Papyrus Spring 2012

1. I N T E R N AT I O N A L A S S O C I AT I O N O F M U S E U M F A C I L I T Y A D M I N I S T R AT O R S
PAPYRUS VOL. 13, NO. 1 SPRING 2012
Lean Leadership at the Green Versus Sustainable
Smithsonian Institution
Annual European Meeting Protecting the Historic
Schedule for the of IAMFA Members Thomas Jefferson Building
Mid-Atlantic IAMFA Assemblée Européenne from the Footsteps
Conference des Membres IAMFA of Time

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3. Contents
Letter from the Editor . . . . . . . . . . . . . . . . . . . . . . . . . 2 Green vs. Sustainable . . . . . . . . . . . . . . . . . . . . . . . . . 18
Message from the President . . . . . . . . . . . . . . . . . . . . 3 2012 IAMFA Conference Schedule . . . . . . . . . . . . . . . 22
The Delaware Art Museum Celebrates Its Smart Chilled Water at the National
100th Anniversary . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Portrait Gallery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Hagley Museum and Library . . . . . . . . . . . . . . . . . . . . 6 Renovating the Baltimore Museum of Art . . . . . . . . . 29
Architect of the Capitol Begins Conservation 2012 IAMFA Annual European Meeting . . . . . . . . . . 32
of Statue of Freedom. . . . . . . . . . . . . . . . . . . . . . . . . . 9
Regional Updates and Member News . . . . . . . . . . . . 37
Protecting the Historic Thomas Jefferson
Building from the Footsteps of Time . . . . . . . . . . . . . 10 Regional News . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Benchmarking: Are We Still Relevant? . . . . . . . . . . . 14 IAMFA Members—Organizations . . . . . . . . . . . . . . . . 40
Lean Leadership in Facility Management . . . . . . . . . . 16 Index of Papyrus Technical and Historical Articles . . . 42
Cover photo: This Japanese cut-leaf maple, Acer palmatum var. dissectum greets visitors in the garden at Winterthur. A tree for all seasons, the finely cut
leaves emerge in a bronzy tone in spring, fade to green in the summer, and turn vibrant orange in late fall. This tree’s artistic form is best
highlighted when backlit by the sun or enveloped in a winter snow.
IAMFA BOARD OF DIRECTORS MEMBER REGIONS
President Secretary Atlanta, U.S.A. — Kevin Streiter, Ottawa-Gatineau, Canada —
John de Lucy Patricia Morgan High Museum of Art Marc Chretien,
The British Library (Retired) Auckland Art Gallery Toi o Tamaki
¯ kevin.streiter@woodruffcenter.org Canadian Museum of Nature
mchretien@mus-nature.ca
London, United Kingdom Auckland, New Zealand Australia — Ray McMaster
john.delucy@btinternet.com patricia.morgan@ rmc.master@bigpond.com Philadelphia, USA — John Castle,
aucklandcouncil.govt.nz Winterthur Museum & Garden
V.P., Administration Chicago, USA — William Caddick, jcastle@winterthur.org
Randy Murphy Assistant Secretary/Editor Art Institute of Chicago
Los Angeles County Museum of Art Joseph E. May Northern California, USA —
wcaddick@artic.edu Joe Brennan,
Los Angeles, CA, USA Sustainability Engineer San Francisco Museum of Modern Art
RMurphy@lacma.org Los Angeles, CA, USA Los Angeles, USA — Randy Murphy,
jbrennan@sfmoma.org
joemay001@hotmail.com Los Angeles County Museum of Art
V.P., Regional Affairs and 2012 rmurphy@lacma.org United Kingdom — Jack Plumb,
Conference Chair 2013 Conference Chair National Library of Scotland
John Castle Nancy Bechtol New England, USA — j.plumb@nls.uk
Winterthur Museum, Smithsonian Institution John H. Lannon,
Boston Athenaeum Washington/Baltimore, USA —
Garden and Library Washington, DC, USA Maurice Evans,
lannon@bostonathenaeum.org
Winterthur, DE, USA bechtna@si.edu Smithsonian Institution
jcastle@winterthur.org New York, USA — Mark Demairo, evansma@si.edu
Neue Galerie
Treasurer For more information on becomming
For additional markdemairo@neuegalerie.org
Alan Dirican a member of the International
Baltimore Museum of Art contact information,
New Zealand — Patricia Morgan, Association of Museum Facility
Baltimore, MD, USA please visit our website at Auckland Art Gallery Administrators, please visit
adirican@artbma.org www.iamfa.org patricia.morgan@aucklandcity.govt.nz www.iamfa.org
IAMFA/ Papyrus Kevin Dunn Design and Layout Statements of fact and opinion
Vol. 13, Number 1 Rebecca T. Ellis Phredd Grafix are made on the responsibility of
Spring 2012 authors alone and do not imply an
Maurice Evans Editing opinion on the part of the editors,
Editor Neal Graham Artistic License officers, or members of IAMFA. The
Joe May Molly Keresztury editors of IAMFA Papyrus reserve the
Joe May Printed in the U.S.A. by right to accept or to reject any Article
Correspondents Christopher Miles Knight Printing or advertisement submitted for
publication.
Joe Brennan Jack Plumb
ISSN 1682-5241 While we have made every attempt to
Bruce Canter Gregory H. Simmons
ensure that reproduction rights have
John Castle C.L. Taylor been acquired for the illustrations
Judie Cooper Allan Tyrrell used in this newsletter, please let
John de Lucy Stacey Wittig us know if we have inadvertently
Michael Downs Stephanie Wurtzel overlooked your copyright, and
we will rectify the matter in a
future issue.
Past issues of Papyrus can be found on IAMFA's website: www.IAMFA.org

