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BSRIA Cover 13/05/2016 16:49 Page 1 BG 63-2016 BFM Cover_BSRIA Cover 13/05/2016 16:49 Page 1 A BSRIA Guide www.bsria.co.uk d te a 6 pd 1 U 20 r fo Business-Focused Maintenance 2nd Edition By Jo Harris BG 53/2016 1 ACKNOWLEDGEMENTS This guide was written by Jo Harris of BSRIA. BSRIA would like to thank the following people for their help and guidance in reviewing the guide: Particular thanks are due to: Daren Bezants Royal Holloway University of London Stephen Gathergood G4S Greg Lack Telereal Trillium Joe Mielniczek Bouygues Colin Pearson BSRIA Mark Rudd Nomura David Smith Datara Stephen Williams SO FM Ltd. Tony Willox Romec BSRIA acknowledges with thanks Ashford FM and G4S, who provided financial support to this publication by placing an advertisement. The advertisements in this guide do not necessarily reflect the views of BSRIA. BSRIA does not endorse the products and services of advertisers, and the technical content has not been influenced by the presence of advertising. Final editorial responsibility for this publication rested with BSRIA. It was designed and produced by Joanna Smith of BSRIA. The guidance given in this publication is correct to the best of BSRIA’s knowledge. However, BSRIA cannot guarantee that it is free of errors. Material in this publication does not constitute any warranty, endorsement or guarantee by BSRIA. Risk associated with the use of material from this publication is assumed entirely by the user. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means electronic or mechanical including photocopying, recording or otherwise without prior written permission of the publisher. © BSRIA May 2016 ISBN 978-0-86022-752-6 Printed by Lavenham Press BUSINESS–FOCUSED MAINTENANCE 2ND EDITION © BSRIA BG 53/2016 BG 53-2016 Business Focused Maintenance 2016.indd 3 13/05/2016 16:15:04 PREFACE BSRIA has been implementing business-focused maintenance (BFM) for 12 years and recognises that adopters of the methodology have moved beyond the boundaries of the original guidance published in BG 3/2004. This update brings together experiences from industry with those of BSRIA’s consultants. It introduces a new calculation methodology for the business-focused maintenance scoring which removes the element of time that has caused some debate over the years. A step-by-step guide to implementing the methodology is provided. The component risk assessments included in the 2004 version have also been updated and included in this version. They provide a set of typical failure modes, consequences and preventative actions for a range of building services assets and should be utilised when reviewing maintenance task content to ensure that maintenance activities addresses typical failure modes. Business-focused maintenance provides the built environment industry with a methodology for utilising maintenance budgets more effectively. Assets critical to the business are maintained, while other less critical assets are managed as well as possible within the available budget. Increasingly, organisations place greater expectations on the reliability of building services to support their operations and that in turn increases the requirement for maintenance regimes to improve. Unfortunately the budget for maintenance doesn’t always increase in line with this expectation. Many maintenance contracts and service level agreements (SLAs) in fact drive the wrong behaviours; promoting time-based maintenance which can result in inefficient use of resource and higher than necessary maintenance costs. Utilising the BFM methodology, organisations can direct resources based on the risk of failure and the consequence to the business of that failure. There are many instances where BFM is being carried out informally by maintenance staff. If an engineer is assigned a planned maintenance task for a pump that they visited three months ago and they know it has only run for 5 hours in that time, the likelihood of them undertaking anything more than a visual assessment is slim. This is a system that works satisfactorily unless the asset in question provides a critical function to the business. Their decision not to perform that maintenance task then becomes a business risk. There is another side to this – while the engineer is informally following the BFM principles, the maintenance management system still allocates a time to the task and resource planning is no longer accurate. Maintenance professionals must explain to both the engineering staff and business managers that maintenance tasks and schedules are not ‘written on tablets of stone’. They need to be updated and modified to take account of the diversity of plant and their operational circumstances. BUSINESS–FOCUSED MAINTENANCE 2ND EDITION © BSRIA BG 53/2016 BG 53-2016 Business Focused Maintenance 2016.indd 4 13/05/2016 16:15:04 Failure to do so heightens the risk of managing tasks at frequencies that are not necessary and expending resources that could