Full Report FM

CENTRE OF STUDIES FOR BUILDING SURVEYING
FACULTY OF ARCHITECTURE, PLANNING AND SURVEYING

UNIVERSITI TEKNOLOGI MARA
MAINTENANCE AND FACILITIES MANAGEMENT (BSR607)
CASE STUDY:
BANGUNAN DARUL EHSAN
PREPARED BY:
AHMAD MAULANA BIN CHE AZIZ 2016565321

AMEER ASYRAF BIN SURIANI 2016754991
CORNELIUS PAUL 2017145083
NOOR NAZLIATUL NATASHA BINTI NOR AZMI 2017760087
SITI ZULAIKHA BINTI ZOOL AMBIA 2017903449
Bachelor of Building Surveying (Hons)
0
BSR 607 MAINTENANCE AND FACALITIES MANAGEMENT | BANGUNAN DARUL
EHSAN
CHAPTER 1:
THE DETAILS OF PROPERTY
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1.0 INTRODUCTION AND ORGANIZATION BACKGROUND

1.1 The Owner of The Building
Bangunan Darul Ehsan Shah Alam is owned by government of Malaysia. Menteri

Besar Selangor (Incorporated) was established under the Menteri Besar Selangor Enactment
(Enactment No: 3 1994) on 21 September 1994. MBI, also known as “MBI Selangor”, is a
corporate body that was established to administer assets and investments of the State
Government, and to represent the State in economic and business activities that are beyond
the state government’s jurisdictions. MBI also plays a role towards promoting and
supporting the state government’s development efforts as well as to carry out social
responsibility obligations for the public.
The strategic investment arm of the State of Selangor that stimulates economic
growth, support the State’s agenda and drive value creation to sustain equitable wealth
distribution. Menteri Besar Selangor (Incorporated) is responsible to:
 To administer assets efficiently

 To carry out strategic initiatives for economic growth
 To uphold good corporate governance
 To instil a high-performance culture
 To improve the quality of life
 To promote social participation
(Source: http://mbiselangor.com/, 2019.)
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1.2 Building Background

Bangunan Darul Ehsan was located on Jalan Indah, Seksyen 14, 40000 Shah Alam,
Selangor Darul Ehsan. The building is near to Plaza Alam Sentral and Dataran Shah Alam.
The distance of case study building is about 5 km from the UiTM Shah Alam. It is taken 15
minutes to arrive the destination.
The building was started the operation around the year of 2002. Now, the age of
building is 17 years. The type of building is a high rise building which is have 26 storeys.
The building floor area is about 480,000.00 square feet. At first, the building was design as a
hotel by Malaysian Resources Corporation Berhad (MRCB). But, during the construction
they have some problem. Then, the project was taken by Setiausaha Kerajaan (SUK) as to
make office for Setiausaha Kerajaan II (SUK II). Now, the building is function as a
government office. The building is belonging to Menteri Besar Selangor (Incorporated).
1.2.1 Key Plan and Location Plan
Figure 1.2.1.1 Key Plan of Bangunan Darul Ehsan.
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Figure 1.2.1.2 Location Plan of Bangunan Darul Ehsan.
(Source: www.google.maps.com, 2019)

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1.2.2 General Information of Building
Figure 1.2.2.1 Bangunan Darul Ehsan

Name of Building Bangunan Darul Ehsan.
Address of Building Jalan Indah, Seksyen 14, 40000 Shah Alam, Selangor Darul
Ehsan.
Owner of Building Menteri Besar Selangor (Incorporated).
Year of Operation 2002.
Age of Building 17 Years.
Function of Building Office Building
Building Area 480,000.00 square feet.
Type of Building High Rise Building.
Number of Storey 26 storeys.
Table 1.2.2.1 General Information of Bangunan Darul Ehsan.
1.2.3 List of Tenants
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NO. TENANTS LEVEL

1. Ruang Tempat Letak Kereta B1, B2, B3
2. Jabatan Perancangan Bandar dan Desa Negeri
LG, 15, 16, 17, 18
Seangor
3. Persatuan Taska Negeri Selangor LG
4. Jabatan Kebajikan Masyarakat LG, 2, 23
5. Yayasan Raja Muda Selangor G
6. Suruhanjaya Perkhidatan Awan Negeri Selangor 1
7. Jabatan Hal Ehwal Kesatuan Pekerja 2
8. Jabatan Pertanian 3, 4
9. Kumpulan Semesta Sdn Bhd (MBI) 5
10. Jabatan Mineral & Geosains Seangor 6, 7
11. Jabatan Perangkaan Malaysia 8, 9, 10, 19, 20
12. Lembaga Urus Air Selangor 11, 12, 13
13. Menteri Besar Incoperated (MBI) 14, 24
14. Jabatan Penerangan 21
15. Jabatan Hal Ehwal Orang Asli 22
Table 1.2.3.1 List of tenants at Banguan Darul Ehsan.
1.3 Building Facilities and Services

Buildings and facilities serve as the places of business industry and production,
government, and centres of civic or cultural use. They each serve a function,
but must also be cost-effective, aesthetically pleasing within the local cultural
context and sustainable. (Louis Berger, 2016)
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Building services are the systems installed in buildings to make them

comfortable, functional, efficient and safe. It’s including building control
systems, energy distribution, energy supply (gas, electricity and renewable
sources such as solar, wind, geothermal and biomass), escalators and lifts,
facade engineering (such as building shading requirements), fire safety,
detection and protection, ventilation and air conditioning (HVAC), lighting
(natural and artificial), security and alarm systems, water, drainage and
plumbing (including sustainable urban drainage systems (SUDS)).
1.3.1 Building Facilities
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No Picture Description
.
1  Provided for public and staff.
 Located at every floor.
Figure 1.3.1.1 Toilet.

2  To gain any information.
 Located at the main entrance
at the ground floor.
Figure 1.3.1.2 Reception counter.
3  Parking for the staff and

public.
Figure 1.3.1.3 Parking lots.
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.
4  Use by the staff and public
during breakfast and lunch.
 Selling food for staff and
public.
 Located at the ground floor.
Figure 1.3.1.4 Cafeteria.
5  For the staff and public.

 Located at the ground floor.
Figure 1.3.1.5 Surau.
6  Provided for Disable People.
Figure 1.3.1.6 OKU toilet.
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.
7  Provided for Disable People.
Figure 1.3.1.7 Parking lot for OKU.
Table 1.3.1.1 Building facilities at Bangunan Darul Ehsan.
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1.3.2 Building Service
.
1  Emergency lamp during cut
off electricity.
Figure 1.3.2.1 Emergency lamp.

2  Fire alarm for the safety
when building on fire.
Figure 1.3.2.2 Fire alarm.

3  For the security in the
building.
 Record any movement in the
building.
Figure 1.3.2.3 CCTV.
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.
4  For the safety when building
on fire.
Figure 1.3.2.4 Smoke detector water

sprinkler.
5  For the safety when building

on fire.
Figure 1.3.2.5 Water sprinkler.
6  Use for the comfortable of

the staff and the guest in the
building.
 Provided good quality of air.
Figure 1.3.2.6 Air conditioning.
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.
7  Provided for the staff and the
public in the building.
Figure 1.3.2.7 The lift.

8  For the fire-fighting water
supply.
Figure 1.3.2.8 Fire-fighting water

supply piping.
Table 1.3.2.1 Building services at Bangunan Darul Ehsan.
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CHAPTER 2:
MAINTENANCE
MANAGEMENT
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2.0 ORGANIZATIONAL MAINTENANCE MANAGEMENT

2.1 Background of Maintenance Management
SDE Facilities Management Sdn Bhd (463140-D) previously known as MSNS Facility
Management Sdn Bhd was incorporated in Malaysia in 2015 as a private limited company.
The principle activities are provision of Comprehensive Building Facilities Management
Services. The organisation is operating with the objective of consistently providing quality
services to the customers.
2.1.1 Organization Objectives

In our efforts to provide total solutions to your facility needs, large pool
of capable resources (which include in-house specialists, strategic
partners and consultants, purchasing team, suppliers and sub-
contractors) have been constantly assisting our customers in sourcing for
the best and most suitable materials and supplies in terms of quality,
reliability and competitive pricing.
2.1.2 Vision and Mission

We have grown from strength to strength and thus we will soon be
expanding in terms of additional services, responsibilities and new
customers. We intend to maximize our experiences with our customer
and other manufacturing facilities by sharing and transferring our
experiences and skills in facilities management, operation and
maintenance to our customers.
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2.1.3 Maintenance Organization Chart
MANAGING
DIRECTOR
CHIEF EXECUTIVE
OFFICER
FACILITY
MANAGER
EXECUTIVE ADMIN CLERK

ACCOUNT
SUPERVISOR
TECHNICIAN 1 TECHNICIAN 2 TECHNICIAN 3
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2.2 Maintenance Policy, Maintenance Standard and Quality
QUALITY POLICY
SDE Facilities Management Sdn Bhd aims to be the world leader in providing Building
Maintenance services internationally and nationally as its strategic direction to meet the
fast growing market needs and expectation.
In order to supports the Company strategic direction, our team are committed to
provide our services to our customers with high efficiency and effectiveness in order to be
consistently achieving the fast and reliable services.
We are also committed to satisfy applicable requirements including applicable
legal requirements, customer requirements, quality management system requirements and
other requirements of other interested parties within the context of the quality management
system.
Our management is committed to continual improve the quality management
system and its services from time to time.
We believe these are the corner stones to consistently full fill our customer
requirements and expectation and enhancing our customer satisfaction, and at the same
time maximizing the values, needs and expectation of all other stakeholders including
our suppliers and subcontractors, shareholders, employee and relevant authorities.
SCOPE OF QUALITY MANUAL AND PERMISSIBLE EXCLUSION
1. This Quality Manual is developed in accordance with the international standard ISO
9001:2015 Quality Management System – Requirements.
2. The scope of this manual includes policies on how ISO 9001:2015 elements are being
addressed in streamlining management and operation, particularly in the aspects that
affects quality, products and services. This manual also describes the responsibility for
implementation, maintaining and improving the quality system.
3. Exclusions from the ISO 9001:2015 includes:
 Clause 8.3: Design and development of products and services. Justification: Does not
design or develop products.
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OBJECTIVE OF QUALITY MANUAL

The objective of this manual is to:
1. Formalize the documenting of the company quality policy, quality objectives and
organization structure to enable the understanding and implementation of an effective
quality system.
2. Define the prime responsibility of personnel in the company.
3. Provide management direction to all personnel in the company.
4. Achieve company objective through an effectively implemented Quality Management
System.
AMENDMENT/REVISION OF QUALITY MANUAL
1. When changes are made, the revision number and revision date shall be changed to
reflect the revision status. Revised areas shall be marked with a black vertical line in the
right hand margin of the affected paragraph/pages.
2. Minor amendment to the Quality Manual that may be incorporated without the prior
approvals includes the followings:
 Correction of typo errors.
 Updating of existing SOPs to remove ambiguity, improve the depth and
comprehensiveness of the write-up.
 In general, it shall be guided by the principle that the amendment to the SOPs shall
not affect the approval of the company, the quality system and SOPs and the quality
of work.
 Amendments shall not be contradictory to any requirements/standard.
3. All other amendments shall be reviewed by the MR and approved by the Chief
Executive Officer.
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UNDERSTANDING THE TOP MANAGEMENT OF SDE FACILITIES

MANAGEMENT SDN BHD AND ITS CONTEXT
1. The Management of SDE Facilities Management Sdn Bhd shall determine external and
internal issues that are relevant to its purpose and its strategic direction and that affect its
ability to achieve the intended result(s) of its quality management system.
2. The Management of SDE Facilities Management Sdn Bhd shall monitor and review
information about these external and internal issues.
NOTE 1 Issues can include positive and negative factors or conditions for consideration.
NOTE 2 Understanding the external context can be facilitated by considering issues arising
from legal, technological, competitive, market, cultural, social and economic environments,
whether international, national, regional or local.
NOTE 3 Understanding the internal context can be facilitated by considering issues related
to values, culture, knowledge and performance of the Top management of SDE Facilities
Management Sdn Bhd.
UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED

PARTIES
1. Due to their effect or potential effect on the Top management of SDE Facilities
Management Sdn Bhd’s ability to consistently provide products and services that meet
customer and applicable statutory and regulatory requirements, the Management of SDE
Facilities Management Sdn Bhd shall determine:
 The interested parties that are relevant to the quality management services.
 The requirements of these interested parties that are relevant to the quality
management system.
2. The Management of SDE Facilities Management Sdn Bhd shall monitor and review
information about these interested parties and their relevant requirements.
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DETERMINING THE SCOPE OF THE QUALITY MANAGEMENT SYSTEM

