SILA - a real estate services and property consulting company shares information about common myths about facilility manager.

Common Myths About Facility Manager

Modern office environment has evolved dramatically over the past few decades, roles and responsibilities are drastically changing, but unfortunately our concept of a facility manager has not changed. We still consider these professionals as someone who flies under the radar, who is unseen and less sociable as compared to the other roles in the real estate services sector.

But in today’s fast office space, the facility manager plays a much larger and much more diverse role. Facility manager is a great ally to have in a company, as working with them, you can ensure that your workplace is running as efficiently and effectively as possible. To understand their critical role, duties and responsibilities in the company, here are the top four common myths about a facility manager that need to be busted.

All They Do is Building Maintenance

Many people mistaken their definition of a Facility Manager, and associate with a maintenance professional. There is a drastic difference between both of them – a Facility Manager is responsible for the management of services and processes that support the core business of the organization. Where as a Maintenance professional is the one who takes care of building maintenance. Continue reading →

Project Delivered: Alok Industries

A milestone is a hard and fast due date that represents a major accomplishment during the course of the project that is being managed. Sometimes these milestones represent the approval of a major component in the project, like approved testing of the product for release one. Milestones represent deliverables that are significant and must be accomplished over the course of the project.

Project Details

Alok Industries is one of the largest fully integrated textile companies in the world with a dominant presence in the cotton and polyester segments. Alok’s and has the largest textile manufacturing practice in India. Their manufacturing facilities are spread across the country, focused in Gujarat and Navi Mumbai.

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SILA is proud to offer facility management services to the Mumbai International Airport, Terminal 2.

Project Delivered: Mumbai International Airport, Terminal 2

Project Details

The year 2006 witnessed a momentous change for the airports in India with the privatization of Mumbai’s GVK Chhatrapati Shivaji International Airport (GVK CSIA). In order to achieve a global standard, GVK CSIA has partnered with well-known international experts for airport design and operations. Terminal 2, referred to as T2, will be state-of-art 4 level integrated terminal and it will be unique as our land, our heritage. The distinctly proud Indian design of this new terminal will set new international standards, across every aspect such as architecture, planning, technology, functionality and service.

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SILA is proud to offer facility management services to the Piramal Healthcare Group of Companies across Mumbai.

Project Delivered: Piramal Group, Mumbai

Facility Management is an interdisciplinary field devoted to the maintenance and upkeep of real estate assets. Large Facility Management efforts often cost much more than planned, some can put the whole organization in jeopardy. The companies that defy these odds are the ones that master key dimensions that align real estate and business value.

At SILA, we focus on managing strategy and stakeholders is our main priority. Once those two factors set a solid bandwidth, everything else like concentrating on budget and scheduling fall at one place.

Project Details

We began servicing the Piramal Healthcare Group of Companies in February 2011. It was an honor as being a fairly inexperienced company at that time, SILA was handed a pilot project contract at one of the group smaller offices in HCC 247, Vikhroli.

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SILA Facility Management and Property Consulting

“Hello, Pantry?” – a Tale of Mutual Respect

On a busy Wednesday afternoon, it was an atmosphere with a comfortable blend of discipline and enthusiasm, the kind healthy diversity introduces to a workplace. The office seats industry veterans from our facility management and project management businesses, in addition to young graduates working with Mr. Homecare and Hammer and Mop (our home services divisions). This allows a breath of fresh air.

The pantry at SILA‘s Mumbai headquarters was empty, that afternoon, and all assistants were out tending to the folks having lunch. One of the senior executives walked in to grab a quick coffee when the shrill ring of the phone shattered the silence.

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SILA Facility Management and Property Consulting

Mapping Performance of the Front line in Facility Management

The communication and operations gaps in a people intensive business are understood by industry veterans. Before technology was as cheap and easy to implement as it is now, certain mishaps were taken to be a part of the business and the margin was calculated keeping these gaps in mind. We live in fortunate times, and organizations have the opportunity of boosting their efficiency in ways never before imagined. As discussed in this post, technology has the potential to play an important role in the facility management business.

Helping People Win

Building a successful workplace involves ensuring that the employees are taken care of, and have been offered a work profile that they care about. Based on the Maslow’s Heirarchy of Needs, employees can be approached and a conversation can be sought on their individual growth paths. Concerns can be addressed and morale can be boosted. This exercise is easily doable in an office environment. This exercise gets difficult to implement on an isolated facility management site, where regular communication cannot be sought.

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SILA Facility Management and Property Consulting

Role of Technology in the Facility Management Business

Facility Management businesses form a part of the service sector, and it is plagued with issues for the human resources teams to manage. Organizations have huge diversity across employees, owing to the geographical, nature of isolated sites and lack of competencies which allow communication gaps to be bridged.

Apart from the operations issues concerning attendance and payroll, all information transfer relies on traditional and human dependent methods of phone calls, post and email. These channels are controlled by humans of varied skill sets, and the results are not consistent. The delay in communicating information that is perceived to be at different levels of priority by different departments affects the bottom line.

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