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Facilities Engineering Institute Facilities Engineering Institute

Penn State Facilities Engineering Institute

The Salvation Army Pure Energy Conference 2018


John Hajduk, BSEE, MBA, ProFM DIRECTOR, PENN STATE FACILITIES ENGINEERING

INSTITUTE, THE PENNSYLVANIA STATE UNIVERSITY

John Hajduk, MBA is the Director of the Penn State Facilities Engineering Institute (PSFEI). With more than 20 years of industry experience, Hajduk is responsible for all services offered at the Institute. His areas of expertise include facilities management at the enterprise level and technical engineering in energy, power systems, and controls. Prior to his tenure at PSFEI, Hajduk managed real estate and facilities in North America for Westinghouse Electric Company, inclusive of real estate, operations and maintenance, energy, and construction. He also served in facilities, asset management, engineering, and maintenance roles at Schlumberger, Axalto, and Appleton Papers.

Kurt Homan, PE, CEM ENERGY PROGRAM MANAGER, PENN STATE

FACILITIES ENGINEERING INSTITUTE, THE PENNSYLVANIA STATE UNIVERSITY

Kurt Homan, PE, CEM is the Energy Program Manager for the Penn State Facilities Engineering Institute (PSFEI). He is responsible for the Institute's supply and demand side energy services, which include electricity and natural gas procurement and facilities energy conservation services. Homan developed his facilities energy engineering expertise over a 37-year career. Prior to joining PSFEI, Homan was the District Energy Engineering Manager for Siemens Building Technologies (SBT) Energy and Environmental Solutions. He also served as product manager for Enron Energy Information Solutions, and as Principal in Charge of Systems Engineering at Comprehensive Design, Architects and Engineers in State College, Pennsylvania.

Facilities Engineering Institute

PSFEI Services


Energy Procurement and Utility Management


Salvation Army Training

Salvation Army Training

http://www.psfei.psu.edu/news/Press-Releases/2017-PSFEI-partners-with-The-Salvation-Army.aspx

http://www.psfei.psu.edu/news/Press-Releases/2017-PSFEI-partners-with-The-Salvation-Army.aspx


Salvation Army Training, cont.


Agenda Overview Developing an Overall Strategy and Goals

– Tracking energy use and cost at the local, regional, and enterprise level to establish baselines, benchmark, and track progress

– Selecting program goals

• Reduction targets for energy use

• Reduction targets for energy spend

• Sustainability targets (GHG reduction goals, water usage reduction goals, waste to landfill reduction)


Why Develop a Strategy…Why Develop Goals ?

– Enhance good stewardship practices and make better use of the earth’s natural resources

• Reduce usage • Reduce demand • Reduce cost • Reduce carbon footprint

– Realize cost savings and redirect funds to support your mission and maintain your facilities – Where do I start?


Start at the beginning

5. Apply alternative energy technologies

4. Fine-tune your energy use

3. Improve your energy efficiency

2. Conserve your energy use

1. Understand your energy use


Tracking Energy Use and Cost – How much energy do you consume?

• Energy Intensity—Btu (use) per building SF • Consumption • Cost • Carbon footprint

– Has energy use and cost changed over time? If so, why?

– Do you use more energy than you should?

– How does your energy use intensity compare to other similar facilities?


Tracking Energy Use and Cost – How are utility bills paid? – Knowledge/awareness of energy

use and cost

– Efficiency and carbon footprint

– You cannot manage what is not measured…

Measure & Benchmark


Energy Tracking Options – Spreadsheets

(time consuming, cumbersome, limited ability to access and share)

– Hire a consultant to do it

– Web-enabled software –Collecting and inputting data

is the challenge!

– Advanced data collection and analytics


Energy Analytics & Cost • Solve data collection • Manage energy and utilities • Improve efficiency and

sustainability

• Cost Ø Yr. 1 0.5% to 1% spend

Ø Yr. 2 forward 0.35% spend

• Potential Savings Ø 1%‒3% energy spend (conservative) Ø 5%‒15% energy spend (likely)

14


RECOMMENDATIONS

15

• Implementation—a positive action step

• Fund through utility budget

• Select pilot location(s)

• Pilot implementation 6‒8 months

Time and resource commitment required

üImplement ü Train ü Manage

Energy Analytics and Cost


RECOMMENDATIONS

16

Consider restructuring how utility bills are paid National Headquarters Territory Headquarters Divisional Headquarters (state) Area Commands (i.e. Houston) Corps Standalones

Energy Analytics Strategy


Benchmarking Sources Other Salvation Army facilities and datasets


Selection of Program Goals


Why Develop Reduction Targets?

