Building Services Maintenance Management

Technical Memoranda

Building services maintenance management
TM17 : 1994

Technical Memoranda TM17:1994

Building services maintenance management

The Chartered Institution of Building Services Engineers Delta House, 222 Balham High Road, London SW12 9BS

The rights of publication or of translation are reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means without the prior permission of the Institution. First published 1990 Revised edition © September 1994 The Chartered Institution of Building Services Engineers, London Charity number 278104 ISBN 0 900953 68 3 This document is based on the best knowledge available at the time of publication. However no responsibility of any kind for any injury, death, loss, damage or delay however caused resulting from the use of these recommendations can be accepted by the Chartered Institution of Building Services Engineers, the authors or others involved in its publication. In adopting these recommendations for use each adopter by doing so agrees to accept full responsibility for any personal injury, death, loss, damage or delay arising out of or in connection with their use by or on behalf of such adopter irrespective of the cause or reason therefore and agrees to defend, indemnify and hold harmless the Chartered Institution of Building Services Engineers, the authors and others involved in their publication from any and all liability arising out of or in connection with such use as aforesaid and irrespective of any negligence on the part of those indemnified. Typeset by Jackie Wilson Printed in Great Britain by Multiplex Techniques Ltd, St Mary Cray, Kent

Foreword
These Technical Memoranda are the result of work carried out over a considerable period of time by the CIBSE Maintenance Task Group, the aim of which is to provide guidance on the management of building services maintenance, a subject on which little information has been available previously. The intention of this document is to provide guidance which reflects good current practice. However, the Task Group recognises that this is an evolving area and the suggestions contained are offered as a starting point from which further developments will occur. It is expected that the guidance contained will be reviewed in the light of comments received following publication. The Institution gratefully acknowledges the contributions made by many members and others in the preparation of this document. J H Armstrong (Task Group Chairman)

Maintenance

Task

Group

J H Armstrong (Chairman) G Bodley I Brown (Technical Secretary) R P Dawson J H Ellis R George R P Jeeves S Kendall (Secretary) R Nanayakkara D R O’Bryan R J Oughton H P Rockhill J Rose M S Samuel P S G Scurry M Smith T K Whyte

Publications
K J Butcher

Secretary

Editor
Jackie Wilson

Note from the publisher
This publication is primarily intended to provide design, installation, commissioning, operation and is not intended to be exhaustive or definitive and guidance given to exercise their own professional abide by or depart from it. guidance to those reponsible for the maintenance of building services. It it will be necessary for users of the judgement when deciding whether to

Contents
1 2 3 4 Introduction Facilities engineering and management Definitions Owner’s requirements: a brief 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 5 The owner’s role Can the building match the requirements? Business plan Responsibility for maintenance Who operates plant Maintenance brief Designing for maintenance Installation for maintenance 1 1 1 3 3 4 4 4 4 4 5 6 6 6 7 9 and implementation 10 10 10 10 12 12 14 14 15 15 16 16 17 17 17 systems 18 18 18 18 19 19

Client‘s requirements: a policy 5.1 5.2 5.3 The client’s role Maintenance policy Levels of service procedures

6

Management: 6.1 6.2 6.3 6.4 6.5 6.6 6.7 6.8 6.9 6.10 6.11 6.12 6.13 6.14

Allocating responsibility Maintenance contractors Briefing and specifying Checklist Tendering Cost guides Monitoring Quality assurance Training Health and safety Maintenance records Asset register Warranties and guarantees Planned maintenance maintenance

7

Computer-based 7.1 7.2 7.3 7.4 7.5 Outline Justification

Selection criteria Implementation Ownership

8

Management: control and feedback 8.1 8.2 8.3 8.4 Monitoring effectiveness Feedback Modifying and enforcing Occupant/client role

20 20 21 21 21 22 22

References Bibliography Appendix A A1.1 A2.1 A3.1 A3.1.6 A3.1.7 A3.1.8 A3.1.9 Appendix B Appendix C Appendix Index D Reference documents Statutory examination requirements Recent legislation Relevant non-statutory publications Water systems British Standards Chartered Institution of Building Services Engineers Other organisations Checklist for building documentation Maintenance contract checklist Requirements for computer-based maintenance system

23 23 23 24 26 26 27 27 27 28 32 34

Preface The following is taken from the foreword to BS 8210:1986: Guide to building maintenance management, and is reproduced by permission of the British Standards Institution. ‘A building is an asset which needs to be maintained to ensure that its value is not eroded. This is all too often ignored with unfortunate economic consequences including a subsequent greater expenditure on the maintenance of the building and its engineering services. This may be because there is sometimes a failure by building owners to appreciate that buildings are an asset, and by occupiers to realise that buildings are a resource, and that these assets and resources need to be protected just as any other form of asset or resource does. In such cases there is consequently a lack of recognition regarding the full effects of a failure to maintain buildings and their services adequately, and of the resulting effects on the value and function of assets. This is somewhat surprising as large amounts of money are often spent in protecting the value of other forms of asset and production resources are usually well maintained. ‘Lack of maintenance may in part arise from a feeling that buildings are long lived assets which deteriorate only gradually. In fact this is true only of the more robust forms of structure and even these can deteriorate rapidly with the ingress of moisture. Fittings, external decorations and engineering services usually have very much shorter lives than building structures. Therefore a failure to maintain buildings may affect their functioning in addition to reducing their value. ‘There is a further important reason why buildings and their engineering services should be maintained. It is to ensure the health and safety of persons in and around buildings coupled with the need to discharge the responsibilities that are conferred by building ownership. There are basic statutory requirements that buildings should be kept safe for their occupants and for those who pass or visit buildings. There are other statutory requirements regarding health and safety particularly in respect of cleaning, fire and the safety of pressure vessels, boilers, lifts and hoists. In addition there may be further legal requirements regarding maintenance such as conditions in leases etc. ‘The maintenance characteristics of buildings are a result of the original design process. In addition inefficient designs, bad specifications and poor workmanship can result in faults which are subsequently often difficult and usually expensive to diagnose and remedy. ‘Those responsible for managing the maintenance of buildings and their engineering services need to have both management ability and technical expertise. There is evidence which suggests that in the past large amounts of money have been wasted by inappropriate maintenance and repairs. Where this expertise is not available in the owner’s or user’s organisation it is important that appropriate consultants are employed.’

Acknowledgements: Extracts from BS 8210:1986 are reproduced with the permission of BSI. Complete copies can be obtained by post from BSI Sales, Linford Wood, Milton Keynes MK14 6LE.

Building services maintenance management
themselves as facilities management contractors or consultants. Many offer a range of services and may subcontract much of the work out. In addition, they may provide services that have little to do with producing a working environment (e.g. travel services). Total facilities management should include the operation and maintenance of the building engineering services as a core activity. A building could not function without them. For example, electricity supply is essential for lighting, catering, use of information technology and transport (e.g. lifts). The mechanical services provide heating, air conditioning and life safety systems (e.g. fire protection). While many aspects of facilities management may be purely management related, management of the engineering services does require the inclusion of the professional expertise of a building services engineer with management skills. Without adequate maintenance the building will not be a productive and safe place to work. In addition, the timescale of problems with the mechanical and electrical systems escalating into catastrophic failures can be very short (seconds and minutes) compared with problems with the building fabric or decoration. Engineering services are a dynamic aspect of building operation demanding attention. Of all the activities included within facilities management, the most significant in terms of costs are likely to be those of energy and the operation and maintenance of the engineering services (see section 6.6). It is essential, therefore, that the facilities manager has access to the advice of a Professional engineer to provide the support that ensures maximum value is obtained from engineering assets and that environmental problems are minimised.

1

Introduction

This document is aimed at all those involved in the management, design, installation and maintenance of the engineering services within buildings. It covers a wide variety of aspects, which have been organised into a formal structure to help the various parties identify those items of most relevance to themselves. The benefits of having clear maintenance objectives and a stated maintenance policy are discussed, together with the need for collaboration between the owner, client, design engineers, installers, maintenance engineers and facilities manager. How their efforts should be combined is emphasised in order to ensure that plant and equipment operate both at safe and optimum levels of performance and within design criteria within minimum costs in the useful life cycle. For new properties, it has been the aim to show how owners and clients can influence the design concepts and maintenance policy and to encourage consideration of maintenance at an early stage. Designers will then be in a better position to offer a range of options that match the intended use, allow efficient day-to-day maintenance, consider cost in use and allow a plant replacement programme to be developed for the intended installation. For existing properties, this document aims to demonstrate that the client must first define a maintenance policy. This policy will be influenced by the plant and services that are already in place and which it may not be possible to alter. The maintenance manager needs to develop a maintenance plan within the framework of the policy. The importance of the roles of the architect, structural engineer, contractor, quantity surveyor and facilities manager should not be overlooked, even though they may not be specifically identified. The assimilation of the contents of this document by those who play a role in maintenance should enable each member of the project team to gain a greater appreciation of each other’s problems and objectives in their individual solutions, and thereby achieve the optimum solution.

3

Definitions

For the purposes of this document the following definitions apply: Breakdown maintenance Operation of restoring an item to fulfil its original function after a failure in its performance.

2

Facilities engineering management

and

Chartered engineer (CEng) A member of a chartered engineering institution who is concerned with the progress oftechnology through innovation, creativity and change; who is competent by virtue of appropriateeducation,trainingandrelevantexperience; can analyse and develop solutions to engineering problems; makes contributions to the development of engineering 1

The term ‘facilities management’ has become popular as a way of referring to all the activities that take place in producing a suitable working environment for an organisation. There is no definitive list of exactly which services this includes. There are organisations describing

science; and assumes personal responsibilities as the occasion demands for specific engineering matters. Client The person responsible for the running and maintenance of a building, who may or may not be the legal owner; the legal owner’s agent or representative; or the building occupier. The client will be the person to whom a professional adviser will report, and who will be able to order maintenance works to be carried out. Commissioning specialist The person responsible for setting the installation to work, and regulating and balancing it to achieve the specified performance. Condition based maintenance The preventive maintenance initiated as a result of knowledge of the condition of an item from routine or continuous monitoring. Condition monitoring The continuous or periodic measurement and interpretation of data to indicate the condition of an item to determine the need for maintenance. Note: condition monitoring is normally carried out with the item in operation, in an operable state or removed but not subject to major strip down. Designer A suitably qualified person or body appointed to design the engineering services and to specify the plant and equipment which will satisfy the client’s requirements. Emergency maintenance The maintenance that it is necessary to put in hand immediately to avoid serious consequences. Energy manager A person charged with the task of controlling the emnomical use of energy. The energy manager should be consulted whenever maintenance policies or programmes are discussed, particularly with regard to monitoring energy consumption. Engineering services The plant and equipment that provide comfort conditions and other facilities within the built environment such as communications, fire protection and security. Facilities management The practice of coordinating the physical workplace with the people and work of an organisation. It integrates the 2

principles ofbusiness administration, architecture and the behavioural and engineering sciences. Installer The person or organisation responsible for installing, commissioning and handing over the completed engineering services to the client. Maintenance The combination of all the technical and associated administrative actions intended to retain an item in, or restore it to, a state in which it can perform its required function. Maintenance contractor The organisation whose primary function is maintenance of building services plant and equipment. The organisation may also be responsible for operating plant and equipment. Maintenance management The organisation of maintenance within an agreed policy. Maintenance manager The individual who is responsible to the client for the implementation and financial management of the maintenance policy of building services. The manager should have sufficient technical or professional capability to interpret fully the implications of the maintenance policy. Maintenance policy A strategy within which decisions on maintenance are taken. Maintenance specialist An individual or organisation whose specialism is the maintenance of building services and can offer advice on its planning and execution. Occupants Management and employees of the owner or tenants and all persons legally entitled to be on the premises. In general, this will be all those who benefit from the engineering services. Operating instructions The document that describes in detail the methods of starting up, running, shutting down, controlling and monitoring the system under all foreseeable conditions.

OWNER’S REQUIREMENTS: A BRIEF

Owner The person or body having a legal interest in the building. This includes freeholders, leaseholders or those holding a sublease which both bestows a legal right to occupation and gives rise to liabilities in respect of safety or building condition.

4

Owner’s a brief

requirements:

4.1

The Owner's role

Planned maintenance The maintenance organised and carried out with forethought, control and the use of records to a predetermined plan.

This is to maximise the return on capital investment, which encompasses protecting both the value of the engineering services within the building and the value of the property as a resource. In addition, the owner needs to ensure there are no breaches of legal and statutory obligations regarding health and safety. To fulfil these objectives, the owner should consider:

Preventive maintenance The maintenance carried out at predetermined intervals or corresponding to prescribed criteria and intended to reduce the probability of failure or the performance degradation of an item.

(a)

Future requirements for the building, taking into account the building’s physical performance and its functional suitability. This may lead to decisions regarding: (i) The present use of the building anticipating any likely upgradings and their effect on the life cycles of existing components or engineering services. (ii) A change of use for the building and the effect of any conversion work on the life cycles of existing plant or engineering services.

Professional adviser A suitably qualified person or body appointed by the client to provide independent advice on requirements for the design, operation and maintenance of the engineering services.