1. The Management of SDE Facilities Management Sdn Bhd shall determine the boundaries
and applicability of the quality management system to establish its scope.
2. When determining this scope, the Top management of SDE Facilities Management Sdn
Bhd shall consider:
 The external and internal issues referred to understanding the Top management of
SDE Facilities Management Sdn Bhd and its context.
 The requirements of relevant interested parties referred to understanding the needs
and expectations of interested parties.
 The products and services of the Top management of SDE Facilities Management Sdn
Bhd.
3. The Management of SDE Facilities Management Sdn Bhd shall apply all the
requirements of this International Standard if they are applicable within the determined
scope of its quality management system.
4. The scope of the Top management of SDE Facilities Management Sdn Bhd’s quality
management system shall be available and be maintained as documented information.
The scope shall state the types of products and services covered, and provide justification
for any requirement of this International Standard that the Top management of SDE
Facilities Management Sdn Bhd determines is not applicable to the scope of its quality
management system.
5. Conformity to this International Standard may only be claimed if the requirements
determined as not being applicable do not affect the Top management of SDE Facilities
Management Sdn Bhd’s ability or responsibility to ensure the conformity of its products
and services and the enhancement of customer satisfaction.
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QUALITY MANAGEMENT SYSTEM AND ITS PROCESSES
1. The Management of SDE Facilities Management Sdn Bhd shall establish, implement,
maintain and continually improve a quality management system, including the processes
needed and their interactions, in accordance with the requirements of this International
Standard.
2. The Management of SDE Facilities Management Sdn Bhd shall determine the processes
needed for the quality management system and their application throughout the Top
management of SDE Facilities Management Sdn Bhd, and shall:
 Determine the inputs required and the outputs expected from these processes;
 Determine the sequence and interaction of these processes;
 Determine and apply the criteria and methods (including monitoring, measurements
and related performance indicators) needed to ensure the effective operation and
control of these processes;
 Determine the resources needed for these processes and ensure their availability;
 Assign the responsibilities and authorities for these processes;
 Address the risks and opportunities as determined in accordance with the
requirements of actions to address risks and opportunities.
 Evaluate these processes and implement any changes needed to ensure that these
processes achieve their intended results;
 Improve the processes and the quality management system.
3. To the extent necessary, the Top management SDE Facilities Management Sdn Bhd shall:
 Maintain documented information to support the operation of its processes;
 Retain documented information to have confidence that the processes are being
carried out as planned.
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LEADERSHIP
1) Leadership and commitment
a) General
i) Top management of SDE Facilities Management Sdn Bhd shall demonstrate
leadership and commitment with respect to the quality management system by;
(1) Taking accountability for the effectiveness of the quality management
system;
(2) Ensuring that the quality policy and quality objectives are established for the
quality management system and are compatible with the context and
strategic direction of the Top management of SDE Facilities Management
Sdn Bhd;
(3) Ensuring the integration of the quality management system requirements
into the Top management of SDE Facilities Management Sdn Bhd’s
business processes;
(4) Promoting the use of the process approach and risk-based thinking;
(5) Ensuring that the resources needed for the quality management system are
available;
(6) Communicating the importance of effective quality management and of
conforming to the quality management system requirements;
(7) Ensuring that the quality management system achieves its intended results;
(8) Engaging, directing and supporting persons to contribute to the
effectiveness of the quality management system;
(9) Promoting improvement;
NOTE Reference to “business” in this International Standard can be interpreted broadly

to mean those activities that are core to the purposes of the Top management of SDE
Facilities Management Sdn Bhd’s existence, whether the Top management of SDE
Facilities Management Sdn Bhd is public, private, for profit or not for profit.
b) Customer focus
i) Top management of SDE Facilities Management Sdn Bhd shall demonstrate
leadership and commitment with respect to customer focus by ensuring that:
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(1) Customer and applicable statutory and regulatory requirements are

determined, understood and consistently met;
(2) The risks and opportunities that can affect conformity of products and
services and the ability to enhance customer satisfaction are determined and
addressed;
(3) The focus on enhancing customer satisfaction is maintained.
2) Policy
a) Establishing the quality policy.
i) Top management of SDE Facilities Management Sdn Bhd shall establish,
implement and maintain a quality policy that:
(1) Is appropriate to the purpose and context of the Top management of SDE
Facilities Management Sdn Bhd and supports its strategic direction;
(2) Provides a framework for setting quality objectives;
(3) Includes a commitment to satisfy applicable requirements;
(4) Includes a commitment to continual improvement of the quality
management system.
b) Communicating the quality policy.

i) The quality policy shall:
(1) Be available and be maintained as documented information;
(2) Be communicated, understood and applied within the Top management of
SDE Facilities Management Sdn Bhd;
(3) Be available to relevant interested parties, as appropriate.
3) Top Management of SDE Facilities Management Sdn Bhd all roles, responsibilities
and authorities.
a) Top management of SDE Facilities Management Sdn Bhd shall ensure that the
responsibilities and authorities for relevant roles are assigned, communicated and
understood within the Top management of SDE Facilities Management Sdn Bhd.
b) Top management of SDE Facilities Management Sdn Bhd shall assign the
responsibility and authority for:
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i) Ensuring that the quality management system conforms to the requirements of

this International Standard;
ii) Ensuring that the processes are delivering their intended outputs;
iii) Reporting on the performance of the quality management system and on
opportunities for improvement, in particular to top management;
iv) Ensuring the promotion of customer focus throughout the Top management of
SDE Facilities Management Sdn Bhd;
v) Ensuring that the integrity of the quality management system is maintained
when changes to the quality management system are planned and implemented.
PLANNING
1) Actions to address risks and opportunities
a) When planning for the quality management system, the Top management of SDE
Facilities Management Sdn Bhd shall consider the issues referred to understanding
the Top management of SDE Facilities Management Sdn Bhd and the
requirements referred to understanding the needs and expectations of interested
parties ad determine the risks and opportunities that need to be addressed to:
i) Give assurance that the quality management system can achieve its intended
result(s);
ii) Enhance desirable effects;
iii) Prevent, or reduce, undesired effects;
iv) Achieve improvement.
b) The Top management of SDE Facilities Management Sdn Bhd shall plan:
i) Actions to address these risks and opportunities;
ii) How to:
(1) Integrate and implement the actions into its quality management system
process;
(2) Evaluate the effectiveness of these actions.
Actions taken to address risks and opportunities shall be proportionate to the

potential impact on the conformity products and services.
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NOTE 1 Options to address risks can include avoiding risk, taking risk in order to
pursue an opportunity, eliminating the risk source, changing the likelihood or
consequences, sharing the risk, or retaining by informed decision.
NOTE 2 Opportunities can lead the adoption of new practices, launching new
products, opening new markets, addressing new customers, building partnerships,
using new technology and other desirable and viable possibilities to address the Top
management of SDE Facilities Management Sdn Bhd’s or its customer’s needs.
2) Quality objectives and planning to achieve them

a) The Top management of SDE Facilities Management Sdn Bhd shall establish quality
objectives at relevant functions, levels and processes needed for the quality
management system.
i) The quality objectives shall:
(1) Be consistent with the quality policy;
(2) Be measurable;
(3) Take into account applicable requirements;
(4) Be relevant to conformity of products and services and to enhancement of
customer satisfaction;
(5) Be monitored;
(6) Be communicated;
(7) Be updated as appropriate.
ii) The Top management of SDE Facilities Management Sdn Bhd shall maintain
documented information on the quality objectives.
b) When planning how to achieve its quality objectives, the Top management of SDE
Facilities Management Sdn Bhd shall determine:
i) What will be done;
ii) What resources will be required;
iii) Who will be responsible;
iv) When it will be completed;
v) How the results will be evaluated.
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3) Planning of changes
a) When the Top management of SDE Facilities Management Sdn Bhd determines the
need for changes to the quality management system, the changes shall be carried out
in a planned manner.
b) The Top management of SDE Facilities Management Sdn Bhd shall consider:
i) The purpose of the changes and their potential consequences;
ii) The integrity of the quality management system;
iii) The availability of resources;
iv) The allocation or reallocation of responsibilities and authorities.
MONITORING AND MEASURING RESOURCES

1) General
a) The Top management of SDE Facilities Management Sdn Bhd shall determine and
provide the resources needed to ensure valid and reliable results when monitoring or
measuring is used to verify the conformity of products and services to requirements.
b) The Top management of SDE Facilities Management Sdn Bhd shall ensure that the
resources provided:
i) Are suitable for the specific type of monitoring and measurement activities being
undertaken;
ii) Are maintained to ensure their continuing fitness for their purpose.
c) The Top management of SDE Facilities Management Sdn Bhd shall retain appropriate
documented information as evidence of fitness for purpose of the monitoring and
measurement resources.
2) Measurement traceability
a) When measurement traceability is a requirement, or is considered by the Top
management of SDE Facilities Management Sdn Bhd to be an essential part of
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providing confidence in the validity of measurement results, measuring equipment

shall be:
i) Calibrated or verified, or both, at specified intervals, or prior to use, against
measurement standards; when no such standards exist, the basis used for
calibration or verification shall be retained as documented information;
ii) Identified in order to determine their status;
iii) Safeguard form adjustment, damage or deterioration that would invalidate the
calibration status and subsequent measurement results.
b) The Top management of SDE Facilities Management Sdn Bhd shall determine if the
validity of previous measurement results has been adversely affected when measuring
equipment is found to be unfit for its intended purpose, and shall take appropriate
action as necessary.
3) Organization Knowledge
a) The Top management of SDE Facilities Management Sdn Bhd shall determine the
knowledge necessary for the operation of its processes and to achieve conformity of
products and services.
b) This knowledge shall be maintained and be made available to the extent necessary.
c) When addressing changing needs and trends, the Top management of SDE Facilities
Management Sdn Bhd shall consider its current knowledge and determine how to
acquire or access any necessary additional knowledge and required updates.
NOTE 1 The Organization knowledge is knowledge specific by the Top management

of SDE Facilities Management Sdn Bhd; it is generally gained experience. It is
information that is used and shared to achieve the Organization’s objectives.
NOTE 2 The Organization knowledge can be based on:

 Internal sources (e.g. intellectual property; knowledge gained from experience;
lessons learned from failures and successful projects; capturing and sharing
undocumented knowledge and experience; the results of improvements in
processes, products and services);
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 External sources (e.g. standards; academia; conferences; gathering knowledge

from customers or external providers).
COMPETENCE
1) The Top management of SDE Facilities Management Sdn Bhd shall:
a) Determine the necessary competence of person(s) doing work under its control that
affects the performance and effectiveness of the quality management system;
b) Ensure that these persons are competent on the basis of appropriate education,
training or experience;
c) Where applicable, take actions to acquire the necessary competence, and evaluate the
effectiveness of the actions taken;
d) Retain appropriate documented information as evidence of competence.
NOTE Applicable actions can include, for example, the provision of training to, the
mentoring of, or the re-assignment of currently employed persons; or the hiring or
contracting of competent persons.
AWARENESS
1) The Top management of SDE Facilities Management Sdn Bhd shall ensure that persons
doing work under the SDE Facilities Management Sdn Bhd’s control are aware of:
a) The quality policy;
b) Relevant quality objectives;
c) Their contribution to the effectiveness of the quality management system, including
the benefits of improved performance;
d) The implications of not conforming with the quality management system
requirements.
COMMUNICATION
1) The Top management of SDE Facilities Management Sdn Bhd shall determine internal
and external communications relevant to the quality management system, including:
a) On what it will communicate;
b) When to communicate;
c) With whom to communicate;
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d) How to communicate;
e) Who communicates.
OPERATION
1) Operation planning and control
a) The Top management of SDE Facilities Management Sdn Bhd shall plan,
implement and control the processes quality management system needed to meet
the requirements for the provision of products and services, and to implement the
actions determined in Clause 6, by:
i) Determining the requirements for the products and services;
ii) Establishing criteria for:
(1) The processes;
(2) The acceptance of products and services;
iii) Determining the resources needed to achieve conformity to the product and
service requirements;
iv) Implementing control of the processes in accordance with the criteria;
v) Determining, maintaining and retaining documented information to the extent
necessary:
(1) To have confidence that the processes have been carried out as planned;
(2) To demonstrate the conformity of products and services to their
requirements.
The output of this planning shall be suitable for the SDE Facilities Management
Sdn Bhd’s operations.
The Top management of SDE Facilities Management Sdn Bhd shall control
planned changes and review the consequences of unintended changes, taking
action to mitigate any adverse effects, as necessary.
The Top management of SDE Facilities Management Sdn Bhd shall ensure that
outsourced processes are controlled.
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2) Customer communication
a) Communication with customer shall:
i) Providing information relating to products and services;
ii) Handling enquiries, contracts or orders, including changes;
iii) Obtaining customer feedback relating to products and services, including
customer complaints;
iv) Handling or controlling customer property;
v) Establishing specific requirements for contingency actions, when relevant.
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2.3 Maintenance Planning
Maintenance planning should start at the design stage of any building project and should
continue throughout the life of that building. Many buildings are destroyed not by outside
forces such as weathering factors like heavy rains or drought but by insufficient/improper
design during the design stage, through bad housekeeping, inadequate maintenance and
neglect during its full operation. Minor problem which can grow into a major one through
neglect, and which can be multiplied in many buildings. All new buildings, as a matter of
course, should be provided with a maintenance manual.
The main reason for a maintenance plan is that it is the most cost-effective way to
maintain the value of an asset. The advantages of a plan are:
 The property is organized and maintained in Maintenance Planning a systematic rather

