This document discusses building depth in facilities management through a process of assessment, quantification, adoption, implementation, and control. It provides examples of how to evaluate current facilities work, measure outcomes, plan changes, train staff, and ensure changes are effective. The goal is to improve facilities ministries through developing cross-trained teams, reducing costs, improving customer satisfaction and working consistently with the church's mission and vision.
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Building Depth in Facilities Team
1. Building Depth in Facilities
Chris Barron
Facilities Manager Faith Baptist
Church Youngsville, NC
Discussing the opportunities within our
teams to improve the overall function of
facilities work.
2. Today’s Training Plan
• Discuss a Process for Evaluating Facilities
– Assessment, Quantify, Adopt, Implement,
Control
• Diagram your current Facilities Ministries
– List current status, possible opportunities for
improvement / training and begin plan to
change
• Leave with list of possible improvements
– Begin the plan to improve facilities depth
3. Assessment
• What are my teams doing today?
– Spiritually – is it consistent with mission/vision
– Physically – can it be quantified / measured
• List them
– Contracts, job descriptions / title, teams, etc.
– What are you “not” doing?
• What could we be doing differently?
– Gaps, cross training, insource vs outsource
4. Assessment Examples
• Landscaper – 6 acres, $15K, $10K OoS
work, contract with no detail.
• Pest Control Spraying / watering plants
• Thermostats cost most Electrically
• Pastors asking Volunteers to serve in
kitchen untrained
• Largest financial liability for church
• What requires the most rework
5. Quantify
• Focus on Mission / Ministry Goals
– Member involvement
– Cross Functional Teams
– Employee satisfaction / Opportunity for
advancement
• Look for measurable outcomes
– Reduce sick time / reduce turn over rate
– Improve work order completion time / improve
customer satisfaction
– Reduce cost
6. Quantifiable Examples
• Cost of internalizing the landscaper -
storage shed, tools/equip, training, drivers
license just to go get the gas
• Cost of current carpet cleaning company
• Employee Efficiency (WO completion) -
Tool cart and radios
• Energy Usage Reduced -Weekly
Thermostat check, lockable thermostats
7. Adopt
• Change requires “Pre – Work”
– Write Training / Write Procedures / Write
Contracts, get them reviewed / approved
– Create Maps, checklist, calendar, schedule
• Sale the future change
– Prepare others for coming changes
– Budget
– Create incentive
8. Adoption Examples
• Wedding Coordinator
– Reduce time the FM has to manage events
• Carpet Extractions
– Equipment on hand always ready to use
– Reduce cost of contractor
– Improve quality of carpet overall
• Electrical Demand Reduction
– Improve Thermostat Settings
– HVAC start times / reduce cost
9. Hands on Training
• Ensure a part of Job Description
• Classroom (reading policies, etc.)
• Observe (watch others)
• Simulate (supervised )
• Perform (on your own, checked behind)
• Make Performance the new Norm
• Be able to Train others / replacement
10. Implement
• Hire / Change Job Description
– Employee Reviews / Goals / cross train
• Train
– Schedule / conduct training
– Follow-up / Ensure training working
– Make the change the new normal
– Tie to rewards / Allow team members to train
• Negotiate
– Look at all contracts and service level
agreements
11. Implementation Examples
• PM schedules / new CMMS
• Training – Vehicle Policy Improvement
• Maps - Landscaping on campus – write
PMs to match landscaping map
• Contract Re-negotiate / Implement Service
Level Agreements with measurements
• Procedure for Wedding Coordinator /
Kitchen Director Training
16. Control
• Is it still working?
• Did the outcome we hoped for happen?
• Survey, Interview, buy-in, loose ends
• Sale the change
• Remember the People / Mission / Vision
17. Controlling Examples
• Electrical Utility Data – tied to Demand
charge and Usage Data affected by
Degree Days, and Thermostat
Programming.
• Annual Contract Review
• Employee Performance Reviews
• Large industries might us Loss Time
18. What’s on your worksheet?
• Real Depth in Facilities is in people
• Leadership and Controls you implement
including your example guide those people
and affect attitudes
• Remember Jesus Example – spend time,
have fellowships, write cards, love and set
the example.
Editor's Notes
Chris Barron
Faith Baptist Church Facilities Manager
Served in church in high school as leader in youth and church sound man.
Served at Broadway theater as assistant technical director
US Navy – Nuclear reactor operator in engineering
Johnson Controls Facilities Management
- calibrations
- technical writer
- analytical calibrations tech
- call center, technical writers, document control supervisor
- Six Sigma Black Belt
Computer Store Manager
Facilities Manager at Faith
- IT, Vehicle, Grounds, SS, Sound, Maintenance, Kitchen, Events, etc.
Story of first taking over at faith.
- A single notepad had written sheet showing the current contracts and about what we paid them for the year. and the picture of the handover.
Goal for Training Slide
Depth – how do you define it?
– individual employee abilities / knowledge level how they improve facilities
Nature and design of contractors and contract relationships
Team work / the synergy of cross functional teams, doing as a whole more than the individual
Strength on the bench ability to overcome any new challenge thrown at Facilities
Recognize, Define, phase six sigma
What are you doing today.
