Documente Academic
Documente Profesional
Documente Cultură
Building Operation,
Maintenance, and
Management
Angela Lewis Bradley Brooks
I-P/SI
Inch-Pound/
International System
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Fundamentals of Building Operation, Maintenance,
and Management I-P/SI
ASHRAE A Course Book for Self-Directed or Group Learning
Fundamentals ISBN 978-1-933742-90-8
of Course Number: 42908
HVAC&R © 2011 American Society of Heating, Refrigerating and
Series Air-Conditioning Engineers, Inc. (ASHRAE)
All rights reserved.
Psychrometrics ASHRAE has compiled this publication with care, but ASHRAE has not investigated,
and ASHRAE expressly disclaims any duty to investigate, any product, service, process,
Air System Design procedure, design or the like that may be described herein. The appearance of any techni-
Steam System cal data or editorial material in this publication does not constitute endorsement, war-
Design ranty, or guaranty by ASHRAE of any product, service, process, procedure, design or the
like. ASHRAE does not warrant that the information in this publication is free of errors.
Heating and The entire risk of the use of any information in this publication is assumed by the user.
Cooling Loads
Heating Systems ASHRAE STAFF
Thermodynamics ASHRAE Learning Institute Special Publications
Water System Joyce Abrams Mark Owen
Design Group Manager of Education and Editor/Group Manager of
Certification Handbook and Special Publications
Refrigeration Karen Murray Cindy Sheffield Michaels
Building Operation, Manager of Professional Managing Editor
Maintenance, and Development Matt Walker
Management Martin Kraft Associate Editor
Managing Editor Elisabeth Parrish
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Your Source for HVAC&R Professional Development
1791 Tullie Circle, NE • Atlanta, GA 30329-2305 USA • Tel 404.636.8400 • Fax 404.321.5478 • www.ashrae.org
Dear Student,
Welcome to the ASHRAE Learning Institute (ALI) Fundamentals of HVAC&R Series of self-directed or group
learning courses. We look forward to working with you to help you achieve maximum results from this course.
You may take this course on a self-testing basis (no continuing education credits awarded) or on an ALI-moni-
tored basis with credits (PDHs, CEUs or LUs) awarded. ALI staff will provide support and you will have access
to technical experts who can answer inquiries about the course material. For questions or technical assistance,
contact us at 404-636-8400 or edu@ashrae.org.
Skill Development Exercises at the end of each chapter will test your comprehension of the course material.
These exercises allow you to apply the principles you have learned and develop a deeper mastery of the subject
matter. If you take this course for credit via the ALI online-monitoring system, please complete the quizzes in the
workbook and then submit your answers at www.ashrae.org/sdlonline.
To log in, please enter your student ID number and the SDL number. Your student ID number is composed of the
last five digits of your Social Security number or another unique 5-digit number you create when first registering
online. The SDL number for this course can be located near the top of the copyright page of this book.
Please keep copies of your completed Skill Development Exercises for your records. When you finish all exer-
cises, you will receive a link to submit a course evaluation. Once the evaluation is completed, you will then be
able to download a Certificate of Completion indicating 35 PDHs/LUs or 3.5 CEUs of continuing education
credit. Please note: The ALI does not award partial credit for SDLs. All exercises must be completed to receive
full continuing education credit.
Sincerely,
Karen M. Murray
Manager of Professional Development
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Angela Lewis, PE, LEED AP, is a professional engineer with a diverse
background. She has worked as an engineer, researcher, and technical
editor. As an engineer, Angela has worked on both green and conven-
tional HVAC design projects, energy audits and controls master plans.
Her research interests include proactive energy and maintenance man-
agement, facility management technologies, high-performance green
building processes, and building operator training. As a technical edi-
tor, Angela has edited the IFMA Foundation Sustainability How-To
Guide Series. She has authored multiple academic and trade journal
publications and has spoken at numerous industry and academic con-
ferences. As an active ASHRAE member, Angela is a member of
GPC32, TC7.3, and TC7.1.
Angela has a bachelor’s of science degree in architectural engineer-
ing from the Milwaukee School of Engineering, a master’s of science
degree in civil engineering from Michigan Tech, and a master’s of engi-
neering degree in architectural engineering from Penn State.
Bradley Brooks, EdD, LEED AP, is a senior engineer with PECI. Brad-
ley has over 30 years of experience in the heating, ventilating, and air-
conditioning (HVAC) industry and has proficiency in the design, instal-
lation, repair, operation, and commissioning of mechanical and electri-
cal systems. He has personally provided training to contractors and
engineers, as well as to building operators at colleges, universities, utili-
ties, and private companies, and has presented to the Building Operators
and Management Association (BOMA), Building Commissioning Asso-
ciation (BCA), American Institute of Architects (AIA), and the Con-
struction Standards Institute (CSI). Dr. Brooks has a bachelor’s degree
in engineering technology and master’s and doctorate degrees in educa-
tion. Bradley is a member of BCA and ASHRAE and serves on several
committees related to commissioning.
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Table of Contents
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi
Chapter 1: Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Importance of Building Operation, Maintenance, and Management. . 1
Types of Maintenance Techniques and Their Application . . . . . . . . . 4
Computerized Maintenance Management Systems (CMMS). . . . . . . 5
Owning and Operating Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Heating, Ventilating, and Air-Conditioning Controls . . . . . . . . . . . . . 7
Contractor Start-Up and Handover Procedures . . . . . . . . . . . . . . . . 7
Commissioning and Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Risk Assessment Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Greening Your Facility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Health and Safety. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Chapter 2: Maintenance Techniques and Their Application . . . . . . . 15
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Maintenance Strategy and Control . . . . . . . . . . . . . . . . . . . . . . . . . 16
Transitioning from Reactive to Proactive Maintenance . . . . . . . . . . 26
Maintenance Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Establishing a Minimum Standard for Inspection and
Maintenance of Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Operating and Maintenance Documentation . . . . . . . . . . . . . . . . . 31
Maintenance Technician Training . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Chapter 3: Computerized Maintenance
Management Systems (CMMSs) . . . . . . . . . . . . . . . . . . . . . . . . . 41
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Benefits of Implementing a CMMS . . . . . . . . . . . . . . . . . . . . . . . . . 42
CMMS Modules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
CMMS Selection Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
How to Implement a CMMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Going-Live Phase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Keys to Successful Use of a CMMS . . . . . . . . . . . . . . . . . . . . . . . . 64
Using a CMMS to Generate Key Performance Indicators
and to Track Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Cost of Implementing a CMMS . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Field Devices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Training. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
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vi Table of Contents
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI vii
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Preface
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Acknowledgments
October 1, 2011
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Fundamentals of
Building Operation,
Maintenance, and
Management
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Introduction
Study Objectives
After completing this chapter, you should be able to
Instructions
Read the material in Chapter 1. At the end of the chapter, complete the skill
development exercises without referring to the text.
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2 Chapter 1 Introduction
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 3
2009 provides $4.5 billion for repair of federal buildings to increase energy
efficiency, $11 billion for smart-grid activities, including work to modernize
the nation’s electric grid, and $6.3 billion for energy efficiency and conserva-
tion grants to help state and local governments make investments that make
them more energy efficient.
Other programs include ENERGY STAR, a joint project of the EPA and
the U.S. Department of Energy to provide a rating system that helps measure a
building’s current energy performance, set goals, track savings, and reward
improvements. A component of the U.S. Green Building Council’s LEED® for
Existing Buildings: Operations and Maintenance (LEED-EB: O&M) rating
system measures operations, improvements, and maintenance on a consistent
scale, with a goal of maximizing operational efficiency.
As we seek to respond to climate change, buildings must become and
remain sustainable. Buildings emit 38% of carbon dioxide, 49% of sulfur diox-
ide, and 25% of nitrogen oxides in the atmosphere; these gases are all consid-
ered greenhouse gases (Sapp 2010). Limiting greenhouse gas emissions will
become a major concern of building operators and managers. On-site harvest-
ing and purchasing of renewable energy will become necessary for every build-
ing. Boiler gas emission limitations will require more attention as increased
regulations call for equipment tune ups for small boilers and emission limita-
tions for large industrial boilers. Domestic water reduction will need to be
addressed, which may impact budgets, as most water-consuming fixtures can-
not be retrofitted and must be replaced. Wastewater will also need to be
reduced, and in some cases may require on-site treatment.
Trends show that the indoor environment must become sustainable and
healthy. Mold, asbestos, and radon are considered the major indoor environ-
mental hazards. Indoor air quality has an effect on occupant health, comfort,
and productivity, all of which have significant economic impacts for owners,
facility managers, and building occupants. Building engineers will need to
become aware of ventilation requirements and standards, such as ASHRAE
Standard 62.1 (ASHRAE 2010).
Contaminant source control will be of interest to green building operations
and require environmentally preferable products to be employed when remod-
eling buildings. Building managers will soon become familiar with emissions
criteria for building materials, furnishings, finishes, and cleaning products, and
the maximum allowable levels of volatile organic compounds (VOCs) for paint
and wood products that contain formaldehyde. In some cases, life-cycle analy-
sis may be used to assess the cost of a product by taking into account the envi-
ronmental impacts of extraction, transportation, manufacture, lifespan,
maintenance, and disposal.
Other issues that impact building operation are the increasingly complex
nature of equipment and systems being installed in buildings today. Even as
buildings become smarter, we face limited availability of qualified staff and
scarce funding for their professional development and training, as well as lim-
ited budget allocations for repairs. Building operation and management are
evolving and will require building engineers to have a more advanced set of
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4 Chapter 1 Introduction
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 5
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6 Chapter 1 Introduction
accurate upkeep is the key to CMMS’s success. Proper training on its use is
also invaluable to a successful implementation.
A case study reported that Marshall County Hospital, an accredited full-
service facility in Benton, Kentucky, implemented CMMS in May 2009.
Before this time, work requests were submitted manually by 250 employees to
a five-person maintenance team. Since implementing the CMMS, all work
requests have been automated and are now immediately sent to the mainte-
nance supervisor who can easily assign and track them. Screens have been cus-
tomized for various user groups to provide only the information they need.
The results of the CMMS system showed a 100% work order completion
rate, a 25% reduction in turnaround time, and 100% user adoption across all
levels of organization (eMaint 2009).
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 7
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8 Chapter 1 Introduction
construction site to an operating building, the owners must take initiative early
in the process to ensure a smooth handoff of the building.
Pre-start-up procedures include system and equipment prefunctional
checks and utility preparations. Equipment start-up procedures include devel-
oping a start-up plan, scheduling and holding start-up meetings, and the actual
start-up of equipment and systems. Equipment testing and tuning include con-
ducting an air and water balance; commissioning BAS systems; testing and
certifying elevators, generators, and fire-alarm systems; and conducting func-
tional performance tests.
Training of operational staff is critical to successful operation and mainte-
nance of a facility. A training plan should be developed to set goals and objec-
tives and to describe the training process. Review of this plan by the owner
should occur before development of training content. Once the content is
developed, training can be scheduled. Training quality and documentation
should be reviewed during training to verify that training meets the require-
ments set forth in specifications.
Once the project achieves substantial completion and an occupancy permit
is obtained, the project enters the final stages of handover. Other items that
may require completion are final punchlist items, record drawings, operations
and maintenance manuals, and warranty information.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 9
report documenting results and settings made during the TAB work is submitted
at the end of the testing.
Existing building commissioning, also called retrocommissioning, is a pro-
cess applied to an existing building that has never undergone any form of com-
missioning. The following phases are conducted in an existing building:
commissioning process planning, investigation, implementation, and reporting.
Under its building commissioning program, the State of Oregon, through a
program conducted by the Oregon Department of Energy, requires commis-
sioning or recommissioning for specified energy-related projects funded
through the state’s Public Purpose Fund. Projects include HVAC, DDC, boiler,
chiller, and other energy-related projects that meet specific project budgets.
During recommissioning of a school facility in Silver Falls, the Oregon
school district revealed deficiencies in the installation and operation of HVAC
systems that were causing energy costs to exceed expected costs by 32%. The
school district estimated that recommissioning findings and corrective actions
would save approximately $15,000 per year in energy costs and that the full
cost of the process would be recouped in about five years (EPA 2010).
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10 Chapter 1 Introduction
Valuable lessons learned from Katrina were that hospitals should have their
own power and water supplies, independent of municipal utilities; they should
expect to be on their own during an emergency; their staffs should use their
own personal and professional networks during an emergency to provide assis-
tance; they should plan for the worst and make sure everyone knows what to
do; and hospital executives should be ready to lead (Arendt et al. 2006).
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 11
Summary
This course is intended as the first step in a lifelong learning process. The
introductory chapter presents an overview of key concepts related to building
operation, maintenance, and management. The chapters that follow provide
detailed, fundamental information about and complex analysis of these con-
cepts. In addition, readers are encouraged to take advantage of resources
located in the reference and bibliography sections at the end of each chapter.
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12 Chapter 1 Introduction
DOE. 2010. Obama administration launches $130 million building energy effi-
ciency effort. Press Release, U.S. Department of Energy, Washington,
DC.www.energy.gov/news/8637.htm.
eMaint. 2009. Case study: Marshall County Hospital. http://blogs.emaint.com/
success/2009/12/case-study-marshall-county-hospital.html.
EPA. 2010. California state and local climate and energy program case studies.
Environmental Protection Agency, Washington, D.C. www.epa.gov/slcli-
mat/state/state-examples/case-studies.html#ca.
IFMA. 2010. FMPedia definition of “maintenance.” International Facility
Management Association, Houston, TX. http://fmpedia.org/.
Moubray, J. 1997. Reliability-Centered Maintenance, Second edition. New
York: Industrial Press.
Preventive Predictive Maintenance Technology. 2010. Can smart instruments
help predictive maintenance? http://preventive-predictive-mainte-
nance.blogspot.com/2010/01/can-smart-instruments-help-predictive.html.
Sapp, D. 2010. Facilities operations & maintenance. Whole Building Design
Guide, National Institute of Building Sciences, Washington, D.C.
www.wbdg.org/om/om.php.
Valve Magazine. 2010. Feds project long-term energy outlook.
www.valvemagazine.com/index.php/web-only/web-exclusive/413-feds-
project-long-term-energy-outlook.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 13
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Maintenance Techniques and
Their Application
Study Objectives
After completing this chapter, you should be able to
Instructions
Read the material in Chapter 2. At the end of the chapter, complete the skill
development exercises without referring to the text.
Introduction
Proper maintenance of mechanical, electrical, and control systems is important
to keep buildings operating efficiently and as designed. A poorly designed
building with good operations and maintenance practices often outperforms a
well designed building with poor operations and maintenance practices
(ASHRAE 2009). Although a well-developed maintenance management pro-
gram has significant benefits, most facilities in the United States rely heavily
on reactive maintenance.
Within current practice, two different maintenance approaches are com-
monly applied: unplanned (reactive) and planned (proactive) maintenance. The
approach a facility manager or building owner takes often depends on avail-
ability of funding and staffing, type and criticality of equipment, technicians’
skills, and upper-management support for maintenance management. This
chapter describes common maintenance approaches, tools and methods for
proactive maintenance, how to transition from a reactive to proactive mainte-
nance management approach, and the importance of training.
The United States Federal Energy Management Program (FEMP) defines
operations and maintenance as one process, using both a classic and modern
definition. Classic operations and maintenance includes the “processes related
to the performance of routine, preventive, predictive, scheduled, unscheduled
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16 Chapter 2 Maintenance Techniques and Their Applications
The element common to both the FEMP and ASHRAE definitions is that
maintenance consists of planned and unplanned work to keep equipment func-
tioning. Maintenance usually does not include major equipment replacement,
as this is considered a capital renewal project. Maintenance also excludes tech-
nical or economic improvements to a facility that were not previously part of
the building, such as installation of a new dehumidifier in an existing building
where one did not previous exist.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 17
• Maintenance planning
• Organizing resources, including staffing, parts, tools, and equipment
• Developing and executing the maintenance plan
• Controlling maintenance activities
• Budgeting
Unplanned Maintenance
Unplanned maintenance includes reactive and emergency maintenance and is
performed on an as-needed basis. Emergency maintenance is unscheduled
work that requires immediate action to restore a piece of equipment to accept-
able operating conditions or to remove an operating condition that could inter-
rupt building activities or pose a threat to occupant or building health and
safety. Emergency maintenance cannot be completely eliminated from a facil-
ity, as all equipment is subject to random, unpredictable failures. It can, how-
ever, be minimized.
Reactive maintenance includes replacing or repairing equipment when it
breaks and/or addressing equipment deficiencies as a result of building occu-
pant complaints. Reactive maintenance is the most commonly used mainte-
nance technique and is often referred to as run-to-failure maintenance or
breakdown maintenance. Reactive maintenance can be an acceptable practice
for noncritical equipment if the cost to replace or repair the equipment is less
than the cost of monitoring it using proactive maintenance techniques. The dis-
advantages of reactive maintenance are as follows:
When an unexpected failure occurs, the failure can also damage or destroy
other parts of the same piece of equipment. For example, a failed fan bearing can
result in damage to the shaft, coupling, impeller, fan cage and blade, gearing,
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18 Chapter 2 Maintenance Techniques and Their Applications
and/or housing. Often, when a second failure occurs, the repair cost is much
greater. Additionally, safety hazards from an unexpected failure may result. For
example, a fan blade could cut through ductwork (ASHRAE 2003b).
Planned Maintenance
Planned maintenance is any proactive maintenance activity performed in an
orderly and reoccurring manner to preserve equipment conditions and reduce
the amount of reactive and emergency maintenance needed by controlling
known impacts and costs. It includes preventive, corrective, and predictive
maintenance (ASHRAE 1991). Planned maintenance includes periodic inspec-
tion, adjustment, lubrication, and replacement of components as needed, and
performance testing and analysis.
For planned maintenance management to be effective and reduce operating
costs, several key steps must be taken (ASHRAE 2009):
Preventive Maintenance
Preventive maintenance is maintenance scheduled over time (Ring 2008a;
ASHRAE 2003b). The main function of preventive maintenance is to keep
equipment running reliably and safely, not to increase efficiency (Ring
2008a; ASHRAE 1991). An example of preventive maintenance is changing
a filter in an air handler every six months. Using preventive maintenance
practices can help management avoid many of the problems encountered
with a reactive approach.
Do not establish a preventive maintenance program by trying to identify
and/or retag all equipment within the building. Instead, begin with a small,
manageable effort that involves the most critical equipment within the facility.
After the critical equipment is identified, define the preventive maintenance
requirements, including necessary work, the frequency at which work should
be completed, and who is responsible for completing the work.
After the preventive maintenance plan is successfully implemented for the
most critical equipment, repeat the process for the second most critical piece of
equipment. Continue to expand the program at a rate that does not decrease
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 19
Corrective Maintenance
Corrective maintenance is a remedial form of preventive maintenance per-
formed before a failure occurs. Corrective maintenance includes the determina-
tion of resources needed to predict and correct a future failure condition
(ASHRAE 2003a).
Predictive Maintenance
Predictive maintenance, or condition-based maintenance, is a form of sched-
uled maintenance based on equipment condition. It can often be performed
while a piece of equipment is running. A series of measurements are taken to
determine the condition or integrity of the piece of equipment (ASHRAE
2003a), and these measurements are saved in a database to establish a baseline
against which to compare future data.
Predictive maintenance allows a facility manager to identify problems
before a failure occurs and to schedule the repair, thus avoiding unscheduled
downtime and costs of secondary damage. According to the ASHRAE Hand-
book—HVAC Applications, “Predictive maintenance squeezes the greatest pos-
sible life out of parts—without letting them fail. By doing so, it reduces
maintenance costs and downtime” and as a result reveals the optimal time for
maintenance (ASHRAE 2003a).
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20 Chapter 2 Maintenance Techniques and Their Applications
• Misalignment and imbalance, which account for 60% to 80% of fan and
pump problems
• Resonance and bearing defects
• Gear and belt problems
• Sheave and impeller problems
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 21
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22 Chapter 2 Maintenance Techniques and Their Applications
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 23
• across a heat exchanger outlet versus inlet tubes to determine when the
tubes need to be cleaned,
• across a filter to determine when the filter should be changed,
• across two points within a hydraulic in a system,
• to determine if there is a flow restriction,
• to determine when oil should be added to a gas engine, or
• to check pressure differences across a system.
Motor current analysis uses a multimeter and motor current clamp to mea-
sure current draw on the motor. The three-phase power line leads are measured
one at a time. Then the current in each phase is compared. The current in each
phase should be within about 3% of the other leads, otherwise a stator problem,
such as those in the bulleted list above, likely exists.
Motor current analysis can generally be performed while equipment is run-
ning (ASHRAE 2003a). During the analysis, look for wear that could result in
bearing and insulation failures, and check the condition of the rotor bars and
the integrity of the power feed cables. Bearing failures can include seizing or
fracture of the bearings, or surface degradation. Additionally, insulation fail-
ures can result from open and short circuits (NASA 2001).
Oil analysis is one of the oldest, most common and useful predictive tech-
nologies. It determines the wear metal count and types of contaminants in the
oil. Wear metal count determines whether the equipment is wearing in an
unusual manner (ASHRAE 2003a). The types of contaminants in the oil allow
decisions to be made regarding the time interval between oil changes. Oil anal-
ysis can be completed by spectrochemical analysis, physical tests, and ferrog-
raphy (ASHRAE 2003a).
Refrigerant analysis checks for vapor-phase and liquid-phase contami-
nants within the refrigerant and the refrigerant’s physical properties. This
technique can also be used to determine whether the refrigerant within the
system meets acceptable standards (typically those found in ARI Standard
700-99: Specifications for Fluorocarbon Refrigerants) (ARI 1999) or if the
equipment has incurred major damage that requires replacement of the sys-
tem. Refrigerant analysis should be performed after repairing leaks, adding
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24 Chapter 2 Maintenance Techniques and Their Applications
Deferred Maintenance
The term deferred maintenance is often used within maintenance departments,
although it is not a maintenance approach. Deferred maintenance is an account-
ing category used to track maintenance needs when there is insufficient funding
or staffing to complete necessary work (Brown 1996). When maintenance must
be deferred, especially for critical equipment, it is important to request addi-
tional maintenance funding in the next year’s annual budget. If deferred mainte-
nance is not controlled, it can lead to excessive operational costs and
unexpected failures (Peters 2006). Organizations that choose to defer mainte-
nance must be careful. If maintenance is deferred frequently, technicians may be
required to apply reactive maintenance at increasing frequency (Brown 1996).
• What are the functions and associated performance standards of the asset in
its present operating context?
• In what ways does the asset fail to fulfill its functions?
• What causes each functional failure?
• What happens when each failure occurs?
• In what way does each failure matter?
• What can be used to predict or prevent each failure?
• What should be done if a suitable proactive task cannot be found?
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 25
Figure 2-3 Failure pattern curves for nonstructural equipment (adapted from Ring 2008a).
failure rate with age. Sometimes the center, flat section of the curve, repre-
sents random failures, a third mode. Early failure is at highest occurrence
when the equipment is new or just after a major overhaul. Causes of early fail-
ure can include poor design, poor manufacturing quality, incorrect installa-
tion, incorrect commissioning, incorrect operation, unnecessary maintenance,
excessive or invasive maintenance, or bad workmanship (Moubray 1997).
Failure pattern B represents age-related failures. The curve represents either a
constant or slowly increasing conditional probability of failure ending in a
wear-out zone (the end of the curve) (Moubray 1997). Failure pattern C repre-
sents a steady, increasing probability of failure, but does not indicate a spe-
cific point where the device wears out. Pattern C represents many types of
fatigue and can also represent the failure of insulation on certain types of gen-
erators. Failure pattern D represents a conditional probability curve. The
curve represents a low probability of failure for new or recently overhauled
items, with a rapid, constant increase in failure as the item is used. Failure pat-
tern E represents random failure, meaning the failure rate is the same over the
life of the asset. Ball bearings are an example of a random failure. It is not
possible to predict how long an item will conform to a random failure pattern;
however, it is possible to calculate the mean time between failures. Failure
pattern F is the most common failure pattern and is the only curve where fail-
ure declines with age. As with the right side of failure pattern A, the highest
probability of failure occurs when the equipment is new or recently over-
hauled (Moubray 1997).
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26 Chapter 2 Maintenance Techniques and Their Applications
The maintenance classes in Table 2-1 can help determine the appropriate
maintenance approach for each type of equipment within a facility.
For mission-critical (Class A) facilities, the focus is on increasing equip-
ment and systems reliability in order to maximize facility uptime (Ring 2008a).
Mission-critical facilities include hospitals and semiconductor facilities. Hos-
pitals are mission critical because downtime of mechanical equipment could
impact patient safety. Semiconductor facilities are considered mission critical
because downtime resulting from improper space temperatures within manu-
facturing areas can result in very large profit reductions and/or product loss.
Classes B, C, and D depend on the type of maintenance program desired
and the facility team’s priorities. As shown in Table 2-1, the goal of Class B is
to minimize life-cycle costs over time, while the goal of Classes C and D is to
minimize short-term costs. Under Class C, short-term costs may be decreased
at the expense of life cycle-costs. Under Class D, RS Means recommendations
for preventive maintenance schedules or equipment manufacturer recom-
mended preventive maintenance schedules are employed (Ring 2008a). Under
Class E, the equipment is not currently in operation but is minimally main-
tained in case it is needed (Ring 2008a).
Maintenance Contracts
Maintenance contracts can be established for many types of services, including,
but not limited to, general operational support, general maintenance services,
review and audit of the maintenance organization, operations development,
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 27
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28 Chapter 2 Maintenance Techniques and Their Applications
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 29
with maintenance checklists distributed to the technicians who will execute the
plan (ASHRAE 2008).
As building use patterns may change over time, the maintenance plan may
need to be revised. The following conditions are examples of when the mainte-
nance plan for an existing facility should be revised:
• HVAC performance objectives have changed.
• Building function has changed, resulting in a change to the HVAC perfor-
mance objectives.
• HVAC equipment and/or systems have been replaced/changed.
• One or more pieces of equipment and/or systems are unable to meet the
performance objectives.
