ahmad rizahashimkpfka2006ttt

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

UNIVERSITI TEKNOLOGI MALAYSIAPSZ 19:16 (Pind. 1/97)

BORANG PENGESAHAN STATUS TESIS

JUDUL: MAINTENANCE MANAGEMENT AND SERVISES (CASE STUDY: PERKESO BUILDING’S IN PENISULAR MALAYSIA)

SESI PENGAJIAN: 2006/2007

Saya AHMAD RIZA BIN HASHIM(HURUF BESAR)

mengaku membenarkan tesis (PSM/Sarjana/Doktor Falsafah)* ini disimpan di Perpustakaan Universiti Teknologi Malaysia dengan syarat -syarat kegunaan seperti berikut:

1. Tesis adalah hakmilik Universiti Teknologi Malaysia. 2. Perpustakaan Universiti Teknologi Malaysia dibenarkan membuat salinan untuk tujuan

pengajian sahaja. 3. Perpustakaan dibenarkan membuat salinan tesis ini sebagai bahan pertukaran antara

institusi pengajian tinggi. 4. **Sila tandakan ( )

SULIT (Mengandungi maklumat yang berdarjah keselamatan atau

kepentingan Malaysia seperti yang termaktub di dalam

AKTA RAHSIA RASMI 1972)

TERHAD (Mengandungi maklumat TERHAD yang telah ditentukan

oleh organisasi/badan di mana penyelidikan dijalankan)

TIDAK TERHAD

Disahkan oleh

__________________________________

(TANDATANGAN PENULIS)

_____________________________________

(TANDATANGAN PENYELIA)

Alamat Tetap:

NO 15, LORONG 2,

JALAN SP5, TAMAN SERI PANDAN PROF MADYA AZIRUDDIN RESSANG

75250 MELAKA Nama Penyelia

Tarikh: DECEMBER 8, 2006 Tarikh: DECEMBER 8, 2006

CATATAN: * Potong yang tidak berkenaan.* * Jika tesis ini SULIT atau TERHAD, sila lampirkan surat daripada pihak

berkuasa/organisasi berkenaan dengan menyatakan sekali sebab dan tempoh tesis ini perlu dikelaskan sebagai SULIT atau TERHAD.Tesis dimaksudkan sebagai tesis bagi Ijazah Doktor Falsafah dan Sarjana secarapenyelidikan, atau disertasi bagi pengajian secara kerja kursus dan penyelidikan, atau Laporan Projek Sarjana Muda (PSM).

SUPERVISOR’S DECLARATION

I hereby declare that I have read this project report and in my opinion this project report is

sufficient in terms of scope and quality for the award of the degree of Master of Science

(Construction Management)

Signature : ....................................................

Name of Supervisor : PROF MADYA AZIRUDDIN RESSANG

Date : ....................................................

DECLARATION

“I declare that this project report entitled “Maintenance Management and Services (Case

Study: PERKESO Building’s in Peninsular of Malaysia) is the result of my own research

except as cited in references. The project report has not been accepted for any degree and is

not is not currently submitted in candidature of any degree”

Signature : ……………………………………….

Name of Candidate : Ahmad Riza Bin Hashim

Date : December 8, 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 TITLE PAGE

I 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 13

II LITERATURE REVIEW:

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

III 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

IV 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 55

4.9 General Building Condition 57

4.10 Problem in maintenance Management and

Services Industry 59

4.11 Maintenance Unit Work Performance 60

V 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


5.8.3 Pejabat PERKESO Langkawi 105






5.8.9 Pejabat PERKESO Sungai Petani 114


5.8.11 Pejabat PERKESO Kluang 117



5.8.14 Pejabat PERKESO Ipoh, 121

5.8.15 Pejabat PERKESO Taping 123


5.9 Respondent opinion on improve maintenance

Management and services that be apply to

PERKESO 126

5.9.1 Menara PERKESO 127


5.9.3 Pejabat PERKESO Langkawi 131






5.9.9 Pejabat PERKESO Sungai Petani 143


5.9.11 Pejabat PERKESO Kluang 147



5.9.14 Pejabat PERKESO Ipoh, 153

5.9.15 Pejabat PERKESO Taping 155


5.10 Analysis and Discussion 159

5.10.1 Weakness of the Existing Maintenance

Management and Services 160

5.10.2 The Fragmented Management Cultural. 160

5.10.2.1 The solution For Fragmented

Management 161

5.10.3 Structural and Organization 162

5.10.3.1 Control and Monitor System 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 168

VI 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 171

6.4 Recommendation 172

REFERENCES 175-176

APPENDICES 81 – 92

LIST OF TABLES

TABLE NO. TITLE PAGE

1.1 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. 67

5.4 The common problem occurred at the PERKESO

buildings 68

5.5 Five (5) top common problem maintenance at


5.6 Defect List at Menara PERKESO Kuala Lumpur 70


Menara PERKESO Kuala Lumpur 70

5.8 Defect List at Pejabat PERKESO Seberang Jaya 71


Pejabat PERKESO Seberang Jaya 72

5.10 Defect List at Pejabat PERKESO Langkawi 73


Pejabat PERKESO Langkawi 73

5.12 Defect List at Pejabat PERKESO Kangar 74


Pejabat PERKESO Kangar 75

5.14 Defect List at Pejabat PERKESO Seremban 76


Pejabat PERKESO Seremban 76

5.16 Defect List at Pejabat PERKESO Batu Pahat 77


Pejabat PERKESO Batu Pahat 78

5.18 Defect List at Pejabat PERKESO Kulim 79


Pejabat PERKESO Kulim 79

5.20 Defect List at Pejabat PERKESO Klang 80


Pejabat PERKESO Klang 81

5.22 Defect List at Pejabat PERKESO Sungai Petani 82


Pejabat PERKESO Sungai Petani 82

5.24 Defect List at Pejabat PERKESO Muar 83


Pejabat PERKESO Muar 84

5.26 Defect List at Pejabat PERKESO Kluang 85


Pejabat PERKESO Kluang 85

5.28 Defect List at Pejabat PERKESO Rawang 86


Pejabat PERKESO Rawang 86

5.30 Defect List at Pejabat PERKESO Segamat 87


Pejabat PERKESO Segamat 87

5.32 Defect List at Pejabat PERKESO Ipoh 89


Pejabat PERKESO Ipoh 90

5.34 Defect List at Pejabat PERKESO Taiping 91


Pejabat PERKESO Taiping 91

5.36 Defect List at Pejabat PERKESO Teluk Intan 92


Pejabat PERKESO Teluk Intan 93

5.38 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 100

5.45 Five (5) top the lowest satisfaction level with

Maintenance Management and Services at



Management and Services at Menara PERKESO

Kuala Lumpur 102


Maintenance Management and Services at Menara

PERKESO Kuala Lumpur 102


Management and Services at Pejabat PERKESO

Seberang Jaya 103


Maintenance Management and Services at Pejabat

PERKESO Seberang Jaya 104



Langkawi 105



Pejabat PERKESO Langkawi 105


Management and Services at Pejabat

PERKESO Kangar 106



Pejabat PERKESO Kangar 107



PERKESO Seremban 108



Pejabat PERKESO Seremban 108



PERKESO Batu Pahat 109



PERKESO Batu Pahat 110



Kulim 111



PERKESO Kulim 111



Klang 112



PERKESO Klang 113



Sungai Petani 114



PERKESO Sungai Petani 114



Muar 115



PERKESO Muar 116



Kluang 117



PERKESO Kluang 117



Rawang 118



PERKESO Rawang 119



Segamat 120



PERKESO Segamat 120


Management and Services at Pejabat PERKESO Ipoh 121



PERKESO Ipoh 122



Taiping 123



PERKESO Taiping 123



Teluk Intan 124



PERKESO Teluk Intan 125

5.78 List of opinion on improves maintenance

management and services that best to be

apply to PERKESO 126

5.79 Five (5) top opinion on improves maintenance

management and services that best

to be apply to PERKESO 127



apply to Menara PERKESO Kuala Lumpur 128



to be apply to Menara PERKESO Kuala Lumpur 128

5.82 Comparison of the top five (5) results for all

PERKESO Buildings vs. top five (5) results

for Menara PERKESO Kuala Lumpur 129



apply to Pejabat PERKESO Seberang Jaya 130



to be apply to Pejabat PERKESO Seberang Jaya 130



for Pejabat PERKESO Seberang Jaya 130



apply to Pejabat PERKESO Langkawi 132



to be apply to Pejabat PERKESO Langkawi 132



for Pejabat PERKESO Langkawi 132



apply to Pejabat PERKESO Kangar 134



to be apply to Pejabat PERKESO Kangar 134



for Pejabat PERKESO Kangar 135



apply to Pejabat PERKESO Seremban 136



to be apply to Pejabat PERKESO Seremban 136



for Pejabat PERKESO Seremban 137



apply to Pejabat PERKESO Batu Pahat 138



to be apply to Pejabat PERKESO Batu Pahat 138



for Pejabat PERKESO Batu Pahat 138



apply to Pejabat PERKESO Kulim 140



to be apply to Pejabat PERKESO Kulim 140



for Pejabat PERKESO Kulim 141



apply to Pejabat PERKESO Klang 142



to be apply to Pejabat PERKESO Klang 142



for Pejabat PERKESO Klang 143



apply to Pejabat PERKESO Sungai Petani 144



to be apply to Pejabat PERKESO Sungai Petani 144



for Pejabat PERKESO Sungai Petani 145



apply to Pejabat PERKESO Muar 146



to be apply to Pejabat PERKESO Muar 146



for Pejabat PERKESO Muar 147



apply to Pejabat PERKESO Kluang 148



to be apply to Pejabat PERKESO Kluang 149



for Pejabat PERKESO Kluang 149



apply to Pejabat PERKESO Rawang 150



to be apply to Pejabat PERKESO Rawang 150



for Pejabat PERKESO Rawang 151



apply to Pejabat PERKESO Segamat 152



to be apply to Pejabat PERKESO Segamat 152



for Pejabat PERKESO Segamat 153



apply to Pejabat PERKESO Ipoh 153



to be apply to Pejabat PERKESO Ipoh 154



for Pejabat PERKESO Ipoh 154



apply to Pejabat PERKESO Taiping 155



to be apply to Pejabat PERKESO Taiping 156



for Pejabat PERKESO Taiping 156



apply to Pejabat PERKESO Teluk Intan 157



to be apply to Pejabat PERKESO Teluk Intan 158



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 162

5.2 Proposal new organization chart for Property Unit 163

5.2 Flow process existing for preventive

maintenance and corrective maintenance 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. TITLE PAGE

5.1 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. 101



services at Menara PERKESO Kuala Lumpur. 103



services at Pejabat PERKESO Seberang Jaya. 104



services at Pejabat PERKESO Langkawi 105



services at Pejabat PERKESO Kangar 107



services at Pejabat PERKESO Seremban 109



services at Pejabat PERKESO Batu Pahat 110



services at Pejabat PERKESO Kulim 112



services at Pejabat PERKESO Klang 113



services at Pejabat PERKESO Sungai Petani 115



services at Pejabat PERKESO Muar 116



services at Pejabat PERKESO Kluang 118



services at Pejabat PERKESO Rawang 119



services at Pejabat PERKESO Segamat 121



services at Pejabat PERKESO Ipoh 122



services at Pejabat PERKESO Taiping 124



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 ill-

defined 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.

No

Yes

Complaint/data

Valuation the budget

Pengarah Negeri &

Manager

Estimation budget

Approval “Lembaga”

Prepare Tender Document

Specification

Approval Open Tender

Valuation Tender Document

Appoint Contractor

Progress Of work / motoring

& controlling

Defect recovered

Finish /completed work

NoYes

Yes

Yes

Yes

No

Payment for contractor

Not approved, record and

acknowledge to the whom

l

No

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

.

