Maintenance and Facilities Management (Bsr607) Case Study: Bangunan Darul Ehsan
Maintenance and Facilities Management (Bsr607) Case Study: Bangunan Darul Ehsan
CASE STUDY:
BANGUNAN DARUL EHSAN
PREPARED BY:
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BSR 607 MAINTENANCE AND FACALITIES MANAGEMENT | BANGUNAN DARUL
EHSAN
CHAPTER 1:
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BSR 607 MAINTENANCE AND FACALITIES MANAGEMENT | BANGUNAN DARUL
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The strategic investment arm of the State of Selangor that stimulates economic
growth, support the State’s agenda and drive value creation to sustain equitable wealth
distribution. Menteri Besar Selangor (Incorporated) is responsible to:
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BSR 607 MAINTENANCE AND FACALITIES MANAGEMENT | BANGUNAN DARUL
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No Picture Description
.
1 Provided for public and staff.
Located at every floor.
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No Picture Description
.
4 Use by the staff and public
during breakfast and lunch.
Selling food for staff and
public.
Located at the ground floor.
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No Picture Description
.
7 Provided for Disable People.
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No Picture Description
.
1 Emergency lamp during cut
off electricity.
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No Picture Description
.
4 For the safety when building
on fire.
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No Picture Description
.
7 Provided for the staff and the
public in the building.
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CHAPTER 2:
MAINTENANCE
MANAGEMENT
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BSR 607 MAINTENANCE AND FACALITIES MANAGEMENT | BANGUNAN DARUL
EHSAN
SDE Facilities Management Sdn Bhd (463140-D) previously known as MSNS Facility
Management Sdn Bhd was incorporated in Malaysia in 2015 as a private limited company.
The principle activities are provision of Comprehensive Building Facilities Management
Services. The organisation is operating with the objective of consistently providing quality
services to the customers.
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MANAGING
DIRECTOR
CHIEF EXECUTIVE
OFFICER
FACILITY
MANAGER
SUPERVISOR
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QUALITY POLICY
SDE Facilities Management Sdn Bhd aims to be the world leader in providing Building
Maintenance services internationally and nationally as its strategic direction to meet the
fast growing market needs and expectation.
In order to supports the Company strategic direction, our team are committed to
provide our services to our customers with high efficiency and effectiveness in order to be
consistently achieving the fast and reliable services.
We are also committed to satisfy applicable requirements including applicable
legal requirements, customer requirements, quality management system requirements and
other requirements of other interested parties within the context of the quality management
system.
Our management is committed to continual improve the quality management
system and its services from time to time.
We believe these are the corner stones to consistently full fill our customer
requirements and expectation and enhancing our customer satisfaction, and at the same
time maximizing the values, needs and expectation of all other stakeholders including
our suppliers and subcontractors, shareholders, employee and relevant authorities.
1. This Quality Manual is developed in accordance with the international standard ISO
9001:2015 Quality Management System – Requirements.
2. The scope of this manual includes policies on how ISO 9001:2015 elements are being
addressed in streamlining management and operation, particularly in the aspects that
affects quality, products and services. This manual also describes the responsibility for
implementation, maintaining and improving the quality system.
3. Exclusions from the ISO 9001:2015 includes:
Clause 8.3: Design and development of products and services. Justification: Does not
design or develop products.
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1. When changes are made, the revision number and revision date shall be changed to
reflect the revision status. Revised areas shall be marked with a black vertical line in the
right hand margin of the affected paragraph/pages.
2. Minor amendment to the Quality Manual that may be incorporated without the prior
approvals includes the followings:
Correction of typo errors.
Updating of existing SOPs to remove ambiguity, improve the depth and
comprehensiveness of the write-up.
In general, it shall be guided by the principle that the amendment to the SOPs shall
not affect the approval of the company, the quality system and SOPs and the quality
of work.
Amendments shall not be contradictory to any requirements/standard.
3. All other amendments shall be reviewed by the MR and approved by the Chief
Executive Officer.
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1. The Management of SDE Facilities Management Sdn Bhd shall determine external and
internal issues that are relevant to its purpose and its strategic direction and that affect its
ability to achieve the intended result(s) of its quality management system.
2. The Management of SDE Facilities Management Sdn Bhd shall monitor and review
information about these external and internal issues.
NOTE 1 Issues can include positive and negative factors or conditions for consideration.
NOTE 2 Understanding the external context can be facilitated by considering issues arising
from legal, technological, competitive, market, cultural, social and economic environments,
whether international, national, regional or local.
NOTE 3 Understanding the internal context can be facilitated by considering issues related
to values, culture, knowledge and performance of the Top management of SDE Facilities
Management Sdn Bhd.
1. Due to their effect or potential effect on the Top management of SDE Facilities
Management Sdn Bhd’s ability to consistently provide products and services that meet
customer and applicable statutory and regulatory requirements, the Management of SDE
Facilities Management Sdn Bhd shall determine:
The interested parties that are relevant to the quality management services.
The requirements of these interested parties that are relevant to the quality
management system.
2. The Management of SDE Facilities Management Sdn Bhd shall monitor and review
information about these interested parties and their relevant requirements.
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3. The Management of SDE Facilities Management Sdn Bhd shall apply all the
requirements of this International Standard if they are applicable within the determined
scope of its quality management system.
4. The scope of the Top management of SDE Facilities Management Sdn Bhd’s quality
management system shall be available and be maintained as documented information.
The scope shall state the types of products and services covered, and provide justification
for any requirement of this International Standard that the Top management of SDE
Facilities Management Sdn Bhd determines is not applicable to the scope of its quality
management system.
5. Conformity to this International Standard may only be claimed if the requirements
determined as not being applicable do not affect the Top management of SDE Facilities
Management Sdn Bhd’s ability or responsibility to ensure the conformity of its products
and services and the enhancement of customer satisfaction.
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1. The Management of SDE Facilities Management Sdn Bhd shall establish, implement,
maintain and continually improve a quality management system, including the processes
needed and their interactions, in accordance with the requirements of this International
Standard.
2. The Management of SDE Facilities Management Sdn Bhd shall determine the processes
needed for the quality management system and their application throughout the Top
management of SDE Facilities Management Sdn Bhd, and shall:
Determine the inputs required and the outputs expected from these processes;
Determine the sequence and interaction of these processes;
Determine and apply the criteria and methods (including monitoring, measurements
and related performance indicators) needed to ensure the effective operation and
control of these processes;
Determine the resources needed for these processes and ensure their availability;
Assign the responsibilities and authorities for these processes;
Address the risks and opportunities as determined in accordance with the
requirements of actions to address risks and opportunities.
Evaluate these processes and implement any changes needed to ensure that these
processes achieve their intended results;
Improve the processes and the quality management system.
3. To the extent necessary, the Top management SDE Facilities Management Sdn Bhd shall:
Maintain documented information to support the operation of its processes;
Retain documented information to have confidence that the processes are being
carried out as planned.
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LEADERSHIP
1) Leadership and commitment
a) General
i) Top management of SDE Facilities Management Sdn Bhd shall demonstrate
leadership and commitment with respect to the quality management system by;
(1) Taking accountability for the effectiveness of the quality management
system;
(2) Ensuring that the quality policy and quality objectives are established for the
quality management system and are compatible with the context and
strategic direction of the Top management of SDE Facilities Management
Sdn Bhd;
(3) Ensuring the integration of the quality management system requirements
into the Top management of SDE Facilities Management Sdn Bhd’s
business processes;
(4) Promoting the use of the process approach and risk-based thinking;
(5) Ensuring that the resources needed for the quality management system are
available;
(6) Communicating the importance of effective quality management and of
conforming to the quality management system requirements;
(7) Ensuring that the quality management system achieves its intended results;
(8) Engaging, directing and supporting persons to contribute to the
effectiveness of the quality management system;
(9) Promoting improvement;
b) Customer focus
i) Top management of SDE Facilities Management Sdn Bhd shall demonstrate
leadership and commitment with respect to customer focus by ensuring that:
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3) Top Management of SDE Facilities Management Sdn Bhd all roles, responsibilities
and authorities.
a) Top management of SDE Facilities Management Sdn Bhd shall ensure that the
responsibilities and authorities for relevant roles are assigned, communicated and
understood within the Top management of SDE Facilities Management Sdn Bhd.
b) Top management of SDE Facilities Management Sdn Bhd shall assign the
responsibility and authority for:
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PLANNING
1) Actions to address risks and opportunities
a) When planning for the quality management system, the Top management of SDE
Facilities Management Sdn Bhd shall consider the issues referred to understanding
the Top management of SDE Facilities Management Sdn Bhd and the
requirements referred to understanding the needs and expectations of interested
parties ad determine the risks and opportunities that need to be addressed to:
i) Give assurance that the quality management system can achieve its intended
result(s);
ii) Enhance desirable effects;
iii) Prevent, or reduce, undesired effects;
iv) Achieve improvement.
b) The Top management of SDE Facilities Management Sdn Bhd shall plan:
i) Actions to address these risks and opportunities;
ii) How to:
(1) Integrate and implement the actions into its quality management system
process;
(2) Evaluate the effectiveness of these actions.
