SIST EN 15221-3:2011

SLOVENSKI STANDARD
oSIST prEN 15221-3:2010
01-januar-2010
Upravljanje objektov in storitev - 3. del: Navodilo za doseganje/zagotavljanje
kakovosti pri upravljanju objektov in storitev
Facility Management - Part 3: Guidance how to achieve/ensure quality in Facility
Management
Facility Management - Teil 3: Leitfaden für die Erreichung/Sicherung von Qualität in
Facility Management
Facilities Management - Qualité, niveaux de service et indicateurs de performances clés
Ta slovenski standard je istoveten z: prEN 15221-3
ICS:
03.080.99 Druge storitve Other services
91.040.01 Stavbe na splošno Buildings in general
oSIST prEN 15221-3:2010 en
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

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oSIST prEN 15221-3:2010


EUROPEAN STANDARD
DRAFT
prEN 15221-3
NORME EUROPÉENNE

EUROPÄISCHE NORM

October 2009
ICS 03.080.99; 91.140.01
English Version
Facility Management - Part 3: Guidance how to achieve/ensure
quality in Facility Management
 Facility Management - Teil 3: Leitfaden für die
Erreichung/Sicherung von Qualität in Facility Management
This draft European Standard is submitted to CEN members for enquiry. It has been drawn up by the Technical Committee CEN/TC 348.

If this draft becomes a European Standard, 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.

This draft European Standard was established by CEN 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 Management Centre has the
same status as the official versions.

CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Cyprus, Czech Republic, Denmark, Estonia, Finland,
France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal,
Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland and United Kingdom.

Recipients of this draft are invited to submit, with their comments, notification of any relevant patent rights of which they are aware and to
provide supporting documentation.

Warning : This document is not a European Standard. It is distributed for review and comments. It is subject to change without notice and
shall not be referred to as a European Standard.


EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION

EUROPÄISCHES KOMITEE FÜR NORMUNG

Management Centre: Avenue Marnix 17, B-1000 Brussels
© 2009 CEN All rights of exploitation in any form and by any means reserved Ref. No. prEN 15221-3:2009: E
worldwide for CEN national Members.

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Contents Page
Foreword .3
Introduction .4
1 Scope . 13
2 Normative references . 13
3 Terms and definitions, abbreviations . 14
4 Basics of quality management . 16
5 Process of quality management . 22
Annex A (informative) GAP-Model . 36
Annex B (informative) Additional information and recommendation for measurement metrics . 37
B.1 Recommendation for designing a metric system . 37
B.2 Attributes of indicators . 38
B.3 Indicators selection criteria . 39
B.4 Required properties of indicators . 39
B.5 Data gathering techniques: . 40
B.6 Domains and categories on indicators . 41

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Foreword
This document (prEN 15221-3:2009) has been prepared by Technical Committee CEN/TC 348 “Facility
Management”, the secretariat of which is held by NEN.
This document is currently submitted to the CEN Enquiry.
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Introduction
This introduction is meant to emphasis that the FM model in EN 15221-1 is still valid for the users of FM but
this FM model needs adaptation for specific organisations. These adaptations form the input and perspective
for the draft standards.

The objectives of this introduction are:
 To give the reader help and guidance to find the way through the draft documents.
 To show the relation of the new drafts to the existing standards EN 15221-1 and EN 15221-2 and to the
drafts.
 To create a better understanding of the purpose of the drafts and their content.
NOTE  This introduction will not be necessary after the phase of Enquiry.

Fundamentals of FM
 Facility Management is a basis in every organisation to assist the primary processes
 Facility Management is on every level of a organisation
 Facility Management encompasses and supports every primary activities including administration and
legal
 Facility Management optimises the input of resources (energy, media, personnel)
 Facility Management enables the organisation to be efficient and effective on changes regarding to Space
& Infrastructure and People & Organisation
 Facility Management cannot be outsourced, only facility services

Basic principles which are used in the drafts
 The knowledge of the series of ISO 9000-90004 and the guidance papers
 The knowledge of the cycle of PDCA which stands for Plan, Do, Check and Act.
 The knowledge of existing national standards
 The drafts have used the experiences of leading FM organisations and transformed them into examples

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Basic messages from prEN 15221-3 till prEN 15221-6

There are strong interrelations between the draft of prEN 15221-3 with prEN 15221-4 and with prEN 15221-5.
These drafts have also strong linkages with the FM model of EN 15221-1.
The prEN 15221-6 is less related to the FM model than the other prEN’s and gives a method for space and
area measurement which can be used in “REAL ESTATE” or for standard Benchmark purposes.

