NBEF FM-konferansen 2007 FM skaper merverdi for kjermevirksomheten. Oslo oktober Ole Emil Malmstrøm

Transkript

1 Afdelingsdirektør, civilingeniør Kuben Ejendomsadministration A/S At etablere og drive en virksomhed kræver Dertil skal bruges faciliteter: et sted at være noget udstyr at virke med nogle services, der betjener virksomheden Ejendom: Grund, bygninger, lokaler Hardware: Inventar, maskiner, blyanter, papirclips m.v. Software: Renhold, post, sikkerhed og vagt, mad, forsyninger, IT og telekommunikation m.v. 1

2 De 3 P er: People P laces Mennesker FM Faciliteter Virksomhed Processes Formålet med = Ledelse af faciliteter Virksomhedens mål Medarbejderne Faciliteter 2

3 Bedre økonomi Resultater Tilfredse medarbejdere (trivsel) God Bedre økonomi Resultater Tilfredse medarbejdere (trivsel) God 3

4 Facilities Management Core Busines Management Omkostninger ved faciliteringen Fortjeneste Faciliteter Lønomkostninger Forretningens elementer Hvad er? FM Hvad er Core Business? CB is the integration of processes within an organisation to maintain and develop the agreed services which support and improve the effectiveness of its primary activities. Core Business is - what the board of directors (and the managing director) decides to be the object for the organisation. 4

5 Hvad er udbyttet af? Mål Optimere omkostninger Tilføre merværdi Strategi Kun det nødvendige Indkøbe rigtigt Øge produktiviteten Videndeling - kreativitet Synliggørelse Egnede omgivelser Metoder Faste omk. => Variable Benchmarking Indeklima Funktionsdygtigt marked Oplevelser Betingelser Organisering af FM Forankret i top-ledelsen Dygtige, veluddannede, erfarne Facilities Managere Moderne mennesker kræver kvalitetstid Hvad bliver resultatet på bundlinien? Hvorledes skaper merværdi bundlinie? 5

6 De 3 P er: People P laces Mennesker Hvilke mennensker? Mennesker udvilker sig! Kulturer udvikler sig! FM må stadig forny sig! FM Virksomhed Processes Faciliteter Eiendommen + Service Rammen såvel virksomheden som menneskers tilværelse. Tilgang for til Industri-samfundet Viden-samfundet Oplevelses-samfundet 6

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8 Moderne menneskers tanker og viden kan ikke kontrolleres af et stempelur Outlook holder aldrig ferie Arbejde er ikke et sted - det er en aktivitet Synliggøre verdiskapelsen Bløde værdier ofte afgørende effekt på kjerne-virksomheden Hvad der kan måles, kan synliggøres Forventningsafstemning! FM er kun synlig, når FM svigter! 8

9 Tagets: FM value map (by Per Anker Jensen) Society Staff Customers Owners Impacts: Surroundings Satisfaction Cost Productivity Risk reduction Core Business Results: Space Services Knowledge Relations Resources: Facilities Technology FM Staff Management FM Value Map Generic version, level 1 Stake holders: Society Customers Staff Owners Impacts: Surroundings Core Business Results: Processes: Resources: 9

10 FM Value Map Generic version, level 1 and 2 Stake holders: Society Customers Staff Owners Impacts: Economical Social Spatial Surroundings Adaptation Environmental Satisfaction Cost Produc- Reliativity bility Core Business Culture Results: Space Services Know-how Relations Processes: Activities Innovation Communication Coordination Resources: Facilities Technology Manpower Management FM Value Map Generic version, level 3 Results: Space: Offices Parking Workplaces Meeting Canteens Leisure Services: Cleaning Catering Maintenance Supplies Transport Distribution Know-how: Advice Plans Proposals Projects Innovation Synergy Relations: Collaboration Contract Agreement Partnership Confidence Mutuality Processes: Activities: Plan Do Check Act Innovation: Products Processes Concepts Solutions Communication: Dialogue Enqueries Informations Instructions Coordination Staff Customers Providers Consultants Resources: Facilities: Buildings Parking lots Recreational Vehicles Furniture Technology: ICT CAFM BMS Machinery Equipment Manpower: Employees Specialists Providers Consultants Management: Strategic Tactical Operational 10

