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Papyrus Spring 2012

  1. 1. I N T E R N AT I O N A L A S S O C I AT I O N O F M U S E U M F A C I L I T Y A D M I N I S T R AT O R S PAPYRUS VOL. 13, NO. 1 SPRING 2012Lean Leadership at the Green Versus SustainableSmithsonian Institution Annual European Meeting Protecting the Historic Schedule for the of IAMFA Members Thomas Jefferson Building Mid-Atlantic IAMFA Assemblée Européenne from the Footsteps Conference des Membres IAMFA of Time
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  3. 3. ContentsLetter from the Editor . . . . . . . . . . . . . . . . . . . . . . . . . 2 Green vs. Sustainable . . . . . . . . . . . . . . . . . . . . . . . . . 18Message from the President . . . . . . . . . . . . . . . . . . . . 3 2012 IAMFA Conference Schedule . . . . . . . . . . . . . . . 22The Delaware Art Museum Celebrates Its Smart Chilled Water at the National100th Anniversary . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Portrait Gallery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27Hagley Museum and Library . . . . . . . . . . . . . . . . . . . . 6 Renovating the Baltimore Museum of Art . . . . . . . . . 29Architect of the Capitol Begins Conservation 2012 IAMFA Annual European Meeting . . . . . . . . . . 32of Statue of Freedom. . . . . . . . . . . . . . . . . . . . . . . . . . 9 Regional Updates and Member News . . . . . . . . . . . . 37Protecting the Historic Thomas JeffersonBuilding from the Footsteps of Time . . . . . . . . . . . . . 10 Regional News . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39Benchmarking: Are We Still Relevant? . . . . . . . . . . . 14 IAMFA Members—Organizations . . . . . . . . . . . . . . . . 40Lean Leadership in Facility Management . . . . . . . . . . 16 Index of Papyrus Technical and Historical Articles . . . 42Cover photo: This Japanese cut-leaf maple, Acer palmatum var. dissectum greets visitors in the garden at Winterthur. A tree for all seasons, the finely cut leaves emerge in a bronzy tone in spring, fade to green in the summer, and turn vibrant orange in late fall. This tree’s artistic form is best highlighted when backlit by the sun or enveloped in a winter snow.IAMFA BOARD OF DIRECTORS MEMBER REGIONSPresident Secretary Atlanta, U.S.A. — Kevin Streiter, Ottawa-Gatineau, Canada —John de Lucy Patricia Morgan High Museum of Art Marc Chretien,The British Library (Retired) Auckland Art Gallery Toi o Tamaki ¯ Canadian Museum of Nature mchretien@mus-nature.caLondon, United Kingdom Auckland, New Zealand Australia — Ray patricia.morgan@ Philadelphia, USA — John Castle, Winterthur Museum & GardenV.P., Administration Chicago, USA — William Caddick, jcastle@winterthur.orgRandy Murphy Assistant Secretary/Editor Art Institute of ChicagoLos Angeles County Museum of Art Joseph E. May Northern California, USA — Joe Brennan,Los Angeles, CA, USA Sustainability Engineer San Francisco Museum of Modern Los Angeles, CA, USA Los Angeles, USA — Randy Murphy, Los Angeles County Museum of ArtV.P., Regional Affairs and 2012 United Kingdom — Jack Plumb,Conference Chair 2013 Conference Chair National Library of ScotlandJohn Castle Nancy Bechtol New England, USA — j.plumb@nls.ukWinterthur Museum, Smithsonian Institution John H. Lannon, Boston Athenaeum Washington/Baltimore, USA —Garden and Library Washington, DC, USA Maurice Evans, lannon@bostonathenaeum.orgWinterthur, DE, USA Smithsonian New York, USA — Mark Demairo, Neue GalerieTreasurer For more information on becomming For additional markdemairo@neuegalerie.orgAlan Dirican a member of the InternationalBaltimore Museum of Art contact information, New Zealand — Patricia Morgan, Association of Museum FacilityBaltimore, MD, USA please visit our website at Auckland Art Gallery Administrators, please www.iamfa.orgIAMFA/ Papyrus Kevin Dunn Design and Layout Statements of fact and opinionVol. 13, Number 1 Rebecca T. Ellis Phredd Grafix are made on the responsibility ofSpring 2012 authors alone and do not imply an Maurice Evans Editing opinion on the part of the editors,Editor Neal Graham Artistic License officers, or members of IAMFA. TheJoe May Molly Keresztury editors of IAMFA Papyrus reserve the Joe May Printed in the U.S.A. by right to accept or to reject any ArticleCorrespondents Christopher Miles Knight Printing or advertisement submitted for publication.Joe Brennan Jack Plumb ISSN 1682-5241 While we have made every attempt toBruce Canter Gregory H. Simmons ensure that reproduction rights haveJohn Castle C.L. Taylor been acquired for the illustrationsJudie Cooper Allan Tyrrell used in this newsletter, please letJohn de Lucy Stacey Wittig us know if we have inadvertentlyMichael Downs Stephanie Wurtzel overlooked your copyright, and we will rectify the matter in a future issue.Past issues of Papyrus can be found on IAMFAs website:
  4. 4. Letter from the EditorJoe MayEditor, PapyrusGreetings from Los Angeles! now with 301 members from 28 coun- sonian. Everyone has been under pres- tries. We want the LinkedIn Group to sure to get “Lean” in recent times, andH aving recently returned from IAMFA’s mid-year Board meet- be an effective way for IAMFA members Stephanie and Judie have some great ing in Philadelphia, I can report to communicate with one another be- advice to offer. You will also find thethat the Board had very good meetings tween conferences, and we also hope article “Green vs. Sustainable”, writtenevery day, and that the organization is that discussions within the LinkedIn by Rebecca Ellis. If you have been athriving both fiscally, and in our efforts Group will encourage those who are not member of IAMFA for several years,to standardize our operating policies yet members of IAMFA to take a closer you may remember Rebecca’s presen-and processes. I feel that we are stronger look at our organization. If you haven’t tation at the Getty Villa in 2006 on theas an organization than at any time already done so, please join the Group topic of Retro-Commissioning. Rebeccasince my joining the board in 2005. and get involved in the discussions. advised the Getty when we set out toPlease make sure you read the message I might also add that each member achieve LEED Certification back infrom our President in this issue; we owe of the LinkedIn Group has the option 2005, and she is tops in her field!John de Lucy so much for his leader- to invite colleagues to join the Group, In this issue, you’ll also read aboutship and guidance during his four so if you know anyone you believe “Smart Chilled Water” at the Nationalyears as our President. could benefit from getting to know Portrait Gallery in London by Allan During the mid-year Board meeting, IAMFA, please feel free to visit the Tyrrell and Kevin Dunn. Stacey Wittigwe visited all of the venues for IAMFA’s Group, and select the “share group” writes about “Benchmarking: Are we2012 Mid-Atlantic Conference, and met option at the top. The rest is simple. still Relevant?”, and I think we allmany of their leaders. As I believe all Ultimately, we want those who can know that benchmarking is one ofof our members and guests have grown benefit from membership in IAMFA the best ways to learn from others howto anticipate, you will experience a to learn about us. Most of all, however, to improve our operations. IAMFA’sspectacular Conference this year on we want IAMFA members to have a Annual Benchmarking Exercise con-September 16–19. forum in which to discuss situations tinues to be a cornerstone of the Our home during the Conference they may have at work, allowing them IAMFA organization.will be the