Technical Manager at Broll

Job Description

POSITION PURPOSE

• The purpose of the Technical Manager are tensure that technical services are managed and executed according teach account.

METHOD STATEMENT

• Technical Managers (TM) will be provided with training on the Broll systems, Concept Evolution (CMMS) and the Broll Management Portal, in order tmanage tasks, approve orders and manage the day tday operations. Concept Evolution (CMMS) and the Broll Portal (Web interface) are twsoftware programs used by Broll tmanage our client requests and service delivery.
• Each Technical Manager will be provided with a Broll cell phone, vehicle and laptop with 3G in order tperform their duties in remote areas and out of office.

REPORTING LINES

• TM will report directly tthe Divisional Technical Manager (DTM) for all scope of works.
• All correspondence tclient will be channelled through DTM.
• All discrepancies relating tclient and contractors must be channelled through DTM.
• Any unsafe aspect must be reported tDTM for action, Broll OHS for record keeping.

VEHICLES

• Vehicle policy tbe signed and handed tthe Technical Manager. Make sure you familiarise yourself with the policy.
• Broll vehicles are for official work only and nprivate passengers may be transported in a Broll vehicle.
• Log sheets are tbe kept on a daily basis.
• Vehicle checks and inspections are tbe done on a weekly basis tensure the vehicle is in a roadworthy condition and any dents or scratches are reported.
• Any vehicle repairs or issues are tbe reported on the Risk Register on BOL.
• The vehicle policy document will provide more detail on the reporting process.
• Broll vehicles are tbe parked at the Broll premises afterhours and are not utilised as a commuting vehicle for Broll staff.
• Ntraveling with any Broll vehicles are allowed without a WI issued ttravel tperform Broll duties. If you dnot have a WI ttravel you cannot travel with the Broll vehicle, this an additional WI for the client request logged.
• Signed copy of the vehicle policy are tbe handed back tthe Divisional Technical manager and or HR.

ESSENTIAL FUNCTIONS AND BASIC DUTIES

TECHNICAL SERVICES

• The Technical Manager (TM) needs tensure that the services are managed and provided in accordance with the SLA signed between Broll and the client.

Management of client request/incident

• All requests/incidents are logged via the Broll CMMS system – Concept Evolution.
• The Contractor is tbe managed on a daily basis in Concept Evolution by the TM, tensure that work are attended tand completed on time.
• All comments/events are tbe added on the system on a daily basis with regards twork in progress, and the client must be informed that attention is given tthe request/incident.
• The TM has tensure that all detail of the request/incident is recorded on Concept Evolution events/comments, sthat ninformation gets lost.

SLA time lines

• SLA time lines are measured in accordance with the agreed priority assigned tthe problem description associated tthe call received.
• The TM has tensure that the calls are managed within these agreed SLA time lines. If the SLA time line cannot be achieved, then Concept Evolution must be updated with comments via an Event entry, with the reason for failure.
• The Technical Manager must manage SLA progress reporting provided via Concept Evolution, as well as continuously managing the system, tensure that target completion dates of all open WI are managed before the set target completion dates and times fall due. If a set target date and time is missed, it constitutes a failed SLA for that call.
• It is the responsibility of the TM tensure that the end-to-end process is followed tachieve completion and closure of each WI, and managing the various LOC [level of completion] stages and progress on the call.
• It is the responsibility of the TM taction and close all WI’s before the set SLA timelines fall due.
• In following up and closing all calls within the set SLA timelines, the TM is assisted by the Broll National Call Centre, however the TM remains responsible for the management of the contractor work activities and performance during the process.

Site inspections are tbe done on a regular basis and in accordance with the SLA

• All sites are tbe visited as issued by Divisional Technical manager, and all priority sites as incidents occur.
• All sites visits must be logged as WI’s on Concept Evolution and the relevant system application must be used tcapture all relevant data at each visit. (Down load APP)
• All site condition audits and store inspections must be captured on the Mobile Audit APP and saved tthe ‘cloud’.
• During these site visits the TM must report tthe site security, sign in the visitor book, as well as introduce himself tthe store manager. On leaving the premises, he must sign out again.
• Once the inspection is completed, the TM must report back tthe store manager, as well as on his findings during the inspection.
• All findings during the inspection are tbe logged/reported on Concept Evolution, and subsequently actioned tachieve resolution.(Quoted or actioned WI)
• All site inspections and audits are tbe captured on the applicable Mobile APP in order tensure electronic recordkeeping and reporting of all audits, and tensure an end-to-end process on findings and subsequent WI’s logged as follow up actions tthe findings.
• Route planning for site inspections needs tbe co-ordinated with the Divisional Technical Manager, tensure optimised time management and cost.