• A maintenance provider, either in-house or contracted third party, recom-
mends revision.
Performance Objectives
Performance objectives are metrics that can be used to measure and monitor
equipment and system performance. A few examples of classifications for
performance objectives are thermal comfort, energy efficiency, and indoor air
quality. The metrics selected should be based on the design and operational
criteria of the system. Table 2-2 provides a list of sources that can assist in
defining performance objectives.
Condition Indicators
Condition indicators are measurements or observations about an equipment
condition that might lead to a failure or performance degradation. A list of con-
dition indicators that demonstrate unacceptable system and equipment perfor-
mance should be developed. Table 2-3 lists some examples.
Inspection Tasks
Inspection should include the condition assessment of equipment and/or sys-
tem components by observation and/or measurement of operating parameters,
as well as from data provided by sensors used to take field measurements or
from the building automation system. Depending on the type of equipment and
the task, the frequency of inspection ranges from weekly to annually
(ASHRAE 2008).
Maintenance Tasks
Maintenance tasks should include the adjustment, service, or replacement of
inventoried equipment and systems. Depending on the type of equipment and
the task, the frequency of maintenance ranges from weekly to annually
(ASHRAE 2008).
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30 Chapter 2 Maintenance Techniques and Their Applications
Table 2-2 Sample Condition Indicators for Unacceptable Equipment or System Condition
(Adapted from ASHRAE [2008])
Observed Condition Indicators
Evidence of deformation, discoloration, contamination, or oxidation of component surfaces
Evidence of fluid or vapor leaks
Excessive or abnormal noise and/or vibration
Loose or missing fasteners
Ice, frost, or condensation formation in unexpected locations
High levels of surface corrosion or scale accumulation
Visible biological growth, such as fungi, algae, or bacteria
Insulation not performing as specified
Performance Condition Indicators
Filter pressure drop outside of established criterion
Chiller leaving water temperature not meeting initial design conditions
Air handler airflow not within initial design requirements
Space temperatures exceeds setpoint requirements
Energy consumption deviates without a significant change in operating hours, building function or
weather
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 31
After the reasons that the equipment or system is not working are identi-
fied, develop a plan to resolve the deficiency.
Documentation
At a minimum, inspection and maintenance records should include
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32 Chapter 2 Maintenance Techniques and Their Applications
• equipment data sheets, including operating and name plate data and war-
ranty information;
• manufacturer’s installation, operation, and maintenance instructions;
• spare parts information, including part numbers and places the parts can be
purchased;
• preventive and/or predictive maintenance actions, including recommended
frequencies specific to the facility type and use patterns;
• equipment history, including original purchase order number, date of pur-
chase, and name, address, and phone number of vendor;
• information about the installation process; and
• pump curves and testing, adjusting, and balancing (TAB) reports
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 33
Test reports are documents that provide test protocols that were used during
the construction and commissioning phases of the project. Additional testing
methods used during the life of the facility should also be documented and kept
with the test reports. Test documentation should include performance targets,
testing protocols, and test results. Test results should include both in-factory
and on-site testing completed during construction and commissioning and over
the entire life of the building.
Maintenance Policy
To align performance objectives, operating conditions, and maintenance
records within a maintenance department, a maintenance management policy
should be developed. If a facility management team currently does not have a
policy, a good starting point is to write a goal or mission statement for the
team. The statement should be brief and something that all members of the
maintenance department understand and agree upon. Then, after the goal or
mission statement is complete, a maintenance management policy should be
written. The policy should include, but is not limited to,
• key dates, including effective date, date prepared, and revision dates;
• maintenance goal or mission statement;
• leadership training;
• a job description, including authority and responsibility for each position;
and
• a list and description of how maintenance costs, productivity, and time to
complete tasks will be measured and recorded.
• Each individual within the organization should have a defined job that
includes tasks and a timeline.
• Management should clearly communicate expectations to technicians.
Without clear communication, technicians will not know what is expected
of them, and management will not have control over the maintenance
department.
• Customer service should be the foundation. The key role of a maintenance
department is to keep the building and equipment functioning to meet the
needs of the building occupants.
• Optimize crew size, considering the smallest number of individuals that
can complete the task safely and correctly. In most cases, a crew of one is
sufficient.
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34 Chapter 2 Maintenance Techniques and Their Applications
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 35
Summary
Maintenance of mechanical systems and equipment is important to keep build-
ings operating efficiently and as designed. Buildings with good operations and
maintenance practices that are poorly designed can outperform a well-designed
building with poor maintenance practices.
Two general approaches to maintenance are unplanned (reactive) mainte-
nance and planned (proactive) maintenance. Unplanned maintenance includes
emergency and reactive maintenance. Emergency maintenance is unscheduled
work that requires immediate action to restore the equipment to an acceptable
operating condition or to remove an operating condition that could disrupt
building activities or that pose a threat to the health and safety of the building
or its occupants. Reactive maintenance, also called run-to-failure maintenance
or breakdown maintenance, is the replacement or repair of equipment as it
breaks and includes responding to equipment deficiencies as alerted to by
building occupants.
Planned maintenance approaches include preventive, corrective, and pre-
dictive maintenance. Preventive maintenance is scheduled maintenance based
on a specific time interval (for example, annually). Corrective maintenance is
a type of preventive maintenance that includes determining what resources are
needed to predict and/or correct a failure condition. Predictive maintenance is
scheduled maintenance based on equipment conditions. Predictive mainte-
nance involves the use of nondestructive testing methods, including, but not
limited to, vibration analysis, infrared thermographic inspection, pressure
readings, motor current analysis, oil analysis, and refrigerant analysis.
Deferred maintenance is an accounting category used when there is a lack of
funding or staff to complete necessary maintenance work.
Reliability-centered maintenance is a maintenance philosophy that deter-
mines what must be done so that equipment continues to operate as needed at
the lowest cost. The philosophy categorizes failures into six failure patterns.
Reactive maintenance is the most commonly used maintenance approach at
most facilities. Transitioning from reactive (unplanned) to proactive (planned)
maintenance can be cost effective. When transitioning from reactive to proac-
tive maintenance, the type, age, and function of the equipment should be con-
sidered, as well as the skill levels of technicians and availability of funding and
staffing. Even in an organization with a well-developed proactive maintenance
program, the most economical approach may be reactive maintenance for some
noncritical equipment.
Maintenance contracts can be used to supplement in-house services. The
four basic types of maintenance contracts are
• labor only;
• materials only;
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36 Chapter 2 Maintenance Techniques and Their Applications
Maintenance contracts should clearly define scope of work and how work
will be evaluated. When developing a maintenance plan, the minimum inspec-
tion and maintenance requirements must be defined so that all similar equip-
ment can be compared against the same baseline. These minimum
requirements can also be used to create maintenance checklists for use by tech-
nicians.
Accurate, complete documentation is critical to control of maintenance by
a facility management team. A lack of documentation makes it challenging to
control costs and justify the need for funding, staff, and/or service contracts.
To help ensure maintenance is completed as required and equipment and
systems operate efficiently, building owners and facility managers should
ensure that technicians have proper training. Training should be an ongoing
activity within the maintenance organization and not provided only at the start
of employment.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 37
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38 Chapter 2 Maintenance Techniques and Their Applications
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 39
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Computerized
Maintenance Management
Systems (CMMSs)
Study Objectives
After completing this chapter, you should be able to
Instructions
Read the material in Chapter 3. At the end of the chapter, complete the skill
development exercises without referring to the text.
Introduction
A computerized maintenance management system (CMMS) is software used to
plan, schedule, and track maintenance activities; store maintenance histories
and inventory information; communicate building operation and maintenance
information; and generate reports to quantify productivity of maintenance
practices across a facility. CMMSs have been used by facility managers, main-
tenance technicians, third-party maintenance service providers, and asset man-
agers since the 1970s and 1980s to track the status, asset condition, and costs
of day-to-day maintenance activities.
Within the industry, several other terms, with their own distinct definitions,
are used in discussions of CMMSs. An integrated workplace management sys-
tem (IWMS) is software used to manage maintenance and space planning
information. An IWMS can also be defined as software that has the functional-
ity of both a CMMS and a computer-aided facility management system
(CAFM). A CAFM is a space management system that may also support con-
dition assessments, construction, project management, telecommunications
management, and/or furniture management. An enterprise resource planning
system (ERP) is software used to manage primary business functions, such as
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42 Chapter 3 Computerized Maintenance Management Systems (CMMSs)
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 43
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44 Chapter 3 Computerized Maintenance Management Systems (CMMSs)
CMMS Modules
When purchasing a CMMS, it is necessary to identify which modules are
needed, rather than just purchasing off-the-shelf software. As a simple analogy,
purchasing a CMMS can be like purchasing word processing software, and
having to state that you want the functions found within the Home, Insert and
View menus, but not the functions under the Page Layout menu or Styles tool-
bar. Additionally, when purchasing a CMMS, menus and reports likely will
need to be configured. Using the word processing software analogy, this would
be like specifying that the Home menu should include a Font toolbar with a
certain list of features and also what the Print dialog box should contain.
The type of modules provided and the level of configuration vary according
to vendor. As there are over 100 CMMS vendors in the market, understanding
what is available, what modules are needed, and what makes each CMMS dif-
ferent can be challenging. Table 3-1 provides a list of modules that are com-
monly available from multiple vendors. From the table, it is apparent that a
CMMS is more than just a work order management system. Also, note that not
all facility management teams require all modules. Module selection should be
carefully considered.
Many CMMS modules are purchased but not regularly used. In general,
modules that require the population of data are used less frequently. In some
cases, human resources and/or time-keeping modules within the CMMS may
not be used because the organization already has separate software to meet
these needs. The most underutilized modules include the following:
• Preventive maintenance
• Time keeping
• Inventory control
• Human resources, including chargeback rates for each technician and certi-
fications earned
Work order modules are the most commonly used. During one calendar
year, a small organization may generate thousands of work orders, while a
large organization may generate hundreds of thousands (Westerkamp 1997).
The two most common users of work order modules are the requestors (the
building occupants) and the maintenance technicians. Work orders may also be
used by the facility manager or maintenance planners to assign work and verify
it is recorded as completed.
Figure 3-1 shows a screenshot of a work order module intended for use by
the facility management team. Try to identify the following data fields:
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 45
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46 Chapter 3 Computerized Maintenance Management Systems (CMMSs)
Some facilities distribute paper work orders, while others distribute elec-
tronic work orders via cell phone, PDA, or laptop. Regardless of the method
used, the content is similar. Figure 3-2 is part of a sample paper-based work
order that could be provided to a technician. It provides general information
about the task, including work location, name of the person to whom the work
order was assigned, date the work was started and completed, warranty status
of the equipment, work priority, date the request was made, and general infor-
mation about the piece of equipment requiring work. The work being requested
is monthly preventive maintenance for a high-voltage substation battery.
Figure 3-2b shows safety precautions and the task description in the order in
which subtasks should be completed.
The requestor uses a work order request to submit a maintenance need,
such as “my room is too hot” or “the faucet in the lunchroom is dripping.”
When completing a work order request, the requestor typically enters the fol-
lowing information:
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 47
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48 Chapter 3 Computerized Maintenance Management Systems (CMMSs)
Regardless of who assigns and schedules the work, the following informa-
tion must be added to the work order before the technician receives it (Wester-
kamp 1997):
A work order number and the date the request was received likely will also
be included through the automated features of the CMMS. The technician uses
the work order to ensure that the correct tools, parts, and equipment are taken
into the field. After the work is completed, the technician records the labor
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 49
hours, parts, and supplies used and then returns the work order to the planner or
crew supervisor for him or her to confirm the work was completed as required
and to record any data into the CMMS not already recorded by the technician.
In an organization with a proactive maintenance program, technicians receive
two general types of work orders: service requests and planned maintenance. Ser-
vice requests, often called complaints, are work order requests received from
building occupants. Planned maintenance work orders involve any routine repair
work completed according to the maintenance plan, including any form of cor-
rective, preventive, predictive, or reliability-centered maintenance. In a reactive
maintenance organization, most work orders are service requests, and the number
of planned maintenance work orders are few to nonexistent.
1. What should you store? Do not store anything that can be received quickly
from vendors, especially if the item is expensive or infrequently needed.
2. How much should be stored? The answer depends on frequency of use and
necessary delivery time.
3. How low can the supply get before reordering? Determine minimum quan-
tities that should be kept on hand, based on historical records and project
requirements.
4. How high can the supply get? The maximum supply depends on available
space and funding available to purchase the item. However, a large supply
of an item reduces space and funding available to purchase other items.
5. Where should inventory be kept? Inventory items must be accessible and
easily located. For large campuses, decisions must be made as to whether
the inventory will be kept in a central location or in several locations.
6. Whom to buy from? Consider quality, price, method of delivery, and service.
7. When and how much to buy? Determine how to proceed if an item is on
sale or will be hard to obtain for a period of time and the impacts of these
decisions, if any, on building occupants.
8. What price to pay? Pricing and the quantity per price are common con-
cerns. Do not buy more just to receive a bulk discount. Although the unit
cost may be lower, money to purchase other items will be tied up as inven-
tory. Also, it is not good practice to buy extra items “just in case.” Many
maintenance storage rooms are filled with “just in case” items that are
never used.
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50 Chapter 3 Computerized Maintenance Management Systems (CMMSs)
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI
Figure 3-3 Inventory management module home screen.
51
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52 Chapter 3 Computerized Maintenance Management Systems (CMMSs)
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 53
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54 Chapter 3 Computerized Maintenance Management Systems (CMMSs)
of such screens can be helpful for route planning, as denoted by the “purple
line” indicated in the graphic. Understanding where equipment is located can
be especially helpful when training new technicians.
Figure 3-9 shows a second example of how GISs can be used within main-
tenance management. Within this screen capture, the “red dots” indicate the
location of open work orders that have a two-hour priority. When maintenance
managers and technicians know where all open work orders are, they can deter-
mine routes and dispatch technicians in the most efficient manner.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI
Figure 3-7 CMMS module linked with building automation system.
55
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56 Chapter 3 Computerized Maintenance Management Systems (CMMSs)
many cases, the contents of the dashboard can be configured to include data that
is most valuable to the user. The dashboard in Figure 3-10 displays the number
of open work orders, number of overdue work orders, time required to complete
work orders over the last 30 days, and the number of work orders entered each
month over the last year.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI
Figure 3-9 Use of GIS to summarize work order priorities. (Note: All dots shown in the screen capture are red, indicating loca-
tions of less than two-hour priority.)
57
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58
Chapter 3 Computerized Maintenance Management Systems (CMMSs)
Figure 3-10 CMMS dashboard screen.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 59
involved in the process. As technicians and laborers will use the CMMS, they
must understand why the software is being purchased, how it will benefit them,
and how they will be trained to use it.
A well-rounded team dedicated to the planning and implementation process
should be formed to oversee the process and seek input from as many future
users as possible. The team should be composed of in-house staff and may
include a facility management consultant who specializes in CMMS projects.
The team must outline the CMMS requirements as clearly as possible
before viewing demonstrations of specific CMMS products. Without clear,
unambiguous requirements, the team may become overwhelmed by “bells and
whistles” presented by the vendor. The planning process typically takes three
to six months (Berger 2009).
After specific CMMS requirements are defined, the team is ready to begin
researching what systems are available on the market. The team may elect to
view product demos as they interact with vendors. During the process, the team
must tell the vendor what expectations and requirements are expected of the
CMMS.
In some organizations, a more formal process may be necessary before
vendor demonstrations can occur, such as the development of a request for
information (RFI) or a request for proposal (RFP). Teams unfamiliar with cur-
rent CMMS functionality may find it helpful to complete an RFI process
before completing an RFP process. If an RFP is developed, it should be sent to
at least three vendors, inviting them to bid. This helps ensure competitive bids
that meet project requirements.
In cases where a formal RFP is not required, going through the RFP pro-
cess can help the team understand what is currently available on the market,
better align organizational goals with software offerings, and help ensure that
costs of software and implementation are competitive for the product and ser-
vices being purchased.
• Continued focus and understanding of the true need for the CMMS
• Clear understanding of how the CMMS implementation will support main-
tenance best practices desired by the organization
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60 Chapter 3 Computerized Maintenance Management Systems (CMMSs)
• Do not underestimate the time required to populate the equipment and parts
database, especially if the database is developed from scratch.
• Be aware that existing data may be incomplete or unavailable, and there-
fore a major inventory effort may be required.
• A do-it-yourself approach will not save money. Often, implementing the
system yourself costs more and takes longer. In many cases, modules
requiring data population are never used. CMMS subject matter experts or
consultants can help oversee, support, and provide lessons learned from
other CMMS projects.
• If the CMMS is implemented to support a transition from reactive to proac-
tive maintenance management practices, be sure to work with technicians
so they understand that proactive maintenance work requires a different
mindset and that their help is requested to implement new methods. Pay
extra attention to the technicians’ concerns and needs, because if they do
not see value in the system, it will be underused.
• Re-evaluate all current maintenance procedures, then automate procedures
that can be completed using preventive and/or predictive methods.
• Remember that full implementation of the CMMS is important to success.
If some modules are never set up or populated, the system cannot provide
full benefits.
• The success of a CMMS implementation is greatly impacted by the quality
of work provided by the implementation consultant. Be sure to meet the
team who will implement the CMMS during the evaluation process.
• Make sure corporate leadership is continually involved in the project and
that they understand what support needs to occur at the corporate level to
ensure successful CMMS implementation (Mather 2003).
• Make sure enough licenses are purchased. Clearly understand what
licenses need to be purchased and their cost. Some products require a
license for both the CMMS software and its database platform, such as
Oracle. Insufficient access to the system leads to frustration, lack of accep-
tance, and lack use of the CMMS (Mather 2003).
• Make sure proper training is provided and that those providing the training
have sufficient knowledge of the software (Mather 2003).
• Do not underestimate the benefits of including technicians and mainte-
nance laborers in the planning and implementation processes.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 61
• Too much focus is placed on the look and feel of software at the expense of
functional needs and how software will meet identified business processes.
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62 Chapter 3 Computerized Maintenance Management Systems (CMMSs)
Figure 3-11 CMMS implementation process summary (Adapted from Riventa 2009).
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 63
Going-Live Phase
Going live is the transition between setting up a system and using the CMMS
for daily maintenance activities. This project phase reveals how successful the
planning and implementation processes were. Before going live, the CMMS
must be tested and checked to ensure correct system configuration. This pro-
cess includes ensuring that (Mather 2003)
• reports are set up properly and can be generated quickly and easily;
• all modules purchased are operating as they should;
• all interfaces, such as those between the building automation system (BAS)
and the CMMS, are properly set up and configured;
• all data from the old CMMS or paper-based records have been migrated to
the new system; and
• all users have received proper training or have been scheduled to receive
training in the near future.
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64 Chapter 3 Computerized Maintenance Management Systems (CMMSs)
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 65
• KPIs and measures reports. Reports that contain key performance indica-
tors, trends, and measurements that identify systems and equipment, pro-
cesses, or other maintenance management topics that need the most
attention.
• Functional reports. Reports used on a daily basis to carry out work in
accordance with the maintenance plan.
• Exception reports. Reports required to measure compliance with business
rules. Examples of exception reports include when the backlog is greater
than the target set or an insufficient amount of information is being entered
into work orders.
Although most CMMSs include many standardized reports, make sure the
reports needed for your department are configured so that they can be run
quickly, include information in an easy-to-understand format, and are useful to
users. If the reports are not properly configured, are too time consuming to use,
cannot be understood by the intended user group, or do not provide relevant
information, the facility’s team is unlikely to continue using the CMMS.
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66 Chapter 3 Computerized Maintenance Management Systems (CMMSs)
Although many of the same features are provided by most vendors, the cost of
one software package can vary greatly among vendors for various reasons:
• Software and hardware owned by the user rather provided by the vendor
under an SaaS contract
• Amount of configuration required
• Amount of customization required, if any
• Licensing packages that are available, including type and number of users
• Size of the maintenance department, number of buildings, and equipment
quantities
• Number of modules purchased
• Type of training and number of facility team members who will be trained
• Needs for additional technologies supported, such as PDAs, barcode read-
ers, or other handheld field devices
• Needs for adapters to connect multiple CMMS software products or con-
nect a CMMS to an ERP or CAFM system or to a BAS
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 67
concurrent users. Some vendors also require licenses to be purchased for per-
sonnel who submit work orders.
To understand licensing clearly for a specific application, always ask the
vendor detailed questions about all options available. Because multiple licens-
ing methods are available, making quick comparisons between vendors can be
difficult.
Field Devices
PDAs, laptops, cell phones, and other devices can be used by technicians in the
field to access and enter information into a CMMS (see Figure 3-13). Although
these devices can help reduce data entry by administrative personnel, the job
function of each technician and his or her level of comfort with the technology
should be evaluated carefully to determine the level of training needed to use
the CMMS effectively. Also, field devices can be expensive to replace and may
not be the most effective tools for technicians who work on large pieces of
equipment and do not need to enter data into the CMMS regularly. Technicians
who work on large pieces of equipment, such as chillers, may spend several
consecutive days working on the same piece of equipment. Therefore, the pay-
back of reduced data entry time may be too high to justify providing handheld
devices to technicians who only work on large equipment.
Handheld barcode scanning devices can also be used in the field. Before
scanning, a barcode must be placed on all inventoried equipment and the barcode
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68 Chapter 3 Computerized Maintenance Management Systems (CMMSs)
number must be assigned equipment information and entered into the CMMS
database. A technician in the field then uses the barcode scanner to access infor-
mation, such as work order history or part model number. The barcode reader
can also be used to input records of completed maintenance activities in the field.
At the end of the day, depending on the technology being used, barcode scanners
may need to be docked so that information entered in the field is imported into
the CMMS database.
Barcodes can also be used to help track inventory items. Barcode readers
are much more efficient than paper-based systems because the process does not
require data entry, and numbers do not need to be copied by hand from parts/
part bins. To use a barcode reader for inventory, the inventory attendant takes a
scanner to a bin, picks the items the technician needs, scans the barcodes on the
items and the work order, enters the quantity needed, and then issues the parts.
Later, the scanner, depending on the technology, may need to be docked so that
all information entered can be imported into the CMMS inventory module.
When implementing a barcode system, be sure to
Another option that can be used with barcode scanners for tracking inven-
tory is radio frequency identification (RFID). This newer technology uses radio
waves to automate the identification of objects. An RFID tag contains a small
microchip and antenna that stores and retrieves data. RFID is currently not
widely used within facility management, as it is more expensive than barcode
technology (Williams 2008).
Training
Proper training is critical to the success of CMMS implementation. Discussion
of the type and method of training and the timeframe required should occur as
the tasks for planning and implementing a CMMS are being completed. The
team should set clear training requirements that include
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 69
forget what they have learned and may need to be retrained. As training pro-
gram requirements are defined, each team member’s role within the mainte-
nance organization and how he or she will use the CMMS must be identified.
This will help determine what type of training each team member should
receive. Implementation of new software within an organization can be over-
whelming. Team members will be more willing to participate in the training if
they are made aware of what is expected of them.
Locations and methods for providing training include on site at the cus-
tomer’s facility, the vendor’s facility, or over the Internet.
Advantages of on-site training at the customer’s facility include the following:
• Training requires use of a computer lab or other facility with multiple com-
puters. Such a facility may not be available or may be hard to schedule for
use.
• One or more vendor representatives may be required to travel.
• Training is very general and may not meet the needs of all participants.
• It is difficult to hold participants accountable for completion of the training.
• Training may be less hands-on.
• Instructors may not be available to answer questions.
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70 Chapter 3 Computerized Maintenance Management Systems (CMMSs)
Summary
A computerized maintenance management system (CMMS) is a valuable tool
for automating maintenance activities and improving maintenance manage-
ment efficiency. A CMMS can be used to plan, schedule, and track mainte-
nance activities, store maintenance histories and inventory information, and
generate reports to quantify the productivity of maintenance practices across a
facility. The benefits of implementing a CMMS include, but are not limited to,
availability of electronic records, reduced repair costs, personnel management,
asset management, staffing justification, process automation, improved work
control, improved availability of parts and materials, increased budget account-
ability, and increased ability to track performance and service.
The functionality and modules of a CMMS vary by vendor. Most CMMSs
have modules for work order management, preventive maintenance, time keep-
ing, and inventory control. The work order module is most frequently used. It
receives work and service requests from building occupants, schedules and
assigns work, provides information to technicians about what work is required
and which resources are needed to do it, and documents and verifies that the
work has been completed as required.
Successfully implementing a CMMS requires a carefully developed plan-
ning and implementation process. The planning process should identify how
the CMMS will be used, what modules are needed, and what process changes
the maintenance department must make to use the software. A team of mainte-
nance personnel who will use the software must be involved in these decisions.
The planning process typically takes about a tenth of the time required to
implement the CMMS. The implementation process includes evaluating differ-
ent software products, collecting and inputting data, training users, going live,
and continually inputting data and refining how the CMMS is used.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 71
Key performance indicators (KPIs) are metrics that help drive improve-
ment, minimize problems, set goals and priorities, and determine milestones
for maintenance activities. Most CMMSs can generate KPIs in the form of
reports. When graphs are used to display KPI data, they must be simple and
easy for the intended users to understand.
The cost of CMMSs varies greatly, depending on the number of modules,
requirements for customization and configuration, number and type of licenses
required, and amount and type of training requested.
Training must be provided to all users before a CMMS system goes live.
Modes of training available include on site at the vendor’s facility, on site at the
customer’s facility, or via the Internet. A train-the-trainer approach can be use-
ful for large organizations.
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72 Chapter 3 Computerized Maintenance Management Systems (CMMSs)
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 73
3-6 The CMMS planning process generally is more time consuming than the
implementation process.
a) True
b) False
3-7 When implementing a CMMS, it is generally a good idea to ____________.
a) be aware it may be difficult to collect all existing data required to
populate the system
b) populate the CMMS with data several years after it has been in use
c) provide proper training to users
d) keep corporate leadership informed about the process and needs of
the planning and implementation team
e) a, c, and d
3-8 When implementing a CMMS, it is generally not a good idea to
____________.
a) focus only on the look and feel of the software
b) see the CMMS as a static reporting tool
c) see the CMMS as a location-specific tool
d) select the CMMS for current and anticipated future needs
e) a, b, and c
3-9 CMMS pricing can be based on the modules implemented, amount of custom-
ization required, and the number and type of site licenses.
a) True
b) False
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Owning and
Operating Costs
Study Objectives
After completing this chapter, you should be able to
Instructions
Read the material in Chapter 4. At the end of the chapter, complete the skill
development exercises without referring to the text.
