LITERATURE REVIEW

2.1 Classification of maintenance of buildings and infrastructures

Maintenance of buildings and infrastructures can be classified under the following headings;

planned maintenance

unplanned maintenance

2.1.1 Planned maintenance

Planned maintenance is maintenance organized and carried out with fore thought, control and the use of records to pre-determined plan. It was also defined by BS 3811 as “work undertaken in accordance with sandy based system of priorities, each operation properly planned and organized in advance with necessary labour, plant and materials assembled ready for use when required” if this is properly applied it leads to a greater margin of safety and reduce the risk of having to resort to emergency work. Planned maintenance is further divided into;

Planned preventive maintenance.

Planned corrective maintenance

(a) Planned preventive maintenance

This is defined as work undertaken to reduce the possibility of an item not meeting an acceptable standard and also to prevent breakdown facility or service. It involves regular inspection and identification of signs anticipated breakdown and consequently carrying out of repairs on the building and its facilities. This is carried out at pre-determined intervals intended to reduce the probability of failure. Ivor H. Seeley also stated that this is work directed to the prevention of failure of a facility, carried out within the expected life of the facility to ensure continued operation. The maintenance official knows what he is aiming at and plans how to arrive at it. Other qualities of preventive maintenance include;

It provides essential management records.

The programme is flexible and subject to review.

The work is organized and controlled.

It is cost effective.

(b) Planned corrective maintenance.

This is defined as work performed to restore a facility a facility to operation or to an acceptable standard. It involves replacement or rectification of damage or deteriorated facilities or parts. This type of maintenance is carried after a failure has occurred and intended to restore an item to state in which it can perform its required function. It involves those tasks to be performed as a result of failure to restore the component to its original state of performance. It may involve outright replacement or to remedy established defects. It is work needed to restore the integrity of a damaged or deteriorated structure and it includes the repair or replacement of defective parts or components.

Basically, the first step is to handle the cause of the problems. Because, most natural defects become critical only slowly and usually evidenced by visible signs whose development can be monitored over a considerable period of time.(JF Hill 1969).

This is to enable the observer to correctly identify their origin because, uninvestigated treatment of defects may not bring lasting solutions rather it may lead the maintenance personnel treating just the symptoms instead of the causes. The maintenance personnel must be able to ensure that the structure remain suitable for their intended use such as;

The critical point of disrepair which is recognized as the point at which the on set of progressive failures occurs. If the structure is before this point is reached its life may be extended.(Ivor H.S. 1979). If the repairs are not carried out major loss of use and reconstruction will be inevitable, if the structure is to be returned to its functional level.

The point at which the rate of expenditure needed to maintain serviceability escalates to such an extent as to be uneconomical by comparison with partial or complete replacement ( Ivor H.S 1979).

It is important to note that however thorough investigation and diagnosis of defects have been and whatever the extent of careful details in overcoming it, it is not very possible to foresee the extent of remedial work involved until the defect is opened up and exposed to indepth examination.

2.1.2 Unplanned maintenance

Unplanned maintenance is maintenance carried out in a pre-determined plan. This is maintenance work resulting from unforeseen breakdown of facilities requiring urgent attention. It is work resulting from unforeseen breakdown or damage due to external causes such as acts of nature, settlement in buildings and shrinkage of building components(BS 3811). It is also categorized by Ivor H. Seeley (1979);

avoidable maintenance

predictable maintenance

(a) Avoidable maintenance: Ivor Seeley 1979 defined this as “work required to rectify failures caused by the use of incorrect or faulty materials, incorrect design and incorrect installation” the features of this includes;

Essential estate management records are obtained.

Work is organized and therefore controlled.

Statutory, legal and professional responsibilities are met.

Direct or correct labour can be used to execute the job.

(b) Predictable maintenance

Ivor S. H also defines this as “Regular periodic work that may be necessary to retain the performance characteristics of a product/facility as well as that required to replace or repair the product after achieving a reasonable life span.

2.2 Objectives of maintenance of buildings and infrastructure on the economy

It ensures the functional requirements of the building are attained at all times.

It creates a conducive and tenantable accommodation for owners and occupiers

It enhances the quality of building structure to meet modern day requirements.

It prolongs the life span of buildings and infrastructures.

It preserves the physical characteristics of the building associated services so as to reflect fewer breakdowns and thereby reducing the probability of early failure.

