In the critical sphere of facility safety, the traditional approach to emergency drills often misses the mark on engagement and effectiveness. As facility managers and owners seek to ensure the safety of all occupants, the challenge lies in transforming these drills from mundane obligations into captivating and instructive experiences. This article unveils innovative strategies and game-like drills that promise not only to instruct but also to captivate, ensuring that when emergencies arise, responses are both rapid and proficient.
The Game-Changer: Gamification of Drills
Emergency Quest: Imagine transforming the necessity of learning emergency routes and locations of safety equipment into an adventure. Participants engage in a scavenger hunt, navigating clues to discover vital resources and exits. This interactive approach not only makes learning fun but embeds crucial safety information into participants’ memories.
Safety Bingo: This game converts the drill into a lively bingo session, where actions such as locating fire alarms or identifying exit routes become the means to victory. It transforms emergency preparedness into an engaging group activity, ensuring wide participation.
The Power of Role-Playing
Crisis Actors: Adding realism to drills, volunteers simulate scenarios like being trapped or facing a medical emergency. This method enhances the drill’s realism, pushing participants to apply their knowledge practically and under pressure.
The Director’s Cut: Participants take the reins, directing the emergency response based on given scenarios. This role-play tests leadership and decision-making skills, offering valuable insights into both individual and collective preparedness.
Leveraging Technology for Enhanced Realism
VR Simulations: Virtual reality offers immersive experiences of varied emergencies, from fires to earthquakes, without real-world risks. It allows repeated practice in simulated conditions, sharpening responses and decision-making skills.
AR Escape Rooms: Augmented reality turns emergency preparedness into an interactive escape room challenge. Participants use smartphones or AR glasses to solve puzzles related to emergency scenarios, merging problem-solving fun with practical safety training.
Introducing Fun to Serious Learning
Emergency Olympics: A competitive twist on learning critical skills, where teams vie in tasks like evacuation speed or communication efficiency. This competition makes learning memorable and enjoyable.
Safety Flash Mob: A flash mob performing an emergency drill catches everyone by surprise, serving as a vivid reminder of emergency actions in an unexpected and engaging format.
Engaging Everyone: The Path to Enhanced Preparedness
Active participation is the cornerstone of effective emergency preparedness. Facility managers should ensure clear communication of drill objectives and procedures, making the importance of these activities clear. Feedback is essential for refining drills, making them more effective and engaging over time. Recognizing and rewarding participation and outstanding performance can motivate ongoing engagement and improvement.
Conclusion
By transforming emergency drills with innovative ideas and engaging methods, facility managers can foster an environment where preparedness is both a priority and a positive part of the organizational culture. These strategies ensure that when emergencies occur, everyone is equipped to respond with confidence and efficiency, making the workplace not only safer but also more connected and empowered.
If you’re thinking of starting a new career, there’s no better place than the automated buildings industry. It’s one of the best kept secrets in technology careers today. It helps when starting or growing any career, to have a good understanding of the intellectual tools you’ll need, so consider this list of essentials skills and knowledge for the building automation industry.
Technical Knowledge: A solid understanding of building automation systems, including HVAC (Heating, Ventilation, and Air Conditioning), lighting controls, energy management systems, and integration protocols (e.g., BACnet, Modbus). This includes knowledge of hardware components, software applications, networking, and troubleshooting.
Programming and Software Skills: Proficiency in programming languages commonly used in building automation, such as C++, Python, or Java. Familiarity with automation software platforms and tools for system configuration, programming, and diagnostics.
Electrical and Controls Understanding: Knowledge of electrical systems and controls, including wiring, circuits, sensors, actuators, and controllers. Understanding of control logic and the ability to interpret electrical drawings and schematics.
Problem-Solving and Troubleshooting: Strong problem-solving skills to diagnose and resolve technical issues in building automation systems. The ability to troubleshoot complex problems efficiently and effectively.
