HEJ 3 articles - KnowledgePoint · which comprises three parts – ISO 55000, 55001, and 55002 – offers the opportunity for the facilities manager to establish the minimum requirements

The following 3 articles are reproduced by kind permission of IHEEM's Health Estate Journal (HEJ).

The articles were published in the Oct '14, Feb '15 and May '15 issues of HEJ. They are the �rst in a series of articles by Kevin Main and various co-writers. The series introduces the new ISO 55000 Standards to FM practitioners working in healthcare.

Health Estate Journal is the monthly magazine of the UK’s Institute of Healthcare Engineering and Estate Management, or IHEEM.www.healthestatejournal.comwww.iheem.org.uk

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At The Royal College of Surgeons inLondon in February this year, theInternational Organization for

Standardization (ISO) and the Institute of Asset Management (IAM) officiallyunveiled the new international standard for Asset Management – ISO 55000.(www.tinyurl.com/pe2ubvp). Facilitiesmanagers have long recognised thathospitals and care systems employ acomplex mix of assets that need to beintegrated and utilised efficiently andeffectively for the achievement of excellence in patient care.

Few facilities managers, however, seethemselves as asset managers – a termmore commonly associated with thosemanaging physical infrastructure assets in sectors like oil and gas. As a result, feware aware f the launch of the ISO 55000Asset Management Standard and itsparticular relevance to them.

This article argues that the Standard – the result of over three years of collaborationbetween representatives from over

Broad scopeKey for the facilities manager is thesignificance of scope that the newstandard offers. It opens the door for theapplication of best asset managementpractice to all types of assets, in that not only does it relate to physicalequipment and infrastructure, but alsocovers people, information, financial,

ISO 55000 promotes‘joined-up’ approachKeith Hamer, an asset management system specialist, currently group vice-president, AssetManagement and Engineering, at Sodexo, and Kevin Main, marketing director at asset managementsolutions learning consultancy, Asset Wisdom, look at an important new international assetmanagement standard, launched earlier this year, that they believe many in the healthcare estatesand facilities management community managers may, as yet, have little, if any, knowledge of.

70 countries – is an essential element ofthe toolkit for FM professionals operatingin the health sector. The Standard, which comprises three parts – ISO 55000,55001, and 55002 – offers the opportunityfor the facilities manager to establish the minimum requirements for a joined-up, whole lifecycle, asset managementsystem.

Figure 1: Asset lifecycle management.

Identification of need

Utilise and maintain

Acquire/create Dispose/renew

Modify/improve Residual liabilities

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intellectual property, and reputational‘assets’.

The Standard therefore offers theopportunity for the FM professional to setout service delivery expectations andbenchmarks against which performanceof the asset infrastructure can bemeasured. Equally, it offers FM service-providers the opportunity to demonstratetheir process capabilities, and how thesemeet their clients’ needs, including howthey bridge the gap between a client’sownership and service delivery needs.

Facilities management professionalswho embrace the new Standard will find themselves on a journey. With theauthority of an ISO Standard behindthem, they will be taking the first steptowards developing the FM workplace of tomorrow.

Asset management – the fundamentalsAsset management is about ensuringthat assets deliver maximum value. This means making sure an asset:� delivers its functional requirements

in line with the business objectives.� does so in the most economical, safe,

sustainable, and reliable manner.

The process capability afforded throughapplying ISO 55000 provides for:� greater coordination, alignment, clarity,

and credibility, in the governance andvalue achieved by asset management.

� improved management of risk,including financial risks, environmentalrisks, social risks, and risks to safety,reputation, and liability to prosecution.

� improved customer service levels andoutputs.

� improved financial performance, addedvalue through lower asset lifecyclecosts, and improved assetperformance.

� improved operational efficiency andeffectiveness through theimplementation of a continualimprovement methodology.

