building services maintenance management

Technical Memoranda

Building servicesmaintenance 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 Secretary K J Butcher

Editor Jackie Wilson

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

Contents

1 Introduction 1

2 Facilities engineering and management 1

3 Definitions 1

4 Owner’s requirements: a brief 3

4.1 The owner’s role 3

4.2 Can the building match the requirements? 4

4.3 Business plan 4

4.4 Responsibility for maintenance 4

4.5 Who operates plant 4

4.6 Maintenance brief 4

4.7 Designing for maintenance 5

4.8 Installation for maintenance 6

5 Client‘s requirements: a policy 6

5.1 The client’s role 6

5.2 Maintenance policy 7

5.3 Levels of service 9

6 Management: procedures and implementation 10

6.1 Allocating responsibility 10

6.2 Maintenance contractors 10

6.3 Briefing and specifying 10

6.4 Checklist 12

6.5 Tendering 12

6.6 Cost guides 14

6.7 Monitoring 14

6.8 Quality assurance 15

6.9 Training 15

6.10 Health and safety 16

6.11 Maintenance records 16

6.12 Asset register 17

6.13 Warranties and guarantees 17

6.14 Planned maintenance 17

7 Computer-based maintenance systems 18

7.1 Outline 18

7.2 Justification 18

7.3 Selection criteria 18

7.4 Implementation 19

7.5 Ownership 19

8 Management: control and feedback 20

8.1 Monitoring effectiveness 20

8.2 Feedback 21

8.3 Modifying and enforcing 21

8.4 Occupant/client role 21

References 22

Bibliography 22

Appendix A Reference documents 23

A1.1 Statutory examination requirements 23

A2.1 Recent legislation 23

A3.1 Relevant non-statutory publications 24

A3.1.6 Water systems 26

A3.1.7 British Standards 26

A3.1.8 Chartered Institution of Building Services Engineers 27

A3.1.9 Other organisations 27

Appendix B Checklist for building documentation 27

Appendix C Maintenance contract checklist 28

Appendix D Requirements for computer-based maintenance system 32

Index 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 sub- contract 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

protection).

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

design engineers, installers, maintenance engineers and facilities manager. How their efforts should be combined

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.

the need for collaboration between the owner, client, heating, air conditioning and life safety systems (e.g. fire

is emphasised in order to ensure that plant and equipment 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. Engin- eering 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.

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.

Chartered engineer (CEng)

A member of a chartered engineering institution who is concerned with the progress of technology through innova- tion, creativity and change; who is competent by virtue of appropriate education, training and relevant experience; can analyse and develop solutions to engineering problems; makes contributions to the development of engineering

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2 Facilities engineering and management

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

principles ofbusiness administration, architecture and the behavioural and engineering sciences.

Installer The person responsible for the running and maintenance of a building, who may or may not be the legal owner; the The person or organisation responsible for installing,

commissioning and handing over the completed engin- 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.

eering 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.

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. equipment.

Condition monitoring

The continuous or periodic measurement and inter- pretation 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 em- nomical use of energy. The energy manager should be consulted whenever maintenance policies or programmes are discussed, particularly with regard to monitoring energy consumption. Occupants

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

Maintenance con tractor

The organisation whose primary function is maintenance of building services plant and equipment. The organisation may also be responsible for operating plant and

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.

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.

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OWNER’S REQUIREMENTS: A BRIEF

Owner 4 Owner’s requirements: a brief 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. 4.1 The Owner's role

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:

Planned maintenance

The maintenance organised and carried out with fore- thought, control and the use of records to a predetermined plan.

Preventive maintenance (a) Future requirements for the building, taking into account the building’s physical performance and

The maintenance carried out at predetermined intervals its functional suitability. This may lead to deci- or corresponding to prescribed criteria and intended to sions regarding: reduce the probability of failure or the performance degradation of an item. (i) The present use of the building anticipating

any likely upgradings and their effect on the life cycles of existing components or engineering services. Professional adviser

(ii) A change of use for the building and the effect A suitably qualified person or body appointed by the of any conversion work on the life cycles of client to provide independent advice on requirements for existing plant or engineering services. the design, operation and maintenance of the engineering services. (b) Statutory and other legal conditions affecting

maintenance requirements.

Any cycles of maintenance work as determined by

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.

(c)

(d)

Quality assurance (a) and (b).

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.

Safety officer 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 con- tractual 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

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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

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 Examples of information to be incorporated in a business objectives can have important effects on design and capital plan are:

- budgeted expenditure 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. -

dates when funding is available

dates when actual and budget costs will be compared - implications of over/underspending

- date of planned building occupancy 4.2 Can the building match the - anticipated income from building

requirements? - levels of service required - operating cost of building

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

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.

-

- planned building life

major capital expenditure on replacement/fur- bishment during building life.

4.4 Responsibility for maintenance

The design process affects subsequent maintenance by, for

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.

broad compatibility, the building should be capable example, defining the accessibility of plant, its capacity

4.3 Business plan

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 4.6 Maintenance brief 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.

4.5 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.

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) The Health and Safety at Work etc. Act 1974 (see sections 5.2.9 and 6.10 and Appendix A).

(b) Cost limitations

Are initial costs limited as in a speculative building development; are subsequent operating and

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OWNER’S REQUIREMENTS: A BRIEF

maintenance costs important, requiring a higher 4.7 Designing for maintenance quality of installation to keep them low; are financial resources limited by time? 4.7.1 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.

(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?

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?

(e)

(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?

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

(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? designs.

(i) Availability of specialist support

Are manufacturers and suppliers of equipment 4.7.3 Design concepts readily available for specialist support and advice; will other sources need to be referred to; if so, will they be accessible?

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

(j) Image 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.

Is there a standard of maintenance set by the owner, client or occupier; will this reflect the public image; is this important?

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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. Commis- sioning 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 econo- mically. 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

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

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

to ascertain that they comply with the original specification and meet the operational requirement. Likewise, plant items must be in agreement with the specification,

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

installed correctly, supplied with satisfactory operating and maintenance information, and supported where necessary with a stock of consumable spares.

associated diagrams should be altered accordingly. 5 Client's requirements: a policy The design engineer should also ensure that detailed operating and maintenance instructions are specified, 5.1 The client's role 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

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).

The most important aspect of the role of the client in maintenance is to define requirements clearly and to

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.

schedule of plant, materials and equipment, giving details express these as the maintenance policy. There may

If planned maintenance is to be adopted, a schedule of

produced. This can be useful for maintenance record

If quality assurance is to be practised, it is essential to

specification, the client's needs cannot be clearly under- maintenance frequencies and life expectancies should be

purposes (see section 6.11).

define the maintenance requirements: without a rigid

stood 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

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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 re- imbursement 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

Decisions regarding the organisation and staffing of

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.

