oSIST prEN 15221-3:2019
(Main)Facility Management - Part 3: Guidance on quality in Facility Management
Facility Management - Part 3: Guidance on quality in Facility Management
This European Standard provides a guideline how to measure, achieve and improve quality in FM. It gives complementary guidelines to EN ISO 9000, EN ISO 9001 and EN 15221-2 within the framework of EN 15221 1. The standard provides a link into management methods and management theories.
This European Standard is applicable to:
- FM in public and private organizations;
- client organization and service provider relationships;
- full range of facility products or facility services;
- both types of service providers in FM (internal and external);
- all types of working environments (e.g. industrial, commercial, administration, military, healthcare etc.).
This European Standard is applicable to business services (not consumer oriented).
This European Standard does not:
- replace the quality management systems of the client organization;
- provide standard forms:
- for performance and quality management systems (delivering a quality management system);
- for defining requirements;
- for a measurement tool;
- for service level;
- apply to the certification of the quality system of Facility Management (covered by EN ISO 9001).
Facility Management - Teil 3: Leitfaden für Qualität im Facility Management
Dieses Dokument stellt einen Leitfaden zur Messung, Erreichung und Verbesserung der Qualität im Facility Management bereit. Es enthält ergänzende Leitlinien zu EN ISO 9000, EN ISO 9001 und EN ISO 41012 im Rahmen von EN ISO 41011 und ISO/TR 41013. Die Norm bietet eine Verknüpfung zu Managementverfahren und Managementtheorien.
Diese Europäische Norm ist anwendbar auf:
— Facility Management in öffentlichen und privaten Organisationen;
— Beziehungen zwischen Auftraggeber-Organisation und Dienstleister;
— den vollen Umfang von Facility-Produkten bzw. Facility Services;
— beide Arten von Dienstleistern im Facility Management (intern und extern);
— alle Arten von Arbeitsumgebungen (z. B. Industrie, Handel, Verwaltung, Militär, Gesundheitswesen usw.).
Dieses Dokument ist anwendbar auf Geschäftsdienstleistungen (nicht verbraucherorientiert).
Folgendes leistet dieses Dokument nicht:
— sie ersetzt nicht die Qualitätsmanagementsysteme der Auftraggeber-Organisation;
— sie bietet keine Standardvorlagen für
— Leistungs- und Qualitätsmanagementsysteme (Bereitstellung eines Qualitätsmanagementsystems);
— die Definition von Anforderungen;
— ein Messwerkzeug;
— Service Level;
— sie gilt nicht für die Zertifizierung des Qualitätssystems des Facility Managements (behandelt in EN ISO 9001).
Facility management - Partie 3 : Guide relatif à la qualité en facility management
Le présent document fournit des lignes directrices sur la manière de mesurer, d’obtenir et d’améliorer la qualité en FM. Il donne également des lignes directrices complémentaires à l’EN ISO 9000, l’EN ISO 9001 et l’EN ISO 41012 dans le cadre de l’EN ISO 41011 et de l’ISO/TR 41013. La norme assure un lien entre les méthodes de management et les théories de management.
La présente Norme européenne est applicable :
au FM dans les organismes publics et privés ;
aux relations entre l’organisme du donneur d’ordres et le fournisseur de services ;
à la gamme complète des produits ou services de gestion des installations ;
aux deux types de fournisseurs de services en FM (internes et externes) ;
à tous les types d’environnement de travail (par exemple, industriel, commercial, gouvernemental, militaire, lié aux soins de santé, etc.).
Le présent document est applicable aux services pour les entreprises (non orientés vers le consommateur).
Le présent document :
ne remplace pas les systèmes de management de la qualité de l’organisme du donneur d’ordres ;
ne fournit pas de formulaires normalisés :
pour les systèmes de management de la qualité et des performances (fourniture d’un système de management de la qualité) ;
pour la définition des exigences ;
pour un outil de mesure ;
pour le niveau de service ;
ne s’applique pas à la certification du système qualité de facility management (couvert par l’EN ISO 9001).
