Title: Bas, meet CMMS--please. By: McKew, Howard, Engineered Systems, 08919976, Mar1998, Vol.

15, Issue 3
Database:Academic Search Premier

BAS, MEET CMMS -- PLEASE

American Accent

Section:

TODAY'S ENGINEER
In the past year I have had the opportunity to be involved in a few building automation systems (teas) and computerized maintenance
management software (CMMS) systems, with the focus on a more proactive, planned maintenance process.
In each situation, the director of engineering wanted to provide day-to-day compliance with the Joint Commission Accreditation of Healthcare
Organizations (JCAHO), the Food and Drug Administration (FDA), and/or life safety compliance. The dilemma at hand is that this goal is
perceived to be more difficult than it really is, or needs to be.
With businesses emphasizing downsizing, I am often asked, "How do you increase your planned (preventive) maintenance when the
operating budget and staff are being reduced?" My answer is, by interfacing your teas with your CMMS system.
MAKING IT WORK
The solution starts with creating a workorder that will be initiated based on the time of year. For example, if your FDA space criteria states
the facility management staff will record space compliance through a monthly reading of the space temperature, humidity level, and space
pressure, then create a workorder that will print this requirement monthly.
Next, coordinate the CMMS system to electronically send this workorder to the teas computer, so that the direct digital control (ddc) system
will record the specific space temperature, humidity level, and space pressure. Or, schedule the teas to automatically print the FDA
requirement-compliance. The printout is then sent manually to the operator of the CMMS system for input into the completed workorder file.
The result is paper trail that clearly documents FDA criteria on a day-to-day basis, with little effort required by the existing workforce. The
same process can be applied to JCAHO, life safety, and any other regulatory agency, if properly planned and coordinated.
WHY NOT?
It sounds simple, but it really takes more than telling the two systems to talk to each other. It takes planning and brainstorming on the part of
all participants to configure a system that will work for all. In addition, it can be a culture change that requires all the participants to push
aside how things are done, and embrace a "why not" attitude.
Why not try it? Why not make it work even if you haven't done this before? Push aside how preventive maintenance has been done in the
past and push aside the FDA "fire drill" that the facility staff goes through when they anticipate an agent arriving on the scene. Today's
computer technology offers facility personnel the opportunity to try new ways and apply new means to achieve the operation and
maintenance goals necessary to satisfy corporate America.
As the concept develops into a plan and then into a process, it is important that the team writes a policy and procedure (P&P) document to
capture the essence of the day-to-day plan. A flow diagram can be a useful road map and/or tool within this document.
The P&P document is as important to the regulatory inspector as the workorders and paper trail of results. P&P documents clearly state the
facility management plan. Meanwhile, the teas and CMMS systems demonstrate the process and do the work.
The result is a proactive, planned maintenance program that enhances the operation and maintenance while placing little added burden on
already overworked and under-staffed facility management workers.
GO AHEAD
If a facility management department doesn't have a CMMS system, there are still ways to achieve day-to-day regulatory compliance. One
solution is to provide an outsourced CMMS system for clients who don't have the computer expertise, software, or staff to provide this
service.
Why outsource the CMMS system? It simply is a creative way to achieve the same quality results without investing in the computer so*ware
and personnel training to use this software.
If this facility also lacks a teas computer, the CMMS system can routinely issue a workorder for the facility technician to document the space
criteria. The bottom line is analogous to getting the teas and the CMMS system to talk to each other.
Try it. You'll like it.
~~~~~~~~
By McKew, P.E., C.P.E.
McKew, P.E., C.P.E., is associate vice president, Massachusetts Operation, Sebesta Blomberg & Associates, Inc. McKew operates out of
the firm's new Topsfield, MA office branch. He can be reached at 978-887-1116 (fax); hmckew@sebesta.com (e-mail).