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
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