Tips for Successful Use of FM Technology: From Strategy to ... · 7/16/2013 · Tips for Successful Use of FM Technology: From Strategy to Implementation Angela Lewis, PhD, PE, LEED

Tips for Successful Use of FMTechnology: From Strategy to

ImplementationAngela Lewis, PhD, PE, LEED AP

Mayra Portalatin, SFP, LEED AP O+M

July 16, 2013

© Facility Engineering Associates 2013

Meet Our Presenters:

Mayra Portalatin, SFP, LEED AP O + MProject Manager

Facility Engineering Associates

Angela Lewis, PhD, PE, LEED APProject ManagerFacility Engineering Associates

• Understand the value of creating a FMtechnology strategic plan

• Gain awareness of what should be includedin an FM technology strategic plan

• Understand the value of data, standards andmetrics to when implementing a strategicplan

Learning Objectives


Agenda

• Creating a plan to succeed

• Importance of data standards andconfiguration

• Integration and information exchanges

• Identifying process improvements

• Determining metrics to support reportingand dashboards

• Three tips to take away


Technology is our friend….or is it?

• Two of the top ten issues in FM are relatedto technology:

Critical Issues andFuture Trends in FM

– Increasing complexityof buildingtechnology

– Increasing quantityand complexity ofdata available

IFMA Facility Management Forecast (2011)

Studies Failure1. The Gartner Group Study - 64%

2. Standish Group Study - 66%

3. The Robbins-Gioia Survey - 51%

4. Conference Board Survey - 40%

5. The KPMG Study - 61%

6. The Chaos Report - 84%

7. The OASIG Survey - 70%

To err is human; but to really foul thingsup takes a computer.

IT ProjectFailure Statistics

Top Five Reasons (Internal)

1. Lack of Strategy (Outcomes)

2. Inadequate Resources/Investment

3. Inconsistent Data Standards

4. Lack of FM Process Understanding/Training

5. Unsuccessful in Selling the WIIFM

Bonus – Client/Vendor Speaking Different Languages

Why IT Projects Fail

Top Five Reasons (Vendor)

1. Vendors Often Lack FM Expertise

2. Difficulty Understanding Expectations

3. Delta in Sales vs. Implementation

4. Train on Software not FM Processes

5. They Are Not – “Not-For-Profit”

Why IT Projects Fail

Common Data Problems

• Data is not standardized

• Information is outdated

• Information is missing

• Too many “cooks in the kitchen”

• Data management system selected prior todevelopment of processes and reportingneeds

• Level of granularity

Creating a Plan to Succeed

What to do…

• Establish goals and objectives

• Develop strategic optimization plan

• Provide process and data maintenancetraining that answers “Why?”

• Use metrics to define and measure success

How to Achieve Success

What to Include in anFM Strategic Plan

Purpose• Goals and objectives• SWOT (Strengths weakness, opportunity and

threat) analysisExisting FM Technology• Technologies used: What and how• Processes and data usedFuture Plans for New FM Technology• Implementation plan• Optimization plan

Implementation Plan

• Transitioning from existing systems

– Data cleaning and migration

– Quality assurance processes

– Plans for staff training

• Installation and configuration

• System acceptance

• Future upgrades

• Data standards and configuration codes

• Integration and information exchangerequirements

• Process improvements

• How technology will support improvements

• Metrics, reporting and dashboardrequirements

Optimization Plan

Importance of Data Standardsand Configuration

“The greatest thing about standards isthat there are so many to choose from”– Andrew Tanenbaum

Data Standards& Configuration

Select a Standard

• Naming Conventions– Omniclass (Tables 21 & 23)

– CSI MasterFormat

– CSI Uniformat

– ASTM Uniformat II

• Information Exchange Standard– Construction Operations Building Information

Exchange (COBie)


Nomenclature StandardUniformat(merged) MasterFormat OmniClass 21 OmniClass 23

LevelMinimum PMLevel

8 Attributes/Energy/Gas Energy/Gas

7 Attributes/Type/Steel Type/Steel

6 Attributes/Temp/Medium Temp/Medium

5 Type/Hot Water Hot Water

4 Components /Boiler Boiler Components/Boiler Pressure,

3 System/ Heating Heating Energy/Gas System/Heating Boiler Controls

2 D30 HVAC HVAC Type/Steel HVAC Commercial Boilers

1 Services Services Boiler ServicesHVAC SpecificProduct

Determine Level of Granularity of the 4 Major Industry Standard Nomenclatures


Chiller

Motor

Pump Control Panel

RefrigerantMonitor

Parent/ChildRelationships


Grouping Samples

• Sprinkler Heads

• Hose Connections

• Valves

• Stand Pipes

• Pull Stations

• Heat Detectors

• Flow Switches

• Tamper Switches

Aggregation Sample

• Fire Pump– Motor

– Relief Valve

– Pressure Gauge

– Pump Jockey

– Controls

Fire AlarmInterfaceComponents

Integration and InformationExchange

Integration

CMMS

ERP

Database

BIMGIS

BAS

SpatialDatabase

KeyERP: Enterprise resource

planningBAS: Building automation

systemCMMS: Computerized

maintenancemanagement system

BIM: Building informationmodeling

GIS: Geographicalinformation system

What is COBie?

