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Ahmad rizahashimkpfka2006ttt Ahmad rizahashimkpfka2006ttt Document Transcript

  • MAINTENANCE MANAGEMENT AND SERVISES (CASE STUDY: PERKESO BUILDING’S IN PENISULAR OF MALAYSIA) AHMAD RIZA BIN HASHIMA Project Report Submitted as a partial fulfillment of the requirements for the award of the degree of Master of Science in Construction Management Faculty of Civil Engineering Universiti Teknologi Malaysia December, 2006
  • PSZ 19:16 (Pind. 1/97) UNIVERSITI TEKNOLOGI MALAYSIA BORANG PENGESAHAN STATUS TESIS JUDUL: MAINTENANCE MANAGEMENT AND SERVISES (CASE STUDY: PERKESO BUILDING’S IN PENISULAR MALAYSIA) SESI PENGAJIAN: 2006/2007 Saya AHMAD RIZA BIN HASHIM (HURUF BESAR) mengaku membenarkan tesis (PSM/Sarjana/Doktor Falsafah)* ini disimpan di Perpustakaan Universiti Teknologi Malaysia dengan syarat -syarat kegunaan seperti berikut: 1. Tesis adalah hakmilik Universiti Teknologi Malaysia. 2. Perpustakaan Universiti Teknologi Malaysia dibenarkan membuat salinan untuk tujuan pengajian sahaja. 3. Perpustakaan dibenarkan membuat salinan tesis ini sebagai bahan pertukaran antara institusi pengajian tinggi. 4. **Sila tandakan ( ) SULIT (Mengandungi maklumat yang berdarjah keselamatan atau kepentingan Malaysia seperti yang termaktub di dalam AKTA RAHSIA RASMI 1972) TERHAD (Mengandungi maklumat TERHAD yang telah ditentukan oleh organisasi/badan di mana penyelidikan dijalankan) TIDAK TERHAD Disahkan oleh __________________________________ _____________________________________ (TANDATANGAN PENULIS) (TANDATANGAN PENYELIA) Alamat Tetap:NO 15, LORONG 2,JALAN SP5, TAMAN SERI PANDAN PROF MADYA AZIRUDDIN RESSANG75250 MELAKA Nama Penyelia Tarikh: DECEMBER 8, 2006 Tarikh: DECEMBER 8, 2006 CATATAN: * Potong yang tidak berkenaan. * * Jika tesis ini SULIT atau TERHAD, sila lampirkan surat daripada pihak berkuasa/organisasi berkenaan dengan menyatakan sekali sebab dan tempoh tesis ini perlu dikelaskan sebagai SULIT atau TERHAD. Tesis dimaksudkan sebagai tesis bagi Ijazah Doktor Falsafah dan Sarjana secara penyelidikan, atau disertasi bagi pengajian secara kerja kursus dan penyelidikan, atau Laporan Projek Sarjana Muda (PSM).
  • SUPERVISOR’S DECLARATIONI hereby declare that I have read this project report and in my opinion this project report is sufficient in terms of scope and quality for the award of the degree of Master of Science (Construction Management)Signature : ....................................................Name of Supervisor : PROF MADYA AZIRUDDIN RESSANGDate : ....................................................
  • DECLARATION“I declare that this project report entitled “Maintenance Management and Services (CaseStudy: PERKESO Building’s in Peninsular of Malaysia) is the result of my own researchexcept as cited in references. The project report has not been accepted for any degree and isnot is not currently submitted in candidature of any degree”Signature : ……………………………………….Name of Candidate : Ahmad Riza Bin HashimDate : December 8, 2006
  • Special dedication to my entire family member and for my beloved wife’s Lina Fazlyanna Mac Fadzli and daughter’s Aisyah Ahmad Riza. Thanks for your support
  • ACKNOWLEDGMENT First of all, I would like to thank Allah SWT for allowing me accomplishes thisproject work in time. In preparing this project report, I was in contact with many people,researchers, and academicians. They have contributed towards my understanding andthoughts. In particular, I would like to express highly appreciation to my supervisor,Associate Professor Aziruddin Ressang who gives me support and guidance during mystudy, for his invaluable assistance, guidance, and understanding through out the researchwork and especially during the writing of this report. Through this study and report writing,he had thought me to be more systematic and professional in my works. I am very grateful to the Property Unit Senior Manager, PERKESO State Manager,Managers Property Unit, Staff Property Unit, Staff Contractor Maintenance, StaffPERKESO and the fellows, and all the students that have supported and helped me inresponding to the questionnaires and reacted kindly to my entire question in the interviews. I am especially thankful to my parents for their patient and understanding throughout my study and during the writing of this project report. Last but not least, my sincere thanks go to the Faculty of Civil Engineering forgiving me the opportunity to pursue the Master of Science in Construction Management
  • ABSTRACTMaintenance Management and Services is a combination of several actions in which toretain or restore an item to perform its required action. PERTUBUHANKESELAMATAN SOSIAL (PERKESO) as one of the semi government sector inMalaysia that has many assets, needs maintenance to prevent the assets fromdeterioration. Maintenance in PERKESO was monitor and control by Property Unit andLocal PERKESO Office. There are two maintenance system presently implemented atPERKESO: Preventive maintenance and Corrective Maintenance. The maintenanceand services in PERKESO are divided to two building type: stand alone building andshop lot building. Maintenance and services for stand alone PERKESO building is totalpreventive maintenance and services scope and for shop lot PERKESO building scopemaintenance and services only cover cleaning, M&E preventive maintenance and PestControl. Aim of this study to propose maintenance management & services system. Toachieve the aim of this study, five objectives have been set, to study the maintenancemanagement system presently implemented. To identify the common problem inmaintenance management and services. To identify the tenant satisfactory level uponthe maintenance and services implemented. To identify tenant opinion to makeimprovement for maintenance management and services. From the data analyze andpropose maintenance management and services system. This research focused onPERKESO Building’s in Peninsular of Malaysia. To obtain the data the followingknowledge acquisition methods were used by interview, questionnaire and archives. Aninterview were set for two session, pre-interview done before set questionnaire andinterview after the analysis data had done Result of the study showed the responds ofthe end user customer for the overall building conditions and the services given is fair.To achieve the tenants’ satisfaction level, a new maintenance management system isproposed.
  • ABSTRAK Penyelenggaraan adalah gabungan dari beberapa tindakan untuk mencegah ataumembaikpulih sesuatu item untuk menunjukkan arah tindakbalas yang diperlukan.Pertubuhan Keselamatan Sosial (PERKESO) adalah salah satu badan berkanun di Malaysiayang sudah semestinya mempunyai banyak aset, memerlukan sistem penyelenggaraanuntuk melindungi aset daripada mengalami kerosakan. Di PERKESO, Property Unit adalahunit yang bertanggungjawab penuh untuk mengawal dan menyelaras semua harta milikPERKESO terutamanya bangunan milik PERKESO. Sasaran kajian ini adalah untukmenyelidik sistem pengurusan penyelenggaraan dan perkhidmatan untuk bangunanPERKESO di Semenanjung Malaysia. Untuk mencapai sasaran kajian ini, empat objektiftelah ditetapkan, iaitu menyelidik pengurusan penyelenggaraan yang dilaksanakan diPERKESO di Semenanjung Malaysia; mengenalpasti keadaan sebenar bangunanPERKESO; mengkaji tahap kepuasan penyewa mengenai perkhidmatan penyelenggaraandan perkhidmatan di bangunan PERKESO; dan mengusulkan cadangan untuk pengurusanpenyelenggaraan dan perkhidmatan di bangunan PERKESO. Beberapa kaedah kajian telahdigunakan dalam menjayakan kajian ini termasuk menimba pengetahuan dari Property UnitPERKESO, penguna bangunan PERKESO, dan penyewa ruang banguanan PERKESO.Hasil keputusan kajian menunjukkan responden yang diwakili oleh penguna fasiliti untukkeseluruhan keadaan bangunan dan perkhidmatan adalah agak baik. Untuk mencapai tahapkepuasan penyewa, satu system pengurusan penyelenggaraan baru telah dicadangkan.
  • TABLE OF CONTENTSLIST OF CONTENTS PAGETitle iDeclaration iiDedication iiiAcknowledgment ivAbstract vTable of Contents viiList of Tables xiList of Figures xiiList of Charts xiiiList of Appendices xivCHAPTER TITLE PAGE I INTRODUCTION 1 1.1 Introduction 1 1.2 Background of Study 2 1.3 Problem Statement 10 1.4 Aim and Objective of Study 11 1.5 Scope of Study 11
  • 1.6 Research Methodology 13II LITERATURE REVIEW: MAINTENANCE MANAGEMENT 14 2.1 Introduction 14 2.2 Definition 15 2.3 Maintenance Classification 15 2.4 Maintenance Standard 19 2.5 Maintenance Objective 20 2.6 Life Cycle Cost 21 2.7 Maintenance Cost 23 2.7.1 Costing System 24 2.7.2 Setting Up a Costing System 25 2.7.3 Maintenance Budget 26 2.8 Design Effect of Building Maintenance 28 2.9 The Role of Designer 30 III RESEARCH METHODOLOGY 33 3.1 Introduction 33 3.2 Archives Data 34 3.3 Questionnaire 34 3.4 Interview 35 3.5 Data Analysis 36 IV MAINTENANCE MANAGEMENT AND SERVICES AT PERTUBUHAN KESELAMATAN SOSIAL 38 4.1 Introduction 38 4.2 Historical Background 40 4.3 Organizational Structure 43 4.4 Scope of Work 45 4.5 Standard Operational Procedure 47 4.5.1 Preventive Maintenance 47 4.5.2 Corrective Maintenance 49
  • 4.6 Common Defect Problem In Maintenance Management And Services 53 4.7 Satisfaction level to maintenance management And Services. 54 4.8 User opinion on improving maintenance Management and services 55 4.9 General Building Condition 57 4.10 Problem in maintenance Management and Services Industry 59 4.11 Maintenance Unit Work Performance 60V DATA ANALYSIS AND FINDINGS 61 5.1 Introduction 61 5.2 Respondent Characteristics 63 5.3 Gender of respondents 65 5.4 Length of Using Facilities 65 5.5 Background Distribution Of Respondents 66 5.6 What are the common problem in maintenance And management 67 5.6.1 Menara PERKESO Kuala Lumpur 69 5.6.2 Pejabat PERKESO Seberang Perai 71 5.6.3 Pejabat PERKESO Langkawi, 72 5.6.4 Pejabat PERKESO Kangar 73 5.6.5 Pejabat PERKESO Seremban 75 5.6.6 Pejabat PERKESO Batu Pahat 76 5.6.7 Pejabat PERKESO Kulim 78 5.6.8 Pejabat PERKESO Klang, 80 5.6.9 Pejabat PERKESO Sungai 81 5.6.10 Pejabat PERKESO Muar 83 5.6.11 Pejabat PERKESO Kluang, 84
  • 5.6.12 Pejabat PERKESO Rawang 85 5.6.13 Pejabat PERKESO Segamat 87 5.6.14 Pejabat PERKESO Ipoh 88 5.6.15 Pejabat PERKESO Taiping 90 5.6.16 Pejabat PERKESO Teluk Intan 915.7 Cause of Building Defect 93 5.7.1 Lift Service 94 5.7.2 Electric Installation 94 5.7.3 Waterproofing Leakage 95 5.7.4 Plumbing System 96 5.7.5 Internal Fixture 97 5.7.6 Alarm System 97 5.7.7 Roof Defect 98 5.7.8 Others 985.8 Satisfaction Level With Management And Servises 100 5.8.1 Menara PERKESO 102 5.8.2 Pejabat PERKESO Seberang Perai 103 5.8.3 Pejabat PERKESO Langkawi 105 5.8.4 Pejabat PERKESO Kangar 106 5.8.5 Pejabat PERKESO Seremban 108 5.8.6 Pejabat PERKESO Batu Pahat 109 5.8.7 Pejabat PERKESO Kulim 111 5.8.8 Pejabat PERKESO Klang, 112 5.8.9 Pejabat PERKESO Sungai Petani 114 5.8.10 Pejabat PERKESO Muar 115 5.8.11 Pejabat PERKESO Kluang 117 5.8.12 Pejabat PERKESO Rawang 118 5.8.13 Pejabat PERKESO Segamat 120 5.8.14 Pejabat PERKESO Ipoh, 121 5.8.15 Pejabat PERKESO Taping 123
  • 5.8.16 Pejabat PERKESO Teluk Intan 1245.9 Respondent opinion on improve maintenance Management and services that be apply to PERKESO 126 5.9.1 Menara PERKESO 127 5.9.2 Pejabat PERKESO Seberang Perai 129 5.9.3 Pejabat PERKESO Langkawi 131 5.9.4 Pejabat PERKESO Kangar 133 5.9.5 Pejabat PERKESO Seremban 135 5.9.6 Pejabat PERKESO Batu Pahat 137 5.9.7 Pejabat PERKESO Kulim 139 5.9.8 Pejabat PERKESO Klang, 141 5.9.9 Pejabat PERKESO Sungai Petani 143 5.9.10 Pejabat PERKESO Muar 145 5.9.11 Pejabat PERKESO Kluang 147 5.9.12 Pejabat PERKESO Rawang 149 5.9.13 Pejabat PERKESO Segamat 151 5.9.14 Pejabat PERKESO Ipoh, 153 5.9.15 Pejabat PERKESO Taping 155 5.9.16 Pejabat PERKESO Teluk Intan 1575.10 Analysis and Discussion 159 5.10.1 Weakness of the Existing Maintenance Management and Services 160 5.10.2 The Fragmented Management Cultural. 160 5.10.2.1 The solution For Fragmented Management 161 5.10.3 Structural and Organization 162 5.10.3.1 Control and Monitor System 164 5.10.3.2 Proposal improvement to corrective maintenance and preventive maintenance 164
  • 5.10.3.3 Preventive Maintenance Shop Lot PERKESO Buildings 166 5.10.4 Relation Building And Maintenance Team 167 5.10.5 Relation Maintenance Team And End User Customer 167 5.10.6 Relation Maintenance Team And Other Department 167 5.10.7 Training And Skill 168 VI CONCLUSION AND RECOMMENDATION 169 6.1 Introduction 169 6.2 Conclusion 169 6.2.1 PERKESO Maintenance Management & Services 170 6.3 What Are The Problems In Maintenance Management And Services? 170 6.4 Satisfaction Level with Maintenance Management And Services 171 6.5 Respondents Opinion on Improvement Maintenance Management And services That That Best Be Apply To PERKESO 171 6.4 Recommendation 172REFERENCES 175-176APPENDICES 81 – 92
  • LIST OF TABLESTABLE NO. TITLE PAGE 1.1 List of PERKESO buildings in the scope of research 12 3.1 Rating scale of average index 29 4.1 Maintenance team scope of work 45 4.2 Common problem occur in PERKESO 53 4.3 Indicator to define the satisfactions level of respondent 54 4.4 Itemize the ideal opinion to make improvement to Maintenance management and services for the respondent 56 5.1 Question for get respondent information 63 5.2 Showed the distribution and return of the questionnaire63 5.3 Point/Marks for common problem in maintenance management and services. 67 5.4 The common problem occurred at the PERKESO buildings 68 5.5 Five (5) top common problem maintenance at PERKESO Buildings 69 5.6 Defect List at Menara PERKESO Kuala Lumpur 70 5.7 Five (5) top common problem maintenance at Menara PERKESO Kuala Lumpur 70 5.8 Defect List at Pejabat PERKESO Seberang Jaya 71 5.9 Five (5) top common problem maintenance at Pejabat PERKESO Seberang Jaya 72 5.10 Defect List at Pejabat PERKESO Langkawi 73
  • 5.11 Five (5) top common problem maintenance at Pejabat PERKESO Langkawi 735.12 Defect List at Pejabat PERKESO Kangar 745.13 Five (5) top common problem maintenance at Pejabat PERKESO Kangar 755.14 Defect List at Pejabat PERKESO Seremban 765.15 Five (5) top common problem maintenance at Pejabat PERKESO Seremban 765.16 Defect List at Pejabat PERKESO Batu Pahat 775.17 Five (5) top common problem maintenance at Pejabat PERKESO Batu Pahat 785.18 Defect List at Pejabat PERKESO Kulim 795.19 Five (5) top common problem maintenance at Pejabat PERKESO Kulim 795.20 Defect List at Pejabat PERKESO Klang 805.21 Five (5) top common problem maintenance at Pejabat PERKESO Klang 815.22 Defect List at Pejabat PERKESO Sungai Petani 825.23 Five (5) top common problem maintenance at Pejabat PERKESO Sungai Petani 825.24 Defect List at Pejabat PERKESO Muar 835.25 Five (5) top common problem maintenance at Pejabat PERKESO Muar 845.26 Defect List at Pejabat PERKESO Kluang 855.27 Five (5) top common problem maintenance at Pejabat PERKESO Kluang 855.28 Defect List at Pejabat PERKESO Rawang 865.29 Five (5) top common problem maintenance at Pejabat PERKESO Rawang 865.30 Defect List at Pejabat PERKESO Segamat 875.31 Five (5) top common problem maintenance at Pejabat PERKESO Segamat 87
  • 5.32 Defect List at Pejabat PERKESO Ipoh 895.33 Five (5) top common problem maintenance at Pejabat PERKESO Ipoh 905.34 Defect List at Pejabat PERKESO Taiping 915.35 Five (5) top common problem maintenance at Pejabat PERKESO Taiping 915.36 Defect List at Pejabat PERKESO Teluk Intan 925.37 Five (5) top common problem maintenance at Pejabat PERKESO Teluk Intan 935.38 Five (5) major categories causes of defect Rating scale of average index 935.39 List of causes defect to lift service 945.40 List of causes defect to electric installation 955.41 List of causes defect to waterproofing leakage 955.42 List of causes defect to plumbing system 965.42 List of causes defect to internal fixture 975.44 Respond of satisfaction level with Maintenance Management and Services at PERKESO Buildings 1005.45 Five (5) top the lowest satisfaction level with Maintenance Management and Services at PERKESO Buildings 1015.46 Respond of satisfaction level with Maintenance Management and Services at Menara PERKESO Kuala Lumpur 1025.47 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Menara PERKESO Kuala Lumpur 1025.48 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seberang Jaya 103
  • 5.49 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seberang Jaya 1045.50 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Langkawi 1055.51 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Langkawi 1055.52 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kangar 1065.53 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kangar 1075.54 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seremban 1085.55 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seremban 1085.56 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Batu Pahat 1095.57 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Batu Pahat 1105.58 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kulim 111
  • 5.59 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kulim 1115.60 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Klang 1125.61 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Klang 1135.62 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Sungai Petani 1145.63 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Sungai Petani 1145.64 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Muar 1155.65 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Muar 1165.66 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kluang 1175.67 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kluang 1175.68 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Rawang 118
  • 5.69 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Rawang 1195.70 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Segamat 1205.71 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Segamat 1205.72 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Ipoh 1215.73 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Ipoh 1225.74 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Taiping 1235.75 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Taiping 1235.76 Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Teluk Intan 1245.77 Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Teluk Intan 1255.78 List of opinion on improves maintenance management and services that best to be apply to PERKESO 1265.79 Five (5) top opinion on improves maintenance management and services that best to be apply to PERKESO 127
  • 5.80 List of opinion on improves maintenance management and services that best to be apply to Menara PERKESO Kuala Lumpur 1285.81 Five (5) top opinion on improves maintenance management and services that best to be apply to Menara PERKESO Kuala Lumpur 1285.82 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Menara PERKESO Kuala Lumpur 1295.83 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Seberang Jaya 1305.84 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Seberang Jaya 1305.85 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Seberang Jaya 1305.86 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Langkawi 1325.87 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Langkawi 1325.88 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Langkawi 1325.89 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Kangar 134
  • 5.90 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Kangar 1345.91 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Kangar 1355.92 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Seremban 1365.93 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Seremban 1365.94 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Seremban 1375.95 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Batu Pahat 1385.96 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Batu Pahat 1385.97 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Batu Pahat 1385.98 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Kulim 1405.99 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Kulim 140
  • 5.100 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Kulim 1415.101 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Klang 1425.102 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Klang 1425.103 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Klang 1435.104 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Sungai Petani 1445.105 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Sungai Petani 1445.106 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Sungai Petani 1455.107 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Muar 1465.108 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Muar 1465.109 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Muar 147
  • 5.110 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Kluang 1485.111 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Kluang 1495.112 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Kluang 1495.113 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Rawang 1505.114 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Rawang 1505.115 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Rawang 1515.116 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Segamat 1525.117 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Segamat 1525.118 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Segamat 1535.119 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Ipoh 153
  • 5.120 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Ipoh 1545.121 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Ipoh 1545.122 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Taiping 1555.123 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Taiping 1565.124 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Taiping 1565.125 List of opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Teluk Intan 1575.126 Five (5) top opinion on improves maintenance management and services that best to be apply to Pejabat PERKESO Teluk Intan 1585.127 Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Teluk Intan 159
  • LIST OF FIGURESFIGURE NO. TITLE PAGE 1.1 Procedure of tender flow process 7 1.2 Research methodology flow chart 13 2.1 Cyclic nature of design process 32 4.1 Property Unit Structure Organizations 42 4.2 Preventive Maintenance flow chart 49 4.3 Corrective Maintenance flow chart 51 4.2 Combination continuously corrective maintenance flow chart and preventive maintenance 52 5.1 Existing Organization Chart Property Unit 162 5.2 Proposal new organization chart for Property Unit 163 5.2 Flow process existing for preventive maintenance and corrective maintenance 164 5.3 Proposal new organization chart for Property Unit 163 5.4 Proposal new process flow in corrective maintenance 165
  • LIST OF CHARTSCHART NO. TITLE PAGE 5.1 Questionnaire return/answer From each PERKESO Buildings 64 5.2 The respondent gender distribution 65 5.3 The respondent length of using facilities. 66 5.4 The respondent background distribution 67 5.5 Percentage of the satisfaction level due to maintenance management and services at PERKESO buildings. 101 5.6 Percentage of the satisfaction level due to maintenance management and services at Menara PERKESO Kuala Lumpur. 103 5.7 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Seberang Jaya. 104 5.8 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Langkawi 105 5.9 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Kangar 107
  • 5.10 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Seremban 1095.11 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Batu Pahat 1105.12 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Kulim 1125.13 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Klang 1135.14 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Sungai Petani 1155.15 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Muar 1165.16 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Kluang 1185.17 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Rawang 1195.18 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Segamat 1215.19 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Ipoh 122
  • 5.20 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Taiping 1245.21 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Teluk Intan 125
  • LIST OF APPENDICESAPPENDIX TITLE PAGE A Full Set of Questionnaire 177-183 B Questionnaire Results 184-190
  • CHAPTER I INTRODUCTION1.1 Introduction A successful construction industry is essential to us all. We all benefit fromhousing, hospitals or infrastructure project that are constructed. Malaysia as one ofthe development countries in South East Asia was growing rapidly almost in allsectors, including construction sector. Large and complex project have been built dueto the demands of both the public and private sectors. To meet the high demand ofboth sectors’ need, it is expected that many error and defects will have occurredduring the design and construction phase of the project, later resulting the high costof maintenance. Under normal condition all building begins to deteriorate the moment afterthey are constructed, and of course maintenance is needed. One research conductedin United Kingdom revealed about 20% of the average annual expenditure on repairsin building arises from defects (Sadi Assaf et al, 1996). As consequences if thenumber of defects could be reduce it would reduce the maintenance expenditures. It is obvious that the need of maintenance is very important and needed for allsectors including properties sectors. Regard to the highly cost of maintenance it isimportant to study maintenance problem so that an effective maintenance can becarried out.
  • 2 We know that is not easy to sustain radical improvement in an industry asdiverse as maintenance and services. But, we must do so to secure our future. Wehave to commit to driving forward the modernization of the maintenancemanagement and services industry.1.2 Background of Study Project construction life cycles are divided to few stages: 1. Conceptual and feasibility stage, 2. Engineering and design, 3. Procurement, 4. Construction, 5. Implementation, 6. Utilization, But for building life cycles not only until the ulitilization stage but it continues to next stages they are: 7. Maintenance, 8. Demolition. In the industry practice in Malaysia, in the construction stage the contractorare responsible to maintain the building until handling over stage from contractor tothe project owner after finish the defect liability period. Once project handled over,the responsibility will be transferred from contractor to the owner, including theresponsibility of maintaining the property after the defect liability period.Maintenance stage is the longest period among the other construction process untilthe property demolished. In the maintenance period there are included activitiesrenovation, upgrading facilities, refurbishment and repair works. That is whymaintenance is separately from construction phase the group of management team.Our practices in Malaysia not define those process or cycle as one, seem likefragmented and divided to construction stage and separated from maintenance stage.There no cross functional culture of work, no collaborative teamwork amongdevelopment team and maintenance team. In PERKESO the maintenance team not
  • 3involved in the engineering and design stage, the maintenance team is not involvedin feasibility study stage either in development project or in acquires project/facility.This type of management by sequent rigid movement some author called “separateover the wall syndrome”. After the construction stage is completed, and the “DefectLiability Period” has expired then the responsibility to maintain given to themaintenance team. There is having positive and negative impacts from thefragmented management cultural. The positive side with these separationmanagement culture make the team more focus to their job and responsible. Thenegative sides create the flow of work become rigid and every team not shares asame goal. The concept of the cross functional team by four principles: i. Consideration of downstream requirement during the design development. ii. The use of the cross functional teamwork. iii. Consideration of the customer requirements in the product development. iv. Use of lead time as source of competitive advantage. Regarding to Reginald Lee (1986), to put the maintenance problem asmentioned above, it is important to view maintenance in the context of the overallbuilding process. The role played by maintenance in the construction process can bestarted from design stage. The involvement of maintenance department in this stageis as an adviser for the designer to figure out the maintenance problem in the future. Some of the advantages of the involvement of maintenance department inearly stage are it would able to check the practicability of the design details, thesuitability of patent joint, anticipate leaks, staining, expansion joints, and many otherthings that can prevent further defects in the future caused by miss-design(Armstrong R. W., 1984).
  • 4 British standard (BS 3811: 1984) classified maintenance as three parts asfollow, i. Planned maintenance; described as organized maintenance and carried out with forethought, control, and the use of records to predetermined plan. ii. Preventive maintenance, it is carried out at predetermined or to other prescribed criteria and intended to reduce the likelihood of an item not meeting an acceptable condition. iii. Running maintenance, which can be carried out whilst an item is in service. These research which focus on the maintenance management and services. Maintenance Management and Services is a combination of several actions in which to retain or restore an item to perform its required action. PERTUBUHAN KESELAMATAN SOSIAL (PERKESO) as one of the semi government sector in Malaysia that has many assets, needs maintenance to prevent the assets from deterioration. Maintenance in PERKESO was monitor and control by Property Unit and Local PERKESO Office. There are two maintenance system presently implemented at PERKESO: i. Preventive maintenance. ii. Corrective maintenance. The maintenance and services in PERKESO are divided to two building type: i. Stand alone building ii. Shop lot building. Maintenance and services for “stand alone” PERKESO building is total preventive maintenance package. The total preventive maintenance scope included of: i. Specification for Mechanical and Electrical. ii. Specification of Civil and Structure. iii. Specification of cleaning. iv. Specification of pest control. v. Specification of security services.
  • 5Maintenance and services for the “shop lot” PERKESO building scopemaintenance and services only cover the scope cleaning work, M&E preventivemaintenance and Pest Control. In the PERKESO property management for PERKESO building are dividedto (2) two main department or unit responsibility: i. Rental buildings manage by the Administration PERKESO Department. ii. PERKESO own buildings were managed by PERKESO Property Unit.This project research are focused on PERKESO own buildings in Peninsular ofMalaysia which not included those PERKESO rented buildings. To obtain thedata the following knowledge acquisition methods were used by: i. Interview, ii. Questionnaire iii. Archives. Interviews done into (2) two times in separate section/stage in this research: i. Pre-interview : Before finally produce the questionnaire. ii. Interview : During stage analyze data gained from questionnaire The important of the pre-interview are development process get to produce agood questionnaire, and the target is to get valuable data shall be analyzed.The interview which are arrange after the analyze data process is to study andsection finding the root of the problem by using the transition law from macro tomicro. After recognize the root of the problem then define the corrective action tobe taken. Continuingly the corrective actions propose also other meant is to setup the proposal of the maintenance management and services system. Correctiveactions were categories into two namely: i. Short – term corrective actions; and ii. Permanent corrective actions.The short – term corrective actions do not remove or improve the factors ofmaintenance management and services problem but is aimed at correcting theproblem i.e. to recover or improve maintenance management and servicessystem. Permanent corrective actions aim is to correct or improve the
  • 6maintenance management and services system critical factors and this type ofcorrective action is more economical and effective compared to the earlier type.. Corrections are the action taken to improve the situation by first identifying theroot – causes (factors), specifically factors of maintenance management andservices system. The correction should also include improving the process itselfand corrective actions taken to improve performance can be permanentlyembedded in the process. The maintenance cost implemented in PERKESO by the yearly systembudgeting. Those budget will estimated by every branch PERKESO office andevery department office. The budget maintenance management and services wereincluded: i. Budget for repair works “corrective maintenance”. ii. Budget for renovation works. iii. Budget upgrading/refurbishment. iv. Budget of “preventive maintenance”.For unforeseen budget, emergency budget will propose by Property Unit for allPERKESO building which indicates as contingency budget. The entire yearlybudgets to be spend with the open tender. In PERKESO practice and wellimplemented to appoint any contractor or any consultant for any job/work by theopen tender system. Open completion tender culture is implemented inPERKESO. These cultural of open tendering system create the low profitable tothe industry. The reflected in following: i. Unreliable rates of profitability which are usually too low to sustain healthy development. ii. Little investment in research and development which are damaging the industry’s ability to keep abreast with innovation in processes and technology, iii. Declining levels of trained personnel, skills shortages and ill- defined career structure to develop supervisory and management grades, iv. The continued practice, by clients, of selecting designers and contractors almost exclusively on the basis of tendered priced.
  • 7 All the scopes of work and specification for maintenances management and services in PERKESO were prepared by Property Unit. The scope and specification must to be check and verify by a committee. For confirmation and validity the scope of work and the specification suitable for any maintenance tender will be by committee’s specification of tender. The committee responsible to checks and go through all the scope of works and specification document, if the entire member agree to all the content of the document then the document can to be bind and it’s valid as the tender document. These committees were appointed by Chief Executive Officer PERKESO. Usually which department or unit are given responsible to produce the scope of work and specification will be also appoint as one of the committee member in the specification tender committee. Specificati Yes on Open Tender Complaint/data Approval Valuation Tender Document No Not approved, record and Manager acknowledge Prepare Tender to the whom Appoint Document l Contractor Yes No Progress Of Approval work / motoring Estimation “Lembaga” & controlling budget No Yes Defect recovered No Yes Yes Valuation the budget Payment for Pengarah Finish /completed contractor Negeri & workFigure 1.1 Procedure of tender flow process (produce from gain information by interview with Manager Property Unit PERKESO)
  • 8 When the contractor or the consultant appoint, the progress of work will be monitor and control to which department or state office involve to the project. The progress of work will be monitor and control by the Manager Office PERKESO. Usually the Manager of the State office is non technical personnel. Role of Property Unit in maintenance management and services in PERKESO: i. Property unit responsible to produces the scope of work and specification document tender for maintenance and services for all PERKESO buildings. ii. Property Unit totally fully control and monitoring the Maintenance Management and Services for stand alone buildings. iii. PERKESO Branch / PERKESO State fully control and monitoring the Maintenance Management and Services for branch/ state PERKESO building. iv. By appointed by Chief Executive Officer as committee for: a. Specification of tender b. Open tender c. Valuation of tender. v. Recommendation payment of contractor for all maintenance and services claims. Organizing is the process by which managers establish the structure ofworking relationship among employees to allow them to achieve organizational goalsefficiently and effectively. Organizational structure is the formal system of task andreporting relationship that determines how employees use resource to achieveorganizational goals. Organizational design is the process by which managers makespecific organizing choice that result in the construction of a particular organizationalstructure.The differential of group and team in an organization. i. Group: two or more people who interact with each other to accomplish a goal. ii. Team: group who work intensively with each other to achieve a specific common goal.
  • 9All teams are groups, BUT, not all groups are teams. Teams often are difficult toform. Takes time for members to work together. Teams can improve organizationalperformance. Property unit is a small unit if to compare to the burden of work andresponsibility given by PERKESO. To fulfill all the requirement and demand needs,Property Unit with (11) eleven number of people with different specialization ordiscipline background were organize and structure divide to two main groups: i. Maintenance team. Main responsibilities and role to manage maintenance management andservices of PERKESO buildings in Malaysia. There are (33) thirty three numbers ofPERKESO buildings in Peninsular of Malaysia, Sabah and Sarawak. Themaintenance team will cooperate and work together with Branch PERKESO officeclosely to realize the objective of maintenance of PERKESO building can beachieved. ii. Development team. Main responsibilities and role to manage and control development PERKESOproject in Malaysia, currently there are 8 projects is in construction stage out of from10 total numbers planned. The other balance 2 numbers of the construction projectare in feasibility stage. The development team are responsible from process from feasibility stage,engineering and design stage, procurement stage, construction stage, implementationstage, utilization stage meant it a continue from the inception of the project untilhandling over of the building to user. Included the project closes activities is monitorand control by development team. After the D.L.P “defect liability period” finishedthe building will be handing over to the maintenance team. During the D.L.P “Defect Liability Period” the maintenance is taken underresponsibility of the contractor, unless for the defect that caused by vandalism ormiss-used by the user. It is critical to identify the defective works under constructiondone by contractor or the malfunction, faults, or broken items done by user.
  • 10 In these processes and responsibilities briefly mentioned above, Property Unitis involved and deal with big quantities of reports and records. The keeping record isa very important in PERKESO, and the system to keeping those records must be anefficient and easy to access.1.3 Problem Statement Derek Miles et al (1986) described three main problems in maintenance;inadequate financial, bad management, and poor building design. Financial is the main measurement for the action will take for maintenanceactivities and for some householders’ maintenance budget is the easiest part to cut ifthey faced financial problem. The second problem is bad management, which could be interpreted asidleness and waste among the maintenance personnel. The maintenance manager andthe staff’s dexterity and responsive to the maintenance problem is one of the tool ofeffective maintenance management. The building design also part of the problem in maintenance. It is importantto give more attention to decide which materials and elements will be use, andunfortunately it is uncommon at the design state both designer and owner takemaintenance as one of the design consideration. Poor building design also includethe poor quality materials used. • The PERKESO buildings have different capacity and facility. The differences will trigger a different approach in maintenance management. • It is important to identify whether the present maintenance management and services system is suitable for the all buildings.
