Facilities Management

1. Overview of Facility
Management

2. “To think is easy. To act is hard. But the hardest
thing in the world is to act in accordance with
your thinking.”
Johann Wolfgang von Goethe

3. Facility Management
O The term ‘facility’ refers to any range of
establishments that serve a greater purpose such as
providing goods and services. In the most traditional
sense, this refers to factories and offices, but the
term facilities also includes schools, jails, sports
complexes, hospitals, hotels and retail
establishments.
O Each of these facilities is a complex organization of
people, teams, departments, spaces, equipment,
technology and more. Facilities management is the
coordination of everything within the facility so
operations run smoothly. Considering the large
scope, facility management can be quite a daunting
task.

4. The Basics of Facility Management
FACILITY MANAGEMENT
is the business of providing
“SOLUTIONS”.
People
Process
Profits
By definition, Facility Management is in the business
of management & co- ordination of
people, workplace, processes and technologies to
support core business development and delivery of
the organizations products and services.
A key Business Function in any Organization.

5. Real Property Management
Corporate Real Estate
Property Management
Facilities Management
Capital Asset Management
Real Estate Management
Asset Management
...What actually is...“Facility management“...

6. What is Integrated Facilities Management?
Core
Business
Accounts IT
Personnel
Purchasing
Distribution
Transport
Property
&
Facilities
 Increased Flexibility
 Focus on Core Business
 Reduced Costs
 Improved Service Quality
 Introduce Best Practice
 Establish a Vehicle for Change
Drivers for
Change

7. Typical Corporate Structure
Strategic
Tactical
Operational

8. Typical Corporate Structure
Fleet
Management
Projects Fabric Landscape
Cleaning Catering Security M&E
Operational Office
Services
Purchasing

9. Typical Corporate Structure
Operational
M&E
and
Security
Catering
&
Cleaning
Office
Services
&
Purchasing
&
Fleet
Management

10. Typical Corporate Structure
Non-core
Consolidation
Facilities
Management

11. Definition of facility management according
European standard EN 15221
“integration of processes within an organisation to
maintain and develop the agreed services which
support and improve the effectiveness of its
primary activities.“

12. Facility Management definitions
- „Facility management is the practice of coordinating the physical workplace
with the people and the work of the organization. It integrates the principles
of business administration, architecture, and the behavioral and engineering
sciences. “
(IFMA 1983)
- „Facility management is a profession that encompasses multiple disciplines
to ensure functionality of the built environment by integrating people, place,
process and technology.“
(IFMA 1983)
- „Facilities management involves the management, operation and
maintenance of buildings, precincts and community infrastructure.“
(FMA Australia )
- „Facilities management involves the management, operation and
maintenance of buildings, precincts and community infrastructure.“
(BIFM British Institute of Facilities Management )
...What actually is...“Facility management“...

13. ...What actually is...“Facility management“...
The perception of Facility Management has changed significantly in the past
years to Business Process Mnagement approach

14. FM - THE GOALKEEPER
Potential Qualities of a Facility
Manager Understand Work
and Relationships Manage
People Expectations
Keen eye on Costs & Spend Providing
right Directions Meet Customer
Demand Strategic
Decisions
Quick
Thinker
Team Player
Mentor
Humility
Effects of Quality Facility
Management Contribution to
Organization Goals Facilitate
Key Decision Making Holds
fort during Adversity
Save the Team in Crisis Respect as a
leader Become a Winner
Lord, please let me get this shot
Confidential &Proprietory 2

15. FACILITY MANAGEMENT
First Commitment
Understand the
Nature of
Organizational
Business where
you work and
It’s Commitment
to People.
“People”
are the
“Greatest
Asset”
Be in the Team
Study Resource Quality, Understand their Expectations
3

16. O Maintain good personal relationship.
O Build efficient Team Network.
O This is a key global delivery expectation.
Know all that transpire around work.
O Document all incidents and deviations. Mail
intimate the involved employee/s. Apprise them
your Observations only. Mail a copy of violated
company policy. DONT implicate/accuse unless
evidenced. Call Disciplinary Committee upon
Gravity.
Being in Control
4

17. A Facility Managers has to be on top of all situations.
Avoid any blame game or embarrassments.
The FM is always looked upon as The PERSON to
approach.
BUT if anything should go wrong, be prepared for
a big time flak.
It is vital to understand the people expectations
versus the accepted delivery time frames, quality
and modules.
Establish detailed effective SLA’s between the
Manage your Show
internal & external cuC
so
n
tf
i
d
oe
n
mt
i
a
l&
eP
r
ro
p
sr
i
e
t
o
ar
y
nd vendors. Mana
5
ging

