The document is an agenda for a training program on leadership and business strategy for facilities management (FM) professionals. The agenda covers topics such as the FM industry, challenges for facilities managers, market share and growth, strategies for operations and maintenance segments, marketing, branding, and competitor analysis. The training will be presented by Mr. Deepak Sahoo and includes presentations, group activities, and discussions over the course of one day.
SOMC provides subcontractor management solutions for semiconductor companies that want to reduce costs, improve quality, and increase profits. If your company is considering moving your manufacturing operations to Asia, or you are already outsourcing your manufacturing to Asia, we can help you lower costs, streamline operations, improve product quality, and increase profits.
SOMC provides subcontractor management solutions for semiconductor companies that want to reduce costs, improve quality, and increase profits. If your company is considering moving your manufacturing operations to Asia, or you are already outsourcing your manufacturing to Asia, we can help you lower costs, streamline operations, improve product quality, and increase profits.
Redefining the executive view of facility management (FM)JLL
Research suggests that executives often perceive FM as a support function, with minimal strategic value. As a result, facility managers have been isolated from the C-Suite, with few opportunities to align with the core business strategy.
However, key shifts in the business environment have created tremendous opportunities for facility managers to advance their strategic value with business leaders. Fueled by a demand for increasingly employee-centric workplaces and rapid technological advances, facility managers are more equipped than ever to partner with business leaders to impact productivity and, ultimately, profitability.
A presentation to the Student Government Councils of local universities and colleges in Malaysia was presented by Michael Teoh, surrounding the topics of Teamwork and Leadership.
This workshop for Student Leaders was done back in 2005 and 2006.
Guest lecture strategy for 4th year FM students at Breda University of Applied Sciences, Academy for Hotel and Facility Management.
Students are introduced to FM and hospitality issues during military out-of-area operations in Afghanistan, Kandahar Airfield
Make Culture, Not War: The Secret to Great Teams & OrganizationsTeresa Brazen
Fluxible Conference 2013, Talk by Teresa Brazen
Video of the talk here: http://www.fluxible.ca/2014/01/video-teresa-brazen/
More org/team culture tips & methods here: http://www.cooper.com/topics/designing-culture/
“We’re way off schedule. Everyone is disengaged. No one is on board with the vision.” Sound familiar? What if you could create great products and services without all that drama? What if there was a secret to stellar team dynamics?
From “Ship It Days” to immersive onboarding programs, learn about curious, compelling ways that people from every role within organizations are creating inspired cultures. Drawing from her experience as a team member, team leader, and team facilitator, Teresa Brazen discusses what constitutes a “healthy” culture, how culture impacts design teams and what they create together, and tools and techniques for fostering environments we all want to work in. Along the way, you’ll discover how uniquely well-suited designers are to creating culture change if they adapt the methodologies already in their arsenal.
If you lead a team, want to lead, work remotely, build stuff, wrangle people daily, or just want to learn about invaluable techniques for cultivating inspired team culture this talk is for YOU.
CHANGETHIS True Team Building: More Than a Recreational RetreatBernard Moon
Presentation by Kevin Eikenberry. Discusses the CARB Model (Commitment, Alignment, Relationships, Behaviors). Created February 2006.
"ChangeThis is a vehicle, not a publisher. We make it easy for big ideas to spread. It is supported by the love and tender care of 800-CEO-READ."
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
34
مبادرة
#تواصل_تطوير
المحاضرة الرابعة والثلاثون من المبادرة مع
الدكتور/ محمد العجرودي
بعنوان
إدارة المرافق في الشرق الأوسط..الفرص والتحديات
التاسعة مساء بتوقيت مكة المكرمة السبت18يوليو2020
وذلك عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZcqdu-vrTkiH9Q_4PHSZCbVz0PP3wWIhGoI
علما ان هناك بث مباشر للمحاضرة على صفحة فيس بوك
وقناة يوتيوب الخاصة بجمعية المهندسين المصريين
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط حساب تويتر
https://twitter.com/eeaksa
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
--
Redefining the executive view of facility management (FM)JLL
Research suggests that executives often perceive FM as a support function, with minimal strategic value. As a result, facility managers have been isolated from the C-Suite, with few opportunities to align with the core business strategy.
However, key shifts in the business environment have created tremendous opportunities for facility managers to advance their strategic value with business leaders. Fueled by a demand for increasingly employee-centric workplaces and rapid technological advances, facility managers are more equipped than ever to partner with business leaders to impact productivity and, ultimately, profitability.
