Facilities Management Case Study: Ryans DIY

Facilities Management Responsibilities

In dealing with the case study, you should

a) State clearly any reasonable assumptions which you feel are necessary. 

b) Note that marks will be awarded on the basis of the relevance of the  answers to the case. 

c) Assume the role of the Facilities Manager. 

 

Ryans DIY is a well-established chain of hardware stores established over 40 years ago.

 

The biggest outlet is in Newbridge Co. Kildare which is also the head office location where over 150 administrative, financial and purchasing staff are based. The Company has retail outlets in 15 locations throughout the country, and a distribution centre in Athlone with 50 staff, and offices with a further 35 staff in Cork City,

 

You are the facilities manager for the company. You have a background in mechanical engineering, and have been Facilities Manager for a year. You find the job interesting yet stressful, and are still finding your feet. The staff in the facilities department comprise of one assistant (also an engineer),  a number of catering staff in the retail outlet coffee shops, and staff catering units at the distribution centre and head office. All other facilities services are provided by outside specialist contractors.

The scope of the facilities department and your responsibilities include

• Catering at 6 coffee shops/tea rooms located in major retail outlets

• Employee catering services at the distribution centre and  head office

• Cleaning of the main offices, distribution centre, and retail outlets, which has been outsourced to 6 different cleaning contractors in total

• Budgets for lighting and power at all locations, energy management

• Security Services at all locations (including CCTV and night-watchmen at the larger locations

• Building Services Maintenance for the company (10 different specialist companies used)

• Health & Safety for the company

• Utility costs for the company

• Environmental Management and performance

 

You have no responsibility for the products sold, distribution logistics, sales staff, or fabric maintenance of the buildings.

 

The wider economy has a big influence on company turnover, and in recent years an economic downturn has led to a sharp decline in sales, affecting the company profits.

 

The company has recently appointed a new chief executive, Mr Ken Clohessy, to try to improve things. He has been recently reported in the press as saying “The bad results can be blamed on the economic downturn, and things are not good. We will have to improve performance by reducing overheads, and making our outlets more attractive to customers, especially the coffee shops. We must also tell our customers about our “green” credentials, that we are concerned about the environment and take energy efficiency seriously .In addition, a recent secret shopper visited one of the larger retail outlets and reported in a consumer magazine: 

I found the service unfriendly in general. The coffee was weak, and the choice of pastries very old-fashioned. My mother who is in a wheelchair, was unable to use the toilets as there was a step down into them. There seemed to be no attention paid to energy management whatsoever, as on a very cold day, the doors of the coffee shop were wedged open, while unit heaters at high level were blasting out heat. The push-button tap in the toilet was stuck, continually discharging water down the drain, and in the middle of the day the external floodlights were on! No wonder this company has financial problems!”

 

Ken Clohessy, after seeing this article, has sent you a scathing email instructing you to act quickly on the following issues:

•The cost of heating, lighting and water at all outlets muse be minimised, with an emphasis on energy efficiency and minimising CO2 emissions

Ken Clohessy has also stated that in his opinion, satisfactory disabled access is not being provided at all outlets, and he is concerned that the company is not in compliance with Part M of the Building Regulations.

He has also confidentially informed you that he is intending to close the distribution centre and relocate staff to the Newbridge Offices. The Newbridge offices will need to be refurbished and extended to accommodate the additional 50 staff, and also incorporate the latest energy efficiency measures.

Write a brief report (3-pages max. in total) to the Board of Ryans DIY explaining:

a) Why the company should take energy-efficiency seriously (10 Marks)

b) Why good management is fundamental to the effective implementation of energy efficiency measures (10 Marks)