Communication and Collaboration: Excellent communication skills to interact with clients, engineers, technicians, and other stakeholders. The ability to clearly convey technical concepts, provide support, and collaborate effectively within multidisciplinary teams.
Project Management: Proficiency in project management principles, including planning, organizing, and executing building automation projects. This involves coordinating timelines, resources, and deliverables to ensure successful implementation and customer satisfaction.
Industry Knowledge: Staying up to date with the latest trends, technologies, and regulations in the building automation industry. This includes knowledge of energy efficiency practices, sustainability, emerging standards, and industry-specific best practices.
Continuous Learning: A commitment to continuous learning and professional development to keep pace with advancements in building automation systems and technologies. This can involve attending industry conferences, participating in training programs, and staying engaged with industry publications and forums.
Customer Service Orientation: A customer-centric mindset with a focus on delivering high-quality service and meeting customer needs. This includes responsiveness, attentiveness to customer requirements, and the ability to provide effective solutions.
Analytical and Data-Driven Approach: Proficiency in data analysis and interpretation to optimize building automation systems for energy efficiency, performance monitoring, and predictive maintenance. The ability to leverage data to identify opportunities for improvement and make informed decisions.
Developing and honing these skills can greatly contribute to success in the building automation industry, as they encompass both technical expertise and the interpersonal skills required to navigate complex projects and meet customer expectations. But just because these skills are important doesn’t mean you need to have mastered each now, or even know much about them. It just means you will likely encounter them in the future. If you feel confident in your dedication to learning, you’ll have few barriers to growing a successful career in the building automation industry.
As technology continues to advance, building automation systems have become increasingly popular in commercial and residential spaces. Like our vehicles and homes, many of the systems that run commercial and industrial buildings have become automated. Automation systems can make buildings more efficient, secure, and comfortable for occupants. In this beginner’s guide, we’ll explore the basics of building automation and how it works.
What is Building Automation?
Building automation refers to the use of technology to control various systems in a building, such as heating, ventilation, and air conditioning (HVAC), lighting, security, and more. Building automation systems (BAS) use sensors, controllers, and software to automate and monitor these systems, allowing for optimal performance and energy efficiency.
How Building Automation Works
Building automation systems work by collecting data from sensors that are placed throughout the building. These sensors monitor various factors such as temperature, humidity, and occupancy. The data is then sent to a controller that analyzes the information and makes decisions based on pre-set parameters. For example, if the temperature in a room is too high, the controller may turn on the air conditioning to cool the space.
Sensors like this motion detector can be connected to lighting and HVAC systems to deliver service only when spaces are occupied.
One of the key benefits of building automation is that it allows for the coordination of different systems in a building. For example, if a room is not occupied, the lights can be turned off automatically to save energy. If the room becomes occupied, the lights can be turned on and the temperature adjusted to a comfortable level. These coordinated actions can help to save energy and create a more comfortable environment for occupants.
Components of Building Automation Systems
Automation systems for buildings consist of several key components. These include:
Sensors: Sensors are used to monitor various parameters such as temperature, humidity, and occupancy. They can be installed in different parts of the building, such as the walls, ceilings, and floors.
Controllers: Controllers are responsible for analyzing the data collected by sensors and making decisions based on pre-set parameters. They can be programmed to control various systems in the building, such as HVAC, lighting, and security.
Actuators: Actuators are used to control various systems in the building. For example, they can be used to turn on the air conditioning or adjust the lighting in a room.
Software: Software is used to program and control the building automation system. It can be used to set parameters for different systems, monitor performance, and make changes as needed.
BAS components like HVAC actuators automatically adjust air flow dampers to keep rooms at comfortable temperatures.
How Does Automation Help People?
Building automation systems offer several benefits to building owners and occupants. Some of the key benefits include:
Energy Efficiency: Building automation systems can help to reduce energy consumption by optimizing HVAC, lighting, and other systems. This can result in lower energy bills and a reduced carbon footprint.
Comfort: Building automation systems can help to create a more comfortable environment for occupants by adjusting temperature, humidity, and lighting levels based on occupancy and other factors.
