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RALPH J. STEPHENSON. P. E. OON8UIJrING ENGINEER

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RALPH J. STJIlPHENSON. P. E. OONIiJULTING ENGINEER

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('

RALPH J. STEPHENSON. P.E. OONI!IU'LTING ENGIl!l'EER

September 25, 1973

Manufacturer. Bank Manaaement III 1973

Project: 73,56

Action. takenl

aeviewed Propertie. Department operation.

Evaluated relation between pre.ent per.oDllel aDd required fuaction.

Reviewed functional activitie. appropriate for Propertie. DepanmeDt

The early part of our comerence wa. deyoted to a review of the Pha.e I report dated October 8, 1971. Mr. Hitch a.ked for clarification of certain pomt. in the report. The.e were cU.cu •• ed a. outlined below.

Pase Olle, polDt "

Comment' It iI important to aive the people inyolved iD aay prof ••• ional activity a feeling that what they are do iDa II worthwh.le, wUl actually accompli.h .omethinl con.tructive to .ociety aDd to the firm for whom they work, and h effectively furtherina what they believe i. a proper way of life. Maintenance of worthwhile, effectiYe actioll.on the part of employee. i. larlely the re .pOD.lbtlity of their mana.ement and mOlt particularly. their immediate .uperior.

Pale two, point 6

Commentl The Propertie. Department .hould prepare a brief, clear. cut, 'pecific outliDe of the .ervice. they provide to the entire bank operation. Thil .hould not be a promotional piece but .howd be explicit aDd objective - (it .hould explain how I!!. call be helped by ~ .. ) Tho.e department. which u.e Propertie. Department .ervice •• hould be able from thh de.cl'iption to UDder.tand the interrelation.hip of their function with Propertie ••

RALPH J. STEPHENSON. P.E. OOl!ll"S'O"IlrING El!II"GUl'EEB

Manufacturers Bank MaDalemeDt III Pale two

Pa,. two, P9hlt 8

1973

Comment. The developmeDt of skill, bowledle and maDalerial ability in Properties per.oDDel requires a well plallDed program 01 training aDd education. It is the obligation and responsibility of department managemeDt to plan such a program.

Pale two, sixth e .. alraph

Comment: The value syetems referred to in this pa .. agraph muat be Dourbhed aa the department maDaler builds biB staff arOUDd the lunetioDs whieb are expected of P .. opertie I by the haDk. U the perlollDel retained are allowed to work withia their aldlh and knowledge aad are reasonably lineere, honest people with medium to hlah competeDcy, the value aystem needed wUl develop almost automatically. However, constant attentioD muat be paid by managers in the Propertie 8 Department to aee that achievemeDt of valuel b recognized and that the exercise of the value system byaay staff member iI rewa .. ded by corre.pondial increaael iD responsibility, commendatioD aDd pO'ition, aad replarly by railes in salary.

Pale three, last .enlence

Comment. Unde ..... utili.atioD of abilities ta a common problem in today's work 'World. It ts particularly so where the manaler b unable to effectively assiln work duties to hll subordinatel th .. oagh lack of knowled,e, inadequate time 0 .. incompetent stalf. It II better to tend toward a hiaher level of activity on a broad range of re sponsi. bUities than to under.use competent people, who tead the. to UDder-achieve even in areas in which they are bowledleable.

Keep the staff busy on thin.s that they are competeDt to do, OD thin,s that they are willin, to learn, OD thin,s abo. which they are cODcerDed, aDd on activities they know will contribute to what they uaderstaDd their job to be.

RALPH J. STEPHENSON. P. E. OONI!I'C'Vl.'ING ENGINllIllIK

Manufacturerl Bank Management III Page three

Pal_ four, fir.t paragraph

1973

Commentl Thil b a reltatement that th. manager iI fundamentally relpoillible for development of abiUtie. ill each individual. The 'elltence goe I on to urge that a .y.tem of evaluation be prepared that recognise. achievement of .pecUic loall withla .tated time period ••

Pale tour - Den to la.t paragraph, third wOl'd flr.t .entenee

Comment. Re.earch iI a critical part of any bulille •• operation. Hopefully re.organizatioll by function will provide adequate .timulu. to relearch and clevelopment activity.

Pale live - Ilext to lalt paragraph •• econd word, flr.t line

Comment. Guidelille. for .election of oullide .erYlcel and materiab Ihould be carefully prepared, evell perhap. ill conjunction with the better luppUerl of the.e lervicel. A .ede. ot Ihort bdeftDg conferencel at which prolel.ional cOlllultanta, .uch a. your architecta and en.iIleer., are encouraged to ba ve dialogue with the department might be invaluable in provicUnl better yard.tick. than 1l0W exilt to determille which firm .houlcl be .elected and how it .howd be cho.ea.

Pa,e .ix, paragraph ..

Comments Standard coa.truction procedure. in the way of network diagrame, Ich.dulee, detan. and other .uch elemeat • • hould be prepared al a fuadion of the Properile. Department. The •• can be dODe ill coaJuactioa with "Prof.e.ioaal advi.erl, architeell aDd eDlbleer., aloal with eoatraetore who are now performblg .uece •• fully for the bank.