To ensure that assets are kept at reasonable standards and at least cost.

To maximize the economic and financial returns from the use of the building.

To ensure the safety of the users and occupants.

2.3 Functions of maintenance

According to Amobi C.O (2006) maintenance functions comprise these separate components;

servicing and cleaning

rectification

repair and replace

renovation

rehabilitation

modernization

adaptation

2.3.1 Servicing

Servicing which is essentially a cleaning operation is undertaken at regular intervals of varying frequency and is sometimes termed day to day maintenance. As more sophisticated equipments is introduced, so more complicated service schedule becomes necessary. The frequency of cleaning varies but could be considered thus: floors swept daily and polished weekly, windows washed monthly, flues swept every six months, painting for decoration and protection every five years.

2.3.2 Rectification

Rectification work usually occurs fairly early in the life of the building and arises from short comings in design, inherent faults, and unsuitability of components, damage goods in transit or installation and incorrect assembly. Rectification is avoidable as all that is necessary is to ensure that the component and materials are suitable for their purposes and are correctly installed.

2.3.3 Repairs.

Repairs are carried out to restore components and parts to functional standards.

2.3.4 Replacement

Replacement is inevitable because service conditions cause materials to deteriorate at different rates. Much replacement work stems not so much from physical breakdown of the materials or elements but from deterioration of appearance.

2.3.5 Renovation

Maintenance can also embrace renovation which consist of work done to restore a structure, service and equipment by a major overhaul to the original design and specification, or to improve on the original design. Renovation may include rehabilitation or modernization or adaptation.

As many more new products are introduced into the building industry, it is envisaged that the annual cost of maintenance may likely increases as a result of lack of or insufficient knowledge of their properties and problems.

2.4 The economic and social significance of maintenance of buildings and infrastructural facilities.

The aim and objective of maintenance to buildings and related infrastructures had been examined but there still exists the economic and social significance which includes:

Dilapidated and unhealthy building depresses the quality of life and in some ways contributes to certain anti-social values. For instance; uncompleted abandoned buildings have continued to serve as hide out to criminals and social miscreants.

Maintenance as has been shown arrests decay and failures thereby extending the physical life of a building and thereby delays replacement and deters expenditure on new construction.

The appearance, quality and general physical conditions of a building normally reflect corporate pride or indifference, the level of prosperity in the area, social values and behavior.

Certain buildings and infrastructural facilities by their appearance and location in the vicinity or street add or improve the beauty of the environs. So any actions

geared towards the maintenance of such a structure will normally draw corporate attention and sympathy.

2.5 Maintenance of infrastructural facilities

Infrastructural facilities represent the engine of social and economic activities. It is the major challenges of economic development. Services associated with the use of infrastructure accounts roughly 10%-15% of gross domestic product (G.D.P). The importance of infrastructure has strong links towards growth, poverty reduction and environmental sustainability. These social infrastructures encompass education, health care, commerce, industry and almost all other facets of national life. Infrastructures can be said to be the umbrella term for many activities referred to as social over-head capital. Nigeria has invested a lot in providing new infrastructures, the result has been a dramatic increase in social infrastructural services- for example transport, water, irrigation, sanitation, power and telecommunication. Such increase does not really raise productivity and improve the living standards of the citizen, because infrastructure ought to be reliable and efficient. In Nigeria, infrastructure provides services that respond to effective demand. These services are the goals and the measure of development in a society. These infrastructural assets in Nigeria are not generating the quantity or the quality demanded. The cost of this waste in foregone economic growth and cost opportunities for poverty reduction and environmental improvement are high and unacceptable.

It can be stated categorically that good infrastructure raise productivity and lowers production cost. Infrastructural investment has been mis-allocated in Nigeria. The country has too much new investment but too little of maintenance. Inadequate maintenance has been the failure of infrastructural production. (NIOB journal 2003)

. 2.6 Maintenance of building fabrics

As foundation is the most critical element of building fabric. The design and success of a building project depends ultimately upon the foundation. Foundations are designed according to load and bearing capacity of the soil. The requirements of the foundation as stated by Ettu 1997 are as follows;

To provide support for the building, that is, such that the total loads must be supported by the ground.

To transmit the total loads of the building to the ground.

To ensure that that the bearing capacity of the soils is sufficient to support the building load, which will provide stable conditions.

To prevent settlement or movement that may affect the stability of the building.

