Master Thesis Facility Management Essay

Atkin and Brooks ( 2009 ) states that the most of import map of Facility Management is to supply, run, maintain and better back uping services in order to make an environment that supports the primary procedures or -objectives of a concerning organisations. They besides say that in pattern, installations direction can cover a broad scope of back uping services and merchandises.

Harmonizing to Cotts et Al ( 2009 ) the most recent definition of installation direction is: “a profession that encompasses multiple subjects to guarantee functionality of the physique environment by incorporating people, topographic point, procedure and technology” . This definition seems more to be inclined to overall concern scheme because of the integrating of people, topographic point, procedure and engineering to guarantee good installations direction. Looking at the interesting definition on concern scheme by Johnson et Al. ( 2009 ) we see that scheme contains the way and range of an organisation over the long term, for accomplishing advantage in a changing environment throughout constellation of resources and competencies with the purpose of carry throughing stakeholders ‘ outlooks. This definition on scheme shows us the same points of involvements as the definition by Cotts et Al, viz. the facets of the constellation of resources and competencies ( for case people, topographic point, procedure and engineering ) for recognizing effectual direction.

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Barrett and Baldry ( 2003 ) say that installations direction has traditionally been regarded as the hapless relation within the existent estate, architecture, technology and building sector. This is because it was seen in the old fashioned sense of for illustration catering, cleansing, fixs and care. Harmonizing to the aforesaid definitions I can province that nowadays installations direction covers more than merely supplying services. It ‘s besides about alterations, back uping procedures and perpetrating to the overall concern scheme of an organisation. Maybe it is of import to happen a certain balance in all aforesaid facets in the several definitions, for recognizing the most efficient manner in pull offing installations.

Aforesaid definitions display that the cardinal rule of installation direction is frequently likely to be complex and largely it affects multiple subjects to guarantee functionality of the build environment. Facility direction besides concerns the support of the primary procedures and it largely requires an incorporate attack. In pattern, installation direction bring resorts, accomplishments, engineering and thoughts together to accomplish concern aims and present concern benefits. Simply said ; installation direction can travel an organisation from where it is now, to where it needs to be in the hereafter to run into its concern scheme and -objectives ( Atkin and Brooks, 2009 ) . But how are these complex daily installations direction public presentations be measured in order to cognize if installations provide value for money and supply qualitative support to the primary procedure in the working environment?

Brian Atkin and Adrian Brooks ( 2009 ) provinces, that quality of installations direction manifests itself in many ways. If users or clients were asked to specify what quality meant to them in the context of a installation, there would be as many different definitions as there were users. In order to get the better of this possible job, installations directors need to concentrate closely on users and clients to arouse their position on what quality means to them. In many state of affairss, it is possible to replace the word public presentation for quality. Facilities public presentations are ways of concentrating on what users and clients truly expect and average by quality. In the context of services and installations, quality is something that can be defined and determined as public presentations.

Performance measuring emphasizes the quantifying of an action, whereas measuring is the quantification and action leads to public presentations. Performance measuring emphasizes the procedure of quantifying the effectual control and monitoring of installation procedures and services ( Maas and Pleunis, 2006 ) . Simply put, public presentation measuring includes activities to guarantee that installation aims and ends are systematically being achieved in an effectual and efficient mode. Performance measuring is developed as a agency of monitoring and keeping organizational control, which is the procedure of guaranting that an administration pursues schemes that lead to the accomplishment of overall ends and aims ( Amaratunga et al. , 2000 ) .

The procedure of public presentation direction is the undermentioned: from the scheme, policy, and aims set out by the installations organisation, ends can be formulated. These ends must be made enforceable and mensurable. By naming critical success factors ( CSF ) , it is possible to specify which standards must be met to accomplish these installations ends. For monitoring and pull offing these ends, cardinal public presentation indexs ( KPI ) should be defined. Cardinal public presentation indexs are specified mensurable consequences and serve as the footing for monitoring procedures and direction studies ( Maas and Pleunis, 2006 ) .

Interesting doctrines that have been discussed in the academic universe every bit good as in the concern universe are about public presentation measuring systems as a tool for presenting strategic aims, such as The EFQM Excellence Model ( European Foundation of Quality Management, 1992 ) or the Balanced Scorecard ( Kaplan and Norton, 1992 ) . These theoretical accounts are discovered and accepted in the last decennary by many organisations as the incorporate direction theoretical accounts for effectual operating and directing organisations ( Ahuis and Diepman, 2006 ) . In this research undertaking, the focal point lies on the Balanced Scorecard as a direction model for measuring of operational public presentations.

In a paper about public presentation rating in installations direction, written by Dilanthi Amaratunga, David Baldry, and Marjan Sarshar ( 2000 ) , a figure of points are defined based on their research which need farther elucidation and probe in farther research. One of these points is about reexamining of common ends, critical success factors and public presentation measuring relevant to installations direction, in the context of the application of the balanced scorecard. They say that research is necessary for designation if the Balanced Scorecards is appropriate to other degrees within the installations direction unit and consideration of the deductions of utilizing different Balanced Scorecards at different degrees in a installations direction administration. They have stated the hope that the result of farther research will enable faculty members and rehearsing directors to measure whether the Balanced Scorecard is likely to be successful in installations direction.

Therefore, in this undertaking, I will look into public presentation rating in installations direction, whilst the chief treatment is about the application of the balanced score-card ( BSC ) construct as a widely used direction model for measuring of operational public presentation within installations sections. Furthermore, this thesis identifies this model as a strategic direction system for installations direction. The chief intent of the research is to try to use a Balanced Scorecard into the day-to-day installations direction patterns of a instance survey and to larn about public presentation appraisal and its results, for case which public presentation indexs or ratio ‘s are most effectual to happen for installations public presentation measuring. [ 1 ]

In conformity with aforesaid, it is expected that development of an appropriate balance of public presentation steps to back up the critical success factors of a installation direction organisations is complex and it affects multiple subjects. Because of this, the research inquiry of this undertaking therefore is the followers:

To what extent will the Balanced Scorecard be auseful instrument to mensurate public presentation measuring for installation direction and which success factors and cardinal public presentation indexs are most effectual to happen for efficient installations public presentation measuring?

