1. LEAN FACILITIES MANAGEMENT
RAO SRINIVASA
CHIEF EXECUTIVE
KOWNI TECHNOLOGIES INC.,
59, WILLIAM LEWIS ST, KITCHENER, ONT,
CANADA N2A4L6
2. Meet Our Presenter(s):
Rao Srinivasa, MRICS
Co-Founder & CEO
Kowni Technologies, Inc.
(Technology solutions & Consulting for Facility Management Industry)
rao.srinivasa@kowni.com
www.kowni.com
Kitchener (CAN) - Bangalore (IND)
Career stretch from Auto mechanic to building Ford Motor Company’s Greenfield Car
Plant in India & making Ford’s debut car IKON (C195) car as JD Power Quality car for 3
years in a row as Six sigma Director.
Creating best practice library for JLL-Asia Pacific Countries and Facilities Management Top 10
tools, advising Microsoft & Cisco on the Campus projects, running APAC Engg & Operations
and creating processes for Critical Environment Management
Heading Critical Systems & Engineering, Facility Management as a Vice President at Goldman
Sachs in India and building Datacenters & Facilities to augment Goldman’s growth in India
from 1000 to 5000 employees
Rao is also a qualified graduate mechanical engineer and did his PG Diploma
from India’s prestigious IIM-Kozhikode and clocks 22 years of experience
3. MANAGING CFM® MAINTENANCE POINTS
You are eligible to receive Certified Facility Manager® maintenance points for
attending sessions at IFMA's World Workplace.
To receive 20 CFM maintenance points:
Record your attendance on your CFM Recertification Worksheet.
At recertification time, submit your completed CFM Recertification Worksheet.
4. Review Session Learning Objectives
1. Participants will understand the “Lean
Management” concepts & techniques
2. How to use the concepts & techniques at
their respective facilities
3. How to improve the client satisfaction, with
the support from Lean
4. Empower & create leaders at all levels of
facility operations
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6. Introduction
• What is Lean ?
• Why Lean Facilities Management ?
• Traditional FM vs. Lean FM
• Benefits of Lean FM
• Basic Tools for Lean Facilities Management
• Case Study
7. What is Lean
• Lean was coined by Jim Womack in 1980, describing
Toyota Business
• Lean means creating more with lesser resources
• Maximizing the value for the Customers
• Gaining the “Wow!” factor / Surprise delights
• Lean is not a tactical / cost reduction program
• A way of organizational thinking & behavioral change
• Lean is not specific to “manufacturing” alone… it works
well with service industries
9. Traditional FM vs. Lean FM
• Policies based on Global practices
• Manpower deployment based on
traditional practices
• Budgets on Global baselines
• Issue resolution through vendor
structured RCA
• Score cards / KPIs on legacy / subjective
knowledge
• Flavor remains for few months / years
and fades away
Policies based on Client requirements
Deployment based on delivery methodologies
Budgets based on sustenance requirements
Issue resolution through Lean+ 6 Six Sigma
methodologies
Objective data to support deliverables
Long term sustainability of programs & auto
mechanism to put system back in process
11. Lean Thinking by Womack
• Purpose: What customer problems will the enterprise
solve to achieve its own purpose of prospering?
• Process: How will the organization assess each major
value stream to make sure each step is valuable,
capable, available, adequate, flexible, and that all the
steps are linked by flow, pull, and leveling?
• People: How can the organization insure that every
important process has someone responsible for
continually evaluating that value stream in terms of
business purpose and lean process? How can everyone
touching the value stream be actively engaged in
operating it correctly and continually improving it?
Culture is the new parameter, which binds all the other 3 elements
12. Understanding Value Streams
• Kano’s model
– Challenge traditional Customer Satisfaction
Models that More is better, i.e. the more you
perform on each service attribute the more
satisfied the customers will be.
• Dissatisfier – Must be’s – Cost of Entry
• Satisfier – More is better – Competitive
• Delighter – Latent Need – Differentiator
13. Basic Tools of Lean - Kano Model
Delighters
Attractive
Excited Quality
Dissatisfier
Must Be
Expected Quality
Satisfier
One Dimensional
Desired Quality
Dissatisfaction
Satisfaction
Service
Performance
Service
Performance
14. Basic Tools of Lean
• Process Mapping
• Cause & Effect
• Failure Modes & Effects Analysis
• TPM (Total Productive Maintenance)
– Continuous Improvement
– 5S
15. Basic Tools – Process Map
– Graphical representation of the flow of a process
– Identifies the Value add / Non Value added process steps
– An operation which transforms the service in a way that is meaningful to
the customer.