2.7 Maintenance policy framework

BS 3811 (1973) defines maintenance policy as a strategy within which maintenance decisions are made. This may be considered as a set of ground rules for the allocation of resources between the various types of maintenance actions that can be taken. Maintenance policy should be considered in the widest possible context throughout all the phases of the life cycle of a building. Furthermore, it needs to be recognized that policy influence on maintenance may not always be direct ones. In other words it is possible to distinguish clearly between:

Policy that is specifically directed towards building maintenance.

Policy decisions taken with respect to other matters, but which will influence maintenance.

The attitude of or, stance of a building will have a profound influence. All decisions should be carefully examined, and the possible consequences for building throughout its economic life considered. In simple terms, the building cycle can be described in the following six stages as opined by Barry chanter (2007):

Brief

Design

Construction

Commissioning

Operation

These contribute to the fabric of maintenance.

2.8 Execution of maintenance works

Maintenance work may be carried out through the following was according to Amobi C.O (2003)

By contracting out

By direct labour organization

Combination of the two above (that is effecting general routine work using direct labour organization and contracting out large or replacement jobs.

2.8.1 Direct labour organization (DLO)

This method of execution maintenance work is much more popular among establishments. Although in some cases, the maintenance manager may not have an alternative than to use the contract system if the maintenance work is fairly sophisticated or a specialized job, the direct labour has a number of advantages which includes;

It is usually cost effective, past experiences have that direct labour is cheaper than the contract system.

It allows full control of activities of controls of activities of operatives, permitting reasonable flexibility and direct quality control.

It ensures good standard of workmanship by craft operatives who enjoy continuity of employment but requirement may be a problem.

It enhances self commitment of the employees to their employers.

It eliminates the problems of delay, abandonment and default by contractors.

It provides the maintenance manager the opportunity to operate incentives schemes to stimulate increase productivity to operative incentive scheme to stimulate increase in productivity and efficiency of workers.

Continuity of work within an overall plan is one of the biggest economic advantages to be gained from the use of direct labour force.

Disadvantages of direct labour organization

It cannot be used by special jobs.

If not properly managed it may at the end turn out to be wasteful

At the period of no maintenance work to be done, the salaries of the maintenance staff and other supporting facilities become a cost to the establishment.

Operatives may at times be underemployed.

The direct labour may be more expensive than contract work.

2.8.2 Contracting-out system

This system is a system whereby the maintenance work is given to a contractor to execute due to consideration under a specific contractual agreement, as earlier said, this method could be chosen under two or four conditions which are:

If the job involves a specialist which the maintenance division may not have equipment to execute.

Of the establishment does not have a maintenance division.

Advantages of contracting out

It is usually more efficient than the direct labour because the contractor during the work is timed out and profit conscious.

Much more appropriate for specialist jobs.

The quality of work done at the end is usually better if the contractor is well monitored.

Disadvantages of contracting out

It gives room for large scale fraud though inflation of contract price.

Contractors could do a substandard work with smart connivance with the necessary people in the establishment.

It may turn out to be a drain on a corporate fund as some contractors normally absconds after collecting mobilization fees without doing any job at all.

2.9 Maintenance planning and programming

The process of planning for maintenance work has much in common with the planning of any construction activity. Therefore the basic principle of planning should be firmly understood before considering maintenance planning specifically. Essential planning must be seen as a thorough process. Whatever activity is engaged in, whether consciously or subconsciously, some plans are formulated mentally. In many cases there will be no formal commitment on paper, but an intellectual process will have been engaged to get from one point to another.

As nature of the project or activity becomes more complex, a point is reached where it becomes necessary to commit some, or all, of these plans t o paper and formal programme is produced. At a simple level this may also involve writing dates to diary, whilst at a more advanced level the use of a powerful computer based management technique may be necessary. The point at which the transformation from a simple representation to a more sophisticated one occurs is imprecise and dependent on a great number of factors, not all of which are necessarily related to the complexity of the task being planned. The use of the sophisticated planning techniques may appear as something rather clever, but in reality they are only as good as the thought processes underlying them.

2.10 maintenance programming

In order to achieve the aim of a constant flow of work a maintenance programme is devised to operate in most cases over a five year period. It is normal to carry out all foreseeable remedial work and decorations in order to achieve the required standard in the first year, which entails high maintenance cost.