Areai ) Lot ii ) Floor net

Bil. Building Name Location Building type

( KPS ) Menara 281 Jln.Ampang, Stand alone i ) 38,000.001PERKESO, 50538 Kuala Lumpur. 20 storey ii ) 224,000.00

Lot PT 3969, Mukim 1 Stand alone i ) 56,713.00Seberang Perai Tengah 7 storey ii ) 59,863.00

2 Pejabat PERKESO Seberang jaya

Pulau Pinang. No.8, Lebuh Bunga Shop lot i ) 1,119.00Raya 5, Langkawi Mall 2 storeys. ii ) 2,238.00

3 Pejabat PERKESO Langkawi

07000 Kuah, Langkawi. ( 1intermidiate lot ) Lot 30, Komplek Kedai Shop lot i ) 1,200.003 Tingkat Fasa III, Jalan 3 storey ii ) 3,420.00

4 Pejabat PERKESO Kangar

Hospital, Kangar. ( 1intermidiate lot ) Lot 37, Betaria Business Shop lot i ) 2,243.00Centre, Seremban. 4 storey. ii ) 7,786.00

5 Pejabat PERKESO Seremban

Negeri Sembilan. ( 1 intermediate lot ) Lot PTD 25084 & 25085 Shop lot i ) 1,540.00Tmn.Setia Jaya, Jln.T.S. 3 storey. ii ) 7,720.00

6 Pejabat PERKESO Batu Pahat

Hoe, Batu Pahat, Johor. ( 2 intermediate lot ) Plot 4 & 5 di atas lot 926, Shop lot i ) 2,800.00Mukim Keladi, 3 storey. ii ) 6,628.00

7 Pejabat PERKESO Kulim

Kulim, Kedah. ( 2 intermediate lot ) No.2, Jalan Tiara 2, Shop lot i ) 4,125.00Bandar Baru Klang, 5 storey. ii ) 17,175.00

8 Pejabat PERKESO Klang

Selangor. (Conner lot) No.30 & 31, Lengkok Shop lot i ) 2,800.00Cempaka, Amanjaya, 3 storey. ii ) 7,130.00

9 Pejabat PERKESO Sungai Petani

Sg.Petani, Kedah. ( 2 intermediate lot ) PTB 10956 & 10957, Shop lot i ) 3,080.00Tmn.Tun Dr.Ismail ( 1 ) 3 storey. ii ) 7,784.00

10 Pejabat PERKESO Muar

Bandar Maharani, Muar. ( 2 intermediate lot ) Lot 8927, No.28 Jln.Duku, Shop lot i ) 4,373.00Kampung Haji Manan, 3 storey. ii ) 8,559.00

11 Pejabat PERKESO Kluang

Kluang, Johor. (Conner Lot ) No.29, Jalan Setia Shop lot i ) 2,100.00Rawang 1, 48000 Rawang, 3 storey ii ) 5,785.00

12 Pejabat PERKESO Rawang

Selangor. (Conner lot ) No.13, Jalan Emas, Shop lot i ) 1,540.00Taman Bukit Hampar, 4 storey. ii ) 4,786.00

13 Pejabat PERKESO Segamat

85000 Segamat, Johor. (intermediate lot) Lot No.9587N, Stand alone i ) 26,237.00Jalan Hospital, Ipoh, 5 storey ii ) 2,941.55

14 Pejabat PERKESO Ipoh

Perak Darul Ridzwan. Lot PT No. 1233 & 1234, Shop lot i ) 3,338.00Bandar Taiping 3 storey ii ) 7,183.00Daerah Larut Matang (2 Lot)

15 Pejabat PERKESO Taiping

Perak Darul Ridzwan (Conner lot) No. 8, 9 & 10 Shop lot i ) 3,600.00Medan Sri Intan 3 storey. ii ) 8,806.00Jalan Sekolah (3 lot)

16 Pejabat PERKESO Teluk Intan

Teluk Intan, Perak (intermediate lot)

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.

TopicIdentification

Literature review Brainstorming discussion

Questionnaire and Interview

Design

Preliminary Interview Archives Data

Brainstorming for fine-tuning

Question List

Questionnaire launching

Follow up Reply from respondent

Storing data, analyzing, and summarizing

results

Analyze and consolidate results

ProposeMaintenance Management

Figure 1.2 Research methodology flow chart

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:

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.

Internal finishes, including of redecoration of walls and ceilings,

replacement of floor surfaces, and repairs to special finishes.

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.

Cleaning, defined as regular cleaning of parts of the building by

maintenance staffs or outside contractors.

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:-

Perform daily housekeeping and cleaning to maintain a properly

presentable facility.

Promptly respond and repair minor discrepancies in the facility.

Develop and execute a system of regularly scheduled maintenance

actions to prevent premature failure of the facility and its systems and

components.

Complete major repairs based on lowest life-cycle cost.

Identify design and complete improvement projects to reduce and

minimize total operating and maintenance costs.

21

Operate the facility utilities in the most economical manner while

providing necessary reliability.

Provide for easy and complete reporting and identification of necessary

repair and maintenance work.

Perform accurate cost estimating to ensure lowest cost solutions to

maintenance problems.

Maintain a proper level of material and spare parts to support timely

repairs.

Accurately track the costs of all maintenance work.

Schedule all planned work in advance, and allocate and anticipate staff

requirements to meet planned and unplanned events.

Monitor the progress of all maintenance work.

Maintain complete historical data concerning the facility in general and

equipment and components in particular.

Continually 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:

Rearrangement of the internal spaces within an existing building

Building an extension

Gradual redevelopment of the existing site

Development of new site

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:

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.

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.

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;

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.

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.

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.

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.

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.

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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;

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.

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.

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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.

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.

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

Scheme Design

Approved?

Cost estimates for scheme

Approved?

Detail Design

Cost estimates for detail design

Contract Documents

Approved?

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.

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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

(ai . Xi)

Average index = -----------------

(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 Building components maintenance

Plumbing Structural maintenance Slope maintenance Road and storm drain maintenance

Sewer line maintenance Building fire fighting system services (centralized and portable) maintenance

Electrical sub-station maintenance Low voltage electrical services maintenance

Medium voltage (22kv) electrical reticulation system

Centralized uninterruptible power supplies (ups) maintenancePA system

Vehicles parking maintenance

Centralized air compressor systems maintenance

Main water pump plant operation and maintenance

Main reticulation water system maintenance

outdoor gondola

46

Main water reservoir maintenance

Landscape maintenance and potted plant

Building cleaning services Sanitary disposal services Waste disposal servicesInterior decoration Pest control services Safety security services

Emergency jobs

BulbExhaust & Industrial Fan

Standby diesel generating sets maintenance

Centralized liquefied petroleum gas services maintenance MVAC building services maintenance

Air conditioning plant maintenance

Building lift maintenance

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

No

START

Check and Schedule approval

InformProperty Unit

PERKESO

Annual Preventive Maintenance Work

Plan

WorkSupervising

YesNeed to Repair

?

On the Contract

Yes

No

Repair Work Supervising

Evaluation & Approval Work

Done

Update Maintenance

Record E N D

Price Agreement

Yes

No

CORRECTIVE MAINTENANCE

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.

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.

No

Evaluation and Approval Work

Done

UpdateMaintenance

Record

Yes

Yes

START Input Data/Claim

?DLP

Defect claim Record & Pass

to the Contractor

Defect claim Record

Field Inspection(PERKESO

Staff)

?Repair by Preventive

Maintenance Contractor

Inform to PERKESOMANAGER

Tendering Process

Select the Contractor

Inform to Customer

Work Supervising

Work Process

END

No

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.

Figure 4.4 Combination Continuously Corrective Maintenance flow chart and Preventive Maintenance (produce from gained information by interview with

Manager Property Unit PERKESO)

YES

PPrreevveennttiivvee MMaaiinntteennaannccee

Repair in the

preventive

CCoorrrreeccttiivvee MMaaiinntteennaannccee

Update

Property Unit

Annual Program

Annual Inspection

Budget Setup -Annual-Contingency

Monthly Program

Daily Program

Weekly Program

Tendering Process

Contractor Selection

-PERKESO Staff

-Property Unit PERKESO Staff

- Telephone

YES

?Necessary

Field Inspection

?DLP

Execute WorkUpdate

Data Base

NO

Contracto

NO

YES

NOReturn withexplanation

YES

Budget Process

User Request

Tendering Process

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. The common problem occur in maintenance management and services 1. Structure (i.e. crack, shrinkage, etc)

2. Lift (i.e. stuck)

3. Waterproofing leakage 4. External wall (i.e. cracked brickwork, flaking, blistering) 5. Internal wall (i.e. plaster loose, discolored, blistered decoration, etc) 6. Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc)

7. Internal fixture(i.e. timber decay, faulty door & window operation, broken door handle, etc)

8. Fire alarm system (false ringing, etc)

9. Electric installation (i.e. lamp, plug, switch, Electrical short, etc) 10. Plumbing system (i.e. leaks at joint, mall function ball valves, etc)

11. Drainage system (i.e. blocked drains)

12. Water quality 13. Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc)

14. Waste disposal.

15. 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


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. Indicator to define the satisfactions level with the maintenance management & services implemented.

1. Overall Preventive Maintenance planning and implementation.

2. Response to corrective maintenance and reimbursable work.

3. Overall Mechanical and Electric System.

4. Overall Planning and Implementation of the Renovation Works and Upgrading works.

5. Overall system ventilation & inlet air.

6. Overall Cleaning services.

7. Overall Security services.

8. Overall Landscape services.

9. Timely response to emergencies works.

10. Overall Water Quality Supply and maintenance water tank.

55

11. Overall Waste Disposal Management.

12. Overall Controlling Environmental Pollution.

13. Overall fire fighting equipment and system.

14. Qualification and capacity of our technical staff.

15. Technical staff attendance and discipline.

16. 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.


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


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. The customer and end user opinion on Improving Maintenance Management & Services that best be apply in the organization.

1. Management By Objectives (e.g. superior and subordinate jointly identify and define goals-monitor progress)

2. Communication (Consistently, openly and with mutual trust)

3. Training ( courses about building maintenance management )

4. Quality of Supervision

5. Methods Engineering / Work Simplification (Elimination of unnecessary task to reduce time)

6. Work Measurement (e.g. Time Study)

7. Job Evaluation (Valuation/analysis work achievement)

8. Job Safety Design (A safe work place)

9. Planning and Scheduling (e.g Right material at the right place at the right time)

10. Management: Better coordination and budgeting, more inspiring leadership (motivate).

11. Processes : Improve scheduling and material flow, more accurate – faster data flow (computerize)

12. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs)

13. Centralization of power arrangement / method of central management (Head Quarters Arrangement)

14. Decentralization of power arrangement / method of separate management (Branch Arrangement)

15 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.


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.

Building name Address Type

Dateagreement ofPurchase

Datetransfer owner

Dateoperation

281 Jln.Ampang, Stand alone 1 MenaraPERKESO, 50538 Kuala

Lumpur.20 storey

10/19/1994 4/10/1999 December 1998

Lot PT 3969, Mukim 1

Shop lot

Seberang Perai Tengah

7 storey

2 PejabatPERKESO Seberang jaya

Pulau Pinang.

11/7/1995 3/7/1998 operatebut no daterecorded

No.8, Lebuh Bunga Shop lot Document

Raya 5, Langkawi Mall

2 storey notreceived

3 PejabatPERKESO Pulau Langkawi

07000 Kuah, Langkawi.

1 lot

3/31/1997 7/1/1997

Lot 30, Komplek Kedai

Shop lot

3 Tingkat Fasa III, Jalan

3 storey

4 PejabatPERKESO Kangar

Hospital, Kangar. 1 lot

2/7/1998 8/30/1999 1/1/2000

Lot 37, Betaria Business

Shop lot

Centre, Seremban. 4 storey

5 PejabatPERKESO Seremban

Negeri Sembilan. ( 1 lot )


Lot PTD 25084 & 25085

Shop lot

Tmn.Setia Jaya, Jln.T.S.

3 storey

6 PejabatPERKESO Batu Pahat

Hoe, Batu Pahat, Johor.

( 2 lot )

4/1/1999 7/1/1999 1/1/2003

Plot 4 & 5 di atas lot 926,

Shop lot

Mukim Keladi, 3 storey

7 PejabatPERKESO Kulim

Kulim, Kedah. 2 lot


58

No.2, Jalan Tiara 2, Shop lot

Bandar Baru Klang, 5 storey

8 PejabatPERKESO Klang

Selangor.


No.30 & 31, Lengkok

Shop lot

Cempaka, Amanjaya,

3 storey

9 PejabatPERKESO Sungai Petani

Sg.Petani, Kedah. 2 lot


PTB 10956 & 10957, Shop lot

Tmn.Tun Dr.Ismail ( 1 )

3 storey

10 PejabatPERKESO Muar

Bandar Maharani, Muar.

2 lot


Lot 8927, No.28 Jln.Duku,

Shop lot Document

Kampung Haji Manan,

3 storey notreceived

11 PejabatPERKESO Kluang

Kluang, Johor. End Lot

7/22/2000 operatebut no daterecorded

No.29, Jalan Setia Shop lot

Rawang 1, 48000 Rawang,

3 storey

12 PejabatPERKESO Rawang

Selangor. End Lot


No.13, Jalan Emas, Shop lot

Taman Bukit Hampar,

4 storey

13 PejabatPERKESO Segamat

85000 Segamat, Johor.


Lot No.9587N,

Jalan Hospital, Ipoh,

14 PejabatPERKESO Ipoh

Perak Darul Ridzwan.

Stand alone 8/23/2002 8/23/2002 operatebut no daterecorded

Lot PT No. 1233 & 1234,

Shop lot

Bandar Taiping 3 storey

Daerah Larut Matang (2 Lot)

15 PejabatPERKESO Taiping

Perak Darul Ridzwan

2/1/2003 06.10.2003 operatebut no daterecorded

No. 8, 9 & 10 Shop lot

Medan Sri Intan 3 storey

Jalan Sekolah (3 lot)

16 PejabatPERKESO Teluk Intan

Teluk Intan, Perak

8/8/2003 12.01.2004 operatebut no daterecorded

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. Demographic Information 1 Gender 2 Age ( in years) 3 Ethnicity/Race

4 Marital Status 5 What is your employment status? 6 If employed, what is your income level? 7 How long have been using PERKESO facilities? 8 Following background most accurately describes your organization 9 Please kindly indicate your designation level.

10 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.

