ESSENTIALS OF FACILITY MANAGEMENT*

Work Management in Facilities Series

orkshop 1: sup erytso

Management to Building Systems

Workshop 4: Managing
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 Table of Contents

Workshop 2: Applying Work Management to Building Systems

lntroduction

l.Types of Facili§ Work

1 .1 Overview 5
1.2 Building Systems t)
1.3 Reliability-centered Maintenance (RCM) 7
1 .4 Predictang Equipment Failures .. .... ... ....... . ... I
1 .5 Failure Modes 10
1 .6 Criticality. . .. .. '13

2. Priorities of Facilis Work

2.1 Overview 19
2.1 What ¡s Prioritization? 20
2.2 lmportance of Prior¡tizing
2.3 Priorities and Response Times . ,. ... . .... ...

3. Work Management Programs

3.1 Overview 27
3.2 Performance Standards
3.3 Work Processes .... . ... . .,. ...... _ 29
3.4 Work Expectations ... . ... .,. . .... 30
3.5 lnspection Processes ... 31
3.6 lnspections 32
3.7 lnspection Frequency JJ

4. Planning and Schedul¡ng Facit¡ty Work

4.1 Overview ... . 39

4.2 Planning 40
4.3 Effects of Unplanned Ma¡ntenance Work....... 41
§.r 4.4 Plann¡ng Principles 42
4.5 Scheduling 43
4.6 Scheduling Principles 44
4.7 Checklist for Scheduled Work ............... 45
4.8 Planning and Scheduling Steps .............. 46
lc 5. The Bas¡cs of Facili§ Metrics
5.1 Overview 53
5.2 Metr¡cs 54
5.3 Metrics and KPls as Work Management Tools
5.4 Sample Metrics ....... .... . _.. ... 56

63
:1
Workshop Assessment 65
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 lntroduction

Overview o
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Abouf thls serie.s o

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f: ln the IFMA Work Management Series, fac¡lity management professionals will
be introduced to
various aspects of facility work management, starting with the supervisor's
(, critical role. The series
will introduce key concepts including planning, scheáuling and metrics and how they
affect the
t., efficiency of a facility management organ¡zation. ln additión, this series will give paríicipants
a
greater appreciation for how utilizing work management tools can increase
F\ proper work management techniques will be provided for managing facility
[roductivity. Finally,
iervice coÁtracts and
q-\ cuslomer relations, two central parts of fac¡lity management.
tr
!- About this workshop
e\
This workshop provides an understanding of how to appry work management
6¡ to building systems
in facilities. The different types of facility work are discussed along witñ the various
E¡ worf
management programs used to pelorm tasks. rn addition, key principres of pranning
and
t scheduling work are exprained. F¡nally, this workshop covers lhe bas¡cs of metrics
áo r"y
performance ¡ndicators (Kpls) used in fac¡l¡ty work management.
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Learning Objectives

At the complet¡on of Workshop 2, you will be able to:

r' ldentify the four elements of the Reliabili§-centered Maintenance (RCM) strategy.
r' List at least four different types of equ¡pment and buirding system fa¡rure modes.
/ Discuss how criticarity codes for buirding equipment can herp FMs prioritize work.
/ ldentify the f¡ve facirity work pr¡or¡ty revers and their respective response times.
/ write down, in your own words, at reast two benefits of using work performance standards.
r' State at least two examples of fac¡lity work processes.
/ Describe at least two benefits of using standard ¡nspection processes in facility work.
r' List at least three guiding principles for planning work.
/ List at least three guiding principles for scheduling work.
/ ldent¡fy the five process steps for planning and scheduling work.
/ Discuss hów key performance indicators (Kprs) serve as a usefur work managementtoor.

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1. Types of Facility Work
txf 'l.l Overview
Goal is to keep facilities
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The goal of applying work management to building systems is to keep the
reliable, ava¡lable and low
cost.
facil¡ties reliable and available at the lowesl cost.
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ln this section we will d¡scuss the d¡fferent types of facility work and how to
ET prioritize this work.
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 1. Types of Facility Work
Fac¡l¡ty work depends on '1.2 Bu¡ld¡ng Systems
type of build¡ng system.
The appropriate type of facit¡ty work is dependent on the type of build¡ng
system. For example, a¡r conditioners need regular filter changes (preventive
maintenance task) and window systems need ma¡ntenance only if something
breaks (corrective maintenance task).
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Fl
l. Types of Fácility Work

H '1.3 Reliabil¡tyrentered Maintenance (RCM)

,. I RCM determines best mix
of:
n Rel¡ability-centered Ma¡ntenance (RCM): A maintenance strategy which
determines the best mix of preventive maintenance, predictive maintenance,
.PM
. Pdn
ñ proact¡ve repa¡rs and run{o-failure approaches. . Proact¡ve repairs
. Run-to-failure
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t. - maintenance maintenance
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 1. Types of Facili§ Work
PM is preventive 1.3 Reliabili§-centered Ma¡ntenance (RCM)
maintenance at f¡xed
¡ntervals. Let's define these terms:
PdM is predictive
maintenance that
forecasts fa¡lures.
Proactive repairs occur Term Definition
prior to failure.
1 Run-to-failure Preventive maintenance (PM) Type of planned equipment
maintenance occurs after
equ¡pment has failed. maintenance stralegy based on
replac¡ng, overhauling or
remanufacluring an ¡tem at a f¡xed
¡nterval, regardless of its condit¡on
al the time.
Pred¡ct¡ve maintenance (PdM) Type of planned maintenance that
utilizes technology that allows the
forecasting of failures through
monitoring and analysis of the
condit¡on of equipment.
Proactive repairs Repa¡ring equ¡pment pr¡or to
fa¡lure.
Run-to-failure Maintenance strategy in which no
routine maintenance tasks are
performed on equipment. The only
maintenance pelormed on
equipment is corrective and is only
performed after equipment has
suffered a fa¡lure.

RCM helps to increase the probabil¡iy that a bu¡lding system will function
properly over ¡ts life cycle.

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1. Types of Facility Work
F¡ 1.4 Predicting Equ¡pment Failures
RCM determines r¡ght
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RCIVI is a ma¡ntenance stralegy wh¡ch determines the best mix of facil¡ty work
maintenance, r¡ght
equipment, r¡ght t¡me.
types
a - the right ma¡ntenance on the r¡ght equipment at the right time. Def¡ning
the right ma¡ntenance practice is dependent on how equipment fails, also
The right ma¡ntenance
dep€nds on failure mode-
known as failure modes.
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Consider systems
/component fa¡lure trend
analysis to assist you ¡n
G, opt¡mizing your staff and
resources to prov¡de
t; adequate and effect¡ve
'^ resulls.