Ask yourself about the spiritual side – are we as a team doing things that make sense biblically?
Example of Jesus – disciples, what did Jesus not do that was required for every day life?
Does working with contractors help us do that better than training our in house staff?
Does your job descriptions match up with the church goals / What are we not doing that we should be doing?
Total budget, total work hours, total cost, what is being done on campus in similar ways or task that is not currently under your area of ministry. Can synergy be gained by joining work areas or cross training, etc. May include a programming list, or employee names, or job descriptions or list of contracts or list of task.
List Facilities specific Areas:
Business / Administration, Health and Safety, Fire Safety, Security, Maintenance Systems, Periodic Testing and Inspections, Operational, Business Continuity Planning, IT / IS / Computers / Technology, Landscaping, Audio / Video, Vehicles / Fleet Management, Insurance, Space Planning, Event Management
List of programming / events / Ministry support areas:
Sunday Morning, childcare, school, VBS, Dinners, Weddings, Fall Festival, Easter event, Christmas event, sports programming
List of Contracts:
Landscaping, custodial, fire extinguishers, elevator, smoke detectors, wheel chair lift, snow removal, side walk clearing / cleaning, gutters, pest control, HVAC, carpet cleaning, sprinkler system, vehicle maintenance, trash removal, recycling, painting, security, tree trimming, window cleaning, organ /piano tuning, room set-up, generator maintenance, dry cleaning, baptismal maintenance, watering plants, IT, IS, movers, even electric company riders (may affect how you use electricity – discuss demand response or back-up power generation), water credit for dumping condensate to sewer or using evaporative cooling, chemical company for water tower,
List of Job Descriptions:
Facility Helper, Facility Assistant, Sound Man, Kitchen Director, Wedding Coordinator, Facility Technician, Calendar Admin, Secretary, Child Care Director, Security Officer, Facility Director, Landscaper, Bus Driver
List gaps, skills, attitudes
Lack of spiritual focus on job / department not consistent with overall mission of organization, employees only focused on specific task – not team oriented, not reporting problems in other technical areas, finger pointing instead of asking how can I help / learn that task, not able to self perform routine task, customer always waiting for a deliverable.
Better, quality, faster, not core business vs improves overall team
Provide services on weekends without paying high overtime rates,
Who - Look at business / operation
- Insourced
Cross training, Cross functional, dual job description,
Benefits of cross trainings: essentially changing a team members job description to include additional task. Improves the amount of the larger process an employee is included in, improves the buy in and inclusion of that team mate, provides for pay increase opportunities and knowledge advancement acquire new skills, demonstrates that the organization cares (non-monetary recognition), saves the company money by using existing workforce, helps protect from the loss caused by employee absence or turn over, efficiency of existing workers always better than initial new recruit.
- Outsourced
Contracts, license, government regulations,
Review service level agreements, add additional language new contract review, put measures in place to provide deeper bench of support from contract labor. Examples: table chair set-up help from custodial company, paid child care from Day Care workers.
Measure current processes with some accuracy. Remember to ignore many soft numbers or let them stay soft (productivity gain).
Bundle savings, let contractors install for free (example of sample flooring coating). Be careful about claiming maintenance savings. (building operating management 2014 greg zimmerman)
Decide on measurable outcomes / goals – Analyze measured data for possible improvements
Measurable outcomes begin with action verbs, and are verifiable, or measurable.
Cost reduction overall, employee satisfaction, reduction in customer complaints, increase in quality,
You cannot improve what you do not measure (six sigma)
Internalize contract, what would customer see / feel. Required change in budgeting…outside check vs. in-house payroll.
Training:
Ensures consistency
Ensures safety
Ensures Job description understood
Reduces rework, mistakes
Provides confidence / assurance
Improve customer satisfaction
Can demonstrate care to employee
Cross training can have disadvantages and advantages:
Cover vacation
Cover Sick days
Prevent boredom
Create competition
Develop greater ladder / opportunity for advancement
Demonstrate leadership qualities and who is ready for promotion
Allow reduction in outside contracts
Improve casualty response (familiar with systems on site
Improve customer satisfaction (on-site knowledge, quick response time,
Provide cross area oversight or review (accountability, team building,
Limit approach by considering:
Stretching employees too thin
Level of technical expertise
Quality may suffer
Employee chooses favorite work, other areas suffer
https://www.fmbenchmarking.com/
Example:
- of our first landscaper – filed bankruptcy not long after we switched to a different contractor.
- I began to push my tech too fast too soon.
FMBenchmarking.com
$1.50 to $3 sqft for maintenance
$3 sqft for Utilities – moderate climate
$1.25 sqft for custodial
$ sqft for mortgage / insurance / taxes
At Faith we run about $3 to $3.5 sqft on maintenance, custodial, utilities.
Put procedures in place, plan for the transition
PM calendar – procedures require signatures
Design / Architect phase of six sigma
Consider all the Leaning styles, visual, audible, tactile, repetitive
Consider the ways to perform the training - Observe, Practice, simulate, discuss talk about more on another slide.
