In today’s fast-paced and technology-driven world, the role of facility managers is rapidly evolving, becoming more strategic and encompassing a broader scope of responsibilities. Gone are the days of simply managing work orders and third-party vendors. Nowadays, facility managers are tasked with streamlining workflows to ensure uninterrupted operations and leveraging the right tools for overall operational effectiveness. However, a few standard practices can hinder you from embracing this evolution and realizing your potential as a value provider. In this article, we will explore three crucial practices that you should steer clear of today as a facility manager.
Living in chaos with multiple platforms:
Facility managers rely on multiple-point solutions to manage their data, resulting in scattered information across emails, excel sheets, and other disparate systems. This fragmented approach can lead to confusion, errors, and a chaotic work environment. Losing track of important facility information, such as maintenance schedules, work orders, and equipment details, when stored in different places will impede your ability to make data-driven decisions. This will eventually lead to increased downtime, equipment failures, and potential safety hazards.
Adopting a unified platform can centralize your data by having all relevant information available in one place without the hassle of switching between different tools. This will improve overall efficiency, increase cost savings, optimize resources, and give you a clear overview of what’s happening with your facilities.
Losing control of your CMMS as a Facility Manager:
Facility managers often encounter situations where they have to configure workflows within their CMMS. While it may seem easier to ask for help from IT or a service provider, doing this can lead to a loss of control over your own processes, decreased autonomy, and reduced productivity. As a facility manager, you possess an in-depth understanding of your facility’s specific needs, making you the most qualified person to configure workflows efficiently and effectively. Relying on external assistance for managing your workflows can lead to delays in implementing changes, errors, and inefficiencies.
To take charge of your CMMS, all you need to do is utilize a no-code tool that empowers you to configure workflows intuitively and efficiently without having to know how to code. Taking ownership of your CMMS allows you to make quick adjustments, add new features, or modify existing workflows to facilitate seamless maintenance operations. Remember, your CMMS should be a system of action that simplifies your work and makes your life easier, not one that adds complexity and requires constant IT intervention.
Firefighting instead of future-proofing:
Unfortunately, many facility managers are trying to solve their O&M problems after they have occurred rather than implementing proactive maintenance strategies. If you find yourself constantly reacting to asset failures instead of preventing them, it’s a sign that your CMMS might not be fulfilling its potential. Reactive maintenance for your facilities is not only stressful and time-consuming, but it also often leads to increased asset downtime, higher repair costs, and compromised operational efficiency.
Your CMMS should be giving you real-time insights and predictive analytics to identify trends and help you chart out a proactive action plan. Adopting a proactive approach can steer your facility towards long-term goals, anticipate and mitigate risks, and enable you to make data-driven decisions to stay ahead in the modern operations era.
To excel as a facility manager in today’s evolving landscape requires embracing practices that enable you to provide strategic value to your organization. When you leverage the right technology and harness the true potential of your CMMS, you can easily break free from the tactical & mundane, and unlock your full potential as a facility manager.
Nivedha Sridhar
Nivedha Sridhar is the Director of Marketing and a founding team member at Facilio Inc., an enterprise-wide facilities O&M software platform provider headquartered in New York. Nivedha’s career spans over 8 years of product, growth, and corporate marketing focused on enterprise IoT software and business cloud applications. Before starting with Facilio in 2017, she managed Global Marketing for an enterprise brand at Zoho Corporation.
This is the 3rd installment of an 8-step process to enable you on your journey to Operational Excellence. Monitoring progress is essential to the continuous improvement process to ensure the implemented changes deliver.
This is the 3rd installment of an 8-step process to enable you on your journey to Operational Excellence. Monitoring progress is essential to the continuous improvement process to ensure the implemented changes deliver.
To create a reliable manufacturing culture, you must agree to work in a close partnership between operations and maintenance, including stores and engineering. This should start with a common manufacturing mission that clearly expresses this. Then you need to design and implement all work management processes with the agreed upon mission statement as a guideline.
To create a reliable manufacturing culture, you must agree to work in a close partnership between operations and maintenance, including stores and engineering. This should start with a common manufacturing mission that clearly expresses this. Then you need to design and implement all work management processes with the agreed upon mission statement as a guideline.
I absolutely hate to fail, but must admit that failure is an unescapable part of life. Thankfully most of my failures over the years have been relatively minor. Nonetheless, they have been a true source of irritation and frustration that in many ways outweigh the successes. Fortunately my early mentors taught me to use failure, no matter how serious or minor, as a learning tool and a platform to build upon.
I absolutely hate to fail, but must admit that failure is an unescapable part of life. Thankfully most of my failures over the years have been relatively minor. Nonetheless, they have been a true source of irritation and frustration that in many ways outweigh the successes. Fortunately my early mentors taught me to use failure, no matter how serious or minor, as a learning tool and a platform to build upon.
Are you looking for ways to improve maintenance work execution? Are your planning and scheduling processes not generating the desired results? Does it seem like a struggle to find the information you need to define the what, how, how long, who, and when of a maintenance job? Take a three-part technical database survey on the technical database to uncover what a poor system is costing you. As a token of our appreciation for completing all three surveys, you’ll receive a customized report and a free 20-minute consultation with an expert from IDCON.
Are you looking for ways to improve maintenance work execution? Are your planning and scheduling processes not generating the desired results? Does it seem like a struggle to find the information you need to define the what, how, how long, who, and when of a maintenance job? Take a three-part technical database survey on the technical database to uncover what a poor system is costing you. As a token of our appreciation for completing all three surveys, you’ll receive a customized report and a free 20-minute consultation with an expert from IDCON.
Air Canada has opted for a “pit crew” concept for its Dreamliners, with five to eight employees descending on each arriving aircraft. Having more employees on hand results in a speedier turnaround, which is good for passengers and boosts aircraft utilization, according to Alan Butterfield, the carrier’s vice president of maintenance and engineering. “Utilization of your fleet is hugely important,” Butterfield said in an interview at YVR.
Air Canada has opted for a “pit crew” concept for its Dreamliners, with five to eight employees descending on each arriving aircraft. Having more employees on hand results in a speedier turnaround, which is good for passengers and boosts aircraft utilization, according to Alan Butterfield, the carrier’s vice president of maintenance and engineering. “Utilization of your fleet is hugely important,” Butterfield said in an interview at YVR.
The question of whether managed in-house maintenance or contract maintenance is superior is a persistent one, and both options present unique challenges. Administration, for instance, can be a minefield regardless of the chosen path. A maintenance agreement contract, for example, is a broad subject that can lead to numerous issues if not carefully drafted and agreed upon. This means that in-house maintenance isn't always the straightforward solution it might seem to be.
The question of whether managed in-house maintenance or contract maintenance is superior is a persistent one, and both options present unique challenges. Administration, for instance, can be a minefield regardless of the chosen path. A maintenance agreement contract, for example, is a broad subject that can lead to numerous issues if not carefully drafted and agreed upon. This means that in-house maintenance isn't always the straightforward solution it might seem to be.
