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- Herausgeber: John Wiley & Sons
- Kategorie: Wissenschaft und neue Technologien
- Sprache: Englisch
Facilities @ Management Reference work describing the evolution of Facilities Management from a global perspective as experienced by the leaders in the field With valuable insights from over fifty diverse contributors from all around the world, Facilities @ Management: Concept, Realization, Vision - A Global Perspective describes the evolution of the Facilities Management (FM) internationally, discussing the past, present, and future of a profession that has grown significantly over the last forty years. The contributors are made up of industry professionals, many of whom are the founders of the profession, and members from academia teaching future FM leaders. This edited work is a Facilities Management anthology, with a focus on reviewing the origin of the industry through best practices and lessons learned from some of the sharpest minds in the field. Facilities @ Management: Concept, Realization, Vision - A Global Perspective includes information on: * Handling legal compliance, strategic policies, and overall best practices to ensure a successful career in the field * Understanding practical guidance for the role of Facilities Management in the world's biggest challenges, including sustainability and climate change * Building systems and equipment through strong technical knowledge, project management, and communication and interpersonal skills * Managing a diverse range of stakeholders and contractors and adapting to changing technologies, regulatory requirements, and socio-political and ecological challenges With unique firsthand insight, including case studies, from thought leaders in FM from 16 countries around the world, this book is ideal for practicing FM professionals as well as students and researchers involved in the field.
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Veröffentlichungsjahr: 2024
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Facilities @ Management, Concept - Realization - Vision, A Global Perspective
Edited by Edmond Rondeau and Michaela Hellerforth
Copyright © 2024 by John Wiley & Sons, Inc. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
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Set in 9.5/12.5pt STIX Two Text by Integra Software Services Pvt. Ltd, Pondicherry, India
DEDICATED TO1
The hardworking, knowledgeable, and skilled facility professionals around the world who acquire, plan, design, construct, support, maintain, and manage their organizations facilities to assist their customers and organizations to succeed and excel.
The in-house customers who require and accept professional assistance and entrust their facility service providers with corporate resources and timely confidential information to meet their strategic business requirements.
The in-house customers who require and accept professional assistance and entrust their facility service providers with corporate resources and timely confidential information to meet their strategic business requirements.
The suppliers, vendors, and consultants who provide quality, timely, creative, and cost-effective services to help their facility professional clients succeed and excel.
The bosses, leaders, and organization officers who support and provide their facility professional staff with the responsibility, authority, and resources to execute their duties.
The students, teachers, educational organizations, and FM associations who sustain a growing body of knowledge and research base of facility management information and are the future of the profession.
Keeping up the good work!
1
From the Dedicated To found in the book “Facility Management,” Wiley, 2006, Edmond P. Rondeau, Robert K. Brown and Paul D. Lapides.
Contents
Cover
Title Page
Copyright Page
Dedication Page
Foreword
Preface
Acknowledgments
1 Contributors: Concept
1.1 When and How “Facility Management” Became an Identified and Needed Profession
1.2 “In the Beginning of FM…”
1.3 The Birth of FM and IFMA
1.4 The Birth of Facility Management and IFMA
1.5 Beginnings
1.6 FM in the Beginning
1.7 The Beginning of Facility Management (FM) in Germany: From My Very Personal Point of View
1.8 FM Down Under
2 Contributors: Realization
2.1 My Facility Management Journey: Lessons Learned
2.2 The Institution Bauakademie in the Course of Time and Its Current Potential for Change
2.3 Structured Growth of Facilities Management in China (1992–2022)
2.4 40 Years of Facility Management
2.5 Missional Journey Toward Raising the Recognition of Facilities Management as a Business Advantage to Organizations in Singapore
2.6 The Austrian Success Model of Excellent Facility Management Education and Proactive Work by Professional Associations
