Integrating Quality into Facility Management Operations
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1 Integrating Quality into Facility Management Operations Robert Dawkins, CSSBB VP, Operational Excellence ARAMARK Andrew Aldrich Resident District Manager ARAMARK
2 MANAGING CEUs AND CFM MAINTENANCE POINTS You are eligible to receive Continuing Education Units and Certified Facility Manager maintenance points for attending sessions at IFMA's World Workplace. To receive 20 CFM maintenance points: Record your attendance on your CFM Recertification Worksheet. At recertification time, submit your completed CFM Recertification Worksheet. To receive CEUs: Pay the US$12 processing fee when you register for the conference. Visit the CEU Kiosks at registration or log on to and pass a five-question assessment developed by the speaker. CEUs can only be earned upon successful completion of the assessment. Your transcript will be ed to you. Individuals seeking CEUs or LUs from other organizations must contact those organizations for instructions on self-reporting credit hours.
3 Evaluate Sessions Take Assessments & Log CEUs (no more CEU codes) Visit the registration kiosks or go online at
4 Meet Our Presenters: Andrew Aldrich Resident District Manager ARAMARK Facility Services Over 26 years in FM/Hospitality industry Responsible for broad range of FM services at 3M World Headquarters Robert Dawkins VP, Operational Excellence ARAMARK Facility Services Almost 20 years in FM industry Responsible for standards, projects and program solutions
5 Session Objectives Provide an overview of Quality Management Systems (QMS) Define Facility Management-specific QMS attributes Link the QMS to continuous improvement Review a QMS case study
6 Quality Management System Overview
7 Quality Management Systems Overview What is a QMS? A management system consisting of core and supporting processes and elements whose primary purpose is to delivery high quality products and services that meet or exceed customer expectations. How does the Facility Manager use a QMS?
8 Quality Management Systems Overview Let s begin with a definition of Facility Management......a profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place process and technology. 1 1 IFMA Website, July 2012
9 Quality Management Systems Overview...a profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place, process and technology. INPUTS People Place Process Technology PROCESS Integrating OUTPUT Functionality of the built environment
10 Quality Management Systems Overview Which QMS makes the most sense for FM?
11 Quality Management Systems Overview ASQ/ANSI Total Quality Management Baldrige National Quality Program EFQM ISO There are many to choose from...
12 Quality Management Systems Overview ASQ/ANSI Process cycle that links customer requirements with satisfaction Key Elements Mgt Responsibility Resource Mgt Product Realization Measurement, Analysis and Improvement From ANSI/ISO/ASQ Q Quality Management Systems Requirements
13 Quality Management Systems Overview Baldrige NQP Integrated management system built on measurement and knowledge Key Elements Leadership Strategic Planning Customer/Market Focus Workforce Focus Process Management Results Measurement, Analysis & Knowledge From 2008 BNQP Criteria for Performance Excellence
14 Quality Management Systems Overview EFQM Links Leadership to Results via Process Key Elements People Policy & Strategy Partnerships & Resources Results
15 Quality Management Systems Overview ISO A primary source for many companies Includes several standards QMS is described in ISO9000 TQM Philosophy for continuous improvement Key Elements Quality starts with customer Commitment to continuous improvement Measurement Employee empowerment Quality is a market differentiator
16 Customer Expectations Results Quality Management Systems Overview Performance Measurement Service Level Agreements Standard Metrics & Benchmarks Performance Management Policies & Playbooks Control Plans Body of Knowledge Industry & Performance References Quality Control & Assurance Customer Satisfaction Surveys Training Standard Reports Continuous Improvement Projects Organizational Structure, Roles, & Responsibilities Paul Henry and Robert Dawkins
17 Quality Management Systems Overview Benefits to Facility Managers Aligns processes and systems Provides listening post to gauge performance Facilitates a learning organization Builds a body of knowledge Identifies improvement opportunities
18 QMS Components and Facility Management
19 QMS Components and FM Four primary QMS components 1. Defining customer expectations 2. Measuring Performance 3. Managing Performance 4. Creating a Body of Knowledge
20 QMS Components and FM 1. Defining Customer Expectations A. Key Questions What is to be done? Where is it to be done? How often is it to be done? What does success look like? How will performance be measured? Is there a regulated standard to be met?