LocationQuestionnaires

distributeQuestionnaires

receivedPercentage

receivedMenara PERKESO 70 35 50.00% Wisma PERKESO, Seberang Perai 15 6 40.00% Pejabat PERKESO Langkawi 15 5 33.33% Pejabat PERKESO Kangar 15 5 33.33% Pejabat PERKESO Seremban 20 15 75.00% Pejabat PERKESO Batu Pahat 10 5 50.00% Pejabat PERKESO Kulim 20 10 50.00%

64

Pejabat PERKESO Klang 20 15 75.00% Pejabat PERKESO Sg. Petani 15 10 66.67% Pejabat PERKESO Muar 15 5 33.33% Pejabat PERKESO Kluang 15 10 66.67% Pejabat PERKESO Segamat 15 5 33.33% Pejabat PERKESO Ipoh 15 10 66.67% Pejabat PERKESO Taiping 15 5 33.33% Pejabat PERKESO Teluk Intan 15 7 46.67% Total 310 158 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

50.00%

40.00%

50.00%

33.33% 33.33%

75.00%

50.00% 50.00%

75.00%

50.00%

33.33%

66.67%

33.33%

66.67%

33.33%

46.67%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

Men

ara

PE

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ES

O

Wis

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PE

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ES

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abat

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abat

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abat

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at

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abat

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n

percentage questionaire recevied

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.


Female, 65.19%

Male, 34.81%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

gender 34.81% 65.19%

Male Female

5.4 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.


0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

how long have been used thefasility

10.13% 14.56% 13.29% 10.13% 12.03% 39.87%

Under 1 year

1-2 years 3-4 years 5-6 years 7-8 yearsmore than

8 years

5.5 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.

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

100.00%


background

background 0.00% 0.00% 1.27% 5.70% 93.04% 0.00%

Architect/Engineering Firm

Contruction Company

Multi-DisciplinaryMaintenance

Company

Government sector/Semi Government

Other

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.

SHORTFORM

DESCRIPTION POINT

MF Most Frequent 1 Fr Frequent 2 F Fair 3

LF Less Frequent 4 LtF Least Frequent 5 NA Not Applicable 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):

Percentage Rating NoMF Fr F LF LtF NA

AverageIndex Scale

1 9.49% 17.09% 34.81% 29.11% 9.49% 0.00% 3.120 Fair 2 1.90% 8.23% 13.92% 12.66% 8.23% 55.06% 3.380 Fair 3 24.05% 22.15% 27.85% 16.46% 9.49% 0.00% 2.652 Fair 4 9.49% 15.19% 37.34% 22.78% 15.19% 0.00% 3.190 Fair 5 7.59% 27.85% 25.95% 27.85% 10.76% 0.00% 3.063 Fair 6 25.32% 18.99% 27.22% 18.35% 10.13% 0.00% 2.690 Fair 7 5.70% 25.32% 38.61% 20.89% 9.49% 0.00% 3.032 Fair 8 3.16% 3.80% 10.76% 10.13% 16.46% 55.06% 3.743 Significant 9 6.96% 5.70% 49.37% 22.15% 15.82% 0.00% 3.342 Fair 10 13.92% 22.15% 33.54% 18.99% 11.39% 0.00% 2.918 Fair 11 17.09% 13.29% 32.91% 21.52% 15.19% 0.00% 3.044 Fair 12 8.23% 17.09% 44.94% 22.15% 7.59% 0.00% 3.038 Fair 13 15.19% 22.15% 31.65% 21.52% 9.49% 0.00% 2.880 Fair 14 7.59% 7.59% 36.08% 31.65% 17.09% 0.00% 3.430 Fair 15 7.59% 11.39% 51.27% 18.35% 11.39% 0.00% 3.146 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

RatingNo. What are the common problems in maintenance management and services?

AverageIndex Scale

1 Waterproofing leakage 2.652 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)

2.880 Fair

4 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 2.918 Fair

5 Internal fixture (i.e. timber decay, faulty door & window operation, broken door handle, etc)

3.032 Fair

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

Percentage RatingNo.

MF Fr F LF LtF NA

Average

Index

Scale

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. What are the common problems in maintenance management and services?

AverageIndex

RatingScale

1 Internal fixture(i.e. timber decay, faulty door & window operation, broken door handle, etc)

3.40 Fair

2 Plumbing system (i.e. leaks at joint, mall function ball valves, etc)

3.43 Fair

3 Waterproofing leakage 3.46 Fair 4 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 3.49 Fair 5 Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking

tap, etc) 3.49 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.


frequent problems at the Pejabat PERKESO Seberang Jaya building compare to

summary all PERKESO buildings the top five (5) ranking problem still the


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


MF Fr F LF LtF NA

AverageIndex

Scale1 0.00% 16.67% 16.67% 50.00% 16.67% 0.00% 3.67 Significant 2 0.00% 16.67% 33.33% 33.33% 16.67% 0.00% 3.50 Fair 3 0.00% 33.33% 33.33% 16.67% 16.67% 0.00% 3.17 Fair 4 0.00% 0.00% 50.00% 33.33% 16.67% 0.00% 3.67 Significant 5 0.00% 0.00% 50.00% 33.33% 16.67% 0.00% 3.67 Significant 6 0.00% 33.33% 16.67% 16.67% 33.33% 0.00% 3.50 Fair 7 0.00% 0.00% 50.00% 33.33% 16.67% 0.00% 3.67 Significant 8 0.00% 33.33% 16.67% 16.67% 33.33% 0.00% 3.50 Fair 9 0.00% 0.00% 16.67% 50.00% 33.33% 0.00% 4.17 Significant

10 0.00% 33.33% 16.67% 33.33% 16.67% 0.00% 3.33 Fair 11 0.00% 0.00% 16.67% 66.67% 16.67% 0.00% 4.00 Significant 12 0.00% 0.00% 50.00% 33.33% 16.67% 0.00% 3.67 Significant 13 0.00% 16.67% 16.67% 50.00% 16.67% 0.00% 3.67 Significant 14 0.00% 0.00% 33.33% 50.00% 16.67% 0.00% 3.83 Significant 15 0.00% 16.67% 50.00% 16.67% 16.67% 0.00% 3.33 Fair


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

Index

Rating

Scale



3 Cleanliness of the building. 3.33 Fair

4 Lift (i.e. stuck) 3.50 Fair


5.6.3 Pejabat PERKESO Langkawi


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.


frequent problems at the Pejabat PERKESO Langkawi building compare to



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


MF Fr F LF LtF NA

AverageIndex

Scale1 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant3 0.00% 0.00% 20.00% 20.00% 60.00% 0.00% 4.40 Significant 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 20.00% 0.00% 80.00% 0.00% 0.00% 3.60 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 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant9 0.00% 0.00% 80.00% 20.00% 0.00% 0.00% 3.20 Fair

10 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 11 0.00% 0.00% 80.00% 20.00% 0.00% 0.00% 3.20 Fair 12 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 13 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 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



Langkawi


and services?

Average

Index

Rating

Scale

1 Electric installation (i.e. lamp, plug, switch, Electrical short, etc) 3.20 Fair

2 Drainage system (i.e. blocked drains) 3.20 Fair



5 Water quality 3.40 Fair

5.6.4 Pejabat PERKESO Kangar


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


frequent problems at the Pejabat PERKESO Kangar building compare to



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


(average index 2.690), sanitary fitting (average index 2.880), plumbing system


Table 5.12: Defect List at Pejabat PERKESO Kangar


MF Fr F LF LtF NA

Average

Index

Scale

1 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant

2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 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% 0.00% 0.00% 100.00% 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

(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, NA = Not Applicable)

75


Kangar


AverageIndex

RatingScale

1 Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) 3.20 Fair

2 Cleanliness of the building. 3.20 Fair 3 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 3.40 Fair 4 Water quality 3.40 Fair 5 Waste disposal. 3.40 Fair

5.6.5 Pejabat PERKESO Seremban


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.


frequent problems at the Pejabat PERKESO Seremban building compare to



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





76

Table 5.14: Defect List at Pejabat PERKESO Seremban


MF Fr F LF LtF NA

AverageIndex

Scale1 13.33% 33.33% 33.33% 20.00% 0.00% 0.00% 2.60 Fair 2 6.67% 26.67% 40.00% 26.67% 0.00% 0.00% 2.87 Fair 3 40.00% 53.33% 6.67% 0.00% 0.00% 0.00% 1.67 Less Significant4 6.67% 26.67% 33.33% 26.67% 6.67% 0.00% 3.00 Fair 5 6.67% 53.33% 33.33% 0.00% 6.67% 0.00% 2.47 Less Significant6 60.00% 40.00% 0.00% 0.00% 0.00% 0.00% 1.40 Fair 7 13.33% 53.33% 20.00% 0.00% 13.33% 0.00% 2.47 Less Significant8 13.33% 13.33% 26.67% 20.00% 26.67% 0.00% 3.33 Fair 9 0.00% 13.33% 53.33% 20.00% 13.33% 0.00% 3.33 Fair

10 13.33% 20.00% 40.00% 20.00% 6.67% 0.00% 2.87 Fair 11 6.67% 33.33% 33.33% 20.00% 6.67% 0.00% 2.87 Fair 12 20.00% 60.00% 6.67% 6.67% 6.67% 0.00% 2.20 Less Significant13 26.67% 53.33% 6.67% 6.67% 6.67% 0.00% 2.13 Less Significant14 20.00% 33.33% 26.67% 6.67% 13.33% 0.00% 2.60 Fair 15 0.00% 33.33% 53.33% 6.67% 6.67% 0.00% 2.87 Fair



Seremban


AverageIndex

Rating Scale

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,

leaking tap, etc) 2.13 Less Significant 4 Water quality 2.20 Less Significant 5 Internal wall (i.e. plaster loose, discolored, blistered

decoration, etc) 2.47 Less Significant

5.6.6 Pejabat PERKESO Batu Pahat


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


frequent problems at the Pejabat PERKESO Batu Pahat building compare to



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


MF Fr F LF LtF NA

AverageIndex




78


Batu Pahat


and services?

Average

Index

Rating

Scale



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


5.6.7 Pejabat PERKESO Kulim


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.


frequent problems at the Pejabat PERKESO Kulim building compare to



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


MF Fr F LF LtF NA

Average Index

Scale1 20.00% 20.00% 40.00% 10.00% 10.00% 0.00% 2.70 Fair 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant3 50.00% 20.00% 30.00% 0.00% 0.00% 0.00% 1.80 Less Significant4 20.00% 20.00% 50.00% 0.00% 10.00% 0.00% 2.60 Fair

5 20.00% 30.00% 30.00% 20.00% 0.00% 0.00% 2.50 Significant 6 40.00% 20.00% 30.00% 10.00% 0.00% 0.00% 2.10 Less Significant

7 10.00% 30.00% 50.00% 10.00% 0.00% 0.00% 2.60 Fair

8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant9 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair

10 30.00% 40.00% 20.00% 0.00% 10.00% 0.00% 2.20 Less Significant

11 50.00% 10.00% 20.00% 10.00% 10.00% 0.00% 2.20 Less Significant12 10.00% 10.00% 70.00% 10.00% 0.00% 0.00% 2.80 Fair 13 30.00% 20.00% 40.00% 0.00% 10.00% 0.00% 2.40 Less Significant

14 10.00% 0.00% 30.00% 40.00% 20.00% 0.00% 3.60 Significant 15 20.00% 0.00% 60.00% 10.00% 10.00% 0.00% 2.90 Fair



Kulim

No. What are the common problems in maintenance

management and services?

Average

Index

Rating Scale

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,

leaking tap, etc) 2.40 Less Significant

80

5.6.8 Pejabat PERKESO Klang


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.


frequent problems at the Pejabat PERKESO Klang building compare to



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





Table 5.20: Defect List at Pejabat PERKESO Klang

Percentage Rating No.MF Fr F LF LtF NA

AverageIndex Scale

1 13.33% 33.33% 33.33% 20.00% 0.00% 0.00% 2.60 Fair 2 6.67% 26.67% 40.00% 26.67% 0.00% 0.00% 2.87 Fair 3 40.00% 53.33% 6.67% 0.00% 0.00% 0.00% 1.67 Less Significant 4 6.67% 26.67% 33.33% 26.67% 6.67% 0.00% 3.00 Fair 5 6.67% 53.33% 33.33% 0.00% 6.67% 0.00% 2.47 Less Significant 6 60.00% 40.00% 0.00% 0.00% 0.00% 0.00% 1.40 Not Significant7 13.33% 53.33% 20.00% 0.00% 13.33% 0.00% 2.47 Less Significant 8 14.29% 14.29% 28.57% 14.29% 28.57% 0.00% 3.29 Fair 9 0.00% 13.33% 53.33% 20.00% 13.33% 0.00% 3.33 Fair

10 13.33% 20.00% 40.00% 20.00% 6.67% 0.00% 2.87 Fair 11 6.67% 33.33% 33.33% 20.00% 6.67% 0.00% 2.87 Fair 12 20.00% 60.00% 6.67% 6.67% 6.67% 0.00% 2.20 Less Significant 13 26.67% 53.33% 6.67% 6.67% 6.67% 0.00% 2.13 Less Significant 14 20.00% 33.33% 26.67% 6.67% 13.33% 0.00% 2.60 Fair 15 0.00% 33.33% 53.33% 6.67% 6.67% 0.00% 2.87 Fair (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, NA = Not Applicable)

81


Klang



Average

Index

Rating Scale

1 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 1.40 Not Significant



leaking tap, etc)

2.13 Less Significant

4 Water quality 2.20 Less Significant

5 Internal wall (i.e. plaster loose, discolored, blistered

decoration, etc)


5.6.9 Pejabat PERKESO Sungai Petani


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.


frequent problems at the Pejabat PERKESO Sungai Petani building compare to



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



82



Table 5.22: Defect List at Pejabat PERKESO Sungai Petani


MF Fr F LF LtF NA

AverageIndex

Scale1 20.00% 20.00% 40.00% 10.00% 10.00% 0.00% 2.70 Fair 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 3 50.00% 20.00% 30.00% 0.00% 0.00% 0.00% 1.80 Less Significant 4 20.00% 20.00% 50.00% 0.00% 10.00% 0.00% 2.60 Fair 5 20.00% 30.00% 30.00% 20.00% 0.00% 0.00% 2.50 Significant 6 40.00% 20.00% 30.00% 10.00% 0.00% 0.00% 2.10 Less Significant 7 10.00% 30.00% 50.00% 10.00% 0.00% 0.00% 2.60 Fair 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant9 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair

10 30.00% 40.00% 20.00% 0.00% 10.00% 0.00% 2.20 Less Significant 11 50.00% 10.00% 20.00% 10.00% 10.00% 0.00% 2.20 Less Significant 12 10.00% 10.00% 70.00% 10.00% 0.00% 0.00% 2.80 Fair 13 30.00% 20.00% 40.00% 0.00% 10.00% 0.00% 2.40 Less Significant 14 10.00% 0.00% 30.00% 40.00% 20.00% 0.00% 3.60 Significant 15 20.00% 0.00% 60.00% 10.00% 10.00% 0.00% 2.90 Fair



Sungai Petani



Average

Index

Rating Scale



3 Plumbing system (i.e. leaks at joint, mall function ball valves,

etc)



5 Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking

tap, etc)


83

5.6.10 Pejabat PERKESO Muar


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.

