RESTRICTED PROBLEM STATEMENT Study the process flow for work services and identify its shortcomings and

problems. Whilst the overall responsibility of ensuring quality of works conducted by contractors lies with the A&W Directorate, units must first certify the works that had been completed before payments can be made. Identify the shortcomings for such procedure and recommend measures to overcome them.

Management works in the system, leadership works on the system. Stephen R. Covey

INTRODUCTION

1.

Camp maintenance is the responsibilities of the commander start from

units, formation until service headquarters. It is also one of the most important functions of a unit commander to portray himself as well as the unit itself. Even though the unit commanders acknowledge the importance of camp maintenance, but because of financial constraints, lack of knowledge and understanding on the process and procedure, maintenance of the camp is quite difficult to be implemented effectively. The current situations in camp maintenance require unit commanders must possess adequate knowledge with the procedures and policies to create comfortable living condition and working environment. At the same time, unit commanders must ensure that the procedures or policies must be followed without compromise especially when it is involve safety, money 1 RESTRICTED

RESTRICTED allocation, condition etc. In other words, unit commander have to conduct a checking, planning and do a proper programming as well as a close control once the project is occur in the unit. At the same time, the formation and service headquarter responsible to assist and advise in ensuring the maintenance job of the unit goes as a planned and optimise the financial requirement of the project. The issues may raise a challenge to unit commander in order to get the thing rights.

2.

In order to understand the camp maintenance system, unit commander

need to know the three basic subjects or projects which important for him to acknowledge due to different demand and requirement.

a.

Development

Project

(PK1).

The

project

involved

with

construction of a new building, infrastructure or facilities. It normally involves high budget or cost and need to be registered in the five years Malaysia Plan (RMK) and also require Q brief.

b.

Upgrading and Renovation Project (PK11). The upgrading and

renovation project is to upgrade and renovate the existing buildings, infrastructure and facilities. This is part of development project planned and will be implemented in the Malaysian Development Series. This project will augment the development project.

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RESTRICTED c. Maintenance. This is the activities, which comprises of repair

works, rehabilitate and replacement of defective, broken or worn out items and other maintenance related works. Details on maintenance concept will be discussed in further under the scope of Overview The Maintenances Lexicography and Concept.

3.

To answer the problem statement and for the purpose of this study, the

syndicate will be focused the study on the process flow procedures through Perintah Angkatan Tentera Malaysia (PATM) Jilid 3 Bab 13 and using the data from the Battalion of 25 Royal Malay Regiment (25 RMR) as a sampling to identify the shortcomings and problems as well as to recommend measures to overcome them. The reason why 25 RMR was taken as a sampling is because the unit is one of the Army Care Project and the project which involve most of the building and infrastructure just hand over to the unit commander by October 2010. All data from the project gathered from the projects report, interview with a Commanding Officer of 25 RMR and through physical observation during a visit to the unit itself.

AIM

4.

The aim of this paper is to identify the shortcomings and problems of work

service procedure in the unit and propose measures to overcome the problems.

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RESTRICTED SCOPE 5. The paper will cover the following scope: a. b. c. d. e. f. Overview the maintenance lexicography and concept. The work services flow procedures process. Analysis on 25 RMRs Army Care Project. Shortcoming and problem. Measures to overcome. Conclusion.

OVERVIEW THE MAINTENANCE LEXICOGRAPHY AND CONCEPT 6. Definition. Unit commander responsible to play vital role in planning and

managing the camp maintenance which include of buildings and infrastructures or facilities in order to enhance the quality of life of his personnel and families. Therefore, to effectively exercise his command in this logistic field, the unit commander should be conversant and current with the maintenance definition. The definition of maintenance covered by PATM Jilid III Bab 13 is as follows:

a.

Maintenance. The activities, which comprises of repair works,

rehabilitate and replacement of defective, broken items and other maintenance related works. The maintenance period commences from the time the building or facilities is taken over from the implementing agency and ended until the facilities is written-off or uneconomical to maintain.

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RESTRICTED Non ordnances store equipments include inside the maintenance scope and all the damages during construction periods will be responsible by the contractor.

b.

Landscape. All activities related to plant the trees, flowers and re-

arrange the landscape for the camp environment.

c.

Unit Self Help. Non labour or workmanship charges towards the

minor works done by unit personnel. For examples, changing door lock, door repairs, repairing the drainage system, repairing the water pipe, replace the windows glass, repairing the roofs etc

d.

