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DUDLEY KNOX LIBRARY
NAVAL POSTGRADUATE SCHOOL
r-mr^gY r* 93943-5101

DUDLEY KNOX LIBRARY

NAVAL POSTGRADUATE SCHOOL

MONTEREY, CA 93943-5101

TECHNICAL MERITS AND LEADERSHIP IN FACILITY MANAGEMENT

JERRY J. SHOEMAKER

A REPORT PRESENTED TO THE GRADUATE COMMITTEE

OF THE DEPARTMENT OF CIVIL ENGINEERING IN

PARTIAL FULFILLMENT OF THE REQUIREMENT

FOR THE DEGREE OF MASTER OF ENGINEERING

(PUBLIC WORKS ENGINEERING)

UNIVERSITY OF FLORIDA

SUMMER 1997

APS A-ycW-w:

DUDLEY KNOX LIBRARY
TABLE OF CONTEW^L POSTGRADUATE SCHOOL
EXECUTIVE SUMMARY MONTEREY CA 93943-5101

CHAPTER 1 - INTRODUCTION

1.1 Background 1

1.2 Current trends 2

CHAPTER 2 - FACILITY MANAGEMENT AND LEADERSHIP 5

2.1 Introduction 5

2.2 Management - Total Quality Management 6

2.2.1 Deming 7

2.2.2 ISO 9004 9

2.2.3 Malcolm Baldridge 10

2.2.4 Six Sigma Quality 11

2.2.5 World-Class Service Quality Management System 11

2.3 Leadership, the human element 12

2.3.1 Communication 13

2.3.2 Mission Statements 15

2.3.3 Goal Setting, Rewards and Objectives 16

2.3.4 Counseling and Appraisals 17

CHAPTER 3 - BUILDING SYSTEMS 19

3.1 Introduction 19

3.2 Building Envelope 19

3.3 Lighting 20

3.4 Heating and Air Conditioning 24

3.5 Emergency Power (Uninterruptible Power Supplies and Diesel Generators) 25

3.6 Telecommunications 27

3.7 Fire Protection and Security Systems 28

3.8 Flexible Pavements 29

CHAPTER 4 - FACILITY OPERATIONS 32

4.1 Introduction 32

4.2 Space Planning 32

4.3 Custodial and Grounds Maintenance 33

4.4 Energy Management 34

4.5 Physical Security 36

4.6 Disaster Preparedness 38

CHAPTER 5 - MAINTENANCE STRATEGIES 39

5.1 Where maintenance begins 39

5.1.1 Design Phase 40

5.1.2 Construction Phase 40

5.1.3 Building Occupancy and Maintenance 41

5.2 Maintenance Strategies 41

CHAPTER 6 - CONCLUSION AND RECOMMENDATIONS 47

ENDNOTES 50

BIBLIOGRAPHY 53

APPENDIX 55

Executive Summary.

After almost ten years of experience and formal education in design, construction, and
facility operations and maintenance, the challenges and complexity of facility management
still seem overwhelming and intangible. This document explores those complexities and
challenges, and presents several philosophies and strategies practiced in facility
management. The document is divided into six chapters; the introduction, facility
management and leadership, building systems, facility operations, facility maintenance
strategies, and the conclusion and final analysis. Although real estate planning is a major
function of the facility manager, it is not discussed here.

The first chapter presents the introduction to facility management. The second chapter
presents management and leadership philosophies with discussion on various Total Quality
Management (TQM) programs and a few of the more recognized standards and awards;
Deming, ISO 9004 series, the Malcolm Baldridge National Quality Award, Six Sigma and
Qualtec's "world-class quality service". The third chapter presents basic descriptions of
the building systems with the most direct impact of the facility capabilities, the operators,
and the technicians. Chapter four discusses facility operations as paramount to the smooth
operations of the organization and the physical environment of the building occupants;
including space planning, custodial services, energy management, physical security, and
disaster preparedness. Chapter five presents factors influencing maintenance strategies,
such as the traditional scheduled maintenance, reliability centered maintenance and
outsourcing. From these factors a tailored maintenance plan may be developed to best

suit the organization and mission. The final chapter summarizes the document and
stresses that a comprehensive plan and program are imperative to successfully achieving
the facility management mission.

The document is based on several years experience combined with graduate course
work, and research of numerous publications including the Internet. The personal
experience is based on small to medium military facilities with multiple tenant
organizations ranging from 60 to 500 military and civilian personnel. The facilities square
footage ranged in size from 20,000 to 200,000 square feet, and were located in several
states and foreign countries with significant geographical, climatic and cultural differences.
The facility mission supported aviation operations and facilities, large communication
centers, training complexes, high level executive offices, and common spaces and
administrative functions. The scope of work involved new construction, renovation and
alterations projects, relocations, and recurring maintenance and repair programs.
Although much of the document is based on military facilities, most facility managers will
agree that the subject matter involved does not vary greatly from one physical facility to
another whether the facility is industrial, government or institutional.

CHAPTER 1: INTRODUCTION:

1.1 Background.

The following quote is an excellent statement of what facility management is:

"The practice of coordinating the physical workplace with the people and work of the
organization; integrates the principles of business administration, architecture, and the
behavioral and engineering sciences. "

- David G. Cotts and Michael Lee 1992 (1:3)

The "facility management" profession and term began to take shape in the late 1970's and
early 1980's. This is not to say that the facility engineering/management function did not
take place prior to that, it was just done under different names such as public works,
postengineering or plant administration. Numerous professional organizations, such as
International Facility Management Association (IFMA), the American Institute of Plant
Engineers and others were founded and expanded. In addition, many companies began
advertising facility management consultant services and began recruiting facility
managers/engineers. Thus the facility management profession and practice took on a new
character and more significant role.

Much of this can be attributed to the societal and technological advances (2:8). The
organizational cultural changes from TQM programs, technological advances in
computers, construction materials and techniques, and new governmental regulations
initiated a remarkable transformation of the facility, the work place and living spaces. Just
a few of the technological advances are local area networks (LAN's), telecommunications,
teleconferencing, new furniture philosophies, lighting, and smart buildings. The

construction improvements include complex and integrated structural, electrical, and
mechanical systems and a vast number of new materials. The new regulations include the
areas of energy, environmental, safety, fire, and disabled workers. Along with this, there
were huge increases in global market competition and population. The result is that the
last few decades have seen a major transformation in the cultures, the philosophy, and the
physical environments of corporations and agencies everywhere.

This major restructuring is felt by facility managers and executives alike. Not only is
improving the work environment and productivity of an organization important, facility
management is one of the major expenses in most organizations. The Department of
Defense alone has over $500 Billion invested in facilities (3:1). To stay competitive,
organizations must become more productive and efficient. All of the previously
mentioned factors combine into a complex cycle of events that are only touched upon in
this document.

1.2 Current trends.

Today quality management programs are common place, new technologies are announced
weekly, natural disasters occur like clock work, increased churn rates -turnover of
employees, and "right sizing" are felt everywhere. With these events, new challenges are
presented to the organization and the facility manager (FM) for the strategic
implementation into the work place. Yet this is just the tip of the iceberg for the FM;
there is still the day-to-day challenges of the maintenance and repair activities, personnel

management, budget shortfalls, and a host of activities bidding for the FMs time and
leadership. Change is inevitable, as Heraclitus stated:

"Nothing endures but change"

- Heather McLean Wiederhoef 1997 (4:6)

The facility management business is reactive by nature, a system or piece of equipment
fails, the roof leaks, the company purchases new equipment, develops a new product, or
makes changes in the personnel and work place. A strategic plan is essential to
successfully achieve the FM mission. Without a strategic plan, the facility management
program is jeopardized, often leading to potential failures in the facility infrastructure and
operations that can cripple an organization overnight. Facility or equipment failures, not
caught early, can be exponentially more expensive, complex and disruptive. This fact is
not lost on the corporations, and is, in part, what leads to the need for new associations,
formal educational programs and professional development.

One of the associations founded to meet this challenge is the IFMA. Since its
formation in 1980, IFMA has grown to 14,400 members throughout the world (5). Like
IFMA, many organizations have attempted to capture the vast diversity of the
competencies and challenges required in facility management. The lists of expected
professional competencies commonly expected of an facility manager range from seven to
fourteen depending on the source. Below are two examples that illustrate the diversity:
IFMA(6:4):

- Communication - Operations and Maintenance

- Facility Function - Planning and Project Management

- Quality Assessment and Innovation - Finance

- Human and Environmental Factors - Real Estate

Building Service Institute of New York (BSI) (7:1):

- Electrical Systems - Mechanical Systems

- Economics - Administrative and Supervision

- Environmental Management - Civil and Structural

- Maintenance

IFMA has also established professional certification program that test the above
competencies. Another certification program is established specializing in hospital facility
management. Mastering the multiple engineering disciplines, or at least understanding
them, is an accomplishment enough; but adding deferred maintenance, budget deficiencies,
critical time constraints, and personnel/personality issues both with upper management and
the facility workforce, and this profession becomes mystifying.

Along with the formation of the IFMA and many more organizations, there is now a
professional degree in facility management offered at many colleges and universities. The
professional certification processes, improved educational opportunities and work of the
professional associations are improving the facility management community and our ability
to meet the challenges of today, and tomorrow.

CHAPTER 2: FACILITY MANAGEMENT AND LEADERSHIP

2.1 Introduction.

There are volumes of information on the definition, styles, principles and philosophies of
management and leadership, but there is a distinct difference between management and
leadership. Management is the process to organize, budget, coordinate and execute the
activities for an organization. Leadership is the art of successfully achieving that mission
through direction, guidance and actions that inspire and persuade people to accomplish the
mission.

