TABLE OF CONTENTS. 2
LIST OF
FIGURES. 5
CHAPTER ONE:
INTRODUCTION.. 6
1.1 BACKGROUND.. 6
1.2 BUILDING MAINTENANCE OVERVIEW... 7
1.3 OBJECTIVES OF THE RESEARCH.. 10
1.4 RESEARCH METHODOLOGY.. 10
1.5 LITERATURE REVIEW... 11
CHAPTER TWO:
BUILDING MAINTENANCE COST CONCEPT 14
2.1 CLASSIFYING MAINTENANCE COST. 14
2.2 CONTROLLING MAINTENANCE COST. 18
2.3 DECISION INCURRING MAINTENANCE
EXPENDITURE.. 21
2.4 INEFFECTIVE MAINTENANCE COST. 24
2.5 FORMS OF MAINTENANCE CONTRACTS. 25
2.6 RELATIONSHIP BETWEEN DESIGN AND
BUILDING MAINTENANCE 28
2.7 RELATIONSHIP BETWEEN CONSTRUCTION
AND BUILDING MAINTENANCE 30
CHAPTER
THREE: BUILDING MAINTENANCE COST’S FACTORS 31
3.1 ENGINEERING SERVICES. 31
3.1.1 Design Complexity. 31
3.1.2 Faulty Design. 32
3.1.3 Low Concern to Future Maintenance. 32
3.1.4 Life Cycle Cost Techniques (LCC) 33
3.1.5 Poor Quality Control 34
3.1.6 Unfamiliarity with Maintenance
Methods. 34
3.1.7 Unfamiliarity with Local
Conditions. 35
3.1.8 Unfamiliarity with Site
Conditions. 35
3.1.9 Failure to Identify the True
Cause of Defect 35
3.2 LABORS. 36
3.2.1 Unavailability of Skilled Labors. 36
3.2.2 Defects and faulty workmanship in
the initial construction. 36
3.2.3 Unfamiliarity of the Foreign
Labors to Culture. 36
3.2.4 Uneducated Labors. 37
3.3 BUILDING MATERIALS. 38
3.3.1 Materials Selection Does Not
Comply with Client’s Activities. 38
3.3.2 Ignorance about the Basic
Physical and Chemical Properties of Materials 38
3.3.3 Usage of Cheaper/ Sub- Standard
Materials. 39
3.3.4 Usage of New Materials with
little behavior’s information. 39
3.3.5 Fluctuation of Materials Prices. 39
3.4 ENVIRONMENTS. 40
3.4.1 Hard Climate Condition. 40
3.4.2 Unqualified Maintenance
Contractors. 40
3.4.3 Unavailability of Maintenance
Contractors. 40
3.4.4 Lack of Local Productivity
Standard and Specification. 41
3.4.5 Aging of the Building. 42
3.5 MANAGEMENT AND ADMINISTRATION.. 42
3.5.1 Poor Management of Maintenance
Group. 42
3.5.2 Lack of Building Maintenance
Manuals. 42
3.5.3 Lack of Communications between
Maintenance Contractors and Clients 43
3.5.4 Not Using Building after
Completion. 43
3.6 BUDGET AND FINANCE.. 44
3.6.1 Poor Financial Support for
Maintenance Work. 44
3.6.2 Poor Financial Control on Site. 44
3.7 BUILDING USERS BEHAVIORS. 45
3.7.1 User Does Not Understand
Importance of Maintenance Work. 45
3.7.2 Misuse of Building after
Completion of the Construction. 45
3.7.3 Not Using Preventive Maintenance. 45
3.7.4 Wrong Behaviors of Occupants. 46
3.7.5 The Tendency to Execute Work Only
When It Becomes As Matter of Urgency 46
CHAPTER FOUR:
BUILDING MAINTENANCE MANAGEMENT 47
4.1 INTRODUCTION.. 47
4.2 BUILDING MAINTENANCE MANAGEMENT. 48
4.2.1 Corrective maintenance. 48
4.2.2 Preventive maintenance. 49
4.2.3 Condition-based maintenance. 51
4.3 A NEW APPROACH TO MAINTENANCE
MANAGEMENT. 52
4.4 THE MAINTENANCE MANAGEMENT
DECISION DIAGRAM... 53
4.4.1 Significant items. 54
4.4.2 Utility significant item.. 55
4.4.3 Non-significant items. 56
4.5 SELECTION OF BUILDING MAINTENANCE
STRATEGY.. 56
4.5.1 Corrective maintenance. 56
4.5.2 Preventive maintenance. 57
4.5.3 Condition-based maintenance. 57
4.6 SUMMARY.. 60
CHAPTER FIVE:
SUMMARY AND CONCLUSION.. 61
REFERENCES.... .... 64
Figure
1 BUILDING MAINTENANCE
DECISION DIAGRAM ……..…………. 59
Building maintenance is a major
activity in most countries. Any reduction in resources applied to building
maintenance will have a visible effect on the economy.
Few years ago, a rapid growth of
housing construction clearly appears as a part of the country development. The
number of modern houses increases and more houses are being constructed. As a
result, more maintenance work is required in order to cope with this type of
construction.
Due to the growth of housing with the
lack of building Standards, more maintenance, rehabilitation, and renovation
work have become necessary to ensure the serviceability and safety of the
constructed houses. In addition, the existing houses need to be sustained as
long as possible. Therefore, ways must be found to reduce the maintenance cost
works due to ageing of the buildings while keeping the same quality.