A presentation to the Student Government Councils of local universities and colleges in Malaysia was presented by Michael Teoh, surrounding the topics of Teamwork and Leadership.
This workshop for Student Leaders was done back in 2005 and 2006.
Guest lecture strategy for 4th year FM students at Breda University of Applied Sciences, Academy for Hotel and Facility Management.
Students are introduced to FM and hospitality issues during military out-of-area operations in Afghanistan, Kandahar Airfield
Make Culture, Not War: The Secret to Great Teams & OrganizationsTeresa Brazen
Fluxible Conference 2013, Talk by Teresa Brazen
Video of the talk here: http://www.fluxible.ca/2014/01/video-teresa-brazen/
More org/team culture tips & methods here: http://www.cooper.com/topics/designing-culture/
“We’re way off schedule. Everyone is disengaged. No one is on board with the vision.” Sound familiar? What if you could create great products and services without all that drama? What if there was a secret to stellar team dynamics?
From “Ship It Days” to immersive onboarding programs, learn about curious, compelling ways that people from every role within organizations are creating inspired cultures. Drawing from her experience as a team member, team leader, and team facilitator, Teresa Brazen discusses what constitutes a “healthy” culture, how culture impacts design teams and what they create together, and tools and techniques for fostering environments we all want to work in. Along the way, you’ll discover how uniquely well-suited designers are to creating culture change if they adapt the methodologies already in their arsenal.
If you lead a team, want to lead, work remotely, build stuff, wrangle people daily, or just want to learn about invaluable techniques for cultivating inspired team culture this talk is for YOU.
CHANGETHIS True Team Building: More Than a Recreational RetreatBernard Moon
Presentation by Kevin Eikenberry. Discusses the CARB Model (Commitment, Alignment, Relationships, Behaviors). Created February 2006.
"ChangeThis is a vehicle, not a publisher. We make it easy for big ideas to spread. It is supported by the love and tender care of 800-CEO-READ."
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
34
مبادرة
#تواصل_تطوير
المحاضرة الرابعة والثلاثون من المبادرة مع
الدكتور/ محمد العجرودي
بعنوان
إدارة المرافق في الشرق الأوسط..الفرص والتحديات
التاسعة مساء بتوقيت مكة المكرمة السبت18يوليو2020
وذلك عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZcqdu-vrTkiH9Q_4PHSZCbVz0PP3wWIhGoI
علما ان هناك بث مباشر للمحاضرة على صفحة فيس بوك
وقناة يوتيوب الخاصة بجمعية المهندسين المصريين
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط حساب تويتر
https://twitter.com/eeaksa
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
--
vFS3 features many educational breakout session - available to "attend" at your leisure at any hour you wish! This year you don't have to worry about not being able to attend two breakouts occurring at the same time! Check them out here: detailed session abstracts and speaker bios.
A Journey of Learning, Leading & ServingHora Tjitra
Presented by Y.W. Junardy at the 2nd GI-Net Roundtable Discussion on May 15 at the Atma Jaya University, Jakarta
Asian economies have been growing impressively, most of the worldwide operating corporations are present and engaged actively in the region. The demand for Asian business leaders who are able to work effectively in multicultural environment and manage cross-borders with high-impact becomes much greater than ever.
Mr. Junardy, who has established himself as a successful Indonesian leader at home and abroad, will share his best practices and reflections on moment of truths and key learning experiences on his journey of learning, serving and leading (asah, asih and asuh). Dr. Panggabean will introduce key findings of our recent study of cross-cultural leadership* focused on best practices from Indonesian leaders who has proven themselves successfully working in the international environment, either in Indonesia or abroad, and instigating recommendations for organizational systems to support Indonesian culturally effective leaders.
Facilities Management is a growing knowledge Zones and Business. There are lots of additions on daily basis. Maintaining the value and operations of Built environment is expanding
2.0 Adoption in the Enterprise - The BeforeSoCo Partners
First of a four-part series on how to roll out 2.0 in the large enterprise. This presentation focuses on the "Before" (pre-implementation) and highlights a planned rollout and an emergent rollout.
For more information on The 2.0 Adoption Council, please visit our web site. http://www.20adoptioncouncil.com
First of a four-part series on how to roll out 2.0 in the large enterprise. This presentation focuses on the "Before" (pre-implementation) and highlights a planned rollout and an emergent rollout.
