MAINTENANCE MANAGEMENT AND SERVISES
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MAINTENANCE MANAGEMENT AND SERVISES (CASE STUDY: PERKESO BUILDING’S IN PENISULAR OF MALAYSIA) AHMAD RIZA BIN HASHIM A Project Report Submitted as a partial fulfillment of the requirements for the award of the degree of Master of Science in Construction Management Faculty of Civil Engineering Universiti Teknologi Malaysia December, 2006 Special dedication to my entire family member and for my beloved wife’s Lina Fazlyanna Mac Fadzli and daughter’s Aisyah Ahmad Riza. Thanks for your support ACKNOWLEDGMENT First of all, I would like to thank Allah SWT for allowing me accomplishes this project work in time. In preparing this project report, I was in contact with many people, researchers, and academicians. They have contributed towards my understanding and thoughts. In particular, I would like to express highly appreciation to my supervisor, Associate Professor Aziruddin Ressang who gives me support and guidance during my study, for his invaluable assistance, guidance, and understanding through out the research work and especially during the writing of this report. Through this study and report writing, he had thought me to be more systematic and professional in my works. I am very grateful to the Property Unit Senior Manager, PERKESO State Manager, Managers Property Unit, Staff Property Unit, Staff Contractor Maintenance, Staff PERKESO and the fellows, and all the students that have supported and helped me in responding to the questionnaires and reacted kindly to my entire question in the interviews. I am especially thankful to my parents for their patient and understanding through out my study and during the writing of this project report. Last but not least, my sincere thanks go to the Faculty of Civil Engineering for giving me the opportunity to pursue the Master of Science in Construction Management ABSTRACT Maintenance Management and Services is a combination of several actions in which to retain or restore an item to perform its required action. PERTUBUHAN KESELAMATAN SOSIAL (PERKESO) as one of the semi government sector in Malaysia that has many assets, needs maintenance to prevent the assets from deterioration. Maintenance in PERKESO was monitor and control by Property Unit and Local PERKESO Office. There are two maintenance system presently implemented at PERKESO: Preventive maintenance and Corrective Maintenance. The maintenance and services in PERKESO are divided to two building type: stand alone building and shop lot building. Maintenance and services for stand alone PERKESO building is total preventive maintenance and services scope and for shop lot PERKESO building scope maintenance and services only cover cleaning, M&E preventive maintenance and Pest Control. Aim of this study to propose maintenance management & services system. To achieve the aim of this study, five objectives have been set, to study the maintenance management system presently implemented. To identify the common problem in maintenance management and services. To identify the tenant satisfactory level upon the maintenance and services implemented. To identify tenant opinion to make improvement for maintenance management and services. From the data analyze and propose maintenance management and services system. This research focused on PERKESO Building’s in Peninsular of Malaysia. To obtain the data the following knowledge acquisition methods were used by interview, questionnaire and archives. An interview were set for two session, pre-interview done before set questionnaire and interview after the analysis data had done Result of the study showed the responds of the end user customer for the overall building conditions and the services given is fair. To achieve the tenants’ satisfaction level, a new maintenance management system is proposed. ABSTRAK Penyelenggaraan adalah gabungan dari beberapa tindakan untuk mencegah atau membaikpulih sesuatu item untuk menunjukkan arah tindakbalas yang diperlukan. Pertubuhan Keselamatan Sosial (PERKESO) adalah salah satu badan berkanun di Malaysia yang sudah semestinya mempunyai banyak aset, memerlukan sistem penyelenggaraan untuk melindungi aset daripada mengalami kerosakan. Di PERKESO, Property Unit adalah unit yang bertanggungjawab penuh untuk mengawal dan menyelaras semua harta milik PERKESO terutamanya bangunan milik PERKESO. Sasaran kajian ini adalah untuk menyelidik sistem pengurusan penyelenggaraan dan perkhidmatan untuk bangunan PERKESO di Semenanjung Malaysia. Untuk mencapai sasaran kajian ini, empat objektif telah ditetapkan, iaitu menyelidik pengurusan penyelenggaraan yang dilaksanakan di PERKESO di Semenanjung Malaysia; mengenalpasti keadaan sebenar bangunan PERKESO; mengkaji tahap kepuasan penyewa mengenai perkhidmatan penyelenggaraan dan perkhidmatan di bangunan PERKESO; dan mengusulkan cadangan untuk pengurusan penyelenggaraan dan perkhidmatan di bangunan PERKESO. Beberapa kaedah kajian telah digunakan dalam menjayakan kajian ini termasuk menimba pengetahuan dari Property Unit PERKESO, penguna bangunan PERKESO, dan penyewa ruang banguanan PERKESO. Hasil keputusan kajian menunjukkan responden yang diwakili oleh penguna fasiliti untuk keseluruhan keadaan bangunan dan perkhidmatan adalah agak baik. Untuk mencapai tahap kepuasan penyewa, satu system pengurusan penyelenggaraan baru telah dicadangkan. TABLE OF CONTENTS LIST OF CONTENTS PAGE Title i Declaration ii Dedication iii Acknowledgment iv Abstract v Table of Contents vii List of Tables xi List of Figures xii List of Charts xiii List of Appendices xiv CHAPTER I TITLE PAGE INTRODUCTION 1 1.1 Introduction 1 1.2 Background of Study 2 1.3 Problem Statement 10 1.4 Aim and Objective of Study 11 1.5 Scope of Study 11 1.6 Research Methodology II 13 LITERATURE REVIEW: III IV MAINTENANCE MANAGEMENT 14 2.1 Introduction 14 2.2 Definition 15 2.3 Maintenance Classification 15 2.4 Maintenance Standard 19 2.5 Maintenance Objective 20 2.6 Life Cycle Cost 21 2.7 Maintenance Cost 23 2.7.1 Costing System 24 2.7.2 Setting Up a Costing System 25 2.7.3 Maintenance Budget 26 2.8 Design Effect of Building Maintenance 28 2.9 The Role of Designer 30 RESEARCH METHODOLOGY 33 3.1 Introduction 33 3.2 Archives Data 34 3.3 Questionnaire 34 3.4 Interview 35 3.5 Data Analysis 36 MAINTENANCE MANAGEMENT AND SERVICES AT PERTUBUHAN KESELAMATAN SOSIAL 38 4.1 Introduction 38 4.2 Historical Background 40 4.3 Organizational Structure 43 4.4 Scope of Work 45 4.5 Standard Operational Procedure 47 4.5.1 Preventive Maintenance 47 4.5.2 Corrective Maintenance 49 4.6 Common Defect Problem In Maintenance Management And Services 53 4.7 Satisfaction level to maintenance management And Services. 54 4.8 User opinion on improving maintenance Management and services 4.9 General Building Condition 55 57 4.10 Problem in maintenance Management and Services Industry V 59 4.11 Maintenance Unit Work Performance 60 DATA ANALYSIS AND FINDINGS 61 5.1 Introduction 61 5.2 Respondent Characteristics 63 5.3 Gender of respondents 65 5.4 Length of Using Facilities 65 5.5 Background Distribution Of Respondents 66 5.6 What are the common problem in maintenance And management 67 5.6.1 Menara PERKESO Kuala Lumpur 69 5.6.2 Pejabat PERKESO Seberang Perai 71 5.6.3 Pejabat PERKESO Langkawi, 72 5.6.4 Pejabat PERKESO Kangar 73 5.6.5 Pejabat PERKESO Seremban 75 5.6.6 Pejabat PERKESO Batu Pahat 76 5.6.7 Pejabat PERKESO Kulim 78 5.6.8 Pejabat PERKESO Klang, 80 5.6.9 Pejabat PERKESO Sungai 81 5.6.10 Pejabat PERKESO Muar 83 5.6.11 Pejabat PERKESO Kluang, 84 5.6.12 Pejabat PERKESO Rawang 85 5.6.13 Pejabat PERKESO Segamat 87 5.6.14 Pejabat PERKESO Ipoh 88 5.6.15 Pejabat PERKESO Taiping 90 5.6.16 Pejabat PERKESO Teluk Intan 91 5.7 Cause of Building Defect 93 5.7.1 Lift Service 94 5.7.2 Electric Installation 94 5.7.3 Waterproofing Leakage 95 5.7.4 Plumbing System 96 5.7.5 Internal Fixture 97 5.7.6 Alarm System 97 5.7.7 Roof Defect 98 5.7.8 Others 98 5.8 Satisfaction Level With Management And Servises 100 5.8.1 Menara PERKESO 102 5.8.2 Pejabat PERKESO Seberang Perai 103 5.8.3 Pejabat PERKESO Langkawi 105 5.8.4 Pejabat PERKESO Kangar 106 5.8.5 Pejabat PERKESO Seremban 108 5.8.6 Pejabat PERKESO Batu Pahat 109 5.8.7 Pejabat PERKESO Kulim 111 5.8.8 Pejabat PERKESO Klang, 112 5.8.9 Pejabat PERKESO Sungai Petani 114 5.8.10 Pejabat PERKESO Muar 115 5.8.11 Pejabat PERKESO Kluang 117 5.8.12 Pejabat PERKESO Rawang 118 5.8.13 Pejabat PERKESO Segamat 120 5.8.14 Pejabat PERKESO Ipoh, 121 5.8.15 Pejabat PERKESO Taping 123 5.8.16 Pejabat PERKESO Teluk Intan 5.9 124 Respondent opinion on improve maintenance Management and services that be apply to PERKESO 126 5.9.1 Menara PERKESO 127 5.9.2 Pejabat PERKESO Seberang Perai 129 5.9.3 Pejabat PERKESO Langkawi 131 5.9.4 Pejabat PERKESO Kangar 133 5.9.5 Pejabat PERKESO Seremban 135 5.9.6 Pejabat PERKESO Batu Pahat 137 5.9.7 Pejabat PERKESO Kulim 139 5.9.8 Pejabat PERKESO Klang, 141 5.9.9 Pejabat PERKESO Sungai Petani 143 5.9.10 Pejabat PERKESO Muar 145 5.9.11 Pejabat PERKESO Kluang 147 5.9.12 Pejabat PERKESO Rawang 149 5.9.13 Pejabat PERKESO Segamat 151 5.9.14 Pejabat PERKESO Ipoh, 153 5.9.15 Pejabat PERKESO Taping 155 5.9.16 Pejabat PERKESO Teluk Intan 157 5.10 Analysis and Discussion 159 5.10.1 Weakness of the Existing Maintenance Management and Services 5.10.2 The Fragmented Management Cultural. 160 160 5.10.2.1 The solution For Fragmented Management 5.10.3 Structural and Organization 5.10.3.1 Control and Monitor System 161 162 164 5.10.3.2 Proposal improvement to corrective maintenance and preventive maintenance 164 5.10.3.3 Preventive Maintenance Shop Lot PERKESO Buildings 166 5.10.4 Relation Building And Maintenance Team 167 5.10.5 Relation Maintenance Team And End User Customer 167 5.10.6 Relation Maintenance Team And Other Department 167 5.10.7 Training And Skill VI 168 CONCLUSION AND RECOMMENDATION 169 6.1 Introduction 169 6.2 Conclusion 169 6.2.1 PERKESO Maintenance Management & Services 170 6.3 What Are The Problems In Maintenance Management And Services? 170 6.4 Satisfaction Level with Maintenance Management And Services 171 6.5 Respondents Opinion on Improvement Maintenance Management And services That That Best Be Apply To PERKESO 6.4 Recommendation 171 172 REFERENCES 175-176 APPENDICES 81 – 92 LIST OF TABLES TABLE NO. 1.1 TITLE PAGE List of PERKESO buildings in the scope of research 12 3.1 Rating scale of average index 29 4.1 Maintenance team scope of work 45 4.2 Common problem occur in PERKESO 53 4.3 Indicator to define the satisfactions level of respondent 54 4.4 Itemize the ideal opinion to make improvement to Maintenance management and services for the respondent 56 5.1 Question for get respondent information 63 5.2 Showed the distribution and return of the questionnaire63 5.3 Point/Marks for common problem in maintenance management and services. 5.4 The common problem occurred at the PERKESO buildings 5.5 67 68 Five (5) top common problem maintenance at PERKESO Buildings 69 5.6 Defect List at Menara PERKESO Kuala Lumpur 70 5.7 Five (5) top common problem maintenance at Menara PERKESO Kuala Lumpur 70 5.8 Defect List at Pejabat PERKESO Seberang Jaya 71 5.9 Five (5) top common problem maintenance at 5.10 Pejabat PERKESO Seberang Jaya 72 Defect List at Pejabat PERKESO Langkawi 73 5.11 Five (5) top common problem maintenance at Pejabat PERKESO Langkawi 73 5.12 Defect List at Pejabat PERKESO Kangar 74 5.13 Five (5) top common problem maintenance at Pejabat PERKESO Kangar 75 5.14 Defect List at Pejabat PERKESO Seremban 76 5.15 Five (5) top common problem maintenance at Pejabat PERKESO Seremban 76 5.16 Defect List at Pejabat PERKESO Batu Pahat 77 5.17 Five (5) top common problem maintenance at Pejabat PERKESO Batu Pahat 78 5.18 Defect List at Pejabat PERKESO Kulim 79 5.19 Five (5) top common problem maintenance at Pejabat PERKESO Kulim 79 5.20 Defect List at Pejabat PERKESO Klang 80 5.21 Five (5) top common problem maintenance at Pejabat PERKESO Klang 81 5.22 Defect List at Pejabat PERKESO Sungai Petani 82 5.23 Five (5) top common problem maintenance at Pejabat PERKESO Sungai Petani 82 5.24 Defect List at Pejabat PERKESO Muar 83 5.25 Five (5) top common problem maintenance at Pejabat PERKESO Muar 84 5.26 Defect List at Pejabat PERKESO Kluang 85 5.27 Five (5) top common problem maintenance at Pejabat PERKESO Kluang 85 5.28 Defect List at Pejabat PERKESO Rawang 86 5.29 Five (5) top common problem maintenance at Pejabat PERKESO Rawang 86 5.30 Defect List at Pejabat PERKESO Segamat 87 5.31 Five (5) top common problem maintenance at Pejabat PERKESO Segamat 87 5.32 Defect List at Pejabat PERKESO Ipoh 5.33 Five (5) top common problem maintenance at 89 Pejabat PERKESO Ipoh 90 5.34 Defect List at Pejabat PERKESO Taiping 91 5.35 Five (5) top common problem maintenance at Pejabat PERKESO Taiping 91 5.36 Defect List at Pejabat PERKESO Teluk Intan 92 5.37 Five (5) top common problem maintenance at Pejabat PERKESO Teluk Intan 5.38 93 Five (5) major categories causes of defect Rating scale of average index 93 5.39 List of causes defect to lift service 94 5.40 List of causes defect to electric installation 95 5.41 List of causes defect to waterproofing leakage 95 5.42 List of causes defect to plumbing system 96 5.42 List of causes defect to internal fixture 97 5.44 Respond of satisfaction level with Maintenance Management and Services at PERKESO Buildings 5.45 100 Five (5) top the lowest satisfaction level with Maintenance Management and Services at PERKESO Buildings 5.46 101 Respond of satisfaction level with Maintenance Management and Services at Menara PERKESO Kuala Lumpur 5.47 102 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Menara PERKESO Kuala Lumpur 5.48 102 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seberang Jaya 103 5.49 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seberang Jaya 5.50 104 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Langkawi 5.51 105 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Langkawi 5.52 105 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kangar 5.53 106 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kangar 5.54 107 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seremban 5.55 108 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seremban 5.56 108 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Batu Pahat 5.57 109 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Batu Pahat 5.58 110 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kulim 111 5.59 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kulim 5.60 111 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Klang 5.61 112 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Klang 5.62 113 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Sungai Petani 5.63 114 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Sungai Petani 5.64 114 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Muar 5.65 115 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Muar 5.66 116 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kluang 5.67 117 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kluang 5.68 117 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Rawang 118 5.69 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Rawang 5.70 119 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Segamat 5.71 120 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Segamat 5.72 120 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Ipoh 121 5.73 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Ipoh 5.74 122 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Taiping 5.75 123 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Taiping 5.76 123 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Teluk Intan 5.77 124 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Teluk Intan 5.78 125 List of opinion on improves maintenance management and services that best to be apply to PERKESO 5.79 126 Five (5) top opinion on improves maintenance management and services that best to be apply to PERKESO 127 5.80 List of opinion on improves maintenance management and services that best to be apply to Menara PERKESO Kuala Lumpur 5.81 128 Five (5) top opinion on improves maintenance management and services that best to be apply to Menara PERKESO Kuala Lumpur 5.82 128 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Menara PERKESO Kuala Lumpur 5.83 129 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Seberang Jaya 5.84 130 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Seberang Jaya 5.85 130 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Seberang Jaya 5.86 130 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Langkawi 5.87 132 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Langkawi 5.88 132 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Langkawi 5.89 132 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Kangar 134 5.90 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Kangar 5.91 134 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Kangar 5.92 135 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Seremban 5.93 136 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Seremban 5.94 136 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Seremban 5.95 137 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Batu Pahat 5.96 138 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Batu Pahat 5.97 138 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Batu Pahat 5.98 138 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Kulim 5.99 140 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Kulim 140 5.100 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Kulim 5.101 141 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Klang 5.102 142 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Klang 5.103 142 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Klang 5.104 143 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Sungai Petani 5.105 144 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Sungai Petani 5.106 144 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Sungai Petani 5.107 145 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Muar 5.108 146 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Muar 5.109 146 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Muar 147 5.110 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Kluang 5.111 148 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Kluang 5.112 149 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Kluang 5.113 149 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Rawang 5.114 150 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Rawang 5.115 150 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Rawang 5.116 151 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Segamat 5.117 152 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Segamat 5.118 152 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Segamat 5.119 153 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Ipoh 153 5.120 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Ipoh 5.121 154 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Ipoh 5.122 154 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Taiping 5.123 155 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Taiping 5.124 156 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Taiping 5.125 156 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Teluk Intan 5.126 157 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Teluk Intan 5.127 158 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Teluk Intan 159 LIST OF FIGURES FIGURE NO. TITLE PAGE 1.1 Procedure of tender flow process 7 1.2 Research methodology flow chart 13 2.1 Cyclic nature of design process 32 4.1 Property Unit Structure Organizations 42 4.2 Preventive Maintenance flow chart 49 4.3 Corrective Maintenance flow chart 51 4.2 Combination continuously corrective maintenance flow chart and preventive maintenance 52 5.1 Existing Organization Chart Property Unit 5.2 Proposal new organization chart for Property Unit 163 5.2 Flow process existing for preventive maintenance and corrective maintenance 162 164 5.3 Proposal new organization chart for Property Unit 163 5.4 Proposal new process flow in corrective maintenance 165 LIST OF CHARTS CHART NO. 5.1 TITLE PAGE Questionnaire return/answer From each PERKESO Buildings 64 5.2 The respondent gender distribution 65 5.3 The respondent length of using facilities. 66 5.4 The respondent background distribution 67 5.5 Percentage of the satisfaction level due to maintenance management and services at PERKESO buildings. 5.6 101 Percentage of the satisfaction level due to maintenance management and services at Menara PERKESO Kuala Lumpur. 5.7 103 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Seberang Jaya. 5.8 104 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Langkawi 5.9 105 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Kangar 107 5.10 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Seremban 5.11 109 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Batu Pahat 5.12 110 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Kulim 5.13 112 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Klang 5.14 113 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Sungai Petani 5.15 115 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Muar 5.16 116 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Kluang 5.17 118 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Rawang 5.18 119 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Segamat 5.19 121 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Ipoh 122 5.20 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Taiping 5.21 124 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Teluk Intan 125 LIST OF APPENDICES APPENDIX TITLE PAGE A Full Set of Questionnaire 177-183 B Questionnaire Results 184-190 CHAPTER I INTRODUCTION 1.1 Introduction A successful construction industry is essential to us all. We all benefit from housing, hospitals or infrastructure project that are constructed. Malaysia as one of the development countries in South East Asia was growing rapidly almost in all sectors, including construction sector. Large and complex project have been built due to the demands of both the public and private sectors. To meet the high demand of both sectors’ need, it is expected that many error and defects will have occurred during the design and construction phase of the project, later resulting the high cost of maintenance. Under normal condition all building begins to deteriorate the moment after they are constructed, and of course maintenance is needed. One research conducted in United Kingdom revealed about 20% of the average annual expenditure on repairs in building arises from defects (Sadi Assaf et al, 1996). As consequences if the number of defects could be reduce it would reduce the maintenance expenditures. It is obvious that the need of maintenance is very important and needed for all sectors including properties sectors. Regard to the highly cost of maintenance it is important to study maintenance problem so that an effective maintenance can be carried out. 2 We know that is not easy to sustain radical improvement in an industry as diverse as maintenance and services. But, we must do so to secure our future. We have to commit to driving forward the modernization of the maintenance management and services industry. 1.2 Background of Study Project construction life cycles are divided to few stages: 1. Conceptual and feasibility stage, 2. Engineering and design, 3. Procurement, 4. Construction, 5. Implementation, 6. Utilization, But for building life cycles not only until the ulitilization stage but it continues to next stages they are: 7. Maintenance, 8. Demolition. In the industry practice in Malaysia, in the construction stage the contractor are responsible to maintain the building until handling over stage from contractor to the project owner after finish the defect liability period. Once project handled over, the responsibility will be transferred from contractor to the owner, including the responsibility of maintaining the property after the defect liability period. Maintenance stage is the longest period among the other construction process until the property demolished. In the maintenance period there are included activities renovation, upgrading facilities, refurbishment and repair works. That is why maintenance is separately from construction phase the group of management team. Our practices in Malaysia not define those process or cycle as one, seem like fragmented and divided to construction stage and separated from maintenance stage. There no cross functional culture of work, no collaborative teamwork among development team and maintenance team. In PERKESO the maintenance team not 3 involved in the engineering and design stage, the maintenance team is not involved in feasibility study stage either in development project or in acquires project/facility. This type of management by sequent rigid movement some author called “separate over the wall syndrome”. After the construction stage is completed, and the “Defect Liability Period” has expired then the responsibility to maintain given to the maintenance team. There is having positive and negative impacts from the fragmented management cultural. The positive side with these separation management culture make the team more focus to their job and responsible. The negative sides create the flow of work become rigid and every team not shares a same goal. The concept of the cross functional team by four principles: i. Consideration of downstream requirement during the design development. ii. The use of the cross functional teamwork. iii. Consideration of the customer requirements in the product development. iv. Use of lead time as source of competitive advantage. Regarding to Reginald Lee (1986), to put the maintenance problem as mentioned above, it is important to view maintenance in the context of the overall building process. The role played by maintenance in the construction process can be started from design stage. The involvement of maintenance department in this stage is as an adviser for the designer to figure out the maintenance problem in the future. Some of the advantages of the involvement of maintenance department in early stage are it would able to check the practicability of the design details, the suitability of patent joint, anticipate leaks, staining, expansion joints, and many other things that can prevent further defects in the future caused by miss-design (Armstrong R. W., 1984). 4 British standard (BS 3811: 1984) classified maintenance as three parts as follow, i. Planned maintenance; described as organized maintenance and carried out with forethought, control, and the use of records to predetermined plan. ii. Preventive maintenance, it is carried out at predetermined or to other prescribed criteria and intended to reduce the likelihood of an item not meeting an acceptable condition. iii. Running maintenance, which can be carried out whilst an item is in service. These research which focus on the maintenance management and services. Maintenance Management and Services is a combination of several actions in which to retain or restore an item to perform its required action. PERTUBUHAN KESELAMATAN SOSIAL (PERKESO) as one of the semi government sector in Malaysia that has many assets, needs maintenance to prevent the assets from deterioration. Maintenance in PERKESO was monitor and control by Property Unit and Local PERKESO Office. There are two maintenance system presently implemented at PERKESO: i. Preventive maintenance. ii. Corrective maintenance. The maintenance and services in PERKESO are divided to two building type: i. Stand alone building ii. Shop lot building. Maintenance and services for “stand alone” PERKESO building is total preventive maintenance package. The total preventive maintenance scope included of: i. Specification for Mechanical and Electrical. ii. Specification of Civil and Structure. iii. Specification of cleaning. iv. Specification of pest control. v. Specification of security services. 5 Maintenance and services for the “shop lot” PERKESO building scope maintenance and services only cover the scope cleaning work, M&E preventive maintenance and Pest Control. In the PERKESO property management for PERKESO building are divided to (2) two main department or unit responsibility: i. Rental buildings manage by the Administration PERKESO Department. ii. PERKESO own buildings were managed by PERKESO Property Unit. This project research are focused on PERKESO own buildings in Peninsular of Malaysia which not included those PERKESO rented buildings. To obtain the data the following knowledge acquisition methods were used by: i. Interview, ii. Questionnaire iii. Archives. Interviews done into (2) two times in separate section/stage in this research: i. Pre-interview : Before finally produce the questionnaire. ii. Interview : During stage analyze data gained from questionnaire The important of the pre-interview are development process get to produce a good questionnaire, and the target is to get valuable data shall be analyzed. The interview which are arrange after the analyze data process is to study and section finding the root of the problem by using the transition law from macro to micro. After recognize the root of the problem then define the corrective action to be taken. Continuingly the corrective actions propose also other meant is to set up the proposal of the maintenance management and services system. Corrective actions were categories into two namely: i. Short – term corrective actions; and ii. Permanent corrective actions. The short – term corrective actions do not remove or improve the factors of maintenance management and services problem but is aimed at correcting the problem i.e. to recover or improve maintenance management and services system. Permanent corrective actions aim is to correct or improve the 6 maintenance management and services system critical factors and this type of corrective action is more economical and effective compared to the earlier type. . Corrections are the action taken to improve the situation by first identifying the root – causes (factors), specifically factors of maintenance management and services system. The correction should also include improving the process itself and corrective actions taken to improve performance can be permanently embedded in the process. The maintenance cost implemented in PERKESO by the yearly system budgeting. Those budget will estimated by every branch PERKESO office and every department office. The budget maintenance management and services were included: i. Budget for repair works “corrective maintenance”. ii. Budget for renovation works. iii. Budget upgrading/refurbishment. iv. Budget of “preventive maintenance”. For unforeseen budget, emergency budget will propose by Property Unit for all PERKESO building which indicates as contingency budget. The entire yearly budgets to be spend with the open tender. In PERKESO practice and well implemented to appoint any contractor or any consultant for any job/work by the open tender system. Open completion tender culture is implemented in PERKESO. These cultural of open tendering system create the low profitable to the industry. The reflected in following: i. Unreliable rates of profitability which are usually too low to sustain healthy development. ii. Little investment in research and development which are damaging the industry’s ability to keep abreast with innovation in processes and technology, iii. Declining levels of trained personnel, skills shortages and illdefined career structure to develop supervisory and management grades, iv. The continued practice, by clients, of selecting designers and contractors almost exclusively on the basis of tendered priced. 7 All the scopes of work and specification for maintenances management and services in PERKESO were prepared by Property Unit. The scope and specification must to be check and verify by a committee. For confirmation and validity the scope of work and the specification suitable for any maintenance tender will be by committee’s specification of tender. The committee responsible to checks and go through all the scope of works and specification document, if the entire member agree to all the content of the document then the document can to be bind and it’s valid as the tender document. These committees were appointed by Chief Executive Officer PERKESO. Usually which department or unit are given responsible to produce the scope of work and specification will be also appoint as one of the committee member in the specification tender committee. Specificati on Approval Complaint/data Yes Open Tender Valuation Tender Document No Manager Prepare Tender Document Not approved, record and acknowledge to the whom l Appoint Contractor Yes No Estimation budget Progress Of work / motoring & controlling Approval “Lembaga” No Yes Defect recovered No Yes Valuation the budget Pengarah Negeri & Yes Payment for contractor Finish /completed work Figure 1.1 Procedure of tender flow process (produce from gain information by interview with Manager Property Unit PERKESO) 8 When the contractor or the consultant appoint, the progress of work will be monitor and control to which department or state office involve to the project. The progress of work will be monitor and control by the Manager Office PERKESO. Usually the Manager of the State office is non technical personnel. Role of Property Unit in maintenance management and services in PERKESO: i. Property unit responsible to produces the scope of work and specification document tender for maintenance and services for all PERKESO buildings. ii. Property Unit totally fully control and monitoring the Maintenance Management and Services for stand alone buildings. iii. PERKESO Branch / PERKESO State fully control and monitoring the Maintenance Management and Services for branch/ state PERKESO building. iv. By appointed by Chief Executive Officer as committee for: a. Specification of tender b. Open tender c. Valuation of tender. v. Recommendation payment of contractor for all maintenance and services claims. Organizing is the process by which managers establish the structure of working relationship among employees to allow them to achieve organizational goals efficiently and effectively. Organizational structure is the formal system of task and reporting relationship that determines how employees use resource to achieve organizational goals. Organizational design is the process by which managers make specific organizing choice that result in the construction of a particular organizational structure. The differential of group and team in an organization. i. Group: two or more people who interact with each other to accomplish a goal. ii. Team: group who work intensively with each other to achieve a specific common goal. 9 All teams are groups, BUT, not all groups are teams. Teams often are difficult to form. Takes time for members to work together. Teams can improve organizational performance. Property unit is a small unit if to compare to the burden of work and responsibility given by PERKESO. To fulfill all the requirement and demand needs, Property Unit with (11) eleven number of people with different specialization or discipline background were organize and structure divide to two main groups: i. Maintenance team. Main responsibilities and role to manage maintenance management and services of PERKESO buildings in Malaysia. There are (33) thirty three numbers of PERKESO buildings in Peninsular of Malaysia, Sabah and Sarawak. The maintenance team will cooperate and work together with Branch PERKESO office closely to realize the objective of maintenance of PERKESO building can be achieved. ii. Development team. Main responsibilities and role to manage and control development PERKESO project in Malaysia, currently there are 8 projects is in construction stage out of from 10 total numbers planned. The other balance 2 numbers of the construction project are in feasibility stage. The development team are responsible from process from feasibility stage, engineering and design stage, procurement stage, construction stage, implementation stage, utilization stage meant it a continue from the inception of the project until handling over of the building to user. Included the project closes activities is monitor and control by development team. After the D.L.P “defect liability period” finished the building will be handing over to the maintenance team. During the D.L.P “Defect Liability Period” the maintenance is taken under responsibility of the contractor, unless for the defect that caused by vandalism or miss-used by the user. It is critical to identify the defective works under construction done by contractor or the malfunction, faults, or broken items done by user. 10 In these processes and responsibilities briefly mentioned above, Property Unit is involved and deal with big quantities of reports and records. The keeping record is a very important in PERKESO, and the system to keeping those records must be an efficient and easy to access. 