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NOTE 1 Options to address risks can include avoiding risk, taking risk in order to
pursue an opportunity, eliminating the risk source, changing the likelihood or
consequences, sharing the risk, or retaining by informed decision.
NOTE 2 Opportunities can lead the adoption of new practices, launching new
products, opening new markets, addressing new customers, building partnerships,
using new technology and other desirable and viable possibilities to address the Top
management of SDE Facilities Management Sdn Bhd’s or its customer’s needs.
b) When planning how to achieve its quality objectives, the Top management of SDE
Facilities Management Sdn Bhd shall determine:
i) What will be done;
ii) What resources will be required;
iii) Who will be responsible;
iv) When it will be completed;
v) How the results will be evaluated.
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3) Planning of changes
a) When the Top management of SDE Facilities Management Sdn Bhd determines the
need for changes to the quality management system, the changes shall be carried out
in a planned manner.
b) The Top management of SDE Facilities Management Sdn Bhd shall consider:
i) The purpose of the changes and their potential consequences;
ii) The integrity of the quality management system;
iii) The availability of resources;
iv) The allocation or reallocation of responsibilities and authorities.
b) The Top management of SDE Facilities Management Sdn Bhd shall ensure that the
resources provided:
i) Are suitable for the specific type of monitoring and measurement activities being
undertaken;
ii) Are maintained to ensure their continuing fitness for their purpose.
c) The Top management of SDE Facilities Management Sdn Bhd shall retain appropriate
documented information as evidence of fitness for purpose of the monitoring and
measurement resources.
2) Measurement traceability
a) When measurement traceability is a requirement, or is considered by the Top
management of SDE Facilities Management Sdn Bhd to be an essential part of
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b) The Top management of SDE Facilities Management Sdn Bhd shall determine if the
validity of previous measurement results has been adversely affected when measuring
equipment is found to be unfit for its intended purpose, and shall take appropriate
action as necessary.
3) Organization Knowledge
a) The Top management of SDE Facilities Management Sdn Bhd shall determine the
knowledge necessary for the operation of its processes and to achieve conformity of
products and services.
b) This knowledge shall be maintained and be made available to the extent necessary.
c) When addressing changing needs and trends, the Top management of SDE Facilities
Management Sdn Bhd shall consider its current knowledge and determine how to
acquire or access any necessary additional knowledge and required updates.
NOTE Applicable actions can include, for example, the provision of training to, the
mentoring of, or the re-assignment of currently employed persons; or the hiring or
contracting of competent persons.
AWARENESS
1) The Top management of SDE Facilities Management Sdn Bhd shall ensure that persons
doing work under the SDE Facilities Management Sdn Bhd’s control are aware of:
a) The quality policy;
b) Relevant quality objectives;
c) Their contribution to the effectiveness of the quality management system, including
the benefits of improved performance;
d) The implications of not conforming with the quality management system
requirements.
COMMUNICATION
1) The Top management of SDE Facilities Management Sdn Bhd shall determine internal
and external communications relevant to the quality management system, including:
a) On what it will communicate;
b) When to communicate;
c) With whom to communicate;
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d) How to communicate;
e) Who communicates.
OPERATION
1) Operation planning and control
a) The Top management of SDE Facilities Management Sdn Bhd shall plan,
implement and control the processes quality management system needed to meet
the requirements for the provision of products and services, and to implement the
actions determined in Clause 6, by:
i) Determining the requirements for the products and services;
ii) Establishing criteria for:
(1) The processes;
(2) The acceptance of products and services;
iii) Determining the resources needed to achieve conformity to the product and
service requirements;
iv) Implementing control of the processes in accordance with the criteria;
v) Determining, maintaining and retaining documented information to the extent
necessary:
(1) To have confidence that the processes have been carried out as planned;
(2) To demonstrate the conformity of products and services to their
requirements.
The output of this planning shall be suitable for the SDE Facilities Management
Sdn Bhd’s operations.
The Top management of SDE Facilities Management Sdn Bhd shall control
planned changes and review the consequences of unintended changes, taking
action to mitigate any adverse effects, as necessary.
The Top management of SDE Facilities Management Sdn Bhd shall ensure that
outsourced processes are controlled.
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2) Customer communication
a) Communication with customer shall:
i) Providing information relating to products and services;
ii) Handling enquiries, contracts or orders, including changes;
iii) Obtaining customer feedback relating to products and services, including
customer complaints;
iv) Handling or controlling customer property;
v) Establishing specific requirements for contingency actions, when relevant.
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Maintenance planning should start at the design stage of any building project and should
continue throughout the life of that building. Many buildings are destroyed not by outside
forces such as weathering factors like heavy rains or drought but by insufficient/improper
design during the design stage, through bad housekeeping, inadequate maintenance and
neglect during its full operation. Minor problem which can grow into a major one through
neglect, and which can be multiplied in many buildings. All new buildings, as a matter of
course, should be provided with a maintenance manual.
The main reason for a maintenance plan is that it is the most cost-effective way to
maintain the value of an asset. The advantages of a plan are:
i) Preventive Maintenance
Preventive maintenance is a schedule of planned maintenance actions aimed at
the prevention of breakdowns and failures. The primary goal of preventive
maintenance is to prevent the failure of equipment before it actually occurs. It is
designed to preserve and enhance equipment reliability by replacing worn
components before they actually fail.
ii) Corrective Maintenance
Corrective maintenance involves the repair or replacement of components that
have been identified as worn, defective, or broken. This is the ideal situation-
find the casualty and repair it before it affects the operation situation.
Occasionally, however, in spite of the best preventive maintenance, equipment
will unexpectedly malfunction or breakdown altogether during an exercise.
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Based on our case study, the maintenance company are using both of the main core
maintenance which is preventive maintenance and corrective maintenance. They prevent the
building by do the maintenance using the schedule planner that they had made. Besides,
when the building are having some problem, they will immediately do the repairing or
exchange the material.
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i) Long-Term Programming
The objective of long-term programming is not to set down detailed task data or
precise dates for individual operations. This would clearly be unrealistic, especially as
the objectives of a long-term programme do not require this type of detail. The
application of the exception principle is of vital importance, and long-term
programmes should not be overloaded with spurious detail, which will only serve to
confuse the real issues. To produce a long-term maintenance programme may only
require a systematised broad survey of the estate, such as that commonly used in the
NHS. In this way a picture of the overall problem can be obtained for the purposes of
developing and putting forward a strategic plan of action, or to evaluate alternative
strategies.
The period of study for this type of exercise will depend on the characteristics of
the estate and the objectives of the organisation. There is no generally accepted
industry standard. Fifteen-year programmes have been proposed, but in themselves are
unlikely to be realistic. However, there is a tendency to work in five-year blocks, so
that a ten-year programme may be produced where one level of certainly can be placed
on the first five years of the programme and less on the second five.
At the outset, annual programmes will be set within the framework provided by
longer-term planning. However, at the formulation stage there may well be specific
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needs that have been identified for inclusion in the programme for that year, leading
the revisions in long-term plans. Information will therefore flow in both directions
between medium and long-term programmes, and this underlines their essential
interdependence. At the level of the medium-term timescale there will be less
uncertainly, and it would logically be expected that a greater level of detail would be
built into them.
Analysis of performance, and the provision of feedback data is the essential source of
information for future planning exercises, and for this to be facilitated short-term
programmes require a detailed basis against which data can be collected, compared
and analysed.
For operational purposes, and day-today management control, it is important that all
inputs to a maintenance operation are properly identified and stated.
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There are well be a case for taking a forward view in more detail, perhaps on a
quarterly basis, to help good resource management but, realistically, a prediction of a
month ahead seems reasonable. Quarterly programmes may, nevertheless, have some
benefit when a large proportion of contract labour is being used, as this is most likely
to be for predictable work and the responsibility for resource management shifts to the
contractor. The client, under certain circumstances and types of contract, may require
the contractor to produce a programme for the work he is to execute.
The short-term programme, in a sense, puts into action the forward planning of
the annual programme, and feedback to it will enable monitoring and control for the
whole year.