Upravljanje objektov in storitev - 3. del: Navodilo za zagotavljanje kakovosti pri upravljanju objektov in storitev
General Information
Relations
Standards Content (Sample)
SLOVENSKI STANDARD
01-januar-2019
Upravljanje objektov in storitev - 3. del: Navodilo za zagotavljanje kakovosti pri
upravljanju objektov in storitev
Facility Management - Part 3: Guidance on quality in Facility Management
Facility Management - Teil 3: Leitfaden für Qualität im Facility Management
Facility management - Partie 3 : Guide relatif à la qualité en facility management
Ta slovenski standard je istoveten z: prEN 15221-3
ICS:
03.080.10 Vzdrževalne storitve. Maintenance services.
Upravljanje objektov Facilities management
91.040.01 Stavbe na splošno Buildings in general
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
DRAFT
EUROPEAN STANDARD
NORME EUROPÉENNE
EUROPÄISCHE NORM
November 2018
ICS 03.080.10 Will supersede EN 15221-3:2011
English Version
Facility Management - Part 3: Guidance on quality in
Facility Management
Facility management - Partie 3 : Guide relatif à la Facility Management - Teil 3: Leitfaden für Qualität im
qualité en facility management Facility Management
This draft European Standard is submitted to CEN members for enquiry. It has been drawn up by the Technical Committee
CEN/TC 348.
If this draft becomes a European Standard, CEN members are bound to comply with the CEN/CENELEC Internal Regulations
which stipulate the conditions for giving this European Standard the status of a national standard without any alteration.
This draft European Standard was established by CEN in three official versions (English, French, German). A version in any other
language made by translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC
Management Centre has the same status as the official versions.
CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania,
Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,
Turkey and United Kingdom.
Recipients of this draft are invited to submit, with their comments, notification of any relevant patent rights of which they are
aware and to provide supporting documentation.
Warning : This document is not a European Standard. It is distributed for review and comments. It is subject to change without
notice and shall not be referred to as a European Standard.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION
EUROPÄISCHES KOMITEE FÜR NORMUNG
CEN-CENELEC Management Centre: Rue de la Science 23, B-1040 Brussels
© 2018 CEN All rights of exploitation in any form and by any means reserved Ref. No. prEN 15221-3:2018 E
worldwide for CEN national Members.
Contents Page
European foreword . 4
Introduction . 5
1 Scope . 8
2 Normative references . 8
3 Terms, definitions and abbreviations . 9
3.1 Terms and definitions . 9
3.2 Abbreviations . 11
4 Basics of quality management . 12
4.1 Importance of quality in FM . 12
4.2 Criteria, background, elements and influences to quality . 12
4.3 Type of Characteristics . 13
4.3.1 General . 13
4.3.2 Objective (hard) characteristic . 13
4.3.3 Subjective (soft) characteristic . 13
4.4 Pathway from needs to experiencing delivery . 14
4.4.1 Expectations . 14
4.4.2 Defined requirement in SL/SLA . 14
4.4.3 Delivery. 16
4.4.4 Perception . 16
4.5 Quality Management . 16
4.5.1 General . 16
4.5.2 Existing QMS at client organization . 17
5 Process of quality management . 17
5.1 General introduction . 17
5.1.1 The quality management process . 17
5.1.2 Ensuring quality within FM agreement lifecycle . 18
5.2 Analyse needs and demand . 19
5.3 Specify requirements . 19
5.3.1 Objectives . 19
5.3.2 Requirements from primary activity . 20
5.4 Elaborate Service Level . 20
5.4.1 General . 20
5.4.2 Transfer requirements into facility products . 20
5.4.3 Elements of a Service Level . 21
5.4.4 Principle and approaches of defining Service Levels . 21
5.4.5 Types and classification of Service Level . 22
5.4.6 Service Level life cycle . 23
5.5 Developing measurement metrics (hierarchy of indicators) . 23
5.5.1 Purposes of developing metrics (structured indicators) . 23
5.5.2 Various types of indicators . 24
5.5.3 Recommendation for measurement metrics . 25
5.6 Quality aspects in organizing delivery of facility products . 26
5.7 Quality aspects in delivering facility products . 27
5.8 Measurement and calculation . 27
5.9 Analyse deviation . 28
5.10 Actions based on deviation . 28
5.11 Control and improvement cycles . 29
Annex A (informative) GAP-Model . 31
Annex B (informative) Additional information and recommendation for measurement
metrics . 34
B.1 Recommendation for designing a metric system . 34
B.2 Attributes of indicators . 35
B.3 Indicators selection criteria . 36
B.4 Required properties of indicators . 37
B.5 Data gathering techniques: . 37
B.6 Domains and categories on indicators . 38
Bibliography . 43
European foreword
This document (prEN 15221-3:2018) has been prepared by Technical Committee CEN/TC 348 “Facility
Management”, the secretariat of which is held by NEN.
