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The biggest question any professional can ask is ‘How can I succeed and thrive in my field?’ To answer it, we’ll have to define what ‘success’ means for you, and then examine the best ways to achieve that success.

What does success look like in Facilities Management?

Facilities management is about coordinating structure, infrastructure, non-core functions, employees or users and a facility’s overall organisation. There are two ways to judge ‘success’ in this context. The first is in terms of performance. Good performance in facilities management can be measured by how well your facility achieves its stated and unstated goals.

Dropping all the jargon, you will be put in place as a facility manager to make sure things run smoothly. Indicators of your success will generally include happy customers, happy employees and improved output, flow through or other metrics.Essentially, things should be better because you are there doing your job.

As we all know, nothing counts anymore unless you can hang a pound sign or some other number on it. You’ll have to set benchmarks for all the important processes, and get good, reliable measurements and descriptive models in place before you change anything. You need to have figures in place of how things were before you started making changes, to prove that there have been improvements. Next, use predictive modelling or other techniques to identify how to improve one or more of the facility’s most important functions or processes, without crippling any other processes. Document your process extensively, and make sure that you can answer the question ‘How do we know this improvement would not have occurred without, or even despite your changes?’

What does it mean to get to the top in facilities management?

The fact is that there is more to getting to the top than consistent good performance (though it may not be possible without it). Politics and interpersonal relations, especially with the levels of organisation immediately above and below you, are vital to actually ‘getting to the top’.

Remember that you were brought in to change things for the better. ‘Change’ is difficult. It is messy, it costs a lot of money and time, and people fear it deeply, as a threat to their livelihood, life and family. Change will always make people scared, uncomfortable and worried. It can be minimised or mitigated, but it can never be eliminated.

A facilities manager on his or her way to the top will be able to do three things with this fear:

  • They will make employees and management understand and accept (those are two very different things) that change is going to happen. Today. Right now.
  • They will make employees believe that everyone will benefit by the end of the project. Cynicism can kill a project. Try to make the cynics part of the process, so they will feel some of the success is theirs.
  • Redirect that fear to the status quo. Make them understand that the current system is not good enough, and has already failed.

So how do you get there?

Before you can make the big changes, you have to be seen to succeed on the small scale. Build your skills and confidence on the basics first:

  • Get to know your building systems. The electrical, security, safety and environmental systems are the vital organs of the facility. Get to know the maintenance procedures, and any alternate ways it could be achieved
  • Get to know the ins and outs of your facility’s lease. Keep a constant eye on whether the terms are better or worse than new leases on the market today.
  • Get to know the first-level managers. They will have a great deal of detailed insight into what could be done better. Your job is to filer and balance all the opposing views.
  • Get to know your existing and past service contracts, and the people who fulfil them. Look for unsatisfactory performance, unnecessary services or options, and keep an eye on prevailing rates in the industry.
  • Make sure your data on the facility is up to date and accurate. Get drawings of the original construction, and all changes and repairs. Be prepared to contact the architects and builders who did the work.
  • Make sure you understand the overall budget, and how often it is reviewed. Look at every expense with an eye towards efficiency.
  • Grade the facility for safety, effective function, and cleanliness. Prioritise the unacceptable results.
  • Rate the status, grade and potential life of all equipment and furniture. Have a plan in place for early replacement if it becomes necessary.



Effective facilities management is vital to the success of many organisations. At a corporate level, it contributes to the delivery of strategic and operational objectives. On a day-to-day level, effective facilities management provides a safe and efficient working environment – essential to the performance of any business.

Facilities management is not just a task but a profession. College and university courses have become available to teach facilities management, and with increased awareness of it and the cost involved in owning or leasing facilities, it’s gradually evolving from a simple job description to a business-critical role.

Your facilities are part of your assets

Your business’ premises are your biggest and main facility, and they require strategic planning to achieve optimal value against running costs. Facilities are not only one of your company’s largest assets, but also one of the strongest. They represent a significant cost to your business and given proper attention can maximise value while reducing costs – adding directly to your bottom line.

Without a dedicated resource your facilities aren’t getting the attention they deserve and could have an adverse effect that puts the company at risk.

Owning or leasing facilities carries with it an environmental and legislative complexity. Proper facilities management enables more sustainable operation – critical to the environment as well your corporate image. So your business benefits from better efficiency, environmental sustainability, legal compliance and a profile boost – what’s not to like?