Need for ‘a degree of change’As with all new standards andmanagement approaches, the application

of ISO 55000 requires some degree ofchange. To really get the best from it, the facilities management professionalneeds to be fully conversant with itsrequirements, and how its principles areto be applied. Similarly, he or she needsto understand how to make the businesscase for its application and, perhaps evenmore importantly, how competence inasset management can be embedded inthe organisation, say an NHS Trust, toenable its benefits to be achieved andsustained.

A case study Sodexo, a global facilities managementorganisation whose activities include theprovision of services to the healthcareand asset-intensive industry sectors, is applying the principles of ISO 55000across the 80 countries in which itoperates, and is rolling out an assetmanagement competence developmentprogramme to its directly employedworkforce of around 20,000 personnel.

For Sodexo, standardisation wasnecessary to satisfy global clientexpectations, to enable benchmarking for the identification of best practice and the unlocking of the organisation’sworldwide capabilities, and for the roll-out of a competency developmentprogramme that would ensurecommonality of understanding and theapplication of these principles.

On paper, the business case for beingan early ISO 55000 adopter was obvious,but, two years ago, when the programmestarted, the vehicle needed to enablesustainable change on such a scale wasnot so clear.

A programme of learning“The vital element of the solution”, (saysKeith Hamer), “was the establishment ofa programme of learning that could bedelivered globally, and that would takeinto account local needs, and that wouldbe embedded into the annualdevelopment cycle for the global teams.”

This pointed to the need for a global e-learning solution that teams couldengage with at a local level, includingallowing for local language requirements,

and it being followed up with workshopsthat reinforce the learning and ensure fullachievement of the IAM competencies atCertificate Level.

This learning was developed inconjunction with a specialist provider, who had the knowledge to support thecreation of the learning modules, andaccess to the technology to enable theglobal access, tracking, and management,of the learning programmes. �

Further articles plannedThis article introduces ISO 55000. It will be followed by further articles in HealthEstae Journal over coming months focusing on specific themes relating to theadoption and implementation of the Standard.

To really get the best from it [ISO 55000], the facilities management professional needs to

be fully conversant with its requirements, and how its principles are to be applied

Keith Hamer

Kevin Main

Keith Hamer is a Chartered ElectricalEngineer, with additional postgraduatequalifications in Manufacturing andHealth and Safety. He has some 32 years’ experience in leading technicalengineering and service teams,providing asset management solutionsin support of core business operationsfor major private and public sectororganisations. He has also beenchairman of the Asset ManagementSkills Facilities Management Board,providing leadership on the developmentof national standard qualifications for the facilities management sector.

In his current role – as group vice-president, Asset Management andEngineering, at Sodexo – he has been responsible for the creation,development, and deployment, of ‘a unique framework of processes’ to enable standardisation of assetmanagement service delivery in line with the requirements of PAS 55 andnow ISO 55000. This framework is nowhelping Sodexo to demonstrate its assetmanagement capability in support of a number of leading FTSE 500 globalbusinesses.

Currently marketing director for AssetWisdom, Kevin Main says he has ‘apassion for running learning sets andresearch projects that focus on marketsin transition, and in the development of the theoretical models, strategies,policies, and products, that need to be developed to capitalise on them’. This has seen him work as a consultantand employee for both ‘think tanks’ andsmall, medium, and large companies.

Over the past 15 years, he says he hascontributed in a variety of ways to theevolution of thinking in the constructionand NHS sectors, particularly as afacilitator of learning sets for theexchange of knowledge between leadingplayers. When developing products andcompanies, his primary role has been‘positioning and marketing’.

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In November last year, the Institute ofAsset Management (IAM) presented KeithHamer of Sodexo with its annual Asset

Management Achievement Award. Thiswas in recognition of the company’s assetmanagement roll-out across 80 countries,covering facilities management inhealthcare, oil and gas, mining,manufacturing and airports.

The Award provides a strong indicationthat asset management, which hadpreviously been the preserve of ‘asset-intensive’ industries like oil and gas, isnow reaching into industries and sectors,including healthcare, which employ acomplex mix of assets that need to beintegrated and used efficiently andeffectively across their whole life.

through to intellectual property andreputation, and, equally important, people,information, and finances.

