CRITICAL EXAMINATION OF THE PROSPECT AND CHALLENGES

OF BUILDING MAINTENANCE MANAGEMENT IN COOPERATE

ORGANIZATION

(A CASE STUDY OF COLLEGE OF EDUCATION MINNA)

 ABSTRACT

Building management in Nigeria is still in an early learning cycle when compared with the
situation in Europe, USA etc where the practice has been on since the 1980’s. Some
corporate organizations are increasingly embracing the need for efficient facilities
management. Like any new venture, facilities management practice in Nigeria is expected to
also have its commencement problems. This study examines the role of the facilities manager
and highlights the problems that constrain effective facilities management. The research
adopted both survey and case study methods. The survey was used in data collection while
the case study was based on an intensive study of six selected drug, beverages and textile
manufacturing industries in Lagos. The sampling technique used was simple random
sampling. The sample of 240 respondents was drawn from the population parameters through
Taro Yamani model. A total number of 200 completed questionnaires representing 83.3% of
the distribution made were recovered and used for statistical analysis. The hypothesis of this
study postulates that facilities management problems do not have significant effect on
efficient productivity in an organization. The data collected were subjected to an inferential
statistical test using chi-square technique. The major problems identified include poor
funding and maintenance, bureaucracy and unavailability of skilled/right professionals. The
result of the statistical analysis obtained is shown as follows: X2cal
= 157.08 and X2tab = 7.82. This shows that the null hypothesis should be rejected in
favour of the alternative hypothesis, based on the decision rule to reject the null hypothesis if
the calculated value is greater than the table value. This work concludes that facilities
management problems have significant effect on efficient productivity in an organization.
Benchmarking, safety and security provision, good communication, continuous training
programs, adequate budgetary provisions, value-engineering application among others are
recommended.
 TABLE OF CONTENT

Title Page i

Approval Page ii

Certification iii

Dedication iv

Acknowledgement v

Abstract vi

Table of Content vii

List of Tables xi

List of Figures xii

1.0 Chapter One

1.1 Introduction/Background Of Study 1

1.2 Statement of Problem 3

1.3 Aim and Objectives 4

1.4 Scope of Study 4

1.5 Method of Research 4

1.6 Statement of Hypothesis 5

1.7 Significance of Study 5

1.8 Research Questions 6

1.9 Brief History of the Study Area 6

Chapter Two

2.0 Literature Review 8

2.1 The Origin and Concept of Facilities Management 8

2.2 The Meaning of Facility 10

2.3 Meaning of Facilities Management 11

2.4 The Changing Facilities Management Profession 14

2.4.1 Facilities Management In The Past 15

2.4.2 Facilities Management Today 15

2.5 Facility Management Scope 16

2.5.1 Real Estate 20

2.5.2 Project Management 20

2.5.3 Space Management 21

2.5.4 Premises Operation 21

2.5.5 Office Services 21

2.6 The Estate Surveyor and Facilities Management 23

2.7 The Facilities Management Team 24

2.7.1 Large Scale Organizations 26

2.7.2 Medium Scale Organizations 27

2.7.3 Small Scale Organizations 27

2.8 Relationship Between Facilities Management

and Property Management 28

2.9 Facilities Management and the Manufacturing Sector

of the Nigerian Economy. 30

2.9.1 Background of Industrialization In Nigeria 31

2.9.2 Problems of the Manufacturing Sector 32

2.9.3 Strategies for Developing the Manufacturing Sector 33

2.10 Facilities Management Practice in Nigeria 33

2.10.1 Problems of Facilities Management Practice In Nigeria 35

Chapter Three

3.0 Methodology 39

3.1 Restatement of Problems 39

3.2 Research Design 39

3.3 Population of Study 39

3.4 Sample Size/Sampling Technique 40

3.5 Method of Data Collection 42

3.6 Method of Data Analysis 42

Chapter Four

4.0 Presentation and Analysis of Data 43

4.1 Analysis of the Distribution and Return of Questionnaires 43

4.2 Analysis of Data (Responses) 45

4.3 To What Extent Does the Facilities

Compliment Its Functions? 47

4.4 Are Your Facilities Being Managed? 49

4.4.1 To What Extent Are The Facilities Effectively Managed? 49

4.5 Are Resources Allocated For Facilities Management

Adequate? 52

4.5.1 Test of Hypothesis 1 53

4.5.2 Expected Frequency Table 53

4.6 Are Facilities Users Requirements Satisfied? 54

4.6.1 To What Extent Are Facilities Users Requirements

Satisfied? 54

4.7 Are the Facilities Modern Automated? 55

4.8 What Is the Present Condition of The Facilities? 56

4.9 What Method of Facilities Management Do You Adopt? 57

4.10 What Determines the Method of Facilities Management

Adopted By Your Organization? 58

4.11 Break Down Of Extent of Constraints by Some Facilities

Management Related Problems 60

4.12 Statement Of Hypothesis II 60

4.12.1 Test Of Hypothesis II 60

4.12.2 Test of Hypothesis II (Continuation) 60

Chapter Five

5.0 Summary of Findings, Conclusion and

Recommendations 62

5.1 Summary of Findings 52

5.2 Conclusion 64

5.3 Recommendations 64

5.4 Suggestions for Further Studies 69

References 70

Appendix 74
 LIST OF TABLES

Table 3.1 Population distribution of groups to be used

for data generation 40

Table 3.2 Constitution format for the sample size 41

Table 4.1 Analysis of the distribution and return of

questionnaire 43

Table 4.2 Extent to which facilities compliment their functions 45

Table 4.3 Responses on whether facilities are being

managed 47

Table 4.3.1 Extent of effective facilities management 47

Table 4.4 Adequacy of resources allocated for

facilities management 49

Table 4.4.1 Observed frequency table for hypothesis I 50

Table 4.4.2 Expected frequency table for hypothesis I 50

Table 4.5 Facilities users requirements satisfaction 52

Table 4.5.1 Extent of facilities users requirements satisfaction 53

Table 4.6 Level of modern automation of facilities 54

Table 4.7 Present condition of the facilities 55

Table 4.8 Method of facilities management adopted 56

Table 4.9 Assessment of factors that determine methods

of facilities management adopted 57

Table 4.10. Facilities management related problems 58

Table 4.11 Statement of hypothesis II 60

Table 4.11.1 Test of hypothesis II 60

Table 4.11.2 Test of hypothesis II continued 60

 LIST OF FIGURES

FIG 2.1 Facilities Management Scope 18

FIG 2.2 Facilities Management Functions 19

FIG 2.3 Organization Chart for Large Size Facilities 22

FIG 2.4 Facilities Management Discipline 25

 CHAPTER ONE

1.1 INTRODUCTION

By the nature of creation there is virtually nothing man-made that is indestructible, but the

