IEST RP-NANO200 1-2013 Planning of Nanoscale Science and Technology Facilities Guidelines for Design Construction and Start-up.pdf

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1、 Institute of Environmental Sciences and Technology IEST-RP-NANO200.1 Contamination Control Division, Nanotechnology Committee Recommended Practice 200.1 Planning of Nanoscale Science and Technology Facilities: Guidelines for Design, Construction, and Start-up Arlington Place One 2340 S. Arlington H

2、eights Road, Suite 620 Arlington Heights, IL 60005-4510 Phone: (847) 981-0100 Fax: (847) 981-4130 E-mail: informationiest.org Web: www.iest.org 2 IEST 2013 All rights reserved Institute of Environmental Sciences and Technology IEST-RP-NANO200.1 IEST-RP-NANO200.1 Institute of Environmental Sciences a

3、nd Technology IEST 2013 All rights reserved 3 This Recommended Practice is published by the Institute of Environmental Sciences and Technology to advance the technical and engineering sciences. Use of this document is entirely voluntary, and determination of its applicability and suitability for any

4、 particular use is solely the responsibility of the user. Use of this Recommended Practice does not imply any warranty or endorsement by IEST. This Recommended Practice was prepared by and is under the jurisdiction of Working Group 200 of the IEST Con-tamination Control Division Standards air and wa

5、ter quality; purity of chemicals and gases; sound and vibration; electromagnetic and radio frequency interference (RFI); electrostatic discharge; materials outgassing; safe grounding; assurance of personnel health, safety, and security; and prevention of biohazard. The needs of nanoscale science wil

6、l dictate the makeup of the facility, such as spatial relations among clean-room, laboratory, and high-performance operations. Generally, the technological requirements of the fa-cility are the most critical. This RP provides a tool for use by those who are ap-proaching the planning, design, and con

7、struction of a highly sophisticated facility, possibly for the first time. It is not intended to provide step-by-step in-structions for how to design, construct, and operate a facility, but it can help to alert decision makers to potential roadblocks during the project phases. 4.1 Objective The obje

8、ctive of this document is to address the fol-lowing considerations: a) Planning Philosophical balance within design process between capital and life-cycle costs, design and construction schedule, and long-term building performance Regulatory issues regarding science and re-search focus Composition o

9、f the owners technical guid-ance team Optimum design and construction teams for the particular set of applications Project delivery method and the appropriate process for successful implementation Site features appropriate (or inappropriate) for an advanced technology facility, includ-ing vibration,

10、 EMI, radio frequency interfer-ence (RFI), acoustic noise, and air quality Parameters of site evaluations Programming b) Design Site considerations Overall building considerations (e.g., design by phases, architecture, sustainability) Safety considerations Building engineered systems (e.g., mechani-

11、cal systems and electrical infrastructure) Building technical systems (e.g., vibration, acoustics, EMI/RFI/magnetics) c) Construction Contractor selection Construction means and methods Commissioning, certification, and validation Training Project close-out d) Start-up and Operation Building operati

12、ons manual Safety Operational systems Controlled-material handling Process equipment and tool installation 4.2 Intended audience The intended audience for this document includes: Decision makers, owners, and other stake-holders involved in facilities for nanoscale work IEST-RP-NANO200.1 Institute of

13、 Environmental Sciences and Technology IEST 2013 All rights reserved 11 Planners, designers, architects, and engineers at universities, government agencies, manu-facturing organizations, and other institutions Equipment and service suppliers Design and construction community Standards and profession

14、al organizations (AIA, ANSI, ASCE, ASHRAE, ASME, ASTM, IEEE, IEST, ISO, NFPA, USP, and other organizations) Insurers and underwriters Regulatory bodies (BSI, CDC, DIS, EN, EU, EPA, FDA, ICH, JIS, NIOSH, OSHA, and other agencies) 5 PROJECT PLANNING All architectural projects involve activities that o