I am looking for the most effectual and efficient results of public presentation rating in installations direction.

When I mention outcomes, I do non specifically intend merely the application of the Balanced Scorecard in pattern. With results, I mean a critical reappraisal of the best to happen ends, critical success factors and public presentation measuring relevant for professional public presentation measuring within the profession of installations direction. The Balanced Scorecard will be used as a helpful model for measuring which results are best to happen.

I will seek to reply my research inquiry by looking at a specified instance, where I will carry on a instance survey research in coaction with the installation direction section of Centraal Boekhuis. This instance survey will concentrate on proving how Centraal Boekhuis works with public presentation measuring related to its installations direction scheme, and how it best can work with the balanced scorecard. The account for this instance survey can perchance be found in qualitative informations, for illustration the survey of concern certification and studies that are in stock within the company about installations scheme, its concern scheme and public presentation measuring. The explorative portion of the research describes the testing of the Balanced Scorecard within Centraal Boekhuis, to see if the balanced scorecard is applicable for installations direction public presentation appraisal and which ends, critical success factors and public presentation measuring relevant for professional public presentation measuring are best to be find.

In the theory subdivision, I will extensively explicate the theory on public presentation measuring, public presentation measuring in installation direction, public presentation appraisal, the balanced scorecard, and the theory on installations scheme, critical success factors, and cardinal public presentation indexs. Interesting literature on ends, critical success factors and public presentation measuring relevant for professional public presentation measuring are critically reviewed and compared with my ain survey findings on these issues. However, I will foremost give some necessary background information and explicate why I have chosen to analyze the current instance state of affairs of Centraal Boekhuis for my research undertaking.

Background

This undertaking aims to lend to the profession of installation direction in general, and the theory that will be used might be applicable to several ( installation direction ) organisations. However, the undertaking is a instance survey on Centraal Boekhuis. In order to do certain that readers who are non familiar with Centraal Boekhuis can follow the statements, a short overview of Centraal Boekhuis will be provided. I will besides offer some background information on the installation direction section of Centraal Boekhuis. At the terminal of this subdivision I will depict why I have chosen to analyze the current instance state of affairs of Centraal Boekhuis for my research undertaking.

CENTRAAL BOEKHUIS

Centraal Boekhuis is a ( taking ) logistics service supplier in stocking, storage, distribution and transit of books. More than 500 publishing houses and over 1500 booksellers use the service installations for distribution, transit, information and disposal. For publishing houses is Centraal Boekhuis the entry into the Dutch and Flemish ( book ) markets. For booksellers in the Netherlands and Flanders, Centraal Boekhuis is theprovider of the mixture of Dutch-language books, general every bit good as educational or scientific books, and a selected scope of foreign-language books.

Besides taking attention of stocking, storage, distribution and transit of books, Centraal Boekhuis besides offers administrative or fiscal services. For publishing houses the company organizes complete stock and gross revenues entering, invoicing and debt aggregation. Booksellers as good benefit from a wide scope of information engineering services. The bulk of Centraal Boekhuis ‘ services are integrated in a individual machine-controlled system ( CB Online ) , so clients have entree to the operational and direction information they need, focused on their company ‘s concern procedures.

Upon petition, Centraal Boekhuis will besides set up the storage, distribution and conveyance of office supplies, stationary and greeting cards. All logistic activities and procedures are linked with the conveyance Centre ‘s bringing web. The Centre ‘s scope of services includes treating particular offers and returned goods, ( impermanent ) storage, order picking and transporting out particular get offing runs with value-added logistics.

The Transport Centre of Centraal Boekhuis organizes conveyance from and to states outside the Benelux. In England is a consolidation point bounded, where cargos from 1600 English publishing houses intended for Dutch bookstores are collected and forwarded to the Netherlands. This enables Centraal Boekhuis to offer clients attractive services. Cargos from Germany and America are transported along similar lines.

History

For over 135 old ages Centraal Boekhuis have been the logistic spouse in the Dutch book trade. In 1871 the Vereeniging ter Bevordering new wave de Belangen diethylstilbestrols Boekhandels ( VBBB ) in Amsterdam lay the foundations for Het bestelhuis new wave de Nederlandsche Boekhandel, soon called Centraal Boekhuis. Publishers send their boxes with books to that warehouse of books, where the boxes were distributed across the Netherlands.

Many old ages subsequently, in 1926, the VBBB decided to establish Centraal Boekhuis in Amsterdam. Well-established publishing houses were obliged to hive away their books in the cardinal terminal of Centraal Boekhuis in Amsterdam. From now on the book shops and publishing houses could order their books with Centraal Boekhuis from one cardinal point in the Netherlands. In 1973, because deficiency of infinite, Centraal Boekhuis grounded their company in Culemborg, where the company nowadays is still grounded. In that same twelvemonth is Het Bestelhuis and Centraal Boekhuis merged into one company: Centraal Boekhuis B.V.

Organization

The day-to-day direction of Centraal Boekhuis is directed by the Senior Management Team ( SMT ) . The lead way of the 5 Senior Directors is directed by a Chief Executive Officer, viz. Hans Willem Cortenraad. They have hebdomadal meetings to discourse the company ‘ policy and how this policy is best directed to the line directors. The Senior Directors are straight responsible for the assorted divisions within the company. The line directors will direct the division policy to their employees. In a conventional manner it will therefore be structured:

Chief Executive Officer:

H.W. CortenraadChief Executive Officer
Senior Management Team:

Jaco Gulmans Human Resources Management
Ronald Janssen Information Communication Technology
Harry new wave der Linden Finance & A ; Controling
Marinus Ploos van Amstel Account Management & A ; Selling
Cees Pronk Logisticss
Egbert Guis Project Management
Centraal Boekhuis in figures ( 2009 )

Full clip employees: 579
Publishers: 500
Booksellers: 1500
Available Dutch rubrics: 80,000
Number of transcripts delivered per twelvemonth: 60,000,000
Number of bringing references per twenty-four hours: 2500
Number of bundles transported per twelvemonth: 4,500,000
Number of palettes transported per twelvemonth: 300,000

FACILITY MANAGEMENT DEPARTMENT

The day-to-day installation direction of Centraal Boekhuis is overall directed by the Senior Manager Human Resources ( HR ) . The Senior Manager HR informs the Board of Directors, and the Senior Management Team sing the way and schemes of the Human Resources- and installations section. The director of the installation services section will direct the division policy of the installations services. The installation services director is therefore responsible for strategic, tactical and operational control of the installations section ( Centraal Boekhuis, policy program Facility Management, 2010 ) .