usefulness of many such items can be extended by carrying out repair at regular intervals

through an activity known as maintenance. White (2009) defined maintenance as the “work

undertaken to restore every facility to an acceptable standard at an acceptable cost”. The use

and exposure to environmental conditions subjects machines, buildings and other service

facilities to deterioration. The process of deterioration if unchecked, culminate in rendering

these building maintenance unserviceable and brings them to a standstill. Firms and

organization, therefore has no choice but to attend to them from time to time, to repair and

recondition them so as to prolong their usefulness to the extent, they are economically and

physically possible to so do.

Maintenance is made responsible, for provision of a condition, of machines, buildings, and

services that will permit uninterrupted implementation of plans requiring their use.

Theoretically, maintenance should aim at keeping the machines and other facilities in a

condition that allows them to be used without any interruption and at their maximum profit

making capacity. (Adegoke, 2003).However, as adequate care is being taken to ensure the

reconditioning of the machine and building facilities back to their original state, a level at

which it will be able to perform the intended use, however cognizance should be taken of the

fact that, if it has to be done; it should be at minimum cost, with improved output, emphasis

placed on employee involvement and empowerment, continuous improvement, cutting across

the entire organization, and with every responsibility for quality of work output. (Iyagba,

2005 and Wahab, 2007).

The basic principle of building maintenance and management is to know the policies, practice,

and procedures guided by an organization’s mission and its available resources (Sanni, 1998).

Organizations may not be aware of the extent to which value for money in building

maintenance and management can be improved. This suggests that it is not the outcome that

needs to be looked at closely, but the decision making that leads to it. There are common

approaches to facilities management, regardless of the size and location of buildings, although

these may not necessarily result to common solutions to problems. In some cases, estate-

related and building maintenance services are outsourced (contracted out) and in others

retained in house for good reasons in each case. There are also many organizations that

operate what might be described as a mixed economy, where some services are outsourced in

some measure as well as being retained in house.

In view of the above, this study is to critically examine the problems of building maintenance

and management practice in corporate organizations like College of Education in Minna

Niger State and proffer solutions to them.

1.2 STATEMENT OF PROBLEM

Building maintenance and management in Niger State is still in an early learning cycle when

compared with the situation in other states like Lagos, Abuja, Kaduna etc, where the practice

has been on since the Millennium. Some corporate organizations are increasingly bracing the

need for efficient building maintenance and management. Like any new venture, building

maintenance and
Management practice is expected to also have its commencement critical challenges. It is

these critical challenges of building maintenance and management that this study intends to

find out.

1.3 AIM AND OBJECTIVES

Critical examination of the prospect and challenges of building maintenance management in

cooperate organization

The aim of this research is to examine the prospect and challenges of building maintenance

management in cooperate organization like C.O.E Minna. As well as providing solution to

the identified problems.

The objectives of the research include the following:

1. To give a comprehensive insight into the field of building maintenance and

management, its functions, scope and relevance.

2. To establish the professional inputs of building maintenance management

team and its role in corporate organizations.

3. To determine the problems which militate against efficient and effective

building maintenance and management in corporate organizations.

1.4 SCOPE OF STUDY

Building is a broad subject hence this study was restricted to maintenance and management

as it pertains to corporate organizations like C.O.E Minna Niger state,

1.5 METHOD OF RESEARCH

Research data was obtained through:

PRIMARY DATA: Information and statistical background were obtained by means

of interviews, questionnaires and field

observations. Observations. Interviews were conducted with management personnel and

building/facilities managers.

SECONDARY DATA: These were obtained through an extensive review of seminar

papers, textbooks, internet materials, journals, magazines and recent works on the

subject.

1.6 STATEMENT OF HYPOTHESES

1. H0: Building maintenance and management problems do not have significant

effect on efficient productivity in an organization.

H1: Building maintenance and management problems have significant

effect on efficient productivity in an organization.

2. H0: Resources allocated for building maintenance and management are not

adequate.

H1: Resources allocated for building maintenance and management are

adequate.

1.7 SIGNIFICANCE OF STUDY

This study will help to articulate the philosophy behind the idea (concept) of building

maintenance and management as an emerging field of study and area of specialization. The

study will bring to bear unforeseen problems on this emerging field presently and those that

are likely to spring up in the near future. It will also prepare the minds of future or

prospective building/facilities manager of the problems inherent in the field.

1.8 RESEARCH QUESTIONS

1. How effectively are building facilities being managed?

2. To what extent do the building and facilities compliment their basic function?

3. To what extent is the management functional in terms of finance, modern

automation etc?

4. To what extent are the resources allocated for building maintenance and

management adequate?

5. To what extent are the building and facilities user’s requirements satisfied?

6. What are the major problems encountered by building and managers and how

can they be solved?

1.9 BRIEF HISTORY OF THE STUDY AREA

The Niger State College of Education, Minna was established as an Advanced Teachers’

College by the defunct North Western State Government in 1st November, 1975 when there

was need to establish an additional Advanced Teachers’ College in order to meet the soaring

teachers needs in the State. In 1983, the College was upgraded to the status of College of

Education by the defunct Civilian Government in the Second Republic through the Niger

State Edict N.S.L.N Number 3 of 1983. With the College’s new status, the nomenclature of

the Principal of the College was changed to the Provost and that of the Administrative

Secretary to the Registrar. The Edit was amended under Niger State Edict No. 1 of 1988, and

further amended by Niger State Law No. 21 of 2011.

