session 1.05 observation: turning what you see into...
TRANSCRIPT
Session 1.05
OBSERVATION: TURNING WHAT YOU SEE INTO SMART
INFORMATIONAlana F. Dunoff
Consultant, AFD Facility PlanningThursday October 27, 2011
Alana Alana Alana Alana F. DunoffF. DunoffF. DunoffF. Dunoff
Strategic facility planner for over 19 years
EducationEducationEducationEducation:
• M.S. in Facility Planning and Management from Cornell University
• B.S in Environmental Psychology from Boston University
Experience:Experience:Experience:Experience:
• President & Consultant, AFD Facility Planning since 2002
• Adjunct Instructor, Villanova University, FMP Credential
• Adjunct Professor, Moore College of Art & Design
• Project Manager & Design Principal, Little & Associates Architects
• Space Planning Analyst, Thomas Jefferson University & Hospital
• Strategic Planner, Pesce Associates, healthcare merger/master planning.
Professional:Professional:Professional:Professional:
• Presenter at WWP 2003, 2008, 2009, 2010
• Advisory Chair Member Cornell University FM/DEA Program
• Advisory Board Member Community College of Philadelphia FM Program
• Advisory Board Member Temple University FM Program
• Director on the Board of Directors for IFMA 2003-2005
• President of the Philadelphia Chapter of IFMA 2001
• IFMA/DuPont Student Scholarship Winner 1991
Meet Your Presenter
Alana F. Dunoff
October 27, 2011
AFD Facility Planning 3
OBSERVATION: TURNING
WHAT YOU SEE INTO
SMART INFORMATION
4
TMo
Check out Utube -
The Monkey Business Illusion for the short
video that was shown.
�History
�Relevance
�Collection Techniques/Tools
�Application and Examples
5
OBJECTIVES
6
TURNING DATA INTO ACTIONABLE
KNOWLEDGE
PerspectiveGoal/Objective Status Key Metrics Current 2007 Prior Yea r Comments
Month YTD 2006 (Target)PRODUCT
� $ spent on product50,000$ 247,000$
$ 805,000
� $ spent on Attic stock 10,000$ 175,000$ $ 235,000 Equates to 29% of Total Product
� $ spent on shop work 2,000$ 9,000$ $ 11,855
� $ spent on shipping 2,000$ 3,000$ $ 4,745
� Value of product shipped 50,000$ 65,000$ $ 99,300 Into PA
� Value of product shopped -$ -$ TBD
�
$ cost to manage installed furniture base per crew
member annually64$ $ 66
ACTIVITY
� Warehouse 83,000$ 240,000$ $ 332,000
� Design 12,000$ 420,000$ $ 60,000
� Signage 5,000$ 78,000$ $ 7,800
� Installation 100,000$ 600,000$ $ 1,153,000
� Project Management 6,000$ 18,000$ $ 22,000
� Total Project 1,356,000$ $ 1,575,000
�Number of Existing Stations 810 786
� Number of Revised Stations543
859
�Completed Workstation
Requests 189 173
Could be numerous tasks per each request
�Cost for Workstation
Requests 876,000$ $ 1,049,000
� Churn rate (company data) 65% 67% IFMA Benchmark for Financial Svcs 42%
�Reconfiguration rate
(Workstation Reconfigs only) 8%9% # reconfig/ave # of w kst includes CWZ
Company Name: Dashboard
2.2 Track furniture reconfiguration as a part of
overall churn rate
1. Ensure Efficient Processes: Track Labor and Service Financials (Binwork, SP, CARS requests, Projects)
2. Effectiveness of Work Environment 2.1
Track requests and related costs for Projects
1. Provide highest value. Breakdown of product
costs on a quarterly/annual basis.
