1. SUMMARY - Home - F & S Intranet -...

Facilities and Services Division Process Definition: Service Delivery

QMS-FS-PRO-61-001 Rev. 1

Page 1 of 15

UNCONTROLLED WHEN PRINTED

Process Definition:

Service Delivery

1. SUMMARY

1.1. This document defines the processes provided by the Service Delivery team in detail.

1.2. The relationship between this Business Unit process and the other Business Unit processes

within the Facilities and Services Division (F&S, or the Division) management system is illustrated in the

process flow map included in the Quality Manual.

2. REVISION AND APPROVAL

Rev. Date Nature of Changes Approved By

0 15/12/2016 Original Issue Trent Orchard

1 07/04/2017 QMS Revision Trent Orchard

3. PROCESS DEFINITION

3.1. The Service Delivery team provides services including, but not limited to the delivery and

execution of:

3.1.1. Corrective, preventative, statutory maintenance and minor capital works across campus and remote sites;

3.1.2. Building Services;

3.1.3. Electrical Services;

3.1.4. Mechanical Services;

3.1.5. Plumbing Services;

3.1.6. Maintenance Services; and

3.1.7. Approved Soft Facilities Management.

4. BUSINESS UNIT PROCESS OBJECTIVES AND METRICS

4.1. The Service Delivery process objectives and metrics have been derived from, and align with,

the Goals detailed in the F&S 2016 Strategic Business Plan.

4.2. The objectives for the Service Delivery process are defined in detail below and reviewed during

the conduct of quarterly management reviews; see the documented procedure Management Review.

4.3. In addition, each process objective has at least one metric (or KPI) with which management can

measure the effectiveness of the Business Unit process. These are also defined below and reviewed

quarterly in records of management reviews.



Page 2 of 15


Goal 1 – Client focussed outcomes (Meets F&S Divisional Goals TBC)

Team Objective KPI Lead By By When

Document service delivery business

unit processes and procedures

Approved service delivery

process and procedures

SDM Ongoing

Develop WHS compliance Approved SWMS/PRAMS SDM/SDS Ongoing

Meet ANU service priorities and

expectations

High level - Dashboard

reporting

SDM/SDS Ongoing

Goal 2 – Foster a continuous improvement culture within the SDT (Meets F&S Divisional Goals TBC)

Team Objective KPI Lead By By When

Promotion of CBRM and ‘Alterations’

procedure to maintenance staff

Maintenance staff have

knowledge and execute all

works in line with CBRM and

‘Alterations’ procedure

SDM/SDS Ongoing

Implement a Standard

Document/Reporting Format

Standard Document/Reporting

Format meets F&S Operational

Plan

SDM 1st Quarter

2017

Move from high percentage reactive

maintenance to increased

preventative maintenance

Reporting CM versus PM on the

Maintenance Portfolio

Dashboard

SDM/SDS Ongoing

5. PROCESS OWNERS AND RESPONSIBLE PARTIES

5.1. The owner of this process is the Service Delivery Manager.

5.2. The Service Delivery Manager is responsible for the coordination and management of

maintenance services and minor capital works by the Service Delivery team and will manage a wide

range of maintenance trade staff and external contractors, including but not limited to plumbing,

electrical, building and mechanical services.

5.3. The Service Delivery team comprises a wide range of trade staff delivering maintenance

services and minor capital works to the University, including the Acton campus and remote sites. The

team is the primary contact for external contractors supporting the provision of these maintenance

services.



Page 3 of 15


5.4. The Service Delivery team is responsible for resource allocation, coordination and management

of maintenance services and minor capital works by maintenance trade staff and external contractors,

including but not limited to plumbing, electrical, building and mechanical services. The team deliver

effective, timely and high quality maintenance and minor works services within the maintenance

portfolio.

5.5. The Service Delivery team are required to engage and work with stakeholders across campus,

other University staff both internal and external to the Division, and external clients and contractors in

order to establish and maintain effective relationships and support the provision of University

maintenance services.

6. TYPICAL PROCESS INPUTS

6.1. The typical required inputs for the Service Delivery team processes are:

6.1.1. Technical information needed:

Asset data;

Trade based knowledge;

Engineering and Technical drawings and information;

Safe Work Methods Statements (SWMS);

Safety Plans;

Plant Risk Assessment and Management Summary (PRAMS);

Contract information;

Work details;

Operational guidelines;

Facilities and Services business plan;

Corporate knowledge from custodians; and

Key Performance Indicators (KPI’s).

