Integrating Quality into
Facility Management
Operations
Robert Dawkins, CSSBB
VP, Operational Excellence – ARAMARK
Andrew Aldrich
Resident District Manager – ARAMARK
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Meet Our Presenters:
Andrew Aldrich
• Resident District Manager – ARAMARK Facility Services
• Over 26 years in FM/Hospitality industry
• Responsible for broad range of FM services at 3M World
Headquarters
Robert Dawkins
• VP, Operational Excellence – ARAMARK Facility Services
• Almost 20 years in FM industry
• Responsible for standards, projects and program
solutions
Session Objectives
• Provide an overview of Quality
Management Systems (QMS)
• Define Facility Management-specific QMS
attributes
• Link the QMS to continuous improvement
• Review a QMS case study
Quality Management System Overview
Quality Management Systems Overview
What is a QMS?
A management system consisting of core and supporting
processes and elements whose primary purpose is to
delivery high quality products and services that meet or
exceed customer expectations.
How does the Facility Manager use a QMS?
Quality Management Systems Overview
Let’s begin with a definition of Facility
Management...
“...a profession that encompasses multiple disciplines to
ensure functionality of the built environment by integrating
people, place process and technology.”1
1 – IFMA Website, July 2012
Quality Management Systems Overview
“...a profession that encompasses multiple disciplines to
ensure functionality of the built environment by integrating
people, place, process and technology.”
INPUTS
People
Place
Process
Technology
PROCESS
Integrating
OUTPUT
Functionality of the
built environment
Quality Management Systems Overview
Which QMS makes the most sense for FM?
Quality Management Systems Overview
•
•
•
•
•
ASQ/ANSI
Total Quality Management
Baldrige National Quality Program
EFQM
ISO
There are many to choose from...
Quality Management Systems Overview
• ASQ/ANSI
•
•
Process cycle that links
customer requirements with
satisfaction
Key Elements
•
•
•
•
Mgt Responsibility
Resource Mgt
Product Realization
Measurement, Analysis and
Improvement
From ANSI/ISO/ASQ Q 90012008 “Quality Management Systems – Requirements”
Quality Management Systems Overview
• Baldrige NQP
•
•
Integrated management
system built on
measurement and
knowledge
Key Elements
•
•
•
•
•
•
•
Leadership
Strategic Planning
Customer/Market Focus
Workforce Focus
Process Management
Results
Measurement, Analysis &
Knowledge
From “2008 BNQP Criteria for Performance Excellence”
Quality Management Systems Overview
• EFQM
• Links Leadership to
Results via Process
• Key Elements
•
•
•
•
People
Policy & Strategy
Partnerships &
Resources
Results
Quality Management Systems Overview
• ISO
• A primary source for many
companies
• Includes several standards
• QMS is described in
ISO9000
• TQM
• Philosophy for continuous
improvement
• Key Elements
•
•
•
•
•
Quality starts with customer
Commitment to continuous
improvement
Measurement
Employee empowerment
Quality is a market
differentiator
Performance
Measurement
Performance
Management
Body of
Knowledge
Service Level
Agreements
Policies & Playbooks
Standard Metrics &
Benchmarks
Industry &
Performance
References
Control Plans
Quality Control &
Assurance
Training
Customer Satisfaction
Surveys
Standard Reports
Results
Customer
Expectations
Quality Management Systems Overview
Continuous
Improvement Projects
Organizational Structure, Roles, & Responsibilities
Paul Henry and Robert Dawkins - 2012
Quality Management Systems Overview
Benefits to Facility Managers
–
–
–
–
–
Aligns processes and systems
Provides “listening” post to gauge performance
Facilitates a learning organization
Builds a body of knowledge
Identifies improvement opportunities
QMS Components and Facility
Management
QMS Components and FM
Four primary QMS components
1.
2.
3.
4.
Defining customer expectations
Measuring Performance
Managing Performance
Creating a Body of Knowledge
QMS Components and FM
1. Defining Customer Expectations
A. Key Questions
•
•
•
•
•
•
What is to be done?
Where is it to be done?
How often is it to be done?
What does success look like?
How will performance be measured?
