Presenter: David Hader

Implement good maintenance practices

Understand and leverage policy, procedure, standards and requirements

Impact of safety and security

Sustainable architectural and engineering considerations

Sustainability in laboratory facilities

Major impact on productivity, profit, quality, Customer (end user) satisfaction

Drivers Stakeholders Expectations Regulatory Resource certainty Facilities

ownership Time Horizon

Institution Type

Commercial University Research

Institutes

Facility Type Engineering High Tech Life Science

Strategies

Financial◦ Capital vs. Expense

Resourcing◦ Insource◦ Outsource

Maintenance regimens◦ Break-fix◦ Preventive◦ Reliability based

Sustainability◦ Resources◦ Materials

Hard Services Building/Facility

Mechanical and Electrical M&R

Plumbing system M&R

Fire protection system M&R

Soft Services Landscape & Grounds

Janitorial

Pest control

Security

Food service

Waste management

Glasswash/Autoclave

Laboratory Equipment M&R

Chemical inventory

Space planning

Logistics

Moving, rigging and relocation

Optimize operation and maintenance of laboratory facilities in order to achieve the lowest economic and environmental lifecycle cost

Create and implement a comprehensive Maintenance Program, part of which includes the development of a Maintenance Plan (MP)

Implement the Maintenance Plan (MP), in a sustainable manner, with minimal impact on the laboratory operations

Maintenance activities

Planned maintenance is any maintenance activity with a scheduled process. In each planned process, all associated costs, materials, and tools are available prior to beginning◦ Preventative maintenance (PM) is planned maintenance

conducted regularly on equipment still in working condition. ◦ Predictive Maintenance (PdM) is the use of technology to

determine the current operating condition of in-service systems to predict when maintenance should be scheduled.

Unplanned maintenance covers all other maintenance activities. Unplanned maintenance is typically the result of repairing a failed component or improving poor service quality

Predictive Maintenance (PdM) provides critical advance warning when services systems or processes are trending towards a failure and enables corrective action before a failure occurs

See trends and initiate action in a critical facility there should be SOP’s for analysis as part of the overall management approach

Include measures to protect reliability or potential performance issues by requiring root cause analysis and a corrective action plan

Managing Facilities Management performance

is key to minimizing your risk

Resources include;

• Proactive performance management and reporting(CMMS, IWMS)

• Quality management (TQM, Six Sigma)

• Effective interfaces (communication) with the managers of the critical operations

• Processes and procedures for maintenance and repair activities

How many maintenance personnel per X sf What type/specialty within said number pf personnel◦ Remember to understand corporate logic & structure: do we like to do

all in house, outsource or combination Get the right headcount Get the right skillset

So what if we don’t? or we’ll just make it work; premature replacement, increase operating cost◦ Shut downs, outages, disruptions◦ Advanced control systems fail to operate (properly)◦ Unreliable environmental controls◦ Breech in safety (fume hood)◦ Noise incursion◦ Deferred maintenance and maintenance cost increase

Results in:◦ Occupant discontent◦ PI’s & researchers leave facility◦ Decline in reputation◦ “Bad” science?

Different mix of space types Types of occupants (wet lab, chemistry,

imaging, etc) Age of facility Research, admin, & support staff Occupancy/capacity◦ Open Building with no occupants, 25%, 50%

Make technical skills known and assess ability

to provide skill set

Make informed decisions about outsourcing

Involve staff early : both existing and new hires

• During design, construction, start up and commissioning

Plan for long term Age diverse team

• Staff continuity

• Training and ongoing education

• Transition planning

Facilities maintenance and engineering managers face a knowledge gap among their technicians

Shore up technician training when on-the-job and in-house training will not suffice

Understand training needs

Employment practices, such as those related to the work order system and department procedures

General training, including injury prevention, emergency preparedness and ladder safety

Regulatory issues, including material handling and storage, asbestos safety, and confined-space entry

Certifications and licenses that are trade-specific.

Emphasize training

Organizations need to understand the value of a trained workforce

Top performing technicians who understand the intricacies of building systems can enact, manage and maintain operational strategies that reduce the cost of operations

To communicate the value of a training program, benchmark your building, and track your performance

Common metrics to illustrate performance include occupant complaints, work-order response time, uptime and downtime of critical systems, planned maintenance completion rate, and monthly energy consumption

Focus on the future

More than ever, our facilities need qualified, training technicians to oversee them

Needs are increasing and there are not enough skilled technicians

Targeted expertise• Beyond current knowledge base

• Beyond staff workload

Managing Change • Acquisition and/or merger assimilation

• Software system integration and training

• Relocation management

Interim Professional staff• Address staff shortfalls

• Quantity, quality or knowledge base

Independent assessment• Reality based recommendations

• Unbiased review

For outsourced facility management services your contract document is an important tool throughout the term of the contract

• Contract language itself must be flexible and enable you to adjust priorities, address issues and make changes that you need to be successful to a full-term

• Include provisions for performance management milestones and measurement (including reporting structure and timing)

• Identify the responsibilities for the transition in at the start of the contract as well as the transition out at the end of the term

Key issues of personal, tools, equipment and training during a transition needs to be addressed during contract negotiation

Implementing Quality Management principles provide an additional measure of protection against failure when implemented and used effectively.

