Facility Operation Management Report: A Comprehensive Analysis

This report provides a detailed analysis of facility operation management, focusing on the responsibilities of a facility manager, particularly within a sports complex like SMG Europe's sport-city. It emphasizes the importance of maintaining service quality, ensuring customer satisfaction, and identifying the roles and responsibilities of staff. The report explores the impact of facilities and funding agencies, highlighting statutory regulations and their effects on operations. It also delves into health and safety measures, including equipment maintenance, training, and technology integration, alongside the required documentation for compliance and employee safety. The report emphasizes the need for effective staff management, including motivation and rotation, to enhance skills and maintain high service standards. Finally, it examines the importance of proper documentation and record-keeping for health, safety, and regulatory compliance within the facility.

Facility Operation Management

TABLE OF CONTENTS
TASK 1............................................................................................................................................3
1.1 Responsibilities of manager...................................................................................................3
1.3 Responsibilities towards customer's facility..........................................................................3
1.2 Identification of the responsibilities.......................................................................................4
1.4 Impact of facilities and funding agencies..............................................................................5
2.1 Statutory regulations and its affects.......................................................................................5
2.2 Health and safety measures....................................................................................................6
2.3 Required Documentation.......................................................................................................7
3.2 Control system to manage operations....................................................................................7
3.3 Effective building of management.........................................................................................8
REFERENCES..............................................................................................................................10
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TASK 1
1.1 Responsibilities of manager
The main responsibility of the facility manager Mike Cowley is to make sure that the
quality of the services of output facilities should be properly maintained by the staff who are
handling the service (Love and et.al., 2014). Mike Cowley should check and ensure that the
quality of the services are good. He should take reviews from the management and visiting
people, just to ensure that their staff work together and reach the goal of the company.
Mike is the facility manager and his objective is to maintain the high standards which are
required by the clients who are more demanding. The sport-city should have the equipment's
which are well advanced and it must have all the game activities, whether they are indoor games
or outdoor games. The managing staff is managed in such a way that no individual has to wait
for anything and the games can be played very easily.
1.3 Responsibilities towards customer's facility
The manager have some responsibilities towards the customers as well like;
 Good service of customers: The facilities manager have to keep in mind that the
services, customers are getting should be good and capable enough to make them
satisfy.
 Customer satisfaction: Mike have to check time and time again that the customer
should get satisfy by his services. There is a feedback form also, by which the
manager came to know, what the customer is thinking about the quality of their
services (Piercy and Rich, 2015). This will give them a chance to improve
themselves.
 Empathy of customers: The customer should feel happy about the service he is
receiving.
 Customer retention: This is also an important aspect, a manager should be aware
of. The services they are getting should be such that, the customer will visit the
sport-city again and again.
These specific responsibilities have to be applied by all the staff members from the front
end. This will ensure that the customer are getting good services and value for money.
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Mike Cowley, should monitor and operate all the materiel which passes through the
supply chain (Farahani and et.al., 2014). The management have to ensure that what they are
buying. Some of the extraordinary attention must be given to the players, who are playing and
their needs as well. SMG Europe already fore cast some of the facilities which are required by
the players and their people. But some of the things like facility, capacity, facility layout, work
force, all these things should be kept in mind before fore cast. The supply chain of the services
should be of the highest quality and the customer should receive the better availability of the
services which are provided in the sport-city (Giannakis and Papadopoulos, 2016). Mike himself
meets to the player and their working staff, just to ensure that they are receiving good services.
He also checks whether they are having any complaints regarding the services or if they want to
give some suggestions by which they can improve their service quality.
1.2 Identification of the responsibilities
If we can check or analyze the scenario of SMG Europe, the managers which are
managing the facilities are trained in such a way that they always thinks people are more
important and the players of different games (Ghiani and et.al., 2014). The manager have to
identify the role and responsibility for each individual and he should rotate the staff in such a
way that each person in staff will get the job, he is interested in the most. Some of the main
responsibilities identified for the manger towards his staff are;
 Quality check and Balance: The manager should check the quality of the services
provided by the staff. He must ensure that whatever services they are providing in
sport-city should have high standards, so that the players will not face any
problem. He must have the balance of each activity what is going on inside the
sports complex. The purchase they make and the export from the stadium, he
should have the balance sheet ready at any point of time, so that the organization
is well aware about the profit and losses they are having from this sport-city
(Costa and et.al., 2013).
 Customer service and empathy: Mike Cowley have to ensure every day that the
quality of the services are the best. The customer should be happy with their
services. He has that special habit of talking to the players by himself. So that he
will came to know the service quality they are getting.
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 Staff Motivation: Mike have to motivate his staff and encourage them to do the
work. This must be helpful in retaining the experienced staff and also help the
organization in increasing their profit (Mayers and Butler, 2013).
 Staff management: The manager have to rotate the staff time and time again.
This is done so that the staff will not get bored by doing the same activity each
day. They should face new challenges. This will help in increasing their
knowledge and sharpen their skills.