4. Letter from the Editor
Joe May
Editor, Papyrus
Greetings from Los Angeles! now with 301 members from 28 coun- sonian. Everyone has been under pres-
tries. We want the LinkedIn Group to sure to get “Lean” in recent times, and
H
aving recently returned from
IAMFA’s mid-year Board meet- be an effective way for IAMFA members Stephanie and Judie have some great
ing in Philadelphia, I can report to communicate with one another be- advice to offer. You will also find the
that the Board had very good meetings tween conferences, and we also hope article “Green vs. Sustainable”, written
every day, and that the organization is that discussions within the LinkedIn by Rebecca Ellis. If you have been a
thriving both fiscally, and in our efforts Group will encourage those who are not member of IAMFA for several years,
to standardize our operating policies yet members of IAMFA to take a closer you may remember Rebecca’s presen-
and processes. I feel that we are stronger look at our organization. If you haven’t tation at the Getty Villa in 2006 on the
as an organization than at any time already done so, please join the Group topic of Retro-Commissioning. Rebecca
since my joining the board in 2005. and get involved in the discussions. advised the Getty when we set out to
Please make sure you read the message I might also add that each member achieve LEED Certification back in
from our President in this issue; we owe of the LinkedIn Group has the option 2005, and she is tops in her field!
John de Lucy so much for his leader- to invite colleagues to join the Group, In this issue, you’ll also read about
ship and guidance during his four so if you know anyone you believe “Smart Chilled Water” at the National
years as our President. could benefit from getting to know Portrait Gallery in London by Allan
During the mid-year Board meeting, IAMFA, please feel free to visit the Tyrrell and Kevin Dunn. Stacey Wittig
we visited all of the venues for IAMFA’s Group, and select the “share group” writes about “Benchmarking: Are we
2012 Mid-Atlantic Conference, and met option at the top. The rest is simple. still Relevant?”, and I think we all
many of their leaders. As I believe all Ultimately, we want those who can know that benchmarking is one of
of our members and guests have grown benefit from membership in IAMFA the best ways to learn from others how
to anticipate, you will experience a to learn about us. Most of all, however, to improve our operations. IAMFA’s
spectacular Conference this year on we want IAMFA members to have a Annual Benchmarking Exercise con-
September 16–19. forum in which to discuss situations tinues to be a cornerstone of the
Our home during the Conference they may have at work, allowing them IAMFA organization.
will be the Philadelphia Ritz-Carlton, to benefit from the collective knowledge In addition, you’ll read about the
and you are right in anticipating that of IAMFA’s members. Hagley Museum and the Delaware Art
you will love this hotel. I can also verify In this issue of Papyrus, you’ll find Museum, both of which are venues for
the rumor that there is Happy Hour a variety of articles, including one this year’s conference. When you attend
everyday from 5:00 to 7:00 p.m. in the called “Protecting the Historic Thomas the conference, you can expect to have
hotel’s spectacular atrium dome, and I Jefferson Building from the Footsteps a “BLAST”. You’ll have to attend to
predict this will become a very popular of Time”. If you recall, this is where we find out what I mean!
meeting place at the end of the day, had our gala dinner during the 2009 There’s more as well in this issue of
when we can all visit with both new Conference in Washington, D.C. I think Papyrus, including an article about the
attendees and old friends—and I might there are many IAMFA members who ambitious renovation project at the
add, they serve some nice wines at will benefit from the findings of this Baltimore Museum of Art, and a recap
happy hour for $5. study organized by the Architect of of the Annual European meeting of
We snapped lots of pictures during the Capitol (AOC). IAMFA members, held recently in Paris.
the board visit, and you will find a col- You will also read about plans by the I hope you enjoy this issue. Thank you
lage of these pictures in this issue of AOC to restore the Statue of Freedom so much to everyone who contributed
Papyrus. You will also see the schedule in Washington, D.C. You will find an articles—and especially to our spon-
for the Conference in the centerfold. article about “Lean Leadership in sors who have helped make it possible
I can also report that IAMFA’s Facility Management” from Stephanie for IAMFA to grow and thrive now for
LinkedIn Group continues to grow, Wurtzel and Judie Cooper at the Smith- more than twenty years.
2 PAPYRUS SPRING 2012

5. Message from the President
John de Lucy
President, IAMFA
I
have served on the IAMFA board for all producing a profit, which helps to your hotel room at the conference
nearly six years, four of which have keep membership and conference fees hotel, the Ritz-Carlton, where John
been as your President, following my low. Thanks to significant hard work Castle has secured an exceptional deal
election at the London 2008 confer- from our Treasurer Alan—despite for us, at less than half the normal price.
ence. I have thoroughly enjoyed my his large refurbishment project at I know that many of you are going
term—especially working with such a the Baltimore Art Museum—we are through tough financial times, but do
good team on the Board, to whom I in a sound financial position, and he please try and persuade your bosses
give many thanks and good wishes for has also reviewed our “not-for-profit” that you can learn a great deal from
the future. legal status. your peers around the world by attend-
As I have retired from the British As you have seen and read, Joe May ing the Conference, which will in turn
Library, it seems appropriate that I has transformed Papyrus over this same lead to savings in your organisation.
step down at the end of this second period. In addition, both Joe and Randy Don’t forget: one way of demonstrating
two-year term, which will be during the have reviewed and substantially updated improvements to your CEO is to join
September conference in Philadelphia. our processes and procedures, and the Benchmarking Group and if not a
This will create a vacancy to be filled— hopefully you will soon see their major member already, you can pay to attend
hopefully from the existing Board— improvements to the web site. Our excel- this one-day meeting on the Sunday of
which will in turn create another vacancy. lent benchmarking process also con- the Conference, which will show you
The VP Administration role, carried tinues to improve and grow, bringing how you can benefit your organisation.
out superbly by Randy Murphy, also enormous benefits to members. The Benchmarking data, which follows
comes up for election this year. Randy I would like to express my apprecia- trends over many years, has proven
will run the electronic voting system tion as well to previous President, Guy extremely valuable to many of us who
to ensure we have voted for new Laroque, who has been a great mentor use it regularly. Not only are we able to
Board members by the time of the to me, and has contributed significantly demonstrate the trends within our our
September Conference. to the Board over the past four years. own organisations, but we can also com-
As you know, IAMFA is run by an all- John Castle, VP Regional Affairs, pare ourselves with other similar cultural
volunteer board, and we need members is our conference host this year in organisations over many diciplines
to offer to help run the organisation, so Delaware and Philadelphia, and has and skills.
please let Randy know before the end put together an inspiring and educa- I am confident that you will find the
of May if you are willing to serve on the tional programme. Members and their Conference programme justification
Board in any of the available positions, guests are certain to learn a great deal enough to persuade your organisa-
so that he can plan the electronic from local facilities managers on issues tions to send you to join us this year,
voting process. they have had with their projects and and you will be able to demonstrate
Many thanks to Pat Morgan for step- maintenance requirements, while also that good and innovative Facilities
ping in to be Secretary for the Board enjoying an opportunity to view their Management can definitely contribute
following her successful Auckland amazing collections. All our hosts will to organisational success.
conference. This helps relieve Joe May have major refurbishments or newly I am looking forward to seeing
from a double role as Secretary and built museums to show us, and it will be you all again in September—make
editor of Papyrus, allowing him to focus just as important to learn what not to do, sure you are there!
on our excellent magazine. as to learn what they have done well.
Over the past six years, IAMFA has Do make sure to sign up for the
had consistently successful conferences, Conference now, and especially book
PAPYRUS SPRING 2012 3

