1. Integrating Quality into Facility Management Operations Robert Dawkins, CSSBB VP, Operational Excellence – ARAMARK Andrew Aldrich Resident District Manager – ARAMARK

2. MANAGING CEUs AND CFM ® MAINTENANCE POINTS You are eligible to receive Continuing Education Units and Certified Facility Manager ® maintenance points for attending sessions at IFMA's World Workplace. To receive 20 CFM maintenance points: Record your attendance on your CFM Recertification Worksheet. At recertification time, submit your completed CFM Recertification Worksheet. To receive CEUs: Pay the US$12 processing fee when you register for the conference. Visit the CEU Kiosks at registration or log on to http://ceu.experient- inc.com/WWC121 and pass a five-question assessment developed by the speaker. CEUs can only be earned upon successful completion of the assessment. Your transcript will be emailed to you.http://ceu.experient- inc.com/WWC121 Individuals seeking CEUs or LUs from other organizations must contact those organizations for instructions on self-reporting credit hours.

3. Evaluate Sessions Take Assessments & Log CEUs (no more CEU codes) Visit the registration kiosks or go online at http://ceu.experient-inc.com/WWC121

4. Meet Our Presenters: Andrew Aldrich Resident District Manager – ARAMARK Facility Services Over 26 years in FM/Hospitality industry Responsible for broad range of FM services at 3M World Headquarters Robert Dawkins VP, Operational Excellence – ARAMARK Facility Services Almost 20 years in FM industry Responsible for standards, projects and program solutions

5. Session Objectives Provide an overview of Quality Management Systems (QMS) Define Facility Management-specific QMS attributes Link the QMS to continuous improvement Review a QMS case study

6. Quality Management System Overview

7. Quality Management Systems Overview What is a QMS? A management system consisting of core and supporting processes and elements whose primary purpose is to delivery high quality products and services that meet or exceed customer expectations. How does the Facility Manager use a QMS?

8. Quality Management Systems Overview Let’s begin with a definition of Facility Management... “...a profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place process and technology.” 1 1 – IFMA Website, July 2012

9. Quality Management Systems Overview “...a profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place, process and technology.” INPUTS People Place Process Technology PROCESS Integrating OUTPUT Functionality of the built environment

10. Quality Management Systems Overview Which QMS makes the most sense for FM?

11. Quality Management Systems Overview ASQ/ANSI Total Quality Management Baldrige National Quality Program EFQM ISO There are many to choose from...

12. Quality Management Systems Overview ASQ/ANSI Process cycle that links customer requirements with satisfaction Key Elements Mgt Responsibility Resource Mgt Product Realization Measurement, Analysis and Improvement From ANSI/ISO/ASQ Q 90012008 “Quality Management Systems – Requirements”

13. Quality Management Systems Overview Baldrige NQP Integrated management system built on measurement and knowledge Key Elements Leadership Strategic Planning Customer/Market Focus Workforce Focus Process Management Results Measurement, Analysis & Knowledge From “2008 BNQP Criteria for Performance Excellence”

14. Quality Management Systems Overview EFQM Links Leadership to Results via Process Key Elements People Policy & Strategy Partnerships & Resources Results

15. Quality Management Systems Overview ISO A primary source for many companies Includes several standards QMS is described in ISO9000 TQM Philosophy for continuous improvement Key Elements Quality starts with customer Commitment to continuous improvement Measurement Employee empowerment Quality is a market differentiator

16. Quality Management Systems Overview Performance Management Performance Measurement Body of Knowledge Organizational Structure, Roles, & Responsibilities Customer Expectations Results Policies & Playbooks Service Level Agreements Training Standard Metrics & Benchmarks Quality Control & Assurance Customer Satisfaction Surveys Industry & Performance References Continuous Improvement Projects Control Plans Standard Reports Paul Henry and Robert Dawkins - 2012

17. Quality Management Systems Overview Benefits to Facility Managers –Aligns processes and systems –Provides “listening” post to gauge performance –Facilitates a learning organization –Builds a body of knowledge –Identifies improvement opportunities

18. QMS Components and Facility Management

19. Four primary QMS components 1.Defining customer expectations 2.Measuring Performance 3.Managing Performance 4.Creating a Body of Knowledge QMS Components and FM

20. 1.Defining Customer Expectations A.Key Questions What is to be done? Where is it to be done? How often is it to be done? What does success look like? How will performance be measured? Is there a regulated standard to be met? QMS Components and FM