This document is currently submitted to the CEN Enquiry.
This document will supersede EN 15221-3:2011.
This European Standard is one of the series ISO-EN 41000 and EN 15221 “Facility Management” which
consists of the following parts:
— EN ISO 41011:2017 Facility Management - Vocabulary
— EN ISO 41012:Facility Management – Guidance on strategic sourcing and the development of
agreements
— ISO/TR 41013 Facility Management – scope, key concepts and benefits
— EN 15221 Part 3: Guidance on quality in Facility Management
— EN 15221 Part 4: Taxonomy, Classification and Structures in Facility Management
— EN 15221 Part 5: Guidance on Facility Management processes
— EN 15221 Part 6: Area and Space Measurement in Facility Management
— EN 15221 Part 7: Performance Benchmarking
Note With the addition of the ISO standards, Part 1 and Part 2 of EN 15221 are withdrawn.
Introduction
In 2013 the initiative was taken to interest parties at ISO level for the FM suite of standards of Europe,
the EN 15221 parts 1 to 7. This resulted in the re-development of the standards for vocabulary,
sourcing and agreements.
The result consists of the parts:
• EN-ISO 41011 Facility Management – Vocabulary
• EN-ISO 41012 Facility Management – Guidance on strategic sourcing and the development of
agreements.
• ISO/TR 41013 Facility Management – Scope. Key concepts and benefits.
These standards also build on widely accepted management principles, in particular value chain
(Porter, M E, (1985), “Competitive Advantage: creating and sustaining superior performance”, Free
Press, New York) and quality control (PDCA (Plan, Do, Check, Act). Deming, W E (1986), “Out of the
Crisis”, MIT, Cambridge). Reference to ISO 10014:2006, Quality management – Guidelines for realizing
financial and economic benefits.
The principles of the Deming cycle (PDCA) underpin all of the standards but are applied to a different
extent and depth in each. In fact there are different types of PDCA cycles depending of the term (e.g.
long-term, short-term).
These standards align to EN ISO 9000 family of standards for Quality Management Systems and applies
specific guidance on the concepts and use of a process-based approach to management systems to the
field of Facility Management.
The term “facility services” is used as a generic description in the standards. The term “standardized
facility products” refers to the “standardized facility services” defined and described in EN 15221-4,
Facility Management — Part 4: Taxonomy, Classification and Structures in Facility Management.
Countries can decide to substitute the term “product” into “service”, when they consider that it is
important for a good acceptance and use of the standards in their own country.
The aim of all the standards is to provide guidance to Facility Management (FM) organizations on the
development and improvement of their FM processes to support the primary activities. This will
support organizational development, innovation and improvement and will form a foundation for the
further professional development of FM and its advancement in Europe. Therefore generic examples
are provided in the standard to assist organizations.
These standards lay the foundation of the work that has to be done further more in developing Facility
Management, for e.g. benchmark standards prEN 15221-7.
Effective FM brings value to an organization and all associated stakeholders. The objective of this
European Standard is to provide guidance how to achieve, improve and measure quality in FM.
This European Standard is primarily written for organizations that adopt quality improvement
procedures together with SL definition and the use of metrics. In addition, as technical developments
and requirements of organizations increase and economic systems mature, the demand for this type of
FM specific quality management will develop.