Pest Control. All activities to maintain the JKR/JP&P/UPKAT

buildings from pests or termites.

7.

Objective of Maintenance. The objective of maintenance of building,

infrastructures and the related facilities in the unit are as follows:

a.

To ensure that they are in a good and usable condition and

simultaneously extending the life of the facilities.

b.

To avoid deterioration of defects so as to save maintenance cost.

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RESTRICTED c. To identify or analyse the cause of the defect for the purpose of

future constructions and maintenance references.

8.

Types of Maintenance Works. The types of maintenance of building and

infrastructure are as follows:

a.

Schedule Maintenance. The maintenance works which is

implemented on schedule basis. As an example; repainting of the buildings (once in five years), rewiring, repiping of water supply or sewerage systems (once in 20 years) and maintenance of mechanical parts according to service manual.

b.

Annual Maintenance. The maintenance carried out on items,

which are frequently damage or defective such as ceiling fans, drainage system and flooring.

c.

Emergency Maintenance. Immediate action taken of maintenance

in order to prevent further damages and safety to the dwellers.

d.

Unforeseen Maintenance. The maintenance due to natural

disasters such as storm, flood etc.

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RESTRICTED e. Prevention Maintenance. The maintenance to prevent the

damages to become more disaster because of the material used was not fulfill the requirement and to avoid the increase of the maintenance cost.

f.

Rehabilitate Maintenance. The necessary maintenance when the

annual maintenance or five years maintenance was not enough when certain maintenance need to be done on the building or structure before the timeline.

9.

Categories of Maintenance Works in the Unit. The maintenance works

are categorised as follows: a. Civil Works. This is the maintenance works comprising buildings,

roads, drainage, water supply, sewerage, obstacle course, parade squares, jetties, airfields, playground, swimming pools, security fencing and others civil work.

b.

Electrical Works. The maintenance works comprises external or

internal rewiring, replacement of electrical appliances, services or items such as street lightings, electric fans, security lighting and poles and power substations.

c.

Mechanical

Works.

The

maintenance

works

to

include

maintenance of lifts, kitchen, pumps, air-conditioning and generators. 7 RESTRICTED

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d.

Other Maintenance. This is include unit self-help, landscape and

pest control.

THE WORK SERVICES FLOW PROCEDURES PROCESS

10.

The maintenance of camp and its infrastructure must be well planned and

implemented in accordance to guidelines given by the Army. At the unit level the unit commander is responsible to ensure planning, monitor and control all maintenance works carried out by the implementing agencies is properly done according to the approved scope of works. Below is a common flow chart procedure of work scope used by this organisation while Annex A shown the flow chart for special maintenance project. HAND OVER
SUBMIT JP&P4/ JKR 4 IMPLEMENT / EXECUTE WORK

ALLOCATIO N AVAILABLE PROVIDE PRIORITY

MAINT WORK

PLANNED

MAINT CATEGORIES

ANNUAL/ SCHEDULE

EMERGENCY/ UNFORESEEN

CONTRACTOR TO CARRY OUT WORK

DISTRIBUTION LIST JP&P 4 - (7 COPIES) BLP (JP&P) 4 SERVICE HQ 1 MSS/BASE 1 UNIT - 1

JP&P

JKR JKR 4 - (6 COPIES) JKR (CKT) 3 SERVICE HQ 1 8 MSS/BASE 1 RESTRICTED UNIT - 1

KAN 1

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After above procedures complete the circle and end up with hand over, there will be another procedure inside the hand over. Below is a flow chart for building hand over. * CPC dikeluarkan * Dipisahkan oleh pelaksana/PMC * Pemeriksaan teknikal

PROJEK SIAP

-----------------------------------------------------------------------* Pemeriksaan teknikal * Sediakan laporan * Kontraktor baiki kecacatan

PEMERIKSAAN PRA AMBIL ALIH

* Jururunding * Agensi pelaksana * MK TD Cwg P&P

----------------------------------------------------------------------------------------------------------* Lembaga pegawai unit * Berasaskan laporan teknikal * Sediakan laporan lembaga * Kontraktor baiki kecacatan
LEMBAGA AMBIL ALIH

* Jururunding * Agensi pelaksana * MK TD Cwg * Pasukan

----------------------------------------------------------------------------------------------------------* Lengkapkan inventori * Juruperunding * JP&P kemas kini inventori dan * Agensi pelaksana as built dwg * MK ATM JP&P PASUKAN * DLP (12/24 bulan) pasukan * MK TD Cwg P&P MARCH IN lapor kecacatan * Pasukan * Tamat DLP bayaran akhir

