Here's how you can pinpoint the root causes of problems as a Facility Manager.

In facility management, the first step in problem-solving is to gather comprehensive data. This involves: 1. Identifying the Problem: Clearly define the issue. 2. Collecting Relevant Data: Gather maintenance records, equipment manuals, usage logs, incident reports, and feedback. 3. Analyzing the Data: Examine the data to identify patterns and root causes. This process ensures a clear understanding of the problem and informs effective solutions.

Data collection is not limited to complex seismic sensors. The first and most important is user interviews which you tabulate and cluster based on similarities. At this stage all the information is good.

Based on maintenance methodologies, First thing is to know the failure modes, Second to be able to monitor conditions and digitize to be able to analyze that data, Third implementation of industry 5.0 will help to find and solve problems

To analyze patterns in your facilities engineering data, start by organizing information from maintenance logs, sensor data, and work orders. Look for recurring issues or anomalies over time, using software tools for visualization. Group data by categories like equipment type, location, or frequency to spot common factors. Apply statistical methods to quantify patterns and identify significant trends. Check for correlations and possible causes. Compare your findings with industry benchmarks or historical performance. Use charts and graphs to make the data easier to understand. Regularly review and update your analysis to catch new patterns as they emerge.

Raw data can then be platted on a frequency polygon based on number of similar observations against observed issue. Or a scatter diagram drawn of observation over time. Then pick out a pattern or most frequent range. Focus on this dominant area first by reviewing the source data for accuracy

Dependera mucho del Gap o problematica a resolver. El mundo del FM es muy, muy amplio y entonces los "patrones" deben ajustar al fin perseguido, ejemplo; "tiene que ver con Gestión Energética", con "Gestión de los especios de trabajo", quizá con "Gestión Medioambiental" o "Debemos optimizar los costos presupuestarios: Integrando, agilizando, comprimiendo procesos". Un analista de datos nos será de gran ayuda en este paso.......

Identifying recurring issues or trends in asset performance, maintenance requirements, and resource utilization to proactively address potential problems and optimize operations.

Once you have your data, the next step is to look for patterns that might indicate the root cause of the problem. Are there recurring complaints from the same area of your facility? Do malfunctions happen at specific times or under certain conditions? Analyzing these patterns allows you to narrow down potential causes. While this step often involves sifting through substantial information, pattern recognition is a powerful tool in your problem-solving arsenal, helping to focus your efforts on the most likely sources of the issue.

Our facility management and environmental specialists, ICT/BIM engineers come from a multidisciplinary field of digital transformation, digital twins and BIM design, terrestrial ecology, freshwater ecology, land use, air quality, social impact, AI information system and numerical modeling specialists for: - optimal automation and re-engineering, - integration with the facility (FM) and building management system (BMS) during the operational phase.

Após a coleta de todos e dados e informa??es, ainda é possível validar com especialistas a possivel causa do problema. Isso faz com que a chance de erro reduza exponencialmente.

Consulting experts to fine tune repetitive data is good to achieve accuracy and eliminate bias in source data . Experts will also have more technology to interrogate information besides being non intrusive observers

Mi principal sugerencia aqui, siempre será: Primero preparate bien en entender que es CAUSA RAIZ y que es CONSECUENCIA; por que muchos "profesionales" los confunden y por ello, no llegan a RESOLVER las oportunidades de mejora que se presentan.

Facility managers can significantly enhance their decision-making capabilities, operational efficiency, and asset longevity by tapping into the specialized knowledge of consulting engineers. These technical experts possess the skills and insights necessary to identify optimization opportunities, develop robust maintenance strategies, and ensure compliance with safety standards. By actively incorporating engineering input into their facility management practices, managers can unlock the full potential of their organization's physical assets, promoting sustainability and safeguarding the well-being of occupants.

Compare ideal situation and actual. The variation is the deviation. Develop hypothesis to restore actual observation to ideal conditions. Test out come through data collection again repeat until solution found

Y aún de plantear una SOLUCION piense en el impacto: es realmente considerable?, vale la pena realizar el cambio?. La experiencia nos ense?a que la CURA a veces es más peligrosa que la ENFERMEDAD. Una buena evaluación de costo beneficio ayuda. Sugiero su evaluación con la Matriz AHP, escala SAATY......

