Advanced Diploma in Facilities & Asset Maintenance Management | Learn Maintenance Planning Principles

1. TRENT GLOBAL COLLEGE OF TECHNOLOGY & MANAGEMENT Advanced Diploma in Facilities Management Asset Maintenance Management Lecturer: Daniel wong, MBA, M.Sc, BBus

2. Learning Objectives • Understand the basics of individual maintenance projects, their • objectives, cost and time limits • Primary principles of maintenance planning • Alternative organizational structures for maintenance procedures

3. Typical kind of maintenance projects • Plant shutdowns • Annual overhauls • Additions and alternations • Maintenance Projects • A general maintenance program for a set of assets is generally • made up of a numbers of maintenance projects • 2. Can be major or minor projects • 3. Can be isolated or part of a larger program of works • 4. Can be one-off or repetitive • 5. Can be a fixed price contract or a one-off works order for repairs

4. Maintenance Projects • Has a defined objective • Is subject to established time limits • Must meet an established specification • Must keep within specified cost limits • Consume resources

5. 1. Maintenance Objectives • The defined objectives could include: - • To comply with the aims of the maintenance policy • To bring an asset up to the statutory minimum requirement • To get a building ready for re-sale • To improve building aesthetics • To improve the image of the company • 2. Maintenance Project Time Limits • Maintenance Projects are usually part of a long term program • Individual contract with durations that form the components of a much larger sequence. • Fixed Price Maintenance Contract, usual date for completion is fixed once tender is accepted • Term Maintenance contract, usually runs from 1 year or more. Come with a specific date for completion. Maximum time to respond is also stated

6. 3. Maintenance Project Specifications • Project Objectives varies, hence project specification also differs from projects to projects • The specifications could take a number of forms and depend on individual projects, e.g: - • Performance Specification • Traditional Specifications • Working Drawings • Variation Orders • Item Descriptions • Guarantees and Warranties • Contractual Safeguards • Reasonably fit for purposes • Test of reasonableness • Standards stated in specification usually will become contract terms once the tender is accepted • Term Contracts • Content usually is split up into different • trade schedules of rates • Can be single or multi-trade specifications • Must be thorough as any mistake will • compound over the entire contract duration • Contractors usually get favorable rates for • items that are not properly described • Owner has to pay for incorrect / high rates • every time the service is called

7. 5. User of Resources in • Maintenance Projects • Mtce Project may consume a large number and quality of resources, labor, material and time • Resources obtained and provided for each task • Typically, the supply of resources will come from the following • Internally (management) • Externally (contracting • skills) • Financed by the project budget • Cost Limit Development Sequences: - • Formulate detailed • design estimate • Pre-tender cost • check • Tender receipt and • report • Comparison with • estimate and • reconciliation • Interim cost report • Final account • 4. Maintenance Project • Define Cost Limits • Usually applied early in the evolution of a Fixed Price Maintenance Contract • Cost limits are not contract terms, but the fixed price in the contract is already the cost limit. • For Term Maintenance Contract, user rely on historical data to establish the budget. This budget is used to call the term contracts

8. Maintenance Organization • The 1st step to a successful project is to develop a proper organization • structure • Small project can be managed by 1 person • Big project will need a large, complex, multi-disciplinary team, and • selection of team members is important • Two main considerations • 1. The individual that make up the team • 2. Multi-disciplinary Team

9. Maintenance Organization (cont’d) • 1. The individual that make up the team • Maintenance Manager usually will form part of the team, regardless of the type of set up • The type of set up will determine the individual to be from internal or external • If the team is in-house staff, then the liability of assuring the quality and workmanship will falls on the Facility Manager • The set up varies from companies to companies and nature of project

10. Maintenance Organization (Pg. 4-5) Case Study Example 1 – Edinburgh District Council 40 Staff plus numerous External Consultants Housing Department Deputy Director Planned Maintenance Section Responsive Maintenance Section Works & Modernisation Section Sub-sections for Heating Electrical Lifts and Stairs Lighting etc Split into various local offices each have their budget/team inspectors Produces documentation and operates contracts for major works

11. Edinburgh City Council Planned Maintenance Section Responsive Maintenance Section Modernisation Section

12. Safeway Centralised Maintenance Organisation One Year Contracts For New Contractors Five Year Contracts For established Contractors

13. Maintenance Organization (cont’d) • 2. Multi-disciplinary Teams • The company’s policy and financial availability will determine the extend and degree of • outsourcing • Hypothetical Maintenance Team set up if maintenance project is outsourced to • external contractor: - • The Client • The Architect • The Quantity Surveyor • The Consultants • The Contractors • The Maintenance Manager / Project Manager / Facility Manager • The Project Sponsor

14. 2. Multi-disciplinary teams (cont’d)

15. 2. Multi-disciplinary teams (cont’d) Asset Maintenance Management 1 [D13AM] 4.0 Projects, Organisation and Planning SPP

16. 2. Multi-disciplinary teams (cont’d)