For more information on The 2.0 Adoption Council, please visit our web site. http://www.20adoptioncouncil.com
ABOUT THE TRAINING PROGRAM :-
Failure Mode and Effects Analysis or FMEA is a structured technique to analyze a process to determine shortcomings and opportunities for improvement. By assessing the severity of a potential failure, the likelihood that the failure will occur, and the chance of detecting the failure, dozens or even hundreds of potential issues can be prioritized for improvement.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
Employees completing this training will be able to effectively participate on an FMEA team and can make immediate contributions to quality and productivity improvement efforts.
ABOUT THE TRAINING PROGRAM :-
Root cause analysis (RCA) is a class of problem solving methods aimed at identifying the root causes of problems or events. The practice of RCA is predicated on the belief that problems are best solved by attempting to address, correct or eliminate root causes, as opposed to merely addressing the immediately obvious symptoms. By directing corrective measures at root causes, it is more probable that problem recurrence will be prevented.
DESIGNED FOR :-
Managers, Engineers, Supervisor and officers engaged in maintenance operation and engineering activities.
OBJECTIVE :-
At the end of the training program, participants will be able
- To gain a basic understanding of the problem solving and decision-making process and the applicable quality tools that support this process.
- To develop specific competencies to use the structured approach to problem solving and decision making and the supporting quality tools.
TRAINING PROGRAM COVERAGE :-
- Basic knowledge about RCA program.
- What are the RCA tools ?
- More about Why- Why analysis ?
- Videos and case studies on RCA
ABOUT THE TRAINING PROGRAM :-
Total productive maintenance (TPM) is a Japanese culture to improve machine availability through better utilization of maintenance and production resources. TPM is also a critical adjunct to lean manufacturing.
One way to think of TPM is "deterioration prevention": deterioration is what happens naturally to anything that is not "taken care of". For this reason many people refer to TPM as "total productive manufacturing" or "total process management". TPM is a proactive approach that essentially aims to identify issues as soon as possible and plan to prevent any issues before occurrence. One motto is "zero error, zero work-related accident, and zero loss".
Finally TPM will provide practical and transparent ingredients to reach operational excellence.
DESIGNED FOR :-
Managers, Engineers, Supervisor and officers engaged in maintenance, operation, Store, Supply chain, Quality, safety and engineering activities.
OBJECTIVE :-
At the conclusion of the course each delegate will be able to:-
Get their workplace in order ahead of TPM introduction
Determine the Overall Equipment Effectiveness (OEE) of their machinery
Understand how to improve the efficiency of their machinery
Predict where failures are likely to occur
Be able to design and implement a TPM program.
Get the buy-in of their team
TRAINING PROGRAM COVERAGE :-
The Total Productive Maintenance training course covers the following topics:-
Course Objectives & Definitions
Getting your workplace in order -5S
Understanding the basic concepts of TPM - The 8 Key Strategies
What is Overall Equipment Effectiveness (OEE) and how to measure it
Understanding the 6 Big Losses and how to address their root causes
Autonomous Maintenance
Planned Maintenance
Time Based Maintenance
Condition Based Maintenance
Focused improvement or Small group activities
Store and spareparts management
Early Machine Management
Quality Initiatives
Office TPM
Safety & TPM
How to implement TPM
ABOUT THE TRAINING PROGRAM :-
Failure Mode and Effects Analysis or FMEA is a structured technique to analyze a process to determine shortcomings and opportunities for improvement. By assessing the severity of a potential failure, the likelihood that the failure will occur, and the chance of detecting the failure, dozens or even hundreds of potential issues can be prioritized for improvement.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
Employees completing this training will be able to effectively participate on an FMEA team and can make immediate contributions to quality and productivity improvement efforts.
ABOUT THE TRAINING PROGRAM :-
Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Kaizen was created in Japan following World War II. It comes from the Japanese words (“Kai”) which mean "change" and ("Zen") which means "good". Kaizen provides a foundation for exceeding goals, expectations and improving overall company performance.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
At the conclusion of the training each Participates will be able to:-
Reduce work place stress
Increase team contribution to the company's "bottom line.
Continuous improvements in PQCDSM parameters.
Increase speed, improve quality and reduce non-value-added costs.