  • 11 Regarding to PERKESO’s maintenance management & services, it isimportant to identify whether the present maintenance management & servicesimplemented still appropriate with all buildings. The development of buildings inPERKESO since 1998 has dramatically changes the capacity and facilities provided.Obviously, the Menara PERKESO 21 floor building with the bigger capacity upabout to 30 to 40 staff per floor and new facilities such as lift that is totally differentwith the previous buildings. The differences in capacity and facility would triggereda different maintenance treatment requires the study to identify whether the presentmaintenance system is can be implemented to the all buildings. The fact that some ofthe new multi storey buildings are still under Defect Liability Period (D.L.P) willmake this study appropriate and important to be conducted.1.4 Aim and Objective Aim of this study is to improve the maintenance management and servicessystem for PERKESO building. To achieve the above aim, the following objectiveshave been identified: 1. To study the maintenance management & services system presently implemented at PERKESO buildings. 2. To identify the defect normally occur in PERKESO Building. 3. To find out the satisfactory factors of tenants/students at PERKESO Buildings. 4. To improve the maintenance management & services system for buildings at PERKESO.1.5 Scope of Study The scope of this study is focus on the buildings in PERKESO at PeninsularMalaysia. The study covers only the PERKESO own buildings.
  • 12 Table 1.1 List of PERKESO buildings in the scope of research . AreaBil. Building Name Location Building type i ) Lot ii ) Floor net ( KPS )1 Menara 281 Jln.Ampang, Stand alone i) 38,000.00 PERKESO, 50538 Kuala Lumpur. 20 storey ii ) 224,000.002 Pejabat PERKESO Lot PT 3969, Mukim 1 Stand alone i) 56,713.00 Seberang jaya Seberang Perai Tengah 7 storey ii ) 59,863.00 Pulau Pinang.3 Pejabat PERKESO No.8, Lebuh Bunga Shop lot i) 1,119.00 Langkawi Raya 5, Langkawi Mall 2 storeys. ii ) 2,238.00 07000 Kuah, Langkawi. ( 1intermidiate lot )4 Pejabat PERKESO Lot 30, Komplek Kedai Shop lot i) 1,200.00 Kangar 3 Tingkat Fasa III, Jalan 3 storey ii ) 3,420.00 Hospital, Kangar. ( 1intermidiate lot )5 Pejabat PERKESO Lot 37, Betaria Business Shop lot i) 2,243.00 Seremban Centre, Seremban. 4 storey. ii ) 7,786.00 Negeri Sembilan. ( 1 intermediate lot )6 Pejabat PERKESO Lot PTD 25084 & 25085 Shop lot i) 1,540.00 Batu Pahat Tmn.Setia Jaya, Jln.T.S. 3 storey. ii ) 7,720.00 Hoe, Batu Pahat, Johor. ( 2 intermediate lot )7 Pejabat PERKESO Plot 4 & 5 di atas lot 926, Shop lot i) 2,800.00 Kulim Mukim Keladi, 3 storey. ii ) 6,628.00 Kulim, Kedah. ( 2 intermediate lot )8 Pejabat PERKESO No.2, Jalan Tiara 2, Shop lot i) 4,125.00 Klang Bandar Baru Klang, 5 storey. ii ) 17,175.00 Selangor. (Conner lot)9 Pejabat PERKESO No.30 & 31, Lengkok Shop lot i) 2,800.00 Sungai Petani Cempaka, Amanjaya, 3 storey. ii ) 7,130.00 Sg.Petani, Kedah. ( 2 intermediate lot )10 Pejabat PERKESO PTB 10956 & 10957, Shop lot i) 3,080.00 Muar Tmn.Tun Dr.Ismail ( 1 ) 3 storey. ii ) 7,784.00 Bandar Maharani, Muar. ( 2 intermediate lot )11 Pejabat PERKESO Lot 8927, No.28 Jln.Duku, Shop lot i) 4,373.00 Kluang Kampung Haji Manan, 3 storey. ii ) 8,559.00 Kluang, Johor. (Conner Lot )12 Pejabat PERKESO No.29, Jalan Setia Shop lot i) 2,100.00 Rawang Rawang 1, 48000 Rawang, 3 storey ii ) 5,785.00 Selangor. (Conner lot )13 Pejabat PERKESO No.13, Jalan Emas, Shop lot i) 1,540.00 Segamat Taman Bukit Hampar, 4 storey. ii ) 4,786.00 85000 Segamat, Johor. (intermediate lot)14 Pejabat PERKESO Lot No.9587N, Stand alone i) 26,237.00 Ipoh Jalan Hospital, Ipoh, 5 storey ii ) 2,941.55 Perak Darul Ridzwan.15 Pejabat PERKESO Lot PT No. 1233 & 1234, Shop lot i) 3,338.00 Taiping Bandar Taiping 3 storey ii ) 7,183.00 Daerah Larut Matang (2 Lot) Perak Darul Ridzwan (Conner lot)16 Pejabat PERKESO No. 8, 9 & 10 Shop lot i) 3,600.00 Teluk Intan Medan Sri Intan 3 storey. ii ) 8,806.00 Jalan Sekolah (3 lot) Teluk Intan, Perak (intermediate lot)
  • 131.6 Research Methodology To carry out the study, several research methodologies were used, whichincludes literature review, knowledge acquisition, and data analysis techniques.Figure 1.1 showed the activity flow used to achieve the objectives that have been set. Literature review Brainstorming discussion Topic Identification Archives Data Preliminary Interview Brainstorming for fine- Questionnaire and Question tuning Interview List Design Questionnaire launching Reply from respondent Follow up Storing data,Analyze and consolidate analyzing, and results summarizing results Propose Maintenance Management Figure 1.2 Research methodology flow chart
  • CHAPTER II LITERATURE REVIEW: MAINTENANCE MANAGEMENT & SERVISES2.1 Introduction As a part of construction process, maintenance has an important role toensure the long live of the constructed building. The building maintenance can bedefined as the regular inspection of all parts of the building and the execution ofwork necessary to keep the structure, finishes and fitting in a proper and acceptablestate of repair, including decoration both internally and externally (Cripps, 1984). Any constructed facility can be considered as an asset or investment thatneeds to be maintained to ensure its long life cycle. Owner is always expected itsasset to be long life to ensure their capital investment returned and profitable. There are many literatures that discussed on maintenance. Most of them(British Standard 3811; Robert Milne, 1985; Cripps, 1984; Noble, 1984) have thesame concept about maintenance, which defined as an action that prevent or restore acondition to its original condition.
  • 152.2 Definition British Standard 8210 defined maintenance as the combination of alltechnical and administrative action intended to retain an item in, or restore it to, astate in which it can perform its required function. The previous version of British Standard (BS 3811: 1964), definedmaintenance as a combination of any actions carried out to retain an item, or restoreit to, an acceptable condition. According to Wordsworth (2001) the action is referredto the initiation, organization, and implementation of series of works. There are twoprocesses of works that envisage, retaining and restoring. Retaining is more to thework carried out in anticipating of failure, and restoring is the work carried out afterthe failure. Wordsworth further explanation is about maintenance acceptable standardconcept that is referred to the acceptability of the person who is paying the work tothe person receiving benefit or to some outside body with the responsibility forenforcing minimum standards. It is clear that there is no absolute standard for maintenance (Noble, 1984;Lee, 1987). The standard is depending on the request of each person or organizationas the client of the works. It could be higher or lower than the initial design standard,depend of the client inquires.2.3 Maintenance Classification The maintenance can be classified into several types. The most commonclassification consists of two main parts, which are preventive and correctivemaintenance.
  • 16 British standard 3811: 1964 classified maintenance into three parts, plannedmaintenance, preventive maintenance, and running maintenance. The differencebetween these types of maintenance can be described as follow. a. Planned maintenance, it is defined as maintenance that organized and carried out with forethought, control and the use of records to predetermined plan. b. Preventive maintenance, it is carried out at predetermined or to other prescribed criteria and intended to reduce the likelihood of an item not meeting an acceptable condition. c. Running maintenance, which can be carried out whilst an item is in service. Another maintenance classification was done by Milne (1985) that classifiedmaintenance into two categories, planned maintenance and preventive maintenance.Planned maintenance is a method whereby all of the work which can be foreseen inthe coming year or longer if necessary, is detailed, costed and mapped out on a chart,listed in diary form or entered on a computer program in such a way that themaintenance manager can see at a glance just what task are due to be carried out anytime of the year. Planned preventive maintenance, in the other hand, is an attempt toeliminate as far as possible the need of day-to-day maintenance and reduce thenumber of separately funded maintenance works by instituting a system of inspectionat regular predetermined intervals and carrying out any minor repairs before theyhave time to develop into tasks of some magnitude. According to Wood (2003) the background of the planned preventivemanagement is large scale programs of repair, maintenance and improvement oflarge stocks of buildings, particularly in the public sector. The fundamental reasonof preventive maintenance was related to thinking and operating on grand scale andwas logical extension of the kind of thinking that had dealt with sum clearance, therebuilding of large areas flattened by bombing and the blitz, and the planning andconstruction of complete new towns.
  • 17 Planned preventive maintenance will more worthwhile if it is meet somecriteria (Lee R, 1987), such as: a. it is cost effective b. it is wanted to meet statutory or other legal requirements c. it is meet a client need from operating point of view d. it will reduce the incidence of running maintenance necessitating requisitions for work from the user e. there is a predominant incidence of work for the craftsman rather than pure inspection Another maintenance classification was made by Noble (1984) thatclassified maintenance as five different types: a. Routine or cyclic maintenance, it is task carried out at more or less regular intervals without prior inspection, such as cutting grass, lamp changing, cleaning of drains and gutters. b. Planned maintenance; can be determined as selected services, plant and equipment. It is a regular inspection and servicing (lubrication and adjustment) with repairs and replacements made or programmed only when found to be necessary. c. Planned inspection, for selected elements of structure, fabric and finishes. It is a regular inspection but with maintenance work carried out or only when found to be necessary. d. Breakdown or emergency maintenance, an action taken to remedy failure. e. Minimum maintenance, often applied to premises awaiting disposal. No action except to meet mandatory requirements, e.g. for health or safety, to conform to the terms of a lease, or to keep the property wind and waterproof. All types of maintenance explained above are depending and restricting bysituation and factors. One of the factors is cost. Cost constrain together with the ratesat which building materials and elements deteriorate in use, make maintenance moredifficult. The cost of preventive action will increase if the work differed and if it isdelayed to the point of failure the cost will be many times greater than if the job had
  • 18been done at the right time. Another factor is time; the correct timing of maintenancework is therefore very important (Noble, 1984). Cripps (1984) classified building maintenance in the five main heading: Main fabric, determined as regular maintenance of the structure of building, including walls, floors, roofs, windows, doors, sanitary fittings and plumbing, drains, fire escapes, yard, roads and cleaning, and restoration of elevation. Internal finishes, including of redecoration of walls and ceilings, replacement of floor surfaces, and repairs to special finishes. Specific features, especially for public services, defined as all repairs to entrance doors and shop windows, including replacement of door springs, replacement of glass of the maintenance of electrical signs. Cleaning, defined as regular cleaning of parts of the building by maintenance staffs or outside contractors. Engineering services, this type of maintenance relate to mechanical and electrical equipment in the building. There are five headings that should be considered. 1. Electrical and gas services, periodic inspection of surface installation and major detailed surveys by professional consultants and subsequent execution of repairs found necessary. 2. Heating, ventilation, and air-conditioning, periodic inspection of installations, cleaning, lubricating and repairs including safety testing. 3. Lift, escalator, and mechanical equipment, periodic inspection as detailed under (2). 4. Fire precaution, periodic inspection and repair of sprinkler systems, fire detection system, fire extinguishers and blankets, hose-reels and hydrant. 5. Special equipment, periodic inspection of refrigeration installation, kitchen equipment, etc.
  • 192.4 Maintenance Standard As mentioned before, there is no absolute maintenance standard since theneed of building maintenance is typical for each building. But the generalmaintenance standard is needed as guide for the owner or tenants to maintain theirbuilding. Wordsworth (2001) mentioned the standard should be as a function ratherthan an object. Further he described maintenance standard as a balance between needand resource with the provider or controller of the resource usually having thegreatest influence over what this balance may be. The main idea about maintenance standard is basically the request ormaintenance work order from the owner to contractor, which area or defect thatshould be repair or replace, and this order should be clear as a standard for thecontractor to perform the job. The work order should include the sufficient detail inorder to enable the workman to take with him the correct quantity and type ofmaterial when making the maintenance work (Milne, 1985). In fact some of 40% of the maintenance standard was directed in site (Milne,1985). The engineer or the maintenance department has to visit the site and checkand determine the condition of building that should be maintained. The otheradvantage of site visit is it gives more attention and gives direct instruction to theiremployee or hired contractor to repair. Lee (1987) as mentioned in Building Maintenance Management described themaintenance standard as two part, lower level and upper level. Lower level is theneed of maintenance due to increasing probability of failure involving not onlyenhanced repairs costs but also consequential losses where the normal user of thebuilding is interfered with. For upper level of maintenance is set by the cost ofachieving it. Based on the building individual element, Reginald Lee (1987) divide themaintenance standard as three conditions, physical condition of the elements, times,
  • 20and financial criteria. Physical condition has two related terms, the condition ofelement that related to the magnitude of defect that calls for remedial action, and thesecond term is the performance or the environmental systems. This system is knownas condition controlled maintenance. This system suggests that there is a regularinspection to measure the condition or the performance of elements whether it isdeteriorated below that laid down. The second condition is times, which repairs or replacements are to be made.This method more to the frequent inspection and it need certain knowledge of therate of decoration. The balance between frequency inspections, risk, andconsequences of failure is the important part that should be achieved. The lastcondition is financial criteria; this criterion can be taken from the variable sum basedon the costs of some primary activity or replacement value, or taken from fixed sumbased on historic costs or an analysis of anticipated benefits.2.5 Maintenance Objective As well as the definition of maintenance, the primary aim of maintenance isto preserve the value of the asset so as to ensure a long term trouble free investmentcapable of providing a continuous and satisfactory return by minimum expenditure(David Arditi et al, 1999). Furthermore the specific objective of maintenance basedon Arditi can be described as follow:- Perform daily housekeeping and cleaning to maintain a properly presentable facility. Promptly respond and repair minor discrepancies in the facility. Develop and execute a system of regularly scheduled maintenance actions to prevent premature failure of the facility and its systems and components. Complete major repairs based on lowest life-cycle cost. Identify design and complete improvement projects to reduce and minimize total operating and maintenance costs.
  • 21 Operate the facility utilities in the most economical manner while providing necessary reliability. Provide for easy and complete reporting and identification of necessary repair and maintenance work. Perform accurate cost estimating to ensure lowest cost solutions to maintenance problems. Maintain a proper level of material and spare parts to support timely repairs. Accurately track the costs of all maintenance work. Schedule all planned work in advance, and allocate and anticipate staff requirements to meet planned and unplanned events. Monitor the progress of all maintenance work. Maintain complete historical data concerning the facility in general and equipment and components in particular. Continually seek workable engineering solutions to maintenance problems.2.6 Life Cycle Cost Building life cycle costs is the total costs of owning the building over itspredicted life span including initial capital cost, occupation costs, operating costs,and the cost incurred or benefit derived from the disposal of the asset at the end of itslife (Wordsworth, 2001; Chew M. Y. L et al, 2004). Basically, building life cycle is a technique to ascertain a suitable balancebetween capital cost on initial provision and costs incurred as a consequence of use.The basic concept of Life Cycle Cost, LCC is that decision on the design andacquisition of durable assets should take into account the long term financialconsequences and should not based solely on initial costs. LCC can be used toevaluate the economic value of the construction process at every stage as describedby Wordsworth (2001) as follow.
  • 22 a. LCC at Inception Stage At the inception stage, LCC is use to determine the most economic way of meeting a need for additional building space. The option to be compared may include: Rearrangement of the internal spaces within an existing building Building an extension Gradual redevelopment of the existing site Development of new site Purchase or lease of another building b. LCC at Design Stage The use of LCC at design stage is to assist the client and designer as well in developing the most economic plan shape, structural form, and internal layout. One thing that should keep on mind is the earlier the LCC applied, the greater the possibilities on savings and the lower the committed costs. At the detail design stage, LCC is used to help the designer identify the design features, components and finishing that have the lowest cost. This stage would culminate in the preparation of LCC plan which should be incorporated in the maintenance manual for guidance of the guidance of the property manager. c. LCC at Occupation of the Building During the occupation of building LCC can be used to assists in formulating planned maintenance and renewal policies. It also provides a means of identifying high cost areas and evaluating changes that will reduce these costs. Regarding to the Brandon P. S. (1987) there are five factors that should betaken into account when using LCC as evaluation technique. These factors will effectto the calculation of life cycle cost of the building. The five factors are componentperformance that depends on detail design, workmanship, building use, client attitudeto maintenance, exposure, weather climate and so on that effect to the buildingcondition. The second factor is the building life, which depends on the assumption onthe economic life span of the building. The next factors are inflation, technological
  • 23change and fashion, and taxation. The last three factors exclude taxation isunpredictable factors that have high uncertainty.2.7 Maintenance Cost Maintenance cost is one the important thing that should be considered if theproperty’s high rate of return is expected. For illustration, one housing developerbuilds some houses for rental purposes. For business purposes, a developer alwaysthinking how to build a house with lowest initial cost and have high quality income.This idea often takes the developer to pressure the initial cost to the lowest level andsometimes affected the quality of the building. The low quality of building has lowrental price and also will affected the revenue they have. In term of maintenance,developer will take the budget from rental value. As consequence, for the low qualitybuilding would have maintenance cost slightly higher rather than the high qualitybuilding. Some developer have to spent as much as 50% of their rental revenue tocover maintenance cost (Derek Miles et al, 1987), they are caught in vicious circle,because they are running low cost housing estates rents has to kept low, and it causedpoor maintenance. Basically, the value of the property can be determined from the first phase ofconstruction. When the owner has intention to build a new building he/she has toclearly state the purpose of the building. At the feasibility and design stage, thedesigner should know what are the purpose of the building, the owner needs and allother information that related to construction of the building. From this stage, adesigner should anticipate the effect of his/her design for the maintenance cost.Derek Miles et al (1987) stated from the feasibility and design amount that only 8 %of total project cost, the decision made during this stage commits nearly 95 % of thecost of building’s total life. From this fact, it is clear that the maintenance cost can bepredicted from the early stage of construction. The agreement and understandingbetween client and designer from early stage of construction influence the initial andrunning cost of the building.
  • 24 Another factor that influence the maintenance cost is the uncertainty of casualfactors such as intensity of use and changing maintenance requirements (Miles, et al1987). In this way, the maintenance cost need to be optimized not only at the designphase, but also during the management of the building in use. From the statement above, it is can be conclude the factors that affected themaintenance expenditure, there are: Material, to keep the lower initial cost of building, client ask the contractor to find cheaper prize of materials, that usually (not always) have lower quality and life time period rather that expensive materials. The lower quality materials need more maintenance to keep their quality form deterioration. Strategic design, poorly designed and constructed buildings may cost as much as more than a well designed and properly constructed building, depend on management and productivity at construction site. The important things in reducing future maintenance cost is that is strategic design of the building, that is shape, orientation, ratio of wall or floor, and so on rather than high initial cost. The uncertainty of casual factors, such as intensity of use and changing maintenance requirements.2.7.1 Costing system Maintenance costing can be classified into three categories, committed cost,variable cost, and managed cost (Miles et al, 1987). Committed cost cover the cost that cannot normally be altered duringparticular accounting period as fixed contract exists with supplier, for examplecovering the lease of office equipment. Variable cost is the cost that closely related to the activity of the organizationand their size is fairly close related to the output of the unit. Variable cost is based on
  • 25the labor productivity and the materials used. For example, for slab concretingactivity the cost is based on the area concreted and the materials used. It is possibleto measure the work content accurately and establish the cost based on the workdone. Managed cost is uncommitted and not directly related to the volume ofactivity, but specifically authorized at the discretion of the management. From these categories, committed cost is easier to identify and handle, sinceall the price and condition are mention at the contract. Any addition work in the fieldcan be considered as variation work. For this reason, some of building owner ormaintenance manager prefers to hire a contractor rather than hired their ownemployees to perform maintenance work (Miles et al, 1987). Based on variable cost system, a manager will measure the work performancebased on budgeted cost. If cost was under the budget it can be said that theperformance was perfect and thrifty, but if it was more than budget it can be said thatsomething going wrong. It is not easy to justified work performance solely based on budget. There aresome possibilities to explain why some works is under or above the budget. Forexample if the work done was under the budget, it might be the manager can performperfect job with low cost, or another possibility the work is under quality, or thebudget is over estimate.2.7.2 Setting up a costing system One of the objectives of costing system is to allow the manager to makedecision leading to effective cost control and then to study of the possibilities for costreduction. Derek Miles (1987) described the steps to set up costing system as follow,
  • 26 1. Collect all of the necessary data that related to running cost for building maintenance. To achieve this, all expenditure throughout the year must be collected into suitable expense centers according to the location and type. 2. Compared the collected costs data with the original estimates. It is important to look closely at those items where estimated costs have been exceeded, and to investigate the reason for excess. 3. Examine the possibilities for achieving cost savings by changes policy, techniques or replace of items that giving rise unacceptable maintenance or repair costs.2.7.3 Maintenance budget To maintain the effective cost control it is important to set out themaintenance budget as a cost standard. To make it effective, budget has to use asworking document throughout the year and managers are more likely to work hardlyto achieve budgets that have been set up. Budget is the vital link in the chain of control which involves three aspects(Miles, 1987), there are communication of information about plans and intentions,motivating people to achieve planned targets, and the last aspect is performancereporting. Basically, the important function of budgeting is to provide a factual basisfor cost control. Graham (1978) defined some factors that should be take in accountto set up the budget, there are; Changes in numbers/types of units comprising the estates The number of jobs is directly proportional to be increase or reduction in the number of units to be maintained, although the types of properties and services must be taken into account. Maintenance service standard Maintenance serviced standard should be agreed for each financial year. This standard should specify the service requirements and the average
  • 27job completion times in each trade and maximum acceptable jobcompletion periods. Changes to this standard may affect the likelynumber of jobs to be completed each week or certain period.Variation in the incoming number of jobsThe variations occur during the financial period, whether it wasrequested by tenants or the owner or by emergency situation should be aware and must be taking into account. In practice these fluctuation whenlow can be offset by feeding to the work force program routinemaintenance and preventive maintenance tasks. Peaks in the workloadwhich cannot be programmed economically for the labor force can coverby using contractors. Annual estimates should include a provision forthis.Work arising from pre-painting surveysTechnical staff should undertake a survey of properties in the year priorto that when external painting is programmed. The survey should beconcerned mainly with the fabric of the building and with identifying allmaintenance and repairs required to bring property up to acceptablestandard before painting is carried out. This work must be completedbefore the end of the current financial year and before commencement ofthe current external painting program.Work contentAn effective work study based incentive bonus scheme will require themeasurements of the work content of all jobs completed each year. Therecorded data will show the average work content per job for each tradein terms of Productive Standard Hours (PSH) per job. Using the records,together with a careful examination of anticipated trends, a accuratework content figure can be forecast for repairs and routine programwork.
  • 282.8 Design Effect of Building Maintenance One of the factors that influence the maintenance cost is the building design.The designer is the first person that accepts the idea from owner to design a building.From this idea the designer translate the owner need of the building to a generaldesign and continued into detail design. The term designer in this part is not solely anarchitect, but it can be a team that has many people involve such as architect,structural engineer, quantity surveyor, etc that necessary or have relationship with theproject (Marsh, 1979). The design stage starts with design brief from the client. Some of the clientknows what information that should they give to the designer, but many were notunderstood. It is the designer responsible to assist the client to give an adequatebriefing. It is very important to collect as many data from the client such as whattype a building they need, what is the budget, what is the purpose of the building, andall of information that the designer need. This stage is very important but sometimesit was neglected by the owner or the designer or both. One investigation conducted by The Building Advisory Service at 1970-1974in United Kingdom showed the highest faulty that made was the wrong choice ofmaterials or components for particular situation, such as a wrong adhesive for floortiles on a heated sub-floor, or necessary cavity trays and flashing was missing fromthe design. The common faulty that often happened were (Marsh 1979) (Miles et al,1987): a. Inadequacy of the client brief b. Inadequacy of design, such as error of specification, material or component choice, juxtaposition of incompatible materials or components c. Construction error due to ambiguity or inadequacy of specification or supervision d. Defects in materials and components
  • 29 Further, the defect in the building is not solely fault at the design stage.Some defect was caused by repetition of use of the building by different people ortenant for rented building, or the low quality of materials used, or can be theunskilled workmanship during the construction stage. Based on these factors, thedesigner should at least pay some intention for these factors, so in the future thedefect can be minimize. Miles (1987) figured some factors that influence in the design stage forbuilding maintenance such as; Deterioration Deterioration can cause by climate, user activities and changing tastes and habits. The extent to which these agencies cause deterioration and thus create a need for remedial treatment will depend on the adequacy of the design and the suitability of materials needs. It is because they are often ignored or treated lightly in current literature in favor of technical detailing. Future Needs As known, the building’s owner expected their building has long life time, resulted much money and has few maintenance cost. To reach the owner needs, the building should be used in the future time. Regarding to these situation, the designer should give intention to the future need for the building. Derek Miles (1987) mentioned the size, layout, and a service of the building is influenced by future need of the building. For instance, the need of the room in present and future time could be not same. When create a design, the designer should know what is the purpose of the room, what is in the room, or who or how many person will occupied the room, and such question that should clear the designer needs. Its look likes unimportant, but has great effect for the building. One research in Kenya proved, in one local authority of the 3,398 tenancies 68% of the family units were accommodate in one room, or one room was occupied by 4.7 persons. It will caused a social problem because too many people living together.
  • 30 Faulty of choice materials Another factors influenced of building maintenance is materials chosen. The designer should use materials that easy to maintain in the future and appropriate with the building and the environment. The environment factors such as climate should be taken as an important factor to choose materials. Some materials are easy defected by climate changing and caused deterioration. Faulty choice of materials will increase the materials cost in the future. Decoration Decoration which includes painting internal as well as external surfaces may be subject to defects arising from incompatibility of the finish and its background. The most common defect on paintwork that calls for frequent decoration is discoloration. It was caused by dampness, resulting from rain penetration or condensation. Discoloration is common in areas where buildings do not have roof overhangs to shelter walls. Marsh (1979) stated, from an examination of maintenance accounts, for many buildings the cost of maintenance can be roughly broken down into equal parts representing decorations, services, and structure. Access It should be realized by building designers that items of plant have to be renewed or have extensive works executed to them to maintain their efficiency, during the life of the fabric (Marsh, 1979). Therefore, the access facility should be provide to permits the components of the plant to be changed or serviced without wasteful consequential works to the plants as a whole or the building enclosure.2.9 The role of the designer As the person that responsible for the building design, the important role ofthe designer is to enable creative solution latent in and conceived by the client or
  • 31community to emerge. The designer should be able to predict the ultimate effects of aproposed design scheme on users and the society as a whole, so that the ultimatework gives both satisfaction and value of money. The designer should be aware ofgood or bad effects of alternatives designs upon issues which are important to theusers but which may not be of direct financial interest to the developer (Miles et al,1987). Designer that have responsible to project design, sometimes they decide touse materials that not ready in the market or difficult and expensive to assemble onsite. It could be an obstacle in construction industry that designer should aware of.The involvement of contractor as the project’s builder is playing the important role toreduce this obstacle. Contractor that construct the project at least know better thedifficulties in construction phase than designer. The cooperation between designer,contractor, and may be the owner or maintainers in the earlier stage will help thedesigner to create a better design. Some difficulties can be reduced and all partieswill satisfy with their creation. The advantage of involvement of maintainers in early stage (design stage) isthey can help the designer to assess the total life-cycle cost and the maintenance costof the proposed design. Beside cost benefit, the need of feed back of the design isvery important for the designer, and it can be fulfill by maintainers as a design team(Miles et al 1987).
  • 32 Brief Feasibility Outline Proposal Approved? Scheme Design Cost estimates for scheme Approved? Detail Design Cost estimates for detail design Approved? Contract Documents Tender Action Construction Feedback on use performanceFigure 2.1 Cyclic nature of design process (Source: Building Maintenance: A management manual, Derek Miles and Paul Syagga, 1987, pp. 119)
  • CHAPTER III RESEARCH METHODOLOGY3.1 Introduction The aim of this study is to propose a maintenance management & servicessystem for PERKESO buildings. In order to achieve this aim, there are fourobjectives have been set (please refer to chapter I). It is important to study andidentify all of the objectives to enable this study propose a better maintenancemanagement & services system. To achieve the objectives, there are some steps that should be fulfill to ensurecontinuous and logical build up of defining and justifying this study. The followingsteps are; i. To study the maintenance management system presently implemented. ii. To identify the common problem in maintenance management and services. iii. To identify the tenant satisfactory level upon the maintenance and services implemented. iv. To identify tenant opinion how to make the improvement for maintenance management and services. v. Proposed maintenance management and services system.
  • 343.2 Archives Data Archives data is the data obtained from the PERKESO Property Unit andPERKESO maintenance and services contractor. From archives that enabled theidentification of area of study. The use of this data is to confirm all information andother details to be used in the final analysis of this research. The data obtained from many sources such as: i. Defect report, ii. Progress maintenance monthly report, iii. Minute of monthly meeting maintenance and services, iv. Scope of work the maintenance and services in tender documents, v. Specification the maintenance and services in tender documents, vi. Agreement of contractor maintenance and services, vii. Budget of the maintenance and services, viii. Technical procedures of maintenance and services used at PERKESO, ix. Valuation report for tender maintenance and services, x. Filing and keeping record system for maintenance management and services. xi. Safety procedure which produce by the PERKESO maintenance contractor.3.3 Questionnaire The questionnaire is used to get the data from the tenants that are the user thatuse at the buildings. It is very important to get the data from the tenants that in factthey are the end user of the buildings and also customer of the maintenancemanagement and services provider. The information that would be obtained from the tenants: 1. The questionnaire was used to identify what is common problem that occurred at the PERKESO buildings
  • 35 2. The questionnaire was used to identify the tenant’s satisfactory level of the maintenance management services implement. 3. The questionnaire was used to identify the tenant opinion on Improving Maintenance Management & Services that best to be applying at PERKESO. The data is needed to develop the list of question to be asked in order to getthe correct respond from the tenants. Brainstorming also need to identify thequestions is appropriate to get the data from the tenants. The last step isquestionnaires distribution to the respondents.3.4 Interview Interview is very important and the main source to obtain the data for thisstudy. Interview is used to clarify the data obtained from archives and questionnaires.This step is important to further understand the maintenance process of works inPERKESO. Interviews to be done to (2) two times in this research: 1. Pre-interview : Before finally produce the questionnaire. 2. Interview : During stage analyze data gained from questionnaire The important of the pre-interview are to develop and get to produce good questionnaire, and shall be to get good data to be analyze. The pre-interview was done with:- 1. The Manager of Maintenance Contractor – Encik Tuan Asmadi B. Tuan Jusoh, 2. The Technician of Maintenance Contractor – En Syahwal , 3. The Manager of PERKESO Financial Department - En Rashid, 4. The Manager of PERKESO Property Unit- En Zainol B. Ahmed,
  • 36 5. The Manager of PERKESO Administration Department - En Dzulkifli B. Yaacob. 6. The Managers of Branch Office – Cik Ariawati (Klang). Interview after analyze the questionnaire is to study the root of the problem by transition law from macro to micro. The interview was done with:- 1. The Manager of Maintenance Contractor – Encik Tuan Asmadi B. Tuan Jusoh 2. The Manager of PERKESO Property Unit, - Encik Zainol B. Ahmed 3. The Executive Officer of PERKESO Property Unit, - Encik Che Abdillah 4. The Managers of Branch Office. – En Mamsor B. Mahmood (Rawang)3.5 Data Analysis To measure the data obtained from respondents, the questionnaires’ data willbe analyzed by using the average index formula. The aim of this formula is todetermine the ranking of parameters or factors given for each answer of thequestions. For every question there are five parameters that should be used by therespondents as an option to answer the questionnaire. The five options given aremost significant, significant, average, less significant, and not significant.
