Professional Documents
Culture Documents
Introduction
Facilities management organizations are constantly striving to improve the effectiveness of the
maintenance organization. This involves considerably more than checking up on the janitor – the role of a
Facility Manager must be to provide all necessary operational and maintenance functions to maintain the
physical environment in support of the overall mission.
Whether the environment is a corporation, a university, or some other entity, your first question should be:
What do I need to do to support the overall mission?
The ideal organization is both effective and efficient. For facilities management organizations, like most
others, this means operating at the lowest possible cost, given the targets of effectiveness and efficiency.
The specifics will vary from organization to organization, and determining the proper balance requires an
understanding of the level of service necessary to support the core mission – and comparing that level of
service to the resources available for mission support.
Organizational Effectiveness
In a facility management organization, three criteria can be used to measure effectiveness.
1
Once the efficiency and effectiveness measures are in place, standard reports from the CMMS will
illustrate the efficiency of a shop, a group, or a single facility, with respect to established standards,
On occasion, rapid work is mistaken for efficient work. It is possible to be efficient, yet ineffective.
Achieving balance of effectiveness and efficiency is difficult, and takes time and effort on the part of
management and staff. It is not enough, however, to establish an optimal relationship between these two
factors. There’s a third factor that must be taken into account: cost. In today’s budget-tightening
environment, decreasing expenses requires accepting a lower level of efficiency and effectiveness. The
goal is to determine the point at which decreasing efficiency and effectiveness is no longer acceptable –
before that point is reached. Enter the CMMS.
One of the main functions of a CMMS is to compile data in a consistent, standardized way to yield
information that provides key performance indicators – measurement and monitoring of performance – of
how your organization is maintaining the assets.
Armed with this information, the facility manager is capable of making informed decisions with respect to
the facilities portfolio. Such decisions enable you to tailor your plans and goals to optimize the
effectiveness of the FM organization in supporting the over-arching organizational mission.
2
• Date and time of work completion
• Actual time and materials expended to fulfill work request
2. Efficiency Analysis
The next step is to analyze the data gathered in the preceding step. Calculate and examine the
following indicators to paint the picture for your site with respect to which buildings require the highest
level of maintenance investment:
• Response times
• Unplanned failure rates
• Cost per GSF of operations and maintenance
• Cost per occupant-hour of operations and maintenance.
After the initial analysis of operating costs, fold in the failure-rate data. This helps you determine if
you’re getting the best “bang for your buck.” Next, examine your customer satisfaction survey data.
Combined, these results will allow you to determine if you are investing the right level of resources
into the right facilities.
By comparing the cost and effectiveness numbers for your various facilities, it will become obvious
which buildings fall within acceptable ranges and which are outside the range on either end of the
scale. This examination and the resulting analysis will allow you to set the initial performance
standards to be applied across the entire site. Although it would be convenient if there were a rule
book to turn to for the establishment of standards, there isn’t one – and creating your own customized
standards will be of most benefit to your specific asset portfolio.
3. Continuous Measurement
Following the establishment of standards and the analysis of data, it is
important to continue the process.
• Analyze the organization’s output to ascertain if there is a trend
toward improvement – or not.
• Analyze processes and make adjustments to gain efficiency and
effectiveness without requiring an increase in investment.
• Create control groups within your site to measure the efficacy of
individual changes in process or organization.
Adjust the standards based on your results, and proceed with your process of
continuous improvement. By tracking and monitoring simple key indicators of
performance, you can ensure that your organization remains on an upward
slope in effectiveness and efficiency.