(b) (c)

Statutory and other legal conditions affecting maintenance requirements. Any cycles of maintenance work as determined by (a) and (b). The standard of maintenance taking into account the life cycles based on (c), together with the requirements of the owner in respect of the use of the building and any special standards to which this may give rise.

Quality assurance All the activities and functions necessary to provide a purchaser with confidence that a product or service will meet the requirements of an appropriate specification. (d)

Safety officer A person charged with responsibility for ensuring all obligations under the Health and Safety at Work etc. Act 1974 and other statutory requirements are complied with. The person should be included in any negotiations with regard to existing plant maintenance in buildings or whenever modifications or additions are being proposed. Scheduled maintenance

Maintenance should be planned and organised to achieve the overall objectives of the owner. These objectives will remain fixed for a particular building while it is used for a particular purpose, and should be included in contractual agreements relating to the building, such as the terms of lease. Maintenance objectives serve as a guide to the clients and their maintenance manager, maintenance contractors and other persons responsible for the day-to-day operation and maintenance of the building. They should be drawn up to take account of the plant and services within the building together with the level, scale and nature of maintenance appropriate to the building and its use. The objectives should involve maintenance of life support systems, running plant efficiently, minimising the time it is out of commission and prolonging the life expectancy to maximise the return on capital investment. These objectives can be expressed as a maintenance brief (see section 4.6). It may be necessary to obtain the services of a specialist to help in developing the objectives if there is no in-house 3

The preventive maintenance carried out to a predetermined interval of time, number of operations, mileage etc. System A collection of equipment or appliances connected or associated to form a complex unity, placed in position and set up for use within a built environment. Unplanned maintenance

The maintenance carried out to no predetermined plan.

BUILDING SERVICES MAINTENANCE MANAGEMENT

expertise available. For new or refurbishment projects, the objectives can have important effects on design and capital cost. The essentials of the objectives need to be incorporated into the design brief so that the building owner can implement them by using a suitable maintenance policy.

Examples of information to be incorporated in a business plan are: budgeted expenditure dates when funding is available dates when actual and budget costs will be compared implications of over/underspending date of planned building occupancy anticipated income from building levels of service required operating cost of building planned building life major capital expenditure on bishment during building life. replacement/fur-

4.2

Can the building match the requirements?
-

-

When existing buildings are involved, or there is a change of use, two aspects have to be matched. The first is the occupant's requirements from the services within the building (e.g. environmental conditions, communication facilities and availability of electrical power). The second is the capacity of the services within the building (or capable of being provided within the building) to satisfy adequately the requirements of the occupant. If there is a wide discrepancy between these two, then no amount of maintenance will allow them to be matched. If there is broad compatibility, the building should be capable of meeting user requirements. The essential role of maintenance will then be to ensure that this level of compatibility can and will be continuously achieved.

4.4

Responsibility for maintenance

4.3

Business plan

The design process affects subsequent maintenance by, for example, defining the accessibility of plant, its capacity for being maintained and its need for maintenance. Due consideration should be given from the earliest stages of a project to the implications of maintenance requirements on the design. To ensure this happens it may be appropriate to appoint, during the initial design stage, a maintenance specialist or a maintenance manager who will be involved with the subsequent detailed design.

In any installation, overall costs need to be controlled. One method of doing this is to prepare a business plan, which includes the resources available for maintenance (i.e. money, labour and time) and any expected return required or other criteria likely to affect maintenance. The business plan should cover the planning, design, construction, and subsequent operation and maintenance to represent the whole life of the installation. This should be defined in terms of the level of service required (see section 5.3) and the method of undertaking maintenance, e.g. using specialist contractors or in-house labour (see section 6.2). The demands of the individual services and the use of the building must be taken into account to identify both the level of maintenance work and the means of providing the maintenance function. It is particularly important to consider whole-life costs (installation, operation, maintenance and time before replacement or refurbishment)(1), and to allow the design engineer sufficient freedom to use these when assessing design options. For example, tight control of the initial capital for a project may result in first costs or total installed costs being the only ones considered by the design engineer. However, it may be that a marginal increase in the costs of initial installation will significantly reduce the ongoing operating and maintenance costs by providing more efficient plant which is easier and cheaper to maintain and which has a greater life expectancy before replacement. Incorporating energy-saving factors in the design may also considerably influence future operating costs for the building. 4

4.5

Who operates plant

Traditionally, operation and maintenance have been separate entities. With the advent of more automatically controlled plant, the operational requirement is becoming part of the maintenance responsibility. Day-to-day operation of the building needs to be considered in terms of numbers of operational and maintenance staff, and their technical competence, responsibilities, supervision and availability. If such aspects are critical, reference to them should be made in the brief to the designer as levels of staff will affect the design options.

4.6

Maintenance brief

It is important to consider maintenance prior to design and to guide the design engineer by providing a maintenance brief as part of the design brief. To enable the maintenance brief to be formulated, the owner needs to take the following into account: (a) (b) The Health and Safety at Work etc. Act 1974 (see sections 5.2.9 and 6.10 and Appendix A). Cost limitations Are initial costs limited as in a speculative building development; are subsequent operating and

OWNER’S REQUIREMENTS: A BRIEF

maintenance costs important, requiring a higher quality of installation to keep them low; are financial resources limited by time? (c) Planned life of services Is there a known limit; will the services have to be replaced during the building life; do they need to be maintained to the same standard throughout the planned life? (d) Risk analysis What are the costs of maintaining plant; does the risk of failure justify the cost of maintenance; can other techniques be adopted to reduce the risk; will these reduce the costs of maintenance; can plant failure be related to time so that the risk can be expressed in time before plant is restored to normal; is the effect of failure the same throughout the day/week/year? (e) Availability, quality and quantity ofmaintenance labour Are experienced and skilled maintenance craftsmen always available; if not, who will be available and when; will support facilities (e.g. workshops) be available? (f) Implications of plant failure Is breakdown of a particular service going to produce a critical situation; how long can a breakdown be tolerated; how quickly will a breakdown be identified? (g) Policy for plant breakdowns How will a breakdown be identified; how will such a situation be overcome; what resources will be made available; will repeated breakdowns lead to alterations to existing design or methods of monitoring? Does the client accept that breakdowns will be repaired as and when they occur and the financial implication associated with this approach? (h) Access to spares Are spares to be held on site; what extent of spares are to be held; are stockists readily accessible for items not held on site; what are the implications of failure of non-stocked items; what are the costs of holding spares? (i) Availability of specialist support Are manufacturers and suppliers of equipment readily available for specialist support and advice; will other sources need to be referred to; if so, will they be accessible? (j) Image Is there a standard of maintenance set by the owner, client or occupier; will this reflect the public image; is this important?

4.7
4.7.1

Designing for maintenance
Role of the design engineer

It is the responsibility of the design engineer to satisfy the owner’s brief by providing the most appropriate technical solution to the design problem. The solution adopted should have addressed capital cost, economical cost in use, reliability and an effective maintenance strategy, within whatever constraints are placed on the project as a whole. Every design should be carried out in accordance with the maintenance policies defined by the owner, and be based on sound comprehensive advice or previous experience which is viable for the future. User requirements should be checked to determine that they are as up-to-date as possible, and it should be explained how decisions made by the owner can affect the decisions or options otherwise open for the design, and how the intended operating policy can affect design and subsequent cost in use for the intended asset. The design engineer should ensure that the brief is frozen at final sketch-plan stage. The owner should be told the cost and life expectancy of the plant, materials and equipment specified in the design so that replacement and repair can be implemented when the plant is no longer cost-effective, rather than when it breaks down. This information will also allow a planned programme of replacement to be prepared. Depending on the brief, the duties of the design engineer may extend until the installation is commissioned and handed over in its entirety, with all test certificates, completion certificates, record drawings and final accounts approved. In some contracts, responsibilities continue until the defects liability period has expired.

4.7.2

Communications

The design engineer should collaborate and liaise closely with the architect, structural engineer, designers of other and specialist services, and the quantity surveyor to ensure that any conflicting requirements are resolved and that the positions of services and equipment do not clash. A continual policy of feedback from building operators and maintainers should also be encouraged to prevent errors, bad judgement or premature failures in current or future designs.

4.7.3

Design concepts

The design engineer should consciously design to minimise operating costs and give the owner a ‘cost in use’ report to support the proposals. The design should incorporate monitoring facilities to record actual operating information and plant performance data (see section 4.7.4). Control equipment must be reliable, correctly specified and properly installed to achieve all potential energy savings. 5

BUILDING SERVICES MAINTENANCE MANAGEMENT

All possible design alternatives need to be considered to identify the optimum solution. The design engineer should continually review design standards, codes of practice and safety regulations, together with new materials, plant and equipment, their cost-effectiveness and their performance so as to have adequate information available to assess fully the alternatives. Whole-life costs should be included in the design process, not just the first costs of purchase and installation. Other aspects such as adequate access for maintenance and replacement also need to be taken into account. The final design must be capable of being subsequently maintained.

put to work with the best possible chance of success. Both time and financial provision should be allowed for this stage, and included in the contract documents. Testing and commissioning must be comprehensive and thorough and, where necessary, employ the skills of specialist commissioning engineers. The results can be used to establish the criteria to which the plant and equipment should subsequently be maintained. Commissioning data are also valuable for operation and maintenance, allowing individual items to be put back into operation without having to rebalance an entire system. The production of isometric, exploded or schematic drawings should also be considered as they can assist during the installation and commissioning process in, for example, balancing particular sections of the installation.

4.7.4

Costs in use

After commissioning, costs in use and efficiency should be monitored continuously for a specified period, allowing future targets to be set for operating the plant economically. Results of this study should be presented at a meeting of, for example, the owner, client, occupier, installer and maintainer.

4.8

Installation for maintenance

4.7.5

Records

During the contract, the design engineer should ensure that adequate records are made to enable a comprehensive set of records to be handed over on completion of the works. Records should include 'as fitted' or 'record' drawings showing in detail the mechanical and electrical services installations together with any specialist services. This normally requires a set of drawings to be kept on site and marked up with relevant information at regular intervals. If the work involves extension or modification of an existing installation, the record drawings and any associated diagrams should be altered accordingly. The design engineer should also ensure that detailed operating and maintenance instructions are specified, prepared and handed over to the customer (whose responsibility it is to see that these are passed to the maintenance engineer). These instructions should include a complete schedule of plant, materials and equipment, giving details of manufacturers' part and serial numbers, and operating limitations. The use of specialist authors to prepare comprehensive operation and maintenance documentation can be advantageous. BSRIA Application Guide 1/87 gives guidance on this subject(2). If planned maintenance is to be adopted, a schedule of maintenance frequencies and life expectancies should be produced. This can be useful for maintenance record purposes (see section 6.11).

Regular inspection should be made during installation to monitor that adequate allowance for maintenance is being made. Access must be provided to all items both in terms of working space around them (e.g. in ducts and plant rooms) and working platforms for ladder access to equipment at high or low levels. Materials need to be inspected to ascertain that they comply with the original specification and meet the operational requirement. Likewise, plant items must be in agreement with the specification, installed correctly, supplied with satisfactory operating and maintenance information, and supported where necessary with a stock of consumable spares.

5
5.1

Client's requirements: a policy
The client's role

The most important aspect of the role of the client in maintenance is to define requirements clearly and to express these as the maintenance policy. There may be conflicting interests involved when, for example, the occupier is not the client who is responsible for running and maintaining the building and its services. The occupier may have expectations at variance with the objectives of the client or even the owner of the property. If quality assurance is to be practised, it is essential to define the maintenance requirements: without a rigid specification, the client's needs cannot be clearly understood and there is no measure against which quality can be judged. The detailed maintenance procedures that are required will, in part, be governed by legislation, health and safety regulations, codes of practice and advisory literature (see Appendix A). Also relevant are mandatory requirements relating to a particular building, such as tenancy agreements or other conditions relating to occupancy that may cover the frequency of maintenance work or inspection, or the responsibilities of the occupant in the event of plant failure.

4.7.6

Testing

and

commissioning

It is the responsibility of the design engineer to ensure that the materials, plant and equipment are tested and commissioned at the end of the installation period to provide the method of control and operation necessary to meet the design requirements, and to allow the asset to be properly

6

CLIENT'S REQUIREMENTS: A POLICY

The client's role also extends to ensuring adequate financial resources and facilities are available for maintenance. This may be in terms of directly employed manpower, materials and tools or, alternatively, contractors. In budgeting for annual costs, unforeseen extras and breakdowns must be allowed for (e.g. plant replacement and specialist subcontractors such as lift engineers). When contractors are used a framework of mutual trust needs to be established, under which not only does the contractor demonstrate competence to undertake the specified work, but receives assurance that there will be prompt reimbursement once the obligations are fulfilled. Whether direct labour or contractors are used, the client must be prepared to monitor the work to ensure that it is satisfactory and that value for money is being obtained (see sections 6.7 and 8.1).

hours of occupancy are frequently defined in the tenant's lease, especially for new developments or when there is a change of tenancy in an existing building. 5.2.3 Implication of plant failure

In order to decide the appropriate level of maintenance (e.g. scheduled, corrective or condition based) for the different items of plant, the client must address the following questions. Is the breakdown of a particular service going to prove critical during normal working hours or outside normal hours? How long can a breakdown of particular plant be tolerated? What cost can be justified to avoid breakdown of, say, standby plant? The answers will set the objectives for the maintenance policy. If response to failure is critical for certain items of plant, the maintenance organisation will require a planned strategy of calling out skilled staff to achieve an agreed response time and to minimise the interval between breakdown and the diagnosis and repair of the plant. 5.2.4 Maintenance staffing

5.2

Maintenance

policy

Having clarified the owner's objectives with regard to a building, the client should develop the maintenance policy. This may conveniently be expressed as a written statement issued by, or on the authority of, the client and acceptable to the owner of the building or a nominee. Once issued, the maintenance policy will normally remain fixed until such time as the ownership or use of the building is changed or there is a significant alteration to the installed engineering services. The maintenance policy can be considered as the client's plan for operation and maintenance to provide the necessary environment for the occupants within the constraints of the owner's objectives and of legal requirements. At the same time the policy provides the framework within which the maintenance manager can operate.

