Customer centric FM

1. Customer Centric FM:
Oxymoron or Central to your
Success?
May 2016

2. Paul A. Rogers; M.Bldg.Sci, Dip.Env.Mgt, Dip.En.Mgt, M.IPENZ, F.FMANZ
M.IoD is the founder and Managing Director of the New Zealand based
management consultancy firm Spire Consulting Ltd. Paul specialises in
strategic procurement and supply chain optimisation, asset and facilities
management, and organisational performance improvement. Based in
Christchurch, New Zealand, Paul consults to a wide variety of clients from
Qatar to Queenstown in the local and central government sector, health,
infrastructure, petro-chem, utilities, manufacturing and commercial property
environments.
Paul has previously been a visiting lecturer on the MSc Facilities
Management Programme at Hong Kong Poly University, and is a regular
guest presenter at Canterbury University in the Commerce & Marketing dept.
Paul, has over 30 years experience in asset & facilities management
having worked for J.P.Morgan, Lloyds of London, Colliers Jardine and AMP
Investments. Prior to forming Spire Consulting, Paul was National
Manager – Facilities Management at Telecom New Zealand where he was
responsible for the contract and performance management of New Zealand’s
largest facilities management portfolio.
Contact: Email: paul.rogers@spireconsulting.co.nz
Tel:+64 (27) 4400 867. www.spireconsulting.co.nz
About the Presenter

3. Abstract
 In New Zealand, Facilities Management (FM) remains an
emerging profession, often poorly defined, misunderstood yet
responsible for the comfort, health and wellbeing of the
organisations two largest, most valuable assets - building
occupants and building structure.
 Ask just about any CEO today what they believe the biggest
challenge they have with their FM team and they will almost
always answer – “the gap between what my business and
customer wants and needs and the FM teams ability to
translate these business needs, process the requirements and
demonstrate the business value results that they could or
should deliver”.
 Until Facilities Managers [FMers] are fluent in the translating,
processing and demonstrating customer centric skills for FM
value that enables the organisation’s success – then the
professions standing, influence and overall relevancy within
the corporate hierarchy remains marginalised.

4. Compounded by our
Status & Visibility

5. Context - Organisational Challenges:
1. The VUCA world.
Volatility – Uncertainty – Complexity - Ambiguity
2. More for Less, Faster!
3. Cost Centre – or Value Adder?
4. FM: Enabler or Dis-enabler?

6. Context - Organisational Challenges:
What I get to see…..
 No tangible, measurable levels of FM service codified with
explicit performance parameters, often leading to an inability to
manage by fact, FM performance;
 FM plan’s not calibrated or aligned with what the business
needs and wants from its FM function;
 FM seen only as a cost centre (to be minimised) and not a
value or resource generator to optimised;
 Traditional, unresponsive FM service delivery structures;
 Expectation that the Facilities Manager is “provider of all things”
to all people, faster for less!;
 Often good doers and reactors – but average planners
 Seen as un-commercial and often unable to communicate in
any meaningful enterprise business discussion; and worst of
all…
 “Better off in the boiler room, out of sight – out of mind’!

7. Context - Organisational Challenges:
FM enablement is driven by two factors:
1. Ability to be able to translate, process and demonstrate FM
success in the current environment, to survive todays
challenges;
2. Able to adapt those workplace strategies and processes to
survive tomorrow’s challenges. Being simultaneously
“tight” in executing and “loose” in adapting often creates
tension and complexity.

8. Translating & Aligning Business
Drivers into FM Actions & Plans
Translator Role: Occurs when the organisation needs to translate the
business needs into workplaces. This entails the identification of
specific business needs and addressing the organisation strategies,
policies, processes and guidelines.
Processor Role: Deals with the operational work tasks and
implements the workplace strategies. The main activity involves
creating workplace solutions and maintaining the workplaces to
support the changing business needs.
Demonstrator Role: Defines the outcome of the workplace and
measures that had been accomplished in supporting business.
Measurable and identifiable results demonstrate the validity of
facilities processes to the business.

9. Translation looks like…
 Create a line of sight between the business strategy’s, goals
and needs;
 Create a simple ‘Plan on a Page’ (or similar) basic corporate
performance framework even your FM team can understand;
 Build in agility, responsiveness and nimble deployment AND
planning practices within the FM organisation; and
 Ensure clarity of purpose for everyone and allows you, your
staff and management to manage by fact.
 FM Organisational Structure [places the right capacity &
capability in the right places to enable the business]