  • 37 The average index is calculated on the formula by Assaf et al (1996), asfollow (ai . Xi) Average index = ----------------- (Xi) Where, ai is a constant expressing weight given to i Xi is the variable that expressing the frequency of degree of important of each option, X1 expressed the frequency of most significant response X2 expressed the frequency of significant response X3 expressed the frequency of average response X4 expressed the frequency of less significant response X5 expressed the frequency of not significant response Table 3.1 showed the average index and the rating scale uses the method by Abdul Majid et al (1997) as follow. Table 3.1: Rating scale of average index Average Index Rating Scale Most Significant 0.00 – 1.50 Significant 1.51 – 2.50 Average 2.56 – 3.50 Less Significant 3.51 – 4.50 Not Significant 4.51 – 5.00
  • CHAPTER IV MAINTENANCE MANAGEMENT & SERVISES AT PERTUBUHAN KESELAMATAN SOSIAL (PERKESO)4.1 Introduction “Pertubuhan Keselamatan Sosial” (PERKESO) is been preformed in 1971under Ministry of Human Resources for implement, administrate and manage for theskim-skim Social Safety under “Akta Keselamatan Sosial Pekerja”, 1969. Thoseother function of PERKESO to register employer and employees, collect paymentfrom employer and employees, claim process and pay claim to employee who getaccident and to their family members. In 1st July 1985, status of PERKESO as agovernment department change as “Badan Berkanun” “semi governmentdepartment”. Then in 1st January 1992, PERKESO start implement own expenditureand budget “sistem saraannya sendiri” which called “Sistem Saraan BaruPERKESO” (SSBP). It meant PERKESO is not use the budget from government ofMalaysia. After PERKESO as the independent body which all the maintenancemanagement and services at that time under the Administration Department. By thattime the maintenance management and services and development project handle bynon technical background. The need of professional team in PERKESO, PERKESOuse method appoint Project Management Consultant to assist and advice PERKESOorganization. PERKESO growth quickly against the time and PERKESO producethe planning strategy and strive to increase the achievement in give the services. Theaction made by develops all the facilities in PERKESO which make the customer orpublic customer deal with PERKESO will gain the comfortable inclusive to anybody
  • 39in PERKESO or customers in PERKESO. Parallel to the growth of PERKESOorganization, PERKESO have constructed own stand alone building as the central ofthe PERKESO administration office and other meant as head quarter officePERKESO located at No. 281, Jalan Ampang, Kuala Lumpur. The building hadcomplete constructed in September 1998 and fully operate in 1999. PERKESObuilding in di Lot PT 5512, Pusat Perdagangan Antarabangsa Melaka (MITC), AyerKeroh, Melaka in process of handing over. By time being PERKESO are active in construct PERKESO own stand alonebuilding. Recently, PERKESO progressively in construction stage there are eight (8)stand alone buildings all over Malaysia. The project development in progress ofconstruction: i. PERKESO building at Kota Bharu, ii. PERKESO building Kuantan, iii. PERKESO building Petaling Jaya, iv. PERKESO building Johor Bharu, v. PERKESO building Wilayah Persekutuan Kuala Lumpur, vi. PERKESO building Pulau Pinang and vii. PERKESO building Alor Setar.By then PERKESO also bought shop lot building from the developer and buildingowner. It was for placement the branch office PERKESO in several states inMalaysia. Parallel to the PEREKSO organization growth, there are need requirementto do these research for develop a systematically maintenance management andservices to manage, control and monitor and continuously implement preventivemaintenance and corrective maintenance to all facilities and equipment have inPERKESO buildings. The development of the maintenance management in “PertubuhanKeselamatan Sosial” is under the responsibility of Property Unit. The Property Unitas an organization has gone itself through several stages of changes since it isformation in Menara PERKESO in Kuala Lumpur since 2002 as the headquarterteam base. Due to functional changes from small maintenance unit from (6) sixnumbers of peoples in the team, now expend as an independent unit in 2006, thereare (11) eleven numbers of peoples of team members that has given responsibility by
  • 40PERKESO to develop and maintain the physical PERKESO buildings all over in theMalaysia. Include job enrichment Property unit have to manage developmentPERKESO project. Property Unit realizes the formation of the changes is needed tomeet the organization goals. In order to achieve the objective it is important to study the maintenancemanagement presently implemented in PERKESO. The information was obtained byinterview conducted with the manager of maintenance contractor, technician ofmaintenance contractor, the manager of PERKESO Tresury Department, themanager of PERKESO Property Unit, the manager of PERKESO AdministrationDepartment, the managers of Branch Office and tenant of PERKESO buildingsarchives.4.2 Historical Background Since it is formed the Property Unit had changed in the structure for manytimes. First formed in 2002 Property Unit was a small maintenance unit for managethe maintenance for all PERKESO buildings in Malaysia. Property Unit form underof the Finance Department. At that time Property Unit was lead by a non-technicalbackground and the team member’s were also with non-technical background.Before 2002 meant before the Property Unit is create all the maintenancemanagement and services of PERKESO buildings under the AdministrationDepartment. In 2003, under the authority of Treasury Department define these PropertyUnit need to be lead and manage by the professional team from multi disciplinesbackground. The demanding role and responsibility created to Property Unit byPERKESO, the Human Resource PERKESO department employs staff to fulfill theneed of Property Unit organization. Start staffing with (4) four number of peoplewith different professional discipline background and (1) one of generaladministration clerk. This Property Unit expends and develops very fast and
  • 41continuously growing to fulfill the needs and demands of PERKESO organization.Review to the performance of the Property Unit, PERKESO shift paradigm policiesfrom buy shop lot as PERKESO property to start develop and construct stand alonePERKESO building. In 2005, to realize the policies PERKESO develop and construct stand alonebuilding. From this expending and growing of the PERKESO organization,continually the responsible and job specification Property Unit had been enrichment.Due to these positive arrangements PERKESO decided to expend the Property Unitdivided to (2) two main team structure organizations: i. Maintenance Team. ii. Development Team. From the small maintenance unit had changed into one unit that lead by“Pengurus Kanan Unit Harta”. The main duty of the Property Unit created to be thecore professional technical unit to advise and develop the system of management forall PERKESO properties. In order to achieve this goal, the management ofPERKESO define they need to expand these technical unit, with organization byhuman resource department try to fulfill the need of manpower in the PERKESO.The staffing is selected by the open invitation in advertisement to mass mediaattracted the experience professional personal in the industries. For the starting thecriteria to choose the candidate from different background and experiences. Themulti different background and experience personal engage to cover the humanresource problem at that time. By starting the Property Unit have given responsibleas below: i. To handle development projects of stand alone building construction PERKESO Office at Melaka. ii. To handle Preventive maintenance and corrective maintenance for stand alone PERKESO buildings. iii. To handle Corrective maintenance for shop lot PERKESO buildings.Along with the carried out of the project and development of the Melaka stand alonePERKESO office and responsible to carry out of maintenance management andservices of PERKESO own buildings, Property Unit was reorganized to meet theirnew function. The reorganized of Property Unit organization included the separationof department into two major team; there are team of development project and team
  • 42of maintenance management. The Property Unit still headed by one directors ofwork. The separation of these teams is due to the functional job of each team. At thenew structure, the maintenance unit was separated from team of development that themaintenance unit had responsible to maintain the PERKESO buildings and assets.Before separation of these two teams, Property Unit has responsibility to maintain allof PERKESO assets and also to handle the development with no separation orspecialization. Due to the new structure, maintenance team stand alone and hasresponsible to maintain all PERKESO assets including stand alone PERKESObuildings, shop lot PERKESO buildings, mechanical and electrical equipment, etc.The other hand the development department had responsible of the developing andconstruction of the new PERKESO buildings. After the completion of project,building was handed over from development department to the maintenancedepartment. PROPERTY UNIT Development Project Team Maintenance Management Team Figure 4.1 Property Unit Structure Organizations (produce from gain information by interview with Manager Property Unit PERKESO)In 2002 Property Unit was completing the structure organization that effect toseparate the management Property PERKESO and the management of rentalbuildings. For the changes and separation job of the name organization createProperty Unit and headed under branch investment and account. The new structurehad no significant effect to the total organizational structure. The attention was fallinto matters of responsibilities, controls, and quality of works.
  • 434.3 Organization Structure Maintenance team is support by four (4) main sub-personals, and all thosesub-personal is lead by Senior Unit Property Manager. The four (4) sub-personals inmaintenance team are from background disciplines mechanical & electrical personal,interior design personal, civil & structural personal and quantity surveyor personal.As well as their name each personal has responsible to handle any job or needrequirement in their responsive area. The detailed organizational structure is attachedat the appendix C. This team responsive as the technical management team to manage allmaintenance management and services PERKESO property. Generally PERKESObuildings Property divided to two (2) types of buildings; those are stand alonebuilding and shop lot buildings. Stand alone are divided to two (2) type of buildingwhich is the building/property PERKESO bought from the developer, other isbuildings are PERKESO own the development project. For the shop lot buildingsusually are a totally brought from the developer or the owner building. The shop lotswhich were bought from the developer meant the building or facilities are bought asa new building which PERKESO as the first owner of the buildings. For those shoplots building bought from owner usually it meant the building firstly PERKESO rentthe building as for the PERKESO operational state/district office, after for a severalyears rental of the building then PERKESO Administration Department decided tobuy the building from the owner. All the property/building/facility own byPERKESO all the maintenance management and services are responsible to PropertyUnit Maintenance team.From those differences create by the type of the buildings and all other factordiscusses above cause the differentials of trigger to maintain all the PERKESOproperties. The differential derive from aspect of the utilities have in the buildings,the structural buildings design, the architectural building design, the material, themechanical and electrical system, the equipment and facilities installed and etc. Allthose above mentioned item suppose have the as-built drawing, bind maintenancemanual and update inventory for the keeping record in PERKESO organization.Those valuable documents have to assign in proper manner to handle and
  • 44management all those information. I was important the valuable document andinformation have to safely keep and easy to receive when it need.These maintenance team as a special team firstly to sends if any problem occur to thePERKESO property. The problem or complaints receive from the any officemanager, department manager, tenant or public building user. The maintenance teamto observation and study the problem then identify the root of the problem and itclassification of the problem. Thus the problems are including in the scope ofpreventive maintenance contractor, either the problem is still in the period of DefectLiability Period (D.L.P) of contractor work or as new scope as correctivemaintenance. Then the Property Unit maintenance team forward to TreasuryDepartment corrective maintenance.Both of corrective maintenance and preventive maintenance the specificationproduce are responsible of the Property Unit Maintenance Team. All the scope ofwork and specification for the tender will be discuss and check by the committee ofthe specification of tender. After get approval by the committee of specificationtender then the tender document to be bind and the tender shall be allow to beadvertise to open for bidding stages. Property Unit are usually are appointed as theTender Specification Committee, any party involve to any produce the specificationtender and scope of works tender shall be appoint as the Tender Specification TenderCommittee. All work which is price RM 200,000.00 and below is call quotation andany work are price above RM200,000.00 is call tender.Property unit has capability to solve the problem in the field as well is not acontracted job or still under defect liability period.All budgets to spend in PERKESO have to approve by the “ahli LembagaPERKESO”. The requirement is the contractor must have registered to the “PusatKhidmat Kontraktor” follow the “Arahan Perbendaharaan”. Property Unit have giventhe authority to call open quotation of work price below RM20, 000.00 and have toget at least three (3) quotation in valuation stage, the valuation member can from inhouse Property Unit and the valuation report of the quotation will be forward totreasury department for the approval sign up the indent of work and Letter of offer to
  • 45contractor. For quotation which is above RM20, 000.00 and below RM200, 000.00.Property Unit not authorized to call open quotation and it was authorized to theTreasury department. The valuation of the quotation by the committee will beappointed by Chief Operating Officer. For quotation work are not exceeding thanRM 10,000.00 also classified as quotation. The procedure same as the procedureworks below RM20, 000.00. Below RM10, 000.00 did not have to register with“Pusat Khidmat Kontraktor”. The minimal requirement registered with SSM. If thecontractor appointed, the contractor will received the “Pesanan Kerajaan”.4.4 Scope of WorkThe main responsibility of maintenance unit is to maintain all the PERKESOfacilities and infrastructures. The main job is to make sure the supporting system forPERKESO activity and work process in the office is perfect. The main supportingsystem such as System Lift, System air conditional, air intake and outlet, SystemElectrical, System Fire Fighting, System ‘Plumbing and Sanitary’, M&E equipment,Cleaning services, Civil & Structural Building, Landscape, Safety Security, Pestcontrol, telecommunication system should be working properly without anydisturbance that could affect the entire office work process. The detailedresponsibility of maintenance team is listed at the table 4.1: Table 4.1: Maintenance team scope of work Civil Services Electrical Services Mechanical Services Building components Electrical sub-station Vehicles parking maintenance maintenance maintenance Plumbing Low voltage electrical Centralized air compressor Structural maintenance services maintenance systems maintenance Slope maintenance Medium voltage (22kv) Main water pump plant Road and storm drain electrical reticulation operation and maintenance system maintenance Sewer line maintenance Centralized uninterruptible Main reticulation Building fire fighting system power supplies (ups) water system services (centralized and maintenance maintenance portable) maintenance PA system outdoor gondola
  • 46 Main water reservoir Bulb Standby diesel generating maintenance Exhaust & Industrial Fan sets maintenance Landscape maintenance and Centralized liquefied potted plant petroleum gas services Building cleaning services maintenance Sanitary disposal services MVAC building services Waste disposal services maintenance Interior decoration Air conditioning plant Pest control services Safety maintenance security services Building lift maintenance Emergency jobs Generally, these services can be classified into two types, preventive andcorrective maintenance service. Preventive job is a planned maintenance to preventthe assets from damage. Maintenance performed depends on the schedule made bysub-contractor with approval of maintenance department. Preventive job used moreto the electrical mechanical devices, such as air conditioning system (split, airconditioning plant, etc), electrical generator, telecommunication system, waterresource system, and etc. the intensity of maintenance depend on each devicereferred to the manual. Corrective job is a job carried out based on report made by customer ormaintenance unit observation in the field. The job carried out mostly a civil worksuch as building structure, plumbing system, low voltage device, sanitary fitting, andetc. Renovation work with several time increases the manpower will alsoincrease, this scenario is when the organization growth and the employee also will begrowth. For fulfill the need of scope for work need to do the renovation works. Demolition works is a job when the any facilities need to demolish cause timebeing need. For example the areas places locate the facilities in the golden area orprime area, the existing building just 3 storey building in the centre heart of KualaLumpur. With the need of facilities better to construct building with the multi storeybuilding according to the environment need and land cost.
  • 474.5 Standard Operational Procedure Maintenance standard operational procedure (SOP) is a guideline but inPERKESO it still in the under construction stage. Property unit don’t have thestandard operating procedure these research will feed and help to collect valuabledata to produce for the preventive maintenance and the corrective maintenance.Standard operating procedure is not a technical guideline but rather more to theadministration guideline or steps should be followed before, after, and the time ofmaintenance work performs. As mentioned before there are two types ofmaintenance in PERKESO, preventive maintenance and corrective maintenance.Therefore it would need two SOP also as a guidance and control mechanism ofmaintenance work. Other site it called as Quality Assurance and Quality Control(QAQC).4.5.1 Preventive Maintenance To perform preventive job, maintenance unit has develop the specificationand the scope of work that should be fulfill and perform by the maintenancecontractor and the Property unit staff as a guidance to fulfill the jobs. Suppose betterto have the Standard Operating Procedure to have the indicator for monitoring andcontrolling by PERKESO maintenance team. According to the manager of maintenance unit, preventive maintenance inPERKESO was done by maintenance contractor that had been appoint by opentendering process under control and monitor by Property Unit. According and tofulfill the requirement of maintenance management and services in the tenderdocument. The contractor appointed have to produce a master work programmed formaintenance management and services and submit it for period one year to theProperty Unit Maintenance team. After the submitted work program was approved asmaster work program, the contractor has to produce the monthly detail workprogrammed. The submitted work plan should include the work activity, location ofwork, intensity of work, and time needed to perform the job. The work plan must be
  • 48approved by maintenance team Property Unit before it can be used as a job timetable. It is the responsibility of maintenance team to distribute the maintenanceschedule to each PERKESO department or PERKESO unit that relate to maintenancework. Each department in PERKESO must be informed when, where, and whatmaintenance activity will perform. Except information distribution, it is theirresponsible also to supervise the contractor work to make sure the job was finishedwell and appropriate with the contract specification. The Property Unit maintenanceteam staff has responsible to supervise the contractor at three phases, beforeperforming the work, while performing the work, and after the work done. Before the job started, the maintenance unit has responsible to ensure the jobwill be carried out is appropriate with the submitted work plan and ensure thelocation is free and ready for maintenance work, and also ensure the contractor isready to do the work and have appropriate tools to be used. When the work started,maintenance unit have to ensure the work is correct by checking the work at thefield. Maintenance team have right to ask the contractor to make remedial work if thework done is not satisfied. After the work done, the contractor has responsible tosubmit daily work report to the maintenance team, and approval is needed after fieldchecking. Based on interview with the maintenance manager, most of preventivemaintenance was done for electrical and mechanical devices. For electricalappliances 60% of the work is preventive especially for middle and high voltage andthe rest is corrective for low voltage devices. As a part of agreement with TenagaNational Berhad (TNB) as an electricity supplier to PERKESO, all of middle andhigh voltage electricity must be preventive maintenance. As well as electrical, mostof maintenance for mechanical devices is preventive (80%) and the rest is corrective.
  • 49 START Work Inform Check and Annual Preventive Supervising Property Unit Schedule Maintenance Work PERKESO approval Plan No Yes On the No Price CORRECTIVE Need to Contract Agreement MAINTENANCE Repair ? Yes Yes Repair Work Supervising No Evaluation & Update Approval Work Maintenance END Done Record Figure.4.2: Preventive Maintenance flow chart (produce from gain information by interview with Manager Property Unit PERKESO)4.5.2 Corrective Maintenance Corrective maintenance in PERKESO was done under maintenance team forproject not exceed than RM 20,000.00 can do all the process of quotation in Propertyunit authority. If any work price is exceed RM20, 000.00 also can be done but withfollow the procedure where have to open to call the quotation by the treasurydepartment and the valuation stage will be appointed by Chief Operation Officer.Maintenance team, as mentioned earlier, didn’t have skilled worker to performcorrective maintenance works. Property Unit maintenance team only has team toobserve and study the problem then produce the scope of work and the specification.All the corrective measure will be do with quotation or tendering process.Property unit has responsibility to respond any claim or complaint from thecustomers to make field checking and solve the problems. Property unit with have
  • 50multi background discipline personnel which have the ability to observe and studythe problem occur on site. If there any problem need to handle by specializepersonnel, which may be Property unit didn’t have the capable to handle those.Property unit will counter make the proposal to appoint the consultant to study andproduce the scope of work and the specification. All PERKESO work needs toappoint consultant or contractor by open tendering process. Corrective maintenance was done for unpredictable problem; it is means thatthe work will carried out after the problems occurred. Most of the job was done forbuilding structure and low voltage electrical problems. Based on interview, majorityin building structure/ civil work maintenance was treated by corrective (90%). Thecommon problems is plumbing system, internal fixture problems such as broken doorhandle, timber decay, and drainage system problems i.e. blocked drain. For electricaltreatment 40 % of maintenance work is corrective and most of the problems are inthe low voltage electrical devices area such as lamp switch, plug, and electrical short.Major problem cause of three (4) major categories:- i. Human false: Misuse, vandalize, accidental, equipment stolen, overload usage, poor workmanship, faulty design. ii. Mechanical false: loose connection, gear slip from track, sensor malfunction. iii. Electronic false: control component malfunction. iv. Wear and tear: reach design period time to change. As well as preventive maintenance, standard operational procedures also haveto develop for corrective maintenance. In PERKESO there are don’t have thestandard operational procedure. The standard operation procedure is still underconstruction and data and information from this research will be as references. Mostof the procedure is similar and abstract from the preventive maintenance scope andspecification. All the procedures have been implemented in PERKESO refer to the“Arahan Perbendaharaan” and “Surat Arahan Pekeliling” but not compile andabstract as a standard operational procedure. To develop the document has to refer toand abstract from: i. Arahan Perbendaharaan ii. Surat Arahan Pekeliling
  • 51 iii. Scope of work and specification implemented for preventive maintenance. iv. Any procedure and process implemented in PERKESO.For all works that not handled by maintenance staff will be handed to the contractor.The works will be control and monitor by the PERKESO staff. The selection is byusing tender process where the administration department will invite contractor toparticipate in the tender. The appropriate contractor will select by tender board. START Input Data/Claim ? Field Inspection No Repair by (PERKESO Defect claim ? Preventive Staff) Record DLP Maintenance No Contractor Yes Yes Inform to Defect claim PERKESO Work Evaluation and Update Record & Pass MANAGER Process Approval Work Maintenance to the Done Record Contractor Tendering Process END Select the Inform to Work Contractor Customer SupervisingFigure 4.3 Corrective Maintenance flow chart (produce from gained information by interview with Manager Property Unit PERKESO) Started by input from customer that could be any persons in PERKESO as itis PERKESO manager state office, PERKESO staff, or Property Unit’s staff it self oreven the contractor. There are three method that can be used for make claim toProperty Unit. Any input would be classified into two categorize, under Defect LiabilityPeriod (DLP) or under maintenance unit liability. The defect under DLP willimmediately offer to the responsible contractor. For the defect not under DLP theprocess will goes to the Property Unit staff (maintenance unit) through fieldinspection. If the defect can be handling by maintenance unit it will directly solve.
  • 52For the defect that exceed maintenance unit (budget, tools, equipment, and humanresource) could be handling by contractor by tendering selection process. For any maintenance job handling by term contract contractor, maintenanceunit has responsible to supervise the job and make sure the job was carried outproperly and follow the specification stated on the contract. Keeping the latest condition is the last step in the process. For anymaintenance work done must be updated to the system in order to easier tract the realcondition of each asset. Corrective Maintenance Preventive Maintenance User Request Annual Program - Telephone Update Field Inspection Annual Inspection -PERKESO Staff NO Property UnitReturn with -Property Unit PERKESO Staffexplanation Budget Setup ? ? -Annual Necessary DLP Contracto -Contingency YES YES Tendering Process NO NO YES Repair in Contractor Selection Budget Process the preventive Monthly Program Weekly Program Daily Program YES Update Tendering Process Execute Work Data Base Figure 4.4 Combination Continuously Corrective Maintenance flow chart and Preventive Maintenance (produce from gained information by interview with Manager Property Unit PERKESO)4.6 Common problems in maintenance management and services
  • 53 In order to achieve the objective of this project it is important to study whatthe common problem in maintenance management and services. The relationbetween maintenance unit under Property Unit and public user to the facility areimportant. Are the customers complaints have been analyzed and define the commonproblem? From the organization structure it clear that the maintenance team that hasresponsible to maintain the covered area. The purpose of dividing the sub-personnelwith difference discipline background to make easier the control mechanism ofmaintenance and make a quick response for any defect claim occurred in theparticular area.Based on pre-interview with maintenance unit manager, maintenance contractor andPERKESO staff, it was found that there are many common defects or problems occurin maintenance management and services. The common problems have been abstractto the questionnaire in this research. The common problems are defined are as below:Table 4.2: Common problem occur in PERKESO (produce from gained information by interview with Manager Property Unit PERKESO) No. The common problem occur in maintenance management and services 1. Structure (i.e. crack, shrinkage, etc) 2. Lift (i.e. stuck) 3. Waterproofing leakage 4. External wall (i.e. cracked brickwork, flaking, blistering) 5. Internal wall (i.e. plaster loose, discolored, blistered decoration, etc) 6. Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 7. Internal fixture(i.e. timber decay, faulty door & window operation, broken door handle, etc) 8. Fire alarm system (false ringing, etc) 9. Electric installation (i.e. lamp, plug, switch, Electrical short, etc) 10. Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 11. Drainage system (i.e. blocked drains) 12. Water quality 13. Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) 14. Waste disposal. 15. Cleanliness of the building.
  • 54Relation between these two is customer and service must be effective then it willprovide the good data to process. The PERKESO staffs or the public facilities userdo not have any responsibility to maintain the PERKESO facilities unless makereport to Property Unit if the defect occurred, in spite of that the Property Unit staffis the first person that received claim from any the customer.4.7 Satisfaction level to Maintenance Management and Services In order to achieve the objective of this project it is important to study whatthe customer satisfaction level to maintenance management and servicesimplemented in the organization. The satisfaction to maintenance unit under PropertyUnit and public user to the facility are important. Are those all the planning,monitoring, controlling, corrective action all activities to the maintenancemanagement are satisfied by the end user?Based on pre-interview with maintenance unit manager, maintenance contractor andPERKESO staffs, it was found that there are many indicators or scale which is thestandard to define the end user satisfaction. Herewith the list down the indicator forthe satisfactions level to the maintenance management and services implemented: Table 4.3: Indicator to define the satisfactions level of respondent (produce from gained information by interview with Manager Property Unit PERKESO) No. Indicator to define the satisfactions level with the maintenance management & services implemented. 1. Overall Preventive Maintenance planning and implementation. 2. Response to corrective maintenance and reimbursable work. 3. Overall Mechanical and Electric System. 4. Overall Planning and Implementation of the Renovation Works and Upgrading works. 5. Overall system ventilation & inlet air. 6. Overall Cleaning services. 7. Overall Security services. 8. Overall Landscape services. 9. Timely response to emergencies works. 10. Overall Water Quality Supply and maintenance water tank.
  • 55 11. Overall Waste Disposal Management. 12. Overall Controlling Environmental Pollution. 13. Overall fire fighting equipment and system. 14. Qualification and capacity of our technical staff. 15. Technical staff attendance and discipline. 16. Overall pest control.Good in planning is not will be end with good end result. These is common where wehave to take count are the end product are satisfactory to the end user. The commonproblems in the industry not seriously to abstract and define are the project orproduct fulfill all the customer need and satisfactory.Relation between these two is customer and service must be effective then it willprovide perfect solution. The PERKESO staffs or the public facilities user have thedata need to be process and analyze unless make the satisfactory level is take downand take action by the Property Unit.4.8 User opinion on improving maintenance management and services In order to achieve the objective of this project it is important to study whatis the user opinion on improving Maintenance Management and services that best beapply and implement to the existing organization. There must me the solution orcorrective action can be made or perform to make the existing maintenancemanagement system more efficient. To know the root of the problem then make thepermanent corrective action which improve the performance and efficiency.Based on pre-interview with maintenance unit manager, maintenance contractor,public facilities end user and PERKESO staffs, it was found that there are manyproposals counter up which is possible can be implementing to the organization.Herewith the list down the opinion or the proposal to make improvement to theexisting maintenance management and services implemented:
  • 56 Table 4.4: Itemize the ideal opinion to make improvement to maintenance management and services for the respondent (produce from gained information by interview with Manager Property Unit PERKESO) No. The customer and end user opinion on Improving Maintenance Management & Services that best be apply in the organization. 1. Management By Objectives (e.g. superior and subordinate jointly identify and define goals-monitor progress) 2. Communication (Consistently, openly and with mutual trust) 3. Training ( courses about building maintenance management ) 4. Quality of Supervision 5. Methods Engineering / Work Simplification (Elimination of unnecessary task to reduce time) 6. Work Measurement (e.g. Time Study) 7. Job Evaluation (Valuation/analysis work achievement) 8. Job Safety Design (A safe work place) 9. Planning and Scheduling (e.g Right material at the right place at the right time) 10. Management: Better coordination and budgeting, more inspiring leadership (motivate). 11. Processes : Improve scheduling and material flow, more accurate – faster data flow (computerize) 12. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) 13. Centralization of power arrangement / method of central management (Head Quarters Arrangement) 14. Decentralization of power arrangement / method of separate management (Branch Arrangement) 15 Technical maintenance unit/personnel at every region/branch.Good in planning is not will be end with good end result. These is common where wehave to take count are the end product are satisfactory to the end user. The commonproblems in the industry not seriously to abstract and define are the project orproduct fulfill all the customer need and satisfactory.Relation between these two is customer and service must be effective then it willprovide perfect solution. The PERKESO staffs or the public facilities user have thedata need to be process and analyze unless make the satisfactory level is take downand take action by the Property Unit.
  • 574.9 General building condition Generally the entire building condition in PERKESO is fair, including thebuilding either the stand alone buildings or shop lot biddings. The building inPERKESO was build not on same time, it all depend to the need of PERKESO thatway the ages of these buildings is not the same. Some building was relatively newand some is aging. Please refer to table below:Table 4.5: PERKESO building information date of purchase (produce from gained information by interview with Manager Property Unit PERKESO) Date agreement Date Bil Date Building name Address Type of transfer . operation Purchase owner 1 Menara 281 Jln.Ampang, Stand alone 10/19/1994 4/10/1999 December PERKESO, 50538 Kuala 20 storey 1998 Lumpur. 2 Pejabat Lot PT 3969, Mukim Shop lot 11/7/1995 3/7/1998 operate PERKESO 1 but no Seberang jaya Seberang Perai 7 storey date Tengah recorded Pulau Pinang. 3 Pejabat No.8, Lebuh Bunga Shop lot 3/31/1997 Document 7/1/1997 PERKESO Pulau Raya 5, Langkawi 2 storey not Langkawi Mall received 07000 Kuah, 1 lot Langkawi. 4 Pejabat Lot 30, Komplek Shop lot 2/7/1998 8/30/1999 1/1/2000 PERKESO Kedai Kangar 3 Tingkat Fasa III, 3 storey Jalan Hospital, Kangar. 1 lot 5 Pejabat Lot 37, Betaria Shop lot 7/27/1998 9/5/2001 operate PERKESO Business but no Seremban Centre, Seremban. 4 storey date Negeri Sembilan. ( 1 lot ) recorded 6 Pejabat Lot PTD 25084 & Shop lot 4/1/1999 7/1/1999 1/1/2003 PERKESO Batu 25085 Pahat Tmn.Setia Jaya, 3 storey Jln.T.S. Hoe, Batu Pahat, ( 2 lot ) Johor. 7 Pejabat Plot 4 & 5 di atas lot Shop lot 5/4/1999 8/1/2001 operate PERKESO Kulim 926, but no Mukim Keladi, 3 storey date Kulim, Kedah. 2 lot recorded
  • 58 8 Pejabat No.2, Jalan Tiara 2, Shop lot 12/3/1999 12/29/1999 operate PERKESO Klang Bandar Baru Klang, 5 storey but no Selangor. date recorded 9 Pejabat No.30 & 31, Shop lot 3/6/2000 12/19/2000 operate PERKESO Lengkok but no Sungai Petani Cempaka, 3 storey date Amanjaya, recorded Sg.Petani, Kedah. 2 lot 10 Pejabat PTB 10956 & 10957, Shop lot 3/23/2000 10/19/2000 operate PERKESO Muar Tmn.Tun Dr.Ismail ( 3 storey but no 1) date Bandar Maharani, 2 lot recorded Muar. 11 Pejabat Lot 8927, No.28 Shop lot 7/22/2000 Document operate PERKESO Jln.Duku, but no Kluang Kampung Haji 3 storey not date Manan, received recorded Kluang, Johor. End Lot 12 Pejabat No.29, Jalan Setia Shop lot 8/28/2001 8/12/2002 operate PERKESO Rawang 1, 48000 3 storey but no Rawang Rawang, date Selangor. End Lot recorded 13 Pejabat No.13, Jalan Emas, Shop lot 5/13/2002 7/16/2004 operate PERKESO Taman Bukit 4 storey but no Segamat Hampar, date 85000 Segamat, recorded Johor. 14 Pejabat Lot No.9587N, Stand alone 8/23/2002 8/23/2002 operate PERKESO Ipoh Jalan Hospital, Ipoh, but no Perak Darul date Ridzwan. recorded 15 Pejabat Lot PT No. 1233 & Shop lot 2/1/2003 06.10.2003 operate PERKESO 1234, but no Taiping Bandar Taiping 3 storey date Daerah Larut Matang (2 Lot) recorded Perak Darul Ridzwan 16 Pejabat No. 8, 9 & 10 Shop lot 8/8/2003 12.01.2004 operate PERKESO Teluk Medan Sri Intan 3 storey but no Intan Jalan Sekolah (3 lot) date Teluk Intan, Perak recorded This is meant all the buildings have implemented the maintenancemanagement and services in the PERKESO buildings. However it does not mean thebuilding is free from defect. The fact is defects occurred in the new buildings. Causeof the defects is varying, some of them are caused by wear and tear, misuse,vandalism, or even faulty design and poor workmanship at the design andconstruction phase. The detail explanation will be discussed in the next chapter.
  • 594.10 Problem in Maintenance Management and Services IndustryThe under achievement of the Maintenance Management and services industry, arereflected from the following: i. Unreliable rates of profitability which are usually too low to sustain healthy development. Of implementation of concept open tender which the lowest bidder have larger opportunity. ii. Little investment in research and development of maintenance management and services let damaging this industry ability. Which to keep a slow growth with innovation process and technology compare to others industry. iii. Declining level of trained personnel happen skill shortages and ill defined career structure to develop supervisory and management grades. iv. The continue practice by the client in selecting of the designers and the contractor almost exclusively on the basis of tendered price.Other characteristic make under achievement to Maintenance Management andServices industry. Fragmented management cultural meant sequential ‘over the wall’syndrome in maintenance management and services deeply implemented.Error and difficulty to maintenance period cause: i. Fragmented cultural system implemented widely which the maintenance team not in the design stage. ii. The maintenance team only invited or given responsibility after the Defect Liability Period expired. iii. The Maintenance team is not involved while the feasibility studies stage. Either process in construct a new building or to buy a new building. iv. No calobrative team work in maintenance team. Fragmented by discipline background create the boundary upon the professional.
  • 604.11 Maintenance Unit Work Performance As discussed before, the responsibility of maintenance unit is to maintain thePERKESO assets including the PERKESO buildings. The maintenance processpreventive maintenance that it is a routine maintenance based on work schedule andcorrective maintenance that is an emergency work that happened after the defectoccurred. The emergency maintenance based on the report from customer or staff’sobservation at the field. Emergency maintenance work is an immediate action neededto maintain or repair the defect. Percentage of emergency maintenance in PERKESOis about 5 % of total maintenance. Any works to be tender or quotation normalprocedure which need to go through a long process. For the un-finished job (backlog) in corrective maintenance very little onlynot complete or backlog work at PERKESO Office Teluk Intan for budget amountyear 2006. There are small number of backlog in corrective maintenance cause thebudget approve for the corrective maintenance all PERKESO buildings in earlymonth of the year, there create long period of time to produce the scope of work andspecification for prepare all for tendering procedure and process. All the approvedcorrective maintenance budgets at that year have to close and done in that particularyear approved. The budgets not finish or use cannot to be forward to the next year.That meant the Property unit have be efficient by propose the budget and make surethe budget approve must be done. From the list approved budget for correctivemaintenance in PERKESO are find out for electrical and mechanical work smallnumbers than civil work. Firstly there is different priority in set solution which one job has to do first,and all the works have to define which the priority works to be sequential are done.The entire corrective maintenance budget approve the manager maintenance teamwill produce the work program and submit for approval to “Pengurus Besar Kanan”which is head of Property Unit and it will be discuss openly in the in Property Unitmonthly meeting . Tendering process it self take more times that make possibilityanother job is waiting for it and another backlog created.
  • CHAPTER V DATA ANALYSIS AND FINDINGS5.1 Introduction This chapter discuss on data analysis obtained from the questionnairesdistributed to the Staff PERKESO, PERKESO Contractor Maintenance, StaffProperty Unit PERKESO, tenant of the PERKESO buildings, especially enduser customer for PERKESO buildings as below:No. Building Name1 Menara PERKESO, Kuala Lumpur2 Pejabat PERKESO Seberang Jaya3 Pejabat PERKESO Langkawi4 Pejabat PERKESO Kangar5 Pejabat PERKESO Seremban6 Pejabat PERKESO Batu Pahat7 Pejabat PERKESO Kulim8 Pejabat PERKESO Klang9 Pejabat PERKESO Sungai Petani10 Pejabat PERKESO Muar11 Pejabat PERKESO Kluang12 Pejabat PERKESO Rawang13 Pejabat PERKESO Segamat14 Pejabat PERKESO Ipoh
  • 62 15 Pejabat PERKESO Taiping 16 Pejabat PERKESO Teluk Intan . The purpose of this questionnaire is to get information from thecustomer, end user of the facilities, tenants of those buildings, staff PERKESO,maintenance contractor and staff Property unit about what are the commonproblems in maintenance management and services? The questionnaire producefrom abstract or develop from information pre interview to get what the usuallyproblem at occur in buildings PERKESO. The concepts and aspect from goodquestionnaire will obtain good data or information then analyze the good datasuppose to bring out the good result for the research. (See appendix A for theexample of the questionnaire). After received the information data obtainedfrom the questionnaires the next interview we done to analyze get to recognizethe major problem then trough transition study from macro to micro. The questionnaires were analyzed by using average index (as discuss atchapter 3). The result showed in general most of customer, end user of thefacilities or the tenants said that the overall condition of buildings is fair refer tothe data analyze use the average index: From the pre interview and interview define there are major problemcauses of four (4) major categories:- i. Human false: Misuse, vandalize, accidental, equipment stolen, overload usage, poor workmanship, faulty design. ii. Mechanical false: loose connection, gear slip from track, sensor malfunction. iii. Electronic false: control component malfunction. iv. Wear and tear: reach design period time to change. As well as building condition, most of respondent agreed the servicegiven by maintenance unit is also fair. Most of the respondents satisfy with theservice, whether there are respondents that unhappy with certain services suchcleanliness of the drainage, cobwebs, cleanliness of the mirror, un-pleasantsmell at the toilet, and cleanliness of the garbage bin.