21. 1.Defining Customer Expectations B.Documentation The answers to the key questions Service parameters Relevant metrics Target results QMS Components and FM

22. 2.Measuring Performance A.Identify metrics Good sources of standards –IFMA –BOMA –RS Means Use balanced approach –People, place, process and cost –Efficiency and effectiveness QMS Components and FM

23. 2.Measuring Performance B.Set Targets Use benchmarks Use process experience C.Perform Quality Control and Assurance Quality Control – “compliance” evaluations meant to prevent issues prior to occurrence Quality Assurance – inspection of end result to confirm it meets standard QMS Components and FM

24. 2.Measuring Performance D.Collect and Analyze Data IWMS and CMMS Consider value of information versus cost of data collection QMS Components and FM

25. 3.Managing Performance A.Use Policies, Standards and Tools Standard work provides the opportunity for evaluation B.Use control plans Set tolerances for metrics Define actions in event performance reaches “warning” level C.Establish standard reports Align with customer expectations and needs Conduct correct graphical and statistical analysis QMS Components and FM

26. 4.Creating a Body of Knowledge A.Reference Materials - Good practices from inside/outside the organization Original Equipment Manufacturer information Internal Standards B.Archived Results Exception reports CMMS or IWMS data Monthly and Quarterly Reports C.Project Documentation QMS Components and FM

27. Quality Management Systems Overview Performance Management Performance Measurement Body of Knowledge Organizational Structure, Roles, & Responsibilities Customer Expectations Results Policies & Playbooks Service Level Agreements Training Standard Metrics & Benchmarks Quality Control & Assurance Customer Satisfaction Surveys Industry & Performance References Continuous Improvement Projects Control Plans Standard Reports Paul Henry and Robert Dawkins - 2012

28. Knowledge to Action

29. The QMS... –Helps identify issues by providing data –Provides references to bring issues into control Occasionally, a CI project is needed to regain control...

30. Knowledge to Action Numerous CI process options –Six Sigma –Lean Six Sigma –8 Disciplines –Plan-Do-Check-Act –Theory of Constraints There are several elements common to these methods...

31. Knowledge to Action Linking Continuous Improvement and Quality Management Systems Common CI Method Characteristics Quality Management System Component Empirical Problem Statements  Service Level Agreements – Defined metrics and targets  Measured Performance Gaps – Whether under- or overachieving these gaps point to an opportunity to improve cost, delivery time or satisfaction Root Cause Identification and Analysis  Standards Compliance – Measuring compliance with job or process requirements helps determine if the issue is the process design or execution.  Process Trends – Measuring over time allows analysis to determine if the result is normal variation or if there is really a change. Trends also require additional investigation to understand the reason for the results. Solution Development and Testing  Standards – Documented work requirements makes it easier to identify and implement improvements.  Projects –Properly documented CI improvements are more easily leveraged across the organization. Impact Verification  Standard Metrics and Measurement System – Confirmation of operational and financial impact.

32. A QMS Case Study Facility Type: Headquarters Facility Size: 6 million square feet Facility Occupancy: Approximately 18,000 Facility Management Services: –Cleaning –Dining and Catering –Shipping/Receiving –Mailroom –Sundries Shop –Reception

33. The FM – Specific QMS 1.Defining Customer Expectations –Jointly developed service levels and associated metrics –Consolidated various data streams Customer Satisfaction Vendor Inspections (QA) Client Inspections (QA) –Peer benchmarking 2.Measuring Performance –Key Performance Indicators (KPI) for all services –Ability to stratify data by building and floor Let’s focus the case study on client satisfaction with cleaning...

34. The FM – Specific QMS 3.Managing Performance –Gap analysis against 50 metrics –Ability to isolate issues to specific buildings and floors –Data analysis identifies training and performance issues –Trend analysis identifies systemic issues 4.Creating a Body of Knowledge –Monthly Operating Reviews –Documentation of lessons learned The QMS enhancements have resulted in 100 basis point improvement in client satisfaction in six months!

43. Conclusion FM seeks “integration of people, place, process and technology QMS provides integration of various systems to achieve FM goal Client Expectations Performance Measurement Performance Management Body of Knowledge

44. For attending this educational offering at IFMA’s World Workplace. Be sure to evaluate the session at the registration kiosk or online at http://ceu.experient-inc.com/WWC121 http://ceu.experient-inc.com/WWC121 Thank You!