.


frequent problems at the Pejabat PERKESO Muar building compare to



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





Table 5.24: Defect List at Pejabat PERKESO Muar


MF Fr F LF LtF NA

AverageIndex

Scale1 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant3 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 20.00% 0.00% 60.00% 20.00% 0.00% 3.80 Significant 6 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 7 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant9 0.00% 0.00% 60.00% 20.00% 20.00% 0.00% 3.60 Significant

10 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 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% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 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


84


Muar



Average

Index

Rating

Scale


valves, etc) 3.00 Fair

2 Internal fixture(i.e. timber decay, faulty door & window

operation, broken door handle, etc) 3.20 Fair



5 Waste disposal. 3.40 Fair

5.6.11 Pejabat PERKESO Kluang


PERKESO Kluang based on questionnaires respondents. As shown at the table





frequent problems at the Pejabat PERKESO Kluang building compare to



on the five (5) lowest average index for Pejabat PERKESO Kluang building

the pattern of problem are waterproofing leakage (average index 1.80), roof







85

Table 5.26: Defect List at Pejabat PERKESO Kluang


MF Fr F LF LtF NA

Average Index

Scale1 20.00% 20.00% 40.00% 10.00% 10.00% 0.00% 2.70 Fair 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 3 50.00% 20.00% 30.00% 0.00% 0.00% 0.00% 1.80 Less Significant 4 20.00% 20.00% 50.00% 0.00% 10.00% 0.00% 2.60 Fair 5 20.00% 30.00% 30.00% 20.00% 0.00% 0.00% 2.50 Less Significant 6 40.00% 20.00% 30.00% 10.00% 0.00% 0.00% 2.10 Less Significant 7 10.00% 30.00% 50.00% 10.00% 0.00% 0.00% 2.60 Fair 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 9 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair




Kluang



Average

Index

Rating Scale




valves, etc)




leaking tap, etc)


5.6.12 Pejabat PERKESO Rawang


PERKESO Rawang based on questionnaires respondents. As shown at the table


86




frequent problems at the Pejabat PERKESO Rawang building compare to



on the five (5) lowest average index for Pejabat PERKESO Rawang building

the pattern of problem are waterproofing leakage (average index 1.80), roof







Table 5.28: Defect List at Pejabat PERKESO Rawang


MF Fr F LF LtF NA

AverageIndex

Scale1 20.00% 20.00% 40.00% 10.00% 10.00% 0.00% 2.70 Fair 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 3 50.00% 20.00% 30.00% 0.00% 0.00% 0.00% 1.80 Less Significant 4 20.00% 20.00% 50.00% 0.00% 10.00% 0.00% 2.60 Fair 5 20.00% 30.00% 30.00% 20.00% 0.00% 0.00% 2.50 Less Significant 6 40.00% 20.00% 30.00% 10.00% 0.00% 0.00% 2.10 Less Significant 7 10.00% 30.00% 50.00% 10.00% 0.00% 0.00% 2.60 Fair 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant9 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair



87


Rawang



Average

Index

Rating Scale


2 Roof (i.e. leaking, blocked rainwater pipes, Sagging,

etc)


3 Plumbing system (i.e. leaks at joint, mall function

ball valves, etc)



5 Sanitary fitting (i.e. blocked closet, blocked waste

pipe, leaking tap, etc)


5.6.13 Pejabat PERKESO Segamat


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.


frequent problems at the Pejabat PERKESO Segamat building compare to



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


MF Fr F LF LtF NA

AverageIndex

Scale1 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant3 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 20.00% 0.00% 80.00% 0.00% 0.00% 3.60 Significant 6 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 7 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant9 0.00% 0.00% 80.00% 20.00% 0.00% 0.00% 3.20 Fair




Segamat



Average

Index

Rating

Scale



etc)

3.00 Fair


leaking tap, etc)

3.00 Fair



5.6.14 Pejabat PERKESO Ipoh


PERKESO Ipoh based on questionnaires respondents. As shown at the table


89




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


MF Fr F LF LtF NA

AverageIndex

Scale1 20.00% 20.00% 40.00% 10.00% 10.00% 0.00% 2.70 Fair 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant3 50.00% 20.00% 30.00% 0.00% 0.00% 0.00% 1.80 Less Significant 4 20.00% 20.00% 50.00% 0.00% 10.00% 0.00% 2.60 Fair 5 20.00% 30.00% 30.00% 20.00% 0.00% 0.00% 2.50 Less Significant 6 40.00% 20.00% 30.00% 10.00% 0.00% 0.00% 2.10 Less Significant 7 10.00% 30.00% 50.00% 10.00% 0.00% 0.00% 2.60 Fair 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant9 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair

10 30.00% 40.00% 20.00% 0.00% 10.00% 0.00% 2.20 Fair 11 50.00% 10.00% 20.00% 10.00% 10.00% 0.00% 2.20 Less Significant 12 10.00% 10.00% 70.00% 10.00% 0.00% 0.00% 2.80 Fair 13 30.00% 20.00% 40.00% 0.00% 10.00% 0.00% 2.40 Less Significant 14 10.00% 0.00% 30.00% 40.00% 20.00% 0.00% 3.60 Significant 15 20.00% 0.00% 60.00% 10.00% 10.00% 0.00% 2.90 Fair


90


Ipoh



Average

Index

Rating Scale


2 Roof (i.e. leaking, blocked rainwater pipes, Sagging,

etc)


3 Plumbing system (i.e. leaks at joint, mall function

ball valves, etc)



5 Sanitary fitting (i.e. blocked closet, blocked waste

pipe, leaking tap, etc)


5.6.15 Pejabat PERKESO Taiping


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.


frequent problems at the Pejabat PERKESO Taiping building compare to



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




91

Table 5.34: Defect List at Pejabat PERKESO Taiping


MF Fr F LF LtF NA

AverageIndex





Taiping



Average

Index

Rating

Scale

1 Electric installation (i.e. lamp, plug, switch, Electrical short,

etc)

3.20 Fair




etc)

3.40 Fair


5.6.16 Pejabat PERKESO Teluk Intan


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.


frequent problems at the Pejabat PERKESO Teluk Intan building compare to



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




Table 5.36: Defect List at Pejabat PERKESO Teluk Intan


MF Fr F LF LtF NA

AverageIndex

Scale1 0.00% 0.00% 28.57% 42.86% 28.57% 0.00% 4.00 Significant 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant3 0.00% 0.00% 28.57% 42.86% 28.57% 0.00% 4.00 Significant 4 0.00% 0.00% 28.57% 42.86% 28.57% 0.00% 4.00 Significant 5 0.00% 14.29% 0.00% 57.14% 28.57% 0.00% 4.00 Significant 6 0.00% 0.00% 28.57% 42.86% 28.57% 0.00% 4.00 Significant 7 0.00% 0.00% 28.57% 42.86% 28.57% 0.00% 4.00 Significant 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant9 0.00% 0.00% 57.14% 14.29% 28.57% 0.00% 3.71 Significant

10 0.00% 0.00% 42.86% 28.57% 28.57% 0.00% 3.86 Significant 11 0.00% 0.00% 57.14% 14.29% 28.57% 0.00% 3.71 Significant 12 0.00% 0.00% 42.86% 28.57% 28.57% 0.00% 3.86 Significant 13 0.00% 0.00% 42.86% 28.57% 28.57% 0.00% 3.86 Significant 14 0.00% 0.00% 42.86% 28.57% 28.57% 0.00% 3.86 Significant 15 0.00% 0.00% 57.14% 14.29% 28.57% 0.00% 3.71 Significant


93


Teluk Intan

No. What are the common problems in

maintenance management and services?

Average

Index

Rating

Scale

1 Electric installation (i.e. lamp, plug, switch,

Electrical short, etc)

3.71 Significant

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

function ball valves, etc)

3.86 Significant

5 Water quality 3.86 Significant

(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 b. Mechanical false c. Electronic false i. Misuse,

ii. Vandalize, iii. Accidental, iv. Equipment stolen, v. Overload usage,

vi. Poor workmanship, vii. Faulty design.

viii. Chemical spill

i. Loose connection, ii. Gear slip from track,

iii. Sensor malfunction.

i. Control component malfunction.

d. Environment and climate e. Wear and tear i. Erosion.

ii. Electrolyte iii. Sulfate attack.

i. Reach design period time to change.

ii. Performance warranty period expired

iii. Material warranty period expired

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 Electronic false Wear and tear

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. Loose

connection,

while

transportation

material

sometimes the

smash or knock

the cable and

electronic

component

cause

connection

loose.

ii. Gear slip from

track, the cable

slip.

iii. Sensor

malfunction.

the door sensor

not function

i. Control

component

malfunction

the board

electronic can

be

malfunction.

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.

5.7.2 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 Wear and tear v. Misuse, the normal plug

not heavy duty design use for industrial usage example plug the concrete breaker.

vi. Vandalize, the user damage the switch or any component electric.

vii. Overload usage,tapping and extend from one (1) point to many 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.

iv. Loose connection, while renovation works which involve demolish or transfer works can possible loose connection plug or switch or etc.

v. Componentmalfunction. The fuse or the circuit breaker malfunction.

iv. Reach design period time to change. Thecables 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,

5.7.3 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 Environment and climate Wear and tear i. Accidental, while

maintenance other equipment any heavy tool or equipment drop on the waterproofing layer and punch trough.

ii. Poor workmanship,

i. Electrolyte. Some are having electrolyzed from the electric equipment make the water proofing layer by the characteristic change.

v. Materialwarranty period expired. Some of the material is perform design only of periodical time. Example 10

96

example not enough torch or heat while installs bitumen membrane. Porous concrete area not treatment, the honeycomb structure not treatment.

iii. Faulty design. The areas have the vibration but use the rigid waterproofing. Example cementises base.

iv. 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.

5.7.4 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 Wear and tear 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.

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 Wear and tear xi. Vandalize, the user

damage the door knob or any component internal fixture.

xii. Accident, whichmove 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.

vi. Loose connection, while renovation works.

ii. Reach design period time to change. Allthe component example cable, gear, switch and etc. for certain period or usage need to change new.

5.7.6 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 Average Index

RatingScale

1 12.03% 12.66% 47.47% 20.89% 6.96% 0.00% 2.981 Fair 2 3.80% 25.32% 39.87% 26.58% 4.43% 0.00% 3.025 Fair 3 0.63% 17.09% 46.20% 28.48% 7.59% 0.00% 3.253 Fair 4 1.27% 19.62% 46.20% 31.01% 1.90% 0.00% 3.127 Fair 5 0.63% 24.05% 36.71% 31.65% 6.96% 0.00% 3.203 Fair 6 1.27% 13.29% 43.04% 37.34% 5.06% 0.00% 3.316 Fair 7 0.63% 22.78% 38.61% 32.28% 5.70% 0.00% 3.196 Fair 8 8.23% 16.46% 37.97% 27.22% 8.86% 0.00% 3.122 Fair 9 8.23% 24.05% 32.28% 29.11% 6.33% 0.00% 3.013 Fair 10 6.33% 22.15% 43.67% 21.52% 6.33% 0.00% 2.994 Fair 11 1.90% 21.52% 41.14% 28.48% 6.96% 0.00% 3.171 Fair 12 2.53% 20.89% 35.44% 30.38% 10.76% 0.00% 3.259 Fair 13 0.63% 17.09% 36.71% 36.08% 9.49% 0.00% 3.367 Fair 14 5.06% 20.89% 33.54% 33.54% 6.96% 0.00% 3.165 Fair 15 4.43% 9.49% 48.10% 28.48% 9.49% 0.00% 3.291 Fair 16 0.63% 9.49% 36.08% 49.37% 4.43% 0.00% 3.475 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. Please kindly indicate your satisfaction level with Maintenance Management & Services concerning the items below.

