Speaking the Same Language:
Ensuring Your Lab Facility Turnover From Construction to Operations is a Smooth One
One of the most difficult (and often overlooked) tasks associated with building a new complex lab space is establishing Operation and Maintenance practices from the construction documentation on the project. How can you ensure that you have captured all the critical and maintainable assets? What are the possible challenges with defining the necessary maintenance schedules and procedures? How can you overcome them? Presenters will illustrate how The Ohio State University did so successfully. OSU is completing construction of a new 27,000gsf BSL3 Agricultural Laboratory facility on its Wooster, OH campus. This presentation explores how OSU resolved those concerns with an enhanced process for converting construction documentation and information into usable Operation and Maintenance information. OSU applied an enhanced turnover to operations process to ease the typically dreadful turnover of the new facility. The process included drawing and data extraction from construction documentation, field surveying space and assets, barcode tagging, development of Manufacturer-recommended preventive maintenance schedules in accordance with OSU maintenance standards, capture and linkage of electronic documents and digital images, required spare part information, and safety procedures. OSU now has a Facility Management system that is ready to support the OSU Facility Management team immediately upon the turnover of the laboratory facility. The University did not have to deal with the extra burden on its maintenance staff to capture and load data into the existing facility management system. In addition, OSU will maximize the useful life of the new facility and equipment and minimize unexpected breakdowns. OSU’s facilities staff will be able to forecast their increased operation and maintenance responsibilities for planning and budgeting purposes.
1. Participants will discuss to assess the pros and cons of OSU's cohesive turnover process and determine if this enhanced turnover process is of value to owners constructing new laboratory facilities.
2. Participants will gain an understanding of the lessons learned from OSU's enhanced turnover process that are unique to laboratory facilities and assets to avoid any missteps on similar future projects.
3. Participants will identify and understand the types and qualifications of resources required to support a cohesive turnover process and how to specify under the construction contract.
John Ott, Ohio State University; Randy Smith, Gilbane