Some argue that benchmarking and best practices are in fact two sides of the same coin. The search can cause industrial companies replace FM information, or one company to dig up the best practices through nose-to-the-grindstone research.
Many measures of success
After hashing out all the semantics and definitions, what, exactly, are some of the day-to-day role with the assistance of experts should be measured? The International Facility Management Association (IFMA) list of items that are typically reference, such as the square footage of the seat; building efficiency rates (ratio of usable space Rentable space); workstation utilization rates; maintenance; janitorial costs, utility costs; environmental costs (the cost of providing adequate air and water quality, waste removal and regulatory compliance); security costs, project costs (improvements or reconfigurations of existing space); the overall cost of operations; and occupancy costs. Other reference points are equipment downtime, the rate of preventive maintenance vs. repair maintenance; and overtime costs.
But the benchmark may extend to other more nebulous task FM as “vendor contractor” and “planning.” Customer-driven criteria reaction time, cycle time, customer satisfaction and downtime. The customer needs to be happy, and culture in different companies based on an assessment of senior management. Consider what the customer is important. You (FM) may have attendance problems in the department that’s been the benchmark, but the client can not know about it, or care.
Look in the mirror
Where FMS look when collecting data? While gut instinct could tell FM department immediately look outside and measure themselves against other companies, Fms may want to review their own procedures first. For example, a manufacturer could carry facility operations plant in Toledo to the plant in Seattle.
Another benefit of internally focused benchmarking is that companies can zero in on the activities that are truly important. You need to know what is important to your own business. You can not say one criterion is important for everyone. Take “equipment downtime,” for example. This reference obviously would have different levels of importance depending on the company concerned. The company strives for 24 hours equipment operation, much more to say than they are in a situation where only some of the equipment used some of the time downtime statistics.
Things get trickier when FMS start measuring their department’s strategies against outside companies. If they become too numbers-obsessed, Fms can drive themselves to distraction just trying to keep up with the Joneses. Critical indicators norms can vary by industry or market sector and can even vary within the industry, based on local conditions, company culture, geographic location, age and position. Therefore, the major focus of benchmarking should be on the process not the numbers. If you know exactly what you do, then you can look at the figures of other companies and see how they got there.
measure only cost is losing approach.The better approach is to compare the job. The payoff is not the cost, it is in the process. The facilities profession is to attach a square feet. The only people who should think about square feet real estate people. The better measure for FMS and senior management “cost per head ‘or’ cost per seat. When you move up the chain complex, it is where benchmarking data starts to fall apart.
The best in class for facility operations is a difficult concept. For example, memory allocation space for offices can be best in class in terms of efficient use of space, but it may have an adverse effect on employee morale and productivity.
What is it for me?
The original impetus for benchmarking the Total Quality Management (TQM) movement, where physical measurements and hard data were often criteria used. But now, to do it for more practical reasons. They are the benchmark for the same reason they go to conferences -. Learning
Furthermore facility experts, who may not be particularly adept at corporate politics, can not be shy about trumpeting benchmark their efforts. Today the facility management professional must be able to promote and market his contributions to the organization
List of customer-oriented marketing initiatives that can be on the road facilities departments :.
• Hide Facilities departments in employee orientation;
• Display FM department newsletter for customers and management;
• Special facility tours and presentations;
• Use surveys, report cards, customer interviews and focus groups to evaluate the effectiveness of the facilities department.
The good news is that managers may be willing to invest in benchmarking and best practices. They are building it into their budgets. It is difficult for managers to say “we do not want to compare ourselves with our competitors.
Benchmarking is only half the job. After a best in class practices are identified, the organization must be ready to implement them. Of often novice FMS checkout process by comparing their performance with others and learn they are ahead.
Maybe not quite perfect, but benchmarking and adoption of best practices can help facilities departments get a better handle on both the business and service customers.