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RESTRICTED 11. Planning. As described earlier, the maintenance works commences as

the building is complete and handed over to the unit. It ceases upon written-off or no more economical to maintain. Therefore, good and sound planning by the commanding officer is very important to ensure that maintenance work is properly implemented and thus the life and usage of building and facilities is extended and made possible at all time. The concentration of maintenance works must be covered short term and long term planning and based on corrective maintenance and preventive maintenance such examples minor maintenance works either corrective and preventive can be included in short term planning and maintenance works which involve with preventive maintenance and need big amount of allocation to be included in long term planning. Priority of maintenance works should be given to improve living quarters such as accommodation block and married quarters, basic necessity and security of the buildings and infrastructures.

12.

Records of Maintenance. Proper records of maintenance (building and

infrastructures) will ensure the success of maintenance works. Preferably the units inventory system should contain the following basic requirements, which includes history of the building (age), cost of constructions (if available), list and cost of previous maintenance, building defects (design or constructions), list and cost of previous upgrading works and lastly list of damages (scope of works). Such example for repainting the building (once every five years), the units must

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RESTRICTED keep a record of history of their building in planning at such schedule maintenance.

13.

Financial Allocation. Normally, at the unit level the allocation for

maintenance works is coordinated by higher formation or PTJ annually, this includes schedule maintenance, annual maintenance, emergency maintenance, unforeseen maintenance, unit self help, landscape and pest control. While for preventive maintenance with involve long term planning, the unit have to acquire allocation to Army logistic HQ through proper channel and procedure. The current procedure of maintenance work base on types and categories and financial allocation as shown below.

Current Process of Financial Allocation

ANNUAL MAINT

CIVIL MAINT ELECTRICAL MAINT MECHANICAL MAINT UNIT SELF HELP LANDSCAPE PEST CONTROL WORK SERVICE
IMPLEMENT AGENCY

EMERGENCY MAINT

WORK SCOPE/ FMN HQ LETTER OR MSG / PTJ

UNFORSEEN MAINT

SCHEDULE MAINT

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RESTRICTED Important financial policies and procedure must be kept by the unit such as AP 182, SPP Bil 2/99 Bertarikh 15 Feb 1999, SPP Bil 2/2001 Bertarikh 12 Mac 2001, KP/WANG/B/0.501/1 Jil 5 (16) Bertarikh 25 Mac 2001 and

KP/WANG/B/0.501/1 Jil 6 (15) Bertarikh 3 Jul 2002 as a references.

14.

Monitoring and Controlling. It is the responsibility of Commanding

Officer to monitor and control the implementation agencies (JKR or JP&P or UPKAT) to carry out the maintenance works entrusted upon them. The defect and liability period due to construction as laid down in the contract must be made known both parties. The impact of the maintenance works will depend on the appropriate scope of works, the appropriate estimation of cost and the works carried out to meet the standard within the stipulated time and accepted by the user. 15. Current Process of Maintenance Works. The current process of

acquisition maintenance works can be divided into three categories, which are through works scope, work service and PTJ. The process for those maintenance works are explained as follows:

a.

Works Scope. The scopes of work should cover the entire works

physically require by the unit for their maintenance annually. Normally the unit have to submit to higher formation for allocation approval. Once approved, the unit have to submit JKR 4 / JP&P 4 to implementation

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RESTRICTED agency for the next action as shown in the flow chart in a page 8 of this paper.

b.

Work Service. This is minor work which normally involves the

estimated cost of less than RM100,000.00. The maximum limit of the budget for the project is decided through current treasury

circular/instruction which is reviewed from time to time. The procedure for work service is shown as below:

WO RK S ERV ICE A P PL ICA TI ON P ROCE DURE

E stim ate d C o st

P u rch a se (H6 ) / Q u o ta tio n ( H7 ) W o rk do n e By co n tr act o r E xe cu te / h an d ov er

U ni t R e q ue st In spe ct io n /h an d ov er Not A pp ro ve

JK R / JP & P

A p p rov ed S vc H Q V e ttin g A pp ro ve d A p p rov in g A u t ho ri ty JP & P D i r

N o t A p pro v e

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RESTRICTED The Director of Accommodation and Work at AF HQ is authorised to approve the project. The categories of minor works (work service) are as follows:

a.

Unforeseen Work Service. The estimate cost of the project

is normally not more than RM20,000.00.

b.