Facilities require a team of specialists to provide services – a team that understands how to ensure that resources work together to maximise value and minimise costs. This team should absorb the considerable effort it takes to effectively manage facilities allowing your company to focus on delivering its core business.

The standard of the workplace impacts on employee productivity

Managing your facilities allows you to see trends, make and track changes and subsequently identify the risks that may carry with them a negative impact. This knowledge enables corrective action which in turn reduces risk – and cost.

The environment you create and the facilities you provide your employees have a substantial impact on productivity. Recent research conducted at industry events by PHS showed that 88% of respondents believed that the standard of their workplace impacted on their productivity. Understanding your business functions and the necessary facilities is vital for maximising your employees’ efficiency.

Statistics show that employees are more productive and actually enjoy going to work when they know the environment they work in is looked after. A productive, happy workforce has a direct impact on your bottom line.



The global landscape of Facilities Management is changing fast. Now we’ve gone way beyond our initial aim of making cost savings. Today, it’s about sustained and measurable productivity gains in great environments where people want to work. Companies are choosing to outsource more services than ever before. It’s a true partnership and means that we experience the best quality integrated facilities services, efficiently delivered.

Today’s challenging economic climate has been a steady catalyst for companies to aggressively seek the best cost reduction practices. Integrated Facilities Management (IFM) is one of the fastest growing categories clients are now focusing on for cost reduction and other benefits. Leveraging technology and proven solutions across real estate and all building services,

In My Understanding, if fully implemented, Integrated Facilities Management delivers a single, comprehensive solution, which brings a diverse portfolio under the care and control of one agency. Have seen many organizations saying we opted Integrated Facilities Management Module, but at ground they have agreement with different vendors directly and so called FM team plays only supervisory role for that vendors (don’t have complete control as they are also vendors like FM Team) – In layman language Integrated means one agreement, one point of contact / Control for entire gamut.

This end-to-end approach has proven successful in several client cases. An organized approach to enhance the process required data collection. Along with an unbiased evaluation of Integrated Facilities Management contractors and suppliers that can meet client requirements and collaborative optimization, clients can evaluate the cost and/or benefit of multiple different scenarios of the Integrated Facilities Management model. Furthermore, as mentioned in above presentation they can also gain organizational alignment to implement an Integrated Facilities Management approach.

Integration of services it self is a Infinite topic, request all to share your views. This also help me to understand whether am correct or not.


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Critical environments can include operational buildings, or areas within buildings, such as data centres, hospitals, manufacturing plants, and trading floors (such as a stock exchange) among others. Critical facilities are the systems that support the effective and efficient operation of these environments. These systems include, but are not limited to: electrical infrastructure, BMS and monitoring systems, UPS equipment, fire detection and suppression systems, access control, and mechanical cooling systems.

Designing, operating, and maintaining critical facilities is a vastly different endeavour to other fields of engineering. While personal physical risk is greatest in the mining and construction sectors, the financial and reputational losses that can be incurred due to down-time in critical environments can be truly staggering, even if only experienced for a short period of time. Damages can run into tens of millions of dollars in the space of just a few minutes if the trading floor of a major financial institution loses power. Reputational loss, despite being difficult to quantify, can be even more detrimental to the businesses and individuals involved following a serious incident, and can take many years to recover from. Hospital operating theatres are another example, and have an obvious criticality unlike almost every other environment that can be imagined.

The task of critical facilities engineering design teams is to ensure that critical systems have an inherent resiliency and redundancy to cope with the failure of almost any single system component. Data centre electrical systems for instance, would without fail, have at least two alternate sources of supply as well as being backed up with standby diesel generators in addition to UPS, and/or flywheel systems. The loss of any one source of supply therefore, would not have the effect of a total power loss within the data centre. The same goes for mechanical cooling systems. Failure of one chiller and pump, or one condenser water system, or one supply air fan system, depending on the type of system installed, would automatically result in the starting of a redundant system to maintain effective cooling within the data centre without interruption.

