Customer‐focused benchmarking for facilities management

Loosemore, Martin; Hsin, Ying-Shao

doi:10.1108/eum0000000006204

Cited by 75 publications

(78 citation statements)

References 4 publications

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“…Within the first 50 documents, the following 20 articles have been taken into account: [20], [21], [22], [23], [24], [25], [26], [27], [28], [29], [30], [31], [32], [33], [34], [35], [36], [37], [38], [39]. All of these articles meet the requirements, since they indicate a number of KPIs that can be used to manage the infrastructure, and most of them also display different categorizations.…”

Section: Resultsmentioning

confidence: 99%

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Search for Facility Management’s KPIs to manage the hospitals infrastructure in Colombia

Madroñal

Galeano

Escobar

2017

RIB

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Abstract-Nowadays, hospital physical asset management is gaining importance due to the size of its buildings, social relevance, operational and maintenance costs. The purpose of this document is to identify the Key Performance Indicators (KPIs) and categorize them into specific aspects of measurement of infrastructure performance. The lack of an adequate classification of performance indicators prevents the widespread use of performance measures for Facility Management (FM) in the health sector. This article shows a brief review of the state of art of FM KPIs based on a bibliographic search, taking into account international authors and reviewing their approaches and categorizations. The authors of this paper present a summary of the categorization and approach of hospital infrastructure management based on the documents examined, which may offer a more practical use for FM professionals in the healthcare sector. Facility Managers have to tackle too much data, which hinders to carry out a deeper analysis of the key performance indicators in future researches, attempting to generate indicators that match with the organization objectives and that lead to a more intelligent and efficient health infrastructure management.Keywords --Asset Management, Facility Management, Infrastructure, Hospitales, KPI. Búsqueda de KPI de FacIlIty ManageMent Para adMInIstrar laInFraestructura hosPItalarIa en coloMBIaResumen-Hoy en día, la gestión de activos físicos hospitalarios está ganando importancia debido al tamaño de sus edificios, relevancia social, costos operacionales y de mantenimiento. El propósito de este documento es identificar los Indicadores de Desempeño Clave (KPIs) y categorizarlos en aspectos específicos de la medición del desempeño de la infraestructura. La falta de una adecuada clasificación de los indicadores de desempeño impide el uso generalizado de medidas de desempeño para la Gestión de Instalaciones (FM) en el sector de la salud. Este artículo presenta una breve revisión del estado del arte de los KPI FM basados en una búsqueda bibliográfica, teniendo en cuenta a los autores internacionales y revisando sus enfoques y categorizaciones. Los autores de este trabajo presentan un resumen de la categorización y enfoque de la gestión de la infraestructura hospitalaria a partir de los documentos examinados, lo que puede ofrecer un uso más práctico para los profesionales de FM en el sector de la salud. Los gestores de instalaciones tienen que abordar demasiados datos, lo que dificulta un análisis más profundo de los indicadores clave de rendimiento en futuras investigaciones, tratando de generar indicadores que coincidan con los objetivos de la organización y que conduzcan a una gestión de la infraestructura de salud más inteligente y eficiente.Palabras clave-Gestión de Activos, Facility Management, Infraestructura, Hospitales, KPI. 14 REVISTA INGENIERÍA BIOMÉDICA Busca dos IndIcadores chave de deseMPenho, KPIs, da gestão de Instalações Para gerencIar a InFra-estrutura dos hosPItaIs na colôMBIa Resumo-Hoje em dia, a...

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Section: Resultsmentioning

confidence: 99%

“…According to Loosemore [22], the use of KPIs in an FM environment can generate many advantages. For example, they can focus managerial efforts on relatively important performance areas.…”

Section: Introductionmentioning

confidence: 99%

Search for Facility Management’s KPIs to manage the hospitals infrastructure in Colombia

Madroñal

Galeano

Escobar

2017

RIB

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“…If a proper and continuous capital planning system is implemented along with IT support, there are six main tactics that can improve the standard budgeting process in organizations: financial tactics implementation, capital expenditures risk reduction, improvement of asset performance, project delivery process improvement, design and construction of better buildings, and efficient working (Lynch, 2002b). Loosemore and Hsin (2001) propose a Benchmarking framework to be used for performance measurement. This methodology has the characteristic of including business needs, which forces FM to think outside of their comfort zone.…”

Section: Case Studiesmentioning

confidence: 99%

A Strategic Approach to Target Capital Investment on Facility Assets: Literature Review

