Fm roundtable presentations

in commemoration of The World FM Day

EMPOWERING PEOPLE FOR A PR ODUCTIVE WORLD

THEME:

BIM in FM“Productivity Empowerment through

Technology…”

Keynote Speech Presented by

DAVID J. CAREY

CEO Middle East Technology (UAE)

Personal background

MSc (Facilities Management), PG Diploma FM

41 years in asset maintenance: air, land & sea

MD and CEO of FM organisations with 3,000+ resources

Managed estates in B2B, B2G and B2C sectors

Consultant and operations in SE Asia, EU, ME and India

Seven years in ME: in UAE, KSA, Bahrain, Oman and Qatar

Delivery of CMMS, CAFM: HFM, SFM, FMC, IFM

CIBSE, IFMA, IAM, MEFMA, CIOB & RICS – BIM programmes

First BIM project application in 2008 – TW PFI in St Helen’s NHS, UK

Recent BIM-FM productivity projects – Medina, KSA; RTA Dubai; DLF India

14-Jul-16© METT FZE 3

David J Carey, CEO

“Empowering people for a productive world”

Global FM - highlighting FM in empowering the Nigerian people for the level of productivity required for the nation to achieve its economic goals

By empowering people for productivity from two perspectives:

Those who provide FM services

Those who benefit or consume FM services

Food for thought in the scheduled breakout sessions: how BIM in FM can empower people in the property and real estate markets, to improve Nigeria's productivity


Self-test: Understood, Yes / No => (??/20)


Speaking BIM-FM

1. BIM

2. FM

3. TFM

4. AMS

5. PPM

6. COBie

7. UNICLASS

8. OMNICLASS

9. HFM

10. SFM

11. BOQ

12. IFM

13. LOD

14. RFID

15. GIS

16. GPS

17. SMS

18. CAFM

19. CMMS

20. ERP

How did you do?

How is FM involved with BIM?

Top 5 driving forces & conflicting criteria:

Architects and engineers

o Design ever-more complex, high-tech buildings to impress and win clients

Technology advances

o In computer processing & storage; new materials, techniques and off-site manufacturing

Risk and Cost-constrained contractors

o Erect ever-more complex constructions to meet tight budgets, contracts & timelines

Recession-hit organisations

o Need to cut costs, yet improve workspace safety and efficiency standards

Need to maintain healthy, sustainable environment

o For valuable, workforces to remain motivated & productive


How does BIM-FMfit in?

SMS

AMS

BOQ

CAFM

RFIDGIS & GPS

ERPs

T & P MS

LCC

BIMFM

DESIGN

CONSTRUCT

TRANSFER

OPERATEREFURBISH

DEMOLISH

PLAN


Don’t forget to integrate the Sub-Systems…


Speaking FM, or is it FM?

Closed Circuit Television SystemBuilding Management System

Access Control and Sensor Input SystemsHeating, Ventilation and Air Conditioning Systems

AV Display SystemsLighting Control Systems

Water Supply and Drainage SystemEmergency PA System

Fire Alarm and Suppression Control SystemsElectrical Power Distribution

Electrical Metering SystemWiFi LAN/WAN SystemsPABX Telephone System

Asset Management RFID Tagging System

Energy Management SystemTime & Attendance System

Irrigation Management SystemGuest Access Management System

Emergency Lighting SystemPest Control coverage

Parking Control SystemAir Exhaust and Kitchen Extraction System

Uninterruptable Power SuppliesSafe-To-Work Tag-Out System

Staff - Fast

People – Medium

Patients - Slow

Beds & bottles

Food trolleys

Wheelchairs

Laundry trains

Cleaning machines

Deliveries - in

Garbage trolleys -out

Gas bottles

Cadaver gurneys

Porters & doors

Pathology samples

Document transfers

© METT FZE

Technology Case Study – Hospitals

Photo: iRobot

It’s all about the transfer of Risk…

3 specific risks undertaken if BIM-FM specialists are not introduced early in any building project:

Information, intent & design integrity lost in key project stages: standards missed & resources under-used

Important data available in BIM model not leveraged: hazards are not identified, efficiencies are not achieved

Extra life cycle costs are incurred: opportunities wasted from poor comms and low collaboration between parties

14-Jul-16© METT FZE 10Source: www.dilbert.com

BIM Level Targets


Bew and Richards, 2008 maturity model:

“Equates to a 20% reduction in capital cost and carbon burden on all UK Government contracts”