The cardinal features of the manner installations services are offered by the installation direction section of Centraal Boekhuis, is to back up the clients ‘ demands in stocking, storage, distribution and transit of books. Centraal Boekhuis have many installations services, runing from edifice direction, response, mail room, security, adjustment direction, providing but besides installation services like care direction and proficient services. Most of the back uping installation services of Centraal Boekhuis are outsourced for making a higher service degree.

Besides the daily operations of the installations of Centraal Boekhuis, the installation direction section of Centraal Boekhuis besides provides services like Custodial Services, Mail Services, and Utilities and Energy preservation. The installations service section offers a installation desk, a cardinal service point, which provides a announcement service for the internal clients. The installation desk is a service for clients where they can describe inquiries, jobs or suggestions refering installations services. The installation desk later will seek to work out the concerning studies.

The mission statement of the installation direction section of Centraal Boekhuis displays that the installation section makes a distinction between strategic, tactical, and operational direction, with besides go oning interaction with the nucleus concern and the environment of the organisation.

Maas and Pleunis ( 2006 ) recognizes that strategic installations direction should be based on strategic, tactical and operational direction degrees, every bit good as at that place has to be a certain focal point on internal and external procedures, facets and developments. The installations direction section of Centraal Boekhuis has recently changes its manner of directing and pull offing the installations services. The section has been split into three direction degrees ( strategic, tactical and operational ) and will do use of direction tools in order to direct and pull off the installations section expeditiously.

The board of managers of Centraal Boekhuis ( 2009 ) has formulated a covering policy on public presentation measuring for the scheme period 2009-2011, whereas this policy among other things is focused on active control of procedures with aid of high quality direction information. This policy is later besides stated for the installations direction section of Centraal Boekhuis for the plan-period 2010 ( Facility policy, 2010 – 2012, Centraal Boekhuis ) . The job is that installation direction for Centraal Boekhuis is complex and affects multiple subjects. Therefore it is hard to depict public presentation rating in installations direction, and it is difficult to specify which ends, critical success factors and public presentation measuring are relevant to mensurate installations performances optimally.

LITERATURE STUDY

In this subdivision, I will foremost show a hypothesis about public presentation measuring for installation direction. Then, I will explain the theory on which the hypothesis is based. I will make so by first offering some information on public presentation measuring and its history, and so present of import theories on public presentation measuring in installation direction, including theory on the balanced scorecard and installation direction scheme. In order to do the hypothesis plausible, the theories which I will discourse are chiefly focussed on public presentation measuring in relation with installation direction.

Hypothesis
I will prove the undermentioned hypothesis:

“The balanced scorecard can be usedfor public presentation measuring for installation managementwhilst the procedure of utilizing the balanced scorecard will in effect map as a helpful model in happening the most effectual success factors and cardinal public presentation indexs for efficient installations public presentation measurement.”

This hypothesis claims the hunt for the most effectual and efficient results of public presentation rating in installations direction. When I mention outcomes, I do non specifically intend the application of the Balanced Scorecard in pattern. With results, I mean a critical reappraisal of the best to happen ends, critical success factors and public presentation indexs relevant for public presentation measuring within the profession of installations direction. The Balanced Scorecard will be used as a helpful model for measuring which results are best to happen in installations direction.

PERFORMANCE MEASUREMENT

When analyzing the literature about public presentation measuring it is noteworthy that this subject is loosely discussed. Performance measuring is a subject which is frequently discussed in the concern universe every bit good as in the academic universe. It is for that ground that there are many definitions to be find in the literature about public presentation measuring. Several of them will be treated in this research. Harmonizing to Leeny et Al ( 1995 ) , public presentation measuring is literally the procedure of quantifying action, where measuring is the procedure of quantification and action leads to public presentation. Sink discussed public presentation measuring in 1991 as a “mystery… composite, frustrating, hard, ambitious, of import, abused and misused” map. Performance of a concern or organisation is a map of the efficiency and effectivity of the actions which it undertakes, therefore public presentation measuring can be defined as the procedure of quantifying efficiency and effectivity of actions. Though, these definitions shows that public presentation measuring remains a really wide subject.

For illustration, as displayed by Neely in 2002, there have been looking new studies and articles about public presentation measuring at a rate of one every five hours per working twenty-four hours since 1994. It would be no surprise that recent old ages research workers have developed new attacks of mensurating public presentation, such as activity-based costing ( Kaplan and Cooper, 1997 ) and stockholder value ( Rappaport, 1986 ) . Other research workers have developed public presentation measuring theories, such as the public presentation pyramid by Lynch and Cross ( 1990 ) or the macro procedure theoretical account as discussed by Brown ( 1996 ) . One of the most recent developed and widely discussed model for public presentation measuring is the public presentation prism, developed by Neely et Al. ( 1996, 2002 ) .

