BIE 2016

BUILDING MAINTENANCE AND

SERVICES

BUILDING
MAINTENANCE -
PLANNING
WEEK 3
 OUTLINE OF LECTURE
A. Introduction : Components of Maintenance Plan,
Planning System, Policy, Scope of Maintenance
Works
B. Levels of Planning
C. Planning the Maintenance Works
D. Planning the Control System
E. Maintenance Inspections, Procedure, Programmes
and Activities
F. Setting up a Cost Efficient Maintenance Program
G. Control Plans – To Ensure Ongoing Cost Efficient
Maintenance Programm
H. Maintenance Management - Organisation and
Measurement
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 A. INTRODUCTION

Planned Building Maintenance

involves a whole process that a Building Manager has to do to
achieve a well maintained and managed building

The plan can be shown as in the next diagram

 ENVIRONMENT
POLICY
Characteristics
Mission Statement
Variables
Objectives
Risks

INFORMATION
Survey
Budget
Specification

RISK MODELLING

Risk Identification
Risk Analysis
Components of
a PLAN FORMULATION

Maintenance Activities
Plan Sequence Plan Priorities and
Timescale Contingencies
Budget

PLAN IMPLEMENTATION
Work on Site
Variations from Plan

Activate priorities and

contingencies

COMPLETION
Evaluation
Feedback
 A. NATURE OF PLANNING
RICS Guidance Notes on Planned Building Maintenance : “ It will be seen….that
the planning of building maintenance is far broader than the planning of preventive
maintenance”
RICS Guidance Notes defines maintenance planning under 5 headings:
• Determining the policy for maintenance
• Deciding and preparing maintenance programmes and obtaining funds for them
• Getting the work done
• Controlling the progress of work and budget expenditure
• Monitoring the effectiveness of the programme
Differences between Planning and Programme:
Planning – the whole process of maintenance management as detailed in the above 5
categories
Programming – scheduling the manner in which maintenance works will be carried out, as
defined in the Guidance Note as;
• Planned maintenance programmes
• Day-today or breakdown maintenance
• Minor new works
• Refurbishment
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 A. COMPONENTS OF PLANNING SYSTEM
• Involves having a planned course of action for dealing with the
inevitable consequences of deterioration
• Plan should embrace and lay down measures for dealing with
remote possibilities e.g. damage caused by severe weather
conditions.
• Whether or not resources are allocated for the rectification of such
defects will depend upon the degree of risk involved and the likely
effects of delay on user activities

Management of maintenance of obtaining positive control over the

work to be undertaken during any period. Work is input from two
primary sources:
• Work initiated by the maintenance department and consists of larger jobs
planned in advance
• Work requested by the occupier and consist mostly of the parts of small jobs,
which are regarded as urgent

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 A. MAINTENANCE POLICY - General
BS 3811 defines Maintenance Policy

▪ strategy within which decisions on maintenance are taken

▪ The ground rules for the allocation of resources (workers,
materials and money) between the alternative types of
maintenance action that are available to management

Need to look at the policies concerning the proper balance

between preventive and corrective maintenance
- Programmed works vs user requests
- Priorities to different types of jobs
- Direct labour vs contract (outsource)
- Centralised vs decentralised decision making

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 A. Scope of Maintenance Works - Services

The most common include:

• lifts
• plumbing
• electric cables
• air conditioning
• energy loss

Air Conditioning
-Where are they located, age, type, owner, documentation,
effectiveness, check parts e.g. filters etc.

Lifts
- Types (passengers, service), Manufacturers, Schedule of
Maintenance, Rate of failure

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 A. Scope of Maintenance Works - Services to Maintain

The most common include:

• lifts
• plumbing
• electric cables
• air conditioning
• energy loss

Plumbing
- Colour, pressure, soil pipe condition, leakages, meter

Electrical Services
- Accessibility, earthing, labeling, security, overloading, age of
cables, fuses

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 A. Scope of Maintenance Works - Services to Maintain
Maintenance Summary

Air Conditioning
-Clean air filters, increase the system’s capacity, alter the office
layout, ‘dose’ the system

Lifts
-Have a good maintenance contract

Plumbing
-Replace old galvanised tanks
-Avoid mixed metals
-Replace failing cast iron pipe work