Critical facilities managers have the task of testing, maintaining and monitoring all these systems on a regular basis to comply with both the expectations and demands of the facility owners, and those of any relevant regulating authorities. It is generally not the role of critical facility managers to have a hands on role in this overarching task though. In most instances, the task of maintaining specific items of critical equipment would fall to the original equipment manufacturers (OEM), or another vendor with intimate knowledge of the particular equipment. Vendor management therefore, is a key role of the facility manager, and one that can consume much of his or her time. The facility manager is, for all intents and purposes, the orchestra conductor where critical facilities are concerned. His or her knowledge of the relevant vendors, their technicians, and the development of sound relationships should be a key driver of the facility manager. The ability to generate quick response times from vendors to any incident is vital, and while contractual arrangements definitely count, having faith in your vendors, and them having faith in, and cordial and respectful relationships with the facility manager counts for just as much in my opinion.

Incident management is where good critical facility managers really prove their worth. Being able to keep a cool head, and avoiding getting “panicky” when critical systems fail comes with experience. Sometimes, the best thing you can do as a facility manager is to do nothing. I know this sounds counter-intuitive, but it is so easy to make a false diagnosis when things go awry, that the best course is to simply take that extra minute or two, to achieve a greater understanding of what exactly is happening. When alarms are sounding, and the phones are ringing, you need to shut some of these things out for a brief period and just observe. All the mechanical and electrical systems within critical environments can be expected to fail at some point; they are just machines after all. No UPS manufacturer for instance, will ever give you a guaranteed 0% failure rate for their equipment, and warranties are nothing more than a marketing tool when all is said and done. When critical systems fail, the facility manager will quickly need to assume responsibility for multiple tasks, all of which need to be coordinated and managed to bring about a satisfactory outcome. A correct and timely general diagnosis of which system has failed needs to be made, so that the relevant vendor, or vendors, can be mobilised in order to effect repairs and bring systems back to normal operating condition. The same diagnosis also needs to be escalated to the facility owners and any relevant authorities. Continual communication with the facility owners, and regular updating of how the incident and resolution is progressing is a fundamental area within incident management, the importance of which simply can’t be overstated.

Producing detailed and accurate reporting following an incident, so as to identify the root cause of a component or system failure, will go some way towards circumventing any repeat of the failure in the future, and is an essential part of the incident management process. This reporting is part and parcel of not just incident management, but also the above mentioned vendor management roles of the facility manager.

The facility manager should have a good “feel” for his or her facility. Monitoring via both human and electronic means is critical, but even with the best, most sophisticated electronic monitoring systems available, there is still a need for the facility manager who knows when something doesn’t smell, feel or sound quite right. That being said, electronic monitoring is one of the cornerstones of critical facilities management. Without reliable monitoring of critical facilities infrastructure, along with alarm notification and acknowledgement systems, facility managers would be essentially running blind and deaf. We should avoid any confusion here though, between building management systems and environmental monitoring systems. While the two above mentioned systems are more often than not linked, and even form part of the one system, it is of the utmost importance, particularly in unmanned sites, that alarm notification and acknowledgement systems are 100% reliable. Being able to receive, decipher, and acknowledge alarms quickly and without confusion at any time of day or night is non-negotiable, and the ability to easily configure escalation order and timing is essential. It is simply not reasonable to assume on-call staff will be reachable by phone 24 hours a day without fail, so appropriate resourcing of technical staff for escalations is vital. It is hugely important that on-call staff have absolute faith in the ability of alarm notification and acknowledgement systems to work as planned every time, otherwise people will simply lose sleep when on-call, and that can lead to mistakes which are unaffordable.

Planned preventative maintenance of all of the above mentioned systems and more, is once again, a cornerstone of critical facilities management. All too often though, this has become a “box ticking” exercise. Making sure that the maintenance vendors of your critical infrastructure know what your expectations are with regard to preparation of risk assessment and work method statements, access arrangements, building and facility inductions and change control protocols is extremely important. It is time consuming for vendors, and the sooner your expectations are understood and reinforced, the sooner a streamlined maintenance program can be implemented. Detailed maintenance reports need to be a contractual requirement, and need to have their scope and content clearly defined for the benefit of all stakeholders. Being able to view a maintenance reporting history for every critical asset in your facility will go a long way towards minimising the risk of component failure, and therefore, down time. Maintenance vendors as well as facility managers will have peace of mind, knowing that all contractual obligations can be shown to be successfully carried out. This however will not guarantee that systems will not fail; they will.

Critical facility managers in short, must simply leave nothing to chance. He or she must also acknowledge, and be prepared for the fact, that despite his or her best efforts, things will at some stage go wrong. Systems and components will fail and alarms will sound. Their superiors will be hounding them for information, demanding to know the reasons for failure, and seek a quick return to normal conditions. Always remember, that when the pressure is really on, the truth is your friend. Always! If you’re unsure of exactly what is going on in the heat of an incident, don’t be afraid to admit it. Never give unrealistic resolution times in order to pacify your superiors, and never try to cover up a mistake; you’ll be found out almost every time, and your own reputation may suffer.