21 QMS Components and FM 1. Defining Customer Expectations B. Documentation The answers to the key questions Service parameters Relevant metrics Target results
22 QMS Components and FM 2. Measuring Performance A. Identify metrics Good sources of standards IFMA BOMA RS Means Use balanced approach People, place, process and cost Efficiency and effectiveness
23 QMS Components and FM 2. Measuring Performance B. Set Targets Use benchmarks Use process experience C. Perform Quality Control and Assurance Quality Control compliance evaluations meant to prevent issues prior to occurrence Quality Assurance inspection of end result to confirm it meets standard
24 QMS Components and FM 2. Measuring Performance D. Collect and Analyze Data IWMS and CMMS Consider value of information versus cost of data collection
25 QMS Components and FM 3. Managing Performance A. Use Policies, Standards and Tools Standard work provides the opportunity for evaluation B. Use control plans Set tolerances for metrics Define actions in event performance reaches warning level C. Establish standard reports Align with customer expectations and needs Conduct correct graphical and statistical analysis
26 QMS Components and FM 4. Creating a Body of Knowledge A. Reference Materials - Good practices from inside/outside the organization Original Equipment Manufacturer information Internal Standards B. Archived Results Exception reports CMMS or IWMS data Monthly and Quarterly Reports C. Project Documentation
27 Customer Expectations Results Quality Management Systems Overview Performance Measurement Service Level Agreements Standard Metrics & Benchmarks Performance Management Policies & Playbooks Control Plans Body of Knowledge Industry & Performance References Quality Control & Assurance Customer Satisfaction Surveys Training Standard Reports Continuous Improvement Projects Organizational Structure, Roles, & Responsibilities Paul Henry and Robert Dawkins
28 Knowledge to Action
29 The QMS... Knowledge to Action Helps identify issues by providing data Provides references to bring issues into control Occasionally, a CI project is needed to regain control...
30 Knowledge to Action Numerous CI process options Six Sigma Lean Six Sigma 8 Disciplines Plan-Do-Check-Act Theory of Constraints There are several elements common to these methods...
31 Knowledge to Action Linking Continuous Improvement and Quality Management Systems Common CI Method Characteristics Quality Management System Component Empirical Problem Statements Service Level Agreements Defined metrics and targets Measured Performance Gaps Whether under- or overachieving these gaps point to an opportunity to improve cost, delivery time or satisfaction Root Cause Identification and Analysis Standards Compliance Measuring compliance with job or process requirements helps determine if the issue is the process design or execution. Process Trends Measuring over time allows analysis to determine if the result is normal variation or if there is really a change. Trends also require additional investigation to understand the reason for the results. Solution Development and Testing Standards Documented work requirements makes it easier to identify and implement improvements. Projects Properly documented CI improvements are more easily leveraged across the organization. Impact Verification Standard Metrics and Measurement System Confirmation of operational and financial impact.
32 A QMS Case Study Facility Type: Headquarters Facility Size: 6 million square feet Facility Occupancy: Approximately 18,000 Facility Management Services: Cleaning Dining and Catering Shipping/Receiving Mailroom Sundries Shop Reception
33 The FM Specific QMS 1. Defining Customer Expectations Jointly developed service levels and associated metrics Consolidated various data streams Customer Satisfaction Vendor Inspections (QA) Client Inspections (QA) Peer benchmarking 2. Measuring Performance Key Performance Indicators (KPI) for all services Ability to stratify data by building and floor Let s focus the case study on client satisfaction with cleaning...