1.3 Problem Statement Derek Miles et al (1986) described three main problems in maintenance; inadequate financial, bad management, and poor building design. Financial is the main measurement for the action will take for maintenance activities and for some householders’ maintenance budget is the easiest part to cut if they faced financial problem. The second problem is bad management, which could be interpreted as idleness and waste among the maintenance personnel. The maintenance manager and the staff’s dexterity and responsive to the maintenance problem is one of the tool of effective maintenance management. The building design also part of the problem in maintenance. It is important to give more attention to decide which materials and elements will be use, and unfortunately it is uncommon at the design state both designer and owner take maintenance as one of the design consideration. Poor building design also include the poor quality materials used. • The PERKESO buildings have different capacity and facility. The differences will trigger a different approach in maintenance management. • It is important to identify whether the present maintenance management and services system is suitable for the all buildings. 11 Regarding to PERKESO’s maintenance management & services, it is important to identify whether the present maintenance management & services implemented still appropriate with all buildings. The development of buildings in PERKESO since 1998 has dramatically changes the capacity and facilities provided. Obviously, the Menara PERKESO 21 floor building with the bigger capacity up about to 30 to 40 staff per floor and new facilities such as lift that is totally different with the previous buildings. The differences in capacity and facility would triggered a different maintenance treatment requires the study to identify whether the present maintenance system is can be implemented to the all buildings. The fact that some of the new multi storey buildings are still under Defect Liability Period (D.L.P) will make this study appropriate and important to be conducted. 1.4 Aim and Objective Aim of this study is to improve the maintenance management and services system for PERKESO building. To achieve the above aim, the following objectives have been identified: 1. To study the maintenance management & services system presently implemented at PERKESO buildings. 2. To identify the defect normally occur in PERKESO Building. 3. To find out the satisfactory factors of tenants/students at PERKESO Buildings. 4. To improve the maintenance management & services system for buildings at PERKESO. 1.5 Scope of Study The scope of this study is focus on the buildings in PERKESO at Peninsular Malaysia. The study covers only the PERKESO own buildings. 12 Table 1.1 List of PERKESO buildings in the scope of research . Bil. Building Name Location Building type 1 Menara PERKESO, Pejabat PERKESO Seberang jaya 281 Jln.Ampang, 50538 Kuala Lumpur. Lot PT 3969, Mukim 1 Seberang Perai Tengah Pulau Pinang. No.8, Lebuh Bunga Raya 5, Langkawi Mall 07000 Kuah, Langkawi. Lot 30, Komplek Kedai 3 Tingkat Fasa III, Jalan Hospital, Kangar. Lot 37, Betaria Business Centre, Seremban. Negeri Sembilan. Lot PTD 25084 & 25085 Tmn.Setia Jaya, Jln.T.S. Hoe, Batu Pahat, Johor. Plot 4 & 5 di atas lot 926, Mukim Keladi, Kulim, Kedah. No.2, Jalan Tiara 2, Bandar Baru Klang, Selangor. No.30 & 31, Lengkok Cempaka, Amanjaya, Sg.Petani, Kedah. PTB 10956 & 10957, Tmn.Tun Dr.Ismail ( 1 ) Bandar Maharani, Muar. Lot 8927, No.28 Jln.Duku, Kampung Haji Manan, Kluang, Johor. No.29, Jalan Setia Rawang 1, 48000 Rawang, Selangor. No.13, Jalan Emas, Taman Bukit Hampar, 85000 Segamat, Johor. Lot No.9587N, Jalan Hospital, Ipoh, Perak Darul Ridzwan. Lot PT No. 1233 & 1234, Bandar Taiping Daerah Larut Matang Perak Darul Ridzwan No. 8, 9 & 10 Medan Sri Intan Jalan Sekolah Teluk Intan, Perak Stand alone 20 storey Stand alone 7 storey 2 3 Pejabat PERKESO Langkawi 4 Pejabat PERKESO Kangar 5 Pejabat PERKESO Seremban 6 Pejabat PERKESO Batu Pahat 7 Pejabat PERKESO Kulim 8 Pejabat PERKESO Klang 9 Pejabat PERKESO Sungai Petani 10 Pejabat PERKESO Muar 11 Pejabat PERKESO Kluang 12 Pejabat PERKESO Rawang 13 Pejabat PERKESO Segamat 14 Pejabat PERKESO Ipoh 15 Pejabat PERKESO Taiping 16 Pejabat PERKESO Teluk Intan Shop lot 2 storeys. ( 1intermidiate lot ) Shop lot 3 storey ( 1intermidiate lot ) Shop lot 4 storey. ( 1 intermediate lot ) Shop lot 3 storey. ( 2 intermediate lot ) Shop lot 3 storey. ( 2 intermediate lot ) Shop lot 5 storey. (Conner lot) Shop lot 3 storey. ( 2 intermediate lot ) Shop lot 3 storey. ( 2 intermediate lot ) Shop lot 3 storey. (Conner Lot ) Shop lot 3 storey (Conner lot ) Shop lot 4 storey. (intermediate lot) Stand alone 5 storey Shop lot 3 storey (2 Lot) (Conner lot) Shop lot 3 storey. (3 lot) (intermediate lot) Area i ) Lot ii ) Floor net ( KPS ) i) 38,000.00 ii ) 224,000.00 i) 56,713.00 ii ) 59,863.00 i) ii ) 1,119.00 2,238.00 i) ii ) 1,200.00 3,420.00 i) ii ) 2,243.00 7,786.00 i) ii ) 1,540.00 7,720.00 i) ii ) 2,800.00 6,628.00 i) ii ) 4,125.00 17,175.00 i) ii ) 2,800.00 7,130.00 i) ii ) 3,080.00 7,784.00 i) ii ) 4,373.00 8,559.00 i) ii ) 2,100.00 5,785.00 i) ii ) 1,540.00 4,786.00 i) ii ) 26,237.00 2,941.55 i) ii ) 3,338.00 7,183.00 i) ii ) 3,600.00 8,806.00 13 1.6 Research Methodology To carry out the study, several research methodologies were used, which includes literature review, knowledge acquisition, and data analysis techniques. Figure 1.1 showed the activity flow used to achieve the objectives that have been set. Literature review Brainstorming discussion Topic Identification Archives Data Preliminary Interview Brainstorming for finetuning Questionnaire and Interview Design Questionnaire launching Reply from respondent Follow up Analyze and consolidate results Storing data, analyzing, and summarizing results Propose Maintenance Management Figure 1.2 Research methodology flow chart Question List CHAPTER II LITERATURE REVIEW: MAINTENANCE MANAGEMENT & SERVISES 2.1 Introduction As a part of construction process, maintenance has an important role to ensure the long live of the constructed building. The building maintenance can be defined as the regular inspection of all parts of the building and the execution of work necessary to keep the structure, finishes and fitting in a proper and acceptable state of repair, including decoration both internally and externally (Cripps, 1984). Any constructed facility can be considered as an asset or investment that needs to be maintained to ensure its long life cycle. Owner is always expected its asset to be long life to ensure their capital investment returned and profitable. There are many literatures that discussed on maintenance. Most of them (British Standard 3811; Robert Milne, 1985; Cripps, 1984; Noble, 1984) have the same concept about maintenance, which defined as an action that prevent or restore a condition to its original condition. 15 2.2 Definition British Standard 8210 defined maintenance as the combination of all technical and administrative action intended to retain an item in, or restore it to, a state in which it can perform its required function. The previous version of British Standard (BS 3811: 1964), defined maintenance as a combination of any actions carried out to retain an item, or restore it to, an acceptable condition. According to Wordsworth (2001) the action is referred to the initiation, organization, and implementation of series of works. There are two processes of works that envisage, retaining and restoring. Retaining is more to the work carried out in anticipating of failure, and restoring is the work carried out after the failure. Wordsworth further explanation is about maintenance acceptable standard concept that is referred to the acceptability of the person who is paying the work to the person receiving benefit or to some outside body with the responsibility for enforcing minimum standards. It is clear that there is no absolute standard for maintenance (Noble, 1984; Lee, 1987). The standard is depending on the request of each person or organization as the client of the works. It could be higher or lower than the initial design standard, depend of the client inquires. 2.3 Maintenance Classification The maintenance can be classified into several types. The most common classification consists of two main parts, which are preventive and corrective maintenance. 16 British standard 3811: 1964 classified maintenance into three parts, planned maintenance, preventive maintenance, and running maintenance. The difference between these types of maintenance can be described as follow. a. Planned maintenance, it is defined as maintenance that organized and carried out with forethought, control and the use of records to predetermined plan. b. Preventive maintenance, it is carried out at predetermined or to other prescribed criteria and intended to reduce the likelihood of an item not meeting an acceptable condition. c. Running maintenance, which can be carried out whilst an item is in service. Another maintenance classification was done by Milne (1985) that classified maintenance into two categories, planned maintenance and preventive maintenance. Planned maintenance is a method whereby all of the work which can be foreseen in the coming year or longer if necessary, is detailed, costed and mapped out on a chart, listed in diary form or entered on a computer program in such a way that the maintenance manager can see at a glance just what task are due to be carried out any time of the year. Planned preventive maintenance, in the other hand, is an attempt to eliminate as far as possible the need of day-to-day maintenance and reduce the number of separately funded maintenance works by instituting a system of inspection at regular predetermined intervals and carrying out any minor repairs before they have time to develop into tasks of some magnitude. According to Wood (2003) the background of the planned preventive management is large scale programs of repair, maintenance and improvement of large stocks of buildings, particularly in the public sector. The fundamental reason of preventive maintenance was related to thinking and operating on grand scale and was logical extension of the kind of thinking that had dealt with sum clearance, the rebuilding of large areas flattened by bombing and the blitz, and the planning and construction of complete new towns. 17 Planned preventive maintenance will more worthwhile if it is meet some criteria (Lee R, 1987), such as: a. it is cost effective b. it is wanted to meet statutory or other legal requirements c. it is meet a client need from operating point of view d. it will reduce the incidence of running maintenance necessitating requisitions for work from the user e. there is a predominant incidence of work for the craftsman rather than pure inspection Another maintenance classification was made by Noble (1984) that classified maintenance as five different types: a. Routine or cyclic maintenance, it is task carried out at more or less regular intervals without prior inspection, such as cutting grass, lamp changing, cleaning of drains and gutters. b. Planned maintenance; can be determined as selected services, plant and equipment. It is a regular inspection and servicing (lubrication and adjustment) with repairs and replacements made or programmed only when found to be necessary. c. Planned inspection, for selected elements of structure, fabric and finishes. It is a regular inspection but with maintenance work carried out or only when found to be necessary. d. Breakdown or emergency maintenance, an action taken to remedy failure. e. Minimum maintenance, often applied to premises awaiting disposal. No action except to meet mandatory requirements, e.g. for health or safety, to conform to the terms of a lease, or to keep the property wind and waterproof. All types of maintenance explained above are depending and restricting by situation and factors. One of the factors is cost. Cost constrain together with the rates at which building materials and elements deteriorate in use, make maintenance more difficult. The cost of preventive action will increase if the work differed and if it is delayed to the point of failure the cost will be many times greater than if the job had 18 been done at the right time. Another factor is time; the correct timing of maintenance work is therefore very important (Noble, 1984). Cripps (1984) classified building maintenance in the five main heading: x Main fabric, determined as regular maintenance of the structure of building, including walls, floors, roofs, windows, doors, sanitary fittings and plumbing, drains, fire escapes, yard, roads and cleaning, and restoration of elevation. x Internal finishes, including of redecoration of walls and ceilings, replacement of floor surfaces, and repairs to special finishes. x Specific features, especially for public services, defined as all repairs to entrance doors and shop windows, including replacement of door springs, replacement of glass of the maintenance of electrical signs. x Cleaning, defined as regular cleaning of parts of the building by maintenance staffs or outside contractors. x Engineering services, this type of maintenance relate to mechanical and electrical equipment in the building. There are five headings that should be considered. 1. Electrical and gas services, periodic inspection of surface installation and major detailed surveys by professional consultants and subsequent execution of repairs found necessary. 2. Heating, ventilation, and air-conditioning, periodic inspection of installations, cleaning, lubricating and repairs including safety testing. 3. Lift, escalator, and mechanical equipment, periodic inspection as detailed under (2). 4. Fire precaution, periodic inspection and repair of sprinkler systems, fire detection system, fire extinguishers and blankets, hose-reels and hydrant. 5. Special equipment, periodic inspection of refrigeration installation, kitchen equipment, etc. 19 2.4 Maintenance Standard As mentioned before, there is no absolute maintenance standard since the need of building maintenance is typical for each building. But the general maintenance standard is needed as guide for the owner or tenants to maintain their building. Wordsworth (2001) mentioned the standard should be as a function rather than an object. Further he described maintenance standard as a balance between need and resource with the provider or controller of the resource usually having the greatest influence over what this balance may be. The main idea about maintenance standard is basically the request or maintenance work order from the owner to contractor, which area or defect that should be repair or replace, and this order should be clear as a standard for the contractor to perform the job. The work order should include the sufficient detail in order to enable the workman to take with him the correct quantity and type of material when making the maintenance work (Milne, 1985). In fact some of 40% of the maintenance standard was directed in site (Milne, 1985). The engineer or the maintenance department has to visit the site and check and determine the condition of building that should be maintained. The other advantage of site visit is it gives more attention and gives direct instruction to their employee or hired contractor to repair. Lee (1987) as mentioned in Building Maintenance Management described the maintenance standard as two part, lower level and upper level. Lower level is the need of maintenance due to increasing probability of failure involving not only enhanced repairs costs but also consequential losses where the normal user of the building is interfered with. For upper level of maintenance is set by the cost of achieving it. Based on the building individual element, Reginald Lee (1987) divide the maintenance standard as three conditions, physical condition of the elements, times, 20 and financial criteria. Physical condition has two related terms, the condition of element that related to the magnitude of defect that calls for remedial action, and the second term is the performance or the environmental systems. This system is known as condition controlled maintenance. This system suggests that there is a regular inspection to measure the condition or the performance of elements whether it is deteriorated below that laid down. The second condition is times, which repairs or replacements are to be made. This method more to the frequent inspection and it need certain knowledge of the rate of decoration. The balance between frequency inspections, risk, and consequences of failure is the important part that should be achieved. The last condition is financial criteria; this criterion can be taken from the variable sum based on the costs of some primary activity or replacement value, or taken from fixed sum based on historic costs or an analysis of anticipated benefits. 2.5 Maintenance Objective As well as the definition of maintenance, the primary aim of maintenance is to preserve the value of the asset so as to ensure a long term trouble free investment capable of providing a continuous and satisfactory return by minimum expenditure (David Arditi et al, 1999). Furthermore the specific objective of maintenance based on Arditi can be described as follow:ƒPerform daily housekeeping and cleaning to maintain a properly presentable facility. ƒPromptly respond and repair minor discrepancies in the facility. ƒDevelop and execute a system of regularly scheduled maintenance actions to prevent premature failure of the facility and its systems and components. ƒComplete major repairs based on lowest life-cycle cost. ƒIdentify design and complete improvement projects to reduce and minimize total operating and maintenance costs. 21 ƒOperate the facility utilities in the most economical manner while providing necessary reliability. ƒProvide for easy and complete reporting and identification of necessary repair and maintenance work. ƒPerform accurate cost estimating to ensure lowest cost solutions to maintenance problems. ƒMaintain a proper level of material and spare parts to support timely repairs. ƒAccurately track the costs of all maintenance work. ƒSchedule all planned work in advance, and allocate and anticipate staff requirements to meet planned and unplanned events. ƒMonitor the progress of all maintenance work. ƒMaintain complete historical data concerning the facility in general and equipment and components in particular. ƒContinually seek workable engineering solutions to maintenance problems. 2.6 Life Cycle Cost Building life cycle costs is the total costs of owning the building over its predicted life span including initial capital cost, occupation costs, operating costs, and the cost incurred or benefit derived from the disposal of the asset at the end of its life (Wordsworth, 2001; Chew M. Y. L et al, 2004). Basically, building life cycle is a technique to ascertain a suitable balance between capital cost on initial provision and costs incurred as a consequence of use. The basic concept of Life Cycle Cost, LCC is that decision on the design and acquisition of durable assets should take into account the long term financial consequences and should not based solely on initial costs. LCC can be used to evaluate the economic value of the construction process at every stage as described by Wordsworth (2001) as follow. 22 a. LCC at Inception Stage At the inception stage, LCC is use to determine the most economic way of meeting a need for additional building space. The option to be compared may include: ƒ Rearrangement of the internal spaces within an existing building ƒ Building an extension ƒ Gradual redevelopment of the existing site ƒ Development of new site ƒ Purchase or lease of another building b. LCC at Design Stage The use of LCC at design stage is to assist the client and designer as well in developing the most economic plan shape, structural form, and internal layout. One thing that should keep on mind is the earlier the LCC applied, the greater the possibilities on savings and the lower the committed costs. At the detail design stage, LCC is used to help the designer identify the design features, components and finishing that have the lowest cost. This stage would culminate in the preparation of LCC plan which should be incorporated in the maintenance manual for guidance of the guidance of the property manager. c. LCC at Occupation of the Building During the occupation of building LCC can be used to assists in formulating planned maintenance and renewal policies. It also provides a means of identifying high cost areas and evaluating changes that will reduce these costs. Regarding to the Brandon P. S. (1987) there are five factors that should be taken into account when using LCC as evaluation technique. These factors will effect to the calculation of life cycle cost of the building. The five factors are component performance that depends on detail design, workmanship, building use, client attitude to maintenance, exposure, weather climate and so on that effect to the building condition. The second factor is the building life, which depends on the assumption on the economic life span of the building. The next factors are inflation, technological 23 change and fashion, and taxation. The last three factors exclude taxation is unpredictable factors that have high uncertainty. 2.7 Maintenance Cost Maintenance cost is one the important thing that should be considered if the property’s high rate of return is expected. For illustration, one housing developer builds some houses for rental purposes. For business purposes, a developer always thinking how to build a house with lowest initial cost and have high quality income. This idea often takes the developer to pressure the initial cost to the lowest level and sometimes affected the quality of the building. The low quality of building has low rental price and also will affected the revenue they have. In term of maintenance, developer will take the budget from rental value. As consequence, for the low quality building would have maintenance cost slightly higher rather than the high quality building. Some developer have to spent as much as 50% of their rental revenue to cover maintenance cost (Derek Miles et al, 1987), they are caught in vicious circle, because they are running low cost housing estates rents has to kept low, and it caused poor maintenance. Basically, the value of the property can be determined from the first phase of construction. When the owner has intention to build a new building he/she has to clearly state the purpose of the building. At the feasibility and design stage, the designer should know what are the purpose of the building, the owner needs and all other information that related to construction of the building. From this stage, a designer should anticipate the effect of his/her design for the maintenance cost. Derek Miles et al (1987) stated from the feasibility and design amount that only 8 % of total project cost, the decision made during this stage commits nearly 95 % of the cost of building’s total life. From this fact, it is clear that the maintenance cost can be predicted from the early stage of construction. The agreement and understanding between client and designer from early stage of construction influence the initial and running cost of the building. 24 Another factor that influence the maintenance cost is the uncertainty of casual factors such as intensity of use and changing maintenance requirements (Miles, et al 1987). In this way, the maintenance cost need to be optimized not only at the design phase, but also during the management of the building in use. From the statement above, it is can be conclude the factors that affected the maintenance expenditure, there are: x Material, to keep the lower initial cost of building, client ask the contractor to find cheaper prize of materials, that usually (not always) have lower quality and life time period rather that expensive materials. The lower quality materials need more maintenance to keep their quality form deterioration. x Strategic design, poorly designed and constructed buildings may cost as much as more than a well designed and properly constructed building, depend on management and productivity at construction site. The important things in reducing future maintenance cost is that is strategic design of the building, that is shape, orientation, ratio of wall or floor, and so on rather than high initial cost. x The uncertainty of casual factors, such as intensity of use and changing maintenance requirements. 2.7.1 Costing system Maintenance costing can be classified into three categories, committed cost, variable cost, and managed cost (Miles et al, 1987). Committed cost cover the cost that cannot normally be altered during particular accounting period as fixed contract exists with supplier, for example covering the lease of office equipment. Variable cost is the cost that closely related to the activity of the organization and their size is fairly close related to the output of the unit. Variable cost is based on 25 the labor productivity and the materials used. For example, for slab concreting activity the cost is based on the area concreted and the materials used. It is possible to measure the work content accurately and establish the cost based on the work done. Managed cost is uncommitted and not directly related to the volume of activity, but specifically authorized at the discretion of the management. From these categories, committed cost is easier to identify and handle, since all the price and condition are mention at the contract. Any addition work in the field can be considered as variation work. For this reason, some of building owner or maintenance manager prefers to hire a contractor rather than hired their own employees to perform maintenance work (Miles et al, 1987). Based on variable cost system, a manager will measure the work performance based on budgeted cost. If cost was under the budget it can be said that the performance was perfect and thrifty, but if it was more than budget it can be said that something going wrong. It is not easy to justified work performance solely based on budget. There are some possibilities to explain why some works is under or above the budget. For example if the work done was under the budget, it might be the manager can perform perfect job with low cost, or another possibility the work is under quality, or the budget is over estimate. 2.7.2 Setting up a costing system One of the objectives of costing system is to allow the manager to make decision leading to effective cost control and then to study of the possibilities for cost reduction. Derek Miles (1987) described the steps to set up costing system as follow, 26 1. Collect all of the necessary data that related to running cost for building maintenance. To achieve this, all expenditure throughout the year must be collected into suitable expense centers according to the location and type. 2. Compared the collected costs data with the original estimates. It is important to look closely at those items where estimated costs have been exceeded, and to investigate the reason for excess. 3. Examine the possibilities for achieving cost savings by changes policy, techniques or replace of items that giving rise unacceptable maintenance or repair costs. 2.7.3 Maintenance budget To maintain the effective cost control it is important to set out the maintenance budget as a cost standard. To make it effective, budget has to use as working document throughout the year and managers are more likely to work hardly to achieve budgets that have been set up. Budget is the vital link in the chain of control which involves three aspects (Miles, 1987), there are communication of information about plans and intentions, motivating people to achieve planned targets, and the last aspect is performance reporting. Basically, the important function of budgeting is to provide a factual basis for cost control. Graham (1978) defined some factors that should be take in account to set up the budget, there are; x Changes in numbers/types of units comprising the estates The number of jobs is directly proportional to be increase or reduction in the number of units to be maintained, although the types of properties and services must be taken into account. x Maintenance service standard Maintenance serviced standard should be agreed for each financial year. This standard should specify the service requirements and the average 27 job completion times in each trade and maximum acceptable job completion periods. Changes to this standard may affect the likely number of jobs to be completed each week or certain period. x Variation in the incoming number of jobs The variations occur during the financial period, whether it was requested by tenants or the owner or by emergency situation should be a ware and must be taking into account. In practice these fluctuation when low can be offset by feeding to the work force program routine maintenance and preventive maintenance tasks. Peaks in the workload which cannot be programmed economically for the labor force can cover by using contractors. Annual estimates should include a provision for this. x Work arising from pre-painting surveys Technical staff should undertake a survey of properties in the year prior to that when external painting is programmed. The survey should be concerned mainly with the fabric of the building and with identifying all maintenance and repairs required to bring property up to acceptable standard before painting is carried out. This work must be completed before the end of the current financial year and before commencement of the current external painting program. x Work content An effective work study based incentive bonus scheme will require the measurements of the work content of all jobs completed each year. The recorded data will show the average work content per job for each trade in terms of Productive Standard Hours (PSH) per job. Using the records, together with a careful examination of anticipated trends, a accurate work content figure can be forecast for repairs and routine program work. 28 2.8 Design Effect of Building Maintenance One of the factors that influence the maintenance cost is the building design. The designer is the first person that accepts the idea from owner to design a building. From this idea the designer translate the owner need of the building to a general design and continued into detail design. The term designer in this part is not solely an architect, but it can be a team that has many people involve such as architect, structural engineer, quantity surveyor, etc that necessary or have relationship with the project (Marsh, 1979). The design stage starts with design brief from the client. Some of the client knows what information that should they give to the designer, but many were not understood. It is the designer responsible to assist the client to give an adequate briefing. It is very important to collect as many data from the client such as what type a building they need, what is the budget, what is the purpose of the building, and all of information that the designer need. This stage is very important but sometimes it was neglected by the owner or the designer or both. One investigation conducted by The Building Advisory Service at 1970-1974 in United Kingdom showed the highest faulty that made was the wrong choice of materials or components for particular situation, such as a wrong adhesive for floor tiles on a heated sub-floor, or necessary cavity trays and flashing was missing from the design. The common faulty that often happened were (Marsh 1979) (Miles et al, 1987): a. Inadequacy of the client brief b. Inadequacy of design, such as error of specification, material or component choice, juxtaposition of incompatible materials or components c. Construction error due to ambiguity or inadequacy of specification or supervision d. Defects in materials and components 29 Further, the defect in the building is not solely fault at the design stage. Some defect was caused by repetition of use of the building by different people or tenant for rented building, or the low quality of materials used, or can be the unskilled workmanship during the construction stage. Based on these factors, the designer should at least pay some intention for these factors, so in the future the defect can be minimize. Miles (1987) figured some factors that influence in the design stage for building maintenance such as; x Deterioration Deterioration can cause by climate, user activities and changing tastes and habits. The extent to which these agencies cause deterioration and thus create a need for remedial treatment will depend on the adequacy of the design and the suitability of materials needs. It is because they are often ignored or treated lightly in current literature in favor of technical detailing. x Future Needs As known, the building’s owner expected their building has long life time, resulted much money and has few maintenance cost. To reach the owner needs, the building should be used in the future time. Regarding to these situation, the designer should give intention to the future need for the building. Derek Miles (1987) mentioned the size, layout, and a service of the building is influenced by future need of the building. For instance, the need of the room in present and future time could be not same. When create a design, the designer should know what is the purpose of the room, what is in the room, or who or how many person will occupied the room, and such question that should clear the designer needs. Its look likes unimportant, but has great effect for the building. One research in Kenya proved, in one local authority of the 3,398 tenancies 68% of the family units were accommodate in one room, or one room was occupied by 4.7 persons. It will caused a social problem because too many people living together. 30 x Faulty of choice materials Another factors influenced of building maintenance is materials chosen. The designer should use materials that easy to maintain in the future and appropriate with the building and the environment. The environment factors such as climate should be taken as an important factor to choose materials. Some materials are easy defected by climate changing and caused deterioration. Faulty choice of materials will increase the materials cost in the future. x Decoration Decoration which includes painting internal as well as external surfaces may be subject to defects arising from incompatibility of the finish and its background. The most common defect on paintwork that calls for frequent decoration is discoloration. It was caused by dampness, resulting from rain penetration or condensation. Discoloration is common in areas where buildings do not have roof overhangs to shelter walls. Marsh (1979) stated, from an examination of maintenance accounts, for many buildings the cost of maintenance can be roughly broken down into equal parts representing decorations, services, and structure. x Access It should be realized by building designers that items of plant have to be renewed or have extensive works executed to them to maintain their efficiency, during the life of the fabric (Marsh, 1979). Therefore, the access facility should be provide to permits the components of the plant to be changed or serviced without wasteful consequential works to the plants as a whole or the building enclosure. 2.9 The role of the designer As the person that responsible for the building design, the important role of the designer is to enable creative solution latent in and conceived by the client or 31 community to emerge. The designer should be able to predict the ultimate effects of a proposed design scheme on users and the society as a whole, so that the ultimate work gives both satisfaction and value of money. The designer should be aware of good or bad effects of alternatives designs upon issues which are important to the users but which may not be of direct financial interest to the developer (Miles et al, 1987). Designer that have responsible to project design, sometimes they decide to use materials that not ready in the market or difficult and expensive to assemble on site. It could be an obstacle in construction industry that designer should aware of. The involvement of contractor as the project’s builder is playing the important role to reduce this obstacle. Contractor that construct the project at least know better the difficulties in construction phase than designer. The cooperation between designer, contractor, and may be the owner or maintainers in the earlier stage will help the designer to create a better design. Some difficulties can be reduced and all parties will satisfy with their creation. The advantage of involvement of maintainers in early stage (design stage) is they can help the designer to assess the total life-cycle cost and the maintenance cost of the proposed design. Beside cost benefit, the need of feed back of the design is very important for the designer, and it can be fulfill by maintainers as a design team (Miles et al 1987). 