The College took off in its temporary site in Bosso – Minna in November, 1975 with a

foundation Teaching Staff of nine (9), a total intake of one hundred (100) Students, and

sixteen (16) Administrative Staff. Late Dr. Umaru Sanda Ahmadu was the first Principal and

Provost of the College. Dr. Gambo T. Yusuf became the second Provost in 1988, Dr. Bukar
Emmanuel Naroka Dauda in 1993, Professor Ibrahim Adamu Kolo in 2001, Professor, Faruk

Rashid Haruna in 2009 and Professor Muhammad Yakubu Auna succeeded him in 2017 to

date.

Alhaji Muhammad Giwa was the first Administrative Secretary and Registrar of the College.

Alhaji Ismaila Mohammed Lawal succeeded him in August, 1993 followed by Alhaji Yusuf

Muhammad Makusidi in 2007, Alhaji Abdullahi Dalhatu Umar in 2009, and the current

Registrar Mall. Yabagi Alfa came into office in 2017.

The College offers several courses leading to the award of Nigeria Certificate in Education

(NCE). Other courses run by the College are Professional Diploma in Education (PDE) and

Undergraduate programmes in affiliation with Ahmadu Bello University, Zaria and Usmanu

Danfodio University, Sokoto.

 8

CHAPTER TWO
2.0 LITERATURE REVIEW
2.1 CONCEPT OF BUILDING MAINTENANCE

Building maintenance has consistently been treated as the “poor relation” of the

construction industry, attracting only a tacit recognition of its importance, both within

the industry and among building owners (Barrie & Peter, 2007). This manifest itself in a

general lack of understanding of both its scope and its significance by all parties to the

building procurement, construction and management processes. Therefore, the backlog

of repair and maintenance work required to bring the country’s building stock to a

minimum acceptable level continues to grow to an unacceptable rate. Recently, the

dimensions of maintenance problems have increased the interest of various professional

researchers to promote an awareness of maintenance. This increasingly level of concern

over the condition of the nation’s building stock has served to expose more clearly the

extent of the problem. Whilst effective maintenance policies are not by any means the

norm, the efficient utilization of scarce resources is beginning to be approached in a more

informed way and the fundamental relationship of the condition of a building’s fabric to

its total performance is examined more critically (Barrie & Peter, 2007).

2.2 MAINTENANCE MANAGEMENT PRACTICES

Maintenance management is an orderly and systematic approach to planning,

organizing, monitoring and evaluating maintenance activities and their costs (Technical

Information Document (TID), 2000). A good maintenance management system coupled

with knowledgeable and capable maintenance staff can prevent health and safety

problems and environmental damage; yield longer assets life with fewer breakdowns

and result in lower operating costs and higher quality of life for the occupants and users

(Technical Information Document (TID), 2000).

 There is a lot of work required to set up a successful maintenance management

system. However, once it is in place, most of the data and calculations remain the same

from year to year. The appropriate work orders and schedule must be revised and the

labour, equipment, material and contract costs updated for the following year. There are

numerous computerized maintenance management systems available in the commercial

market to assist in effectively managing the maintenance of on-reserve assets. The

maintenance supervisor or manager must also monitor the work progress daily, weekly or

monthly depending on the nature of the situation and the potential impact of a service

breakdown to the users. The maintenance manager must not wait until the year end to

review the budget, as it would be too late to take any corrective action if it were

necessary. The supervisor should determine the cause of the variance and, where

possible, develop alternative solutions or actions to reduce time and costs. Taking these

steps will help improve the efficiency and effectiveness of the maintenance programme

(TID, 2000).

Maintenance management practices include the following;

1. Maintenance practices, such as preventive maintenance plan, work scheduled and

standardization of activities – acceptable standard to which the building and its services are

to be maintained.

2. A formal organizational plan chart with their maintenance records.

3. Response time required and acceptable in executing maintenance works – prioritisation

of buildings e.g. between core and auxiliary functions.

4. The life (functional) requirements of the buildings and their fittings and services.

5. Maintenance funding system.

6. Training programme and staffing

7. A method of approval of work

8. Material requisition techniques

9. Quality assurance and

10. Maintenance strategies

2.3 BUILDING MAINTENANCE DEPARTMENT

According to Barrie and Peter (2007), maintenance departments are individuals liable for

the organizing, scheduling and implementation of maintenance activities. Maintenance

department in an organization is managed by a maintenance manager. This may be wholly

in-house or, as is now much likely, may include independent bodies, such as consultants

and contractors. In considering the maintenance management system to be used, the

relationships with these bodies and the rest of the business organization must therefore be

carefully taken into account. In a small firm, the functions may be undertaken by a member

of staff in addition to his other duties, while in a larger firm there would be a separate group

of people solely responsible for maintenance (Barrie & Peter, 2007).

2.4 MAINTENANCE DEPARTMENT AND STAFFING

Organization and staffing are among the most crucial issues affecting maintenance works in

the maintenance department (Wireman, 2005). Some organizations maintenance

departments are structured based on work backlog. A maintenance backlog is the amount

of work presently identified to be carried out by the maintenance department which is

measured in hours (Wireman, 2005). When calculating the backlog, it is expedient to know

the hours of maintenance work required and the current work force capacity. The formula

for calculating backlog is given below:

Backlog = identified work (in hours) ÷ manpower capacity per week (in hours)

Backlog stems from the amount of emergency or corrective work that occurs on a
weekly basis. In some institutions, emergency and corrective work makes up as much as

50% of the maintenance department’s work distribution each week (Wireman, 2005).

The technicians may also have routine assignments, meetings, absenteeism, vacations,

and training that may contribute to the duration of time in executing a maintenance

backlog. The maintenance department is staffed based on identified, not actual work. The

volume of maintenance backlog to be carried out may not be executed within the

specified duration if adequate resources are not available, in terms of man-power, funds

and materials. The maintenance department would fall back to a corrective approach

because current staff can never accomplish the required work in a proactive manner. It is

regular practice for many companies to remove small jobs from the maintenance backlog

or postponed to another time. Work should be identified and executed before it becomes

critical to avoid backlog and increase in cost (Wireman, 2005).

