DEFECTS AND IMPROVING THE MAINTAINABILITY OF BUILDINGS
AT THE ADVANCE TECHNICAL TRAINING CENTRES
RAJANDRAN A/L SUPPIAH RAMAN
UNIVERSITI TEKNOLOGI MALAYSIA
DEFECTS AND IMPROVING THE MAINTAINABILITY
OF BUILDINGS AT THE ADVANCE TECHNICAL TRAINING CENTRES
RAJANDRAN A/L SUPPIAH RAMAN
A project is submitted in fulfillment of the
requirements for the award of the degree of
Master in Asset and Facilities Management
Faculty of Geoinformation and Real Estate
Universiti Teknologi Malaysia
MAY 2011
iii
DEDICATION
To my beloved wife and children for their utmost support, love and inspiration
throughout my course of study in the realization of my aspiration to obtain the
Master’s Degree in Asset and Facilities Management
v
ACKNOWLEDGEMENTS
I wish to extend my sincere gratitude and appreciation to Dr. Mohd. Nadzri bin
Jaafar from Faculty of Geoinformation and Real Estate, University Technology
Malaysia, for his valuable guidance, support and assistance in supervising my special
project.
I would like to express my special thanks to En. Maizan bin Baba and other lecturers in
University Teknologi Malaysia for their ideas, suggestions in relation to the subject
matter of this topic.
I would also thank all of those who had helped me a great deal in preparing this project,
particularly to the director and staffs of Public Works Department and Ministry of
Human Resources for their willingness to provide me the relevant data.
Finally, I would like to thank all my course mate for their support and co operation
shown during the duration of the course.
v
ABSTRACT
In the completed or under construction government buildings, there seem to be
norms for the occurrence of defects. The only difference between them is how sooner or
later it occurs and how bad the condition of it. In recent times, there has been a barrage
of defect rapidly occurring on the buildings at the two selected Advance Technical
Training Centre which are situated at Taiping, Perak D.R dan Jerantut, Pahang D.M..
The purpose of this research is to look into various factors influencing the occurrence of
defects, the type of defects and ways to improve the maintainability of buildings at the
Centre. Methodology approach was carried out through evaluating the literature on
defects and building pathology, severity of defects in building and on facilities
management concept base on quality, value and risk factors on building asset. The
research was carried out on a questionnaire-based survey to relevant personnel i.e staffs
and occupants at the Centre, all JKR personnel, consultants and contractors who involve
in the implementation of the projects at the Centre. The questionnaire was designed to
identify the major causes and type of defects on the buildings, the physical condition
and common problems encounter on building facilities and services and finally the
satisfactory level on the present maintenance management system. The outcome of the
study identified shoddy workmanship as main key factors for the defects and low quality
finishes for external wall, ventilation and air condition as the common type of defects.
On the improvement of the maintainability of the building, strong proposal on quality
programs in the local construction industry, increasing training programs for local &
foreign workers and improving standard operational procedures were highlighted.
vi
ABSTRAK
Bangunan Kerajaan yang telah siap atau dalam pembinaan kini sering menghadapi
masalah kecacatan. Perbezaan antara kecacatan ialah berapa cepat atau berapa lambat ia
berlaku dan berapa teruk keadaan nya. Baru-baru in kebanyakan kecacatan berlaku di
dua buah Pusat Latihan Teknologi Tinggi yang terletak di Taiping, Perak D.R dan
Jerantut, Pahang D.M yang dikenalpasti. Tujuan kajian ini adalah untuk mengenalpasti
faktor yang mempengaruhi terjadinya kecacatan, jenis-jenis cacat dan cara-cara untuk
meningkatkan penyelenggaraan bangunan di Pusat –Pusat itu. Metodologi pendekatan
dilakukan melalui penilaian terhadap literatur tentang kecacatan dan patologi bangunan,
tahap keparahan kecacatan serta keatas pengurusan fasiliti berdasarkan konsep kualiti ,
nilai dan faktor risiko yang terlibat dalam aset bangunan. Kajian dilakukan melalui
borang soal selidik kepada orang- orang yang berkaitan iaitu kakitangan dan penghuni
di Pusat, semua pegawai JKR, perunding dan kontraktor yang terlibat dalam
pelaksanaan projek di Pusat-Pusat itu. Borang soal selidik direka untuk mengenal pasti
punca utama dan jenis kecacatan dalam bangunan, masalah senggaraan yang sedang
dihadapi dan tahap kepuasan pada sistem pengurusan penyelenggaraan. Keputusan
kajian mengenalpasti perlakksanaan kerja yang kurang baik sebagai faktor utama
berlaku kecacatan,.Permukaan dinding luaran berkualiti rendah dan keadaan ventilasi
udara kurang baik sebagai kecacatan yang sering berlaku. Cadangan bagi peningkatan
penyelenggaraan bangunan melalui soal selidik adalah program peningkatan dalam
industri pembinaan tempatan, meningkatkan program latihan bagi para pekerja tempatan
& asing dan meningkatkan prosedur operasi standard
vii
TABLE OF CONTENTS
CHAPTER
1
TITLE
PAGE
DECLARATION
ii
DEDICATION
iii
ACKNOWLEDGEMENTS
iv
ABSTRACT
v
ABSTRAK
vi
CONTENTS
vii
LIST OF TABLES
xi
LIST OF FIGURES
xiii
LIST OF ABBREVIATIONS
xv
LIST OF APPENDICES
xvi
INTRODUCTION
1.1
Background of Research
1
1.2
Problem Statement
3
1.3
Objectives of Research
4
1.4
Scope of Research
4
1.5
Importance of Research
5
1.6
Research Methodology
5
1.6.1
Preliminary study
6
1.6.2
Primary Data Collection
6
1.6.3
Secondary Data Collection
6
1.6.4 Data Analysis
6
1.6.5 Conclusion and Recommendation
7
viii
2
3
LITERATURE REVIEW
2.1
Introduction
9
2.2
Definitions of Facilities Management (FM)
10
2.3
The Growth and Development of Facilities Management
12
2.4
Scope of Facilities Management
14
2.5
Process and Implementation of Facilities Management
15
2.6
Outsourcing
17
2.7
Building defects and failures
17
2.8
What is Building Pathology?
18
2.9
Distinction between defects and failure
25
2.10
Assessment of defects
28
2.11
Severity of defects and remedial works
29
2.12
Maintenance Management
31
2.13
Definition of Maintenance
33
2.14
Why Maintenance is importance
34
2.15
Common Maintenance Problems
36
2.16
Classification and type of Maintenance
38
2.17
Definitions of type of Maintenance
39
2.18
Type of Preventive Maintenance Techniques
40
2.19
Condition Assessment
41
2.20
Defects on Buildings
44
2.21
Definitions of defects on Building
45
2.22
Causes and types of defects on Building
46
2.23
JKR heading toward Facilities Management
48
RESEARCH METHODOLOGY
3.1
Introduction
51
3.2
Research Methodology
54
3.3
Preliminary studies and Primary Data collection
54
3.4
Secondary Data Collection
55
ix
4
3.5
Data Analysis
56
3.6
Multidimensional Scaling
56
DATA ANALYSIS:
4.1
Introduction
57
4.2
Findings
57
4.3
Section A-Respondents’ Background
57
4.4
Section B-The occurrence of defects on the building facilities
and services.
62
4.4.1 Analysis base on Frequency Statistics
65
4.4.2 Descriptive statistics analysis (mean)
67
4.4.3
67
Multidimensional scaling
4.4.4 Conclusion of the analysis in section B
4.5
Section C-The physical condition of the building facilities
and services.
69
4.5.1 Frequency Statistics Analysis
70
4.5.2
Descriptive statistics analysis (mean)
72
4.5.3
Multidimensional scaling
73
4.5.4 Conclusion of the analysis in section C
4.6
74
Section D-The satisfactory level with present maintenance
management and services.
75
4.6.1 Frequency Statistics Analysis
76
4.6.2
Descriptive statistics analysis (mean)
76
4.6.3
Multidimensional scaling
79
4.6.4 Conclusion of the analysis in section D
4.7
68
80
Section E-The common problems encounter with present
maintenance management and services.
80
4.7.1 Frequency Statistics Analysis
81
4.7.2
Descriptive statistics analysis (mean)
83
4.7.3
Multidimensional scaling
84
x
4.7.4 Conclusion of the analysis in section E
5
85
CONCLUSION AND RECOMMENDATIONS
5.1
Introduction
5.2
First objectives-to identify the various types and causes of defects 86
5.3
86
5.2.1
The common types of defects on the buildings
86
5.2.2
Defects due to various causes
87
Second objectives-to incorporate maintenance management
system for an effective maintenance of the buildings
86
5.3.1 An effective maintenance of the buildings
88
5.4
Observation at Site
89
5.5
Conclusion
89
REFERENCES
91 - 92
LIST OF APPENDICES
93 - 98
xi
LIST OF TABLES
TABLE NO.
TITLE
PAGE
1.1
Nation’ s asset handles by JKR
3
2.1
Scope of Facilities Management
15
2.2
Distribution of human sources of construction defects
21
2.3
Typical categories of failures
26
2.4
Other categories of failures
27
2.5
Causes of defects
46
2.6
Type of defects
47
3.1
Detail of Project ADTEC Taiping Perak D.R
52
3.2
Detail of Project ADTEC Jerantut Pahang D.M
53
4.1
Category of Sector
58
4.2
Professional Background
59
4.3
Working Experience (Specialization)
60
4.4
Year of Working Experience
61
4.5
Defect in the building facilities and services
63
4.6
Shows the overall ranking of frequencies, descriptive
and multidimensional scaling analysis
64
4.7
Shows the overall ranking of descriptive statistics
analysis -Defects
66
4.8
Shows the statement of physical condition
70
4.9
Shows the overall ranking of frequencies, descriptive
and multidimensional scaling analysis-Sec C
71
4.10
Shows the overall ranking of descriptive statistics
analysis –Physical Condition-Sec C
73
4.11
Shows the statement of satisfactory level
75
4.12
Shows the overall ranking of frequencies, descriptive
and multidimensional scaling analysis-Sec D
77
xii
4.13
Shows the overall ranking of descriptive statistics
analysis –Present maintenance management, services
78
4.14
Shows the statement of common problem with
present maintenance management –Sec E
81
4.15
Shows the overall ranking of frequencies, descriptive
and multidimensional scaling analysis-Sec E
82
4.16
Shows the overall ranking of descriptive statistics
analysis –common problem with present maintenance
84
xiii
LIST OF FIGURES
FIGURE
TITLE
PAGE
1.1
Classification of asset
2
1.2
Research Methodology flow chart
8
2.1
Buildings in context
19
2.2
Three pillars of best practices in building pathology
22
2.3
Three main cognitive branches of building
diagnostics
22
2.4
First level of decision making in defects diagnosis
24
2.5
Second level of decision making in defects diagnosis
24
2.6
Integration of multi discipline of asset, facilities and
maintenance management
32
2.7
Profile of asset condition diminishing according to
time
36
2.8
Type of Maintenance
40
2.9
Condition assessment process
43
4.1
Showing the sector of respondents
58
4.2
Shows the distribution of percentage of Professional
group
59
4.3
Shows the distribution of percentage on working
experience
60
4.4
Shows the distribution of percentage on years of
working experience
61
4.5
Shows the overall ranking for statement in Section B
65
4.6
Shows the Multidimensional Scaling Configuration
68
4.7
Shows the overall ranking for statements in Sec C
72
4.8
Shows the Multidimensional Scaling Configuration
74
4.9
Shows the overall ranking for statements in Sec D
78
xiv
4.11
Shows the overall ranking of descriptive statistics
analysis –Physical Condition-Sec C
Shows the overall ranking for statements in Sec E
4.12
Shows the Multidimensional Scaling Configuration
4.10
73
83
85
xv
LIST OF ABBREVIATIONS
FM
-
Facilities Management
JKR
-
Jabatan Kera Raya
ADTEC
-
Advance Technical training Centre
xvi
LIST OF APPENDICES
APPENDIX NO.
A
TITEL
PAGE
Questionnaire Survey Form
93 - 98
CHAPTER 1
INTRODUCTION
1.1
Background of Research
Facilities Management (FM) is an important component in government
initiated buildings. FM in Malaysia is relatively new and gaining recognition. A
statement by the former Prime Minister of Malaysia who said this, “ Unless
Malaysians change their mentality to become more aware of the need to provide
good services and improve the upkeep of buildings, we will forever be a Third
World Country with First World infrastructure” (Badawi, 2001) has stressed the
importance of FM in the Malaysia context.
Many researches emphasis FM as a support function (UCL, 1993; Alexander,
1996) to the organization, but its role in the maintenance of building facilities and in
property management are also critical and demanding (Sarshar, 2000; Underwood
and Alshawi, 2000; Barrett, 1995). FM represents a field of activity beyond the
design, procurement and furnishing of buildings that continues into the realm of
management skills associated with the use of a facility, and how that facility evolves
and develops in response to the changing demands of the occupier (Park, 1998).
In Malaysia, JKR as technical department is no longer just a government
implementer but also the keeper of the value and the timeliness of the projects, its
main aim to fulfill the clients’ criteria and needs. In line with the directive of the
former Prime Minister Tun Abdullah Bin Ahmad Badawi, JKR has undertaken the
duty and task of the facility management system to safeguard the assets of the nation
2
(as in figure 1) which are valuable and worth having. The nation’s assets which
mainly handle by JKR are (as per table 1) In order to attain the goal and aim, the
organization move forward with new strategic concept on maintenance management
of assets. It base on value for money, minimizing the risk and environmental impact,
ensuring full use of diminishing assets and dispose of it when it is necessary and a
healthy workplace for its staffs.
Source: Government Asset Management Manual, 2009
Figure 1.1 Classification of asset
3
Table 1.1 Nation’s asset handles by JKR
Asset
Type of Asset
a) Infrastructures
Roads, bridges and access, airport runway, ports & jetties,
water supply & treatment system, sewerage & treatment
system and quarries
b) Buildings
Structures and its buildings, civil facility system, mechanical
component system, electrical component system and building
facility system
c) Non-Asset
Vehicles, machinery, electric, electronic & ICT
Source: Government Asset Management Manual, 2009
1.2
Problem Statement
In the completed government buildings, there seem to be norms for the
occurrence of defects. The only difference between them is how sooner or later it
occurs and how bad the condition of it. In recent times, there has been a barrage of
defect rapidly occurring on the buildings at the two selected Advance Technical
Training Centre. There are many factors influencing the occurrence of defects and
leads to many problems. These delays the daily functionality of the organization,
causes extra cost for repairs to the clients, extra workload, paperwork and
monitoring process by JKR personnel and finally lead to complaint from all level of
government servants.
In general, the aspects of maintenance criteria were not taken into
consideration during pre and post construction stage. Aspects like type and the right
quality of materials used, method statement not well specified, shoddy workmanship,
4
lack of monitoring and inspection, lack of quality control, lack of proper
maintenance practices, information and record auditing and etc. In consequences,
there arises a lot of problem due to defects where nothing much of changes can be
done on the casted structures, types and quality of materials used and finally the
method of construction carried out. This increased the level of concern over
condition of the buildings at the two (2) selected Advance Technical Training Centre
by top management and looked for a concrete maintenance management system.