Drives action towards improved efficiency

Provides the basis and motivation to achieve energy efficiency

If you don’t know where you’re going, any road will get you there

Requires supporting policies and plans


Reduction Target Considerations Will the target be based on a historical base year, benchmark, or projection?


Reduction Target Considerations Will the target cover specific sites, building types, or regions?

Will the target be based on a combination of local or regional targets?


Reduction Target Considerations How will the target interact with other targets or policies?


Reduction Target Considerations How long is given to achieve the target?


Reduction Target Considerations Will compliance be mandatory?


Reduction Target Considerations How will progress be measured?


Reduction Targets for Energy Spend • Energy procurement strategies

– De-regulated – Regulated

• Utility rate analysis and rate switching • Alternative fuels options • Facility design considerations (new and renovation)

• Facilities scheduling


Sustainability

• U.N. Sustainable Development Goals—2030 Agenda


Greenhouse Gas Sources


Sustainability Target Example Greenhouse gas reduction goals (short term)


Water Usage Reduction Goals

Behavior modifications Retrofit opportunities


Waste to Landfill Reduction


Sustainability Targets Overall goals example Reductions are based on a defined baseline year and a target year.


Time for a Break!!


Effective Facility Management: Integration between O&M,

Energy, Risk, and Asset Management

O&M Best Practices and Innovation


What exactly is FM?

Facility management: “organizational function which integrates people, place,

and process within the built environment with the purpose of improving the quality of life of people and the productivity of the core business”

~(ISO 41011: 2017)


Agenda Overview Overall FM Strategy and interdependency between FM functions

– Operations and maintenance

– Capital investment

– Business Management

– Risk Management

Operations and Maintenance – Facilities and activities scheduling

– Development of policies, standards, and process

– Education and training (staff, guests, and facilities users)

– Technology opportunities and application


Why focus on O&M?

37

How many square feet of real estate does The Salvation Army have in the Southern Territory?


Why focus on FM?

38

– Building Owners and Managers Association (BOMA)

Agency Revised

SqFt O&M Cost @

BOMA BenchmarkUtilities Cost @

BOMA BenchmarkTotal FM Cost@

BOMA BenchmarkDivisional Headquarters 500,000 $ 1,150,000 $ 1,055,000 $ 4,160,000 Corps (Churches and Chapels) 4,100,000 $ 9,430,000 $ 8,651,000 $ 34,112,000 Boys and Girls Clubs 1,000,000 $ 2,300,000 $ 2,110,000 $ 8,320,000 Shelters 5,000,000 $ 11,500,000 $ 10,550,000 $ 41,600,000 Officers Quarters 1,200,000 $ 2,760,000 $ 2,532,000 $ 9,984,000 Thrift Stores 3,100,000 $ 7,130,000 $ 6,541,000 $ 25,792,000 Kroc Centers 410,000 $ 943,000 $ 865,100 $ 3,411,200 Total All Buildings 15,310,000 $ 35,213,000 $ 32,304,100 $ 127,379,200

Average BOMA O&M $/SqFt $ 2.30 Average BOMA Roads and Grounds $/SqFt $ 0.19 Average BOMA Cleaning $/SqFt $ 1.94 Average BOMA Administrative $ 1.78 Average BOMA Utilities $ 2.11 Total BOMA FM $/ SqFt $ 8.32


The total cost of ownership (TCO) is all the expenditures an owner can expect to make during the service life of a structure/asset.