Decisions regarding the organisation and staffing of maintenance should begin with how it is to be managed. Where a resident or staff technician is not employed, the management function may be performed by a suitable person with authority to call in expertise from contractors or consultants. In cases where occupants are highly dependent on equipment, and a short response time is essential, there may be no alternative to employing resident and, if necessary, shift technicians. If this is decided upon, the addition of a small number of directly employed staff may prove less costly for minor routine tasks than using contractors. Employing staff, however, involves providing in-house administrative support, adequate manning levels for holidays and sickness cover, planning systems, work loading, health and safety policy, staff development, training etc. and, possibly, developing industrial relations with trade unions. These requirements need to be taken into account when selecting the manager. For directly employed staff, consideration should be given to the level of supervision: this will be related to the complexity and size of jobs being undertaken, and the quality and competence of staff employed. In many situations it may be more economical to employ contractors (see section 6.3 for examples of the services available). It is, anyway, advisable to use specialists for tasks such as lifts, chillers, fire equipment and water treatment. If success is to be achieved through the work of others it is important to plan the management and motivation of the people involved. Two prime motivators are the knowledge that one is doing a good job and that one's superior is aware of this. Contrary to normal expectations, money is not of itself a motivator; however, if the financial rewards for a job are inadequate it can be an extremely effective demotivator. A basic principle of management 7

5.2.1

Environmental conditions

Heating, ventilation or air conditioning, lighting, communication and sanitation provide the work environment for the occupiers. The maintenance policy needs to define the standards to be achieved and the level of reliability that is acceptable. The operating parameters would normally be provided in the form of an operating and maintenance manual, and the level of reliability set to meet the business needs of the occupier. 5.2.2 Hours of occupancy

The hours that a building are in use affects the exposure to wear and tear by occupants, visitors and the transit/ handling of goods, and how long the mechanical and electrical services will operate each day. The hours of occupancy, therefore, are a critical factor in determining the organisation of maintenance and the appropriate level of staffing, and need to be agreed as soon as possible. The energy consumed and the cost of maintaining a working environment within a building can be kept to a minimum by optimising the start and finish of plant to accord with the hours required by the occupant. For this reason, the

BUILDING SERVICES MAINTENANCE MANAGEMENT

is that people fulfil that part of their task monitored by their employers. To generate a climate for improvement, it is necessary, together with the individual or contractor, to define objectives and to monitor results against targets. Periodic discussion of performance with the manager, addressing any problems with a view to enabling improvement, should satisfy the two motivators, assuming that the salary structure does not demotivate. 5.2.5 Maintenance resources

use, neglect or inadequate maintenance. Poor maintenance will therefore reduce the value of the installed plant. Under current health and safety legislation, there is a requirement to provide information about a building, supported by a record-keeping system with an audit trail. The information needs to be available to people working in and on the building. The legislation itself and any related guidance codes published by the Health and Safety Commission avoid being too prescriptive on particular requirements. However, the provision of an asset register (see section 6.12) would be likely to be accepted as evidence that a person had taken reasonable and practicable measures to satisfy this requirement. A list of legislative and other guidance documents current at the date of preparing these Technical Memoranda is provided in Appendix A. When considering the level of maintenance routines or the cost of replacement units, both the owner and the client need to be aware of the implications for total costs (i.e. purchase, energy, operation and maintenance). Shortterm savings may result in increased running costs, additional energy usage and shorter life expectancy (as with tungsten filament lamps against modern luminaires). The maintenance policy should be expressed in terms of asset management or the application of professional practices to physical assets in pursuit of economic lifecycle costs - a principle often referred to in recent years as terotechnology.

The maintenance of modern installations of mechanical and electrical services requires skilled craftsmen. To use their abilities properly, resources such as workshop and office facilities with the necessary tools, equipment and transport will have to be provided. These will be required by directly employed staff and, at least in part, by contractors. ‘As installed’ drawings, diagrams, and operating and maintenance manuals will have to be available and stored safely. Another area to be addressed in the maintenance policy is the arrangements to be made for materials, spares and replacement units. Considerable cost, and space, can be tied up in keeping spares on site. The cost of holding and managing spares should be estimated, and alternatives explored. This includes ascertaining whether stockists are readily accessible for items not held on site, and the implications if a non-stock item should fail. One resource not always considered is a computer. Information is required to control maintenance effectively. A database showing the frequency of breakdown of individual items, schedules of routine inspection or overhaul, graphs of consumption, and stock lists of spares and materials will provide invaluable information. Section 7 considers this in more detail.

5.2.8

Energy

management

5.2.6

Budgetary control

The maintenance policy should address the question of managing energy in the same way as a business manages any other costly resource. The amount of energy consumed in providing the environmental conditions specified is affected by five main parameters: (a) (b) (c) (d) (e) outside weather conditions operating efficiency of plant operating time of plant comfort level and hours of occupancy design of existing plant and buildings.

Success in maintenance is measured in both financial and operational terms. It is important, therefore, that the maintenance manager not only considers the financial implications of decisions made, but understands and manages the relevant accounts and budgets. The client should normally require the maintenance manager to translate any engineering proposal into financial terms and to demonstrate value for money. Routine maintenance, repairs, replacements, fire precautions etc. should be covered by an annual budget. The aim should be to provide an interrelated system of planning, forecasting and progress control against budget. Post-analysis and indices should be used to provide the basis for future plans and budgets.

Any system of improvement/cost reduction must aim in the short term to optimise (b) and (c) without lowering the standards of (d); and in the long term to provide information to justify improvement in (e), Energy savings achieved by improving the structural insulation or modernising installed plant and controls are costly in existing buildings, and are best designed into a property during major refurbishments or redevelopments. Considerable improvement without capital investment, however, is available to most organisations by improving the managerial control of consumption. To generate improvement in energy conservation it is necessary to provide targets and monitor results against

5.2.7

Asset

management

The mechanical and electrical services in a building are an asset with a finite value that will depreciate with time and usage. This depreciation will be accelerated by mis8

CLIENT’S REQUIREMENTS: A POLICY

target.

Computerised

building

management

systems

Level of maintenance Breakdown Breakdown Planned Planned Planned Planned User reported Routine survey or alarm indication Specified items only 40% of maintainable plant 80% of maintainable plant 90% of maintainable plant A B C D E F

(frequently referred to as building energy management systems or BEMS) should be considered as part of the maintenance policy where appropriate. These systems operate in two modes: passive which monitor energy consumption and provide information active which provide optimum control in accordance with predetermined parameters.

Considerable information on energy management is available. A useful initial source of reference is the Energy Efficiency Office. 5.2.9 Health and safety

Response time 0.5 hours or less Up to 4 hours Up to 24 hours Up to 48 hours G H J K

The Health and Safety at Work etc. Act 1974 places obligations on employers and employees to secure, so far as is reasonably practical, health and safety of persons at work. All organisations must therefore have a written health and safety policy and it is essential that maintenance management documents incorporate health and safety issues. The responsibility of the employer extends to ensuring that any professionals or contractors which it employs have their own appropriate health and safety procedures and also that they comply with any company health and safety procedures. Among the specific issues that need to be addressed are: risk assessments accident procedures and first aid operating instructions procedures and permit to work

Table 5.1 shows how these might apply to various building categories. Within each building category, however, there are likely to be specific plant and services requiring different levels of service. For example, in a residential building the lift alone may be a high dependency system depending on the number of floors served. In an operational building, however, essential plant may be duplicated with auto-changeover so that there is no need for a 0.5-hour response time. The maintenance manager, having broadly determined the level of maintenance called for by the policy, should make a preliminary estimate of the cost implications. For example, a response time of 0.5 hours implies the continuous presence of a competent person on site. If certain technical features are included in the design, or can be retrofitted, a 4-hour response time may be a more economic policy. Section 6.3 deals with specifying levels of service.

control of hazardous materials safe access for maintenance personnel and protective clothing.

This is not an exhaustive list and these Technical Memoranda are not intended to give definitive information On health and safety. If an employer does not feel it has the in-house skills to address these issues then it should either contact the Health and Safety Executive or use an appropriately qualified professional health and safety practitioner. Information on health and safety documentation is given in Appendix A, and an overview of some of the recent legislation is provided in CIBSE GN2(3). The CIBSE is preparing Technical Memoranda which will provide more detailed information(4).

Table 5.1

Examples of levels of service for various building categories

5.3

Levels of service
Note: A = breakdown (user reported); B = breakdown (routine survey or alarm indication); C = planned (specified items only); D = planned (40% ofmaintainable plant); E = planned (80% ofmaintainable plant); F = planned (90% of maintainable plant); G = 0.5 hours or less; H = up to 4 hours; J = up to 24 hours; K = up to 48 hours.

The maintenance policy must reflect the level of service and response time required for the building in question. The following provide general examples of these, which are often coded for convenience:

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BUILDING SERVICES MAINTENANCE MANAGEMENT

6
6.1

Management: procedures and implementation
Allocating responsibility

Table 6.1 Outline comparison of maintenance service Contract Selection by tender ensures competitive price Direct labour Difficult to assess if service is cost effective Costs not clear-cut, necessary to provide staff administration and personnel support Difficult to vary size of workforce as workload fluctuates Workforce may not have full range of specialist skills Breakdowns or emergencies likely to delay other work Workforce available to respond in an emergency Workforce familiar with plant and equipment Provision of specialist tools and training required In-house supervision required More difficult to measure productivity

Once the maintenance objectives and policies have been drawn up, the responsibilities for achieving them must be allocated. Examples of the responsibilities associated with maintenance are ensuring that: — all plant and services to be maintained are identified, together with their maintenance requirements — adequate manpower exists for maintenance, and that it is properly trained and supervised — the quality of both the work done and the spares used are satisfactory — financial control and reporting procedures are established and functioning properly. 6.2 Maintenance contractors

Inclusive costs for staff administration and personnel support Large workforce potentially available to cover variations in workload Large workforce able to cover all skill requirements Flexible workforce Workforce may not be able to respond immediately in an emergency Workforce may not have background knowledge of the particular plant Specialist tools and training included Monitoring by client may be necessary Productivity and quality can be measured

There appears to be growing reliance on contractors for the maintenance of building services plant possibly due to such factors as the problems of recruiting suitably skilled staff, the increasing complexity of equipment and the attitude of certain major property operators that such work should be the responsibility of specialists. The extent to which contractors are used is also likely to depend on their availability, so factors such as geographical location and building operating times could be relevant. The complex decision of whether to use a contractor has to be taken in the light of local circumstances. Some points of comparison between contract and directly employed labour are given in Table 6.1, Where it is decided to maintain building services plant by using contractors, considerable reliance will probably have to be placed on the contractor to carry out the work using unsupervised staff and to report when additional work is required. This in turn will require the contractor to employ personnel with the skills and personalities to work satisfactorily in this environment. BSRIA Application Guide 4/89c5) provides advice on all the aspects the client should consider when obtaining contract maintenance. It covers concepts, conditions, specifications, tender procedures, and the monitoring and control of the contract once it is let. The role of the contractor is likely to depend on the type of building and extent of engineering services it contains. For the smaller building with only limited services, the role may be confined to periodic visits to the site to determine that plant is operating satisfactorily, extending in many cases to an emergency call-out facility. In larger properties with complex plant, the role may be to provide daytime or even continuous on-site resources. Contractors can be used for planned maintenance routines, to prepare plant for statutory inspections, to carry out specific

overhaul work, to provide additional labour during major work periods and to supplement directly employed staff, for example during holidays.

6.3

Briefing and specifying

The difference between a brief and a specification, for the purposes of this document, is governed by the likely recipient. Generally, a brief is provided for in-house staff and a specification for contractors.
6.3.1 Brief

A brief from the client to the maintenance manager is required regardless of whether maintenance is being carried out in-house or by contractors (see also sections 4.6, 5.2 and 6.3.2). The client's brief to the in-house maintenance manager should describe the requirements in relation to: — scope of work — budgeting — overall and single-item limits — level of reliability — response time required to correct faults — criteria for quality of service — reporting procedure — accountability and responsibility — energy-saving policy — health and safety policy.