Philadelphia Ritz-Carlton, to benefit from the collective knowledge In addition, you’ll read about theand you are right in anticipating that of IAMFA’s members. Hagley Museum and the Delaware Artyou will love this hotel. I can also verify In this issue of Papyrus, you’ll find Museum, both of which are venues forthe rumor that there is Happy Hour a variety of articles, including one this year’s conference. When you attendeveryday from 5:00 to 7:00 p.m. in the called “Protecting the Historic Thomas the conference, you can expect to havehotel’s spectacular atrium dome, and I Jefferson Building from the Footsteps a “BLAST”. You’ll have to attend topredict this will become a very popular of Time”. If you recall, this is where we find out what I mean!meeting place at the end of the day, had our gala dinner during the 2009 There’s more as well in this issue ofwhen we can all visit with both new Conference in Washington, D.C. I think Papyrus, including an article about theattendees and old friends—and I might there are many IAMFA members who ambitious renovation project at theadd, they serve some nice wines at will benefit from the findings of this Baltimore Museum of Art, and a recaphappy hour for $5. study organized by the Architect of of the Annual European meeting of We snapped lots of pictures during the Capitol (AOC). IAMFA members, held recently in Paris.the board visit, and you will find a col- You will also read about plans by the I hope you enjoy this issue. Thank youlage of these pictures in this issue of AOC to restore the Statue of Freedom so much to everyone who contributedPapyrus. You will also see the schedule in Washington, D.C. You will find an articles—and especially to our spon-for the Conference in the centerfold. article about “Lean Leadership in sors who have helped make it possible I can also report that IAMFA’s Facility Management” from Stephanie for IAMFA to grow and thrive now forLinkedIn Group continues to grow, Wurtzel and Judie Cooper at the Smith- more than twenty years.2 PAPYRUS SPRING 2012
  5. 5. Message from the PresidentJohn de LucyPresident, IAMFAI have served on the IAMFA board for all producing a profit, which helps to your hotel room at the conference nearly six years, four of which have keep membership and conference fees hotel, the Ritz-Carlton, where John been as your President, following my low. Thanks to significant hard work Castle has secured an exceptional dealelection at the London 2008 confer- from our Treasurer Alan—despite for us, at less than half the normal price.ence. I have thoroughly enjoyed my his large refurbishment project at I know that many of you are goingterm—especially working with such a the Baltimore Art Museum—we are through tough financial times, but dogood team on the Board, to whom I in a sound financial position, and he please try and persuade your bossesgive many thanks and good wishes for has also reviewed our “not-for-profit” that you can learn a great deal fromthe future. legal status. your peers around the world by attend- As I have retired from the British As you have seen and read, Joe May ing the Conference, which will in turnLibrary, it seems appropriate that I has transformed Papyrus over this same lead to savings in your organisation.step down at the end of this second period. In addition, both Joe and Randy Don’t forget: one way of demonstratingtwo-year term, which will be during the have reviewed and substantially updated improvements to your CEO is to joinSeptember conference in Philadelphia. our processes and procedures, and the Benchmarking Group and if not aThis will create a vacancy to be filled— hopefully you will soon see their major member already, you can pay to attendhopefully from the existing Board— improvements to the web site. Our excel- this one-day meeting on the Sunday ofwhich will in turn create another vacancy. lent benchmarking process also con- the Conference, which will show youThe VP Administration role, carried tinues to improve and grow, bringing how you can benefit your organisation.out superbly by Randy Murphy, also enormous benefits to members. The Benchmarking data, which followscomes up for election this year. Randy I would like to express my apprecia- trends over many years, has provenwill run the electronic voting system tion as well to previous President, Guy extremely valuable to many of us whoto ensure we have voted for new Laroque, who has been a great mentor use it regularly. Not only are we able toBoard members by the time of the to me, and has contributed significantly demonstrate the trends within our ourSeptember Conference. to the Board over the past four years. own organisations, but we can also com- As you know, IAMFA is run by an all- John Castle, VP Regional Affairs, pare ourselves with other similar culturalvolunteer board, and we need members is our conference host this year in organisations over many diciplinesto offer to help run the organisation, so Delaware and Philadelphia, and has and skills.please let Randy know before the end put together an inspiring and educa- I am confident that you will find theof May if you are willing to serve on the tional programme. Members and their Conference programme justificationBoard in any of the available positions, guests are certain to learn a great deal enough to persuade your organisa-so that he can plan the electronic from local facilities managers on issues tions to send you to join us this year,voting process. they have had with their projects and and you will be able to demonstrate Many thanks to Pat Morgan for step- maintenance requirements, while also that good and innovative Facilitiesping in to be Secretary for the Board enjoying an opportunity to view their Management can definitely contributefollowing her successful Auckland amazing collections. All our hosts will to organisational success.conference. This helps relieve Joe May have major refurbishments or newly I am looking forward to seeingfrom a double role as Secretary and built museums to show us, and it will be you all again in September—makeeditor of Papyrus, allowing him to focus just as important to learn what not to do, sure you are there!on our excellent magazine. as to learn what they have done well. Over the past six years, IAMFA has Do make sure to sign up for thehad consistently successful conferences, Conference now, and especially book PAPYRUS SPRING 2012 3
  6. 6. The Delaware Art Museum CelebratesIts 100th AnniversaryBy Bruce Canter and Molly KereszturyT he Delaware Art Museum was founded in 1912 to the Bancroft Collection. As a testament to both the dedica- honor the life and house the work of world-famous tion and generosity of the Society and its community sup- Wilmington illustrator Howard Pyle, who passed away porters, $350,000 was raised during the Great Depressionunexpectedly in November 1911. During its first 100 years, for museum construction and its endowment. In June 1938,the Museum has undergone many changes, both in its art the newly named Delaware Art Center opened to the publicholdings and in the physical plant required to safely house with galleries devoted to the British Pre-Raphaelites,its collections. Howard Pyle and his students, and a growing collection The Museum originally had no gallery space of its own, of American art.and its works were housed in locations around the City of With its core collections now established, the CenterWilmington. The Museum has now grown to fill 11 acres and declared a more ambitious mission: to collect, preserve,80,000 square feet in a beautiful building on