Other problem is the lack of facility maintenance management (FMM)
knowledge among JKR personnel, clients and contractors. Those parties involves
also do not have clear understandings of FMM approach to steer through our
contractual responsibilities. The buildings we maintain must serve our needs for
many years ahead, as well efficient in usage of materials, manpower and cost. Thus
it time for JKR to switch to more sustainable and environmentally acceptable
maintenance system to the technical training centre.
1.3
Objective of Research
The main objective of the research is to conduct an investigation on defects at
the two (2) Advance Technical Training Centre especially:
a)
To identify the various types and the causes of defects.
b)
To incorporate maintenance management system for an effective
maintenance of the buildings
1.4
Scope of Research
The scope of research is to focus on two (2) selected government Advance
Technical Training Centre i.e.:
5
a)
Advance Technical Training Centre, Taiping, Perak Darul Ridzuan.
b)
Advance Technical Training Centre, Jerantut, Pahang Darul Makmur
The two (2) centre comprise similar components i.e. administrative block,
academic (workshops) blocks, hostels, multi-purposed hall, auditorium, surau,
cafeteria, dining hall and staff quarters and infrastructures.
1.5
Importance of Research
To improve the organization current practice of managing maintenance by
developing the followings:a)
Develop a maintenance strategy and a program of regular condition
assessment for building performance and reporting system.
b)
Identify and replace obsolete design and construction system, method
statement, specification, monitoring and inspection system.
c)
To create a system of competent trained staffs to match the right people for
the right job for excellence performance in maintenance management.
1.6
Research Methodology
The research methodology will be carried out as per chart 1 which goes
through process of preliminary studies, primary data collection, secondary data
collection,
data
recommendation.
analysis
and
its
outcome
and
finally
conclusion
and
6
1.6.1
Preliminary Study
At these stage journals, books, bulletin and from reliable internal sources will
refer to solve the problem statement.
1.6.2
Primary Data Collection
Primary data collection will focus on information gathered from the office of
JKR and client’s ministry.
1.6.3
Secondary Data Collection
At this stage the data collection is conducted on questionnaire and interview
to the following personnel.
a)
Staffs and top management of Public Works Department
b)
Clients - Ministry of Human Resources
c)
Contractors and consultants
d)
User / Occupants of the building
1.6.4
Data Analysis
The collected data will be analyses by quantitative and qualitative method so
as to finalize and achieve the research objectives.
7
1.6.5
Conclusion And Recommendation
The review of the current state of application of maintenance procedures and
maintenance contractual requirements i.e. specifications and drawings, method of
construction, materials utilized and the quality of workmanship to be carried out for
improvement of root causes of defects on the buildings with the adoption of
maintenance strategy and condition assessment standards would definitely steer the
client with safe, healthy and sustainable environment and lasting asset value of the
buildings.
8
PRELIMINARY STUDY
IDENTIFY PROBLEM STATEMENT
DETERMINE OBJECTIVE AND SCOPE
DATA COLLECTION
PRIMARY DATA
COLLECTION
SECONDARY DATA
COLLECTION
DATA ANALYSIS
OUTCOME OF RESEARCH
CONCLUSION AND RECOMMENDATION
Source: Researcher, 2010
Figure 1.2 Research Methodology flow chart
CHAPTER 2
LITERATURE REVIEW
2.1
Introduction
This chapter provides a study of defects findings and solution towards
managing maintenance in government buildings in the context of Facilities
Management approach. Over recent years there have been many organizations
undergoes deep cultural shifts that involve all their business processes, fundamental
changes to their organization and working pattern and the ways in which facilities
are managed and maintained. A significant change is the rapid growth of facilities
management approach among organizations of all kinds of different economies
around the world.
The scope of FM goes beyond early concepts into strategic planning of
building maintenance management. Any sensible study on maintenance management
cannot take place without it due to its rapid growth as key service industry. FM
practice takes a positive look forward both at what the future holds and at possible
steps in changing the ways in which services are delivered. It provides an
understanding of the legal, procedural and contractual setting, and is a framework
which recognizes alternatives perspectives i.e. FM as a discipline, FM as a
profession, FM as a strategic management concept and FM as a market.
The building life is viewed in a more holistic way through number of
concepts such as outsourcing, service level agreements, ideas of best practice or
value and new approaches in procurement when implied. Facilities management
10
consultants offer a range of professional services in design and specification,
sourcing and contract management. Services are bundled into packages and offered
under the title ‘facilities management’. The grouping of site services and packaging
of service contracts is not facilities management. On the whole these are operational
services provided to rigidly specified terms and conditions, with little scope for
innovation. The contract services can easily be rooted in the core businesses of the
organization and need to look beyond packaging and aim for value-added services
and better integration with an organization’s business needs.
Today, many literatures have recognized FM as an emerging discipline that is
getting recognition day by day in every parts of the world including non native
Western countries. Its’ roots lie in the custodial role of a building
superintendent/caretaker largely concern with operational issues of maintenance,
cleaning, and tenant security (Price, 2003)
2.2
Definitions Of FM
There have been a number of key report analyzing FM‘s size and
composition. A difficulty aspect of it is its definition, whether or not one should
consider it as a discipline, profession or a strategic management concept. Various
definitions have emerged on the infrastructure that supports the people in the
organization in their endeavors to achieve business goals. The definitions defined by
top institution are as the following:a)
According to the USA Library of Congress, FM is define as “the practice of
coordinating the physical workplace with the people and work of the
organization; integrates the principles of business information; architecture
and the behavioral and engineering sciences”. But Amaratunga (2000)
pointed out that the definition is very broad and should incorporate at least
three principal aspects as forwarded by Barrett (1994). The three aspects are:
11
i)
It is a supporting management function to the core business of the
organization.
ii)
It concentrates on the area of interface between physical workplace and
people
iii)
b)
It requires a multi-skill approach.
According to International Facility Management Association, 2003 – FM is
the business practice of planning, providing and managing productive and
effective work environment with latest technical knowledge and well defined
responsibilities.
c)
According to British Institute of Facilities Management, 2006 – FM is an
integration of multi-disciplinary activities within the built environment. It
manages the people, the work place and the success of the organization’s
strategic and operational objectives.
d)
According to Centre for Facilities Management of University of Strathclyde,
1992 – FM is the process by an organization to meet its objectives at best
cost, sustains a quality working environment and delivers quality support
services.
e)
According to Becker (1990) – FM is to enhance the organization ability to
compete successfully in the rapidly changing world by coordinating all
efforts related to planning, designing, managing building and their systems,
equipment and furniture.
f)
According to Norse (1990) - FM unit is seldom aware of the overall
corporate strategic planning and does not have a bottom line emphasis.
g)
Alexander (1999) suggests the scope of discipline covers all aspects of
property, space, environmental control, health and safety and support
services.
h)
According Nutt (2000) – FM’s primary function is resource management at
strategic level and operational levels of support. Generic types of resource
management central to the facility management function are the management
of financial resources, physical resources, human resources and the
management of information and knowledge.
i)
According to Brown and Arnold, 1993 – FM is the coordinating the needs of
people, equipment and operational activities into physical workplace The
12
tasks related to the FM department are acquisition and disposition, physical
upkeep, record keeping and reporting tasks for corporate-owned real estate.
j)
Facilities Management is about management. It is not a technical approach
but manager approach (David, 2000).
The history of management as a
distinct social function began hundred of years ago with the discovery that
resources can be managed for productivity (Drucker, 1980).
2.3
The Growth And Development Of Facilities Management
The number of key reports analyzing its size and composition has proven the
growth of FM. However the estimations of the market value for facilities
management activity are difficult to arrive at, because it also includes manpower,
training and service level management costs. Leading Roland Gribbens’ had
commented that facilities management has large value and is the boom industry of
the twenty-first century. According to report of the RICS in September 2003, the
estimated value for FM in the UK market to be ǧELOOLRQLQDQLQFUHDVHRI
35% in the period from 1998. Increasing attention is being paid to a holistic
approach rather than the creation of complex patterns of agreement through a
multiplicity of individual contacts. A significant move by major contractors towards
the formation of strategic partnerships to broaden their markets, raise their image and
create consistent workloads.
The RICS report has estimated and predicted that the Integrated FM market
will increase to ǧELOOLRQXp to 2007 and the market value as a whole will exceed
ǧELOOLRQThere are number of important associated issues spread to Europe and
the Far East for the growth. Due to both supply and demand factors, FM has rapidly
spread to Europe and the Far East even though its origin from North America.
Professional service providers and new entrants seek new markets whilst business
organizations and public sector bodies have re-appraised the nature, characteristics
and the role of their properties and the manner in which they are managed. FM has
broadened itself to reach beyond property or building management.
13
FM is firmly established as an academic discipline in the higher education
sector in the United Kingdom. Many universities offer facilities management courses
and modules, most prominently in the built environment subject area. As the nature
of the facilities management has become more recognized, and as the role of
intelligent client has developed, greater emphasis is being given to strategic issues
and to organization and management skills. Facilities management has developed
from its technical base to become more of a management discipline.
Advancement of the profession hinges upon the assurance of quality and
upon the value added by the service. The creation of educational opportunity and
establishing qualification, promoting the continuous development of skills and
experience, and creating and maintaining an accessible collective database are the
positive approach toward it. With this quality system and the close collaboration
between academics, practitioners and researchers on a national basis, the profession
can achieve a status and recognition that will provide an influence in business
strategy and a strong voice in environmental politics. These further enhance the
process of professional development through research, education and training.
A ‘Centre of excellence’ should be created to promote the development of
the profession with its own rigorous discipline. The University of Strathclyde,
through the Centre for Facilities Management, has been involved in the facilities
management education in the United Kingdom since the middle of 1980. It offers
Masters and Diploma program in Facilities management since 1987, with the aim of
graduating high quality, innovative thinkers with a balance of managerial and
technical skills and understanding, capable of contributing to the development of
facilities management research and practice.
Centre for Facilities Management has consolidated its role and diversified its
course still further since 1994. Its aims and objectives are to provide quality learning
opportunities, supported by quality learning materials, information and facilities with
the support and guidance of well qualified core staff. It is working to create
qualifications that provide a ladder of opportunity to bridge from functional to
14
general management. The Centre is a focus for research and discussion, enquiry and
debate, provide services to some of leading companies in the UK and bring up-to
date knowledge and recent experience to its courses. It is in the forefront of facilities
management education in the United Kingdom and has a flourishing international
reputation for its work. Its aim is to be recognized as a ‘centre for excellence’ in the
field.
Professional qualifications and undergraduate and postgraduate courses are
increasingly available. Associations have been formed to promote facilities
management and to represent the interests of members in the United States (IFMA),
Australia (FMA), United Kingdom (BIFM), the Netherlands (NEFMA), Germany
(GEFMA), Denmark (DFM), Hungary (HUFMA) and Finland (FIFMA). The
associations, academic institution and research organizations in Europe collaborate
through the European Facilities Management Network (EuroFM).
FM is identified as a clear and significant factor of production in building
environment rather than the traditional view of building as a property of investment.
As a result of this, maintenance management has become more firmly positioned in
the context of strategic management in both public and private sectors
2.4
Scope of Facilities Management
The scope of facilities management can generally be identified under the
following categories as in table 2: There is wide range of services now encompassed
within FM and the important aspect is the approach it brings and at this level the
importance to maintenance management clearly articulates itself. BIFM’s definition
of FM - Facilities Managers has extensive responsibilities for providing, maintaining
and developing myriad services within this fast growing discipline.
15
Table 2.1 Scope of facilities management
No
1.
Categories
Scope of Facilities Management
An initial
Cleaning and waste disposal, Energy management,
general view
Environment management, Estates management,
Equipment and consumable purchasing,
Fire safety, Ground management, Health and safety,
Human resources, Office management,
Property and engineering services maintenance,
Relocation, refurbishment, adaptation, new build, etc.
Security, space management and planning.
2.
According to
Understanding business organization,
BIFM –
Managing People, Managing premises, Managing services,
professional
Managing the working environment, Managing resources
examination
3.
According to
Strategic facilities planning, Staffing structure,
Centre for
Accommodation strategy, Customer surveys,
Facilities
Space planning, office moves and relocation,
Consultancy
Computerized facilities and maintenance systems,
Output specification, Outsourcing exercises,
Performance measurement systems, Occupancy cost studies,
Business Continuity plans, Financial systems and cost control,
Change management, Video conferencing facilities
Source: Building Maintenance Management, Barrie Chanter & Peter Swallon, 2007
2.5
Process And Implementation of Facilities Management
Facility management is a process that manages the whole of life of a facility
to ensure optimal asset performance for continuous reliable service delivery at the
least cost to the consumer within the lifecycle of such an asset. The processes
16
involve in managing facilities can be looked at from two perspectives i.e. the
technical process and the management process. The technical process consists of
total lifecycle management of facility assets encompasses the whole period from an
asset’s conception to its planning, acquisition, operational and maintenance and
finally to its disposal. The managing process involve the processes of identification
of the requirements for facilities, designing of the identified requirements,
documentation of the designed requirements, resource for the facilities provision and
delivery of the facilities management services, provision of the physical facilities
and delivery of the facilities management services and monitoring of the delivery
and provision.( Maizan Bin Baba and Maimunah Sapri, 2001).
Facilities management is divided into three levels of management namely the
strategic management, tactical management and operational management. To enable
the relevant facilities management staff or practitioners to perform the roles, they
need to possess the following knowledge and skills:a)
Strategic level management- It is about facilities management contributions
and its impacts on the business of the organization. At this level, the task is to
build on a proper scoping exercise and engage in a carefully derived planning
process. In strategic management terms it is normal to think in terms of
planning within a three to five year time frame within which more detailed
short-term plans are developed. In the broader FM context, one of the other
major outputs is a clear articulated mission statement. Then an important
output at this stage, which is the result of both corporate and strategic
processes, is the formulation of an FM policy.
b)
Tactical level management - It is about managing the quality, value and risk;
facilities processes and service appraisal. The knowledge and skills necessary
are in the areas of quality management, value management, risks
management and building performance.
c)
Operational level management - It is about delivery of the facilities
management services and the knowledge
and skills necessary are in the
areas of support services, information management, project management and
environmental management.
17
2.6
Outsourcing
Early FM was seen as an internal organizational issue aimed at more
effective structures within the organization for managing its facilities. However, the
evolution of facilities management has been a gradual shift towards a position where
FM services are contracted out or outsourced. Outsourcing has been defined as a
process whereby an organization employs a separate company or supplier to perform
a function that had previously been carried out in house. This is often goes with the
transfer of manpower and management’s responsibility to the contractor who is
awarded the outsourcing.
The objective of outsourcing is for an organization to divest itself of non-core
business, reduce costs in performing and managing what are considered low-priority
operations. Associated with this is the prospect of improving efficiency through the
use of specialist providers. Within the public sector the search for increased
efficiency driven by best practice has been a major stimulus to outsourcing. The
growth of outsourcing was very massive during the 1990s and it is estimated that in
2003 the market was worth approximately £12 Billion, The growth not only lead to
buoyant corporate sector but also the emergence of Public Private Partnership (PPP)
arising from the government’s drive to improve the quality of the public sector
building stock, notably schools and health buildings where the Private Finance
Initiatives has been the main procurement tool.
2.7
Building defects and failures
Even with the growing awareness for environmental, sustainability, common
causes and consequences, there seem to have failures toward the building industry in
the United Kingdom and elsewhere in the developed world. All aspects of built
environment are regulated by rules and regulations for the safety of public use.
However there are spectacular of failures caused by human factors and by natural
disaster such as earthquakes, floods and cyclones. Most of the building defects are
18
avoidable but they do occur, this is not due to lack of basic knowledge and
experience but by the non-application of it. The building defects are struck by
problems which have well been researched and documented. The important lesson is
to avoid the reoccurrence of similar events in the future,
In 1867, architect Edwin Nash presented a paper at the Royal Institution of
British Architects entitled Remarks upon failures in construction. He said this:
Architects would do well to preserve the utmost amount of detail when failures
happen, such particular being most important aids in promoting correct knowledge
of constructive principles; and, although it is natural to be silent upon mishaps, it is
not always necessary to be so…. There are occasions in which architects may
beneficially exhibit their esprit de corps in a revelation of the difficulties and result
of their practice, for it is often the mystery which envelops a subject, and not the full
statement of the truth, that does harm to those concerned. This statement is as true
today as it was over 130 years ago and applies to all those involved in the
construction process.
The information brought about by the internet and
instant communication
has altered everyday patterns of work and leisure. A more knowledge base and
guidance is required on the avoidance of failures. This is base on the level and nature
of defects in the construction industry currently encountered. It is a time of change
for us and our building so as to save money and misery.
2.8
What is Building Pathology?
It comes from the medical discipline Pathology, which in the simplest term is
the study of diseases. The word “pathology” is derived from two Latin words:
pathos (diseases) and logos (discourse). A similar holistic approach is adopted in the
studying of buildings which has been termed as building pathology. Buildings
represent various levels of action and interaction between man and his surroundings.
Fig 2.1 shows the building’s physical response to people, place and environment.
19
The buildings are built, occupied, adapted and ultimately destroyed base on the
decision within the three (3) factors.
Source: Building Pathology Second Edition, David S.Watt (2007)
Fig 2.1 Buildings in context
The Association of d’ Experts Europeans du Batiment et de la Construction
( AEEBC), 1994) defines the building pathology into three separate, though
interrelated, areas of concern:
a)
Identification, investigation and diagnosis of defects in existing buildings.
b)
Prognosis of defects diagnosed, and recommendations for the most
appropriate course of action having regard to the building, its future and
resources available.
20
c)
Design, specification, implementations and supervision of appropriate
programs of remedial works, monitoring and evaluation of remedial works in
terms of their functional, technical and economic performance in use.
Other definitions are:
a)
The study of failure in the interrelationship of building structures and
materials with their environment, occupants, and contents ( Hutton & Rostron,
1989)
b)
The study of building materials and components‘ failures over time ( Groak,
1992, p. 105)
c)
The systematic study or treatment of building defects, their causes (aetiology),
their consequences and their remedies (or therepy) ( CIB W86 Building
Pathology Commission, 1993)
d)
The scientific study of abnormalities in the structure and functioning of the
building envelope and its parts: it seeks to study the environments, occupants
and contents with the interrelationships of building materials, construction,
services and spatial arrangement.
However there are number of reasons for the defects and failures in
construction. Building defects continue to exist due to pressure to reduce cost and
cut corners, and reliance on untested innovation coupled with poor communication
and a failure to adhere to available recommendations for good building practices.
(Addleson,1992 Houghton-Evans 2005). Typical construction defects and failures
are due to communication breakdowns, lack of responsibility and accountability,
inadequate control for the success of any building project and innovative material
and techniques which needs adequate tried and tested. The human sources of
construction defects are as in table 2.2 below:
21
Table 2.2 Distribution of human sources of construction defects
Sources
UK
(%)
Average for the rest of
developed world (%)
Construction
x Poor workmanship
x Inadequate Supervision
x Vandalism
50
40
Design
x Poor detailing
x Inappropriate specification
x Inferior quality of design or material
used
40
45
Products
x Faulty manufacture
x Damage as a result of faulty delivery
x Damage resulting from inadequate
storage or protection
10
15
Source: Building Pathology Second Edition, David S.Watt (2007)
A model with three pillars of best practice in building pathology (fig 2.2) and
the nine core value of the Royal Institution of Chartered Surveyors (RICS) are the best
route for a good construction industry. The values are: of (RISC) are
a)
Act with integrity.
b)
Always be honest
c)
Be open and transparent in your dealings
d)
Be accountable for all your actions
e)
Know and act within your limitations
f)
Be objective at all times
g)
Never discriminate against others
h)
Set a good example
i)
Have the courage to make the stand
22
Figure 2.2 Three pillars of best practice in building pathology
Figure 2.3 Three main cognitive branches of building diagnostics
23
There are three main types of process involving diagnosing building defects and
failures (fig 2.3) as the following:
a)
Problem solving - to overcome problem by rational thinking. Investigating
the causes of defects and response to it by professional judgment. There are
puzzle problem, well-structured problems and ill-structured problems.
Normally the building defects fall under ill-structured problems which have
no single or clear cut solution.
b)
Critical thinking - through information from observation, experience,
reasoning and communication Good critical thinkers face problems without
jumping to a speedy, single solution. Instead they focus on options for what
to believe and do (Potter and Perry 2001).
c)
Decision making – a course of action from two or more alternatives is
known as decision making. The following are the influencing factors of
decision making for a state of building’s repair or performance
x
Potential benefits of diagnosis
x
Potential risks of diagnosis
x
Uncertainty in diagnosis
x
Costs of investigation
x
Utility of diagnosis
Decision making in defects diagnosis can be categorized into two (2) levels as
illustrated in fig 2.4 and 2.5.
24
Source: Building Pathology Second Edition, David S.Watt (2007)
Figure 2.4 First level of decision making in defects diagnosis
Source: Building Pathology Second Edition, David S.Watt (2007)
Figure 2.5 Second level of decision making in defects diagnosis
25
2.9
Distinction between defects and failure
These two terms were similar but should not be treated synonymous. A defect
is shortfall in performance at anytime in the life of a product, element or the building
In which it occurs.( BRE Digest 268). In contrast, the failure is a termination of
ability of building element to perform its intended function. A building failure is the
consequences of one or combination of defects. Defects according to Puller Strecker
(1990), can be real or perceived. Even if they are real, they are relative rather than
absolute. Their origins are often not what they seem to be, but can be traced back to
a complicated interaction between lack of knowledge, lack of education, lack of
training, lack of experience, lack of definition, defects cannot be avoided, but by the
same argument, quality can always be improved and defectiveness can always be
reduced..A defect may be described as something that:
a)
Does not come up to the expectation of the client;
a)
Fall below the prescribed standard of its kind
b)
Is less acceptance than it ought to be
c)
Is the result of an error
As a result of malfunction, failure occurs in the buildings vary enormously and
may cause considerable variations in the severity of damage. Building failures
should be reduced or eliminated for the following reasons: Building failures should
be reduced or eliminated for the following reasons
a)
Increase the sustainability of the building – last longer and energy efficient;
b)
Offer building with better value for money
c)
A safe place – reduce hazards and accidents in building
d)
Good indoor air quality – to avoid sick building syndrome and other illnesses
e)
Minimize negligence and other legal consequences in construction.
26
Table 2.3 Typical categories of failures
Failure type
Aesthetic failure
Example
•
•
•
•
•
Crazing or shrinkage cracking of concrete or render.
Flaking and peeling of paintwork.
Bossing and spalling of render.
Staining and soiling of finishes.
Chipped, dented or lipped floor/wall/ceiling finishes and
veneer finishes to doors.
Functional failure
• Misalignment of building components such as doors and
windows not operating properly.
• Leaks in elements such as roofs, walls and floors.
• Sagging of floors.
Failure of materials
• Chemical attack of rendering, mortar or brick.
• Fungal attack of timber.
Corrosion of metals.
•
System failure of
components and
elements
• Carbonation of concrete, leading to corrosion of
reinforcement and subsequent cracking and spalling of
concrete members.
• Debonding and bubbling of membrane from substrate
owing to moisture or incompatibility.
Structural failure
•
Non-structural
failure
•
•
•
•
Reversible failure
• Jamming of doors and windows as a result of moisture
intake by these components — usually in winter; in the
summer the wood dries out and the windows and doors
become unstuck.
Irreversible failure
• Chemical reactions such as sulphate attack on mortar or
rendering.
• Excessive distortion in beam/slab, column or wall owing to
structural movement
Subsidence (a downward movement of a building caused
by
below ground factors — such as desiccation of clay soil)
• Settlement (a downward movement of a building caused by
above ground factors — such as overloading).
Delamination of roof tiles and slates.
Cracking and debonding of plaster or rendering.
Blistering and peeling of paint coatings.
Tenting, debonding and bubbling of floor coverings.
Source: Understanding Building Failures, Third Edition, James Douglas and Bill
Ransom (2007)
27
Table 2.4 Other categories of failures
Categories of failures
Physical
Contextual
Examples
Non-Structural
Bossed or spalled rendering.
Flaking and peeling paint.
Dampness.
Disintegration of wall finishes.
Softening or deterioration of insulation.
Structural
Cracking in wall, floor, column or beam.
Buckled or twisted column, tie, strut or
beam.
Deflected or sagged floor structure.
Subsidence.
Leaning or bowing wall.
System intercomponent
Debonding of floor/roof covering.
Blocked outlet clogging gutter.
Wall tie corrosion leading to cracking and
distortion of brickwork.
Failure of sealing gasket in double glazing
unit.
Masonry mortar too weak/strong.
Material
intracomponent
Corrosion of metalwork.
Sulphate attack on concrete and mortar.
Frost action in brickwork.
Fungal attack in wood.
Insect infestation of wood.
Observational
Conspicuous
Failure to detect obvious defect
Ignoring significance of minor obvious
defect.
Hidden
Failure to detect inconspicuous defect
Ignoring symptoms or implications of
Possible hidden defect
Source: Understanding Building Failures, Third Edition, James Douglas and Bill
Ransom (2007)
28
2.10
Assessment of defects
The assessment of defect is a through investigation on site to obtain
information as to assess the condition and fitness for purpose. The common
procedures that need to be carried out are as follow:
a)
Inspect the defects closely
b)
Record the defects by description, measurement, photograph or sketch
drawing
c)
Inspect and examine the construction around the fault for other indication of
the related defect for any hidden parts that are affected.
d)
Ascertain as accurately as possible the exact form of the construction.
e)
Examine the construction drawings and specification for detailed information
on the fabric of the building
f)
Test defects if applicable (e.g for moisture content, relative humanity and
samples for analysis)
g)
Inspect hidden areas (e,g non-destructive survey)
h)
Examine maintenance manuals if available
i)
Open up the structure if necessary
j)
Discuss with the occupants of how the defect occurs ,when it occurs and
present status ( getting worse or same)
Off-site procedures may include the following;
a)
Reference to relevant published information ( e.g BRE reports and degest,
British Standard)
b)
Consultation with the specialists concern after getting instruction from client
c)
Commissioning more detailed operation/ testing after getting further
instruction from client.
29
In addition to assessing the physical condition of the building, other matters
need to consider and review are:
a)
Fire precaution
b)
Public health requirement
c)
Disability access
d)
Health and safety issues
e)
Garden or landscape features
f)
Environment matters
g)
Scope for alteration or conversion
h)
Conservation areas, listed building and scheduled monument concerns.
2.11
Severity of defects and remedial works
The severity of defect is typically assessed with regard to an individual or
prescriptive standard. The severity of a particular defect will be judged against the
effect that it has, and will have, on the structure, fabric and the building facilities and
services. Assessing the severity of defects and priority for remedial works include
consideration of:
a)
Nature and extent of defect
b)
Occupation and use of the building
c)
Statutory obligations
d)
Health and safety issues
e)
Functional and operational requirements
f)
Lease or covenant obligations
g)
Rate of deterioration and decay
h)
Cost fluctuations
i)
Value and utility of building and its facilities
j)
Desired or expected standards
k)
Running or operational costs
l)
Management of risks
30
The detection of severity of defect in the building is typically not simple and
needs the skills of surveyor and a through investigation including the use of nondestructive survey techniques, material testing, monitoring and opening up of
building elements. All the available information must be assessed with regard to the
purpose of the survey and agreed brief. A more scientific approach to diagnosis of
defect is based on a number of stages:
a)
Observations – observe and record visible symptoms
b)
Theories – develop a number of theories based on observations
c)
Questions – define a set of questions to differentiate between theories
d)
Tests – find answers to questions
e)
Analysis – analyze and interpret results
f)
Conclusions – match diagnosis to symptoms and results
g)
Feedback – redefine question for new information
h)
Action – take appropriate action (e.g repair or replace)
Other than physical opening parts of building, the non-destructive techniques
are engaged. These techniques inspect the material or elements of construction in
place without causing alteration, damage or destruction to the fabrics of the building.
Each technique that are appropriate for particular task are engage to provide specific
set of data in response to known or suspected conditions.
Then the skilled
interpretation of the data is forwarded to the decision making process. The common
non-destructive techniques engaged in the detection of defects in building are:
a)
Radiography – gamma rays are used to detect discontinuities, cracks, voids,
hidden objects and any deterioration in the material and elements of
construction.
b)
Microwave analysis – projected energy is reflected back to the surfaces
to
record inconsistencies, faults and hidden details.
c)
Thermograph – to detect and quantity heat losses and temperatures
variations.
d)
Acoustic testing – using sound wave to detect inconsistencies within test
materials.
31
e)
Micro-drilling – the penetration of fine drill probe into timber to identify and
locate faults and variations due to decay and other defects.
f)
Liquid penetrate testing- impregnated with dye on the surface of materials
will provide visual indication of cracks and fissures.
2.12
Maintenance Management
The concept of building maintenance management is not new or difficult to
understand. The difficulties inherent in proper maintenance of facilities on buildings
are compounded by the fact that it takes no specific level of education to identify
when maintenance is working or when it failed. Achieving an acceptable level of
maintenance is extremely difficult. The maintenance manager is a juggler who
weight the options of maintenance, repairs, and replacement against respective costs;
setting and resetting priorities; putting out complaints and feel pride of
accomplishment. (Gregory H . Magee, 1988)
Likewise the government building projects grow over the years, the scope
and the volume of facilities maintenance management grows due to rapid
deterioration of its assets. There was an increased level of concern towards the
building procurement, construction and management processes. The importance of
maintenance message was highlighted to the top management of the nation.
However the acceptance level of maintenance was lacking and it grows to an
unacceptable rate.
The completed buildings worth millions of dollars are handled to the clients
for public use. As time goes on or even before the grand opening, a maintenance
problem with all kind of defects arises. The process of deterioration takes place due
to negligent at design and construction stages. This leads to costly maintenance and
financial losses to the client, loss of confidence and pride of the implementation and
insufficient use of the assets. Maintainability of building has been identified as one
of key areas in which the construction industry in Singapore must achieve significant
32
improvement. However, maintainability is generally given little attention in many
developing countries. This leads to financial losses to the client over the life of the
building and insufficient use of asset. Thus, a proper techniques, practices and
methods in design, construction and maintenance of buildings need to adopt for a
cost-effective and long life-cycle of the assets. (Nayanthara de Silva, Mohammed
F.Dulaimi, Florence Y.Y Ling, George Ofori, 2004)
Thus, for the purpose of this research, the writer confine to FM approach to
enhance the maintenance management on government buildings focusing on
maintenance strategy and condition assessment / monitoring base on the facilities
maintenance management diagram 1 adopted by ( Mohd Nazali Noor & Michael
Pitt, 2010)
Source : Adaptation from Mohd Nazali Noor & Michael Pitt, 2010
Figure 2.6 Integration of multi discipline of asset, facilities and maintenance
management
33
The maintenance management is an orderly and systematic approach to
planning, organizing, monitoring and evaluating maintenance activities and their
costs. A good management system with efficient, knowledgeable and capable staffs
can prevent major breakdowns, health and safety problems and environmental
problems, longer asset life; lower operating costs and create a better quality of life.