Is there a regulated standard to be met?
QMS Components and FM
1. Defining Customer Expectations
B. Documentation
•
•
•
•
The answers to the key questions
Service parameters
Relevant metrics
Target results
QMS Components and FM
2. Measuring Performance
A. Identify metrics
• Good sources of standards
– IFMA
– BOMA
– RS Means
• Use balanced approach
– People, place, process and cost
– Efficiency and effectiveness
QMS Components and FM
2. Measuring Performance
B. Set Targets
• Use benchmarks
• Use process experience
C. Perform Quality Control and Assurance
• Quality Control – “compliance” evaluations meant
to prevent issues prior to occurrence
• Quality Assurance – inspection of end result to
confirm it meets standard
QMS Components and FM
2. Measuring Performance
D. Collect and Analyze Data
• IWMS and CMMS
• Consider value of information
versus cost of data collection
QMS Components and FM
3. Managing Performance
A. Use Policies, Standards and Tools
• Standard work provides the opportunity for evaluation
B. Use control plans
• Set tolerances for metrics
• Define actions in event performance reaches “warning” level
C. Establish standard reports
• Align with customer expectations and needs
• Conduct correct graphical and statistical analysis
QMS Components and FM
4. Creating a Body of Knowledge
A. Reference Materials • Good practices from inside/outside the organization
• Original Equipment Manufacturer information
• Internal Standards
B. Archived Results
• Exception reports
• CMMS or IWMS data
• Monthly and Quarterly Reports
C. Project Documentation
Performance
Measurement
Performance
Management
Body of
Knowledge
Service Level
Agreements
Policies & Playbooks
Standard Metrics &
Benchmarks
Industry &
Performance
References
Control Plans
Quality Control &
Assurance
Training
Customer Satisfaction
Surveys
Standard Reports
Results
Customer
Expectations
Quality Management Systems Overview
Continuous
Improvement Projects
Organizational Structure, Roles, & Responsibilities
Paul Henry and Robert Dawkins - 2012
Knowledge to Action
Knowledge to Action
The QMS...
– Helps identify issues by providing data
– Provides references to bring issues into
control
Occasionally, a CI project is needed to regain control...
Knowledge to Action
Numerous CI process options
– Six Sigma
– Lean Six Sigma
– 8 Disciplines
– Plan-Do-Check-Act
– Theory of Constraints
There are several elements common to these methods...
Knowledge to Action
Linking Continuous Improvement and Quality Management Systems
Common CI Method
Characteristics
Empirical Problem Statements
Root Cause Identification and
Analysis
Solution Development and
Testing
Impact Verification
Quality Management System Component

Service Level Agreements – Defined metrics and targets

Measured Performance Gaps – Whether under- or overachieving these
gaps point to an opportunity to improve cost, delivery time or satisfaction

Standards Compliance – Measuring compliance with job or process
requirements helps determine if the issue is the process design or
execution.

Process Trends – Measuring over time allows analysis to determine if the
result is normal variation or if there is really a change. Trends also require
additional investigation to understand the reason for the results.

Standards – Documented work requirements makes it easier to identify
and implement improvements.

Projects –Properly documented CI improvements are more easily
leveraged across the organization.

Standard Metrics and Measurement System – Confirmation of operational
and financial impact.
A QMS Case Study
•
•
•
•
Facility Type: Headquarters
Facility Size: 6 million square feet
Facility Occupancy: Approximately 18,000
Facility Management Services:
–
–
–
–
–
–
Cleaning
Dining and Catering
Shipping/Receiving
Mailroom
Sundries Shop
Reception
The FM – Specific QMS
1. Defining Customer
Expectations
–
–
Jointly developed service
levels and associated
metrics
Consolidated various data
streams
•
•
•
–
Customer Satisfaction
Vendor Inspections (QA)
Client Inspections (QA)
Peer benchmarking
2. Measuring Performance
–
–
Key Performance
Indicators (KPI) for all
services
Ability to stratify data by
building and floor
Let’s focus the case study
on client satisfaction with
cleaning...
