1、本科毕业设计（论文）外文翻译原文SOUNDMAINTENANCESTRATEGIESFORASSETPRESERVATIONTHEGOALOFGOODMAINTENANCEISTOMINIMIZEITIMPACTOFAGINGOFBUILDINGSANDEQUIPMENTONTHEBOTTOMLINE,ANDTOPROVIDETHEMOSTEFFECTIVEUSEOFTHEPROPERTYATTHELOWESTCOSTCONSISTENTWITHTHEOWNERSSHORTANDLONGTERMGOALSASTHEPROPERTYMANAGER,YOUAREASTEWARDOFTHESEASS
2、ETSASOLIDMAINTENANCEPROGRAMBEGINSWITHTHEOWNERSUNDERSTANDING,COMMITMENT,SUPPORTANDINVOLVEMENTINASTRUCTUREDPLANMAINTENANCEMUSTHEKEPTINTHEFOREFRONTOFTHEOPERATINGTEAMSCONSCIOUSNESSTHEMISSIONSTATEMENT,ORTHESTANDARD,SHOULDHETHEDRIVINGFORCEFORKEEPINGTHETEAMONCOURSETODELIVERWORLDCLASSSERVICETOITSCUSTOMERS,I
3、NCLUDINGOWNERS,CUSTOMERS,TENANTSANDVENDORSITISTHERESPONSIBILITYOFPROPERTYMANAGERSTOHELPTHEFRONTLINETEAMKEEPTHESTANDARDANDITSRELATIONSHIPTOTHEIROWNERSBUSINESSESINPERSPECTIVETHISPERSPECTIVEENABLESTHEMANAGEMENTANDFRONTLINETEAMTOAPPRECIATETHEPRIORITIESTHEOWNERHASSETFORTH,WHICHMAYLESSENTHEIRFRUSTRATIONWH
4、ENWORKCANNOTBESCHEDULEDASPLANNEDBEGINDEVELOPINGYOURPLANWITHANASSESSMENTOFTHEPRODUCTIVITYOFTHEBUILDINGYOUAREMANAGINGYOUMAYUSEONEORMOREOFTHEFOLLOWINGTOBEGINYOURASSESSMENTSTRATEGICMEASURESSTRATEGICMEASURESCANBEDERIVEDFROMMEASURINGMAINTENANCECOSTSTONETOPERATINGINCOMENOI,MAINTENANCECOSTSTOASSETVALUEOREQU
5、IPMENTREPLACEMENTCOSTSPERSQUAREFOOTPROCESS/SAFETYMEASURESTHATIMPACTPROFITABILITYAREASSESSEDASUSOCCUPATIONALSAFETYANDHEALTHADMINISTRATIONOSHAINJURIESPERMANHOURS,UTILITYEXPENSEPERSQUAREFOOTKILOWATTHOURSPEROCCUPIEDSQUAREFOOTPERYEARBECAUSESUCHMEASURESIMPACTTHEOWNERSPROFITABLYAND/ORRETURNONINVESTMENT,YOU
6、MAYHAVEUSEDTHEMINDEVELOPINGYOURCPMMANAGEMENTPLANYOUCANREFERENCEBENCHMARKINGSTUDIESLIKETHEINCOME/EXPENSEANALYSISOFFICEBUILDINGSFROMIREMORTHEDOLLARSANDCENTSOFSHOPPINGCENTERSFROMTHEURBANLANDINSTITUTEULITOOBTAINASENSEOFWHATISANAVERAGEMEASUREFORYOURPROPERTYTYPEINTERNALMEASURESINTERNALMEASURESAREOFTENCONS
7、IDEREDTHEOPERATINGSTANDARDSOFTHEOWNERANDCANBEDERIVEDFROMTHEFOLLOWING1REVIEWINGONSITEFACILITYCONDITIONSANDCOMPARINGTHEMTOTHESTANDARD2TENANTSATISFACTIONINCLUDINGANEVALUATIONOFRESPONSETIMETOURGENTWORKREQUESTS3UNDERSTANDINGTHELEVELOFDEFERREDCAPITALINVESTMENT4MEASURINGCOMPLAINTLEVELSANDTHEBACKLOGSOFWORKA
