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About the speaker
Kit Tuveson, CFM, IFMA Fellow
President, Tuveson & Associates
Currently, Vice president of Facility Management Business Development, Synapsense (Folsom, CA), Kit is an independent Consultant in Facility Management, Project management, strategic Facility Planning, Organisational Design and Group Facilitation.
With over 36 years experience delivering facilities services at Hewlett-Packard Kit's professional experience consists of:-
Director of Environmental, Health & Safety in Palo Alto , CA
Led development of EHS philosophy, strategy and positions consistent with long term business plans, regulatory and market trends. Developed and updated EHS performance standards to manage business risks. Provided senior management assurance that performance and compliance was adequate. Provided technical and business leadership to EHS. Established and maintained company-wide registration to ISO14001 certification. Led due diligence (for EHS) processes of acquisition/divestiture targets and managed remediation of contaminated sites. Reduced workplace injury/severity rates by 2X during tenure as Director. Retired from HP in June 2002.
Corporate Facility Operations Manager at HP Real Estate (HPRE) in Palo Alto , CA
Worldwide functional leadership and internal consultancy to HP facility and site operations managers. Established policy, manage programs (e.g. CFC reduction, IAQ, energy, seismic safety), developed standards and guidelines (occupancy cost, space utilization, etc.), managed internal and external networking systems, FM organizational development, represent Real Estate & Facility Management functions to external groups and individuals. Managed the HPRE construction engineering team. Established company guidelines and standards for design, construction, start-up and ongoing operations of building systems; annual project value of 900M$ (value engineered savings of $200M over 5 years).
Site Facility Manager for new 500 KSF manufacturing facility in Rohnert Park , CA
Local project manager for new facility. Coordinated city approvals, developed functional programming, liaised with HP Real Estate, implemented outfitting, moved 1,000 employees and equipment over one weekend, hired and managed site facility management team, reported to division general manager, $10M budget.
Facilities Engineer and then Engineering Manager at Santa Rosa Division
Manufacturing Engineer and then Production Line Manager , Palo Alto and Santa Rosa , CA
International Facility Management Association:
CFM - Professional designation (Certified Facility Manager) since 1993; achieved IFMA Fellow recognition in 2002
International Board of Directors (Regional VP, 1993 - 1994)
International Executive Committee (Treasurer 1996, Vice-Chairman 1997, Board Chairman 1998)
Board member for IFMA Sacramento Valley Chapter
President Elect for the IFMA Facility Management Consultants Council
Teaching
Instructor at California State University Sacramento , “Facility Planning & Project Management”, “Building a FM Program”, “FM Technology”
Guest Lecturer at Hong Kong Polytechnic University , FM Masters program
Workshop breakdown:-
• Introduction to the FM Market Maturity Approach (specifically looking at the Asian Market)
• Consider how to approach such markets from your company's point of view – What are the necessary tools to be successful?
• Looking at the value chain model – case study Hewlett-Packard, manufacturing site.
• What are the specific FM competencies that are needed to be successful in serving a business.
• Looking at individual competencies and FM Department competencies needed for success and how to assess their ‘maturity'.
Includes interactive “Mind The Gap” exercises!
Interactive Workshop on Plugging the Gaps in the FM Market Maturity
Key Learning Points include:
How to determine what skills will be necessary to set up a facility in a:
Mature Market
Maturing Market
Immature Market
Establish your own skill set – What can you bring?
Develop ways to solve the problems of gaps in service qualities due to market maturity gaps and create value for your business
Learn how these lessons apply to your business, your facilities and your careers
Who should attend?
All Facility Managers, building engineers or anyone involved with facility management of a new or complex facility in an immature or maturing markets, especially China .
Conference Outline
1. Identifying the Component Parts of a Facility
• Tools to discover what aspects of the facility is essential to the running of the business.
• What would hinder business operations if not present
• What would be nice to have but users and the business would not survive without
2. Identify your Market Maturity Level
• Analyse each of the areas marked essential in step one.
• Repeat for the two levels
• Gauge the market maturity level in each area
• Create and study a market maturity index
3. Compare to Existing Skills
• Establish which essential and other areas you or your existing team can cover
• Where can you outsource and to whom?
• What Training options are available?
• Can other company divisions be leveraged?
4. Filling the Gaps
• Create ways and ideas to fill the gaps in the market maturity through creative partnering, training, teaching, outsourcing and alternative solutions to create a facility that supports the essential and desired business functions to the best level possible.
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