PROJECT REPORT

ON
PRINCIPLES OF BUILDING
MAINTENANCE

Submitted By:
Mehak Chhabra
10001006023
VIII Sem

What is Maintenance ?
In general, maintenance means to hold, keep, sustain or preserve the building or structure to an
acceptable standard.

What is Building Maintenance ?

Building maintenance is work undertaken to keep, restore or improve every facility i.e. every part of
a building, its services including horticulture operations to a currently acceptable standard and to
sustain the utility and value of the facility.

Each owner or tenant will have to establish his own standards based on many factors, such as:
Usage of building
Anticipated life
Availability of capital, materials and manpower
Change in Usage and personal
Business prestige

Objectives of Maintenance
To preserve machinery, building and services, in good operating condition.
To restore it back to its original standards, and
To improve the facilities depending upon the development that is taking place in the building
engineering .

Types of Maintenance

1. Planned Maintenance: The maintenance organized and carried out with forethought, control and
the use of records to a predetermined plan.
2. Unplanned Maintenance: The maintenance carried out to no predetermined plan.
3. Preventive Maintenance: The maintenance carried at predetermined intervals or corresponding to
prescribed criteria and intended to reduce the probability of failure or the performance degradation of
an item.
4. Corrective Maintenance: The maintenance carried out after a failure has occurred and intended
to restore an item to a state in which it can perform its required function
5. Emergency Maintenance: The maintenance which it is necessary to put in hand immediately to
avoid serious consequences. This is sometimes referred to as day-to-day maintenance, resulting from
such incidents as gas leaks and gale damage.
6. Condition-based Maintenance: The preventive maintenance initiated as a result of knowledge of
the condition of an item from routine or continuous monitoring.
7. Scheduled Maintenance: The preventive maintenance carried out to a predetermined interval of
time, number of operations, mileage, etc.

Maintenance Needs

The prime aim of maintenance is to preserve a building in its initial stage, as far as practicable, so
that it effectively serves its purpose.
Some of the main purposes of maintaining buildings are:
1. retaining value of investment
2. maintaining the building in a condition in which it continues to fulfill its function, and
3. presenting a good appearance.

Assessing Maintenance Priorities

It is difficult to formulate a precise order of priorities of maintenance activities as they are so
diverse and any assessment is likely to be a subjective evaluation.
* Some of the principal functions of maintenance are:
* To ensure the safety of occupants, visitors and the general public
* To maintain services, such as heating, lighting, escalators and fire alarm systems
* To maintain decorative surfaces and carry out adequate cleaning
* To prevent or diminish significantly deterioration of the fabric.
Some organizations have formulated maintenance priority guidelines to be used for financial
stringency on how monies are to be spent. Typical is the following approaches, adopted by a country
code:
1. Work required for health and safety, such as emergency exits and fire precautions
2. Work required to preserve the structure, such as essential roof repairs and external paintings.
3. Work required for occupational efficiency, such as increased lighting.
4. Amenity work, mainly internal, such as interior decorations.

Principal Criteria Influencing The Decision To Carry Out Maintenance

1. Costs
2. Age of property
3. Availability of Physical resources
4. Urgency
5. Future use
6. Social considerations

PRINCIPLES OF BUILDING MAINTENANCE

Principle 1
The planners are organized into a separate department from the craft maintenance crews to
facilitate specializing in planning techniques as well as focusing on future work.
The first principle dictates that planners are not members of the craft crew for which they plan.
Planners report to a different supervisor than that of the craft crew.
The company places planners into a separate crew of their own.
They have their own supervisor. With a small number of planners, the planners might report to the
same manager who holds authority over the crew supervisors.
There may be a lead planner with some responsibility to provide direction and ensure consistency
within the planning group.
The problem with giving the crew supervisors authority over their respective planners is that the
crew focuses almost exclusively on executing assigned work.
The crew members execute work; the planners do not.
The planners must be engaged in preparing work that has not yet begun.

Principle 2
The Planning Department concentrates on future work--work that has not been started--in
order to provide the Maintenance Department at least one week of work backlog that is
planned, approved, and ready to execute. This backlog allows crews to work primarily on
planned work.
Crew supervisors handle the current day's work and problems.
Any problems that arise after commencement of any job are resolved by the craft technicians or
supervisors.
After every job completion, feedback is given by the lead technician or supervisor to the Planning
Department.
The feedback consists of any problems, plan changes, or other helpful information so that future
work plans and schedules might be improved.
The planners ensure that feedback information gets properly filed to aid future work.
Once a crew has started working on a job and they find out they need more information, they do not
come to the planner for assistance, but work it out themselves.

