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Implementing Lean Principles and Visual Management Technologies in Facilities Management Systems

Wednesday 18 October 2017

Audrey Schultz, Ph.D. Associate Professor, Pratt Institute

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Learning Objectives

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1) Bring to the forefront that an addedfunction of Lean Visual ManagementTransformation might be the missing KeyComponent in order to Succeed.

2) Introduce the challenges that occurredduring a Facilities Managements LeanTransformation Journey.

3) Inform the industry that its’ not just aboutLean Construction Push/Pull ProductionSystems. ‘Lean Facilities Management’is the next generation of Lean in the BuiltEnvironment: Lean FM, Why Not?

4) Present Lean Visual ManagementTechnologies that were Implementedin Facilities Management Systemsthat will benefit all Built EnvironmentWorkplaces.

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Background Project: Research Thesis

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• A North West England University’s Estatesand Property Services (E&PS) Departmentwas directed to cut £1 million from theiroperating budget.

• Transformation labeled ‘Lean Approach’with ‘Value Added’ directives.

• Lean Facilities Management Division of aLean Construction Corporation awarded3rd Party Outsourced Tender for new Off-site High Profile Facility.

• Employees perception of Transformationand Downsizing added Unhealthy Attitudesand Cultural Indifferences.

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E&PS Lean Practice Concepts

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Challenges

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• All FM Services Transformed.• Service Level Agreements (SLA’s) were

developed.• Key Performance Indicators (KPI’s)

created.• Attempted to Value Stream Map all FM

Services.

• Budget Cuts and Staff Reduction.ØConstruction department resolved.

• Cultural Issues Developed.ØEmployees did not Trust Management.

• E&PS Employees were not Educated in LeanTerminology.

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Therefore…

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Visual Management Artefacts were designedand introduced with and without success.

1) Lean Visual Management WorkshopBlitz.• Visual Transformation.• Visual Management.• Three Activities:

§ A3 Activity, Value, Workplace Barriers.

2) Visual Management Library.3) Lean Visual Workplace Management

Project Delivery Cycle.

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Visual Workplace Management Building System

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What Happened Next…

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• Gemba Walks.• Talking the Language of Lean and Visual Management.• White Board Communications.

• Was not sustained.• Student Accommodation CAFM Access.

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Third Designed Artefact

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Lean Visual Workplace Management Project Delivery Cycle

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Stores Proposed Visual Tape Planning Method

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Method for Value Based Lean Visual Management in Facilities Management, or LVM in FM

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• Appoint a Lean Visual Manager, or Champion.

• Continuous Improvement Cycle, PDCA.ØDifficult to Sustain.

• One Point of Contact.• Multi-Skilled Workforce.• Library on Lean Visual Management.• Value Stream Mapping.

ØPDCA.• Value Based Facilities Management.

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Method for Value Based LVM in FM

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• Value Creativity.• Establish a Lean Visual Knowledge based

Workforce.• Speak the Language of Lean and Visual

Management.

Visual Communications

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Method for Value Based LVM in FM

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• Design to Talk.• Colour Coded Data/Phone Cables/Clip

Boards, Project and Administrative Files.• Reception/Helpdesk Staff 24/7/52• CAFM, CMMS, BMS Systems.• Intelligent Call Monitoring Phone System.• IPD, Smart Phone or Tablet use for O&M.• Furniture Re-use and Recycling Program.

Visual Controls, Visual Office, Machine and Guarantees

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Method for Value Based LVM in FM

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Visual Order, Establish a Visual Foundation

• Gemba Walks, Go See.• Colour Coded Furniture, Keys, Key

Chains & Cabinet Doors.• Patterns of Work.• Visual Safety Solutions.• Security Panic Buttons and Door

Release Buttons.• Identifying through Labels, Black Type

on Yellow Background = best visual colour combination.

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Recipe for Value Based LVM in FM

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• A3 Reports.• Visual Problem Solving.• Visual Display Boards.• Benchmark Systems.• Service Level Agreements.• Key Performance Indicators.• Monthly Performance Reports.

• Restructure Security Systems.• Comply with Customer Funded Work

Policy.• Reduce Planned Preventive

Maintenance (PPM).• Set New Standards of Work,

Processes, and Procedures.• Student CAFM Accommodation System

With Instructions.

Visual Displays, Performance Metrics and Standards

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Underlying Issue is Cultural

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• Lack of Direct and Consistent Management Style.

• Employees Mistrust Management.• Set in their Ways, Old School vs. New.• People Fear Loss.• People Hate Change! • Poor Communications with No Transparency.• Too Much Change Going On.

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Underlying Issue is Cultural

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• All Management (and Employees) must be involved.

• All Supervisors, and Leadership must Understand Change Management.

• Appoint a Change Management Champion.• Identify Lean Visual Management Champions.

ØLVM Champion at Workplace Level.ØLVM Leader at Middle Management Level.ØLVM Principal at Senior Leadership Level.

• Engage Employees in the Process.

• (Everyone) Must Learn New Process and Procedures.

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What Did I Learn?

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• According to Mann (2010) office workers are notused to being accountable for their work activitiesas someone on the manufacturing line maybe.

• Employees do not like change and will “expressresistance to that which is new and unknown”(Vicher, 2012, p.128).

• “The amount of rework and non-value-addingactivity in office (type) processes may contribute tothe tendency for office workers to resist increasedaccountability that comes with lean and leanmanagement systems” (Mann, 2010, p. 107).

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What Else Did I Learn?

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“It is very important to remember that makingchanges to someone’s work space and procedures,and not managing these changes will mean that theindividual is likely to oppose, and in some caseseven sabotage the proposed changes” (Bicheno &Holweg, 2009, p. 203).

Yes They Did!!!

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What Else Did I Learn?

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• The continuation of E&PS’s lean journeymomentum seized. Everything stayed as it was inMay 2012.

• According to Kurt Lewins (Cameron & Green,2015) three step frozen theory of change, onceyou unthaw the existing ‘as is’ state, you createthe new proposed state and only when the new ‘tobe’ state is developed you refreeze it.

• The research concludes that E&PS may never getto refreeze themselves again, since new ‘mindsets and habits’ (Cameron & Green, 2015, p. 36)have not been established.

• They are and will always be in constant flux.

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What Did I Learn?

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• Most of the technologies are being implemented inmanufacturing, IT, and construction industry withvalue added realisation.

• The main fundamentals of FM are linked to asocial system composed of people, place, andprocess, technology, governed by work standards,service level agreements, and key performanceindicators. This can all be tracked and openlycommunicated through the integration of visualtechnologies.

• This is where FM can get noticed, establishthemselves as a visual technical industry.

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Final Outcome Statement

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The success of any (FM) services departmentdepends largely on employees and customerexpectations, plus their willingness to take the batonand follow thru with it.

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Visual Workplace Management Building System

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©Dr. Audrey L. Schultz

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Visual Workplace Management Building System

25©Dr. Audrey L. Schultz

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Questions & Discussion

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Contact Us

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Dr. Audrey Schultz

Pratt Institute, NY

aschul47@pratt.edu

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