Prevention Work Service. The estimate cost of the project

is normally more than RM 20,000.00 or low than RM100.000.00.

c.

PTJ. The process and procedure through PTJ require the

unit to submit their application to formation headquarters either by letter, message and telephone. This is applicable for emergency and unforeseen maintenance works.

ANALYSIS ON 25 RMRS ARMY CARE PROJECT

16.

Based on study at 25 RMR, this sub syndicate only managed to get a

Laporan, Sokongan dan Ulasan Lembaga Ambil Alih Projek Cadangan Pembangunan Semula Kem Tentera Darat Di Bawah Program Army Care di 25 RMR, Bentong, Pahang (25 RAMD/100/A) as per attachment to this paper. Other documents related cannot be release by the unit due to classification data to be share in public.

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RESTRICTED SHORTCOMING AND PROBLEM

17.

In general, after the analysis conducted by the sub syndicate towards 25

RMR, below are a common and clear shortcomings and problems faced by the unit during the project of Army Care. a. Units Is Not Entitle To Comment On The Project. Based on the

interviewed with a Commanding Officer, during a progress of the project, unit been told not to interrupt or comment for any matters or issues which been approved early by the formation or responsible parties from both organisation and contractor. Meanwhile, the projects run with an early agreement without proper consult from the user or unit itself.

b.

Payment Is Made Directly To Contractors. Is no other way unit

can control this matter. Advantage goes to the contractors because soon they submit the project progress, payment will be making to them based on early agreement. This issue is beyond the Commanding Officers control and the contractors already know that the unit doesnt make a payment to them.

c.

Project Specification Is Prepared By Unit But Works Approval

By JP&P. Unit at early stage come up with a project specification based on the capabilities or units requirement. That is the only part done by unit in order to get the best facilities in their unit but the works approval was 15 RESTRICTED

RESTRICTED not done by the unit itself. The JP&P will deal with original plan or specification by a unit before approved it for contractor to start their job.

d.

Q Brief Is Made On General Basis. Q brief must be conducted in

details, but normally it is just been done in general without telling the details on every part of below title which should be discuss to know the actually situation before the project started.

(1) (2) (3) (4) (5) (6) (7)

Function of the building. Buildings status. Architect Designs requirement. Structure requirement. Mechanical requirement. Electrical requirement. Security requirement.

e.

Q Brief Is Not Screened By CO. Q brief was not screened by the

CO due to lack of observation and not as a priority when the job indirectly done by quartermaster (QM) of a unit. QM again failed to brief or informs the CO regarding above matter.

f.

No Continuation. No continuation among all parties involve when

unit task is to prepare the brief, while the JP&P will executing the plan and

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RESTRICTED the contractors will performing the job. All parties suppose to work hand in hand to get a good result with minor modifications or damages.

Why Shortcomings And Problems Occurred?

18.

After the brainstorming among syndicate members, below is a

management tool to show on how we managed to get another shortcomings and problems in work service flow rather than just concentrate on analysis on 25 RMR. This tool also includes some part of the common issues raise in 25 RMR and information based on observation.

19.

For final end state the sub syndicate believed that rather than inputs from

25 RMR, the overall shortcomings and problems in work service flow can be divided into four categories as below: 17 RESTRICTED

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a.

Method. (1) (2) (3) (4) No maintenance meeting / committee been conducted. Bureaucracy in maintenance system cannot be denied. Problems in planning stage by a unit. Q brief preparation not conducted well.

b.

Machine. (1) Unavailable contractors to accept or suite with work

specification. (2) Incompetent contractor.

c.

Men. (1) Lack of technical staff at A&W Directorate to assist the unit

and monitor the overall project. (2) (3) Incompetent commander and staff to get the job done. Changing of requirement at the last minute or in between

during the project is ongoing.

d.

Material / Money. (1) Insufficient allocation cannot be denied happen to any

project. Its mean, the quality will be reducing due to the material used by the contractors.

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RESTRICTED (2) Poor distribution of allocation always happens due to

economic crisis or other requirements.

RECOMMENDATION

20.

In managing maintenance work and issues and challenges faced by the

unit, Sub-syndicate 2C would like to recommend the following aspect to be considered for continuous improvement based on the POLC function:

a.

Planning. Unit, formation or service headquarters must consider

the priorities, build ownership culture, change of attitude of every parties involve, awareness in all matters, preparing a detail Q brief, identify clearly the cost related and right man for the right job.

b.

Organising. Maintain the schedule of the project, updating the

documentations and records, monitoring inspection by respective agencies, tabling the requirements to Army Development Committee and identifying executing agencies (contractors) must be done in this level / stage.

c.

