Description

Key Performance Indicators are a data set that are measured with outcomes. They provide Facilities Managers (FM) with important information on how they are faring on their project or contract. Ian will be covering what Key Performance Indicators (KPI) are, the importance of KPI and why we track them, how to improve them, goal setting and KPI, common accessible data sources and which KPI should be used. 

KEY TAKEAWAYS

• There will be different KPI for all the different FM contracts. They need to be considered in a bespoke manner as each project will have unique requirements.
• When using KPI we consider metrics. Metrics are single points of data with no objective in mind, for instance, a temperature. KPI are measurements that show how well a facility is meeting its objectives. Metrics are utilised to formulate KPI. 
• KPI help FM and organisations set targets and decisions with clear data driven planning. 
• You can improve with the use of KPI. If you discover, for example, you are spending more time on reactive maintenance than preventative maintenance, you can increase your proactive maintenance strategies.
• Continuous improvement in FM relies on focusing on the customer and their requirements, aligning goals using KPI with the objective of the business, consulting frontline workers, and firm leadership support to drive incremental change moving forward.
• Sources of data can be FM information systems, finance systems on costing, staff observations, internal and external surveys, utility companies, service vendors, building information systems and sales systems.
• KPI should be appropriate to usage. Some measurements and tracking can be unnecessary and time consuming so KPI should be specific to the function of the facility and its improvement. 

BEST MOMENTS

‘Every industry uses different sets of KPI to track progress and performance and Facilities Management is no different. We need to make sure the Facilities Management or KPI is appropriate for the contract or the operation as its actually being considered at the time.'

‘For example, a measurement of total maintenance hours would be a metric, while planned maintenance versus reactive maintenance would be a KPI.'

‘Ideally you can set up work orders to automatically generate on times or events and therefore assign to the correct technician with all the correct parts and information necessary without you having to do a thing.'

‘So we've got three tiers here, you've got the metrics which is the actual data, the KPI which is what we're measuring, and then the goals which is the endgame. And all three work harmoniously together to drive the business or the contract forward.' 

VALUABLE RESOURCES
https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD
https://www.ianjrogers.com/

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