Introduction
The costs of owning and operating a building are numerous. To a building
manager, issues such as performance, adequate staffing, system upgrades, and
maintenance and repairs are the most important considerations. To a building’s
owner, however, return on investment and profitability are paramount. There-
fore, operational costs are always under extreme scrutiny.
This chapter provides a comparison of first cost associated with buying an
existing building or constructing a new one. An overview of the advantages and
disadvantages of various construction delivery methods and financing strategies
are presented. A discussion of estimated project costs, including project size,
location, and financing; service life of equipment and systems; and depreciation
must also be considered before and during construction of a property.
The costs of maintenance and operation are continuous for the duration of a
building’s lifetime and may be contracted out or managed by the owner.
Energy and utility bill analyses can help to reduce energy and utility costs.
Economic and life-cycle analyses provide tools the building manager can use
to evaluate costs and select options to meet the performance and budget objec-
tives of the program.
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76 Chapter 4 Owning and Operating Costs
Design-Bid-Build
Design-bid-build (Figure 4-1) has traditionally been considered the least
expensive method of delivering a project, because it is based on the lowest
bid to complete the work. In this method, the owner hires a design team to
provide construction documents (drawings and specifications) for a job on
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 77
Figure 4-1 Design-bid-build methodology (adapted from Maricopa Community College Dis-
trict 2005).
which contractors bid. Once all bids are received, the contractor with the
lowest bid is typically awarded the project. During construction, the contrac-
tor may discover design errors and omissions in the documents that raise the
project cost. These increased costs, or change orders, are not included in the
original bid and typically add to the cost of construction.
Design-Build
The design-build delivery method (Figure 4-2) attempts to reduce the cost
overruns of a traditional design-bid-build project. One firm or team is hired by
the owner to deliver a complete project and to reduce the overall design and
construction time required. The design-build team submits a guaranteed maxi-
mum price (GMP) to the owner early in the project, based on preliminary
design concepts and criteria. The construction documents are prepared by the
design-build team, and construction can be expedited with early project mile-
stones. For example, grading and excavation can be initiated while the building
interior is still being designed. This delivery method generally shortens the
schedule and helps to keep project costs within the GMP.
Construction-Manager-at-Risk
A major advantage of the construction-manager-at-risk method (Figure 4-3) is
that the owner selects a construction management firm based on qualifications,
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78 Chapter 4 Owning and Operating Costs
Figure 4-2 Design-build methodology (adapted from Maricopa Community College District
2005).
and negotiates a fee for its services. The design team (architect, engineers, and
consultants) is hired by the owner. The construction manager (CM) and design
team work together to develop a design and cost estimate. A GMP is provided
by the CM who then receives proposals from and awards contracts to subcon-
tractors who bid competitively for the project. The final construction cost is
composed of the CM’s fee, the design team’s fee, and the subcontractors’ costs.
Negotiated Contracts
In a negotiated contract, owner and contractor negotiate the scope of work,
quality, and schedule of a project. Architectural and engineering consultants
may be employed by the owner or the contractor to provide design services and
prepare construction documents.
Estimating Costs
Various methods can be used to estimate the initial costs of constructing a new
building. One method is to obtain data from a supplier of cost information
such as RS Means. These resources provide cost estimates that allow quick
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 79
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80 Chapter 4 Owning and Operating Costs
economy of scale. Unit costs may run higher for smaller projects. The remote
location of a project may increase transportation costs slightly, but lower labor
rates are typical in these areas. Other factors that may affect cost include
Construction Costs
Table 4-1 shows material and labor costs for various building types. Table 4-2
provides a cost correction factor (CF) for the project location. Use these two
tables to solve the problem in Example 4-1.
Table 4-1 Construction Costs for Various Facilities (Saylor Publications 2008)
Description Material, Labor Cost, Total,
HVAC (Installed Costs) $/ft2 ($/m2) $/ft2 ($/m2) $/ft2 ($/m2)
Auditoriums and theaters 13.19 (141.98) 14.69 (158.13) 27.88 (300.11)
Colleges, classrooms, and administration 14.72 (158.45) 15.31 (164.80) 30.03 (323.25)
Residences (multiple) 2.48 (26.70) 3.14 (33.80) 5.62 (60.50)
Hospitals 28.32 (304.84) 26.39 (284.07) 54.71 (588.91)
Medical clinics 16.93 (182.24) 17.34 (186.65) 32.27 (368.89)
Institutional 24.27 (261.25) 12.45 (134.02) 36.72 (395.26)
Small office buildings 8.80 (94.73) 9.43 (101.51) 18.23 (196.23)
High-rise office buildings 15.85 (170.61) 12.02 (129.39) 27.87 (300.00)
K-12 schools 14.83 (159.63) 12.01 (129.28) 26.84 (288.91)
Table 4-2 Construction Costs Correction Factors (CF) for U.S. Cities
(Saylor Publications 2008)
Major Cities Cost Correction Factor Major Cities
Anchorage, AK 1.25 Nashville, TN
Boston, MA 1.07 Portland, OR
Chicago, IL 1.06 Philadelphia, PA
Denver, CO 0.78 Richmond, VA
Houston, TX 0.72 San Francisco, CA
Las Vegas, NV 0.88 Seattle, WA
New York, NY 1.36 Washington, DC
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 81
Example 4-1
Solution Table 4-1 shows that hospitals have a total labor and material cost of $54.71/
ft2 ($588.91/m2). To correct for location, Table 4-2 shows that the CF for
Seattle is 0.94. To calculate the HVAC costs,
$54.71-
HVAC Costs ($) = --------------- 300,000 ft 2 = $16,413,000 (I-P) (4-1)
ft 2
$588.91-
HVAC Costs ($) = ------------------ 27,870 m 2 = $16,413,000 (SI) (4-2)
m2
Financing
Whether purchasing an existing property or constructing a new building, a
funding source must be identified. For an existing property, the previous
owner’s mortgage may be transferable with a down payment. New loans may
be obtained from lending institutions or the U.S. Small Business Administra-
tion (SBA) or regional equivalent.
Construction financing is unlike typical financing, as construction loans are
considered short-term loans. The acquisition of land (real estate) should be a
separate transaction from a loan to construct a new building. A land purchase
can be used to help secure a construction loan.
Once construction costs are estimated, closing costs and loan fees are
determined, as well as the down payment the owner will make on the amount
of the loan. Lenders require that the borrower have a loan-to-value (LTV) ratio
of 75% to 80%. LTV is the ratio of the completed project’s appraised fair mar-
ket value to the value of the loan. The LTV ratio informs the lender if potential
losses due to nonpayment may be recouped by selling the asset.
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82 Chapter 4 Owning and Operating Costs
Example 4-2
Problem An owner wants to borrow $1,000,000 to build a small office building that
has a completed appraisal value of $1,250,000. What is the LTV value?
$1,000,000
LTV = --------------------------- = 0.80 or 80% (4-5)
$1,250,000
Construction loans usually are not awarded as a lump sum; borrowers typically
receive payments when specific phases of the project are completed. The
lender monitors the progress of the construction to ensure that the borrower’s
request for funds is appropriate for the particular stage of development and is
in accordance with the predetermined disbursement schedule.
For example, payment is provided as the following phases are completed:
• Grading and excavation
• Foundation
• Structural, number of floors complete or building top out
• Exterior close-in, building enclosure is complete
• Substantial completion
Other factors that may influence financing decisions and should be ana-
lyzed include opportunity cost, inflation, and time value of money. The oppor-
tunity cost of a decision is based on what must be given up as a result of the
decision. Any decision that requires a choice between two or more options is
considered an opportunity cost. For example, if a health maintenance organiza-
tion (HMO) decides to build a medical office building on a parcel of their own
land, the opportunity of investing the construction funds to later build a hospi-
tal on the same land is lost.
Inflation, or cost escalation, decreases the purchasing or investing power
(value) of future money as it can buy less in the future. A major measure of
inflation is the inflation rate, the annualized percentage change in a general
price index, normally the Consumer Price Index, over time.
Time value of money is the concept that money available at the present time
is worth more than the same amount in the future due to potential earning
capacity. When borrowing money, a discount rate is used to determine the
value in today’s dollars of money paid or received at some time in the future.
The discount rate differs from an interest rate, which is used to determine the
value, at some future date, of an investment made in the present.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 83
Service Life
The time during which a particular piece of equipment, system, or component
remains in its original application is referred to as the service life. Service life
is not the average age of replacement and can be substantially longer. Failure,
obsolescence, reliability, increased maintenance costs, and other requirements,
such as energy efficiency and sustainability, all contribute to the need to
replace equipment and components. Direct digital control systems typically do
not fail and can be in service for many years. However, due to technology
enhancements in software and hardware, these systems are often replaced
before the end of their useful installed life.
Geographical location can also affect the service life of HVAC systems and
equipment. Salts from marine environments have a corrosive impact on materi-
als. Industrial and urban settings can produce high volumes of combustion
byproducts that are released into the atmosphere and fall to the ground as acid
rain. Dusty and dirty environments can cause coils to clog and require more
frequent replacement of air filters.
The estimated service life of new equipment and systems is available from
several sources, including manufacturers, associations, and government agen-
cies. Due to this information’s proprietary nature, care should be exercised
when comparing service life data from various sources.
A publicly available database on the ASHRAE Web site (www.ashrae.org)
contains the service life data for all major pieces of HVAC equipment. The
information is accessible by data query and can be customized to match spe-
cific criteria, including the following:
• State
• Building function, such as office, warehouse, etc.
• Size, ft2 (m2)
• Building age (years)
• Height (stories or floors)
• Building Owners and Managers Association (BOMA) class
Depreciation
Depreciation is the calculated loss in value of a building (asset) over time due
to wear and tear, physical deterioration, and age. U.S. federal income tax law
permits reasonable deductions from taxable income, called allowances, to
allow for depreciations. For an asset to be considered depreciable, it must meet
three primary conditions: (1) be held by the business for the purpose of produc-
ing income, (b) be consumed or wear out in the course of its use, and (3) have a
service life longer than one year. Many depreciation methods are allowed
under U.S. tax law.
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84 Chapter 4 Owning and Operating Costs
Recurring Costs
Recurring costs include property insurance, property taxes, equipment rental
and disposal fees.
Property Insurance
Property insurance provides the property owner financial relief in the event that
the building suffers damage. Typical claims include loss due to fire, theft,
weather, and liability. The main types of insurance coverage include replace-
ment costs, extended replacement costs, and actual cash value. Replacement
costs pay the costs of repairing the property regardless of depreciation or
appreciation. Extended replacement cost coverage (also called guaranteed
replacement cost coverage) pays for costs over the coverage limit if construc-
tion costs have increased. Generally this does not exceed 20% of the limit. This
type of policy protects the policyholder after a major disaster, when the high
demand for building contractors and materials can increase the normal cost of
reconstruction. Actual cash value provides replacement of damaged or
destroyed property with comparable value minus depreciation.
Property Taxes
Property taxes are imposed by state, regional, or local governments and are
typically based on a percentage of the assessed value of the property.
Maintenance Costs
The major operating costs for HVAC systems and equipment include mainte-
nance and utility (energy, water, and sewer) fees. Maintenance costs are associ-
ated with maintaining the equipment in its operating condition and may
include preventive maintenance and repair costs. Preventive maintenance is
used to prevent failure and maintain or improve service life. Repair costs
include minor costs due to failure of components during the service life of the
system or equipment. Major repair costs may also be included in the operating
costs of the building. Costs to supply the required electricity, water, fuel, or
other natural resources are referred to as energy costs or utility costs.
There are two primary methods for maintaining systems, equipment, and
buildings. The contracted maintenance method involves a contract with an
outside firm to manage maintenance, employ maintenance technicians, and
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 85
purchase parts and supplies on the building owner’s behalf to keep the build-
ing systems functioning. The second method is for the building’s owner to
hire and manage maintenance technicians and buy all the necessary parts and
supplies. An advantage of contracted maintenance is that it establishes a fixed
fee for services rendered. Maintenance contracts typically have a set term and
must be renegotiated. Parts and supplies may not always be included in the
contract amount.
When owners manage their own facilities’ maintenance, they must con-
sider the wages and overhead costs of maintenance technicians; hiring, train-
ing, and management of maintenance technicians; and the costs for all tools,
equipment, parts, supplies, and record keeping of maintenance and service
orders. Other issues include bargaining with labor unions, employee turnover,
technician productivity, and overhead (for example, heathcare) of employees.
Contracted maintenance may present challenges. Maintenance firms may
not allocate the necessary staffing levels to handle all maintenance issues in a
timely manner, which presents an issue for tenants in a building with improper
systems operation. The building equipment may not operate in an energy effi-
cient manner. As most maintenance firms do not pay or see energy costs, they
have little or no interest in saving energy. Thus, equipment may run continu-
ously rather than when needed.
Routine maintenance is often neglected, since replacing systems or equip-
ment may be considered a capital expense and not a maintenance cost. These
costs are controlled when the owner manages his or her own maintenance,
because energy use can be controlled and optimized and routine maintenance
guidelines can be followed correctly. As a result, the service life of systems and
equipment may be extended.
Estimating maintenance costs can be difficult and demands extensive
knowledge of the facility and its systems and equipment. Some manufacturers
provide maintenance requirements for equipment, the cost of which depends
on several factors:
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86 Chapter 4 Owning and Operating Costs
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 87
Table 4-3 summarizes the estimated cost savings for the three proactive
maintenance approaches for the chiller plant.
When equipment is properly maintained, it also operates more effi-
ciently. In fact, energy consumption in most buildings can be reduced by
10% to 40% by improving operational strategies alone (Harrison 2009).
Given the $964,000 annual electric bill for the example building, improving
the maintenance strategy for the chiller plant is likely to generate cost sav-
ings. If the chiller plant consumed 20% of energy included in the electric
bill, a savings of $19,300 to $77,000 (U.S. dollars) could be possible. Con-
trolling energy demand and consumption with a building automation system
may result in lower energy costs.
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88 Chapter 4 Owning and Operating Costs
Utility Costs
Electrical Energy
The cost of electrical energy typically follows a rate schedule and includes
direct energy consumed (kWh), demand (kW), fuel adjustment charges, service
charges, reactive power charges, and taxes (which vary by state).
Electrical energy consumption is calculated by amount of energy used mea-
sured in kilowatts (kW) multiplied by the length of time it was used. The more
electrical equipment and the longer it is used (hours), the more kilowatt-hours
(kWh) are consumed. The cost of this electrical energy is determined by multi-
plying kilowatt-hours by the cost per kilowatt-hour ($/kWh). The cost for elec-
tricity in the United States varies by state; however, the average cost is
approximately $0.10 kWh.
Example 4-3
Problem A motor consumes 50 kW for 10 hours, and the cost of electricity is $0.10/
kWh. What is the cost of the electrical energy consumed?
$0.10
Cost = 50 kW 10 h ------------------ = $50 (4-6)
kWh
Electric demand refers to the maximum amount of electrical energy that is being
consumed at a given time. To record demand, electric meters typically measure
the average demand over each 15-minute period and record the highest (peak)
value for the month. The demand charge is added to the electrical utility bill.
Large electricity consumers, such as chilled-water plants, use great amounts of
electricity at very specific times, such as during the hottest time of the day.
In some areas of the United States, specific rate structures are applied at
certain times. These are sometimes referred to as time-of-use rates (on peak,
off peak). When this occurs, the metering system tracks the highest use any-
time during the month under the appropriate time window. To reduce electric
demand charges, the building operator may consider an off-peak ice or water-
storage system to move the high electrical demand to a time when high demand
charges are not in effect.
The fuel adjustment charge is a cost that utilities pass on to ratepayers to
cover increases and decreases in the cost of purchased electrical power and
cost of fuel delivered to the generating plant site.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 89
Natural Gas
The price of natural gas has two main parts, in addition to taxes:
• Commodity costs. The cost of natural gas is usually measured in therms (th);
1 therm = 100,000 Btu (29,300 W). Gas meters calculate therms by multiply-
ing the volume (standard cubic feet) by the energy content of the gas used
during a specific period.
• Transmission and distribution costs. These represent the costs of moving
natural gas by pipeline from where it is produced to the customer’s local
gas company, and then to the customer’s facility.
Natural gas prices are mainly a function of market supply and demand. As
there are limited short-term alternatives to natural gas as a heating fuel and as a
fuel for electricity generators during peak demand periods, changes in supply
or demand over a short period may result in large price fluctuations.
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90 Chapter 4 Owning and Operating Costs
three main factors that must be considered when comparing renewable energy
sources with conventional power sources are
Regulatory Costs
Regulatory costs for operating a facility include costs associated with comply-
ing with federal, state, regional, and local regulations. Current regulations that
impact costs include the following:
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 91
Many sustainable requirements that were voluntary a few years ago are
now mandated by federal and local governments. Most government-owned and
operated facilities are required to be built and operated in a sustainable manner.
These facilities often are required to have a Leadership in Energy and Environ-
mental Design (LEED®) certification by the U.S. Green Building Council
(USGBC). The USGBC provides third-party verification that the building is
built and operated in an environmentally responsible manner.
LEED equips building owners and operators with a concise framework for
identifying and implementing practical and measurable green building design,
construction, operations, and maintenance solutions. Costs involved in LEED
certification cover registration, project document review, additional fees for
sustainable design features, consultant fees to prepare submittals for review,
sustainable materials and methods, energy efficient equipment, commission-
ing, and additional controls and verification systems and procedures. These
costs may save money over the life of the building.
The U.S. General Services Administration (GSA) estimates that budget
allocations for a LEED certification can amount to 2.5% to 10% more than typ-
ical methods, depending on the certification goals of the project.
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92 Chapter 4 Owning and Operating Costs
Utility bills should be reviewed for a period of two years in order to obtain
an accurate profile of the facility’s energy use. When reviewing the energy util-
ity billing history, objectively observe the consumption and costs from a man-
agement perspective. Review the building area, usage, operating hours, type of
equipment (mechanical, electrical, plumbing), and existing control systems to
better understand why and where the building uses energy.
When analyzing energy bills, understand the importance of how weather
can affect energy use. Weather normalization provides a method to determine
if the building is saving energy and lowering costs without concern for weather
variation. For instance, an air-conditioning unit is replaced with a more effi-
cient system, and the building owner expects to see an energy reduction and
lower costs as a result. However, the energy bills actually show a higher energy
use due to unseasonably warm temperatures. Without normalizing energy
usage information, justifying the replacement of an air-conditioning unit with
one of higher efficiency is difficult.
Data obtained from energy bills can be used to compare a building’s energy
use with that of other typical buildings. This process is called benchmarking,
and it can provide the building operator with information on how to analyze
energy use, what drives energy consumption, and how to set targets to reduce
it. The U.S. Environmental Protection Agency provides an energy performance
rating system, the ENERGY STAR® Portfolio Manager, that can be used to
assess a building’s energy performance and track savings over time. This rating
system can compare the performance of multiple buildings and allow custom-
ers to target resources where they will be best utilized.
The basic steps to evaluating energy data include
Economic Analysis
Understanding the impact of opportunity costs, inflation, and time value of
money requires economic analysis and comparison of all owning and operating
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 93
alternatives. Simple payback and detailed life-cycle cost (LCC) analyses are
the two general categories of economic analysis.
The prudent decision would be to receive the $1000 today. The rationale
for this decision is twofold: interest (opportunity cost) and inflation. Interest is
the ability to earn a return on money that is loaned or deposited. By receiving
the $1000 today and investing these funds in an interest-bearing bank account,
one year from today would yield an amount greater than $1000. The additional
amount received beyond the principal amount invested depends on the interest
rate being paid by the bank.
The second factor, inflation, is a decrease in the purchasing power of
money. More goods can be obtained today with $1000 than in one year. This
decrease in purchasing power is a result of inflation.
Interest
Two factors affect the calculation of interest: the amount invested and the
period of time (years) between cash flows. The basic formula is
Fn = P + In (4-7)
where
Fn = future amount of money at the end of n-th year
P = present amount of money
I = interest accumulated over n years
n = number of interest periods, years
Interest is typically stated as a percentage rate paid for the use of the money
for a specific time period, usually years. The two primary types of interest are
simple and compounded. Simple interest is earned (charged) only on the origi-
nal principal amount. The formula for determining interest is
I = Pni (4-8)
where
I = interest accumulated over n years
P = present amount of money
i = interest rate
n = number of interest periods, years
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94 Chapter 4 Owning and Operating Costs
Example 4-4
Solution I = Pni
0.08
I = $15,000 6 years ----------- = $7200 (4-9)
Year
The total amount owed at the end of the 6-year period would be the
$15,000 principal plus the $7200 interest for a total of $22,200.
Compounded interest is interest that is earned (charged) on the accumu-
lated interest plus the principal amount. A new principal amount is formed
by adding the accumulated interest at the end of the first interest period. This
interest compounding is shown in Table 4-4.
In our example, the amount due at the end of the loan period using sim-
ple interest is $22,000. With compounded interest, the amount due at end of
the same loan period is $23,804, a $1604 difference. Clearly, the lender
would prefer compounded interest and the borrower would prefer the simple
interest method.
Present Worth
To better understand the time value of money analysis, the concept of present
value must be discussed. Present value, also known as present worth, is the
current worth of a future sum of money given at a specific rate of return. A
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 95
discount rate is applied to future cash flows; the higher the discount rate is, the
lower the present value is of the future cash flows. The goal of present worth
analysis is to determine the value of several cash flows occurring at different
points in time by developing a common basis through the use of an interest or
discount rate.
The methods for finding the present worth of a single sum and uniform series
are determined using various equations and Table 4-5 for a 10% interest rate.
Single Payment, Present Worth. To find present value (P) given future
value (F):
P = F P F i n (4-10)
P = P F P i n (4-11)
Uniform Series. To find future value (F) given amortized value (A):
F = A F A i n (4-12)
Uniform Series. To find amortized value (A) given future value (F):
A = F A F i n (4-13)
Uniform Series. To find amortized value (A) given present value (P):
A = P A P i n (4-14)
Uniform Series. To find present value (P) given amortized value (A):
P = A P A i n (4-15)
where
P = present value, present worth
F = future value, future worth
A = single payment in a series of n equal payments
i = annual interest rate, discount rate
n = number of annual interest periods, years
Simple Payback
Simple payback describes the number of years required for an investment to
pay for itself through the annual savings or benefits that the investment creates.
To calculate simple payback, divide the total cost of a proposed investment by
the annualized net savings that the investment will provide. For example, a
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96 Chapter 4 Owning and Operating Costs
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 97
Example 4-5
Problem A building manager expects a boiler to fail in 5 years and has estimated the
cost to be about $10,000 to replace. How much should be invested now in an
interest account earning a simple interest rate of 10% per year to afford a
new boiler in 5 years?
Solution To determine the Single Sum, from Table 4-5, to find P given F, at n = 5, the
factor is equal to 0.6209.
P = F P F i n
Example 4-6
Problem If $12,000 is deposited in an account that pays 10% interest annually, what is
the ending balance after 7 years?
Solution To determine the Single Sum, from Table 4-5, to find F given P, at n = 7, the
factor is equal to 1.9487.
P = P F P i n
Example 4-7
Problem A variable-frequency drive is expected to save $1000 per year over 15 years.
What is the present worth for this series of payments if the interest rate is
10%?
Solution To determine the Uniform Series, from the Table 4-5, to find P given A, at n
= 15, the factor is equal to 7.6061.
P = A P A i n
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98 Chapter 4 Owning and Operating Costs
Example 4-8
Problem A building engineer has $20,000 available today to buy a high-efficiency air-
conditioning system with a service life of 10 years. What energy savings
would be needed to justify this project if the company rate of return on the
money is 10%?
Solution To determine the Uniform Series, from the Table 4-5, to find A given P, at n
= 10, the factor is equal to 0.1736.
A = P A P i n
variable frequency drive costs $1350, and the annual energy savings expected
is approximately $635. Therefore, the payback is
While this technique is easy to compute, it does not factor in the time value
of money, inflation, project lifetime, and maintenance costs. To account for
these factors, a more detailed life-cycle cost analysis must be performed. Sim-
ple payback is useful for making ballpark estimates of how long it will take to
recoup an initial investment.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 99
Example 4-9
Solution Yearly costs include the sum of the maintenance and energy costs (assuming
no escalation). Cash flows are shown in Table 4-6.
LCC for Alternative 1
Total Costs = First Cost + A P A i n (4-21)
LLC = $45,000 + $8000 × (6.1446) (4-22)
LLC = $45,000 + $49,157 (4-23)
LLC = $94,157 (4-24)
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100 Chapter 4 Owning and Operating Costs
Summary
The owning and operating costs related to building operation and maintenance
are significant and cannot be ignored. Everyone involved in building operation
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 101
must be aware of the costs involved and how to control them. The concepts
presented in this chapter showed how first costs are impacted by construction
delivery methods, how first costs can be estimated, and how depreciation, ser-
vice life and recurring costs factor into the overall cost of ownership.
In addition to construction and ownership costs are the costs of operation
and maintenance. To control maintenance costs, services can be contracted to
an outside firm or managed internally by the owners’ maintenance staff. Both
methods have advantages and disadvantages, and factors involved in estimating
the costs of these services include quality and type of equipment installed,
access and location of equipment, system age and operating schedules, com-
plexity and critical use of the systems, and the infrastructure conditions to sup-
port these systems.
Utility costs include the costs of electricity, natural gas, fossil fuels, renew-
able energy, water, and sewer. Electrical costs include more than the cost of
energy itself, such as the rate at which energy is consumed, fluctuations in
energy prices, distribution and services fees, and charges for power due to inef-
ficiencies at the customer’s electrical load. The costs of natural gas, propane,
and other fossil fuels (heat oil) are impacted by use and delivery methods.