AverageIndex

RatingScale



3Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) 2.880 Fair


5Internal fixture(i.e. timber decay, faulty door & window operation, broken door handle, etc) 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

Dissatisfied19%

Satisfied31%

Very Satisfied7%

Average39%

VeryDissatisfied

4%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied

102


Table 5.46: Respond of satisfaction level with Maintenance Management and

Services at Menara PERKESO Kuala Lumpur


Rating Scale

1 8.57% 2.86% 34.29% 42.86% 11.43% 0.00% 3.46 Fair 2 2.86% 5.71% 31.43% 48.57% 11.43% 0.00% 3.60 Significant 3 2.86% 0.00% 48.57% 34.29% 14.29% 0.00% 3.57 Fair 4 2.86% 5.71% 37.14% 51.43% 2.86% 0.00% 3.46 Significant 5 2.86% 0.00% 40.00% 40.00% 17.14% 0.00% 3.69 Significant 6 2.86% 0.00% 28.57% 57.14% 11.43% 0.00% 3.74 Fair 7 2.86% 17.14% 17.14% 57.14% 5.71% 0.00% 3.46 Fair 8 3.03% 15.15% 42.42% 36.36% 3.03% 0.00% 3.21 Significant 9 2.86% 11.43% 34.29% 45.71% 5.71% 0.00% 3.40 Significant

10 2.86% 14.29% 20.00% 48.57% 14.29% 0.00% 3.57 Fair

11 2.86% 14.29% 25.71% 37.14% 20.00% 0.00% 3.57 Significant 12 2.86% 14.29% 17.14% 42.86% 22.86% 0.00% 3.69 Significant 13 2.86% 0.00% 17.14% 65.71% 14.29% 0.00% 3.89 Fair 14 2.86% 8.57% 25.71% 54.29% 8.57% 0.00% 3.57 Significant 15 2.86% 2.86% 31.43% 48.57% 14.29% 0.00% 3.69 Significant 16 2.86% 8.57% 37.14% 40.00% 11.43% 0.00% 3.49 Significant



Management and Services at Menara PERKESO Kuala Lumpur


AverageIndex

RatingScale

1 Overall Landscape services. 3.21 Fair 2 Timely response to emergencies works. 3.40 Fair 3 Overall Preventive Maintenance planning and

implementation. 3.46 Fair

4 Overall Planning and Implementation of the Renovation Works and Upgrading works.

3.46 Fair

5 Overall Security services. 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

Dissatisfied8%

Satisfied47%

Very Satisfied12%

Average30%

VeryDissatisfied

3%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied


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 Rating Scale

1 0.00% 16.67% 33.33% 16.67% 33.33% 0.00% 3.67 Significant 2 16.67% 16.67% 16.67% 16.67% 33.33% 0.00% 3.33 Fair 3 0.00% 0.00% 16.67% 50.00% 33.33% 0.00% 4.17 Significant 4 16.67% 16.67% 16.67% 33.33% 16.67% 0.00% 3.17 Fair 5 0.00% 0.00% 50.00% 33.33% 16.67% 0.00% 3.67 Significant 6 16.67% 16.67% 16.67% 16.67% 33.33% 0.00% 3.33 Fair 7 0.00% 16.67% 50.00% 16.67% 16.67% 0.00% 3.33 Fair 8 0.00% 0.00% 50.00% 33.33% 16.67% 0.00% 3.67 Significant 9 16.67% 16.67% 33.33% 0.00% 33.33% 0.00% 3.17 Fair

10 0.00% 0.00% 50.00% 33.33% 16.67% 0.00% 3.67 Significant 11 0.00% 16.67% 50.00% 16.67% 16.67% 0.00% 3.33 Fair 12 16.67% 0.00% 16.67% 33.33% 33.33% 0.00% 3.67 Significant 13 0.00% 16.67% 33.33% 33.33% 16.67% 0.00% 3.50 Fair 14 0.00% 16.67% 16.67% 33.33% 33.33% 0.00% 3.83 Significant 15 16.67% 0.00% 16.67% 50.00% 16.67% 0.00% 3.50 Fair 16 0.00% 16.67% 16.67% 50.00% 16.67% 0.00% 3.67 Significant


104


Management and Services at Pejabat PERKESO Seberang Jaya


AverageIndex

RatingScale

1 Overall Planning and Implementation of the Renovation Works and Upgrading works.

3.17 Fair

2 Timely response to emergencies works. 3.17 Fair 3 Response to corrective maintenance and reimbursable work. 3.33 Fair

4 Overall Cleaning services. 3.33 Fair 5 Overall Security services. 3.33 Fair


and services at Pejabat PERKESO Seberang Jaya.

Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seberang Perai

Dissatisfied10%

Satisfied29%

Very Satisfied24%

Average31%

Very Dissatisfied

6%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied

105


Table 5.50: Respond of satisfaction level with Maintenance Management and

Services at Pejabat PERKESO Langkawi


RatingScale

1 0.00% 0.00% 60.00% 20.00% 20.00% 0.00% 3.60 Significant 2 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 3 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 4 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 5 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 6 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 7 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 8 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 9 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 10 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 11 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Significant 12 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 13 0.00% 0.00% 60.00% 20.00% 20.00% 0.00% 3.60 Significant 14 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 15 0.00% 0.00% 60.00% 20.00% 20.00% 0.00% 3.60 Significant 16 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant



Management and Services at Pejabat PERKESO Langkawi

No. Please kindly indicate your satisfaction level with

Maintenance Management & Services concerning the

items below.

Average

Index

Rating

Scale

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

Works and Upgrading works.

3.20 Fair

5 Overall Cleaning services. 3.20 Fair

106


management and services at Pejabat PERKESO Langkawi

Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Langkawi

Satisfied35%

Dissatisfied9%

Very Satisfied9%

Average47%

Very Dissatisfied

0%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied


Table 5.52: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kangar


Rating Scale

1 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 2 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 3 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 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 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 9 0.00% 0.00% 40.00% 60.00% 0.00% 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% 40.00% 0.00% 0.00% 3.40 Fair 12 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 13 0.00% 20.00% 20.00% 40.00% 20.00% 0.00% 3.60 Significant 14 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant

15 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 16 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant

(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = Very

Satisfied, NA = Not Applicable)

107


Management and Services at Pejabat PERKESO Kangar


AverageIndex

RatingScale

1 Overall Preventive Maintenance planning and implementation.

3.40 Fair

2 Overall Landscape services. 3.40 Fair 3 Overall Water Quality Supply and maintenance water

tank. 3.40 Fair

4 Overall Waste Disposal Management. 3.40 Fair 5 Overall Controlling Environmental Pollution. 3.40 Fair




and services at Pejabat PERKESO Kangar

Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kangar

Satisfied52%

Dissatisfied1%

Very Satisfied1%

Average46%

VeryDissatisfied

0%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied

108


Table 5.54: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seremban


Rating Scale

1 20.00% 33.33% 46.67% 0.00% 0.00% 0.00% 2.27 Less Significant2 13.33% 46.67% 40.00% 0.00% 0.00% 0.00% 2.27 Less Significant3 0.00% 46.67% 46.67% 6.67% 0.00% 0.00% 2.60 Fair 4 0.00% 46.67% 53.33% 0.00% 0.00% 0.00% 2.53 Fair 5 0.00% 33.33% 46.67% 20.00% 0.00% 0.00% 2.87 Fair 6 0.00% 20.00% 53.33% 26.67% 0.00% 0.00% 3.07 Fair 7 0.00% 33.33% 33.33% 33.33% 0.00% 0.00% 3.00 Fair 8 6.67% 33.33% 40.00% 6.67% 13.33% 0.00% 2.87 Fair 9 20.00% 46.67% 20.00% 13.33% 0.00% 0.00% 2.27 Less Significant

10 13.33% 53.33% 20.00% 13.33% 0.00% 0.00% 2.33 Less Significant11 6.67% 53.33% 33.33% 6.67% 0.00% 0.00% 2.40 Less Significant12 6.67% 26.67% 60.00% 6.67% 0.00% 0.00% 2.67 Fair 13 0.00% 40.00% 46.67% 13.33% 0.00% 0.00% 2.73 Fair 14 6.67% 20.00% 53.33% 20.00% 0.00% 0.00% 2.87 Fair 15 0.00% 33.33% 46.67% 20.00% 0.00% 0.00% 2.87 Fair 16 0.00% 13.33% 53.33% 33.33% 0.00% 0.00% 3.20 Fair




Management and Services at Pejabat PERKESO Seremban


AverageIndex

Rating Scale



2 Response to corrective maintenance and reimbursable work.


3 Timely response to emergencies works. 2.27 Less Significant

4 Overall Water Quality Supply and maintenance water tank.


5 Overall Waste Disposal Management. 2.40 Less Significant



109


management and services at Pejabat PERKESO Seremban

Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seremban

Satisfied14%

Very Satisfied1%

Dissatisfied36%

Average43%

VeryDissatisfied

6%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied


Table 5.56: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Batu Pahat


RatingScale

1 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 2 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant

3 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant

4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 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 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 9 0.00% 0.00% 40.00% 60.00% 0.00% 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% 40.00% 0.00% 0.00% 3.40 Fair 12 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 13 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 14 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 15 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 16 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant



110


Management and Services at Pejabat PERKESO Batu Pahat


AverageIndex

RatingScale


3.40 Fair

2 Overall Landscape services. 3.40 Fair 3 Overall Water Quality Supply and maintenance water tank. 3.40 Fair 4 Overall Waste Disposal Management. 3.40 Fair 5 Overall Controlling Environmental Pollution. 3.40 Fair




management and services at Pejabat PERKESO Batu Pahat

Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Batu Pahat

Satisfied51%

Dissatisfied0%

Very Satisfied0%

Average49%

VeryDissatisfied

0%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied

111


Table 5.58: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kulim


Rating Scale

1 20.00% 33.33% 46.67% 0.00% 0.00% 0.00% 2.27 Less Significant 2 13.33% 46.67% 40.00% 0.00% 0.00% 0.00% 2.27 Less Significant 3 0.00% 46.67% 46.67% 6.67% 0.00% 0.00% 2.60 Fair 4 0.00% 46.67% 53.33% 0.00% 0.00% 0.00% 2.53 Fair 5 0.00% 33.33% 46.67% 20.00% 0.00% 0.00% 2.87 Fair 6 0.00% 20.00% 53.33% 26.67% 0.00% 0.00% 3.07 Fair 7 0.00% 33.33% 33.33% 33.33% 0.00% 0.00% 3.00 Fair 8 6.67% 33.33% 40.00% 6.67% 13.33% 0.00% 2.87 Fair 9 20.00% 46.67% 20.00% 13.33% 0.00% 0.00% 2.27 Less Significant

10 13.33% 53.33% 20.00% 13.33% 0.00% 0.00% 2.33 Less Significant 11 6.67% 53.33% 33.33% 6.67% 0.00% 0.00% 2.40 Less Significant 12 6.67% 26.67% 60.00% 6.67% 0.00% 0.00% 2.67 Fair 13 0.00% 40.00% 46.67% 13.33% 0.00% 0.00% 2.73 Fair 14 6.67% 20.00% 53.33% 20.00% 0.00% 0.00% 2.87 Fair 15 0.00% 33.33% 46.67% 20.00% 0.00% 0.00% 2.87 Fair 16 0.00% 13.33% 53.33% 33.33% 0.00% 0.00% 3.20 Fair




Management and Services at Pejabat PERKESO Kulim

No. Please kindly indicate your satisfaction level

with Maintenance Management & Services

concerning the items below.

Average

Index

Rating

Scale

1 Overall Preventive Maintenance planning and

implementation.

2.60 Fair

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

112


management and services at Pejabat PERKESO Kulim

Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kulim

Dissatisfied23%

Satisfied19%

Very Satisfied4%

Average49%

Very Dissatisfied

5%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied


Table 5.60: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Klang


Rating Scale

1 20.00% 33.33% 46.67% 0.00% 0.00% 0.00% 2.27 Less Significant 2 13.33% 46.67% 40.00% 0.00% 0.00% 0.00% 2.27 Less Significant 3 0.00% 46.67% 46.67% 6.67% 0.00% 0.00% 2.60 Fair 4 0.00% 46.67% 53.33% 0.00% 0.00% 0.00% 2.53 Fair 5 0.00% 33.33% 46.67% 20.00% 0.00% 0.00% 2.87 Fair 6 0.00% 20.00% 53.33% 26.67% 0.00% 0.00% 3.07 Fair 7 0.00% 33.33% 33.33% 33.33% 0.00% 0.00% 3.00 Fair 8 6.67% 33.33% 40.00% 13.33% 6.67% 0.00% 2.80 Significant 9 20.00% 46.67% 20.00% 13.33% 0.00% 0.00% 2.27 Less Significant




113


Management and Services at Pejabat PERKESO Klang

No. Q3: Please kindly indicate your satisfaction level with Maintenance Management & Services concerning the items below.

AverageIndex

Rating Scale



2 Response to corrective maintenance and reimbursable work.


3 Timely response to emergencies works. 2.27 Less Significant 4 Overall Water Quality Supply and maintenance

water tank. 2.33 Less Significant

5 Overall Waste Disposal Management. 2.40 Less Significant


management and services at Pejabat PERKESO Klang

Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Klang

Satisfied14%

Dissatisfied36%

Very Satisfied0%

Average44%

VeryDissatisfied

6%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied

114


Table 5.62: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Sungai Petani


Rating Scale






Management and Services at Pejabat PERKESO Sungai Petani



items below.

Average

Index

Rating

Scale


implementation.

2.60 Fair

2 Overall Water Quality Supply and maintenance water

tank.

2.60 Fair

3 Qualification and capacity of our technical staff. 2.60 Fair

4 Response to corrective maintenance and reimbursable

work.

