Job Description

POSITION PURPOSE

The purpose of the Technical Manager are to ensure that technical services are managed and executed according to each 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 to manage tasks, approve orders and manage the day to day operations. Concept Evolution (CMMS) and the Broll Portal (Web interface) are two software programs used by Broll to manage our client requests and service delivery. Each Technical Manager will be provided with a Broll cell phone, vehicle and laptop with 3G in order to perform their duties in remote areas and out of office.

REPORTING LINES

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

VEHICLES

Vehicle policy to be signed and handed to the Technical Manager. Make sure you familiarise yourself with the policy. Broll vehicles are for official work only and no private passengers may be transported in a Broll vehicle. Log sheets are to be kept on a daily basis. Vehicle checks and inspections are to be done on a weekly basis to ensure the vehicle is in a roadworthy condition and any dents or scratches are reported. Any vehicle repairs or issues are to be reported on the Risk Register on BOL. The vehicle policy document will provide more detail on the reporting process. Broll vehicles are to be parked at the Broll premises afterhours and are not utilised as a commuting vehicle for Broll staff. No traveling with any Broll vehicles are allowed without a WI issued to travel to perform Broll duties. If you do not have a WI to travel you cannot travel with the Broll vehicle, this an additional WI for the client request logged. Signed copy of the vehicle policy are to be handed back to the Divisional Technical manager and or HR.

ESSENTIAL FUNCTIONS AND BASIC DUTIES

TECHNICAL SERVICES

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

1. Management of client request/incident

All requests/incidents are logged via the Broll CMMS system - Concept Evolution. The Contractor is to be managed on a daily basis in Concept Evolution by the TM, to ensure that work are attended to and completed on time. All comments/events are to be added on the system on a daily basis with regards to work in progress, and the client must be informed that attention is given to the request/incident. The TM has to ensure that all detail of the request/incident is recorded on Concept Evolution events/comments, so that no information gets lost.

2. SLA time lines

SLA time lines are measured in accordance with the agreed priority assigned to the problem description associated to the call received. The TM has to ensure 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, to ensure 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 to ensure that the end-to-end process is followed to achieve 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 to action 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.

3. Site inspections are to be done on a regular basis and in accordance with the SLA

All sites are to be 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 to capture 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 to the 'cloud'. During these site visits the TM must report to the site security, sign in the visitor book, as well as introduce himself to the store manager. On leaving the premises, he must sign out again. Once the inspection is completed, the TM must report back to the store manager, as well as on his findings during the inspection. All findings during the inspection are to be logged/reported on Concept Evolution, and subsequently actioned to achieve resolution.(Quoted or actioned WI) All site inspections and audits are to be captured on the applicable Mobile APP in order to ensure electronic recordkeeping and reporting of all audits, and to ensure an end-to-end process on findings and subsequent WI's logged as follow up actions to the findings. Route planning for site inspections needs to be co-ordinated with the Divisional Technical Manager, to ensure optimised time management and cost.

4. Asset Management ( Implemented at later Stage)

As to the latest ISO [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):

o Electrical distribution

o HVAC and Refrigeration


o Cooling towers - all types

o Standby plants - that belongs to Client only

o Vertical transport - not limited to only escalators and lifts (government certificate numbers used that are displayed on units)

o Fire-fighting equipment.(register)

o Tanks external.


o Roller shutter doors.

o Bakery equipment

o Deli Equipment


o Bakery equipment

o Fish shop equipment

o Fire Panel

o Alarm system

o Plant visor

o Plant room

o Fire equipment valves

o Backup fridges & freezers

o Scales


o Conveyers

o Pallet jacks

o Ladders

o UPS system

o Tills

o Alone standing fridges (clients property)

o Wine section - fridge

The Technical Manager is responsible to tag 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 to equipment or assets (MAC - Movements, Additions, Changes), detected during site visits and falling within the Asset Tagging scope, have to be 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 to ensure 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 to the 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.