Creating a fun working environment
5S is the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or translated into English, they all start with the letter "S". The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
2. Day Plan @ 9th March 2013
Lunch Break Strategic Gap
(12.30 PM – 1.00 PM) (2.15 PM – 2.30 PM)
Change Branding & CRM
Leadership Business
Strategy &
O&M Opportunity for
Competitor
Segment
FM Industry Strategy
Analysis Improvement
Part - 1 Part - 2 Part - 3
Kindly put your mobile in
Silent or Vibrate Mode.
Prepared by :- Mr. Deepak Sahoo , Consultant
A1
3. Agenda
FM industries – Origin.
Key challenges for Facilities Manager
Market share and global Market
Middle East and Qatar FM Industry
Change & Leadership.
Business Strategy
Strategies for O&M Segments, Marketing, Branding
CRM, Data Security & Competitor Analysis.
Potential and Risk Management.
Prepared by :- Mr. Deepak Sahoo , Consultant
A2
4. Part – 1 - A
About
FM Industry
& Future Growth.
Prepared & Presented By :
Mr. Deepak Sahoo
5. Define FM.
FM is an interdisciplinary field primarily devoted to
the maintenance and care of commercial or
institutional buildings, such as hospitals, hotels,
office complexes, arenas, schools or exhibition
centers.
However, there are differences in definition of FM
depending on different regions around the world.
Prepared by :- Mr. Deepak Sahoo , Consultant
01
6. Building Services vs. FM
Building Services
Facility Management
or
Facilities Management
Facility Management' tends to mean the management of a 'facility', for example a
hospital or office complex, whereas 'Facilities Management' refers to a broader
range of activities. Facilities Management is generally interpreted as 'FM' in the
US, Australia, UK and across much of Europe. Where as in APAC & MENA region
most of the peoples calls Building Services rather facilities management (FM).
But the trends are changing rapidly.
Prepared by :- Mr. Deepak Sahoo , Consultant
02
7. What is Facilities Management ?
According to the International Facility Management Association (IFMA),
facility management is:
“A profession that encompasses multiple disciplines to ensure
functionality of the built environment by integrating people,
place, processes and technology.”
The European facility management association (EuroFM ) uses the
EN15221 definition. Which was provided by the European Committee for
Standardisation (CEN, French: Comité Européen de Normalisation).
"(the) integration of processes within an organization to
maintain and develop the agreed services which support and
improve the effectiveness of its primary activities."
Source :- http://en.wikipedia.org/wiki/Facility_management
Prepared by :- Mr. Deepak Sahoo , Consultant
03
8. ISO Standards for Facilities Management.
Currently a project is underway to develop an ISO standard
that defines FM on a global level which is being led by the
British Standards Institute represented by Stan Mitchell,
former chairman of BIFM and Global FM.
The ISO Standard for FM Industries expected to release
before 2015.
Some of the Asset management company currently using
PAS – 55. The standard was originally produced in 2004 by
a number of organizations under the leadership of the
Institute of Asset Management (IMA) and was released in
Dec 2008 as PAS 55:2008
Source :- wikipedia
Prepared by :- Mr. Deepak Sahoo , Consultant
04
9. Transformation of offices
Offices in 1970’s Vs. Today offices
Prepared by :- Mr. Deepak Sahoo , Consultant
05
10. FM Origins
The Association of Facilities
1986 |Management (AFM), now the British Institute of
Facility Management (BIFM)
2009 | IFMA redefines
Competencies
Robert Propst
Inventor of Action Office. 1986 | IFMA Defines
FM job responsibilities
1960 | Herman Miller
Research Corporation
1982 | IFMA
1991 | IFMA Defines
Competencies
FM
1978 | FMI 2008 | PAS 55 : 2008 from
Institute of Asset Management
1980 | NFMA
1987 | Japan Facility Management
Promotion Association (JFMA)
Prepared by :- Mr. Deepak Sahoo , Consultant
06
11. FM Origin - Details
In 1960 Herman Miller created the Herman Miller Research
Corporation under direction of Robert Propst; the inventor of the Action
Office that evolved into the cubicle office furniture system.
In 1978, Herman Miller Research Corp. hosted the conference “Facility
Influence on Productivity". The Facility Management Institute (FMI)
was formed.
In 1980, the National Facility Management Association (NFMA) was
organized in the U.S., largely from the Herman Miller Action Office user
group. FMI provided first NFMA staff.
In 1982, facility managers from Canada became members of NFMA and
the name was changed to International Facility Management
Association (IFMA).
Prepared by :- Mr. Deepak Sahoo , Consultant
07
12. FM Origin - Details
In 1986, IFMA Released First Official Statement on Facility Management and
defines FM job responsibilities.
