BUSINESS MANAGEMENT SYSTEM

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BUSINESS MANAGEMENT SYSTEM
Pima County Regional Wastewater Reclamation
Department
John D. Warner, Deputy Director-ConveyanceMichael
Gritzuk, P.E., DirectorAPWA- EMS
WorkshopApril 18, 2008
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(No Transcript)
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Pima County Wastewater Management

• Collects and treats 70 million gallons of
  wastewater per day
• 370-square-mile service area
• 1,000,000 population
• Over 3,400 miles of pipe
• Over 73,000 manholes and cleanouts
• 31 pump stations
• 580 employees
• 100 million OM Budget
• 95 million Capital Budget

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1 Roger Road WRF 2 Ina Road WPCF 3 Green Valley
WRF 4 Pima County Fairgrounds WWRF 5 Avra Valley
WWRF 6 Corona de Tucson WWRF 7 Arivaca Junction
WWRF 8 Marana WWRF 9 Mt. Lemmon WRF 10 Rillito
Vista WWRF 11 Randolph Park WRF
Pima
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History of Wastewater in Pima County
Wastewater went to Sewage Farm
Ina Road Water Pollution Control Facility
began operation
Pima County assumed control of sewerage
system
Roger Road Wastewater Treatment Plant began
operation
Tucsons Water Sewerage Department created
1900
1920s
1951
1977
1979
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Today
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RWRD Significant Issues/Opportunities

• Credibility (Management Audit 2005)
• Denitrification of effluent by 2014 2015
• 1.4 Billion 20 year CIP
• Funding
• Brain Drain

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External Management Audit January 2005

• There is an overall lack of leadership
• No strong vision, mission, or goals
• Communication from the top levels of
  RWRD to the rest of the organization is poor
• There is little regard for County purchasing
  rules
• There is a lack of accountability in all areas of
  RWRD operations and management

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Regulatory Requirement to Denitrify by 2014
2015

• Decommission Roger Road Plant (40 mgd)
• Construct New Water Reclamation Campus (32 mgd)
• Construction New 5 mile 80 Interceptor From
  Roger to Ina
• Denitrify 25 mgd Train at Ina
• Expand Ina Capacity from 37.5 to 50 mgd
• 2014 for Roger
• 2015 for Ina

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Funding

• 1.4 billion 20 year CIP
• 535 million regulatory and capacity requirement
  (largest CIP in the history of Pima County)
• 564 million 2008 bond election (2004 150
  million)

• How do you obtain funding when the public and the
  politicians have no confidence in you?

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Strategy Business Management System (BMS)

• Gain Back Public Confidence
• Prepare a Foundation for the Challenges of the
  next Decade
• Define Roles and Responsibilities
• Establish Accountability
• Construct a SYSTEM for PROCESS EXCELLENCE with
  Best Practices and Stakeholder Participation
  (Brain Drain)
• Create a Culture of Continuous Improvement (Six
  Sigma)
• Pilot the Conveyance System
• Employ the BMS throughout the Enterprise

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What is a Business Management System (BMS)?
Continuous Improvement
Resources
Processes
Monitors Analyzes
Information
Defines, deploys, and actively seeks
opportunities for continuous improvement
Identifies resources needed for implementation of
strategy
Defines and effectively deploys processes
throughout the enterprise
Monitors and analyzes business processes
systems for effectiveness and control
Identifies Subject Matter Experts to manage and
control information to run the business support
internal requirements and external compliance
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WHAT is ISO and OHSAS?
International Standards Best Practices
Processes for controlling and improving a
business or company's performance (150
countries) A dynamic approach to Business
Excellence
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BMS Elements
CMOM APP Permit Capacity, Management,
Operations, Maintenance Environmental
Management System (EMS) CMOM plus all Enviro
Permits Reporting ISO 9001 Quality
Management Standards ISO 14001
Environmental Management Standards OHSAS
18001 Safety Management Standards
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An Integrated Model
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Ownership
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Recognized Model

