EN 15221-3:2011

2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.Upravljanje objektov in storitev - 3. del: Navodilo za kakovost pri upravljanju objektov in storitevFacility Management - Teil 3: Leitfaden für Qualität im Facility ManagementFacilities management - Partie 3: Guide relatif à la qualité en Facilities ManagementFacility Management - Part 3: Guidance on quality in Facility Management91.040.01Stavbe na splošnoBuildings in general03.080.99Druge storitveOther servicesICS:Ta slovenski standard je istoveten z:EN 15221-3:2011SIST EN 15221-3:2011en,fr,de01-december-2011SIST EN 15221-3:2011SLOVENSKI
STANDARD
EUROPEAN STANDARD NORME EUROPÉENNE EUROPÄISCHE NORM
EN 15221-3
October 2011 ICS 03.080.99; 91.140.01 English Version
Facility Management - Part 3: Guidance on quality in Facility Management
Facilities management - Partie 3: Guide relatif à la qualité en Facilities Management
Facility Management - Teil 3: Leitfaden für Qualität im Facility Management This European Standard was approved by CEN on 8 July 2011.
CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN member.
This European Standard exists in three official versions (English, French, German). A version in any other language made by translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management Centre has the same status as the official versions.
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GAP-Model . 32Annex B (informative)
Additional information and recommendation for measurement metrics . 35B.1 Recommendation for designing a metric system . 35B.2 Attributes of indicators . 36B.3 Indicators selection criteria . 37B.4 Required properties of indicators . 37B.5 Data gathering techniques: . 38B.6 Domains and categories on indicators . 39Bibliography . 44 SIST EN 15221-3:2011

The FM-model of EN 15221-1 is shown below.
Model EN 15221-1:2006 These standards also build on widely accepted management principles, in particular value chain (Porter, M E, (1985), "Competitive Advantage: creating and sustaining superior performance", Free Press, New York) and quality control (PDCA (Plan, Do, Check, Act). Deming, W E (1986), "Out of the Crisis", MIT, Cambridge). Reference to ISO 10014:2006, Quality management – Guidelines for realizing financial and economic benefits.
D E M A N D S P E C I F Y I N G S L A s S U P P L Y D E L I
V E R I
N G STRATEGIC TACTICAL OPERATIONAL Client Customer End User O R G A N I S A T I O N PROVI DERInternaland/ orexternalPRIMARY PROCESSES SUPPORT PROCESSES K P I s FACILITY SERVICES PRIMARY ACTIVITIES Facility Management Agreement D E M A N D S P E C I F Y I N G S L A s S U P P L Y D E L I
V E R I
N G STRATEGIC TACTICAL OPERATIONAL Client Customer
End User O R G A N I S A T I O N PROVI DERInternalor /
and externalPRIMARY PROCESSES SUPPORT- PROCESSES K P I s FACILITY SERVICES
PRIMARY ACTIVITIES
Facility Management agreement SIST EN 15221-3:2011

The term "facility services" is used as a generic description in the standards. The term "standardized facility products" refers to the "standardized facility services" defined and described in EN 15221-4, Facility Management — Part 4: Taxonomy, Classification and Structures in Facility Management. Countries can decide to substitute the term "product" into "service", when they consider that it is important for a good acceptance and use of the standards in their own country. The aim of all the standards is to provide guidance to Facility Management (FM) organizations on the development and improvement of their FM processes to support the primary activities. This will support organizational development, innovation and improvement and will form a foundation for the further professional development of FM and its advancement in Europe. Therefore generic examples are provided in the standard to assist organizations. These standards lay the foundation of the work that has to be done further more in developing Facility Management, for e.g. benchmark standards prEN 15221-7. SIST EN 15221-3:2011

