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Background & the jargon 1 / 2

Background & the jargon 1 / 2. Facility The building itself? Entity - a legal term A place where services / goods are created / sold? Facilities what’s available for use within the building? Customers / public / staff

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Background & the jargon 1 / 2

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  1. Background & the jargon 1 / 2 • Facility • The building itself? • Entity - a legal term • A place where services / goods are created / sold? • Facilities • what’s available for use within the building? • Customers / public / staff • “the premises and services required to accommodate and facilitate the business activity” (Langston & Lauge-Kristensen 2002 p. 3)

  2. Background & the jargon 2 / 2 • Facility Management • aligning infrastructure to strategic intentions of the organisation • PMS - the property management system?? • ERP - enterprise resource planning • merging HR with facilities using interconnecting databases and management practices • increasing productivity through a better environment • Spatial, organisational, financial, technological • a holistic view of the workplace & workspace

  3. The Facilities Manager 1/3 [Langston & Lauge-Kristensen 2002, p. 6] • More than “the maintenance man” • A new concept for hotel / hospitality operations • previously done by several management staff - at an operational level • engineering / rooms division • tended to be reactive rather than proactive So what does the modern FM need to be able to do??

  4. The Facilities Manager 2/3[Langston & Lauge-Kristensen 2002, p. 6] • The FM needs to be able to: • see the Big picture • understand both facilities and customers • undertake financial analysis • measure facility performance • objectively evaluate best options for facility customers • be flexible and able to make radical changes • be innovative

  5. The Facilities Manager 3/3 [Langston & Lauge-Kristensen 2002, p. 6] • The FM really needs as many of the following competencies as possible: • Strategic management • Space management • Information management • Risk management** • HR management • Financial management • Operations / maintenance management • Real estate management • Project management • Asset management • Quality assurance / management • Conflict management

  6. The process of facilities • Feasibility study / Needs analysis • (re)Design • (re)Construction • Deliverables • Management of Operations • Maintenance • Obsolescence / refurbishment • Sale

  7. Design some buildings & design issues

  8. Design [Ransley in Ransley & Ingram 2004, pp. 43-58] • “Perhaps the most basic difficulty for the neophyte hotel designer is learning that hotel operations must earn a profit out of its building. In a hotel, you are both leasing to the public every night and catering to their every need. Therefore, rather than a monument of mere rental space, a hotel must provide a total living environment, with all the needed multicomplex functions and activities” (p. 57)

  9. Design 1 (4)[Ransley in Ransley & Ingram 2004, pp. 43-58] • Design? • Design = Form + Function • From vision to reality • Drawings, planning, operations • Developing the building and facilities to meet changing customer needs / trends • The design process • Concept • Design brief • Costing • Detailed design • Tenders • Implementation

  10. Design 2 (4)[Ransley in Ransley & Ingram 2004, pp. 43-58] • Why bother with design?? • Marketing reasons • Ambience • Operations • Maintenance • Capital costs • Whole-of-building design • Environmentally sustainable buildings / design

  11. Design 3 (4)[Ransley in Ransley & Ingram 2004, pp. 43-58] • Some elements of design • Single use facility • the hotel / office / serviced apartments • Flexibility of use • Change to accommodation / seating / capacity • Incorporate new trends (Internet / wireless technologies) • Sensory design issues • Lighting / Sound / Colours / Soft furnishing • Interior • Best practice for front & back of house • Guests / public / staff • Exterior • Best presentation of the hotel as a building • Landscaping / signage / lighting / entrance • Minimal maintenance: extended lifespan of products • Passive building (natural heat / cool / air flow)

  12. Design 4 (4)[Ransley in Ransley & Ingram 2004, pp. 43-58] • Factors affecting design • Corporate objectives / policy • Concept - ideas / market orientation • Location • Function - capacity / space utilisation • Aesthetics - style / character / integration • Budget / costs • Organisation - strategies / life cycle • Logistics - critical dates / contractors • Type of building - heritage listed?

  13. Technology & Design • Technology in materials • Use of pre-fabricated elements in building • Less risk (fire / water / redundancy) • CAFM / CIFM / CAD • Computer-aided FM • Computer-integrated FM • Computer-aided design • Integrating the workspace with building design • Impact on both staff and guests • CMMS • Computerised maintenance managementsystems • Linking the building with the organisation’ssystems

  14. Of course your case studies and projects will not be like this….

  15. Tutorial activity • How will the design of the property impact down the line on the condition and management of the facility? Think of a property you have worked in or visited – perhaps there are some design flaws that have even created inherent risks!

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