Introduction to Facilities

Management
FM 3.01
Course Tutor: John Cunniffe
Contact email: j.Cunniffe@yahoo.ie

 Class dates: 14th , 21st and 28th June

 Assessment Submission date: 18th July

 Recommended Reading
 Wiggins, J.M. (2010) Facilities Manager’s Desk Reference.
United Kingdom: Wiley Blackwell

Provides relevant, practical information on the all the principals

of facilities management services, as well as information on
legal compliance issues, the development of strategic policies
and tactical best practice information

 Published by Wiley-Blackwell ISBN-978-1-118-46294-2

 Learning Outcomes

 Understand the nature of facilities management

 Understand responsibilities commonly delegated
to facilities management
 Understand different service delivery models for
FM
 Introduction To FM: Day 1

Tonight’s class will cover the following main areas:

 define facilities management

 role of facilities management

 responsibilities commonly delegated to facilities management

 About BIFM
BIFM Mission –purpose

 “The professional body responsible for promoting excellence in

facilities management for the benefit of practitioners, the
economy and society” (BIFM, 2015)

BIFM Vision –aspirations

 “To be the internationally recognised authoritative voice of

facilities management and the development partner of choice
for professionals and their organisations” (BIFM, 2015)

BIFM Values – guiding decisions and behaviours

 “Passionate - Proud - Professional - Progressive” (BIFM, 2015)

 History Of Facilities Management
 Determining the history of Facilities Management (FM) is as
challenging as defining the discipline itself. Strangely enough,
explaining the history in 1 slide minutes is a great deal easier, as no
one can criticise me for leaving anything out.

 Most people think that FM started in the late 1970’s. Let’s think
again.

4000 – 1000 BC

 The first civilisations and cities emerged from around 4000 to 3500
BC in Mesopotamia. The emergence of social organisation coped
with the complexities of administration, the production and
exchange of goods, expeditions and defence of territory.

 Here we can find evidence of FACILITIES such as major public

buildings, stores of agricultural products, and workshops for
manufacturing activity.
 What Is Facilities Management

“Facilities management is the integration

of processes within an organisation to
maintain and develop the agreed
services which support and improve the
effectiveness of its primary
activities”. (BIFM, 2015)
 DEVELOPMENT OF FACILITIES
MANAGEMENT

 Outsourcing of ‘non-core’ services: cost-cutting initiatives of

the 1970s and 1980s under which organisations began to
identify the value of employing external contractors

 BIFM in 1993: followed by the development of specialised

training and a qualification

 Achievement of Economies of Scale

 ECONOMIES OF SCALE

Economies of scale:

 The most time-tested method of creating cost advantage is to

create economies of scale.

 In economics, the term economies of scale refers to a situation

where the cost of producing one unit of a good or service
decreases as the volume of production increases

 When higher units of a good or a service can be produced on a

larger scale, with an on average lower input costs, economies of
scale are be achieved.
 Broad definition

 FM is about taking control, adding value, supporting the

business, ensuring that the space and working environment
enhance not impede the productivity of the core activity and the
staff.

 FM is the professional management of the built environment.

FM is the champion of the occupant or end-user who requires
the services and facilities to get their work done. FM is also
about getting the maximum efficiency and effectiveness of the
space, or working environment, that an organisation owns or
leases..
 THE FACILITIES MANAGER

 Facilities managers are responsible for many functions and

activities within the organisation. FM entails the management of
all the non-core, support services of an organisation.

 They are responsible for the maintenance of the buildings,

including their systems, plant, IT equipment, fittings and
furniture. This maintenance helps an organisation to achieve
its day to day business goals.

Remember: The Facilities Manager takes control, adds value,

supports the business - ensuring that the space and working
environment are enhanced and do not impede the productivity of
the core activity and the staff.
 FACILITY MANAGEMENT
 Facility management department within a business which is
responsible for the operational management of the building
environment. This responsibility includes integrating people,
place, process and technology
FM is viewed as a non-core service which provides
support for the core business activities.

 What are these activities?