Quality Management systems themselves don’t ensure quality, they ensure that quality processes are put in place and used consistently.

A good Quality Management system includes a process to identify changes that should be made to processes and procedures and enables flexibility

Leverage Space

A master plan of the building is a good starting place for understanding the layout and intended use of current spaces

Occupants may temporarily have to be relocated to complete a renovation◦ Research schedules may make it difficult to relocate occupants and

phasing requirements can be complicated and costly

Keep it Simple

Laboratories can have complex, intricate systems and facilities that run by small staffing groups

Design of should integrate these systems in such a way that the cost to run the facility isn’t more than the budget can handle

If complex systems are not very well maintained over time, the operational costs increase

Maximize Storage Common Setup: General lack of storage space Issue: Not enough of the right type of storage Better Detail: Place storage in areas that take advantage of unused spaces

Install Gas Fixtures and Electrical/Data Raceway at the Bench Common Setup: Horizontal location of raceway and deck-mounted fixtures Issue: The raceway and fixtures conflict with deep bench top equipment Better Detail: Place both the raceway and fixtures vertically to open up the

bench space

Integrate Pure Water Common Setup: Pure water devices are placed on top of the bench Issue: The location of the pure water system takes up useable bench space. Better Detail: Place below the counter, or in a common area so the bench area

is freed up

Establish Tour Routes When planning your lab, include tour routes for potential PI’s, research teams,

clients and donors This also creates an added bonus of evaluating and providing safety in the lab

Expect Change

Space & Infrastructure priority◦ Safety needs◦ Regulatory requirements◦ Process support

Scientific Equipment Support◦ Equipment monitoring◦ Plug load, type and location◦ Scientific PM & repair

Service Level Definitions define expectations, technical service specifications, and performance requirements.

They are similar to contract specifications, however instead of task based, they shift the focus to a results based requirements.

A shift to results based specifications will align contract requirements with customer expectation and result in a higher level of satisfaction

Best intentions with managing performance will fail if appropriate procedures and processes are not in place to mitigate issues

Integrate the FM maintenance and operations processes with the core business operations

Regularly review and update procedures to maximize “lessons learned” and changing goals

Policies

Policies are formal statements produced and supported by senior management◦ Can be organization-wide, issue-specific or system specific

Driven by business objectives and convey the amount of risk senior management is willing to accept

Easily accessible and understood by the intended reader

Created with the intent to be in place for several years and regularly reviewed with approved changes made as needed

Standards

Actions or rules that give formal policies support and direction ◦ Difficult parts of writing standards is getting a company-

wide consensus

◦ Can be time-consuming process

Used to indicate expected user behavior

Compulsory and must be enforced to be effective

Procedures

Procedures are detailed step by step instructions to achieve a given goal or mandate

Typically intended for internal departments

Should adhere to change control processes

Playbook for staff to consult to accomplish a repeatable process

Detailed enough and not too difficult that only a small group will understand

Guidelines

Recommendations when specific standards do not apply

Designed to streamline certain processes according to what the best practices are

Open to interpretation and do not need to be followed to the letter

Are more general vs. specific rules

Provide flexibility for unforeseen circumstances

Should NOT be confused with formal policy

Code

When governmental bodies adopt the standard and becomes legally enforceable

Provides a set of rules that specify the minimum acceptable level of safety and quality

Refer to standards or specifications for the specific details on additional requirements that are not specified in the Code

Specification

A specification document is generally considered a working or business document◦ May use content from one or more standards and may

alter said content to meet needs

Specification documents are usually specific to one job or instance and can cover multiple areas and topics

Specification documents also can include non-standard materials

Many copy relevant items of a standard and include them in a specification document

Difference between the definition of “company standards” and “building code requirements.” ◦ A requirement is law◦ Standards are generally accepted

guidelines/company recommendations

Over time standards can be seen as actual requirements◦ A problem when a standard is interpreted as a

requirement and extra money is needlessly spent

Developing laboratory quality standards◦ Organization and management ◦ Quality management system (QMS) ◦ Human resources (personnel) ◦ Accommodation and environmental conditions◦ Laboratory safety ◦ Laboratory equipment ◦ Procurement and supplies management ◦ Information management ◦ Managing laboratory specimens ◦ Customer service and resolution of complaints◦ Outbreak alert and laboratory network

ISO 17025 General requirements for the competence of testing and calibration laboratories◦ Non-clinical, International Standard, ISO

Good Laboratory Practice for Non-clinical Laboratory Studies◦ Non-clinical, National Regulation (USA), FDA

Principles on Good Laboratory Practice◦ Non-clinical, International Standard, OECD

Clinical Laboratory Improvement Amendments◦ Clinical, National Regulation (USA), US Gov.

