Preventive Maintenance, Proactive Facility Management

Identifying maintenance needs, focusing deferred maintenance, and development of strategies for building and equipping the long-term needs is the heart of facility management. The purpose of a facility manager is proactively manage the growing list of maintenance needs associated with monitoring means.

Planning for successful research installation of the above requirements, both current backlog, and future expectations. This is accomplished by determining the current status of facilities, planning of repairs and maintenance and implementation of a long-term plan that keeps maintenance programs on track and funded for years in the future.

Over time, new technologies are integrated and user requirements are changed, the age and condition of the buildings and facilities of assets can be compromised beyond normal wear. The best way to understand what happens with a portfolio of buildings and provide for the future needs of buildings and assets is through an evaluation of the plant.

An evaluation of the system can be as informal as a tutorial or a complete inventory and a full analysis of the conditions that examines each building, the main structural components and pieces of equipment. Once the installation status is known, there is a better understanding of the need for maintenance and immediate repair, and capacity planning and planning renewal of capital projects, preventive maintenance and repair needs, and creating a program for processing the accumulation of deferred maintenance problems.

Fund assessments

There are two ways to assess the needs of a facility to prepare and proactively manage future problems. The first is based on knowledge and previous experience of the director of the institution. The director of the institution knows the building, walk through the halls and equipment records as assets when first installed, its expected life, maintenance frequency, and when such success, and what repairs or requirements maintenance can be postponed. Facility managers know the building better than anyone, understand the strengths and weaknesses of your portfolio, and may have a good idea of ​​what is in the immediate future for asset

A second method to accurately measure the needs of a facility to carry out an audit of the state of the facilities. Some organizations are required to conduct periodic audits. An audit allows facility managers a thorough understanding of key equipment and systems in the portfolio of properties. The result of the audit will help managers to identify future needs, plan future projects and prioritize projects using the data accumulated during the audit. The facility managers audit to help establish a baseline to compare the state of a plant against another, and to measure the effectiveness of maintenance. Perhaps the most important time, an audit of the facilities provided facilities managers budgetary support both short and long term, taking into account future needs identified by the audit.

To carry out a complete audit of state facilities, the director of the institution must respond to what will be included in the audit? Buildings? The earth? Utilities? Equipment? Some facility managers can see some buildings or equipment, but a full audit gives a more complete picture of the entire system as it is today and during the period of time, it appears to move. After verification, facility managers may want to create an index of caries, or set requirements for the regular maintenance of all equipment in a building, or to establish the needs of repair and replacement of capital, or develop cost estimates for future projects identified, and many other measures. These desired actions must be identified by the facility manager before starting the audit, so that verification can be done to answer these questions. The verification process is checking the design, data collection, preparation of estimates and hourly costs and results information.

The State Index Fund (ICF) is an equation that takes the value of deferred maintenance needs and divides it by the replacement value of the building itself. Therefore, FCI 0.1 means that 10% of the replacement value is related to the construction of deferred maintenance. Once a director of the institution determines the FCI through an audit, which can be used to compare one school to another, or can be used to set targets for reducing tooth TPI in the accumulation of deferred maintenance for a period definite.
performance.

Cost of life

After verifying the installation is complete, proactive facilities managers can implement a payment program lifecycle cost, enabling them to monitor, manage and prepare long-term costs of its buildings. Costing life cycle assessment is a method of preventive maintenance, repair maintenance and replacement capital cost of an installation over the duration of the installation (or one point). lifetime cost only includes the cost of construction and equipment, without energy consumption or costs of the occupants, so it is not the same as the total cost of ownership. Once a plant and the immediate needs are evaluated are the priority, a program of cost lifecycle helps managers stay ahead of future facilities budget on repairs and interview preparation that may be years or decades.

Costing life cycle takes the guesswork out of planning and long-term budget. A life cycle cost of the solution of the program gives facility managers the data they need to provide leadership with a business case for specific maintenance and repair work, as well as estimated costs. With Life Cycle Costing, proactive management informed and generally not postpone or delay the maintenance or repair to a minimum short-term savings, which prevents or delays the replacement or repair of most problematic and costly emergency.

After evaluating the current situation of an installation through knowledge of a manager and / or a state audit of the facility, the costs lifecycle settlement program maintains facilities managers the right path for future
needs.

Costing life cycle is an essential tool for proactive management of facilities because it puts in place a comprehensive program of data on the costs of maintenance, repair and replacement tested for managers are fully aware of their needs and repair and maintenance costs.