Facilities Management Strategy PDF

BM1902 FACILITY MANAGEMENT STRATEGY Business Drivers and Constraints According to Atkin and Brooks (2015), business drivers include market opportunities, competition, product launch windows, rationalization of operations, and downsizing. In large, publicly quoted...

BM1902 FACILITY MANAGEMENT STRATEGY Business Drivers and Constraints According to Atkin and Brooks (2015), business drivers include market opportunities, competition, product launch windows, rationalization of operations, and downsizing. In large, publicly quoted corporations, drivers will hardly be a secret and might even be announced far and wide. Constraints, on the other hand, are more closely guarded because they can reveal weaknesses to competitors. Nonetheless, those with responsibility for a facility have to know what they are dealing with and any limitations in resources of whatever kind. In many cases, facility management will be used to find ways of reducing operating costs and, in others, to find space to nurture and grow new business (Atkin & Brooks, 2015). Organizational Management Levels Investment in a new facility has to be considered strategically, tactically, and operationally. The organization has to think and act strategically every time a matter of policy or procedure is reviewed. Likewise, operational requirements must be closely aligned with a policy that reflects the organization’s business strategy. The following are the organizational management levels: Strategic level. The organizational strategy must retain flexibility to deal with changes in the environment that might require a shift in emphasis or direction. Tactical level. The organization’s broad intentions have to be turned into workable plans. The management must also apply new processes and procedures as needed in the organizational tactics. Operational level. The organization must ensure that employees are working according to laid- down procedures and not deviating from it. Cross-Cultural Management The diverse nature of organizations involves differences in behavior, attitude, beliefs, and relationships that run counter to individual experiences, expectations, and outlook. The following are the practices that help in adapting to organizational diversity: Acquire as much local institutional knowledge as possible and as early as possible. Utilize the knowledge of local partners who have the right connections to the right people and authorities, and who know the correct way of working with them. Practice self-reflection by thinking carefully about your individual behavior and beliefs. Pay attention to situational characteristics and not so much to the stereotypes of national cultural differences. Strategy Formulation Atkin and Brooks (2015) suggest that the approach in developing a facility management strategy considers the organization’s business objectives, needs, and policies, as well as the practicalities imposed by its space requirement. The phases in strategy formulation for facility management are as follows: 05 Handout 1 *Property of STI  [email protected] Page 1 of 3  BM1902 1. Strategic analysis. This involves assessment of expectations and objectives relevant to services, resources, market, portfolio, and space audit. 2. Solution development. This involves generating, evaluating, and selecting options for facility strategy. 3. Strategy implementation. This involves the people, communication, resource planning, procurement, outsourcing, and entire organizational system relevant to strategy implementation. Strategic Analysis The following are the organizational considerations in strategic analysis: Portfolio and space audit. An audit of the organization’s portfolio or programs should be undertaken to assist in establishing the extent to which the facility requires servicing. When determining the extent of servicing required, space efficiency must be considered by the facility manager. Allowance for growth and/or reduction in the demand for space and its phasing into the future should be incorporated in the assessment of provision. The provision of space should reflect an inclusive environment that anticipates the needs of disabled people and others with equality-related needs. Services audit. An audit of the organization’s services should critically review the current delivery of services through a comprehensive examination of existing policy in terms of corporate guidelines and standards. It also includes defining the business processes such as budgeting, procurement, approvals, and payments. Most importantly, the audit must include all aspects of facility management and the delivery of services, including cost, as well as relationships with end- users. Resources audit. An audit of the organization’s resources should concentrate on the skills of the people, the capability of providers or suppliers, and the status of all procedures and technology. Market audit. An audit of the organization’s market should consider testing the market at intervals to determine the extent to which current service delivery matches the demand, including the cost of services. Understanding how the market for services is developing and what trends might be emerging provides the organization with insights into potential opportunities and innovations, as well as alerting it to possible dangers. Solution Development The following are the organizational considerations in solution development: Criteria for evaluating options. The facility manager must develop specific measures for judging relative merits of options on a facility strategy. Generation of options. The facility manager must suggest alternatives for the facility strategy through consultation with stakeholders and invitations to external experts. Evaluation and selection of the preferred options. The facility manager must apply the established criteria in selecting the best option for the facility strategy. 