Copyright ProFM 2018

Facilities Engineering Institute Facilities Engineering Institute 40


Operations & Maintenance

41


We will invest time help you to understand:

• Knowledge of maintenance systems • Types of maintenance: Preventative,

Predictive, and Corrective Maintenance • Work Management and Metrics • How maintenance and operations impacts

energy usage • Automation


Goals of a successful O&M program

• Maximize productivity, lowest cost, safely • Identify cost reductions • Minimize energy usage • Provide accurate equipment records • Collect maintenance cost information • Optimize resources • Optimize equipment life • Minimize inventory


FEMP O&M Practices Rev 3.0 • O&M Management • CMMS • Types of

Maintenance • Predictive • Commissioning • Metering • Systems overview &

general O&M specs


Asset Inventory


Asset Risk Assessment Scope Team

1. Understand Equipment Operation & Design 2. Understand Impact of Business Interruption

from loss of equipment 3. Understand Financial loss from forced outage 4. Understand Impact on reputation, fines,

impact of clients as a result of forced outage

• Roles & responsibilities • Linkage between organizations • Establish and manage functional relationships


Business Consequence / Impact

Safety & Environment: aliments, injuries, fatalities or minor release contained to owned property, minor release into environment, environmental disaster Reputation & Compliance: internal review, internal audit, public / political and media scrutiny, legal action and national medial attention (scandal) Mission / Continuity: client welfare threating, service degrading or briefly interrupted, service failure or extended interruption Asset Financial Impact: financial damage to asset threshold $5K to above $500K


Business Consequence / Impact

Freq

uenc

y

Equipment Criticality

25-50 50-125 125-250 250-500

25-30 30-75 75-150 150-300

20 20-40 40-100 100-200 200-400

5-10 10-25 25-50 50-100

10 10-20 20-50 50-100 100-150

Rare (1)

Unlikely (2)

Possible (3)

Likely (4)

Certain (5)

5

15

25

Low Medium High

Asset Risk Matrix

12

7

12

5

0 3 7 12 15

2 6 12 15 20

10

2 6 12 15 20

People (PE)

Reputation (R)

Mission (O)

Asset Value (A) 0 3 5 8

X

Asset Risk Level 180

Asset Risk Index (0-65)

Frequency (1-5) 5

36


Elements of Work Management Identify Know work tasks to be performed Prioritize Evaluate significance of work tasks Group Bucket work tasks for performance efficiency Schedule Sequence work tasks for performance Plan Develop work instructions Execute Complete scheduled work Close Document work performance Critique Identify improvement opportunities


Baseline Schedule (007)

Deficiency Identification and Reporting (002)

Equipment Reliability

Capital/Improvement Projects

Screening/Prioritization (003)

Long Range Schedule (007)

Planning (008)

Scheduling/T- process (007)

Project Planning

Minor Maintenance (005)

Breakdown

Maintenance

Feedback loop (001)

FIN (004)

FEGs (011)

Tool Pouch (006)

Work Completion (001)

Production Schedule

PMs

Work Management Process


DEFINE

A long-range plan that includes the Production Schedule, Periodic and Predictive Maintenance, seamlessly integrated with Deficiencies and Improvement Tasks

ATTRIBUTES

- Production Planning Integration - Outages and Major Holidays Identification - Incorporated Training/Vacation schedule - Minimal Impact Across Production Boundaries - Sufficient Time to Integrate Lessons Learned - Improvements and Deficient Tasks are integrated into known Windows of Opportunity

Long Range Scheduling


Reactive Maintenance • Generally, the most expensive way to coordinate

maintenance • Leads to equipment service levels below acceptable

levels • Run to failure might be an effective strategy


Planned vs. Unplanned Work


Corrective Maintenance

• Make up the maintenance backlog • Needs to be planned and scheduled • 2–4 times more cost effective than reactive • Equipment service levels maintained


Preventive Maintenance (PM)

• Actions performed on a time or machine run based schedule that detect, preclude, or mitigate degradation of a component or system with the aim of sustaining or extending its useful life through controlling degradation to an acceptable level.

~FEMP O&M Best Practices


Preventive Maintenance (PM)

• Correct potential problems before they occur • Equipment service levels are acceptable


PM • Key to successful asset management program • Reduces the amount of reactive maintenance • Most important of maintenance programs • Are your PM programs effective? • Goal: 80/20


Predictive Maintenance • Measurements that detect the onset of system

degradation, thereby allowing causal stressors to be eliminated or controlled prior to any significant deterioration in the component physical state.

~FEMP O&M Best Practices


Predictive Maintenance

• Trending a parameter vibration, temperature, or flow • Using technology and scheduling the work • Equipment service levels very high


PdM • Focus is not to purchase all the technology

available—what are your chronic equipment problems?