"Managers plan activities, organize appropriate structures, and control resources, but
the primary role of a leader is to influence others voluntarily to seek defined objectives
(preferably with enthusiasm!). Managers hold formal positions, whereas anyone could
use their informal influence while acting as a leader. Managers achieve results by
directing the activities of others, whereas leaders create vision and inspire others to
achieve this vision and to stretch themselves beyond their normal capabilities. "

m Newstrom/Davis 1993(8:228)

One critical measure of success in facility management is customer service. The TQM and
quality standards in the following sections provide excellent techniques and measurements
for a quality centered organization to meet this objective. However, in a facility
department, the work force is typically comprised of technical experts with less practiced
"people skills" which can diminish customer service and satisfaction. Introducing new
cultural philosophies and programs can be very difficult. To overcome the inherent

resistance to change, inspirational leadership with exceptional communication skill will be
required. The focus in this document is for a leader to explore his/her people's needs,
desires, and goals; so that they know their people, and what motivates them. Far to often,
the technical experts learn to be reactive and focus only on the skills required. The experts
fail to establish goals and objectives for the future. A leader who can develop a quality
centered program with visionary personnel, will tremendously improve the productivity
and quality of the organization.

2.2 Management - Total Quality Management

There are numerous TQM initiatives and programs, not all successful. Each organization
must research to find the best program to fit the culture of its organization. However, the
TQM program itself may lead to dramatic changes in the daily activities and philosophies,
ultimately changing the culture of the organization. The following quote presents an
excellent description of quality maintenance and engineering:

A quality vision focuses on operational efficiency, increasing productivity and lowering
cost. To successfully implement a quality system, it is necessary to utilize appropriate
technology, establish procedures, train employees and audit, and follow-up as an
ongoing learning process. Such a process benefits the organization, its customers and
employees.

In facility management planning, the service we provide to our internal and external
customer is organizing and tracking for the purpose of improving and maintaining high-
performance buildings and equipment. Building and performance is linked directly to
operational costs, as well as to customer satisfaction. Providing an aesthetically-
pleasing, safe, reliable and secure environment that is cost efficient and increases
productivity is our facility management function. "

- Sofa Hilentzaris 1997 (9:13)

The practice of TQM focuses on the involvement of every employee to continuously find
improvements in every aspect of the organization. With this involvement, the employees
can find rewards in the ownership and empowerment to make a difference. Furthermore,
if the ideas come from employees, or with their input, the chances of a change being
thoroughly implemented, tested and accepted is much higher. Some changes are
inevitably going to be less successful than others, but the creative and innovative ideas
must be nurtured and explored for the continuous improvement cycle to be successful. If
we are to maintain the highest quality of life, a program of total quality improvement must
be sustained, regardless of the title applied.

2.2.1 The Deming Prize.

W. Edwards Deming was the leader of the TQM initiatives in the restructuring of the
Japanese industry in 195 1, perhaps a key reason that Japan vaulted to the top of
international markets and competition. The following is a condensed version of the 14
Points for Management from Deming' s book Out of Crisis (10):

1. Create constancy of purpose toward improvement of product and service, with the
aim to become competitive and to stay in business, and to provide jobs.

2. Adopt the new philosophy. We are in a new economic age. Western management
must awaken to the challenge, must learn their responsibilities, and take on
leadership for change.

3. Cease dependence on inspection to achieve quality. Eliminate the need for
inspection on a mass basis by building quality into the product in the first place.

4. End the practice of awarding business on the basis of price tag. Instead, minimize
total cost. Move toward a single supplier of any one item, on a long-term
relationship of loyalty and trust.

5. Improve constantly and forever the system of production and service, to improve
quality and productivity, and thus constantly decrease costs.

6. Institute training on the job.

7. Institute leadership. The aim of supervision should be to help people and machines
and gadgets to do a better job. Supervision of management is in need of overhaul as
well as supervision of production workers.

8. Drive out fear, so that everyone may work effectively for the company.

9. Break down barriers between departments. People in research, design, sales, and
production must work as a team, to foresee problems of production and in use that
may be encountered with the product or service.

10. Eliminate slogans, exhortations, and targets for the work force asking for zero
defects and new levels of productivity. Such exhortation only create adversarial
relationships, as the bulk of the causes of low quality and low productivity belong to
the system and thus lie beyond the power of the work force.

1 1. a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.

b. Eliminate management by objective. Eliminate management by numbers,
numerical goals. Substitute leadership.

12. a. Remove barriers that rob the hourly worker of his right to pride of workmanship.

The responsibility of supervisors must be changed from sheer numbers to quality.

b. Remove barriers that rob people in management and in engineering of their right
to pride of workmanship. This means, inter alia, abolishment of the annual merit
rating of management by objective.

13. Institute a vigorous program of education and self-improvement.

14. Put everybody in the company to work to accomplish the transformation. The
transformation is everybody's job.

The Deming principles can be very powerful and effective when applied in the appropriate
culture and organization. It is worth mentioning, however, that the most opportune time
for any change is before maturity and tradition are deeply implanted. Even though

tradition in Japan is far more entrenched than in the US, the industrial explosion had just
begun there. Application into the US industries and agencies is more difficult and not
directly comparable to the Japanese culture and tradition.

2.2.2 International Organization for Standardization - ISO 9000.

The ISO 9000 is actually a certification process with a series of three levels of
certification and two guidelines (11). The 9000 and 9004 series are guidelines and the
9001, 9002 and 9003 certifications. The ISO 9004 series standardization organization is
made up of representatives from over a 100 countries, primarily the European countries.
The ISO 9000 series actually represents a stamp of approval for the consumers of the
company based on the company's quality programs. With the global market competition,
the vast number of suppliers, and complexities of products and services the traditional
comparison methods for finding the "best buy" are insufficient. The ISO 9000 series
provides a customer an alternative focused on the supplier's quality system vice the
product or service. Like Deming ISO established guiding principles, but only eight. There
are 20 criteria in the application for the ISO 9001-

"... from how purchase orders are completed, how employees are trained, and how
quality records are maintained and disposed of, to how internal quality audits are
performed, how subcontractors are evaluated, and how contracts are received and
customer requirements met .... and an on-site audit team ... determines whether the
facility is in compliance with the ISO 9000 criteria. "

- Barbara L. Vergetis Lundinl997 (12:2)

There are obvious internal benefits of increased efficiency and productivity, positive
changes in corporate culture, greater quality awareness, and reduced scrap and rework
through training employees to produce the same work, the same way every time. External
benefits include higher perceived quality, improved customer satisfaction, a competitive
edge, reduced customer audits and increased market shares. One of the problems with
this certification is the cost, depending on the size and complexity of an organization, the
cost could be in excess of $150,000. However, in big business, realizing small
percentages of efficiency can generate significant returns on investment.

2.2.3 Malcolm Baldridge National Quality Award.

This award is the most coveted quality award in the United States. It was established in
1987 by the US government, and has three categories; manufacturing companies, service
companies and small business. The award is based on the Presidential Award criteria. A
synopsis of the seven criteria are presented below (13):

a) Leadership - visionary inspirational leadership.

b) Information and Analysis - to support improved customer satisfaction, products,
services, and processes.

c) Strategic Quality Planning - short term and long term developing the planning
process and specifics of the plan itself encompassing all aspects and
interdependencies.

d) Human Resource Development and Management - both personal and
organization development with education, performance, recognition, well-being and
satisfaction.

e) Management of Process Quality - systematic methods to continually improve
quality and operational performance.

f) Quality and Operational Results - the task of measuring and quantifying results
and bench marking with other competitors.

g) Customer Focus and Satisfaction - in terms of absolute levels and trends.

2.2.4 Six Sigma Quality Standard.

The Six Sigma Quality Standard began in 1985, when a Motorola quality professional
presented a paper describing the relationship of a products early-life field reliability to the
frequency of repair during the manufacturing process. The basis of Six Sigma is to do it
right the first time, at the extreme. Achieving Six Sigma, requires that less than three parts
per million have defects. There is much debate on achieving this extreme level of quality
and the successes just in the pursuit of it. It is believed by some that this standard is
unachievable, but the pursuit of it still provides substantial rewards in quality. (14)

2.2.5 World-Class Service Quality Management System

One last discussion of quality management is the "World-Class Quality" as described by
Qualtec Quality Services, Inc. Qualtec has four basic principles to their approach in a
world-class service quality management system; customer satisfaction, respect for people,
management by fact and continuous improvement. Their approach involves three
components; policy management, process management and quality teams. As for the
specifics of the system, it is worth consulting with the company itself and reading their
pamphlets and publications. This is one of the only companies outside of Japan to ever be

recognized and awarded the Deming Prize, and their fantastic programs are best presented
by Qualtec. (15)

2.3 Leadership, the human element

This chapter will not get into the philosophical debate on whether leaders are genetic or
grown through experience and training, other than to say it may be both. Some people
choose not to take leadership roles, requiring demanding responsibilities and challenges,
others jump at the opportunity to challenge themselves and excel. What this points out is
that there are different personalities and levels of personal desires and motivations.

There are several types of leaders, three broad types of skills, and styles employed.
The types of leaders can be classified in various ways, the most obvious being situational
and formal. A major difference is that the situational leader may only be so in certain
groups or functions, where the formal leader will almost always assert themselves in every
endeavor. The skills used by leaders are technical skill, human skill and conceptual skill.
The amount of each skill level varies when climbing the corporate ladder. The conceptual
skill become paramount at higher levels and technical skill becomes less critical, or at least
more dependent on those supporting them, where the human skills are required at every
level. The styles vary from consideration leadership to structure leadership. The
perspective fluctuates from concern for the people to concern for production, or some
combination between. There is also the leadership approaches: free-rein, autocratic and
participative.

One last factor is the positive or negative outlook of people. McGregor's Theory X
and Theory Y about the alternative assumptions about employees is important. The Y
Theory assumes the best in people, that they want to do a good job and not fail, and the X
Theory assumes people must be forced and coerced to work. It is important to evaluate
your own personal skills and style, how they fit into the organization and more importantly
how your people will best respond to your leadership character. The best leader is
believed to be positive, participative and considerate. (16)

2.3.1 Communication

Communication may be the most essential element in our lives. Effective communication
is imperative to good relationships at home, in the community, at work and at play. It is
so important to us that we use it as a form of punishment, solitary confinement in penal
systems and grounding or time outs to our children. This element, without a doubt, has
the strongest ability to positively or negatively impact those around us and the workplace.
"Communication must flow in both directions and can come in four ways: listening,
talking, writing, and body language. Communication must be on two levels, thoughts and
feelings." (17)

It is imperative that the individual and the organization practice good communication
skills and continually strives to improve the environment. This is why TQM is so effective
in some organizations, the TQM program improves communications, which improves
interpersonal relations, and provides better understanding of functions the
interdependencies. The individual skills of communication are intricately linked and

affected by the environment in which communication takes place. Good leadership must
exercise good communication skills and create the optimal work place environment which
removes factors limiting creativity, innovation and communication.