6.1.2. Resources needed:

Associate Director – Maintenance;

Client Relationship Team;

Engineering and Technical Services Team;

Program Office Team;

Governance and Reporting;

Vehicles;

Desktop, portable and tablet PC’s;

MS office suite;

Archibus;



Page 4 of 15


Maintenance Management system i.e Maximo;

Phones – landline and mobiles;

Office space;

Workshops/Tooling;

Trade and Maintenance Officers; and

External Service Providers (contractors).

6.1.3. Personnel needed:

The Service Delivery team comprises 30 full-time positions, as detailed below:

Position Level Position Title

SM1 Service Delivery Manager

ANU06 Building Services Supervisor

ANU06 Electrical Services Supervisor

ANU06 Mechanical Services Supervisor

ANU06 Plumbing Services Supervisor

ANU05 Building Services – Leading Hand Carpentry

ANU05 Building Services – Leading Hand Painting

ANU04 Building Services Officer - Carpentry




ANU04 Building Services Officer - Locksmith

ANU04 Building Services Officer - Painting



ANU04 Electrical Services Officer




ANU03 Maintenance Administration Assistant

ANU03 Maintenance Administration Assistant

ANU03 Maintenance Officer



ANU03 Maintenance Officer (vacant)

ANU04 Mechanical Services Officer

ANU04 Mechanical Services Officer (vacant)

ANU04 Plumbing Services Officer

ANU04 Plumbing Services Officer

ANU04 Plumbing Services Officer (vacant)



Page 5 of 15


6.1.4. Special training needed:

Trade certification;

Trade licenses;

Asbestos awareness;

Chemical Inventory System/s;

Contractor Induction (F&S and Construction Industry White Card);

Specific building induction i.e PC2 facilities;

Confined space entry;

Health surveillance;

Working at Heights;

Maximo User;

Maxicloud User;

Maxicloud Scheduler; and

Pedestrian and Traffic Management.

7. TYPICAL PROCESS STEPS

7.1. Service Delivery processes cover the following functional activities, and are captured in the

process flow charts attached herein:

QMS-FS-PRF-61-002 Work Order – Service Delivery Team

QMS-FS-PRF-61-003 Corrective Maintenance and/or Technical Advise Request

QMS-FS-PRF-61-004 Electrical Test and Tag

QMS-FS-PRF-61-005 Resource/Leave Planning and Approval

QMS-FS-PRF-61-006 Contracted PM or Statutory Maintenance

QMS-FS-PRF-61-007 Hazardous Material Identification and Removal

QMS-FS-PRF-61-008 Maintenance Enquiries

QMS-FS-PRF-61-009 Non-Contracted PM and/or Statutory Maintenance

Future PRF’s (to be developed):

o Incident Notifications – Contractor

o Vehicle Damage Report

o Hazardous Material Containment

o Mechanical – BMS Troubleshooting

o Fume Cupboard Corrective Maintenance



Page 6 of 15


Maintenance: Work Order – Service Delivery Team

Serv

ice

Sup

ervi

sors

Co

ntr

acto

rA

NU

Tra

de

Tech

nic

ian

s

QMS-FS-PRF-61-002_Revision 0_20161215

Internal/External?

Assign ResourceInternal

Request Survey & Quote for WO’s

>$5K from Contractors (MUL)

Or

All WO’s <$5K to Contractors on MUL

Review Invoice and attach Service Report

to WO

External

Relevant Contractor from MUL receives

WO and assigns resources

Complete Workas per WO

ContractorMulti-User List

(MUL)

Complete Workas per WO

WorkComplete?

No

End

Yes

Raise Child SR from Original SR

Mark WO as Completed in

Maximo (including Fault Codes)

Notify Service Supervisor if

additional work required

Additional Work Required Child, TAR, Project, Corrective, Preventative, Statutory or Compliance Maintenance

Notify Service Supervisor if

additional work required

Job Planning - Investigate - Contact Client - Schedule - Risk Assessment

- Job Plan

Conduct Physical Audit of Percentage of completed WO’s

Generate Service Report &

Materials Invoice

Generate Service Report & Labour / Materials Invoice

Service Request -

Service Delivery Team

WO fromCRT



Page 7 of 15


Child SR or TAR Required?

Service Delivery – Corrective Maintenance and/or Technical Advice Request

ETS

Team

Pro

gram

Off

ice

Serv

ice

Del

iver

yC

on

trac

tor

Clie

nt

Rel

atio

nsh

ip

Team


Client Service Request Received

Monitor all WO’s and TARs

Raised

Provide advice as required

WO or TAR?WO

Allocate to Relevant Team Member

TAR

Investigate and Analyse

Complete TAR in Maximo

Client Satisfaction Review

Supervisor Assesses Job Requirements

Staff or Contractor?