 16

FM SUPPORT SERVICES
 FM is viewed as a non-core service which provides support for
the core business activities

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 18

NON CORE SERVICE

 The facilities management support services have a direct
impact on the efficiency and effectiveness of the organisations
primary activities

 The distinction between the primary activities and support

services are that the support services are referred to as non-
core and the primary activities as core

The organisation can be viewed as being made up of

 client
 customer
 end-users

 It’s the task of the client to specify their needs and to procure
and deliver the required FM services

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 19

NON CORE SERVICE

 FM provide services to the internal customer:
 Contractors and subcontractors
 Consultants
 Trainees
 Work experience placements
 Employees

 To succeed and deliver required results, the FM should be

working closely with the mission and vision of the organisation
and its objectives

 Relationship management, by the FM, with the demand side of

the business is core to be effective

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 21

ONE DAY IN FACILITIES MANAGEMENT

A typical day in FM brings a large variety of tasks:

Time Activity Task

8 am Check updates E-mail, building issues
9 am Contract caterer H&S, Menu etc
10.30 am Tender/suppliers Procurement/specifications
11.15 am Space planning Space organisation
12.00 am Estate agent New building/sale etc
13.20 pm Client Presentation Marketing
14.45 pm Check Helpdesk calls Ensure all FM tasks covered
15.00 pm Maintenance issue Reactive/planned etc
16.10 pm Employee engagement Communicate with building occupants
17.30 pm Specialist consultant One of works or infrequent works
19.30 pm Social event Networking
 COST REDUCTIONS
 Cost reduction is the process used by companies to reduce
costs and increase company profits. Facility managers are
expected to contribute to the overall business budgets and
strategies by providing cost savings and return on investment

 Return on Investment: (ROI) is used to predict, per period,

rates of return on money invested in the business
 COST REDUCTIONS

5 C’s of practical budget control and cost reductions:

 Contribution

 Controls

 Costs

 Changes

 Consider
 Maintaining Business Continuity
 Business continuity is the processes and procedures an organisation
puts in place to ensure that business can continue during and after a
disaster

 The business continuity plan is set out to prevent interruption of critical

services, and to re-establish full functioning as swiftly and smoothly as
possible.

Facilities management employees are normally among the first people to

become aware of a disruptive incident.

This occurs from either word of mouth from someone in the building or
from one of their various building management systems. If the disruption
affects equipment within a tenant's space, it's the tenant's responsibility to
inform building management as well as others on their notification lists.

As such, facilities management employees may sometimes be first

responders in dealing with a disruption.
MAINTAINING BUSINESS CONTINUITY

 Facility Management play a crucial role in Business Continuity

 The size of the business interruption depends on the time

taken to restore the company’s commercial operational
readiness:

 The restoration of any building affected by the loss event

 The repair and replacement of machines and installations

 The replacement of damaged raw materials, work-in progress

or finished products
 Maintaining Business Continuity
 The facilities management staff has the ability to perform many
functions during a disaster situation.

 Their responsibilities can include activities such as:

Conducting a damage assessment, ensuring that all environmental

systems are operating properly (or shutting them down if needed),
ensuring that elevators are equipped and running properly during an
emergency, ensuring that emergency generators work during a power
disruption, helping people evacuate the building (and return later), and
ensuring that stairwells are clear and that emergency lighting and
communications systems are performing correctly.
 Legal And Regulatory Compliance
 Health and Safety Legislation
 Building Legislation
In New York City, for example, facilities employees must be
aware of local regulations that affect everything from boilers to
water towers.

They must maintain certificates of inspection for every major

infrastructure system. Every building must have a Fire Safety
Plan for responding to fires and an Emergency Action Plan to
deal with non-fire incidents such as explosions, severe weather,
and chemical, biological or radiological incidents. Different from
BC/DR plans, the FM emergency activities are not technology
oriented; they mainly focus on the physical site and its occupants.
 29

Corporate Social Responsibility

Corporate Social Responsibility is related to the impacts that a
company has on society and the environment, and the need to deal
with those impacts on each group of stakeholders, which are typically
the:

 Shareholders  Media
 Investors  Suppliers
 Customers  Regulators
 Employees  Communities

6/13/2016
Corporate Social Responsibility
CSR initiatives in your
workplace?
5 Minute Break
 33

Range Of FM Services
 Sustainability and Waste Management

 Energy Management

 Building Systems and Maintenance contracts

 Space Utilisation

 Emergency Preparedness

 Business continuity

 Changing work styles

Have you any daily involvement in these?

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 Building Maintenance
A prime aim of maintenance is to preserve a building in its initial
state as far as possible, so that it effectively serves its purpose.
Essentially, maintenance is to:

 Increase the functional reliability of equipment

 Increase useful life of the equipment

 Maintain safe levels of work for staff

 Minimise production costs

 Increase production capacity from equipment

 Reduce interruptions and breakdowns

 Hard And Soft Services

 the integration of planning and management of a wide range of

services both
 ‘hard’ - e.g. building fabric
 ‘soft’ - e.g. catering, cleaning, security, mailroom, and health &
safety to achieve better quality and economies of scale
 36

Building Systems Maintenance

 Air-conditioning
 Ventilation
 Heating
 Boilers
 Lighting
 Security/access control systems
 Fire alarms
 Maintenance

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 37

Maintenance Schedules
 Planned maintenance

 Preventative maintenance

 Reactive maintenance

 Condition-based maintenance

 Running maintenance

 Emergency maintenance

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PLANNED/PREVENTATIVE MAINTENANCE
 Planned maintenance – Planned or Scheduled Maintenance
is any variety of scheduled maintenance to an object or item of
equipment.