Message prEN 15221-3
 The principles of ISO 9000 are used and applied to FM
 The demand, requirement of the needs of an organisation are transformed into the steps and measures
to act on deviation. The Quality Management workflow is introduced
 There is a hierarchy of measurement

Message prEN 15221-4
 A time scale is introduced in the FM model of EN 15221-1
 A merged cost structure with facility services/classified products is introduced
 A structure and classification which is comprehensive and not exclusive

Message prEN 15221-5
 FM is embedded in a dynamic system which is according to ISO 9000
 The FM processes are demand driven, performance based as business processes
 The FM processes are on 3 levels (strategic, tactical and operational) and linked with each other

Message prEN 15221-6
 Space is identified
 A method to measure space
 It shows a hierarchy of space
NOTE This draft doesn’t deal with the use of space

Forecast /outlook
These drafts will create the basis for a later Standard of Benchmark or others in the FM field.
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In the FM model below . the focus of each draft is pointed out.

Example for new draft standards
Purpose: with this example, the readers of the draft standards should get a better understanding of the
functions of each standard within the frame work of the Facility Management understanding described in the
basic standard 15221-1. the reader should also become an overview of the content but in the same time he is
offered in a fictitious context the use of the content. As a matter of fact, Facility Management has different
perspectives but needs to be understood as a comprehensive function in every organisation
Description of the context
An organisation does exist since 40 years and produces parts for delivery to Original Equipment
Manufactures. With 14.000 employees spread out over the whole country in 5 locations, the firm found itself
trapped in the global economy. The last ten years, more and more clients moved their production lines into the
Eastern European countries, some even into the Far East, some others to America.
A new strategic direction was planned by the managing directors, to find the success factors and to continue
the growth in the future.
The starting point was a positioning among competitors. A working group benchmarked the company against
the competitors. A second work group interviewed the client side, to understand the market developments and
their expectations
The results of the working groups showed significant challenges:
ƒ The cost of the parts is to high
ƒ New production techniques need to be found for more precise and cheaper production
ƒ The time to develop new products is to be drastically reduced
ƒ The IT support needs better integration
ƒ Specific controlling methods are missing
ƒ The reputation of the company needs improvement
ƒ The support processes need improved flexibility and efficiency

In order to achieve actions plans, a strategic projects is implemented to find the appropriate steps and
improve the future. The managing directors described three alternative paths, which to be considered:
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Option 1: Buy a competitor
Option 2: Merger with a competitor
Option 3: growth on own power
Option 4: get bought by competitor
A specific task force was set up to concentrate on the investigation of the support processes. The analysis of
the competitors gave indications, that the support processes are not professional as needed.
Result of the analysis of support processes
ƒ There is no transparency of the cost and the performance
ƒ The responsibilities of the support processes are spread out over the whole company
ƒ The resources used in the support processes are not identified
ƒ the required quality and service levels are not specified, specific interfaces and areas of
responsibilities are not clearly identified and communicated
ƒ the demand for space and infrastructure is not coordinated within the company, nor is the flexibility of
the space considered during the design phase

The report was given to the managing directors. The necessity to adjust this situation by the help of existing
best practice examples was recognised, the task force was asked to look for those examples and generate a
state-of-the-art proposal.
A research phase showed the existing European Standard, which seemed to form a basis for the request: the
support processes alignment to the primary processes and the derived demands and service levels, as the
standard allows also various support processes to be included, the model shown in the annex A was regarded
as helpful example.
Following fields of interest had to be solved:
How to describe the Service Levels?
How to measure the space?
In which categories should the services, processes and cost be evaluated? Is there already a structure to be
used?
Which processes have to be looked at?
Which links have to be considered? Which triggers can influence which process steps?
After three months of investigation, the task force came with following proposal:
1. Analyse the primary processes (based on EN 15221-1) and the strategic targets of the company
2. Generate the support processes on the basis of the analysed demands
3. define the demand and supply of support processes,
4. take the proposed methods of prEN 15221-3 to describe the Service Levels and the related
performance indicators,
5. structure the support processes and cost according to prEN 15221-4 based on the taxonomie frame
work, offered in the standard,
6. analyse the set up of processes according to prEN 15221-5, check if there are any processes missing
or simply not adequately set up,
7. measure space in comparison of prEN 15221-6, to get the transparency of space and how much
space is built
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In the next three months, the questions were answered.