6. The Delaware Art Museum Celebrates
Its 100th Anniversary
By Bruce Canter and Molly Keresztury
T
he Delaware Art Museum was founded in 1912 to the Bancroft Collection. As a testament to both the dedica-
honor the life and house the work of world-famous tion and generosity of the Society and its community sup-
Wilmington illustrator Howard Pyle, who passed away porters, $350,000 was raised during the Great Depression
unexpectedly in November 1911. During its first 100 years, for museum construction and its endowment. In June 1938,
the Museum has undergone many changes, both in its art the newly named Delaware Art Center opened to the public
holdings and in the physical plant required to safely house with galleries devoted to the British Pre-Raphaelites,
its collections. Howard Pyle and his students, and a growing collection
The Museum originally had no gallery space of its own, of American art.
and its works were housed in locations around the City of With its core collections now established, the Center
Wilmington. The Museum has now grown to fill 11 acres and declared a more ambitious mission: to collect, preserve,
80,000 square feet in a beautiful building on Wilmington’s and interpret fine arts for the benefit of the public; and to
historic Kentmere Parkway. Throughout the past century, its become a leading arts center for the region. A number of
permanent collections have also expanded beyond Howard groups occupied its spaces, held meetings, and participated
Pyle to include work by other American illustrators, the world’s in the Center’s programs and studio art classes. Thanks to
largest collection of British Pre-Raphaelite art outside the a generous donation from H. Fletcher Brown, the Center
United Kingdom, a prominent collection of work by American constructed studio art spaces and classrooms to expand
artist John Sloan, and works by American masters such as their educational programming and community outreach.
Winslow Homer, Edward Hopper, and Thomas Eakins. The new education wing opened in 1956.
The Museum currently houses 12,000 objects in its perma- During the 1950s and 1960s, the Delaware Art Center’s
nent collection, and its campus includes a sprawling nine- collections continued to grow in size and influence, attract-
acre sculpture park, four studio art classrooms, a 168-seat ing the attention of Helen Farr Sloan, widow of premier
auditorium, two executive meeting rooms, a café and a American artist John Sloan. Mrs. Sloan eventually donated
gift shop. over 5,000 works of art to the Center, including the preemi-
During its first 20 years, the Museum—originally called nent collection of her late husband’s oeuvre and archive,
the Wilmington Society of the Fine Arts—held exhibitions making the Delaware Art Center the leading repository for
in private homes, in the newly constructed Hotel du Pont, the study of John Sloan.
and in the Wilmington Public Library. In 1935, the family of In 1972, the Center was one of the first institutions of its
Samuel Bancroft—a wealthy textile industrialist—donated size to be awarded accreditation by the American Association
Mr. Bancroft’s rare collection of British Pre-Raphaelite art of Museums. Shortly after achieving accreditation, the
and 11 acres of rolling countryside near Kentmere Parkway Delaware Art Center was renamed the Delaware Art Museum,
with the proviso that a museum be built on the site to house to reflect the growing strength of its collections, programs,
The Delaware Art Museum’s original building under construction, The Delaware Art Museum expands to add studio art space, 1957.
1938.
4 PAPYRUS SPRING 2012

7. and constituency. It was clear that the Center had evolved With its increasing presence throughout the state
into an institution of national and international importance. and the region, the Delaware Art Museum continues to
In more recent years, two major expansions of the strengthen both its collections and its commitment to the
Museum were undertaken to accommodate the ever- community. From November 2011 through December 2013,
growing collections, exhibitions, and programs. In 1987, the Delaware Art Museum is celebrating its Centennial
the Museum opened the 20,000-square-foot Pamela and with a variety of special exhibitions and community events,
Lammot duPont Copeland Wing. This much-needed addi- as well as an ambitious $10-million fundraising campaign.
tion doubled the exhibition space and saw the dedication The Museum’s charge in the coming millennium is to
of an expanded library named in honor of Helen Farr Sloan. continue its mission as an essential resource for all, and to
The following year, the Museum won the prestigious advocate for the rightful place of art in strengthening our
Delaware Governor’s Award for the Arts, in honor of its society. As the collections continue to grow, and its exhibi-
contributions to the civic and artistic life of the community. tions and programs continue to unfold, the Delaware Art
With the arrival of the twenty-first century, the Museum Museum remains committed to the ever-more relevant and
began expanding its collections again, this time with a powerful vision of its thoughtful founders of a century ago:
focus on contemporary works from masters such as Robert to connect the community through and with art.
Motherwell, George Segal, and Jim Dine. In the early 2000s, The Delaware Art Museum is pleased to co-host the
the Museum began planning another expansion to house International Association of Museum Facility Administrators
its collections, exhibitions, and programs. The newly recon- in September 2012. We look forward to introducing our
figured Delaware Art Museum, designed by Boston-based stunning collections and outstanding building to facility
Ann Beha Architects, opened in 2005. It featured not only administrators from around the world, while hosting the
new galleries, but the nine-acre Copeland Sculpture Garden IAMFA annual general meeting. Learn more about the
—the first in the region—which also houses a popular Delaware Art Museum at www.delart.org.
labyrinth for outdoor contemplation.
Bruce Canter is Director of Operations at the Delaware Art
Museum in Wilmington, Delaware, and Molly Keresztury is
Manager of Marketing and Public Relations.
The Delaware Art Museum undergoes a renovation, 1987.
The Delaware Art Museum’s front entrance, 2011.
The Delaware Art Museum undergoes expansion and renovation, The Museum’s back entrance, 2011.
2005.
PAPYRUS SPRING 2012 5

8. Hagley Museum and Library
By Michael Downs
W
hen you visit Hagley Museum workers’ community has been restored. library as the Longwood Library in
and Library, it quickly be- A visit to the Gibbons House there 1953. Eight years later, the Library was
comes evident how unique reveals the lifestyle of a powder-yard merged with the Hagley Museum and
this institution really is. Hagley is sit- foreman’s family, including the foods transferred to the site of the original
uated along a mile and a half of the they ate, and the furniture and con- DuPont Company powder works. Its
Brandywine River, on a property encom- veniences they acquired. The school early collections document industria-
passing more than 235 acres. Those attended by workers’ children is nearby, lization in the United States, with a
attending the 2012 IAMFA Annual with lesson demonstrations that show particular focus on the Mid-Atlantic
Conference will experience this how children were taught before there region: home to many leading national
remarkable facility firsthand. was a public school in the area. firms in the nineteenth and early
Hagley Museum is where the story At the base of Workers’ Hill, a twentieth centuries.
of the du Pont family and their company restored machine shop from the 1880s The Library’s current holdings com-
begins. The Museum features the orig- offers an exciting picture of change in prise 37,000 linear feet in the Manu-
inal du Pont black-powder mills, family the workplace. The din of whirring belts scripts and Archives Department, two
estate, and gardens. Visitors can explore and grinding metal replaced the quiet, million items in the Pictorial Collections
the du Pont family home, built in 1803. painstaking hand-tooling of earlier Department, and 280,000 printed vol-
The Georgian-style residence reflects the artisans. Volunteer demonstrators umes in the Imprints Department. The
tastes of the five generations of du Ponts explain the machines in operation. Digital Archives Department has more
who lived there. Empire, Federal, and The powder yard offers an in-depth than 220,000 items, and has also created
Victorian furniture is highlighted in look at the making of DuPont’s orig- several state-of-the-art interactive digital
various room settings. Located in front inal product, black powder. At the exhibits. Future digital projects are
of the du Pont home is a restored Eagle Roll Mill, a guide provides a
nineteenth-century garden, French particularly dramatic demonstration
in design, reflecting E.I. du Pont’s as the energy of the river’s falling
love of botany and gardening. water turns the two eight-ton iron
Hagley also tells the story of the wheels that mix the powder’s sulfur,
people who worked for the DuPont saltpeter and charcoal.
Company in the nineteenth century— Hagley’s Library houses a major
how they lived, and how their lifestyles research collection of manuscripts
changed over the course of a century and archives, photographs, pamphlets,
which introduced new machinery and books documenting the history
and new production methods to the of American business and technology.
workplace. On Workers’ Hill, a typical Pierre S. du Pont founded the research Hagley Library.
Birkenhead Powder Mill on the Brandywine River. The du Pont family home and garden.
6 PAPYRUS SPRING 2012

