fmPROFILE: How to successfully measure f ilit facility management service performance t i f Prof Dr Ir John D Gilleard Prof. Dr. Ir. John D. Gilleard The Sloane Partnership, Hong Kong [email protected] 12. FM-Gespräche 2010 – 27. bis 29 01 2010 29.01.2010 Chancen durch Nachhaltigkeit Manchester United h d Premier League Champions 2008 ‐ 2009 Premier League 2008-2009 - Full Table Pos. Team Pl W D L GF GA +/- Pts 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Manchester United Liverpool Chelsea Arsenal Everton Aston Villa Fulham Tottenham Hotspur West Ham United Manchester City Wigan Athletic Stoke City B lt Bolton Wanderers W d Portsmouth Blackburn Rovers Sunderland Hull City Newcastle United Middlesbrough West Bromwich 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 38 4 2 5 6 9 10 13 15 15 5 18 17 17 19 17 17 20 19 18 20 22 68 77 68 68 55 54 39 44 42 58 34 38 41 38 40 34 39 40 28 36 90 86 83 72 63 62 53 51 51 5 50 45 45 41 41 41 36 35 34 32 32 28 25 25 20 17 17 14 14 14 15 12 12 11 10 10 9 8 7 7 8 6 11 8 12 12 11 11 9 9 5 9 9 8 11 11 9 11 13 11 8 24 27 24 37 37 48 34 45 45 5 50 45 55 53 57 60 54 64 59 56 67 44 50 44 31 18 6 5 -1 -3 3 8 -11 -17 -12 -19 -20 -20 -25 -19 -28 -31 First, think carefully about what a good performance measure l k like… looks lik Stephen Parry: 200m Bronze Medalist in 2004 Olympics (foreground) p Michael Phelps won the Gold (he’s the one in the background!) Britain’s first Olympic swimming medal in eight years Parry: years. “This is what I've worked for all my lif ” life Performance Profiling M th d l Methodology to gauge effectiveness of FM function t ff ti f FM f ti Produces a ‘Performance Profile’ f f scored against best practice g p Graphically indicates strengths & opportunities for improvement Based on Kaplan & Norton’s Balanced Score Card concept Jointly developed by Synergis, HKJC & PolyU Synergis ©Copy Right 2006 “The Balanced Scorecard complements financial measures of past performance with measures of the drivers of future performance. The objectives & measures of the scorecard are derived measures of the scorecard are derived from an organization’s vision & strategy …. From four perspectives: financial, p customer, internal business process and learning & growth.” Kaplan & Norton’s Balanced Scorecard Balanced Score Card Aspects Customer How do the users of the facility see us? Financial How is the FM function managed to the best value? Operations How effective is the delivery of FM services? Innovation How does the function continue to improve & add value? Synergis ©Copy Right 2006 Performance Profile Aspects Strategy & Planning Procurement Asset Management Knowledge Management Safety, Health & Environment (SHE) Information Management Customer Management Cost Management Space p Strategy gy Performance Management Synergis ©Copy Right 2006 Performance Profiling Process Automated questionnaire linked to database Consultant interviews FM management team Enters scores & records comments related to FM delivery Generate performance profile & improvement report Data stored for benchmarking Synergis ©Copy Right 2006 Example Questions Do your core business objectives drive FM strategy? Do you have a formal process for measuring asset performance such as Mean Time Between Failure (MTBF) and Mean Time To Repair (MTTR)? Do you use Service Level Agreements (SLA) to measure the performance of FM services? Do you encourage & incentivise your FM team & suppliers to develop innovative solutions? Do you report Safety Health & Environmental (SHE) performance to your customers? Do your business continuity plans incorporate emergency space? Can y your customers view work p progress g and FM performance p on-line? Synergis ©Copy Right 2006 Scoring System Synergis ©Copy Right 2006 Scoring System Synergis ©Copy Right 2006 Synergis ©Copy Right 2006 