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

5.2.1 Environmental conditions holidays and sickness cover, planning systems, work loading, health and safety policy, staff development,

Heating, ventilation or air conditioning, lighting, com- training etc. and, possibly, developing industrial relations munication and sanitation provide the work environment with trade unions. These requirements need to be taken for the occupiers. The maintenance policy needs to define into account when selecting the manager. the standards to be achieved and the level of reliability that is acceptable. The operating parameters would nor- For directly employed staff, consideration should be given mally be provided in the form of an operating and main- to the level of supervision: this will be related to the tenance manual, and the level of reliability set to meet the complexity and size of jobs being undertaken, and the business needs of the occupier. 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

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

7


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.

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

5.2.5 Maintenance resources Commission avoid being too prescriptive on particular requirements. However, the provision of an asset register

The maintenance of modern installations of mechanical (see section 6.12) would be likely to be accepted as evi- and electrical services requires skilled craftsmen. To use dence that a person had taken reasonable and practicable their abilities properly, resources such as workshop and measures to satisfy this requirement. A list of legislative office facilities with the necessary tools, equipment and and other guidance documents current at the date of transport will have to be provided. These will be required preparing these Technical Memoranda is provided in by directly employed staff and, at least in part, by con- Appendix A. tractors. ‘As installed’ drawings, diagrams, and operating and maintenance manuals will have to be available and When considering the level of maintenance routines or stored safely. the cost of replacement units, both the owner and the

client need to be aware of the implications for total costs Another area to be addressed in the maintenance policy (i.e. purchase, energy, operation and maintenance). Short- is the arrangements to be made for materials, spares and term savings may result in increased running costs, replacement units. Considerable cost, and space, can be additional energy usage and shorter life expectancy (as tied up in keeping spares on site. The cost of holding and with tungsten filament lamps against modern luminaires). managing spares should be estimated, and alternatives explored. This includes ascertaining whether stockists are The maintenance policy should be expressed in terms of readily accessible for items not held on site, and the asset management or the application of professional implications if a non-stock item should fail. practices to physical assets in pursuit of economic life-

cycle costs - a principle often referred to in recent years One resource not always considered is a computer. Infor- as terotechnology. mation 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

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

(a) outside weather conditions

(b) (c) operating time of plant

(d)

(e)

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

5.2.6 Budgetary control affected by five main parameters:

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, fore- casting and progress control against budget. Post-analysis and indices should be used to provide the basis for future plans and budgets.

operating efficiency of plant

comfort level and hours of occupancy

design of existing plant and buildings.

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 mis-

8

CLIENT’S REQUIREMENTS: A POLICY

target. Computerised building management systems

systems or BEMS) should be considered as part of the maintenance policy where appropriate. These systems Breakdown Routine survey or

Level of maintenance (frequently referred to as building energy management Breakdown User reported A

operate in two modes: alarm indication B

Planned Specified items only C provide information Planned 40% of maintainable plant D

active which provide optimum control in accord- Planned 80% of maintainable plant E

- passive which monitor energy consumption and

-

F ance with predetermined parameters. Planned 90% of maintainable plant

Considerable information on energy management is available. A useful initial source of reference is the Energy Efficiency Office. Response time

0.5 hours or less G

Up to 24 hours J

5.2.9 Health and safety Up to 4 hours H

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 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 -

uous 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 eco-

Up to 48 hours

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.

accident procedures and first aid

procedures

control of hazardous materials

tive clothing. service.

- operating instructions and permit to work example, a response time of 0.5 hours implies the contin-

-

- safe access for maintenance personnel and protec- nomic policy. Section 6.3 deals with specifying levels of

This is not an exhaustive list and these Technical Memo- randa are not intended to give definitive information On health and safety. If an employer does not feel it has Examples of levels of service for various building categories 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).

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.

Table 5.1

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:

9


6 Management: proceduresand implementation

6.1 Allocating responsibility

Once the maintenance objectives and policies have beendrawn up, the responsibilities for achieving them must beallocated. Examples of the responsibilities associated withmaintenance are ensuring that:—

—

—

—

all plant and services to be maintained are identified,together with their maintenance requirementsadequate manpower exists for maintenance, andthat it is properly trained and supervisedthe quality of both the work done and the sparesused are satisfactoryfinancial control and reporting procedures areestablished and functioning properly.

6.2 Maintenance contractors

There appears to be growing reliance on contractors forthe maintenance of building services plant possibly dueto such factors as the problems of recruiting suitablyskilled staff, the increasing complexity of equipment andthe attitude of certain major property operators that suchwork should be the responsibility of specialists. Theextent to which contractors are used is also likely todepend on their availability, so factors such as geo-graphical location and building operating times could berelevant.

The complex decision of whether to use a contractor hasto be taken in the light of local circumstances. Somepoints of comparison between contract and directlyemployed labour are given in Table 6.1,

Where it is decided to maintain building services plant byusing contractors, considerable reliance will probablyhave to be placed on the contractor to carry out the workusing unsupervised staff and to report when additionalwork is required. This in turn will require the contractorto employ personnel with the skills and personalities towork satisfactorily in this environment.

BSRIA Application Guide 4/89c5) provides advice on allthe aspects the client should consider when obtainingcontract maintenance. It covers concepts, conditions,specifications, tender procedures, and the monitoring andcontrol of the contract once it is let.

The role of the contractor is likely to depend on the typeof building and extent of engineering services it contains.For the smaller building with only limited services, therole may be confined to periodic visits to the site todetermine that plant is operating satisfactorily, extendingin many cases to an emergency call-out facility. In largerproperties with complex plant, the role may be to providedaytime or even continuous on-site resources. Contractorscan be used for planned maintenance routines, to prepareplant for statutory inspections, to carry out specific

10

Table 6.1 Outline comparison of maintenance serviceContractSelection by tender ensurescompetitive priceInclusive costs for staffadministration and personnelsupportLarge workforce potentiallyavailable to cover variationsin workloadLarge workforce able to coverall skill requirementsFlexible workforce

Workforce may not be able torespond immediately in anemergencyWorkforce may not havebackground knowledge ofthe particular plantSpecialist tools and trainingincludedMonitoring by client may benecessaryProductivity and quality canbe measured

Direct labourDifficult to assess if service iscost effective

Costs not clear-cut, necessary toprovide staff administration andpersonnel support

Difficult to vary size ofworkforce as workloadfluctuates

Workforce may not have fullrange of specialist skillsBreakdowns or emergencieslikely to delay other workWorkforce available torespond in an emergency

Workforce familiar with plantand equipment

Provision of specialist tools andtraining requiredIn-house supervision required

More difficult to measureproductivity

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

6.3 Briefing and specifyingThe difference between a brief and a specification, for thepurposes of this document, is governed by the likelyrecipient. Generally, a brief is provided for in-house staffand a specification for contractors.