34 The FM Specific QMS 3. Managing Performance Gap analysis against 50 metrics Ability to isolate issues to specific buildings and floors Data analysis identifies training and performance issues Trend analysis identifies systemic issues 4. Creating a Body of Knowledge Monthly Operating Reviews Documentation of lessons learned The QMS enhancements have resulted in 100 basis point improvement in client satisfaction in six months!
35 Facility Services Site Cleaning Detail YTD Performance Volume CPC Performance Financial Consumable Cost Service Delivery Speed & Quality Due to change in metric, 2010 comparative data is not available Client Satisfaction Overall
36 2011_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _08 OSAT Overall Satisfaction by Month Year & Month Overall Satisfaction Number of Survey Responses
37 Victor Scharafanow Rosie Sundheim Osman Mohamed Norma Aguila Carbajal Nieves Chavarin Flores Joel Reyes Gonzalez Fahmud Abdi Ali Alejandro Dominquez Martinez
38 OSAT Overall Satisfaction Performance by Building Lead 5 0 Overall Satisfaction Number of Survey Responses
39 Overall Satisfaction Overall Satisfaction by Building and Floor _ _ _ Building, Year, Month and Floor 0 Overall Satisfaction Count of PanelistIdQuestion
40 Sum of SC Cultural Ethnicity of Staff Sum of SC Uniforming Sum of SC Doors Sum of SC Window(s) Sum of SC Wet Floor Signs Sum of SC Vacuumiung Sum of SC Vacuuming During Day Sum of SC Trash - Timing Sum of SC Trash - Recycling Sum of SC Trash - Office Bins Returned Sum of SC Trash - Missed Sum of SC Trash - Frquency Sum of SC Trash - Common Area Trash Overflowing Sum of SC Thoroughness Sum of SC Stairwell Cleanliness Sum of SC Staff Profressionalism Sum of SC Staff - Postive Sum of SC Staff - Negative Sum of SC Smell of Cleaner Sum of SC Showers Sum of SC Service Request Failure Sum of SC Schedule - When? Sum of SC Safe Work Practices Sum of SC Productivity Sum of SC Plant Engineering Maintenance Sum of SC Pest / Rodents Sum of SC Personal Hygeine Sum of SC Office Chairs Sum of SC Noise Level Sum of SC Microwave Cleanliness Sum of SC Lights Left On Sum of SC Language Sum of SC Lab Floors / Hallways Sum of SC Interrupt Meetings Sum of SC Information - ARAMARK Hospitality Services Sum of SC Glass Sum of SC Feminine Hygeine Machines Sum of SC Escalators Sum of SC Entrances Sum of SC Emergency Response Sum of SC Elevators Lockdown Sum of SC Elevator Cleanliness Sum of SC Dusting Sum of SC Day Cleaning is Embarassing Sum of SC Day Cleaning Sum of SC Conference Rooms Sum of SC Conference Room Chairs Sum of SC Cleaning Practices Sum of SC Cell Phone Sum of SC Carpet Cleanliness Sum of SC Can Liners Sum of SC Bathroom - Supplies Sum of SC Bathroom - Multiple Closed Sum of SC Bathroom - Dispensers Sum of SC Bathroom - Closed Sum of SC Bathroom - Cleanliness Sum of SC Back to Self Op Building Control Plan - Drivers of Dissatisfaction - OSAT 1 to 3 Survey Data: May to August
41 Top 15 Comments August 2012 Survey Data Data Bldg Floor Staff +1 Vac / Day1 Vacuuming1 BR Clsd1 Tr Freq1 Day Clng1 BR Clng1 BR Supp1 Thorough1 Dusting1 Tr Missed Plant Eng.1 Int Mtgs1 Tr Timing1 Tr Common1 Total % 0.0% 0.0% 7.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.0% 1B 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2 4.0% 0.0% 0.0% 0.0% 33.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.9% B 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 201 Total 4.0% 0.0% 0.0% 7.7% 33.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2.9% 207 B 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 50.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.0% 207 Total 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 50.