Wilmington’s and interpret fine arts for the benefit of the public; and tohistoric Kentmere Parkway. Throughout the past century, its become a leading arts center for the region. A number ofpermanent collections have also expanded beyond Howard groups occupied its spaces, held meetings, and participatedPyle to include work by other American illustrators, the world’s in the Center’s programs and studio art classes. Thanks tolargest collection of British Pre-Raphaelite art outside the a generous donation from H. Fletcher Brown, the CenterUnited Kingdom, a prominent collection of work by American constructed studio art spaces and classrooms to expandartist John Sloan, and works by American masters such as their educational programming and community outreach.Winslow Homer, Edward Hopper, and Thomas Eakins. The new education wing opened in 1956.The Museum currently houses 12,000 objects in its perma- During the 1950s and 1960s, the Delaware Art Center’snent collection, and its campus includes a sprawling nine- collections continued to grow in size and influence, attract-acre sculpture park, four studio art classrooms, a 168-seat ing the attention of Helen Farr Sloan, widow of premierauditorium, two executive meeting rooms, a café and a American artist John Sloan. Mrs. Sloan eventually donatedgift shop. over 5,000 works of art to the Center, including the preemi- During its first 20 years, the Museum—originally called nent collection of her late husband’s oeuvre and archive,the Wilmington Society of the Fine Arts—held exhibitions making the Delaware Art Center the leading repository forin private homes, in the newly constructed Hotel du Pont, the study of John Sloan.and in the Wilmington Public Library. In 1935, the family of In 1972, the Center was one of the first institutions of itsSamuel Bancroft—a wealthy textile industrialist—donated size to be awarded accreditation by the American AssociationMr. Bancroft’s rare collection of British Pre-Raphaelite art of Museums. Shortly after achieving accreditation, theand 11 acres of rolling countryside near Kentmere Parkway Delaware Art Center was renamed the Delaware Art Museum,with the proviso that a museum be built on the site to house to reflect the growing strength of its collections, programs,The Delaware Art Museum’s original building under construction, The Delaware Art Museum expands to add studio art space, 1957.1938.4 PAPYRUS SPRING 2012
  7. 7. and constituency. It was clear that the Center had evolved With its increasing presence throughout the stateinto an institution of national and international importance. and the region, the Delaware Art Museum continues to In more recent years, two major expansions of the strengthen both its collections and its commitment to theMuseum were undertaken to accommodate the ever- community. From November 2011 through December 2013,growing collections, exhibitions, and programs. In 1987, the Delaware Art Museum is celebrating its Centennialthe Museum opened the 20,000-square-foot Pamela and with a variety of special exhibitions and community events,Lammot duPont Copeland Wing. This much-needed addi- as well as an ambitious $10-million fundraising campaign.tion doubled the exhibition space and saw the dedication The Museum’s charge in the coming millennium is toof an expanded library named in honor of Helen Farr Sloan. continue its mission as an essential resource for all, and toThe following year, the Museum won the prestigious advocate for the rightful place of art in strengthening ourDelaware Governor’s Award for the Arts, in honor of its society. As the collections continue to grow, and its exhibi-contributions to the civic and artistic life of the community. tions and programs continue to unfold, the Delaware Art With the arrival of the twenty-first century, the Museum Museum remains committed to the ever-more relevant andbegan expanding its collections again, this time with a powerful vision of its thoughtful founders of a century ago:focus on contemporary works from masters such as Robert to connect the community through and with art.Motherwell, George Segal, and Jim Dine. In the early 2000s, The Delaware Art Museum is pleased to co-host thethe Museum began planning another expansion to house International Association of Museum Facility Administratorsits collections, exhibitions, and programs. The newly recon- in September 2012. We look forward to introducing ourfigured Delaware Art Museum, designed by Boston-based stunning collections and outstanding building to facilityAnn Beha Architects, opened in 2005. It featured not only administrators from around the world, while hosting thenew galleries, but the nine-acre Copeland Sculpture Garden IAMFA annual general meeting. Learn more about the—the first in the region—which also houses a popular Delaware Art Museum at for outdoor contemplation. Bruce Canter is Director of Operations at the Delaware Art Museum in Wilmington, Delaware, and Molly Keresztury is Manager of Marketing and Public Relations.The Delaware Art Museum undergoes a renovation, 1987. The Delaware Art Museum’s front entrance, 2011.The Delaware Art Museum undergoes expansion and renovation, The Museum’s back entrance, 2011.2005. PAPYRUS SPRING 2012 5
  8. 8. Hagley Museum and LibraryBy Michael DownsW hen you visit Hagley Museum workers’ community has been restored. library as the Longwood Library in and Library, it quickly be- A visit to the Gibbons House there 1953. Eight years later, the Library was comes evident how unique reveals the lifestyle of a powder-yard merged with the Hagley Museum andthis institution really is. Hagley is sit- foreman’s family, including the foods transferred to the site of the originaluated along a mile and a half of the they ate, and the furniture and con- DuPont Company powder works. ItsBrandywine River, on a property encom- veniences they acquired. The school early collections document industria-passing more than 235 acres. Those attended by workers’ children is nearby, lization in the United States, with aattending the 2012 IAMFA Annual with lesson demonstrations that show particular focus on the Mid-AtlanticConference will experience this how children were taught before there region: home to many leading nationalremarkable facility firsthand. was a public school in the area. firms in the nineteenth and early Hagley Museum is where the story At the base of Workers’ Hill, a twentieth centuries.of the du Pont family and their company restored machine shop from the 1880s The Library’s current holdings com-begins. The Museum features the orig- offers an exciting picture of change in prise 37,000 linear feet in the Manu-inal du Pont black-powder mills, family the workplace. The din of whirring belts scripts and Archives Department, twoestate, and gardens. Visitors can explore and grinding metal replaced the quiet, million items in the Pictorial Collectionsthe du Pont family home, built in 1803. painstaking hand-tooling of earlier Department, and 280,000 printed vol-The Georgian-style residence reflects the artisans. Volunteer demonstrators umes in the Imprints Department. Thetastes of the five generations of du Ponts explain the machines in operation. Digital Archives Department has morewho lived there. Empire, Federal, and The powder yard offers an in-depth than 220,000 items, and has also createdVictorian furniture is highlighted in look at the making of DuPont’s orig- several state-of-the-art interactive digitalvarious room settings. Located in front inal product, black powder. At the exhibits. Future digital projects areof the du Pont home is a restored Eagle Roll Mill, a guide provides anineteenth-century garden, French particularly dramatic demonstrationin design, reflecting E.I. du Pont’s as the energy of the river’s fallinglove of botany and gardening. water turns the two eight-ton iron Hagley also tells the story of the wheels that mix the powder’s sulfur,people who worked for the DuPont saltpeter and charcoal.Company in the nineteenth century— Hagley’s Library houses a majorhow they lived, and how their lifestyles research collection of manuscriptschanged over the course of a century and archives, photographs, pamphlets,which introduced new machinery and books documenting the historyand new production methods to the of American business and technology.workplace. On Workers’ Hill, a typical Pierre S. du Pont founded the research Hagley Library.Birkenhead Powder Mill on the Brandywine River. The du Pont family home and garden.6 PAPYRUS SPRING 2012
