Chapter 1
1. Introduction
This chapter describes the research context of the thesis, identifies the research problems, lists
the research purpose, objectives, and questions, and explains the research’s scope, limitations,
and structure.
1.1 Background
This section’s description includes both theoretical and practical background, as shown in
figure 1.1, followed by a summary of the problem statement in the following sections.
Traditional maintenance, 1st,
2nd , 3rd Generation of
Maintenance
eMaintenance, Smart
Maintenance, IoT,
4th Generation of
Maintenance
Research Motivation:
Case Study Organisation
Facilities Management,
Building Maintenance
Theoretical Background
Problem Statement
Practical Background
Figure 1: Theoretical and practical background.
1.1.1 Traditional Maintenance & Generations of Maintenance
To be competitive, organisations must perform at levels above the average and their
competitors. As a result of a rapidly changing customer-demanding environment, there is the
need for organisation requirements to improve and increase service quality, reduced throughput
time, and enhance operating effectiveness for a high maintenance performance. Most
organisations require maintenance activities in various forms to ensure a safe, reliable, and
efficient operations of their facilities.
Maintenance is required to increase an organisation’s operational effectiveness, revenues, and
customer satisfaction, whilst reducing its overheads, and operating expenditure. This is the
biggest challenge facing most facilities management (FM) organisations today during the
recent Covid-19 pandemic, and for this, it is critical to ensure that the maintenance strategies
or techniques implemented are aligned with the current maintenance best practices.
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Maintenance has evolved over the years, through the 1st, 2nd, 3rd, and 4th generations (Moubray,
1995). Dunn (2003), highlights the focal points of the four major ‘generations’ of maintenance.
The first focuses on run-to-failure and repair activities, the second on improving maintenance
planning and scheduling, and the third on predicting, preventing, and avoiding equipment
breakdowns. Instead of prediction or prevention, the ‘fourth’ generation of maintenance will
focus on elimination.
Figure 2: Maintenance Generation. Source: Marshment (2018).
Marshment (2018) also mentions that the prevalent maintenance technique of the first
generation was to fix equipment when it broke down, whilst in the second generation, both
scheduled preventative maintenance and mechanisms for planning and scheduling work were
then introduced. The third generation was marked by the broad implementation of condition
monitoring and decision-supporting technologies. These generational shifts were brought about
by technological advances, research, a great understanding of how equipment fails, and the
many approaches necessary to manage these failures.
According to Moubray (1995), there is a new paradigm shift when it comes to how maintenance
function and physical asset management have evolved over the last 40 years. The old maxim
indicates that the main objective of the maintenance function is to optimise the assets
availability at minimum cost, whilst the new maxim indicates that the maintenance function
affects all aspects of a business effectiveness, safety, environmental integrity, utility efficiency,
service quality and customer service and not just the assets availability and cost.
An inefficient maintenance operation will affect the operational capability of a building’s
physical assets by reducing customer satisfaction, service levels and quality, while increasing
the operating cost. Maintenance cost has been rising steadily over the past decades, in absolute
terms and as a proportion of the total expenditure. In the building services industry,
maintenance cost is the highest cost element of an organisation total overheads and have
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transitioned from nowhere to the top of the control priority over the last 40 plus years.
Moubray (1995) further also mentions that as the dependence of man on physical assets
continue to grow so too does the cost to operate and to own them, and to extract the maximum
return value on investment from the assets, they must be in a working condition for as long as
they are needed. This further means that, maintenance now plays a pivotal role in the
preservation of all aspects of the physical, financial, and competitive nature of an organisation,
necessitating the need for maintenance professionals, their organisations to equipment them
with the tools needs to address maintenance issues continuously and proactively.
1.1.2 Facilities Management & 4th Generation of Maintenance
One of the key deliverables of the facilities management department of a real estate
organisation is to improve the quality and delivery of real estate services to its customers
through better utilisation and management of the organisation’s assets. This is achieved through
the application of suitable maintenance strategies to maintain the organisations building assets
made up of mechanical, electrical, plumbing, fire components through either an inhouse
dedicated maintenance team or an outsourced maintenance service provider. A major challenge
is, what is the best maintenance strategy to implement, and how these maintenance activities
can be successfully managed and implemented in a cost-effective manner.
