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2012 Canadian Society of Value Analysis Conference,
Calgary, Alberta; October 2012
Why Commissioning and VM lead to efficient
Asset Management
Rock J. Antonios, PE, CBCP, AVS
CH2M HILL DFW/Dallas
Rock.Antonios@CH2M.com
Rjantonios.PE@gmail.com
iPhone:
(914) 882-7766
Commissioning ASHRAE Guideline 0-2005
Scope of Work
The owner has adopted the Cx process as his/her quality process
to plan, design, construct and operate his facility as TQM. Cx
process provides tools to enable everyone involved in the
construction of the facility to verify that the OPR are met. CA
applies ASHRAE Guideline 1.1-2007 for technical requirements of
the Cx process.
Cx:
TQM:
OPR:
CA:
BOD:
BMS:
TAB:
Commissioning
Total Quality Management
Owner's Project Requirements
Commissioning Agent
Basis Of Design
Building Management System
Testing And Balancing
Prepared by: Rock J. Antonios, PE, CBCP, AVS
October 2012
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Cx process during Pre-design phase
Cx activities completed by CA include once Cx team
is formed:
• Developing and documenting the OPR.
• Identifying a scope and budget for the Cx process.
• Developing the initial Cx plan.
• Acceptance of pre-design phase Cx activities.
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Cx process during Design phase
Cx activities completed by CA include:
• Work with Cx team to document the OPR for the facility,
• Work with the design professionals in documenting the BOD,
• Verify the BOD with regard to OPR,
• Develop a Cx plan encompassing Design, Construction, Occupancy
and Operations phases,
• Determine the Cx requirements to include in construction documents
and review by design team for integration into the specifications
• Review design documentation developed by the design professionals,
• Perform quality design review at 35%, 50%, 95% and 100%.
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Cx process during Construction phase
Cx activities accomplished by CA include:
• Organizes & schedules meetings to review the Cx process,
• Develops the scope and coordinate,
• Reviews submittals concurrent with the designers,
• Completes checklist with contractors,
• Verifies construction checklist to comply with OPR,
• Develops specific test procedures & review with contractors,
• Directs the execution of the tests performed by contractors,
(See next slide)
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Cx process during Construction phase (cont.)
• Documents the results of the tests after BMS & TAB are
installed,
• Documents the corrections and retesting of noncompliance
items by the contractor,
• Reviews the systems manual,
• Reviews, pre-approves & verifies the training provided by
contractors,
• Verifies delivery of the Systems Manual.
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Cx process during Occupancy & Operations
phase
Cx activities accomplished by CA include:
• Schedules and verifies testing deferred by Contractor,
• Verifies continuing training,
• Review of warranties two months before their expiration,
• Schedules organizes attends lessons learned given by another
team member,
• Completes the Final Cx Report.
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Cx Benefits to the Project
•
•
•
•
•
•
•
•
Less litigation.
LEED credit points.
Higher quality products, minimize breakdowns.
Healthy buildings improve productivity.
Energy savings and better reputation.
Monitoring activities and “where do we stand” status.
Reduction of operations and maintenance costs.
Consistent documentation from inception – occupancy.
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CA Limit of Responsibility
The CA documents OPR and design concept, design
criteria, verifies that Code Consultant is on board for
compliance with codes. CA is not responsible for
design or general construction scheduling, cost
estimating or construction management.
CA assists with problems solving but responsibility
resides with the General Contractor and design
Professionals.
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VALUE METHODOLOGY PROCESS
INFORMATION PHASE
FIND OBJECTIVES, DEFINE SCOPE, COSTS FACTS.
FUNCTION PHASE
DETERMINE FUNCTIONS, REDEFINE PROJECT SCOPE, ANALYZE FUNCTION.
CREATIVE PHASE
CREATIVITY, APPLY IMAGINATION, ALLOW INCUBATION, DETERMINE ALTERNATE.
EVALUATION PHASE
ELIMINATE IDEAS DO NOT WORK COMBINE IDEAS DETERMINE IDEAS
DEVELOPMENT PHASE
ACTION PLAN FOR COMPLETION REFINE/DEVELOP IDEAS ESTABLISH BENEFITS
PRESENTATION PHASE
COMMUNICATE TO CREATIVITY TEAM AND TO CLIENT
IMPLEMENTATION PHASE
FOLLOW-UP PHASE
CHAMPION RESPONSIBILITY ASSIGNED OVERCOMING ROADBLOCKS, RECOMMEND SPECIFIC
And PRECISE ACTION IMPLEMENT SPECIFIC & PRECISE PROJECT ACTION PLANS
COMMUNICATE TO CREATIVITY TEAM MONITOR CHANGES
RECONVENE AS NECESSARY DOCUMENT RESULTS REPORT PROGRESS
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Information
Air Handling Unit Key Questions
What is it? Fan(s), coil(s) & filter(s) in a casing and mixing box.