The FM – Specific QMS
3. Managing Performance
–
–
–
–
Gap analysis against 50
metrics
Ability to isolate issues to
specific buildings and
floors
Data analysis identifies
training and performance
issues
Trend analysis identifies
systemic issues
4. Creating a Body of
Knowledge
–
–
Monthly Operating
Reviews
Documentation of lessons
learned
The QMS enhancements
have resulted in 100 basis
point improvement in client
satisfaction in six months!
Facility Services – Site Cleaning
Detail YTD Performance
Volume
CPC Performance
Financial
Consumable Cost
Service Delivery
Speed & Quality
Client Satisfaction
Overall
Due to change in metric, 2010 comparative data is not available
Overall Satisfaction by Month
4.50
350
314
3.53 3.49 3.57
3.50
4.02
3.78
4.00
4.12
3.62
3.44
3.28
3.67
3.62
3.58
3.38
260
3.76
3.85 3.92
3.86
3.79
3.85
300
3.49
250
2.50
160
160
143
2.00
1.50
191
179
169
167
163
154
144
142
200
181
155
159
158
150
102
87
100
72
1.00
50
0.50
2011
2012
Year & Month
Overall Satisfaction
Number of Survey Responses
2012_08
2012_07
2012_06
2012_05
2012_04
2012_03
2012_02
2012_01
2011_12
2011_11
2011_10
2011_09
2011_08
2011_07
2011_06
2011_05
2011_04
2011_03
0
2011_02
0.00
2011_01
OSAT
3.00
Victor Scharafanow
Rosie Sundheim
Osman Mohamed
Norma Aguila Carbajal
2012
2011
2010
Nieves Chavarin Flores
Joel Reyes Gonzalez
Fahmud Abdi Ali
Alejandro Dominquez Martinez
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Overall Satisfaction Performance by Building
5.00
5.00
5.00
30
4.80
4.50
4.50
4.36
25
4.00
4.00
3.75
3.67
4.20
4.11
4.11
4.00
25
4.00
3.65
3.64
3.48
20
20
19
3.14
3.00
OSAT
3.00
15
14
2.00
12
11
10
10
9
7
1.00
6
5
5
5
4
3
2
2
1
2
1
0.00
0
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
2012
201
207
209
216
218
220
223
224
225
230
235
236
243
250
251
252
260
270
275
Lead
Overall Satisfaction
Number of Survey Responses
Overall Satisfaction by Building and Floor
5.00
10
9
4.00
8
Overall Satisfaction
7
3.00
6
5
2.00
4
3
1.00
2
1
0.00
0
2012_08
2012_08
2012_08
2012
2012
2012
1
3
5
225
Building, Year, Month and Floor
Overall Satisfaction
Count of PanelistIdQuestion
Building Control Plan - Drivers of Dissatisfaction - OSAT 1 to 3
Survey Data: May to August 2012
-5
Sum of SC Cultural Ethnicity of Staff
Sum of SC Uniforming
Sum of SC Doors
Sum of SC Window(s)
Sum of SC Wet Floor Signs
Sum of SC Vacuumiung
Sum of SC Vacuuming During Day
Sum of SC Trash - Timing
Sum of SC Trash - Recycling
Sum of SC Trash - Office Bins Returned
Sum of SC Trash - Missed
Sum of SC Trash - Frquency
Sum of SC Trash - Common Area Trash Overflowing
Sum of SC Thoroughness
Sum of SC Stairwell Cleanliness
Sum of SC Staff Profressionalism
Sum of SC Staff - Postive
Sum of SC Staff - Negative
Sum of SC Smell of Cleaner
Sum of SC Showers
Sum of SC Service Request Failure
Sum of SC Schedule - When?