Though, harmonizing to Neely et Al. ( 1995 ) , public presentation measuring is seldom defined. When analyzing their remarks sing public presentation measuring definitions, they propose the undermentioned definitions in which they clarify public presentation measuring: public presentation measuring, a public presentation step and a public presentation measuring system. These definitions can be explained as the followers:

“Performance measuring can be defined as the procedure of quantifying the efficiency and effectivity of action.” [ 2 ] “A public presentation step can be defined as a metric used to quantify the efficiency and/or effectivity of action.”
“A public presentation measuring system can be defined as the set of prosodies used to quantify both the efficiency and effectivity of actions.”
There is besides an interesting vision on public presentation step by Hronec ( 1993 ) where he defines public presentation steps as the critical quantifications on how good the activities within a procedure or the end products of a procedure achieve a specific end. Subsequently, the demand for integrating of the different steps is supported by Hronec excessively ( 1993 ) , whereas a public presentation system is defined as a “tool for equilibrating multiple steps ( cost, quality and clip ) across multiple degrees ( organisation, procedures and people ) ” .

As mentioned earlier, a public presentation measuring systemcan be defined as the set of prosodies used to quantify both the efficiency and effectivity of actions. [ 3 ] The most notably public presentation measuring models are the balanced scorecard ( BSC ) by Kaplan and Norton, ( 1992 and 1996a ) and the concern excellence theoretical account, developed by the European Foundation of Quality Management in 1992. Harmonizing to research of Bernard Marr and Gianni Schiuma ( 2002 ) , the laterality of the Balanced Scorecard construct is huge. The Balanced Scorecard seems to be the most influential construct in the field of public presentation measuring. It is besides for that ground that my research focuses on seting the balanced scorecard to the trial as a public presentation measuring system for installations direction.

However, at the terminal of each of the direction processes of these models, the users of the models have merely decided what to mensurate, but nil has been implemented yet. Achieving execution and embedding of public presentation measuring can be done with aid of a public presentation measuring system. Performance measurement systems are developed as a agency of monitoring and keeping organisational control ( Nani et al, 1990 ) , which fundamentally is the procedure of guaranting that an organisation pursues schemes that lead to the accomplishment of overall ends and aims ( Kaplan and Norton, 1996 ) .

Kaplan ( 1991 ) stated that an effectual public presentation measuring system should supply seasonably and accurate feedback on the efficiency and effectivity of operations. When using a public presentation measuring system such as the balanced scorecard in pattern, it is therefore of import to look at what to step and to use a certain focal point on uninterrupted betterment. In many instances the uninterrupted betterment is chiefly shaped by the direction theoretical account of uninterrupted betterment Plan, Do, Check, Act ( PDCA ) , or besides called the Deming Circle. The Deming Circle ( 1950 ) is named after Edwards Deming, but originally it was developed by Walter Shewhart ( 1939 ) . The theoretical account gives a representation of the iterative procedure of continually working on betterments, and is formed by the aspects Plan-Do-Check-Act. This rule states that to accomplish ends, a uninterrupted development procedure must be notified of: doing programs of actions, the executing of planned actions, look intoing the consequences of the existent planned actions, and, if necessary, timely accommodations of the programs.

Performances
FACILITY MANAGEMENT STRATEGY

Performance measuring is finally about recognizing and implementing scheme ( Neely, 1994 ) . Therefore, a more explorative analysis about ( installation direction ) scheme is necessary to put scheme realisation in the context of public presentation measuring.

The traditional literature about concern scheme is frequently about the general definitions of concern scheme, where organisations focus on where they want to be on the long term ( mission and vision ) and how this is achieved ( ends and aims ) ( Alblas & A ; Wijsman, 2001 ) in order to derive competitory advantages. The current literature about scheme describes more that scheme is about the importance of accomplishing advantage in a changing environment throughout constellation of resources and competencies with the purpose of carry throughing stakeholders ‘ outlooks ( Johnson et al. , 2009 ) . Aforementioned shows that the current literature on concern schemes discusses the importance of the characteristic facets alteration and constellation ( Kloosterboer, 2005 ) . The comparative context between concern scheme and alterations is an of import facet that must be taken into history before I continue my research.

Harmonizing to Bryan Atkin and Adrian Brooks ( 2009 ) , Change Management is the cardinal towards invention of organisations. In order to do advancement and achieve greater efficiency and better value for money and to be more effectual or competitory, organisations have to make things otherwise and have to do alterations. Atkin and Brooks ( 2003 ) qualify installation direction as an indispensable facet for managing and cut downing the built-in hazards associated with alteration and invention. Therefore altering organisations need installation direction for doing those strategic alterations.

In conformity with research executed by Johnson et Al. ( 2009 ) , explicating scheme can be thought of as holding three chief elements: understanding the strategic place of an organisation, doing strategic picks for the hereafter, and pull offing scheme into action. These three elements in developing scheme are widely used in the concern universe and many organisations merely follow these stairss in order to be successful in doing scheme.

Understanding the strategic place is concerned with placing the impact on: scheme of the external environment ( merchandise and markets ) , an organisation ‘s strategic capableness such as resources and competencies ( strengths and failings ) , and the outlooks and influence of stakeholders ( corporate administration ) . The strategic picks element involves the options for scheme in footings of the waies in which scheme might travel and the methods by which scheme might be pursued, for illustration, strategic picks about come ining new markets or strategic picks about developing new merchandises. Scheme in action is concerned with the methods by which organisations pursue their schemes and that chosen schemes are really put into pattern. Critical success factors ( CSF ) and cardinal public presentation indexs ( KPI ) are required to command the manner in which scheme is implemented and to guarantee that schemes are implemented harmonizing to program.

Besides Critical Success Factors ( CSF ) for the installations section must be identified. These critical success factors are looks of achievement that represent either advancement towards – or success in making – ends ( Ahuis and Diepman, 2006 ) . A critical success factors helps a director to implement scheme by warranting the declared ends. Subsequently, with aid of Cardinal Performance Indicators ( KPI ) , ends are obtained and realized. Cardinal Performance Indicators help an organisation define and step advancement toward organisational ends and are quantifiable measurings that reflect the critical success factors of an organisation ( Geelen, 2004 ) , such as ratio ‘s and monthly figures of costs.