05 Handout 1 *Property of STI  [email protected] Page 2 of 3  BM1902 Strategy Implementation The following are the organizational considerations in strategy implementation: People and systems. The organization needs to develop the competence and skills of personnel through proper education, training, and mentoring. Communication. The organization must establish an effective message to ensure that strategy implementation is both understood and acted upon by the employees. Resources planning. The organization must plan the use of production factors efficiently and effectively to ensure proper allocation and control. Reference Atkin, B. & Brooks, A. (2015). Total facilities management (4th ed.). United Kingdom: John Wiley & Sons, Ltd. 05 Handout 1 *Property of STI  [email protected] Page 3 of 3  BM1902 PROCESS SELECTION Process Selection Process selection refers to the way an organization chooses to produce its good or services. The following are the key aspects of an organization’s process strategy: Capital intensity. This refers to the mix of equipment and labor that will be used by the organization. Tactical level. This refers to the degree to which a system can be adjusted to changes in processing requirements due to factors such as changes in product or service design, volume processed, and technology. The following are the basic process types: Job shop. This usually operates on a relatively small scale. It is used when a low volume of high- variety goods or services will be needed. It can handle a wide variety of work; however, it is slow, costly per unit, and requires complex planning and scheduling. EXAMPLE: Repair shop or emergency room Batch. This is used when a moderate volume of goods or services is desired, and it can handle a moderate variety of products and/or services. It is flexible since products or services can be easily added; however, it is moderately costly per unit and scheduling is moderately complex. EXAMPLE: Commercial bakery or classroom lecture Repetitive. This is used when higher volumes of more standardized goods or services are needed, and monotonous processing is required. It produces high volume with low unit cost, but has low flexibility and costly downtime. EXAMPLE: Automatic car wash Continuous. This is used when a very high volume of non-discrete, highly standardized output is desired. It is very efficient in producing high volume; however, it is very rigid, costly, and involves high downtime cost. EXAMPLE: Petroleum refining or water treatment Project. This is used for work that is nonroutine, with a unique set of objectives to be accomplished in a limited time frame. EXAMPLE: Building a bridge or movie making Technology and Automation According to Stevenson (2012), technological innovation refers to the discovery and development of new or improved products, services, or processes. Technology refers to applications of scientific discoveries to the development and improvement of goods and services (Stevenson, 2012, p. 243). The following summarizes the scope of technology: 06 Handout 1 *Property of STI  [email protected] Page 1 of 4  BM1902 Process technology. This includes methods, procedures, and equipment used to produce goods and provide services. This not only involves processes within an organization, but it also extends to supply chain processes. Information technology (IT). This involves the use of computers and other electronic equipment to store, process, and send information. This includes electronic data processing, the use of bar codes and radio frequency tags to identify and track goods, devices used to obtain point-of-sale information, data transmission, the Internet, e-commerce, and e-mail among others. Automation is a machinery that has sensing and control devices that enable it to operate automatically. It can range from factories that are completely automated to a single automated operation. Automation offers a number of advantages over human labor. It has low variability, whereas it is difficult for a human to perform a task in the same way, in the same amount of time, and on a repetitive basis. Automated services are also an option. Although not as plentiful as in manufacturing, automated services are becoming increasingly important. Examples range from automated teller machines (ATMs) to automated heating and air conditioning, which include automated inspection, automated storage and retrieval systems, package sorting, mail processing, e-mail, and online banking among others. The following are the different kinds of automation: Fixed automation. This uses high-cost, specialized equipment for a fixed sequence of operations. The advantage of this type is its capability for low cost and high-volume production. The limitations of this type, on the other hand, are its minimal variety of output and high cost of making changes in either product or processes. Programmable automation. This involves the use of high-cost, general-purpose equipment controlled by a computer program that provides both the sequence of operations and specific details about each operation. This type of automation has the capability of economically producing a fairly wide variety of low-volume products in small batches. Programmable