2.7 A Perspective on Facilities Management (FM)
2.8 My 40-Year Odyssey in Facilities Management
2.9 How to Make Good Facility Decisions
2.10 FM Maturity: Research, Standards, and Influence
2.11 FM Transformation in High-Tech Industries and Global FM Update
2.12 The Development of Facility Management in Hong Kong: A Personal Reflection
2.13 Forty Years of FM – From a German Perspective
2.14
*
ATTA GIRL
*
One Woman’s Portfolio Life in the Built Environment
2.15 Facility Management Education: Personal Journeys of Facility Management Educators and Researchers
2.16 The Acceptance of FM and IFMA
2.17 Academic Career Paths in Real Estate and Facility Management – a Personal Experience Report
2.18 Review of FM in LatAm
2.19 About the Many Human Factors in Facilities Management
2.20 How Did I Get Into Facility Management?
2.21 Data Structuring of CAD Drawings – My First Contact with FM
2.22 How I Became Aware of and Became Active in Facility Management (FM) in Brazil
2.23 Irene’s FM Journey “Life Begins at the End of Your Comfort Zone.” Neale Donald Walsch
2.24 “My Way” – My Way to Facility Management
2.25 Journey into FM
2.26 How I Came to FM
2.27 Impact of Global Trends on Real Estate and Facility Management
2.28 My Episode with Facility Management
2.29 FM a Summary
2.30 My Path to Facility Management and Facility Management
3 Contributors: Vision
3.1 50 Years in the Industry – Leadership Lessons Learned
3.2 Facilities Management Industry–Student Partnership – an Exploratory Study
3.3 Four Questions for Forty Years of FM
3.4 Facility Management Yesterday – Today – Tomorrow
3.5 We Are All Jugglers. Still.
3.6 On the Brink of Change
3.7 Workplace Evolution in Ireland and Beyond
3.8 The Role of Facility Management in the Wake of Global Resource Scarcity
3.9 Paying It Forward Through the IFMA Foundation
3.10 Facility Management: Whence It Cometh, Whither It Goeth?
3.11 Integration of Business and User-Centered Corporate Real Estate and Facilities Management
3.12 My FM Path and Spelling and Defining Facilities Management and Facility Manager Holistically
3.13 The Genesis of MIT’s Creation of the World’s First Comprehensive Facilities Management System and Later Creation of the Nonprofit INSITE
®
Consortium
3.14 Evolution of Facility Management and Its Merging in a Pattern of Industrial Sustainability and Resilience Perspectives – Experiences – Views
3.15 The Robert L. Preger Intelligent Workplace
TM
a Transformative Living Laboratory at Carnegie Mellon University
4 Summary and FM Outlook
Appendix A: Facility Management (FM) Associations
Appendix B: Facility Management (FM) Education
Appendix C: Co-Editors and Co-Iniatiators
Appendix D: Glossary
Index
End User License Agreement
List of Tables
CHAPTER 012
Table 1 NFMA organizational...
CHAPTER 018
Table 1 This table is...
CHAPTER 0213
Table 1 Module overview...
Table 2 Module overview...
CHAPTER 026
Table 1 16 Austrian higher...
CHAPTER 029
Table 1 Vehicle: Light...
Table 2 Vehicle: Light...
Table 3 Annual Operating...
CHAPTER 0311
Table 1 Similarities between...
Table 2 Main characteristics...
List of Illustrations
APPENDIX 02
Figure 1 IFMA Foundation...
Figure 2 IFMA Foundation...
Figure 3 IFMA Foundation...
CHAPTER 011
Figure 1a Dissonance...
Figure 1b Dissonance...
Figure 1c Synergy...
Figure 2a Facility...
Figure 2b It is a...
Figure 2c Demands a focus...
CHAPTER 012
Figure 1 This graphic...
Figure 2 IFMA logo...
CHAPTER 015
Figure 1 Sutherland...
Figure 2 Digitizer...
Figure 3 Symmetric...
Figure 4 GRASP output...
Figure 5 The Author...
Figure 6 FMpedia Glossary...
Figure 7 ijfm logo.(Source: IFMA).
Figure 8 IFMA’s...
Figure 9 How-To Guide...
Figure 10 IFMA’s...
Figure 11 The Eric...
CHAPTER 017
Figure 1 Facility...
Figure 2 Facility...
Figure 3 Proceedings...
Figure 4 FMC inventory...
Figure 5 Gefma guidelines...
Figure 6 CREIS benchmarking...
CHAPTER 021
Figure 1 Functional...
Figure 2 Integrated...
Figure 3 GT and GATV...
Figure 4 IFMA Journal...
Figure 5 Facility...
CHAPTER 0210
Figure 1 The give...
Figure 2 ISO standards...
CHAPTER 0211
Figure 1 GlobalFM...
Figure 2 World FM...
CHAPTER 0213
Figure 1 Kano Model...
CHAPTER 0214
Photo 1 NJS by Erik...
Photo 2 Photo George...
Photo 3 Photo BMC...
Photo 4 Robert Sweeney,...
Photo 5 Door, Tel-Aviv...
Photo 6 IFMA LA...
Photo 7 Manhattan...
Photo 8 Chaffey Community...
Photo 9 (Source: N. Sanquist, 2015).
CHAPTER 022
Figure 1 Building...
CHAPTER 0222
Figure 1 According...
Figure 2 Genda Data...
Figure 3 Typical...
CHAPTER 0223
Figure 1 Family...
Figure 2 Family...
Figure 3 Irene...
Figure 4 Irene...
Figure 5 Irene...
Figure 6 Irene...
Figure 7 Irebe...
Figure 8 Irene...
Figure 9 Irene...
CHAPTER 0226
Figure 1 Washing...
Figure 2 Services...
Figure 3 UV-Robot...
Figure 4 Swiss Higher...
CHAPTER 0227
Figure 1 Commercial...
Figure 2 The most common...
CHAPTER 023
Figure 1 Periodic...
Figure 2 FM role...
Figure 3 Jumbo chains...
Figure 4 Structural...
CHAPTER 0230
Figure 1 Quote from...
CHAPTER 025
Figure 1 Effective...
CHAPTER 026
Figure 1 Overview of...
Figure 2 Austrian regional...
Figure 3 Chart: Working...
Figure 4 Four EuroFM are...
Figure 5 Three academic...
Figure 6 Higher education...
Figure 7 Chart: Submissions...
Figure 8 IFMA Certified...
Figure 9 IFMA Facility...
Figure 10 IFMA Sustainability...
Figure 11 Certified Object...
Figure 12 Annual specialist...
CHAPTER 029
Figure 1 The War Room.
Figure 2 Contract...
CHAPTER 031
Figure 1 The facility...
Figure 2 Corporate facility...
Figure 3 Life applications...
CHAPTER 0311
Figure 1 Relationship...
Figure 2 Five-stage real...
Figure 3 Value Adding...
CHAPTER 0314
Figure 2.1 Industry 4.0...
Figure 2.2 Hierarchical...
Figure 2.3 Pareto focus...
Figure 3.1 The simplified...
Figure 3.2 Radical separation...
Figure 3.3 Synthesis of goals...
Figure 4.4 Integrated phases...
Figure 4.1 Critical phase...