• Rotating, vibration, and electrical thermography • Planned, scheduled, and recorded in CMMS


Predictive Maintenance


Predictive Maintenance Technologies • Infrared Thermography • Lubricant Analysis • Ultrasonic Analysis

• Motor and Electrical Analysis • Performance Trending


Infrared (IR) Thermography IR detection devices fall into two groups:

1. Infrared Thermometer 2. Infrared Imager

• Simple Imager • IR cameras with full radiometric capability


Infrared (IR) Devices


Electrical System Application Distribution lines/systems

- Splices - Line clamps - Disconnects - Oil switches/breakers - Capacitors - Pole-mounted transformers - Lightning arrestors - Imbalances

Substations

- Disconnects, cutouts, air switches - Oil-filled switches/breakers (external and internal faults)

- Capacitors

Generators – Bearings – Brushes – Windings – Coolant/oil lines: blockage

Motors – Connections – Bearings – Winding/cooling patterns – Motor Control Center


Electrical Examples

67


Mechanical System Application Steam Systems • Boilers

– Refractory – Tubes

• Traps • Valves • Lines Heaters and furnaces • Refractory inspections • Tube restrictions Fluids • Vessel levels • Pipeline blockages

Environmental • Water discharge patterns • Air discharge patterns

Motors and Rotating Equipment • Bearings

– Mechanical Failure – Improper Lubrication

• Coupling and alignment • Cooling Blocked


Mechanical Examples

69


Lubricant Analysis Application • Turbines • Boiler feed pumps • Electrohydraulic control (EHC) systems • Hydraulics • Servo valves • Gearboxes • Roller bearings • Anti-friction bearings • Any system where oil cleanliness is directly related


Lubricant Analysis

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCO3PnIucncgCFcTNgAodma0Njg&url=http://www.monition.com/oil-analysis-services.html&psig=AFQjCNEhbeweZX8aMzi98cLhzRH1VwfGDA&ust=1443649534872755


Ultrasonic Analysis Application • Unbalance • Eccentric rotors • Misalignment • Resonance problems • Mechanical looseness/weakness • Rotor rub • Sleeve-bearing problems • Rolling element bearing problems


Ultrasonic Analysis

73

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCNSon7CencgCFUXTgAod4VAKtw&url=http://www.afgo.com/services/additional-services/vibration-analysis/&psig=AFQjCNGdBt2IFTwqdpxAmXnuLyuJ4DNDEA&ust=1443650239304607


Electrical Analysis


ASHRAE Standard 180-2012


ASHRAE Standard 180-2012 This image cannot currently be displayed.


CMMS and EAM • Manages the collection, processing, and analysis of

data from maintenance functions • Data has to be accurate—cannot achieve asset

management if you do not have a means to track asset cost

• JUST A TOOL to make administrative functions of maintenance and operations efficient.


Training

• Insures that the technicians have the skill to understand and maintain the equipment

• What about interpersonal training? • Work flow and procedure training for technicians,

supervisors, managers, engineers, and planners.


Life Expectancy Optimization Optimizing the life of equipment

• Maintaining it so that it lasts 30-40% longer than poorly maintained equipment


Building Automation System


Energy Modeling with Advanced Meters Allows you to correlate facility conditions with energy consumption data and see cause and effect, as well as isolate and troubleshoot

85


Building Automation System


Energy Optimization • Well maintained equipment can use

5-15% less energy than poorly maintained equipment


Flow Diagram


Chillers


Chillers (cont.)

Condenser HOT

SURFACE Hot Gas Line

High Side Metering Device Compressor

Suct

ion

Line

Low Side Evaporator

COLD SURFACE

Cool Air or Water

Hot/Warm Air or Water

SEALED SYSTEM


Chiller Maintenance Daily log books


A well-constructed chiller log sheet can reveal problems that cost you money

Excess condenser approach is an indication of possible tube fouling


Chiller Maintenance According to the DOE, a dirty condenser can increase energy consumption by 30%


Chiller Maintenance (cont.)

• Clean tubes based on process and approach temperature, not on a scheduled PM program


Cooling Towers


Cooling Tower Maintenance • Must be an ongoing

endeavor • Lapses can result in

system degradation, loss of efficiency, and potentially serious health issues

• Affects chiller in open system


Cooling Tower Maintenance (cont.)