The environment for interaction is only as limited as the leader makes it. Opportunities
such as a social outing, privacy of an office, the shop floor, or just passing in the hallways
offer a few creative situations to interact. Using the office can take on several variations
and personalities as well. Placing a visiting person on the other side of the desk, can give
the distancing effect and opposing forces impression, which in some instances may be the
desired effect. Having the person just partially separated by the corner of the desk, or no
obstacles, can give a more open and comfortable atmosphere. Physical barriers can create
psychological barriers. Some people have a very large comfort zone, or personal space,
so they prefer the distance be fairly large.

There are many factors and distractions that can negatively impact communication. A
few examples of the physical and psychological distractions are as follows: hands in the
pockets and jingling keys or change when standing in front of a group, reading or fussing
with something on the desk when talking to someone, or talking from behind a computer.
To be effective you must give your undivided attention and maintain eye contact with that
person and not let distractions deter you.

One of the single most important factors is perception. Miss perception can cause
more failures in the interpersonal dealings than any other factor. If it is perceived that you
are not listening and they are wasting their time, you will lose their commitment and
respect. Situational awareness is vital to understanding perception and communication.

The situations in which customers are irate because of faulty equipment they are not
generally interested in excuses or long explanations, they just want the equipment fixed.
The customer may be experiencing significant pressures from the impacts of the failed
equipment. The only answer that will satisfy them is properly running equipment. Poor
communication in these situations can easily escalate with long term results. It can take
ten acts of kindness to erase one such bad experience.

The last point on communication is to exercise it at every opportunity and make
opportunities. Many employees are elated with just chatting with the boss. The fact they
were recognized and the boss took the time to say hello can go a long way in making
some people important and motivated. Job recognition and appraisal are important, but
are not the only opportunity or basis to recognize and communicate with people. Good
leaders will make it a requirement to get out of the office visit the jobs, people and spaces,
and break down the barriers and layers restricting open and honest communication.

2.3.2 Mission Statements

A mission statement is one of the most important aspects of leadership and
communication. A good mission statement provides the principles, values and
expectations of the organization. Clarity of purpose and mission is very stimulating and
reassuring to people. The mission statement is not limited to the overall organization,
each department can create a mission and vision statement. One of the best applications
of TQM is communication and the creation of flow charts to visualize the processes in a
department. Developing a flow diagram can create better understanding of the roles,

relationships, and interdependencies. Mission and vision statements can and should be
created and combined to include the people, the organization, and the processes.

2.3.3 Goal Setting, Rewards and Objectives.

Our most important asset is our people. To best lead them, it is not sufficient to just
understand our leadership style, the impact, and our communication techniques, we must
know what motivates and satisfies them. Capturing and understanding the concerns and
motivations of the people can be used and merged to enhance the department's and
organization's mission. Time must be invested in the people to learn and establish their
goals - needs and desires - and marry them to the organization. Many times an employees'
needs can be directly linked and satisfied within the organization. For example, an
employee may desire better education and skills. The organization desires continuous
improvement in efficiency in the processes and personnel. Providing additional training
and education achieves both. Another example might be an employee desiring a transfer
within the company for advancement or just a change in environment. This could benefit
the company in a couple ways. A transfer keeps the skill and corporate knowledge within
the company and the individual has new and refreshed motivations. For the facility
department, this gains a "facility expert", or at least a sympathizer, outside the department,
and could bring in new perspectives for the operators. This can short-fuse many problems
that could come to the facility trouble desk. It may cause short term problems in
manpower, but it now may be manageable and improve the loyalty between employees and
the company.

The emphasis here is that some of the goals can be beneficial to everyone, if they are
known and acted upon. No goal will be achieved if left un-explored. Establishing goals is
very important to an individual and to the organization. The goals should be both short-
term and long-term, with milestones in between. This can provide the leader an excellent
tool for developing communication, commitment and measurement for performance.
Reward systems or incentive programs not tailored to the individuals they serve will be far
less effective.

2.3.4 Counseling and Appraisals.

Counseling and appraisals may be one of the most difficult aspects of leadership.
Establishing those elements above may resolve much of the difficulty in this area. If you
take the time to know your people and their goals, establish clarity of the mission and
vision and open the door for improved communication, the counseling process may still be
challenging but may also be rewarding. It offers leaders the opportunity to assess their
own success and charisma to achieve their goals and objectives.

An important part of the leadership process is evaluating the entire department, its
mission, and the people. Far too often supervisors and managers fail to ensure the
responsible parties receive credit for new ideas and contributions. Generally this is from
fear of losing their own credibility and expert status, maybe even their job. If management
is driving this fear, it will stamp out creativity, innovation, diminish productivity and create
a very disgruntled work force. A good leader should know that the work force and
department is a direct reflection of the him/her. The better the department looks and

performs, the better the leader is perceived. The focus, though, must take on a team
concept. Although individual successes are valuable and possibly rewarded, every
member in the department is needed to make possible the successes. This takes
teamwork, loyalty, commitment and trust -- the essence of leadership.

This philosophy should provide confidence and satisfaction to promote harmonious
relations with a rewards and positive appraisal system that eases those unfortunate
situations where corrective action is required. Positive counseling and actions are almost
always possible, focus must be on the process, the training, education, and tools provided
for the successful performance with known expectations and goals (18). Fair and accurate
appraisals must always be given to employees. The importance of fair and accurate
appraisals should not be overlooked. False appraisals, or inflated evaluations, destroy the
system. Using inflated marks fails to correct substandard performances and demoralizes
the other employees.

CHAPTER 3: BUILDING SYSTEMS.

3.1 Introduction.

Proper building or equipment diagnostics is essential in avoiding expensive and misguided
repairs and changes. The wrong diagnostics resulting in additional rework can be very
disruptive to the work environment and customer satisfaction. This chapter presents
building systems and equipment with the most direct impact on the organization. The
discussion in this document is only an overview of the systems with a few potential
references for further research and consultation. In assessing any facility problem or
deficiency, the diagnostics is critical. Applying good communication and TQM to the
problem will provide the best chance for proper diagnostics. Always ensure the occupants
of the building and maintenance personnel are interviewed for details about problems.
Ensure the problem is properly defined and good root cause analysis performed to avoid
embarrassing and costly mistakes. The FM must keep on constant alert for new
technologies and advances in buildings and its equipment to maximize the limited
resources available. Partnering with local lighting, utility, and air conditioning companies,
just to name a few, can help tremendously. Staying in touch with other professionals and
related associations will also be helpful.

3.2 The Building Envelope.

The follow paragraph provides an excellent summary of the building envelope.

"The building envelope is the combination of systems that keep weather out of the
building and the conditioned environment in the building. The envelope is required to
resist a wide variety of forces, control water and air infiltration, reduce noise levels,

provide energy efficiency and accommodate the differential movement of its various
components. It must also look appealing and be durable. Your building 's envelope is
expected to do a lot often without much maintenance. The various elements that make up
the envelope - roof skylights, walls, window, doors, and waterproofing -form a
complicated system whose multiple parts have to function in concert against the hostile
environment of sun, wind, rain, pollution, and freeze-thaw cycles.

- Jeffrey Brow Hard and Kevin Cash 1997 (19:4)

3.3 Lighting.

The lighting systems of today are dramatically improved over previous years. Lighting
technologies may be advancing faster than any other building system. The impact on
lighting in our life is phenomenal, day and night, at work, in the home, in stadiums, on the
roads, and at airports. Lighting has a physical and a psychological effect. In fact, lighting
can have a profound effect on people's emotions and how they respond to an environment.
Good lighting has the power to enhance the appearance of decor, furniture, artwork,
merchandise and even people. The wrong lighting can have the opposite effect. (20) With
the rapid advances in lighting it is vital to perform periodic investigations and relamping
strategies to ensure the optimum environment and the most economical systems. Through
lighting strategies, improved productivity and comfort can be achieved while reducing
utilities and maintenance costs.

Several definitions are important to understanding and evaluating lighting systems.
Color temperature, measured in degrees Kelvin, describes the psychological impact of the
appearance of the light source. If the source appears blue it is cool and warm if
red/orange/yellow. Color rendering index (CRI) is the appearance of color from an object
under a light source as compared to other light sources. A CRI of 80-100 is considered a

light source with good color properties, but does not guarantee any specific color will
appear natural. If one of the colors is missing in the light source that color will be
rendered dull on objects. Lumens is the measure of a light source's output of useful light.
The "efficacy" is the ratio of the number of lumens it produces to each watt of power it
consumes. In today's energy conscious world, a lamp's lumens per watt (LPW)
performance is one of its most critical characteristics. Service life is defined as the point in
time when 50 percent of a large sample of those lamps will fail. Foot-candles measures
the illuminance or amount of light per unit area that falls on a surface. This can be written
into lighting specifications. Candlepower measures the intensity of a light source in a
specific direction. A table of recommended light levels is shown below: (21)

Recommended Light Levels

Type of Activity/Environment

Range of Acceptable Candlepower

Public space with dark surroundings

2-3-5 foot-candles

Simple orientation for short, temporary visits

5-7, 5-10 foot-candles

Working space with occasional visual tasks

10-15-20 foot-candles

Performance of visual tasks on material of:

■ High contrast or large size

■ Medium contrast or small size

■ Low contrast or very small size

■ Low contrast or small size for prolonged
periods

20-30-50 foot-candles
50-74-100 foot-candles
1 00- 1 50-200 foot-candles
200-300-500 foot-candles

Performance of very prolonged and exacting visual
tasks

500-750-1000 foot-candles

Performance of very special visual tasks of
extremely low contrast and small size

1000-1500-2000 foot-candles

Table 1. Recommended Lighting Levels.

