Workplace Futures. TFM Paul Worland

Transcription

1 Workplace Futures TFM Paul Worland

2 Total Facilities Management TFM?

3 TFM - What is it Total Facilities Management Everything? All? Management or doing? What it could be: Total All services that are deemed non core or non adding value to a customers business Facilities All facilities around a customers process Management All resources to implement work

4 TFM Total Service Security M&E Associated Services Cleaning Single point of responsibility Catering All joined up

5 TFM Model Client Integrated 5.0m thinking Single source procurement Value-added as standard One invoice One point of contact One contract Account Management INTEGRATED MANAGEMENT - ALL SERVICES M&E Maintenance Fabric Maintenance Cleaning Catering Security Help Desk Office Services INTEGRATED WORKFORCE

6 Benefits of TFM Reduced interfaces Low cost solution Reduced management Opportunity to multi-skill Common data platforms Single reporting and billing No margin on margin Improved communication Risk transfer Standardisation Simplification

7 Downsides to TFM Capability to do everything No benefit of specialist services Reliance on one company Dilution of quality Keeping fresh Effect on SMEs

8 Role of the Buyer Set quality criteria Set objectives of service Provide feedback on service Benchmark performance and cost Be open to integration Make existing service as efficient and effective as possible Have realistic expectations Understand the assumptions, caveats and their impact

9 Role of the provider Be honest about what is possible - deliver the pitch! Open book approach Sharing benefits Joined up management and data Accurate reporting Challenge measurements Regular health checks

10 Value relationships Where does value come from? Sharing culture and values Going beyond what is expected Users becoming advocates Creating clear joint focus Sharing processes and systems Developing seamless transactions

11 Fit with other solutions Difficult to integrate Needs more customer management Difficult to disassemble Possible to slice out one service Doesn t add value Incremental cost

12 When is it not the right choice When there is a major single discipline that out ways all else. When there may be a benefit of a Global single stream arrangement Customer doesn t know what they need In-house solutions remain a better option(make or buy) Strategic management control is important Short-term contracts (less than 3 years) Big bang mobilisations for large, complex contracts

13 Collaborative Working Governance executive leadership team Joint business plan (5 + years) Contract Objectives & scope Performance Terms Partnering charter Joint vision & values Shared business plan Governance Partnering charter Risk & reward Key success factors Joint management team Functional integrated team Joint objectives Shared risk plan Systems & processes Clear objectives Lean approach Transparent & clear Communication Operating practice Key account management Knowledge sharing Joint master schedule

14 BS11000 Collaborative Business Relationships Awareness Knowledge Internal Assessment Partner Selection Working Together Joint Strategic Review Value Creation Staying Together Exit Strategy BAS the worlds first Collaborative relationship management standard

15 Case Study Sean Allen Head of Facilities Management NATS

16 NATS Perspective Why EMCOR M&E specialism aligns with key risks Existing relationship developed in previous 3yr M&E contract Behaviours we can do business with these people Evolution not revolution

17 How has the relationship evolved? Evolution of FM within NATS 2006 Service Line Contracts Contract Bundling 2009 Integrated Services

18 Benefits to NATS Concentration on key output requirement Prioritisation of tasks Better use of labour resources (multi-skilling) Targeted SLA s Improved KPI s

19 How has the relationship evolved? Evolution of FM within NATS 2006 Service Line Contracts Contract Bundling 2009 Integrated Services Partner Support Contract NATS/EMCOR Integration

20 Partner Support Contact Vision To build an integrated FM Business model that delivers service, value and innovation in support of both NATS & EMCOR objectives. Objectives Manage FM costs in line with the RPI-x% formula set by the NATS regulator Improved reporting capability to support the LTIP, AMP s, AHR s Embed TRUCE training for all FM staff Continuous improvement on carbon emissions Increase EMCOR capabilities and profile in the broader FM market Recognition of EMCOR financial requirements

21 Partner Metrics Financial Performance Added Value Innovations Carbon reductions Gain share Relationships Hygiene Customer (staff) satisfaction survey Customer relationship management TRUST index Safety culture dip test Motivators Abraham Maslow

22 Benefits to People Staff Benefits Developing People Self Delivery Multi-Skilling One Team Ethos / Culture Improved Moral Motivated Staff Interesting Variety of Job Duties Enhanced Career Opportunities

23 Benefits to people Staff Benefit Traditionally we would have used a Postman to deliver the post, a Porter to move parcels, a Groundsman to cut hedges etc. Now through multi-skilling and one team ethos one man performs all these duties! Heading 2 I used to just do portering which was pretty mundane, now I get involved with a variety of duties which means no two days are the same!! John Adams, EMCOR Logistics Supervisor

24 Headquarters and Registered office address: EMCOR Group (UK) plc 1 Thameside Centre, Kew Bridge Road, Kew Bridge, TW8 0HF Tel: Fax: ukinfo@emcoruk.com Registered in England No: