MAINTENANCE ORGANIZATION

Dr Rafikullah Deraman
Sem 2, 2018/2019
 Maintenance Policy
• Refers to a formalized of rules and guidelines to
achieve good maintenance practices.
• A written document that provides a management
framework to ensure building assets are maintained
appropriately to support organization’s strategic
objectives.
• BS 3811 defines maintenance policy as a strategy
within which maintenance decision are made. This
may be considered as a set of ground rules for the
allocation of resources between the various types of
maintenance action that can be taken.
• It is realized that maintenance activities may not achieve
the desired outcomes without a defined maintenance
policy
• The policy are supposed to give guidance on the way
maintenance work should be carried out.
Maintenance Policy issues
• There are a number of common areas requiring a policy
statement;
1. Resource allocation
2. Performance requirements
3. Execution of the work
4. Administrative activities
 Maintenance Strategy
• A long term plan covering all aspects of
maintenance management which sets
direction for maintenance.
• Describes the systems and procedures to be
used to plan and manage maintenance work.
• Specifies the types of maintenance to be
carried out.
Framework of Building Maintenance
Building Maintenance Organization
• Organization are refer to a firm or enterprise of some
kind or it can mean the process of getting something
organized.
• The way in which the various parts of an organization are
formally arranged is referred to as the organization
structure.
• It is a system involving the interaction of inputs and
outputs.
• It is characterized by task assignments, workflow,
reporting relationships, and communication channels
that link together the work of individuals and groups.
• Different organizations will organize things
differently; every organization is different.
• No two local authorities will plan or carry out
their building maintenance in the same way.
• In some cases, two organizations may have their
building maintenance organized in the same way
if they developed a way of working that
particularly appropriate to both organizations, or
it may be has developed one way that it applies
to all its maintenance contract.
• The main factors that determine types of
maintenance management structure to be set
up is the principle function of the parent body.
• Maintenance departments operate within
established organization structure and tend be
organized on the same way as the parent
organization.
 Guideline setting
• In setting up any organization structure for
maintenance management top management should
considers;

1. The volume of maintenance work load to determine

the staff, time required for inspection, estimating
requirements, preparation of drawings and technical
documents and control functions
2. The nature and complexity of maintenance work load
and desirable qualifications of the maintenance
supervisory staff.
3. The geographical over which work load is
spread. The location and dispersal of
maintenance work will influence the travelling
time and hence the number of supervisors
required for maintaining effective control.
4. The timing of the work and the need for certain
works to be undertaken outside normal working
hours may demand some overlapping of
supervisory staff to ensure continuously control.
5. The method of executing the work by direct
labor or by contract
 Functions
• The term “maintenance organization” is used in this
context to describe the person or persons
responsible for the planning and control of
maintenance operations.
• In a small firm, the functions may be undertaken by
a member of staff in addition to his other duties,
while in a large firm there would usually be a
separate group of people solely responsible for
maintenance (appointed another company to
managed maintenance – outsource).
• The organization would also include independent
consultants who are called in from time to time to
advice on particular problems.
 1. Direct labor force.

• Most public bodies, and some (large) private

organization, have directly employed staff of their
own, specifically available to undertake building
maintenance work.
• These may range from general, multi-skilled, or
skilled, to a team of operatives with a range of skills.
- Where the work is undertaken by an independent
contractor, the contractor would assume the
responsibilities in this area.
- A combination of direct labour and contractors will be
the most appropriate arrangement.
 2. In-house Or Outsourced Staff (Specialist
Contractors)