Facilities management (FM) is the strategic coordination and integration of an organisation’s
people, premises, processes, and information technology. Facility management, sometimes
referred to as FM, is a specialised field that focuses on providing support to humans. It ensures
the functionality, comfort, safety, sustainability, and efficiency of the built environment, which
consists of the buildings in which humans work and live as well as the building components
and infrastructure that are within and surrounds those buildings (IFMA, 2022). According to
(ISO 41911:2017(EN), 2017), the terms facility management and facilities management can be
used interchangeably and defines FM as an organisational function that combines people, place
and process within the built environment for the objective of improving the quality of life of
people and the efficiency of the core business productivity.
This cross functional team works to ensure that all aspects of an organisation, from the front
desk to the boardroom, operate smoothly due to facilities managers, who are responsible for
ensuring the organisation; health and safety by directing efforts towards the optimal operational
of the building infrastructure (IFMA, 2022).
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Maintenance management, one of the activities undertaken by facilities managers in facilities
management organisations (FMO) face several challenges such as poor standard of
maintenance works by contractors, lack of qualified inhouse maintenance technicians,
inadequate maintenance budgets, limited or no use of information technology (IT) in the
monitoring, control, and implementation of maintenance techniques (Hassanain et al., 2013:
Al-Turki, 2011).
The management of maintenance operations of the built facilities is no longer a standalone
activity and has assumed a strategic position in facilities management organisations (FMO),
where the primary concern is the provision of safe operating environments for its occupants be
it staff, visitors, and tenants and a key aspect of effective maintenance management of the
facilities assets and equipment (Adamu & Shakantu, 2016). White (2013) mentions operations
and maintenance as one of the core competencies that every facilities management practitioner
should have, stating that it is that hard and soft FM operation, which include the planned and
managed preventive maintenance of the real estate portfolio, the maintenance building services
and systems.
According to Amaratunga & Baldry (1995), the establishment and maintenance of a facility
assets’ life cycle to meet the FMO is a critical area whilst Adamu & Shakantu (2016) also
maintains that facilities maintenance management is very importance to most organisations in
today’s highly industrialised world and cannot be over-emphasised. Maintenance concept has
moved from been a purely technical and reactive nature to one of an operational yet strategic
function. Maintenance management in modern facilities requires strategic management skills
that go beyond the capabilities of conventional maintenance (Lee & Scott, 2009).
According to Marshment (2018), we are currently experiencing the fourth generation of
maintenance evolution. One that is causing a dramatic shift in the skills and competencies
required for reliability and maintenance engineering and another that is undermining
maintenance failure management strategy. The adoption of predictive analytics marks the
beginning of the fourth generation. So why has this trend suddenly become so popular? The
‘Cloud’ contains the key to finding the answer. Equipment used in modern manufacturing
plants are heavily instrumented, and these instruments can generate enormous amount of data.
However, these data are frequently unavailable to the maintenance teams and also the
computing power of older computer systems to process and present these data posed a
challenge. With the advent of cloud computing platforms, most maintenance teams can now
access high performance computing that is capable of quickly processing any quantity of data.
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The subject of predictive analytics has been fully transformed because of the almost universal
availability of the cloud. These methods are increasingly being used to forecast failures for
even the most complicated and difficult to comprehend failure scenarios. Because of this,
decision-making process for maintenance methodologies are drastically altered because it is
now potentially technically feasible to forecast practically any equipment failure, however this
does not mean that it is worth doing (Marshment, 2018).
Dunn (2003) argues that the fourth-generation strategy will focus more on failure elimination
than failure prediction or prevention. It puts more emphasis on being proactive than reactive.
1.1.3 E-Maintenance (Smart maintenance)
Information technology (IT) has altered the manner in which businesses are conducted,
similarly to other industries, maintenance has benefited from the emergence of IT (Saari, 2019).
Since the early 2000s, the term E-maintenance has since become ubiquitous in the field of
maintenance studies. Researchers have variously referred to e-maintenance as a strategy, plan,
a type of, or a support system (Iung et al., 2009).
There is an abundance of digital information available to us today. These range from everyday
tasks such as flying drones, self-driving cars, traffic navigation etc. All these are possible due
to numerous digital and information technologies, which have become adept at computing,
storing and communicating information (Hilbert & Lopez, 2011).