Synergis ©Copy Right 2006 Synergis ©Copy Right 2006 Balanced Score Card Balanced Score Card Customer 100 80 60 40 20 Operations 0 Innovation Financial Best Practice Synergis ©Copy Right 2006 Company Score Performance Profile Example Performance Profile Strategy 100 IT Systems 90 80 Customer Mgt 70 60 50 40 30 Space Stgy Cost Mgt 20 10 0 SHE Performance Mgt Procurement Know ledge Mgt Asset Mgt Best Practice Synergis ©Copy Right 2006 Target Company Performance Report Synergis ©Copy Right 2006 Benchmarking Performance Hong Kong Jockey Club Electrical & Mechanical Services Department Hong Kong Polytechnic University Pacific Century Cyber Works Hong Kong & Shanghai Banking Corporation University of Science & Technology Hongkong Land English Schools Foundation Hsin Chong Group Hospital Authority China Light & Power University of Macau Synergis ©Copy Right 2006 Hong Kong Index Hong Kong Index Strategy 100 90 IT Systems Customer Mgt 80 70 60 50 40 Space Stgy Cost Mgt 30 20 10 0 SHE Performance Mgt Procurement Know ledge Mgt Asset Mgt Best Practice Synergis ©Copy Right 2006 Hong Kong Average Industry Sector Benchmarking Strategy 100 IT Systems 80 Customer Mgt 63 60 43 43 40 Space Stgy Cost Mgt 63 53 20 7 0 37 SHE Performance Mgt 47 60 73 Procurement Know ledge Mgt Asset Mgt Best Practice Synergis ©Copy Right 2006 Hong Kong Index Industry Sector Average Organisation Score Industry Sector Benchmarking 90 88 80 73 70 67 60 Organisation Mean HK Index High 55 50 49 HK Index Mean HK Index Low 40 39 30 20 10 0 Synergis ©Copy Right 2006 Industry Sector High 39 Industry Sector Mean Industry Sector Low Singapore Index Citibank SMRT Trains Ltd Singapore Management University Dubai World Trade Centre Cushman & Wakefield ST Microelectronics Pte Ltd Reuters Singapore Ltd DBS United Premus Ltd ABN Amro GIC Real Estate Ltd TFMC Credit Suisse Epcos Pte Ltd Building B ildi & Construction C t ti Authority A th it Central Property Fund Board Ministry of Foreign Affairs Synergis ©Copy Right 2006 Strategy 100 90 IT Systems Customer Mgt 80 70 60 50 40 Space Stgy Cost Mgt 30 20 10 0 SHE Performance Mgt Procurement Know ledge Mgt Asset Mgt Best Practice Singapore Index Internal Benchmarking – Company Index Strategy 100 IT Systems 80 Customer Mgt 60 Space Stgy 40 Cost Mgt 20 0 SHE Performance Mgt Procurement Know ledge Mgt Asset Mgt Best Practice Synergis ©Copy Right 2006 Company Average Internal Benchmarking – Best In Class Strategy 100 IT Systems Customer Mgt 80 60 Space Stgy 40 Cost Mgt 20 0 SHE Performance Mgt Procurement Know ledge Mgt Asset Mgt Best Practice Synergis ©Copy Right 2006 Company Best Practice Internal Benchmarking – Target Setting Strategy 100 IT Systems 80 Customer Mgt 60 40 Space Stgy Cost Mgt 20 0 SHE Performance Mgt Procurement Know ledge Mgt Asset Mgt Best Practice Synergis ©Copy Right 2006 Company Best Practice Company Average Internal Benchmarking – Business Units Strategy 100 IT Systems 80 Strategy 100 Customer Mgt IT Systems 40 Cost Mgt Space Stgy 40 20 20 0 0 SHE Performance Mgt Procurement Customer Mgt 60 60 Space Stgy 80 Know ledge Mgt Cost Mgt SHE Performance Mgt Procurement Know ledge Mgt Asset Mgt Asset Mgt Best Practice Company Best Practice Best Practice Company Best Practice Company Average Korea Company Average Thailand Synergis ©Copy Right 2006 Internal Benchmarking – Business Groups Strategy 100 Strategy 100 IT Systems 80 IT Systems Customer Mgt 40 Cost Mgt Space Stgy 40 20 20 0 0 SHE Performance Mgt Procurement Customer Mgt 60 60 Space Stgy 80 SHE Know ledge Mgt Performance Mgt Procurement Asset Mgt Cost Mgt Know ledge Mgt Asset Mgt Best Practice Company Best Practice Best Practice Company Best Practice Company Average Company Average (Small Scale) Company Average Company Average (Large Scale) Synergis ©Copy Right 2006 Hong Kong Jockey Club Case Study Leisure Industry