What does it do? Air condition & push air thru Terminal.
What must it do? Pressurizing, Heating, cooling, dehumidifying
and ventilating.
What does it cost? Three to Four Fifty dollars per CFM of air
supply however Fan Coils might cost Two dollars per CFM.
How does it do it? Uses Chilled Water or Hot water with piping
and Electrical Power; leak-free connection to ducting.
When does it do it? Mostly during working hours.
Why does it do it? To bring comfort to people.
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Function
DETERMINE FUNCTIONS
REDEFINE PROJECT AND SCOPE
ANALYZE FUNCTION
DETERMINE COST-FUNCTION RELATIONSHIP
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Creative
CREATIVE PHASE
FOCUSED ON SELECTIVE FUNCTIONS
GENERATED ALTERNATE IDEAS
CATEGORIZED EACH FUNCTION
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Evaluation
EVALUATION PHASE
PRIORITIZE FUNCTION WITHIN CATEGORIES
SELECT HIGHEST RANKED FUNCTIONS
GROUP FUNCTIONS FOR T-CHART ANALYSIS
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Development
1. Fan wall vs. single centrifugal fan and return fan on
all AHU’s,
2. Coils copper tubes and fins vs. copper tubes with
Aluminum fins,
3. Metal gauge galv. steel 16 exterior & 20 interior and
Insulation 2” foam vs. 3” rigid Fiber Glass,
4. Stainless Steel Coil Casing vs. Galvanized,
5. Pre-construct Section Splits vs. compact built,
6. Leakage 1.5% at 12” Pressure Differential,
7. Build Industrial versus commercial Strength,
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(Development suite)
8. Competitively priced at capital cost,
9. Low cost of ownership, constructability and easy
maintenance,
10.Cost efficiency: capital cost, operating cost &
reliability,
11.Stainless Steel Drain Pans 304 vs. 316
12.Air flow measuring stations in the damper or duct
mounted devices,
13.Biological or Activated Carbon Filtration,
14.Spare Filters reduction of cost at initial cost.
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Presentation
Design including enlarged plans,
sections and details of installation.
Implementation
Coordinate with all stakeholders,
design team, supplier and
implementation group.
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Follow-up
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TRUE DEFINITION OF ASSET MANAGEMENT
•All mechanical systems are made of assets buried or visible,
• Assets lose value over time as systems age & deteriorate,
•Difficulty to deliver the service that the customer wants,
•O & M increase and utility or owner faces excessive costs,
•Utility, owner or company cannot afford and goes down,
•Therefore Asset Management assists in making right decisions
in managing aging assets whether renew, rehab or disposal.
Benefits of Asset Management
•Better operational decisions and improved 911responses,
•Plan and pay for future repairs and replacements,
•Increased knowledge of assets location and critical ones,
•Efficient op and communication with customers & capital
improvement projects to meet true needs of the system.
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ASSET MANAGEMENT GOALS
IN MANAGING INFRASTRUCTURE ASSETS
MEET THE REQUIRED LEVEL OF SERVICE IN COST EFFECTIVE MANNER
PRESENT AND FUTURE WITH KEY ELEMENTS AS FOLLOWS:
•Taking a life cycle approach,
•Developing cost-effective management strategies for the long term,
•Providing a defined level of service and monitoring performance,
•Understanding and meeting the demands of growth thru infrastructure investment,
•Managing risks with asset failures,
•Sustainable use of physical resources,
•Continuous improvement in asset management practices.
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VISION
Support community learning;
health, social and environmental
well-being and economic growth,
ensuring a sustainable future for all.
MISSION
Provide leadership, direction and
responsible stewardship of resources and
delivery of cost efficient key services to our
community.
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USEFUL LIFE
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LIKELIHOOD OF FAILURE
VS. COST OF FAILURE
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Basic options for dealing with
the actual assets over time:
1. Operate and maintain the existing assets.
2. Repair the assets as they fail.
3. Rehabilitate the assets.
4. Replace the assets.
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Operation and Maintenance Expenditure by Criticality
Expenditure Percentage of the Total Expenditure
Asset
A
B
C
D
O&M Dollars
$5
$15
$30
$50
Out of a $100 dollar
5%
15%
30%
50%
High
Likelihood of
Failure
B
D
A
Low
C
High
Consequences of Failure
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Conclusion:
Commissioning and Value Methodology applied sciences to a
project or a system improve quality, enable savings and lead to
comprehensive, innovative and sustainable Asset Management.
Questions?
Thank You!
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