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This paper discusses how the City of Toronto (Ontario, Canada) Works and Emergency Services Division-Water PollutionControl (WPC) and Water Supply (WS) became a competitive organization and improved productivity. In 1995 they embarkedon a joint enterprise transformation project. With help from EMA, Inc. as the prime consultant topartner with the City on this major project, the WPC and WS divisions joined forces and initiateda competitiveness assessment and alignment of expectations. This assessment reviewed allorganizational design, work practices, and technologies and identified an opportunity to reduceoperations and maintenance expenditures by $36 million a year.The City determined that the best way to accomplish this was to implement a ComputerizedMaintenance Management System (CMMS). With an approximate investment cost of $3 millionto select and implement the system, the City would realize approximately $6.5 million a year fromimproved productivity as a result of enabling business practices.This opportunity was reviewed, validated, and detailed by the Division, and used to establish afive-year improvement program. Given the name "Works Best Practices Program" (WBPP), theprogram included targets for both WPC and WS. The WBPP project was kicked off in 1995 witha program budget of $105 million with projected savings of $36 million a year. Actual savingsfrom the program was approximately $16 million per year at the end of 2001.As a result of the CMMS implementation, all of the City's water and wastewater facilities havebeen using the CMMS to support and enable a culture of program driven work and continuousimprovement. As the use of the CMMS becomes an integral part of doing work and theinformation captured in terms of cost and work history grows, the City is poised to achieveimprovements in productivity and cost effectiveness that can be in the order of 40 percent ofO

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Edition: Vol. - No. Number of Pages: 9File Size: 1 file , 290 KB