  9. 9. focused on creating infrastructure for Your tour will include a visit to the collections storage building, shared bythe long-term (50+ years) storage of original powder-yard site, where you the Museum and records. can observe the process used to blend As a member of the Independent the three components of gunpowder. Library Systems UpgradesResearch Libraries Association, the The process effectively harnesses the The Library celebrated its 50th anni-Library serves scholars from this river’s water power, and uses it to power versary in 2011. Two major improve-country and abroad. The Library sixteen tons of iron. A demonstration ments were recently made to the infra-includes the Center for the History of an early powder-tester will show structure. The first was installationof Business, Technology, and Society, how the du Pont salesmen proved that of an ECARO-25® Clean Agent Firewhich coordinates Hagley’s interac- their powder was superior to others. Suppression System in the library stacks.tions with the world of scholarship A tour of our 1886 machine shop will Fike’s ECARO-25 system requires 20 per-in the fields of American economic, allow you to see where powder-yard cent less clean agent per cubic foot/business, and technological history. A operators manufactured their own meter than HFC-227 or FM-200® fire-scholars-in-residence program, com- machine parts. suppression systems, and an incrediblepetitive fellowships, seminars, and his- savings in clean agent over FK-5-1-12torical conferences make the Center Collections Storage —resulting in significant cost benefits.the intellectual heart of Hagley. Our collections storage building was Since the site was at one time the constructed in 1948 to hold the DuPontlargest gunpowder manufacturer in Company’s corporate records. Hagleythe world, we will be starting off your acquired the 30,000-square-foot build-visit to our site with a BANG!! ing from the DuPont Company in 1994. The tours you will take when visiting A project in 1996–1997 built a temper-Hagley will include three locations: ature- and humidity-controlled spaceexterior projects, the collection storage with limited storage (3,000 sq. ft.) forfacility, and the Library with its two some of the Library’s collections.major system upgrades. The rest of the building sat under- utilized until a 2007 refurbishment ofExterior the entire building. The addition of aOn the outdoor tour, we will be giving rooftop desiccant-wheel system, brougha presentation of the restoration work humidity under control. A separate unitdone on one of our historical dams. provides chilled water for the centra-The photograph below shows the lized HVAC, which maintains temper-deteriorated condition of one of ature in the various rooms. Tours of thisour four dams. area will show you the newly installed Following an unprecedented five ventilated room used by conservationsummer flood events at Hagley, the staff. The 10¢ ¥ 16¢ room is normallynewly installed concrete face of the used as a spray booth, and was manu-dam saw the wooden wear face finally factured by Global Finishing Solutions. The ECARO-25 Clean Agent Firecompleted. The tour will continue through our Suppression System.Dam spillway face in need of repairs. Newly installed wooden dam face. PAPYRUS SPRING 2012 7
  10. 10. The system installation provided its from 20 to 100 percent, thus allowing other departments within Hagley. Weown unique set of problems related to greater efficiency and cost savings. Since provide all logistical support for all ofworking in an area that contains col- we could not have any interruption in the institution’s special events. Hagleylections items. These included collec- hot water supply for the building, the puts on two major fireworks shows eachtions security, fabricating and installing installation was done in two stages. year in June, as well as an antique carboth piping and detection systems, Once installation was completed, show in September that features overtesting the space for containment of the boilers’ performance did indeed 550 participating cars.a certain percentage of FM-25, inte- live up to their ninety-four percentgration of the previous detection system combustion-efficiency rating. It was Michael Downs is Director of Facilities atwith the new system, and installing nice to get a call from our business the Hagley Museum and Library, and can be reached at mdowns@hagley.orgsmoke dampers and fan controls for office asking what we had done tothe HVAC system. make such a noticeable change in Each of the aisles needed to be our natural-gas consumption.piped, so that if the FM-25 discharges, The above are just a few of the largereach aisle has the proper concentration upgrades that we have recently made.of gas for fire suppression. As you can imagine, having a site that The boilers that supply hot water for has more than 60 buildings that varythe Library’s HVAC conditioning systems in historical significance, size andwere recently replaced. We had two condition provides many interesting1-million-BTU boilers that were 20 years challenges.old and needed some reconditioning, The Service Division is comprisedjust to keep them going. of 30 people who are grouped by their We decided to replace the old units job responsibility: Administration, Old Boiler to be replaced.with four Weil McLain high-efficiency Building Maintenance, Grounds andboilers. Two boilers are rated for Residence Garden group. The Division750 BTUs; the other two are rated at is responsible for providing all build-550 BTUs. Each boiler would be staged ing and grounds maintenance andin order to meet varying demands on repairs, along with miscellaneous main-the system. They are able to modulate tenance and service requests from New boiler with water storage tank.Smoke damper installation. Discharge piping aimed toward aisles. New Weil-McLain boilers. Become a Member of IAMFA For more information on becoming a member of the International Association of Museum Facility Administrators, please visit WWW.IAMFA.ORG8 PAPYRUS SPRING 2012
