BIM Beyond Design Guidebook (2020)

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114 Once an airport has established a BIM program, it is important for the airport to measure the effectiveness of the program to guide future corrective actions and improvements. This section identifies metrics that provide an airport with the data it needs to ensure that BIM is achieving established goals. As discussed in Section 4, the metrics are often KPIs, developed and validated in an airport’s strategic planning and organization assessment exercises. The metrics that an airport employs may refine or expand on the ones described herein. 11.1 Maintenance Planning As discussed in prior sections, BIM can deliver both tangible and intangible benefits across an organization. The effects of using BIM as an improved source of facility data for main­ tenance planning can be measured in terms of hours saved (tangible). It is more difficult to measure the overall effect of BIM as a source of improved communication across the orga­ nization (intangible). Below are some basic, tangible metrics that can provide a framework for managing BIM and measuring progress against an airport’s BIM roadmap. The tangible benefits of BIM fall into two primary categories: time saved (hours) and asset utilization (extended asset life). The metrics listed may be collected as part of CMMS/EAM functions or by other airport data systems. The following metrics are focused on measuring improvements related to maintenance activities. 11.1.1 Average Time to Complete Work Orders (hours) This metric should measure the time to complete a work order starting from when it is assigned to a maintenance worker. This metric is meant to provide data on how much BIM improves a maintenance worker’s access to facility data in the performance of the work order. Using BIM should reduce the amount of time needed to identify the location of the asset, assess the working conditions around the asset, identify access points and tools required, and identify available specifications and maintenance procedures. With BIM, many work orders that previously required preliminary site visits to create a work plan can be completed in one trip to the asset site. At a large airport, this can sometimes save hours per work order. 11.1.2 Wrench Time (percentage) This metric is used by maintenance departments to measure the percentage of total hours expended by maintenance technicians that is devoted to actual, hands­on work on the asset/ equipment versus other planning and overhead activities. Some organizations will include travel time as part of the wrench time, and some will include only the time on­site at the S E C T I O N 1 1 BIM Controls—Progress Metrics

BIM Controls—Progress Metrics 115 equipment’s location. Regardless, BIM will increase the wrench time percentage; however, the measured effect will be less if travel time is not considered a part of wrench time. 11.1.3 Preventive Maintenance Backlog (days, weeks, months) This metric tracks the average delay (in days, weeks, months) in performing asset preventive maintenance activities from an established baseline maintenance schedule. Preventive main­ tenance activities are those designed to keep an asset in optimal working condition (such as regular tightening, lubrication, and cleaning). Regular preventive maintenance not only extends the life of an asset, but also contributes to sustainability efforts: well­maintained equipment will operate more efficiently and consume less power. Longer asset life reduces the cost of disposing of end­of­life assets. As a maintenance planning tool, BIM will help in identifying preventive maintenance– bundling opportunities to optimize preventive maintenance efficiency. Also, by improving wrench time, BIM indirectly frees up additional hours for the existing maintenance staff to perform preventive maintenance activities rather than addressing unplanned mainte­ nance issues. As a result, the preventive maintenance backlog should see a reduction because of BIM. 11.1.4 Asset Uptime (hours) In some cases, an asset uptime metric will be tracked that shows the time (in hours) the asset has been in continuous operation without any unplanned outages. Although BIM does not improve equipment efficiency, the asset uptime metric should improve as unplanned outages related to preventive maintenance delays decrease. 11.2 Asset Management The following suggested BIM metrics are related to asset management activities as they relate to asset inventory, condition assessment, and property management. Tracking these metrics will optimize the ability to measure the cost and benefits of BIM in an organization. 11.2.1 Asset Data Integration (hours) This metric tracks the amount of time (in hours) for new assets to be entered into the airport’s CMMS and/or EAM system (primarily after new construction and renovation projects) and for accurate space plans to be incorporated into property management systems. By standard­ izing the asset data requirements that GCs must meet upon project handover, this process can be reduced from years or months down to weeks. This reduction in handover time is an example of a tangible benefit—reduced labor hours for manual (or semi­automated) data entry—that is directly measurable. An intangible benefit is also provided to the financial asset management of a new facility by having these data available more quickly. 11.2.2 Asset Inventory (hours) This metric tracks the amount of time (in hours) required to perform periodic asset inventory that is required due to external regulatory requirements and airport operating procedures. The asset location within a CMMS and/or EAM system is often generalized to rooms or even entire facilities. The lack of precise asset location data can make the process of tracking down specific

116 BIM Beyond Design Guidebook assets for inventory time consuming and can potentially enable mistakes due to a lack of precise asset locations. An example is when multiple assets of the same type near one another are being inventoried. By providing a precise coordinate­based location for each asset, BIM reduces the time to locate assets and eliminates the possible faulty identification of assets. 11.2.3 Asset Condition Assessment (hours) In addition to physical inventory, the airport is responsible for the periodic condition assess­ ment of its assets. The inclusion of condition assessment data within BIM allows the airport to use coordinate­based condition data to analyze whether condition deficiencies can be corre­ lated with other facility condition issues or with the asset’s work order history, to support a root cause analysis of unplanned failures. 11.3 Additional Metrics The following metrics are suggested as tools that could be valuable in providing feedback on the economic benefits of BIM and on the extent to which BIM is being utilized. 11.3.1 Design for Maintainability (hours) If the airport’s maintenance department is included in early design reviews or as part of operational readiness and airport transfer (ORAT) activities, the corrective maintainability actions identified by maintenance should be tracked as a life cycle cost savings after project handover. For example, if maintenance staff identified in the design phase that the location of a proposed access panel would add an hour of labor during maintenance, then this should be tracked as a life cycle cost savings each time this maintenance activity is performed. This will provide some measurable ROI for the use of BIM as a collaborative tool. 11.3.2 BIM Utilization (number of accesses) Since BIM is a centralized facility data repository, the access history can easily be tracked to provide the airport with a metric of how often BIM is being accessed to retrieve facility data. Early in the BIM adoption phase, it is likely that departments will continue to utilize their internal stores of facility data, and this would translate to a low volume of BIM data access. If BIM is gradually gaining acceptance, this metric will increase. These data could also be used to focus future investments in BIM infrastructure based on the types of BIM data that were most actively accessed. This metric also identifies facilities where an investment in additional BIM LOD would have a greater return on that investment. 11.4 Data Collection If the airport has an established CMMS and/or EAM system, the data required to track the metrics discussed herein should be available. However, not all airports have such a system available to them. In these cases, the collection of BIM metric data should be approached similarly to other time­tracking processes currently in place. These time­tracking systems could be via a work order management system or just a focused staff­hour reporting process where activity codes for the metrics previously discussed could be added and tracked. Collecting these data will take additional effort and processing time but will give the airport the feedback on BIM usages required to guide future investments.

BIM Controls—Progress Metrics 117 11.5 Summary BIM is a complex process that provides tangible and intangible benefits across an airport organization. To efficiently manage the implementation of BIM and to maximize the realized benefits to an airport, it is vital to establish a program of BIM metrics. While intan­ gible benefits may be hard to quantify, there are also some tangible BIM metrics that can be collected to inform future BIM implementation and investment decisions. Access to a CMMS and/or EAM system makes these data more easily collectible, but even smaller airports can implement time­tracking efforts to collect these data. Also, data on BIM benefits are critical in building organizational support for the adoption of BIM, as these data can be shared with airport staff to show how the effort is adding value. Section 11 Checklist 1. Establish BIM metrics to measure the effectiveness of the program and guide future corrective actions and improvements. 2. Establish a schedule and methods for communicating BIM metrics perfor- mance to the airport organization, consultants, and contractors.