BIM business model levels

Source: CRC for Construction Innovation 2009, p.13 and McLachlan Lister’s blog, 2014


The new BIM dimensions

3D – Spatial 4D – Time 5D – Cost 6D – Sustainability 7D – FM (& people)

Source: bimporn.tumblr.com14-Jul-16© METT FZE 13

BIM, as a modelling tool for FM Services

Enhances planning quality & improves capabilities:

3D – visual structural & system representation, and virtualisation

4D – incorporates time and scheduling criteria

5D – evaluates procurement, finances and life cycle costing

6D – used for sustainability purposes, from LEED to Energy Audits

7D – addresses human dimensions and FM operational needs


The BIM-Centric phases – True or False?

Source: Aristeo Construction, Ontario, 2015

• Life Cycle Operations &

Maintenance

87.2%

• Transition 3.1%

• Construction 8.7%

• Planning & Design1%

Data: IFMA BIM Healthcare 2014


FALSE

Selective, phased deployment

Current portfolio of

buildings and facilities

Current projects already

underway ( in varying stages of

progress)

New projects about to be

launched

Known major milestones


“Son of CAD-CAM?”…


BIM-FM and Asset Sustainability (All the R’s)

Reuse

Renew

Refuse

Repair

Reduce

Recycle

Reclaim

Replant


How to incorporate BIM-FM goals, objectives and issues, also co-ordinating with other, broader campaigns such as Asset Sustainability and Carbon Burden reduction:

Respect

Restore

Rethink

Reschedule

Regeneration

Reassessment

Responsibility

Refurbishment

BIM deliverables = FM BD differentiators

Identifiable cost savings, organisational enhancements, productivity empowerment and budget efficiencies to be targeted:

BIM is a potential revenue stream for IFM:

Live operations and on-line archives: Maintaining the building’s model Y-O-Y

Space management: flexibility demands of churn, change and enhancement planning

Financial analysis of occupancy costs, asset inventories & building efficiency modelling

Co-ordination of maintenance, planning and calendars with downtime and projects

BIM is a clear differentiator for IFM: Clear, unambiguous means of comms and data exchange with clients at all levels

Client relations enhanced when forecast savings are achieved, measured & reported


Asset-based Objectives: by FM Consultants

Strategic objectives and deliverable outputs desired:

Improved lifecycle costings

Mixed portfolio asset management

Effective, efficient asset management operations

High performing assets

Enhanced, stable asset value


Measuring, by FM Surveyors

Defining measurable baselines and conducting accurate gap analysis to mitigate project risks and enforce cost management:

Clash detection, As Built inspections and Commissioning / Handovers

Bill of Quantities (sampling quotas)

Physical surveys and asset audits (lasers & PDAs)

Benchmarking and archive comparisons

Sustainability / LEED & BREEAM policies in force

Accurate forecasting, budgets & economies, strategic goals defining a building’s life

Case study: Compare JBR with JLT developments


Do’s and Don'ts by FM BIM Management

The route to BIM in 2016 in 10 logical steps:(Source: http://www.building.co.uk/the-route-to-bim-in-10-steps/5049305.article)

1. GET OVER THE SOFTWARE

2. WORK OUT WHERE YOU’RE STARTING FROM

3. DON’T LEAVE IT TO THE IT MANAGER

4. MAKE A PLAN

5. LEARN ON YOUR OWN TIME

6. MAKE IT EASY TO DO THE RIGHT THING

7. DON’T TREAT EVERYONE THE SAME

8. DON’T TRAIN UNTIL THE LAST MINUTE

9. DON’T USE EMAIL AS A PROJECT TOOL

10. STOP BUYING LOW-SPEC COMPUTERS & ICT EQUIPMENT


http://www.building.co.uk/the-route-to-bim-in-10-steps/5049305.article

Productivity through Collaboration

Incorporation of international best practices and standards, as applicable to a Middle Eastern environment, adapted specifically to Dubai and its infrastructure:

NBS BIM Library: http://www.nationalbimlibrary.com/Content/BIMStandard/NBS-BIM-Object-Standard-v1_1.pdf

Soft landings: https://www.bsria.co.uk/services/design/soft-landings/

ISO 16739:2013: Industry Foundation Classes (IFC) for data sharing in the construction and facility management industries: http://www.iso.org/iso/catalogue_detail.htm?csnumber=51622

BS 1192:2007: Collaborative production of architectural, engineering and construction information – Code of practice; Collaborative management process; Data naming; http://bimtalk.co.uk/bim_glossary:bs_1192