  11. 11. Architect of the Capitol BeginsConservation of Statue of FreedomO n April 2, 2012, the Architect of the Capitol began Dome restoration project, see the Winter 2011–2012 issue regular cleaning, maintenance, and restoration of Papyrus, also available online.) A scaffold will be erected of the Statue of Freedom atop the Capitol Dome. to provide access to the Statue. Because of this overhead “Our mission is to protect and preserve the awe-inspiring work, Capitol Dome tours were suspended from April 2facilities and works of art entrusted to our care, and the through May 13, 2012.Statue of Freedom is one of the most visible, symbolic, and This maintenance and conservation involved washingtreasured pieces of art in the Capitol collection. We’re going the Statue, inspecting and documenting the condition ofto make sure that she continues to inspire all who see her for its interior and exterior surfaces, per forming repairs asgenerations to come by undertaking this important restora- necessary, replacing the caulking or epoxy fills as required,tion work,” said Architect of the Capitol Stephen T. Ayers, sharpening the lightning points, and reapplying a protectiveFAIA, LEED AP. coating. The Architect of the Capitol also will inspect and This work was coordinated to be completed at the same repair the Statue’s cast iron pedestal.time as the ongoing Dome skirt restoration project, to reduce All work on the Statue of Freedom was scheduled forany impact on Congressional operations. (For more on the completion by mid-May 2012. Delivering extraordinary outcomes Coffey Projects is a leading project management company and works in partnership with clients through the project lifecycle. Some of our iconic cultural projects in New Zealand and Australia include the Christchurch Art Gallery, Canterbury Museum, National Gallery of Victoria and the Sydney Opera House facility upgrades. Our expertise includes: • business case development • project scope definition • program management • value management • strategic risk management • design management • negotiations and approvals • contract procurement • project close-out • post occupation studies PAPYRUS SPRING 2012 9
  12. 12. Protecting the Historic Thomas JeffersonBuilding from the Footsteps of TimeBy Gregory H. Simmons and Christopher MilesT he Architect of the Capitol (AOC) and the Library of Congress (LOC) both serve Congress, andnot only have long, rich histories oftheir own, but also have histories thatare intertwined. The AOC can trace itsroots to the laying of the cornerstonefor the U.S. Capitol in 1793. The LOCwas established by an act of Congressin 1800 and, until 1897, was housedin the Capitol Building. The AOC ischarged with the care and maintenanceof all Congressional facilities, includingseveral buildings housing more than151 million items—including books,manuscripts, maps, films, and soundrecordings—which are cared for by theLibrarian of Congress. The Librarybuildings that are most recognized aresituated on Capitol Hill just steps fromthe Capitol Building. These are theThomas Jefferson Building, the JohnAdams Building, and the James MadisonMemorial Building. The AOC and LOC also have relatedmissions that are designed to preserveAmerica’s heritage for future genera-tions. In addition, these organizationsare led by two men who are passionateabout the preservation of irreplaceabletreasures. Because of this—following theopening of the Capitol Visitor Centerand the LOC’s new Visitors Experi- The Great Hall of the Thomas Jefferson Building, Library of Congress.ence in December 2008—Architectof the Capitol, Stephen T. Ayers, FAIA, was transferred to the Army Corps To address these issues, AyersLEED AP, and Librarian of Congress, of Engineers in 1892, the work was commissioned a floor-wear study thatDr. James H. Billington, became con- directed by Edward Pearce Casey, who looked at visitor traffic from June 2009cerned about the impact of increased orchestrated a legion of artists and to January 2010. The study was con-foot traffic on the architectural flooring sculptors to decorate the inside and ducted by ENTECH Engineering, anof the Thomas Jefferson Building. outside of the building. engineering firm with extensive expe- The Jefferson Building—named for The Library of Congress estimates rience assessing facility conditions;former President Thomas Jefferson— that it welcomes approximately 3,000 John Milner Associates (JMA), spe-was completed in 1897. After the Capitol visitors per day. In addition to concerns cialists in architectural preservation;was set on fire in 1814 by the British, about the potential impact of increased and Direct Dimensions, a companydestroying the contents of its small foot traffic on floor wear, there was with expertise in laser scanning forlibrary, Jefferson offered his personal also concern regarding public safety, dimensional analysis.library as a replacement. The Building due to an increase in the number of The study analyzed the materialswas designed by architects Paul Pelz and falls reported on the marble stairwells used to construct the floor, bench-John Smithmeyer. After construction surrounding the Great Hall. marked floor wear, reviewed floor care10 PAPYRUS SPRING 2012
  13. 13. Study Approach mine the amount of wear to specific The consultants approached the study areas over specific time periods. by identifying all of the floor materials The LDI/FARO scanner logged and benchmarking existing floor wear detailed information about the stairs’ with lasers to gauge the level of wear dimensions, and included fine-scale on each tread and each portion of the measurement of tread wear that iden- floor. They also interviewed AOC and tified patterns. The accuracy of the scans LOC staff who are responsible for floor was .006¢¢ over a seven-foot length. care, to evaluate what impact their The SURPHASER scanner captured efforts might have on the floors, and larger scale data and images over wider to determine the procedures currently floor areas. Accuracy was .01¢¢ over a used to maintain the floors. 45-foot length. It was discovered that 16 types of To further understand why damage stone were used to construct the floors was occurring, and to provide recom- and stairs of the Jefferson Building. Dif- mended procedures to minimize future ferences in material density and com- deterioration, JMA interviewed staff pressive strength are known properties within the LOC’s and AOC’s operating that affect the wear of the material. divisions. At the LOC, JMA talked with Materials with higher density and the Visitors Services Division, which pro- compressive strength are more resis- vides tours to visitors; Public Programs,Marble staircase in the Great Hall. tant to wear. The materials used in the which coordinates special events; the Jefferson Building have compressive Interpretive Programs Office, whichprocedures, and provided recommen- strengths that range from 11,000 pounds designs exhibit displays and exhibitdations to mitigate future wear. The per square inch (psi) to 25,000 psi. layouts; Security, which is responsiblestudy also focused on the mosaic and The consultants benchmarked floor for screening visitors; and the Custodialmarble floors in three areas of the wear using two types of laser scanners. Service Vendor, which is responsiblehistoric Jefferson Building: the West The scans determined the amount of for floor cleaning. In addition to inter-Main Pavilion; the exhibit and meeting accumulated wear on the floors and stairs viewing LOC staff, JMA interviewedrooms adjacent to the ground, first, since the building opened 113 years members of the AOC’s Facility Main-and second floors; and the marble ago. This baseline data is being used to tenance and Construction Divisions.stairs to and from the ground, first, provide a functional benchmark that JMA then compared current floor-second, and gallery levels. can be repeated at set intervals to deter- protection procedures used by the Marble Chart for Floors in the Thomas Jefferson Building CompressiveName Type Origin Color Grain StrengthChamplain Jasper Limestone Vermont Red Fine 25,000 psiChamplain Lyonnaise Limestone Vermont Red Fine 25,000 psiDark West Rutland Blue Marble Vermont Dark Blue Fine 13,864 psiLight Vermont Blue Marble Vermont Light Blue Fine 13,864 psiSutherland Falls Marble Vermont White to Gray Fine 13,864 psiDark Florentine Marble Vermont Blue Fine 13,864 psiDark Hawkins County Marble Tennessee Brown Medium to Coarse 18,000 psiCreole Marble Georgia Dark Blue/ Coarse 13,000 psi Black and WhiteSerpentine Mineral Varies Green Coarse to Medium 11,590 psiRed Griotte Limestone France Red Fine 15,809 psiRed Verona Limestone Italy Red Fine 15,809 psiSiena Marble Italy Yellow Medium to Fine 25,354 psiCarrara Marble Italy White Medium to Fine 18,258 psiBelgian Black Limestone Italy Black Fine 18,129 psi PAPYRUS SPRING 2012 11
