As a Building Surveyor, I recommend implementing regular lifecycle/Planned Preventative Maintenance (PPM) surveys for proactive facility management. This approach helps: - Anticipate future needs - Prioritise tasks - Optimise resource allocation Pushing data into Power BI: - provide real-time insights - enables predictive analysis - optimises resource allocation The above provides clarity on balancing Urgent and Long-Term Tasks: - Implement preventive maintenance - Make evidence-based decisions - Allocate resources strategically - Continuously improve maintenance strategies This data-driven approach reduces urgent task disruptions while improving long-term efficiency.

Just a reminder: the Facilities Manager isn’t a superhero who can snap his fingers and make everything happen right now. That’s why prioritization is one of the most critical skills an FM professional needs. Chasing every ad hoc request 24/7 won’t help anyone. Instead, figure out what's truly urgent, and set aside time to build a solid system. Trust me: once there’s a system in place, work will run smoother, easier—and yes, even a bit funnier!

Regularly reviewing maintenance data helps prioritize preventive measures, reducing emergencies. Open communication within the team also aids in quickly assessing task urgency...

Balancing urgent maintenance tasks with long-term efficiency in facilities management (FM) requires a strategic approach. such as Prioritize Tasks, Implement a Maintenance Management System, Establish Preventive Maintenance, Allocate Resources Wisely, Communicate Effectively, Analyze Data for Improvement & Training and Development, Regularly Review and Adjust Plans. By implementing these strategies, you can address urgent maintenance needs while still working toward long-term operational efficiency.

Prioritize tasks based on urgency and impact. Implement a structured approach by using a priority matrix, addressing critical issues first while scheduling routine maintenance to prevent future problems. Additionally, invest in predictive maintenance technologies to minimize disruptions and optimize resource allocation. Regularly review maintenance processes and outcomes to identify opportunities for improvement, ensuring that both short-term demands and long-term operational goals are met effectively.

I prioritize urgent tasks by addressing any immediate safety or operational issues first to ensure the facility runs smoothly. For long-term tasks, I establish a clear plan with set timelines, regularly review progress, and adjust as needed to stay aligned with strategic goals. Balancing both involves good communication and delegation to ensure urgent needs don’t disrupt ongoing projects.

In facility management, balancing urgent tasks with strategic foresight is essential. Reacting to every minor issue is a quick road to burnout, not efficiency. The key lies in building a responsive framework: identify the true critical points and empower your team with the tools to handle them on the fly. When you invest time in developing a sustainable approach, you don’t just solve today’s problems, you create a smoother, more predictable tomorrow. Facility management is about more than just fixing, it’s about leading with purpose.

Systems must be ranked by criticality according to their need in the business, the most impactful machines or equipment needs to be set as priority and their maintenance activities to be schedule ASAP. A CAPA is a great tool to understand the root cause on why the situation reached such a critical point, with this tool it should be possible to identify the root cause, actions to correct the root cause and to prevent it. All these actions will be mapped in your CAPA document and should guide you with timelines agreed by all parties. Investments on maintenance management softwares are always a good choice but, if the budget of the FM department does not allow for it, a standardization by document with Microsoft tools should do the trick.

To balance urgent maintenance needs with long-term efficiency, I focus on what’s critical first—like anything that could impact safety or disrupt our main operations. I also make it a point to plan for the bigger picture, addressing recurring issues with sustainable solutions. This way, we’re not only handling the immediate fixes but also investing in a setup that keeps things running smoothly in the long run.