Maintenance Managment

Maintenance !
` Definitions and management issues
` Financial and contractual issues
` Technical issues
Maintenance is the combination of all
technical and administrative actions
including supervision, intended to retain
an item in, or restore it to a state in which
it can perform a required function.
A1.ReasonsforMaintenance
complywiththelaw,inparticularhealthandsafety
requirements
complywiththetermsofoccupation(e.g.lease)
protectthevalueofthepropertyasaninvestment
maximise plant utilisation and minimise non
availabilityoftheengineeringservices
provideaservicetothebuildingoccupants
ensureasafe,healthyenvironmentforthebuilding
occupants
ensureenergyisusedefficiently
projectandhelpprotectacorporateimage
fulfilabusinessneed
NT 3037 Plant & Maintenance

(Supplementary Information from Dr. Aman WONG)
The cost of maintenance of building
services systems represents a significant
proportion of total building operating
costs.
Maintenance needs to be planned and to
be done efficiently and effectively.
A2.CostofMaintenance
The ability to influence life cycle

costsandthecostofchangesatthe
various stages of a buildings
existence

Building services systems require
maintenance from the moment they are
commissioned and put into operation to
the end of their operating lives.
A3.Firstyearoperationand
maintenancerequirements
In the first year of usage of a new installation it is typical
contractual practice to require installers, as a form of
warrantyoftheir work, tobe formallyresponsibleforany
equipment, component or operational defects that may
ariseorbecomeapparent.
Whiledesignersarenotdirectlyimplicatedinthisliability,
their professional duty of care usually leads to an
involvementinsomeway.
This may be limited to identifying the true cause of any
problem and providing an independent opinion on the
apportionmentofresponsibilityforadefect.
In the case of more fundamental defects, the designers
input may entail a review of the design itself and, in
extremecases,therecommendationofdesignchanges.

Maintenance should be planned and
organised to achieve the overall objectives of
the owner as set out in the maintenance
policy.
A4.1Whatismaintenancepolicy?
A written statement issued by, or on the
authorityof,theclientandacceptabletothe
ownerofthebuildingorthenominee.

The most important aspect the clients role
in maintenance is to define their requirements
clearly and express these as
The maintenance policy

A4.2Establishingtheclientsrequirements (1)
1. Is the client to be the building user? If not, is the building

userknown?
2. Does the client wish to operate on a total facilities
management basis? If so, what are the responsibilities of
eachdesigndisciplinewithintheoverallstrategy?
3. Doestheclienthaveamaintenancepolicy?
4. Will the client employ a maintenance engineer/premises
manager/facilitiesmanager?
5. Will the maintenance engineer/workforce be inhouse or
engagedundercontract?
6. Doestheclienthaveamaintenancebudgetinmind?

7. Willtheengineeringservicesbeoperated:
a) continuously?
b) intermittentlyfora5dayweekmultishiftoperation?
c) intermittentlyfora5dayweeksingleshiftoperation?
d) usingotheroperationalpatterns?
8. What would be the feasible/preferred timing for routine
servicing or monitoring attention on daily, weekly, monthly and
quarterlybases(e.g.timeofday;dayofweek;etc.)?
9. What would be the most demanding response time for
emergency servicing in event of breakdown? To what parts of
thebuildingorservicesinstallationwouldthisapply?
10. Istotalcontractmaintenancetobeappliedtoanyplantitemsor
partsofthebuildingengineeringservicesinstallations(i.e.where
acontractortakesresponsibilityfortheoperation,maintenance
and programmed replacement of plant or systems for a
projectedperiodoftime)?

11. Is any part of the building required to be kept free

fromentrybymaintenancepersonnel?
12. Does the client have preconceived views of economic
life of plant and equipment? What is the investment
programmeforeventualplantreplacement?
13. Ascertain any preferred (or not preferred)
manufacturersorsuppliers.
14. Does the client intend to establish and maintain an
asset register for plant and equipment items? (Design
data schedules can take account of this and be
compiledinanappropriateformat.)

15. Ascertain client inhouse policies or requirements

andthelevelofclientunderstandingof:
a)healthandsafety
b)climatechange
c) energyuse
d)otherenvironmentalconsiderations
e)quality
f) refrigerants
g)waterhygiene
h)energyefficiency
j) otheraspects.

