an Uber model make FM work? Are there too many moving and
inter-connected parts to deliver proper end-user satisfaction
in FM?
In considering these questions we might look at how the
Uber model and its associated 'big-tech' cousins like Amazon
have done in their respective market places. The much
lamented demise of the high street can be directly correlated
to the growth and reach of the prominent on-line retailer. The
consequences of a similar overpowering tech based platform in
FM would arguably further divest value in the supply chain to
the vastly evolving behemoth that is the technology sector.
The experienced HVAC engineer, specialist abseiler or
plumber will see a geater proporion of their market value being
eroded by the 'all powerful' tech based platform. The platform
is likely to not o‹ er them the protection of employee rights and
job security. With priorities skewed - the platform will look až er
the interests of the platform. In the case of take away food -
does the platform really care about the working conditions of
the people toiling in the kitchens? Does the imposition of an 18
per cent mark-up of a take away app o‹ er the fast food outlet -
dilligently creating the product - better opportunities to reward
the person standing over the fryer? The obvious answer is no.
The reality in our society and the world of FM is of a devaluing
of the neccesary skills for the upkeep of the built environment.
We are not Luddites but defenders of our skills, experience and
customer service. We are FM professionals- and should be proud of
the fact.
We are a people business. Uberisation will o‹ er no benefit
whatsoever to our people.
THE TECHNOLOGY COMPANY’S VIEW
PAUL MASON, GLOBAL DIRECTOR OF CONNECTED SERVICES
OPERATIONS, HONEYWELL BUILDING SOLUTIONS
Facilities management is entering
a period of unparalleled change
– a digital transformation that
promises to unseat established
practices and improve services.
The last decade has seen the
growth of outsourcing under the
control of a sole provider, which
has delivered some savings, but
the industry has been slow to
adopt industry 4.0; the big data
revolution.
That is about to change and
facilities management (FM)
companies that don’t adapt risk
being lež behind. Put simply, the basic metrics used to cost and
control services are about to be replaced by a more detailed and
proactive set of tools that will add value, improve responsiveness and
also reduce costs.
Buildings are becoming increasingly ‘smart’ – the Internet of Things
(IoT) and next generation analytics provide levels of understanding
that were previously inconceivable. It is now possible to monitor
occupancy rates, energy use and individual pieces of equipment – in
real time and with actionable insights.
This type of data can make predictive maintenance a reality.
Being able to spot developing issues and tackle them before they
become problems, rather than rely on scheduled maintenance, has
clear cost-saving benefits; the old adage that prevention is always
22 JULY 2019
better than cure remains as pertinent as ever. For example, one of
the services provided by Honeywell Forge includes information on
which parts of your building are getting the heaviest tra‹ ic so you can
tailor your cleaning programme to fit. Why spend time and money
checking machines that are running smoothly and cleaning o‹ ices
and conference rooms that aren’t being used? It’s common sense,
which is increasingly being supported by the digitisation of the built
environment.
Legislative maintenance will not change for obvious reasons, but for
all other applications the diarised approach is dead. Agile, insightful,
responsive, proactive and on-demand services are becoming the new
standard, but to take full advantage of this revolution FM suppliers
need to fundamentally change how they think and operate.
Investing in the latest sož ware tools is a start but to gain the
greatest advantage users need to develop a partnership approach and
choose suppliers that go further than dedicated technology vendors.
Extracting the maximum benefits requires joined-up thinking and
an understanding of FM issues. This combination can help to fully
monetise the available data by ensuring customers receive a valueadded
package not available from conventional FM services.
However, it’s not all about the customer experience; digitisation
is also changing how FM companies are organised. By moving from
diarised and structured routines to an agile and responsive approach,
suppliers no longer need to retain a 24/7 workforce. Adopting an
on-demand methodology is resulting in the ‘Uberisation’ of the
workforce, which in turn will create an agglomerated pool of talent
that can be called upon as needed. This level of flexibility will help
drive down costs without compromising the quality of services.
The days of routine-led base-level services and operations are
running out. FM suppliers should already be looking at how digital
transformation can help them enhance their o‹ er and become more
proactive. However, it’s not too late to invest in Industry 4.0, but
selecting the best supplier is the key to success.
Do you have a question that you’d like
answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
FM CLINIC
Paul Mason
ADVICE & OPINION
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