Alternative Facility Management with Technology

OVERVIEW

Many view Facilities Management duties as mainly limited to no more than administration and troubleshooting work.  On the contrary, the scope spans almost all job responsibilities, disciplines and channels.  In order to fulfill market requirements and improve on service offerings, staff have to take on management, operations and maintenance roles on top of ad-hoc hiccups.  These cover technical and specialized systems as well as environment up keeping, including M&E, A&A, term contract renewals, vendor sourcing, fit-out administration, defect rectifications, R&R, building consultancy and advice, monthly collections, maintenance payment processing, expenditure and maintenance budgeting etc that are repetitive and time consuming.  Productivity and efficiency are often compromised.

Coupled with bulk of routine operations and inevitable equipment faults, the common effect plaguing FM staff when burdened with the myriads of tasks is not being able to maximize productive capacity.  As a result, sub-projects are poorly managed, schedules missed; workloads daisy chained and subsequently cause haphazard/substandard quality in deliverable, low motivation and the infamous high turnover in the industry. 

DIGITALLY DRIVEN PLATFORM

Managing an estate well takes more art than science.  This explains the procrastination of a growing industry that has yet to reinvent itself when ready technology can be infused in many if not all, aspects of FM.  It is emphasized that digital transformation is not using technology as a means to an end but how such applications can improve operational efficiencies by changing ways individuals work.  Coupled with a good strategy, the FM can benefit from digital progress, just like 7 out of 10 top companies and 3 of 4 unicorns’ glowing testimonies of digital success, and out from its unsavoury image:  Intelligent, connected and technology-based.

By combining technical infrastructure with an organization’s business model, many advantages can be reaped.  A connected, collective, collaborated and controlled environment helps:

  • Increase network value to key alliances, partners, channels, suppliers and customers;
  • Reduce cost and improve productivity across the organization and group of sites.
  • Austerity, prudence and accountability within frameworks of BMSMA (equally valued by stakeholders, members of council, occupiers (subsidiary proprietors, tenants) can be preserved.
  • Proficiency and accuracy in service-wide support operations and management – important for overseeing vast portfolios.

 With a platform that is enterprise-wide, digitally and business driven, an innovative and winning ecosystem can be created for:

  • Value creation (external i.e. customers);
  • Value exchange (internal i.e. company). 

PRODUCTIVITY

Institutionalize use of tools and systems, defined practices, processes and procedures, applications, marketplace, micro value-added services:

a)     Adaptability: Cross-functional transformation can be disruptive and uncomfortable for employees.
b)     Roll-out:  First 6 months, next 6 months, and thereafter in a two-phase plan, with phase 1 covering key FM functions (facility, operations and maintenance, administration and finance, Vendors, contracts and service levels management, defect capturing.
c)     High availability, low latency:  Information needs to be exchanged in a timely and secure manner between asset and staff (related to next item).
d)     Repository pool:  Knowledge base of procedures, documents, communication, rules and regulations.
e)     Project library:  Files such as warranties, certificates, licenses, agreements; as-built drawings, strata rolls, master key schedules; project consultants and contractors contact sheet; equipment list, preferred vendors listing, term contract schedules.
(d) and (e) accessible from multiple platforms
f)      Resolution:  Systematic recording and resolving defects and complaints/feedback.
g)     Value added services (see initiatives).

Associated KPIs from above:  Values, efficiency, quality, service levels, motivation (as human resources get younger).  It is important that applications are server push for distributed updates and notifications.

INITIATIVES

a)    Digital services:  Complete end-to-end solution

Asset/equipment lifecycle management:  Maintenance records, replacement/upgrades.
Remote call centre, virtual concierge services.
Mobile work order management.
Remote management and troubleshooting, remote operation and support.
Complete integration with accounting, building automation/management (BAS/BMS), estate facility systems, portals etc (encrypted cloud storage).
 

b)    Data and analytics

Equipment analysis (faulty parts and causes).
Real-time asset monitoring (applicable to equipment with digital interfacing e.g. Hourly or BTU meters, digital panel meters, BAS/BMS).
Risk management – financial, environmental and safety risks.
Drive business by knowing what customers want.

c)     Synchronization:  OneDrive and Backup & Sync-equivalent using a simple engine.
d)     Customization:  Aka personalization – to enhance customer experience. 

SUMMARY

Attained hands-on experiences and proficiency in the field of facilities and strata management, a progressive portfolio comprising single and two-tier residential, light-industrial, mixed and commercial development.  Assumed technical and service management capacities prior to FM shift, delivering large-scale software solutions to clients in mission-critical and complex environments.  Experiences applied:

Operational/project management (for tracking and scheduling of tasks)

Managed capital projects for estate enhancement e.g. TOP, R&R, A&A. Developed series of VBA/XLA programs for tracking and data crunching, pivoted tables and charts for reporting.

 Vendor/financial management (for relationship building and financial planning)

Relationship management for maximizing client relationship. Formal training in Accounts and Financial electives as well as vast hands-on experience in financial software, protocols and modules.

 Document/procurement management (for good ISO-like, office filing structure)

Procedures (business continuity, in-place protection), building and equipment datasheet etc, digital filing (use of prefix and naming conventions – critical for site and HQ management), proposals for big estate expenditure.

 Creative Delivery (for social, interactive and team building)

Designed and delivered intuitive design and bulletin prints for community awareness and corporate events (backdrops, teasers, invites), layout for estate projects (2D/3D). Well-versed in Adobe Photoshop creations and After Effects video compositions, Google SketchUp, Autodesk 3Ds Max.

 Combined undertakings and regional orientation have effectively developed set of technical and functional, problem-solving and interactive skills across diverse cultures.  The exposure and presence in assumed IT consultancy and FM service management capacities for private financial institutions, ministries/agencies as well as residential and mixed clean & light/commercial developments provide the best fit in implementing digital innovation into regular operations for a systematic and streamlined work process to achieve a revolutionized FM that aligns with Abacus’ technological vision.

Joe Lee

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