Facility and Real Estate Management Process Optimization at Airbus
Facility and Real Estate Management Process Optimization at Airbus CFI facilitates comprehensive business process definition, analysis and harmonization across 4 countries, cultures and languages
OVERVIEW Airbus is an aircraft manufacturing division of Airbus Group (formerly European Aeronautic Defence and Space Company). Based in Blagnac, France, with production and manufacturing facilities mainly in France, Germany, Spain and the United Kingdom, the company produced 626 airliners in 2013 and employs approximately 63,000 people. SILOED BUSINESS PROCESSES
When introducing change knowing where you are is just as important as knowing where you want to be. That principle prompted decision-making before Airbus embarked on two cross-functional, enterprise-wide transformation strategies. The first strategy, called SHAPE, sought to streamline core business processes across all functions at 17 Airbus industrial and office sites in France, Germany, Spain and the UK – business functions ranging from facility management to manufacturing and engineering. With the second strategy, called IT Convergence, Airbus hoped to reduce the total number of IT tools utilized throughout Airbus’ business operations. Prior to launching either strategy, Airbus needed to define the array of discrete processes already in place in each of the four countries and each site, the maturity of those processes, their effectiveness at the operational level and their degree of alignment with the company’s global business objectives. Within the Facilities Management and Real Estate (FMRE) alone, SHAPE would pertain to business processes in six areas – General Zoning, Real Estate, Building and Construction, General Services, Additional Services and Maintenance. SHAPE aimed to transform Airbus FMRE process silos into an integrated environment. The IT Convergence strategy, in turn, envisioned a 60% reduction in the number of FMRE applications in use, which at the time totaled 60. Business Value
The implementation of a comprehensive FMRE tool will result in streamlined business processes across 17 sites and the reduction of approximately 60 IT tools result in significant savings to the bottom line. Comprehensive Services
CFI partnered with the Airbus team to provide Program Strategy, Technology Planning, Technology Implementation, and Business Operations support over multiple years. Proven Methodology
The CFI Results Accelerator® tool was used to identify process maturity, define KPIs and establish the business criteria for the expansive business initiative.
C O M P U T E R I Z E D
F A C I L I T Y
I N T E G R A T I O N
L L C
www.GoCFI.com
OVERVIEW A Unique Opportunity to Connect Lifecycle Processes To leverage internal and external best practices, consolidate its sprawling Global Workplace Management application environment and deploy IBM TRIRIGA enterprise-wide Airbus first needed to integrate facilities management process silos across 6 functional areas and 17 sites in 4 countries.
Gaining insight and facilitating decision making Providing strategic consulting services and utilizing proprietary process management and decision making tools. CFI worked with Airbus to identify, define, rationalize processes to establish and facilitate an optimal degree of process harmonization.
A platform for enterprise-wide improvement Working with CFI, Airbus developed scalable transnational processes while allowing for regional nuances, laying a foundation for comparative analysis, continuous improvement and a successful TRIRIGA deployment.
“We were going to deploy an enterprise FMRE tool. A prerequisite to that was creating a single source of truth relating to our processes so we could work to match them with the tool’s capabilities. We want the tool to work the same way across all 4 countries,” says Marie-Claude Jarigge, Airbus FMRE (GWL) Officer. “That entailed aligning facilities management processes to the greatest extent possible, and with four languages and four cultures it was going to be a challenge, especially given that we were dealing with different regulatory requirements at 17 sites.” Thus was born the Airbus Facility Management Information System (AFMIS) program. ALIGNING 4 COUNTRIES, 4 LANGUAGES, 4 CULTURES
Airbus tapped CFI for AFMIS. Calling upon its aerospace experience and Facility Management and Real Estate (FMRE) expertise, CFI engaged its expert staff and proprietary tools to develop and facilitate a strategy for managing the AFMIS program, the goal of which was to create a blueprint for process harmonization. “CFI’s role is to deeply define and align our processes, independent of which FMRE management tool we chose,” says Ms. Jarigge. “We ended up selecting IBM TRIRGA, which CFI will then deploy.” CFI launched a 4-stage strategy, starting with a 5-week engagement focusing on program strategy planning. CFI consultants facilitated meetings with Airbus’ global FMRE executive and program managementlevel personnel to first develop a governance plan outlining program roll-out strategies for the 6 functional areas within FMRE, then to create a 2-3 year project timeline and high-level cost estimate using the CFI IWMS Technology Roadmap® process and tools. The second stage highlighted business objectives, identifying common business drivers and defining the current state of processes for each functional area, their pain points and needs. During this 5-week stage, CFI consultants utilized a baseline set of questions from its CFI Results Accelerator® tool to understand process maturity, identify KPIs and establish the criteria for their measure. Leaders of the six functional areas from each country participated. It was during these workshops that CFI consultants, along with their Airbus counterparts, identified cultural and regulatory challenges that would need to be overcome in order to forge consensus. Countries have differing levels of maturity on given processes, for instance, and in cases of conflict, functional leaders from Airbus would make the necessary decisions to ensure that baseline processes were agreed to where possible and country-by-country variations were defined when necessary.