1.4 Impact of facilities and funding agencies
There are some funding agencies, which are those agencies, that are providing the
funding or the capital amount of the company. This will help them in running the operations and
providing the high quality services in a better way. Sport-city have various stadium, in those
some are indoor like badminton, table tennis, swimming etc. some are outdoor as well like
hockey, football etc. So these all plays a leading role in deciding what kind of services are
required at which place. The facilities also impact the customer and players. Because if they feel
the quality is good, then the sports ministry will give them more games to organize and this will
increase the profitability (Schulze and et.al., 2016). Commonwealth games are so huge on world
level, that they have to have the highest order of services which are available in the industry. The
players in the sport-city are mainly of football so they are having the partnership of Adidas, the
football manufacturing company on the world level. This agency or company is providing high
class services and the quality football, so that the players will be able to play more precisely.
2.1 Statutory regulations and its affects
There are some regulations which are known as statutory regulations and they are
enforced by different regulatory organizations which are present in the country or in the state.
These can have some significant impact on the services of the management and also affect the
functions of different facility operations in various ways. Sometimes, it can happen that some of
the regulations makes sure that the local public and the customers are prevented from the poor
practices. They ensure that each individual get the best quality of services (Shohet and Lavy,
2017). In the entire world, all the countries are having their specific rules and regulation and
different laws, and the companies have to work under those statutory laws. It is compulsory for
the companies to work under those regulations which are enforced by the local government. This
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is done because the government have to make sure that their actions are not creating any harm to
the environment. There are some laws which are especially designed for the safety of human so,
they have to follow those rules also (Karamouzian, Naini and Mazdeh, 2014). No employee or
staff should get injured while working and the environment of the organization like sport-city is
safe for the customers as well as for the employees.
SMG Europe is an organization, which is organizing all types of events. There is
tremendous work load on all the employees. So they offer some kind of relaxation and the
balance to the staff between their social life and their work. For the employees, they organize
different parties, and sometimes a vacation on other location. This will keep the staff happy.
These type of practices also helps in keeping the staffs mental and physical condition happy and
also helps in motivating them to perform their job in more effective way.
2.2 Health and safety measures
The sport-city is growing day by day and the quality is also increasing day by day. The
costs of some of the services are getting low because of the improvement in the funding and
sponsoring companies (Chen, Olhager and Tang, 2014). Thus, this gives the company to increase
the safety of the work place. Some of the measures that can be applied by Mike Cowley are as
follows; Better and maintained machinery: the facility manager have to ensure that all the
equipment and sport facilities are better and they are fully maintained to the top level. So
that this will not give any trouble to the players. Training and Development: The training ground and the indoor training facilities like
gym, swimming pool all are well prepared. The training facility should be such that it
will increase the skills of the player. The development will be keep on going according
to the technology. The players should get what they want. Technology: The sport-city should be equipped with all the latest technologies in all the
sports (Milutinović and at.al., 2014). All the qualities and services should be well
advanced.
 Quality Check: Some of the organizations are having their quality check in once in a
year or once in two years. But this is not the case with SMG sports city. They are having
their quality check every quarter of the year means in every four months. This will give
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the idea about the quality of the services the players and the customers are getting. This
will also helps in improving the area, where the quality is a little low.
The sport-city is organizing the staff well and they are utilizing the technologies very well to
overcome any threats which are not good for the practices (Kassem, Succar and Dawood, 2015,).
It is the main responsibility of the operational manager to check each and every part of the sports
complex daily and at the same time proper monitoring of staff, so that the quality of product
remain the same or it will improve.
2.3 Required Documentation
In every organization, proper record must be kept for each activity. Here also, for health
and safety purposes, proper records are kept. The organizational committee will keep on auditing
those records from time to time. This will help to get them know what are the major risk prone
areas and where improvement is necessary. Mike Cowley, have to have all kind of information
which is related to the sport-city, and which is related to any of the sports (Baines and Shi,
2015). This is required because of the statutory regulations because of the safety and proper
health of the employee, which will have their age, size of the family, ethnicity and their marital
status etc. different government and different culture are having their regulations and those are
highly customized according to what they want. And also according to what is good for the
people and their safety.
As far as SMG is concerned, they always have very accurate and proper documentation
for the compliance of accounting with the rules and regulations. They will have the record of
their staff and the audit reports also. The operational manager must have all the health and safety
measure reports and information of the employees. The documentation of the employees are also
necessary, this will help in identification, if anything wrong happens in the organization
(Fichtinger and et.al., 2015). The entry and the exit time of the workers be noted, so that they can
identify who is not coming on time and who is not doing their duty properly. All these
documentation will eventually benefits the organization only.
3.2 Control system to manage operations
The facilities manager have to implement such kind of system to utilized the facilities.
The system should include all the factors and it will provide the highest quality of facilities. This
will also give the proper utilization of the work force and different quality checks. To develop
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such kind of task is very difficult because the manager will face a lot of difficulties which are
either related to the staff or related to the services. They have to create different spot checks,
video monitoring and e-mail monitoring and other different measure to check the working
environment. This will have an impact on the workers, and those people who are not doing their
work regularly (Wijnia, de Croon and Liyanage, 2014). Spot check is a technique which is used
in checking whether the employees are doing their work on time or not. Whether they are giving
good services to the players or not. Video monitoring and recording can also be done to check
each and every part of the sport-city. This is very useful in identifying, what job the workers are
doing and how they are doing their respective job.
