1 - SpinNet



Management Principles

Policy Plan

For

Facilitaire Dienst, Schiphol Group

Constructing Ba

for

Creating AirportCities

15 DEC 2000

by

Hitoshi Kumagai

Liu Tianshu

Pham le Hong Hanh

Vu Van Anh

Saxion Hogeschool IJselland

European Master Facility management 2000-2001

EXECUTIVE SUMMARY

CONTENTS

Executive Summary i

1. Introduction 1

2. Outline of Schiphol Group 2

3. Facility management department 6

4. Analysing the Schiphol Group activity / The theme 8

5. Recommendation: Constructing ‘Ba’ 10

6. Conclusion 13

APPENDIX

Appendix 1 References a-1

Appendix 2 Contact / Visiting history a-2

Appendix 3 Questionnaire a-3

Appendix 4 Comment from Mr. Van der Sluis. a-4

Personal statements of members

Hitoshi Kumagai

Liu Tianshu

Pham le Hong Hanh

Vu Van Anh

1. Introduction

Facilities are perceived as strategic business resources and constant management improvement is the most strategically important goal for all organizations. However, many initiatives being undertaken to develop and exploit organizational facilities are not explicitly linked to or behold by the organization’s strategy. The thesis provides a suggestive framework for making the link and for assessing an organization’s competitive position regarding its facilities resources and capabilities. The aim of this thesis is to apply management theories to a real organization in order to find out the strength and weakness of the organization, and then try to make a policy plan for its improvement according to theory and organizational situation.

The research of our group was carried out in Schiphol Group. Before first visit we made a questionnaire to Mr. Henk van der Sluis who is the manager of the facility department of the group. The questionnaire was divided into two parts about the group and the facility department by which we want to get a general idea of the organization, how its facility unit work and what its basic strategies and projects are through these questions (See details in Appendix 3 Questionnaire).

The first visit was on 1st November. It was a successful interview. We got fully support from Mr. H. v.d. Sluis. His explanation was very detailed and useful as well as humour. We were fascinated by his professional and charming behaviour as well as his management knowledge. He told us the culture of the Schiphol was always choosing the best. As he said, Schiphol airport is one of the most busy and important one in the world. The beautiful building and high quality services attract a lot of domestic and international investment, and more and more passengers land in Schiphol. “AirportCity” can be generalized to be the strategy of the Schiphol Group. We will describe and explain it in the paper.

Analysing data and activities of the company was the difficult part for us. We started with trying to find out the problems of the company. As Mr. Van der Sluis said, he was proud of the customers’ satisfaction rate that is as high as 80 percent. This means they did an excellent work. We could not find serious problems within the company. Schiphol Group seems to be perfect organization for us. However, successful companies are those that consistently create new knowledge, disseminate it widely throughout the organization and quickly embody it in new technologies and products. For Schiphol Group, to keep and guarantee the performance for the future, it is not enough to maintain their current services; they also should extend and improve their products continuously. That is why we have chosen Knowledge management theory in analysing the strategies of the facility department of the Schiphol Group. The department and the staffs themselves need to update their knowledge according to extending the Group’s concept “AirportCities” and being a knowledge-creating department.

2. Outline of Schiphol Group

2.1 Overview (some introduction of the company)

Schiphol Group is a company whose core activity is to develop and operate ‘AirportCities,’ both domestic and abroad.

Airport-cities

Amsterdam Schiphol Airport is a showcase of the Airport cities, which has a concept of not only air transport but also every sorts of life of visitors, such as offices; shopping, hotel and restaurant; business accommodation, conference rooms and recreational facilities. The Schiphol Airport city is a junction of air, road and connection. Bus and roads, trains and stations, car parks and a terminal with all the facilities under one roof. In the Airport City all the services are logically linked. The convenient and liberation of transport system makes many international companies want to settle down in the area of Schiphol Airport

2.2 Structure

The year 1999 was characterized by reorganization. The aim was to change the organization, within 2 years, from a facility-oriented business into an enterprise with core activities such as commercial services within the context of the AirportCity formula.