  14. 14. various groups to procedures used by acceptable limit of three-eighths of Every department in the LOC, andmaintenance personnel and contractors an inch. every AOC maintenance shop, usesin other Congressional buildings, includ- A safety concern would arise, how- various carts to transport the U.S. Capitol, the Capitol Visitor ever, if a visitor travelled sideways across The average cart casters are often tooCenter, the House Office Buildings, a step; therefore, visitors were reminded hard and can contain grit. To reduceand the Senate Office Buildings. to travel adjacent to a handrail at all wear and tear on the floors, it was times when climbing and descending recommended that all cart casters beFindings the stairs. When the study was com- replaced with extra-soft rubber wheels. pleted, it revealed that there were wide In addition, it was advised that the cartsThe area with the most wear was the variations of floor care within Congres- be rolled over the walk-off mats prior tointerior ground floor entrance, with sional buildings; however, all agreed entering architecturally sensitive spaces.more than one-quarter inch of wear. that there are four critical stages of The final suggestion was to considerThis entrance is heavily used by facility floor care. changing pedestrian traffic flow peri-support staff. In addition, there is These are: odically to balance wear patterns overselective erosion where the body ofthe marble is wearing faster than the (1) Preventive: control dust, dirt, time. For example, the Interpretiveveins and inclusions in the marble. and grit. Programs Office staff could set up The marble stairs show the most (2) Routine: apply floor protection temporary exhibits such that trafficwear, with some stair treads worn down regularly. patterns will wear floor areas moremore than one-half inch from the orig- evenly. The Security and Emergency (3) Periodic: provide extra attentioninal surface level. The stairs most used Preparedness staff could change the to areas of increased visitors are the two from the ground entrances and exits to the buildings to (4) Restorative: strip, recoat, and balance the wear in more critical areas.floor to the first floor, followed by the hone floors when required.stairs to the Minerva mosaic, which gofrom the second floor to the gallery level Summary of Implementationto overlook the Main Reading Room. In 2011, an expert team of AOC and It is interesting to note that there is Recommendations LOC employees was assembled tomore wear when people travel up the Because grit is the prime wear factor implement the report’s recommenda-stairs than when they travel down. Stair for the floors, most floor cleaning in tions. The team developed a spread-erosion is consistent in traffic paths the Jefferson Building is concerned sheet detailing every recommendation,near handrails. The deviation from with reducing or eliminating grit. The the specific action needed, the actionone step to the next was within the study recommended using walk-off owner, and the anticipated timeline. mats as the most effective means of The team worked together to quickly reducing grit. The American Institute of Architects (AIA) recommends that, implement operational changes, such to achieve 100 percent grit removal, as deploying walk-off mats in critical a 25-foot mat is required. locations, and switching to special coat- Another major cause of wear is ings and finishes. Other recommenda- damage done by stanchions, furniture, tions that require more time or re- and cart casters. Because stanchions sources are being monitored monthly are a portable solution to control by the team and AOC and LOC senior crowds and queuing, they are widely executives. As the recommendations used in public buildings such as the are being implemented and monitored,Side view of wear patterns on the marble Jefferson Building. One of the keys the full impact of the improvementsstairs. to their effectiveness is that they are will be captured when the floors and heavy—typically 35 pounds each— steps are periodically remeasured. thus making them difficult to move. Whether measuring the amount As a result, staff would often drag them of floor wear or monitoring cleaning across the floor, causing serious damage. procedures, the AOC and the LOC One solution is to make stanchion continue to fulfill their missions to dollies readily available to staff, in order preserve the historic buildings and to help them move the stanchions. collections within their care for Most special events require furni- generations to come. ture such as tables and chairs that are pushed across the floors. Damage may Gregory H. Simmons, P.E., CFM is Superin- tendent for Library Buildings and Grounds, be mitigated by using chairs composed Architect of the Capitol. Christopher Miles, of materials that are less likely to P.E. is Assistant Superintendent for Library damage the floors as they are slid Buildings and Grounds, Architect of theWear patterns: up vs. down. out from the tables. Capitol.12 PAPYRUS SPRING 2012
  15. 15. Benchmarking: Are We Still Relevant? By Stacey WittigB enchmarking is a key part of Steering Committee meets monthly to our department to determine if we continuous improvement and review recommendations for changes are cost-effective. IAMFA allows us strategic planning. Many experts to survey questions. Through this pro- to benchmark against our peers, asrecommend that you benchmark pro- cess, new questions are added and opposed to general office buildingscesses upfront, and measure perfor- questions that have lost value over the (BOMA).”mance over the years. Others, however, years are scrapped. New questions were “I grab the benchmarking reporthave asked, “Are we still relevant?” Is formulated this year to gather compost- several times a year to help answerthe data collected year after year still ing data, show variables in temperature questions about our budget requestsmeaningful in today’s ever-changing and RH set points, and compare failure to headquarters,” says Gastright.facility environment? rates of fire-suppression systems. “IAMFA Benchmarking allows the To answer these questions, we “We use the data from IAMFA and Library to identify where it is on paral-decided to ask IAMFA benchmarking other benchmarking reports to see lel with its peers, and where opportunityparticipants. where we fall on the continuum of for continuous improvement exists. It “I use the benchmarking informa- operational and maintenance spend- also helps us to identify trends under-tion to compare and justify all sorts of ing,” says Kendra Gastright of the way in the cultural institution arena,”facilities costs, as well as identify where Smithsonian Institute. “The IAMFA explains Charon Johnson of the Librarywe can do better,” says Joyce Koker, benchmarking survey is truly useful, be- of