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Facilities Management

Looking at operational ‘flow’ and collaborative learning environment – Large School

Background

  • A well-known London preparatory school was going to deliver large scale changes to its infrastructure and wanted to ensure that they had a collaborative environment

Deliverable

  • We worked with school staff to identify impact on both student flows and classroom utilisation as a result of improved environments

Activities

  • We were part of the strategic meetings with school head, owner and architect to study the proposed change

Specific Benefits

  • As a result of our work, the school avoided a costly change of infrastructure as we realised this change would not facilitate flow of a timetable or enable students to maximise learning
  • Our work also resulted in the school commencing a more thorough review of its capacity and work on infrastructural improvements that embedded student learning

Setting up a Performance Management Framework and Facilities Management at a leading bank

Background

  • The client managed the portfolio and facilities for over 2000 bank branches and 80 large buildings. They required a performance management process across the business along with an IT enabled system to support the required data

Deliverable

  • Creation and execution of performance management framework to use across the whole of facilities management at levels of leadership, process and functional excellence

Activities

  • Brought leadership team into a validated performance management framework that connected process measures to key performance indicators with a sustainable method to drive improvement
  • Designed lead & lag performance indicators across 20 core processes to drive customer focused targets, regular structured reviews and better use of data
  • Launched 20 processes with a detailed implementation plan for the rollout of a performance management framework with high engagement from the process owner

Specific Benefits

  • The client managed to create and roll out key performance indicators, process performance indicators and supplier performance indicators in advance of implementation of its new IT system – saving significant costs that would have materialised had the changes not taken place

Business Systems Selection – Construction Group

Background

  • The client is a FTSE 350 business providing a range of services for the construction sector

Deliverable

  • kinetik solutions was asked to help with creating a tender for a business support system for one of the client’s divisions

Activities

  • We worked with all the stakeholders to identify the current and future processes, functional requirements, information and hardware requirements and created a robust tender. We created a high level assessment of potential suppliers

Specific Benefits

  • We created the tender within 3 weeks of commencement which was signed by all stakeholders

Design of a Performance Management Process and Capital Management of an Airport Operating Company

Background

  • The client programme managed construction projects for a large airports business. It needed to implement a robust performance management process to ensure that optimum benefit was achieved, whilst meeting the needs of diverse stakeholders
  • The performance management design was part of a larger organisational redesign of the business

Deliverable

  • Design of a performance management process signed at all levels of the business
  • Creation of a high level implementation plan
  • Understanding of organisation capability to implement and sustain the new process

Activities

  • Created a flexible process that fitted with existing client culture, validated with a range of stakeholders across the business
  • Clearly identified ‘behaviours’ in the business that would ensure success of the process
  • Ensured that current ‘good practice’ and knowledge were leveraged into the overall design
  • Coached the client team, who conducted interviews with key stakeholders in the business

Specific Benefits

  • Design completed and signed in 7 weeks and business ‘ready for implementation’
  • The robustness of the design ‘exceeded expectations’ of client directors

Large Facility Services Provider

Background

  • The client, a FTSE 250 leader in facilities management services, was embarking on an IM/IT enabled large-scale transformation programme that would integrate its four disparate business units

Deliverable

  • The client needed our expertise to deliver two things: a series of high-level workshops to define the functional requirements of transformed support services and to bring together a robust business case and benefits tracking mechanism for signoff by the board

Activities

  • We ran a series of intensive workshops with senior directors and executives in the business to tease out the high-level functional requirements and process flows
  • We carried out iterative work to build the business case and benefits-map to ensure that benefits could be tracked in full

Specific Benefits

  • We delivered the full business case and functional requirements, meeting the expectations of the client board. Our work identified a high financial internal rate of return for the transformation which was then signed by the board

Embedding new Project Management Process for a Major Port

Background

  • Milford Haven is the UK’s largest energy port and the biggest port in Wales. As part of its investment and redevelopment, it needed to improve its capability in project management

Deliverable

  • To work with the senior management team to create a change project management process. It included rolling out training for 40 key staff as well as supporting the embedding of processes

Activities

  • Reviewed the current project management process and worked with the Port to design improvements across their whole process
  • Delivered training to 40 of their key staff in key aspects of project management over two days and in two cohorts
  • Reviewed project board structures and helped create a better focus for their objectives and agenda
  • Carried out a survey of current project management skills and gaps throughout the organisation
  • Advised on the set-up of their project support office and coaching of new staff

Specific Benefits

  • The project management approach is a key lever in the Ports’ strategy and is being used across its 70 live projects
  • Feedback regarding the training of new principles and approach showed it was well received and early results indicate good buy into the new process