Assessment and financially quantify the demand for maintenance as the initial step
in the planning and delivery of annual maintenance work programs.
2.13
Definition of Maintenance
The definition of the term “building Maintenance” by many (Armstrong,
2002; British Standard Institution, 1993; El-Haram and Horner, 2002; Vanier, 2001)
leads to conclusion that maintenance combines technical and administrative actions
to keep the component in appropriate condition for use or restoring it to such a
condition. Maintenance is defined as “ensuring continuous cost-effective fitness-for
use of buildings at a specified building performance level”. (Igal M.Shohet and Sarel
Lavy, 2004).
Base on BS 3811:1984 maintenance means that any actions taken together to
restore or retain the items at an acceptable condition. It is not only relate to the
execution of the maintenance works but also to financing, maintenance budgeting,
organizational structures, performance of components and computer modeling for
maintenance works. The performance of product or system depends not only on its
design and operation, but also on the servicing and maintenance of the item during
its operational lifetime. Thus proper functioning over an extended time period
requires proper servicing on a regular basis, adequate repair or replacement of failed
parts or components, proper storage when not in service, and so forth. Maintenance
comprises any actions that alter a product or system in such a way as to keep it in an
operational condition or to return it to an operational condition if it is in a failed
condition. (Blischke and Murthy, 2003)
34
The word “Operation” is usually linked with “Maintenance”. Operation is the
performance of work or services and the provision of materials and energy to ensure
the day-to-day proper functioning of an asset, e.g., the work activities, associated
chemical and electricity to run a water treatment plant. As such, it has a direct but
simple impact on the cost of operating an asset. Maintenance is the work performed
on an asset such as a road, building, utility or piece of equipment to preserve it as
near to its original condition as is practical and to realize its normal life expectancy.
(Maintenance Management Systems TID-AM-01, October 2000)
The Committee on Building Maintenance (1972) recommended the adoption
of definition of maintenance as work undertaken in order to keep, restore or improve
every facility, i.e. every part of the building, its services and surrounds to a currently
acceptable standard and to sustain the utility and the value of the facility. (Barrie
Chanter and Peter Swallow, 2007)
2.14
Why Maintenance Is Importance
When the topic of maintenance is tabled in management meetings, seminars
and public talks, it conjures up different visions for managers. However few
managers noted that maintenance department as major contributors to corporate
profitability. Surveys show that the actual cost of maintenance is far more than labor
and materials to affect the repair. This is illustrated clearly how maintenance impacts
cost in the following areas:
a)
Quality - quality problems due to poor maintenance policies or practices.
b)
Warranty costs - the percentage of equipment repairs and recoverable from
the vendor.
c)
Energy costs – poor maintenance of equipment require more energy to
operate.
d)
Accelerated depreciation of capitol assets - the amount of equipment / facility
that is replaced prematurely due to poor maintenance policies and practices.
35
The highly competitive environmental world continues to increase the pace
especially in the products and systems we manufacture and use. Thus, we can no
longer fail to consider the maintenance factor. (Terry Wireman -1991)
Another factor is the buyers’ expectation on the ability of product
or system to perform its intended function. In basic terms its reliability which is high
and becoming even higher. For some very complex systems such as nuclear plant
and rocket propulsion systems, failures can be disastrous and very high reliabilities
are required. To achieved such reliabilities, two other importance issues related to
the context of product reliabilities are maintenance and maintainability. The
consequences of frequent failures due to the fault of the manufacturer because of
poor design, workmanship, materials etc can lead to enormous problems. Problems
like increase in cost of production, costly engineering design changes, lawsuits, loss
of reputation, losses of sales and finally possibility of bankruptcy. Therefore it is
importance to minimize both its occurrence and impact of failure when they do
occur. (Blischke and Murthy, 2003)
The above statements were justified with the conclusion of the military
services of United States in 1954 initiated the concept of maintainability. Later
researchers realized the importance of maintainability of buildings in achieving cost
saving and better functioning of facilities. (Nayanthara de Silva, et, 2004). It is also
justified that assets need to undergo regularly maintenance management to sustain its
value for a period of lifecycle. Finally at the end stage, the assets need be replaced or
disposed of. This is clearly illustrated by the profile of assets diminishing according
to time (as in diagram 2)
36
Source: Presentation of Strategic Asset Management (SAM) by Hj. Abu Bakar Azit,
Alam Asset Management and Consulta
Figure 2.7 Profile of asset condition diminishing according to time
2.15
Common Maintenance Problems
Before the operational and maintenance process there exist a lot of
maintenance problems. Some of the common maintenance problems need to be
address to warrant our attention are:
a)
Insufficient proactive maintenance - It heads the list because largest
expenditure of maintenance resources occurs in the area of corrective
maintenance. The culture of maintenance personnel operating at reactive
stage leads to high cost of restoring plant equipment to an operable condition
coupled with the penalty link to lost production.
b)
Frequent problem repetition - The reactive culture continues whereby there is
insufficient time for correcting the deficiency permanently. The same
37
problems keep coming over and over until the cycle not only continues but is
reinforced.
c)
Erroneous maintenance work – Due to human negligent, errors occur in
maintenance activities. The result realized from such errors is answer to
avoid it.
d)
Sound maintenance practices not institutionalized - To know the practices
and procedures that can assure that mistakes are not made and then to
institutionalize them in everyday work habits at the plants.
e)
Unnecessary and conservative proactive maintenance (PM) - Historical
evidence suggests that some of the current PM are not right i.e. lack of task:
“applicability”.
f)
Sketchy rationale for PM actions - The absence of information or
documentation
g)
to clearly trace the basis for plant PM tasks is the rule.
Maintenance program lacks traceability or visibility - Factors of visibility and
traceability of decisions and actions are missing due to non- performance of
routine analyses of equipment failure cause.
h)
Blind acceptance of original equipment manufacturer (OEM) inputs.Firstly the OEM is not comprehensive and cost effective to PM of the
equipment but rather for the manufacturer’s warranty. Secondly The OEM
usually designs the equipment with some operational variability in mind but
the vendor rarely tailor it to special needs that is applicable to our plant’s
operating profile.
i)
PM variability like or similar units.- Multiple plants with similar unit of
production
facilities
would
standardize
procedures,
training,
spare
inventories, etc. to capitalize on the obvious cost saving that can be achieved.
Unfortunately, this is not a good assumption because each plant have its own
separate entity with many of its O&M characteristics different from those of
its sister plants within the company.
j)
Ineffective
use
of
predictive
maintenance
technology.-
Predictive
maintenance has the potential to tell us the predetermined limit or specific
time to perform the maintenance task. But a plant that has predictive
maintenance program, more often than not its focus is on the deployment of
the sophisticated, not the simple technology.
38
k)
Failure to employ the 80/20 rule - This rule states that 80% of an observed
effect tends to reside in 20% of the available source. For example, 80% of
carpet wear is found in 20% of the available carpet area.-because this is
where the traffic occurs. Surprisingly this is not the case, and must conclude
that there are lost opportunities for cost-effective decisions and actions
occurring in our plants and facilities.
l)
Absence of long range commitment - Need to shift our industrial culture
mindset to long term commitment and not to frequently approving
commitment resources to O&M improvement immediately.
The opportunities and challenge fall to a large degree in overcoming
something constructive to resolve the above problems for a world class maintenance
management,( Anthony M . Smith and Glenn R. Hinchcliffe, 2004)
2.16
Classification and Type of Maintenance
No assets are maintenance-free, except those work to-demise assets. A well
designed asset that incorporates careful consideration of lifecycle asset at the design
stage will make it easier to carry out subsequent maintenance works. Assets are
classified under 2 categories i.e. planned and unplanned maintenance. Both the
categories are further distributed with their respective networks of various types of
maintenance works as shown in figure 2. However the scope of maintenance work in
the demand assessment process will be a combination of preventive maintenance,
condition – based maintenance, deferred (backlog) maintenance, maintenance to
meet mandatory statutory and health and safety requirement and reactive
maintenance
39
2. 17
Definitions of Type of Maintenance – BS 3811
The following definitions of types of maintenance according to BS 3811 are
given below. However in the maintenance workload, it consists of mix of all types of
maintenance.
a)
Planned Maintenance – a predetermined maintenance plan and carried out
with forethought control and the use of records.
b)
Unplanned maintenance - is an ad hoc maintenance without any
predetermined plan.
c)
Preventive maintenance – maintenance carried out at predetermined intervals,
or corresponding to prescribed criteria, and intended to reduce the probability
of failure, or the performance degradation of an item.
d)
Corrective maintenance – 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.
e)
Emergency maintenance – maintenance that it is necessary to put in hand
immediately to avoid serious consequences.
f)
Condition-based maintenance – preventive maintenance initiated as a result
of knowledge of the condition of an item from routine or continuous
monitoring.
g)
Scheduled maintenance – preventive maintenance carried out to a
predetermined internal of time, number of operations, mileage.
40
Source: BS 3811(1984) In Seeley (2003)
Figure 2.8 Type of Maintenance
2.18
Type of Preventive Maintenance Techniques -
The most common types of preventive maintenance techniques are as
following:a)
Routine Lubes, cleaning, inspection, etc - small inspections and adjustment
each day prior to equipment startup or right at shutdown. It includes checking
oil or water, removing debris, checking mechanical and electrical
installations, monitoring service performance from assets such pressure
gauges and checking conditions of asset components.
b)
Proactive Replacement and scheduled Refurbishing – These maintenance
tasks involve major repairs and modifications of parts of the assets. It
involve taking a piece of equipment or unit off line and overhauling it,
41
replacing all worn or suspect components, and putting it back on line. It will
then operate for a specified time period, with little or no maintenance-related
downtime. This technique is seldom used without support from historical
records or predictive techniques.
c)
Predictive maintenance – measures physical parameters against a known
engineering limits in order to detect, analyze, and correct equipment
problems before capacity reductions or losses occur. Preventive maintenance
requires performing maintenance servicing when the equipment requires it.
d)
Condition- Based Maintenance – is very similar to predictive maintenance,
with the exception that workers are no longer sent out with hand-held devices
to take measurements in the field. The sensors are mounted permanently on
the equipment, and the signal is shown in the control room. Here all readings
can be remotely checked, monitored, or perhaps integrated into a control
system or a computerized maintenance management system.
e)
Reliability centered maintenance – is a discipline that is used to provide the
final
solution to problems that cannot be addressed by any of the above
mentioned techniques. It utilizes techniques such as redesign, retrofits,
modeling, analysis, testing, data, reengineering, and so forth. The objectives
of a reliability study is to understand the failure phenomena, estimating and
predicting reliability, optimization and many others.
2.19
Condition Assessment
A condition assessment is a technical inspection by a competent assessor to
evaluate the physical state of building elements and services and to assess the
maintenance needs of the facility. Condition assessment generally comprises:a)
Physical inspection of buildings assessment of the actual condition of
individual elements, services and buildings.
b)
Comparison of the actual condition with the asset owners’ specified
condition standard.
42
c)
Identification of maintenance works required to bring the condition of the
building up to the required condition standards.
d)
Ranking of maintenance works in order of priority.
e)
Determining actions deemed necessary by the assessor to mitigate any
immediate risk until remedial works can be taken to address the problems.
The practice of condition assessment by building inspectors yielded variable
results due to subjective perceptions of inspectors. Nowadays well- trained
inspectors are able to manage condition surveys and provide property managers with
objective, reliable information about performance loss and defects in building
components. The implementation of various performance levels in planned
maintenance requires not only the standardization of the condition assessment
method, but also the related planning methodology. Data collected during a
condition survey on-site is needed for strategy policy making, and for maintenance
planning by the maintenance team.
All building components will exposed to performance loss through ageing,
use and external causes. According to Hermans, the relationship between
degradation and performance loss can take place as the following:a)
Performance loss manifests itself as continuously decreasing while
degradation is continuously increasing.
b)
Performance remains constant while degradation declines continuously,
performance loss is manifested abruptly.
c)
Performance loss and degradation act independently.
This distinction is important in describing the influence of maintenance
activities on performance loss. Besides, it is essential to know the turning points in
performance loss and degradation and to determine optimal points of time for
maintenance actions.
43
The international standard ISO 6241 (ISO, 1984) classified 14 categories of
performance of building components. Those performance categories are also applied
to maintenance activities. Many authors point out the need for clearly defined
condition categories. Pitt says that, whatever condition categories are adopted, it is
essential they are clearly defined. Condition assessment is more of information for
maintenance strategies and not for preparing the yearly maintenance budget and the
planning of works. Supplementary information need to obtain for the remedial
works. All condition assessment methods follow the same pattern (as in figure 3)
Building component
,
Defect
(Type of defect)
Intensity defect
Extent defect
Defect score
Type of defect
Condition building
component
Source: Research paper-Ad Straub, 2002
Figure 2.9 Condition assessment process
44
The assessing of defects occurs first to formulate maintenance activities and
estimate costs. The inspectors usually go through condition parameters i.e.
a)
Type of defects – indicates to what extent it influences the functioning of the
building components, is it minor, serious or critical.
b)
Intensity of the defects - strongly influences the condition of building
components. The intensity of defects deals with the degradation process/
c)
Extent of defects – Knowledge of defects is needed to assess the condition.
The extent and the intensity of a defect combined with the type of defect lead
to a condition mark, probably with a defect score as an intermediary product. It is
notable that several condition assessment methods lead to variable resulting
condition marks, while examining the same defects.
2.20
Defects on Buildings
Defects are common phenomena among newly constructed buildings and
existing buildings. It’s a matter of time, how sooner or latter it occurs and creates
problems. The physical conditions of buildings are affected by the defects due to
various factors. The factors range from design stage, procurement stage, construction
stage and quality of materials used and workmanship carried out. According to
British Research Establishment (BRE) work undertaken over years in UK indicated
that 50% of defects found on construction projects is attributed to design issues, 40%
due to construction stage and 10% due to product failure. Defects identified revealed
that the majority of the defects were as a result of either poor technical detailing or
the oversight of some specific requirement. These is shown through research by
Griffith (1990), who attributed to defect problem to design, detailing, specification,
legislation, co-ordination, communication, supervision and constructability. It is
therefore a must to carry out maintenance works as soon as possible on the buildings.