Digitalised manufacturing has long been used to transform manufacturing production lines,
leading to significant improvements in productivity (Dalenogare et al., 2018; Monostori et al.,
2016).
Digitalised manufacturing is also characterised by advanced manufacturing technology,
availability of big data, the Internet of things (IoT), 3D printing cloud computing, Cyberphysical systems etc (Lundgren, 2021), also known as the industry 4.0 technologies, see Figure
3 (Saturno et al., 2017). High levels of automation between production personnel and
equipment with constant information exchange are possible with industry 4.0 methodologies,
allowing for the decentralisation of production decisions (Hermann et al., 2016) and control
into an autonomous system (Lundgren, 2021).
Since the introduction of industry 4.0 methodologies, more and more manufacturing firms are
applying the technologies to enhance their business values and performance. And as with all
production or manufacturing systems, the issue of maintenance needs to advance from being a
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low priority enabler to becoming a lead enabler of high performance in the digitalised
environments. It is this advancement of maintenance that is referred to as Smart maintenance
and without the maintenance of critical equipment, these manufacturing industries will all halt
operations (HSO, 2022). “Smart maintenance” is maintenance in digitalised manufacturing
according to Bokrantz et al., (2020) and research regarding maintenance technologies for
digitalised manufacturing is increasing.
Figure 3: Industry 4.0 Technologies. Source .
Figure 3 shows the utilising of cutting-edge technologies like big data analytics, IoT, RFID
technologies, cloud computing, mobile technologies etc, in Industry 4.0 or Smart maintenance
technology (Saturno et al., 2017), making sure that all equipment and machinery needed for
production are always operating at 100% efficiency (Delware, 2022). Organisations must
quickly and efficiently deliver high-quality products in today’s highly competitive market.
Both downtime and faulty equipment or machinery that lowers production quality are disasters
and consequently, superior maintenance is important. Maintenance activities are becoming
increasing intelligent thanks to advancement like big data applications, IoT, machine learning,
augmented reality etc (Delware, 2022).
The COVID-19 pandemic during the last plus 12 months, has exposed several vulnerabilities
in various sectors from the manufacturing, supply chain, and many things that was once thought
of as impossible become possible due to the need to keep production lines and operations
moving, remote working become the new normal. This was possible due to the digitalisation
of the manufacturing industry, through Smart maintenance solutions, which not only allowed
these organisations to improve their services but to even create new business models during
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the pandemic.
A suitable option to carry out maintenance activities during this period, could have been the to
leverage on the capabilities of Smart maintenance to ensure that maintenance activities are
continued to be carried in a more successfully and cost-effective manner. The following
questions can also be addressed – what are the key issues of Smart maintenance? How do they
impact maintenance activities? How best can the concept be implemented and what are its
quantifiable cost benefits.
One of the key scopes of facilities management is the management of the built asset within the
facilities through maintenance strategies. The FM industry was one of the hard hits during the
pandemic when lockdowns were imposed, most facilities had to be closed down, equipment
not maintained etc all because the FM industry was not prepared. FM plays a key role in the
sustainability of organisations but has lagged in the application of technology, such Smart
maintenance, use of the internet of things, big data etc in modernising how assets are to be
maintained into the future.
1.1.4 Research Motivation
The motivation for the research was to explore the key components of a Smart maintenance
concept, its application in FM and to develop a comprehensive framework which can be used
by Asset operations department (AOD) of Saif Al Ghurair Real Estate (SAGRE), which is the
case study organisation in the management of their built assets. (Aleger Global, 2022) defines
Smart maintenance simply as the use of digital tools to improve the efficiency of maintenance
activities with contribution to increased value creation and revenue for the organisation. Smart
maintenance allows the maintenance team to detect equipment/machine problems and faults,
identify the location of the problems or faults, and repair it before it actually breaks down,
shutdown the plant and potentially the organisation (HSO, 2022). The collection of
equipment/machine data and linking of these data from the plant, buildings or facilities is the
heart of Smart maintenance (Aleger Global, 2022). Sensors are installed in the infrastructure
network, on the equipment/machines, to continuously record their functionality and
performance data, then relay the data to digital applications, usually a centralised application
platform (Aleger Global, 2022).