than ad-hoc way.
 Building services can be monitored to assist their efficient use.
 The standard and presentation of the property can be maintained.
 Subjective decision making and emergency corrective maintenance are minimized.
There are two main core of maintenance planning which is:
i) Preventive Maintenance
 Preventive maintenance is a schedule of planned maintenance actions aimed at
the prevention of breakdowns and failures. The primary goal of preventive
maintenance is to prevent the failure of equipment before it actually occurs. It is
designed to preserve and enhance equipment reliability by replacing worn
components before they actually fail.
ii) Corrective Maintenance
 Corrective maintenance involves the repair or replacement of components that
have been identified as worn, defective, or broken. This is the ideal situation-
find the casualty and repair it before it affects the operation situation.
Occasionally, however, in spite of the best preventive maintenance, equipment
will unexpectedly malfunction or breakdown altogether during an exercise.
(Sources: Barrier, C. & Peter, S. Building Maintenance Management (2nd ed).)
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Based on our case study, the maintenance company are using both of the main core
maintenance which is preventive maintenance and corrective maintenance. They prevent the
building by do the maintenance using the schedule planner that they had made. Besides,
when the building are having some problem, they will immediately do the repairing or
exchange the material.
PREVENTIVE MAINTENANCE i) AHU

ii) Chiller
iii) Condenser Water Pump
iv) Chilled Water Pump
v) Cooling Tower
vi) Split Unit
vii) Cleaning Services
viii) Main Switch Board
ix) Dry Riser
x) Emergency Light
xi) Fire Alarm Panel
xii) Fire Extinguisher
xiii) Wet Riser
xiv) Fire Water Tank
xv) Lift
xvi) Water Pump
xvii) Water Tank
CORRECTIVE MAINTENANCE i) Fan Coil

ii) Landscape
iii) Sanitac Services
iv) Civil and Structure
v) CCTV
vi) Distribution Board
vii) Genset
viii) Internal Light
ix) PA System
x) Sliding Door
xi) External Light
xii) Smoke Detector
xiii) Sprinkler
32
EHSAN
Table 3.5.1 List of Preventive and Corrective Maintenance.
2.4 Maintenance Programme

The aims of planned maintenance programmes are extremely diverse, and hence many types
of programme will be encountered. The application of the basic principles of planning is of
paramount importance. In particular, it is essential to define the objectives of maintenance
plans very accurately at the outset, to ensure their relevance and to enable them to be
realistically formulated.
In general, the following categories of maintenance programme can be identified:
 Long term quinquennial or longer

 Medium term annual
 Short term monthly, weekly or even daily
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i) Long-Term Programming
The objective of long-term programming is not to set down detailed task data or
precise dates for individual operations. This would clearly be unrealistic, especially as
the objectives of a long-term programme do not require this type of detail. The
application of the exception principle is of vital importance, and long-term
programmes should not be overloaded with spurious detail, which will only serve to
confuse the real issues. To produce a long-term maintenance programme may only
require a systematised broad survey of the estate, such as that commonly used in the
NHS. In this way a picture of the overall problem can be obtained for the purposes of
developing and putting forward a strategic plan of action, or to evaluate alternative
strategies.
The period of study for this type of exercise will depend on the characteristics of
the estate and the objectives of the organisation. There is no generally accepted
industry standard. Fifteen-year programmes have been proposed, but in themselves are
unlikely to be realistic. However, there is a tendency to work in five-year blocks, so
that a ten-year programme may be produced where one level of certainly can be placed
on the first five years of the programme and less on the second five.
(Sources: Barrier, C. & Peter, S. Building Maintenance Management (2nd ed).
ii) Intermediate or Medium-Term Programmes
These will normally be annually based, although updating at intermediate periods

should be accepted as inevitable. The intervals at which this takes place will vary,
depending on where the maintenance management system fits within the overall
organisation. In many cases the reporting and control mechanisms will be driven by
accounting procedures, requiring monthly reporting and review to be adopted.
At the outset, annual programmes will be set within the framework provided by
longer-term planning. However, at the formulation stage there may well be specific
34
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needs that have been identified for inclusion in the programme for that year, leading
the revisions in long-term plans. Information will therefore flow in both directions
between medium and long-term programmes, and this underlines their essential
interdependence. At the level of the medium-term timescale there will be less
uncertainly, and it would logically be expected that a greater level of detail would be
built into them.
iii) Short-Term Programmes
When short-term planning is considered, more detailed aspects become of importance

for two reasons:
 Analysis of performance, and the provision of feedback data is the essential source of
information for future planning exercises, and for this to be facilitated short-term
programmes require a detailed basis against which data can be collected, compared
and analysed.
 For operational purposes, and day-today management control, it is important that all
inputs to a maintenance operation are properly identified and stated.
At the beginning of each year, monthly programmes may be produced by

simply breaking down the annual programme into 12 workloads. Monthly
programmes produce in this way will almost certainly have limited value and, bearing
in mind the principle of ensuring that planning should be relevant and realistic, caution
should be exercised.
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There are well be a case for taking a forward view in more detail, perhaps on a
quarterly basis, to help good resource management but, realistically, a prediction of a
month ahead seems reasonable. Quarterly programmes may, nevertheless, have some
benefit when a large proportion of contract labour is being used, as this is most likely
to be for predictable work and the responsibility for resource management shifts to the
contractor. The client, under certain circumstances and types of contract, may require
the contractor to produce a programme for the work he is to execute.
At the operational level there are likely to be weekly programmes, and

sometimes daily ones. When a maintenance team collects its work allocation for a day,
this can be thought of as a short-term programme of work. When maintenance
operatives collect a work order, execute the work and complete the works order, they
are in fact working within a planning system.
The short-term programme, in a sense, puts into action the forward planning of
the annual programme, and feedback to it will enable monitoring and control for the
whole year.
Term of Programming The Period

Long-Term Programming It covers a period of 3 to 5 years
Medium-Term Programmes It covers a period of 1 month to 1 year
Short-Term Programmes It covers a period of 1 day to 1 week
Table 2.3.1 Term of Programming and Period
i) Schedule of Maintenance Work
Maintenance Frequency
No. Equipment Daily Weekly Monthly Yearly
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1 Air Cond System

i) Air Handling Unit /
ii) Chiller /
iii) Cooling Tower /
iv) Make up Tank /
v) Split Unit /
vi) CHWP, CWP Pumps & /
Piping
2 Cold Water Supply System

and Plumbing
/
i) Suction Tank
/
ii) Storage Tank
/
iii) Water Pumps
/
iv) Toilet Fittings
/
v) Piping
/
vi) P.R.V
3 Fire Prevention System
/
i) EST Master Panel
Control
/
ii) EST Remote Control
/
iii) Sprinkler
/
iv) Wet Riser
/
v) Hose Reel
/
vi) Co2 Panel & Cylinder
/
vii) Intercom
/
viii) Pressure Fan
/
ix) Public Address System
/
x) Direct Link Bomba
/
xi) Fire Drill
/
xii) Fire Extinguisher
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4 Electrical System
i) High Voltage /
Transformer 11kv
ii) High Voltage Switch /
iii) Low Voltage Switch /
iv) Chiller Sub Main /
Switch
v) EMF Switch /
vi) Bus Duct /
vii) Plug Point 13 amps /
viii) Lighting /
ix) Distribution Board /
x) Standby generator set /
xi) Calibration Protection /
Relays
xii) Capacitor Bank /
5 Lift System
/
i) Motor Inverter
/
ii) Panel Control
/
iii) Wire Rope
/
iv) Balancer
/
v) Safety Device
/
vi) Lift Car
/
vii) Call Button Panel
/
viii) Indicator Light
/
ix) Ebobs Ups
/
x) Gear Box
/
xi) Intercom Lift Car
/
xii) Fan and Lighting
/
xiii) JKKP Inspection
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6 CCTV & Auto Gate

i) Camera & Power /
Supply
ii) D.V.R /
iii) U.P.S /
iv) Screen LCD TV /
v) Car Auto Motor Gate /
vi) Card Reader /
vii) Computer Software /
Control
viii) Mini Server /
ix) Access Card Reader /
7 Civil Structure and Sanitary

/
i) Wall and Tiles Furnise
/
ii) Floor and Tiles Furnise
/
iii) Roof Membrain
/
iv) Rain Water Drain
/
v) Rain Water Down Pipe
/
vi) Roof and Canopy
/
vii) Glass Wall
/
viii) Glass Window
/
ix) Signage
/
x) Fire Door, Frame &
ironmongery
/
xi) Road Premix & Road
Lines
/
xii) Sanitary Pipe Line
/
xiii) Steel Gate
/
xiv) Hand rail staircase
Table 2.3.2 Schedule of Maintenance Work
2.5 Maintenance Strategy
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Maintenance strategy is a long-term plan, covering all aspects of maintenance management

which sets the direction for maintenance management, and contains form action plans for
achieving a desired future state for the maintenance function.
For the example of Maintenance Strategies are:
 Preventive maintenance
 Corrective maintenance
 Condition-based maintenance
A maintenance strategy for provides:
 A fixed, long-term reference for congruency and changing decision criteria

 A structure for relationships between maintenance environment variables
 Base-lining opportunities
 Ensures continuity
 A clearly mapped growth path to maintenance process maturity
 It identities the ‘Right’ things that needs doing, and presents a clear choice
Accelerated learning opportunity
Maintenance strategy stages:
PREPARATION
STRATEGY DESIGN
Research, Audit, STRATEGY
Analysis, Marketing, Context IMPLEMENTATION
Training (Demographics,Infrastuctu
re, logistics, Operating Restructing and
Envionment, Maintenance Stratification,
history, Resources listing, Guidelines, Modeling,
Objectives, Performance Custodians, Policies &
Indicators, Micro Procedures, Principles,
Strategies, Database, Maxims, Action Plans
Continous Improvement
Chart 2.5.1 Maintenance Strategy Stage
40
EHSAN
Maintenance Strategy Development Technique
There are some major (generic) elements that are common to all strategy designs, because
they are essentially linked to maintenance maturity indexing. These elements will affect
your maintenance performance, irrespective of whichever strategy you pursue. They are
listed here below, corresponding to the maturity stage where they start to have maximum
relevance:
(STAGE 1) (STAGE 2) (STAGE 3) (STAGE 4)
Planning Control System integration Metrics
Stage 1: Planning
Planning the key to stage-1 progress, does not stop after stage-1, but must be maintained and
enhanced right through to stage-4. If you do not improve your planning you cannot leave
stage-1. That is it, bottom-line.
Stage 2: Control
Proper control can only be achieved in stage 2, by definition. This happens when:
 All relevant variables operational in the specific maintenance environment have been
identified
 The relationships between the variables are clear to all
 Action has been taken to optimize the desired outputs, by focusing on the inputs to each
process.
 Control can be measured quality to the extent that there are no more surprises.
Stage 3: System Integration
Congruency, or systems integration, is the major key to stage-3 progress. ( it is not the only
key either) it is impossible to achieve effective (permanent) congruency, if good planning
and control systems have not been established, and this cooperation must extend beyond the
41
EHSAN
boundaries of the maintenance function. A CMMS is not an instant solution to the

congruency dilemma.
Stage 4: Metrics
 The metrics of stage-4 is difficult to define due to the fact that it cannot be researched to
any significant extent. Few organizations have reached this stage, and those that did are
not always keen to share their strategies. Trust, teamwork and cooperation seem to be
some of its attributes, but the foundation for these aspects has to be laid long before an
organization reaches stage-4. If this has not been done you will not reach stage-4.
 A very interesting fact is that these four maturity stages, and their associated keys are just
as valid in the marketing, finance and operations environments, as they are in
maintenance.
 A formal maintenance strategy can be developed in either of two ways: these are the
‘policy’ technique and the ‘Modelling’ technique
Based on our case study, there are three types of maintenance strategy that they use which is
Preventive Maintenance, Corrective Maintenance and Keys Performance Indicator
i) Maintenance Strategy 1: Preventive Maintenance

Preventive maintenance is a schedule of planned maintenance actions aimed at the
prevention of breakdowns and failures. The primary goal of preventive maintenance
is to prevent the failure of equipment before it actually occurs. It is designed to
preserve and enhance equipment reliability by replacing worn components before
they actually fail.
Based on our case study, Bangunan Darul Ehsan, the Facilities Manager plan
the maintenance strategy to maintain the system in the building based on a schedule
and plan. If any complaints or breakdown about system in the buildings they
immediately repaired to ensure safety and comfort to the customers. Example for
preventive maintenance is cleaning services, main switch board, fire alarm panel,
fire extinguisher and others.
ii) Maintenance Strategy 2: Corrective Maintenance

Corrective maintenance involves the repair or replacement of components that have
been identified as worn, defective, or broken. This is the ideal situation-find the
42
EHSAN
casualty and repair it before it affects the operation situation. Occasionally, however,
in spite of the best preventive maintenance, equipment will unexpectedly
malfunction or breakdown altogether during an exercise.
Based on our case study, they also apply the corrective maintenance as their
maintenance strategy. It is an expected of a suddenly there was a damage in building.
So, they will repair or replace that have damage immediately. This type of
maintenance work is not systematically and smoothly run.
iii) Maintenance Strategy 3: Key Performance Indicator (KPI)

Based on our case study at Bangunan Darul Ehsan, maintenance management
already have their Key Performance Indicator. The Key Performance Indicator (KPI)
was used to measure the degree of quality and performance to all the service system
in the building. The maintenance contractor must submit official monthly reports
against KPI for Superintending Officer’s (S.O) approval. The Superintending Officer
(S.O) can terminate the contract if the delivery reports are found to be inaccurate or
fabricated to project a false picture of the Contractor’ performance.
The Key Performance Indicator (KPI) which to be achieve are:
i) Delivery Time.
ii) Quality of Work.
iii) Response Time.
iv) Technical Support
v) Communication
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2.6 Maintenance Budget
The maintenance budget objective is predetermined by the statement of management policy.