32 Brief Feasibility Outline Proposal Approved? Scheme Design Cost estimates for scheme Approved? Detail Design Cost estimates for detail design Approved? Contract Documents Tender Action Construction Feedback on use performance Figure 2.1 Cyclic nature of design process (Source: Building Maintenance: A management manual, Derek Miles and Paul Syagga, 1987, pp. 119) CHAPTER III RESEARCH METHODOLOGY 3.1 Introduction The aim of this study is to propose a maintenance management & services system for PERKESO buildings. In order to achieve this aim, there are four objectives have been set (please refer to chapter I). It is important to study and identify all of the objectives to enable this study propose a better maintenance management & services system. To achieve the objectives, there are some steps that should be fulfill to ensure continuous and logical build up of defining and justifying this study. The following steps are; i. To study the maintenance management system presently implemented. ii. To identify the common problem in maintenance management and services. iii. To identify the tenant satisfactory level upon the maintenance and services implemented. iv. To identify tenant opinion how to make the improvement for maintenance management and services. v. Proposed maintenance management and services system. 34 3.2 Archives Data Archives data is the data obtained from the PERKESO Property Unit and PERKESO maintenance and services contractor. From archives that enabled the identification of area of study. The use of this data is to confirm all information and other details to be used in the final analysis of this research. The data obtained from many sources such as: i. Defect report, ii. Progress maintenance monthly report, iii. Minute of monthly meeting maintenance and services, iv. Scope of work the maintenance and services in tender documents, v. Specification the maintenance and services in tender documents, vi. Agreement of contractor maintenance and services, vii. Budget of the maintenance and services, viii. Technical procedures of maintenance and services used at PERKESO, ix. Valuation report for tender maintenance and services, x. Filing and keeping record system for maintenance management and services. xi. Safety procedure which produce by the PERKESO maintenance contractor. 3.3 Questionnaire The questionnaire is used to get the data from the tenants that are the user that use at the buildings. It is very important to get the data from the tenants that in fact they are the end user of the buildings and also customer of the maintenance management and services provider. The information that would be obtained from the tenants: 1. The questionnaire was used to identify what is common problem that occurred at the PERKESO buildings 35 2. The questionnaire was used to identify the tenant’s satisfactory level of the maintenance management services implement. 3. The questionnaire was used to identify the tenant opinion on Improving Maintenance Management & Services that best to be applying at PERKESO. The data is needed to develop the list of question to be asked in order to get the correct respond from the tenants. Brainstorming also need to identify the questions is appropriate to get the data from the tenants. The last step is questionnaires distribution to the respondents. 3.4 Interview Interview is very important and the main source to obtain the data for this study. Interview is used to clarify the data obtained from archives and questionnaires. This step is important to further understand the maintenance process of works in PERKESO. Interviews to be done to (2) two times in this research: 1. Pre-interview : Before finally produce the questionnaire. 2. Interview During : stage analyze data gained from questionnaire The important of the pre-interview are to develop and get to produce good questionnaire, and shall be to get good data to be analyze. The pre-interview was done with:1. The Manager of Maintenance Contractor – Encik Tuan Asmadi B. Tuan Jusoh, 2. The Technician of Maintenance Contractor – En Syahwal , 3. The Manager of PERKESO Financial Department - En Rashid, 4. The Manager of PERKESO Property Unit- En Zainol B. Ahmed, 36 5. The Manager of PERKESO Administration Department - En Dzulkifli B. Yaacob. 6. The Managers of Branch Office – Cik Ariawati (Klang). Interview after analyze the questionnaire is to study the root of the problem by transition law from macro to micro. The interview was done with:1. The Manager of Maintenance Contractor – Encik Tuan Asmadi B. Tuan Jusoh 2. The Manager of PERKESO Property Unit, - Encik Zainol B. Ahmed 3. The Executive Officer of PERKESO Property Unit, - Encik Che Abdillah 4. The Managers of Branch Office. – En Mamsor B. Mahmood (Rawang) 3.5 Data Analysis To measure the data obtained from respondents, the questionnaires’ data will be analyzed by using the average index formula. The aim of this formula is to determine the ranking of parameters or factors given for each answer of the questions. For every question there are five parameters that should be used by the respondents as an option to answer the questionnaire. The five options given are most significant, significant, average, less significant, and not significant. 37 The average index is calculated on the formula by Assaf et al (1996), as follow 6 (ai . Xi) Average index = ----------------6 (Xi) Where, ai is a constant expressing weight given to i Xi is the variable that expressing the frequency of degree of important of each option, X1 expressed the frequency of most significant response X2 expressed the frequency of significant response X3 expressed the frequency of average response X4 expressed the frequency of less significant response X5 expressed the frequency of not significant response Table 3.1 showed the average index and the rating scale uses the method by Abdul Majid et al (1997) as follow. Table 3.1: Rating scale of average index Average Index Rating Scale Most Significant 0.00 – 1.50 Significant 1.51 – 2.50 Average 2.56 – 3.50 Less Significant 3.51 – 4.50 Not Significant 4.51 – 5.00 CHAPTER IV MAINTENANCE MANAGEMENT & SERVISES AT PERTUBUHAN KESELAMATAN SOSIAL (PERKESO) 4.1 Introduction “Pertubuhan Keselamatan Sosial” (PERKESO) is been preformed in 1971 under Ministry of Human Resources for implement, administrate and manage for the skim-skim Social Safety under “Akta Keselamatan Sosial Pekerja”, 1969. Those other function of PERKESO to register employer and employees, collect payment from employer and employees, claim process and pay claim to employee who get accident and to their family members. In 1st July 1985, status of PERKESO as a government department change as “Badan Berkanun” “semi government department”. Then in 1st January 1992, PERKESO start implement own expenditure and budget “sistem saraannya sendiri” which called “Sistem Saraan Baru PERKESO” (SSBP). It meant PERKESO is not use the budget from government of Malaysia. After PERKESO as the independent body which all the maintenance management and services at that time under the Administration Department. By that time the maintenance management and services and development project handle by non technical background. The need of professional team in PERKESO, PERKESO use method appoint Project Management Consultant to assist and advice PERKESO organization. PERKESO growth quickly against the time and PERKESO produce the planning strategy and strive to increase the achievement in give the services. The action made by develops all the facilities in PERKESO which make the customer or public customer deal with PERKESO will gain the comfortable inclusive to anybody 39 in PERKESO or customers in PERKESO. Parallel to the growth of PERKESO organization, PERKESO have constructed own stand alone building as the central of the PERKESO administration office and other meant as head quarter office PERKESO located at No. 281, Jalan Ampang, Kuala Lumpur. The building had complete constructed in September 1998 and fully operate in 1999. PERKESO building in di Lot PT 5512, Pusat Perdagangan Antarabangsa Melaka (MITC), Ayer Keroh, Melaka in process of handing over. By time being PERKESO are active in construct PERKESO own stand alone building. Recently, PERKESO progressively in construction stage there are eight (8) stand alone buildings all over Malaysia. The project development in progress of construction: i. PERKESO building at Kota Bharu, ii. PERKESO building Kuantan, iii. PERKESO building Petaling Jaya, iv. PERKESO building Johor Bharu, v. PERKESO building Wilayah Persekutuan Kuala Lumpur, vi. PERKESO building Pulau Pinang and vii. PERKESO building Alor Setar. By then PERKESO also bought shop lot building from the developer and building owner. It was for placement the branch office PERKESO in several states in Malaysia. Parallel to the PEREKSO organization growth, there are need requirement to do these research for develop a systematically maintenance management and services to manage, control and monitor and continuously implement preventive maintenance and corrective maintenance to all facilities and equipment have in PERKESO buildings. The development of the maintenance management in “Pertubuhan Keselamatan Sosial” is under the responsibility of Property Unit. The Property Unit as an organization has gone itself through several stages of changes since it is formation in Menara PERKESO in Kuala Lumpur since 2002 as the headquarter team base. Due to functional changes from small maintenance unit from (6) six numbers of peoples in the team, now expend as an independent unit in 2006, there are (11) eleven numbers of peoples of team members that has given responsibility by 40 PERKESO to develop and maintain the physical PERKESO buildings all over in the Malaysia. Include job enrichment Property unit have to manage development PERKESO project. Property Unit realizes the formation of the changes is needed to meet the organization goals. In order to achieve the objective it is important to study the maintenance management presently implemented in PERKESO. The information was obtained by interview conducted with the manager of maintenance contractor, technician of maintenance contractor, the manager of PERKESO Tresury Department, the manager of PERKESO Property Unit, the manager of PERKESO Administration Department, the managers of Branch Office and tenant of PERKESO buildings archives. 4.2 Historical Background Since it is formed the Property Unit had changed in the structure for many times. First formed in 2002 Property Unit was a small maintenance unit for manage the maintenance for all PERKESO buildings in Malaysia. Property Unit form under of the Finance Department. At that time Property Unit was lead by a non-technical background and the team member’s were also with non-technical background. Before 2002 meant before the Property Unit is create all the maintenance management and services of PERKESO buildings under the Administration Department. In 2003, under the authority of Treasury Department define these Property Unit need to be lead and manage by the professional team from multi disciplines background. The demanding role and responsibility created to Property Unit by PERKESO, the Human Resource PERKESO department employs staff to fulfill the need of Property Unit organization. Start staffing with (4) four number of people with different professional discipline background and (1) one of general administration clerk. This Property Unit expends and develops very fast and 41 continuously growing to fulfill the needs and demands of PERKESO organization. Review to the performance of the Property Unit, PERKESO shift paradigm policies from buy shop lot as PERKESO property to start develop and construct stand alone PERKESO building. In 2005, to realize the policies PERKESO develop and construct stand alone building. From this expending and growing of the PERKESO organization, continually the responsible and job specification Property Unit had been enrichment. Due to these positive arrangements PERKESO decided to expend the Property Unit divided to (2) two main team structure organizations: i. Maintenance Team. ii. Development Team. From the small maintenance unit had changed into one unit that lead by “Pengurus Kanan Unit Harta”. The main duty of the Property Unit created to be the core professional technical unit to advise and develop the system of management for all PERKESO properties. In order to achieve this goal, the management of PERKESO define they need to expand these technical unit, with organization by human resource department try to fulfill the need of manpower in the PERKESO. The staffing is selected by the open invitation in advertisement to mass media attracted the experience professional personal in the industries. For the starting the criteria to choose the candidate from different background and experiences. The multi different background and experience personal engage to cover the human resource problem at that time. By starting the Property Unit have given responsible as below: i. To handle development projects of stand alone building construction PERKESO Office at Melaka. ii. To handle Preventive maintenance and corrective maintenance for stand alone PERKESO buildings. iii. To handle Corrective maintenance for shop lot PERKESO buildings. Along with the carried out of the project and development of the Melaka stand alone PERKESO office and responsible to carry out of maintenance management and services of PERKESO own buildings, Property Unit was reorganized to meet their new function. The reorganized of Property Unit organization included the separation of department into two major team; there are team of development project and team 42 of maintenance management. The Property Unit still headed by one directors of work. The separation of these teams is due to the functional job of each team. At the new structure, the maintenance unit was separated from team of development that the maintenance unit had responsible to maintain the PERKESO buildings and assets. Before separation of these two teams, Property Unit has responsibility to maintain all of PERKESO assets and also to handle the development with no separation or specialization. Due to the new structure, maintenance team stand alone and has responsible to maintain all PERKESO assets including stand alone PERKESO buildings, shop lot PERKESO buildings, mechanical and electrical equipment, etc. The other hand the development department had responsible of the developing and construction of the new PERKESO buildings. After the completion of project, building was handed over from development department to the maintenance department. PROPERTY UNIT Development Project Team Maintenance Management Team Figure 4.1 Property Unit Structure Organizations (produce from gain information by interview with Manager Property Unit PERKESO) In 2002 Property Unit was completing the structure organization that effect to separate the management Property PERKESO and the management of rental buildings. For the changes and separation job of the name organization create Property Unit and headed under branch investment and account. The new structure had no significant effect to the total organizational structure. The attention was fall into matters of responsibilities, controls, and quality of works. 43 4.3 Organization Structure Maintenance team is support by four (4) main sub-personals, and all those sub-personal is lead by Senior Unit Property Manager. The four (4) sub-personals in maintenance team are from background disciplines mechanical & electrical personal, interior design personal, civil & structural personal and quantity surveyor personal. As well as their name each personal has responsible to handle any job or need requirement in their responsive area. The detailed organizational structure is attached at the appendix C. This team responsive as the technical management team to manage all maintenance management and services PERKESO property. Generally PERKESO buildings Property divided to two (2) types of buildings; those are stand alone building and shop lot buildings. Stand alone are divided to two (2) type of building which is the building/property PERKESO bought from the developer, other is buildings are PERKESO own the development project. For the shop lot buildings usually are a totally brought from the developer or the owner building. The shop lots which were bought from the developer meant the building or facilities are bought as a new building which PERKESO as the first owner of the buildings. For those shop lots building bought from owner usually it meant the building firstly PERKESO rent the building as for the PERKESO operational state/district office, after for a several years rental of the building then PERKESO Administration Department decided to buy the building from the owner. All the property/building/facility own by PERKESO all the maintenance management and services are responsible to Property Unit Maintenance team. From those differences create by the type of the buildings and all other factor discusses above cause the differentials of trigger to maintain all the PERKESO properties. The differential derive from aspect of the utilities have in the buildings, the structural buildings design, the architectural building design, the material, the mechanical and electrical system, the equipment and facilities installed and etc. All those above mentioned item suppose have the as-built drawing, bind maintenance manual and update inventory for the keeping record in PERKESO organization. Those valuable documents have to assign in proper manner to handle and 44 management all those information. I was important the valuable document and information have to safely keep and easy to receive when it need. These maintenance team as a special team firstly to sends if any problem occur to the PERKESO property. The problem or complaints receive from the any office manager, department manager, tenant or public building user. The maintenance team to observation and study the problem then identify the root of the problem and it classification of the problem. Thus the problems are including in the scope of preventive maintenance contractor, either the problem is still in the period of Defect Liability Period (D.L.P) of contractor work or as new scope as corrective maintenance. Then the Property Unit maintenance team forward to Treasury Department corrective maintenance. Both of corrective maintenance and preventive maintenance the specification produce are responsible of the Property Unit Maintenance Team. All the scope of work and specification for the tender will be discuss and check by the committee of the specification of tender. After get approval by the committee of specification tender then the tender document to be bind and the tender shall be allow to be advertise to open for bidding stages. Property Unit are usually are appointed as the Tender Specification Committee, any party involve to any produce the specification tender and scope of works tender shall be appoint as the Tender Specification Tender Committee. All work which is price RM 200,000.00 and below is call quotation and any work are price above RM200,000.00 is call tender. Property unit has capability to solve the problem in the field as well is not a contracted job or still under defect liability period. All budgets to spend in PERKESO have to approve by the “ahli Lembaga PERKESO”. The requirement is the contractor must have registered to the “Pusat Khidmat Kontraktor” follow the “Arahan Perbendaharaan”. Property Unit have given the authority to call open quotation of work price below RM20, 000.00 and have to get at least three (3) quotation in valuation stage, the valuation member can from in house Property Unit and the valuation report of the quotation will be forward to treasury department for the approval sign up the indent of work and Letter of offer to 45 contractor. For quotation which is above RM20, 000.00 and below RM200, 000.00. Property Unit not authorized to call open quotation and it was authorized to the Treasury department. The valuation of the quotation by the committee will be appointed by Chief Operating Officer. For quotation work are not exceeding than RM 10,000.00 also classified as quotation. The procedure same as the procedure works below RM20, 000.00. Below RM10, 000.00 did not have to register with “Pusat Khidmat Kontraktor”. The minimal requirement registered with SSM. If the contractor appointed, the contractor will received the “Pesanan Kerajaan”. 4.4 Scope of Work The main responsibility of maintenance unit is to maintain all the PERKESO facilities and infrastructures. The main job is to make sure the supporting system for PERKESO activity and work process in the office is perfect. The main supporting system such as System Lift, System air conditional, air intake and outlet, System Electrical, System Fire Fighting, System ‘Plumbing and Sanitary’, M&E equipment, Cleaning services, Civil & Structural Building, Landscape, Safety Security, Pest control, telecommunication system should be working properly without any disturbance that could affect the entire office work process. The detailed responsibility of maintenance team is listed at the table 4.1: Table 4.1: Maintenance team scope of work Civil Services Electrical Services Mechanical Services ƒBuilding components maintenance ƒPlumbing ƒStructural maintenance ƒSlope maintenance ƒRoad and storm drain maintenance ƒSewer line maintenance ƒBuilding fire fighting system services (centralized and portable) maintenance ƒElectrical sub-station maintenance ƒLow voltage electrical services maintenance ƒMedium voltage (22kv) electrical reticulation system ƒ Centralized uninterruptible power supplies (ups) maintenance ƒ Vehicles parking maintenance ƒ Centralized air compressor systems maintenance ƒ Main water pump plant operation and maintenance ƒ Main reticulation water system maintenance ƒ outdoor gondola ƒ PA system 46 ƒMain water reservoir maintenance ƒLandscape maintenance and potted plant ƒBuilding cleaning services ƒSanitary disposal services ƒ Waste disposal services ƒ Standby diesel generating ƒ Bulb sets maintenance ƒ Exhaust & Industrial Fan ƒ Interior decoration Pest control services Safety ƒ security services ƒ Centralized liquefied petroleum gas services maintenance ƒMVAC building services maintenance ƒAir conditioning plant maintenance ƒBuilding lift maintenance ƒ Emergency jobs Generally, these services can be classified into two types, preventive and corrective maintenance service. Preventive job is a planned maintenance to prevent the assets from damage. Maintenance performed depends on the schedule made by sub-contractor with approval of maintenance department. Preventive job used more to the electrical mechanical devices, such as air conditioning system (split, air conditioning plant, etc), electrical generator, telecommunication system, water resource system, and etc. the intensity of maintenance depend on each device referred to the manual. Corrective job is a job carried out based on report made by customer or maintenance unit observation in the field. The job carried out mostly a civil work such as building structure, plumbing system, low voltage device, sanitary fitting, and etc. Renovation work with several time increases the manpower will also increase, this scenario is when the organization growth and the employee also will be growth. For fulfill the need of scope for work need to do the renovation works. Demolition works is a job when the any facilities need to demolish cause time being need. For example the areas places locate the facilities in the golden area or prime area, the existing building just 3 storey building in the centre heart of Kuala Lumpur. With the need of facilities better to construct building with the multi storey building according to the environment need and land cost. 47 4.5 Standard Operational Procedure Maintenance standard operational procedure (SOP) is a guideline but in PERKESO it still in the under construction stage. Property unit don’t have the standard operating procedure these research will feed and help to collect valuable data to produce for the preventive maintenance and the corrective maintenance. Standard operating procedure is not a technical guideline but rather more to the administration guideline or steps should be followed before, after, and the time of maintenance work performs. As mentioned before there are two types of maintenance in PERKESO, preventive maintenance and corrective maintenance. Therefore it would need two SOP also as a guidance and control mechanism of maintenance work. Other site it called as Quality Assurance and Quality Control (QAQC). 4.5.1 Preventive Maintenance To perform preventive job, maintenance unit has develop the specification and the scope of work that should be fulfill and perform by the maintenance contractor and the Property unit staff as a guidance to fulfill the jobs. Suppose better to have the Standard Operating Procedure to have the indicator for monitoring and controlling by PERKESO maintenance team. According to the manager of maintenance unit, preventive maintenance in PERKESO was done by maintenance contractor that had been appoint by open tendering process under control and monitor by Property Unit. According and to fulfill the requirement of maintenance management and services in the tender document. The contractor appointed have to produce a master work programmed for maintenance management and services and submit it for period one year to the Property Unit Maintenance team. After the submitted work program was approved as master work program, the contractor has to produce the monthly detail work programmed. The submitted work plan should include the work activity, location of work, intensity of work, and time needed to perform the job. The work plan must be 48 approved by maintenance team Property Unit before it can be used as a job time table. It is the responsibility of maintenance team to distribute the maintenance schedule to each PERKESO department or PERKESO unit that relate to maintenance work. Each department in PERKESO must be informed when, where, and what maintenance activity will perform. Except information distribution, it is their responsible also to supervise the contractor work to make sure the job was finished well and appropriate with the contract specification. The Property Unit maintenance team staff has responsible to supervise the contractor at three phases, before performing the work, while performing the work, and after the work done. Before the job started, the maintenance unit has responsible to ensure the job will be carried out is appropriate with the submitted work plan and ensure the location is free and ready for maintenance work, and also ensure the contractor is ready to do the work and have appropriate tools to be used. When the work started, maintenance unit have to ensure the work is correct by checking the work at the field. Maintenance team have right to ask the contractor to make remedial work if the work done is not satisfied. After the work done, the contractor has responsible to submit daily work report to the maintenance team, and approval is needed after field checking. Based on interview with the maintenance manager, most of preventive maintenance was done for electrical and mechanical devices. For electrical appliances 60% of the work is preventive especially for middle and high voltage and the rest is corrective for low voltage devices. As a part of agreement with Tenaga National Berhad (TNB) as an electricity supplier to PERKESO, all of middle and high voltage electricity must be preventive maintenance. As well as electrical, most of maintenance for mechanical devices is preventive (80%) and the rest is corrective. 49 START Work Supervising Inform Property Unit PERKESO Check and Schedule approval Annual Preventive Maintenance Work Plan No Yes On the Contract Need to Repair ? No Price Agreement CORRECTIVE MAINTENANCE Yes Yes No Repair Work Supervising Evaluation & Approval Work Done Update Maintenance Record END Figure.4.2: Preventive Maintenance flow chart (produce from gain information by interview with Manager Property Unit PERKESO) 4.5.2 Corrective Maintenance Corrective maintenance in PERKESO was done under maintenance team for project not exceed than RM 20,000.00 can do all the process of quotation in Property unit authority. If any work price is exceed RM20, 000.00 also can be done but with follow the procedure where have to open to call the quotation by the treasury department and the valuation stage will be appointed by Chief Operation Officer. Maintenance team, as mentioned earlier, didn’t have skilled worker to perform corrective maintenance works. Property Unit maintenance team only has team to observe and study the problem then produce the scope of work and the specification. All the corrective measure will be do with quotation or tendering process. Property unit has responsibility to respond any claim or complaint from the customers to make field checking and solve the problems. Property unit with have 50 multi background discipline personnel which have the ability to observe and study the problem occur on site. If there any problem need to handle by specialize personnel, which may be Property unit didn’t have the capable to handle those. Property unit will counter make the proposal to appoint the consultant to study and produce the scope of work and the specification. All PERKESO work needs to appoint consultant or contractor by open tendering process. Corrective maintenance was done for unpredictable problem; it is means that the work will carried out after the problems occurred. Most of the job was done for building structure and low voltage electrical problems. Based on interview, majority in building structure/ civil work maintenance was treated by corrective (90%). The common problems is plumbing system, internal fixture problems such as broken door handle, timber decay, and drainage system problems i.e. blocked drain. For electrical treatment 40 % of maintenance work is corrective and most of the problems are in the low voltage electrical devices area such as lamp switch, plug, and electrical short. Major problem cause of three (4) major categories:i. Human false: Misuse, vandalize, accidental, equipment stolen, overload usage, poor workmanship, faulty design. ii. Mechanical false: loose connection, gear slip from track, sensor malfunction. iii. Electronic false: control component malfunction. iv. Wear and tear: reach design period time to change. As well as preventive maintenance, standard operational procedures also have to develop for corrective maintenance. In PERKESO there are don’t have the standard operational procedure. The standard operation procedure is still under construction and data and information from this research will be as references. Most of the procedure is similar and abstract from the preventive maintenance scope and specification. All the procedures have been implemented in PERKESO refer to the “Arahan Perbendaharaan” and “Surat Arahan Pekeliling” but not compile and abstract as a standard operational procedure. To develop the document has to refer to and abstract from: i. Arahan Perbendaharaan ii. Surat Arahan Pekeliling 51 iii. Scope of work and specification implemented for preventive maintenance. iv. Any procedure and process implemented in PERKESO. For all works that not handled by maintenance staff will be handed to the contractor. The works will be control and monitor by the PERKESO staff. The selection is by using tender process where the administration department will invite contractor to participate in the tender. The appropriate contractor will select by tender board. START Input Data/Claim ? Repair by Preventive Maintenance Contractor No Field Inspection (PERKESO Staff) No Defect claim Record ? DLP Yes Yes Inform to PERKESO MANAGER Work Process Evaluation and Approval Work Done Update Maintenance Record Defect claim Record & Pass to the Contractor Tendering Process END Select the Contractor Inform to Customer Work Supervising Figure 4.3 Corrective Maintenance flow chart (produce from gained information by interview with Manager Property Unit PERKESO) Started by input from customer that could be any persons in PERKESO as it is PERKESO manager state office, PERKESO staff, or Property Unit’s staff it self or even the contractor. There are three method that can be used for make claim to Property Unit. Any input would be classified into two categorize, under Defect Liability Period (DLP) or under maintenance unit liability. The defect under DLP will immediately offer to the responsible contractor. For the defect not under DLP the process will goes to the Property Unit staff (maintenance unit) through field inspection. If the defect can be handling by maintenance unit it will directly solve. 52 For the defect that exceed maintenance unit (budget, tools, equipment, and human resource) could be handling by contractor by tendering selection process. For any maintenance job handling by term contract contractor, maintenance unit has responsible to supervise the job and make sure the job was carried out properly and follow the specification stated on the contract. Keeping the latest condition is the last step in the process. For any maintenance work done must be updated to the system in order to easier tract the real condition of each asset. Corrective Maintenance User Request Preventive Maintenance Annual Program - Telephone Update Field Inspection NO Return with explanation Annual Inspection -PERKESO Staff -Property Unit PERKESO Staff ? Necessary ? DLP YES Property Unit Contracto YES Budget Setup -Annual -Contingency Tendering Process NO NO Budget Process Repair in the preventive YES Contractor Selection Monthly Program Weekly Program Daily Program YES Tendering Process Execute Work Update Data Base Figure 4.4 Combination Continuously Corrective Maintenance flow chart and Preventive Maintenance (produce from gained information by interview with Manager Property Unit PERKESO) 4.6 Common problems in maintenance management and services 53 In order to achieve the objective of this project it is important to study what the common problem in maintenance management and services. The relation between maintenance unit under Property Unit and public user to the facility are important. Are the customers complaints have been analyzed and define the common problem? From the organization structure it clear that the maintenance team that has responsible to maintain the covered area. The purpose of dividing the sub-personnel with difference discipline background to make easier the control mechanism of maintenance and make a quick response for any defect claim occurred in the particular area. Based on pre-interview with maintenance unit manager, maintenance contractor and PERKESO staff, it was found that there are many common defects or problems occur in maintenance management and services. The common problems have been abstract to the questionnaire in this research. The common problems are defined are as below: Table 4.2: Common problem occur in PERKESO (produce from gained information by interview with Manager Property Unit PERKESO) No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. The common problem occur in maintenance management and services Structure (i.e. crack, shrinkage, etc) Lift (i.e. stuck) Waterproofing leakage External wall (i.e. cracked brickwork, flaking, blistering) Internal 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 operation, broken door handle, etc) Fire alarm system (false ringing, etc) Electric installation (i.e. lamp, plug, switch, Electrical short, etc) Plumbing system (i.e. leaks at joint, mall function ball valves, etc) Drainage system (i.e. blocked drains) Water quality Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) Waste disposal. Cleanliness of the building. 54 Relation between these two is customer and service must be effective then it will provide the good data to process. The PERKESO staffs or the public facilities user do not have any responsibility to maintain the PERKESO facilities unless make report to Property Unit if the defect occurred, in spite of that the Property Unit staff is the first person that received claim from any the customer. 