1. General Primary processes:
the analysed primary processes are: administration, research and development, production, sales and
retail, after-sales services
according to the latest strategic paper, the company strives for sustainability, cost leadership and
innovation, further more, the leadership approach shows great importance on environmental
protection, green buildings and energy saving.
These strategic goals are taken into account when building the Facility Management strategy and set the
guide lines and standards within the Facility Management department

2. the derived support processes are:


Primary process Support processes Analysed demand
Administration Office space planning Demand for space, office facilities,
conference space, the space needs
Space administration to fulfil the expectations of the
employees (up to date IT equipment,
prestigious work places, high quality
move management
catering, office services etc.)
maintenance management

operations management
Facility Services Management

Research and Space planning Research workplaces, high security
development standards, creativeness workplace
Operations and maintenance process environment, space for testing and
prototyping, archives, IT
infrastructure (high performing
Health, safety, security and environmental
network, data centres)
protection processes

Production Energy Supply process High availability of energy supply,
high performing logistics processes,
Operations and maintenance immediate response on failures, high
flexibility in design and planning
projects (adjustments to changes in
Industrial Cleaning process
production processes)
Logistics process
Cleaning process
Minor projects planning process
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Sales and retail Operations and maintenance Support of marketing events,
prestigious sales areas, cleaning,
hospitality services, untainted
Cleaning process
appearance, high functionality in all
areas with customer contact
Grounds maintenance
After Sales Services Operations and maintenance processes Space for workshops,
Power supply

Head quarters Space planning
Facility Services Management
Conference management


3. define the demand and supply of support processes:
specify the required Facility Services, as there are:
a. operations and maintenance services
b. cleaning services
c. security services
d. grounds maintenance
e. logistics services
f. catering services
g. conference room services
h. move services
i. minor projects
and decide, which services shall be delivered in-house or by external providers.

In many locations of the company, the decision was historically driven and the number of external
providers differed as well as there was no distinct strategy used. The high number of invoices and the
intransparency of the cost and the performance of the procured services

4. take the proposed methods of prEN 15221-3 to describe the Service Levels and the related
performance indicators,
match the need, demands and requirements of the customers with the strategy and the process
outputs, decide over the relevant criteria and specify the Service Level, identify related performance
indicators and find according methods to measure the performance

5. structure the support processes and cost according to prEN 15221-4 based on the taxonomie frame
work, offered in the standard,
create the comparability of the different processes, usable areas and cost to receive indicators for
efficient and effective Facility Management,

6. analyse the set up of processes according to prEN 15221-5, check if there are any processes missing
or simply not adequately set up,
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Define the interfaces of the different processes and identify the triggers, which are necessary to
realise decisions, changes and information into the FM organisation but also influence the companies
strategic developments by accurate information, facts and data, most important is the assessment of
the real estate and the evaluation of the strategic developments, avoid to expend cost in space that is
limited in functionality and adaptability

7. measure space in comparison of prEN 15221-6, to get the transparency of space and how much
space is built
create a common method to measure space, identify the relevant basis of space indicators for internal
benchmarks and share the results with other functions, make sure that changes and alternations are
immediately measured and reported to the FM function, set up a database and provide access to the
data to the company, derive primary process specific information on space for strategic planning
purposes and show the key figures to the senior management (e.g. the relation of gross space to
usable space for each of the primary process areas)

With the help and the standardised understanding following benefits and effects can easily be reached:

ƒ Create cost awareness for space, services and changes
ƒ Harmonize the meaning and responsibilities of the Facility Management function in the company
ƒ Avoid gaps in communication, information and decisions especially when changes in the organisation
occur and senior management level required hard facts and figures
ƒ Avoid cost by increased transparency, target and function orientated support on the required service
level
ƒ Avoid waste of money for oversized space, service levels and equipment that does not contribute to
the primary processes performance
ƒ Create appreciation of the responsibilities of the Facility Management function by the usage of
professional methods and precise information
ƒ Build reliable and competent staff on every level by education, training and conitious learning


Guidance how to achieve/ensure quality in Facility Management
Effective FM brings value to an organisation 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 organisations that adopt quality improvement procedures
together with SL definition and the use of metrics. In addition, as technical developments increase,
requirements of organisations increase and economic systems mature, the demand for this type of FM
specific quality management will increase.
This European Standard is for management level for client and service provider organizations.
This standard integrates the concepts and terms coming from:
 the existing FM standards EN 15221-1 and EN 15221-2 which define FM and FM agreements,
 the IS0 9000 Quality standards
The purpose of this standard is to provide guidelines on how to:
 clarify and understand quality issues;
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 define quality criteria’s;
 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;
 reach a transparent knowledge and information on quality through on metrics and service levels;
 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.
Due to the fact that the application of this standard will enable to measure performance and quality of FM, it
will be easier to measure the added value of FM for the primary activities which provide tools to:
 facilitate the management of primary activities;
 increase of productivity (efficiency effectiveness);
 reach financial targets;
 improve the client image;
 enable Corporate social responsibility / Sustainability;
 bring customer, client and end-user satisfaction.