Features of an assetmanagement systemFigure 1 highlights the main features(boxes 4 to 10) that make up the structureof an asset management system based onthe ISO 55001 standard. It incorporatesthe Deming ‘Plan, Do, Check, Act’ cycle ofcontinuous improvement.Context, (box 4), refers to all ‘the drivers’playing on the organisation, includingcultural, financial, economic, legislative,environmental, competitive, and political.Some are positives, while others will holdchange back. The ‘drivers’ influence thedesign and scope of the assetmanagement system.

Widened scopeFor most facilities managers, the scope islikely to be limited to physical andinfrastructure assets, but where anintegrated asset management strategy isrequired for the achievement of corporateaims, the scope will, of course, need to becorrespondingly greater. Similarly, theinitial focus could be on a single businessfunction, the whole organisation, or,indeed a set of organisations making up,for example, a local health eco-system.

An asset management system will alsoinclude the following features andqualities:� Leadership (box 5): Top-level

statements and behaviours thatdemonstrate a consistent commitmentto good asset management.

� Planning (box 6): Clear, well-articulatedpolicies and plans for how ‘vision’ isturned into actions that properlyaddress the risks facing theorganisation.

ISO 55000: Creating anasset management systemIn the October 2014 issue of HEJ, Keith Hamer, group vice-president, Asset Management & Engineering atSodexo, and marketing director at Asset Wisdom, Kevin Main, argued that the new ISO 55000 standardspresent facilities managers with an opportunity to create ‘a joined-up, whole lifecycle approach’ to managingand delivering value from assets. In this article, Kevin Main and Chris Bradley, who runs various assetmanagement projects, examine the process of creating an asset management system.

This second article looks at the processof creating an asset management system.The purpose of an asset managementsystem (or AM Framework as it issometimes known) is to drive value fromassets in a manner that best advances thedelivery of the organisation’s StrategicBusiness Plan.

Minimum requirements definedThe new ISO 55000 standards define theminimum requirements for a joined-up,whole lifecycle asset management system.They describe good asset managementpractices, and set out the level ofcompetency required to achieve them.

Asset classes range from infrastructure,plant, machinery and equipment, right

Figure 1: ISO 55001 Asset Management System Structure.

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5 Leadership

4 Context of the Organisation

6 Planning

8 Operation

7 Support

10 Improvement

9 PerformanceEvaluation

Check

Act Plan

Do

ISO 55001Management

SystemStructure

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� Support (box 7): The provision ofresources (people, information, andtechnology) so that the requiredcommunication and operationalactivities are in place.

� Operation (box 8): The mass ofprocesses required to manage anddeliver the activities in the plan and thechanges encountered along the way.

� Performance evaluation (box 9):Regular monitoring, measuring,analysing, and evaluating, of assetsand the system as a whole

� Improvement (box 10): Processes fordriving continual improvement,including dealing with nonconformity,and implementing corrective andpreventive actions.

The ‘AM landscape’Within the features (boxes 4-10) are the 39subjects areas of good asset managementpractice as defined by the ISO 55000standards. The 39 subjects provide achecklist (or benchmarks) against whichan organisation’s asset management

maturity can be assessed. They are oftenreferred to as ‘The AM Landscape’, whichis the result of international collaborationled by the Global Forum for Maintenanceand Asset Management (GFMAM). TheInstitute of Asset Management (IAM) hasissued a complementary publicationcalled ‘AM – An Anatomy’, which alsodescribes how the 39 subject areasinterrelate with each other and theStrategic Business Plan. (For furtherinformation, see: www.gfmam.org andwww.theiam.org. To obtain a copy of theISO 55000 standards, seewww.bsigroup.com).

The AM System JourneyThe journey, like all journeys, starts with anunderstanding of where you are and whereyou want to get to. Figure 2 illustrates aproven methodology, aligned to therequirement of ISO 55001, for designing,

building, and implementing, a roadmap forgetting to the end destination.