A4.3Establishingamaintenancepolicy(1)
Whataretheimplicationsoffailure?
Howisthisplantlikelytofail?
Whatistheprobabilityoffailure?
Arestandbyfacilitiesavailable?
Whatlevelofusageisenvisaged?
Whattypeofmaintenanceisenvisaged?
Whatleveloftechnicalexpertisewillbeavailable,andhow
willitbeorganised?
Willsparesbeavailableonsite?
Canequipmentbepurchasedorrentedlocally?
Canastandardofmaintenancebestated?
Willallnecessarydocumentationbeprovided?
Whatfinancialresourceswillbeavailableformaintenance?
Howwillcompliancebedemonstrated?

A4.3Establishingamaintenancepolicy(2)
Having clarified the owners objectives with

regard to a building, the client should
developthemaintenancepolicy.
This may conveniently be expressed as a
written statement issued by, or on the
authorityof,theclientandacceptabletothe
ownerofthebuildingoranominee.

A4.4Examplemaintenancepolicyreview

A4.5Maintenancepolicy
Once issued, the maintenance policy will normally
remainfixed until such time as the ownershipor use of
thebuildingischangedorthereisasignificantalteration
totheinstalledengineeringservices.
Themaintenancepolicycanbeconsideredastheclients
plan for operation and maintenance to provide the
necessary environment for the occupants within the
constraints of the owners objectives and of legal
requirements.
At the same time the policy provides the framework
withinwhichthemaintenancemanagercanoperate.

It is good practice for all maintenance to
be planned.
Planned maintenance is organised, controlled

and follows a recognisable procedure.
B.Overviewofplanned
andunplanned maintenance

B1UNPLANNED (Runtofailure)
The consequences are
such that plant can be
safelyandcosteffectively
run to destruction
without serious loss of
service and there is no
risk of failing to comply
with statutory
requirements.
This may assume there is
a standby unit that will
automatically operate on
failureofthedutyunit.

B2Mainprinciplesofa
planned maintenancesystem
items to be maintained (the
assetregister)
maintenance policy
appropriatetoeachitem
worktobedoneoneachitem
labourrequired
materialresourcesrequired
when and how frequently the
work is to be done (the
maintenanceprogramme)
how the maintenance system
willbeadministered
how the results will be
recorded, monitored and
analysed.

B2.1PLANNED (AFTER fault)
Corrective(orreactive)maintenance
Work done once a fault
has occurred to restore
plant to normal
operation; this approach
wouldbesubject to prior
agreement by the
building user that this is
an acceptable basis for
maintenance.

B2.1PLANNED (AFTER fault)
Immediatemaintenance
Necessitated by
unforeseenbreakdownor
damage and needing to
be put in hand
immediately.

B2.2PLANNED (BEFORE fault)
Preventivemaintenance
Carried out at
predetermined intervals
or corresponding to
prescribed criteria and
intended to reduce the
probabilityoffailure.

B2.2aPLANNED (BEFORE fault)
Scheduledmaintenance
Preventivemaintenancecarried
out to predetermined intervals,
number of operations, hours
runetc.
The HVCAs Standard
maintenance specification for
building services covers the
majority of building services
plantandequipment.
Thisprovidesausefulsourceof
reference for maintenance
requirements and typical
frequencies.

B2.2bPLANNED (BEFORE fault)
Opportunitymaintenance
Work done as and when
possible within the limits
ofoperationaldemand.

B2.2cPLANNED (BEFORE fault)
Conditionbasedmaintenance
Work initiated by trends
highlighted by routine or
continuous monitoring of
the condition of plant,
such as general
performance or specific
parameters (e.g. bearing
vibration and motor
windingtemperature).

B2.2cPLANNED (BEFORE fault)
Conditionbasedmaintenance
Designoutmaintenance
other forms of maintenance may be
inappropriate, therefore maintenance
needsaredesignedout toachievethe
requiredlevelofreliability.
Reliabilitycentredmaintenance
basedontheoperationalrequirements
of specific plant in relation to known
reliabilityinformation.
Businessfocused(orriskbased)
maintenance
Prioritising maintenance according to
the core business activities, taking into
account business risk, resilience and
performance of the installed plant to
ensure the function of the business is
optimised.

