Operation MGT Sample

FACILITIES OPERATIONS AND MANAGEMENT

Table of content

Task 1 ......................................................................................................................................... 3

1.1 Assessment of the responsibilities of the facilities manager for staff engaged in facilities

operations: .................................................................................................................................. 3

1.2 Responsibilities of the facilities manager for operational aspects of the building: ............. 3

1.3 Responsibilities the facilities manager has towards customers using the facility: .............. 4

1.4 Discussing the impact on facility operations of employers and funding agencies .............. 5

Task 2 ......................................................................................................................................... 6

2.1 Assessing the statutory regulations that will affect facilities operations in an agreed

context (from a country perspective) ......................................................................................... 6

2.2 Health, safety and environmental measures that must be implemented by a facilities

manager in a given context: ....................................................................................................... 7

2.3 Discuss the documentation with statutory regulation and health, safety as well as an

environmental measure. ............................................................................................................. 9

Task 3 ....................................................................................................................................... 10

3.1 Developing and deploying effective systems for processing information and maintaining

communications ....................................................................................................................... 10

3.2 Identifying the requiring control system for effective facilities operations within an

agreed context .......................................................................................................................... 10

3.3 Discussing the systems that facilities manager need to support effective building

management ............................................................................................................................. 11

4.1 Establishing appropriate criteria for evaluating the quality and effective of facilities

operations ................................................................................................................................. 12

4.2 Implementing evaluation and review procedures for analysing the quality and

effectiveness of facilities operations ........................................................................................ 12

Conclusion ............................................................................... Error! Bookmark not defined.

Reference ................................................................................. Error! Bookmark not defined.

Task 1

1.1 Assessment of the responsibilities of the facilities manager for staff engaged in

facilities operations: (D3)

Manager associated with the “2012 Olympic parks” has the following responsibilities for the

staff engaged in the facility operation.

• It is important for the facility manager to allocate and distribute the work process

among the facility staffs. Through this process, every job will be executed without

any gap area. Along with this, facility manager will need to provide training to the

staffs and other workers.

• The responsibility of the sport manager is to build up and put into operation a

facilities management program and all the possible preventions that are required for

maintaining the sport department.

• Facility manager will need to provide sufficient space for the practice sessions of the

athletes. Along with this, facility manager will need to provide time meal facilities for

the athletes. Therefore, maintaining satisfaction level of the athletes is necessary for

facility manager.

• It is the responsibility of the Olympic sports manager to give the health and safety

facilities to every member of the team, because failure in this responsibility may lead

to serious injury, loss of the organizational business. The Confidence of the players

and the coaching team may also be affected in case of any mismanagement.

• Documented facilities should be conducted at the regular bases so that staff members

who are engaged in the operation should be facilitated more and more.

• The Manager should allocate and manage the facility space for the maximum

efficiency of the team and the staff involving in the Olympics.

1.2 Responsibilities of the facilities manager for operational aspects of the building:

Manager of the facility management department has the duty to maintain the help desks for

all the sports teams and faculty members. Building management facilities are of two types,

that is soft services and the hard services. It is the duty of the manager to keep attention on

both types of the duties. While the management of the building, his responsibility is to

establish a positive relationship between the contractors, vendors, employees, volunteers and

the engineers.

While the performance of the building material performance in the organization the facility

managers have to perform the following type of responsibilities:

• BAS knowledge about the operations of the buildings and the plans involving in it

• All the buildings should have suitable entrants and exit doors. Along with this,

emergency exits should be there for accidental purpose.

• CCTV cameras will need to place for security purpose. This will helpful for reduce

theft in game complex. Along with this, smoke detector will need to place in every

corner of the gaming complex.

• Facility manager will need to keep clean the interior area of the building. This will be

helpful for maintaining mental satisfaction of the visitors and athletes.

• Principles/systems and the Building codes are very necessary to understand for the

facility manager in an organization

• Systems or the components interoperability Contract terminology demands that the

manager should have the skills to understand the requirements for the successful

contract, facility managers should have critically to think style so that he jug

everything accurately and can gage the performance of the faculty members wisely.

1.3 Responsibilities the facilities manager has towards customers using the facility: (M3)

This company is a corporation and has 18 boards of directors, a CEO and a senior team of 19.

All facilities lie within four east London boroughs; Newham, Tower Hamlets, Hackney and

Waltham Forest.70,000 people served as Games Maker volunteers – 40 per cent of whom

volunteered for the first time ever. More than 46,000 people worked on the Olympic Park and

Olympic Village, 10 per cent of whom were previously unemployed. Host Borough of

Newham had 4,364 residents employed by LOCOG or by their contractors; a further 5,518

were employed indirectly on the Games in the lead-up and at Games time. 100,000

contractors were hired to deal with waste, cleaning and catering and a lot of stockholders are

there and it is the manager’s duty to maintain all the interests of these customers of the

business.