The reorganization was based on the establishment of strategic business units, reducing corporate staff departments, limiting the number of management levels and strengthening the operational departments within the business units. All of this should strengthen the coordination function surrounding the vital business processes. In addition to organizational changes, the reorganization means that we – as managers and staff – want to grow into a culture that is more characterized by acting as entrepreneurs: thinking and acting commercially (fig 2-1)[1].

As a result of the reorganization, 225 employees were unable to return to their original positions; 85 were awarded a new appointment internally, and about 50 took advantage of early retirement offers. Of the rest, some have already found other work and we are working to help the others. Furthermore, all functions within the organization – whether new or existing – have been graded and evaluated.

2.3 Core-business

The core-business of the Schiphol Group is:

a. Flying services

Of course, the main activities that Schiphol Group is doing if flying services. The Schiphol Airport, placed in Amsterdam, is one of the biggest airports in Europe. They are trying to supply the best transport services as a number one international airport operator. The business unit Airlines provides 24-hour service to the airlines and handling companies at Amsterdam Schiphol. Its activities include business relations marketing, account management (airline companies, airline freighters), new construction, maintenance of runways and infrastructures, and emergency services according to the IATA rules, regulations.

b. Real estate

Schiphol Real Estate provides products and services for property development, management, operation and investment at Amsterdam Schiphol Airport as well as in and around other airports. The major interest in locating at Amsterdam Schiphol Airport is more and more businesses are seeing the advantages of good accessibility by car and public transportation, high quality work places and surroundings and the availability of modern IT and retail facilities. As a result, the demand for high quality office space endures. The Schiphol Group has a business to build, the hire and after that sell or lease to these companies. This is one of the core-business of Schiphol Group. The role of the business will increase more. In the near future, the turnover of the real estate business will be second position in the revenue of the company.

c. Retail

The business unit retail offers commercial services to passengers and visitors to Amsterdam Airport Schiphol. It is responsible for the development and execution of commercial concepts and activities, most notably shops and restaurants-nationally and internationally. The Schiphol Airport offers its visitors (passengers, staff and non-flying visitors) as well as the business activities in that airport (airline, distribution companies, logistic and professional service providers, and multinationals) round-the-clock services such as shopping and hotel and restaurant facilities, information and communication technology services, business accommodation, conference rooms and recreational facilities.

Retail profit comes from the retail shops inside in the Shiphol Airport. As we know, there are many shops that sell foods, jewellery, clothes, etc… in the Schiphol Airport. The advantage of selling products here is very high, and there are always a lot of companies applying in taking a place inside the Airport. So, Schiphol Group has to choose the best candidates among them and after that come in for the profit.

d. Parking

As the Airport receives people everyday, who comes to seeing someone off, picking someone up, visiting, or working nearby, the parking place is a very important place for the multi-functional public transport. However, the other aim future is to achieve the percentage of 40% of the users in public transport until 2003, and 50% until 2040; such as train, bus taxi, or taxi car.

2.4 Strategies

- To reinforce Amsterdam Airport Schiphol’s International competitive position by increasing transport volumes, improving quality and extending the intermodel transport network, within the context of sustained social development;

- To build on the AirportCity formula by increasing the knowledge of and extending the services range in the fields of retail, property development and information and communication technology;

- To build airport networks which allow the company to develop and strengthen the AirportCity formula;

- To build up Schiphol Group’s national and international reputation and to strengthen the group leading position by developing and operating the ‘Schiphol’ brand name;

- To create a working environment that encourages staff to excel, allowing the group to hire and retain the best employees;

- To generate value for the group’s financiers in order to provide the requirement financial muscle to achieve international expansion.

2.5 Facts and figures

a. Employees

Schiphol Group employs more than 1,700 staff those work in various divisions:

- Management of the Schiphol Group location.

- Development and operation of property.

- Retail outlets.

- Hotels and restaurants.

- Development of ICT application for existing and new clients.