15、ccur prior to formal design. However, highly sophisticated technical buildings may require adjustments to cer-tain traditional activities as well as special planning activities related to the technology involved. 5.1 Project definition and programming This section addresses the critical, early aspec

16、ts of the design process involving a sophisticated, high-technology building. The programming phase con-sists of a systematic evaluation to identify and ad-dress the goals and requirements of the project. A well-developed program plan will help the remainder of the project proceed smoothly. During t

17、he pro-gramming phase, the project team will meet for the first time to discuss their research and educational needs. The goal of this process is to perform an objec-tive analysis while limiting subjective influence. It is recommended that the owner and users employ this process to establish clear g

18、oals and objectives, clarify constraints, project realistic space and infra-structural requirements, and deliver a holistic and succinct problem statement that will serve as the de-parture point for design. This process occurs early, sometimes before funding or final approval from the governing bodi

19、es, and of-fers the greatest opportunity for building owners and users to fully express their needs and visions for their new facility. An effective programming process is structured to unite the building owners creativity with that of the design firm. The team should review and analyze the data col

20、lect-ed and develop a detailed document to be used as a baseline for further planning efforts. Areas of internal inconsistency or conflicts are identified for special investigation and resolution. Senior decision makers representing the owner should be closely involved in the drafting and review of

21、the resulting programming document, or program. The program should address how the facility should interact with the contextual surroundings of the site and the overall master plan. While the program is function driven, statements of image, massing, con-nectivity to surrounding buildings and grounds

22、, and long-term sustainability should be defined. Other issues for consideration include the long-term life-cycle operational strategies and costs of the facility, expansion opportunities, site utilization, and access. The movement of people, chemicals, and equipment should also be examined. Recomme

23、nded deliverables at the end of the pro-gramming phase are: Written Program Document Clear and concise program goals, issues, facts, con-cepts, and relationships delivered within a written program document. Conceptual Cost Estimate Perhaps the primary issue in facility design and con-struction that

24、cuts across all factors is economics. Maximum flexibility, quantity, quality, and sophisti-cated systems demand rational decision-making and establishing priorities to maintain a fiscal balance. Comprehensive Site Survey Evaluation of the site for geotechnical, vibration and electrical influences, a

25、coustic noise, and ambient outdoor air quality should be considered during the programming phase to identify the best site and siting options prior to the design phase. 5.1.1 Goals and objectives Clear communication is particularly critical with technology buildings, where many of the environ-mental

26、 requirements pose a significant impact to pro-ject cost. The communication process should start with a definition of the project goals and objectives. Otherwise, the design team may be forced to make assumptions. As part of this effort, the owner and stakeholders should address key issues and reach

27、 consensus regarding the following questions. Why is this facility being built? Is the project intended to provide interdisciplinary space that does not already exist, in order to facilitate collaboration between disparate research groups? (For example, an organization may wish to support collaborat

28、ion between biology and physics, but may have no appropriate lab facilities.) 12 IEST 2013 All rights reserved Institute of Environmental Sciences and Technology IEST-RP-NANO200.1 For whom is the facility being built? This question is more complex than it appears to be. There are two major categorie

29、s of researchers for whom a facility can be designed, and most facilities involve a combination: Established research groups: The organi-zation has one or more well-established re-search groups, and the facility is intended to provide these groups with collaboration space or laboratory space, or bot

30、h, that is more sophisticated than currently available. Potential users: The organization has a growth plan that involves establishing a presence in a particular facet of nanoscale research, but does not currently have an es-tablished group around which the facility can be designed. The organization

31、 hopes to use the new facility to attract researchers and faculty. (Some in the design community have referred to this as a “build it and they will come” facility, after the famous line from the movie, Field of Dreams.) The latter group poses the greater challenge, as the design team must make assum

32、ptions regarding interi-or environmental characteristics and technical priori-ties in building systems that will have a significant impact on cost as well as on the potential for per-forming certain types of research. Budgetary con-straints typically do not accommodate a “one size fits all” nanotech