  • 635.2 Respondent Characteristics To get the characteristics from answer of questionnaire survey consistquestion as below: Table 5.1 Question for get respondent information. No. Demographic Information 1 Gender 2 Age ( in years) 3 Ethnicity/Race 4 Marital Status 5 What is your employment status? 6 If employed, what is your income level? 7 How long have been using PERKESO facilities? 8 Following background most accurately describes your organization 9 Please kindly indicate your designation level. 10 Your job description? From the questionnaire respondents have to answer the followingquestions as accurately as possible due to choice given. From questionnaires310 distributed only 158 are returned the rest is not return or incompletelyanswer. So, the data analysis will be based on 158 respondents. Table 5.2 Showed the distribution and return of the questionnaire. Questionnaires Questionnaires Percentage Location distribute received received Menara PERKESO 70 35 50.00% Wisma PERKESO, Seberang Perai 15 6 40.00% Pejabat PERKESO Langkawi 15 5 33.33% Pejabat PERKESO Kangar 15 5 33.33% Pejabat PERKESO Seremban 20 15 75.00% Pejabat PERKESO Batu Pahat 10 5 50.00% Pejabat PERKESO Kulim 20 10 50.00%
  • 64 Pejabat PERKESO Klang 20 15 75.00% Pejabat PERKESO Sg. Petani 15 10 66.67% Pejabat PERKESO Muar 15 5 33.33% Pejabat PERKESO Kluang 15 10 66.67% Pejabat PERKESO Segamat 15 5 33.33% Pejabat PERKESO Ipoh 15 10 66.67% Pejabat PERKESO Taiping 15 5 33.33% Pejabat PERKESO Teluk Intan 15 7 46.67% Total 310 158 50.97% The distribution of the questionnaire is based on the above listPERKESO buildings which in the research scope in peninsular of Malaysia.Each building questionnaire is distributed and received respond as below: Chart 5.1 Questionnaire return/answer from each PERKESO buildings. respondant information 80.00% 75.00% 75.00% 70.00% 66.67% 66.67% 60.00% 50.00% 50.00% 50.00% 50.00% 50.00% 50.00% 46.67% 40.00% 40.00% 33.33% 33.33% 33.33% 33.33% 33.33% 30.00% 20.00% 10.00% 0.00% Menara PERKESO Pejabat PERKESO Pejabat PERKESO Pejabat PERKESO Pejabat PERKESO Pejabat PERKESO Pejabat PERKESO Pejabat PERKESO Pejabat PERKESO Pejabat PERKESO Pejabat PERKESO Pejabat PERKESO Pejabat PERKESO Pejabat PERKESO Pejabat PERKESO Sg. Wisma PERKESO, Seberang Perai Batu Pahat Teluk Intan Seremban Langkawi Segamat Rawang Taiping Kangar Kluang Klang Kulim Muar Ipoh Petani percentage questionaire recevied
  • 655.3 Gender of respondentsFrom total are define the respondent gender received there are 65.19% arefemale and 34.81% are male: Chart 5.2 The respondent gender distribution. respondant information 70.00% Female, 65.19% 60.00% 50.00% 40.00% 30.00% Male, 34.81% 20.00% 10.00% 0.00% Male Female gender 34.81% 65.19%5.4 Length of using the facilitiesThe respondent are define the length of using the facilities or PERKESObuildings. Important to know the pattern of the respondent more longer use thefacilities more accurate data expected for analysis.
  • 66 Chart 5.3 The respondent length of using facilities. respondant information 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Under 1 more than 1-2 years 3-4 years 5-6 years 7-8 years year 8 years how long have been used the 10.13% 14.56% 13.29% 10.13% 12.03% 39.87% fasility5.5 Background distribution of respondentsThe respondent are define the background of the respondent. From the patternthe number of using the facilities from government servant, for informationthose building include the semi government and government office.
  • 67 Chart 5.4 The respondent background distribution. respondant information 100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% background 10.00% 0.00% Government Architect/Engine Contruction Maintenance Multi-Disciplinary sector/Semi Other ering Firm Company Company Government background 0.00% 0.00% 1.27% 5.70% 93.04% 0.00%5.6 What are the common problems in maintenance management and services? Table 5.3 Point/Marks for common problem in maintenance management and services. SHORT DESCRIPTION POINT FORM MF Most Frequent 1 Fr Frequent 2 F Fair 3 LF Less Frequent 4 LtF Least Frequent 5 NA Not Applicable 0
  • 68 From the result can define what is the rating scale to mean calculatedpoint for the problem classified as not significant, less significant, fair,significant and most significant with the point given as above. Table 5.4. The common problem occurred at the PERKESO buildings (based on questionnaire survey):No Percentage Average Rating MF Fr F LF LtF NA Index Scale1 9.49% 17.09% 34.81% 29.11% 9.49% 0.00% 3.120 Fair2 1.90% 8.23% 13.92% 12.66% 8.23% 55.06% 3.380 Fair3 24.05% 22.15% 27.85% 16.46% 9.49% 0.00% 2.652 Fair4 9.49% 15.19% 37.34% 22.78% 15.19% 0.00% 3.190 Fair5 7.59% 27.85% 25.95% 27.85% 10.76% 0.00% 3.063 Fair6 25.32% 18.99% 27.22% 18.35% 10.13% 0.00% 2.690 Fair7 5.70% 25.32% 38.61% 20.89% 9.49% 0.00% 3.032 Fair8 3.16% 3.80% 10.76% 10.13% 16.46% 55.06% 3.743 Significant9 6.96% 5.70% 49.37% 22.15% 15.82% 0.00% 3.342 Fair10 13.92% 22.15% 33.54% 18.99% 11.39% 0.00% 2.918 Fair11 17.09% 13.29% 32.91% 21.52% 15.19% 0.00% 3.044 Fair12 8.23% 17.09% 44.94% 22.15% 7.59% 0.00% 3.038 Fair13 15.19% 22.15% 31.65% 21.52% 9.49% 0.00% 2.880 Fair14 7.59% 7.59% 36.08% 31.65% 17.09% 0.00% 3.430 Fair15 7.59% 11.39% 51.27% 18.35% 11.39% 0.00% 3.146 Fair(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent, Not Applicable = NA) The second question of the questionnaire is asking about the defect thatnormally occurred at the PERKESO buildings. Above result is analyzed for allrespondents. The amount of point received that answer with the average indexthe lowest 2.6522 and the highest point 3.743 that consider as significant.Whether the buildings are consider as new building but still there arerespondents that agreed the building has defects. Most of the respondentsagreed the defects that normally occurred are list as above. From Table 5.1showed the respond of the user of the buildings PERKESO building defect orproblem that normally occurred. There are usually fifteen defects occurred at the PERKESO buildings,those information get from interview with the PERKESO maintenancemanagement contractor and manager of Property Unit PERKESO(please referto APPENDIX B), which most of the problems at five first top ranks related to
  • 69system, which is waterproofing leakage, roof, sanitary fitting, plumbing systemand also internal fixture problem.Table 5.5: Five (5) top common problem maintenance at PERKESO Buildings No. What are the common problems in maintenance management Average Rating and services? Index Scale 1 Waterproofing leakage 2.652 Fair 2 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 2.690 Fair 3 Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking 2.880 Fair tap, etc) 4 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 2.918 Fair 5 Internal fixture (i.e. timber decay, faulty door & window 3.032 Fair operation, broken door handle, etc) For further analysis it is necessary to identify the defects for eachPERKESO buildings. In fact, the defects occurred in the buildings is not thesame depend on different factors and different circumstance. It will be clearshowed at the table that showed defects for each PERKESO buildings below.5.6.1 Menara PERKESO Kuala Lumpur Table 5.6 shown the defect or problems occurred at the MenaraPERKESO Kuala Lumpur based on questionnaires respondents. As shown atthe table there are nine (9) significant problems for the particular building andsix (6) are fair. Even though there are some respondents that mentioned there arefrequent problems at the Menara PERKESO Kuala Lumpur building compareto summary all PERKESO buildings the top five (5) ranking problem still thesame problem occur but only the pattern of ranking which most occur. It baseon the five (5) lowest average index for Menara PERKESO Kuala Lumpurbuilding the pattern of problem are internal fixture (average index 3.40),plumbing system (average index 3.40), waterproofing leakage (average index3.40), roof (average index 3.40) and sanitary fitting (average index 3.40).Where these defects or problems similar with the defects for the overall
  • 70PERKESO buildings are waterproofing leakage (average index 2.652), roof(average index 2.690), sanitary Fitting (average index 2.880), plumbing system(average index 2.918) and internal fixture (average index 3.032). Table 5.6: Defect List at Menara PERKESO Kuala Lumpur No. Percentage Average Rating Index MF Fr F LF LtF NA Scale 1 2.86% 17.14% 28.57% 31.43% 20.00% 0.00% 3.49 Fair 2 2.86% 11.43% 22.86% 28.57% 34.29% 0.00% 3.80 Significant 3 2.86% 17.14% 34.29% 22.86% 22.86% 0.00% 3.46 Fair 4 8.57% 17.14% 20.00% 17.14% 37.14% 0.00% 3.57 Significant 5 0.00% 17.14% 37.14% 14.29% 31.43% 0.00% 3.60 Significant 6 5.71% 14.29% 37.14% 11.43% 31.43% 0.00% 3.49 Fair 7 0.00% 22.86% 37.14% 17.14% 22.86% 0.00% 3.40 Fair 8 2.86% 0.00% 22.86% 28.57% 45.71% 0.00% 4.14 Significant 9 2.86% 0.00% 14.29% 40.00% 42.86% 0.00% 4.20 Significant 10 8.57% 14.29% 25.71% 28.57% 22.86% 0.00% 3.43 Fair 11 0.00% 14.29% 17.14% 34.29% 34.29% 0.00% 3.89 Significant 12 5.71% 11.43% 28.57% 34.29% 20.00% 0.00% 3.51 Significant 13 2.86% 14.29% 25.71% 45.71% 11.43% 0.00% 3.49 Fair 14 2.86% 5.71% 31.43% 31.43% 28.57% 0.00% 3.77 Significant 15 5.71% 14.29% 14.29% 42.86% 22.86% 0.00% 3.63 Significant(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent, Not Applicable = NA) Table 5.7: Five (5) top common problem maintenance at Menara PERKESO Kuala Lumpur No. What are the common problems in maintenance Average Rating management and services? Index Scale 1 Internal fixture(i.e. timber decay, faulty door & window 3.40 Fair operation, broken door handle, etc) 2 Plumbing system (i.e. leaks at joint, mall function ball valves, 3.43 Fair etc) 3 Waterproofing leakage 3.46 Fair 4 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 3.49 Fair 5 Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking 3.49 Fair tap, etc)
  • 715.6.2 Pejabat PERKESO Seberang Jaya Table 5.8 shown the defect or problems occurred at the PejabatPERKESO Seberang Jaya based on questionnaires respondents. As shown atthe table there are nine (9) significant problems for the particular building andsix (6) are fair. Even though there are some respondents that mentioned there arefrequent problems at the Pejabat PERKESO Seberang Jaya building compare tosummary all PERKESO buildings the top five (5) ranking problem still thesame problem occur but only the pattern of ranking which most occur. It baseon the five (5) lowest average index for Pejabat PERKESO Seberang Jayabuilding the pattern of problem are waterproofing leakage (average index 3.17),Cleanliness of the building (average index 3.33), lift (average index 3.50), roof(average index 3.50) and fire alarm fighting (average index 3.50). Where thesedefects or problems some are similar with the defects for the overall PERKESObuildings are waterproofing leakage (average index 2.652), roof (average index2.690), sanitary fitting (average index 2.880), plumbing system (average index2.918) and internal fixture (average index 3.032). Table 5.8: Defect List at Pejabat PERKESO Seberang Jaya No. Percentage Average Rating Index MF Fr F LF LtF NA Scale 1 0.00% 16.67% 16.67% 50.00% 16.67% 0.00% 3.67 Significant 2 0.00% 16.67% 33.33% 33.33% 16.67% 0.00% 3.50 Fair 3 0.00% 33.33% 33.33% 16.67% 16.67% 0.00% 3.17 Fair 4 0.00% 0.00% 50.00% 33.33% 16.67% 0.00% 3.67 Significant 5 0.00% 0.00% 50.00% 33.33% 16.67% 0.00% 3.67 Significant 6 0.00% 33.33% 16.67% 16.67% 33.33% 0.00% 3.50 Fair 7 0.00% 0.00% 50.00% 33.33% 16.67% 0.00% 3.67 Significant 8 0.00% 33.33% 16.67% 16.67% 33.33% 0.00% 3.50 Fair 9 0.00% 0.00% 16.67% 50.00% 33.33% 0.00% 4.17 Significant 10 0.00% 33.33% 16.67% 33.33% 16.67% 0.00% 3.33 Fair 11 0.00% 0.00% 16.67% 66.67% 16.67% 0.00% 4.00 Significant 12 0.00% 0.00% 50.00% 33.33% 16.67% 0.00% 3.67 Significant 13 0.00% 16.67% 16.67% 50.00% 16.67% 0.00% 3.67 Significant 14 0.00% 0.00% 33.33% 50.00% 16.67% 0.00% 3.83 Significant 15 0.00% 16.67% 50.00% 16.67% 16.67% 0.00% 3.33 Fair(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent, Not Applicable = NA)
  • 72 Table 5.9: Five (5) top common problem maintenance at Pejabat PERKESO Seberang Jaya No. What are the common problems in maintenance management Average Rating and services? Index Scale 1 Waterproofing leakage 3.17 Fair 2 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 3.33 Fair 3 Cleanliness of the building. 3.33 Fair 4 Lift (i.e. stuck) 3.50 Fair 5 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 3.50 Fair5.6.3 Pejabat PERKESO Langkawi Table 5.10 shown the defect or problems occurred at the PejabatPERKESO Langkawi based on questionnaires respondents. As shown at thetable there are six (6) significant problems for the particular building , seven (7)are fair and 2 (two) item have average index 0.0 because there are notapplicable the facilities at the building there are lift and fire fighting system. Even though there are some respondents that mentioned there arefrequent problems at the Pejabat PERKESO Langkawi building compare tosummary all PERKESO buildings the top five (5) ranking problem still thesame problem occur but only the pattern of ranking which most occur. It baseon the five (5) lowest average index for Pejabat PERKESO Langkawi buildingthe pattern of problem are electric installation (average index 3.20), drainagesystem (average index 3.20), cleanliness of building (average index 3.20),plumbing system (average index 3.40) and water quality (average index 3.40).
  • 73 Table 5.10: Defect List at Pejabat PERKESO LangkawiNo. Percentage Average Rating Index MF Fr F LF LtF NA Scale 1 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 3 0.00% 0.00% 20.00% 20.00% 60.00% 0.00% 4.40 Significant 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 20.00% 0.00% 80.00% 0.00% 0.00% 3.60 Significant 6 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 7 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 9 0.00% 0.00% 80.00% 20.00% 0.00% 0.00% 3.20 Fair 10 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 11 0.00% 0.00% 80.00% 20.00% 0.00% 0.00% 3.20 Fair 12 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 13 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 14 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 15 0.00% 0.00% 80.00% 20.00% 0.00% 0.00% 3.20 Fair(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent, Not Applicable = NA) Table 5.11: Five (5) top common problem maintenance at Pejabat PERKESO LangkawiNo. What are the common problems in maintenance management Average Rating and services? Index Scale1 Electric installation (i.e. lamp, plug, switch, Electrical short, etc) 3.20 Fair2 Drainage system (i.e. blocked drains) 3.20 Fair3 Cleanliness of the building. 3.20 Fair4 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 3.40 Fair5 Water quality 3.40 Fair5.6.4 Pejabat PERKESO Kangar Table 5.12 shown the defect or problems occurred at the PejabatPERKESO Kangar based on questionnaires respondents. As shown at the tablethere are eight (8) significant problems for the particular building, five (5) arefair and 2 (two) item have average index 0.0 because there are not applicablethe facilities at the building there are lift and fire fighting system. .
  • 74 Even though there are some respondents that mentioned there arefrequent problems at the Pejabat PERKESO Kangar building compare tosummary all PERKESO buildings the top five (5) ranking problem still thesame problem occur but only the pattern of ranking which most occur. It baseon the five (5) lowest average index for Pejabat PERKESO Kangar buildingthe pattern of problem are sanitary fitting (average index 3.20), cleanliness ofthe building (average index 3.20), plumbing system (average index 3.40), waterquality (average index 3.40) and waste disposal (average index 3.40). Wherethese defects or problems some are similar with the defects for the overallPERKESO buildings are waterproofing leakage (average index 2.652), roof(average index 2.690), sanitary fitting (average index 2.880), plumbing system(average index 2.918) and internal fixture (average index 3.032). Table 5.12: Defect List at Pejabat PERKESO Kangar No. Percentage Average Rating Index MF Fr F LF LtF NA Scale 1 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 3 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 4 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 5 0.00% 20.00% 0.00% 80.00% 0.00% 0.00% 3.60 Significant 6 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 7 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 9 0.00% 0.00% 60.00% 20.00% 20.00% 0.00% 3.60 Significant 10 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 11 0.00% 0.00% 60.00% 20.00% 20.00% 0.00% 3.60 Significant 12 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 13 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 14 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 15 0.00% 0.00% 80.00% 20.00% 0.00% 0.00% 3.20 Fair(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent, NA = Not Applicable)
  • 75 Table 5.13: Five (5) top common problem maintenance at Pejabat PERKESO KangarNo. What are the common problems in maintenance management Average Rating and services? Index Scale1 Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) 3.20 Fair2 Cleanliness of the building. 3.20 Fair3 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 3.40 Fair4 Water quality 3.40 Fair5 Waste disposal. 3.40 Fair 5.6.5 Pejabat PERKESO Seremban Table 5.14 shown the defect or problems occurred at the Pejabat PERKESO Seremban based on questionnaires respondents. As shown at the table there are one (1) not significant, five (5) less significant and nine (9) fair. Even though there are some respondents that mentioned there are frequent problems at the Pejabat PERKESO Seremban building compare to summary all PERKESO buildings the top five (5) ranking problem still the same problem occur but only the pattern of ranking which most occur. It base on the five (5) lowest average index for Pejabat PERKESO Seremban building the pattern of problem are roof (average index 1.40), waterproofing leakage (average index 1.67), sanitary fitting (average index 2.13), waterproofing leakage (average index 2.20) and internal wall (average index 2.47). Where these defects or problems some are similar with the defects for the overall PERKESO buildings are waterproofing leakage (average index 2.652), roof (average index 2.690), sanitary fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032).
  • 76 Table 5.14: Defect List at Pejabat PERKESO Seremban No. Percentage Average Rating Index MF Fr F LF LtF NA Scale 1 13.33% 33.33% 33.33% 20.00% 0.00% 0.00% 2.60 Fair 2 6.67% 26.67% 40.00% 26.67% 0.00% 0.00% 2.87 Fair 3 40.00% 53.33% 6.67% 0.00% 0.00% 0.00% 1.67 Less Significant 4 6.67% 26.67% 33.33% 26.67% 6.67% 0.00% 3.00 Fair 5 6.67% 53.33% 33.33% 0.00% 6.67% 0.00% 2.47 Less Significant 6 60.00% 40.00% 0.00% 0.00% 0.00% 0.00% 1.40 Fair 7 13.33% 53.33% 20.00% 0.00% 13.33% 0.00% 2.47 Less Significant 8 13.33% 13.33% 26.67% 20.00% 26.67% 0.00% 3.33 Fair 9 0.00% 13.33% 53.33% 20.00% 13.33% 0.00% 3.33 Fair 10 13.33% 20.00% 40.00% 20.00% 6.67% 0.00% 2.87 Fair 11 6.67% 33.33% 33.33% 20.00% 6.67% 0.00% 2.87 Fair 12 20.00% 60.00% 6.67% 6.67% 6.67% 0.00% 2.20 Less Significant 13 26.67% 53.33% 6.67% 6.67% 6.67% 0.00% 2.13 Less Significant 14 20.00% 33.33% 26.67% 6.67% 13.33% 0.00% 2.60 Fair 15 0.00% 33.33% 53.33% 6.67% 6.67% 0.00% 2.87 Fair(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent, NA = Not Applicable) Table 5.15: Five (5) top common problem maintenance at Pejabat PERKESO SerembanNo. What are the common problems in maintenance Average Rating Scale management and services? Index 1 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 1.40 Not Significant 2 Waterproofing leakage 1.67 Less Significant 3 Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) 2.13 Less Significant 4 Water quality 2.20 Less Significant 5 Internal wall (i.e. plaster loose, discolored, blistered decoration, etc) 2.47 Less Significant5.6.6 Pejabat PERKESO Batu Pahat Table 5.16 shown the defect or problems occurred at the PejabatPERKESO Batu Pahat based on questionnaires respondents. As shown at thetable there are seven (7) fair, six (6) are significant and 2 (two) item haveaverage index 0.0 because there are not applicable the facilities at the buildingthere are lift and fire fighting system.
  • 77 Even though there are some respondents that mentioned there arefrequent problems at the Pejabat PERKESO Batu Pahat building compare tosummary all PERKESO buildings the top five (5) ranking problem still thesame problem occur but only the pattern of ranking which most occur. It baseon the five (5) lowest average index for Pejabat PERKESO Batu Pahatbuilding the pattern of problem are drainage system (average index 3.00),cleanliness of the building. (average index 3.00), Electric installation (averageindex 3.20), sanitary fitting (average index 3.20) and plumbing system (averageindex 3.40). Where these defects or problems some are similar with the defectsfor the overall PERKESO buildings are waterproofing leakage (average index2.652), roof (average index 2.690), sanitary fitting (average index 2.880),plumbing system (average index 2.918) and internal fixture (average index3.032). Table 5.16: Defect List at Pejabat PERKESO Batu Pahat No. Percentage Average Rating Index MF Fr F LF LtF NA Scale 1 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 3 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 20.00% 0.00% 80.00% 0.00% 0.00% 3.60 Significant 6 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 7 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 9 0.00% 0.00% 80.00% 20.00% 0.00% 0.00% 3.20 Fair 10 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 11 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 12 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 13 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 14 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 15 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent, NA = Not Applicable)
  • 78 Table 5.17: Five (5) top common problem maintenance at Pejabat PERKESO Batu PahatNo. What are the common problems in maintenance management Average Rating and services? Index Scale1 Drainage system (i.e. blocked drains) 3.00 Fair2 Cleanliness of the building. 3.00 Fair3 Electric installation (i.e. lamp, plug, switch, Electrical short, etc) 3.20 Fair4 Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) 3.20 Fair5 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 3.40 Fair5.6.7 Pejabat PERKESO Kulim Table 5.18 shown the defect or problems occurred at the PejabatPERKESO Kulim based on questionnaires respondents. As shown at the tablethere are six (6) less significant, six (6) fair, one (1) significant and 2 (two) itemhave average index 0.0 because there are not applicable the facilities at thebuilding there are lift and fire fighting system. Even though there are some respondents that mentioned there arefrequent problems at the Pejabat PERKESO Kulim building compare tosummary all PERKESO buildings the top five (5) ranking problem still thesame problem occur but only the pattern of ranking which most occur. It baseon the five (5) lowest average index for Pejabat PERKESO Kulim building thepattern of problem are waterproofing leakage (average index 1.80), roof(average index 2.10), plumbing system (average index 2.20), drainage system(average index 2.20) and sanitary fitting (average index 2.40). Where thesedefects or problems similar with the defects for the overall PERKESO buildingsare waterproofing leakage (average index 2.652), roof (average index 2.690),sanitary fitting (average index 2.880), plumbing system (average index 2.918)and internal fixture (average index 3.032).
  • 79 Table 5.18: Defect List at Pejabat PERKESO Kulim No. Percentage Average Index Rating MF Fr F LF LtF NA Scale 1 20.00% 20.00% 40.00% 10.00% 10.00% 0.00% 2.70 Fair 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 3 50.00% 20.00% 30.00% 0.00% 0.00% 0.00% 1.80 Less Significant 4 20.00% 20.00% 50.00% 0.00% 10.00% 0.00% 2.60 Fair 5 20.00% 30.00% 30.00% 20.00% 0.00% 0.00% 2.50 Significant 6 40.00% 20.00% 30.00% 10.00% 0.00% 0.00% 2.10 Less Significant 7 10.00% 30.00% 50.00% 10.00% 0.00% 0.00% 2.60 Fair 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 9 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair 10 30.00% 40.00% 20.00% 0.00% 10.00% 0.00% 2.20 Less Significant 11 50.00% 10.00% 20.00% 10.00% 10.00% 0.00% 2.20 Less Significant 12 10.00% 10.00% 70.00% 10.00% 0.00% 0.00% 2.80 Fair 13 30.00% 20.00% 40.00% 0.00% 10.00% 0.00% 2.40 Less Significant 14 10.00% 0.00% 30.00% 40.00% 20.00% 0.00% 3.60 Significant 15 20.00% 0.00% 60.00% 10.00% 10.00% 0.00% 2.90 Fair(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent, NA = Not Applicable) Table 5.19: Five (5) top common problem maintenance at Pejabat PERKESO KulimNo. What are the common problems in maintenance Average Rating Scale management and services? Index 1 Waterproofing leakage 1.80 Less Significant 2 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 2.10 Less Significant 3 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 2.20 Less Significant 4 Drainage system (i.e. blocked drains) 2.20 Less Significant 5 Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) 2.40 Less Significant
  • 805.6.8 Pejabat PERKESO Klang Table 5.20 shown the defect or problems occurred at the PejabatPERKESO Klang based on questionnaires respondents. As shown at the tablethere are nine (9) significant problems for the particular building and six (6) arefair. Even though there are some respondents that mentioned there arefrequent problems at the Pejabat PERKESO Klang building compare tosummary all PERKESO buildings the top five (5) ranking problem still thesame problem occur but only the pattern of ranking which most occur. It baseon the five (5) lowest average index for Pejabat PERKESO Klang building thepattern of problem are roof (average index 1.40), waterproofing leakage(average index 1.67), sanitary fitting (average index 2.13), water quality(average index 2.20) and internal wall (average index 2.47). Where thesedefects or problems some are similar with the defects for the overall PERKESObuildings are waterproofing leakage (average index 2.652), roof (average index2.690), sanitary fitting (average index 2.880), plumbing system (average index2.918) and internal fixture (average index 3.032). Table 5.20: Defect List at Pejabat PERKESO KlangNo. Percentage Average Rating MF Fr F LF LtF NA Index Scale 1 13.33% 33.33% 33.33% 20.00% 0.00% 0.00% 2.60 Fair 2 6.67% 26.67% 40.00% 26.67% 0.00% 0.00% 2.87 Fair 3 40.00% 53.33% 6.67% 0.00% 0.00% 0.00% 1.67 Less Significant 4 6.67% 26.67% 33.33% 26.67% 6.67% 0.00% 3.00 Fair 5 6.67% 53.33% 33.33% 0.00% 6.67% 0.00% 2.47 Less Significant 6 60.00% 40.00% 0.00% 0.00% 0.00% 0.00% 1.40 Not Significant 7 13.33% 53.33% 20.00% 0.00% 13.33% 0.00% 2.47 Less Significant 8 14.29% 14.29% 28.57% 14.29% 28.57% 0.00% 3.29 Fair 9 0.00% 13.33% 53.33% 20.00% 13.33% 0.00% 3.33 Fair10 13.33% 20.00% 40.00% 20.00% 6.67% 0.00% 2.87 Fair11 6.67% 33.33% 33.33% 20.00% 6.67% 0.00% 2.87 Fair12 20.00% 60.00% 6.67% 6.67% 6.67% 0.00% 2.20 Less Significant13 26.67% 53.33% 6.67% 6.67% 6.67% 0.00% 2.13 Less Significant14 20.00% 33.33% 26.67% 6.67% 13.33% 0.00% 2.60 Fair15 0.00% 33.33% 53.33% 6.67% 6.67% 0.00% 2.87 Fair(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent, NA = Not Applicable)
  • 81 Table 5.21: Five (5) top common problem maintenance at Pejabat PERKESO KlangNo. What are the common problems in maintenance Average Rating Scale management and services? Index 1 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 1.40 Not Significant 2 Waterproofing leakage 1.67 Less Significant 3 Sanitary fitting (i.e. blocked closet, blocked waste pipe, 2.13 Less Significant leaking tap, etc) 4 Water quality 2.20 Less Significant 5 Internal wall (i.e. plaster loose, discolored, blistered 2.47 Less Significant decoration, etc)5.6.9 Pejabat PERKESO Sungai Petani Table 5.22 shown the defect or problems occurred at the PejabatPERKESO Sungai Petani based on questionnaires respondents. As shown at thetable there are six (6) less significant, six (6) fair, one (1) significant and 2(two) item have average index 0.0 because there are not applicable the facilitiesat the building there are lift and fire fighting system. Even though there are some respondents that mentioned there arefrequent problems at the Pejabat PERKESO Sungai Petani building compare tosummary all PERKESO buildings the top five (5) ranking problem still thesame problem occur but only the pattern of ranking which most occur. It baseon the five (5) lowest average index for Pejabat PERKESO Sungai Petanibuilding the pattern of problem are waterproofing leakage (average index 1.80),roof (average index 2.10), plumbing system (average index 2.20), drainagesystem (average index 2.20) and sanitary fitting (average index 2.40). Wherethese defects or problems some are similar with the defects for the overallPERKESO buildings are waterproofing leakage (average index 2.652), roof
  • 82 (average index 2.690), sanitary fitting (average index 2.880), plumbing system (average index 2.918) and internal fixture (average index 3.032). Table 5.22: Defect List at Pejabat PERKESO Sungai Petani No. Percentage Average Rating Index MF Fr F LF LtF NA Scale 1 20.00% 20.00% 40.00% 10.00% 10.00% 0.00% 2.70 Fair 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 3 50.00% 20.00% 30.00% 0.00% 0.00% 0.00% 1.80 Less Significant 4 20.00% 20.00% 50.00% 0.00% 10.00% 0.00% 2.60 Fair 5 20.00% 30.00% 30.00% 20.00% 0.00% 0.00% 2.50 Significant 6 40.00% 20.00% 30.00% 10.00% 0.00% 0.00% 2.10 Less Significant 7 10.00% 30.00% 50.00% 10.00% 0.00% 0.00% 2.60 Fair 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 9 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair 10 30.00% 40.00% 20.00% 0.00% 10.00% 0.00% 2.20 Less Significant 11 50.00% 10.00% 20.00% 10.00% 10.00% 0.00% 2.20 Less Significant 12 10.00% 10.00% 70.00% 10.00% 0.00% 0.00% 2.80 Fair 13 30.00% 20.00% 40.00% 0.00% 10.00% 0.00% 2.40 Less Significant 14 10.00% 0.00% 30.00% 40.00% 20.00% 0.00% 3.60 Significant 15 20.00% 0.00% 60.00% 10.00% 10.00% 0.00% 2.90 Fair (MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = Least Frequent, NA = Not Applicable) Table 5.23: Five (5) top common problem maintenance at Pejabat PERKESO Sungai PetaniNo. What are the common problems in maintenance Average Rating Scale management and services? Index1 Waterproofing leakage 1.80 Less Significant2 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 2.10 Less Significant3 Plumbing system (i.e. leaks at joint, mall function ball valves, 2.20 Less Significant etc)4 Drainage system (i.e. blocked drains) 2.20 Less Significant5 Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking 2.40 Less Significant tap, etc)
  • 835.6.10 Pejabat PERKESO Muar Table 5.24 shown the defect or problems occurred at the PejabatPERKESO Muar based on questionnaires respondents. As shown at the tablethere are five (5) fair, eight (8) are significant and 2 (two) item have averageindex 0.0 because there are not applicable the facilities at the building there arelift and fire fighting system. . Even though there are some respondents that mentioned there arefrequent problems at the Pejabat PERKESO Muar building compare tosummary all PERKESO buildings the top five (5) ranking problem still thesame problem occur but only the pattern of ranking which most occur. It baseon the five (5) lowest average index for Pejabat PERKESO Muar building thepattern of problem are plumbing system (average index 3.00), internal fixture(average index 3.20), cleanliness of the building. (average index 3.20), waterquality (average index 3.40) and waste disposal. (average index 3.40). Wherethese defects or problems some are similar with the defects for the overallPERKESO buildings are waterproofing leakage (average index 2.652), roof(average index 2.690), sanitary fitting (average index 2.880), plumbing system(average index 2.918) and internal fixture (average index 3.032). Table 5.24: Defect List at Pejabat PERKESO Muar No. Percentage Average Rating Index MF Fr F LF LtF NA Scale 1 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 3 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 20.00% 0.00% 60.00% 20.00% 0.00% 3.80 Significant 6 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 7 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 9 0.00% 0.00% 60.00% 20.00% 20.00% 0.00% 3.60 Significant 10 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 11 0.00% 0.00% 60.00% 20.00% 20.00% 0.00% 3.60 Significant 12 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 13 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 14 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 15 0.00% 0.00% 80.00% 20.00% 0.00% 0.00% 3.20 Fair(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent, NA = Not Applicable)
  • 84 Table 5.25: Five (5) top common problem maintenance at Pejabat PERKESO MuarNo. What are the common problems in maintenance Average Rating management and services? Index Scale 1 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 3.00 Fair 2 Internal fixture(i.e. timber decay, faulty door & window operation, broken door handle, etc) 3.20 Fair 3 Cleanliness of the building. 3.20 Fair 4 Water quality 3.40 Fair 5 Waste disposal. 3.40 Fair5.6.11 Pejabat PERKESO Kluang Table 5.26 shown the defect or problems occurred at the PejabatPERKESO Kluang based on questionnaires respondents. As shown at the tablethere are six (6) less significant, six (6) fair, one (1) significant and 2 (two) itemhave average index 0.0 because there are not applicable the facilities at thebuilding there are lift and fire fighting system. Even though there are some respondents that mentioned there arefrequent problems at the Pejabat PERKESO Kluang building compare tosummary all PERKESO buildings the top five (5) ranking problem still thesame problem occur but only the pattern of ranking which most occur. It baseon the five (5) lowest average index for Pejabat PERKESO Kluang buildingthe pattern of problem are waterproofing leakage (average index 1.80), roof(average index 2.10), plumbing system (average index 2.20), drainage system(average index 2.20) and sanitary fitting (average index 2.40). Where thesedefects or problems some are similar with the defects for the overall PERKESObuildings are waterproofing leakage (average index 2.652), roof (average index2.690), sanitary fitting (average index 2.880), plumbing system (average index2.918) and internal fixture (average index 3.032).
