A step-by-step plan to manage and measure adding value by FM/CREM.
A step-by-step plan to manage and measure adding value by FM/CREM.
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通过 FM/CREM 管理和衡量增值的分步计划。
DOI：
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发表时间：
2016
期刊：
影响因子：
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通讯作者：
F. Bergsma
中科院分区：
文献类型：
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作者：
T. Voordt;P. Jensen;Jan Gerard Hoendervanger;F. Bergsma
本会议文件提出了一种新的增值管理模式，旨在支持决策者确定适当的干预措施，以增加组织的价值，管理其实施，并衡量产出和成果。本文以价值增值管理理论和模型为基础，包括投入-产出-产出三元组，产出、结果和增值的区分，计划-执行-行动-检查循环，变革管理和绩效评估。本文基于文献综述和对一本书的跨章节分析，来自不同欧洲国家的作者介绍了12个价值参数的理论和研究现状，如何管理和衡量每个价值，并讨论了典型FM和CREM干预措施的成本和收益，以提高满意度，形象，文化，健康和安全，生产力，适应性，创新，风险，成本、资产价值、可持续性和企业社会责任。新的增值管理模式遵循著名的计划-执行-检查-行动循环的步骤。这四个步骤得到了各种工具的支持，这些工具可以在文献中找到，也可以在12个价值参数的最新章节中找到。此外，概述了衡量12个价值参数和相关关键绩效指标的方法。
This conference paper presents a new Value Adding Management model that aims to support decision makers in identifying appropriate interventions to add value to the organisation, to manage its implementation, and to measure the output and outcomes. The paper builds on value adding management theories and models including the triplet input-throughput-output, a distinction between output, outcome and added value, the Plan-Do-Act-Check cycle, change management and performance measurement. The paper is based on a literature review and a cross-chapter analysis of a book, where authors from different European countries present a state of the art of theory and research on 12 value parameters, how to manage and measure each value, and to discuss the costs and benefits of typical FM and CREM interventions to enhance satisfaction, image, culture, health and safety, productivity, adaptability, innovation, risk, cost, value of assets, sustainability and Corporate Social Responsibility. The new Value Adding Management model follows the steps from the well-known Plan-Do-Check-Act cycle. The four steps are supported by various tools that were found in the literature or came to the fore in the state-of-the-art sections of the 12 value parameters. Furthermore an overview is presented of ways to measure the 12 value parameters and related Key Performance Indicators.