0 Introduction to Guidance on quality in Facility Management 0.1 General Effective FM brings value to an organization and all associated stakeholders. The objective of this European Standard is to provide guidance how to achieve, improve and measure quality in FM. This European Standard is primarily written for organizations that adopt quality improvement procedures together with SL definition and the use of metrics. In addition, as technical developments and requirements of organizations increase and economic systems mature, the demand for this type of FM specific quality management will develop. This standard is for use by management, consultants and practitioners in both client and service provider organisations.  This standard is based on: the existing FM standards EN 15221-1 and EN 15221-2 which define FM and FM agreements;  the EN IS0 9000 Quality standards. The purpose of this standard is to provide guidelines on how to:  clarify and understand quality issues;  define quality criteria’s and indicators;  elaborate and perform the measurements (hard and soft facts) of FM performance and quality;  describe soft factors;  clarify expectation and perception;  assist in the development of metrics and selection of indicators;  obtain information and knowledge on metrics and service levels;
 measure efficiency of FM processes and effectivity of their output;  improve processes to achieve quality on strategic, tactical and operational levels;  improve quality management processes and assure their continuous improvement;  improve communication between stakeholders;  improve effectiveness of the FM processes;  and other aspects related to quality in FM. The understanding and application of this standard will support the creation of metrics which will enable measurement and assessment of quality of FM and FM Services and the added value to the primary activities.  facilitate the management of primary activities;  increase of productivity (efficiency effectiveness); SIST EN 15221-3:2011

"Facility services" is defined in EN 15221-1:2006 and is the support provision to the primary activities of an organization, delivered by an internal or external provider. Facility services are services related to "space and infrastructure" and to "people and organization".
According to the existing FM model in standard EN 15221-1 is decided that facility services are only used on operational level. The terms "facility services" and "classified facility products" are not used on tactical and strategic level. "facility product" is one of a defined set of hierarchically organized classified facility services - only the term "(classified) facility products” is used in that context only.
In EN 15221-4 and EN 15221-5 facility services have been classified. These "classified facility services" will be called '(classified) facility products' or 'simply facility products'. When referring or using the term facility product, they will refer to EN 15221-4. The classification of "facility services" to "classified facility products" is described in 5.4.2. After this subclause, the terms "facility services" and "classified facility products" are used in this standard.
[EN 15221-1:2006] 3.1.14 client key performance indicator indicator that provides essential information about performance of the client organization NOTE The client key performance indicators have to be given by the client organization, based on its strategic goals pursuing the development of the primary activities. 3.1.15 FM-indicator indicator that measures the quality of facility products NOTE They are used on different levels (e.g. strategic, tactical or operational Level) see Figure 6. 3.1.16 FM-key performance indicator (FM-KPI) FM-indicator influencing the primary activities of the organization by feeding client key performance indicators NOTE FM-indicator linked to client's organization objectives and related facility product which directly impacts the primary activities. 3.1.17 FM-top indicator indicator important for the FM activities without being FM-KPI SIST EN 15221-3:2011

ability of system to be maintained for the present and future generations NOTE In this context "system" comprises environmental, social and economic aspects. [EN 15643-2:2011] 3.2 Abbreviations FM – facility management SL – service level SLA – service level agreement KPI – key performance indicator PDCA – plan, do, check, act QM – quality management QMS – quality management system 4 Basics of quality management 4.1 Importance of quality in FM For the client organization the quality of the services delivered is fundamental, since the quality of the support processes may influence the primary activities and organizations objectives of the client considerably. Consequently the client should have all necessary means (knowledge, processes, tools, etc.) to define the quality of the services and ensure that the quality delivered will fulfil the requirements, meet the demands and satisfy needs within the clients' organization. In order to achieve this goal the client should have also the means:  to obtain the quality of the services;  to permanently control the quality of services delivered (results). The client should define:  the services which are needed, preferably in the form of classified facility products;  the SL to be fulfilled;  the indicators and processes to measure the quality;  the action in case of quality discrepancies. The challenges are  to determine the “right” level of quality in the SL/SLA, and SIST EN 15221-3:2011