9. focused on creating infrastructure for Your tour will include a visit to the collections storage building, shared by
the long-term (50+ years) storage of original powder-yard site, where you the Museum and Library.
digital records. can observe the process used to blend
As a member of the Independent the three components of gunpowder. Library Systems Upgrades
Research Libraries Association, the The process effectively harnesses the
The Library celebrated its 50th anni-
Library serves scholars from this river’s water power, and uses it to power
versary in 2011. Two major improve-
country and abroad. The Library sixteen tons of iron. A demonstration
ments were recently made to the infra-
includes the Center for the History of an early powder-tester will show
structure. The first was installation
of Business, Technology, and Society, how the du Pont salesmen proved that
of an ECARO-25® Clean Agent Fire
which coordinates Hagley’s interac- their powder was superior to others.
Suppression System in the library stacks.
tions with the world of scholarship A tour of our 1886 machine shop will
Fike’s ECARO-25 system requires 20 per-
in the fields of American economic, allow you to see where powder-yard
cent less clean agent per cubic foot/
business, and technological history. A operators manufactured their own
meter than HFC-227 or FM-200® fire-
scholars-in-residence program, com- machine parts.
suppression systems, and an incredible
petitive fellowships, seminars, and his-
savings in clean agent over FK-5-1-12
torical conferences make the Center Collections Storage —resulting in significant cost benefits.
the intellectual heart of Hagley.
Our collections storage building was
Since the site was at one time the
constructed in 1948 to hold the DuPont
largest gunpowder manufacturer in
Company’s corporate records. Hagley
the world, we will be starting off your
acquired the 30,000-square-foot build-
visit to our site with a BANG!!
ing from the DuPont Company in 1994.
The tours you will take when visiting
A project in 1996–1997 built a temper-
Hagley will include three locations:
ature- and humidity-controlled space
exterior projects, the collection storage
with limited storage (3,000 sq. ft.) for
facility, and the Library with its two
some of the Library’s collections.
major system upgrades.
The rest of the building sat under-
utilized until a 2007 refurbishment of
Exterior the entire building. The addition of a
On the outdoor tour, we will be giving rooftop desiccant-wheel system, brough
a presentation of the restoration work humidity under control. A separate unit
done on one of our historical dams. provides chilled water for the centra-
The photograph below shows the lized HVAC, which maintains temper-
deteriorated condition of one of ature in the various rooms. Tours of this
our four dams. area will show you the newly installed
Following an unprecedented five ventilated room used by conservation
summer flood events at Hagley, the staff. The 10¢ ¥ 16¢ room is normally
newly installed concrete face of the used as a spray booth, and was manu-
dam saw the wooden wear face finally factured by Global Finishing Solutions. The ECARO-25 Clean Agent Fire
completed. The tour will continue through our Suppression System.
Dam spillway face in need of repairs. Newly installed wooden dam face.
PAPYRUS SPRING 2012 7

10. The system installation provided its from 20 to 100 percent, thus allowing other departments within Hagley. We
own unique set of problems related to greater efficiency and cost savings. Since provide all logistical support for all of
working in an area that contains col- we could not have any interruption in the institution’s special events. Hagley
lections items. These included collec- hot water supply for the building, the puts on two major fireworks shows each
tions security, fabricating and installing installation was done in two stages. year in June, as well as an antique car
both piping and detection systems, Once installation was completed, show in September that features over
testing the space for containment of the boilers’ performance did indeed 550 participating cars.
a certain percentage of FM-25, inte- live up to their ninety-four percent
gration of the previous detection system combustion-efficiency rating. It was Michael Downs is Director of Facilities at
with the new system, and installing nice to get a call from our business the Hagley Museum and Library, and can
be reached at mdowns@hagley.org
smoke dampers and fan controls for office asking what we had done to
the HVAC system. make such a noticeable change in
Each of the aisles needed to be our natural-gas consumption.
piped, so that if the FM-25 discharges, The above are just a few of the larger
each aisle has the proper concentration upgrades that we have recently made.
of gas for fire suppression. As you can imagine, having a site that
The boilers that supply hot water for has more than 60 buildings that vary
the Library’s HVAC conditioning systems in historical significance, size and
were recently replaced. We had two condition provides many interesting
1-million-BTU boilers that were 20 years challenges.
old and needed some reconditioning, The Service Division is comprised
just to keep them going. of 30 people who are grouped by their
We decided to replace the old units job responsibility: Administration,
Old Boiler to be replaced.
with four Weil McLain high-efficiency Building Maintenance, Grounds and
boilers. Two boilers are rated for Residence Garden group. The Division
750 BTUs; the other two are rated at is responsible for providing all build-
550 BTUs. Each boiler would be staged ing and grounds maintenance and
in order to meet varying demands on repairs, along with miscellaneous main-
the system. They are able to modulate tenance and service requests from
New boiler with water storage tank.
Smoke damper installation. Discharge piping aimed toward aisles. New Weil-McLain boilers.
Become a Member of IAMFA
For more information on becoming a member of the
International Association of Museum Facility Administrators, please visit
WWW.IAMFA.ORG
8 PAPYRUS SPRING 2012

11. Architect of the Capitol Begins
Conservation of Statue of Freedom
O
n April 2, 2012, the Architect of the Capitol began Dome restoration project, see the Winter 2011–2012 issue
regular cleaning, maintenance, and restoration of Papyrus, also available online.) A scaffold will be erected
of the Statue of Freedom atop the Capitol Dome. to provide access to the Statue. Because of this overhead
“Our mission is to protect and preserve the awe-inspiring work, Capitol Dome tours were suspended from April 2
facilities and works of art entrusted to our care, and the through May 13, 2012.
Statue of Freedom is one of the most visible, symbolic, and This maintenance and conservation involved washing
treasured pieces of art in the Capitol collection. We’re going the Statue, inspecting and documenting the condition of
to make sure that she continues to inspire all who see her for its interior and exterior surfaces, per forming repairs as
generations to come by undertaking this important restora- necessary, replacing the caulking or epoxy fills as required,
tion work,” said Architect of the Capitol Stephen T. Ayers, sharpening the lightning points, and reapplying a protective
FAIA, LEED AP. coating. The Architect of the Capitol also will inspect and
This work was coordinated to be completed at the same repair the Statue’s cast iron pedestal.
time as the ongoing Dome skirt restoration project, to reduce All work on the Statue of Freedom was scheduled for
any impact on Congressional operations. (For more on the completion by mid-May 2012.
Delivering extraordinary
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PAPYRUS SPRING 2012 9