Terms product and service – general and in facility management context
The terms product, service, facility product and facility service is used in this standard and the interrelationship
need to be explained:
“Product” is used in the general ISO 9000 context of quality management in the sense of hardware, software,
service. This use should help to provide the connection to established existing principles and methods of
quality management in ISO 9000 context.
'Service' as part of the definition 'product' is used in the general quality management context as a time-
perishable, intangible experience performed for a customer acting as co-producer.
'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.
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“facility services” and “(classified) facility products” are only on operational level. For tactical and strategic
level the terms "Product", "Service", or "Function" in general are used
'facility product' is one of a defined set of hierarchically organised classified facility services - only the term
"(classified) facility products” is used in that context only.
In EN 15221-5:2009 WG4 and WG5 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 the Taxonomy standard.
The classification of ‘facility services‘ to ‘classified facility products‘ is described in chapter 5.4.2. After these
chapters the terms ‘facility services‘ and ‘classified facility products‘ are used in this standard.
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1 Scope
This European standard provides a guideline how to measure, achieve and improve quality in FM. It gives
complementary guidelines to ISO 9000, ISO 9001 and EN 15221-2 within the framework of EN 15221-1. The
standard provides a link into management methods and management theories.
This European standard is applicable to:
 FM in public and private organisations;
 client organisation and service provider relationships;
 full range of facility products or facility services;
 both types of service providers in FM (internal and external);
 all types of working environments (e.g. industrial, commercial, administration, military, healthcare etc.).
This European standard is applicable to business services (not consumer oriented).
This European standard does not:
 replace the quality management systems of the client organisation;
 provide standard forms:
 for performance and quality management systems (delivering a quality management system);
 for defining requirements;
 for service level.
 apply to the certification of the quality system of Facility Management (covered by ISO 9001)

2 Normative references
The following referenced documents are indispensable for the application of this document. For dated
references, only the edition cited applies. For undated references, the latest edition of the referenced
document (including any amendments) applies.
EN 15221-1: Facility Management — Terms and definitions
EN 15221-2: Facility Management — Guidance on how to prepare facility management agreements
EN ISO 9000:2005: Quality management systems — Fundamentals and vocabulary
EN ISO 9004:2007: Quality management systems - Guidelines for performance improvements
EN ISO 10007:2003: Quality management systems - Guidelines for configuration management
((Reference to the draft standards of the other WGs if referred))
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3 Terms and definitions, abbreviations
3.1 Terms and definitions
3.1.1
quality
degree to which a set of inherent characteristics fulfils requirements
[ISO 9000:2005]
3.1.2
requirement
need or expectation that is stated, generally implied or obligatory
[ISO 9000:2005]
3.1.3
characteristic
distinguishing feature
physical (e.g. mechanical, electrical, chemical or biological characteristics);
sensory (e.g. related to smell, touch, taste, sight, hearing);
behavioural (e.g. courtesy, honesty, veracity);
temporal (e.g. punctuality, reliability, availability);
ergonomic (e.g. physiological characteristic, or related to human safety);
functional (e.g. maximum speed of an aircraft).
[ISO 9000:2005]
3.1.4
product
result of a process
product categories, as follows:
 services (e.g. transport);
 software (e.g. computer program, dictionary);
 hardware (e.g. engine mechanical part);
[ISO 9000:2005]
3.1.5
service
time-perishable, intangible experience performed for a customer acting as co-producer
3.1.6
facility services
support provision to the primary activities of an organization, delivered by an internal or external provider
NOTE Facility services are services related to ‘space and infrastructure’ and to ‘people and organization‘.
[EN 15221-1:2006]
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3.1.7
facility product
One of a defined set of hierarchically organised (classified) and standardised facility services. The term
product is used in accordance with ISO 9000 being the output of a (facility) process which can be a single or a
package of material (hardware) or immaterial provisions (software), supplies or services which support the
primary activity of the organisation and its properties.
[EN 15221-1:2006]
3.1.8
process
set of interrelated or interacting activities which transforms inputs into outputs
[ISO 9000:2005]
3.1.9
system
set of interrelated or interacting elements
[ISO 9000:2005]
3.1.10
grade
category or rank given to different quality requirements for products, processes or systems having the same
functional use
[ISO 9000:2005]
3.1.11
service level
complete description of requirements of a product, process or system with their characteristics
NOTE The described set of characteristics in the SL can be graded within boundaries suitable for measurement and
analysis.
3.1.12
indicator
measured or calculated characteristic (or a set of characteristics) of a product according to a given formula,
which assess the status or level of performance at defined time
3.1.13
key performance indicator (KPI)
measure that provides essential information about performance of facility services delivery
[EN 15221-1:2006]
3.1.14
client key performance indicator
indicator that provides essential information about performance of the client organisation
NOTE The client key performance indicators have to be given by the client organisation, 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.
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3.1.16
FM-key p
...