Job Order Contract Digital Management

Job Order Contract Digital Management

The 7 basic steps of job order contract program implementation

Real Property Owners, Contractors, and Subcontractors,

Sign up for a one-on-one web session to learn more about independent, objective, transparent, compliant, and best value Job Order Contract Program Management supported by digital technology.

The content of the session will be up to you, but include any of the following ….

JOC workflows,  documentation, unit price books, resource requirements, key performance indicators (KPIs) and  of course technology implementation tools.

Focus will be upon new opportunities to improve productivity, resulting in a higher number quality projects delivered on-time and on-budget.

Learn more…

Connect, Share, Learn, Solve, Lead

job order contracting case study

• Simplify JOC management activities

• Maintain Job Order RFPs, Job Orders, Estimates, Reviews, and Documents… all in one place

• Comply with JOC best practices and audit requirements

• Assure you are always using the right coefficient and unit price book (UPB)

• Always use the most current information

 

OpenJOC is a Trademark of Four BT, LLC. Building in Cloud is a Trade mark of Lemsys S.r.l
Four BT, LLC
5430 LBJ Fwy Ste. 1200
Dallas, TX 75240
Mail: info@4BT.US
Website: http://www.4BT.US

 

OpenJOC – Job Order Contracting the Way it’s Supposed to be!

OpenJOC is a standardized, independent, objective, and defensible method for organizing, describing, pricing, procuring, and managing renovation, repair, and minor new construction activitivies.

OpenJOC, a LEAN construction delivery method  associated levels of higher productivity,  requires an OPEN common data environment (CDE).     A locally researched unit price book, UPB,  provides a common data environment for JOC and other LEAN construction delivery methods.

standardized cost data

The 4BT OpenJOC Unit Price Book (approximately 60,000 line items) provides a significant benefits to owners, contractors, and subcontractors in the following ways…

  1. Davis-Bacon labor data, locally research and properly applied, providing 30%+ greateer accuracy than traditional sources.
  2. Locally researched labor, material, and equipment – cost localization factors are not used (Cost localization factors introduce gross error)
  3. Line item modifiers for quantity, material, and location – Line item modifiers can significantly (10$-50%) impact cost.
  4. Fraction of the cost of alternative sources.
  5. Standard data architecture – CSI Masterformat is the North American standard data format for construction.
  6. Description in plain English using industry standard terms with limited use of abbreviations – Promotes higher levels of productivity, collaboration, and communication , and mitigates errors and omissions.

The 4BT OpenJOC Unit Price Book provides transparent, locally research, detailed construction cost estimates for repair, renovation, repair, maintenance, sustainability, and/or new construction projects.

The use of standardized data formats and descriptions which can easily be understood by project participants is central to any successful construction project, and currently an industry void.

Construction cost unit price books should provide consistent clear descriptions of each line item in common terms that all parties can easily understand.  Abbreviations should be avoided whenever possible.

Each line item task, in addition to being clearly defined in “plain English” should include any associated details such as material, equipment, and labor requirements.

Best Value Job Order Contracting Solutions

Job Order Contracting viable for Federal Preventive Maintenance – NJDOT

job order contracting case study

 

Based on the evaluation conducted, NJDOT believes Job Order Contracting is a viable alternative to the established, standard Federal Preventive Maintenance Contracting method. The quicker procurement process in general for JOC Contracts, as well as allowing for the addition of new structures throughout the term of the JOC Contract without the need for procuring additional contracts, are time and cost saving qualities beneficial to the Department. In addition, the increase in efficiency of the JOC Contracts does not compromise the quality of work or direct cost of work within the Contracts, as both are comparable to that of the established standard Federal Preventive Maintenance Contracts.
It is believed that for every new contractor that is awarded a JOC contract, there may be a learning curve in getting acquainted with new software and pricing methodology. However, once learned, NJDOT anticipates receiving from new contractors the same expediency and responsiveness of current JOC contractors.
NJDOT sees JOC as an efficient and effective procurement method that should be employed further.

Via http://www.4BT.US – Best Value, Independent, and Objective Job Order Contracting Solutions

Source – www.fhwa.dot.gov/programadmin/contracts/sep14nj2015eval.pdf

The 7 Basic Steps of Job Order Contract Program Implementation

The 7 basic steps involved in Job Order Contract Program implementation include;

  1. Strategic evaluation of objectives, goals, and appropriateness
  2. Development of an acquisition/procurement approach
  3. Facility management/engineering/technical planning
  4. JOC procurement/award process
  5. Work execution and contract administration
  6. Monitoring
  7. Ongoing training/improvement

For independent, objective, and best value Training, Education, & Tools, visit http://www.4BT.US

The 7 basic steps of job order contract program implementation

job-order-contract-task-order-life-cycle

Pros & Cons – Learn About Job Order Contracting

Job Order Contracting is a collaborative LEAN construction delivery method that can enable Owners to execute a higher percentage of quality facility renovation repair and renovation projects on-time and on-budget, IF implemented and management properly.

This video is important for anyone with a current Job Order Contract, or planning to participant in a JOC as an Owner, Contractor, Subcontractor, or Consultant.