Phase 1 – the Design phase – involvesthree elements:� ‘Engage’: planning and preparation. � ’Assess’: information gathering to

understand the current position, followedby analysis and benchmarking againstISO 55001 requirements to identify gaps,and benefits from closing them.

� ‘Design’: creating the assetmanagement system that is aligned toISO 55001 and that is fit for purpose.

Phase 2 – Build & Test – involves twoelements:� ‘Build’: putting together the master

documentation (the Asset ManagementManual) that defines the assetmanagement system. It is typicallydeveloped by the organisation’s subject

Figure 2: The Asset Management (AM) System Journey.

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Phase 1 – Design Phase 2 – Build Phase 3 – Rollout

Project Determine Determine Create Pilot Implement definition ‘as is’ position ‘to be’ position AM Manual AM Manual AM Manual

1 Engage 2 Assess 3 Design 4 Build 5 Test 6 Rollout

Use: Align to Aligned to ISO 5001 ISO 5001 requirements of checklist requirements ISO 5001

� Plan and preparation

� Interviews

� Focus groups

� Documentationreview

� Iterativeworkshop process

� Local training

� Support

� Create local ‘AM Manual’

� Local training � Change

management

� Establish business impact, human factors, and IT needs � Create local ‘AM Manual’ � Test, refine and acceptance

For most facilities managers, the scope is likely tobe limited to physical and infrastructure assets

� Design desiredAM framework

55001 5500155001

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66Health Estate JournalFebruary 2015

experts to leverage their combinedexpertise and practices.

� ‘Test’: testing, validating, and refining, theManual against FM projects / contracts.

The ‘Asset Management Manual’ providesa complete overview of the assetmanagement system, including supporttemplates for business, and standardoperating procedures that also identifywhat is ‘mandatory’ and what is ‘advisory’.It can be tailored to meet local needs,achieve flexible roll-out, and address thespecific needs of different contracts,Phase 3 – Rollout – involvesimplementation and broad-scale training.The key fact here is that assetmanagement is much more than a set ofprocesses and procedures; it needs tobecome ‘how we do things around here’. Itcalls for a culture of learning. People fromacross the organisation, including fromfinance, HR, and procurement, and keyoutsourced parties, need to be competentand confident in their designated roles.

The method of determining learningneeds will typically start with anassessment of the organisation’scompetencies to determine gaps, andtraining needs to plug them.

It will typically be accompanied by, orimmediately followed by, a staff engagementprocess to secure buy-in. This will then besupported by a training programme to equipstaff with the skills and knowledge neededto implement their tasks confidently.

These days, most training is self-paced e-learning, as it offers knowledge certainty,

cost advantages, and flexibility. It is likely tobe supplemented with work-based activities,including coaching and mentoring and, forthose in key positions, with participation inlearning forums and, potentially, some peer-to-peer classroom learning.

The IAM’s CompetencyFramework This framework (see Figure 3) is invaluablefor uncovering competency gaps. It coversseven asset management roles:1. Policy Development.2. Strategy Development.3. AM planning.4. Implementing AM Plans.5. AM Capability Development.6. Risk Management and Performance

Improvement.7. Asset Knowledge Management.

Each role has a competency profiledefined by units and elements ofcompetence. There are a total of 27 unitsand 145 elements. They can be used as abaseline to define the competencyrequirements, personal skills, andattributes, needed within the organisation,and to plan development activities forpeople with differing levels ofresponsibility. The next article in this serieswill explore in more detail the benefits ofusing the competency framework.

Conclusion The challenge of creating an assetmanagement system sounds daunting.However, with strong visible leadership, awillingness to learn, and armed with theinternationally recognised ISO 55000standards that clearly set out the basicrequirements, it is a journey that canbegin with small steps. The key is to buildconfidence before rushing in.

The rewards, especially for earlyadopters, are major cost and productivity

advantages. This applies for both publicand private sector organisations. For FMsuppliers, it is also a major opportunity for‘differentiation’.