  • 85 Table 5.26: Defect List at Pejabat PERKESO Kluang No. Percentage Average Rating Index MF Fr F LF LtF NA Scale 1 20.00% 20.00% 40.00% 10.00% 10.00% 0.00% 2.70 Fair 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 3 50.00% 20.00% 30.00% 0.00% 0.00% 0.00% 1.80 Less Significant 4 20.00% 20.00% 50.00% 0.00% 10.00% 0.00% 2.60 Fair 5 20.00% 30.00% 30.00% 20.00% 0.00% 0.00% 2.50 Less Significant 6 40.00% 20.00% 30.00% 10.00% 0.00% 0.00% 2.10 Less Significant 7 10.00% 30.00% 50.00% 10.00% 0.00% 0.00% 2.60 Fair 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 9 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair 10 30.00% 40.00% 20.00% 0.00% 10.00% 0.00% 2.20 Less Significant 11 50.00% 10.00% 20.00% 10.00% 10.00% 0.00% 2.20 Less Significant 12 10.00% 10.00% 70.00% 10.00% 0.00% 0.00% 2.80 Fair 13 30.00% 20.00% 40.00% 0.00% 10.00% 0.00% 2.40 Less Significant 14 10.00% 0.00% 30.00% 40.00% 20.00% 0.00% 3.60 Significant 15 20.00% 0.00% 60.00% 10.00% 10.00% 0.00% 2.90 Fair(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent, NA = Not Applicable) Table 5.27: Five (5) top common problem maintenance at Pejabat PERKESO Kluang No. What are the common problems in maintenance Average Rating Scale management and services? Index 1 Waterproofing leakage 1.80 Less Significant 2 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 2.10 Less Significant 3 Plumbing system (i.e. leaks at joint, mall function ball 2.20 Less Significant valves, etc) 4 Drainage system (i.e. blocked drains) 2.20 Less Significant 5 Sanitary fitting (i.e. blocked closet, blocked waste pipe, 2.40 Less Significant leaking tap, etc)5.6.12 Pejabat PERKESO Rawang Table 5.28 shown the defect or problems occurred at the PejabatPERKESO Rawang based on questionnaires respondents. As shown at the tablethere are six (6) less significant, six (6) fair, one (1) significant and 2 (two) item
  • 86have average index 0.0 because there are not applicable the facilities at thebuilding there are lift and fire fighting system. Even though there are some respondents that mentioned there arefrequent problems at the Pejabat PERKESO Rawang building compare tosummary all PERKESO buildings the top five (5) ranking problem still thesame problem occur but only the pattern of ranking which most occur. It baseon the five (5) lowest average index for Pejabat PERKESO Rawang buildingthe pattern of problem are waterproofing leakage (average index 1.80), roof(average index 2.10), plumbing system (average index 2.20), drainage system(average index 2.20) and sanitary fitting (average index 2.40). Where thesedefects or problems some are similar with the defects for the overall PERKESObuildings are waterproofing leakage (average index 2.652), roof (average index2.690), sanitary fitting (average index 2.880), plumbing system (average index2.918) and internal fixture (average index 3.032). Table 5.28: Defect List at Pejabat PERKESO Rawang No. Percentage Average Rating Index MF Fr F LF LtF NA Scale 1 20.00% 20.00% 40.00% 10.00% 10.00% 0.00% 2.70 Fair 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 3 50.00% 20.00% 30.00% 0.00% 0.00% 0.00% 1.80 Less Significant 4 20.00% 20.00% 50.00% 0.00% 10.00% 0.00% 2.60 Fair 5 20.00% 30.00% 30.00% 20.00% 0.00% 0.00% 2.50 Less Significant 6 40.00% 20.00% 30.00% 10.00% 0.00% 0.00% 2.10 Less Significant 7 10.00% 30.00% 50.00% 10.00% 0.00% 0.00% 2.60 Fair 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 9 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair 10 30.00% 40.00% 20.00% 0.00% 10.00% 0.00% 2.20 Less Significant 11 50.00% 10.00% 20.00% 10.00% 10.00% 0.00% 2.20 Less Significant 12 10.00% 10.00% 70.00% 10.00% 0.00% 0.00% 2.80 Fair 13 30.00% 20.00% 40.00% 0.00% 10.00% 0.00% 2.40 Less Significant 14 10.00% 0.00% 30.00% 40.00% 20.00% 0.00% 3.60 Significant 15 20.00% 0.00% 60.00% 10.00% 10.00% 0.00% 2.90 Fair(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent, NA = Not Applicable)
  • 87 Table 5.29: Five (5) top common problem maintenance at Pejabat PERKESO RawangNo. What are the common problems in maintenance Average Rating Scale management and services? Index 1 Waterproofing leakage 1.80 Less Significant 2 Roof (i.e. leaking, blocked rainwater pipes, Sagging, 2.10 Less Significant etc) 3 Plumbing system (i.e. leaks at joint, mall function 2.20 Less Significant ball valves, etc) 4 Drainage system (i.e. blocked drains) 2.20 Less Significant 5 Sanitary fitting (i.e. blocked closet, blocked waste 2.40 Less Significant pipe, leaking tap, etc)5.6.13 Pejabat PERKESO Segamat Table 5.30 shown the defect or problems occurred at the PejabatPERKESO Segamat based on questionnaires respondents. As shown at the tablethere are nine (9) significant problems for the particular building and six (6) arefair. Even though there are some respondents that mentioned there arefrequent problems at the Pejabat PERKESO Segamat building compare tosummary all PERKESO buildings the top five (5) ranking problem still thesame problem occur but only the pattern of ranking which most occur. It baseon the five (5) lowest average index for Pejabat PERKESO Segamat buildingthe pattern of problem are cleanliness of the building (average index 2.80),plumbing system (average index 3.00), sanitary fitting (average index 3.00),waterproofing leakage (average index 3.20) and roof (average index 3.20).Where these defects or problems some are similar with the defects for theoverall PERKESO buildings are waterproofing leakage (average index 2.652),roof (average index 2.690), sanitary fitting (average index 2.880), plumbingsystem (average index 2.918) and internal fixture (average index 3.032).
  • 88 Table 5.30: Defect List at Pejabat PERKESO SegamatNo. Percentage Average Rating Index MF Fr F LF LtF NA Scale1 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant3 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant5 0.00% 20.00% 0.00% 80.00% 0.00% 0.00% 3.60 Significant6 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair7 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant9 0.00% 0.00% 80.00% 20.00% 0.00% 0.00% 3.20 Fair10 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair11 0.00% 0.00% 80.00% 20.00% 0.00% 0.00% 3.20 Fair12 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair13 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair14 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair15 0.00% 20.00% 80.00% 0.00% 0.00% 0.00% 2.80 Fair(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent, NA = Not Applicable) Table 5.31: Five (5) top common problem maintenance at Pejabat PERKESO Segamat No. What are the common problems in maintenance Average Rating management and services? Index Scale 1 Cleanliness of the building. 2.80 Fair 2 Plumbing system (i.e. leaks at joint, mall function ball valves, 3.00 Fair etc) 3 Sanitary fitting (i.e. blocked closet, blocked waste pipe, 3.00 Fair leaking tap, etc) 4 Waterproofing leakage 3.20 Fair 5 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 3.20 Fair5.6.14 Pejabat PERKESO Ipoh Table 5.32 shown the defect or problems occurred at the PejabatPERKESO Ipoh based on questionnaires respondents. As shown at the tablethere are six (6) less significant, six (6) fair, one (1) significant and 2 (two) item
  • 89have average index 0.0 because there are not applicable the facilities at thebuilding there are lift and fire fighting system. Even though there are some respondents that mentioned there arefrequent problems at the Pejabat PERKESO Ipoh building compare to summaryall PERKESO buildings the top five (5) ranking problem still the same problemoccur but only the pattern of ranking which most occur. It base on the five (5)lowest average index for Pejabat PERKESO Ipoh building the pattern ofproblem are waterproofing leakage (average index 1.80), roof (average index2.10), plumbing system (average index 2.20), drainage system (average index2.20) and sanitary fitting (average index 2.40).Where these defects or problemssome are similar with the defects for the overall PERKESO buildings arewaterproofing leakage (average index 2.652), roof (average index 2.690),sanitary fitting (average index 2.880), plumbing system (average index 2.918)and internal fixture (average index 3.032). Table 5.32: Defect List at Pejabat PERKESO Ipoh No. Percentage Average Rating Index MF Fr F LF LtF NA Scale 1 20.00% 20.00% 40.00% 10.00% 10.00% 0.00% 2.70 Fair 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 3 50.00% 20.00% 30.00% 0.00% 0.00% 0.00% 1.80 Less Significant 4 20.00% 20.00% 50.00% 0.00% 10.00% 0.00% 2.60 Fair 5 20.00% 30.00% 30.00% 20.00% 0.00% 0.00% 2.50 Less Significant 6 40.00% 20.00% 30.00% 10.00% 0.00% 0.00% 2.10 Less Significant 7 10.00% 30.00% 50.00% 10.00% 0.00% 0.00% 2.60 Fair 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 9 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair 10 30.00% 40.00% 20.00% 0.00% 10.00% 0.00% 2.20 Fair 11 50.00% 10.00% 20.00% 10.00% 10.00% 0.00% 2.20 Less Significant 12 10.00% 10.00% 70.00% 10.00% 0.00% 0.00% 2.80 Fair 13 30.00% 20.00% 40.00% 0.00% 10.00% 0.00% 2.40 Less Significant 14 10.00% 0.00% 30.00% 40.00% 20.00% 0.00% 3.60 Significant 15 20.00% 0.00% 60.00% 10.00% 10.00% 0.00% 2.90 Fair(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent, NA = Not Applicable)
  • 90 Table 5.33: Five (5) top common problem maintenance at Pejabat PERKESO Ipoh No. What are the common problems in maintenance Average Rating Scale management and services? Index 1 Waterproofing leakage 1.80 Less Significant 2 Roof (i.e. leaking, blocked rainwater pipes, Sagging, 2.10 Less Significant etc) 3 Plumbing system (i.e. leaks at joint, mall function 2.20 Less Significant ball valves, etc) 4 Drainage system (i.e. blocked drains) 2.20 Less Significant 5 Sanitary fitting (i.e. blocked closet, blocked waste 2.40 Less Significant pipe, leaking tap, etc)5.6.15 Pejabat PERKESO Taiping Table 5.34 shown the defect or problems occurred at the PejabatPERKESO Taiping based on questionnaires respondents. As shown at the tablethere are seven (7) fair, six (6) significant and 2 (two) item have average index0.0 because there are not applicable the facilities at the building there are liftand fire fighting system. Even though there are some respondents that mentioned there arefrequent problems at the Pejabat PERKESO Taiping building compare tosummary all PERKESO buildings the top five (5) ranking problem still thesame problem occur but only the pattern of ranking which most occur. It baseon the five (5) lowest average index for Pejabat PERKESO Taiping buildingthe pattern of problem are Electric installation (average index 3.20), drainagesystem (average index 3.20), Cleanliness of the building (average index 3.20),plumbing system (average index 3.40) and water quality (average index 3.40).Where these defects or problems some are similar with the defects for theoverall PERKESO buildings are waterproofing leakage (average index 2.652),roof (average index 2.690), sanitary fitting (average index 2.880), plumbingsystem (average index 2.918) and internal fixture (average index 3.032).
  • 91 Table 5.34: Defect List at Pejabat PERKESO TaipingNo. Percentage Average Rating Index MF Fr F LF LtF NA Scale 1 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 3 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 20.00% 0.00% 80.00% 0.00% 0.00% 3.60 Significant 6 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 7 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 9 0.00% 0.00% 80.00% 20.00% 0.00% 0.00% 3.20 Fair 10 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 11 0.00% 0.00% 80.00% 20.00% 0.00% 0.00% 3.20 Fair 12 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 13 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 14 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 15 0.00% 0.00% 80.00% 20.00% 0.00% 0.00% 3.20 Fair(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent, NA = Not Applicable) Table 5.35: Five (5) top common problem maintenance at Pejabat PERKESO Taiping No. What are the common problems in maintenance Average Rating management and services? Index Scale 1 Electric installation (i.e. lamp, plug, switch, Electrical short, 3.20 Fair etc) 2 Drainage system (i.e. blocked drains) 3.20 Fair 3 Cleanliness of the building. 3.20 Fair 4 Plumbing system (i.e. leaks at joint, mall function ball valves, 3.40 Fair etc) 5 Water quality 3.40 Fair5.6.16 Pejabat PERKESO Teluk Intan Table 5.36 shown the defect or problems occurred at the PejabatPERKESO Teluk Intan based on questionnaires respondents. As shown at thetable there are thirteen (13) significant and 2 (two) item have average index 0.0
  • 92because there are not applicable the facilities lift and fire fighting system at thebuilding. Even though there are some respondents that mentioned there arefrequent problems at the Pejabat PERKESO Teluk Intan building compare tosummary all PERKESO buildings the top five (5) ranking problem still thesame problem occur but only the pattern of ranking which most occur. It baseon the five (5) lowest average index for Pejabat PERKESO Teluk Intanbuilding the pattern of problem are electric installation (average index 3.71),drainage system (average index 3.71), cleanliness of the buildings (averageindex 3.71), plumbing system (average index 3.86) and water quality (averageindex 3.86). Where these defects or problems similar with the defects for theoverall PERKESO buildings are waterproofing leakage (average index 2.652),roof (average index 2.690), sanitary fitting (average index 2.880), plumbingsystem (average index 2.918) and internal fixture (average index 3.032). Table 5.36: Defect List at Pejabat PERKESO Teluk IntanNo. Percentage Average Rating Index MF Fr F LF LtF NA Scale 1 0.00% 0.00% 28.57% 42.86% 28.57% 0.00% 4.00 Significant 2 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 3 0.00% 0.00% 28.57% 42.86% 28.57% 0.00% 4.00 Significant 4 0.00% 0.00% 28.57% 42.86% 28.57% 0.00% 4.00 Significant 5 0.00% 14.29% 0.00% 57.14% 28.57% 0.00% 4.00 Significant 6 0.00% 0.00% 28.57% 42.86% 28.57% 0.00% 4.00 Significant 7 0.00% 0.00% 28.57% 42.86% 28.57% 0.00% 4.00 Significant 8 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00 Not Significant 9 0.00% 0.00% 57.14% 14.29% 28.57% 0.00% 3.71 Significant 10 0.00% 0.00% 42.86% 28.57% 28.57% 0.00% 3.86 Significant 11 0.00% 0.00% 57.14% 14.29% 28.57% 0.00% 3.71 Significant 12 0.00% 0.00% 42.86% 28.57% 28.57% 0.00% 3.86 Significant 13 0.00% 0.00% 42.86% 28.57% 28.57% 0.00% 3.86 Significant 14 0.00% 0.00% 42.86% 28.57% 28.57% 0.00% 3.86 Significant 15 0.00% 0.00% 57.14% 14.29% 28.57% 0.00% 3.71 Significant(MF = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent, NA = Not Applicable)
  • 93 Table 5.37: Five (5) top common problem maintenance at Pejabat PERKESO Teluk Intan No. What are the common problems in Average Rating maintenance management and services? Index Scale 1 Electric installation (i.e. lamp, plug, switch, 3.71 Significant Electrical short, etc) 2 Drainage system (i.e. blocked drains) 3.71 Significant 3 Cleanliness of the building. 3.71 Significant 4 Plumbing system (i.e. leaks at joint, mall 3.86 Significant function ball valves, etc) 5 Water quality 3.86 Significant (Mf = Most Frequent, Fr = Frequent, F = Fair, LF = Less Frequent, LtF = LeastFrequent5.7 Cause of Building Defect From all the interview and data received the defect can be cause majorof five (5) major categories refer to table 5.38:- Table 5.38: Five (5) major categories causes of defect a. Human activity or action b. Mechanical false c. Electronic false i. Misuse, i. Loose connection, i. Control ii. Vandalize, ii. Gear slip from track, component iii. Accidental, iii. Sensor malfunction. malfunction. iv. Equipment stolen, v. Overload usage, vi. Poor workmanship, vii. Faulty design. viii. Chemical spill d. Environment and climate e. Wear and tear i. Erosion. i. Reach design period time to ii. Electrolyte change.iii. Sulfate attack. ii. Performance warranty period expired iii. Material warranty period expired
  • 945.7.1 Lift serviceFrom the interviews there were several cause of problem to lift are define asrefer to table 5.39: Table 5.39: List of causes defect to lift service Human activity or Mechanical false Electronic false Wear and tear action i. Misuse, the i. Loose i. Control i. Reach design normal lift use as connection, component period time to the transportation while malfunction change. All the material for transportation the board component renovation work. material electronic can example cable, ii. Vandalize, the sometimes the be gear, switch and user damage the smash or knock malfunction. etc. for certain switch or any the cable and period or usage component of lift. electronic need to change iii. Overload usage, component new. use the lift cause transport connection overloaded load. loose. iv. Faulty design. ii. Gear slip from Approval of the track, the cable brand of lift not slip. good and difficult iii. Sensor to get spare part. malfunction. the door sensor not function5.7.2 Electric installationFrom the interviews there were several cause of problem to electric installationare define as in the list refer to table 5.40:
  • 95 Table 5.40: List of causes defect to electric installation Human activity or action Mechanical false Wear and tear v. Misuse, the normal plug iv. Loose connection, iv. Reach design not heavy duty design while renovation works period time to use for industrial usage which involve demolish change. The example plug the or transfer works can cables are use for concrete breaker. possible loose number of decade. vi. Vandalize, the user connection plug or The PVC cover damage the switch or switch or etc. the wire are any component electric. v. Component became brittle and vii. Overload usage, malfunction. The fuse cannot stand to tapping and extend from or the circuit breaker electric heat load one (1) point to many malfunction. cause of the PVC point extension. melted cause short viii. Not construct to circuit, proper install. Not lay trucking pipe while construction or renovation work. Not lay flexible duct in the workstation cubic. ix. Faulty design. Approval of the brand of switches or any component not good and well known brand. x. Equipment stolen. The copper lightning cable stolen.5.7.3 Waterproofing leakageFrom the interviews there were several cause of problem to electric installationare define as refer to table 5.41: Table 5.41: List of causes defect to waterproofing leakage Human activity or action Environment and climate Wear and tear i. Accidental, while i. Electrolyte. Some are v. Material maintenance other having electrolyzed warranty period equipment any heavy tool from the electric expired. Some of or equipment drop on the equipment make the the material is waterproofing layer and water proofing layer by perform design punch trough. the characteristic only of periodical ii. Poor workmanship, change. time. Example 10
  • 96 example not enough torch ii. Sulfate attack. Some years or 15 years or heat while installs the sulfate is origin the only. bitumen membrane. soil contain the Porous concrete area not waterproofing layer treatment, the honeycomb install is not good structure not treatment. repellent to sulfate it iii. Faulty design. The areas will damage. have the vibration but use the rigid waterproofing. Example cementises base. iv. Chemical spill. The area not design to received water contain chemical example alkali or acidic. Every month the AHU will wash and maintain by chemical.5.7.4 Plumbing system The common problems occurred on plumbing system are clogging,leaking at the joint, or mall factions of the ball valve. From the interviews therewere several cause of problem to plumbing system are define as list in table5.42: Table 5.42: List of causes defect to plumbing system Human activity or action Wear and tear i. Vandalize, people damage the vi. Rubber stopper and joint stop valve, or take out the tap of loose and became brittle. wash basin. Example in the pipe tap have the ii. Misuses, the waste material rubber function to stop when it stuck at the floor trap. been tighten if it loose cause the iii. Poor workmanship, the joint tap cannot to be stop the water pipe is badly made at the first flow. place. vii. Ball valve clods by the flux and iv. Faulty design. The joint is made corrosion steel pipe particle up of two incompatible metals make it malfunction. that caused bi-metallic corrosion. Water hammer exist in water supply pipe can cause loose connection. v. Poor material. The material, product, equipment from not good sources.
  • 975.7.5 Internal fixture Table 5.43: List of causes defect to internal fixture Human activity or action Mechanical false Wear and tear xi. Vandalize, the user vi. Loose connection, ii. Reach design period damage the door knob while renovation time to change. All or any component works. the component internal fixture. example cable, gear, xii. Accident, which switch and etc. for move equipment or certain period or usage office activity cause need to change new. scratch wall or break the glass.xiii. Poor material. The material, product, equipment from not good sources. Example door knob, windows handle, build in cabinet and etc.5.7.6 Alarm system The common problem occurred with alarm system is false ringing. Thealarm must be ring if there is signal of fire at the building such as smoke or hightemperature. In this case the alarm was ring caused by other reason. There aretwo possibilities that could be caused of the problem: i. The sensor was broken due to vandalism, somebody broken the glass that will trigger the alarm ring. ii. The alarm sensor that respond falsely especially at the rainy day with thunderbolt and heavy wind cause vibration to the door, roller shutter and etc. The movement detector to sensitive cannot differentiate example insect or lizard came near to the detector, it will detect as intruder.
  • 985.7.7 Roof defect Most of the problem at the roof is leaking at the gutter, leaking at thedrain pipe, or roof sagging. These problems might be occurred caused of one ofthe reasons below: i. Renovation the install a lot utilities, equipment or etc at the roof structure, which can cause of overloaded. ii. Roof sagging inadequate timbers (timber structure), beetle or fungal attack, or dry hot. iii. Leaking gutter, could be caused by: a. Gutters are blocked so that water collects and overflow. b. Rain water down pipe may be blocked so those water back flows into gutter cause overflow. c. Gutter maybe new but wrongly install the slope gradient cause back flow. d. Poor workmanship joint of the pipe cause leakage. iv. Leaking or blocked rainwater pipe, most probably caused by: a. Pipe is blocked by leaves, bird nest materials, or general rubbish entering from gutter. b. Pipe is blocked by plant growth entering through joints. c. Pipe is cracked through corrosion or impact by vehicle or heavy article. d. Pipe has been displaced through impact and leaks at its joints.5.7.8 Other defect There are several defects that the respondents mentioned that areoccasionally occurred such as water quality, air ventilation system or air
  • 99circulation, cleanliness of the building, waste disposal, sanitary fitting, drainagesystem, cleanliness of internal and external wall, and structural problem.Usually occur because PERKESO shop lot doesn’t implement the preventivemaintenance. When the problem occur until stage bad condition then only thestaff PERKESO know and forward the budget to corrective maintenance. Andstaff PERKESO at the state office are not from the technical background toforeseen any possibility. PERKESO implement total preventive maintenanceonly five (5) of the multi storey buildings and those buildings are: i. Mernara PERKESO Kuala Lumpur. ii. Pejabat PERKSO Seberang Jaya. iii. Pejabat PERKESO Melaka. iv. Pejabat PERKESO Kota Kinabalu. v. Pejabat PERKESO Kuching. Inventory all equipment, utility or etc have to update, example anyrenovation or upgrading equipment all the information and manual document toupdate. All record system have to be proper, all as built drawing building haveto keep properly. With all record keep that make to maintenance building willbe easier and know the history and references. Some standard information aboutthe building and it facilities would be helpful to prevent any damages. Defect earlier identification needed to overcome all of this defectcausation. One of the preventive actions that could be made is by give sufficientinformation for the user how to use the building and its facility. Manual book orinformation sign can be used as one of the way of information distribution. Thetenant’s involvement at the defects causal is high and that is why they should beinvolved in the maintenance process. Poor workmanship cause of many cause either do not have propercontrol and monitoring system. Problems with the contractor could be solved bysupervised them closely and checking their work continuously in order tominimize “the bad work” and give the expected result. Error in solution or faulty design also can be preventing by earlieridentification. The earliest the identification the better the result. The detail
  • 100briefing at the early stage of the construction could reduce the improper design.Design brief is play on the important role to knowing what is the client needand one of the communication way between designer and the client. It is clear that the involvement of maintenance unit only at the end of theconstruction stage, in fact, this unit that will have responsibility to maintain thebuilding in the future. Nothing much to do to preventive the defect that can beoccur because of faulty design. The solutions usually made by appoint thecontractor to do corrective action. If the involvement of maintenance unit notonly at the end of construction stage, at least they can use their experience inbuilding maintenance to give some advise about the design in maintenancepoint of view.5.8 Satisfaction level with Maintenance Management And Services Table 5.44: Respond of satisfaction level with Maintenance Management and Services at PERKESO Buildings No. VD D A S VS NA Average Rating Index Scale 1 12.03% 12.66% 47.47% 20.89% 6.96% 0.00% 2.981 Fair 2 3.80% 25.32% 39.87% 26.58% 4.43% 0.00% 3.025 Fair 3 0.63% 17.09% 46.20% 28.48% 7.59% 0.00% 3.253 Fair 4 1.27% 19.62% 46.20% 31.01% 1.90% 0.00% 3.127 Fair 5 0.63% 24.05% 36.71% 31.65% 6.96% 0.00% 3.203 Fair 6 1.27% 13.29% 43.04% 37.34% 5.06% 0.00% 3.316 Fair 7 0.63% 22.78% 38.61% 32.28% 5.70% 0.00% 3.196 Fair 8 8.23% 16.46% 37.97% 27.22% 8.86% 0.00% 3.122 Fair 9 8.23% 24.05% 32.28% 29.11% 6.33% 0.00% 3.013 Fair 10 6.33% 22.15% 43.67% 21.52% 6.33% 0.00% 2.994 Fair 11 1.90% 21.52% 41.14% 28.48% 6.96% 0.00% 3.171 Fair 12 2.53% 20.89% 35.44% 30.38% 10.76% 0.00% 3.259 Fair 13 0.63% 17.09% 36.71% 36.08% 9.49% 0.00% 3.367 Fair 14 5.06% 20.89% 33.54% 33.54% 6.96% 0.00% 3.165 Fair 15 4.43% 9.49% 48.10% 28.48% 9.49% 0.00% 3.291 Fair 16 0.63% 9.49% 36.08% 49.37% 4.43% 0.00% 3.475 Fair(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S =Satisfied, Very Satisfied,Not Applicable = NA)
  • 101 Table 5.45: Five (5) top the lowest satisfaction level with Maintenance Management and Services at PERKESO BuildingsNo. Please kindly indicate your satisfaction level with Average Rating Maintenance Management & Services concerning the items Index Scale below.1 Waterproofing leakage 2.652 Fair2 Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) 2.690 Fair Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking3 tap, etc) 2.880 Fair4 Plumbing system (i.e. leaks at joint, mall function ball valves, etc) 2.918 Fair Internal fixture(i.e. timber decay, faulty door & window operation,5 broken door handle, etc) 3.032 FairChart 5.5 Percentage of the satisfaction level due to maintenance management and services at PERKESO buildings. Respondant satisfaction level with Maintenance Management and Services at PERKESO Buildings Very Dissatisfied Very Satisfied 4% 7% Dissatisfied 19% Satisfied Very Dissatisfied 31% Dissatisfied Average Satisfied Very Satisfied Average 39%
  • 1025.8.1 Menara PERKESO Kuala Lumpur Table 5.46: Respond of satisfaction level with Maintenance Management and Services at Menara PERKESO Kuala Lumpur No. VD D A S VS NA Average Rating Scale Index 1 8.57% 2.86% 34.29% 42.86% 11.43% 0.00% 3.46 Fair 2 2.86% 5.71% 31.43% 48.57% 11.43% 0.00% 3.60 Significant 3 2.86% 0.00% 48.57% 34.29% 14.29% 0.00% 3.57 Fair 4 2.86% 5.71% 37.14% 51.43% 2.86% 0.00% 3.46 Significant 5 2.86% 0.00% 40.00% 40.00% 17.14% 0.00% 3.69 Significant 6 2.86% 0.00% 28.57% 57.14% 11.43% 0.00% 3.74 Fair 7 2.86% 17.14% 17.14% 57.14% 5.71% 0.00% 3.46 Fair 8 3.03% 15.15% 42.42% 36.36% 3.03% 0.00% 3.21 Significant 9 2.86% 11.43% 34.29% 45.71% 5.71% 0.00% 3.40 Significant 10 2.86% 14.29% 20.00% 48.57% 14.29% 0.00% 3.57 Fair 11 2.86% 14.29% 25.71% 37.14% 20.00% 0.00% 3.57 Significant 12 2.86% 14.29% 17.14% 42.86% 22.86% 0.00% 3.69 Significant 13 2.86% 0.00% 17.14% 65.71% 14.29% 0.00% 3.89 Fair 14 2.86% 8.57% 25.71% 54.29% 8.57% 0.00% 3.57 Significant 15 2.86% 2.86% 31.43% 48.57% 14.29% 0.00% 3.69 Significant 16 2.86% 8.57% 37.14% 40.00% 11.43% 0.00% 3.49 Significant(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S =Satisfied, Very Satisfied,Not Applicable = NA) Table 5.47: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Menara PERKESO Kuala Lumpur No. Please kindly indicate your satisfaction level with Average Rating Maintenance Management & Services concerning Index Scale the items below. 1 Overall Landscape services. 3.21 Fair 2 Timely response to emergencies works. 3.40 Fair 3 Overall Preventive Maintenance planning and 3.46 Fair implementation. 4 Overall Planning and Implementation of the 3.46 Fair Renovation Works and Upgrading works. 5 Overall Security services. 3.46 Fair
  • 103 Chart 5.6 Percentage of the satisfaction level due to maintenance management and services at Menara PERKESO Kuala Lumpur. Respondant satisfaction level with Maintenance Management and Services at Menara PERKESO Kuala Lumpur Very Dissatisfied Very Satisfied 3% Dissatisfied 12% 8% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Satisfied 47% Average 30%5.8.2 Pejabat PERKESO Seberang Jaya Table 5.48: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seberang Jaya No. VD D A S VS NA Mean Rating Scale 1 0.00% 16.67% 33.33% 16.67% 33.33% 0.00% 3.67 Significant 2 16.67% 16.67% 16.67% 16.67% 33.33% 0.00% 3.33 Fair 3 0.00% 0.00% 16.67% 50.00% 33.33% 0.00% 4.17 Significant 4 16.67% 16.67% 16.67% 33.33% 16.67% 0.00% 3.17 Fair 5 0.00% 0.00% 50.00% 33.33% 16.67% 0.00% 3.67 Significant 6 16.67% 16.67% 16.67% 16.67% 33.33% 0.00% 3.33 Fair 7 0.00% 16.67% 50.00% 16.67% 16.67% 0.00% 3.33 Fair 8 0.00% 0.00% 50.00% 33.33% 16.67% 0.00% 3.67 Significant 9 16.67% 16.67% 33.33% 0.00% 33.33% 0.00% 3.17 Fair 10 0.00% 0.00% 50.00% 33.33% 16.67% 0.00% 3.67 Significant 11 0.00% 16.67% 50.00% 16.67% 16.67% 0.00% 3.33 Fair 12 16.67% 0.00% 16.67% 33.33% 33.33% 0.00% 3.67 Significant 13 0.00% 16.67% 33.33% 33.33% 16.67% 0.00% 3.50 Fair 14 0.00% 16.67% 16.67% 33.33% 33.33% 0.00% 3.83 Significant 15 16.67% 0.00% 16.67% 50.00% 16.67% 0.00% 3.50 Fair 16 0.00% 16.67% 16.67% 50.00% 16.67% 0.00% 3.67 Significant(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S =Satisfied, Very Satisfied,Not Applicable = NA)
  • 104 Table 5.49: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seberang Jaya No. Please kindly indicate your satisfaction level with Average Rating Maintenance Management & Services concerning the Index Scale items below. 1 Overall Planning and Implementation of the Renovation 3.17 Fair Works and Upgrading works. 2 Timely response to emergencies works. 3.17 Fair 3 Response to corrective maintenance and reimbursable work. 3.33 Fair 4 Overall Cleaning services. 3.33 Fair 5 Overall Security services. 3.33 FairChart 5.7 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Seberang Jaya. Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seberang Perai Very Dissatisfied 6% Very Satisfied Dissatisfied 24% 10% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Satisfied 29% Average 31%
  • 1055.8.3 Pejabat PERKESO Langkawi Table 5.50: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Langkawi No. VD D A S VS NA Average Rating Index Scale 1 0.00% 0.00% 60.00% 20.00% 20.00% 0.00% 3.60 Significant 2 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 3 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 4 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 5 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 6 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 7 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 8 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 9 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 10 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 11 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Significant 12 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 13 0.00% 0.00% 60.00% 20.00% 20.00% 0.00% 3.60 Significant 14 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 15 0.00% 0.00% 60.00% 20.00% 20.00% 0.00% 3.60 Significant 16 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S =Satisfied, Very Satisfied,Not Applicable = NA) Table 5.51: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Langkawi No. Please kindly indicate your satisfaction level with Average Rating Maintenance Management & Services concerning the Index Scale items below. 1 Overall Water Quality Supply and maintenance water tank. 3.00 Fair 2 Overall Controlling Environmental Pollution. 3.00 Fair 3 Response to corrective maintenance and reimbursable work. 3.20 Fair 4 Overall Planning and Implementation of the Renovation 3.20 Fair Works and Upgrading works. 5 Overall Cleaning services. 3.20 Fair
  • 106 Chart 5.8 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Langkawi Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Langkawi Very Dissatisfied Very Satisfied Dissatisfied 0% 9% 9% Very Dissatisfied Dissatisfied Average Satisfied Satisfied Very Satisfied 35% Average 47%5.8.4 Pejabat PERKESO Kangar Table 5.52: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kangar No. VD D A S VS NA Average Rating Scale Index 1 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 2 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 3 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 6 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 7 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 8 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 9 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 10 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 11 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 12 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 13 0.00% 20.00% 20.00% 40.00% 20.00% 0.00% 3.60 Significant 14 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 15 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 16 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = VerySatisfied, NA = Not Applicable)
  • 107 Table 5.53: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kangar No. Please kindly indicate your satisfaction level with Average Rating Maintenance Management & Services concerning the Index Scale items below. 1 Overall Preventive Maintenance planning and 3.40 Fair implementation. 2 Overall Landscape services. 3.40 Fair 3 Overall Water Quality Supply and maintenance water 3.40 Fair tank. 4 Overall Waste Disposal Management. 3.40 Fair 5 Overall Controlling Environmental Pollution. 3.40 Fair(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = VerySatisfied, NA = Not Applicable)Chart 5.9 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Kangar Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kangar Very Dissatisfied Very Satisfied Dissatisfied 0% 1% 1% Very Dissatisfied Dissatisfied Average Satisfied Satisfied Very Satisfied 52% Average 46%
