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Facilities Management

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Vincent Pegg

on 23 November 2012

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Transcript of Facilities Management

Facilities Management -

KPI's within the John Laing Building What is the role of a Facilities Manager? “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”. Source: http://www.bifm.org.uk/bifm/about/facilities The John Laing Building Vincent Pegg
Lorna Finch
Aaron Crown
Jack Maidment The John Laing Building houses the Department of Civil Engineering, Architecture and Building. This building contains lecture rooms, CAD rooms, staff offices as well as a laboratory. The building forms part of Coventry Universities larger estate.

Users of the building include:
Faculty Staff
Visitors Who takes responsibility for managing the building? Coventry University is part of a 'Localised Site Model'.

The John Laing Building is part of a wider estate with property located across the city. Major decisions about the management of the building are made by a dedicated Facilities Management Team responsible for the whole estate.

Smaller day-to-day operational decisions are made within the John Laing Building by the Faculty Manager. Facilities Management Model Which type of building are we looking at? The purpose of Key Performance Indicators (KPI's) are to show how a company’s/building’s performance compares with the average achieved by the industry.

Key performance indicators for buildings are used when there is a need to monitor and improve the upkeep of the building itself as well as the satisfaction of its users.

The aim is to ensure that it does not under perform compared to buildings of a similar nature. What is the purpose of a KPI? FIVE MAIN KPI's RELEVANT TO JOHN LAING BUILDING Which KPI's could be relevant to the John Laing Building? ENVIRONMENTAL QUALITY OPERATIONS CUSTOMER SATISFACTION FINANCIAL Usage of electricity (John Laing Building’s Electricity Bill will reduce by 10% by 2014) – this could be achieved by improving by PIR sensors for rooms when not in use.

Stock usage (John Laing Department will aim to consume 10% less paper by 2014) – this has already been put into effect by introduction of barcode scanning/email for coursework submission Access to learning facilities (All students will be have access to a computer any time they need by 2013) To achieve this room JL103 will be available for students at all time.

Value for money (Student Satisfaction of the building will improve by 10% by 2013) to do this a question should be included in the course feedback form for satisfaction of the John Laing Building What are the challenges when implementing KPI's? Problems associated with KPI’s:

• Can be expensive. The identification, implementation and continued monitoring of KPI’s can be costly.

• Some KPI’s can be impossible to quantify, eg. Staff morale. This could result in results that aren’t precise; they may be used to identify results as a “rough guide”.

• The actual measuring of a KPI’s. Over time, the same KPI may require its measurement to adjust, which will therefore require identification to implement the required change. It would then be difficult to carry out any future historical comparison, as the data would not have been measured the same way.

• KPI’s can also lead to employees working towards the KPI measurements, as opposed to actually ensuring the quality of their work.

• KPI’s need to be monitored very regularly to have any impact. This should be daily or weekly – not monthly or quarterly. KPI’s measured monthly or longer could result in attempting to shut the stable door once the horse has bolted!

• Too many KPI’s can cause/show a lack of focus and therefore be detrimental – less is more! Problems associated with KPI’s:

•Measured daily/weekly – never monthly or quarterly

•Non – financial measures are as important as financial measures

•The results must be acted upon

•All staff should understand the measure of the KPI is and what action would need to be taken to fix/improve performance

•Responsibility of the KPI should be specifically linked/under the management of an individual or specific team KPI’s can be identified and follow SMART criteria:

S = needs to have a SPECIFIC purpose
M = it need to be MEASURABLE to get the real value of the KPI
A = it needs to be ACHEIVABLE, both in terms of being able to be identified and measured
R = it must be RELEVANT to the improvement and success of an organisation
T = TIME phased. The measurement and value of a KPI should be able to be predefined for a relevant period.

•KPI’s represent a set of measures focusing on those aspects of organisational performance that are the most crucial for the current and future success of an organisation.

•KPI’s are current or future measures, as opposed to past ones.

•A KPI should identify and tell you what action needs to take place to ensure improvement can take place.

•A KPI should have a knock-on effect on other performance measures. Improvement in one areas should/could ensure improvement in another, and so on.
Facilities managers must repair, maintain, and improve the infrastructure of the property and create the budget for all facilities-related work. Many facilities managers identify and plan new projects to improve the grounds and keep buildings up-to-date for visitors and residents. Many are responsible for making buildings more environmentally friendly. More simply...... Be SMART? Potential problems? Ffffffffffffffanks for listening. The general up keep of the building would be a key role for the FM.

KPI's could be introduced to assess actual spend against budget for maintenance of the building and operations including cleaning and stationary. The maintenance KPI's include both day-to-day repairs as well as planned maintenance functions which could measure response times against targets, percentage of first time fix and satisfaction of customer (person reporting repair).

Cleaning is very often contracted out and Service Level Agreements are formed. These agreements will cover KPI's relating to the performance of the contractor. An FM or designated employee for the University would assess the cleaning against a pre agreed matrix at daily, weekly and monthly intervals.

KPI's relating to stationary could be implemented setting measurable standards in the following areas:

- Monthly purchase value
- Volume and value of returns by month
- No. of complaints
- % Deliveries made on time
- % Deliveries damaged
- Number of off core list purchases To measure quality within the John Laing Building a number of KPI's could be implemented.

Student Satisfaction - measured through the National Student Survey, an internal survey or post graduate experience survey

Employability - Destination of Leavers from Higher Education (DLHE), Opportunities for skills development, and Implementation of personal development.

Student Achievements - Degree classifications?

Year on year KPI's can indicate the relationship between improvements of the learning environment and final degree classification of students within the faculty. The impact of environmental matters on business performance is increasing and will continue to do so. For example, poor management of energy, natural resources or waste can affect current performance; failure to plan for a future in which environmental factors are likely to be significant may risk the long-term value and future of a business. Therefore, the Government expects that businesses will need to use environmental KPIs to adequately capture the link between environmental and financial performance.

Recycling - measure recycle waste bin collections each week.
Energy Usage - clear, concise targets on energy reduction, i.e. 20% reduction by 2014. This would be monitored through monitoring energy bills specifically for the John Laing Building.
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