automation has two (2) types as follows: o Computer-aided manufacturing (CAM). This refers to the use of computers in process control, ranging from robots to automated quality control. o Numerically controlled (N/C) machines. These involve machines that perform operations by following mathematical processing instructions. Flexible manufacturing system (FMS). This is a group of machines that include supervisory computer control, automatic material handling, and robots or other automated processing equipment. Process Strategy According to Atkin and Brooks (2015), flexible systems and equipment are often more expensive and not as efficient as less flexible alternatives. In certain instances, flexibility is unnecessary because products are in mature stages, requiring few design changes, and there is a steady volume of output. Ordinarily, this type of situation calls for specialized processing equipment, with no need for flexibility. This implies that flexibility and its applications should be matched with situations in which a need for flexibility exists (Atkin & Brooks, 2015). 06 Handout 1 *Property of STI  [email protected] Page 2 of 4  BM1902 Designing Product Layouts: Line Balancing Line balancing refers to the process of deciding how to assign tasks to workstations. Atkin and Brooks (2015) cited that the goal of line balancing is to obtain task groupings that represent approximately equal time requirements. This minimizes the idle time along the line and results in high utilization of labor and equipment. Idle time occurs if task times are not equal among workstations; some stations are capable of producing at higher rates than others. These “fast” stations will experience periodic waits for the output from slower stations or else be forced into idleness to avoid buildups of work between stations. Unbalanced lines are undesirable in terms of inefficient utilization of labor and equipment and because they may create morale problems at the slower stations for workers who must work continuously (Atkin & Brooks, 2015). To determine the maximum time allowed at each workstation to perform assigned tasks before the work moves on, decision-makers may use cycle time. The cycle time establishes the output rate of a line. For instance, if the cycle time is two (2) minutes, units will come off the end of the line at the rate of one (1) every two (2) minutes. ILLUSTRATION: ABC Manufacturing operates eight (8) hours per day (480 minutes). With a cycle time of 1.0 minute, what is the output rate per day? FORMULA: 𝑂𝑝𝑒𝑟𝑎𝑡𝑖𝑛𝑔 𝑡𝑖𝑚𝑒 𝑝𝑒𝑟 𝑑𝑎𝑦 𝑂𝑢𝑡𝑝𝑢𝑡 𝑟𝑎𝑡𝑒 = 𝐶𝑦𝑐𝑙𝑒 𝑡𝑖𝑚𝑒 SOLUTION: 480 𝑚𝑖𝑛𝑢𝑡𝑒𝑠 𝑂𝑢𝑡𝑝𝑢𝑡 𝑟𝑎𝑡𝑒 = 1.0 𝑚𝑖𝑛𝑢𝑡𝑒 = 480 𝑢𝑛𝑖𝑡𝑠 𝑝𝑒𝑟 𝑑𝑎𝑦 Designing Process Layouts Process layouts can be influenced by both internal and external factors. The internal factors include the operations aspect of the business such as the following instances: assigning two (2) departments in adjacent locations for efficient information transfer; placing a laboratory equipment near a room or location with similar functions; and placing two (2) departments in a same location because they both use a particular equipment or machine. The external factors that influence layout include the location of entrances, loading docks, elevators, windows, and areas of reinforced flooring. Other important external considerations are noise levels, safety, and the size and locations of restrooms. ILLUSTRATION: Consider the following information of departmental distance, departmental pair, and interdepartmental workflow of ABC Manufacturing: Trip Distance (meters) Department Pair Workflow A–B 20 1–3 170 B–C 30 2–3 100 A–C 40 1–2 30 Table 1. ABC Manufacturing Source: Operations Management (11th ed.), 2012, p.269 06 Handout 1 *Property of STI  [email protected] Page 3 of 4  BM1902 If the cost per meter to move any load is P1, the total daily transportation cost can be computed by multiplying each department’s workflow by the distance traveled: Trip Distance (meters) Department Pair Workflow Transportation Cost A–B 20 1–3 170 20 x 170 = 3,400 B–C 30 2–3 100 30 x 100 = 3,000 A–C 40 1–2 30 40 x 30 = 1,200 Total P7,600 Table 2. ABC Manufacturing Source: Operations Management (11th ed.), 2012, p.270 KEY POINTS: At P1 per load meter, the cost for this plan is P7,600 per day. From this information, the decision-maker or facility manager may decide on a better route or alternative in placing the departments that incur the highest cost in transportation, to minimize cost. References Atkin, B. & Brooks, A. (2015). Total facilities management (4th ed.). United Kingdom: John Wiley & Sons, Ltd. Stevenson, W. (2012). Operations management (11th ed.). New York: McGraw-Hill Education. 06 Handout 1 *Property of STI  [email protected] Page 4 of 4  BM1902 WORKPLACE PRODUCTIVITY Measuring Productivity Productivity is the measure of how effective or efficient an individual performs a given task, under a different set of circumstances. Atkin and Brooks (2015) cited the following factors that affect productivity: The nature of work. This involves the link between personal satisfaction of an employee to his/her workplace and the effectiveness of the individual and organization. It states that task performance and work satisfaction are optimized when job demands are high enough for the work to be challenging and interesting, but not so high as to be overwhelming. It also refers to the external working conditions or environment of the employees. The following are the different types of work setup: o Telecommuting. This involves the use of information and communication technology (ICT) and virtual