• COBie: Construction operations building information exchange

– Standard method to exchange information between systems to drivedown cost

(paraphrased statement from Bill Brodt)

Design andConstruction

Data

FacilityManagement

COBie

http://thelinkbetween.wordpress.com/2011/02/16/bridge-building/

What COBie is NOT

• “Just” a spreadsheet

– IFC, ifcXML, spreadsheetML

• “Just” a model

• A process

• A specification for naming data

• A product

• A BIM requirement

COBie is MOREthan “just” aspreadsheet

PRODUCT

What is Included in COBie

Closeoutsubmittals, O&Mmanuals, productdata

Asset data

Preventivemaintenanceprocedures

Spare partinformation

Number andnames of floors

Room numbersand names

Occupancyclassification

Contactinformation

Value of COBie

• New construction: Prevents loss of data betweendesign and construction to facility managementhandover

• Existing facilities: Minimizes data entry

• Existing facilities:Use of industrystandards reducescost of softwareimplementation

Image courtesy Birgitta Foster– buildingSMART alliance

Identifying ProcessImprovements

ProcessImprovements

• Determine currentprocesses– Work order management

– Maintenancemanagement

• Who owns what in theprocess?

• Can any processimprovements be made?

ProcessImprovements

• Determine currentprocesses

– Any breaks in process?

– Anything missing?

– Any duplication ofeffort?

ProcessImprovements

Quality AssuranceProgram

100% 100%

80% 80%75%

50%

100%

0%

20%

40%

60%

80%

100%

120%

Perceived% Accuracy of Data

• How accurate isyour data?

• Do you have a QAprogram?

• Why not?

Quality AssuranceProgram

Program ShouldAddress:

• Nomenclature

• MinimumInformation

• Standards

• Frequency of QA

• Responsibilities

90% 85%

31% 30%

15%11%

34%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Reality During QA% Accuracy of Data

Determining Metrics to SupportReporting and Dashboards

Metrics: Selecting KeyPerformance Indicators (KPIs)