Start by gathering detailed data on incidents and maintenance logs. Look for recurring patterns or anomalies that may indicate underlying issues. Prioritize using methods like Pareto analysis to focus on significant problems. Use statistical tools for trend analysis and engage stakeholders to gain diverse insights. Employ structured techniques like fishbone diagrams or the 5 Whys to delve deeper. This data-driven and collaborative approach ensures effective problem identification and targeted solutions.

Identifying the root cause is only half the battle; implementing effective solutions is equally crucial. This may involve repairing faulty equipment, updating procedures, or making design changes to the facility. Ensure that any solutions are sustainable and comprehensively address the root cause to prevent the problem from recurring. A well-implemented solution not only fixes the immediate issue but also enhances overall facility management and operational efficiency.

If the solution comes from an external source, the presence of our team is mandatory. This is because, from a technical perspective, there's a possibility that the issue could recur.

Once you have identified the root cause, do a ‘what if’ worse case scenario because sometimes, what you see may just be the surface of what it could have been if not detected earlier. If you go a step ahead with your solution, not only are you preventing a recurrence of that scenario BUT you also would be far more prepared if it had gone to its worse state. Sometimes, if you have your back against the wall, that forces your brain to act sharper and with more common sense.

Not just fixing issues as they arise ,but fixing issues to reduce a great number of reoccurrence,addressing the root cause and applying sustainable solutions

As an experienced Facility Manager, I’ve learned that resolving issues is only half the battle, ensuring they don’t recur is equally crucial. Effective monitoring is essential to confirm the success of implemented solutions and maintain smooth operations. Here are some steps to achieve this: 1- Set Baseline Metrics: Record initial conditions to compare with post-solution outcomes. 2- Regular Inspections: Conduct routine checks to spot early signs of recurring issues. 3- Leverage Technology: Use sensors and management software for real-time monitoring. 4- Gather Feedback: Collect input from staff and occupants. 5- Analyze Data: Detect trends and measure effectiveness. 6- Adjust as Needed: Make necessary changes based on insights.

As an important task during the Facility Management (FM) stage we as an expert of FM need to practice Building Energy Modeling (BEM), which involves the meticulous input of various data points about aspects like building layout, construction materials, local climate conditions, occupancy trends, and equipment specifications. The skillful integration of this data into energy models is of paramount importance. By adeptly forecasting and quantifying energy performance, this tool becomes instrumental in shaping structures that are not only resource-efficient but also environmentally conscious.

5 why principles…. Asking 5 whys have always helped reached the root cause . As a manager not having prejudice and a predefined answers is the beginning of the search for facts . Keep an open eye, ears and mind is important to reach the real facts and possibilities of root causes.

A gest?o de n?o conformidades frente aos processos fornece ao gestor a vis?o qualitativa e quantitativa dos fatores de riscos que podem potencializar a concretiza??o de uma ocorrência. Através dessa gest?o, o FM poderá antes da ocorrência acontecer desenhar um plano de a??o visando a melhoria do processo e compartilhar o risco com as áreas interessadas dentro da sua organiza??o.

From my experience Gather Data: Collect relevant data on the issue. This might include maintenance records, incident reports, and feedback from staff or occupants.Observe Directly: If possible, inspect the area or equipment in question yourself. This can provide first-hand insight into potential causes.Engage Stakeholders: Talk to employees, tenants, and other stakeholders who interact with the problem area. They may offer perspectives or notice details you missed.Analyze Processes: Review the processes involved in the problem area. Are there any procedural gaps or inefficiencies that could contribute to the issue?Use Analytical Tools

Pinpointing the root cause of a problem will have to be done diligently. What are the problems being caused? Collect all information and data available about the same. Analyse the details now available. Layout the probable cause. Discuss this with other experts as well as with your team. You will now be able to finalise the cause of problems. Make out a detailed plan for overcoming the problem. Implement this plan and continuously monitor the progress.

Let me share my 4 Tenets of Operation, something that I have compiled in my 25 years working in the FM industry: 1. There is always time to do it right. 2. If you cannot do it right, don’t do it at all. 3. Always involve the right people. 4. Always work within set and agreed standards. Believe me, if you have everyone in your Team follow this mindset…you won’t have to deal with sooo many problems in your facility, save for those that may be considered as ‘acts of God’.