private networks in accomplishing work. o Flexible working hours. This supports a better work-life balance, especially for those with typical family arrangements. o Out-of-office working. This involves the use of satellite centers and the concept of the virtual office. The organization. This involves focusing on the personnel as a resource. Organizations must see the potential that can be realized through training and personnel development. Managers must constantly support human resources strategy adopted by the organization to cultivate the commitment of employees to the organization. This is particularly evident in the case of flexibility, where the facility must be able to support the demands of individual and organizational flexibility in order to respond to changes in the marketplace. Communication. This involves providing periods of quiet concentration for employees to allow creative or complex thought. It also involves maintaining an open communication within the organization to enhance individual capabilities through communication and collaboration. Moreover, people can learn from each other in informal situations by working alongside those with whom they do not normally share space. Organizations must plan office adjacencies to take advantage of unanticipated opportunities created by social interaction. The work environment. This involves the internal working conditions of the employees. The following are the different factors that affect the productivity of employees in terms of their work environment: o Air quality. This includes stale air, which is a common complaint that arises from inefficient ventilation. It may also pertain to indoor pollution sources that release gases or particles that pollute the air. o Noise and vibration. These can be both physiologically and psychologically harmful. They can obstruct communication and mentally disturb the individual, resulting in impairment of job performance and/or accidents. When noise distraction is a problem, people rate it as a serious hindrance to productivity, although they do not claim the absence of noise to be an important benefit. o Lighting. This is significant not only on visual task performance, but also in controlling the physiological and psychological functions of the human body. As with many other factors, 07 Handout 1 *Property of STI  [email protected] Page 1 of 4  BM1902 the ultimate effect of light and lighting on human well-being is determined in part by individual perception and satisfaction. o Heating. This involves thermal comfort, which tends to receive the highest number of complaints from employees. Overly cool conditions make people restless, impairing concentration, and increasing error rates, particularly for demanding mental tasks. Being too warm can cause weariness, sleepiness, a reduction in performance, and a tendency to make mistakes. Sick Building Syndrome Sick Building Syndrome refers to the illnesses and symptoms that afflict multiple occupants of a particular building. According to Atkin and Brooks (2015), environmental characteristics that influence work on the individual level include architectural properties such as office size, number of walls, heating, and light. Sick Building Syndrome suggests that the very design of workplaces might be creating ill health for the employees. Health and stress problems are greater in high-demand and low-control environments than in high-demand and high-control environments (Atkin & Brooks, 2015). The issue of control is continually referred to in a variety of contexts. It surfaces in connection with the work itself and within the organization and is a major factor concerning productivity in the context of the working environment. Control of one’s work environment includes temperature, lighting and ventilation, as well as choice and configuration of furniture. Atkin and Brooks (2015) stated that minimizing the constraints placed on personnel at their workstations will increase social and economic productivity. The more choices people have, the happier and more productive they are likely to become. The reason why many people underperform is that their behavior and degrees of freedom are systematically reduced by decisions over which they have no control (Atkin & Brooks, 2015). Design Issues According to Atkin and Brooks (2015), the design of the workspace must address not only an individual’s lower-order needs, such as safety, security, and physical comfort, but also higher-order needs such as self- esteem. Once environmental needs are satisfied, the individual becomes dominated by the unsatisfied needs. These unsatisfied needs may pertain to environmental conditions, which are perceived by the employees in the context of status and self-fulfillment (Atkin & Brooks, 2015). Examples of these include issues with amenity, view, decoration, space provision, and furniture standards. Whether a better workplace improves individual performance or more productive individuals gravitate to organizations with better work environments is not entirely clear. Yet, there are measurable productivity benefits to be gained by improving the physical working environment. Organizations must realize that their employees engage in different activities, and it is crucial that they match the space and facility provisions of their workplaces to the different activities of their employees. There are reports of improvements in productivity following a reorganization that took place with end-user involvement. The organization can maximize the productivity of its personnel through such a