In general, most of our stake owner do not really care and give full attention to the
maintenance requirement at the specific time. The defects condition become worse
45
and the cost increase tremendously for repairs or maintenance work. It is their duty
and responsible to maintain the high value of the building asset. (Dr. Ahmad Bin
Ramly, 2004)
In some government departments, the building repairs and defects were
administered and monitored by unprofessional personnel. They leave the
responsibilities to the prerogatives of contractors and this continuous practice leads
to inefficient utilization of building to the optimum level of acceptance. If these
phenomena go on, then it definitely will not give good image to the construction
industry of Malaysia and also to the public. The good practice of ethical values of
United Kingdom should be taken as an example whereby the trained professionals
were put to the particular trade off what they have studied. ( Dr.Ahmad Bin Ramly,
2004)
Thereby, in the building project organization the most important roles are
played by the client, designer, implementer, contractor, sub-contractor, material
supplier, machine supplier and the user. It is through the coordinated actions of these
people that the building is actually built. Therefore, it is natural for defects to be
ascribed to them due to lack of coordination, lack of knowledge, lack of information
and lack of motivation. Knowledge on the environment and one’s own work is
important to know the nature of defects that had occurred. With such knowledge,
effective action can be taken to improve the process. (P.E. Josephson, 1998)
2.21
Definitions of Defects on Building
There are a large number of defects occurring during the construction and
maintenance phases. Each defect is caused by various factors that had reacted on the
structure and on other elements of the building. The involvement of all defects can
be considered as a chain of events including cause, erroneous action, manifest defect,
consequence and corrective measure. (P.E. Josephson, 1998, cited N. Brunsson, et.
al, 1985). The cause is defined as a proven reason for the existence of defect. There
46
are several causes of the same erroneous action which are either in combined causes
or a chain of causes. For that reason, the term root cause is sometimes used to
describe the most basic reason for an undesirable condition. If the root cause is
eliminated or corrected, then this will prevent the recurrence of the defect. (P.E.
Josephson,1998, cited F.M.Gryna, et, al, 1988, J.R Dew, 1991, P.F. Wilson, et, al,
1993). Webster’s dictionary defines the word defect: 1) lack of something necessary
for completeness, shortcoming 2) an imperfection, fault; blemish.
2.22
Causes and types of defects on Building
Defects in building have been identified as one of the key areas in which
construction industry must achieve significant improvement. However it is given
little attention in many developing countries. This leads to financial losses in many
respects to the client over the life of the building and inefficient use of the asset. The
causes and types of defects usually occur in buildings are as illustrated in table 3 and
table 4 respectively:
Table 2.5 Causes of Defects
No
Causes of Defects
1
Lack of quality workmanship
2
Negligence
3
Decay mechanism
4
Chemical or electrochemical attack
5
Defective Building Materials / equipment
6
Violation of Building Codes
7
Failure to meet of design standard
8
Structure Failure / earth movement
9
Lack of proper project management
10
Lack of quality control and safety aspect
Source: Researcher, 2010
47
Table 2.6: Type of Defects
No
Type of Defects
1
Leakage
2
Cracks
3
Settlement
4
Corrosion
5
Peeling off
6
Dampness
7
Blockage of services pipe
8
Blistering of paintworks
9
Fungus
10
Ventilation problem
11
Termite attack
12
Lift failure
13
Electrical and mechanical system
14
Roof failure
15
Lack of Architectural finishes
16
Thermal expansion
Source: Researcher, 2010
However construction defects are tangible and can typically is grouped into four
main categories as per the followings:
a)
Design Deficiencies – design professionals such as architects, engineers do
not always work as intended or specified. The motivation for the design may
be form, function, aesthetics or cost consideration but the completed design
could result or manifest into a defect.
b)
Material Deficiencies – The use of inferior building materials and substandard products from manufacturer can cause significant problems.
c)
Construction Deficiency – Poor quality or sub-standard workmanship often
manifests as water infiltration through some portion of the building structure.
48
Cracks in foundations, floor slabs, walls, dry rotting of wood or other
building materials, termite or other pest infestation, electrical and mechanical
problems, plumbing leaks, lack of appropriate sound insulation and fire
resistant components, etc.
d)
Subsurface / Geotechnical Problems – Due to poor soil condition, terrain,
hills and sloping areas many problem arises if proper measures are not taken.
This will inevitably result in vertical and horizontal settlement (subsidence),
movement (expansion), slope failures, flooding and landslides. These types
of conditions typically lead to cracked foundation, floor slabs and other
damage to a building.
According to the National Building Agency (1985) defects occur either
because of poor design, or low quality workmanship, or because of building not
constructed according to design, or because it has been subject to factors not allowed
for in the design. It is important to be able not only to diagnose simple defects and
instruct repairs, but also to recognize and describe those problems which need
experts help and act accordingly (Oram, 1994). Repair is the very heart of the
approach to building conservation, a subject which, like architectural history, has
grown in Malaysia into a fully developed discipline. According to (Marks, 1996,
Cook & Hinks, 1992), one of the principal mean to guarantee conservation is to
undertaken repair and maintenance. Repair of defects is an ongoing process and no
repair is ultimate or find.
2.23
JKR Heading Toward Facilities Management
After years of implementing projects, the department of JKR undertakes the
duty and task of the facility management system to safeguard the assets of the nation.
(as per in figure1).The scope of government assets in the contexts of JKR ( as per
table1) The reasons behind the move toward FM were due to the government’s
assets are ineffectively managed and the impacts are tremendous like:
49
a)
User non-confident on level of safety.
b)
Deterioration of asset value.
c)
Increase of asset management cost.
d)
Loss of resources –repetitive defects.
e)
Inefficient of service delivery.
f)
Social effect.
g)
Negative image on the government and country.
The inaugural NAFAM Convention 2007 on 13 & 14 August 2007 at the Tun
Dr Ismail Hall, Level 2, Putra World Trade Centre, Kuala Lumpur. The theme
“Asset & Facility Management: Coping with Future Challenges” has been chosen in
view of its increasingly important role in effective management of expanding asset
bases as well as promoting and enhancing the professional standard in Malaysia.
Then the following actions and steps were taken to start the FM awareness and
implementation:
a)
The immediate formation of Government Asset Management Committee
(JPAK), headed by the Chief Secretariat to the Government, Y.Bhg.Tan Sri
Mohd Sidek Hj. Hassan.
b)
The formation of the Government Asset Management Manual.
c)
The formation of the Government Asset Management Document Structure
which consists of four (4) main levels: e.i
i)
Document on Policy – principles, strategies & guildelines on asset
management
ii)
Document on Manual -- concept, carry out and responsibility on Total
Asset Management
iii)
Management procedures – special operational procedures on Total
Asset Management
iv) Supportive document – activity, process and instruction in detail on
procedures of Asset Management
50
d)
The launch of the JKR strategic frameworks 2007-2010 is a significant
driving force towards paradigm shift in the way asset is to be managed in the
country other than its businesses.
e)
Setting up vision, mission and strategic planning toward ensuring all physical
assets continue to deliver the desired outcomes with efficient use of short and
long term resources.
f)
Formation of Asset Facility Management sector solely for facility
management and maintenance of asset facilities was initiated by management
of JKR.
g)
NAFAM 2009 was held on 26 & 27 October 2009 at Tun Dr Ismail Hall,
Level 2, Putra World Trade Centre, Kuala Lumpur Themed “Enhancing
Values through Total Asset Management in the 10th Malaysia Plan”, The
government is very much willing to implement Total Asset Management in
all its agencies and to work together with private sector for a best practices
in managing the country’s asset
CHAPTER 3
RESEARCH METHODOLOGY
3.1 Introduction
In recent times, particularly in the construction industry of Malaysia, there
seem to be defects rapidly occurring on the buildings. This obviously goes without
saying for the two (2) government projects which are identified under the scope of
research. They are Technical Training Centres for the Ministry of Human Resources,
situated at Taipng, Perak Darul Ridzuan and at Jerantut, Pahang Darul Makmur.
Upon closer observation of many of the defects, it is very apparent that they are
generally avoidable but it occurs due to many factors that will be described in
chapter 4.
Both the projects are under the concept of design and built by private
contractors. They are monitored by the project team of Jabatan Kerja Raya who is
the appointed implementor. Table 3.1 and 3.2 shows all the details related to the
above projects.
52
Table 3.1: Details of Project –ADTEC Taiping, Perak Darul Ridzuan
Name of Project
To Design, Construct, Complete, Testing &
Commissioning of Proposed Technical Training
Centre (ADTEC) at Taiping, Perak Darul Ridzuan
Client
Ministry of Human Resources
Implementor
Jabatan Kerja Raya (JKR)
Name of Contractor
Kamalbina Sdn Bhd
Cost of Project
RM 160,000,000.00
Date of Start
13 Mei 2007
Date of Completion
13 Mei 2009
Date of actual completion
13 August 2009
Scope of works include the
Administration and Information Technology
design, construction and
Block, Main Lobby,
completion of the following
Main Hall, Library, Lecture Theatre, Cafeteria,
works
Workshops, Surau, Sport Pavilion,
Staff Quarters –Class B, C, D, F & G
Dining Hall, Boys and Girls Hostels, Guard
Houses, STP, Garage, Pump House
Ancillary Buildings,
Earthworks and Soil Improvement
Drainage, Roadwork, Sewerage System,
Water Supply, Fencing, Landscaping,
Elevated Water Tank, Street Lighting,
Mechanical & Electrical services, TNB SubStation
ICT
Statue of Project
Handed over to client and its under operation
Source: Researcher, 2010
53
Table 3.2: Details of Project –ADTEC Jerantut, Pahang Darul Makmur
Name of Project
To Design, Construct, Complete, Testing &
Commissioning of Proposed Technical Training
Centre (ADTEC) at Jerantut, Pahang Darul
Makmur
Client
Ministry of Human Resources
Implementor
Jabatan Kerja Raya (JKR)
Name of Contractor
SM Pelangi Sdn Bhd
Cost of Project
RM 95,317,888.88
Date of Start
24 Oktober 2007
Date of Completion
22 September 2009
Date of actual completion
EOT No:5 – until 26 Mac 2011 progress(
96/100%)
Scope of works include the
Administration and Information Technology
design, construction and
Block, Main Lobby
completion of the following
Main Hall, Library, Lecture Theatre, Cafeteria,
works
Workshops, Surau, Sport Pavilion,
Staff Quarters –Class B, C, D, E, F & G
Dining Hall, Boys and Girls Hostels, Guard
Houses, Store, STP, Garaj, Pump House
Ancillary Buildings,
Earthworks and Soil Improvement
Drainage, Roadwork, Sewerage System,
Water Supply, Fencing, Landscaping,
Elevated Water Tank, Street Lighting,
Mechanical & Electrical services, TNB SubStation
ICT
Statue of Project
Incomplete Project – under LAD
Source: Researcher, 2010
54
3.2
Research Methodology
This research methodology will explain how the primary data from a
questionnaire survey conducted was collected and also the process of developing
question related to the research objectives. It also explains the group of respondent
selected for answering the questionnaire survey. Besides that, personnel observation
of each particular buildings condition was needed to justify as well as to verify the
result of the survey questionnaire from the respondent.
The research is designed in such a way as to achieve the objectives of the
research. It was carried out mainly through three (3) major components, i.e
a)
Preliminary studies and Primary Data Collection
b)
Secondary Data Collection
c)
Data Analysis
3.3
Preliminary studies Primary Data Collection
Since the research which relates more to construction industry, therefore
journals, books, bulletins and from reliable internal sources pertaining to that field
were refer to solve the problem statement. Data and information from literature
review were useful as a source for designing relevant question for the survey
questionnaire. Furthermore, information gathered from the office of JKR and client’s
ministry was far more useful.
55
3.4
Secondary Data Collection
In order to gather more information for the research, the data collection is
based on questionnaire and feedbacks from the following personnel involving
directly or indirectly in the projects:
a)
Staffs and top management of Public Works Department
a)
Clients - Ministry of Human Resources
b)
Contractors and consultants
c)
User / Occupants of the building
The questionnaire was mainly designed to get information from respondent’s
point of view on the following factors:
Section A- Category of sector, professional background, years of working experience
in the relevant field.
Section B- The major causes and type of defects on the buildings
Section C- The physical condition of building facilities and services.
Section D-The satisfactory level on the present maintenance management and
services.
Section E - The common problem encounter in the present maintenance management
and services.
A five-point licker scale approach was adopted and the respondent only need
to answer the most likely determine factor of their choice for questions in each
section.
Examples of the questionnaire are attached to appendix:
56
3.5
Data Analysis
The collected data will be analyses by quantitively method so as to finalize
and achieve the research objectives. Now, the important stage, whereby all result of
data analysis will reflex the actual condition assessment of the two (2) projects.
The methods adopted for data analysis in this study are Frequency Statistics
using percentage, Descriptive Statistics using mean and Multidimensional Scaling
using two (2) dimensional solution ( in squared distances) base on SPSS software.
3.6
Multidimensional Scaling
Multidimensional Scaling (MDS) is a series of techniques that identify key
dimension underlying respondents’ evaluations of objects. It delivers respondents’
judgments of similarity or preferences into distances represented in multidimensional
space. The resulting perceptual maps will show the positioning of all objects. The
objects can group into objective dimensions and perceived dimensions. The
dimensions perceived by respondents’ may not coincide with the objective
dimensions assumed by the researcher. Further more, the evaluation of the
dimension may not be independent and may not agree.
In Multidimensional Scaling, the researcher has choice to select objects as
strong factors and weak factor which are very useful in their analysis. The most
appropriate objectives of Multidimensional Scaling are:
a)
To identify unrecognized dimensions affecting behavior.
b)
To obtain comparative evaluations of objects when the specific bases of
comparison are unknown or indefinable.
CHAPTER 4
DATA ANALYSIS
4.1
Introduction
This chapter highlights the findings of data analysis base on data collected
through questionnaire. The data are analyzed using the proposed methods as
described earlier in chapter 3. One of the main objectives of this study is to identify
and understand the nature and kind of defects due to various factors. From this
outcome of the analysis, it is possible to identify and conclude the main type and
causes of defects.
It is then, the proposal for condition assessment rating to be carried out to
assess the severity of each defect for a perfect maintenance management system to
the Technical Training Centres.
4.2
Findings
4.3
Section A- Respondents’ Background
Analysis was done on question A1, A2, A3 and A4. In this section, the
respondents’ were kindly requested to feedback with information on their
58
background like the category of sector they belong to, their profession in the field of
specialization and years of working experience. These are vital information so
needed to identify their level of understanding toward the objectives of this study.
Table 4.1 Category of Sector
Category of Sector
No
Percent
Client
JKR
Consultant
Contractor
Others
23
25
3
5
38
41
5
8
5
8
Total
61
100.0
Table 4.1 - shows a total of 61 respondents belonging to various type of
sector. It consists of twenty three (23) from client department, twenty five (25) from
JKR, three (3) from consultant, five (5) from contractor and five (5) from others.
Figure 4.1 Showing the sector of respondents
59
Chart 4.1 shows the distribution of various sectors the respondents belong to,
that is forty one percent (41%) from JKR, thirty- eight percent (38%) from client,
eight (8%) from contractors, three percent (3%) from consultants and eight percent
(8%) from others.
Table 4.2: Professional Background
Professional Background
Engineer
Architecture
Quantity Surveyor
Lecturer
Others
Total
No
Percent
26
6
9
8
12
42
10
15
13
20
61
100.0
Table 4.2 - show a total of 61 respondents belonging to various group of
Professional. Among them, twenty six (26) are Engineer, six (6) are Architect, nine
(9) are Quantity Surveyor, eight (8) are Lecturer and twelve (12) are from other
profession.
Figure 4.2: Shows the distribution of percentage of Professional group
60
Figure 4.2 shows the distribution of Professional group the respondents
belong to. Forty two percent (42%) are Engineers, ten percent (10%) are Architects,
fifteen (15%) are Quantity Surveyor, thirteen percent (13%) are Lecturers and
twenty (20%) percent are others.