  • 1085.8.5 Pejabat PERKESO Seremban Table 5.54: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seremban No. VD D A S VS NA Average Rating Scale Index 1 20.00% 33.33% 46.67% 0.00% 0.00% 0.00% 2.27 Less Significant 2 13.33% 46.67% 40.00% 0.00% 0.00% 0.00% 2.27 Less Significant 3 0.00% 46.67% 46.67% 6.67% 0.00% 0.00% 2.60 Fair 4 0.00% 46.67% 53.33% 0.00% 0.00% 0.00% 2.53 Fair 5 0.00% 33.33% 46.67% 20.00% 0.00% 0.00% 2.87 Fair 6 0.00% 20.00% 53.33% 26.67% 0.00% 0.00% 3.07 Fair 7 0.00% 33.33% 33.33% 33.33% 0.00% 0.00% 3.00 Fair 8 6.67% 33.33% 40.00% 6.67% 13.33% 0.00% 2.87 Fair 9 20.00% 46.67% 20.00% 13.33% 0.00% 0.00% 2.27 Less Significant 10 13.33% 53.33% 20.00% 13.33% 0.00% 0.00% 2.33 Less Significant 11 6.67% 53.33% 33.33% 6.67% 0.00% 0.00% 2.40 Less Significant 12 6.67% 26.67% 60.00% 6.67% 0.00% 0.00% 2.67 Fair 13 0.00% 40.00% 46.67% 13.33% 0.00% 0.00% 2.73 Fair 14 6.67% 20.00% 53.33% 20.00% 0.00% 0.00% 2.87 Fair 15 0.00% 33.33% 46.67% 20.00% 0.00% 0.00% 2.87 Fair 16 0.00% 13.33% 53.33% 33.33% 0.00% 0.00% 3.20 Fair(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = VerySatisfied, NA = Not Applicable) Table 5.55: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seremban No. Please kindly indicate your satisfaction level with Average Rating Scale Maintenance Management & Services concerning Index the items below. 1 Overall Preventive Maintenance planning and 2.27 Less implementation. Significant 2 Response to corrective maintenance and reimbursable 2.27 Less work. Significant 3 Timely response to emergencies works. 2.27 Less Significant 4 Overall Water Quality Supply and maintenance water 2.33 Less tank. Significant 5 Overall Waste Disposal Management. 2.40 Less Significant(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = VerySatisfied, NA = Not Applicable)
  • 109 Chart 5.10 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Seremban Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Seremban Very Satisfied Very 1% Dissatisfied Satisfied 6% Dissatisfied 14% 36% Very Dissatisfied Dissatisfied Average Satisfied Average Very Satisfied 43%5.8.6 Pejabat PERKESO Batu Pahat Table 5.56: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Batu Pahat No. VD D A S VS NA Average Rating Index Scale 1 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 2 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 3 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 6 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 7 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 8 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 9 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 10 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 11 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 12 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 13 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 14 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 15 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 16 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = VerySatisfied, NA = Not Applicable)
  • 110 Table 5.57: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Batu Pahat No. Please kindly indicate your satisfaction level with Average Rating Maintenance Management & Services concerning the Index Scale items below. 1 Overall Preventive Maintenance planning and 3.40 Fair implementation. 2 Overall Landscape services. 3.40 Fair 3 Overall Water Quality Supply and maintenance water tank. 3.40 Fair 4 Overall Waste Disposal Management. 3.40 Fair 5 Overall Controlling Environmental Pollution. 3.40 Fair(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = VerySatisfied, NA = Not Applicable)Chart 5.11 Percentage of the satisfaction level due to maintenancemanagement and services at Pejabat PERKESO Batu Pahat Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Batu Pahat Dissatisfied Very 0% Dissatisfied Very Satisfied 0% 0% Very Dissatisfied Dissatisfied Average Satisfied Satisfied Very Satisfied 51% Average 49%
  • 1115.8.7 Pejabat PERKESO Kulim Table 5.58: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kulim No. VD D A S VS NA Average Rating Scale Index 1 20.00% 33.33% 46.67% 0.00% 0.00% 0.00% 2.27 Less Significant 2 13.33% 46.67% 40.00% 0.00% 0.00% 0.00% 2.27 Less Significant 3 0.00% 46.67% 46.67% 6.67% 0.00% 0.00% 2.60 Fair 4 0.00% 46.67% 53.33% 0.00% 0.00% 0.00% 2.53 Fair 5 0.00% 33.33% 46.67% 20.00% 0.00% 0.00% 2.87 Fair 6 0.00% 20.00% 53.33% 26.67% 0.00% 0.00% 3.07 Fair 7 0.00% 33.33% 33.33% 33.33% 0.00% 0.00% 3.00 Fair 8 6.67% 33.33% 40.00% 6.67% 13.33% 0.00% 2.87 Fair 9 20.00% 46.67% 20.00% 13.33% 0.00% 0.00% 2.27 Less Significant 10 13.33% 53.33% 20.00% 13.33% 0.00% 0.00% 2.33 Less Significant 11 6.67% 53.33% 33.33% 6.67% 0.00% 0.00% 2.40 Less Significant 12 6.67% 26.67% 60.00% 6.67% 0.00% 0.00% 2.67 Fair 13 0.00% 40.00% 46.67% 13.33% 0.00% 0.00% 2.73 Fair 14 6.67% 20.00% 53.33% 20.00% 0.00% 0.00% 2.87 Fair 15 0.00% 33.33% 46.67% 20.00% 0.00% 0.00% 2.87 Fair 16 0.00% 13.33% 53.33% 33.33% 0.00% 0.00% 3.20 Fair(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = VerySatisfied, NA = Not Applicable) Table 5.59: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kulim No. Please kindly indicate your satisfaction level Average Rating with Maintenance Management & Services Index Scale concerning the items below. 1 Overall Preventive Maintenance planning and 2.60 Fair implementation. 2 Overall Water Quality Supply and maintenance 2.60 Fair water tank. 3 Response to corrective maintenance and 2.70 Fair reimbursable work. 4 Overall system ventilation & inlet air. 2.70 Fair 5 Timely response to emergencies works. 2.70 Fair
  • 112 Chart 5.12 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Kulim Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kulim Very Satisfied Very 4% Dissatisfied 5% Satisfied Dissatisfied 19% 23% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Average 49%5.8.8 Pejabat PERKESO Klang Table 5.60: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO KlangNo. VD D A S VS NA Average Rating Scale Index 1 20.00% 33.33% 46.67% 0.00% 0.00% 0.00% 2.27 Less Significant 2 13.33% 46.67% 40.00% 0.00% 0.00% 0.00% 2.27 Less Significant 3 0.00% 46.67% 46.67% 6.67% 0.00% 0.00% 2.60 Fair 4 0.00% 46.67% 53.33% 0.00% 0.00% 0.00% 2.53 Fair 5 0.00% 33.33% 46.67% 20.00% 0.00% 0.00% 2.87 Fair 6 0.00% 20.00% 53.33% 26.67% 0.00% 0.00% 3.07 Fair 7 0.00% 33.33% 33.33% 33.33% 0.00% 0.00% 3.00 Fair 8 6.67% 33.33% 40.00% 13.33% 6.67% 0.00% 2.80 Significant 9 20.00% 46.67% 20.00% 13.33% 0.00% 0.00% 2.27 Less Significant 10 13.33% 53.33% 20.00% 13.33% 0.00% 0.00% 2.33 Less Significant 11 6.67% 53.33% 33.33% 6.67% 0.00% 0.00% 2.40 Less Significant 12 6.67% 26.67% 60.00% 6.67% 0.00% 0.00% 2.67 Fair 13 0.00% 40.00% 46.67% 13.33% 0.00% 0.00% 2.73 Fair 14 6.67% 20.00% 53.33% 20.00% 0.00% 0.00% 2.87 Fair 15 0.00% 33.33% 46.67% 20.00% 0.00% 0.00% 2.87 Fair 16 0.00% 13.33% 53.33% 33.33% 0.00% 0.00% 3.20 Fair(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = VerySatisfied, NA = Not Applicable)
  • 113 Table 5.61: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO KlangNo. Q3: Please kindly indicate your satisfaction Average Rating Scale level with Maintenance Management & Index Services concerning the items below.1 Overall Preventive Maintenance planning and 2.27 Less Significant implementation.2 Response to corrective maintenance and 2.27 Less Significant reimbursable work.3 Timely response to emergencies works. 2.27 Less Significant4 Overall Water Quality Supply and maintenance 2.33 Less Significant water tank.5 Overall Waste Disposal Management. 2.40 Less Significant Chart 5.13 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Klang Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Klang Very Satisfied 0% Very Dissatisfied Satisfied Dissatisfied 6% 14% 36% Very Dissatisfied Dissatisfied Average Satisfied Average Very Satisfied 44%
  • 1145.8.9 Pejabat PERKESO Sungai Petani Table 5.62: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Sungai Petani No. VD D A S VS NA Average Rating Scale Index 1 20.00% 33.33% 46.67% 0.00% 0.00% 0.00% 2.27 Less Significant 2 13.33% 46.67% 40.00% 0.00% 0.00% 0.00% 2.27 Less Significant 3 0.00% 46.67% 46.67% 6.67% 0.00% 0.00% 2.60 Fair 4 0.00% 46.67% 53.33% 0.00% 0.00% 0.00% 2.53 Fair 5 0.00% 33.33% 46.67% 20.00% 0.00% 0.00% 2.87 Fair 6 0.00% 20.00% 53.33% 26.67% 0.00% 0.00% 3.07 Fair 7 0.00% 33.33% 33.33% 33.33% 0.00% 0.00% 3.00 Fair 8 6.67% 33.33% 40.00% 6.67% 13.33% 0.00% 2.87 Fair 9 20.00% 46.67% 20.00% 13.33% 0.00% 0.00% 2.27 Less Significant 10 13.33% 53.33% 20.00% 13.33% 0.00% 0.00% 2.33 Less Significant 11 6.67% 53.33% 33.33% 6.67% 0.00% 0.00% 2.40 Less Significant 12 6.67% 26.67% 60.00% 6.67% 0.00% 0.00% 2.67 Fair 13 0.00% 40.00% 46.67% 13.33% 0.00% 0.00% 2.73 Fair 14 6.67% 20.00% 53.33% 20.00% 0.00% 0.00% 2.87 Fair 15 0.00% 33.33% 46.67% 20.00% 0.00% 0.00% 2.87 Fair 16 0.00% 13.33% 53.33% 33.33% 0.00% 0.00% 3.20 Fair(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = VerySatisfied, NA = Not Applicable) Table 5.63: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Sungai Petani No. Please kindly indicate your satisfaction level with Average Rating Maintenance Management & Services concerning the Index Scale items below. 1 Overall Preventive Maintenance planning and 2.60 Fair implementation. 2 Overall Water Quality Supply and maintenance water 2.60 Fair tank. 3 Qualification and capacity of our technical staff. 2.60 Fair 4 Response to corrective maintenance and reimbursable 2.70 Fair work. 5 Overall system ventilation & inlet air. 2.70 Fair
  • 115 Chart 5.14 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Sungai Petani Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Sungai Petani Very Very Satisfied Dissatisfied 3% Satisfied 5% 21% Dissatisfied 23% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Average 48%5.8.10 Pejabat PERKESO Muar Table 5.64: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Muar No. VD D A S VS NA Average Rating Scale Index 1 20.00% 33.33% 46.67% 0.00% 0.00% 0.00% 2.27 Less Significant 2 13.33% 46.67% 40.00% 0.00% 0.00% 0.00% 2.27 Less Significant 3 0.00% 46.67% 46.67% 6.67% 0.00% 0.00% 2.60 Fair 4 0.00% 46.67% 53.33% 0.00% 0.00% 0.00% 2.53 Fair 5 0.00% 33.33% 46.67% 20.00% 0.00% 0.00% 2.87 Fair 6 0.00% 20.00% 53.33% 26.67% 0.00% 0.00% 3.07 Fair 7 0.00% 33.33% 33.33% 33.33% 0.00% 0.00% 3.00 Fair 8 6.67% 33.33% 40.00% 6.67% 13.33% 0.00% 2.87 Fair 9 20.00% 46.67% 20.00% 13.33% 0.00% 0.00% 2.27 Less Significant 10 13.33% 53.33% 20.00% 13.33% 0.00% 0.00% 2.33 Less Significant 11 6.67% 53.33% 33.33% 6.67% 0.00% 0.00% 2.40 Less Significant 12 6.67% 26.67% 60.00% 6.67% 0.00% 0.00% 2.67 Fair 13 0.00% 40.00% 46.67% 13.33% 0.00% 0.00% 2.73 Fair 14 6.67% 20.00% 53.33% 20.00% 0.00% 0.00% 2.87 Fair 15 0.00% 33.33% 46.67% 20.00% 0.00% 0.00% 2.87 Fair 16 0.00% 13.33% 53.33% 33.33% 0.00% 0.00% 3.20 Fair(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = VerySatisfied, NA = Not Applicable)
  • 116 Table 5.65: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO MuarNo. Please kindly indicate your satisfaction level Average Rating with Maintenance Management & Services Index Scale concerning the items below.1 Overall Planning and Implementation of the 3.20 Fair Renovation Works and Upgrading works.2 Overall system ventilation & inlet air. 3.20 Fair3 Overall Security services. 3.20 Fair4 Overall Landscape services. 3.20 Fair5 Overall Preventive Maintenance planning and 3.40 Fair implementation. Chart 5.15 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Muar Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Muar Very Satisfied Very Dissatisfied 9% Dissatisfied 8% 0% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Satisfied 47% Average 36%
  • 1175.8.11 Pejabat PERKESO Kluang Table 5.66: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kluang No. VD D A S VS NA Average Rating Index Scale 1 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair 2 0.00% 40.00% 50.00% 10.00% 0.00% 0.00% 2.70 Fair 3 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 4 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 5 0.00% 50.00% 30.00% 20.00% 0.00% 0.00% 2.70 Fair 6 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 7 0.00% 30.00% 60.00% 10.00% 0.00% 0.00% 2.80 Fair 8 20.00% 20.00% 30.00% 30.00% 0.00% 0.00% 2.70 Fair 9 10.00% 30.00% 40.00% 20.00% 0.00% 0.00% 2.70 Fair 10 10.00% 20.00% 70.00% 0.00% 0.00% 0.00% 2.60 Fair 11 0.00% 20.00% 50.00% 30.00% 0.00% 0.00% 3.10 Fair 12 0.00% 30.00% 30.00% 30.00% 10.00% 0.00% 3.20 Fair 13 0.00% 20.00% 40.00% 30.00% 10.00% 0.00% 3.30 Fair 14 10.00% 40.00% 30.00% 10.00% 10.00% 0.00% 2.70 Fair 15 10.00% 0.00% 70.00% 10.00% 10.00% 0.00% 3.10 Fair 16 0.00% 10.00% 30.00% 60.00% 0.00% 0.00% 3.50 Fair(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = VerySatisfied, NA = Not Applicable) Table 5.67: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kluang No. Please kindly indicate your satisfaction level with Average Rating Maintenance Management & Services concerning the Index Scale items below. 1 Overall Preventive Maintenance planning and 2.60 Fair implementation. 2 Overall Water Quality Supply and maintenance water tank. 2.60 Fair 3 Response to corrective maintenance and reimbursable 2.70 Fair work. 4 Overall system ventilation & inlet air. 2.70 Fair 5 Overall Landscape services. 2.70 Fair
  • 118 Chart 5.16 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Kluang Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Kluang Very Very Satisfied Dissatisfied 3% 5% Satisfied 21% Dissatisfied 24% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Average 47%5.8.12 Pejabat PERKESO Rawang Table 5.68: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Rawang No. VD D A S VS NA Average Rating Index Scale 1 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair 2 0.00% 40.00% 50.00% 10.00% 0.00% 0.00% 2.70 Fair 3 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 4 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 5 0.00% 50.00% 30.00% 20.00% 0.00% 0.00% 2.70 Fair 6 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 7 0.00% 30.00% 60.00% 10.00% 0.00% 0.00% 2.80 Fair 8 20.00% 20.00% 30.00% 20.00% 10.00% 0.00% 2.80 Fair 9 10.00% 30.00% 40.00% 10.00% 10.00% 0.00% 2.80 Fair 10 10.00% 20.00% 70.00% 0.00% 0.00% 0.00% 2.60 Fair 11 0.00% 20.00% 50.00% 30.00% 0.00% 0.00% 3.10 Fair 12 0.00% 30.00% 30.00% 30.00% 10.00% 0.00% 3.20 Fair 13 0.00% 20.00% 40.00% 30.00% 10.00% 0.00% 3.30 Fair 14 10.00% 40.00% 30.00% 10.00% 10.00% 0.00% 2.70 Fair 15 10.00% 0.00% 70.00% 10.00% 10.00% 0.00% 3.10 Fair 16 0.00% 10.00% 30.00% 60.00% 0.00% 0.00% 3.50 Fair(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = VerySatisfied, NA = Not Applicable)
  • 119 Table 5.69: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO RawangNo. Please kindly indicate your satisfaction level with Average Rating Maintenance Management & Services concerning the Index Scale items below.1 Overall Preventive Maintenance planning and 2.60 Fair implementation.2 Overall Water Quality Supply and maintenance water tank. 2.60 Fair3 Response to corrective maintenance and reimbursable 2.70 Fair work.4 Overall system ventilation & inlet air. 2.70 Fair5 Qualification and capacity of our technical staff. 2.70 Fair Chart 5.17 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Rawang Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Rawang Very Dissatisfied Very Satisfied 5% Satisfied 4% 19% Dissatisfied 24% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Average 48%
  • 1205.8.13 Pejabat PERKESO Segamat Table 5.70: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Segamat VD D A S VS NA Average Rating Index Scale 1 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 2 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 3 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 6 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 7 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 8 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 9 0.00% 20.00% 20.00% 20.00% 40.00% 0.00% 3.80 Significant 10 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 11 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 12 0.00% 20.00% 20.00% 40.00% 20.00% 0.00% 3.60 Significant 13 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 14 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 15 0.00% 20.00% 20.00% 40.00% 20.00% 0.00% 3.60 Significant 16 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = VerySatisfied, NA = Not Applicable) Table 5.71: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Segamat No. Please kindly indicate your satisfaction level Average Rating with Maintenance Management & Services Index Scale concerning the items below. 1 Overall Landscape services. 3.40 Fair 2 Overall Waste Disposal Management. 3.40 Fair 3 Overall fire fighting equipment and system. 3.40 Fair 4 Response to corrective maintenance and 3.60 Significant reimbursable work. 5 Overall Planning and Implementation of the 3.60 Significant Renovation Works and Upgrading works.
  • 121Chart 5.18 Percentage of the satisfaction level due to maintenancemanagement and services at Pejabat PERKESO Segamat Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Segamat Very Dissatisfied Dissatisfied Very Satisfied 4% 0% 16% Average 35% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Satisfied 45%5.8.14 Pejabat PERKESO IpohTable 5.72: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Ipoh No. VD D A S VS NA Average Rating Index Scale 1 20.00% 10.00% 60.00% 10.00% 0.00% 0.00% 2.60 Fair 2 0.00% 40.00% 50.00% 10.00% 0.00% 0.00% 2.70 Fair 3 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 4 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 5 0.00% 50.00% 30.00% 20.00% 0.00% 0.00% 2.70 Fair 6 0.00% 20.00% 60.00% 20.00% 0.00% 0.00% 3.00 Fair 7 0.00% 30.00% 60.00% 0.00% 10.00% 0.00% 2.90 Fair 8 20.00% 10.00% 40.00% 20.00% 10.00% 0.00% 2.90 Fair 9 10.00% 30.00% 40.00% 20.00% 0.00% 0.00% 2.70 Fair 10 10.00% 20.00% 70.00% 0.00% 0.00% 0.00% 2.60 Fair 11 0.00% 20.00% 50.00% 30.00% 0.00% 0.00% 3.10 Fair 12 0.00% 30.00% 30.00% 30.00% 10.00% 0.00% 3.20 Fair 13 0.00% 20.00% 40.00% 30.00% 10.00% 0.00% 3.30 Fair 14 10.00% 40.00% 30.00% 10.00% 10.00% 0.00% 2.70 Fair 15 10.00% 0.00% 70.00% 10.00% 10.00% 0.00% 3.10 Fair 16 0.00% 10.00% 30.00% 60.00% 0.00% 0.00% 3.50 Fair
  • 122(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = VerySatisfied, NA = Not Applicable) Table 5.73: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Ipoh No. Please kindly indicate your satisfaction level with Average Rating Maintenance Management & Services concerning the Index Scale items below. 1 Overall Preventive Maintenance planning and 2.60 Fair implementation. 2 Overall Water Quality Supply and maintenance water tank. 2.60 Fair 3 Response to corrective maintenance and reimbursable work. 2.70 Fair 4 Overall system ventilation & inlet air. 2.70 Fair 5 Timely response to emergencies works. 2.70 FairChart 5.19 Percentage of the satisfaction level due to maintenancemanagement and services at Pejabat PERKESO Ipoh Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Ipoh Very Dissatisfied Very Satisfied 5% Satisfied 4% 19% Dissatisfied 23% Very Dissatisfied Dissatisfied Average Satisfied Very Satisfied Average 49%
  • 1235.8.15 Pejabat PERKESO Taiping Table 5.74: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Taiping No. VD D A S VS NA Average Rating Index Scale 1 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 2 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 3 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 4 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 5 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 6 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 7 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 8 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 9 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 10 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 11 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 12 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 13 0.00% 0.00% 60.00% 40.00% 0.00% 0.00% 3.40 Fair 14 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 15 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 16 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = VerySatisfied, NA = Not Applicable) Table 5.75: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Taiping No. Please kindly indicate your satisfaction level with Average Rating Maintenance Management & Services concerning Index Scale the items below. 1 Overall fire fighting equipment and system. 3.40 Fair 2 Response to corrective maintenance and reimbursable 3.60 Significant work. 3 Overall Preventive Maintenance planning and 3.80 Significant implementation. 4 Overall Water Quality Supply and maintenance water 3.80 Significant tank. 5 Overall Waste Disposal Management. 3.80 Significant
  • 124 Chart 5.20 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Taiping Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Taiping Very Dissatisfied Dissatisfied Very Satisfied 0% 0% 18% Average Very Dissatisfied Dissatisfied 30% Average Satisfied Very Satisfied Satisfied 52%5.8.16 Pejabat PERKESO Teluk Intan Table 5.76: Respond of satisfaction level with Maintenance Management and Services at Pejabat PERKESO Teluk Intan No. VD D A S VS NA Average Rating Index Scale 1 0.00% 42.86% 28.57% 14.29% 14.29% 0.00% 3.00 Fair 2 0.00% 28.57% 28.57% 28.57% 14.29% 0.00% 3.29 Fair 3 0.00% 42.86% 14.29% 28.57% 14.29% 0.00% 3.14 Fair 4 0.00% 28.57% 28.57% 42.86% 0.00% 0.00% 3.14 Fair 5 0.00% 28.57% 28.57% 42.86% 0.00% 0.00% 3.14 Fair 6 0.00% 42.86% 0.00% 42.86% 14.29% 0.00% 3.29 Fair 7 0.00% 28.57% 28.57% 42.86% 0.00% 0.00% 3.14 Fair 8 0.00% 42.86% 14.29% 28.57% 14.29% 0.00% 3.14 Fair 9 0.00% 28.57% 28.57% 28.57% 14.29% 0.00% 3.29 Fair 10 0.00% 42.86% 42.86% 0.00% 14.29% 0.00% 2.86 Fair 11 0.00% 28.57% 28.57% 28.57% 14.29% 0.00% 3.29 Fair 12 0.00% 42.86% 28.57% 28.57% 0.00% 0.00% 2.86 Fair 13 0.00% 42.86% 14.29% 28.57% 14.29% 0.00% 3.14 Fair 14 0.00% 28.57% 28.57% 42.86% 0.00% 0.00% 3.14 Fair 15 0.00% 28.57% 28.57% 28.57% 14.29% 0.00% 3.29 Fair 16 0.00% 28.57% 28.57% 42.86% 0.00% 0.00% 3.14 Fair(VD = Very Dissatisfied, D = Dissatisfied, A = Average, S = Satisfied, VS = VerySatisfied, NA = Not Applicable)
  • 125 Table 5.77: Five (5) top the lowest satisfaction level with Maintenance Management and Services at Pejabat PERKESO Teluk IntanNo. Please kindly indicate your satisfaction level with Average Rating Maintenance Management & Services concerning the items Index Scale below.1 Overall Water Quality Supply and maintenance water tank. 2.86 Fair2 Overall Controlling Environmental Pollution. 2.89 Fair3 Overall Preventive Maintenance planning and implementation. 3.00 Fair4 Overall Mechanical and Electric System. 3.14 Fair5 Overall Planning and Implementation of the Renovation Works 3.14 Fair and Upgrading works. Chart 5.21 Percentage of the satisfaction level due to maintenance management and services at Pejabat PERKESO Teluk Intan Respondant satisfaction level with Maintenance Management and Services at Pejabat PERKESO Teluk Intan Very Dissatisfied Very Satisfied 0% 9% Dissatisfied 35% Satisfied Very Dissatisfied 31% Dissatisfied Average Satisfied Very Satisfied Average 25%
  • 1265.9 Respondents opinion on improve maintenance management and services that best be apply to PERKESO To obtain the good questionnaire that 2 (two) knowledge acquisition methods are performed in these research. The pre-interview and archives important stage of process to create the option can be make and possible to be implement for find the improvement to the existing maintenance management and services. Many parties and people involved in these processes of develop the questionnaire. List of data analyzed data on the opinion to make improvement maintenance management and services that best to be apply to PERKESO: Table 5.78: List of opinion on improves maintenance management and services that best to be apply to PERKESO No SD D Av A SA NA Average Rating . Index Scale 1 2.53% 2.53% 33.54% 34.18% 27.22% 0.00% 3.810 Significant 2 0.63% 11.39% 20.89% 36.08% 31.01% 0.00% 3.854 Significant 3 0.63% 5.06% 20.89% 46.84% 26.58% 0.00% 3.937 Significant 4 0.63% 6.33% 22.78% 36.08% 34.18% 0.00% 3.968 Significant 5 3.16% 8.23% 17.09% 50.00% 21.52% 0.00% 3.785 Significant 6 0.00% 7.59% 25.95% 45.57% 20.89% 0.00% 3.797 Significant 7 0.00% 4.43% 21.52% 43.04% 31.01% 0.00% 4.006 Significant 8 0.63% 2.53% 25.32% 40.51% 31.01% 0.00% 3.987 Significant 9 0.00% 4.43% 24.05% 40.51% 31.01% 0.00% 3.981 Significant 10 1.27% 7.59% 24.68% 31.01% 35.44% 0.00% 3.918 Significant 11 0.63% 3.80% 25.95% 37.34% 32.28% 0.00% 3.968 Significant 12 0.63% 3.16% 26.58% 31.65% 37.34% 0.00% 4.025 Significant 13 0.63% 20.89% 24.05% 36.08% 18.35% 0.00% 3.506 Significant 14 1.90% 5.06% 29.75% 34.81% 28.48% 0.00% 3.829 Significant 15 0.63% 2.53% 27.22% 38.61% 31.01% 0.00% 3.968 Significant(SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = StronglyAgree, NA = Not Applicable)
  • 127 Table 5.79: Five (5) top opinion on improves maintenance management and services that best to be apply to PERKESONo. Your opinion on Improving Maintenance Management & Average Rating Services that best to apply by PERKESO. Index Scale 1 Work Design : Modify job content, improve work methods, 4.025 Significant restrain workers (enrich jobs) 2 Job Evaluation (Valuation/analysis work achievement) 4.006 Significant 3 Job Safety Design (A safe work place) 3.987 Significant 4 Planning and Scheduling 3.981 Significant (e.g. Right material at the right place at the right time) 5 Technical maintenance unit/personnel at every region/branch. 3.968 Significant The PERKESO buildings have different capacity and facility. The differences will trigger a different maintenance management. It is important to identify whether the present maintenance system is suitable for the all buildings and how is possible to make improvement, the research to define the suitable or ideal maintenance management system to be develop or create. 5.9.1 Menara PERKESO Kuala Lumpur Even though there are some respondents that mentioned there are some improvement should be done to the implement maintenance management system at the Menara PERKESO Kuala Lumpur. By compare to summary all PERKESO buildings the top five (5) ranking opinion on improves maintenance management and services that best to be apply.
  • 128Table 5.80: List of opinion on improves maintenance management and services that best to be apply to the Menara PERKESO Kuala Lumpur No. SD D Av A SA NA Average Rating Index Scale 1 5.71% 5.71% 25.71% 45.71% 17.14% 0.00% 3.63 Significant 2 2.86% 11.43% 25.71% 28.57% 31.43% 0.00% 3.74 Significant 3 2.86% 8.57% 31.43% 31.43% 25.71% 0.00% 3.69 Significant 4 2.86% 11.43% 22.86% 31.43% 31.43% 0.00% 3.77 Significant 5 0.00% 8.57% 28.57% 45.71% 17.14% 0.00% 3.71 Significant 6 0.00% 5.71% 28.57% 51.43% 14.29% 0.00% 3.74 Significant 7 0.00% 8.57% 31.43% 31.43% 28.57% 0.00% 3.80 Significant 8 2.86% 5.71% 25.71% 42.86% 22.86% 0.00% 3.77 Significant 9 0.00% 8.57% 34.29% 34.29% 22.86% 0.00% 3.71 Significant 10 5.71% 8.57% 20.00% 40.00% 25.71% 0.00% 3.71 Significant 11 2.86% 5.71% 25.71% 42.86% 22.86% 0.00% 3.77 Significant 12 2.94% 0.00% 35.29% 44.12% 17.65% 0.00% 3.74 Significant 13 2.86% 5.71% 31.43% 45.71% 14.29% 0.00% 3.63 Significant 14 8.57% 8.57% 34.29% 37.14% 11.43% 0.00% 3.34 Fair 15 2.86% 2.86% 28.57% 48.57% 17.14% 0.00% 3.74 Significant(SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = StronglyAgree, NA = Not Applicable) Table 5.81: Five (5) top opinions on improvement maintenance management and services that best to be apply to the Menara PERKESO Kuala LumpurNo. Your opinion on Improving Maintenance Average Rating Management & Services that best to apply by Menara Index Scale PERKESO Kuala Lumpur. 1 Job Evaluation (Valuation/analysis work achievement) 3.80 Significant 2 Processes : Improve scheduling and material flow, more 3.77 Significant accurate – faster data flow (computerize) 3 Job Safety Design (A safe work place) 3.77 Significant 4 Quality of Supervision 3.77 Significant 5 Technical maintenance unit/personnel at every 3.74 Significant region/branch.
  • 129Table 5.82: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Menara PERKESO Kuala LumpurTop five (5) opinions for all PERKESO Top five (5) opinions for Menara PERKESObuildings. Kuala Lumpur.Work Design : Modify job content, improve Job Evaluation (Valuation/analysis workwork methods, restrain workers (enrich jobs) achievement)Job Evaluation (Valuation/analysis work Processes : Improve scheduling and materialachievement) flow, more accurate – faster data flow (computerize)Job Safety Design (A safe work place) Job Safety Design (A safe work place)Planning and Scheduling Quality of Supervision(e.g. Right material at the right place at theright time)Technical maintenance unit/personnel at Technical maintenance unit/personnel at everyevery region/branch. region/branch. Where these opinions are some similar with the opinion for the overallPERKESO buildings and opinion for the Menara PERKESO are: i. Job Evaluation (Valuation/analysis work achievement), ii. Job Safety Design (A safe work place) and iii. Technical maintenance unit/personnel at every region/branch.5.9.2 Pejabat PERKESO Seberang Jaya Even though there are some respondents that mentioned there are someimprovement should be done to the implement maintenance managementsystem at the Pejabat PERKESO Seberang Jaya. By compare to summary allPERKESO buildings the top five (5) ranking opinion on improves maintenancemanagement and services that best to be apply.
  • 130 Table 5.83: Defect List at Pejabat PERKESO Seberang Jaya SD D Av A SA NA Average Rating Index Scale 1 0.00% 0.00% 16.67% 16.67% 66.67% 0.00% 4.50 Significant 2 0.00% 0.00% 16.67% 16.67% 66.67% 0.00% 4.50 Significant 3 0.00% 0.00% 16.67% 16.67% 66.67% 0.00% 4.50 Significant 4 0.00% 0.00% 0.00% 50.00% 50.00% 0.00% 4.50 Significant 5 0.00% 0.00% 16.67% 33.33% 50.00% 0.00% 4.33 Significant 6 0.00% 0.00% 16.67% 33.33% 50.00% 0.00% 4.33 Significant 7 0.00% 0.00% 16.67% 16.67% 66.67% 0.00% 4.50 Significant 8 0.00% 0.00% 16.67% 16.67% 66.67% 0.00% 4.50 Significant 9 0.00% 0.00% 16.67% 16.67% 66.67% 0.00% 4.50 Significant 10 0.00% 0.00% 16.67% 33.33% 50.00% 0.00% 4.33 Significant 11 0.00% 0.00% 16.67% 33.33% 50.00% 0.00% 4.33 Significant 12 0.00% 0.00% 16.67% 16.67% 66.67% 0.00% 4.50 Significant 13 0.00% 0.00% 16.67% 16.67% 66.67% 0.00% 4.50 Significant 14 0.00% 0.00% 16.67% 33.33% 50.00% 0.00% 4.33 Significant 15 0.00% 0.00% 16.67% 33.33% 50.00% 0.00% 4.33 Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.84: Five (5) top common problem maintenance at Pejabat PERKESO Seberang JayaNo. Your opinion on Improving Maintenance Management & Average Rating Services that best to apply by PERKESO. Index Scale 1 Centralization of power arrangement / method of central 4.50 Significant management (Head Quarters Arrangement) 2 Work Design : Modify job content, improve work methods, 4.50 Significant restrain workers (enrich jobs) 3 Planning and Scheduling 4.50 Significant (e.g. Right material at the right place at the right time) 4 Job Safety Design (A safe work place) 4.50 Significant 5 Job Evaluation (Valuation/analysis work achievement) 4.50 Significant
  • 131Table 5.85: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Seberang JayaTop five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESObuildings. Seberang JayaWork Design : Modify job content, improve Centralization of power arrangement / methodwork methods, restrain workers (enrich jobs) of central management (Head Quarters Arrangement)Job Evaluation (Valuation/analysis work Work Design : Modify job content, improveachievement) work methods, restrain workers (enrich jobs)Job Safety Design (A safe work place) Planning and Scheduling (e.g. Right material at the right place at the right time)Planning and Scheduling Job Safety Design (A safe work place)(e.g. Right material at the right place at theright time)Technical maintenance unit/personnel at Job Evaluation (Valuation/analysis workevery region/branch. achievement) Where these opinions are some similar with the opinion for the overallPERKESO buildings and opinion for the Pejabat PERKESO Seberang Jaya are: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs), ii. Job Evaluation (Valuation/analysis work achievement)and iii. Job Safety Design (A safe work place) iv. Planning and Scheduling (e.g. Right material at the right place at the right time).5.9.3 Pejabat PERKESO Langkawi Even though there are some respondents that mentioned there are someimprovement should be done to the implement maintenance managementsystem at the Pejabat PERKESO Langkawi. By compare to summary allPERKESO buildings the top five (5) ranking opinion on improves maintenancemanagement and services that best to be apply.
  • 132 Table 5.86: Defect List at Pejabat PERKESO Langkawi No. SD D Av A SA NA Average Rating Scale Index 1 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 2 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 3 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 6 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 7 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 8 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 9 0.00% 20.00% 20.00% 60.00% 0.00% 0.00% 3.40 Significant 10 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 11 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 12 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 13 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 14 0.00% 60.00% 40.00% 0.00% 0.00% 0.00% 2.40 Less Significant 15 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant (SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = Strongly Agree, NA = Not Applicable) Table 5.87: Five (5) top common problem maintenance at Pejabat PERKESO LangkawiNo. Your opinion on Improving Maintenance Management & Average Rating Services that best to apply by PERKESO. Index Scale 1 Job Evaluation (Valuation/analysis work achievement) 4.00 Significant 2 Training ( courses about building maintenance management ) 4.00 Significant 3 Management By Objectives (e.g. superior and subordinate jointly 4.00 Significant identify and define goals-monitor progress) 4 Centralization of power arrangement / method of central 3.80 Significant management (Head Quarters Arrangement) 5 Processes : Improve scheduling and material flow, more accurate 3.80 Significant – faster data flow (computerize)
  • 133Table 5.88: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO LangkawiTop five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESObuildings. LangkawiWork Design : Modify job content, improve Job Evaluation (Valuation/analysis workwork methods, restrain workers (enrich jobs) achievement)Job Evaluation (Valuation/analysis work Training ( courses about building maintenanceachievement) management )Job Safety Design (A safe work place) Management By Objectives (e.g. superior and subordinate jointly identify and define goals- monitor progress)Planning and Scheduling Centralization of power arrangement / method(e.g. Right material at the right place at the of central management (Head Quartersright time) Arrangement)Technical maintenance unit/personnel at Processes : Improve scheduling and materialevery region/branch. flow, more accurate – faster data flow (computerize) Where these opinions are some similar with the opinion for the overallPERKESO buildings and opinion for the Pejabat PERKESO Langkawi is: i. Job Evaluation (Valuation/analysis work achievement),5.9.4 Pejabat PERKESO Kangar Even though there are some respondents that mentioned there are someimprovement should be done to the implement maintenance managementsystem at the Pejabat PERKESO Kangar. By compare to summary allPERKESO buildings the top five (5) ranking opinion on improves maintenancemanagement and services that best to be apply.