- Formation of international alliances.

b. The shares in Schiphol Group:

|The State of Netherlands |75.8 % |

|The City of Amsterdam |21.8 % |

|The City of Rotterdam |2.4 % |

|Fig 2-2.The shares in Schiphol Group2 |

Since 1958, the company has operated as an independent business that finances its investments from own resources. At this time being, Schiphol Group is a State-owned enterprise. However, then there is no way they can respond fully and freely in international bids. It limits the ability to attract revenue venture capital or enter into cross-participating interests. These factors make rapid privatisation all the more important. Privatising allows them for better market response and entrepreneurship within the company. In addition, it enables them to focus more effectively on their customers and make them less sensitive to rapidly advancing competition in the aviation market.

Apart from operating Amsterdam Airport Schiphol, Schiphol Group also operates Rotterdam Airport, owns and operates Lelystad Airport and holds 51% of the shares in Eindhoven Airport. Outside the Netherlands, the company manages Terminal 4 at John F. Kennedy Airport in New York and Brisbane Airport in Australia.

c. Turnover

With the core activity is developing and operating dynamic “AirportCities”, Schiphol Group offers to its visitors services in the fields of shops, food and beverage, information and communication, business and conference facilities, medical services, recreation and relaxation on a 24-hour a day basis. The total turnover of the Schiphol Group came to more than NLG 1.2 billion in 1999.

|(in NLG *1,000) |1999 |1998 |

|Airport fees |632,152 |49.9% |558,509 |45.8% |

|Concessions |255,006 |20.1% |272,814 |22.4% |

|Rents and leases |159,500 |12.6% |150,785 |12.4% |

|Utility services |32,768 |2.6% |34,220 |2.8% |

|Others (parking, advertising etc.) |188,045 |14.8% |202,976 |16.6% |

|Total |1,267,471 |100% |1,219,304 |100% |

|Fig 2-3. The consolidated net turnover[2] |

3. Facility management department

3-1. Overview of the department

a. Who is the facility department

The department on that we focus is ‘Facilitaire Dienst (Facility Services).’ The department is under “Schiphol Support Services” business unit. The business unit includes Fleet management, Utility, Security, Access and Identification, Communication, and HRM (Fig 3-1). The department provide services for only Schiphol group.

b. The primary responsibility

The primary responsibility of the department is “reducing cost.” The department is trying to find low cost services in proper. Of course, the department does not ignore quality. The department is always challenging the balance of ‘quality’ ‘efficiency,’ and ‘effective’ (Fig 3-2). To achieve the proper balance, the department shows some options of services when they make the SLA (Service Level Agreement), and they persuade the customers to choose ‘proper one’ (Fig 3-3).

c. Communication / Customer relation for getting satisfaction

The department insists the importance of communication to the ‘customers.’ They show the reason why the services levels are set as what is provided. They make a SLA with each business unit; all services are agreed with each director of the unit. They have a meeting with each business unit monthly. They show the expenditure of the unit for the facility services and confirm the satisfaction. They show the SLA to end-user if he or she demand different services level with SLA, and persuade him or her to understand the appropriation of the services. They also show all services by catalogue and intranet (Fig 4-4). Through those communications, they have achieved 80% satisfaction for their services; although they are primary responsibility is cost reduction.

3-2. The functions or services of the Facility department in Schiphol Group

a. The management of the department

There are seven functional sections within the department. Almost 56 staff divided in those sections (Fig 3-4).

• Administrative/Financial and technical staff i.e.: “white collar ” workers

• Facility management consultants (out-source service) e.g.: cleaning, catering, culture aspects, and design

• Service unit charge component

• Documentation and information services, knowledge centre

• In plant travel agency

b. Support services

The facility department provides services only within the Group. As a support department, three sectors support: security, staff support, and business support.

1) Security

• Reception

If you want to get into the Schiphol Group’ building, he/she first have to go to the reception desk. You have to show the name of the person to contact, then a receptionist will make a phone call to make sure, then you will be required to list your name and the name of the organisation you work for. After that they will give you a visitor card, then you are the legal guest in the building. The card should be returned when you finish the visit.

