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GB/T 40046-2021: Facility management - Guidance on quality evaluation
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Facility management - Guidance on quality evaluation
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Basic data | Standard 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 contents
Foreword 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 Guide
1 Scope
This 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 references
The 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 Terminology
3 Terms and definitions
The 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 General
4.1 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 planning
5.1 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 agreement
6.1 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 have a common understanding of service content, priority and responsibilities, and an agreement on service quality levels.
Within the requirements organization, the requirements organization should define its requirements. These needs should meet their best needs, usually expressed in the expectations and
There is a gap between the "right" requirements. The formulation of the service level agreement is to transform the correct needs of the demand organization into specific needs.
Individual needs are a prerequisite for bidding offers and negotiating service level agreements.
6.2 Content
6.2.1 Overview
The content of the facility management service level agreement may include. basic information, service scope, service time and cost, service quality, performance, and
The interface between the demand organization and the service provider.
Note. For an example of the structure of a service level agreement, see Appendix D in GB/T 40059-2021.
6.2.2 Basic information
In the basic information of the agreement, it mainly describes the purpose, subject and validity period of the agreement, which is generally a descriptive text.
Example. The basic information of the agreement can be described as follows. "This agreement aims to determine the service level mutually agreed by both parties, and how to monitor and measure the service level.
The quantity, evaluation and management are clearly described and understood. This agreement has formally formed an effective agreement between Party A and Party B from the date of signing. All supplied by service
The service provided by the supplier should be monitored, measured and evaluated in accordance with the standards and measurement methods in this agreement and the documents mentioned in this agreement. "
6.2.3 Service Scope
In the service scope, it is necessary to clarify the relationship between the demand organization and the service provider as well as the respective obligations of both parties. In addition,
It is also necessary to explain the content of the service items that the two parties have reached an agreement and the content of the service items that should be excluded. Service item
Rongyi refined the requirements into characteristics and indicators.
Example. The service items covered by a facility management service level agreement include the provision of the following facility services for demanding organizations.
---Management of construction, machinery and equipment, instruments and equipment, and external landscape;
---Management of small construction projects;
---Management of catering and accommodation;
--- Hydropower and telecommunications management, etc.
6.2.4 Service time and cost
The relevant details of service time and cost can be specified in the service level agreement. This section classifies the priority of facility services, and the corresponding
The service delivery time, service fee and payment of the service are described.
Service priority is generally closely related to the delivery time of the service. Take service response time as an example. Generally speaking, the higher the service priority, the higher the service priority.
Service response time is shorter.
The parties to the agreement can choose whether to list the relevant terms of the service fee, which is used to describe the payment time and payment of the service fee
the way.
6.2.5 Service quality
There are many types of service items covered by facility management. In order to avoid disputes caused by unclear definition of service quality, the facility management service
The service quality index of each service should be specified in the service level agreement. The service quality index has an impact on the service content, service output result and service level.
Equality gave a detailed description and clarified the monitoring methods of various services. Service quality will be used to evaluate the performance of service providers in the future
Therefore, it is very important for both parties to reach a clear consensus and understanding on service quality.
Example. In the service level agreement, it is stated that the output result of the "emergency maintenance" service is maintenance in accordance with relevant requirements, and the service level is the response time x minutes.
The segment is "Work Order Record".
6.2.6 Performance
The service level agreement mainly regulates performance monitoring, measurement, and submission of performance reports. Performance monitoring
The status and level of the process and service activities are inspected, supervised or strictly observed. Performance measurement is a description of performance indicators and scoring standards.
Descriptions and lists; the submission of performance reports is to stipulate the period and content of performance reports provided by service providers to demand organizations.
6.2.7 Service dispute handling
Usually there are relevant clauses in the contract that apply for arbitration or litigation when a dispute occurs, but the implementation of these clauses also means that both parties have property rights.
Loss, even failure of cooperation. The dispute clause in the service level agreement is different.