In the case of Sodexo, the company’sclients have seen improved businessperformance and, as a result, have invitedthe company to pitch for ‘whole life’ assetsolutions. Sodexo has also seen increasedstaff motivation and retention rates asstaff thrive on the new challenges.

The ISO 55000 challenge should not befeared. Embrace it.

A personal viewChris Bradley adds: “A common questionfrom those new to AM is: ‘Where do I start?’‘Don’t jump in with actions’ is my firstresponse. “Start by acquiring knowledge.Get yourself into a position to haveinformed discussions with experts. Theyhave seen the mistakes that people make.Use them to support you on your journey,and get the support and endorsementfrom the top of the organisation.” �

About theauthorsChris Bradley and Kevin Main wereboth key members of the developmentand roll-out of Sodexo’s assetmanagement project.

Chris Bradley divides his timebetween Asset Wisdom, where he isdirector of product development, andTWPL, where he manages global assetmanagement consultancyassignments. With over 30 years’experience of ‘getting the job done’, hehas extensive experience in e-learningsolutions, asset management, businessmanagement, account management,and project management.

Kevin Main is the marketing directorfor Asset Wisdom, and runs learningsets. He also engages in research,particularly in markets undergoingmajor transition. He has worked in both‘think tanks’ and in small and largecompanies. Most of his work in thepast 15 years has been in theconstruction and NHS sectors.

Chris Bradley. Kevin Main.

Role 1Policy

Development

Role 2Strategy

Development

Role 1Policy

Development

Role 2Strategy

Development

Role 3Asset Management

Planning

Role 4Implement Asset

Management Plans

Role 5Asset

ManagementCapability

Development

Role 6Risk Management

& PerformanceImprovement

Role 7Asset Knowledge

Management

Optimise thedelivery and

performance ofphysical assets

Figure 3: The IAM Competency Framework.

The rewards, especiallyfor early adopters,

are major cost andproductivity advantages.

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This article explores how assetmanagement competency frameworkscan help companies give their staff

the competence and confidence to managetheir clients’ assets on a whole-life basis inaddition to maintaining them. The article’sfundamental premise is that, to succeed inthis challenge, organisations need tobecome ‘learning organisations’.

We take a particular look at Sodexo’sexperience of moving up the value chainto offer asset management (AM) serviceson top of its facilities management (FM)services, and note that becoming a‘learning organisation’ is one of just fourcharacteristics that the company saw asessential. These were to:1 Become an ‘AM-orientated’ facilities

management company.2 Develop a robust set of asset

management (AM) policies andpractices.

3 Become a ‘learning organisation’ todevelop competent and confident assetmanagement staff.

4 Measure and evaluate to assesssuccess, and to trigger continuousimprovement.

Competency frameworksCompetency frameworks are sets ofsector-validated benchmarks of bestpractice for a given activity or cluster ofactivities. As such, they can be used inday-to-day human resources tasks such asdeveloping training needs analysis, jobdescriptions, and succession planning.They can also be used at a strategic levelto underpin organisational change andgrowth.

The facilities management sector, like

what this means. Definitions and modelsabound, but they share core elements. Theshort descriptors given here are based onthe Social Care Institute for Excellence’sLearning Organisation: A Self AssessmentPack which, in turn, is derived fromresearch by Iles and Sutherland on NHSpractice (visit: http://tinyurl.com/6ktdd)

Key characteristics of a successful‘learning organisation’ include:� Strong lateral (as opposed to vertical)

relations between all partners that seepeople share information, challengethings and search for improvements.

� A culture of openness, characterised bycreativity and experimentation.

� Reflexive knowledge managementsystems see circular relationshipsbetween cause and effect, with stafftaking knowledge out and feeding newknowledge back in.

� Learning is pervasive: types, methods,and opportunities, ensure that learningis part of the job, and that staff aresupported to be more reflective,competent, and confident.

� The learning system is measured todetermine its contribution to elementssuch as staff satisfaction and retention,and its contribution to ‘the bottom line’.

