《健全资产维护策略[外文翻译]》由会员分享，可在线阅读，更多相关《健全资产维护策略[外文翻译]（12页珍藏版）》请在金锄头文库上搜索。
1、本科毕业设计（论文） 外 文 翻 译原文：原文：SOUND MAINTENANCE STRATEGIES FOR ASSET PRESERVATIONThe goal of good maintenance is to minimize it impact of aging of buildings and equipment on the bottom line,and to provide the most effective use of the property at the lowest cost consistent with the owners short and long t
2、erm goals.As the property manager, you are a steward of these assets. A solid maintenance program begins with the owners understanding, commitment, support and involvement in a structured plan. Maintenance must he kept in the forefront of the operating teams consciousnessThe mission statement, or th
3、e standard, should he the driving force for keeping the team on course to deliver world-class service to its customers, including owners, customers, tenants and vendors. It is the responsibility of property managers to help the front-line team keep the standard and its relationship to their owners b
4、usinesses in perspective. This perspective enables the management and front-line team to appreciate the priorities the owner has set forth, which may lessen their frustration when work cannot be scheduled as planned.Begin developing your plan with an assessment of the productivity of the building yo
5、u are managing. You may use one or more of the following to begin your assessmentStrategic Measures Strategic measures can be derived from measuring maintenance costs to net operating income (NOI), maintenance costs to asset value or equipment replacement costs per square foot. Process/safety measur
6、es that impact profitability are assessed as U.S. Occupational Safety and Health Administration OSHA) injuries per man-hours, utility expense per square foot; kilowatt hours per occupied square foot per year. Because such measures impact the owners profitably and/or return on investment, you may hav
7、e used them in developing your CPM management plan. You can reference benchmarking studies like the Income/Expense Analysis: Office Buildings from IREM or the Dollars and Cents of Shopping Centers from the Urban Land Institute (ULI) to obtain a sense of what is an average measure for your property t
8、ype.Internal MeasuresInternal measures are often considered the operating standards of the owner and can be derived from the following:1)Reviewing onsite facility conditions (and comparing them to the standard);2) Tenant satisfaction including an evaluation of response time to urgent work requests;
9、3)Understanding the level of deferred capital investment; 4)Measuring complaint levels and the backlogs of work. At my organization, these standards are audited by a third party at random times of the year.Results are reported back to the team and deficiencies are addressed. Tenant satisfaction is u
10、sually measured by a third-party survey which gives the property teams feedback to help them improve.Equipment Reliability The reliability of your equipment can be measured by calculating average equipment downtime, time between equipment failures, maintenance overtime percentage, training reliabili
11、ty and the average number of preventive maintenance actions you schedule to prevent the failure of equipment before it occurs (see sidebar on next page). Monitoring capital-intensive systems like central plants and rooftop units is critical to their preservation.Operations Contrli The control of you
12、r operations can be measured by calculating the percentage of direct work conducted by the owners team, the percentage of supervisory hours required to operate, the teams performance against standards, work schedule compliance, and the ratio of manhours used for planned and unplanned work. The indiv
13、iduals within in-house management team are all employees under a contract of service with the Management Corporation. As such, should there arise a case of breach, negligence or malpractice, a Management Corporation which employs an in-house management team may be rendered liable for such acts of it
14、s employees, either through agency principles, or vicariously. On the other hand, the legal position of the Managing Agent is that of an “independent contractor”.Metrics like these best enable a manager to determine man-hours needed to maintain an efficient operation. Additionally, the allocation of
15、 staff or contracting out for a specialized craft, like HVAC, may be achieved by understanding the results. Calculating such metrics by hand can be time consuming.It has been my experience that measurements are most effective when a Computerized Management Maintenance System (CMMS) is in place and b
16、enchmarks are reviewed consistently and frequently. You will begin developing a master plan after you have established key assessment measures that are meaningful to your owner, and to the size and sophistication level of your portfolio. Identifying key measures will enable the team to define a starting point, prepare a master plan that is meaningful for the team and help the team measure and celebrate success. The master maintenance plan should cover the organizational, syste