In 1986, the Association of Facilities Management (AFM), now the British
Institute of Facility Management (BIFM), was founded in the United Kingdom.
In 1987, the Japan Facility Management Promotion Association (JFMA) was
established in Japan.
In 1991, IFMA Defines Competencies.
Institute of Asset Management (IMA) had released PAS 55:2008 in in Dec 2008
which was originally produced in 2004.
In 2009, IFMA Redefines Competencies.
Currently a project is underway to develop an ISO standard that defines FM on
a global level. This project is being led by the British Standards Institute
represented by Stan Mitchell, former chairman of BIFM and Global FM which is
expected to come before 2015.
Prepared by :- Mr. Deepak Sahoo , Consultant
08
13. Competency area defined by IFMA.
1. Communication : - Communication plan and processes for both internal and external
stakeholders.
2. Emergency Preparedness and Business Continuity :- Emergency and risk management
plans, procedures.
3. Environmental Stewardship and Sustainability:- Sustainable management of built and
natural environments.
4. Finance and Business :- Strategic plans, budgets, financial analyses, procurement
5. Human Factors:- Healthful and safe environment, security, FM employee development.
6. Leadership and Strategy:- Strategic planning; organize, staff and lead facility organization
7. Operations and Maintenance:- Building operations and maintenance, occupant services.
8. Project Management:- Oversight and management of all projects and related contracts
9. Quality:- Best practices, process improvements, audits and measurements
10. Real Estate and Property Management:- Real estate planning, acquisition, disposition.
11. Technology:- Facility management technology, workplace management systems.
Prepared by :- Mr. Deepak Sahoo , Consultant
09
14. Target Audience for FM Industry.
Retail & Big Manufacturing
Shopping IT & BPO Corporate Companies
malls House
Banks & Real Estate College
Financial SEZ
companies Universities
Companies
Convention Large Ports &
Museum
center Hotels Airports
Prepared by :- Mr. Deepak Sahoo , Consultant
10
15. Fast Facts : FM
Global Construction 2020 report which was sponsored by PwC and
carried out by Global Construction Perspectives and Oxford Economics
predicts that global construction will grow by 67% from USD 7.2 trillion
to USD 12 trillion annually by 2020
In Middle East and North Africa (MENA) region a total of USD 4.3
trillion is forecast to be spent on construction in the region over the next
decade, representing growth of 80% to 2020.
In the decade from 2010 to 2020 the average construction growth will
be 13 % on year to year basis in GCC region.
According to Global Industry Analysts research report the global market
for FM outsourcing is projected to touch US$394.7 billion by 2017.
It has been estimated that the initial development cost of a facility is
only 20% of the total money spent across the lifetime of a building with
FM and maintenance making up the remaining 80%.
Prepared by :- Mr. Deepak Sahoo , Consultant
11
16. Fast Facts : FM
In 2012; the outsourced FM sector in the GCC region reached a
value of USD10 billion, according to a study conducted by Arab
Business Review.
Markets such as Qatar, Libya and Algeria will finance most of
their own investment from oil and gas revenues and Qatar will be
the fastest growing market around the world.
Qatar will spend over 150 billion USD for developing rail, roads,
water and other infrastructure in preparation for hosting the 2022
FIFA World Cup.
The Outsourced FM industry will grow at 22% in Qatar where as
in GCC 18%, globally 13% and less than 4.1% growth in mature
markets such as Japan & North America.
Prepared by :- Mr. Deepak Sahoo , Consultant
12
17. Upcoming Infrastructure projects in Qatar
New Doha Port, Cost $ 7.4 bn, 2016
Hamad international Airport, Cost $ 17.5 bn, 2015.
Lusail City, Cost $ 45 bn, 2020
Stadiums (9 Numbers), $ 4 bn, 2015 to 2019
IRDIS, $ 2.5 bn, 2018
Msheireb, $ 6.4 bn. 2016
Al-Waab City, $ 2 bn. 2015
Doha festival City, $ 1.6 bn. 2016
Integrated Rail Project, $ 36 bn., 2019
Apart from this near about $ 3 bn. will be spend by QP, Qatar Govt, 17
public sectors companies for their headquarters and other offices.
