What are the best practices for creating a maintenance budget and schedule?

I believe. The performance of the equipment vis a vis the expected value stream mapping to be done. It will give a clear idea to understand the current situation and the target to be set.

Definitivamente la evaluación de la condicion del activo al momento de generar el presupuesto es la base de la justificación del presupuesto. Definir tareas o actividades, postergar o adelantar las mismas solo se podrà hacer si se conoce el estado real del activo, de otra manera se podrian estar asumiendo riegos de muy alto impacto (sobre todo hablando de edificios o facilidades similares) o generando costos por mantenimientos que pudieran ser aplazados sin correr mayor riesgos. Por tanto es necesario ejecutar el mantenimiento basado en la condición.

Use the experience of the Maintenance staff to get their perspective. They should know better than anyone what works well and what is costing time and money to maintain. Along with industry guidance such as CIBSE Guide M and maintenance reports these should be combined with audits, condition surveys and the like to provide a fuller picture to allow risk assessment and prioritisation of planning for upgrade/ replacement works of systems, essential components and the like. Combining cyclical replacement with more efficient replacements / building thermal upgrades and the like is essential where possible to maximise investment.

Evaluation of the State of the Building: An Essential Step Before Maintenance Prior to beginning any maintenance, it is crucial to assess the building's existing state in great detail. This evaluation assists in determining any underlying problems, setting repair priorities, and guaranteeing effective resource utilization. Through a thorough assessment of the building's overall condition, safety issues, and structural integrity, we can develop a focused maintenance plan that will improve the building's usefulness and lifetime while also extending its lifespan. A thorough evaluation today averts more serious issues later.

Standardised PPM procedures do not fit every building and the objectives of the organisation should be analysed to combine with the maintenance programmes. Procedures such as SFG20 or BSRIA Businessed Focused Maintenance are very useful tools and provide clear guidance. These should be customised further to the specific buildings, systems, age and condition to provide a detailed and effective maintenance plan that is reviewed annually to adapt as necessary to suit new systems. I prefer to work of a 5 year plan that combines the aims of the organisation with the essential works and can combine essential maintenance with Capex funding to gain best value from improvements. Logging as much data as possible is essential

If a site is well run and has experienced maintenance staff who are familiar with operation aspects this is a key factor, it eliminates guesswork from a large part of budgeting. Budgets should adapt to the condition of the systems and the plan. Allow for extended warranty and service costs on new equipment but also factor in energy and efficiency savings and reduced unplanned maintenance that should be key benefits of new systems. Use this as key data going forward to link in with budgets and make the case for improvements. Analyse external contractor costs and speak to these providers to see if longer term deals can be made with fixed costs over an extended period- this will benefit your organisation and there’s in a 2 way relationship.

Basis the new goals and strategy cost evaluation and resource allotment. Increase the pm frequency, lowering it by putting some cutting edge technology, JIT in place of high price inventory.

A good budget should have considered all costs that can be foreseen along with contingencies for unplanned. Tasks should be planned, carried out and checked of with further actions required to be considered ie critical system issues should be treated as Essential to follow up. Allowance for out of hours working will be factored in where required. Work plans will ensure work on heating systems get done in the summer, cooling systems in the winter etc. Allowance must be made well in advance for contractor availability for works as planning a key task with several contractors involved but not all available will lead to site disruption and likely unplanned cost from having to source alternatives Planning is key but flexibility is essential

Basis the maintenance budget and schedule, cost for improvement projects, alternate vendors for spares, services and exigencies to be considered.

Again using the experience of the staff carrying out the tasks to gain their feedback is essential- be prepared to adapt as much as necessary. Track performance against any set KPI,s at required intervals. Management and supervision of works at all stages to ensure quality of works is key for high quality work. Feedback and customer relations for all works must be attained at all stages, this should be recorded, actioned as necessary and feedback returned. Keep management informed of progress, issues and cost as necessary.

Take the buy in from all stake holder, vendors to ensure the success before implementation and while execution and handover to upgrade and

As detailed earlier at least an annual review of the site maintenance plan should be carried out. All data must be considered along with staff experience over the period. Cost of individual tasks/ projects should be considered- planned v actual. Record lessons learned and implement where possible. Increase or decrease maintenance requirements based on the past data where tasks may be required less or more often. Major benefits, new practices, staff and equipment performance should all be shared with management. New annual schedule should be drafted and considered with maintenance staff, external contractors and consultants and senior management before completion and implementation going forward.

Quarterly review can be done to understand the progress and learnings and blockades observed to be noted down and improved upon to streamline further half yearly or in next FY.