Facility management

Pau l D . Lapides , CPA , MB A

Facilit y

Managemen t

Edmon d P. Rondeau , AIA , CFM , IFM A Fello w

Rober t Kevi n Brown , PhD , CRE , AIC P

Pau l D . Lapides, CPA , MB A

JOHN WILEY & SONS, INC.

New York • Chichester • Brisbane • Toronto • Singapore

Tins text is printed on acid-free paper.

Copyright © 1995 by John Wiley & Sons. Inc.

All rights reserved. Published simultaneously in Canada.

Reproduction or translation of any part of this work beyond

that permitted by Section 107 or 108 of the 1976 United

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John Wiley & Sons. Inc.. 605 Third Avenue, New York, NY

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This publication is designed to provide accurate and

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the publisher is not engaged in rendering legal, accounting,

or other professional services. If legal advice or other

expert assistance is required, the services of a competent

professional person should be sought.

Library of Congress Cataloging-in-Publication Data:

Rondeau, Edmond P.

Facility management / Edmond P. Rondeau, Robert Kevin Brown, Paul

D. Lapides.

p. em.

Includes index.

ISBN 0-471-03806-7 (acid-free paper'

1. Real estate management. 2. Facility management I. Brown.

Robert Kevin II. Lapides. Paul D III Title.

HD1394.R66 1995

658.2—dc20 94-48240

Printed in the United States of America

10 9

DEDICATED TO:

The hardworking, knowledgeable, and skilled facility professionals who ac￾quire, plan, design, construct, support, maintain, and manage corporate

facilities to help their customers and organizations succeed and excel.

The in-house customers who require and accept professional assistance and

entrust their facility service providers with corporate resources and timely

confidential information to meet their strategic business requirements.

The suppliers, vendors, and consultants who provide quality, timely, cre￾ative, and cost-effective services to help their facility professional clients

succeed and excel.

The bosses and corporate officers who support and provide their facility

professional staff with the responsibility, authority, and resources to exe￾cute their duties.

The students, teachers, and educational organizations who sustain a grow￾ing knowledge and research base of facility management information and

are the future of the profession.

Keep up the good work!

And Sarah D. Rondeau, wife of Ed Rondeau.

Forewor d

Not until the decade of the 1980s did facilities management come into its own. Even

though FM had always been around in one form or another, it lacked a focus, even a

commonly shared title. It did not command a presence either within the organization

or without. In fact, practitioners didn't know that "someone else does what I do," as the

FM vice president of a Midwest bank told me back in 1980.

Indeed, the eighties can be considered the decade of facilities management. Asso￾ciations of professional facilities management practitioners were formed, colleges and

universities developed FM degree programs, publications exclusively for FMs ap￾peared for the first time, and manufacturers and consultants hopped on the FM band￾wagon with marketing plans to serve this newly identified buyer with clout.

In short, the sleeping discipline emerged from its cocoon and matured to benefit the

corporation and its employees. Facilities managers turned their attention to critical

issues, from human factors to new technologies, energy conservation to indoor air qual￾ity, and the means to integrate them all in the total work space.

But by the end of the decade, the flourishing economy took a nosedive with a re￾cession unlike those of the past. The recession of the 1990s is deeper and steeper, and

business is seemingly unable to make a fast rebound back to anything we might con￾sider normal. Reflecting business in transition, the early 1990s saw new words enter

corporate America's lexicon: reengineering, restructuring, reinventing, and downsiz￾ing, rightsizing, smartsizing. No matter what the euphemism, employees were pink￾slipped by the tens of thousands.

Nor were facilities managers immune to such wholesale layoffs. In some cases, the

entire FM department was disbanded, giving meteoric rise to outsourcing as a word

and business concept. American business was indeed in the throes of transition, and

FMs struggling for survival diligently searched for new means to meet belt-tightening

mandates with bottom-line measures. In response came such concepts as hoteling,

telecommuting, virtual offices.

Economists have forecast a slow recovery and point to the turn of the millennium

for American business pulls out of this long slump.

Given the healthier climate, the first decade of the twenty-first century- will prob￾ably find the emergence of a new corporate America. The effects of the economic re￾cession and the growth of high technologies will continue to force reconsideration of

many long-accepted practices and major corporate restructuring.

When the U.S. economy finally hits its stride, facilities management executives will

face even greater pressures to sharpen their strategic skills to match those of every

other top executive within the corporate structure. As a result, educational tools will

be in demand by those eager to move ahead into the next millennium. And this book

by three highly regarded professionals serves as a solid foundation for the principles

vii