Maintenance Frequency
No. Equipment Daily Weekly Monthly Yearly
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Maintenance Frequency
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4 Electrical System
i) High Voltage /
Transformer 11kv
ii) High Voltage Switch /
iii) Low Voltage Switch /
iv) Chiller Sub Main /
Switch
v) EMF Switch /
vi) Bus Duct /
vii) Plug Point 13 amps /
viii) Lighting /
ix) Distribution Board /
x) Standby generator set /
xi) Calibration Protection /
Relays
xii) Capacitor Bank /
5 Lift System
/
i) Motor Inverter
/
ii) Panel Control
/
iii) Wire Rope
/
iv) Balancer
/
v) Safety Device
/
vi) Lift Car
/
vii) Call Button Panel
/
viii) Indicator Light
/
ix) Ebobs Ups
/
x) Gear Box
/
xi) Intercom Lift Car
/
xii) Fan and Lighting
/
xiii) JKKP Inspection
Maintenance Frequency
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Preventive maintenance
Corrective maintenance
Condition-based maintenance
PREPARATION
STRATEGY DESIGN
Research, Audit, STRATEGY
Analysis, Marketing, Context IMPLEMENTATION
Training (Demographics,Infrastuctu
re, logistics, Operating Restructing and
Envionment, Maintenance Stratification,
history, Resources listing, Guidelines, Modeling,
Objectives, Performance Custodians, Policies &
Indicators, Micro Procedures, Principles,
Strategies, Database, Maxims, Action Plans
Continous Improvement
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There are some major (generic) elements that are common to all strategy designs, because
they are essentially linked to maintenance maturity indexing. These elements will affect
your maintenance performance, irrespective of whichever strategy you pursue. They are
listed here below, corresponding to the maturity stage where they start to have maximum
relevance:
Stage 1: Planning
Planning the key to stage-1 progress, does not stop after stage-1, but must be maintained and
enhanced right through to stage-4. If you do not improve your planning you cannot leave
stage-1. That is it, bottom-line.
Stage 2: Control
Proper control can only be achieved in stage 2, by definition. This happens when:
All relevant variables operational in the specific maintenance environment have been
identified
The relationships between the variables are clear to all
Action has been taken to optimize the desired outputs, by focusing on the inputs to each
process.
Control can be measured quality to the extent that there are no more surprises.
Congruency, or systems integration, is the major key to stage-3 progress. ( it is not the only
key either) it is impossible to achieve effective (permanent) congruency, if good planning
and control systems have not been established, and this cooperation must extend beyond the
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Stage 4: Metrics
The metrics of stage-4 is difficult to define due to the fact that it cannot be researched to
any significant extent. Few organizations have reached this stage, and those that did are
not always keen to share their strategies. Trust, teamwork and cooperation seem to be
some of its attributes, but the foundation for these aspects has to be laid long before an
organization reaches stage-4. If this has not been done you will not reach stage-4.
A very interesting fact is that these four maturity stages, and their associated keys are just
as valid in the marketing, finance and operations environments, as they are in
maintenance.
A formal maintenance strategy can be developed in either of two ways: these are the
‘policy’ technique and the ‘Modelling’ technique
Based on our case study, there are three types of maintenance strategy that they use which is
Preventive Maintenance, Corrective Maintenance and Keys Performance Indicator
casualty and repair it before it affects the operation situation. Occasionally, however,
in spite of the best preventive maintenance, equipment will unexpectedly
malfunction or breakdown altogether during an exercise.
Based on our case study, they also apply the corrective maintenance as their
maintenance strategy. It is an expected of a suddenly there was a damage in building.
So, they will repair or replace that have damage immediately. This type of
maintenance work is not systematically and smoothly run.
i) Delivery Time.
ii) Quality of Work.
iii) Response Time.
iv) Technical Support
v) Communication
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Maintenance Budget
Objectives
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INCOME EXPENDITURE
(RM 2,548,800.00) (RM 2,150,857.75)
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YEAR FORECAST YEARS
2019 CURRENT BUDGET OF SDE FACILITIES MANAGEMENT SDN BHD AT BANGUNAN DARUL EHSAN 2020 2021 2022
JAN FEB MAR APR MAY JUN JULY AUG SEP OCT NOV DEC TOTAL TOTAL TOTAL TOTAL
DESCRIPTION (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM)
INCOME
GENERAL
1. MENTERI BESAR
SELANGOR (ANNUAL
BUDGET) 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 2,526,399.96 (+3%) 2,602,191.96 (+3%) 2,680,257.72 (+3%) 2,760,665.45
SUB-TOTAL (S1) 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 210,533.33 2,526,399.96 2,602,191.96 2,680,257.72 2,760,665.45
TENANT
JUICY JUICE 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 14,400.00 (+3%) 14,832.00 (+3%) 15,276.96 (+3%) 15,735.27
MINI MART 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 14400.00 (+3%) 14,832.00 (+3%) 15,276.96 (+3%) 15,735.27
CAFETERIA 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 14,400.00 (+3%) 14,832.00 (+3%) 15,276.96 (+3%) 15,735.27
SUB-TOTAL (S2) 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00 43,200.00 44,496.00 45,830.88 47,205.81
GRAND TOTAL INCOME
(S1+S2) 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 2,569,599.96 (+3%) 2,646,687.96 (+3%) 2,726,088.60 (+3%) 2,807,871.26
EXPENDITURE
GENERAL
1. LIFT LICENSE 0.00 0.00 0.00 0.00 0.00 0.00 1,900.00 0.00 0.00 0.00 0.00 0.00 1,900.00 1,900.00 1,900.00 1,900.00
2. ELECTRICAL LICENSE 1,650.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1,650.00 1,650.00 1,650.00 1,650.00
3. FIRE DPT APPROVAL 0.00 0.00 200.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 200.00 200.00 200.00 200.00
4. CHARGEMENT
REGISTRATION 0.00 0.00 60.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 60.00 60.00 60.00 60.00
5. AIR FRESHNER 600.00 600.00 600.00 600.00 600.00 600.00 600.00 600.00 600.00 600.00 600.00 600.00 7,200.00 (+6%) 7,632.00 7,632.00 7,632.00
SUB-TOTAL (S3) 2,250.00 600.00 860.00 600.00 600.00 600.00 2,500.00 600.00 600.00 600.00 600.00 600.00 11,010.00 11,442.00 11,442.00 11,442.00
CIVIL AND STRUCTURE
1. CLEANING AND
LANSCAPING 21,600.00 21,600.00 21,600.00 21,600.00 21,600.00 21,600.00 21,600.00 21,600.00 21,600.00 21,600.00 21,600.00 21,600.00 259,200.00 (+3%) 266,976.00 266,976.00 266,976.00
2. SECURITY 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 360,000.00 360,000.00 360,000.00 (+3%) 370,800.00
3. BUILDING FACADE
CLEANING 0.00 0.00 0.00 20,800.00 0.00 0.00 0.00 0.00 0.00 20,800.00 0.00 0.00 41,600.00 41,600.00 41,600.00 41,600.00
SUB-TOTAL (S4) 51,600.00 51,600.00 51,600.00 72,400.00 51,600.00 51,600.00 51,600.00 51,600.00 51,600.00 72,400.00 51,600.00 51,600.00 660,800.00 668,576.00 668,576.00 679,376.00
MECHANICAL
1. MONITORING AND
NETWORK 150.00 150.00 150.00 150.00 150.00 150.00 150.00 150.00 150.00 150.00 150.00 150.00 1,800.00 (+10%) 1,980.00 1,980.00 1,980.00
2. COOLING TOWER 4,000.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 8,400.00 8,400.00 (+10%) 9,240.00 9,240.00
3. ELECTRICAL INSPECTION
SERVICES 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 400.00 4,800.00 4,800.00 (+10%) 5,280.00 5,280.00
4. PEST CONTROL 600.00 0.00 600.00 0.00 450.00 0.00 450.00 0.00 450.00 0.00 450.00 0.00 3,000.00 (+10%) 3,300.00 3,300.00 3,300.00
5. SANITAC BIN 180.00 180.00 180.00 180.00 180.00 180.00 180.00 180.00 180.00 180.00 180.00 180.00 2,160.00 (+10%) 2,376.00 2,376.00 2,376.00
6. FIRE FIGHTING 0.00 0.00 850.00 0.00 0.00 750.00 0.00 0.00 750.00 0.00 0.00 750.00 3,100.00 3,100.00 (+10%) 3,410.00 3,410.00
