camp maint - write up

8/6/2019 Camp Maint - Write Up

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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

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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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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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SCOPE

5. The paper will cover the following scope:

a. Overview the maintenance lexicography and concept.

b. The work services flow procedures process.

c. Analysis on 25 RMRs Army Care Project.

d. Shortcoming and problem.

e. Measures to overcome.

f. 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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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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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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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.

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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

DISTRIBUTION LIST

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MAINTWORK

SUBMITJP&P4/JKR 4

MAINTCATEGORIES

EMERGENCY/UNFORESEEN

ANNUAL/SCHEDULE

PLANNED

ALLOCATIONAVAILABLE

IMPLEMENT / EXECUTEWORK

PROVIDEPRIORITY

CONTRACTOR TOCARRY OUT WORK

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

KAN 1

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

UNIT - 1

JKRJP&P


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PROJEK SIAP

PEMERIKSAANPRA AMBIL

ALIH

LEMBAGAAMBIL ALIH

PASUKANMARCH IN

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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

* Jururunding------------------------------------------------------------------------ * Agensi pelaksana

* MK TD Cwg P&P* Pemeriksaan teknikal* Sediakan laporan* Kontraktor baiki kecacatan

-----------------------------------------------------------------------------------------------------------

-

* Lembaga pegawai unit * Jururunding * Berasaskan laporan teknikal * Agensi pelaksana* Sediakan laporan lembaga * MK TD Cwg* Kontraktor baiki kecacatan * Pasukan

------------------------------------------------------------------------------------------------------------* Lengkapkan inventori * Juruperunding * JP&P kemas kini inventori dan * Agensi pelaksana

as built dwg * MK ATM JP&P* DLP (12/24 bulan) pasukan * MK TD Cwg P&P lapor kecacatan * Pasukan* Tamat DLP bayaran akhir

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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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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

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ANNUALMAINT

EMERGENCYMAINT

UNFORSEENMAINT

SCHEDULEMAINT

CIVILMAINT

ELECTRICALMAINT

MECHANICALMAINT

UNIT SELFHELP

LANDSCAPE

PESTCONTROL

WORKSCOPE/LETTEROR MSG

FMN HQ/ PTJ

IMPLEMENTAGENCY

WORKSERVICE


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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 2002as 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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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 SERVI CE AP PL ICATION PROCEDURE

U nit

R e q ue stJKR /JP& P

W o rk do n e

By

co n tr act o r

Svc H Q

Ve tt in g

Ap p rov in g

Au tho ri ty

JP& P D ir

N o t

A pp ro ve

N o t Ap pro v e

Es tim ate d C o st

In spe ct io n

/h an d ov er

Pu rch a se (H6 ) /

Q u o ta tio n ( H7 )

Ex e cu te /h an d ov er

Ap p rov ed

A pp ro ve d

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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 di25

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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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

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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) Function of the building.

(2) Buildings status.

(3) Architect Designs requirement.

(4) Structure requirement.

(5) Mechanical requirement.

(6) Electrical requirement.

(7) 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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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:

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a. Method.

(1) No maintenance meeting / committee been conducted.

(2) Bureaucracy in maintenance system cannot be denied.

(3) Problems in planning stage by a unit.

(4) 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) Incompetent commander and staff to get the job done.

(3) 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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(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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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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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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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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camp maint - write up

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