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A complete enumerative study was made of the operating and maintenance costs of the 1,255 delivery post offices throughout Japan in 2000, in order to grasp the characteristics of the whole life costs of post office buildings. The operating and maintenance cost of five standard post offices were also monitored for 20 years. This paper demonstrates how the acquired knowledge of the whole life costs is used for the decision making of the facility investment. After analysing the relationship between the rebuilding cycle, and rebuilding, repair and improvement costs, by changing the present rebuilding at age 40 to building additions at age 40 and rebuilding at age 60, it became apparent that a significant reduction in facilities investment costs could be expected.

The purpose of this paper is to describe a quality improvement collaborative conducted in 33 Nigerian facilities to improve maternal and newborn care outcomes by increasing compliance with high‐impact, evidence‐based care standards. Intervention costs and cost‐effectiveness were examined and costs to the Niger Health Ministry (MoH) were estimated if they were to scale‐up the intervention to additional sites.

Facility‐based maternal care outcomes and costs from pre‐quality improvement collaborative baseline monitoring data in participating facilities from January to May 2006 were compared with outcomes and costs from the same facilities from June 2008 to September 2008. Cost data were collected from project accounting records. The MoH costs were determined from interviews with clinic managers and quality improvement teams. Effectiveness data were obtained from facilities' records.

The average delivery‐cost decreased from $35 before to $28 after the collaborative. The USAID/HCI project's incremental cost was $2.43/delivery. The collaborative incremental cost‐effectiveness was $147/disability‐adjusted life year averted. If the MoH spread the intervention to other facilities, substantive cost‐savings and improved health outcomes can be predicted.

The intervention achieved significant positive health benefits for a low cost. The Niger MoH can expect approximately 50 per cent return on its investment if it implements the collaborative in new facilities. The improvement collaborative approach can improve health and save health care resources.

This is one of the first studies known to examine collaborative quality improvement and economic efficiency in a developing country.

The objective of this study was to explore the use of auditing as a tool for continual improvement in the meat industry of Southwestern Ontario, Canada. Participants in the study represented the supply chain and included federal slaughterhouses, federal processors of ready‐to‐eat meat products, government agencies involved in auditing and inspection, and the retail sector involved in the auditing of meat facilities. Using in‐depth interviews, the extent of auditing and its implementation on the continual improvement process were explored. Auditing activities were conducted as required for government recognition, retailer approval, and the facility's maintenance of its Hazard Analysis Critical Control Point (HACCP) programme. Correction of deviations identified during audits led to continual improvement activities. However, only two of the participants described secondary quality management schemes that linked auditing with continual improvement.

The last few years of tight economic conditions have served to focus on the need for all organizations to be as “lean and mean” as possible. In this context, the need for the facilities function to contribute to the overall effort in full is clear. Indeed, many have argued that such a large “non‐core” expenditure should produce rather more than average in terms of efficiency improvements and resource and cost reductions. Treating the facilities function in this way is not without its dangers, however. The property dimension of the facilities budget is often the most inflexible component of the organization; and the reason organizations have facilities is to “facilitate” those “core” activities through which they create value ‐ and the reason they therefore exist. Any cut in facilities resource, service and/or cost, therefore, should only be undertaken with a wary eye on the consequent impact on the organization’s overall performance. One overall issue is of paramount importance ‐ all need to have a clear understanding of how their facilities are performing, how that relates to what the organization actually needs, and how the efficiency with which that performance is achieved can be improved on a continuous basis. Seeks to address these fundamental issues, in particular, reviewing in this context the technique of benchmarking, covering its scope, application, area of use and common problems.

The major purpose of the EuroInfo Conference is to discuss information resource management. Members of the European Commission and Polish business and industry managers have expressed the need for improved information management in Poland. Improved information resource management is essential to aid quick and efficient reform and recovery of the Polish economy. Future economic growth and sustainable economic development for Poland is dependent on the efficient use and management of vast amounts of information.