This standard is for use by management, consultants and practitioners in both client and service
provider organisations.
— This standard is based on: the existing FM standards EN-ISO 41011, EN-ISO 41012 and EN-
ISO 41013 which define FM, FM sourcing and FM agreements as well as Scope key concepts and
benefits. The EN ISO 9000 Quality standards.
The purpose of this standard is to provide guidelines on how to:
— clarify and understand quality issues;
— define quality criteria’s and indicators;
— elaborate and perform the measurements (hard and soft facts) of FM performance and quality;
— describe soft factors;
— clarify expectation and perception;
— assist in the development of metrics and selection of indicators;
— obtain information and knowledge on metrics and service levels;
— measure efficiency of FM processes and effectivity of their output;
— improve processes to achieve quality on strategic, tactical and operational levels;
— improve quality management processes and ensure their continuous improvement;
— improve communication between stakeholders;
— improve effectiveness of the FM processes;
— and other aspects related to quality in FM.
The understanding and application of this standard will support the creation of metrics which will
enable measurement and assessment of quality of FM and FM Services and the added value to
the primary activities.
— facilitate the management of primary activities;
— increase of productivity (efficiency effectiveness);
— reach financial targets;
— improve the client image;
— enable corporate social responsibility / sustainability;
— measure congruence between needs/demands and delivery of customer, client and end-user.
The terms product, service, facility product and facility service is used in this standard and the
interrelationship need to be explained:
“Product” is used in the general EN ISO 9000 context of quality management in the sense of hardware,
software, service. This use should help to provide the connection to established existing principles and
methods of quality management in EN ISO 9000 context.
“Service” as part of the definition 'product' is used in the general quality management context as a time-
perishable, intangible experience performed for a customer acting as co-producer.
“Facility services” is defined in EN-ISO 41011:2017 and is the support provision to the primary
activities of an organization, delivered by an internal or external provider. Facility services are services
related to “space and infrastructure” and to “people and organization”.
According to the existing FM model in standard EN-ISO 41011 is decided that facility services are only
used on operational level. The terms “facility services” and “classified facility products” are not used on
tactical and strategic level.
“facility product” is one of a defined set of hierarchically organized classified facility services - only the
term “(classified) facility products” is used in that context only.
In EN 15221-4 and EN 15221-5 facility services have been classified. These “classified facility services”
will be called '(classified) facility products' or 'simply facility products'. When referring or using the
term facility product, they will refer to EN 15221-4.
The classification of “facility services” to “classified facility products” is described in 5.4.2. After this sub
clause, the terms “facility services” and “classified facility products” are used in this standard.
1 Scope
This document provides a guideline how to measure, achieve and improve quality in FM. It gives
complementary guidelines to EN ISO 9000, EN ISO 9001 and EN ISO 41012 within the framework of
EN ISO 41011 and ISO/TR 41013 The standard provides a link into management methods and
management theories.
This European Standard is applicable to:
— FM in public and private organizations;
— client organization and service provider relationships;
— full range of facility products or facility services;
— both types of service providers in FM (internal and external);
— all types of working environments (e.g. industrial, commercial, administration, military, healthcare
etc.).
This document is applicable to business services (not consumer oriented).
This document does not:
— replace the quality management systems of the client organization;
— provide standard forms:
— for performance and quality management systems (delivering a quality management system);
— for defining requirements;
— for a measurement tool;
— for service level;
— apply to the certification of the quality system of Facility Management (covered by EN ISO 9001).
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
EN-ISO 41011:2017 Facility Management – Vocabulary
ISO/TR 41013 Facility Management – Scope, key concepts and benefits.