Electrical Services
-PVC sheathing and polystyrene don’t mix
- Inspect cables visually
-Test circuit breakers
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MAINTENANCE WORKS - SCHEDULED WORKS

The scheduled tasks and works in maintenance can be categorised as follows:

1) M & E & P (MEP) Services

➢ Air Cond & Ventilation systems
➢ Lift and Escalators systems
➢ Fire prevention systems
➢ Water & Sewerage systems
➢ High and Low Voltage Systems
➢ Building Management & Automation Systems (BMS & BAS)
➢ Public Address Systems

2) Civil & Structural Services

➢ Civil, structural & architectural works
➢ Interior decoration works
➢ Paintings
➢ Signage
➢ Piping Works
➢ Roadworks

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 MAINTENANCE WORKS - SCHEDULED WORKS

The scheduled tasks and works in maintenance can be categorised as follows:

3) General Works/Housekeeping
➢ Pest Control
➢ Rubbish Disposal
➢ Cleaning and Housekeeping
➢ Landscaping
➢ Toiletries Supply
➢ Parking area maintenance

4) Safety & Security Services

➢ Security guards at main entrances
➢ Building inspections
➢ Fire drill exercise
➢ Setting of fire & rescue team, emergency response team etc.

5) Energy Saving Services

6) Green Practices – 3 Rs (reuse, reduce and recycle) - optional

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 B. LEVELS OF PLANNING
Early Preventive Approach
-To prevent problems at early stage

Maintenance Planning
-To arrange the activities that could prevent or minimise the failures
from any of the parts or components which are poorly designed.

Maintenance Planning is carried out in 5 levels:

1) Buildings in the Design Stage
2) Just before Taking Over
3) Change of Use of Buildings to New Use
4) Change of Maintenance Allocation
5) Change of Man Power

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 B. LEVELS OF PLANNING
1) Buildings in the Design Stage

Planning at the design needs to be done on a regular and

continuous, especially if the renovation work is needed. This situation
becomes even more important if the owner or the designer or
consultant make certain changes in the last minute before the
building plans are submitted to local authorities.

In fact, when at the building construction stage, review process also

need to be done. This action is intended to accommodate the
proposed planned maintenance system consistent with the results of
construction to be obtained later

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 B. LEVELS OF PLANNING
2) Before the building is taken over

Planning is required before a building change ownership or acquired

by new owners and before the building is occupied. To perform this
task managers can obtain information from the current building owner
or previous owner or the manager or the maintenance of existing
ones. If the new owner decided to continue existing services
maintenance manager, the new owner must be willing to accept the
services of the existing maintenance. He also must assess whether
the existing services is the best or otherwise

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 B. LEVELS OF PLANNING
3) Changes of the Building Use to New Uses

This plan is required when there is a sudden change of use. It is done

for system maintenance as is not possible to meet the requirements
of the new use of the building. For example, a building previously
used as offices, then has the use converted to a hotel. In this case,
although the building is still the same building, but its function has
changed. To meet the change in use, then the work of certain
structural modifications are being done internally. Similarly, the
system services and other facilities which are available.

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 B. LEVELS OF PLANNING

4) Maintenance Allowance Changes

If the provision has been made so far is adequate, but from a

reduced budget, the works has to be adjusted. Managers need to
plan and organize the work and methods among the resources.
Coordination of work has to be done so that it is in accordance with
the number of new provisions made. This means that, if there is any
cut of the provisions, the works that are less important has to be
reduced. The concentration will be for the most important job.

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 B. LEVELS OF PLANNING
5) Change in Employment

It is possible that labour shortages will occur. First, due to high job
demand which caused the existing workers to quit and work
elsewhere. Secondly, many workers have to be retrenched because
of economic decline and the building owners could not afford the high
maintenance cost. In both conditions, the maintenance manager
should be asked to review back maintenance work program and to
find more effective alternatives to overcome the shortage of workers.
Among the alternatives that can be taken is the preferred use of
mechanical equipment and electrical or electronic systems

https://youtu.be/Iq9tsp4d_pE

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 B. LEVELS OF PLANNING

To recap

Buildings in Just before

the Design Taking Over
Stage

Change of
Use of
Buildings to
New Use

Change of Change of
Maintenance Man Power
Allocation

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 C. Planning the Maintenance Works
There are TWO (2) things that should be considered when planning for
maintenance.

