BLD 304

BLD 304: MAINTENANCE MANAGEMENT OREDUN DAMILOLA
OREDUN DAMILOLA
BLD 304: MAINTENANCE MANAGEMENT

Lecture BY: Dr. ADENUGA & Mr. FAREMI
DEFINITION OF MAINTENANCE MANAGEMENT
Maintenance Management is defined by Allsop as:

"The selection of the goals, planning, procurement, organization, co-ordination and
the control of the necessary resources for their achievement. Management is concerned
with the dynamics of circumstances and activities, and is generally motivated by the need
to economize in the use of resources and time in achieved predetermined objectives".
GOALS OF MAINTENANCE MANAGEMENT

Maintenance management should be able to achieve the following if properly carried out:
1. Economy in money, material and time resources.
2. Planned and co-ordinated maintenance programme.
3. User satisfaction.
4. Efficiency of the facilitates.
OBJECTIVES OF BUILDING MAINTENANCE

The following are the major objectives of building maintenance:
1. To ensure that the functional requirements of the facility are attained at all times.
2. To create a conducive and tenantable accommodation for owners and
occupiers/users.
3. To enhance the quality of building structure to meet modern day requirements.
4. To prolong the life span of the building.
5. To preserve the physical characteristics of the building and associated services so as
to reflect fewer breakdown and thereby reduce the probability of early failure.
6. To ensure that assets are kept at reasonable standard and at least cost.
7. To maximize the economic and financial returns from the use of the building.
8. To ensure the safety of the users/occupants.
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IMPLEMENTATION STRATEGIES
⁃ Reduce design faults through independent design evaluation before new projects are
commended.
⁃ Carry out regular survey of buildings and associated services noting maintenance
needs.
⁃ Carry out correct diagnosis of causes and nature of building defects.
⁃ Utilize competent personnel with sound technical knowledge to facilitate correct
remedial measures for defective services.
⁃ Ensure that Designers, Builders, Contractors, etc. revisit their completed projects to
note possible faults in design and construction after defects liability period. This will
facilitate better design and construction in future.
⁃ Ensure wider circulation of maintenance records and data due to guide designers
(Architects/Engineers), Quantity valuers, Surveyors, Builders, Estate Surveyors & Valuers,
Developers.etc.
⁃ Ensure the production of "as-built-drawings" at the completion of each project to
facilitate easier location of faults by maintenance staff.
⁃ Ensure the adoption of facilities management as a component of project
implementation.
⁃ Ensure adequate allocation of funds to facilitate timely and effective maintenance.
⁃ Ensure that designers do not specify materials and components that will be difficulty, if
not impossible to replace when they breakdown during the life span of the building.
⁃ Ensure that the materials and components specified and used in construction and
maintenance are of acceptable quality standard.
⁃ Ensure that maintenance and implementation is cost effective in all its ramifications.
MEANS OF ACHIEVING THE GOALS OF MAINTENANCE MANAGEMENT

In any maintenance programme, the policy must be framed on the basis of the goals
and objectives of the Estate owner, its financial situations, any plan for new work or
expansion, the agency's responsibility for undertaking the work, and the likely effect of
different levels of maintenance upon the operation of the business's concerned. It has to
be decided whether to follow the contingency system in which case repairs are carried
out as they arise or when complaint is received from the users, or whether to use the
inspection system which is prentice by nature and also more economical. The frequency
of inspection (inspection cycle) depends on the type of facility or element.
The manner the job is executed is also of great essence in maintenance
management. It has to be decided whether the maintenance work should be executed
with direct labour or contract labour, how will the contractor be selected? Is it by
competitive tender, selective tender, or negotiated tender, which source of finance is the
cheapest and most suitable for the project in question?
However, before any system or process of maintenance work is determined, whether
long-term, short-term or on Annual basis and to talk less on the mode of execution, there
must be a Condition Survey Report of the building project in question. This has to be
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prepared by the Building Surveyor or by a section specifically assigned for that purpose.
CONDITION SURVEY AND MAINTENANCE PLAN

Before a maintenance programme is prepared, a complete inspection of the Estate
should be carried out. This will include physical close inspection of the structure and its
external cladding, all internal surfaces and fittings, the roof space, and all services,
together with the surrounding estate grounds and external facilities. Electrical
installations lighting conductors, and any other wired systems should be tested. The
notes and comments should be set out in a comprehensive report supplemented by
drawings and photographs.
Recommendations on works required and their priorities included. This document is
termed "CONDITION SURVEY".
If resources permit, it is recommended that a condition survey be carried out every five
years.
In the case of redecoration as an item, it is essential that all aspects of repairs must be
carried out prior to repainting.
MAINTENANCE MANAGEMENT
PLANNING:
Planning is defined as the selection of future courses of action through the analysis and
evaluation of possible alternatives.
Planning of maintenance operations is the attempt to establish the duration of time that a
specified amount of work will take, having the necessary resources available.
• Effective planning exposes likely difficulties.
• Facilitates the maintenance department to overcome them.
• Minimizes the unproductive time of both manpower and equipment. Planning focuses
on the cost of production by labour and equipment.
• Useful as a control device against which progress can be measured during and after the
completion of the project.
• Used for forecasting materials, labour and equipment needs.
In the planning stage, get feedback from everyone involved in the maintenance activity,
including not only supervisory personnel, but also key trades people, such as carpenters,
electrician, and millwright. Any type of labour-saving devices aids in ensuring the
completion of the job within the potential of reviewing productive information may result
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in delaying time and increased costs. A feeling of team work personnel, when working
towards common goals, this minimizes time delays due to work, method, and personnel
problems and jurisdictional disputes.
Effective planning facilitates the establishment of minimum time, optimum cost work
methods with the resources available. The planning team considers all the parameters
involved in doing the job, along with the sequence in which these parameters come into
play. There is no measuring devices available to indicate exactly how long and how much
money to spend on planning a job.
Experience is the best measuring device as to how much time and money can be
devoted to the planning of any maintenance activity. The stages of maintenance planning
are long-range, yearly, daily and emergency.
1. Long range planning: The main goal of long-range planning is to ensure that the
objectives, policies, and procedures of the maintenance organization are the same
as those of the company. This type of planning is dependent on forecasts of future
sales and production. Two of the most important factors to consider at this
planning stage are possible changes in production equipment and in maintenance
equipment and facilities. Long-range planning focuses on the items listed below:
⁃ A general plan for improving the maintenance function within the company.
⁃ The possibility of establishing a training program for crafts and supervisory personnel.
⁃ Establishing work-methods-improvement objectives.
⁃ Identifying future capital needs for which additional funding will be required.
⁃ An equipment replacement schedule.
⁃ Development of a schedule of equipment and systems overhaul.
2. Annual Planning:
This stage of planning is devoted to the establishment of an annual maintenance plan,
consisting of the items listed below.
⁃ Schedule of labour distribution throughout the plant.
⁃ Schedule of major production shutdowns such as overhaul of major pieces of
machinery.
⁃ Determining the availability of materials and equipment to perform the maintenance
function during the year.
⁃ Establishment of a schedule for other maintenance responsibility such as changing all
incandescent light bulbs or complete sealing of concrete floor area.
The annual maintenance plan assumes that manpower, equipment, and material will be
available to perform any maintenance function during the coming year and allows for the
need for lead time to acquire these if not available within the plan.
3. Daily Planning:
The last stage of planning is done on a daily basis and does not include emergencies,
which are unanticipated type maintenance activities. Daily planning includes the
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following:
⁃ Scheduling time for the job.
⁃ Determination of a completion date.
⁃ Establishing a list of materials and equipment, including the writing of specifications for
such material.
⁃ Estimating the amount of labour required.
⁃ Delivery of job instructions to workers.
⁃ Identifying unusual safety hazards which may be involved in doing the job.
⁃ Preparing all necessary work orders, and requisitioning for materials.
4. Emergency Planning:
Much of the work done in maintenance today is done on an emergency priority, all
breakdown maintenance factors cannot be anticipated. Therefore, planned work does
not include emergencies. The best one can do for planning to an emergency would be to:
⁃ Develop a list, incorporating feedback from supervisory personnel, of emergencies
typical to all areas in the plant.
⁃ Establish a written procedure to handle emergencies that cannot be handled
incorporating normal knowledge and skill, within a reasonable time frame.
⁃ Make provisions for training personnel in emergency procedures.
⁃ Anticipate equipment and material needs and have them in stock within reason.
Preventive Maintenance (PM)

One very important way to minimize emergency maintenance is to have an effective
maintenance program, which is nothing more than planned, or preventive maintenance.
The objective of a preventive maintenance program is to increase productivity of the
company and lower the maintenance cost of doing business. Preventive maintenance
includes periodic inspection of plant and equipment to discover conditions which may
lead to production or material breakdown. It also insures the upkeep of the plant by
correcting defects while they are still in a minor stage. The installation of a preventive
maintenance program is an investment that needs extra cash. All size plants can benefit
from a preventive maintenance program. The larger the plant, the more detailed will be
the paper work and supervision required to administer such a program. The major returns
on an investment of installing a preventive maintenance program include:
⁃ Less productive downtime.
⁃ Less overtime pay for maintenance personnel for emergency maintenance situations.
⁃ Fewer large scale and repetitive repairs.
⁃ Less repair cost for simple repairs located before larger break-downs.
⁃ Fewer product rejections.
⁃ Better quality control.
⁃ Less standby equipment needed.
⁃ Better spare parts control.
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⁃ A decreased quantity of breakdown maintenance.

⁃ Fewer safety hazards.
⁃ Increased life expectancy of equipment and buildings.
⁃ Proper lubrication on a systematic basis insuring less breakdowns due to improper
lubrication schedule.
⁃ Reduction of power requirement and utility expenses.
To ascertain the estimated Naira savings of installing a preventive maintenance program.