I believe that if the facilities management industry is to thrive, and not to be seen as a cost
centre, it needs to radically develop and modernise, to adopt the concept of digitalised
manufacturing (Smart maintenance) to significantly improve the FM services delivery and
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quality, reducing resources and maintenance costs, continuous improvement and value adding
whilst ensuring end-user satisfaction are always maintained. This view is also supported by
(Adamu & Shakantu, 2016), who stated that senior management have been compelled to
acknowledge maintenance as a crucial management function due to factors like technological
advancements, the lean production concept, competition, and sustainability concerns whether
in manufacturing or facilities management. Fiix (2021), argues that regardless of the industry,
it is now essential to constantly develop and modernise, and this applies to maintenance,
whether in manufacturing or facilities management.
Motivation for the research
The research project “Smart maintenance within a Facilities Management Environment: A UA
Case Study” served as the inspiration for the research study. The main goal of this research is
to suggest how an integrated smart maintenance system, including development,
implementation, assessment and optimisation can be used to reduce maintenance cost, reduce
energy cost for HVAC system, whilst improve the case study maintenance process through
digitalised maintenance.
Dubai-based Al Ghurair is a family-owned conglomerate founded over six decades ago. The
Al Ghurair Group was established in 1960 by Saif Ahmed Al Ghurair in order to unite the
diverse and growing business interest of the family. Under his direction, the Group expanded
into a number of industries, including manufacturing, real estate and retail. Each venture was
evaluated according to how well it could advance the Group’s and Dubai’s economies, a
strategy that was very beneficial to all stakeholders involved (AGRE, 2022).
Saif Al Ghurair Real Estate (SAGRE), which owns a sizable portfolio of land and buildings in
the United Arab Emirates, making its living primarily from the real estate industry. The
BurJuman centre in Bur Dubai, one of the most well-known and prestigious mixed used
developments in the Emirate, is the flagship property of the company(AGRE, 2022).
SAGRE has a real estate portfolio made up of retail, commercial (offices & warehouses) and
residential buildings. The retail portfolio consists of two (2) malls: BurJuman centre and Reef
mall, whilst the commercial portfolio is made up of three (3) high-rise office blocks and
fourteen (14) warehouses and the residential portfolio has forty-two (42) low to mid-rise
apartments and various compounds of residential villas.
The Asset operations department (AOD) is the business unit tasked with the overall asset
management of all SAGRE portfolio. This includes the provision of facilities management
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services for all occupants of these portfolios as well as the maintenance of all building services
and equipment. The equipment under the AOD maintenance regimes includes all mechanical,
electrical and plumbing (MEP) equipment, specialised systems such as fire alarm and fighting
systems, elevators and escalator, chillers etc amongst others.
The researcher worked at SAGRE within the Asset operations department, with one of the main
roles being the overall management of SAGRE real estate assets. Along with a maintenance
team, the researcher is responsible for the optimal operational of all retail, residential,
commercial buildings and its associated building services components of mechanical, electrical
and plumbing (MEP) assets. The department is management by an asset operations director,
two FM (hard and soft) managers and three engineers (2-mechanical & electrical), Operations
team (9-off), QHSE team (3-off), a security manager, and a computer aided facilities
management (CAFM) administrator, see figure 4. The asset operations department uses a
combination of inhouse and outsource models in the FM services delivery. Outsource services
such as technical, housekeeping and cleaning etc are provided by third party FM service
providers. There are numerous challenges that were observed that span over management,
technical and financial. Of particular interest to the researcher, are the ever-rising cost of
maintenance, lack of skilled maintenance resources, limited use of technology, frequent break
down of equipment and the reactive nature of the maintenance activities performed.
Figure 4: AGRE Asset Operations Organisational Structure.
AGRE Maintenance
Asset management (AM) or the management of an organisation’s physical infrastructure is all
about putting an asset management strategy into action and as defined by (DiConnex, 2021) as
taking targeted steps to raise the value of an asset or a portfolio of real estate and involves
9
active management, planning, maintaining, execution and control of the asset. Maintenance is
a critical component of that AM strategy. This involves the decisions that are made to
implement the strategy and manage the people, processes and physical assets of the
organisation (Campbell & Reyes-Picknell, 2016).