1.4 Discussing the impact on facility operations of employers and funding agencies

The agencies those supply money to the companies or organisations to perform its tasks and

facilities operations properly are the funding agencies. They also help the companies to guide

and investigate different projects.

There are some suppliers of London organisation committee for Olympic Games. These

suppliers play a crucial role for facilities operations of managers. The customers of the

Olympic park are the stakeholders and the viewers of the games who usually love to eat

chips, cold drinks popcorns and other first food while within the games. Therefore LOCOG

has a partnership with the first food companies. These funding agencies provide good quality

of food and drinks to the customers and enhance the customer’s positive experience for using

the facilities. The LOCOG has 18 boards of directors, a CEO and a senior team of 19

members lounge within four east London boroughs; Newham, Tower Hamlets, Hackney and

Waltham Forest. The senior mangers help to take the decision to the facility managers (Vicat

and Rooney, 2012).

Task 2

2.1 Assessing the statutory regulations that will affect facilities operations in an agreed

context (from a country perspective) (D2)

The statutory regulations affect the functions of facilities operations in different ways. The

regulatory organisations implement the statutory regulations to ensure that people are vetoed

from pitiable practices.

The MHSWR regulation places obligations on employees and employers. Some principles

of prevention must be applied are to avoid risks, analysing the risks that cannot be avoided,

fighting the risks at origin, adapting the technical advancement and giving proper instructions

to the employees. This will lead to create a responsible working condition in the gaming

complex. Through this regulation, working staffs will be able to allocate their assigned jobs

in future.

PUWER places duties on organisations whose employee use wok apparatus. PUWER need

that the provided equipments are appropriate for the future use; it will be safe for using in the

future. Along with this, it is able to uphold in a secure condition, and examined to make sure

that it is appropriately installed. The machines will be used by only those people who have

the knowledge and skill to use it. It escorted with protective devices and control to ensure the

health and safety process.

Manual handling Operations Regulations 1992 describes manual handling as any

transporting and following of a consignment by hand strength. This regulation starts out a

clear grade of measures to deal with risk from manual handling. At first, the harmful manual

handling will be avoided. Then to measure any dangerous manual handling that cannot be

avoided. Lastly, the risk of damage will be decreased.

Fire Precautions (Workplace) Regulations 1997 apply to any workplace that is used only

by the self-employed people. This regulation includes the workplaces covered by a current

fire certificate. This regulation says to identify the source of explosion that can set off a fire.

Identifying the inflammable materials and it will keep them away from the sources of

ignition. Make the staffs aware of the risks.

COSHH regulation 1999 supply an authorized framework to save people from health risks

from risky substances that are used in the workplaces. According to this regulation, some

steps should be followed. Those are identifying the risks, assessing the needed precaution,

avert or control exposure, examining the level of exposure, making sure that the control

measures are maintained properly, proper health observation should be carried out and the

employees should be informed and trained appropriately.

Workplace (Health, Safety & Welfare) Regulation 1992 search for ensuring that the

workplace is safe for the workers. The tools at the workplace will be maintained properly and

in a good working order. Suitable aeration will be provided and the temperature of the

workplace should be reasonable.

LOCOG should obtain a fire precaution system for present and near future. If they fail to

maintain this then accidents can take place in the organisation. Moreover, according to Fire

Precautions (Workplace) regulation 1997 the organisation has to be conscious on this matter

and to keep the inflammable materials away from the fire sources. Otherwise, legal action can

be taken against them.

2.2 Health, safety and environmental measures that must be implemented by a facilities

manager in a given context: (M2)

Most of the facility managers said, the threats fell into the following categories:

 Terrorism

 Serious crime

 Domestic extremism and public disorder

 Natural hazards

An Olympic Safety and Security Strategic Risk Assessment (OSSSRA) were responsible for

the delivery of its Strategic Planning will proceed on the basis that the national threat level

from terrorism was SEVERE. Security departments of the current Olympic department

managed by the facility manager give the following facilities for the sports team and the staff

of the game

 There 12,000 police, 6, 00 armed for the security of the playgrounds and the

building involving

 7,500 military personnel for the security

 Fire and ambulance services for the heath security

 16,200 security guards for the security of the infrastructure

However, along with it facility manager is bound to update the facilities in the security

department according to the new technologies. Coordination of the internal and the multi

disciplinary safety team is necessary to create and implement the strategies that are necessary

to control the terrorism and the corruption in the management of the games. The Manager is

responsible for the coordination of the monthly fire drills. He has to maintain the safety

relationship with the external vendors of security. While discussing the responsibility of the

managers in the environmental department it is said that The London 2012 Sustainability

Plan was structured around five sustainability themes that are given below:

 Climate change

 Waste,

 Biodiversity

 Inclusion

 Healthy living

In addition, the manager of this department arranges the following requirements for the

benefits of the players and the team involving in the sports department. He provides at least

60 Games-related projects encourage greener travel, including a GBP 10 million investment

to upgrade pedestrian and cycling routes across London. Secondly, he provides a fleet of 200

electric vehicles transported Olympians, supported by 120 charging stations that created the

UK’s largest set of connections of recharging spot. To control the environmental 300,000

plants w planted in the Olympic Park’s wetlands area for the support of the players. Over

1,000 new trees were planted in East London.