There are three major types of electrical lighting — incandescent/halogen, fluorescent
and high intensity discharge. Incandescent light is the most common lamp used in homes

and most people consider it to be "normal". The low temperature and high CRI casts a

warm light which provides excellent color rendition of human skin tone. Unfortunately,

incandescent lamps are inefficient, but are affordable. Tungsten Halogen lamps, tungsten

filaments with halogen gas, are a refinement of incandescent technology that offers up to

20 percent greater energy efficiency, longer service life, and improved quality -100 CRI.

Fluorescent Lamps basically excite the mercury vapor inside the lamp which causes the

phosphor coating to "fluoresce". A ballast is required to regulate and reduce the current

after high voltage surges needed at startup. The fluorescent lamps have very high LPW

and are offered in a variety of color quality temperatures with outstanding color rendition

of virtually all colors. High intensity discharge lamp technology includes mercury vapor,

metal halide and sodium lamps. The high intensity discharge lamps basically operate like

the fluorescent, but are under high pressure and require several minutes of warm-up time.

The table on the next page describes the lamp characteristics. (22)

Lamp Color Characteristics

Light Source

Characteristics

Effect on Color

Incandescent

Warm, inviting light,
relatively inefficient

Brightens reds, oranges,
yellows. Darkens blues,
greens

Tungsten Halogen

Brighter, whiter light and
more efficient

Brightens reds, oranges,
yellows. Darkens blues,
greens

Fluorescent

Wide selection of phosphor
colors and temperature,
highly efficient and long life

Depends on temp/CRI,
highly accurate color
reproduction lessens
efficiency, more expensive

High Intensity Discharge
(Metal Halide)

Whitest, most natural HID
lamp, choice of color
temperatures, extremely
efficient, very long lamp life

Adequate CRI

High Pressure Sodium

Highest energy efficiency
and longest life

Poor CRI, imparts orange-
yellow color

Mercury

Extremely efficient and long
life

Poor CRI, imparts blue-
green color

Table 2. Lamp Color Characteristics.

The need for improved lighting comes from two areas, energy conservation and
improved work places. The lighting systems can be custom tailored to meet the
application of a corporation. The light sources should be designed with the reflective
qualities of the walls, floors and ceilings, the amount of natural light available, the glare on
computer screens, the hours of operation, and the maintenance strategies. A good
maintenance strategy with programmed replacement and cleaning cycles is very important
to maximum efficiency and effectiveness of lighting. Simple lighting improvement
strategies can easily save thousands of dollars per year.

3.4 Heating and Air Conditioning (HVAC).

This section provides the basic principles of heating and air conditioning. Every FM
knows that outages in HVAC systems will aggravate the occupants of a building faster
than any other building system. The people are not the only concern, many systems are
sensitive to temperature and humidity. One of the most difficult problems with the HVAC
is the growth and changes of an organization. The original design of the system may not
be capable of handling additional loads. This must be seriously reviewed during design to
maximize flexibility in the facility without adding huge operating costs for over-sized
systems. The FM and designers must thoroughly review the design and consider
numerous space plans and growth options of the organization.
The factors to consider in HVAC includes, but is not limited to the following (23):

■ inside loads - temperature and humidity requirements

■ the envelope design and insulation properties

■ the exterior environment

■ building orientation

■ noise levels of the HVAC

■ building pressurization

■ HVAC plant locations

■ zoning strategies

The size and location of the ducting used must be with matched to the construction, under
floor crawl spaces, above ceiling and riser sections between floor levels. The other major
consideration is system choice, air-cooled, water-cooled, self-contained, cooling towers,
chillers etc. Design and selection of a system should also consider maintenance, and
maintenance and operating costs. One last impact to HVAC systems and design, is the
new environmental regulations and inside air quality standard (24). The amount of fresh

5 critical to the safe and enjoyable air quality of the occupants. Unfortunately, higher

mes of fresh air can require much larger and more expensive systems.

"he manufacturers of HVAC systems can provide checklists and estimating sheets to

n specific designs like appendix A (25). The following presents a very basic

jtput
xiption and function of a large industrial system that was used in Hawaii. The system LoslcI

1 a cooling tower, chillers, and pumps to provide chilled water to air handlers inside

facility. The chilled water is returned across the cooling tower to remove excess heat

ire entering the chillers where it is super-cooled then pumped back to the air handlers.

the air handler, the chilled water cools air pulled from the return vents mixed with

h air and vents it back to the supply vents in the rooms.

Emergency Power (Uninterruptible Power Supplies and Diesel Generators).

h the advent of the computer age and the elaborate systems of today's facilities, most § ^d

anizations have become dependent on clean and dependable power. Power r b s

tuations and outages can cost thousands of dollars or more in lost revenues from data

ruption and lost files on computers. The life and safety of the occupants and the PS

ipment is also crucial during potential power problems. All hospitals and major

iical centers, communication stations, and key military facilities have some form of able

urgency power. Understanding the system, and ensuring the readiness of a emergency lity of

ver system is an absolute must for the facility manager. Jr ing

directly related to faulty maintenance. Risk analysis should be conducted on this aspect
for consideration to outsourcing for the maintenance.

3.6 Telecommunications.

Telecommunications may be handled by a separate department in many organizations.
This section describes new technologies emerging in the "telephone" industry. New
systems called "key" systems offer fantastic savings and advantages to a company. The
key system is basically a telephone system that uses the same technology of a computer
LAN system. These key systems are offered by most telephone and communication
companies. The major advantage of a key system is that outgoing telephone lines can be
reduced by more than 70 percent. Instead of routing each outgoing line to a designated
phone, all lines are routed to the key system and new phones are installed. All phones, fax
machine and modems are connected to the key "server" and all lines can be shared. One
headquarters facility with 150 staff members and 120 telephone devices, reduced the
requirement from 1 10 outgoing lines to less than 40, with no problems experienced. With
an average charge of $20-30 per line, the annual savings can be significant. In addition to
the savings, voice mail, group conferences, call forwarding, and intercom services are
possible. The system can pay for itself in less than three years. Another major advantage
is when relocating or expanding an activity with inadequate phone services. The key
systems can exceed existing and new demands, and avoid major costs in upgrading the
telephone network.

3.7 Fire Protection and Security Systems.

Fire protection systems are now part of every facility and usually fall under the
responsibility of the FM. In many cases, the security systems fall under the FM, but may
have a separate security manager. The fire protection systems vary in technology and
equipment. The typical equipment includes smoke and fire sensors, audible and electronic
transmitting alarms, sprinkler heads and piping, portable fire extinguishers, and emergency
lighting. In aviation hangar facilities, the system uses fire suppressing agents causing
significant environmental concerns.

The basic operations of a fire protection/sprinkler system is as follows. Typically the
sensors sound the alarms and activate the flow of the fire fighting agent to the sprinkler
heads. Manual pull stations also provide the means to activate the flow. The systems can
be dry or wet. Dry indicates that the pipes are charged with air instead of the fire fighting
agent, typically water, and requires a precharge pump for pressurizing the lines with water.
In most cases, the sprinkler head have a wax seal which melts under high temperatures to
allow water to enter the spaces. The temperature to melt the wax seal usually must
exceed 120 degrees Fahrenheit. Shutdown after activation is usually controlled by the Fire
Marshall from the local Fire Department.

The are a vast number security systems available. The basic system includes magnetic
door sensors, cameras, card readers, and computer monitoring equipment. The security
program/system should include keys, locks, safes, lighting, clear zones and fencing. If a
security system is used, a badge system is usually used to identify employees, vendors,

maintenance workers, contractors and visitors. Back-up and stand alone power usually is
required.

3.8 Flexible Pavements.

Flexible pavement is just as important as those previously discussed. For the FM running
a large plant with multiple buildings and roads, or a city manager, this can be of vital
interest. The roads and parking structures impact the customers, the employees, and all
shipment of goods to and from the facility. The flexible pavement typically consist of
three layers as shown below:

surface layer - hot mix asphalt (HMA)
base - crushed stone or gravel (fine)

sub-base - crushed stone or gravel

sub-grade (soil)
The primary purpose of a flexible pavement structure is to protect the sub-grade and
provide an improved transportation system. The design and maintenance of a pavement
structure is theoretical and complex. Understanding and calculating the exact
relationships of the tension and compression from all of the forces such as the climate,
age, traffic loads and material composition - modulus, is not an exact science. Numerous
test studies and models are used to predict the serviceability of a pavement structure. The
AASHTO road test performed in 1960 provided probably the most widely accepted

formulas and prediction methods for design. As an overview only some of the major
factors are presented with respect to the structural layer.

a) Sub-grade: the sub-grade effective modulus (psi) - accounting for drainage and
reaction/responses to the compressive and tensile stresses applied from loads.

b) Sub-base: the modulus of materials selected with respect to protecting the sub-grade
and the same characteristics above.

c) Grade: the modulus of materials selected with respect to protecting the sub-base.

d) Surface layer: the HMA mixture selected provides the smoothness and skid resistant
surface for the traffic load, and a water barrier for the layers below.

The overall structural design is based on a structural number designed to protect the sub-
grade and meet the desired serviceability, load and life expectancy. The surface layer
modulus is important with respect to protecting the lower layers by resisting cracking and
rupture and water infiltration. The best pavement design provides and good thick firm
base layer to support the surface layer and protect the sub-grade. The sub-base layer
protects the sub-grade and supports the surface layers by providing good drainage,
stability and elevations where required. Other factors must be considered such as load
transfer characteristics, the overall reliability and predicted loads. All of these factors are
combined to calculate the required thickness of each layer. The economics, politics, and
availability of the materials can significantly impact the design as well. For example, good
strong crushed rock and gravel bases from the northern regions are much better than
some of the limestone found in the south. Developing adequate designs for a good
pavement structure is as much an art of prediction and modeling as it is a calculated

science. The only other major factor in pavement structures to keep in mind is, like any
maintenance action, maintenance and repair must occur early on if defects are discovered.
Repair costs to pavement structures will escalate exponentially if left untreated, good
design with a vigorous maintenance and repair program will save millions of dollars over
the life of a pavement structure.

CHAPTER 4: FACILITY OPERATIONS.