 Planned preventative maintenance - ensure that an item of

equipment is operating correctly and to therefore avoid any
unscheduled breakdown and downtime

The terms planned maintenance and preventive

maintenance are often heard used together. This is because
preventive maintenance is always part of a planned
maintenance programme. The concept is one of cyclical
preventive action aimed at the avoidance of failure. It usually
relates to equipment which are open to mechanical or wear and
tear, or exposure to the elements.
PLANNED/PREVENTATIVE MAINTENANCE

Advantages Disadvantages
 REACTIVE MAINTENANCE

 Reactive maintenance - the repairs that are carried out when

equipment has already broken down. Reactive maintenance
focuses on restoring the equipment to its normal operating
condition. The broken-down equipment is returned to working
within service specifications by replacing or repairing faulty
parts and components
Reactive Maintenance
 Reactive Maintenance

Advantages Disadvantages
 Condition-based Maintenance
 Conditioned-based maintenance is maintenance carried out
according to the need indicated by monitoring the condition of
the equipment

 The objective is to avoid unnecessary preventive maintenance

and to reduce the failure rate. Initial costs of introducing
condition-based maintenance are high and have to be weighed
against the cost to the core operation in the event of equipment
failure

 High initial costs are attributable to the cost of the skilled labour
required to set up the system, the sophisticated monitoring
instrumentation necessary and the management techniques
involved
Condition-based Maintenance

Advantages Disadvantages
Running Maintenance
 Running Maintenance

 Maintenance that can be carried out whilst the piece of

equipment is in service. The item can be maintained without
being disabled and thus incurring down time/loss of service.
Clearly, there will be occasions when it will be necessary for an
item to be in a disabled state while it is maintained.
 Running Maintenance

Advantages Disadvantages
 Emergency Maintenance
‘This is maintenance that it is necessary to put in hand immediately
to avoid serious consequences.’

Emergency maintenance is invariably disruptive and expensive.

Contributing factors are:

 Accidental damage
 Equipment defect
 Fire, flood or storm damage
 Lack of planned, preventive maintenance
 Premature failure of an item or equipment
 Sabotage
 Terrorist activity
 Vandalism
 Emergency Maintenance

Advantages Disadvantages
Maintenance Schedules
Maintenance Schedule
 The Facilities Manager takes control, adds value, supports the
business - ensuring that the space and working environment are
enhanced and do not impede the productivity of the core activity
and the staff.

 Facilities Management fundamentals:

• prime focus on client objectives • quality service and staffing

and imperatives
• asset protection
• building efficiency
• regulatory compliance
• minimized risk to operations
• accurate reporting and record
• environmental responsibility keeping
RECAP
 Recap - Discussion

Distinguish between:

 facilities
management
 other support services
 core business activities
 Recap - Discussion

Explain the role of facilities management in:

 support services
 non-core business activities
 meeting end-user requirements
 reducing costs
 maintaining business continuity
 ensuring legal and regulatory compliance
Questions?
STARTING YOUR ASSESSEMENT
TASK 1
 1a. State the BIFM’s definition of facilities management.
Explain the relationship between facilities management and an
organisation’s core business activities and other support
functions.
 1b. Using the following table, provide three examples against
each of the shown objectives to explain how the facilities
management function supports the organisation.

Meeting end-user
requirements

Reducing costs

Maintaining business
continuity
Ensuring legal and
regulatory compliance
Supporting corporate
social responsibility
TASK 2

 2a. Provide an indicative list of the mechanical and electrical

(M&E) assets providing building services.
TASK 2

2 b. Use the following table to describe the three different

approaches to the maintenance of M&E plant shown.

M&E Maintenance Description

Planned preventative
maintenance (PPM)
Condition-based
maintenance
Reactive maintenance
TASK 2.C

 2.c Provide and indicative list of support services for which

facilities managers are responsible. Distinguish between ‘hard’
and ‘soft’ services.
TASK 2.D

 2.d. Using the following table, identify three risks to the

provision of facilities services. For each risk describe its impact
of effective business continuity and outline the contingencies
and/or other arrangements that could be implemented to
reduce, manage or otherwise mitigate their effect