1. Review records for the past year for machine breakdown.
2. List the total cost to breakdown repairs.
3. List what each breakdown cost in idle time of operator, spoilage, and rework.
4. List other possible costs in terms of Naira amount such as overhead.
5. Estimate what the repairs would have cost if performed before the breakdown.
6. The difference is what might be spent on a preventive maintenance program.
CYCLE OF A TYPICAL MAINTENANCE ACTIVITY
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CYCLE OF MAINTENANCE PROCEDURE
1. IDENTITY:
⁃ Inspect reported and/or discovered defects.

⁃ Locate actual areas of defects.
⁃ Ascertain cause if defects (Photographs and defects report).
2. EVALUATE:
⁃ Assess magnitude.
⁃ Take measurements where necessary with sketches.
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3. ESTIMATE:
⁃ Quantity in numbers, meter square, meter cube, kilogram, liters: LM.
⁃ Classify material needs.
⁃ Carry out a Market survey for procurement.
⁃ Obtain unit rates for material suppliers.
⁃ Submit a realistic estimate.
4. SCHEDULE:
⁃ Decide work method.
⁃ Decide work sequence.
⁃ Prepare programme.
⁃ Decide labour required.
⁃ Decide equipment required.
⁃ Notify occupier.
5. ASSIGN:
⁃ Allocate work to appropriate staff.
⁃ Provide necessary tools and equipment.
⁃ Convey men, material and equipments to site.
6. ACCOMPLISH:
⁃ Supervise
⁃ Monitor progress.
⁃ Attend to queries arising.
⁃ Completion.
7. INSPECT:
⁃ Check for snagging.
⁃ Detect and rectify.
⁃ Ensure tidiness of site.
8. RECORD RESULTS:
⁃ Submit a feed back report to supervisors above.
9. FEED-BACK:
⁃ To assist in future policy making decision for improvement.
Factors Militating Against Effective Maintenance Activities in Most Organization

• The knowledge or appreciation of maintenance dynamics is lacking in most
establishments. This has prevented the application of sound professional approach to
maintenance activities.
• The quality of management in a given organization influences the scale of efforts, extent
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of facilities and resources.

• Establishments that de-emphasize training, retraining and continuing education (CPD)
can hardly posses an effective maintenance.
• Indiscipline and ignorance on the part of users of equipment often lead to persistent
equipment break down. In such situations, maintenance becomes problematic.
• Some establishment are unwilling or reluctant to support innovations. As a result no
incentives are employed to motivate or encourage staff towards innovation maintenance.
Absence of rewards result into deteriorating work ethics and declined
performance/commitment.
• Absence of efficient inventory system leads to frequent shortage of materials and spare
parts.
• Lack of data and poor information processing handicap effective maintenance.
• Unavailability of funds to procure spare parts of finance maintenance facilities limits the
potential of an establishment to undertake successful maintenance programme.
Maintenance Operation
In view of the above maintenance operations, it is necessary that the property manager
identifies the defects to a building that necessitate maintenance action through
inspection of the building. As I have already mentioned, a crew of professionals e.g.
Builders, Architects, Quantity Surveyors, Estate Surveyors and Valuers and Engineers are
involved in a large establishments. Once maintenance work crops up it is the sole
responsibility of the Property Manager who should by right be a Professional Builder to
look at the maintenance resources necessary for such maintenance work to be done.
The resources are:

⁃ Materials needed for the work.
⁃ The type of labour to be employed. i.e. Direct labour or employing the services of a
contractor.
⁃ The type of plant to be used.
The property manager is to estimate the cost of the maintenance work on a building.
However, if the magnitude of the work is heavy he can employ the services of a Quantity
Surveyor.
For efficient/effective maintenance work, the following actions should be keenly

observed.
1. There should be a maintenance programme for example, when should renewal work
be carried out on a structure, such as a painting work. This should be determined by the
maintenance Manager/Property Manager depending on his nomenclature. Preferably a
Professional Builder.
2. There should be maintenance policy i.e. type of maintenance programme which

should be most ideal, such as planned maintenance or preventive maintenance.
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3. There should be prudent financial control on the maintenance work. It should be noted
that no building owner will be happy after spending a lot on building maintenance work if
after few weeks the same problem re-echoes.
4. There should be a maintenance budget. For anything that involves money to succeed,
there must always be a budget made either for a short term run on a long term run,
therefore, maintenance budget should always be fixed in advance.
In a completed building project, there should be a major maintenance work check list as
stated above to enable free and fair inspection of the element thoroughly. e.g.
Floor
The following should be checked/inspected on floors:
• Construction
• Stability
• Finishes
• Any infestation
• Other defects/damages
• Surface conditions
• Expansion Joints
• Any replacement needed
• Work to be done.
In addition to the above, the incumbent (Property Manager) should have the ability to
⁃ Recognize maintenance problems associated with various building materials.
⁃ Identify the following problems and their contribution:
1. Poor construction detailing
2. Obsolescence and change in use.
3. Material used in order properties.
⁃ Diagnose defects to establish possible causes:

1. Dampness in buildings
2. Cracks and other defects in walls
3. Internal wall defects
4. Window, door and other component defects.
5. Floor and ceiling defects.
6. Roof failures.
⁃ Identify causes of deterioration and failure occurring in common building materials:

1. Timber
2. Masonry
3. Plaster and renderings
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4. Paint work
5. Metals
⁃ Identify common defects which can occur in building services:

1. Plumbing
2. Drainage
3. Electrical and other installations
⁃ Identify the inherent danger in temporary working platforms and support structures:
1. Perform daily house keeping and cleaning to maintain a properly presentable building.
2. Promptly respond to minor repairs in the bundling before they get worsened.
3. Develop and execute a system of regularly scheduled maintenance actions to prevent
premature failure of building and its components.
4. Maintain a proper level of materials and spare parts to support timely repairs.
5. Provide for easy and complete reporting and identification of necessary repairs and
maintenance works.
6. Perform accurate cost estimating to ensure lowest but cost effective solutions to
maintenance problems.
7. Schedule all planned works in advance and allocate needed resources; also anticipate
staff requirements to meet planned and unplanned events.
⁃ Monitor the progress of all maintenance works.
⁃ Maintain complete historical data concerning the building in general, including

equipment and components.
⁃ Continually seek workable solutions to maintenance problems.
PLANNING AND FINANCING MAINTENANCE WORK
Planning, budgeting and controlling the cost of maintenance work are essential
operations if buildings are to be maintained effectively within available funds. This leads
automatically to regular inspections and the implementation of programmes of planned
maintenance. These activities need to be backed up with adequate data and particularly
a full awareness of maintenance and operating costs.
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Planning, Budgeting and Controlling the Cost of Maintenance Work

Planning: Planning and budgeting are two highly interrelated activities which must
proceed simultaneously. It is not possible to plan maintenance work without knowledge
of the costs involved or to budget for the work in the absence of an effective programme.
Nevertheless, effective building maintenance is dependent upon making the correct
decisions and satisfactorily implementing them.
Building maintenance should be regarded by management as part of the total

operating strategy; that far from being a make do and mend service, it should be viewed
as a property conserving activity contributing significantly to the success and well-being
of the operations and occupants within it. With manufacturing organizations adopting
carefully structured procedures, building maintenance claims can be justified on financial
grounds in comparison and in competition with other direct profit making projects
showing dividends as good as or better than other activities.
A study of local authority housing maintenance showed the general standard of

maintenance on certain post-war housing estates to be reasonably high, but the greater
part of expenditure was made on basic fabric maintenance and on satisfying tenants'
requests. Some areas of maintenance were neglected and there was a long waiting list of
requests requiring attention, showing the need for a positive programme of maintenance.
Closer examination revealed that building maintenance policy was influenced by four
criteria which could on occasions be conflicting namely:
1. Social - to provide a quick service to high standards of quality.
2. Financial - to invest funds in activities in the most efficient manner with due regard to
the effects on debt charges, subsidies and rents.
3. Technical - to maintain property at a level deemed necessary after a thorough and
regular technical survey.
4. To provide continuous employment for certain operatives within a fixed budget.
Policy Formation
The ability to formulate a long-term maintenance strategy and prepare budgetary
forecasts is one of the benefits of having a maintenance policy. The following five factors
deserve consideration when formulating a maintenance policy for a manufacturing
organizations.
1. The aims of the organization - the nature of the end product and how it is produced
and the requirements in buildings and services.
2. The standards required - influenced by aims of the organizations but may vary
between different buildings.
3. Legal liability - compliance with statutory requirements.
4. Method of execution - such as direct labour or outside contractors with particular
attention paid to the effect on production.
5. Cost and method of financing - with decisions supported by cost - benefit analyses
where appropriate showing that the previous criteria (1-4) have been considered and
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optimum solutions proposed. All this information can then be translated into
maintenance, cleaning and operating profiles for use not only in management of property
but also for guidance of designers of new buildings so that total cost concept may be
used.
In the detailed formulation of maintenance policy for a specific property, the following
approach has much to commend it.
1. Analysis of present condition of buildings, their nature and use, and estimated life
cycle, as described by Smith.
2. Outline programme of work necessary to put and keep the buildings in satisfactory
condition.
3. Determine the method of implementing the programme.
4. Calculate the approximate costs - total and annual. In most cases, two assessments
will be needed: first, for the period while the buildings are put in repair - including the
routine repair in this phase - and then the assessment of the cost of keeping them in that
state.
It may be helpful at this stage to apply these principles to a specific situation. In this
case, a major property holding consisting of a range of large and small buildings of
diverse age, construction and use. There is a large maintenance staff of poor calibre with
the greater experience of plant than fabric, and they are often diverted on to minor
improvement work. The buildings reflect an absence of regular routine maintenance and
finance is limited.
An investigation shows that there is no planned routine maintenance and that the
owners are unaware of the serious and expensive results of neglect. The roofs are in
particularly poor condition. Although finance is limited, it is still ill-used and often diverted
to improvements at the expense of maintenance. There is no central control of
maintenance expenditure or priorities, and the works managers of individual buildings
undertake their own repairs.
The outline policy recommends the following actions:

