Schemi Information Systems

TIME SCALES OF INFORMATION (PAST-PRESENT-FUTURE)

We store the information connected to time according to a registry system, and an inventory process and it allows to create a knowledge base constantly grows over time and it is vital to forecast future events and behavior of elements and for improving our decision-making process related to managerial activities and maintenance strategies. This knowledge base is also important to create indicators and benchmarks in order to compare performances of different times and different conditions. Information can come from different sources, with different shapes and form.

FUNCTIONS OF THE INFORMATION SYSTEM:

• Management of archives and registry
• Resource planning
• Statistical processing
• Probabilistic evaluation (forecast of components' behaviors)
• Management of inspections and monitoring
• Financial management
• Work orders management
• Interaction with other systems
• Communication management
• Updating and generation of manuals

interpretated as a plurality of data, selected on the basis of searching keys,
AGGREGATED DATA:and then processed. In the management process, different types of decision makers define strategies and action lines also by reading and interpretating summary data, which enable trend analyses, comparison between phenomena and situations, monitoring through indexes. (knowledge of surfaces and rooms / of technical and typological features / different uses of the asset)
Single data are individual data that are selected, isolated and extracted according to specific
SINGLE DATA:search keywords. This reading level allows an accurate consultation of information and it can provide data for the creation of various documents, reports, programmes of the activities and operating procedures.
a system of indicators (KPIs—Key Performance Indicators) may be used in order to
INDICATORS:measure the state of an item or process; compare performance and/or services levels (i.e. develop internal or external)

benchmarking processes); perform diagnosis; define objectives and targets; plan improvement actions; perform continuous monitoring.

Indicators can be used in different time dimensions: continuously, in the monitoring activities; periodically, for instance in performance assessments; only once (una tantum), for instance within an audit or specific studies or in benchmarking activities.

Within an information system, the management of a system of indicators can be TABLEAU DE BORD: successfully carried out through the implementation of a tableau de bord. By tableau de bord it can be meant a set of indicators, possibly linked together through a series of cause-effect relationships. The tableau de bord is an application that, even through means of immediate interpretation such as bar graphs or pie charts, can provide different organizational levels of support information for process monitoring and achievement of company. Functions support decision making, create common information base for the

and an information system already developed)

The client keeps the functions of planning, coordination and control. The Supplier shall transmit to the CC the feedback information necessary for the growth of the common knowledge base and for the optimization of planning and scheduling activities. The CC issues the work orders (WO) to be sent to the suppliers of works and services. The filled WO will then be transmitted back to the CC.

(when the client doesn't have managerial knowledge and doesn't have an- managed by the supplier: information system and it's willing to take advantage from the know-how of the supplier)

In this case, the client entrusts the management of the assets to the supplier of the FM services, which is often also involved both in the inventory activities and the coordination and management of information flows. The client, for the purpose of monitoring and controlling, can obtain periodic reports (i.e. on the state of execution of the activities, the state of

conservation of buildings, etc.) from the supplier. The client may eventually integrate these reports with his monitoring activities, such as audits or management of questionnaires to the users. (when the client doesn't have a knowledge base about the asset and an info-operated by a third party: system and it's willing to initiate an integrate management on a particularly complex asset)

Entrust to a third party the complete operation and management of the command centre, possible to appoint a specialist (as the supplier) for setting up the overall apparatus of the CC with activities that may include: development of inventory, implementation of information system, processing of the feedback information.

In joint management setting a CC shared between the client and service supplier: a common platform, consisting of a single registry and information system and a set of shared procedures; a variable framework of activities carried out by the service suppliers and client, all

referring to the same information system. The client and the supplier jointly manage the information system, each one with his own predetermined and arranged roles and responsibilities.

MAINTENANCE STRATEGIES

CORRECTIVE MAINTENANCE:

It is the maintenance carried out after fault recognition and intended to restore an item into a state in which it can perform a required function. It should be only adopted when it is not feasible for technical and economical reasons to adopt preventive measures and when the degraded state is acceptable, involving components are not part of critical or safety systems. Normally it refers to unexpected malfunctions. Emergency interventions related to malfunctions can't be scheduled. But the strategy can provide data for service. Principal of gradualism.

Deferred Corrective Maintenance:

It is not immediately carried out after a fault detection but is delayed in accordance to given rules.

Immediate Corrective Maintenance:

It is carried out without delay after a fault detection.

fault is detected to avoid further unwanted conditions.

PREVENTIVE MAINTENANCE: It is carried out in predetermined intervals or according to prescribed criteria and it is intended to reduce the probability of a failure or degradation of the functioning item. The plan can be developed for sub systems and components of the building. It is mainly applicable to the finishing part of the building. It also includes some cleaning operations.

Condition Based Maintenance: Long life components identified as critical are checked periodically in accordance with the pre-established plan. Subsequent interventions can be determined by the condition of the item revealed by the inspection of the activity. It includes a combination of condition monitoring, inspection, testing, analysis, and ensuing maintenance actions. The monitoring can be scheduled. The condition assessment may be by operator observation, inspection, testing, parameters, or by request.

Predetermined Maintenance: It is carried out in accordance with

ESTABLISHED INTERVALS: Intervals of time or number of units of use that are determined without previous condition investigation. These intervals are based on knowledge of failure mechanisms related to items.

OPPORTUNISTIC MAINTENANCE: Activities in the maintenance plan that can be performed by defining an adequate tolerance on maintenance intervals concurrently with other activities. This approach leads to financial savings, decreased time, and fewer problems for the users. Maintenance is applied without scheduling to reduce costs and unavailability.

SCHEDULED MAINTENANCE: Maintenance that is carried out according to an established time schedule or a specific number of units of use.

FAILURE: The termination of an item's ability to perform a required function. A failure can be complete or partial. Failure is an event distinguished from a fault.

FAILURE MODE: The manner in which the inability of an item to perform a required function occurs. It can also be defined as a lost function or a state transition.

FAULT: State of an item characterized by inability to perform a required function excluding the inability during preventive maintenance or other planned actions or due to lack of external resources.

DEGRADATION: Detrimental change in physical condition with time use or external cause. It may lead to failure. In a system context it may also be caused by failures in the system.

PLANNED MAINTENANCE

MAINTENANCE MANUAL: It consists of 4 parts.

• The technical sheets: has the basic data describes the building.
• The diagnosis sheet: the main faults that can happen related to items. The knowledge can be obtained from the statistical data and the observation of the items after a certain time period and external causes. And we can use this knowledge in order to prevent failures.
• Intervention sheets: which shows how to interventions are carried out with a time scale.
• Feedback information sheets: and it is really important to have feedback to improve our knowledge.

MAINTENANCE PLAN

(PROCEDURES)

1. Preliminary phase: most important and expensive phase of the plan collect basic knowledge related to maintenance procedure and we understand the aims of the plan. define priorities and we can understand which steps of the activities are critical for the maintenance plan. Also in this step the available necessary basic information and the quality of them will be understood. The sources of these information have to be checked in this step also. It is important because maybe some information are not updated or not reliable so understanding this earlier is a vital subject. This can be done by the audits with the client and the inspection of the documents. And in the end we can understand which information are useful. It is also critical to create a registry system in this phase that we can acquire the information system in it before collection and interpretation of the information. At the end of these phase we define priorities and we create the maintenance manual if we don't

1) The first step is the planning layout phase, in which we define maintenance strategies for each element.