4.7 Satisfaction level to Maintenance Management and Services In order to achieve the objective of this project it is important to study what the customer satisfaction level to maintenance management and services implemented in the organization. The satisfaction to maintenance unit under Property Unit and public user to the facility are important. Are those all the planning, monitoring, controlling, corrective action all activities to the maintenance management are satisfied by the end user? Based on pre-interview with maintenance unit manager, maintenance contractor and PERKESO staffs, it was found that there are many indicators or scale which is the standard to define the end user satisfaction. Herewith the list down the indicator for the satisfactions level to the maintenance management and services implemented: Table 4.3: Indicator to define the satisfactions level of respondent (produce from gained information by interview with Manager Property Unit PERKESO) No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Indicator to define the satisfactions level with the maintenance management & services implemented. Overall Preventive Maintenance planning and implementation. Response to corrective maintenance and reimbursable work. Overall Mechanical and Electric System. Overall Planning and Implementation of the Renovation Works and Upgrading works. Overall system ventilation & inlet air. Overall Cleaning services. Overall Security services. Overall Landscape services. Timely response to emergencies works. Overall Water Quality Supply and maintenance water tank. 55 11. 12. 13. 14. 15. 16. Overall Waste Disposal Management. Overall Controlling Environmental Pollution. Overall fire fighting equipment and system. Qualification and capacity of our technical staff. Technical staff attendance and discipline. Overall pest control. Good in planning is not will be end with good end result. These is common where we have to take count are the end product are satisfactory to the end user. The common problems in the industry not seriously to abstract and define are the project or product fulfill all the customer need and satisfactory. Relation between these two is customer and service must be effective then it will provide perfect solution. The PERKESO staffs or the public facilities user have the data need to be process and analyze unless make the satisfactory level is take down and take action by the Property Unit. 4.8 User opinion on improving maintenance management and services In order to achieve the objective of this project it is important to study what is the user opinion on improving Maintenance Management and services that best be apply and implement to the existing organization. There must me the solution or corrective action can be made or perform to make the existing maintenance management system more efficient. To know the root of the problem then make the permanent corrective action which improve the performance and efficiency. Based on pre-interview with maintenance unit manager, maintenance contractor, public facilities end user and PERKESO staffs, it was found that there are many proposals counter up which is possible can be implementing to the organization. Herewith the list down the opinion or the proposal to make improvement to the existing maintenance management and services implemented: 56 Table 4.4: Itemize the ideal opinion to make improvement to maintenance management and services for the respondent (produce from gained information by interview with Manager Property Unit PERKESO) No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15 The customer and end user opinion on Improving Maintenance Management & Services that best be apply in the organization. Management By Objectives (e.g. superior and subordinate jointly identify and define goals-monitor progress) Communication (Consistently, openly and with mutual trust) Training ( courses about building maintenance management ) Quality of Supervision Methods Engineering / Work Simplification (Elimination of unnecessary task to reduce time) Work Measurement (e.g. Time Study) Job Evaluation (Valuation/analysis work achievement) Job Safety Design (A safe work place) Planning and Scheduling (e.g Right material at the right place at the right time) Management: Better coordination and budgeting, more inspiring leadership (motivate). Processes : Improve scheduling and material flow, more accurate – faster data flow (computerize) Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) Centralization of power arrangement / method of central management (Head Quarters Arrangement) Decentralization of power arrangement / method of separate management (Branch Arrangement) Technical maintenance unit/personnel at every region/branch. Good in planning is not will be end with good end result. These is common where we have to take count are the end product are satisfactory to the end user. The common problems in the industry not seriously to abstract and define are the project or product fulfill all the customer need and satisfactory. Relation between these two is customer and service must be effective then it will provide perfect solution. The PERKESO staffs or the public facilities user have the data need to be process and analyze unless make the satisfactory level is take down and take action by the Property Unit. 57 4.9 General building condition Generally the entire building condition in PERKESO is fair, including the building either the stand alone buildings or shop lot biddings. The building in PERKESO was build not on same time, it all depend to the need of PERKESO that way the ages of these buildings is not the same. Some building was relatively new and some is aging. Please refer to table below: Table 4.5: PERKESO building information date of purchase (produce from gained information by interview with Manager Property Unit PERKESO) Bil . Date agreement of Purchase Date transfer owner Date operation Building name Address Type 1 Menara PERKESO, Stand alone 20 storey 10/19/1994 4/10/1999 December 1998 2 Pejabat PERKESO Seberang jaya 281 Jln.Ampang, 50538 Kuala Lumpur. Lot PT 3969, Mukim 1 Seberang Perai Tengah Pulau Pinang. No.8, Lebuh Bunga Raya 5, Langkawi Mall 07000 Kuah, Langkawi. Lot 30, Komplek Kedai 3 Tingkat Fasa III, Jalan Hospital, Kangar. Lot 37, Betaria Business Centre, Seremban. Negeri Sembilan. Lot PTD 25084 & 25085 Tmn.Setia Jaya, Jln.T.S. Hoe, Batu Pahat, Johor. Plot 4 & 5 di atas lot 926, Mukim Keladi, Kulim, Kedah. Shop lot 11/7/1995 3/7/1998 operate but no date recorded 3/31/1997 Document not received 7/1/1997 2/7/1998 8/30/1999 1/1/2000 1 lot Shop lot 7/27/1998 9/5/2001 4 storey ( 1 lot ) Shop lot operate but no date recorded 4/1/1999 7/1/1999 1/1/2003 5/4/1999 8/1/2001 operate but no date recorded 3 4 5 6 7 Pejabat PERKESO Pulau Langkawi Pejabat PERKESO Kangar Pejabat PERKESO Seremban Pejabat PERKESO Batu Pahat Pejabat PERKESO Kulim 7 storey Shop lot 2 storey 1 lot Shop lot 3 storey 3 storey ( 2 lot ) Shop lot 3 storey 2 lot 58 8 Pejabat PERKESO Klang No.2, Jalan Tiara 2, Bandar Baru Klang, Selangor. Shop lot 5 storey 12/3/1999 12/29/1999 9 Pejabat PERKESO Sungai Petani No.30 & 31, Lengkok Cempaka, Amanjaya, Sg.Petani, Kedah. PTB 10956 & 10957, Tmn.Tun Dr.Ismail ( 1) Bandar Maharani, Muar. Lot 8927, No.28 Jln.Duku, Kampung Haji Manan, Kluang, Johor. No.29, Jalan Setia Rawang 1, 48000 Rawang, Selangor. No.13, Jalan Emas, Taman Bukit Hampar, 85000 Segamat, Johor. Lot No.9587N, Jalan Hospital, Ipoh, Perak Darul Ridzwan. Lot PT No. 1233 & 1234, Bandar Taiping Daerah Larut Matang Perak Darul Ridzwan No. 8, 9 & 10 Medan Sri Intan Jalan Sekolah Teluk Intan, Perak Shop lot 3/6/2000 12/19/2000 3/23/2000 10/19/2000 operate but no date recorded 7/22/2000 Document operate but no date recorded 10 11 Pejabat PERKESO Muar Pejabat PERKESO Kluang 12 Pejabat PERKESO Rawang 13 Pejabat PERKESO Segamat 14 Pejabat PERKESO Ipoh 15 Pejabat PERKESO Taiping 16 Pejabat PERKESO Teluk Intan 3 storey 2 lot Shop lot 3 storey 2 lot Shop lot 3 storey not received operate but no date recorded operate but no date recorded End Lot Shop lot 3 storey 8/28/2001 8/12/2002 End Lot Shop lot 4 storey operate but no date recorded 5/13/2002 7/16/2004 operate but no date recorded Stand alone 8/23/2002 8/23/2002 operate but no date recorded Shop lot 2/1/2003 06.10.2003 operate but no date recorded 8/8/2003 12.01.2004 operate but no date recorded 3 storey (2 Lot) Shop lot 3 storey (3 lot) This is meant all the buildings have implemented the maintenance management and services in the PERKESO buildings. However it does not mean the building is free from defect. The fact is defects occurred in the new buildings. Cause of the defects is varying, some of them are caused by wear and tear, misuse, vandalism, or even faulty design and poor workmanship at the design and construction phase. The detail explanation will be discussed in the next chapter. 59 4.10 Problem in Maintenance Management and Services Industry The under achievement of the Maintenance Management and services industry, are reflected from the following: i. Unreliable rates of profitability which are usually too low to sustain healthy development. Of implementation of concept open tender which the lowest bidder have larger opportunity. ii. Little investment in research and development of maintenance management and services let damaging this industry ability. Which to keep a slow growth with innovation process and technology compare to others industry. iii. Declining level of trained personnel happen skill shortages and ill defined career structure to develop supervisory and management grades. iv. The continue practice by the client in selecting of the designers and the contractor almost exclusively on the basis of tendered price. Other characteristic make under achievement to Maintenance Management and Services industry. Fragmented management cultural meant sequential ‘over the wall’ syndrome in maintenance management and services deeply implemented. Error and difficulty to maintenance period cause: i. Fragmented cultural system implemented widely which the maintenance team not in the design stage. ii. The maintenance team only invited or given responsibility after the Defect Liability Period expired. iii. The Maintenance team is not involved while the feasibility studies stage. Either process in construct a new building or to buy a new building. iv. No calobrative team work in maintenance team. Fragmented by discipline background create the boundary upon the professional. 60 4.11 Maintenance Unit Work Performance As discussed before, the responsibility of maintenance unit is to maintain the PERKESO assets including the PERKESO buildings. The maintenance process preventive maintenance that it is a routine maintenance based on work schedule and corrective maintenance that is an emergency work that happened after the defect occurred. The emergency maintenance based on the report from customer or staff’s observation at the field. Emergency maintenance work is an immediate action needed to maintain or repair the defect. Percentage of emergency maintenance in PERKESO is about 5 % of total maintenance. Any works to be tender or quotation normal procedure which need to go through a long process. For the un-finished job (backlog) in corrective maintenance very little only not complete or backlog work at PERKESO Office Teluk Intan for budget amount year 2006. There are small number of backlog in corrective maintenance cause the budget approve for the corrective maintenance all PERKESO buildings in early month of the year, there create long period of time to produce the scope of work and specification for prepare all for tendering procedure and process. All the approved corrective maintenance budgets at that year have to close and done in that particular year approved. The budgets not finish or use cannot to be forward to the next year. That meant the Property unit have be efficient by propose the budget and make sure the budget approve must be done. From the list approved budget for corrective maintenance in PERKESO are find out for electrical and mechanical work small numbers than civil work. Firstly there is different priority in set solution which one job has to do first, and all the works have to define which the priority works to be sequential are done. The entire corrective maintenance budget approve the manager maintenance team will produce the work program and submit for approval to “Pengurus Besar Kanan” which is head of Property Unit and it will be discuss openly in the in Property Unit monthly meeting . Tendering process it self take more times that make possibility another job is waiting for it and another backlog created. CHAPTER V DATA ANALYSIS AND FINDINGS 5.1 Introduction This chapter discuss on data analysis obtained from the questionnaires distributed to the Staff PERKESO, PERKESO Contractor Maintenance, Staff Property Unit PERKESO, tenant of the PERKESO buildings, especially end user customer for PERKESO buildings as below: No. Building Name 1 Menara PERKESO, Kuala Lumpur 2 Pejabat PERKESO Seberang Jaya 3 Pejabat PERKESO Langkawi 4 Pejabat PERKESO Kangar 5 Pejabat PERKESO Seremban 6 Pejabat PERKESO Batu Pahat 7 Pejabat PERKESO Kulim 8 Pejabat PERKESO Klang 9 Pejabat PERKESO Sungai Petani 10 Pejabat PERKESO Muar 11 Pejabat PERKESO Kluang 12 Pejabat PERKESO Rawang 13 Pejabat PERKESO Segamat 14 Pejabat PERKESO Ipoh 62 15 Pejabat PERKESO Taiping 16 Pejabat PERKESO Teluk Intan . The purpose of this questionnaire is to get information from the customer, end user of the facilities, tenants of those buildings, staff PERKESO, maintenance contractor and staff Property unit about what are the common problems in maintenance management and services? The questionnaire produce from abstract or develop from information pre interview to get what the usually problem at occur in buildings PERKESO. The concepts and aspect from good questionnaire will obtain good data or information then analyze the good data suppose to bring out the good result for the research. (See appendix A for the example of the questionnaire). After received the information data obtained from the questionnaires the next interview we done to analyze get to recognize the major problem then trough transition study from macro to micro. The questionnaires were analyzed by using average index (as discuss at chapter 3). The result showed in general most of customer, end user of the facilities or the tenants said that the overall condition of buildings is fair refer to the data analyze use the average index: From the pre interview and interview define there are major problem causes of four (4) major categories:i. Human false: Misuse, vandalize, accidental, equipment stolen, overload usage, poor workmanship, faulty design. ii. Mechanical false: loose connection, gear slip from track, sensor malfunction. iii. Electronic false: control component malfunction. iv. Wear and tear: reach design period time to change. As well as building condition, most of respondent agreed the service given by maintenance unit is also fair. Most of the respondents satisfy with the service, whether there are respondents that unhappy with certain services such cleanliness of the drainage, cobwebs, cleanliness of the mirror, un-pleasant smell at the toilet, and cleanliness of the garbage bin. 63 5.2 Respondent Characteristics To get the characteristics from answer of questionnaire survey consist question as below: Table 5.1 Question for get respondent information. No. 1 2 3 4 5 6 7 8 9 10 Demographic Information Gender Age ( in years) Ethnicity/Race Marital Status What is your employment status? If employed, what is your income level? How long have been using PERKESO facilities? Following background most accurately describes your organization Please kindly indicate your designation level. Your job description? From the questionnaire respondents have to answer the following questions as accurately as possible due to choice given. From questionnaires 310 distributed only 158 are returned the rest is not return or incompletely answer. So, the data analysis will be based on 158 respondents. Table 5.2 Showed the distribution and return of the questionnaire. Location Menara PERKESO Wisma PERKESO, Seberang Perai Pejabat PERKESO Langkawi Pejabat PERKESO Kangar Pejabat PERKESO Seremban Pejabat PERKESO Batu Pahat Pejabat PERKESO Kulim Questionnaires distribute 70 Questionnaires received 35 Percentage received 50.00% 15 6 40.00% 15 5 33.33% 15 5 33.33% 20 15 75.00% 10 5 50.00% 20 10 50.00% 64 Pejabat PERKESO Klang Pejabat PERKESO Sg. Petani Pejabat PERKESO Muar Pejabat PERKESO Kluang Pejabat PERKESO Segamat Pejabat PERKESO Ipoh Pejabat PERKESO Taiping Pejabat PERKESO Teluk Intan Total 20 15 75.00% 15 10 66.67% 15 5 33.33% 15 10 66.67% 15 15 5 10 33.33% 66.67% 15 5 33.33% 15 310 7 158 46.67% 50.97% The distribution of the questionnaire is based on the above list PERKESO buildings which in the research scope in peninsular of Malaysia. Each building questionnaire is distributed and received respond as below: Chart 5.1 Questionnaire return/answer from each PERKESO buildings. respondant information 80.00% 75.00% 75.00% 70.00% 66.67% 66.67% 60.00% 50.00% 50.00% 50.00% 50.00% 50.00% 50.00% 46.67% 40.00% 33.33% 33.33% Pejabat PERKESO Langkawi Pejabat PERKESO Kangar 40.00% 33.33% 33.33% 33.33% 30.00% 20.00% 10.00% percentage questionaire recevied Pejabat PERKESO Teluk Intan Pejabat PERKESO Taiping Pejabat PERKESO Ipoh Pejabat PERKESO Segamat Pejabat PERKESO Kluang Pejabat PERKESO Muar Pejabat PERKESO Sg. Petani Pejabat PERKESO Klang Pejabat PERKESO Kulim Pejabat PERKESO Batu Pahat Pejabat PERKESO Seremban Pejabat PERKESO Rawang Wisma PERKESO, Seberang Perai Menara PERKESO 0.00% 65 5.3 Gender of respondents From total are define the respondent gender received there are 65.19% are female and 34.81% are male: Chart 5.2 The respondent gender distribution. respondant information 70.00% Female, 65.19% 60.00% 50.00% 40.00% 30.00% Male, 34.81% 20.00% 10.00% 0.00% gender 5.4 Male Female 34.81% 65.19% Length of using the facilities The respondent are define the length of using the facilities or PERKESO buildings. Important to know the pattern of the respondent more longer use the facilities more accurate data expected for analysis. 66 Chart 5.3 The respondent length of using facilities. respondant information 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% how long have been used the fasility 5.5 Under 1 year 1-2 years 3-4 years 5-6 years 7-8 years 10.13% 14.56% 13.29% 10.13% 12.03% more than 8 years 39.87% Background distribution of respondents The respondent are define the background of the respondent. From the pattern the number of using the facilities from government servant, for information those building include the semi government and government office. 67 Chart 5.4 The respondent background distribution. respondant information 100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% background 10.00% 0.00% Architect/Engine ering Firm Contruction Company Multi-Disciplinary Maintenance Company Government sector/Semi Government Other 0.00% 0.00% 1.27% 5.70% 93.04% 0.00% background 5.6 What are the common problems in maintenance management and services? Table 5.3 Point/Marks for common problem in maintenance management and services. SHORT FORM MF Fr F LF LtF NA DESCRIPTION POINT Most Frequent Frequent Fair Less Frequent Least Frequent Not Applicable 1 2 3 4 5 0 68 From the result can define what is the rating scale to mean calculated point for the problem classified as not significant, less significant, fair, significant and most significant with the point given as above. Table 5.4. The common problem occurred at the PERKESO buildings (based on questionnaire survey): No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 MF Fr 9.49% 1.90% 24.05% 9.49% 7.59% 25.32% 5.70% 3.16% 6.96% 13.92% 17.09% 8.23% 15.19% 7.59% 7.59% 17.09% 8.23% 22.15% 15.19% 27.85% 18.99% 25.32% 3.80% 5.70% 22.15% 13.29% 17.09% 22.15% 7.59% 11.39% Percentage F LF 34.81% 13.92% 27.85% 37.34% 25.95% 27.22% 38.61% 10.76% 49.37% 33.54% 32.91% 44.94% 31.65% 36.08% 51.27% 29.11% 12.66% 16.46% 22.78% 27.85% 18.35% 20.89% 10.13% 22.15% 18.99% 21.52% 22.15% 21.52% 31.65% 18.35% LtF NA Average Index 9.49% 8.23% 9.49% 15.19% 10.76% 10.13% 9.49% 16.46% 15.82% 11.39% 15.19% 7.59% 9.49% 17.09% 11.39% 0.00% 55.06% 0.00% 0.00% 0.00% 0.00% 0.00% 55.06% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3.120 3.380 2.652 3.190 3.063 2.690 3.032 3.743 3.342 2.918 3.044 3.038 2.880 3.430 3.146 Rating Scale Fair Fair Fair Fair Fair Fair Fair Significant Fair Fair Fair Fair Fair Fair Fair (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, Not Applicable = NA) The second question of the questionnaire is asking about the defect that normally occurred at the PERKESO buildings. Above result is analyzed for all respondents. The amount of point received that answer with the average index the lowest 2.6522 and the highest point 3.743 that consider as significant. Whether the buildings are consider as new building but still there are respondents that agreed the building has defects. Most of the respondents agreed the defects that normally occurred are list as above. From Table 5.1 showed the respond of the user of the buildings PERKESO building defect or problem that normally occurred. There are usually fifteen defects occurred at the PERKESO buildings ,those information get from interview with the PERKESO maintenance management contractor and manager of Property Unit PERKESO(please refer to APPENDIX B), which most of the problems at five first top ranks related to 69 system, which is waterproofing leakage, roof, sanitary fitting, plumbing system and also internal fixture problem. Table 5.5: Five (5) top common problem maintenance at PERKESO Buildings No. What are the common problems in maintenance management and services? Average Index Rating 1 Waterproofing leakage 2.652 Scale Fair 2 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 2.690 Fair 3 Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 2.880 Fair 2.918 Fair Internal fixture (i.e. timber decay, faulty door & window operation, broken door handle, etc) 3.032 Fair 4 5 For further analysis it is necessary to identify the defects for each PERKESO buildings. In fact, the defects occurred in the buildings is not the same depend on different factors and different circumstance. It will be clear showed at the table that showed defects for each PERKESO buildings below. 5.6.1 Menara PERKESO Kuala Lumpur Table 5.6 shown the defect or problems occurred at the Menara PERKESO Kuala Lumpur based on questionnaires respondents. As shown at the table there are nine (9) significant problems for the particular building and six (6) are fair. Even though there are some respondents that mentioned there are frequent problems at the Menara PERKESO Kuala Lumpur building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Menara PERKESO Kuala Lumpur building the pattern of problem are internal fixture (average index 3.40), plumbing system (average index 3.40), waterproofing leakage (average index 3.40), roof (average index 3.40) and sanitary fitting (average index 3.40). Where these defects or problems similar with the defects for the overall 70 PERKESO buildings are waterproofing leakage (average index 2.652), roof (average index 2.690), sanitary Fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032). Table 5.6: Defect List at Menara PERKESO Kuala Lumpur No. Percentage Average Rating Index Scale MF Fr F LF LtF NA 1 2.86% 17.14% 28.57% 31.43% 20.00% 0.00% 3.49 Fair 2 2.86% 11.43% 22.86% 28.57% 34.29% 0.00% 3.80 Significant 3 2.86% 17.14% 34.29% 22.86% 22.86% 0.00% 3.46 Fair 4 8.57% 17.14% 20.00% 17.14% 37.14% 0.00% 3.57 Significant 5 0.00% 17.14% 37.14% 14.29% 31.43% 0.00% 3.60 Significant 6 5.71% 14.29% 37.14% 11.43% 31.43% 0.00% 3.49 Fair 7 0.00% 22.86% 37.14% 17.14% 22.86% 0.00% 3.40 Fair 8 2.86% 0.00% 22.86% 28.57% 45.71% 0.00% 4.14 Significant 9 2.86% 0.00% 14.29% 40.00% 42.86% 0.00% 4.20 Significant 10 8.57% 14.29% 25.71% 28.57% 22.86% 0.00% 3.43 Fair 11 0.00% 14.29% 17.14% 34.29% 34.29% 0.00% 3.89 Significant 12 5.71% 11.43% 28.57% 34.29% 20.00% 0.00% 3.51 Significant 13 2.86% 14.29% 25.71% 45.71% 11.43% 0.00% 3.49 Fair 14 2.86% 5.71% 31.43% 31.43% 28.57% 0.00% 3.77 Significant 15 5.71% 14.29% 14.29% 42.86% 22.86% 0.00% 3.63 Significant (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, Not Applicable = NA) Table 5.7: Five (5) top common problem maintenance at Menara PERKESO Kuala Lumpur No. 1 2 3 4 5 What are the common problems in maintenance management and services? Internal fixture(i.e. timber decay, faulty door & window operation, broken door handle, etc) Plumbing system (i.e. leaks at joint, mall function ball valves, etc) Waterproofing leakage Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) Average Index 3.40 Rating Scale Fair 3.43 Fair 3.46 3.49 3.49 Fair Fair Fair 71 5.6.2 Pejabat PERKESO Seberang Jaya Table 5.8 shown the defect or problems occurred at the Pejabat PERKESO Seberang Jaya based on questionnaires respondents. As shown at the table there are nine (9) significant problems for the particular building and six (6) are fair. Even though there are some respondents that mentioned there are frequent problems at the Pejabat PERKESO Seberang Jaya building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Pejabat PERKESO Seberang Jaya building the pattern of problem are waterproofing leakage (average index 3.17), Cleanliness of the building (average index 3.33), lift (average index 3.50), roof (average index 3.50) and fire alarm fighting (average index 3.50). Where these defects or problems some are similar with the defects for the overall PERKESO buildings are waterproofing leakage (average index 2.652), roof (average index 2.690), sanitary fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032). Table 5.8: Defect List at Pejabat PERKESO Seberang Jaya No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Percentage MF 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Fr 16.67% 16.67% 33.33% 0.00% 0.00% 33.33% 0.00% 33.33% 0.00% 33.33% 0.00% 0.00% 16.67% 0.00% 16.67% F 16.67% 33.33% 33.33% 50.00% 50.00% 16.67% 50.00% 16.67% 16.67% 16.67% 16.67% 50.00% 16.67% 33.33% 50.00% LF 50.00% 33.33% 16.67% 33.33% 33.33% 16.67% 33.33% 16.67% 50.00% 33.33% 66.67% 33.33% 50.00% 50.00% 16.67% Average Index LtF 16.67% 16.67% 16.67% 16.67% 16.67% 33.33% 16.67% 33.33% 33.33% 16.67% 16.67% 16.67% 16.67% 16.67% 16.67% NA 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3.67 3.50 3.17 3.67 3.67 3.50 3.67 3.50 4.17 3.33 4.00 3.67 3.67 3.83 3.33 Rating Scale Significant Fair Fair Significant Significant Fair Significant Fair Significant Fair Significant Significant Significant Significant Fair (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, Not Applicable = NA) 72 Table 5.9: Five (5) top common problem maintenance at Pejabat PERKESO Seberang Jaya No. What are the common problems in maintenance management and services? Average Rating Index Scale 1 Waterproofing leakage 3.17 Fair 2 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 3.33 Fair 3 Cleanliness of the building. 3.33 Fair 4 Lift (i.e. stuck) 3.50 Fair 5 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 3.50 Fair 5.6.3 Pejabat PERKESO Langkawi Table 5.10 shown the defect or problems occurred at the Pejabat PERKESO Langkawi based on questionnaires respondents. As shown at the table there are six (6) significant problems for the particular building , seven (7) are fair and 2 (two) item have average index 0.0 because there are not applicable the facilities at the building there are lift and fire fighting system. Even though there are some respondents that mentioned there are frequent problems at the Pejabat PERKESO Langkawi building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Pejabat PERKESO Langkawi building the pattern of problem are electric installation (average index 3.20), drainage system (average index 3.20), cleanliness of building (average index 3.20), plumbing system (average index 3.40) and water quality (average index 3.40). 73 Table 5.10: Defect List at Pejabat PERKESO Langkawi No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Percentage MF 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Fr F 0.00% 40.00% 0.00% 0.00% 0.00% 20.00% 0.00% 40.00% 20.00% 0.00% 0.00% 40.00% 0.00% 40.00% 0.00% 0.00% 0.00% 80.00% 0.00% 60.00% 0.00% 80.00% 0.00% 60.00% 0.00% 60.00% 0.00% 60.00% 0.00% 80.00% LF 60.00% 0.00% 20.00% 60.00% 80.00% 60.00% 60.00% 0.00% 20.00% 40.00% 20.00% 40.00% 40.00% 40.00% 20.00% Average Index LtF NA 0.00% 0.00% 0.00% 100.00% 60.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3.60 0.00 4.40 3.60 3.60 3.60 3.60 0.00 3.20 3.40 3.20 3.40 3.40 3.40 3.20 Rating Scale Significant Not Significant Significant Significant Significant Significant Significant Not Significant Fair Fair Fair Fair Fair Fair Fair (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, Not Applicable = NA) Table 5.11: Five (5) top common problem maintenance at Pejabat PERKESO Langkawi No. What are the common problems in maintenance management Average Rating Index Scale and services? 1 Electric installation (i.e. lamp, plug, switch, Electrical short, etc) 3.20 Fair 2 Drainage system (i.e. blocked drains) 3.20 Fair 3 Cleanliness of the building. 3.20 Fair 4 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 3.40 Fair 5 Water quality 3.40 Fair 5.6.4 Pejabat PERKESO Kangar Table 5.12 shown the defect or problems occurred at the Pejabat PERKESO Kangar based on questionnaires respondents. As shown at the table there are eight (8) significant problems for the particular building, five (5) are fair and 2 (two) item have average index 0.0 because there are not applicable the facilities at the building there are lift and fire fighting system. . 74 Even though there are some respondents that mentioned there are frequent problems at the Pejabat PERKESO Kangar building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Pejabat PERKESO Kangar building the pattern of problem are sanitary fitting (average index 3.20), cleanliness of the building (average index 3.20), plumbing system (average index 3.40), water quality (average index 3.40) and waste disposal (average index 3.40). Where these defects or problems some are similar with the defects for the overall PERKESO buildings are waterproofing leakage (average index 2.652), roof (average index 2.690), sanitary fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032). Table 5.12: Defect List at Pejabat PERKESO Kangar No. Percentage Average Rating Index MF Fr F LF LtF NA Scale 1 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 2 0.00% 0.00% 0.00 Not Significant 3 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 4 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 5 0.00% 20.00% 0.00% 80.00% 0.00% 0.00% 3.60 Significant 6 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 7 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 8 0.00% 0.00% 0.00 Not Significant 9 0.00% 0.00% 60.00% 20.00% 20.00% 0.00% 3.60 Significant 10 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 11 0.00% 0.00% 60.00% 20.00% 20.00% 0.00% 3.60 Significant 12 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 13 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 14 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 15 0.00% 0.00% 80.00% 20.00% 0.00% 0.00% 3.20 Fair 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 100.00% (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, NA = Not Applicable) 75 Table 5.13: Five (5) top common problem maintenance at Pejabat PERKESO Kangar No. 1 2 3 4 5 What are the common problems in maintenance management and services? Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) Cleanliness of the building. Plumbing system (i.e. leaks at joint, mall function ball valves, etc) Water quality Waste disposal. 5.6.5 Average Index Rating Scale 3.20 3.20 3.40 3.40 3.40 Fair Fair Fair Fair Fair Pejabat PERKESO Seremban Table 5.14 shown the defect or problems occurred at the Pejabat PERKESO Seremban based on questionnaires respondents. As shown at the table there are one (1) not significant, five (5) less significant and nine (9) fair. Even though there are some respondents that mentioned there are frequent problems at the Pejabat PERKESO Seremban building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Pejabat PERKESO Seremban building the pattern of problem are roof (average index 1.40), waterproofing leakage (average index 1.67), sanitary fitting (average index 2.13), waterproofing leakage (average index 2.20) and internal wall (average index 2.47). Where these defects or problems some are similar with the defects for the overall PERKESO buildings are waterproofing leakage (average index 2.652), roof (average index 2.690), sanitary fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032). 76 Table 5.14: Defect List at Pejabat PERKESO Seremban No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Percentage MF 13.33% 6.67% 40.00% 6.67% 6.67% 60.00% 13.33% 13.33% 0.00% 13.33% 6.67% 20.00% 26.67% 20.00% 0.00% Fr 33.33% 26.67% 53.33% 26.67% 53.33% 40.00% 53.33% 13.33% 13.33% 20.00% 33.33% 60.00% 53.33% 33.33% 33.33% F 33.33% 40.00% 6.67% 33.33% 33.33% 0.00% 20.00% 26.67% 53.33% 40.00% 33.33% 6.67% 6.67% 26.67% 53.33% LF 20.00% 26.67% 0.00% 26.67% 0.00% 0.00% 0.00% 20.00% 20.00% 20.00% 20.00% 6.67% 6.67% 6.67% 6.67% Average Index LtF 0.00% 0.00% 0.00% 6.67% 6.67% 0.00% 13.33% 26.67% 13.33% 6.67% 6.67% 6.67% 6.67% 13.33% 6.67% NA 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 2.60 2.87 1.67 3.00 2.47 1.40 2.47 3.33 3.33 2.87 2.87 2.20 2.13 2.60 2.87 Rating Scale Fair Fair Less Significant Fair Less Significant Fair Less Significant Fair Fair Fair Fair Less Significant Less Significant Fair Fair (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, NA = Not Applicable) Table 5.15: Five (5) top common problem maintenance at Pejabat PERKESO Seremban No. 1 2 3 4 5 5.6.6 What are the common problems in maintenance management and services? Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) Waterproofing leakage Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) Water quality Internal wall (i.e. plaster loose, discolored, blistered decoration, etc) Average Index 1.40 1.67 Rating Scale Not Significant Less Significant 2.13 2.20 Less Significant Less Significant 2.47 Less Significant Pejabat PERKESO Batu Pahat Table 5.16 shown the defect or problems occurred at the Pejabat PERKESO Batu Pahat based on questionnaires respondents. As shown at the table there are seven (7) fair, six (6) are significant and 2 (two) item have average index 0.0 because there are not applicable the facilities at the building there are lift and fire fighting system. 77 Even though there are some respondents that mentioned there are frequent problems at the Pejabat PERKESO Batu Pahat building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Pejabat PERKESO Batu Pahat building the pattern of problem are drainage system (average index 3.00), cleanliness of the building. (average index 3.00), Electric installation (average index 3.20), sanitary fitting (average index 3.20) and plumbing system (average index 3.40). Where these defects or problems some are similar with the defects for the overall PERKESO buildings are waterproofing leakage (average index 2.652), roof (average index 2.690), sanitary fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032). Table 5.16: Defect List at Pejabat PERKESO Batu Pahat No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Percentage MF 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Fr 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 20.00% 0.00% 20.00% F 40.00% 0.00% 40.00% 40.00% 0.00% 40.00% 40.00% 0.00% 80.00% 60.00% 60.00% 60.00% 40.00% 60.00% 60.00% LF 60.00% 0.00% 60.00% 60.00% 80.00% 60.00% 60.00% 0.00% 20.00% 40.00% 20.00% 40.00% 40.00% 40.00% 20.00% Average Index LtF NA 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3.60 0.00 3.60 3.60 3.60 3.60 3.60 0.00 3.20 3.40 3.00 3.40 3.20 3.40 3.00 Rating Scale Significant Not Significant Significant Significant Significant Significant Significant Not Significant Fair Fair Fair Fair Fair Fair Fair (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, NA = Not Applicable) 78 Table 5.17: Five (5) top common problem maintenance at Pejabat PERKESO Batu Pahat No. What are the common problems in maintenance management Average Rating and services? Index Scale 1 Drainage system (i.e. blocked drains) 3.00 Fair 2 Cleanliness of the building. 