Here's how you can improve your decision making abilities as a Facilities Engineering professional.

As you know gathering data to create a benchmark is the best place to start, we have global integrated software, Transedance gives more than just the PM work for all the enginners, it calculates the time the call came in, how fast the tech opened the job & calculates the time completion for a full framework KPI. We also track customer service feedback ratio's on each department to track continous improvement & post it for the engineers in the shop. I find this make them more accountable for individual or team work. Data can help make the crucial judgement calls that give you the informed backing for your decision

You can use SAP modules , ERP systems to help you to get a clear sight of the maintenance history , times , schedules . So you can get to know your performance, weakness. You can also track your spare parts . And your consumption . And make sure your are always have the sufficient stock. And to know the minimum critical stock number so you can order your spare parts regularly.

Facilities Engineering involves a constant evaluation of risks to ensure the integrity and functionality of the physical environment.

Facilities Engineering involves a constant evaluation of risks to ensure the integrity and functionality of the physical environment.

You must know the right steps for each job order. That's will help you to analyse each step individually. So you can make a potential list of the risks . Also you need to have a Sharp eyes of your surroundings. Some times the risk would be from outside your field of eye .

Our first priority is PM's unless a emergency takes protocol, then projects after that.. As the Global software tracks the KPI's on all the PM's, so it helps set the priorities. We have also went to 24/7 for customer service too, so our guests are always looked after when the calls come in. I also review every-morning with the Chief Engineer the tech's work schedules to make sure we have the right manpower for the day & week. We review what projects are running & what contractors will need, what we need to inform the guests of interuption to keep complaints to a minimum.

You must gather a strong list of connections, vendors, colleagues. So you can ask for any missing data you need to know. You can join online groups on Facebook. You can use the WhatsApp, telegram groups. For me it's called the power of the people. Strong & diverse connections will help you a lot.

You always need to be updated in each field you are concerned with. From courses, studies, or even online ,or from the YouTube . Your can ask your colleagues. You can get the information from different vendors,and outsourcing companies.

- You can't manage what you don't measure. - Only measure what matters. - Software won't decarbonize anything. You need systems capable of delivering performance at lower energy usage.

Always remember the basics. If it smells like snake oil, it probably is; avoid it. If it doesn’t make physical sense, it won’t work. If it’s a simple application of physical principles, give it a try, it could save a lot of $. If the ROI is < 1 year, sneak it into the operating budget and take the win.

I am a people person, I make an effort to get to know all my engineers on a work & personal level it adds another level to the relationship. So when I see the work perforamnce or attitude sliding, I can bring them into my office & find out what is going on in their lives... with this type of management, I have found the engineers will go up and above for you

Decisions made on feelings/intuition/your gut don’t often work out well; seek out the best data, and don’t be afraid of what it tells you. Surround yourself with people who will question you and are smarter than you; challenge them to make the organization succeed as a team. Don’t sugar coat the truth, but also don’t be a pessimist about the options you have in front of you. Know when and how you make decisions; some need to be made fast others need you to have tactical patience and to be at the right time for the best results. Pass praise down to those below you, take the blame and shield those below for anything that goes wrong (but hold them to account privately) - having built trust will allow your team to meet the mission.