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 l. Types of Facility Work

Fa¡lure mode informat¡on 1.5 Fa¡lure Modes

comes from:
. History records
. Sources of failure mode ¡nformat¡on
Originalequipmenl
manufacturer
. Operators ln work management, the best sources of informat¡on about
. Users possible failure modes can come from the:
4¡ . Technicians
. Equ¡pment appl¡cat¡on History records of the equipment
environments and use
expectal¡ons Orig¡nal equ¡pment manufacturer
Operators who use the equ¡pment
Users of the same type of equipment
Technicians who maintain the equipment
Equipment application environments and use
expectations

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1. Types of Facility Work
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fr 1.5 Failure Modes
Each build¡ng system and
qt equipment failure can have
Failure modes and ca¿ses
L. severalfa¡lure modes.
Focus on causes of
{^ It is common that for each bu¡lding system and equipment fa¡lure, there can be failures.
several failure modes_ lt is ¡mportanl, however, to focus on the causes of Examples of fa¡lure
el failures because pelorming preventive, predictive and proaclive maintenance modes: ,l
Grl work tasks based on the possible causes of failure can help reduce the chance . Disassembly
of fa¡lures. . Operat¡on
¿" . D¡rt
Lubricalion
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GSI - EXATPLE I
G, ln the table shown, let's look at some examples of fa¡lure modes and the¡r
potential causes.
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q Failure Modes
Disassembly
Potential Causes Examples

b Items that become loose and

cause parts to fall ofl or move
Pins
Clips
C Pulleys
t\ Bearings

q Fasleners
Coup¡ings
É, Operation lncorrect operating procedures lncorrect load
(^ lncorrect set up
lncorrect speed
gA lncorrect sequence

B. lncorrect raw material or process lncorrect ac¡dity

b lncorrect density

a lncorrect
lncorrect
pressure
viscosity
n lncorrect

tL D¡rt Dirl gets into equipment where

there are mov¡ng surfaces in
temperature
Bearings
Pistons
a small spaces Gears

n Lubrication A reduction or breakdown of oil Low o¡l levels

t Overheated oil

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 1. Types of Facility Work
Fa¡lure modes determ¡ne 1.5 Failure Modes
preventive, pred¡ctive
and/or proactive
Fa¡lure modes and causes
ma¡ntenance tasks.

Failure modes can be arranged ¡n three columns as shown ¡n the sample table
and used to determine needed preventive, predictive and/or proactive tasks; for
example, lubr¡cat¡ng bear¡ngs.
1

An example of the outcome of a failure modes analysis is shown ¡n the table

below. _

Part Fa¡lure Mode Cause

Pump shaft Sheared Exposure to dirt
Motor Worn x lncorrect assembly
Bearing x Snapped Abnormal v¡bration
Oil seal Dirty lncorrect part
Check valve Leaks Lack of lubrication X

Drive pulley Cracked Misalignment

Safety guard Missing Power failure

The outcome should be a preventive maintenance task to regularly lubr¡cate

the
bearings to prevent them from becoming worn.

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 1. Types of Facility Work

1.6 Criticality
Build¡ng systems that
Bu¡ld¡ng systems that have the potential of a serious have the potential of a
serious failure are
failure, meaning the fa¡lure can caus€ potential safety,
cons¡dered critical.
health or environmenlal ¡ssues or would cause The more serious the
s¡gnificant d¡sruptions to the organization's mission, are possible failure, the more
considered critical. The more serious lhe possible crit¡cal¡t is.
failure, the more cr¡tical it ¡s. Some organizat¡ons use 1
criticality codes for each type of equipment.

The sample table shown here indicates a numerical

scale for crit¡cal¡ty and the failure effect. Each facility
can creale its own critical¡ty scale to help prior¡tize work.
:

Criticali§ Failure Effect Comment

,|
None No reason lo expect failure.

2 Minor disrupt¡on to facility function.

Very low
Repair can be done dur¡ng trouble call.
Minor disruption to fac¡l¡ty function.
Low
Repair may be longer than trouble call.
When defin¡ng criticalis and
pr¡or¡ties, consider engag¡ng
the end user for val¡dation.

4 Low to moderate Moderate disrupt¡on to facility function.

Some rework or delay ¡n process.

. 5 I\,4oderate
Moderate disruption to fac¡lity funct¡on.
S¡gn¡f¡cant re\ ¡ork and delay in process.

6 Moderate to high Moderate disrupt¡on to facility function.

Moderate delay in restoring function.

7 High disruption to fac¡lity function

High
Signif icani detay in restóring i;n"iion.

Very high High disruption to facil¡ty function. Very

significant delay in restoring funct¡on.

9 Hazard Potential safety, health or environmental

issue. Failure will occur with warning.

Potential safety, health or env¡ronmental

10 Hazard issue. Fa¡lure will occur without
warning.

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 1. Types of Facility Work

Which act¡v¡t¡es contribute to the reliab¡l¡ty-centered maintenance (RCM)

strategy? Select "yes" or "no' from the items descr¡bed.

Gontribute to RCM Yes No

1
Run{o-failure

Fa¡lure repairs

Proactive repairs

Decision maintenance

Predictive ma¡ntenance

Preventive maintenance

Page 14
f
1. Types of Facility Work
É\ . L¡st at least four different types of failure modes in a building system
t;" failure.

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 1. Types of Facili§ Work
. Wr¡te down, in your own words, how criticality codes for build¡ng
equipmenl can help prioritize work.

Then compare your answer to the answer prov¡ded to you in class.

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 2. Priorities of Facility Work

2.1 Overview

All fac¡lity organizations must identify and determine operations and Determine operations and
ma¡ntenance priorities intended to minimize unplanned downtime maintenance pr¡orit¡es to
while optimizing system productiv¡ty, reliability and performance. m¡n¡mize unplanned
Developing a recognized and effective príoris plan enables the downtime while
organizat¡on to establish expected results. optim¡z¡ng system
productiv¡ty, reliab¡lity
ln this section we will discuss how prioritizing facilis work enables the and performance.
organ¡zalion to manage resources and service qualis as effectively Effective priority plan
as possible. establishes expected
results.

2
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Priorities

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 2. Priorities of Facility Worli

Prioritization 2.2 Whal is Prior¡tization?

. Determ¡ne the Definition of prioit¡zat¡on
importance or
urgency of each task.
. Order tasks based on
Prioritization is determining the importance or urgency of each task,
their degree of and then ordering a series of tasks based on degree of importance or
importance or urgency of each.
urgency.
Prioritizing goals and tasks
Priority of tasks
determined by The priority of FM tasks should be determined by evaluat¡ng the¡r
¡mportance and importance as they relate to overall goals and objectives.
relevance to overall goals
and objectives.
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Prioritization
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a\ 2. Priorities of Facility Work

