1、ASHRAE Guideline 32-2012Sustainable,High-PerformanceOperations andMaintenanceApproved by the ASHRAE Standards Committee on January 25, 2012, and by the ASHRAE Board of Directors on January 25,2012.ASHRAE Guidelines are scheduled to be updated on a five-year cycle; the date following the guideline nu
2、mber is the year ofASHRAE Board of Directors approval. The latest edition of an ASHRAE Guideline may be purchased on the ASHRAE Web site(www.ashrae.org) or from ASHRAE Customer Service, 1791 Tullie Circle, NE, Atlanta, GA 30329-2305. E-mail:ordersashrae.org. Fax: 404-321-5478. Telephone: 404-636-840
3、0 (worldwide) or toll free 1-800-527-4723 (for orders in US andCanada). For reprint permission, go to www.ashrae.org/permissions. 2012 ASHRAE ISSN 1049-894XDISCLAIMERASHRAE uses its best efforts to promulgate Standards and Guidelines for the benefit of the public in light of available information an
4、daccepted industry practices. However, ASHRAE does not guarantee, certify, or assure the safety or performance of any products, components,or systems tested, installed, or operated in accordance with ASHRAEs Standards or Guidelines or that any tests conducted under itsStandards or Guidelines will be
5、 nonhazardous or free from risk.ASHRAE INDUSTRIAL ADVERTISING POLICY ON STANDARDSASHRAE Standards and Guidelines are established to assist industry and the public by offering a uniform method of testing for ratingpurposes,bysuggestingsafepracticesindesigningandinstallingequipment,byprovidingproperde
6、finitionsofthisequipment,andbyprovidingother information that may serve to guide the industry.The creation of ASHRAE Standards and Guidelines is determined by the need for them,and conformance to them is completely voluntary.In referring to this Standard or Guideline and in marking of equipment and
7、in advertising, no claim shall be made, either stated or implied,that the product has been approved by ASHRAE.ASHRAE STANDARDS COMMITTEE 20112012Carol E. Marriott, Chair Krishnan Gowri Janice C. PetersonKenneth W. Cooper, Vice-Chair Maureen Grasso Douglas T. ReindlDouglass S. Abramson Cecily M. Grzy
8、wacz Boggarm S. SettyKarim Amrane Richard L. Hall James R. TaubyCharles S. Barnaby Rita M. Harrold James K. VallortHoy R. Bohanon, Jr. Adam W. Hinge William F. WalterSteven F. Bruning Debra H. Kennoy Michael W. WoodfordDavid R. Conover Jay A. Kohler Craig P. WraySteven J. Emmerich Frank Myers Eckhar
9、d A. Groll, BOD ExOAllan B. Fraser Ross D. Montgomery, COStephanie C. Reiniche, Manager of StandardsSPECIAL NOTEThis Guideline was developed under the auspices of ASHRAE. ASHRAE Guidelines are developed under a review process, identifyinga guideline for the design, testing, application, or evaluatio
10、n of a specific product, concept, or practice. As a guideline it is not definitive butencompasses areas where there may be a variety of approaches, none of which must be precisely correct. ASHRAE Guidelines are writtento assist professionals in the area of concern and expertise of ASHRAEs Technical
11、Committees and Task Groups.ASHRAE Guidelines are prepared by project committees appointed specifically for the purpose of writing Guidelines. The projectcommittee chair and vice-chair must be members of ASHRAE; while other committee members may or may not be ASHRAE members, allmust be technically qu
12、alified in the subject area of the Guideline.Development of ASHRAE Guidelines follows procedures similar to those for ASHRAE Standards except that (a) committee balance isdesired but not required, (b) an effort is made to achieve consensus but consensus is not required, (c) Guidelines are not appeal
13、able, and(d) Guidelines are not submitted to ANSI for approval.The Manager of Standards of ASHRAE should be contacted for:a. interpretation of the contents of this Guideline,b. participation in the next review of the Guideline,c. offering constructive criticism for improving the Guideline, ord. perm
14、ission to reprint portions of the Guideline.ASHRAE Guideline Project Committee 32CognizantTC:TC 7.3, Operation and Maintenance ManagementSPLS Liaison: JamesTaubyMichael F. Bobker, Chair Klas C. HaglidAdam W. Hinge, Vice-Chair Angela M. LewisDavid S. Allen Matthew E. MullenLawrence J. Clark Janice C.