• Guarding

Two guards stood in frond of the gate. We did not see this service in the other building yet in the Netherlands.

2) Staff support

• Catering

They outsourced to establish and to operate the catering facilities it. The staff could be go to the cafeteria for eating as well as order the food though the computer eating in their office.

• Sports

In the concentrate offices, they arrange a place for dart game. We saw some staff played it together. That time it was around 5 P.M.

• Health, safety and welfare

3) Business support

• Mail service within the Group

• Communications systems

• Data compiling support

An information section collected the news and data about airline business and then compiled the paper. Then the papers will be delivered to every department.

• Office furniture

• Stationery, printing and copy centre

• Transport

• Telecommunication tools support (such as mobile phone)

c. Project management

Recently, the facility department has planned to build new work place for flexible time workers. After surveying for three months, they found that almost 60% offices are often empty in the working days. This means they are loosing a lot of money. Therefore they started to rearrange the workplace.

This project will support the real estate business, one of the group’s core business; they are carrying forward a program of shared flexible office. They estimate the program can save 6,000 m2 to lease out to extra market. Employees do not appreciate the program, but they are carefully making a progress through survey of work style and experiments.

4. Analysing the Schiphol Group activity / The theme

4-1. Knowledge creating company

Like almost business organizations nowadays, the primary objective of Schiphol Group is making profit. Therefore, all the efforts they have been doing are extending their competitive position not only in the Netherlands but also outside the country. The extending of transport network – both nationally and internationally - of Schiphol Group means “Creating AirportCities”. To further develop AirportCity, improve the productivity and create a stimulating working, it is necessary to create new value-added services. With this vision, the group can be highly defined knowledge creating company as a dominant trend at the time being. Successful companies are those that consistently create new knowledge, disseminate it widely throughout the organization and quickly embody it in new technologies and products.

So, what is creating new knowledge? We should not simply understand it as a “processing” of objective information, but depends on tapping the tacit and the key for that is personal commitment. It means the employees’ sense of identify with the organization and its mission. Mobilizing that commitment and embodying tacit knowledge in actual technology and products require managers who are as comfortable with images and target – “Creating AirportCities”.

A company is not a machine but a living organism. Much like an individual, it can have a collective sense of identity and fundamental purpose. This is the organizational equivalent of self-knowledge – a shared understanding of what the company stands for, where it is going, what kind of world it wants to live in and most important, how to make that world a reality.

In creating a knowledge company, it is rather literally to re-create itself and everyone in it in a non-stop process of personal and organizational self-renewal. Inventing new knowledge is not only made in R&D department, marketing or strategic planning but also in supporting ones like Facilities Department. That is the reason why our group would like to lead you to knowledge-oriented department and the overview of Japanese philosophy – Ba’s concept.

4-2. Knowledge oriented department

It is not easy to achieve the primary responsibility of facilities services – reducing cost – in this highly knowledge creating company. The department has to provide proper services with reasonable price. As we have mentioned in the previous part, it requires managers and employees who have passion to get image and symbol and our group we would like to bring it as “Good Enough but Not Expensive”. During the research we have found that the department has performed very well with the high satisfaction and cost reduction they have got. To keep and guarantee the performance for the future, it is not enough to maintain their current services; they also should extend and improve their products continuously. All staff of the department needs to have knowledge to know what “good enough” value for customers is, how to find it, who are the creative employees of the group and how to implement value in “not expensive”. Moreover, the department itself also needs to update their knowledge according to extending the Group’s concept “AirportCities” and being a knowledge-creating department.

5. Recommendation: Constructing ‘Ba’

5-1. Knowledge management[3]

We would like to recommend to the department ‘Ba’ constructing concept as their policy. The concept of ‘Ba’ is proposed by Kitaro Nishida, Japanese philosopher, and developed by Nonaka, who had become a guru by his knowledge management theory.

a. Definition of “Ba”

Ba is a shared place for emerging relationship. It can be physical, virtual (email, teleconference), mental (ideas, experiences) or any combination of them. Thus, Ba is considered as a shared space that serves as a foundation for knowledge creation.

