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The Importance of Leadership领导职能的重要性
FM and Asset Management设施及资产管理
Hosted at: Shanghai, China
Vision StatementThe FMCC is the resource and voice for Facility Management Consultants worldwide to leverage
our collective expertise to benefit IFMA members, and the Facility Management profession.
Mission StatementTo serve as a global Facility Management
consultants' resource and representative for Knowledge Sharing, Networking and Business
Opportunities in support of our impact upon the built environment and value to their clients..
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Today’s PresentationModerator: Josh Amos, IFMA Components Liaison
Presentation Title: “The Importance of Leadership in Facilities & Asset Management – FMCC Panel Discussion”
Presenters / Panel: •Val Moraes, CFM, MBA, President Elect FMCC, Global Liaison South Asia FMCC & Director GregMore Group (New Zealand)•Adam Fang，FMP, Associate Director at DTZ (China)•Graham Constable, BSc, MBA, PVM (Australia)
Presentation Logistics• Polls will be used throughout the webinar
• Q&A at the end of the presentation
• Quick survey at the conclusion of the Webinar
• PowerPoint & Recorded Webinar will be available online via FMCC’s Website (fmcc.ifma.org)
• Your Participation is Greatly Appreciated!
Presenter BioVal Moraes, CFM, MBA Managing Director, Gregmore Group
Val Moraes CFM is the Managing Director of GregMore Group, a Facilities Management Consultancy based in Auckland, New Zealand.He has more than 25 years of Facilities Management experience in various countries including India, Australia and New Zealand. His past experience includes senior FM roles with Super deluxe Hotels (Oberoi Group), High Rise Commercial Buildings (Colliers International) and Supermarkets (Progressive/Woolworths Australia) besides large Corporates.He holds a Graduate Certificate in Building Management (GCBM) and a certificate in Project Management from Victoria University, Wellington.He is also the first New Zealander to be accepted as a Certified Facilities Manager (CFM) from International Facilities Management Association, (IFMA).Besides being one of the Founding Fathers and Foundation Board Member of Facilities Management Association of New Zealand (FMANZ), he is also the Immediate Past Chair and currently sits on the FMANZ Board besides representing the association at Global FM.Val is an Accredited Professional for Green Star rating of Buildings in New Zealand (GSNZAP).
Presenter Picture
Presenter Bio简历Adam Fang, Associate Director, COE Head of PFM department for Greater China at DTZ since November, 2013. Adam has rich experiences in the field of Facilities Management operations, process reengineering, MEP and assets management, etc.
Before joining DTZ, Adam served as Facilities Engineer at Synergis Facility Management and then Account Manager for EXPO (Aden Services), ExxonMobil and DBS (JCI) respectively since 2005. From the years of FM practicing and experiencing, Adam has learnt and managed solid series of operational processes and procedures, case and root cause analysis, industrial benchmarking and customer services, etc. that made him a vocational facility manager in the field.Adam’s majors are in Thermal Power HVAC & Refrigeration at Shanghai Maritime University and English literature at Shanghai Foreign Language University respectively.
Reducing costs is the key component of the FM value proposition. But is
“reducing costs” always agood Strategy for a client?
降低成本是设施管理价值主张的重要组成部分。但“降低成本”是否对客户来讲是最好
的策略？
Strategic Requirements of Corporate 企业战略需求
•An optimized Maintenance approach (Cost vs. risk)最佳维护方式（成本vs.风险）Maintenance & Operation
维护&营运
•Operational and capital energy reduction measures运营及能源资本减少措施Energy能源
•A standard end-to-end process from budgeting through project execution that optimizes life cycle cost, risk, and energy/carbon从项目执行预算、优化生命周期成本、风险管理，能源/碳管理实施一项标准化流程
Capital Effectiveness资产利用率
•An approach to managing facility asset risk linked to uptime goals.一种连接正常运行目标和设施资产风险的管理方法。
Risk风险
The Typical Asset Management Element of Strategy 典型资产管理战略要素
Energy能源
Capital资金
Maintenance维护
Risk风险
Investment of renovation vs. Risk投资改造vs.风险
Maintain Cost vs. Energy Cost维护成本vs.能源成本
Initial Cost vs. Long-term Cost初期成本vs.周期成本
Run vs. Maintain经营vs.维护
Decision making制定决策
Corporate & Industry Asset Management Activity企业&行业资产管理活动
Asset Management Program/Best Practice/Organizational Requirement Alignment/Competence/Data资产管理计划/最佳实践/组织需求调整/能力/数据
ISO/Local laws and norms/industry
benchmark国际标准化组织/当地法律法规
/行业标杆
Specific Asset Management Programs aligned to client goals and business strategies特定资产管理计划与客户的目标和经营策略保持一致
Act实施
Install / Operate
设置/操作
Maintain维护
Modify修正
Dispose报废处置
Asset Strategy资产战略
Plan计划
Evaluate & Design
估价&设计
Create / Procure
创建/采购
Install / Operate
设置/操作
Maintain维护
Modify修正
Dispose报废处置
Asset Strategy资产战略
Plan计划
Evaluate & Design
估价&设计
Create / Procure
创建/采购
The Path to Maintenance Management of Asset management 资产管理的维护管理之路
Strategic Asset Management资产管理战略
• The “whole life” or “lifecycle” management of an asset.