Figure 4.2 Prof. Achim Menges...
Figure 4.3 Prof. Achim Menges...
CHAPTER 0315
Figures 1 and 2 The Intelligent...
Figure 3 The future...
Figure 16 Column-free...
Figures 17, 18...
Figures 4 and 5...
Figures 6, 7 and 8...
Figures 9 and 10...
Figures 11, 12, 13 and...
Figure 15 Desktop energy...
CHAPTER 032
Figure 1 Dimensions of...
Figure 2 SWOT matrix...
CHAPTER 033
Figure 1 Workplace industry...
Figure 2 Workplace industry...
CHAPTER 034
Figure 1 Tasks of a...
CHAPTER 038
Figure 1 Distribution...
Figure 2 Overview of...
Figure 3 Benchlearning...
Figure 4 Capacity driver...
Figure 5 Example of a...
Figure 6 Categories for...
Figure 7 Practical help...
Figure 8 Aggregated summary...
Figure 9 Interaction of...
CHAPTER 039
Figure 1 Award Ceremony...
Figure 2 Work on the Move...
Figure 3 Chaffey College...
Figure 4 Diane Fiddling for...
Guide
Cover
Title Page
Copyright Page
Dedication Page
Table of Contents
Foreword
Preface
Acknowledgments
Begin Reading
Appendix A: Facility Management (FM) Associati
Appendix B: Facility Management (FM) Education
Appendix C: Co-Editors and Co-Iniatiators
Appendix D: Glossary
Index
End User License Agreement
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Foreword
Among my collections of books and reference materials that have accrued over my 50 years of Facilities Management diverse work experience, involvement with global FM educational initiatives, and even a personal desire to learn more about the profession, this is one that will be among the most treasured.
As I have personally and professionally used and owned many books written by one of the authors, Edmond P. Rondeau, I can testify to the content of this being one of the most advantageous for you to devour the contents with the knowledge that your valuable time will not be wasted and there will be a great “return on your investment.”
Facilities @ Management, is not only a great global outlook from the many contributors but provides a historical perspective of the FM profession as well as providing current and relevant topics and impacts to FM’s such as the globalization, sustainability, technology, and integration of the FM into the professional business world.
The ever evolving, changing, and the speed of change is deeply engrained in the FM world that brings resilience and the ability to propel the organizations we work with forward much faster and in alignment than ever before.
I highly recommend this as a resource for everyone interested in, already working in, or in any way related to the FM profession with all the passion and earnest drive that I have for our profession. It will be read often by myself and not be gathering any dust on the shelf.
Jon E. MartensFMP, SFP, CFMJ, RCFMIFMA FellowIFMA Certified InstructorThe JEMCOR companies, USA
Preface
Introduction
This book was developed as an anthology to celebrate the past 40 years of international Facility Management (1982–2022) and beyond with a look to the future challenges for the FM profession.
The book was jointly initiated by Josef R. G. Mack (Germany), and Edmond P. Rondeau (USA) who have known each other for many years. They have collaborated on several projects together during the past 30+ years, including working on a book on Facility Management (FM) 20 years ago together with Walther J. F. Moslener that was published in Germany in 2001.
The co-editors of this book are Professor Dr. Michaela Hellerforth (Germany) and Edmond P. Rondeau, AIA Emeritus, RCFM, IFMA Fellow (USA). Detailed information on the co-editors can be found in Appendix C. Both have authored/co-authored numerous FM and real estate books, have spoken and taught at universities, and have been active in FM internationally for decades.
The concept for this book has a mixture of 50+ FM contributors from 16 countries around the world. These contributions have been provided from the contributors’ point of view, from their memory and from documents and other credited sources. Contributors have many different backgrounds and education including FM professionals, academics, vendors, architects, engineers, interior designers, consultants, and business developers from the US, Canada, Mexico, Brazil, South Korea, Hong Kong, China, Singapore, Australia, England, Scotland, Ireland, Germany, Austria, Switzerland, and the Netherlands. All have an affiliation with one or more related associations, and many have been recognized for their service and support to FM.
The main topics you will see that the contributors addressed included one to some of the following areas from their objective point of view:
the making of the term “facility management” in their country
the acceptance of FM in their country
the implementation of FM within their country
the spreading of the term FM globally
the similarities and differences of FM globally
the status of academic efforts, continuing education, and realizations to promote the field of FM worldwide.
the growth of women in FM and women FM leaders
the transformation necessities for traditional structures
the challenges in the future for the built environment in general, especially due to the COVID-19 pandemic and the general impact to offices in regard to People, Process, Place, Technology, and remote working by the bringing together of workplaces and office needs – all of this amplified by climate change, energy crises, sustainability, social implications, etc.
Goal
The goal of this book is to describe why from a personal perspective Facility Management developed formally in the US and also Canada, from a nongovernmental and business perspective, compared to how Facility Management developed in various countries in the Americas, Europe, Australia, and Asia.
The selection of FACILITIES, as a plural term, is used to show the perspective chosen by the initiators for this interdisciplinary approach of their anthology and this legacy covering the forty years of international FM and beyond. In combination with @, the icon for Information Technology as an essential bridging element to MANAGEMENT.
The title is designed to express the general importance that facilities have in the built environment not only for working processes, cost, and productivity, but also for research, educational, care and living space. The three nouns of the subtitle reflect the three dimensions of the book’s content which displays the origin, the implementation, and the potential still inherent in FM.