2.5 OUTSOURCING

Outsourcing is a process whereby an organisation employs a separate company or

supplier to perform a function that has previously been carried out in-house. This is often

accompanied by a transfer of the works to the contractor or supplier of assets, including

people and management responsibility (Barrie & Peter, 2007).

The objective of outsourcing is for an organization to divest itself of non-core,

peripheral functions in order to reduce costs in performing and managing what are

considered low-priority operations. Associated with this is the prospect of improving

efficiency through the use of specialist providers. Each organization may develop its own

view as to the services it wishes to outsource, depending on its definitions of core

business objectives (Barrie & Peter, 2007).

2.6 MAINTENANCE BUDGET

A maintenance budget is a cost projection based on the costs of labour, equipment,

material and other items (such as contracts) required to do all work identified in the

Work Schedule (TID, 2000). A maintenance budget should identify the quantum of

funding a department requires to adequately address the key maintenance needs of its

buildings, to ensure that they continue to support the delivery of required services, to an

acceptable standard identified in the organization’s maintenance policy. Maintenance

budget should be based on maintenance demand.

The distribution of funding for maintenance will be determined by factors such as

organization’s policy, asset management plan, the asset in question, current condition and

age profile, operational requirements and backlog maintenance. The maintenance

supervisor is responsible for monitoring the actual expenditures against the budget for the

year. He or she is also responsible for its yearly update using forecast labour rates, and

material and service contract costs. The updated budget would be used for determining the

operation and maintenance costs of the building’s physical assets. Maintenance personnel

experience difficulties in determining the maintenance standard of a building because of the

inadequate maintenance resources allocated from top management. Organizational and

maintenance objectives are not properly understood at top management level; therefore

allocation of maintenance resources is insufficient to meet maintenance needs. Building

maintenance objectives has connections with core organizational objectives, and must be

understood by the top management, strategic and operational level of management in order

to improve the allocation of resources for maintenance needs. The personality of the

maintenance manager and his dexterity come into play in giving maintenance budget its

place through proper awareness to management of the importance of maintenance and its

relationship with the organization’s objectives; provided that the budget has bearing on the
overall success of the organization.

2.7 COMPUTERIZED MAINTENANCE MANAGEMENT

SYSTEM (CMMS)

Computerized maintenance management system (CMMS) is a type of management

software that performs functions in support of management and tracking of maintenance

activities (Lee & Scott, 2009). CMMS promotes the management of building assets from

conception through completion by tracking work request, scheduling work orders and

reporting preventive maintenance tasks in great detail. It is used for improving building

maintenance operation processes in terms of cost savings in labour and material, storing of

maintenance procedures as well as all warranty information by component and storing of

all technical documentation or procedures by component. CMMS can detect impending

problems before a failure occurs resulting in fewer failures and users complaints, achieve a

higher level of planned maintenance activities that enables a more efficient use of staff

resources, affecting inventory control enabling better spare parts forecasting to eliminate

shortages and minimize existing inventory, maintaining optimal equipment performance

that reduces downtime and results in longer equipment life.

 3
9

CHAPTER THREE
METHODOLOGY
3.1 RESTATEMENT OF PROBLEM

Facilities management in Nigeria is still in an early learning

cycle when compared with the situation in Europe, USA etc where
the practice has been on since the 1980’s.some corporate
organizations are increasingly bracing the need for efficient facility
es management. Like any new venture, facilities management
practice in Nigeria is expected to also have its commencement
problems. It is these problems of facilities management that this
study intends to find out.

3.2 RESEARCH DESIGN

This study adopted the survey research design using some

six selected food and beverage, textile and pharmaceutical
manufacturing organizations as case study. They include Emzor
pharmaceuticals, Doyin pharmaceuticals, Consolidated Foods
limited, Chi limited, Nichemtex and OK Foods limited.These
organizations used provided data for the study.

3.3 POPULATION OF STUDY

The population of this study will include the staff of Emzor

Pharmaceuticals, Doyin pharmaceuticals, Consolidated Foods
Limited, Chi Limited, Nichemtex, Ok Foods Limited. The total
population of study was 600 distributed among the groups
indicated in table 3.1 below.
 40

Table 3.1
Population distribution of groups to be used for data generation.
Name of group Population of
groups
1 Emzor pharmaceuticals 80
2 Doyin pharmaceuticals 96
3 Consolidated foods limited 120
4 Chi Limited 85
5 Nichemtex 119
6 Ok foods Limited 100
Total population of study 600
Source: Author’s Field Survey 2006

3.4 SAMPLE SIZE/SAMPLING TECHNIQUE

The impracticability of sampling every member of the
population of study will inform the adoption of a manageable
number as sample size for the purpose of data collection. The
determination of sample size adopted the YARO YAMANI formula
which is used for a finite or known population. The formula is given
as
N = N
2
1 +N (e)
where n =sample size
N = the finite population
e = level of significance(or limit of tolerable error)
1 = unity( a constant)
: n =600
2
1+600 (.05) = 240
 41
The sample size is 240 which on analysis was found to be
40% of the population of study.
i.e. Sample size x 100 = 240 x 100 = 40%
Population of study 1 600 1
This 40% will be applied to the population of each of the
group to get the exact number from that group which will form part
of the sample size. See table 3.2.

Table 3.2
Constitution format for the sample size
Contribution
Population % Age
Names of Group to sample
size Contribution
size
1 Emzor 80 40% 32
2 Doyin pharmaceutical 96 40% 38.4
3 Consolidated food 120 40% 48
limited
4 Chi Limited 85 40% 34
5 Nichemtex 119 40% 47.6
6 OK foods Limited 100 40% 40
TOTAL 600
Source: Author’s Field Survey 2006

The above technique for determining the number of persons

from each group required to build up the sample size of 240 was
adopted to ensure uniform representation of the groups in the
sample. Each group contributed 40% of its population in the
sample constituted, thus guaranteeing uniformity of opinion in the
data collected.
 4
2

Sampling Pro Technique: Random sampling technique was

finally adopted in the distribution of questionnaires.