7. LIFT 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 75,600.00 75,600.00 75,600.00 (+10%) 83,160.00
SUB-TOTAL (S5) 11,630.00 7,430.00 8,880.00 7,430.00 7,880.00 8,180.00 7,880.00 7,430.00 8,630.00 7,430.00 7,880.00 8,180.00 98,860.00 99,556.00 101,186.00 108,746.00
UTILITIES
1. ELECTRIC 135,870.48 130,779.85 137,064.54 128,352.07 129,300.10 132,589.48 130,157.24 128,522.25 130,889.28 127,251.15 129,921.67 134,211.41 1,574,909.52 (+2%) 1,606,407.71 (+1%) 1,622,471.79 (+1%) 1,638,696.51
2. WATER 5,119.82 5,386.95 6,089.70 5,559.26 6,212.30 6,100.70 5,523.40 5,594.32 6,232.30 5,999.23 6,002.20 6,231.90 70,052.08 (+2%) 71,453.12 (+1%) 72,167.65 (+1%) 72,889.33
3. TELECOM AND
MULTIMEDIA 421.16 421.16 421.65 400.20 400.27 420.90 423.75 422.20 421.10 401.32 410.95 420.44 4,985.10 (+2%) 5,084.80 (+1%) 5,135.65 (+1%) 5,187.01
4. SEWERAGE 2,008.47 2,008.47 2,008.47 2,008.47 2,008.47 2,008.47 2,008.47 2,008.47 2,008.47 2,008.47 2,008.47 2,008.47 24,101.64 24,101.64 24,101.64 24,101.64
SUB-TOTAL (S6) 143,419.93 138,596.43 145,584.36 136,320.00 137,921.14 141,119.55 138,112.86 136,547.24 139,551.15 135,660.17 138,343.29 142,872.22 1,674,048.34 1,707,047.27 1,723,876.73 1,740,874.48
GRAND TOTAL EXPENDITURE 208,899.93 198,226.43 206,924.36 216,750.00 198,001.14 201,499.55 200,092.86 196,177.24 200,381.15 216,090.17 198,423.29 203,252.22 2,444,718.34 (+1.69%) 2,486,621.27 (+0.70%) 2,505,080.73 (+1.44%) 2,540,438.48
(S3+S4+S5+S6)
0
FORECAST YEARS
YEAR 2019 CURRENT BUDGET OF SDE FACILITIES MANAGEMENT SDN BHD AT BANGUNAN DARUL EHSAN 2020 2021 2022
JAN FEB MAR APR MAY JUN JULY AUG SEP OCT NOV DEC TOTAL TOTAL TOTAL TOTAL
DESCRIPTION (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM) (RM)
INCOME
TOTAL (RM) 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 214,133.33 2,569,599.96 2,646,687.96 2,726,088.60 2,807,871.26
MINUS - - - - - - - - - - - - - - - -
EXPENDITURE
TOTAL (RM) 208,899.93 198,226.43 206,924.36 216,750.00 198,001.14 201,499.55 200,092.86 196,177.24 200,381.15 216,090.17 198,423.29 203,252.22 2,444,718.34 2,486,621.27 2,505,080.73 2,540,438.48
NET PROFIT 5,233.40 15,906.90 7,208.97 -2,616.67 16,132.19 12,633.78 14,040.47 17,956.09 13,752.18 -1,956.84 15,710.04 10,881.11 124,881.62 (+11%) 160,066.68 (+16%) 221,007.87 (+10.7%) 267,432.77
46
CHAPTER 3:
47
3.0 BUILDING SERVICES AND FACILITIES
3.1 Building Services
3.1.1 Sanitary System
NO ELEMENT DESCRIPTION
.
1 The occupants used the sink to wash
their hand and the waste water from
the sink will flow down to the self
siphonage.
48
NO ELEMENT DESCRIPTION
.
5 The water from the manhole will go
through to the waste water treatment
plan. The waste water treatment plan
function as a place to clean the waste
water where it is no longer needed
for daily use then been discharge to
Figure3.1.1.1.5 Waste water
the river and sea. In case of bio solids
treatment plan
waste, it need to be treated first.
Table 3.1.1.1 Sanitary System
49
3.1.2 Sewerage System
NO ELEMENT DESCRIPTION
.
1 The occupants used the toilets. They
allow people to dispose of their waste
appropriately. The waste water went
through to the soil stack.
51
1 Tenaga Nasional Berhad (TNB) is the
electric supplier to SDE and this
substation located at the basement. The
function of this substations is to store
electricity from TNB and breaks the
larger amount of power into smaller
Figure3.1.4.1 TNB Substation piece in low voltage. After that, this
substation transfer the electricity to the
transformer room in SDE using
underground conduits.
2 Electrical supply from TNB substation
room at the basement of SDE will
transfer to high voltage room that act as
step down to reduce the high voltage of
2000KVA from TNB. The switch board
embedded with the transformer show the
Figure 3.1.4.2 Transformer
Room current temperature to make sure it’s
stable.
3 2000KVA has been shrink to 750KVA
then transfer to high voltage room for
SDE. In high voltage room contain
switch board which separated into main
distribution panel contains, circuit
breakers or switches and fuses to control
Figure: High Voltage
and distribute the power building. Then,
been transfer to low voltage room.
52
4 In high voltage room 750KVA has been
step down to 415v before being
distribute to the building. But, in the low
voltage room step down the 415v to
240v and after that being supply
throughout SDE.
Figure: Low Voltage
53
NO. ELEMENT DESCRIPTION
1 Figure 3.1.5.1 Lift There are 6 Schindler geared traction
elevator in the SDE. Each lift can
carry approximately 15 persons with
the total weight of 1025kg because lift
cannot functioning while overload.
Right now they are planning to
upgrade the lift to the newer version
which is 2 already been upgraded, 2
on progress and then the remaining 2
lift will be upgraded.
2 It is one of the components in
machine room powered by electric
motor. Geared traction hoist machine
received electric from the motor then
transmitted to the drive sheave
Figure 3.1.5.2 Hoist Machine
through reduction gears. The rope
attached to the car and loop around to
raise and lower the elevator. The
pulley gripped the rope that connected
to electric motor. When the motor
turn to one way the elevator goes up,
turn the other its goes down.
3 Figure 3.1.5 3 Counterweight The counterweight is to balance the
weight of passenger in the lift and it is
usually half the weight of fully loaded
passenger so on average ride both of it
are perfectly balanced. Both of the car
and counterweight attached to the
guide rail inside the shaft to keep
everything from shaking or swaying.
54
4 Technically even one of these steel
ropes are able to support the lift and
the rest is a backup if it snap. This
ropes are attached to the crosshead
and looping around hoist way to the
machine room.
Figure 3.1.5.4 Compensation
Ropes
5 Governor is located inside the
machine room just beside the electric
motor. If in a worse case all of the
steel ropes snap, governor has its own
pulley and separate cable attached to
the car. Inside the governor it has two
Figure 3.1.5.5 Governer flyweight hooks it works when
governor spin too fast during lift fall,
the hooks will be seized with the
ratchet to stop the movement.
6 The buffer is an element that function
stop car and counterweight when it is
moving down as a safety precaution.
57
5 Located in the plant room near the
chiller. Chilled water that coming
from the chiller through Chilled
Water Supply pipe (CHWS)
connected to the Air Handling Unit
(AHU) coil on each floor. Water
Figure 3.1.6.5 Chilled Water
Pump supplied to the air handling unit is
very cool around 12-14°C. Then the
less cool water from the AHU coil
return to the chilled water pump
then through the chilled water
return pipe (CHWR). The process
repeated.
Table 3.1.6.1 Centralised Air Conditioning System
NO ELEMENT DESCRIPTION
58
.
1 This is the wall mounted indoor
unit of split system. The indoor
unit comprises the evaporator,
filter and fan. Its work when the
evaporator fan extract the hot hair
inside the room through the gas
Figure 3.1.6.6 Indoor Unit
line pipe to outdoor unit for
cooling process and remove the
heat then become the liquid.
2 Outdoor unit component is
condenser, compressor, expansion
valve and fans. It is connected to
indoor unit with thin piping and
electrical cable thus eliminating the
time consuming and expensive
Figure 3.1.6.7 Outdoor Unit ductwork. The piping separated by
to which is gas pipe and liquid
pipe. The cooling process
occurred, the heat loss turn the gas
into liquid and been pushed indoor
then the reach the cooling coil and
the fan blow the cool air inside the
room. The cycle happen after heat
from the room air, the temperature
of the refrigerant inside the cooling
coil becomes high and it flows
back through to the compressor
inside the outdoor unit. This
process repeated over and over
until it reached the desired
temperature.
Table 3.1.6.2 Split Unit Air Conditioning System
NO ELEMENT DESCRIPTION
59
.