B2.2cReliabilitycentredMaintenance(1)
A technique increasingly being adopted in the process
industry is known as reliabilitycentred maintenance
(RCM).
It entails relating the operational requirements of specific
plant to known or recorded reliability information using a
structured maintenance decision making tool that focuses
resourcestoareasofgreatesteffect.
This can allow more cost effective use to be made of
maintenanceresources,particularlylabour.
It can be implemented by methodically listing plant items
and components, and using group analyses (the group
being drawn from plant and maintenance operatives,
supervisors and managers) to review and improve the
maintenanceregime.

CustomizedPreventiveMaintenance
This is a timebased maintenance
strategywhereonapredetermined
periodic basis, equipment is taken
offline,openedupandinspected.
Based on visual inspection, repairs
are made and the equipment is
thenputbackonline.
Thus under this equipment
maintenance strategy, replacing,
overhauling or remanufacturing an
items is done at a fixed intervals
regardless of its condition at the
time to ensure the reliability of
operatingtheplants.

CustomizedPredictiveMaintenance
Predictive maintenance is a more
conditionbased approach to
maintenance.
The approach is based on
measuring of the equipment
condition in order to assess
whether equipment will fail during
some future period, and then
taking action to avoid the
consequencesofthatfailures.
The reliability of the plant
operation is guaranteed when the
maintenance work is performed in
advanceofthefailureoccurrence.

ThefeasibilityofapplyingtheRCMtoanyitemofbuildingservices
plantisdeterminedbyconsideringthefollowingfactors.
ProcessTime
EnergyInput Resources
MaintenanceCost

The maintenance strategy will set out detailed
information on specific maintenance needs
and requirements including labour and
material requirements, schedules, monitoring
procedures and audits.
C.Whatismaintenancestrategy?
The maintenance strategy for building
servicesneedstobeaddressedat2stagesof
thelifeofplantandinstallations:
1. thedesignstage
2. theoperationalstage

C.Choiceofmaintenancestrategy(1)

A building operator needs to determine the most
appropriate choice of maintenance procedures when a
building is eventually handed over and put into full
operationaluse.
Thestrategymaycloselyfollowtheoriginalmaintenance
policy established by the client in conjunction with the
designer but, as the project progresses to completion,
otherfactorsmayneedtobeconsidered.
Theusagepatternofanyfunctioningbuildingislikelyto
becontinuallychangingandthemaintenanceprocedures
willneedtoadapttosuitthecircumstances.

Forexample,intheearlyyearsitmaybeappropriate
tokeepaninstallationclosetoitsoriginalcondition
but, as wear becomes more pronounced and the
needs of the occupants change and technology
improves,thereislikelytobeanincreasingdemand
forextensivereplacementandrefurbishment.
In many cases it may be left to the person
responsible for carrying out maintenance to
recommendacourseofaction,perhapssolelyonthe
grounds of cost without fully appreciating the
implicationsofalternatives.
Maintenance Maintenance
Signification
Strategy Approach
Breakdown Fixitwhenbroke Largemaintenancebudget
Preventive ScheduledMaintenance Periodiccomponentreplacement
Conditionbased Maintenancedecisionbasedon
Predictive
Monitoring equipmentcondition
Detectionof Monitoring&correctingfailing
Proactive
SourcesofFailures rootcauses

C.Examplemaintenancepolicyreview
It shows part of a list of the services in a building and the analysis to

establishthedetailedmaintenancerequirements.
Tobeeffective,suchaprocedureneedstobekeptuptodate perhaps
onafiveyearlybasisforarelativelynewpropertywithlittlechangeof use
but more frequently where services are approaching the end of their
economiclifeorthebuildinguseischangingfrequently.

It is important to allocate clearly the
responsibilities for achieving the specific
objectives within the maintenance strategy
and carrying out the specific maintenance
tasks.
there is a specific obligation under health and safety legislation and

The Construction (Design and Management) Regulations 2007(6)
(CDM Regulations) to ensure that the designs can be safely installed
and maintained, and to identify areas of abnormal risk related to these
activities.
ConstructionDesign&
Management(CDM)

The following is an example of the range of services carried out by a direct labour organisation or
maintenance contractor (additions may be appropriate to meet particular requirements):
(a) routine inspection and maintenance of engineering plant