The objectives of maintenance budget are:
Maintenance Budget
Objectives
1) To minimize the expenditure cost over time as

far as possible and replace it with variable expenditure.
2) To control and examine the cash in and cash

out of maintenance budget.
3) To predict the annually maintenance budget for

the forecast years.
4) To avoid any burst expenditure in maintenance

budget.
5) To determine the net profit of maintenace

department.
44
EHSAN
2019 CURRENT BUDGET OF BANGUNAN DARUL

EHSAN
INCOME EXPENDITURE
(RM 2,548,800.00) (RM 2,150,857.75)
GENERAL (RM 11,394.00

- LIFT LICENCE
GENERAL TENANT - ELECTRICAL LICENCE
- FIRE DEPARTMENT APPROVAL
- CHARGEMENT REGISTRATION
- MENTERI BESAR - JUICY JUICE - AIR FRESHENER
SELANGOR
- MINI MART CIVIL AND STRUCTURE (RM 660,800.00)
- CLEANING AND LANDSCAPE
- CAFETERIA - SECURITY
- BUILDING FAÇADE CLEANING
MECHANICAL (RM 86,316.00)

- MONITORING AND NETWORK
- COOLING TOWER
- ELECTRICAL INSPECTION SERVICES
- PEST CONTROL
- SANITAC BIN
- FIRE FIGHTING
- LIFT
UTILITIES (RM 1,392,347.75)

- ELECTRIC
- WATER
- TELECOM AND MULTIMEDIA
- SEWERAGE
45
EHSAN
46
YEAR FORECAST YEARS
2019 CURRENT BUDGET OF SDE FACILITIES MANAGEMENT SDN BHD AT BANGUNAN DARUL EHSAN 2020 2021 2022
JAN FEB MAR APR MAY JUN JULY AUG SEP OCT NOV DEC TOTAL TOTAL TOTAL TOTAL
DESCRIPTION (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM)
INCOME
GENERAL
1. MENTERI BESAR
SELANGOR (ANNUAL
BUDGET) 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 2,526,399.96 (+3%) 2,602,191.96 (+3%) 2,680,257.72 (+3%) 2,760,665.45
SUB-TOTAL (S1) 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 2,526,399.96 2,602,191.96 2,680,257.72 2,760,665.45
TENANT
JUICY JUICE 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 14,400.00 (+3%) 14,832.00 (+3%) 15,276.96 (+3%) 15,735.27
MINI MART 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 14400.00 (+3%) 14,832.00 (+3%) 15,276.96 (+3%) 15,735.27
CAFETERIA 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 14,400.00 (+3%) 14,832.00 (+3%) 15,276.96 (+3%) 15,735.27
SUB-TOTAL (S2) 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00 43,200.00 44,496.00 45,830.88 47,205.81
GRAND TOTAL INCOME
(S1+S2) 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 2,569,599.96 (+3%) 2,646,687.96 (+3%) 2,726,088.60 (+3%) 2,807,871.26
EXPENDITURE
GENERAL
1. LIFT LICENSE 0.00 0.00 0.00 0.00 0.00 0.00 1,900.00 0.00 0.00 0.00 0.00 0.00 1,900.00 1,900.00 1,900.00 1,900.00
2. ELECTRICAL LICENSE 1,650.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1,650.00 1,650.00 1,650.00 1,650.00
3. FIRE DPT APPROVAL 0.00 0.00 200.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 200.00 200.00 200.00 200.00
4. CHARGEMENT
REGISTRATION 0.00 0.00 60.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 60.00 60.00 60.00 60.00
5. AIR FRESHNER 600.00 600.00 600.00 600.00 600.00 600.00 600.00 600.00 600.00 600.00 600.00 600.00 7,200.00 (+6%) 7,632.00 7,632.00 7,632.00
SUB-TOTAL (S3) 2,250.00 600.00 860.00 600.00 600.00 600.00 2,500.00 600.00 600.00 600.00 600.00 600.00 11,010.00 11,442.00 11,442.00 11,442.00
CIVIL AND STRUCTURE
1. CLEANING AND
LANSCAPING 21,600.00 21,600.00 21,600.00 21,600.00 21,600.00 21,600.00 21,600.00 21,600.00 21,600.00 21,600.00 21,600.00 21,600.00 259,200.00 (+3%) 266,976.00 266,976.00 266,976.00
2. SECURITY 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 360,000.00 360,000.00 360,000.00 (+3%) 370,800.00
3. BUILDING FACADE
CLEANING 0.00 0.00 0.00 20,800.00 0.00 0.00 0.00 0.00 0.00 20,800.00 0.00 0.00 41,600.00 41,600.00 41,600.00 41,600.00
SUB-TOTAL (S4) 51,600.00 51,600.00 51,600.00 72,400.00 51,600.00 51,600.00 51,600.00 51,600.00 51,600.00 72,400.00 51,600.00 51,600.00 660,800.00 668,576.00 668,576.00 679,376.00
MECHANICAL
1. MONITORING AND
NETWORK 150.00 150.00 150.00 150.00 150.00 150.00 150.00 150.00 150.00 150.00 150.00 150.00 1,800.00 (+10%) 1,980.00 1,980.00 1,980.00
2. COOLING TOWER 4,000.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 8,400.00 8,400.00 (+10%) 9,240.00 9,240.00
3. ELECTRICAL INSPECTION
SERVICES 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 4,800.00 4,800.00 (+10%) 5,280.00 5,280.00
4. PEST CONTROL 600.00 0.00 600.00 0.00 450.00 0.00 450.00 0.00 450.00 0.00 450.00 0.00 3,000.00 (+10%) 3,300.00 3,300.00 3,300.00
5. SANITAC BIN 180.00 180.00 180.00 180.00 180.00 180.00 180.00 180.00 180.00 180.00 180.00 180.00 2,160.00 (+10%) 2,376.00 2,376.00 2,376.00
6. FIRE FIGHTING 0.00 0.00 850.00 0.00 0.00 750.00 0.00 0.00 750.00 0.00 0.00 750.00 3,100.00 3,100.00 (+10%) 3,410.00 3,410.00
7. LIFT 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 75,600.00 75,600.00 75,600.00 (+10%) 83,160.00
SUB-TOTAL (S5) 11,630.00 7,430.00 8,880.00 7,430.00 7,880.00 8,180.00 7,880.00 7,430.00 8,630.00 7,430.00 7,880.00 8,180.00 98,860.00 99,556.00 101,186.00 108,746.00
UTILITIES
1. ELECTRIC 135,870.48 130,779.85 137,064.54 128,352.07 129,300.10 132,589.48 130,157.24 128,522.25 130,889.28 127,251.15 129,921.67 134,211.41 1,574,909.52 (+2%) 1,606,407.71 (+1%) 1,622,471.79 (+1%) 1,638,696.51
2. WATER 5,119.82 5,386.95 6,089.70 5,559.26 6,212.30 6,100.70 5,523.40 5,594.32 6,232.30 5,999.23 6,002.20 6,231.90 70,052.08 (+2%) 71,453.12 (+1%) 72,167.65 (+1%) 72,889.33
3. TELECOM AND
MULTIMEDIA 421.16 421.16 421.65 400.20 400.27 420.90 423.75 422.20 421.10 401.32 410.95 420.44 4,985.10 (+2%) 5,084.80 (+1%) 5,135.65 (+1%) 5,187.01
4. SEWERAGE 2,008.47 2,008.47 2,008.47 2,008.47 2,008.47 2,008.47 2,008.47 2,008.47 2,008.47 2,008.47 2,008.47 2,008.47 24,101.64 24,101.64 24,101.64 24,101.64
SUB-TOTAL (S6) 143,419.93 138,596.43 145,584.36 136,320.00 137,921.14 141,119.55 138,112.86 136,547.24 139,551.15 135,660.17 138,343.29 142,872.22 1,674,048.34 1,707,047.27 1,723,876.73 1,740,874.48
GRAND TOTAL EXPENDITURE 208,899.93 198,226.43 206,924.36 216,750.00 198,001.14 201,499.55 200,092.86 196,177.24 200,381.15 216,090.17 198,423.29 203,252.22 2,444,718.34 (+1.69%) 2,486,621.27 (+0.70%) 2,505,080.73 (+1.44%) 2,540,438.48
(S3+S4+S5+S6)
0
FORECAST YEARS
YEAR 2019 CURRENT BUDGET OF SDE FACILITIES MANAGEMENT SDN BHD AT BANGUNAN DARUL EHSAN 2020 2021 2022
JAN FEB MAR APR MAY JUN JULY AUG SEP OCT NOV DEC TOTAL TOTAL TOTAL TOTAL
DESCRIPTION (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM)
INCOME
TOTAL (RM) 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 2,569,599.96 2,646,687.96 2,726,088.60 2,807,871.26
MINUS - - - - - - - - - - - - - - - -
EXPENDITURE
TOTAL (RM) 208,899.93 198,226.43 206,924.36 216,750.00 198,001.14 201,499.55 200,092.86 196,177.24 200,381.15 216,090.17 198,423.29 203,252.22 2,444,718.34 2,486,621.27 2,505,080.73 2,540,438.48
NET PROFIT 5,233.40 15,906.90 7,208.97 -2,616.67 16,132.19 12,633.78 14,040.47 17,956.09 13,752.18 -1,956.84 15,710.04 10,881.11 124,881.62 (+11%) 160,066.68 (+16%) 221,007.87 (+10.7%) 267,432.77
46
CHAPTER 3:
BUILDING SERVICES AND

FACILITIES
47
3.0 BUILDING SERVICES AND FACILITIES
3.1 Building Services
3.1.1 Sanitary System
NO ELEMENT DESCRIPTION
.
1 The occupants used the sink to wash
their hand and the waste water from
the sink will flow down to the self
siphonage.
Figure 3.1.1.1 Sink
2 The waste water from the sink will

flow down to the self siphon-age and
will go through to the soil stack.
Figure 3.1.1.2 Self siphon-age

3 The water that are from the self
siphon-age will go through to the soil
stack and then it will brought the
water into the manhole. The function
of soil stack are to traps water and
Figure 3.1.1.3 Soil stack block anything else other than waste
water.
4 Soil stack are connected to the
manholes which bringing waste
water from the sink and self siphon-
age. Manhole located outside the
building and always closed for safety
and avoid from any unpleasant smell.
Figure 3.1.1.4 Manhole It also sent the waste water to
treatment plant.
48
.
5 The water from the manhole will go
through to the waste water treatment
plan. The waste water treatment plan
function as a place to clean the waste
water where it is no longer needed
for daily use then been discharge to
Figure3.1.1.1.5 Waste water
the river and sea. In case of bio solids
treatment plan
waste, it need to be treated first.
Table 3.1.1.1 Sanitary System
49
3.1.2 Sewerage System
.
1 The occupants used the toilets. They
allow people to dispose of their waste
appropriately. The waste water went
through to the soil stack.
Figure 3.1.2.1 Pedestal Water

Closet
2 The water will go through to the soil

stack and then it will brought the water
into the manhole. The function of soil
stack are to traps water and block
anything else other than waste water.
Figure 3.1.2.2 Soil stack
3 Soil stack are connected to the manholes

which bringing waste water from the
toilet and the soil stack. Manhole located
outside the building and always closed
for safety and avoid from any unpleasant
smell. It also sent the waste water to
Figure 3.1.2.3 Manhole
treatment plant.
4 The water from the manhole will go
through to the waste water treatment
plan. The waste water treatment plan
function as a place to clean the waste
water where it is no longer needed for
daily use then been discharge to the river
Figure 3.1.2.4 Waste water
and sea. In case of bio solids waste, it
treatment plan
need to be treated first.
Table 3.1.2.1 Sewerage System
3.1.3 Cold Water Supply System
NO. ELEMENT DESCRIPTION