Explanation:

1. Ba is the world where the individual realizes himself as part of the environment on which his life depends

2. The market environment is the Ba for organisation (all the Ba conjoin to a basho) ( higher level

3. Ba is also conceived as a frame (space and time). In which, knowledge is intangible, and if it is not used as specific in time, place, it is of no value. So, the use of knowledge needs an organic concentration

4. Ba can be thought of as being built from a foundation of knowledge. Ba collects the applied knowledge of the area and integrates it.

b. Four dimension of “Ba”:

Originating Ba: This is the primary Ba from which the knowledge-creation process begins and represents the socialisation phase. The originating Ba is a world where individuals share feelings, emotions, experiences, and mental models. Removing the barrels between self and others. Physical experiences are keys.

Interacting Ba: This is the place where tacit knowledge is made explicit, thus it represents the externalisation. Through dialogs, individual’s mental models and skills are converted into common terms and concepts. Two processes operate in concepts: individuals share their mental model of others, but also reflect and analyse their own. (reflective).

Cyber Ba: combination (char. Systemic): a place of interaction in a virtual world instead of real space and time, and it represents the combination phase. Here, the combining of new explicit knowledge with existing information and knowledge generates and systematizes explicit knowledge throughout the organisation. Combination of explicit knowledge is most effectively supported through information technology and is growing rapidly though the last decade.

Exercising Ba: supports the internalisation phase. It facilitates the conversion of explicit knowledge to tacit knowledge. Rather than teaching base on analyses, learning by continuous self-refinement through OJT or peripheral and active participation is stressed.

We would like to show two aspects of “Ba” constructing concept as the policy. One is the department should be “Ba” constructor for the group. The other one is the department should construct “Ba” in itself.

5-2. Ba constructor

First of all, the facility services should make up the “Ba” of Schiphol Group. The facility management department can be defined as the function that constructs the “Ba” in the group.　We could find the department has already constructed some Ba-s. But, the department should be more conscious of constructing Ba-s by their services. We would like to show some example of each dimension of Ba.

Originating Ba

One of feature of this Ba is informal communication space. The department has implemented it such as the place named “Electric darts” in the new flexible office. The place seems the one for rest, but this type of space is suitable for exchange tacit and tacit knowledge of the staff. The department should put this kind of spaces more efficiently staff can meet coincidently. The atmosphere of the place should support staff’s feeling and emotions of communication, and the services, such as providing drink, also should accelerate the communication at the place.

Interacting Ba

This Ba is represented through meeting or project team. Therefore, one of basic responsibility of facility management department for this Ba is to provide enough space. It is not only making the space but also organize those meetings more suitable for their objectives. In addition, the department can provide more. The importance in this Ba is that the result of those meeting or project team must be explicit, such as report or paper. The space for this Ba should be equipped with recording support tools, such as white board or meeting pad. Furthermore, with some computer system for blain storming, a service that compiles the data of this system after a meeting is possible.

Cyber Ba

It is easy to find that the intranet represents this Ba. However, the one of the importance is the contents of the intranet. The service of the knowledge centre, compiling news and data about airline business into papers can be regards of a content of this Ba. The information should be more electric data for easy to reuse.

Exercising Ba

This Ba is needed for extending the concept of Creating AirportCity into out of Schiphol Airport. The concept should be explicit, and easily be understood by the new staff in the world. In the mean, the compiling services can be support this Ba, by creating a textbook, promotion video, or brochure. The department also can do full arrangement of training program in anywhere in the world; such as, travel tickets and reservation of accommodation for trainer and trainee, reserving and setting the training space, organising and printing text books, and so on.

5-3.Self-‘Ba’ constructing

The department itself must be knowledge creating organisation because of the reason mentioned above. Therefore, the department should also construct the Ba inside itself. Those Ba is rather organizational structure and behaviour than actual space. Here also, we would like some example of each Ba.