• Centralization of administration and technical control of maintenance.
• Listing of priorities and drawing up a programme for remedying the serious backlog,
with emphasis on financial consequences of further ad hoc arrangements.
• Assessing the finance required over a five-year period and justifying the need for a
larger allocation of funds, while ensuring that the programme is sufficiently flexible to fit
into the existing allocation if no further funds are forthcoming.
• Ensuring that the neglected structural repairs are carried out and that external painting
is undertaken at the same time to make the best use of scaffolding.
• Reorganization of maintenance staff securing a suitable balance between engineering
and building operatives.
• Newer buildings to be subject to planned preventive maintenance programme to
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prevent deterioration.
Long term policy concentrates on putting buildings into a satisfactory state of repair,
because of the prevalence of ad hoc maintenance based on breakdown maintenance.
The earlier years of the programme may be relatively expensive (the cost of neglect) but
succeeding years should, assuming the correct diagnosis and decisions, result in a lower
and steadier level of expenditure.
Sometimes the cost of putting in good repair so greatly exceeds current annual
maintenance as to disturb management, hence the case must be argued soundly and
well. The most convincing argument for spending more is an assessment of the eventual
cost of deferment. If inadequate funds are available, the rectification period will have to
be extended. Periodic inspection- preferably annually - is the best method of ensuring
that the right policy has been devised and is being implemented and adapted. If
necessary, to meet changing conditions.
The Department of Health and Social Security has emphasized the need for
maintenance managers to prepare costed long-term and annual programmes of work
which distinguish between work of a periodical nature, work of an irregular nature,
planned preventive type maintenance and provision for day-to-day requisitions and
emergencies. Provisos must also be made for minor improvements. It is intended that
long-term programmes should be on a rolling basis being reviewed and moved forward
as each annual programme is prepared.
Bushell, in assessing maintenance priorities in the National Health Service, proposed

the following approximate order of priorities: safety; essential service; statutory
requirements; security; initial cost; revenue saving; spares availability; alternative source
of supply; delivery time; manpower; public relations.
Standard of Maintenance
If insufficient maintenance is carried out the fabric of buildings first become unattractive,
then unacceptable to the occupants and finally dangerous and uninhabitable. The
maintenance manager has to decide the optimum level of maintenance work required on
the fabric to preserve an acceptable environment in the building should be patched
temporarily and replaced later or be replaced immediately. To determine the best course
of action he needs to consider the use and condition of the building, the comparative
cost and effectiveness of different types of repairs, the expected future life of the
building, acceptable standards of maintenance and similar matters.
The first step is to determine reasonable standards of maintenance for the various
building elements, such as paintwork, rainwater goods, and Windows and paths. These
usually fall into two categories:
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1. The smaller number where standards can be related directly to cost. For example, it is
evident that a roof should not be permitted to deteriorate until it leaks as this will give rise
to higher future maintenance costs.
2. The majority where maintenance costs do not increase appreciably as the condition
deteriorates. For instance it costs little more to repaint internal wall surfaces after seven
years than after five, although the appearance has worsened. Hence discussions are
needed with management and occupants to agree appropriate standards.
After establishing reasonable standards it is necessary to estimate the deterioration rate

of each element, so that changes in its condition can be related to its age. This rate is
influenced by a number of factors such as aspect, age and location. The maintenance
manager should supplement published data with his own information on the history of
elements.
The next step is to decide the maintenance policy to be implemented for each
element, determining also the method and materials to be used. The costs of maintaining
each element can then be estimated over a period of time - possibly 20 or 30 years. Over
this time scale most elements will need replacing or repairing and average annual
maintenance costs can be computed.
Finally the average annual costs of implementing the maintenance policy can be
assessed, by summing the average annual costs of all the elements. If the total cost can
be met from available resources, the maintenance manager can prepare a programme for
work, but if the resources are insufficient then lower standards of fabric maintenance will
have to be set which are consistent with available funds.
In general, most local authority maintenance sections are organized on hierarchical

lines often at three or four levels. Attempts to overcome the problem of achieving
consistent standards throughout county council administrative areas Include meetings
between the chief officer and divisional staff, when guidelines will be discussed and
periodically reviewed, and occasionally officers from the area inspecting and reporting on
properties in another area to identify differences in assessment if needs. Difficulty may
also arise from the fact that there is some improvement element in much maintenance
work.
Budgeting
A budget has been defined as a financial and/or quantitative statement prepared prior to
a defined period of time of the policy to be pursued during that period for the purpose of
obtaining a given objective. The budget limits will be established after inspections,
critical analyses and estimates have provided the essential supporting data as previously
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described. Budgetary control is an important management function aimed at planning

and controlling the use if its resources in order to achieve its objectives. In practice, this
is not always achieved as indicated by the Committee on Hospital Building Maintenance
which reported "there is no evidence to show that the existing financial allocation for
building maintenance was either sufficient or that it was being distributed on the most
equitable basis relative to need and priority". All too frequently a maintenance budget is
based on the previous year's allocation plus a percentage. Admittedly, there is no
standard method of budgeting, but the skills and empiricism of building surveyors with
their wide ranging experience of the construction, use, performance and cost of repair if
buildings, can help to provide a sound base for budgeting.
The budget as a plan stipulates the use of the organization's available funds over the
projected time span towards the various objectives and opportunities within the total
plan. It is thus the basis of control - the monitoring, evaluation and provision of a basis
for decision taking upon ongoing operations and future plans.
To devise an effective budgetary control system the following criteria must be satisfied:
⁃ A clear understanding of objectives and their order of priority.
⁃ A systematic analysis and evaluation of the needs and demands stemming from the
objectives.
⁃ A rational balancing of these demands against the desired objectives within the known
constraints of labor, materials, time, managerial skills and funds.
⁃ The avoidance of waste of financial resources.
⁃ The development of a control system based upon identification of needs, adequate
measurement of performance, evaluation of significant deviations from standards, and
the control of present and future opportunities through this knowledge.
From these principles, implementation of the budgetary control system will require
organizational plans for a specific period, definition of resources required to accomplish
the allotted tasks, establishing operating standards and targets to be achieved;
information systems to generate, collate and evaluate data for decision taking and
control purposes, detailed plans and programmes for achieving objectives; a framework
for decision taking and a basis for measuring efficiency, effectiveness and profitability.
Cost Structure Analysis and Budgeting

Budgets are based upon work to be done and are expressed in terms of financial
expenditures. The costs are built upon from labour, material and other expenses
contributing to the maintenance work. The costs can be classified under various
headings.
Bedrock costs are incurred to maintain the assets in a serviceable condition, regardless
of whether or not the property is used productively.
Programme costs are incurred by decisions of management in fulfilling the operating role
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of the enterprise, they may be variable when geared to the level of business activity, or
fixed as in the case of heating plant.
Committed costs stem from past decisions over which present management has little or
no control, while management has some discretion about the level of managed costs.
Engineered costs arise where for a given future activity the optimum amount of work and
hence of cost can be measured.
Budgets and Building Maintenance

There are often technical difficulties in assessing the quantity, problems in execution and
costs of building maintenance work, but overruns and underestimates frequently result
from failure by management to recognize the value and need for realistic budgets. In
many enterprises the cost of building maintenance is such a small proportion of total
expenditure that it is not accorded a very high priority. Hence the process of compiling
and appraising the budget is conducted on a level of additions to last year's expenditure
rather than upon current costs of further needs.
The building maintenance budget is easily pruned if pressure is exerted for funds for
other purposes. It is comparatively easy to defer the incidence of spending on
maintenance because the impact of so doing is seldom obvious, and the insidious nature
of the needs is not fully recognized. Few organizations regard building maintenance as
the preservation of the value of the asset as a functioning property. Thus budgeting for
the total upkeep of the property is rarely conducted in full knowledge of all relevant facts.
Various aspects of property upkeep are often tabulated under differing budget heads;
accountability - is thus diffused and control becomes difficult to exercise.
Constant or bedrock costs represent an inescapable minimum expenditure. General
and specific programmes may impose additional maintenance responsibilities which can
be separately identified and costed. The identification of the fixed and variable elements
of operating expenditure delayed to changes in the level of activity should assist in
avoiding illogical budget pruning.
A basic aim of maintenance is to minimize the discretionary or contingency amounts
in a budget, and wherever possible to determine the proper amount for a given level of
activity. In establishing the budget for building maintenance too much attention is often
paid to the previous year's expenditure and insufficient to technical requirements.
In preparing a maintenance budget a distinction can be made between current
foreseeable work such as painting, clearing gutters and cleaning, and non-recurrent
foreseeable work such as repairs to floors, roofs and the like. In the absence of a
technical survey, the contingency sum for unforeseen work is likely to be high and it
becomes more difficult to plan and control efficiently.
Many county councils in preparing their budgets, identify three main components in
their annual planned programmes:
1. non-recurring or irregularly occurring needs of individual properties which have been
accorded the highest priority in the year in question;
2. cyclical work, stemming from a predetermined policy to renew or refurbish certain
Page 17 of 41
elements at fixed intervals (normally staggered, to even out annual workloads).

3. Service contrasts.
Relationship Between Budget and Finance

Finance is provided from either capital of revenue sources. Capital is normally provided
for new works only and revenue for running costs, but this seemingly straightforward
procedure is upset by one factor- the expenditure on renewal or replacement. These
latter processes often involve large sums that increase the revenue budget by a varying
and substantial extent. In theory 'depreciation' shield provide the financial aid required
for renewal or replacement - the non-recurrent maintenance costs - but too often it is
merely a 'book' figure and the cash is not available. There is a tendency to invest the
capital in new works only and to pay insufficient or no regard to a replacement policy.
There is a tendency to pay for renewals and replacements by reducing expenditure on
routing maintenance. Furthermore, variations in the cash flow available such as from
profits, can cause a serious disruption to renewal and replacement, this means higher
future costs, owing to increased prices and possibly higher operating costs. Larger items
of machinery are generally financed out of capital whereas items like roof renewals or
replacement of building services are often treated unsatisfactorily as write-off or revenue
expenditures.
To overcome these difficulties, it is good practice for financial authorizations for new
assets to include the capital cost of the project, depreciation and running costs, so that it
is considered as a whole from initial conception. With existing assets, the condition
should be assessed and motives set aside for planned renewal and replacement.
Controlling Cost
The management process of control should incorporate the following activities:
1. Setting performance standards at the appropriate level to achieve a given objective;
2. Measuring actual performance and comparing it with the standard;
3. Taking appropriate action in the event of actual performance deviating from standard.
To achieve effective total cost control, the following criteria need to be satisfied:
1. A sound knowledge of the relationship between budgeting and finance.
2. A logical breakdown of the budget into specific sections under capital and revenue,
with particular reference to renewals and replacements.
3. Reasonable assessment of the factors affecting the budget, including a plan for
maintenance.
4. A method of calculating economic assessments of capital, renewal and replacement
expenditures, using discount cash flow analysis.
5. Evaluation of the results of non-maintenance, such as lost amenities or production due
to breakdown, excessive running costs and increased health hazards.
6. Budgetary control, including a calendar programme for authorization and
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implementation of plans for capital, renewal and replacement expenditures.

