wwasia14_ifma_speaker-_rao
TRANSCRIPT
LEAN FACILITIES MANAGEMENT
RAO SRINIVASACHIEF EXECUTIVEKOWNI TECHNOLOGIES INC., 59, WILLIAM LEWIS ST, KITCHENER, ONT, CANADA N2A4L6
Meet Our Presenter(s):Rao Srinivasa, MRICSCo-Founder & CEO
Kowni Technologies, Inc.(Technology solutions & Consulting for Facility Management Industry)[email protected] www.kowni.comKitchener (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
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.
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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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
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
Why Lean Facilities Management
• Increased Organizational effectiveness
• Improved Productivity• Increased Revenues• Increased Asset life cycles• Increased MTBF• Improved Customer Satisfaction• Improved Energy Efficiency
� Reduced / Mitigated Risk
� Reduced Waste
� Reduced Break-downs
� Reduced Complaints
� Reduced Attrition Levels
� Reduced Expenses
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
Culture
Lean Thinking by Womack
People
ProcessPurpose
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
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
Basic Tools of Lean - Kano Model
DelightersAttractive
Excited Quality
DissatisfierMust Be
Expected Quality
SatisfierOne DimensionalDesired Quality
Dissatisfaction
Satisfaction
Service Performance
Service Performance
Basic Tools of Lean
• Process Mapping• Cause & Effect• Failure Modes & Effects Analysis• TPM (Total Productive Maintenance)
– Continuous Improvement – 5S
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
Basic Tools – Process Map1. Define scope of Facilities Management2. Document all good service deliverables (Client priorities,
Requirements & Best Practices3. Indicate each process step, VA or NVA4. List both internal/external outputs at each process step5. List both internal/external inputs at each process step6. Classification of inputs in to “Controllable” (SOP) &
“Noise”7. Identify data collection points across various processes
Basic Tools – Process Map
Basic Tools – Cause & EffectCause & 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
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 spaceshortage
Materials expiry
In-discipline / irregularattendance
Lack of TrainingLow Pays
High AttritionDrivers not knowingRoutes
Provision of Wrong Info
Improper Order Handling
Lack of Experience
Poor Dispatches
Dynamic Changes ofTown Topography
Lack of Experience
Late Delivery of Service O
rders
Measurement
Basic Tools–Cause & Effects Matrix
Casuse & Effects Matrix for Lemonade
Rating Importance to Customer 9 9 5 7 9 7 3 7
#Key Process Input Variables (Inputs into Lemonade preparation) Taste
Freshness
Quantity
Temparature
Delivery
Cleanliness
Delivery Glass Cost Total % Ranking
1 Type of Lemons 9 5 1 1 1 7 1 9 34 10.8%
2 Quantity of Lemons 1 3 9 1 7 3 7 9 40 12.7%
3 Freshness of Lemons 9 9 7 5 1 3 5 9 48 15.2%
4 Delivery from market 5 9 3 3 9 7 3 7 46 14.6%
5 Sugar / Cream Quantity 9 1 1 1 1 1 1 7 22 7.0%
6 Salt Quantity 9 1 1 1 1 1 1 7 22 7.0%
7 Knowledge of preparation 7 1 3 7 7 9 1 5 40 12.7%
8 Trained staff 7 1 3 7 7 9 1 9 44 13.9%
9 Availability of Ice cubes 1 1 3 9 1 1 1 3 20 6.3%
316
Total 57 31 31 35 35 41 21 65
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
Basic Tools - FMEA
Process Step/Input Potential Failure Mode Potential Failure Effects
SEV
Potential CausesOCC
Current ControlsDET
RPN
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?
Basic Tools – FMEA RatingRating Severity of Effect Likelihood of Occurrence Ability to Detect
10 Hazardous without warningVery high:
Can not detect
9 Hazardous with warningFailure is almost inevitable
Very remote chance of detection
8 Loss of primary functionHigh:
Remote chance of detection
7Reduced primary function
performanceRepeated failures
Very low chance of detection
6 Loss of secondary functionModerate:
Low chance of detection
5Reduced secondary function
performanceOccasional failures
Moderate chance of detection
4Minor defect noticed by most
customersModerately high chance of
detection
3Minor defect noticed by some
customers Low:High chance of detection
2Minor defect noticed by
discriminating customersRelatively few failures
Very high chance of detection
1 No effect Remote: Failure is unlikely Almost certain detection
Basic Tools of Lean – TPM(8 Pillars)
Why the Pillars?
• Zero Service Defects• Zero Equipment Unplanned Failures and • Zero AccidentsObjectives
• Efficient Equipment Utilization• Efficient Worker Utilization• Efficient Material & Energy Utilization
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
Lean Thinking - Purpose
• Avoid Waste – Avoidance at Source• Enhance Productivity – Increased Response Times• Enhance Customer Satisfaction – Improved Quality• Increased Profits / Revenues – Reduced Costs• Motivated Staff – Lesser Attrition Levels• Long Sustenance of Facility contracts – Increased
Relationships• Reduced Operational Risks / Threats – No Surprises!!!
Thank You
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