It might be fairly easy for you to obtain work order turn-around time, square foot per person and energy consumption data from your numerous automated systems and customer surveys. On the other hand, there is another effective untapped data resource to which you have access that can also tell a great story.
Do you have any idea how many different Facility Management services you provide to your organization?
Try this exercise: Make a list of all the products and services you offer to your organization. It might sound like a overwhelming task, but it is a valuable one. When you finish this list you will probably be stunned at the total number. If you don’t know how many services your FM department offers, how can anyone else in your organization recognize, let alone understand how much you do to make the building hum so quietly? This is a great data point — one that you should be pleased with and communicate loudly.
A facility team was interested in creating more awareness of the services their department provided to the organization. They collected FM fun facts and created posters that were posted around the facility and included facts like "Our housekeepers clean 90,000 toilets and urinals a year," or "We receive an average of 127 facilities requests a year per person — 33,000 in total."
This is awesome, passive data. It is memorable, provides a laugh and gives some sense of degree or scale for the work the FM department does. But what if they needed to make a point to senior management about hiring more staff or requiring a bigger budget? While humorous, the data presented may not be the language of the C-suite.
Let’s look at, for example, the 33,000 requests per year. Since the Facility Management department is already collecting total requests, chances are they also know what type of requests they receive. Wouldn’t it be even more interesting to collect a list of the top five most frequent facility requests? The information could help with understanding trends, identifying facility issues to be fixed and getting a pulse on the organization. By simply taking some passive information and taking a different perspective on it, the data turns into knowledge.
This could be taken one step further by evaluating the data using industry benchmarking or best practices. For example, is receiving 33,000 requests a year a lot? Maybe for this organization it is, or maybe compared to similar size organizations it is low, but answering this question may offer great insights. Contrasting the number of requests received each year to those of similar size/type organizations might be cause for celebration or a wake-up call to review processes and develop performance. Either way it is undeniably actionable knowledge to help you make decisions on where to properly allocate resources.
Adding historical information is yet another way to illustrate trends and the big picture. If the number of requests per year is collected annually then over time you can estimate how well you are doing, creating an internal benchmark or metric. Add in the number of employees per year and with some straightforward math you have an average number of requests per employee which is also a fantastic metric that can be a measurement from year to year.
Originally posted on ifma.org
Written by Alana Dunoff