8、TMYORGANIZATION,THESESTANDARDSAREAUDITEDBYATHIRDPARTYATRANDOMTIMESOFTHEYEARRESULTSAREREPORTEDBACKTOTHETEAMANDDEFICIENCIESAREADDRESSEDTENANTSATISFACTIONISUSUALLYMEASUREDBYATHIRDPARTYSURVEYWHICHGIVESTHEPROPERTYTEAMSFEEDBACKTOHELPTHEMIMPROVEEQUIPMENTRELIABILITYTHERELIABILITYOFYOUREQUIPMENTCANBEMEASURED
9、BYCALCULATINGAVERAGEEQUIPMENTDOWNTIME,TIMEBETWEENEQUIPMENTFAILURES,MAINTENANCEOVERTIMEPERCENTAGE,TRAININGRELIABILITYANDTHEAVERAGENUMBEROFPREVENTIVEMAINTENANCEACTIONSYOUSCHEDULETOPREVENTTHEFAILUREOFEQUIPMENTBEFOREITOCCURSSEESIDEBARONNEXTPAGEMONITORINGCAPITALINTENSIVESYSTEMSLIKECENTRALPLANTSANDROOFTOP
10、UNITSISCRITICALTOTHEIRPRESERVATIONOPERATIONSCONTRLITHECONTROLOFYOUROPERATIONSCANBEMEASUREDBYCALCULATINGTHEPERCENTAGEOFDIRECTWORKCONDUCTEDBYTHEOWNERSTEAM,THEPERCENTAGEOFSUPERVISORYHOURSREQUIREDTOOPERATE,THETEAMSPERFORMANCEAGAINSTSTANDARDS,WORKSCHEDULECOMPLIANCE,ANDTHERATIOOFMANHOURSUSEDFORPLANNEDANDU
11、NPLANNEDWORKTHEINDIVIDUALSWITHININHOUSEMANAGEMENTTEAMAREALLEMPLOYEESUNDERACONTRACTOFSERVICEWITHTHEMANAGEMENTCORPORATIONASSUCH,SHOULDTHEREARISEACASEOFBREACH,NEGLIGENCEORMALPRACTICE,AMANAGEMENTCORPORATIONWHICHEMPLOYSANINHOUSEMANAGEMENTTEAMMAYBERENDEREDLIABLEFORSUCHACTSOFITSEMPLOYEES,EITHERTHROUGHAGENC
12、YPRINCIPLES,ORVICARIOUSLYONTHEOTHERHAND,THELEGALPOSITIONOFTHEMANAGINGAGENTISTHATOFANINDEPENDENTCONTRACTORMETRICSLIKETHESEBESTENABLEAMANAGERTODETERMINEMANHOURSNEEDEDTOMAINTAINANEFFICIENTOPERATIONADDITIONALLY,THEALLOCATIONOFSTAFFORCONTRACTINGOUTFORASPECIALIZEDCRAFT,LIKEHVAC,MAYBEACHIEVEDBYUNDERSTANDIN
13、GTHERESULTSCALCULATINGSUCHMETRICSBYHANDCANBETIMECONSUMINGITHASBEENMYEXPERIENCETHATMEASUREMENTSAREMOSTEFFECTIVEWHENACOMPUTERIZEDMANAGEMENTMAINTENANCESYSTEMCMMSISINPLACEANDBENCHMARKSAREREVIEWEDCONSISTENTLYANDFREQUENTLYYOUWILLBEGINDEVELOPINGAMASTERPLANAFTERYOUHAVEESTABLISHEDKEYASSESSMENTMEASURESTHATARE
14、MEANINGFULTOYOUROWNER,ANDTOTHESIZEANDSOPHISTICATIONLEVELOFYOURPORTFOLIOIDENTIFYINGKEYMEASURESWILLENABLETHETEAMTODEFINEASTARTINGPOINT,PREPAREAMASTERPLANTHATISMEANINGFULFORTHETEAMANDHELPTHETEAMMEASUREANDCELEBRATESUCCESSTHEMASTERMAINTENANCEPLANSHOULDCOVERTHEORGANIZATIONAL,SYSTEM,BUILDING,EQUIPMENT,QUAL