DASHBOARDS
Goals/InitiativesTrendingStatus Goals/InitiativesTrendingStatus
Voi
ce o
f Bus
ines
s (I
FM
A)
Voi
ce o
f Mem
bers
hip
(Cha
pter
)
Chapter Goal : Increase Membership by 20% (current 0%)Chapter Goal : Increase Membership by 20% (current 0%)
Marketing & supporting University programs (educational)
Annual CFM/FMP review program, free to membership (educational)
Add minimum of three programs based on voice of membership (program)
Increase annual program attendance to net 1,000 ( program)
Increase membership through marketing to a target audience (membership)
Marketing & supporting University programs (educational)
Annual CFM/FMP review program, free to membership (educational)
Add minimum of three programs based on voice of membership (program)
Increase annual program attendance to net 1,000 ( program)
Increase membership through marketing to a target audience (membership)
Balance ScorecardDashboard
Sta
keho
lder
Incentive program for surveys (retention)
Refine COTY process & communicate to membership (operational excellence)
Enhance voice of membership collection (operational excellence)
24/7 access to all chapter products & services (operational excellence)
Streamline membership process (membership)
Incentive program for surveys (retention)
Refine COTY process & communicate to membership (operational excellence)
Enhance voice of membership collection (operational excellence)
24/7 access to all chapter products & services (operational excellence)
Streamline membership process (membership)
Inte
rnal
Maintain 90% retention of membership (retention)
Annual meeting and award of excellence event (operational excellence)
Prospective member reception, align with volunteer recognition (program)
Increase new membership engagement with chapter (membership)
Maintain 90% retention of membership (retention)
Annual meeting and award of excellence event (operational excellence)
Prospective member reception, align with volunteer recognition (program)
Increase new membership engagement with chapter (membership)
Lear
ning
Gro
wth
Maintain viable fiscal position through current Gold Circle Sponsorship program
Maintain viable fiscal position through increased membership
Maintain viable fiscal position through current Gold Circle Sponsorship program
Maintain viable fiscal position through increased membership
Fin
anci
al
Closed Inquiry Example (Yes/No)Closed Inquiry Example (Yes/No)Closed Inquiry Example (Yes/No)Closed Inquiry Example (Yes/No)
Please share with us your experience with WO # _______Please share with us your experience with WO # _______Please share with us your experience with WO # _______Please share with us your experience with WO # _______
1. Did we do what you wanted done? Y N
2. Did we do it well? Y N
3. Did we do it an a timely manner? Y N
4. Did we complete the work with minimal disruption? Y N
5. Did we clean up our mess? Y N
Response Scale ExampleResponse Scale ExampleResponse Scale ExampleResponse Scale Example
(Scale 1 total dissatisfied (Scale 1 total dissatisfied (Scale 1 total dissatisfied (Scale 1 total dissatisfied ---- 4 total satisfied, NA4 total satisfied, NA4 total satisfied, NA4 total satisfied, NA
How satisfied were you with… How satisfied were you with… How satisfied were you with… How satisfied were you with…
1. The scope of work that was completed
2. The quality of the work that was completed
3. The amount of time it took us to complete the work
4. The level of disruption while we completed the work
5. The condition of the space when we left
1 2 3 4 NA
1 2 3 4 NA
1 2 3 4 NA
1 2 3 4 NA
1 2 3 4 NA
BETTER QUESTIONS = BETTER
INFORMATION
10
OBSERVATION
11
QUEST FOR SMART INFORMATION
Do you walk around Do you walk around Do you walk around Do you walk around
your building?your building?your building?your building?
12
QUEST FOR SMART INFORMATION
13
QUEST FOR SMART INFORMATION
14
QUEST FOR SMART INFORMATION
15
QUEST FOR SMART INFORMATION
16
WHAT DO YOU SEE?
� 4 monitors
� Cable management
� Limited work
surface
� Utilize wall surfaces
William
Whyte
AFD Facility Planning 17
OBSERVATIONAL
RESEARCH
�William H. Whyte (1917-1999)
� American Urbanist, journalist and
‘people watcher’
� New York Planning Commission
� Largest urban observational
projects
� Social Life of Small Urban Spaces
18
HISTORY LESSON
Q: What makes a successful Q: What makes a successful Q: What makes a successful Q: What makes a successful
outdoor public spaceoutdoor public spaceoutdoor public spaceoutdoor public space????
