ISO TR 41013-2017 Facility management - Scope key concepts and benefits.pdf

1、 ISO 2017 Facility management Scope, key concepts and benefits Facility management Domaine dapplication, concepts cls et bnfic e s TECHNICAL REPORT ISO/TR 41013 Reference number ISO/TR 41013:2017(E) First edition 2017-07 ISO/TR 41013:2017(E)ii ISO 2017 All rights reserved COPYRIGHT PROTECTED DOCUMEN

2、T ISO 2017, Published in Switzerland All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior written pe

3、rmission. Permission can be requested from either ISO at the address below or ISOs member body in the country of the requester. ISO copyright office Ch. de Blandonnet 8 CP 401 CH-1214 Vernier, Geneva, Switzerland Tel. +41 22 749 01 11 Fax +41 22 749 09 47 copyrightiso.org www.iso.org ISO/TR 41013:20

4、17(E)Foreword iv Introduction v 1 Scope . 1 2 Normative references 1 3 Terms and definitions . 1 4 Scope of FM . 1 5 Business process background of FM 1 5.1 Business process . 1 5.2 Core business/primary activities and separating the support processes . 2 5.3 Assigning support processes to FM 2 6 Ke

5、y concepts in FM . 2 6.1 FM model . 2 6.2 Broad scope of FM and facility services 3 7 Purpose and benefits of FM . 3 7.1 General . 3 7.2 Productivity . 4 7.3 Impact on people . 4 7.4 Risk mitigation 4 7.5 Sustainability 5 7.6 Identity. 5 7.7 Cost and quality 5 Bibliography 7 ISO 2017 All rights rese

6、rved iii Contents Page ISO/TR 41013:2017(E) Foreword ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each membe

7、r body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Elec

8、trotechnical Commission (IEC) on all matters of electrotechnical standardization. The procedures used to develop this document and those intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the different types

9、of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives). Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO shall not be

10、 held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO list of patent declarations received (see www .iso .org/ patents). Any trade name used in this document is inf

11、ormation given for the convenience of users and does not constitute an endorsement. For an explanation on the voluntary nature of standards, the meaning of ISO specific terms and expressions related to conformity assessment, as well as information about ISOs adherence to the World Trade Organization

12、 (WTO) principles in the Technical Barriers to Trade (TBT) see the following URL: w w w . i s o .org/ iso/ foreword .html. This document was prepared by Technical Committee ISO/TC 267, Facility management.iv ISO 2017 All rights reserved ISO/TR 41013:2017(E) Introduction The International Standards o

13、n facility management (FM) developed by ISO/TC 267 describe the characteristics of facility management and are intended for use in both the private and public sectors. NOTE The terms “facility management” and “facilities management” can be used interchangeably. International cooperation in the prepa

14、ration of these International Standards has identified common practices that can be applied across a broad variety of market sectors, organizational types, process activities and geographies, and their implementation will help to: improve quality, productivity and financial performance; enhance sust

15、ainability and reducing negative environmental impact; develop functional and motivating work environments; maintain regulatory compliance and provide safe workplaces; optimize life cycle performance and costs; improve resilience and relevance; project an organizations identity and image more succes

16、sfully. Without International Standards, the development of FM is market-driven, with the risk that developing nations and smaller organizations are either left to accept what they are offered, regardless of its suitability to their culture and needs, or otherwise subsumed by what the major supply s

17、ide providers offer. At the same time, global providers are unable to compete as effectively as they could because of the absence of a single standard for the planning and description of FM and related support services. The development of the market for FM has been hampered by the absence of a commo

18、n global structure with associated standards. In particular, small organizations, both buyers and suppliers, have been hindered in participating effectively in their respective markets. The sector needs standards against which FM, facility services and management systems can be assessed and measured

19、 This document makes use of concepts from other standards in the field of FM and introduces FM concepts which could be the subject of future standardization work. ISO 2017 All rights reserved v Facility management Scope, key concepts and benefits 1 Scope This document outlines the scope, key concep

20、ts and benefits of facility management (FM) and provides a context for the use and application of the terms defined in ISO 41011. 2 Normative references The following documents are referred to in the text in such a way that some or all of their content constitutes requirements of this document. For

21、dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies. ISO 41011, Facility management Vocabulary 3 Terms and definitions For the purposes of this document, the terms and definitions given in ISO 4101

22、1 apply. ISO and IEC maintain terminological databases for use in standardization at the following addresses: ISO Online browsing platform: available at h t t p :/ www .iso .org/ obp IEC Electropedia: available at h t t p :/ www .electropedia .org/ 4 Scope of FM All organizations rely on support pro

23、cesses, which are often critical to their core business. FM integrates and optimizes a broad spectrum of support processes and delivers their output (the facility services), which enable the demand organization to focus on its primary activities. The aim of FM is to ensure that this support is avail

24、able in line with the organizations mission and strategy, e.g. in an appropriate form, defined quality and quantity, and provided in a cost effective manner. In the past, there have been different understandings of the concept of FM globally, regionally, nationally or even within different types of

25、organizations. FM capabilities have evolved in different ways in different countries, as has the quality of service provided. Demand organization expectations have evolved from local to national, and are now becoming global. As a result of this evolution, the term FM is now used in different ways. M

26、eanings range from a strategic business process model that integrates support services, to the name of the unit or entity in an organization managing these services, or even down to the discipline taught. NOTE The term FM is also sometimes used for the provision of (single) operational services such