1) Elements of Work
Elements of the work of existing or the ones planned for new maintenance jobs.
There are FOUR elements:

a) Maintenance work cycle. It involves all the details of the items or items of work
either for internally, externally jobs i.e. in the monthly, yearly, etc.

b) User’s productivity . It may be in the form of products or services resulting from

the building. Productivity are taken into account so that maintenance work does not
affect any production process

c) Annual plan. Maintenance work must take into account the work of the following
year. Aim is to enable long term planning can be formulated

d) Replacement. The decision to replace or repair any item or items must be

made ​after taking into account the objective and purpose of the original design of
the building
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 C. Planning the Maintenance Works

There are two things that should be considered when planning for
maintenance.

2) Reporting process

Report is an important and mandatory rules in the maintenance work.

Each report must be recorded and kept for various purposes in the
future. For a report to be useful and meaningful, the work report must
be made ​by a competent and professional staff. The information
collected is analyzed and filtered, especially to determine the urgency
of a repair that must be made and in compliance with maintenance
standards set forth in the policy. Therefore, the reporting must take into
account of the following matters:

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 C. Planning the Maintenance Works

There are two things that should be considered when planning for
maintenance.

2) Reporting process (cont)

a) Report any delay of work which does not result in more serious
future breakdown
b) Reporting and forecasting life expectancy accurately as possible for
the building or its components or materials used
c) Reporting of all activities and matters that are related to the
performance of buildings
d) For matters serious and require immediate action, all reports must
be followed by immediate correction

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 C. Planning the Maintenance Works
The Maintenance Plan
All of the maintenance programmes
- Must be receiving feedback from users, owners and clients through
continuous communication.
- A clear explanation must be obtained from all parties, as well as the
maintenance staff itself.

Discussions with these parties (top management or the building owner) must
include the following items so that the maintenance schedule can be
adjusted and certain requirements are met, namely:
i) The need for client or user productivity and operational limitations
ii) The need for taxation (taxation), the owner or the client's financial
situation and investment programs
iii) The legal requirements in connection with the performance of the building.
for example, the period or the time it takes to conduct fire prevention training
for all users of the building
iv) The need for information and the response to enable a suitable working
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 C. Planning the Maintenance Works
The Maintenance Plan

To determine the appropriate maintenance, management must assess

- the capacity or efficiency of each item used in the building.
- important because the process provides the management with
information on emergency repairs and repairs of economic issues.
- must include the possibility of damages that will occur.

Information or feedback obtained will enable the management

- to use it for the purpose of providing the preview to plan for
maintenance.
- all the information can be validated and adapted for use in long-term
maintenance planning, medium-and short-term.
- the amount of provision requirements, equipment and staff can also
be drafted.
- At the end of planning, the maintenance organization shall produce
an Annual Plan - to guide staff, users, owners and clients who are
involved in the building.
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 D. Planning Control System
Control system is meant to explain how the maintenance work are
performed . Every managers and supervisors of maintenance must be able
to explain to their staff the rules of adequate action.

First, all complaints must get immediate response.

Second, the distribution of workers by numbers is correct with appropriate
skills.
Third, all the work done must be monitored.

The matters to be determined (3W and 3 H):

i) What machinery or equipment must be maintained and state priorities

ii) How is each of the machinery or equipment upfront is maintained. For

example, if it requires the manual, whether the manuals are available or if it
involves requires experts advice from outside sources, whether the
preparation was made to source the relevant specialist

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 D. Planning Control System

iii) What are the equipment, materials, spare parts, skilled workers and
the amount of time required to perform the work

iv) How often and fixed (regular) maintenance of a component or specific

items has to be made

v) What are the methods of administering, supervising and coordinating

the repair work to be carried out

vi) How to record and analyse a method of decision making while the
maintenance work is carried out

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 D. Planning Control System

Flow Control System

In the flow control system, we can see how a job is initiated. The following
figure shows the manual process that is used as the basis for the
understanding work processes that take place in the operation.