50
1 Clean water for daily used being
distribute to this pipe supplied by
Syarikat Bekalan Air Selangor
(SYABAS) through underground
piping. The meter was installed on the
main pipe to check the monthly
Figure 3.1.3.1 Main pipe
usage.
2 This suction tank received water from
main pipe that being supplied by
SYABAS. This suction tank is made
of concrete. Then, the water pump
will direct the water straight to the
rooftop into the storage tank.
Figure 3.1.3.2 Suction tank
3 This water pump used to pump water

from suction tank straight to storage
tank at the rooftop.
Figure 3.1.3.3 Water pump
4 SDE used indirect water supply

system to distribute water to the
whole building. There are two storage
tank located on the rooftop. One
panel of the storage tank can stored
1m3 for both storage tank. The clean
water will be supply to the building
Figure 3.1.3.4 Storage tank
with duty pipe.
Table 3.1.3.1 Cold Water Supply System
3.1.4 Electrical Supply System
51
1 Tenaga Nasional Berhad (TNB) is the
electric supplier to SDE and this
substation located at the basement. The
function of this substations is to store
electricity from TNB and breaks the
larger amount of power into smaller
Figure3.1.4.1 TNB Substation piece in low voltage. After that, this
substation transfer the electricity to the
transformer room in SDE using
underground conduits.
2 Electrical supply from TNB substation
room at the basement of SDE will
transfer to high voltage room that act as
step down to reduce the high voltage of
2000KVA from TNB. The switch board
embedded with the transformer show the
Figure 3.1.4.2 Transformer
Room current temperature to make sure it’s
stable.
3 2000KVA has been shrink to 750KVA
then transfer to high voltage room for
SDE. In high voltage room contain
switch board which separated into main
distribution panel contains, circuit
breakers or switches and fuses to control
Figure: High Voltage
and distribute the power building. Then,
been transfer to low voltage room.
52
4 In high voltage room 750KVA has been
step down to 415v before being
distribute to the building. But, in the low
voltage room step down the 415v to
240v and after that being supply
throughout SDE.
Figure: Low Voltage
5 It used to transmit the electric to power

cables to certain floor level. Basically
it’s a sheet metal duct containing copper
or aluminium busbar for conducting
purpose. It carry 600A of electricity
from low voltage room before supplying
Figure: Busbar
it on every floor and it has a better safety
than electric cable.
Table 3.1.4.1 Electrical Supply System
3.1.5 Mechanical Transportation System
53
1 Figure 3.1.5.1 Lift There are 6 Schindler geared traction
elevator in the SDE. Each lift can
carry approximately 15 persons with
the total weight of 1025kg because lift
cannot functioning while overload.
Right now they are planning to
upgrade the lift to the newer version
which is 2 already been upgraded, 2
on progress and then the remaining 2
lift will be upgraded.
2 It is one of the components in
machine room powered by electric
motor. Geared traction hoist machine
received electric from the motor then
transmitted to the drive sheave
Figure 3.1.5.2 Hoist Machine
through reduction gears. The rope
attached to the car and loop around to
raise and lower the elevator. The
pulley gripped the rope that connected
to electric motor. When the motor
turn to one way the elevator goes up,
turn the other its goes down.
3 Figure 3.1.5 3 Counterweight The counterweight is to balance the
weight of passenger in the lift and it is
usually half the weight of fully loaded
passenger so on average ride both of it
are perfectly balanced. Both of the car
and counterweight attached to the
guide rail inside the shaft to keep
everything from shaking or swaying.
54
4 Technically even one of these steel
ropes are able to support the lift and
the rest is a backup if it snap. This
ropes are attached to the crosshead
and looping around hoist way to the
machine room.
Figure 3.1.5.4 Compensation
Ropes
5 Governor is located inside the
machine room just beside the electric
motor. If in a worse case all of the
steel ropes snap, governor has its own
pulley and separate cable attached to
the car. Inside the governor it has two
Figure 3.1.5.5 Governer flyweight hooks it works when
governor spin too fast during lift fall,
the hooks will be seized with the
ratchet to stop the movement.
6 The buffer is an element that function
stop car and counterweight when it is
moving down as a safety precaution.
Figure 3.1.5.6 Buffer
Table 3.1.5.1 Mechanical Transportation System
3.1.6 Mechanical Ventilation System

I. Centralised Air Conditioning System
55
1 In the plant room located at the
basement there are three installed
chiller and only two of it been used.
Meanwhile the other one act as a
backup chiller if the first and
Figure 3.1.6.1 Chiller
second chiller overheating or trip.
There are three main component in
chiller to bringing the system
together and make it work which is
condenser, compressor and
evaporator. The two cylinder
known as condenser and evaporator
and compressor at the top of it.
The figure also show control panel
for the chiller to check the
temperature or trip warning.
2 At the rooftop there are nine chiller
six for daily used and the others
three for standby. Their control
strategy for cooling tower is three
on one which is three cooling tower
dedicated to one chiller when it get
warmer they change it to backup.
The cooling tower purpose is to
cool down the water to help keep
chiller cool during the refrigerant
Figure 3.1.6.2 Cooling Tower cycle because of the hot water
coming from the chiller condenser.
Basically hot water enter the
cooling tower from the top and
when it goes down to the basin at
the bottom of
the cooling tower it turn cool with
the help of fans that suck outside
air through the air inlet louver
56
besides the cooling tower. Then,
hot air coming out through the fans
with steam and foam. The cool
water from the water basin should
be return to the chiller through the
chilled water return pipe (CHWR).
3 Air Handling Unit (AHU) in SDE
located on each floor of the
building in AHU. Air handling unit
consist of cooling coil, air filter, the
blower and the supply and return
air ducts. The chilled water flows
Figure 3.1.6.3 Air Handling
Unit (AHU) through the cooling coil. The
blower absorbs the return hot air
from the air conditioned space
shown by green arrow and blows it
over the cooling coil thus cooling
the air. This cooled air passes over
the air filter and is passed by the
supply air ducts into the space
which is to be air conditioned
shown by yellow arrow.
4 This pump is located in the plant
room called condenser water pump.
Warm condenser water coming
from chiller through the condenser
water return pipe (CDWR) and then
the pump shoot it to the cooling
Figure3.1.6.4 Condenser
Pump tower for cooling process. After
that, from the basin the lower
temperature of condenser water
coming out through the Condenser

Water Supply (CDWS) to the
chiller and the process repeated.
57
5 Located in the plant room near the
chiller. Chilled water that coming
from the chiller through Chilled
Water Supply pipe (CHWS)
connected to the Air Handling Unit
(AHU) coil on each floor. Water
Figure 3.1.6.5 Chilled Water
Pump supplied to the air handling unit is
very cool around 12-14°C. Then the
less cool water from the AHU coil
return to the chilled water pump
then through the chilled water
return pipe (CHWR). The process
repeated.
Table 3.1.6.1 Centralised Air Conditioning System
II. Split Unit Air Conditioning System
58
.
1 This is the wall mounted indoor
unit of split system. The indoor
unit comprises the evaporator,
filter and fan. Its work when the
evaporator fan extract the hot hair
inside the room through the gas
Figure 3.1.6.6 Indoor Unit
line pipe to outdoor unit for
cooling process and remove the
heat then become the liquid.
2 Outdoor unit component is
condenser, compressor, expansion
valve and fans. It is connected to
indoor unit with thin piping and
electrical cable thus eliminating the
time consuming and expensive
Figure 3.1.6.7 Outdoor Unit ductwork. The piping separated by
to which is gas pipe and liquid
pipe. The cooling process
occurred, the heat loss turn the gas
into liquid and been pushed indoor
then the reach the cooling coil and
the fan blow the cool air inside the
room. The cycle happen after heat
from the room air, the temperature
of the refrigerant inside the cooling
coil becomes high and it flows
back through to the compressor
inside the outdoor unit. This
process repeated over and over
until it reached the desired
temperature.
Table 3.1.6.2 Split Unit Air Conditioning System
III. Extract Fan System
59
.
1 SDE used exhaust fan to remove
heat in building, unpleasant smells
and excessive moisture, introduce
outside air and to keep interior
building air circulating. In closed
room that produced heat such as
Figure 3.1.6.8 Extract Fan
toilet, bathroom and generator set
room have extract fan installed and
some of it have motor built to run
for a long periods.
2 This is the ducting for extract
system in SDE and it can be seen at
the basement to get the best
performance and does not want to
lose its ecstatic value. This ducting
also can be seen in generator set
room (Gen. Set) with the main
purpose is to extract the heat
produce by gen. set and release it
with the outdoor air. It is because
heat produce by generator set in the
Figure 3.1.6.9 Exhaust Fan close room can increase the
Ducting
temperature and put the building at
high risk of generator set
malfunction or even worse it can
explode due to the overwhelming
heat. The concept for this system is
when the motor move the fan it
will extract the inside air through
ducting and release is outside.
Table 3.1.6.3 Extract Fan System
3.1.7 Fire Fighting System

I. Active Fire Fighting System
60
.
1 This panel receives information
send by the installed
environmental sensor in the
building to detect fire. It Also can
monitor operational of each
sensor and controlling them
automatically. This panel
Figure 3.1.7.1 Main Fire Alarm
Control Panel categorized as addressable panel
which has a built-in voice
evacuation microphone to warned
the occupants to evacuate from
the building.
2 This fire alarm unit located
mostly in front the room with of
the high risk of fire, whenever it
detect an abnormal heat or
temperature inside the room it
will automatically send the error
to the main fire alarm panel. So
Figure 3.1.7.2 Fire Alarm
Control Panel the maintenance or security team
will go and check the problem
and decide whether to call the
fireman if the problem is out of
the capabilities.
.
61
3 This emergency break glass unit
was placed at the basement of the
building and at certain place
throughout the building that
occupant can be found easily.
When the glass shattered it will
Figure 3.1.7.3 Emergency trigger the alarm system and
Break Glass
alerting the others occupants
inside the building.
4 This alarm valve will prevents a
reverse flow of water or air
pressure to the fire pump room.
For example, if the fire sprinkler
is active due to fire, the alarm
valve will open and allow the
water flow while pressure switch
Figure 3.1.7.4 Fire Sprinkler
Alarm give a signal to active the fire
pump.
5 A fire sprinkler will release the
high pressure of water when fire
have been detected when certain
temperature has been exceed
such as 155F and 165F. Each of
the sprinkler have their own heat
Figure3.1.7.5 Fire Sprinkler sensor which mean if the
basement was in fire only
sprinkler at the basement will
active.
.
62
6 The smoke detector was installed
on the ceiling has been design
with an opening around it
because smoke that come from
fire will swirling at top to smoke
detector sensor thus it will send a
signal toward fire panel board
Figure 3.1.7.6 Smoke Detector then fire alarm will ringing and
sprinkler will active.
7 There were two type of fire
extinguisher used in this building
to be used in emergency situation
due to fire which is ABC powder
and CO2 gas. CO2 fire
extinguisher used in Gen. set
room to fight fire cause by
Figure 3.1.7.7 Fire fuel/diesel.
Extinguisher
8 Figure 3.1.7.8 Fire WatervTank This is the water storage for
firefighting system placed on the
top of the SDE which contained
1.2m3 per panel with total of
7.2m3 was stored in the storage.
This tank also distribute water
that is needed in firefighting
system such as sprinkler and hose
reel.
Table 3.1.7.1 Active Fire Fighting System
II. Passive Fire Fighting System

63
1 Most the room at the basement
used fire rated door in various
size that can resist fire for an
hour. The size is 2100mm x
1200mm with. It is function to
avoid fire from spreading. So, if
the room was on fire this door
will prevent the fire breach the
Figure 3.1.7.9 Fire-Rated Door outside of the room.
2 All fire-rated door in Bangunan

Darul Ehsan equipped with
hydraulic door stopper to slow
down and closed the door
automatically because when
panicked, people will not close
the door when they trying to
save themselves. So, door with
Figure 3.1.7.10 Door Stopper
hydraulic door stopper will close
the door itself.
3 Can be used as an escape route
during fire since lift cannot be
used. The staircase is wide
enough for three people to
access simultaneously. The
staircase also have one handrail
which comply with the UBBL
act 107 clause 1; except for
staircase of less than 4 risers, all
Figure 3.1.7.11 Staircase
staircases shall be provided with
one handrail.
64
4 Exit signs been placed on every
type of door and illuminated
continuously during period of
occupancy.
Figure 3.1.7.12 Signage
Table 3.1.7.2 Passive Fire Fighting System
3.1.8 Security System
Figure 3.1.8.1 CCTV Figure3.1.8.2 Automatic Figure 3.1.8.3 Security

