Sustainable Facilities Management Practices involve a clear set of objectives, methods, and processes aimed at maximizing performance of the built environment with respect to economic and environmental resources in concert with meeting organizational mission needs.
Concurrent planning, design, construction, and operation throughout the lifecycle of a built structure across disparate multidiscipline teams operating in a transparent and collaborative manner, in concert with real property owner leadership, commitment, and accountability are core requirements.
Robust strategies and support tools have also been developed for the implementation of sustainable facilities management and are continuing to evolve.
The majority of repair, renovation, maintenance, and new construction projects fail to be delivered on time or within with a satisfactory standard, or on budget despite the adoption various new technologies and tools such as BIM, CMMS, IWMS, CAFM, ERP, LPS, 5S, 5Whys, Gemba, etc. The reason rests in the absence of an effective philosophy and supporting framework to manage and leverage working relationships and information shared between owners, architects, engineers, builders, building users, and facilities management.
Core elements of sustainable facilities management
- Owner leadership capacity, commitment, and accountability
- Team unity, commitment, and focus based upon the establishment of clear, mutually beneficial goals
- Significant investment in intitial and ongoing training for all participants and stakeholders
- Common, shared information environment
- Objective, current, verifiable, and granular construction task data shared throughout the project lifecycle
- Programmatic framework consistently applied to all projects
- Quantitative performance indicators
- Regular third-party audits
Coordination between organizations and crews can only be accomplish via early and ongoing information sharing among all participants and stakeholders.
Cost reduction/increased productivity results from learning that occurs within a shared information environment and the associated reduction of errors throughout the project duration and associated rework.
Primary failure points for repair, renovation, maintenance, or new construction projects include;
- Poor owner leadership
- Selection of wasteful project procurement and project delivery methods.
- Lack of objective local market granular line item labor, material, and equipment costs information and/or failure to share information this and all relevant information with all project partcipants.
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