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GB/T 42936-2023: Facility management - Guidance on process management
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Facility management - Guidance on process management
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GB/T 42936-2023
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Basic data | Standard ID | GB/T 42936-2023 (GB/T42936-2023) | | Description (Translated English) | Facility management - Guidance on process management | | Sector / Industry | National Standard (Recommended) | | Classification of Chinese Standard | J04 | | Classification of International Standard | 03.080.01 | | Word Count Estimation | 42,478 | | Date of Issue | 2023-08-06 | | Date of Implementation | 2023-08-06 | | Issuing agency(ies) | State Administration for Market Regulation, China National Standardization Administration | GB/T 42936-2023: Facility management - Guidance on process management---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.
ICS 03.080.01
CCSJ04
National Standards of People's Republic of China
Facilities Management Process Management Guide
Published on 2023-08-06
2023-08-06 Implementation
State Administration for Market Regulation
Released by the National Standardization Administration Committee
Table of contents
Preface V
Introduction VI
1 Scope 1
2 Normative reference documents 1
3 Terms and Definitions 1
4 General 2
4.1 Systematic 2
4.2 Evaluability2
4.3 Continuous adaptability3
5 planning 3
5.1 Requirement background 3
5.2 Leadership role 3
5.3 Organization and personnel 3
5.4 Financial Budget 3
6 Defining the facilities management process3
6.1 Overview 3
6.2 FM Planning and Management 5
6.3 Investment/Transaction Management16
6.4 Construction project management 22
6.5 Operation and maintenance management 29
7 ratings 34
8 improvements 34
8.1 Non-conformity and corrective actions34
8.2 Continuous improvement 34
Reference 35
Table 1 Facility management process checklist 4
Table 2 Develop and improve FM strategy 5
Table 3 Management space required 6
Table 4 Determine performance management policy and model 6
Table 5 Maintaining relationships with stakeholders7
Table 6 Assess the impact of facilities on core business, external environment and society7
Table 7 FM-related business continuity analysis 8
Table 8 Facility management risk analysis 8
Table 9 Establish, launch and supervise FM management system 8
Table 10 Setting up a facilities management organization 9
Table 11 Develop business plan and budget9
Table 12 Implement strategies and feedback information10
Table 13 Change Management10
Table 14 Analysis and determination of space requirements 11
Table 15 Determine key performance indicators (KPIs) 11
Table 16 Managing FM Team 12
Table 17 Managing FM service team 12
Table 18 Reporting to strategic level12
Table 19 Optimizing resource utilization13
Table 20 Adapting and reporting on changes13
Table 21 Determine asset and FM service insurance strategy 14
Table 22 Risk analysis and management strategy 14
Table 23 Continuous improvement of FM system15
Table 24 Examining and selecting external suppliers15
Table 25 Optimization and adjustment service providers16
Table 26 Collect performance evaluation, feedback, needs and other data from end users16
Table 27 Asset (real estate) strategic planning 17
Table 28 Making investment decisions17
Table 29 Making asset exit decisions17
Table 30 Feasibility study on asset investment 18
Table 31 Planning asset investment plan 18
Table 32 Planning venue rental plan 19
Table 33 Feasibility Study on Asset Exit19
Table 34 Planned Asset Exit Project 19
Table 35 Submit asset investment feasibility study report 20
Table 36 Execution of asset investment plan 20
Table 37 Execute leasing plan 21
Table 38 Submit asset exit feasibility study report 21
Table 39 Execution and Closing of Asset Exit Project 21
Table 40 Establishing construction standards 22
Table 41 FM Space Planning 23
Table 42 Project positioning 23
Table 43 Project design management 24
Table 44 Project Management 24
Table 45 Project acceptance handover 25
Table 46 Execution spatial planning plan 25
Table 47 Project Bidding Management 25
Table 48 Project Design Review 26
Table 49 Project management during construction period 27
Table 50 Project Settlement Management 28
Table 51 Project takeover acceptance 29
Table 52 Establishing facility service standards 29
Table 53 Translating FM objectives into operational level requirements 29
Table 54 Determining Service Level 30
Table 55 Evaluating service performance31
Table 56 Accepting service request 31
Table 57 Delivery Services 31
Table 58 Process for monitoring and inspecting service delivery32
Table 59 Perform maintenance service plan 32
Table 60 Execution of Facility Renovation Plan 33
Table 61 Building and FM Services Audit and Assessment33
Table 62 Customer Satisfaction Evaluation 34
Foreword
This document complies with the provisions of GB/T 1.1-2020 "Standardization Work Guidelines Part 1.Structure and Drafting Rules of Standardization Documents"
Drafting.
Please note that some content in this document may be subject to patents. The publisher of this document assumes no responsibility for identifying patents.
This document is proposed by China Machinery Industry Federation.
This document is under the jurisdiction of the National Facilities Management Standardization Technical Committee (SAC/TC581).