6.3.1 Brief

A brief from the client to the maintenance manager isrequired regardless of whether maintenance is beingcarried out in-house or by contractors (see also sections4.6, 5.2 and 6.3.2). The client's brief to the in-housemaintenance manager should describe the requirementsin relation to:—————————

scope of workbudgeting — overall and single-item limitslevel of reliabilityresponse time required to correct faultscriteria for quality of servicereporting procedureaccountability and responsibilityenergy-saving policyhealth and safety policy.

MANAGEMENT: PROCEDURES AND IMPLEMENTATION

6.3.2 Specification Mobile periodic maintenance

The specification lays down, in a clear and unambiguous specialist labour only manner, the duties required of the contractor. It does not specialist labour plus emergency call outs include clauses that describe legal or statutory duties or financial matters: these are reserved for the contract specialist labour plus emergency call outs and documents, discussed in section 6.5. consumable spares

specialist labour plus emergency call outs, con- For a specification, the requirements of all items in the sumable spares and specified replacement parts brief to the maintenance manager (see section 6.3.1), and/or equipment except budgeting, should be described in addition to the following, which generally relate to quality of materials as (d), plus replacement of capital equipment up and workmanship: to a specified price limit per item per job or per

annum†

all inclusive contract as (e), plus supply of all fuels†

(a)

(b)

(c)

(d)

(e)

- (f) †These would typically be contracts of a minimum of three years duration.

description of site and all building services systems

included - detailed schedule of systems and plant to be

- criteria for performance of plant Resident site labour - criteria for performance of systems (a) labour only

- hours of attendance (b) labour plus specialist support

- relevant British Standards and codes of practice (c) labour plus specialist support and consumable spares - labour plus specialist support, consumable spares - spares support 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 - access to the site to specified price limit per item per job or per

- noise, nuisance, pollution and interference annum†

all inclusive as (f), plus supply of all fuels†

quality of staff to be used (d)

(e) quality of parts and materials

details of quality assurance system

communications and work requests (f)

facilities provided

checking, testing and returning to operating requirements

acceptance of work by others

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

-

-

-

- specialist maintained equipment The Heating and Ventilating Contractors Association (HVCA) in conjunction with the CIBSE and the Energy

standard specifications covering maintenance tasks for a range of engineering services, plant and equipment.

- record keeping

- level of service Efficiency Office has produced a series of comprehensive

- responsibility for provision of temporary plant

- specialist duties (e.g. building management The specifications cover: systems)

- heating and pipework services - safety procedures (e.g. for electrical installations, boilers and pressure vessels). - ventilation and air conditioning

- control, energy and building management systems 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.

-

- ancillaries plumbing and sewerage

electrics in the buildings.

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


Table 6.2(a) Sample of the HVCA standard maintenance specification for drive elements — motorsItem

1. Mountings

2. Motor casing

3. Bearings

4. Brushes

5. Windings

6. Terminals andconnections

7. Rating

8. Variable speeddrives and other solidstate controls

Freq

3m3m3m

12m

12m12m

12m

Action

Check condition

Check ventilating louvres are clear

Lubricate where external nipplesor lubricators are fittedCheck condition and replaceif necessary

Clean and test

Check and ensure that they aresecureCheck motor running current

Refer to manufacturer

Notes

Motor should run without any excessive vibration

Check annually bearing wear by measuring shaft floatand end play and replace lubricant in motor bearings

The running current should not exceed the full load value(FLC) shown on the motor data plate

Faults and any special maintenance requirements shouldbe referred to the manufacturer as specialised skills areneeded to deal with this type of equipment

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

6.4 Check list

Appendix C provides a check list to identify the principalitems that need to be considered when assessing therequirements for contract maintenance.

Where no in-house expertise is available it is stronglyrecommended that independent engineering professionaladvice is sought when completing this check list to inter-pret the questions and topics raised and how they applyto specific circumstances. CIBSE provides a register ofnames able to offer this advice.

6.5 Tendering

Tendering is the process where several suppliers of goodsor services are asked to provide quotations for them. If allquotations are made on an equal basis for the supply ofexactly the same commodity then the inquirer need donothing more than accept the lowest price quoted. Thedifficulty comes with ensuring that all tenders are basedupon the same description of service.

The specifier has the choice of detailing every require-ment to the extent that the contractor is merely a supplierof labour or of producing a performance specificationwhich permits the tenderers to use their expertise to influ-ence their quotations. Whichever approach is adopted, theplant and system must be adequately listed to guaranteeequal coverage. This is best achieved using schematicdrawings and schedules of plant and systems, provided bythe client or professional advisers rather than by thecontractor.

6.5.1 Documentation

The documentation that accompanies an invitation totender should include the following:

12

Tendering information and procedure

This describes the actions the tenderer must take tocomplete a successful tender. The deadline for tenders andany special requirements for confidentiality are stated. Allinformation required to be returned with the tender islisted, as are any other points that may affect prices.

Contract conditions

There is no commonly accepted set of contract conditionsfor maintenance of building services. At present, eachcontractor has its own as do some of the large buildingoperators and owners. If contractors are permitted to quoteagainst their own conditions this leads to differenceswhich will affect the level of service, responsibility andtermination clauses and, hence, the comparability oftender quotations.

A detailed consideration of the conditions of contracts isgiven in section 2.6 of BSRIA Application Guide 4/89(5),including the essential contents for a good workablemaintenance contract for engineering services.

Contract conditions should include, as a minimum,clauses relating to the following:——————————

definitionsfixed price contractsupervising officerprovision for monitoringcompliance with statutory regulationsprovision of plant, tools and access equipmentprovision of materialsconsent for subcontractorsagreement of ratespayment


Table 6.2(b) Sample of the HVCA standard maintenance specification for extract fans, including fire/smoke units, water-cooled and kitchen exhaustItem Freq Action NotesGeneral1.

2.

3.

4.

5.

6.

7.

8.

ControlsMotorised control dampersElectrical connections

Fan and motor ('sealed for life'bearings should not be serviced)

Fan impeller and scroll

Motor casing and louvres

Anti-vibration mountings(where fitted)

Non return flap(where fitted)

6m6m6m

6m

6m

12m

6m

6m

Check correct actionCheck operationCheck all flexible connectionsand electrical insulation

Lubricate according tomanufacturer's instructions

Check condition

Check condition and clean

Check mountings, belts andfixings for security

Check operation

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

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

—

——————

——————

valuation and authorisation of payment for extraworkdefects liabilitycontractor's obligationsinsurances and liabilityassignmentpayment of fair wagesVATterminationdisputesarbitrationcontract period and renewalprice adjustment formulae for inflationownership of replacement parts and plant.