The snowball of improvement

Principle 3
The Planning Department maintains a simple, secure file system based on equipment tag
numbers. The file system enables planners to utilize equipment data and information learned
on previous work to prepare and improve work plans, especially on repetitive maintenance
tasks.
The majority of maintenance tasks are repetitive over a sufficient period of time.
File cost information assists in making repair or replace decisions.
Supervisors and plant engineers are trained to access these files to gather information they need
with minimal planner assistance.
The concept of component level files or minifiles is a vital key for successful planning.
Principle 3 dictates that planners do not file on a system level or basis, but on an individual
component one.
A minifile is a file made exclusively for an individual piece of equipment the first time it is
maintained.
The term minifile helps convey the understanding that the file does not keep information for
multiple pieces of equipment together.
Planners make new equipment a minifile when it is purchased.

Principle 4
Planners use personal experience and file information to develop work plans to avoid
anticipated work delays and quality or safety problems. As a minimum, planners are
experienced, top level technicians that are trained in planning techniques.
Principle 4 dictates that the plant must choose from among its best craftpersons to be planners.
These planners rely greatly upon their personal skill and experience in addition to file information
to develop job plans.
The crossroads that this principle addresses is twofold. First, the plant has to decide what level of
skill planning requires.
The choices range from using relatively lower paid clerical skill all the way up to higher paid
engineering skill.
Second, the plant must decide the appropriate method of estimating job time requirements.
A wide range of choices also exists for this issue.
It would seem that with the feedback and file system in place, clerks might be utilized as planners.
However, as a minimum, planners need to be top level, skilled technicians, so that they can best
scope a job or inspect the information in a file for its applicability to the current job being planned.
One issue at stake is in whether to have (hopefully) good execution on an excellent job scope or
have excellent execution of perhaps the wrong job scope.
Identifying the correct job scope is of primary importance.
One of the best persons to scope a job is the skilled craftperson who has successfully worked the
job or ones similar many times in the past.

Principle 5
The Planning Department recognizes the skill of the crafts. In general, the planner's
responsibility is "what" before "how." The planner determines the scope of the work request
including clarification of the originator's intent where necessary.
The planner then plans the general strategy of the work (such as repair or replace) and includes a
preliminary procedure if there is not one already in the file.
The craft technicians use their expertise to make the specified repair or replacement.
. The planners and technicians work together over repeated jobs to develop better procedures and
checklists.
This principle dictates that planners count on the workforce being sufficiently skilled so that the
planners can get all the work planned through putting a minimum level of detail into initial job plans.
Strict adherence to the job plan is not required of technicians as long as feedback is received at job
completion.
The crossroads encountered regarding this principle is primarily a choice between producing highly
detailed job plans for minimally skilled crafts or producing less detailed job plans for highly trained
crafts.
An associated issue involves whether all the work should be planned or are there only certain jobs
that would benefit from planning.
Another issue is whether strict adherence to a job plan by the technicians is required.
The resolution of these questions regards considering the companys desire for productivity and
quality.

Principle 6
Wrench time is the primary measure of workforce efficiency and of planning and
scheduling effectiveness. Wrench time is the proportion of available-to-work time
during which craft persons are not being kept from productively working on a job
site by delays such as waiting for assignment, clearance, parts, tools, instructions,
travel, coordination with other crafts, or equipment information.
Work that is planned before assignment reduces unnecessary delays during jobs and
work that is scheduled reduces delays between jobs.
The bottom line is whether or not planning and scheduling have improved the workforces efficiency.
Planning and scheduling aim to do this by reducing delays that otherwise keep
technicians from completing work orders.
Planning individual jobs can reduce delays such as waiting to obtain certain parts,
tools, or technician instructions.
However, other than setting an individual job time standard, planning does nothing to
reduce delays between jobs.
These delays include such circumstances as technicians not receiving an assignment
after completing their current work.

References
Maintenance Planning and Scheduling Handbook by Richard D. Palmer
Principles of Maintenance by Dr. Abdul-Mohsen Al-Hammad
Class notes