 MHSWR 1992 (The management of H&S a work)

According to this act, facility manger will need to provide and manage safety

measures in the work place and manager will need to provide insurance coverage to

the workers.

 PUWER 1998 (The provision and use of work equipment regulations)

According to this act, managers will need to provide training to the workers for using

equipments properly. Along with this, safety precautions will need to take place.

 Manual Handling Operations Regulations 1992

According to this act, all necessary equipments will need to be manual process.

Therefore, proper training will need to provide to the workers.

 Fire Precautions (Workplace) Regulations 1997

Fire extinguishers and first aid boxes will need to be placed in the work area for safety

measures. Workers will need to have training about the use of fire extinguishers.

 Workplace Health, Safety and Welfare Regulations 1992

According to this act, facility manager should provide insurance coverage to the

workers and other employees in the work place. Along with this, management

department will need to provide remunerations for additional works.

2.3 Discuss the documentation with statutory regulation and health, safety as well as an

environmental measure.

LOCOG London games laws for health and safety:

The London organization committee of the Olympic Games (LOCOG) is very recognized

committee of the London. This organizing committee has laid out different laws in order to

ensure the health and safety of the employees. The health and safety administration of the

London Olympic organization has introduced strict rules and regulation for the good health of

the employees. The facility manager of the organization took over the site, which was still

under construction and he make health and safety regimes, which were significant for the

team involved in the construction as well as the team involved in the Olympic Games. Thus,

the LOCOG committee ensures the safety of all involved teams and dedicates a safe

environment for all the game visitors.

It has provided the caterer connection from the LOCOG system as well as mobile catering

units. Moreover, LOCOG also dedicated external distribution of Tinkered system for clean

water supply. All these techniques are used to ensure the good health of all the people

involved in the London Olympic game activities. There may be different key health and

safety issues at the workplace. For instance, different kind of vehicles may produce smoke

pollution, LPG safety issues at the sensitive sites, out of working hour when there will no

safety guards will present, pressure and stress issues and all other different kinds of

challenges, which the team will face at the stadium. In this case, management department will

need to provide and implement MHSWR 1992, Manual Handling Operations Regulations

1992, Fire Precautions (Workplace) Regulations 1997, Workplace Health, Safety and Welfare

Regulations 1992.

Task 3

3.1 Developing and deploying effective systems for processing information and

maintaining communications (M1)

For any business organisation, the information about the stakeholders and customers should

be maintained adequately. To protect and handle the required information LOCOG should

exploit so many technologies to manage facilities operations. They can use appropriate

database for storing information. Besides storing information, an effective communication is

also needed and therefore the organisation needs to grow a system for avoiding

miscommunication. LOCOG has developed a system to store proper information and also

developed an internal email system to make the communication effective and suitable

(Lester, 2011).

3.2 Identifying the requiring control system for effective facilities operations within an

agreed context

Facility Management --

Facility management is a profession that includes numerous disciplines in order to ensure the

adorable and perfect functionality of the construction environment by the association of

different expertise, places, process and different techniques and technologies. The duties of

the facility manager can be divided into two sections, which are known as hard skill and the

soft skills. It has been found that hard skills needed to complete the task by the physical effort

or the technological sources, while on the other hand the soft skill functions are done by the

mental capacities (Chan, E&Chan, M.W, 2000).

Soft skills

Hard skills

Customer relations

Electrical wiring and power distribution

Contractor coordinator and support

Plumbing work

Business continuity

Spatial planning

Technical judgment

Civil engineering

Financial awareness

Maintenance of HVAC

Time management

Carpentry

Team building

Structural engineering

Discussing the systems that facilities manager need to support effective building

management:

Baron et al. (2010) opines that in order to support an effective management building it is

necessary for the facilities management to implement an appropriate information system. It

will help to integrate the software, hardware and infrastructure, and personnel for facilitating

planning, controlling, co-ordinating, and taking key decisions in a timely manner. The use of

information system will help the facilities managers of London Olympics 2010 to collect,

store, retrieve and disseminate information that is much needed at the time of strategic

decision-making. For instance, the management information system (MIS) helps in the design

and implementation of procedures, processes, schedules and reports in a cost effective

manner.