In summary, know your systems, know your vendors, know your limits and capabilities, and stay calm when things go wrong.



According to a Global Industries Analytics Report, the facilities management industry is one of the most rapidly growing industries, with expected growth to reach $394.69 billion by 2017.

FM continues to provide a lucrative career path, while the roles and responsibilities of the industry are broadening, creating greater job satisfaction and attracting a larger number of young people to the profession. Facilities managers today are expected to contribute to their company’s bottom line by not only reducing facility costs, but also by increasing the productivity of their organizations. Paying close attention to emerging FM trends can help FMs contribute to the bottom line by identifying the industry patterns to look for, the skill sets to work on and the areas to allocate their resources.  

Below are some of the Facilities Management trends today:

Automation: One big measure is the automation of facilities management projects, leading to changes in the way they’re planned, executed and tracked. For instance, maintenance personnel are relying on wireless devices to monitor activity and to improve responsiveness while managers are using Computer Aided Facilities Maintenance (CAFM) tools to integrate all project aspects from space planning to resource allocation.  The industry can leverage new technologies to better manage facilities, but it also needs to ensure adequate training is in place to educate practitioners on new systems

Sustainability: continues to grow in importance and prominence worldwide. Organizations have begun to incorporate it into business goals and culture, and within the profession, it has moved from an emphasis primarily for new construction to influencing existing building operations.

Flexibility: with four very different generations comprising our workforce – 5% Traditionalists, 38% Baby Boomers, 32% Generation X and 25% Millennials – organizations must re-think how they do business and how to create an environment that is inspiring to everyone. The answer lies in flexibility. Faced with limited space, managers are squeezing the most functionality out of every square foot. Facilities managers and their designers are creating cost-effective and productivity-enhancing facilities by tailoring spaces to the needs of the organization and its workers. As a result, trendy offices are out while classic designs are in. Additionally, workspaces that are flexible, able to accommodate multiple functions and capable of supporting cutting edge technologies, such as wireless LAN, are much coveted. In short, this value-driven trend is characterized by a renewed emphasis on maximizing usage and practicality.

Emergency preparedness and business continuity: Facility managers play a critical role in business continuity after a disrupting event, not only by crafting and implementing the prepared response plan, but also by serving as role models for the organization in emergency preparedness and business continuity planning.

Outsourcing: is on the rise as a growing number of businesses are choosing to turn over their facilities management functions to outside contractors. They are outsourcing to better concentrate on core competencies as well as to acquire expertise they would not be able to develop on their own. For example, service providers can teach a company’s maintenance staff how to perform tasks faster and better. Additionally, facilities managers often enjoy fixed costs when they use outside contractors and can ultimately cut overall facilities management expenses. Moreover, by outsourcing, facilities managers can access cutting edge technology. “Outsource service providers have the resources to employ wireless handheld inspection terminals and Web-based portals that make it easy to track equipment performance, plan maintenance, control inventory, inform repair technicians and report results to management,”.

Changing work styles: significantly affect both occupant behavior and the vacancy rate of buildings, which affects how buildings must operate. Facility management increasingly faces challenges posed by open work plan arrangements, differing hours of operation, and varying occupancy rates and densities — all of which impact power use and other considerations.

Mobility: In seeking to integrate new solutions into their facility’s workflow, FMs have the added element of mobility to consider. With so many employees working from home or on the road, today’s FM must take mobility into account with every decision. Web-based software must, at the very least, be implemented. But as employees increasingly require access to relevant resources when away from the web, mobile apps are an important tool to consider as well.

Doing more with less: This slogan has always been a part of many business models. But with today’s technology, more and more organizations are finding ways to make this a reality. Through investment in the proper tools, companies are able to provide their employees with wider mobility, allowing them to telecommute. Many are seeing a rise in productivity and a decrease in their overall spending, as well as increased employee loyalty.

Energy conservation: Is an enduring goal of facilities managers, and this objective has gained in urgency in the past few years because of rising energy costs. As a result, facilities managers are taking many measures to curb usage, following simple steps such as maximizing daylight as well as undertaking major projects such as integrating chilled water plants. Moreover, they are also performing thorough energy audits. This can reveal where and how a facility is using energy. It will also expose the areas in need of improvement and ways to boost overall energy efficiency.

