1. Facilities Management Set 1/2

3. Cave spaces

4. What is Facilities Management?  The British Institute of Facilities Management (BIFM) defines Facilities Management (FM) as: ‘ The integration of processes within an organization to maintain and develop the agreed services which support and improve the effectiveness of the client's primary activities.'

5. What is Facilities Management?  The SAFMA definition of Facilities Management is “Facilities Management is an enabler of sustainable enterprise performance through the whole life management of productive workplaces and effective business support services.”

6. What is Facilities Management?  The definition provided by the International Facility Management Association (IFMA) is: "The practice or coordinating the physical workplace with the people and work of the organization; integrates the principles of business administration, architecture, and the behavioral and engineering sciences."

7. What is Facilities Management?  The US Legal Dictionary puts it somewhat less tersely and perhaps more readily grasped as the coordination of the physical workplace with the people and the work of an organization.  It is the integration of business administration, architecture, and behavioral and engineering sciences. In the most basic terms, facility management encompasses all activities related to keeping a complex operating. It furthermore states that it is the job of the facility manager to create an environment that encourages productivity, is safe, is pleasing to clients and customers, meets government mandates, and is efficient.

8. What is Facilities Management?  Some educators define FM as “a strategically integrated approach to maintaining, improving and adapting the buildings and supporting services of an organisation in order to create an environment that strongly supports the primary objectives of that organization.” (Peter Barret 2003)

9. What is Facilities Management?  A simple definition of Facilities Management is “the integrated management of the work environment and supporting services of an organisation to provide an environment that enables the business to achieve its primary objective.“  FM can also be defined as the provision of services that support a client's wider business activities, and allow that client to concentrate on its core competencies.

10.  For example, as a company grows, expanding its operations from a small, single site firm into a multi-site, multi-disciplinary organisation, the needs of its employees, customers and building users will naturally change. These requirements - for example, for adequate, safe and comfortable office space, or reception teams, security or regular cleaning, can quickly become a major issue for a growing organisation.

11.  Companies start to address this issue by engaging with suppliers of the services they need - a cleaning company, a security provider, a recruitment agency and a waste management provider for example. As the complexity and cost of their requirement grows to match their business' expansion, however, maintaining these relationships - not to mention legislative compliance and safety - becomes a significant drain on existing teams, as well as a source of often unpredictable costs.

12. Strategic Importance of Facilities  Facilities management (FM) has developed into a major, thriving business sector and, as a discipline, continues to grow across the world. Well-managed sites and buildings enable organisations to function at their most efficient and effective level, achieving collaborations and offering real added value to the organisation’s core business.

13. Strategic Importance of Facilities  FM entails proper planning and coordination of service delivery—not simply the response to immediate issues that periodically arise. Pre-planning maintenance, as most already know, helps ensure the equipment’s projected useful life is reached and the equipment’s operation remains reliable.

14. Strategic Importance of Facilities  By contrast, unplanned for downtime, or the strict reliance on reactive maintenance, can have a significant negative effect on the habitability of the space, resulting in closure and lost business time and revenue. Properly managed, both preventive and corrective maintenance should work to minimize disruption to the users. Management, here, is key.

15. Strategic Importance of Facilities  Organizations often have many groups ancillary to the core business whose purpose is to support the core business pursuits. Typically included among these are Accounting and Finance, HR, IT, and FM. Since FM, along with the others, is not among the organization’s profit centers, the organizing management principle and guiding philosophy of FM must never consider FM as an end unto itself. Everything it does should be in support of the business’ goals in one way or another.

16. Strategic Importance of Facilities  When properly organized and managed, the members of an FM team must always deliver value to the business— whether through day-to-day tactical maintenance of the spaces ensuring that the facilities support the needs of the organization, or through long-range planning in conjunction with the organization’s senior management and strategic goals.

17. Strategic Importance of Facilities  Delivering both short- and long-term facilities-related strategies to the enterprise’s strategic planners should also be a hallmark of an effective FM team. These strategies include options for re-investment in the facilities infrastructure and setting service levels that balance cost with user expectations. Knowing what your re-investment obligations ongoing annual expenses are well ahead of time allows managers to better prepare a response and to examine their options objectively.

18. Benefits of Strategic Facilities Management  Improved staff productivity  Improved morale  Reduced staff turnover  Improved supplier service levels  Better use of management time  Health and safety requirements met

19. Operations functions related to facilities management  Process Design  Work Design  TQM

21. Operations strategy Design Improvement Planning and control Operations management Process design Supply network design Layout and flow Process technology Job design Product/servic e design

22.  Work design deals with the way work is organised and managed including structures and grouping of functions.  Work design involves the methods and motions used to perform a task. This design includes the workplace layout and environment  the tooling and equipment (e.g., work holders, fixtures, hand tools, portable power tools, and machine tools).  work design is the design of the work system.

23. TQM Quality-management systems are used to formalise an organization’s approach to quality and are very useful to facilities managers looking for a means to provide consistency of service and operation.

24. Facilities Management Models  Office Manager  In this model, the Facilities Management function is not a full time assignment but undertaken by someone as part of their general duties. The person charged with this responsibility may not be technically literate or actively involved in the core function of the organization, but could undertake this additional responsibility. The facilities functions, mainly repairs, are executed through external service providers as the need arises. This model is suitable for a small organization.

25.  Single Site  This model depicts organizations in one location but large enough to create a separate unit responsible for the management of its physical assets. The organization may 15 use a combination of in-house and contracted services in the execution of the Facilities Management functions. A manufacturing plant, independent school and independent retail outlet, are good examples.

26.  Localized Site  This model is suitable for organizations that have facilities in different locations but operate central management control of their core functions from one siteheadquarters. This model is suitable for universities or other educational institutions with multi-campuses, banks, hospitality industry, etc. This model encourages partial decentralization of operations that allows a certain level of decision to be made at each site level, with major policy taking place at the central management level.

27.  Multiple Sites  This model, similar to the localized site, is suitable for large organizations that operate across widely separated geographic locations, but perform identical functions in each site. Each site accommodates a functional Facilities Management Office, while the activities are coordinated at strategic levels for effective management. Generally, health service institutions, military barracks, parks and historic sites are good examples. The model operates a structured coordination from national through to local levels

28.  International Site  This model is similar to the previous, except that it operates across different countries. Allowance should be made to accommodate possible difference between the countries involved in terms of language and legislation.