4.1 Introduction.

Knowing the basic systems in chapter three is important, but knowing the daily activities
and operations of the facility is just as important. A strategic plan must be developed to
maintain the flexibility and responsiveness of the facility department. The operations must
include the maintenance and repair activities, all construction/alteration projects, and the
daily operations. This chapter highlights some of the daily operations crucial to the
smooth, safe and reliable environment of the facility. These include space planning,
custodial services and grounds maintenance, energy management, physical security, and
disaster preparedness. Facility maintenance is presented in the next chapter.

4.2 Space Planning.

More than any aspect of the FM mission, space planning seems to best follow the theory
that change is the only thing constant. With elevated churn rates - turnover of personnel,
new equipment, furniture and technologies, the allocation of space is never ending. Space
is an extremely valuable commodity in expanding and dynamic companies. Churn rates
usually are elevated with dynamic activities (27). Having a strategic plan that predicts the
expansion and growth of activities is imperative to good facility utilization. Important
aspects of space planning include the physical space available, the HVAC limitations, life
and safety codes, American Disabilities Act, and special requirements - power, lighting,
clean rooms, plumbing, etc.

The most important steps in space planning is accurately forecasting and programming
space requirements. Before this can be accomplished, an accurate inventory of current
space is required and square footage standards must be established. Numerous standards
are available with recommended square footage allowances for people, equipment,
furniture, and activities. The FM must find what is best suited and acceptable to the
organization. One major problem of space management is that of who controls the space.
If the FM controls all of the spaces, the job can be difficult, but if the line managers
control the space, it can be far more complicated. Control and allocation can be lost in a
world of turf battles. In either case, adopting a standard is crucial and must be supported
and enforced at all levels of the organization.

A major aspect of space planning is new system furniture and computers. The new
office furniture and computers have revolutionized the utilization of facilities.
Although more expensive, system furniture and systems walls are extremely beneficial to
the FM. This allows the immediate reconfiguration of an space without the need for
physical alteration of the structure itself. In addition, the systems furniture can include
conduit and wire runs to provide power, lighting, and data communication. If the FM can
encourage the maximum open space design and systems furniture during design, space
planning and flexibility will be dramatically improved.

4.3 Custodial Services and Grounds Maintenance.

Custodial services and ground maintenance are important both for the improved life cycle
of the facility and the physical and psychological impact to the occupants and the

customers. The cleanliness is important for safety, security, health, and appearance of an
organization and it's employees. The custodial services can also provide valuable
information to the FM and identify building discrepancies and needed repairs. An
aesthetically pleasing and clean environment promotes productivity. Furthermore, if the
spaces are clean, people may take better care of their surroundings, reducing damage to
equipment and the building.

Grounds maintenance is also important. It helps offset custodial demands and
improves the physical security. Good vegetation and pavement/concrete structures can
control water run off which reduces mud and dirt from being tracked into the building, and
water intrusion into the foundation. The responsibilities of custodial services and grounds
maintenance cannot be overlooked, they provide the organization with the improved
environment and customer appeal. The appearance and condition of the facility is a direct
reflection of the organization and it's people.

4.4 Energy Management.

The Energy Policy Act (EPACT) of 1992, mandated new improved energy efficiency
throughout the United States. It significantly impacts facility management. In 1992, U.S.
businesses spent more than $71.8 billion on energy consumption for commercial buildings
(28). The utility cost is only one aspect of EPACT, EPACT requires new building codes
with new and more expensive equipment and materials. The need for EPACT is clear, but
the impact is significant.

An excellent energy management plan can be one of the best programs for the FM.
Good energy programs reduce operating costs of utilities, waste management,
maintenance, and enhance the work place. The program can provide great public relations
between the facility department and occupants of the building. Support gained from this
program can be transferred to other areas of facility management.

In deciding what energy conservation projects to implement, each should be prioritized
by pay back periods and impacts on the organization. Shorter pay back periods alone are
not always the best projects, public relations and enhanced physical work places must also
be considered. The best place to start may be lighting. As much as 20 percent of a
company's electric consumption goes to lighting, and the recent advances in lighting
technologies make real savings possible. Reviewing lighting levels and working with
building occupants may result in improved productivity and savings, as was found in the
Hawthorne study (29). Air conditioning should follow lighting for review of the following
(30):

■ studying the balancing and maintenance

■ thermostat settings and programmable thermostats

■ taking better advantage of natural cooling and heating periods

■ better insulation and reflective qualities on the building envelope

■ sealing ductwork

■ and possible thermal draft improvement at doors and exits

Numerous other areas in the facility can be researched for possible savings. According to
a survey conducted by IFMA, 50 percent of capital investments in energy efficient

systems have seen a pay-back on investment in 18 to 36 months (3 1). Every effort
should be made to partner with local utilities for possible incentives and assistance. The
amount of information for energy saving tips is enormous. The National Renewable
Energy Laboratory places tips on the home page on the Internet,
http : exemplary_buildings@nrel. gov.

4.5 Physical Security.

The physical security of a organization can take on several forms. These include the
security of the employees, damage or theft of equipment, sensitive or classified
information. The first line of defense is the physical environment. Next, the employees
must be informed and trained. A loss prevention program which includes inventory,
reporting procedures and corrective actions must be developed. The program must focus
on prevention to be effective. A risk analysis should be conducted at a minimum of
annually to assess what the threat levels are, to what areas, the impacts, and protective
measures required.

Every organization has a responsibility to it's employees to provide a safe and secure
environment in and around the work place. The threat can come from hazards in the work
place, the equipment, physical exertion, other workers or people outside the organization.
The Occupational Safety and Health Agency (OSHA) provides outstanding guidelines
and requirements for a safe work environment, but it is up to the employees and
management to ensure that the standards are maintained. Training programs and TQM
can help in resolving additional hazards in the work place. One key to improving the

systems have seen a pay-back on investment in 18 to 36 months (31). Every effort
should be made to partner with local utilities for possible incentives and assistance. The
amount of information for energy saving tips is enormous. The National Renewable
Energy Laboratory places tips on the home page on the Internet,
http : exemplary_buildings@nrel . gov.

4.5 Physical Security.

security of the personnel and the equipment, from intrusion or attack, is good grounds
maintenance with proper lighting and clear zones. As an example, for areas immediate
adjacent to and surrounding a facility, the military has set guidelines to the exact height
and distances of objects, plants and equipment such as vehicles. This philosophy should
be applied by business in regards for personal safety and for the building protection.

The threat on the equipment may be more from employee damage or theft. Good
inventory control, loss prevention awareness and key control can help. Employee
satisfaction may be the single most factor to help in reducing employee theft. The next
best precaution is to ensure proactive steps to make theft difficult and visible. Crooks will
be crooks, regardless of what you do and you probably cannot change them, but a good
loss prevention program can help with awareness of losses, reporting procedures and
visibility. Regular rotation and replacement of keys and door handle cores can control
accessibility to areas, especially in a business with high churn rate.

Informational security can be organizational or personal. The personnel files should
always be protected. The threat analysis for informational security should indicate
additional measures beyond those of locking cabinets and safes. Changing of safe
combinations should take place after employees are separated and at regular intervals.
The FM should be familiar with the details of the various systems and their locations. All
of the physical security measures impact the FM. Providing escorts for contractors and
visitors can be costly and time consuming for the organization and the FM. There can also
be direct financial implications if access for systems and repairs are restricted to after
hours and limited hours during the day.

4.6 Disaster Preparedness.

Disaster preparedness is only successful if done in advance of the disaster. No greater
threat can come to a facility than natural disasters. With the disasters in recent years; fires,
earthquakes, floods, hurricanes and tornadoes, every business should have a plan. There
are very cheap and easy preparations that can be taken to minimize the amount of damage
that may occur. The local and federal disaster agencies can provide valuable information
in preparation checklists, materials, critical timelines, and actions. Each facility should
have a disaster locker set up for emergencies. The locker should include simple tools like
hammers, portable tools (battery powered), flashlights, sand bags and lumber to name a
few. The actions of a business may be futile in a major catastrophe, but for the near
misses, thousands or hundreds of thousands of dollars in damages can be prevented.

CHAPTER 5: MAINTENANCE STRATEGIES.

5.1 Where maintenance begins.

The most important phase of any project is at conception and design. Changes during
design are generally free or very little cost, and become exponentially higher as the project
moves forward. The two graphs below perfectly illustrate the cost relationship of making
changes during the life of a project.

< Time >

Cost

Design Constr. Use
Cost of Changes

Design Constr. Use

Savings - Design
Materials
Methods

"The decisions made in the conceptual and schematic phases have the greatest
impact and the least cost commitment."

- Larry Gleason, "Modeling Facility Construction Alternatives," IFMA Conference, 1987

Proceedings

Maintenance must begin during the planning and continue through every phase of the

project.

"Maintenance departments often see and begin to have input into equipment life-cycle
care only after it has been selected, installed and turned over to the facility for
commissioning and subsequent operation. Starting at this point, 95 percent of the total
maintenance burden of the equipment or system has been fixed, leaving only a small
opportunity for the maintenance department to influence the effectiveness of the

equipment care. Many equipment selections are based entirely upon costs by persons
following a list of specifications that usually do not include maintenance considerations.
Therefore, the less expensive selection may, in the long run, be considerably more costly
for the facility and a large headache for the maintenance department. "

- Life Cycle Engineering (32:2)

5.1.1 Design Phase.

The design phase is the most critical phase to getting all of the information and facts
together to facilitate the best and most cost effective project. The cost benefit analysis
during design should clearly indicate the associated costs in materials and labor, and any
expected downtime impacts. It is imperative that the facility department, the maintenance
technicians and end users be actively involved during all phases. It is not enough to just
review plans and specifications, far too often the intent of the design is lost during another
phase with a change, or something is overlooked the leaves the maintenance crews with
unreasonable expectations to perform their tasks. Examples of this can include inadequate
space or access to a piece of equipment. Meeting the specification may occur, but
practicality may be questionable and only the end user may see this and be forced to live
with the consequences.

5.1.2 Construction Phase.

The construction phase, like the design phase, must have the facility management
department actively involved. Inevitably there will be difficulties during construction
which can lead to changes in equipment and materials that on the surface seem adequate.

Having the maintenance personnel and operators involved can avoid costly changes later
on and the personnel can gain invaluable information about the systems and equipment.

