Ar. Don G.

De Vera
AR138-2
MITL
• EN ISO 9000 Quality management systems — Fundamentals and vocabulary (ISO 9000:2005)
• https://www.iso.org/iso-9001-quality-management.html
• ISO 14001 Environmental management systems — Requirements with guidance for use
• https://www.iso.org/files/live/sites/isoorg/files/store/en/PUB100371.pdf
• ISO 15392 Sustainability in building construction — General principles
• https://www.youtube.com/watch?v=PE7vkyLViws
• ISO 15686-5 Buildings and constructed assets — Service-life planning — Part 5: Life cycle costing
https://www.iso.org/obp/ui/#iso:std:iso:15686:-5:ed-2:v1:en
• ISO 28000:2007 specifies the requirements for a security management system, including those aspects critical
to security assurance of the supply chain. https://www.iso.org/obp/ui/#iso:std:iso:28000:ed-1:v1:en
• NS 3454 Life cycle costs for building and civil engineering work — Principles and classification BS8536 2010
Facility management briefing, Code of practice
• BS8572 2011 Guide to the procurement of facility-related services
• BS EN 15221-1 Facilities Management: terms and definitions
• BS EN 15221-2 Guidance on how to prepare facility management agreements
• BS EN 15221-3 Guidance on Quality in Facilities Management
• BS EN 15221-4 Taxonomy, Classification and Structures in Facilities Management
• BS EN 15221-5 Guidance on Facilities Management Processes
• BS EN 15221-6 Area and Space Measurement in Facilities Management
• BS EN 15221-7 Guidelines for Performance Benchmarking in Facilities Management
WHY ISO 9001?
WHY ISO 9001?
ISO 9001 sets out the criteria for a quality management system and
is the only standard in the family that can be certified to (although this
is not a requirement). It can be used by any organization, large or
small, regardless of its field of activity. In fact, there are over one
million companies and organizations in over 170 countries certified to
ISO 9001.

This standard is based on a number of quality management

principles including a strong customer focus, the motivation and
implication of top management, the process approach and continual
improvement. Using ISO 9001 helps ensure that customers get
consistent, good-quality products and services, which in turn brings
many business benefits.
ISO is an independent, non-
governmental international organization
with a membership of 165 national
standards bodies.
 ISO 9000 series
Quality Management
Principles
The seven quality management principles are:
QMP 1 – Customer focus
QMP 2 – Leadership
QMP 3 – Engagement of people
QMP 4 – Process approach
QMP 5 – Improvement
QMP 6 – Evidence-based decision making
QMP 7 – Relationship management
ISO 14000 is a family of standards related
to environmental management that exists to help
organizations (a) minimize how their operations
(processes, etc.) negatively affect the environment (i.e.
cause adverse changes to air, water, or land); (b) comply
with applicable laws, regulations, and other
environmentally oriented requirements; and (c) continually
improve in the above
 ISO 15392
Sustainability in
building
construction
ISO 15392:2008 identifies and establishes general principles for
sustainability in building construction. It is based on the concept of
sustainable development as it applies to the life cycle of buildings
and other construction works, from their inception to the end of life.

ISO 15392:2008 is applicable to buildings and other construction

works individually and collectively, as well as to the materials,
products, services and processes related to the life cycle of buildings
and other construction works.

ISO 15392:2008 does not provide levels (benchmarks) that can

serve as the basis for sustainability claims. It is not intended to
provide the basis for assessment of organizations or other
stakeholders.
ISO 15686-5 Buildings
and constructed
assets — Service-life
planning
ISO 15686 is the in development ISO standard dealing
with service life planning. It is a decision process which
addresses the development of the service life of a building
component, building or other constructed work like
a bridge or tunnel. Its approach is to ensure a proposed design
life has a structured response in establishing its service life
normally from a reference or estimated service life framework.
 ISO 28000:2007
Specification for security
management systems for
the supply chain
ISO 28000:2007 specifies the requirements for a
security management system, including those aspects
critical to security assurance of the supply chain.

Security management is linked to many other aspects

of business management. Aspects include all activities
controlled or influenced by organizations that impact
on supply chain security. These other aspects should
be considered directly, where and when they have an
impact on security management, including
transporting these goods along the supply chain.
ISO 28000:2007 is applicable to all sizes of organizations, from
small to multinational, in manufacturing, service, storage or
transportation at any stage of the production or supply chain
that wishes to:
a) establish, implement, maintain and improve a
security management system;
b) assure conformance with stated security
management policy;
c) demonstrate such conformance to others;
d) seek certification/registration of its security
management system by an Accredited third party
Certification Body; or
e) make a self-determination and self-declaration of
conformance with ISO 28000:2007.
M5_The Development of a
Facility Management
Philosophy
 • Considering both the trends and the
expectations of facility managers, we
have developed the following
The philosophy for the professional
Development practice of FM, and we recommend it
to every facility manager:
of a Facility • Facility management is a business
Management function, and the actions of facility
Philosophy managers have financial and
organizational impacts.
• Safety is always the first concern
followed by legality, cost, and
customer service.
 • An FM staff member should be directly
responsible for every physical asset and
function.
• There is a cost of ownership of facilities; it is
the facility manager’s task to ensure that
Facility management understands that cost.
• Facility managers should be cost-conscious
Management in everything they do, and should capture all
Philosophy costs in this analysis.
• If something looks like a good idea,
investigate whether anyone else has tried it.
If it works in one place, it can be adapted to
another—this is the essence of
benchmarking.
Facility Management Philosophy
• A good, commonsense decision beats “paralysis by analysis.”
• The budget should be the chief management information tool. Put
effort into its preparation and format, and then monitor its execution
carefully.
• Every physical asset should be under appropriate life-cycle
management.
• When an outside consultant is used, take care and time in defining
expectations.
• Clarify life-cycle and sustainable design and operational intents before
launching new projects.
• As the design-construct cycle proceeds, changes become costlier and
less effective.
• The facility manager must retain control of the design-construct cycle.
Facility Management Philosophy
• In the planning of major projects, engineering requirements are nearly
always understated.
• Plan for flexibility and redundancy in building systems if FM expects to use
them permanently.
• Plan with care, and always retain the capability to react.
• Cultivate long-term relationships. Remember that the successful FM
organization is a team (staff, suppliers, contractors, consultants).
• Remember that the customer—and the customer alone—defines service.
The facility manager’s responsibility is to find out how the customer rates
the service.
 • The facility manager must regularly measure
both the effectiveness and the efficiency of the
department.
• The facility manager must be active in public
relations outside the department.
• If the facility manager doesn’t promote the
department, who will?
• The best way to save money is to participate in
Facility facility business planning. A facility business
plan should support the company business
Management plan. Business plans should be the result of
long-range facility master plans.
Philosophy
• The facility manager should prioritize the
development of an FM information system with
the budget as the base document.
• Conduct oneself with a high regard for ethics.
 • When all facility managers adopt
these elements of philosophy, or if
they adopt their own, the practice of
FM will improve immensely. Too
CONCLUSION often, facility managers are so bogged
down in their day-to-day work that
they fail to grasp the truly important
aspects of success. Not every item in
the list is equally applicable to every
organization, but facility managers
who have a specific philosophy of
leadership are those who lead best.
REACTION PAPER 03
END