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Delivery: <= 4 days. True-PDF full-copy in English will be manually translated and delivered via email. GB/T 40046-2021: Facility management - Guidance on quality evaluation Status: Valid
Basic dataStandard ID: GB/T 40046-2021 (GB/T40046-2021)Description (Translated English): Facility management - Guidance on quality evaluation Sector / Industry: National Standard (Recommended) Classification of Chinese Standard: J04 Word Count Estimation: 20,237 Issuing agency(ies): State Administration for Market Regulation, China National Standardization Administration GB/T 40046-2021: Facility management - Guidance on quality evaluation---This is a DRAFT version for illustration, not a final translation. Full copy of true-PDF in English version (including equations, symbols, images, flow-chart, tables, and figures etc.) will be manually/carefully translated upon your order.(Facility Management Quality Evaluation Guide) ICS 03.080.01 J04 National Standards of People's Republic of China Facility Management Quality Evaluation Guide Released on 2021-04-30 2021-11-01 implementation State Administration of Market Supervision and Administration Issued by the National Standardization Management Committee Table of contentsForeword Ⅲ 1 Scope 1 2 Normative references 1 3 Terms and definitions 1 4 General 2 4.1 Overview 2 4.2 Quality process of facility management 2 4.3 Evaluation Step 2 5 Demand planning 4 5.1 General Principle 4 5.2 Need 4 5.3 Translate needs into corresponding requirements 4 5.4 Translating requirements into specific needs 5 5.5 Features and indicators 5 6 Determine the service level agreement 6 6.1 Overview 6 6.2 Content 6 6.3 Rewards and punishment clauses 8 7 Delivery 8 7.1 Planning of facility service delivery 8 7.2 Implementation of facility service delivery 9 7.3 Termination of facility service delivery 9 8 Measurement and evaluation 10 8.1 Overview 10 8.2 Establish a measurement system 10 8.3 Measurement and calculation 14 9 Improvement 15 9.1 Overview 15 9.2 Analyzing the gap 15 9.3 Correction 15 9.4 Continuous improvement 16 Reference 17 Facility Management Quality Evaluation Guide1 ScopeThis standard specifies requirements planning, determination of service level agreements, delivery, measurement, and evaluation as well as the implementation of quality evaluation for facility management. Improved guide. This standard applies to facility management quality evaluation activities of various organizations.2 Normative referencesThe following documents are indispensable for the application of this document. For dated reference documents, only the dated version applies to this article Pieces. For undated reference documents, the latest version (including all amendments) is applicable to this document. GB/T 19000 Quality Management System Foundation and Terminology GB/T 36688 Facility Management Terminology3 Terms and definitionsThe following terms and definitions defined in GB/T 19000 and GB/T 36688 apply to this document. For ease of use, the following columns are repeated Some terms and definitions in GB/T 19000-2016 and GB/T 36688-2018 are published. 3.1 Quality The degree to which a set of inherent characteristics of the object meets the requirements. [GB/T 19000-2016, definition 3.6.2] 3.2 Object; entity; item Anything that is perceivable or imaginable. [GB/T 19000-2016, definition 3.6.1] 3.3 Characteristic Distinguishable features. Note 1.Characteristics can be inherent or assigned. Note 2.Characteristics can be qualitative or quantitative. Note 3.There are various types of characteristics, such as. a) Physical (e.g. mechanical, electrical, chemical or biological characteristics); b) Sensory (e.g. smell, touch, taste, sight, hearing); c) Behavioral (e.g. polite, honest, honest); d) Time (e.g. punctuality, reliability, availability, continuity); e) Human ergonomics (such as. physiological characteristics or characteristics related to personal safety); f) Functional (such as the maximum speed of the aircraft). [GB/T 19000-2016, definition 3.10.1] 3.4 Need The specific or abstract expectations from the requirements organization that are necessary to achieve the core purpose and key goals. [GB/T 36688-2018, definition 3.1.4] 3.5 Requirement A need or expectation that is stated, usually implied, or must be fulfilled. [GB/T 36688-2018, definition 3.1.4.1] 3.6 Demand Used for express requirements for services or products to be delivered. [GB/T 36688-2018, definition 3.1.4.2] 3.7 Service level servicelevel; SL A complete description of the requirements and characteristics of the product, process or system. [GB/T 36688-2018, definition 3.1.4.3] 3.8 Service level agreement; SLA A document agreed between the demand organization and the service provider regarding the performance, measurement, and conditions of service delivery. [GB/T 36688-2018, definition 3.1.4.3.1] 3.9 Measurement The process of determining the value. [GB/T 36688-2018, definition 3.8.1] 3.10 Indicator According to a given formula, the measurement or calculation of a product that evaluates the state or level of performance at a specified time Characteristics (or a set of characteristics). 