In facility management, addressing and mitigating daily, weekly, or monthly disasters is essential. In the General Session from NFMT Remix, two experts, Andy Gager, CEO of AMG International Consulting, and Larry Morgan, senior facilities manager, SAP Global Facilities Management, Americas, shared their strategies and experiences for resilience and adaptability in facility management.
Both panelists have seen unexpected events unfold in their careers, sharing stories from ghostly incidents in a historical Denver bank vault to the constant challenges of keeping complex systems operational.
But the panelists didn't just share scary tales for Halloween. They presented valuable lessons and offered concrete advice to neutralize threats.
One key area discussed was the importance of building a comprehensive asset hierarchy, which entails having a detailed register of all equipment, parts, and maintenance programs. Without it, facilities face costly disruptions due to an inability to track or locate parts when they’re needed most.
The panelists also explored the necessity of a clear plan for water emergencies, given that water damage is among the most common — and costly — disasters for facilities.
Budgeting for maintenance is another crucial point. Both Gager and Morgan emphasized the need for data-driven, activity-based budgeting, where maintenance tasks and associated costs are identified in advance. Employing activity-based budgeting rather than relying on previous spending data, allows facilities to push back on finance departments if cuts are requested, thus reinforcing the importance of prioritizing necessary maintenance.
When it comes to project and capital planning, top-down leadership culture and bottom-up mission alignment are essential. Facility assessments often reveal layers of dysfunction, particularly when communication between management and staff is lacking. By improving internal communication and ensuring assessments are accurate and relevant, facility leaders can foster a culture of respect and transparency.
Additionally, when aligning facility priorities with the goals of the C-suite or organization at large, it's important facility executives understand each department's language. For example, when communicating with finance, frame discussions around dollars and cents; for HR, emphasize the safety and well-being of personnel. Know the value facilities bring to core business functions and present this value in ways that resonate with key stakeholders, such as showing the financial impact of preventive maintenance.
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