In theConcept part principals, sponsors, and creators of the research project spanning over 40 years into the relationship between people, workplace, and buildings are identified. The abstract academic FM idea is explained, leading to the first FMI and the subsequent coining of the term as well as forming the National Facility Management Association (NFMA) in the USA in 1980.
The Realization describes the development of the concept in academia and the work environment, and the transformation of the professional association into a transnational activity, claimed in 1982 by the name-change to International Facility Management Association (IFMA). The educational and professional activities, the founding of FM associations in other countries, their realization, and activities are characterized. Development of technology, scientific placement, academic classification, implementation of the profession in different areas and companies internationally are represented.
The Vision part includes success as well as shortcomings of the realization and transformation in the academic, the institutional, and the commercial world. To create a platform of demands for the immediate future it is required for the built environment to respect social, economic, ecological, and demographic changes under sustainability demands and global climate-change.
Insight
Facility Management is still facing misunderstanding as a concept in some parts of the world, despite the role it plays for over four decades already internationally since its invention, “born and coined” by academia, raised and brought into professional and corporate hierarchies through the initiative of an association, and finally accepted as a profession with academic training, university seats, and research far beyond the USA, implemented in Europe, and spread out worldwide.
A variety of technical FM books on the subject have been available for some time, not only in English but in many languages. They have aimed to serve as introduction to the body of knowledge, the description of tools and technics developed and available, as well as functional approaches to the phenomenon that is FM, whereas the origin of the term FM and its potential as a holistic concept remained often only worth a footnote or vague annotations.
To fill this gap, the vision of this anthology strives to offer academic and sponsoring thought leaders of the beginning, drivers of the professional development throughout the past, and today’s experts and protagonists in FM and adjacent fields including academics in educational institutions nationally and internationally, a platform to reveal their very personal involvement, ideas, experience, and outlook gained in their practice, simultaneously disclosing roots, perspectives, and even inherent answers to questions still pending today and the future.
This approach allows the reader insights into the process of the creation of the term up to what the development and present state of the art can offer. Furthermore, the unique display of experience and background of the contributing contemporary witnesses gives an insight into the causes leading to the development of the concept FM in the last quarter of the past 20th century providing a global perspective.
Readers of This Book
This anthology is for readers interested in the built environment and its personal, social, structural, and technical aspects; factors important to all of us throughout our entire lives. Readers are primarily students, professionals and researchers in planning, engineering, structural analysis, building, real estate, HVAC, IT, etc. Included are top experts in related social and political science, laymen wanting to understand the FM phenomenon, gain an overview of the history, implementation, and perspectives of development and its possible potential for the future.
What is special about This Book?
The publication offers a platform for recalling the original vision, experience realized, and the insight of founders and contributors to the development as well as their findings, achievements, and legacy for FM. All contributions are pinpointed and standalone but are not redundant, highlighting the contributor’s view.
Being contemporary researchers, educators, experts, and professionals with different backgrounds from building, real estate, and industry from the US, Canada, Mexico, Brazil, China, Hong Kong, Singapore, South Korea, Australia, England, Scotland, Ireland, the Netherlands, Germany, Austria, and Switzerland. These contributors summarize the state of the art in international FM in their countries to provide an assessment of the existing solutions and their potential for meeting the requirements regarding facilities in the future under the challenge of sustainability, climate change, and – last but not least – growing social and political issues all over the world.
The volume of the anthology was designed to be approximately 500 pages and includes essays from the 50+ contributors. The average length of the contribution was 10 pages (plus/minus) each, which included citations, figures, charts, plots, a brief bibliography, with a short educational and professional history of the author.
Making a Difference
Despite the path of success of FM books in the decades passed, the awareness about the origin of FM, the real idea behind the concept, and the vision of the beginning in some countries has decreased, remained untold to a wider public, or even got lost, despite the academic and corporate spread internationally. Under this experience, the proposal to use the anniversary mentioned for an academic checkout into the achievements seemed not only of academic interest, but of an almost historic importance, as long as eyewitness of the founding period are still available.
However, when the idea became a project in 2021, it was not certain, who could still be found from the early days in the USA and who from the current protagonists there, being colleagues, professionals, academics, and practitioners, would be willing to contribute in order to help achieving the intended goal. It was a pleasant surprise that the first cautious inquiries brought already more interest than expected, and in the past months most contributions had been turned in already, most from North America and international regions with English as the lingua franca.
This book would only be an incomplete picture of the founders’ original concept and IFMA’s intentions as forerunners of an idea that became an international success. To reflect the development in the Americas, Asia, Australia, and Europe and especially in the German-speaking countries, it turned out that there the situation to win interested and for the reader interesting contributors was rather complex. Not because of language hurdles, which nowadays are not a real issue anymore, but the variety of different strands of development in academia, business, and associations.
To respect multiple requests of contributors, learning late of the initiative, an extensions of the submission period had become necessary, to give enough time for qualified adaptations and the transcription of texts.
Mission Statement
To differ from text and technical books, we choose the form of an anthology, to allow contemporary witnesses and contributors to reveal the roots, the ideas, the foresight, and the support of sponsors necessary to create a first FM Institute as well as an association like IFMA. Their roles and contribution in the dissemination of the term and the creation and forming of a profession are still widely unknown.
The interlocking of the development of research activities in academia regarding work processes within corporate offices and structures, is not only of historic interest. It can be taken as a very interesting case study for a dynamic reaction to adapt to changes in a completely new setting – then caused by the intrusion of Electronic Data Processing (now called IT) in the work processes, taking place in offices, housed in buildings. A situation not too different from the challenges demographic, social, and environmental changes that are now confronting the developed post-industrial nations and their built environment under resource, climate, and sustainability aspects.