17. 2. Multi-disciplinary teams (cont’d)

18. 2. Multi-disciplinary teams (cont’d)

19. 2. Multi-disciplinary teams (cont’d)

20. Maintenance Project Planning • 3 Primary Components of any Maintenance Plan : - • Planned Maintenance >> involved in first investigate, then planned out strategic plan to execute • Responsive Maintenance >> unplanned and unforeseen • Ad Hoc Maintenance >> carried out as and when • A Maintenance Mgr needs a lot of skill to get the correct balance • Responsive maintenance is not acceptable in all situation. • Applicable to non-critical works such as paintworks, but not suitable for system where specific performance is essential • Strong correlation between planned and responsive costs • More Planned Maintenance ≈≈ Lesser responsive backup

21. Maintenance Project Planning(cont’d) Cost Cost Responsive Responsive Planned Time Time a) Responsive Load without Planned Element b) Responsive Load with Planned Element

22. Maintenance Project Planning(cont’d) • Maintenance Project Planning comprises of three elements • Calculating the work requirement • Calculating the resources required • Defining required levels of quality and safety (QMS).

23. Maintenance Project Planning(cont’d) Maintenance Project Planning Process involves • Maintenance Project Monitoring • Maintenance Scheduling • Generate Project WBS • Calculate Maintenance Project Logic • Assign Durations to Each Maintenance Activity • Identify the Start and Finish Window for Each Activity • Re-plan as necessary • Rationalize Resources & Form Draft Maintenance Schedule • Refine to form Final Maintenance Schedule • Maintenance Program • Advantages of Using Computerized Approaches

24. Maintenance Project Planning(cont’d) Maintenance Project Monitoring Comprises: -

25. 2. Maintenance Scheduling • A process to produce Maintenance Plan from the individual WBS elements • Can be Individual Maintenance Plan for a contract or • A Collective Maintenance Plan for individual sub-plans • The Complete Network Analysis or program must show the start and finish times for each maintenance activity • 12 Common applications of Maintenance Schedule

26. 2. Maintenance Scheduling (cont’d) • The Basis Processes of Maintenance Schedule Generation: - • Generate Project WBS (Work Breakdown Schedule) • Calculate Project Logic • Assign durations to each activity • Identify the start and finish window for each activity • Identify those activities with no window (critical path) • Re-plan as necessary • Rationalize resources • Form draft maintenance schedule • Redefine to form final maintenance schedule

27. 3. Generate Project WBS • Use a suitable computerized system to • generate Project WBS • This is both efficient and fast, and can • used to generate most maintenance • schedule • Type of available systems include: - • Computer Database Estimating • Systems (CDES) • Computer Automated Facilities Mgt • (CAFM) • Computerized Maintenance Mgt • Systems (CMMS) Computerized Systems Computerized system is essential as there can be hundreds of thousands of different item descriptions or a large number of simple repetitive activity descriptions Computerized drawings can be generated via AutoCAD. Assets on drawings are marked and assigned with ID. Can link each asset to a database of information, with contains asset, asset location, the age, and maintenance history etc The Library This is a database of maintenance or work functions Functions can linked to specific assets Use as a basis for long and short term maintenance requirements

28. Generate Project WBS (Cont’d) The Price Code and Unit Rate Database The database will usually contain thousands of individual labor, plant and material items Can contain price on anything from basic to complex service items with unit rates Unit rates are updated on periodic basis, such monthly, or automatically from suppliers With this, the Maintenance Mgr will have a list of tasks, time estimates, and budget costs Such information can also be used to call Schedule of Rates contracts Conventional system may not be able to store in such details

29. Maintenance Project Planning(cont’d) 4. Calculate Maintenance Project Logic The most logical ways of executing the works in the WBS is calculated after the Project WBS is generated For larger projects, there are more than 1 way to execute the works, all methods are equally acceptable, i.e. no single best method WBS work packages are evaluated in terms of the sequence in which execution should occur, and this result in Precedence Diagram Evaluation of Project Logic is usually resource-driven. For example, need access machinery such as scaffolding to replace high bay lights. Hence, availability of the scaffolding will become a consideration while evaluating the Project Logic

30. Maintenance Project Planning(cont’d) 5. Assign Duration to Each Maintenance Activity The amount of time taken to complete each individual activity is calculated after the Project Logic is calculated Can be related to 1 maintenance contract or a series of sub-activities within a contract Assigning activity is based on individual experience, national or company standard Can take previous job as reference point, as most maintenance job tends to be repetitive in nature. There are 3 possible methods of assessing the duration: - The Modular Approach assumes, larger and complex operations cannot be accurately estimated. However, it can be broken down to smaller units, which duration can be easily estimated, to derive the total duration of the complex operation. In the Benchmark job technique, the estimated durations are made on the basis of recorded times for similar works. E.g. renovate 1 house take 10 days, for 10 houses will be 100 days The Parametric Technique will apply where the activity cannot be broken down any further and where no standards for similar works are available.