3.5 METHOD OF DATA COLLECTION

Both primary and secondary data were sourced for the
purpose of accomplishing the study objectives. Data for this study
were be collected through the questionnaires, personal survey and
oral interviews which are the primary sources of data and also
through textbooks, Journals, Seminar papers, Internet materials,
conference papers, workshop papers and past research works on
related topics which make up the secondary sources of data
(Udo,2004). The main instrument for data collection is the
questionnaire which was given out to workers in each of the
organizations selected. Other research instruments used were oral
interviews and personal survey. The questionnaires were retrieved
after one week and analysed.

3.6 METHOD OF DATA ANALYSIS

Two different techniques were applied in the analysis of data

collected. The techniques adopted are the test of hypotheses
using Chi Square technique and the tabular analysis of data using
percentages and frequencies.
 43

CHAPTER FOUR
4.0 PRESENTATION AND ANALYSIS OF DATA
Data were statistically analysed and presented in this
chapter based on the research questions and hypothesis that
guided the study.

4.1 ANALYSIS OF THE DISTRIBUTION AND RETURN OF

QUESTIONNAIRES
A total of 240 questionnaires were administered, out of
this number, 200 were correctly filled, returned and analysed.
This represents 83.3% of the number distributed. The returned
questionnaires formed the basis for the analysis.

Table 4.1 Analysis of the Distribution and Return of

Questionnaires.
Sample Groups Questionnaires Questionnaire
Distributed Returned
Freq. % Freq. %
1 Emzor Pharmaceutical 28 11.67% 23 9.5%
2 Doyin Pharmaceutical 27 11.25% 22 9.2%
3 Consolidated Food Ltd 50 20.83% 46 19.2%
4 Chi Limited 39 16.25% 32 13.3%
5 NiChemtex 61 25.42% 50 20.8%
6 OK Foods Ltd 35 14.58% 27 11.3%
TOTAL 240 100 200 83.3%
Source: Author’s Field Survey, 2006.
 4
4

Interpretation:
Table 4.1 shows that 28 questionnaires were distributed to
the staff of Emzor Pharmaceutical representing 11.67% of 240
questionnaires distributed while 23 questionnaires representing
9.5% were correctly filled and returned. Twenty seven (27)
questionnaires representing 11.25% of the 240 questionnaires
were distributed to the staff of Doyin Pharmaceutical while 22 of
them representing 9.2% were correctly filled and returned. Fifty
(50) questionnaires representing 20.83% of the 240 questionnaires
were distributed to Consolidated Food Ltd, 46 questionnaires
representing 19.2% of the entire questionnaires distributed were
correctly filled and returned. Thirty nine (39) questionnaires
representing 16.25% of the total questionnaires were distributed to
Chi Ltd, out of this number 32 questionnaires representing 13.3%
were correctly filled and returned. Sixty one(61) questionnaires
representing 25.42% of the entire questionnaires distributed were
distributed to NiChemtex Ltd and 50 representing 20.8% were
returned. Thirty five (35) questionnaires representing 14.8% of the
total questionnaires were distributed to OK Foods Ltd, out of this
number, 27 representing 11.3% were returned. The correctly filled
and distributed questionnaires totaling 200 represent 83.3% of the
total number of questionnaires distributed. The rate of return is
statistically high and justifies its use in the data analysis. Each
group or company contributed 40% of its population in the sample
constituted, thus guaranteeing uniformity of opinions in the data
collected and analysed.
 4
5

4.2 ANALYSIS OF DATA (RESPONSES)

The responses to questions which are relevant to the

research questions were here analyzed in tables using frequencies
and percentages and the outcome of the analysis provided
answers to the research questions. The aim of the research
questions was to find out the problems of facilities management in
corporate organizations in some selected manufacturing industries
in Lagos State.

4.2 To what Extent Does the Facilities Compliment its

Functions?
Table 4.2 Extent to which Facilities Compliment their
Functions
Response options Frequencies Percentages
Very large extent 13 6.5%
Large extent 20 10%

Low extent 53 26.5%

Very low extent 114 57%

Total 200 100%

Source Author’s Field survey 2006

Interpretation:
Table 4.2 shows that 13 respondents representing 6.5% are
of the opinion that their facilities compliment its functions. Twenty
(20) respondents believe that their facilities compliments its
functions to a large extent representing 10% of the respondents.
Fifty three (53) respondents representing 26.5% of respondents
said their facilities compliment its functions at a low extent. As
 4
6

much as 114 respondents representing 57% of respondents are of

the opinion that their facilities compliments its functions at a very
low extent.
This is a very important indicator of effective management of
any facility. In the case of manufacturing industries, the basic
functions include:
1. Providing adequate accommodations for users.
2. Manufacturing products with appreciable quality to satisfy the
desires of consumers as well as compete with international
and local acceptable standards.
3. Providing basic services such as Communication, Lifts, Air-
conditioning, Safety/ Health, etc.
4. Possessing adequate facilities necessary for optimum
productivity such as mixers, grinders, packaging and labeling
machines, storage facilities, safety gadgets, etc.
Under accommodation, the facilities are limited to a large
extent by the flexibility of design and space allocation because it
should be able to adapt to changing or increasing production
levels.
The facilities used for production are either sub-standard or
performing under-capacity thereby reducing the quantity and
quality of products, which is one of the reasons consumers, opt for
foreign commodities.
The basic facilities provided are either out of use or
performing poorly, these include the air-conditioners, telephones,
generators/ plants, etc.
 47

4.3 Are your Facilities Being Managed?

Table 4.3 Responses on Whether Facilities are Being
Managed
Response Frequencies Percentage
options
Yes 177 88.5%
No 23 11.5%
Total 200 100%
Source: Author’s Field Survey 2006

Interpretation:
Table 4.3 shows that 177 respondents representing 88.5%
affirmed that their facilities are being managed while 23
respondents representing 11.5% asserted that their facilities were
not being managed.

