Jos Duchamps, Managing Director, PROCOS Group

Transcription

1 How the implementation of a software tool can improve the performance of the Facility Department of the Federal Public Service Rudy Liekens, Facility Manager, Belgian FPS Economy Jos Duchamps, Managing Director, PROCOS Group

2 Introduction of FPS Economy Triggers The challenges The Project Results, benefits and lessons learned 2

3 Goals of FPS Economy Competition Regulation of the market Supervision of the market Statistics i Belgium Energy 3

4 Deliverables of FPS Economy OFFICIAL STATISTICS OBSERVATION OF PRICES REPORTS OF THE STATUS OF PROFESSIONAL DOMAINS (ENERGY) KBO, BCE(REGISTRATION OF CORPORATE ORGANISATIONS) 4

5 Timeline Copernicus reform changing the federal public services Philosophy : the citizens are our clients Centralization forces to move towards a higher productivity 5

6 Organization chart federal administration GOVERNMENT SUPPORT SERVICES FPS Economy FPS Legal Affaires FPS Social Affaires... Support Services Support Services Support Services Support Services CITIZENS 6

7 Timeline Copernicus reform changing the federal public services Philosophy : the citizens are our clients Centralization forces to move towards a higher productivity Copernicus reform changing the FPS Economy Philosophy : doing more with less resources 7

8 Organization Chart FPS Economy FPS ECONOMY SUPPORT SERVICES BUDGET & MANAGEMENT P&O FINANCE FACILITY MANAGEMENT PROCUREMENT COMPETITION REGULATION OF THE MARKET SUPERVISION OF THE MARKET STATISTICS BELGIUM ENERGY 8

9 Timeline Copernicus reform changing the federal public services Philosophy : the citizens are our clients Centralization forces to move towards a higher productivity Copernicus reform changing Facility Management Philosophy : creating added value by being an integrated service provider (change from span of control to span of attention ) Copernicus reform changing the FPS Economy Philosophy : doing more with less resources 9

10 Organization chart PEOPLE STAFF 20 BUILDINGS 147,000 SQUARE METERS FACILITY MANAGEMENT HANDY MEN ARCHIVE TELE- COMMUNICATIONS COPYSHOP SERVICE ROOMS RECEPTION DESK PROJECT MANAGEMENT 10

11 The mission of the FM department The Facility Management department intends to be a professional service provider by adding value in providing reliable, integrated and quality services to all the departments of the FPS. 11

12 The Strategy of the FM Department STRATEGIC OBJECTIVES OF THE FPS ECONOMY PRIMARY PROCESSES PROJECTS AUDITS FOR OPTIMIZATION SUPPORT CHANGE MANAGEMENT 12

13 Goals of the FM department Front office Flexible organization Added value Available knowledge Adapted service level 13

14 FM Department: Type of Services to the Internal Clients PROCESSES Day to day activities Standardization PROJECTS One off activities MIX Repetitive activities in a changing context needs non-standardization 14

15 Change in the FM department To improve the organization Client-based Proactive Introduction front office Optimize FM processes Improve communication To reach this goals a software tool was needed: -Open system -Easy to use - Import/export to legacy systems -Self-supporting 15

16 Project organization Management consultant Specialist FM ARCHIBUS specialist (PROCOS) FPS staff FM Department FPS staff core business 16

17 Approach Inventory of the processes Layout of all the processes Discussion in workshops Optimizing the processes Customization of the software Pilot Go Live 17

18 Process: Incident Reporting 18

19 Request for Intervention User-friendly Auto completion of user data Validation of data fields Dummy proof SLA information on screen 19

20 Front Office Review Integrated in intranet Navigator based on user role Overview with sort function Filter engine Drill down to details (review, approve) 20

21 KPIs Facility Management Processes Execution time (in days) Percent of non executable request Percent of request refused by the front office Delay of dispatching (in hours) Ratio maintenance intern / extern Real Estate & Space Room surface / FTE / department (in m²) Occupation meeting rooms Tenders Percent of tenders refused Execution time purchase request (in days) 21

22 Screen with KPIs Graphical interface Based on KPIs of SLA Management reports Performance management 22

23 Results Targets were hit Implementation of ARCHIBUS based on the FM processes Reporting based on KPIs FM department is trained to introduce new processes Accessible by large part in the organization (web application) 23

24 Effect on productivity Improvements in management of the request Better management of contractors/suppliers Software tool and processes are fully integrated Improvement in the communication with the internal client 24

25 Lessons learned SIMPLE Keep the processes simple: it is better to create a new process then to make an existing process too complex KEY USERS Foresee key users : they should understand the complete working of the fmis-tool and should to be able to help less experienced users FLEXIBLE People should be flexible: everyone should know how to process a request DIFFERENCE Difference between processes and projects. 25

26 THANK YOU