Understand the construction and operation of electric and hybrid vehicles Name the main components and discuss the operation and function Carry out specific isolation procedures to ensure the vehicle is safe before carrying out service work Work safely with these vehicles through in-depth safety training Close Hybrid Courses Brake Regeneration In addition to the levels 1 and 2 courses we are able to offer a bespoke course: Originally designed for the accident investigation teams to have a greater understanding of regenerative braking and the effects this has on the vehicles behaviour.
This thinking applies to both core and non-core business. Keywords facilities, facilities management, strategy, outsourcing, core business, support services, business Time equivalence: Learning objectives Present a working definition of facilities management.
Describe the range of services covered by facilities management. Understand why different organisations will have different facilities management needs. Explain the importance of developing a formal strategy for facilities management.
Describe the three key stages to creating an effective facilities management strategy and implementation plan. Understand the need to gain a complete financial picture of the direct and indirect costs of both in-house and outsourced service provision. Introduction Facilities management has developed in the past decade into a major, thriving business sector and discipline and continues to grow in many countries.
Facilities management is of significance to organisations of all kinds and, as an emerging discipline, it has become the focus for the important issues of best value and customer satisfaction within the management of supporting services.
Facilities management is being elevated to a strategic level of importance and is therefore being given the task and opportunity to contribute to business success and to aid the delivery of competitive advantage.
Indeed, in recent years, the range of services covered within the remit of facilities management has become more complex, as facilities management has moved into the core operational functions of client organisations.
This article presents the core concepts of facilities management with particular attention being given to the role of outsourcing.
What is facilities management? Most real estate represents substantial investment for organisations and has to accommodate and support a range of activities, often taking into account competing needs. Yet, no matter how well focused an organisation might be on its core business, it must not lose sight of the supporting services — its non-core business.
Organisations may have already considered the distinction between their core business and non-core business such as security, HVAC maintenance and cleaning as part of the drive to deliver and achieve best value and customer satisfaction.
Since running costs account for a significant part of annual expenditure, second only to payroll, there will be pressure to look for savings in non-core business areas.
Since the running of an organisation involves complex, co-ordinated processes and activities, it is necessary to take an integrated view. For facilities management to offer maximum support to core business activities, the organisation must, therefore, recognise that cost and quality are inextricably linked and should not be considered separately.
Thus, facilities management can be described as something that will: The following cover what, in this article, is meant by facilities management.
In some cases, real estate services are outsourced for example, contracted out and in others retained in house, for good reason in each case. Some organisations operate what might be described as a mixed economy, where certain services, even the same ones, are outsourced as well as retained in house.
There is no general rule, rather a need to define the thinking, practice and procedures that will lead to best value for an organisation. Definitions Outsourcing the contracting out of the facilities management services required by an organisation to external service providers.
In-house provision supply of facilities management services within the client organisation - the in-house team may or may not be an independent body. Whichever course of action has been taken — retain in house or outsource — the primary concern is the basis of the decision.
It is not the outcome that needs to be looked at closely, but the efficacy of the decision-making that leads to it.
It is, for example, always necessary to stress the importance of a careful evaluation to determine the merits of the case for outsourcing. A strategy or business plan for facilities management should: The three main stages in the development and achievement of a workable strategy for facilities management are: This means assembling all material facts including: It is essential that the interpretation of information derived from the analysis is open and allows new ideas and innovative solutions to be developed.
The recommended approach is: The change management process should be undertaken adopting best practice in human resources management.
The implementation plan should include programmes, milestones, performance measurement and risk analysis. The risks to successful implementation should be identified and responsibilities for managing these assigned.
These should be kept up-to-date and used to determine the nature and level of services support. This formal strategy should include descriptions of the approach to measuring how the business objectives and needs have been met. The selection of the approach through which service provision will take place should be based on the ability of that approach to satisfy those attributes that an organisation considers most important to its success.
However, as the circumstances, which the organisation is subjected to, are subject to change, the most appropriate option will be the one that can also accommodate change. Naturally, there will be advantages and disadvantages in providing services either in house or by outsourcing.
The organisation must, therefore, decide the route that provides best value for itself in the long term. This is achieved by taking full account of the implications especially the true cost of all options.In all of the tables in this document, both the pre NQF Level and the NQF Level is shown. In the text (purpose statements, qualification rules, etc), any references to NQF Levels are to the pre levels unless specifically stated otherwise.
Project Management - Overview. Common misconceptions about Project Management. Here are some questions we hear frequently that demonstrate a misunderstanding of project management. What is monitoring, control and surveillance?
In brief it could be said that monitoring, control and surveillance (MCS) is all about compliance to fishery management measures. Conflict Management in the Pygmy Culture - The way people behave within conflict is a strong indicator of whether peaceful resolution is a possible outcome of conflict management (Eunson, ).
Unit One Introduction In this first unit we introduce some theoretical perspectives on management and examine a number of key management concepts and principles. Journal of Knowledge Management Practice, June Choosing Your Knowledge Management Strategy Knox Haggie, John Kingston, School of Informatics, University of Edinburgh.