15、 PetersonWilliam M. Dillard Shailen Verma*Denotes members of voting status when the document was approved for publication. ASHRAE (www.ashrae.org). For personal use only. Additional reproduction, distribution, or transmission in either print or digital form is not permitted without ASHRAEs prior wri
16、tten permission.CONTENTSASHRAE Guideline 32-2012,Sustainable, High-Performance Operations and MaintenanceSECTION PAGEForeword. 21 Purpose 22 Scope . 23 Definitions, Abbreviations, and Acronyms 24 Intended Users of the Guideline. 35 Level 1: Senior Management Steps . 46 Level II: Action Areas for Fac
17、ility ManagersImplementing the Change 67 Level III: Actions and Tools for TechniciansCarrying Out Best Practices. 128 References . 169 Bibliography 16Informative Annex A: Additional Resources .17Informative Annex B: Benchmarking and Building Rating Systems .18Informative Annex C: Maintaining Indoor
18、Air Quality (IAQ) 20Informative Annex D: Measurement and Occupant Surveys for Comfort andIndoor Environmental Quality (IEQ) 21Informative Annex E: Training Needs Assessment 22Informative Annex F: Building Information Modeling (BIM) 24Informative Annex G: Predictive Maintenance Techniques24Informativ
19、e Annex H: Guidance for HVAC Energy Savings .25Informative Annex I: Energy Performance Diagnostic Procedure 27Informative Annex J: High-Performance Systems Sample Checklists .29NOTEApproved addenda, errata, or interpretations for this guideline can be downloaded free of charge from the ASHRAEWeb sit
20、e at www.ashrae.org/technology. 2012 ASHRAE1791 Tullie Circle NEAtlanta, GA 30329www.ashrae.orgAll rights reserved. ASHRAE (www.ashrae.org). For personal use only. Additional reproduction, distribution, or transmission in either print or digital form is not permitted without ASHRAEs prior written pe
21、rmission.2 ASHRAE Guideline 32-2012(This foreword is not part of this standard. It is merelyinformative and does not contain requirements necessaryfor conformance to the standard. It has not beenprocessed according to the ANSI requirements for astandard and may contain material that has not beensubj
22、ect to public review or a consensus process.Unresolved objectors on informative material are notoffered the right to appeal at ASHRAE or ANSI.)FOREWORDThe concept of sustainability has had a major impact onwhat we expect from our buildings and the built environment.It has brought new focus on energy
23、, water, health and pro-ductivity dimensions of how our buildings perform and howthat performance is measured. This has been a significantand continuing change in the buildings industry.This guideline is intended to assist those who operateand maintain buildings to achieve high performance: safe,pro
24、ductive indoor environments; low economic life cyclecost; low energy, water, and resource use and low impacts onthe environment. It applies to the systems of commercial,institutional, industrial and laboratory buildings as theyaffect occupant comfort, indoor air quality, health and the energy some o
25、f these will be close to continuous in imple-mentation,andotherswillbeeitherscheduledorunscheduled(as needed).commissioning,re-:testingandtuningabuildingthathasbeenpreviously commissioned to return it to acceptable missioning, retro-: commissioning an existing buildingafter acceptance that was not p
26、reviously petencies: skills, behaviors, or knowledge identified asperformance standards for a particular job. Competencies areapplied to a particular job rather than an individual employee.Theyaretypicallyvalidatedbyemployeeswhoareperformingthe competency at an acceptable level, also known as “jour-
27、neyman”leveltodistinguishbetweenentryandmasterylevelsof a skill. In writing competencies, consider how each will beevaluated.high-performance building: a building that consistentlydelivers a highly productive environment without wastingresources. Such buildings may have specialized systems thatrequi
28、re specific knowledge and awareness on the part of oper-ators in order to maintain the intended operation and perfor-mance. ASHRAE (www.ashrae.org). For personal use only. Additional reproduction, distribution, or transmission in either print or digital form is not permitted without ASHRAEs prior wr
29、itten permission.ASHRAE Guideline 32-2012 3high-performance operations and maintenance: a set ofactions that result in enhanced indoor environmental qualitieswhile minimizing use of energy and other resources.maintenance: the day-to-day activities required to preserve,retain, or restore equipment an
30、d systems to the original condi-tion or to a condition in which they can be effectively used forthe intended purpose.maintenance, predictive (planned): use of periodic or ongo-ing measurements to detect evidence that machinery is dete-riorating. Special diagnostic equipment, which requiresadditional
31、stafftraining,isneeded,butitwillmaximizeequip-ment life and efficiency. Also described as “condition-basedmaintenance.”maintenance, preventive (planned): preventive maintenanceoccurs at time intervals or at run-hour milestones. As equip-ment and systems are capital intensive, this is more cost effec
32、-tive than reactive maintenance.maintenance, reactive (unplanned): a “run it until it breaks”maintenance approach. In the short run, this saves staff timeand expense, but over time it is costly in terms of unplannedequipment downtime, more repairs, and shorter equipmentlife. Also described as “break
