Facilities management paper
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ZemkeCh2PPT1.pptxHow are hospitality buildings managed?
Chapter 2
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What does the Facilities Management (FM) department do?
Repair things that are broken (of course)!
Maintain equipment and systems to prevent them from breaking
Maintain energy efficiency, water efficiency
Manage solid waste disposal, including hazardous waste
Budgeting for operating costs and capital expense (CapEX) projects
Project management
Compliance with laws and regulations
Enhance the sustainability of the property
Manage maintenance contracts/outsourced tasks
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How does the Facilities Management department organize its work?
Routine maintenance
Preventive maintenance (PM)
Scheduled maintenance
Emergency/breakdown maintenance
Contract maintenance
Guestroom maintenance (for hotels)
Guestroom maintenance = light out, hot/cold call, TV remotes, dripping faucet, etc. “Service Calls”
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Routine Maintenance
The day-to-day tasks that are needed to “keep the doors open”
Keeps your property looking and smelling good
These tasks usually do not require special tools, skills, or equipment
Examples: changing burnt-out lightbulbs, paint touch-ups, minor adjustments, snow removal/landscaping clean-up, lubricating squeaky door hinges
More often than not this is unskilled activities, “things you may do yourself at your home” .
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Preventive Maintenance
PM tasks are performed to:
Extend the life of the equipment
Prevents early failure, identify problem before breakdown
Prevents equipment from failing at the worst possible time
Maintain the energy efficiency of the system
Ensure the safe operation of the system
Dirty equipment can get hot and cause fires!
All of these tasks will lead to operating cost savings in the long run
Sometimes preventative maintenance is nothing more than an inspection, visual, sight, smell “something is different”
This type of maintenance is intended to keep the equipment operating as intended, as it was designed.
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Preventive Maintenance may use:
Time-based scheduling. The tasks are performed on a calendar-based, recurring schedule, such as
Weekly
Monthly
Quarterly
Condition-based scheduling. The condition of the equipment is monitored and once it meets a certain condition, it is maintained. For example:
Maintaining vehicle tires once the treads get shallow enough
Changing fan belts once they begin to flop when rotating
Time-based normally refers to a date; however, it can include number of starts, number of rotations, etc.,
Condition based could include readings and measurements from the BMS (building management system). Certain vibration, temperature,
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Scheduled Maintenance
While routine and preventive maintenance task are definitely scheduled, “Scheduled Maintenance” is a separate category
These tasks usually are performed infrequently and require:
Longer time to complete
Special equipment, skills
Examples: starting up and shutting down cooling towers; starting up and shutting down outdoor swimming pools
Replacement of major components: pumps, motors, drives, requires equipment to be “unavailable” for a somewhat significant time
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Emergency/Breakdown Maintenance
This is all too common, where the manager simply does not perform any type of preventive maintenance
On the surface, it seems like you are saving money (which you are in the very short term)
Long-term effects include:
Increased operating and capital reinvestment costs
Breakdowns at inconvenient times
Increased repair expenses
Degradation of building and the building’s value
15:1 cost ratio.
Overtime, immediate “premium” pricing, over-night freight cost, “next” in-line, rental cost until repairs & replacements made
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Emergency/Breakdown Maintenance
Commonly referred to as “run-to-failure”
Situations where this may be appropriate:
Redundant systems, back-up
Frequently replaced
Non-critical, easily replaceable components/systems
Emerging technology, expected replacement planned
Busy season, important event (run-to-failure is acceptable risk)
Walk-in coolers, if you have several and space available, may run to failure. If you are converting to water cooled or air cooled.
Water features, P-Tacs, air-handler shafts (exhibit halls) lights being converted to LED
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Deferred Maintenance
This is not a category, but rather a condition of not performing maintenance
Deferred means that you have not performed maintenance
Buildings with too much deferred maintenance
Lose value
Look bad
Smell bad
Cost more to operate
Cost more to repair
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Deferred Maintenance
Reasons for deferring maintenance?
No funds, economic downturn
Lack of skilled employees
“Bleeding the property”
Excessive deferred maintenance
Minimize expenses (maintenance) increase profits, inflate bottom line
Increase quarterly/annual profits
Due diligence
Research/homework
Review amount of differed maintenance
Accurately define amount of deferred maintenance
Deferred maintenance for legitimate reasons must be caught-up, rework the CAPex plan to restructure 5-10 forecast/plan
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Managing Maintenance Programs
CMMS-Computerized Maintenance Management System
Hundreds of programs
Cloud-based
Capabilities to manage:
Equipment inventory
Supplies/parts inventory
Work orders (trouble calls, show support)
PM scheduling
Track trends
Building management system(BMS)
Energy management systems (EMS)
BMS: major equipment, monitor condition, centrally control, can start/stop or adjusted remotely.
EMS: Monitor and control energy use, can take things off-line, reduce peak demand usage.
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Contract Maintenance “Outsourcing”
We frequently have maintenance tasks that we prefer to hire an outside contractor to perform.
Why? The task may require:
Special equipment, licensing, or skills that our employees do not have
Only need the service once in a while, not everyday (so we do not need to hire someone full-time)
Prefer to focus on our “core” business, so outsource many facilities management tasks (not our core business)
Do not want to dedicate space in the building to the task (e.g., linen and terry laundry; uniform cleaning and maintenance)
Less expensive than FTE with specialized training, skills, license
Limit/mitigate liability exposure
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“Outsourcing”
What might some properties outsource?
Elevator/escalator maintenance
Pest control
Landscaping
Water treatment
Fire suppression systems (sprinklers)
Not always the least expensive
May be a necessity
Lack of qualified labor, pay scales, reputation
Disadvantages
Less control, responsiveness, contract performance
Customer service, attitude, appearance
Outsourcing: Chiller maintenance, exterior sign maintenance, window washing exterior.
Contract performance: response time, equipment reliability “up-time”, require employees attend organization cultural training, customer service
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Facilities Management challenges
Difficult to find employees who are technically proficient and also have good customer service orientation
Train and maintain employees to increase skills and obtain necessary licenses (e.g., Boiler Operator, Refrigeration Machine Operator, or Certified Pool Manager)
Managers must also stay current with ever-changing laws and regulations:
Some jurisdictions require licensed employees to be on-site 24/7 (refrigeration, machine, boiler operators, electrician) etc.)
Lots of places the hospitality industry does not pay as much as the local economy, or a property may offer “total compensation/benefits” younger employees want the higher per/hour.
Las Vegas, wages depends on building boom. Usually as age increases, resorts, hospitality becomes more appealing.
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A final piece of advice
Talk to your Facilities Management people – ask lots of questions!
Invaluable resource
History of the building
Know the details (deferred maintenance)
Interact with all departments
“Eyes & ears” of the organization
Usually most populated department (allies)
You will gain an ally and a lot of knowledge!
What is the name of the lady that cleans this building?
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