1 SDE used exhaust fan to remove
heat in building, unpleasant smells
and excessive moisture, introduce
outside air and to keep interior
building air circulating. In closed
room that produced heat such as
Figure 3.1.6.8 Extract Fan
toilet, bathroom and generator set
room have extract fan installed and
some of it have motor built to run
for a long periods.
2 This is the ducting for extract
system in SDE and it can be seen at
the basement to get the best
performance and does not want to
lose its ecstatic value. This ducting
also can be seen in generator set
room (Gen. Set) with the main
purpose is to extract the heat
produce by gen. set and release it
with the outdoor air. It is because
heat produce by generator set in the
Figure 3.1.6.9 Exhaust Fan close room can increase the
Ducting
temperature and put the building at
high risk of generator set
malfunction or even worse it can
explode due to the overwhelming
heat. The concept for this system is
when the motor move the fan it
will extract the inside air through
ducting and release is outside.
Table 3.1.6.3 Extract Fan System
60
NO ELEMENT DESCRIPTION
.
1 This panel receives information
send by the installed
environmental sensor in the
building to detect fire. It Also can
monitor operational of each
sensor and controlling them
automatically. This panel
Figure 3.1.7.1 Main Fire Alarm
Control Panel categorized as addressable panel
which has a built-in voice
evacuation microphone to warned
the occupants to evacuate from
the building.
2 This fire alarm unit located
mostly in front the room with of
the high risk of fire, whenever it
detect an abnormal heat or
temperature inside the room it
will automatically send the error
to the main fire alarm panel. So
Figure 3.1.7.2 Fire Alarm
Control Panel the maintenance or security team
will go and check the problem
and decide whether to call the
fireman if the problem is out of
the capabilities.
NO ELEMENT DESCRIPTION
.
61
3 This emergency break glass unit
was placed at the basement of the
building and at certain place
throughout the building that
occupant can be found easily.
When the glass shattered it will
Figure 3.1.7.3 Emergency trigger the alarm system and
Break Glass
alerting the others occupants
inside the building.
4 This alarm valve will prevents a
reverse flow of water or air
pressure to the fire pump room.
For example, if the fire sprinkler
is active due to fire, the alarm
valve will open and allow the
water flow while pressure switch
Figure 3.1.7.4 Fire Sprinkler
Alarm give a signal to active the fire
pump.
5 A fire sprinkler will release the
high pressure of water when fire
have been detected when certain
temperature has been exceed
such as 155F and 165F. Each of
the sprinkler have their own heat
Figure3.1.7.5 Fire Sprinkler sensor which mean if the
basement was in fire only
sprinkler at the basement will
active.
NO ELEMENT DESCRIPTION
.
62
6 The smoke detector was installed
on the ceiling has been design
with an opening around it
because smoke that come from
fire will swirling at top to smoke
detector sensor thus it will send a
signal toward fire panel board
Figure 3.1.7.6 Smoke Detector then fire alarm will ringing and
sprinkler will active.
7 There were two type of fire
extinguisher used in this building
to be used in emergency situation
due to fire which is ABC powder
and CO2 gas. CO2 fire
extinguisher used in Gen. set
room to fight fire cause by
Figure 3.1.7.7 Fire fuel/diesel.
Extinguisher
8 Figure 3.1.7.8 Fire WatervTank This is the water storage for
firefighting system placed on the
top of the SDE which contained
1.2m3 per panel with total of
7.2m3 was stored in the storage.
This tank also distribute water
that is needed in firefighting
system such as sprinkler and hose
reel.
64
4 Exit signs been placed on every
type of door and illuminated
continuously during period of
occupancy.
The security system used in this building was closed circuit television (CCTV),
automatic parking machine and also security guard. All of this system are very
important regarding to prevent stealing in the office area. Closed circuit television
(CCTV) are provided in the building and also outside of the building. Automatic
parking machine was placed at the main
65
Figure3.1.9.1 Angle CCTV Figure 3.1.9.2 360O CCTV
The close circuit television (CCTV) is most important safety system in building and
used such as crime prevention tool used in public and private placed. It is can define
to a surveillance camera can record image and sound into a monitor, the record can
be stored with the help of another device called a DVR that contains a hard drive.
The CCTV system in this building was to record the activity in the building or called
surveillance camera.
66
Figure 3.1.10.1: Dustbin Figure 3.1.10.2 Basket Figure 3.1.10.3 Dustbin
The process for domestic waste disposal system they use conventional waste
handling methods. The lorry will come to the building to take the rubbish every
week. Majlis Bandaraya Shah Alam prepared recycle bin to put the rubbish inside.
As shown in figure above. The dustbin and basket that are provided at
Bangunan Darul Ehsan. The types of dustbin are basket and recycle bin. The
purposes of the dustbin are for throw the rubbish. The cleaner that provided in
Bangunan Darul Ehsan are for clean and collect the rubbish and sent it into domestic
house. Every level in this building provide dustbin.
68
Figure 3.1.12.1 Generator set system
The picture show the generator system for Bangunan Darul Ehsan. The
generator system are provided for supply power energy to the buildings when the
main power sources are failed or blackout. The generator system are provided with 2
loads and can generate with 2 or 3 days. The maintenance for the generator system
are often required qualified engineer to inspect in once in 6 months. The generator
system are required diesel for functioning. In the generator system have a diesel
tank. Once a week, Generator is run off load for a test of 5 minutes maximum and
every months run on load testing for 2 hours in maximum. The run on load testing
are required the main power supply to off and let the generator system provided the
energy power supply for 2hours. The model generator standby mood system are
Caterpillar and the model engine are 3412-TTA. Generating specifications are
650KVA, 520KW, 415V, 50Hz, 904A and the amount of voltage needed to start the
standby generator are 24V minimum. The number of batteries used in standby
generator are 20 units and each unit generating 1.2v and connected in series.
70
4 The signage can help the visitors to find
the building easily because the signage
showing the location of services,
facilities, functional spaces and key
areas such as sign posts or directional
arrows.
71
8 OKU parking are provided at the main
entrance to give priority for the disable
people easy access into the Bangunan
Darul Ehsan.
In Bangunan Darul Ehsan, they apply BAS System for air conditioner only
but it will links with fire-fighting and also the lift sooner by using iSCADA
software.
73
CHAPTER 4:
BUILDING CONDITION
ASSESSMENT
74
4.0 BUILDING DEFECT
4.1 Tools and Equipment
75
Bangunan Darul Ehsan Defects Analysis
Broken/Damage Peel of paint Other defects Missing element
Crack Dampness Termitte attack
6%
4% 2%
35%
13%
19%
21%
Pie Chart 4.2.1 Bangunan Darul Ehsan analysis based on types of defects
Pie chart show that the highest defect on Bangunan Darul Ehsan is broken or damage
which is 17 defect includes internal and external. The total defect for this building is 48
defects. The second highest defect is others defects which is include rusty, uneven surface,
leakage, growth of mould and improper installation. Peel of paint got 10 defects on this
building which need to take seriously action before it becomes worst soon. Missing element
and crack also have on this building follow the dampness and the last is termite attack.
78
Defect Sheet No. 423 Location
Location Basement
Basement (Water
Basement(Water tank
(Watertank room)
tankroom)
room)
Element Wall
Wall
Wall
Defect Sheet No. 1 Location Cafe
Component
Componen
Element Wall
Wall finishes
Wallfinishes
finishing
Services
Photo/sketches: Finding
tComponent Sink
Condition Priority
Priority Matrix
Matrix Colour
Finding
Finding
Photo/sketches: 32 22 46
Condition
Condition Priority
Priority Matrix
Matrix Colour
Colour
Diagnosis:
23 22 46
Peel of plaster
Diagnosis:paint
Diagnosis:
Crack
Brokenon wall
Prognosis:
1. TheThesizesize
Prognosis:
Prognosis: of peeling increase.
of peeling increase.
1. Will
Effect
2. Badon effect
Itvalue to
structurethe reinforcement
causeimpact
anaesthetic
for theview for bars
buildingthe occupants.
Possible Causes:
Possible
Possible Causes:
Causes:
1. DueMoisture
to lack offrom
maintenance
other side of the wall
The installation
1. DueLack
to wall of
installationnot
the wall andfix
fallimmediately.
down to the
2. of maintenance
sink. Remedies:
Remedies:
Category / / Remedies:
1. Determine the Scope of
Category / 1. Determine the Scope of
1. Determine
theproblem
the
Remedies: problem the Scope of
Design
Category / the problem
Design
Maintenance / 2.1. Determine the scope ofat
Usescrapper
2. Use scrapper and
and scrap
scrap
Maintenance problems
Use
at effected
2. effectedscrapper
areaarea.
and scrap at
Design
Construction effected area
Maintenance
Construction 2. Remove
Cleanoff the
offthe existing
thedust
dustatat
material 3. Clean
3.
material
Workmanship sink
Clean
surface
3. surface off area
areathefrom
dust
fromany
atany
Construction
Workmanship / material.
surface
material. area from any
Environment
material / Clean the surface that
3. material.