15、ITYANDPROCEDURALNEEDSOFTHECOMPANYTHEPLANDEFINESANDPRIORITIZESALOGICALSEQUENCEOFACTIONSWITHINAMEASURABLEPERIODOFTIMETHEPLANSHOULDBEREALISTIC,DEFINERESPONSIBILITYANDBECONSISTENTWITHTHEFINANCIALOBJECTIVESOFTHEORGANIZATIONTHEMAINTENANCETEAMISTYPICALLYSUPPORTEDBYAPROPERTYMANAGERORANOPERATIONSMANAGERWHOIS
16、RESPONSIBLEFORCOMMUNICATINGTHEMAINTENANCEPLANTOTHETEAM,MONITORINGTHEFINANCIALIMPACTOFWORKINTHEFIELDANDORCHESTRATINGACTIONBYDEVELOPINGOVERALLTIMELINESANDELIMINATINGBARRIERSTHATTHEFRONTLINETEAMOFENGINEERSMAYEXPERIENCEAMAINTENANCETEAMMAYALSOENJOYTHETALENTSOFAFIELDSUPERVISORWHOISTYPICALLYAHANDSONLEADERW
17、HOWORKSALONGSIDETHEMAINTENANCETEAMTOENSURETHEWORKISACCOMPLISHEDBUDGETCONSIDERDEVELOPINGAMAINTENANCEBUDGETISCOMPLEXWORKITHINKITISIMPORTANTTONOTETHATMAINTENANCEISNEITHERAVARIABLENORAFIXEDEXPENSETHEBUDGETWILLFLEXINASTEPPEDPATTERNBASEDONTHEPHILOSOPHYOFTHEOWNERANDHOWEXPENSESHAVEBEENINCURREDINTHEPASTTHEKE
18、YISTOUNDERSTANDTHOSEPATTERNSANDPLANFORTHENEXTPHASETHESESTAFFMEMBERSAREDIRECTLYACCOUNTABLETOTHEIRSUPERIORSINTHEMANAGINGAGENTFIRMANDNOTTOTHEMANAGEMENTCORPORATION,ALTHOUGHITISTHEMANAGEMENTCORPORATIONTHATHIRESANDPAYSTHEMANAGINGAGENTSFIRMFORTHEFIRMSSERVICESINOTHERWORDS,THEREISANADDITIONALLAYERJUXTAPOSEDI
19、NTHERELATIONSHIPBETWEENTHEMANAGINGAGENTSSTAFFONSITEINTHESTRATADEVELOPMENTANDTHEMANAGEMENTCOUNCILTHISCANRESULTINALOWERDEGREEOFCONTROLBUDGETINGOFTHISNATUREOFTENREQUIRESNOTONLYANANALYSISOFACCOUNTINGRECORDSBUTOFWORKRECORDSASWELLAMORESOPHISTICATEDOWNERWILLFURTHERDEVELOPTHISPLANTOINCLUDEAFIVEYEARCAPITALPL
20、ANNEDFORSIGNIFICANTIMPROVEMENTSLIKEROOFREPLACEMENT,PARKINGLOTREPLACEMENT,ETCTHATREQUIRELARGEAMOUNTOFCAPITALINVESTMENTAWEEKLYACTIVITYREPORTUSUALLYCOMPRISEDOFWORKORDERSISSUEDINTHEPRIORWEEKISAKEYREPORTTHATWILLHELPYOUDEVELOPYOURMASTERPLANACTIVITYREPORTSMAPRODUCETHEFOLLOWINGMETRICSTHATCANBEUSEDTOCREATEYO
21、URPLANANDADMINISTERBUDGETCONTROLSWORKORDERNUMBERWORKORDERSTATUSESTIMATEDMANHOURSFORTASKESTIMATEDMANHOUREXPENDEDINTHEPERIODPRIORITIZATIONOFWORKWORKTYPEWORKORDERREQUESTDATEWORKORDERDUEDATEREQUESTOR/REQUESTINGDEPARTMENTEQUIPMENTNUMBERANDDESCRIPTIONIFYOUHAVETHEGOODFORTUNEOFMANAGINGYOURMAINTENANCEDEPARTM