4.3.1 To what Extent are the Facilities Effectively Managed?

Table 4.3.1 Extent of Effective Facilities Management
Response options Frequencies Percentage
Good 17 8.5%
Fair 39 19.5%
Poor 83 41.5%
Very poor 61 30.5%
Totals 200 100%
Source: Author’s Field Survey 2006
 4
8

Interpretation:
Table 4.3.1 shows that 17 respondents representing 8.5
opined that their facilities are effectively managed to a good extent.
39 respondents representing 19.5% are of the opinion that their
facilities are effectively managed to a fair extent. 83 respondents
representing 41.5% says facilities management in their
organizations is poor. The last group consisting of 61 respondents
representing 30.5% responded that facilities management is very
poor in their organizations.
Effective facilities management is indicated in the
management provisions which are sufficiently adequate in areas of
finance, modern automation and skilled personnel (staff).
Funding of maintenance is dependent on how efficient
management is and their over-all maintenance policy, due to poor
or lack of good maintenance culture in Nigeria, organizations
became reactive instead of proactive. The absence of modern
automation in the production stages is a direct consequence of low
output.
Skilled staff is important in facilities management as they
determine the quality and effectiveness of management. There is
an acute storage of skilled staff (professionals) for the facilities and
the few available are over-stretched, over-worked, under-paid or
engaging themselves in the fight for the right discipline/
professional for facilities management.
Ideally, the management approach to maintenance should be
planned-preventive maintenance method but due to logistics
problems like funds and availability of spare parts, this is usually
not feasible and management reverts to ad-hoc maintenance.
 49
4.4 Are Resources Allocated for Facilities Management
Adequate?
Table 4.4 Adequacy of Resources Allocated for Facilities
Management
Response options Frequencies Percentage
Adequate 13 6.5%
Inadequate 187 93.5%
Total 200 100%
Source: Author’s Field Survey 2006

Interpretation:
Table 4.2.4 shows that 13 respondents representing 6.5%
are of the opinion that resources allocated for facilities
management are adequate while 187 respondents representing
93.5% opined that resources allocated for facilities management
are inadequate.
It is established that the main responsibilities of the facilities
management team should include planning, developing and
delivering services conforming to international standards of safety,
health and environmental issues. Due to lack of adequate funding,
machineries and resources for routine and miscellaneous duties
are often over-looked and the quality level of products and
services provided suffers.
.
4.4.1 Statement of Hypothesis 1
H0: Resources allocated for facilities management are not
adequate.
H1: Resources allocated for facilities management are adequate.
 50

Table 4.4.1
Observed Frequency Table for Hypothesis 1
Response Emzor Doyin Consolidate Nichemte
options pharm. pharm. d Foods. Ltd x Ltd
Adequate 2 2 2 3
Inadequate 21 20 44 47
Total 23 22 46 50
Response OK Foods Chi Totals
options Limited Limited
Adequate 2 2 187
Inadequate 25 30 13
Total 27 32 200
Source: Author’s Fieldwork, 2006.

Table 4.4.2 Expected Frequency Table for Hypothesis 1

Response Emzor Doyin Const. Chi
options pharm. pharm. Food. Ltd Limited
Inadequate 21(21.5) 20(20.6) 44(43) 30(29.9)
Adequate 2(1.5) 2(1.43) 2(2.99) 2(2.08)
Column total 23 22 46 32
Response Nichemtex OK Food. Row Total
options Limited Limited
Inadequate 47(46.8) 25(25.2) 187
Adequate 3(3.25) 2(1.76) 13
Column Total 50 27 200
Source: Author’s Fieldwork, 2006.
x2  Oij  Eij 2
Eij
 51

 21 21.5 2
 20  20.6  44  43  30  29.9
2 2 2

21.520.64329.9

 0.01 0.02 0.02 0.00

 47  46.8 2
 25  25.2  2 1.5  2 1.43
2 2 2

46.825.21.51.43

 0.00 0.00 0.17 0.23

 2  2.992  2  2.082  3  3.252  2

1.762
2.992.083.251.76

 0.33 0.00 0.02 0.03

 0.01 0.02  0.02  0.00  0.00  0.00  0.17  0.23  0.33  0.00  0.02  0.03  0.83

The level of significance for the chi-square test is 0.05.The

degree of freedom is calculated as:
Df  Nr 1Nc 1
Df  2 16 1
Df 15  5

The chi-square table shows that the x² value at 0.05, level of

significance and 5 Df is 11.070.
Decision Rule: Reject Ho if x² calculated is > x² table value
otherwise accept H0.
 52

Decision: since x² calculated value of 0.83 is < table value of

11.07, we reject the alternative hypothesis and accept the null
hypothesis.

Conclusion: we therefore conclude that resources allocated for

facilities management are not adequate.

4.5 Are facilities users requirements satisfied?

Table 4.5 Responses on Facilities Users Requirements
Satisfaction
Response options Frequencies Percentage
YES 15 7.5%
NO 185 92.5
Total 200 100%
Source: Author’s field survey 2006

Interpretation:
Table 4.5 shows responses on facilities users requirement
satistaction. Fifteen (15) respondents representing 7.5% are of the
opinion that their requirements as user of the facilities are satisfied
while as many as 185 respondents asserted that facilities users
requirements are not satisfied.
Facilities users here include production staff/machineries
operators, distributors and consumers. Most of their requests are
not met. Most times bureaucracy stands on the way of facilities
users requirement satisfaction efforts.
 53
Table 4.5.1 Extent of Facilities Users Requirements
Satisfaction
Response options Frequencies Percentage
Very large extent 6 3%
Large extent 9 4.5%
Very low extent 103 51.5%
Low extent 82 41%
Total 200 100%
Source: Author’s field survey,2006

Interpretation:
Table 4.5.1 shows the extent of facilities users requirement
satisfaction. Six (6) respondents representing 3% affirmed that
facilities users requirements are satisfied to a very large extent
while 9 respondents representing 4.5% are of the view that
facilities users requirements are satisfied to a large extent on the
other hand, as many as 103 respondents representing 5.5% are of
the opinion that facilities users requirements are satisfied to a very
low extent while 82 respondents representing 41% asserted that
facilities users requirements are satisfied to a low extent.
Collectively 185 respondents representing 92.5% responded
negatively to facilities users requirements satisfaction. This was a
peculiar problem in all manufacturing industries sampled. This has
a direct effect on attitude to work and level of production.
 54

4.6 Are the Facilities Modern Automated?

Table 4.6 Level of Modern Automation of Facilities
Response options Frequencies Percentage
Fully Modern Automated 7 3.5%
Not-fully Modern Automated 168 84%
Not Modern Automated 25 12.5%
Totals 200 100%
Source: Author’s Field Survey, 2006.