Finding top talent: In facility management is gaining greater importance. Recognizing that facility management is often not the first choice of today’s new graduates, the profession will need to increase its branding and outreach.

What to Do?

Globally, the facility management profession continues to mature and evolve. Facility managers today are expected to understand their company’s core business and contribute to the bottom line — not only by reducing facility costs, but also by improving the productivity, revenue generating capacity and image of their organizations.

Go on, get out there! Networking is crucial to staying relevant and ahead of the FM curve. Attend industry events and become a part of industry organizations like FM Zone India, iNFHRA etc.,. The relationships you build through these organizations will help you gain an even clearer understanding of your profession and the ever changing industry landscape, as well as fill in any gaps in your knowledge. Lastly, take advantage of social media to expand your presence and knowledge base. FM professionals must develop an action plan to meet changing expectations. We need to be willing to find something different and be experimental. We need to go there to be relevant.”

FM professionals continue to identify ways to further assert themselves within their respective organizations, using metrics and value propositions that connect with their business and create compelling stories, and are building the future for a more socially connected and technologically enabled next generation in meaningful, specific ways. But as the old adage goes, the only constant is change. Facility management leadership needs to flex and evolve to reflect new approaches, skills and systems that are sure to replace innovations just emerging even today.



Digital Revolution

In the 1980s, with the introduction of computers, a 4-day work week was envisaged in the future. Today enabled by technology, we are able and we need to compete globally. Your day may start with a 6am call to Australia and a 10pm call to the America. Your new client in UAE may be emailing to you all Sunday (a working day for them). The 3-day weekend continues to be a dream.

In 50 years’ time, a far higher proportion of men and women will be executing tasks that require higher cognitive complexity. Our job titles will include analysis, knowledge, intelligence – all require a skill-set for deep thinking.

Coincidentally, the electronics and IT industry is also around 50 years today. The cost of older components falls every 18 months. Taking its place, a pricier but twice more powerful component. We have gone through several phases from Centralized Computing required services, to distributed computing to now mobile computing. In the future, mobile computing will have evolved to include wearable technology that can be implanted into our bodies to supplement what our brains can hold and process.

Today, we are exploring with automated and self-healing technologies. I believed these will be perfected over the next 50 years. The failed component can repair or replace itself without human intervention. The repository of applications, data and information complemented by complex analytical power will create service recovery plan on their own as we see in cartoons.

By 2065, the digital revolution, currently in its infancy, would have matured. Many optimists predicted that computers will us 3-day weekend. Pessimists have predicted robotics will take over human’s menial jobs and create massive unemployment. They are wrong. Instead the digital revolution will have enhanced our quality of life and competitiveness.

Facilities Management in 2065 in Singapore

The cost of computers, robotics and sensors have fallen rapidly in the 15 years of the 21st century. As a result, it has brought efficiency and effectiveness in the facilities management computerized management platform, linking up the supply chain of network service providers, a communication network that facilitate communication and a seamless financial system that facilitate transactions and payments. All these will have played out to Singapore’s strength as we embarked on the Smart Nation programme. Even with an older and ageing population, Singapore will remain as the leading FM practitioners in South East Asia.

Intelligent buildings will go beyond managing energy consumption or regulating cooling. Building Integrated Photovoltaics will generate enough energy to meet the building demand. Tenants and Visitors are recognized by biometric sensors and eliminate receptionist and guards issuing visitor passes –  a considered as a permanent fixture in all buildings at the turn of 21st century.

In a car-lite Singapore, travellators will take the place of roads. At ground level, all vehicles will use clean energy and fully automated. With a single keystroke on a handheld device, a driverless cab will appear within 15 mins. Making transportation the next big utility after water. Roadways are narrower, car parks are no longer required, more trees are planted providing more shade and lowering the temperature which in turns making less cooling in buildings possible.

Today, gardens that interspersed throughout floors in Green Mark buildings to provide shade and comfort. Innovations in LED lightings, climate controlled technology, advance in water recycling system will enable organic fruits and vegetables to be produced. With our advanced knowledge in digital control of complex processes, Singapore may be a brand name in organic farming.