7. The use of accurate costing techniques, including cost coding and classification
systems, methods of cost collation and investigation and feedback of relevant cost
information for control purposes.
A computer program can be used to ensure effective budgetary control by providing a

pattern of regular and frequent printouts giving for each level of management appropriate
details of expenditure - annual and committed - and physical progress for each project
under each separate budget heading. In this way performance can be compared with
forecast in terms of time and deviations in the budget can be quickly identified and
appropriate actions.
The details into which each separate project is subdivided and programmed will
depend on the degree of management control that is required, but it is important that the
printout for the lower levels of management should show separate projects, each with its
own sub-budget. A computerized system will meet the overriding requirement which is
the continuous provision of up-to-date information and a quick reaction at the first sign
of deviation from the budget or programme.
Planned Maintenance
Nature of planned Maintenance:
There is growing interest in applying planned preventive maintenance to buildings
following its establishment use in engineering. In engineering the maintenance operatives
takes with him tools and materials and performs such tasks as lubricating bearings and
adjusting tolerances, and will in most cases attend to these items fairly frequently
whether or not a defect is apparent. In the context of building maintenance a chance of
emphasis is needed with a higher proportion of inspections, with treatment only if a
defect is defected. It is advisable to keep day-to-day maintenance to a minimum as its
nature and extent cannot be forecast and it can frequently be detrimental to longer-term
action, in addition to being expensive in terms of both unit costs and staff time.
Planned maintenance of buildings can be subdivided into three main categories:
1. Preventive running maintenance - work which can be done while the facility is in
service.
2. Corrective shut-down maintenance- work which can only be done when the facility is,
or is taken, out of service.
3. Corrective breakdown maintenance - work which is carried out after a failure, but for
which advance provision has been made, in the form of spares, materials, labour and
equipment.
The terms 'emergency maintenance', 'condition-based maintenance' and 'scheduled
maintenance' are also used in maintenance practice, and these were identified and
defined earlier.
A system of planned maintenance consists of two mutually balanced components -
planned preventive maintenance and planned corrective maintenance. Both must be
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organized with forethought, control and records, but their nature is different. In the case
of planned preventive maintenance, each item of work is identified some time before
failure or a diminution from an acceptable standard of the facility. Planned corrective
maintenance differs in that restoration to the acceptable standard is required, and
corrective maintenance must have a prior claim on available resources.
In practice, the most common approach to building maintenance is to wait until a
defect is reported to the maintenance organization by the occupants. Observing and
rectifying a defect - at an early stage is likely to reduce repair costs. Furthermore a large
proportion of maintenance work is identified and grouped at discrete points in time. The
maintenance organization is thus able to allocate its resources and rectify the defects in
the most efficient repairs are single trade repairs, such as plumbing or joinery work.
These trades can operate as autonomous groups within the parent maintenance
department and a strong case could be made for inspections on a trade basis, such as
plumbing systems every two months and slated roofs once a year.
Maintenance programming should ideally be preventive as far as practicable, based
on regular inspection at intervals designed to prevent trouble from developing or
accumulating. Admittedly not all building defects can be prevented but many can and
others will be rectified before they become more expensive. The frequency of inspection
is the crux of the matter so that the right balance is struck between the cost of inspection
and prevention on one hand and expenditure on repairs on the other. Dramatic examples
can be given of expensive repairs which could be relatively small outlay have been
avoided, such as a major outbreak of dry rot stemming from a single long-neglected
leaking rainwater pipe. It is not possible to over-emphasize the high cost of the
consequences of neglect of historic buildings, not only in ancient materials,
craftsmanship and even entire buildings.
Having decided a maintenance policy, the next step is to prepare a maintenance
programme. There may be a need to deal with a backlog of general disrepair; to plan
major restoration works some years ahead; to deal with year to year painting, decoration
and associated repairs; and to operate a system of regular inspection mad minor repairs.
Very often it entails programmed maintenance within a restricted budget - deploying
scarce resources to satisfy many demands - entailing a professional assessment of the
overall situation, inspection of specific problem areas, formulation of general strategy for
containing or removing critical problems and for reducing the breakdown aspect of
maintenance to an acceptable level.
Inspection Cycles
Inspection cycles are an important component of an efficient maintenance service. The
facilities which are most subject to wear and tear are the services which contain parts
that are affected by friction, heat or dynamic stress. Suppliers normally prescribe
inspection cycles for these items which are kept within anticipated endurance limits.
Planned maintenance of services is essential to avoid inconvenient and often costly
failures. Similarly the fabric of a building must also be inspected at regular intervals and
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this can be related to the endurance characteristics of a significant component or

material. The aim of the intermediate inspection should be to detect defects which would
result in progressive deterioration if left unattended until the next cyclic inspection. The
linking of inspections of local authority houses with external painting cycles was
advocated by the Local Government Operational Research Unit, although the Unit also
examined the purpose of inspections- whether they should be confined to individual
elements in a large number of houses or to all elements in particular houses, either of the
same age and type or on the same estate.
A study of hospital maintenance examined a variety of approaches ranging from ad
hoc inspections to annual inspections and different inspection frequencies for different
elements. Having regard to the dispersed locations of hospitals, the study recommended
2-yearly regular inspections together with interim inspections where necessary. On
inspection it was suggested that the following information should be recorded on
standard inspection forms and this information provides the starting point for the next
inspection:
1. Locality and identity of elements.
2. Type of work (for example, patch or replace).
3. Extent of work (such as area involved)
4. Estimated total cost.
5. Estimated year of treatment.
Stevens devised a classification system for assessing building condition to secure
uniformity of approach. He prescribed five categories of condition ranging from class 1
(very good) to class 5 (dangerous). In like manner the levels of maintenance to be
achieved will be influenced by the type of building and the use of the part under
consideration, and these can also be assessed on a five-point system ranging from level
1 (very high; applicable to board rooms and operating theatres) to class 5 (very low; prior
to demolition).
Cleaning
The cost of cleaning and maintaining a normal building over a 20 to 30-year period can
equal the initial cost of the building. Cleaning can in fact be regarded as part of
maintenance in that in part it is a preventive and protective activity. For example, regular
washing down of painted wall surfaces reduces subsequent painting costs.
Programming of cleaning work should be preceded by a survey of the variousfloor
and wall finishes with their respective areas and uses. Uses have a bearing on cleaning
frequency as for example windows in offices, display rooms and dining areas are usually
washed more frequently than those in storage and factory production areas. Generally,
40 or 45 percent of all cleaning time is devoted to floor surfaces. Work sheets are
compiled for daily, monthly, quarterly and annual operations and these will provide the
basis for estimating labour requirements.
Cleaning equipment and products must be carefully selected to secure the best
results at an advantageous price. The choice is influenced by such factors as standard of
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appearance, amount of wear, degree of soiling, type of equipment available and quality
of cleaning staff. It is good policy to minimize the number or type of products in use, and
the cheapest product is not necessarily the most economical. Supervision and inspection
of cleaning work is vitally important, and cleaning equipment must be properly
maintained.
Engineering Services
In the planned maintenance of engineering services in buildings, it is vital to define clearly
the tasks to be performed and then to programme the work in a logical manner. If
properly planned, malfunctioning components will be detected at an early stage,
enabling simple corrective action to be taken, rather than waiting for a complete failure
and then being faced with an expensive replacement; in addition productivity will be
increased by the reduction in traveling and waiting time. Kelly has described how
condition monitoring can be applied in three ways: simple inspection; condition
checking; and trend monitoring. The frequency of monitoring will depend on the
deterioration characteristics of the item.
Furthermore, building owners are also requiring a good service and a better environment.
The majority of engineering planned maintenance schemes have tended to
concentrate solely on planning the activities of craft operatives to carry out
predetermined tasks at regular frequencies, and this often falls short of the ideal. The
operative is inevitably limited in his ability to inspect installations for correct operation.
For example, all the component parts of an air conditioning plant may appear to operate
satisfactorily but unless the design one cannot be certain that the plant's performance is
satisfactory. Similar checks should be carried out on boiler efficiency, water treatment,
electrical insulation and earthing, heating systems and domestic hot water calorifiers.
Another major shortcoming of frequency-based maintenance for engineering services
is the large number of inspections that results. Most of the maintenance tasks are better
dealt with by periodic inspections carefully planned and carried out by competent
persons, followed by specific corrective actions. The person inspecting equipment
should be supplied with full diagrams and operating data, any instruments required and
information on their method of use. Some preparatory work such as draining down,
removing lagging and opening up may be required and this should all be pre-planned.
For example, the method if controlled maintenance adopted by the British Steel
Corporation at a major plant resulted in large savings in operating and maintenance
costs. Lubrication tasks are carried out on a frequency basis but otherwise all
maintenance is done on request only. The plant is inspected regularly and any faults
rounds are assessed for urgency. Some will require immediate attention if only to effect a
temporary repair. In these cases the inspector raises a requisition and work is put in hand
straight away. In most cases, however, the work requires planning and if detected early
enough can wait for a convenient shut-down and the carefully pre-planned remedial work
is carried out in the shortest possible time. A considerable reduction in the spares
inventory has been possible owing to the decreased likelihood of an unexpected
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breakdown.
Edwards has described how a diverse estate of offices in several central London
buildings under individual manual plant control was equipped with a remote control
system designed and engineered for the specific purpose required, with greatly improved
operation and halving of the manpower requirements.
Need for Clearing House