Table 4.3 Working experience (Specialization)
Working experience
Building project Management
No
Percent
25
41
Maintenance Management
Facility Management
Lecturing
Others
Total
2
0
24
10
61
3
0
39
17
100
Table 4.3 - show a total of 61 respondents having various type of working
experience (specialization). Twenty-five (25) are in building project management,
two (2) are in Maintenance Management, twenty-four (24) are in Lecturing and ten
(10) others are specialize in other profession.
Figure 4.3 Shows the distribution of percentage on working experience
61
Figure 4.3: shows the distribution of percentage of working experience the
respondents have. Forty-one percent (41%) in building project management, three
percent (3%) are in maintenance management, thirty-nine percent (39%) are in
lecturing and seventeen percent (17%) are in other fields.
Table 4.4 Year of Working Experience
Year of Working Experience
Less than 5 Years
5 Years-9 Years
10 Years-19 Years
20 Years-30 Years
More than 30 Years
Total
No
Percent
26
10
12
9
4
61
43
16
20
15
6
100.0
Table 4.4 - show a total of 61 respondents having various years of working
experiences. Twenty-six (26) of them having less than 5 years, ten (10) of them
having 5 years to 9 years, twelve (12) of them having 10 years to 19 years, nine (9)
of them having 20 years to 30 years and four (4) of them having more than 30 years.
Figure 4.4 Shows the distribution of percentage on years of working experience
62
Figure 4.4: shows the distribution of percentage on years of working
experience the respondents have. Forty-three percent (43%) have less than five (5)
years, sixteen percent (16%) have five (5) to nine (9) years, twenty (20%) percent
have ten (10) to nineteen (19) years, fifteen percent (15%) have twenty (20) to thirty
(30) years and six percent (6%) have more than thirty (30) years.
4.4
Section B- The occurrence of defects on the building facilities and
services.
This section consist of twenty (20) statements referring generally on the
defects, the major causes of defects, the common type of defects and the various
constructive measures proposed to reduce the defects on the buildings. Respondents
were given choice to select their best response for each of the statement using licker
scale identification – 1-Strongly Disagree, 2- Disagree, 3- Neutral, 4- Agree & 5Strongly Agree. The ranking of status of statements through questionnaire to be
identified by respondents are as per table 4.5 below:
63
Table 4.5: Defect in the building facilities and services.
No
Statement
B1
Defects in newly completed buildings are fast becoming a serious
phenomena.
Whether zero defects or an aim towards achieving zero defects is attainable.
B2
B3
B4
B5
B6
Defects can be reduced if certain constructive measures and proactive steps
are taken
Even with minor defects, the operations of a quality may be impaired,
resulting in increased costs.
The major causes of defects on the buildings are due to poor design.
B7
The major cause of defects on the buildings are due to low quality of
workmanship
The major cause of defects on are due to poor supervision
B8
The major cause of defects on the buildings are due to substandard material
B9
The major cause of defects on the buildings are due to lack of co-ordination
among various parties
B10 The major cause of defects on the buildings are due to ignorance & lack of
successful maintenance programmes
B11 The common types of defect on the buildings are settlement
B12 The common types of defects on the buildings are structural detects and
cracks.
B13 The common types of defects on the buildings are water intrunsion / leakage
B14 The common types of defects on the buildings are disruption of power
supply
B15 The common types of defects on the on the buildings are sewerage and
drainage problem
B16 The common types of defets on the buildings are sanitary fittings and
plumbing problem
B17 The defects on the buildings can be reduce by increasing awareness among
the industry players
B18 The defects on the buildings can be reduced by increasing quality programs
in the local construction industry.
B19 The defects on the buildings can be reduce by increasing training programs
for local & foreign workers
B20 The defects on the building can be reduce by improving standard operational
procedures
64
Table 4.6 Shows the overall ranking of frequencies, descriptive statistic-means and
multidimensional scaling analysis - section B
Sec
B
STATEMENT
Total 0f strongly
Disagree &
Diaagree -1
Neutral-2
Total of Agree &
Strongly Agree -3
No
%
No
%
No
%
Mean
Rank
(%)
Rank
Mean
B1
Serious
4
6.6%
14
23.0%
43
70.5%
3.85
11
11
B2
Zero
12
19.7%
21
34.4%
28
45.9%
3.28
16
18
B3
If step taken
1
1.6%
5
8.2%
55
90.2%
4.39
1
1
B4
Increase cost
2
3.3%
7
11.5%
52
85.2%
4.03
2
4
B5
Poor design
14
23.0%
17
27.9%
30
49.2%
3.39
18
16
B6
Workmanship
2
3.3%
14
23.0%
45
73.8%
4.08
9
2
B7
Supervision
2
3.3%
13
21.3%
46
75.4%
4.05
4
3
B8
Material
1
1.6%
15
24.6%
45
73.8%
3.95
8
7
B9
Co-ordination
0
0.0%
16
26.2%
45
73.8%
3.97
7
6
B10
Maintenance
1
1.6%
18
29.5%
42
68.9%
3.84
12
12
B11
Settlement
15
24.6%
23
37.7%
23
37.7%
3.13
20
20
B12
Structural Cracks
11
18.0%
12
19.7%
38
62.3%
3.61
13
13
B13
Water leakage
3
4.9%
24
39.3%
34
55.7%
3.59
14
14
B14
Disruption of power
13
21.3%
22
36.1%
26
42.6%
3.26
19
19
B15
Sewerage & drain
8
13.1%
25
41.0%
28
45.9%
3.38
17
17
B16
Sanitary & plumbing
8
13.1%
19
31.1%
34
55.7%
3.44
15
15
B17
Awareness
2
3.3%
13
21.3%
46
75.4%
3.90
5
10
B18
Quality programme
3
4.9%
12
19.7%
46
75.4%
3.90
6
9
B19
Training
4
6.6%
9
14.8%
48
78.7%
4.00
3
5
B20
Procedures
2
3.3%
15
24.6%
44
72.1%
3.95
10
8
Total
4.4.1
108
314
Analysis base on Frequency Statistics
798
Rank
(MDS
)
65
The result of findings of questionnaire base on frequencies statistics are as
per table 4.6 below: Here the researcher, have conclude the findings into three (3)
main group from the five licker scale to get a more justified and logical result.
Firstly, the total disagree group (1) – consists of licker scale (1) Strongly Disagree
and (2) Disagree, Secondly (2) the neutral group- consists of licker scale (3) Neutral.
Thirdly (3), the totally agree group- consists of licker scale (4) Agree and (5)
Strongly Agree.
The results of frequency analysis reveals that totally agreed group are
accepted by the respondents. The result, base on percentage are ranked from the top
to bottom. The top three (3) statements attribute to the desirability of the respondents
- that is B3- Defects can be reduced if certain constructive measures and proactive
steps are taken (90.2%), B4- Even with minor defects, the operations of a quality
may be impaired (85.2%), B19- The defects on the buildings can be reduce by
increasing training programs for local & foreign workers. (78.4%)
Figure 4.5 Shows the overall ranking for statements in Section B
In general, figure 4.5: shows the overall ranking of statements after the
findings. Only 108 no of answers directed to group of strongly disagree and disagree
66
(9%), 314 no of answers directed to group of neutral (26%) and 786 no of answers
goes towards agree and strongly agree.(65%)
Table 4.7: Shows the overall ranking of descriptive statistics analysis - Defects
Serious
N
61
Min
2
Max
5
Mean
3.85
Std. Deviation
.833
Zero
61
1
5
3.28
.915
If steps taken
61
2
5
4.39
.714
Increase cost
61
2
5
4.03
.682
Poor design
61
2
5
3.39
.988
Workmanship
61
2
5
4.08
.862
Supervision
61
2
5
4.05
.825
Material
61
2
5
3.95
.740
Co-ordination
61
3
5
3.97
.706
maintenance
61
2
5
3.84
.711
Settlement
61
1
5
3.13
.846
Stuctural cracks
61
2
5
3.61
.971
Water leakage
61
2
5
3.59
.716
Disruption of power
61
1
5
3.26
.911
Sewerage & drainage
61
2
5
3.38
.778
Sanitary & plumbing
61
1
5
3.44
.807
Awareness
61
2
5
3.90
.724
Quality programme
61
2.0
5
3.89
.755
Training
61
2
5
4.00
.837
Procedures
61
2
5
3.95
.805
Statement
4.4.2
Descriptive statistics analysis (mean)
67
Table 4.6 and 4.7 shows the overall ranking of descriptive statistics analysis
–mean. Top essential factors that were recognized by this descriptive statistics are:
B3- Defects can be reduced if certain constructive measures and proactive steps are
taken (mean-4.39), B6- The major cause of defects on the buildings are due to low
quality of workmanship (mean- 4.08).
4.4.3
Multidimensional scaling
A two dimensional scaling configuration was carried out to get the best
significant factors as shown in figure 4.6. The strong factors are at the right top of
dimension one such as B6-The major cause of defects on the buildings was due to
low quality of workmanship. B10- The major cause of defects on the buildings are
due to ignorance & lack of successful maintenance program, B18-The defects on the
buildings can be reduced by increasing quality programs in the local construction
industry, B19- The defects on the buildings can be reduce by increasing training
programs for local & foreign workers, and B20-.The defects on the building can be
reduce by improving standard operational procedures. These factors are the most
important performance compared with the other three factors on the top left such as
B13- The common types of defects on the buildings are water intrunsion / leakage,
B15- The common types of defects on the on the buildings are sewerage and
drainage problem and B16-The common types of defects on the buildings are
sanitary fittings and plumbing problem
While the weak factors located at left bottom in line with dimension two (2)
such as B5- The major causes of defects on the buildings are due to poor design,
B11- The common types of defect on the buildings are settlement, B12- The
common types of defects on the buildings are structural detects and cracks and B14The common types of defects on the buildings are disruption of power supply
68
Derived Stimulus Configuration
Euclidean distance model
2.0
1.5
1.0
training
procedures
quality programme
maintenance
sanitary & plumbing
.5
w orkmanship
w ater leakage
sew erage & drainage
Dimension 2
0.0
aw areness
supervision
co-ordination
material
increase cost
serious
disruption of pow er
settlement
-.5
-1.0
if steps taken
stuctural cracks
poor design
-1.5
-3
-2
-1
0
1
2
3
Dimension 1
Figure 4.6 Shows the Multidimensional Scaling Configuration.
4.4.4
Conclusion of the analysis in section B
From the three (3) analysis it is possible to understand the multidimensional
scaling with its strong factors as mention earlier ( B6,B10,B18,B19 & B20) is very
much going forward with factors like training, workmanship, maintenance programs,
quality programs for local construction industry and standard operational procedures.
It is supported by analysis of frequency and mean with factors of training and
workmanship. But however, factors like steps taken to improve and supervision
strongly supported by frequency and mean were fell out in multidimensional scaling
but they will be use for critical moment.
69
The outcome of conclusion where the causes of defects which were identified
through the analysis can be conclude to be the same as outcome of research done by
Griffith (1990), who attribute range of problems due to
design, detailing,
specification,
supervision
legislation,
co-ordination,
communication,
and
constructability. On the statement about common defects in buildings, water leakage
is identified as one of the main factors as it is located at left top portion of
multidimensional scaling figure. It is supporter by research done by M.Y.L (2004),
shown that among the frequency of the occurrence of defects, water leakages ranked
the highest with 53%
4.5
Section C – The physical condition of the building facilities and services.
This section consist ten (10) statements referring generally on the physical
condition of the building facilities and services. Respondents were given choice to
select their best response for each of the statement using licker scale identification –
1-Replace, 2- Poor, 3- Fair, 4- Good & 5- Excellent. The ranking of status of
statements through questionnaire to be identified by respondents are as per table 4.8
below:
Table 4.8: Shows the statement of physical condition
No
Statement
70
C1
C2
C3
C4
C5
C6
C7
C8
C9
C10
Roofs
Framing, Floors, Foundation
Exterior walls, Finishes ,Windows & Doors
Interior Finishes, Trims
Plumbing
Heating, Ventilation, Air Condition
Electrical Power
Electrical Lighting
Life Safety Requirement (e.g emergency light)
Infrastructure
4.5.1 Frequency Statistics Analysis
The result of findings of questionnaire base on frequencies statistics are as per
table 4.9 below: Here the researcher also , have conclude the findings into three (3)
main group from the five licker scale to get a more justified and logical result.
Firstly, the total Replace & Poor group (1) – consists of licker scale (1) Replace and
(2) Poor. Second, (2) the fair group- consists of licker scale (3) fair. Thirdly (3), the
total good & excellent group- consists of licker scale (4) Good and (5) Excellent.
Table 4.9 Shows the overall ranking of frequencies, descriptive statistic-means and
multidimensional scaling analysis - section C
71
Sec C
STATEMENT
Total 0f
Replace &
Poor
Total of Good
& Excellent
Fair
No
%
No
%
No
%
Mean
Ran
k
(%)
Rank
Mea
n
C1
Roofs
4
6.6%
31
50.8%
26
42.6%
3.41
9
5
C2
Frame,floor,
Foundation
9
14.8%
19
31.1%
33
54.1%
3.41
4
6
C3
External wall finishes
9
14.8%
25
41.0%
27
44.3%
3.34
8
9
C4
Internal finishes
10
16.4%
24
39.3%
27
44.0%
3.34
10
10
C5
Plumbing
7
11.5%
27
44.3%
27
44.3%
3.34
7
8
C6
Air-condition
9
14.8%
22
36.1%
30
49.2%
3.36
6
7
C7
Electrical Power
8
13.1%
15
24.6%
38
62.3%
3.51
1
3
C8
Electrical Lighting
6
9.8%
18
29.5%
37
60.7%
3.54
2
1
C9
Safety Requirement
4
6.6%
22
36.1%
35
57.4%
3.52
3
2
C10
Infrastructure
7
11.5%
23
37.7%
31
50.8%
3.44
5
4
Total =610
73
226
311
The findings base on frequency analysis reveals that the total good &
excellent groups are largely selected by the respondents. Table 4.9 shows the result
of the analysis base on percentage that are ranked from the top to bottom..The top
three (3) statements attribute to the desirability of the respondents base on the good
facilities existed - that is C7 -Electrical Power, C8- Electrical Lighting and C9- Life
Safety Requirement
Ran
k
(M
DS)
72
Figure 4.7 Shows the overall ranking for statements in Section C
Figure 4.7: shows the overall ranking of statements after the findings. Only 73
no of answers directed to group of Replace & Poor (12%), 226 no of answers
directed to group of Fair (37%) and 311 no of answers goes towards Good and
Excellent. Therefore it indicates the building facilities and services at the Technical
Training Centre are mostly in good condition.
4.5.2
Descriptive statistics analysis (mean)
Table 4.8 and 4.9 shows the overall ranking of descriptive statistics analysis
–mean. Top essential factors that were recognized by this descriptive statistics are:
C8- Electrical Lighting (mean-3.54), C9- Life Safety Requirement (mean- 3.52) and
C7- Electrical Power.
73
Table 4.10: Shows the overall ranking of descriptive statistics analysis Physical Condition – Section C
Statement
N
Min
Max
Mean
Std. Deviation
Roofs
61
2
5
3.41
.692
Frame, Floor, Foundation
61
1
5
3.41
.824
External wall finishes
61
2
5
3.34
.793
Interior Finishes
61
2
5
3.34
.834
Plumbing
61
1
5
3.34
.772
Air Condition
61
1
5
3.36
.876
Electrical Power
61
2
5
3.51
.744
Electrical Lighting
61
2
5
3.54
.721
Safety Requirement
61
2
5
3.52
.648
Infrastructure
61
1
5
3.44
.827
4.5.3
Multidimensional scaling
A two dimensional scaling configuration was done to get the strong factors.