I will now discourse the profession of installation direction in the context of corporate scheme. The kernel of installation direction is to back up the executing of an organisation ‘s scheme to present support to the primary procedure ( Maas and Pleunis, 2006 ) . The research of recent literature shows us that installation direction is today recognized as one of the most of import concern procedures within organisations ( Barrett and Baldry, 2003 ) . It is for that affair that organizational alterations and the application of installation direction for gaining those alterations must be linked to the overall concern scheme of an organisation, in order to carry through concern scheme, ends, and aims. Simply said ; installation direction can travel an organisation from where it is now, to where it needs to be in the hereafter to run into its concern scheme.

To run into the organisations outlooks, installations direction sections need to make a better occupation of developing installation schemes ( Atkin and Brooks, 2009 ) . The scheme of the installation direction section therefore must be aligned with the corporate concern scheme, with besides go oning interaction with the nucleus concern and the environment of the company ( Maas and Pleunis, 2006 ) . A installation scheme must be aligned with-and antiphonal to-business programs and aims while showing the important value associated with the installation assets of the organisation. Without an apprehension of the scheme of an organisation and where it is heading, it is really hard to cognize whether or non installations are managed decently and how the installations section can outdo support the company ‘s ends and aims. Such a scheme alliance will inform the installation director what changes to installations are needed to back up the organisation more efficaciously.

The strategic degree of installation direction concerns the long term way of the installation direction section. Besides the scheme of installation direction sections consists of a mission, vision, ends, and aims. The vision of the installation direction section is the coveted future province of the section. The ends of the installation direction section are a general and concrete purpose in line with the mission and vision of the section. Whether or non the strategic actions and therefore the vision and mission of a policy program will really be realized, depends on the extent to which direction squads manages this policy program into day-to-day pattern. Critical success factors and cardinal public presentation indexs helps the installation direction section to specify and mensurate advancement towards the direction procedure.

These critical success factors are looks of achievement that represent either advancement towards – or success in making – ends. Such a critical success factors helps the installation section to implement installation scheme by warranting the stated ends ( Ahuis and Diepman, 2006 ) . Subsequently, with aid of Cardinal Performance Indicators ( KPI ) ends are obtained and realized, and it helps the installation section to specify and mensurate advancement toward departmental ends. Besides in this context are the cardinal public presentation indexs quantifiable measurings that reflect the critical success factors ( Maas and Pleunis, 2006 ) . Strategy development and planning are ongoing procedures. Armed with the information of abovementioned, the installation director can ticket tune the results, refine the stairss, verify the information, and repetition ( Maas and Pleunis, 2006 ) . This procedure gives a representation of – and is in line with – the iterative procedure of continually working on betterments of the Deming Circle, as besides described in the first paragraph of this chapter.

As mentioned earlier, Critical Success Factors ( CSF ‘s ) are the critical factors or activities required for guaranting the success of a scheme of an organisation. Besides on departmental degree are critical success factors needed to province whether or non the ( installation ) director manages its policy program successfully into day-to-day pattern. The undermentioned critical success factors helps to implement installation scheme and find whether or non the scheme of the installations section can be achieved. Harmonizing to Herman B. Kok ( 1999 ) , there are eight success factors [ 4 ] to be mentioned for installation direction scheme, viz. :

Cost control direction ;
Integrated services ;
Integrated choice direction ;
Professionalism ;
Customer Focus ;
Customized work ;
Flexibility ;
Market conformance.
PERFORMANCE MEASUREMENT IN FACILITY MANAGEMENT
THE BALANCED SCORECARD
During the instance study research of this thesis I will set the Balanced Scorecard to the trial, whereas I will seek to happen the best to happen critical success factors and public presentation indexs relevant for public presentation measuring within the profession of installations direction. Therefore, the Balanced Scorecard will be used as a helpful model for measuring which results are best to happen in installations direction. It is for that affair of import to supply a literature survey about the Balanced Scorecard, in order to supply information about this model and in order to asses how to use this model in a instance survey state of affairs.

During the late eightiess and early 1990s, directors began to reject fiscal steps and were seeking for new ways of mensurating organisational public presentations. As besides stated by Medori ( 1998 ) , merely utilizing fiscal public presentation steps for maneuvering organisations will take to insufficiencies. Many administrations recognise that merely utilizing cost systems is unequal for maintaining up with today ‘s powerful competition ( Kaplan and Norton, 1992 ) . Traditional public presentation measuring systems are non supplying directors with the information they need to mensurate and pull off other of import competences that drive competitory advantage. Traditional fiscal systems are turn outing to be of progressively limited usage to directors who want to pull off and better critical concern procedures. That is why many organisations highlight the importance for maintaining path on public presentations in other cardinal countries of their concern, other than merely fiscal competences.

The attack of the balanced scorecard is hence basically different so that of the traditional public presentation measuring systems. While fiscal steps are included, the scorecard marks besides other taking indexs. Morris ( 1999 ) explains why that is of import: “in concern, it ‘s of import to hold a balanced attack. You should n’t merely mensurate fiscal marks or public presentation marks to happen out how good you are making. You have to look across the board” .

The Balanced Scorecard is developed by Robert Kaplan and David Norton in the twelvemonth 1992 whereas they presented their first article, “ The Balanced Scorecard – Measures that Drive Performance. ” Since 1992, Kaplan and Norton have produced several other articles and books, all lucubrating on the initial article about the Balanced Scorecard. The Balanced Scorecard attack insists that direction track four different types of steps: Financial steps, Customer steps, Internal Business ( Process ) steps, and Innovation and Learning steps. By utilizing the Balance Scorecard attack, organisations identifies corporate aims within each of the four classs. Subsequently, the direction so aligns hierarchy by delegating each director his or her ain scorecard with more specific aims in each of the four classs. When decently used, the system focuses every director on a balanced set of public presentation steps.