Renewable energy costs include capital costs for items such as solar panels and
wind generation, operation and maintenance of equipment, and any additional
costs due to weather and other load requirements. Water and sewer costs are
directly related to each other and are based on water consumption.
Refrigerants, nitrogen oxide, green house gases, and sustainable require-
ments all contribute to regulatory costs that impact the construction, operation,
and maintenance of buildings. Regulations will continue to impact operation
and maintenance budgets into the future and, as additional legislation and
restrictions are imposed, these costs will increase. As a result, sustainable
buildings are becoming more common. Operating costs for sustainable build-
ings may be offset over the building’s life cycle by reduced energy and water
consumption and the quality of materials used.
Sound energy management principles, including energy bill analysis,
should be employed when operating a facility. Reviewing invoices can provide
an energy baseline, help determine where excessive energy is used and the rate
at which it’s used, and help validate the performance of energy conservation
measures. When examining utility bills, always account for weather conditions
in order to accurately compare a building’s energy use with that of other typical
buildings over different years of operation.
Additional concepts related to asset costs include simple payback, time
value of money, interest, present worth, and life-cycle cost (LCC) analysis. The
number of years required for any investment to pay for itself, disregarding
interest, is described as simple payback. Interest is money earned on a principle
investment. Present worth is described as a future sum of money given a spe-
cific rate of return. LCC analysis is the process of evaluating costs and select-
ing an alternative based on the lowest cost to meet project requirements.
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102 Chapter 4 Owning and Operating Costs
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 103
4-1 The construction delivery method where discovery of design errors and omis-
sions in the construction documents leads to change orders is referred to as
____________.
a) design-bid-build
b) design-build
c) construction-manager-at-risk
d) negotiated
4-2 ____________ construction delivery method requires the design and construc-
tion team to submit a guaranteed maximum price (GMP) to the owner early in
the project based on preliminary design concepts and criteria.
a) Design-bid-build
b) Design-build
c) Construction-manager-at-risk
d) Negotiated
4-3 A developer in Boston, MA, wants to build a 250,000 ft2 office building.
____________ is the estimated cost for the HVAC system for this building.
Use Tables 1 & 2 in the chapter.
a) $4,284,050
b) $14,445,000
c) $5,851,830
d) $4,876,525
4-4 Replacement costs, extended replacement costs, and actual cash value are all
types of ____________.
a) depreciation
b) insurance coverage
c) service life
d) property taxes
4-5 ____________ is not required to determine service life in the ASHRAE data-
base.
a) State
b) Building function
c) Equipment manufacturer
d) Building Owners and Managers Association (BOMA) Class
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104 Chapter 4 Owning and Operating Costs
4-6 A motor consumes 75 kW for 5 hours and the cost of electricity is $0.15 per
kilowatt-hour. ____________ is the cost of the electrical energy consumed.
a) $37.50
b) $50.00
c) $56.25
d) $75.00
4-7 ____________ is the simple payback in years for an energy efficient lighting
system that costs $10,000 and where the energy savings is expected to be
$2,500 per year.
a) Four years
b) Five years
c) Seven years
d) Ten years
4-8 The decrease in the purchasing power of money is called ____________.
a) interest
b) opportunity cost
c) inflation
d) depreciation
4-9 The electrical utility charge for power that has to be made up from inefficien-
cies at the customer’s load source is referred to as ____________.
a) regulatory charges
b) fuel adjustment charges
c) basic service charges
d) reactive power charges
4-10 Two direct digital control (DDC) systems are under consideration to replace a
pneumatic control system. One DDC system (ABC) will initially cost $90,000
to be installed and require $1000 worth of upgrades each year. This system is
expected to save an estimated $3,000 per year in energy costs. Another DDC
system (XYZ) will have a first cost of $60,000 and require $2,000 in software
and hardware costs each year. The XYZ system is expected to have an esti-
mated energy savings of $2,000 per year. Both systems are expected to last 10
years and the available discount rate is 10%. ____________ would be the bet-
ter investment and ____________ is the life-cycle cost (LCC) associated with
this selection.
a) ABC System, LCC equal to $94,968
b) ABC System, LCC equal to $56,605
c) XYZ System, LCC equal to $67,303
d) XYZ System, LCC equal to $72,171
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Heating, Ventilating, and
Air-Conditioning Controls
Study Objectives
After completing this chapter, you should be able to
name various types of control components and identify how they are used;
understand how to specify control components and write control sequences;
understand methods to effectively use controls to measure and monitor
building energy performance; and
name several emerging control technologies and strategies.
Instructions
Read the material in Chapter 5. At the end of the chapter, complete the skill
development exercises without referring to the text.
Introduction
The heating, ventilating, and air-conditioning (HVAC) control system is the
brain of the building. It stages equipment and systems ON and OFF in response
to building schedules, changes in building load, and changes made by the sys-
tem operator. Effective use of controls is important for both new and existing
buildings, especially as the topics of energy efficiency and occupant comfort
grow in interest to the building community and utility providers.
Controls can be classified by their primary energy source: air or electricity.
Pneumatic controls were first installed in commercial buildings in the late
1940s and use compressed air as the energy source. Many existing buildings
still contain some pneumatic controls today. Electronic controls include elec-
tronic components, digital electronic controllers, and self-powered components
and use electricity as their energy source. Today, almost all new control sys-
tems installed in buildings use digital electronic controllers.
Control methods include direct digital control (DDC), building automation
system (BAS), building management system (BMS), energy management sys-
tem (EMS), and energy management control system (EMCS). Comparing defi-
nitions, BAS, BMS, EMS, and EMCS all provide the same functionality.
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106 Chapter 5 Heating, Ventilating, and Air-Conditioning Controls
Direct digital control (DDC): A type of control system where analog and
binary signals are converted to a digital format, evaluated by a control algo-
rithm in the microprocessor, and converted back to an analog or binary format
to provide a corrective action to the final control device.
BAS/BMS/EMS/EMCS: A control system that consists of DDC (and possibly
pneumatic) devices used to monitor, control, and manage mechanical and elec-
trical systems within a building. The core functionality of the system is to keep
the indoor environmental conditions within a specified range based on set-
points programmed into the system. The system also monitors equipment per-
formance and device failures and can provide notifications of unsatisfactory
operating conditions in the form of alarms to the building operator.
A control system includes both software and hardware, and in many cases a
computer network. Software typically consists of computer coding of the con-
trol sequences and a user interface. Hardware includes, but is not limited to,
controllers, sensors, meters, actuators, relays, and dampers. Although controls
are also commonly used in fire protection, lighting and security systems, these
are not the focus of this chapter.
Control Components
Control systems are composed of many different components. Some of the
most common types of control components, including software, user inter-
faces, networks, valves, actuators, dampers, temperature sensors, humidity sen-
sors, flow rate sensors, controllers, relays, transformers, fuses, and transducers,
are described below.
Valves
Valves are used to control the flow of steam, water, gas, or other fluids. There are
many different types of valves, including single-seated, double-seated, three-way
mixing, three-way diverting, butterfly, ball, and pressure-independent valves.
Always select valves based on intended use, pressure drop, and flow rate.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 107
Remember that higher pressure drops will result when smaller-diameter valves
are used.
Single-seated valves provide a tight shutoff to prevent fluid flow.
Double-seated (balanced) valves balance fluid pressure to reduce the
amount of force the actuator must apply to move the valve into position. They
are commonly used when the fluid pressure is too high for a single-seated
valve to be used or when a tight shutoff is not required (ASHRAE 2009).
Three-way mixing valves are used to mix fluids that enter through two
separate inlets and exit through a common outlet.
Three-way diverting valves are used to separate a single flow entering a
valve with one inlet and two exits into two separate streams.
Butterfly valves have a heavy ring that encloses a rotating disk designed
for two-position action (open/closed). When the valve is closed, the disk fits
against the valve body or a liner within the body to prevent fluid flow
(ASHRAE 2009). Both ON/OFF and modulating butterfly valves are available
from many vendors. Figure 5-2 shows a cross section of a butterfly valve.
Ball valves bodies consist of a rotating ball with a hole drilled in it. They
have high close-off ratings and are not very expensive (ASHRAE 2009).
Actuators
An actuator is a mechanism that positions a device. It is the interface between
the control and mechanical systems (Felker and Felker 2009). Many types of
actuators, such as pneumatic valve, electric-hydraulic valve, solenoid, and
electric motor, are used in HVAC&R controls. About 90% of actuators on the
commercial market are electric. In some cases, pneumatic actuators are used
for very large valves or dampers (Felker and Felker 2009).
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108 Chapter 5 Heating, Ventilating, and Air-Conditioning Controls
Pneumatic valve actuators use air as a primary energy source. They con-
sist of a spring and flexible diaphragm attached to the valve stem. Pneumatic
actuators can be found in older buildings and used with very large systems
(ASHRAE 2009).
Electric-hydraulic valve actuators contain an incompressible fluid, a
spring, and a flexible diaphragm attached to a valve stem. The fluid is circu-
lated by an internal electric pump (ASHRAE 2009). Figure 5-3 provides an
example of a valve actuator used to open and close a damper.
Solenoids are magnetic coils that operate a movable plunger. They are
most commonly two-position operation but can also be modulating. Solenoid
valves are generally 4 in. (102 mm) or smaller in diameter (ASHRAE 2009).
Electric motor actuators move valve stem through a gear train and link-
age. Several types include unidirectional, spring return, and reversible. Unidi-
rectional and spring-return electric motor actuators provide two-position
control. Reversible electric motor actuators can be used for floating and pro-
portional control (ASHRAE 2009).
Dampers
A damper is one or more blades in parallel or opposed arrangement used to
control airflow (Figure 5-4). Dampers are commonly used with outdoor air
intakes, air-handling units, terminal units, and smoke control systems. In air-
handling units, dampers are used to modulate airflows by mixing air and con-
trolling outdoor air intake. Parallel blade dampers are best suited for modulat-
ing control when the pressure drop of the damper comprises approximately
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 109
Figure 5-3 Valve actuators used to open/close a damper (Felker and Felker 2009).
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110 Chapter 5 Heating, Ventilating, and Air-Conditioning Controls
25% or more of the pressure in the subsystem. Opposed-blade dampers are best
suited for modulating control when the damper comprises approximately 15%
or less of the pressure drop in the subsystem. In both cases, the subsystem is
defined as a portion of duct with two relatively constant pressure points, such
as the return air section between the mixed-air and return plenum tees
(ASHRAE 2009).
When selecting new dampers or replacing existing dampers, it is important
to determine if leakage will be of concern. A leaky damper can result in frozen
pipes or coils in cold climates and can also reduce the tightness of the building
envelope. Although low-leakage dampers are more expensive because they
require larger actuators to overcome friction at the damper seals, the energy
savings often make up for the additional capital cost (ASHRAE 2009).
Temperature Sensors
Many different types of temperature sensors can be used for a broad range of
applications. Figure 5-5 shows a thermostat used for cold storage applications.
Temperature sensors include, but are not limited to, bimetal element, rod-and-
tube element, remote bulb element, thermistor, and resistance temperature
device types. Figure 5-6 shows a common room thermostat.
Bimetal element sensors have two thin strips of dissimilar metal fused
together. The element bends and changes position as the temperature changes.
Bimetal elements are commonly used in room, insertion, and immersion ther-
mostats.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 111
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112 Chapter 5 Heating, Ventilating, and Air-Conditioning Controls
less expensive and more sensitive than RTDs but are nonlinear. Historically,
thermistors have also been prone to drift.
Humidity Sensors
Humidity sensors, also called hygrometers, measure relative humidity, dew
point, or absolute humidity of either ambient or moving air. Several types of
humidity sensors include mechanical, electronic, chilled-mirror, dispersive
infrared technology, and infrared.
Mechanical humidity sensors use a moisture-sensitive material (such as
nylon or a bulk polymer material) that retains moisture and expands when
exposed to water vapor. The size change of the material is detected by a mechan-
ical linkage and converted to a pneumatic or electric signal (ASHRAE 2009).
Electronic humidity sensors use resistance or capacitance sensing ele-
ments. When a resistance-sensing element is used, the conductive grid is
coated with a water-absorbent substance. Resistance varies with the amount of
water retained and, therefore, varies with relative humidity. When a capaci-
tance element is used, the element includes a membrane of nonconductive film
stretched across it (ASHRAE 2009).
Chilled-mirror humidity sensors measure the dew point by measuring
airflow across a small mirror within the sensor. A small thermoelectric cooler
in the sensor lowers the surface temperature of the mirror until the dew point of
the air is reached (ASHRAE 2009).
Dispersive infrared technology sensors measure absolute humidity or
dew point. An optical sensor within the device detects the amount of water
vapor in the air based on the infrared light absorption characteristics of the
water molecules (ASHRAE 2009).
Infrared humidity sensors measure absolute humidity or dew point. An
infrared humidity sensor has a sensing element behind a transparent window
and is not directly exposed to the environment where the reading is taken. This
allows for the sensor to be very stable and have a fast response time, as it is not
subject to saturation and can used for both very high and very low humidity
environments (ASHRAE 2009).
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 113
not provide sufficient accuracy for all applications. When high accuracy is
needed, turbine, magnetic, and vortex shedding meter types should be used.
When replacing a flow sensor within an existing building, a Doppler meter
may be a cost effective choice because it does not require shutting down the
system or cutting the pipe to install. Pitot tube, vortex shedding, and thermal
dispersion type sensors are most often used to measure airflow.
A flow switch (Figure 5-8) uses a paddle to detect flow. Although less
expensive than flow rate sensors, flow switches tend to be less accurate.
Controllers
A controller (Figure 5-9) receives a signal from a control device and compares
it to the setpoint. After the comparison, the controller sends an output signal
back to the control device. The output signal indicates that the device should
continue operating at the same condition or that a change is needed.
The signals sent to and from the control device are either binary or analog.
A binary signal is used for two-position control: ON-OFF or open-closed. Ana-
log control is used when a range of conditions is possible, such as with a tem-
perature sensor. The control signal is processed using a microprocessor and
control algorithm within the controller. In some cases, such as with a room
thermostat, the sensor and controller are both within the same device.
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114 Chapter 5 Heating, Ventilating, and Air-Conditioning Controls
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 115
Relays
A relay is a switching device that receives a signal from a controller and trans-
forms it in some way before relaying the signal to another controller or to an
actuator. Relays can be either electronic or pneumatic (Haines and Hittle
1993). A low-load relay can be powered from a control panel using a digital
input point to switch a high-load device or a device with a different voltage or
phase.
Transformers
A transformer is a device used to change voltage levels. Transformers have two
primary functions. First, they transform a high voltage or high current from the
power circuit down to a common secondary base. Second, they isolate the
operating coils of relays and measuring instruments from high potentials in the
power system.
A basic single-phase transformer has a primary and secondary winding.
The primary winding is connected to the power source. The secondary winding
is connected to the load. Note that there is no electrical connection between the
two windings, as energy is transferred through mutual inductance (Hughes
1988).
Transducers
A transducer is a device that transforms energy from one form to another. A
transducer is needed when two devices with different forms of energy must
interface with each other. Transducers can be pneumatic, electronic, fluidic, or
a combination of types, such as fluidic-to-pneumatic (Haines and Hittle 1993).
Fuses
A fuse is an overcurrent protection device. More specifically, the U.S. National
Electric Code defines a fuse as “an overcurrent protection device with a circuit
opening fusible part that is heated and severed by the passage of current
through it.” Fuses are often found in electrical systems but are also important
within control systems.
Utility Meters
Electricity, natural gas, and water utility meters are typically installed at either
the campus or building level. Depending on the type of meter and hardware,
the sophistication of the services provided by the utility, and the needs of the
facility, utility meter data can be sent to the building automation system. Note
that when interfacing a utility meter with a BAS, additional hardware is
required because a BAS cannot directly measure power consumption.
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116 Chapter 5 Heating, Ventilating, and Air-Conditioning Controls
Pneumatic Components
The use of pneumatic controls is rare in new buildings today. However, pneu-
matic controls are commonly found in existing buildings (Figure 5-10). Pneu-
matic controls are powered by compressed air, typically at 15 to 30 psig (103 to
207 kPa). However, very large valves and dampers may require higher operat-
ing pressures. Pneumatic controllers can include relays, controllers, switches,
transmitters, and actuators.
When pneumatic controls are used, the air supply must be kept clean of
dirt, oil, and water. To keep the air clean, the pneumatic system must be well
designed and include an air dryer, oil separator, and high-efficiency filters
(Haines and Hittle 1999).
In a pneumatic control system, the compressor must hold the pressure
required for proper operation and there can be no leaks in the pneumatic tub-
ing. A preventive maintenance plan for pneumatic control can be an effective
strategy to maintain proper operation.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 117
description of the design intent and what is required to meet the needs of the
client. The specification should include (ASHRAE 2009)
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 119
Coordinated Design
Coordinated control system design requires that the HVAC design engineer,
controls engineer, and controls contractor work together to ensure that the
design intent for system operation is understood. Although this sounds simple,
it presents a large challenge within the industry. The design, installation, and
operation of a control system is typically a disconnected process. The HVAC
engineer often provides a general description in the design documents of how
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120 Chapter 5 Heating, Ventilating, and Air-Conditioning Controls
the HVAC system should operate. The controls contractor then provides a gen-
eral description to the HVAC engineer of how the system will likely be set up.
Controls design is then left up to the controls contractor programmer without
further interaction with the engineer or the building operator (Peterson and
Sosoka 1990).
This can present design challenges, because controls programmers generally
have no experience designing or operating HVAC systems (Peterson and Sosoka
1990). Hartman (2006) calls this lack of continuity in design the “over the fence”
method. Unfortunately, this method works poorly in “today’s more complex
projects, and it often is disastrous when this disconnected process is applied to
advanced integrated technologies” (Hartman 2006). Engineers, contractors, and
operators who seek to operate energy-efficient buildings need to acknowledge
and overcome these challenges to help meet energy efficiency goals.
Interoperability
Successful interoperability is very important to proper operation of a control
system. Interoperability is the ability for control components from different
vendors, manufacturers, and systems to communicate through a common net-
work and language (Gosse 2009). An interoperable system can have one or
more networks. For example, an integrated, multiple-network system could
consist of a BACnet system and multiple ARCNET or MS/TP network seg-
ments. Gateways are generally used to connect dissimilar protocols, such as
BACnet® and LonWorks®. Routers are used to send messages from one net-
work segment to another without changing protocols. Figure 5-12 shows an
example of a networked control system.
Use of Protocols
A communication protocol is a set of rules and procedures for the exchange of
information between two connected devices over a network (ASHRAE 2009).
For successful communication to occur, either the software and hardware
attempting to communicate or a router is needed to send the message through a
gateway, which translates it from one protocol to another.
The three basic types of protocols are standard, public and private. Standard
protocols are published and controlled by a standards body. Public protocols are
published and controlled by a private organization. Private protocols, also
known as proprietary protocols, are developed and used by a specific manufac-
turer. Standard and public protocols can be used by any control vendor or device
manufacturer. With the number of control vendors in the market today, the use
of only private (proprietary) protocols presents several challenges:
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 121
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122 Chapter 5 Heating, Ventilating, and Air-Conditioning Controls
• Electrical signaling
• Addressing
• Network access, including master/slave and peer-to-peer
• Error checking
• Flow control
• Message sequencing, segmentation, and checkpointing
• Presentation format, including compression and encryption
• Message format
Figure 5-13 Sample BACnet object table for a temperature sensor (Newman 2010).
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 123
specially designed microchip called a Neuron® chip, which uses the LonTalk®
open communication protocol.
Interoperability standards for LonWorks are created and supported by Lon-
Mark® International, a nonprofit industry-supported organization (Gosse
2009). The main differences between BACnet and LonWorks are as follows:
When using a BAS as an energy management tool, first make sure that the
control system is working properly:
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 125
Use of Metrics and Graphics. After metrics are selected, the time interval
and how the metrics will be displayed must be determined. Depending on the
team’s needs and the BAS’s functionality, graphics can be automatically gener-
ated from the BAS or by a report generator. In other cases, data from the BAS
may need to be exported to a spreadsheet for analysis.
When selecting what type of graphics to use, be sure to keep the purpose
and user of the graphics in mind. For example, graphics and reports provided to
the building owner should include a different level of detail than graphics or
reports used by an energy engineer. Commonly used graphics include, but are
not limited to, x-y scatter plots, bar charts, and carpet plots.
Use of Trend Logs to Troubleshoot Operational Challenges. Trending is
the process of collecting data about a specific control point over a period of
time. The time period can be either a fixed interval (such as every 15 minutes)
or at a change in value (such as a change in outdoor air temperature). Trend
data are collected by the building control system and stored in a trend log.
Trend logs can be an effective tool to help troubleshoot operational challenges
and identify sources of inefficiency. Trend logs can be used to determine if
equipment schedules are set properly, if equipment is cycling ON-OFF properly,
or if simultaneous heating and cooling are occurring.
Checking trend logs for proper equipment scheduling is fairly simple
because it is easy to see if equipment is running when the building is unoccu-
pied. Building use can change, and schedules can be overridden for a special
event, so it is important to check them regularly. When a building is scheduled
properly, the following benefits result:
When reviewing trend logs, look for when equipment was turned ON and
OFF, both manually and as automated by the control sequences. In some cases
when occupant comfort complaints are received, an equipment operator may
turn the equipment ON and OFF to resolve a heating or cooling compliant. How-
ever, turning equipment ON and OFF to solve comfort complaints often does not
address the root of the problem, can result in a slow upward trend in energy
consumption, and does not help generate an energy performance baseline for
benchmarking.
Trend logs can also be used to determine if spaces are being simultaneously
heated and cooled or to determine when systems are hunting. Simultaneous
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126 Chapter 5 Heating, Ventilating, and Air-Conditioning Controls
heating and cooling can result when control sequences for variable air volume
with reheat, constant-volume systems with reheat, multizone fan systems, and
central air-conditioning systems with perimeter heating are not well aligned.
To determine if simultaneous heating and cooling are occurring, look at the
trend logs for the following:
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 127
Figure 5-15 shows a different air handler for which the economizer mode is
not working properly. More specifically, the unit is always operating with the
outdoor air damper at the minimum open position. This is indicated by the
MAT nearly tracking the RAT and the OAT.
If economizer mode were working properly, the mixed air trend would
have more variation. Were the air handler in economizer mode, the MAT would
be lower than the RAT and not track it as closely. The trend for MAT during
proper operation depends on the OAT. To determine if an economizer is operat-
ing properly, look at the OATs. If the same MAT and RAT trends were
observed in summer on a hot day, the economizer mode would be operating
properly, because the damper should be at the minimum open position.
Balancing Indoor Environmental Quality, Occupant Comfort, and
Energy Management. A comfortable space temperature and relative humidity
are important to meet occupant needs and to help maximize productivity levels.
To control overall business operation costs, balance occupant comfort needs
and energy efficiency; do not sacrifice temperature or relative humidity levels
to save energy. To ensure that comfort needs are met in an energy efficient
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128 Chapter 5 Heating, Ventilating, and Air-Conditioning Controls
1. Monitor the number of comfort complaints (hot/cold calls) logged for the
building or certain areas of a building.
2. Perform a comfort survey of all building occupants.
Sensor Calibration
Sensors’ loss of calibration over time results in increased energy use and
decreased occupant comfort and prevents heating and cooling loads from being
met. Critical zone sensors are likely to cause the largest energy penalties when
they are not calibrated correctly. For example, a temperature sensor in the
return air duct of an air handler can result in a large amount of energy waste.
Unless the sensor is calibrated correctly, it is hard to detect that it is not operat-
ing correctly.
Additionally, many sensor problems appear as other problems. Examples
include heating or cooling loads not being met, reset schedules not working
correctly, improper operation of economizers, simultaneous heating and cool-
ing, and equipment not modulating as expected. Critical sensors that should be
periodically calibrated include the following (BetterBricks 2009):
• MAT sensors
• RAT sensors
• OAT sensors
• SAT sensors
• Chilled-water temperature sensors
• Hot-water temperature sensors
• Carbon dioxide sensors
• Carbon monoxide sensors
• Humidity sensors
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 129
Hysteresis is an error that results mainly from freedom in the control ele-
ment, such as slack in an actuator linkage. If the process cannot be controlled
manually, always identify why before starting the loop tuning process. The
loop tuning process differs depending on the type of control: proportional, pro-
portional-plus-integral, proportional-integral-derivative, or ON/OFF (ASHRAE
2009).
Smart Buildings
Smart buildings, also referred to as intelligent buildings, use advanced technol-
ogy to operate efficiently. Use of advanced technology can include, but is not
limited to, the following:
• Controls and systems that act autonomously and can reach conclusions
through data analysis (Brambley 2010)
• Highly integrated building systems, including integration of HVAC, light-
ing, security, vertical transportation, and energy management
• Devices for the HVAC control system and business infrastructure on the
same network
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130 Chapter 5 Heating, Ventilating, and Air-Conditioning Controls
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 131
information system may be the same as the BAS. In other cases, an energy
information system is an additional piece of software that imports data from
meters and sensors used for building control.
The number of vendors providing energy information systems has greatly
increased over the last several years. Energy information systems often have
different screens (dashboards) for different kinds of end users, such as facility
managers, building owners/CEOs, building occupants, and energy engineers
(Figure 5-16).
Wireless Sensors
Wireless sensors are increasingly being used in HVAC applications. However,
they are currently very expensive, some reliability concerns exist, and interop-
erability methods are still being developed.
Reliability is a concern because wireless signals do not always travel suc-
cessfully through walls or appliances (Healy 2010). An open global standard for
wireless, ZigBee (2010), has been developed the ZigBee Alliance. The standard
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132 Chapter 5 Heating, Ventilating, and Air-Conditioning Controls
has been accepted and is being incorporated into the BACnet standard. Note that
only devices that remain ON to allow the device to respond to BACnet will be
incorporated into the standard. Battery powered wireless sensors sleep between
broadcasts, so they are not technically part of the BACnet network.