资产生命或生命周期管理。
Tactical Maintenance Management 维护管理策略
• Maintenance keeps an asset performing to the standard that is required. 维护保持资所需的运作标准。
• Maintenance management deals with the planning, organizing, and reliability management required to achieve asset performance standards.维护管理涉及规划、组织和可靠性管理要求，实现资产的性能标准。
• ...Maintenance is only part of the asset life cycle 维护只是资产生命周期的一部分。
Corporate Facilities Resources 企业设施管理资源
Or或
Detailed Work Instructions详细工作
说明
(Stored & Maintained Locally)
（本地存储&维护）
GREF Facilities Resources
or
GREF Facilities Resources
oror
O&M Manual
O&M Manual
O&M Manual
O&M Manual
O&M Manual
O&M Manual
O&M Manual
O&M Manual
O&M Manual
O&M Manual
O&M Manual
O&M Manual
O&M Manual
O&M Manual
O&M Manual
O&M Manual
O&M Manual
O&M Manual
Hard Copy O&M Manuals stored
locally at the site
本地站点存储O&M手册复印件
O&M Manual O&M Manual O&M Manual O&M Manual
O&M ManualO&M ManualO&M ManualO&M Manual
Electronic Copies available locally at
the site本地站点可用电子版
Electronic manuals uploaded into
CMMS
电子手册上传至CMMS系统
Prior to performing the work, the Site resource is provided with the CMMS
work ticket (via handheld or paper ticket) as well as the proper asset specific
procedure obtained locally based on site practices (off system)
在此之前进行的工作，站点资源是基于CMMS工单（通过手写或纸质工单）
以及具体资产程序（关闭系统）
Detailed procedures on “how” to perform the work will not be directed by CMMS,
but by the local documentation provided by either the manufacturer, service
provider or local facilities关于“如何”执行工作的详细程序不应被CMMS引导，而应由制造商，服务提
供商或当地设施指导。
Asset Types资源类型
Asset Management System资产管理系统
Strategic Planning
战略计划
Job Plan
工作计划
Assets & Facilities
资产
A Detailed Strategic Work Planning of Asset Maintenance资产维护详细工作战略计划 • Leasing or own the facility for different
strategy of Asset Management租赁或拥有该设施的不同资产管理策略
• Investments to replace(Capitalized budget Plan)投资替换（利用资本预算计划更换并优化）
• Energy audit 能源审计• Database for benchmarking数据库标杆管理• Risk Assessment 风险评估• Resources utilization资源优化
Database数据库
Dat
abas
e
Cos
t
Age 寿命
Failu
re R
ate
Age 寿命
Per
form
ance
Age 寿命
Failure Rate & Cost故障率&成本
Cost & Performance成本&绩效
Performance & Failure Rate绩效&故障率
CM vs. PM(纠正维护与预防维护）
Risk Profile(FRAME)风险（框架）
Asset View(Report)资产视图（报告）
Asset Benchmarking资产基准
Direct Data Feed直观数据摘要
Decision to the next step of improvements 决定下一步改进策略
数据库
绩效
故障
率成本
Row Data原始数据 Quantitive Analysis定量分析 Quality Reporting质量报告
Data
base
Risk Exposure风险承担
Energy能源
Operate &Maintain营运&维护
Capital 资金Design 计划Procure 采购
Purchase 购买Install 安装
Analyzing for betterAsset
Decisions完善资产决策
Risk Exposure风险承担
Capital资金
Energy能源
Operate &Maintain营运&维护
Opportunity机遇•Saving？•降低费用？•Low Risks?•降低风险？•Continuous Improvements•持续改进
Func
tiona
l Tec
hnol
ogy
Laye
r 技
术功
能层
数据库
Plan & Implementation计划与实施
The Importance of Leadership领导职能的重要性
FM and Asset Management设施及资产管理
Presenter BioGraham Constable, BSc, MBA, PVM
Proven competence in strategic and operational facilities and asset management and broad business experience gained over many years in leadership and consulting roles in the UK, Europe and Australia. I work predominantly at senior management and executive level helping clients with business improvements, change and organisational development. Strategic thinker, developing creative ideas and strategies for businesses and for the cost-effective management of clients’ facilities and built environments.
