How to take photos when carrying out an M+E Survey (Mechanical and Electrical).

M+E surveys require good photos along with being taken in a consistent and methodical manner.

The first photo should always be the barcode not only for the barcode number / reference but also it breaks the assets when viewing a list of photos. Allowing easy identification of images relevant to each asset/barcode.

How to take photos when carrying out an Asset Survey

The next image should be taken of the manufacturer, serial number and model where possible. As this information is not only important for costing a replacement and parts. But also for identifying age and even the asset sometimes if the surveyor is unsure of the asset item.

Third image should aim to capture the whole asset as this allows clear identification of what we are physically looking at. This also assists with identification later and also gives a general condition of the asset from the photo.

Fourth image could be a second name plate of the item. For example many items have a Manufacturer and model on the front plate. But may have a serial number and part number on a side plate.

If no side plate exists the sequence should continue with the following possible images :-

1. Photo of a defect.

2. Photo of unit attached to its parent such as a Pump/Motor set attached to a AHU.

As long as the photos are completed in a methodical manner extra images can be taken. For example there could be a 5th photo of  a roof leak that is damaging the unit. Which can later support the surveyors reasoning for a reduced lifecycle period or remedial action to take place.

M+E Asset Surveyors with experience.

Experienced and competent M+E Asset Surveyors can be difficult to find. I myself have been in the business for a decade and prior to surveying the maintenance and FM industry for over 20 years.

The biggest problem in the industry is the assumption anyone can do it. The reality is its often too late when people realise that its certainly not that simple. But often you will find budgets have been wasted on incompetent surveyors as well as poor planning which can often result in the survey being done again by competent M+E asset surveyors.

A good M+E Asset Surveyor will have the following :-

  • Experience and knowledge of M+E equipment as well as the maintenance regimes involved.
  • The ability to identify all plant and equipment and if not immediate, having the ability to source the information and identify equipment in an organised manner.
  • Organised and capable of working on their own with good communication skills to deal with onsite staff and clients.
  • Ability to read drawings and create sketches if necessary.
  • Intermediate level Excel knowledge.
  • Ability to adapt to problems that can develop due to remote working (e.g. Asset gathering Apps for a tablet failing they automatically fall back to pen and paper or a laptop for data gathering).
  • Understanding the scope of work required and confirming and resolving anything that may become an issue (E.g. if a client is requesting that all light switches are added to the asset list confirming why they are needed. But also explaining that the switches may not be needed as a costing can be made on the lighting itself or based on the power distribution).
  • Being able to follow tasks, methods, procedures, specifications and terminology required for the survey.

Many people in the FM and maintenance industries have no interest in working as an M+E surveyor due to working away from home, excessive amounts of paperwork, lone working to name but a few reasons. Which is why the skill set required is broad but also people actually willing to do it is fairly limited.

However if you are currently seeking experienced M+E surveyors I recommend getting in touch. Myself as well as the surveyors I am associated with are all experienced and have worked with and for many of the larger Facilities Management and construction companies.

M+E Asset surveying globally we are also interested in. Myself I have experience of working and living in Europe, Asia and the Middle East. With many of the surveyors I work alongside having similar experience.

Ventilation Fan Axial Belt Driven

belt-driven-exhaust-fanThese types of fan are easy to identify due to the three many parts making it up. The firs being the fan itself with its blades, along with a separate motor and the final component being the drive belt that turns the fan itself.

 

They can also vary significantly in size and uses. Which also means when looking to add them to an asset list double checking they aren’t part of an extract system or something else is extremely important to avoid assets being added to a list twice.

Belt driven fan

what is a Local Exhaust Ventilation (LEV) System?

An LEV system is not a simple extract system but is mainly used for the removal of harmful fumes and dust. This video below prepared by the Health and Safety Executive explains in more detail. As I often find people confusing normal ventilation systems with Local Exhaust Ventilation, LEV for short when they are very different pieces of equipment with different maintenance and legislation.

Transcript :-

Lots of different jobs across different industries involve work processes that create dust and

fumes. If these are not controlled properly people can breathe them in and develop diseases

such as asthma, lung scarring and cancer.

Every year thousands of people in Great Britain die as a result of breathing in harmful dusts

and fumes at work. The common way businesses can control dust and fumes is by using local

exhaust ventilation systems or LEV, also called extraction or fume control.

LEV systems can be very effective at controlling dust and fumes but it is vital that people

understand how LEV works so that they buy the right LEV and use it properly.

LEV systems all work in the same way.

In this example 2 hoods are used to enclose the saw blade, one above the table and one

below. The LEV airflow into these hoods carries the wood dust away. The contaminated extracted

air is transported through the duct work to the filter and fan unit. The filter removes

the dust from the air. The fan creates the airflow. It’s the motor that moves air through

the system.