A vast amount of information flows from many different sources to the designer and his
often limited technical library facilities and he tends to become the human computer
which sifts, selects, analyses and co-ordinates this information for design purposes. A
central clearing house can perform this task far more effectively, as the information needs
constantly to be updated, catalogued and cross references, supplemented by graphic
details and costs recorded on standard forms. Such a center can disseminate
information on performance of materials, formulate standard classification routines for
maintenance cost analysis, receive and analyze costs and circulate results. The RICS
Building Maintenance Information Ltd (BMI) aims to provide this service.
Building Maintenance Information Ltd (BMI)

Building Maintenance Information Ltd (formerly BMCIS Ltd) is administered by the Royal
Institution of Chartered Surveyors to help maintenance mangers and property
administrators in the maintenance of property, and the service relies upon their support in
providing information and in assisting with feedback. BMI supplies general information
on cost indices, labour costs, materials and equipment, control techniques, legislation
and statistics, together with the digests of articles of relevance to property managers.
Feedback of technical information from properties in use to the design team occurs
through design/performance data sheets of building failures, which describe the element
or component, forecast the likely long-term effect, analyze the cause of failure, and
suggest any design or construction correction which might have avoided the situation
and the necessary remedial action. Case studies consist of factual reports of typical
situations and exemplify current operative practice in both public and private sectors.
They can reveal strengths and weaknesses in an organization and a commentary on each
case illustrates the lessons to be learnt.
Probably the most valuable part of BMI is the occupancy cost analyses covering a
range of property types. Annual property costs are analyzed on the basis of standard
instructions and elements on a unit area basis, and these form part of a
technical/financial budgetary control system. The analyses provide a unique library of
property occupancy data on organization and costs. Each analysis contains details of the
building and a note of the managerial criteria which decide maintenance policy.
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PRINCIPLES OF MAINTENANCE MANAGEMENT AND QUALITY ASSURANCE
INTRODUCTION
Maintenance management involves two distinct activities: Management and

Maintenance. Management in its simplest meaning is an act or manner of dealing,
planning, controlling, directing and guiding other people in the organization or team for
achieving the desired goals. Management, is therefore, an art of solving a problem or
seeing a job carried out efficiently by people.
Maintenance refers to maintaining the plant (equipment) and buildings in different

operational conditions so as to accomplish goals of production without interruptions and
breakdown. Maintenance is of utmost importance in every field in light of highly
competitive world market. In this modern competitive era, no part of any organization
can afford to use its resources (man, machine, materials, method and environment)
inefficiently. Maintenance, is therefore, an act of keeping the components of production
process in good working condition for its efficient and effective use in production.
Maintenance management, is therefore, considered as an act of dealing, planning,

controlling, directing and guiding maintenance team for keeping the production process
components in good working condition. Maintenance management involves the following
basic functions:
Planning and Designing of maintenance system.

Coordinating, communicating and controlling of maintenance jobs.
Motivating, Directing and Guiding maintenance team.
Planning and Designing of Maintenance System: This would include organizing the
maintenance department by ensuring availability of all the maintenance process
components (men, machines, materials, and work instructions) of all adequate quality
and quantity at the required time. Another aspect of planning and organizational vision,
mission and goals, practicability and profitability should also be considered in planning
and designing of maintenance job.
Coordinating, Communicating and Controlling of Maintenance Jobs: Controlling is
a continuous process of inspection, measuring and comparing with the planned targets
and standards. Controlling includes recording communication and feeding back the
information for future designing and modifications In design and standards. Coordinating
refers to making cross-functional teams to work harmoniously in achieving the set goals
and objectives using different resources. For optimum results, specially from human
resources, an appropriate balance and coordination amongst different teams is
necessary. This balance is obtained by proper communication, feedback of information
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and coordination amongst cross-functional teams. Controlling and coordinating functions

facilitate adoption and management of the required changes in maintenance system to
suit organizational goals.
Motivating, Directing and Guiding Maintenance Team: This is an important

management function of maintenance team leader to inspire loyalty, effectiveness,
quality, efficiency, pride and sense of commitment to the goals of the organization. The
team members can be motivated through education and training and developing proper
communication system to create mutual trust, and commitment in respect of
accomplishment of goals. Clear directions and guidelines need to be provided regarding
approaches, targets and responsibilities in achieving the desired goals. Performance
measurement tools and procedures need to be clearly specified for every one to know
and use. Motivation and guidance help maintenance team in realizing the organizational
goals of maintaining good working conditions at the optimum level of efficiency and
economical in terms of cost. Motivation and guidance facilitate in development of mutual
trust amongst members and concern for quality of maintenance in the organization.
Organization structure of maintenance team/department will depend on maintenance

policy, approaches, size and other factors related to the organization itself.
FUNCTIONS AND ORGANIZATIONAL STRUCTURE
Every project or organization needs to have certain organizational structure, depicting the
flow of authority and responsibility for various tasks and achieving goals. Building
maintenance activities in an organization can be carried out by employing direct labour
by the owner of the premises. Alternatively maintenance can be carried out through a
labour contractor. Before arriving at an organizational structure, the decision has to be
taken as to whether direct labour or contract labour or mixed pattern will be employed
for maintenance jobs. In case mixed pattern of direct and contract labour for
maintenance job is adopted, there has to be an appropriate balance between them,
depending on the nature, size, frequency and specificity of various jobs.
The actual structure of a maintenance department will be governed by several

factors, such as, the size of organization, the anticipated functions, work load, budget
allocation and the overall policy towards maintenance and employment of direct labour.
In large organizations, the employment of separate direct labour force to cover the major
and regular jobs of maintenance (such as cleaning, environment related services and
house keeping), is usually considered necessary. While in smaller organizations, it may
be possible to allocate some of the maintenance tasks as part of or in addition to other
regular duties of workforce. In developing organizational structure of any organization,
the functions of a building maintenance department vested with the responsibility of
maintaining the production process in good condition, must be ascertained first.
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The maintenance department plays the following important roles:
Organizational
Planning and controlling
Advisory, and
General
(a) Organizational Functions: These functions include allocation, path responsibility

and accountability, setting standards and procedures, establishing lines of
communication, providing the necessary accommodation and equipment, employing
maintenance staff, purchasing maintenance material and tools, and preparing and
administering maintenance contracts whenever outside contractors are engaged.
(b) Planning and Controlling Functions: These functions include inspection,

measurement, and reporting on the need for maintenance works, planning of the work,
both in the short and long term contexts; preparing cost estimates and budget estimates;
controlling quality and quantity of output with reference to standard norms; and
developing a system of recording and reporting for future planning.
(c) Advisory and Guiding Functions: These functions include informing and advising
top management policy, standards, cost requirements, suitable type of maintenance
system, and special maintenance aspects at the design stage of proposed buildings,
extensions, alterations or adaptations.
(d) General Functions: Maintenance department may be required to look after fire
protection and safety, campus maintenance, and collection and disposal of waste.
When deciding about the organizational structure of any company, maintenance

department must find an appropriate slot considering various functions, it is expected to
carryout. For effective maintenance the organizational structure plays a critical role in
terms of responsibilities and authority enjoyed by the maintenance department.
MAINTENANCE WORKFORCE
Maintenance workforce comprises of direct, contract, or mixed labour force. We should

study the functional needs of the organization, and advantages and disadvantages of
direct workforce to decide most suitable maintenance workforce arrangements. It may
be noted that the disadvantages of direct labour force becomes advantages of
contractual (indirect) labour. It may also be kept in mind that sometimes occasions may
arise when it becomes necessary and desirable to employ a specialist agency from
outside the company, for certain specific maintenance problem.
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Advantages of Direct Labour Force
1. Flexibility: Direct labour force will provide greater flexibility and quicker response
to any emergency maintenance problem due to full control over the movement and
work allocation of a direct labour force. Direct workforce is available with the
organization at all the times and can be disputed straight away to attend the
problem. Direct labour force has intimate knowledge of locations, and type of
problems and solutions required. Lack of quick response by building maintenance
work force may result in interruption or stoppage of production process and loss of
goodwill. Control over direct workforce can go a long way in limiting the need for
emergency maintenance by establishing and supervising a system of regular
planned and preventive maintenance.
2. Intimate Knowledge: The members of direct labour force acquires an intimate
knowledge and experience of the building, equipment, and its services over a
period of time. This intimate knowledge and experience becomes a great asset of
direct maintenance workforce specially in case of large volume of equipment and
services. Although these services and items of equipments may be standard but
some times they can develop their own peculiarities. Familiarity with these
peculiarities facilitate fast diagnosis of the fault and the remedy required to put the
equipment or service back into operation with the minimum delay. This will also
help in promoting good relationships between production and maintenance staff
and better overall environment in the organization.
3. Effective Control: A direct labour force enables management to control the overall
strategy of maintenance work more effectively because of well known abilities and
limitations of individuals in direct workforce. Effective balance can also be obtained
between skilled labour and engineering staff depending on the nature and type of
maintenance problem. The planning of the workload is also under better control in
the case of direct work force in comparison to the contract work force. The quality
control is also better since the direct labour force can be motivated for doing an
effective job so as to reduce or eliminate future maintenance problems to be set
right again by them.
Disadvantages of Direct Labour Force
It is very difficult to be specific on disadvantages of a direct labour force, since these