Sum of SC Safe Work Practices
Sum of SC Productivity
225
Sum of SC Plant Engineering Maintenance
Sum of SC Pest / Rodents
Sum of SC Personal Hygeine
Sum of SC Office Chairs
Sum of SC Noise Level
Sum of SC Microwave Cleanliness
5
4
3
2
1
Sum of SC Lights Left On
Sum of SC Language
Sum of SC Lab Floors / Hallways
Sum of SC Interrupt Meetings
Sum of SC Information - ARAMARK Hospitality Services
Sum of SC Glass
Sum of SC Feminine Hygeine Machines
Sum of SC Escalators
Sum of SC Entrances
Sum of SC Emergency Response
Sum of SC Elevators Lockdown
Sum of SC Elevator Cleanliness
Sum of SC Dusting
Sum of SC Day Cleaning is Embarassing
Sum of SC Day Cleaning
Sum of SC Conference Rooms
Sum of SC Conference Room Chairs
Sum of SC Cleaning Practices
Sum of SC Cell Phone
Sum of SC Carpet Cleanliness
Sum of SC Can Liners
Sum of SC Bathroom - Supplies
Sum of SC Bathroom - Multiple Closed
Sum of SC Bathroom - Dispensers
Sum of SC Bathroom - Closed
Sum of SC Bathroom - Cleanliness
Sum of SC Back to Self Op
0
Top 15 Comments
August 2012 Survey Data
Bldg
Floor
201 1
1B
2
B
201 Total
207 B
207 Total
209 1
B
209 Total
216 1
2
3
B
G
216 Total
218 2
218 Total
220 10
11
12
14
4
5
6
7
8
9
220 Total
223 1
3
4
5
6
223 Total
224 1
2
3
4
5
6
224 Total
Data
Staff +1 Vac / Day1 Vacuuming1 BR Clsd1 Tr Freq1
0.0%
0.0%
0.0%
7.7% 0.0%
0.0%
0.0%
0.0%
0.0% 0.0%
4.0%
0.0%
0.0%
0.0% 33.3%
0.0%
0.0%
0.0%
0.0% 0.0%
4.0%
0.0%
0.0%
7.7% 33.3%
0.0%
0.0%
0.0%
0.0% 0.0%
0.0%
0.0%
0.0%
0.0% 0.0%
0.0%
0.0%
0.0%
0.0% 0.0%
0.0%
0.0%
0.0%
0.0% 0.0%
0.0%
0.0%
0.0%
0.0% 0.0%
0.0%
0.0%
0.0%
7.7% 0.0%
0.0%
0.0%
0.0%
0.0% 0.0%
0.0%
0.0%
0.0%
0.0% 0.0%
0.0%
0.0%
0.0%
0.0% 0.0%
0.0%
0.0%
0.0%
0.0% 0.0%
0.0%
0.0%
0.0%
7.7% 0.0%
0.0%
0.0%
0.0%
0.0% 0.0%
0.0%
0.0%
0.0%
0.0% 0.0%
0.0%
0.0%
0.0%
0.0% 0.0%
4.0%
0.0%
0.0%
0.0% 0.0%
4.0%
0.0%
0.0%
0.0% 0.0%
0.0%
0.0%
0.0%
0.0% 0.0%
4.0%
0.0%
0.0%
0.0% 0.0%
0.0%
0.0%
0.0%
7.7% 0.0%
0.0%
7.1%
0.0%
0.0% 0.0%
0.0%
0.0%
0.0%
0.0% 0.0%
0.0%
7.1%
0.0%
0.0% 0.0%
4.0%
0.0%
0.0%
0.0% 0.0%
16.0%
14.3%
0.0%
7.7% 0.0%
0.0%
0.0%
0.0%
0.0% 0.0%
0.0%
7.1%
0.0%
7.7% 0.0%
4.0%
0.0%
0.0%
0.0% 0.0%
0.0%
0.0%
0.0%
0.0% 33.3%
4.0%
0.0%
0.0%
0.0% 0.0%
8.0%
7.1%
0.0%
7.7% 33.3%
4.0%
0.0%
16.7%
0.0% 0.0%
0.0%
7.1%
33.3%
0.0% 0.0%
0.0%
0.0%
0.0%
0.0% 0.0%
0.0%
0.0%
0.0%
23.1% 0.0%
0.0%
7.1%
0.0%
7.7% 0.0%
0.0%
28.6%
0.0%
7.7% 33.3%
4.0%
42.9%
50.0%
38.5% 33.3%
Day Clng1 BR Clng1 BR Supp1 Thorough1 Dusting1 Tr Missed Plant Eng.1 Int Mtgs1 Tr Timing1 Tr Common1
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
50.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
50.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
11.1%
20.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
11.1%
20.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