22、ENTWORKFIOWWITHACOMPUTERIZEDMANAGEMENTMAINTENANCESYSTEMCMMS,YOUWILLBEABLETOCAPTUREEVENMORESTATISTICSFROMTHISDATA,LIKEMISALLOCATIONOFRESOURCESBASEDONTHEWORKSPRIORITY,EQUIPMENTFAILURETRENDS,CURRENTWORKLOG,BACKWORKLOG,PREVENTIVEMAINTENANCESTATUS,CALLINFREQUENCY,OVERTIMEANDMORESOMESYSTEMSEVENALLOWTHEPRO
23、PERTYMANAGERTOSURVEYTENANTSWHORECENTLYRECEIVEDWORKPREVENTIVEMAINTENANCEPREVENTIVEMAINTENANCE,ORPM,ISTHEPLANNEDCAREANDSERVICEOFEQUIPMENTTOPREVENTITSFAILURELIKEASERVICESCHEDULEFORANAUTOMOBILE,SPECIFICPROPERTYMAINTENANCETASKSSHOULDBEASSIGNEDATVARYINGFREQUENCIESTOKEEPABUILDINGFROMEXPERIENCINGUNEXPECTEDE
24、QUIPMENTBREAKDOWNSPREVENTIVEMAINTENANCEACTIVITIESTYPICALLYINCLUDETESTS,MEASUREMENTS,ADJUSTMENTS,PARTSREPLACEMENTANDPARTIALORCOMPLETEEQUIPMENTOVERHAULSNOMATTERHOWEFFICIENTAMANAGEMENTAGENTMAYBE,ITISPROBABLETHATTHEREISATIMELAGINTERMSOFREACTIONTIMETHISISBECAUSEGENERALLY,STAFFOFTHEMANAGINGAGENTSFIRMWHOAR
25、EBASEDONSITEINTHESTRATADEVELOPMENTAREMOREJUNIORPROPERTYOFFICERSWHOREPORTTOTHEIRSUPERIORSTHEPROPERTYMANAGERTHEHIGHERTHEVALUEOFPROPERTYASSETSANDEQUIPMENTPERSQUAREFOOTOFTHEPROPERTY,THEGREATERTHERETURNWILLBEONAPREVENTIVEMAINTENANCEPROGRAMTOCONSTRUCTAQUALITYPREVENTIVEMAINTENANCEPROGRAMITISIMPORTANTTOESTA
26、BLISHINSPECTIONANDPREVENTIVEMAINTENANCEASANIMPORTANTPARTOFYOUROVERALLMAINTENANCEPROGRAMASSIGNARESPONSIBLE,MOTIVATEDTEAMTOPERFORMPREVENTIVEMAINTENANCEACTIONSPROVIDETRAININGINPREVENTIVEMAINTENANCETECHNIQUESSPECIFICTOTHEEQUIPMENTATYOURPROPERTIESCREATEDETAILEDPROCEDURESFORPERFORMINGPREVENTIVEMAINTENANCE
27、TASKSPUBLICIZEREDUCEDCOSTSTHATSTEMFROMPREVENTIVEMAINTENANCEACTIONSLIKEANYMAINTENANCEOPERATION,THISPROGRAMHASRISKS,SUCHASEQUIPMENTFAILUREORHUMANERRORWHENPERFORMINGPREVENTIVEMAINTENANCEACHIEVEINGMAINTENANCEEXCELLENCEISACRITICALPATHTOENSURINGRETURNONINVESTMENTSATISFACTIONANDPROACTIVELYMANAGETENANTRELAT