In the process of defining the characteristics of the product that are defined in the SL/SLA the following aspects for an organization shall be thoroughly considered:  the needs (e.g. subsistence, protection, affection, understanding, participation, leisure, creation, identity, freedom, etc.) which are physiological or psychological requisite for their well-being;  the expectation or belief (projection into the future) which may be expressed precisely, explicitly, fussily or implied;  the perception (process of interpretation and organization of the stimulation of the humans sensory receptors to produce an experience) within the context of the society, culture, traditions; etc. The perception of quality is strongly influenced by the needs, expectations and constraints of the recipient of the product at the time of delivery;  client, customer and end user perceived value as ratio of satisfaction and/or experience over perception of the fairness of the price;  the various constraints (e.g. financial, resources, legal, etc) resulting in selection, filtering, prioritising within the clients organization and related market. It is important to note, that needs, expectations, perceptions are different for all individuals as well as part of organizations and clients management have to be used to select and prioritise the various performance/quality criteria considering various constraints within the organization and the market. In the process of delivering the product as well as in the process of receiving/consuming the product the same as above mentioned aspects apply and shall be considered. In the life cycle the changes of above aspects shall be considered as well as changes of knowledge and changing of awareness. 4.3 Type of Characteristics 4.3.1 General In order to define the quality of a product, indicators for appropriate characteristics shall be used. They may be defined as objective (hard) and/or subjective (soft) characteristic. Indicators for subjective characteristics are mostly not clearly expressed/described since they are related to client, customer and end user’s needs, expectations and perceptions and they are often generally implied. 4.3.2 Objective (hard) characteristic
 physical
(e.g. mechanical, electrical characteristics)  temporal
(e.g. punctuality, reliability, availability)  functional
(e.g. availability of an technical equipment) SIST EN 15221-3:2011

(e.g. cost, price) Measurement of objective (hard) characteristics can be made objectively with metering / measurement instruments and are not subject to interpretation within given measurement conditions (method, timing, area, etc.) and they do not depend on individuals interpretation. "Hard measures" of customers satisfaction shall measure and reflect customer’s actual doing and buying behaviour (gains and losses of customer, market share relative to competitors, repeated business, etc.). 4.3.3 Subjective (soft) characteristic  sensory
(e.g. related to smell, touch, taste, sight, hearing); 
behavioural
(e.g. courtesy, honesty, veracity)

ergonomic (e.g. physiological characteristic, or related to human safety) These characteristics are strongly influenced by the perception of e.g. an individual, a segment/group/part of client organization (e.g. department), an organization as a whole. Measurement of subjective (soft) characteristic e.g. client, customer and end user’s satisfaction, experience and perception are referred usually as "soft measures" and are usually a result of surveys. They are measures of customer opinion, perceptions and feelings and these indicators may be used to predict customer’s behaviour, satisfaction and perceived values. They also help to identify problems early so they can be corrected. The interaction of elements and influences to quality in Facility Management is shown in Figure 1:
Figure 1 — Elements and influences to quality in Facility Management SIST EN 15221-3:2011

Requirements are prerequisites for the specification of the SL either described in a tender offer and/or negotiated in a process with the service provider. The above translations processes inherits deviations from the needs to be met, due to:  Only a subset (part) of the needs are formulated explicitly.  The fussy and implicit expectations are often not expressed respectively since client organization is not aware of their existence.  They are furthermore altered and/of filtered due to constraints within clients organization like: culture, financial, importance to hierarchies, temporal (time pressure), knowledge, and there like, as well as Insufficient communication  Faulty and/or incomplete translation process. As a consequence thereof the SL description (defined requirement) inherits a non-compliance with the needs and therefore leads to a gap between the expected (often not clearly expressed) requirement defined requirement (see Figure 2). SIST EN 15221-3:2011