Developing our people and ecosystem for the future

Recognising that people is the core source of strength in a FM company, we will have to continue to invest heavily in a comprehensive continuing education system. Deepening their multi-disciplinary skills that can be updated periodically so that our workforce can stay relevant in the face of change and competition.

The key pillars of Singapore success story based on corruption free, quality products and safety emphasis will further enhance our reputation both international and regionally. Labour cost will be insignificant in this business environment as quality and safety commands a premium that can easily absorb our higher labour cost.


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I was sitting in a café in Brisbane and we were having an end of week catch up with my office.

As I was enjoining my tea, I noticed the interesting way the coffee shop was built into the corner of the building and how it utilised every part of the space. Someone came up with the idea of making the most of an odd shaped lobby and thought “Hey, I know how we can add value to this building, we could fit a café in here”

You are probably thinking this is an odd thing to be thinking about when you are enjoying a cup of tea, but being a recruiter in the Facilities and Building Services Environment, I spend a lot time with professionals that live and breathe the workings of a commercial building.  Recently the same thing has been said to me over and over when I am speaking with my clients about prospective new employees, in particular the utilisation of the existing space.

Looking from a Facilities Management view point, someone who has continuous innovative and a forward thinking development ideas towards an asset is what a lot of  business are telling me they want in their next Facilities/Asset Manager.  A facilities manager ensures that an organisation has the most suitable working environment for its employees and their activities and is constantly under pressure to reduce costs and add value to the core business.

Gone is the appeal of having a reactive Facilities Manager who sits by the phone and waits for things in the building to break, who only looks after the core aspects of keeping a building running.

What is becoming more important, is a Manager who can think of a wider range of activities such as non-core functions.   A person who can step back and look at every inch of the existing building, not only as a physical structure but as a valuable asset.  My clients are telling me that they want a person who has the ability to think “How can we utilise this space more effectively, that will add value!”

A small example of this is on one of the side streets in Brisbane, there is a Barista stand/coffee shop literally cut into the wall of an office building. The building has been in use for quite a few years, but this coffee shop was built in very recently.  The Facilities /Asset Manager came up with the idea that if they were to utilise the wasted space in the lobby, create access from the side of the building in the alley, cut out a space big enough to fit in the coffee machine and a workable space for staff, whallaa! A new space that a business can now move into and rent = Value added!

Not only did the Facilities/Asset manager turn the wasted space into a desirable place to have a coffee shop, it ultimately added value to the asset and maximised otherwise wasted space.

It is this exact quality that makes a Facilities Professional stand out from the rest!

 What clients are asking for in a Facilities Management Professional:

  • Modern and Progressive
  • Pro-active not just re-active
  • Commercially minded
  • Innovative with ideas of how to maximise the existing space
  • Knowing their assets inside and out and starting the conversation with their existing team
  • Think outside the normal constraints for the building




Does your company understand the real benefits of CMMS? You’re probably familiar with how accounting software helps your organization manage cash flows, pay suppliers and employees, and collect accounts receivable. Accounting software also provides management with important information to make better strategic decisions.

Just as accounting systems help manage the financial activities of your organization, maintenance management software provides your organization with the means to manage maintenance effectively. CMMS gives you the ability to capture information and make powerful decisions about the valuable assets of your organization, whether those assets are production equipment or rooms in a facility.

More specifically, CMMS provides you with the ability to do the following:

Effectively Plan Maintenance Functions
CMMS lets you take control of maintenance functions in your organization, giving you the freedom to move maintenance activities out of crisis mode and into planning mode.

Improve Productivity
CMMS improves your organization’s productivity by maximizing equipment uptime and keeping assets in peak operating condition. This reduces unplanned downtime and demand maintenance. Work efficiency is also achieved through better scheduling of maintenance staff.

Lower Overall Operating Costs
CMMS lets you control and lower maintenance department costs. You gain significant savings by preventing expensive repairs before they occur and improving the efficiency of routine maintenance tasks. And because you don’t stop paying employees when equipment isn’t functioning, preventing downtime also delivers lower operating costs.

Keep On Top of Legal Obligations and Liability
CMMS can remind you of inspections and preventive maintenance chores that are required by law. For example, facility management personnel may have the legal obligation to perform regular upkeep on various types of equipment (elevators, fire prevention systems, medical equipment, etc.). CMMS can make sure you know when maintenance is required, can keep reminding you until the work is actually done, and can preserve records proving that the necessary maintenance was completed. In this way, CMMS can protect your organization against lawsuits and other potential risks.