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 systemsrequired to be included are listed, and that any particulardifficulties such as access are apparent. Schedules ofequipment and sufficient drawings must be included sothat the tenderers have a complete picture of the plant andsystems for which they are being asked to be responsible.Too many drawings will not be appreciated.

6.5.2 Procedure for tendering

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

number, but not the names, of the contractors they arecompeting with.

During the tender period, individual contractors may askquestions to clarify requirements. These should be record-ed and circulated, with the answers, to all other tenderersto guarantee equality of information.

Upon evaluation of tenders, a strict procedure should beadopted. If a tenderer offers a qualification that materiallyalters the nature of the work required, then it should beinvestigated. It is possible that a qualification highlightsan imperfection in the tender documentation, in whichcase further correspondence between the engineer andtenderer may be necessary.

Any tender price that is considerably less than the othersshould be carefully investigated to verify that the tendereris fully aware of the responsibilities and is capable ofproviding the service required.

Once a contract is awarded, all the tenderers should beinformed of the quotations and who their competitorswere, but not in such a way that the prices can be linkedwith the relevant tenderer.

The tender documents will include a form that the tender-er must sign and return with the quotation for providingthe service asked for. Acceptance of this document is allthat is required, but it is preferable for the employer andthe contractor to receive copies of the tender documentsand contract conditions signed by both parties. Thesecontract documents then form the basis of the agreement.

6.5.3 Period for tendering

The tendering process takes time to complete; an obviousfact but one that is frequently overlooked.

Approximately six weeks should be allowed for the prepa-ration of a specification. This allows time to develop the

13


Table 6.3 Guide to costs for maintaining mechanical andelectrical services

Building type

Data process ingHospitalsHotelsOffices, industrial, universityLeisureMajor retailSchools, residential homes

(£ per m2

46-5612-14

8-106-9

4-63-52-4

Based on BSRIA and other research, dated mid-1991

specific portion relating to the particular needs of thebuilding and client. Schedules of plant and systems plusschematic drawings also need to be prepared.

The length of the tender period will depend upon the sizeof the job but should be in the order of three to six weeksfrom the issue of documents to the receipt of tender. Theevaluation of tenders and discussions within the client'sorganisation may require two or more weeks.

Once the contract is awarded, the successful contractorwill need to establish a team, equipment etc., which maytake up to six weeks.

For these reasons, the client is advised to allow at leastthree months from the start of discussions to the date thatmaintenance is required to begin.

6.6 Cost guides

Property owners and operators, maintenance specialistsand professional advisers are constantly seeking guidanceon maintenance costs to help prepare budgets and tomonitor performance.

Research by the Building Services Research and Informa-tion Association (BSRIA) has indicated an approximateone to one relationship between the energy and mainte-nance costs of property. Variations will occur accordingto the type, size and function of the building, its location,number of hours of occupation, the range and types ofengineering services within it, and the maintenanceregime adopted (e.g. planned or response to breakdown).

The figures in Table 6.3 provide a guide to the costs formaintaining mechanical and electrical services for varioustypes of building, based on data obtained from researchcarried out in 1991. To obtain current values, cost indictscan be used (e.g. as provided by the Building MaintenanceInformation — a division of the Royal Institution ofChartered Surveyors' Business Services). The figures inthe table are based on normal use by the stated type ofbuilding (e.g. 24 hour for data processing, hotels andhospitals; 8 am to 6 pm for offices; 7 am to 10 pm forleisure buildings). Significant local variations to such'normal' usage will need to be taken into account whenusing these guide figures.

14

Information on the costs of measured term contracts formaintenance of mechanical and electrical services isavailable from the National Schedule of Rates, 82 NewCavendish St, London W1M 8AD (Telephone: 0171 5805588). The Royal Institution of Chartered Surveyors(RICS) also publishes information on costs of engineeringservices maintenance.

6.7 Monitoring

The work of establishing a satisfactory maintenanceservice is not finished when the contract is awarded or in-house staff appointed. Monitoring of performance thencomes into action.

In this context, monitoring is the inspection of buildingservices systems and of maintenance records at a mini-mum frequency and level of detail to be able to form anopinion regarding its compliance with agreed criteria. Itis also the means for determining whether the mainte-nance policy is being adhered to, and for providingfeedback as to the effectiveness of that policy. Monitoringis a separate activity from supervision and should becarried out by qualified personnel unconnected with themaintenance being monitored.

Responsibility for providing a satisfactory maintenanceservice and its associated supervision should be seen to lieclearly with the maintainers. However, the client shouldinstitute some form of monitoring to ensure value formoney is obtained and to identify any changes in therequirements or systems that need to be made.

Where there are no suitable staff in-house, an independentprofessional adviser can be engaged to carry out this work,It is not advisable to use a maintenance contractor as amonitor because that company's normal business placesit in a competitive position which may lead to a conflictof interests.

A brief is required for the monitor and should reflect thereason for which monitoring is required. Suitable record-keeping systems (see section 6.11) should also be in placeto provide the monitor with necessary information. Forexample, if energy efficiency is to be assessed, records ofexternal and internal conditions taken at suitable intervalswill be necessary, as well as records of fuel consumption,periods of occupancy and any relevant changes in buildinguse or installed loads. The record-keeping systems can bedevised before the monitor is appointed, but it is better ifthey are formulated jointly.

Typical elements covered by monitoring include thefollowing:—

————

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?


- are agreed spares being held on site? 6.8 Quality assurance -

Although the concept of quality assurance has tradition-

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

faction in a maintenance service, while perhaps con- centrating 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

are records being correctly maintained?

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?

- is the maintainer using the agreed standard and ally been applied to products, the same principles of quality

-

- customer. As an example, the criteria for customer satis- -

-

- also be highly relevant.

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?

The application of quality assurance techniques intro- duces 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 consis- tency. The documented procedures are normally confi- dential 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 re- assurance 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 6.9 Training 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

developing that are a matter of professional opinion

a check of documentation only is inadequate. The whole site should be seen on each visit.

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

-

- measurable conditions to prevent disagreements 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


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. Adminis- trative staff should also be included in the training programme. ability

Training should seek to achieve the following:

-

6.11 Maintenance records

Record keeping is an important aspect of maintenance. Maintenance records are normally required for the following purposes:

(a) Verification of maintenance for local account-

(b) 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.

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

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.

-

-

-

-

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. policy.

(c)

(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.

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 cur- rently in preparation(4).

Client: Sets out the health and safety policy statement (e) For financial planning and ensures it is brought to the attention of all employees.