Prior to construction, establishing "rules of the road", is an essential element to
avoiding the traditional adversarial roles between the contractor, owner, and the architect.
Spending time to clearly establish the "rules of the road" can drastically improve the
relations. Scheduling constraints, noise restrictions, and expected dress codes may seem
trivial to the owner, but can have a direct impact on the contractor. These details should
be discussed in depth prior to commencement of work.

5.1.3 Building Occupancy and Maintenance.

The "use" phase may be the least glamorous for some, but it is this phase that the
systems and equipment all come together to accomplish their set design. Changes in this
phase are usually very expensive and can be disruptive to the facility and its occupants.
Thousands of dollars in maintenance activities can be avoided by the corporate knowledge
gained during design and construction phases. Unfortunately, most facility departments
are not established prior to or during the design and conception phases of major facilities
so they cannot actively participate in those phases.

5.2 Maintenance Strategies.

"Today 's economic and competitive environment requires industry sustain full
production capabilities and minimize capital investment. From the maintenance
perspective, this means finding ways to maximize equipment reliability and up-time, and
extend plant and equipment life through cost effective maintenance. To achieve these
objectives, industry must move away from the traditional reactive maintenance mode to
proactive maintenance and management philosophies. Maintenance processes that fully

address the program and technical concerns of maintenance must be adopted and the
process must realize the value of integration, engineering, planning and quality. "

- Life Cycle Engineering (33: J)

The traditional approach of planned maintenance (PMS), or scheduled maintenance, is
well established and understood. The need for PMS is also well understood, it ensures
that the optimal operations can meet or extend the manufacturer's stated life cycle.
Advantages of this system are fixed times and costs, ease of scheduling with maintenance
decks and checklists, and streamlined personnel training during turnover. The main
disadvantage of this system is that it may not provide the best total value and forces
maintenance activities that may be unnecessary. New and innovative strategies must be
employed to take better advantage of emerging technologies and methodologies. One of
these is reliability centered maintenance.

The reliability centered maintenance (RMC) approach provides a detailed probability
and risks analysis. It takes into account the probability of failure, the criticality of the
impact, and all associated costs. This approach can streamline the maintenance activities
and remove long labor-intensive maintenance procedures. Assuming a shorter life in many
cases also provides earlier windows to purchase and install newer potentially cheaper
advanced technologies. Careful evaluation of the advantages and disadvantages can make
the selection of which strategy, or combination of them, that can lead to a very aggressive
and proactive facility department.

One effective tool for evaluating the projects, equipment selection and maintenance
options is life cycle costing (LCC). The best decision on which choice is made considers

the total cost of ownership and not just the initial investment. Operating and maintenance

cost over the long life of a building or system can far exceed initial costs. Some of the

factors are initial investment, operating and maintenance, efficiency and life expectancy.

To be accurate, a detailed analysis must take place on the operations and maintenance, and

the efficiency. Far too often these areas are underestimated and leave out critical

elements. Such items as special tools, special material handling costs, supporting

functions and spaces, have a direct and indirect impact on the productivity with possible

failures and maintenance outages. The advances and higher efficiency of rapidly changing

technologies must be considered. The following example provides a LCC model of an

HVAC system using the present worth method:

Initial Cost: $50,000

One-time replacement at 15 years: $20,000

Annual Operating costs: $ 5,000

Salvage value after 30 years: $10,000

Discount rate: 10 %
$50Kt

$5K/yr $20K

lyr 15yrs |30yrs

$10,000

Total Present Worth = $50,000+ $5,000 x (UPW;30,10%) + $20,000 x(SPW;15,10%)

- $10,000x(SPW;30,10%)
= $50,000 + $5,000 x 9.42691 + $20,000 x 0.23939 - $10,000 x 0.05731
= $101,349.25

UPW = Uniform Present Worth SPW = Single Present Worth

= (l + iy-l = J_
i(l + r) (1+iJ

n = years, i = interest rate

Developing a similar model with an alternative HVAC system and it's costs, provides a
clear method for best choice over the life of the systems. There are other methods besides
the present worth method, but as long as the formulas are correctly used the same
conclusions should be reached. Using this method helps illustrate the costs and, if the
RMC comparison is used, side by side comparisons can easily be viewed and evaluated. It
is important to account for the increases in environmental regulations and the associated
potential costs. (34)

Another tool the FM can use to streamline the department is outsourcing. Instead of
maintaining large in-house forces, specific functions can be contracted out to specialized
firms. Various factors must be considered before using outsourcing including:

■ maintenance planning, repair parts

■ consumables

■ special supplies

■ special test and support equipment

■ special materials handling requirements

■ operations and maintenance personnel training

■ data and processing management

Often companies can provide services cheaper than a large facility department, but there
are some important management aspects to consider. The level of quality, responsiveness,
new year bid-price increases, and the visibility and interface of the building occupants with
the FM department. There is additional risk with outsourcing. Rapid changes in the
market with competition and pricing can leave a facility with enormous fluctuations in
annual maintenance costs. Reverting back to in-house functions usually cannot meet these
changes as they occur. Through all of this there is concern of losing corporate knowledge
of the facility and the equipment.

For in-house strategies, the maintenance force and structure must be dynamic and
proactive. The most important factor is that the FM should not be more than two levels
from the senior company executive (35). From personal experiences, one good model of a
facility department is a centralized office model in which the FM, the work center,
purchasing, and production supervisor are co-located. The central location allows
constant communication and with good visual status boards for maintenance and projects,
making immediate assessment of the department possible.

One example of a facility staff supporting an military operational command and
communication facility is as follows:

■ theFM

■ one carpenter

■ two multi-skilled FfVAC and plumbing specialists

■ three electricians - an electronic device specialist, a general electrician, and one multi-
skilled emergency power generation and UPS specialist

■ one work receptionist

■ one project manager

■ one laborer

The two story, 200,000 square foot facility supported 500-600 personnel. The facility had
dozens of offices and work spaces, several complex communication/data processing
centers, and additional warehouse spaces. Each of the communication/data processing
centers required special raised computer flooring, electrical distribution and power,
HVAC, and security/fire protection systems. Three service contracts were used for the
HVAC, emergency power generation systems, and security/fire protection systems, and
one general maintenance contract for major repair projects. This model and mix of

strategies provided a well balanced 24-hour support team with immediate response
capabilities.

Another effective model used by Shands Hospital is a zone maintenance plan. The
zone maintenance personnel were physically located in their respective "zones". This
provided daily interaction with the customer and the maintenance of the spaces. This
strategy was a fantastic success for the hospital. (36)

CHAPTER 6: CONCLUSION AND RECOMMENDATIONS.

The facility management profession is rapidly expanding. The new associations and
educational programs offer significant opportunities to facility professionals for creating
innovation and proactive strategies to accomplish the mission. The application of TQM
programs combined with the national and international standards can assist in creating a
leading edge facility management team. Advice would be to use the TQM ideas and
analysis, but avoid "Paralysis by Analysis" (37:388). The investment of time and energy
into developing improved leadership and communication skills is paramount to
successfully achieving any mission. One recommended reading, outside those in the
bibliography, is IS GETTING PAST NO NEGOTIATING WITH DIFFICULT PEOPLE .
by William Ury. The need for strong leadership and skillful communication can help
tremendously with the routine problems in the facility management industry.

The diversity of the two lists in chapter 3, demonstrate the tremendous challenges and
responsibilities of the FM. The FM must be a leader, an engineer/manager, a business
professional, equipped with extraordinary vision, communication and planning skills. Far
too often the FM is not actively involved in the design process, but this trend must not
continue. The cost benefits to ownership and enormous gains in corporate knowledge
during the planning, design and construction cannot be overstated. Using the principles of
life cycle costing, good value engineering, and new technologies, combined with
innovative maintenance strategies including outsourcing, can make great strides toward a
dynamic and proactive maintenance program. Outsourcing is a substantial benefit if done

correctly. The overall responsibility of the maintenance mission still rests with the FM,
and so must the control. Whichever organization structure is adopted, centralized,
decentralized or a zone maintenance structure, the focus must be on the customer's needs.
The "us versus them" philosophy can destroy the effectiveness and motivation of the
facility maintenance department and alienate customers.

With the enormous amount of diversity in the competencies that come with facility
management, it is impossible to recommend one strategy that can be applied across the
industry. There is, however, recommendations that may improve the facility manager.
The first step is to become technically competent on the facility systems and operations,
not an expert, leave that to the technical experts on your staff. The next step is to
communicate with your people and the executives; establish base lines of performance,
expectations and the needs of your people and customers. With this knowledge of
systems, operations, and people; the processes that affect them should be organized and
developed using one of the total quality management philosophies and standards. At this
point, the various strategies can be developed considering the internal organizational
capabilities and that of the local economy for outsourcing and contracted services. One
benefit of outsourcing is that the transfer of services to an outside agency may free up the
facility department to take on new projects and programs to enhance the facility and
customer satisfaction. Those projects could include energy management, space planning,
and aesthetic/functional improvements in the work place to improve quality of life and
productivity. There is no one solution to improve facility management, each

manager/engineer must explore all of the options and capitalize on the rapidly expanding
associations to build the best program.

"The ideal facility management program will be easily accessible to it's customers and
exceed their expectations. The preventive and corrective maintenance, as well as repair
and renovation activities should be transparent to the building occupants . . . except to
notice the facility improvements."

Jerry J. Shoemaker

END NOTES:

1 . Cotts, David G. and Michael Lee, The Facility Management Handbook. AMACOM, a
division of American Management Association, New York, 1992, p. 3.

2. Ibid. 1. p. 8.

3. "Committing to the Cost of Ownership", Building Research Board . National Academy
Press, 1990.

4. Wiederhoef, Heather M., "From the Editor", EFMA Journal, May/June 1997, p. 6.

5. "Why certification", Certified Facility Manager . IFMA, 1997.

6. Ibid. 6. p. 4.

7. "What should a Facilities/Plant Engineer know?", Building Services Institute of New
York, http://www.bsi-ny.com, 1997, p. 1.

