BIFM North Key Learning Event - BAE Systems
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The document summarizes an agenda for a collaborative partnerships event at BAE Systems on July 31st, 2013. It includes: - A welcome from Jeremy Campbell and an ITAR induction tour of building 302 between 1830-1910. - Guest speakers on the heritage of BAE Systems, opportunities for collaboration in facilities management, benefits of collaborative partnerships, and pursuing excellence in FM between 1930-2100. - The event aims to discuss collaborative partnerships and raise the standard for collaboration in FM.
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BIFM North Key Learning Event - BAE Systems
- 1. Jeremy L. Campbell Director, EMCOR Group (UK) Contact details: Jeremy.campbell@emcoruk.com 07917 393 168 31st July 2013 - UNCLASSIFIED© BAE Systems 2013 1
- 2. Key Learning Event Collaborative Partnerships 31st July 2013 - UNCLASSIFIED© BAE Systems 2013 2
- 3. – The use of any photographic, video or voice recording equipment (including Camera Phones) on this site is illegal under the Official Secrets Acts 1911 & 1982 without prior authorisation. Welcome – No smoking except in the designated smoking shelters. – Please do not use your mobile phone in any of the hangars or laboratories and ensure it is switched off. – Loos, fire escape, personal kit etc.. 10th January 2013- UNCLASSIFIED© BAE Systems 2013
- 4. Collaborative partnerships agenda • 1800 – Welcome, Jeremy Campbell, Account Director, EMCOR UK • 1810 – International Traffic in Arms Regulations (ITAR) Induction and Introduction to 302 Building • 1830 - Tour 1 Group leaves for 302 building • 1840 - Tour Group 2 leaves for 302 building • 1900 - Coach collects Tour Group 1 for return • 1910 - Coach collects Tour Group 2 for return 31st July 2013 - UNCLASSIFIED© BAE Systems 2013 4
- 5. Guest speakers • 1930 - "Heritage of BAES at Warton, about I&IS and collaboration with EMCOR”, Paul Nolan, Head of Estates Infrastructure and Site Services, BAE Systems • 1945 - "Raising the Standard for Collaboration, opportunities in FM”, David Hawkins, Director of Operations and Knowledge Architect, Institute for Collaborative Working • 2015 - "The importance of collaborative partnerships and the benefits they can deliver, a personal perspective”, Steve Gladwin, Director, Nodus Facilities Solutions • 2045 - "The Collaboration Effect, pursuing excellence in FM”, Christopher Kehoe, Group Executive Director, EMCOR UK • 2100 – Close, Jeremy Campbell, Account Director, EMCOR UK 31st July 2013 - UNCLASSIFIED© BAE Systems 2013 5
- 6. Building business relationships Raising the Standard for Collaboration Opportunities in FM Date:13th November 2014 Location: BAE Systems , Preston Name: David E Hawkins
- 7. i Formed in 1990 by DTI now BIS and the CBI i Assist organisations to develop collaborative relationships for competitiveness i Develop, share, promote best practice Business Relationship Management i Self financing – Not for Profit i 24 years of practical relationship management experience i Executive Knowledge Network 87 members - Public sector/Industry / Academia ICW Board Lord David Evans of Watford (Chairman), Les Pyle (CEO), Andy Scott- CBI, Charlotte Stillwell-BIS, Barry Sheerman MP, Dawn Marriott-Sims (Capita), Douglas McCormick- (Atkins Rail) David Hawkins Knowledge architect & Director of Operations Background to ICW Our Vision Collaborative Working recognised as a fundamental business discipline necessitating a structured methodology to underpin successful business relationships.