Only this holistic approach we believe can do justice to the industry, the academic development of curricula, and the economic importance FM has gained in these four decades passed. And furthermore, this can unveil some of the inherent potential still dormant in the concept of Facility Management, to assist in solving problems now and in the future, especially regarding resource, climate, and sustainability challenges.
We trust that you will enjoy this book, the legacy, and the perspectives that our contributors have provided. The editors are donating the royalties of this book to one or more educational focused Foundations for the benefit of FM university students.
EPRMHJRGM
Acknowledgments
The co-editors/initiators acknowledge and especially thank the 50+ contributors internationally whose experience, writing, speaking, teaching, and sharing have contributed to many of the Facility Management (FM) concepts, and experiences related in this F@M book about the 40 years of international facility management (1982–2022) and into the future. And to the many others globally who have helped in the development of the facility management profession which has led to the organizing of over 40 FM associations globally.
We also acknowledge and thank those who were invited to contribute to this unique anthology and legacy publication, but for various business, time, personal, health, and/or family issues had to decline the sharing of their contributions. And we sadly recognize that a number of important FM colleagues have passed away before their contributions could be requested.
We are grateful for and acknowledge the many manufacturers, vendors, and consultants who have supported the FM profession and its growth around the world for over 40 years. These organizations include furniture manufacturers, flooring, lighting, rentals, food, beverage, cleaning, FM outsourcing, real estate, architects, engineers, interior designers, contractors, IT and special software developers, etc. Many of these organizations have helped FM associations, chapters, and conferences with their sharing and supporting the FM message and education with their time, knowledge, experience, support, and sponserships.
The success of the last 40+ years of the FM profession also resides with the request for and development of FM education and research. Most and possibly most all of the contributors have taken advantage of the education and research that FM associations have developed and created. We acknowledge the establishment of formal university FM degree programs, certification and certificate courses, and continuing education courses at FM conferences, universities, and private education vendors. Also, association foundations have established and raised funds for many scholarship programs for FM students from around the world. Many of the contributors have been the beneficiaries of these scholarship programs.
The reader may have noticed that some organizations vendors, or businesses that have supported FM in the past have not provided a contribution, and we wanted to acknowledge this. After a number of attempted contacts, no representative from these organizations responded. This is part of the business cycle where the reader may have noticed that some prominent organizations at FM conferences may no longer be as visible as many years ago. We find that the management of these organizations, vendors, or businesses have changed, and new leadership provides different directions either as new strategic goals or because leadership has no or little understanding of FM and/or their history of FM purchasing their products or services.
We also thank the editors with John Wiley & Sons (Wiley), our F @ M book publisher, and especially thank Kalli Schultea, Editor, Civil Engineering and Construction, Isabella Proietti, Editorial Assistant, and Indira Kumari, Managing Editor, for their support of this book. And the editors worked with Wiley on the book cover. A world map was identified in night mode which shows pinpoints of night activity in the various continents which reflected the built environments that FM supports providing A Global Perspective.
Finally, we thank the FMs, and contributors whose senior managers who have supported them, their staff, the profession, and the work they accomplish for their customers and their organizations to succeed and excel. We celebrate these senior managers who have provided the time and resources for these contributors to share their FM story in this anthology.
The information in this book is for educational and informational purposes only. It should not be taken as professional advice. Also, the views expressed in this book are solely those of the editors and contributors and do not necessarily reflect the views of the publisher.
MHEPRJRGM
1 ContributorsConcept
In thisConcept part, principals, sponsors, and creators of the research project spanning over 40 years into the relationship between people, workplace, and buildings are identified. The abstract academic FM idea is explained, leading to the first FMI and the subsequent coining of the term as well as forming the National Facility Management Association (NFMA) in the USA in 1980.
The following contributors provided their anthology and legacy on the early years of facility management:
1.1 David Armstrong
1.2 William (Bill) Back
1.3 Mary Day Gauer
1.4 Melvin Schlitt
1.5 Eric Teicholz
1.6 Christine H. Tobin (formerly Neldon)
1.7 Gunter Neuman
1.8 Duncan Waddell
1.1 When and How “Facility Management” Became an Identified and Needed Profession
David L. Armstrong
Introduction
In 1968, while Associate Dean of Agriculture of Resident Instruction in the College of Agriculture and Natural Resources at Michigan State University (MSU), an unusual and career-changing situation occurred. The College was growing very rapidly and was running out of office space. The MSU architect mentioned that Herman Miller, Inc was doing something very interesting new things and that I should contact Bob Propst, President of the Herman Miller Research Corporation (HMRC). Michigan State University (MSU) became the first government contract for Herman Action Office Systems (AO2). It became a research site and a publication by HMRC titled “Facility Influence on Productivity.”
The MSU experience set Bob Propst on a mission. He wanted to visit office facilities in as many companies as possible. He wanted to see firsthand what equipment and furnishings were present, how they were used, determine if a plan existed and how facilities were managed. The observations were all over the place. Since Bob Propst was running a research corporation, he wanted answers. For the next eight years, Bob Propst and I visited dozens of companies. During this same period, we were invited lecturers at Architectural Colleges, corporations and were sought after for American Management Association (AMA) Lectures. Office environments were growing at exponential speed, and the nagging questions remained, who was in charge and how were decisions being made. It was obvious, that decisions were “reactive” to a request. Very few decisions were “fact” based. Bob Propst was rather quickly concluding; “If there is not competent management associated with these environments in place, why should I as a researcher and designer continue to promote intelligent and adaptable environments that are ending up in unmanaged and misunderstood situations once on site?”