Building maintenance is seriously
neglected area of research and study. Few schools of architecture or building
include it in their curriculum and only recently has work commenced on the
research and development in this subject.
Few building owners regard planned
maintenance as a matter for serious concern, and yet cannot afford to allow
buildings, old or new, to decay through neglect. As it is clearly impractical and
even undesirable to replace building, whether as owners, designers,
constructors, or users should take a serious interest in this vast problem of
building maintenance.
Maintenance assists retaining
economic life of buildings. Moreover, it is a productive activity both at the
private and the national levels. At the private level, proper maintenance leads
to lower depreciation costs (due to longer economic life) and consequently
leads to higher profitability. While at the national level, proper maintenance
leads to lower expenditures on replacement. Thus, allowing more expenditure on
expansion into new productive investment (Ikhwan, 1996).
The Committee on Building Maintenance
in British defined maintenance as: “Building Maintenance is the work undertaken
in order to keep, restore or improve every facility, i.e. every part of a
building, its services and surrounds to a currently acceptable standard, and to
sustain the utility and value of the building”(Mills, 1980).
In addition, maintenance is defined
in the British Standards (BS 3811:1974) as “A combination of any action carried
out to retain an item in, or restore it to an acceptable condition” (Mills,
1980).
A more functional definition is that
“Maintenance is synonymous with controlling the condition of a building so that
its pattern lies within specified regions”. (Shear, 1983)
Moreover, building maintenance cost
can be defined as the cost of any actions carried out to retain an item in, or
restore it to an acceptable condition but excluding any improvements other than
those necessitated by inability to replace obsolete materials or components
(Seeley, 1976).
The objectives of building
maintenance are therefore (Alner and Fellows, 1990):
·
To
ensure that buildings and their associated services are in a safe condition.
·
To
ensure that the buildings are fit for use.
·
To
ensure that the condition of the building meets all statutory requirements.
·
To
carry out the maintenance work necessary to maintain the value of the physical
assets of the building stock.
·
To
carry out the work necessary to maintain the quality of the building.
Maintenance can be done in different
stages. Each stage will have different characteristics. Liska defined those
stages as follows:
·
Planning and Design Stage: the planning and designing of the facility should be based
on the identified function and be as maintenance free as possible. In this
stage a lot of money can be saved with the proper plan and design. For this
reason, the building manager and maintenance personnel should be consulted
during the early stages of the building design.
·
Construction Stage: in order to achieve minimum level of maintenance during the building
life, work performed during the construction phase must be done with the
highest quality in term of workmanship. As a result, expert contractor should
be selected to perform the project.
·
Maintenance Stage: in this stage, maintenance is performed after the building has been
constructed and occupied.
The main objectives of this research
are as follows:
·
To
study and analyze the concept of building maintenance.
·
To
study the main factors affecting the building maintenance cost.
·
To
study some ways that help in managing building maintenance.
The research commenced by reviewing and analyzing the
relevant literature. Then, it gives an overview of the building maintenance
cost concepts. Also, the factors affecting the building maintenance cost are
explained. In addition, some maintenance management approaches that aim to
reduce the maintenance costs of existing building are highlighted.
The British Former Minister of Public Building
and Works recognized the importance of research in various aspects of building
maintenance when he established the committee on building maintenance in 1965.
In the three decades after World War II, research in the field was mainly
directed at properties of materials and few of the results were actually
implemented. Therefore, the relationship between design, maintenance, execution
of maintenance, economic significance of maintenance, and the actual
performance of the materials and components under varying condition should be
considered (Al-Shiha, 1993).
In the early nineties, Neely
developed data bases of takes that cover all maintenance work required over the
building. The data bases include the entire component that could be found in
buildings constructed by private industry and government agencies. The results
of Neely identification include:
·
All
tasks that had to be performed to maintain the components in the standard
operating order.
·
All
possible components that could exist in any building.
·
Task
resource information was developed for each task to record labor and materials
resources.
·
The
labor hours required to perform each task was determined by dividing the task
into sub task.
In the early nineties, researcher
notes the heavy need to conduct such types of studies. Moreover, many
researchers did specific studies related to their countries.
In 1993, Al-Shiha conducted a
research discussing the effect of faulty design and construction factors on
building maintenance. As a result, the most severe factors which affect the
maintenance works and causes the high maintenance cost are determined as:
inadequate structural design such as foundation, hiring unqualified designers,
not complying with specification, not relating exterior materials selection to
climate conditions, inadequate waterproofing and drainage, unqualified
workplace, inability to read the dawning’s.
The criteria affecting the priority
rating of public building maintenance works were studied by Al-Majed in the
late nineties. Twenty three criteria were identified (i.e. Function of the
building, location, initial cost… etc.). These criteria were classified into
two major groups as follows:
·
Building
performance group: Twelve criteria which emphasis on the building.
·
Managerial
group: Eleven criteria which deal with decision-making process and behavior of
decision maker.
Iqhwan in the early nineties proposed
some concrete measures that can lead to the improvement of maintenance status
in Saudi Arabia
along the following dimension:
·
Developing
and enforcing sound of maintenance practices.
·
Supporting
researches in maintenance management systems appropriate to Saudi Arabia.
These measures are
·
Study
and assessment of maintenance status along with the two dimensions.
·
Development
of adequate maintenance management information education program.
In conclusion, many researchers highlighted
the importance of maintenance.
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