Become an Outperformer! – Measurement of added value

Abstract

Purpose: The purpose is to describe how the measurement of the added value of Facility Management can be transfered into operational practice. Measuring the impact of facility management on core business is one of the key tasks for the future. In the past, CREM/FM was often understood as a pure cost collector and the actual work was reduced to cost minimization, but now the connection between core business activities and CREM/FM is the core of considerations. Based on the concept of the Tableau de Bord a tool is developed which is applicable to visualize the horizontal and vertical goal relationships in a company. Methodology: The approach followed in the context of research is above all of qualitative nature. The instrument itself is essentially developed on the basis of a case study at ECE. Within the framework of a literature-based comparison of different instruments from different industries in the area of measuring added value, important impulses for the case study could be identified. In addition, a quantitative study was carried out on the basis of the theory of planned behaviour in order to be able to describe the connection between attitude towards the measurement of added value and the actual implementation/measurement in reality. This also provided important impetus for the future implementation of the added value measurement. The empiric research was done by students in the winter semester 2017/2018 with coaching of the authors. Findings: The developed instrument represents a first approach to combine the core business objectives directly with the CREM/FM objectives. It must be taken into account that the overriding corporate goals in the horizontal structure of the organizational structure are also influenced by other corporate functions. This degree of influence continues with further target cascading at following corporate levels. As a result a multidimensional measuring and controlling instrument based on the Tableau de Bord is presented to integrate vertical and functional target levels into the assessment of generated, additional value of Facility Management to strategic corporate goals.