4.7 P 1

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Understanding Maintenance
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• What is maintenance?
• Work done to keep an existing building in, or
  restore it to, a condition where it can perform
  its intended function.

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Maintenance -a neglected art

• Maintenance function has tended to be an
  under-rated activity -unsung and unappreciated,
  disregarded until some failure occurs.
• To engineers, it lacks the attraction and glamour
  of new construction, which is esteemed as
  exciting and innovative with visible results
  there is little apparent appeal in a task which
  is seen as a tedious struggle against
  deterioration and decay, achieving no more than
  the perpetuation of what already exists.
• In reality, maintenance involves technical and
  managerial skills as great and as varied as those
  required for any other civil engineering activity
  and can be more challenging, demanding and
  fulfilling than most

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The Management of Maintenance

• Maintenance management has been authoritatively
  defined as 'the organization of maintenance
  within an agreed policy
• Maintenance Engineer must ensure that such a
  policy has been defined and must organize his
  activities so that he can work effectively within
  its constraints.
• Planned Maintenance - work undertaken in
  accordance with a soundly based system of
  priorities, each operation properly planned and
  organized in advance, with the necessary labour,
  plant and materials assembled ready for use when
  required.
• Preventive (to forestall significant damage)
• Corrective (to remedy established defects).

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• Preventive Action
• Comprises the routine removal of features which
  could initiate trouble, and the rectification of
  incipient defects before they cause real harm.
• Corrective Action
• Comprises the work needed to restore en the
  integrity of a damaged or deteriorated of
  structure and includes the repair or replacement
  of defective elements.

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Maintenance Action plan
Inspection
Evaluation
Diagnosis
Formulation of Repair Strategy
Implementation
Maintenance Audit and Feedback
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• Inspection
•  
• Compile a dossier of everything that is known
  about the structure. 
• Examine regularly and thoroughly, to a strictly
  disciplined routine.
• Investigate any significant deterioration
  monitor signs of distress, sample and test.

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• Evaluation
•  
• 4. Analyse the results of these investigations,
  in combination with the history from (1) and the
  record of progressive deterioration from (2).
• Diagnosis
•  
• 5. Identify the cause of the deterioration and
  assess the urgency for preventive or corrective
  action in order to meet currently required
  standards of performance. This may involve the
  assessment of the residual capacity of the
  structure and the implications of deferring
  action

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• Formulation of Repair Strategy
•  
• 7. Consider the various possible options in the
  light of defined maintenance policy and
  available resources. Decide upon what to do, and
  when and by whom it is to be done, with regard
  to technical, economic and operational criteria
  and constraints. Ensure that the remedial action
  addresses both the defect and its cause.
• Implementation
•  
• 8. Plan, assemble the necessary resources and
  implement that decision, exercising careful
  control and supervision over the quality of
  materials, workmanship and finished appearance

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• Maintenance Audit
•  
• Record what has been done and at what cost,
  adding this information to the dossier.
• Monitor and record the effectiveness of what has
  been done.
• Feed back
• Feed back any relevant information to designers,
  examiners and fellow Maintenance Engineers.

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Inspection
Objectives Identifying the need for
preventive action Detecting incipient defects at
an early stage Monitoring the development of
those defects in order to determine the urgency
for and the nature of corrective
action Compiling quantitative records of
deterioration on which to base maintenance
planning
Inspection is the basic means by which the
Maintenance Engineer is kept aware of the
condition of the assets entrusted to his care
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• In terms of scale and frequency of inspection,
  most of the established systems comprise three
  broad categories, which are described below
•  
• Superficial Inspection
• Principal Inspections
• Special Inspections

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• Superficial inspection
• is to bring to early notice fairly obvious
  defects and deterioration which, if not dealt
  with, could escalate to a condition needing
  costly repairs
• Principal inspections
• involve thorough examination by trained
  personnel, of all parts of a structure at
  prescribed intervals
• Special Inspection
• are occasioned by some unusual circumstance, such
  as exceptional loading or accidental impact,

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Sample Check list (from CPWD Maintenance Manual)

• Walls
• Cracks
• Repair to plaster
• Repair to brick work
• Dampness
• Floors
• Cracks
• Settlement
• Slopes
• Skirting cracks
• Dados cracks

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• Doors, Windows, Ventilators Cupboards
• Glass panes broken
• Panels in shutters broken
• Panels fit improperly
• Improper/ missing fittings
• Hinges
• Handles
• Tower bolts
• Aldrops
• Floor door stopper
• Knobs
• Cleats
• Hooks eyes
• Curtain rods
• Stays
• Pelmets

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• Roofs
• Leakage/ Damp patches
• Water proofing treatment
• Golas
• Khurras
• Brick drip course
• Rain water pipe
• Regrading
• Top Layer of tiles
• Parapet, coping

