Case Study – FM Review and
Performance Improvement
(Manufacturing Business)
Introduction
The Project Objective was to “Develop Real Estate (including FM to become a valued strategic partner to the “Operating Companies” (clients within the core business) and to positively impact business performance.”Our client is a manufacturer and in the United Kingdom employs about 14,000 people. They are active in more than 200 countries globally, focusing on the areas of electrification, automation and digitalisation and are one of the world’s largest producers of energy-efficient, technologies.
Problem Statement
The project was sponsored by the Real Estate department who recognised that their own in-house team and the supply chain were not supporting the Operating Companies effectively and efficiently. They wanted to Understand how effectively the Intelligent Client function specifically and the FM service generally is meeting business requirements Identify an improvement plan that has buy in from the business units, Intelligent Client function and other appropriate stakeholders.
Sample
Workflow
The project developed under three main stages. The first stage was to interview the key stakeholders at a strategic and tactical level including customers, client real estate team and supply chain (FM managers and account management). The second stage was to address findings in a workshop with the in-house team and supplier. The third stage was to identify and implement projects that would rectify the key issues identified by the stakeholders.
Solution
After Stage 1 it was identified the following improvements were required:Real Estate Team (including supply chain) needed greater clarity of roles (avoiding duplication and ensuring more accountability), more structured meeting and performance review processes, clarity over corrective action planning (CAP) ensuring appropriate delegation of responsibility, development of better KPI’s to reflect performance of both the supply chain and in-house management (and ensuring that data collection time is minimised), customer satisfaction more effectively managed as part of performance management and CAPincreased value for money through better “project” procurement processesgreater visibility of costs with the Operating Companies
Value
Until our involvement, the in-house team / supply chain were not working effectively together to deliver an efficient and effective service and the “Real Estate” client had poor relationships, with the operating Companies. We provided the catalyst for change by providing an independent view that analysed the strengths and weaknesses of the current service. By implementing our recommendations:the client developed a real estate team that was accountable and had clear rolesthere was a clear meeting structure including inputs and outputs to support the unified teamhad a performance management system with clear KPI’s that reflected the requirements of the Operating Companies whilst minimising data collectionhad a more visible corrective action planning process which supported continuous improvement
Conclusion
Ripper Associates helped the client identify the projects necessary to improve the issues identified, monitored progress in on-line meetings and supported the development of appropriate documentation. We also worked with the client to develop a Steering Group for the project and reported to this group throughout the project.
£400M
FM Services
1M sqm
Property Strategies
£1bn
FM Reviews
1997
Established
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