In our last FPNet (www.fpnet-sg.com) meeting, we discussed about how to present the values of FM initiatives to get the buy-in from management and stakeholders. Few scenarios were used, from problems to opportunities, to demonstrate on how to make a case for change, in contributing values to organisation so as to raise the recognition of FM to as a value-add function to organisations.
This blog provides suggestions on how we may create a high performance FM team, learning from Kit Tuveson and Chris Hodges, both IFMA Fellow, whom I had the privilege to get to know them when I was at Philadelphia. As facility managers, our role is to maximize the performance of the organization’s built-facilities and to align FM services with the mission of their organization and the pointers in creating a high-performance FM are as follow:
- Fully support strategic business initiatives
- Enhance operational efficiencies and effectiveness
- Reduce cost
- Optimise process performance
- Maximise return-on-investment (ROI)
- Minimize total cost of ownership (TCO)
- Maximise asset value and life cycle
- Continuously monitor improved performance
- Build pride in team members
A Framework for High-Performance begins with a structured approach in assessing the current practice of FM, its strengths and weaknesses, closing the gaps between the current and the targeted high-performance state and to establish a process management that focus on to continually adopt FM best practices that lead to high-performance FM.
Let’s give a thought to how may we apply our leadership and management skills to enable our fellow FM team members to focus on improving FM processes and monitoring and measuring results that lead to more efficient facilities, higher customer satisfaction and lower operating cost?
Please mark on your calendar, 30th April for the FPNet meeting. Let’s meet to discuss and exchange views on how we can work toward achieving a high-performance FM team. For more information, email to email@example.com or call 61003672