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I. Closed-loop Operation and Maintenance Management Mechanism: Making a 99.8% Work Order Timeliness Rate the Norm
The on-site facility operations mainly cover six major professional systems, including precision assets such as air compressors, air conditioning, fire protection systems, power distribution systems, and elevators. By deploying the Tririga smart work order system, the site has established a closed-loop operation and maintenance management mechanism. Taking PPM (Planned Preventive Maintenance) work orders as an example:
- Work Order Creation:
Basic data is provided by the site, and headquarters engineering experts conduct a comprehensive assessment. Combining the maintenance status of the same type of equipment across various sites nationwide over the previous year, the annual plan is formulated after optimization and adjustment and then created in the system. - Execution Tracking:
The system distributes work orders to the site. The site executes according to the work order content, and after confirmation by the on-site supervisor, it is scanned and uploaded back to the system for expert inspection. - Quality Control:
On the 1st of every month, the system generates the work order score and timely completion rate for the previous month.
Over the past year:
- Completed a total of 760 maintenance and preventive maintenance work orders, with a timely completion rate of 99.8%;
- Completed a total of 942 repair work orders, among which ISS self-inspections accounted for 54%.
II. Full-Lifecycle Asset Management: From Hazard Identification to Value Extension
Based on ISS's global asset condition assessment methodology, this site investigated and understood the physical condition, functionality, and service life of facility assets, evaluating the overall status of each critical asset and asset group.
The major hidden hazard remediations completed in 2024 include:
- Priority 1 (P1) Hazards: 2 items rectified, with a 100% completion rate.
- Priority 2 (P2) Hazards: 7 items completed cumulatively, involving costs exceeding 500,000 RMB.
Note:
Priority 1 (P1) Hazards: Have a significant impact on operations, HSEQ, security, compliance, etc.; high risk level; current control measures are insufficient and require immediate improvement.
Priority 2 (P2) Hazards: Have a specific impact on operations, HSEQ, security, compliance, etc.; medium risk level; require improvement measures to be taken but can be improved in a planned manner.
Typical renovation cases include:
| System | Problem Description | Improvement Measure | Results |
|---|---|---|---|
| Compressed Air System |
Increased gas usage from the new production line, risking full-load operation of 5 air compressors. | Expanded the capacity of the air compressor system. | Failure rate dropped from 3.4% to 0.25%. |
| Fire Protection System |
Severe internal rusting of check valves. | Replaced check valves with new ones. | Avoided fire safety hazards. |
| HVAC System | Aging or discontinued split ACs caused frequent repairs and disruptions. | Allocated budget to replace end-of-life split ACs. | Overall operational reliability was significantly improved. |
III. Energy Optimization Practices: From Metering Standardization to Engineering Renovation
Due to continuous adjustments in the campus layout, the factory's electricity meter statistics experienced omissions, misalignments, and overlaps, resulting in significant discrepancies with actual power consumption. Simultaneously, due to the complex layout of water pipes, metering at major water usage points was missing.
Facing the distortion in statistics for these two major energy consumptions, and to support the factory's energy-saving analysis and deepen the construction of a digital factory, the on-site project team implemented a three-step renovation:
- Consolidating the Foundation
- Organized the locations of electricity meters and related electrical boxes.
- Conducted a comprehensive survey and assessment of existing water supply pipelines.
- Formulating the Plan
- Created an innovative power consumption statistical plan, standardizing electricity metering and statistics for each area.
- Reorganized the water pipeline layout and water usage statistical plan, rectifying parts of the water supply pipelines.
Coordinating with the company's China-region operational excellence experts, self-performing engineering teams, and supplier resources, over the past year, this site has also assisted the client in upgrading facilities and identifying energy-saving opportunities, successfully implementing multiple renovation projects:
- Compressed air storage tanks and distribution manifolds:
Investment recovered in 4 months, saving 40,000 RMB in annual electricity costs. - Adsorption dryer renovation for air compressors:
ROI period shortened to approximately 10 months, saving 72,000 RMB in annual electricity costs. - Replacement of proportional-integral valves and cooling tower fill/load-bearing nets in the central air conditioning system: Improved the transmission efficiency of the cooling system, saving 20,000 RMB in annual electricity costs.
From metering standardization to engineering renovation, the project team validated the dual value of facility management services for both economic and environmental benefits through refined energy management.
Whether it is preventive maintenance or strategic asset optimization, ISS consistently adheres to reshaping the value of facility management with innovative thinking. As a long-term development partner for clients in this operational domain, we are committed to building intelligent and green facility systems, helping enterprises lay a foundation for sustainable development through full-lifecycle management, and providing comprehensive support for enhancing commercial value.
To learn more, please visit Engineering & Technical Services - ISS China.