In maintenance management, strategy frequently refers to the tactical decisions regarding how
to manage specific physical assets. Decisions to employ preventive or predictive maintenance
techniques are typically referred to as maintenance strategies for the equipment to which they
are applied. Either way, the maintenance strategy should support the asset management strategy
(DiConnex, 2021).
The maintenance management framework (MMF) used at AGRE is very similar to (Grubb &
Takang, 2003) maintenance management framework, see figure 4. The AGRE MMF has four
(4) main areas: business requirements, maintenance strategy, maintenance execution and lastly
the deliverables.
The MMF primary goals are to ensure that AGRE buildings and assets are adequately
maintained, risks are well-managed, the maintenance department takes a more strategic role in
the maintenance of AGRE asset of buildings, and the company has access to relevant
information for the monitoring of its building’s maintenance, condition and performance.
The management-in-use phase, which is when the actual maintenance of the building asset
takes place, is the primary focus of the maintenance management framework.
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Figure 4: AGRE Maintenance Management Framework. Source: (Grubb & Takang, 2003)
However, on close inspection of the maintenance practices and available documentation, it was
observed that there are lots of inefficiencies in the maintenance activities as well as numerous
signs of bad maintenance culture within the organisation. The inefficiencies ranges from high
equipment breakdowns, as close to 82% of equipment failures over the last 2 years could not
be prevented by the use of traditional preventive maintenance strategies, the lack of detail
preventive maintenance plans or if the preventive maintenance plans are available, they do not
cover all the organisation equipment found in its asset registers, high maintenance cost arising
from the frequent failures with operational consequences directly impacting customer
satisfaction resulting in high tenants turnover in the retail and residential portfolios and nonoperational consequences that affect the organisations expenses in the form of high and urgent
repairs and replacement of equipment parts, refunds and early termination penalties, high
energy cost from obsolete inefficient energy machines and equipment such as chillers and other
air condition components, non-availability of maintenance data for the maintenance teams,
hence no planning or capital replacement plans for ageing equipment or life cycle analysis
could or were carried out, which means the team are always in a fire fighting (reactive) mode,
11
no maintenance technology were employed in the execution of maintenance activities as the
team relied heavily service provider technicians to physically record equipment operation data
traditional measuring tools and using Microsoft excel to record and store the data, thus the data
is decentralised and often not available when need.
In addition, the following are traits of a bad maintenance culture; apathy, blame, tension
between the operations and maintenance, frustration or anger, mistrust, high staff turnover,
time and resources waste, excessive personnel errors, an ageing work order backlog and
frequent unscheduled maintenance activities (Fitch, 2020).
1.2 Problem Statement
As discussed in the previous section, SAGRE is facing new and complex challenges that
necessitate the development of a digitalised and modernised maintenance management of its
built assets in the facilities management environment. The following problems have been
identified in an exploratory study based on discussions in Chapter 1 and follow on in Chapter
2:

Problem 1: Lack of an optimal maintenance strategies are selected and implemented in the
asset management.

Problem 2: Lack of digital assessment and readiness of AGRE for digitalised maintenance.

Problem 3: Lack of a specified approach for the design and implementation of a digitalised
maintenance.
1.3 Purpose and Objectives
The purpose of this research thesis is to address these problems, with the primary goal to enable
maintenance in a digitalised facilities management environment using Smart maintenance
concept. To achieve this, one would first need to understand what Smart maintenance is, how
it can be used in digitalising maintenance in a facilities management and reduce costs in the
case study organisation. The aim based on the research problems and questions is:
To develop a Smart Maintenance Framework that a UAE FM Organisation can use to
modernise and enhance its Asset Management.
The research seeks to understand the current knowledge of Smart Maintenance concept by the
FM organisations in the UAE, exploring the extent to which Smart maintenance is understood,
develop a Smart maintenance framework that can be used by FM organisations in the UAE, to
modernise, reduce maintenance costs and enhance the delivery of its FM services.
Following on from the purpose, the following objectives are derived:
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Research Objective 1: To understand what maintenance strategies and how they are selected
for implementation by the case study organisation;
Research Objective 2: To develop Smart Maintenance framework which can be implemented;
Research Objective 3: To evaluate the value add of Smart maintenance to the case study
organisation through a pilot study on HVAC system of a building.
