Top 10 Key Performance Indicators in Facility Management.



Publicado por FAMASE el 02/02/2016 (ENG)


Performance management is frequently defined as a process by which the company manages its results and performance in line with its corporate goals and functional strategies. In Facility Management (FM), the objective of that process is to accomplish an integrated control system, where the corporate and functional strategies are transferred to all support processes, activities, tasks and personnel.

Key component of that control function is the provision of reliable feedback and information through the performance measurement system. The goal is to provide the tools for informed and effective management decisions at all levels – strategic, tactical and operational. Because,

Measurement is the first step that leads to control and eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.

This magnificent reasoning by J. H. Harrington lies at the core of contemporary performance management. The most valuable instruments of the performance measurement system are the Key Performance Indicators (KPI). KPI could be defined as measure that provides essential information about the achievement of a targeted level of results.

Top Ten FM KPIs

It is neither beneficial, nor practical to attempt listing exhaustively KPIs in FM, due to the interdisciplinary and complex character of the sector and the significant scope of services provided. Rather, it would be more useful to identify the most frequently monitored KPIs in FM practice today. The presented KPIs reflect my professional experience, as well as research and reported best practices by The KPI Institute, Euro FM and IFMA.

What are the most often used KPIs in Facility Management? (KPIs are not presented in order of importance)

€ Gross FM Costs (TCO) / 1 m² (ft²)  of Gross Floor Area (GFA), annually

% Degree of User Satisfaction from FM Services

€ Capital Costs / 1 m² (ft²) of GFA

# End User Complaints

# Net Floor Area in m² / 1 working place or per 1 user

€ Maintenance Costs / 1 m² of GFA

€ Operational Costs / 1 m² of GFA or per 1 user

% Planned maintenance vs. Reactive maintenance Ratio

€ Utility Consumption Costs / 1 m² of GFA or per 1 user

€ Cleaning Costs / 1 m² of GFA

These metrics could easily multiply and become Top 20 or Top 50. But as William B. Cameron says:

Not everything that can be counted counts, and not everything that counts, can be counted.

The challenge is to select and maintain a manageable number of monitored KPIs. In this context, what would be the selection criteria for identifying, developing and utilizing KPIs in Facility Management? KPIs have to be:

1. Balanced – An integrated KPI system must be balanced by offering indicators that measure quality and quantity; effectiveness and efficiency; objective and subjective domains. It must employ objective measurement methods as well as techniques that capture and report subjective opinions and reflections. Example: # Net Floor Area in m² per 1 Workstation; Level of Satisfaction of Users from Help Desk Service; % Maintenance Overtime, Level of Employee Engagement.

2. Assigned to – The responsibility for monitoring and managing the feedback from KPIs within the concept of Plan-Do-Check-Act must be assigned to specific unit/position. Software and automation systems could facilitate and enhance, but cannot manage or lead. Example: Under the leadership of the Maintenance Manager reduce the Maintenance Costs as a percentage of Asset Replacement Value to 3% by the end of Q1, FY 2016.

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