Interpretation:
Table 4.2.6 reveals that 7 respondents representing 3.5%
affirmed that their facilities are fully modern automated. As many
as 168 respondents representing 84% are of the opinion that their
facilities are not fully modern automated while 25 respondents
representing 12.5% asserted that their facilities are not modern
automated.
The use of computer and sound modern technology in all
production stages is very low. This will invariably affect the level of
production negatively. Some one on one interviews conducted
reveals that some of these manufacturing industries sometimes
import sophisticated machines to aid production but lack
competent professionals to operate them, in no time the machines
pack up and are abandoned. Some others say they can not afford
the fees required by professionals to run these machines and
service them at appropriate times.
 5
5

4.7 What is the Present Condition of the Facilities ?.

Table 4.7 Present Condition of the Facilities
Response options Frequencies Percentage
Functional 145 72.5%
Under repairs 25 12.5%
Obsolete 19 9.5%
Due for replacement 11 5.5%
Tallying 200 100%
Source: Author’s Field Survey, 2006.

Interpretation:
It was observed that 72.5% of the respondents have their
facilities functional. The remaining 27.5% have some of their
facilities under repairs, obsolete or due for replacement.
There is need for all the facilities to be in good condition and
functional at each point in time to keep production steady. It should
not be a situation where production can not be predicted due to
inconsistencies in the functioning of the facilities. The
manufacturers instructions regarding the useful life and
maintenance pattern of facilities should be strictly adhered to. This
will alert the users at what point in time the facilities need to be
serviced and also at what age arrangements should be made for
the replacement of a facility before it starts breaking down regularly
and finally packs up. Improved production level is directly
dependent on the efficiency of facilities used in the production
process.
 5
6

4.8 What Method of Facilities Management do you Adopt ?

Table 4.8 Method of Facilities Management Adopted
Response options Frequencies Percentage
In-house 133 66.5%
Out-sourced 18 9%
In-house/Out-sourced 49 24.5%
Total 200 100%
Source: Author’s Field Survey, 2006

Interpretation:
Table 4.8 shows the method of facilities management
adopted by different organizations. 133 respondents representing
66.5% asserted that their organizations make use of their in-house
maintenance crew to manage their facilities. 18 respondents
representing 9% says some of their facilities are managed by out-
sourced professionals while 49 respondents representing 24.5%
says their facilities are managed by both in-house maintenance
crew and out-sourced professionals depending on the facility and
the magnitude of repairs needed.
Oral interviews revealed that most organizations make use of
in-house maintenance handled by technicians because it is
cheaper and keeps maintenance cost at its minimum. They make
use of out-sourced professionals when their in-house maintenance
crew are not capable of handling certain complex maintenance
works that needs experienced professionals. Because this is
usually very expensive, it is only used for highly specialized
facilities.
 5
7

4.9 What Determines the Method of Facilities Management

Adopted by your Organization?
Table 4.9 Assessment of Factors that Determine Method of
Facilities Management Adopted
Response options Frequencies Percentage
Size of facility & sophistication of 28 14%
service
Cost of minimization 113 56.5%
Uniqueness of service 23 11.5%
Risk minimization 20 10%
Owner’s requirement 16 8%
Total 200 100%
Source: Author’s Field Survey, 2006

Interpretation:
Table 4.9 reveals different reasons that determines the
method of facilities management adopted by each organization. 28
respondents representing 14% are of the opinion that the size of
facility and sophistication of service it provides determines the
method to be adopted. 113 respondents representing 56.5%
asserted that the method adopted is the one which minimized cost
greatly and this is that of the in-house maintenance. 23
respondents representing 11.5% declared that the method adopted
depends on the uniqueness of the service the facility provides. 20
respondents representing 10.5% confirmed that the method
adopted is that which will minimize risk to facility users or
operators. While the remaining 16 respondents representing 8%
says the method adopted is dependent on owner’s requirements.
 58

Organizations must identify the key attributes of the services

they require so that a balanced view of needs is established as the
basis for evaluating available options as part of the decision to
retain in- house or to outsource. Consideration must be given to
direct and indirect costs of both in-house and outsourced service
provision so that a complete financial picture is gained. Since the
factors affecting the choice of in-house or outsourced facilities
management may change, the route by which services are
procured should be reviewed at appropriate intervals. When the
decision to outsource is taken by an organization, there is need to
ensure that the level of control required has been properly
integrated with the methods of procurement and the contractual
relationship that might be established between the client
organization and the service provider.

4.10 Break Down of Extent of Constraints by the Following

Facilities Management Related Problems.
Table 4.10 Facilities Management Related Problems
Response options Frequencies Percentage
Poor Funding & Maintenance 104 52%
Bureaucracy 10 5%
Availability of Skilled/ Right 28 14%
Professionals
Safety/ Health 12 6%
Difficulty in Material Procurement 18 9%
Automation 15 7.5%
Environmental Effects 3 1.5%
Inflation 10 5%
Total 200 100%
Source: Author’s Field Survey, 2006
 59

Interpretation:
The above stated facilities management problems were
confirmed by management personnel interviewed. They were seen
as constrains to efficient facilities management.