12. Protecting the Historic Thomas Jefferson
Building from the Footsteps of Time
By Gregory H. Simmons and Christopher Miles
T
he Architect of the Capitol (AOC)
and the Library of Congress
(LOC) both serve Congress, and
not only have long, rich histories of
their own, but also have histories that
are intertwined. The AOC can trace its
roots to the laying of the cornerstone
for the U.S. Capitol in 1793. The LOC
was established by an act of Congress
in 1800 and, until 1897, was housed
in the Capitol Building. The AOC is
charged with the care and maintenance
of all Congressional facilities, including
several buildings housing more than
151 million items—including books,
manuscripts, maps, films, and sound
recordings—which are cared for by the
Librarian of Congress. The Library
buildings that are most recognized are
situated on Capitol Hill just steps from
the Capitol Building. These are the
Thomas Jefferson Building, the John
Adams Building, and the James Madison
Memorial Building.
The AOC and LOC also have related
missions that are designed to preserve
America’s heritage for future genera-
tions. In addition, these organizations
are led by two men who are passionate
about the preservation of irreplaceable
treasures. Because of this—following the
opening of the Capitol Visitor Center
and the LOC’s new Visitors Experi- The Great Hall of the Thomas Jefferson Building, Library of Congress.
ence in December 2008—Architect
of the Capitol, Stephen T. Ayers, FAIA, was transferred to the Army Corps To address these issues, Ayers
LEED AP, and Librarian of Congress, of Engineers in 1892, the work was commissioned a floor-wear study that
Dr. James H. Billington, became con- directed by Edward Pearce Casey, who looked at visitor traffic from June 2009
cerned about the impact of increased orchestrated a legion of artists and to January 2010. The study was con-
foot traffic on the architectural flooring sculptors to decorate the inside and ducted by ENTECH Engineering, an
of the Thomas Jefferson Building. outside of the building. engineering firm with extensive expe-
The Jefferson Building—named for The Library of Congress estimates rience assessing facility conditions;
former President Thomas Jefferson— that it welcomes approximately 3,000 John Milner Associates (JMA), spe-
was completed in 1897. After the Capitol visitors per day. In addition to concerns cialists in architectural preservation;
was set on fire in 1814 by the British, about the potential impact of increased and Direct Dimensions, a company
destroying the contents of its small foot traffic on floor wear, there was with expertise in laser scanning for
library, Jefferson offered his personal also concern regarding public safety, dimensional analysis.
library as a replacement. The Building due to an increase in the number of The study analyzed the materials
was designed by architects Paul Pelz and falls reported on the marble stairwells used to construct the floor, bench-
John Smithmeyer. After construction surrounding the Great Hall. marked floor wear, reviewed floor care
10 PAPYRUS SPRING 2012

13. Study Approach mine the amount of wear to specific
The consultants approached the study areas over specific time periods.
by identifying all of the floor materials The LDI/FARO scanner logged
and benchmarking existing floor wear detailed information about the stairs’
with lasers to gauge the level of wear dimensions, and included fine-scale
on each tread and each portion of the measurement of tread wear that iden-
floor. They also interviewed AOC and tified patterns. The accuracy of the scans
LOC staff who are responsible for floor was .006¢¢ over a seven-foot length.
care, to evaluate what impact their The SURPHASER scanner captured
efforts might have on the floors, and larger scale data and images over wider
to determine the procedures currently floor areas. Accuracy was .01¢¢ over a
used to maintain the floors. 45-foot length.
It was discovered that 16 types of To further understand why damage
stone were used to construct the floors was occurring, and to provide recom-
and stairs of the Jefferson Building. Dif- mended procedures to minimize future
ferences in material density and com- deterioration, JMA interviewed staff
pressive strength are known properties within the LOC’s and AOC’s operating
that affect the wear of the material. divisions. At the LOC, JMA talked with
Materials with higher density and the Visitors Services Division, which pro-
compressive strength are more resis- vides tours to visitors; Public Programs,
Marble staircase in the Great Hall. tant to wear. The materials used in the which coordinates special events; the
Jefferson Building have compressive Interpretive Programs Office, which
procedures, and provided recommen- strengths that range from 11,000 pounds designs exhibit displays and exhibit
dations to mitigate future wear. The per square inch (psi) to 25,000 psi. layouts; Security, which is responsible
study also focused on the mosaic and The consultants benchmarked floor for screening visitors; and the Custodial
marble floors in three areas of the wear using two types of laser scanners. Service Vendor, which is responsible
historic Jefferson Building: the West The scans determined the amount of for floor cleaning. In addition to inter-
Main Pavilion; the exhibit and meeting accumulated wear on the floors and stairs viewing LOC staff, JMA interviewed
rooms adjacent to the ground, first, since the building opened 113 years members of the AOC’s Facility Main-
and second floors; and the marble ago. This baseline data is being used to tenance and Construction Divisions.
stairs to and from the ground, first, provide a functional benchmark that JMA then compared current floor-
second, and gallery levels. can be repeated at set intervals to deter- protection procedures used by the
Marble Chart for Floors in the Thomas Jefferson Building
Compressive
Name Type Origin Color Grain Strength
Champlain Jasper Limestone Vermont Red Fine 25,000 psi
Champlain Lyonnaise Limestone Vermont Red Fine 25,000 psi
Dark West Rutland Blue Marble Vermont Dark Blue Fine 13,864 psi
Light Vermont Blue Marble Vermont Light Blue Fine 13,864 psi
Sutherland Falls Marble Vermont White to Gray Fine 13,864 psi
Dark Florentine Marble Vermont Blue Fine 13,864 psi
Dark Hawkins County Marble Tennessee Brown Medium to Coarse 18,000 psi
Creole Marble Georgia Dark Blue/ Coarse 13,000 psi
Black and White
Serpentine Mineral Varies Green Coarse to Medium 11,590 psi
Red Griotte Limestone France Red Fine 15,809 psi
Red Verona Limestone Italy Red Fine 15,809 psi
Siena Marble Italy Yellow Medium to Fine 25,354 psi
Carrara Marble Italy White Medium to Fine 18,258 psi
Belgian Black Limestone Italy Black Fine 18,129 psi
PAPYRUS SPRING 2012 11