Cooling Tower Poor Performance Causes

• Scale deposits (a sign of water treatment problems)

• Clogged spray nozzles (a sign of water treatment problems and clogged strainers)

• Insufficient cleaning

• Poor air flow

• Debris at inlets or outlets of the tower


Cooling Tower Poor Performance Causes (cont.)

• Loose fan and motor mountings

• Poor motor and fan alignment

• Ice • Moisture in fan blades • Poor gear box maintenance • Improper fan pitch • Damage to fan blades • Excessive vibration


Cooling Tower Poor Performance Causes (cont.)

• Poor pump performance – Loose connections – Failing bearings – Cavitation – Clogged strainers – Excessive vibration – Bad mechanical seal

• Seal life depends on water quality


Best Practices • Controlling Cycles of Concentration

– Work with chemical vendor – Automate

• Instrumentation – Leak checking – Sewer credits

• Condensate recovery for make up water • Covers to block sunlight related to algae growth


AIR HANDLER UNITS


Air Handler Units (AHU)


AHU Major Components • Large metal box/housing • Blower/fans • Heating/cooling coil • Humidifier • Filtration devices • Dampers • Control package • Heat recovery devices


What Does it Do • Conditions air

– Heating – Cooling – Humidify/dehumidify – Filter

• Circulation • Ventilation

– Outside/fresh air • Heat recovery


Heating • Hot water • Preheat/reheat • Steam • Gas/oil-fired • Electric • Geothermal/WSHP


Cooling • Chilled water • Direct expansion (DX) • Free cooling—economizer


Maintenance


Filtration • Removes particulates and contaminants from air

– Return/outside air • Preventative maintenance

– Scheduling – Fan performance

• Indoor Air Quality (IAQ) – Sick building syndrome (SBS) – Building related illness (BRI)


Filtration (cont.)

Minimum Efficiency Reporting Value (MERV)


Box, Bag, or HEPA Filters

Pre Filters


AHU Maintenance Belts and alignment


AHU Maintenance (cont.)

Belts and alignment (cont.)

Deflection= “span”x 1/64”



• Consumables – Filters – Lubrication – UV



• Louvers – Freedom of movement – Bearing lubrication – Full close/full open – Loose linkage – Environmental considerations, i.e., wildlife and weather



• Duct cleaning

Facilities Engineering Institute 119


SENSORS


The Why


Calibration


Occupant Perception and Behavior • There is no energy conservation measure greater than

changing the behavior of the building occupants! – This is hard! – It takes time! – They have to want to change!

• The keys – Education – Visibility – Transparency – Good data!


Why focus on FM?

126

– Building Owners and Managers Association (BOMA)

Agency Revised

SqFt O&M Cost @

BOMA BenchmarkUtilities Cost @

BOMA BenchmarkTotal FM Cost@

BOMA BenchmarkDivisional Headquarters 500,000 $ 1,150,000 $ 1,055,000 $ 4,160,000 Corps (Churches and Chapels) 4,100,000 $ 9,430,000 $ 8,651,000 $ 34,112,000 Boys and Girls Clubs 1,000,000 $ 2,300,000 $ 2,110,000 $ 8,320,000 Shelters 5,000,000 $ 11,500,000 $ 10,550,000 $ 41,600,000 Officers Quarters 1,200,000 $ 2,760,000 $ 2,532,000 $ 9,984,000 Thrift Stores 3,100,000 $ 7,130,000 $ 6,541,000 $ 25,792,000 Kroc Centers 410,000 $ 943,000 $ 865,100 $ 3,411,200 Total All Buildings 15,310,000 $ 35,213,000 $ 32,304,100 $ 127,379,200

Average BOMA O&M $/SqFt $ 2.30 Average BOMA Roads and Grounds $/SqFt $ 0.19 Average BOMA Cleaning $/SqFt $ 1.94 Average BOMA Administrative $ 1.78 Average BOMA Utilities $ 2.11 Total BOMA FM $/ SqFt $ 8.32


Continuous Improvement (CI) • “Best is the Enemy of Better” • Ongoing program of evaluation and benchmarking • Must know current status before attempting to

improve

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