Environment
Workmanship affected
/ 4.4. After
Afterfinish area
finish cleanoff
clean offthe
Human-usage
Human-usage Inject
4. areathe paint
area
the paint
cement with
lime
with plaster
Environment
Insect Install
4. finishes awith
new sink with
plasterinto
mortar finishes
the with
gap
proper of the
Insect
Human-usage the same
proper
crack to existing
installation.
prevent thesize
crack
Disaster installation.
Disaster start spread bigger.
Insect
Disaster
79
Defect Sheet No. 6 Location Basement (Water tank room)
Defect Sheet No. 5 Element
Location Services (Water tank room)
Basement
Element
Component Floor
Socket plug
Photo/sketches: Finding
Componen Floor finishes
Photo/sketches:
t Condition Priority Matrix Colour
3 2 Finding 6
Diagnosis:
Condition Priority Matrix Colour
2 on socket plug
Broken 2 .4
Diagnosis:
Leakage
Prognosis:
Prognosis:
1. Bad value impact for the building
Fungus will growth spread on the apron.
2. Will cause a short circuit
Possible Causes:
Water from
Possible the water tank pipe through to the floor.
Causes:
Old and lack of maintenance
Remedies:
Category / 1. Use scrapper and scrap at
effected area.
Remedies:
Design
Category /
2. Determine
1. thedust
Clean off the scope
at of
Maintenance / problems
Design surface area from any
Construction material.
Maintenance / 2. Remove the existing
material
Construction 3. socket plugno more water
Make sure
through outside from the
Workmanship
material 3. Clean the surface that
water distribution pipe.
Workmanship affected area
Environment
Environment 4. Install a new socket plug
Human-usage
Human-usage
Insect
Insect
Disaster
Disaster
80
Defect
Defect Sheet
Sheet No.
No. 978
10 Location
Location
Location
Location Externalof
Existing
External at
atthe
front
front of
of the
buildingthe building
building
Element
Element
Element Wall
Floor
(Left building)
Component Roof
Component
Component
Element Wall
Tiles finishes
Photo/sketches: Finding
Finding
Componen
Condition
Condition Corrugated
Priority plastic
Matrix roof Colour
Finding
Photo/sketches: 32
t Condition 2 64
Priority Matrix Colour
Diagnosis:
Diagnosis:
2 2 Finding 4
Condition
Peel
Broken of and
Diagnosis:plaster Priority
damage Matrix Colour
2 2 4
Peel of paint
Diagnosis:
Prognosis:
Prognosis:
Broken at some part of the corrugated plastic roof
Thesize
Prognosis:
1.1. The sizeofofbroken
peelingwill
increase.
increase.
2. It cause anaesthetic view for the occupants.
Will It cause
2. effect
Prognosis: to anaesthetic view performance.
the wall finishes for the occupants.
Possible
Low Causes:
aesthetic value
Possible Causes:
Possible Causes:
Human activity
Human
Moistureactivity
from other side of the wall
Possible Causes:
Remedies:
1. Due to weather condition
Category Remedies:
/ Remedies:
Category 1. Determine
2. Some material//fall down the Scope of
on the corrugated
Category Determine theScope
Scopeofof
1.1. Determine
the problem the
Design
plastic roof the problem
Design the problem
Design
Maintenance 2. Use scrapper and scrap
Maintenance
Maintenance 2. UseUse scrapper andscrap
scrapat
2. at
Remedies: scrapper
effected and
area.
Construction at effected
effected area area.
Category
Construction /
Construction 1.3. .Determine
Clean off the the scope
dust atof
material Clean off the dustatany
at
material 3. problems
3. Clean
surface offarea
the dust
from
material
Design
Workmanship
Workmanship surfacearea
surface
material. areafrom
fromanyany
Workmanship
Maintenance material.
Environment Clear all the material on
2. material.
Environment
Environment
Human-usage /
Construction
/ 4. the corrugated
After plastic
finish clean off
Human-usage / 4.
4. AfterInstall
roof a
finish
the area new layer
clean
paint offofthe
with
Human-usage tilespaintfinishes
Insect
material area
plaster with plaster
with
Insect
Insect 3. Purchase a part of
Workmanship
Disaster finishes with proper
proper installation
Disaster corrugated plastic roof to
installation
Disaster
Environment / change the broken at the
Human-usage affected area
Insect
Disaster
81
Defect Sheet No. 11 Location CCTV Room
Element Ceiling
Component Asbestos ceiling
Photo/sketches: Finding
Condition Priority Matrix Colour
2 2 4
Diagnosis:
Dampness on asbestos ceiling board
Prognosis:
1. Low aesthetic value.
2. Ceiling will be rotten.
3. Watermark on ceiling will effect paint
durability.
Possible Causes:
Excessive load from the ceiling fan. The timber
joists attack by termites.
Remedies:
Category /
1. Remove the asbestos
ceiling board
Design /
Maintenance / 2. Clean the debris at the
affected area
Construction /
material 3. Purchase a new part of
Workmanship asbestos ceiling board
and replace it at the
Environment affected area
Human-usage
Insect
Disaster
82
Defect Sheet No. 13 Location External at the right of the building
Defect Sheet No. 12
14 Element
Location Wall
CCTV Room
Parking entrance
Element
Componen Ceiling
Fencing
Wall and gate
finishes
Photo/sketches: tComponent Parking access
Asbestos ceilingcard
Photo/sketches: Finding
Condition
Condition Priority
Priority Matrix Colour
23 22 46
Diagnosis:
Diagnosis:
Missing
Broken
Peel on
element
of paintthe parking access card
Prognosis:
Prognosis:
It cause
Will anaesthetic
effect view
to the wall for the
finishes occupants.
performance.
Possible
Possible Causes:
Causes:
Moisture from other side of the wall
Human activity
Remedies:
Remedies:
Category
Category // 1. Determine the Scope of
1. Determine the Scope of
the problem
the problem
Design
Design
Maintenance
Maintenance 2. Use scrapper and scrap at
2. Remove
Clean thethe
debris
existing
at the
effected access
parking
affected area card
area
Construction
Construction
material 3. Clean off the dust at
material 3. Purchase a new material
asbestos
Workmanship surface
and
ceiling areaatfrom
replace
board and any
the install
Workmanship material.
Environment / it
affected
at the affected
area area
Environment
Human-usage 4. After finish clean off the
Human-usage / area paint with plaster
Insect
Insect finishes with proper
Disaster installation
Disaster
83
Defect Sheet No. 15 Location External at the right of the building
Element Wall
Component Wall finishes
Photo/sketches: Finding
Condition Priority Matrix Colour
3 2 6
Diagnosis:
Missing element (tiles)
Prognosis:
It cause anaesthetic view for the occupants.
Possible Causes:
Too old and due to lack of maintenance
Remedies:
Category /
1. Determine the Scope of
the problem
Design
Maintenance / 2. Clean the debris at the
affected area
Construction
material 3. Install a new tiles at the
Workmanship affected area
Environment
Human-usage
Insect
Disaster
84
Defect Sheet No. 16 Location Cafe
Element Ceiling
Defect Sheet No. 17 Location Female prayer room
Element
Componen Ceiling
CCTV
Photo/sketches: tComponent Ceiling finishes
Photo/sketches: Finding
Finding
Condition
Condition Priority
Priority Matrix
Matrix Colour
32 22 64
Diagnosis:
Diagnosis:
Missing element
Peel of plaster
Prognosis:
Prognosis:
It1.cause
Theanaesthetic viewincrease.
size of peeling for the occupants.
2. It cause anaesthetic view for the occupants.
Possible Causes:
The old material
Possible Causes:and lack of maintenance
Moisture from other side of the ceiling
Remedies:
Category /
1. Determine the Scope of
Remedies:
Category the problem
Design // 1. Determine the Scope of
Maintenance
Design 2. the
Cleanproblem
the debris at
affected area
Maintenance
Construction / 2. Use scrapper and scrap at
material
Construction 3. effected
Purchaseareaa new part of
Workmanship CCTV and replace at the
material 3. Clean
brokenoff the dust at
area
Environment
Workmanship surface area from any
material.