Asset Management ( Implemented at later Stage)

• As tthe latest IS[international organization for standards], the FM standard is built from the asset you manage. It is therefore imperative that each TM must ensure that each site he manages has a full asset register that is verified and updated with each visit.
• Broll is responsible for asset tagging and management of the client’s assets.

The equipment types which must be tagged (in line with the SLA):

• Electrical distribution
• HVAC and Refrigeration
• Cooling towers – all types
• Standby plants – that belongs tClient only
• Vertical transport – not limited tonly escalators and lifts (government certificate numbers used that are displayed on units)
• Fire-fighting equipment.(register)
• Tanks external.
• Roller shutter doors.
• Bakery equipment
• Deli Equipment
• Bakery equipment
• Fish shop equipment
• Fire Panel
• Alarm system
• Plant visor
• Plant room
• Fire equipment valves
• Backup fridges & freezers
• Scales
• Conveyers
• Pallet jacks
• Ladders
• UPS system
• Tills
• Alone standing fridges (clients property)
• Wine section – fridge
• The Technical Manager is responsible ttag and create all new assets, and verify and audit all existing assets on site, by using the Mobile Asset APP that in turn updates all created and verified asset information in Concept Evolution.
• All changes tequipment or assets (MAC - Movements, Additions, Changes), detected during site visits and falling within the Asset Tagging scope, have tbe updated on the Mobile Asset APP and verified on the APP at the same time.
• The Asset Administrator will ensure that the Quality Verification process on changed assets/asset data is performed in Concept Evolution, but the TM must inform the Asset Administrator of all new stores being tagged and verified, and all existing stores being verified.
• It is the responsibility of the TM tensure that all Corrective work invoices, Quotes and Service sheets are checked for the correct asset allocation and the applicable asset number, submitted by the contractor with the invoice. Any reports of asset numbers missing or that could not be found, must be followed up with the account manager and rectified as soon as possible.
• The TM’s must ensure that any asset labels missing on assets, or where the asset label and the WI (PPM’s) don’t match, as reported by the contractor while doing the work, is dealt with in a reasonable time frame, either as an ad-hoc instance or scheduled in their next site visit tthe specific store.
• If the same instances are detected by the TM himself while doing an inspection, he must re-tag the asset immediately or investigate the asset discrepancy, by liaising with the Asset Administrator.

Contractor management

• Broll staff can dany site inspections or contractor management without a WI issues tdso. The Broll office support/ call centre will provide you with a WI in order for you to perform your duties if you cannot log the call yourself.
• The TM needs tensure that the services provided by the contractor are in line with the client’s expectations, and are executed in accordance with approved quotes and within the agreed scope of services.
• The TM needs tensure that the work executed on site, was correctly quoted by the contractor and correctly paid for by Broll – original quoted invoices are required by the client.
• The TM must dat least one job observation per service provider per month on work performed by the service providers.( As per APP)
• Documentation needs tbe submitted by the TM tprovide proof of job observations done, and this must be done via the Mobile APP facility.
• Contractor Works Inspections need tbe done on all work exceeding R 25 000.00 per job, before the invoice from the service providers can be approved by the TM. Any work under R25 000.00 per job must alsbe inspected and audited on an ad-hoc basis, and this inspection can be after the fact.
• It is the responsibility of the TM tensure that all approved invoices and quotes, contain/ reference the asset number, and that ninvoices are processed without an asset number provided.
• The TM needs tbuild a relationship of honesty and trust with their contractors. The Broll business is only as good as the service that they receive from their service providers.
• The TM must make sure that all safety compliance are adhered to, and they are entitled tperform checks on contractor safety files, and request the applicable qualifications of service providers.
• The TM must report on any unsafe conditions during job observations and site inspections through their reporting structures, and further ensure that their findings are captured on the site inspection document or on the Mobile Audit APP.
• The TM needs tensure that all steps are taken treduce cost, reduce breakdowns and implement improved business practices and processes to further reduce cost.
• Broll staff is allowed treceive personal favours or financial benefits from service providers.
• Any poor performance or bridge of business ethics from service providers needs tbe reported tDivisional Technical Manager and supply chain [Nicky Schmidt] that the performance issues can be dealt with factually.
• Additional service provider requirements needs tbe reported tsupply chain sthat support can be given tthe TM, tprovide vetted service providers.
• TM may not get involved in service provider costing and vetting as corporate governance guidance needs tbe applied through supply chain support – managed by Nicky Schmidt.
• Fixed fees have been set with service providers linked tequipment type. Broll supply chain will manage the service provider allocations, based on regions, costing and turnaround time.