choice of settings that allow individuals and teams to select the most suited environment to their task-related needs at any given time. 07 Handout 1 *Property of STI  [email protected] Page 2 of 4  BM1902 Unconventional Working Arrangements According to Atkin and Brooks (2015), an approach in revising space utilization requires the abandonment of designated spaces or workstations in favor of shared arrangements, within schemes such as “hot- desking” and “hotelling.” “Hot-desking” is a practice of allocating desks to workers on a rotating system, rather than giving each worker their own desk. This is a common practice in Business Process Outsourcing (BPO) offices wherein call center agents would pick any available work station that they desire during the time of their shift. “Hotelling,” on the other hand, is a practice of office management in which employees schedule their use of workspaces such as desks, cubicles, and offices only when they need it. These practices are not always the best way to increase the productive use of office space, in spite of the obvious cost savings. More can be achieved by zoning space, so that, for example, special touchdown places, accessible to everyone, are set aside for concentrated, group, or specialist work. This can offset some of the problems associated with open-plan offices. In order to maximize the productivity benefits of the non- territorial office, the initiative has to be business-driven rather than cost-driven. The former will involve a fundamental rethinking of organizational structure, performance measurement, and business processes (Atkin & Brooks, 2015). The productivity increases offered by telecommuting and other non-traditional work arrangements can only be maximized if the right sort of space is provided in the office for the times when employees are working there. If the office cannot offer appropriate support, then productivity gains might be negated. Appropriate support involves turning the traditional concept of the office inside out. The primary function of the central office space can serve as a support for communication and interaction. Areas for individual, concentrated work would become the support space for team-oriented interactive spaces. A system of loosely coupled settings linked physically by the movement of personnel and the electronic exchange of information could maximize productivity in the organization. The need for an integrated workplace strategy to accommodate and support new modes of work is essential. The following principles must guide the total workplace concept: 1. Breaking down barriers to encourage functional diversity and mixing people who would not normally mix. This will increase the beneficial exposure of employees to differences and diversity. 2. Access to the physical resources necessary for effective work, with environmental equity. This will increase the productivity of the employees in terms of resources utilization. 3. Varying the optimal setting in accomplishing work according to variations in an individual’s work over time. This will create a positive impact on personnel productivity in a sense that it provides an optimistic work environment experience to the employees. 5S Workplace Organization 5S focuses on creating a clean, orderly environment where there is a place for everything. Beyond this, many companies begin their lean transformation with 5S because it exposes some of the most visible examples of waste. It also helps establish the framework and discipline required to pursue continuous improvement initiatives successfully. 07 Handout 1 *Property of STI  [email protected] Page 3 of 4  BM1902 Figure 1. 5s Methodology S1 – Sort. This is the practice of going through all the tools, materials, etc. in the work area and keeping only essential items. Everything else is either stored offsite or discarded. This leads to fewer hazards and less clutter. S2 – Shine. This includes three (3) primary activities, which involve getting the workplace clean, maintaining its appearance, and using preventative measures to keep it clean. S3 – Set in order. This focuses on the need for arranging tools and equipment in an order that promotes optimum workflow. S4 – Standardize. This involves creating best practices relevant to continuous improvement in the workplace. It also requires each team member to apply the established best practices in their work dealings. S5 – Sustain. This involves maintaining the momentum generated during the initial implementation of 5S and creating sustainability programs to keep the discipline. Reference Atkin, B. & Brooks, A. (2015). Total facilities management (4th ed.). United Kingdom: John Wiley & Sons, Ltd. 07 Handout 1 *Property of STI  [email protected] Page 4 of 4  BM1902 HEALTH, SAFETY, AND SECURITY Health, Safety, and Security Policy An organization must have a general policy on health and safety and this should extend to matters of security. The requirements of this policy are to: Provide and maintain a safe, healthy, and secure workplace; and Take responsibility for compliance with relevant legislation. An organization needs to be aware that its responsibilities for health, safety, and security extend beyond its personnel to the extent that no activity should pose risks to visitors or persons outside the facility. It is necessary that the organization appoints a competent person in implementing health and safety legislation and ensuring that the organization complies with it. The organization must ensure that the appointed individual has adequate training, time, and resources