  • 134 Table 5.89: Defect List at Pejabat PERKESO KangarNo. SD D Av A SA NA Average Rating Index Scale 1 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 2 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 3 0.00% 20.00% 20.00% 40.00% 20.00% 0.00% 3.60 Significant 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 20.00% 20.00% 40.00% 20.00% 0.00% 3.60 Significant 6 0.00% 20.00% 20.00% 40.00% 20.00% 0.00% 3.60 Significant 7 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 8 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 9 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 10 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 11 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 12 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 13 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 14 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 15 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant(SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = StronglyAgree, NA = Not Applicable) Table 5.90: Five (5) top common problem maintenance at Pejabat PERKESO KangarNo. Your opinion on Improving Maintenance Management Average Rating & Services that best to apply by PERKESO. Index Scale 1 Job Safety Design (A safe work place) 4.00 Significant 2 Job Evaluation (Valuation/analysis work achievement) 4.00 Significant 3 Decentralization of power arrangement / method of 3.80 Significant separate management (Branch Arrangement) 4 Work Design : Modify job content, improve work methods, 3.80 Significant restrain workers (enrich jobs) 5 Processes : Improve scheduling and material flow, more 3.80 Significant accurate – faster data flow (computerize)
  • 135Table 5.91: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO KangarTop five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESObuildings. KangarWork Design : Modify job content, improve Job Safety Design (A safe work place)work methods, restrain workers (enrich jobs)Job Evaluation (Valuation/analysis work Job Evaluation (Valuation/analysis workachievement) achievement)Job Safety Design (A safe work place) Decentralization of power arrangement / method of separate management (Branch Arrangement)Planning and Scheduling Work Design : Modify job content, improve(e.g. Right material at the right place at the work methods, restrain workers (enrich jobs)right time)Technical maintenance unit/personnel at Processes : Improve scheduling and materialevery region/branch. flow, more accurate – faster data flow (computerize) Where these opinions are some similar with the opinion for the overallPERKESO buildings and opinion for the Pejabat PERKESO Kangar are: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) ii. Job Evaluation (Valuation/analysis work achievement), iii. Job Safety Design (A safe work place) and5.9.5 Pejabat PERKESO Seremban Even though there are some respondents that mentioned there are someimprovement should be done to the implement maintenance managementsystem at the Pejabat PERKESO Seremban. By compare to summary allPERKESO buildings the top five (5) ranking opinion on improves maintenancemanagement and services that best to be apply.
  • 136 Table 5.92: Defect List at Pejabat PERKESO Seremban SD D Av A SA NA Average Rating Index Scale 1 6.67% 6.67% 20.00% 13.33% 53.33% 0.00% 4.00 Significant 2 0.00% 13.33% 20.00% 13.33% 53.33% 0.00% 4.07 Significant 3 0.00% 13.33% 13.33% 46.67% 26.67% 0.00% 3.87 Significant 4 0.00% 20.00% 20.00% 13.33% 46.67% 0.00% 3.87 Significant 5 0.00% 13.33% 33.33% 40.00% 13.33% 0.00% 3.53 Significant 6 0.00% 13.33% 40.00% 33.33% 13.33% 0.00% 3.47 Fair 7 0.00% 13.33% 33.33% 33.33% 20.00% 0.00% 3.60 Significant 8 0.00% 6.67% 40.00% 26.67% 26.67% 0.00% 3.73 Significant 9 0.00% 6.67% 46.67% 26.67% 20.00% 0.00% 3.60 Significant 10 0.00% 13.33% 26.67% 13.33% 46.67% 0.00% 3.93 Significant 11 0.00% 13.33% 26.67% 13.33% 46.67% 0.00% 3.93 Significant 12 0.00% 13.33% 20.00% 20.00% 46.67% 0.00% 4.00 Significant 13 0.00% 33.33% 33.33% 26.67% 6.67% 0.00% 3.07 Fair 14 0.00% 6.67% 40.00% 20.00% 33.33% 0.00% 3.80 Significant 15 0.00% 6.67% 40.00% 13.33% 40.00% 0.00% 3.87 Significant(SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = StronglyAgree, NA = Not Applicable) Table 5.93: Five (5) top common problem maintenance at Pejabat PERKESO Seremban No. Your opinion on Improving Maintenance Average Rating Management & Services that best to apply by Index Scale PERKESO. 1 Communication (Consistently, openly and with 4.07 Significant mutual trust) 2 Work Design : Modify job content, improve work 4.00 Significant methods, restrain workers (enrich jobs) 3 Management By Objectives (e.g. superior and 4.00 Significant subordinate jointly identify and define goals-monitor progress) 4 Processes : Improve scheduling and material flow, 3.93 Significant more accurate – faster data flow (computerize) 5 Management: Better coordination and budgeting, 3.93 Significant more inspiring leadership (motivate).
  • 137Table 5.94: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO SerembanTop five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESObuildings. SerembanWork Design : Modify job content, improve Communication (Consistently, openly and withwork methods, restrain workers (enrich jobs) mutual trust)Job Evaluation (Valuation/analysis work Work Design : Modify job content, improveachievement) work methods, restrain workers (enrich jobs)Job Safety Design (A safe work place) Management By Objectives (e.g. superior and subordinate jointly identify and define goals- monitor progress)Planning and Scheduling Processes : Improve scheduling and material(e.g. Right material at the right place at the flow, more accurate – faster data flowright time) (computerize)Technical maintenance unit/personnel at Management: Better coordination andevery region/branch. budgeting, more inspiring leadership (motivate). Where those opinions none is similar or same the opinion for the overallPERKESO buildings and the opinion for the Pejabat PERKESO Seremban.5.9.6 Pejabat PERKESO Batu Pahat Even though there are some respondents that mentioned there are someimprovement should be done to the implement maintenance managementsystem at the Pejabat PERKESO Batu Pahat. By compare to summary allPERKESO buildings the top five (5) ranking opinion on improves maintenancemanagement and services that best to be apply.
  • 138 Table 5.95: Defect List at Pejabat PERKESO Batu Pahat No. SD D Av A SA NA Average Rating Scale Index 1 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 2 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 3 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 6 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 7 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 8 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 9 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 10 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 11 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 12 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 13 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 14 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 15 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant(SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = StronglyAgree, NA = Not Applicable) Table 5.96: Five (5) top common problem maintenance at Pejabat PERKESO Batu Pahat No. Your opinion on Improving Maintenance Management Average Rating & Services that best to apply by PERKESO. Index Scale 1 Planning and Scheduling 3.80 Significant (e.g. Right material at the right place at the right time) 2 Job Evaluation (Valuation/analysis work achievement) 3.80 Significant 3 Methods Engineering / Work Simplification (Elimination 3.80 Significant of unnecessary task to reduce time) 4 Training ( courses about building maintenance 3.80 Significant management ) 5 Communication (Consistently, openly and with mutual 3.80 Significant trust)
  • 139Table 5.97: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Batu PahatTop five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESObuildings. Batu PahatWork Design : Modify job content, improve Planning and Schedulingwork methods, restrain workers (enrich jobs) (e.g. Right material at the right place at the right time)Job Evaluation (Valuation/analysis work Job Evaluation (Valuation/analysis workachievement) achievement)Job Safety Design (A safe work place) Methods Engineering / Work Simplification (Elimination of unnecessary task to reduce time)Planning and Scheduling Training ( courses about building maintenance(e.g. Right material at the right place at the management )right time)Technical maintenance unit/personnel at Communication (Consistently, openly and withevery region/branch. mutual trust) Where these opinions are some similar with the opinion for the overallPERKESO buildings and opinion for the Pejabat PERKESO Batu Pahat are: i. Job Evaluation (Valuation/analysis work achievement), ii. Planning and Scheduling (e.g. Right material at the right place at the right time)5.9.7 Pejabat PERKESO Kulim Even though there are some respondents that mentioned there are someimprovement should be done to the implement maintenance managementsystem at the Pejabat PERKESO Kulim. By compare to summary allPERKESO buildings the top five (5) ranking opinion on improves maintenancemanagement and services that best to be apply.
  • 140 Table 5.98: Defect List at Pejabat PERKESO Kulim No. SD D Av A SA NA Average Rating Index Scale 1 0.00% 0.00% 50.00% 30.00% 20.00% 0.00% 3.70 Significant 2 0.00% 20.00% 20.00% 30.00% 30.00% 0.00% 3.70 Significant 3 0.00% 0.00% 20.00% 50.00% 30.00% 0.00% 4.10 Significant 4 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 5 10.00% 10.00% 0.00% 50.00% 30.00% 0.00% 3.80 Significant 6 0.00% 10.00% 10.00% 50.00% 30.00% 0.00% 4.00 Significant 7 0.00% 0.00% 10.00% 50.00% 40.00% 0.00% 4.30 Significant 8 0.00% 0.00% 10.00% 40.00% 50.00% 0.00% 4.40 Significant 9 0.00% 0.00% 10.00% 40.00% 50.00% 0.00% 4.40 Significant 10 0.00% 10.00% 20.00% 20.00% 50.00% 0.00% 4.10 Significant 11 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 12 0.00% 0.00% 20.00% 20.00% 60.00% 0.00% 4.40 Significant 13 0.00% 30.00% 10.00% 30.00% 30.00% 0.00% 3.60 Significant 14 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 15 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant(SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = StronglyAgree, NA = Not Applicable) Table 5.99: Five (5) top common problem maintenance at Pejabat PERKESO Kulim No. Your opinion on Improving Maintenance Average Rating Management & Services that best to apply by Index Scale PERKESO. 1 Work Design : Modify job content, improve work 4.40 Significant methods, restrain workers (enrich jobs) 2 Planning and Scheduling 4.40 Significant (e.g. Right material at the right place at the right time) 3 Job Safety Design (A safe work place) 4.40 Significant 4 Job Evaluation (Valuation/analysis work achievement) 4.30 Significant 5 Technical maintenance unit/personnel at every 4.20 Significant region/branch.
  • 141Table 5.100: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO KulimTop five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESObuildings. KulimWork Design : Modify job content, improve Work Design : Modify job content, improvework methods, restrain workers (enrich jobs) work methods, restrain workers (enrich jobs)Job Evaluation (Valuation/analysis work Planning and Schedulingachievement) (e.g. Right material at the right place at the right time)Job Safety Design (A safe work place) Job Safety Design (A safe work place)Planning and Scheduling Job Evaluation (Valuation/analysis work(e.g. Right material at the right place at the achievement)right time)Technical maintenance unit/personnel at Technical maintenance unit/personnel at everyevery region/branch. region/branch. Where these opinions are some similar with the opinion for the overallPERKESO buildings and opinion for the Pejabat PERKESO Kulim are: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) ii. Job Evaluation (Valuation/analysis work achievement) iii. Job Safety Design (A safe work place) iv. Planning and Scheduling (e.g. Right material at the right place at the right time) v. Technical maintenance unit/personnel at every region/branch.5.9.8 Pejabat PERKESO Klang Even though there are some respondents that mentioned there are someimprovement should be done to the implement maintenance managementsystem at the Pejabat PERKESO Klang. By compare to summary all PERKESObuildings the top five (5) ranking opinion on improves maintenancemanagement and services that best to be apply.
  • 142Table 5.101: Defect List at Pejabat PERKESO Klang SD D Av A SA NA Average Rating Index Scale 1 6.67% 6.67% 20.00% 13.33% 53.33% 0.00% 4.00 Significant 2 0.00% 13.33% 20.00% 13.33% 53.33% 0.00% 4.07 Significant 3 0.00% 13.33% 13.33% 46.67% 26.67% 0.00% 3.87 Significant 4 0.00% 20.00% 20.00% 13.33% 46.67% 0.00% 3.87 Significant 5 0.00% 13.33% 33.33% 40.00% 13.33% 0.00% 3.53 Significant 6 0.00% 13.33% 40.00% 33.33% 13.33% 0.00% 3.47 Fair 7 0.00% 13.33% 33.33% 33.33% 20.00% 0.00% 3.60 Significant 8 0.00% 6.67% 40.00% 26.67% 26.67% 0.00% 3.73 Significant 9 0.00% 6.67% 46.67% 26.67% 20.00% 0.00% 3.60 Significant 10 0.00% 13.33% 26.67% 13.33% 46.67% 0.00% 3.93 Significant 11 0.00% 13.33% 26.67% 13.33% 46.67% 0.00% 3.93 Significant 12 0.00% 13.33% 20.00% 20.00% 46.67% 0.00% 4.00 Significant 13 0.00% 33.33% 33.33% 26.67% 6.67% 0.00% 3.07 Significant 14 0.00% 6.67% 40.00% 20.00% 33.33% 0.00% 3.80 Significant 15 0.00% 6.67% 40.00% 13.33% 40.00% 0.00% 3.87 Significant(SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = StronglyAgree, NA = Not Applicable)Table 5.102: Five (5) top common problem maintenance at Pejabat PERKESO Klang No. Your opinion on Improving Maintenance Average Rating Management & Services that best to apply by Index Scale PERKESO. 1 Communication (Consistently, openly and with 4.07 Significant mutual trust) 2 Work Design : Modify job content, improve work 4.00 Significant methods, restrain workers (enrich jobs) 3 Management By Objectives (e.g. superior and 4.00 Significant subordinate jointly identify and define goals-monitor progress) 4 Processes : Improve scheduling and material flow, 3.93 Significant more accurate – faster data flow (computerize) 5 Management: Better coordination and budgeting, 3.93 Significant more inspiring leadership (motivate).
  • 143Table 5.103: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO KlangTop five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESObuildings. KlangWork Design : Modify job content, improve Communication (Consistently, openly and withwork methods, restrain workers (enrich jobs) mutual trust)Job Evaluation (Valuation/analysis work Work Design : Modify job content, improveachievement) work methods, restrain workers (enrich jobs)Job Safety Design (A safe work place) Management By Objectives (e.g. superior and subordinate jointly identify and define goals- monitor progress)Planning and Scheduling Processes : Improve scheduling and material(e.g. Right material at the right place at the flow, more accurate – faster data flowright time) (computerize)Technical maintenance unit/personnel at Management: Better coordination andevery region/branch. budgeting, more inspiring leadership (motivate). Where these opinions are some similar with the opinion for the overallPERKESO buildings and opinion for the Pejabat PERKESO Klang is: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs)5.9.9 Pejabat PERKESO Sungai Petani Even though there are some respondents that mentioned there are someimprovement should be done to the implement maintenance managementsystem at the Pejabat PERKESO Sungai Petani. By compare to summary allPERKESO buildings the top five (5) ranking opinion on improves maintenancemanagement and services that best to be apply.
  • 144 Table 5.104: Defect List at Pejabat PERKESO Sungai Petani SD D Av A SA NA Average Rating Scale Index 1 0.00% 0.00% 50.00% 30.00% 20.00% 0.00% 3.70 Significant 2 0.00% 20.00% 20.00% 30.00% 30.00% 0.00% 3.70 Significant 3 0.00% 0.00% 20.00% 50.00% 30.00% 0.00% 4.10 Significant 4 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 5 10.00% 10.00% 0.00% 50.00% 30.00% 0.00% 3.80 Significant 6 0.00% 10.00% 10.00% 50.00% 30.00% 0.00% 4.00 Significant 7 0.00% 0.00% 10.00% 50.00% 40.00% 0.00% 4.30 Significant 8 0.00% 0.00% 10.00% 40.00% 50.00% 0.00% 4.40 Significant 9 0.00% 0.00% 10.00% 40.00% 50.00% 0.00% 4.40 Significant 10 0.00% 10.00% 20.00% 20.00% 50.00% 0.00% 4.10 Significant 11 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 12 0.00% 0.00% 20.00% 20.00% 60.00% 0.00% 4.40 Significant 13 0.00% 30.00% 10.00% 30.00% 30.00% 0.00% 3.60 Significant 14 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 15 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant(SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = StronglyAgree, NA = Not Applicable)Table 5.105: Five (5) top common problem maintenance at Pejabat PERKESO Sungai Petani No. Your opinion on Improving Maintenance Management Average Rating & Services that best to apply by PERKESO. Index Scale 1 Work Design : Modify job content, improve work methods, 4.40 Significant restrain workers (enrich jobs) 2 Planning and Scheduling 4.40 Significant (e.g. Right material at the right place at the right time) 3 Job Safety Design (A safe work place) 4.40 Significant 4 Job Evaluation (Valuation/analysis work achievement) 4.30 Significant 5 Technical maintenance unit/personnel at every 4.20 Significant region/branch.
  • 145Table 5.106: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Sungai PetaniTop five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESObuildings. Sungai PetaniWork Design : Modify job content, improve Work Design : Modify job content, improvework methods, restrain workers (enrich jobs) work methods, restrain workers (enrich jobs)Job Evaluation (Valuation/analysis work Planning and Schedulingachievement) (e.g. Right material at the right place at the right time)Job Safety Design (A safe work place) Job Safety Design (A safe work place)Planning and Scheduling Job Evaluation (Valuation/analysis work(e.g. Right material at the right place at the achievement)right time)Technical maintenance unit/personnel at Technical maintenance unit/personnel at everyevery region/branch. region/branch. Where these opinions are some similar with the opinion for the overallPERKESO buildings and opinion for the Pejabat PERKESO Sungai Petani are: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) ii. Job Evaluation (Valuation/analysis work achievement), iii. Job Safety Design (A safe work place) iv. Planning and Scheduling (e.g. Right material at the right place at the right time) v. Technical maintenance unit/personnel at every region/branch.5.9.10 Pejabat PERKESO Muar Even though there are some respondents that mentioned there are someimprovement should be done to the implement maintenance managementsystem at the Pejabat PERKESO Muar. By compare to summary all PERKESO
  • 146buildings the top five (5) ranking opinion on improves maintenancemanagement and services that best to be apply. Table 5.107: Defect List at Pejabat PERKESO Muar SD D Av A SA NA Average Rating Index Scale 1 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Fair 2 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 3 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Fair 4 0.00% 0.00% 40.00% 20.00% 40.00% 0.00% 4.00 Significant 5 0.00% 0.00% 0.00% 60.00% 40.00% 0.00% 4.40 Significant 6 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Fair 7 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Fair 8 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 9 0.00% 0.00% 0.00% 60.00% 40.00% 0.00% 4.40 Significant 10 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Fair 11 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 12 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 13 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Fair 14 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 15 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant(SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = StronglyAgree, NA = Not Applicable)Table 5.108: Five (5) top common problem maintenance at Pejabat PERKESO Muar No. Your opinion on Improving Maintenance Management Average Rating & Services that best to apply by PERKESO. Index Scale 1 Methods Engineering / Work Simplification (Elimination 4.40 Significant of unnecessary task to reduce time) 2 Job Evaluation (Valuation/analysis work achievement) 4.20 Significant 3 Decentralization of power arrangement / method of 4.00 Significant separate management (Branch Arrangement) 4 Work Design : Modify job content, improve work 4.00 Significant methods, restrain workers (enrich jobs) 5 Processes : Improve scheduling and material flow, more 4.00 Significant accurate – faster data flow (computerize)
  • 147Table 5.109: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO MuarTop five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESObuildings. MuarWork Design : Modify job content, improve Methods Engineering / Work Simplificationwork methods, restrain workers (enrich jobs) (Elimination of unnecessary task to reduce time)Job Evaluation (Valuation/analysis work Job Evaluation (Valuation/analysis workachievement) achievement)Job Safety Design (A safe work place) Decentralization of power arrangement / method of separate management (Branch Arrangement)Planning and Scheduling Work Design : Modify job content, improve(e.g. Right material at the right place at the work methods, restrain workers (enrich jobs)right time)Technical maintenance unit/personnel at Processes : Improve scheduling and materialevery region/branch. flow, more accurate – faster data flow (computerize) Where these opinions are some similar with the opinion for the overallPERKESO buildings and opinion for the Pejabat PERKESO Muar are: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) ii. Job Evaluation (Valuation/analysis work achievement), iii. Technical maintenance unit/personnel at every region/branch.5.9.11 Pejabat PERKESO Kluang Even though there are some respondents that mentioned there are someimprovement should be done to the implement maintenance managementsystem at the Pejabat PERKESO Kluang. By compare to summary all
  • 148PERKESO buildings the top five (5) ranking opinion on improves maintenancemanagement and services that best to be apply. Table 5.110: Defect List at Pejabat PERKESO Kluang SD D Av A SA NA Average Rating Index Scale 1 0.00% 0.00% 50.00% 30.00% 20.00% 0.00% 3.70 Significant 2 0.00% 20.00% 20.00% 30.00% 30.00% 0.00% 3.70 Significant 3 0.00% 0.00% 20.00% 50.00% 30.00% 0.00% 4.10 Significant 4 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 5 10.00% 10.00% 0.00% 50.00% 30.00% 0.00% 3.80 Significant 6 0.00% 10.00% 10.00% 50.00% 30.00% 0.00% 4.00 Significant 7 0.00% 0.00% 10.00% 50.00% 40.00% 0.00% 4.30 Significant 8 0.00% 0.00% 10.00% 40.00% 50.00% 0.00% 4.40 Significant 9 0.00% 0.00% 10.00% 40.00% 50.00% 0.00% 4.40 Significant 10 0.00% 10.00% 20.00% 20.00% 50.00% 0.00% 4.10 Significant 11 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 12 0.00% 0.00% 20.00% 20.00% 60.00% 0.00% 4.40 Significant 13 0.00% 30.00% 10.00% 30.00% 30.00% 0.00% 3.60 Significant 14 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 15 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant(SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = StronglyAgree, NA = Not Applicable)Table 5.111: Five (5) top common problem maintenance at Pejabat PERKESO Kluang No. Your opinion on Improving Maintenance Average Rating Management & Services that best to apply by Index Scale PERKESO. 1 Work Design : Modify job content, improve work 4.40 Significant methods, restrain workers (enrich jobs) 2 Planning and Scheduling 4.40 Significant (e.g. Right material at the right place at the right time) 3 Job Safety Design (A safe work place) 4.40 Significant 4 Job Evaluation (Valuation/analysis work achievement) 4.30 Significant 5 Technical maintenance unit/personnel at every 4.20 Significant region/branch.
  • 149Table 5.112: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO KluangTop five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESObuildings. KluangWork Design : Modify job content, improve Work Design : Modify job content, improvework methods, restrain workers (enrich jobs) work methods, restrain workers (enrich jobs)Job Evaluation (Valuation/analysis work Planning and Schedulingachievement) (e.g. Right material at the right place at the right time)Job Safety Design (A safe work place) Job Safety Design (A safe work place)Planning and Scheduling Job Evaluation (Valuation/analysis work(e.g. Right material at the right place at the achievement)right time)Technical maintenance unit/personnel at Technical maintenance unit/personnel at everyevery region/branch. region/branch. Where these opinions are some similar with the opinion for the overallPERKESO buildings and opinion for the Pejabat PERKESO Kluang are: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) ii. Job Evaluation (Valuation/analysis work achievement), iii. Job Safety Design (A safe work place) and iv. Technical maintenance unit/personnel at every region/branch.5.9.12 Pejabat PERKESO Rawang Even though there are some respondents that mentioned there are someimprovement should be done to the implement maintenance managementsystem at the Pejabat PERKESO Rawang. By compare to summary allPERKESO buildings the top five (5) ranking opinion on improves maintenancemanagement and services that best to be apply.
  • 150 Table 5.113: Defect List at Pejabat PERKESO Rawang SD D Av A SA NA Average Rating Index Scale 1 0.00% 0.00% 50.00% 30.00% 20.00% 0.00% 3.70 Significant 2 0.00% 20.00% 20.00% 30.00% 30.00% 0.00% 3.70 Significant 3 0.00% 0.00% 20.00% 50.00% 30.00% 0.00% 4.10 Significant 4 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 5 10.00% 10.00% 0.00% 50.00% 30.00% 0.00% 3.80 Significant 6 0.00% 10.00% 10.00% 50.00% 30.00% 0.00% 4.00 Significant 7 0.00% 0.00% 10.00% 50.00% 40.00% 0.00% 4.30 Significant 8 0.00% 0.00% 10.00% 40.00% 50.00% 0.00% 4.40 Significant 9 0.00% 0.00% 10.00% 40.00% 50.00% 0.00% 4.40 Significant 10 0.00% 10.00% 20.00% 20.00% 50.00% 0.00% 4.10 Significant 11 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 12 0.00% 0.00% 20.00% 20.00% 60.00% 0.00% 4.40 Significant 13 0.00% 30.00% 10.00% 30.00% 30.00% 0.00% 3.60 Significant 14 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 15 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant(SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = StronglyAgree, NA = Not Applicable)Table 5.114: Five (5) top common problem maintenance at Pejabat PERKESO Rawang No. Your opinion on Improving Maintenance Average Rating Management & Services that best to apply by Index Scale PERKESO. 1 Work Design : Modify job content, improve work 4.40 Significant methods, restrain workers (enrich jobs) 2 Planning and Scheduling 4.40 Significant (e.g. Right material at the right place at the right time) 3 Job Safety Design (A safe work place) 4.40 Significant 4 Job Evaluation (Valuation/analysis work achievement) 4.30 Significant 5 Technical maintenance unit/personnel at every 4.20 Significant region/branch.
  • 151Table 5.115: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO RawangTop five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESObuildings. RawangWork Design : Modify job content, improve Work Design : Modify job content, improvework methods, restrain workers (enrich jobs) work methods, restrain workers (enrich jobs)Job Evaluation (Valuation/analysis work Planning and Schedulingachievement) (e.g. Right material at the right place at the right time)Job Safety Design (A safe work place) Job Safety Design (A safe work place)Planning and Scheduling Job Evaluation (Valuation/analysis work(e.g. Right material at the right place at the achievement)right time)Technical maintenance unit/personnel at Technical maintenance unit/personnel at everyevery region/branch. region/branch. Where these opinions are some similar with the opinion for the overallPERKESO buildings and opinion for the Pejabat PERKESO Rawang are: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) ii. Job Evaluation (Valuation/analysis work achievement), iii. Job Safety Design (A safe work place) iv. Planning and Scheduling (e.g. Right material at the right place at the right time) v. Technical maintenance unit/personnel at every region/branch.5.9.13 Pejabat PERKESO Segamat Even though there are some respondents that mentioned there are someimprovement should be done to the implement maintenance managementsystem at the Pejabat PERKESO Segamat. By compare to summary allPERKESO buildings the top five (5) ranking opinion on improves maintenancemanagement and services that best to be apply.
  • 152 Table 5.116: Defect List at Pejabat PERKESO Segamat SD D Av A SA NA Average Rating Index Scale 1 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 2 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 3 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 4 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 5 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 6 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 7 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 8 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 9 0.00% 0.00% 20.00% 80.00% 0.00% 0.00% 3.80 Significant 10 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 11 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 12 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 13 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 14 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 15 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant(SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = StronglyAgree, NA = Not Applicable)Table 5.117: Five (5) top common problem maintenance at Pejabat PERKESO Segamat No. Your opinion on Improving Maintenance Average Rating Management & Services that best to apply by Index Scale PERKESO. 1 Planning and Scheduling 3.80 Significant (e.g. Right material at the right place at the right time) 2 Job Evaluation (Valuation/analysis work achievement) 3.80 Significant 3 Methods Engineering / Work Simplification (Elimination 3.80 Significant of unnecessary task to reduce time) 4 Training ( courses about building maintenance 3.80 Significant management ) 5 Communication (Consistently, openly and with mutual 3.80 Significant trust)
  • 153Table 5.118: Comparison of the top five (5) results for all PERKESO Buildings vs top five (5) results for Pejabat PERKESO SegamatTop five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESObuildings. SegamatWork Design : Modify job content, improve Planning and Schedulingwork methods, restrain workers (enrich jobs) (e.g. Right material at the right place at the right time)Job Evaluation (Valuation/analysis work Job Evaluation (Valuation/analysis workachievement) achievement)Job Safety Design (A safe work place) Methods Engineering / Work Simplification (Elimination of unnecessary task to reduce time)Planning and Scheduling Training ( courses about building maintenance(e.g. Right material at the right place at the management )right time)Technical maintenance unit/personnel at Communication (Consistently, openly and withevery region/branch. mutual trust) Where these opinions are some similar with the opinion for the overallPERKESO buildings and opinion for the Pejabat PERKESO Segamat are: i. Job Evaluation (Valuation/analysis work achievement), ii. Planning and Scheduling (e.g. Right material at the right place at the right time)5.9.14 Pejabat PERKESO Ipoh Even though there are some respondents that mentioned there are someimprovement should be done to the implement maintenance managementsystem at the Pejabat PERKESO Ipoh. By compare to summary all PERKESObuildings the top five (5) ranking opinion on improves maintenancemanagement and services that best to be apply.
  • 154 Table 5.119: Defect List at Pejabat PERKESO Ipoh SD D Av A SA NA Average Rating Index Scale 1 0.00% 0.00% 50.00% 30.00% 20.00% 0.00% 3.70 Significant 2 0.00% 20.00% 20.00% 30.00% 30.00% 0.00% 3.70 Significant 3 0.00% 0.00% 20.00% 50.00% 30.00% 0.00% 4.10 Significant 4 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 5 10.00% 10.00% 0.00% 50.00% 30.00% 0.00% 3.80 Significant 6 0.00% 10.00% 10.00% 50.00% 30.00% 0.00% 4.00 Significant 7 0.00% 0.00% 10.00% 50.00% 40.00% 0.00% 4.30 Significant 8 0.00% 0.00% 10.00% 40.00% 50.00% 0.00% 4.40 Significant 9 0.00% 0.00% 10.00% 40.00% 50.00% 0.00% 4.40 Significant 10 0.00% 10.00% 20.00% 20.00% 50.00% 0.00% 4.10 Significant 11 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 12 0.00% 0.00% 20.00% 20.00% 60.00% 0.00% 4.40 Significant 13 0.00% 30.00% 10.00% 30.00% 30.00% 0.00% 3.60 Significant 14 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 15 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant(SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = StronglyAgree, NA = Not Applicable)Table 5.120: Five (5) top common problem maintenance at Pejabat PERKESO Ipoh No. Your opinion on Improving Maintenance Management Average Rating & Services that best to apply by PERKESO. Index Scale 1 Work Design : Modify job content, improve work 4.40 Significant methods, restrain workers (enrich jobs) 2 Planning and Scheduling 4.40 Significant (e.g. Right material at the right place at the right time) 3 Job Safety Design (A safe work place) 4.40 Significant 4 Job Evaluation (Valuation/analysis work achievement) 4.30 Significant 5 Technical maintenance unit/personnel at every 4.20 Significant region/branch.
  • 155Table 5.121: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO IpohTop five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESObuildings. IpohWork Design : Modify job content, improve Work Design : Modify job content, improvework methods, restrain workers (enrich jobs) work methods, restrain workers (enrich jobs)Job Evaluation (Valuation/analysis work Planning and Schedulingachievement) (e.g Right material at the right place at the right time)Job Safety Design (A safe work place) Job Safety Design (A safe work place)Planning and Scheduling Job Evaluation (Valuation/analysis work(e.g. Right material at the right place at the achievement)right time)Technical maintenance unit/personnel at Technical maintenance unit/personnel at everyevery region/branch. region/branch. Where these opinions are some similar with the opinion for the overallPERKESO buildings and opinion for the Pejabat PERKESO Ipoh are: i. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) ii. Job Evaluation (Valuation/analysis work achievement), iii. Job Safety Design (A safe work place) iv. Planning and Scheduling (e.g. Right material at the right place at the right time) v. Technical maintenance unit/personnel at every region/branch.5.9.15 Pejabat PERKESO Taiping Even though there are some respondents that mentioned there are someimprovement should be done to the implement maintenance managementsystem at the Pejabat PERKESO Taiping. By compare to summary allPERKESO buildings the top five (5) ranking opinion on improves maintenancemanagement and services that best to be apply.
  • 156 Table 5.122: Defect List at Pejabat PERKESO Taiping SD D Av A SA NA Average Rating Index Scale 1 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 2 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 3 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 4 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 5 0.00% 0.00% 20.00% 60.00% 20.00% 0.00% 4.00 Significant 6 0.00% 0.00% 40.00% 20.00% 40.00% 0.00% 4.00 Significant 7 0.00% 0.00% 20.00% 40.00% 40.00% 0.00% 4.20 Significant 8 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 9 0.00% 20.00% 20.00% 40.00% 20.00% 0.00% 3.60 Significant 10 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 11 0.00% 0.00% 40.00% 40.00% 20.00% 0.00% 3.80 Significant 12 0.00% 20.00% 40.00% 40.00% 0.00% 0.00% 3.20 Fair 13 0.00% 40.00% 0.00% 60.00% 0.00% 0.00% 3.20 Fair 14 0.00% 0.00% 40.00% 60.00% 0.00% 0.00% 3.60 Significant 15 0.00% 20.00% 0.00% 60.00% 20.00% 0.00% 3.80 Significant(SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = StronglyAgree, NA = Not Applicable)Table 5.123: Five (5) top common problem maintenance at Pejabat PERKESO Taiping No. Your opinion on Improving Maintenance Average Rating Management & Services that best to apply by Index Scale PERKESO. 1 Job Evaluation (Valuation/analysis work achievement) 4.20 Significant 2 Work Measurement (e.g. Time Study) 4.00 Significant 3 Methods Engineering / Work Simplification 4.00 Significant (Elimination of unnecessary task to reduce time) 4 Quality of Supervision 4.00 Significant 5 Training ( courses about building maintenance 4.00 Significant management )
  • 157Table 5.124: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO TaipingTop five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESObuildings. TaipingWork Design : Modify job content, improve Job Evaluation (Valuation/analysis workwork methods, restrain workers (enrich jobs) achievement)Job Evaluation (Valuation/analysis work Work Measurement (e.g. Time Study)achievement)Job Safety Design (A safe work place) Methods Engineering / Work Simplification (Elimination of unnecessary task to reduce time)Planning and Scheduling Quality of Supervision(e.g. Right material at the right place at theright time)Technical maintenance unit/personnel at Training ( courses about building maintenanceevery region/branch. management ) Where these opinions are some similar with the opinion for the overallPERKESO buildings and opinion for the Pejabat PERKESO Taiping is: i. Job Evaluation (Valuation/analysis work achievement),5.9.16 Pejabat PERKESO Teluk Intan Even though there are some respondents that mentioned there are someimprovement should be done to the implement maintenance managementsystem at the Pejabat PERKESO Teluk Intan. By compare to summary allPERKESO buildings the top five (5) ranking opinion on improves maintenancemanagement and services that best to be apply.