RALPH J. STEPHENSON. P. E. OONSl:TLTING ENGIN1lIJDa

Manufacturera Bank Manalement III Pale four

Pase atx, paralraph 8

1973

Commeat= Thb comment dealt with the interim arrangement d.etbled on aheet five. I urle that the Properties ataff continue developing frieadly, informal relationa with all bank departments whom they aerve.

Pa.e twelve! eralraph 2

Commeatl Thb 11 another comment regarding how achievemeat can be meaaured amon, ataff people. The critical thing 18 that the ataff of the Prope rtie I Department mu.t be evaluated perlon by peraon on how well he haa achieved lpecific re aw.ta that he hal bad an iDdi vidual hand bl eatabUlbing. Balically, I am .aying eltabUlb ob3ectivel for each per.on in coap!!ction with him aDd then review hil achievement of the aa oa a raplar balil.

We next ra.analyzed the main bankin, fWlctioal aad the lupport function relative to how the Propertiel Department 11 operating pre.ently aad haw it might be able to operate in the future. The dectlion wal to approacb the problem conceptually, a •• uming that the Propertiel Department would ultimately be relponlible for atatic and active utilizatioa of all Ipace I within the purvey of ManufactureI'I Baak and itl related orlanb:a­tionl. Thil extended our horizon for eltabUlhinl major function I of the Properti.1 Department and if it can be accomplilhed, will do leveral healthy thinll for the bank and the Propertiel ltaff. Some of the.e include:

Provide extended lervicel for all bank departments whicb may now or in the future utiUze Propertiel Department Ikill ••

Encourale a high dearee of technical and profe .sional aptitude to be developed amOBI .taff member.. Thil ultimately will make the Properties Department more effective aad uleful .s a .upport arm for the bankiDg function.

RALPH J. STEPHENSON. P. E. OONSULTING ENGINEER

Manufacturer. Bank Management III Page five

1973

Provide a vehicle by which competency aDd im.provement can be rewarded by increaae. iD aalary aDd reaponaibility, a. well aa promotion to hilher title ••

- Will provide effective aDd eaaUy and rapidly furnbhed aervices to auch critical time acale operations •• market. iDa, branch bankin" corporate plaDDm" the cashier- a department aDd purchaaiDl, to ume only a few.

If.e aasume that an expanded concept of the support function of aece ~ ia the role of the Propertie. Department iD the futore, we agreed, after aD extensive analysb, that the iDitial organization pattern ahould move from a ,eographically oraanized department to a functionally organized operation that takea iDto account the major activities required to effectively uae apace aubject to dynamic and atatic utilization.

The analyaie indicated we are dealing with five major functions iD Propedlea. Theae are:

New and remodeled facUities design and construction

Interior apace plannin,

Properties management and operation

FacUities co.tiD" budgetiDg and records

Site selection, land use and planning

A prelimiDary liating of the function. each of the major groups withiD the Propertiea (Ipace use) Department would accomplhh wa. recorded on fiip chart 8 dated August 22, 1973. There may he .ome local reshuffiin. needed due to personnel availability, de.ires, talent. and future growth potential.

The functions of the new conatruction, interior BEace Elam:UnS, faciliti.s coRiD.. 'bud.etins and records and .ite .electicm, land \la.and plannlD. ,roup. were rea.onably ealY to a •• i,n. However, Propedle. manalement

RALPH J. STEPHENSON, P. E. CONSULTING ENGINEER

ManufactureI'I Bank Management III Page abc

1973

and operations required a detailed evaluation lince the talentl anilable to ,taff thll department are considerable among preleDt perloael in the Propertiel Department. Generally it was decided that Propertiel maDagemeDt aDd operation should be divided into three major functional groupe. Group one includel preventive maintenance, cUltodia! work, landlcaping and mobile dilpatch. Group two includel miDor and average remodeliDg, propeniea inspection, fixed property lecurity and property repairl. Oroup three includel relearch on equipment, materials and. a.lembliel, building manalement and admini.tration of the Properties management and operation group. It Ihould be poiDted out that the function of preventive maintenaDce may IhUt from group one to group two; the function of property repairl could move from group two to group ODe; and the function of fixed property lecurity could move from group two to group three. Research functions may be aha red with Iroup two by group three. A high degree of iDterchangeability of perlonnel action. Ihould be encouraged withiD the Propertiel management and operations group.

Of critical importance to the succes. of this organizational program il a trainiDg and edueation effort to be put into work prior to full implementa­tion of the organizational atructuring. Taking each of the main department, withiD the Propertiee Department, I auggelt the following:

I

2

New Construction

The major educational thrust Ihould be toward encouraliDa and teachiDg project programming Ikill. and development of atandard operational procedurel within the department. Abo, it ia important for tbll group to al alet in developinl procedure a by which profellional lervieea are retataed. To do thil will require study and effort that transcend. mere lupervleion of new construction.