Congress. Identifying trends isFacilities Manager at the Harley- cause we are able to make comparisons important to IAMFA members, andDavidson Museum. “Every year I with extremely like facilities.” that is why hot-topic discussions aretake the results for like-sized U.S. Tony Young, Vice-President of some of the most valued parts of themuseums and prepare a presentation Facilities Planning and Operations at Best Practices and Learning Workshop.for my staff, colleagues and museum the Carnegie Museums of Pittsburgh,leadership team.” agrees. “Our President and Board are Current Facility Issues “It is very important for the National frequently asking us to benchmarkLibrary of Scotland to be able to dem- Discussedonstrate that it receives value for money Young adds, “The benchmarkingin all its contracts—especially the FM session at the IAMFA conference iscontracts, which are some of the largest a wonderful opportunity to reviewcontracts the Library has. By partici- the benchmarking survey and openlypating in the IAMFA Benchmarking discuss museum facility issues withexercise, I think the Library can dem- peers.”onstrate that it is meeting this require- “Whilst not treating benchmarkingment,” notes Jack Plumb of the National statistics as a league table, by examiningLibrary of Scotland. these results one can see where further IAMFA benchmarking is used to investment can be made to achieve anmeasure performance, using specific improved performance. This is why itindicators such as area maintained per is so important to attend the annualFTE, cost per area cleaned, utility costs benchmarking workshop, where col-per area, and trouble-call cycle time. leagues can explain how they achievedThe result is a metric of performance an improved performance,” says Plumb.that helps FM administrators evaluate Guy Larocque of the Canadiannumerous aspects of their processes in Museum of Civilization concurs. “Therelation to others. annual Benchmarking Workshop is the most useful exercise in networking with other museum Facility Managers,Peer Group Survey Patrick Jones from the Art Institute of Chicago addresses benchmarking participants at to share information and come backTo ensure that the survey remains the Benchmarking Practices and Learning with valuable lessons that I may applyrelevant, the IAMFA Benchmarking Workshop in Auckland, New Zealand. to my organization.”14 PAPYRUS SPRING 2012
  16. 16. “When I think of the IAMFA bench- “The survey report allows me tomarking process, I see an active peer compare our own building’s annualgroup that is willing to share their operating and energy trends,” saysexperiences to help others,” says Keith Larocque, who also co-managedMcClanahan of Facility Issues. “The the design and construction of thebenchmarking process helps identify Canadian War Museum. “And it facili-who may have some of those ideas, but tates my search for other organizationsit is the group’s willingness to share that are top performers, which I maythat provides the value.” McClanahan then approach to better understandheads Facility Issues, the benchmarking what practices that they follow in orderconsultancy with which IAMFA partners to achieve their results.”to facilitate the study. “The annual IAMFA benchmarking reports have provided me with solidDefinitions and verifiable data to present to our Museum’s senior management and toTo acquire meaningful data, definitions our major funder, the Government ofmust be set. Some the best banter at Canada,” says Larocque. “[We] haveSteering Committee meetings happens proven … that our buildings are beingwhen members try to agree on defi- managed very cost-effectively and withnitions based on jargon from three operations running at optimal levels.”continents. This year all reference to “Senior management and the federal“Custodial” changed to “Janitorial” department responsible for museumsbecause in the U.K., “custodial” refers Marie-Pierre Marché from the Grand Palais in Paris at the 2011 Benchmarking Practices ask for a copy of the benchmarkingto incarceration. Participants are and Learning Workshop. report every year, as it serves as a baseasked to refer to the definitions that of metrics in determining future bud-are published online as they input otherwise. This is especially relevant gets for operations and capital projects,”their data. when capital investments have been Larocque notes. made to improve efficiency: that savings “In a nutshell,” he addes, “IAMFAImportance of Benchmarking can be demonstrated,” says Plumb. benchmarking has been most bene-Year after Year “This year will be our fourth year ficial to my organization over the past“By participating in the IAMFA bench- participating, and the trend informa- twelve years.”marking exercise on a regular basis, tion for our facility individually, as well Stacey Wittig is the Marketing Directorthe Library can measure whether as all participants as a whole, gets more for Facility Issues, located in Flagstaff,changes made within the Library’s interesting and relevant every year,” Arizona. She can be reached atoperations have been successful or adds Koker. Past issues of Papyrus can be found on IAMFAs website PAPYRUS SPRING 2012 15
  17. 17. Lean Leadership in Facility ManagementBy Stephanie Wurtzel and Judie CooperN o matter the size of your FM This principle is more dynamic than Recently, moving Chuck Berry’s organization, lean leadership simply being courteous, and strikes at famous red Cadillac into storage had can be beneficial. Smithsonian the very heart of what strong leader- to wait until space was cleared andfacility managers have discovered that ship truly is. If these two principles are moving equipment became available.they have already been using lean learned and, in turn, practiced, they Because the Smithsonian is open toleadership without recognizing it. create organizations that are strong the public 364 days a year, many OFMR “Lean” is one of the most commonly both internally and externally. tasks must also wait due to the difficultymisused terms in the facility manage- of scheduling intensive tasks duringment lexicon, yet it is a favorite adjective the relatively limited off-hours. Idleof many facilities supervisors when try- Lean Pillar One: time is not only frustrating to facilitying to explain process improvements— Continuous Improvement managers; it can also be problematicand it is easy to see why. Lean is defined The first principle of lean, continuous for the Smithsonian’s fragile living col-differently within various organizations. improvement can be implemented in lections. Animals at the Smithsonian’sFor facility leaders, lean is about increas- many ways within an FM organization; National Zoological Park and the livinging productivity through continuous however, the most important to execute botanical collections of Smithsonianimprovement and constructive leader- is eliminating waste. You can begin by Gardens must avoid waiting, as it canship. Lean organizations are indis- considering the categories of waste that present a major hazard to the healthputably more efficient, more accurate— may be slowing your organization down. of these collections.and, most tantalizingly, more successful. Since Taiichi Ohno first definedIf you desire less complication and more lean waste categories for Toyota in the Lean Pillar Two:productivity within your organization, 1980s (Ohno, 1988), lean authoritieslean principles are the ticket. Respect for People have expanded upon Ohno’s work to That being said, although the term The second pillar of lean principles, define