BS EN 15221-3:2011 pdf download – Facility Management Part 3: Guidance on quality in Facility Management
Under-fulfilment (low quality) of the requirements may have an impact on the primary activities and consequently client customer and end user’s satisfaction as well as success of the primary activities. Over-fulfilment is usually ineffective and implies higher cost for the provider and client prices, leading to economic disadvantages.
4.5 Quality Management
4.5.1 General The quality management goal is to ensure that delivery meets demand, processes are optimised and that continuous quality improvements are in place. For this it is important to use metrics to measure the results in the development over time to improve service delivery and processes. Various QMS approaches exist, the main one being based on EN ISO 9000. Other approaches proposed on the market are more specialized (e.g. oriented towards the provider or for perception/expectation orientated systems). In any case the present standard does not intend to replace theses systems.
4.5.2 Existing QMS at client organization
Within the client’s organization very often QMS already exists. The purpose of the clients QMS is to improve the effectiveness of the client primary activities.
This existing QMS should be adapted to the use for quality management in the FM processes and need to be synchronized at the relevant quality indicators.
The QMS of the primary activities will have requirements to the primary and support processes. These metricsystems should fit in the QMS which are measured and determined by the client.
The output of the FM systems shall contribute the client performance objectives, so the metrics should be elaborate in order to fit to the QMS of the client organization. This standard provides guidance for methods and tools.
5 Process of quality management
5.1 General introduction
5.1.1 The quality management process
The quality management process is a process within an FM organization (FM performance and quality management process – see Figure 4). The processes concerned are strongly interdependent and impact directly the efficiency and productivity of activities (FM activities as well as primary ones). The process consists of activities at the three levels of the organization:
strategic level (the processes partly aimed at controlling that the client’s need are met and partly aimed at measuring that the goals of the facility organization will be reached);
tactical level (the processes partly aimed at controlling that the customer’s needs are met and partly aimed on controlling that the indicators of the management of services are reached);
operational level (the processes partly aimed at meeting the end user’s needs and partly aimed at controlling that the indicators on the operational tasks are met). Development and elaboration of quality criteria, quality measurement and indicator in process are presented in Figure 4. The figure below shows the application of the FM quality management processes within the FM processes.
The description FM service delivery process and the FM quality management processes as an interactive iteration:
needs and demands are converted to requirements. Requirements lead to Service Level;
the outside cycle describes the FM service delivery process;
the inside cycle describes the FM quality management processes.
5.1.2 Ensuring quality within FM agreement lifecycle
Within the FM agreements according to EN 15221-2, the following main actions (in parenthesis) should be performed related to KPI and SLA:
preparation of FM agreements
client preparation phase
(how facility services quality may impact primary activities);
pre-qualification and selection phase
(how the providers understand client quality of services importance, what do the providers propose);
(dialog on defining adequate FM Key Performance Indicator and agreed values for them);
FM agreement preparation phase
(refining proposed FM Indicators both KPI and FM KPI, and their value);
(final formal set up of FM Indicators and corresponding SLA);