33、nology facility. Furthermore, the pro-grammatic needs are derived from the unique mission and goals of each project. What are the project constraints? Site contextual constraints Physical limitations, including space con-straints Financial limitations Regulatory requirements Schedule In addition to

34、goals and objectives, certain philosoph-ical considerations will weigh heavily on the design process: What will be the philosophy of the owner and the design team for balancing competing factors of cost (capital and life-cycle), schedule, and performance considerations when making decisions? What wi

35、ll be the philosophy regarding bal-ance between operational efficiency (e.g., energy production, consumption, and effi-ciency) versus the initial cost of construc-tion? Is it desirable to spend more money initially on a facility that produces its own power and consumes less power over the life of th

36、e building? What will be the philosophy regarding future flexibility, which may have a greater initial cost? 5.1.2 Project team formation It is important that the project team include representa-tives from the following teams (also see Figure 1): Owners project management team (includ-ing administra

37、tion, facility managers, users, technicians, building and maintenance staff) Integrated architect/engineering (A/E) de-sign team o Programmers, architectural design-ers, sustainable building specialists o Engineering disciplines (mechani-cal, structural, electrical, costing) o Specialty consultants

38、(e.g., labora-tory design, EMI/RFI/magnetics, acoustics, vibration) Owners technical guidance team Value engineering team Construction manager (CM) or contractors Commissioning agent (CxA) All of these participants should be active throughout the design process. The participant that is often ne-glec

39、tedwith dire consequencesis the owners technical guidance team. This group should be drawn from technical staff within the research community for whom the facility is being designed. The purpose of this group is to represent that community, and the members should be prepared to communicate infor-mat

40、ion to and from the researchers. Some of this information will be highly technical, and critical nu-ance may be lost if proper and direct communication channels are not established between researchers and designers. IEST-RP-NANO200.1 Institute of Environmental Sciences and Technology IEST 2013 All r

41、ights reserved 13 Figure 1. Typical project team organization. The project team needs the ability to grow and shrink as appropriate during different phases of the project. Flexibility is important. The specialty consultants will typically be more active at particular times than at other times. Param

42、eters that should be considered by the owners and users prior to commencing design include: Composition of the owners technical guid-ance team Qualifications of the design team for the particular set of applications (nano, bio, etc.) o Experience of prime design firm and consultants o Reputation o R

43、eferences o Workload Qualifications of the construction team to build a sophisticated advanced technology facility o Consider prime and subcontractors o Consider using a prequalification process Qualifications of commissioning team o Representation of the owner, users, building operating engineers,

44、de-signer, contractor, and independent commissioning agent 14 IEST 2013 All rights reserved Institute of Environmental Sciences and Technology IEST-RP-NANO200.1 5.1.3 Advisory group Complex projects require buy-in from a variety of stakeholders. It is useful to assemble an advisory group made up of

45、researchers and staff to serve as liaison between the scientists, facilities group, and design team, translating needs and physical attributes between the various participants. A common conundrum facing design teams is that of conflicting criteria. This situation arises when the solution to one stri

46、ngent criterion violates another criterion. For example, one common means of achieving stable temperature is to increase airflow. However, the increased airflow may lead to more acoustic noise. Individually, temperature stability and low noise are moderate design challenges. When stringent control p

47、arameters are imposed on both simultaneously, the level of design challenge increases. The resolution could have cost consequences. The advisory group can be advised by the design team of the possible design implications and cost impacts, and then facilitate communication with the researchers who ca

48、n assess the implications to the science. In some cases, the advisory group alone may be able to resolve the conflicts without requiring in-put from the researchers. 5.1.4 Project delivery methods A project delivery method is a system by which the project is organized, financed, designed, and con-st

49、ructed among building owner, designers, and con-structors. There are various delivery methods, each having strengths and drivers that depend on the pro-ject goals with respect to the balance between scope, cost, and schedule. a) Design-Bid-Build (DBB) With the help of the designer, an owner develops contract documents consisting of a set of draw-ings and specifications. Based on these docu-ments, proposals are called for and bids are submitted by constructors. The project