to discharge his or her duties under legislation. It is important to identify responsibilities as imposed by legislation at all levels of supervision and management, and not just for the personnel who are directly involved in the day-to-day management of the facility. Organizations must ensure that they comply with regulations on limitations in working hours and living wage standards for a particular country or region where they operate. The organization needs to be aware of applicable legislation and any impending changes which may apply to the in-house team or service providers. Regulations aside, the organization cannot turn a blind eye to what it might suspect to be personnel abuses of any kind. Apart from the illegality of what might be happening, there is also the issue of morality and the health and safety of others who might be affected by malpractice in the organization. Zero Accidents Atkin and Brooks (2015) stated that there are two (2) underlying principles in this objective. The first is concerned with reducing accidents but recognizing that they will happen, hopefully, at a lower rate and with less severity. The second principle is that work should be designed, so there are no accidents. Organizations must focus on how work can be performed in a way that is safe and without risk to personnel and property. It is mostly a matter of doing things differently. Facility managers or decision- makers must rely heavily on risk assessment to minimize the risk of operations for both the employees and the property itself (Atkin & Brooks, 2015). The concept of zero accidents should be properly communicated as an ongoing safety performance expectation for all personnel, including those of service providers. A significant change in the safety attitude of personnel will come from the goal of zero accidents, as everyone realizes that it is no longer acceptable to take chances or shortcuts. Occupational Health and Safety Atkin and Brooks (2015) stated that musculoskeletal disorders are one of the most common health risks in personnel, with one-quarter of all incidents believed to be of a musculoskeletal nature. Physical damage 08 Handout 1 *Property of STI  [email protected] Page 1 of 4  BM1902 in the short term can worsen and become potentially disabling if the individual persists with doing a similar task (Atkin & Brooks, 2015). A phenomenon called Hand-arm Vibration Syndrome (HAVS), a form of Raynaud’s Disease, is also a fairly common health disorder. This condition is usually brought on by the use of power tools such as hammer drills. When hands are exposed to vibrating equipment, the individual’s blood circulation in the finger turns white and numb when cold and wet. When circulation does return, the hand will be red and painful. Longer-term damage can result, and the whole finger can be affected if there is continual exposure to vibration. The hazard that continues to top the list of most common health risks is the killer substance, asbestos. It is a substance used for its resistance to fire or heat. The fibers of asbestos are often mixed with cement from the 1950s until the mid-1980s. Exposure is particularly prominent during the removal of the substance when refurbishing facilities and demolishing structures. Asbestos-related lung cancer is likely to continue as a major health disorder because of the vast quantity of asbestos still present in facilities of one kind or another. For organizations with even the suspicion of asbestos in their facilities, specialist advice should be sought as a priority, with a view to its removal at the earliest opportunity. Compliance Assessment should cover planning, organization, control, monitoring, and reviews. Atkin and Brooks (2015) cited the following requirements that must be followed by an organization to minimize risk: Organizational. Facility managers must ensure that policy, management and organization, and safety rules and procedures are well cascaded to their personnel. Noticeboards. Facility managers must ensure that health and safety policy, including emergency procedures, are clearly displayed in the facility of the organization. Accident reporting. Facility managers must keep an accident book, which will serve as a reference for the most common accidents encountered by the personnel of the organization. Training. Facility managers must conduct a general health and safety awareness program through the help of a specialist. First aid. Facility managers must ensure the availability of an adequate number of first aid personnel during the operations of the facility. Fire precautions. Facility managers must conduct a fire risk assessment and periodic evacuation drills for their personnel. Statutory risk. Facility managers must undertake a risk assessment for the facility by evaluating the effect of hazardous substances under relevant legislation. Inspections. Facility managers must periodically examine the facility for physical hazards. Work equipment. Facility managers must periodically inspect the facility for any form of physical hazards. Protective equipment. Facility managers must carry out assessments to determine the requirements of personnel in terms of protective gears and equipment. Off-site. Facility managers must assess the risks of the personnel involved in visiting other sites or working outside the consortium of the organization. Service providers. Facility managers must provide an on-site policy document that all service providers must read and sign as evidence of their awareness of their duties and obligations with regard to health and safety requirements of the organization. 