3.11 Key performance indicator keyperformance indicator; KPI Measurement parameters that provide essential information for performance appraisal. [GB/T 36688-2018, definition 3.8.4] 3.12 Continualimprovement Recurring activities to improve performance. [GB/T 36688-2018, definition 3.5.4.4] 3.13 Corebusiness Realize the required entities. [GB/T 36688-2018, definition 3.1.7] 3.14 Primary activities Activities that constitute unique and indispensable capabilities in an organization's value chain. [GB/T 36688-2018, definition 3.1.7] 3.15 Support service Non-essential activities delivered to support core business. [GB/T 36688-2018, definition 3.1.3]4 General4.1 Overview For an organization, the quality of support services is critical to its core business and goals. Therefore, the organization should take the necessary measures Law to define the quality of facility service and ensure that the delivered service quality meets the needs, requirements and demands of the organization. Organizations should come from their own needs Development, gradually clarify requirements and needs, determine appropriate characteristic indicators, and form a service level agreement that connects the demand organization and service providers. In order to achieve verifiability and evaluation of delivery, the organization should establish a measurement and evaluation system, and compare the evaluation results with the objectives of the service level agreement. Comparative analysis, in order to narrow the gap, through the planning, implementation, inspection and disposal (PDCA) cycle to achieve continuous improvement of the organization's facility service quality. 4.2 Quality process of facility management The quality process of facility management is a process that exists within the organization. In the PDCA cycle, "plan, implement, inspect, and dispose" These four processes are closely related to the "service level agreement, delivery, measurement and evaluation, analysis and improvement" of facility management, forming a continuous improvement process. Cheng. These processes not only directly affect the efficiency of facility management activities, but also have an important impact on the basic activities of the organization. The PDCA cycle in facility management can include the following activities. ---Plan. Formulate facility management policies, strategies, goals, and goals that are consistent with the organization's strategic plan and required to deliver results plan; ---Implementation (Do). Determine the supporting resources for the implementation of facility management Organization, the outsourcing of facility management activities, the education and training of facility management personnel, the communication, participation and negotiation mechanism of stakeholders, Document archiving and information management of the facility management system, etc.) and other necessary requirements (e.g., legal and regulatory requirements), implementation Facility management plan; ---Check. Monitor and measure against facility management policies, facility management strategic objectives, legal and regulatory requirements and other requirements Results, record and report results; ---Disposal (Act). Take measures to ensure that the facility management objectives are achieved, and continuously improve the facility management system and facility management Performance. The quality process of facility management runs through three levels of the organization. ---Strategic level. Measuring the degree of achievement of the organization's goals and evaluating whether the organization's needs are met is the quality of the organization's long-term goals. Quantitative evaluation; ---Tactical level. Monitoring and controlling whether the various indicators of service management meet the standards is a quality evaluation of the organization's mid-term goals; ---Operational level. Whether all indicators of monitoring and control operation tasks are met, and evaluating the process of meeting the needs of end users. Degree is the quality evaluation of the organization's daily tasks. 4.3 Evaluation steps The quality evaluation of facility management starts with demand planning (see Chapter 5). First, the needs of the demand organization are determined in detail, and the needs are transformed into Corresponding requirements, then the requirements are transformed into specific requirements, and various characteristics of the requirements are reflected through a series of measurable indicators. Further down At the implementation level, it is necessary to determine the service level agreement between the demand organization and the service provider (see Chapter 6), and pass the service delivery (See Chapter 7) Implementation of measurement and evaluation (see Chapter 8), and through improvement (see Chapter 9) to ensure the level of facility service quality, and finally passed The PDCA cycle effectively supports the core business of the organization.5 Demand planning5.1 General principles For service providers, in the process of determining the facility