27、 as cleaning or housekeeping. Within this document, the term “facility service” is used in this context, which is more appropriate given the integrative function in the definition of FM. 5 Business process background of FM 5.1 Business process To understand FM, an understanding of where the FM organ

28、ization fits within the core business is essential. TECHNICAL REPORT ISO/TR 41013:2017(E) ISO 2017 All rights reserved 1 ISO/TR 41013:2017(E) 5.2 Core business/primary activities and separating the support processes The primary activities of an organization constitute its distinctive and indispensab

29、le competencies in its value chain. Every organization relies on support services that provide an infrastructure within which the primary activities can be achieved effectively. The relationship and interface between facilities processes and the primary activities need to be decided by each organiza

30、tion according to the needs of that organization, and should be reviewed as those needs and the competitive environment evolves. EXAMPLE In the case of an automobile manufacturer, the primary activity of the organization is the manufacture of automobiles. The factory is a facility that supports the

31、primary activity, a manufacturing operation. The FM organization has processes and activities that allow the effective manufacture of automobiles, i.e. the appropriate environment, power for manufacturing, and other spaces to oversee the manufacturing activity. These activities help to create an env

32、ironment within which the manufacture of automobiles can be completed effectively and efficiently. 5.3 Assigning support processes to FM FM requires specific competencies and a holistic approach which distinguishes FM from the isolated provision of one or more support services, often called facility

33、 services. Assigning support services is an important step in the identification of FM. EXAMPLE An example of a support service that is often managed separately is the cleaning of buildings. Most organizations do not treat this as a core business process. However, if the core business is to provide

34、cleaning services to other businesses, then its position within the organization is central and other services become support for the core business. 6 Key concepts in FM 6.1 FM model FM requires a broad and clear understanding of the interdependencies within processes of a demand organization. A var

35、iety of FM models are employed around the world. A common element between them is the integrated delivery of a support service to the core business of a demand organization. There is no single system for delivering FM. Solutions are dependent on a range of factors, including but not limited to the f

36、ollowing: geographical location; organizational risks involved; mission criticality; availability of support services; skills, expertise and capacity of internal specialists; host organizational core business culture and management structures; core business strategy and market position; needs and re

37、quirements of the demand organization. The methodology for analysing all these factors is explained in ISO 41012. FM aligns with the goals and long-term strategies of the whole organization, but it also translates this alignment into day-to-day service for individual people, their well-being, their

38、productivity and their quality of life. In addition, FM supports organizational units (e.g. business areas, sites or departments) in achieving business results. FM therefore acts on the main three organizational levels: strategic, tactical and operational.2 ISO 2017 All rights reserved ISO/TR 41013:

39、2017(E) 6.2 Broad scope of FM and facility services FM covers and integrates a very broad scope of processes, services, activities and facilities enabling cost-effective, safe and healthy workplaces and ensuring an efficient provision of facility services. The distinction between the primary activit

40、ies and support services is decided by each organization. The International Standards on FM developed by ISO/TC 267 reflect a clear distinction between facility services and other support services, which are discrete, non-integrated service lines. Although the latter can be integrated into an FM del

41、ivery system, on their own they do not merit the use of the term FM. Facility services may include the following: managing real estate or sites providing space (e.g. factories, offices, laboratories, classrooms, hospitals, shops, warehouses, data centres, airports, military installations, hotels, mu

42、seums, playgrounds, prisons, internal roads, parking, lawns, parks); managing infrastructure (e.g. roads, bridges, dams, canals, levees, railroads, and transit systems); managing equipment and systems (e.g. structural components, furniture and workplace equipment, information and communication techn

43、ology, lighting, sanitary, heating, ventilation and air conditioning, elevators, safety and surveillance, building automation and information management, computer-aided FM, transport vehicle fleet, primary business specific systems); managing utilities (e.g. electricity, gas, oil, district heating,

44、solar energy, geothermal energy, pressurized air, technical gases, water treatment); safety management, security management, catering, access control, fleet management, reception and visitor services, printing services, greens service, winter service, event management, etc.; specific services for us

45、ers and guests, which make all of these resources productive for them and for the organization and which maintain their functionality. A facility is a collection of assets built, installed or established to serve the needs of an entity (i.e. to serve the needs of people or an organization). A single

46、 asset (e.g. a car or an air handling unit) is not a facility, nor is something that has not been built, even if it is an asset (e.g. a nature preserve). Application of FM is not constrained, e.g. FM techniques could be applied to a cruise liner if required, although most large scale, specialized as

47、sets of that type would normally have their own specialized management disciplines. 7 Purpose and benefits of FM 7.1 General The purpose of FM is to improve the quality of life of people and the productivity of the core business of organizations. The main benefits of implementing an FM approach in o

48、rganizations are as follows: a simple and manageable concept of internal and external responsibilities for services, based on strategic decisions, which leads to systematic insourcing or outsourcing procedures; clear and transparent communication between the demand side and the supply side by dedica

49、ting persons as single points of contact for all services, which are defined in an FM agreement; a most effective use of synergies amongst different services, which will help to improve performance and reduce costs of an organization in alignment with its strategic goals; reduction of conflicts between internal and external service providers, due to fewer and better managed interfaces; ISO 2017 All rights reserved 3 ISO/TR 41013:2017(E) integration and coordination of all required support