- 8. ICW Executive Knowledge Network BIS CBI Dept. for Communities & Local Government Dept. For Culture Media & Sport DEFRA Dept. Health Dept. for Transport FCO HSE Ministry of Justice UK Trade & Investment MoD-DE&S National Audit Office NHS Shared Business Services NDA Royal Navy Royal Air Force US Department of Defense ACE Funding AECOM AMEC Ansaldo Atkins Rail Babcock International Balfour Beatty Bam Nuttall Bechtel British Standards Institute British Retail Consortium British Transport Police BT Global Services Business Continuity Institute CAPITA CH2MHill Chicks CIFAS Costain Construction Excellence DONG Energy EMCOR Frequentis Frost and Sullivan Guide Dogs for the Blind Indra Institute for Export Invisible Artists Linkbrooke Services Lockheed Martin Morgan Sindall J. Murphy National Express (C2C) NATS Network Rail Newsdesk Media NIP PERA Policy Connect Probrand Rail Alliance Rail Industries Association RT Infrastructure Schneider Electric Selex-ES Siemens plc Signalling Solutions Skanska SMMT Thought Crew Toshiba Volker Wessels Xchanging CASS Business School Manchester Business School University of Bath University of Birmingham University of Bournemouth University of Cambridge IfM University of Cardiff University of Cranfield University of Exeter University of East London University of Southampton University of St. Andrews University of Surrey University of Warwick Warwick Manufacturing Group
- 9. Business relationships formed by committed organisations to maximise joint performance for achievement of mutual objectives and creation of additional value Collaborative Working
- 10. The Journey
- 11. © copyright Midas Projects Ltd June 2013 The Changing face of business
- 12. Every more complex business landscape Supply chain vulnerability Resilience Business continuity Collaboration Adaptability Cyber security Changing demands SMEs Building Business Relationships
- 13. Outsourcing - The inside out theory
- 14. © copyright Midas Projects Ltd June 2013 The Glass floor –Customer challenges
- 15. • Lack of clarity • Conflicting objectives • Differing agendas • Internal stress • Wasted effort • Failed outcomes Adversarial • Clarity of purpose • Joint objectives • Complimentary skills • Optimised resources • Joint management • Integrated processes • Mutual benefit Collaborative Promoting alternative thinking Adversarial
- 16. The Relationship Iceberg Motivation Power Prestige Ambition Rules Expectations Needs Security Culture Systems Tools Management structure Policies SkillsMeasures Experience Personality Learning style Formal relationship Process issues Informal relationship People Issues
- 17. Mutual Benefits from Collaboration
- 18. CRAFT Relationship Management framework C R A F T Collaborative Relationship Assessment Fulfilment Transformation
- 19. Looking beyond traditional measures Management and Training Executive sponsorship Business Culture Business processes Service levels Corporate culture Documentation Collaborative profile Relationships Continuous Improvement Continuous Improvement Behaviours & Reputation Processes Training & development Quality Systems Collaborative skills Learning Organisation Marketplace Demand Supplier Capability SlowFast High Low Cycle time Customer Expectations Learning © copyright Midas Projects Ltd October 2013 rev1
- 21. Osmosis or process © copyright Midas Projects Ltd October 2013 rev1
- 22. Behaviours and competencies © copyright Midas Projects Ltd October 2013 rev1
- 23. Key Milestones 2008 1998 2006 2010 2011 2004 2012 Next step ISO 2016 ?
- 25. Overview of collaborative framework/BS 11000 Understanding Your business objectives Developing the strategy & business case Knowing your organisations strengths & weaknesses Finding the right partner with appropriate strengths Establishing governance for joint working Creating innovation & additional value Maintaining & maximising joint potential over time Recognising the changing market place Building Business Relationships
- 26. Benefits of a collaborative Framework
- 27. BS 11000 Early Adopters
- 28. BS11000 certification Building Business Relationships 65 major organisations covering 120 sites …100 organisation on-route to certification ICW national scheme now in place to maintain integrity of the standard with ICW approved certification bodies
- 29. BS11000 = ISO 11000 BS 11000 is already making a difference and now Building Business Relationships
- 30. BS 11000 to ISO 11000 Building Business Relationships
- 31. Collaborative Capability Pathway Building Business Relationships
- 32. Is your company positioned for success? 27 © copyright Midas Projects Ltd October 2013 rev1
- 34. 29 © copyright Midas Projects Ltd October 2013 rev1 Thank You David.Hawkins@ICW.UK.com WWW.ICW.UK.COM
- 35. Steven Gladwin; Director Nodus Solutions UK Limited Chairman BIFM Excellence Awards Past Chairman: Facility Management Association Australia and Global FM
- 36. Introduction Professional Background • 21 years in support services sector; • 9 years in construction project management • Building Services Engineer • MBA from University New South Wales (AGSM) Previous Roles • MD, HOCHTIEF FM Ireland & UK • Director, Tungsten Group, Australia • General Manager, Haden FM Australia Current • Director: Nodus Solutions Limited • Associate Lecturer; Sheffield Hallam University • Non Executive Director; BIFM • Chairman; BIFM Excellence Awards
- 37. Company Overview Nodus; Latin for “knot” No-dus (NOH-duhs) n.pl “A complicated situation or problem” • Nodus Group: privately owned independent Group of companies including: – Nodus Solutions Limited • Consultancy – Nodus Facility Services Limited • Direct delivery of maintenance • Based in the North West • Working with a broad range of clients across the UK
- 38. What is Collaboration? Collaborate 1. to work jointly with others or together especially in an intellectual endeavour 2. to cooperate with or willingly assist an enemy of one's country and especially an occupying force
- 39. What is Collaboration? "Collaboration" - first appearance in 1871 Deriving from the Latin word ”collaborare ” the word is made up of: – Com which means “with” – Labore which means "to work” Labouring together!
- 40. What is Collaboration? 2.3 - formal and/or informal business arrangements where two or more discrete organisations collaborate to create mutual value Source: BS 11000-1: 2010 Collaborative business relationships – Part 1: A framework specification
- 41. Collaborative Business Relationships Can take many forms: – Strategic business partnerships: private or public – Supplier relationships – Consortia and alliance partners – Shared services – Collaborative procurement – Divisional relationships – Client or customer relationships
- 42. Behaviours and Trust • What behaviours are required to ensure a collaboration can exist? • Can a collaboration exist without trust? • What is trust?
