Quality Management Systems for a SME Building Maintenance Company

Quality Management Systems for a SME building maintenance company

N. Papadoyiannis, G. Besseris and C. Stergiou

Msc Program in Advanced Industrial and Manufacturing Systems

TEI of Piraeus, Greece and Kingston University, London, UK.

Abstract

Building maintenance companies are usually small-to-medium companies that service a large customer base that usually may not be characterized by uniform needs and wants. This presentation makes a quick introduction to this sector and its peculiarities. Next, it is shown ways that management may improve service efficiency by introducing quality tools and systems that have found successful use in other service areas of equal complexity. During this presentation, it is shown how a quality manual is prepared for such a company that actually has extensive operations in Greece while making an effort to decentralize its multinational operations. It is shown key aspects of quality planning and controlling through an ISO 9001:2000 standard adoption by directly referring to the Quality Manual development issues. We discuss key problems that have appeared during implementation and lessons learned leading to auditing before and after the certification was awarded.

1.Introduction 1.1Brief history and the object of operation of the company

PLM Hellas Facilities Management SA was formed in September 2000 as a specialized Maintenance and Facilities Management services company. PLM Hellas SA is a combined Portuguese and Greek interests company, that was formed as a result of the co-operation between the Portuguese company PLM - Planeamento e Gestão de Manutenção Lda and the Greek ΤΕΚΕΜ Ltd – Consulting Engineers. The systems and installations that usually fall within the scope of services and the responsibility of a Facilities or Maintenance Management Contract with PLM Hellas are: - Heating, ventilation and air conditioning (HVAC) - Power supply and distribution systems. - Telecommunication networks, structured cabling systems (non active equipments) - Emergency power generators and UPSs. - Security and safety systems (alarm, fire detection and suppression, CCTV, access control, etc.). - Lifts and escalators. - Plumbing, sewerage and piping systems. - General civil construction. - Carpentry and fixed furniture. - Painting. - Facades. A Facilities Management Contract with PLM Hellas may include, in accordance with the Client’s specific needs, responsibilities and services such as: - IT systems (software & hardware), office machines, etc. - Telecommunication systems, active equipment. - Automated material handling equipment. - Movable furniture, showcases, etc. - Plants - Cleaning services. - Reception & Security services (security guards). - Access Control cards management. - etc. PLM Hellas Facilities Management SA is one of the bigger and faster growing companies in the area.

2.0 ISO 9001: 2000

The model of ISO 9001:2000 standard like presented in figure 1 shows the present comprehension of this standard as far the important role that clients have in the determination of demands and their satisfaction. In reality the cycle of continuous improvement is applied. That cycle is based in methodology “ Plan- Do-Check-Act”  Plan: The objective aims are determined and the procedures that are necessary for the production of results according the demand of the clients and the policy of quality of the company.  Do: The procedures are set to operation.  Check: The procedures and the results are monitored and measured according the policy of quality of the company, the objective aims and the specifications of the result.  Act: Actions are taken in following the results of controlling for the continuous improvement of performance of the procedures.

Figure 1: ISO 9001: 2000 model presentation

2 3.0 Organisational chart Figure 2 presents the organisational chart of the company.

ORGANISATIONAL CHART

Figure 3: Organisational chart

3 4.0 Recognition of Procedures of the company Figure 4 presents The basic Procedures that are demanded for the effective operation of the company, the logical series and their interaction.

Strategy & Development

Performance of QMS

Policy of Objective aims Quality

Recourses Needs & Quality Management expectations Management System of client

Resources Procedures

Marketing- sales Implementation of Demands Service Work

Satisfaction of Client

Figure 4 :The basic Procedures that are demanded for the effective operation of the company, the logical series and their interaction.

The criteria and the methods that are applied for the secure of the effective operation and control of the Procedures, where is necessary, are presented in the documentation of every Procedure separately. The responsibility of the each Manager is to evaluate the effectiveness. Each worker, through the training and the programmed company’s meetings, is kept informed for his actions and recognize his contribution in the secure of quality of services that the company offers and the effective operation of the Quality Management System.

4 5.0 Quality Management System Figure 5 presents the block diagram of the Quality Management System Internal Communication P2.4

Corrective & Political Analysis of External Internal preventive Proposals for Targets facts inspections Inspections actions P2.3 Changes on QMS P2.2

Strategy & Evaluation of QMS development through the review of the Board P2.5

END Need for NO Improve ment?

Improvement Proposals of QMS

Is the integrity of QMS kept?

Inspection of documents/record of quality P2.1

New documentation

Figure 5: Quality Management System block diagram

5 6.0 Recourse Management Figure 6 presents the block diagram of the recourse management system

Strategy & Need for Quality Management Development System Company targets resources Procedures

Resources Financial department Personnel management Management P3.3

Choice-First and Supplier/ Buys New continuous evaluation P3.2 investments & management supplier P3.1

Figure 6: the block diagram of the recourse management system

6 7.0 CONCLUSION After the implementation of the a quality management system according to the ISO 9001:2000 standard to the company, some important improvements were succeed in different areas of the company. Firstly, after the validation of the Greek association ELOT that PLM Hellas Facilities Management SA has a valid (according to the ISO 9001:2000 standard) quality management system, there was a significant increase of improvement in marketing area. The company made wider their section in the market place since the company can send offers and assert for new projects that the main specification of the project is that the company that will take them should have a valid quality management system according to ISO 9001: 2000. Moreover, new agreements with suppliers were accomplished since the suppliers were satisfied with the procedures that the company follows concerning their payment methods. Furthermore, a major improvement was observed in productivity since the procedures of quality management system that the company follows concerning the personnel were added. On the other hand some problems was confronted at the beginning og the application of the Quality Management System like the personnel had problems in learning, keeping the procedures and completing the documents. Moreover, some time the filling of the documentation was adding time to the accomplishment of a procedure. Finally, an important problem is that when the company have to cooperate with another company (supplier) that has a Quality Management System according to ISO 9001:2000, the personnel have to fill documentation of PLM Hellas Facilities Management SA and of the other company. That makes a simple procedure very time-consuming.

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