Figure 2 — Gap between expected and defined requirement 4.4.3 Delivery Due to constrains and deviation of providers performance and eventually different providers interpretation and perception of specified characteristics and related indicators in the service level agreement a deviation may accrue (gap between delivery and defined requirements – see Figure 3). 4.4.4 Perception At the time of service delivery the characteristic of the product may be perceived / experienced differently (gap) by the client organization then intended and communicated / defined in the above described process. All above described deviations (gaps) may become evident and shall be subject to quality assurance and the continuous improvement process. SIST EN 15221-3:2011

Figure 3 — Gap between delivery and defined requirements Under-fulfilment (low quality) of the requirements may have an impact on the primary activities and consequently client customer and end user’s satisfaction as well as success of the primary activities. Over-fulfilment is usually ineffective and implies higher cost for the provider and client prices, leading to economic disadvantages. 4.5 Quality Management 4.5.1 General The quality management goal is to ensure that delivery meets demand, processes are optimised and that continuous quality improvements are in place. For this it is important to use metrics to measure the results in the development over time to improve service delivery and processes. Various QMS approaches exist, the main one being based on EN ISO 9000. Other approaches proposed on the market are more specialized (e.g. oriented towards the provider or for perception/expectation orientated systems). In any case the present standard does not intend to replace theses systems. 4.5.2 Existing QMS at client organization Within the client’s organization very often QMS already exists. The purpose of the clients QMS is to improve the effectiveness of the client primary activities. This existing QMS should be adapted to the use for quality management in the FM processes and need to be synchronized at the relevant quality indicators. The QMS of the primary activities will have requirements to the primary and support processes. These metric-systems should fit in the QMS which are measured and determined by the client. The output of the FM SIST EN 15221-3:2011

5.1.1 The quality management process The quality management process is a process within an FM organization (FM performance and quality management process – see Figure 4). The processes concerned are strongly interdependent and impact directly the efficiency and productivity of activities (FM activities as well as primary ones). The process consists of activities at the three levels of the organization:  strategic level (the processes partly aimed at controlling that the client’s need are met and partly aimed at measuring that the goals of the facility organization will be reached);  tactical level (the processes partly aimed at controlling that the customer’s needs are met and partly aimed on controlling that the indicators of the management of services are reached);  operational level (the processes partly aimed at meeting the end user’s needs and partly aimed at controlling that the indicators on the operational tasks are met). Development and elaboration of quality criteria, quality measurement and indicator in process are presented in Figure 4. The figure below shows the application of the FM quality management processes within the FM processes.
Figure 4 — quality management cycle within FM processes SIST EN 15221-3:2011

5.3.1 Objectives
The objective of determining requirements is to obtain the requirements which will be part of the specifications of the facility services incorporated within the SLA. These specifications are presented within 8.2.4.1 and 8.2.5.2 of EN 15221-2:2006, including performance and quality aspects and are presented in a simplified way within 7.4.2. 5.3.2 Possible techniques to determine client’s organization needs:  specification of the organization;
 conduct customer requirement research;  ask what the customer wants and why (meetings, surveys, studies, etc.);  determine requirements through customer feedback/complaints;  quality function deployment for new products and functions (based on customers "wish list");  perform due diligence of the client existing services and organization / analysis of present status;  with client/customers/end users representatives perform benchmarking including sites visits/comparisons with other organizations (similar or not);  assume that what you already know is what customer wants and verify understanding so that an awareness is obtained. 5.3.3 Requirements from primary activity
To elaborate the requirements coming from the organizations primary activity following steps have to be performed: 1. understand the primary activities and get information about the organizations objectives (requirements) of the primary activities themselves. a) client communication with management of the client, get the global organization objectives check corporate guidelines, policies (environmental, ethic, etc.), internal rules; b) customer communication with business units, key customer groups (varying according to each organization) in order to obtain their requirements; SIST EN 15221-3:2011
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