28、IONSASMENTIONEDEARLIER,THISISANEFFICIENTMEANSTOPROACTIVELYMANAGETHIRDPARTYSURVEYRESULTS,DELIVERINGHIGHERTENANTSATISFACTIONASANEXAMPLE,1RECEIVEDONEMONTHLYCMMSSURVEYTHATINDICATEDTENANTSBELIEVEDTHEENGINEERSONMYTEAMWERENOTRESPONDINGTOTHEIRREQUESTS,WHENINFACT,THEYWEREWEDETERMINEDTHATTHEPRIMARYTENANTCONTA
29、CTMAYHAVEBEENBUSYWHENTHEENGINEERWASONSITEASARESULT,OURTEAMDEVELOPEDASERVICECARDTHATTHEENGINEERCOULDLEAVEONTHECONTACTSDESKTOMAKEHIMORHERAWAREWHENTHEREQUESTEDSERVICESARECOMPLETEDINANYEVENT,THEMAINTENANCEINFORMATIONOBTAINEDFORFORECASTINGYOURBUDGETANDDEVELOPINGAWORKPLANSHOULDINCLUDEEFFICIENCYTRENDINGREP
30、ORTSLIKEBACKWORKLOGS,COMPLETEDPREVENTIVEMAINTENANCEACTIONS,OVERTIMETRENDS,ANDEQUIPMENTRELIABILITYTRENDSTHISINFORMATIONPROVIDESCRITICALDECISIONMAKINGTOOLSFORTHEMANAGEMENTSTAFFSOTHEMAINTENANCEORGANIZATIONCANFUNCTIONEFFICIENTLYMANAGINGMAINTENANCESTAFFTHEMAINTENANCESTAFFISRESPONSIBLEFORINCLUDINGANUMBERO
31、FCRITICALAREASSUCHASTHESUPERVISIONOFWORKEXECUTION,PLANNEDWORKPREPARATIONANDENGINEERINGTHEMAINTENANCESUPERVISORISRESPONSIBLEFORTHECONTROL,QUALITY,COSTSANDEFFECTIVENESSOFACTUALMAINTENANCEWORKTHISCANBEACHIEVEDBYENSURINGTHATTHEREISLITTLETIMELOSTBETWEENJOBS,ENSURINGTHENEXTJOBISALWAYSREADYANDPRIORITIZINGM
32、AINTENANCETASKSTHEEXTENTOFTHISPROBLEMISFARLESSSERIOUSFORMANAGEMENTCORPORATIONSTHATEMPLOYANINHOUSEMANAGEMENTTEAMALTHOUGHLIKEANYOTHERORGANIZATION,THEREMIGHTBEATURNOVEROFSTAFFWITHINTHEINHOUSEMANAGEMENTTEAM,CONTINUITYISLESSSEVERELYAFFECTEDBYTHECHANGEOFONEORMORESTAFF,ASCOMPAREDTOACHANGEINMANAGINGAGENT,WH
33、ERETHEENTIRESYSTEMOFMANAGEMENTANDITSFRAMEWORKCOULDBEOVERHAULEDTHEMANTRA,“MANAGEBYWALKINGAROUND“HASNEVERBEENTRUERTHANITISFORMAINTENANCEWORKINTODAYSBUILDINGSVISITING,RECOGNIZINGANDENCOURAGINGOURFRONTHNETEAMNOTONLYADDSCREDIBILITYTOTHEIRWORKBUTMOTIVATESTHEMASWELLMAINTENANCESUPERVISORSSHOULDALSOIDENTIFYA
34、NDPROVIDEANYNECESSARYTRAININGREQUIREDFORTHEIRCREWMEMBERSRESPONDINGQUICKLYTOEMPLOYEESWHOASKFORSUPPORTORTRAININGHEIGHTENSPERFORMANCESTAYINGONSCHEDULEMEANSGOODPLANNINGANDENSURINGTHATTHETEAMHASTHETOOLSNEEDEDTOGETTHEIRWORKDONEHOLDINGEACHMEMBERACCOUNTABLEFORTHEIRWORKALSOHELPSTOKEEPEMPLOYEEMORALEHIGHWHERET