  • 158 Table 5.125: Defect List at Pejabat PERKESO Teluk Intan SD D Av A SA NA Average Rating Index Scale 1 0.00% 0.00% 28.57% 28.57% 42.86% 0.00% 4.14 Significant 2 0.00% 0.00% 14.29% 57.14% 28.57% 0.00% 4.14 Significant 3 0.00% 0.00% 14.29% 57.14% 28.57% 0.00% 4.14 Significant 4 0.00% 0.00% 14.29% 42.86% 42.86% 0.00% 4.29 Significant 5 0.00% 0.00% 14.29% 57.14% 28.57% 0.00% 4.14 Significant 6 0.00% 0.00% 28.57% 42.86% 28.57% 0.00% 4.00 Significant 7 0.00% 0.00% 14.29% 42.86% 42.86% 0.00% 4.29 Significant 8 0.00% 0.00% 28.57% 42.86% 28.57% 0.00% 4.00 Significant 9 0.00% 0.00% 14.29% 42.86% 42.86% 0.00% 4.29 Significant 10 0.00% 0.00% 28.57% 28.57% 42.86% 0.00% 4.14 Significant 11 0.00% 0.00% 28.57% 42.86% 28.57% 0.00% 4.00 Significant 12 0.00% 0.00% 28.57% 28.57% 42.86% 0.00% 4.14 Significant 13 0.00% 57.14% 14.29% 0.00% 28.57% 0.00% 3.00 Fair 14 0.00% 0.00% 14.29% 0.00% 85.71% 0.00% 4.71 Most Significant 15 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 5.00 Most Significant(SD = Strongly Disagree, D = Disagree, Av = Average, A = Agree, SA = StronglyAgree, NA = Not Applicable)Table 5.126: Five (5) top common problem maintenance at Pejabat PERKESO Teluk Intan No. Your opinion on Improving Maintenance Average Rating Management & Services that best to apply by Index Scale PERKESO. 1 Technical maintenance unit/personnel at every 5.00 Most region/branch. Significant 2 Decentralization of power arrangement / method of 4.71 Most separate management (Branch Arrangement) Significant 3 Planning and Scheduling 4.29 Significant (e.g. Right material at the right place at the right time) 4 Job Evaluation (Valuation/analysis work achievement) 4.29 Significant 5 Quality of Supervision 4.29 Significant
  • 159Table 5.127: Comparison of the top five (5) results for all PERKESO Buildings vs. top five (5) results for Pejabat PERKESO Teluk IntanTop five (5) opinions for all PERKESO Top five (5) opinions for Pejabat PERKESObuildings. Teluk IntanWork Design : Modify job content, improve Technical maintenance unit/personnel at everywork methods, restrain workers (enrich jobs) region/branch.Job Evaluation (Valuation/analysis work Decentralization of power arrangement /achievement) method of separate management (Branch Arrangement)Job Safety Design (A safe work place) Planning and Scheduling (e.g Right material at the right place at the right time)Planning and Scheduling Job Evaluation (Valuation/analysis work(e.g Right material at the right place at the achievement)right time)Technical maintenance unit/personnel at Quality of Supervisionevery region/branch. Where these opinions are some similar with the opinion for the overallPERKESO buildings and opinion for the Pejabat PERKESO Teluk Intan are: i. Job Evaluation (Valuation/analysis work achievement), ii. Planning and Scheduling (e.g Right material at the right place at the right time)5.10 Analysis and Discussion Based on the fact found from the interview, questionnaires, and fieldobservation, the maintenance system in PERKESO still can be more optimize toachieve a maximum result.
  • 1605.10.1 Weakness of the existing maintenance management and services. There are a few weaknesses found in the existing PERKESOmaintenance management and services. i. The fragmented management cultural. ii. Structural organization of the Property Unit. iii. Planning the Preventive Maintenance and Corrective maintenance. iv. Control and Monitoring. v. Emergency work. vi. Shop lots PERKESO Building don’t have preventive maintenance. vii. Planning in development. viii. Keeping record. ix. Training and staff knowledge. Those weaknesses can do the corrective action, and get solution to getthe optimal result and possible to be implement. This research to propose thesuitable maintenance management system to all PERKESO buildings.5.10.2 The fragmented management cultural. There are four (4) major fragmented management in the different department involves: i. Development Team and Maintenance Team The boundary created all the development process example in feasibility studies stage, design stage of any new facility or buildings the maintenance team is not involve. No sharing information either in design stage or maintenance stage. Some of the valuable information the purpose of maintenance aspect not transfers to the design stage. Example: Every level of the building must have the stop vale. If any pipe in the level has leakage, only that level will be off temporarily
  • 161 supply. Sometime parking lot not cover with floor hardener, the chemical spill to the structure can make reaction weaken the concrete properties and corrode the reinforcement. The raiser located in the design not practically for future extension. ii. Administration Department and Maintenance Team Administration department make decision to buy the rent previous shop lot office. The maintenance team is not invited or involve to the feasibility study while process investigation and valuation the facility or building. The maintenance team on involve after the building had been buy by PERKESO. The maintenance team only involve after the building bought. iii. Human Resource Department and Maintenance Team Human resource department not share the information the growth of the staffing. After employ the new staffs then the maintenance team contact and acknowledge to make decision how to arrange or renovate the existing office to fulfill the nowadays office operational need. iv. PERKESO and Consultants/Contractor Existing all in choose and appoint any consultant/contractor by open tendering process. The cultural make the price low and low margin to the industry parties involve. It makes the all the parties involved not share the same objective. Client, consultant and the contractor totally have own objective and the relationship only for one product base. No sharing the information widely in the weakness and the strength all parties involve.5.10.2.1 The solution for the fragmented management. The maintenance team involve from beginning either to buy newfacilities or development new building. The maintenance team is acknowledgethe planning of the growth of the human resource in staffing to be parallel withthe renovation work and fulfills the requirement. Other concept of teamwork
  • 162like partnering, PERKESO have to do future research on other option ofagreement can create good teamwork and sharing information.5.10.3 Structural and OrganizationExisting structural organization is small team to compare to the work load andresponsibility in maintenance management and services in PERKESO. EXISTING ORGANISATION CHART PENGURUS KANAN UNIT HARTA (G26) PEMBANGUNAN OPERASI & OPERASI & OPERASI & OPERASI & PEMBANGUNAN SELENGGARAAN SELENGGARAAN SELENGGARAAN PENGURUSAN SELENGGARAAN PEMBANGUNAN C&S M&E KONTRAK PEGAWAI PENOLONG PENGURUS PEGAWAI EKSEKUTIF M&E PEGAWAI EKSEKUTIF PENGURUS UNIT PENGURUS UNIT PENGURUS UNIT UNIT EKSEKUTIF I.D KONTRAK (G19) (G25) (G25) (G25) (G21) (G19) (G19) KERANI (G12) KERANI (G12) JURUTAIP (G9) Figure 5.1 Existing Organization Chat Property Unit (produce fromgain information by interview with Manager Property Unit PERKESO)
  • 163 PROPOSAL ORGANISATION CHART PENGURUS BESAR CAWANGAN PELABURAN & HARTA (G28) PENGURUS KANAN UNIT HARTA (G28) PEMBANGUNAN PEMASARAN & PENGURUSAN OPERASI & HARTANAH PENGURUSAN KONTRAK SELENGGARAAN PENGURUS UNIT PENYEWA PENGURUS UNIT PENGURUS UNIT PENGURUS UNIT (G25) (G25) (G25) PENOLON PENGUR PEGAWAI PENOLONG PENGURUS PEGAWAI PEGAWAI PENOLONG PENOLONG PENGURUS PEGAWAI PENGURUS PENGURUS G US EKSEKUTI (G24) EKSEKUTIF EKSEKUTIF PENGURUS PENGURUS (G24) EKSEKUTIF (G24) (G24) PENGURU (G24) F PENGURUS (G19) (G19) (G21) (G21) Pejabat (G19) Sabah Sarawak S (G19) (G21) (G21) Semenanjung Semenanjung Negeri Pejabat Negeri (Timur) (Barat) KERANI KERANI KERANI KERANI KERANI (G12) (G12) (G12) (G12) (G12) JURUTAIP PEMBANTU AM (G9) RENDAH (G8)Figure 5.2 Proposal new organization chart for Property UnitImprovement by propose new organization chart for the Property unit. With thework load consider of existing work load of the Property Unit. DevelopmentProject (Constructions of new PERKESO stand alone building). The projectdevelopment in progress of construction: i. PERKESO building Kota Bharu, ii. PERKESO building Kuantan, iii. PERKESO building Petaling Jaya, iv. PERKESO building Johor Bharu, v. PERKESO building Wilayah Persekutuan Kuala Lumpur, vi. PERKESO building Pulau Pinang and vii. PERKESO building Alor Setar.The project in future 2007 launch and start: i. PERKESO building at Seremban. ii. PERKESO building at Terengganu.To handle the maintenance management and services for all PERKESObuildings include Sabah and Sarawak. Totally all those PERKESO building inMalaysia are thirty four (34) buildings.
  • 1645.10.3.1 Control and Monitor System PERKESO still don have the standard operational procedure (SOP),PERKESO need the procedure on control and monitor the maintenancemanagement and services. Standard operating procedure is not a technicalguideline but rather more to the administration guideline or steps should befollowed before, after, and the time of maintenance work performs. Asmentioned before there are two types of maintenance in PERKESO, preventivemaintenance and corrective maintenance. Therefore it would need two SOPalso as a guidance and control mechanism of maintenance work. To implementmust have manpower to support the proposal new organization suitable to thepurpose and work load. It will make all the work in maintenance managementwill handle by the technical background.5.10.3.2 Proposal Improvement To Corrective Maintenance and Preventive Maintenance Procedure Corrective Maintenance Preventive Maintenance User Request Annual Program - Telephone Update Field Inspection -PERKESO Staff Annual Inspection NO -Property Unit PERKESO Staff Property Unit PERKESO Return with explanation Staff Budget Setup ? ? -Annual Necessary DLP Contracto -Contingency YES YES Tendering Process NO NO YES Repair in Contractor Selection Budget Process the preventive Monthly Program Weekly Program Daily Program YES Update Tendering Process Execute Work Data Base
  • 165 Figure 5.3 Flow process existing for preventive maintenance and corrective maintenance (information by interview with Manager Property Unit PERKESO)The existing corrective maintenance is by yearly budgeted. There no budget foremergency work. If there the emergency works occur and the solution is to usethe other budget of that office budget. Example Pejabat Rawang have approvedbudget to renovation RM 80,000.00 suddenly the domestic tank leakage thanneed the emergency work urgently. The emergency have to use the approverenovation budget. That mean to squeeze approved the budget to do completetwo (2) different works at same time. If the budget not enough to do therenovation at the same time then the renovation works have to forward to thenext year budget. Corrective Maintenance Preventive Maintenance User Request Annual Program - Telephone Update Field Inspection -PERKESO Staff Annual Inspection NO Return with -Property Unit PERKESO Staff Property Unit PERKESO Staff explanation Budget Setup ? ? -Annual Necessary DLP Contracto -Contingency YES YES Tendering Process NO NO YES YES Repair in Priority Contractor Selection ? the preventive NO Monthly Program Budget Process Tendering Process Weekly Program NO Daily Program YES Emergency Level? Use Contingencies Update Budget Execute Work Data Base Figure 5.4 Proposal new process flow in corrective maintenanceFor the proposal to make improvement to the corrective maintenance by createthe red procedure add to the existing procedure. It purpose to create budget tobe allocate to every buildings must have the emergency budget. Theseemergency budgets to use for work are which is unforeseen and need urgent
  • 166action. This emergency work and the allocate budget is call as contingencybudget. These contingency budgets just can be use with check and verify by thePERKESO technical team. Propose allocation for the contingency budget RM20,000.00 for every shop lot buildings and RM 30,000.00 for the stand alonebuildings.5.10.3.3 Preventive Maintenance In PERKESO Preventive maintenance are implement, the preventive maintenance also are divide to two (2) different types of buildings. i. Stand alone building ii. Shop lot building. Maintenance and services for “stand alone” PERKESO building is total preventive maintenance package. The total preventive maintenance scope included of: i. Specification for Mechanical and Electrical. ii. Specification of Civil and Structure. iii. Specification of cleaning. iv. Specification of pest control. v. Specification of security services. Maintenance and services for the “shop lot” PERKESO building scope maintenance and services only cover the scope cleaning work, M&E preventive maintenance and Pest Control. Buildings shop lot doesn’t have the full scope of preventive cause building not proper maintain. Only when detect any defect or problem then proceed with corrective action. Sometime the problems until bad condition take the corrective action cause a large amount of expenses. Propose that all PERKESO buildings must have the preventive maintenance and corrective maintenance.
  • 1675.10.4 Relation Building and Maintenance TeamTo make maintenance team can handle the building with proper and efficientaction. There are several factor need to highlight; i. Need to develop update all inventory. ii. Monthly report to the preventive maintenance and corrective maintenance. iii. The maintenance team has to involve in any building stage from beginning. iv. Keeping record on all document for the past of the history and the exist of progress documentation. Example handover documentation, shop drawing , as built drawing and etc.5.10.5 Relation Maintenance Team and End User CustomerTo make maintenance team can handle the client complaint with proper andefficient action. There are several factor need to highlight; i. Need to proper record and handle all client complaint meant end user customer. ii. Proper follow up the progress and the action to the client complaint and must be done and close. iii. Time to take action on the client complaint. The time to complete corrective action the client complaint take account start from complaint received to be take account as performance indicator.5.10.6 Relation Maintenance Team and Other Department
  • 168To make maintenance team fulfill all need of the maintenance management andservices with proper and efficient action. There are several factor need tohighlight; i. Maintenance team have to involve any department involve the operational of the office need additional floor area, upgrading the utilities and etc. Especially from the development team which conduct and handle the construction of the new project. ii. Maintenance team has to close working with Administration Department in planning and valuation to buy or upgrade any facility or asset. iii. Maintenance team have to close work with any local authority involve in building law and regulation. Example “Jabatan bomba” for yearly checking.5.10.7 Training and skillPERKESO have to develop their employer with give them training andknowledge to support PERKESO organization. With the knowledge and skillhelp the organization more effective. Training not only for the maintenancemanagement personnel attach but also to the end user like fire fighting trainingand how to survive while fire in the office.
  • CHAPTER VI CONCLUSION AND RECOMMENDATION6.1 Introduction This is the last chapter of the project that will conclude the data and analysisat the chapter 4 and chapter 5 that being referred to the objectives at the study. Therecommendation of further maintenance effectiveness and development also includedto improve the maintenance management and services at PERKESO, especially forthe building in peninsular of Malaysia.6.2 ConclusionAll of the objectives of this study have been achieved through several researchmethodologies which include literature review, interview, and questionnaires. Thedata had been collected from The Maintenance Contractor, The Manager ofPERKESO Treasury Department, The Manager of PERKESO Property Unit, TheManager of PERKESO Administration Department, The Managers of Branch Officeand end user customer for maintenance management and services.
  • 1706.2.1 PERKESO Maintenance Management and Services From the study of maintenance management in PERKESO, it was knownthere are two types of maintenance system presently implemented for the overallassets of PERKESO, which is preventive and corrective maintenance. These twotypes of maintenance management were implemented through procedure (pleaserefer to chapter 4, figure 4.2 and figure 4.3) in order to increase the maintenanceeffectiveness. There are proposal to improve the existing maintenance managementin procedure of corrective maintenance and the structure organization PropertyUnit.(please refer chapter 5, figure 5.3 and figure 5.4)From the interview with the maintenance unit, there are some important points thatneed to be taken into consideration. All the defect major Five (5) major categoriescauses of defect are human activity or action, mechanical false, electronic false,environment/climate and wear & tear. (Please refer to chapter 5).6.3 What are the common problems in maintenance management andservices? The questionnaires analysis and interview with the college staff shown that atthe hostels, which considered as a new building, there are defects that affect thecomfortable of the tenants. There are six defects that mostly occurred at the building,such as waterproofing leakage, sanitary Fitting, plumbing system, lift services,plumbing system, internal fixture defect, electric defects, fire alarm system, andleakage roof. It similar to the result from the questionnaire responds in this researchto the interview done in two stages is before produce the questionnaire and after theanalyze data from questionnaire received.
  • 171 The cause of the defects is varies, but can be categorized into five mainreasons, as follow. 1. wear and tear 2. vandalism and misuse 3. poor material quality 4. poor workmanship 5. faulty design6.4 Satisfaction level with Maintenance Management And Services The responds of the questionnaires showed the overall end user customersatisfaction of the maintenance service is fair, whether there are small percentages ofthe tenants that unhappy with overall landscape services, timely response toemergencies works, overall preventive maintenance planning & implementation andoverall planning & implementation of the renovation works/upgrading works.6.5 Respondents opinion on improve maintenance management andservices that best be apply to PERKESO The responds of the questionnaires showed the overall end user customeropinion to make improvement to the existing maintenance management and serviceare significant. , high percentage on to make improvement to the work design:modify job content, improve work methods, restrain workers (enrich jobs), jobevaluation (valuation/analysis work achievement), job safety design (a safe workplace), planning and scheduling and technical maintenance unit/personnel at everyregion/branch. .
  • 1726.6 Recommendation Through this research, it is found that maintenance management playing theimportant role for maintaining and keeping the assets in a good condition.Performance of the building and the facilities provided has a direct influence to theend user customer satisfaction. In term of PERKESO building is a commercialbuilding which occupy for government office, bank, and other local authority office.The commercial building is important to maintain the entire mechanical & electricalitem. To make sure the office operation not be interrupt or corrupt. The end user customer satisfaction is one of the measurement values of themaintenance service given. Thereby some recommendation proposes to themaintenance management system and concern the end user customer satisfaction inorder to increase the maintenance effectiveness especially for PERKESO building inPeninsular of Malaysia. Some of the recommendations are: i. Reduce the fragmented management system. To reduce the fragmented management in the maintenance management and services by create the calobrative team work with any parties involve. Which need a cross functional team work. The maintenance team involve from beginning either to buy new facilities or development new building. The maintenance team is acknowledge the planning of the growth of the human resource in staffing to be parallel with the renovation work and fulfills the requirement. Other concept of teamwork like partnering, PERKESO have to do future research on other option of agreement can create good teamwork and sharing information.
  • 173ii. Improvement by propose new organization chart for the Property unit. With the work load consider of existing work load of the Property Unit need to expend the team and employ staff to fulfill the requirement.iii. Control and Monitor System. PERKESO still don have the standard operational procedure (SOP), PERKESO need the procedure on control and monitor the maintenance management and services.iv. Emergency work and Emergency budget. It purpose to create budget to be allocate to every buildings must have the emergency budget. These emergency budgets to use for work are which is unforeseen and need urgent action. This emergency work and the allocate budget is call as contingency budget.v. Keeping record. PERKESO need to develop a good and practical system to control and keep the entire valuable document according to the purpose of maintenance management and services. Separate the document from the other administrative filing system and existing keeping record. Inclusive to update all the inventory and any document are important need to feed the maintenance management.vi. Preventive Maintenance. In PERKESO Preventive maintenance are implement, the preventive maintenance also are divide to two (2) different types of buildings. “Stand alone” PERKESO building is total preventive maintenance package. But for the “shop lot” PERKESO building scope maintenance and services only cover the scope cleaning work, M&E preventive maintenance and Pest Control. Buildings shop lot doesn’t have the full scope of preventive cause building not
  • 174 proper maintain. Only when detect any defect or problem then proceed with corrective action. Sometime the problems until bad condition take the corrective action cause a large amount of expenses.vii. Standard Operational Procedure. Property unit don’t have the standard operating procedure. As mentioned before there are two types of maintenance in PERKESO, preventive maintenance and corrective maintenance. Therefore it would need two SOP also as a guidance and control mechanism of maintenance work. Other site it called as Quality Assurance and Quality Control (QAQC).
  • REFERENCESAbdul Majid M., Z and McCaffer R (1997). Assessment of Work Performance of Maintenance Contractors in Saudi Arabia. Journal of Management in Engineering. ASCE. September/October.Alan Spedding. ed. (1987). Building Maintenance Economics and Management. London: E. &F. N. Spon Ltd.Assaf, S, Al-Hammad and A., M., Al-Shihah, M (1996). Effect of Faulty Design and Construction on Building Maintenance. Journal of Performance of Construction Facilities, November, pp. 171 – 174.British Standard Guide to Building Maintenance Management: BS 8210: 1986, British Standard Institution.Brown, D. W (1996). Facility Maintenance: the manager’s practical guide and handbook. American Management Association.Chanter, B and Swallow, P (1996). Building Maintenance Management. UK: Blackwell Science Ltd, Oxford.Graham, H (1987). Financial Control of Building Maintenance. Maintenance Information service.Harlow, P (1984). Managing Building Maintenance. The Chartered Institute of Building.Joseph F. Healey (2002). A Tool for Social Research. 6th edition. Wadsworth Group.Marsh, N. G (1979). The Effect of Design on Maintenance. London: Applied Science Publisher Ltd.Lohr S., L (1999). Sampling: Design and Analysis. Duxbury PressMiles, D., and Syagga, P (1987). Building Maintenance: a management manual. Intermediate Technology Publications Ltd.Milne, R. D (1985). Building Estate Maintenance Administration. London: E. & F. N. Spon.
  • 176Lee, Reginald (1987). Building Maintenance Management. London: William Collins Sons & Co. Ltd.Palaneeswaran E. and Kumaraswamy M., M (2003). Knowledge Mining of Information Source for Research in Construction Management. Journal of Construction Engineering and Management. ASCE. March/April 2003, pp. 182 – 191.Paul Wordsworth (2001). Lee’s Building Maintenance Management. 4th edition. Blackwell Science.P.S. Brandon (1987). Life Cycle Appraisal – Further Consideration. Proceeding of the 1996 Transaction of the R & D Conference on the Management and Economics of Maintenance of Built Asset, Bristol Polytechnic, London.Quah, Lee Kiang (1987). Building Maintenance & Modernization Worldwide. Volume One. Longman.Russell, J (2000). Model Process for Implementing Design for Maintainability. Notes from an ASHRAE seminar on maintainability of HVAC systems.V Sahai (1987). Management of Built Assets – Value for Money. Proceeding of the 1987 Transaction of the R & D Conference on the Management and Economics of Maintenance of Built Asset, Bristol Polytechnic, London.Wood, B (2003). Building Care. UK: Blackwell Science Ltd, Oxford.Shah, Z. M (2000). The Incorporation of Maintenance Requirements and Planning at The Design and Construction Stages – A case Study. Universiti Teknologi Malaysia: Master Project
  • 177RESEARCE QUESTIONARIES MAINTENANCE MANAGEMENT AND SERVISES Case Study : PERKESO Building’s in Peninsular of Malaysia PENGURUSAN PENYELENGGARAAN DAN PERKHIDMATAN Kes Kajian : Bangunan PERKESO Di Semenanjung MalaysiaThis questionnaire is set up to identify the effectiveness of current practice of maintenance management and services, tofind out the tenant satisfaction about the current practice maintenance management and services, to get the tenantopinion on to improve maintenance and services and all the data receive from these questionnaire will be analyze toproduce a proposal / improvement for maintenance and services.Your participation in the survey is voluntary and your answers will be kept strictly confidential.Kajiselidik ini bertujuan untuk mengetahui keberkesanan pengurusan penyelenggaraan dan perkhidmatan yang sedangdi amalkan, bagi mendapat gambaran tahap kepuasan anda pada Pengurusan Peyelenggaraan dan Perkhidmatan yangdi amalkan, untuk mendapatkan pendapat anda dalam usaha meningkatkan Pengurusan Peyelenggaraan danPerkhidmatan dan dimana seluruh data dari kajiselidik ini akan di analisa bagi membuat cadangan / bagimempertingkatkan Pengurusan Penyelenggaran dan Perkhidmatan.Kerjasama pihak tuan pada kajiselidik ini adalah tiada paksaan, secara sukarela dan sebarang jawaban/data darikajiselidik adalah dianggap sulit.There are four parts in this questionnaire :Part I : Demographic InformationPart II : What are the common problem in maintenance and services?Part III : Please kindly indicate your satisfaction level with Maintenance Management & Services.Part IV : Your opinion on Improving Maintenance Management & Services that best be applied PERKESO. Please Mail Or Fax The Answered Questionnaire To : Professor Madya Aziruddin Bin Resang (Research Supervisor, Faculty of Civil Engineering, University Technology Malaysia) Ahmad Riza Bin Hashim (Research Student) No. 15, Lorong 2 Jalan SP 5, Taman Seri Pandan, 75250 Melaka. If you have any questions, please contact us at Tel : 019-6832930 Email : riza.hashim@perkeso.gov.my Sekiranya ada sebarang pertanyaan, Sila hubungi saya di: No. Telefon : 03 – 42645201 No. Telefon Bimbit : 019-6832930 Email : riza.hashim@perkeso.gov.my
  • 178Building Name & :Address(Nama Bangunan &Alamat)Date (Tarikh) : ( )/( ) / 2006Instructions: Please answer the following questions as accurately as possible.Arahan: Sila pilih jawaban yang tepat dan betul pada soalan yang berikut.Q1 : Demographic InformationNo. QUESTION Please tick ( ) your answer SOALAN Sila tandakan ( ) pada jawapan anda 1. Gender Male/Lelaki Female/ Wanita Jantina 2. Age ( in years) 12 - 18 19 - 25 Umur 26 - 32 33 - 38 39 and Above 3. Ethnicity/Race Malay Chinese Etenik/Bangsa India Others (Please specify: ………..) 4. Marital Status (please check one) Single Married with children Status Perkawinan Married Divorced with children Divorced 5. What is your employment status? Full–time Self employed employed Apakah status taraf pekerjaan? Part-time Not employed employed 6. If employed, what is your income RM 1000 – RM RM 2001 – RM 3000 level? 2000 Sekira telah bekerja, apakah tahap RM 3001 – RM RM 4001 or above pendapatan? 4000 7. How long have been using Bawah 1 1 – 2 tahun 3 – 4 tahun PERKESO facilities? tahun Berapa lamakah telah 5 – 6 tahun 7 – 8 tahun Lebih dari 8 tahun mengunakan fasiliti PERKESO? 8. Following background most Architect Construction Company accurately describes your /Engineering Firm organization Latarbelakang yang Multi-Disciplinary Maintenance Company mengambarkan organisasi tempat Practice kerja anda Government Others (please Specify) Sector / Semi …………………………… Government Sector
  • 179 9. Please kindly indicate your Ketua Sektor / Ketua Bahagian / Ketua Cawangan/ Ketua designation level. Unit / Pengarah /T.Pengarah/Pegurus Pejabat Tempatan. Sila nyatakan kedudukan Pengurus / Penolong Pengurus / Pegawai Tadbir / Pegawai perjawatan anda. Eksekutif Kakitangan Bukan Eksekutif Others (please Specify) …………………………….10. Your job description? Pengurusan / Pentadbiran(Management/Administration ) Apakah bidang jawtan anda? Sumber Manusia (Human Resource) Perundangan (Law) Akaun/Kewangan (Account/Financial) Others (please Specify) ……………………………Q2 : What are the common problems in maintenance management and services?Masalah yang kebiasaan pada pengurusan penyelenggaraan dan perkhidmatan?Rating (Perkadaran) : 1 2 3 4 5 NA Most Frequent Frequent Fair Less Frequent Least Frequent Not Applicable (Amat Kerap) (Kerap) (Sederhana) (Kurang (Amat Kurang (Tidak Kerap) Kerap) Berkaitan) Please tick ( ) your answer No. QUESTION Sila tandakan ( ) pada jawapan anda SOALAN 1 2 3 4 5 NA 1. Structure (i.e. crack, shrinkage, etc) Struktur (contoh keretakan, perkembangan dan lain- lain) 2. Lift (i.e. stuck) Lif (contoh tidak berfungsi) 3. Waterproofing leakage Ketirisan, kebocoran kalis air 4. External wall (i.e. cracked brickwork, flaking, blistering) Dinding Luar (contoh keretakan dinding batu bata 5. Internal wall (i.e. plaster loose, discolored, blistered decoration, etc) Dinding Dalam (contoh plaster lompong, warna pudar, 6. Roof (i.e. leaking, blocked rainwater pipes, Sagging, etc) Bumbung (contoh bocor, paip air hujan tersumbat, melengkung, dll) 7. Internal fixture(i.e. timber decay, faulty door & window operation, broken door handle, etc) Kelengkapan dalaman (kayu reput, pintu & tingkap tidak dapat dittutup, tombol pintu rosak,dll)
  • 180 8. Fire alarm system (false ringing, etc) Sistem penggera kebakaran (rosak, tidak berfungsi, dll) 9. Electric installation (i.e. lamp, plug, switch, Electrical short, etc) Pemasangan Elektrik (contoh lintar pintas, salah pemasangan, dll) 10. Plumbing system (i.e. leaks at joint, mall function ball valves, etc) Sistem pepaipan (contoh kebocoran pada sambungan,injap bebola tidak berfungsi dll) 11. Drainage system (i.e. blocked drains) Sistem perparitan dan saliran (contoh peparitan tersumbat dll) 12. Water quality Kualiti air (contoh berkelodak, berkarat, beralga dll) 13. Sanitary fitting (i.e. blocked closet, blocked waste pipe, leaking tap, etc) Peralatan Sanitari (contoh urinal tersumbat, paip kumbahan tersumbah, kepala paip rosak dll) 14. Waste disposal. Pelupusan sampah (contoh sampah lambat dilupuskan, berbau, dll) 15. Cleanliness of the building. Kebersihan persekitaran bangunan.Q3: Please kindly indicate your satisfaction level with Maintenance Management & Servicesconcerning the items below.Sila nyatakan tahap kepuasan anda dengan Pengurusan Peyelenggaraan & Perkhidmatan berkenaanperkara-perkara berikut.Rating (Perkadaran) : 1 2 3 4 5 NAVery Dissatisfied Dissatisfied Average Satisfied Very Satisfied Not Applicable (Amat Tidak (Tidak (Sederhana) (Memuaskan) (Sangat (Tidak Berkaitan) Memuaskan) Memuaskan) Memuaskan) Please tick ( ) your answer No. Question (Soalan) Sila tandakan ( ) pada jawapan anda 1 2 3 4 5 NA 1. Overall Preventive Maintenance planning and implementation. Perancangan dan Implimentasi Penyelenggaraan Bangunan berjadual secara keseluruhan.
  • 1812. Response to corrective maintenance and reimbursable work. Tindakan untuk kerja-kerja pembaikan dan kerja- kerja tambahan.3. Overall Mechanical and Electric System. Sistem Mekanikal & Elektrikal secara keseluruhan.4. Overall Planning and Implementation of the Renovation Works and Upgrading works. Perancangan dan Implimentasi kerja-kerja Pengubahsuai dan Menaiktaraf.5. Overall system ventilation & inlet air. Sistem Pengudaraan Masuk dan Keluar secara keseluruhan.6. Overall Cleaning services. Perkhidmatan kebersihan dan pencucian secara keseluruhan.7. Overall Security services. Perkhidmatan kawalan keselamatan secara keseluruhan.8. Overall Landscape services. Perkhidmatan senitaman secara keseluruhan.9. Timely response to emergencies works. Tindakan segera ketika waktu kecemasan.10. Overall Water Quality Supply and maintenance water tank. Kualiti Bekalan bekalan air bersih dan penyelenggaraan tank air.11. Overall Waste Disposal Management. Pengurusan Bahan Buangan secara keseluruhan.12. Overall Controlling Environmental Pollution. Kawalan Alam Sekitar secara keseluruhan.13. Overall fire fighting equipment and system. Peralatan dan sistem rintangan api secara keseluruhan.14. Qualification and capacity of our technical staff. Pengetahuan dan kebolehan kakitangan teknikal penyelenggaraan.15. Technical staff attendance and discipline. Kehadiran dan disiplin kakitangan teknikal dalam menjalankan tugas.16. Overall pest control. Kawalan haiwan perosakdan serangga perosak secara keseluruhan.
  • 182Q4 : Your opinion on Improving Maintenance Management & Services that best be applied byPERKESO.Sila nyataan pendapat anda dalam memperbaiki Pengurusan Peyelenggaraan & Perkhidmatan diPERKESO.Rating (Perkadaran) : 1 2 3 4 5 NAStrongly Disagree Disagree Average Agree Strongly Agree Not Applicable (Amat Tidak (Tidak (Sederhana) (Setuju) (Amat (Tidak Bersetuju) Bersetuju) Bersetuju) Berkaitan) Please tick ( ) your answer No. Question (Soalan) Sila tandakan ( ) pada jawapan anda 1 2 3 4 5 NA 1. Management By Objectives (e.g. superior and subordinate jointly identify and define goals-monitor progress) Pengurusan berteras objektif ( e.g pihak atasan dan bawahan bersama-sama mencari dan menentukan arah dan pencapaian) 2. Communication (Consistently, openly and with mutual trust) Komunukasi ( Berterusan, terbuka dan kepercayaan) 3. Training ( courses about building maintenance management ) Latihan( Kursus berkaitan dengan pengurusan penyelengaraan bangunan ) 4. Quality of Supervision Pemantauan dari segi kualiti 5. Methods Engineering / Work Simplification (Elimination of unnecessary task to reduce time) Method Kejuruteraan / Memudahkan proses kerja ( Membuang mana-mana aturcara kerja untuk mengurangkan masa) 6. Work Measurement (e.g. Time Study) Pengukuran kerja ( cth. Kajian terhadap masa) 7. Job Evaluation (Valuation/analysis work achievement) Penilaian Kerja ( Penilaian/Penganalisaan Pestasi Kerja) 8. Job Safety Design (A safe work place) Rekabentuk Keselamatan Bekerja ( Keselamatan Di Tempat Kerja) 9. Planning and Scheduling (e.g Right material at the right place at the right time) Perjadualan dan Perancangan (contoh: Bahan Binaan Yang Betul Pada Waktu Betul Dan Tempat Yang Betul)
  • 18310. Management: Better coordination and budgeting, more inspiring leadership (motivate). Pengurusan : Koordinasi yang baik dan Peruntukan/Belanjawan yang berkesan, pemimpin yang berinspirasi dan bermotivasi.11. Processes : Improve scheduling and material flow, more accurate – faster data flow (computerize) Proses : Memperbaiki jadual dan agihan bahan, lebih jitu – pengagihan data yang cepat danberkesan (berkomputer).12. Work Design : Modify job content, improve work methods, restrain workers (enrich jobs) Rekabentuk Kerja : Pengubahsuaian skop kerja, memperbaiki method kerja, menjana kekuatan sumber manusia ( pelbagaian tangungjawab)13. Centralization of power arrangement / method of central management (Head Quarters Arrangement) Pemusatan pengurusan / method pengurusan setempat( Pengurusan Ibu Pejabat)14. Decentralization of power arrangement / method of separate management (Branch Arrangement) Pengurusan tidak berpusat / method pengurusan agihan ( Pengurusan Cawangan)15 Technical maintenance unit/personnel at every region/branch. Unit Penyelenggaraan Teknikal/wakil berada pada zon/cawangan.We thank you for your cooperation in completing this questionnaire. We are confident that the informationyou provided will greatly assist us in our research. Please return the completed questionnaire in the self- addressed and post-paid envelope. Once again thanks you for your support!