Wireless sensors require a power source. Some wireless sensors use batter-
ies while some sensors are beginning to use energy harvesting. Energy harvest-
ing is a strategy by which the sensor obtains energy from the surrounding
environment using mechanical actions, vibrations, light, thermal gradients, or
other sources (Gosse 2009).
When wireless sensors are used, knowing how to keep the network secure
is important. Wireless networks can be disrupted by intercepting wireless sig-
nals, jamming network communications, and infiltrating the network from out-
side of the facility. To keep a wireless network secure, encryption,
authentication, and/or other security measures should be used (Gosse 2009).
Summary
Building control systems are often referred to by many names, including build-
ing automation system (BAS), energy management system (EMS), building
management system (BMS), and energy management and control system
(EMCS). A building control system consists of multiple direct digital control
(DDC) devices used to monitor, control, and manage mechanical and electrical
systems within a building.
The many components that make up a control system include, but are not
limited to, software, user interface; network; valves; actuators; and various
meters, sensors, and submeters.
When specifying control systems and writing control sequences, always
clearly develop the following items for each system and piece of equipment
within the scope of work:
• Descriptions of control devices
• Points lists
• Schematics of the system
• Sequences of operation
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Additional reproduction, distribution, or transmission in either print or digital form is not permitted without ASHRAE’s prior written permission.
Fundamentals of Building Operation, Maintenance, and Management I-P/SI 133
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Additional reproduction, distribution, or transmission in either print or digital form is not permitted without ASHRAE’s prior written permission.
134 Chapter 5 Heating, Ventilating, and Air-Conditioning Controls
Feng, M., K.W. Roth, D. Westphalen, and J. Brodrick. 2005. Automated fault
detection and diagnostics. ASHRAE Journal 47(5):68–70.
Gosse, J. 2009. Building Automation System Integration with Open Protocols.
Orland Park, IL: America Technical Publishers.
Haines, R., and D. Hittle. 1999. Control Systems for Heating, Ventilating and
Air Conditioning, 5th Edition. Boston: Kluwer Academic Publishers.
Hartman, T. 2006. “Part 3: Process Change Required for Effective Relational
Control.” Automated Buildings, http://www.automatedbuildings.com/news/
may06/articles/thtmn/060427045651hartman.htm.
Healy, W. 2010. Understanding building performance through ubiquitous sens-
ing.” ASHRAE Winter Conference, Orlando, FL, Seminar #57: Smart Sys-
tems for Sustainable Buildings, Part 1. American Society of Heating,
Refrigerating and Air-Conditioning Engineers, Atlanta.
Holness, G. 2009. Sustaining our future by rebuilding our past. Presidential
Address. ASHRAE Journal 51(8):16–21.
House, J. 2010. Maintain to sustain with fault detection diagnostics. ASHRAE
Winter Conference, Orlando, FL, Seminar #57: Smart Systems for Sustain-
able Buildings, Part 1. American Society of Heating, Refrigerating and Air-
Conditioning Engineers, Atlanta.
Hughes, S. 1988. Electrical Systems in Buildings. Albany, NY: Delmar Pub-
lishers Inc.
Mathew, P. 2007. Laboratories for the 21st Century: Best Practice Guide—
Metrics and Benchmarks for Energy Efficiency in Laboratories. U.S.
Department of Energy, National Renewable Energy Laboratory, Washing-
ton, DC.
Newman, M. 2010. BACnet—A tutorial overview. BACnet tutorials, ASHRAE
SSPC 135 Web site, http://www.bacnet.org/Tutorial/HMN-Overview/
sld001.htm.
Peterson, K., and J. Sosoka. 1990. Control strategies utilizing direct digital
control. Energy Engineering 87(4):30–35.
Piette, M., and B. Nordman. 1996. Costs and benefits of utility funded com-
missioning of energy-efficiency measures in 16 buildings. ASHRAE Trans-
actions 102(1):482–491.
Rios, J. 2005. Building controls and green buildings. HPAC Engineering
77(9):9, 12.
Schein, J., and S. Bushby. 2005. Fault detection and diagnostics for AHUs and
VAV boxes. ASHRAE Journal 47(7):58–63.
Tom, S. 2008. Managing energy and comfort. ASHRAE Journal 50(6):18–20,
22, 24, 26.
ZigBee. 2010. Our mission. ZigBee Alliance, www.zigbee.org/About/OurMis-
sion/tabid/217/Default.aspx.
© American Society of Heating, Refrigerating and Air-Conditioning Engineers, Inc. (www.ashrae.org). For personal use only.
Additional reproduction, distribution, or transmission in either print or digital form is not permitted without ASHRAE’s prior written permission.
Fundamentals of Building Operation, Maintenance, and Management I-P/SI 135
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136 Chapter 5 Heating, Ventilating, and Air-Conditioning Controls
5-7 Open protocols can only be used by manufacturers who have paid dues to the
organization that manages the development of the protocol.
a) True
b) False
5-8 BACnet stand for ____________.
a) building acceleration control network
b) building and communication network
c) building automation community network
d) building automation control network
5-9 When using a building control system to benchmark energy performance, one
should ____________.
a) determine what units to use to quantify the data
b) install sensors and submeters in every duct and pipe to ensure the
maximum amount of data can be collected for the building
c) collect real-time data for all points from the control system
d) develop one large report that can be used by all parties interested
in energy consumption for the facility
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Contractor Start-Up and
Handover Procedures
Study Objectives
After completing this chapter, you should be able to
discuss the various activities that precede start-up of the equipment and
systems;
discuss the various activities that follow start-up of the equipment and sys-
tems;
explain requirements, activities, and procedures for operator training;
outline the development, delivery, and use of record drawings;
describe the development, requirements, and contents of operation and
maintenance manuals; and
discuss the various issues and concerns that arise during the warranty and
post-warranty phases.
Instructions
Read the material in Chapter 6. At the end of the chapter, complete the skill
development exercises without referring to the text.
Introduction
The start-up and handover of a building from the construction team to the oper-
ations team is critical to the building’s efficient lifelong operation. Several
important activities are performed during the start-up and handover phase.
While the contractor focuses on completing construction and moving off of the
project site, the owner and operators should focus on ensuring a professional
and positive turnover as contracted.
The design team and contractor should submit and review documents in a
timely manner so as to meet the project schedule and not impact the owner’s
ability to move into the building. The contractor should provide timely start-up
services, quality training, and documentation that demonstrate a long-term
commitment to the owner.
Once the building handover process begins, operations staff should take an
increased role to verify that operational training and documentation are pro-
vided. Establishing a location for and access to these documents is important.
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138 Chapter 6 Contractor Startup and Handover Procedures
Operations staff must also work with contractors to begin operating the equip-
ment and systems within the building. The most successful start-up and hando-
ver experiences occur when building operators are involved in the building
process from the beginning, from design and construction to start-up and com-
missioning. This affords the operations team first-hand access to decision-mak-
ing and issue-resolution processes and insight into how they may impact
operation and maintenance management of the building.
Pre-Start-Up Procedures
Once equipment is installed, utilities are connected, and the control system is
fundamentally operational, several observations should be made to ensure later
activities proceed without interruption. These observations are made before
any operation or start-up of equipment or systems and are often referred to as
prefunctional checks. The primary purpose of these tests is to verify that the
equipment has been installed per the manufacturer’s instructions and industry
best practices and that they adhere to all applicable codes and standards. Vari-
ous systems, such as piping systems, also undergo observation to determine if
the system is complete and ready for operation.
Prefunctional checks are often completed by several members of the design
and construction team. These services must be included in the Architect and
Owner Agreement to ensure they are provided. The mechanical and electrical
engineers may visit the site during construction and inspect equipment and sys-
tems to verify that the installation meets the drawings’ and specifications’
intent. General contractors and construction managers routinely observe instal-
lation and record items that do not appear to be correct; these items are later
discussed during weekly job site meetings. Local city, county, and state inspec-
tors perform inspections continually during the project. Commissioning
agents, owners, lenders, and vendors all make periodic visits to the job site to
monitor progress and inspect the installation of equipment and systems.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 139
Utility Preparations
Several utility services must be initiated before building start-up. These typi-
cally include the main permanent electrical service, domestic water service,
natural gas service, and telecommunications.
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140 Chapter 6 Contractor Startup and Handover Procedures
receives assurance that the site is ready to receive power and all necessary
requirements have been met. Requirements that must be met include:
Once the meter is set and the main power is turned on, the switchgear is
considered “hot” and power will be available to building equipment and sys-
tems upon individual start-up of each system. The initiation of electric power
does not necessarily indicate the start of a warranty period. Typically the war-
ranty period does not commence until the owner has accepted the systems and
verified their performance.
Natural Gas
Providing natural gas to a building site is similar to connecting electrical power
to the building. Gas piping must be installed and pressure tested before any
connection to a gas appliance. Once an inspector has signed off on the installa-
tion and proper documentation has been completed with the utility providing
the natural gas, a meter installation will be scheduled. The natural gas supply is
typically turned off until all gas appliances are installed, connected, tested and
started up.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 141
Telecommunications
Telecommunications includes telephone, Internet, and cable or satellite televi-
sion. Telephone is often considered an essential service and important for the
safety and security of a building. The Internet and high-speed network services
are becoming essential and required to conduct most business services.
Several building operations that involve the programming, troubleshooting
and monitoring of mechanical and electrical systems equipment depend on the
availability of high-speed network service. Cable and satellite services are
required in most business and commercial buildings mostly to provide televi-
sion for entertainment and data communication.
All of these services are inspected and connected before the building occu-
pancy and operation. Utility providers enable service when the building owner
or tenant requests it.
Start-Up Plan
The start-up plan should be discussed early in the project and the writing of this
plan should be assigned to a member of the construction team. The plan should
provide an outline of the start-up process and general procedures of how the
start-up of the equipment and systems will be conducted. Typically, the start-up
plan addresses the start-up of the mechanical, electrical and plumbing (MEP)
systems. It also may include fire and life safety, telecommunications, security,
public address, pneumatic tube, and closed-circuit television systems.
The most important element of the plan is to set out an orderly process for
the start-up of systems and equipment and to describe the process before the
actual start-up takes place. Additional items to be included in the plan include
the following:
Equipment may start-up when energized with temporary power for use by
the contractor or when permanent power is made available to the building.
The project team involved with start-up may include the architect, engineers,
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142 Chapter 6 Contractor Startup and Handover Procedures
Start-Up Meetings
Start-up meetings are for review of the start-up plan, revisions to the plan, and
additional concerns the team raises for discussion. Meetings usually begin
once equipment has been set and connected to the systems. Depending on the
complexity of the equipment and systems, these meetings may begin several
months or years before the equipment and systems become operational.
Initially, theses meetings may be infrequent, quick discussions of activities
and only address current concerns that impact the project. As the project con-
tinues, these meetings occur more frequently and may take several hours to
resolve. Additional meetings with specific members may be needed to allow
focused discussion of detailed technical issues.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 143
The importance of the start-up plan and regularly scheduled start-up meet-
ings should not be overlooked. If key issues are overlooked during design or
construction, delays may occur during start-up.
Equipment Start-Up
Once requirements have been discussed and addressed, a date is scheduled for
system start-up (Figure 6-1). Each piece of equipment has specific start-up pro-
cedures and should be scheduled accordingly. Utilities, such as permanent elec-
tric power, domestic water, and natural gas, must be supplied to equipment
during start-up, as required. In some cases, energy and other utilities may be pro-
vided to equipment beforehand to ensure optimal operability during start-up. For
example, power may be provided to an electric chiller to supply energy to crank-
case heaters with the goal of preventing refrigerant in the chiller from migrating
and keeping oil at a higher temperature than in other parts of the system.
Primary heating and cooling equipment, such as boilers, chillers, cooling
towers, and pumps, must be started first to provide chilled- and hot-water to
downstream equipment. Air-handling units, heat exchangers, and fan-coil units
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144 Chapter 6 Contractor Startup and Handover Procedures
are started once the primary equipment is operational. Table 6-3 shows typical
items recorded during start-up.
Large equipment, such as boilers and chillers, are often started by factory-
certified technicians per project specifications. These technicians are employed
and trained by the factory and have special expertise in the relevant equipment.
Contractors may also become certified to start-up, but they assume the risk asso-
ciated with error and, in some cases, may void the warranty of the equipment.
Smaller equipment (packaged air-conditioning units, variable-frequency
drives, water heaters, etc.) are mostly started up by the contractor responsible
for installing the unit. After start-up of large equipment, such as chillers and
boilers, the contractor should discuss the operating characteristics with factory
technicians to determine whether these systems should continue to run after
start-up. Often, this equipment is shut down when not attended by a building
operator until the entire system becomes operational.
System Start-Up
Before starting up the larger primary heat producing or removing equipment,
the system serving the smaller space air-conditioning equipment is activated.
For example, air-handling units are activated using the chilled- and hot-water
systems provided by the central heating and cooling plant. The supply and
return fans may be run and tested before full system start-up, but these are only
partial-operation tests.
Other downstream devices include variable-air-volume (VAV) terminal
units, mixing boxes, fan-coil units, and heat exchangers that can all be placed
in operational though not automatic mode. The building automation system
(BAS) must be complete and fully operational before the units can be left unat-
tended after start-up.
Poor start-up planning can result in additional costs and potential project
delays. For example, poor start-up planning for a small office building with a
thermal storage system negatively impacted project costs and schedule. The
thermal storage chilled-water system was designed to make ice at night and
store it in a tank until it was needed during the day. The system filled with
water as any typical chilled-water system would. The factory technician per-
formed start-up on the unit. However, during the process, the technician
noticed that the water system did not include the solution to prevent freezing of
the chilled water. Upon further review, the controls were not set up properly to
initiate the correct cycles of the equipment. As a result, the factory technician
had to return to the site, at an additional charge, to complete the start-up, and
building occupancy was delayed.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 145
• setting the supply fan to provide the proper volume of air to the air distribu-
tion system;
• setting the minimum and maximum airflows on the VAV terminal units;
and
• adjusting the volume control dampers in the branch ductwork to ensure that
each space receives the required amount of conditioned air shown on the
construction drawings.
Systems with return or exhaust fans are also set to the design conditions
shown on the construction documents. Adjustment and calibration of all fans,
systems, and devices are initially set to design conditions and should be ana-
lyzed to determine additional adjustments necessary to ensure that the system
operates in the most efficient manner and to provide occupants the level of
comfort desired.
Water balance includes evaluating pump flow rates, pressure drop, and sys-
tem pressure and measuring and setting the proper flow through the heating
and cooling coils, heat exchangers, and cooling towers. Numerous additional
measurements are recorded that include air-handling unit data, motor data,
starter data, system temperatures and pressures, and fan and pump data.
All recorded information and settings are compiled into the air and water
balance report. All air and water balance activities and reporting procedures
should follow an internationally recognized industry guideline, such as those
of the Associated Air Balance Council (AABC) or the National Environmental
Balancing Bureau (NEBB).
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146 Chapter 6 Contractor Startup and Handover Procedures
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 147
Operator Training
Project specifications detail how the training of operation and maintenance
staff will be conducted. The general requirements specification, demonstration,
and training provides a summary of the required training activities for all con-
struction disciplines. Additional detailed technical training requirements are
included in other specification sections as required.
The specifications call for proper training and demonstration in the use of
equipment, systems, and subsystems for an allotted period of time. A recording
of the training and demonstration is provided. For simple systems, training ses-
sions may be only a few hours long. For larger systems, training sessions may
range from several days to weeks.
The contractor is required to develop and submit a training plan that
includes the following:
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148 Chapter 6 Contractor Startup and Handover Procedures
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 149
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150 Chapter 6 Contractor Startup and Handover Procedures
software. The instructor can have the participants follow along with presented
demonstrations. Another example is the actual operation, maintenance, and
repair procedures demonstrated on similar equipment installed in the project
building. Participants are provided time to experiment with systems and equip-
ment and become familiar with system components and software characteris-
tics. This kind of training allows operators to devote a specific amount of time
to learning, which may not be practical given other time restrictions and
responsibilities.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 151
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152 Chapter 6 Contractor Startup and Handover Procedures
or health hazards exist by allowing occupancy of the building. After this find-
ing, the AHJ issues a temporary certificate of occupancy (TCO), and occupants
can begin moving into the building. Any minor outstanding issues must be
resolved before issuance of a final occupancy permit.
Handover Procedures
Once construction of the building is complete, although several items may
remain to be corrected or addressed, the process of closing out the construction
contract and handing over the building to the owner begins. Several items that
may have been in development and previously provided in draft form need to
be finalized and provided to the owner. These include record drawings, opera-
tions and maintenance (O&M) manuals, system manuals, commissioning
reports, and warranty certificates and information. Each of these must be
reviewed and approved by the design team, owner, or owner’s representative
before release of final payment.
Record Drawings
The contractor will finalize the record drawings and provide these documents
to the owner. Construction drawings prepared by the design team show approx-
imate locations of where equipment, ductwork, and piping are to be installed.
Record drawings show actual locations where equipment is mounted and duct-
work and piping are routed, and revisions to notes and schedules that differ
from what the design team specified. Record drawings are commonly referred
to as as-built drawings because they detail how the building was built and
where devices and components are installed. This information is valuable to
the building operator because without accurate as-built information, locating
system components can be difficult.
The specifications detail how record drawings are to be developed during
construction and dictate that a set of construction drawings will be kept on the
project site and marked to reflect changes. These drawings should be
reviewed and verified often throughout the construction project by the design
team, construction manager, commissioning authority, and the owner’s main-
tenance staff. Construction details should also be documented with photos and
these pictures compared with the record drawings.
Delivery format of the record drawings should be specified in the Division 1
section of the project specifications. The contractor typically prints a set of con-
struction drawings and identifies them as “as-built” to avoid any confusion with
other drawings on the project site. Once construction is complete, the contractor
sends the as-built drawings to its construction office or to the design team’s
office for preparation in the specified format. These revisions include removing
mark up information from the construction as-built drawings and revising a set
of the original construction drawings. Revisions can be made with traditional
drafting tools or, more commonly, with a computer-aided design (CAD) pro-
gram. CAD drawings can be electronically transmitted to the owner or provided
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 153
on a compact disc (CD). The owner is also usually provided with a printed set of
as-built drawings, as well as the electronic files.
Over the last several years, building information modeling (BIM) has
become an alternate method to develop construction drawings. BIM creates a
digital representation of a building and its characteristics (ASHRAE 2009),
including geometry and information about building attributes. BIM allows
designers to virtually construct a building using elements or objects. These
objects are stored along with their attributes in a database and represent the
three-dimensional model of the building. Examples of objects include a wall, a
window, or a packaged air-handling unit. Once an object is placed in the
model, the program identifies the object’s relationship to other objects stored
there. Designers can construct the building three-dimensionally on a computer
screen and install objects as desired.
Contractors use BIM information to prefabricate materials that will be
installed on the project site. Traditionally, the mechanical contractor would
fabricate ductwork in the shop based on details and sizing requested from the
foreman on the job site. Using BIM information, the contractor can fabricate
the ductwork using the BIM model without information and details from the
job site. As long as all object information from the various disciplines—archi-
tectural, mechanical, electrical, fire protection, etc.—are entered into the BIM,
the installation will progress as planned. For estimation and construction pur-
poses, a set of two-dimensional drawings are provided to the contractor. Once
construction is complete, record drawings reflect an updated BIM. Generally,
BIMs take less time to update than CAD drawings because they allow for more
accurate project coordination.
• Equipment
° Boilers
° Chillers
° Cooling towers
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154 Chapter 6 Contractor Startup and Handover Procedures
Systems Manual
The systems manual is another key document now being provided on some
projects to assist in operation and maintenance of the building. It is a system-
focused document and includes reference to the operations and maintenance
manual and additional information useful to the owner during the occupancy
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 155
Warranty
At some point during project handover, the owner takes over control of the
building and becomes responsible for its operation, maintenance, safety, and
security. At this time, or at a time specified in the general requirements, war-
ranty of the building begins. Typically, the contractor provides a one-year
building warranty. However, most equipment has a manufacturer’s warranty
that lasts much longer. During the warranty phase, the contractor or subcon-
tractors are required to repair or replace any equipment, assembly, component,
or device that does not operate as intended.
In the event that the system does not perform correctly, the operator should
notify the contractor of the situation as soon as possible. The contractor should
visit the site, identify the issue, and mobilize resources to address it in a reason-
able amount of time. To address the issue properly may require the attention of
specific installation personnel, such as a design engineer, equipment supplier,
factory representative, or a combination of individuals, depending on the com-
plexity of the issue. The contractor and parties involved should meet with the
operator and explain the problem, how it was corrected, and any preventive
methods that can be employed to prevent the situation from occurring again.
The warranty phase usually lasts for several years, and the operator may be
faced with several warranty issues during this time. Contractors tend to become
difficult to contact, unresponsive, and less interested in addressing issues in
later stages of the warranty. Owners may want to establish a good working
relationship with contractors during this phase by helping them understand that
additional work may be offered to them in the future and that owners can pro-
vide references to others seeking contractor services.
When the end of the building warranty approaches, the owner and the oper-
ating staff should perform a careful review of the equipment, systems opera-
tion, and building performance. The owner may want to employ the design
engineer or the building commissioning authority to make a detailed analysis
of the operation and performance to verify that the building, equipment, and
systems are functioning as intended. A final list of issues should be developed
and presented to the contractor with the date of completion before termination
of the warranty.
Postwarranty Operation
Once the warranty phase is complete, the owner may continue working with the
design and construction team in various ways. The design team may provide
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156 Chapter 6 Contractor Startup and Handover Procedures
Summary
The process used to transfer a building from the construction team to the owner
and from a construction project to an operational structure includes pre-start-
up procedures, start-up events, testing and commissioning activities, operator
training, and record documentation.
Several pre-start-up procedures include the following:
• Completion of prefunctional checklist and testing
• Establishment of permanent utilities
• Start-up meetings
• Planning and coordination
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 157
Once equipment and system start-up are completed, several system tests
are performed:
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158 Chapter 6 Contractor Startup and Handover Procedures
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 159
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Commissioning and
Testing
Study Objectives
After completing this chapter, you should be able to
Instructions
Read the material in Chapter 7. At the end of the chapter, complete the skill
development exercises without referring to the text.
Introduction
As design and construction budgets and schedules decrease, the need increases
for a process to maintain quality workmanship and system performance.
Through the design, construction, and occupancy stages of a project, commis-
sioning and performance testing provide an effective way to verify that the
building meets the owners’ requirements and can be operated and maintained
effectively. Commissioning also provides special documentation that helps
capture and record operating conditions during all phases of a project.
Testing, adjusting and balancing (TAB) is critical to the performance of
HVAC systems and provides accurate data for the commissioning process.
Selection of the contractor, instruments used, and processes employed all
contribute to successful TAB. A building operator can greatly increase the
comfort level and operational effectiveness of a building by better under-
standing TAB and by using the testing process discussed in this chapter.
Many existing buildings have comfort issues, perform poorly, waste
energy, and are not maintained and operated correctly. Applying the existing-
building commissioning process provides a systematic method of analyzing
equipment and systems, determining deficiencies, and improving perfor-
mance.
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162 Chapter 7 Commissioning and Testing
Definitions
commissioning (Cx). The process of verifying and documenting that the facil-
ity and all of its systems and assemblies are planned, designed, installed,
tested, operated, and maintained to meet the owner’s project requirements
(OPR) (ASHRAE 2005).
commissioning authority. The entity, individual, or firm identified to lead and
coordinate the activities of the commissioning team and implement the com-
missioning process. This entity may be the owner’s operation staff, someone
hired by the owner, or a member of the design or construction team.
commissioning agent. An individual employed to perform the commissioning
activities required by the project. The tasks a commissioning agent may per-
form include writing the commissioning plan, reviewing drawings and docu-
ments, developing test procedures, witnessing equipment start-ups and
functional testing, and resolving issues identified during the commissioning
process.
commissioning team. Individuals involved with the project who have specific
responsibilities that relate to the commissioning of the project. The commis-
sioning team typically includes the owner, owner’s technical staff, architect,
mechanical and electrical engineers, construction manager, contractor and sub-
contractors, vendors, and others who may join the team during construction, as
required.
testing, adjusting, and balancing (TAB). A process used on HVAC systems or
other building systems to test, determine, achieve, and document proper air and
water flow rates.
functional performance testing. A process to verify that the installed systems
are functioning to performance levels acceptable by the owner, owner’s repre-
sentative, or commissioning authority. Typically, the functional performance
testing procedures are developed by the commissioning authority, conducted
by the installing contractor, and witnessed by the commissioning authority who
determines whether the test results meet the performance criteria listed.
Commissioning Benefits
The benefits of commissioning are numerous and depend on the scope of
implementation, the determination of the commissioning team to address
issues documented during the commissioning process, and the level of quality
the owner seeks to achieve. The following items are typical benefits that can be
achieved on a project employing a commissioning process:
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 163
Commissioning Process
The commissioning process begins in the conceptual stages of a project and
continues through design and construction and into the operation and occu-
pancy phase.
Predesign Phase
It is critical to engage the commissioning authority early in a project. The owner
must define the scope of commissioning, develop selection criteria, and then
choose the commissioning authority.
During the predesign phase, several key concepts are discussed, and deci-
sions are made that must be documented. The commissioning authority can
help develop the owner’s project requirements (OPR), develop the initial com-
missioning plan, and define the commissioning process.
The scope of commissioning must be broadly defined early in the project.
The agency contracting for commissioning should determine what activities
the authority will perform, what deliverables will be provided, and what equip-
ment and systems will require commissioning. Although details of the systems
and equipment are undetermined until later in the design phase, major systems
that will require commissioning should be apparent. Typically, these will
include many of the mechanical and electrical systems. Other systems and
equipment may include fire protection, telecommunication, security, elevators,
and, in some cases, the building envelope. Special process equipment, such as
refrigeration, instrumentation and mission-critical equipment, may be included
in the scope of commissioning.