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MANAGEMENT: PROCEDURES AND IMPLEMENTATION

6.3.2

Specification

Mobile periodic maintenance (a) (b) (c) (d) specialist labour only specialist labour plus emergency call outs specialist labour plus emergency call outs and consumable spares specialist labour plus emergency call outs, consumable spares and specified replacement parts and/or equipment as (d), plus replacement of capital equipment up to a specified price limit per item per job or per annum† all inclusive contract as (e), plus supply of all fuels†

The specification lays down, in a clear and unambiguous manner, the duties required of the contractor. It does not include clauses that describe legal or statutory duties or financial matters: these are reserved for the contract documents, discussed in section 6.5. For a specification, the requirements of all items in the brief to the maintenance manager (see section 6.3.1), except budgeting, should be described in addition to the following, which generally relate to quality of materials and workmanship: description systems of site and all building services

(e)

(f)

detailed schedule of systems and plant to be included criteria for performance of plant criteria for performance of systems hours of attendance relevant British Standards and codes of practice quality of staff to be used spares support quality of parts and materials details of quality assurance system communications and work requests access to the site noise, nuisance, pollution and interference facilities provided checking, testing requirements specialist and returning to operating

†These would typically be contracts of a minimum of three years duration.

Resident site labour (a) (b) (c) (d) (e) labour only labour plus specialist support labour plus specialist support and consumable spares labour plus specialist support, consumable spares and emergency call out labour plus specialist support, consumable spares, emergency call out and specified replacement parts and/or equipment as (e), plus replacement of capital equipment up to specified price limit per item per job or per annum† all inclusive as (f), plus supply of all fuels†

(f)

(g)

†These would typically be contracts of a minimum of three years duration.

acceptance of work by others maintained equipment record keeping level of service responsibility for provision of temporary plant specialist systems) duties (e.g. building management The specifications cover: heating and pipework services ventilation and air conditioning control, energy and building management systems ancillaries plumbing and sewerage electrics in the buildings. The Heating and Ventilating Contractors Association (HVCA) in conjunction with the CIBSE and the Energy Efficiency Office has produced a series of comprehensive standard specifications covering maintenance tasks for a range of engineering services, plant and equipment.

safety procedures (e.g. for electrical installations, boilers and pressure vessels).

Operation and maintenance of plant are two separate tasks which may often be made the responsibility of one person or group. The specification must make it clear who is responsible for the two tasks, and describe how liaison is to be achieved if they are separately allocated. Where a contractor is to be employed for less than the whole of the maintenance, careful definition of the boundaries is required. Split responsibility must be avoided. The extent of service required must also be clearly stated in the specification to contractors. This could be one of the following or some other arrangement.

Examples are shown in Tables 6.2(a) and (b), but the full specifications are available from HVCA Publications, Old Mansion House, Eamont Bridge, Penrith, Cumbria CA10 2BX (Telephone: 01768 64771). HVCA is also preparing model sets of maintenance agreements for a number of applications. At present these cover an agreement for works carried out by mobile engineers.

11

BUILDING SERVICES MAINTENANCE MANAGEMENT

Table 6.2(a) Item

Sample of the HVCA standard maintenance specification for drive elements — motors Freq Action Check condition Check ventilating louvres are clear Lubricate where external nipples or lubricators are fitted Check condition and replace if necessary Clean and test Check and ensure that they are secure Check motor running current Refer to manufacturer The running current should not exceed the full load value (FLC) shown on the motor data plate Faults and any special maintenance requirements should be referred to the manufacturer as specialised skills are needed to deal with this type of equipment Check annually bearing wear by measuring shaft float and end play and replace lubricant in motor bearings Notes Motor should run without any excessive vibration

1. Mountings 2. Motor casing 3. Bearings 4. Brushes

3m 3m 3m
12m

5. Windings 6. Terminals and connections

12m
12m
12m

7. Rating 8. Variable speed drives and other solid state controls

Note: Before carrying out work on electrical equipment, check status and isolate in accordance with Health and Safety legislation requirements.

6.4

Check list

Tendering information and procedure

Appendix C provides a check list to identify the principal items that need to be considered when assessing the requirements for contract maintenance. Where no in-house expertise is available it is strongly recommended that independent engineering professional advice is sought when completing this check list to interpret the questions and topics raised and how they apply to specific circumstances. CIBSE provides a register of names able to offer this advice.

This describes the actions the tenderer must take to complete a successful tender. The deadline for tenders and any special requirements for confidentiality are stated. All information required to be returned with the tender is listed, as are any other points that may affect prices.
Contract conditions

6.5

Tendering

Tendering is the process where several suppliers of goods or services are asked to provide quotations for them. If all quotations are made on an equal basis for the supply of exactly the same commodity then the inquirer need do nothing more than accept the lowest price quoted. The difficulty comes with ensuring that all tenders are based upon the same description of service. The specifier has the choice of detailing every requirement to the extent that the contractor is merely a supplier of labour or of producing a performance specification which permits the tenderers to use their expertise to influence their quotations. Whichever approach is adopted, the plant and system must be adequately listed to guarantee equal coverage. This is best achieved using schematic drawings and schedules of plant and systems, provided by the client or professional advisers rather than by the contractor. 6.5.1 Documentation The documentation that accompanies an invitation to tender should include the following:

There is no commonly accepted set of contract conditions for maintenance of building services. At present, each contractor has its own as do some of the large building operators and owners. If contractors are permitted to quote against their own conditions this leads to differences which will affect the level of service, responsibility and termination clauses and, hence, the comparability of tender quotations. A detailed consideration of the conditions of contracts is given in section 2.6 of BSRIA Application Guide 4/89(5), including the essential contents for a good workable maintenance contract for engineering services. Contract conditions should include, as a minimum, clauses relating to the following: — definitions — fixed price contract supervising officer — — provision for monitoring — compliance with statutory regulations — provision of plant, tools and access equipment — provision of materials — consent for subcontractors agreement of rates — — payment

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MANAGEMENT: PROCEDURES AND IMPLEMENTATION

Table 6.2(b) Sample of the HVCA standard maintenance specification for extract fans, including fire/smoke units, water-cooled and kitchen exhaust Item General
1. Controls 2. Motorised control dampers 3. Electrical connections 4. Fan and motor ('sealed for life' bearings should not be serviced) 5. Fan impeller and scroll 6. Motor casing and louvres 7. Anti-vibration mountings (where fitted) 8. Non return flap (where fitted)

Freq

Action Check correct action Check operation Check all flexible connections and electrical insulation Lubricate according to manufacturer's instructions Check condition Check condition and clean Check mountings, belts and fixings for security Check operation

Notes For detailed maintenance refer to Vol. III. Refer to design manual for details

6m

6m 6m
6m 6m 12m

6m 6m

Tables 6.2(a) and (b) are reproduced with the permission of the Heating and Ventilating Contractors Association.

— — — — — —
—

— — — — — —

valuation and authorisation of payment for extra work defects liability contractor's obligations insurances and liability assignment payment of fair wages VAT termination disputes arbitration contract period and renewal price adjustment formulae for inflation ownership of replacement parts and plant.

number, but not the names, of the contractors they are competing with. During the tender period, individual contractors may ask questions to clarify requirements. These should be recorded and circulated, with the answers, to all other tenderers to guarantee equality of information. Upon evaluation of tenders, a strict procedure should be adopted. If a tenderer offers a qualification that materially alters the nature of the work required, then it should be investigated. It is possible that a qualification highlights an imperfection in the tender documentation, in which case further correspondence between the engineer and tenderer may be necessary. Any tender price that is considerably less than the others should be carefully investigated to verify that the tenderer is fully aware of the responsibilities and is capable of providing the service required. Once a contract is awarded, all the tenderers should be informed of the quotations and who their competitors were, but not in such a way that the prices can be linked with the relevant tenderer. The tender documents will include a form that the tenderer must sign and return with the quotation for providing the service asked for. Acceptance of this document is all that is required, but it is preferable for the employer and the contractor to receive copies of the tender documents and contract conditions signed by both parties. These contract documents then form the basis of the agreement.
6.5.3 Period for tendering

Specification of service required

This is described in section 6.3.2.
Drawings and schedules of plant and systems

The purpose of these is to ensure that all plant and systems required to be included are listed, and that any particular difficulties such as access are apparent. Schedules of equipment and sufficient drawings must be included so that the tenderers have a complete picture of the plant and systems for which they are being asked to be responsible. Too many drawings will not be appreciated.
6.5.2 Procedure for tendering

The tendering process takes time to complete; an obvious fact but one that is frequently overlooked. Approximately six weeks should be allowed for the preparation of a specification. This allows time to develop the

A minimum of three and a maximum of five tenderers are recommended in normal circumstances. The tenderers should be informed in the tendering information as to the

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BUILDING SERVICES MAINTENANCE MANAGEMENT

Table 6.3 Guide to costs for maintaining mechanical and electrical services Building type Data process ing Hospitals Hotels Offices, industrial, university Leisure Major retail Schools, residential homes

(£ per m2
46-56
12-14 8-10 6-9 4-6 3-5 2-4

Information on the costs of measured term contracts for maintenance of mechanical and electrical services is available from the National Schedule of Rates, 82 New Cavendish St, London W1M 8AD (Telephone: 0171 580 5588). The Royal Institution of Chartered Surveyors (RICS) also publishes information on costs of engineering services maintenance.

6.7

Monitoring

Based on BSRIA and other research, dated mid-1991

The work of establishing a satisfactory maintenance service is not finished when the contract is awarded or inhouse staff appointed. Monitoring of performance then comes into action. In this context, monitoring is the inspection of building services systems and of maintenance records at a minimum frequency and level of detail to be able to form an opinion regarding its compliance with agreed criteria. It is also the means for determining whether the maintenance policy is being adhered to, and for providing feedback as to the effectiveness of that policy. Monitoring is a separate activity from supervision and should be carried out by qualified personnel unconnected with the maintenance being monitored. Responsibility for providing a satisfactory maintenance service and its associated supervision should be seen to lie clearly with the maintainers. However, the client should institute some form of monitoring to ensure value for money is obtained and to identify any changes in the requirements or systems that need to be made. Where there are no suitable staff in-house, an independent professional adviser can be engaged to carry out this work, It is not advisable to use a maintenance contractor as a monitor because that company's normal business places it in a competitive position which may lead to a conflict of interests. A brief is required for the monitor and should reflect the reason for which monitoring is required. Suitable recordkeeping systems (see section 6.11) should also be in place to provide the monitor with necessary information. For example, if energy efficiency is to be assessed, records of external and internal conditions taken at suitable intervals will be necessary, as well as records of fuel consumption, periods of occupancy and any relevant changes in building use or installed loads. The record-keeping systems can be devised before the monitor is appointed, but it is better if they are formulated jointly. Typical elements covered by monitoring include the following:
—

specific portion relating to the particular needs of the building and client. Schedules of plant and systems plus schematic drawings also need to be prepared. The length of the tender period will depend upon the size of the job but should be in the order of three to six weeks from the issue of documents to the receipt of tender. The evaluation of tenders and discussions within the client's organisation may require two or more weeks. Once the contract is awarded, the successful contractor will need to establish a team, equipment etc., which may take up to six weeks. For these reasons, the client is advised to allow at least three months from the start of discussions to the date that maintenance is required to begin. 6.6 Cost guides

Property owners and operators, maintenance specialists and professional advisers are constantly seeking guidance on maintenance costs to help prepare budgets and to monitor performance. Research by the Building Services Research and Information Association (BSRIA) has indicated an approximate one to one relationship between the energy and maintenance costs of property. Variations will occur according to the type, size and function of the building, its location, number of hours of occupation, the range and types of engineering services within it, and the maintenance regime adopted (e.g. planned or response to breakdown). The figures in Table 6.3 provide a guide to the costs for maintaining mechanical and electrical services for various types of building, based on data obtained from research carried out in 1991. To obtain current values, cost indicts can be used (e.g. as provided by the Building Maintenance Information — a division of the Royal Institution of Chartered Surveyors' Business Services). The figures in the table are based on normal use by the stated type of building (e.g. 24 hour for data processing, hotels and hospitals; 8 am to 6 pm for offices; 7 am to 10 pm for leisure buildings). Significant local variations to such 'normal' usage will need to be taken into account when using these guide figures.
14

—

— — —

is the required level of service being met? is all the required plant being maintained? are environmental conditions being maintained? is maintenance carried out to the agreed standard? are proper replacement parts being used?

MANAGEMENT: PROCEDURES AND IMPLEMENTATION

-

are agreed spares being held on site? are records being correctly maintained? is the maintainer using the agreed standard and number of staff, and making the agreed number of visits? is the plant being operated to achieve optimum energy usage? are health and safety requirements complied with? are only agreed subcontractors being employed? are the client and typical users of the building satisfied? where maintenance is on a labour plus parts basis, do invoices accurately reflect work carried out? is the maintenance policy achieving desired results? are breakdowns occurring too often?