• Continuous Improvement

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Basic Steps

• Identify the framework (fence line)
• Identify key processes w/in the framework (25)
• Staff Training Process Mapping Program
  Development
• Process Mapping
• Process Implementation
• Staff Training - Sameness
• 1st Assessment
• Corrective Action
• Final Assessment

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2007 Implementation Schedule
Process Owner Training
Process Mapping
Process Implementation
Staff Training
1st Assessment
Corrective Action
Final Assessment
Certification Awarded
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Key Methodology

• Directions

• Process Mapping

From downtown, take I-10 north to the Prince Road
exit. Go west under the freeway until it
dead-ends, then make a right and an immediate
left on W. River Park Road. Take a right on W.
Commerce Drive and a left on N. Benan Venture
Drive, then a left on Sweetwater Drive. The
treatment plant will be on your right. (This is
much clearer on the map.)
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Process Mapping
Focus first on inputs and outputs
Simple BYO Brain
Collaborative approach at all levels
Best practices are identified and included
80 of the process is captured on the first pass
Opportunities are identified and written down
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Gravity Map
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Customer Service
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New Processes

• Internal Assessments
• External Assessments
• Business Reviews (Opportunity Identification and
  Prioritization)
• Safety Risk
• Quality Environmental - Aspects
• Service Design
• Corrective/Preventative Action Requests (CPAR)
• Business Scorecard (Metrics)

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Failure Modes Effects Analysis (FMEA)

• Identifies the manner in which a process could
  fail
• Cracked, loosened, slipped, plugged, etc.
• Identifies the consequences of the failure
• Personal injury, environmental damage, public
  discontent, re-work

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Safety Risks / Environmental Quality Aspects
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Probability Factors
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Risk/Aspect Priority Number (RPN)

• Risk or Aspect Severity X Probability RPN
• Task Office Work Paper Cut
• 1 X 6 6
• Task Rodder Fall into Manhole
• 9 X 7 63

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Benefits
ISO-certified companies are internationally
recognized
Improved customer satisfaction levels
Continuous improvement process is established
BUSINESS MANAGEMENT SYSTEM
Operating system continuity and consistency
Progressive ethos and culture
Enhanced reputation and perception
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Benefits
Fundamental shift to pro-active rather than
re-active processes
Operating interfaces are defined and activities
better coordinated
Reduced OM costs
BUSINESS MANAGEMENT SYSTEM
Less micro- management
Authorities are established
Reduced employee training time
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Safety
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Environmental Quality
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Whats in it for me..

• You Have a Say (CPAR)
• Eliminate Non-Value-Added Work
• Eliminate Duplication
• Better Communication/Less Confusion
• Less Micromanagement (trust)
• Pride (You Can Really Make a Difference)

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Critical Success Factors Lessons Learned

• Management Commitment
• Standards Training Prior to Mapping
• External Auditors
• Culture
• Availability
• Resources
• Six Sigma Black Belt
• Safety/Environmental Planning Manager
• Mapping Contract

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Global Benchmarking

• 15 Wastewater Utilities and Utility Operators are
  ISO Certified in the United States
• All are ISO 14001 Certified
• None have ISO 9001, OHSAS 18001
• 39 Wastewater Utilities and Utility Operators are
  ISO Certified Worldwide
• Only 4 have both ISO 9001 and ISO 14001
  Certifications
• None have OHSAS 18001
• The French were the first to integrate and
  certify all 3 standards at the same time (2006)
• We believe that PCRWRD will be the first
  Enterprise in North America (Public or Private)
  to certify all 3 standards simultaneously

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Comments or questions?
john.warner_at_wwm.pima.gov
PIMA COUNTY REGIONAL WASTEWATER RECLAMATION
DEPARTMENT
ISO 9001, ISO 14001, OHSAS 18001