In some cases, the commissioning scope may be defined by building codes,
standards, or nongovernmental agency programs. The Leadership in Energy
and Environmental Design (LEED®) rating system developed by the United
States Green Building Council (USGBC) requires commissioning as a prereq-
uisite for all new construction projects awarded certification. LEED defines the
scope of both fundamental commissioning of building energy systems and
enhanced commissioning. Other green rating systems include the Building
Research Establishment (BRE) Environmental Assessment Method
(BREEAM®), Comprehensive Assessment System for Building Environmental
Efficiency (CASBEE®), GB Tool, Green Globes®, Green Guide for Health
Care, and Collaborative for High Performance Schools (CHPS). These sug-
gest a form of commissioning and define the level of commissioning required.
Authority selection is critical to the success of the commissioning. The
contracting agency should carefully define the scope of the commissioning ser-
vices expected. Selection criteria should evaluate the experience of the firm in
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164 Chapter 7 Commissioning and Testing
relation to the project and the experience of the individuals who will be
assigned to the project. The contractual relationship of the commissioning
authority, design team, and contractor should be evaluated to determine if a
conflict of interest exists between the contractor or design team and the com-
missioning authority.
Other selection criteria should include the authority’s professional registra-
tions and certifications; their ability to provide full-service testing and verifica-
tion of systems; and their expertise in the design, construction, and operation of
these systems. Membership in a national organization is desirable. These typi-
cally provide certification exams, guidelines, and best practices. Currently,
these organizations include ASHRAE, Building Commissioning Association
(BCA), Associated Commissioning Group (ACG), and National Environmen-
tal Balancing Bureau (NEBB).
OPR Review. The OPR is a written document that details the functional
requirements of a project and expectations for how it will be used and operated.
These include project goals, measurable performance criteria, cost consider-
ations, benchmarks, success criteria, and supporting information (ASHRAE
2005). This document is typically written in narrative form and addresses the
following:
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 165
Design Phase
Commissioning activities during the design phase include review of the basis
of design (BOD), development of commissioning specifications, focused
review of the drawings and technical specifications, and development of pre-
liminary prefunctional construction checklists.
Review of the BOD. The commissioning authority reviews the BOD,
which is prepared by the design team, to verify that it meets OPR requirements.
In addition, the BOD is reviewed for clarity, completeness, and any issues that
will impact the design, construction, cost, schedule, maintenance, or operation
of the facility. The following is a sample list of items for review:
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166 Chapter 7 Commissioning and Testing
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 167
instances, the owner or contracting agency will request that the commissioning
authority assist in the contractor bid or proposal phase of the project. This may
require the commissioning authority to be available during the pre-proposal
meeting and job walk and respond to any questions.
Construction Phase
In this phase of the project, the commissioning authority focuses on coordinat-
ing the commissioning team, performing site observations, documenting proj-
ect changes and deficiencies, developing functional testing procedures,
witnessing testing, attending equipment and system start-up, verifying training,
and reviewing the quality and accuracy of as-built documents. During meet-
ings, the progress of the commissioning and documentation is reviewed.
Scheduling of tests and technical issues are also discussed, and action steps are
suggested to keep the project moving forward.
Commissioning Project Meetings. To ensure that the construction team is
informed of the commissioning process and responsibilities, the commission-
ing authority holds a scoping meeting, prior to construction, with the commis-
sioning team to review the following:
• OPR
• BOD
• Commissioning plan, schedule, and expectations
• Construction checklists, functional performance testing, and responsibilities
for participating in the commissioning activities and providing submittals
• O&M manuals
• Training
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168 Chapter 7 Commissioning and Testing
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 169
documents are arranged and archived for inclusion in the commissioning report.
Once functional performance testing is complete and all issues are resolved, the
commissioning authority prepares the report and includes all documents,
results, and outcomes of the commissioning process. This report typically
includes the following:
• Executive summary
• Design phase activities: review of the OPR, BOD, drawing and specifica-
tions
• Construction phase activities: installation checks and functional testing
results
• Deficiency resolution, performance tests, and evaluation
• OPR
• BOD
• Commissioning report
• Single-line drawings
• As-built control drawings
• Control sequences
• Initial controls setpoints
• Time-of-day schedules
• Guidelines for tracking procedures
• Benchmarks for energy use and equipment efficiencies
• Written narratives of equipment and system operation
• Maintenance procedures
• Start-up tests
• Retesting documentation and suggested retesting and calibration schedule
• Plans and schedules for retesting
• Trending information and analysis to provide the owner with a baseline for
future building analysis.
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170 Chapter 7 Commissioning and Testing
Recommissioning
A project may be recommissioned as a result of a change in building use, or in
the event of operational problems.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 171
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172 Chapter 7 Commissioning and Testing
Scope of Work
The testing, adjusting, and balancing (TAB) scope of work typically includes
preparing a submittal, reviewing equipment and systems submitted, observing
field conditions and recording data, testing and balancing each system and sub-
system, and documenting the results of testing in the TAB report.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 173
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174 Chapter 7 Commissioning and Testing
responsibility, and the requirements of the TAB report should also be detailed in
the specification.
• Ductwork
• Access doors
• Dampers, including fire and smoke, and their accessibility
• Completed building envelope
• Air filters
• VAV terminal units and reheat coils and their accessibility
• Test ports, gages, and piping
• System has been cleaned and flushed
• Confirmed successful start-up
Various elements of the piping and ductwork may require testing before
system completion. One example is duct shaft pressure testing, where each sec-
tion should be tested for leaks, as opposed to testing the entire shaft at the com-
pletion of the project. Once the system is complete and operational, the TAB
technician begins the TAB phase. The technician measures and records data
that are incorporated into the TAB report. The TAB phase of a project is com-
plete when the engineer of record accepts the final TAB report.
TAB Instruments
TAB instruments require regular calibration from the manufacturer. Once a cal-
ibration is conducted, a certificate of calibration is provided to the owner of the
test instrument. These certificates of calibration are often requested as a sub-
mittal prior to conducting any TAB work. Typical instruments used for TAB
include:
• Manometers
• Airflow capture hood
• Tachometer
• Ammeter (clamp-on type)
• Thermometers (noncontact dial and digital thermometers)
• Rotating vane anemometer
• Sling or digital psychrometers
• Sound meter
• Air differential pressure gages (Figure 7-4)
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 175
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176 Chapter 7 Commissioning and Testing
• Once all VAV terminal units are set for maximum airflow, and volume
control dampers are adjusted and set for required airflow, set the variable-
frequency drive to the maximum setting.
• Verify that the most remote VAV terminal units have the minimum static
pressure required to operate.
• Measure duct static pressure in the main return trunk duct.
• Set each zone thermostat to call for heating or minimum cooling.
• Calibrate each VAV terminal unit to the minimum airflow shown on the
VAV terminal unit schedule.
• Once all VAV terminal units are set for minimum airflow, adjust the variable-
frequency drive to the minimum setting.
• Verify that the duct static pressure sensor location is suitable to measure the
maximum and minimum static pressure of the system.
The testing and balancing of chilled- and hot-water systems should be com-
pleted prior to testing and balancing the air distribution system. This procedure
includes setting and recording pump flow capacities; verifying pump impeller
size; recording pump head; adjusting balancing valves on coils and exchang-
ers; setting and recording variable-frequency drive speed; and recording the
coil design flow and actual flow in the TAB report.
TAB Report
The TAB firm should produce and submit a TAB report soon after the project is
complete. In some cases, the TAB firm will submit a preliminary TAB report
while the final report is being completed. The mechanical engineer reviews the
report, provides comments for corrective action, or accepts the report as is.
During the commissioning acceptance phase, the commissioning authority
may require verification of TAB readings and compare findings with the values
in the report. The TAB report should include the following information:
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 177
Planning Phase
The objective of the planning phase is to determine the owner’s needs and
requirements for the facility. The following items are completed during the
planning phase as described below:
Define Roles and Responsibilities. Roles and responsibilities of all EBCx
participants are defined during this phase, along with the EBCx plan. Parties
whose roles are defined may include a commissioning authority, mechanical
and electrical engineers, contractors, equipment suppliers, maintenance and
operation staff, building occupants, building managers, building owners, and
utility providers.
Define Scope of Work. A clearly defined scope of work for the project
should be developed that includes the desired outcome of the project, a sched-
ule for work to be completed, and identification of a funding mechanism.
EBCx Goals. Goals and objectives developed for the commissioning pro-
cess provide a focus for the commissioning team in the planning effort and are
reflected throughout the EBCx plan.
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178 Chapter 7 Commissioning and Testing
Investigation Phase
The objective of the investigation phase is to conduct a site investigation to
compare actual building conditions and system performance with the CFR.
This phase concludes with the completion and review of a master list of find-
ings that identifies facility improvement measures (FIMs) that, upon imple-
mentation, will improve building and system performance to meet the CFR.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 179
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180 Chapter 7 Commissioning and Testing
Master List of Findings. Create a master list of findings (Table 7-1) that
identifies possible facility improvement measures (FIMs). The following infor-
mation on each FIM is desirable so that the owner will have sufficient informa-
tion to make an informed decision when selecting the FIMs for
implementation:
• Item number
• Date identified
• Finding/issue description
• Recommended action/solution/measure
• Implementation action taken
• Date resolved
Implementation Phase
The objective of the implementation phase is to implement the facility
improvement measures selected from the master list of findings and to verify
that predicted results and system performance are achieved.
Analyze, Prioritize, and Select Facility Improvement Measures. The
implementation phase begins with the analysis, prioritization, and selection of
FIMs for implementation. The owner evaluates and prioritizes the measures
recommended for implementation by the commissioning team, with their
assistance. The final selection of measures for implementation is frequently
influenced by many factors, including budgetary constraints, anticipated facil-
ity impacts, future capital plans, and available implementation resources.
Prepare an Implementation Plan. Depending on which FIM measures
are selected, the commissioning team prepares an implementation plan to
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 181
Reporting Phase
The objective of the reporting phase is to ensure a smooth handoff and transi-
tion from the commissioning process/team to the personnel responsible for
operating and maintaining the building over its life cycle. Successful transi-
tions ensure that all necessary documentation, training, and knowledge of
equipment and systems are provided to the O&M personnel, and that imple-
mented improvements become part of the standard operating practice so that
the CFR is met and positive results persist into the future.
Update O&M Manuals and As-Built Documentation. Update O&M
manuals and as-built documentation as required.
Develop Final Report and Update Documentation. The final report is a
record of the EBCx activities and measures that were implemented. It is an
important document for the building and an invaluable resource for current and
future building operators.
Compile a Systems Manual. A systems manual is a compilation of impor-
tant building documentation. The system manual greatly enhances the building
personnel’s ability to operate the building effectively. The systems manual
should include the following information:
• Index of documentation
• Current facility requirements
• Original construction record documents, specifications, submittals, TAB
report, and EBCx final report
• Building energy model reports
• Measurement and verification plan
• Master list of findings
• Implemented FIM projects and associated documentation, such as specifi-
cations, record drawings, O&M manuals, and warranty information
• Listing of recommended operational record keeping procedures
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182 Chapter 7 Commissioning and Testing
Develop Training Plan. Establish a training plan for future training based
on current training needs, estimated future needs (including “refresher” train-
ing), and training for continuous skill improvement. The training plan should
include the goals and objectives of the training program. Specific learning
objectives tied to actual operational activities should be developed. Classroom
and building equipment areas should be utilized to provide the appropriate
learning environment. Training workbooks and O&M material should be made
available during training sessions. At the conclusion of the training sessions, an
informal survey of the occupants should be conducted to determine if the goals
and objectives of the training have been met.
Hold a Lessons Learned Meeting. Hold a “lessons learned” meeting with
the building operating personnel and commissioning team members. This can
help operating personnel maintain the performance benefits from EBCx,
increase their knowledge, and expand their ability to identify and address
improvement measures in the buildings in which they work.
Summary
This chapter provided an introduction to commissioning, defined key terms,
and described the benefits of commissioning, including reduced costs and defi-
ciencies, improved documentation, coordination, operator knowledge, and
increased energy savings. Commissioning begins in the predesign phase, at
which time a commissioning agent is selected, scope is defined, and the OPR
and initial plan are developed.
In the design process, commissioning focuses on review of the BOD, draw-
ings and technical specifications, development of a commissioning specifica-
tion, and prefunctional construction checklists. During the construction phase,
the commissioning activities include meetings, submittals review, log updates,
installation observation and verification, observation of equipment and systems
startup, functional performance testing of the equipment and systems, verifica-
tion of training requirements, and preparation of operation and maintenance
documentation. Commissioning continues into the occupancy and operations
phase where the commissioning report and systems are completed and war-
ranty and building review activities are performed.
This chapter also outlined procedures for testing, adjusting, and balancing
(TAB) HVAC systems. Topics discussed included scope of work, acquisition of
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 183
TAB services, design and construction phase TAB requirements, TAB instru-
ments, and the TAB process, with an example of a typical VAV system balanc-
ing procedure and reporting requirements.
Finally, existing building commissioning was discussed and the process
defined in four phases: planning, investigation, implementation, and reporting.
The planning phase outlined the following roles and responsibilities of the
commissioning team: scope of work, goals, development of the current facility
requirements (CFR), benchmarking, review of documentation, interviews and
the development of an EBCx plan. During the investigation phase, the process
focuses on review of documentation, site survey, diagnostic monitoring, func-
tional performance testing, simple repairs, and the development of a master list
of findings.
The process continues with the implementation phase. Facility improve-
ment measures (FIMs) are analyzed, prioritized, and selected; an implementa-
tion plan is prepared; FIMs are implemented; and results obtained through
testing to determine the successful FIMs are implemented. The ECBx process
concludes with the reporting phase, where O&M manuals are updated, a final
report and systems manual are prepared, an operator training plan is developed,
and a lesson-learning meeting is held.
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184 Chapter 7 Commissioning and Testing
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 185
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Risk Assessment and
Emergency Preparedness
Study Objectives
After completing this chapter, you should be able to
define risk;
list several types of risk that can occur within a facility and summarize how
to manage them before and during a risk event;
describe how to develop an emergency response plan; and
describe what to do after an emergency event.
Instructions
Read the material in Chapter 8. At the end of the chapter, complete the skill
development exercises without referring to the text.
Introduction
Knowing what to do during an emergency event requires planning, preparation,
and practice. Plans must be in place so that building occupants know how to
proceed, and the development of these plans is often the responsibility of the
facility manager.
Defining Risk
Risk is a source of danger likely to result in suffering, harm, or loss. The two
basic types are risk are man-made risks and natural disasters. Man-made risks
include terrorism attacks and fires. Natural disasters include but are not limited
to floods, tornados, hurricanes, pandemic flu, and fires. In many cases, risk is
determined by assessing the probability and consequences of the threat.
Regardless of the type of risk, every facility must have a risk event plan in
place to minimize the damage and danger to the following:
• Building occupants
• Documents and assets within the facility
• The building itself, including structural integrity and indoor air quality
• The surrounding community, including air and water quality
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188 Chapter 8 Risk Assessment and Emergency Preparedness
• The impact each risk has on the well-being of the building occupants
• How building occupants will be educated about what to do during an emer-
gency event
• What is needed to recover from the disaster, considering both the people
that occupy the facility and assets within and around the facility
After risks are identified, develop a plan for each. Specifics of the plan will
depend on many site-specific factors. However, in general, the plan should
include the following:
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 189
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190 Chapter 8 Risk Assessment and Emergency Preparedness
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 191
Continuity Planning
A continuity plan is a procedure for how a business will continue to operate
when impacted by an emergency or other unplanned event. To develop the plan,
it is necessary to identify what types of risk may impact the facility and to care-
fully assess the internal and external functions of the facility and the activity that
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192 Chapter 8 Risk Assessment and Emergency Preparedness
occurs within it. Consider what staff members, materials, procedures, and
equipment are essential to keep the facility open and operational. Some specific
tasks to complete the assessment include the following (FEMA 2010d):
To ensure that employees who are helping to keep the business open before
it returns to regular operating conditions are paid, develop a payroll continuity
plan. After all of the high-level details are determined, assemble a team to
gather detailed information. Be sure to include building occupants from all lev-
els of the organization, as well as representatives among those who oversee
emergency management at the facility (FEMA 2010d).
After the plan development team is formed, the team should work together to
coordinate necessary actions and share the plan. The plan should be shared with
building occupants, first responders, emergency managers, and utility providers,
as well as those who regularly do business in and with the facility’s occupants.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 193
may not be provided immediately and a decision may be needed quickly before
information has been broadcast on TVs or radios.
If an evacuation is necessary, employees should leave the facility as quickly
and safely as possible. After the facility is evacuated, account for all building
occupants, including workers, visitors, and customers.
If the shelter-in-place plan is enacted, announce that it is necessary to move
safely and quickly to the shelters. As people arrive at the shelters, account for
all workers, visitors, and customers. Remind everyone that they are being
asked to enter the shelter for their safety, that it is best to remain calm and fol-
low directions given to them, and that information will be provided to them as
it becomes available.
• Have the facility inspected for fire safety to make sure it is in compliance
with fire codes and regulations. Also be sure all fire extinguishers are
inspected and tested at required intervals.
• Make sure fire extinguishers and smoke detectors are installed at necessary
locations and that they are working properly.
• Be sure a warning notification system is in place if building occupants must
be notified of a fire. In many commercial buildings, this is done via lights
and auditory alarms integral to the fire detection system.
• Have a process to alert the fire department.
• Have an evacuation plan, and ensure that building occupants know how to
follow it in the event of a fire.
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194 Chapter 8 Risk Assessment and Emergency Preparedness
When developing an evacuation plan, be sure that the plan addresses how
to help people with disabilities. To ensure the plan accounts for their specific
disabilities, talk to individuals to learn what their needs would be in the event
of a fire. Then work with them to make sure their needs can be met if an emer-
gency occurs. Topics to discuss include the following (FEMA 2010f):
• Physical limitations
• Medical procedures
• Equipment instructions or needs
• Know where the closest emergency exit is, including an alternate exit if the
first choice is blocked.
• Face away from windows and glass.
• Do not use elevators.
• When using stairs to exit the building, stay to the right and allow emer-
gency personnel to come up.
Building occupants must be told not to use elevators during a fire. If occu-
pants were to try to use the elevator, they could become trapped, and the eleva-
tor likely would not work properly. Heavy smoke can block photoelectric eyes
used to close the door, preventing it from closing (Shear 1983).
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 195
• Flash floods
• Around new development—construction and development alters natural
drainage conditions, increasing the risk of flooding
A flash flood is the rapid flooding of low-lying areas in less than six hours
from intense rainfall. The rainfall is normally part of one or more thunder-
storms. During flash floods, large rocks may be sent into motion, trees are torn
from the ground and buildings and bridges can be destroyed. Flash floods are
the most common weather-related cause of death in the United States (FEMA
2010g).
Several different terms are used to classify flood hazards. In the event of a
flood, follow the recommended actions in Table 8-2.
• Who will turn off the air handlers in the event of an airborne release?
• What happens if there is a false alarm?
• Should counter measures, such as high-efficiency filters or ultraviolet
lights, be installed? If so, where?
• What type of airborne release is most likely to occur at the facility? Deter-
mine correct capture methods, as they can vary greatly by type of release.
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196 Chapter 8 Risk Assessment and Emergency Preparedness
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 197
The cleanup process after release varies greatly, depending on the type of
contaminant. For example, the release of liquid chlorine should be handled
very differently than the release of radiological material, which can contami-
nate carpet, walls, furnishings, and all other parts of a building. The cost of
cleaning radiological material is about $1000 (U.S. dollars) per hour (Welden
2010). Additionally, radiological material must be disposed of in a special
facility.
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198 Chapter 8 Risk Assessment and Emergency Preparedness
• Ear ache
• Thick discharge from nose
• Sore throat
• Rash or skin infection
• Red or pink eyes
• Loss of appetite
• Loss of energy or decrease in activity
• Many people have watery eyes, are choking, are having trouble breathing,
are twitching, or are loosing coordination.
• Many sick or dead birds, fish, or other small animals appear in the area.
If signs of a chemical attack are present, find clean air quickly and move
out of the impacted area. If you and others impacted by the attack are inside,
determine whether escaping the building will provide a source of clean air and,
if so, whether it can be done without passing through a contaminated area. If
you cannot exit the building without traveling through the contaminated area,
shelter in place (see the section “Developing a Shelter-In-Place Plan”).
If you and others impacted by the attack are outside, quickly determine
whether entering a building is the fastest way to get clean air. If you can enter a
building, determine if it is possible to shelter in place.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 199
• Immediately strip and wash with water, as the chemical must be removed
as quickly as possible. If soap is available, use soap but do not scrub the
chemical into your skin. Use a hose or drinking fountain if they are the only
available source of water.
• Seek medical attention immediately.
• Tissues
• Antibacterial soap
• Information about where flu shots can be provided
• Alcohol-based hand-rub dispensers
Encourage employees who have the flu to stay home. One effective way to
reduce the spread of the flu is to keep ill people away from healthy people. If
the functions employees are performing are critical to the business, try to
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200 Chapter 8 Risk Assessment and Emergency Preparedness
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 201
• Develop a list of all facilities within the building, including their functions
(office space, show room, parking, etc).
° Determine what business functions, spaces, equipment, personnel, or
other facility-specific needs would be disturbed in the event of an earth-
quake.
° Determine an earthquake recovery objective for each facility. A recov-
ery objective is the amount of time (hours, days, weeks, or months)
needed to restore the building to a functional condition. Recovery
objectives can help managers of multibuilding organizations to priori-
tize which buildings should be restored first (FEMA 2010n).
° Ensure that the appropriate members of the management team know
what agreements govern post-earthquake use of each facility. Some
conditions exist under which the facility may not be used. To determine
facility-specific conditions, review leases, loan documents, insurance
policies, franchise agreements, building code regulations for damaged
structures, and vendor service agreements (FEMA 2010n).
• Assemble or purchase emergency supply kits. General kits for employees
and building occupants should include nonperishable food items, water, a
battery-powered radio, flashlight, and extra batteries. Individual building
occupants should also be encouraged to assemble emergency supply kits
that include important documents, prescription medications, bedding, and
clothing.
• Plan for building occupants to know what to do and where to go if an earth-
quake occurs. The plan should include locations within, close to, and out-
side of the general area of the building. Be sure to identify safe areas in
each location, such as under sturdy furniture, against inside walls, away
from glass, and away from heavy bookcases or other heavy furniture.
• Encourage building occupants to participate in a local community emer-
gency response team class.
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202 Chapter 8 Risk Assessment and Emergency Preparedness
Tornado watch A tornado is possible Listen to the radio or television for information
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 203
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204 Chapter 8 Risk Assessment and Emergency Preparedness
Summary
All facilities are at risk of disaster, regardless of their location. The develop-
ment of an emergency response plan requires the following:
• Earthquakes
• Fires
• Floods
• Influenza epidemics
• Tornados
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 205
• Biological releases
• Chemical threats
• Cyber attacks
Responding and acting during an emergency is only one step of the recovery
process. After an emergency, other tasks must be addressed by the facility man-
agement team. These tasks are generally classified as remediation and recon-
struction. Remediation is the process of sealing the damaged portion of the
facility to prevent any further damage and eliminating and/or controlling haz-
ards. Reconstruction is the process of returning the facility to a usable condition.
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206 Chapter 8 Risk Assessment and Emergency Preparedness
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 207
8-1 Some buildings are not susceptible to risks and do not need to have emergency
plans.
a) True
b) False
8-2 ____________ is/are the most helpful way to communicate the emergency
plan to building occupants.
a) Signs posted around the building
b) It is not necessary to inform building occupants about emergency
plans
c) Yelling as loudly as possible
d) Providing lengthy policies in a three-ring binder
8-3 ____________ should be included in an emergency supply kit.
a) Water, dust masks, and laptops
b) Water, nonperishable food, flashlights, and a can opener
c) Dusk masks, fresh fruit, and plastic sheeting
d) All of the above
8-4 During an emergency the first thing to determine is ____________.
a) how much it will cost to hire a remediation team
b) whether it is necessary to evacuate or shelter in place
c) where the emergency kits are stored
d) whether the elevators are working properly
8-5 To prepare for a fire emergency, make sure that ____________.
a) fire extinguishers are inspected and tested at required intervals
b) elevators are up to code
c) building outdoor air intakes are not at vulnerable locations
d) flashlights within the emergency kits have extra batteries
8-6 If a biological attack occurs in your facility, assume that anyone who gets sick
needs immediate emergency care.
a) True
b) False
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208 Chapter 8 Risk Assessment and Emergency Preparedness
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Greening Your Facility
Study Objectives
After completing this chapter, you should be able to
Instructions
Read the material in Chapter 9. At the end of the chapter, complete the skill
development exercises without referring to the text.
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210 Chapter 9 Greening Your Facility
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 211
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212 Chapter 9 Greening Your Facility
• Utility bills
° Energy consumption and cost data
° Water consumption and cost data
° Steam consumption and cost data (if applicable)
° Gas consumption and cost data (if applicable)
° Fuel oil (if applicable)
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 213
To help determine the type of data to collect and the level of detail needed
to complete the audit, sustainability rating and certification systems can be
used to help define categories and create a data collection checklist. Grouping
similar items within a checklist will help to streamline the data collection pro-
cess and make it easier to assign tasks to different individuals.
As the audit is performed, data collected should be organized and clearly
documented. If the audit is being conducted for multiple buildings, also list the
age, general condition, and potential/planned major renovations or changes to
each building. Information about the buildings is important to prevent recom-
mendations from being applied to buildings that are scheduled for deconstruc-
tion or major renovation (Hodges 2009). After completing the audit, goals
should be determined.
To help ensure the goals are quantifiable and realistic, ask other facility
managers for success stories and lessons learned. Determining which sustain-
ability goals to set commonly begins by identifying “low-hanging fruit”—
those items that are the least resource intensive and that will result in the larg-
est benefit. When implementing what may appear to be easy goals with a quick
payback, be sure that their implementation will not be part of a larger project.
For example, re-lamping an office building may not be the best goal to start
with if a future short-term project is to perform a building-level lighting audit
to improve energy efficiency. The lighting audit could reveal that the ballasts of
the re-lamped fixtures should be replaced, not just the lamps.