Complete Works

Review WO Complete Works

Supervisor Review

Contractor

Staff

Complete WO in Maximo

Accept Invoice

Yes

No

Close WOor TAR

Issue Invoice

Verify Invoice with WO

Complete Job Paperwork

Service Request

Process (CRT)



Page 8 of 15


Maintenance: Electrical Test and Tag – Service Delivery Team

Clie

nt

Rel

atio

ns

Team

Serv

ice

Sup

ervi

sor

MU

L Se

rvic

e C

on

trac

tor

Clie

nt

Test

& T

ag

Off

icer


Raise Service Request via Maximo

Input required: - Nature of work – Priority - Point of contact - Location building/room - Local area GL Code - Preferred commencement date- approximate volume/units to be tested

Internal / External

External

START

Assign Resource

END

Issue Work Order to MUL Service Contractor

Notify Service Supervisor if any

additional works are required

Schedule with ClientComplete work as per Work Order

Generate Service Report & Labour

Report, forward to Service Supervisor

Internal

- Audit & review labour- Review service reports- Process Invoice

<$5,000

Estimatedvalue of work?

Request Survey & Quote from MUL

Service Contractor >$5,000

Receive Work Order and assigns resources

Schedule with ClientComplete work as per Work Order

Generate Service Report, Labour

Report & Invoice

Raise Work Order

Generate Survey & Quote to Service

Supervisor

ApproveS&Q?

Yes

No

- Audit & review labour- Review service reports- Forward to Finance

Finance Cell Journal Entry

Process



Page 9 of 15


Maintenance – Resource / Leave Planning and Approval

A/D

M

ain

ten

ance

Serv

ices

Su

per

viso

rSe

rvic

es O

ffic

erSe

rvic

e D

eliv

ery

Man

ager


Proposed Resourcing Issue

End

Refer to Planned Leave Principles

document

DiscussResourcing/Leave

with SDM

Submit Alternate Resourcing/Leave/

HD Application

Approvedby SDM?

Delegate Approval?

Yes

No

Discuss Alternate Resourcing/Leave

arrangements with Services Supervisor

No

Review Leave Application

Approvedby SDM?

No

Complete HDA Form for Services Officer

Yes

Review HDA Form & Sign

Submit Leave Application

Leave Application incl. Delegate

Approval Registered in HORUS

Discuss proposed Resourcing/Leave

with all Service Supervisors,

and if relevant Leading Hands

Review HDA Form & Submit

to SDM

Yes

Discuss Alternate Resourcing/Leave

arrangements with Services Supervisor

Refer toSDT Preparing for

Leave Checklist



Page 10 of 15


Contracted Preventative or Statutory Maintenance Delivery

Pro

gram

Off

ice

Serv

ice

Del

iver

y Su

per

viso

rM

UL

Serv

ices

Co

ntr

acto

rE&

TS


QMS-FS-PRF-64-005

End

Review PM/STAT Work Order

Assign Resources & Complete Works

Schedule & Execute Works as per Service Level

Email Invoice & Service Report

Review and attach Service Report to

WO

Save toSharedDrive

Corrective Works

Identified?

Majoror

Minor?

Yes

Receive W/O

Major

No

Raise Child WO against original WO

& Asset No.

Investigate, Scope and Plan

WOOr

Tender?

CMWork Order

Service RequestQMS-FS-PRF-63-002

Minor

Tender Process

- Review Invoice- Set Financial Delegation to PM Contracts Admin- Approve Invoice

Check and review invoice against

Service ContractApprove Invoice

Generate TAR via Child WO Process

Email notification of works INPRG

received from PM Scheduler


Change status of WO to WINVOICE

Review invoice against contracted

MUL rates



Page 11 of 15


Maintenance – Hazardous Material Identification and Removal

Ind

ivid

ual

/Sch

oo

l/C

olle

ge/

Div

isio

n

Clie

nt

Rel

atio

nsh

ip

Team

Lice

nce

d H

azar

do

us

Mat

eria

l A

sses

sor

/ R

emo

valis

t(L

HM

A/L

HM

R a

s in

dic

ated

)

Serv

ice

Del

iver

y Te

am


Suspected Hazardous Materials

End

Check Hazardous Materials Report (HMR)

Hazardous Material Report

Available?

Raise MAXIMO Service Request

YesHazardous Material

Identified?No

Notify ANU Work Environment Group

(WEG) of suspect Hazardous Material

RequestLicenced Assessor

attendance

LHMA Conduct Hazardous

Materials Survey

LHMA checks containment OK, takes sample and confirms material

LHMR Permit Holder receives PTW andassigns resources

LHMR:1. Notify COMCARE2. Remove Hazardous Material3. 3rd Party Air Monitoring4. Provide Clearance Certificate5. Update ANU HMR

E&TS TAR ProcessQMS-FS-PRF-62-006

Hazardous Material?

