Fm measuring or measuring fm
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FM Measuring or Measuring FM ?. Dr. Doug Aldrich CFM, IFMA Fellow. Today’s Discussion. “Measure for Measurer” Numbers and Words Stakeholders Examples “Packaging” Closing and Q&A. Introduction. FM Measuring Department Peers Measuring FM Customers or Users Leadership.

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Fm measuring or measuring fm

FM MeasuringorMeasuring FM ?

Dr. Doug Aldrich

CFM, IFMA Fellow


Today s discussion

Today’s Discussion

  • “Measure for Measurer”

  • Numbers and Words

  • Stakeholders

  • Examples

  • “Packaging”

  • Closing and Q&A


Introduction

Introduction

  • FM Measuring

    • Department

    • Peers

  • Measuring FM

    • Customers or Users

    • Leadership


Two sets of books

Two Sets of Books

Set #1 – Within FM

  • Efficiency of operations

  • FM measures and judges results

  • I care…..but they probably don’t

  • Steward

    Set #2 - Outside FM

  • Effectiveness of services

  • Stakeholders measure and judge ___?____

  • They care…..so I must too

  • Stock broker


Dr doug s dilemmas

Dr. Doug’s Dilemmas

  • Precise numbers with effort or simple speedy approximations?

  • Year-to-year numbers or historical trends?

  • Quick response or “I’ll get back to you”?

  • Cheerful supply of data or concerns

    about what they’re going to do with it?

  • Careful forecasts or ballpark ranges?


Benefits of fm measurements

Benefits of FM Measurements

  • You know how well you are serving your customers; there are few surprises.

  • You will continually improve your service output for cost, timing, and quality.

  • You will be the most competitive supplier of products and services to your users.

  • You will demonstrate your value to the organization, both short and long-term.


Numbers and words 1

Numbers and Words - 1

  • Accuracy – 104

  • Precision - $10,436

  • Significant Figures

    • $55M and 3.4M gsf

    • $16.18 / gsf


Numbers and words 2

Numbers and Words - 2

  • Units

    • 186,282 and 1.803 x 10^12

    • 183 and 11,300

  • Averages

    • Suspicious

    • Statistics


Numbers and words 3

Numbers and Words - 3

  • Occupancy ceiling: 90% of capacity

  • R&D budgets: 85% people and 15% FM

  • O&M budgets: 1/3 energy-related

  • Construction costs: 1/3 HVAC

  • Lab water: 1% of sanitary volume

  • Lab buildings: 55 +/- 5% efficient

  • Capital replacement: 2% of investment

  • Lab space: 2X office space costs

  • O&M lifetime costs: 6-12 X construction


Numbers and words 4

Numbers and Words - 4

  • Data + Context = Information

  • Information + Seasoning = Knowledge

  • Knowledge + Reflection = Wisdom*


1 fm department

1. FM Department

  • O&M Expenses

    • Analysis and forecasting

    • Historical and SPC comparisons

  • Service Metrics

    • “Contract” performance

    • Functionality and re-works

    • Preventive maintenance

  • Personnel Measures

    • Performance evaluations and training

    • Job turnover and open positions


Fm space charge backs

FM Space Charge-Backs

  • Annual Exercise

    • 5 HC, 700 offices and support = $50K

    • Office usage known ($2,320 / HC)

    • Support usage estimated (X $ / HC)

    • Estimated charge-backs arguments !

  • FM Recommendation

    • Total O&M / total space ($13.33 / gsf)

    • Total space / headcount (215 gsf / HC)

    • Multiply them ($2,865 / HC)

    • 60 minute exercise


2 fm peers

2. FM Peers

  • Best Practices---qualitative

  • Benchmarking---quantitative

  • Denominator

    • Area

    • Easy

  • Numerator

    • Costs

    • Difficult


Numerator variable expenses

Numerator – Variable Expenses

  • Maintenance and Repairs

  • Improvements and Changes

  • Supplies

  • Custodial

  • Roads and Grounds

  • Telecommunications

  • Energy* and Water

  • Waste disposal

  • Recycling


Numerator other expenses

Numerator – Other Expenses

  • Semi-Fixed

    • FM SW&B

    • FM budget support

    • Site Staff

  • Fixed

    • Depreciation

    • Insurance

    • Rentals

    • Taxes

  • Allocations


3 fm customers

3. FM Customers

  • Why do things take so long?

  • Are the costs fair?

  • What’s the status of my work request?

  • Why do I have to pay for “X”?

  • Will you be there in emergencies?

  • Why do I have to talk to so many people?

  • Can you let me know when you’re done?

  • Can’t you do it right the first time?