35、HEREAREOPPORTUNITIES,THEMAINTENANCEWORKLOADCANBECONTRACTEDTOSPECIALIZEDVENDORSTYPESOFWORKCOMMONLYCONTRACTEDOUTINCLUDESEASONALJOBSLIKEEXTERIORLANDSCAPING,GROUNDSWORKANDSNOWREMOVAL,ONETIMECONSTRUCTIONWORK,SPECIALIZEDWORKLIKEMANAGINGCHEMICALSFORCERTAINTYPESOFEQUIPMENT,LOWSKILLWORKLIKEHOUSEKEEPING,HIGHS
36、KILLWORKLIKEMANAGINGBUILDINGSECURITYESPECIALLYTHOSEPROPERTIESWITHEXTENSIVECLOSEDCIRCUITTELEVISIONCCTVPROGRAMS,VERTICALTRANSPORTATION,WORKTHATREQUIRESALICENSE,ANDWORKWHERETHECONTRACTORTAKESLEGALRESPONSIBILITYLIKEFIRESAFETYANDALARMMANAGEMENTWHILETHEREARENOMAGICSOLUTIONSORSHORTCUTSTODEVELOPINGTHEIDEALM
37、AINTENANCEPROGRAM,ACHIEVINGMAINTENANCEEXCELLENCEISACRITICALPATHTOENSURINGTHERETURNONINVESTMENTYOUROWNERPLANNEDINTODAYSWORLDWEKNOWTHATBEINGPROACTIVEWITHMAINTENANCE,ANDFOCUSINGONWORKFLOWANDROOTCAUSESANALYSISCREATESANINFORMATIONBASEFROMWHICHFINANCIALANDMANAGERIALDECISIONSAREMADEWITHACLEARDIRECTIONANDSH
38、AREDINFORMATION,WORLDCLASSMAINTENANCEISACHIEVABLEATYOURCOMPANYSOURCESUSANSGRIGNOLIJOURNALOFPROPERTYMANAGEMENT2009,ISSUE2,P31,34译文健全资产维护策略资产维护的目标是将老化的影响以及建筑物和设备的底线降低到最小，并且提供最有效的与业主短期和长期目标保存一致的降低成本措施。作为一名物业经理，你是这些资产的管理者。一个可靠的维护程序开始于对业主的理解，承诺，支持和参与有组织的计划。维护程序必须站在操作团队意识的最前沿。为包括业主、客户、园户、供应商在内的对象提供国际一流的服务
39、的使命宣言及标准作为团队操作的动力。并且有责任帮助团队中那些前线财产管理者遵守标准和与它相关的企业主人提供的视角。这个观点使管理者与一线团队去领会当业主优先阐明以便在计划不能顺利进行时减少挫败感。从用评估的方式对楼盘进行管理开始制定你的计划，你可以运用以下一个或多个方法。用战略措施法开始你的评估战略措施衍生于净营运收入（NOI）的测量维护成本，资产价值的维修费用或每平方英尺单价设备的替代成本。生产过程中被美国职业健康安全局（OSHA）评为影响盈利能力的公用事业费用每工时单位平方英尺中受伤处理的安全措施。因为这些措施影响业主的盈利及或投资回报率，您可能使用对他们的管理来发展你的关键路径法管理计划
40、。你可以参考基准类似的研究收入以及费用分析国际资产管理协会（IREM）中的写字楼或都市土地学会ULI中的纯商务的商业中心里为你的物业类型获得一种平衡估量。内部措施内部措施经常被认为是起源于业主的操作标准诸如1评估现场设备条件与之前的标准做对比。2承租人的满意度包括评估对紧迫的工作要求的反应时间。3了解递延资本投资的标准。4测量投诉水平和积压待办的工作。在我的组织，这些标准通过第三方随机审计的一年。问题与不足等结果被反馈到团队。承租人的满意度是通常通过一个第三方调查以获得性能反馈用以助改善球队。设备的可靠性这些设备的可靠性可以依靠计算用平均设备故障停机时间，设备故障发生的时间、维护加班的百分比，
41、训练的可靠性和以防止维修的失败之前的预防性维护计划见设备工具条页。监控资本密集型的系统，如中央设备和屋顶单位是极为重要的保护关键。操作控制对业务操作的控制是可以通过计算由业主的队伍进行监督工作的百分比，运营中所需要的监督时间的百分比，团队对标准产生的绩效、员工对工作进度的服从与计划外的工作比率等进行测量的。像这样的度量标准的确定能够使经理的决定保持一个自上而下的高效地运行。此外，员工的分配或承包业务找一个专业团队代理，如HVAC、通过沟通达成协议。计算这样的度量标准用的手续费。这是我过去的经验，运用电脑化管理维修管理系统评估是最有效的方法，它与存在的数值和基准测试程序数值保持一致且周期性。对于