f§ 2.3 lmportance of Prioritizing

Pr¡oritiz¡ng tasks is cr¡t¡cal
Pr¡oritizing tasks ¡s a criticalslep in the planning and scheduling process. step in planning and
i schedul¡ng.
_-i
. Work tasks need
f\ Work tasks need to be given a priority. Naturally, emergencies are given the
highesl prior¡ty, but what constitutes an "emergency,'? The FM organizat¡on . ,priority.
Need to def¡ne priority
f+ needs to define the terms used for setting priorities such as ,.emergency," terms. t'
€, "urgent," "essent¡al" and "routine." Expectations based on these priorities
also
. Establishexpectat¡ons
need to be established. Obviously, response to an emergency needs to based on pr¡or¡lies.
happen immediately, but what is the expected response lime to a rout¡ne
fr request?
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Prior¡t¡ze work to use
resources effectively.
Consider how equipment
fa¡ls and how critical ¡t is.
Requests should ¡nclude
response limes.
2
Page 22
2. Priorities of Facility Work
a
2.4 Prior¡ties and Response Times
Fac¡litywork has to be prioritized so thal resources are used effectively.
Priorit¡zing work is mosl effective when you consider how equipment fails and
how crit¡cal ¡t is to the operation ofthe facil¡ty. ln the previous sections we
discussed failure modes and crit¡cality; now let's discuss pr¡oritizing fac¡lity
work.
All facility work should have a priority and the priorities should include response
times. Here is a sample:
PLANNED EVENTS
Response time: F¡rsl come,
f¡rst served.
ESSENTIAL
Requ¡red work. J Non-foutine work.
Response time: One
Response time: One PRIORIfY 5
to two working days. to flve working days.
PRIORIIY 4
i
PRlORtrY 3 URGENT
Urgent requests are
time sensitive and
bus¡ness essent¡al.
Response t¡me: Within
one day-
:'
Equ¡pment or building
system is down/
unresponsive.
Response time is
immed¡ate.
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2. Priorities of Facility Work
Ai
¡f . Match the facility work priority level to ¡ts correct response t¡me.

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h' Non-routine work.
Priority Response t¡me: One to five
ci 1

working days.
v.J
Routine work and planned
Priority 2 events. Response time: First
^fa come, first served.

E.:* Required work- Response

Priority 3 t¡me: One to two working
days. 2
,* Requests are time sensit¡ve
and business essent¡al.
É{ Prior¡ty 4
Response time: With¡n one
g:¡l
day.
i Emergency work. Equipment
,§ Prior¡ty 5 or system is down/
É:b unresponsive. Response
time: lmmediate.
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Page 24
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 WORKSHOP

3. Work Management
Programs
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Page 26
 3. Work Management Programs
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tt Most facilities have operat¡ons and ma¡ntenance management programs.
Consistency in O&M
programs is crit¡cal for
long-term reliabil¡ty.
Developing consistency in these programs is critical to ma¡ntaining build¡ng
Cons¡stency depends on
9+ systems for long-term reliabillty. Cons¡stency is dependent on utili)ing performance and

fi performance and ¡nspection standards. inspection standards.

tJ ln th¡s sect¡on u€ úll discuss how perlormance and inspection standards help
to build a structure that can be applied to work managemenl.

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 3. Work Management Programs

Performance slandards 3.2 Performance Standards

¡ncrease:
. Cons¡stency Peiormance standards to create qual¡ty and consistency
. Productiv¡ty
. Reliability
. ln fac¡lity work management, pelormance standards help increase the
Performance
Consistency ¡mproves consistency of facil¡ty operations, maintenance and appearance, wh¡ch ¡n turn
from standards ¡n: increases productivi§, reliabili§ and performance.
. Work processes
. Work expectat¡ons Consistency can be improved by creating standards forthe following:
. lnspection processes
. Work processes
. Work expectations
. lnspection processes

Through cons¡stency, high-quali§ facili§ service is delivered.

High-qual§
facili§ servise

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3. Work Management Programs

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3.3 Work Processes
¿t Facility work processes
Facil¡ty work managemenl processes can include:
include procedures for:
. Clean¡ng
.
tt . Facility clean¡ng procedures .
Task completion
Safety
f,l . Work task completion procedures . Customer
Ft . Safety procedures commun¡cation
t* . Customer communicat¡on methods Document and follow
processes.
A step-by-step explanation should be documented for all work managemenl
,r processes. These processes must be followed to create consistency.
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n expec{at¡ons you begin

creating and establ¡sh¡ng
norms in organizational and
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 3. Work Management programs

Set cons¡stent work 3.4 Work Expec{ations

expectat¡ons for:
. Response t¡mes
. Work quality
Once efficient and effective work managemenl methods are
developed, ¡t ¡s
. Cleanl¡ness important to set consistent expectations. Work expectations include:

. Response times lo customer requests

. Work qual¡ty
. Cleanliness
:
For example, how fast can your FM organ¡zat¡on respond lo a
customerwhose
office ¡s too hot? The customer wanls to know how sbon he can
expect a
response to his requesl and when he can expect the problem
to be resolved.
These expectations need to be determined by the Ff\,i department
and
communicated to customers.

You've begun the usual

Monday morning work
3 order request review w¡th
several "emergency"
requests from your
customers. Ho\,v would you
assess and ass¡gn to
support customer
expectat¡ons with available
resources?

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Page 30 :
 3. Work Management Programs

3.5 lnspection Processes

lnspection standards
increase cons¡slency of
lnspection processes to create quality and cons¡stency
fac¡lity operations and
..,ár. appearance.
lnspection standards, l¡ke performance standards, help increase the Outcome of work
consistency of facility operations and appearance. processes must be
measured with consistent
The outcome of the work processes must be measured utiliz¡ng consistent inspection processes.
inspection processes. Consistent inspections help FMs: Consistent inspections
t
help FMs del¡ver h¡gh-
. Correcl safety hazards qual¡ty facility service.
. ldentify opportunilies for improvement
. Ensure services meet establ¡shed guidelines
. Take care of small assues before they become ma.¡or issues

When a structure of consistent inspect¡on ¡s applied to building systems, high_

quality facility-service An be del¡vered.

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You have been approached a

by several members of your r,
staff who say that not all
¡nspection logs are be¡n9
rev¡ewed effectively. You've
had your susp¡cions about
which ind¡viduals may be
behind this and your staff
has verified your
susp¡cions. What ¡s your
i.l
^I^!.¡, next slep? How would you
approach this and what is
your desired outcome?
What consequences should
be considered?
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 3. Work Management Programs

Expectat¡ons help gu¡de 3.6 lnspect¡ons

the inspect¡on process.
/nspecflons based on expectation s

ln addition to cons¡stency of ¡nspections, predeterm¡ned levels of standards

(expectations) can be used to guide the inspect¡on process. ln turn, a better
process brings more structure to facility work management.

] EXA¡TIPLE i

Let's look at an example of inspecting for cleanliness in a facility.

Predetermined levels of clean¡ng standards can be used to guide inspeclors on
how to inspect, how many rooms to ínspect and what to look for when
¡nspect¡ng- The outcome of the inspection úll tell ¡f the facility is achieving the
desired level of c¡ean¡ng,

The table shown gives an example of five levels of cleanliness, with Level 1
being the cleanest and Level 5 being the d¡rtiest. With these levels of
cleanl¡ness def¡ned, ¡nspectors can create inspection standards as a way to
3 apply structure to fac¡litywork management.

