FACILITY OPERATIONAL ANALYSES FOA: DO YOU NEED ONE IFMA Atlanta Chapter August 17 Luncheon

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FACILITY OPERATIONAL ANALYSES (FOA)DO YOU NEED
ONE? IFMAAtlanta ChapterAugust 17 Luncheon

• John A. Mitchell PhD., P.E.
• FMC-Services LLC
• 770-845-1820
• mitchell_at_fmc-services.com

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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).

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Role of Facility Manager

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

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LEVELS OF MANAGEMENT
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HOW DO YOU KNOW IF YOU NEED AN FACILITIES
OPERATIONAL ANALYSIS (FOA)?
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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

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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

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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

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WHY CHANGE?

• No organization in any function or industry can
  afford to accept their current level of
  proficiency.
• Tom Peters

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HOW TO CHANGE?

• To effectively pursue improvement, it is
  essential to define the "gap" between current
  conditions and targeted conditions or benchmarks.
  

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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!

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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

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WHAT TO REVIEW IN AN FACILITIES OPERATIONAL
ANALYSIS (FOA)
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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

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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

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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

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

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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

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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

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THE BOTTOM LINE

• Performing an Facilities Operational Analysis has
  reduced OPERATIONAL COSTS by
• 15 TO 30

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• ?
• QUESTIONS
• ?