Originating Ba

To create new ‘proper’ services, the staffs need three type of exchange of tacit knowledge.

First of all, exchanging among staff. The staff’s knowledge and skill are diverse. When diverse knowledge people have same objective, new ideas emerge easily. Therefore, the department should have well communicating atmosphere. It is important to have a mood for collaborating each other.

Secondly, exchanging with customers. Customers’ requirement is often intangible. Face to face communication with customers may happen new idea for services. Therefore, the staff should often go to customers.

Thirdly, exchanging with suppliers. Suppliers’ knowledge is necessary to implement ‘proper’ services. Therefore, the department should have an aspect for suppliers as a partner and provide an atmosphere to exhale their tacit knowledge.

Interacting Ba

The department should make that tacit knowledge into explicit one, which means new ‘proper’ services. The department should have some meeting or team, which consists the staff having diverse knowledge to create new services. For continuous and full-participating creation of new services, award system of proposal can accelerate creating new services.

Cyber Ba

Exiting services can also trigger new ideas. Evaluation of the services from customers improves services. To collect more widely and often, evaluation for each delivery of service should be collected and analysed. Therefore, it might be efficient to introduce a computer system which can manage acceptance of order from customers, show the status of each order to customer, and finally get evaluation of each order from customers.

Exercising Ba

The knowledge of department is diverse and often belongs to person. It should be explicit to transfer another staff when the department extend the services area according to expansion of the group. Therefore, training program, textbook, or standards of jobs or skill should be prepared.

6. Conclusion

In summary, the primary objective of Schiphol Group is to increase profit. The group has set up their mission as “Creating AirportCities.” They believe that to extend the concept “AirportCity” creates their future profit. They have to extend not only their business area nationally and internationally, but also their add-value services. It means they have to create new knowledge and transfer their knowledge. Therefore, the company can be defined as highly knowledge creating company. On the other hand, the facility management department also has to think how they can contribute core business; reducing cost, and motivate the creative staff; provide good service. The department is continuously challenging to create proper, “Good Enough Not Expensive” services. Hence, the department can be also defined as knowledge oriented department.

On the aspect, we are recommending a theory “Constructing Ba” as their policy. As mentioned above, the one of idea of knowledge management states to construct four type of Ba in an organisation and to circulate each Ba to spiral up its knowledge. The department has two role in constructing Ba, one is they can provide the Ba for the company, the other one is they should construct the four type of Ba in their organisation itself in balance.

The original meaning of Ba is place, however the concept of the theory includes not only actual place but also virtual place and atmosphere among staff. In this mean, the concept is similar the meaning of facility in facility management. Ichijo, a successor of Nonaka, said in his article, “Innovation wo sasaeru facility (facility can support innovation in Japanese)”, to organise facilities means to construct the Ba where people meet and exchange their knowledge, and consequently where become a fountainhead of knowledge[4]. Therefore, facility management can be defined a function that construct the Ba.

Appendix

Appendix 1 : References

1. Annual Report Schiphol Group 1999, 1999 Schiphol Group

2. Davenport, Thomas H. & Prusak, Laurence., Working knowledge – How organizations manage what they know, 1993, Harvard Business School Press, Boston, MA.

3. Bockhoff, Thijs., Managing the knowledge factor, 1998, Twynstra Group of Managers & Consultants, Amersfoort.

4. Ichijo, Kazuo., “Innovation wo sasaeru facility (facility can support innovation in Japanese),” Facility management, 1996, Nikkan-kogyo-shinbunsha, Tokyo Japan.

5. Nonaka, Ikujiro. & Konno, Noboru., “The Concept of ‘Ba’ : building a foundation for knowledge creation,” California Management Review 40/3 Spring1998, 1998

6. Nonaka, Ikujiro., “The knowledge-creating company,” Harvard Business Review, Nov-Dec 1991, 1991.

7. Robbins, Stephen P., Organizational behaviour-concepts, controversies and applications, 4th edition, 1989, Prentice-Hall, Inc.