Source :- Gulf times; Dated 28th Feb 2013
Prepared by :- Mr. Deepak Sahoo , Consultant
13
18. FM Industry : Organized Vs. Unorganized
14%
Organise
Unorganised
86%
Source :- AMA Research Study
Prepared by :- Mr. Deepak Sahoo , Consultant
14
19. Size of Companies in FM Industries.
1%
2% 1 to 20 employees
4%
12% 20 to 50 Employees
50 to 200 Employees
200 to 500 Employees
81%
500 + Employees
Source :- Annual Business Enquiry, 2011
Note :- Numbers don’t sum due to rounding.
Prepared by :- Mr. Deepak Sahoo , Consultant
15
20. Various Segments in FM Industries.
Property
services
FM Cleaning
Services services
FM Industry
Segment
Support Security
services services
Catering
services
Prepared by :- Mr. Deepak Sahoo , Consultant
16
21. Sub Segments of Property Services
Building Pest
MEP Maintenance
(Civil)
IT Control
Damage
Control Landscaping
PROPERTY SERVICES
Prepared by :- Mr. Deepak Sahoo , Consultant
17
22. FM Industry Segment
The FM industry is comprised of six main service types:
Property services include maintenance of buildings, climate systems, electrical and
mechanical services, information technology and communication systems, landscaping,
damage control and pest control.
Cleaning services include traditional cleaning of offices, factories, hospitals, transport
hubs and specialized cleaning of windows.
Security services include manned guarding and installation and maintenance of
electronic surveillance systems. The market for security services is considered fairly
consolidated.
Catering services include the operation of canteens and concessions for customers. The
market for catering services is considered fairly consolidated.
Support services include the operation of call centers, reception and mail room services
within a client’s facilities, but exclude temporary staffing services where the provider does
not manage the temporary staff.
FM (Consulting )services include such as on-site management of FM, change
management, space management and consulting.
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23. Market Share of each Segments in FM.
2% Property services
11%
cleaning services
34%
15% security services
catering services
15% support services
23% FM services
Source :- Market Intelligence Report 2011
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24. Types of Service Providers in FM.
Only provide Provide more Provide all 6
one segment than 2 segments
or Sub segments services.
segment services.
services.
Integrated
Single Bundled
FM (IFM)
service service
service
providers providers
providers.
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25. Evans ratio in FM industry
A Detailed study by School of Construction Management and
Engineering, Observed "Evans ratio" in building Service segment was
practically impossible to reproduce the 1:5 ratio and being approximately
1:0.4
1: 0.4
"If the initial construction costs of a building is 1, then its
maintenance and operating costs (salary of people included) over
the years is 0.2 to 0.4. where as from company to company it can
vary another 10 to 30%.
Source :- wikipedia
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26. FM :: Who is a facilities manager?
The description of a FM manager varies depending on the region of the
world in which you work, given that there are various definitions. The
various areas facilities managers work in :-
People Management Environmental Issues
Working with Suppliers and Space Management
Specialists Procurement
Property Portfolio Management Risk Management
Building Fabric Maintenance
Financial Management
Managing Building Services Quality Management
Managing Support Services Information Management
Project Management
Customer Service
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27. Role of Facilities Manager
Building automation systems Fire alarm systems, Meeting room management
extinguishers Fire protection
Business continuity planning and safety, Smoke/heat Office space planning, layout,
detectors , Sprinkler systems and furniture placement
Cleaning
Grounds maintenance and Pest control
Control of Substances horticulture
Hazardous to Health Photocopying
Corrective Heating, ventilating, air Pressure systems
maintenance/Reactive repairs conditioning and refrigeration
Help desk, Reception CMMS,CAFM,PM, CBM
Daily inspection of escape maintenance
routes and fire exits Industrial hygiene, including
indoor air quality Safety Rules for Contractors
Disabled Access , Disaster
recovery Lease Negotiations Security, Car Parking, CCTV &
Access Control
Display Screen Regulations Lifting equipment Specifying, tendering and
Dry risers Lightning conductors contracts' negotiation
Electrical portable appliances Mail Room Vending
and fixed wiring
Man safe systems (window Waste management
Environmental Issues cleaning, roof access, etc) Work equipment
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28. Key Challenges and Developments in FM
A. Which one of these issues do you think should be at the top of every
facility Managers Agenda ?
1. Achieving cost & energy efficiency throughout the operation and
maintenance of an asset.
2. Improving Quality of service.
3. Improving safety at all areas.
4. Improving and maintaining customers satisfactions.
5. All the above.
ALL THE ABOVE 77%
0% 20% 40% 60% 80% 100%
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29. Key Challenges and Developments in FM
B. Which one of these key Challenges you are facing in FM
industry ?