 

Comprehensive Facility Maintenance Plan

Comprehensive Facility Maintenance Plan / CFMP

job order contracting

The cornerstone of any CFMP should be preventive maintenance.  A regularly-scheduled preventive maintenance,  mitigates the frequency of unplanned failures, extends the longevity of building systems beyond industry standards, and best suits organization needs for a safe and functional physical environment.

Commons CFMP objectives include:

  1. Maintenance of the physical environment in support of the organization’s  mission
  2. Extending the lifespan of building systems
  3. Maintaining the asset value of the property
  4. Mitigating catastrophic building system failures, fires, accidents, and other safety hazards.
  5. Providing buildings that function at requisite efficiency
  6. Providing continuous use of facilities without disruptions
  7. Energy conservation
  8. Regulatory compliance

Staffing,  delivery methodology,  standardized and timely information, and supporting technology are core aspects in the execution of;

  1. Scheduled Maintenance – Description of activities that can be forecast and for which expenditures of parts and labor are based on a predictable time table or use schedule. Main components include: Preventive Maintenance, Modifications and Alterations, and Scheduled Replacement.
  2. Unscheduled Maintenance – Description of activities that cannot be programmed or forecast, including emergency repairs and corrections of breakdowns.
  3. Deferred Maintenance – Description of scheduled activities, delayed or postponed for reasons such as lack of funds or personnel, changes in priorities and change of use.

Staffing

Operations and maintenance departments, based upon size, may have multiple departments, each with an area of specialization, or a single department.  Examples of specialized areas include: 1. Environmental, Health, and Safety, 2. Central Maintenance Shops, 3. Cluster Maintenance Program, 4. Custodial Services, and 5. Energy and Recycling.

Tasks

Ongoing tasks associated with operations and maintenance departments vary widely, and may include:

  • Preventive maintenance program execution for all facilities
  • Work order service requests management
  • Regular inspections of equipment and building systems, such as roofs, boilers, chillers, sprinkler systems, fire alarms, elevators, fire extinguishers…
  • Repair services
  • Maintain regulatory compliance for select building systems (e.g., elevators, fire suppression systems, pressure vessels)
  • Computerized maintenance management system software operation.
  • Administration of renovation, repair, and maintenance contracts
  • General –  grounds maintenance program, custodial, etc.
  • Utility-billing data collection and analysis (including electric, natural gas, heating oil, propone, water/sewer, solid waste, and recycling).
  • Procurement of energy and solid waste services.
  • Manage contracts associated with energy and solid waste services.
  • Monitor the energy market to direct procurement decisions.
  • Coordinate with State and local officials on issues associated with energy, water/sewer utilities, and solid waste management.
  • Development and oversee energy reduction programs
  • Manage resource reduction and recycling program
  • Direct capital improvement projects related to lighting retrofits and solar power
  • Provide energy audits

Key Performance Indicators

The typical key performance indicators may include the following:

  • Top ten work order trouble codes
  • Quantity of temperature complaints (“too hot”, “too cold”)
  • Workforce productivity and utilization
  • Preventive maintenance versus corrective (or “reactive”) maintenance
  • Preventive maintenance schedule completion rate
  • Percent of major building systems operating within industry standard lifespan
  • System life-cycle performance
  • Deferred maintenance backlog reduction

Execution

Best value procurement, LEAN collaborative construction delivery methods such as Job Order Contracting, standard terms, definitions, as well as standardized cost and data architectures, and a documented Operations & Maintenance Execution Guide all contribute to maximizing return-on-investment and improving outcomes.

System Life-spans

  • Boilers (Steel, fire-tube) 25 years
  • Boilers (Cast iron) 35 years
  • Chillers (Air-cooled, reciprocating compressor) 20 years
  • Chillers (Water-cooled, screw compressor) 25 years
  • Chillers (Water-cooled, centrifugal compressor) 28 years •
  • HVAC (Rooftop units) 20 years
  • HVAC (Room unit ventilators) 25 years
  • HVAC (Penthouse/Interior mounted air handlers) 40 years
  • Flooring (Carpet) 15 years
  • Roofs (Asphalt Built-Up Roof, sloped) 25 years
  • Roofs (Metal) 30 years
  • Paving 25 years

City of Long Beach Job Order Contract Audit

City Auditor shares findings of an audit which found that
” that found LB’s (City of Long Beach) Public Works Department had let some contractors receive roughly $1.9 million more than they should have under the Job Order Contracting program. The actions involved projects costing an average of $100,000 each, meaning LB taxpayers didn’t receive as many as 19 infrastructure projects that they might have. ”  (Source: LBReport.com)

“In April (entering the campaign cycle for the sales tax increase portrayed as for infrastructure), Mayor Garcia agendized an item seeking changes in the Public Works Dept. program without disclosing Audit findings of which the Auditor had made him aware. On May 24, the Council approved City Attorney office-drafted changes to the Job Order Contracting program without disclosing the Audit-based underlying reasons for them. On May 25 (after vote by mail ballots had been circulating since roughly May 9), the Auditor’s office released its findings. The Auditor’s office has told LBREPORT.com that its timeline for releasing its Audit findings was coincidental.” – LBReport.com

Learn more

Proper oversight, education, and training are required for developing and implementing a Job Order Contract.