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.0% % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% B 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 209 Total 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% % 0.0% 0.0% 7.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.0% 2 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 11.1% 20.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.9% 3 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% B 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% G 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 216 Total 0.0% 0.0% 0.0% 7.7% 0.0% 0.0% 11.1% 20.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2.9% % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 218 Total 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 20.0% 0.0% 0.0% 1.0% % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.0% % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.0% % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4 4.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.0% 5 0.0% 0.0% 0.0% 7.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 20.0% 0.0% 0.0% 1.9% 6 0.0% 7.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.0% 7 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 8 0.0% 7.1% 0.0% 0.0% 0.0% 14.3% 0.0% 0.0% 0.0% 0.0% 0.0% 20.0% 0.0% 0.0% 0.0% 2.9% 9 4.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 20.0% 0.0% 0.0% 1.9% 220 Total 16.0% 14.3% 0.0% 7.7% 0.0% 14.3% 0.0% 0.0% 0.0% 0.0% 0.0% 20.0% 60.0% 0.0% 0.0% 11.4% % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 3 0.0% 7.1% 0.0% 7.7% 0.0% 14.3% 0.0% 0.0% 0.0% 0.0% 50.0% 0.0% 20.0% 0.0% 0.0% 4.8% 4 4.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.0% 5 0.0% 0.0% 0.0% 0.0% 33.3% 0.0% 11.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.9% 6 4.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.0% 223 Total 8.0% 7.1% 0.0% 7.7% 33.3% 14.3% 11.1% 0.0% 0.0% 0.0% 50.0% 0.0% 20.0% 0.0% 0.0% 8.6% % 0.0% 16.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.9% 2 0.0% 7.1% 33.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 33.3% 0.0% 0.0% 0.0% 0.0% 0.0% 3.8% 3 0.0% 0.0% 0.0% 0.0% 0.0% 14.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.0% 4 0.0% 0.0% 0.0% 23.1% 0.0% 0.0% 0.0% 20.0% 0.0% 0.0% 0.0% 20.0% 0.0% 0.0% 0.0% 4.8% 5 0.0% 7.1% 0.0% 7.7% 0.0% 0.0% 22.2% 0.0% 0.0% 66.7% 0.0% 40.0% 0.0% 0.0% 0.0% 7.6% 6 0.0% 28.6% 0.0% 7.7% 33.3% 28.6% 11.1% 0.0% 0.0% 0.0% 0.0% 0.0% 20.0% 50.0% 25.0% 11.4% 224 Total 4.0% 42.9% 50.0% 38.5% 33.3% 42.9% 33.3% 20.0% 0.0% 100.0% 0.0% 60.0% 20.0% 50.0% 25.0% 30.5%
42 Staff + Vacuuming During Day Vacuuming Bathroom Closed Frequency of Trash Day Cleaning Bathroom Cleanliness Bathroom Supplies Thoroughness Dusting Trash Missed PE Maintenance Interrupt Meetings / Offices Total Count Last Ranking % Total This Ranking % Total Total Comments % of Total Running Summary 5/31/2012 6/30/2012 7/31/2012 8/31/2012 Change From Previous Survey Staff % 15% Vacuuming During Day % 27% Vacuuming % 37% Bathroom Closed % 47% Frequency of Trash % 56% Day Cleaning % 63% Bathroom Cleanliness % 68% Bathroom Supplies % 71% Thoroughness % 73% Dusting % 75% Trash Missed % 77% PE Maintenance % 79% Interrupt Meetings / Offices % 81% Number of Surveys w/ Comments 2,922 56% % of Total Surveys Completed 56% 58% 60% 51% 49% Avg # of Comments per Survey Total Comments 4, Total Surveys Completed 5, Top 80% of Total Comments by Survey Period /31/2012 6/30/2012 7/31/2012 8/31/2012
43 Conclusion FM seeks integration of people, place, process and technology QMS provides integration of various systems to achieve FM goal Client Expectations Performance Measurement Performance Management Body of Knowledge
44 Thank You! For attending this educational offering at IFMA s World Workplace. Be sure to evaluate the session at the registration kiosk or online at
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