An LEV system will often provide extraction at more than one machine. Getting the right

type of LEV hood is the most critical step. If the hood design is right for the process

then it is possible to control the dust and fume. Soldering work produces fume which can

cause asthma.

Here the worker is protected by the LEV hood and system but how does it work. The hot fume

cloud rises but is prevented from reaching the woman’s breathing zone by the enclosing

hood. The LEV airflow draws the fume filled air away. The enclosure and the airflow act

together to protect the worker’s health. Enclosures can be very effective but in practice

LEV hoods come in all shapes and sizes, from ones which are large enough to stand in to

others that are tiny and built into tools.

LEV hood design is critical to controlling dust and fumes. For almost any dusty or fumy

process there is an LEV hood and system design that will provide effective control.

Make sure your LEV is the right sort and is properly applied. Well designed and applied

LEV systems can really protect your workers’ health.

Professional advice is widely available.

You can get competent help from your trade association or a professional adviser.

Printed guidance on how to choose and use LEV is available from the HSE and a range

of information and links can be found at the HSE LEV website.

Beginning an asset survey– What are your objectives (Site Manager(s) ).

Objectives for Asset Survey

The first thing you should look at is the objective of the survey. I have seen for years many companies and people seeing it as simply a process they need to do because they were told.

This isn’t the case and its further down the line they realise that more attention should have been taken at the beginning. This guide will step you through each part of a survey and what you should look to do to achieve the goals needed to make your survey a success.

What is your primary objectives?

  • Obtain an asset list that can generate a full PPM planner.
  • Obtain an asset list that can be cross referenced for compliance.
  • An asset list that can be cross referenced to budget costs.
  • An asset list that can output the labour force quantity and skill types.
  • Identify all critical plant equipment for running the site(s) .
  • Identify all business critical assets and grade maintenance accordingly.
  • Create a knowledge base of assets to identify parts required for repairs.
  • Create a forward planning maintenance program.
  • Barcode assets for easier identification and “scanned” maintenance.
  • Value a contract to confirm that it is viable.
  • Identify equipment, plant and sites that are in and out of scope.
  • Identify business risk.

This list isn’t exhaustive but the key elements above should be the minimum your looking to create. Although you may decide that you have 2 years left on a contract and don’t want a forward maintenance and replacement program. But simply “red flagging” of assets likely to fail before the contract ends.

Engaging with senior management prior to the survey beginning can assist in ironing out any issues before they occur. Also clarifying what is agreed and how it will be carried out and by whom. This also allows the onsite management to put forward ideas and strategies for the survey that may also be utilised on other sites.

Engagement with the surveyors and their management is also paramount to a successful survey. Although senior management have agreed a survey will be carried out confirmation of expectations, scope and terms of reference are extremely important before the survey begins. Also for access requirements, passes, parking etc. to make the most of the surveyors while onsite.

Many surveys are “task based” with low engagement where an external company may be hired by senior management with low to no engagement with onsite management. This creates a divide that does not assist any parties involved. Senior management often have a different objective to those on the ground e.g. confirmation of bid price. Often pushing a strained budget to “just get it done”, while the onsite teams may feel they will not get the quality required to operate the site after the dust has settled. While the surveyors may take direction from offsite management within their company.

Which is why collaboration between all parties is extremely important to have everyone pull in the same direction. Where surveys fail are normally caused by the following :-

  • Poor access issues.
  • Poor planning – Change of scope, assets to be collected etc. mid survey.
  • Poor budgeting with unrealistic targets – Instead of downsizing the data capture pressure is added to get the surveyors to finish quicker. The end result is a poor survey with a lack of detail and risk of mistakes.
  • Unrealistic time frame – One of the most common problems and a survey that wasn’t completed properly 7 years ago in 6 weeks. Doesn’t mean that you can get a new survey completed in 4 weeks. Analysis of the previous survey should have had a lessons learned. If not I recommend speaking to anyone who is still available from the initial survey to find out what went wrong.
  • Collecting wrong assets – This gets back to planning on what you should be collecting before the survey begins. But often its not clarified and as such can create inconsistent data and extend the timeframe of a survey.

These are a few pointers to get managers thinking about what they need to aim for when a survey will be taking place on their site(s).

Asset / Condition Surveying App

 

The new App we have produced pretty much does everything you would want from a survey from software. After surveying myself for nearly a decade I can understand the frustrations of poorly thought out or programmed software. Part of that problem normally comes from the developers not actually “surveying”. As such what they see as logical and easy can be awkward and time consuming for a surveyor.

Even taking a photograph takes time which is why I tell people to assess if they actually need the photos in the first place. With a camera on a recent contract it could take as long as a minute. This was down to a delay in the camera starting up, delay for flash to charge, delay for the camera to store the photo. Then transferring a photo number to paper and then adding to a spreadsheet later. Doesn’t sound a big issue to just “take a photo”, but when you add  that photo to 2000 assets that is 33.5 hours just to take those photos. Which is why I always ask the question “what is the added value?”.