Parking Machine Guard
The security system used in this building was closed circuit television (CCTV),
automatic parking machine and also security guard. All of this system are very
important regarding to prevent stealing in the office area. Closed circuit television
(CCTV) are provided in the building and also outside of the building. Automatic
parking machine was placed at the main
3.1.9 CCTV System
65
Figure3.1.9.1 Angle CCTV Figure 3.1.9.2 360O CCTV
Figure 3.1.9.3 Control Room
The close circuit television (CCTV) is most important safety system in building and
used such as crime prevention tool used in public and private placed. It is can define
to a surveillance camera can record image and sound into a monitor, the record can
be stored with the help of another device called a DVR that contains a hard drive.
The CCTV system in this building was to record the activity in the building or called
surveillance camera.
3.1.10 Domestic Waste System
66
Figure 3.1.10.1: Dustbin Figure 3.1.10.2 Basket Figure 3.1.10.3 Dustbin
Figure 3.1.10.4 Domestic House
The process for domestic waste disposal system they use conventional waste
handling methods. The lorry will come to the building to take the rubbish every
week. Majlis Bandaraya Shah Alam prepared recycle bin to put the rubbish inside.
As shown in figure above. The dustbin and basket that are provided at
Bangunan Darul Ehsan. The types of dustbin are basket and recycle bin. The
purposes of the dustbin are for throw the rubbish. The cleaner that provided in
Bangunan Darul Ehsan are for clean and collect the rubbish and sent it into domestic
house. Every level in this building provide dustbin.
3.1.11 Telecommunication System

67
1 Figure above show the PABX server rack
and extension inside Sub Distribution
Frame (SDF) for telecommunication by
Telekom Malaysia ™. The server brand
is Cisco which widely been used. PABX
was used in large building since it has
many connection exceeding 40
connections by occupant. PABX function
as call separator between private line for
boss and office line for staff. Basically,
PABX in a complex system but very
Figure 3.1.11.1 Private useful since it gives a single number the
Automatic Branch Exchange
(PABX) Server Rack ability to provide multiple lines to
incoming callers and will be able to
manage incoming call more efficient.
2 Located in the Main Distribution Frame

(MDF) located at the basement and this
extension consist of wire LAN cable to
flow internet connection to the building.
Internet from Telekom Malaysia reached
the MDF then being sent to server room
before being distribute throughout the
building. Staff can connect to the internet
Figure 3.1.11.2 Server Rack
via Wired Area Network (WLAN) and
Wireless Fidelity (WI-FI).
3 This LAN cable is from SDF room which
is placed on every floor of the building to
allow internet access on the level.
Figure 3.1.11.3 LAN Cable

Panel
3.1.12 Generator Set System
68
Figure 3.1.12.1 Generator set system
The picture show the generator system for Bangunan Darul Ehsan. The
generator system are provided for supply power energy to the buildings when the
main power sources are failed or blackout. The generator system are provided with 2
loads and can generate with 2 or 3 days. The maintenance for the generator system
are often required qualified engineer to inspect in once in 6 months. The generator
system are required diesel for functioning. In the generator system have a diesel
tank. Once a week, Generator is run off load for a test of 5 minutes maximum and
every months run on load testing for 2 hours in maximum. The run on load testing
are required the main power supply to off and let the generator system provided the
energy power supply for 2hours. The model generator standby mood system are
Caterpillar and the model engine are 3412-TTA. Generating specifications are
650KVA, 520KW, 415V, 50Hz, 904A and the amount of voltage needed to start the
standby generator are 24V minimum. The number of batteries used in standby
generator are 20 units and each unit generating 1.2v and connected in series.
3.2 Building Facilities
NO. FACILITIES DESCRIPTION

69
1 This building was provides lift. This lift
will easier the occupants in the building
to access for every level in the building.
Figure 3.2.1 Lift
2 They also provide staircase if the lift

cannot be use or in maintenance work.
The functions to a building is the
staircase act as a means of escape in
cases of fire, they provide movements in
a building for occupants, they attach
rooms to each other.
Figure 3.2.2 Staircase
3 Receptionist is the center which

customer can get information. It is
located at the main entrance of the
office. The function of receptionist were
include answering visitors' enquiries
about a company and its products or
services, directing visitors to their
destinations, etc.
Figure 3.2.3 Receptionist
70
4 The signage can help the visitors to find
the building easily because the signage
showing the location of services,
facilities, functional spaces and key
areas such as sign posts or directional
arrows.
Figure 3.2.4 Signage
5 The existence of this recycle bin also

can give more comfortable to the
tenants to throw their rubbish or
anything else. Therefore, this recycle
bin also important to this building
because to prevent any messed up the
office.
Figure 3.2.5 Recycle Bin
6 Kiosk is the structure used to prepare

and sell food to the general public. They
were sell variety of food such as
sandwiches, cakes, water, etc.
Figure 3.2.6 Kiosk
7 Bangunan Darul Ehsan provide parking

lot at the main entrance of the building
to easier the staff.
Figure 3.2.7 Car Park
71
8 OKU parking are provided at the main
entrance to give priority for the disable
people easy access into the Bangunan
Darul Ehsan.
Figure 3.2.8 OKU Parking
9 There is a basement level in Bangunan

Darul Ehsan and this parking is only for
the staff.
Figure 3.2.9 Basement Parking
10 Automatic parking machine provide a

safe parking spot for the staff and there
is no parking fees.
Figure 3.2.10 Automatic Parking

Machine
Table 3.2.1 Building Facilities
3.3 Special Technologies

3.3.1 Building Automation System (BAS)
72
Figure 3.3.1.1 BAS System Controller
Building automation system is the automatic centralized control of a building's

heating, ventilation and air conditioning, lighting and other systems through a
building management system or building automation system (BAS). The objectives
of building automation are improved occupant comfort, efficient operation of
building systems, and reduction in energy consumption and operating costs, and
improved life cycle of utilities.
Building automation is an example of a distributed control system – the

computer networking of electronic devices designed to monitor and control the
mechanical, security, fire and flood safety, lighting (especially emergency lighting),
HVAC and humidity control and ventilation systems in a building.
In Bangunan Darul Ehsan, they apply BAS System for air conditioner only
but it will links with fire-fighting and also the lift sooner by using iSCADA
software.
73
CHAPTER 4:
BUILDING CONDITION
ASSESSMENT
74
4.0 BUILDING DEFECT
4.1 Tools and Equipment
NO. TOOLS AND EQUIPMENT DESCRIPTION

1 To take a photo of subject
property, evidence of defects and
also documentation of building.
Figure 4.1.1 Smartphone
2 Measurement tape used to

measure spaces that have a long
distance or dimension. This
measurement tape has 5m length.
We used this equipment to
measure the length of door and
windows at each room.
Figure 4.1.2 Measuring Tape 5m
3 Measurement tape used to

measure spaces that have a long
distance. Measurement tape can
easy to use because has 30m
length.
Figure 4.1.3 Measuring Tape 30m
Table 4.1.1 Tools and Equipment
4.2 Analysis Building Defect
75
Bangunan Darul Ehsan Defects Analysis
Broken/Damage Peel of paint Other defects Missing element
Crack Dampness Termitte attack
6%
4% 2%
35%
13%
19%
21%
Pie Chart 4.2.1 Bangunan Darul Ehsan analysis based on types of defects
Pie chart show that the highest defect on Bangunan Darul Ehsan is broken or damage
which is 17 defect includes internal and external. The total defect for this building is 48
defects. The second highest defect is others defects which is include rusty, uneven surface,
leakage, growth of mould and improper installation. Peel of paint got 10 defects on this
building which need to take seriously action before it becomes worst soon. Missing element
and crack also have on this building follow the dampness and the last is termite attack.
4.3 Schedule of Building Rating (BARIS)
NO ELEMENT COMPONENT DEFECT CONDITION PRIORITY MATRIX

ASSESMEN OF ANALYSIS
76
T DAMAGE
1 Services Sink Broken 3 2 6
2 Wall Wall finishes Peel of paint 3 2 6
3 wall Wall finishes Peel of paint 2 2 4
4 Wall Wall finishes Crack 2 2 4
5 Floor Floor finishes Leakage 2 2 4
6 Services Socket plug Broken 2 2 4
7 Roof Corrugated plastic Broken 2 2 4
roof
8 Wall Wall finishes Peel of plaster 2 2 4
9 Floor Tiles Broken 3 2 6
11 Ceiling Asbestos ceiling Dampness 2 2 4
12 Ceiling Asbestos ceiling Missing 3 2 6
element
14 Fencing & Parking access card Broken 2 2 4
gate
15 Wall Tiles Missing 3 2 6
element
16 Ceiling CCTV Missing 3 2 6
element
17 Ceiling Ceiling finishes Peel of plaster 2 2 4
18 Floor Tiles Broken 3 2 6
20 Services Main socket Rusty 2 3 6
distribution cover
21 Services Trunking Broken 2 3 6
22 Floor Floor finishes Growth of 2 3 6
mould
23 Wall Wall finishes Vegetation 3 2 6
growth
24 Wall Wall finishes Uneven 3 2 6
surface
25 Services Electrical wire Broken 2 3 6
27 Roof Flat roof beam Missing 2 3 6
element
28 Services Electrical Broken 3 2 6
distribution cover
29 Staircase Tiles Broken 3 2 6
30 Floor Floor finishes Broken 2 3 6
31 Services Trunking Broken 2 3 6
32 Floor Floor finishes Lost material 2 2 4
33 Ceiling Ceiling finishes Improper 2 2 4
installation
34 Wall Wall finishes Crack 2 2 4
35 Ceiling Ceiling finishes Crack 2 3 6
36 Services Socket plug Broken 3 3 9
37 Floor Floor finishes Growth of 2 2 4
mould
77
38 Wall Wall finishes Broken 2 3 6
41 Services Pendaflour lamp Missing 3 2 6
element
43 Opening Timber frame Rotten timber 2 2 4
frame
44 Door Timber door Not function 3 2 6
46 Ceiling Ceiling finishes Dampness 2 2 4
47 Services Electrical Missing 3 2 6
distribution cover element
48 Door Timber door Broken 3 2 6
TOTAL MARK 258