HK$70bn HK$70b annuall tturnover GFA 800,000 sq.m. Mix of In-house & Outsourced FM Race Courses Residential Portfolio Riding Schools S Resort Houses Club Houses Off Course Betting Centres Synergis ©Copy Right 2006 Hong Kong Jockey Club 2002 Strategy 100 90 IT Systems Customer Mgt 80 70 60 50 40 Space Stgy Cost Mgt 30 20 10 0 SHE Performance Mgt Procurement Know ledge Mgt Asset Mgt Best Practice HKJC 2002 Hong Kong Jockey Club 2006 Strategy 100 90 IT Systems Customer Mgt 80 70 60 50 40 Space Stgy Cost Mgt 30 20 10 0 SHE Performance Mgt Procurement Know ledge Mgt Asset Mgt Best Practice HKJC 2006 HKJC 2002 Hong Kong Jockey Club 2009 Strategy 100 90 IT Systems Customer Mgt 80 70 60 50 40 Space Stgy Cost Mgt 30 20 10 0 SHE Performance Mgt Procurement Know ledge Mgt Asset Mgt Best Practice HKJC 2009 HKJC 2006 HKJC 2002 Jockey Club & HK Index Strategy 100 90 IT Systems Customer Mgt 80 70 60 50 40 Space Stgy Cost Mgt 30 20 10 0 SHE Performance Mgt Procurement Know ledge Mgt Asset Mgt Best Practice HKJC 2009 HKJC 2006 HKJC 2002 Hong Kong Index Safety, Health & Environment SHE 100 69 63 47 10 Best Practice Hong Kong Index HKJC 2009 HKJC 2006 HKJC 2002 Implemented occupational safety & health system Adopted Club wide environmental policy Measurement of health safety & health performance Expand safety & health system across all business units Implement I l t environmental i t l managementt system t Customer Management Customer Mgt 100 70 83 73 36 Best Practice Hong g Kong g Index HKJC 2009 HKJC 2006 HKJC 2002 Monthly performance report issued to business unit managers Implemented single point of contact for all customer enquiries / complaints Integrated database to capture all customer enquiries / complaints Carry out comprehensive customer survey of all facilities Review R i service i levels l l with ith customers t t identify to id tif efficiencies ffi i i Cost Management Cost Mgt 100 64 80 53 8 Best Practice Hong Kong Index HKJC 2009 HKJC 2006 HKJC 2002 Ability to collate & report accurate cost information Detailed budgeting for R&M services Long term plan for all asset replacement Review feasibility of cross charging business units for all FM services Review Re ie cost effectiveness effecti eness of all in-house in ho se FM services ser ices Benefits Easy to understand & simple to use Provides P id a ‘snap ‘ shot’ h t’ off the th FM function f ti Graphically indicates strengths & opportunities for improvement Benchmarks performance against best practice or sector average Easy y to benchmark different organisations g Identifies specific improvement opportunities Initiates broader discussion amongst management Focuses limited management & financial resources Can be used to ‘drill down’ for more in depth improvements Can be used to measure & demonstrate continuous improvement Synergis ©Copy Right 2006 Future Developments Develop geographical averages City Cit / Country C t specific ifi / Region R i specific ifi Develop D l i d t sector industry t averages Finance / Education / Government / Industrial / Telecommunications Develop portfolio averages Commercial / Residential / Retail / Industrial Web based self assessment tool Synergis ©Copy Right 2006 Strategy 100% 90% IT Systems 80% Customer Mgt 70% 60% 50% 40% Space Stgy Cost Mgt 30% 20% 10% Best Practice Hong Kong Average 0% Austrian Average SHE Performance Mgt Procurement Knowledge Mgt Asset Mgt Strategy 100% 90% IT Systems 80% Customer Mgt 70% 60% 50% 40% S Space Stgy St C tM t Cost Mgt 30% 20% Austrian Average 10% 0% Major Aiustrian Organization SHE Performance Mgt Performance Mgt Procurement Knowledge Mgt Asset Mgt Best Practice Best Practice http://www.synergis.com.hk/eng/index.html http://www coretex int com/home/fmprofile aspx http://www.coretex-int.com/home/fmprofile.aspx
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