08 Handout 1 *Property of STI  [email protected] Page 2 of 4  BM1902 Hazard and Risk Assessment Atkin and Brooks (2015) stated that the risk and opportunity management system of an organization should cover the following, as a minimum: Identification of health and safety hazards arising from maintenance and other work procedure determined by workplace inspections, behavioral observations, safety tours, and formal and informal discussions with personnel; Identification of people who might be at risk from maintenance and other work procedure (e.g. maintenance operatives, occupants, visitors, passers-by, and trespassers); Evaluation of the risks to which individuals and/or the organization might be exposed through direct observation; Devising ways of eliminating, reducing, and controlling risks (e.g. guarding and fencing, system safety, training, and supervision); Monitoring and recording the effectiveness of risk control measures and systems (e.g. inspections, observations, safety tours, and checklists); Taking coordinated corrective action for identified risks.; Providing feedback to personnel and other stakeholders to establish an open communication with regard to observed risks associated in the facility; and Auditing and reviewing the system and, therefore, health and safety performance of the organization to minimize the risks. Security and Well-being According to Atkin and Brooks (2015), the following are the factors that relates to security and well-being of the personnel within the workplace: Unsatisfactory working conditions. It involves poor-quality of internal environment such as air quality, light/daylight, temperature, and physical location. Mental and physical overload from excessive work-related demands. It involves long working hours, lack of breaks, working weekends, and cancelled holidays. Role ambiguity and inconsistency in management style. It involves the senior managers who lack leadership skills and whose actions result in confusion and discord. Responsibility for other personnel. It involves assuming a position for which one is ill-equipped or unsuited. Personal relationships. It involves conflict or tensions between individuals or groups within the organization. Under-promotion or over-promotion. It involves failing to reward or, conversely, moving personnel to new positions where they are unable to cope. Poor organizational structure/culture. It involves ineffective management of social infrastructure to the extent that personnel become disillusioned, downbeat, and distrustful. Evaluation of Organization’s Health, Safety, and Security Effectiveness Having an effective health, safety, and security system is a competitive advantage and a reflection of management strength. By conducting a comprehensive review of current systems and performance, informed decisions can be made, actions are prioritized, and resources are allocated. Furthermore, regular reviews of safety performance will lead to a culture of continuous improvement. 08 Handout 1 *Property of STI  [email protected] Page 3 of 4  BM1902 Reasons for System Review: Scheduled review. The management must conduct a system review based on a set timeline depending on the nature of the business. Change in management or key health and safety staff. The management must conduct a system review if there is a change in management or any key personnel directly involved in maintaining the health and safety of the employees. Change in company direction. The management must conduct a system review if particular goals or objectives have been changed. New products and services have been introduced. The management must conduct a system review to align the new products and services that it offers to the market. Injuries, illness, or incidents have taken place. The management must conduct a system review to avoid future accidents in the workplace. Policies and procedures may be outdated. The management must conduct a system review before updating the policies and procedures of the organization. New equipment and technology have been introduced. The management must conduct a system review to ensure that new equipment or technology is aligned with the processes of the organization. Feedback from staff and customers. The management must conduct a system review based on the feedback of internal and external customers for process improvement. Areas for Improvement: Health and safety committees, representatives, and departmental safety groups. The management must continuously monitor the performance of key personnel involved in maintaining the facility to enforce necessary corrective measures. Hazard identification policies and procedures. The management must identify safety threats in the facility, which may affect the productivity of the employees to position a solution or alteration in the design of the facility, if necessary. Job descriptions. The management must ensure that the job descriptions of each key personnel are aligned with the objectives of the organization in terms of facility management. Communication channels. The management must eliminate communication barriers to establish an open communication in the workplace. Training equipment and resources. The management must ensure that they have all the equipment or resources needed in facilitating training for performance improvement of the key personnel. Reference Atkin, B. & Brooks, A. (2015). Total facilities management (4th ed.). United Kingdom: John Wiley & Sons, Ltd. 08 Handout 1 *Property of STI  [email protected] Page 4 of 4