Harmonizing to Ahaus and Diepman ( 2006 ) , the Balanced Scorecard is a system or model which integrates steps of client satisfaction, procedure public presentation, merchandise or service invention and finance. Or besides stated by Kaplan and Norton ( 1992 ) , the balanced scorecard is needed for “a balanced presentation of both fiscal and operational measures” . The balanced scorecard translates an administration ‘s mission and scheme into a comprehensive set of public presentation steps that provides the model for strategic public presentation measuring and direction. The balanced scorecard steps are built around the following four positions:

Customer – what do bing and new clients value from us?
Internal processes – what processes must we stand out at to accomplish our fiscal and client position?
Learning and growing – can we go on to better and make future value?
Financial – how do we make value for our stockholders?
The Balanced Scorecard attack can be introduced by saying a vision on the four positions. The vision will be made by inquiring the inquiries listed supra. Subsequently, the vision will be further developed by saying mensurable success factors, public presentation indexs, and marks. [ 5 ]

The balanced scorecard seeks linkages between the fiscal results ( lag indexs ) and the non-financial results ( lead indexs ) . The Balanced Scorecard Besides seeks linkage between departmental ends, personal ends, and ends of the overall scheme ( Ahaus and Diepman, 2006 ) . The four positions of the scorecard license a balance between short-tem and long-run aims. It besides tries to allow balance between desired results and the public presentation drivers of those results, and balance between the nonsubjective steps and softer, more subjective steps. The multiplicity of steps on a balanced scorecard seems slightly confounding to some directors, but decently constructed scorecards incorporate a integrity of intent because all the steps are directed towards accomplishing an integrated scheme ( Kaplan and Norton, 1992 ) . The Balanced Scorecard is structured as displayed in the figure below ( see figure 3 ) .

In any concern clients are really of import. The clients determine the gross revenues of any organisation. It is for that affair that the client position looks at the administration through the eyes of its clients. The cardinal inquiry in the client position is what make bing and new clients value from us? The Balanced Scorecard demands that directors translate their general mission on client service into specific steps that reflect the factors that truly matter to clients ( Kaplan and Norton, 1992 ) . The clients ‘ position concerns four classs: clip, quality, public presentation and service, and cost. In order to acquire feedback in how well organisations are making, client satisfaction measuring, for illustration, is one of the generic result steps.

The internal procedures position is about what processes must stand out to accomplish fiscal and client focal point.

Therefore, the internal procedures perspective studies on the efficiency of internal procedures and processs. Customer-based steps are of import, but they must be translated into steps of what the administration must make internally to run into its clients ‘ outlooks ( Kaplan and Norton, 1992 ) . When an organisation controls its procedures sufficiently, the organisation is able to react to market demands and is able to accomplish the coveted fiscal result. A proper balance between people, resources, and methods, will in the average term lead to consequences. The steps should be focused on the internal procedures that will hold the greatest impact on client satisfaction and accomplishing the administration ‘s fiscal aims.

The antecedently described positions are developed for the short and average term. The acquisition and growing perspective focal points on the continuity of an organisation in the long term. The acquisition and growing perspective trades with research and development issues such as rational assets, market invention and accomplishments development. The inquiry which organisations should inquire themselves is: can we go on to better and make future value? The invention and larning position is required in order to recognize that the client position and the internal procedure position are invariably altering. Competition requires that companies make continual betterments to their existing procedures and are able to present wholly new procedures with expanded capablenesss ( Kaplan and Norton, 1992 ) . The administration therefore must continually seek to larn, to introduce, and to better every facet of the administration and its concern, merely to keep their current and future competitory state of affairs ( Amaratunga et al. , 2000 ) .

The fiscal public presentation steps define the long-term aims of the concern unit ( Kaplan and Norton, 1992 ) . Fiscal public presentation steps indicate whether the administration ‘s scheme, execution, and executing are lending to bottom-line betterment. The chief inquiry of the fiscal position is how do we make value for our stockholders? The fiscal position revolves around inquiries like: are we able to last as a company? Can we go on to turn as a company? Can we offer our stockholders value for money? What should we make to do our stockholders happy? Ultimately, the stockholders of an organisation are most interested into the net income public presentation of the company. Because of the fiscal involvements of a commercial organisation it is of import to interpret public presentations of an organisation in the common integrity of money. But harmonizing to Kaplan and Norton, fiscal measurings entirely are deficient. It is hence that the restrictions of fiscal control systems are more than compensated by the other positions of the Balanced Scorecard. But the fiscal position, nevertheless, is the chief instrument of any company with a net income mark.

In 1997, the scientist Kurtzman stated that 64 % of the companies he studied have implemented a sort of public presentation measuring that is in conformity with the balanced scorecard. Recent studies show that companies use the balanced scorecard as a means to a assortment of ends. The Balanced Scorecard is chiefly used for:

the executing of concern scheme ;
the elucidation of scheme ;
the designation of strategic chances ;
the alliance of the budget with the scheme ;
better fiting the scheme with the company ;
the company to on a regular basis audited and where necessary, to accommodate schemes.
As mentioned earlier, public presentation measuring efforts to turn to how administrations should pull off scheme into action. Strategy could significantly act upon administration ‘s success by merely doing clear how scheme can be implemented into day-to-day patterns of an administration ‘s ( Kaplan and Norton, 1993 ) . The Balanced Scorecard is concentrating on how to interpret the administration ‘s scheme into mensurable ends ( Ahaus and Diepman, 2006 ) . By first analysing the scheme of an organisation, so later set up public presentation steps to supervise public presentation, and so later set up marks for betterment, it is possible to associate measuring to scheme. The undermentioned figure illustrates this procedure ( see figure 4 on the following page about associating measuring to scheme, Kaplan and Norton, 1993 ) .

The sample template shown in figure 4 is offered by Kaplan and Norton in 1992, but they highlight that the precise format of the Balanced Scorecard will likely differ for each organisation and state of affairs. The biggest undertaking for administrations who are trying to present a Balanced Scorecard is to invent a set of steps explicitly linked to its ain scheme. Therefore, for implementing the Balanced Scorecard it is indispensable that the refering scheme is accepted within the administration and by its direction. Therefore, the Balanced Scorecard acts as a model for implementing scheme.