EN ISO 41012:2018 Facility Management – Guidance on strategic sourcing and the development of
agreements (ISO 41012:2017)
EN 15221-4, Facility Management - Part 4: Taxonomy, Classification and Structures in Facility
Management
3 Terms, definitions and abbreviations
3.1 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
• IEC Electropedia: available at http://www.electropedia.org/
• ISO Online browsing platform: available at http://www.iso.org/obp
3.1.1
quality
degree to which a set of inherent characteristics fulfils requirements
[EN ISO 9000:2015]
3.1.2
requirement
need or expectation that is stated, generally implied or obligatory
[EN ISO 9000:2015]
3.1.3
characteristic
distinguishing feature:
— physical (e.g. mechanical, electrical, chemical or biological characteristics);
— sensory (e.g. related to smell, touch, taste, sight, hearing);
— behavioural (e.g. courtesy, honesty, veracity);
— temporal (e.g. punctuality, reliability, availability);
— ergonomic (e.g. physiological characteristic, or related to human safety);
— functional (e.g. maximum speed of an aircraft)
[EN ISO 9000:2015]
3.1.4
product
result of a process
product categories, as follows:
— services (e.g. transport);
— software (e.g. computer program, dictionary);
— hardware (e.g. engine mechanical part)
[EN ISO 9000:2015]
3.1.5
service
time-perishable, intangible experience performed for a customer acting as co-producer
3.1.6
facility services
support provision to the primary activities of an organization, delivered by an internal or external
provider
Note 1 to entry: Facility services are services related to “space and infrastructure” and to “people and
organization”.
[EN -ISO 41011 and ISO/TR 41013]
3.1.7
facility product
one of a defined set of hierarchically organized (classified) and standardised facility services
Note 1 to entry: The term product is used in accordance with EN ISO 9000 being the output of a (facility)
process which can be a single or a package of material (hardware) or immaterial provisions (software), supplies
or services which support the primary activity of the organization and its properties.
[EN-ISO 41011 and ISO/TR 41013]
3.1.8
process
set of interrelated or interacting activities which transforms inputs into outputs
[EN ISO 9000:2015]
3.1.9
system
set of interrelated or interacting elements
[EN ISO 9000:2015]
3.1.10
grade
category or rank given to different quality requirements for products, processes or systems having the
same functional use
[EN ISO 9000:2015]
3.1.11
service level
complete description of requirements of a product, process or system with their characteristics
Note 1 to entry: The described set of characteristics in the SL can be graded within boundaries suitable for
measurement and analysis.
3.1.12
indicator
measured or calculated characteristic (or a set of characteristics) of a product according to a given
formula, which assess the status or level of performance at defined time
3.1.13
key performance indicator (KPI)
measure that provides essential information about performance of facility services delivery
[EN-ISO 41011 and ISO/TR 41013]
3.1.14
client key performance indicator
indicator that provides essential information about performance of the client organization
Note 1 to entry: The client key performance indicators have to be given by the client organization, based on its
strategic goals pursuing the development of the primary activities.
3.1.15
FM-indicator
indicator that measures the quality of facility products
Note 1 to entry: They are used on different levels (e.g. strategic, tactical or operational Level) see Figure 6.
3.1.16
FM-key performance indicator (FM-KPI)
FM-indicator influencing the primary activities of the organization by feeding client key performance
indicators
Note 1 to entry: FM-indicator linked to client's organization objectives and related facility product which
directly impacts the primary activities.
3.1.17
FM-top indicator
indicator important for the FM activities without being FM-KPI
Note 1 to entry: Not directly linked to the client organization objective.
3.1.18
sustainability
ability of system to be maintained for the present and future generations
Note 1 to entry: In this context “system” comprises environmental, social and economic aspects.
[EN 15643-2:2011]
3.2 Abbreviations
FM facility management
SL service level
SLA service level agreement
KPI key performance indicator
PDCA plan, do, check, act
QM quality management
QMS quality management system
4 Basics of quality management
4.1 Importance of quality in FM
For the client organization the quality of the services delivered is fundamental, since the quality of the
support processes may influence the primary activities and organizations objectives of the client
considerably.
Consequently the client should have all necessary means (knowledge, processes, tools, etc.) to define
the quality of the services and ensure that the quality delivered will fulfil the requirements, meet the
demands and satisfy needs within the clients' organization.
In order to achieve this goal the client should have also the means:
— to obtain the quality of the services;
— to permanently control the quality of services delivered (results).
The client should define:
— the services which are needed, preferably in the form of classified facility products;
— the SL to be fulfilled;
— the indicators and processes to measure the quality;
— the action in case of quality discrepancies.
