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Report MHMthesis Jigar 02
Report MHMthesis Jigar 02
Facilities Management |
Service Quality Indicators
AUDITING SYSTEMS FOR COMMERCIAL BUILDINGS
IN INDIA
JIGAR CHAVDA
GUIDED BY: PROF. NIMITT KARIA
Master of Habitat Management
CEPT University, Ahmedabad
1 Contents
1.
INTRODUCTION ............................................................................................................... 3
1.1
1.2
1.3
1.4
1.5
How will the thesis help in improving the current state of facilities? ........................ 4
1.6
1.7
1.8
Objectives: .......................................................................................................................... 5
Scope: ................................................................................................................................. 5
5.1
5.2
5.3
6.1.1
6.1.2
6.2
6.2.1
Benchmarking:.................................................................................................... 11
6.2.2
Types of benchmarking...................................................................................... 12
6.2.3
KPIs .................................................................................................................... 12
6.2.4
6.3
What is a building rating system? How is it useful? What does it do? ..................... 15
6.3.1
Building
Research
Establishment
Environmental
Assessment
Method
(BREEAM) ........................................................................................................................ 15
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6.3.3
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1. INTRODUCTION
If one has to understand the thesis one must know what the basic aims and objectives are. One
must also know what the thought that lead to the thesis was and how the research will
help/improve the existing case of the thesis. In order to do so the following answers to the
questions will give a brief overview to the document.
1.1
1.5 How will the thesis help in improving the current state of
facilities?
The ratings will give the facilities managers and builders insights on how the building is
currently performing in terms of service delivery. It will also give clues on where the services
need to be improved.
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2 Thesis question:
What are the facilities management service quality indicators in commercial
buildings?
3 Objectives:
To understand the core concepts and benchmarks of service quality for facilities
management.
To understand and analyse the evaluating criteria for commercial buildings by the end
user.
To develop a rating system which will enable the facility managers to understand and
satisfy the needs of the end user.
4 Scope:
The thesis will present a brief description of what facilities management is and how ne
can define it.
It will also give a brief of what are the basic components of FM and how they are
benchmarked by making use of the service quality indicators.
It will also look at the current setting of the FM in India and how the service in India
qualify taking into consideration the global benchmarks.
It will develop benchmarks for a rating system for commercial buildings based on the
study of global benchmarks and research based in the local setting.
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5 Research methodology:
Define Question
Literature
Review
Case Studies
Conduct
Interviews
Conduct
Surveys
Identify
Stakeholders
Identify Sample
Size
Questionnaire
based on KPIs
Collect Data
Data Analysis
Prepare Rating
System
6 Literature Review:
The following text is a gist of the literature read in order to understand the core concepts of
facilities management. It will describe benchmarking and the concept of FM service quality
indicators on the basis of key performance indicators that are listed by the International
Facilities Management Association (IFMA) for buildings.
Further it will also describe a commercial space and the meaning of a commercial space in the
context of the research.
It will focus on case study of the design quality indicators which was developed to rate
buildings to help in understanding how a building is rated and what is the benefit of doing so.
Definition
Becker (1990)
Nourse (1990)
Alexander (1999)
Then (1999)
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And
(1999)
management;
space
management
and
Nutt (2000)
The earlier definitions highlight that facilities management is only concerned with the
hardware that is the buildings, equipment and furniture but later definitions also give an
emphasis on the software such as process, people, environment, health and safety as the part
of facilities management. Further some definitions also mention the life cycle of the building,
financing, space planning and operations as part of facilities management which further
broadens the scope of the field, and makes it a major support system for all the activities that
enhance the working of the built environment.
A more recent definition of facilities management is given by the international facilities
management association on its website, the definition is as follows:
Facilities management is a profession that encompasses multiple disciplines to ensure
functionality of the built environment by integrating people, place, process and technology
(international facility management association, 2014).
For the purpose of the thesis the above definition holds true as it is derived from the current
setting of facilities management.
6.1.1
All buildings that are designed have a certain life expectancy. As the building is occupied it
demands maintenance and management, these aspects of the post occupancy of the buildings
are often overlooked which ultimately results in shortening the life of the building and often
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Property management (real estate) this includes strategic activities like designing,
planning and refurbishments.
Office administration - this focuses on tactical activities like catering, M&E, etc.
(kincaid, 1994)
Facilities management involves strategic planning that optimizes the value and costs of the
facilities. The environment that the facilities provide to the employees, processes and systems
has a large impact on productivity. Facilities management provides strategic direction and
development or guidance to achieve the desired results. Facilities management navigates the
requirements and mitigates the risks. Facilities management also reduces the load on the
resources used to manage a facility.
Lease Management
Risk Management
Governmental relations
Interior Design
Maintenance Management
Utility Operations
Facility Maintenance
Condition Assessment
Grounds Maintenance
Material control
General Services
Security
Telecommunications
Mail Services
The areas of work of a Facilities Manager, include the following core competencies
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Professional FM is needed to plan, maintain and manage these facilities. It is part of the drive
to meet the higher demands of organizations and individuals. Whether as employees,
customers, students or patients, people have higher expectations of their living, working and
leisure environments. As, good facilities management can deliver flexibility, adaptability and
sustainability. It can help organizations respond to cost pressures or the need for greater
security.
