hvac management

Replace HVAC Equipment?

Aging HVAC equipment runs inefficiently and can break down at the most inopportune time, forcing unbudgeted replacements and expensive repairs. If this sounds familiar, it’s because less than 50% of companies have preventive maintenance (or, PM) programs in place to try and avoid this unexpected downtime. This is why facing the age-old question “repair or replace?” is a common dilemma to which, luckily, there is a useful methodology.

Rooftop units (RTUs) account for roughly 60% of conditioned floor area for commercial buildings in the United States, and consume 4.3 Quads of energy annually. This consumption makes the decision to repair or replace an HVAC management critical to an organization’s bottom line. And not only do unexpected heating and air conditioning breakdowns result in unexpected expenditures, the human element is also pricey: uncomfortable employees and building occupants could lead to less productivity and/or unhappy tenants.

By taking a proactive approach to replace old, underperforming equipment with new, energy efficient HVAC equipment, facility managers can maximize savings and minimize hassles.

Replacing old HVAC systems can also help reduce environmental impact. According to data from the U.S. Environmental Protection Agency’s ENERGY STAR program, heating and cooling systems make up approximately 38% of a building’s energy usage, and companies spend more than $20 billion on energy annually. By replacing air conditioning equipment that has been in operation for 10 years, facilities can save 20-50% on energy and maintenance costs.

PEOPLE

John Barron has some distinct and strong business philosophies that help him run his company in a manner that is experiencing success. One of those key truisms is that a business’ greatest asset is its people. With that in mind, the company operates on the basis of two customers: internal and external.

Barron Heating & Air Conditioning customer service. - The ACHR News

TWO CUSTOMERS: Barron’s Heating and Air Conditioning believes a business’ greatest asset is its people. With that in mind, the company operates on the basis of two customers: internal and external.

“The external customer is not the most important thing in the business; it’s the internal customers, he said. “If people are your No. 1 and you take care of them — even the messy stuff — then you will be able to take care of your external customer. That is a principle that we live, not just say.”Connect us HVAC Management Companies.

Developing a people culture isn’t an overnight endeavor, and hiring the right people is important, according to John Barron. With that in mind, he makes it a point to be involved in the hiring process of every person that takes a position with the company. Called a “meet and greet” — not an interview — John Barron takes time to get to know an applicant before an introductory period is offered. At any time during the introductory period, if the job is not fit for the employee or vice versa, the company reserves the right to release the person.

“Sometimes there is a position in the company or a different company or business that they are a better fit for; we direct them toward that,” he said. “If you have people on your team that are not a good fit, then I would make a correction. Even if you have to have less people but you have the right people, then things work really well.”

Another truism that John Barron focuses on as leader of the company is humility and service.

“If you combine your greatest asset and your greatest challenge together, you find humility,” he explained. “Humility is one of the most important things in business.”

He continued, saying that business is not about the money, but that money is what happens when contractors do the right thing and take care of their people.