Write the training, example vehicle binders, forms, handouts, quiz, power point, etc.
Example: Switch from full time to on-call, vs volunteer labor for set-ups.
Implement procedures that can be referenced.
Create maps to help person check off list
Create checklist for topics each job description needs to discuss, i.e. SDS (MSDS)
Could be tied to pay raises / performance evaluation
Qualification Cards – Navy example
Break down the training into sections:
Start with basics – always include and do not assume the employee knows what to do. Include the theory or reasons if known to seal the training and assist those who can apply the theory in the event the situation is slightly different next time.
$600 single room with carpet extraction company each visit
Electrical KWH reduction of $2800 first year, and $2100 in demand savings ($4900 or 12% reduction)
Examples:
- sound man training
baptismal operation
window cleaning
kitchen helper, wedding coordinator
security team
carpet extraction
vehicle maintenance checklist, vehicle driver training,
fire extinguisher use,
floor waxing
fire extinguisher monthly, elevator monthly, pest control spray, termite inspection, HVAC monthly, quarterly, and semi-annual, simple electrical repair, GFCI testing, lawn care, network installation and testing, Air balance, ergonomics, thermostat operation, electrical demand reduction,
Ensure a part of Job Description
Classroom (reading policies, etc.)
Observe (watch others)
Practice (simulated, actual, supervised )
Perform (on your own, checked behind)
Make Performance the new Norm
Be able to Train others / replacement
Remember Proficiency – some task will require repeat training or refresher training
Example: Switch from full time to on-call, vs volunteer labor for set-ups.
Implement procedures that can be referenced.
Create maps to help person check off list
Create checklist for topics each job description needs to discuss, i.e. SDS (MSDS)
Could be tied to pay raises / performance evaluation
Qualification Cards – Navy example
Break down the training into sections:
Start with basics – always include and do not assume the employee knows what to do. Include the theory or reasons if known to seal the training and assist those who can apply the theory in the event the situation is slightly different next time.
Make the initial improvement in an area
Time cards at call center with 5 dollar meal card
Choose Trainer, tools, timing, improve phase
Limit your training environment to a place where the participants practice the desired outcome repeatedly in a training room.
The definition of training is hands-on practice.
Make improvement with goal in mind.
May require change in contract, example of hiring custodian before other contract is up.
Hiring landscape team member in winter for training time.
Landscaper to map all plants on campus with recommended fertilizer and trimming schedule
Fire Co. to map all smoke detectors and pull stations
Quarterly training with all staff (not just facilities)
Fire extinguisher
Use of the defibrillator
Van driver training
Site wide Emergency response (fire, hurricane, flood, tornado, shooter, etc.)
Computer / Internet security
Office Safety
Evacuation
New Equipment Training session
Carpet extraction, manf. on the phone, everyone standing around equipment
Classroom electrical theory, safety, then into field for hands on.
Ladder safety
New lawn mower
Classroom, observe, hands on, shadow: with sound guys, then hands on, set-up and break down sound equipment, then hands on quality of sound, then phase in with sound team.
Vehicle, start with classroom, then walk through, then behind the wheel.
Current IT was a replacement from a guys who did not want to grow with the implementation of the virtual environment.
The new guys contract needed a first year before we could add information
Current work order system did not provide the data to compare to contract language on response time and work order priority.
Asked the landscaper to add tree trimming and mulch, fertilizer and weed killing as part of annual contract instead of out of scope work.
Combined kitchen hood, smoke, sprinkler, monitoring, back flow test, fire extinguishers, to a combined contract. Dropped the poor performing security contractor who was performing smoke test.
No PMs so the tools needed to be created to improve the process or train people.
Start with basic list
Develop the list of steps or task
Begin to put meat on the skeleton of the needed training or procedure.
Put some life into the meat on the skeleton
Putting a face on it, skin on the structure.
Would the fault that I think I found cause the symptoms I have observed?
Could the fault that I found have been caused by a fault I have not found yet?
Could the fault I found caused another fault I have yet to find?
When dealing with improvements change will slip back if not controlled.
Control phase
Talk to the employees who attended the training. Verify the effectiveness of the training to determine if participants have changed their work behaviors.
Procedures, Owners, Validate cost savings
Conduct ongoing needs assessments and embrace a proactive training stance.
For years, corporate training reflected reactive, band-aid approaches to poor employee performance. Train employees before they begin the work, and they will perform better. If they do not receive training, and develop bad habits, it is counter-productive to offer training as a remedy.
Feedback, re-check, re-measure, re-inspect, re-test, re-visit, remember.
Communicate the change and impact to the customer – example of switch to IT provider, change in landscaper (clover in grass),
Ensure that hard skills training is always a hands-on experience budgets and people there is always the un forseen un planned change or cost.
Annual review of the vehicle training by Office Manager – 1 yr. copy of proof of insurance, 3 yr. new application.
Institutionalize – Share
Deploy to others, translate it.
Re do.
Your questions – What improvements opportunities have stood out to you today
Second Closing – Drive point home with example
Maybe the auditing tool in word for tech writers. Using interoffice mail system for tech writers,
The key control process with new database and forms.