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SABS AND ISO STANDARDS FOR FACILITIES MANAGEMENT
STEVEN MOLLOY
J MAYNARD (SOUTH AFRICA) (PTY) LIMITED
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CONGRATULATION TO SA !!
• SANS 1752 Strategic Facilities Management System – Requirements
• Approved in March 2017 after public consultation process
• SA is a key role player the development of ISO FM standards
• Forms input for developing ISO 41000 world FM standards
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WHY HAVE STANDARDS ?????
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WHY FM STANDARDS
• To define common words & terms
• ISO 41011 Facility Management – Vocabulary
• ISO 41013 Facility Management – Scope, key concepts and benefits (under
development)
• What's the best way of doing this?
• ISO 41012 Facility Management - Guidance on strategic sourcing and the development
of agreements
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WHY FM STANDARDS
• Consumers can have confidence that their products /services are safe, reliable
and of good quality
• Framework for how a business manages its key processes.
• SANS 1752 Strategic Facilities Management System – Requirements
• ISO 41001 Facility Management – Management Systems – Requirements with guidance
for use (under development)
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KEY FACTS • SANS 1752 IS A STRATEGIC FACILITIES MANAGEMENT SYSTEM
• Defines the high level management system in delivering a quality service
• Short, Medium and Long term planning
• Principles of Asset Management (ISO 55000)
• Principles of Quality Management (ISO 9001)
• SANS 1752 MAY BE APPLIED DEPENDING ON CIRCUMSTANCES
• Inhouse FM
• Outsourced Integrated or Single Service FM
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J Making the connection
FACILITIES MANAGEMENT SYSTEM
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5. LEADERSHIP
J Making the connection
• Understanding the Organisation
• Strategic Aims, financial, technical
• Needs and Expectations
• Drivers – economic, cultural, political, social
• Values – organisational, cultural, political, social
• Defining the FM Scope
• Priorities, Objectives, Financial
• Standards – operations, quality, sustainability, health, safety
• Risk Profile – economic, utilisation
• Internal Stakeholders – employees, departments (processes)
• External Stakeholders – customers, suppliers, contractors
DEVELOP INTO AN FM STRATEGY & POLICY
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5. LEADERSHIP (CONT)
J Making the connection
• Leaders Commitment
• Ensure policies and objectives are established
• Ensure objectives are measured and achieved
• Ensure Resourcing (finances, staff, equipment)
• Ensure communications (platforms, routine)
• Delegation of responsibilities and authority
• Directing and supporting
• Continual improvement
• Integration and Alignment to organisation
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STRATEGIC ALIGNMENT
A. JENSEN, "ORGANISATION OF FACILITIES MANAGEMENT IN RELATION TO CORE BUSINESS," 2011, J OF FACILITIES MANAGEMENT, VOL. 9, PP. 78-95.
J Making the connection
The different levels of integration is shown in the figure 6 below: [50]
A: Integrated FM Things happen together
B: Proactive FM Things happen in an equal dialogue
C: Reactive FM FM reacts on demand from CB
D: Passive FM FM provides the agreed service
Figure 1 Linkages between strategic planning for core business (CB) and FM [50]
CB
CB
CB
FM
FM
FM
• Values
• Finance
• Human Resources
• Procurement
• Communication
• Risk
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6. PLANNING
J Making the connection
• Development of Strategic FM Plan
• Short and Long Term plans (needs, operations)
• Asset Management plans – facilities and infrastructure life cycle
• Design, Planning and Acquisition of facilities
• Management and Operations
• Maintenance
• Refurbishment
• Disposal of facilities
• Sustainability – utilities, carbon footprint
• Improvements in productivity
• Impact of FM in terms of bottom line.
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7. SUPPORT
J Making the connection
• Human Resource - Staff competency (education, training,
experience) based on functional requirements
• Strategic planning
• Client relationship management / communications
• Operations and maintenance
• Property Real Estate management
• Emergency and Business continuity
• Environmental / sustainability
• Finance
• Quality
• Technology
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7. SUPPORT (CONT)
J Making the connection
• Financial Budget
• Strategic budget (3-5 years in line with business plans)
• Life cycle replacement (long term up to 20 years)
• Technological
• Help Desk – staff or portal
• Maintenance Management
• Utilities Management
• Building Management Systems
• Space Planning
• Project Management
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7. SUPPORT (CONT)
J Making the connection
• Financial Budget
• Strategic budget (3-5 years in line with business plans)
• Life cycle replacement (long term up to 20 years)
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7. SUPPORT (CONT)
J Making the connection
• Communications Plan
• What
• Why
• To Whom
• How often
• In what medium
• How to monitor effectiveness
• Document Control
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7. SUPPORT (CONT)
J Making the connection
• Information Requirements
• Defined to achieve FM objectives
• Significance of Risks
• Roles and Responsibilities
• FM processes and procedures
• Quality, Availability and Decisions taken
• Document control, storage and review.
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8. OPERATION
J Making the connection
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9. EVALUATION
J Making the connection
• Monitoring, Measurement, Analysis and Evaluation (MMA&E)
• Delivery organisation must determine:
• What is to be measured and monitored
• The methods of MMA&E to assure valid results
• When the monitoring and measurement will be performed
• When the analysis and evaluation will be performed
• The delivery organisation will evaluate:
• Effectiveness/Performance of the management system
• Effectiveness of processes for managing risk and
opportunities
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9. EVALUATION
• Monitoring, Measurement, Analysis and Evaluation (MMA&E)
Data
Knowledge
Insight
Foresight
Analysis Add
Experience
Wisdom
Add
Add
Decision
& Action
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9. EVALUATION
J Making the connection
• Internal Audit
• Conduct internal audits at planned intervals to verify:
• The system has been implemented as designed
• The system is performing effectively
• Plan the audits taking consideration of:
• Scope of audit
• Audit criteria
• Selection of auditors
• Documenting the outcomes
•Management Review
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10. IMPROVEMENT
J Making the connection
• Non-conformity and corrective actions
• Taking action to prevent and/or control non-conformities
• Deal with consequences
• Evaluate need to for actions to eliminate causes of non-conformities
• Retain documented evidence of dealing with non-conformities and corrective
actions
• Continual improvement of the suitability, adequacy and
effectiveness of the System through:
• Stakeholder surveys
• Facility studies such as condition assessments
• Benchmarking
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SABS STANDARDS – WAY FORWARD
• Promotion of the Standard (Industry role players, Government)
• Development of Business Case
• Development of Certification Process (SANAS)
• Development of Compliance Process (SANAS)
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THANK YOU
DISCUSSION
J Making the connection