(b) planned lamp replacement
(c) five-yearly electrical inspection
(d) portable appliance testing
(e) monitoring of plumbing and water services operation (for legionellosis control)
(f) inspection and operation of high voltage electrical installation
(g) first line response to emergencies and pre-agreed critical alarms (response time agreed with client)
(h) ensuring compliance with statutory requirements for services installations
(i) provision and control of on-site engineering stores
(j) purchase of engineering plant and equipment (consumable spares and materials, client requested
items,
replacement of minor and major plant)
(k) installation of engineering plant and equipment (minor items including response to client requests and
major capital plant)
(l) energy management by:
ensuring efficient plant operation purchase and, where appropriate, storage of fuel
(m) supervision and control of specialist contractors
(n) inspection, compliance testing and monitoring of fire systems and equipment
(o) Advise , Survey and implementation of energy saving measures and plant trouble-shooting.
Maintenance audits are an essential element within
maintenance control and can form a key part of a maintenance
quality management system.
Regular maintenance review meetings between the facilities

manager and the contractor are useful to review contract
progress, cost forecasts and actions needed.
Benchmarking can provide a means of monitoring performance

by establishing key performance indicators (KPIs) or service
level agreements (SLAs).
D.Maintenanceauditdetails
1. Management
2. Maintenanceservice
3. Communication
4. Healthandsafety
5. Technicalproficiency
6. Energyuseandmanagement
7. Invoicing

D.Maintenanceauditprocedure(1)
a) determine the audit date
and instruct contractor to
attend
b) arrange professional
supportifrequired
c) completeauditform
d) carry out inspections as
requiredofplantroomsetc.
e) carryoutinspectionsofthe
building log book, log
sheets, reports, and
supporting building
documentation
Checklistforbuildingdocumentation
D.Maintenanceauditprocedure(2)
f) attend audit meeting or
maintenance review
meeting and discuss
situationwithcontractor
g) agree future action,
including period until next
audit
h) prepare formal record of
meeting
i) monitor agreed action is
beingachieved
Outlineagendaformaintenanceauditmeeting

Maintenanceauditchecklist
forbuildingservices

The process of managing risk involves:
Risk identification:
all events which may cause harm to a business
or its processes
Risk analysis:
applying qualitative and quantitative tools to
ascertain subjective assessments, probabilities,
likelihood and severity.
E1.Risksarisingduringtheprojectlife

E2.RiskClassification
Business
those risks that help to determine the specification for the
buildingengineeringservice
Designandinstallations
those risks that have to be considered when looking at the
optionsfordesignandinstallation
Operationandmaintenance
thoserisksinvolvedinrunningtheplantandequipment
Disposal
risks that are likely to be similar to the operation and
maintenancerisksbutworthconsideringseparately.

Work on the right decision problem. In a specific situation, are you
aiming for finite security, or confidence building, or something else
altogether? Pose the right question, and the answers will come more
easily.
( What happens if the power fails at the a Data Centre)
Specify your objectives.
What do you most want to achieve through such action? Which of your
predetermined concerns are best addressed by any specific action?
(Un interrupted services , customer satisfactions etc.)
Create imaginative alternatives. Consider all the options. The more

alternatives you have, the better the solution may be. The best answer is
not always obvious. UPS, /Emergency Generator, switch over to another centre , offside support.
Understand the consequences. Consider all the knock-on effects.

Sometimes what seems like the best alternative may, under scrutiny, not
work so well.
Ups and Emergency Generator are short term
Grapple with your trade offs.
You will need to strike a balance between time, cost and long-term
effectiveness, and may be other parameters.
If you take decision A, will that make B impossible for any reason? Is
that acceptable?
`Switch over call centres in case of power failure, increase call wanting time
Working through all the alternatives
ranking them by their performance in the above criteria will help to

prioritise your to-do list effectively. you may wish to include
uncertainty (including future requirements) and risk tolerance (that of
your company, or the individuals involved).
`Increase the waiting time to answer the calls handled.
E3.Assessingprocess