depends of the type of premises and/or organization. Each type of premises and
organization has different type of maintenance problems. In small organizations the direct
maintenance labour force may remain under employed. Insufficiently planned, or
preventive maintenance, may not keep them fully occupied and wasteful and
uneconomical labour lead them to wait for some thing to do wrong.
Page 27 of 41
It may also be argued that a large direct labour force may be equipped to deal with
problems which occur within their jurisdiction only. However, they do not always have
within their own work force, the necessary qualified or specifically experienced staff (to
take full advantage of the facilities available in the organization) to deal with complex
problem which might crop up at any time or suddenly.
Productivity is often quoted as being lower in case of direct labour force due to older
persons and security of job in comparison to the contract workforce. For the contract
work force salary payments and incentive bonus schemes are based on quantitative
output. It is also argued that older workforce tends to have wide knowledge and
experience which reduces overall need for maintenance due to adequate quality in their
maintenance work.
The main disadvantage of direct labour maintenance system is low productivity (as
low as 65 per cent). This low productivity may not necessarily be due to poor
workmanship or lack of work but very often by its nature and locations. Engaging
contract labour to carryout small isolated work, spread over a large area could be more
expensive than direct labour. If the maintenance contract is on a long-term basis
whereby the contractor is called upon to supply the necessary labour and materials as
required at some specific place and specific time since only productive time would be
chargeable. This type of contract enables the contractor to direct his labour force on to
other jobs when the maintenance requirements are non-existent. Direct labour may not
yield the desired results in case of a non-committed, workforce and leadership.
If any conclusion is to be made as to whether direct or contract labour is to be used

for maintenance work, it must be based on the workload, nature of maintenance, and the
amount of unproductive time anticipated because of traveling between the jobs.
Importance of maintenance is gradually increasing in light of highly competitive world
market environment and requirements of total quality in every walk of life. In successful
organizations, management and maintenance teams have started taking maintenance
tasks more seriously to decide about the choice of direct, contract or mixed type of
labour force. Apart from economic considerations, this selection will involve nature of
maintenance, size and policy of the company and feedback information from previous
experience. This option may be decided based on balancing various advantages,
disadvantages and other considerations of leadership.
INFORMATION MANAGEMENT AND COMMUNICATION SYSTEM
Design and development of effective data based maintenance system will require
accurate information from similar projects from the past experience. We shall be required
to collect information from similar projects on capital costs, running costs, nature of
maintenance problems and teams, user requirements, maintenance hinderances and
Page 28 of 41
evaluations. Feedback information shall also be required to modify and improve quality of
existing maintenance system. The designer of the system will need specific information
of maintenance requirements at various stages of design and development of the
organization. All the information and maintenance requirements are required to be
communicated in very clear terms in respect of buildings and equipment, to achieve
desired goals and targets. Different type of information collected needs to be analyzed
and scrutinized scientifically before being made applicable to achieve the required quality
and maintenance targets. Various types of information required at different stages are
given as under:
Initial Brief: The designer will require an outline of the maintenance requirements
and objectives proposed at this stage. The proposed new buildings, extensions and
adaptations must be clearly specified. These outline information would consist of
all the basic site details, approximate areas for various usages together with
occupation, densities, service requirements, standards required, and time cost
targets. This information enables the designer to produce sketch designs of
buildings with approximate cost summaries and maintenance requirements.
Working Drawings and Specifications: The sketch designs with approximate costs
and maintenance requirements facilitate the management to approve suitable
alternative designs for the preparation of working drawings and detailed
specifications for the new or maintenance jobs. Working drawings and detailed
specifications shall be prepared for the selected alternative(s). At this stage,
detailed informations are collected and supplied with regards to all aspects of the
project and in particular the information amen provisions for maintenance. This
information for maintenance would include any special features required in terms of
access to different parts, or buildings or equipment in the context of the
maintenance policy of the building owner. Any restrictions as to the choice of
materials based on the proposed methods of cleaning or renewal should be
communicated, especially in the context of floors. Floors form one of the biggest
element for maintenance, renovation, cleaning and safety consideration in any
building. Poor location of permanent elements such as ducts/shaft, stairs, and lifts
can very often limit the possibility of changes, and modifications required in future.
The location of these permanent elements will influence the further changes and
maintenance requirements. The above information can be communicated to the
designer in the form of detailed written instructions, sketch drawings of any specific
requirements and manufacturers' detailed literature for special materials,
equipment, or fixtures.
Choice of Maintenance Contracts: The method of selecting a maintenance
contract will depend upon the size and nature of the maintenance job to be
undertaken. Simple and relatively small buildings on clear isolated sites are usually
straight forward contracts for which full documentation is available. Such
maintenance contracts are therefore suitable for a fixed price tender obtained
through competition from amongst a selected number of contractors. Large
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buildings on congested sites are, however, best served by competitive tenders from
selected contractors based on a Bill of Approximate Quantities (BAQs).
Complicated additions and alteration works are better carried out on a negotiated
price with a contractor specializing in such type of works. In many specialized and
complicated cases, it is better to contract on a cost plus basis. This includes the
cost of actual labour and materials used plus an agreed percentage to cover
overheads and profit of the contractor. When the accurate tender figure cannot be
assessed before hand, generous allowances for unforeseen items are required to
be included, maintenance contract with cost plus basis is quite suitable.
Maintenance of any organization must provide guidance and direction in the

connection with the tasks so as to decide the type of contract and type of maintenance
task involved. Different sections in any organization should provide information and
advice about the type of maintenance task to the management, who should in turn pass
on the information to the maintenance team/section. The information may be
communicated through discussion and/or feedback system. Projected trends must be
considered for achieving maximum flexibility of the proposed building or adaptation in
future.
The maintenance policy of the management plays very important role for the
successful maintenance and keeping the building in operational condition. Proper
information and communication system plays a vital role in the successful maintenance
premises. Short term and long-term maintenance must be planned and incorporated in
the design information in the beginning so as to achieve objectives of optimum economy,
through clarity in maintenance policy.
Maintenance manual, specifying various details and special requirements of

complicated maintenance jobs, must be provided along with completion of building or
adaptation works. Preparation of a maintenance manual will go a long way in ensuring
proper maintenance of a building and keeping the same in operational condition, at the
most economical cost as a result of clarity in the information and communication system
right from the design stage.
PROPERTY INSPECTION AND REPORTS
Inspections of buildings and their fixtures are carried out for a number of reasons and
purposes. The purpose of these inspections must be established before commencement
for obtaining necessary information required to prepare an acceptable report. The
inspection form should be designed to ensure that as far as practicable there are no
omissions in the report. Different types of inspections may be listed, as below:
Complete building inspections or survey
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Inspection to rectify
Planned inspections
Control inspections
Inspections form the basis for deciding on the nature and type of maintenance. Building
inspections also provide appropriate data for budget estimates, type of maintenance
work force and urgency of maintenance.
Complete Building Inspections or Survey: This form of inspection is usually carried

out to obtain a complete and accurate record of the property, its services and fixtures.
This inspection would normally be carried out where such data does not exist,
particularly at the beginning of a lease or prior to sale/purchase. The inspection needs to
be carried out by an experienced surveyor, specially in the case of older buildings with
good knowledge of similar type of construction. The information should be gathered in
such a manner that when finally presented, errors and omissions are negligible.
The building should be measured with a tape and using running dimension to reduce
the risk of cumulative errors which can easily occur if the process of 'piece meal'
measuring is adopted. All fittings, fixtures, services, and any other features must be
noted and measured to obtain their position and size.
A written report should also be prepared to indicate the condition, need for repair or
any other items in need of attention and protection. The report should be submitted with
the required drawings. The drawings may be presented in the form of fully dimensioned
and annotated working drawings or, alternatively, as measured drawings without
dimensions or annotation but including a drawn scale. Complete building inspection
facilitates preparation of standard measurement book with bill of quantities (BOQ)
required again and again during maintenance.
Inspection to Rectify: This form of inspection is carried out by the operational filed
staff. The inspection may well be planned according to timing or carried out as the result
of a request from the user. The typical examples are the inspection for cleaning out of
necessary rain water gutters and down pipes. Springs and self cleaning doors are also
checked and adjusted. A dated report of the inspection and action taken should be
submitted for record purposes to the maintenance management team. Alternatively, this
information could be extracted from work order sheet or time sheets. This inspection
helps in resolving petty items of maintenance on a continuous basis.
Planned Inspections: All types of buildings need planned inspection. Planned

inspection is carried out after defining exactly the purpose of the inspection and it had to
be carried out by competent inspector or surveyor. As far as practicable, appropriate
survey sheet should be designed and used to enable the inspector to gather and record
his findings without overlooking or ignoring any item in the report. Standard formats must
be used to facilitate collection of appropriate information for maintenance planning and
Page 31 of 41
execution.
Planned inspections are undertaken for a number of reasons, such as:
To prepare complete inventory or record of the premises as to its condition and

contents in the form of services, fittings, and fixtures;
To ascertain the need for current, predicted or future maintenance for the purposes
of planning the work load and/or the budget;
To investigate the cause and extent of any occurrence of defect necessitating
maintenance, so that its priority and also the standard of maintenance required can
be determined.
The need for recording the information and data obtained during planned inspection for
the feedback system is most critical. The feedback system used to share the information
and data should ensure easy filing and retrieval. Such filing system could range from one
based on location, item or type of service, inspection date, to one based on a trade
department or craft classification. Any or all of these headings could be used but if more
than one is selected there should be an adequate system of cross referencing. Card
index systems are probably better than box or lever arch filing systems, for both storage
and easy retrieval.
With development of computers, now it has become very easy to store and retrieve
the information under a variety of information classification. Use of computers has
revolutionized storage and retrieval of very precise information at any time with suitable
software programmes.
Control Inspections: As the name indicates, the aim of this form of inspection is to
check that a particular maintenance work has been executed with standard workmanship
and quality. Control inspections are carried out to check whether the instructions and
guidelines in accordance with the organizations maintenance policy have been followed
and the required standards achieved. Control inspections are carried out to measure the
quantitative progress, quality, time and cost for comparison with the planned standards.
Control inspections are based on the fundamental principle of management which states,
"what gets measured gets done". Thus for achieving quality in maintenance works, we
need to undertake control inspections on a regular basis.
Chain of activities/events occur for the successful conclusion from the moment any
property inspection is requested or planned. The whole process should be recorded for
historical record and feedback purposes to ensure effective maintenance management.