Presenter Picture
Statement声明
All too often the FM practitioner is more focused on tactical and operational matters rather than the leadership focus required to understand and support a corporate vision and business goals. Moreover an asset management strategy needs to represent, add value to and align with a corporate vision and importantly facilitate organisational development and change.设施管理从业者往往更侧重于战术和业务事项，而非对于企业及业务目标的理解支持所需的领导力。此外，资产管理战略需要以增值来达到企业目标及大力促进组织发展。
Facilities Management设施管理• Understand the Corporate Vision 了解企业目标
• Understand Stakeholders and their needs, aspirations 了解潜在客户及其需求、意向
• How best to support the vision and corporate needs如何尽最大达到企业目标及需求
• How and where to add value如何及在何处增值
• Structure the team accordingly团队建设
• Leadership across boundaries跨界领导力
Asset Management 资产管理
• Strategic Asset Management Plan (SAM Plan) versus Organisational Asset Management Strategy (OAMS)战略性资产管理计划（SAM计划） VS组织性资产管理战略（OAMS）
• SAM Plan focuses on the assets and integrated nature of the business in terms of managing the assetSAM计划侧重于资产及综合业务的管理
• OAMS focuses on organisational change and development that will realise value in the assets that facilitates realisation of the corporate visionOAMS侧重于关注组织的变更与发展产生的增值效应，以促进企业目标实现
The OAMS Structure组织性资产管理战略结构
Client Organisational MasterPlan组织型总体规划
Finance财务
HR人力资源
IT信息技术
Assets资产
Learning & Innovation知识&创新
Corporate Enablers企业推动者
Plans计划
Org Asset Mgt Strategy( OAMS)
组织性资产管理战略
Organisation Units 组织部门UnitPlans部门计划
SAM Plan SAM计划
FMS
Corporate企业塑造者
Shapers
Assets资产
The strategic drivers to the organisation (Corporate Operations ) are seen as implicitly subservient to Student Support Units .战略驱动组织（企业运营）被视作学生隐性支持。
Corporate Operations is trying to navigate/satisfy multiple competing views and consequently its efforts are being fragmented.企业运营试图分散工作力度，以操纵/满足多种对立观点。
Finance accumulates these disparate views and tries to make sense of competing unit business views. 财务部门汇总这些不同观点并试图了解业务需求。
10 x Schools
Library
SAS
Research
Services
Colleges
International
HR
LIH ITD
FMS
Finance财务
Real Consequences真实结果
Alternative 备选
A different model places high order Corporate Operational planning as the driver to organisational delivery. 不同模块的高阶企业运营规划推动组织交付。
Enterprise financial capacity planning informs an integrated strategic corporate operations planning effort.企业财务能力为综合性企业战略运营规划提供信息。
High level/long term outlook for these business drivers then enables operating units to plan within a known scope of operation.高层/长期前景作为业务驱动因素，使得经营计划在已知范围内。
This is culture change. Not easy.该文化改变任重道远。
10 x Schools
Library
SAS
Research Services
College
International
HR
LIH ITD
FMS
Finance 财务
Pay-off取得成功
Undertaking higher order operational planning then practically informs Portfolio/Project Planning and Delivery.承接高阶行动规划，特别能为投资组合/项目规划和交付提供信息。
Addresses the expressed concerns about consistency of decision making and effective governance. 关注决策力和有效治理的一致性。
Fills the missing links in organisational strategic planning.填补组织战略规划的缺失环节。
Q&AVal Moraes, CFM, MBA, President Elect FMCC, Global Liaison South Asia FMCC & Director GregMore Group (New Zealand)
Graham Constable, BSc, MBA, PVM (Australia)
Adam Fang，FMP, Associate Director at DTZ (China)
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