Leading. Responsible agencies must make sure they maintain the

committee meeting, identify the schedule of maintenance work, develop maintenance culture and conduct inspection.

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e.

Controlling. In this level / stage responsible agencies must make sure effective control system, adhere to policy and instruction, defeat report, documentations and records in order, regular inspection conducted, spot check and teach Commanding Officers to exercise his power on approval and signing of works complete certification.

21.

Some additional explanation to be more in details been highlighting below

just to support the above function through sub syndicates observation.

a.

Camp Maintenance Work Committee. It is ideal to have a Camp

Maintenance Work Committee to be set-up to assist the Commanding Officer responsibility. This committee should be able to drawn up a master plan and monitor and control all maintenance works carried out in the unit. The committee can consist of the Second in Command of the unit as the chairman, OC Coy and the representative from the JKR/A&W staff (maintenance agency) as members and the Quartermaster as the Secretary.

b.

Proper Documentations and Records. All procedure and policies

related maintenance work and financial must be controlled and maintain by desk officer at Army Logistic HQ to all unit in the Army by using current

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RESTRICTED technology system. Commanding officer is responsible to ensure all document and record are properly maintained and control systematically such example certain relevant information about building and facilities must be included for benefit for their master plan.

c.

Categorising Annual Camp Maintenance and Work Services.

Clear policies/instruction must be issued to the unit level and implementation agencies to differentiate between annual camp

maintenance (works scope) and work services process and procedure. This is to accommodate the conduct of schedule maintenance, emergency maintenance and unforeseen maintenance of all buildings and

infrastructures in the unit. The current process of work service need to be reviewed because takes long time process by implementing agencies to access costing of buildings and facilities due limited manpower.

d.

Review Functions of Implementation Agencies. Functions of

implementation agencies must review toward assist the unit in preparing works scope, inspection of building and facilities, give technical advice on short term and long term maintenance planning and be transparent in their duties such as the quality of materials and workmanship.

e.

Develop Maintenance Culture. The Commanding Officer is

responsible to create culture sense of belonging among every members

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RESTRICTED of the unit. Barrack damages should be imposed on negligence with the intention to educate the personnel concerned so that they are more responsible.

f.

Establish Enforcement Cell at Formation HQ. Due to ignorance

in certain technical knowledge, standard designed of building and infrastructure, workmanship and quality of material most of the units in the Army, syndicate would like to suggest the enforcement cell should be established every formation level, probably qualified personnel from RAJD.

g.

Review Course Syllabus. Course syllabus at Logistic Wing, IPDA

must be reviewed to suit with current policies and procedures of maintenance work in the unit such examples procedure of work service and related financial policies.

h.

Keep writing to higher formation or responsible agencies although

no action has been taken for future references.

CONCLUSION

22.

Managing the maintenance work in the unit is very important during

peacetime soldering. As a Commanding Officer it is his responsibility in ensuring

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RESTRICTED the building and infrastructure or facilities well maintain for benefit their personnel and families. Poor management of document and record cannot be accepted in the modern technology today because it will contribute changing resistant culture in the Army. The Commanding Officer responsible to the plan and as a commander, he has the right to approve whatever job that has been done by the contractor.

23.

In planning, monitoring and controlling maintenance works such as civil,

electrical, mechanical, unit self help, landscape and pest control in the unit demand the Commanding Officer to have adequate knowledge on policies and procedure in order to avoid the contractors or third parties to influence for the benefit of a unit. In other words, the shortcomings and problems along the line of the process flow for work service could be minimise if all the recommendations been counted for in a future.

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REFERENCES

1.

Perintah Angkatan Tentera Malaysia (PATM) Jilid 3 Bab 13.

2.

Skala Bangunan dan Kemudahan Angkatan Tentera Malaysia.

3.

Laporan, Sokongan dan Ulasan Lembaga Ambil Alih Projek Cadangan

Pembangunan Semula Kem Tentera Darat di Bawah Program Army Care di 25 RAMD, Bentong, Pahang.

4.

Financial Policies and Procedures AP 182, SPP Bil 2/99 Bertarikh 15

Feb 1999, SPP Bil 2/2001 Bertarikh 12 Mac 2001, KP/WANG/B/0.501/1 Jil 5 (16) Bertarikh 25 Mac 2001 and KP/WANG/B/0.501.1 Jil 6 (15) Bertarikh 3 Jul 2002.

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