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Requirements are always changing, and the workforce is empowered to make decisions, take action, and assume responsibility.
The SLA defines the deal, the relationship and lines of communication between the facility manager and the client, and the decision-maker who represents the occupants and residents of the facility (this applies whether the facility manager is internal or a contracted service provider).Total or partial outsourcing for building systems maintenance (HVAC, electrical, etc.) and services (janitorial, food, etc.) changes nothing in the quality dynamic.Outsourcing is often a disappointing way to pay for the "same old, same old." The requirement for defined and documented objectives, processes, standards, and accountability for continuous improvement still apply.The call for "new ways of doing business" in the boardroom cannot remain "business as usual" on the shop floor.Entrepreneurial facility managers invest in detailed operating plans, calculate the costs of maintenance in terms of performance gains, and routinely, consistently, and professionally communicate the potential return on the maintenance investment to top management.Develop the technical, material, and administrative support infrastructure.4.Discipline the entire process for continuous improvement.It is important for the FOP to be as specific as possible to coordinate objectives, standards, performance measures, and costs.Collaboration generates valid expectations and mutual responsibilities.Their success as communicators of facility management's value to the enterprise not only feeds success, but also breeds the appetite for more.Facility Management Strategy and a Quality Policy To implement robust practices, facility managers must first define their current business strategy: the summary of the vision (values), mission (purpose), and strategies (approaches) that frame every decision, large and small.