1.4 Research Questions
In order to achieve the purpose and objectives mentioned above, the following research
questions have been formulated:

Research question 1: What maintenance strategies are used by AGRE maintenance teams?

Research question 2: How can Industry 4.0 (Smart maintenance) be designed and
implemented in AGRE?

Research question 3: How can Smart maintenance be operationalised?

Research question 4: What are the tangible benefits of Smart maintenance to AGRE from
the pilot test carried out?
1.5 Relevance and Limitations
The importance of maintenance in improving AGRE’s asset management practices and
profitability can be related to studies by (Waeyenbergh & Pintelon, 2002; Al-Najjar, 2007;
Sandberg, 2013; Cachada et al., 2018), who all indicated the importance of maintenance in
assisting manufacturing industries in enhancing their productivity and profitability. It is evident
that new maintenance strategies will have positive impact on the effective management of
assets. (Algabroun, 2020) also mentions that advancement technology within manufacturing
meant maintenance strategies and methods had to be developed to suit the new demands. With
the ever-increasing demand by real estate customer means that new maintenance paradigms
have to be developed to meet this demand. The findings of this research investigation aim
therefore to provide knowledge that can be used AGRE asset operations department and can
be also utilised by other facilities management organisations in the UAE.
The limitations of this thesis are as follows:

The research investigates into the maintenance practices at AGRE, with asset management
related to the real estate in the UAE.

Investigate into the development of digitalise maintenance in AGRE asset management.

For determine the tangible benefit of Smart maintenance, only one element HVAC was
used in the target study.
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Since digitalised maintenance in facilities management is a new concept and not fully realised,
the study relies heavily on what has been done in the manufacturing industry through relevant
literature and exploratory investigations. Future additional research work is required to
minimise the limitations list above.
1.6 Organisation of the research report
Figure 3: Research Methodology.
The outline of the research thesis report is made up of 7 chapters, see Figure 3. The contents
of each chapter are summarised below:
Chapter 1: This chapter presents the background information for the research relevance,
highlights the statement of problem leading to the research question, motivation for the
research, potential gaps, aims and objectives, introduces the research questions, including the
scope, limitations and the organisation of the research thesis.
Chapter 2: provides an overview of maintenance management strategies, evolution of
maintenance, maintenance management in the context of facilities management and smart
maintenance as well review of previous research studies related to maintenance management,
procedures and practices, methodologies, and smart maintenance.
Chapter 3: details the current FM services provision in the UAE and discusses how
maintenance plays a critical role in the management of the build assets of organisation in the
case of the case study organisation. SAGRE is chosen as the case study organisation due to it
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size and strategic representation of a typical facilities management organisation that employs
maintenance strategies to manage its portfolio of assets. An overview of SAGRE organisational
structure, vision, mission and strategy is also presented here.
Chapter 4: details the research methodology used for the collection of data: survey
questionnaires, interviews and observations, while the researcher was part of the case data
analysis of the data collected.
Chapter 5: presents the results of the initial research survey, investigations, observations
including the identification of prevailing maintenance related issues at the case study
organisation, patterns and trends observed, knowledge and understanding of Smart
maintenance concept and practices as well as any other parameters which could affect the
effective operation of maintenance activities at the case study and the discussion of the results.
Chapter 6: examines the current maintenance strategies in term of time and cost when a
complaint needs to be attended. This allows duplications and unproductive time to be identified
and quantified. By incorporating the concept of a smart maintenance management framework,
substantial changes to the current maintenance practices would be proposed. The validity of
the proposed Smart maintenance framework will have to be assessed in a limited way through
field trials and from the pilot test conducted on site.
Chapter 7: provides conclusions on the key findings from the research study with some
recommendations for implementing Smart maintenance concept in a UAE facilities
management organisation and research gaps suggestions for future work.
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1.7 References
1. Adamu, A.D. & Shakantu, W.M.W. 2016. 'Strategic Maintenance Management of Built Facilities
in an Organisation'. International Journal of Economics and Management Engineering., 10(4), pp.
1091–1094.
2. AGRE. 2022. Welcome to Al Ghurair Group. Available at: https://www.alghurair.com/ (Accessed:
30 October 2022).
3. Al-Najjar, B. 2007. 'The lack of maintenance and not maintenance which costs: A model to describe
and quantify the impact of vibration-based maintenance on company’s business'. International
Journal
of
Production
Economics.,
107(1),
pp.