Allocates responsibility to implement policy. Allocates responsibilities to indivi- duals. Ensures adequate arrangements for Maintenance records can be kept in manual form in log health and safety. books or as computer records. They normally contain:

a schedule of plant and equipment requiring main- Specifies the methods of use, handling, tenance (an asset register, see section 6.12) storage and transport of articles and substances. Specifies training requirements. - instructions which highlight planned mainte-

nance tasks and give guidance on the execution of Ensures persons under his or her control these tasks and the method of selecting frequencies work safely and that the work is allocated method of recording the outcome of maintenance to persons competent to perform it. Issues

inspections and tests, other maintenance work instructions for work and trains workers. (e.g. repairs and replacements) and worker’s sig- Carries out specified work safely in accord- nature. Any changes to plant such as control set ance with any particular requirements laid points, subsequent action required and details of down by the supervisor. the work done should also be recorded.

Statistical information on past maintenance needs should assist the manager to forecast future maintenance costs.

Manager :

Engineer: Specifies the plant and systems of work. -

Supervisor: -

Operative:

16


It is also worth considering a 'book of life' for the building.This comprises validated plans covering such aspects asthe engineering services, floor plans, contract documents,modifications, maintenance histories, and changes ofownership and tenancy.

6.12 Asset register

The asset register is a fundamental component of a main-tenance management plan or system. It is likely to be acomprehensive listing of data, and computers can offer apowerful means of controlling and referencing the infor-mation (see section 7).

The engineering services system in a building is an asset,and to manage the maintenance of the system may requirecomplex data to be handled. For example, the detailedmaintenance requirements of each part of the system, themethod of executing the maintenance policy, historicalinformation about previous maintenance and mainte-nance costs collected over a period of time. To assist inthis task, the components of the system may be dividedinto sub-assets.

The level of division depends upon the complexity of theasset and the need to identify components as individualentities for the management and execution of mainte-nance. For example, an air conditioning installation maybe divided into components such as air-handling units,chillers and switchgear in order to identify the main-tenance needs, to record costs or to log other informationassociated with its maintenance.

An asset register is a record of all assets and sub-assets,each of which is normally given a unique reference toprovide an address for the information related to it. Theregister provides a structure for recording, retrieving andanalysing information.

The following are some of the significant applications ofan asset register:——

——

as a plant inventory

as basic data for a computer-based maintenancesystem

for identifying plant details

for recording the maintenance requirements

Table 6.4 Example of asset coding

Asset

Boiler installations

Pumps

Heating installation

Air conditioning installations

Code

200

10100

400

Table 6.5 Example of asset location coding

Location

Basement plant room

Roof plant room

Code

1

2

—

—

—

for recording/extracting information associatedwith the maintenance of an assetfor an accountant to establish the provision thatneeds to be made for plant replacement

for insurance purposes.

Asset coding systems identify assets and sub-assets. Theexistence of a coding structure facilitates transfer of thesystem to a computer. Table 6.4 shows an example of anasset coding system. An asset coding structure may alsorequire a code to identify the location of the asset (seeTable 6.5).

In such a system, a digit followed by an X refers to the localidentification of the asset defined by the previous set ofdigits, within a group of similar assets. Using the examplesgiven in Tables 6.4 and 6.5, the No. 3 pump of No. 2 boilerin the basement plant room is given the code:

1.200.2X.10.3X

where the first set of digits identifies location; the secondset of digits identifies the installation category; the nextset of digits, if followed by X, identifies the local referenceof the installation (i.e. the boiler installation No. 2 in thatlocation); and so on.

It should be clear from this example that excessive divi-sion of assets to their sub-assets could lead to unwieldy andcomplicated asset coding systems, which are normallyexpensive to manage. The level of division of an assetrequires careful consideration between the value of infor-mation attached to each subdivision and the cost ofmanaging the asset structure.

6.13 Warranties and guarantees

It must be appreciated by all parties concerned withmaintenance that warranties and guarantees on plant andequipment can remain valid only if the necessary work iscarried out at the appropriate frequencies and, in certaininstances, by qualified personnel.

6.14 Planned maintenance

A systematic approach is essential if planned maintenanceis to be properly implemented using either manual orcomputerised systems. An outline of the components of aplanned maintenance system is given in Figure 6.1.

17


Figure 6.1 Components ofa planned maintenance system

Assetregister

Corrective andemergency

maintenance

Manpowerschedule

Budgetpreparation

Costcontrol

Planthistory

Work inprogress file

Workorders

Maintenanceprogramme

Maintenanceschedules

Workspecifications

Spares andstock control

7 Computer-basedmaintenance systems

7.1 Outline

A maintenance management system (MMS), whether onpaper or computer, provides the means of organising andcontrolling the maintenance function by logically order-ing the collection and use of information. As the quantityof information increases, some means is required toprocess it and produce useful data. Manual systems can goso far, but as more detail is required on which to basemanagement decisions, the application of computersbecomes increasingly attractive.

A number of computer-based maintenance managementsystems are now available. These, however, provide onlya framework which needs to be adapted to the specificrequirements of each user. Such adaptation must takeaccount of both the organisation and its structure, whereit 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 tobe considered. It would be useful to be able to present asimple cost-benefit analysis comparing the cost of pur-chasing, installing and operating a system against thepotential savings or benefits. In the process industry, forexample, failure of production equipment can be clearlyrelated to loss of output and associated costs. This is notpossible, however, within the building services industry.There is, though, a growing awareness of the consequen-

18

tial cost of loss of vital engineering facilities within abuilding. The cost implications of such an event mayprovide the justification for a computer-based main-tenance system.

Additionally, computer-aided systems can be justified ona subjective assessment of likely improvements. This willin general be based on improving maintenance perform-ance and efficiency by saving time and resources, as actualcost savings may be difficult to quantify.

The more important maintenance is to the smooth run-ning of an organisation, the greater will be the need forrecords, cost data, instructions and effective control. Thegreater the maintenance expenditure, the more interestthere is likely to be in controlling it and obtaining asatisfactory level of performance. Some organisations maybe interested in recording the property estate and itsassociated maintenance costs, others may require to detailindividual jobs to tradesmen. As a rough guide, whenlabour use is of prime interest, a force of about 20 trades-men has been found to justify using a computer-aidedsystem.

7.3 Selection criteria

Computer software, not hardware, is the principal criterionfor selection. It governs information output, affects howdata are entered and controls storage. The effectiveness ofa computer system is determined by the capabilities of thesoftware to produce relevant output.

In general, the procedures required for a maintenancepackage are already well defined and should not requireto be purpose written for building services applications.

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 scor- ing 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. information.