Level of
Cleanliness Description

'l
Spotless: Bright, fresh, clean, polished, stocked,
operable, odorless
? Neat: Fresh, clean, stocked, operable, odorless

Casual inattention: Generally clean but some d¡rt

3
shows, stocked, operable, odorless

Moderately dirty: Swept clean but more d¡rt shows,

4 some dust, apparent inoperabil¡ty, smell of trash ¡n
sour containers

Lack of attent¡on: Dull, dingy, stained, lots of dirt, gum,

dust balls, grime, lack of attention, empty dispensers,
5
moderate lo heavy inoperabili§, general odor and trash
build-up

Adapted from APPA Level 2 Guidelines (www.appa.org).

Page 32
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13
¡.r
3. Work Management Programs
fe
3.7 lnspect¡on Frequency
Make inspection frequency
e3 plan and ¡nclude who
As ¡nspection standards are defined, a plan oufl¡ning who is responsible for
performs ¡nspections.
performing inspections and desired frequency should be made.
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For example, the table shown includes lhree basic frequencies and who should
ta perform the inspections.

t.;
r\ lnspection
Who Performs lnspections
Frequency
E.
&¡ Daily Supervisors and leaders
C
ñ lvlonth ly Assistant building managers 3
R Annual Building managers
EB
a Periodic inspections help superv¡sors mon¡tor the condit¡on of the¡r building
F\ systems and plan resource requirements.
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 3. Work Manágement Programs
. Write down, in your own words, at least two benents of using work
performance standards-

Then compare your answer to the answer prov¡ded to you ¡n class.

Page 34
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3. Work Management Programs

EA . List at least two examples of fac¡lity work processes.

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 g 3. Work Management Programs

ln what ways do standard inspection processes help facility work? Select

"yes" or "no" from the items described.

Does standard inspection help? Yes No

Corect safety hazards

Expand labor force for business

ldentify opportunities for improvement

Reduce equipment over a per¡od of t¡me

Ensure services meet the established guidelines

Take care of small issues before they become big

issues
3

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Page 38
E'
C 4. Planning and Scheduling Facility Work
{
fi, 4.1 Overview
f¡ We have talked about how to use performance standards and inspection
Know how and when to
apply struclure to facil¡ty
C standards to apply structure to fac¡l¡ty work management.
work management.
Follow guiding principles
€ of planning and
qt Knowing how and when to apply this structure is the next step. So now we tum
to the planning and scheduling of facil¡ty work. We discussed basic plann¡ng
schedul¡ng.

G* and scheduling concepts ¡n Workshop j.

C ln lhis sect¡on we w¡ll go over some guid¡ng principles of planning and
9\ scheduling fac¡lity work that ú hetp you apply work managemeñt to building
G=¡ systems.

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Page 39
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 4. Planning and Scheduling Facility Work

ln maintenance planning, 4.2 Planning

we need lo:
. Define work scope ln the prev¡ous workshop, we ¡ntroduced planning, which is determ¡ning what to
. ldent¡fy resources and
do. ln maintenance plann¡ng, the:
tools
. Est¡male t¡me to
complete work
. Scope of ma¡ntenance work ¡s def¡ned
. Resources and tools are ¡dentified
. Est¡mated t¡me lo complete the work ¡s determined

o
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P rope r mainte n a nce pla n n ¡n g :

. lncreases the rate of work completion

. lncreasesproductiv¡ty
. Helps facility supervisors assign the proper amount of work to employees
lncreases the amount of maintenance building systems rece¡ve i
lncreases building system rel¡ab¡lity

Page 40
 G3
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4. Planning and Scheduling Facility Work
fr\
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4.3 Effects of Unplanned Maintenance Work
(:: Unplanned maintenance
Stat¡st¡cs support exper¡ence that unplanned ma¡ntenance work cosls 6Z work costs 67 percent
t percent more than planned work. more than planned work.
Roughly 30 percent of lotal
6A ma¡ntenance cost ¡s waste.
Also, an estimated 30 percent of the total ma¡ntenance cost is waste. Much of
fA the waste occurs because of unplanned maintenance work.
G;
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s\ EXAñIPLE i

€v
a For example, common symploms of unplanned maintenance work include

rt
G^ wa¡ting or delays due to:
q. . Permits not ready
€., . Skills not available
(^ .
e .
.
Poor troubleshooting
Poor problem identif¡cation -
6A lvlater¡al or part unavailable

G- . Tool or equ¡pment unavailable

f,^ . Wa¡t¡ng for instructions or access

. Waiting for decisions and/or approvals
tA
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& With better maintenance planning, waste ¡s reduced and work management ¡s
r. more eflective.

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 4. Planning and Scheduliñg Facility Work

Follow planning princ¡ples 4.4 Plann¡ng Principtes

to avo¡d cost of unplanned
maintenance.
To avoid the cost of unplanned maintenance on building systems, let,s look at
some guiding planning pr¡nc¡ples to follow.

Principle 1 : Treat mainlenance planning as a separate function

Principle 2: Put focus on future ma¡nlenance \,\¡ork
Principle 3: Establish maintenance expectations (goals)
Pr¡nc¡ple 4: Create assignments and timelines
Principle 5: ldent¡fy resources
Principle 6: Measure performance

As a result of following these principles, maintenance planning is improved and

more effect¡ve work management is applied to bu¡ld¡ng systems.

Effective and effic¡ent

planning and scheduling Treat maintenaDGe
opt¡mizes staff and planning as a
resources wh¡le m¡nimizing separate funct¡on
unproductive and non-value-
added tasks.

12
4
Establish
-m¿¡ntenance
expectations (goals)

Planning
principles

rcsources

ffirdc'tirv
Maasu rc
Perform ance

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Page 42
E}
4. Planning and Scheduling Facilis Work
,a
ft 4.5 Scheduling
tl ln the previous module we introduced schedul¡ng, the process of assigning
ln ma¡ntenance
schedul¡ng, assign
resources to tasks with
employees and other resources to differentwork tasks with start and fin¡sh
start and f¡n¡sh t¡mes.
* times. ln this sect¡on we are going to d¡scuss scheduling princ¡ples.
Schedule experienced
7'\
,{ For example, one way to apply work management to build¡ng systems is to
employees with less
experienced employees.
L, schedule more exper¡enced employees lo work with less exferienced Make sure work tasks are
¡.) employees. This match úll help less experienced employees improve their completed on time.
sk¡lls in fac¡l¡ty work.
*
,1 While the goal of scheduling ¡s to make sure that all work tasks are compleled
H in a given t¡me, schedul¡ng can also help develop skills at the same tame.
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 4. Planning and Scheduling Facitity Work

4.6 Scheduf ing Principles

Scheduling princ¡ples;
. lmprove schedul¡ng. Just as in planning, six guiding princ¡ples can greafly contribute to the overall
. Create better work success of scheduling.
management processes.
. Prov¡de better
stewardsh¡p of building Principle 1: Schedule in advance
systems. Principle 2: Schedules and priorities must be respected
Principle 3: Schedule based on skills available
Principle 4: Schedule for every work hour available
Principle 5: Schedule time for preventive, predict¡ve, proactive and corrective
maintenance tasks
Principle 6: Measure performance

When these principles are followed, scheduling is ¡mproveq creatingbetter

work managemenl processes and thus prov¡ding better stewardsnl[-of builOing
syslems.

