remove issues associated with disjointed asynchronous development of information from disparate domains/disciplines, so common with traditional methods.
Administrative burden is less due to the immediate availability of robust, actionable information.
The creation, exchange, and use of current, actional information among all appropriate participants and stakeholders reduces if not eliminates the typical problems causes by traditional methods including siloed and inconsistently formatted as well as outdated information.
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