Issue 5 2022 15 Internal metrics for staff development Metrics are also playing a key role in helping efforts to attract, retain and train staff members. By keeping a close eye on our resourcing needs, the business can adapt to any changing requirements from our client base and we know we have the necessary skill sets in place to ensure compliance. This allows us to be best equipped to get the job done, resulting in minimal disruption to customers. We are committed to upskilling our team, and this was recently recognised with our win at a local business awards in a category that focused on people development. Our metrics extend not just to business performance, but also to the way we manage our staff. Being able to measure the performance of our multi-disciplinary teams, we can keep on track to ensure that we can continue to provide the highest level of customer service, by well trained and competent team members. For Precision, metrics matter as it enables us to get a complete business overview allowing us to make improvements wherever required. By making sure that we are running an efficient and cost effective business operation, we are also helping our customers to do the same. If you are looking for a facilities management company that can have a positive impact on your business, get in touch to see how Precision FM can help. To find out more visit www.precisionfm.co.uk Mar22574 Why Metrics Matter for Precision Facilities Management Winning Most Outstanding Leader in Facilities Management 2022 – UK, Precision Facilities Management (Precision FM) has added a prestigious accolade to its collection. Here Brij Thankey, CEO of Precision FM, explains why metrics form part of the company’s continuous improvement strategy. There’s a well-known management saying: “What gets measured gets done.” As effective facilities management helps contribute to the bottom line - impacting the short- and long-term value of property, buildings, and equipment - metrics within FM can really help drive workplace improvements. Efficiency savings for customers As a business, we are always looking for opportunities to improve, whether that’s the way we work with our customers or within our own team. This extends to making better decisions financially, both improving margins and being able to pass on efficiency savings to our customers. We base many of our key business decisions on metrics and we know that we can’t improve the business and the service we offer to customers unless the deliverables can be measured. We have set out KPIs (Key Performance Indicators), for the delivery of our services, with the data collected being used to analyse and improve the quality of the service delivered to customers. The reason we measure our performance in areas such as first-time fix is that for us to be profitable as a business, we need to utilise the time of our staff in the best way possible. This minimises wasted hours returning to site to rectify issues that should have been resolved on our first visit. This in turn allows us to offer a high-quality service to our customers. We’ve also introduced metrics around travel time. Measuring this has a dual purpose, both for efficiencies for our customers but also for us to monitor against our own environmental targets too. We have in place a target to upgrade our company vehicle fleet to fully electric by 2030, so by planning our journeys better, we are going some way to reduce our carbon footprint until we make the switch to using exclusively renewable fuel technology. Measuring supply chain impact We have definitely found value in monitoring metrics around stock lead times, which has been a key area for the business as it has been recently impacted by issues including Brexit and Covid-19. The tracking and measurement in these key areas has enabled us to keep ahead of the curve, giving our team an early warning sign if a key part of the supply chain is experiencing problems. For example, lead times for products coming from Europe have increased, so the change in metrics in this area has meant we have been able to look at where we can source similar products from within the UK. While we are aware that sourcing from the UK can increase our costs, when you compare the financial impact that a delay to the supply chain might have to our client relationship, we know that this is something we need to absorb internally.
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