Taking Your O&M Program to the Next Level Key Steps to Selling and Improving O&M Program

Transcription

1 Taking Your O&M Program to the Next Level Key Steps to Selling and Improving O&M Program John Rimer, CFM FM360consulting.com

2 Introduction John Rimer, CFM 19 Years Facility Management Numerous Industries & Various Roles Owner, FM360 Consulting Certified Facility Manager (IFMA) IFMA & BOC Qualified Instructor B.S. Mechanical Engineering

3 Agenda State of State Delivering Value Selling FM Components of a Robust Program Measure and Improve Resources Q&A

4 Poll #1 How would you rate your facility management department? A. Firing on all cylinders B. Well, but can do better C. Making progress D. Still under water E. I have no idea

5 State of the State Most maintenance organizations operate between 10% to 40% efficiency (MT-Online) Nearly 70% of failures are selfinduced (MT-Online) Most spend >50% time on emergency work (FacilitiesNet)

6 No More Firefighting Cost of Reactive Maintenance RM Costs 3X to 5X more than PM (MT-Online) DOT Study found 8X higher costs Downtime/Business Loss Customer Satisfaction Employee Retention/Burn-Out Lost Productivity/Revenue

7 Value of a Robust Program Increase Production by 28% (IFMA) Double Productivity of Staff (IFMA) Reduce Maintenance Costs by as much as 50% (Piper/FacilitiesNet) Reduce Energy Use by 15% - 20% (Piper/FacilitiesNet)

8 Poll #2 How are you viewed in your organization? A. Trusted business partner B. Technical advisor C. Facilities Manager D. Maintenance E. Glorified Janitor

9 Selling Facility Management Technically Apt Strength = Weakness How measure & market I m not a role model Sell the Value of the Team and every Team Member From the Grounds Up

10 Selling FM Understand Business Business Drivers Political Motivators The Rule of 100/10/1 100 People Productivity 10 Facilities 1 - Utilities

11 Increasing Productivity Thermal Comfort 4% per 1 degree Warm = 56% more errors Cold = 28% more errors Low RH (below 25% = 7% slower Indoor Air Quality Change Air Filter = 9% +1 CFM/SF = 4%

12 Selling FM Marketing Plan Touchpoints Webpage / Bulletin Board Newsletter / Service Desk Face-To-Face Soft Skills Training

13 Poll #3 To Whom Do You Report? A. C-Suite B. VP Real Estate & FM C. Director of Operations D. Other Dept. (HR, Legal, IT) E. None of the Above

14 What is a Robust Program? Vision/Mission/Goals Identify Priorities/Criticalities Emergency Response Management Capital Replacement Program Defined Maintenance Strategies Fully Leverage CMMS Staff Training & Development Project Management

15 Set a Vision Sets a Clear Direction Enables Teamwork Establishes a Tone/Mindset Promotes Consistency & Continuity Communicates Value Proposition Creating Vision/Mission Align with organization How want to be seen by others Free webinar

16 Determine Priorities Understand Business & Priorities Strategy & Vision Organizational Factors Classify Critical Areas/Functions/Depts Including indirect support functions Identify Supporting Systems Interdependency Redundancy Age/Condition

17 Emergency Preparedness Supports Business Continuity Plan & Disaster Recovery Proactive Risk Management Communication Escalation protocol Incident Management Process Emergency Preparedness EOPs Training Drills Reiterates Safety is #1

18 Capital Reinvestment Plan 1/3/5/10-year forecast Steady-state spend Manageable & predictable Put in context of Master Plan Update annually FCA (in-house/outsource) Manage in CMMS

19 Assign Maintenance Strategy Run-To-Fail (RTF) Preventive Maintenance (PM) Schedule/Calendar-Based Predictive Maintenance (PdM) Infrared, Vibration, Tribology, U/S Condition-Based Maintenance (CBM) PdM + BMS + R&R + Data

20 Fully Leverage a CMMS The Nervous System of a Facility Program A Necessary Business Tool for Today s FM Drive Business Decisions Manage Operations Develop Budgets Market FM Program

21 Assemble a Strong Team In-House vs. Outsource Training & Development Career Paths/Plans Bridge Skilled Labor Gap Soft Skills Relationship Management Succession Planning

22 Project Management FM involved/led Design & Construction Defined Standards Commissioning (Cx) 13% to 25%+ energy savings Increased occupant satisfaction Transition to Operations Thorough Documentation Accurate drawings, manuals, etc.

23 Analyze & Improve Key Performance Indicators (KPIs) PM/CM Ratio % Complete By priority/criticality On-Time vs. Late Staff Utilization Discovery Mode Actual Hours vs. Budgeted Analyze How Improve? Training, tools, etc.

24 How do you measure up? Benchmarking Cost Data O&M $/SF Maintenance Staff/SF Janitorial Staff/SF Industry/Geography/Size Resources IFMA s BEX IFMA Store Industry Specific (APPA, ASHE)

25 Summary of Robust Program Selling FM Rule 100/10/1 Vision/Mission/Goals Priorities/Criticalities Emergency Response (ERM) Capital Replacement Program (CRP) Maintenance Strategies Leverage CMMS Training & Development Project Management Measure & Market Always Selling!

26 Relevant Resources Selling from the Grounds Up Setting Vision/Mission/Goals Implement an ERM Implement a CRP Implementing a Robust Maintenance Program Predictive Maintenance Technologies Leveraging a CMMS The Facility Industry Resource for Consulting & Education

27 Questions? John Rimer, CFM FM360consulting.com The Facility Industry Resource for Consulting & Education

28 emaint is Coming to a City Near You! Register Now: Back by popular demand, emaint is once again hitting the road for a one-day training event featuring a new agenda with the hottest features in X4, best practices & networking! Bring your team and meet your emaint neighbors! SEATTLE June 16th HOUSTON July 14th LOS ANGELES August 16th TORONTO September 13th CHICAGO October 4th BONITA SPRINGS Nov. 3rd (239)