Laverne Deckert & Casey Martin 2017-11-21 03:50:00
To date, we have covered five of the seven requirements clauses of ISO’s harmonized management system standard. Hopefully you are beginning to see how the MSS process can benefit your organization. Before we dive in to the final two clauses — Performance Evaluation and Improvement — here is a quick review of what was covered in the previous articles in this series. Clause 4: Context of the Organization establishes which parts of the organizational assets, facilities, processes, policies and locations will be included in the certification program. Defining stakeholders, setting expectations and understanding requirements are important components for analyzing the organizational context of the facility management system. Clause 5: Leadership outlines the commitment required of top management to the discipline and change required for compliance. There must be a willingness to champion the adoption of the MSS by all affected stakeholders. Engagement by top management, through their influence and relationships, is required for the organizational evolution that is inevitable as a result of ISO certification. Clause 6: Planning defines management system objectives as they relate to organizational objectives. When considering MSS objectives, think about what outcomes are desired with the management system, then look for alignment with the organization’s mission, vision and objectives. Clause 7: Support discusses resourcing your management system. Personnel, equipment, software and funding are all forms of resources and are all necessary for successful certification. The specific amount and type of resources needed will depend on the MSS pursued. Clause 8: Operation is the heart of the MSS. This is where procedures, processes and performance support an MSS. The actions align directly with Clause 6.1, where we identified the actions to address risk and opportunities to ensure the system can achieve the intended outcomes. CLAUSE 9: PERFORMANCE EVALUATION Clause 9 ensures the management system is achieving the intended outcomes set in motion during the Plan and Do phases. The indispensable Check phase in the Plan-Do-Check-Act cycle provides the tools to determine how the system is progressing and if changes need to be made to recalibrate metrics, systems or processes. Performance evaluation must rely on factual data to drive decision for change and to track sustained benefits. As part of the performance evaluation process, be prepared to review: • Is what is being measured and monitored still in alignment with strategic objectives? • Are the methods being used to capture and evaluate relevant data to ensure valid results? • Is the frequency at which the data is being captured adequate to ensure valid results? As part of the Performance Evaluation, the ISO MSS requires internal audits to ensure conformity with the requirements of your MSS. The internal audit is a two-fold check that makes sure the processes put in place not only meet the needs of the MSS, but also the needs of the organization. While organizations are responsible for defining and implementing their own internal audit process, there are a few things to consider prior to performing an internal audit. • Has the audit criteria and scope been clearly defined? • Has the reporting structure for audit results been defined, so information reaches the appropriate management levels? • Is there a designated process and repository for audit reports? • Are the selected auditors positioned within the organization such that they can be impartial and objective without imposed or personal bias? Top management reviews are also part of the performance evaluation process, to ensure suitability of the MSS. You can see that the leadership commitment from Clause 5 is threaded throughout the MSS requirements, and it appears again in the performance evaluation clause. Top management is expected to periodically review the suitability, adequacy and effectiveness of the MSS. This high-level review is intentionally performed by a leadership team with the ability to view the overall MSS performance and evaluate the effectiveness of the integrated parts across the organization. This review can include issues that may have changed since the last leadership review, such as: • Status of actions from previous management reviews • Internal or external organizational factors affecting the MSS • Audit findings and reports Measuring and managing performance is a process that is interwoven with an organization’s identity, strategy and mission. A failure to balance performance evaluation processes with the organizational strategies can lead to collecting data that doesn’t provide a useful metric, or to evaluating metrics that aren’t mission critical performance indicators. Considerations when developing metrics1: • Good metrics can be measured and effected today, as well as impact future outcomes. • Metrics should not be based on uncertain outcomes due to influences beyond the organization’s control. If the organization cannot control the outcome, then it isn’t a performance metric. • Metrics evaluate progress towards goals. Don’t lose sight of the goals. Just because you can measure it, doesn’t mean you should. Metrics need to be relevant and useful for progressing towards a goal. Measure what is critical to organizational success, not just what is easy to measure. Metrics should not cost more to measure than they can save in improvement. Consider what it will take in terms of resources and time to collect data for a metric. CLAUSE 10: CONTINUOUS IMPROVEMENT Clause 10 requires a commitment to correcting nonconformities and looking for opportunities for continuous improvement. Continuous improvement