Various type of inspections form the backbone of any maintenance management system.
Maintenance management cannot succeed without appropriate inspections.
Page 32 of 41
MAINTENANCE BUDGET ESTIMATES
Before approval of any maintenance or adaptation work, an estimate of likely cost and
time is needed. The maintenance manager prepares an estimate of cost and time to
assess the cash needs, labour requirements, and priorities of jobs. Management requires
this information for the following purposes:
To make comparative evaluation between competitive estimates.

To establish long and short-term budget requirements.
To apportion or allocate money from an existing budget.
To provide evidence for a request for extra money where necessary maintenance or
adaptation is not covered by an existing budget.
The estimator will require both data and an agreed system by which an estimated cost
may be calculated. The data available will govern the accuracy of the estimate prepared.
Preparing budget estimate will require following information for greater accuracy:
1. Nature of proposed work.

2. Extent or scope of work
3. Method of operation
4. Restrictions of any kind
5. Current labour costs and availability
6. Past data of performance for the similar jobs and conditions, usually obtained from
feedback or historical records.
7. Direct or contract labour considerations
8. Specialist services and/or consultancy fee
9. Standards and level of specifications.
These estimates can be detailed or approximate, depending on the purpose for which
these are required. Approximate estimates are a quick and simple method of assessing
likely costs. These should be based on past records and performance which need to be
adjusted taking into account any current inflation trends. For budget purposes cost
estimation can also be predicted by using projected trends. Adjustments also need to be
made for variation in condition of nature of the work with regard to the past data.
Following systems of cost estimation are commonly used for budget allocation for
maintenance jobs:
Cost per Plinth Area Covered: The plinth/floor area is usually measured gross
inside the external walls where the maintenance jobs are carried out. This plinth
area cost varies for variety of items of maintenance job and conditions under which
the job is likely to be carried out.
Cost per Volume: This approach is based on cost per unit volume of building
elements involved in maintenance job. This method also accounts for height. In a
large size building, gross area of the external walls is multiplied by height. This
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approach is more suited to buildings, such as hospitals, factories, and other

buildings with large variation in heights. This approach also depends on the
conditions and items of maintenance.
Cost per Unit of Accommodation: The unit on which this method is based is the
number of persons using the premises. This is useful as an overall measure of
maintenance costs for buildings of similar age, use and construction specifications,
such as schools, hostels per room, hostels per student, hospitals per bed, etc.
Cost per unit helps in estimating maintenance cost of similar building.
Cost per Element (item-wise): This method is based on the cost of each element
(item-wise) involved and related to an overall classification with reference to total
floor area. Each element is broken down into the number of items to be considered
for overall accuracy of maintenance estimate. Typical sub-elements or items can
be, such as, floors, walls, ceilings, joinery (door and Windows), roof terrace,
structural components, etc. This approach provides more accurate estimate for
maintenance budget purposes.
Estimating for a Future Budget
Estimate of cost is necessary for allocation of money to carry out maintenance and
adaptation work in the future. This requires an assessment of cost estimate for
appropriate allocation of money in advance. Such an estimate can be carried our based
on the trade or department, activities or the project as a whole. Information on nature
and cost is collected from previous years and future cost is estimated by considering
rate of inflation and other changes in conditions, contents and specifications. Two
important components of any estimate are labour cost and material cost. Size of labour
force required can be determined by using appropriate labour output under the specified
conditions. It may be noted that labour output is likely to be smaller for piece meal jobs.
Material costs can also be calculated by calculating quantities of materials allowing for
material wastage, inflation and price trends of materials likely to be used for the
maintenance. The amount of budget required can be based on the following costs:
1. All wage rates of labour force including basic wages plus bonus or other statutory
contributions and fringe benefits;
2. Estimated material costs considering price trends;
3. Maintenance establishment and overhead charges;
4. Any element of profit required;
5. All-in-costs to cover supervisory and other non-productive staff of maintenance
wing.
The object of this budget estimation is two fold-first to allocate budget and second, to
use it for comparative statement for tenders from outside contractors.
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Estimating for Current Budget
This is required for assessing the cost incurred on a specific item of job from the total
budget allocation. Sometimes this is required to compare with the predicted cost used in
the preparation of the budget and previous feedback information obtained from the
experts. This cost estimation may also be required for apportioning the budget for
carrying out a specific job within certain allocated budget for the different trades,
sections or departments. An estimate of how much money should be spent on any of
these specific tasks could be prepared and this would enable a certain control to be
exercised over the current budget money allocation for unspecified maintenance works.
The actual method of calculation will depend on the nature of work and can range
from spot item pricing to a unit rate pricing system based on actual quantities of labour
and materials required. A similar procedure may be adopted for requesting extra finance
over and above the current budget allocation except that the reasons and costs would
be very detailed to convince management and justify such extra expenses.
SPECIFICATIONS FOR ADAPTATION AND MAINTENANCE WORKS
A specification may be defined as a written document setting out in detail the exact
nature and contents of the work, the minimum acceptable standard of workmanship
together with the materials to be used. This document needs to be written and read in
conjunction with any drawings, schedules and bills of quantities prepared for the
proposed work. A specification should not supersede the particulars or information given
in other documents but should clarify the information where it is not clearly given, or else
it can be subject to misinterpretation. Drawings usually show the general arrangement
and details of the proposed works and the specification should describe the exact
requirements of these details and arrangements. All the important dimensions and
annotation should be included on the drawings and therefore, it is not usually necessary
to include this in the specification. The general dimensions, such as room sizes and the
sizes of individual members, such as joists/beams and reference should always be
quoted. On small works where drawings or details are not provided the specification
must fully describe the works and include all relevant information and dimensions. A
specification which is detailed, but at the same time accurate will help to prevent
mistakes and misunderstanding during work execution.
A specification can be prepared by the designer, quantity surveyor, maintenance

manager, building maintenance contractor or the client, depending on the size and nature
of maintenance job. Specifications are prepared before undertaking any maintenance
task to avoid disputes and ensure suitable quality standards for the job.
Page 35 of 41
Generalizations in specification, such as, "required" and "as necessary" should be

avoided, since such generalizations lead to different interpretations and indicate lack of
clarity on the part of person preparing the specifications. It is also unfair to expect an
estimator to give an accurate price on the basis of a vague statement and this, in turn,
could lead to claims for extra payment when the accounts are settled after execution of
the work. When the person preparing the specifications is not sure of proper description
of the exact nature of the work or what will actually be required on the job site, a
provisional sum should be included which can then be adjusted by agreement between
the parties concerned when settling the final accounts.
Preparation and Contents of a Specification
The actual preparation and formal of a specification will be governed by the following
three factors:
Who is to carry out the preparation of specifications ?

What is it purpose ?
Who will use it ?
If the preparation is to be carried out by an owner or occupier for the purpose of internal
instruction or to obtain an estimate it is most likely to be non-technical in its contents and
may be grouped in areas of activity such as repairs to a roof, repairs of toilets, etc. The
descriptions would probably be all embracing that is, not separated into materials and
labour components, or classified by trades and without any indication of quantity and
quality of materials and workmanship. As an internal document, it is usually satisfactory
since the maintenance manager or worker would be familiar with this form of
presentation and could analyze the document in a suitable manner for estimating,
costing, ordering and job instruction purposes. If this type of specification is used as a
basis for obtaining an estimate from an outside maintenance contractor, it could lead to
ambiguities and misunderstandings of both the content and intent of the descriptions.
This in turn could lead to an estimate which is unrealistic and ultimately to extra claims to
contractors. If estimates are to be obtained from several contractors, the limitations of
this type of specifications can result in wide variations in cost estimates. It is, therefore,
suggested that specifications should be prepared by a person having necessary
technical knowledge and expertise to set out the requirements, in clear and
unambiguous terms, for the sake of quality.
Specifications commences with clauses covering:

Preliminaries regarding conditions
Materials type and quality
Workmanship and methodologies
General clauses about scope and requirements
Page 36 of 41
Preliminaries: These clauses would include information regarding site of the works to
be executed, any drawings to be used in conjunction with the specification, general
contract conditions and responsibilities for insurance, protection of existing works,
hoardings and general storage facilities.
Materials: Clauses giving general description of the materials to be used, stating the
standard quality required by reference to a particular code, or agreement certificate. To
save unnecessary repetition, materials and components which are to be used for several
activities could be fully described at this juncture, instead of repeating the description
every time the items appear in the specification.
Workmanship: The requirements of workmanship should be precise, setting out in

detail the manner in which the work is to be executed in terms of quality and method.
Allowances or restrictions for such items as inclement weather and the use of alternative
methods should also be stated. Reference to relevant standard code of practice should
also be included, so as to clarify the minimum acceptable standards.
General Clauses: In view of new works, specifications are prepared in the same order
and groupings as for taking up a bill of quantities. But specification for small or isolated
maintenance work is often written to cover an area of activity to enable contractor to see
the extent of work at glance estimation of cost. Specifications for maintenance and
adaptation works are written to cover the exact conditions, circumstances and
requirements of the work involved. Specifications for the new jobs and works can be
developed by extracting typical clauses from manufacturer's literature, text books and
similar sources. Main objectives of a specification is to bring out clarity and details for
execution of work, so that all persons from investigator to the operator on site,
understand the requirements and how to accomplish them. Maintenance managers and
engineers should practice writing specifications for maintenance tasks for satisfactory
execution.
Specifications form very important considerations for accurate estimation of cost,

achievement of quality of maintenance job and appropriate relations amongst building
users, maintenance staff, and contractors, if any. Thus, specifications need to be
prepared accurately and considering ground realities incorporating various components
viz. preliminaries, materials, workmanship and general clauses.
HEALTH AND SAFETY REQUIREMENTS IN MAINTENANCE
There are many legislations (Acts of Parliament) which set out the legal obligations of
management as to their responsibilities with regard to the health and safety of their work
force and work places. These aspects are covered in the enabling Act entitled "The
Health and Safety at Work" - Act 1974. It applies to all persons at work including
Page 37 of 41
employers, employees and self employed persons, with the exception of domestic
servants in private households.
This Act also ensures that the health and safety legislation protects not only people
at work but also the general public who may be affected by any work or maintenance
activities.
This Act relates to health and safety and sets out the duties of the employer, which
are to:
Provide and maintain plant in a safe condition without any risk to health;
Arrange for the safe handling, storage and transportation of goods,
As far as practicable make any place of work safe and maintain its safe condition
without risks to health;
Ensure that the means of access and egress from a work place are maintained in a
safe condition without risks to health;
Provide and maintain a safe and healthy environment in which to work,
Provide instruction, training and supervision of persons so that their health and
safety is safeguarded.
Set standards of maintenance to safeguard the well-being of all employees.
This Act/legislation requires all employers to prepare and revise a written policy
statement in respect of health and safety of employees and its organization at the work
site. The policy statement must also include arrangements for ensuring safety under the
stated policy implementation. These policy statements may include maintenance and
provision of:
Maintenance of plant, equipment and safety in works,