This paper stresses the importance of the strategic integration of the organisational facilities management function as being an essential prerequisite towards facilities and organisational effectiveness. The impact of both the strategic and operational facilities management function on community health‐care facility users is also documented. The value of the facilities management function in terms of other health‐care related organisational core deliverables is also observed. Mechanisms for general organisational facilities management improvement are identified and a number of facilities management performance measuring tools outlined.

This paper stresses the importance of the strategic integration of the organisational facilities management function as being an essential prerequisite towards facilities and organisational effectiveness. The impact of both the strategic and operational facilities management function on community health‐care facility users is also documented. The value of the facilities management function in terms of other health‐care related organisational core deliverables is also observed. Mechanisms for general organisational facilities management improvement are identified and a number of facilities management performance measuring tools outlined.

The purpose of this paper is to examine the benefits of benchmarking among Nigerian facilities management (FM) practitioners.

Data collection was through semi-structured interviews with 34 FM heads from three selected cities in Nigeria. Of this number, 16 were from Lagos, 10 from Abuja, while 8 managers were from Port Harcourt. These managers were selected using purposive sampling based on their experience in the field of FM across the various sectors of the economy. The interviews were analysed with Nvivo 10 software qualitative computer software so as to reduce manual tasks, discover tendencies and recognize themes on the practice, meaning and benefits of benchmarking. Matrix coding of the Nvivo software was used to distinguish between benefits realized by those that conduct formal and informal benchmarking.

The paper found that those that perform informal benchmarking find that the benchmarking tool helps them to improve performance, service quality and their processes. On the other hand, those that perform formal benchmarking affirmed that benchmarking helped them in making strategic plans, striving to be the best in the industry and obtaining explanations for those improvements that are made now and in the near future.

The results, therefore, suggest that formal benchmarking in Nigeria is needed in performing strategic role in FM, as well as in making good business case agitations. Practitioners also need to know the benefits of benchmarking to improve its usage.

The paper categorised FM benchmarking benefits. Also, there are limited empirical studies on benchmarking benefits in developing countries.

Facility layout is a classical industrial/production engineering problem. Good layout will help any company to improve its business performance. Presents a general overview of the facility layout problem and includes information about approaches to the solution of the problem. Discusses the role of the computer; and the contribution of facility layout to an organization’s competitive advantage. Describes experiences of organizations with facility layout.

The conventional e-complaint method provides a platform that contains multiple data sources of an infrastructure project, including building facilities, associated asset documentation of the asset. However, the conventional e-complaint method practised by the Development and Facilities Management Unit (UPPF) faces issues due to management deficiencies and negligent staff to handle operations and maintenance processes within facilities management at Malaysian Polytechnic. This paper aims to identify the different maintenance management system (MMS) approaches using information and communication technology that is equipped with decision-making processes.

This research presents eight cases of the use of e-complaint in major facilities management platforms in Malaysian Polytechnic, identifying the major problems using the conventional e-complaint method, the current technologies realised, as well as the procedures for learning and improving e-complaint to the Polytechnic institution. The major conclusion drawn from the interview results was that there is a lack of comprehensive MMSs that integrate operations and maintenance processes within facilities management and software programming to provide guidelines for decision-making processes.

The findings demonstrate that the conventional e-complaint method cannot be used effectively to support the defect diagnosis process during maintenance assessment and development. The case studies further demonstrated that the conventional e-complaint method will be particularly led to inadequate strategic decision-making to analyse information to improve the maintenance project outcomes for Malaysian Polytechnic’s buildings, thereby, ignoring the accuracy and reliability of information for operations and maintenance. New MMS tools are suggested from the findings and lessons learned as a good practice to reduce defect repetition on the design specifications used and construction methods practised.

Due to the increasingly complex nature of projects in terms of size and information technology, realising these current technologies would require a learning process for all stakeholders involved in financial and managing assets. This research proposes stepped change and learning opportunity for maintenance value maximisation and delivery, management and operation efficiency using MMS. The new MMS can potentially transform operational and maintenance processes within facilities management into one of the most sophisticated technologies by accommodating data recordings, such as complaints and specific items needed for maintenance through the internet and intranet to facilitate improved execution of Polytechnic’s building activities.