Fm measurement process

FM Measurement Process

Input (requests & changes)

Output (services)

Work Processes

Feedback (measures: cost, time and value)


Service level agreements

Service Level Agreements

User Groups

Office Labs PilotSupp

Deliver

Maint. a b c d

Design e f f e

Control

Custod g h i h

Moves j k k j

Influence

Ground l m n l


Fm responses to customers

FM Responses to Customers

  • Time

    • Responsiveness to requests

    • Scheduled versus actual service dates

    • Work status of services

  • Costs

    • Estimated versus actual costs

    • Competitive user charges

  • Value

    • Customer satisfaction

    • No re-work or surprise changes

    • Avoided big breakdowns


Maintenance process metrics 1

Maintenance Process Metrics - 1

  • Repair request received

  • Work order dispatched

  • Worker

    • Obtains tools and parts

    • Goes to job site

    • Finds user (maybe)

    • Completes job

  • Worker closes work order

  • User is surveyed


Maintenance process 2

Maintenance Process - 2

  • Repair request received

  • Work order dispatched

  • Worker makes “house call”

  • User and worker “contract”

  • Worker

    • Inputs cost and schedule

    • Obtains tools and parts

    • Goes to job site

    • Completes job

  • User inspects and approves

  • Worker closes work order

  • User is surveyed


Maintenance sla s 1

Maintenance SLA’s - 1

  • House Calls

    • Emergency - <1 hour

    • Routine, “simple” – <8 hours

    • Routine, “complex” – <16 hours

  • Temperatures (labs)

    • Call in - <1 hour correction

    • Contact - <2 hours follow-up


Maintenance sla s 2

Maintenance SLA’s - 2

  • “Contract”

    • Time - +/- 1 day “simple”

      - +/- 2 days “complex”

    • Costs - +/- 10% labor and parts

    • Quality - <2 % re-works

  • User “bargain”

    • Available by appointment

    • Inspect and sign-off day of repair

    • Return survey card in 24 hours


Customer bulletin boards

Customer “Bulletin Boards”

  • Facility Information

    • Announcements

    • Maintenance metrics

    • Energy conservation

  • Safety Alerts

    • Safe work permits

    • Building problems

  • Contacts

    • Phone numbers and e-mails

    • Local and representatives


4 fm leadership

4. FM Leadership

  • Are the facilities being taken care of?

  • Are our buildings ready for future demands?

    • Capacity

    • Capability

  • Are both done for appropriate costs?

  • How are we doing with facility projects?


Fm responses to leaders

FM Responses to Leaders

  • Facility Care

    • Conditions database

    • Preventive maintenance

    • Budget awareness and burden

  • Future Demands

    • Strategic planning process

    • Supply-demand analysis

    • 5 and 10-year investment plans


Project feasibility costs 1

Project Feasibility: Costs - 1

  • Sizing the Building

    • 310 HC = 240 lab + 70 admin

    • 240 x 375 gsf

    • 310 x 185 gsf

    • Gross = 147K gsf (90K + 57K)

  • Estimating its Costs

    • 90K x $240 / gsf = $22M

    • 57K x 120 = 7M

    • Quality factor ~ 12%

    • Lab complexity ~ 6%

    • Total = $34M ($231 / gsf)


Project feasibility costs 2

Project Feasibility: Costs - 2

  • Other Project Costs

    • A/E fees and other consultants

    • Internal project people and support

    • Permits, cost of money, etc

    • Submit to feasibility plan $40M ($271 / gsf)

    • Escalated similar 1990 project ($281 / gsf)

  • Ballparking O&M Expenses**

    • 90K x $19 / gsf = $1.7M per year

    • 57K x $13 = 0.7M

    • Burden addition ~ $2.5M ($17 / gsf)

    • Submit to 5-year expense plan


Project feasibility timing

Project Feasibility: Timing

  • Comparisons

    • Publications

    • Corporate experience

    • Similar buildings

    • Company culture

  • Schedule (months)

    • Concepts 3 - 5

    • Design / engineering 6 - 8

    • Construction 27 - 33

    • Move-in 1 – 2**

    • RANGE 37 - 48

    • Optimization 12


Packaging understanding

“Packaging” - Understanding

  • Flexibility versus Adaptability

  • Balancing Acts

  • One-Stop Shopping

  • Cost versus Value

  • Baton Hand-Off

  • Competitive Pricing

  • Time Value of Time

  • Ballpark Estimates (+/-)


Packaging analogies

“Packaging” - Analogies

  • Home

  • Automobile

  • Airplane

  • Journey

  • Sports

  • Hobbies

  • Pets

  • Vegetables

  • School


Hard drives out soft

“Hard Drives Out Soft”

  • Numbers drive out notions.

  • Measurements top guesswork.

  • Knowing trumps hoping.


Closing

Closing

  • What ?

    It’s the measurement and the understanding.

  • So What ?

    They make the difference in your FM world.

  • Now What ?

    Use your two sets of books wisely.


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