In Part 1, I shared a proven way owners are sustaining optimum facility performance at maximum return-on-investment by replacing a sporadic, project-by-project approach with a lower-cost, continuous process. The key attributes of this unique approach include:
Results-oriented
Continuous, consistent, comprehensive
Always adapting, improving
All opportunities identified and prioritized
Low cost of entry
Analytics-enhanced
Vendor neutral
The three key steps, that become a reinforcing loop, are:
Strategy: set metrics, goals and timeline
Plan:Establish and apply best practices and tools: templates, checklists, master documents and standards
Execution: Manage and measure results, creating learning loops to the strategy and plan
Maximizing Commissioning (Cx) ROI
In Part 2, I covered retro-commissioning of existing facilities – now we turn to commissioning of
new or renovated facilities. The outline of the Cx optimization process is as follows:
Strategy –a statement describing how you will apply the commissioning process to future capital investments in your facilities to maximize return on investment, including how it will be adapted to projects of various size, type and
complexity
Plan –select a pilot project(s), and begin establishing and applying metrics, best practices and tools; example master documents used by owners include:
Cx Scope of Services – CxA, A/E, Contractors
Cx Spec – CxA, A/E, Contractors
Cx System/Equipment List
Construction Checklists
Testing Templates
Issue and Resolution Log
Systems Manual
Execution – manage and measure results using your established metrics, and create learning loops to improve your ongoing strategy and plan
Integration is the Key: It is important to perform Cx as part of a continuous, comprehensive process. Otherwise, degradation will wipe out much of the optimization in a few years. The key to overall, sustained optimization is the integration of the Cx strategy and plan with those for monitoring-based commissioning and utility analytics.
Proven Results: I am often asked “how do we know whether commissioning is worth the investment?” The question isn’t easy to answer, but the ROI is measurable. Examples of metrics include:
Agreements – include responsibilities and performance metrics
Teamwork/Communications – communication protocols are clear and used effectively
OPR/BOD – all stakeholders are involved and sign off
Issues – identified, resolved promptly and clearly documented, retaining the history
Testing – % of testing passing on first attempt
Construction Checklists – % of checklists completed on time
Training – involves the right presenters and facility staff, and is recorded for future facility staff
PDC-to-FM transfer is thorough, including compilation of a systems manual
Full ROI: While the Cx financial (energy savings and utility incentives) return has the most immediate impact, the full ROI includes maximizing:
Operation and maintenance savings
Equipment life
Occupant comfort/health/productivity
Carbon emissions reduction
Low Cost of Entry: The key to the Cx budget is to avoid having a commissioning agent (CxA) role that overlaps the roles of the design and construction teams. The A/E and contractors are responsible for
delivering results; the CxA’s role should be limited to verifying and documenting as an independent 3rd party. If funding is a challenge, consider tailoring the Cx scope to fit the budget.
Next Up – Part 4: Sustaining Optimization with Monitoring-based Commissioning
To learn more about how your peers are strategically planning and executing to deliver maximum facility return-on-investment, email me at dsitton@sittoncg.com or call me at (314) 309-2029 to arrange a complimentary session.
