HIGH PERFORMANCE AS THE GOAL Thursday, April 18th, 12:00 PM EST - - PowerPoint PPT Presentation

HIGH PERFORMANCE AS THE GOAL

Thursday, April 18th, 12:00 PM EST

Meet Our Presenters:

James P. Whittaker, P.E., CFM, CEFP, FRICS President/CEO Facility Engineering Associates Teena G. Shouse, CFM, IFMA Fellow V.P. Business Operations Facility Engineering Associates

• What Does it Mean?
• How Do You Get There?
• How Do You Prove It?

High-Performance FM Organizations

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

• ccupant productivity.”

Mission Statements & Strategy “…provide world-class services and stewardship by building, operating, maintaining and ensuring a safe, secure, healthy environment…”

Mission Statements & Strategy “… facilities services program goal is to provide sustainable world-class facilities and services.”

“We are a World-Class Facilities Management Organization.”

High-Performance Organization

What Does it Mean?

Modern Managerial Ideal – AMA (2007)

“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.”

How Do You Get There?

• Develop a Baseline
• Create a Roadmap
• Prepare Your Team

High-Performance Organization

Creating a high-performance FM

• rganization that enables the
• verall organization achieve its

mission

Benchmarking

Benchmarking and Best Practices

From Overholdt, Granell, Jargon. 2006. (AMA. 2007)

A Model of High-Performance Organizations Strategic Approach Values & Beliefs Processes & Structure Customer Approach Leadership Approach

AMA Global Study

• 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.

Creating a High-Performance Organization

From Overholdt, Granell, Jargon. 2006. (AMA. 2007)

AMA Global Study

integrating aligning innovating Business Technical Enterprise Knowledge Behavioral

CONTINUOUS IMPROVEMENT

LIFECYCLE MANAGEMENT

STRATEGIC DECISION MAKING

OWNER

Governing Approach Core Competencies Skills Base Governing Mindset Governing Behavior

Essential areas of expertise

Framework for Effective Facilities Asset Management

Core Competencies for Federal Facilities Asset Management Through 2020: Transformational Strategies (NRC 2008)

FM Organization Framework

Leadership Planning Customer Focus Workforce Development Measurement & Analysis Process Management Performance Results

Baldrige Performance Excellence Program

Baldrige Performance Excellence Program (NIST. 2012)

Performance Categories

• 1. Core Competencies for Federal Facilities Asset Management Through 2020: Transformational Strategies (NRC 2008)

Baldrige National Quality Program Framework

1

Integration of Evaluation Process

World Class Under- Performing

Level 1 – Initial / Ad Hoc Level 2 – Repeatable Level 3 – Defined

FM Organization Capabilities Maturity Model

Level 4 – Managed / Measured Level 5 – Optimized (High-Performance)

Carnegie Mellon University Capability Maturity Model (CMU. 2011)

FM Organization Evaluation Tools

• FM self-assessments to diagnose organizational and
• perational issues
• Determine long-term solutions to enhance efficiency

and effectiveness

• Continuously monitor facility performance
• bjectives 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!

FM Evaluation Processes

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

• r 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

Know-how: the skills needed to apply the knowledge in actual problems

Levels of professional intellect

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

• ccupants 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

• rganization 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

Smithsonian Institution

End Result……

• Good alignment with operations and

strategy

• Reliable performance measures that lead

to metrics showing productivity

• going from reactive to proactive status

striving for enhanced reliability

• Better care of the nation’s treasures

Thank You