3.00 Fair 3 Electric installation (i.e. lamp, plug, switch, Electrical short, etc) 3.20 Fair 4 Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) 3.20 Fair 5 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 3.40 Fair 5.6.7 Pejabat PERKESO Kulim Table 5.18 shown the defect or problems occurred at the Pejabat PERKESO Kulim based on questionnaires respondents. As shown at the table there are six (6) less significant, six (6) fair, one (1) significant and 2 (two) item have average index 0.0 because there are not applicable the facilities at the building there are lift and fire fighting system. Even though there are some respondents that mentioned there are frequent problems at the Pejabat PERKESO Kulim building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Pejabat PERKESO Kulim building the pattern of problem are waterproofing leakage (average index 1.80), roof (average index 2.10), plumbing system (average index 2.20), drainage system (average index 2.20) and sanitary fitting (average index 2.40). Where these defects or problems similar with the defects for the overall PERKESO buildings are waterproofing leakage (average index 2.652), roof (average index 2.690), sanitary fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032). 79 Table 5.18: Defect List at Pejabat PERKESO Kulim No. Percentage Average Index Rating 1 2 3 4 MF 20.00% 0.00% 50.00% 20.00% Fr F LF LtF NA 20.00% 40.00% 10.00% 10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 20.00% 30.00% 0.00% 0.00% 0.00% 20.00% 50.00% 0.00% 10.00% 0.00% 2.70 0.00 1.80 2.60 Scale Fair Not Significant Less Significant Fair 5 6 20.00% 40.00% 30.00% 30.00% 20.00% 0.00% 0.00% 20.00% 30.00% 10.00% 0.00% 0.00% 2.50 2.10 Significant Less Significant 7 10.00% 30.00% 50.00% 10.00% 0.00% 0.00% 2.60 Fair 8 9 10 0.00% 20.00% 30.00% 0.00% 0.00% 0.00% 0.00% 100.00% 10.00% 60.00% 10.00% 0.00% 0.00% 40.00% 20.00% 0.00% 10.00% 0.00% 0.00 2.60 2.20 Not Significant Fair Less Significant 11 12 13 50.00% 10.00% 30.00% 10.00% 20.00% 10.00% 10.00% 0.00% 10.00% 70.00% 10.00% 0.00% 0.00% 20.00% 40.00% 0.00% 10.00% 0.00% 2.20 2.80 2.40 Less Significant Fair Less Significant 14 15 10.00% 20.00% 0.00% 0.00% 3.60 2.90 Significant Fair 30.00% 40.00% 20.00% 0.00% 60.00% 10.00% 10.00% 0.00% (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, NA = Not Applicable) Table 5.19: Five (5) top common problem maintenance at Pejabat PERKESO Kulim No. What are the common problems in maintenance management and services? Average Rating Scale Index 1 Waterproofing leakage 1.80 Less Significant 2 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 2.10 Less Significant 3 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 2.20 Less Significant 4 Drainage system (i.e. blocked drains) 2.20 Less Significant 5 Sanitary fitting (i.e. blocked closet, blocked waste pipe, 2.40 Less Significant leaking tap, etc) 80 5.6.8 Pejabat PERKESO Klang Table 5.20 shown the defect or problems occurred at the Pejabat PERKESO Klang based on questionnaires respondents. As shown at the table there are nine (9) significant problems for the particular building and six (6) are fair. Even though there are some respondents that mentioned there are frequent problems at the Pejabat PERKESO Klang building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Pejabat PERKESO Klang building the pattern of problem are roof (average index 1.40), waterproofing leakage (average index 1.67), sanitary fitting (average index 2.13), water quality (average index 2.20) and internal wall (average index 2.47). Where these defects or problems some are similar with the defects for the overall PERKESO buildings are waterproofing leakage (average index 2.652), roof (average index 2.690), sanitary fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032). Table 5.20: Defect List at Pejabat PERKESO Klang No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 MF 13.33% 6.67% 40.00% 6.67% 6.67% 60.00% 13.33% 14.29% 0.00% 13.33% 6.67% 20.00% 26.67% 20.00% 0.00% Fr 33.33% 26.67% 53.33% 26.67% 53.33% 40.00% 53.33% 14.29% 13.33% 20.00% 33.33% 60.00% 53.33% 33.33% 33.33% Percentage F LF 33.33% 20.00% 40.00% 26.67% 6.67% 0.00% 33.33% 26.67% 33.33% 0.00% 0.00% 0.00% 20.00% 0.00% 28.57% 14.29% 53.33% 20.00% 40.00% 20.00% 33.33% 20.00% 6.67% 6.67% 6.67% 6.67% 26.67% 6.67% 53.33% 6.67% LtF 0.00% 0.00% 0.00% 6.67% 6.67% 0.00% 13.33% 28.57% 13.33% 6.67% 6.67% 6.67% 6.67% 13.33% 6.67% NA 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 2.60 2.87 1.67 3.00 2.47 1.40 2.47 3.29 3.33 2.87 2.87 2.20 2.13 2.60 2.87 Rating Scale Fair Fair Less Significant Fair Less Significant Not Significant Less Significant Fair Fair Fair Fair Less Significant Less Significant Fair Fair (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, NA = Not Applicable) 81 Table 5.21: Five (5) top common problem maintenance at Pejabat PERKESO Klang No. What are the common problems in maintenance management and services? Average Rating Scale Index 1 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 1.40 Not Significant 2 Waterproofing leakage 1.67 Less Significant 3 Sanitary fitting (i.e. blocked closet, blocked waste pipe, 2.13 Less Significant leaking tap, etc) 4 Water quality 2.20 Less Significant 5 Internal wall (i.e. plaster loose, discolored, blistered 2.47 Less Significant decoration, etc) 5.6.9 Pejabat PERKESO Sungai Petani Table 5.22 shown the defect or problems occurred at the Pejabat PERKESO Sungai Petani based on questionnaires respondents. As shown at the table there are six (6) less significant, six (6) fair, one (1) significant and 2 (two) item have average index 0.0 because there are not applicable the facilities at the building there are lift and fire fighting system. Even though there are some respondents that mentioned there are frequent problems at the Pejabat PERKESO Sungai Petani building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Pejabat PERKESO Sungai Petani building the pattern of problem are waterproofing leakage (average index 1.80), roof (average index 2.10), plumbing system (average index 2.20), drainage system (average index 2.20) and sanitary fitting (average index 2.40). Where these defects or problems some are similar with the defects for the overall PERKESO buildings are waterproofing leakage (average index 2.652), roof 82 (average index 2.690), sanitary fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032). Table 5.22: Defect List at Pejabat PERKESO Sungai Petani No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Percentage MF 20.00% 0.00% 50.00% 20.00% 20.00% 40.00% 10.00% 0.00% 20.00% 30.00% 50.00% 10.00% 30.00% 10.00% 20.00% Fr 20.00% 0.00% 20.00% 20.00% 30.00% 20.00% 30.00% 0.00% 10.00% 40.00% 10.00% 10.00% 20.00% 0.00% 0.00% F 40.00% 0.00% 30.00% 50.00% 30.00% 30.00% 50.00% 0.00% 60.00% 20.00% 20.00% 70.00% 40.00% 30.00% 60.00% LF 10.00% 0.00% 0.00% 0.00% 20.00% 10.00% 10.00% 0.00% 10.00% 0.00% 10.00% 10.00% 0.00% 40.00% 10.00% Average Index LtF NA 10.00% 0.00% 0.00% 100.00% 0.00% 0.00% 10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 10.00% 0.00% 10.00% 0.00% 0.00% 0.00% 10.00% 0.00% 20.00% 0.00% 10.00% 0.00% 2.70 0.00 1.80 2.60 2.50 2.10 2.60 0.00 2.60 2.20 2.20 2.80 2.40 3.60 2.90 Rating Scale Fair Not Significant Less Significant Fair Significant Less Significant Fair Not Significant Fair Less Significant Less Significant Fair Less Significant Significant Fair (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, NA = Not Applicable) Table 5.23: Five (5) top common problem maintenance at Pejabat PERKESO Sungai Petani No. What are the common problems in maintenance Average Rating Scale management and services? Index 1 Waterproofing leakage 1.80 Less Significant 2 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 2.10 Less Significant 3 Plumbing system (i.e. leaks at joint, mall function ball valves, 2.20 Less Significant etc) 4 Drainage system (i.e. blocked drains) 2.20 Less Significant 5 Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking 2.40 Less Significant tap, etc) 83 5.6.10 Pejabat PERKESO Muar Table 5.24 shown the defect or problems occurred at the Pejabat PERKESO Muar based on questionnaires respondents. As shown at the table there are five (5) fair, eight (8) are significant and 2 (two) item have average index 0.0 because there are not applicable the facilities at the building there are lift and fire fighting system. . Even though there are some respondents that mentioned there are frequent problems at the Pejabat PERKESO Muar building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Pejabat PERKESO Muar building the pattern of problem are plumbing system (average index 3.00), internal fixture (average index 3.20), cleanliness of the building. (average index 3.20), water quality (average index 3.40) and waste disposal. (average index 3.40). Where these defects or problems some are similar with the defects for the overall PERKESO buildings are waterproofing leakage (average index 2.652), roof (average index 2.690), sanitary fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032). Table 5.24: Defect List at Pejabat PERKESO Muar No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Percentage MF 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Fr 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 20.00% 0.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% F 40.00% 0.00% 40.00% 40.00% 0.00% 40.00% 40.00% 0.00% 60.00% 60.00% 60.00% 60.00% 40.00% 60.00% 80.00% LF 60.00% 0.00% 40.00% 60.00% 60.00% 60.00% 40.00% 0.00% 20.00% 20.00% 20.00% 40.00% 40.00% 40.00% 20.00% LtF NA 0.00% 0.00% 0.00% 100.00% 20.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 20.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Rating Index Scale 3.60 Significant 0.00 Not Significant 3.80 Significant 3.60 Significant 3.80 Significant 3.60 Significant 3.20 Fair 0.00 Not Significant 3.60 Significant 3.00 Fair 3.60 Significant 3.40 Fair 3.80 Significant 3.40 Fair 3.20 Fair (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, NA = Not Applicable) 84 Table 5.25: Five (5) top common problem maintenance at Pejabat PERKESO Muar No. What are the common problems in maintenance Average Rating Index Scale 3.00 Fair operation, broken door handle, etc) 3.20 Fair 3 Cleanliness of the building. 3.20 Fair 4 Water quality 3.40 Fair 5 Waste disposal. 3.40 Fair management and services? 1 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 2 Internal fixture(i.e. timber decay, faulty door & window 5.6.11 Pejabat PERKESO Kluang Table 5.26 shown the defect or problems occurred at the Pejabat PERKESO Kluang based on questionnaires respondents. As shown at the table there are six (6) less significant, six (6) fair, one (1) significant and 2 (two) item have average index 0.0 because there are not applicable the facilities at the building there are lift and fire fighting system. Even though there are some respondents that mentioned there are frequent problems at the Pejabat PERKESO Kluang building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Pejabat PERKESO Kluang building the pattern of problem are waterproofing leakage (average index 1.80), roof (average index 2.10), plumbing system (average index 2.20), drainage system (average index 2.20) and sanitary fitting (average index 2.40). Where these defects or problems some are similar with the defects for the overall PERKESO buildings are waterproofing leakage (average index 2.652), roof (average index 2.690), sanitary fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032). 85 Table 5.26: Defect List at Pejabat PERKESO Kluang No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Percentage MF 20.00% 0.00% 50.00% 20.00% 20.00% 40.00% 10.00% 0.00% 20.00% 30.00% 50.00% 10.00% 30.00% 10.00% 20.00% Fr 20.00% 0.00% 20.00% 20.00% 30.00% 20.00% 30.00% 0.00% 10.00% 40.00% 10.00% 10.00% 20.00% 0.00% 0.00% F 40.00% 0.00% 30.00% 50.00% 30.00% 30.00% 50.00% 0.00% 60.00% 20.00% 20.00% 70.00% 40.00% 30.00% 60.00% LF 10.00% 0.00% 0.00% 0.00% 20.00% 10.00% 10.00% 0.00% 10.00% 0.00% 10.00% 10.00% 0.00% 40.00% 10.00% Average Index LtF 10.00% 0.00% 0.00% 10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 10.00% 10.00% 0.00% 10.00% 20.00% 10.00% NA 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 2.70 0.00 1.80 2.60 2.50 2.10 2.60 0.00 2.60 2.20 2.20 2.80 2.40 3.60 2.90 Rating Scale Fair Not Significant Less Significant Fair Less Significant Less Significant Fair Not Significant Fair Less Significant Less Significant Fair Less Significant Significant Fair (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, NA = Not Applicable) Table 5.27: Five (5) top common problem maintenance at Pejabat PERKESO Kluang No. What are the common problems in maintenance management and services? Average Rating Scale Index 1 Waterproofing leakage 1.80 Less Significant 2 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 2.10 Less Significant 3 Plumbing system (i.e. leaks at joint, mall function ball 2.20 Less Significant valves, etc) 4 Drainage system (i.e. blocked drains) 2.20 Less Significant 5 Sanitary fitting (i.e. blocked closet, blocked waste pipe, 2.40 Less Significant leaking tap, etc) 5.6.12 Pejabat PERKESO Rawang Table 5.28 shown the defect or problems occurred at the Pejabat PERKESO Rawang based on questionnaires respondents. As shown at the table there are six (6) less significant, six (6) fair, one (1) significant and 2 (two) item 86 have average index 0.0 because there are not applicable the facilities at the building there are lift and fire fighting system. Even though there are some respondents that mentioned there are frequent problems at the Pejabat PERKESO Rawang building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Pejabat PERKESO Rawang building the pattern of problem are waterproofing leakage (average index 1.80), roof (average index 2.10), plumbing system (average index 2.20), drainage system (average index 2.20) and sanitary fitting (average index 2.40). Where these defects or problems some are similar with the defects for the overall PERKESO buildings are waterproofing leakage (average index 2.652), roof (average index 2.690), sanitary fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032). Table 5.28: Defect List at Pejabat PERKESO Rawang No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Percentage MF 20.00% 0.00% 50.00% 20.00% 20.00% 40.00% 10.00% 0.00% 20.00% 30.00% 50.00% 10.00% 30.00% 10.00% 20.00% Fr 20.00% 0.00% 20.00% 20.00% 30.00% 20.00% 30.00% 0.00% 10.00% 40.00% 10.00% 10.00% 20.00% 0.00% 0.00% F 40.00% 0.00% 30.00% 50.00% 30.00% 30.00% 50.00% 0.00% 60.00% 20.00% 20.00% 70.00% 40.00% 30.00% 60.00% Average Rating Index LF LtF NA Scale 10.00% 10.00% 0.00% 2.70 Fair 0.00% 0.00% 100.00% 0.00 Not Significant 0.00% 0.00% 0.00% 1.80 Less Significant 0.00% 10.00% 0.00% 2.60 Fair 20.00% 0.00% 0.00% 2.50 Less Significant 10.00% 0.00% 0.00% 2.10 Less Significant 10.00% 0.00% 0.00% 2.60 Fair 0.00% 0.00% 100.00% 0.00 Not Significant 10.00% 0.00% 0.00% 2.60 Fair 0.00% 10.00% 0.00% 2.20 Less Significant 10.00% 10.00% 0.00% 2.20 Less Significant 10.00% 0.00% 0.00% 2.80 Fair 0.00% 10.00% 0.00% 2.40 Less Significant 40.00% 20.00% 0.00% 3.60 Significant 10.00% 10.00% 0.00% 2.90 Fair (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, NA = Not Applicable) 87 Table 5.29: Five (5) top common problem maintenance at Pejabat PERKESO Rawang No. What are the common problems in maintenance management and services? Average Rating Scale Index 1 Waterproofing leakage 1.80 Less Significant 2 Roof (i.e. leaking, blocked rainwater pipes, Sagging, 2.10 Less Significant 2.20 Less Significant etc) 3 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 4 Drainage system (i.e. blocked drains) 2.20 Less Significant 5 Sanitary fitting (i.e. blocked closet, blocked waste 2.40 Less Significant pipe, leaking tap, etc) 5.6.13 Pejabat PERKESO Segamat Table 5.30 shown the defect or problems occurred at the Pejabat PERKESO Segamat based on questionnaires respondents. As shown at the table there are nine (9) significant problems for the particular building and six (6) are fair. Even though there are some respondents that mentioned there are frequent problems at the Pejabat PERKESO Segamat building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Pejabat PERKESO Segamat building the pattern of problem are cleanliness of the building (average index 2.80), plumbing system (average index 3.00), sanitary fitting (average index 3.00), waterproofing leakage (average index 3.20) and roof (average index 3.20). Where these defects or problems some are similar with the defects for the overall PERKESO buildings are waterproofing leakage (average index 2.652), roof (average index 2.690), sanitary fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032). 88 Table 5.30: Defect List at Pejabat PERKESO Segamat No. Percentage MF 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Fr 0.00% 0.00% 20.00% 0.00% 20.00% 20.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 20.00% 0.00% 20.00% F 40.00% 0.00% 40.00% 40.00% 0.00% 40.00% 40.00% 0.00% 80.00% 60.00% 80.00% 60.00% 60.00% 60.00% 80.00% LF 60.00% 0.00% 40.00% 60.00% 80.00% 40.00% 60.00% 0.00% 20.00% 20.00% 20.00% 40.00% 20.00% 40.00% 0.00% LtF NA 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Rating Index Scale 3.60 Significant 0.00 Not Significant 3.20 Fair 3.60 Significant 3.60 Significant 3.20 Fair 3.60 Significant 0.00 Not Significant 3.20 Fair 3.00 Fair 3.20 Fair 3.40 Fair 3.00 Fair 3.40 Fair 2.80 Fair (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, NA = Not Applicable) Table 5.31: Five (5) top common problem maintenance at Pejabat PERKESO Segamat No. What are the common problems in maintenance Average Rating management and services? Index Scale 1 Cleanliness of the building. 2.80 Fair 2 Plumbing system (i.e. leaks at joint, mall function ball valves, 3.00 Fair 3.00 Fair etc) 3 Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) 4 Waterproofing leakage 3.20 Fair 5 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 3.20 Fair 5.6.14 Pejabat PERKESO Ipoh Table 5.32 shown the defect or problems occurred at the Pejabat PERKESO Ipoh based on questionnaires respondents. As shown at the table there are six (6) less significant, six (6) fair, one (1) significant and 2 (two) item 89 have average index 0.0 because there are not applicable the facilities at the building there are lift and fire fighting system. Even though there are some respondents that mentioned there are frequent problems at the Pejabat PERKESO Ipoh building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Pejabat PERKESO Ipoh building the pattern of problem are waterproofing leakage (average index 1.80), roof (average index 2.10), plumbing system (average index 2.20), drainage system (average index 2.20) and sanitary fitting (average index 2.40).Where these defects or problems some are similar with the defects for the overall PERKESO buildings are waterproofing leakage (average index 2.652), roof (average index 2.690), sanitary fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032). Table 5.32: Defect List at Pejabat PERKESO Ipoh No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Percentage MF 20.00% 0.00% 50.00% 20.00% 20.00% 40.00% 10.00% 0.00% 20.00% 30.00% 50.00% 10.00% 30.00% 10.00% 20.00% Average Rating Index Fr F LF LtF NA Scale 20.00% 40.00% 10.00% 10.00% 0.00% 2.70 Fair 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 20.00% 30.00% 0.00% 0.00% 0.00% 1.80 Less Significant 20.00% 50.00% 0.00% 10.00% 0.00% 2.60 Fair 30.00% 30.00% 20.00% 0.00% 0.00% 2.50 Less Significant 20.00% 30.00% 10.00% 0.00% 0.00% 2.10 Less Significant 30.00% 50.00% 10.00% 0.00% 0.00% 2.60 Fair 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair 40.00% 20.00% 0.00% 10.00% 0.00% 2.20 Fair 10.00% 20.00% 10.00% 10.00% 0.00% 2.20 Less Significant 10.00% 70.00% 10.00% 0.00% 0.00% 2.80 Fair 20.00% 40.00% 0.00% 10.00% 0.00% 2.40 Less Significant 0.00% 30.00% 40.00% 20.00% 0.00% 3.60 Significant 0.00% 60.00% 10.00% 10.00% 0.00% 2.90 Fair (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, NA = Not Applicable) 90 Table 5.33: Five (5) top common problem maintenance at Pejabat PERKESO Ipoh No. What are the common problems in maintenance management and services? Average Rating Scale Index 1 Waterproofing leakage 1.80 Less Significant 2 Roof (i.e. leaking, blocked rainwater pipes, Sagging, 2.10 Less Significant 2.20 Less Significant etc) 3 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 4 Drainage system (i.e. blocked drains) 2.20 Less Significant 5 Sanitary fitting (i.e. blocked closet, blocked waste 2.40 Less Significant pipe, leaking tap, etc) 5.6.15 Pejabat PERKESO Taiping Table 5.34 shown the defect or problems occurred at the Pejabat PERKESO Taiping based on questionnaires respondents. As shown at the table there are seven (7) fair, six (6) significant and 2 (two) item have average index 0.0 because there are not applicable the facilities at the building there are lift and fire fighting system. Even though there are some respondents that mentioned there are frequent problems at the Pejabat PERKESO Taiping building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Pejabat PERKESO Taiping building the pattern of problem are Electric installation (average index 3.20), drainage system (average index 3.20), Cleanliness of the building (average index 3.20), plumbing system (average index 3.40) and water quality (average index 3.40). Where these defects or problems some are similar with the defects for the overall PERKESO buildings are waterproofing leakage (average index 2.652), roof (average index 2.690), sanitary fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032). 91 Table 5.34: Defect List at Pejabat PERKESO Taiping No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Percentage MF 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Fr 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% F 40.00% 0.00% 40.00% 40.00% 0.00% 40.00% 40.00% 0.00% 80.00% 60.00% 80.00% 60.00% 60.00% 60.00% 80.00% LF 60.00% 0.00% 60.00% 60.00% 80.00% 60.00% 60.00% 0.00% 20.00% 40.00% 20.00% 40.00% 40.00% 40.00% 20.00% Average Rating Index LtF NA Scale 0.00% 0.00% 3.60 Significant 0.00% 100.00% 0.00 Not Significant 0.00% 0.00% 3.60 Significant 0.00% 0.00% 3.60 Significant 0.00% 0.00% 3.60 Significant 0.00% 0.00% 3.60 Significant 0.00% 0.00% 3.60 Significant 0.00% 100.00% 0.00 Not Significant 0.00% 0.00% 3.20 Fair 0.00% 0.00% 3.40 Fair 0.00% 0.00% 3.20 Fair 0.00% 0.00% 3.40 Fair 0.00% 0.00% 3.40 Fair 0.00% 0.00% 3.40 Fair 0.00% 0.00% 3.20 Fair (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, NA = Not Applicable) Table 5.35: Five (5) top common problem maintenance at Pejabat PERKESO Taiping No. What are the common problems in maintenance management and services? 1 Electric installation (i.e. lamp, plug, switch, Electrical short, Average Rating Index Scale 3.20 Fair etc) 2 Drainage system (i.e. blocked drains) 3.20 Fair 3 Cleanliness of the building. 3.20 Fair 4 Plumbing system (i.e. leaks at joint, mall function ball valves, 3.40 Fair 3.40 Fair etc) 5 Water quality 5.6.16 Pejabat PERKESO Teluk Intan Table 5.36 shown the defect or problems occurred at the Pejabat PERKESO Teluk Intan based on questionnaires respondents. As shown at the table there are thirteen (13) significant and 2 (two) item have average index 0.0 92 because there are not applicable the facilities lift and fire fighting system at the building. Even though there are some respondents that mentioned there are frequent problems at the Pejabat PERKESO Teluk Intan building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Pejabat PERKESO Teluk Intan building the pattern of problem are electric installation (average index 3.71), drainage system (average index 3.71), cleanliness of the buildings (average index 3.71), plumbing system (average index 3.86) and water quality (average index 3.86). Where these defects or problems similar with the defects for the overall PERKESO buildings are waterproofing leakage (average index 2.652), roof (average index 2.690), sanitary fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032). Table 5.36: Defect List at Pejabat PERKESO Teluk Intan No. Percentage MF Fr F LF 0.00% 28.57% 42.86% 1 0.00% 0.00% 0.00% 0.00% 2 0.00% 0.00% 28.57% 42.86% 3 0.00% 0.00% 28.57% 42.86% 4 0.00% 0.00% 57.14% 5 0.00% 14.29% 0.00% 28.57% 42.86% 6 0.00% 0.00% 28.57% 42.86% 7 0.00% 0.00% 0.00% 0.00% 8 0.00% 0.00% 57.14% 14.29% 9 0.00% 0.00% 42.86% 28.57% 10 0.00% 0.00% 57.14% 14.29% 11 0.00% 0.00% 42.86% 28.57% 12 0.00% 0.00% 42.86% 28.57% 13 0.00% 0.00% 42.86% 28.57% 14 0.00% 0.00% 57.14% 14.29% 15 0.00% (MF = Most Frequent, Fr = Frequent, F = Frequent, NA = Not Applicable) LtF 28.57% 0.00% 28.57% 28.57% 28.57% 28.57% 28.57% 0.00% 28.57% 28.57% 28.57% 28.57% 28.57% 28.57% 28.57% Fair, LF Average Rating Index NA Scale 0.00% 4.00 Significant 100.00% 0.00 Not Significant 0.00% 4.00 Significant 0.00% 4.00 Significant 0.00% 4.00 Significant 0.00% 4.00 Significant 0.00% 4.00 Significant 100.00% 0.00 Not Significant 0.00% 3.71 Significant 0.00% 3.86 Significant 0.00% 3.71 Significant 0.00% 3.86 Significant 0.00% 3.86 Significant 0.00% 3.86 Significant 0.00% 3.71 Significant = Less Frequent, LtF = Least 93 Table 5.37: Five (5) top common problem maintenance at Pejabat PERKESO Teluk Intan No. What are the common problems in 1 Average Rating maintenance management and services? Index Scale Electric installation (i.e. lamp, plug, switch, 3.71 Significant Electrical short, etc) 2 Drainage system (i.e. blocked drains) 3.71 Significant 3 Cleanliness of the building. 3.71 Significant 4 Plumbing system (i.e. leaks at joint, mall 3.86 Significant 3.86 Significant function ball valves, etc) 5 Water quality (Mf = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent 5.7 Cause of Building Defect From all the interview and data received the defect can be cause major of five (5) major categories refer to table 5.38:- Table 5.38: Five (5) major categories causes of defect a. Human activity or action i. Misuse, ii. Vandalize, iii. Accidental, iv. Equipment stolen, v. Overload usage, vi. Poor workmanship, vii. Faulty design. viii. Chemical spill d. Environment and climate i. Erosion. ii. Electrolyte iii. Sulfate attack. b. Mechanical false i. Loose connection, ii. Gear slip from track, iii. Sensor malfunction. e. Wear and tear i. Reach design period time to change. ii. Performance warranty period expired iii. Material warranty period expired c. Electronic false i. Control component malfunction. 94 5.7.1 Lift service From the interviews there were several cause of problem to lift are define as refer to table 5.39: Table 5.39: List of causes defect to lift service Human activity or action Mechanical false i. Misuse, the normal lift use as the transportation material for renovation work. ii. Vandalize, the user damage the switch or any component of lift. iii. Overload usage, use the lift transport overloaded load. iv. Faulty design. Approval of the brand of lift not good and difficult to get spare part. i. 5.7.2 ii. iii. Loose connection, while transportation material sometimes the smash or knock the cable and electronic component cause connection loose. Gear slip from track, the cable slip. Sensor malfunction. the door sensor not function Electronic false i. Control component malfunction the board electronic can be malfunction. Wear and tear i. Reach design period time to change. All the component example cable, gear, switch and etc. for certain period or usage need to change new. Electric installation From the interviews there were several cause of problem to electric installation are define as in the list refer to table 5.40: 95 Table 5.40: List of causes defect to electric installation Human activity or action Mechanical false v. Misuse, the normal plug iv. Loose connection, not heavy duty design while renovation works use for industrial usage which involve demolish example plug the or transfer works can concrete breaker. possible loose vi. Vandalize, the user connection plug or damage the switch or switch or etc. any component electric. v. Component malfunction. The fuse vii. Overload usage, tapping and extend from or the circuit breaker one (1) point to many malfunction. point extension. viii. Not construct to proper install. Not lay trucking pipe while construction or renovation work. Not lay flexible duct in the workstation cubic. ix. Faulty design. Approval of the brand of switches or any component not good and well known brand. x. Equipment stolen. The copper lightning cable stolen. 5.7.3 Wear and tear iv. Reach design period time to change. The cables are use for number of decade. The PVC cover the wire are became brittle and cannot stand to electric heat load cause of the PVC melted cause short circuit, Waterproofing leakage From the interviews there were several cause of problem to electric installation are define as refer to table 5.41: Table 5.41: List of causes defect to waterproofing leakage Human activity or action i. Accidental, while maintenance other equipment any heavy tool or equipment drop on the waterproofing layer and punch trough. ii. Poor workmanship, Environment and climate i. Electrolyte. Some are having electrolyzed from the electric equipment make the water proofing layer by the characteristic change. Wear and tear v. Material warranty period expired. Some of the material is perform design only of periodical time. Example 10 96 iii. iv. 5.7.4 example not enough torch or heat while installs bitumen membrane. Porous concrete area not treatment, the honeycomb structure not treatment. Faulty design. The areas have the vibration but use the rigid waterproofing. Example cementises base. Chemical spill. The area not design to received water contain chemical example alkali or acidic. Every month the AHU will wash and maintain by chemical. ii. Sulfate attack. Some the sulfate is origin the soil contain the waterproofing layer install is not good repellent to sulfate it will damage. years or 15 years only. Plumbing system The common problems occurred on plumbing system are clogging, leaking at the joint, or mall factions of the ball valve. From the interviews there were several cause of problem to plumbing system are define as list in table 5.42: Table 5.42: List of causes defect to plumbing system Human activity or action i. Vandalize, people damage the stop valve, or take out the tap of wash basin. ii. Misuses, the waste material stuck at the floor trap. iii. Poor workmanship, the joint pipe is badly made at the first place. iv. Faulty design. The joint is made up of two incompatible metals that caused bi-metallic corrosion. Water hammer exist in water supply pipe can cause loose connection. v. Poor material. The material, product, equipment from not good sources. Wear and tear vi. Rubber stopper and joint loose and became brittle. Example in the pipe tap have the rubber function to stop when it been tighten if it loose cause the tap cannot to be stop the water flow. vii. Ball valve clods by the flux and corrosion steel pipe particle make it malfunction. 97 5.7.5 Internal fixture Table 5.43: List of causes defect to internal fixture Human activity or action Mechanical false xi. Vandalize, the user vi. Loose connection, damage the door knob while renovation or any component works. internal fixture. xii. Accident, which move equipment or office activity cause scratch wall or break the glass. xiii. Poor material. The material, product, equipment from not good sources. Example door knob, windows handle, build in cabinet and etc. 5.7.6 Wear and tear ii. Reach design period time to change. All the component example cable, gear, switch and etc. for certain period or usage need to change new. Alarm system The common problem occurred with alarm system is false ringing. The alarm must be ring if there is signal of fire at the building such as smoke or high temperature. In this case the alarm was ring caused by other reason. There are two possibilities that could be caused of the problem: i. The sensor was broken due to vandalism, somebody broken the glass that will trigger the alarm ring. ii. The alarm sensor that respond falsely especially at the rainy day with thunderbolt and heavy wind cause vibration to the door, roller shutter and etc. The movement detector to sensitive cannot differentiate example insect or lizard came near to the detector, it will detect as intruder. 98 5.7.7 Roof defect Most of the problem at the roof is leaking at the gutter, leaking at the drain pipe, or roof sagging. These problems might be occurred caused of one of the reasons below: i. Renovation the install a lot utilities, equipment or etc at the roof structure, which can cause of overloaded. ii. Roof sagging inadequate timbers (timber structure), beetle or fungal attack, or dry hot. iii. Leaking gutter, could be caused by: a. Gutters are blocked so that water collects and overflow. b. Rain water down pipe may be blocked so those water back flows into gutter cause overflow. c. Gutter maybe new but wrongly install the slope gradient cause back flow. d. Poor workmanship joint of the pipe cause leakage. iv. Leaking or blocked rainwater pipe, most probably caused by: a. Pipe is blocked by leaves, bird nest materials, or general rubbish entering from gutter. b. Pipe is blocked by plant growth entering through joints. c. Pipe is cracked through corrosion or impact by vehicle or heavy article. d. Pipe has been displaced through impact and leaks at its joints. 