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Introduction to cyber-physical systems in the built environment
Published in Anil Sawhney, Mike Riley, Javier Irizarry, Construction 4.0, 2020
Pardis Pishdad-Bozorgi, Xinghua Gao, Dennis R. Shelden
An organization’s facility management (FM) department usually faces decision making challenges because the estimated life-cycle cost of a building component or system is not available to facility managers. For example, if the energy performance of a building’s HVAC system is worse than expected, it is difficult to determine which of the following options is the most economical one: hiring a vendor to identify the cause and repair it if possible, updating the HVAC system by replacing the old energy-intensive equipment such as the heaters, or just running the system as usual and bearing the extra energy cost. The life-cycle cost analysis (LCCA) can be complicated because if renovation or installation work is required, the facility managers should consider not only the purchasing expense and the actual energy consumption but also the cost of labor, building closure, business interruption, and the influences on the future maintenance.
Functional Interfaces
Published in Jon M. Quigley, Kim L. Robertson, Configuration Management, 2019
Jon M. Quigley, Kim L. Robertson
If the organization is of a brick and mortar type, it will need to manage those facilities. Facility management is the coordination and maintenance of the physical things that keep the organization running and working at peak performance. Enterprise-level CM implementation is centric to addressing facilities concerns. This includes the utilization of space and layout, manufacturing, test equipment, and machinery; organizational infrastructure and equipment to keep our personnel safe and productive; management of property and metrology to assure item certification for use is current; and compliance with regulations and assorted codes (e.g., health, safety, and fire codes). Facilities also manages the maintenance of equipment, including repair to or replacement of capital assets such as buildings, vehicles, and equipment. Maintenance work includes preventive maintenance work as well as repairs as fail efforts. Activities to head off those untimely failure events (such as inspecting the equipment) also fall within this area. One critical facilities department sub-function is that of company and customer property management. An approved property management system includes activities associated with receiving inspection, stock room control, proper allocation of materials, segregation of customer property from company property, and bonded storage of company stock transferred to programs.
Determination of operational criteria in the in-use certification system
Published in Mohamad Al Ali, Peter Platko, Advances and Trends in Engineering Sciences and Technologies III, 2019
Facility Management is a management sphere responsible for the operation and development of the infrastructure and related services which promote and enhance the effectiveness of the main processes of an organization. It includes the management of buildings, management of the organization’s infrastructure, purchasing of support services and overall harmonization of the organization’s working environment. Thus, Facility Management is responsible for the management and development of the working environment. It is closely linked to human resources management, organization management and service management. The Facility Management concept is frequently incorrectly associated with the external provision of such services only (so-called outsourcing), nevertheless, it does not matter in Facility Management whether these processes are provided via outsourcing or whether the organization sees to the respective processes or services by itself. Due to the fact that each company, each organization has some infrastructure, property or working environment, Facility Management applies to every enterprise in one way or another. The basic standard regulating Facility Management is ČSN EN 15221.
A data-driven predictive maintenance model for hospital HVAC system with machine learning
Published in Building Research & Information, 2023
Raid Al-Aomar, Marah AlTal, Jochen Abel
Building maintenance is an essential part of Facility Management (FM) for maintaining operations and attaining sustainability. Typically, maintenance accounts for 65% of the buildings’ operating expenses (Sacks et al., 2018). Most buildings undertake a mix of corrective and preventive maintenance procedures. Corrective maintenance is performed after fault recognition and it can be either immediate or deferred depending on the time aspect (European Committee for Standardization, 2010). This typically results in increased shutdown and maintenance expenses associated with restoring or replacing failed components. Preventive maintenance, on the other hand, conducts inspection, replacement, and repairs according to a scheduled plan in order to reduce or prevent shutdowns and extend the components’ lifetime (Cheng et al., 2020). However, preventive maintenance without an accurate prediction of faults has a limited detection power and typically involves unnecessary inspections and replacements that generally increase the facility’s operational costs (Susto et al., 2015). According to Mobley (2002), maintenance inspections and actions that are carried out unnecessarily represent one-third of the maintenance expenses.
Impacts of energy legislation on organizational motivation: a case study
Published in Building Research & Information, 2019
Claire Roberts, Yekatherina Bobrova, Ljiljana Marjanovic-Halburd
If ESOS is to be successful policy and fully deliver on its estimated saving potential, its implementation at organizational level must at least trigger both EE investments and behavioural changes within the organization. Janda and Parag (2013) argue that a middle-out approach (instead of a top-down approach) has the potential to encourage behavioural change. They identify building professionals as one particular kind of middle which combines the advantages of top-down and bottom-up approaches to trigger behavioural change and act as agents in delivering and promoting infrastructural changes. Within the built environment profession, facility managers are possibly the profession which has the closest insight into actual performance of the existing building stock, its users, business and financial boundaries in which they operate. CEN standard EN 15221-1:2006 (CEN, 2006) defines facility management (FM) as the ‘Integration of processes within an organisation to maintain and develop the agreed services which support and improve the effectiveness of its primary activities.’ It is theorized in this paper that a facility manager could represent this middle position – the professional who could trigger behavioural change within an organization.
On-chain global maintenance services: technical, legal and managerial implications
Published in International Journal of Parallel, Emergent and Distributed Systems, 2023
Andrea Vitaletti, Maurizio Pizzonia, Marco Zecchini, Diego Pennino, Salvatore Esposito De Falco, Francesco Pacileo, Alessandro Bellini, Antonio Bonifacio, Domenico Sardanelli, Pietro Vito, Simone Naldini
Facility Management (FM) deals with managing the facilities, namely all assets, both tangible and intangible, that support a company’s core business making the life of occupants of residential buildings, shops, offices or factories more pleasant and safe. Within FM, a Global Maintenance Service (GMS), is a form of outsourcing contract specifically related to maintenance and based on measurable results. Through a GMS contract, a client, or principal, entrusts a series of activities aimed at the maintenance of the facilities to a single primary service provider, or agent, for a well-defined period of time. The following elements are relevant to this paper for a GMS contract. The contract is based on results. The remuneration is a function of a series of Key Performance Indicators (KPIs) through which it is possible to measure the quality, efficiency and effectiveness of the performed activities.There is a working group made up of representatives of the client and the primary service provider, whose function is to ensure the correct start and execution of the project, with particular regard to the implementation of integrated management tools.The primary service provider appoints a single manager, with respect to which the client can refer as the sole interlocutor and who has responsibility for the activity of all the personnel involved in the performance of the services covered by the contract. The primary service provider can delegate some activities to secondary service providers.Figure 1 summarizes and clarifies the relations between the parties discussed so far.