LHMA develops Scope of Work & estimated cost

Yes

No

No

Yes

eMail or Phone Incident Report via HORUS

[email protected] Service RequestQMS-FS-PRF-61-002

Containment Process till

Licenced Assessor attends site

LHMA updates ANU HM Report on

non-HM

Generate WO, advise SDM/ ETS Mgr

Actions:1. Current HM Report2. Site / Building Plan3. If containment >24 hrs fwd to E&TS for action

Insert Incident Notification number

to WO

Raise TAR

Updated HM Report to Space Team



Page 12 of 15


Service Delivery Team - Maintenance Enquiries

Clie

nt

Clie

nt

Rel

atio

nsh

ipTe

am

Wo

rker

s (L

/H,

Svc

Off

icer

s &

C

on

trac

tors

)

Serv

ice

Del

iver

y Te

am


Start EndMAXIMO Self HelpCheck W/O log for

relevant update

Relevantupdatefound?

Yes

Client enquires thru F&S CRT or SDT

No

MAXIMO Self HelpCheck W/O log for

relevant update

Relevantupdatefound?

CRT

Update Client with relevant

information

Update W/O log regarding enquiry and information

gained

Yes

Make enquiry via assigned Services

Supervisor

No

Requested information at

hand?

1. If Client enquiry via Email then attach original enquiry to Services Supervisor enquiry2. In the absence of Service Supervisor (including non-HDA periods) enquiry is to be escalated to SDM

Enquiry via Client or

CRT?Yes

CRT

Update Client with relevant

information

Update W/O log regarding enquiry and information

gained

Client

Provide relevant information on

enquiry to assigned Services Supervisor

No

Services Supervisor or

CRT?

ServicesSupervisor



Page 13 of 15


Non-Contracted Preventative and/or Statutory Maintenance Delivery

Serv

ice

Del

iver

yC

on

trac

tor

Pro

gram

M

anag

emen

t


Supervisor Assesses Job Requirements

Staff or Contractor?

Allocate Resources and

Complete Works

Conduct Physical Audit of Percentage of completed WO’s

Contractor

Staff

Mark WO as complete in

MAXIMO (including Fault Codes)


Email Invoice & Service Report

Assign Resources and

Complete Works

Generate Service Report

WorkComplete?

No

Raise Child SR from Original WO

Yes

WO ProcessQMS-FS-PRF-XX-TBD

Review invoice against contracted

MUL rates

Schedule & Execute Works as per Work

Order

Review PM/STAT Work Order

Review and attach Service Report to

W/O

Change status of WO to

WINVOICE or COMP

Save toSharedDrive

End

PM/STAT SchedulingQMS-FS-PRF-64-005



Page 14 of 15


8. TYPICAL PROCESS OUTPUTS

8.1. The typical results (outputs) of the process are as follows:

8.1.1. Product produced:

Failure reporting;

Financial reports;

Resource allocation;

Alignment with business plans; and

Clear and transparent job status (KPI reports).

8.1.2. Documents or technical information produced:

Safe Work Method Statements;

PRAMS;

Work completion reports,

Invoices;

Child Service Requests;

Technical Advice Requests; and

Process mapping.

8.1.3. Records produced:

Contractor invoices;

Supplier invoices;

Maintenance records; and

Service reports.

8.1.4. Services produced:

Project/Job documentation;

Professional and timely works execution; and

Safe execution of works.



Page 15 of 15


9. RELATED RISKS

9.1. The following risks are identified related to this process. (edit table as required)

9.2. Management may elect to conduct a formal risk assessment for any of these risks; the

preferred method of risk assessment is indicated herein.

Risk

Like

liho

od

Seve

rity

Ass

essm

en

t Sc

ore

Mitigation

Service Requests and Work

Orders are created with

incorrect priorities allocated Like

ly

Maj

or

Hig

h

- Scheduling (pooling)

- Client Training and awareness

- CRT liaison

- Service Supervisor assessment

Untrained, inexperienced or

unlicensed personnel being

used for maintenance tasks

Low

Cat

astr

op

hic

Extr

eme

- Training matrix, PDR’s and PD’s

- Contractor inductions

- Local Area Inductions

- Contractor Assurance

Assessments

- Trade Certification

Job details incorrect or

incomplete

Like

ly

Min

or

Hig

h

- CRT – Vetting job requirements

- PM/STAT Vetting

- Supervisor assessment

- Contractor Audits and

Maintenance spot checks

No information on condition or

age of assets available

Like

ly

Min

or

Mo

der

ate

- F&S Program team to manage

asset data

- SDT to provide Program Team

asset data and condition

assessments as required

Date post:	12-May-2018
Category:	Documents
Upload:	vodat
View:	215 times
Download:	2 times