18. Strategy at Work
Plan you
approach well in
Advance
Plan
alternatives
and Back ups
Look for Feed backs
Ensure Task
completion
Handhold till
the Goal is
achieved
Review the
situation And it’s
Progress
Allocate Additional
Resources as
required
You
Have
a
Scor
ed
You
Hav
e a
Goal
Efforts vs. Results
Score line:
2 – 0
Result: You WON
6

19. Expect the Unexpected
Fore sight and anticipation of unwarranted situations or acts is a potential
quality in FM.
Rote the company processes. It helps identify the short falls and lapses in the
system. Aids in newer strategies.
Document the findings and propose corrective actions.
Share this document with the team. Constantly revisit the processes to
effectively manage changes. Be updated with the business and it’s change
dynamics.
The ungoverned always finds more ways to beat the system.
C

20. AUTOMATING PROCESSES
Strategic FM
is the design &
implementation of
scientific processes
and systems to deliver
work place Services
and Resolutions.
Clear Objectives & Action Plan
is the motive of a Strategic FM plan.
Implementing Process Improvement plans,
Resource analytics, Training &
Performance codes, Delivery modules and
Measurement systems is the key aspects
of this business strategic role.
Aggressive Leadership
Performance Management
BUSINESS PROCESS
RE - ENGINEERING
REDUCES
Repetitive tasks,
Duplicating works,
Data entry process,
Documentation, And
Retrieval.
MovingAhead……..
STRATEGIC FACILITY MANAGEMENT
Measurement Systems
Relationship Management
E – Commerce
Strategic Sourcing Data
Analysis
Trust & Transparency

21. FM & AM Relationship
An integrated Design / Build & Asset Management & Facilities / Operations Management

22. What is ‘Facilities Management’ Today?
Non-core
Contracted
Services
Technical
Maintenance
Refuse
Collection
Carpark
Management
Public
Infrastruture
Maintenance
Other
Corporate
Support
Infrastructure
IT
Payroll
Fleet
Temp
Staff
Legal
Workplace
Related
Asset
Ownership
Asset
Management
Property
Management
Facilities
Management
Technical
Services
Commodity
Services

23. AM & FM
There are five major factors determine the difference
between asset management and facilities
management.
1. The Type Of Assets Managed
2. The Purpose Of The Assets Managed
3. The LifeCycle of the Assets
4. The Organisational Goals Of The Assets
Owner/Investor
5. The Assigned Scope Of Operations

24. AM & FM
O Asset Management (AM) and Facilities Management
(FM) have a great deal of common ground especially
since from an operational perspective, FM often
includes technical maintenance management.
O On an operational level, FM and AM manage many
services in the areas of maintenance, operations,
safety, logistics, and technical infrastructure.
O Both Asset Managers and Facility Managers also
use shared management concepts like Asset
Utilization Rate, Asset Register, Asset Replacement
Value, Total Cost of Ownership, Criticality Condition
Index; they utilise similar analytical techniques,
methods, procedures, IT solutions.
O

25. Asset Manager Facility Manager
O Asset Value – minimise
Replacement Asset
Value ratio (RAV), thus
maximise Return on Net
Assets (RONA)
O Capital spending –
achieve optimal Capital
Expenditure level while
balancing Risk and
Performance
O End User/Occupant –
ensure that FM services are
optimal cost/quality ratio
and directed to supporting
high productivity of primary
business processes and
end users
O Operations &
Maintenance – operate
and maintain the
property/asset in support of
the Occupier’s core
business activities and end
users demand continuous,
effective and efficient
workplace environment
O

26. Asset Manager Facility Manager
O Operations &
Maintenance – target
optimal MTBF (mean
time between failures)
and maximise primary
business process
reliability;
O End user/Occupier –
maintain sufficient user
feedback to achieve
the first three
objectives
O Asset Value –
preserve and maintain
the value of the
asset/property based
on the whole lifecycle:
O Capital spending –
secure an optimal level
of capital expenditures
to achieve the first
three goals.

27. FM Roles
Strategic
Approach
Values &
Beliefs
Processes &
Structure
Customer
Approach
Leadership
Approach

28. Facility Management
Processes

29. Facilities Management Process
Understand Where You Are Today
Understand Where Improvement Can Be
Made
Improve Information Knowledge Base
Improve Decision Making
Desired Outcome