Human-usage
Environment /
Insect
Human-usage 4. After finish clean off the
area paint with plaster
Disaster
Insect finishes with proper
Disaster installation.
85
Defect Sheet No. 18
19
20 Location
Location Roof
Internal
Roof top
topground floor at the building
Element
Element floor
Wall
Services
Componen
Component Wall
Tiles
Mainfinishes
socket distribution cover
Photo/sketches: Finding
t
Condition Priority Matrix Colour
Finding
2 3 6
Condition Priority Matrix
Matrix Colour
Colour
Diagnosis:
3 2 66
Diagnosis:
Rusty
Peel of paint
Broken tiles
Prognosis:
Prognosis:
1. The size of rusty will increase.
The
1. It
2. sizeanaesthetic
cause of peeling
broken will
will
viewincrease.
increase.
for the occupants
2. It cause anaesthetic view for the occupants
occupants.
Possible Causes:
Possible
Due to weather
Causes:
condition at the roof top
Possible Causes:
Due to the weather condition at the roof top of the
Human activity
Remedies:
building
Category / 1. Determine the Scope of
Remedies:
the problem
Category / Remedies:
1. Determine the Scope of
Category
Design /
Determine
1. Use
2. scrapper
the problem theand
Scope
scrapofat
Design
Maintenance the problem
effected area
Design
Maintenance 2. Use scrapper and scrap at
Construction
Maintenance Use
2. Clean
3. scrapper
effectedoffarea and scrap
the dust at at
Construction
material effectedarea
surface areafrom any
Construction material.
Clean off the dust at
Workmanship
material 3.
material
Workmanship 3. Clean
surfaceoff thefrom
area dust any
at
Environment / 4. Apply
surface a
material. area
new from
oil paint
any
Workmanship
Environment
Human-usage material.
toward the rusty on the
Environment / 4. affected
Install a area
new layer of tiles
Human-usage
Insect /
Human-usage 4. After finish
at the affectedclean
areaoff the
Insect
Disaster area paint with plaster
Insect finishes with proper
Disaster
Disaster installation.
86
Defect Sheet No. 21 Location Roof top
Element Services
Component Trunking
Photo/sketches: Finding
Condition Priority Matrix Colour
2 3 6
Diagnosis:
Broken
Prognosis:
It cause anaesthetic view for the occupants
Possible Causes:
Due to human activity during maintenance at the
roof top
Remedies:
Category /
1. Determine the Scope of
the problem
Design
Maintenance 2. Use scrapper and scrap at
effected area
Construction
material 3. Clean off the dust at
Workmanship surface area from any
material.
Environment
Human-usage / 4. Install a new layer cover
of trunking to the
Insect affected area
Disaster
5. Apply two coats of metal
paint for best result.
87
Defect Sheet No. 23
22 Location
Location Roof
Rooftop
top
Element
Element Wall
Floor
Componen
Component Wall
Floorfinishes
finishes
Photo/sketches: Finding
t
Condition Priority Matrix Colour
Finding
2 3 6
Condition Priority Matrix Colour
Diagnosis:
3 2 6
Diagnosis:
Growth of mould
Vegetation growth
Prognosis:
Prognosis:
1. The size of mould will increase.
The
1. It
2. sizeanaesthetic
cause of vegetation willforincrease.
view the occupants
2. It cause anaesthetic view for the occupants
Possible Causes:
Possible
Due to weather
Causes:
condition at the roof top
Due to weather condition at the roof top and the
Remedies:
seeds is bring by any bird to this area
Category /
1. Determine the Scope of
the problem
Design Remedies:
Category /
Maintenance Determine
1. Use
2. scrappertheand
Scope
scrapofat
the problem
effected area
Design
Construction
Maintenance
material Use scrapper
2. Clean
3. and scrap
off the dust at at
Workmanship effected
surface area
area from any
Construction material.
Environment
material / 3. Clean off the dust at
Workmanship
Human-usage surfaceaarea
4. Install newfrom
layerany
of
material.
floor finishes with a
Environment
Insect / proper installation
Human-usage
Disaster 4. Intsall a new layer of
paint at the affected area
Insect
Disaster
88
Defect
DefectSheet
SheetNo.
No. 32
31
24
34
35
25
26
27
28
29
30
33 Location
Location
Location Basement
Roof
Basement
Staircase
Roof
Basement
top
top area
to(Water
roof top
tank room)
Element
Element
Element Floor
Wall
Ceiling
Services
Roof
Staircase
Floor
Ceiling
Wall
Componen
Component
Componen
Component
ComponentFloorWall
Ceiling
Trunking
Flat
Electrical
Tiles
Floor
Ceiling
Wall
finishes
roof
finishes
finishes
finishes
finishes
beam
wire
distribution cover
Photo/sketches: Finding
Finding
t
Condition
Condition
Condition Priority
Priority
Priority MatrixMatrix
Matrix
Matrix
Matrix ColourColour
Colour
Finding
223 2 3223 2 6696464
Condition Priority
Priority Matrix
Matrix Colour
Colour
Diagnosis:
Diagnosis:
Diagnosis:
23 32 6 46
Diagnosis:
Broken
Missing
Broken
Improper
Crack or
on
and
element
on
installation
Damage
wiring
wire
missing
damage
wallcoveratcomponent
onfloor
painting
Material
Uneven
Crack onsurface
part
ceiling
lost
Prognosis:
Prognosis:
Prognosis:
Prognosis:
The
Short
Bad
1. The
It
dust
value
1.cause
circuit
The
size
might
impact
anaesthetic
size
of
might
ofbe
missing
broken
broken
of
appear
occur
crackwill
view
will
part
or
if
will
increase.
attach
the
will
effect
for
increase
exposed
the
increase.
on
tooccupants
the wire
wall
surface are of
in
Possible Causes:
Bad
contact
2. The
value
Will with
size
staricase
1. It2.cause impact
Bad
causewater.
ofacrack
anaesthetic
valueshort will
impact increase
circuit
viewof the
for building
the occupants
1.Possible
Poor workmanship
Causes:
2. It
Bad cause
valueanaesthetic
impact toview for the occupants
the building
2.Possible
Due to poor
Wrong
Possible
PossibleCauses:
workmanship
ofCauses:
material use
Causes:
Remedies:
Due
Lack Poor
to
Possible
Possible
Due
1. Due
totomaterial
of workmanship
Causes:
human
to tooactivity
maintenance
Causes:
human
human activity old during
andduring
fallmaintenance
during down thetomaintenance
maintenance thework
floor
work
Category Remedies:
/ 1. Sand the wall with 120-grit
2. The
Because
Due
works person
of
to human human
person inincharge
activity chargeforfor
activities wiring
wiring mightmight left left
it it
Category / 1. sandpaper
Determine the Scope of
to remove
Remedies:
Remedies:
Remedies:
like after repairing bumps the problem
Category
Category
Category
Design // / 1. 1.Determine Determine the the Scope Scope of
Design 2.Remedies:
Spread a coat of PVA
Maintenance theof problem
the problem
Category
Category
Maintenance / 2. Remove
Determine
1. primer on thethe extra
wall Scope
and overletof
Design
Design
Design / Remedies:
Remedies
it paint
the
dry.problem and clean the
Category
Construction
Maintenance
Maintenance
Maintenance //// /3.1. UseUse
2. 2.Determine
Clean scrapper the
offscrapperandScope
the scrapand
dust at
of
Design
Design
Construction 1. MixDetermine
affected
a batch areaoftheall-purpose
Scope of
the problem
effected
surface
scrap area
at
areaeffected
fromarea any
material
Maintenance
Maintenance the problem
Clean
Use
2. joint scrapper
the debris
compound and
powder scrap
at theat
Design
Construction
material
Construction / 3. with
Construction material.
Workmanship Repainting
affected
effected
water area
in again
a with
5-gallon the
Workmanship
Maintenance / 2. 3. 3.Clean Clean the
offoffdebris
the
the dust at the
dust at
material
Construction
material
Construction
material same
Replace
2. bucket existing
or use colour
theready-mixed
wire with
Environment 3. affected
Purchase
surface
surface area
a
area new
area trunking
from
from any
Workmanship
Environment
Workmanship
Workmanship other oroffif
Purchase
Clean
3. compound. a thepart
the material
of tiles
dust at
Construction
material
material material.
covermaterial.
and replace it to the
Human-usage 4. Spread
and not
surface
are replace
thein area
compound itfrom
function, at into
any
the
just
Environment
Human-usage
Workmanship
Environment
Workmanship
Environment 3. Purchase
affected area a new wire
material put it
affected
material.
depressions away area from
in the site.
drywall
Insect 4. 4.cover
Install
Install
anda ainstall
newnew layer
itlayer
withofa
Human-usage
Insect
Workmanship
Human-usage /
Environment
Environment
Human-usage and scrape it flat with a 10-
proper
plaster
plasterinstallation
at withthe affected proper
Disaster 4. toInstall
12-incha drywall new layer knife. of
Insect
Disaster
Environment
Human-usage
Insect
Human-usage
Insect / 5. Let areainstallation
the compound
plaster at withfloor dry, with
propera
Disaster
Human-usage
Insect
Insect
Disaster
Disaster / proper
installation
then sandinstallation
it lightly, clean
the sanding dust off the
Insect
Disaster
Disaster wall and spread another
Disaster coat over
6. Sand the wall lightly with
120-grit sandpaper after
the final coat dries. Prime
the wall with PVA primer
before you paint it.
