Some deep thinker from long ago came up with the truism “the only constant in the world is change,” and it has held fast through the eons as undeniable. As plant and facility professionals, we’re constantly facing the problem of integrating new technologies and systems into our operations. For most of us, the challenge of learning new things keeps us in this field. While we might enjoy the challenge, we, like so many people in the world today, are striving to get 28 hours out of a 24-hour day and trying to minimize the effect of change on our ongoing operations.
Consider for a moment a project to upgrade or replace part of the HVAC system in the plant. You’ll have a lot of outsiders working onsite and the last thing you need is for your maintenance department to be blindsided by something unexpected. Defining maintenance department requirements early can prevent the risk of future embarrassment.
Off the line
The first step is also the most difficult. Set aside some time to take stock of your current situation and document what information and data you require from both existing and new systems. We suggest approaching this exercise as if the boss just informed you that a subcontractor will be installing a new process line in the B wing six months hence.
Your task is to have your team ready to operate and maintain the new process immediately after the ribbon-cutting ceremony. What would you need to prepare your team for this additional line?
Answers at the top of the list probably include training, operating and maintenance manuals for the equipment, operating procedures, maintenance procedures and spare parts lists. Now, take it a step further and consider what you will do with this information. Will you put it on a shelf in a binder or will you place laminated copies of the procedures at the machines? Who will enter information about parts and procedures into your CMMS? Take this exercise to its conclusion and you’ll have the final form for the data and information you need to integrate a new system into your organization.
Collect your notes and observations, sort them into related groups and begin developing your facilities standards document. If you already have a document of this nature, now is a good time to update it. This document is the guideline for your suppliers and installers that indicates what they need to provide before you will consider their work complete.
For example, if you’d like a vendor to furnish information on parts and procedures for your CMMS, clearly identify the fields, headings and format that will simplify uploading the data.
If you want your team included in project or system development, clearly identify who should be involved, when they should be involved and the limits of their authority to make changes. Project teams operate under severe time and budget constraints. As your project gets further along, seemingly minor changes become costly to implement. With this in mind, document when your team will be involved and what they will contribute.
Your standards documents can be organized in one of three basic formats (Table 1). Each option has pros and cons. Once you have a document that’s ready for review, solicit input from your capital projects group, procurement, engineering and quality control departments. This document gives these groups a better understanding of your needs. The feedback they offer can provide insight into how to further optimize the document to coincide with their requirements. After you’ve incorporated this input, you’ll have a solid tool that will help your team get what they need for integrating a new system into your ongoing operations quickly and effectively.
|CSI MasterSpec format (16 Division)||
Integrates with most design firms’ current standard specifications
Requires extensive coordination between sections, contractors may overlook unique requirements
|CSI MasterSpec 2004 format (42 Division)||Will remain current as industry adopts new standards||Requires some coordination between sections, timeline for adoption of this standard by industry is unknown|
|Narrative format||Free to organize the standards to match your organizations needs, brings designer’s and contractor’s attention to standards||Will require additional work by design team to integrate standard into contract documents.|
With the preparation work completed, simply sit back and wait. When the new project is approved, you and your team will be ready to spring into action. Remind your project team of the facilities standards document and the need to incorporate it into the project.
Leave some space
During the design phase, it’s a good idea to review the project’s general arrangement drawings with a particular eye on equipment clearances. Document any need for access platforms and walkways to allow easy access for service and maintenance. For example, if the project plan calls for high bays with HID fixtures, make sure your team has a lift platform that can reach the fixtures safely. If you don't, now is the time to ask about alternatives. Be sure to have a storage area allocated for the lift and equipped with appropriate power connections for charging.
As the design process draws to a close and the construction bid documents are being compiled, be sure the general contractor(s) attend a pre-bid meeting so you can explain your requirements to them. Provide them samples of the documents and information you require. This helps to reduce confusion and uncertainty. Remember, if contractors have any uncertainty when preparing a bid, they’ll assume the worst and you’ll get a higher price than necessary.