14. various groups to procedures used by acceptable limit of three-eighths of Every department in the LOC, and
maintenance personnel and contractors an inch. every AOC maintenance shop, uses
in other Congressional buildings, includ- A safety concern would arise, how- various carts to transport materials.
ing the U.S. Capitol, the Capitol Visitor ever, if a visitor travelled sideways across The average cart casters are often too
Center, the House Office Buildings, a step; therefore, visitors were reminded hard and can contain grit. To reduce
and the Senate Office Buildings. to travel adjacent to a handrail at all wear and tear on the floors, it was
times when climbing and descending recommended that all cart casters be
Findings the stairs. When the study was com- replaced with extra-soft rubber wheels.
pleted, it revealed that there were wide In addition, it was advised that the carts
The area with the most wear was the
variations of floor care within Congres- be rolled over the walk-off mats prior to
interior ground floor entrance, with
sional buildings; however, all agreed entering architecturally sensitive spaces.
more than one-quarter inch of wear.
that there are four critical stages of The final suggestion was to consider
This entrance is heavily used by facility
floor care. changing pedestrian traffic flow peri-
support staff. In addition, there is
These are: odically to balance wear patterns over
selective erosion where the body of
the marble is wearing faster than the (1) Preventive: control dust, dirt, time. For example, the Interpretive
veins and inclusions in the marble. and grit. Programs Office staff could set up
The marble stairs show the most (2) Routine: apply floor protection temporary exhibits such that traffic
wear, with some stair treads worn down regularly. patterns will wear floor areas more
more than one-half inch from the orig- evenly. The Security and Emergency
(3) Periodic: provide extra attention
inal surface level. The stairs most used Preparedness staff could change the
to areas of increased traffic.
by visitors are the two from the ground entrances and exits to the buildings to
(4) Restorative: strip, recoat, and balance the wear in more critical areas.
floor to the first floor, followed by the
hone floors when required.
stairs to the Minerva mosaic, which go
from the second floor to the gallery level
Summary of Implementation
to overlook the Main Reading Room. In 2011, an expert team of AOC and
It is interesting to note that there is Recommendations
LOC employees was assembled to
more wear when people travel up the Because grit is the prime wear factor
implement the report’s recommenda-
stairs than when they travel down. Stair for the floors, most floor cleaning in
tions. The team developed a spread-
erosion is consistent in traffic paths the Jefferson Building is concerned
sheet detailing every recommendation,
near handrails. The deviation from with reducing or eliminating grit. The
the specific action needed, the action
one step to the next was within the study recommended using walk-off
owner, and the anticipated timeline.
mats as the most effective means of
The team worked together to quickly
reducing grit. The American Institute
of Architects (AIA) recommends that, implement operational changes, such
to achieve 100 percent grit removal, as deploying walk-off mats in critical
a 25-foot mat is required. locations, and switching to special coat-
Another major cause of wear is ings and finishes. Other recommenda-
damage done by stanchions, furniture, tions that require more time or re-
and cart casters. Because stanchions sources are being monitored monthly
are a portable solution to control by the team and AOC and LOC senior
crowds and queuing, they are widely executives. As the recommendations
used in public buildings such as the are being implemented and monitored,
Side view of wear patterns on the marble Jefferson Building. One of the keys the full impact of the improvements
stairs. to their effectiveness is that they are will be captured when the floors and
heavy—typically 35 pounds each— steps are periodically remeasured.
thus making them difficult to move. Whether measuring the amount
As a result, staff would often drag them of floor wear or monitoring cleaning
across the floor, causing serious damage. procedures, the AOC and the LOC
One solution is to make stanchion continue to fulfill their missions to
dollies readily available to staff, in order preserve the historic buildings and
to help them move the stanchions. collections within their care for
Most special events require furni- generations to come.
ture such as tables and chairs that are
pushed across the floors. Damage may Gregory H. Simmons, P.E., CFM is Superin-
tendent for Library Buildings and Grounds,
be mitigated by using chairs composed
Architect of the Capitol. Christopher Miles,
of materials that are less likely to P.E. is Assistant Superintendent for Library
damage the floors as they are slid Buildings and Grounds, Architect of the
Wear patterns: up vs. down. out from the tables. Capitol.
12 PAPYRUS SPRING 2012

16. Benchmarking:
Are We Still Relevant?
By Stacey Wittig
B
enchmarking is a key part of Steering Committee meets monthly to our department to determine if we
continuous improvement and review recommendations for changes are cost-effective. IAMFA allows us
strategic planning. Many experts to survey questions. Through this pro- to benchmark against our peers, as
recommend that you benchmark pro- cess, new questions are added and opposed to general office buildings
cesses upfront, and measure perfor- questions that have lost value over the (BOMA).”
mance over the years. Others, however, years are scrapped. New questions were “I grab the benchmarking report
have asked, “Are we still relevant?” Is formulated this year to gather compost- several times a year to help answer
the data collected year after year still ing data, show variables in temperature questions about our budget requests
meaningful in today’s ever-changing and RH set points, and compare failure to headquarters,” says Gastright.
facility environment? rates of fire-suppression systems. “IAMFA Benchmarking allows the
To answer these questions, we “We use the data from IAMFA and Library to identify where it is on paral-
decided to ask IAMFA benchmarking other benchmarking reports to see lel with its peers, and where opportunity
participants. where we fall on the continuum of for continuous improvement exists. It
“I use the benchmarking informa- operational and maintenance spend- also helps us to identify trends under-
tion to compare and justify all sorts of ing,” says Kendra Gastright of the way in the cultural institution arena,”
facilities costs, as well as identify where Smithsonian Institute. “The IAMFA explains Charon Johnson of the Library
we can do better,” says Joyce Koker, benchmarking survey is truly useful, be- of Congress. Identifying trends is
Facilities Manager at the Harley- cause we are able to make comparisons important to IAMFA members, and
Davidson Museum. “Every year I with extremely like facilities.” that is why hot-topic discussions are
take the results for like-sized U.S. Tony Young, Vice-President of some of the most valued parts of the
museums and prepare a presentation Facilities Planning and Operations at Best Practices and Learning Workshop.
for my staff, colleagues and museum the Carnegie Museums of Pittsburgh,
leadership team.” agrees. “Our President and Board are
Current Facility Issues
“It is very important for the National frequently asking us to benchmark
Library of Scotland to be able to dem-
Discussed
onstrate that it receives value for money Young adds, “The benchmarking
in all its contracts—especially the FM session at the IAMFA conference is
contracts, which are some of the largest a wonderful opportunity to review
contracts the Library has. By partici- the benchmarking survey and openly
pating in the IAMFA Benchmarking discuss museum facility issues with
exercise, I think the Library can dem- peers.”
onstrate that it is meeting this require- “Whilst not treating benchmarking
ment,” notes Jack Plumb of the National statistics as a league table, by examining
Library of Scotland. these results one can see where further
IAMFA benchmarking is used to investment can be made to achieve an
measure performance, using specific improved performance. This is why it
indicators such as area maintained per is so important to attend the annual
FTE, cost per area cleaned, utility costs benchmarking workshop, where col-
per area, and trouble-call cycle time. leagues can explain how they achieved
The result is a metric of performance an improved performance,” says Plumb.
that helps FM administrators evaluate Guy Larocque of the Canadian
numerous aspects of their processes in Museum of Civilization concurs. “The
relation to others. annual Benchmarking Workshop is
the most useful exercise in networking
with other museum Facility Managers,
Peer Group Survey Patrick Jones from the Art Institute of Chicago
addresses benchmarking participants at to share information and come back
To ensure that the survey remains the Benchmarking Practices and Learning with valuable lessons that I may apply
relevant, the IAMFA Benchmarking Workshop in Auckland, New Zealand. to my organization.”
14 PAPYRUS SPRING 2012

