Operations & Maintenance Benchmarking Report Results · Education 65 $2.29 Manufacturing 57 $1.86...
Transcript of Operations & Maintenance Benchmarking Report Results · Education 65 $2.29 Manufacturing 57 $1.86...
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Operations & Maintenance
Benchmarking Report
Results
Jake Smithwick, PhD, FMP, SFP
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• Become a client of choice
– Vendors want to send their best people
– Identify & leverage expertise
– Know how to work with experts
• Become a contractor of choice
– Use performance information to drive behaviors
– Win more work with expertise
– Increase profit margins
• Benchmarking, exploratory, talent development, education and training, policy & regulations, standards & templates
Simplar Institute
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Survey Implementation74%
9%
17%
In-house FM OutsourcedFM
Other
• 2,177 responses
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Overall Building Data• 55,969 buildings across 15,784 locations
– Total Gross Exterior Area of Buildings Surveyed = 1.8B SF (avg: 2.2M sf)
– Total Rentable Area = 1.7B SF (avg: 970K sf)
– Sitting on 1M+ acres of Property (avg: 50 acres)
• Average Age of Facility = 45 years
4%
8%6%
8%12%
26% 27%
9%
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Facilities by Region
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Facility Use
58%
13%7% 4% 2%
16%
0%
10%
20%
30%
40%
50%
60%
70%
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Industry Representation – by sector
Manufacturing, 10%
Institutions, 65%
Services, 26%
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Institutional Representation
62%
16%
10%
3% 2% 2% 1% 1% 1% 1% 2%0%
10%
20%
30%
40%
50%
60%
70%
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Type of space being reported on
2009
Single Building
58%
Multiple Buildings
in Multiple Locations
16%
Multiple Buildings
in One Location
18%
Space within a building
7%
2017
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Facility Setting
2009
Business Park8%
Central Business District
50%
Industrial park5%
Rural Area4%
Secondary downtown
12%
Suburban area21%
2017
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Ownership Status
2009
79%
17%
4%
Own andoccupy
Lease as atenant
Own and leaseto others
2017
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Sustainability Efforts
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one green building
28%
plan for green
4%green
elements46%
no green elements
22%
Sustainable O & M Practices
2009 Report
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Recycling Initiatives
2009 Report
2%
6%
17%
34%
35%
70%
71%
72%
74%
76%
80%
81%
92%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
NONE
Other, please specify
Carpet
Kitchen oil
Construction debris
Plastic
Computer parts
Ink cartridges
Batteries
Flourescent light bulbs
Cardboard
Aluminum cans
Paper
36% solid waste diverted from landfill
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Sustainability Programs
32%
24%
26%
28%
40%
0% 10% 20% 30% 40% 50%
NONE
Formal measuring process
Environmentally-preferredpurchasing
Life cycle assessment
ENERGY STAR or similar
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Utility Consumption
0%
0%
0%
0%
0%
0%
0%
1%
0%
0%
1%
1%
3%
1%
3%
3%
5%
8%
8%
21%
5%
4%
7%
3%
8%
2%
2%
2%
2%
3%
0%
1%
2%
1%
3%
More than 1,000,000
500,001-1,000,000
200,001-500,000
100,001-200,000
100,000 or less
Change in Utility Consumption
Faci
lity
Size
(R
SF)
More than 10% increase 5.1% to 10% increase 0.1% to 5% increase
No change in consumption (0%) 0.1% to 5% decrease 5.1% to 10% decrease
More than 10% decrease
decreasing consumption…
42% reported
decreased consumption
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Reasons for Changes in Utility Consumption
Decreased number of
heating days7%
Other9%
Implementing specific energy management / conservation
practices70%
Net usage reduction
10%
Reducing total space
4%
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Water Conservation
Climate Zone NLow
flow
Waterless
urinals
Cooling
tower
Rain
harvest
Native
Plants
Computer.