�Methodology�Time lapse photography and observational maps
�17 different public plazas and parks
�Tracked where people sat, stood, talked and engaged
�Measured human behavior
�Density, access to space and amenities
19
WHAT MAKES A SUCCESSFUL OUTDOOR
PUBLIC SPACE?
20
WHAT MAKES A SUCCESSFUL OUTDOOR
PUBLIC SPACE?
�Methodology
�Time lapse photography
and observational maps
�17 different public plazas
and parks
�Tracked where people sat,
stood, talked and engaged
�Measure human behavior
�Density, access to space
and amenities
7 Major Elements
1. Places to sit (movable)
2. Access to the street
3. Sun
4. Water
5. Trees
6. Food
7. Triangulation
21
WHAT MAKES A SUCCESSFUL OUTDOOR
PUBLIC SPACE
Final recommendations integrated Final recommendations integrated Final recommendations integrated Final recommendations integrated
into NYC into NYC into NYC into NYC zoning guidelineszoning guidelineszoning guidelineszoning guidelines
Si t t ing, t rees
food, sun
22
COMCAST
TOWER
Successful outdoor environment are also critical to
the success of our interior built environments.
�Places to sit (formal and informal)
�Easy access to our buildings and workspaces
�Access to sunlight, landscaping, water, art
�Food, food and food
23
RELEVANCE TO INTERIORS
We We We We can learn a lot from observing can learn a lot from observing can learn a lot from observing can learn a lot from observing our environmentour environmentour environmentour environment
WIFM
AFD Facility Planning 24
VALUE PROPOSITION
�Obtain first hand knowledge
�Gain insight into how a space is used
�Evaluate existing conditions
�Encourage further investigation
�Ability to evaluate real needs
�Track trends in utilization and usage
�Monitor service performance
�Assess equipment conditions
�Collect smarter data
25
WHATS IN IT FOR YOU?
�Not perfect
�Misinterpretation
�Changes in behavior
26
OBSERVATION CAUTIONS
How to
Tools &
Techniques
AFD Facility Planning 27
OBSERVATION
TECHNIQUES
� Individual behaviorsIndividual behaviorsIndividual behaviorsIndividual behaviors
�How they work in their space, use amenities
�Group behaviorsGroup behaviorsGroup behaviorsGroup behaviors
�Where do they meet/collaborate; for how long?
�Where do they eat, drink coffee, socialize
�Vendor/Contractor performanceVendor/Contractor performanceVendor/Contractor performanceVendor/Contractor performance
�Achieving service contract criteria
�Equipment assessment/utilization Equipment assessment/utilization Equipment assessment/utilization Equipment assessment/utilization
�From infrastructure to copiers/printer areas
28
WHO & WHERE TO OBSERVE
When?When?When?When?
� Various times throughout the day
� 1 week or less = quick hits
� 3-6 weeks = identify patterns and trends
How long?How long?How long?How long?
� Get the data you need
� Snap shot = collect occupancy
� 10-20 minutes = understand behaviors
29
WHEN & HOW LONG TO OBSERVE
�Observation ToolsObservation ToolsObservation ToolsObservation Tools
�Eyes (train ourselves) to see
�Camera/Video
�Observation/Behavioral Maps
30
HOW TO OBSERVE
Scaled f loor p lan
Large enough to
wr i te on
Create legend a
& codes/symbols
Summary
Color i s he lpful
(penc i ls )
Space for notes
Use Interns
AFD Facility Planning 31
BEHAVIORAL
MAP
Legend:
Date__________ Time_________ Notes:
xxxx – occupied seat
• - got lunch but took with
Total # occupied space _______
Total # got lunch and left _______
Cafeteria: Are people staying?
Cafeteria: Are people staying?