Managers,Supervisors

C-Suite, Executives, BusinessOfficers

Directors, AVPs

1

2

3

Metric Benchmark KPI

Equipment Availability 95%

%

=ܧ�ݏݎݑܪ � �ݐ ݑݍܧ� ݒܣ�ݏ�ݐ �ݐ� ܥ�ݐ�ݑ ݕݐ

ݐ ݐ�ݎݑܦ�ݏݎݑܪ� � �ݐݎ � ݎ

Maintenance Overtime Percentage 5% or Less % =ݐ ܯ� ݐ � ݒ ݐݎ �ݎݑܦ�ݏݎݑܪ� ݎ

ݐ � ݑ ܯ�ݎ ݐ �ݎݑܦ�ݏݎݑܪ� ݎ

Emergency Percentage 10% or Less % =ݐ �ݏݎݑܪ� ݎ � ܧ� ݎ ܬ�ݕ ݏ

ݐ �ݏݎݑܪ� ݎ

Percentage Candidate of EquipmentCovered by PT&I

100% % =ݑ �ݎ ݑݍܧ� ݐܫ�ݐ �ݏ � Ƭ�ܫ ݎ ݎ

ݐ ݑݍܧ� ܥ�ݐ ݐ �ݎ�ݏ Ƭ�ܫ ݎ ݎ

Percent of Emergency Work of PT&I andPM Work

20% or less % =ݐ ܧ� ݎ ݏݎݑܪ�ݕ

ݐ � Ƭ�ܫ ݎ ݒ ݐ ݒݐ ܯ� ݐ ݏݎݑܪ�

Percent of Faults Found in ThermographicSurvey

3% or Less % =ݑ �ݎ ݑܨ� ݑܨ�ݏݐ

ݑ �ݎ ܦ� ݒ ݒݎݑ�ݏ ݕ

Percent of Faults Found in Steam TrapSurvey

10% or Less % =ݑ �ݎ ܦ� ݒݐ ݐ� � ݎ ݑܨ�ݏ

ݑ �ݎ ݐ� � ݎ ݒݎݑ�ݏ ݕ

Ratio of PM/PT&I Work to ReactiveMaintenance Work

A = 70%PM / PT&I

Ψܣ ൌܯ �ݏݎݑ � ܯ Ȁ Ƭ�ܫ ݎ

ܯ �ݏݎݑ � ݒݐ ܯ Ȁ Ƭ�ܫ ݎB = 30%

Reactive MaintenanceΨܤ ൌ

ܯ �ݏݎݑ � ݒݐ � ݎ

ܯ �ݏݎݑ � ݒݐ ܯ Ȁ Ƭ�ܫ ݎA% + B % = 100%

Sample KeyPerformance Indicators

Metrics: APPALevels of Service

Description Showpiece FacilityComprehensive

Stewardship Managed Care Reactive Management

Customer Service &Response Time

Able to respond to virtually anyservice, immediate response.

Response to most service needs,typically in a week.

Services available only byreducing maintenance, response

times of one month or less.

Services available only byreducing maintenance, response

times of one year or less.

Customer Satisfaction

Proud of facilities, have a highlevel of trust for the facilities

organization.

Satisfied with facilities relatedservices, usually complimentary

of facilities staff.

Basic level of facilities care. Ableto perform mission duties. Lack of

pride in physical environment.

Generally critical of cost,responsiveness, and quality of

facilities services.

PM vs. CM 100% 75-100% 50-75% 25-50%

Maintenance Mix

All PM is scheduled & performedon time. Emergencies (e.g. power

outages) are infrequent andhandled efficiently.

A well-developed PM program:PM done less than defined

schedule. Occasional emerg.caused by pump failures, etc.

Reactive maintenance high dueto systems failing. High number

of emergencies causes reports toupper mgmt.

Worn-out systems require staff tobe scheduled to react to failure.

PM work consists of simple tasksdone inconsistently.

Aesthetics, Interior Like-new finishes. Clean/crisp finishes. Average finishes. Dingy finishes.

Aesthetics, ExteriorWindows, doors, trim, exterior

walls are like new.Watertight, good appearance of

exterior cleaners.Minor leaks and blemishes,

average exterior appearance.Somewhat drafty and leaky,

rough-looking exterior.

Aesthetics, LightingBright and clean, attractive

lighting.Bright and clean, attractive

lighting.Small percentage of lights out,

generally well lit and clean.Numerous lights out, missing

diffusers, secondary areas dark.

Service Efficiency

Maintenance activities appearhighly organized and focused.Service and maintenance callsare responded to immediately.

Maintenance activities appearorganized with direction. Service

and maintenance calls areresponded to in a timely manner.

Maintenance activities appear tobe somewhat organized, butremain people-dependant.

Service / maintenance calls aresporadic, w/out apparent cause.

Maintenance activities aresomewhat chaotic and people-

dependant. Service/maintenancecall are typically not responded to

in a timely manner.

Building Systems'Reliability

Breakdown maintenance is rareand limited to vandalism and

abuse repairs.

Breakdown maintenance islimited to system components

short of MTBF.

Building and systemscomponents periodically or often

fail.

Systems unreliable. Constantneed for repair. Backlog repair

exceeds resources.

Operating Budget as% of CRV >4.0 3.5-4.0 3.0-3.5 2.5-3.0

Campus Average FCI <0.05 0.05-0.15 0.15-0.29 0.30-0.49

Summary

Key Tips to Take Away

Key benefits to optimizing FM technology include:

• Increased workforce efficiency and effectiveness

– Improved communication

– Improved maintenance quality and labor tracking

• Better tracking of asset and equipment histories

– Organized FM data for better facilities decisions

– Equipment life extension and improved performance

– Lowering facility total cost of ownership (TCO)

Technology Returnon Investment: Why Invest?

Tips to Take Away

1) Have a planFailing to plan is planning to fail

2) Remember it is not just about selecting apiece of software

Processes, standards and metrics are important

3) Facility decisions and processes define

softwareSoftware should improve, not impede, organizational

effectiveness

ContactInformation

Stay tuned for moreFEA-U SessionInformation…Today’s Presenters:

• Angela Lewis, PhD, PE, LEED AP

[email protected]

• Mayra Portalatin, SFP, LEED AP [email protected] Thanks!


Documents

Tips for Successful Use of FM Technology: From Strategy to ... · 7/16/2013 · Tips for Successful Use of FM Technology: From Strategy to Implementation Angela Lewis, PhD, PE, LEED