What is my vision of the hereafter?

To my

stockholders

Fiscal
position
To my

clients

Customer
position
To my

internal procedures

Internal
position
To my ability

to larn and growing

Invention
and larning
If my vision

succeeds, how will I differ?

What are the critical
measurings?
Kaplan and Norton have late published Strategy Maps: Converting Intangible Assetss into Tangible Outcomes, the 3rd book in their series ( Kaplan and Norton, 2004 ) . Kaplan and Norton define scheme maps as the logical architecture of cause and consequence relationships between factors for success, converted into the scheme of an organisation. As besides described earlier, in a series of articles and books, Kaplan and Norton have been looking for a methodological analysis that seeks to aline a ( balanced ) set of steps to an organisation ‘s scheme, where this methodological analysis is called the Balanced Scorecard. Thus, the order in which the four positions of the Balanced Scorecard are presented is used as a fixed sequence. Consequences obtained in the lower positions are considered drivers for higher scheme positions. This creates a concatenation of cause-effect relationships that can be conventional visualized utilizing a alleged scheme map. [ 7 ]

BALANCED SCORECARD IN FACILITIES MANAGEMENT

It is n’t wholly clear which sections of an organisation can precisely utilize and deploy the balanced scorecard in pattern. It is for that affair interesting to analyze if the Balanced Scorecard will be utile for operational public presentation measuring in installations direction. Yet there are indicants that the Balanced Scorecard is appropriate to deploy and utilize for installation direction public presentation measuring. The cardinal rules underlying of the balanced scorecard is to guarantee that departmental strategic ends and aims are aligned with the long-run scheme of an organisation for successful implementing the ends and aims ( Kaplan and Norton, 1992 ) . As stated by Atkin and Brooks, ( 2009 ) , to run into the organisations outlooks, installations direction sections need to make a better occupation of developing installation schemes. As mentioned by Maas and Pleunis ( 2006 ) , for optimum installations public presentations, the scheme of the installation direction section must be aligned with the corporate- concern and operational scheme, with besides go oning interaction with the nucleus concern and the environment of the company.

Therefore, a installation scheme must be aligned with-and antiphonal to-business programs and aims while showing the important value associated with the installation assets of the organisation ( Maas and Pleunis, 2006 ) . These definitions further place the possibilities of using Kaplan and Norton ‘s Balanced Scorecard into day-to-day patterns of installations direction.

Besides the cardinal ability to rapidly implement scheme into concern and to set scheme, makes the Balanced Scorecard a utile model for implementing scheme. But how could the Balanced Scorecard be used in the profession of installation direction? Amaratunga and Baldry emphasiss in a article about utilizing the Balanced Scorecard for installations direction, that in par with the original four positions of the Balanced Scorecard, the following four inquiries can be asked in the context of installation direction, whereas these positions should look at several installations direction maps: [ 8 ]

Customer – how do the installations users see us?
Internal processes – how efficient and effectual is the bringing of installations direction services?
Financial – how is the installations direction map managed in footings of value for money
Learning and growing – how does the installations direction map continue to better in itself and to help the nucleus concern
They say that “given the features of the installations direction environment, recognizing and fulfilling the demands of the nucleus concern is critical for long term endurance. To guarantee satisfaction of assorted client demands, it is indispensable that installations direction identifies, focal points on, and proctors cardinal public presentation indicators.”

The survey findings of Amaratunga et Al. ( 2000 ) show that, harmonizing to the procedure outlined by Kaplan and Norton ( 1992 ) for developing a Balanced Scorecard, the informations aggregation within the hierarchy of the installations direction and other clients was structured by three chief phases:

Facilities direction ‘s vision and matching aims ;
It ‘s relationship to the nucleus concern ;
Critical success factors in relation to these aims ; and
Development of an appropriate balance of public presentation steps to back up the critical success factors.

Peter Barrett ( 1992 ) has identified in an earlier survey that there are certain ends which are common to most installations direction organisations. This grounds suggests a demand for a Balanced Scorecard attack, which adequately reflects the features, ends and critical success factors of the installations direction organisation. Furthermore, their paper addresses the pertinence of the Balanced Scorecard into installations direction as a public presentation appraisal tool. They say that “the acceptance of this procedure would be a major alteration enterprise in most organizations.” Kaplan and Norton ( 1992 ) provided a really utile generic theoretical account in the signifier of their Balanced Scorecard. They besides provide an overview of common strategic aims and steps for the four positions of the Balanced Scorecard in a installations direction context ( see besides appendix 2 ) . [ 9 ]

Other literature on utilizing the balanced scorecard within installations direction is displayed by Maas and Pleunis ( 2006 ) . They say that installations direction ‘s ability to step and analyze public presentation direction should be conducted in conformity with four positions, viz. the client position, the internal procedures position, the fiscal position, and the forces position. Three of the four positions are derived from the four positions of the Balanced Scorecard. Merely the focal point on acquisition and growing is replaced for focal point on forces because in supplying services to the operational procedure the staff comes in direct contact with the client, and therefore it is of import that attending is paid to occupation satisfaction of forces and that there will be attending to the preparation of staff.

In this research, I will seek to happen out what the influence of the balanced scorecard rich persons on public presentation measuring in installations direction and which success factors and cardinal public presentation indexs are most effectual to happen. I will prove the hypothesis to see if the balanced scorecard can be used for public presentation measuring for installation direction and if the procedure of utilizing the balanced scorecard can work as a helpful model in happening the most effectual success factors and cardinal public presentation indexs for efficient installations public presentation measuring.

In decision of the literature survey, the most of import facets to take into history when put to deathing the instance survey of this research are:

showing grounds why public presentation measuring is of import in installations direction ;
show a new frame of mention for the most broad applicable ends, success factors and public presentation indexs for public presentation measuring in installation direction ;

RESEARCH METHODHODOLOGY

See besides page 63 of Ahaus and Diepman, 2006, how to make a vision!