Safety and Security: BAS can help to improve safety and security by monitoring the building and alerting security personnel in case of any issues.
Maintenance: Automation systems can help to reduce maintenance costs by providing real-time data on the performance of various systems. This can help to identify and address issues before they become major problems.
BAS Layers
An automation system typically has three layers: management, controller, and field. The field layer is composed of devices such as sensors and actuators. These are the devices “in the field” that do the actual work of reading data and/or operating equipment.
The middle layer is the controller layer. It contains controllers, which receive the inputs from field devices, makes decisions, and relays commands to those devices.
Finally, the “top” layer is the management layer. This “supervisory layer” contains the software that manages the entire BAS and brings all controls to a single access point. The management layer usually contains graphic displays that let owners and managers easily see the status of the system or individual parts.
Graphics like these are often part of the BAS management layer. This graphic shows the various levels of three water tanks.
Challenges of Building Automation
While building automation systems offer many benefits, there are also some challenges to consider. One of the main challenges is the cost and complexity of installation and maintenance. Building automation systems can be expensive to install, and they require ongoing maintenance to ensure optimal performance. However, advances in technology are bringing down the costs of BAS systems, and many businesses and facilities now find it financially beneficial to invest in basic components and systems.
Resources
Now add to what you’ve learned. Check out these resources on the BAS basics:
Today baby boomers and seasoned FM pros are retiring at a hasty clip. According to IFMA Foundation’s Global Workforce Initiative (GWI), more than 50% of FMs will retire over the next decade or so. The change is having a dramatic impact on companies who are racing to curate decades of valuable knowledge and experience before it turns its focus to the golf course.
Sadly, most employees feel disconnected when it comes to knowledge transfer and sharing at work. According to a Gallup poll, only about a third of employees in the U.S., France, Germany, Spain and the U.K. strongly agree with the statement “In my company we openly share information, knowledge and ideas with each other.”
Clearly, there’s a knowledge gap that needs filling, and smart firms aren’t waiting for the inevitable resource hit from the “Great Retirement” to put them at a disadvantage. Instead, they’re building knowledge transfer plans well before the gold watches are given out. But what are the key elements of a knowledge transfer? How can you make the most of a retiree’s last six months? To answer these questions, we asked seasoned pros to give us some guidance.
Target Explicit and Implicit Knowledge
To start, focus the bulk of your efforts on capturing the two key types of knowledge for most businesses: explicit and implicit knowledge. Here’s a oversimplified definition of both:
Explicit knowledge (EK)—Objective info that is easily codified, communicated, shared and stored. EK contains objective facts and data and is sometimes referred to as “know-what,” as in you know what the information is.
Implicit knowledge (IK)—Subjective info that is hard to codify, communicate and share. IK tends to be subjective, context-specific and based on individual experience. IK is often referred to as tacit knowledge or “know-how”, as in you know how to do something.
Too often, firms make explicit knowledge capture the priority. With good reason—it’s the easiest, low-hanging fruit of knowledge. For example, before your building engineer leaves, you have him or her update the maintenance schedule. It’s a clear cut transaction where critical information is recorded and stored within your database.
But that same engineer’s brain also houses other tidbits of precious knowledge collected over the years. These gems of implicit knowledge could be an un-documemented energy-saving hack for your cooling plant, or a personalised way of handling an particularly obstinate vendor. Both pieces of knowledge are valuable to your company, and both will vanish with the employee, unless you capture them first.
Knowledge Management Systems
Effective knowledge capture requires a “knowledge management system” or KMS for recording, storing and sharing info and processes. But don’t let the term intimidate you. Yes, there are plenty of paid KMS platforms with loads of bells and whistles, but an effective “system” could be a simple Google doc. Corporate wikis like Confluence are popular platforms for curating information, and if you already have Office 365, Microsoft Teams lets you add a wiki app. The sophistication of your KMS will depend on the size of your company and the amount of info you want to curate.