The challenges are
— to determine the “right” level of quality in the SL/SLA, and
— then to provide it within the delivery process.
4.2 Criteria, background, elements and influences to quality
Quality is the degree in which a set of characteristics fulfils requirements. In the context of FM,
requirements have to be fulfilled for the client organization including the client, customer, end user and
society.
In the process of defining the characteristics of the product that are defined in the SL/SLA the following
aspects for an organization shall be thoroughly considered:
— the needs (e.g. subsistence, protection, affection, understanding, participation, leisure, creation,
identity, freedom, etc.) which are physiological or psychological requisite for their well-being;
— the expectation or belief (projection into the future) which may be expressed precisely, explicitly,
fussily or implied;
— the perception (process of interpretation and organization of the stimulation of the humans
sensory receptors to produce an experience) within the context of the society, culture, traditions;
etc. The perception of quality is strongly influenced by the needs, expectations and constraints of
the recipient of the product at the time of delivery;
— client, customer and end user perceived value as ratio of satisfaction and/or experience over
perception of the fairness of the price;
— the various constraints (e.g. financial, resources, legal, etc) resulting in selection, filtering,
prioritising within the clients organization and related market.
It is important to note, that needs, expectations, perceptions are different for all individuals as well as
part of organizations and clients management have to be used to select and prioritize the various
performance/quality criteria considering various constraints within the organization and the market.
In the process of delivering the product as well as in the process of receiving/consuming the product
the same as above mentioned aspects apply and shall be considered.
In the life cycle the changes of above aspects shall be considered as well as changes of knowledge and
changing of awareness.
4.3 Type of Characteristics
4.3.1 General
In order to define the quality of a product, indicators for appropriate characteristics shall be used. They
may be defined as objective (hard) and/or subjective (soft) characteristic. Indicators for subjective
characteristics are mostly not clearly expressed/described since they are related to client, customer and
end user’s needs, expectations and perceptions and they are often generally implied.
4.3.2 Objective (hard) characteristic
— physical (e.g. mechanical, electrical characteristics)
— temporal (e.g. punctuality, reliability, availability)
— functional (e.g. availability of an technical equipment)
— financial (e.g. cost, price)
Measurement of objective (hard) characteristics can be made objectively with metering / measurement
instruments and are not subject to interpretation within given measurement conditions (method,
timing, area, etc.) and they do not depend on individuals interpretation.
“Hard measures” of customers satisfaction shall measure and reflect customer’s actual doing and buying
behaviour (gains and losses of customer, market share relative to competitors, repeated business, etc.).
4.3.3 Subjective (soft) characteristic
— sensory (e.g. related to smell, touch, taste, sight, hearing);
— behavioural (e.g. courtesy, honesty, veracity)
— ergonomic (e.g. physiological characteristic, or related to human safety)
These characteristics are strongly influenced by the perception of e.g. an individual, a
segment/group/part of client organization (e.g. department), an organization as a whole.
Measurement of subjective (soft) characteristic e.g. client, customer and end user’s satisfaction,
experience and perception are referred usually as “soft measures” and are usually a result of surveys.
They are measures of customer opinion, perceptions and feelings and these indicators may be used to
predict customer’s behaviour, satisfaction and perceived values. They also help to identify problems
early so they can be corrected.
The interaction of elements and influences to quality in Facility Management is shown in Figure 1:
Figure 1 — Elements and influences to quality in Facility Management
NOTE According to EN ISO 9000:2015 is a proposal of classification:
- quality - Quality is the degree in which a set of characteristics fulfils requirements.
- requirement - need or expectation that is stated, generally implied or obligatory
- characteristics - distinguishing feature (physical, sensory, behavioural, temporal, ergonomic, functional)
4.4 Pathway from needs to experiencing delivery
4.4.1 Expectations
Parts of an organization or the whole organization have underlying needs which may be explicit. These
may also be unstated or implied from other needs which may also be expressed precisely or in vague
terms.