The procedures and principles of handling these specific events.
Example. The dispute clause in the service level agreement can be expressed as. "The service provider shall notify a certain type of event to a person in charge of the demand organization" "Joint meeting
Open frequency" etc. Through such a standardized way, the two sides can have sufficient exchanges, and the cooperation can be carried out smoothly to the greatest extent.
6.3 Rewards and punishment clauses
6.3.1 Overview
In order to ensure the realization of the service level, the service level agreement may stipulate that the service provided by the service provider does not meet or exceed the agreement.
Rewards and punishments corresponding to the quality of service. Combining punishments and rewards can truly make the interests of service providers and the interests of demand organizations
be consistent.
6.3.2 Penalty mechanism
The service level agreement needs to stipulate that when the service provider does not reach the agreed service quality, part of the service fee or compensation should be deducted
loss. Punishment mechanisms should have different levels to restrict service providers to provide high-quality services. The punishment mechanism should be based on the specific agreement
The service content is quantified.
6.3.3 Award terms
Reward clauses stipulate that when the service quality exceeds the agreed level, certain economic rewards will be given to service providers. The award terms should be based on the
The specific service content discussed has been quantified.
7 Delivery
7.1 Planning of facility service delivery
Proper planning of delivery is critical to achieving the required quality. The delivery planning will focus on the strategic process, strategic
Technical process and operational process. The plan includes the following.
a) Facility process development, focusing on policies and strategies. The delivery planning should take into account the entry, verification and operation phases.
b) Process management in terms of leadership, personnel, partners and resources, for example.
● Organizational structure;
● Tasks, responsibilities and capabilities (e.g. job description);
● Resource selection (for example. internal/external human resources, financial resources, information).
c) Planning/designating work items/work plans, including.
● The tools, methods, and techniques used (minimum mandatory level);
● Training analysts and industry training requirements;
● Materials and consumables;
● Standards of equipment and technology;
● Safety requirements that must be observed.
d) Plan communication (how/where/when).
e) Implementation activities (projects).
f) Control implementation activities.
g) Process and workflow, including.
● Interface between basic activities and support activities;
● All parties involved;
● Process leader;
● Information flow;
● Circulation of resources;
● Circulation of documents;
● Circulation of funds;
● Coordination and interface with other processes.
h) Process update, which focuses on innovation and draws on project control indicators and actions derived from the following matters.
● People's achievements;
● The results of the demand organization;
● Social achievements.
7.2 Implementation of facility service delivery
The delivery of facility services under the responsibility of the service provider should be completed in accordance with the service level agreement, and the demand organization can control the delivery of facility products.
Payment, demand organizations and service providers should perform their respective obligations in accordance with the service level agreement.
In the life cycle of the service level agreement, it is necessary to train the relevant personnel if the various tools need to be used.
If the stipulated goal is not reached, both parties must react immediately.
If a service level agreement is to be changed, a predetermined change procedure should be followed to implement the agreement.
7.3 Termination of facility service delivery
In the entire facility service life cycle, the work results of service providers should belong to the demand organization.
If the service provider and the demand organization terminate the delivery of facility services, they should follow the pre-determined exit plan to perform the handover.
The termination of service delivery includes the following activities.
a) Measure the results of facility service delivery throughout the service life cycle, and evaluate the hardware condition of the facility. If the service is provided
The supplier does not meet the target specified in the service level agreement, and the demand organization needs to respond and discuss the rectification period with the service provider
Reach an agreement.
b) Processes and procedures, including.
● Participants and leaders of handover activities;
● Handover plan;
● Method description;
● Risk assessment.
c) Handover activities (list), including.
● Asset documents;
● Documents, records and reports;
● Materials and consumables;
● Equipment and tools;
● Project list;
● Digital data and information;
● Technical and operational review;
● Handover of personnel in key positions.
d) Handover process control, including.
● Current situation;
● Deviation from the plan;
● Risk control measures.
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