Accessibility
Regardless of the KMS, it should be centralised and accessible. All staff need access to documentation applicable to their department. Otherwise, you construct roadblocks to both access and contribution. Also, run a single system. Using different tools across teams erects barriers and creates potential software conflicts.
“Accessibility is super important,” explains project management expert, Dan LeFebvre. “Certainly, the type of documentation an accounting team needs is different from what another team might need. But if all information is in the same place, and you can control who has access, then at least it’s consistent. You’re telling everyone, no matter who you are, this is where you go to access all of the information we have at the company.”
LeFebvre suggests assigning one person to manage your KMS. One point of contact makes it easier to ensure consistency and facilitate documentation.
Easy Contribution
Even if you have the world’s best KMS, you still have to motivate your retiring employees to contribute, especially those eyeing the exits. “The real challenge is often not the tool itself, it’s simply getting people to document their processes and knowledge,” explains LeFebvre.
Hesitancy can stem from lack of interest. “It’s extra work,” says LeFebvre. “And nobody likes extra work.” But, he admits, it’s often the case that some seasoned workers simply don’t know where to begin:
“It’s difficult to explain something you’ve learned over twenty years. If someone’s been at a company for a long time, they often don’t think about the process. They just do it. What they think is one step, may actually be fifty steps for someone who doesn’t understand the process.”
Cross-Training Staff
There are many benefits to be had by training employees to do different jobs within the company. Spreading knowledge and skills among team members staves off burnout and improves collaboration across the organisation. More importantly, it helps build a company’s resilience during retirements and high turnover.
Steve West—a former GM at Auckland Unlimited—uses cross-training to build flexibility into his organisations. “I’ve always tried to have a flexible workforce, where there’s a transfer of knowledge, so everything isn’t stored in one person’s head.”
Measure Knowledge Transfer
Like any effective manager, West understands the power of measuring a problem. He is currently developing an information management system or “resource matrix” that measures and records the knowledge and experience of his staff for cross-training purposes. “I use it to locate who has full knowledge, who has some knowledge, and who has no knowledge. Then we start to rotate employees through different venues. It’s helped us work towards building some flexibility so that knowledge is shared across all resources.”
Getting Staff Buy-In
Cross-training can be a tough sell to those who don’t like getting out of their comfort zone. To win over recalcitrant staff, West suggests practicing simple communication and encouraging employee contribution. “I even ask my staff to contribute to their own knowledge appraisal. I may have got my appraisal wrong. Maybe she’s got more knowledge on this value than I thought she did.”
“At the end of the day, it’s about simple communication: Here’s what I want to do. Here’s why it’s an unacceptable risk to the business. Do you agree or disagree? Generally speaking, if you persuade with logic, most people will probably get on board. They might not always like getting out of their comfort zone, but if you sell it in terms of its power of affecting their professional development, they’ll buy into it.”
Knowledge Transfer Via Mentorships
Pairing up retiring staff members with in-house or new employees is an effective way to transmit elusive implicit knowledge. Mentees get a chance to shadow and learn first-hand from older workers, plus they gain opportunities to form instant personal and professional connections with other staff members, which can help the on-boarding process.
West’s organisation uses mentorships and has seen huge success pairing experienced employees with new comers. But he cautions managers to not limit their experiences to a mentorship, and he ensures effective knowledge transfer by shifting his mentees from one venue to another.
“You can’t keep them bored too long either. Mentees need development in other areas too. It’s no good placing someone with a mentor and leaving him there and waiting to see what happens for the next few years. You’ve still gotta keep them interested and engaged in the business.”
Mentorships are also a valuable opportunity to build a culture of knowledge transfer throughout your organisation. LeFebvre advises businesses to make documentation a part of the company culture. “Make it a normal part of the process to dump knowledge as employees think of it. During a mentorship, for example, the mentor may at some point think: Oh, I completely forgot about this part of the process. You want their next thought to be: I better write this down’.”