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

Under English law, copyright or any intellectual property rights in drawings, plans, specifications, computer pro-

7.4 Implementation grams, schedules, reports, calculations and other documents prepared by the contractor or an independent

Once a system has been purchased, it is essential to look consultant would belong to the contractor or the con- carefully at how it will be implemented. Ready-written sultant, unless specifically assigned. software may require modification of the operating procedures and structure of your organisation. Maintenance Consultants or contractors must warrant that any docu- implementation also places a large burden on managers ments or materials produced by them in carrying out their to ensure that their philosophy is adopted in the system. responsibilities will not infringe third party intellectual

property rights and must agree to indemnify the client A high proportion of implementation costs is putting the against any and all liability and costs suffered by the client basic data - such as list of assets, maintenance schedules, or other parties having an interest in the project as a result work orders, spares and stock details, and budget infor- of a breach of such warranty. mation - into the system. Most of the required data will need to be entered manually. The cost of ensuring that The contractor or consultant should grant to the client a staff are adequately trained and confident to use the royalty-free, non-exclusive licence to use or reproduce all system can also be significant. A staff familiarisation drawings, plans, other documents and computer systems programme should be established, and the training avail- of whatever nature and the information contained which able from suppliers carefully assessed to ensure it matches has been written or produced by the consultant, contractor requirements. or on its behalf in the course of performing the service.

This licence should be without limitation and should The following sequence is recommended: permit the client to grant sublicences and should be

transferable to a third party. (a) determine computer processing procedures

(b) 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 main- (c)

(d) tenance from one organisation to another. Equally, if a building is sold, the maintenance records should be

(e) transferable to the new building owners. In order to clarify the position, conditional clauses should appear in the

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.). maintenance management documents.

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.

This information is not intended to be a legally secure definition and appropriate professional advice should be sought on any precise wording.

19


8 Management: control and 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.

feedback

8.1 Monitoring effectiveness

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

how reasonable and achievable the desired objectives are (see section 6.6).

Some of the objectives included in the maintenance brief

services, risk analysis and client image. Other aspects that could be considered are environmental conditions, occu-

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

operators are beginning to use their own technical specialists for this role or to appoint professional advisers.

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

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

continuously), its mode of operation and the extent of maintenance. To estimate the cost-effective life of plant,

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

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.

your targets with published guidance figures to discover likely life expectancy of various types of plant. The spread

(see section 4.6) are cost limitations, planned life of of usage of plant (e.g. whether it is used intermittently or

pation times and energy management. Of these, client all known variables such as the method of operation and

have been trusted to them, though enlightened building provision for plant replacement in financial budgets.

8.1.1 Cost limits

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

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.

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.

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,

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 main- pressure vessels and boilers. Mandatory requirements

exist for electrical installations and fire alarms. The tenance 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.

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


References 1

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 air- conditioning 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) (1984- 1993)

BS 8207: 1985: Code of pracrice for energy efficiency in buildings (London: British Standards Institution) (1985)

Caristi A J

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 (Lon- don: 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)

2

3

4

5

6

7 Quality management systems CIBSE Applications Manual AM9 (London: Chartered Institution of Building Services Engineers) (1993) McGraw Hill) (1991)

Practical air conditioning equipment repair (New York:

Cox R M 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)

A Kelly Maintenance and its management (Farnham: Conference Com- munication) (1989)

Contract operation and maintenance and mechanical systems

Bibliography Health Building Note

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

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)

Inspection of building services plant and equipment - a review of current practice BSRIA Technical Note 6/86 (Bracknell: Building Mann L Maintenance management (Massachusetts: Lexington) (1982)

Owning and operating costs CIBSE Guide Section B18 (London: Char- tered 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

- chains, ropes and lifting tackle. Forklift trucks etc., when fitted with chains or ropes as part of

powered access equipment (cherry pickers etc.) permanent suspended access equipment (e.g. window cleaning equipment)

Appendix A Reference documents lifting equipment

-

A1.1 Statutory examination requirements -

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. dismantled

There are also specific regulations that require examination and testing of equipment, such as the three Con- struction 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 non- compliance 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

14 months - cranes (including chain blocks): a thorough exami-

nation is required every 14 months and the surveyor may require, at his discretion, that certain parts are

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

nations, details of modifications/repairs and any manufacturers’ information supplied with new

-

-

-

maintenance company. - keep adequate records of the most recent exami-

A1.1.1 Factories Act 1961 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 -

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

- escalators Act, increasing dramatically the number of buildings (and

power driven lifts - passenger and goods

builders’ hoists -

23


people) covered, and bringing a commonality to the requirements.

These regulations must now cover a much broader spec- trum 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 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 A3.1.1 Health and Safety Executive approved 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 2nd edn (1993) The Workplace (Health, Safety and Welfare) Regulations 1992 The Clean Air Acts 1956, 1968 and 1993 The Factories Act 1961 Electricity

The Offices, Shops and Railway Premises Act 1963 HS(G)13 (1980) The Fire Precautions Act 1971 HS(G)85 (1993) The Control of Pollution Act 1974

The Energy Conservation Act 1981 HS(R)25 The Environmental Protection Act 1990 at Work Regulations 1989 (1989) The Construction (General Provisions)

First aid Regulations 1961

The Construction (Health, Safety and Welfare) COP42 Regulations 1966 Aid) Regulations 1981. Approved code of practice and The Construction (Working Places) Regulations 1966 guidance (1990)

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 Workman- ship, 1992 edition The Model Water Byelaws 1986

maintenance operations 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.

(and other) codes of practice

Asbestos

L27 Asbestos at Work Regulations 1987. Approved code of practice 2nd edn (1993)

L28 and asbestos insulating board. Control of Asbestos at Work Regulations 1987. Approved code of practice

The Control of Asbestos at Work (Amendment) Regulations SI 3068 (1992)

The control of asbestos at work. Control of

Work with asbestos insulation, asbestos coating

Electrical testing: safety in electrical testing

Electricity at work: safe working practices

Memorandum of guidance on the Electricity

First aid at work. Health and Safety (First-

24

REFERENCE DOCUMENTS

Gas

COP20 Approved code of practice (1987)

Hazardous substances (1987) L5 Control of substances hazardous to health HS(G)38 Lighting at work (1987) 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 services (1989) (including legionnaires' disease). Approved code of practice (1991) containers (1990)

Noise

(HSE) Noise at work: noise guides nos 1-2. Guidance on regulations (1989)

HS(G)56 Noise at work. Noise assessment, inform- HS(G)56 Noise at work. Noise assessment, information and control. Noise guides nos 3-8 (1990)

Pressure systems

COP 37 and Transportable Gas Containers Regulations 1989. Approved code of practice (1990)

Health and Safety General Series

HS(G)27 of information (1989)

HS(G)37

Standards of training in safe gas installation. Substances for use at work: the provision