2.70 Fair


115


management and services at Pejabat PERKESO Sungai Petani

Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Sungai Petani

Dissatisfied23%

Satisfied21%

Very Satisfied3%

Average48%

VeryDissatisfied

5%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied


Table 5.64: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Muar


Rating Scale





116


Management and Services at Pejabat PERKESO Muar




Average

Index

Rating

Scale

1 Overall Planning and Implementation of the

Renovation Works and Upgrading works.

3.20 Fair


3 Overall Security services. 3.20 Fair

4 Overall Landscape services. 3.20 Fair


implementation.

3.40 Fair


management and services at Pejabat PERKESO Muar

Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Muar

Satisfied47%

Very Satisfied9%

Dissatisfied8%

Average36%

Very Dissatisfied

0%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied

117


Table 5.66: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kluang


RatingScale

1 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair 2 0.00% 40.00% 50.00% 10.00% 0.00% 0.00% 2.70 Fair 3 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 4 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 5 0.00% 50.00% 30.00% 20.00% 0.00% 0.00% 2.70 Fair 6 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 7 0.00% 30.00% 60.00% 10.00% 0.00% 0.00% 2.80 Fair 8 20.00% 20.00% 30.00% 30.00% 0.00% 0.00% 2.70 Fair 9 10.00% 30.00% 40.00% 20.00% 0.00% 0.00% 2.70 Fair

10 10.00% 20.00% 70.00% 0.00% 0.00% 0.00% 2.60 Fair 11 0.00% 20.00% 50.00% 30.00% 0.00% 0.00% 3.10 Fair 12 0.00% 30.00% 30.00% 30.00% 10.00% 0.00% 3.20 Fair 13 0.00% 20.00% 40.00% 30.00% 10.00% 0.00% 3.30 Fair 14 10.00% 40.00% 30.00% 10.00% 10.00% 0.00% 2.70 Fair 15 10.00% 0.00% 70.00% 10.00% 10.00% 0.00% 3.10 Fair 16 0.00% 10.00% 30.00% 60.00% 0.00% 0.00% 3.50 Fair




Management and Services at Pejabat PERKESO Kluang



items below.

Average

Index

Rating

Scale


implementation.

2.60 Fair



work.

2.70 Fair



118


management and services at Pejabat PERKESO Kluang

Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kluang

Dissatisfied24%

Satisfied21%

Very Satisfied3%

Average47%

Very Dissatisfied

5%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied


Table 5.68: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Rawang


RatingScale

1 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair

2 0.00% 40.00% 50.00% 10.00% 0.00% 0.00% 2.70 Fair 3 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 4 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 5 0.00% 50.00% 30.00% 20.00% 0.00% 0.00% 2.70 Fair 6 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 7 0.00% 30.00% 60.00% 10.00% 0.00% 0.00% 2.80 Fair 8 20.00% 20.00% 30.00% 20.00% 10.00% 0.00% 2.80 Fair 9 10.00% 30.00% 40.00% 10.00% 10.00% 0.00% 2.80 Fair




119


Management and Services at Pejabat PERKESO Rawang



items below.

Average

Index

Rating

Scale


implementation.

2.60 Fair



work.

2.70 Fair


5 Qualification and capacity of our technical staff. 2.70 Fair


management and services at Pejabat PERKESO Rawang

Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Rawang

Dissatisfied24%

Satisfied19%

Very Satisfied4%

Average48%

VeryDissatisfied

5%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied

120


Table 5.70: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Segamat

VD D A S VS NA Average Index

RatingScale

1 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 2 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 3 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 6 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 7 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 8 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 9 0.00% 20.00% 20.00% 20.00% 40.00% 0.00% 3.80 Significant 10 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 11 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 12 0.00% 20.00% 20.00% 40.00% 20.00% 0.00% 3.60 Significant 13 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 14 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 15 0.00% 20.00% 20.00% 40.00% 20.00% 0.00% 3.60 Significant 16 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant




Management and Services at Pejabat PERKESO Segamat




Average

Index

Rating

Scale


2 Overall Waste Disposal Management. 3.40 Fair

3 Overall fire fighting equipment and system. 3.40 Fair

4 Response to corrective maintenance and

reimbursable work.

3.60 Significant

5 Overall Planning and Implementation of the

Renovation Works and Upgrading works.

3.60 Significant

121


management and services at Pejabat PERKESO Segamat

Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Segamat

Satisfied45%

Very Satisfied16%

Dissatisfied4%

Average35%

Very Dissatisfied

0%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied


Table 5.72: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Ipoh


RatingScale

1 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair 2 0.00% 40.00% 50.00% 10.00% 0.00% 0.00% 2.70 Fair 3 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 4 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 5 0.00% 50.00% 30.00% 20.00% 0.00% 0.00% 2.70 Fair 6 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 7 0.00% 30.00% 60.00% 0.00% 10.00% 0.00% 2.90 Fair 8 20.00% 10.00% 40.00% 20.00% 10.00% 0.00% 2.90 Fair 9 10.00% 30.00% 40.00% 20.00% 0.00% 0.00% 2.70 Fair


122




Management and Services at Pejabat PERKESO Ipoh



items below.

Average

Index

Rating

Scale


implementation.

2.60 Fair


3 Response to corrective maintenance and reimbursable work. 2.70 Fair


5 Timely response to emergencies works. 2.70 Fair


management and services at Pejabat PERKESO Ipoh

Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Ipoh

Dissatisfied23%

Satisfied19%

Very Satisfied4%

Average49%

Very Dissatisfied

5%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied

123


Table 5.74: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Taiping


RatingScale

1 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 2 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 3 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 4 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 5 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 6 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 7 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 8 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 9 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant

10 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 11 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 12 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 13 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 14 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 15 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 16 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant




Management and Services at Pejabat PERKESO Taiping


Maintenance Management & Services concerning

the items below.

Average

Index

Rating

Scale

1 Overall fire fighting equipment and system. 3.40 Fair


work.

3.60 Significant


implementation.

3.80 Significant

4 Overall Water Quality Supply and maintenance water

tank.

3.80 Significant

5 Overall Waste Disposal Management. 3.80 Significant

124


management and services at Pejabat PERKESO Taiping

Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Taiping

Satisfied52%

Very Satisfied18%

Dissatisfied0%

Average30%

Very Dissatisfied

0%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied


Table 5.76: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Teluk Intan

No. VD D A S VS NA AverageIndex

RatingScale

1 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 0.00% 42.86% 14.29% 28.57% 14.29% 0.00% 3.14 Fair 4 0.00% 28.57% 28.57% 42.86% 0.00% 0.00% 3.14 Fair

5 0.00% 28.57% 28.57% 42.86% 0.00% 0.00% 3.14 Fair 6 0.00% 42.86% 0.00% 42.86% 14.29% 0.00% 3.29 Fair 7 0.00% 28.57% 28.57% 42.86% 0.00% 0.00% 3.14 Fair 8 0.00% 42.86% 14.29% 28.57% 14.29% 0.00% 3.14 Fair 9 0.00% 28.57% 28.57% 28.57% 14.29% 0.00% 3.29 Fair




125


Management and Services at Pejabat PERKESO Teluk Intan


Maintenance Management & Services concerning the items

below.

Average

Index

Rating

Scale


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

and Upgrading works.

3.14 Fair


management and services at Pejabat PERKESO Teluk Intan

Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Teluk Intan

Dissatisfied35%

Satisfied31%

Very Satisfied9%

Average25%

Very Dissatisfied

0%

Very Dissatisfied

Dissatisfied

Average

Satisfied

Very Satisfied

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

Rating No.

SD D Av A SA NA AverageIndex Scale

1 2.53% 2.53% 33.54% 34.18% 27.22% 0.00% 3.810 Significant 2 0.63% 11.39% 20.89% 36.08% 31.01% 0.00% 3.854 Significant 3 0.63% 5.06% 20.89% 46.84% 26.58% 0.00% 3.937 Significant 4 0.63% 6.33% 22.78% 36.08% 34.18% 0.00% 3.968 Significant 5 3.16% 8.23% 17.09% 50.00% 21.52% 0.00% 3.785 Significant 6 0.00% 7.59% 25.95% 45.57% 20.89% 0.00% 3.797 Significant 7 0.00% 4.43% 21.52% 43.04% 31.01% 0.00% 4.006 Significant 8 0.63% 2.53% 25.32% 40.51% 31.01% 0.00% 3.987 Significant 9 0.00% 4.43% 24.05% 40.51% 31.01% 0.00% 3.981 Significant 10 1.27% 7.59% 24.68% 31.01% 35.44% 0.00% 3.918 Significant 11 0.63% 3.80% 25.95% 37.34% 32.28% 0.00% 3.968 Significant 12 0.63% 3.16% 26.58% 31.65% 37.34% 0.00% 4.025 Significant 13 0.63% 20.89% 24.05% 36.08% 18.35% 0.00% 3.506 Significant 14 1.90% 5.06% 29.75% 34.81% 28.48% 0.00% 3.829 Significant 15 0.63% 2.53% 27.22% 38.61% 31.01% 0.00% 3.968 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. Your opinion on Improving Maintenance Management &

Services that best to apply by PERKESO.

Average

Index

Rating

Scale

1 Work Design : Modify job content, improve work methods,

restrain workers (enrich jobs)

4.025 Significant

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

(e.g. Right material at the right place at the right time)

3.981 Significant

5 Technical maintenance unit/personnel at every region/branch. 3.968 Significant

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.


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 Average Index

RatingScale

1 5.71% 5.71% 25.71% 45.71% 17.14% 0.00% 3.63 Significant 2 2.86% 11.43% 25.71% 28.57% 31.43% 0.00% 3.74 Significant 3 2.86% 8.57% 31.43% 31.43% 25.71% 0.00% 3.69 Significant 4 2.86% 11.43% 22.86% 31.43% 31.43% 0.00% 3.77 Significant 5 0.00% 8.57% 28.57% 45.71% 17.14% 0.00% 3.71 Significant 6 0.00% 5.71% 28.57% 51.43% 14.29% 0.00% 3.74 Significant 7 0.00% 8.57% 31.43% 31.43% 28.57% 0.00% 3.80 Significant 8 2.86% 5.71% 25.71% 42.86% 22.86% 0.00% 3.77 Significant 9 0.00% 8.57% 34.29% 34.29% 22.86% 0.00% 3.71 Significant 10 5.71% 8.57% 20.00% 40.00% 25.71% 0.00% 3.71 Significant 11 2.86% 5.71% 25.71% 42.86% 22.86% 0.00% 3.77 Significant 12 2.94% 0.00% 35.29% 44.12% 17.65% 0.00% 3.74 Significant 13 2.86% 5.71% 31.43% 45.71% 14.29% 0.00% 3.63 Significant 14 8.57% 8.57% 34.29% 37.14% 11.43% 0.00% 3.34 Fair 15 2.86% 2.86% 28.57% 48.57% 17.14% 0.00% 3.74 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

PERKESO Kuala Lumpur.

Average

Index

Rating

Scale


2 Processes : Improve scheduling and material flow, more

accurate – faster data flow (computerize)

3.77 Significant


4 Quality of Supervision 3.77 Significant

5 Technical maintenance unit/personnel at every

region/branch.

3.74 Significant

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

buildings.

Top five (5) opinions for Menara PERKESO

Kuala Lumpur.

Work Design : Modify job content, improve

work methods, restrain workers (enrich jobs)

Job Evaluation (Valuation/analysis work

achievement)


achievement)

Processes : Improve scheduling and material

flow, more accurate – faster data flow

(computerize)

Job Safety Design (A safe work place) Job Safety Design (A safe work place)

Planning and Scheduling

(e.g. Right material at the right place at the

right time)

Quality of Supervision

Technical maintenance unit/personnel at

every region/branch.

Technical maintenance unit/personnel at every

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.




system at the Pejabat PERKESO Seberang Jaya. By compare to summary all



130

Table 5.83: Defect List at Pejabat PERKESO Seberang Jaya

SD D Av A SA NA Average Index

RatingScale





Seberang Jaya



Average

Index

Rating

Scale

1 Centralization of power arrangement / method of central

management (Head Quarters Arrangement)

4.50 Significant



4.50 Significant



4.50 Significant



131


vs. top five (5) results for Pejabat PERKESO Seberang Jaya

Top five (5) opinions for all PERKESO buildings.

Top five (5) opinions for Pejabat PERKESO Seberang Jaya

Work Design : Modify job content, improve work methods, restrain workers (enrich jobs)

Centralization of power arrangement / method of central management (Head Quarters Arrangement)

Job Evaluation (Valuation/analysis work achievement)

Work Design : Modify job content, improve work methods, restrain workers (enrich jobs)

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(e.g. Right material at the right place at the right time)

Job Safety Design (A safe work place)

Technical maintenance unit/personnel at every region/branch.

Job Evaluation (Valuation/analysis work achievement)


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).




system at the Pejabat PERKESO Langkawi. By compare to summary all



132

Table 5.86: Defect List at Pejabat PERKESO Langkawi


Rating Scale

1 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 2 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 3 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 6 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 7 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 8 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 9 0.00% 20.00% 20.00% 60.00% 0.00% 0.00% 3.40 Significant 10 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 11 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 12 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 13 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 14 0.00% 60.00% 40.00% 0.00% 0.00% 0.00% 2.40 Less Significant 15 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant




Langkawi



Average

Index

Rating

Scale


2 Training ( courses about building maintenance management ) 4.00 Significant

3 Management By Objectives (e.g. superior and subordinate jointly

identify and define goals-monitor progress)

4.00 Significant

4 Centralization of power arrangement / method of central

management (Head Quarters Arrangement)

3.80 Significant

5 Processes : Improve scheduling and material flow, more accurate

– faster data flow (computerize)

3.80 Significant

133


vs. top five (5) results for Pejabat PERKESO Langkawi


buildings.