` Many companies take the outsourcing route with some elements of their
exposure to risk, effectively transferring risk from the company to the contractor.
For example,
` a company may elect to outsource the physical security of its premises and hold
the contractors responsible for the safety and compliance of the services they
provide.
` Transferring risk is a wholly normal manner of dealing with the problem, after all
insurance is little more than transferring the risk from insured to insurer, but
companies need to be aware that however stringent the terms and conditions
they cannot transfer the complete business risk through outsourcing
` Risk transfer is a comforting theory, but the trade is more usually between
different types of risk, rather than reducing their number or intensity.
` Turnbull Committee on Corporate Governance places risk management
squarely on the boardroom table.
` Who, in a company, is responsible for identifying, monitoring and reviewing

risk?
` London Stock Exchange requires that company results from 2001 (after 9/11)
should comply with five key recommendations, and as such;
` Listed companies are expected to have in place a robust system of internal

control to protect both the assets of the company and the investments of
shareholders.
` Such controls and their effectiveness should be reviewed at least once a year.
` An evaluation of the risks facing the business should be carried out at regular
intervals.
` Risk management is a corporate governance issue, requires the collective

responsibility of the board of directors.
E4.TurnbullReport
Internal Control: Guidance for
Directors on the Combined Code
(1999) also known as the "Turnbull
Report" isareportdrawnupwiththe
London Stock Exchange for listed
companies.
The committee which wrote the
report was chaired by Nigel Turnbull
ofTheRankGroupplc.
The report informs directors of their
obligations under the Combined
Code with regard to keeping good
"internal controls" in their
companies, or having good audits
and checks to ensure the quality of
financial reporting and catch any
fraudbeforeitbecomesaproblem.
Revisedguidancewasissuedin2005.

` Essentially, this means that the legal case is clear:
if a company suffers through failing to manage risk

including digital risk, as best as possible, the path
is open for shareholders to sue the board of
directors individually and personally.
It is a move that will surely gain the attention of most
people around the boardroom table.
In passing sentence, Mr Justice Burnton
concluded that the failings, which contributed
to the outbreak, stretched from the lowest
levels to the top of the Council in terms of its
serving officers.
He added; It is likely they went beyond the
officers to the councillors because there is no
evidence that there was proper attention given
to health and safety within the Borough. These
failings were, unfortunately, compounded by
the actions of senior employees.
E5.BarrowinFurness2002(1)
BackgroundInformation
Forum28isaleisurefacility
owned and operated by
BarrowBoroughCouncil.
It has an air conditioning
systemcomprising:
2chillers
2evaporativecondensers
Chemicaldosingsystem
Airhandlingunits Forum28BarrowinFurness

SequenceofEvents
20020729 Microbiologists at Furness General
Hospitalnoticeshighlevelof
admissions
20020730 First case of Legionnaires Disease
notifiedtoHealthProtection
20020801 SecondcaseofLegionnairesDisease
Ageneticlinkbetweenthepatientsandthecooling
systematForum28wassoonestablished.

TheVictims
Estimatedtobe2,500peopleinfected
494clinicallydiagnosedcases
Laboratoryresultsequivocalinmanycases
180 cases were proved to be Legionnaires
Disease
7peoplelosttheirlives

InvestigativeFindings
FromFeb2001variousfailuresofpiecesofplant
Butsystemstillconsideredtobeinbalance
The last record of any biocides being on site was Jan 2001 when
therewasapproximately20kg
Basedupondoseratesitisestimatedthatnobiocidesweredosed
afterDec2001
Changes to the maintenance contract effective Apr 2001 saw the
loss of the water treatment programme to the air conditioning
system
ThiswasbelievedtohavebeennotedbutNOTactedupon.
Outcome:NowatermanagementfromApr2001

InvestigativeFindings(Contd)
On 2 occasions a heating engineer from the
appointed contractor brought this failing to the
attentionoftheDirectServicesGroupatthecouncil
ConcernswereNOTactedupon
Turnover in staffing levels both at the council and
the contractor resulted in a loss of continuity and
knowledge

LegalProceedings
Barrow Borough Council (BBC) and the head of DSG, Mrs Gillian
BECKINGHAM chargedwithmanslaughterandvariousoffencesunder
theHealth&SafetyatWorkAct(H&SaWA)
Feb2005:FirstTrail
BBCpleadedguiltytochargesundersection3oftheH&SaWA
JudgedismisseschargeofmanslaughteragainstBBC
Jury found Mrs BECKINGHAM guilty of offences under
BECKINGHAM,butfailedtoagreeonthechargeofmanslaughter
Mar 2006 : Mrs BECKINGHAM appeals and wins. Charge under
H&SaWAdismissedBUTstillfacesretrialonchargesofmanslaughter
AtretrialMrsBECKINGHAMonceagainfoundguiltyofoffencesunder
H&SaWABUTNOTguiltyofmanslaughter
MrsBECKINGHAMfined15,000BUTNOcosts
BBCfined125,000with90,000costs