33、down maintenance.”needs assessment: a structured approach to identifying andachieving skill development goals, typically involving inter-views, work observations, and surveys to obtain informationto design appropriate training solutions.operations: any work completed to keep a building function-ing
34、to meet the needs of the building occupants; the process ofrunning building systems to meet facility requirements.performance, HVAC: measure of the success of an HVACsystem in achieving thermal comfort, energy efficiency, andindoor air quality (see ASHRAE/ACCA Standard 1802008b.). May be measured ag
35、ainst established standards,specifications, and criteria.performance objective: the stated metrics for evaluatingperformance that may include written statements of perfor-mance, descriptions of normal operating characteristics andmeasurable and observable indicators that are the basis forevaluating
36、or inspecting a system. (See ASHRAE/ACCAStandard 180 2008b.)repair: work required to restore a system or piece of equip-menttotheoriginalconditionafterafailureorwhenpredictivetools indicate defective operation and likelihood of failure.sustainable: (1) a process that meets the needs of the presentwh
37、ile not compromising the ability of future generations tomeet their own needs (U.N. 1987); (2) able to be maintainedat a certain rate or level (OED 2011).Note: Sustainable is used in this document to indicatethatbuildingsystemswillbeoperatedandmaintainedtomini-mize resource use while providing high
38、quality buildingservices,followingmeaning(1)above.Permeaning(2)above,sustainable is used to indicate that O it is devel-oped at greater length in other documents.5.2 Benefits of Sustainable High Performance (SHP).SHP workplace environments can be a significant strategicelement, as they affect the or
39、ganization along multiple dimen-sions, including workforce productivity, brand image, envi-ronmental compliance, corporate social responsibility,valuation of real estate assets, and net earnings. Organiza-tional outcomes (such as profit for a business or learning fora school) are directly affected b
40、y the workplace environmentstheir buildings produce.High-performance buildings produce environments thatare highly productive for their occupants (Wargocki et al.2000, 2006; Tom 2008). Workforce productivity decreasesand utility costs increase in the building if the building perfor-mance is not sust
41、ained. The organization will pay more toaccomplish less. While typically reducing utility costs from10%30%, the following effects of greater value are seen inthe workforce:Higher productivity of building occupantsReduced employee turnoverImproved job satisfaction and moraleReduced absenteeismAttract
42、ion of better employeesSuccessful managers of high-performance facilities focuson sustaining the best atmosphere for the organization. Resultsinclude workplaces that are safe, comfortable and tuned to theoperationalrequirementsforpeople-andprocess-productivity.5.3 Costs. Costs for SHP are the invest
43、ments in organiza-tional change that result in the increased profits describedabove. The investments required will vary from organizationto organization but usually fall into skills development, tools,and computerized task and performance tracking systems.When the benefits of SHP are quantified, the
44、 costs to achieveSHP are usually well justified. If the change process is to beimplemented successfully, senior management must acceptthis business case and fully support those responsible formoving the facilities organization in the desired direction.5.4 Actions.A series of actions are recommended
45、for seniormanagement to establish organizational commitment to SHPO evaluate severalprograms before selecting one.5.4.10 Recognize and Reward. Recognize and rewardeffort and successes as progress is made. Employee recogni-tion will help create enthusiasm and interest for achievingSHP goals. Meeting
46、or exceeding building performance goalsis an occasion for celebration. Use recognition, awards, andmeaningful incentives to encourage the entire staff to developideas for improving building performance. Ultimately, thesuccess or failure of the new SHP O how-ever, even in this case, provisions for cr
47、eative transportationsolutions may be within the purview of the FM.6.2.1 O fully utilizing orinstalling a computerized maintenance management system(CMMS);havingwell-developedplansforhowtoaddressret-rocommissioning, documentation, staffing levels, and train-ing; and major renovation project manageme
48、nt. Facilitymanagers should also be aware of developing trends in build-ing intelligence, such as integrating the CMMS with thebuilding automation system (BAS) and enterprise resourcesystems (ERPs), fault detection diagnostics, and buildinginformation modeling (BIM), all of which can be used toimpro
49、ve the efficiency of the maintenance organization. Pro-active maintenance will involve using many techniques thatmonitor the performance of building systems and of the main-tenance organization itself.A simplified hierarchy of this pro-cess is shown in Figure 6-2.In most cases, implementing high-performance Ostore maintenance histories and inventory information; com-municate building operation and maintenance information;and generate reports to quantify maintenance productivity. ACMMS can be used by facility managers, maintenance tech-nic