irrigation
Reduced
irrigation
Reclaimed
waterOther
Hot-Humid 69 12% 4% 20% 10% 16% 11% 15% 29% 20%
Mixed-Humid 139 30% 27% 34% 38% 26% 26% 25% 29% 40%
Hot-Dry 54 9% 8% 9% 5% 14% 13% 15% 11% 10%
Mixed-Dry 4 0% 0% 0% 0% 1% 1% 1% 4% 0%
Cold 122 31% 35% 20% 29% 24% 26% 25% 4% 10%
Marine 68 12% 19% 9% 14% 13% 17% 15% 18% 20%
CN2 25 4% 8% 7% 5% 5% 6% 4% 7% 0%
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Detailed O&M Costs
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Overall Janitorial CostsFacility Use N $/RSF
Mixed Use office 470 $2.32
Courthouse 265 $2.04
Headquarters 220 $2.26
Branch/Regional Office 87 $1.68
Education 65 $2.29
Manufacturing 57 $1.86
Research & Development 42 $1.93
Medical Office 28 $2.57
Warehouse 30 $1.83
Multi-use 21 $1.02
Museum 16 $2.88
Community Center 14 $1.40
Transportation 14 $4.83
Costs have increased by about
40% since previous report
Country/Region N $/RSF
Canada 25 C $3.62
New England 79 $2.12
Northeast 92 $2.91
Mid-Atlantic 235 $2.53
Southeast 139 $1.90
Midwest 109 $1.81
North Central 77 $1.96
Heartland 121 $1.87
South Central 207 $2.07
Mountain 118 $1.93
Pacific 218 $2.29
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Overall Maintenance Costs
Facility Use N
External
Building
Interior
Systems Roads
Utility
System
Process
Treatment
Other
Costs Total
Mixed Use office 524 $0.40 $1.49 $0.26 $1.07 $0.18 $0.42 $2.71
Courthouse 267 $0.04 $2.15 $0.15 $0.39 $0.04 $0.40 $2.40
Headquarters 223 $0.43 $1.44 $0.46 $1.13 $0.14 $0.62 $3.95
Medical Office 81 $0.37 $1.99 $0.45 $1.15 $0.36 $0.93 $6.27
Manufacturing 62 $0.33 $1.14 $0.38 $0.86 $0.47 $0.90 $4.65
Education 61 $0.24 $1.05 $0.50 $0.61 $0.12 $0.47 $2.64
Research &
Development 43 $1.18 $2.51 $0.67 $2.51 $1.04 $1.24 $5.41
Warehouse 31 $0.28 $1.55 $0.78 $0.86 $0.31 $0.52 $3.16
Transportation 18 $0.35 $1.62 $0.04 $2.17 $0.93 $1.27 $2.41
Multi-family 15 $0.00 $1.66 $0.15 $0.01 $0.01 $0.06 $1.67
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Maintenance Costs by Region
Region N $/RSF
Canada 31 C $4.75
New England 81 $4.00
Northeast 89 $4.13
Mid-Atlantic 256 $2.96
Southeast 142 $2.78
Midwest 108 $2.74
North Central 76 $2.97
Heartland 118 $2.85
South Central 315 $5.39
Mountain 118 $3.07
Pacific 223 $4.31
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Maintenance Spending
Preventative41%
Reactive43%
Predictive16%
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Maintenance Productivity Metrics
Maintenance Metric Percentage
Percentage of work orders closed on time 48%
Preventive maintenance backlog 47%
Time to respond to work requests 47%
Number of service complaints 46%
Time to repair work requests 45%
Cost per area ($ / SF) 38%
Corrective backlog maintenance completion 33%
Equipment downtime 31%
Adherence to Planned Maintenance (time / meter reads) 29%
Percentage of budget spent on breakdown (unplanned) 26%
Money per Number of FTEs 17%
Other metrics 2%
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Overall Utility Costs
Facility Use N Electricity Fuel Oil
Natural
Gas Steam Water Sewer Other Total
Headquarters 82 $2.12 $0.01 $0.20 $0.22 $0.25 $0.14 $0.52 $2.53
Mixed Use office 35 $3.72 $0.15 $0.26 $0.03 $0.67 $0.16 $1.02 $4.63
Branch Office 28 $1.85 $0.01 $0.16 -- $0.80 $0.10 $0.03 $2.61
Education 23 $1.33 $0.11 $0.83 $0.11 $0.14 $0.06 $0.32 $2.43
Transportation 11 $1.41 -- $0.06 -- $0.50 $0.84 -- $3.78
Medical Office 6 $1.72 $0.03 $0.37 -- $0.27 $0.10 -- $2.38
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Utility Costs by RegionRegion N $/GSF
Canada 12 C $2.94
New England 11 $4.82
Northeast 17 $7.21
Mid-Atlantic 30 $7.01
Southeast 26 $2.93
Midwest 24 $3.06
North Central 16 $1.91
Heartland 28 $3.11
South Central 19 $1.77
Mountain 21 $2.35
Pacific 71 $3.80
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Security Operations Does FM provide
security operations? If “Yes”…
Facility Use N Yes No $ / RSF
Number of FTEs
Headquarters 282 51% 49% $1.96 9
Mixed Use office 118 47% 53% $1.20 7
Education 81 37% 63% $4.56 3
Branch/Regional Office 81 41% 59% $2.09 4
Manufacturing 78 49% 51% $1.98 4
Research & Development 46 39% 61% $1.77 10
Multi-use 28 32% 68% $0.37 3
Warehouse 23 35% 65% $0.57 4
Museum 19 21% 79% $1.12 4
Community Center 18 50% 50% $2.94 6
Lodging & Hospitality 18 56% 44% $1.37 4
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Customer Satisfaction
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Occupant / Customer Satisfaction
Never 34%
Twice per year9%
Quarterly7%
Every Year31%
Other frequencies
19%
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63%56%
43%
25%
4% 2%0%
20%
40%
60%
80%
Using the Information
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Organizational Culture
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1 2 3 4 5 6
Def
erre
d M
ain
ten
ance
Co
sts