6.8

Quality assurance

Although the concept of quality assurance has traditionally been applied to products, the same principles of quality management can be applied to a service such as the maintenance of a building engineering services installation. Quality is the ability of a service to satisfy the established and agreed needs - implicit as well as stated - of the customer. As an example, the criteria for customer satisfaction in a maintenance service, while perhaps concentrating on reliability and technical proficiency, will also take account of the demeanour and attitude of the operatives to the customer’s staff. Cost of the service will also be highly relevant. The application of quality assurance techniques introduces the necessary controls, environment and discipline for providing a consistent service to meet the criteria. The essential bases for a quality system are formal procedures covering all the work of an organisation which is relevant to the quality of its service. These procedures, which must be complied with by all staff, will be written details of the way an organisation carries out its everyday work. The quality system should also incorporate flexibility to allow quality plans to be drawn up that meet the individual requirements of specific contracts or customers. Quality assured organisations are normally independently assessed by an authorised third party accreditation body and issued with a certificate to confirm their status. The assessment examines the firm’s documented procedures and its actual working practices against the requirements of the appropriate part of the International Standard on quality systems (BS 5750/ISO 9000)(6). The customer benefits of quality assurance result from the disciplined procedures which ensure improved consistency. The documented procedures are normally confidential to the quality assured organisation, mainly due to the cost entailed in preparing these and their commercial content. A prospective customer, however, may request a copy of the organisation’s particular quality plan for the proposed contract to provide an insight into the quality system. For further general guidance on quality assurance, including comprehensive schedules relating the requirements of BS 5750 to the maintenance work sector, reference should be made to CIBSE AM9(7).

-

To be cost-effective, monitoring should be carried out at less frequent intervals than supervision and to a less detailed degree. Typically, a monitor may inspect the site four times per year. All plant rooms, distribution systems and occupied spaces would be visited to identify any obvious problems. The maintenance records would be examined to identify what work has been carried out since the last inspection and to check that the monitor’s previous comments have been acted upon. A random selection of work carried out in the last period would be inspected more closely to see that it was carried out correctly. A report would then be produced for the client and copied to the maintainer. If monitoring indicates a need for further investigation (e.g. of the maintenance arrangements), this may be best carried out by specialists under the direction of the monitor or the client. Part of the monitoring routine may also include a visit by the original designer of the system who can determine whether the correct method of operation is being employed. Monitoring has been welcomed by both contract and in-house maintainers as it can provide positive support to the maintenance function and give clients the reassurance to continue expenditure upon cost-effective maintenance. Monitoring is accepted as part of a proper control sequence and should not become adversarial. The key aspects of monitoring are that: it should be carried out by a properly qualified person who is independent of the maintenance contractor or directly employed maintenance staff a proper brief is required in addition to the one for the maintainer it should take place against recorded criteria and measurable conditions to prevent disagreements developing that are a matter of professional opinion a check of documentation only is inadequate. The whole site should be seen on each visit.

6.9

Training

-

Maintenance personnel play a key role in running a property, perhaps responsible for plant valued at millions of pounds. It is therefore essential that they fully appreciate their duties, and understand all the engineering services including how to make them safe during emergencies and how to carry out normal maintenance tasks safely. Where in-house staff are involved in maintenance, financial budgets should always include an allowance for training. Personnel need to be trained to meet both 15

-

BUILDING SERVICES MAINTENANCE MANAGEMENT

current needs and future requirements, and to keep abreast of new maintenance techniques and technology. They should also receive suitable training in the particular buildings and services with which they are to be involved. In addition, training should be provided on promotion to help people taking on new responsibilities. Administrative staff should also be included in the training programme. Training should seek to achieve the following: maximise the utilisation of labour by increasing the range of skills of the individual establish an appreciation of the importance of safety ensure all statutory procedures and requirements are met prepare people to cope with emergencies create a sense of belonging to a team.

6.11

Maintenance

records

Record keeping is an important aspect of maintenance. Maintenance records are normally required for the following purposes: (a) (b) Verification of maintenance for local accountability Verification of maintenance for statutory obligations Under the Health and Safety at Work etc. Act, it is essential to maintain plant and equipment in a safe condition. In the case of an accident or a similar occurrence, the owner may be required, by law, to demonstrate that maintenance to a reasonable standard has been carried out on the plant or equipment concerned: maintenance records may serve this purpose. (c) As a vehicle for monitoring the maintenance policy and its effectiveness Maintenance management entails achieving safe and reliable operation of the plant at the lowest life-cycle cost. Maintenance records provide the historical information of the planned preventive and corrective maintenance carried out against breakdowns etc. and enables the maintenance manager to make any necessary changes to the policy. (d) For observing performance trends, helping fault diagnosis and initiating corrective action where necessary Performance trends (insulation resistances, boiler efficiency etc.) usually provide the first sign of forthcoming trouble in plant. Careful monitoring of these trends allows breakdowns or requirements for plant replacements to be predicted so that the maintenance manager can take the necessary action. (e) For financial planning Statistical information on past maintenance needs should assist the manager to forecast future maintenance costs.

The objectives of a training programme need to be clearly defined to identify bow it should be undertaken. Possible methods are on-the-job training, lectures, demonstrations, films, videos and conferences. Selection of the most appropriate method is likely to be governed by the topics to be covered. The aims should be to address only specific requirements and find suitable sources of expertise, rather than to try and fit the perceived needs into an existing programme.

6.10

Health and safety

Section 5.2.9 discusses the responsibility of employers and employees under the Health and Safety at Work etc. Act. Once the safety policy is defined for the property, it is important to clarify who is responsible for the various aspects and to assign clearly individual accountability at all levels in the organisation. The following suggestions are taken from the CIBSE Technical Memoranda currently in preparation(4). Client: Sets out the health and safety policy statement and ensures it is brought to the attention of all employees. Allocates responsibility to implement policy. Allocates responsibilities to individuals. Ensures adequate arrangements for health and safety. Specifies the plant and systems of work. Specifies the methods of use, handling, storage and transport of articles and substances. Specifies training requirements. Ensures persons under his or her control work safely and that the work is allocated to persons competent to perform it. Issues instructions for work and trains workers. Carries out specified work safely in accordance with any particular requirements laid down by the supervisor.

Manager :

Maintenance records can be kept in manual form in log books or as computer records. They normally contain: a schedule of plant and equipment requiring maintenance (an asset register, see section 6.12) instructions which highlight planned maintenance tasks and give guidance on the execution of these tasks and the method of selecting frequencies method of recording the outcome of maintenance inspections and tests, other maintenance work (e.g. repairs and replacements) and worker’s signature. Any changes to plant such as control set points, subsequent action required and details of the work done should also be recorded.

Engineer:

Supervisor:

-

Operative:

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MANAGEMENT: PROCEDURES AND IMPLEMENTATION
It is also worth considering a 'book of life' for the building. This comprises validated plans covering such aspects as the engineering services, floor plans, contract documents, modifications, maintenance histories, and changes of ownership and tenancy.
Table 6.5 Location Basement plant room Roof plant room Example of asset location coding Code

1 2

6.12 Asset register The asset register is a fundamental component of a maintenance management plan or system. It is likely to be a comprehensive listing of data, and computers can offer a powerful means of controlling and referencing the information (see section 7). The engineering services system in a building is an asset, and to manage the maintenance of the system may require complex data to be handled. For example, the detailed maintenance requirements of each part of the system, the method of executing the maintenance policy, historical information about previous maintenance and maintenance costs collected over a period of time. To assist in this task, the components of the system may be divided into sub-assets. The level of division depends upon the complexity of the asset and the need to identify components as individual entities for the management and execution of maintenance. For example, an air conditioning installation may be divided into components such as air-handling units, chillers and switchgear in order to identify the maintenance needs, to record costs or to log other information associated with its maintenance. An asset register is a record of all assets and sub-assets, each of which is normally given a unique reference to provide an address for the information related to it. The register provides a structure for recording, retrieving and analysing information. The following are some of the significant applications of an asset register:

— — —

for recording/extracting information associated with the maintenance of an asset for an accountant to establish the provision that needs to be made for plant replacement for insurance purposes.

Asset coding systems identify assets and sub-assets. The existence of a coding structure facilitates transfer of the system to a computer. Table 6.4 shows an example of an asset coding system. An asset coding structure may also require a code to identify the location of the asset (see Table 6.5). In such a system, a digit followed by an X refers to the local identification of the asset defined by the previous set of digits, within a group of similar assets. Using the examples given in Tables 6.4 and 6.5, the No. 3 pump of No. 2 boiler in the basement plant room is given the code: 1.200.2X.10.3X where the first set of digits identifies location; the second set of digits identifies the installation category; the next set of digits, if followed by X, identifies the local reference of the installation (i.e. the boiler installation No. 2 in that location); and so on. It should be clear from this example that excessive division of assets to their sub-assets could lead to unwieldy and complicated asset coding systems, which are normally expensive to manage. The level of division of an asset requires careful consideration between the value of information attached to each subdivision and the cost of managing the asset structure.

—
—

as a plant inventory as basic data for a computer-based maintenance system for identifying plant details for recording the maintenance requirements 6.13 Warranties and guarantees It must be appreciated by all parties concerned with maintenance that warranties and guarantees on plant and equipment can remain valid only if the necessary work is carried out at the appropriate frequencies and, in certain instances, by qualified personnel.

— —

Table 6.4 Example of asset coding Asset Boiler installations Pumps Heating installation Air conditioning installations Code

200 10 100 400

6.14 Planned maintenance A systematic approach is essential if planned maintenance is to be properly implemented using either manual or computerised systems. An outline of the components of a planned maintenance system is given in Figure 6.1.

17

BUILDING SERVICES MAINTENANCE MANAGEMENT

Asset register

Maintenance schedules Work specifications

Corrective and emergency maintenance

Maintenance programme Manpower schedule Work orders Budget preparation Work in progress file

Spares and stock control

Plant history

Cost control

Figure 6.1 Components of a planned maintenance system

7
7.1

Computer-based maintenance systems
Outline

tial cost of loss of vital engineering facilities within a building. The cost implications of such an event may provide the justification for a computer-based maintenance system. Additionally, computer-aided systems can be justified on a subjective assessment of likely improvements. This will in general be based on improving maintenance performance and efficiency by saving time and resources, as actual cost savings may be difficult to quantify. The more important maintenance is to the smooth running of an organisation, the greater will be the need for records, cost data, instructions and effective control. The greater the maintenance expenditure, the more interest there is likely to be in controlling it and obtaining a satisfactory level of performance. Some organisations may be interested in recording the property estate and its associated maintenance costs, others may require to detail individual jobs to tradesmen. As a rough guide, when labour use is of prime interest, a force of about 20 tradesmen has been found to justify using a computer-aided system. 7.3 Selection criteria

A maintenance management system (MMS), whether on paper or computer, provides the means of organising and controlling the maintenance function by logically ordering the collection and use of information. As the quantity of information increases, some means is required to process it and produce useful data. Manual systems can go so far, but as more detail is required on which to base management decisions, the application of computers becomes increasingly attractive. A number of computer-based maintenance management systems are now available. These, however, provide only a framework which needs to be adapted to the specific requirements of each user. Such adaptation must take account of both the organisation and its structure, where it will be applied and the user's maintenance philosophy. 7.2 Justification

At some stage of any review of maintenance management, the requirement for a computer-based system will need to be considered. It would be useful to be able to present a simple cost-benefit analysis comparing the cost of purchasing, installing and operating a system against the potential savings or benefits. In the process industry, for example, failure of production equipment can be clearly related to loss of output and associated costs. This is not possible, however, within the building services industry. There is, though, a growing awareness of the consequen-

Computer software, not hardware, is the principal criterion for selection. It governs information output, affects how data are entered and controls storage. The effectiveness of a computer system is determined by the capabilities of the software to produce relevant output. In general, the procedures required for a maintenance package are already well defined and should not require to be purpose written for building services applications.

18

COMPUTER-BASED MAINTENANCE SYSTEMS

Software is usually available in a range of modules. Some will be provided as part of the basic package, others may be available at extra cost. It is important to identify specific requirements at the outset, so that the appropriate software supplies can be identified and so the required modules can be priced when comparing different systems. During the evaluation of software, its completeness should be assessed. This should include adequate documentation at the required levels and detail, evidence of an acceptable level of satisfaction from current users, and adequate support and development by the supplier. A basic approach to analysing the requirements of a system and comparing proprietary products is given in Appendix D. (The list of features in the appendix will probably need to be extended to meet individual requirements.) To use the appendix, features that are considered to be essential or desirable should be identified. This will produce a check list of features that can be compared with the features of systems being considered. An objective rating procedure can be developed by introducing a scoring system, e.g. four points for essential, two points for desirable. Total scores can then be obtained for perceived requirements and features available from proprietary products.

The amount of effort and knowledge required for the implementation of a MMS by the user is considerable. The costs for implementation can significantly exceed those for the necessary hardware and software (typically by a factor of five). The time involved in fully implementing a system can be up to two years. In addition, the results may become visible only after between two and five years. The integrity of the data entered into the system is fundamental to its success. The enormous amount of data involved requires much effort to keep the records up to date. Frequently, a system implemented with considerable effort is rendered useless because the records are not kept up-to-date. Feedback should be immediate and accurate so that data integrity is ensured.