represents a moving target. It is about being deliberate and thoughtful about FM practices, policies, process and procedures to realize the ultimate value to the organization. Process improvements, product improvements and management system improvements all work together to deliver a performance improvement system. All three areas are codependent pieces of the organization and must be viewed as interactive pieces of the whole. If an improvement in one area causes issues in another area, then the organization will not benefit. ISO considers the continuous improvement process for an MSS from three directions under Clause 10: • Nonconformity and corrective action • Preventive actions • Continual improvement Existing nonconformities that have been identified through audits and performance evaluation processes under Clause 9 are addressed through nonconformity and corrective actions. This activity develops methods to prevent or reduce the recurrence of nonconforming processes and products while also developing methods to improve conforming processes. Preventive actions to proactively identify gaps in the MSS and take preemptive measures is an improvement application to assure the MSS is proactive and adaptive to addressing internal and external factors that affect the ability of the MSS to achieve its intended purpose. The preventive action activities review risks and opportunities that may support or impede the goals and objectives of the MSS and create a path for improvement. The suitability, adequacy and effectiveness of the MSS must also be regularly evaluated as part of the continual improvement process. Evaluation of the results from Clause 9, as well as gaps identified through the preventive action activities, can be used to evaluate the overall effectiveness of the MSS and its ability to deliver the intended results. Technical processes do not happen in isolation. There are always human activities that affect organizational processes and procedures. Continuous improvement can deliver a powerful cultural change, equal to or greater than the impact of technical improvements. The people part of the continuous improvement process should be considered with an equal level of importance for instituting sustainable continuous improvement programs. Management practices should provide a safe learning environment for exploration that enables employees to voice their ideas and support sustainable cultural change. This is part five and the final article in the series to understanding ISO’s voluntary MSS process. Although our intent was to simplify the process for you, perhaps you are thinking that this adds another layer of complexity to your already complex day. So, why would you voluntarily implement a management system standard? The world is changing as such a rapid pace that, at times, it feels that every day we are facing a new reality. Now, more than ever, you and your staff need to have a playbook that will help you maintain quality of your FM processes and system to continue to support your FM organizations. If you take a step back for a moment and look at the big picture, you will see that when all is said and done, the MSS will simplify your work. It will provide a roadmap to you, your staff and top management that ensure understanding of your work both vertically and horizontally. When you ask yourself, “What’s in it for me?” consider that, among other things, conformity to an MSS will help you: • Clarify medium and long-term strategic plans • Ensure that your goals align with those of your organization so that the work you are doing every day adds value to the bottom line • Ensure integration of objectives with upstream and downstream business units • Make the business case for resources you need and provide assurance that you understand business needs and objectives and what it takes to achieve those • Identify weaknesses in your processes and correct and improve on them • Identify and better manage risk • Ensure that you are prepared to respond when emergencies arise • Demonstrate performance credibility • Foster employee engagement and commitment to the mission of the organization Ultimately, implementing a management system standard is the game changer that will set you and your organization apart from the rest. Take the MSS challenge and start on the path to certification today. In absence of clearly defined goals, we become strangely loyal to performing daily acts of trivia.” - AUTHOR UNKNOWN It is not necessary to change. Survival is not mandatory.” - W. EDWARDS DEMING REFERENCES 1) Hauser, John and Katz, Gerald. “Metrics: You are What You Measure!” European Management Journal Vol. 16, No. 5. 1998. Pages 517-528. LAVERNE DECKERT is an independent consultant who helps others find creative solutions to their organizational challenges. She has served as the U.S. Technical Advisory Group Administrator on behalf of the American National Standards Institute for ISO/TC 267, Facility Management since June 2012 and most recently worked at IFMA, leading initiatives in research, professional development and standards. CASEY MARTIN is a member of the ISO Techncial Committee developing new standards for Facility Management. She specializes in asset management services within the Buildings & Infrastructure Consultancy at Jacobs Engineering. She consults with private and federal institutions, providing full life cycle perspectives throughout project development stages. Her approach considers long-term views such as total cost of ownership, reliability-centered maintenance practices, operations strategies, and processes and policies to align asset management with business mission and objectives.
Published by International Facility Management Association . View All Articles.