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Flow Control System:

Record Asset Maintenance

Inventory Asset
Card Register Maintenance
Schedule

Action
Maintenance Programs Information
Example:
Card/DB or
Production
Background
Dept
of Asset
(Housing)

Store Management
Work Card /DB– Work, Report – Hours,
Materials, Hours Spent, Cost, Work,
Cost Planning and
Problems

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 D. Planning Control System
Recording Process

Can either be Inventory Card or Asset Register which can be computerised.

1) Inventory Details
Dept: Corporate Finance Card No : 4
Ground floor, ABC Building Date : 30.11. 2011

Item Number Item Details Type Location Priority Notes

No
1 2 Small Yamaha Engine Temporary Use:
Generator Room 1 Electrical 1. Chairman
(stand by Supply Office
electrical 2. Director’s
supply Office

2 1 Automatic Sen Basement Automatic Car Park Area

Pump Space 3 Water Dryer for top
managemen
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 D. Planning Control System
Recording Process
Can either be Inventory or Asset Register (can be computerised).

2) Asset Register
Plant Description
Reference No:
Asset Registration Code:
Made: Hittuma Co Serial No: A 1234 B
Japan
Plant Details: Type : ADC 3/9000G
Type of Burner: Self cooling
Heater: fuel gas heater Date of Purchase: 30.11.2011
Has the level of X tons combustion / pressure
Measure: 10’x6x8 Purchase No: FCC 2/50-78
Running Temp: 300F-800F
Ancillary equipment
Chart records of parts: Yamaha serial no 222-3K
Control Indicators : FITT (880) , FITT Ltd
No 45, Jalan Along, KL
Fire control : Type Jitt-567 , FITT Ltd
Starter :Delta, Retaining Wind types
Date Location Date Location
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 D. Planning Control System
Action Process - It consists of information file/ backgrounds and maintenance
job info

i) Information / background file - The information file is important for maintenance work as it
helps to:
a) control the cost of planned maintenance
b) to modify or Modification of machinery and equipment
c) ensure the integrity and the extension of the life cycle of equipment, machinery or materials

Among the important information is stored and can be retrieved from the file information is as
follows:
a. Percentage of the routine work done in certain periods and for the work that has been made
b. The ratio between the planned work with unplanned work
c. Total time of cessation of operation of machinery or plant or closure of certain areas for
executing service and maintenance
d. Flow pattern maintenance costs (to be used for future budgeting)
e. The cost of maintenance or service or resource outsourcing vendors (vendors) differences
f. Indicators of the amount of spare parts
g. Performance standards of maintenance
h. Setting the standard use of machinery, plant or spare parts

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 D. Planning Control System
Action Process - It consists of information file / backgrounds and info maintenance
ii) Work files - Files that work serve as a record of recording and handling repair work that
must be adhered to by all staff who carry out related work. The contents of information
contained in the job file are:
Identity or Identification
a. Department, unit or section
b. Date - work is required
c. Date of work completion
d. Number of Assets
e. Name and type of assets
f. Priority
g. Works form a series of numbers
h. Charges or account number
Action Required
a. The real problem
b. Reasons for the possible causes of damage
c. Work instructions that have been obtained
d. Class or standard of work
e. Areas of work
f. Authority directing the work
g. Materials and parts used
h. Tools or used to carry out repairs
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 D. Planning Control System
Action Process - It consists of information cards / card backgrounds and
card maintenance

ii) Work files - files that work serves as a record of recording and handling repair
work that must be adhered to by all staff who carry out related work. The contents
of the information contained in the job card is:

Action has been taken

a. The details of work completed
b. Period or the total time taken
c. Date and days involved or commencement
d. Date of completion
e. Date of revision work has been completed and confirmation of supervision

Calculation and Work Account

a. Total overall costs involved (in the count man hours)
b. Cost for storage of equipment
c. Total cost based on 'man hours' work each involved

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 D. Planning Control System
Control implementation
In the record there is the relationship between the use of file check, file
asset inventory and maintenance schedule. The preparation of the
inventory list will then provide the complete list of assets that can be
provided.

These two registers are used to develop maintenance schedules.

