Research and Innovation Festival 2015 (R&I FEST 2015)

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Pejabat Pengurusan Penyelidikan, Inovasi, Pengkomersilan dan Perundingan telah menganjurkan Research and Innovation Festival 2015 (R&I Fest 2015) pada 16 hingga 17 November 2015 di Dewan Tunku Mahkota Ismail (DTMI), Universiti Tun Hussein Onn Malaysia. 


Niche Area

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CeFM Research and Advancement Focus Pillar 

Future Research and Advance Exploration

  • Commercialize facilities audit and performance model to the industry
  • Expand best value practice application in Malaysian state government on their assets and facilities planning.
  • Integration of advance GIS application for local authority and buildings space planning
  • Integration of GIS and building hazard for evacuation planning
  • Creation of community satisfaction indexes for local authority service delivery using real time data.
  • Application of energy saving model on other buildings (commercial, industrial, residential etc.)
  • Introductory to energy efficiency policy for Malaysian public universities.
  • Creation of new theory in human behavioral aspect regards to energy consumption studies.

Best Value Creation Focus

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The future of the Facility Manager (FM) is in creating value, expanding the FM area of impact and utilizing expertise to minimize cost. The FM needs to communicate with organizational leaders to command attention and utilize expertise [inside and outside of organization] to transform the facilities and services to meet the changing requirements of businesses and the worldwide competitive environment. The only logical way this will happen is the integration and utilization of all experts in the supply chain into the FM’s team. Accountability, efficiency and utilization and value of expertise must increase, and the use of decision making, management, direction and control [MDC] and supply chain transactions that offer no value must be minimized. This movement requires a transformation of the FM from an administrator and technical expert to a leader and an executive [more of a high level leadership role instead of a technical role.] 

The impact on the FM will be an increase in value and capability, the utilization of expertise, the reduction of cost, and the creation of a transparent environment which minimizes the need to MDC. It is the transformation from administration/management to leadership, from facility management to organizational leadership. The methodology of “reorganization”, cutting cost and outsourcing using MDC is no longer effective.

Today’s FM environment can be described as tenuous, reactive, cost-cutting, fast changing and demanding. The facility manager seeks to survive. Technology and the environment continues to change at a rapidly dizzying speed. The trend seems to be the outsourcing and downsizing of in-house FM staffs to cut cost, while requirements seem to continue to be more unpredictable and unstable. Traditional solutions to the changes include increased educational requirements, and a more detailed understanding of new technologies which force the FM to be technically “smarter”. The more active and visionary FMs are constantly active, trying to activate the overworked FM community. Slowly but surely, the FM programs are being taken over by FM vendors. In this ever increasingly stressful environment, the FM must find a way to increase the value of the FM while minimizing their increased workload.

Managed Facilities Focus

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Facilities management has developed in the past decade into a major, thriving business sector and discipline and continues to grow in many countries. The term facilities management – or facility management if one adopts a US perspective – has become accepted by governments, the business community, educationalists and researchers as an essential component of today’s business world.

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. Well-managed services enable an organisation to function at its most efficient and effective level, offering real added value improvements to the organisation’s core business. 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. It is necessary for facilities management service providers and their customers to acknowledge the role of facilities management in the organisation’s strategic operations.