– Identifies the key process output variable or any item or feature on a
service which is deemed to be critical by the “customer”.
– Identifies the key process input variable or any item which has an impact
on Service Q-C-D’s
– Identifies 80% of the irregularities in the system, just by walking through
the process
16. Basic Tools – Process Map
1. Define scope of Facilities Management
2. Document all good service deliverables (Client priorities,
Requirements & Best Practices
3. Indicate each process step, VA or NVA
4. List both internal/external outputs at each process step
5. List both internal/external inputs at each process step
6. Classification of inputs in to “Controllable” (SOP) &
“Noise”
7. Identify data collection points across various processes
18. Basic Tools – Cause & Effect
Cause & Effects Tool is a visual tool to identify,
explore and graphically display, in increasing
detail, all of the suspected possible causes related
to a problem or condition to discover its root
causes. It consists of 5M & E elements,
– Machinery / Equipment
– Materials
– Methods (Procedures)
– Measurement
– Man Power
– Environment
19. Basic Tools – Cause & Effect
Machinery / Equipment Materials
Man Power Methods
Unreliable Transport
Vehicles
Low Pay
Heavy Repairs
Low Budgets
Production Limitations
Space constraints
Lack of
Training
Ingredients shortage
Inaccurate inventories /
Orders
Storage space
shortage
Materials expiry
In-discipline / irregular
attendance
Lack of Training
Low Pays
High Attrition
Drivers not knowing
Routes
Provision of
Wrong Info
Improper Order
Handling
Lack of
Experience
Poor
Dispatches
Dynamic Changes of
Town Topography
Lack of
Experience
LateDeliveryof
ServiceOrders
Measurement
21. Basic Tools - FMEA
• A structured approach to:
– identify the ways in which an identified process can fail
– estimate the risk associated with specific causes
– prioritize the actions that should be taken to reduce the risk
– evaluate the current FM control plan
• Identify ways the FM process can fail and eliminate or reduce
the risk of failure in order to protect the client’s interests
• In short… FM-FMEA will:
– capture the entire critical processes
– identify ways the process fails
– and facilitates the documentation of a plan to prevent those
failures
22. Basic Tools - FMEA
Process
Step/Input
Potential Failure Mode Potential Failure Effects
S
E
V
Potential Causes
O
C
C
Current Controls
D
E
T
R
P
N
Actions
Recommended
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
What can
go wrong
with the
Process
step?
What is
the Effect
on the
Outputs?
What are
the
Causes?
How
Bad?
How
Often?
How can
this be
found?
How
well?
What can
be done?
23. Basic Tools – FMEA Rating
Rating Severity of Effect Likelihood of Occurrence Ability to Detect
10 Hazardous without warning
Very high:
Can not detect
9 Hazardous with warning
Failure is almost inevitable
Very remote chance of detection
8 Loss of primary function
High:
Remote chance of detection
7
Reduced primary function
performance
Repeated failures
Very low chance of detection
6 Loss of secondary function
Moderate:
Low chance of detection
5
Reduced secondary function
performance
Occasional failures
Moderate chance of detection
4
Minor defect noticed by most
customers
Moderately high chance of
detection
3
Minor defect noticed by some
customers Low:
High chance of detection
2
Minor defect noticed by
discriminating customers
Relatively few failures
Very high chance of detection
1 No effect Remote: Failure is unlikely Almost certain detection
24. Basic Tools of Lean – TPM(8 Pillars)
Why the Pillars?
• Zero Service Defects
• Zero Equipment Unplanned Failures and
• Zero Accidents
Objectives
• Efficient Equipment Utilization
• Efficient Worker Utilization
• Efficient Material & Energy Utilization
25. Basic Tools of Lean – TPM(8 Pillars)
• Continuous Improvement
• Planed Maintenance
• Initial Control (Set up to establish the FM setup)
• Education & Training
• Autonomous Maintenance
• Quality Maintenance
• Office TPM – To make an efficient working office that
eliminate losses
– Error Proofing
– Visual Factory
• Safety, Hygiene & Environment