A key and relevant mantra is: Know –Understand – Apply – Absorb – Improve,while an equally applicable and relevant‘key fact’ is that learning organisationsunderstand the emotional aspects oflearning, and naturally address themotivating and demotivating drivers.

Total Learning Solutions:Learning organisations develop ‘TotalLearning Solutions’ to give their staff therequired competences, and theconfidence to use them. To be fit forpurpose, the solution needs to beappropriate to a company’s needs andcharacter. It will generally make extensiveuse of ‘generic’ materials (such as off-the-shelf training based on recognisedcompetency frameworks), but is likely tocustomise them (such as throughbranding), and to produce some newmaterials of its own.

Improving confidence to manage assets

Asset management

In this article, the third in a series on the new ISO 55000 asset managementstandards (see also HEJ – October 2014 and February 2015), Kevin Main,marketing director for asset management solutions learning consultancy, Asset Wisdom, and June Lancaster, a learning expert with years of experienceof learning in the healthcare sector, describe “how the asset managementchallenge calls on facilities management companies and other suppliers to the healthcare sector to become ‘learning organisations’”, and how this has been achieved by Sodexo, ‘and can be done by others’.

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other sectors, mostly focuses on theformer. The focus of this article is on thelatter, since moving up the value chain tomanaging, as well as maintaining, aclient’s assets is a serious step change inbusiness activity.

There are currently three widelyrecognised AM competency frameworks:the ISO 55000 Competency Framework,the IAM Competency Framework, and theGlobal Forum on Maintenance and AssetManagement Competency Specification.There is massive overlap between them, asthey were all developed on the back of theprocess of creating the ISO 55000standards.

The IAM’s CompetencyFrameworkFor those wishing to check out aframework, visit: http://tinyurl.com/n753vds This ‘link’ takes you to The Institute ofAsset Management (IAM) CompetencyFramework, and is an excellent guide tohow frameworks can be of value in a widevariety of asset management contexts.

Learning organisationsFor those aiming to become a ‘learningorganisation’, it is important to understand

Learning organisationsdevelop ‘Total LearningSolutions’ to give their

staff the requiredcompetences, and the

confidence to use them

Outputs will typically be of two kinds:� Online: for the training of concepts,

processes, models, and principles. Thiswill typically entail e-learning, as itensures consistency of learning, can bedone ‘anytime, anywhere’, is trackable,and cost-effective, especially whenundertaken globally. It may also includewebinars, e-classes, and the like.

� Face-to-face: for the reinforcement,exploration, and application, of theonline learning. It will typically includeclassroom-based learning, workshops,assignments, and coaching. It alsoseeks to build a ‘community ofpractitioners’.

In Figure 1 we set out what we consider tobe the ‘Six key steps to creating a TotalLearning Solution’.

Sodexo’s experienceIn 2012, Sodexo decided that, as well asmaintaining assets on behalf of its clients,it would move up the value chain tomanaging them on a whole-life basis aswell. The company saw the challenge asprescient given its ‘improving quality oflife’ philosophy, as well as emerging clientcalls for ‘whole-life’ services based on‘global standardisation’ (globalconsistency tailored to local conditions).The company also saw that being an ISO55000 early adopter would enhance staffretention and increase revenue andprofitability. (For fuller details, see HEJ –October 2014, pages 86-87: ‘ISO 55000promotes ‘joined up’ approach’). Thecompany created an asset managementsystem – which it coined ‘The SodexoWay’ – which is a compendium of thepolicies, procedures, technicaldocuments, forms, and templates thatoperating units are expected to use whenfulfilling contracts. (HEJ – February 2015,pages 64-66: ‘ISO 55000: Creating an assetmanagement system’).

At the same time, Sodexo committed tocreating a training programme for its18,000 Technical Services staff across the50+ countries it operates in.

“The aim,” to quote Keith Hamer of

Sodexo, “was to create a culture oflearning: to win the hearts and minds ofour staff, and to give them thecompetence and confidence to make best use of ‘The Sodexo Way’. He added:“A team, including June Lancaster, KevinMain, and Chris Bradley, was drafted in aslearning experts to develop educationallysound materials for our staff.”