COBie UK 2012: Construction Operations Building Information Exchange (COBie) is a data format for the publication of a subset of building model information focused on delivering building information not geometric modelling. http://www.bimtaskgroup.org/cobie-uk-2012/


http://www.nationalbimlibrary.com/Content/BIMStandard/NBS-BIM-Object-Standard-v1_1.pdf

https://www.bsria.co.uk/services/design/soft-landings/

http://www.iso.org/iso/catalogue_detail.htm?csnumber=51622

http://bimtalk.co.uk/bim_glossary:bs_1192

http://www.bimtaskgroup.org/cobie-uk-2012/

Summary of BIM-FM major differentiators

Technology and opportunities are driving collaborative change

Think life cycle costs, not just project or annual budgets

Data storage is relatively cheap, resource inefficiencies are not

Considered, project-centric migration is the recommended, phased deployment method

Are you a “Can’t do”, “Might do”, “Will do”, or “Am doing!”?


Application opportunities & processes

Assumption #1: That 80% of operational costs are incurred beyond construction

What are these costs and how are they tracked & analysed?

With which assets are the costs associated and who “owns” each asset?

How could one demonstrate that savings could be made without data modelling?

Are the titles, identities, costs, location, condition all tested and validated?

Where is the data stored, in which format, who has access and how accurate is it?

When is the asset due for maintenance, refurbishment or replacement?

What of LEAN supply chain management for spares, parts, consumables & materials?

How does one deliver accurate reporting and forecasting without precise data?


Integrated management by BIM-FM firms

Action steps needed to prioritise the various issues into an effective, definable, manageable and measurable programme

Start at the beginning: Commit to BIM

Demand better design deliverables from the architect, engineers and contractor

Consult the architect or design / build team to start the process. In choosing the right team, facility executives should ask:

What is the firm’s experience with BIM (beyond 3D modelling), as it relates to other project members outside the firm?

How long has the firm been using BIM?

What is the firm’s company philosophy regarding BIM?

Are the firm’s consultants using BIM?

Develop implementation strategy with architect or design / build team

Invest in quality training, hardware and software: don’t go for cheap options!

Adopt and support universal standards for interoperability: the ISOs are here now!

(Source: after Jorge Carmona and Kathleen Irwin, facilitiesnet.com, Oct 2007)


www.amfacilities.com

Prof. Babatunde O. GreenMD/CEO, Alpha Mead Healthcare Management Services

FACILITY MANAGEMENT FOR THE

HEALTHCARE INDUSTRY

ROUNDTABLE 2016

THE NIGERIAN


Introduction: Prof. Babatunde O. Green

During 1st

yr at LUTH, won scholarship in 1976 for further education in the USA • Obtained BS in Medical Technology; BS and MS in Chemistry (Univ. Bridgeport, CT)• National Certification in Clinical Chemistry and Hematology• Doctorate in Health Administration (School of Advanced Studies, Univ. Phoenix, Ar) • Board Certification in Healthcare Management• Fellow, American College of Healthcare Executives•

Academic and Healthcare Management Experience • About 30 yrs of clinical, academic and executive hospital management experience • Publications: several academic scientific and health management papers• Several healthcare management conferences & seminars (ACHE, Yale Health System)• Appointed UNDP Consultant in Healthcare (1995) – TOKTEN assignment at UDFUTH• Professional Membership: ACHE, CTAHE • Medical missions work in Nigeria since 2003; Board member Kateri Medical Service


Introduction

History of Early Missionaries in Nigeria,

Education

Healthcare

Gospel


Poor State of Health Care in Nigeria

These institutions have been • Inadequately funded• Neglected• Not well maintained

Suffered tremendous decline both in • structure and • Their capability to live up to their past

glorious days.


Causes of Decline in Health Institutions

• Inadequate planning Ignoring the concept of integrated healthcare facilities management model (IHFMM)

• Inadequate attention to front-end activities and initiatives integral to the asset life cycle

• Inability to exploit technological advances and innovations in healthcare


Effect of Poor Healthcare System in Nigeria

• Nigeria loses 1 to 3 billion naira annually to medical tourism

• Indian hospitals received 18,000 Nigerians on medical visas in 2012

• Nigeria is said to be at the top of the medical tourism list of Africans going to India for medical attention.

• Short life expectancy • Male 53.7, female 55.4 and total life expectancy is 54.5

which gives Nigeria a World Life Expectancy ranking of 175.