It was found that all the work done is based on information prior to the
file. Information file are then arranged so that maintenance planning
repair work can be done.

The indirect information file is a main driver of the planning work.

File information can be used as a basis for information and channel

information back for record in the register of assets and maintenance
schedules.
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 D. Planning Control System
Control implementation (cont’)

The following diagramme shows the planned maintenance made. In this case,
the housing department has been used as a planning model.

By using the file as an example of information housing department, the

management can identify the items that will be maintained at certain periods.
After identifying and prescribing certain items, the management will deal and
take the work to employees to perform work.

Because of the maintenance program has been available, the relevant staff
often have to know what actions should be done.

In this example, the staff will use the file to coordinate with the staff operating
the store. This action ​is to get the equipment, tools, spare parts and others.
When work is completed, the equipment from the store is to be returned and a
report be submitted to the management

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 D. Planning Control System
Flow and Work instructions from the Department of Consumer
Work schedule that Request to repair from user of Dept A
has been agreed upon
with user A Job

Example: (Plumbing
Dept) View the work
Setting the work instructions
requirements,
duration, type, Planned Maintenance
material, etc.

Level I
Employees doing the
work, reporting the time Receipt of work order
taken, materials used, Skilled worker willing to accept from the executive
additional work and and the new direction of the planned maintenance
other program
Level II
Work
Emergency request through
Order phone from user dept
Receive order from Staff immediately takes
user dept action from the user dept’s
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complaint
 PREVENTIVE MAINTENANCE AND MAINTENANCE INSPECTIONS

• Has become a set of procedures

➢ Involved carefully scheduled maintenance activities and prepared

inspection forms that list the important physical elements and systems

• Purpose of Maintenance Mgmt – cut down repair and replacements cost

and avoid interruptions of services to tenants

• Effectiveness of Managers depends on

- thoroughness of routine inspections and ability to pinpoint/correct laxness
in maintenance team

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E. MAINTENANCE INSPECTIONS, PROCEDURE,
PROGRAMMES AND ACTIVITIES

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 PREVENTIVE MAINTENANCE AND MAINTENANCE INSPECTIONS
Managers should conduct spot checks and seasonal checks

➢ DEVELOP A CHECK LIST OF BUILDING FEATURES AND PERSONNEL

EMPLOYED/TASKS RESPONSIBLE

➢ INSPECT INTERIOR AND EXTERIOR FEATURES OF PROPERTY

Exterior inspection include
➢ Conditions on grounds, walls, entrance, doorways, mailboxes, fire escapes, windows, roofs
➢ Maintenance needs and costs to be entered on checklist
➢ Checklist helps managers to explain to owner any expenditures made for
maintenance and repairs

Interior inspection include

➢ conditions on lobby, stairwell, corridors, lifts, light fixtures, internal common areas air
conditioning systems (chillers, compressors, AHUs) plumbing systems, electrical fittings,
sewerage systems.
➢ also check doors, locks, ceilings switches, elec outlets, floors on vacant space

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SYSTEM OF MAINTENANCE CHECKS PROCEDURE
Establish efficient record keeping of;
• Plans & drawings
• Past inspections
Records • Defects rectification,
M • inspection schedules,
A • usage of building etc.
I Develop checklist for
N Checklist • critical structural parts
T • Inspections
E Control Enforce control system for alteration and
N System renovation works
A
N Feedback Establish system of feedback from users of
System unusual condition e.g. vibration, cracks
C
E • Look out for neighbouring construction works
Monitoring • carry out detailed inspections of older buildings
• check regularly on usage of buildings
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F. SETTING UP A COST EFFICIENT MAINTENANCE PROGRAM

Maintenance cost consume average of 20% of Gross Rental Income for

residential buildings and 26% of Gross Rental Income for office properties in US

5 Basic Steps in Designing A Preventive Maintenance Programme

1. Prepare an Inventory of Equipment and Building

➢ List should include manufacturer, operating procedures, location, date and
place of purchase and warranties, where to obtain parts and service,
when to lubricate, clean or overhaul, physical elements such as walls and
support
2. Determine necessary maintenance tasks
➢ Decide what type of inspections and preventive maintenance tasks to be
performed and frequency
➢ Spare parts to be kept at hand to replace broken or worn out machines
➢ Include all exterior and interior tasks to be performed
3. Calculate the cost
➢ Once tasks determined, manager needs to calculate how much time, labour
and money required in the program
➢ Final figures must be realistic – budget and work involved
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 F. SETTING UP A COST EFFICIENT MAINTENANCE PROGRAM