5. Contractor management

No Broll staff can do any site inspections or contractor management without a WI issues to do so. 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 to ensure 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 to ensure 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 do at least one job observation per service provider per month on work performed by the service providers.( As per APP) Documentation needs to be submitted by the TM to provide proof of job observations done, and this must be done via the Mobile APP facility. Contractor Works Inspections need to be 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 also be inspected and audited on an ad-hoc basis, and this inspection can be after the fact. It is the responsibility of the TM to ensure that all approved invoices and quotes, contain/ reference the asset number, and that no invoices are processed without an asset number provided. The TM needs to build 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 to perform 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 to ensure that all steps are taken to reduce cost, reduce breakdowns and implement improved business practices and processes to further reduce cost. No Broll staff is allowed to receive personal favours or financial benefits from service providers. Any poor performance or bridge of business ethics from service providers needs to be reported to Divisional Technical Manager and supply chain [Nicky Schmidt] so that the performance issues can be dealt with factually. Additional service provider requirements needs to be reported to supply chain so that support can be given to the TM, to provide vetted service providers. TM may not get involved in service provider costing and vetting as corporate governance guidance needs to be applied through supply chain support - managed by Nicky Schmidt. Fixed fees have been set with service providers linked to equipment type. Broll supply chain will manage the service provider allocations, based on regions, costing and turnaround time.

6. 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 to the relevant TM so that the TM can to log a WI for the remedial work to be done. It is the responsibility of the Technical Manager to approve 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. No invoice 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 to proceed 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 to ensure that no work gets done without a PO from the client.

7. Site allocation

Each TM will be responsible to manage the client sites allocated to himself. The sites allocated to TM's are not cast in stone, and the TM's can change sites allocated to them 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 to manage the end-to-end process to his 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 to ensure that the work is completed on time and according to Quality Management Principles and OHSA Compliance. The TM must report any changes to sites, closing or equipment, to their direct line management and the CMMS Data Admin. When the TM is on leave he must ensure to delegate his approvals and outstanding work to the Technical Manager that has been requested to stand in for him. The Broll TM are to ensure that any new site or site closing down are done according to the 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 to ensure that all PPM services are done to standard and that the service providers that offer the service are aware of the accountability to ensure 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 to provide proof that the PPM services were done on time and at the set standard to ensure the equipment are maintained correctly so that the landlord will have enough proof that the failure occurred due to normal wear & tear and not through poor maintenance.
Broll will be held liable for the cost if sufficient proof cannot be provided.

8. Client feedback and Internal reporting process

Broll staff (Channelled through Divisional Technical Manager)


Make sure that all communication to the 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 to external clients or service providers. Always keep the client and service providers informed of the status of outstanding work, and the progress made to date 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. Do not get involved in discussing operational issues with the client, store manager or client office staff. These issues must be discussed with/escalated to the Broll reporting line management to resolve. 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. Do not 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 to the 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 to the use of all vehicles. If you are in doubt about any process or support system, please contact your office support staff so that 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 to the nature of the business, to make themselves available at all times to support the business. Should you not be available for some reason, then you need to make prior arrangements with the supporting staff to ensure after hour issues will be addressed. Working hours are as to the company policy, but business requirements will dictate your availability to work afterhours as and when so required. Broll client and business requirements will determine where and how Broll will utilise staff to support the business. Broll staff will thus not be dedicated to a single Broll account, but will be utilised to optimise the service deliver to Broll clients.

9. Scope of work

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

o Electrical equipment - only inspect as per training received.

o Conveyers

o Fridges

o Panels (fire, Alarm etc.) you observe and report.

o Fire equipment.

o Valves.

o Vertical transport

The principal of value added must be adhered to.

PERFORMANCE MEASUREMENTS

All Junior /Technical Managers work from Monday to Friday 08h00 - 16h30 or 07h00 - 16h00. TM's are expected to be on call 24/7 [Broll cell phone provided] to attend to any emergency calls that cannot be managed by the Broll Call Centre. Technical Managers are expected to manage their workflow on a daily basis to ensure 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 to each client (PCD, SOP, PTD documents). Technical Managers report to the office on Mondays, and / or must attend to operational meetings when so requested. When the Technical Manager is not out for site inspections, then reporting to the office for normal working hours Monday will apply. Working from home is only allowed to optimize travel time when doing site inspections directly from home, and is a privilege to be managed as a cost saving process The Technical Manager will report to the Technical Operations Manager and accounts managers. The TM is expected to be dressed professionally each day and his conduct should at all times reflect the values and image of Broll. Promotion from a Junior Technical position to a 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 to motivate and support staff, be a team contributor and support.

Driver's license

OHS CERTIFICATION:

OHS Act No 85 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 to OHS Act

Construction Regulations

Working @ heights

Basic fire fighting

REQUIRED KNOWLEDGE:

Must have computer skills, know and or understand IT management systems, how to do reporting, 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 to detail and accuracy.


Cooperative and willing to assist others.


Excellent Communication Skills

Administration Skills

Dependable

Excellent Computer Skills

Flexible

Good Interpersonal Skills

Able to use PC, calculator, and other basic business machines.

Must be able to function without supervision.