7.5

Ownership

Care should be taken when setting up maintenance management systems to ensure ownership of data, documentation, software etc. is considered, including the ongoing right for third parties to use such systems and information. Under English law, copyright or any intellectual property rights in drawings, plans, specifications, computer programs, schedules, reports, calculations and other documents prepared by the contractor or an independent consultant would belong to the contractor or the consultant, unless specifically assigned. Consultants or contractors must warrant that any documents or materials produced by them in carrying out their responsibilities will not infringe third party intellectual property rights and must agree to indemnify the client against any and all liability and costs suffered by the client or other parties having an interest in the project as a result of a breach of such warranty. The contractor or consultant should grant to the client a royalty-free, non-exclusive licence to use or reproduce all drawings, plans, other documents and computer systems of whatever nature and the information contained which has been written or produced by the consultant, contractor or on its behalf in the course of performing the service. This licence should be without limitation and should permit the client to grant sublicences and should be transferable to a third party. Problems have arisen with contracts where an initial contractor has collated and prepared data for the client for which it has been paid and then claimed they were its copyright when the client wished to change the maintenance from one organisation to another. Equally, if a building is sold, the maintenance records should be transferable to the new building owners. In order to clarify the position, conditional clauses should appear in the maintenance management documents. This information is not intended to be a legally secure definition and appropriate professional advice should be sought on any precise wording. 19

7.4

Implementation

Once a system has been purchased, it is essential to look carefully at how it will be implemented. Ready-written software may require modification of the operating procedures and structure of your organisation. Maintenance implementation also places a large burden on managers to ensure that their philosophy is adopted in the system. A high proportion of implementation costs is putting the basic data - such as list of assets, maintenance schedules, work orders, spares and stock details, and budget information - into the system. Most of the required data will need to be entered manually. The cost of ensuring that staff are adequately trained and confident to use the system can also be significant. A staff familiarisation programme should be established, and the training available from suppliers carefully assessed to ensure it matches requirements. The following sequence is recommended: (a) (b) (c) (d) (e) determine computer processing procedures determine if and how the organisation structure needs modification to accommodate any changes ensure that the system is well documented establish familiarisation programme for staff decide how to install the new system (sudden changeover, progressive introduction, parallel running etc.).

Good documentation can save many problems. It is important to ensure that the entire system, both hardware and software, is well documented and easily understood.

BUILDING SERVICES MAINTENANCE MANAGEMENT

8

Management: feedback
Monitoring

control

and

8.1

effectiveness

Progress through the annual budget towards the cost limit may be easy to assess, but less easy to control. Constant awareness is necessary, and over- or undershooting of the projected graph should raise questions relating to the appropriateness of the cost limit as well as the causes of expenditure.

Once the maintenance requirements are defined and responsibility is allocated for achieving them, it is wise to carry out periodic checks to confirm that your requirements are being fulfilled. Monitoring effectiveness (as opposed to monitoring of performance described in section 6.7) is a vital part of the management process that is often forgotten. If carried out properly, all parties to the maintenance function will benefit. It will provide the building operator with control of the maintenance and provide feedback to permit target levels to be adjusted to reach the objectives. Maintenance can be said to be effective if the maintenance objectives are being satisfied. Satisfaction of several of these objectives, however, is difficult to assess. Somehow the fulfilment of each objective needs to be measured and the result compared with your own targets. A useful adjunct to monitoring effectiveness is to compare your targets with published guidance figures to discover how reasonable and achievable the desired objectives are (see section 6.6). Some of the objectives included in the maintenance brief (see section 4.6) are cost limitations, planned life of services, risk analysis and client image. Other aspects that could be considered are environmental conditions, occupation times and energy management. Of these, client image, environmental conditions and occupation times are easily within the ability of a building owner to measure and consider. Data relating to cost limits, planned life, risk analysis and energy management are less easy to obtain or assess. The responsibility for technical and financial monitoring needs to be clearly defined. Where direct labour is used, it should be part of the management function. Where maintenance contractors are used, the monitoring may have been trusted to them, though enlightened building operators are beginning to use their own technical specialists for this role or to appoint professional advisers. 8.1.1 Cost limits

8.1.2

Breakdown

frequency

Breakdown frequency is a retrospective yardstick. A minimum period of data collection is necessary to provide properly averaged figures. One breakdown after the first month of operation indicates an average of 12 per annum, but it may be the only one for the whole year. Breakdown frequency is set by the building owner and can be easily monitored; but in all cases, apart from zero permissible breakdowns, time is required before judgement can be made.

8.1.3

Planned life

A number of organisations have attempted to quantify the likely life expectancy of various types of plant. The spread of figures for a given item of plant, however, is wide. For example, different organisations will report a boiler as having a life span ranging from 8 to as much as 25 years. The reasons for this inexactness will include the degree of usage of plant (e.g. whether it is used intermittently or continuously), its mode of operation and the extent of maintenance. To estimate the cost-effective life of plant, all known variables such as the method of operation and frequency of maintenance must be taken into account. An example of this is the replacement of fluorescent light tubes. Individual tubes may have an extended life beyond that indicated by the manufacturer, but the cost of replacing them en masse once the minimum life expectancy has been reached is often less than random replacement of individual tubes as they fail. Planning for the life of the plant should also include provision for plant replacement in financial budgets. Annual inspections of plant items by trained engineering staff will provide detailed information about the expected remaining life as they approach the time when they will need replacing. Adequate finance must be allocated in advance to allow a planned programme of replacement.

A low limit on costs will hinder the ability to achieve the objectives. A limit that is too high will waste money. Maintenance costs are not easy to judge on a per unit area basis except for the most basic of mechanical and electrical systems. Air conditioning, heat pumps, combined heat and power plant, and energy recovery equipment will increase these basic costs. Building Maintenance Information (a division of the RICS) and BSRIA publish figures on maintenance costs per unit area for different types of building and levels of maintenance (see Table 6.3). Unfortunately, the quality of their data is limited by the reluctance of building maintainers to make this information available.

8.1.4

Hours of occupancy

The energy used in the operation of a building can be closely linked to both the running times of the energy services and the hours of occupation. Operating problems have been found in the past where controls have been set to switch on plant when the building is not occupied. This may happen, for example, due to seasonal clock changes or public holidays. It can also occur when multi-tenanted buildings have different tenant requirements or when occupants change. (See also section 5.2.2.)

20

MANAGEMENT: CONTROL AND FEEDBACK

8.1.5

Energy

management

priate. A formal procedure should exist to allow proper records to be kept of all such changes and the reasons. Where it becomes evident that the policy is not being achieved for reasons other than technical or financial, some means of enforcing the plan will have to be adopted. Suggested options are improved supervision, better motivation of the workforce and incentives (see section 5.2.4). The optimum solution for any particular situation must depend on the local circumstances. It is worth noting that it can be very difficult to motivate people towards maintenance work, because of its frequently individual nature where one person is left alone to solve a problem or undertake a routine task. Careful selection of the right type of person is essential to obtain a satisfactory work team.

Monitoring and targeting procedures for controlling the use of energy can also provide valuable information to monitor the effectiveness of maintenance. Lack of maintenance or incorrect plant settings will increase the energy consumed, and become apparent when compared with the target figures.

8.2

Feedback

The two monitoring options of technical and financial will also require some system of feedback to ensure the results are acted on to keep to the original policy or make whatever changes are necessary. Technical feedback should aim to identify not only where work is not being done as specified but also where work is resulting in plant being over- or undermaintained. Under such circumstances, the original maintenance policy may require modification. Financial feedback will be primarily concerned with meeting budget expenditure plans. It should not, however, be a simplistic approach of comparing overall maintenance expenditure against the total budget allocation. Instead it should involve details of how expenditure was made so as to identify individual instances of over- and underspending, and the reasons why, in particular buildings, types of plant or other subdivisions. This is likely to require a degree of technical expertise. Feedback on installations that have, for example, problems with operation and maintenance should be passed to those responsible for design and installation. At the installation stage such feedback can help achieve satisfactory corrective action for faults, undesirable situations and malfunctions identified during testing and commissioning prior to handover.

8.4

Occupant/client

role

The building occupant/client has responsibilities governed by legislation, health and safety regulations, codes of practice and advisory literature (examples are given in Appendix A). Specific statutory maintenance requirements are limited to a small range of plant such as lifts, pressure vessels and boilers. Mandatory requirements exist for electrical installations and fire alarms. The Health and Safety at Work etc. Act has far-reaching requirements, including: the provision and maintenance of plant and systems of work that are safe and without risks to health arrangements for ensuring safety and absence of risks to health the provision of information, instruction, training and supervision the maintenance of a safe place of work.

Requirements relating to a particular building must also be taken into account, such as tenancy agreements or other conditions relating to occupancy such as the frequency of maintenance work or inspection, or the occupant's responsibilities in the event of plant failure. Individual occupants also have a role to play. Not only should they be concerned about the safety of themselves and others, but they should act as monitors of plant performance and report problems and failures as they occur.

8.3

Modifying and enforcing

Technical and financial feedback should provide the impetus to make any changes to the original maintenance policy in the light of experience. The policy should be sufficiently flexible to allow this to happen when appro-

21

BUILDING SERVICES MAINTENANCE MANAGEMENT

References
1 Ferry D J 0 and Flannigan R Life cycle costing - a radical approach CIRIA 122 (London: Construction Industry Research and Information Association) (1991) Armstrong J Operating and maintenance manuals for building services installations BSRIA Application Guide 1/87 (Bracknell: Building Services Research and Information Association) (1987) Healthy workplaces CIBSE Guidance Note GN2 (London: Chartered Institution of Building Services Engineers) (1993) Health, safety and welfare CIBSE Technical Memoranda (London: Chartered Institution of Building Services Engineers) (in preparation) Smith M Maintenance contracts for building engineering services BSRIA Application Guide 4/89 (Bracknell: Building Services Research and Information Association) (1992) BS 5750: 1987: Quality systems (London: British Standards Institution) (1987) Quality management systems CIBSE Applications Manual AM9 (London: Chartered Institution of Building Services Engineers) (1993)

BS 4434: 1989: Specification for safety aspects in the design, construction and installation of refrigerating appliances and systems (London: British Standards Institution) (1989) BS 4884: Technical manuals: Part 1: 1992: Specification forpresentation of essential information; Part 2: 1993: Guide to content; Parr 3: 1993: Guide topresentarion (London: British Standards Institution) (1992-1993) BS 5643: 1984: Glossary of refrigeration, heating, ventilating and airconditioning terms (London: British Standards Institution) (1984) BS 6548: Maintainability of equipment: Part 1: 1984 (1993): Guide to specifying and contracting for maintainability; Part 2: 1992: Guide to maintainability, verification and the collection, analysis and presentation of maintainability data; Parr 4: 1993: Guide to the planning of maintenance and maintenance support (London: British Standards Institution) (19841993) BS 8207: 1985: Code of pracrice for energy efficiency in buildings (London: British Standards Institution) (1985) Caristi A J Practical air conditioning equipment repair (New York: McGraw Hill) (1991) Cox R M Contract operation and maintenance and mechanical systems Hearing, Piping and Air Conditioning44(4) 81-85 (April 1972) Estate code: Vol 1: Environment of Quality Care 34(Leeds: NHS Estates/HMSO) (1993) Kelly A (1984) Health Building Note

2

3 4

5

6 7

Bibliography
Armstrong J H Planned maintenance and rhe use of computers BSRIA Technical Note 1/85 (Bracknell: Building Services Research and Information Association) (1985, updated 1991) Armstrong J H Condition monitoring-an introduction to its application in building services BSRIA Technical Note 1/86 (Bracknell: Building Services Research and Information Association) (1986) Armstrong J H Inspection of building services plant and equipment - a review of current practice BSRIA Technical Note 6/86 (Bracknell: Building Services Research and Information Association) (1986) Armstrong J H Maintaining building services: a guide for managers (London: Mitchell’s professional library) (1987) BS3843: Guide to terotechnology (the economicmanagement of assets): Part 1: 1992: Introduction to terotechnology; Part 2: 1992: Introduction to rhe techniques and applications; Part 3: 1992: Guide to theavailable techniques (London: British Standards Institution) (1992)

Maintenance and planning and control (London: Butterworth)

A Kelly Maintenance and its management (Farnham: Conference Communication) (1989) Mann L Maintenance management (Massachusetts: Lexington) (1982)

Owning and operating costs CIBSE Guide Section B18 (London: Chartered Institution of Building Services Engineers) (1986) Regulations for electrical installations 16th edition (London: Institution of Electrical Engineers) (1991) Smith A M (1993). Reliability centered maintenance (New York: McGraw Hill)

22

REFERENCE DOCUMENTS

Appendix A Reference documents
A1.1 Statutory examination requirements

-

chains, ropes and lifting tackle. Forklift trucks etc., when fitted with chains or ropes as part of lifting equipment powered access equipment (cherry pickers etc.) permanent suspended access equipment (e.g. window cleaning equipment)

-

There is a great weight of legislation and guidance produced by various government bodies, which applies to building services’ plant and equipment. The chief instruments are the Factories Act 1961, the Health and Safety at Work etc. Act 1974, the Pressure Systems and Transportable Gas Containers Regulations 1989 and the Environmental Protection Act 1990. There are also specific regulations that require examination and testing of equipment, such as the three Construction Regulations (General Provisions 1961, Working Places 1966 and Lifting Operations 1969), The Lifting Plant and Equipment (Record of Test and Examination etc.) Regulations 1992, and the Provision and Use of Work Equipment Regulations 1992. Various legislation requires ‘thorough examinations’ to be carried out by ‘competent persons’. A ‘competent person’ is a person who has sufficient technical knowledge or experience to enable him to carry out his work without risk to himself or others, and who has been declared competent by a senior engineer, manager or ‘authorised person’. An ‘authorised person’ will be an experienced, skilled and mature person, appointed by the manager, who will have undergone all necessary specialist training for a particular type of work or to use a particular piece of equipment. Normal practice to satisfy the requirements for thorough examinations is to have an arrangement with a specialist insurance, maintenance or equipment supply company, who will provide a surveyor to examine the equipment and systems. There are a number of guidance documents published by the Health and Safety Executive and publications by the British Standards Institution which make further recommendations. While no offence may be committed by noncompliance with these recommendations, failure to do so might be construed as negligence in a court of law. Specialist advice should be sought from a specialist maintenance company. A1.1.1 Factories Act 1961

14 months cranes (including chain blocks): a thorough examination is required every 14 months and the surveyor may require, at his discretion, that certain parts are dismantled A1.1.2 Pressure vessels

The Pressure Systems and Transportable Gas Containers Regulations 1989, which are now in force, bring about a significant change in the examination legislation for pressure vessels. The regulations repeal or modify certain sections of the Factories Act 1961 and revoke, in whole or in part, various other pieces of legislation. They are concerned with the danger of stored energy in pressure systems, with the overall intention of preventing the risk of serious injury as a result of the failure of a pressure system or part thereof. The regulations apply to a very wide range of pressure systems from the small portable receiver to the most complex chemical plants. They place a mandatory duty on the owner and/or user of the system to ensure it is operated within safe limits and is properly maintained in good repair so as to prevent danger. The regulations require the users to: establish the safe operating limits of the plant have a suitable written scheme drawn up and/or certified by a competent person for the examination at appropriate intervals of most vessels, all associated safety devices and any pipework which is potentially dangerous arrange to have the examination carried out by a competent person at the intervals set out in the written scheme provide adequate operating instructions to ensure that the plant is operated within its safe operating limits and to cover emergency situations ensure that the plant is properly maintained keep adequate records of the most recent examinations, details of modifications/repairs and any manufacturers’ information supplied with new plant.