Of the 10 only 4
persons s tayed
Over a few weeks
you wi l l beg in to
see a t rend
AFD Facility Planning 32
BEHAVIORAL
MAP
Legend:
Date: Oct 1, 2011 Time: 11:30-11:40am Notes:
xxxx – occupied seat
• - got lunch but took with
Total # occupied space __4___
Total # got lunch and left _6___
xxxx
xxxx
xxxx
xxxx
When arrived no one
sitting, all were in line
or came in after, 1
brought food from
outside
****
How
observation
can come in
handy
AFD Facility Planning 33
APPLICATION
1.1.1.1. Workplace ProductivityWorkplace ProductivityWorkplace ProductivityWorkplace Productivity
�Occupancy Analysis
�Density Studies
�Space Utilization
2.2.2.2. Monitor, Assess & ManageMonitor, Assess & ManageMonitor, Assess & ManageMonitor, Assess & Manage
�Asset Management (Furn/equip)
�Vendor/Contractor Assessment
34
USE OBSERVATION METHODS FOR
Occupancy
Density
Utilization
AFD Facility Planning 35
1. WORKPLACE
PRODUCTIVITY
OCCUPANCY
ANALYSIS
4 weeks
3-4 t imes/day
Where people
were
Wear ing
headset
AFD Facility Planning 37
OCCUPANCY
ANALYSIS
1 v is i t
Where people
were working
Hotel spaces
never used
Col laborat ive
tab les rare ly
used
X
X
X
X
X M
M
M
X
Never where used
5/6/2008
10:05am
6
ANALYSIS & QUANTIFYING
THE RESULTS
10- 50% Solo Work 38%
80-90% Solo Work 31%
60-70% Solo Work 31%
0
5
10
15
20
25
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
I ns t ances
Solo
Music
Density & Headsets
Collaboration vs. Solo work
62% - Reported
67% - Observed
40
UTILIZATION: BARNES & NOBLE CAFE
21 individuals at
tables for 2 or 4
4 groups of 2
41
UTILIZATION: BARNES & NOBLE CAFE
13 individuals at
tables for 2 or 4
3 groups of 2
Assets
Vendors
Checklists
AFD Facility Planning 42
2. MONITOR, ASSESS
& MANAGE
Fac i l i ty
Assessment
Consistent
recording
Provides
h is tor ica l data
through
obser vat ion
Bui ld bus iness
case for repai r s
rep lacement
43
CHECKLIST
Source: IFMA FMP Operations & Maintenance Text
44
MONITOR PERFORMANCE
Handout
AFD Facility Planning 45
CHALLENGE
Where?
�Lunch at EXPO hall
�Session
�Network breaks
�Online alley
�Airport
�Hotel lobby
What to Look for?
�Where do people sit?
�What activities are
going on?
�Where do they put
belongings?
�Utilization of space?
�Density?
46
MINI OBSERVATIONAL STUDY
Send me your findings: Send me your findings: Send me your findings: Send me your findings: [email protected]@[email protected]@yahoo.com or text 215.219.9881or text 215.219.9881or text 215.219.9881or text 215.219.9881
47
FINAL THOUGHTS
�Understand human behavior
�Understand corporate culture
�Understand & solve problems
�Fine tune metrics
�Simple and easy tool
48
POWER OBSERVATION
•Observation
•Surveys
• Interviews
Data Collection
•Benchmarks
•Best Practices
•KPIs
Metrics & Measures •Dashboards
•Score Cards
•Business Cases
Reporting Processes
TURNING DATA INTO
ACTIONABLE KNOWLEDGE
SMART DATA
SMARTER DECISIONSSMARTER DECISIONSSMARTER DECISIONSSMARTER DECISIONS
50
A REMINDER…
51
THANK YOU
Feel free to leave a card and I’ll send you the presentation
- Alana F. Dunoff
E: [email protected] P:215.219.9881 W: www.afdfacilityplanning.com
The CEU session code for this presentation is
A5E
Take the session assessment and log your CEU’s online at
ceu.experient-inc.com/wwc111