Introduction to local exhaust ventilation

HS(G)39 Compressed air safety (1990)

HS(G)47 Avoiding danger from underground

HS(G)51 Storage of flammable liquids in

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)

ation and control. Noise guides nos 3-8 (1990)

HS(G)57 Seating at work (1991)

HS(G)60 to prevention (1990)

HS(G)61 risks at work (1990)

HS(G)65

Work related upper limb disorders: a guide

Surveillance of people exposed to health

Successful health and safety management

Safety of pressure systems. Pressure Systems

A3.1.2 Health and Safety Executive guidance (1991)

notes HS(G)70 The control of legionellosis including legionnaires' disease 3rd edn (1993)

HS(G)85 Electricity at work: safe working

HS(G)97 A step by step guide to COSHH assessment (1993)

Chemical Series

CS4 Keeping of LPG in cylinders and similar practices (1993) 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

GS6 lines (1991)

GS15 General access scaffolds (1982) GS16 Gaseous fire extinguishing systems: precautions L1 for toxic and asphyxiating hazards (1984)

GS23 Electrical safety in schools (revised) (1990) L5 Control of substances hazardous to health GS2S Prevention of falls to window cleaners (1983)

GS27 Protection against electric shock (1984)

GS3 1 Safe use of ladders, step ladders and trestles (1984)

GS37 Flexible leads, plugs, sockets etc. (1985) of practice (1991) GS38 Electric test equipment for use by electricians (revised) (1986) GS42 Tower scaffolds (1987) L22 Work equipment. Provision and Use of Work

Health and Safety Regulations Series

HS(R)23 and Dangerous Occurrences Regulations 1985 (1986)

HS(R)2S at Work Regulations 1989 (1989)

HS(R)30 portable Gas Containers Regulations 1989 (1990)

Guide to the Reporting of Injuries, Diseases

Memorandum of guidance on the Electricity

A guide to the Pressure Systems and Trans- Safety in pressure testing (revised) (1992) Avoidance of danger from overhead electrical

Legislation Series

(4th edn) (1990)

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

L21 Regulations 1992. Approved code of practice (1992)

A guide to the HSW Act (formerly HS(R)6)

Management of Health and Safety at Work etc.

25


Equipment Regulations 1992. Guidance on regulations IND(G)73(L) (1992) the risk of solitary work (1989)

L23 Manual handling. Manual Handling Operations IND(G)79(L) Danger: gas appliances must be Regulations 1992. Guidance on regulations (1992) properly installed and serviced (revised) (1992) L24 Workplace health, safety and welfare. IND(G)92(L) Dangerous substances on site: notifi- Workplace (Health, Safety and Welfare) Regulations cation and warning signs (1990) 1992. Approved code of practice and guidance (1992) IND(G)109(L) L25 employers on musculoskeletal disorders (revised 1992) Regulations 1992. Guidance on regulations (1992)

L26 Safety (Display Screen Equipment) Regulations 1992. A3.1.5 Other HSC/E guidance Guidance on regulations (1992)

Working alone in safety: controlling

Lighten the load: guidance for Personal Protective Equipment at Work

Display screen equipment at work. Health and

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

Medical Series

MS13 Asbestos (revised) (1988)

MS15 Welding (1978) A3.1.6 Water systems

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)

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)

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

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 Avoiding water hammer in steam systems (1988) air devices

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

Health and Safety Executive Specialist Inspector Reports

Sick building syndrome: a review (1992)

A3.1.4 Health and safety leaflets

IND(G)1(L) legal duties of designers, manufacturers, importers and suppliers and erectors and installers (revised) (1991)

Articles and substances at work; the

26

CHECK LIST FOR BUILDING DOCUMENTATION

BS 5839: Fire detection and alarm systems for Appendix B Check list for building documentation 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

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

BS 6867: 1987 (1993): Code of practice for maintenance of electrical switchgear for voltages above 36kV BS 7083: 1989: Recommendations for the accom- modation and operating environment of computer equipment accordance with BS 5306)

BS 7273: Code of practice for the operation of fire protection measures: Part 1: 1990: Electrical actuation of gaseous total flooding extinguishers systems BS 7671: 1992: Requirements for electrical installations. IEE wiring regulations. 16th edn

BS 7750: 1994: Specification for environmental management systems

management

The following is a list of documentation that, where applicable to the building concerned, building owners

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.

BS 5970: 1992: Code of practice for thermal insulation must keep. Other documentation may be desirable but

- 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

-

- Sprinkler systems test records above 1kV and up to and including 36kV - Smoke extract system test records

Emergency lighting system test records

- Escape route pressurisation system test records -

- Fire extinguisher and fire hose reel test records (in

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 Regu- lations (1992)

tation for at least past two years (Approved code of practice 1991, COSHH 1988, Health and Safety at Work etc. Act 1974)

-

-

BS 8210: 1986: Guide to building maintenance - Records of legionella risk management implemen-

A3.1.8 Chartered Institution of - COSHH records Building Services Engineers - 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) - Fume cupboard test reports and certificates

LG7 Lighting for offices (1993)

-

LG6 The outdoor environment (1992) - 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 (Environ- mental Protection Act) Noise assessments Asbestos awareness report General risk assessment

- A3.1.9 Other organisations

In addition, the following organisations publish safety- related 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 Tech- nical Association (OFTEC), Institution of Electrical Engineers, Institution of Plant Engineers, Institute of

-

-

-

-

-

Refrigeration 2nd many others. - Asset register and installation record drawings.

27

Appendix C Maintenance contract check list

Item

1 Is contract commencement date known?

2 Is period of notice of termination of contract agreed(normally l-3 months depending on type of contract)?

AnswerYes/No Comment/information

If yes, state date:

If yes, state period:

3 State terms of payment required (e.g. 28 days from invoice in arrears)

4 State to whom the maintenance invoice should be sent

5 Is the duration of the contract known? If so, state period (e.g. 3 years):

6 Is indexing of contract price required? If so, state formula to be used:

7 Is contractor’s liability insurance required? (Normally El million minimum.Client’s building insurance may already cover the property element.)

8 Is contractor’s liability for loss of profit due to negligence or default required? If yes, state amount:(Not normally included.)

9 Is guarantee of performance required?

10 What routine attendance is normally required (e.g. Monday to Friday9 am to 5 pm)?

1 1 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? If other, please state:

12 Is a remote monitoring facility, manned by the contractor, required?

1 3 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?

1 5 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?

to be:

1 8 The client has statutory responsibilities associated with operatingbuildings. What role do you wish the maintenance contractor to take

(e.g. to keep you aware of responsibilities; to monitor compliance)?

19 Do you require the maintenance contractor to assume managementresponsibility for ensuring compliance with all relevant statutoryrequirements (e.g. lifts, fire inspections, COSHH, legionnaires’ disease)?