The following is a list of some of the items which must be inspected and the frequency of inspections to comply with the Factories Act 1961. It is not exhaustive: 6 months power driven lifts - passenger and goods builders’ hoists escalators

A2.1

Recent legislation

Since 1989, a number of major changes in legislation have been created under the Health and Safety at Work etc. Act 1974 (HSW Act), taking over most sections of the Factories Act 1961 and the Offices, Shops and Railway Premises Act 1963. This has resulted in all premises where work is undertaken now having to comply with the HSW Act, increasing dramatically the number of buildings (and 23

BUILDING SERVICES MAINTENANCE MANAGEMENT

people) covered, and bringing a commonality to the requirements. These regulations must now cover a much broader spectrum of operating conditions, locations, work, users etc. and there is a marked tendency to move away from very specific requirements to the use of risk assessment for a given set of circumstances. The approach has also been to increase management commitment to safety by making it a requirement to create management systems to assess risk, take appropriate action and record all the processes. While the HSW Act has generally allowed a cost versus risk assessment to be made, with these new regulations some of the requirements are absolute, i.e. they must be complied with regardless of cost. A2.1.1 Major statutes governing maintenance operations

The Construction (Lifting Operations) Regulations 1969 The Lifting Plant and Equipment (Record of Test and Examination etc.) Regulations 1992 The Gas Safety (Installation and Use) Regulations 1984 The Building Regulations 1985: Part B Fire Safety, 1992 edition; part D Toxic Substances, 1985 edition; Part F Ventilation, 1990 edition; Part G Hygiene, 1992 edition; Part H Drainage and Waste Disposal, 1990 edition; Part J Heat Producing Appliances, 1990 edition; Part L Conservation of Fuel & Power, 1990 edition; Regulation 7 Materials and Workmanship, 1992 edition The Model Water Byelaws 1986

A3.1

Relevant non-statutory publications

The Health and Safety at Work etc. Act 1974 The Health and Safety (First Aid) Regulations 1981 and ACOP 1990 The Control of Substances Hazardous to Health Regulations 1988 The Electricity at Work Regulations 1989 The Health and Safety Information for Employees Regulations 1989 The Noise at Work Regulations 1989 The Pressure Systems and Transportable Gas Containers Regulations 1989 The Notification of Cooling Towers and Evaporative Condenser Regulations 1992 The Management of Health and Safety at Work Regulations 1992 The Manual Handling Operations Regulations 1992 The Health and Safety (Display Screen Equipment) Regulations 1992 The Provision and Use of Work Equipment Regulations 1992 The Personal Protective Equipment at Work Regulations 1992 The Workplace (Health, Safety and Welfare) Regulations 1992 The Clean Air Acts 1956, 1968 and 1993 The Factories Act 1961 The Offices, Shops and Railway Premises Act 1963 The Fire Precautions Act 1971 The Control of Pollution Act 1974 The Energy Conservation Act 1981 The Environmental Protection Act 1990 The Construction (General Provisions) Regulations 1961 The Construction (Health, Safety and Welfare) Regulations 1966 The Construction (Working Places) Regulations 1966 24

The following list is some of the titles of safety literature, guidance and recommendations applicable to building services maintenance. It is not exhaustive and some items may have been superseded. Further information on building services generally may be found in Building Services Legislation, a directory updated by BSRIA (2nd edition: April 1993). It should be noted that a court of law may consider any published code of practice, British Standard or guidance document as being appropriate, publicly available advice that should be adhered to. Ignorance of its existence may not be an adequate defence. A3.1.1 Asbestos The control of asbestos at work. Control of L27 Asbestos at Work Regulations 1987. Approved code of practice 2nd edn (1993) Work with asbestos insulation, asbestos coating L28 and asbestos insulating board. Control of Asbestos at Work Regulations 1987. Approved code of practice 2nd edn (1993) The Control of Asbestos at Work (Amendment) Regulations SI 3068 (1992) Electricity HS(G)13 (1980) HS(G)85 (1993) Electrical testing: safety in electrical testing Electricity at work: safe working practices Health and Safety Executive approved (and other) codes of practice

HS(R)25 Memorandum of guidance on the Electricity at Work Regulations 1989 (1989) First aid COP42 First aid at work. Health and Safety (FirstAid) Regulations 1981. Approved code of practice and guidance (1990)

REFERENCE DOCUMENTS

Gas COP20 Standards of training in safe gas installation. Approved code of practice (1987) Hazardous substances L5 Control of substances hazardous to health and control of carcinogenic substances. Control of Substances Hazardous to Health Regulations 1988. Approved code of practice 4th edn (1993) L8 The prevention or control of legionellosis (including legionnaires' disease). Approved code of practice (1991) Noise (HSE) Noise at work: noise guides nos 1-2. Guidance on regulations (1989) HS(G)56 Noise at work. Noise assessment, information and control. Noise guides nos 3-8 (1990) Pressure systems Safety of pressure systems. Pressure Systems COP 37 and Transportable Gas Containers Regulations 1989. Approved code of practice (1990)

Health and Safety General Series HS(G)27 Substances for use at work: the provision of information (1989) HS(G)37 (1987) HS(G)38 HS(G)39 Introduction to local exhaust ventilation Lighting at work (1987) Compressed air safety (1990)

HS(G)47 Avoiding danger from underground services (1989) HS(G)51 Storage of flammable liquids in containers (1990) HS(G)54 Maintenance, examination and testing of local exhaust ventilation (1990) HS(G)55 Health and safety in kitchens and food preparation areas (1990) HS(G)56 Noise at work. Noise assessment, information and control. Noise guides nos 3-8 (1990) HS(G)57 Seating at work (1991) HS(G)60 Work related upper limb disorders: a guide to prevention (1990) HS(G)61 Surveillance of people exposed to health risks at work (1990) HS(G)65 (1991) Successful health and safety management

A3.1.2

Health and Safety Executive guidance notes

Chemical Series CS4 Keeping of LPG in cylinders and similar containers (1986) Environmental hygiene series EH22 Ventilation of the workplace (1988) EH40 Occupational exposure limits (for use with COSHH regulations) (revised annually) EH46 Man-made mineral fibres (revised) (1990) General series GS4 Safety in pressure testing (revised) (1992) GS6 Avoidance of danger from overhead electrical lines (1991) GS15 General access scaffolds (1982) GS16 Gaseous fire extinguishing systems: precautions for toxic and asphyxiating hazards (1984) GS23 Electrical safety in schools (revised) (1990) GS2S Prevention of falls to window cleaners (1983) GS27 Protection against electric shock (1984) GS31 Safe use of ladders, step ladders and trestles (1984) GS37 Flexible leads, plugs, sockets etc. (1985) GS38 Electric test equipment for use by electricians (revised) (1986) GS42 Tower scaffolds (1987)

HS(G)70 The control of legionellosis including legionnaires' disease 3rd edn (1993) HS(G)85 Electricity at work: safe working practices (1993) HS(G)97 A step by step guide to COSHH assessment (1993)

Health and Safety Regulations Series HS(R)23 Guide to the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1985 (1986) HS(R)2S Memorandum of guidance on the Electricity at Work Regulations 1989 (1989) HS(R)30 A guide to the Pressure Systems and Transportable Gas Containers Regulations 1989 (1990)

Legislation Series L1 A guide to the HSW Act (formerly HS(R)6) (4th edn) (1990) L5 Control of substances hazardous to health and control of carcinogenic substances. Control of Substances Hazardous to Health Regulations 1988. Approved code of practice 4th edn (1993) L8 The prevention and control of legionellosis (including legionnaires' disease). Approved code of practice (1991) L21 Management of Health and Safety at Work etc. Regulations 1992. Approved code of practice (1992) L22 Work equipment. Provision and Use of Work 25

BUILDING SERVICES MAINTENANCE MANAGEMENT

Equipment Regulations 1992. Guidance on regulations (1992) L23 Manual handling. Manual Handling Operations Regulations 1992. Guidance on regulations (1992) L24 Workplace health, safety and welfare. Workplace (Health, Safety and Welfare) Regulations 1992. Approved code of practice and guidance (1992) L25 Personal Protective Equipment at Work Regulations 1992. Guidance on regulations (1992) L26 Display screen equipment at work. Health and Safety (Display Screen Equipment) Regulations 1992. Guidance on regulations (1992) Medical Series MS13 Asbestos (revised) (1988) MS15 Welding (1978)

IND(G)73(L) Working alone in safety: controlling the risk of solitary work (1989) IND(G)79(L) Danger: gas appliances must be properly installed and serviced (revised) (1992) IND(G)92(L) Dangerous substances on site: notification and warning signs (1990) IND(G)109(L) Lighten the load: guidance for employers on musculoskeletal disorders (revised 1992)

A3.1.5

Other HSC/E guidance

Respiratory protective equipment: legislative requirements and list of HSE approved standards and type approved equipment 3rd edn (1992)

A3.1.6

Water

systems

Plant and Machinery Series PM5 Automatically controlled steam and hot water boilers (revised) (1989) PM7 Lifts: thorough examination and testing (1982) PM26 Safety at lift landings (1981) PM30 Suspended access equipment (1983) PM32 Safe use of portable electrical apparatus (1990) PM38 Selection and use of electric handlamps (1992) PM45 Escalators: periodic thorough examination (1 984) PM53 Emergency private generation: electrical safety (1985) PM54 Lifting gear standards (1985) PM60 Steam boiler blowdown systems (1987) PM64 Electrical safety in arc welding (1986)

Water supply byelaws guide (2nd edn) (Slough: Water Research Centre) (1990) Water fittings and materials directory (half-yearly) (Slough: Water Research Centre/Water Byelaws Advisory Service) BS 6700: Specification for design, installation, testing and maintenance of services supplying water for domestic use within buildings and their curtilages (1987)

A3.1.7

British

Standards

There are many hundreds of British Standards and codes of practice that have some reference to building services maintenance. These are some of the most significant: BS 3811 : 1993: Glossary of terms used in terotechnology BS 5266: Emergency lighting: Part 1: 1988: Code of practice for the emergency lighting of premises, other than cinemas and certain other specified premises used for entertainment BS 5295: Environmental cleanliness in enclosed spaces: Part 3: 1989: Guide to operational procedures and disciplines applicable to clean rooms and clean air devices BS 5306: Fire extinguishing installations and equipment on premises: Part 1: 1976 (1988) Hydrant systems, hose reels and foam inlets BS 5410: Code of practice for oil firing: Part 1: 1977: Installations up to 44 kW output capacity for space heating and hot water supply purposes; Part 2: 1978: Installations of 44 kW and above output capacity for space heating, hot water and steam supply purposes; Part 3: 1976: Installations for furnaces, kilns, ovens and other industrial purposes BS 5572: 1978: Code of practice for sanitary pipework BS 5655: Lifts and service lifts; Parts 1-12: 1979-1989 BS 5720: 1979: Code of practice for mechanical ventilation and air conditioning in buildings

A3.1.3 SIR5

Health and Safety Executive Specialist Inspector Reports Avoiding water hammer in steam systems (1988)

SIR11 Precautions against illness associated with humidifiers (1988) SIR22 Reliability of airflow measurements in assessing ventilation system performance (1989) SIR27 Some occupational hygiene aspects of man-made natural fibres and new technology fibres (1990) 42/1992 Sick building syndrome: a review (1992)

A3.1.4

Health and safety leaflets

Articles and substances at work; the IND(G)1(L) legal duties of designers, manufacturers, importers and suppliers and erectors and installers (revised) (1991)