The facility manager can also communicate with the customers by using media, for instance

the advertisement and the communication through the website. It has been found the IT

system play a significant role; it is used by the organization in order to keep the complete

record of the customer. Moreover, it is important for the facility manager to communicate

smoothly and in a way which can easily comprehend by the staff members and the customers

(Dolles, H, 2010).

The facilities manager should apply a system for exploiting the facilities correctly. The

system must provide proper utilization of the employees. It is not easy to build up such a

control system in an organisation. It may comprise spot checks; observe live working, email

checking and other technology for observing the working environment to attain control.

4.1 Establishing appropriate criteria for evaluating the quality and effective of facilities

operations

The quality of the facilities operations can be evaluated with the use of quality control tools

such as total quality management (TQM). The use of TQM will help to carry out the

operational procedure in a cost effective manner by maintaining consistency and reliability of

the services. It will also help to control the defects and follow an operational plan where

continuous improvement can be made possible. TQM program ensures that need based

training is provided to employees; idle time is controlled while managerial leadership is

improved (Piercey, 2014).

4.2 Implementing evaluation and review procedures for analysing the quality and

effectiveness of facilities operations (D1)

The use of PDCA (Plan, Do, Act, Check) cycle can be used to assess the success of quality

driven facilities operations. The planning stage involves what need to be done which is

normally carried out through a brain storming session. Objectives are formulated based on

which inputs can be collected for implementation. The next step ‘do’ requires ‘action’ in the

form of execution of facilities task. ‘Check’ involves the monitoring of the tasks during

implementation stage while ‘Act’ includes making analysis from the data gathered. This will

not only help to identify the effectiveness of quality but also identify loopholes in the

facilities operations.

From all the discussion, it has been concluded that for the construction of the Olympic

stadium in London, the leading role will be played by the facility manager. He will look after

all the activities from zero level as well as the huge working. The facility manager will have a

calibre to perform all the construction efficiently and in the systematic way. During the

working, he will assess and ensure the good quality and the strong construction.

List of references:

Journals:

Baida, Z. (2006). Software-aided Service Bundling. Intelligent Methods & Tools for

Graphical Service Modeling. Academic dissertation. SIKS Dissertation Series No. 2006–06.

Dutch Graduate School for Information and Knowledge Systems

Baron, O., Milner, J. and Naseraldin, H. (2010). Facility Location: A Robust Optimization

Approach. Production and Operations Management, 20(5), pp.772-785

Basedon Carol Saundersand JackWilliamJones (1990),‘Temporal Sequences in Information

Acquisition for Decision Making: A Focus on Source and Medium’, Academy of

Management Review15(1990)

Chan, E., Chan, M.W., Chan, A. (2000). “Disintegrating professional boundaries: A case with

the building professions in Hong Kong”. International Journal of Project Management 19 (2)

pp127-135.

Chodasova, Z., (2004). Facility Management in Development Process. Economics And

Business Management, 2( 6), 52-60

Christopher A. (1995), Bartlett and SumantraGhoshal, ‘Changing the Role of Top

Management: Beyond Systems to People’, Harvard Business Review (May–June 1995): 132–

142

Dolles, H &Söderman, S. (2010) Addressing ecology and sustainability in mega-sporting

events: The 2006 football World Cup in Germany. Journal of Management &

Organization 16, 587–600 (2010)

Ghoshal and Christopher A. Bartlett, ‘Changing the Role of Top Management: Beyond

Structure to Processes’, Harvard Business Review (January–February 1995): 86–96

Henry Mintzberg (1971), ‘Managerial Work: Analysis from Observation’, Management

Science 18 (1971)

Kraut, P. R. Pedigo, D. D. McKenna, and M. D. Dunnette, (2005), ‘The Role of the Manager:

What’s Really Important in Different Management Jobs’, Academy of Management

Executive 19, no. 4 (2005): 122–129. 29

Lester, S. (2011). Maintaining information systems in organizations. J Inf Technol, 5(4),

pp.238-239

Nanette Byrnes, ‘Avon: More Than Cosmetic Changes’, BusinessWeek (March 12, 2007)

Peter F. Drucker, (2002), Management Tasks, Responsibilities, Practices (New York: Harper

& Row, 1974). 7. George Anders, ‘AOL’s True Believers’, Fast Company (July 2002)

Piercey, S. (2014). Modern Analytical Facilities 2. A Review of Quality Assurance and

Quality Control (QA/QC) Procedures for Lithogeochemical Data. GS, 41(1), p.75

Vicat, A. and Rooney, C. (2012). Briefing: London 2012 Olympic Park transport and

environmental management schemes. Proceedings of the ICE - Engineering Sustainability,

165(2), pp.113-120

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