1. Unavailability of Skilled Manpower.
2. Lack of quality conciseness.
3. Higher attrition rate.
4. More competitive environment
5. Lack of Standards and SOP.
6. All the above
ALL THE ABOVE 26%
UNAVAILABILITY OF SKILLED MANPOWER. 38%
0% 5% 10% 15% 20% 25% 30% 35% 40%
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30. Key Challenges and Developments in FM
C. Is there any area where you or your team needs more
training?
1. Operation & Maintenance
2. Soft skill & Communication
3. Contracting & Customer relationship
4. Business Strategy & Change Management
BUSINESS STRATEGY & CHANGE MANAGEMENT 54%
OPERATION & MAINTENANCE 22%
0% 10% 20% 30% 40% 50% 60%
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31. Key Challenges and Developments in FM
D. Do you read any magazine related to FM industries ?
1. YES
2. NO
NO 59%
0% 10% 20% 30% 40% 50% 60% 70%
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32. Key Challenges and Developments in FM
E. Do you belong to any associations related to FM?
1. IFMA – International Facility Management Association
2. APFM – Association of Property & Facility Managers
3. MEFMA – Middle East Facility Management Association
4. EuroFM - European Facility Management Association
5. Others
6. I don’t belong to any associations
I DON’T BELONG TO ANY ASSOCIATIONS 64%
IFMA 17%
0% 10% 20% 30% 40% 50% 60% 70%
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33. Take your career to next level
Certified Facility Manager® (CFM)
Eligibilities – Bachelor degree with 4 Years or Post-secondary
Education with 8 years in FM industries.
Cost - Approximately 2500 USD
Facility Management Professional (FMP)
Eligibilities – Any Graduate Professionals involved in FM Domain
Cost - Approximately 1000 USD
Sustainability Facility Professional (SFP)
Eligibilities – Any Graduate Professionals involved in FM Domain
At least 2 years.
Cost - Approximately 2000 USD
Prepared by :- Mr. Deepak Sahoo , Consultant
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34. Part – 1 B
Change
&
Leadership style
Prepared & Presented By :
Mr. Deepak Sahoo
35. The Story of Eagle
The Story of
Eagle…
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36. The Story of Eagle continues…
The eagle has the longest life-span
of its’ species
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37. The Story of Eagle continues…
It can live up to 70 years
But to reach this age, the eagle
must make a hard decision
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38. The Story of Eagle continues…
In its’ 40’s
Its’ long and flexible talons can no
longer grab prey which serves as food.
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39. The Story of Eagle continues…
Its’ long and sharp beak becomes bent
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40. The Story of Eagle continues…
Its’ old-aged and heavy wings, due to their
thick feathers, become stuck to its’ chest and
make it difficult to fly.
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41. The Story of Eagle continues…
Then, the eagle is left with only two options:
die or go through a painful process of change
which lasts 150 days.
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42. The Story of Eagle continues…
The process requires that the eagle fly to a
mountain top and sit on its’ nest
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43. The Story of Eagle continues…
There the eagle knocks its’ beak
against a rock until it plucks it out
The eagle will wait for a new beak to grow
back and then it’ll pluck out its’ talons
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44. The Story of Eagle continues…
When its’ new talons grow back, the eagle
starts plucking its’ old-aged feathers
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45. The Story of Eagle continues…
And after five months, the eagle takes its’
famous flight of rebirth and lives for ...
30 more years
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46. Why Change !
Many times, in order to survive; we have to start a change process.
Sometimes need to get rid of old memories, habits and other past
traditions.
Organizational change is needed in order to align the company with
changing business environment.
Due to External Factors Due to Internal Factors
Market volumes, changing product Skills of employees, present plant
profile, competition on price and variety, technologies with respect to future
segment, product specifications, change product specifications driven by
in business environment driven by customers, level of productivity,
government Policies etc. Quality, cost and
morale of employees.
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47. Kaizen Thinking !
Leaders are most important for bringing
change in an organization.
Environment makes people !
If environment changes, people change.
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48. The Change Process
The change process starts by
Demonstrated change in the management.
Setting up a new management system and process that
reflects new approach and mind set.
Implementing, achieving and sustaining activities in line
with new mindset
Process of
PLAN SHARE UNDERSTAND change
start
Management creates Share with Employees understand
policy and provides the employees the vision of
vision and mission. Management
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49. Change Factor and It’s Outcomes.