8. Newstrom, John W. and Keith Davis, Organization Behavior Human Behavior at
Work. McGraw-Hill, Inc., 1993, p. 228.

9. Hilentzaris, Sofia, "Quality Maintenance & Engineering", IFMA Journal,
January/February 1997, p. 13.

10. Deming, W. Edwards, Out of Crisis . W. Edwards Deming Institute, 1986.

11. Lundin, Barbara L. Vergetis, "Facilities Impact of ISO 9000 - What does ISO mean to
facility managers? More than you might think.",
http://www.facilitiesnet.com/NS/NS3b46h.html, 1997.

12. Ibid. p. 2.

13. "Improve Performance Through Strategic/Quality Mgmt", National Performance
Review,

http ://www4. ai. mit. edu. npr/documents/commentable/npr/eop/gov/us/ 1 993/9/6/280 . ht
ml, 1993.

14. "Six Sigma Quality-An Achievable Goal or An Idealist's Dream", Job Shop
Technology, http://www.jobshoptechnology.com/articles/049.html, 1997.

15. Hensler, William and Kateri Brunell, The Service Quality Handbook . AMACOM, , a
division of American Management Association, New York, 1993.

16. Ibid. 8.

17. "Lead People Manage Processes", Quality Management Board, http://www.qmb.com,
1997.

18. Ibid. 8.

19. Brouillard, Jeffrey and Kevin Cash, "Renovation and the building Envelope", IFMA
Journal March/ April 1997, p. 4.

20. "Relamping America, A Guide to the Energy Policy Act of 1992", OSRAM Sylvania,
1994.

21. "Lighting Technology Fundamentals, Understanding Light and Color", OSRAM
Sylvania, 1995.

22. "Lighting Technology Fundamentals, The Science and Technology of Light", OSRAM
Sylvania, 1995.

23. Lang, V. Paul, Principles of AIR CONDITIONING . DELMAR Publishers Inc., 1979.

24. "Managing Building Operations & Maintenance for IAQ", IFMA Journal,
January/February 1997.

25. Ibid. 23.

26. "The Exide Electronics BOOK on UPS BATTERIES", Exide Electronics, 1995.

27. Ibid. 1.

28. "Study Reveals U.S. Commercial Energy Usage", EFMA Press Release,
http://heather.wiederhoeft@ifma.org, 1996.

29. Ibid. 1.

30. "A Few Energy Saving Tips ...", NREL, http://exemplary_buildings@nrel.gov, 1996.

31. Ibid. 28.

32. "Maintenance Engineering and Maintenance Management", LCE, http://www.lce.com,
1997, p. 2.

33. Ibid. p. 1.

34. Brown, Robert J. and Rudolph R. Yanuck, Introduction to Life Cvcle Costing . The
Fairmont Press, Inc., 1985.

35. Ibid. 1.

36. Swain, Ralph W., "Shands Facility Management", class presentation to BCN 5179,
1997.

37. Ibid. l.p. 388.

BIBLIOGRAPHY:

"A Few Energy Saving Tips ...", NREL, http://exemplary_buildings@nrel.gov, 1996.

Brouillard, Jeffrey and Kevin Cash, "Renovation and the building Envelope", IFMA
Journal March/ April 1997, p. 4.

Brown, Robert J. and Rudolph R. Yanuck, Introduction to Life Cycle Costing . The
Fairmont Press, Inc., 1985.

"Committing to the Cost of Ownership", Building Research Board . National Academy
Press, 1990.

Cotts, David G. and Michael Lee, The Facility Management Handbook. AMACOM, a
division of American Management Association, New York, 1992, p. 3.

Deming, W. Edwards, Out of Crisis . W. Edwards Deming Institute, 1986.

Hensler, William and Kateri Brunell, The Service Quality Handbook . AMACOM, , a
division of American Management Association, New York, 1993.

Hilentzaris, Sofia, "Quality Maintenance & Engineering", IFMA Journal, January/February
1997, p. 13.

"Improve Performance Through Strategic/Quality Mgmt", National Performance Review,
http ://www4 . ai . mit. edu . npr/documents/commentable/npr/eop/gov/us/ 1 993/9/6/280. html,
1993.

Lang, V. Paul, Principles of AIR CONDITIONING . DELMAR Publishers Inc., 1979.

"Lead People Manage Processes", Quality Management Board, http://www.qmb.com,
1997.

"Lighting Technology Fundamentals, Understanding Light and Color", OSRAM Sylvania,
1995.

"Lighting Technology Fundamentals, The Science and Technology of Light", OSRAM
Sylvania, 1995.

"Lighting Technology Fundamentals, Understanding Light and Color", OSRAM Sylvania,
1995.

Lundin, Barbara L. Vergetis, "Facilities Impact of ISO 9000 - What does ISO mean to
facility managers? More than you might think.",
http://www.facilitiesnet.com/NS/NS3b46h.html, 1 997.

"Maintenance Engineering and Maintenance Management", LCE, http://www.lce.com,
1997, p. 2.

"Managing Building Operations & Maintenance for IAQ", IFMA Journal,
January/February 1997.

Newstrom, John W. and Keith Davis, Organization Behavior Human Behavior at Work .
McGraw-Hill, Inc., 1993, p. 228.

"Relamping America, A Guide to the Energy Policy Act of 1992", OSRAM Sylvania,
1994.

"Six Sigma Quality-An Achievable Goal or An Idealist's Dream", Job Shop Technology,
http://www.jobshoptechnology.com/articles/049.html, 1997.

Swain, Ralph W., "Shands Facility Management", class presentation to BCN 5179, 1997.

"Study Reveals U.S. Commercial Energy Usage", IFMA Press Release,
http://heather.wiederhoeft@ifma.org, 1996.

"The Exide Electronics BOOK on UPS BATTERIES", Exide Electronics, 1995.

"What should a Facilities/Plant Engineer know?", Building Services Institute of New
York, http://www.bsi-ny.com, 1997.

"Why certification". Certified Facility Manager . IFMA, 1997.

Wiederhoef, Heather M., "From the Editor", IFMA Journal, May/June 1997, p. 6.

APPENDIX.

Job Name RESTAURANT Job No.

Date

No. and St. Estimator

City 9^^^terrO. State J.jLii*t*u.

Salesman

Size of Space cjQ.A.&.

Floor Area S.QQ... Sq. Ft.

Ceiling Height /J, Ft.

Room Volume %LP..Q. Cu. Ft.

Inside Design Conditions:

SO FDB °^^<-^

V3 72

X<2 RH J? 3 ?S~

Time of Peak Load. ../...&.##*?

COMMERCIAL
AIR CONDITIONING

ESTIMATE

RESTAURANT

Courtesy of Carrier Corporation

SURVEY INFORMATION

Record all information essential to the cooling and heating
estimates, the air distribution system, and the equipment
selection, location and installation.

DIMENSIONS OF SPACE

Sketch floor plan on Page 5, or obtain building plans.
Indicate scale. Record all dimensions including ceiling
heightt, heights under beams, and floor to floor heights.

WALLS

Direction Facing

Construction

Insulation -thickness

Shaded

Gross Area (Sq. F+.)

WINDOWS
Type Shading
Area (Sq. ft.)
Net Wall (Sq. ft.)

PARTITIONS

Area adjacent to unconditioned space _ _. sq. ft.

Area adjacent to kitchen, boiler rm., etc £.$. sq. ft.

N-NE

E-SE

s-sw

W.NW

*£A"Y

H£A\/^

H£AV/

*£av/

Yfo

iso

AVo

AW A/.

sTO

t>2

^30

1*0

Via

/7JL

ELECTRICAL (Cont.)
MACHINES OR MOTORS (Note 5.
Rating in Watts or Horsepower

APPLIANCES (Record in Table 3.)

PEOPLE (Note I.)

Number in space at time of peak load: <=*^/

OUTSIDE AIR FOR VENTILATION (Note 6.)

EXHAUST FANS (1

'able 4.)

TYPE

H.P.

DIAMETER (in.)

SPEED

POWER SUPPLY

Volh._^.3.2 phase.. 3

Panel .._ ft. from unit.

Main switch capacity

cycles, .

amps.

CONDENSING METHOD

(^Cify water^ Cooling tower.) (Air Cooled.
(Evaporative condenser.)

ROOF

Construction: (light) Mmediumf) (heavy)
Ceiling (Yes) (No)

Insulation thickness &(. in.

Attic Space: Ventilated by fan (Yes) (No),

CEILING

Unconditioned space above — area sq. ft.

Insulation thickness inches

FLOOR

Unconditioned space below — area sq. ft.

Kitchen, boiler room, etc., below — area sq. ft.

Insulation thickness inches
JJLAB gOO 3/, /CT

ELECTRICAL

LIGHTS IN USE AT TIME OF PEAK LOAD (Note I.)

Incandescent: /OOO watts or watts per sq. ft.

Fluorescent: watts or watts per sq. ft.

WATER SERVICE

Connection ... -JfZ ... ft. from unit. Siie in.

Water pressure lb. New service, new meter.

Pressure reducing valve required? (Yes) (No)

CONDENSER WATER AND/OR CONDENSATE DRAIN
Distance from unit ... O ... ft.

Low enough for gravity flow of condensate ?MYesj) (No).
New drain or condensate pump required? (Yes) (No).

HEATING

Steam pressure lb.

Hot water temperature .. /tP. F.

Capacity available: (Btuh) (lb. .steam) (gpm).

Connection ft. from unit.

Connection size inches.

EQUIPMENT LAYOUT

Show location of Weathermaker, tuu l imj l o wer, tit seeled-
e onden s er , pump, supply, return and outside air ductwork
in sketch on page 5. Ve rify een st r ue t i en whe r e equipm en t
is to be supported .