In 1978, I left Michigan State University and joined the Herman Miller Research Corporation Team in Ann Arbor, Michigan. The Information Age and the growth of Office Environment were all the rage. To understand what was happening, you have to relive the previous decades of manufacturing and assembly businesses that were everywhere. Colleges of Engineering had majors or focus programs that were labeled “Plant Engineering” or similar. These engineers were trained and focused on the factory environment, kinds and size of structure, factory line design, logistic requirements, time and motion studies and more. The associated paperwork (The Office) had an area in the corner or a “lean to shed” to the main factory. The Plant Engineering profession was often not the favored engineering career, and those programs were dropped, and the subject matter incorporated into the other engineering majors. But the Information Age emerged with intensity and unprecedented growth and the evidence of active management of office spaces was all over the place. Generally speaking, no one desired the task or the assignment of managing this new movement. Managers were told that this was an “add-on” responsibility and you have been selected. Many positions were filled by persons about to retire and on and on. The observations of how the office facility was managed became almost humorous. Growth was rampant and a “management function” was badly needed. In most cases there was only minimal evidence of office facility management, except for a moving crew in maintenance. When new office building projects were started, more was needed. Managers were “volunteered” as kings of the new building. No one wanted this job – often they were well respected leaders about to retire. Bob Propst and I talked to many of these managers. When they inquire about staff, budget, or anything else, they were told this is the company’s top-one priority and they would get the resources they need!
After several years of corporate visits, lectures and conversations, Bob and I knew there was a serious void in the non-researched, informally managed and massive confusion in managing the growth of facilities in the Information Age. During that time, we had accumulated a treasure chest of names deeply interested in this specific topic. In late 1978, a conference was put together, by Herman Miller Research Corporation in Holland, Michigan, to focus on the dilemma of managing office facilities. It was a “Think Tank” type of conference, with everyone being in an explorative mood. The conference did set off an aftermath of response.
Two attendees at the conference, Charlie Hitch, of Manufacturers Bank and George Graves, from Texas Eastern, wrote a letter to Max De Pree, CEO of Herman Miller asking for a seat on Herman Millers Board of Directors, representing users of their products. The letter was forwarded to me and Max De Pree noted on the letter that "He did not need an added Board Member or a committee or anything. If there is something here that the Company should be working on, it should start as part of the programs at Herman Miller Research at Herman Miller Corporation."
There is no question that this letter started the ball rolling and was based on dialogue from the conference in Holland, Michigan, just a few months earlier.
Bob Propst gave me the assignment to develop a program that would be part of Herman Miller Research Corporation and would focus on management of the office facility. Here is where I started:
The “White Collar” workforce was growing at an exponential rate. No one questioned that and it brought a bundle of decisions, problems, and a need for informed decision making.
Without history, nearly everything was on a “first time” basis. Whoever was asked to help manage the processes was developing their position as they worked with virtually nowhere to go for help or assistance?
Colleagueship was minimal. The typical professional society of fraternity did not exist.
How could current professionals augment their backgrounds with this “facility thing”?
The need for professional literature, courses, meetings, and professional dialogue were also missing.
What would the handle be? What should the name be?
The Process for a Plan
I asked former colleagues at Michigan State University what was it like to develop a new academic program in Parks and Recreation. In a chance meeting, I asked him, “How did you start?” He said, “Strange you would ask. To put it simply, there is no history, no data, you had to first count the ‘canoes’. You need information. How big is this thing and those kinds of questions?” It was obvious; we had to do some counting and data collection. For example, what percent of the corporate operating budget should be allocated to managing the “white collar” facilities? What is a reasonable investment in facilities, equipment etc. for this workforce? What would the staff needs be and what would be the most effective reporting structure? It was obvious early on that a focused group of research professionals was needed. There was a need for an academy. We should stop right there and see if a college or university would be interested. If they were, we could direct our efforts to assist them, rather than do it ourselves. Our inquiries instilled little interest, but shifting or adding academic staff to take on the responsibility was barely a lukewarm reaction. It sounded “trade-like” to most and perhaps our presentations were not as convincing as we thought. If you remember, higher education was also experiencing a huge growth. They had their plates full and a new program, even though it had grant money attached, our idea was not very convincing. Our conclusion was going to take more resources and time to develop and an effective approach with universities than we could afford. It was better to focus on our idea independently.
The need for an academy or an institute had to be established. A dedicated and professional research presence was required. There was also a need for literature, outreach, and public relations, maybe even a professional organization. Meetings, short courses, seminars, and other career enhancing activities seemed like a requirement. The number crunching convinced the Herman Miller Research Corporation that the idea for an academy made sense. It would not be self-sufficient in the early years; therefore, funds would be required. We wanted to have control of the development in the formative years, so we decided to present the funding requirement to the Board of Herman Miller, Inc.
Bob Propst strongly supported the idea. In his presentation to the Board, he emphasized repeatedly, there was a need for the Herman Miller Research Corporation to add this venture to its program agenda. To be an “Out Front” research and development organization in the office environment, this was a critical component. He sold that idea very effectively. In our dialogue with the Board, we used the word institute. The Board was also told the entire focus of the Institute would be on the management of the white-collar workforce environment. The emphasis would be on workplace needs, efficiency, and productivity, technical requirements and of course esthetics.