-'._T-iI schedure
rn advance

d{{r
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sched,ros
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r_--.
Sched!.ie based on
skills available
Scheduling
principles
L@
Schedule for evely
wo.k hour available

;-" tI , schedute rim6 for

Droventive. DredictivE
' I proaclive and corective
I
I
maintenance tasks

fa Measurc
perlormance

Page 44
ffi
3 4. Planning and Schedr¡ling Facility Work
R
F( 4.7 Checklist for Scheduled Work
tr Another guiding principle of planning and schedul¡ng faciliswork that should be
Creale checklist to ensure
work ¡s scheduled
applied to the u/ork management of bu¡lding systems ¡s work task checklists. effect¡vely.
F* Work task checklists should be created lo ensure that work is scheduled
effectively. Some items that may be found on such checkl¡sts are shown here.
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B o Tools have been determined to be
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C approved

F D Work tasks are assigned and

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 4. Planning and Scheduling Facility Work

Planning and scheduling 4.8 Planning and Scheduling Steps

¡s a controltool.
Planning and schedul¡ng ln the previous workshop and in this workshop, we discussed that planning and
work tasks results ¡n more scheduling is a control tool used to help facility supervisors manage work
eff¡c¡entand effect¡ve productivi§. We have discussed lhe various planning and schedul¡ng pr¡nciples.
steYvardsh¡p of building These principles are summarized in the following planning and scheduling
systems. sleps:

1. 2. 3. 4.
Quant¡fy Set Determine Assign Follow up
workload priorities resources tasks (lnspection)
available

4 More efficient and effective stewardship of the building systems will be the result
when facility supervisors take the time to plan and schedule work tasks, following
these steps.

Page 46
t]
4. Planning and Scheduling Facility Work
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. List at least three guiding principles for planning work.

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 4. Planning and Scheduling Facility Work

. L¡st at least three guiding principles for scheduling work.

Then compare your answer to the answer prov¡ded to you m c,/ass.

Page 48
 t._¡

4. Planning and Scheduling Facility Work

,§
>< Place these planning and schedul¡ng steps in sequenlial
order from first
i_i to last. Write dow] "1" for f¡rst step and .5" for lasi step.

f{ _ Follow up
_ Set pr¡orities
9t _ Assign tasks
LJ _ Quantify workload
_ Determ¡ne resources available
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tb Metrics
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Page 52
 5. The Basics of Facility Metrics
fr
l.( 5.1 Overview
,t Use facil¡ty metrics to
Now that w€ have d¡scussed types of fac¡lity work, prior¡ties, measure facility work.
I the structure of
facil¡ty work and the planning and scheduling of facility worX
tor OuitOing
?\ systems, let's move ¡nto the basics of measuring facility work
through the use of
fac¡lily metrics.

€"t ln lh¡s sect¡on we w¡ll d¡scuss the benefits of using metrics

as a work
management tool and then look at examples of metrics applied
E- in actual
facilit¡es.
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 5. The Basics of Facility Metrics

Metrics measure an 5.2 Metrics

organizat¡on's activities
and performance: A metric ¡s a measure of an organizalion's activ¡ties and performance. Track¡ng
. Show where to ¡mprove
and analyzing metrics ¡s a dala analys¡s process that shows where r,r¡ork
\irork management
processes management processes could be improved, thus increasing the reliabilis of
. lncrease reliability of bu¡ld¡ng systems.
bu¡ld¡ng systems
KPls are most important ln add¡tion, metr¡cs help lacility management organizations to:
metrics:
. Easily tracked . Save money
. lmpactcost and
efficiency . Set pr¡orities
. Guide decis¡on mak¡ng . Create capacity
. Drive improvemenl
. Eliminate or minimize problems
. Set milestones and celebrate success
. Establish goals and how they are measured

Metrics allow organizations
to measure both ¡nternally
and externally to apply
opportunities for continual
¡mprovement.
Key performance indicators (KPls) are the mosl ¡mportant metr¡cs that can be
eas¡ly tracked and have the most ¡mpact on lhe cost and efficiency of fac¡lity
operations.
KPls serve as useful work management tools that guide lhe decisions made
within FM organizations, They provide an essential link between strategy,
execution and ultimate value crealion.

5
6
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Page I
 5. The Basics of Facility Metrics

5.3 Metr¡cs and Kpls as Work Management Tools

Answers to certain
When using metriqs as a management tool, consider quesl¡ons will help
these questions:
organizat¡ons choose
KPls.
Quest¡ons to Consider

), What metrics are most imporlant to the organ¡zation?

Whal da-ta needs to be gathered or tracked to calculate

these
metr¡cs?

> How will the data be analyzed and benchmarked?,

How w¡ll the analysis be used for action planning,

cont¡nual
¡mprovement and problem solving? Your team does not feel
the current metrics have
provided any benefits for
'Eenchmarking is process of comparlng one,s metrics against the organization. How
industry would you approach th¡s?
standards or another organ¡zat¡on,s melrics.

The answers to these questions úll help facility management

organ¡zations
choose the metr¡cs that wiI be most beneficial ;s work"managárient
toots.
These will become the Kpls.

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Many metrics could be
used to improve facilities.
Page 56
5. The Basics of Facilis Metrics
5.4 Sample Metrics
There are many metrics that could be utilized to improve a facil¡ty management
organ¡zation. The metr¡cs shown in this section are a small sample of the many
metrics ava¡lable to use in facil¡ty work management.
Now let's look at a few spec¡fic examples.
 G'
t
5. The Basics of Facility Metrics
F
ts 5.4 Sample Metrics
Q,t More time spent on
Planned maintenance versus demand ma¡ntenance metr¡cs planned ma¡ntenance
C tasks leads to fewer
t\ Building system ¡er¡abirity is dependent on pranned ma¡ntenance
more t¡me spent on planned ma¡ntenance tasks, the more
tasks. The
demand tasks.
75 percent of tasks should
reliable building be planned.
§1 systems úll be and thus there will be fewer demand tasks.
u of work tasks should be planned.
ldeally, Z5 percent

C
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b 600
t 500
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E' Aprit I May I i Auo.
I ptan
236 189 172 165 415 281 240 182

A ! Demand 468 367 481 272 357 393 479 535

E Non-bu¡ld¡ng 1 0 0 0 1 1 0 1 1

t- ! Operaüonal support 83 32 84 42 40 58 69
Serv¡ce request
üz\ 29 11 35 25 27 41 38

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 5. The Basics of Facility Metrics

Completing scheduled 5.4 Sample Metrics

PMs each month increases
building system reliab¡lity. Planned ma¡ntenance percent completion metics

Completing scheduled PMs each month is essenlial to increasing build¡ng

system reliability.