42、业主，与尺寸和成熟的技术水平以及你的业务能力等建立了关键评估措施后将对总体发展规划具有很重大意义。关键措施能使团队确定一个起点，准备一个总体规划对团队具有重要意义，帮助团队权衡以及庆祝成功。业主保养计划应包括组织、系统、建筑物、设备、质量和程序需要的同伴。这个计划在可评估的一段时间里是优先考虑的合乎逻辑顺序的。这个计划应该是现实的，权责明确以及符合组织的财务目标。维修队伍通常是得到了物业经理或运营经理对团队的检修计划负责沟通、以及财务的影响进行监控、对野外工作安排行动总体时限监控，前线的工程师队伍可能发生的阻碍进行消除发展障碍。维修部门还可以享受作为是一个典型的部门工作的实践与领导维修团队的现
43、场主管以确保工作完成。预算考虑发展中的维修预算是复杂的工作。我想最值得注意的是维护一个变量，不是固定存在的费用。在业主以过去费用如何花费的观念模式化的基础上这个预算将会被曲解。真正的问题是了解下个阶段的模式和计划。这类型的预算分析通常不仅仅需要会计记录还需要考勤记录。更加复杂的是业主将进一步开发这一计划，包括了一份为期5年的资本计划是显著提高如屋顶更换、停车场更换，等等在内的。因此需要大量的资本投资。每周活动报告通常是由工作单之前发布的是一个很重要的报告，这将帮助你提高你的总体计划。马报道活动提供以下的度量标准，可以用来创造你的计划和管理预算控制；报道活动提供以下的度量标准，可以用来创造你的计
44、划和管理预算控制。工作单号工作任务的顺序与地位确实估计任务估计消耗工时的周期分清工作的轻重缓急工作类型工作使命要求明确日期工作截至日期请求者/请求部门设备编号和描述如果你有幸管理你的维修部门工作并且做好电脑化管理维修管理系统，你将会能够撷取甚至更多的统计资料，就像在资源的分配不当基础上优先考虑的事，设备故障的发生趋势、工作流程记录、幕后工作记录、预防性维护的工作、电话交谈的频率、延长加班时间以及更多。有些系统甚至可以按照物业经理的调查闪现在（最近收到工作预防性的维护保养工作，和项目管理用来是考虑用于服务计划的设备，以防止其失败。像为汽车安排服务日程一样，特定财产的维护应按照指定维修任务的变化频
45、率避免一个建筑遭受意想不到的设备故障。维护工作通常包括测试、测量、调整、零部件更换和部分或全部设备大修。价值越高的财产资产和设备每平方英尺的性质、更大的回报将会体现在维修和保养工作中。构建质量预防性的维护程序这一点是很重要的。设置检验和预防性维护是您的整体维护方案的重要组成部分。分配一个负责任的人使团队充满活力履行预防性维修行动。提供培养对设备预防性维护的特殊技法。为预防性维修任务的执行创造详尽的程序。宣传降低成本来实现预防性维修行动。和许多其他的维护和操作一样,这个程序也存在风险,例如设备故障或当预防性维护保养人为错误执行。实现维护关键路径成绩来保证的投资回报率满意和积极的处理与承租人之间关
46、系。如前面提到的，这是一个意味着精确的有效率的管理第三方调查的结果，以提供更高的租客满意。如例子1收到的调查结果显示一个每月租户相信我们团队的工程师没有对他们的要求进行反应，而是事实我们有进行反馈。我们断定当工程师在现场时一直忙着与主要承租人联系。因为，当我们的工程师离开交流的现场使他或她意识到他们的要求已经完成时我们的团队已经提供了成熟的服务。在任何情况下，维护资料的获得需要对你的预算进行预测以及需要包括效率趋势报告在内的工作发展计划。（如辅助工作效率日志，已完成的预防性维修行动、加班趋势，和设备的可靠性趋势）这个信息为决策提供了重要手段去进行团队管理和确保组织可以有效的发挥功能。维修人员管
47、理使维修人员负责包括一些关键领域工作的计划执行生产准备和工程的监督等。维修管理人负责控制、质量、成本和有效性的实际的维护工作。这可以达到确保很少的可能性失去工作，确保接下来的工作总是早有准备，且确保工作的优先等级排列。管理的口号是“管理就在身边”从来没有比为今天的建筑建筑提供维护更加真实的了。访问、识别并鼓励我们的一线队员，既增加了对工作的信心又激发激发了他们。维修主管也应该认识到并提供必要的培训所需。员工要求获得支持以及提高培训性能。按计划预定时间完成意味有良好的计划和确保团队有必要的工具来完成他们的工作。掌握各个成员所负责的工作并且保持高昂的员工士气。那里有机会可以使专业的代理商进行维护工
48、作。一般不必要的外包工作包括季节性承包工作，表面绿化，地面工作和除雪、一段时间的建设工作，对某些类型设备中化学品的管理，有低技能要求的家政工作、就像管理房屋安全的高技能工作吧，广泛的闭路电视监控系统CCTV节目，垂直运输工作，像用火安全和报警管理等需要一个许可证以及和工作的地方发生法律责任的工作。尽管没有神奇的解决方案或可走的便捷通道去获得维护程序开发理想的成绩，实现维护关键路径保障业主投资回报的计划。在今天的世界里我们知道积极维护，创造了一个以财务和管理决策为为基础的信息库。并针对工作流程以及问题根本原因的分析。方向明确，共享信息，使世界级的维护在你们公司是得以实现的。出处苏珊，健全资产保存维护策略J物业管理杂志（2009）第二期,P31