Safe arrangements for the use, handling, storage and transport of articles, materials
and substances;
Information, instruction, training and supervision to enable all employees to
contribute positively to their own and others' safety and health at work to avoid
hazards;
Provision and maintenance of safety equipment, safety warning system, fire fighting
and protective clothing and ensuring that all employees are informed of their
obligations with regard to care and use;
A safe and healthy place of work and safe access and egress for employees and
members of the public;
Adequate welfare facilities, such as canteen, water coolers, recreation places, etc.
Written policy statements of any organization would also include the policy objectives on:
Safety of organization;
Employees' responsibilities;
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Safe operating procedures of equipment, plant and tools;

Accident handling procedures;
Fire fighting procedures;
Inspection and checks;
Training in safety,
Means of communication.
QUALITY MAINTENANCE
In the present age of competition and globalization, every organization is struggling for its
survival and growth. Quality and productivity play vital role in survival max growth of any
organization. Quality and productivity form critical components of production system in
any organization. For enhancing quality and productivity we need to provide and maintain
excellent environment around production system. Apart from keeping production
equipment and plant in excellent conditions, we need to provide and maintain the total
building environment in excellent condition. Quality of building maintenance directly
influences the quality of production or service. It is, therefore, most important to practice
and achieve quality in maintenance jobs. A small negligence in quality of Maine of tools,
plant and building may lead to a very high loss in quality and productivity. The loss of
quality and productivity may result in the down fall of any organization. Thus, quality in
maintenance is vital to any organization.
Quality of any product or service may be defined as fitness for use of customers'
requirements, satisfaction and delightment. Here production staff becomes customers
while maintenance staff becomes supplier and quality in maintenance is specified by the
production staff (internal customers). Maintenance staff has to provide and maintain
excellent work environment by achieving quality in maintenance works. Thus quality in
maintenance works has a direct role in achieving high standards of quality and
productivity in the production system of any organization.
LIFE EXPECTANCY OF BUILDING
Expected useful life of any building is determined by the life of its individual elements.
Shortest life of any element in fact determines the useful life of the building. Life of
building elements depends on the quality of basic construction and adequacy of its
repair and maintenance. If the quality of basic construction is poor, actual life of building
get reduced tremendously causing loss in terms of building cost. It may be understood
that normal repair and maintenance cannot rectify defects in the basic construction.
Highly specialized methods and materials for rectifying defects in basic construction may
cost many times more than the cost of quality in basic construction. It may be
Page 39 of 41
understood that normal repair and maintenance are no substitute for good quality basic
construction. It is, therefore, most important for building contractors and owners to
ensure quality in basic construction itself as it is much cheaper than rectifying defects by
repair and maintenance later. The quality of basic construction and repair and
maintenance plays a vital role in deciding the expected life of any building.
Weathering forces (rain, heat, cold, wind, and chemical gases) cause deterioration in
building elements and, hence reduce its life of useful occupancy. Repair and
maintenance enhance the life expectancy of buildings by improving weathering
resistance of the building elements. Thus, the life expectancy of any building depends on
the following basic factors:
1. Quality of basic construction

2. Type of occupancy
3. Quality of repair and maintenance
4. Weather and environmental conditions, and
5. Natural disasters.
Table below of life expectancy is given with the assumption that the basic construction is
of good quality and appropriate cycles of maintenance depend upon the weather
conditions, quality of basic construction and types of occupancy. Life expectancy of
building depends on its elements and approximate life expectancy of elements is
indicated in the table below.
CORRECTIVE AND PREVENTIVE MAINTENANCE
One approach to repair and maintenance is to set right deteriorated portions of any
building element after weathering action has already occurred. Another approach to
building maintenance is to prevent or retard the weathering action by weather protective
coating or treatment. There are many chemicals and paints which can be used for
developing surface coat or film which will obstruct the contact of weathering forces with
the building elements without adversely affecting the normal functioning of such
elements. Most common weathering forces are:
Polluted air, gases and fumes,

Rain water or seepage water causing dampness,
Heat and frost (high and low temperature) causing cracks;
Wind causing surface attrition and stresses; and
Earthquake, floods and fire causing severe stresses and cracks.
Preventive or corrective maintenance will nullify or retard and reduce the effect of these
Page 40 of 41
weathering forces. Most of these preventive or corrective coatings are used on the
surface of the building elements to create barrier to weathering forces. Life of the
element will depend on the effectiveness of these preventive treatments. Most critical
weather force is rainwater and dampness which affect steel reinforcement, concrete and
bricks. Preventive or corrective maintenance creates barrier to flow and passage of
moisture to eliminate contact of moisture with relevant material. Different materials for
surface coating, may be considered based on weather conditions, type of building
elements, type of occupancy and use, and practicability of application. These protective
coating materials form water proof film at the surface of the building element or fill the
surface pores, to keep the inside core of the element protected from the weathering
action. Thus, protective and corrective maintenance forms an important part of
maintenance management.
MAINTENANCE MANUAL
Maintenance manual is prepared at the time of construction of a building or deign and

manufacture of any tool and plant. This manual illustrates clearly various building
components, services, and equipment giving their locations and drawings. The manual
also specifies the material of construction of all these elements and methods of their
repair and maintenance. The manual describes maintenance cycles for various building
elements. Maintenance manual also provides hidden details of building elements such as
location, of embedded pipelines, electric conduits, structural reinforcement. This manual
becomes quite useful for carrying out adaptation work and other modifications.
Maintenance manual becomes an important document for facilitating maintenance
throughout the life of the building.
Maintenance manual must contain drawings as constructed, details of hidden

portions, access to ducts, maintenance instructions, bill of quantities for maintenance
items, and any of the specific information useful for maintenance. Path and locations of
rain water pipes, sanitary and drainage lines, water supply lines, electric conduit line and
telephone lines must also be very clearly indicated. Most of the problems that arise in the
maintenance are related to these service lines and hence appropriate instructions to
show access to these is essential, for effective maintenance management.
Page 41 of 41

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BLD 304: MAINTENANCE MANAGEMENT OREDUN DAMILOLA

BLD 304: MAINTENANCE MANAGEMENT

DEFINITION OF MAINTENANCE MANAGEMENT

Maintenance Management is defined by Allsop as:

GOALS OF MAINTENANCE MANAGEMENT

OBJECTIVES OF BUILDING MAINTENANCE

MEANS OF ACHIEVING THE GOALS OF MAINTENANCE MANAGEMENT

CONDITION SURVEY AND MAINTENANCE PLAN

Preventive Maintenance (PM)

⁃ A decreased quantity of breakdown maintenance.

To ascertain the estimated Naira savings of installing a preventive maintenance program.

CYCLE OF A TYPICAL MAINTENANCE ACTIVITY

CYCLE OF MAINTENANCE PROCEDURE

⁃ Inspect reported and/or discovered defects.

Factors Militating Against Eﬀective Maintenance Activities in Most Organization

of facilities and resources.

The resources are:

For eﬃcient/eﬀective maintenance work, the following actions should be keenly

2. There should be maintenance policy i.e. type of maintenance programme which

⁃ Diagnose defects to establish possible causes:

⁃ Identify causes of deterioration and failure occurring in common building materials:

⁃ Identify common defects which can occur in building services:

⁃ Monitor the progress of all maintenance works.

⁃ Maintain complete historical data concerning the building in general, including

⁃ Continually seek workable solutions to maintenance problems.

PLANNING AND FINANCING MAINTENANCE WORK

Planning, Budgeting and Controlling the Cost of Maintenance Work

Building maintenance should be regarded by management as part of the total

A study of local authority housing maintenance showed the general standard of

The outline policy recommends the following actions:

Bushell, in assessing maintenance priorities in the National Health Service, proposed

After establishing reasonable standards it is necessary to estimate the deterioration rate

In general, most local authority maintenance sections are organized on hierarchical

described. Budgetary control is an important management function aimed at planning

Cost Structure Analysis and Budgeting

Budgets and Building Maintenance

elements at fixed intervals (normally staggered, to even out annual workloads).

Relationship Between Budget and Finance

implementation of plans for capital, renewal and replacement expenditures.

A computer program can be used to ensure eﬀective budgetary control by providing a

this can be related to the endurance characteristics of a significant component or

Need for Clearing House

Building Maintenance Information Ltd (BMI)

PRINCIPLES OF MAINTENANCE MANAGEMENT AND QUALITY ASSURANCE

Maintenance management involves two distinct activities: Management and

Maintenance refers to maintaining the plant (equipment) and buildings in diﬀerent

Maintenance management, is therefore, considered as an act of dealing, planning,

Planning and Designing of maintenance system.

and coordination amongst cross-functional teams. Controlling and coordinating functions

Motivating, Directing and Guiding Maintenance Team: This is an important

Organization structure of maintenance team/department will depend on maintenance

FUNCTIONS AND ORGANIZATIONAL STRUCTURE

The actual structure of a maintenance department will be governed by several

The maintenance department plays the following important roles:

(a) Organizational Functions: These functions include allocation, path responsibility

(b) Planning and Controlling Functions: These functions include inspection,

When deciding about the organizational structure of any company, maintenance

Maintenance workforce comprises of direct, contract, or mixed labour force. We should

Advantages of Direct Labour Force