4. Schedule the tasks

➢ Tasks vary in frequency – weekly, bimonthly, monthly and seasonally
➢ Work out a full year’s schedule, a schedule for issuing work order and check
work completion
➢ Time must be set aside to complete unplanned emergency work
5. Keep records
➢ Review records on the results of preventive inspections and tasks for each
equipment
➢ Records will show whether checks and activities can be performed less
frequently or should be inspected more often. Can also verify maintenance
personnel are actually perform tasks and demonstrate the cost effectiveness of
programme
➢ Well designed and implemented programme may not show significant results
or savings for 6 months to a year but it pay off in terms of increase efficiency
and economy of operations

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F. SETTING UP A COST EFFICIENT MAINTENANCE PROGRAM

To recap

Prepare an
Inventory of
Equipment and
Building

Determine
necessary
Keep records
maintenance
tasks

Determine
Schedule the necessary
tasks maintenance
tasks

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G. CONTROL PLANS – TO ENSURE ONGOING COST EFFICIENT MAINTENANCE PROGRAMME

Control Plans
• Set up new operating procedures or revise present ones
• Cost reduction opportunities should be identified and ranked according to their
ability to generate savings
• Procedures for initiating work orders, timekeeping, control of materials, work
scheduling and control reporting then can be reassessed in light of new data
gathered during the cost-reduction analyses
• Successful Maintenance program in large properties is to have the administrative
and performance functions separated
• Administrative – responsible for budgeting, material control and management
reports (property manager)
• Detailed plans are the foundation of effective maintenance supervision. Outline
the specific tasks to be performed by maintenance personnel
• Simplest maintenance plan should touch seven basic points:-
– Scope of work, location, job priorities, method of accomplishing each job,
materials needed to complete tasks, number of personnel required and
hours of work that will be needed.

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G. CONTROL PLANS – TO ENSURE ONGOING COST EFFICIENT MAINTENANCE PROGRAMME

Energy Management
• Age of technological advances, property professional to keep abreast of new
approaches in property management
• Energy costs comprise mainly of electricity costs and the largest components of
total outgoings
• Energy management is an activity which seeks to ensure that there is no
wastage of energy for the daily functions of a building and it involves reducing
excess consumption. Is a method of containing and reducing the overall costs
psf energy per unit of production
• Always begin with a policy – show the general objectives, specific goals to be
attained in achieving those objectives, the ways and means by which energy
can be saved and composition of management resources needed
• Duties of the property manager – know all the functions of the mechanical and
electrical operations of the plant and its energy usage. Duties include:
- Maintaining proper accounts of energy consumption and fuel purchases
- Reviewing energy utilisation, performance and trends so that up to date
conclusions can be drawn

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G. CONTROL PLANS – TO ENSURE ONGOING COST EFFICIENT MAINTENANCE PROGRAMME

Energy Audits
• Energy Audits forms the basis upon which the database of energy
figures are established.
• Energy Audit is vital activity in energy management as it will indicate
the areas of concern and aid in the decision making process
• 2 types of Energy Audit:
A. Historical Energy Audit
- Requires available accounting and production records. The information will
show how and in what form energy is being utilised in the mechanical and
electrical systems
- Audit involves 3 steps: a) identify the quantity and costs of various energy uses
b) identify energy consumption at the official (mechanical and electrical plants)
and unofficial (secondary lighting) levels c) relate energy input and production
output

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G. CONTROL PLANS – TO ENSURE ONGOING COST EFFICIENT MAINTENANCE PROGRAMME