260–273.
Available
at:
https://doi.org/10.1016/j.ijpe.2006.09.005.
4. Al-Turki, U. 2011. 'A framework for strategic planning in maintenance'. Journal of Quality in
Maintenance Engineering, 17(2), pp. 150–162.
5. Aleger Global. 2022. Smart Maintenance: How to make your maintenance fit for the future.
Available at: https://alegerglobal.com/en/augmented-reality/application-areas/smart-maintenance/
(Accessed: 30 October 2022).
6. Algabroun, H. 2020. On the development of a new digitalised maintenance approach for factories
of the future.
7. Amaratunga, D. & Baldry, D. 1995. Process Thinking In Facilities Management: An Analytical
View. Salford, M7 1NU, UK.
8. Bokrantz, J., S., A., B., C., Wuest, T. & Stahre, J. 2020. 'Smart Maintenance: an empirically
grounded conceptualization'. International Journal of Production Economics,, 223: 107534.
9. Cachada, A., Barbosa, J., Leitão, P., Geraldes, C.A.S., Deusdado, L., Costa, J., Teixeira, C.,
Teixeira, J., Moreira, A.H.J., Moreira, P.M. & Romero, L. 2018. 'Maintenance 4.0: Intelligent and
Predictive Maintenance System Architecture'. In IEEE International Conference on Emerging
Technologies and Factory Automation, ETFA. pp. 139–146.
10. Campbell, J.D. & Reyes-Picknell, J. V. 2016. Uptime. 3rd Ed. Boca Raton, Florisa: CRC Press.
11. Dalenogare, L.S., Benitez, G.B., Ayala, N.F. & Frank, A.G. 2018. 'The expected contribution of
Industry 4.0 technologies for industrial performance'. International Journal of Production
Economics, 204: pp. 383–394.
12. Delware. 2022. Smart Maintenance - from fail and fix to prevent and predict. Delware Consulting
BV. Available at: https://www.delaware.pro/en-nl/solutions/smart-maintenance
(Accessed: 30
October 2022).
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13. DiConnex. 2021. What is Real Estate Asset Management? Real Estate Asset Management.
Available at: https://diconnex.com/en/knowledge/basics/real-estate-asset-management/ (Accessed:
5 November 2022).
14. Dunn, S. 2003. 'The fourth generation of maintenance'. In Proceedings of the International
Conference of Maintenance Societies (ICOMS 2003), May 20-23,. Perth, Australia.
15. Fiix. 2021. The Maintenance Manager’s Guide to Digital Transformation. Toronto, On Canada
M6R 2J5.
16. Fitch, J.
2020.
Does
Your
Company
Need
a
Maintenance
Culture
Intervention?
ReliabilityWeb.com. Available at: https://reliabilityweb.com/articles/entry/does-your-companyneed-a-maintenance-culture-intervention (Accessed: 6 November 2022).
17. Grubb, P. & Takang, A.A. 2003. 'The Maintenance Framework'. Software Maintenance,
(February): pp. 17–32.
18. Hassanain, M.A., Assaf, S., Al-Ofi, K. & Al-Abdullah, A. 2013. Factors affecting maintenance cost
of hospital facilities in Saudi Arabia. Property Management, 31(4): 297-310.
19. Hermann, M., Pentek, T. & Otto, B. 2016. 'Design principles for industrie 4.0 scenarios'. In
Proceedings of the Annual Hawaii International Conference on System Sciences. pp. 3928–3937.
20. Hilbert, M. & Lopez, P. 2011. The World’s Technological Capability to Store, communicate, and
Compute Information. Available at: https://bblfish.net/tmp/2012/06/18/Science-2011-Hilbert-605.pdf (Accessed: 22 August 2022).
21. HSO. 2022. Smart Maintenance | What It Is and Why To Use It. Smart Maintenance: What It Is
and How to Put It Into Action. Available at: https://www.erpsoftwareblog.com/2022/01/smartmaintenance-what-it-is-and-how-to-put-it-into-action/ (Accessed: 30 October 2022).
22. IFMA. 2022. What is Facility Management? Available at: https://www.ifma.org/about/what-is-fm/
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