So with that in mind and many other issues as you can see from the App it already has most of the problems solved. The rest come from adjusting your choices of data collection and methodical working. As the data collection of this App simplifies everything else.

Condition surveys

We carry out condition surveys on all buildings, primarily for Mechanical and Electrical equipment. Although we have carried out condition surveys for housing association stock previously and “Fabric” of commercial buildings.

What is the advantage of a condition survey? The first thing you will receive is a status of your assets. E.g. you may have an air handling unit in very good condition but the maintenance on its motors have been run to fail. As such the condition of the motors is in a far worse state than the air handling unit they serve. Highlighting this issue allows you to pre-plan replacements or take a look at your maintenance regime to see if you need to improve maintenance.

The important thing here though is you get a better overall perspective of all your assets and equipment on site. As a Facilities Manager this could mean approaching your client and explaining that some maintenance needs improving and more investment. As a client you can pass judgement on if that investment is required or should you continue with running things as they currently are.

The 2008 recession seen a lot of maintenance cutbacks and they are beginning to show in equipment in recent years. As such I highly recommend getting a condition survey if you are unsure of the condition and what assets you currently have. Adding to this if you have a full asset survey undertaken with condition and age you can build a forward maintenance program for the upcoming years.

Asset Surveyors available.

As an asset surveyor and lead I have worked in the industry for almost a decade. As well as having over 20 years experience in the Facilities Management and maintenance industry.

We have experience and knowledge that has evolved over the years from data collection for confirming bids and contract values to :-

  • Lifecycle.
  • Compliance.
  • PPM regimes based on FSG20.
  • Identifying staffing levels required on contract.
  • Barcoding for easy identification of assets.
  • Site auditing for logbooks, maintenance and compliance.
  • ESOS – (Energy Saving Opportunity Scheme).
  • TM44 – Inspection of air conditioning services.
  • Confirmation of maintenance regime inline with O+M from manufacturer.

With experience in the Middle East, Asia and the United Kingdom myself and associated surveyors can offer services of high quality and consistency throughout. As well as support services if so required.

All surveyors have a minimum of 5 years experience within asset surveying as well as backed with over a minimum of 10 years Mechanical and electrical knowledge.

Telephone UK : +441213189630 | Telephone Spain : +34693100715

Interim management on difficult contracts.

Matt WilkieIt may be many years ago that I started dealing with difficult contracts, often brought in at the last minute to cover for contract mobilisations, changes in structure or a contract that is failing.

But still today I find that I get the biggest buzz from putting contracts on the right path. Although working Interim in Facilities Management or managing Social Housing is often seen as a short-term role. The affects and solutions we implement are long-lasting and create the foundations for contracts to run on. Bringing our knowledge and experience into a role that can be demanding, at the same time its because its demanding that it excites us.

Knowing at the end of the contract that a job well done is recognised and our next contract is based on ability and merit we earned on previous contracts completed.

Many of the problems on contracts are better with fresh eyes as sometimes issues have become too engrained and accepted. A problem may exist that has always been there but nobody has looked to resolve it, because its always been there. Fresh eyes come with an Interim manager who will look to resolve as many issues as possible. Fresh eyes come from mobilisation managers and Facilities Managers who are there primarily to get things moving in the right direction.

In social housing many of the contracts I have worked on have been due to inefficient working, backlogs of work generated and people leaving because of stress. Yet as an interim manager you can enter the contract fresh and aggressively look to get the contract back on track. I remember one housing association where I had completed 56 hours a week for a 2 week period. It had been raised as a concern due to a 37  1/2 hour work week policy. Yet at the same time I was praised for it being the first time there had been zero complaints from tenants. A good interim manager will adapt to his surroundings and in this case 15 key members of staff had been allocated leave at the same time. Something that shouldn’t have happened but was also something I had no control over. Which left me managing all locations and all properties for the 2 week period.

This could have been seen as an impossible task, but instead I took it in my stride by seeing the positive. It was a time allocation where I could re-organise the workloads into sizeable chunks that dealt with multiple issues at the same time.  Finding job allocations had been raised multiple times, collating properties to specific surveyors instead of 3 surveyors visiting on different dates for different repairs. Ultimately bringing outstanding work down significantly and getting everyone on the same page when they returned. As its very common to hear people are busy, but what isn’t so common is finding what everyone is actually doing as many tasks are being repeated.

As an interim manager I turned the contract back into profitability giving excess of £12,000 per month  from a loss of £500,000 on the previous year. Having the vision to create change comes with fresh eyes but also as a good interim manager seeks out new techniques, experience and training picked up due to the diversity of the role. Each contract is slightly different but also meeting new people on a regular basis keeps an interim manager alive and with new found knowledge.