In the remaining four years expenses should be small, or the only work necessary should be emergency work and annual servicing. After five years, the cycle recommences with a year of heavy workload and redecoration and therefore a year of high maintenance cost.

It is advisable to carry out any necessary alterations and improvements to the property during this first year of the cycle, as this concentrates all the major work and therefore major inconveniences to the clients and occupants into as short a time span as possible.

If the client owns more than one property a master programme should be prepared, staggering the maintenance cycle for each property thus enabling him to utilize his finances at a constant rate. The same principle can be applied to large single property by dividing it into floors, rooms or areas and dealing with the workload on a rational basis over the five year period. The repairs and the redecoration can be completed for a particular area or floor in a sequence related to its use and accommodation.

For instance, maintenance programme for school buildings and hostels should normally fall within the vacation periods.

2.11 Administration of maintenance programme

One of the main requirements of maintenance programme is the keeping of comprehensive and accurate records.

Each property slotted has a property manual or log book containing all the relevant information in terms of plans, structural designs, and materials used, details of services, decorative schemes and specialist items, and should be kept up to date, with any alterations, additional or renewal work carried out. Records should be kept of all surveyor’s inspection reports, specifications, work record cards, decorative schemes and details of fittings.

This information will provide a comprehensive record of all work carried out on the property and so enable the surveyor to make an accurate assessment of any future maintenance requirements.

2.12 Maintenance manual

Maintenance manual is a valuable, descriptive, technical literature, aid, memoir or handbook for carrying out maintenance work. Amobi C.O. ( 2003)

Maintenance manual of buildings is an invaluable document which provides a lot of value-added services such as;

Establishing policies and estimated resources.

Preparation of budget allocation and resources.

Programming of works according to available resources.

Determining maintenance activities to be undertaken for each asset.

Providing guidance to personnel in preparing cost of areas and equipments to be ascertained.

Maintenance of the particular building to which it relates.

Confirms assts service delivery i.e. condition and functional performance.

Helps in keeping the building in good condition and reduction of rapid deterioration and dilapidations.

Guidelines on operational practice.

Provision of valuable information in diagnosing the problem and designing repairs.

Design intention and operational quality are maintained.

2.12.1 Contents of a maintenance manual

A good maintenance manual contains the following sections as opined by Amobi C.O.

Maintenance and repairs

This section provides full details of materials, facilities and constructional processes.

Records of maintenance executed.

This provides maintenance log to permit constant updating and the inclusion of any changes or additions.

Plans and drawings

This shows plans of each floor to a small scale with permissible floor loadingss and usable areas, all as built and relevant service layouts.

House keeping

This shows the details of surface finishes and decorations both internally and externally with information concerning cleaning and periodic routine maintenance.

Emergency information

This provides names, address and telephone numbers of contacts in the event of emergencies together with location of appropriate equipments and facilities.

Operation of plant

Means of operating equipments with details of periodical/routine maintenance or servicing.

Contract and legal particulars

This includes the design team, contractor and sub contractors, nature of tenure and details of contract particulars.

Operational leaflets.

This is aimed to give after sales services.

2.13 Maintenance cycle

Maintenance cycle refers to the parameters in which maintenance revolves; it is denoted by TAM i.e. Turn Around Maintenance revolves. The minimum or least turn around maintenance of buildings is every five years. The life span of a building is anticipated during design stage and the maintenance cycle is the different levels and stages in which maintenance is effected in the life span of a building. Amobi C.O. (2006)

According to Amobi C.O.(2006) experience has shown that under normal conditions of exposure and use, the periodicity of major renewals might follow a given pattern. The life of a building could be categorized into physical life, functional life and economic life.

A life of 60 years can be assumed for buildings before either demolition, alteration or modification is carried out. Apart from major renewals and replacement, there is a large number of smaller items of uncertain timing but which in total tend to remain fairly constant from year to year.

These items are taken care of by routine of by routine maintenance. Different buildings however have different elemental cost patterns and renewal periods will vary according to design, location and use. Maintenance costs apart from being expressed as a percentage of the initial cost, can also be expressed in monetary terms taking inflation, taxes and present value of future costs into consideration. The maintenance cashflow over the life of the building can thus be calculated even at current prices as percentage of initial cost. If the routine maintenance cost is assumed to be 0.5% of the initial cost of the building each year, then the overall acsh flow for every five years should be 2.5% for routine maintenance.