10. To provide a cost
effective Facilities
Maintenance
experience for
QatGas employees
through the
provision of a
services that meet
customer
expectations and
optimize the life of
the assets
OUR PURPOSE OUR PHILOSOPHY
What We Want To Be
We will be the best
Facilities Maintenance
Services Provider in
Qatar
What We Will Create
One Team with one
focus – the customer
Our core offering will be
the provision of services
to ensure the campus
remains compliant and
operational
Empower our people
What We Want To Do
and How
Provide a framework for
the future servicing of
the QatGas Campus
Create an environment
where talented people
drive optimized
operations
Our culture will be one
of “Outside-In
Thinking”,
empowerment,
integrity, trust,
accountability, and
performance
STRATEGIC
CHOICES
PEOPLE
RELIABILITY &
DELIVERABILITY
COST
OPTIMIZATION
CHALLENGES RESULT AREAS GOALS MEASURES
Existing organizational
structure does not
support Best Practice
Insufficient resourse
No succession planning
or training plans
Services contracts
expiring and new work
scopes acquired
Existing Maintenance
does not support Best
Practice
Existing Technology and
Tools do not support
Best Practice
Maintenance
Existing processes,
policies, and procedures
do not support Best
Practice Maintenance
Reorganize FMS to
provide sufficient
resources and
organizational structure
to support Best Practice
Facilities Maintenance
· Review needs to support Best
Practice Maintenance including
support of services contracts &
succession and introduce new
structure and additional
resources
· Agree training plans with
individual FMS team members
that supports the needs of the
FMS team
· New structure and resources
in place by end March 2016
· Training plans in place and
agreed by end January 2016
· Succession plans in place by
end Q3 2016
Optimize cost of service
delivery across FMS
Planning for the funding
& implementation of
the Ras Laffan campus
buildings upgrade
Ensure continuity of
Facilities Maintenance
services by awarding
service contracts
· Services contracts are in place
by the required delivery dates
· Review all additional scopes and
services for inclusion into the
FMS contract
· Facilities Maintenance
Services contract awarded to
ensure start date of 1
January 2017
· Generator Call Off Contract
awarded by end Q1 2017
· FMS contract for RGHQ
awarded by end Q2 2017
Little or no formal
customer feedback
Review and upgrade
technology and tools
used to support the
FMS team
· Complete review of SAP PM
with recommendations for
upgrade
· Assess the need to introduce
field technology for data
capture in the field and make
reccommendation
· Develop a comprehensive BMS
strategy for the management of
buildings at Ras Laffan & Barzan
· Review exiting maintenance
strategies for all assets and
recommend improvements
· Review existing policies,
procedures, & processes and
recommend improvements
Optimize all Facilities Maintenance activities to provide the lowest Total Cost of Ownership
· Identify and recommend
improvements to SAP PM by
end Q1 2017. Implement
changes by end Q4 2017
· Identify asset criticalities,
critical spares required, and
improved maintenance
strategies by end Q2 2017
· Recommend BMS strategy
for RL & Barzan by end Q3
2017
· Identify, recommend
improvements, and
implement improvements to
Policies, Procedures, and
Processes by end Q4 2017
· Implement field QA
assessment by end Q2 2017
· Implement customer
feedback process by end Q1
2017
· Deliver funding strategy for
WP&B by Q2 2017
Review and improve
Policies, Procedures,
and Processes used to
support the FMS team
Review and improve
quality and feedback
systems used to support
the FMS Team
· Review the existing QA field
assessments, FMS self
assessments, and customer
feedback systems and
recommend improvements
· Establish an FMS data centre
and technical library by Q3
2017
Develop a strategy to
implement the upgrade
of the Ras Laffan
campus buildings
· Develop funding &
implementation strategy for
RLWEP
Facilities Maintenance Services Plan on a Page – 2016 / 17 22 April 2016

11. Processing looks like…
1. Service Levels codified into SLA [‘FM success looks like’]
2. Formal Agreements
3. Active Contract Control management
4. RACI Chart [articulates Roles & Responsibilities]
5. Space & layout plans
6. PD [Informs each team member of what is required, necessary
capabilities and what success looks like]
7. Workflow [Process Maps] [Creates line of sight for all core end
to end FM processes and how ICT enables & links]
8. Operating Procedures [Creates clarity of purpose of how &
when we deliver services and to what service level]

12. Demonstrating looks like…
1. FM Performance Report [Tells us how well we have achieved
our outcomes. Calibration of success].
2. FM/AM Plan [Informs our renewal + replacement +
maintenance approach to all our services].
3. SaaS Tools. KANBAN Boards, Site Vitals, etc.

13. FM Enablement:
Being comfortable with the Uncomfortable
 Agility
 Adapt
 You don’t need to know everything – know what you
don’t know – and know someone or somehow that
can solve the challenges with, and for you.
 Focus on your strengths & place yourself where your
strengths deliver performance and results.
Be agile enough to take all the information, assimilate it, and
put your best judgment forward. But also be humble enough
to recognize that you may have to adapt down the road and
communicate, when you express the strategy, what you’re
looking at.
That way, if you have to come back and adapt, you’re not
seen as changing your mind so much as adapting to the
external environment

14. FM Enablement:
Great facilities managers are able to execute in the
present and adapt to the future.
Enduring principles and models also address the
challenge of being simultaneously excellent doers
and thinkers. Executing FM processes and adapting
appear to be irreconcilable opposites, and the
empirical data suggests that most companies are
destined to favour the former over the latter.

15. FM Enablement:
The importance of FM authenticity
 When it comes to being an FM authority it starts with
content.
 Strike a balance between confident and assertive, while
helping clients realize ‘here are the risk factors’
 Be the trusted FM advisor - the safe pair of property
hands
 The more you convey that inner sense of integrity, that
inner sense of authenticity, then your clients and
colleagues will give you the benefit of the doubt that if
they have to change, its not because they’ve changed
their mind. Its driven by circumstances in the world that
have changed their mind.

16. SUMMARY
The ‘F’ in the FM is now a prerequisite – and a base line. More
‘M’ please. Organisations want planners AND deliverers.
 Throughout the organisation, customers are seeking
alignment of demonstrated capability, professionalism and
experience from there (more agile) facilities professionals.
 Successful FM professionals, within agile organisational
models intuitively understand the demands of their customers
and anticipate in advance, opportunities for continuously
adding value to their customers bottom line. They translate –
process and demonstrate. Everyday.
 Create linkages with your customers so you become tightly
bound so that you withstand the usual internal politics, market
variables, staff changes, and other pitfalls and, continuously
deliver enhanced value through collaborative service delivery
processes that drive the organisations Total Cost of
Ownership (TCO) down, and value up.
BE DISTINCT – OR EXTINCT