The control system will necessary to maintain the quality of the services which is
provided by the sport-city. It is the main duty of the operational manager to check and visit the
customers, if they are any complaints or suggestions. Sometimes, the employees are doing
mystery shopping to maintain that level of quality. The manager will have to get the ideas from
the customers and also from the players about their needs. After getting from the ideas from
them, they should implement in the organization. The organization can do email monitoring also,
but some times it can create problem. Because to check the personal email of the employee is
suspected and he can file a complaint against the manager. But it is necessary to make sure that
no sensitive information is leaking somewhere, which will cause harm to the organization.
Some issues were also there when the manager or the organization is implementing
quality checks (Aurelio Locsin, 2017). Sometimes it can happen that, the customer's will not
respond accurately, when they were asked about the feedback, so the manager have to ensure
that they have such kind of system which will control all the aspects regarding the security of the
organization as well as the safety of an individual and the workplace also.
3.3 Effective building of management
To build the effective management, the manager must implement the proper control
system and proper workforce which is well trained and can capable of handling any type of
work. The management should build in such a way that all the facilities provided are of the
highest order. The team and the management will be effective when they are having mutual
respect for each other. By working hard, each employee should earn his respect. Apart from this,
the manager must have an idea about what thing is the important, and by improving that thing,
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the quality of the organization must be improved. They should have the effective plans so that
they can fulfill all those important elements which are necessary for any organization (Don Sapp,
2017). Some of the actions models have to be developed, so that they can tell the basic and more
specific details to the staff. The manager should not keep any secrets from the staff, this will help
in building the good relationship among each other and this will also helps in building the most
effective team. It will increase the popularity of the organization.
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REFERENCES
Books and journals
Baines, T. and Shi, V.G., 2015. A Delphi study to explore the adoption of servitization in UK
companies. Production Planning & Control. 26(14-15). pp.1171-1187.
Chen, L., Olhager, J. and Tang, O., 2014. Manufacturing facility location and sustainability: A
literature review and research agenda. International Journal of Production Economics.
149. pp.154-163.
Costa, A., and et.al., 2013. Building operation and energy performance: Monitoring, analysis and
optimisation toolkit. Applied Energy. 101. pp.310-316.
Farahani, R.Z., and et.al., 2014. Hierarchical facility location problem: Models, classifications,
techniques, and applications. Computers & Industrial Engineering. 68. pp.104-117.
Fichtinger, J., and et.al., 2015. Assessing the environmental impact of integrated inventory and
warehouse management. International Journal of Production Economics. 170. pp.717-
729.
Ghiani, G., and et.al., 2014. Operations research in solid waste management: A survey of
strategic and tactical issues. Computers & Operations Research. 44. pp.22-32.
Giannakis, M. and Papadopoulos, T., 2016. Supply chain sustainability: A risk management
approach. International Journal of Production Economics, 171, pp.455-470.
Karamouzian, A., Naini, S.G.J. and Mazdeh, M.M., 2014. Management of returned products to a
remanufacturing facility considering arrival uncertainty and priority processing.
International Journal of Operational Research. 20(3). pp.331-340.
Kassem, M., Succar, B. and Dawood, N., 2015, January. Building information modeling:
analyzing noteworthy publications of eight countries using a knowledge content
taxonomy. American Society of Civil Engineers.
Love, P.E.,and et.al., 2014. A benefits realization management building information modeling
framework for asset owners. Automation in construction. 37. pp.1-10.
Mayers, K. and Butler, S., 2013. Producer responsibility organizations development and
operations. Journal of Industrial Ecology. 17(2). pp.277-289.
Milutinović, B., and at.al., 2014. Multi-criteria analysis as a tool for sustainability assessment of
a waste management model. Energy. 74. pp.190-201.
Piercy, N. and Rich, N., 2015. The relationship between lean operations and sustainable
operations. International journal of operations & production management, 35(2), pp.282-
315.
Schulze, M., and et.al., 2016. Energy management in industry–a systematic review of previous
findings and an integrative conceptual framework. Journal of Cleaner Production. 112.
pp.3692-3708.
Shohet, I.M. and Lavy, S., 2017. Facility maintenance and management: a health care case study.
International Journal of Strategic Property Management. 21(2). pp.170-182.
Wijnia, Y., de Croon, J. and Liyanage, J.P., 2014. Towards an asset management reference
model: basis for a unified approach. In Engineering Asset Management 2011 (pp. 331-
338). Springer London.
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Online
Aurelio Locsin, 2017. What Is a Facilities Operations Manager? [Online]. Available Through
<http://work.chron.com/facilities-operations-manager-16153.html>. [Accessed on 20th May,
2017].
Don Sapp, 2017. FACILITIES OPERATIONS & MAINTENANCE. [Online]. Available
Through <https://www.wbdg.org/facilities-operations-maintenance>. [Accessed on 20th May,
2017].
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