• The choice between employing consultants or trades

people directly, or engaging an independent contractor for
that purpose.
• Potentially, in-house staff is more economic than
outsourced staff by at least the profit margin included by
the contractor in his tender.
• There are other factors to consider besides direct or
tender cost, in particular the cost of carrying the staff
overhead in terms of payroll, tax, redundancy obligations,
etc., and a decision must rest on an analysis of the
particular advantages and disadvantages in the context of
the needs of the organization.
• Specialist contractor is important when the
works is requires a particular skill or
experience or qualification, anything that
cannot be entrusted to an unskilled person as
the job outcome is dangerous, potentially
destructive or otherwise unacceptable, if not
done correctly.
• Much of construction work, including repair
and renovation, is carried out by specialist.
2.3.3. Maintenance Department
Organization
• The organization is built around functions with a line and
staff framework of authority and responsibility.
• Each department, section, unit and group of the division
is organized on the basic of the function performed.
• The size of an organization varies based on the
organizational objectives.
1. Small maintenance organization (2 to 30 peoples)
2. Medium maintenance organization (24 to 40 peoples)
3. Large maintenance organization (>100 peoples)
Scope of Maintenance Department
• The term maintenance department is used to described the
person or persons responsible for the planning, control and
execution of maintenance operations.
• In general, the following phases involved in maintenance
department;
 Generation of maintenance work
 Execution of the work
 Control of operations
 Provision of feedback
 Financial control
 Evaluation of performance
 Functions of a Maintenance
Department
1. Advisory Function
• Involving liaison with owners, and consultation with senior
management, to advise on such matters;
 Development of design brief and procurement
 Production of as-built drawings and maintenance manuals
 Performance requirements in general
 Provision of specialist advice, or other services related to areas of
adaptation, refurbishment and extensions/modifications
 Determination of standards to be achieved and the setting of
performance indicators.
 Providing on-going information on building condition.
 On-going information relating to maintenance cost
 Advising senior management on the organizational needs of
maintenance.
2. Organizational function
• Respect to internal functions of the following matter;
1. The formation of internal administrative system;
o Roles and responsibility
o Organizational inter-relationships
o Communication channels
o Chains of command and patterns of accountability
o Standard procedure

2. Defining of proper protocol for dealing with external organizations

such as contractors, consultants, and other departments within
organization.
3. Operational function
• Represent the essential maintenance execution
functions.
• The relevant operations under the following matters;
 Work input
 Programming the work
 Ensuring the work executed
 Monitoring and controlling quality, cost & time
 Authorizing and arranging payment
 Provision of management information including
feedback.
 Job Description
1. Senior /Director of Maintenance
• Collaborates with others (inside/outside organizations,
etc.) for the purpose of implementing and maintaining
services or programs.
• Coordinates schedules and special event operations for
the purpose of ensuring required facilities preparation
• Develops long and short range maintenance
plans/programs
• Directs projects to ensuring completion within time
frames
2. Maintenance Engineer
• Report to Maintenance / Senior Director
• Perform ongoing maintenance and repair work on facilities/ assets.
• Maintain, operate all mechanical and electrical systems and building
repairs
• Perform facility inspections and report on facilities/assets condition
affecting operation
• Monitor and supervise maintenance contracts
• Respond to emergencies
• Prepare and submit summary reports of conditions in buildings and
recommend actions to be taken
• Review and understand equipment and methods of operation,
Building Management Systems, CMMS, fire safety and other
systems
• Comply with all safety procedures and requirements
• Maintain compliance to standard , ordinances and codes
• Other assigned tasks as requested
Typical Maintenance Organizations
1. Local Authority Property Maintenance
2. School Maintenance
3. Housing Maintenance Organizations
4. Maintenance in the Health Organizations
5. Industrial Organizations Maintenance
Project Implementation and Building
Maintenance Department, DBKL
DEPARTMENT VISION
• Planning, design, implementation and
maintenance of development projects and
public facilities is managed systematically,
professionally and peacefully through
maintenance that is efficient and of quality.
DEPARTMENT MISSION
• To build, administer and manage the
construction and maintenance of buildings
owned by DBKL.
DBKL
University
Local Authority
Kolej
Department of Facility Management at Ipoh KTMB
 Rujuk
Manual Penyelenggaraan Majlis
Perbandaran Klang