B. Diagnostic Energy Audit

– Technical analysis of individual components or group of components in the
building or a process in the plant areas and is used to identify the amount of
energy used by a particular machine. External assistance might be sought
– Carry out detailed survey into the energy losses (insufficient procedures, poor
operating techniques, deficiencies in the plant, bad house keeping habits)
– Building Automation Systems (BAS) is a real time on line micro-processor based
system utilising computer type hardware under software control. It monitors,
regulates and controls building services plants automatically in order to
optimise energy costs, maintenance and manpower costs and to increase
comfort and safety
– BAS provide clear and concise information concerning its performance on the
tasks and advises any occurrences which requires attention
– Results of the energy audit will be reviewed and all those areas which have
evidence of major energy usage are identified. Have an action plan that aim to
preserve conservation which involve reducing energy consumption through
minimising wastage and improving efficiency
– Report submitted to the owners indicating the action plans ( a need to change
plant and equipment, deficiencies in collecting energy data and control of
energy costs)
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 COST EFFICIENT MAINTENANCE PROGRAMME – DUTIES OF MANAGER

• Duties of the maintenance manager – know all the functions of the

mechanical and electrical operations of the plant and its energy usage.
Duties include:
- Maintaining proper accounts of energy consumption and fuel
purchases
- Reviewing energy utilisation, performance and trends so that up to
date conclusions can be drawn
- To have regular meetings with site staff to obtain updates on
mechanical and electrical plant equipment
- To inculcate general interest and support for energy management
amongst employees and occupants of a particular building
- To identify where energy wastage is occurring so that monetary
quantification can be made and recommendations put forward
– To set up a monitoring system which will identify areas which require
most detailed study and to make arrangements for these studies to
be implemented
- To provide comprehensive manuals for a specific building which
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H. MAINTENANCE MANAGEMENT
- Organisation and Measurement
 MAINTENANCE ORGANISATION
1. Person or department responsible for the planning and control of
maintenance operations
• depend on size of company
• whether in-house or contracted
• centralised or decentralised
2. Principal Functions
• management and administration
• prepare cost estimates
• prepare work specification and contract documents
• invite and select contractors
• issue work orders, supervise work and certify payments
• resource management
• plan materials, plant, transport and other resources
• planning and programming work scheduling work for direct labour
and contractors
• arranging regular inspections and servicing
• planning maintenance programmes
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MAINTENANCE ORGANISATION - HIERARCHY

1. Division or Section Approach – Plant 1, Plant 2, Plant 3 etc.

2. Sectors Approach – Operation Manager, Maintenance
Manager, Production Manager etc.
3. Specialisation or Department Approach- Admin Manager,
Finance Manager, Maintenance Manager etc.
4. Division based on Area – East Cost MM, West Coast MM etc.
5. Work Function Approach – practiced in small organisations;
executing the maintenance functions eg. Contract
Administration, Building Services, Planning and Operations,
Store Keeper, Plant etc.

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 MAINTENANCE MANAGEMENT MEASUREMENT

➢ The measurement of the works is one way of measuring the effectiveness of

planning.
➢ To measure is to see how far the maintenance team has achieved in the
implementation of the system planning.

This is normally done by the manager to :

1) Avoid the loss of staff motivation
2) Avoid doing the same thing over and over again
3) Monitor the implementation of works decided at meetings
4) Avoid the delivery of unsatisfactory works
5) Avoid occupiers’ or tenants’ complaints

Management Index or Building Management Index can be used to monitor the

implementation of works.

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MAINTENANCE MANAGEMENT MEASUREMENT

The relevant indices are:

a) Energy Index:
Electricity Consumption (month bill) amount
Gross Building Area

b) Maintenance Index:
Cost of Monthly Maintenance
Gross Building Area

c) Complaint Index:
No of rectification works (through work order)
No of complaints

d) Overtime Index:
Total Overtime
Total Staff Work Hours

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 MAINTENANCE MANAGEMENT MEASUREMENT

Acceptable Index Rate for each:

a) Energy Index:
Building without BAS (Building Automation System) – RM 0.25 psf to RM0.35
psf
Building with BAS (Building Automation System) – RM0.20 psf to RM0.30 psf

b) Maintenance Index:
Building which is less than 10 storey/levels – RM0.35 psf to RM0.55 psf
Building over 10 storey/levels – RM0.55 psf to RM0.75 psf

c) Complaint Index:
0.9 to 0.95

d) Overtime Index:
0.05 to 0.15

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