EXA,]UIPLE
,l
Example: Building infrastruclures and systems rely on planned and consistent
maintenance pract-rces. ThEmetric allows the FM organization to measure
planned maintenance work tasks scheduled versus planned ma¡ntenance \¡\/ork
tasks completed. lf the organization's completion rale was not achieved, an
analysis should be performed to determ¡ne lhe necessary changes to the work
:
management processes to ensure the goal ¡s met the folloúng month. ldeal¡y,
at least 90 percenl of planned work tasks should be completed every month;
100 percent of planned work tasks on critical equ¡pment should be completed
every month.

PM Completion %

81{,

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Page 58
 5. The Basics of Facility Metrics

5.4 Sample Metrics

Workforce productivity
Wo rkfo rce p rod uct i v ity met ric s rates assess the
organization's
:,.,. Workforce productivity rates are tools used by managers effecl¡veness.
to assess the
effect¡veness oJ their organization. They are ieflectivÉ
..: oitn" ,-,iáin, or
available time for a given group or person spent on productive
(wrench{urning)
a product¡v¡ry of 65 at teast p"r""nt
l1"l"l
rmponant":9"y,
to keep in m¡nd that employee vacation, "nourO
U" tÁJ üoal. lt ¡s
holidays and slck days
¡mpact achievabte product¡v¡ty rates;i,e., .l0O perceni
i.íJ üLff"

EXA,IIPLE

''!.
Workf orce Productivity

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Appearance ¡nspections
assess fac¡l¡ty cleanl¡ness.
Customer satisfact¡on
depends on cleanliness.
Page 60
5. The Basics of Facilis Metrics
5.4 Sample Metrics
A ppe ara n ce i nspectio n metr¡ c s
App€arance inspections are utilized to assess the cleanliness of facilities. Cuslomer
satisfaction is highly dependent on the levelof cleanl¡ness of the facilities.
 €3

5. The Basics of Facility Metrics"

ɧ 5.4 Sample Metr¡cs

tri The more open work
Overdue work orders metrics orders are closed, the
more effective and
flr The number of overdue work orders (tasks), like open work orders (tasks),
is an
effic¡ent the organ¡zation
¡s.
ind¡cat¡on of the effect¡veness and efficiency of the work
f^ organizat¡on.
management

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F 150
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a 90

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 5. The Basics of Facility Metrics

. Write down, in your own words, how key performance indicators (KPls)
serve as a useful work management tool.

Then compare your answer to the answer provided to you ,n c/ass.

Page 62
e,
Workshop 2: Summary
,
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/ The four facirity work types of the reriab¡r¡ty-centered maintenance (RCM)
e\ strategy are:

R . Preventive maintenance (pM)

. Predict¡ve maintenance (pdM)
c., . Proaclive repairs
C . Run-to-failure

f / Example failure modes found in build¡ng system and equipment fa¡lures

e . Dirt
include:

Ge . Operation
(: . Lubricat¡on
.
F Disassembly

q, r' some organizations use criticarity codes for each type of bu¡rding
equ¡pment- Each faciris can
create its own set of cr¡t¡cal¡ty codes to help prioritize work.
G,
a r' Using u,ork performance standards helps to increase:
B . Work product¡vity
E. . Reliabitity of building systems
. Pertormance of build¡ng systems

rA
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/
. Con§stency of facility operat¡ons and ma¡ntenance

Examples of facilis work processes ínclude:

6 .
.
Facility cleaning procedures
b Work task complet¡on procedures

r .
.
Safe§ procedures
Custorner commun¡cat¡on methods
B. / Using standard inspection processes in facilitywork helps to:
¡
fr .
.
.
Conect safety hazards
ldenüry opportunilies for improvement
Ensure services meet the established guidelines
l} . Take care of small issues before they become major issues

t
rh / The six gu¡ding principles for planning work are:

.
.
Principle I : Treat maintenance planning as a separate funct¡on
Pinciple 2: Put focus on future maintenance woik
.
L. .
Principle 3: Establish maintenance expectations (goals)
Princ¡ple 4: Create assignments and timelines
ID . Principle 5: ldent¡fy resources
If . Principle 6: Measure performan@

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 Workshop 2: Summary
U'
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A'
a
/ The s¡x gu¡ding principles for schedul¡ng work are:

. Princ¡ple 1: Schedule in advance

. Princ¡ple 2: Schedules and prior¡ties must be respected
. Pr¡nciple 3: Schedule based on sk¡lls available
. Principle 4: Schedule forevery work hour available
' Principle 5: Schedule time for prevent¡ve, pred¡ct¡ve, proactive and corrective ma¡nlenance tasks
. Principle 6: Measure performance

/ The f¡ve steps for planning and schedul¡ng work are:

. Step 1 : Quantify workload

- .. Step
Step
2: Set priorit¡es
3: Determine resources ava¡lable
. Step 4: Assign tasks
. Step 5: Follow up

r' Key performance indicators (KPls) are the most important metrics thal can be easily tracked, They also:
. Have the most impact on the cost and efficiency of facility operations
'. Serve as a useful work management tool lhat gu¡des the decis¡ons made with¡n organizations
Provide an essent¡al l¡nk between slrategy, execution and ultimate value creation

Page 64
 a

f
r.+ WORKSHOP ASSESSMENT
t,.
g\ 1. Reliab¡lity-centered maintenance (RCM) is a maintenance strategy which
determines the best
gr preventive ma¡ntenance, predictive ma¡ntenance, proactive repañi
and ..rn+o tuifrr" ,fproá"n",
€¡ a) mix
€: b) schedule
c) separation
€\ d) organization
fJ.
Dirt and lubrication are two examples of types.
€-*
E a) fallure code
b) failure mode
€¡. c) failure effect
Éi d) fa¡lure analys¡s

€¡ 3. some organ¡zat¡ons use critical¡ty codes for each type of building equipment.
'' Each facility can create ¡ts own set
i*^ _
of crit¡cal¡ty codes to help work.
Éj^ a) increase
b) automate
*:t
c) pr¡oritize
d) decrease
*
g,L 4. What do work performance standards help to ¡ncrease? (Select all that
apply).
8Z a) Number of employees
6 b) Reliability of buitding systems
c) Failure rate of facility equipment
R d) Performance of building systems
;
Fac¡l¡ty cleaning procedures and safety procedures are examples
a of:

ie a) Work processes
b) Communicat¡on methods
B^ c) Task completion processes
D- d) Facility ma¡ntenance methods
E} one important benefit of using standard inspection processes ¡n facirity work ¡s that it herps to:
ɧ
a) ldent¡fy safety hazards
iPl b) ldentify necessary resources
P-.. c) lncrease equipment failure rate
d) Decrease rel¡ability of equipment
it
L:1

i,^
n..

