But it is not just the care with the infrastructure and cleanliness of these environments that contribute to the good experience of those who use the space. There are several planning and organization steps for all services to be executed and, mainly, managed.
The “standardization of processes” is very important within our operations and at Cushman & Wakefield, the theme is explored to the fullest so that management services obtain the best result for the contractor and, consequently, benefits for the end customer.
In addition to our search for continuous learning methodology (topic for another article), we present here some important points so that the operation of facilities has a simplified path and with adequate control.
For Denis Silva, Operation Portfolio Manager at Cushman & Wakefield, the standardization of processes, in short, is a way of organizing, formalizing administrative actions, optimizing routines and demonstrating the activities carried out by the teams in a uniform manner.
Given this definition, how can we, in small steps, work on patterns?
• Organize: initially we need to know the needs of the operation, listing priorities and focusing on solving the challenges raised. Working with a clear vision and prioritization will bring to the table the main points that will need to have a defined pattern for sequencing.
‘‘The use of tools such as: Excel, Planner, Asana or even a “to do list” shared with your team, can greatly help your operation to evolve in organization’’, explains Denis.
• Formalize: when we receive a document, we almost always observe the assembly and quality of the material, right? Therefore, our tip is to work with defined templates, which lead to the identity of the area or company. The first impression is the one that lasts, when the material is well made, it already comes out ahead and draws the attention of those who are evaluating.
''When starting work with a new client or even internally, we generate standardized templates for the main subjects, for example, if the operation will have many meetings we can bring a standardized meeting minutes template with the main points covered in the agenda and action plan , or a schedule with major delivery milestones for the deployment period, etc.'' suggests.
• Optimize: following a mindset of gain and efficiency can be a very valuable starting point, so evaluate repetitive actions in teams, for example: rounds and checklists are commonplace activities, it is worth studying and better directing the list of these tasks.
The use of process automation with management tools can be a great solution. At Cushman & Wakefield, the Facilities Portal reduced printing time. The list of routine activities was standardized to give the executing team more mobility.
• Demonstrate: a well-executed job must be presented with good reports and appropriate indicators for each operation. With the use of Power Point for presentations suited to each situation and tools such as BI – Business Intelligence, our teams demonstrate their deliveries and create customized dashboards for our clients.
Although the themes are common and basic, they are not always practiced correctly. And, certainly, the absence of these 4 very simple points can lead the operation/management to errors that could be avoided.
Another impact of the lack of methodology in the management of Facility Management services is the inadequacy in defending the real needs of the area, since there is no adequate record for demonstration to steakholders and senior leadership, this generated by the lack of organization, documentation and formalization of processes and basic methods for area.
Cushman & Wakefield Methodology
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