This document was drafted by. China Machinery Productivity Promotion Center Co., Ltd., Shenzhen Facility Home Technology Co., Ltd., Beijing Bolvxin Telecom
Shi Management Co., Ltd., Volvo (China) Investment Co., Ltd., Microsoft (China) Co., Ltd., Tencent Technology (Shenzhen) Co., Ltd., Newmark
Real Estate Brokerage Shanghai Co., Ltd., Shanghai Fosun Health Technology (Group) Co., Ltd., Suzhou Soochow Property Management Co., Ltd., Huachenbao
Ma Automobile Co., Ltd., Jiangsu Provincial Institute of Quality and Standardization, Shenyang Futel Technology Service Co., Ltd., Beijing CLP Kyle Facilities Management
Co., Ltd., British Standard Certification Technical Training (Beijing) Co., Ltd., Shandong Guoshun Construction Group Co., Ltd., China Southern Power Grid Peak Regulation and Frequency Modulation Power Generation Co., Ltd.
Ltd.
The main drafters of this document. Zhang Limin, Wu Jiao, Fan Xuesong, Huang Gang, Chen Kaijun, Chen Yuansheng, Huang Chengyu, Xu Yanqi, Zhang Jing, Xu Lei, Zhu Chunhua,
Ma Hongyu, Wang Jing, Zhang Li, Li Xuerong, Feng Weizhong, Zhao Lianhe, Jiang Yuan, Lu Yang, Li Yulin.
Introduction
0.1 Purpose
A series of FM processes established, integrated and continuously improved by the facilities management (FM) organization according to needs are the basis for realizing the facility management function.
This element, clearly and accurately defining these processes is an important basis for facilities management to carry out activities efficiently and effectively promote core business. implement
The purpose of these processes is to create and manage a productive work environment that supports and facilitates the organization's core business objectives.
These processes have clear activities and descriptions, monitorable inputs and outputs, interrelated relationships between processes, and applicable processes.
methods to achieve continuous improvement.
0.2 Effect
ISO 41001.2018 "Facility Management Management System Requirements and Guidelines for Use" is based on the high-level structure of ISO management system standards
Established to guide the unified certification of the global facility management industry. In practice, organizations often face difficulties when introducing ISO 41001 management systems.
Disaster. On the one hand, the unified high-level structure of ISO brings the advantage of being easy to learn. At the same time, it also makes it easier for people to combine other aspects such as quality management systems.
The content is copied into the facility management system, so that it cannot play the important role that ISO 41001 should have; on the other hand, facility management includes
It covers many functions at the strategic, tactical and operational levels. For most organizations, these functions and management systems are effectively connected.
Coming is not easy. This document uses a process approach to sort out the functions of facility management and can be used as a supporting document for ISO 41001 to solve
The above problems can also provide guidance on the structure design and function allocation of facility management organizations.
0.3 Process approach
A process can consist of an activity or a set of activities that transform input into output through the use of certain resources. Within a system, through
Often the output of one process directly forms the input of the next process, and a series of interrelated processes constitute the organization's process workflow.
Facilities management organizations should implement effective monitoring and control of processes through a recognized Plan-Do-Check-Act (PDCA) approach.
Improved,PDCA can be briefly described as follows.
---Planning (P). Establishing necessary goals and processes in accordance with customer requirements and organizational policies to achieve the purpose of delivering results;
---Implementation (D). execution process;
---Inspection (C). Monitor, measure processes and products against policies, goals and product requirements and report results;
---Disposition (A). Take measures to continuously improve process performance.
Facilities Management Process Management Guide
1 Scope
This document establishes the general principles of process management in facilities management and provides guidance for planning, defining, evaluating and improving facilities management processes.
This document applies to facilities management activities in all types of organizations.
2 Normative reference documents
The contents of the following documents constitute essential provisions of this document through normative references in the text. Among them, the dated quotations
For undated referenced documents, only the version corresponding to that date applies to this document; for undated referenced documents, the latest version (including all amendments) applies to
this document.
GB/T 19000 Quality Management System Fundamentals and Terminology
GB/T 36688 Facility Management Terminology
3 Terms and definitions
The terms and definitions defined in GB/T 19000 and GB/T 36688 and the following apply to this document.
3.1
organization
A person or a group of people whose functions are composed of responsibilities, authorities and relationships to achieve a goal.
Note. The concept of organization includes but is not limited to agents, companies, groups, firms, enterprises, administrative agencies, partnerships, charities or research institutions, or
Part or combination of the above-mentioned organizations, whether incorporated or not, public or private.
[Source. GB/T 36688-2018,3.3.1]
3.2
activity activity
One or more tasks that contribute to the completion of a deliverable.
[Source. GB/T 36688-2018,3.5.2]
3.3
process process
A set of interrelated or interacting activities that convert inputs into outputs.
[Source. GB/T 36688-2018,3.5.1]
3.4
customercustomer
A person or organization that can or actually accepts products or services provided to it or provided at its request.
Examples. consumers, principals, end users, retailers, recipients of products or services of internal processes, beneficiaries and purchasers.
Note. Customers can be internal or external to the organization.
[Source. GB/T 19000-2016,3.2.4]
3.5
An organizational function that integrates people, places, and processes within the built environment with the purpose of improving people's quality of life and increasing core business productivity.
[Source. GB/T 36688-2018,3.1.1]
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