The controversy arose when the Board realized that the Institute would focus on management and not hardware. The Institute would be using Herman Miller furniture but would not be promoting or selling Herman furniture in its programs and activities. In addition, the Institute would be accepting participants regardless of furniture used, competitor or not! The concept was accepted, but it was the funding that was a problem. Bob Propst and team promised if the Institute were proven successful, we would make every attempt to transfer it to a neutral college or university. The Institute was approved and launched in 1979.
Launching the Institute
Naming is never an easy process. There had to be an emphasis on management and obviously we were interested in the focus to be on facilities. Calling it the Facility Management Institute was not very creative, but it was basically unused. In the corporate world “Facility Management” was a responsibility to run away from, and that is exactly where we wanted to go. We checked all references relative to the words “Facility Management” and found no competition to the term. We were convinced we had a clean and definitive use of the term. Herman Miller Research Corporation registered the name and definition with the US Library of Congress with no dissenting comments or concerns.
During the process, we did find two uses of the term “Facility Management.” IBM was using the term in their installation of new computers during this time. When a major IBM purchase was made and shipped, an IBM person was there to receive and install the product. These representatives were called facility managers. The US Army was also using the term.
On September 14, 1979, a report to the Herman Miller Research Corporations Board of Directors stated we were ready to launch. Our Model for the institute was formed and field tested. We were ready to have a soft launch. In May 1979, a task force of four people from Proctor and Gamble visited HMRC (Herman Miller Research Corporation) when they learned about plans for a Facility Management Institute.
P & G stated quite candidly that they suffered from a problem, which is characteristic of many research and development lab facilities, namely, that organizational changes occur more rapidly than facilities can respond. This was taking a fresh look at research and development itself and the relationships need between office, laboratory, and pilot production facilities.
Many of the ideas discussed were closely related to concepts developed in The Integrated Offices Facility research report. Additionally, our work at Michigan State University, Kellogg Community College, and American Productivity Center was reviewed to illustrate some of the principles, which were being discussed.
Discussions also touched on relationships between the personality types and task profiles of research and development workers and their attitudes toward the use of systems environment for offices. Traditionally, research scientists involved in creative activity, particularly senior scientists, have been insistent on high levels of privacy. While it is true that high level of concentration is required for some tasks, it was suggested that facilities must also encourage an appropriate amount of informal interaction and communication among scientists. The P & G task force seemed to be impressed with the perspective and ideas that HMRC had on these problems and were very open in discussing even sensitive corporate issues.
The HMRC task force invited Procter and Gamble to visit the facilities, and the issue of collaborating on a joint project was touched upon but no commitments were made. It is possible that an interesting research proposal would be well received by the task force, and that an interesting project could be developed based on this meeting.
The development of the Facility Management Institute had two equally important components: (1) HMRC corporation developed the macro-concepts. There was a plan, but the “facility managers” in the field were also reinforcing this plan. And (2), corporations had to be supportive of the concept. The Facility Management Institute had “no legs” if corporations turned a blind eye to the concept or refused to pay for their personnel to be FMI participants. Major corporations had to see the void, and actively support research and the involvement of their personnel. That is why the P & G involvement was so critical. Another major company joined the ranks early.
On July 26 and 27, 1979, the Facility Management Institute hosted a day and a half workshop and discussion session centered around three visitors from Honeywell, Inc of Minneapolis, with the addition of two others from the Detroit area. Representing Honeywell were Will Grove, Director, Corporate Real Estate and Field Administration; Joseph Riordan, Director, Corporate Productivity; and John Rousseau, Manager of Corporate Real Estate. The Detroit group included Greg Dymanski, Second Vice President, Bank Properties Department at Manufacturer’s Bank plus Richard L. Deatherage, Facilities and Planning for GM truck and Coach Division in Pontiac. MI.
Initially, the meeting was to include only Honeywell people, resulting from their request for a follow-up discussion of a visit Dave Armstrong and Hal Hanson had in Minnesota on February 28, 1979, with Will Grove, John Rousseau, and two other staff members. Will Grove also attended the HMRC sponsored, “Facility Influence on Productivity Conference” held at Marigold Lodge on November 15–17, 1978. To gain experience in a teaching seminar format, an agenda similar to the future Institute sessions, was the basis of the visit.
Will Grove responded with a letter to Dave Armstrong. “Dear Dave, I thank you and others for your hospitality last month. I am convinced that you are on the right course in devoting a major effort to raising the level and recognition of the facility manager. It impressed me that your plan is to acknowledge this manager as basically a ‘facilitator’ of the business functions of the various department managers he serves.”
Those of us on the staff of the newly formed Facility Management Institute in Ann Arbor, MI, had been provided sufficient verification to the “mission” that an all-out launch could now happen.
The FMI Facility
There was no question; the Facility Management idea was catching on fast. With the help of public relations firms, trade organizations, trade magazines and many others were pushing us for more information, ways they could become involved, invitations to speak to staff, invitations to speak at conferences and more. We were going crazy. I was invited to do a “Dear Dave” column in a leading trade publication all directed to facility management.
A flip chart talk I made to the Executive Committee of Herman Miller was presented to several individuals and groups over a period of a few weeks. The material from that talk was organized into a formal paper to be presented on October 23, 1979, at the Automated Office Conference for the American Institute of Industrial Engineers.
It was anticipated that by the end of the third quarter, fiscal year 1979/80, the Institute would have a total of 28 professional and support staff on board.