service characteristics defined in the service level/service level agreement, it is appropriate to The following aspects of the organization are required to be fully considered. ---Needs (such as survival, protection, feelings, understanding, participation, leisure, creation, recognition, freedom, etc.). For human happiness, it is in the physical or Psychologically necessary; ---Expectations or beliefs (predictions for the future). can be expressed accurately or clearly or in detail through explicit or implicit means; ---Perception (product experience accepted by human senses). It is based on society, culture, tradition, etc., and is subject to expectations, requirements and restrictions The influence of the element; ---The perceived value of the demand organization refers to the satisfaction and/or the perceived experience beyond the product price; --- Various constraints (such as financial factors, resource factors, legal factors, etc.). affect the selection and screening of service providers by demand organizations And prioritization. Note. For demand organizations, their needs, expectations, and perceptions are different, and the influence of various constraints will vary from time to time and from place to place. These will affect the priority selection and prioritization of various performance indicators or quality indicators. 5.2 Need The needs of the demand organization may be explicit or implied, and the way of expression may be precise or vague. For service providers, it is first necessary to determine in detail the needs of the demand organization so that the facilities and services they provide can meet the greatest extent possible. Meet the expectations of the demand organization, thereby enhancing the satisfaction of the demand organization. The methods that can be used to determine the needs of the organization are. ---Query the background information of the demand organization; --- Carry out the research required by the demand organization, and ask the demand organization what services they want and why they want them; ---Determine the needs through the feedback/complaints of the demand organization; ---According to the "wish list" organized by demand, carry out "Quality Function De- ployment,QFD); --- Carry out due diligence/status analysis of existing services and suppliers of the demand organization; --- Carry out benchmark comparison analysis with representatives of the demand organization, including on-site visits, comparisons with other organizations (in this industry or other industries) Industry organization); ---Verify the assumptions about the expected needs of the demand organization so that the real ideas of the demand organization can be obtained. 5.3 Translate needs into corresponding requirements The demand organization should determine the "requirements" that can best meet its needs. Organizations in need should use their own or external consultants' help Next, sort out and analyze the expectations and needs that have been obtained, and finally determine their own requirements. The basic activities can be more clearly detailed through the following activities Moving requirements. a) Understand the basic activities and obtain information about the goals (requirements) of the basic activities of the demand organization, and obtain the overall goals of the demand organization Standards, check its guidelines, policies (such as environmental policies, professional ethics policies), internal rules and regulations, etc., to understand its social responsibilities And social commitments, etc.; b) Identify the goals of the basic activities of the organization that may be affected by facility management; c) Translate the strategic goals of the demand organization into the strategies and goals of facility management; d) Identify the contribution/influence and value added of product delivery to basic activities and demand organizations (such as efficiency, effectiveness, organizational image, human resources, etc.) Source support); e) In the case that the delivery of the product cannot be fulfilled or delayed, identify and analyze the potential for the basic activities of the demand organization risk. Throughout the process of forming the service level agreement, the requirements will be refined due to repeated discussions between the demand organization and the service provider More and more detailed elements are transformed into specific requirements for the next step. 5.4 Translate requirements into specific needs Demand is an explicit requirement for the service or commodity to be delivered, and it is a further detailed and clear description of the requirement. For the specifications of the service level described in the bidding documents or negotiated with the service provider, it is clear that the requirements are prerequisites. The conversion process described above may cause gaps between requirements and their corresponding needs because. ---Only part of the need to be clearly stated; ---Vague and implicit expectations are often not expressed one by one, because the demand organization is not aware of their existence; --- And