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Proactive maintenance through data-driven insights

Published:  09 January, 2025

Nestled amidst London’s financial district, the Scalpel Building has implemented a forward-thinking approach to facilities management, pioneering new standards for proactive, data-driven maintenance. This initiative, led by CBRE with partners from Turck Banner and Fletcher Moorland, is using advanced condition-based monitoring (CBM) technologies to keep the building’s infrastructure running smoothly around the clock. But what drove this shift to a data-led maintenance model? And why was CBM, with its real-time monitoring and predictive maintenance capabilities, considered an essential asset for a building like the Scalpel?

At the Scalpel, Tony Coghlan, Managing Director at Turck Banner Ltd., joined CBRE representatives Daniel Mayes, Engineering Manager, and John Dennis, Account Manager, along with Matt Fletcher, Managing Director of Fletcher Moorland, to assess the impact and advantages of CBM within the Scalpel’s maintenance framework. Their agenda included understanding how CBM was reshaping the building’s operations and exploring the strategic benefits of this datacentred approach.

The case for condition-based monitoring

Tony Coghlan reflected on why CBRE had chosen CBM for the Scalpel, explaining that it was more than a traditional project - it was a new experiment in modern building maintenance. CBRE wanted to find a way to streamline operations, increase efficiency, and optimise asset performance with CBM. This proactive system continuously monitored critical assets, such as pumps, boilers, and cooling towers, to help the team identify potential issues before they turned into costly failures.

Coghlan stated that implementing CBM in a new building was a unique approach since CBM is typically used in older assets. He noted that CBRE had chosen to implement CBM from day one of the building’s operation. This was seen as a remarkable shift in how maintenance was being approached.

The Scalpel team’s commitment to CBM was immediately validated when the Meerkat system detected abnormal vibrations in a critical pump. Upon investigation, engineers discovered a loose bearing that, if left unaddressed, would have led to a catastrophic pump failure. The early alert allowed the team to plan repairs during non-peak hours, avoiding disruption to the building’s tenants and saving thousands of pounds in potential emergency repair costs.

Daniel Mayes explained that CBM was activated immediately after the building’s handover, allowing his team to detect and address issues early and manage defects before they disrupted operations or tenant experience. The ability to detect issues early not only ensures a seamless, uninterrupted service but also reinforces CBRE’s commitment to providing exceptional service to their clients, the building occupants, by keeping the building operational 24/7 without interruptions. He added that having a baseline of the building systems from the start was invaluable, as it allowed them to handle minor defects as they surfaced. Over time, CBM became a crucial part of their maintenance strategy.

For John Dennis, who manages the day-to-day operations, CBM allowed the team to monitor equipment, like pumps, without waiting for scheduled Planned Preventive Maintenance (PPM). He explained that they didn’t have to wait for a pump to fail before noticing it; instead, CBM allowed them to catch issues early and plan repairs accordingly, reducing unexpected expenses and disruptions. The early detection of the pump issue exemplified this capability, providing proof of concept for CBM’s value as an indispensable tool in their maintenance strategy.

Proactive maintenance

The Scalpel team’s adoption of CBM was grounded in a commitment to data-driven decision-making, which, as Coghlan mentioned, is crucial for predictive maintenance. With real-time data, CBRE was able to shift toward a more proactive model, preventing issues before they occurred. Coghlan highlighted the value of real-time data in elevating facilities management to a preventative, rather than reactive, approach. This wasn’t just about saving costs; it was about ensuring consistency in service quality.

CBM allowed the team to evaluate asset lifecycles and performance patterns. John Dennis provided an example of how CBM data enabled them to observe trends and make predictions about when components might fail. He noted that by the time the building had been operational for seven years, they had enough data to forecast when specific components might need to be replaced, allowing for more accurate budgeting and maintenance planning.

Collaborative Insight

The Meerkat CBM system, implemented by Fletcher Moorland, showed the importance of collaboration. Matt Fletcher pointed out that while CBM alone didn’t prevent asset failures, it provided valuable data that allowed engineers to make informed decisions and avoid downtime. He said that the system helped identify at-risk components, plan replacements, and continuously review asset health.

Turck Banner played a key role in refining the Scalpel’s CBM strategy. Daniel Mayes emphasised that the engineering expertise from both Fletcher Moorland and Turck Banner was essential. They helped interpret early data and tailored the maintenance schedules to meet the Scalpel’s needs. He mentioned that it was about more than just technology; it was about hands-on support that guided the team in maintaining their assets effectively.

Real-time alerts and trend analysis

A key benefit of CBM lay in its real-time feedback. The Meerkat system, installed throughout the building, uses a traffic light alert system to indicate issues by severity. Rich Urwin from Fletcher Moorland likened it to having a “check engine light” for each asset. The system alerted the team to potential issues before they became critical, allowing for better planning and fewer emergency callouts.

From a practical standpoint, this visibility reduced the need for emergency repairs, enabling the engineering team to balance workloads and conserve resources. John Dennis explained that the system allowed his team to plan maintenance in advance rather than scramble to address issues after a breakdown. With CBM, they were notified of problems immediately, giving them the luxury of scheduling repairs and parts orders.

Additionally, the remote access capabilities allowed both CBRE and Fletcher Moorland to monitor assets from anywhere. Tony Coghlan mentioned that with everything integrated into a single dashboard, engineers had better control over asset health, whether they were reviewing trending data or receiving real-time alerts.

A vision for the future

The Scalpel’s experience underscored CBM’s potential to redefine building maintenance. John Dennis saw data-driven maintenance as the future of building management. He explained that CBM helped reduce waste and extend asset lifecycles, aligning with sustainability objectives.

Coghlan also viewed CBM as part of a broader trend toward smarter building management. He stated that the industry is evolving, and predictive, proactive maintenance is essential for responsible and efficient facilities management. With systems like Meerkat, he felt the Scalpel team was well-equipped to meet their sustainability and operational goals.

A data-driven legacy

For the Scalpel, condition-based monitoring proved transformative, creating a streamlined facilities management model that prioritised efficiency, cost savings, and proactive maintenance. By catching issues early, enabling precise budgeting, and reducing emergency repairs, CBRE and its partners created a robust, data-centred approach that set an industry standard. The project also showcases the power of predictive maintenance and what proactive, data-driven facilities management can achieve.

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