Facility planning has taken on a whole new meaning in the past ten years. In the past, facility planning was primarily considered to be a science, but in today’s competitive global marketplace, facility planning is a strategy. Facility planning can be described as a systematic procedure that innovative organizations use to ensure they have the facilities and related resources necessary to meet both their short-term and long-term goals (Pishdad-Bozorgi et al., 2018). Facility planning determines how an activity’s tangible fixed assets best support achieving the activity’s objective. Facility planning must be a continuing activity in any organization that plans to keep abreast of development in its field. A facility consists of various characteristics, including flexibility, where a flexible facility can handle various requirements without being altered. Other characteristics include modularity, upgradability, adaptability, selective operability, and being environmentally friendly. The goal of facility planning is to recognize opportunities for efficiency and anticipate them (Huang et al., 2018). Alleviating inefficiency within the workplace has rippling effects across the entire business. In other words, facility planning helps companies take a proactive approach to their workplace strategy and real estate management instead of a reactive one. It is about bringing business goals in line with facility goals. It also ensures that the business and its facilities are ready for the future. In facility planning, there are steps involved, which include understanding, analyzing, planning, and even acting, also, pre-design planning is essential, and also the rationale when thinking of either renovating or replacing a healthcare facility.
The facility planning process involves four steps: understanding, analyzing, planning, and acting. The first step is understanding, which requires a thorough knowledge of an organization’s mission, vision, values, and goals (Turkyilmaz et al., 2019). Many organizations follow a maintained scorecard of 4 key measurements, which are financial performance, customer knowledge; internal business processes; and learning and growth. A thorough understanding of the recent situation is crucial to analyze the needs and comparing existing conditions to those needs. Once these considerations are understood, a business-driven approach is taken to analyze an organization’s facilities and to set tangible goals and plan targets. Second, exploration of the range of credible futures and trips is needed to analyze an organization’s facility needs using analytical ways such as systematic layout planning (SLP), strengths, defects, opportunities and threats analysis (SWOT), strategic creative analysis (SCAN), or scenario planning (Kanchanaratanakorn & Chutima, 2022). Use analytical ways, such as SWOT analysis, SCAN, SLP, or scenario planning, to look at the range of possible futures and the trips used to analyze an organization’s facility needs. When the analysis is completed, plans for potential responses and regular updates to existing plans in response to market changes must be developed to meet the long-range requirements of a specific organization and develop plans that meet the long-range needs of organization. The SFP should be reviewed annually and updated periodically as conditions require. Fourth, take action as planned to apply the strategic facility planning successfully, and take actions as planned and implement the SFP. Feedback from actions taken can be incorporated into the next plan and project to provide continuous improvement to future SFPs. The facility planning steps are essential as they enable a facility to run effectively.
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