20 Who will keep statutory records? Where will they be kept?

21 Do you wish the maintenance contractor to assume full responsibility forenergy efficiency?

22 In case of dispute, do you have a preferred arbitrator?

23 Specialist services. Will you have separate maintenance agreements orrequire the maintenance contractor to be responsible for:

(a) lifts and escalators?(b) fire and security systems?(c) refrigeration plant?(6) water treatment?


If other, please state:


If yes, please state:

Item

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

24 Are operating and maintenance manuals available for the contractor?

25 Is there a current asset register and accurate record drawings of theinstallations available for the contractor?

26 Do the premises, or any part of them, require the maintenancecontractor to comply with security procedures for access?

27 Is any ‘permit to work’ or equivalent system in force to which themaintenance contractor shall comply prior to working on plant?

28 Are any parts of the system or plant covered by warranty or defects liability?

29 Are workshop and/or storage facilities available on the premises?

30 Do you require spares to be held:(a) on site?(b) off site?

3 1 Is the performance of the contract to be audited?

32 How will maintenance performance be audited?

33 If performance auditing is required, state frequency of inspectionto ensure contract is implemented correctly:

(a) monthly?(b) quarterly?(c) six monthly?(6) o t h e r ?

34 Will you require random spot checks?

35 Will a cost audit be required on the contract?

36 Will certification of contractor’s invoices be required by auditing party?


If other, state details:

If yes, briefly describe:

If yes, state control authority

If yes, state auditing organisation




w

ItemAnswerYes/No

37 Will you require cost of variations to be agreed by the auditingorganisation - i.e. additional plant, additional call out facilities?

38 Does a maintenance log book exist?

39 Is planned maintenance documentation to be provided by:

(a) auditing organisation?(b) maintenance contractor?(c) others?

40 Is a service level agreement required? If so, are the following elementsto be included:

(a) number of men on site?(h) times cover is provided?(c) time for emergency attendance?(d) environmental performance parameters?(e) other?

41 Who is the named client who has responsibility for the contract?

42 Do you have criteria for selecting contractors, e.g.(a) accredited to BS 5750?(b) member of HVCA?(c) past performance?(d) references from other clients?(e) other?

43 Are special arrangements necessary for out-of-hours working(e.g. security clearance)?

44 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?

Comment/information

If yes, an agreed certification period for variationinvoices will be required. State certification period:

If no, do you require auditing organisation toproduce this?

If others, please state:



If other, state details

Appendix D Outline requirements for computer-based maintenance system

Feature 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

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

Essential Desirable

ww


IndexAccess (for maintenance)Allocating responsibilityArchitectAsset

coding systemsmanagementregister

64, 10

5

1 78

1 7

‘Book of life’Breakdown

frequencymaintenance

Briefing for maintenanceBudgetary controlBudgetsBuildings

categoriesmatching occupants’requirements

Business plan

1 7

2 01,5

1 08

4,7

944

Capacity of services 4Chartered engineer 1Client 2

policy 6 - 9role 6,21

Coding of assets 1 7Commissioning 6

specialist 2Communications 5Computers and maintenanceComputer-based maintenance

analysis of requirementsimplementationjustificationownershipselection criteria

Condition based maintenanceCondition monitoringContract

conditionsdocumentsmaintenance checklist

Contractorstenderingmonitoring

costcontrolguidesin uselimits

8,9, 16, 1718-1919,32

1 9181 91 8

22

1 21 2

12,287,9, 10,20

1 21 4

41 4

4,64,20

Designbrief 4,5concepts 5engineer 5for maintenance S-6

Designer 2Directly employed labour 7, 10, 14, 15,20Documentation, building check list 2 7Drawings and schedules 6, 12, 13

Emergency maintenanceEnergy

conservationefficiencymanagementmanagersavingsuse

2

81 4

8,212

4,8, 107, 8,21

34

Engineering services 2Environmental conditions 7, 8, 14

Facilities engineeringFacilities managementFailure, response toFeedbackFinancial resources

Guarantees 1 7

Health and safety 4,9, 10, 116,23-27

L25,7,9

5,14,217

employer’s responsibilityHours of occupancyHVCA, standard

maintenance specifications

97, 8,20

11,12,13

Image $20Installation for maintenance 6Installer 2Inspection during installation 6

Labouravailabilitydirectly employedresident site

LegislationLevels

of maintenanceof service

Life expectancy

4, 107, 10, 14,15,20

7,9,1123-27

7,99, 115,20

Maintenancebriefbriefingcheck listcontractorscost datainstructionslevel ofmanagementmanagermanualsobjectivespolicyrecordsresourcesspecialistsspecifyingstaffing

ManagementMobile periodic maintenanceMonitoring

effectivenessenergyfacilitiesperformancethird party

24

1 012,28

2, 7,9, 10,202 0

67,9

2, 10,202,4, 7, 8, 10

683

2,7-8, 216, 14, 16

82,4,7

1 07

10-17,20~211 1

16,202 1

56,14-15, 16

1 4

Occupantsresponsibilities of

Occupation periodOperating

instructions

26,21

7, 8,20

parametersand maintenance manuals

OperationOwner

role

2,67

6843

3 - 6

Period of occupationPlanned

l i f e ofplantmaintenancereplacement

Plant failureimplications ofpolicy for

Policy for maintenancePreventive maintenanceProfessional adviser

7, 8,20

$203,6, 17

5, 20

575

2,7,2133

Quality assurance 3,6, 15Quantity surveyor 5

RecordsReliabilityResident site labourResponse timeResponsibility

boundaries offor maintenance

Risk analysisRole

client

6, 14, 161 0

7,9, li5,7,9

4,114, 10$20

contractordesign engineeroccupantowner

6,211 0

52 1

3

Safety officerScheduled maintenanceSchedules of plant

and drawingsSparesSpecialist

authorsmaintenance

33

6, 12, 1312,13

5,8

supportSpecifying for maintenanceStaff

levels ofmanagement oftraining

Statues governing maintenanceStatutory examination requirementsStructural engineerSupervisionSystem

62,4,7

5, 15, 201 0

4,77,20

1523-24

2 3573

Tenancy agreements 7, 21Tendering 12-14

contract conditions 1 2documentation 1 2evaluation of 1 4information 1 2period for 1 3procedure 12,13schedules of drawings 1 3specifying 11,13

Terotechnology 8Testing 6Third party monitoring 1 4Training 1 5

Unplanned maintenance 3

Warranties 1 7Whole-life costs 4,6

building services maintenance management

Documents

time of publication

rights of publication

following publication

cibse maintenance task

j butcher editor jackie

s samuel p s g scurry

technical memoranda

whyte publications secretary