NUMBER OF DEFECTS 48
OVERALL BUILDING RATING 5.375
BUILDING CONDITION CONDITION
MONITORING
4.4 Defect Sheet
78
Defect Sheet No. 423 Location
Location Basement
Basement (Water
Basement(Water tank
(Watertank room)
tankroom)
room)
Element Wall
Wall
Wall
Defect Sheet No. 1 Location Cafe
Component
Componen
Element Wall
Wall finishes
Wallfinishes
finishing
Services
Photo/sketches: Finding
tComponent Sink
Condition Priority
Priority Matrix
Matrix Colour
Finding
Finding
Photo/sketches: 32 22 46
Condition
Condition Priority
Priority Matrix
Matrix Colour
Colour
Diagnosis:
23 22 46
Peel of plaster
Diagnosis:paint
Diagnosis:
Crack
Brokenon wall
Prognosis:
1. TheThesizesize
Prognosis:
Prognosis: of peeling increase.
of peeling increase.
1. Will
Effect
2. Badon effect
Itvalue to
structurethe reinforcement
causeimpact
anaesthetic
for theview for bars
buildingthe occupants.
Possible Causes:
Possible
Possible Causes:
Causes:
1. DueMoisture
to lack offrom
maintenance
other side of the wall
The installation
1. DueLack
to wall of
installationnot
the wall andfix
fallimmediately.
down to the
2. of maintenance
sink. Remedies:
Remedies:
Category / / Remedies:
1. Determine the Scope of
Category / 1. Determine the Scope of
1. Determine
theproblem
the
Remedies: problem the Scope of
Design
Category / the problem
Design
Maintenance / 2.1. Determine the scope ofat
Usescrapper
2. Use scrapper and
and scrap
scrap
Maintenance problems
Use
at effected
2. effectedscrapper
areaarea.
and scrap at
Design
Construction effected area
Maintenance
Construction 2. Remove
Cleanoff the
offthe existing
thedust
dustatat
material 3. Clean
3.
material
Workmanship sink
Clean
surface
3. surface off area
areathefrom
dust
fromany
atany
Construction
Workmanship / material.
surface
material. area from any
Environment
material / Clean the surface that
3. material.
Environment
Workmanship affected
/ 4.4. After
Afterfinish area
finish cleanoff
clean offthe
Human-usage
Human-usage Inject
4. areathe paint
area
the paint
cement with
lime
with plaster
Environment
Insect Install
4. finishes awith
new sink with
plasterinto
mortar finishes
the with
gap
proper of the
Insect
Human-usage the same
proper
crack to existing
installation.
prevent thesize
crack
Disaster installation.
Disaster start spread bigger.
Insect
Disaster
79
Defect Sheet No. 6 Location Basement (Water tank room)
Defect Sheet No. 5 Element
Location Services (Water tank room)
Basement
Element
Component Floor
Socket plug
Componen Floor finishes
Photo/sketches:
t Condition Priority Matrix Colour
3 2 Finding 6
Diagnosis:
Condition Priority Matrix Colour
2 on socket plug
Broken 2 .4
Diagnosis:
Leakage
Prognosis:
Prognosis:
1. Bad value impact for the building
Fungus will growth spread on the apron.
2. Will cause a short circuit
Possible Causes:
Water from
Possible the water tank pipe through to the floor.
Causes:
Old and lack of maintenance
Remedies:
Category / 1. Use scrapper and scrap at
effected area.
Remedies:
Design
Category /
2. Determine
1. thedust
Clean off the scope
at of
Maintenance / problems
Design surface area from any
Construction material.
Maintenance / 2. Remove the existing
material
Construction 3. socket plugno more water
Make sure
through outside from the
Workmanship
material 3. Clean the surface that
water distribution pipe.
Workmanship affected area
Environment
Environment 4. Install a new socket plug
Human-usage
Human-usage
Insect
Insect
Disaster
Disaster
80
Defect
Defect Sheet
Sheet No.
No. 978
10 Location
Location
Location
Location Externalof
Existing
External at
atthe
front
front of
of the
buildingthe building
building
Element
Element
Element Wall
Floor
(Left building)
Component Roof
Component
Component
Element Wall
Tiles finishes
Finding
Componen
Condition
Condition Corrugated
Priority plastic
Matrix roof Colour
Finding
Photo/sketches: 32
t Condition 2 64
Priority Matrix Colour
Diagnosis:
Diagnosis:
2 2 Finding 4
Condition
Peel
Broken of and
Diagnosis:plaster Priority
damage Matrix Colour
2 2 4
Peel of paint
Diagnosis:
Prognosis:
Prognosis:
Broken at some part of the corrugated plastic roof
Thesize
Prognosis:
1.1. The sizeofofbroken
peelingwill
increase.
increase.
2. It cause anaesthetic view for the occupants.
Will It cause
2. effect
Prognosis: to anaesthetic view performance.
the wall finishes for the occupants.
Possible
Low Causes:
aesthetic value
Possible Causes:
Possible Causes:
Human activity
Human
Moistureactivity
from other side of the wall
Possible Causes:
Remedies:
1. Due to weather condition
Category Remedies:
/ Remedies:
Category 1. Determine
2. Some material//fall down the Scope of
on the corrugated
Category Determine theScope
Scopeofof
1.1. Determine
the problem the
Design
plastic roof the problem
Design the problem
Design
Maintenance 2. Use scrapper and scrap
Maintenance
Maintenance 2. UseUse scrapper andscrap
scrapat
2. at
Remedies: scrapper
effected and
area.
Construction at effected
effected area area.
Category
Construction /
Construction 1.3. .Determine
Clean off the the scope
dust atof
material Clean off the dustatany
at
material 3. problems
3. Clean
surface offarea
the dust
from
material
Design
Workmanship
Workmanship surfacearea
surface
material. areafrom
fromanyany
Workmanship
Maintenance material.
Environment Clear all the material on
2. material.
Environment
Environment
Human-usage /
Construction
/ 4. the corrugated
After plastic
finish clean off
Human-usage / 4.
4. AfterInstall
roof a
finish
the area new layer
clean
paint offofthe
with
Human-usage tilespaintfinishes
Insect
material area
plaster with plaster
with
Insect
Insect 3. Purchase a part of
Workmanship
Disaster finishes with proper
proper installation
Disaster corrugated plastic roof to
installation
Disaster
Environment / change the broken at the
Human-usage affected area
Insect
Disaster
81
Defect Sheet No. 11 Location CCTV Room
Element Ceiling
Component Asbestos ceiling
2 2 4
Diagnosis:
Dampness on asbestos ceiling board
Prognosis:
1. Low aesthetic value.
2. Ceiling will be rotten.
3. Watermark on ceiling will effect paint
durability.
Possible Causes:
Excessive load from the ceiling fan. The timber
joists attack by termites.
Remedies:
Category /
1. Remove the asbestos
ceiling board
Design /
Maintenance / 2. Clean the debris at the
affected area
Construction /
material 3. Purchase a new part of
Workmanship asbestos ceiling board
and replace it at the
Environment affected area
Human-usage
Insect
Disaster
82
Defect Sheet No. 13 Location External at the right of the building
Defect Sheet No. 12
14 Element
Location Wall
CCTV Room
Parking entrance
Element
Componen Ceiling
Fencing
Wall and gate
finishes
Photo/sketches: tComponent Parking access
Asbestos ceilingcard
Condition
Condition Priority
Priority Matrix Colour
23 22 46
Diagnosis:
Diagnosis:
Missing
Broken
Peel on
element
of paintthe parking access card
Prognosis:
Prognosis:
It cause
Will anaesthetic
effect view
to the wall for the
finishes occupants.
performance.
Possible
Possible Causes:
Causes:
Moisture from other side of the wall
Human activity
Remedies:
Remedies:
Category
Category // 1. Determine the Scope of
the problem
the problem
Design
Design
Maintenance
Maintenance 2. Use scrapper and scrap at
2. Remove
Clean thethe
debris
existing
at the
effected access
parking
affected area card
area
Construction
Construction
material 3. Clean off the dust at
material 3. Purchase a new material
asbestos
Workmanship surface
and
ceiling areaatfrom
replace
board and any
the install
Workmanship material.
Environment / it
affected
at the affected
area area
Environment
Human-usage 4. After finish clean off the
Human-usage / area paint with plaster
Insect
Insect finishes with proper
Disaster installation
Disaster
83
Defect Sheet No. 15 Location External at the right of the building
Element Wall
Component Wall finishes
3 2 6
Diagnosis:
Missing element (tiles)
Prognosis:
It cause anaesthetic view for the occupants.
Possible Causes:
Too old and due to lack of maintenance
Remedies:
Category /
the problem
Design
Maintenance / 2. Clean the debris at the
affected area
Construction
material 3. Install a new tiles at the
Workmanship affected area
Environment
Human-usage
Insect
Disaster
84
Defect Sheet No. 16 Location Cafe
Element Ceiling
Defect Sheet No. 17 Location Female prayer room
Element
Componen Ceiling
CCTV
Photo/sketches: tComponent Ceiling finishes
Finding
Condition
Condition Priority
Priority Matrix
Matrix Colour
32 22 64
Diagnosis:
Diagnosis:
Missing element
Peel of plaster
Prognosis:
Prognosis:
It1.cause
Theanaesthetic viewincrease.
size of peeling for the occupants.
2. It cause anaesthetic view for the occupants.
Possible Causes:
The old material
Possible Causes:and lack of maintenance
Moisture from other side of the ceiling
Remedies:
Category /
Remedies:
Category the problem
Design // 1. Determine the Scope of
Maintenance
Design 2. the
Cleanproblem
the debris at
affected area
Maintenance
Construction / 2. Use scrapper and scrap at
material
Construction 3. effected
Purchaseareaa new part of
Workmanship CCTV and replace at the
material 3. Clean
brokenoff the dust at
area
Environment
Workmanship surface area from any
material.
Human-usage
Environment /
Insect
Human-usage 4. After finish clean off the
area paint with plaster
Disaster
85
Defect Sheet No. 18
19
20 Location
Location Roof
Internal
Roof top
topground floor at the building
Element
Element floor
Wall
Services
Componen
Component Wall
Tiles
Mainfinishes
socket distribution cover
t
Finding
2 3 6
Condition Priority Matrix
Matrix Colour
Colour
Diagnosis:
3 2 66
Diagnosis:
Rusty
Peel of paint
Broken tiles
Prognosis:
Prognosis:
1. The size of rusty will increase.
The
1. It
2. sizeanaesthetic
cause of peeling
broken will
will
viewincrease.
increase.
for the occupants
2. It cause anaesthetic view for the occupants
occupants.
Possible Causes:
Possible
Due to weather
Causes:
condition at the roof top
Possible Causes:
Due to the weather condition at the roof top of the
Human activity
Remedies:
building
Remedies:
the problem
Category / Remedies:
Category
Design /
Determine
1. Use
2. scrapper
the problem theand
Scope
scrapofat
Design
Maintenance the problem
effected area
Design
Construction
Maintenance Use
2. Clean
3. scrapper
effectedoffarea and scrap
the dust at at
Construction
material effectedarea
surface areafrom any
Clean off the dust at
Workmanship
material 3.
material
Workmanship 3. Clean
surfaceoff thefrom
area dust any
at
Environment / 4. Apply
surface a
material. area
new from
oil paint
any
Workmanship
Environment
Human-usage material.
toward the rusty on the
Environment / 4. affected
Install a area
new layer of tiles
Human-usage
Insect /
Human-usage 4. After finish
at the affectedclean
areaoff the
Insect
Disaster area paint with plaster
Disaster
86
Defect Sheet No. 21 Location Roof top
Element Services
Component Trunking
2 3 6
Diagnosis:
Broken
Prognosis:
It cause anaesthetic view for the occupants
Possible Causes:
Due to human activity during maintenance at the
roof top
Remedies:
Category /
the problem
Design
effected area
Construction
material 3. Clean off the dust at
Workmanship surface area from any
material.
Environment
Human-usage / 4. Install a new layer cover
of trunking to the
Insect affected area
Disaster
5. Apply two coats of metal
paint for best result.
87
Defect Sheet No. 23
22 Location
Location Roof
Rooftop
top
Element
Element Wall
Floor
Componen
Component Wall
Floorfinishes
finishes
t
Finding
2 3 6
Diagnosis:
3 2 6
Diagnosis:
Growth of mould
Vegetation growth
Prognosis:
Prognosis:
1. The size of mould will increase.
The
1. It
2. sizeanaesthetic
cause of vegetation willforincrease.
view the occupants
2. It cause anaesthetic view for the occupants
Possible Causes:
Possible
Due to weather
Causes:
condition at the roof top
Due to weather condition at the roof top and the
Remedies:
seeds is bring by any bird to this area
Category /
the problem
Design Remedies:
Category /
Maintenance Determine
1. Use
2. scrappertheand
Scope
scrapofat
the problem
effected area
Design
Construction
Maintenance
material Use scrapper
2. Clean
3. and scrap
off the dust at at
Workmanship effected
surface area
area from any
Environment
material / 3. Clean off the dust at
Workmanship
Human-usage surfaceaarea
4. Install newfrom
layerany
of
material.
floor finishes with a
Environment
Insect / proper installation
Human-usage
Disaster 4. Intsall a new layer of
paint at the affected area
Insect
Disaster
88
Defect
DefectSheet
SheetNo.
No. 32
31
24
34
35
25
26
27
28
29
30
33 Location
Location
Location Basement
Roof
Basement
Staircase
Roof
Basement
top
top area
to(Water
roof top
tank room)
Element
Element
Element Floor
Wall
Ceiling
Services
Roof
Staircase
Floor
Ceiling
Wall
Componen
Component
Componen
Component
ComponentFloorWall
Ceiling
Trunking
Flat
Electrical
Tiles
Floor
Ceiling
Wall
finishes
roof
finishes
finishes
finishes
finishes
beam
wire
distribution cover
Finding
t
Condition
Condition
Condition Priority
Priority
Priority MatrixMatrix
Matrix
Matrix
Matrix ColourColour
Colour
Finding
223 2 3223 2 6696464
Condition Priority
Priority Matrix
Matrix Colour
Colour
Diagnosis:
Diagnosis:
Diagnosis:
23 32 6 46
Diagnosis:
Broken
Missing
Broken
Improper
Crack or
on
and
element
on
installation
Damage
wiring
wire
missing
damage
wallcoveratcomponent
onfloor
painting
Material
Uneven
Crack onsurface
part
ceiling
lost
Prognosis:
Prognosis:
Prognosis:
Prognosis:
The
Short
Bad
1. The
It
dust
value
1.cause
circuit
The
size
might
impact
anaesthetic
size
of
might
ofbe
missing
broken
broken
of
appear
occur
crackwill
view
will
part
or
if
will
increase.
attach
the
will
effect
for
increase
exposed
the
increase.
on
tooccupants
the wire
wall
surface are of
in
Possible Causes:
Bad
contact
2. The
value
Will with
size
staricase
1. It2.cause impact
Bad
causewater.
ofacrack
anaesthetic
valueshort will
impact increase
circuit
viewof the
for building
the occupants
1.Possible
Poor workmanship
Causes:
2. It
Bad cause
valueanaesthetic
impact toview for the occupants
the building
2.Possible
Due to poor
Wrong
Possible
PossibleCauses:
workmanship
ofCauses:
material use
Causes:
Remedies:
Due
Lack Poor
to
Possible
Possible
Due
1. Due
totomaterial
of workmanship
Causes:
human
to tooactivity
maintenance
Causes:
human
human activity old during
andduring
fallmaintenance
during down thetomaintenance
maintenance thework
floor
work
Category Remedies:
/ 1. Sand the wall with 120-grit
2. The
Because
Due
works person
of
to human human
person inincharge
activity chargeforfor
activities wiring
wiring mightmight left left
it it
Category / 1. sandpaper
Determine the Scope of
to remove
Remedies:
Remedies:
Remedies:
like after repairing bumps the problem
Category
Category
Category
Design // / 1. 1.Determine Determine the the Scope Scope of
Design 2.Remedies:
Spread a coat of PVA
Maintenance theof problem
the problem
Category
Category
Maintenance / 2. Remove
Determine
1. primer on thethe extra
wall Scope
and overletof
Design
Design
Design / Remedies:
Remedies
it paint
the
dry.problem and clean the
Category
Construction
Maintenance
Maintenance
Maintenance //// /3.1. UseUse
2. 2.Determine
Clean scrapper the
offscrapperandScope
the scrapand
dust at
of
Design
Design
Construction 1. MixDetermine
affected
a batch areaoftheall-purpose
Scope of
the problem
effected
surface
scrap area
at
areaeffected
fromarea any
material
Maintenance
Maintenance the problem
Clean
Use
2. joint scrapper
the debris
compound and
powder scrap
at theat
Design
Construction
material
Construction / 3. with
Workmanship Repainting
affected
effected
water area
in again
a with
5-gallon the
Workmanship
Maintenance / 2. 3. 3.Clean Clean the
offoffdebris
the
the dust at the
dust at
material
Construction
material
Construction
material same
Replace
2. bucket existing
or use colour
theready-mixed
wire with
Environment 3. affected
Purchase
surface
surface area
a
area new
area trunking
from
from any
Workmanship
Environment
Workmanship
Workmanship other oroffif
Purchase
Clean
3. compound. a thepart
the material
of tiles
dust at
Construction
material
material material.
covermaterial.
and replace it to the
Human-usage 4. Spread
and not
surface
are replace
thein area
compound itfrom
function, at into
any
the
just
Environment
Human-usage
Workmanship
Environment
Workmanship
Environment 3. Purchase
affected area a new wire
material put it
affected
material.
depressions away area from
in the site.
drywall
Insect 4. 4.cover
Install
Install
anda ainstall
newnew layer
itlayer
withofa
Human-usage
Insect
Workmanship
Human-usage /
Environment
Environment
Human-usage and scrape it flat with a 10-
proper
plaster
plasterinstallation
at withthe affected proper
Disaster 4. toInstall
12-incha drywall new layer knife. of
Insect
Disaster
Environment
Human-usage
Insect
Human-usage
Insect / 5. Let areainstallation
the compound
plaster at withfloor dry, with
propera
Disaster
Human-usage
Insect
Insect
Disaster
Disaster / proper
installation
then sandinstallation
it lightly, clean
the sanding dust off the
Insect
Disaster
Disaster wall and spread another
Disaster coat over
6. Sand the wall lightly with
120-grit sandpaper after
the final coat dries. Prime
the wall with PVA primer
before you paint it.
89
Defect Sheet No. 46 Location Level 25 before entrance to the roof
DefectDefect
SheetSheet
No. No. 36
40
44
47
43
38
39
41
42
45 37Location
Location
Location
LocationBasement
Roof
Basement
Roof
Level
top Basement
top
top
25 before entrance to the roof
Element
Element
ElementElementServices
Opening
Wall
Door
Services
CeilingFloor frame
top
Element
Componen
Component
Componen
Component
Componen Services
Socket
Timber
Wall
Timber
Pendaflour
Electrical
CeilingFloor
finishes
plug
frame
door
wire
finishes
lamp
finishes
Photo/sketches;
Photo/sketches:
Finding
tComponent
t t Electrical distribution cover
Condition
Condition Priority
Priority Matrix
Priority Matrix
Matrix
Matrix
Matrix Colour
Colour
Colour
Colour
Finding
Finding
32233 2322.2
2 6446 464.6
Condition
Condition
Condition ConditionPriority
Priority
Priority
PriorityMatrixMatrix
Matrix Colour
Colour
Colour
Diagnosis:
Diagnosis:
323 2 32 2 2 49 6 4
Diagnosis:
Peel
Not
Diagnosis:
Broken
Missing
Peel function
of
of
Diagnosis:
Dampness
Broken paint
paint
plaster
element
on on wall
wiring
Broken
Missing
RottenGrowth
timber
orelement
damage
of
frame
mould
Prognosis:
Prognosis:
Prognosis:
It
Prognosis:
1.cause
1. Will
The
ItPrognosis:
anaesthetic
size
causeeffect
of to
broken
peel
the
mouldview
anaestheticofoccupants
paint
will
forincrease
will
view increase
the
will
foroccupants
increase
the occupants
It2.
2.cause
1.
2. Will
Give
It an
cause
1.
Will effect
aThe
aesthetic
badsize
ato the
ofview
anaesthetic
cause rating
shortmould
occupants
forbuilding
tocircuit
view
the will
the
for increase
occupants
the occupants
Possible Causes:
2. Can
Will
2. cause
cause
Give aa short
bad
shortvalue
circuit
circuit
impact to the building
Due
Possible
to human
Possible
Possible Causes:
activity
Causes:
Causes:
Termite
Possible
Human
Possible
Moisture
Due
1. Poor
1. to
Poor attack
Possible
activity
human
weather
Causes:
Causes:
workmanship
fromCauses:
activity
other
condition
workmanship side ofat the wall
roof top
ceiling
Remedies:
Due
1. to
2. Poor
Due
The
Thematerial
workmanship
to water
person
person too
in/ old
in penetration
and lack
charge
charge for oftomaintenance
for wiring
wiring themight
floor leftfrom it
Category
2. 1. Determine themight
Scopeleft of it
Remedies:
Remedies:
water
The
2. like
like distribution
person
after
after in charge
repairing
repairing pipe
the
forproblem
wiring might left it
Category
Category
Category // 1. 1. Determine the Scope of of
Design Remedies:
like after repairing the the problem
Category
Maintenance / 1. Remove thethe
2. Determine existing
Scope doorof
Design
Design
Design / Remedies: Remedies:
Remedies:
the problem
Category // 2.
Category
Category 1. Remove
2. / Use
DetermineDetermine
1. scrapper
Determine theandScope
existing
scrap the
at
of
Maintenance
Maintenance
Design
Maintenance
Construction / Clean
Remedies:
1.
3. at thethe Scope
affected areaof
timber
effected
the frame
Scope
problemarea of the
Category
Maintenance / 1. 2. the
Removeproblemthe Scope
Determine existing of
DesignDesign
material
Construction
Construction
Construction
Design / problem
Purchase
socket
4. the and
plug
problem replace a
cover
Workmanship 2. Clean
3.
2. Replace
Replace atoff
the
theaffected dustarea
thependaflour at
Design Maintenance
Maintenance
material
Construction
material
material
Maintenance
3. new door the at thewire affectedwith
surface
light
2. Use
witharea scrapper
other from
or if and
any
the
Environment
Workmanship
Workmanship
Workmanship
Maintenance 3. other
2. area or the
Replace aif the wirematerial
new socket
cover
material
Construction
Construction Replace
material
4. material.
are scrap
not in&are install
at
function, with
effected
not in
just
Construction plug cover
with otherwith or a ifproperthe
Environment
Human-usage
Workmanship
Environment
Environment / new
put treated
function,area just
it away are timber
put
from site. frame
it away
material
Construction
material installation
material not in
material from site.
4. Install
4. a new layer of
Insect
Human-usage
Environment
Workmanship///
Human-usage
Human-usage
Workmanship function, just put it away
Workmanship
material 3. Clean
plaster
paint with off the dust
with properat
from site.
Insect
Disaster
Environment
Human-usage
Insect
Insect
Workmanship
Environment surface area from
installation
Environment
any material.
Disaster
Insect Human-usage
Disaster
Environment
Human-usage
Disaster
Human-usage
InsectInsect
Disaster
Human-usage
Insect
InsectDisaster
Disaster
Disaster
Disaster
90
Defect Sheet No. 48 Location Roof top
Element Door
Component Timber door
3 2 6
Diagnosis:
Broken door
Prognosis:
It cause an aesthetic view for the occupants
Possible Causes:
Due to weather condition on the roof top
Remedies:
the problem
Design
Maintenance 2. Remove the existing door
Construction 3. Clean at the affected area
material 4. Purchase and install a