Action
Skills Resource
plan
Rewards Confusion
Action
Vision Resource
plan
Rewards Anxiety
Action
Vision Skills
plan
Rewards Frustration
Vision Skills Resource Rewards No Start
Action
Vision Skills Resource
plan Slow Change
Action
Vision Skills Resource
plan
Rewards Change
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50. Team & Leadership.
A collection of A Team Leader
A group of guys
Peoples and some peoples
A team is a collection of people
related to one another
who share a common objective
and work in a collaboration with
one another
to achieve a common target.
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52. Types of Leadership style in details..
Type 1. Autocratic Style - Autocratic type of leader is called an Autocrat. He does not consult his
subordinates (followers). He takes all the decisions by himself. He also takes full responsibility for his
decisions. The subordinates must obey him without asking any questions.
Type 2. Consultative Style :-Consultative type of leader has an open mind. He encourages his subordinates to
give their suggestions and comments. If these suggestions and comments are good, then he will accept them.
So this leader consults his subordinates before taking a decision. However, the final decision is taken by the
leader. Therefore, he takes full responsibility for his decision.
Type 3. Participative Style :-Participative type of leader encourages his subordinates to take part in decision
making. The final decision is not taken by the leader himself. It is taken by the group (team), i.e. by the leader
and his subordinates. The leader gives his subordinates full scope for using their talents. He is loyal to them.
Therefore, they are loyal to him. They obey his orders willingly. They have a genuine (real) respect for him.
Type 4. Laissez-Faire Style: -Laissez-Faire style of leader is passive. He only acts as a contact man. He
provides information and resources to his subordinates. He believes that the subordinates will work best if
they are left alone. Therefore, he gives them complete freedom to take their own decisions. He allows them to
plan and organize their own work. He allows them to set their own goals and to solve problems on their own.
Type 5. Bureaucratic Leader :- Bureaucratic leader follows all the rules and formalities of the organization.
He does not believe in new ideas. He wants his subordinates to follow all his orders. This leadership style
result in red tapism and unwanted paper work.
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53. Types of Leadership style in details..
Type 6. Neurocratic Leader :- Neurocratic leader is highly a task oriented one. He wants to get the
work done at any cost. He gets very upset if there is any failure. He is very emotional, sensitive and
eccentric. He does not consult his subordinates in decision making. He takes his own decisions.
Type 7. Paternalistic Style :- Paternalistic style of a leader creates a family atmosphere in the
organization. He acts just like a parent of his subordinates. He advises, guides and helps his
subordinates with their personal problems. This style of leadership will be successful in a small
organization having a very few employees and only one leader.
Type 8. Sociocratic Style :- The sociocratic leader tries to run the organization just like a Social
Club. He gives less importance to production and more importance to friendship. That is, he tries to
keep his subordinates very happy. So, he creates a warm and good social environment.
Type 9. Situational Style :- Situational type of leader uses different styles in different situations.
That is, he changes his style according to the situation. Sometimes he will be autocratic, or
consultative, or participative, etc. Now-a-days, most managers use this style of leadership.
Type 10. Transformational Style :-The transformational leadership style depends on high levels of
communication from management to meet goals. Leaders motivate employees and enhance
productivity and efficiency through communication and high visibility. This style of leadership
requires the involvement of management to meet goals. Leaders focus on the big picture within an
organization and delegate smaller tasks to the team to accomplish goals.
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54. Team Leader is the Eyes & Ears of Team
Every team has a leader and members.
A team leader……
First remove his Hat outside.
Has need for improvement
Sets targets for the team
Good communicator
Good coordinator
Works as a member
Resource person for the members
Understands team’s strengths and weaknesses
Has counseling skills
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55. Leadership Game – Basic Rules
• Finalize the team leader of each group & each
group contain 5 or 7 persons.
• Create a process for giving and receiving the balls
in your Group.
• You can’t pass the ball next to you.
• The ball must return to the person who started with
it.
• The Ball Must travel through air.
• The ball can’t rolled across the surface; e.g. floors,
walls table chairs etc.
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56. Leadership Game – Basic Rules (Part-2)
Creating a Product :-
You are now going to create a product
1 Product = 8 Rounds of passing the ball in correct
sequence.
If you drop the ball you must start the round again.
Prepared by :- Mr. Deepak Sahoo , Consultant
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