8. Von Krogh, Georg., Nonaka, Ikujiro. & Ichijo, Kazuo. “Develop knowledge activistis,” European Management Journal 15/5, 1997, Elsevier Science Ltd.

9. , on line Internet in November 2000

Appendix 2: Contact / Visiting history

Contact :

Mr. Henk van der Sluis

Manager, Facilitaire Dienst,

Schiphol Support Services,

Schiphol Group

Visiting history:

Date : 1st November 2000

Time : 15:00-17:00

Place : Shiphol Building

Subject : Explanation of our objective,

Interview about company overview and department activities.

Date : 8th December 2000

Time : 15:00-16:30

Place : Shiphol Building

Subject : Presentation of our plan,

Discussion.

[pic]

Mr. van der Sluis and members

(Hanh, Tianshu, Mr. van der Sluis, Hitoshi, Van Anh)

Appendix 3 : Questionnaire

[pic] What does AirportCities mean?:

– The group’s core activity is “to develop and operate AirportCities.” ‘AirportCities’ seems original term of the company. Why the company use the term? What does the term intent to do, and for whom (staff? Passenger? And/or non-flying visiters)

– Which unit is the core business of the group?

[pic] How is the profit earning structure of the group?

– How does the group earn profit? Directly from who? How indirectly from end-users?

[pic] Why is it not enough only developing and operating Amsterdam?

– The company is expanding its business into the world such as JFK, Brisbane, or Roma. What is the aim of expanding?

[pic] What is the main problem of the group for the future?

– What sort of business environments threaten the group’s business?

[pic] Definition and structureof the department

– Is facility management function included in Support Service Business unit?

– Who is the main customer of the facility management department?

– What is the function of the department?

– How many orgnizational levels in FD?

[pic] Strong point and Competencies

– What is the competitive point of the department comparing with other facility service provider?

– What kinds of expertise or profession are in the department?

[pic]Main concern of the department of the department

– What is the main concern of the department?

– What is the difficulties in present and future business environment?

[pic]Relation with other units

– What kind of the relationship keeping between FD and others department in Schipol ?

– Does the department make SLA with others business units?

– How dose the department inform its services for each user (e.g. intranet, catalogue etc.)

[pic]Policy and status of outsourcing

– What kinds of service does the department outsourcing?

– What is the policy or criteria that deciding some function should be outsourced or not?

– What is the advantage in using outsourcing this kind of service?

Appendix 4 : Comment from Mr. Van der Sluis.

We believe Mr. Van der Sluis agreed with our policy plan in general. Herewith we are attaching his comment for our plan.

“The Ba philosophy is useful in our organisation. A form of tacit knowledge (Originating Ba: tacit to tacit knowledge) is already implemented in Facility Management. A form of Cyber Ba, we call it chain management will be also implemented in our organisation. At this moment, Facility Services is still strong organised as a process organisation.

Cyber Ba as well as Exercising Ba is the challenge for the next future.

I wish you a successful presentation.”

(on 11th December 2000 by fax)

Personal Statement

Hitoshi Kumagai

Liu Tianshu

Pham le Hong Hanh

Vu Van Anh

-----------------------

[1] Annual Report Schiphol Group 1999

[2] Annual Report Schiphol Group 1999

[3] This section is quoted from Nonaka & Konno, 1998

[4] Ichijo, Kazuo, 1996, p15 (translated by Kumagai for this paper). Kumagai planned the article to intend facility management can be more close to management theory, when Kumagai was responsible for promoting facility management into Japan in Japan Facility Management promotion Association (JFMA).

