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
© Facility Engineering Associates 2013
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
© Facility Engineering Associates 2013
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• Information is outdated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)
Data Standards& Configuration
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
Data Standards& Configuration
Chiller
Motor
Pump Control Panel
RefrigerantMonitor
Parent/ChildRelationships
Data Standards& Configuration
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
• Mayra Portalatin, SFP, LEED AP [email protected] Thanks!
© Facility Engineering Associates 2013
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