Work approval

• The TM will approve all work done and invoices submitted by contractors on the Broll Portal, and check that service sheets are scanned with a store stamp and signed off. This approval must be done within a three day cycle from time of invoice submittal, as the approval by the TM will have an effect on payment timelines for the contractor.
• The Broll office support will manage all PPM work schedules and costing approval. All technical findings on the PPM service sheets will be scrutinized by the Broll office support staff. If any findings are reported by the service providers, then the Broll admin support will forward the findings tthe relevant TM sthat the TM can tlog a WI for the remedial work tbe done.
• It is the responsibility of the Technical Manager tapprove all Corrective work completed on the Portal. It is imperative that the Technical Manager confirms that the invoice amount and WI number match the contractor information captured on the Portal, and that the job cards are scanned with a store stamp and signed off. Ninvoice can be approved unless the Technical Manager ensures it is 100% correct, and matches all the supporting documentation.
• Only once the client has approved the submitted and recommended quotes, the TM/Call Centre may inform the contractor tproceed with the work. Emergency approvals can be obtained from Divisional Technical Manager telephonically, and must be confirmed via e mail the following working day.
• Where the client requires PO’s [Purchase orders] before any work is done, the TM need tensure that nwork gets done without a Pfrom the client.

Site allocation

• Each TM will be responsible tmanage the client sites allocated thimself. The sites allocated tTM’s are not cast in stone, and the TM’s can change sites allocated tthem if they can prove that it will improve time management and route planning of scheduled visits. These changes in the route planning process must be done in liaison and with the support from the Divisional Technical Manager.
• It is the responsibility of each TM tmanage the end-to-end process this allocated sites. This implies that even if work was managed or done by another party, the TM is still responsible for the site, and therefore needs tensure that the work is completed on time and according tQuality Management Principles and OHSA Compliance.
• The TM must report any changes tsites, closing or equipment, ttheir direct line management and the CMMS Data Admin. When the TM is on leave he must ensure tdelegate his approvals and outstanding work tthe Technical Manager that has been requested tstand in for him.
• The Broll TM are tensure that any new site or site closing down are done according tthe site take-on and site handover process. This includes but not limited to, store inspection, asset verification, equipment baseline audit and equipment commissioning, handover and equipment handback.
• It is the responsibility of the Broll TM tensure that all PPM services are done tstandard and that the service providers that offer the service are aware of the accountability tensure lifecycle management of the equipment.
• The Broll client agreement and the client lease agreement with the landlord must support the services we offer. The client lease agreement require Broll tprovide proof that the PPM services were done on time and at the set standard tensure the equipment are maintained correctly sthat the landlord will have enough proof that the failure occurred due tnormal wear & tear and not through poor maintenance.
• Broll will be held liable for the cost if sufficient proof cannot be provided.