Interior Space Planning

Thi. work 11 pre.ently proceeding rea.onably wen UDder the direction of the two gentlemen iDvolved. Howe .. r, the activity iD tt.elf iI not necea.arily a goal for theee people, and 10 encouragement lbonld be giveD to ule the interior .pace plamdnl activity as a pOI sible springboard to other more rewarding areas of work. To do this, it iI important

RALPH J. STEPHENSON. P. E. OONSULTING ENGINEER

Manufacturers Bank Management Page .even

III 1973

3

Interior Space Planninl (continued)

that a constant supply of people talented in this area be made available. Thus, a. people are promoted or moved out of interior design, they should have made certain that they have trained other perlons to take their place •• These could be young trainee., newly graduated architectural stadent. or other .uch technical per son.. I recommend that the interior space planning group ,enerally be staffed as time goe. OD with architecturally or de .i,n trained pe rloDel.

Properties Manalement and Operation

The function. of this group aI's so critical to proper operation that they should be encouraged to develop and .hould become educated in preventive maintenance, custodial work, properties in8pectiOD and the conduct of re8eal'ch on all kind. of bank equipment, materiab aDd alsemblies. This res.arch operation i8 one that clo.ely relate. to the work of all other departments in the space. use group. It is esseDttal to continued vitaUty of the departmeDt and Ihould be carried out as a function that becomes a resource for all other bank departmeDts. Properties management and operation is particularly important to the branch baludn, ,roup which oftentime s is forced to make decisions regardin, the operatioD of branch bank. ba.ed upon information that must be provided by the Propertie. Department.

Facilitie. C08!i!1, BudsetiDI, and aecords

This is a new function and e •• entially introduce. operatioa. re.earch techniques and .y.tem. into the Propertie. ,roup. Here we must have per.onnel who are either trained or willin, to be trained in cost e.timating, life cycle costin" value en,ineering, cost tradeoff evaluation and budgeting proceclure s. Aho, the group .hould have real e.tate capabilities of a limited nature so that proper tax records, appraisal recorcls and other property information can be properly recorded and retrieved.

RALPH J. STEPBmNSON. P. E. OONS1J'V.l'ING El!ifGtl!nl!lDR

M anuiacturers Bank Management III Page eight

1973

5 Site Selection, Land U.e and Planning

Pre.ent personnel may have to double as .taU for thh function. It iI the intent that the group will become proficient in locational an&lyais so a. to materially as silt the marketing department in estabUshing the u.e fea.ibiUty of any given aite. Abo, the group will be active in the .election of .ite., ac:qubition of the real e.tate, plannin. the .ite and e.tabU.hment of the faciUty on the site (buildiDI location, parkm, lot., curb cuta, entrance way., driveway., land.capmg, .creening, u.e of the topography and enhancement of major natural feature.).

In addition, thb group .hould have the capabiUtie., in conjunction with facilities co.ting, budgeting and record., to prepare property and real e state appraisals. If in-departtnent talents are not available, it may be de .irable to obtain appraisal as .istance from other .taff groups in the bank.

The tran.ition to the functional form of management outlined above iI one that .bould be .tudied carefully before commitment. are made to top manasemeDt and per.onnel witbin the department. At thia time it appear. to be a valid move, one that will strengthen the department and allow it to perform better for those who use ita .ernce.. Aleo, it abowd improve utilization of pre.ent per.onnel and make their job. more meaningful. Tbe .hilt generally tie. into our earUer recommenda­tio.a &ad .0 far a. I can 8ee pre.entIy i. consi.tent with the overall loale e.tabli.hed in our previou •• tOOies.

I .ugle.t the following actions be taken ove I' the next three montb period I

I A top management (preferably individual) pre.entation .hould be made of the flip charts, note., reports, find .. ings and ob.ervation. re.ulting from the meeting between Mr. Hitch &ad my.elf.

•

RALPH J. STmPHENSON. P.E. OONI!IULTING ENGINElElR

Manufacturers Ban k Management III Page niDe

1973

2 The ultimate organizational structure to be adopted should be discussed and reviewed with the next higher level of management.

3 Another review should be made after steps one and two with me regarding the detailed structuring of this organizational shift and setting of department obJectIves.

.. Subsequent to developiDg a program of detailed objectives for each group, the methodology of implementation should be reviewed with the personnel affected. It appears presently that a wiae plan would be to talk separately to all people in the department (9 or 10) individually. It may be that later we would prefer to re-evaluate this procedure and only talk to the lead people.

5 The program should be outlined in chart form so each person is completely aware of the interrelation­ship and re sponslbility patterns.

It should be cautioned that any management system, .s we have aeen iD the period between JJly 1971 and now, is a dynamic operation. I strongly ,,,,.-.t periodic reviews of the new management system, if it is accepted, be made at 3 to 6 month intervals over the next two yeara. This review aad evaluation are essential, since we are moving to a more permanent form of oraanizational structure that could have long term impacts upon both the bank operations and the car.era of each of the people now in the depal1meDt. It should be recalled that the two earlier studtes were tral1.ttio .... l studies and that we are now moving into a relattvely permAnent or.antzational pattern that should remain va ltd for sometime to come.

RlS m

k!).'/# Ralph J. Stephen.on, P. E.