In addition to identifying the low-hanging fruit, consider classifying goals
by reduced environmental impact and/or by cost. Classifying goals beyond
identification of low-hanging fruit can help in assigning priorities and deter-
mining which goals best align with organizational strategic and sustainability
objectives. A three-level rating system of “green,” “greener,” and “greenest”
can be used to identify goals by environmental impact; green goals are those
with the lowest environmental benefits and greenest goals are those with the
greatest environmental benefits.
If many goals are defined, or have been classified using multiple criteria, a
simple numerical weighting system can be used to help rank and quantita-
tively prioritize them. The use of a simple weighting system may also help
align what may appear as conflicting or indirectly related priorities. Alter-
nately, symbols can be used to graphically compare multiple criteria. For
example, plus (+), minus (–), and zero (0) can be used to identify whether a
goal has a positive, negative, or neutral environmental, economic, or social
impact on the facility, building occupants, and/or the surrounding community
(Figure 9-3).
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214 Chapter 9 Greening Your Facility
Figure 9-3 Symbol-based goal classification method (adapted from Hodges [2009]).
After the goals are defined, they should be prioritized. Then a process to
achieve the first goal should be determined. Some questions to ask while devel-
oping the process and implementing the goals include the following:
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 215
continue to collect data to measure the results. The keys to green building oper-
ation are continual monitoring of results and continual reduction of negative
environmental impacts resulting from building operation.
Site Sustainability
Site sustainability includes the site where a building is located, the mitigation
of heat island effects, and light pollution reduction. For existing buildings,
decisions for where to locate the building have already been made. However,
heat islands and light pollution levels can often be reduced.
A heat island is an area where the temperature is significantly warmer than
the surrounding area. Heat islands are typically found in urban environments
and result from large amounts of reflective surface areas, such as concrete,
asphalt, and buildings. As existing buildings age, and site features must be
replaced, determine which of the following strategies can be used to reduce
heat island effects (ASHRAE 2010c):
• Limiting the amount of hardscape surfaces (roadways, sidewalks, and park-
ing lots) on the site
• Selecting paving materials with a minimum solar reflective index of 29
• Using porous pavers
• Replacing roofs with solar reflective indexes that meet ANSI/ASHRAE/
USGBC/IES Standard 189.1
• Carefully select luminaires that will minimize light trespass from the site.
° Determine if sensors, timers, and/or motion sensors can be used to
reduce the number of hours that exterior lights are used. If sensors can-
not be used, consider the use of dusk-to-dawn fixtures.
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216 Chapter 9 Greening Your Facility
• Understand that exterior night lighting alone will not protect property and
is a poor security device. If exterior lighting is being used as a property
protection method, consider other means of night security, such as alarms
or security guards.
Energy Efficiency
Energy efficiency includes using energy in a nonwasteful manner as well as
using on-site renewable energy sources and energy metering. When making a
facility more energy efficient, energy reduction strategies should be imple-
mented before renewable energy strategies. Implementing energy reduction
strategies first will reduce the capacity of renewable energy needed.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 217
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218 Chapter 9 Greening Your Facility
district steam use. To use the data for proactive energy management decisions
and to understand peaks and troughs in the data, more meters should be
installed than just the ones provided by the utility.
• Tobacco smoke
• Vehicle exhaust
• Off-gassing from carpet and paints
• Food preparation
• Manufacturing processes
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 219
• Recycle steel, copper, aluminum, and any other materials that can be
recycled.
• Reuse materials and resources such as soil, sand, and stone on the site.
• Donate materials such as office equipment and furnishings to charitable
organizations.
Products that are biodegradable and/or minimize chemical use can also be
purchased:
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220 Chapter 9 Greening Your Facility
ASHRAE Building eQ
In 2010, ASHRAE released the new Building Energy Quotient (Building eQ)
rating system (Figure 9-5). The system has as-designed and in-operation com-
ponents. The in-design rating provides an assessment of the design and results
of building energy modeling. The operational component is for buildings in
operation and is based on actual utility bills.
Having a system with both as-designed and in-operation ratings provides a
metric to demonstrate the divergence between estimated and actual building
performance. The rating is based on a numeric scale where zero is best and 100
is the median. Values greater than 100 indicate that the building performs
below average. The numeric rating allows buildings to be compared to other
peer buildings.
Building eQ focuses on energy but includes a side-by-side comparison of
the as-designed versus in-operation ratings for the following:
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 221
• IAQ indicators
• Suggested energy efficiency improvements and tips, including potential
commissioning activities, energy efficiency improvements, and tips on how
to improve building energy efficiency
The rating helps owners and building operators understand the energy effi-
ciency potential of their building and its current operating performance. It
informs the maintenance decision process and equipment upgrades and is
based on market forces rather than prescriptive mandates (Jarnagin 2009).
BOMA BESt
The Building Operators and Managers Association Building Environmental
Standards (BOMA BESt) is Canada’s national environmental certification
program for all types of existing buildings. The BOMA BESt program builds
on the BOMA Go Green program, which sets a minimum standard for best
practices. The Go Green best practices include an energy audit, energy man-
agement and reduction plan, water audit, recycling program, hazardous mate-
rials management, indoor environmental management, and tenant
communications.
The BOMA BESt program includes four certification levels:
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222 Chapter 9 Greening Your Facility
BREEAM®
The Building Research Establishment Environmental Assessment Method
(BREEAM) is the oldest building assessment system. It was started in 1988
by BRE, the national building research organization in the United Kingdom.
BREEAM includes the following assessment areas: management, energy
use, health and well-being, pollution, transportation, land use, ecology,
materials, and water. Credits are awarded based on performance. A weight-
ing method is used to add credits together to generate a single score. Build-
ings are rated on a scale of pass, good, very good, or excellent. BREEAM
has been adopted in Canada, as well as in several European and Asian coun-
tries (Kibert 2008).
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 223
Green Globes®
Green Globes is a question-driven building rating protocol developed from
BREEAM. Green Globes was acquired by the Green Building Initiative (GBI)
in 2004. In 2005, the GBI was the first green building organization to be accred-
ited as a standards developer by the American National Standards Institute. The
categories of Green Globes include project management—policies and prac-
tices; site; energy; water; resources, building materials, and solid waste; emis-
sions and effluents; and indoor environment. Between one and four Green
Globes are awarded, depending on the number of points earned (Kibert 2008).
Green Globes has separate rating systems for new and existing buildings.
Green Seal
Green Seal is a nonprofit organization that has developed environmental certi-
fication standards for products and services since 1991. The standards are
based on the International Organization for Standardization standard for envi-
ronmental labeling programs (ISO 2000) and international standard for eco-
labeling (ISO 2009). Some standards relevant to facility management include
the following (Green Seal 2010):
• Cleaning products
• Chillers (motor driven and three-phase electrical)
• Compact fluorescent lamps (CFLs)
• Fleet vehicle maintenance and operations
• Motion sensors
• Paint
• Windows
Labs21
Labs21 is a joint effort between the U.S. EPA and the U.S. DOE. Labs21
efforts within the area of sustainability rating systems and tools includes: (1) an
energy benchmarking tool and (2) environmental performance criteria that
expand on LEED® but are specifically for labs (Mathew et al. 2004). The mis-
sion of Labs21 is to improve the energy and environmental performance of labs
in the United States through benchmarking and by identifying best practices.
The benchmarking tool allows users to input data and compare a building
to other similar buildings within the database. Both whole-building metrics,
such as total kBtu/ft2·year (kW/m2·year), as well as system-level metrics, such
as ventilation system W/cfm (W/L·s), can be used to compare performance.
The benchmarking tool can filter data to obtain an appropriate building peer
group based on four parameters: climate zone, lab type, lab area ratio, and
occupancy hours. Unlike ENERGY STAR Portfolio Manager, Labs21 does not
provide a one to 100 rating (Mathew 2008).
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224 Chapter 9 Greening Your Facility
LEED-EBOM®
The United States Green Building Council (USGBC) has a certification for
existing buildings called Leadership in Energy and Environmental Design:
Existing Buildings Operations and Maintenance (LEED-EBOM); EB stan-
dards for existing buildings were previously titled “LEED-EB.” LEED-EBOM
is a voluntary performance standard for sustainable operations and mainte-
nance for buildings not undergoing a major renovation. The certification
received from complying with LEED-EBOM is based on actual building per-
formance, not design expectations. LEED-EBOM includes five categories: site
selection, water efficiency, energy and atmosphere, indoor environmental qual-
ity, materials and resources, and innovation (USGBC 2010). In February 2010,
457 LEED-EB/LEED-EBOM buildings had received a certification, and
another 2786 buildings were registered under LEED-EBOM.
Benchmarking Tools
The use of the building control system and energy information systems as tools
for benchmarking were discussed in Chapter 5. However, if the building con-
trol system or an energy information system cannot be used to benchmark
building energy performance, other tools are available. One free, publicly
available tool is ENERGY STAR® Portfolio Manager.
ENERGY STAR Portfolio Manager is a voluntary energy performance rat-
ing system that can quantify how much energy and water a building uses. Port-
folio Manager was developed by the U.S. EPA and initially released in 1999
for office buildings. Since 1999, the system has been expanded to support
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 225
• Building address
• Year built
• Building type, such as office, retail, etc.
• Gross floor area
• Number of occupants
• Number of personal computers
• Operating hours per week
• 12 months of energy consumption data
After all the data are entered, an energy performance relative rating from
1 to 100 is generated. The rating compares a specific facility to similar build-
ings across the United States. A rating of 50 indicates that the building’s
energy performance is better than 50% of all similar buildings nationwide.
Buildings with a rating of 75 or higher qualify to apply for an ENERGY
STAR label (Roskoski et al. 2010). ENERGY STAR buildings are generally
about 40% more energy efficient than standard buildings (CABA 2008).
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226 Chapter 9 Greening Your Facility
After the audit is complete, determine which actions to take. Actions spe-
cific to energy efficiency include determining and prioritizing the following
(Borst 2010):
• Low-cost/no-cost improvements
• Capital improvements
• Maintenance tasks
• Energy conservation measures (ECMs)
• Retrofit projects
• Education and training
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 227
Figure 9-7 Third-party testing for ENERGY STAR qualified products: commercial oven testing.
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228 Chapter 9 Greening Your Facility
membrane to reduce the heat island effect, redeveloping the landscape to elim-
inate the need for irrigation, reducing overall water consumption by more than
50% by using low-flow fixtures, and reusing over 75% of the existing building
structure.
The building was also designed to include a living lab, which provides
building energy data that can be accessed via the Internet. The Web site pro-
vides a score card (Figure 9-8), load profile calendar and charts, whole-building
energy consumption charts, and whole-building carbon dioxide emissions from
electricity consumption (ASHRAE 2011). Additionally, several online training
modules are available, including meter monitoring and preventive maintenance,
as well as many others.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 229
miles (193 kilometers) away, the payback would have been approximately 14
years (U.S. DOE 2008).
Features of the building that classify it as a net zero energy building include
the following (U.S. DOE 2008):
• 39.6 kW rooftop photovoltaic array that produces about 10% more energy
than what is needed over one year. To be classified as a net zero energy
building, the building must generate at least as much energy as it consumes.
• Wood harvested from the site is used to supplement the winter heating
load. This wood is considered a locally harvested, renewable resource.
• Building HVAC systems include heat pumps, radiant floor pumps, air-
handling units, and a building control system. The control sequences
include natural ventilation mode.
• Ongoing data collection and monitoring are a priority of the building oper-
ations team to optimize building performance. Numerous building and site
sensors, the on-site weather station, and the control system are used for
monitoring and decision making.
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230 Chapter 9 Greening Your Facility
Summary
A green building is one that achieves high performance over its entire life
cycle. The term green means minimal consumption of natural resources, mini-
mum atmospheric emissions and waste discharges, and minimal impact on the
site ecosystem while providing maximum indoor environmental quality for
building occupants.
Sustainability, similar to green, seeks to minimize negative environmental
impacts while also seeking to minimize negative economic and social impacts.
The terms green, sustainable, high performance, and intelligent buildings have
many similar characteristics and are sometimes used interchangeably.
To operate a green building requires acknowledging the interdependent
relationship between energy and maintenance management. Installing energy-
efficient systems and equipment alone will not result in energy-efficient opera-
tions. For a facility to be energy efficient, effective maintenance management
practices must also be in place.
Developing a plan to green an existing facility requires setting goals. Goals
can be determined by performing a sustainability audit. A sustainability audit
typically includes reviewing documentation and interviewing stakeholders
about green site and materials practices, energy and water efficiency practices,
and practices that promote healthy indoor environmental quality. To determine
which goals to prioritize, either a numerical or symbol-based weighting system
can be used.
Actions that can be used to green the site at an existing facility include, but
are not limited to the following:
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 231
Actions that will reduce water consumption include, but are not limited to
the following:
Actions that will reduce energy consumption include, but are not limited to
the following:
Actions to improve indoor environmental quality include, but are not lim-
ited to the following:
• Recycling
• Eliminating the use of CFC- and HCFC-based refrigerants
• Procuring products made with postconsumer recycled content
• Procuring locally sourced products
There are multiple green building rating and certification systems on the
market today. The ones discussed in this chapter include ASHRAE Building
EQ, BOMA BESt, BOMA 360 Performance Program, BREEAM, Forest Stew-
ardship Council, Green Globes, Green Seal, Labs21 energy benchmarking tool,
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232 Chapter 9 Greening Your Facility
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Additional reproduction, distribution, or transmission in either print or digital form is not permitted without ASHRAE’s prior written permission.
Fundamentals of Building Operation, Maintenance, and Management I-P/SI 233
Borst, R. 2010. Greening your building for optimal performance. NFMT Con-
ference presentation, March 18, Baltimore, MD.
Brundtland, G.H. 1987. Our Common Future. World Commission on Environ-
ment and Development. Oxford: Oxford Press.
CABA. 2008. Bright green buildings: Convergence of green and intelligent
buildings. Continental Automated Buildings Association, Ontario, Canada.
http://www.caba.org/brightgreen.
Conley, B. 2010. Lighting solutions. Sustainability “How-To Guide” Series.
IFMA Foundation, Houston, TX. http://www.ifmafoundation.org/docu-
ments/public/LightingGuide.pdf.
Davies, H. 2009. Energy labeling in the UK. ASHRAE Journal 51(12):20–21.
Energy Independence and Security Act. 2007. 401 PL 110-140.
DOE. 2008. Aldo Leopold Legacy Center, Zero energy buildings. U.S. Depart-
ment of Energy, Energy Efficiency and Renewable Energy, Washington,
DC. http://zeb.buildinggreen.com/overview.cfm?ProjectID=946.
DOE. 2009. Net-zero energy building definitions. Building Technologies Pro-
gram—Net-Zero Energy Commercial Building Initiative. U.S. Department
of Energy, Energy Efficiency and Renewable Energy, Washington, DC.
www1.eere.energy.gov/buildings/commercial_initiative/m/
zero_energy_definitions.html.
DOE. 2010. Find ENERGY STAR Products. www.energystar.gov/
index.cfm?c=products.pr_find_es_products.
FSC. 2009. The history of FSC-US. Forest Stewardship Council, Minneapolis,
MN. www.fscus.org/about_us.
Green Seal. 2010. www.greenseal.org. Accessed May 5, 2010.
Grumman, D. 2003. ASHRAE Green Guide. Atlanta, GA: American Society of
Heating, Refrigerating and Air-Conditioning Engineers.
Hodges, C. 2009. Getting started. Sustainability “How-To Guide” Series.
IFMA Foundation, Houston, TX. http://www.ifmafoundation.org/docu-
ments/public/GettingStarted.pdf.
IFMA. 2009. Restaurant & Food Service FM Community of Practice Webinar,
May.
ISO. 1999. ISO 14024-1999, Environmental labels and declarations—Type I
environmental labelling—Principles and procedures. Geneva, Switzerland:
International Organization for Standardization.
ISO. 2000. ISO 14020-2000, Environmental labels and declarations—General
principles. Geneva, Switzerland: International Organization for Standard-
ization.
Jarnagin, R. 2009. ASHRAE Building EQ. ASHRAE Journal 51(12):18–19.
Kibert, C. 2008. Sustainable Construction, Green Building Design and Deliv-
ery. Hoboken, NJ: John Wiley & Sons.
Lewis, A. 2009. A framework for improving building operating decisions for
energy efficiency. Doctoral dissertation in progress, University of Reading,
Reading, UK.
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234 Chapter 9 Greening Your Facility
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 235
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236 Chapter 9 Greening Your Facility
9-7 The United States Green Building Council Leadership in Energy and Environ-
mental Design for Existing Buildings Operations and Maintenance (LEED-
EBOM) rating system rewards points based on data from energy models.
a) True
b) False
9-8 ENERGY STAR Portfolio Manager is used to ____________.
a) label commercial kitchen appliances by energy consumption
b) benchmark energy performance of commercial buildings
c) set federal taxes for commercial buildings
d) label appliances and small systems and equipment to help consumers
identify energy-efficient products
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Health and Safety
Study Objectives
After completing this chapter, you should be able to
Instructions
Read the material in Chapter 10. At the end of the chapter, complete the skill
development exercises without referring to the text.
Introduction
The health and safety of building occupants are extremely important when
operating, maintaining, and managing a facility. Building operation and main-
tenance managers should be aware of all standards, regulations, and procedures
necessary for safe operation of their facility. This chapter outlines the impor-
tance of health and safety issues and provides an appreciation for maintaining
an up-to-date health and safety program, applicable regulations, and safe work
practices.
Maintaining a safe and healthy environment for the public and employees
is not only required by law but also makes good organizational and business
sense. It should be the first priority and take precedent over any other issue.
Building operators and managers should strive to understand regulations,
develop a health and safety program, and implement policies and procedures
that are applicable to specific worksite hazards.
Building operators and maintenance personnel are far more at risk of hav-
ing specific job-related accidents than are other occupations. Working around
operating machinery, electricity, and high-pressure/high-temperature equip-
ment presents a specific set of hazards and dangers. Due to the nature of this
work and environment, building operators and maintenance personnel are
exposed to numerous hazards that may include the following:
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238 Chapter 10 Health and Safety
• Falling
• Electrocution
• Cuts, abrasions, burns, and injuries from handling toxic hazardous materials
To prevent and reduce injuries and accidental death, a hazard analysis and
safety plan (HASP) should be completed before conducting any maintenance
or repair task. The HASP cites the proper personal protection equipment that
should be used.
The required inspection and testing of building life safety systems, vertical
conveyance, boilers, and fire-suppression systems are required by codes and
standards. Operating staff should be trained to conduct required tests and
inspections or know how to have the testing completed through inspection
agencies that adhere to the required standards.
Understanding these issues and putting proper programs and procedures in
place through training and documentation will limit workplace hazards and
dangers related to the operation and maintenance of the facility. Any health and
safety program should include required training and refresher training in order
to remain effective.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 239
• Setting and enforcing workplace and occupational safety and health stan-
dards
• Providing training, outreach, and education
• Establishing partnerships
• Encouraging continual improvement in workplace safety and health
OSHA and its state partners have approximately 2100 inspectors, plus
complaint discrimination investigators, engineers, physicians, educators, stan-
dards writers, and other technical and support personnel spread over more than
200 offices throughout the United States. Staff establish protective standards,
enforce standards, and reach out to employers and employees through techni-
cal assistance and consultation programs.
The Occupational Safety and Health Act of 1970 encourages individual
states to develop and operate their own job safety and health programs. OSHA
approves and monitors state plans and provides up to 50% of an approved
plan’s operating costs. In 2010, 22 states and jurisdictions were operating com-
plete state plans (covering both the private sector and state and local govern-
ment employees), and five—Connecticut, Illinois, New Jersey, New York, and
the Virgin Islands—covered public employees only. The states and territories
with safety and health plans include Alaska, Arizona, California, Connecticut,
Hawaii, Illinois, Indiana, Iowa, Kentucky, Maryland, Michigan, Minnesota,
Nevada, New Mexico, New Jersey, North Carolina, Oregon, Puerto Rico,
South Carolina, Tennessee, Utah, Vermont, Virgin Islands, Washington, and
Wyoming (Figure 10-1).
States must establish job safety and health standards that are “at least as
effective as” comparable federal standards (OSHA 2011), with the option to
promulgate standards covering hazards not addressed by federal standards. A
state must conduct inspections to enforce its standards, cover public (state and
local government) employees, and operate occupational safety and health train-
ing and education programs. In addition, most states provide free on-site con-
sultation to help employers identify and correct workplace hazards.
In addition to the laws and regulations in the United States regarding health
and safety, other countries and provinces have their own health and safety laws
and regulations. The operator and maintenance manager should become famil-
iar with these regulations in a specific location where the work is conducted.
OSHA may commence standards-setting procedures on its own initiative
or in response to petitions from other parties, including the Secretary of
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240 Chapter 10 Health and Safety
Health and Human Services (HHS), the National Institute for Occupational
Safety and Health (NIOSH), state and local governments, any nationally rec-
ognized standards-producing organization, employer or labor representatives,
or any other interested person.
If it is determined that a specific standard is necessary, any of several advi-
sory committees may be called upon to develop specific recommendations.
There are two standing committees, and ad hoc committees may be appointed
to examine special areas of concern to OSHA. All advisory committees, stand-
ing or ad hoc, must have members representing management, labor, and state
agencies, as well as one or more designees of the Secretary of HHS. The two
standing advisory committees are as follows:
Facility operators and managers should review and stay well informed of
all applicable legislation. Because laws vary by city, county, state, and country
and are subject to change regularly, legal counsel should be consulted when
specific issues, concerns, or questions are raised that are relevant to the safety
and healthful operations practices in the facility.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 241
• Developing policies that clearly state responsibilities for the program and
the priority of safety and health in relation to other organizational values.
• Explaining how this policy is communicated to employees.
• Setting goals to measure how effectively the safety and health program
goals are met and communicated to employees.
• Describing how top management is visibly involved in the safety and
health program.
• Assigning responsibilities for all aspects of the program so that managers,
supervisors, and employees know what performance is expected of them.
• Ensuring that responsible parties have the authority and resources neces-
sary to meet expectations.
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242 Chapter 10 Health and Safety
• Describing the system used for holding managers and supervisors account-
able for safety and health and how that system is documented.
• Indicating how employees are held accountable for safe and healthful
actions.
• Describing the program performance evaluation process—for example the
following:
° Who evaluates the program and at what time of the year?
° What are the deficiencies?
° What are the recommended improvements?
° How is the evaluation report distributed?
° How are people held accountable to ensure the recommendations from
the evaluation are accomplished?
In addition to these major elements, program involvement from employees,
and elements such as work-site analysis and training, are also important to a
program’s success.
Employee Involvement
Employees should be involved in the development and implementation of a
health and safety program. Their involvement will help foster a positive cultural
acceptance for health and safety and help encourage all employees to follow the
plan. To determine how to involve employees, consider the following:
• How employees will be involved in the structure and operation of the pro-
gram.
• What decisions affect the safety and health of the workplace.
• Providing specific information to employees to support employee involve-
ment in decision-making, including the topics of problem resolution, haz-
ard analyses, accident investigations, safety and health training, or
evaluation of the safety and health program.
• How employees can participate in hazard recognition training or other spe-
cific training.
Worksite Analysis
Worksite analysis includes an assessment of the health and safety hazards, a
schedule of the site safety inspections, results of previous safety violations, a
communication protocol, and training guidelines. This analysis typically
includes the following:
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 243
• Formal and informal safety and health training programs for employees.
Specifically address how employees are taught to recognize hazards related
to their jobs.
• How often and in what way courses are evaluated and updated.
• How frequently training is performed and what prompts additional training.
• Formal and informal safety and health training for supervisors.
• How top-level managers are trained in their safety and health responsibilities.
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244 Chapter 10 Health and Safety
Hazard Assessments
A hazard assessment is employed to identify and address existing conditions
that pose actual or potential safety hazards. When various hazards are identi-
fied, they can be eliminated or addressed through design changes, procedural
and/or administrative controls, personal protective equipment, or other appro-
priate means, or by a combination of methods to protect workers from safety
hazards.
In its simplest form, a hazard assessment answers the question “What if?”
For example, what if
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 245
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246 Chapter 10 Health and Safety
shields, ear plugs, insulating (rubber) gloves with leather protectors, and
flame-resistant clothing. In other environments, additional PPE, such as fall
protection equipment, respirators, chemical-resistant or cut-resistant gloves,
and/or chaps, may be required, depending on the results of the hazard assess-
ment (OSHA 2010.)
Safety Vests. Safety vests are required in several different work situations
and are worn to allow each worker to be seen by others. The high visibility and
reflectivity of the vests promote worksite safety and accident avoidance. Safety
vests are available in orange, yellow, and lime green colors.
Both OSHA and the American National Standards Institute (ANSI) publish
standards based on minimum protection levels for reflective safety vests. There
are three basic classes of visibility safety vests, depending on the environment.
• Class 1: Intended for workers who have ample separation from vehicular
traffic that does not exceed 25 mph (40 km/h). This type of safety vest is
recommended for parking service attendants, workers in warehouses with
equipment traffic, shopping cart retrievers, sidewalk maintenance workers,
and delivery vehicle drivers.
• Class 2: For workers who need greater visibility in poor weather conditions
and whose activities occur near roadways where traffic speeds exceed 25
mph (40 km/h). These garments are suitable for railway workers, school
crossing guards, parking and toll gate personnel, airport ground crews, and
law enforcement personnel directing traffic.
• Class 3: Provide the highest level of visibility to workers in high-risk envi-
ronments that involve high task loads, a wide range of weather conditions,
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 247
and traffic exceeding 50 mph (80 km/h). Class 3 garments provide cover-
age to the arms and/or legs as well as the torso and can include pants, jack-
ets, coveralls, or rain gear. These garments are recommended for all
roadway construction personnel and vehicle operators, utility workers, sur-
vey crews, emergency responders, railway workers, and accident site inves-
tigators.
Eye and Face Protection. Eye and face protection must be ANSI compliant.