Client feedback and Internal reporting process

• Broll staff (Channelled through Divisional Technical Manager)
• Make sure that all communication tthe client is done in a professional manner.
• Check spelling and grammar before e-mails are sent internally or externally. Never forward any internal Broll mails texternal clients or service providers.
• Always keep the client and service providers informed of the status of outstanding work, and the progress made tdate as well as the committed action plan, time and date for completion.
• Keep record of all communication and make sure you can provide proof of action steps taken on issues or request.
• Dnot get involved in discussing operational issues with the client, store manager or client office staff. These issues must be discussed with/escalated tthe Broll reporting line management tresolve.
• Discuss any personal or operational issues with their reporting line management. The issue will be escalated and tabled with the Account Manager, should they not receive the desired outcome.
• Dnot bypass the reporting lines, and always manage the issue at hand and not the individual.
• Keep and maintain a log sheet every day for the use of the Broll vehicle, and submit the completed log sheet tthe Account Manager / Broll fleet management on the first day of each month. Broll vehicles are for official use only and the Broll vehicle policy applies tthe use of all vehicles.
• If you are in doubt about any process or support system, please contact your office support staff sthat Broll can support you with the training and or support required.
• Broll staff are issued with a company cell phone and are therefore required, due tthe nature of the business, tmake themselves available at all times tsupport the business. Should you not be available for some reason, then you need tmake prior arrangements with the supporting staff tensure after hour issues will be addressed.
• Working hours are as tthe company policy, but business requirements will dictate your availability twork afterhours as and when srequired.
• Broll client and business requirements will determine where and how Broll will utilise staff tsupport the business. Broll staff will thus not be dedicated ta single Broll account, but will be utilised toptimise the service deliver tBroll clients.

Scope of work

As a TM you are not allowed to execute the following unless qualified to do so:

Work on the following

• Electrical equipment – only inspect as per training received.
• Conveyers
• Fridges
• Panels (fire, Alarm etc.) you observe and report.
• Fire equipment.
• Valves.
• Vertical transport
• The principal of value added must be adhered to.

PERFORMANCE MEASUREMENTS

• All Junior /Technical Managers work from Monday tFriday 08h00 – 16h30 or 07h00 – 16h00. TM’s are expected tbe on call 24/7 [Broll cell phone provided] tattend tany emergency calls that cannot be managed by the Broll Call Centre.
• Technical Managers are expected tmanage their workflow on a daily basis tensure all work requests are attended to, managed and completed within the set SLA time frames.
• The Technical Managers will be measured on the KPI’s and metric set out in the FM Procedure documents pertaining teach client (PCD, SOP, PTD documents).
• Technical Managers report tthe office on Mondays, and / or must attend toperational meetings when srequested. When the Technical Manager is not out for site inspections, then reporting tthe office for normal working hours Monday will apply. Working from home is only allowed toptimize travel time when doing site inspections directly from home, and is a privilege tbe managed as a cost saving process
• The Technical Manager will report tthe Technical Operations Manager and accounts managers.
• The TM is expected tbe dressed professionally each day and his conduct should at all times reflect the values and image of Broll.
• Promotion from a Junior Technical position ta Technical manager can only be applicable should the TM obtain his legal qualifications in either an HVAC, refrigeration or electrical trade test.

EDUCATION/CERTIFICATION:

• Grade 12
• Technical experience.
• Trade test refrigeration trade test required for Technical managers position
• Experience in the FM environment and good communications skills, ability tmotivate and support staff, be a team contributor and support.
• Driver’s license

OHS CERTIFICATION:

• OHS Act N85 of 1993 Section
• 8.2 & e.
• Construction Regulation Sec. 7g
• (The above mentioned training certification can be done through broll).
• *Bonus add if applicant has the above mentioned certification Occupational Medical
• Introduction tOHS Act
• Construction Regulations
• Working @ heights
• Basic fire fighting

REQUIRED KNOWLEDGE:

• Must have computer skills, know and or understand IT management systems, how tdreporting, and conduct meetings.

EXPERIENCE REQUIRED:

• A minimum of 5 years' experience with 2 years in a supervisory/management role.

SKILLS/ABILITIES:

• Well organized and detail oriented.
• Good attention tdetail and accuracy.
• Cooperative and willing tassist others.
• Excellent Communication Skills
• Administration Skills
• Dependable
• Excellent Computer Skills
• Flexible
• Good Interpersonal Skills
• Able tuse PC, calculator, and other basic business machines.
• Must be able tfunction without supervision.