11 FM Value Map Generic version, level 3 - Impacts Impacts: Satisfaction: Customers End users Owners Cost: Operational Staff turnover Capital Productivity: Efficiency Absence Effectivity Reliability: Continuity Security Safety Adaptation: Foresight Flexibility Responsive Culture: Identity Image Brand Core Busines Economical: Salaries Commerce Tax Social: Employment Education Integration Spatial: Architecture Landscaping Townscaping Environmental: Resources Pollution Sustainability Surroundings FM Value Map for Standard Spare Parts in Lundbeck, Denmark Characteristics: An analysis of the need for spare parts for maintenance and components for technical projects lead to a decision to establish a storage facility for spare parts. This also gave the foundation to work for a standardization of components by establishing positive lists. All technical projects for refurbishment and new buildings have to comply with these lists of preferred components. Cost Owners Reliability Core Business Services Benefits: Buying power was increased. Components for maintenance jobs and refurbishment performed by external suppliers are now purchased by Lundbeck. Consequences: Economical benefit and higher reliability and availability for core operation. Activities Management Coordination 11

12 FM Value Map for Standard Spare Parts in Lundbeck, Denmark Stake holders: Society Customers Staff Owners Impacts: Economical Social Spatial Surroundings Adaptation Environmental Satisfaction Cost Produc- Reliativity bility Core Business Culture Results: Space Services Know-how Relations Processes: Activities Innovation Communication Coordination Resources: Facilities Technology Manpower Management FM Value Map for Workplace development, Senate Property, Finland Characteristics: Senate Property (SP) has undertaken a pilot project together with the regional tax office in Lappeenranta. The existing office was rebuilt with a new interior design, the process involved major organizational change, changes in the workforce, changes in the customer service model and changing work with electronic data management. Benefits: The new layout improved safety by a separation in front and back office. The back office is an open and flexible work environment with a diversity of settings, which allow for collaboration, knowledge sharing and mentoring. Consequences: Space reduction of 20% resulting in an annual saving of for the office with a staff of 70. Staff satisfaction, productivity and the quality of customer service increased. A new image as a progressive and modern organisation. Customers Staff Owners Satisfaction Cost Space Innovation Facilities Productivity Core Business Adaptation Know-how Communication Technology Culture 12

13 FM Value Map for the Service Administration in Malmö, Sweden Characteristics: The municipality in Malmö introduced FM in their schools by separating the activities related to the core business of teaching and the activities related to create the best possible frames for this business. A service reception is the centre of the contact between the school and the service organisation. Based upon the experiences of a pilot project the system was implemented in all schools in Malmö Society Social Surroundings Customers Staff Owners Satisfaction Productivity Reliability Core Business Culture Benefits: The teachers got more time to prepare and teach. The status of the teachers was increased and recruiting new teachers became easier. Services Know-how Relations Innovation Coordination Consequences: Better physical environments, reduced sickness, better service for the same money and an improved maintenance of the buildings. The head master of the school have changed time used on pedagogics and FM from a 60/40 to 85/15. Facilities Management FM Value Map for Public-Private Partnership, Nýsir, Iceland Characteristics: Nýsir is among a leading private company on the PPP-market in Iceland and the most recent project is the Icelandic International Concert and Conference Centre. Ownership to the building stays with the private part, when the contract period expires. Environmental Economical Society Spatial Surroundings Customers Staff Owners Facilities Manpower Management Cost Productivity Reliability Core Business Culture Benefits: The private company has strong incentives to consider the long term value of the building both in relation to design, durability, life cycle cost and the usage after the contract period. Consequences: PPP transfers risk to the private part, provides competition between bidders on both construction and operation. The public part can focus on core activities and future users pay for future use in stead of current tax payers. Space Services Relations Activities Coordination 13

14 Portefølje Økonomi Kunder/brugere Udviklingstrin Vicevært Værdi for kunden Bygningsejer Aktiv bygningsejer Foretrukne samarbejdspartner Merværdi for kunden Innovator Fokus på Bygningen Kunden Dialog med kunden Udvikling af porteføljen Udvikling af markedet og branchen Økonomisk Udgifter Indtægter Optimering Merværdi for kunden Partnerskaber Organisationskultur Drift Individuel optimering Samarbejde på tværs Vidensdeling Vidensdeling med kunder Uddannelse og forskning Kilde: Karen Mosbech, Københavns Ejendomme 14

15 Lad os koncentrere os om det, vi er gode til Nordisk FM globalt? Ledelse (Management) - Kommunikation Arbejdskraftens intellekt og bevægelighed Åbenhed Mangfoldighed Bygningskultur og arbejdsmiljø At spare omkostninger kan enhver bogholder og revisor. At skape merverdi kan kun en professionel Facilities Manager! 15

16 Tak for opmærksomheden Kubens domicil fra 18. juni 2007 Afdelingsdirektør, Kuben Ejendomsadministration A/S 16