The challenge is to define and to provide services and products that will maximize the congruence and
conformity between the needs and expectations of / with services. This will trigger satisfaction and
excitement in the client organization (client, customer and end user).
4.4.2 Defined requirement in SL/SLA
— Translate needs into corresponding demand:
In an internal process the organization has to define (translate /convert) their demands which
should meet the needs at its best. Usually there is a gap between the often higher expressed
expectations and the “right” demand.
— Translate demand into specific requirements
Since demands do not specify explicitly the requirements for corresponding services they have to
be formulated.
Requirements are prerequisites for the specification of the SL either described in a tender offer
and/or negotiated in a process with the service provider.
The above translations processes inherits deviations from the needs to be met, due to:
— Only a subset (part) of the needs are formulated explicitly.
— The fussy and implicit expectations are often not expressed respectively since client organization is
not aware of their existence.
— They are furthermore altered and/of filtered due to constraints within clients organization like:
culture, financial, importance to hierarchies, temporal (time pressure), knowledge, and there like,
as well as Insufficient communication
— Faulty and/or incomplete translation process.
As a consequence thereof the SL description (defined requirement) inherits a non-compliance with the
needs and therefore leads to a gap between the expected (often not clearly expressed) requirement
defined requirement (see Figure 2).
Figure 2 — Gap between expected and defined requirement
4.4.3 Delivery
Due to constrains and deviation of providers performance and eventually different providers
interpretation and perception of specified characteristics and related indicators in the service level
agreement a deviation may accrue (gap between delivery and defined requirements – see Figure 3).
4.4.4 Perception
At the time of service delivery the characteristic of the product may be perceived / experienced
differently (gap) by the client organization then intended and communicated / defined in the above
described process.
All above described deviations (gaps) may become evident and shall be subject to quality assurance and
the continuous improvement process.
Figure 3 — Gap between delivery and defined requirements
Under-fulfilment (low quality) of the requirements may have an impact on the primary activities and
consequently client customer and end user’s satisfaction as well as success of the primary activities.
Over-fulfilment is usually ineffective and implies higher cost for the provider and client prices, leading
to economic disadvantages.
4.5 Quality Management
4.5.1 General
The quality management goal is to ensure that delivery meets demand, processes are optimized and
that continuous quality improvements are in place. For this it is important to use metrics to measure
the results in the development over time to improve service delivery and processes.
Various QMS approaches exist, the main one being based on EN ISO 9000. Other approaches proposed
on the market are more specialized (e.g. oriented towards the provider or for perception/expectation
orientated systems). In any case the present standard does not intend to replace these systems.
4.5.2 Existing QMS at client organization
Within the client’s organization very often QMS already exists. The purpose of the clients QMS is to
improve the effectiveness of the client primary activities. This existing QMS should be adapted to the
use for quality management in the FM processes and need to be synchronized at the relevant quality
indicators.
The QMS of the primary activities will have requirements to the primary and support processes. These
metric-systems should fit in the QMS which are measured and determined by the client. The output of
the FM systems shall contribute the client performance objectives, so the metrics should be elaborate in
order to fit to the QMS of the client organization. This standard provides guidance for methods and
tools.
5 Process of quality management
5.1 General introduction
5.1.1 The quality management process
The quality management process is a process within an FM organization (FM performance and quality
management process – see Figure 4). The processes concerned are strongly interdependent and impact
directly the efficiency and productivity of activities (FM activities as well as primary ones). The process
consists of activities at the three levels of the organization:
— strategic level (the processes partly aimed at controlling that the client’s need are met and partly
aimed at measuring that the goals of the facility organization will be reached);
— tactical level (the processes partly aimed at controlling that the customer’s needs are met and
partly aimed on controlling that the indicators of the management of services are reached);
— operational level (the processes partly aimed at meeting the end user’s needs and partly aimed at
controlling that the indicators on the operational tasks are met).
Development and elaboration of quality criteria, quality measurement and indicator in process are
presented in Figure 4.
The figure below shows the application of the FM quality management processes within the FM
processes.