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Strategic benchmarking looks for the best strategies and their prerequisites. It is a tool
to the determination and orientation of future key competences by describing and
assessing different interdependent tendencies and processes of finances, customers,
competitively or capacity for learning and developing,
6.2.3 KPIs
Key performance indicators are specific measurements used to gauge performance. They're a
way to precisely measure performance. Like benchmarks, performance indicators can be
goals, but they're more like steps on the way to the larger goal. You also can think of key
performance indicators as a way to measure your progress toward the benchmark goal and to
gauge how close you are to reaching that goal.
The table below lists the 9 areas defined by the IFMA for KPIs.
1.
Description
of 2.
Facilities
Sizes
Industries
Facility
uses
facilities
represented
and
Vacancy rates
Space
Ownership
Hours of operation
No. of occupants
Location of facility
Square
footage
allocation
policies
per
occupant
Building
efficiency
rates
Workstation
utilization rates
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Office
space
per
worker
4. Relocation and
Churn
Organizational
moves
Cost of moves
Churn rate
Support area
Maintenance, 6. Utility costs
5.
Maintenance costs
By age of facility
Percentage
Utility costs
Utility usage
of
replacement cost
Outsourcing
of
maintenance function
Janitorial
costs,
Indirect costs
7. Environmental and 8. Support and Project 9. Financial Indicators
life safety costs
costs
Replacement value of
Environmental costs
Security costs
Life-safety costs
Project costs
Cost of operations
Employee
amenities
facility
costs
fixed asset
Occupancy cost
Financial ratios
Total
annual
facility
costs
As KPIs are used as metrics to measure performance they can be used to both enhance the
internal performance of the building management and also as a tool to benchmark externally
with the best practises around.
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all participants
Need absolutely specific definition
Based on the KPIs one can develop a balanced scorecard to access the performance of the
facility.
The vision is translated into operational goals and linked to departmental and
individual performance
The balanced scorecard process involves viewing the organization from four perspectives,
developing measurements to gauge performance and analysing data relative to each
perspective:
In a perfect planning cycle, the balanced scorecard is derived from the organization's strategic
plan, the strategy map is derived from the balanced scorecard and the operating budget stems
from all three.
For the purpose of the thesis the balanced scorecard can be used for gauging the internal
performance of the facility and stakeholder perspectives. Further the card can be designed in
order to rate the building for user satisfaction and service quality.
6.3.1 Building
Research
Establishment
Environmental
Assessment
Method (BREEAM)
BREEAM is by far the oldest building assessment system. Developed in 1988 by the Building
Research Establishment (BRE), the national building research organization of the UK, it was
initially created to help transform the construction of office buildings to high performance
standards.
BREEAM has been adopted in Canada, and several European and Asian countries (Kibert,
2003). BREEAM assesses the performance of buildings in the following areas:
health and well-being: indoor and external issues affecting health and well-being
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BREEAM has two categories; for design & procurement assessment at the beginning of the
design process and management & operation assessment after it is in use.
Sustainable Sites
Water Efficiency
LEED is still only used at the end of the construction process or design process for
rehabilitation projects.
Apart from the above 2 rating systems a building assessment system was designed to
document, rate and improve the quality of the buildings. The following is a Case Study of the
same.
DQI applies a structured approach to assess design quality based on the model by the architect
Vitruvius, the Roman author of the earliest surviving theoretical treatise on building in
Western culture, who described design in terms of utilitas, firmitas and venustas, often
translated as commodity, firmness and delight. DQI uses a modern day interpretation of these
terms as:
Build Quality (firmitas) the engineering performance of the building, which includes
structural stability and the integration, safety and robustness of the systems, finishes
and fittings.
Impact (venustas) the buildings ability to create a sense of place and have a positive
effect on the local community and environment.
What is it for?
It has been developed to help all built environment stakeholders gain more value from the
design of buildings, and to assist in improving the quality of buildings.
Who is it for?
A non-technical device, the DQI can be used by all stakeholders involved in the production
and use of buildings, including public and private clients, developers, financiers, design firms,
contractors, building managers and occupants.
The brief version allows the project aspirations to be clearly set, addressing the
opinions of the stakeholders, and can be used through strategic briefing stages to
detailed brief to set priorities and answer questions such as: What do we want? Where
do we want to spend the money?
Stage 2:
Mid-design version allows the client and design teams to check whether early
aspirations have been met and allows adjustments in focus and quality to be made
accordingly. It can be used throughout the design phase when the project can still
respond to change.
Stage 3:
Stage 4:
In-use version is used in order to receive feedback from the project team and the
building users to help make improvements for the next project, and can lead on to more
thorough post-occupancy studies.
The questionnaire is based on the following parameters Functionality, Build Quality and
Impact.
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Build Quality
Impact
construction
local
community
and
and
innovation,
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The projected value of a building is different from the actual use value of the building.
The DQI helps in closing the gap between the two values by involving the user in the
whole design process.
It develops three key metrics on which the building can be rated, these are based on
the insights gained from the through research done over the years.
The ratings also help in actually understanding how the perceived space functions as a
singular system, which helps the project developers in tweaking/improving the quality
of the same.
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8 Draft Methodology
From the literature one can understand the importance of stakeholder consultation and the
various components and metrics in FM.
Step 1
Step 2
Stage 3
Scenario Building
Analysis of the outcome.
Expert Interview
Insights and Learnings
Questionnaire Preparation
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