The strong factors are at the right top of dimension one such as shown in figure 4.8
.that are C3-Exterior walls, Finishes ,Windows & Doors and C6- Heating,
Ventilation, Air Condition. These factors deals more directly with items related to
physical condition. While the weak factors located at left bottom in line with
dimension two (2) such as C1- Roofs and C9- Life Safety Requirement which are
not very significant in effecting the physical condition.
74
Derived Stimulus Configuration
Euclidean distance model
1.5
plumbling
1.0
infrastructure
electrical
lighting
electrical
pow er
air condition
.5
external w all finish
interior finishes
0.0
Dimension 2
-.5
safety requirement
-1.0
frame,floor,foundati
-1.5
roofs
-2.0
-2
-1
0
1
2
Dimension 1
Figure 4.8 Shows the Multidimensional Scaling Configuration
4.5.4
Conclusion of the analysis in section C
From the three (3) analyses, the results of multidimensional scaling are
entirely different from the others. In frequency and mean analysis, the main factors
are C7, C8 and C9. But under the multidimensional scaling, its strong factors are C3
and C6 from derived stimulus configuration. The factors show that they were
physically in very excellent condition.
75
4.6.
Section D - The satisfactory level with present maintenance management
and services.
This section consist fourteen (14) statements requesting respondent to state
their satisfactory level with the present maintenance management and services.
Respondents were given choice to select their best response for each of the statement
using licker scale identification – 1-Very Unsatisfactory, 2- Unsatisfactory, 3- Fair,
4- Satisfactory & 5- Very Satisfactory. The ranking of status of statements through
questionnaire to be identified by respondents are as per table 4.11 below:
Table 4.11: Shows the statement of satisfactory level.
No
Statement
D1
Lighting
D2
D3
D4
D5
Air Condition
Ventilation
Indoor air quality
Acoustics for noise control
D6
D7
Flexibility of instructional space
Energy efficiency / conversation
D8
D9
D10
D11
D12
D13
D14
Physical security of the buildings
Exterior noise
Overall Preventive Maintenance
Overall cleaning Services
Overall Landscape Services
Overall waste disposal services
Overall pest control
76
4.6.1
Frequency Statistics Analysis
The data obtained from questionnaire are analyzed base on frequencies The
outcome of the statistics are as per table 4.12 below: Here the researcher, have
conclude the findings into three (3) main group from the five licker scale to get a
more justified and logical result. Firstly, the total of very unsatisfactory and
satisfactory group (1) – consists of licker scale (1) very unsatisfactory and (2)
unsatisfactory,. Secondly (2) the fair group- consists of licker scale (3) Fair, Thirdly
(3), the total satisfactory and very satisfactory group - consists of licker scale (4)
Satisfactory and (5) Very Satisfactory..
The result of the frequency analysis reveals that the total satisfactory and
very satisfactory group is accepted largely by the respondents. The result, base on
percentage are ranked from the top to bottom. The top three (3) statements attribute
to the desirability of the respondents - that is D1-Lighting (59.0%), D13- Overall
waste disposal services (54.1%) and D5- Acoustics for noise control (54.1%). It also
shows data of small percentage that respondents are very unsatisfactory with present
maintenance management and services. They are facilities like energy efficient
(18.0%), physical security (14.8%) and overall Preventive Maintenance.
Figure 4.9 shows the overall ranking of data after the findings. Only 83 no of
data are categorize under the very unsatisfactory and unsatisfactory group (10%),
where else 361 data is under group of fair (42%) and 410 no of data goes towards the
satisfactory and very unsatisfactory group.( 48%).
4.6.2
Descriptive statistics analysis (mean)
Table 4.12 and 4.13 shows the overall ranking of descriptive statistics
analysis –mean. Top essential factors that were recognized by this descriptive
77
statistics are: D1-lighting (mean-3.57), D14- pest control (mean- 3.52), D11cleaning services (mean-3.52), D5-Acoustics (mean-3.52) and D15-waste disposal
services
Table 4.12: Shows the overall ranking of frequencies, descriptive statistic-means
and multidimensional scaling analysis - section D
Sec
D
STATEMENT
Total 0f very
unsatisfactory
&
unsatisfactory
Totalof
satisfactory &
very
satisfactory
Fair
No
%
No
%
No
%
Mean
Rank
(%)
Rank
Mea
n
D1
Lighting
5
8.2%
20
32.8%
36
59.0%
3.57
1
1
D2
Air-condition
9
14.8%
23
37.7%
29
47.5%
3.31
8
11
D3
Ventilation
8
13.1%
23
37.7%
30
49.2%
3.36
6
10
D4
Indoor Air Quality
6
9.8%
24
39.3%
31
50.8%
3.41
5
9
D5
Acoustics
3
4.9%
25
41.0%
33
54.1%
3.52
3
4
D6
Space
6
9.8%
26
42.6%
29
47.5%
3.44
7
8
D7
Energy Effficient
11
18.0%
28
45.9%
22
36.1%
3.20
14
14
D8
Phsical Security
9
14.8%
27
44.3%
25
41.0%
3.30
13
12
D9
4
6.6%
29
47.5%
28
45.9%
3.46
11
7
D10
Exterior noise
Preventive
maintenance
10
16.4%
25
41.0%
26
42.6%
3.26
12
13
D11
Cleaning services
4
6.6%
25
41.0%
32
52.5%
3.52
4
3
D12
Landscape services
2
3.3%
31
50.8%
28
45.9%
3.48
10
6
D13
Waste disposal services
5
8.2%
23
37.7%
33
54.1%
3.51
2
5
D14
Pest control
1
1.6%
32
52.5%
28
45.9%
3.52
9
2
Total=854
83
361
410
Rank
(MD
S)
78
Figure 4.9 Shows the overall ranking for statements in Section D
Table 4.13 Show the overall ranking of descriptive statistics analysis Present maintenance management and services
Std.
Statement
N
Min
Max
Mean
Deviation
Lighting
61
2
5
3.57
.741
Air Condition
61
1
5
3.31
.992
Ventilation
61
1
5
3.36
.949
Indoor air quality
61
1
5
3.41
.804
Acoustics
61
2
5
3.52
.648
Space
61
1
5
3.44
.886
Energy efficiency
61
1
5
3.20
.980
Physical security
61
1
5
3.30
.937
Exterior noise
61
2
5
3.46
.721
Preventive maintenance
61
1
5
3.26
.854
Cleaning services
61
2
5
3.52
.721
Landscape services
61
2
5
3.48
.648
Waste disposal services
61
1
5
3.51
.788
Pest control
61
2
5
3.52
.673
79
4.6.3
Multidimensional scaling
A two dimensional scaling configuration was carried out to get the best
significant factors as shown in figure 4.10. The strong factors are at the right top of
dimension one such as D6-flexibility of instructional space,.D10-Overall preventive
maintenance and D13-Overall waste disposal services. These factors are more
important performance compared with the other factors on the top left such as D7Energy Efficient and D8- physical security. While the weak factors located at left
bottom in line with dimension two (2) such as D2-Air condition, D3-ventilation D4Indoor air quality
Derived Stimulus Configuration
Euclidean distance model
energy efficiencyphysical security
preventive maintenan
1.5
1.0
w aste disposal servi
space
.5
pest control
cleaning services
lighting
Dimension 2
0.0
air condition
-.5
indoor air quality
landscape services
ventilation
acoustics
exterior noise
-1.0
-1.5
-3
-2
-1
0
1
Dimension 1
Figure 4.10 Shows the Multidimensional Scaling Configuration
2
80
4.6.4
Conclusion of the analysis in section D
From the multidimensional scaling analysis it is strongly recommended the
waste disposal services to be given priority. Other than that, the facilities on
flexibility of instructional space and overall preventive maintenance were identified.
The overall preventive maintenance statement is equally supported by research done
by Nayanthara de silva et al., (2001) whereby maintainability of building has been
identified as one of the key areas in which construction industry in Singapore must
achieve significant improvement.
4.7
Section E - The common problems encounter with present maintenance
management and services.
This section consist twelve (12) statements requesting respondent to state the
common problems encounter with present maintenance management and services.
Respondents were given choice to select their best response for each of the statement
using licker scale identification – 1-Most Frequent, 2- Frequent, 3- Fair, 4- Less
Frequent & 5- Least Frequent. The ranking of status of statements through
questionnaire to be identified by respondents are as per table 4.14 below
81
Table 4.14 Show the statement of common problem with present maintenance
management – Section E
No
Statement
E1
Structure cracks
E2
E3
Waterproofing leakage
Internal wall (i.e. plaster loose, discolored, blistered, decoration, etc)
E4
E5
E6
E7
E8
E9
External wall (I.e. plaster loose, discolored, blistered, decoration, etc)
Roof (i.e. leaking, blocked rainwater pipes, sagging etc)
Internal fixture(i.e. timber decay, faulty door & window, broken door handle, etc)
Fire alarm system (false ringing, etc)
Electric installation (i.e lamp, plug, switch, Electrical short circuit etc)
Plumbing system (i.e. leaks at joint, mall function ball valves etc)
E10 Drainage system (i.e. blocked drains)
E11 Waste disposal
E12 Cleanliness of the building
4.7.1
Frequency Statistics Analysis
The data obtained from questionnaire are analyzed base on frequencies The
outcome of the statistics are as per table 4.15 below: Here the researcher, have
conclude the findings into three (3) main group from the five licker scale to get a
more justified and logical result. Firstly, the total of most frequent and frequent
group (1) – consists of licker scale (1) Most Frequent and (2) Frequent, Secondly (2)
the fair group- consists of licker scale (3) Fair, Thirdly (3), the total of less frequent
and least frequent - consists of licker scale (4) Less Frequent and (5) Least Frequent
The outcome of the frequency analysis shows that the common problems
encounter with present maintenance management and services are E1- Structure
cracks ( 45.9%), E2- Waterproofing leakage ( 32.99%), E3-Internal wall (i.e. plaster
loose, discolored, blistered, decoration, etc) ( 37.7%), E4-External wall (I.e. plaster
loose, discolored, blistered, decoration, etc) (39,3%). All these factors are justified
after they are listed in the most frequency and frequency group.
82
Table 4.15 Shows the overall ranking of frequencies, descriptive statistic-means and
multidimensional scaling analysis - Section E
Sec
E
STATEMENT
Total 0f Most
Frequent
& Frequent
Totalof Less
Frequent &
Least Frequent
Fair
Mea
n
Rank
(%)
Rank
Mea
n
No
%
No
%
No
%
28
45.9%
11
18.0%
22
36.1%
2.70
-1
11
E2
Structure cracks
Waterproofing
leakage
20
32.8%
26
42.6%
15
24.6%
2.92
-9
9
E3
Internal walls
23
37.7%
27
44.3%
11
18.0%
2.75
-7
10
E4
External walls
24
39.3%
29
47.5%
8
13.1%
2.64
-5
12
E5
Roof
17
27.9%
25
41.0%
19
31.1%
3.07
10
7
E6
Internal fixtures
13
21.3%
31
50.8%
17
27.9%
3.07
11
8
E7
Fire alarm system
10
16.4%
26
42.6%
25
41.0%
3.33
4
1
E8
Electric Installation
17
28.3%
19
31.7%
25
41.7%
3.11
2
6
E9
Plumbing system
13
21.3%
26
42.6%
22
36.1%
3.21
8
5
E10
Drainage system
11
18.0%
26
42.6%
24
39.3%
3.28
6
3
E11
Waste disposal
9
14.8%
27
44.3%
25
41.0%
3.31
3
2
E12
Cleanliness
10
16.4%
29
47.5%
22
10.6%
3.21
-12
4
Total =732
195
E1
302
235
Figure 4.11 below shows the overall ranking of statements after the findings. 195
data are in the of group of most frequency and frequency (27%), 302 data are in the
group of fair (415) and 235 data are in the group of less frequency and least
frequency (32 %.),
Rank
(MD
S)
83
Figure 4.11 Shows the overall ranking for statements in Section E
4.7.2
Descriptive statistics analysis (mean)
Table 4.15 and 4.16 shows the overall ranking of descriptive statistics
analysis –mean.
Top essential factors that were recognized by this descriptive
statistics are: E7- Fire alarm system (false ringing, etc) (mean-3.33), E9- Plumbing
system (i.e. leaks at joint, mall function of ball valves etc) (mean-3.21), E10Drainage system (i.e. blocked drains) (mean-3.28), E11- Waste disposal (mean-3.31)
and E12- cleanliness of the building (mean-3.21)
84
Table 4.16: Shows the overall ranking of descriptive statistics analysis Common problem with present maintenance management
N
Min
Max
Mean
Std. Deviation
Structure cracks
61
1
5
2.70
1.283
Waterproofing / leakage
61
1
5
2.92
.988
Internal walls
61
1
5
2.75
.977
External walls
61
1
5
2.64
.949
Roof
61
1
5
3.07
1.093
Internal fixtures
61
1
5
3.07
.892
Fire alarm system
61
1
5
3.33
.961
Electric installation
61
1
5
3.11
1.066
Plumbing system
61
1
5
3.21
.915
Drainage system
61
1
5
3.28
.951
Waste disposal
61
1
5
3.31
.904
Cleanliness
61
1
5
3.21
.915
4.7.3
Multidimensional scaling
The data were analyses through a two dimensional scaling configuration.
The best significant factors are selected such as shown in figure 4.12. The strong
factors are at the right top of dimension one such as E3- Internal wall (i.e. plaster
loose, discolored, blistered, decoration, etc) and E4- External wall (I.e. plaster loose,
discolored, blistered, decoration, etc). Besides that, the weak factors located at left
bottom in line with dimension two (2) such as B5- Electric installation (i.e lamp,
plug, switch, Electrical short circuit etc), E9- Plumbing system (i.e. leaks at joint,
mall function ball valves etc), E10 Drainage system (i.e. blocked drains), E11Waste disposal and E12- cleanliness of the building.
85
Derived Stimulus Configuration
Euclidean distance model
1.5
roof
1.0
fire alarm system
w aterproofing leakag
internal fixtures
.5
external
internal wwalls
alls
drainage system
0.0
structure cracks
Dimension 2
plumbling system
w aste disposal
-.5
clealiness
electric installatio
-1.0
-1.5
-2
-1
0
1
2
3
Dimension 1
Figure 4.12 Shows the Multidimensional Scaling Configuration
4.7.4
Conclusion of the analysis in section E
From the three (3) analysis, the multidimensional scaling has picked up
strong factors like E3 (internal wall) and E4 (external wall) which were also factors
pick up in the frequency analysis but left out in the mean analysis. However the
strong factor E7-fire alarm system (mean-3.33) in the descriptive analysis only
become a supportive to factors of multidimensional scaling.
CHAPTER 5
CONCLUSION AND RECOMMENDATIONS
5.1
Introduction
The main objective of this study is to identify the nature and kind of defects
due to various factors. Then to, incorporate strategic maintenance management
system for an effective maintenance of the buildings at the Technical Training
Centre. In the earlier chapter 3 and 4, a complete details of how the process of
research was done to obtain data and finally analyze it to obtain results relevant to
this research objectives. Now, in this chapter 5, all the findings will be examine to a
comprehensive conclusion and recommendations.
