Five Steps in a Maintenance and Repair Program

1. chapter9 Facility Maintenance chapter 9 Facility Maintenance Author name here for Edited books

2. Five Steps in a Maintenance and Repair Program 1. Planning and programming 2. Budgeting 3. Staffing 4. Supervising 5. Evaluating

3. Planning and Programming • Inventory of the facility • Categorizing work to be done • Developing appropriate standards • Analyzing the facility deficiencies • Reviewing owner manuals and warranties • Prioritizing work by activity, class, or deficiencies • Developing short- and long-term plans

4. Budgeting • Setting the tone for all maintenance and repair (M&R) work developed from the work plan • Analyzing the impact of capital budget on M&R • Developing a comparison with prior budgets • Developing an impact analysis if funds are cut • Identifying and eliminating ways money is overspent on M&R • Organizing all materials and inventory to save money • Allocating budgeted funds to resolve problems • Managing contracting strategies

5. Staffing • Developing an organizational model of M&R department • Creating clear lines of responsibility and authority • Hiring employees with technical competencies • Training workers to accomplish tasks and improve skills • Managing both in-house and outsourced workers • Possibly outsourcing for specialized or less expensive workers

6. Supervising • Providing leadership and monitoring workers • Managing the work flow • Providing rapid responses to crises • Analyzing the condition of repaired equipment • Controlling budgets and financing • Managing the facility information system (FIS) • Ensuring accountability • Ensuring that proper documentation is kept and managed • Using a quality-control plan • Administering a tenant relations program • Coordinating activities with potential unions

7. Evaluating • Evaluating prerepair and postrepair condition for quality • Comparing results with historical data • Examining customer and tenant feedback • Evaluating employee performance against set standards

8. Maintenance Audit • Establish priorities. Do certain systems need to be analyzed? • Establish audits schedule. A time frame has to be established to determine whether maintenance will be examined on an annual, monthly, or other basis. • Organize and define the audit. A proposed statement of scope can be developed. • Select an audit team. Those who will be affected by the process need to have input into and involvement in the process. (continued)

9. Maintenance Audit (continued) • Perform the audit. Audit plan is developed once the scope and parameters are defined. • Prepare the report. A detailed report highlights the findings. • Take action. Critically analyze and institute plans and procedures. • Follow up. Was the process successful?

10. Elements of a Maintenance Audit • Organization. What policies, procedures, personnel, and organizational structure are used in implementing maintenance goals and objectives? • Workload identification. What is the equipment’s general condition? • Work plan. What priority is given to which project? • Work accomplishment. Have all the necessary supplies and parts been available for required maintenance work? • Appraisal. Is a management information system in place?

11. Maintenance Department Repair and maintenance planning process can fall into seven basic work areas: • Inspect and repair only when absolutely necessary (IROAN). • Cyclical repairs involve periodic maintenance, such as replacing the roof every 20 years. • Preventive maintenance is maintaining the equipment or facility according to preestablished standards, such as oiling motors every 100 hours of use. (continued)

12. Maintenance Department (continued) • Routine maintenance refers to day-to-day work required to ensure a facility stays open. • Janitorial care refers to the cleanliness and supplying of a facility with necessary materials such as toilet paper. • Breakdown maintenance involves replacing a burned-out light bulb or broken machine. • Repair projects involve actions such as replacing a broken window.

13. Facility Repair Management • Benchmarking numbers help a facility determine how they are maintaining the facility compared with other facilities. • Some stats from the IFMA benchmarking survey (2001): • The mean cost per square foot for cleaning restrooms, offices, work areas, and common areas is $1.29. • Maintenance departments on average respond to emergencies in 6 minutes or less 14% of the time; they respond within 30 minutes 18% of the time. • The amount of space per employee has declined from 471 square feet per person in 1997 to 407 square feet in 2001.

14. Basic Maintenance: Monitoring Repairs • Computerized maintenance management systems (CMMS) streamline the maintenance system by processing critical information and providing solutions to help maintain systems and decrease the life-cycle cost. • Examples include work order printouts, maintenance history on handheld devises.

15. Summary • A facility needs to have a policy and procedure for maintenance and repair in order to run effectively. • A facility manager can use a CMMS and a dedicated maintenance department to develop a plan, audit operations, and implement strategies to ensure the facility is clean and running effectively.

16. Discussion Questions and Activities • What is the most important part of the maintenance and repair program? • How can maintenance be improved at your institution? • What repairs can you find that need to be conducted at a local larger sport facility in your area?