17. “When I think of the IAMFA bench- “The survey report allows me to
marking process, I see an active peer compare our own building’s annual
group that is willing to share their operating and energy trends,” says
experiences to help others,” says Keith Larocque, who also co-managed
McClanahan of Facility Issues. “The the design and construction of the
benchmarking process helps identify Canadian War Museum. “And it facili-
who may have some of those ideas, but tates my search for other organizations
it is the group’s willingness to share that are top performers, which I may
that provides the value.” McClanahan then approach to better understand
heads Facility Issues, the benchmarking what practices that they follow in order
consultancy with which IAMFA partners to achieve their results.”
to facilitate the study. “The annual IAMFA benchmarking
reports have provided me with solid
Definitions and verifiable data to present to our
Museum’s senior management and to
To acquire meaningful data, definitions
our major funder, the Government of
must be set. Some the best banter at
Canada,” says Larocque. “[We] have
Steering Committee meetings happens
proven … that our buildings are being
when members try to agree on defi-
managed very cost-effectively and with
nitions based on jargon from three
operations running at optimal levels.”
continents. This year all reference to
“Senior management and the federal
“Custodial” changed to “Janitorial”
department responsible for museums
because in the U.K., “custodial” refers Marie-Pierre Marché from the Grand Palais
in Paris at the 2011 Benchmarking Practices ask for a copy of the benchmarking
to incarceration. Participants are
and Learning Workshop. report every year, as it serves as a base
asked to refer to the definitions that
of metrics in determining future bud-
are published online as they input
otherwise. This is especially relevant gets for operations and capital projects,”
their data.
when capital investments have been Larocque notes.
made to improve efficiency: that savings “In a nutshell,” he addes, “IAMFA
Importance of Benchmarking can be demonstrated,” says Plumb. benchmarking has been most bene-
Year after Year “This year will be our fourth year ficial to my organization over the past
“By participating in the IAMFA bench- participating, and the trend informa- twelve years.”
marking exercise on a regular basis, tion for our facility individually, as well
Stacey Wittig is the Marketing Director
the Library can measure whether as all participants as a whole, gets more for Facility Issues, located in Flagstaff,
changes made within the Library’s interesting and relevant every year,” Arizona. She can be reached at
operations have been successful or adds Koker. Stacey.wittig@facilityissues.com
Past issues of
Papyrus
can be found on
IAMFA's website
www.IAMFA.org
PAPYRUS SPRING 2012 15

18. Lean Leadership in Facility Management
By Stephanie Wurtzel and Judie Cooper
N
o matter the size of your FM This principle is more dynamic than Recently, moving Chuck Berry’s
organization, lean leadership simply being courteous, and strikes at famous red Cadillac into storage had
can be beneficial. Smithsonian the very heart of what strong leader- to wait until space was cleared and
facility managers have discovered that ship truly is. If these two principles are moving equipment became available.
they have already been using lean learned and, in turn, practiced, they Because the Smithsonian is open to
leadership without recognizing it. create organizations that are strong the public 364 days a year, many OFMR
“Lean” is one of the most commonly both internally and externally. tasks must also wait due to the difficulty
misused terms in the facility manage- of scheduling intensive tasks during
ment lexicon, yet it is a favorite adjective the relatively limited off-hours. Idle
of many facilities supervisors when try- Lean Pillar One: time is not only frustrating to facility
ing to explain process improvements— Continuous Improvement managers; it can also be problematic
and it is easy to see why. Lean is defined The first principle of lean, continuous for the Smithsonian’s fragile living col-
differently within various organizations. improvement can be implemented in lections. Animals at the Smithsonian’s
For facility leaders, lean is about increas- many ways within an FM organization; National Zoological Park and the living
ing productivity through continuous however, the most important to execute botanical collections of Smithsonian
improvement and constructive leader- is eliminating waste. You can begin by Gardens must avoid waiting, as it can
ship. Lean organizations are indis- considering the categories of waste that present a major hazard to the health
putably more efficient, more accurate— may be slowing your organization down. of these collections.
and, most tantalizingly, more successful. Since Taiichi Ohno first defined
If you desire less complication and more lean waste categories for Toyota in the Lean Pillar Two:
productivity within your organization, 1980s (Ohno, 1988), lean authorities
lean principles are the ticket. Respect for People
have expanded upon Ohno’s work to
That being said, although the term The second pillar of lean principles,
define eight waste categories (Emiliani,
has been adopted into the general respect for people, is as critical as
1998). Today, the eight major cate-
vocabulary of the facility management continuous improvement. Practicing
gories of waste come together in the continuous improvement alone will
world, few people can actually define fitting acronym “downtime”.
it. Even more challenging for facility make an organization successful—but
managers (FMs) is describing how only in the short term. Making an
D.O.W.N.T.I.M.E: organization lean requires that the
to achieve lean methods within their
organizations. Lean knowledge is too • Defects system being created be sustainable.
valuable to simply be used as a descrip- • Over production This sustainability is achieved when
tor of potential success: it is not just • Waiting practicing respect for people and
about understanding the concept and • Non-value-added behaviors seeking continuous improvement
potential; it is about implementing the • Transportation occur simultaneously.
concept for improved organizational • Inventory This second pillar is frequently mis-
performance. It is time for FMs to • Motion understood or overlooked, because
become lean leaders within their • Excess Processing respect for people transcends common
organizations. This begins by not just courtesy. Respecting others is not so
talking lean, but walking lean, too. At the Smithsonian’s Office of
If facilities leaders are to reap all of Facilities Management and Reliability
the benefits a lean system has to offer, (OFMR), problems with the third
they must first understand its two waste category, “waiting,” are clearly
principles: continuous improvement identifiable. Due to ongoing capital
and respect for people. Most FMs are projects and aged facilities in the
superficially familiar with the first 19 museums and nine research cam-
principle—continuous improvement— puses, Smithsonian FM personnel
when they think about eliminating must constantly wait for delays related
waste. Rarely, however, do FM leaders to purchasing, delivery, security and
know how waste is identified in a lean restricted access. In addition, OFMR
organization, or what to do with it once often waits to move collection items
it is found. The second principle, respect that are very unique in nature, because
for people, is frequently misunderstood. the correct equipment is unavailable. Chuck Berry’s famous red Cadillac.
16 PAPYRUS SPRING 2012