Figure 4 — quality management cycle within FM processes
The description FM service delivery process and the FM quality management processes as an
interactive iteration:
— needs and demands are converted to requirements. Requirements lead to Service Level;
— the outside cycle describes the FM service delivery process;
— the inside cycle describes the FM quality management processes.
5.1.2 Ensuring quality within FM agreement lifecycle
Within the FM agreements according to EN ISO 41012, the following main actions (in parenthesis)
should be performed related to KPI and SLA:
— preparation of FM agreements
— client preparation phase (how facility services quality may impact primary activities);
— pre-qualification and selection phase (how the providers understand client quality of services
importance, what do the providers propose);
— tender/negotiation phase (dialogue on defining adequate FM Key Performance Indicator and
agreed values for them);
— FM agreement preparation phase (refining proposed FM Indicators both KPI and FM KPI, and their
value);
— signature phase (final formal set up of FM Indicators and corresponding SLA);
— mobilization phase (finalisation of the procedures to measure the values of agreed Indicators and
their value and to define actions to be performed after measurement);
— validation phase, including due diligence if not performed before (validation of agreed values for
indicators and corresponding procedures);
— operational phase (using SLA to follow-up the facility services and improve their quality)
— implementation and stabilization;
— optimization (Some quality indicators and their value may be revisited);
— ending phase (finding out which improvements for FM Performance Indicators and their values can
be included within the new agreements).
5.2 Analyse needs and demand
In general terms, EN ISO 41012 explains how, the client by himself, eventually with the help of outside
consulting, should define his demand. This demand (requirements) consist of the description of the
requested facility services and their specifications including performance and quality (see EN
ISO 41011:2018). The elaboration of this client demand continues through the whole process leading to
SLA.
Consequently the methods to elaborate this demand, i.e. requirements, are similar to the ones described
in EN ISO 41012:2018, and are not repeated here.
Along the whole process ending with a SLA, the demand is refined by more and more precise elements
and through back and forth discussions with the clients, customers and end-users as well as the service
provider.
5.3 Specify requirements
5.3.1 Objectives
The objective of determining requirements is to obtain the requirements which will be part of the
specifications of the facility services incorporated within the SLA. These specifications are presented
within EN-ISO 41012:2018, including performance and quality aspects 5.3.2. Possible techniques to
determine client’s organization needs:
— specification of the organization;
— conduct customer requirement research;
— ask what the customer wants and why (meetings, surveys, studies, etc.);
— determine requirements through customer feedback/complaints;
— quality function deployment for new products and functions (based on customers “wish list”);
— perform due diligence of the client existing services and organization / analysis of present status;
— with client/customers/end users representatives perform benchmarking including sites
visits/comparisons with other organizations (similar or not);
— assume that what you already know is what customer wants and verify understanding so that an
awareness is obtained.
5.3.2 Requirements from primary activity
To elaborate the requirements coming from the organizations primary activity following steps have to
be performed:
1. understand the primary activities and get information about the organizations objectives
(requirements) of the primary activities themselves.
a) client
i) communication with management of the client, get the global organization objectives
ii) check corporate guidelines, policies (environmental, ethic, etc.), internal rules;
b) customer
i) communication with business units, key customer groups (varying according to each
organization) in order to obtain their requirements;
c) end user
i) obtain their expectation directly or through customer (internal and external);
d) society
i) rules and regulations, corporate engagement and strategy;
2. identify the objectives of organizations primary activity which may be impacted by FM;
3. translate corporate strategic objectives to FM strategies and objectives;
4. identify the contribution/impact and added value of the product delivery to primary activities and
client organization (e.g. efficiency, effectiveness, image, human resource support);
5. identify and analyse the potential risks / criticality (in the scope of corporate risk management) of
the product delivery to the primary activities in case of non-availability or non-performance of it;
5.4 Elaborate Service Level
5.4.1 General
A Service Level (SL) is a complete description of requirements of a product, process or system with
their characteristics. The described set of characteristics in the SL can be graded within boundaries
suitable for measurement and analysis (EN ISO 9000).
SL is set by the client and may be a single party description. It can be described without having another
party or through interaction with service providers.
A SLA in FM is an agreement between the clien
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