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Don't Be Panicked by Alarm Management of Building Systems
“Facts are apt to alarm us more than the most dangerous principles”
Building system alarms are an everyday fact of building operations.
However, few building operators have a solid alarm management plan. The
“plan” for many is to simply react to alarms when they occur and figure
out what to do when it happens. This “ad-hoc” approach views alarms as
nuisances that need attention rather than valuable data that can
improve operations and tell a building owner a lot about how the
building is performing.
Building system alarms are not just nuisances; they affect system
performance, equipment lifecycles, life safety, regulatory compliance
issues, energy consumption, lost occupant production and building
technicians’ efficiencies. To really handle alarms you need a detailed
plan, the development of operational processes and a good suite of
software tools. What follows are a few observations as well as an
overview of the major activities and issues involving an alarm
System Integration Plays a Part
An alarm management system for a building has to incorporate alarms from multiple systems. Technicians can’t be jumping from one workstation to another to address simultaneous alarms from different systems. Alarms for all building systems should be integrated into one alarm management program to provide a comprehensive, enterprise-wide view of systems’ status; what we would call providing an operator with full “situational awareness”. The enterprise system may only have “read” capabilities for some systems, such as fire alarm, but the building-wide or building portfolio view is required and will require some integration of system alarm data.
Identify and Plan For Every Alarm
It sounds and is laborious but these are the details and foundation of any alarm management plan. You start with:
Part of managing alarms is measuring and monitoring how good the management is, part of the process is setting up key performance indicators and analyzing the actions and responses of the operations organization and individuals involved with alarms. Examples of alarm metrics are:
Average Alarm Rate Per Facility Technician – This could be alarms per
day or per week and could indicate whether an individual is overloaded
with alarms or not. It also provides a means to compare workload or
productivity between technicians.
Percent Of Time In Alarm Flood – The average alarm rate does reflect what happens during an alarm “flood”, that is when a technician may get dozens of alarms in a relatively short time period. The concern with an alarm flood is the risk the technician may miss a critical alarm. Software tools and a well-developed alarm management plan can help mitigate the problem, but there still may be some risk. As a manager you’ll want to know the average rate of alarms and also alarm peaks.
Number Of Out-Of-Service Alarms – Some alarms may be suppressed by being manually turned off. Obviously if a high number of alarms are suppressed or disabled, it affects metrics for average rate of alarms and time in alarm flood, making those metrics look better than they actually are.
Prior to starting any new alarm management plan, it is important to
benchmark the current status so you can measure the progress of
deployment using these and other metrics.
Software applications for alarm management are important, but secondary to detailed planning for alarm management and restructuring as needed in the operational processes in response to an alarm. Major building management systems (BMS) will have an alarm management application. The potential downside to using a BMS is that the BMS may not interface or integrate all the systems with which you want to monitor alarms. The emerging Integrated Building Management Systems (IBMS) can incorporate all the building systems and provide a complete building alarm database. Some of the software aspects to consider are:
Functions – At a minimum, alarm management software needs to provide for:
Alarm Management Elsewhere
In other industries, alarm management is more developed than it is in building operations. This is particularly true for the process industry. Process industries include chemicals, pharmaceuticals, petroleum, plastics, wood and paper. These are industries where there is a continuous production of material and any alarm that interrupts the production process costs time, money and possibly risks safety. The International Society of Automation (www.isa.org) developed the ANSI/ISA-18.2 standard in 2009 for the management of alarm systems for process industries which describes a methodology for alarm management. While the details and applications are different than building operations the methodology for development of an alarm management plan is sound and should be of value to building operators.
Alarm management may not be one of the more exciting aspects of building operations, but is critical for a number of reasons. We need to view alarm management as providing data on the building performance that improves building operations. For more information, write us at email@example.com.
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