Rincon

Lavy

Fernández-Solís

2017

Journal of Facility Management Education and Research

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Analysis of a strategic planning framework, proposed by Edward Zielinski, focused on reducing operational costs in Facility Management (FM) through using long-term best practices in capital investment. This paper indicates how that framework may assist in the FM decision process of capital investment allocation. The framework structure is integrated through: (1) alignment of FM decisions to the organizational strategy; (2) measuring FM performance with a data-driven approach; and (3) standardization of budgeting processes as support for FM credibility. The authors use a Structured Literature Review to investigate how previous research of the topic and subtopics supports the framework's objectives. Emphasis on referenced case studies aims to investigate the applicability of this framework by FM practitioners. The framework is fully applicable to FM operations. The case study analysis suggests it is a powerful tool for supporting capital investment decisions in organizations. Benefits foreseen include: value creation through alignment of FM decisions to organizational goals, risk control in short-, mid-and long-term FM decisions, creation of structured procedures for FM data acquisition supporting stakeholders' decisions, increased FM credibility through budgeting process standardization, improvement of FM operations efficiency, and senior management awareness of FM priorities. This paper encourages FM practitioners to structure their daily operations by addressing the three most challenging aspects of this profession: understand the client, capitalize valuable knowledge, and secure funding.

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“…A close relationship between top management at strategic level and maintenance personnel at operational level is important for the best performance of facility management. Moreover, there is inadequate understanding of the relationship between management of building facilities and business objectives at the organisational level ( Lo et al , 2000 ;Loosemore and Hsin, 2001 ).…”

Section: Main Aspects In the Building Maintenance Operation Processesmentioning

confidence: 99%

“…However, activities related to operation and maintenance and cleaning are not attractive. One of the core functions in hospitality building is to provide facilities for the satisfaction of guests ( Loosemore and Hsin, 2001 ). In this connection, maintenance personnel responsible for these facilities are required to develop key performance indicators for monitoring.…”

Section: Introductionmentioning

confidence: 99%

Strategic and operational factors' influence on the management of building maintenance operation processes in sports and leisure facilities, Hong Kong

Lee¹,

Scott²

2009

J Retail Leisure Property

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Hackman Hon Yin Leeis Chartered Surveyor (UK), Registered Professional Surveyor (HK), Certifi ed Facility Manager (USA) and Registered International Engineering Technologist (HK) with over 20 years of experience in the fi eld of operation and maintenance of building services engineering systems, building maintenance and facilities management. Recently, he obtained a doctoral degree from the University of South Australia and his completed research work examines the gaps between top management and maintenance personnel in the management of building maintenance operation processes for sports and leisure facilities, a Hong Kong perspective with suggested ways to improve its operational effi ciency. David Scottis Professor Department of Civil Engineering. His principal areas of teaching and research include management of construction, construction project management, construction IT, engineering economics. David Scott originally studied, trained in UK but has worked in Africa, Asia and Australasia for 25 years before coming to Curtin.His main areas of research interest have changed and developed over the years but have always focussed around construction management and engineering economics. His areas of special interest have ranged from resource planning to appropriate technology, from partnering to alternative evaluation techniques, from computer applications to project management information systems. Currently his research centres on IT applications in construction and Internet-based teaching and learning.ABSTRACT The main objective of this paper is to examine strategic and operational factors infl uencing the management of building maintenance operation processes in sports and leisure facilities. These factors are developed from the identifi cation of four main aspects in building maintenance management: building maintenance policy and strategy, strategic management, facility management and performance management. The management of building maintenance operation processes is the key for providing better built environment to building customers and users. It is particularly important in managing hospitality facilities such as sports and leisure facilities. However, maintenance is not in a high priority list in most of the organisations. This barrier contributes to the gaps between top management at the strategic level and maintenance personnel at the operational level. Building maintenance is changing pace with the development of facility management, which has impacts on the planning to Lee and Scott implementation of maintenance operation processes and building performance. The information related to the strategic and operational factors is essential before an in-depth study is undertaken about the improvement of the gaps between top management at the strategic level and maintenance personnel at the operational level for building operation effi ciency.

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Customer‐focused benchmarking for facilities management

Cited by 75 publications

References 4 publications

Search for Facility Management’s KPIs to manage the hospitals infrastructure in Colombia

Search for Facility Management’s KPIs to manage the hospitals infrastructure in Colombia

A Strategic Approach to Target Capital Investment on Facility Assets: Literature Review

Strategic and operational factors' influence on the management of building maintenance operation processes in sports and leisure facilities, Hong Kong

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