Planning the business real estate assets for success

1. More on Facilities Continuous
Improvement
 What is continuous improvement?
 How do I implement this in my company?
 Who manages this area in a company?
 Where are results found?

2. Continuous Improvement


3. Continuous Improvement
 On the previous slide, you see a strategic set
of steps that begin again over and over.
Why? When disaster planning became
popular, back-up plans, continuity plans,
etc. were developed to insure data would
not be lost and businesses could recover
from a disaster. What was not considered is
having one’s business continue even in the
event of a disaster.

4. Continuous Improvement
 By establishing this mindset in one’s business, a
complete focus is put into place to address the
strategies needed to keep a business operating.
The back-up plan, the continuity plan, and the
disaster plan need to be blended into a philosophy,
tested for results, and a conscience effort needs to
be make to put capital back into the company so
that improvements can be made, along with day-
to-day expense budgets to insure continuous
operation. Downtime is a focus that needs to be
eliminated. Warning: There is a cost for it.

5. Implementation
 Hire an expert in facilities. Certified Facility Managers
(CFM) have a broad range of expertise and understanding
of facilities operations. Depending on the size of the
company, this can be a Vice President, Director or Senior
Manager who’s main responsibility is facilities
management.
 Hire an engineering manager to compliment the executive
CFM.
 Hire a maintenance manager if you have a large company,
or combine it with the engineering manager, mentioned
above, to compliment the staff for improvement.

6. Implementation
 Charge the CFM with the responsibility of
putting together a team of in-house
experts—previously mentioned—and
vendors/contractors who have the expertise
for major equipment investments like
HVAC, Data Center wiring and
management, humidity, ergonomics for
furniture, and other environmental areas.

7. Who Manages it?
 In previous slides, you can see that the in-house
staff, vendors and contractors blend into a group
that are charged to bring about continuous
improvement, interview other departments and
employees to design the plan.
 The CFM executive has the main responsibility to
bring about success and measurements need to be
developed like efficient use of space, a real estate
strategy, capex investment plan (3 years), expense
budgets and measurements/incentives to reward
results.

8. Results
 The CFM along with a CFO or CEO can agree
upon the measures to be put into place to show
success. Financial results are only 1 measure of
many that need to be in place.
 Efficient use of space can be measured against
industry standards, which can be found in updated
books relating to facilities. The International
Facilities Management Association has standards
that are shared in a book about measurements.
This book is updated periodically.

9. Summary
 This slide presentation does not include all
the detail of how to develop and implement
a Continuous Improvement Plan. It does
give you a sense of what needs to be done.
If you want more information, contact me at
dsnell@dejazzd.com about how to get a
plan for your business.