Top five (5) opinions for Pejabat PERKESO

Langkawi




achievement)


achievement)

Training ( courses about building maintenance

management )

Job Safety Design (A safe work place) Management By Objectives (e.g. superior and

subordinate jointly identify and define goals-

monitor progress)



right time)

Centralization of power arrangement / method

of central management (Head Quarters

Arrangement)





(computerize)


PERKESO buildings and opinion for the Pejabat PERKESO Langkawi is:





system at the Pejabat PERKESO Kangar. By compare to summary all



134

Table 5.89: Defect List at Pejabat PERKESO Kangar


RatingScale






Kangar

No. Your opinion on Improving Maintenance Management

& Services that best to apply by PERKESO.

Average

Index

Rating

Scale



3 Decentralization of power arrangement / method of

separate management (Branch Arrangement)

3.80 Significant



3.80 Significant



3.80 Significant

135


vs. top five (5) results for Pejabat PERKESO Kangar


buildings.


Kangar



Job Safety Design (A safe work place)


achievement)


achievement)

Job Safety Design (A safe work place) Decentralization of power arrangement /

method of separate management (Branch

Arrangement)



right time)







(computerize)


PERKESO buildings and opinion for the Pejabat PERKESO Kangar are:



ii. Job Evaluation (Valuation/analysis work achievement),

iii. Job Safety Design (A safe work place) and




system at the Pejabat PERKESO Seremban. By compare to summary all



136

Table 5.92: Defect List at Pejabat PERKESO Seremban


RatingScale

1 6.67% 6.67% 20.00% 13.33% 53.33% 0.00% 4.00 Significant 2 0.00% 13.33% 20.00% 13.33% 53.33% 0.00% 4.07 Significant 3 0.00% 13.33% 13.33% 46.67% 26.67% 0.00% 3.87 Significant 4 0.00% 20.00% 20.00% 13.33% 46.67% 0.00% 3.87 Significant 5 0.00% 13.33% 33.33% 40.00% 13.33% 0.00% 3.53 Significant 6 0.00% 13.33% 40.00% 33.33% 13.33% 0.00% 3.47 Fair 7 0.00% 13.33% 33.33% 33.33% 20.00% 0.00% 3.60 Significant 8 0.00% 6.67% 40.00% 26.67% 26.67% 0.00% 3.73 Significant 9 0.00% 6.67% 46.67% 26.67% 20.00% 0.00% 3.60 Significant

10 0.00% 13.33% 26.67% 13.33% 46.67% 0.00% 3.93 Significant 11 0.00% 13.33% 26.67% 13.33% 46.67% 0.00% 3.93 Significant 12 0.00% 13.33% 20.00% 20.00% 46.67% 0.00% 4.00 Significant 13 0.00% 33.33% 33.33% 26.67% 6.67% 0.00% 3.07 Fair 14 0.00% 6.67% 40.00% 20.00% 33.33% 0.00% 3.80 Significant 15 0.00% 6.67% 40.00% 13.33% 40.00% 0.00% 3.87 Significant



Seremban


Management & Services that best to apply by

PERKESO.

Average

Index

Rating

Scale

1 Communication (Consistently, openly and with

mutual trust)

4.07 Significant

2 Work Design : Modify job content, improve work

methods, restrain workers (enrich jobs)

4.00 Significant

3 Management By Objectives (e.g. superior and

subordinate jointly identify and define goals-monitor

progress)

4.00 Significant

4 Processes : Improve scheduling and material flow,

more accurate – faster data flow (computerize)

3.93 Significant

5 Management: Better coordination and budgeting,

more inspiring leadership (motivate).

3.93 Significant

137


vs. top five (5) results for Pejabat PERKESO Seremban


buildings.


Seremban



Communication (Consistently, openly and with

mutual trust)


achievement)





monitor progress)



right time)



(computerize)



Management: Better coordination and

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.




system at the Pejabat PERKESO Batu Pahat. By compare to summary all



138

Table 5.95: Defect List at Pejabat PERKESO Batu Pahat


Rating Scale






Batu Pahat



Average

Index

Rating

Scale



3.80 Significant


3 Methods Engineering / Work Simplification (Elimination

of unnecessary task to reduce time)

3.80 Significant

4 Training ( courses about building maintenance

management )

3.80 Significant

5 Communication (Consistently, openly and with mutual

trust)

3.80 Significant

139


vs. top five (5) results for Pejabat PERKESO Batu Pahat


buildings.


Batu Pahat





right time)


achievement)


achievement)

Job Safety Design (A safe work place) Methods Engineering / Work Simplification

(Elimination of unnecessary task to reduce

time)



right time)


management )




mutual trust)


PERKESO buildings and opinion for the Pejabat PERKESO Batu Pahat are:


ii. Planning and Scheduling (e.g. Right material at the right place at

the right time)




system at the Pejabat PERKESO Kulim. By compare to summary all



140

Table 5.98: Defect List at Pejabat PERKESO Kulim


RatingScale





Kulim



PERKESO.

Average

Index

Rating

Scale



4.40 Significant



4.40 Significant




region/branch.

4.20 Significant

141


vs. top five (5) results for Pejabat PERKESO Kulim


buildings.


Kulim






achievement)



right time)




right time)


achievement)




region/branch.


PERKESO buildings and opinion for the Pejabat PERKESO Kulim are:



ii. Job Evaluation (Valuation/analysis work achievement)



the right time)

v. Technical maintenance unit/personnel at every region/branch.




system at the Pejabat PERKESO Klang. By compare to summary all PERKESO

buildings the top five (5) ranking opinion on improves maintenance


142

Table 5.101: Defect List at Pejabat PERKESO Klang


RatingScale

1 6.67% 6.67% 20.00% 13.33% 53.33% 0.00% 4.00 Significant 2 0.00% 13.33% 20.00% 13.33% 53.33% 0.00% 4.07 Significant 3 0.00% 13.33% 13.33% 46.67% 26.67% 0.00% 3.87 Significant 4 0.00% 20.00% 20.00% 13.33% 46.67% 0.00% 3.87 Significant 5 0.00% 13.33% 33.33% 40.00% 13.33% 0.00% 3.53 Significant 6 0.00% 13.33% 40.00% 33.33% 13.33% 0.00% 3.47 Fair 7 0.00% 13.33% 33.33% 33.33% 20.00% 0.00% 3.60 Significant 8 0.00% 6.67% 40.00% 26.67% 26.67% 0.00% 3.73 Significant 9 0.00% 6.67% 46.67% 26.67% 20.00% 0.00% 3.60 Significant 10 0.00% 13.33% 26.67% 13.33% 46.67% 0.00% 3.93 Significant 11 0.00% 13.33% 26.67% 13.33% 46.67% 0.00% 3.93 Significant 12 0.00% 13.33% 20.00% 20.00% 46.67% 0.00% 4.00 Significant 13 0.00% 33.33% 33.33% 26.67% 6.67% 0.00% 3.07 Significant 14 0.00% 6.67% 40.00% 20.00% 33.33% 0.00% 3.80 Significant 15 0.00% 6.67% 40.00% 13.33% 40.00% 0.00% 3.87 Significant



Klang



PERKESO.

Average

Index

Rating

Scale

1 Communication (Consistently, openly and with

mutual trust)

4.07 Significant



4.00 Significant

3 Management By Objectives (e.g. superior and

subordinate jointly identify and define goals-monitor

progress)

4.00 Significant

4 Processes : Improve scheduling and material flow,

more accurate – faster data flow (computerize)

3.93 Significant

5 Management: Better coordination and budgeting,

more inspiring leadership (motivate).

3.93 Significant

143


vs. top five (5) results for Pejabat PERKESO Klang


buildings.


Klang




mutual trust)


achievement)





monitor progress)



right time)



(computerize)



Management: Better coordination and

budgeting, more inspiring leadership

(motivate).


PERKESO buildings and opinion for the Pejabat PERKESO Klang is:






system at the Pejabat PERKESO Sungai Petani. By compare to summary all



144

Table 5.104: Defect List at Pejabat PERKESO Sungai Petani


Rating Scale





Sungai Petani



Average

Index

Rating

Scale



4.40 Significant



4.40 Significant




region/branch.

4.20 Significant

145


vs. top five (5) results for Pejabat PERKESO Sungai Petani


buildings.


Sungai Petani






achievement)



right time)




right time)


achievement)




region/branch.


PERKESO buildings and opinion for the Pejabat PERKESO Sungai Petani are:






the right time)





system at the Pejabat PERKESO Muar. By compare to summary all PERKESO

146



Table 5.107: Defect List at Pejabat PERKESO Muar


RatingScale

1 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Fair 2 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 3 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Fair 4 0.00% 0.00% 40.00% 20.00% 40.00% 0.00% 4.00 Significant 5 0.00% 0.00% 0.00% 60.00% 40.00% 0.00% 4.40 Significant 6 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Fair 7 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Fair 8 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 9 0.00% 0.00% 0.00% 60.00% 40.00% 0.00% 4.40 Significant 10 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Fair 11 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 12 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 13 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Fair 14 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 15 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant



Muar



Average

Index

Rating

Scale



4.40 Significant




4.00 Significant



4.00 Significant



4.00 Significant

147


vs. top five (5) results for Pejabat PERKESO Muar


buildings.


Muar



Methods Engineering / Work Simplification


time)


achievement)


achievement)

Job Safety Design (A safe work place) Decentralization of power arrangement /


Arrangement)



right time)







(computerize)


PERKESO buildings and opinion for the Pejabat PERKESO Muar are:




iii. Technical maintenance unit/personnel at every region/branch.




system at the Pejabat PERKESO Kluang. By compare to summary all

148



Table 5.110: Defect List at Pejabat PERKESO Kluang


RatingScale




Kluang



PERKESO.

Average

Index

Rating

Scale



4.40 Significant



4.40 Significant




region/branch.

4.20 Significant

149


vs. top five (5) results for Pejabat PERKESO Kluang


buildings.


Kluang






achievement)



right time)




right time)


achievement)




region/branch.


PERKESO buildings and opinion for the Pejabat PERKESO Kluang are:




iii. Job Safety Design (A safe work place) and

iv. Technical maintenance unit/personnel at every region/branch.




system at the Pejabat PERKESO Rawang. By compare to summary all



150

Table 5.113: Defect List at Pejabat PERKESO Rawang


RatingScale




Rawang



PERKESO.

Average

Index

Rating

Scale



4.40 Significant



4.40 Significant




region/branch.

4.20 Significant

151


vs. top five (5) results for Pejabat PERKESO Rawang


buildings.


Rawang






achievement)



right time)




right time)


achievement)




region/branch.


PERKESO buildings and opinion for the Pejabat PERKESO Rawang are:






the right time)





system at the Pejabat PERKESO Segamat. By compare to summary all



152

Table 5.116: Defect List at Pejabat PERKESO Segamat


RatingScale





Segamat



PERKESO.

Average

Index

Rating

Scale



3.80 Significant




3.80 Significant


management )

3.80 Significant

5 Communication (Consistently, openly and with mutual

trust)

3.80 Significant

153


vs top five (5) results for Pejabat PERKESO Segamat


buildings.


Segamat





right time)


achievement)


achievement)



time)



right time)


management )




mutual trust)


PERKESO buildings and opinion for the Pejabat PERKESO Segamat are:


ii. Planning and Scheduling (e.g. Right material at the right place at

the right time)




system at the Pejabat PERKESO Ipoh. By compare to summary all PERKESO



154

Table 5.119: Defect List at Pejabat PERKESO Ipoh


RatingScale






Ipoh



Average

Index

Rating

Scale



4.40 Significant



4.40 Significant




region/branch.

4.20 Significant

155


vs. top five (5) results for Pejabat PERKESO Ipoh


buildings.


Ipoh






achievement)


(e.g Right material at the right place at the right

time)




right time)


achievement)




region/branch.


PERKESO buildings and opinion for the Pejabat PERKESO Ipoh are:






the right time)





system at the Pejabat PERKESO Taiping. By compare to summary all



156

Table 5.122: Defect List at Pejabat PERKESO Taiping


RatingScale


7 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 8 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 9 0.00% 20.00% 20.00% 40.00% 20.00% 0.00% 3.60 Significant 10 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 11 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 12 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 13 0.00% 40.00% 0.00% 60.00% 0.00% 0.00% 3.20 Fair 14 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 15 0.00% 20.00% 0.00% 60.00% 20.00% 0.00% 3.80 Significant




Taiping



PERKESO.

Average

Index

Rating

Scale


2 Work Measurement (e.g. Time Study) 4.00 Significant

3 Methods Engineering / Work Simplification

(Elimination of unnecessary task to reduce time)

4.00 Significant



management )

4.00 Significant

157


vs. top five (5) results for Pejabat PERKESO Taiping


buildings.