5.2 First objectives – to identify the various types and causes of defects.
5.2.1
The common types of defects on the buildings
More than 50% of respondents have supported the various types of defects as
stated below except defects due to settlement (frequency -37.7% & mean-3.13):
1)
The common type of defects on the buildings are structural defects and
cracks - this statement B12 is agreed, such as the frequency statistics
(62.3%), descriptive statistics mean (3.61)
87
2)
The common type of defects on the buildings are water intrusion/leakage this statement B13 is agreed, such as the frequency statistics (55.7%),
descriptive statistics mean (3.59) and multidimensional scaling (Dimension 1
+ 1.7027, Dimension 2 + 0.1425)
3)
The common types of defects on the buildings are disruption of power
supply -
this statement B14 is agreed, such as the frequency statistics
(42.6%), descriptive statistics mean (3.26)
4)
The common types of defects on the on the buildings are sewerage and
drainage problem - this statement B15 is agreed, such as the frequency
statistics (45.9%), descriptive statistics mean (3.38) and multidimensional
scaling (Dimension 1 -1.4293, Dimension 2 + 0.1537)
5)
The common types of defects on the buildings are sanitary fittings and
plumbing problem- this statement B16 is agreed, such as the frequency
statistics (55.7%), descriptive statistics mean (3.44) and multidimensional
scaling (Dimension 1
- 1.1340, Dimension 2 + 0.5563)
5.2.2 Defects due to various causes.
More than 70% of respondents have strongly supported the various factors as
stated below:
1)
The major causes of defects on the buildings are due to low quality of
workmanship- this statement B6 is strongly agreed, such as the frequency
statistics (73.8%), descriptive statistics mean (4.08) and multidimensional
scaling
2)
( Dimension 1 + 1.7027, Dimension 2 + 0.1425)
The major cause of defects on are due to poor supervision- this statement B7
is strongly agreed, such as the frequency statistics (75.8%), descriptive
statistics mean (4.05)
3)
The major cause of defects on the buildings are due to substandard materialthis statement B8 is strongly agreed, such as the frequency statistics (73.8%),
descriptive statistics mean (3.95
88
4)
The major cause of defects on the buildings are due to lack of co-ordination
among various parties- this statement B9 is strongly agreed, such as the
frequency statistics (73.8%), descriptive statistics mean (3.97)
5)
The major cause of defects on the buildings are due to ignorance & lack of
successful maintenance programs- this statement B10 is strongly agreed,
such as the frequency statistics (68.9%), descriptive statistics mean (3.84)
5.3
Second objectives -to incorporate maintenance management system for an
effective maintenance of the buildings
5.3.1 An effective maintenance of the buildings
For an effective maintenance of the buildings, the researcher carried out three
(3) aspects of findings before deciding maintenance management system.
Firstly- the Physical condition of the building facilities and services. More
than 51% of data collected have strongly supported that the physical condition of the
building facilities and services are good and excellent. 37 % % of data have stated
fair while 12% of data have demanded for replace. Physical Condition that needed to
improve at the moment are life safety requirement and roof material. Proposal for
long lasting and good services of the facilities is essential.
Secondly- the satisfactory level of present maintenance management and
services More than 48% of data have supported on the satisfactory level, 42 % of
data goes to the status of fair and 10% of them go for unsatisfactory level. However,
good facilities services are needed.
Thirdly -The common problems encounter with present maintenance
management and services. About 27 % of data have supported on the satisfactory
level, 42 % of data goes to the status of fair and 10% of them go for unsatisfactory
level. However, good facilities services are needed. The main common problems
89
arises during the analysis are structure cracks (45.9%).waterproofing leakage
(32.8%), Internal wall (i.e. plaster loose, discolored, blistered, decoration, etc)
(37.7%) and External wall (i.e. plaster loose, discolored, blistered, decoration, etc)
(39.3%)
5. 4
Observation at Site
The researcher had the best information of the two (2) centres since involve in
the construction stage to completion stage of the projects. Basically the outcome of
the research survey implies the similarities of what the actual type of defects and
causes of defects found at the sites. Defects like structure cracks(45.9%),
waterproofing leakage (32.8%), defects on external walls (39.9%), defects on
internal walls(37.7%) and fire alarm system( 16.4%) which were identified by the
research survey are very much common defects problems occurs frequently at both
the centres. This is further seen on the causes of defects due to workmanship which
is identified under multidimensional scaling configuration as the main factor is again
proven at the site because of workmanship is the cause of shoddy works and
followed by supervision and material used.
5.5
Conclusion
Based on the conclusion of all supportive factors as mention in 5.2.1, 5.2.2, 1
and 5.3.1 above, the objectives of research is achieved almost 75%. Basically the
Facilities Management idea is being carried out at the early stage on the scope of
housekeeping especially at the Technical Training Centre, in Taiping, Perak Darul
Ridzuan. On the other side, at the Technical Training Centre, in Jerantut, Pahang
Darul Makmur the idea of FM is at the awareness level.
90
Now with the number of defects and causes of it has been identified and
together with the common problems and satisfactory level of present maintenance,
management services, the proposal for further improvement of the condition of
buildings with proper maintenance system to avoid defects can be forwarded to the
client department. To go further, need to explain the followings:
1)
Present building condition base on result obtain (defects and maintenance
problem) are evaluated with condition standard benchmarks.
2)
Before assigning the type of maintenance to the building asset, the
department must carefully consider what they require of the asset.
3)
Determination of actions to mitigate any immediate risk (defects) until
remedial works can take place.
4)
Identification of maintenance works (more to FM values) to bring the
condition of building and services in order of priority.
This research has open up the road to key success factors for maintenance
establishment to the Technical Training Centres. It leads the way for consideration of
successful
implementation
of
departmental
assessment ratings and strategic maintenance plan.
maintenance
policy,
condition
91
REFERENCES
Ahmad Bin Ramly (2004), Panduan Kerja-kerja Pemeriksaan Kecacatan
Bangunan.
Ad Straub (2002), Using a condition dependent approach to control cost and
performance
Anthony M. Smith and Glenn R.Hincheliffe (2004), RCM-Gateway to World Class
Maintenance.
Barrie Chanter & Peter Swallon (2007), Building Maintenance Management,
Second Edition
Chew M.L.Y. (2004), Defect analysis in wet areas of building
Donn W.Brown (1996), Facilities Management: The Manager’s Practical Guide
and Handbook.
David S.Watt (2007), Building Pathology, Second Edition
Greogory H.Mogue (1998), Facilties Maintenance Management
James Douglas and Bill Ransom (2007), Understanding Building Failures, Third
Edition
Josephson, E & Y. Hammarland (1998) The Causes and Costs of Defects in
Construction
Government Asset Management Manual, 2009
JKR Strategic Frameworks (2007-2010)
Keith Alexander (1997), Facilities Management: Theory and Practice
Leong, K.C.- EAROPH Honorary President and Head of EAROPH-APIGAM, The
Essence of Good Facilities Management.
Maizan Bin Baba (2009), Facilities Management: A Collection of Proceedings &
Articles.
Nayanthara de Silva et al(2004), Improving the maintainability of Buildings in
Singapore
92
Plowman, C. (1991), Investigation of Defects in Construction and Building
Materials – some old and new methods
Quah and Lee King (1998), Facilities Management and Maintenance: A Way Ahead
Into the Millennium
Rachel Becker (1991), Research and Development Needs For Better Implementation
of the Performance Concept in Building
Terry Wireman (1991), Total Productive Maintenance: An American Approach.
Zaiton Ali –Corporate Real Estate: Another Real Estate Area.
.
.
UNIVERSITI TEKNOLOGI MALAYSIA & JABATAN KERJA RAYA
FACILITY MANAGEMENT APPROACH TO ENHANCE
MAINTENANCE MANAGEMENT AT THE ADVANCE TECHNICAL TRAINING CENTRES -ADTEC
(Pusat Latihan Teknologi Tinggi Taipng, Perak D.R & Jerantut, Pahang D.M )
Datuk/Dato'/Datin/Tuan/Puan/Cik yang dihormati,
Salam sejahtera dan 1 Malaysia.
In the completed government buildings, there seem to be norms for the occurrence of defects. The only difference
between them is how sooner or later it occurs and how bad the condition of it. In recent times, there has been a
barrage of defects rapidly occurring on the buildings at the two selected Advance Technical Training Centre. There
are many factors influencing the occurrence of defects and leads to many problems. These delays the daily
functionality of the organization, causes extra cost for repairs to the clients, extra workload, paperwork and
monitoring process by JKR personnel and finally lead to complaint from all level of government servants. The
adoption of Facility Management practice takes a positive look forward both at what the future holds and at possible
steps in changing the ways in which services are delivered. Under the building condition assessment rating system, a
more reliable information about performance loss and defects in the building can be achieved. So this survey
exercise is carried out to assess the main causes of defects and solution toward developing a maintenance strategy
and a program of regular condition assessment for building performance and reporting purposes.
Please read the entire survey form carefully and answer the questions. This survey is for academic purposes only and
the information collected will be treated as strictly confidential. Your kind co-operation in making this survey a
success in my study is very much appreciated.
Thank You in advance
Rajandran
Bahagian Senggara Persekutuan Negeri
Ibu Pejabat JKR Perak
Jalan Panglima Bukit Gantang Wahab
30000 Ipoh,
Perak Darul Ridzuan
No. Fax
No. Tel. Pejabat
No. Tel. Bimbit
No. Tel. Bimbit
:
:
:
:
05-5227826
016-5689912
Rajandran@jkr.gov.my
1/5
SECTION A: Respondent Background
Respondent's Name
: _____________________________________________
Position's in Dept/Firm : _____________________________________________
Tel No: ___________________________
1.
What is the category of sector you belong to
Client or End-user
Implementor (JKR)
Consultant
Contractor
Others, please specify
2.
Please state your professional background
Engineer (Civil/Mechanical/Eletrical) (omit those not related)
Architecture
Quantity Survey
Lecturer
Others, please specify
3
Working experience in field of
Building project management
Maintenance management
Facility management
Education /Lecturing
Others, please specify
4
Years of working experience
< 5 tahun, please specify
5 year - 9 year
10 year - 19 year
20 year - 30 year
> 30 year, please specify
2/5
SECTION B: The Occurrence of Defects in the Building Facilities and Services
Please choose your best response for each of the statement using scale identification
1-Strongly Disagree, 2-Disagree, 3-Neutral, 4-Agree & 5-Strongly Agree
No
STATEMENT
a
Defects in newly completed buildings are fast becoming a
serious phenomena.
Whether zero defects or an aim towards achieving zero
defects is attainable.
Defects can be reduced if certain constructive measures
and proactive steps are taken.
Even with minor defects; the operations of a quality may be impa
impaired, resulting in increased costs
The major cause of defects on the buildings are due to
poor design.
The major cause of defects on the buildings are due to
low quality of workmanship
The major cause of defects on the buildings are due to
poor supervision
The major cause of defects on the buildings are due to
substandard material
The major cause of defects on the buildings are due to
lack of co-ordination among various parties
The major cause of defects on the buildings are due to
ignorance & lack of successful maintenance programmes
The common types of defect on the buildings are
settlement.
The common types of defect on the buildings are
structural defects and cracks.
The common types of defect on the buildings are
water intrusion/leakage
The common types of defect on the buildings are
disruption of power supply
The common types of defect on the buildings are
sewerage and drainage problem.
The common types of defect on the buildings are
sanitary fittings and plumbing problem
The defects on the buildings can be reduce by increasing
awareness among the industry players.
The defects on the buildings can be reduce by increasing
quality programme in the local construction industry.
The defects on the buildings can be reduce by increasing
training programme for local & foreign workers
The defects on the buildings can be reduce by improving
standard operational procedures
b
c
d
e
f
g
h
i
j
k
l
m
n
o
p
q
r
s
t
1
3/5
2
3
4
5
SECTION C: The physical condition of each of the building Facilities and Services
Please choose your best response for each of the statement using scale identification
1-Replace, 2-Poor, 3-Fair, 4-Good & 5-Excellent
No
a
b
c
d
e
f
g
h
i
j
STATEMENT
1
2
3
4
5
4
5
Roofs
Framing, Floors, Foundation
Exterior walls, Finishes, Windows & Doors
Interior Finishes, Trims
Plumbing
Heating, Ventilation, Air Condition
Electrical Power
Electrical Lighting
Life Safety Requirement ( e.g emergency light)
Infrastructure
SECTION D: The satisfactory level with present Maintenance Management & Services
Please choose your best response for each of the statement using scale identification
1-Very Unsatisfactory, 2-Unsatisfactory, 3-Fair, 4-Satisfactory & 5-Very Satisfactory
No
a
b
c
d
e
f
g
h
i
j
k
l
m
n
STATEMENT
1
Lighting
Air condition
Ventilation
Indoor air quality
Acoustics for noise control
Flexibility of instructional space
Energy efficiency / conservation
Physical security of the buildings
Exterior noise
Overall Preventive Maintenance
Overall cleaning services
Overall Landscape services
Overall waste disposal services
Overall pest control
4/5
2
3
SECTION E: The common problems in present Maintenance Management & Services
Please choose your best response for each of the statement using scale identification
1-Most Frequent, 2-Frequent, 3-Fair, 4-Less Frequent & 5-Least Frequent
NO
a
b
c
d
e
f
g
h
i
j
k
l
STATEMENT
1
2
3
4
5
Structure cracks
Waterproofing leakage
Internal wall (i.e. plaster loose, discoloured,
blistered, decoration, etc)
External wall (i.e. plaster loose, discoloured,
blistered, decoration, etc)
Roof (i.e. leaking, blocked rainwater pipes,
sagging etc)
Internal fixture(i.e. timber decay, faulty door
& window operation, broken door handle, etc)
Fire alarm system (false ringing, etc)
Electric installation (i.e. lamp, plug, switch,
Electrical shortcirciut etc)
Plumbing system (i.e. leaks at joint, mall
function ball valves etc0
Drainage system (i.e. blocked drains)
Waste disposal
Cleanliness of the building
SECTION F: Facility Management (FM) approach toward maintenance management using
Condition Assessment Rating
Please choose your best response for each of the statement using scale identification
1-Strongly Disagree, 2-Disagree, 3-Neutral, 4-Agree & 5-Strongly Agree
No
a
b
c
d
e
f
g
h
i
j
STATEMENT
1
2
3
4
FM is an emerging discipline that is getting
recognition day by day
FM embraces the concepts of cost-effectiveness,
productivity improvement, efficiency & quality of life
FM life cycle mainly consist of planning, acquisition,
operation & maintenance and disposition.
Condition standard are benchmarks against which are
building assessment result are evaluated.
Condition Assessment Rating identify defects and
performance loss.
Condition Assessment Rating usually carried out by
qualified Building Inspectors.
Do you look forward for the Condition Assessment
Rating under the FM system.
Condition Assessment Rating provide information
needed for maintenance strategy.
Through Condition Assessment Rating the acceptance
criteria can be identified.
The performance loss in maintenance are distinguised
and linked to different kind of maintenance activities.
THANK YOU SO MUCH FOR THE TIME AND CO-OPERATION SHOWN IN ANWSERING THIS QUESTIONAAIRE.
5/5
5