Based on the literature of Baarde and Goede ( 2001 ) , the research on behalf of this thesis is categorized in a preliminary research survey, a literature reappraisal, and a instance survey research. For the executing of the instance survey research are assorted informations ( rhenium ) beginnings used, viz. in-depth interviews and the survey of concern certification and studies of Centraal Boekhuis.

The preliminary research survey has given many-sided penetrations in for illustration the company of the instance survey, but besides penetrations about the public presentation measuring, the Balanced Scorecard, operational installations public presentations, and installations scheme. In the preliminary research survey is a critically literature reappraisal completed and several directors of the human resource division have been interviewed for making a footing for this research. The merchandises of the preliminary research survey are a defined attack of the instance survey research, a description of the company.

This following describes which research methodological analysis is chosen to research aforementioned subjects. Furthermore the manner on how informations is collected and analyzed will besides be described in this chapter. I will besides specify the research method where I describe more elaborate how informations will be collected, who it will be collected from, and how the collected informations will be analysed.

The instance study research can be categorized in descriptive- and explorative research survey methods ( Sanders et al, 2009 ) . The descriptive survey of this instance survey is defined by the research of qualitative informations, for illustration the survey of concern certification and studies that are in stock within the company about installations scheme, its concern scheme and quality direction. The explorative portion of the research describes the research methods in depth interviews with direction.

In order to prove how Centraal Boekhuis works with public presentation measuring related to its installations direction, and how it best can work with the balanced scorecard and Entire Quality Management, the followers will be carried out. I will set up in-depth interviews with approximately five representatives of the human resources section of Centraal Boekhuis. In these interviews, I will try to larn more about the executing of public presentation measuring and quality direction, related to the installations scheme of the installations section. I will besides lucubrate on the constructs of Balanced Scorecard and Total Quality Management. The Human Resources section of Centraal Boekhuis contains several beds of direction and operations degrees. Therefore I will interview legion directors every bit good as installations members to do the result more dependable and suited to analyse. The undermentioned employees of the Human Resource section will be interviewed:

Jaco Gulmans ( Senior Manager Human Resources )
Karel ter Burg ( Facility Manager )
Leo new wave ‘t Pad ( Building upholder and coordinator )
Irene Mercx ( Facilities decision maker )
Arno Hartog ( caput of the Maintenance Department )
The concluding names and the exact figure of interviews is of class dependent on the willingness of the section to collaborate. The in-depth interviews are a really of import portion of my research. In these interviews, I have the possibility to ‘keep on inquiring ‘ , to acquire deep into the affair. Merely in these interviews, the representatives can truly explicate how Centraal Boekhuis executes public presentation measuring related to its installations scheme and the Balanced Scorecard and Total Quality Management.

The selected research attack for the survey and comparing of the contents of Entire Quality Management and Balanced Scorecard can be characterized chiefly as conceptual analysis. The treatments will be based on literature reappraisal.

Analysis program & A ; proof
Besides relevant literature, the existent research will be based on a instance survey with in-depth interviews.

The replies of the in-depth interviews will be analyzed. In this analysis, I will of class be looking for the reply to my research inquiry: To what extent will the Balanced Scorecard be auseful instrument to mensurate public presentation measuring for installation direction and which success factors and cardinal public presentation indexs are most effectual to happen for efficient installations public presentation measuring?

With face-to-face interviews, it is difficult to foretell what you will be analysing precisely. However, by inquiring ‘to the point ‘ inquiries, the interviews will be focused on the organisation and its installations public presentation measuring and quality direction, which will surely take to replies which are relevant to my research – whatever the exact replies are. The consequences of the in-depth interviews will be compared with the current state of affairs of Centraal Boekhuis, so it is possible to make applicable parts and consequences for Centraal Boekhuis.

Constraints & A ; restrictions

The analysis program for thesis is non wholly clear yet, because I do non cognize what sort of information I will hold to work with. When the interviews and web studies are non representative I will lucubrate on my literature survey and I will analyse some interesting statements issued by well-thought-of directors, or other interesting statements relevant to the research. If available, I will analyse relevant informations presented by organisations on public presentation measuring and quality direction in relation with installation direction. In the months June and July the in depth interviews will take topographic point. I besides will utilize any informations related to concern schemes, installation schemes, quality direction, and public presentation measuring in stock within Centraal Boekhuis, et cetera.

If aforementioned information does non go available, I will look for other ways to do my statement plausible. I will analyse the consequences of research that has been done by others, in which the several topics of my thesis will be attended to the affair. Furthermore, I will besides utilize research of others, such as the one of Hannula et Al. on Entire Quality Management and Balanced Scorecard or the research of Baldry et Al. ( 2000 ) on public presentation rating in Facilities Management utilizing the balanced scorecard attack.

Research Consequence
CONCLUSION & A ; DISCUSSION
Recommendation

Mentions
Ahaus & A ; Diepman ( 2006 ) , Balanced Scorecard & A ; INK-managementmodel, published by: Kluwer, Deventer NL ( 3rd edition )

Alblas & A ; Wijsman ( 2001 ) , Gedrag in organisaties, Published by: Wolters Noordhof, Groningen NL ( 3rd edition )

Amaratunga, Baldry, Sarshar ( 2000 ) , Assessment of installations direction public presentation – what next? Published by: MCB UP Ltd

Amaratunga, Baldry, Sarshar ( 2000 ) , Performance rating in installations direction: utilizing the balanced scorecard attack, Published by: RICS Research Foundation, London UK

Atkin & A ; Brooks ( 2009 ) , Entire Facilities Management. Published by: Wiley Blackwell, Hoboken US ( 3rd edition )

Baarda & A ; de Goede ( 2001 ) , Basisboek Methoden en Technieken, Handleiding voor het opzetten en uitvoeren new wave onderzoek. Published by: Wolters Noordhoff, Groningen NL ( 3rd edition )

Barrett ( 1992 ) , Development of a PostOccupancyBuilding assessment Model, in Barrett

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