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In 2005 I was hired by SchoolDude as a Client Adviser. Growing up in the tech support and implementation side of the business, I gained a unique appreciation for the challenges and opportunities facing facility operations professionals at schools. In 2009 the Dude created a Success Management team, where I was fortunate to lead a small team responsible for engaging clients, assessing their opportunities, and helping to maximize their investment. In 2012 started wearing two big hats - Community Engagement Manager and Chief Data Dude. Today I'm very excited to be managing our Client Support team. My passion lies in leading this team of legendary support professionals, connecting peers in SchoolDude Nation, creating a valuable Community experience, and telling stories with data that inspire success in Facility Operations.
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I recently had the opportunity to visit
with Data Analyst, Gary McGirr from Topeka Public Schools, about how he's using
the Dude Data Dashboard and daily metrics to look for opportunities to become
more efficient. Topeka Public Schools is the 6th largest district in Kansas
with around a 14,000 student enrollment and 26 schools and has been a client for almost 10
years. In that time, they've documented over 173,000 work orders, logged over
758,000 hours, and rank in the top 20th percentile in Cycle Time, Work
Documented, and Employee Productivity Key Performance Indicators.
While the Maintenance and Operations
team at Topeka has achieved some great milestones, they know there are always
opportunities for improvement.
The Dude Data Dashboard allows Gary to
see how Topeka ranks compared to peer districts and where there may
be opportunities for improvement.
When I asked Gary for an example of how
he uses metrics and KPIs to look for opportunities for improvement, he replied “I
review work order patterns by day and noticed certain ages of work in
progress (WIP) work orders were not getting done. I wondered why that is.
I started by looking at how many general maintenance WIP work orders
there are by days aged categories: 0 – 7 days, 8 – 14 days, etc.”
Gary saw was a counter intuitive distribution of work orders across the days
I have noticed is that technicians sometimes get focused on the wrong group of
work orders. Their supervisors need to direct them to work in a certain categories
where there are large volumes of WIP work orders. If they do that, I think
the pattern should look more like this:”
believes communication between the Maintenance technicians, Supervisors, and Requesters is key to getting the work done in a timelier manner, and setting
expectations correctly with teachers making the requests. For example,
there are certain work requests that require specialized parts, or waiting for
a funding source. Those requests are changed to the appropriate status (Parts
on Order, On Hold, Waiting Funding, etc...). That way, requesters are kept in
the loop as to the status of their work order and staff are able to better
prioritize which jobs to focus on.
bringing more metric based analysis to the meetings, the leadership team now
regularly requests for more detailed reports so they can make better data
driven decisions. And the staff have concrete targets and goals to shoot
am working with our techs to keep this stat in mind. We need to get at least
70% - 80% of our work orders done in 30 days or less. The techs don't
complete more work orders; but they target the right work orders."
you getting the most out of your Dude Data Dashboard? Please leave a comment
and share your experience with your peers. We'd love to hear your