The Sodexo briefThe brief was: � To cover all IAM certificate level

competences.� To facilitate ‘standardisation’.� To facilitate ‘tailored learning’ for key

AM roles and support staff.� To allow for ‘customisation’,

e.g. to meet local cultural needs.� To be cost and time-efficient.

The team, who are now working togetherat Asset Wisdom, developed: � 18 e-learning modules � 5 face-to-face workshops.

“The e-learning,” says Keith Hamer, “was relatively easy to roll out through thecompany’s Learner Management Systems.The approach maximises cost-effectiveness, flexibility of delivery, andcertainty that the same knowledge isbeing absorbed across our operations.The workshops stimulate discussionsabout how the global standards areimplemented locally, taking into accountculture and sector specific needs.”

Taken together, the learning provides a

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reasonably comprehensive coverage of theIAM’s Competency Framework and the 39subject areas that make up the GlobalForum on Maintenance and AssetManagement (GFMAM) ‘AM Landscape’.

Learning optionsThe learning can be done as a full suite orin parts, e.g. to align to the seven keyasset management roles listed in theIAM’s Competency Framework(www.theiam.org/cf):� Policy development.� Strategy development.� AM planning.� Implementing AM plans.� AM capability development.� Risk management and performance

improvement.� Asset knowledge management.

The learning has been translated intoseven languages, and is being used in 17 countries across 41 client contractsspanning oil and gas, mining,manufacturing, and healthcare.

Regarding healthcare, Keith Hamersaid: “The framework has been developedto maintain patient service on diminishingannual budgets. The capability of ourpeople in asset management enables usto better assess capital programmepriorities, and to better utilise the OPEXbudget by doing the appropriatemaintenance activities on the existingassets.

“Three hospitals have been involved inthe programme – Manchester RoyalInfirmary, St Joseph’s Hospital in Berlin,and the Sukhumvit Hospital in Bangkok.”

In conclusionBecoming a ‘learning organisation’committed to embedding assetmanagement as a core service alongsidetraditional maintenance services could

The aim was to createa culture of learning;

to win the hearts andminds of our staff

The approach maximises cost-effectiveness,flexibility of delivery, and certainty that the same

knowledge is being absorbed across our operations

Figure 1: Six steps to creating a Total Learning Solution.

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become essential for facilitiesmanagement and other suppliers to thehealthcare sector as clients move towardsa ‘whole life, whole system’ approach tomaximising the efficiency andeffectiveness of their assets.

Sodexo’s experience indicates that therecently produced competencyframeworks that are based on the new ISO 55000 standards have defined thejourney.

As Keith Hamer says: “For Sodexo,training based on internationallyrecognised asset management standardsis giving AM competence and confidenceto thousands of our staff on behalf ofnumerous clients, and it has paved theway for others to follow.” �

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June Lancaster, a nurse by background, who hasspent 35 years working within healthcare andfacilities management companies, now runs herown consultancy, Asset Wisdom. She is also adirector of the educational division of estates andfacilities consultancy, CPA. Her interest in is therelationship between clinical and facilitiesservices – ‘how, by working together with a jointagenda and language, greater efficiency andeffectiveness can be achieved in the delivery ofcare’. She has a particular interest in‘understanding the impact of embedding learningacross disciplines and organisations toencourage personal growth and development,and to increase the utilisation of assets toachieve business objectives’.

June LancasterKevin Main is themarketing director for assetmanagement solutionslearning consultancy AssetWisdom, and runs learningsets. He also engages inresearch, particularly inmarkets undergoing majortransition. In his career todate, he has worked in both‘think tanks’, and in smalland large companies. Mostof his work in the past 15years has been in theconstruction and NHSsectors.

Kevin Main

In 2012, Sodexodecided that, as well as

maintaining assets on behalf of its clients,

it would move up the value chain

to managing them on awhole-life basis as well