Our own facility had to be planned. If we were going to invite many groups to activities at the FMI, our facility had to incorporate the principles we were teaching. A “smart” facility had to demonstrate to all visitors the design and organization of the FMI facility. The staff of the Facility Management Institute had either experienced or knew of field experiences focusing on the office environment. In a “Think Tank” approach, a team was assembled that would illustrate the integration of “People. Place and Process” had to be real. The interior/planning of the new Facility Management Institute had four major concepts/philosophies that are being used as guidelines to create the “atmosphere tone” of the building:
Modular limited using a limited vocabulary of parts
Planning areas for “degrees” of activities/functions.
Planning for “degrees” of manipulation of systems parts.
Selecting a family of fabrics and finishes that work together on various combinations to create many visual settings.
It was truly a stunning example of what could be accomplished using “People, Place and Process” into an integrated and balanced workplace. It virtually “spoke” to you when you first experienced it. Functionality, simplicity, traffic flow, topography, attractiveness were evident. Rather than spend too much time on the facility, I have included excerpts from a major designer’s handwritten comments to HMI corporate.
Tom Newhouse wrote:
“On August 1979, I spent the day in Ann Arbor consulting with the FMI ‘New Facility Team’ on the interior space planning problems of the very young organization.
I am pleased to say that during a very intense conceptual day, Martha Whitaker, Mike Wodka. John Adams and I resolved a concept/philosophy that should not only help the FMI to define itself as teaching/research organization, but also produce one of the more process innovative Action Office facilities installed in recent years.
The concept is innovative on several levels of open plan system application and space planning management; because it is a different approach from HMI Corporate standard, and because it is an experimental concept that will require support to make it happen…
I am committed to ongoing support of this project and recommend the Facility Management Institute be given the design freedom and necessary support to pull it off.” Tom Newhouse.
Our own facility became the basis for more detailed research and resulted in a book, The Negotiable Environment People, White-Collar Work, and the Office, by Cecil Williams, David L. Armstrong, and Clark Malcohm, 1985.
“The Workshops”
The Facility Management Institute offered a workshop in Ann Arbor almost every quarter. Each staff member developed a session around their interest and specialty. These were typically two-day experiences. Discussions were lively. The evenings were usually dinner at an FMi staff member’s home. The discussions were very energetic and long lasting. We knew instantly that these facility management professionals needed to talk to each other–they needed a forum! They wanted information. Motivating these groups was not a problem, but an exciting resource. It is impossible to reiterate all that happened at the Workshops, but attendance was great. During these sessions, we often talked about; “People. Place and Process” and the “Crazy Daisy.” There was much more, but these centered the conversation for many more topics.
It was fun starting the Facility Management Institute, or was it? The Facility Management had a small staff initially. All were experienced members of the Herman Miller Research Corporation staff. However, for the new FMI staff to be redirected to the world of facility management was a new venture. “New” means new! Empty files, no publications, no experienced professionals, only a challenge to fill the void of the under or unmanaged dilemma of the emerging white-collar workplace.
Bob Propst and I had met many managers immersed in this situation. Each of our staff had an assignment to call these people and pick their brains on the subject. We had brainstorming sessions at the office. I even stuffed fortune cookies with facility management questions. At every coffee or lunch break, our staff, including administrative staff, was required to pick a fortune cookie out of the bowl and discuss the facility management topic stuffed inside. This proved more stressful than anticipated. But we had to develop a language – a new language to keep us focused and moving forward. This experience was always a group effort. The experience brought up things we needed to know, research that had to be done, and classes that needed to be developed. It was difficult to get started, but quickly became our passion. Our conversations in the field had more focus and content, confidence grew and in the institute was off and running.
People, Place, and Process
Every organization deals with people, whether it is Human Resources, People, or some other “tag.” Several organizations had used a more contemporary tag: Department of People or similar. The “People” departments were getting more and more legal with time, and therefore more clearly defined. The work process, the engine of most organizations, was usually incorporated in the Operating Departments or Division. When visiting organizations, you would notice great differences in how work was organized and evaluated at the group and individual level. Work processes were obviously more decentralized than human resources, data collection and analysis varied considerably, and accountability for workplace efficiency was quite varied. It was common to see reports on revenue per employee, or the growth of employee revenue compared with previous years or similar macro data. There was evidence of “efficiency teams,” workstation reorganization, and more.
Since our interest was in the management of facilities, the presence of a formal organization in facilities rarely existed. Associated facility tasks were often dispersed, almost hidden everywhere, with little or no consistency from organization to organization.
At the new Facility Management Institute, we started to diagram our observations. In a very subjective way, each of our researchers drew a diagram with three circles: One for People, one for Process, and a third for Place. The size of the circle was to measure effectiveness of the function. Thus, three circles were placed on a diagram; usually each of the three would be of different sizes. The next part of the diagram was to spatially place the three circles. This gave us some indication of how closely and interdependent the functions were to each other and how effectively they were working together.
In an ideal world, optimum efficiency and productivity would occur when the three circles would intersect. Thus, the interconnected circles were often a model that started many discussions and conversations called the People, Place, and Process diagram.
You can imagine very few interconnected. People was always the larger circle, nested close to Process, but rarely intersecting, and Place was a small little circle struggling for synergy with the other two. Nearly everyone could identify with the findings. Since we were focusing on “Place,” we knew if we believed in our premise, there was work to be done. See Figures 1a, 1b, and 1c.
Figure 1a Dissonance Triangle: People. Place and Process are also there, but how are they positioned and how does it function? (Source: D. Armstrong).
Figure 1b Dissonance Triangle: They should at least touch! (Source: D. Armstrong).
Figure 1c Synergy achieved! (Source: D. Armstrong).