89
Defect Sheet No. 46 Location Level 25 before entrance to the roof
DefectDefect
SheetSheet
No. No. 36
40
44
47
43
38
39
41
42
45 37Location
Location
Location
LocationBasement
Roof
Basement
Roof
Level
top Basement
top
top
25 before entrance to the roof
Element
Element
ElementElementServices
Opening
Wall
Door
Services
CeilingFloor frame
top
Element
Componen
Component
Componen
Component
Componen Services
Socket
Timber
Wall
Timber
Pendaflour
Electrical
CeilingFloor
finishes
plug
frame
door
wire
finishes
lamp
finishes
Photo/sketches;
Photo/sketches:
Photo/sketches: Finding
Finding
tComponent
t t Electrical distribution cover
Condition
Condition Priority
Priority Matrix
Priority Matrix
Matrix
Matrix
Matrix Colour
Colour
Colour
Colour
Photo/sketches: Finding
Finding
Finding
32233 2322.2
2 6446 464.6
Condition
Condition
Condition ConditionPriority
Priority
Priority
PriorityMatrixMatrix
Matrix Colour
Colour
Colour
Diagnosis:
Diagnosis:
323 2 32 2 2 49 6 4
Diagnosis:
Peel
Not
Diagnosis:
Broken
Missing
Peel function
of
of
Diagnosis:
Dampness
Broken paint
paint
plaster
element
on on wall
wiring
Broken
Missing
RottenGrowth
timber
orelement
damage
of
frame
mould
Prognosis:
Prognosis:
Prognosis:
It
Prognosis:
1.cause
1. Will
The
ItPrognosis:
anaesthetic
size
causeeffect
of to
broken
peel
the
mouldview
anaestheticofoccupants
paint
will
forincrease
will
view increase
the
will
foroccupants
increase
the occupants
It2.
2.cause
1.
2. Will
Give
It an
cause
1.
Will effect
aThe
aesthetic
badsize
ato the
ofview
anaesthetic
cause rating
shortmould
occupants
forbuilding
tocircuit
view
the will
the
for increase
occupants
the occupants
Possible Causes:
2. Can
Will
2. cause
cause
Give aa short
bad
shortvalue
circuit
circuit
impact to the building
Due
Possible
to human
Possible
Possible Causes:
activity
Causes:
Causes:
Termite
Possible
Human
Possible
Moisture
Due
1. Poor
1. to
Poor attack
Possible
activity
human
weather
Causes:
Causes:
workmanship
fromCauses:
activity
other
condition
workmanship side ofat the wall
roof top
ceiling
Remedies:
Due
1. to
2. Poor
Due
The
Thematerial
workmanship
to water
person
person too
in/ old
in penetration
and lack
charge
charge for oftomaintenance
for wiring
wiring themight
floor leftfrom it
Category
2. 1. Determine themight
Scopeleft of it
Remedies:
Remedies:
water
The
2. like
like distribution
person
after
after in charge
repairing
repairing pipe
the
forproblem
wiring might left it
Category
Category
Category // 1. 1. Determine the Scope of of
Design Remedies:
like after repairing the the problem
Category
Maintenance / 1. Remove thethe
2. Determine existing
Scope doorof
Design
Design
Design / Remedies: Remedies:
Remedies:
the problem
Category // 2.
Category
Category 1. Remove
2. / Use
DetermineDetermine
1. scrapper
Determine theandScope
existing
scrap the
at
of
Maintenance
Maintenance
Design
Maintenance
Construction / Clean
Remedies:
1.
3. at thethe Scope
affected areaof
timber
effected
the frame
Scope
problemarea of the
Category
Maintenance / 1. 2. the
Removeproblemthe Scope
Determine existing of
DesignDesign
material
Construction
Construction
Construction
Design / problem
Purchase
socket
4. the and
plug
problem replace a
cover
Workmanship 2. Clean
3.
2. Replace
Replace atoff
the
theaffected dustarea
thependaflour at
Design Maintenance
Maintenance
material
Construction
material
material
Maintenance
3. new door the at thewire affectedwith
surface
light
2. Use
witharea scrapper
other from
or if and
any
the
Environment
Workmanship
Workmanship
Workmanship
Maintenance 3. other
2. area or the
Replace aif the wirematerial
new socket
cover
material
Construction
Construction Replace
material
4. material.
are scrap
not in&are install
at
function, with
effected
not in
just
Construction plug cover
with otherwith or a ifproperthe
Environment
Human-usage
Workmanship
Environment
Environment / new
put treated
function,area just
it away are timber
put
from site. frame
it away
material
Construction
material installation
material not in
material from site.
4. Install
4. a new layer of
Insect
Human-usage
Environment
Workmanship///
Human-usage
Human-usage
Workmanship function, just put it away
Workmanship
material 3. Clean
plaster
paint with off the dust
with properat
from site.
Insect
Disaster
Environment
Human-usage
Insect
Insect
Workmanship
Environment surface area from
installation
Environment
any material.
Disaster
Insect Human-usage
Disaster
Environment
Human-usage
Disaster
Human-usage
InsectInsect
Disaster
Human-usage
Insect
InsectDisaster
Disaster
Disaster
Disaster
90
Defect Sheet No. 48 Location Roof top
Element Door
Component Timber door
Photo/sketches: Finding
Condition Priority Matrix Colour
3 2 6
Diagnosis:
Broken door
Prognosis:
It cause an aesthetic view for the occupants
Possible Causes:
Due to weather condition on the roof top
Remedies:
Category / 1. Determine the Scope of
the problem
Design
Maintenance 2. Remove the existing door
91
4.5 Defect Indication Plan
I. Ground Floor
14 15
10
13
11
12
18
1
16
17
92
II. Basement 1
39
35
41
34
40 3
2
6 38
33
36
37
93
III. Rooftop
48
28
27 42
22
19 43
20
44
21
23 25
24
26
45
94
IV. Level 25
29
47
46
30
95
5.0 CONCLUSION
In conclusion, we learn about maintenance structure, objective, planning, program and how they
maintain the building. We also learn about scheduled maintenance and procedure they should take
during inspect the mechanical and electrical services. Besides that, we learn about the maintenance
strategy that they apply in the building. The maintenance that consist of planned schedule,
corrective maintenance and so on.
Furthermore, we conclude that we have learn about the type of defect that will damage and
occur in the buildings and also its remedial work on the defects. Besides that, the financial status is
important because we know the income and expenditure the buildings. Even though it is
confidential, we acquired the financial status by cooperating the maintenance management team.
We know that budget is important because the budget is to ensure that building is prepared with
optimum money to repair or rebuild of the building. If the building is not well maintained, it is
because the lack of financial, the building performance will decrease it rate, resulting many defects
and lack of services repair.
6.0 RECOMMENCATION
Based on our inspection, we have found out the problem at this building which is the maintenance
team take a long time to repair any of defects that happened to the building. Minor defect can
become major defect if they take a long time to repair the defects. Recommendation for the problem
is maintenance team of the building must take action and pay attention about what will happen to
the building if they do not take any action. Maintenance team also should conduct a review to the
building to ensure maintenance team of the building do their works completely and the building can
avoid from any malfunction of building or equipment of the building.
Next is, they do not re-inspection the defects happened to the building. So, when they do
repairing works, the works cannot be in a lowest cost. And the recommendation for this problem is
parties involved should do an inspection well. They should take measurement of defects and ensure
materials that should replace or upgrade. This is because, any mistake of measurement of defect can
affect the cost for repairing works.
96
7.0 REFERENCES
1. Location plan of Bangunan Darul Ehsan (www.google.maps.com, 2019)
2. Menteri Besar Selangor (http://mbiselangor.com/, 2019.)
3. Barrier, C. & Peter, S. Building Maintenance Management (2nd ed).
97
APPENDICES
98