C O M P U T E R I Z E D
F A C I L I T Y
I N T E G R A T I O N
L L C
www.GoCFI.com
“CFI’s role is to deeply define and align our processes, independent of which FMRE management tool we chose. We ended up selecting IBM TRIRGA, which CFI will then deploy.” Marie-Claude Jarrige, Airbus FMRE (GWL) Officer
In stage-three the CFI application experts identified gaps between the application’s system requirements and each functional area’s processes, the intent being to document instances where integration with the out-of-thebox TRIRIGA application would be relatively simple and where it would be more complex, requiring varying degrees of customization. Stage-four is the culmination of the three previous stages, setting the stage for full program deployment through business process re-engineering. Working again with high-level global FMRE Airbus leadership, CFI facilitated development scaled processes intended to align processes at all sites, markets and countries. A FOUNDATION FOR BUSINESS TRANSFORMATION
BUSINESS BENEFITS Aligns business processes across 17 sites in 4 countries Ensures scalability to accomplish corporate standards without neglecting local needs Minimizes complexity and cost of implementing enterprise-wide TRIRIGA FMRE management application
While the natural inclination for any global organization is to fully harmonize its processes, CFI’s scalable approach to business process reengineering recognizes the regional nuances that exist at Airbus between its sites in France, Spain, Germany and the UK. “We are harmonizing at a common level, a base level where our company operates in the same way, so we can successfully implement the FMRE technology. We’re also measuring KPIs at this level,” says Ms. Jarrige. “However, we do want to provide room for regional distinctions, so we can scale our processes to meet each site’s regulatory requirements. It is vital that we create an environment for continuous improvement, and an important ingredient in that is the recognition that particular sites or countries may exceed the common threshold.” Ms. Jarrige views the AFMIS program as establishing a platform for business transformation. “Working with CFI, Airbus brought 4 languages, 4 countries and 6 different functional areas together to better leverage our workforce. We’re laying the foundation for the future and fundamentally changing the way we’re working.”
ABOUT CFI CFI is the leading global consulting and systems integration firm focusing exclusively on Corporate Real Estate & Facility Management. With over 3 billion square feet of facilities solutions deployed, CFI is an established and trusted advisor and business partner. CFI has extensive technology expertise in Integrated Workplace Management Solutions (IWMS) and Enterprise Asset Management (EAM). To learn more call (248)557-4234 or visit www.GoCFI.com
C O M P U T E R I Z E D
F A C I L I T Y
I N T E G R A T I O N
L L C
www.GoCFI.com
OVERVIEW Airbus is an aircraft manufacturing division of Airbus Group (formerly European Aeronautic Defence and Space Company). Based in Blagnac, France, with production and manufacturing facilities mainly in France, Germany, Spain and the United Kingdom, the company produced 626 airliners in 2013 and employs approximately 63,000 people. SILOED BUSINESS PROCESSES
When introducing change knowing where you are is just as important as knowing where you want to be. That principle prompted decision-making before Airbus embarked on two cross-functional, enterprise-wide transformation strategies. The first strategy, called SHAPE, sought to streamline core business processes across all functions at 17 Airbus industrial and office sites in France, Germany, Spain and the UK – business functions ranging from facility management to manufacturing and engineering. With the second strategy, called IT Convergence, Airbus hoped to reduce the total number of IT tools utilized throughout Airbus’ business operations. Prior to launching either strategy, Airbus needed to define the array of discrete processes already in place in each of the four countries and each site, the maturity of those processes, their effectiveness at the operational level and their degree of alignment with the company’s global business objectives. Within the Facilities Management and Real Estate (FMRE) alone, SHAPE would pertain to business processes in six areas – General Zoning, Real Estate, Building and Construction, General Services, Additional Services and Maintenance. SHAPE aimed to transform Airbus FMRE process silos into an integrated environment. The IT Convergence strategy, in turn, envisioned a 60% reduction in the number of FMRE applications in use, which at the time totaled 60. Business Value
The implementation of a comprehensive FMRE tool will result in streamlined business processes across 17 sites and the reduction of approximately 60 IT tools result in significant savings to the bottom line. Comprehensive Services
CFI partnered with the Airbus team to provide Program Strategy, Technology Planning, Technology Implementation, and Business Operations support over multiple years. Proven Methodology
The CFI Results Accelerator® tool was used to identify process maturity, define KPIs and establish the business criteria for the expansive business initiative.
C O M P U T E R I Z E D
F A C I L I T Y
I N T E G R A T I O N
L L C
www.GoCFI.com
OVERVIEW A Unique Opportunity to Connect Lifecycle Processes To leverage internal and external best practices, consolidate its sprawling Global Workplace Management application environment and deploy IBM TRIRIGA enterprise-wide Airbus first needed to integrate facilities management process silos across 6 functional areas and 17 sites in 4 countries.
