Total or partial outsourcing for building systems maintenance (HVAC, electrical, etc.) and services (janitorial, food, etc.) changes nothing in the quality dynamic.
Outsourcing is often a disappointing way to pay for the "same old, same old." The requirement for defined and documented objectives, processes, standards, and accountability for continuous improvement still apply.
The primary responsibility of the facilities manager is to mesh the continual interaction and evolution among processes, people, and information.
In the Lean environment, rigid skills are rarely paired with hard and fast needs; workers can no longer hide behind what the boss told them to do.
Develop the technical, material, and administrative support infrastructure.4.
Discipline the entire process for continuous improvement.
Their success as communicators of facility management's value to the enterprise not only feeds success, but also breeds the appetite for more.
Facility Management Strategy and a Quality Policy To implement robust practices, facility managers must first define their current business strategy: the summary of the vision (values), mission (purpose), and strategies (approaches) that frame every decision, large and small.
An FOP documents the scope, standards, and processes to sustain the relationship.
The FOP is a living document that underpins the facility manager's accountability to organize, perform, measure, and improve the work (plan, do, check, act) for each client location, site, or operation.