Taking Your O&M Program to the

Next Level

Key Steps to Selling and Improving O&M Program

John Rimer, CFMFM360consulting.com

IntroductionJohn Rimer, CFM

19 Years Facility Management

Numerous Industries & Various Roles

Owner, FM360 Consulting

Certified Facility Manager (IFMA)

IFMA & BOC Qualified Instructor

B.S. Mechanical Engineering

Agenda State of State

Delivering Value

Selling FM

Components of a Robust Program

Measure and Improve

Resources

Q&A

Poll #1

How would you rate your facility management department?

A. Firing on all cylinders

B. Well, but can do better

C. Making progress

D. Still under water

E. I have no idea…

State of the State… Most maintenance organizations

operate between 10% to 40%

efficiency (MT-Online)

Nearly 70% of failures are self-

induced (MT-Online)

Most spend >50% time on

emergency work (FacilitiesNet)

No More FirefightingCost of Reactive Maintenance RM Costs 3X to 5X more than PM

(MT-Online)

DOT Study found 8X higher costs

Downtime/Business Loss

Customer Satisfaction

Employee Retention/Burn-Out

Lost Productivity/Revenue

Value of a Robust Program

Increase Production by 28% (IFMA)

Double Productivity of Staff (IFMA)

Reduce Maintenance Costs by as

much as 50% (Piper/FacilitiesNet)

Reduce Energy Use by 15% - 20%

(Piper/FacilitiesNet)

Poll #2

How are you viewed in your organization?

A. Trusted business partner

B. Technical advisor

C. Facilities Manager

D. Maintenance

E. Glorified Janitor

Selling Facility Management Technically Apt

Strength = Weakness

How measure & market

“I’m not a role model”

Sell the Value of the Team and every Team Member

From the Grounds Up

Selling FM Understand Business

Business Drivers

Political Motivators

The Rule of 100/10/1

100 – People Productivity

10 – Facilities

1 - Utilities

Increasing Productivity…Thermal Comfort

4% per 1 degree

Warm = 56% more errors

Cold = 28% more errors

Low RH (below 25% = 7% slower

Indoor Air Quality

Change Air Filter = 9%

+1 CFM/SF = 4%

Selling FM

Marketing Plan TouchpointsWebpage / Bulletin BoardNewsletter / E-mailService Desk Face-To-Face Soft Skills Training

Poll #3

To Whom Do You Report?

A. C-Suite

B. VP Real Estate & FM

C. Director of Operations

D. Other Dept. (HR, Legal, IT)

E. None of the Above

What is a Robust Program? Vision/Mission/Goals

Identify Priorities/Criticalities

Emergency Response Management

Capital Replacement Program

Defined Maintenance Strategies

Fully Leverage CMMS

Staff Training & Development

Project Management

Set a Vision Sets a Clear Direction Enables Teamwork

Establishes a Tone/Mindset

Promotes Consistency & Continuity

Communicates Value Proposition

Creating Vision/Mission Align with organization

“How want to be seen by others”

Free webinar

Determine Priorities Understand Business & Priorities

Strategy & Vision

Organizational Factors

Classify Critical Areas/Functions/Depts Including indirect support functions

Identify Supporting Systems Interdependency

Redundancy

Age/Condition

Emergency Preparedness Supports Business Continuity

Plan & Disaster Recovery Proactive Risk Management Communication

Escalation protocol Incident Management Process Emergency Preparedness

EOPs Training Drills

Reiterates Safety is #1

Capital Reinvestment Plan

1/3/5/10-year forecast

Steady-state spend

Manageable & predictable

Put in context of Master Plan

Update annually

FCA (in-house/outsource)

Manage in CMMS

Assign Maintenance Strategy

Run-To-Fail (RTF)

Preventive Maintenance (PM)

Schedule/Calendar-Based

Predictive Maintenance (PdM)

Infrared, Vibration, Tribology, U/S

Condition-Based Maintenance (CBM)

PdM + BMS + R&R + Data

Fully Leverage a CMMS

“The Nervous System of a Facility Program”

A Necessary Business Tool for Today’s FM

Drive Business Decisions

Manage Operations

Develop Budgets

Market FM Program

Assemble a Strong Team

In-House vs. Outsource

Training & Development

Career Paths/Plans

Bridge Skilled Labor Gap

Soft Skills

Relationship Management

Succession Planning

Project Management FM involved/led

Design & Construction

Defined Standards

Commissioning (Cx) 13% to 25%+ energy savings

Increased occupant satisfaction

Transition to Operations

Thorough Documentation

Accurate drawings, manuals, etc.

Analyze & Improve Key Performance Indicators (KPIs)

PM/CM Ratio

% Complete

By priority/criticality

On-Time vs. Late

Staff Utilization

“Discovery Mode”

Actual Hours vs. Budgeted

Analyze – How Improve? Training, tools, etc.

How do you measure up? Benchmarking Cost Data

O&M $/SF

Maintenance Staff/SF

Janitorial Staff/SF

Industry/Geography/Size

Resources IFMA’s BEX

IFMA Store

Industry Specific (APPA, ASHE)

Summary of Robust Program Selling FM – Rule 100/10/1

Vision/Mission/Goals

Priorities/Criticalities

Emergency Response (ERM)

Capital Replacement Program (CRP)

Maintenance Strategies

Leverage CMMS

Training & Development

Project Management

Measure & Market – Always Selling!

The Facility Industry Resource for Consulting & Education

www.FM360consulting.com/emaint

Relevant Resources

Selling from the Grounds Up

Setting Vision/Mission/Goals

Implement an ERM

Implement a CRP

Implementing a Robust Maintenance Program

Predictive Maintenance Technologies

Leveraging a CMMS

Questions?

The Facility Industry Resource for Consulting & Education

John Rimer, CFMjohn@fm360consulting.com FM360consulting.com

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