5.7.8 Other defect There are several defects that the respondents mentioned that are occasionally occurred such as water quality, air ventilation system or air 99 circulation, cleanliness of the building, waste disposal, sanitary fitting, drainage system, cleanliness of internal and external wall, and structural problem. Usually occur because PERKESO shop lot doesn’t implement the preventive maintenance. When the problem occur until stage bad condition then only the staff PERKESO know and forward the budget to corrective maintenance. And staff PERKESO at the state office are not from the technical background to foreseen any possibility. PERKESO implement total preventive maintenance only five (5) of the multi storey buildings and those buildings are: i. Mernara PERKESO Kuala Lumpur. ii. Pejabat PERKSO Seberang Jaya. iii. Pejabat PERKESO Melaka. iv. Pejabat PERKESO Kota Kinabalu. v. Pejabat PERKESO Kuching. Inventory all equipment, utility or etc have to update, example any renovation or upgrading equipment all the information and manual document to update. All record system have to be proper, all as built drawing building have to keep properly. With all record keep that make to maintenance building will be easier and know the history and references. Some standard information about the building and it facilities would be helpful to prevent any damages. Defect earlier identification needed to overcome all of this defect causation. One of the preventive actions that could be made is by give sufficient information for the user how to use the building and its facility. Manual book or information sign can be used as one of the way of information distribution. The tenant’s involvement at the defects causal is high and that is why they should be involved in the maintenance process. Poor workmanship cause of many cause either do not have proper control and monitoring system. Problems with the contractor could be solved by supervised them closely and checking their work continuously in order to minimize “the bad work” and give the expected result. Error in solution or faulty design also can be preventing by earlier identification. The earliest the identification the better the result. The detail 100 briefing at the early stage of the construction could reduce the improper design. Design brief is play on the important role to knowing what is the client need and one of the communication way between designer and the client. It is clear that the involvement of maintenance unit only at the end of the construction stage, in fact, this unit that will have responsibility to maintain the building in the future. Nothing much to do to preventive the defect that can be occur because of faulty design. The solutions usually made by appoint the contractor to do corrective action. If the involvement of maintenance unit not only at the end of construction stage, at least they can use their experience in building maintenance to give some advise about the design in maintenance point of view. 5.8 Satisfaction level with Maintenance Management And Services Table 5.44: Respond of satisfaction level with Maintenance Management and Services at PERKESO Buildings No. VD D A S VS NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 12.03% 3.80% 0.63% 1.27% 0.63% 1.27% 0.63% 8.23% 8.23% 6.33% 1.90% 2.53% 0.63% 5.06% 4.43% 0.63% 12.66% 25.32% 17.09% 19.62% 24.05% 13.29% 22.78% 16.46% 24.05% 22.15% 21.52% 20.89% 17.09% 20.89% 9.49% 9.49% 47.47% 39.87% 46.20% 46.20% 36.71% 43.04% 38.61% 37.97% 32.28% 43.67% 41.14% 35.44% 36.71% 33.54% 48.10% 36.08% 20.89% 26.58% 28.48% 31.01% 31.65% 37.34% 32.28% 27.22% 29.11% 21.52% 28.48% 30.38% 36.08% 33.54% 28.48% 49.37% 6.96% 4.43% 7.59% 1.90% 6.96% 5.06% 5.70% 8.86% 6.33% 6.33% 6.96% 10.76% 9.49% 6.96% 9.49% 4.43% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 2.981 3.025 3.253 3.127 3.203 3.316 3.196 3.122 3.013 2.994 3.171 3.259 3.367 3.165 3.291 3.475 Rating Scale Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S =Satisfied, Very Satisfied, Not Applicable = NA) 101 Table 5.45: Five (5) top the lowest satisfaction level with Maintenance Management and Services at PERKESO Buildings No. 1 2 3 4 5 Please kindly indicate your satisfaction level with Maintenance Management & Services concerning the items below. Waterproofing leakage Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) Plumbing system (i.e. leaks at joint, mall function ball valves, etc) Internal fixture(i.e. timber decay, faulty door & window operation, broken door handle, etc) Average Index Rating Scale 2.652 Fair 2.690 Fair 2.880 2.918 Fair Fair 3.032 Fair Chart 5.5 Percentage of the satisfaction level due to maintenance management and services at PERKESO buildings. Respondant satisfaction level with Maintenance Management and Services at PERKESO Buildings Very Dissatisfied Very Satisfied 4% 7% Dissatisfied 19% Satisfied 31% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Average 39% 102 5.8.1 Menara PERKESO Kuala Lumpur Table 5.46: Respond of satisfaction level with Maintenance Management and Services at Menara PERKESO Kuala Lumpur No. VD D A S VS NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 8.57% 2.86% 2.86% 2.86% 2.86% 2.86% 2.86% 3.03% 2.86% 2.86% 2.86% 2.86% 2.86% 2.86% 2.86% 2.86% 2.86% 5.71% 0.00% 5.71% 0.00% 0.00% 17.14% 15.15% 11.43% 14.29% 14.29% 14.29% 0.00% 8.57% 2.86% 8.57% 34.29% 31.43% 48.57% 37.14% 40.00% 28.57% 17.14% 42.42% 34.29% 20.00% 25.71% 17.14% 17.14% 25.71% 31.43% 37.14% 42.86% 48.57% 34.29% 51.43% 40.00% 57.14% 57.14% 36.36% 45.71% 48.57% 37.14% 42.86% 65.71% 54.29% 48.57% 40.00% 11.43% 11.43% 14.29% 2.86% 17.14% 11.43% 5.71% 3.03% 5.71% 14.29% 20.00% 22.86% 14.29% 8.57% 14.29% 11.43% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 3.46 3.60 3.57 3.46 3.69 3.74 3.46 3.21 3.40 3.57 3.57 3.69 3.89 3.57 3.69 3.49 Rating Scale Fair Significant Fair Significant Significant Fair Fair Significant Significant Fair Significant Significant Fair Significant Significant Significant (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S =Satisfied, Very Satisfied, Not Applicable = NA) Table 5.47: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Menara PERKESO Kuala Lumpur No. 1 2 3 4 5 Please kindly indicate your satisfaction level with Maintenance Management & Services concerning the items below. Overall Landscape services. Timely response to emergencies works. Overall Preventive Maintenance planning and implementation. Overall Planning and Implementation of the Renovation Works and Upgrading works. Overall Security services. Average Index Rating Scale 3.21 3.40 3.46 Fair Fair Fair 3.46 Fair 3.46 Fair 103 Chart 5.6 Percentage of the satisfaction level due to maintenance management and services at Menara PERKESO Kuala Lumpur. Respondant satisfaction level with Maintenance Management and Services at Menara PERKESO Kuala Lumpur Very Satisfied 12% Very Dissatisfied 3% Dissatisfied 8% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Satisfied 47% 5.8.2 Average 30% Pejabat PERKESO Seberang Jaya Table 5.48: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seberang Jaya No. VD D A S VS NA Mean 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 0.00% 16.67% 0.00% 16.67% 0.00% 16.67% 0.00% 0.00% 16.67% 0.00% 0.00% 16.67% 0.00% 0.00% 16.67% 0.00% 16.67% 16.67% 0.00% 16.67% 0.00% 16.67% 16.67% 0.00% 16.67% 0.00% 16.67% 0.00% 16.67% 16.67% 0.00% 16.67% 33.33% 16.67% 16.67% 16.67% 50.00% 16.67% 50.00% 50.00% 33.33% 50.00% 50.00% 16.67% 33.33% 16.67% 16.67% 16.67% 16.67% 16.67% 50.00% 33.33% 33.33% 16.67% 16.67% 33.33% 0.00% 33.33% 16.67% 33.33% 33.33% 33.33% 50.00% 50.00% 33.33% 33.33% 33.33% 16.67% 16.67% 33.33% 16.67% 16.67% 33.33% 16.67% 16.67% 33.33% 16.67% 33.33% 16.67% 16.67% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3.67 3.33 4.17 3.17 3.67 3.33 3.33 3.67 3.17 3.67 3.33 3.67 3.50 3.83 3.50 3.67 Rating Scale Significant Fair Significant Fair Significant Fair Fair Significant Fair Significant Fair Significant Fair Significant Fair Significant (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S =Satisfied, Very Satisfied, Not Applicable = NA) 104 Table 5.49: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seberang Jaya No. 2 3 Please kindly indicate your satisfaction level with Maintenance Management & Services concerning the items below. Overall Planning and Implementation of the Renovation Works and Upgrading works. Timely response to emergencies works. Response to corrective maintenance and reimbursable work. 4 5 Overall Cleaning services. Overall Security services. 1 Average Index Rating Scale 3.17 Fair 3.17 3.33 Fair Fair 3.33 3.33 Fair Fair Chart 5.7 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Seberang Jaya. Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seberang Perai Very Satisfied 24% Very Dissatisfied 6% Dissatisfied 10% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Satisfied 29% Average 31% 105 5.8.3 Pejabat PERKESO Langkawi Table 5.50: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Langkawi No. VD D A S VS NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 20.00% 0.00% 20.00% 20.00% 0.00% 0.00% 20.00% 0.00% 20.00% 0.00% 20.00% 0.00% 0.00% 60.00% 40.00% 40.00% 40.00% 40.00% 40.00% 40.00% 40.00% 40.00% 60.00% 60.00% 60.00% 60.00% 40.00% 60.00% 40.00% 20.00% 40.00% 40.00% 40.00% 40.00% 40.00% 40.00% 40.00% 40.00% 20.00% 40.00% 20.00% 20.00% 40.00% 20.00% 60.00% 20.00% 0.00% 20.00% 0.00% 20.00% 0.00% 0.00% 20.00% 20.00% 0.00% 0.00% 0.00% 20.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 3.60 3.20 3.80 3.20 3.80 3.20 3.20 3.80 3.80 3.00 3.40 3.00 3.60 3.20 3.60 3.60 Rating Scale Significant Fair Significant Fair Significant Fair Fair Significant Significant Fair Significant Fair Significant Fair Significant Significant (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S =Satisfied, Very Satisfied, Not Applicable = NA) Table 5.51: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Langkawi No. Please kindly indicate your satisfaction level with Maintenance Management & Services concerning the Average Rating Index Scale items below. 1 Overall Water Quality Supply and maintenance water tank. 3.00 Fair 2 Overall Controlling Environmental Pollution. 3.00 Fair 3 Response to corrective maintenance and reimbursable work. 3.20 Fair 4 Overall Planning and Implementation of the Renovation 3.20 Fair 3.20 Fair Works and Upgrading works. 5 Overall Cleaning services. 106 Chart 5.8 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Langkawi Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Langkawi Very Dissatisfied 0% Very Satisfied 9% Dissatisfied 9% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Satisfied 35% Average 47% 5.8.4 Pejabat PERKESO Kangar Table 5.52: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kangar No. VD D A S VS NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 0.00% 60.00% 40.00% 40.00% 40.00% 40.00% 40.00% 40.00% 60.00% 40.00% 60.00% 60.00% 60.00% 20.00% 40.00% 60.00% 40.00% 40.00% 60.00% 60.00% 60.00% 60.00% 60.00% 60.00% 40.00% 60.00% 40.00% 40.00% 40.00% 40.00% 60.00% 40.00% 60.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 3.40 3.60 3.60 3.60 3.60 3.60 3.60 3.40 3.60 3.40 3.40 3.40 3.60 3.60 3.40 3.60 Rating Scale Fair Significant Significant Significant Significant Significant Significant Fair Significant Fair Fair Fair Significant Significant Fair Significant (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very Satisfied, NA = Not Applicable) 107 Table 5.53: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kangar No. 1 2 3 4 5 Please kindly indicate your satisfaction level with Maintenance Management & Services concerning the items below. Overall Preventive Maintenance planning and implementation. Overall Landscape services. Overall Water Quality Supply and maintenance water tank. Overall Waste Disposal Management. Overall Controlling Environmental Pollution. Average Index Rating Scale 3.40 Fair 3.40 3.40 Fair Fair 3.40 3.40 Fair Fair (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very Satisfied, NA = Not Applicable) Chart 5.9 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Kangar Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kangar Very Satisfied 1% Very Dissatisfied 0% Dissatisfied 1% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Satisfied 52% Average 46% 108 5.8.5 Pejabat PERKESO Seremban Table 5.54: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seremban No. VD D A S VS NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 20.00% 13.33% 0.00% 0.00% 0.00% 0.00% 0.00% 6.67% 20.00% 13.33% 6.67% 6.67% 0.00% 6.67% 0.00% 0.00% 33.33% 46.67% 46.67% 46.67% 33.33% 20.00% 33.33% 33.33% 46.67% 53.33% 53.33% 26.67% 40.00% 20.00% 33.33% 13.33% 46.67% 40.00% 46.67% 53.33% 46.67% 53.33% 33.33% 40.00% 20.00% 20.00% 33.33% 60.00% 46.67% 53.33% 46.67% 53.33% 0.00% 0.00% 6.67% 0.00% 20.00% 26.67% 33.33% 6.67% 13.33% 13.33% 6.67% 6.67% 13.33% 20.00% 20.00% 33.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 13.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 2.27 2.27 2.60 2.53 2.87 3.07 3.00 2.87 2.27 2.33 2.40 2.67 2.73 2.87 2.87 3.20 Rating Scale Less Significant Less Significant Fair Fair Fair Fair Fair Fair Less Significant Less Significant Less Significant Fair Fair Fair Fair Fair (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very Satisfied, NA = Not Applicable) Table 5.55: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seremban No. 1 2 3 4 5 Please kindly indicate your satisfaction level with Maintenance Management & Services concerning the items below. Overall Preventive Maintenance planning and implementation. Response to corrective maintenance and reimbursable work. Timely response to emergencies works. Average Index Overall Water Quality Supply and maintenance water tank. Overall Waste Disposal Management. 2.33 2.27 2.27 2.27 2.40 Rating Scale Less Significant Less Significant Less Significant Less Significant Less Significant (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very Satisfied, NA = Not Applicable) 109 Chart 5.10 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Seremban Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seremban Very Dissatisfied 6% Dissatisfied 36% Very Satisfied 1% Satisfied 14% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Average 43% 5.8.6 Pejabat PERKESO Batu Pahat Table 5.56: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Batu Pahat No. VD D A S VS NA 0.00% 0.00% Average Index 3.40 3.60 Rating Scale Fair Significant 1 2 0.00% 0.00% 0.00% 0.00% 60.00% 40.00% 40.00% 60.00% 0.00% 0.00% 3 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 4 5 0.00% 0.00% 0.00% 0.00% 40.00% 40.00% 60.00% 60.00% 0.00% 0.00% 0.00% 0.00% 3.60 3.60 Significant Significant 6 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 7 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 8 9 10 11 12 13 14 15 16 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 60.00% 40.00% 60.00% 60.00% 60.00% 60.00% 40.00% 60.00% 40.00% 40.00% 60.00% 40.00% 40.00% 40.00% 40.00% 60.00% 40.00% 60.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3.40 3.60 3.40 3.40 3.40 3.40 3.60 3.40 3.60 Fair Significant Fair Fair Fair Fair Significant Fair Significant (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very Satisfied, NA = Not Applicable) 110 Table 5.57: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Batu Pahat No. 1 2 3 4 5 Please kindly indicate your satisfaction level with Maintenance Management & Services concerning the items below. Overall Preventive Maintenance planning and implementation. Overall Landscape services. Overall Water Quality Supply and maintenance water tank. Overall Waste Disposal Management. Overall Controlling Environmental Pollution. Average Index Rating Scale 3.40 Fair 3.40 3.40 3.40 3.40 Fair Fair Fair Fair (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very Satisfied, NA = Not Applicable) Chart 5.11 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Batu Pahat Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Batu Pahat Very Dissatisfied 0% Dissatisfied 0% Very Satisfied 0% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Satisfied 51% Average 49% 111 5.8.7 Pejabat PERKESO Kulim Table 5.58: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kulim No. VD D A S VS NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 20.00% 13.33% 0.00% 0.00% 0.00% 0.00% 0.00% 6.67% 20.00% 13.33% 6.67% 6.67% 0.00% 6.67% 0.00% 0.00% 33.33% 46.67% 46.67% 46.67% 33.33% 20.00% 33.33% 33.33% 46.67% 53.33% 53.33% 26.67% 40.00% 20.00% 33.33% 13.33% 46.67% 40.00% 46.67% 53.33% 46.67% 53.33% 33.33% 40.00% 20.00% 20.00% 33.33% 60.00% 46.67% 53.33% 46.67% 53.33% 0.00% 0.00% 6.67% 0.00% 20.00% 26.67% 33.33% 6.67% 13.33% 13.33% 6.67% 6.67% 13.33% 20.00% 20.00% 33.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 13.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 2.27 2.27 2.60 2.53 2.87 3.07 3.00 2.87 2.27 2.33 2.40 2.67 2.73 2.87 2.87 3.20 Rating Scale Less Significant Less Significant Fair Fair Fair Fair Fair Fair Less Significant Less Significant Less Significant Fair Fair Fair Fair Fair (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very Satisfied, NA = Not Applicable) Table 5.59: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kulim No. Please kindly indicate your satisfaction level Average Rating with Maintenance Management & Services Index Scale 2.60 Fair 2.60 Fair 2.70 Fair concerning the items below. 1 Overall Preventive Maintenance planning and implementation. 2 Overall Water Quality Supply and maintenance water tank. 3 Response to corrective maintenance and reimbursable work. 4 Overall system ventilation & inlet air. 2.70 Fair 5 Timely response to emergencies works. 2.70 Fair 112 Chart 5.12 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Kulim Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kulim Very Very Satisfied Dissatisfied 4% 5% Satisfied 19% Dissatisfied 23% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Average 49% 5.8.8 Pejabat PERKESO Klang Table 5.60: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Klang No. VD D A S VS NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 20.00% 13.33% 0.00% 0.00% 0.00% 0.00% 0.00% 6.67% 20.00% 13.33% 6.67% 6.67% 0.00% 6.67% 0.00% 0.00% 33.33% 46.67% 46.67% 46.67% 33.33% 20.00% 33.33% 33.33% 46.67% 53.33% 53.33% 26.67% 40.00% 20.00% 33.33% 13.33% 46.67% 40.00% 46.67% 53.33% 46.67% 53.33% 33.33% 40.00% 20.00% 20.00% 33.33% 60.00% 46.67% 53.33% 46.67% 53.33% 0.00% 0.00% 6.67% 0.00% 20.00% 26.67% 33.33% 13.33% 13.33% 13.33% 6.67% 6.67% 13.33% 20.00% 20.00% 33.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 6.67% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 2.27 2.27 2.60 2.53 2.87 3.07 3.00 2.80 2.27 2.33 2.40 2.67 2.73 2.87 2.87 3.20 Rating Scale Less Significant Less Significant Fair Fair Fair Fair Fair Significant Less Significant Less Significant Less Significant Fair Fair Fair Fair Fair (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very Satisfied, NA = Not Applicable) 113 Table 5.61: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Klang No. 1 2 3 4 5 Q3: Please kindly indicate your satisfaction level with Maintenance Management & Services concerning the items below. Overall Preventive Maintenance planning and implementation. Response to corrective maintenance and reimbursable work. Timely response to emergencies works. Overall Water Quality Supply and maintenance water tank. Overall Waste Disposal Management. Average Index Rating Scale 2.27 Less Significant 2.27 Less Significant 2.27 2.33 Less Significant Less Significant 2.40 Less Significant Chart 5.13 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Klang Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Klang Very Satisfied 0% Satisfied 14% Average 44% Very Dissatisfied 6% Dissatisfied 36% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied 114 5.8.9 Pejabat PERKESO Sungai Petani Table 5.62: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Sungai Petani No. VD D A S VS NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 20.00% 13.33% 0.00% 0.00% 0.00% 0.00% 0.00% 6.67% 20.00% 13.33% 6.67% 6.67% 0.00% 6.67% 0.00% 0.00% 33.33% 46.67% 46.67% 46.67% 33.33% 20.00% 33.33% 33.33% 46.67% 53.33% 53.33% 26.67% 40.00% 20.00% 33.33% 13.33% 46.67% 40.00% 46.67% 53.33% 46.67% 53.33% 33.33% 40.00% 20.00% 20.00% 33.33% 60.00% 46.67% 53.33% 46.67% 53.33% 0.00% 0.00% 6.67% 0.00% 20.00% 26.67% 33.33% 6.67% 13.33% 13.33% 6.67% 6.67% 13.33% 20.00% 20.00% 33.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 13.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Rating Scale Index 2.27 2.27 2.60 2.53 2.87 3.07 3.00 2.87 2.27 2.33 2.40 2.67 2.73 2.87 2.87 3.20 Less Significant Less Significant Fair Fair Fair Fair Fair Fair Less Significant Less Significant Less Significant Fair Fair Fair Fair Fair (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very Satisfied, NA = Not Applicable) Table 5.63: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Sungai Petani No. Please kindly indicate your satisfaction level with Average Rating Maintenance Management & Services concerning the Index Scale 2.60 Fair 2.60 Fair items below. 1 Overall Preventive Maintenance planning and implementation. 2 Overall Water Quality Supply and maintenance water tank. 3 Qualification and capacity of our technical staff. 2.60 Fair 4 Response to corrective maintenance and reimbursable 2.70 Fair 2.70 Fair work. 5 Overall system ventilation & inlet air. 115 Chart 5.14 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Sungai Petani Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Sungai Petani Very Satisfied 3% Satisfied 21% Very Dissatisfied 5% Dissatisfied 23% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Average 48% 5.8.10 Pejabat PERKESO Muar Table 5.64: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Muar No. VD D A 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 20.00% 13.33% 0.00% 0.00% 0.00% 0.00% 0.00% 6.67% 20.00% 13.33% 6.67% 6.67% 0.00% 6.67% 0.00% 0.00% 33.33% 46.67% 46.67% 46.67% 33.33% 20.00% 33.33% 33.33% 46.67% 53.33% 53.33% 26.67% 40.00% 20.00% 33.33% 13.33% 46.67% 40.00% 46.67% 53.33% 46.67% 53.33% 33.33% 40.00% 20.00% 20.00% 33.33% 60.00% 46.67% 53.33% 46.67% 53.33% S VS 0.00% 0.00% 0.00% 0.00% 6.67% 0.00% 0.00% 0.00% 20.00% 0.00% 26.67% 0.00% 33.33% 0.00% 6.67% 13.33% 13.33% 0.00% 13.33% 0.00% 6.67% 0.00% 6.67% 0.00% 13.33% 0.00% 20.00% 0.00% 20.00% 0.00% 33.33% 0.00% NA 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 2.27 2.27 2.60 2.53 2.87 3.07 3.00 2.87 2.27 2.33 2.40 2.67 2.73 2.87 2.87 3.20 Rating Scale Less Significant Less Significant Fair Fair Fair Fair Fair Fair Less Significant Less Significant Less Significant Fair Fair Fair Fair Fair (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very Satisfied, NA = Not Applicable) 116 Table 5.65: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Muar No. Please kindly indicate your satisfaction level with Maintenance Management & Services Average Rating Index Scale 3.20 Fair concerning the items below. 1 Overall Planning and Implementation of the Renovation Works and Upgrading works. 2 Overall system ventilation & inlet air. 3.20 Fair 3 Overall Security services. 3.20 Fair 4 Overall Landscape services. 3.20 Fair 5 Overall Preventive Maintenance planning and 3.40 Fair implementation. Chart 5.15 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Muar Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Muar Very Satisfied 9% Very Dissatisfied 0% Dissatisfied 8% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Satisfied 47% Average 36% 117 5.8.11 Pejabat PERKESO Kluang Table 5.66: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kluang No. VD D A S VS NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 10.00% 10.00% 0.00% 0.00% 0.00% 10.00% 10.00% 0.00% 10.00% 40.00% 20.00% 20.00% 50.00% 20.00% 30.00% 20.00% 30.00% 20.00% 20.00% 30.00% 20.00% 40.00% 0.00% 10.00% 60.00% 50.00% 60.00% 60.00% 30.00% 60.00% 60.00% 30.00% 40.00% 70.00% 50.00% 30.00% 40.00% 30.00% 70.00% 30.00% 10.00% 10.00% 20.00% 20.00% 20.00% 20.00% 10.00% 30.00% 20.00% 0.00% 30.00% 30.00% 30.00% 10.00% 10.00% 60.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 10.00% 10.00% 10.00% 10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 2.60 2.70 3.00 3.00 2.70 3.00 2.80 2.70 2.70 2.60 3.10 3.20 3.30 2.70 3.10 3.50 Rating Scale Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very Satisfied, NA = Not Applicable) Table 5.67: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kluang No. Please kindly indicate your satisfaction level with Maintenance Management & Services concerning the Average Rating Index Scale 2.60 Fair items below. 1 Overall Preventive Maintenance planning and implementation. 2 Overall Water Quality Supply and maintenance water tank. 2.60 Fair 3 Response to corrective maintenance and reimbursable 2.70 Fair work. 4 Overall system ventilation & inlet air. 2.70 Fair 5 Overall Landscape services. 2.70 Fair 118 Chart 5.16 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Kluang Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kluang Very Dissatisfied 5% Very Satisfied 3% Satisfied 21% Dissatisfied 24% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Average 47% 5.8.12 Pejabat PERKESO Rawang Table 5.68: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Rawang No. VD D A S VS NA 1 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% Average Index 2.60 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 10.00% 10.00% 0.00% 0.00% 0.00% 10.00% 10.00% 0.00% 40.00% 20.00% 20.00% 50.00% 20.00% 30.00% 20.00% 30.00% 20.00% 20.00% 30.00% 20.00% 40.00% 0.00% 10.00% 50.00% 60.00% 60.00% 30.00% 60.00% 60.00% 30.00% 40.00% 70.00% 50.00% 30.00% 40.00% 30.00% 70.00% 30.00% 10.00% 20.00% 20.00% 20.00% 20.00% 10.00% 20.00% 10.00% 0.00% 30.00% 30.00% 30.00% 10.00% 10.00% 60.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 10.00% 10.00% 0.00% 0.00% 10.00% 10.00% 10.00% 10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 2.70 3.00 3.00 2.70 3.00 2.80 2.80 2.80 2.60 3.10 3.20 3.30 2.70 3.10 3.50 Rating Scale Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very Satisfied, NA = Not Applicable) 119 Table 5.69: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Rawang No. Please kindly indicate your satisfaction level with Maintenance Management & Services concerning the Average Rating Index Scale 2.60 Fair items below. 1 Overall Preventive Maintenance planning and implementation. 2 Overall Water Quality Supply and maintenance water tank. 2.60 Fair 3 Response to corrective maintenance and reimbursable 2.70 Fair work. 4 Overall system ventilation & inlet air. 2.70 Fair 5 Qualification and capacity of our technical staff. 2.70 Fair Chart 5.17 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Rawang Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Rawang Satisfied 19% Very Satisfied 4% Very Dissatisfied 5% Dissatisfied 24% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Average 48% 120 5.8.13 Pejabat PERKESO Segamat Table 5.70: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Segamat 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 VD D A S VS NA 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 20.00% 0.00% 0.00% 20.00% 0.00% 20.00% 40.00% 20.00% 40.00% 20.00% 40.00% 20.00% 60.00% 20.00% 40.00% 60.00% 20.00% 60.00% 40.00% 20.00% 40.00% 40.00% 60.00% 40.00% 60.00% 40.00% 60.00% 40.00% 40.00% 20.00% 40.00% 40.00% 40.00% 40.00% 60.00% 40.00% 60.00% 40.00% 0.00% 40.00% 0.00% 40.00% 0.00% 40.00% 0.00% 40.00% 20.00% 0.00% 20.00% 0.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 4.20 3.60 4.20 3.60 4.20 3.60 4.20 3.40 3.80 3.80 3.40 3.60 3.40 3.60 3.60 3.60 Rating Scale Significant Significant Significant Significant Significant Significant Significant Fair Significant Significant Fair Significant Fair Significant Significant Significant (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very Satisfied, NA = Not Applicable) Table 5.71: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Segamat No. Please kindly indicate your satisfaction level Average Rating with Maintenance Management & Services Index Scale concerning the items below. 1 Overall Landscape services. 3.40 Fair 2 Overall Waste Disposal Management. 3.40 Fair 3 Overall fire fighting equipment and system. 3.40 Fair 4 Response to corrective maintenance and 3.60 Significant 3.60 Significant reimbursable work. 5 Overall Planning and Implementation of the Renovation Works and Upgrading works. 121 Chart 5.18 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Segamat Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Segamat Very Satisfied 16% Very Dissatisfied 0% Dissatisfied 4% Average 35% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Satisfied 45% 5.8.14 Pejabat PERKESO Ipoh Table 5.72: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Ipoh No. VD D A S VS NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 10.00% 10.00% 0.00% 0.00% 0.00% 10.00% 10.00% 0.00% 10.00% 40.00% 20.00% 20.00% 50.00% 20.00% 30.00% 10.00% 30.00% 20.00% 20.00% 30.00% 20.00% 40.00% 0.00% 10.00% 60.00% 50.00% 60.00% 60.00% 30.00% 60.00% 60.00% 40.00% 40.00% 70.00% 50.00% 30.00% 40.00% 30.00% 70.00% 30.00% 10.00% 10.00% 20.00% 20.00% 20.00% 20.00% 0.00% 20.00% 20.00% 0.00% 30.00% 30.00% 30.00% 10.00% 10.00% 60.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 10.00% 10.00% 0.00% 0.00% 0.00% 10.00% 10.00% 10.00% 10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 2.60 2.70 3.00 3.00 2.70 3.00 2.90 2.90 2.70 2.60 3.10 3.20 3.30 2.70 3.10 3.50 Rating Scale Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair 122 (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very Satisfied, NA = Not Applicable) Table 5.73: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Ipoh No. Please kindly indicate your satisfaction level with Maintenance Management & Services concerning the Average Rating Index Scale 2.60 Fair items below. 1 Overall Preventive Maintenance planning and implementation. 2 Overall Water Quality Supply and maintenance water tank. 2.60 Fair 3 Response to corrective maintenance and reimbursable work. 2.70 Fair 4 Overall system ventilation & inlet air. 2.70 Fair 5 Timely response to emergencies works. 2.70 Fair Chart 5.19 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Ipoh Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Ipoh Satisfied 19% Very Satisfied 4% Very Dissatisfied 5% Dissatisfied 23% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Average 49% 123 5.8.15 Pejabat PERKESO Taiping Table 5.74: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Taiping No. VD D A S VS NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 40.00% 40.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 40.00% 40.00% 40.00% 60.00% 20.00% 40.00% 20.00% 40.00% 60.00% 60.00% 60.00% 60.00% 60.00% 60.00% 60.00% 60.00% 40.00% 40.00% 40.00% 40.00% 60.00% 40.00% 60.00% 20.00% 0.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 0.00% 20.00% 20.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 3.80 3.60 4.00 4.00 4.00 4.00 4.00 4.00 4.00 3.80 3.80 3.80 3.40 4.00 3.80 4.00 Rating Scale Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Fair Significant Significant Significant (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very Satisfied, NA = Not Applicable) Table 5.75: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Taiping No. Please kindly indicate your satisfaction level with Average Rating Maintenance Management & Services concerning Index Scale the items below. 1 Overall fire fighting equipment and system. 3.40 Fair 2 Response to corrective maintenance and reimbursable 3.60 Significant 3.80 Significant 3.80 Significant 3.80 Significant work. 3 Overall Preventive Maintenance planning and implementation. 4 Overall Water Quality Supply and maintenance water tank. 5 Overall Waste Disposal Management. 124 Chart 5.20 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Taiping Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Taiping Very Satisfied 18% Very Dissatisfied Dissatisfied 0% 0% Average 30% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Satisfied 52% 5.8.16 Pejabat PERKESO Teluk Intan Table 5.76: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Teluk Intan No. VD D 1 Average Rating Index Scale 0.00% 42.86% 28.57% 14.29% 14.29% 0.00% 3.00 Fair 2 0.00% 28.57% 28.57% 28.57% 14.29% 0.00% 3.29 Fair 3 4 0.00% 42.86% 14.29% 28.57% 14.29% 0.00% 0.00% 28.57% 28.57% 42.86% 0.00% 0.00% 3.14 3.14 Fair Fair 5 6 7 8 9 10 11 12 13 14 15 16 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3.14 3.29 3.14 3.14 3.29 2.86 3.29 2.86 3.14 3.14 3.29 3.14 Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair Fair 28.57% 42.86% 28.57% 42.86% 28.57% 42.86% 28.57% 42.86% 42.86% 28.57% 28.57% 28.57% A 28.57% 0.00% 28.57% 14.29% 28.57% 42.86% 28.57% 28.57% 14.29% 28.57% 28.57% 28.57% S 42.86% 42.86% 42.86% 28.57% 28.57% 0.00% 28.57% 28.57% 28.57% 42.86% 28.57% 42.86% VS 0.00% 14.29% 0.00% 14.29% 14.29% 14.29% 14.29% 0.00% 14.29% 0.00% 14.29% 0.00% NA 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very Satisfied, NA = Not Applicable) 125 Table 5.77: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Teluk Intan No. Please kindly indicate your satisfaction level with Average Rating Maintenance Management & Services concerning the items Index Scale below. 1 Overall Water Quality Supply and maintenance water tank. 2.86 Fair 2 Overall Controlling Environmental Pollution. 2.89 Fair 3 Overall Preventive Maintenance planning and implementation. 3.00 Fair 4 Overall Mechanical and Electric System. 3.14 Fair 5 Overall Planning and Implementation of the Renovation Works 3.14 Fair and Upgrading works. Chart 5.21 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Teluk Intan Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Teluk Intan Very Satisfied 9% Very Dissatisfied 0% Dissatisfied 35% Satisfied 31% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Average 25% 126 5.9 Respondents opinion on improve maintenance management and services that best be apply to PERKESO To obtain the good questionnaire that 2 (two) knowledge acquisition methods are performed in these research. The pre-interview and archives important stage of process to create the option can be make and possible to be implement for find the improvement to the existing maintenance management and services. Many parties and people involved in these processes of develop the questionnaire. List of data analyzed data on the opinion to make improvement maintenance management and services that best to be apply to PERKESO: Table 5.78: List of opinion on improves maintenance management and services that best to be apply to PERKESO No . 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 SD D Av A SA NA 2.53% 0.63% 0.63% 0.63% 3.16% 0.00% 0.00% 0.63% 0.00% 1.27% 0.63% 0.63% 0.63% 1.90% 0.63% 2.53% 11.39% 5.06% 6.33% 8.23% 7.59% 4.43% 2.53% 4.43% 7.59% 3.80% 3.16% 20.89% 5.06% 2.53% 33.54% 20.89% 20.89% 22.78% 17.09% 25.95% 21.52% 25.32% 24.05% 24.68% 25.95% 26.58% 24.05% 29.75% 27.22% 34.18% 36.08% 46.84% 36.08% 50.00% 45.57% 43.04% 40.51% 40.51% 31.01% 37.34% 31.65% 36.08% 34.81% 38.61% 27.22% 31.01% 26.58% 34.18% 21.52% 20.89% 31.01% 31.01% 31.01% 35.44% 32.28% 37.34% 18.35% 28.48% 31.01% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 3.810 3.854 3.937 3.968 3.785 3.797 4.006 3.987 3.981 3.918 3.968 4.025 3.506 3.829 3.968 Rating Scale Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) 127 Table 5.79: Five (5) top opinion on improves maintenance management and services that best to be apply to PERKESO No. 1 Your opinion on Improving Maintenance Management & Average Rating Services that best to apply by PERKESO. Index Scale Work Design : Modify job content, improve work methods, 4.025 Significant restrain workers (enrich jobs) 2 Job Evaluation (Valuation/analysis work achievement) 4.006 Significant 3 Job Safety Design (A safe work place) 3.987 Significant 4 Planning and Scheduling 3.981 Significant 3.968 Significant (e.g. Right material at the right place at the right time) 5 Technical maintenance unit/personnel at every region/branch. The PERKESO buildings have different capacity and facility. The differences will trigger a different maintenance management. It is important to identify whether the present maintenance system is suitable for the all buildings and how is possible to make improvement, the research to define the suitable or ideal maintenance management system to be develop or create. 5.9.1 Menara PERKESO Kuala Lumpur Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Menara PERKESO Kuala Lumpur. By compare to summary all PERKESO buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply. 128 Table 5.80: List of opinion on improves maintenance management and services that best to be apply to the Menara PERKESO Kuala Lumpur No. SD D Av A SA NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 5.71% 2.86% 2.86% 2.86% 0.00% 0.00% 0.00% 2.86% 0.00% 5.71% 2.86% 2.94% 2.86% 8.57% 2.86% 5.71% 11.43% 8.57% 11.43% 8.57% 5.71% 8.57% 5.71% 8.57% 8.57% 5.71% 0.00% 5.71% 8.57% 2.86% 25.71% 25.71% 31.43% 22.86% 28.57% 28.57% 31.43% 25.71% 34.29% 20.00% 25.71% 35.29% 31.43% 34.29% 28.57% 45.71% 28.57% 31.43% 31.43% 45.71% 51.43% 31.43% 42.86% 34.29% 40.00% 42.86% 44.12% 45.71% 37.14% 48.57% 17.14% 31.43% 25.71% 31.43% 17.14% 14.29% 28.57% 22.86% 22.86% 25.71% 22.86% 17.65% 14.29% 11.43% 17.14% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 3.63 3.74 3.69 3.77 3.71 3.74 3.80 3.77 3.71 3.71 3.77 3.74 3.63 3.34 3.74 Rating Scale Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Fair Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.81: Five (5) top opinions on improvement maintenance management and services that best to be apply to the Menara PERKESO Kuala Lumpur No. Your opinion on Improving Maintenance Management & Services that best to apply by Menara Average Rating Index Scale PERKESO Kuala Lumpur. 1 Job Evaluation (Valuation/analysis work achievement) 3.80 Significant 2 Processes : Improve scheduling and material flow, more 3.77 Significant accurate – faster data flow (computerize) 3 Job Safety Design (A safe work place) 3.77 Significant 4 Quality of Supervision 3.77 Significant 5 Technical maintenance unit/personnel at every 3.74 Significant region/branch. 129 Table 5.82: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Menara PERKESO Kuala Lumpur Top five (5) opinions for all PERKESO Top five (5) opinions for Menara PERKESO buildings. Kuala Lumpur. Work Design : Modify job content, improve Job Evaluation (Valuation/analysis work work methods, restrain workers (enrich jobs) achievement) Job Evaluation (Valuation/analysis work Processes : Improve scheduling and material achievement) flow, more accurate – faster data flow (computerize) Job Safety Design (A safe work place) Job Safety Design (A safe work place) Planning and Scheduling Quality of Supervision (e.g. Right material at the right place at the right time) Technical maintenance unit/personnel at Technical maintenance unit/personnel at every every region/branch. region/branch. Where these opinions are some similar with the opinion for the overall PERKESO buildings and opinion for the Menara PERKESO are: i. Job Evaluation (Valuation/analysis work achievement), ii. Job Safety Design (A safe work place) and iii. Technical maintenance unit/personnel at every region/branch. 5.9.2 Pejabat PERKESO Seberang Jaya Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Pejabat PERKESO Seberang Jaya. By compare to summary all PERKESO buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply. 130 Table 5.83: Defect List at Pejabat PERKESO Seberang Jaya 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 SD D Av A SA NA 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 16.67% 16.67% 16.67% 0.00% 16.67% 16.67% 16.67% 16.67% 16.67% 16.67% 16.67% 16.67% 16.67% 16.67% 16.67% 16.67% 16.67% 16.67% 50.00% 33.33% 33.33% 16.67% 16.67% 16.67% 33.33% 33.33% 16.67% 16.67% 33.33% 33.33% 66.67% 66.67% 66.67% 50.00% 50.00% 50.00% 66.67% 66.67% 66.67% 50.00% 50.00% 66.67% 66.67% 50.00% 50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 4.50 4.50 4.50 4.50 4.33 4.33 4.50 4.50 4.50 4.33 4.33 4.50 4.50 4.33 4.33 Rating Scale Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.84: Five (5) top common problem maintenance at Pejabat PERKESO Seberang Jaya No. 1 Your opinion on Improving Maintenance Management & Average Rating Services that best to apply by PERKESO. Index Scale Centralization of power arrangement / method of central 4.50 Significant 4.50 Significant 4.50 Significant management (Head Quarters Arrangement) 2 Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) 3 Planning and Scheduling (e.g. Right material at the right place at the right time) 4 Job Safety Design (A safe work place) 4.50 Significant 5 Job Evaluation (Valuation/analysis work achievement) 4.50 Significant 131 Table 5.85: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Seberang Jaya Top five (5) opinions for all PERKESO buildings. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) Job Evaluation (Valuation/analysis work achievement) Job Safety Design (A safe work place) Planning and Scheduling (e.g. Right material at the right place at the right time) Technical maintenance unit/personnel at every region/branch. Top five (5) opinions for Pejabat PERKESO Seberang Jaya Centralization of power arrangement / method of central management (Head Quarters Arrangement) Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) Planning and Scheduling (e.g. Right material at the right place at the right time) Job Safety Design (A safe work place) Job Evaluation (Valuation/analysis work achievement) Where these opinions are some similar with the opinion for the overall PERKESO buildings and opinion for the Pejabat PERKESO Seberang Jaya are: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs), ii. Job Evaluation (Valuation/analysis work achievement)and iii. Job Safety Design (A safe work place) iv. Planning and Scheduling (e.g. Right material at the right place at the right time). 5.9.3 Pejabat PERKESO Langkawi Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Pejabat PERKESO Langkawi. By compare to summary all PERKESO buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply. 132 Table 5.86: Defect List at Pejabat PERKESO Langkawi No. SD D Av A SA NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 60.00% 0.00% 20.00% 20.00% 20.00% 40.00% 20.00% 40.00% 20.00% 40.00% 20.00% 40.00% 40.00% 40.00% 40.00% 40.00% 40.00% 60.00% 80.00% 60.00% 60.00% 80.00% 40.00% 60.00% 60.00% 60.00% 40.00% 40.00% 60.00% 40.00% 0.00% 60.00% 20.00% 0.00% 20.00% 0.00% 0.00% 20.00% 20.00% 0.00% 0.00% 20.00% 20.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 4.00 3.80 4.00 3.60 3.80 3.80 4.00 3.60 3.40 3.80 3.80 3.60 3.80 2.40 3.60 Rating Scale Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Less Significant Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.87: Five (5) top common problem maintenance at Pejabat PERKESO Langkawi No. Your opinion on Improving Maintenance Management & Average Rating Services that best to apply by PERKESO. Index Scale 1 Job Evaluation (Valuation/analysis work achievement) 4.00 Significant 2 Training ( courses about building maintenance management ) 4.00 Significant 3 Management By Objectives (e.g. superior and subordinate jointly 4.00 Significant 3.80 Significant 3.80 Significant identify and define goals-monitor progress) 4 Centralization of power arrangement / method of central management (Head Quarters Arrangement) 5 Processes : Improve scheduling and material flow, more accurate – faster data flow (computerize) 133 Table 5.88: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Langkawi Top five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESO buildings. Langkawi Work Design : Modify job content, improve Job Evaluation (Valuation/analysis work work methods, restrain workers (enrich jobs) achievement) Job Evaluation (Valuation/analysis work Training ( courses about building maintenance achievement) management ) Job Safety Design (A safe work place) Management By Objectives (e.g. superior and subordinate jointly identify and define goalsmonitor progress) Planning and Scheduling Centralization of power arrangement / method (e.g. Right material at the right place at the of central management (Head Quarters right time) Arrangement) Technical maintenance unit/personnel at Processes : Improve scheduling and material every region/branch. flow, more accurate – faster data flow (computerize) Where these opinions are some similar with the opinion for the overall PERKESO buildings and opinion for the Pejabat PERKESO Langkawi is: i. Job Evaluation (Valuation/analysis work achievement), 5.9.4 Pejabat PERKESO Kangar Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Pejabat PERKESO Kangar. By compare to summary all PERKESO buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply. 134 Table 5.89: Defect List at Pejabat PERKESO Kangar No. SD D Av A SA NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 20.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 40.00% 20.00% 20.00% 40.00% 20.00% 20.00% 20.00% 20.00% 20.00% 40.00% 40.00% 40.00% 40.00% 40.00% 40.00% 40.00% 80.00% 40.00% 60.00% 40.00% 40.00% 60.00% 60.00% 80.00% 60.00% 40.00% 40.00% 60.00% 40.00% 60.00% 20.00% 0.00% 20.00% 0.00% 20.00% 20.00% 20.00% 20.00% 0.00% 0.00% 20.00% 20.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 3.80 3.80 3.60 3.60 3.60 3.60 4.00 4.00 3.80 3.60 3.80 3.80 3.60 3.80 3.60 Rating Scale Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.90: Five (5) top common problem maintenance at Pejabat PERKESO Kangar No. Your opinion on Improving Maintenance Management Average Rating & Services that best to apply by PERKESO. Index Scale 1 Job Safety Design (A safe work place) 4.00 Significant 2 Job Evaluation (Valuation/analysis work achievement) 4.00 Significant 3 Decentralization of power arrangement / method of 3.80 Significant 3.80 Significant 3.80 Significant separate management (Branch Arrangement) 4 Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) 5 Processes : Improve scheduling and material flow, more accurate – faster data flow (computerize) 135 Table 5.91: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Kangar Top five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESO buildings. Kangar Work Design : Modify job content, improve Job Safety Design (A safe work place) work methods, restrain workers (enrich jobs) Job Evaluation (Valuation/analysis work Job Evaluation (Valuation/analysis work achievement) achievement) Job Safety Design (A safe work place) Decentralization of power arrangement / method of separate management (Branch Arrangement) Planning and Scheduling Work Design : Modify job content, improve (e.g. Right material at the right place at the work methods, restrain workers (enrich jobs) right time) Technical maintenance unit/personnel at Processes : Improve scheduling and material every region/branch. flow, more accurate – faster data flow (computerize) Where these opinions are some similar with the opinion for the overall PERKESO buildings and opinion for the Pejabat PERKESO Kangar are: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) ii. Job Evaluation (Valuation/analysis work achievement), iii. Job Safety Design (A safe work place) and 5.9.5 Pejabat PERKESO Seremban Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Pejabat PERKESO Seremban. By compare to summary all PERKESO buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply. 136 Table 5.92: Defect List at Pejabat PERKESO Seremban 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 SD D Av A SA NA 6.67% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 6.67% 13.33% 13.33% 20.00% 13.33% 13.33% 13.33% 6.67% 6.67% 13.33% 13.33% 13.33% 33.33% 6.67% 6.67% 20.00% 20.00% 13.33% 20.00% 33.33% 40.00% 33.33% 40.00% 46.67% 26.67% 26.67% 20.00% 33.33% 40.00% 40.00% 13.33% 13.33% 46.67% 13.33% 40.00% 33.33% 33.33% 26.67% 26.67% 13.33% 13.33% 20.00% 26.67% 20.00% 13.33% 53.33% 53.33% 26.67% 46.67% 13.33% 13.33% 20.00% 26.67% 20.00% 46.67% 46.67% 46.67% 6.67% 33.33% 40.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 4.00 4.07 3.87 3.87 3.53 3.47 3.60 3.73 3.60 3.93 3.93 4.00 3.07 3.80 3.87 Rating Scale Significant Significant Significant Significant Significant Fair Significant Significant Significant Significant Significant Significant Fair Significant Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.93: Five (5) top common problem maintenance at Pejabat PERKESO Seremban No. Your opinion on Improving Maintenance Management & Services that best to apply by Average Rating Index Scale 4.07 Significant 4.00 Significant 4.00 Significant 3.93 Significant 3.93 Significant PERKESO. 1 Communication (Consistently, openly and with mutual trust) 2 Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) 3 Management By Objectives (e.g. superior and subordinate jointly identify and define goals-monitor progress) 4 Processes : Improve scheduling and material flow, more accurate – faster data flow (computerize) 5 Management: Better coordination and budgeting, more inspiring leadership (motivate). 137 Table 5.94: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Seremban Top five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESO buildings. Seremban Work Design : Modify job content, improve Communication (Consistently, openly and with work methods, restrain workers (enrich jobs) mutual trust) Job Evaluation (Valuation/analysis work Work Design : Modify job content, improve achievement) work methods, restrain workers (enrich jobs) Job Safety Design (A safe work place) Management By Objectives (e.g. superior and subordinate jointly identify and define goalsmonitor progress) Planning and Scheduling Processes : Improve scheduling and material (e.g. Right material at the right place at the flow, more accurate – faster data flow right time) (computerize) Technical maintenance unit/personnel at Management: Better coordination and every region/branch. budgeting, more inspiring leadership (motivate). Where those opinions none is similar or same the opinion for the overall PERKESO buildings and the opinion for the Pejabat PERKESO Seremban. 5.9.6 Pejabat PERKESO Batu Pahat Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Pejabat PERKESO Batu Pahat. By compare to summary all PERKESO buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply. 138 Table 5.95: Defect List at Pejabat PERKESO Batu Pahat No. SD D Av A SA NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 40.00% 20.00% 20.00% 40.00% 20.00% 40.00% 20.00% 40.00% 20.00% 40.00% 40.00% 40.00% 40.00% 40.00% 40.00% 60.00% 80.00% 80.00% 60.00% 80.00% 60.00% 80.00% 60.00% 80.00% 60.00% 60.00% 60.00% 60.00% 60.00% 60.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 3.60 3.80 3.80 3.60 3.80 3.60 3.80 3.60 3.80 3.60 3.60 3.60 3.60 3.60 3.60 Rating Scale Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.96: Five (5) top common problem maintenance at Pejabat PERKESO Batu Pahat No. Your opinion on Improving Maintenance Management & Services that best to apply by PERKESO. 1 Planning and Scheduling Average Rating Index Scale 3.80 Significant (e.g. Right material at the right place at the right time) 2 Job Evaluation (Valuation/analysis work achievement) 3.80 Significant 3 Methods Engineering / Work Simplification (Elimination 3.80 Significant 3.80 Significant 3.80 Significant of unnecessary task to reduce time) 4 Training ( courses about building maintenance management ) 5 Communication (Consistently, openly and with mutual trust) 139 Table 5.97: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Batu Pahat Top five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESO buildings. Batu Pahat Work Design : Modify job content, improve Planning and Scheduling work methods, restrain workers (enrich jobs) (e.g. Right material at the right place at the right time) Job Evaluation (Valuation/analysis work Job Evaluation (Valuation/analysis work achievement) achievement) Job Safety Design (A safe work place) Methods Engineering / Work Simplification (Elimination of unnecessary task to reduce time) Planning and Scheduling Training ( courses about building maintenance (e.g. Right material at the right place at the management ) right time) Technical maintenance unit/personnel at Communication (Consistently, openly and with every region/branch. mutual trust) Where these opinions are some similar with the opinion for the overall PERKESO buildings and opinion for the Pejabat PERKESO Batu Pahat are: i. Job Evaluation (Valuation/analysis work achievement), ii. Planning and Scheduling (e.g. Right material at the right place at the right time) 5.9.7 Pejabat PERKESO Kulim Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Pejabat PERKESO Kulim. By compare to summary all PERKESO buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply. 140 Table 5.98: Defect List at Pejabat PERKESO Kulim No. SD D Av A SA NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 0.00% 0.00% 0.00% 0.00% 10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 10.00% 10.00% 0.00% 0.00% 0.00% 10.00% 0.00% 0.00% 30.00% 0.00% 0.00% 50.00% 20.00% 20.00% 20.00% 0.00% 10.00% 10.00% 10.00% 10.00% 20.00% 20.00% 20.00% 10.00% 20.00% 20.00% 30.00% 30.00% 50.00% 40.00% 50.00% 50.00% 50.00% 40.00% 40.00% 20.00% 40.00% 20.00% 30.00% 40.00% 40.00% 20.00% 30.00% 30.00% 40.00% 30.00% 30.00% 40.00% 50.00% 50.00% 50.00% 40.00% 60.00% 30.00% 40.00% 40.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 3.70 3.70 4.10 4.20 3.80 4.00 4.30 4.40 4.40 4.10 4.20 4.40 3.60 4.20 4.20 Rating Scale Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.99: Five (5) top common problem maintenance at Pejabat PERKESO Kulim No. Your opinion on Improving Maintenance Average Rating Management & Services that best to apply by Index Scale 4.40 Significant 4.40 Significant PERKESO. 1 Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) 2 Planning and Scheduling (e.g. Right material at the right place at the right time) 3 Job Safety Design (A safe work place) 4.40 Significant 4 Job Evaluation (Valuation/analysis work achievement) 4.30 Significant 5 Technical maintenance unit/personnel at every 4.20 Significant region/branch. 141 Table 5.100: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Kulim Top five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESO buildings. Kulim Work Design : Modify job content, improve Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) work methods, restrain workers (enrich jobs) Job Evaluation (Valuation/analysis work Planning and Scheduling achievement) (e.g. Right material at the right place at the right time) Job Safety Design (A safe work place) Job Safety Design (A safe work place) Planning and Scheduling Job Evaluation (Valuation/analysis work (e.g. Right material at the right place at the achievement) right time) Technical maintenance unit/personnel at Technical maintenance unit/personnel at every every region/branch. region/branch. Where these opinions are some similar with the opinion for the overall PERKESO buildings and opinion for the Pejabat PERKESO Kulim are: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) ii. Job Evaluation (Valuation/analysis work achievement) iii. Job Safety Design (A safe work place) iv. Planning and Scheduling (e.g. Right material at the right place at the right time) v. Technical maintenance unit/personnel at every region/branch. 5.9.8 Pejabat PERKESO Klang Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Pejabat PERKESO Klang. By compare to summary all PERKESO buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply. 142 Table 5.101: Defect List at Pejabat PERKESO Klang 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 SD D Av A SA NA 6.67% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 6.67% 13.33% 13.33% 20.00% 13.33% 13.33% 13.33% 6.67% 6.67% 13.33% 13.33% 13.33% 33.33% 6.67% 6.67% 20.00% 20.00% 13.33% 20.00% 33.33% 40.00% 33.33% 40.00% 46.67% 26.67% 26.67% 20.00% 33.33% 40.00% 40.00% 13.33% 13.33% 46.67% 13.33% 40.00% 33.33% 33.33% 26.67% 26.67% 13.33% 13.33% 20.00% 26.67% 20.00% 13.33% 53.33% 53.33% 26.67% 46.67% 13.33% 13.33% 20.00% 26.67% 20.00% 46.67% 46.67% 46.67% 6.67% 33.33% 40.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 4.00 4.07 3.87 3.87 3.53 3.47 3.60 3.73 3.60 3.93 3.93 4.00 3.07 3.80 3.87 Rating Scale Significant Significant Significant Significant Significant Fair Significant Significant Significant Significant Significant Significant Significant Significant Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.102: Five (5) top common problem maintenance at Pejabat PERKESO Klang No. Your opinion on Improving Maintenance Average Rating Management & Services that best to apply by Index Scale 4.07 Significant 4.00 Significant 4.00 Significant 3.93 Significant 3.93 Significant PERKESO. 1 Communication (Consistently, openly and with mutual trust) 2 Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) 3 Management By Objectives (e.g. superior and subordinate jointly identify and define goals-monitor progress) 4 Processes : Improve scheduling and material flow, more accurate – faster data flow (computerize) 5 Management: Better coordination and budgeting, more inspiring leadership (motivate). 143 Table 5.103: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Klang Top five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESO buildings. Klang Work Design : Modify job content, improve Communication (Consistently, openly and with work methods, restrain workers (enrich jobs) mutual trust) Job Evaluation (Valuation/analysis work Work Design : Modify job content, improve achievement) work methods, restrain workers (enrich jobs) Job Safety Design (A safe work place) Management By Objectives (e.g. superior and subordinate jointly identify and define goalsmonitor progress) Planning and Scheduling Processes : Improve scheduling and material (e.g. Right material at the right place at the flow, more accurate – faster data flow right time) (computerize) Technical maintenance unit/personnel at Management: Better coordination and every region/branch. budgeting, more inspiring leadership (motivate). Where these opinions are some similar with the opinion for the overall PERKESO buildings and opinion for the Pejabat PERKESO Klang is: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) 5.9.9 Pejabat PERKESO Sungai Petani Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Pejabat PERKESO Sungai Petani. By compare to summary all PERKESO buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply. 144 Table 5.104: Defect List at Pejabat PERKESO Sungai Petani 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 SD D Av A SA NA 0.00% 0.00% 0.00% 0.00% 10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 10.00% 10.00% 0.00% 0.00% 0.00% 10.00% 0.00% 0.00% 30.00% 0.00% 0.00% 50.00% 20.00% 20.00% 20.00% 0.00% 10.00% 10.00% 10.00% 10.00% 20.00% 20.00% 20.00% 10.00% 20.00% 20.00% 30.00% 30.00% 50.00% 40.00% 50.00% 50.00% 50.00% 40.00% 40.00% 20.00% 40.00% 20.00% 30.00% 40.00% 40.00% 20.00% 30.00% 30.00% 40.00% 30.00% 30.00% 40.00% 50.00% 50.00% 50.00% 40.00% 60.00% 30.00% 40.00% 40.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 3.70 3.70 4.10 4.20 3.80 4.00 4.30 4.40 4.40 4.10 4.20 4.40 3.60 4.20 4.20 Rating Scale Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.105: Five (5) top common problem maintenance at Pejabat PERKESO Sungai Petani No. 1 Your opinion on Improving Maintenance Management Average Rating & Services that best to apply by PERKESO. Index Scale Work Design : Modify job content, improve work methods, 4.40 Significant 4.40 Significant restrain workers (enrich jobs) 2 Planning and Scheduling (e.g. Right material at the right place at the right time) 3 Job Safety Design (A safe work place) 4.40 Significant 4 Job Evaluation (Valuation/analysis work achievement) 4.30 Significant 5 Technical maintenance unit/personnel at every 4.20 Significant region/branch. 145 Table 5.106: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Sungai Petani Top five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESO buildings. Sungai Petani Work Design : Modify job content, improve Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) work methods, restrain workers (enrich jobs) Job Evaluation (Valuation/analysis work Planning and Scheduling achievement) (e.g. Right material at the right place at the right time) Job Safety Design (A safe work place) Job Safety Design (A safe work place) Planning and Scheduling Job Evaluation (Valuation/analysis work (e.g. Right material at the right place at the achievement) right time) Technical maintenance unit/personnel at Technical maintenance unit/personnel at every every region/branch. region/branch. Where these opinions are some similar with the opinion for the overall PERKESO buildings and opinion for the Pejabat PERKESO Sungai Petani are: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) ii. Job Evaluation (Valuation/analysis work achievement), iii. Job Safety Design (A safe work place) iv. Planning and Scheduling (e.g. Right material at the right place at the right time) v. Technical maintenance unit/personnel at every region/branch. 5.9.10 Pejabat PERKESO Muar Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Pejabat PERKESO Muar. By compare to summary all PERKESO 146 buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply. Table 5.107: Defect List at Pejabat PERKESO Muar 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 SD D Av A SA NA 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 20.00% 20.00% 40.00% 0.00% 40.00% 20.00% 40.00% 0.00% 20.00% 20.00% 20.00% 40.00% 20.00% 40.00% 60.00% 80.00% 60.00% 20.00% 60.00% 60.00% 40.00% 60.00% 60.00% 60.00% 60.00% 60.00% 60.00% 60.00% 60.00% 20.00% 0.00% 20.00% 40.00% 40.00% 0.00% 40.00% 0.00% 40.00% 20.00% 20.00% 20.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 4.00 3.80 4.00 4.00 4.40 3.60 4.20 3.60 4.40 4.00 4.00 4.00 3.60 4.00 3.60 Rating Scale Fair Significant Fair Significant Significant Fair Fair Significant Significant Fair Significant Significant Fair Significant Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.108: Five (5) top common problem maintenance at Pejabat PERKESO Muar No. 1 Your opinion on Improving Maintenance Management Average Rating & Services that best to apply by PERKESO. Index Scale Methods Engineering / Work Simplification (Elimination 4.40 Significant of unnecessary task to reduce time) 2 Job Evaluation (Valuation/analysis work achievement) 4.20 Significant 3 Decentralization of power arrangement / method of 4.00 Significant 4.00 Significant 4.00 Significant separate management (Branch Arrangement) 4 Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) 5 Processes : Improve scheduling and material flow, more accurate – faster data flow (computerize) 147 Table 5.109: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Muar Top five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESO buildings. Muar Work Design : Modify job content, improve Methods Engineering / Work Simplification work methods, restrain workers (enrich jobs) (Elimination of unnecessary task to reduce time) Job Evaluation (Valuation/analysis work Job Evaluation (Valuation/analysis work achievement) achievement) Job Safety Design (A safe work place) Decentralization of power arrangement / method of separate management (Branch Arrangement) Planning and Scheduling Work Design : Modify job content, improve (e.g. Right material at the right place at the work methods, restrain workers (enrich jobs) right time) Technical maintenance unit/personnel at Processes : Improve scheduling and material every region/branch. flow, more accurate – faster data flow (computerize) Where these opinions are some similar with the opinion for the overall PERKESO buildings and opinion for the Pejabat PERKESO Muar are: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) ii. Job Evaluation (Valuation/analysis work achievement), iii. Technical maintenance unit/personnel at every region/branch. 5.9.11 Pejabat PERKESO Kluang Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Pejabat PERKESO Kluang. By compare to summary all 148 PERKESO buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply. Table 5.110: Defect List at Pejabat PERKESO Kluang 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 SD D Av A SA NA 0.00% 0.00% 0.00% 0.00% 10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 10.00% 10.00% 0.00% 0.00% 0.00% 10.00% 0.00% 0.00% 30.00% 0.00% 0.00% 50.00% 20.00% 20.00% 20.00% 0.00% 10.00% 10.00% 10.00% 10.00% 20.00% 20.00% 20.00% 10.00% 20.00% 20.00% 30.00% 30.00% 50.00% 40.00% 50.00% 50.00% 50.00% 40.00% 40.00% 20.00% 40.00% 20.00% 30.00% 40.00% 40.00% 20.00% 30.00% 30.00% 40.00% 30.00% 30.00% 40.00% 50.00% 50.00% 50.00% 40.00% 60.00% 30.00% 40.00% 40.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 3.70 3.70 4.10 4.20 3.80 4.00 4.30 4.40 4.40 4.10 4.20 4.40 3.60 4.20 4.20 Rating Scale Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.111: Five (5) top common problem maintenance at Pejabat PERKESO Kluang No. Your opinion on Improving Maintenance Average Rating Management & Services that best to apply by Index Scale 4.40 Significant 4.40 Significant PERKESO. 1 Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) 2 Planning and Scheduling (e.g. Right material at the right place at the right time) 3 Job Safety Design (A safe work place) 4.40 Significant 4 Job Evaluation (Valuation/analysis work achievement) 4.30 Significant 5 Technical maintenance unit/personnel at every 4.20 Significant region/branch. 149 Table 5.112: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Kluang Top five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESO buildings. Kluang Work Design : Modify job content, improve Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) work methods, restrain workers (enrich jobs) Job Evaluation (Valuation/analysis work Planning and Scheduling achievement) (e.g. Right material at the right place at the right time) Job Safety Design (A safe work place) Job Safety Design (A safe work place) Planning and Scheduling Job Evaluation (Valuation/analysis work (e.g. Right material at the right place at the achievement) right time) Technical maintenance unit/personnel at Technical maintenance unit/personnel at every every region/branch. region/branch. Where these opinions are some similar with the opinion for the overall PERKESO buildings and opinion for the Pejabat PERKESO Kluang are: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) ii. Job Evaluation (Valuation/analysis work achievement), iii. Job Safety Design (A safe work place) and iv. Technical maintenance unit/personnel at every region/branch. 5.9.12 Pejabat PERKESO Rawang Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Pejabat PERKESO Rawang. By compare to summary all PERKESO buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply. 150 Table 5.113: Defect List at Pejabat PERKESO Rawang 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 SD D Av A SA NA 0.00% 0.00% 0.00% 0.00% 10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 10.00% 10.00% 0.00% 0.00% 0.00% 10.00% 0.00% 0.00% 30.00% 0.00% 0.00% 50.00% 20.00% 20.00% 20.00% 0.00% 10.00% 10.00% 10.00% 10.00% 20.00% 20.00% 20.00% 10.00% 20.00% 20.00% 30.00% 30.00% 50.00% 40.00% 50.00% 50.00% 50.00% 40.00% 40.00% 20.00% 40.00% 20.00% 30.00% 40.00% 40.00% 20.00% 30.00% 30.00% 40.00% 30.00% 30.00% 40.00% 50.00% 50.00% 50.00% 40.00% 60.00% 30.00% 40.00% 40.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 3.70 3.70 4.10 4.20 3.80 4.00 4.30 4.40 4.40 4.10 4.20 4.40 3.60 4.20 4.20 Rating Scale Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.114: Five (5) top common problem maintenance at Pejabat PERKESO Rawang No. Your opinion on Improving Maintenance Average Rating Management & Services that best to apply by Index Scale 4.40 Significant 4.40 Significant PERKESO. 1 Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) 2 Planning and Scheduling (e.g. Right material at the right place at the right time) 3 Job Safety Design (A safe work place) 4.40 Significant 4 Job Evaluation (Valuation/analysis work achievement) 4.30 Significant 5 Technical maintenance unit/personnel at every 4.20 Significant region/branch. 151 Table 5.115: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Rawang Top five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESO buildings. Rawang Work Design : Modify job content, improve Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) work methods, restrain workers (enrich jobs) Job Evaluation (Valuation/analysis work Planning and Scheduling achievement) (e.g. Right material at the right place at the right time) Job Safety Design (A safe work place) Job Safety Design (A safe work place) Planning and Scheduling Job Evaluation (Valuation/analysis work (e.g. Right material at the right place at the achievement) right time) Technical maintenance unit/personnel at Technical maintenance unit/personnel at every every region/branch. region/branch. Where these opinions are some similar with the opinion for the overall PERKESO buildings and opinion for the Pejabat PERKESO Rawang are: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) ii. Job Evaluation (Valuation/analysis work achievement), iii. Job Safety Design (A safe work place) iv. Planning and Scheduling (e.g. Right material at the right place at the right time) v. Technical maintenance unit/personnel at every region/branch. 5.9.13 Pejabat PERKESO Segamat Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Pejabat PERKESO Segamat. By compare to summary all PERKESO buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply. 152 Table 5.116: Defect List at Pejabat PERKESO Segamat 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 SD D Av A SA NA 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 40.00% 20.00% 20.00% 40.00% 20.00% 40.00% 20.00% 40.00% 20.00% 40.00% 40.00% 40.00% 40.00% 40.00% 40.00% 60.00% 80.00% 80.00% 60.00% 80.00% 60.00% 80.00% 60.00% 80.00% 60.00% 60.00% 60.00% 60.00% 60.00% 60.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 3.60 3.80 3.80 3.60 3.80 3.60 3.80 3.60 3.80 3.60 3.60 3.60 3.60 3.60 3.60 Rating Scale Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.117: Five (5) top common problem maintenance at Pejabat PERKESO Segamat No. Your opinion on Improving Maintenance Average Rating Management & Services that best to apply by Index Scale 3.80 Significant PERKESO. 1 Planning and Scheduling (e.g. Right material at the right place at the right time) 2 Job Evaluation (Valuation/analysis work achievement) 3.80 Significant 3 Methods Engineering / Work Simplification (Elimination 3.80 Significant 3.80 Significant 3.80 Significant of unnecessary task to reduce time) 4 Training ( courses about building maintenance management ) 5 Communication (Consistently, openly and with mutual trust) 153 Table 5.118: Comparison of the top five (5) results for all PERKESO Buildings vs top five (5) results for Pejabat PERKESO Segamat Top five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESO buildings. Segamat Work Design : Modify job content, improve Planning and Scheduling work methods, restrain workers (enrich jobs) (e.g. Right material at the right place at the right time) Job Evaluation (Valuation/analysis work Job Evaluation (Valuation/analysis work achievement) achievement) Job Safety Design (A safe work place) Methods Engineering / Work Simplification (Elimination of unnecessary task to reduce time) Planning and Scheduling Training ( courses about building maintenance (e.g. Right material at the right place at the management ) right time) Technical maintenance unit/personnel at Communication (Consistently, openly and with every region/branch. mutual trust) Where these opinions are some similar with the opinion for the overall PERKESO buildings and opinion for the Pejabat PERKESO Segamat are: i. Job Evaluation (Valuation/analysis work achievement), ii. Planning and Scheduling (e.g. Right material at the right place at the right time) 5.9.14 Pejabat PERKESO Ipoh Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Pejabat PERKESO Ipoh. By compare to summary all PERKESO buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply. 154 Table 5.119: Defect List at Pejabat PERKESO Ipoh 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 SD D Av A SA NA 0.00% 0.00% 0.00% 0.00% 10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 10.00% 10.00% 0.00% 0.00% 0.00% 10.00% 0.00% 0.00% 30.00% 0.00% 0.00% 50.00% 20.00% 20.00% 20.00% 0.00% 10.00% 10.00% 10.00% 10.00% 20.00% 20.00% 20.00% 10.00% 20.00% 20.00% 30.00% 30.00% 50.00% 40.00% 50.00% 50.00% 50.00% 40.00% 40.00% 20.00% 40.00% 20.00% 30.00% 40.00% 40.00% 20.00% 30.00% 30.00% 40.00% 30.00% 30.00% 40.00% 50.00% 50.00% 50.00% 40.00% 60.00% 30.00% 40.00% 40.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 3.70 3.70 4.10 4.20 3.80 4.00 4.30 4.40 4.40 4.10 4.20 4.40 3.60 4.20 4.20 Rating Scale Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.120: Five (5) top common problem maintenance at Pejabat PERKESO Ipoh No. 1 Your opinion on Improving Maintenance Management Average Rating & Services that best to apply by PERKESO. Index Scale Work Design : Modify job content, improve work 4.40 Significant 4.40 Significant methods, restrain workers (enrich jobs) 2 Planning and Scheduling (e.g. Right material at the right place at the right time) 3 Job Safety Design (A safe work place) 4.40 Significant 4 Job Evaluation (Valuation/analysis work achievement) 4.30 Significant 5 Technical maintenance unit/personnel at every 4.20 Significant region/branch. 155 Table 5.121: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Ipoh Top five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESO buildings. Ipoh Work Design : Modify job content, improve Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) work methods, restrain workers (enrich jobs) Job Evaluation (Valuation/analysis work Planning and Scheduling achievement) (e.g Right material at the right place at the right time) Job Safety Design (A safe work place) Job Safety Design (A safe work place) Planning and Scheduling Job Evaluation (Valuation/analysis work (e.g. Right material at the right place at the achievement) right time) Technical maintenance unit/personnel at Technical maintenance unit/personnel at every every region/branch. region/branch. Where these opinions are some similar with the opinion for the overall PERKESO buildings and opinion for the Pejabat PERKESO Ipoh are: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) ii. Job Evaluation (Valuation/analysis work achievement), iii. Job Safety Design (A safe work place) iv. Planning and Scheduling (e.g. Right material at the right place at the right time) v. Technical maintenance unit/personnel at every region/branch. 5.9.15 Pejabat PERKESO Taiping Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Pejabat PERKESO Taiping. By compare to summary all PERKESO buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply. 156 Table 5.122: Defect List at Pejabat PERKESO Taiping SD D Av A SA NA 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 3.80 4.00 4.00 4.00 4.00 4.00 Rating Scale Significant Significant Significant Significant Significant Significant 1 2 3 4 5 6 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 40.00% 20.00% 20.00% 20.00% 20.00% 40.00% 40.00% 60.00% 60.00% 60.00% 60.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 40.00% 7 8 9 10 11 12 13 14 15 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 20.00% 40.00% 0.00% 20.00% 20.00% 40.00% 20.00% 40.00% 40.00% 40.00% 0.00% 40.00% 0.00% 40.00% 40.00% 40.00% 60.00% 40.00% 40.00% 60.00% 60.00% 60.00% 40.00% 20.00% 20.00% 0.00% 20.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 4.20 3.80 3.60 3.60 3.80 3.20 3.20 3.60 3.80 Significant Significant Significant Significant Significant Fair Fair Significant Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.123: Five (5) top common problem maintenance at Pejabat PERKESO Taiping No. Your opinion on Improving Maintenance Average Rating Management & Services that best to apply by Index Scale PERKESO. 1 Job Evaluation (Valuation/analysis work achievement) 4.20 Significant 2 Work Measurement (e.g. Time Study) 4.00 Significant 3 Methods Engineering / Work Simplification 4.00 Significant (Elimination of unnecessary task to reduce time) 4 Quality of Supervision 4.00 Significant 5 Training ( courses about building maintenance 4.00 Significant management ) 157 Table 5.124: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Taiping Top five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESO buildings. Taiping Work Design : Modify job content, improve Job Evaluation (Valuation/analysis work work methods, restrain workers (enrich jobs) achievement) Job Evaluation (Valuation/analysis work Work Measurement (e.g. Time Study) achievement) Job Safety Design (A safe work place) Methods Engineering / Work Simplification (Elimination of unnecessary task to reduce time) Planning and Scheduling Quality of Supervision (e.g. Right material at the right place at the right time) Technical maintenance unit/personnel at Training ( courses about building maintenance every region/branch. management ) Where these opinions are some similar with the opinion for the overall PERKESO buildings and opinion for the Pejabat PERKESO Taiping is: i. Job Evaluation (Valuation/analysis work achievement), 5.9.16 Pejabat PERKESO Teluk Intan Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Pejabat PERKESO Teluk Intan. By compare to summary all PERKESO buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply. 158 Table 5.125: Defect List at Pejabat PERKESO Teluk Intan SD D Av A SA NA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 57.14% 0.00% 28.57% 14.29% 14.29% 14.29% 14.29% 28.57% 14.29% 28.57% 14.29% 28.57% 28.57% 28.57% 14.29% 14.29% 28.57% 57.14% 57.14% 42.86% 57.14% 42.86% 42.86% 42.86% 42.86% 28.57% 42.86% 28.57% 0.00% 0.00% 42.86% 28.57% 28.57% 42.86% 28.57% 28.57% 42.86% 28.57% 42.86% 42.86% 28.57% 42.86% 28.57% 85.71% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Average Index 4.14 4.14 4.14 4.29 4.14 4.00 4.29 4.00 4.29 4.14 4.00 4.14 3.00 4.71 15 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 5.00 Rating Scale Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Significant Fair Most Significant Most Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.126: Five (5) top common problem maintenance at Pejabat PERKESO Teluk Intan No. Your opinion on Improving Maintenance Average Rating Management & Services that best to apply by Index Scale 5.00 Most PERKESO. 