31. 5. Assign Duration to Each Maintenance Activity (cont’d) The Parametric technique process isolate 2 variables, the dependent variable and the independent variable. The time taken to complete the job depends on the scale of the independent variable. E.g. the time required to re-line a tunnel is directly proportional to the length.

32. Maintenance Project Planning(cont’d) 6. Identify the Start and Finish Window for Each Activity There are 2 important event times required Earliest Event Time (EET), the forward pass. The earliest date which a particular activity can start. Latest Event Time (LET), the backward pass. The latest date which a particular activity can start in order to avoid delay in project. The difference between EET and LET is the float The path with zero float is the critical path, i.e. the longest overall time to complete the project Should there be any delay on the critical path, there will be an increase in the overall project completion date Usually used in pre-contract or post-contract re-planning

33. Maintenance Project Planning(cont’d) 7. Re-plan As Necessary The maintenance schedule or program is produced as a draft and is then presented to the client for approval This draft will then be adjusted and alternated as required to speed up the aspects of program or reduce cost etc Re-panning involves re-evaluating logic, varying load on internal staff and transfer of resources from non-critical activities, overlapping activities (fast track), omitting sections of works etc 8. Rationalize Resources and Form Draft Maintenance Schedule Resources are levelled in order to make optimum use of available resources Avoid large peaks and troughs and concentrations of use of individual resources, to prevent gaps in utilizations Process >> prepare a draft schedule for the project team to brainstorm and client for information.

34. Maintenance Project Planning(cont’d) 9. Refine to form Final Maintenance Schedule Schedule contains firm times and dates for all maintenance activities together with confirmed project logic A recognized document used by all members of the maintenance team 10. Maintenance Program Once individual maintenance plans have been produced, they are combined and linked to form the overall Maintenance Program Maintenance Program represents the overall maintenance effort for the organization over a period of time. It is developed in exactly the same way as the basic maintenance schedule, except the individual components of the program is replace with individual plan rather than maintenance activities

35. Maintenance Project Planning(cont’d) • 11. Advantages of Using Computerized Approaches • The most obvious advantages over traditional approaches includes: - • Complexity • Re-scheduling • Combined approaches and analysis Re-scheduling All plans and programs are approximations, hence need constant changes and adaptations This is best handle by computer Computer allows input of different variables, and allow adjustments with results known immediately Complexity Modern maintenance programs are highly complex, with large number of links, run over many years, and inter-related with each others Computers can manage this part better Combined approaches and analysis Needs the ability to show both work packages and costs. Must allow periodic monitoring of time, cost, quality as part of strategic planning process

36. Sample - Critical Path Analysis How to use the tool: As with Gantt Charts, the essential concept behind Critical Path Analysis is that you cannot start some activities until others are finished. These activities need to be completed in a sequence, with each stage being more-or-less completed before the next stage can begin. These are 'sequential' activities. Other activities are not dependent on completion of any other tasks. You can do these at any time before or after a particular stage is reached. These are non-dependent or 'parallel' tasks. Drawing a Critical Path Analysis Chart Use the following steps to draw a CPA Chart: 1. List all activities in the planFor each activity, show the earliest start date, estimated length of time it will take, and whether it is parallel or sequential. If tasks are sequential, show which stage they depend on. For the project example used here, you will end up with the same task list as explained in the article on Gantt Charts (we will use the same example as with Gantt Charts to compare the two techniques). The cart is repeated in figure 1 below:

37. Figure 1. Task List: Planning a custom-written computer projectNB: The start week shows when resources become available. Whether a task is parallel or sequential depends largely on context. Sample - Critical Path Analysis Asset Maintenance Management 1 [D13AM] 4.0 Projects, Organisation and Planning SPP

38. Sample - Bar Chart Schedule Asset Maintenance Management 1 [D13AM] 4.0 Projects, Organisation and Planning SPP

39. Sample - Gantt Chart Schedule Asset Maintenance Management 1 [D13AM] 4.0 Projects, Organisation and Planning SPP

40. Maintenance Project Network Analysis

41. Maintenance Project Planning Resources and Cost

42. Maintenance Project Planning Steps in Time Management Process • Definition of activities; • Sequencing of activities; • Estimating duration of activities; • Schedule development; • Monitor and control of schedule;

43. Maintenance Project Planning WBS - Work Breakdown Structure: • WBS is primary tool for activity definition; • it breaks project into manageable lots based on goals & objectives; • has been termed as “Decomposition”; • involves subdivision of elements into smaller more manageable lots for better control;

44. Maintenance Project Planning SAMPLE WBS 1.00 Start 1.01 Contract Award 2.00 Siteworks 2.01 Site Preparation 2.02 Excavate Footings 3.00 Purchasing 3.01 Order Bricks 3.02 Order Concrete 4.00 Construction 4.01 Pour footings 4.02 Concrete curing 4.03 Erect walls 4.04 Hang Gate 5.00 Close Out 5.01 Practical Completion

45. QuestionHow does change requests affect maintenance and project planning?