Key Factors to Maintaining Public Health

• The science and art of preventing disease, prolonging life Promoting physical health efficiency

• The sanitation of the environment• The control of community infections• The education of the individual in the principles of personal

hygiene• The organization of medical and nursing services for early

diagnosis and preventive treatment of disease• The development of the social machinery (policies, funding

and facilities)


The Health-care Environment

Diagnostic centers

Inpatient settings

Outpatient settings


Quality of Care Indicators

• Structure• Process• Outcome• In-hospital mortality• Unplanned 30-day re-admissions• Complications• Acute care length of stay (LOS)


Quality Assessment Model for Healthcare

Avedis Donabedian's (1919-2000) model StructureThis consists of the characteristics internally and externally to the facilityProcessThis consists of the organization of the procedures performedOutcomeThis is the ultimate status of the patient following a given set of interventions or procedures


Structure

StructureThe appearance and esthetics of healthcare facilities add value to the asset as well as the healing process. Other critical components of the structure• Integrated heating, vacuum and air conditioning

(HVAC) system• Portable water• Power supply• Waste management


Critical Components of the Structure

Effective HVAC System • Contribute to the reduction of microbial and fungal growth

that may lead to asthma and other detrimental health effects

Power Supply – guaranteed and uninterruptedThis system should include an ongoing collaboration process involving • Energy performance, • Identifying energy saving opportunities, • Implementation plan, monitoring, and evaluationEffective Waste Management System • Reduction of infection or illness through contact with

discarded material and in the prevention of environmental contamination in hospital facilities


Process & Outcome

Process• The clinical processes tend to be more efficiently carried

out when properly coordinated with the structure of the facility

• Close coordination of structure and process is vital in promoting safe delivery of care

OutcomeThe performance of the facility is assessed through its goal to achieving improved patient care.


Effects of Effective Facility Management

Improvement in the structure components

Improvement in the clinical processes performed within the facility

Improve patient outcome

Faci

litie

s M

anag

em

ent

Par

tne

rsh

ip l Increased value on assetl Delivery of high quality carel Patient satisfaction in positive health outcome


Alpha Mead Healthcare Management Services

Facilities Management for the healthcare industry requires high level of professionalism and coordination to keep the standard of the facility in a safe and fit for purpose condition:

• AMFMS is 1st

Nigerian FM company to gain ISO9001:2008 certification from both UKAS and ANAB in the UK and US respectively

l Certification means practices in consonance with global best practices and standards

• 10-year history across Africa managing rich portfolio of residential and commercial real estate asset including:

l The Nigerian Stock Exchange . MTN

l Shell Nigeria (industrial, commercial, medical & residential facilities in Lagos, Port Harcourt, and Warri)

l Total E & P . Brass LNG . Primrose Properties Investment Ltd (PPIL)

l Ado Bayero Mall (Kano)

l First City Monument Bank . Access Bank

l Treasure Gardens Estate . etc



Business Development:

• In collaboration with our Foreign Technical Partner, Cluttons UK, we leverage our knowledge and expertise of the local operating environment to deliver global best practices, systems and standards for best value

l Network of offices in Europe, Middle East, South Africa, the Caribbean and Nigeria

• Other Strategic Business Units within the AM Facilities and Management Services

• Our Business and Technical operations built on a strong platform of the “3Ps”:

l People, Process and Place

l - Significantly defines our mission predicated on engaging the right People –

l employees, customers, suppliers and even our communities where we operate

l - Using the right Process and standards to ensure delivery of sustainable,

l comfortable, safe and good results

l - In Places where our customers live, work and play



Value Proposition:

• Our combined strength, experience and capabilities position AMHMS to continually add value to healthcare industry assets as well as for the following model initiatives:

• 1st

: Actively grow customer base for quality healthcare services through strategic partnerships with healthcare providers and specialists both in Nigeria and internationally

l Especially to reduce medical tourism in support of our States and Federal govt.

• 2nd

: Effective Referral System: ensuring our close relationship between all levels of the health system as well as with Health Maintenance Organizations (HMOs)

l Will ensure that patients get timely quality care where and when needed

l Relationship with HMOs is to ensure quality and robust services for subscribers

• 3rd

: Active participation in healthcare industry events through sponsorship, paper presentations and strategic alliances with state and federal teaching hospitals for specialized training of various categories of clinicians and healthcare workers

Presentations & Public Speaking

Fm roundtable presentations