Gaining insight and facilitating decision making Providing strategic consulting services and utilizing proprietary process management and decision making tools. CFI worked with Airbus to identify, define, rationalize processes to establish and facilitate an optimal degree of process harmonization.
A platform for enterprise-wide improvement Working with CFI, Airbus developed scalable transnational processes while allowing for regional nuances, laying a foundation for comparative analysis, continuous improvement and a successful TRIRIGA deployment.
“We were going to deploy an enterprise FMRE tool. A prerequisite to that was creating a single source of truth relating to our processes so we could work to match them with the tool’s capabilities. We want the tool to work the same way across all 4 countries,” says Marie-Claude Jarigge, Airbus FMRE (GWL) Officer. “That entailed aligning facilities management processes to the greatest extent possible, and with four languages and four cultures it was going to be a challenge, especially given that we were dealing with different regulatory requirements at 17 sites.” Thus was born the Airbus Facility Management Information System (AFMIS) program. ALIGNING 4 COUNTRIES, 4 LANGUAGES, 4 CULTURES
Airbus tapped CFI for AFMIS. Calling upon its aerospace experience and Facility Management and Real Estate (FMRE) expertise, CFI engaged its expert staff and proprietary tools to develop and facilitate a strategy for managing the AFMIS program, the goal of which was to create a blueprint for process harmonization. “CFI’s role is to deeply define and align our processes, independent of which FMRE management tool we chose,” says Ms. Jarigge. “We ended up selecting IBM TRIRGA, which CFI will then deploy.” CFI launched a 4-stage strategy, starting with a 5-week engagement focusing on program strategy planning. CFI consultants facilitated meetings with Airbus’ global FMRE executive and program managementlevel personnel to first develop a governance plan outlining program roll-out strategies for the 6 functional areas within FMRE, then to create a 2-3 year project timeline and high-level cost estimate using the CFI IWMS Technology Roadmap® process and tools. The second stage highlighted business objectives, identifying common business drivers and defining the current state of processes for each functional area, their pain points and needs. During this 5-week stage, CFI consultants utilized a baseline set of questions from its CFI Results Accelerator® tool to understand process maturity, identify KPIs and establish the criteria for their measure. Leaders of the six functional areas from each country participated. It was during these workshops that CFI consultants, along with their Airbus counterparts, identified cultural and regulatory challenges that would need to be overcome in order to forge consensus. Countries have differing levels of maturity on given processes, for instance, and in cases of conflict, functional leaders from Airbus would make the necessary decisions to ensure that baseline processes were agreed to where possible and country-by-country variations were defined when necessary.
C O M P U T E R I Z E D
F A C I L I T Y
I N T E G R A T I O N
L L C
www.GoCFI.com
“CFI’s role is to deeply define and align our processes, independent of which FMRE management tool we chose. We ended up selecting IBM TRIRGA, which CFI will then deploy.” Marie-Claude Jarrige, Airbus FMRE (GWL) Officer
In stage-three the CFI application experts identified gaps between the application’s system requirements and each functional area’s processes, the intent being to document instances where integration with the out-of-thebox TRIRIGA application would be relatively simple and where it would be more complex, requiring varying degrees of customization. Stage-four is the culmination of the three previous stages, setting the stage for full program deployment through business process re-engineering. Working again with high-level global FMRE Airbus leadership, CFI facilitated development scaled processes intended to align processes at all sites, markets and countries. A FOUNDATION FOR BUSINESS TRANSFORMATION
BUSINESS BENEFITS Aligns business processes across 17 sites in 4 countries Ensures scalability to accomplish corporate standards without neglecting local needs Minimizes complexity and cost of implementing enterprise-wide TRIRIGA FMRE management application
While the natural inclination for any global organization is to fully harmonize its processes, CFI’s scalable approach to business process reengineering recognizes the regional nuances that exist at Airbus between its sites in France, Spain, Germany and the UK. “We are harmonizing at a common level, a base level where our company operates in the same way, so we can successfully implement the FMRE technology. We’re also measuring KPIs at this level,” says Ms. Jarrige. “However, we do want to provide room for regional distinctions, so we can scale our processes to meet each site’s regulatory requirements. It is vital that we create an environment for continuous improvement, and an important ingredient in that is the recognition that particular sites or countries may exceed the common threshold.” Ms. Jarrige views the AFMIS program as establishing a platform for business transformation. “Working with CFI, Airbus brought 4 languages, 4 countries and 6 different functional areas together to better leverage our workforce. We’re laying the foundation for the future and fundamentally changing the way we’re working.”
ABOUT CFI CFI is the leading global consulting and systems integration firm focusing exclusively on Corporate Real Estate & Facility Management. With over 3 billion square feet of facilities solutions deployed, CFI is an established and trusted advisor and business partner. CFI has extensive technology expertise in Integrated Workplace Management Solutions (IWMS) and Enterprise Asset Management (EAM). To learn more call (248)557-4234 or visit www.GoCFI.com
C O M P U T E R I Z E D
F A C I L I T Y
I N T E G R A T I O N
L L C
www.GoCFI.com
