DOE/EH-0127 --- Issue No. 90-03 --- 04/90

Coordinating Construction/Maintenance Plans
with Facility Manager May Deter
Unexpected Problems and Accidents

Recently, two staff members at a DOE facility were exposed to toxic times when combustion products from burning fiberglass insulation entered an air intake plenum. The incident occurred when contractor construction personnel who were working near the air intake plenum inadvertently burned some of the adjacent fiberglass insulation material with an oxygen- acetylene cutting torch. Fumes from the burning material entered the air intake plenum and were dispersed into the building.

Although this incident could have resulted in a significant health hazard for those in the affected area, no such problems were noted, and none of the staff became ill -- probably because of the relatively small amount and low concentration of fumes. However, the fumes did have a negative impact on a research project underway in the laboratory. Because the results of the experiment in progress could have been affected by the fumes, the project had to be terminated -- an action that resulted in a $17,000 loss.

Lessons Learned/Actions Taken

Following this incident, an investigation board was appointed to determine what had caused the problem and recommend corrective actions to ensure that similar incidents would not occur in the ftiture. The board determined that the primary cause of the incident was a lack of coordination between those involved in planning and carrying out construction activities and the appropriate facility personnel (in this case, the building manager). If the building manager had been aware of the construction work, he probably would have been able to take the appropriate protective measures.

On the basis of information gathered during the investigation into this incident, numerous corrective actions were formulated at the facility where the incident occurred. Although all of these corrective actions may not be applicable to other DOE facilities, they are listed below for information purposes. The actions should be reviewed at all DOE facilities for their applicability and implemented as deemed necessary.

1. Determine the potential consequences of planned construction/maintenance activities on operating systems and on nearby areas, and ensure that the work packages or specifications developed prior to construction or maintenance take these consequences into consideration.

2. Prepare check lists to assist field engineers and building managers in evaluating specifications and in planning work activities. Such a checklist will ensure that someone who is familiar with site facilities and systems is providing surveillance of the work and related activities.

3. Provide additional training to field engineers and building managers. This training should stress the following:

   • need for good communication between the field engineer and construction forces and between the field engineer and the building manager with regard to work plans and daily work activities

   • potential for operating problems and possible need for special work restrictions, plans, check/hold points, etc.

   • importance of effective real-time communications during on-going activities

   • use (and fulfillment of intent) of required permits

4. Develop a program to ensure that field engineers assigned to work around critical operating equipment/systems have the appropriate training and experience.

5. Establish criteria for determining when formal plans/procedures for acceptance testing of field work are required.

6. Schedule periodic meetings for building and operations managers where the potential impact of upcoming building and equipment modifications on other facility programs can be discussed and planned for.

7. Ensure that interim or replacement staff are prepared and qualified for the responsibilities of building management.

8. Stress the need for heightened awareness of the impact of construction/maintenance and other building operations on occupant safety, and provide information to ensure the proper response to abnormal events.

9. Prepare guidance for building managers on scheduling periodic meetings with operations managers to discuss the potential impact of upcoming building and equipment modifications.

10. Provide information to appropriate managers regarding the need for heightened awareness of building occupants toward building operations and the possible impact of such operations on occupant safety and occupant response to off-normal events.

Conclusion

Routine facility construction and maintenance activities can sometimes have unexpected outcomes. And, if these activities are not properly planned and implemented, the outcome may be a safety or health hazard for facility personnel, damage to the facility, or a negative impact on facility activities. All DOE facilities should have a formal method to ensure that building/facility management approves the startup and closeout of work and that they are updated on the status of work in progress. In addition, any health and safety concerns should be identified and planned for during the preparation of work packages.

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