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• Water Supply Sanitary fittings
• Leakages in pipe joints
• Functioning of wahers
• Functioning of traps in fittings
• Functioning of floor traps
• Functioning of overhead/ low level cistern
• Leakages in pipe joints
• Condition of overhead tank
• Cleaning of overhead tanks
• Fittings
• Wash basin
• Soap container
• Mirror
• Sinks
• Taps
• Showers

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• Inspection Output It is required that defects
  be assessed to their severity and extent as
  subsequent action will depend on this. An example
  of a grading system is given below.
• Grades Extent
• A. No significant defect.
• B. Slight, not more than 5 affected (0f
  area, length, etc.)
• C. Moderate, 5 to 20 affected.
• D. Extensive, over 20 affected.
•  
• Grades Severity
• 1. No significant defects.
• 2. Minor defects of a non-urgent nature.
• 3. Defects of an unacceptable nature which
  should be included or attention within the next
  two annual maintenance programmes.
• 4. Severe defects where action is needed
  (these should be reported immediately to the
  engineer) within the next financial year.

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Why should we investigate defects? A crack is a
crack, and investigations take time and cost
money. Why not just fix it and move on to the
next pressing problem?

• The difficulty is that when dealing with
  structures the disease is often well hidden
  behind the symptoms and the symptoms are common
  to many diseases
• After all we would expect rather more treatment
  than a bottle of pain killers for a broken leg.
  It is obvious that the disease and not the
  symptoms should be treated. Hence a systematic
  Evaluation Diagnosis becomes necessary

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Evaluation Diagnosis

• The causes of cracks and the subsequent remedial
  action will be dealt in a separate session where
  cracks and defects for Masonry and R.C.C.
  structures have been studied.

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• What does a good Inspection and subsequent
  Evaluation bring about ?
• Whether the deterioration is
• Cosmetic
• Mild
• Severe

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• Where do you as a construction manager go from
  there?
• Take a decision depending on the budget
  available, the time available and the restriction
  one may have imposed on the use of the facility,
  whether to
• Repair
• Retrofit
• Replace
• Formulate a strategy

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Formulation of Repair Strategy A repair
strategy is based on a maintenance
operation. Maintenance operation
PLANNED
UNPLANNED
DAILY PERIODIC
ON INSPECTION SPECIAL EMERGENCY
PREVENTIVE CORRECTIVE
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The next step towards strategy formulation
is-Establishing Priorities

• Priorities will be allocated based on
• Priority 1 - works required for ensuring
  structural soundness, enhanced life and utility
  of Government assets as well as safety of these
  assets against damage due to natural or unnatural
  causes
• Priority 2 - maintenance and repairs necessitated
  for ensuring a high standard of hygiene ,
  sanitation as also providing hazard-free and
  secure occupancy to users
• Priority 3 - Periodical Services
• Priority 4 - Issues which might have been left
  from the previous years ,maintenance programmes
• Priority 5 - Other general repairs and
  maintenance

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Funding for maintenance

• A major aspect of the maintenance system is
  funding and the starting point is that there is
  never enough of it. Infinite building wants
  always have to compete for all too finite means.
  Hence Cost estimation and evaluation become a
  critical function.
• The point prior to the maintenance expenditure
  estimation is when questions should be asked as
  to its future. These should include
• (a) Can it be disposed of if its use is on the
  de- cline?
• (b) How does the cost of repairs equate to the
  cost of a new building?
• (c) If it is an ageing structure are major
  repairs going to recur at a greater frequency?

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• The next step is to determine life cycles, i.e.
  the frequency with which elements come up for
  major repair or replacement. Life Cycles

The bath tub curve is well known. It can portray
how buildings perform in terms of numbers of
defects over time. A new building often has
initial teething trouble at A and in terms of
defects the level is high. The period between A
and B is the 'burn in' as defects fall and
between B and C the building is running at
optimum level. From C to D defects increase as it
wears out
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A sample of a maintenance strategy formulated for
various activities is given below.

• Internal and External Lime Washing (white or
  tinted)

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Implementation

• Several "implementing agents" are available to
  carry out on-site maintenance work. By selecting
  suitable agents both good quality of work and a
  timely completion of it can be achieved. The
  advantages and disadvantages of using the
  possible agents for different kinds of work needs
  to be reviewed .

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Implementing agents

• Technical departments' skilled staff
• Private contractors
• Local artisans
• Non-maintenance on-site staff
• Members of the public using the institution

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Maintenance Audit

• The principle objectives of 'maintenance audit'
  are, bearing in mind the objectives of the
  organisation, to show whether or not value for
  money is being achieved by building maintenance
  and to identify areas where different systems or
  approach could be improved

• Three broad questions are addressed
• How much has been achieved?
• How good was it?
• How much did it cost?

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• There are three broad areas where the audit
  approach is applied
• Technical
• Managerial
• Design.

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Users Role

• Users have closest experience of building needs,
  so they should accept greater responsibility in
  briefing, rather than awaiting results and
  complaining afterwards (or worse, altering
  buildings under construction).

• Design professionals should narrow the
  applicability gap, since they have closest access
  to best available knowledge from research and
  development sources.