A¡lcontent,trademarks,servicesmarks,tradehames,logos'and¡con"-
 WORKSHOP ASSESSMENT

7. Whal are some guid¡ng pr¡nciples of planning work? (Select all that apply).
A
a) Avoid use of timelines
b) Measure performance
c) Establ¡sh ma¡ntenance goals
d) Put focus on future mainlenance work

8. What are some guiding principles of scheduling work? (Setect all that apply).

a) Schedule ¡n advance
b) Measure performance
c) Respect schedules and priorities
d) Schedule for every work hour available

9. The first step ¡n the planning and scheduling process is:

a) Set pr¡orities
b) Ass¡gn tasks
c) Quant¡fy workload
d) Determine resources ava¡lable

'10. ln work management, KPI stands for: I

a) Key product¡on index

b) Keeping people involved
c) Key performance indicator
d) Keeping product¡ve information

\
('

F\
a-:

Page 66
é-,.
e
 E'
.,
/3
A7
IJ TERM DEFINITION
'-.j
,§ Acceptance Act of taking or receiving something offered

f§ Acoustics Qualities of a room (such as its shape or size) that make

tJ for people inside to hear sounds clearly
¡t easy or d¡fflcult

Atign To bring into.cooperation or agreement with a part¡cular group,

party, cause,
§a etc.; i.e., to align tasks with goals and object¡ves
7<
E.' APPA servíce level Service levels as defined by AppA, an association for Leadership
n Educat¡onal Facilities
in

fl Arbitrate To settle an argument between two people or groups

after hearing the
R opinions and ideas of both
ká
a
¡F¡
Asset Valuable person or thing (e.g., buildings, equipment, land,
etc.)
ñ Automated work See computerized maintenance management system
management
R
L. systems

Award To designate a recipient (e.g., of a contract)

ñ
G9
Benchmarking Process of comparing one,s metrics against ¡ndustry
standards or another
t organization's metr¡cs

r\ Capital assets Depreciable item whose cost is s¡gnificant to the company

and whose
R expected life is longer than one accounting period

B Compliance Act or process of doing what you have been asked or ordered
C to do

ñ Computerized Type of management software that performs functions in

B maintenance management and tracking of operations and maintenance
support of
activities.
b management
system (CMMS)
L
Consideration
tb^
Careful thought; the act of thinking carefully about something
about wh¡ch
you will make a decision

rA Gontinual
improvement (Cl)
Ongoing effort to improve products, services or processes

Contract Administrative act¡vities assoc¡ated with handling of contracts

}. administrat¡on/
Jf,- management
:-
A
t^ Page 67

§
 GLOSSARY OF TERMS

TERM DEFINITION

Contract(s) Legal agreement between people, companies, etc.

Corrective Any act¡v¡ty that is required to rect¡fy a failure that has occurred or is in the
maintenance process of occuning

Cross training To undergo or provide tra¡n¡ng in mult¡ple d¡fferent tasks or skills (e.g.,
technicians trained in both electrical and mechanical practices)

Customer service Process of ensuring customer satisfaction with a product or service

Demand See corrective maintenance

maintenance

Direct productiv¡ty Any work that opt¡mizes output of both equipment and man hours, thus
contributing directly to the equ¡pment or bu¡ld¡ng systems being maintained

Effective Adequate to accomplish a purpose; producing the intended or expected

result

Engineered Encompasses the set of roles, skills, activities, practices, tools and
performance deliverables applied at every phase of a process to ensure a solution will be
standards designed, implemented and operat¡onally supported to meet performance
requirements; the outcome of looking at a facilis maintenance process and
determining the expected outcomes based on the activ¡t¡es, practices, tools
and personnel

Equipment assets See capital assets

Evaluate To judge the value or condit¡on of someone or someth¡ng in a careful and

thoughtfulway

Exemplary Extremely good and deserving to be admired and copied

Exit clause Clearly defined procedure for ending a contract

Expectation Belief that something will happen or is likely to happen; a feel¡ng or belief
about how successful, good, etc., someone or something will be

Facili§r condition Current maintenance, repa¡r and replacement def¡ciencies of the fac¡lity
index (FCl) divided by current replacement value of the facil¡ty; a metr¡c used by facili§
managers to analyze the effect of ¡nvesting in facility improvements

Feasible Capable of being done or carried out

Page 68
 €J

A}
¡i'
tl TERM DEFINITION

:.
l* Feedback Helpful information or criticism given to someone
to say what can be done to
improve a performance, product, etc.
x
á"'r

t.? Flowchart Diagram that shows slep-by-step progression

through a procedure or
system, especiarry using connecting rines
ana a symbors
"et-or "o'nrentíonar
F{
Fraud Crime of using dishonest methods to take
É? something valuable from another
X person
Ls
Full-time Unit that indicates the workload of an
employed full-time worker in a way that
equivalent (FTE) makes workloads comparable across various
t¡( mntexts. An FTE of 1.0 means
thatthé person ¡s equ¡vatent to a fufl-time worker,
signals that the worker is only half-time
;hi" ;;FTE of 0.5
Gi
t., Goal(s) Desired result
ñ
lncremental Of, relating to, being or occurring in stages (especially
t* small stages)
L-
lndirect Any work that supports the productive portion
product¡vity of facility work

e, ln-house Staff.employed by the organ¡zation; services

delivered and managed wholly
I by allocated staff employed by the organization

f\ lnput Advice or opinions that help someone make a

B. decis¡on
b lnspection Acl, of looking at something crosery in
order to rearn more about it, to find
¡- problems, etc.
ñ lnstitutionalize To cause (a custom, practíce, law, etc.)
to become accepted and used by
}. many people
b Key performance
'r. Most common metrics that can be easily
indicators (Kpt) tracked and have the most ¡mpact
on the cost and efficiency of facility opeiations
*
,a Leadership Position as a key influencer within a group,
organization. etc.
]B
Legitimate Allowed according to rules or laws; real, accepted or official; fa¡r
or
l9\ reasonable
if Lever of Amount and kind of service that is peformed
,} performance output as defined by various stages of

-¿
&\
t Page 69
,
 GLOSSARY OF TERMS

TERM DEFINITION

Level of service Amount and k¡nd of service that is expected for various stages, prolects, etc.

Life cycle Usable life span of a product, p.ocess, facility, tool, system, technology,
natural resource, etc. based on the presumpt¡on that all things go through a
cycle of creation, use and disposal and then ¡deally start over aga¡n

Lump sum Contract for service that is a one-t¡me requirement

contract

Management by Work management method used to help facility supervisors learn and
walking around manage workplace problems as they walk around their facilities ¡nstead of
(MBwA) from behind a desk

Mediate To work with opposing sides in an argument or dispute in order to facilitate

agreement

Metric Standard of measurement

Modification Act or process of modifying or changing parts of something

Motivat¡on Act or process of giving someone a reason for doing something

Mutuality of Consent by both parties to a contract to pay, yield or give up something ¡n

obligation return for benefits received

Negotiate To discuss something formally ¡n order to make an agreement

Non-productive Work that is neither direct nor indirect product¡v¡ty; idle or personal time such
work as illness, injury, coffee breaks, etc.

