If
you read this blog even occasionally you know that I am a big fan of data and
metrics in managing the FM domain. Our
group routinely tracks, analyzes and reports data on the full breadth of
services we perform. As a result we are
tuned in to the pace of our business and can almost feel minute shifts that
signal change we should be aware of.
We
are now reaping the daily dividends of a grass roots effort begun several years
ago when “count the paper clips” first came into our lexicon. That was the direction given when a manager
asked, “What should we count?” upon hearing that we were going to undertake a
metrics program. It was a brilliant
answer.
That
response started us immediately. If we
had said, “Let’s design a program. We
need a system before we can start,” or asked “Who has the knowledge and
skillsets we need?” we would have been stalled at the start. The answer “count the paper clips” mobilized
us to immediate action. We did not have
a system, program, or organizational structure, but we knew we could count them
and we did. While we were at it, we
counted everything else.
As
a result, we now have data going back several years on every facet of our
operation. Over time our capabilities
and sophistication have grown. When we
started we knew how to count. Today, we
capture, analyze, project, and plan strategically based on what we know for
certain and can predict with high accuracy.
We can anticipate shifts in business patterns before they occur based on
well established relationships between disparate data points.
The
payoff for us is not simply that we are able to do a better job with greater
accuracy. The job is also more fun. By enabling our staff with training and
giving them a vision we have allowed them to learn, participate, discover, and
grow. The great bulk of the work is
accomplished by line staff who are in direct contact with systems, processes,
and customers. Virtually all team
members have been trained in basic statistics including data gathering, data
structure, pivot tables and pivot charts, data smoothing, analysis, and how to
format and report operational data.
This
metrics initiative fueled the start of our Continuous Improvement initiative
when it came along soon after. Unlike
some others, the Facilities staff knew and understood the importance of data
driven planning and were familiar with the routines and discipline required to
be effective in the quality improvement effort.
Every
month line managers gather to review metrics and analyses that have been
produced by staff. We track and analyze
details to identify trouble spots and opportunities. We investigate causes, analyze data, and adjust
operations. We have seen our Customer Satisfaction scores improve markedly
while getting more done and focusing our efforts on what really matters. We work hard at it and the results show
it. Our group is rightfully proud of
their abilities and we serve our organization better than we did before.
And
it all started with counting paper clips.
One can make one's own determination on the future trajectory of this chart. Some will interpret it as a sign of gathering turn around momentum while others will suggest that the pull back in government spending in the public works sector is likely to create future drag. Time will tell.