FAO Barrow-in-Furness council !
` The CRO (Chief Risk Officer) should then lead a risk

management team, comprising responsible members
from the different functional areas of the organisation
where significant degrees of risk have been identified.
` The role of these team members will be to produce an

integrated risk management plan to cover the risks of
the company as a whole, incorporating elements such
as;
project planning.
health and safety requirements.
environmental considerations.
contracts and general business procedures.
E6.Riskmanagementtraining
Thoseresponsibleforthemanagementandoperationofthe
maintenance function need to identify and understand the
factors that represent the greatest risk to the continuity of
thecorebusinessprocess.
These should be formally documented and translated into
proceduresandworkpracticestoeliminatesuchrisks.
The engineering management staff has to be trained to
undertake the task of quantifying the risks and to prepare
operation and maintenance working procedures that keep
theriskstoaminimum.
The resulting information, understanding and working
proceduresthenhavetobeconveyedtotheoperationalstaff.

` The plan must do more than identify risk, it must
prioritise it and devise plans for implementation in the
event of the hazard occurring, and means to minimise
the risk exposure.
` Implicit within this are visible top management.
` This plan requires regular review in the light of changing
concerns, changes to the company exposure for
whatever reason and changing personnel; the team itself
may be dynamic, with members changing to reflect the
areas of highest priority within the organisation.
Business continuity management can best be defined as:
`The on going process of ensuring the continual operation of

critical business processes through the evaluation of risk and
resilience, and the implementation of mitigation measures.
`Companies have accepted that while an investment in business
continuity directly affects the bottom line, and often with no
immediate tangible benefits, it is the most important investment
they will make.
` Crucially, companies have woken up to the difference between

business continuity and simple insurance, which will at best
replenish the value of the equipment lost, and that at a time when
it could already be too late. ( also damage to brand name)
` Each business has a different threat portfolio, as no two
businesses are exactly alike.
` In the event of a disaster, at best an organisation can expect to

suffer damage to its principal reason for operating.
` There are many statistics published about UK business
interruption:
` power failure accounts for over 10 per cent of all business

interruptions.
` 57 per cent of disasters are IT related

` 61 per cent of companies do not publish their business
continuity plans throughout their organisation
` 84 per cent of companies do not identify risks in the supply

chain.
` Interruption in the UK are:
` Fire: 28 days
` IT failure: 10 days
` lightning: 22 days
` Flood: 10 days
` Theft: 26 days
` Power failure: 1 day
Failure of the A/C at a Data Centre
Tutorial
The photos taken from data centre processing patient
records
In the context of what we have been discussing :
Draw up an action plan outlining:

a) How such disruption could have been mitigated
including roles and responsibilities of personnel
involved.

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Maintenance !

` Definitions and management issues

` Financial and contractual issues

NT 3037 Plant & Maintenance

The ability to influence life cycle

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

The maintenance policy

1. Is the client to be the building user? If not, is the building

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

11. Is any part of the building required to be kept free

NT 3037 Plant & Maintenance

15. Ascertain client inhouse policies or requirements

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

Having clarified the owners objectives with

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

Planned maintenance is organised, controlled

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

Preventive ScheduledMaintenance Periodiccomponentreplacement

NT 3037 Plant & Maintenance

It shows part of a list of the services in a building and the analysis to

NT 3037 Plant & Maintenance

there is a specific obligation under health and safety legislation and

NT 3037 Plant & Maintenance

(a) routine inspection and maintenance of engineering plant

Regular maintenance review meetings between the facilities

Benchmarking can provide a means of monitoring performance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

NT 3037 Plant & Maintenance

Create imaginative alternatives. Consider all the options. The more

Understand the consequences. Consider all the knock-on effects.

Working through all the alternatives

ranking them by their performance in the above criteria will help to

NT 3037 Plant & Maintenance

` Who, in a company, is responsible for identifying, monitoring and reviewing

` Listed companies are expected to have in place a robust system of internal

` Risk management is a corporate governance issue, requires the collective

NT 3037 Plant & Maintenance

if a company suffers through failing to manage risk

NT 3037 Plant & Maintenance