1 Technical maintenance unit/personnel at every region/branch. 2 Decentralization of power arrangement / method of Significant 4.71 separate management (Branch Arrangement) 3 Planning and Scheduling Most Significant 4.29 Significant (e.g. Right material at the right place at the right time) 4 Job Evaluation (Valuation/analysis work achievement) 4.29 Significant 5 Quality of Supervision 4.29 Significant 159 Table 5.127: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Teluk Intan Top five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESO buildings. Teluk Intan Work Design : Modify job content, improve Technical maintenance unit/personnel at every work methods, restrain workers (enrich jobs) region/branch. Job Evaluation (Valuation/analysis work Decentralization of power arrangement / achievement) method of separate management (Branch Arrangement) Job Safety Design (A safe work place) Planning and Scheduling (e.g Right material at the right place at the right time) Planning and Scheduling Job Evaluation (Valuation/analysis work (e.g Right material at the right place at the achievement) right time) Technical maintenance unit/personnel at Quality of Supervision every region/branch. Where these opinions are some similar with the opinion for the overall PERKESO buildings and opinion for the Pejabat PERKESO Teluk Intan are: i. Job Evaluation (Valuation/analysis work achievement), ii. Planning and Scheduling (e.g Right material at the right place at the right time) 5.10 Analysis and Discussion Based on the fact found from the interview, questionnaires, and field observation, the maintenance system in PERKESO still can be more optimize to achieve a maximum result. 160 5.10.1 Weakness of the existing maintenance management and services. There are a few weaknesses found in the existing PERKESO maintenance management and services. i. The fragmented management cultural. ii. Structural organization of the Property Unit. iii. Planning the Preventive Maintenance and Corrective maintenance. iv. Control and Monitoring. v. Emergency work. vi. Shop lots PERKESO Building don’t have preventive maintenance. vii. Planning in development. viii. Keeping record. ix. Training and staff knowledge. Those weaknesses can do the corrective action, and get solution to get the optimal result and possible to be implement. This research to propose the suitable maintenance management system to all PERKESO buildings. 5.10.2 The fragmented management cultural. There are four (4) major fragmented management in the different department involves: i. Development Team and Maintenance Team The boundary created all the development process example in feasibility studies stage, design stage of any new facility or buildings the maintenance team is not involve. No sharing information either in design stage or maintenance stage. Some of the valuable information the purpose of maintenance aspect not transfers to the design stage. Example: Every level of the building must have the stop vale. If any pipe in the level has leakage, only that level will be off temporarily 161 supply. Sometime parking lot not cover with floor hardener, the chemical spill to the structure can make reaction weaken the concrete properties and corrode the reinforcement. The raiser located in the design not practically for future extension. ii. Administration Department and Maintenance Team Administration department make decision to buy the rent previous shop lot office. The maintenance team is not invited or involve to the feasibility study while process investigation and valuation the facility or building. The maintenance team on involve after the building had been buy by PERKESO. The maintenance team only involve after the building bought. iii. Human Resource Department and Maintenance Team Human resource department not share the information the growth of the staffing. After employ the new staffs then the maintenance team contact and acknowledge to make decision how to arrange or renovate the existing office to fulfill the nowadays office operational need. iv. PERKESO and Consultants/Contractor Existing all in choose and appoint any consultant/contractor by open tendering process. The cultural make the price low and low margin to the industry parties involve. It makes the all the parties involved not share the same objective. Client, consultant and the contractor totally have own objective and the relationship only for one product base. No sharing the information widely in the weakness and the strength all parties involve. 5.10.2.1 The solution for the fragmented management. The maintenance team involve from beginning either to buy new facilities or development new building. The maintenance team is acknowledge the planning of the growth of the human resource in staffing to be parallel with the renovation work and fulfills the requirement. Other concept of teamwork 162 like partnering, PERKESO have to do future research on other option of agreement can create good teamwork and sharing information. 5.10.3 Structural and Organization Existing structural organization is small team to compare to the work load and responsibility in maintenance management and services in PERKESO. EXISTING ORGANISATION CHART PENGURUS KANAN UNIT HARTA (G26) PEMBANGUNAN C&S PENGURUS UNIT (G25) PEMBANGUNAN M&E PENGURUS UNIT (G25) OPERASI & SELENGGARAAN PEGAWAI EKSEKUTIF I.D (G19) PEMBANGUNAN PENGURUSAN KONTRAK PENGURUS UNIT (G25) KERANI (G12) OPERASI & SELENGGARAAN PENOLONG PENGURUS UNIT (G21) OPERASI & SELENGGARAAN PEGAWAI EKSEKUTIF KONTRAK (G19) OPERASI & SELENGGARAAN PEGAWAI EKSEKUTIF M&E (G19) KERANI (G12) JURUTAIP (G9) Figure 5.1 Existing Organization Chat Property Unit (produce from gain information by interview with Manager Property Unit PERKESO) 163 PROPOSAL ORGANISATION CHART PENGURUS BESAR CAWANGAN PELABURAN & HARTA (G28) PENGURUS KANAN UNIT HARTA (G28) PEMASARAN & PENGURUSAN PENYEWA PENGURUS UNIT PEMBANGUNAN HARTANAH PENGURUS UNIT (G25) PENOLON G PENGURU S (G21) PENGUR US (G24) KERANI (G12) PEGAWAI EKSEKUTI F (G19) PENOLONG PENGURUS (G21) KERANI (G12) PENGURUSAN KONTRAK PENGURUS UNIT (G25) PENGURUS (G24) PEGAWAI EKSEKUTIF (G19) OPERASI & SELENGGARAAN PENGURUS UNIT (G25) PEGAWAI EKSEKUTIF (G19) PENOLONG PENGURUS (G21) Semenanjung (Timur) KERANI (G12) JURUTAIP (G9) PENOLONG PENGURUS (G21) Semenanjung (Barat) KERANI (G12) PENGURUS (G24) Pejabat Negeri PEGAWAI EKSEKUTIF (G19) Pejabat Negeri PENGURUS (G24) Sabah PENGURUS (G24) Sarawak KERANI (G12) PEMBANTU AM RENDAH (G8) Figure 5.2 Proposal new organization chart for Property Unit Improvement by propose new organization chart for the Property unit. With the work load consider of existing work load of the Property Unit. Development Project (Constructions of new PERKESO stand alone building). The project development in progress of construction: i. PERKESO building Kota Bharu, ii. PERKESO building Kuantan, iii. PERKESO building Petaling Jaya, iv. PERKESO building Johor Bharu, v. PERKESO building Wilayah Persekutuan Kuala Lumpur, vi. PERKESO building Pulau Pinang and vii. PERKESO building Alor Setar. The project in future 2007 launch and start: i. PERKESO building at Seremban. ii. PERKESO building at Terengganu. To handle the maintenance management and services for all PERKESO buildings include Sabah and Sarawak. Totally all those PERKESO building in Malaysia are thirty four (34) buildings. 164 5.10.3.1 Control and Monitor System PERKESO still don have the standard operational procedure (SOP), PERKESO need the procedure on control and monitor the maintenance management and services. Standard operating procedure is not a technical guideline but rather more to the administration guideline or steps should be followed before, after, and the time of maintenance work performs. As mentioned before there are two types of maintenance in PERKESO, preventive maintenance and corrective maintenance. Therefore it would need two SOP also as a guidance and control mechanism of maintenance work. To implement must have manpower to support the proposal new organization suitable to the purpose and work load. It will make all the work in maintenance management will handle by the technical background. 5.10.3.2 Proposal Improvement To Corrective Maintenance and Preventive Maintenance Procedure Corrective Maintenance User Request Field Inspection NO Return with explanation Preventive Maintenance Annual Program Update - Telephone -PERKESO Staff -Property Unit PERKESO Staff ? Necessary ? DLP YES Annual Inspection Property Unit PERKESO Staff Contracto YES Budget Setup -Annual -Contingency Tendering Process NO NO Budget Process Repair in the preventive YES Contractor Selection Monthly Program Weekly Program Daily Program YES Tendering Process Execute Work Update Data Base 165 Figure 5.3 Flow process existing for preventive maintenance and corrective maintenance (information by interview with Manager Property Unit PERKESO) The existing corrective maintenance is by yearly budgeted. There no budget for emergency work. If there the emergency works occur and the solution is to use the other budget of that office budget. Example Pejabat Rawang have approved budget to renovation RM 80,000.00 suddenly the domestic tank leakage than need the emergency work urgently. The emergency have to use the approve renovation budget. That mean to squeeze approved the budget to do complete two (2) different works at same time. If the budget not enough to do the renovation at the same time then the renovation works have to forward to the next year budget. Corrective Maintenance User Request Preventive Maintenance Annual Program - Telephone Update Field Inspection NO Return with explanation -PERKESO Staff -Property Unit PERKESO Staff ? Necessary ? DLP YES Annual Inspection Property Unit PERKESO Staff Contracto YES Budget Setup -Annual -Contingency Tendering Process NO NO YES Priority ? Repair in the preventive NO YES Contractor Selection Monthly Program Budget Process Tendering Process Weekly Program NO Daily Program Emergency Level? Use Contingencies Budget YES Execute Work Update Data Base Figure 5.4 Proposal new process flow in corrective maintenance For the proposal to make improvement to the corrective maintenance by create the red procedure add to the existing procedure. It purpose to create budget to be allocate to every buildings must have the emergency budget. These emergency budgets to use for work are which is unforeseen and need urgent 166 action. This emergency work and the allocate budget is call as contingency budget. These contingency budgets just can be use with check and verify by the PERKESO technical team. Propose allocation for the contingency budget RM 20,000.00 for every shop lot buildings and RM 30,000.00 for the stand alone buildings. 5.10.3.3 Preventive Maintenance In PERKESO Preventive maintenance are implement, the preventive maintenance also are divide to two (2) different types of buildings. i. Stand alone building ii. Shop lot building. Maintenance and services for “stand alone” PERKESO building is total preventive maintenance package. The total preventive maintenance scope included of: i. Specification for Mechanical and Electrical. ii. Specification of Civil and Structure. iii. Specification of cleaning. iv. Specification of pest control. v. Specification of security services. Maintenance and services for the “shop lot” PERKESO building scope maintenance and services only cover the scope cleaning work, M&E preventive maintenance and Pest Control. Buildings shop lot doesn’t have the full scope of preventive cause building not proper maintain. Only when detect any defect or problem then proceed with corrective action. Sometime the problems until bad condition take the corrective action cause a large amount of expenses. Propose that all PERKESO buildings must have the preventive maintenance and corrective maintenance. 167 5.10.4 Relation Building and Maintenance Team To make maintenance team can handle the building with proper and efficient action. There are several factor need to highlight; i. Need to develop update all inventory. ii. Monthly report to the preventive maintenance and corrective maintenance. iii. The maintenance team has to involve in any building stage from beginning. iv. Keeping record on all document for the past of the history and the exist of progress documentation. Example handover documentation, shop drawing , as built drawing and etc. 5.10.5 Relation Maintenance Team and End User Customer To make maintenance team can handle the client complaint with proper and efficient action. There are several factor need to highlight; i. Need to proper record and handle all client complaint meant end user customer. ii. Proper follow up the progress and the action to the client complaint and must be done and close. iii. Time to take action on the client complaint. The time to complete corrective action the client complaint take account start from complaint received to be take account as performance indicator. 5.10.6 Relation Maintenance Team and Other Department 168 To make maintenance team fulfill all need of the maintenance management and services with proper and efficient action. There are several factor need to highlight; i. Maintenance team have to involve any department involve the operational of the office need additional floor area, upgrading the utilities and etc. Especially from the development team which conduct and handle the construction of the new project. ii. Maintenance team has to close working with Administration Department in planning and valuation to buy or upgrade any facility or asset. iii. Maintenance team have to close work with any local authority involve in building law and regulation. Example “Jabatan bomba” for yearly checking. 5.10.7 Training and skill PERKESO have to develop their employer with give them training and knowledge to support PERKESO organization. With the knowledge and skill help the organization more effective. Training not only for the maintenance management personnel attach but also to the end user like fire fighting training and how to survive while fire in the office. CHAPTER VI CONCLUSION AND RECOMMENDATION 6.1 Introduction This is the last chapter of the project that will conclude the data and analysis at the chapter 4 and chapter 5 that being referred to the objectives at the study. The recommendation of further maintenance effectiveness and development also included to improve the maintenance management and services at PERKESO, especially for the building in peninsular of Malaysia. 6.2 Conclusion All of the objectives of this study have been achieved through several research methodologies which include literature review, interview, and questionnaires. The data had been collected from The Maintenance Contractor, The Manager of PERKESO Treasury Department, The Manager of PERKESO Property Unit, The Manager of PERKESO Administration Department, The Managers of Branch Office and end user customer for maintenance management and services. 170 6.2.1 PERKESO Maintenance Management and Services From the study of maintenance management in PERKESO, it was known there are two types of maintenance system presently implemented for the overall assets of PERKESO, which is preventive and corrective maintenance. These two types of maintenance management were implemented through procedure (please refer to chapter 4, figure 4.2 and figure 4.3) in order to increase the maintenance effectiveness. There are proposal to improve the existing maintenance management in procedure of corrective maintenance and the structure organization Property Unit.(please refer chapter 5, figure 5.3 and figure 5.4) From the interview with the maintenance unit, there are some important points that need to be taken into consideration. All the defect major Five (5) major categories causes of defect are human activity or action, mechanical false, electronic false, environment/climate and wear & tear. (Please refer to chapter 5). 6.3 What are the common problems in maintenance management and services? The questionnaires analysis and interview with the college staff shown that at the hostels, which considered as a new building, there are defects that affect the comfortable of the tenants. There are six defects that mostly occurred at the building, such as waterproofing leakage, sanitary Fitting, plumbing system, lift services, plumbing system, internal fixture defect, electric defects, fire alarm system, and leakage roof. It similar to the result from the questionnaire responds in this research to the interview done in two stages is before produce the questionnaire and after the analyze data from questionnaire received. 171 The cause of the defects is varies, but can be categorized into five main reasons, as follow. 1. wear and tear 2. vandalism and misuse 3. poor material quality 4. poor workmanship 5. faulty design 6.4 Satisfaction level with Maintenance Management And Services The responds of the questionnaires showed the overall end user customer satisfaction of the maintenance service is fair, whether there are small percentages of the tenants that unhappy with overall landscape services, timely response to emergencies works, overall preventive maintenance planning & implementation and overall planning & implementation of the renovation works/upgrading works. 6.5 Respondents opinion on improve maintenance management and services that best be apply to PERKESO The responds of the questionnaires showed the overall end user customer opinion to make improvement to the existing maintenance management and service are significant. , high percentage on to make improvement to the work design: modify job content, improve work methods, restrain workers (enrich jobs), job evaluation (valuation/analysis work achievement), job safety design (a safe work place), planning and scheduling and technical maintenance unit/personnel at every region/branch. . 172 6.6 Recommendation Through this research, it is found that maintenance management playing the important role for maintaining and keeping the assets in a good condition. Performance of the building and the facilities provided has a direct influence to the end user customer satisfaction. In term of PERKESO building is a commercial building which occupy for government office, bank, and other local authority office. The commercial building is important to maintain the entire mechanical & electrical item. To make sure the office operation not be interrupt or corrupt. The end user customer satisfaction is one of the measurement values of the maintenance service given. Thereby some recommendation proposes to the maintenance management system and concern the end user customer satisfaction in order to increase the maintenance effectiveness especially for PERKESO building in Peninsular of Malaysia. Some of the recommendations are: i. Reduce the fragmented management system. To reduce the fragmented management in the maintenance management and services by create the calobrative team work with any parties involve. Which need a cross functional team work. The maintenance team involve from beginning either to buy new facilities or development new building. The maintenance team is acknowledge the planning of the growth of the human resource in staffing to be parallel with the renovation work and fulfills the requirement. Other concept of teamwork like partnering, PERKESO have to do future research on other option of agreement can create good teamwork and sharing information. 173 ii. Improvement by propose new organization chart for the Property unit. With the work load consider of existing work load of the Property Unit need to expend the team and employ staff to fulfill the requirement. iii. Control and Monitor System. PERKESO still don have the standard operational procedure (SOP), PERKESO need the procedure on control and monitor the maintenance management and services. iv. Emergency work and Emergency budget. It purpose to create budget to be allocate to every buildings must have the emergency budget. These emergency budgets to use for work are which is unforeseen and need urgent action. This emergency work and the allocate budget is call as contingency budget. v. Keeping record. PERKESO need to develop a good and practical system to control and keep the entire valuable document according to the purpose of maintenance management and services. Separate the document from the other administrative filing system and existing keeping record. Inclusive to update all the inventory and any document are important need to feed the maintenance management. vi. Preventive Maintenance. In PERKESO Preventive maintenance are implement, the preventive maintenance also are divide to two (2) different types of buildings. “Stand alone” PERKESO building is total preventive maintenance package. But for the “shop lot” PERKESO building scope maintenance and services only cover the scope cleaning work, M&E preventive maintenance and Pest Control. Buildings shop lot doesn’t have the full scope of preventive cause building not 174 proper maintain. Only when detect any defect or problem then proceed with corrective action. Sometime the problems until bad condition take the corrective action cause a large amount of expenses. vii. Standard Operational Procedure. Property unit don’t have the standard operating procedure. As mentioned before there are two types of maintenance in PERKESO, preventive maintenance and corrective maintenance. Therefore it would need two SOP also as a guidance and control mechanism of maintenance work. Other site it called as Quality Assurance and Quality Control (QAQC). REFERENCES Abdul Majid M., Z and McCaffer R (1997). Assessment of Work Performance of Maintenance Contractors in Saudi Arabia. Journal of Management in Engineering. ASCE. September/October. Alan Spedding. ed. (1987). Building Maintenance Economics and Management. London: E. &F. N. Spon Ltd. Assaf, S, Al-Hammad and A., M., Al-Shihah, M (1996). Effect of Faulty Design and Construction on Building Maintenance. Journal of Performance of Construction Facilities, November, pp. 171 – 174. British Standard Guide to Building Maintenance Management: BS 8210: 1986, British Standard Institution. Brown, D. W (1996). Facility Maintenance: the manager’s practical guide and handbook. American Management Association. Chanter, B and Swallow, P (1996). Building Maintenance Management. UK: Blackwell Science Ltd, Oxford. Graham, H (1987). Financial Control of Building Maintenance. Maintenance Information service. Harlow, P (1984). Managing Building Maintenance. The Chartered Institute of Building. Joseph F. Healey (2002). A Tool for Social Research. 6th edition. Wadsworth Group. Marsh, N. G (1979). The Effect of Design on Maintenance. London: Applied Science Publisher Ltd. Lohr S., L (1999). Sampling: Design and Analysis. Duxbury Press Miles, D., and Syagga, P (1987). Building Maintenance: a management manual. Intermediate Technology Publications Ltd. Milne, R. D (1985). Building Estate Maintenance Administration. London: E. & F. N. Spon. 176 Lee, Reginald (1987). Building Maintenance Management. London: William Collins Sons & Co. Ltd. Palaneeswaran E. and Kumaraswamy M., M (2003). Knowledge Mining of Information Source for Research in Construction Management. Journal of Construction Engineering and Management. ASCE. March/April 2003, pp. 182 – 191. Paul Wordsworth (2001). Lee’s Building Maintenance Management. 4th edition. Blackwell Science. P.S. Brandon (1987). Life Cycle Appraisal – Further Consideration. Proceeding of the 1996 Transaction of the R & D Conference on the Management and Economics of Maintenance of Built Asset, Bristol Polytechnic, London. Quah, Lee Kiang (1987). Building Maintenance & Modernization Worldwide. Volume One. Longman. Russell, J (2000). Model Process for Implementing Design for Maintainability. Notes from an ASHRAE seminar on maintainability of HVAC systems. V Sahai (1987). Management of Built Assets – Value for Money. Proceeding of the 1987 Transaction of the R & D Conference on the Management and Economics of Maintenance of Built Asset, Bristol Polytechnic, London. Wood, B (2003). Building Care. UK: Blackwell Science Ltd, Oxford. Shah, Z. M (2000). The Incorporation of Maintenance Requirements and Planning at The Design and Construction Stages – A case Study. Universiti Teknologi Malaysia: Master Project 177 RESEARCE QUESTIONARIES MAINTENANCE MANAGEMENT AND SERVISES Case Study : PERKESO Building’s in Peninsular of Malaysia PENGURUSAN PENYELENGGARAAN DAN PERKHIDMATAN Kes Kajian : Bangunan PERKESO Di Semenanjung Malaysia This questionnaire is set up to identify the effectiveness of current practice of maintenance management and services, to find out the tenant satisfaction about the current practice maintenance management and services, to get the tenant opinion on to improve maintenance and services and all the data receive from these questionnaire will be analyze to produce a proposal / improvement for maintenance and services. Your participation in the survey is voluntary and your answers will be kept strictly confidential. Kajiselidik ini bertujuan untuk mengetahui keberkesanan pengurusan penyelenggaraan dan perkhidmatan yang sedang di amalkan, bagi mendapat gambaran tahap kepuasan anda pada Pengurusan Peyelenggaraan dan Perkhidmatan yang di amalkan, untuk mendapatkan pendapat anda dalam usaha meningkatkan Pengurusan Peyelenggaraan dan Perkhidmatan dan dimana seluruh data dari kajiselidik ini akan di analisa bagi membuat cadangan / bagi mempertingkatkan Pengurusan Penyelenggaran dan Perkhidmatan. Kerjasama pihak tuan pada kajiselidik ini adalah tiada paksaan, secara sukarela dan sebarang jawaban/data dari kajiselidik adalah dianggap sulit. There are four parts in this questionnaire : Part I : Demographic Information Part II : What are the common problem in maintenance and services? Part III : Please kindly indicate your satisfaction level with Maintenance Management & Services. Part IV : Your opinion on Improving Maintenance Management & Services that best be applied PERKESO. Please Mail Or Fax The Answered Questionnaire To : Professor Madya Aziruddin Bin Resang (Research Supervisor, Faculty of Civil Engineering, University Technology Malaysia) Ahmad Riza Bin Hashim (Research Student) No. 15, Lorong 2 Jalan SP 5, Taman Seri Pandan, 75250 Melaka. If you have any questions, please contact us at Tel : 019-6832930 Email : riza.hashim@perkeso.gov.my Sekiranya ada sebarang pertanyaan, Sila hubungi saya di: No. Telefon : 03 – 42645201 No. Telefon Bimbit : 019-6832930 Email : riza.hashim@perkeso.gov.my 178 Building Name & Address (Nama Bangunan & Alamat) Date (Tarikh) : ( : )/( ) / 2006 Instructions: Please answer the following questions as accurately as possible. Arahan: Sila pilih jawaban yang tepat dan betul pada soalan yang berikut. Q1 : Demographic Information No. QUESTION SOALAN 1. Gender Jantina Age ( in years) Umur Ethnicity/Race Etenik/Bangsa Marital Status (please check one) 2. 3. 4. Status Perkawinan 5. What is your employment status? Apakah status taraf pekerjaan? 6. 7. 8. If employed, what is your income level? Sekira telah bekerja, apakah tahap pendapatan? How long have been using PERKESO facilities? Berapa lamakah telah mengunakan fasiliti PERKESO? Following background most accurately describes your organization Latarbelakang yang mengambarkan organisasi tempat kerja anda Please tick ( ¥ ) your answer Sila tandakan ( ¥ ) pada jawapan anda Male/Lelaki 12 - 18 26 - 32 Malay India Single Female/ Wanita 19 - 25 33 - 38 39 and Above Chinese Others (Please specify: ………..) Married with children Married Divorced with children Divorced Full–time Self employed employed Part-time Not employed employed RM 1000 – RM RM 2001 – RM 3000 2000 RM 3001 – RM RM 4001 or above 4000 Bawah 1 1 – 2 tahun 3 – 4 tahun tahun 5 – 6 tahun 7 – 8 tahun Lebih dari 8 tahun Architect /Engineering Firm Construction Company Multi-Disciplinary Practice Maintenance Company Government Sector / Semi Government Sector Others (please Specify) …………………………… 9. Please kindly indicate your designation level. Sila nyatakan kedudukan perjawatan anda. 10. Your job description? Apakah bidang jawtan anda? 179 Ketua Sektor / Ketua Bahagian / Ketua Cawangan/ Ketua Unit / Pengarah /T.Pengarah/Pegurus Pejabat Tempatan. Pengurus / Penolong Pengurus / Pegawai Tadbir / Pegawai Eksekutif Kakitangan Bukan Eksekutif Others (please Specify) ……………………………. Pengurusan / Pentadbiran(Management/Administration ) Sumber Manusia (Human Resource) Perundangan (Law) Akaun/Kewangan (Account/Financial) Others (please Specify) …………………………… Q2 : What are the common problems in maintenance management and services? Masalah yang kebiasaan pada pengurusan penyelenggaraan dan perkhidmatan? Rating (Perkadaran) : 1 Most Frequent (Amat Kerap) No. 2 Frequent (Kerap) 3 Fair (Sederhana) 4 Less Frequent (Kurang Kerap) QUESTION SOALAN 2. 3. 4. 5. 6. 7. Structure (i.e. crack, shrinkage, etc) Struktur (contoh keretakan, perkembangan dan lainlain) Lift (i.e. stuck) Lif (contoh tidak berfungsi) Waterproofing leakage Ketirisan, kebocoran kalis air External wall (i.e. cracked brickwork, flaking, blistering) Dinding Luar (contoh keretakan dinding batu bata Internal wall (i.e. plaster loose, discolored, blistered decoration, etc) Dinding Dalam (contoh plaster lompong, warna pudar, Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) Bumbung (contoh bocor, paip air hujan tersumbat, melengkung, dll) Internal fixture(i.e. timber decay, faulty door & window operation, broken door handle, etc) Kelengkapan dalaman (kayu reput, pintu & tingkap tidak dapat dittutup, tombol pintu rosak,dll) NA Not Applicable (Tidak Berkaitan) Please tick ( ¥ ) your answer Sila tandakan ( ¥ ) pada jawapan anda 1 1. 5 Least Frequent (Amat Kurang Kerap) 2 3 4 5 NA 180 8. 9. 10. 11. 12. 13. 14. 15. Fire alarm system (false ringing, etc) Sistem penggera kebakaran (rosak, tidak berfungsi, dll) Electric installation (i.e. lamp, plug, switch, Electrical short, etc) Pemasangan Elektrik (contoh lintar pintas, salah pemasangan, dll) Plumbing system (i.e. leaks at joint, mall function ball valves, etc) Sistem pepaipan (contoh kebocoran pada sambungan,injap bebola tidak berfungsi dll) Drainage system (i.e. blocked drains) Sistem perparitan dan saliran (contoh peparitan tersumbat dll) Water quality Kualiti air (contoh berkelodak, berkarat, beralga dll) Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) Peralatan Sanitari (contoh urinal tersumbat, paip kumbahan tersumbah, kepala paip rosak dll) Waste disposal. Pelupusan sampah (contoh sampah lambat dilupuskan, berbau, dll) Cleanliness of the building. Kebersihan persekitaran bangunan. Q3: Please kindly indicate your satisfaction level with Maintenance Management & Services concerning the items below. Sila nyatakan tahap kepuasan anda dengan Pengurusan Peyelenggaraan & Perkhidmatan berkenaan perkara-perkara berikut. Rating (Perkadaran) : 1 Very Dissatisfied (Amat Tidak Memuaskan) 2 Dissatisfied (Tidak Memuaskan) 3 Average (Sederhana) 4 Satisfied (Memuaskan) No. Question (Soalan) 1. Overall Preventive Maintenance planning and implementation. Perancangan dan Implimentasi Penyelenggaraan Bangunan berjadual secara keseluruhan. 5 Very Satisfied (Sangat Memuaskan) NA Not Applicable (Tidak Berkaitan) Please tick ( ¥ ) your answer Sila tandakan ( ¥ ) pada jawapan anda 1 2 3 4 5 NA 181 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Response to corrective maintenance and reimbursable work. Tindakan untuk kerja-kerja pembaikan dan kerjakerja tambahan. Overall Mechanical and Electric System. Sistem Mekanikal & Elektrikal secara keseluruhan. Overall Planning and Implementation of the Renovation Works and Upgrading works. Perancangan dan Implimentasi kerja-kerja Pengubahsuai dan Menaiktaraf. Overall system ventilation & inlet air. Sistem Pengudaraan Masuk dan Keluar secara keseluruhan. Overall Cleaning services. Perkhidmatan kebersihan dan pencucian secara keseluruhan. Overall Security services. Perkhidmatan kawalan keselamatan secara keseluruhan. Overall Landscape services. Perkhidmatan senitaman secara keseluruhan. Timely response to emergencies works. Tindakan segera ketika waktu kecemasan. Overall Water Quality Supply and maintenance water tank. Kualiti Bekalan bekalan air bersih dan penyelenggaraan tank air. Overall Waste Disposal Management. Pengurusan Bahan Buangan secara keseluruhan. Overall Controlling Environmental Pollution. Kawalan Alam Sekitar secara keseluruhan. Overall fire fighting equipment and system. Peralatan dan sistem rintangan api secara keseluruhan. Qualification and capacity of our technical staff. Pengetahuan dan kebolehan kakitangan teknikal penyelenggaraan. Technical staff attendance and discipline. Kehadiran dan disiplin kakitangan teknikal dalam menjalankan tugas. Overall pest control. Kawalan haiwan perosakdan serangga perosak secara keseluruhan. 182 Q4 : Your opinion on Improving Maintenance Management & Services that best be applied by PERKESO. Sila nyataan pendapat anda dalam memperbaiki Pengurusan Peyelenggaraan & Perkhidmatan di PERKESO. Rating (Perkadaran) : 1 Strongly Disagree (Amat Tidak Bersetuju) 2 Disagree (Tidak Bersetuju) 3 Average (Sederhana) 4 Agree (Setuju) No. Question (Soalan) 1. Management By Objectives (e.g. superior and subordinate jointly identify and define goals-monitor progress) Pengurusan berteras objektif ( e.g pihak atasan dan bawahan bersama-sama mencari dan menentukan arah dan pencapaian) Communication (Consistently, openly and with mutual trust) Komunukasi ( Berterusan, terbuka dan kepercayaan) Training ( courses about building maintenance management ) Latihan( Kursus berkaitan dengan pengurusan penyelengaraan bangunan ) Quality of Supervision Pemantauan dari segi kualiti Methods Engineering / Work Simplification (Elimination of unnecessary task to reduce time) Method Kejuruteraan / Memudahkan proses kerja ( Membuang mana-mana aturcara kerja untuk mengurangkan masa) Work Measurement (e.g. Time Study) Pengukuran kerja ( cth. Kajian terhadap masa) Job Evaluation (Valuation/analysis work achievement) Penilaian Kerja ( Penilaian/Penganalisaan Pestasi Kerja) Job Safety Design (A safe work place) Rekabentuk Keselamatan Bekerja ( Keselamatan Di Tempat Kerja) Planning and Scheduling (e.g Right material at the right place at the right time) Perjadualan dan Perancangan (contoh: Bahan Binaan Yang Betul Pada Waktu Betul Dan Tempat Yang Betul) 2. 3. 4. 5. 6. 7. 8. 9. 5 Strongly Agree (Amat Bersetuju) NA Not Applicable (Tidak Berkaitan) Please tick ( ¥ ) your answer Sila tandakan ( ¥ ) pada jawapan anda 1 2 3 4 5 NA 183 10. 11. 12. 13. 14. 15 Management: Better coordination and budgeting, more inspiring leadership (motivate). Pengurusan : Koordinasi yang baik dan Peruntukan/Belanjawan yang berkesan, pemimpin yang berinspirasi dan bermotivasi. Processes : Improve scheduling and material flow, more accurate – faster data flow (computerize) Proses : Memperbaiki jadual dan agihan bahan, lebih jitu – pengagihan data yang cepat danberkesan (berkomputer). Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) Rekabentuk Kerja : Pengubahsuaian skop kerja, memperbaiki method kerja, menjana kekuatan sumber manusia ( pelbagaian tangungjawab) Centralization of power arrangement / method of central management (Head Quarters Arrangement) Pemusatan pengurusan / method pengurusan setempat( Pengurusan Ibu Pejabat) Decentralization of power arrangement / method of separate management (Branch Arrangement) Pengurusan tidak berpusat / method pengurusan agihan ( Pengurusan Cawangan) Technical maintenance unit/personnel at every region/branch. Unit Penyelenggaraan Teknikal/wakil berada pada zon/cawangan. We thank you for your cooperation in completing this questionnaire. We are confident that the information you provided will greatly assist us in our research. Please return the completed questionnaire in the selfaddressed and post-paid envelope. Once again thanks you for your support!