Offer An amount of money that someone is w¡lling to pay for something

Organize To arrange and plan

Outcome(s) Someth¡ng that happens as a result of an activity or process

Outcome-based Legal agreement that describes expected results

contract

Output Outcome amount produced by a person or thing

Outsource To send away some of a company's work to be done by people outside the
company

Page 70
i,a.
 TERM DEFINITION

Partner One of two or more people, businesses,

etc., that work together or do
bus¡ness together; to be or becomu, prrtnuiárlo
t.: something as a partner
join with someone or
É

Payment bond lnstrument of indebtedness ¡ssued by

i,^ an ¡nsurance company or bank on
behatf of a generat contractor that guarantÁ
and materiar suppriers if work is coirpret"d ;;;;;;iL a, subcontracrors
*iúi;?;;;ferenced conhact,s
set terms and conditions, or in the event
ot Oeiautitnutlt
the required payments so the project w¡I ¡rrr"" " "rr"ty
,rt"
*if f
at compretion
"t-"rvli"ns
.t:a Performance bond lnstrument of indebtedness issued by an
insurance com¡any or bank on
contraclor that guaranrees the
?:fl9f " ¡n the event of default Lerform the
i contract, or that the "ontrr"to.*iil
surety 1pa.ty assuming the debt
obl¡gat¡on) will either complele the contract
':^ or páV"rr",l"l"ry o"rages up to
the bond timit. performance bond costs
of a project's est¡mated costs
u"r"llíijng"ili 0.25 to 1 percent

Performance- Method of contracting which enta¡ls structur¡ng

based contracting all aspects of an acquisition
process around lhe results of work
to be performed as opposed to how the
performed: emphasizes objáctiv",
::11,j:1" !:
requtrements and quality standards in
r-"ñárjl" performance
developing scope/statements of work,
selecting contractors, determining contract
¡ncenives Lnd performance of
contract administration

Planned Any upkeep activity for which a predetermíned job

maintenance procedure has been
documented, for which all labor,.matenals,
tools and equipment requ¡red to
carry out the task have been estimated
and tneir avaiiJOiiiy assured before
',ii, commencement of the task

Planning S.e.tting a d¡rection for an organization

in terms of goals, performance
;5^ objectives, pol¡c¡es, procedúres and pract¡ces
q
,^
Predictive Type of planned maintenance that utilizes
§ ma¡ntenance (pdM) forecasting of fairures through monitoring
technology, which allows the
,";ry-"'¡";;ihe condition of the
equipment "nd

;,^ Preventive Type of planned maintenance that has

an equipment maintenance strategy
maintenance (pM)
,
based on reptacing, overhauting or r"r;;r¿;ñ;;;;;ffi
interval, regardless of its condition at the at a fixed
time
;¡^
g^ Priorit¡ze To organize (things) so that the most
important th¡ng ¡s done or deart w¡th
first
,
, Proactive repairs Repairs performed on equipment pr¡or to
equipment failure

3^
, Page 71
,
 GLOS§ARY OF TERMS

TERM DEFINITION

Procedure(s) Series of actions that are done in a certa¡n way or order; an established or
accepted way of doing something

Process(es) Series of actions that produce someth¡ng or that lead to a particular result

Procurement Systematic process by which an organization reaches formal agreements for

the purchase of the supply of goods and/or services

Quality assurance Measure put ¡n place by the contractor to control the quality of the output
(at
Quali§ control Product-or¡ented set of measurement and analysis tools used to mon¡tor
(ac) project results and deliverables; determines if results and deliverables
comply with qual¡ty standards and seeks to discover the root causes of
quality issues

Quantify To find or calculate the quantity or amount of (someth¡ng)

Reliability-centered Upkeep strategy wh¡ch determ¡nes the best m¡x of preventive maintenance,
maintenance pred¡ctive maintenance, proactive repairs and run-to-fa¡lure approaches
(RcM)

Reliable Able to be trusted to do or provide what is needed;able to be relied on

Request for Solicitat¡on made, often through a bidding process, by an agency or

proposal (RFP) company interested in procurement of a commod¡§, service or valuable
asset, to potential suppliers to submit business proposals

Resources Supply of something useful (such as money) that someone has and can use
when it is needed

Risk management Techn¡que or profession of assessing, minimizing and preventing accidental

loss to a business, as through the use of insurance, safety measures, etc.

Run-to-failure Ma¡ntenance strategy in which no routine maintenance tasks are performed

on the equipment and in which corrective maintenance is only performed
after the equipment has suffered a failure

Schedule Plan of procedure, usually written, for a proposed objective, especially with
reference to the sequence of and time allotted for each ¡tem or operation
necessary to its completion

Scheduling To make a schedule of or enter in a schedule

Page 72
 e}
:, GLOSSARY OF TERi,IS
fi
R
t¡l TERM DEFINITION

f Scope Extent or range of view, ouflook, applicat¡on,

operation, effectíveness, etc.;
aim or purpose
9¡
IJ self monítoring Personality characteristic that
makes an individual pay closer attention to a
situation so that he/she can change his/her oetrav¡árs'to
!A t¡t tl"ilitr"t¡on
§r service provider(s) companies that provide specified
service(s); also referred to as contractors
{.r and suppliers
t
ñ Spreadsheet(s) Computer program that calculates numbers and
organ¡zes information in
R columns and rows; document that has
which are used to
u "orrrn" "njiá*,
calculate numbers and organize informat¡on

rB Stewardship Actívity or job of protecting and being respons¡ble

for something

Strategy Careful plan or method for achieving a particular goal

B.. usually over a long
t period of time

rG\ Tasks/work orders Duties assigned, also referred to as work orders, job
orders, work tickets or
reparr rasks assigned to á tá"¡,n¡"irn to comptete
l,:.I1.:,::":ll"^y:-ce,or
E (normaly generated by the CMMS and have a unique
identification number)
& Tearn-based slrategy for fac¡rity management in which everyone
on the team is herd
B approach equally responsible for the quality and success
of the outcome
A Technical expert Person in the organization who has a strong understanding
D ofthe process
f Term Definition
F
tD Terminate To cause (something) to end

Terms *gard to payment, price, charge, rares, wages, etc.;

,L :c^"lgliT_"-yi!1.
conoftons or stipulations limiüng what is propoied to be granted
t*\ or done

lir\ Testimoniat(s) Personal recommendation

D Time and materials Confact in which buyer agrees to pay the cost of all tabor
contract and materials plus
an amount for contractor overhead and profit
tt\
n- T¡me management Analysis of how worklng hours are spent and
tasks in order to maximize personal efficiency
the prioritizat¡on of
b in ti," *árXpfa""
§A
3^
t^ Page 73

:l
 GLOSSARY OF TERMS

TERM DEFINITION

Traditional Contract that outlines exact spec¡f¡cat¡ons expected

contract

Unit price contract Contract for serv¡ce that is required continually or intermittently oyer a period
of tlme

Val¡d Fair or reasonable; acceptable according to the law

'

i^

Page 74