FACILITY OPERATIONAL ANALYSES (FOA): “DO YOU NEED ONE?” IFMA Atlanta Chapter August 17 Luncheon John A. Mitchell PhD., P.E. FMC-Services LLC

2 WHO AM I? John A. Mitchell PhD., P.E. Mr. Mitchell has more than thirty years of facilities experience in the institutional and manufacturing arenas. This work background has included government, private universities and manufacturing facilities in both private and commercial areas. His experience included the direction and personal involvement in all areas of Facilities Operations. Mr. Mitchell has been associated with Association of Higher Education Facilities Officers (APPA), National Association of College and University Business Officers (NACUBO), International Facility Management Association (IFMA), The Society of College and University Planners (SCUP), and the Association of Energy Engineers (AEE).

3 Role of Facility Manager Facility Manager Responsibilities –Stewardship over the physical facilities –Efficient utilization of resources provided to meet the organization’s mission e.g. Dollars Facilities People Materials –Important to be able to accurately report his/her stewardship to management and customers

4 LEVELS OF MANAGEMENT

5 HOW DO YOU KNOW IF YOU NEED AN FACILITIES OPERATIONAL ANALYSIS (FOA)?

6 HOW DO YOU KNOW IF YOU NEED AN FOA? – STRATEGIC INDICATORS Increased incidents of poor work execution High trade turn-over Customer satisfaction unknown or decreasing Low maintenance productivity Cost of operation too high Lack of access to vital decision making information

7 HOW DO YOU KNOW IF YOU NEED AN FOA? – TACTICAL INDICATORS Excessive overtime Poor project/task coordination Poor building and equipment condition Untimely Material availability Low trades wrench time Work is primarily reactive

8 HOW DO YOU KNOW IF YOU NEED AN FOA ? – OPERATIONAL INDICATORS Excessive windshield time Maintenance costs increasing Supervisors job site time low Overtime is high Quality poor / Re-dos increasing Support systems ineffective –Inventories too high/inappropriate –Work management not meeting your needs –PM/PDM not working properly

9 WHY CHANGE? No organization in any function or industry can afford to accept their current level of proficiency. Tom Peters

10 HOW TO CHANGE? To effectively pursue improvement, it is essential to define the "gap" between current conditions and targeted conditions or benchmarks.

11 WHEN TO CHANGE? Actions required to close the “gap" are the basis of the Facilities Master Plan Seldom are these actions all short- term. START NOW!

12 KNOW WHERE YOU ARE AND WHERE YOU WHAT TO BE The only way to know where you are and where you want to be is to perform a comprehensive Facility Operational Analysis

13 WHAT TO REVIEW IN AN FACILITIES OPERATIONAL ANALYSIS (FOA)

14 WHAT TO REVIEW IN AN FOA – STRATEGIC ELEMENTS Analyze Organizational Management Budgeting levels Performance Measures (Metrics) Operational Effectiveness Cost Control and Performance Benchmarking Maintenance and Capital Renewal Funding

15 WHAT TO REVIEW IN AN FOA – TACTICAL ELEMENTS Computerized Maintenance System (CMMS) Preventive Maintenance (PM) system Cost Control methods Management Information process Skill Development (Training) Supervision methodologies Maintenance Facilities capabilities Planning/coordination/estimating processes

16 WHAT TO REVIEW IN AN FOA – OPERATIONAL ELEMENTS Quality of Services Work processes Time control and recording Tools and equipment availability People Attitudes Customer interaction Communication methods

17 WHAT SHOULD YOU EXPECT EXPECTATIONS FROM YOUR FACILITIES OPERATIONAL ANALYSIS (FOA)

18 STRATEGIC EXPECTATIONS FROM AN FOA Reduced operational costs Improved customer and organizational satisfaction Provided Services are focused on mission, on service level, and operational costs Application of benchmarks identify areas for improvement Measurements that quantify health of organization An organization that functions as an efficient business

19 TACTICAL EXPECTATIONS FROM AN FOA Improved building and equipment condition and operation Expanded planning process, and controls on job costs Improved work execution Less customer impact/downtime

20 OPERATIONAL EXPECTATIONS FROM AN FOA Reduced waiting time for materials Supervisors time focused on “supervision” Increased Craft wrench time to 60% Improved Skill of trades people

21 THE BOTTOM LINE Performing an Facilities Operational Analysis has reduced OPERATIONAL COSTS by 15% TO 30%

22 ? QUESTIONS ?