High AgilityLow Agility
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Respondent Profile
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Where does FM report and reside?23%
14%12%
11%9% 9%
6%
2% 1% 1%
10%
0%
5%
10%
15%
20%
25%Reside
Report
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Educational Attainment
4%
18%
5%
11%
41%
21%
High schoolgraduate, no
college
Some college, nodegree
Vocationaldegree
Associate'sdegree
Bachleor's degree Master's degree
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Generational Affiliation
53%
37%
10%
Baby Boomer(born 1946 - 1964)
Generation X(born 1965 - 1978)
Generation Y(born 1979 - 1997)
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Best Practices for Outsourcing
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Just because something is written in a contract
does not make it so
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High
Low
Owners
“The lowest possible quality
that I want”
Vendors
“The highest possible value
that you will get”
Minimum
Problem with Traditional Approach
High
Low
Maximum
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What we have seen…
40
Client
Vendor
Vendor
Vendor
Vendor
Vendor
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What we have seen…
41
Client
Vendor
Vendor
Vendor
Vendor
Vendor
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What we have seen…
42
ClientVendor
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What we have seen…
43
Client Vendor
Client PM & Team Vendor PM & Team
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“The Greatest Risk we always face is how to accomplish all
the things that our sales team promised we could do.”
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How do we alignour project teams and deliver
higher performance?
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• Selecting High-Performing Teams
• Leveraging the Expertise in High-Performing Teams
• Developing High-Performing Teams
Working Like Experts
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1. Selecting High-Performing Teams
2. Leveraging the Expertise in High-Performing Teams
3. Developing High-Performing Teams
Working Like Experts
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1. Be attractive to experts, a client of choice
2. Compete the People / Teams (not just the companies)– Performance Information on the specific, critical people– One-on-Ones
3. No Favorites, No Bias – anonymous proposals
4. Limited pages
5. Share the budget
Selecting HPT: People First Approach
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• Selecting High-Performing Teams
• Leveraging the Expertise in High-Performing Teams
• Developing High-Performing Teams
Working Like Experts
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Selecting…
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Client
Vendor
Vendor
Vendor
Vendor
Vendor
Plan
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…Leveraging
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Client Vendor
Client PM & Team Vendor PM & Team
Plan
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• Selecting High-Performing Teams
• Leveraging the Expertise in High-Performing Teams
• Developing High-Performing Teams
Working Like Experts
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PM 1 PM 2 PM 3 PM 4
Procurement Officer 1 Procurement Officer 2
Director
Contractor 1
Contractor 2
Contractor 3
Contractor 4
Contractor 3
Contractor 6
Contractor 1
Contractor 8
Contractor 9
Contractor 7
Contractor 7
Contractor 2
Contractor 4
Contractor 8
Contractor 9
Contractor 2
Moving Towards a Transparent Performance Environment
Director 1 Director 2
PM 1 PM 2 PM 3 PM 4
Vice President
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Overall Performance
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Example: Custodial Services• Initial 3-Year Contract (total 10 years with renewal options)
• Services commenced August 1st, 2011
• Budget: $6.2M per year
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Current Status• Implemented fully online work order tracking system
• Service performance of Quality Assurance Inspections
(percent Met or Exceeding required service levels)
*based on approximately 250 inspections per year
• Comprehensive SLA for various performance criteria– Emergency & Non-Emergency Response Times
– QA Inspection Results, # of Callbacks, Scheduled & Special Events
Historical Rate (previous 5 years)
BVYear 1
BV Year 2
85% 92% 97%
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One-minute Takeaway
1. Overall, janitorial and maintenance costs are rising
2. Large contingent of FMs that don’t collect customer satisfaction
3. Organizational culture has an impact on costs
4. Significant improvements made in energy savings