ISO 15189 Medical Laboratories – Particular requirements for quality and competence ◦ Clinical, International Standard, ISO

CLSI GP26 Application of a quality management system model for laboratory service◦ Clinical, International Standard, CLSI

JCI Accreditation Standards for Clinical Laboratories◦ Clinical, International Standard, CLSI

CODE

Enforceable by Law or by contract Written by government or government approved body Guidelines for design, fabrication, construction and installation

STANDARD

Globally accepted “how to instruction” Written by public organization or by government body Set of technical definitions and guidelines for manufacturing

SPECIFICATION

Must meet requirements by Contracts Written by private companies Additional requirements, beyond code & standard

Safety must always be the first concern in laboratory building design

Security by protecting a facility from unauthorized access is also of critical importance

Design of Security and Safety◦ Laboratory classifications: dependent on the amount and type of

chemicals in the lab◦ Containment devices: fume hoods and bio-safety cabinets◦ Levels of bio-safety containment◦ Radiation safety◦ Employee safety: showers, eyewashes, other protective measures◦ Emergency power◦ Threat/Vulnerability Assessments and Risk Analysis◦ Air Decontamination and Electrical Safety

Minimum requirements to ensure occupant safety are most often mandated primarily by codes

Institutions and facility owners may often have their own safety guidelines that further enhance the code requirements

Consider early◦ What is the building use and occupancy classification?◦ What is the building construction type?◦ What is the height of the building?◦ What hazardous chemicals or materials will be used and/or stored?◦ What quantity of each chemical will be stored in the building◦ Where will they be stored? ◦ How will chemicals and other hazardous wastes be removed from

the laboratory?◦ Are there any additional specific safety requirements for any

specialized lab types in the facility?

Building construction is typically classified as belonging to one of four types. ◦ Types I and II require noncombustible materials

most expensive

◦ Type III may include some combustible materials in the interior of the building

◦ Type IV relates to buildings of heavy timber and wood the least expensive to build

◦ Type V may be constructed by any material permitted by code.

CONTROL AREAS

Must be segregated from the rest of the building and each other by fire-resistive construction

Each floor level has a maximum number allowed

Each control area on a given floor has a maximum percentage of material quantity which is allowed to be housed

Increasingly restrictive as the floor level increases to help ensure occupant safety and egress to the floor level

Carefully consider when stacking the building in the early design phases to ensure that material quantities can be accommodated on the higher levels

If anticipated chemical quantities are unknown the design team should balance flexibility for future hazardous material needs with factors associated with constructing control areas

Consider minimizing the amount of chemicals in a building◦ order what is needed on a daily or weekly basis from a local

vendor for just-in-time delivery

Amount and type of chemicals determine the appropriate laboratory fire hazard classification

Laboratory class impacts a variety of factors ◦ Maximum allowable area for a given laboratory unit◦ Means of egress from the laboratory◦ Fire-resistive separation

CHEMICAL STORAGE

Storage options:

◦ Supplier warehousing: Vendors can hold the chemicals for the lab, supplying them on an as-needed or just-in-time basis

◦ On-site external storage: An appropriate external storage facility can be any one of a range of prefabricated, self-contained, environmentally controlled hazardous storage containers

◦ Internal, centralized storage: Centralized internal facilities usually consist of a designated room for chemical storage, shared by all researchers on that floor or in that building

◦ Internal, decentralized storage: In-lab storage may be combined with centralized or external storage. Chemicals are often stored in a special, labeled cabinet in each lab

CHEMICAL AND HAZARDOUS WASTES

In any lab where shelving is used to store chemicals, the shelves should be no higher than eye level. The shelving should be made of a chemically resistant material

Flammables must be stored separately in an flammables cabinet Flammables cabinets should be sealed, requiring no exhaust

ducting Chemical should be properly labeled, and should be arranged on

the shelf in chemically compatible families, not alphabetically Chemicals should never be stored in a fume hood or on the floor Pouring chemicals into a drain that flows directly into the public

water system is not permitted Chemicals must be handled locally in the lab or with dilution tanks

in or near the building Local handling is the most affordable approach: the researcher

pours the chemical into a specific container that is later picked up by a waste-management staff person or by a vendor

Solid biological waste is typically discarded into in red biohazard bags which are then autoclaved to kill any bacteria or pathogens and allow for safe disposal

Potentially contaminated liquid waste generated in biological laboratories is typically containerized until treated via chemical or heat sterilization protocols

Life safety professionals should be involved early in reviewing a facility design

The design team can design an appropriate building, but health and safety staff must be responsible for overseeing the researchers to ensure that the code requirements and design intent are met

Local code officials, authorities having jurisdiction and fire responders be involved in the review of the design as it pertains to life-safety issues

Other typical issues ◦ Exit capacity◦ Travel distance◦ Number and size of exit stairs◦ Door and wall fire-ratings◦ Exit signage and exit lighting◦ Emergency power◦ Restroom requirements.