Make FM Count. TITLE (MAIN) Chris Hodges, P.E., CFM, FRICS, IFMA Fellow. Title (sub) Mark Sekula, CFM, FMP, SFP, IFMA Fellow

Transcription

1 Make FM Count Mark Sekula, CFM, FMP, SFP, IFMA Fellow TITLE (MAIN) Chris Hodges, P.E., CFM, FRICS, IFMA Fellow Title (sub)

2 The environment facility managers serve is fundamentally changing.

3 It s your role to adapt to those changes to better serve your stakeholders. The Future Take Ramp Ahead The Past Ramp Closed

4 FM has come a long way but senior management does not yet see our true value to the organization.

5 FM needs to be looked upon as a strategic partner within their company. C-Suite

6 What must we do? We must refocus our thinking from short-term to long-term value creation.

7 1. Think strategically in everything you do. 2. Ingrain benchmarking, metrics and reporting into your FM organization. 3. Understand what your FM organization s value proposition should be and then deliver it.

8 Think strategically in everything you do.

9 We must align our facility management strategy with the organization s overall strategy.

10 Understand where your FM strategy fits into the organization and what its impact should be.

11 A strategy without a great execution plan will fail.

12 Figure out the right things to do and then do them right.

13 Give your organization a strategic business advantage.

14 A facility that costs less to build, operate and maintain can help your company be more cost competitive. P & L Statement Income: $563,456,231 Operating Expenses: $497,862,974 Profit: $ 65,594,257

15 Develop a workplace strategy that best supports worker s productivity and wellbeing.

16 Reflect the organization s brand and image and desired perception

17 Be prepared to be change leaders.

18 Much of what FM s do requires occupants to change their behaviors and actions.

19 Ingrain metrics, reporting and benchmarking into your FM organization benchmarking KPI quality goal Balanced Scorecard organizational metric objective Strategy map Six sigma TQM ROI performance management highperformance growth alignment roadmap training best practices target learning leadership measure process strategic customer innovation

20 The importance of measuring. Measurement leads to change and better decisionmaking.

21 You must determine what information senior management needs to make decisions. From metrics to KPI s.

22 Metrics. Information: Improving Operational Performance

23 Understanding metrics. Metrics = KPIs necessarily

24 Reporting: the route to performance improvement.

25 Reporting. Organizational Level Organizational Strategy Produce a product or provide a service Satisfy stakeholders Generate revenue Mission Vision Values Inspires Organizational Drivers FM Departmental Level Drives FM Drivers Community commitments, Sustainability initiatives, Regulatory requirements Influences Supports Strategic Facility Plan Operational Structure Supports, aligns with organizational strategy and FM Drivers FM MVV Drivers and Strategies What should command our attention? What will help us best support our organization? Supervisor/ Manager Level Creates Operational Planning Work Management Measurement & Reporting Operations Policies and Procedures Tactical initiatives Data Collection and Reporting Work Orders Labor Needs Costs Schedules

26 Reporting. Reporting Function Strategic Level (Reporting Value) 1 KPI Key Performance Indicators (KPIs) 2 Management Management Metrics (MMs) 3 Process Process metrics Tactical Level (Data)

27 KPIs: the most important performance indicators without which the organization Organizational Strategy would not be Produce able a product to fulfill or its mission. Mission These provide a service Vision KPIs often tell Satisfy the stakeholders story of customer Values Generate revenue satisfaction, commitment to corporate social Management responsibility (CSR), and how well FM Drivers facilities Level Community commitments, Sustainability support business objectives. initiatives, Regulatory requirements Strategic Level (Reporting Value) Key Performance Indicators (KPIs) Strategic Facility Plan Operational Structure Supports, aligns with organizational strategy and FM Drivers Management Metrics (MMs) Operational Level Operational Planning Work Management Measurement & Reporting Operations Policies and Procedures Tactical initiatives Process Metrics Data Cost Labor Needs Process Efficiency Customer Satisfaction

28 Measuring performance is critical to the success of your FM organization Benchmarking: measuring your performance against others

29 Benchmarking. Benchmarking Best Practices Next Practices

30 Understand what your FM organization s value proposition should be and then deliver it.

31 You must ask your customers what they need to do their best work.

32 How are the demographics in your organization changing and how will it impact FM service delivery?

33 Value creation in FM is closely tied to the building model. Value Creation

34 Buildings are a company s second largest asset and are extraordinarily expensive to build and operate People Planet Triple Bottom Line ECONOMIC Money

35 We must understand the life cycle of every asset we manage. Acquisition Replacement Installation Operations Maintenance

36 Buildings dramatically impact the efficiency and effectiveness of the organization s core business.

37 How is FM perceived by your company and how should it be perceived?

38 You must define what success is in delivering FM services.

39 Once you have defined FM s value proposition, then you must communicate it and advocate for it.

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41 1. Think strategically in everything you do. 2. Ingrain metrics, reporting and benchmarking into your FM organization. 3. Understand what your FM organization s value proposition should be and then deliver it.

42 Thank You! Mark Sekula President Facility Futures Chris Hodges Principal Facility Engineering Associates

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