HIGH PERFORMANCE AS THE GOAL Thursday, April 18th, 12:00 PM EST
Meet Our Presenters: Teena G. Shouse, CFM, IFMA Fellow V.P. Business Operations Facility Engineering Associates James P. Whittaker, P.E., CFM, CEFP, FRICS President/CEO Facility Engineering Associates
High-Performance FM Organizations • What Does it Mean? • How Do You Get There? • How Do You Prove It?
Mission Statements & Strategy “Our mission is to create high- performance facilities.”
Mission Statements & Strategy “…to provide a quality and safe environment for our customers and employees and demonstrate world-class stewardship of the physical assets.”
Mission Statements & Strategy “…provides world-class services through a dedicated, diverse and professional workforce, committed to providing a safe environment for people and preserving the integrity of our facilities.”
Mission Statements & Strategy “…Facilities Operations is to provide the highest quality services, which exceed our customer’s requirements and expectations.”
Mission Statements & Strategy “…manage high performance buildings that integrate and optimize all major attributes, including energy efficiency, durability, life-cycle performance, and occupant productivity.”
Mission Statements & Strategy “…provide world-class services and stewardship by building, operating, maintaining and ensuring a safe, secure, healthy environment…”
Mission Statements & Strategy “We are a World-Class Facilities Management Organization.” “… facilities services program goal is to provide sustainable world-class facilities and services.”
High-Performance Organization What Does it Mean? “An organization that is so excellent in so many areas that it consistently outperforms most of its competitors [or peers] for extended periods of time.” Modern Managerial Ideal – AMA (2007)
High-Performance Organization How Do You Get There? • Develop a Baseline • Create a Roadmap • Prepare Your Team
Creating a high-performance FM organization that enables the overall organization achieve its mission
Benchmarking
Benchmarking and Best Practices
AMA Global Study A Model of High-Performance Organizations Strategic Approach Customer Leadership Approach Approach Processes & Values & Beliefs Structure From Overholdt, Granell, Jargon. 2006. (AMA. 2007)
AMA Global Study Creating a High-Performance Organization 1. Develop strategies that are consistent, clear, and well thought out. 2. Develop a superior service attitude that goes above and beyond for our clients. 3. Adhere to high ethical standards throughout the organization. 4. Provide leadership that is clear, fair, and talent-oriented. 5. Provide clear performance measures, training employees to do their jobs, and enabling employees to work together. 6. Promote the organization as a good place to work. 7. Allow employees to use their skills, knowledge, and experience to create unique solutions for our clients. From Overholdt, Granell, Jargon. 2006. (AMA. 2007)
FM Organization Framework Framework for Effective Facilities Asset Management Governing Mindset OWNER STRATEGIC Governing Behavior DECISION MAKING LIFECYCLE Governing Approach MANAGEMENT CONTINUOUS IMPROVEMENT Essential areas of integrating aligning innovating expertise Core Competencies Skills Base Technical Business Behavioral Enterprise Knowledge Core Competencies for Federal Facilities Asset Management Through 2020: Transformational Strategies (NRC 2008)
Performance Categories Baldrige Performance Excellence Program Planning Customer Leadership Focus Performance Results Process Measurement Management & Analysis Workforce Development Baldrige Performance Excellence Program (NIST. 2012)
Integration of Evaluation Process 1 Baldrige National Quality Program Framework 1. Core Competencies for Federal Facilities Asset Management Through 2020: Transformational Strategies (NRC 2008)
FM Organization Capabilities Maturity Model World Class Level 5 – Optimized (High-Performance) Level 4 – Managed / Measured Level 3 – Defined Level 2 – Repeatable Level 1 – Initial / Ad Hoc Under- Performing Carnegie Mellon University Capability Maturity Model (CMU. 2011)
FM Evaluation Processes FM Organization Evaluation Tools FM self-assessments to diagnose organizational and • operational issues Determine long-term solutions to enhance efficiency • and effectiveness Continuously monitor facility performance • objectives in order to achieve operational excellence
FM Evaluation Processes Tools that will allow you to…… Fully support strategic initiatives • Enhance operational efficiencies / effectiveness • Minimize total cost of ownership (TCO) • Continuously monitor and improve performance • Bottom-line to enable operational excellence!
The importance of preparing your team
Thrive and not just survive In order to implement a cultural shift in how we look at improving through self-evaluation we must create a team dynamic which encourages change in order to thrive and not just survive. There are a variety of ways to approach the team to embrace change.
Know Your Team Optimizers Reactors Forecasters Creators Quinn, Anderson, and Finkelstein (1996)
Know Your Team Optimizers: These managers are not interested in major changes but are comfortable with current strategies to reduce costs and enhance the efficiency of existing systems.
Know Your Team Reactors: These managers prefer to use existing strategies and react to any changes that occur in the environment in order to improve programs or system efficiency.
Know Your Team Forecasters: These managers are preoccupied with identifying what may happen next. They are less concerned about what needs to occur today to deliver better value.
Know Your Team Creators: These managers use the knowledge gained by the Forecasters and design new products and services to meet the needs of key stakeholders.
Levels of professional intellect Know-what : the basic cognitive knowledge to perform a task
Levels of professional intellect Know-how : the skills needed to apply the knowledge in actual problems
Levels of professional intellect Know-why : the knowledge of overall organizational culture, politics, key players, and of how to interact to accomplish the task at hand
Levels of professional intellect Care-why : the will be highly motivated and adaptive
Skillsets which must be developed in order to build a high performance FM organization 1. Leadership and Business Skills 2. FM Skill & Knowledge 3. Policies and procedures for all functions 4. Information available for analysis and decision making 5. Customer Service Approach 6. Quality Assurance 7. Forward looking solutions Benchmarking and Organizational Change-Qayoumi
Case study examples of High Performance Organizations (HPO ) 1. Austin Convention Center 2. Smithsonian Institution
Austin Convention Center
Austin Convention Center Initial Project Goals: • Develop Standard Operating Procedures • Decrease Carbon Footprint • Reduce Utility Consumption • Give the Center a Marketing advantage
Austin Convention Center End result... Achieving Operational Excellence: “The process of pursuing certification encouraged the team and building occupants to become more mindful of daily operations and how those operations impacted the environment. As a result, this promoted a conscious effort on the part of everyone in the facility to operate and use the building in a more sustainable way. In addition, I would say working on, and completing the project forced the team to find viable, bearable, and equitable solutions to solve problems. The results of which, created economic, social, and environmental benefits for not only the organization but also society.” Anthony Collier, FMP, SFP, Facility Service Coordinator, Austin Convention Center
Washington State Employee Credit Union
Washington State Employee Credit Union Initial Project Goals: • Improve existing maintenance operations • Establish benchmark of maintenance and repair • Broaden the FM capacity to take on additional remote satellite facilities
Washington State Employee Credit Union End Result…… • Improved staff alignment • More cost effective property management contract • Greater definition of true customer satisfaction
Fairfax County Public Schools
Fairfax County Public Schools Project Goal: • Evaluate Current FM Performance • Recommend process effectiveness & efficiency improvements
Fairfax County Public Schools End Result…… • Justified resource & staffing levels • Improve PM program – greater asset life and reduced energy consumption Enhance custodial value with less staff • utilization
Smithsonian Institution World-Class FM Innovation Courtesy of Smithsonian Institution, OFMR (2010)
Smithsonian Institution Initial Project goals…… • Justify staffing levels • Integrate processes with technology and strategy • Enhance IWMS • Train the FM staff of technology and work processes
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