20.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
20.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
14.3%
0.0%
0.0%
0.0%
0.0%
0.0%
20.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
20.0%
0.0%
0.0%
14.3%
0.0%
0.0%
0.0%
0.0%
0.0%
20.0%
60.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
14.3%
0.0%
0.0%
0.0%
0.0%
50.0%
0.0%
20.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
11.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
14.3%
11.1%
0.0%
0.0%
0.0%
50.0%
0.0%
20.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
33.3%
0.0%
0.0%
0.0%
0.0%
0.0%
14.3%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
20.0%
0.0%
0.0%
0.0%
20.0%
0.0%
0.0%
0.0%
0.0%
22.2%
0.0%
0.0%
66.7%
0.0%
40.0%
0.0%
0.0%
0.0%
28.6%
11.1%
0.0%
0.0%
0.0%
0.0%
0.0%
20.0%
50.0%
25.0%
42.9%
33.3%
20.0%
0.0%
100.0%
0.0%
60.0%
20.0%
50.0%
25.0%
Total
1.0%
0.0%
1.9%
0.0%
2.9%
1.0%
1.0%
0.0%
0.0%
0.0%
1.0%
1.9%
0.0%
0.0%
0.0%
2.9%
0.0%
0.0%
1.0%
1.0%
1.0%
0.0%
1.0%
1.9%
1.0%
0.0%
2.9%
1.9%
11.4%
0.0%
4.8%
1.0%
1.9%
1.0%
8.6%
1.9%
3.8%
1.0%
4.8%
7.6%
11.4%
30.5%
Last
Ranking
% Total
Staff +
Vacuuming During Day
Vacuuming
Bathroom Closed
Frequency of Trash
Day Cleaning
Bathroom Cleanliness
Bathroom Supplies
Thoroughness
Dusting
Trash Missed
PE Maintenance
Interrupt Meetings / Offices
1
2
3
4
5
6
7
8
9
10
11
12
14
This
Ranking
% Total
1
2
3
4
5
6
7
8
9
10
11
12
13
Total
Comments
746
560
497
495
460
306
267
127
116
107
98
95
74
Number of Surveys w/ Comments
% of Total Surveys Completed
Avg # of Comments per Survey
Total Comments
Total Surveys Completed
% of Total
15%
11%
10%
10%
9%
6%
5%
3%
2%
2%
2%
2%
2%
Running
Summary
5/31/2012
15%
27%
37%
47%
56%
63%
68%
71%
73%
75%
77%
79%
81%
2,922 56%
56%
1.7
4,886
5,190
6/30/2012
7/31/2012
8/31/2012
46
16
14
9
5
8
3
0
2
3
1
6
0
40
15
12
16
5
4
6
0
6
2
3
1
0
29
12
13
13
2
5
10
1
4
6
5
3
1
25
14
6
13
3
7
9
5
2
3
2
5
5
90
58%
1.5
134
154
92
60%
1.5
141
154
78
51%
1.6
126
154
78
49%
1.7
135
158
Change
From
Previous
Survey
-4
2
-7
0
1
2
-1
4
-2
-3
-3
2
4
Top 80% of Total Comments by Survey Period
50
45
40
30
25
20
15
10
5
5/31/2012
6/30/2012
7/31/2012
8/31/2012
Interrupt Meetings /
Offices
PE Maintenance
Trash Missed
Dusting
Thoroughness
Bathroom Supplies
Bathroom
Cleanliness
Day Cleaning
Frequency of Trash
Bathroom Closed
Vacuuming
Vacuuming During
Day
0
Staff +
Total Count
35
Conclusion
• FM seeks “integration of people, place, process
and technology
• QMS provides integration of various systems to
achieve FM goal
Client
Expectations
Performance
Measurement
Performance
Management
Body of
Knowledge
Thank You!
For attending this
educational offering at
IFMA’s World Workplace.
Be sure to evaluate the session at
the registration kiosk or online at
http://ceu.experient-inc.com/WWC121