The following minimum requirements must be met by all eye and face protective
devices:
• Provide adequate protection against the particular hazards for which they
are designed
• Be of safe design and construction for the work being performed
• Be reasonably comfortable when worn under the designated conditions
• Fit snugly and not interfere with the movements of the wearer
• Be durable
• Be capable of being disinfected
• Be easily cleaned
• Be distinctly marked to indicate the manufacturer
Head Protection. Head protection mainly includes protective helmets
(hard hats) that are typically furnished by the employer and used when poten-
tial hazards such as falling or flying objects could result. Hard hats are worn at
all times by workers on construction sites unless they are inside the cab of a
vehicle, a trailer, or a substantially completed building.
Hard hats should comply with the design requirements specified in ANSI
Z89.1-1997. They are specified by type and class as follows:
• Type I: Helmets intended to reduce the force of a blow to the top of the
head only
• Type II: Helmets intended to reduce the force of a blow to the top of the
head or off center
• Class G, General: Helmets that reduce the danger of contact with low volt-
age conductors, up to 2200 V
• Class E, Electrical: Helmets that reduce the danger of contact to high volt-
age conductors, up to 20,000 volts
• Class C, Conductive. Not intended to provide protection against electrical
hazards
Noise Protection. Some areas will have significant ambient noise where
operators, maintainers, and building managers need to perform work. Exposure
to prolonged excessive noise levels can result in permanent loss of hearing acu-
ity, development of tinnitus (i.e., ringing of the ears), possible increase in blood
pressure, and stress-related problems. Noise may also cause difficulty in com-
municating or working effectively and safely.
OSHA has a provision to limit the amount of noise a worker can be exposed
to daily. The OSHA provision for an eight-hour (time-weighted average) action
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248 Chapter 10 Health and Safety
Earmuffs are cup devices worn over both ears to reduce the noise level that
reaches the ear. Their effectiveness depends on an airtight seal between the
cushion and the head. Generally, earmuffs are more likely to be worn correctly
than earplugs. Thus, the actual noise reduction provided by earmuffs is gener-
ally closer to the rated value.
In addition to the PPE listed, appropriate clothing should be worn accord-
ing to the hazard assessment. Proper garments for operation and maintenance
personnel typically include long pants, long-sleeve shirts, work boots, steel-toe
work boots, and proper outer wear to maintain warmth and comfort when
working in cold and wet environments.
Ladder Safety
Ladders are tools, and basic safety rules that apply to most tools also apply to
the use of a ladder. General ladder safety tips include the following (ALI 2011):
• Do not use a ladder if you are tired, dizzy, ill, or have difficulty maintaining
balance.
• Do not use a ladder in high winds, storms, or rain.
• Wear clean, slip-resistant footwear when using a ladder.
• Always inspect the ladder to ensure it is in good working condition prior
to use.
• Ensure that the ladder is placed on firm, level ground and that all points of
the ladder have firm contract with the ground.
• Ladders should not be placed in front of closed doors that can open toward
the ladder; if this is the case, the door must be blocked open, locked, or
guarded.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 249
When climbing a ladder, always use three points of contact to minimize the
chance of slipping and falling. At all times during ascent or descent, the
climber must face the ladder and have two hands and one foot, or two feet and
one hand, in contact with the ladder cleats and/or side rails at all times. Note
that the climber must not carry any objects in either hand that can interfere
with a firm grip on the ladder (ALI 2011).
There are many different sizes and types of ladders. The correct ladder
should be selected for the task to be performed. Always check that the ladder
rating is greater than the combined weight of the climber, tools, and supplies
placed on the ladder. The length of the ladder must be sufficiently long enough
for the climber to avoid the top rung or step (ALI 2011).
Ladders are generally manufactured from one of three materials: wood, fiber-
glass, or aluminum. The location and type of work dictates the appropriate mate-
rial type for the ladder used. For example, when working around live electrical
wires, aluminum ladders cannot used because the ladder could conduct electric-
ity. Also, wood and fiberglass ladders tend to weigh more than aluminum ladders
and are more difficult to move from one location to another (ALI 2011).
Each type of ladder has its own set of guidelines and safety requirements.
The ladders used by operation and maintenance staff typically include step,
single, extension, combination, and fixed types (ALI 2011).
Step ladders typically range in size from 3 to 20 ft (6.1 m) in length along
the side rail. The highest standing level is required to be marked on the specifi-
cations label on the side rail of the ladder. When planning a job, the maximum
work height is determined by adding the height and reach of the user to the
highest standing level of the stepladder (ALI 2011).
A single ladder is a non-self-supporting portable, single-section ladder
whose length can be adjusted. Single ladders are rated for heavy-duty or
extra-heavy-duty service and range in length of up to 30 ft (9.1 m) as mea-
sured along the side rail. When erecting a single ladder, exercise care to place
the ladder as close to 75° from the horizontal as possible for optimum resis-
tance against the bottom of the ladder. If the ladder is not properly angled, it
may slide out of position. A simple rule for setting up a ladder at the proper
angle is to place the base at a distance from the wall or upper support equal to
one-quarter of the length of the ladder side rails (ALI 2011).
The extension ladder is a non-self-supporting portable ladder that is adjust-
able in length. It consists of two or more sections that travel in guides or brack-
ets that permit length adjustment. An extension ladder is similar to a single
ladder, but it can be adjusted for various heights. Adjusting these types of
extension ladders to the height they will be used can be difficult and dangerous.
The user should become familiar with the extension system (guides or brack-
ets) to prevent improper use (ALI 2011).
Ladders that are attached to the exterior or interior of a building are referred
to as fixed ladders. Often these ladders provide access to the roof or other non-
occupied spaces of a building. Because these ladders are permanently installed,
they must be maintained similarly to any other building element.
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250 Chapter 10 Health and Safety
Confined Spaces
Many workplaces contain spaces that are considered “confined” because their
configurations make it difficult for employees who must enter, work in, and
exit these spaces. A confined space has limited or restricted means for entry or
exit and is not designed for continuous employee occupancy.
Confined spaces include, but are not limited to, underground vaults, tanks,
storage bins, manholes, pits, silos, process vessels, and pipelines. OSHA uses
the term “permit-required confined space” (permit space) to describe a con-
fined space that has one or more of the following characteristics:
• Working areas should be clean and orderly. Tools must not be left lying on
floors, walkways, or decking where they present tripping hazards.
• Small, loose items, such as trash or other objects and debris, should not be
left lying around, particularly in areas where personnel walk.
• Adequate lighting must be provided to allow personnel to see potential
obstructions and prevent falls. Make sure that all halls, passageways, and
stairs have adequate illumination; replace all burned out bulbs or defective
receptacles.
• Water, oil, and other liquids that could present slippery and unsafe condi-
tions must be cleaned up immediately. Tracking liquids from even a small
spill will significantly reduce the coefficient of friction between shoes and
any hard floor material, making it easier to slip.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 251
• Electrical extension cords and electrical wiring must be kept clear of walk-
ways and work areas. Electrical wiring that is a permanent part of the facil-
ity should be covered, elevated, buried, or secured to prevent tripping
hazards.
• Walkways and work surfaces must be properly maintained during inclem-
ent winter weather. Ice on sidewalks and parking lots accounts for many
falls. Either physically remove the ice or apply a chemical deicer on trav-
eled pathways to remove ice.
• Walkways and gratings must be kept free of obstacles that could cause
trips. Openings in walkways and gratings are very hazardous and should
never be left unattended—either close, repair, or cover before leaving them.
If not immediately repaired, the openings must be roped or barricaded off
until corrected.
Fall Protection
Fall hazards of 4 ft (1.2 m) or more should be evaluated to determine what
preventive steps might be implemented to prevent falls. Fall protection is
required at heights of 6 ft (1.8 m) or greater. All fall protection products fit
into four functional categories: fall arrest, positioning, suspension, and
retrieval (Figure 10-3).
Fall Arrest. A fall arrest system is required if any risk exists that a worker
may fall from an elevated position. A full-body harness distributes the forces
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252 Chapter 10 Health and Safety
throughout the body, while the shock-absorbing lanyard decreases the total fall
arresting forces. A fall arrest system will only come into service if a fall occurs.
As a general rule, the fall arrest system should be used any time a walkway/
work height of 6 ft (1.8 m) or more is reached. The working height is the dis-
tance from the walkway/work surface to grade or a lower level. A full-body
harness with a shock-absorbing lanyard or a retractable lifeline is the only
product recommended.
Positioning. A positioning system holds a worker in place while keeping
his/her hands free to work. Whenever the worker leans back, the system is acti-
vated. However, a personal positioning system is not specifically designed for
fall arrest purposes.
Suspension. Suspension equipment lowers and supports a worker while
allowing a hands-free work environment, and is widely used in window wash-
ing and painting industries. Suspension system components are not designed to
arrest a free fall. Therefore, a backup fall arrest system should be used in con-
junction with the suspension system.
Retrieval. Preplanning for retrieval in the event of a fall should be consid-
ered when developing a proactive fall management program.
Lifting Safety
Back injuries due to improper lifting of materials are very common in office
settings and very debilitating and costly to the company. The first rule is avoid-
ance: do not attempt to lift heavy or bulky objects if an alternate means of
movement is available. Employees should use mechanical material-handling
equipment whenever practical. If the material must be lifted manually, the fol-
lowing procedures should be followed:
• Make certain that the load lifted can be safely handled. Consider the size,
weight, and shape of the load. If necessary, get help.
• Generally, male employees should not attempt to lift more than 60 lbs (27
kg) at any one time; female employees should not attempt to lift more than
42 lbs (19 kg), or 70% of the male amount.
• Place feet about shoulder width apart.
• Place one foot beside the object being lifted and the other foot in front of
the object.
• Bend at the knees to grasp the load.
• Maintain a slight arch in the back when positioning your body over the
load.
Safe Driving
Operation and maintenance staff frequently drive to and from various locations
to perform work activities and must be informed of where driving hazards
occur and what can be done to promote vehicle safety. According to the U.S.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 253
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254 Chapter 10 Health and Safety
Electrical Safety
Electricity has long been recognized as a serious workplace hazard, exposing
employees to electric shock, electrocution, burns, fires, and explosions. Electri-
cians, maintenance technicians, engineers, and other professionals work with
electricity directly, including working on overhead lines, cable harnesses, and
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 255
circuit assemblies. Others, such as office workers and sales people, work with
electricity indirectly and may also be exposed to electrical hazards.
An electric shock can range from a slight tingling sensation to immediate
cardiac arrest. The severity depends on the following:
Some ways to prevent these electrical accidents are through the use of insula-
tion, guarding, grounding, protective devices, and safe work practices.
Insulators, such as glass, mica, rubber, or plastic, used to coat metals and
other conductors help stop or reduce the flow of electrical current. Proper insula-
tion helps prevent shock, fires, and short circuits. The insulation must be suitable
for the voltage and the following conditions: temperature, moisture, oil, gaso-
line, corrosive fumes, or other substances that could cause the insulator to fail.
Insulation on conductors is often color coded. Insulated equipment ground-
ing conductors usually are either solid green or green with yellow stripes. Insu-
lation covering grounded conductors are generally white or gray. Ungrounded
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256 Chapter 10 Health and Safety
Slight shock felt, not painful but disturbing. Average individual can let go.
5 mA
Strong involuntary reactions can lead to other injuries.
9–30 mA (men) The freezing current or “let-go” range1; individual cannot let go but can be
thrown away from the circuit if extensor muscles are stimulated.
Extreme pain, respiratory arrest, severe muscular contractions.
50–150 mA
Death is possible.
Rhythmic pumping action of the heart ceases. Muscular contraction and
1000–4300 mA
nerve damage occur; death is likely.
10,000 mA Cardiac arrest, severe burns; death is probable.
1. If the extensor muscles are excited by the shock, the person may be thrown away from the power source.
conductors, or “hot wires,” are generally black or red, although they may be
any color other than green, white, or gray.
Understanding some electrical terminology is also important to electri-
cal safety. Thus, the guarding, grounding, and circuit protection devices are
discussed.
guarding: Locating or enclosing electric equipment to make sure people do not
accidentally come into contact with energized parts. Effective guarding requires
equipment with exposed parts operating at 50 V or more to be placed where the
equipment is accessible only to authorized, qualified individuals.
grounding: A path of low resistance is intentionally created to connect a tool or
electrical system to the earth. Grounding prevents electrical accidents by creat-
ing a common return path or direct connect to earth for electric current to flow
through. Grounding is normally a secondary protective measure to protect
against electric shock. Circuit protection devices are the first measure of protec-
tion. Grounding is not a guarantee that a person will not be shocked, injured, or
killed by an electrical current. The National Electrical Code® (NEC®) outlines
the grounding requirements of most jurisdictions.
circuit protection devices: These limit or stop the flow of current automati-
cally in the event of a ground fault, overload, or short circuit in the wiring sys-
tem. Examples of these devices are fuses, circuit breakers, ground-fault circuit
interrupters, and arc-fault circuit interrupters. Fuses and circuit breakers open
or break the circuit automatically when too much current flows through them.
Fuses melt and circuit breakers trip the circuit open. Fuses and circuit break-
ers are designed to protect conductors and equipment. They prevent wires and
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 257
other components from overheating and open the circuit when there is a risk
of a ground fault.
Ground-fault circuit interrupters (GFCIs) are used in wet locations, con-
struction sites, and other high-risk areas. These devices interrupt the flow of
electricity within as little as 1/40 of a second to prevent electrocution. GFCIs
compare the amount of current going into electric equipment with the amount
of current returning from it along the circuit conductors. If the difference
exceeds 5 mA, the device automatically shuts off the supply of electricity. Arc-
fault devices provide protection from the effects of arc-faults by recognizing
characteristics unique to arcing and de-energizing the circuit when an arc-fault
is detected.
lockout/tagout: Procedures that protect personnel from the dangers of acciden-
tal or unexpected startup of electrical equipment and are required by OSHA
Standard 1910.333, Selection and Use of Work Practices (OSHA 1994).
Requirements for construction applications are in 29 CFR1926.417, Lockout
and Tagging of Circuits (OSHA 1996). These procedures ensure that electrical
equipment is de-energized before it is repaired or inspected and protects
against electrocution and/or shock.
The first step before performing any inspection or repair is to turn the cur-
rent off at the disconnect switch and padlock the switch in the OFF position.
This applies even for low-voltage circuits. A tag (label) should be left at the
disconnect switch or controls of the equipment being locked out of service to
let everyone in the area know which equipment and/or circuits are being
inspected or repaired. Only qualified electricians who have been trained in safe
lockout/tagout procedures should maintain electrical equipment.
Lockout/tagout procedures should be employed on high-pressure systems
that contain fluids, gases, or hazardous substances. The source must be isolated
and lines evacuated before any work is performed on the systems or equipment.
A few other important lockout/tagout requirements are as follows:
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258 Chapter 10 Health and Safety
Agency (EPA), OSHA, the U.S. Department of Transportation (DOT), and the
U.S. Nuclear Regulatory Commission (NRC)(IHMM 2011).
All potential hazards from all chemicals produced or used within the facil-
ity must be evaluated, and information concerning their hazards must be com-
municated to all employees. The transmittal of information should be
accomplished by comprehensive hazard communication programs, which must
include container labeling and other forms of warning, material safety data
sheets, and employee training (IHMM 2011).
Elevator Testing
The periodic testing of elevators should be in accordance with ASME A17.1-
2004, Safety Code for Elevators and Escalators (ASME 2004). This code cov-
ers the design, construction, operation, inspection, testing, maintenance, altera-
tion, and repair of the following equipment:
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 259
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260 Chapter 10 Health and Safety
Fire Extinguishers
Portable fire extinguishers are a first-aid device and are very effective in sup-
pressing small fires. The use of an appropriate fire extinguisher by a trained
person can save both lives and property. Fire extinguishers are categorized by
the class and size of the fire they are designed to suppress.
The class of fire is determined by what material is burning, such as paper,
wood, grease, oils, electrical components, metal, etc. Not all extinguishing
agents work on all fires. There are four classes of fires, assigned letters A, B, C,
and D. All fire extinguishers are labeled using these letters to designate which
classes of fires they can handle. Some extinguishers are rated for two or more
classes (such as ABC) and can be used on fires of all rated classes. A descrip-
tion of each class follows:
• Class A: Ordinary combustibles such as wood, cloth, paper, and trash hav-
ing glowing embers. These are the most common combustibles in office
environments. Water may also serve as a Class A extinguishing agent. Only
use water or an extinguisher labeled exclusively for Class A fires.
• Class B: Flammable liquids such as solvents, gasoline, oil, and oil-based
paints. Class B extinguishers should be used for cooking-grease fires.
• Class C: Class C extinguishers should be used for electrical fires, such as
those resulting from electrical equipment, wiring, fuse boxes, circuit break-
ers, machinery, and appliances.
• Class D: Class D fire extinguishers are commonly found in chemical labo-
ratories. Class D extinguishers should be used for fires that involve com-
bustible metals, such as magnesium, titanium, potassium, and sodium.
Portable extinguishers are also rated for the size and quantity of fire they can
handle. The rating is expressed as a number from 1 to 40 for Class A fires and
from 1 to 640 for Class B fires. This rating also appears on the fire extinguisher
label. The larger the rating number is, the larger the fire of the specified class on
which the extinguisher can be used (USFA 2011).
An annual maintenance inspection to comply with NFPA 10, Standard for
Portable Fire Extinguishers (NFPA 2010a) must be conducted by an approved
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 261
third party trained in fire extinguisher maintenance. The third party is typically
a fire specialist company that supplied the extinguishers.
A record and certification of the annual check will be attached to the neck
of each extinguisher. The date, printed on the tag, indicates the year and month
that the annual check was performed. The tag is valid for one year. For exam-
ple, a tag that displays “January 2009” indicates the annual inspection must be
repeated in January 2010. While the building owner may have a contract with
the supplier to provide this service, the operation and maintenance staff are still
responsible for ensuring that these inspections are performed and that each
extinguisher has a current certification tag attached (USFA 2011).
Summary
This chapter discussed the health and safety codes and regulations necessary to
operate a facility safely. Understanding health and safety policies and estab-
lishing procedures are important to ensure safe facility operation. Various safe
work practices were described, including the following:
• Hazard assessments
• Personal protective equipment
• Ladder safety
• Confined spaces
• Slip, trip, and fall prevention
• Lifting safety
• Driving safety
• Electrical safety
• Hazardous and toxic materials
Finally, operating and testing procedures for specific systems were also
presented, including the following:
• Elevator testing
• Fire protection system testing
• Boilers and vessel inspections
• Fire extinguishers
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262 Chapter 10 Health and Safety
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI 263
10-1 The United States Occupational Safety and Health Act signed into law in
____________.
a) 1960
b) 1965
c) 1970
d) 1975
10-2 Operators and maintenance managers should stay current with health and
safety regulations by ____________.
a) periodically reviewing federal OSHA regulations
b) keeping informed of state regulations regarding health and safety
c) attending industry functions where health and safety issues are
discussed
d) All of the above
10-3 An effective safety and health program does not provide ____________.
a) reductions in the extent and severity of work-related injuries and
illnesses
b) reductions in the number of workplace inspections
c) reductions in workers compensation costs
d) improvements in employees productivity and morale
10-4 A hazard assessment plan answers the question, “____________.”
a) When will a hazard happen?
b) What if a hazard exists?
c) How can a hazard be avoided?
d) Who caused the hazard?
10-5 Personal protective equipment typically worn includes a ____________.
a) high-visibility safety vest, sunglasses, hard hat, and safety shoes
b) high-visibility safety vest, safety glasses, hard hat, and shoes
c) high-visibility safety vest, safety glasses, hard hat, and safety shoes
d) safety vest, safety glasses, hard hat, and safety shoes
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264 Chapter 10 Health and Safety
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Skill Development
Exercises
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be located near the top of the copyright page of this book.
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI
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Skill Development Exercises Chapter 2
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI
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Skill Development Exercises Chapter 3
3-6 The CMMS planning process generally is more time consuming than the
implementation process.
Chapter 3 Skill Development Exercises
a) True
b) False
3-7 When implementing a CMMS, it is generally a good idea to ____________.
a) be aware it may be difficult to collect all existing data required to
populate the system
b) populate the CMMS with data several years after it has been in use
c) provide proper training to users
d) keep corporate leadership informed about the process and needs of
the planning and implementation team
e) a, c, and d
3-8 When implementing a CMMS, it is generally not a good idea to
____________.
a) focus only on the look and feel of the software
b) see the CMMS as a static reporting tool
c) see the CMMS as a location-specific tool
d) select the CMMS for current and anticipated future needs
e) a, b, and c
3-9 CMMS pricing can be based on the modules implemented, amount of custom-
ization required, and the number and type of site licenses.
a) True
b) False
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI
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Skill Development Exercises Chapter 4
4-6 A motor consumes 75 kW for 5 hours and the cost of electricity is $0.15 per
kilowatt-hour. ____________ is the cost of the electrical energy consumed.
Chapter 4 Skill Development Exercises
a) $37.50
b) $50.00
c) $56.25
d) $75.00
4-7 ____________ is the simple payback in years for an energy efficient lighting
system that costs $10,000 and where the energy savings is expected to be
$2,500 per year.
a) Four years
b) Five years
c) Seven years
d) Ten years
4-8 The decrease in the purchasing power of money is called ____________.
a) interest
b) opportunity cost
c) inflation
d) depreciation
4-9 The electrical utility charge for power that has to be made up from inefficien-
cies at the customer’s load source is referred to as ____________.
a) regulatory charges
b) fuel adjustment charges
c) basic service charges
d) reactive power charges
4-10 Two direct digital control (DDC) systems are under consideration to replace a
pneumatic control system. One DDC system (ABC) will initially cost $90,000
to be installed and require $1000 worth of upgrades each year. This system is
expected to save an estimated $3,000 per year in energy costs. Another DDC
system (XYZ) will have a first cost of $60,000 and require $2,000 in software
and hardware costs each year. The XYZ system is expected to have an esti-
mated energy savings of $2,000 per year. Both systems are expected to last 10
years and the available discount rate is 10%. ____________ would be the bet-
ter investment and ____________ is the life-cycle cost (LCC) associated with
this selection.
a) ABC System, LCC equal to $94,968
b) ABC System, LCC equal to $56,605
c) XYZ System, LCC equal to $67,303
d) XYZ System, LCC equal to $72,171
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI
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Skill Development Exercises Chapter 5
5-7 Open protocols can only be used by manufacturers who have paid dues to the
organization that manages the development of the protocol.
Chapter 5 Skill Development Exercises
a) True
b) False
5-8 BACnet stand for ____________.
a) building acceleration control network
b) building and communication network
c) building automation community network
d) building automation control network
5-9 When using a building control system to benchmark energy performance, one
should ____________.
a) determine what units to use to quantify the data
b) install sensors and submeters in every duct and pipe to ensure the
maximum amount of data can be collected for the building
c) collect real-time data for all points from the control system
d) develop one large report that can be used by all parties interested
in energy consumption for the facility
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI
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Skill Development Exercises Chapter 6
b) Design teams
c) Contractors
d) Operators
6-8 Record drawing development should begin ____________.
a) during pre-start-up procedures
b) at the beginning of construction
c) in the warranty phase
d) after equipment and systems start-up
6-9 Operator training sessions should be limited to ____________ hours.
a) one
b) two
c) four
d) eight
6-10 The main difference between a systems manual and O&M manual is that
____________.
a) a systems manual tends to be a generic document and does not
relate to the actual system installed
b) a systems manual is provided in electronic format, and O&M
documents are provided in printed format.
c) O&M manuals are intended to be day-to-day operational guides to
the facility
d) a systems manual is more specific to the actual systems being
installed
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI
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Skill Development Exercises Chapter 7
7-7 Once the initial TAB work is complete, it is prudent to consider performing
TAB again ____________.
Chapter 7 Skill Development Exercises
a) once a year
b) when the building interior is altered and ductwork is relocated
c) when the system is performing poorly and comfort levels are not
being maintained
d) b and c
7-8 The systems manual is developed during the ____________ phase of the exist-
ing building commissioning process.
a) planning
b) investigation
c) implementation
d) reporting
7-9 The ECBx goals are developed during the ____________ phase of the existing
building commissioning process.
a) planning
b) investigation
c) implementation
d) reporting
7-10 The FIMs are identified during the ____________ phase of the existing build-
ing commissioning process.
a) planning
b) investigation
c) implementation
d) reporting
© American Society of Heating, Refrigerating and Air-Conditioning Engineers, Inc. (www.ashrae.org). For personal use only.
Additional reproduction, distribution, or transmission in either print or digital form is not permitted without ASHRAE’s prior written permission.
Fundamentals of Building Operation, Maintenance, and Management I-P/SI
© American Society of Heating, Refrigerating and Air-Conditioning Engineers, Inc. (www.ashrae.org). For personal use only.
Additional reproduction, distribution, or transmission in either print or digital form is not permitted without ASHRAE’s prior written permission.
Skill Development Exercises Chapter 8
b) viral infection that the immune system has not seen before
c) flu transferred from animals, especially pigs, to people
d) viral infection where everyone exposed has a high risk of death
8-8 Tornados can occur anywhere in the world.
a) True
b) False
8-9 It is not necessary to consider how persons with disabilities may need addi-
tional assistance during an emergency when developing an emergency plan.
a) True
b) False
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI
© American Society of Heating, Refrigerating and Air-Conditioning Engineers, Inc. (www.ashrae.org). For personal use only.
Additional reproduction, distribution, or transmission in either print or digital form is not permitted without ASHRAE’s prior written permission.
Skill Development Exercises Chapter 9
9-7 The United States Green Building Council Leadership in Energy and Environ-
mental Design for Existing Buildings Operations and Maintenance (LEED-
Chapter 9 Skill Development Exercises
EBOM) rating system rewards points based on data from energy models.
a) True
b) False
9-8 ENERGY STAR Portfolio Manager is used to ____________.
a) label commercial kitchen appliances by energy consumption
b) benchmark energy performance of commercial buildings
c) set federal taxes for commercial buildings
d) label appliances and small systems and equipment to help consumers
identify energy-efficient products
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Fundamentals of Building Operation, Maintenance, and Management I-P/SI
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Skill Development Exercises Chapter 10
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