- 43. What is Trust?
- 44. Collaboration Framework – BS 11000 Strategic • Awareness • Knowledge • Internal Assessment Engagement • Partner Selection • Working Together • Value Creation Management • Staying Together • Exit Strategy BS 11000 is designed to test your organisation’s collaborative capability and does not, therefore, require your partners, suppliers or customers to be certified as well • Part 1, BS 11000-1 – contains the requirements and principles of effective collaboration - the key stages • Part 2, BS 11000-2 – provides additional practical guidance to aid implementation of 11000-1
- 45. Examples in Practice “BS 11000 gives us the strategic framework to develop, with our key suppliers, the policies and processes, the culture and behaviours required to establish successful collaborative relations and to drive continual improvement. Maintaining collaborative business relations can only lead to benefits for Network Rail and its suppliers, for the rail industry and for Britain.” Simon Kirby, Managing Director, Network Rail Infrastructure Projects
- 46. Early Adopters of BS 11000 BS 11000 sets out a framework that will enable companies like ours to apply good practice principles to it’s own way of working, and has wide applications on how to manage valuable business relationships EMCOR Adopting BS11000 was a “no‐brainer” and doing so will demonstrate to our customers that we do what we say Costain BS11000 provides a framework and a language to improve the way we create and sustain our collaborative business relationships Skanska BS 11000 gives us a ‘universally’ recognised structure and the catalyst to develop the next stage of our collaborative working capabilities Balfour Beatty The BS11000 standard has provided us with a framework for implementing and objectively measuring the benefits of collaborative working Lockheed Martin
- 47. Project Case Study Project Overview – Retail Site Outsourcing The Co-operative has almost 5000 Trading Properties throughout the UK including, Food, Pharmacy, Funeral-care and Retail Banking. Opportunity To outsource hard and soft services contracts in separate bundles. Risk • Lack of historical data including plant records • Community obligation in terms of de-mobilisation of over 400 existing suppliers Solution Under a 3+2 year agreements, 3 hard service contracts and 2 soft service contracts were awarded under collaborative arrangements using BS11000. Outcomes • Solution development workshops to assess cultural fit • Cost reductions • Consistent approach to collating compliance records • Asset data collection framework over 6 months • Journey of improvement over 3 years Strategic •Awareness •Knowledge •Internal Assessment Engagement •Partner Selection •Working Together •Value Creation Management •Staying Together •Exit Strategy
- 48. Implementation of New Contract Structure
- 49. Project Case Study Project Overview – Outsourcing & Cultural Fit Nodus were engaged to provide advice on including Cultural Fit assessment into OJEU process and evaluation criteria. Opportunity UoL had 34 hard and soft service contracts across their estate. The Estates team were seeking a outcome that reduced compliance risk, improved customer satisfaction whilst reducing internal management costs more effectively. Risk • Interface with UoL’s existing Plannon system • Lack of asset, maintenance and energy management skills • Interface with large future capital works • Cultural change from reactive to proactive service Solution Initially the UoL were seeking a TFM model. As a result of a strategy review and gap analysis undertaken as part of our assignment, it was concluded that separate Bundled Hard and Soft service contracts under NEC 3 Framework were most desirable. Outcomes • Quantified technical support from bundled hard service provider • Customer service driven by soft services bundled partner • Collaboration model through BS11000
- 50. Collaborative Business Relationships BS11000 • BS 11000 will help an organisation: – Identify how relationship management can help achieve its business objectives – Evaluate the benefits of entering into single or multiple partnerships – Select the right partner to complement its objectives – Build a joint approach based on mutual advantage – Develop added value from the relationship – Measure and maintain maximum benefit – Develop and execute an exit strategy
- 51. Collaborative Business Relationships BS11000 Summary • There are a number of common themes throughout the eight-stage • framework which are fundamental to the success of any collaborative venture • These are: – alignment with business objectives and desired outcomes, both – internal and those agreed with external partners; – agreement, governance and alignment of common operations – and activities; – the creation of value and delivery of mutual benefits; – effective integration of appropriate risk management. • All of these can be captured in the relationship management plan
- 52. Collaborative Business Relationships Benefits of BS 11000 1. Partner Integration 2. Establishes the foundations for partnering 3. Improved partner selection 4. Improved risk management and confidence 5. Consistency 6. Enhanced focus 7. Baseline for improvement 8. Proof through independent assessment and certification
- 53. Bridging the Gap? Reference: Workplace Law: Extract From “Evaluating Performance in Facilities Management 2012”
- 54. THANK YOU !! steve.gladwin@nodussolutions.co.uk Anne.kinder@nodussolutions.co.uk 07753 244 685 “Solving your facility puzzles”