».<j. 2

COOLING ESTIMATE

WINDOWS

Sunlit

Pacing

( OwU.d* ShadtO

SmOw window
Pa«TiT'On/Noh!c

TIME OF PEAK LOAD

8:00-10:30

5* 144

34 94

24 55

l» 75

10:30-1:30

SE
SW

74 104

41 64

35 44

SJ 42

NW
5

<£)

35 @

4:30-7:00

7:00-1 1:00

AM FdCtnq*

vT0

^s-

BTU.HR

CorutruCtion

4 u .t.o: ei
For

(N.I Mi
A'(dl

WALLS

NE E SE 7

SSW.W

NWN

liqM

Maio«r,

(U » 44)

(U = 3 35)

E SE S

SW.W

NE N NW I I

f :u =o 40) )

NE SWW
NW-N

SSW.W
NW-N

NE-E

SE S SW

W NW-N

SE S SW

W-NW

NE EN

NE-SW
W NW N

NE E SE

jnCond-t'Oi

K.tc^tn, So'lt

ea SpdCt Adiactnt

■ Room Etc.. Adijctry^^

SW-W NW I II

NE S
NE SE

S-SW w i io

NE E SE

NW N

NE E SE
S SW.W

SW W NW 4

N E S

NE SE

(U = 3171

S-SW

W NW

NE E

SE N

18
(U =0 22

NE E SE

S NW N

0.54
U = 14)

/oil

s^ L

2)
(U » II)

A¥o

3360

Construction
(Noll 4)

ROOF

(Flat sr Pitcntd)

C.ilino.

4 2

5 3

Cnlinq

2 I

3 I

14 8

24 I I

13 7

14 8

3 2

4 2

%0D

j/oo o

CEILING

jncofidif'On«d Space *bo*t

FLOOR

U«co"di'ion«d Spdct 8«iow
Kifch«n. toiler lm., ■♦€.. B«iow

-st 4* (imi o' o«d« odd

ELECTRICAL

iNo»t S)

Cl uOrtlcent

Hdc^i«t» *d*td in w,|ft|

/odO

3¥o6

3-4

3200

APPLIANCES

Total Prom T«bl» )

VCoo

PEOPLE

At tim« of ftak Load

GE)

/d.Soo

/^Sio

OUTSIDE AIR

Intidt Dry Bulb T#mptr«-tura
and Ralativa Humidity

74f. 55%
75f , 55% 77F. 50%

75F. 50%

78F, 55% ( ^ 80P, 50%
78F . 50% 80F. 45%

78F. 45%

Outlida Wat Bulb Tamoaratura

3&o

S£ Ji¥0 "»<»*■ shano total heat jf t 3 TQNS

G«AN0 TOTAL HEAT

S2, *£d

Pag. 3

TABLE 2
TABLE 1 — CONDITIONED AIR REQUIRED (CFM/TON) OUTSIDE ah

QUANTITIES

adc ;a*'0«

A»ereqe

Sentible

Heat

P«c*or

Room

Conditiont

Percent Outt.de Air Through Unit (Nota b 1

ftecomm ana) ad

cfm

par parMa

0% : io%

207.

307.

Off lee

7SF, 50%

77F. 50%
7IF. 45%

*0F. «5%

(.20 520
670 550
540 455
540 450

430
440
375
370

350
370
320
320

Apartment

-o'e: Room

7SF. 507,
77F, 50%

540 450
MO 4 75

34S
3K

300

3)0

Oeo<)'*'* , e*» S'o'e Joo«r P'oor.
Ho*e' P'.ohc Space*

7«F 50%

7»F 55%
90F, 45%
90F. 50%

510 415

700 tOO

490 315
430 530

410
510
335
450

340
450

210
310

3d'b«r Shoo*

3e-)i.*v Shoo*

Deodf-^enf S'o'« Wjm P'oo**

2-?*. Shoo*

H )• 3"OPS

Me« i S^opi
S"o« 3'or**

7»F 50%

'9F 55%

80 F. 50%

520 425 3*0

470 550 440
540 450 3«

300
400
345

15
10
10
'0
10
10
10

Deoa'^en* S'ort 8a*tm«ntt

Dr-q Sfor«l

- ■-• & r«n Stortt

'es'iurints

7IF. 55%

7»F =,«.•/,
r 90F. 50% "\

340 i 30S
500 410

415 350

270

200

320
2H

10
10

A.i 'or ymi

74F. 55%
7IF. 557.
90F. 50%

420 350
440 370
130 2*0

300

320
240

270
2*0
220

I'll

7'/i

Supermarket.

7IF. 50%

1
410 400

340

2*0

NOTES

i Ctm ton »al««i apply to calculated cooling

b ) »trct"* Ou'ndt Air Through Unit = — "^ S

load, not Weathtrmeher capacity.

Q CFM Outtida Air x 100 o?/0 %

400X y '. 3 Tont from Pjq. 3

WEATHERMAKER SELECTION

Conditioned Air

Modal Number
(Nota d.)

Meiimum
Conditionad Air
Capacity (cfm)

'on, Cfrn Ton

F.om =,q. )) (from Tjble 1

Total Required (cfm)
(Nota c.)

^.3

3/n

/3 3*>

NOTES

: 1 'o'jl Conditioned air rtquirid (ct"m) =s Tom

d } S*'ec* Wjjtrnfmaur on o*in of required
<n*>dt condition* C«nno» 0« met Change ir

(from page 3) X dm/ton (from Tabla 1).

conditioned air capacity at wail at tons of cooling capacity Whan air capacity of uni
lida condition! or uta larger gnit.

it intufticient,

1. TIME OF PEAK LOAD

«) Small number of people. Select time
area is sunlit.

b) Large number of people. Select time

2. WINDOWS

a) Sunlit Windows. Use only those facin

peak load.

b) For all windows use factors in Other

c) Show Windows. Use partition area: if

COOLING

whan greatest win
of peek occupanc

3,1 thown for time

Facingt" column,
no partition cons

ESTIMATE NOTES

4. ROOF

dow Uia No CaJmg " values only if un
Multiply values by .75 If attic it »•

'" S. ELECTRICAL

Raduca ratings of machinal end mo
tinuouily or ara not fully loaded,
of

6. OUTSIDE AIR QUANTITY

Jert.de of roof
ntileted by fen

'Oft which do r

it aipotad.
ot run Con-
or Tabla 4. .

f a) Outs.de air through unit.
d * r (^ 1 ) No aihauit fan*— Ufa Tabla

3. WALLS

Heat gain values tr
"U. " Consider shadec

a propo

wellt »

rtional to t
"North".

Mniui

on coeffic

2] Eihaust fan*— Use the larger velui
b) No outtida air through unit.
,„, 1 ) No aihautt fent— Uta 7 CFM p
2) Eihauttfant — Uta valua from Tab

> from Ta bla 2

ar parson.
a 4.

Paqa 4

c ^°"

TABLE 3 —HEAT FROM APPLIANCES

••mtktr (Sliu), /j Gallon Each

— tr* OUmartor
Eloctric Motors

Food Wirnir (Par So;. Ft. Top Surtaca)

Fry J art la — [3000 Wattt|

Sriddla — [Nf So. Ft Top Surfaca)

Quantity

iq. tt.
iq. ft.

Gat

Haatad

J,rc<L

4 300
7400

Elactric
Haatad

M0
3.200
5,700

700
4,500
3.000

Iru/hr

/7<?0

TABLE 4 — EXHAUST FAN CAPACITIES

Cantrituqal Fant

■mat
Oiaanatar
(Inchat)

Quantity
(CFM)

SS0

I00O
2M0

400

Motor
Horlapowai

l/i
/j
2

'/l

O'imitii
(Inchai)

Fan
Soaad

(»PM)

500

1140
1725
ISO

I 140

Quantity
(CFM)

500

920

1100

1000

1500

Hair Dryaa — llowar Typo ( I5O0 Wattt)

— Htlmat Typo (700 Wattt)

— Fivo Haiman

2.700
2.200

Parmananf Witt Machino (500 Wattt)
Toartar. Sav ory (Automatic. 2 ilica t wida)
f Toattmattar. 2 illcat (I22S Wattt) "N

JLfOC

OthtK App|i«nc« (Not* 3.)

Total H**t From Appliances (Iniart in Cooling Estima+a Pjg« ])

Slight airway rasistanca can materially raduca the above capacitie

NOTES FOR TA8LE 3

I ■ These are not maiimum retinqs, but <H9 recommended 'or
average usage.

2. Factors given are for un hood ad tquipment. Whara proparly
daiignad hood, with eihauit fans ara in use, reduce factors
by 50%.

i?nk

3. Jia S0% of manufacturer! rating.

°aq. S

HEATING ESTIMATE

NOTES

1. For DOOR USAGE figure area of entrance door.

2. For concrete FLOOR on ground figure linear feet of exposed edge.
3 For PITCHED ROOFS, use area of ceiling.

ITEM

QUANTITY | FACTOR

Btu/Hr/Deg. T

imp. DifT.

1. WINDOWS and
INFILTRATION

Single

Double or Glasi Block

t/7 sqft

iq ft

0.7

/29

2. OOOR USAGE

i . la t if Dress Shop, Shoe Store

Light Traffic — nu . /» ". — j — .,

" OtticeL Reitaurant j

i_i t u- Drug Store, Dept. Store

Cigar Store. Lunch Km, Bank

...«?.<?.. ,„ft
iq ft

12.0

3. OUTSIDE WALLS

Frame

Liqht Mafonry
Q Heavy Masonry^

lin ft

.... . lin ft

. MO... |i„ f>

3.2
5.4

'JAsr'JL.

'— <

Uninsulated, no ceiling
Uninsuloted, with ceiling

I. - iq ft
|. Mi sqft

Insulated with or without ceiling ~N

WO , q ft

cEd

S. T.OOF (pitched)

Horizontal ceiling uninsulated
Horizontal ceiling insuleted

sqft
sq ft

029
0.09

6. FLOOR

(

Wood, over open space, i.e. porch

..... sqft

....ft-J...B B f.

sq ft

0.24

ComD

0.17

-.#/

Concrete on ground 3

Wood, over unheeted besemerrt

7. OUTSIDE AIR

,■ 3 6 cfm

i.io \3?C.

TOTAL BTU/(HR) (*F TEMP OIFF) = /0&£^

TOTAL HEATING LOAD

= TOTAL BTU/(HR) ('FTEMP OIFF) ■' » <A

... X .70. .. -FTEMPD.FF^ .Z^.^tffc...

■ Btu/Hr

4. Deg. Temp. Diff is difference between room temperature and outdoor design temp.

5. To obtain lbs of condensate per hour divide the total Btu/hr by 970.

6. To obtain the Equivalent Direct Radiation (EDR) divide the total Btu/hr by 240.

Page 6

17 5 ^ s inn

1/99 22527-200 «u

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