eight waste categories (Emiliani,has been adopted into the general respect for people, is as critical as 1998). Today, the eight major cate-vocabulary of the facility management continuous improvement. Practicing gories of waste come together in the continuous improvement alone willworld, few people can actually define fitting acronym “downtime”.it. Even more challenging for facility make an organization successful—butmanagers (FMs) is describing how only in the short term. Making an D.O.W.N.T.I.M.E: organization lean requires that theto achieve lean methods within theirorganizations. Lean knowledge is too • Defects system being created be sustainable.valuable to simply be used as a descrip- • Over production This sustainability is achieved whentor of potential success: it is not just • Waiting practicing respect for people andabout understanding the concept and • Non-value-added behaviors seeking continuous improvementpotential; it is about implementing the • Transportation occur simultaneously.concept for improved organizational • Inventory This second pillar is frequently mis-performance. It is time for FMs to • Motion understood or overlooked, becausebecome lean leaders within their • Excess Processing respect for people transcends commonorganizations. This begins by not just courtesy. Respecting others is not sotalking lean, but walking lean, too. At the Smithsonian’s Office of If facilities leaders are to reap all of Facilities Management and Reliabilitythe benefits a lean system has to offer, (OFMR), problems with the thirdthey must first understand its two waste category, “waiting,” are clearlyprinciples: continuous improvement identifiable. Due to ongoing capitaland respect for people. Most FMs are projects and aged facilities in thesuperficially familiar with the first 19 museums and nine research cam-principle—continuous improvement— puses, Smithsonian FM personnelwhen they think about eliminating must constantly wait for delays relatedwaste. Rarely, however, do FM leaders to purchasing, delivery, security andknow how waste is identified in a lean restricted access. In addition, OFMRorganization, or what to do with it once often waits to move collection itemsit is found. The second principle, respect that are very unique in nature, becausefor people, is frequently misunderstood. the correct equipment is unavailable. Chuck Berry’s famous red Cadillac.16 PAPYRUS SPRING 2012
  18. 18. much about being nice to one another Great lean leaders are great lean edu-as it is about leading in a way that cators and role models. As you beginencompasses a colleague’s ideas, per- FM to introduce lean methods into yourspectives, and needs. Lean leadership Excellence organization, remember that operat-means that the leader sets the behavioral ing lean means continuously practicingexample and standards for the whole incremental improvement. SUCCESSorganization. Although this may seem Despite originating within theobvious, not practicing this principle manufacturing industry, lean has hadis the main cause of non-value-added a positive impact on fields as diverse Continuous Improvementbehaviors (Emiliani, 1998), such as as maintenance, construction, and Respect for Peoplesarcasm, frustration, practical jokes, logistics—all directly related to thedominance, and gossip. Evaluating FM profession. FM teams will findhow “non-value added behaviors” affect that operating lean brings a higheryour organization is an important step level of productivity to the table, and awhen planning for continuous improve- sharper alignment with organizationalment. If FMs are focused on non-value- goals. For additional information,added behaviors such as blame and visit the Lean Enterprise Institutejudgment when a problem arises, they (, or refer to Practicalwill not be able to clearly see how to Lean Leadership: A Strategic Leadershipfix the system’s true problem. Two components for a successful Lean Guide for Executives or Kaizen Heart and To avoid these tensions, FM leaders Leadership Program: respect for people Mind: A Collection of Insightful Essaysshould practice the second lean prin- and continuous improvement. on Lean Leadership (Volume 1) byciple by leveraging the collaborative M.L. Emiliani (The CLBM, LLCtalents of their workforce. When trying Wethersfield, Conn., USA). employees know that their ideas areto facilitate an organizational change, considered in the decision process.FMs should practice what lean leaders Additional Lean Reading Materials This philosophy creates and sustainslike Ohno call kaizen. Kaizen translates Emiliani, M.L., Dave Stec, Lawrence trust within an organization, whileas “continous improvement”, but the Grasso and James Stodder. Better also fostering positive attitudes andcore definition contains three principles Thinking, Better Results: Case Study and good working relationships.based on respect for people. Kaizen’s Analysis of an Enterprise-Wide Lean Leadership based on respect forthree principles are: Transformation. Wethersfield, CT: The people and collaborative decision- Center for Lean Business Management,1) Process and results versus results making highlights the need for relation- LLC, 2007. only ship management and communication within the organization. Respect for Emiliani, M.L. “Lean Behaviors”,2) Total system focus versus functional people is a complex principle of lean Management Decision, Vol. 36, No. 9, focus leadership that requires daily practice 1998. pp. 615-631.3) Non-blaming/non-judgemental and a strong role model. To be a true Ohno, Taiichi. Toyota production system: versus blame lean student, you must understand that Beyond large-scale production. Cambridge, greeting employees and encouragement(Emiliani, Stec, Grasso and Stodder, MA: Productivity Press, 1988. is only the tip of the iceberg. Faster2007) decision-making by a few managers may Stephanie Wurtzel is a Visiting Student with seem to be more efficient, but does the Smithsonian Institution. Her current If a large organizational change is not reflect a systems focus. To success- research involves exploring how technologybeing considered, hosting a kaizen affects the Facility Management world. fully implement organizational initia-event is an effective way of encouraging Stephanie received her Master of Science in tives, the impact of an organization’semployees to contribute their perspec- Technology Management in 2011, and is processes, results, structure and attitudes now pursuing a graduate degree in Museumtive and ideas for improvement. Regard- must be considered. Studies at Johns Hopkins University.less of whether or not an idea is chosen,employees will understand that they Judie Cooper, CFM is a Facility Managementhave other channels to talk with leader- Conclusion Analyst at the Smithsonian Institution. Judieship. OFMR leaders are masters of Introducing and adopting lean methods is responsible for facilities training, identify-collaborative decision-making. OFMR into an FM organization requires chal- ing and implementing best practices, andDirector Nancy Bechtol often refers to lenging old styles of thinking and oper- organizational performance-improvement initiatives. She received her CFM in 2009,the organization’s decision process by ating. Yet, when correctly practiced, and is the current President of the Museums/stating, “If we don’t all get on the train lean efforts pay off by bringing a higher Cultural Institutions Council of IFMA, astogether, we can’t move forward.” OFMR level of balance to the organization. well as being an active IAMFA member. PAPYRUS SPRING 2012 17