be utilised elsewhere. Generic maintenance can result in plant reliability which does not take into consideration the service levels required by the business or the safety, environmental and operational issues specific to a particular facility. The benefits of BFM include: • Encouraging proactive maintenance and management of facilities • Improving the identification of opportunities and threats in maintenance and management • Ensuring compliance with relevant legal requirements • Providing a reliable basis for decision making • Maximising resources • Minimising losses BUSINESS–FOCUSED MAINTENANCE 2ND EDITION © BSRIA BG 53/2016 BG 53-2016 Business Focused Maintenance 2016.indd 5 13/05/2016 16:15:04 CONTENTS 1 INTRODUCTION 1 1.1 Background to maintenance 1 1.2 Asset management 7 1.3 Business continuity 9 2 FAILURES AND CONSEQUENCES 12 2.1 Levels of maintenance 13 3 BUSINESS-FOCUSED MAINTENANCE METHODOLOGY 14 3.1 Analysis of risk 14 3.2 Site-assessed risk 15 4 FOLLOWING THE METHODOLOGY 17 4.1 Task 1 - Assessment of business needs and consequences 18 4.2 Task 2 - Assessment of functional resilience 21 4.3 Task 3 - Assessment of asset condition 29 4.4 Task 4 - likelihood of failure 31 4.5 Task 5 - Calculation of BFM risk score 32 4.6 Task 6 - Review of maintenance tasks and frequencies 33 5 MONITORING PROGRESS 40 ANNEXES Annex A Component failure modes and preventative action 44 Annex B Complete BFM review for the example school building 76 REFERENCES 77 BUSINESS–FOCUSED MAINTENANCE 2ND EDITION © BSRIA BG 53/2016 BG 53-2016 Business Focused Maintenance 2016.indd 6 16/05/2016 11:24:11 2 FAILURES AND CONSEQUENCES 2 FAILURES AND CONSEQUENCES The term ‘failure’ is used in this guide to mean the inability of an asset or a system to fulfil its function or meet its expected performance. The term ‘failure mode’ is used to describe the way the failure occurs and its impact on equipment operation. The importance of a failure can be determined by how it affects the business (the consequence). Maintenance needs to be prioritised so that those failures that may cause the worst consequences can be identified and prioritised over others. If a failure has a significant impact on a business, and the likelihood of it happening is high, then the organisation is at a high risk. Considerable effort must be made to avoid, eliminate or minimise such consequences. If, on the other hand, the consequence of failure is not significant, then it is not worth carrying out preventative maintenance beyond basic housekeeping measures such as cleaning and lubrication. However, it must also be kept in mind that building services assets can affect safety, legal compliance, production, productivity, equipment and quality of the environment – both internal and external. Fundamental to the BFM methodology is a detailed evaluation of the asset and its function, failure modes, failure effects and business consequences. Researched failure modes are presented in the tables presented in annex A to facilitate the assessment of maintenance requirements. A further factor that needs to be considered is recovery time. If a failure occurs, the time taken to recover to normal working status is an important component of the cost of failure; although where standby plant is available the time to recover can be eliminated. Recovery time is the time from occurrence of a failure to return of the asset to a working state. It includes periods of time for: • Detection • Mobilisation of personnel • Diagnostics • Isolation • Dismantling • Identification of failed parts • Procurement of parts • Fitting of parts • Reassembly • Re-commissioning • Restarting 12 BUSINESS–FOCUSED MAINTENANCE 2ND EDITION © BSRIA BG 53/2016 BG 53-2016 Business Focused Maintenance 2016.indd 12 13/05/2016 16:15:08 FOLLOWING THE METHODOLOGY 4 4 FOLLOWING THE METHODOLOGY To determine the level of maintenance for each asset, the BFM steps need to be followed. BFM assessments do not need to be undertaken on all assets at once – they can be planned to reflect the availability of competent resource. There are two approaches that can be taken, depending on the desired outcome. If the goal is a reduction of intrusive maintenance to match available resources without impacting the business, then the assessment should start with low-risk assets. This could include ventilation plant for non-critical areas. If the BFM methodology is being undertaken to reduce risk to the business, then the assessment should start with critical systems. Other systems that represent a lower risk could then follow. This section discusses the six tasks required to complete a BFM review as illustrated in Figure 5. An example building is used throughout to demonstrate how the BFM review process should be followed. The example building is a simple primary school building with general teaching space. The six tasks, as they relate to the example school building, are shown in Tables 2, 4, 5, 7, 8 and 9.
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