26

CHECK LIST FOR BUILDING DOCUMENTATION

BS 5839: Fire detection and alarm systems for buildings: Part 1: 1988 Code of practice for system design, installation and servicing BS 5925: 1991: Code of practice for ventilation principles and designing for natural ventilation

Appendix B Check list for building documentation
The following is a list of documentation that, where applicable to the building concerned, building owners must keep. Other documentation may be desirable but does not arise out of any statute or regulation. All the documents below are to be kept in the building and must be freely available for inspection. Fire certificate, showing fire compartmentation etc. Records of fire detection and alarm tests showing test point used for each test, dates and smoke detector tests
-

BS 5970: 1992: Code of practice for thermal insulation of pipework and equipment (in the temperature range -100°C to +870°C) BS 6266: 1991: Code of practice for fire protection for electronic data processing installations BS 6423: 1983 (1993): Code of practice for maintenance of electrical switchgear and controlgear for voltages up to and including 1 kV BS 6626: 1985 (1993) Code of practice for maintenance of electrical switchgear and controlgear for voltages above 1kV and up to and including 36kV BS 6867: 1987 (1993): Code of practice for maintenance of electrical switchgear for voltages above 36kV BS 7083: 1989: Recommendations for the accommodation and operating environment of computer equipment
BS 7273: Code of practice for the operation of fire protection measures: Part 1: 1990: Electrical actuation of gaseous total flooding extinguishers systems

Sprinkler systems test records Smoke extract system test records Escape route pressurisation system test records Emergency lighting system test records Fire extinguisher and fire hose reel test records (in accordance with BS 5306) Legionella risk assessment (in accordance with ACOP 1991, Regulation 6 of Control of Substances Hazardous to Health Regulations 1988 (COSHH), the Health and Safety at Work etc. Act 1974 and HS(G) 70 in the Health and Safety General Series) A register of compliance with the Notification of Cooling Towers and Evaporative Condenser Regulations (1992) Records of legionella risk management implementation for at least past two years (Approved code of practice 1991, COSHH 1988, Health and Safety at Work etc. Act 1974)
-

-

BS 7671: 1992: Requirements for electrical installations. IEE wiring regulations. 16th edn

-

BS 7750: 1994: Specification for environmental management systems BS 8210: 1986: Guide to building maintenance management

-

A3.1.8

Chartered Institution of Building Services Engineers

COSHH records Lift insurance inspection reports Lifting equipment insurance test reports and certificates Pressure vessel and system test reports and certificates

Code for interior lighting (1994) Lighting Guides: LG1 The industrial environment (1989) LG4 Sports (1990) LG5 Lecture. teaching and conference rooms (1991) LG6 The outdoor environment (1992) LG7 Lighting for offices (1993)

-

-

Fume cupboard test reports and certificates Operation and maintenance manuals with sections dealing with how to isolate equipment and emergency procedures (Health and Safety at Work etc. Act 1974) Electrical earthing and insulation test records (every five years, in accordance with BS 7671) Portable appliance test records (Electricity at Work Act) Waste disposal and handling procedures (Environmental Protection Act) Noise assessments Asbestos awareness report General risk assessment Asset register and installation record drawings.

A3.1.9

Other organisations

-

In addition, the following organisations publish safetyrelated documents concerned with minimising the risks associated with working in buildings and especially working on building services systems: The Department of Health, the Heating and Ventilating Contractors' Association, British Gas, Oil Firing Technical Association (OFTEC), Institution of Electrical Engineers, Institution of Plant Engineers, Institute of Refrigeration 2nd many others.

-

-

27

Appendix C
Item
1 2

Maintenance contract check list
Answer Yes/No Comment/information
If yes, state date: If yes, state period:

Is contract commencement date known? Is period of notice of termination of contract agreed (normally l-3 months depending on type of contract)? State terms of payment required (e.g. 28 days from invoice in arrears) State to whom the maintenance invoice should be sent Is the duration of the contract known? Is indexing of contract price required? Is contractor’s liability insurance required? (Normally El million minimum. Client’s building insurance may already cover the property element.) Is contractor’s liability for loss of profit due to negligence or default required? (Not normally included.) Is guarantee of performance required? What routine attendance is normally required (e.g. Monday to Friday 9 am to 5 pm)? Is the contractor to provide emergency call outs facility for: (a) 365 days a year 24 hours a day? (b) 365 days a year normal working hours, 9am to 5pm? (c) other?

3 4 5 6 7

If so, state period (e.g. 3 years): If so, state formula to be used:

8

If yes, state amount:

9 10

11

If other, please state:

12 13

Is a remote monitoring facility, manned by the contractor, required? What response time is required: (a) 4 hours? (b) 2 hours? (c) other?

If other, please state:

Item
14 What procedure for unplanned work is required: (a) prior approval by client? (b) report in arrears (subject to financial limit)? (c) other? 15 Are all call-out charges to be: (a) included in the contract value? (b) invoiced? 16 Are consumables - i.e. filters, lubricants, lamps etc. (a) included in contract value? (b) invoiced separately? 17 Contractors reports required: (a) monthly? (b) quarterly? (c) other? 18 The client has statutory responsibilities associated with operating buildings. What role do you wish the maintenance contractor to take (e.g. to keep you aware of responsibilities; to monitor compliance)? Do you require the maintenance contractor to assume management responsibility for ensuring compliance with all relevant statutory requirements (e.g. lifts, fire inspections, COSHH, legionnaires’ disease)? Who will keep statutory records? Where will they be kept? Do you wish the maintenance contractor to assume full responsibility for energy efficiency? In case of dispute, do you have a preferred arbitrator? Specialist services. Will you have separate maintenance agreements or require the maintenance contractor to be responsible for: (a) (b) (c) (6) lifts and escalators? fire and security systems? refrigeration plant? water treatment? to be:

Answer Yes/No

Comment/information

If other, please state:

If other, please state:

19

20 21

22 23

If yes, please state:

Item
(e) (fj (g) (h) (4 24 25 electrical generating plant? uninterruptable power supplies? building and energy management systems? mechanical handling? other?

Answer Yes/No

Comment/information

If other, state details:

Are operating and maintenance manuals available for the contractor? Is there a current asset register and accurate record drawings of the installations available for the contractor? Do the premises, or any part of them, require the maintenance contractor to comply with security procedures for access? Is any ‘permit to work’ or equivalent system in force to which the maintenance contractor shall comply prior to working on plant? Are any parts of the system or plant covered by warranty or defects liability? Are workshop and/or storage facilities available on the premises? Do you require spares to be held: (a) on site? (b) off site? Is the performance of the contract to be audited? How will maintenance performance be audited? If performance auditing is required, state frequency of inspection to ensure contract is implemented correctly: (a) (b) (c) (6) monthly? quarterly? six monthly? other? If yes, state auditing organisation If yes, briefly describe:

26

27

If yes, state control authority

28 29 30

31 32 33

If other, state details: If yes, state period: If yes, state period:

34 35 36

Will you require random spot checks? Will a cost audit be required on the contract? Will certification of contractor’s invoices be required by auditing party?

Item
37 Will you require cost of variations to be agreed by the auditing organisation - i.e. additional plant, additional call out facilities? Does a maintenance log book exist?

Answer Yes/No

Comment/information
If yes, an agreed certification period for variation invoices will be required. State certification period: If no, do you require auditing organisation to produce this?

38

39

Is planned maintenance documentation to be provided by: (a) auditing organisation? (b) maintenance contractor? (c) others?

If others, please state:

40

Is a service level agreement required? If so, are the following elements to be included: (a) (h) (c) (d) (e) number of men on site? times cover is provided? time for emergency attendance? environmental performance parameters? other?

If other, please state:

41 42

Who is the named client who has responsibility for the contract? Do (a) (b) (c) (d) (e) you have criteria for selecting contractors, e.g. accredited to BS 5750? member of HVCA? past performance? references from other clients? other?

If other, state details:

43

Are special arrangements necessary for out-of-hours working (e.g. security clearance)? Which type of contract do you require: (a) residential staff? (b) mobile staff? (c) ful!y comprehensive? (d> labour only? (e) emergency call out? (f) specialist support? (g) annual renewable? CD other?

44

If other, state details

w

Appendix D
Feature

Outline requirements for computer-based maintenance system
Essential Desirable

Preventive maintenance (PM,l

System automatically schedules and produces PM work orders Can produce detailed description of PM procedures and materials required on the work order Next PM based on date previous PM was completed Work orders can be customised User can control the planning frequency

Work orders

Report of active work orders can be produced Report of deferred work orders can be produced Work order history stored on-line for one year Work orders waiting on spare parts can be flagged

Predictive

maintenance

Maintenance history can be analysed and predicted

Bar coding

Bar code representation of work order number

Reporting

Daily control reports to highlight problem areas Equipment case histories (e.g. in log book form) Monthly management summaries Work-load plots for labour and craft resourcing Costs reported by cost centre

Feature
Inventory

Essential

Desirable

Unit price information for all items Automatic re-ordering below minimum stock level and action report Charge facility against work order for stocked and non-stocked items Physical reconciliation of inventory

Purchase orders

Integration with spare parts Inventory and work order system Suppliers’ details

Recommended purchasing list

Total system requirements

Prewritten PM procedures Can be operated by maintenance personnel Budgeting module

installation

Vendor will supply, install and fully implement system Documented installation procedures Installation support covers hardware and software Vendor provides on-site training

Vendor

consideration

Vendor has proven track record of 4+ years Vendor has full-time staff to implement and maintain programs Vendor is dedicated to specific maintenance software Vendor has dedicated customer service facility for specific maintenance software
w w

BUILDING SERVICES MAINTENANCE MANAGEMENT

Index
Access (for maintenance) Allocating responsibility Architect Asset coding systems management register ‘Book of life’ Breakdown frequency maintenance Briefing for maintenance Budgetary control Budgets Buildings categories matching occupants’requirements Business plan Capacity of services Chartered engineer Client policy role Coding of assets Commissioning specialist Communications Computers and maintenance Computer-based maintenance analysis of requirements implementation justification ownership selection criteria Condition based maintenance Condition monitoring Contract conditions documents maintenance checklist Contractors tendering monitoring cost control guides in use limits 6 4, 10 5 17 8 17 17 20 1,5 10 8 4,7 9 4 4 4 1 2 6-9 6,21 17 6 2 5 8,9, 16, 17 18-19 19,32 19 18 19 18 2 2 12 12 12,28 7,9, 10,20 12 14 4 14 4,6 4,20

Engineering services Environmental conditions Facilities engineering Facilities management Failure, response to Feedback Financial resources Guarantees

2 7, 8, 14

L2 5,7,9 5,14,21 7 17

Period of occupation Planned l i f e ofplant maintenance replacement Plant failure implications of policy for Policy for maintenance Preventive maintenance Professional adviser Quality assurance Quantity surveyor Records Reliability Resident site labour Response time Responsibility boundaries of for maintenance Risk analysis Role client contractor design engineer occupant owner Safety officer Scheduled maintenance Schedules of plant and drawings Spares Specialist authors maintenance support Specifying for maintenance Staff levels of management of training Statues governing maintenance Statutory examination requirements Structural engineer Supervision System Tenancy agreements Tendering contract conditions documentation evaluation of information period for procedure schedules of drawings specifying Terotechnology Testing Third party monitoring Training Unplanned maintenance Warranties Whole-life costs

7, 8,20 $20 3,6, 17 5, 20 57 5 2,7,21 3 3 3,6, 15 5 6, 14, 16 10

Health and safety 4,9, 10, 116,23-27 employer’s responsibility 9 Hours of occupancy 7, 8,20 HVCA, standard maintenance specifications 11,12,13 Image Installation for maintenance Installer Inspection during installation Labour availability directly employed resident site Legislation Levels of maintenance of service Life expectancy Maintenance brief briefing check list contractors cost data instructions level of management manager manuals objectives policy records resources specialists specifying staffing Management Mobile periodic Monitoring effectiveness energy facilities performance third party $20 6 2 6

7,9, li
5,7,9 4,11 4, 10 $20 6,21 10 5 21 3 3 3 6, 12, 13 12,13 5,8 6 2,4,7 5, 15, 20 10 4,7 7,20 15 23-24 23 5 7 3 7, 21 12-14 12 12 14 12 13 12,13 13 11,13 8 6 14 15 3 17 4,6

4, 10 7, 10, 14,15,20 7,9,11 23-27 7,9 9, 11 5,20 2 4 10 12,28 2, 7,9, 10,20 20 6 7,9 2, 10,20 2,4, 7, 8, 10

68
3 2,7-8, 21 6, 14, 16 8 2,4,7 10 7 10-17,20~21 11 16,20 21 5 6,14-15, 16 14 2 6,21 7, 8,20

Design brief 4,5 concepts 5 engineer 5 for maintenance S-6 2 Designer Directly employed labour 7, 10, 14, 15,20 Documentation, building check list 27 Drawings and schedules 6, 12, 13 Emergency maintenance Energy conservation efficiency management manager savings use 2 8 14 8,21 2 4,8, 10 7, 8,21

maintenance

Occupants responsibilities of Occupation period Operating instructions parameters and maintenance manuals Operation Owner role

2,6
7

68
4 3 3-6

34