19. much about being nice to one another Great lean leaders are great lean edu-
as it is about leading in a way that cators and role models. As you begin
encompasses a colleague’s ideas, per- FM
to introduce lean methods into your
spectives, and needs. Lean leadership Excellence organization, remember that operat-
means that the leader sets the behavioral ing lean means continuously practicing
example and standards for the whole incremental improvement.
SUCCESS
organization. Although this may seem Despite originating within the
obvious, not practicing this principle manufacturing industry, lean has had
is the main cause of non-value-added a positive impact on fields as diverse
Continuous Improvement
behaviors (Emiliani, 1998), such as as maintenance, construction, and
Respect for People
sarcasm, frustration, practical jokes, logistics—all directly related to the
dominance, and gossip. Evaluating FM profession. FM teams will find
how “non-value added behaviors” affect that operating lean brings a higher
your organization is an important step level of productivity to the table, and a
when planning for continuous improve- sharper alignment with organizational
ment. If FMs are focused on non-value- goals. For additional information,
added behaviors such as blame and visit the Lean Enterprise Institute
judgment when a problem arises, they (www.lean.org), or refer to Practical
will not be able to clearly see how to Lean Leadership: A Strategic Leadership
fix the system’s true problem. Two components for a successful Lean Guide for Executives or Kaizen Heart and
To avoid these tensions, FM leaders Leadership Program: respect for people Mind: A Collection of Insightful Essays
should practice the second lean prin- and continuous improvement. on Lean Leadership (Volume 1) by
ciple by leveraging the collaborative M.L. Emiliani (The CLBM, LLC
talents of their workforce. When trying Wethersfield, Conn., USA).
employees know that their ideas are
to facilitate an organizational change,
considered in the decision process.
FMs should practice what lean leaders Additional Lean Reading Materials
This philosophy creates and sustains
like Ohno call kaizen. Kaizen translates Emiliani, M.L., Dave Stec, Lawrence
trust within an organization, while
as “continous improvement”, but the Grasso and James Stodder. Better
also fostering positive attitudes and
core definition contains three principles Thinking, Better Results: Case Study and
good working relationships.
based on respect for people. Kaizen’s Analysis of an Enterprise-Wide Lean
Leadership based on respect for
three principles are: Transformation. Wethersfield, CT: The
people and collaborative decision-
Center for Lean Business Management,
1) Process and results versus results making highlights the need for relation-
LLC, 2007.
only ship management and communication
within the organization. Respect for Emiliani, M.L. “Lean Behaviors”,
2) Total system focus versus functional
people is a complex principle of lean Management Decision, Vol. 36, No. 9,
focus
leadership that requires daily practice 1998. pp. 615-631.
3) Non-blaming/non-judgemental and a strong role model. To be a true
Ohno, Taiichi. Toyota production system:
versus blame lean student, you must understand that
Beyond large-scale production. Cambridge,
greeting employees and encouragement
(Emiliani, Stec, Grasso and Stodder, MA: Productivity Press, 1988.
is only the tip of the iceberg. Faster
2007)
decision-making by a few managers may Stephanie Wurtzel is a Visiting Student with
seem to be more efficient, but does the Smithsonian Institution. Her current
If a large organizational change is
not reflect a systems focus. To success- research involves exploring how technology
being considered, hosting a kaizen affects the Facility Management world.
fully implement organizational initia-
event is an effective way of encouraging Stephanie received her Master of Science in
tives, the impact of an organization’s
employees to contribute their perspec- Technology Management in 2011, and is
processes, results, structure and attitudes now pursuing a graduate degree in Museum
tive and ideas for improvement. Regard-
must be considered. Studies at Johns Hopkins University.
less of whether or not an idea is chosen,
employees will understand that they Judie Cooper, CFM is a Facility Management
have other channels to talk with leader- Conclusion Analyst at the Smithsonian Institution. Judie
ship. OFMR leaders are masters of Introducing and adopting lean methods is responsible for facilities training, identify-
collaborative decision-making. OFMR into an FM organization requires chal- ing and implementing best practices, and
Director Nancy Bechtol often refers to lenging old styles of thinking and oper- organizational performance-improvement
initiatives. She received her CFM in 2009,
the organization’s decision process by ating. Yet, when correctly practiced, and is the current President of the Museums/
stating, “If we don’t all get on the train lean efforts pay off by bringing a higher Cultural Institutions Council of IFMA, as
together, we can’t move forward.” OFMR level of balance to the organization. well as being an active IAMFA member.
PAPYRUS SPRING 2012 17

20. Green vs. Sustainable
By Rebecca T. Ellis
T
he biggest buzz in building design • Recycling construction waste For the most part, Minimizing Envir-
and construction over the past • Avoiding construction on onmental Disruption during Design and
decade has been sustainability. undeveloped land Construction is the only category that
This word is often used interchangeably can be considered project-related
with the term green to represent envi- Minimizing Resources Required to alone. Once design and construction
ronmentally-friendly facility projects. Own and Operate the Museum are complete, the museum can claim
Many museums have made sustainable success in these areas of sustainability.
• Energy efficiency
design a cornerstone of their new For the other categories, however, the
construction and/or major renovation • Local replacement parts and services design and construction process is
projects. Moving forward, in fact, it only the first step in achieving sustain-
Incorporating Static Green Systems ability. Once the new systems and/or
seems that sustainability is becoming
the expected norm for museums. • Windows features are installed and put into
Although an ever-increasing number • Roofs operation, it is critical that they be
of green features are being designed • Light fixtures maintained properly in order to achieve
into museum infrastructures, as well their desired sustainable performance.
• Carpeting
as green processes and procedures Because green features are—almost
incorporated into museum construc- • Paint by definition—new and sometimes more
tion, a green project does not necessarily complex than their traditional counter-
result in a sustainable museum. The Incorporating Dynamic Green parts, maintenance requirements will
key to long-term, meaningful sustain- Systems not necessarily be intuitive to future
ability is maintainability; i.e., a museum’s • Heating, ventilating, and air building operators. As such, in order to
ability to maintain and operate the conditioning (HVAC) systems be as sustainable as possible, the design
green features and systems throughout • Demand-based ventilation and construction process must include
the life of the museum. — Carbon dioxide concentration consideration of the future maintain-
— Occupant counts ability of the new components and sys-
— Time-of-day scheduling tems. Without appropriate maintenance
What is Green? planning, documentation, and tools,
The following are examples of the • Demand-based temperature
the green features incorporated into
myriad green features often considered control
new design and construction projects
for incorporation and/or implemen- — Variable air volume
will not be sustainable. In fact, these
— Variable-supply air
tation within a major design and con- same green features may become
temperature
struction project. Which features are liabilities, resulting in more energy
included in any particular project result • Lighting controls consumption and higher rates of
from determinations made by the • Occupancy sensors replacement—and/or abandonment—
owner and design team of appropriate- • Daylight control than more traditional projects.
ness and best value for the institution,
• Automated plumbing fixtures
depending on the project’s location,
budget, and mission.
• Toilets What is Maintainable
• Faucets Design and Construction?
Minimizing Environmental • Domestic hot water The following are recommendations
Disruption during Design and • Solar heat for design and construction teams
Construction • Heat recovery to oversee and implement, prior
to turning the new building and its
• Use of recycled materials • Renewable electricity supply
green systems over to the museum
• Use of local resources (materials • Solar photovoltaics
to operate. These will enhance the
and people) • Wind
potential of green elements to remain
• Use of renewable resources • Green roofs sustainable over time.
18 PAPYRUS SPRING 2012