-----------------------

Information & Communication Technology

Schiphol

Support

Services

Voertuigbeheer/

Fleet management

Facilitaire Dienst/

Facility Services

Nuts-

voorzieninge/

Utility Services

Beveliging/

Airport Security

Toegangszken/

Access & Identification Centre

P&O Servicecentrum/

HRM Services

Fig 3-1 Organizaion structure

Fig 3-3 Defining the service level

Effective

A

Cheap

B

C

D

Expensive

Qualiry

Cost

1

2

3

4

Option

Proper

Efficiency

Effectiveness

Quality

Fig 3-2 appropriate services

Training space

&

organizing services

Exercising Ba

Cyber Ba

Recommended Policy : Constructing Ba

Applied Theory : Knowledge Management

Analysis of the Company and the department

Department Overview Facilitaire Dienst

Company Overview Shiphol Group

Fig 5-1. Ba Concept

Exercising Ba

Cyber Ba

Interacting Ba

Originatng Ba

Tacit

knowledge

Explicit

knowledge

Explicit

knowledge

Explicit

knowledge

Explicit

knowledge

Tacit

knowledge

Tacit

knowledge

Tacit

knowledge

g

g

g

g

g

o

o

g

i

i

i

i

i

i

i

i

i

Internalization

o

g

g

g

g

g

i

i

i

i

i

i

Combination

Externalization

Socialization

Centr/Copyprint/

posikin/Archrel

Team co-ordinator

12 Fte

Huishoudelijke Zaken

Team co-ordinator

14.425 Fte

Huisvesing

4.0 Fte

Centr/Sery Balie/Transp

Team co-ordinator

11.738 Fte

Kas/Doc& into Reibuteau

Team co-ordinator

7.0 Fte

Project

2.0 Fte

Support unit

Financial/administrate

4.0 Fte

Manager

Facility department

1.0 Fte

Fig 3-4 Organisation Structure

of The department

Interacting Ba

Originatng Ba

Tacit

knowledge

Explicit

knowledge

Explicit

knowledge

Explicit

knowledge

Explicit

knowleage

Tacit

knowledge

Tacit

knowledge

Tacit

knowledge

g

g

g

g

g

o

o

g

i

i

i

i

i

i

i

i

i

o

g

g

g

g

g

i

i

i

i

i

i

Intranet contents

Meeting & Project

Space &

support services

Informal Communication space

&

support services

CS evaluation

system

Training

program

Handbook

Service information system

Jobs & Skills

Standard

Proposal award

New services

project

Supplier

Staff

Customer

face to face

Creating Airport Cities

Schiphol Group is a company whose core activity is to develop and operate ‘AirportCities,’ both domestic and abroad. Their core business is not only airport services, but also real estate and retail and so on. The company provide every sorts of service for life of visitors.

Proper Services “Good Enough Not Expensive”

Facilitaire Dienst is a deparment that provides support services for the company, such as security, staff services, and business services. The department is always challenge the balance

of ‘quality’ ‘efficiency,’

and ‘effective’

Knowledge Creating Company

Their mission, “Creating AirportCities” means creating new value-added services and transfer the concept. In other words, the company has to consistently create new knowledge. The company can be defined Knowledge Creating Company.

Knowledge Oriented Department

The department has performed very well with the high satisfaction and cost reduction. To maintain their services, the department has to know what is good enough and to implement how it is not expensive. Therefore, the department, needing to update their knowledge, is knowledge oriented department

We applied knowledge management theory. Especially, we focus on a concept of platform for exchanging knowledge.

We recommended two kind of Ba construction. One is that the department should be Ba constructor for the company, and the other is that the department should construct Ba in itself.

Quality

Effectiveness

Efficiency

Ba Constructor for Shiphol Group

Constructing Ba in Facilitaire Dienst itself

Combination

Internalization

Socialization

Externalization

Business unit

Airlines

Business unit

Retail

Business unit

Passengers

Brisbane Airport Corporation

JFK IAT

Rotterdam

Airport

Lelystad

Airport

Eindhoven Airport

Information & Communication Technology

Schiphol Support Services

Schiphol Real Estate

Amsterdam Airport Schiphol

Schiphol Project Consult

Schiphol International

Other domestiAircports

Board of Management

Corporate staff

Fig 2-1 Organizaion structure

................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download