Taiping




achievement)


achievement)

Work Measurement (e.g. Time Study)



time)



right time)





management )


PERKESO buildings and opinion for the Pejabat PERKESO Taiping is:





system at the Pejabat PERKESO Teluk Intan. By compare to summary all



158

Table 5.125: Defect List at Pejabat PERKESO Teluk Intan


RatingScale

1 0.00% 0.00% 28.57% 28.57% 42.86% 0.00% 4.14 Significant 2 0.00% 0.00% 14.29% 57.14% 28.57% 0.00% 4.14 Significant 3 0.00% 0.00% 14.29% 57.14% 28.57% 0.00% 4.14 Significant 4 0.00% 0.00% 14.29% 42.86% 42.86% 0.00% 4.29 Significant 5 0.00% 0.00% 14.29% 57.14% 28.57% 0.00% 4.14 Significant 6 0.00% 0.00% 28.57% 42.86% 28.57% 0.00% 4.00 Significant 7 0.00% 0.00% 14.29% 42.86% 42.86% 0.00% 4.29 Significant 8 0.00% 0.00% 28.57% 42.86% 28.57% 0.00% 4.00 Significant 9 0.00% 0.00% 14.29% 42.86% 42.86% 0.00% 4.29 Significant 10 0.00% 0.00% 28.57% 28.57% 42.86% 0.00% 4.14 Significant 11 0.00% 0.00% 28.57% 42.86% 28.57% 0.00% 4.00 Significant 12 0.00% 0.00% 28.57% 28.57% 42.86% 0.00% 4.14 Significant 13 0.00% 57.14% 14.29% 0.00% 28.57% 0.00% 3.00 Fair 14 0.00% 0.00% 14.29% 0.00% 85.71% 0.00% 4.71 Most

Significant 15 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 5.00 Most

Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly



Teluk Intan



PERKESO.

Average

Index

Rating

Scale


region/branch.

5.00 Most

Significant



4.71 Most

Significant



4.29 Significant



159


vs. top five (5) results for Pejabat PERKESO Teluk Intan


buildings.


Teluk Intan




region/branch.


achievement)

Decentralization of power arrangement /


Arrangement)

Job Safety Design (A safe work place) Planning and Scheduling

(e.g Right material at the right place at the right

time)


(e.g Right material at the right place at the

right time)


achievement)





PERKESO buildings and opinion for the Pejabat PERKESO Teluk Intan are:


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.

Figure 5.1 Existing Organization Chat Property Unit (produce from gain information by interview with Manager Property Unit PERKESO)

PENGURUS KANANUNIT HARTA

(G26)

OPERASI & SELENGGARAAN

PENOLONG PENGURUSUNIT (G21)

PEMBANGUNANPENGURUSAN

KONTRAKPENGURUS UNIT

(G25)

PEMBANGUNAN C&S PENGURUS UNIT

(G25)

PEMBANGUNANM&E

PENGURUS UNIT (G25)


PEGAWAI EKSEKUTIF KONTRAK

(G19)

OPERASI &SELENGGARAAN

PEGAWAI EKSEKUTIF M&E(G19)


PEGAWAIEKSEKUTIF I.D

(G19)

KERANI(G12) KERANI

(G12)

JURUTAIP(G9)

EXISTING ORGANISATION CHART

163

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.

PENGURUS BESAR CAWANGAN

PELABURAN & HARTA(G28)

PENGURUS KANANUNIT HARTA

(G28)

PEMBANGUNAN HARTANAH

PENGURUS UNIT (G25)

PEMASARAN & PENGURUSAN

PENYEWA PENGURUS UNIT

PENGURUSAN KONTRAK

PENGURUS UNIT(G25)

OPERASI & SELENGGARAANPENGURUS UNIT

(G25)

PENOLONG

PENGURUS

(G21)

PENGURUS

(G24)

PEGAWAI EKSEKUTI

F(G19)

PENOLONGPENGURUS

(G21)

PEGAWAIEKSEKUTIF

(G19)

PEGAWAIEKSEKUTIF

(G19)

PENGURUS(G24)

PENOLONGPENGURUS

(G21)Semenanjung

(Barat)

PENOLONGPENGURUS

(G21)Semenanjung

(Timur)

PENGURUS(G24)

Pejabat Negeri

PEGAWAI EKSEKUTIF

(G19)Pejabat Negeri

PENGURUS(G24)Sabah

PENGURUS(G24)

Sarawak

KERANI(G12)

KERANI(G12)

KERANI(G12)

KERANI(G12)

KERANI(G12)

PEMBANTU AMRENDAH

(G8)

JURUTAIP(G9)

PROPOSAL ORGANISATION CHART

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

YES


Repair in the

preventive


Update

Property Unit PERKESO Staff

Annual Program

Annual Inspection


Monthly Program

Daily Program

Weekly Program

Tendering Process


-PERKESO Staff


- Telephone

YES

?Necessary

Field Inspection

?DLP

Execute WorkUpdate

Data Base

NO

Contracto

NO

YES

NOReturn with explanation

YES

Budget Process

User Request

Tendering Process

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.

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

YES


Repair in the

preventive


Update

Property Unit PERKESO Staff

Annual Program

Annual Inspection


Monthly Program

Daily Program

Weekly Program

Tendering Process


-PERKESO Staff


- Telephone

YES

?Necessary

Field Inspection

?DLP

Priority ?

Emergency Level? Use

Contingencies Budget Execute Work

UpdateData Base

NO

Contracto

NO

NO

YESYES

NOReturn with explanation

YES

Budget Process

User Request

NO

Tendering Process

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 InformationPart 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 : [email protected]

Sekiranya ada sebarang pertanyaan, Sila hubungi saya di:

No. Telefon : 03 – 42645201 No. Telefon Bimbit : 019-6832930

Email : [email protected]

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 Please tick ( ) your answerSOALAN Sila tandakan ( ) pada jawapan anda

Gender Male/Lelaki Female/ Wanita 1.JantinaAge ( in years) 12 - 18 19 - 25 2.Umur 26 - 32 33 - 38 39 and Above Ethnicity/Race Malay Chinese3.Etenik/Bangsa India Others (Please specify: ………..) Marital Status (please check one) Single Married with children

Married Divorced with children 4.

Status Perkawinan Divorced

What is your employment status? Full–timeemployed

Self employed 5.

Apakah status taraf pekerjaan? Part-timeemployed

Not employed

If employed, what is your income level?

RM 1000 – RM 2000

RM 2001 – RM 3000 6.

Sekira telah bekerja, apakah tahap pendapatan?

RM 3001 – RM 4000

RM 4001 or above

How long have been using PERKESO facilities?

Bawah 1 tahun

1 – 2 tahun 3 – 4 tahun 7.

Berapa lamakah telah mengunakan fasiliti PERKESO?

5 – 6 tahun 7 – 8 tahun Lebih dari 8 tahun

Following background most accurately describes your organization

Architect/Engineering Firm

Construction Company

Latarbelakang yang mengambarkan organisasi tempat kerja anda

Multi-DisciplinaryPractice

Maintenance Company

8.

GovernmentSector / Semi GovernmentSector

Others (please Specify) ……………………………

179Please kindly indicate your designation level.

Ketua Sektor / Ketua Bahagian / Ketua Cawangan/ Ketua Unit / Pengarah /T.Pengarah/Pegurus Pejabat Tempatan.Pengurus / Penolong Pengurus / Pegawai Tadbir / Pegawai EksekutifKakitangan Bukan Eksekutif

9.

Sila nyatakan kedudukan perjawatan anda.

Others (please Specify) ……………………………. Your job description? Pengurusan / Pentadbiran(Management/Administration )

Sumber Manusia (Human Resource) Perundangan (Law)Akaun/Kewangan (Account/Financial)

10.Apakah bidang jawtan anda?

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 2 3 4 5 NA

Most Frequent (Amat Kerap)

Frequent(Kerap)

Fair(Sederhana)

Less Frequent (KurangKerap)

Least Frequent (Amat Kurang

Kerap)

Not Applicable (Tidak

Berkaitan)

Please tick ( ) your answerNo. QUESTION Sila tandakan ( ) pada jawapan anda

SOALAN1 2 3 4 5 NA

1. Structure (i.e. crack, shrinkage, etc) Struktur (contoh keretakan, perkembangan dan lain-lain)

2. Lift (i.e. stuck) Lif (contoh tidak berfungsi)

3. Waterproofing leakage Ketirisan, kebocoran kalis air

4. External wall (i.e. cracked brickwork, flaking, blistering) Dinding Luar (contoh keretakan dinding batu bata

5. Internal wall (i.e. plaster loose, discolored, blistered decoration, etc) Dinding Dalam (contoh plaster lompong, warna pudar,

6. Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc)Bumbung (contoh bocor, paip air hujan tersumbat, melengkung, dll)

7. 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)

1808. Fire alarm system (false ringing, etc)

Sistem penggera kebakaran (rosak, tidak berfungsi, dll) 9. Electric installation (i.e. lamp, plug, switch, Electrical

short, etc) Pemasangan Elektrik (contoh lintar pintas, salah pemasangan, dll)

10. Plumbing system (i.e. leaks at joint, mall function ball valves, etc) Sistem pepaipan (contoh kebocoran pada sambungan,injap bebola tidak berfungsi dll)

11. Drainage system (i.e. blocked drains) Sistem perparitan dan saliran (contoh peparitan tersumbat dll)

12. Water quality Kualiti air (contoh berkelodak, berkarat, beralga dll)

13. Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) Peralatan Sanitari (contoh urinal tersumbat, paip kumbahan tersumbah, kepala paip rosak dll)

14. Waste disposal. Pelupusan sampah (contoh sampah lambat dilupuskan, berbau, dll)

15. 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 2 3 4 5 NAVery Dissatisfied

(Amat Tidak Memuaskan)

Dissatisfied(Tidak

Memuaskan)

Average(Sederhana)

Satisfied(Memuaskan)

Very Satisfied(Sangat

Memuaskan)

Not Applicable (Tidak Berkaitan)

Please tick ( ) your answerNo. Question (Soalan) Sila tandakan ( ) pada jawapan anda

1 2 3 4 5 NA1. Overall Preventive Maintenance planning and

implementation.Perancangan dan Implimentasi Penyelenggaraan Bangunan berjadual secara keseluruhan.

1812. Response to corrective maintenance and

reimbursable work.Tindakan untuk kerja-kerja pembaikan dan kerja-kerja tambahan.

3. Overall Mechanical and Electric System. Sistem Mekanikal & Elektrikal secara keseluruhan.

4. Overall Planning and Implementation of the Renovation Works and Upgrading works. Perancangan dan Implimentasi kerja-kerja Pengubahsuai dan Menaiktaraf.

5. Overall system ventilation & inlet air. Sistem Pengudaraan Masuk dan Keluar secara keseluruhan.

6. Overall Cleaning services.Perkhidmatan kebersihan dan pencucian secara keseluruhan.

7. Overall Security services.Perkhidmatan kawalan keselamatan secara keseluruhan.

8. Overall Landscape services.Perkhidmatan senitaman secara keseluruhan.

9. Timely response to emergencies works.Tindakan segera ketika waktu kecemasan.

10. Overall Water Quality Supply and maintenance water tank. Kualiti Bekalan bekalan air bersih dan penyelenggaraan tank air.

11. Overall Waste Disposal Management. Pengurusan Bahan Buangan secara keseluruhan.

12. Overall Controlling Environmental Pollution. Kawalan Alam Sekitar secara keseluruhan.

13. Overall fire fighting equipment and system. Peralatan dan sistem rintangan api secara keseluruhan.

14. Qualification and capacity of our technical staff.Pengetahuan dan kebolehan kakitangan teknikal penyelenggaraan.

15. Technical staff attendance and discipline.Kehadiran dan disiplin kakitangan teknikal dalam menjalankan tugas.

16. 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 2 3 4 5 NA

Strongly Disagree(Amat Tidak Bersetuju)

Disagree(Tidak

Bersetuju)

Average(Sederhana)

Agree(Setuju)

Strongly Agree (Amat

Bersetuju)

Not Applicable (Tidak

Berkaitan)

Please tick ( ) your answerNo. Question (Soalan) Sila tandakan ( ) pada jawapan anda

1 2 3 4 5 NA1. 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)

2. Communication (Consistently, openly and with mutual trust)Komunukasi ( Berterusan, terbuka dan kepercayaan)

3. Training ( courses about building maintenance management ) Latihan( Kursus berkaitan dengan pengurusan penyelengaraan bangunan )

4. Quality of SupervisionPemantauan dari segi kualiti

5. Methods Engineering / Work Simplification (Elimination of unnecessary task to reduce time)Method Kejuruteraan / Memudahkan proses kerja ( Membuang mana-mana aturcara kerja untuk mengurangkan masa)

6. Work Measurement (e.g. Time Study) Pengukuran kerja ( cth. Kajian terhadap masa)

7. Job Evaluation (Valuation/analysis work achievement) Penilaian Kerja ( Penilaian/Penganalisaan Pestasi Kerja)

8. Job Safety Design (A safe work place)Rekabentuk Keselamatan Bekerja ( Keselamatan Di Tempat Kerja)

9. 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)

18310. Management: Better coordination and budgeting, more

inspiring leadership (motivate).Pengurusan : Koordinasi yang baik dan Peruntukan/Belanjawan yang berkesan, pemimpin yang berinspirasi dan bermotivasi.

11. 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).

12. 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)

13. Centralization of power arrangement / method of central management (Head Quarters Arrangement)Pemusatan pengurusan / method pengurusan setempat( Pengurusan Ibu Pejabat)

14. Decentralization of power arrangement / method of separate management (Branch Arrangement) Pengurusan tidak berpusat / method pengurusan agihan ( Pengurusan Cawangan)

15 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 self-

addressed and post-paid envelope.Once again thanks you for your support!