these expectations are limited by the internal conditions of the demanding organization, such as. culture, finance, hierarchy, time pressure, knowledge, etc., and Insufficient communication and other factors are changed or ignored; --- Defective or incomplete conversion process. The result of this is that the service level description (determined demand) follows the inconsistency with the requirements, thus leading to the expected (communication) There is a gap between the needs that are often not clearly expressed and the identified needs. Insufficient satisfaction of needs may have an impact on basic activities, thereby affecting the satisfaction of the demand organization and the success or failure of basic activities. ring. Over-satisfying demand is usually inefficient and means higher costs for service providers and demand organizations, which is not conducive to Its economic benefits. The clarified requirements can be included in the service level agreement. 5.5 Features and indicators 5.5.1 Overview In order to define the quality of facility services, appropriate characteristic indicators should be used. Characteristics can be divided into objective (hard) characteristics and subjective (soft) characteristics characteristic. Most of the indicators of subjective characteristics cannot be clearly stated, because they are closely related to the needs, expectations, and perceptions of the demand organization. And they are often expressed in an implicit way. 5.5.2 Objective characteristics The objective characteristics are. ---Physical (e.g. mechanical and electrical characteristics); --- Time (e.g. punctuality, reliability, availability); --- Functional (e.g. availability of technical equipment); ---Financial (such as. cost, price). The measurement of objective characteristics can be carried out by measuring instruments under given measurement conditions (method, time, area, etc.), and can be measured and reflected The actual activities and purchase behavior of the demand organization (customer's profit and loss, market share relative to competitors, etc.). 5.5.3 Subjective characteristics Subjective characteristics are. --- Sensory (e.g. smell, touch, taste, sight, hearing); --- Behavioral (e.g. polite, honest, and honest); ---Human ergonomics (such as. physiological characteristics or characteristics related to personal safety). These characteristics are strongly influenced by perceptions, such as personal perceptions, perceptions of components of the demand organization (such as business departments), Perception of the organization as a whole. The measurement of subjective characteristics usually uses surveys to obtain results, such as satisfaction, experience and perception of the demand organization measuring. 5.5.4 Indicators An indicator is a measurable value that can help the demanding organization fulfill its strategic or business goals. Facility management provides reliable feedback and information through the characteristic measurement system. The goal is to provide for all levels, including strategic and tactical levels. At the operational level, it provides useful and effective management decision-making tools, and indicators can be defined as providing basic results about achieving the target level. Information measures. Due to the capacity limitations of the service provider, and the service provider’s different specifications and related indicators in the service level agreement Interpretation and understanding may cause gaps in the actual delivery process.6 Determine the service level agreement6.1 Overview 6.1.1 Service level Defining service levels is an iterative process. Usually it starts with the concept of strategic goals of the demand organization. In the iterative process, The interfaces for basic activities, responsibilities (internal and external), roles and goals should be defined within the requirements organization. The service level should bring about the image, transformation, human resources, work efficiency, effectiveness, operating cost, quality value, etc. of the demanding organization Value-added. The following elements should be considered in the process of defining service levels. ---The expectations and needs of the demand organization; ---Specific requirements of the demand organization; ---Detailed requirements of the demand organization; ---Best practices and benchmarks. The service level is related to the three levels of the demand organization (strategic level, tactical level, and operational level). Defined on one, two, or all of the three levels. 6.1.2 Service Level Agreement Service level agreement refers to a mutually recognized agreement between service providers and demand organizations or between service providers, including The two parties......Tips & Frequently Asked Questions:Question 1: How long will the true-PDF of GB/T 40046-2021_English be delivered?Answer: Upon your order, we will start to translate GB/T 40046-2021_English as soon as possible, and keep you informed of the progress. The lead time is typically 2 ~ 4 working days. 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