Workmanship new door at the affected
Environment area
Human-usage
Insect
Disaster
91
4.5 Defect Indication Plan
I. Ground Floor
14 15
10
13
11
12
18
1
16
17
92
II. Basement 1
39
35
41
34
40 3
2
6 38
33
36
37
93
III. Rooftop
48
28
27 42
22
19 43
20
44
21
23 25
24
26
45
94
IV. Level 25
29
47
46
30
95
5.0 CONCLUSION
In conclusion, we learn about maintenance structure, objective, planning, program and how they
maintain the building. We also learn about scheduled maintenance and procedure they should take
during inspect the mechanical and electrical services. Besides that, we learn about the maintenance
strategy that they apply in the building. The maintenance that consist of planned schedule,
corrective maintenance and so on.
Furthermore, we conclude that we have learn about the type of defect that will damage and
occur in the buildings and also its remedial work on the defects. Besides that, the financial status is
important because we know the income and expenditure the buildings. Even though it is
confidential, we acquired the financial status by cooperating the maintenance management team.
We know that budget is important because the budget is to ensure that building is prepared with
optimum money to repair or rebuild of the building. If the building is not well maintained, it is
because the lack of financial, the building performance will decrease it rate, resulting many defects
and lack of services repair.
6.0 RECOMMENCATION
Based on our inspection, we have found out the problem at this building which is the maintenance
team take a long time to repair any of defects that happened to the building. Minor defect can
become major defect if they take a long time to repair the defects. Recommendation for the problem
is maintenance team of the building must take action and pay attention about what will happen to
the building if they do not take any action. Maintenance team also should conduct a review to the
building to ensure maintenance team of the building do their works completely and the building can
avoid from any malfunction of building or equipment of the building.
Next is, they do not re-inspection the defects happened to the building. So, when they do
repairing works, the works cannot be in a lowest cost. And the recommendation for this problem is
parties involved should do an inspection well. They should take measurement of defects and ensure
materials that should replace or upgrade. This is because, any mistake of measurement of defect can
affect the cost for repairing works.
96
7.0 REFERENCES
1. Location plan of Bangunan Darul Ehsan (www.google.maps.com, 2019)
2. Menteri Besar Selangor (http://mbiselangor.com/, 2019.)
3. Barrier, C. & Peter, S. Building Maintenance Management (2nd ed).
97
APPENDICES
98

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CENTRE OF STUDIES FOR BUILDING SURVEYING

FACULTY OF ARCHITECTURE, PLANNING AND SURVEYING

MAINTENANCE AND FACILITIES MANAGEMENT (BSR607)

AHMAD MAULANA BIN CHE AZIZ 2016565321

Bachelor of Building Surveying (Hons)

THE DETAILS OF PROPERTY

1.0 INTRODUCTION AND ORGANIZATION BACKGROUND

Bangunan Darul Ehsan Shah Alam is owned by government of Malaysia. Menteri

 To administer assets efficiently

(Source: http://mbiselangor.com/, 2019.)

1.2 Building Background

1.2.1 Key Plan and Location Plan

Figure 1.2.1.1 Key Plan of Bangunan Darul Ehsan.

Figure 1.2.1.2 Location Plan of Bangunan Darul Ehsan.

(Source: www.google.maps.com, 2019)

1.2.2 General Information of Building

Figure 1.2.2.1 Bangunan Darul Ehsan

1.2.3 List of Tenants

NO. TENANTS LEVEL

1.3 Building Facilities and Services

Building services are the systems installed in buildings to make them

1.3.1 Building Facilities

Figure 1.3.1.1 Toilet.

Figure 1.3.1.2 Reception counter.

3  Parking for the staff and

Figure 1.3.1.3 Parking lots.

Figure 1.3.1.4 Cafeteria.

5  For the staff and public.

Figure 1.3.1.5 Surau.

6  Provided for Disable People.

Figure 1.3.1.6 OKU toilet.

Figure 1.3.1.7 Parking lot for OKU.

Table 1.3.1.1 Building facilities at Bangunan Darul Ehsan.

1.3.2 Building Service

Figure 1.3.2.1 Emergency lamp.

Figure 1.3.2.2 Fire alarm.

Figure 1.3.2.3 CCTV.

Figure 1.3.2.4 Smoke detector water

5  For the safety when building

Figure 1.3.2.5 Water sprinkler.

6  Use for the comfortable of

Figure 1.3.2.6 Air conditioning.

Figure 1.3.2.7 The lift.

Figure 1.3.2.8 Fire-fighting water

Table 1.3.2.1 Building services at Bangunan Darul Ehsan.

2.0 ORGANIZATIONAL MAINTENANCE MANAGEMENT

2.1.1 Organization Objectives

2.1.2 Vision and Mission

2.1.3 Maintenance Organization Chart

EXECUTIVE ADMIN CLERK

TECHNICIAN 1 TECHNICIAN 2 TECHNICIAN 3

2.2 Maintenance Policy, Maintenance Standard and Quality

SCOPE OF QUALITY MANUAL AND PERMISSIBLE EXCLUSION

OBJECTIVE OF QUALITY MANUAL

AMENDMENT/REVISION OF QUALITY MANUAL

UNDERSTANDING THE TOP MANAGEMENT OF SDE FACILITIES

UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED

DETERMINING THE SCOPE OF THE QUALITY MANAGEMENT SYSTEM

QUALITY MANAGEMENT SYSTEM AND ITS PROCESSES

NOTE Reference to “business” in this International Standard can be interpreted broadly

(1) Customer and applicable statutory and regulatory requirements are

b) Communicating the quality policy.

i) Ensuring that the quality management system conforms to the requirements of

Actions taken to address risks and opportunities shall be proportionate to the