100
90

80
70
60 52%
50
40

30
20
5%
10
Poor Funding/Maintenance

0
Bureaucracy

14%
6% 9% 7.5% 5%
1.5%
EnvironmentalEffec
Safety/Health
Unavailable

Automation
Difficulty in
Materials

Inflation
ts
ofSkilled/RightProfessionals

Procurement
 60

4.11 Statement of Hypothesis II

H0: Facilities management problems do not have significant
effect on efficient productivity in an organization.

H1: Facilities management problems have significant effect on

efficient productivity in an organization.

4.11.1 Test of Hypothesis II

To what Extent are you Constrained by all the Facilities
Management Problems Enlisted? Table 4.11.1 Test of
Hypothesis II
Response options Frequencies Percentage
Highly Constrained 114 57%
Moderately Constrained 68 34%
Slightly Constrained 15 7.5%
Not Constrained 3 1.5%
Total 200 100%
Source: Author’s Fieldwork, 2006

Table 4.11.2 Test of Hypothesis II Continuation

Response options Observed Freq. Expected Freq.
Highly Constrained 114 50
Moderately Constrained 68 50
Slightly Constrained 15 50
Not Constrained 3 50
Tallying 200 200
Source: Author’s Field Survey, 2006

x2  Oij  Eij 2
Eij
 61

 114  502  68  502  15  502  3  502

50505050

 81.92  6.48  24.5  44.18

 157.08

The level of significance adopted is 5% or 0.05 while the

degree of freedom for the x² test Df is calculated thus:

Df  Nr 1Nc 1

where Nr  number of rows
where Nc  number of columns
ie 2 14 1
 13
Df  3
From the chi-square table, the x² at 0.05 level of significance
and 3 Df is 7.815.

Decision Rule:
Reject H0 if the x² calculated is > x² table value otherwise accept
H0.

Decision:
Since x² calculated value of 157.08 is > x² table value of 7.82, we
reject the Null hypothesis and accept the alternative hypothesis.

Conclusion:
We therefore conclude that facilities management problems
constrain efficient productivity in an organization.
 6
2

CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND
RECOMMENDATIONS
5.1 SUMMARY OF FINDINGS
Having presented and analyzed the data extracted from the
questionnaires, interviews and personal observations, some
principal findings, conclusion and recommendations could be
made.
The facilities compliment their functions at a very low extent.
The facilities used for production are either sub – standard or
performing under capacity thereby reducing the quantity and
quality of products, which is one of the reasons consumers, opt for
foreign commodities. The basic facilities provided are either out of
use or performing poorly, these include the air – conditioners,
telephones, generators/plants etc.
Though there is an above average affirmation of facilities
management in the selected manufacturing industries, but a further
probe into the effectiveness of management showed a very high
degree of poor facilities management. Further enquires made
during the oral interviews revealed that effective facilities
management depends on the overall maintenance policy of each
manufacturing industry. Besides, there is poor or lack of good
maintenance culture in Nigeria, organizations are reactive instead
of proactive .
Some other interviewees mentioned inadequate finance, Lack of
modern automation and skilled personnel as reasons for poor
facilities management.
Data analysis confirmed that resources allocated for facilities
management are inadequate. This data was used to test
 6
3

hypothesis I, which proved the inadequacy of resources allocated

for facilities management. Due to lack of adequate funding,
machineries and resources for routine and miscellaneous duties
are often over looked and the quality level of products and services
provided suffers.
Facilities users (production staff/machineries operators,
distributors and consumers) requirements are not satisfied. Most
requests are not met and bureaucracy often stands on the way of
facilities users requirement satisfaction efforts. It also has a direct
effect on attitude to work and level of production.
Most of the manufacturing industries sampled affirmed that
their facilities are not fully modern automated. modern technology
is not being used in all production stages. There is still a high
degree of manual operation. Interviews conducted revealed that
some of these manufacturing industries sometimes import
sophisticated machines to improve production but due to Lack of
competent professionals to operate them they pack up and are
abandoned.
Oral interviews revealed that most organizations that have
facilities management in place make use of in-house maintenance
which is handled by technicians. Further enquires showed that
they opted for in – house maintenance because they felt it is
cheaper and would minimize cost in the long run. Those who make
use of in-house/outsource said they use the latter when the former
fails or when complex maintenance works that needs special
professionals need to be carried out.
Management personnel interviewed mentioned poor
funding /maintenance , bureaucracy, unavailability of skilled/right
professionals, safety/health, difficulty in materials procurement,
 6
4

modern automation, environmental effects and inflation as facilities

management problems which were constrains to efficient facilities
management .Based on this data, hypothesis II was tested and the
result shows that facilities management problems have significant
effect on efficient productivity in an organization.

5.2 CONCLUSION

Facilities management as a discipline has stood its test and

gained ground in the developed western world and is most likely to
succeed in our economy. It is most required now to correct our
present poor maintenance culture. An effective facilities
management policy is indicated by the extent to which the
requirements of the users, staff and owners are met. These are
reflected on the physical, aesthetic condition of the facility, its
functionality in performing its basic services and the ability of
facilities maintenance or management team to overcome
challenges that constrain them. Facilities management need to be
proactive, flexible, adapting to changes in a continuous changing
world. There is need for all the various professionals relevant in
facilities management to work together to handle the enormous
task ahead of them instead of engaging in inter – disciplinary wars
for who is the right profession to handle facilities management.

5.3 RECOMMENDATIONS

Having concluded that problems of facilities management

constitute constrains to effective facilities management in
manufacturing industries the following remedies are
recommended.
 6
5

1. ADEQUATE BUDGETARY PROVISIONS

An organizations management should have clear goals and
objectives and must plan to operate within its budgetary limits. In
order to ensure that maintenance operations are not held up by
shortage of funds, budgets must be made with due consideration
given to contingencies for unforeseen problems.
This goes a long way in reducing down – time effects. In
replacement of outdated and dysfunctional facilities and
equipment, funds must be expended prudently. There should be
no room for corruption and sharp practices. This helps to ensure
that budgetary provisions are sufficient.

2. SKILLED PERSONNEL
The staff strength of the maintenance crew and engineering
departments should be strengthened to enable them cope with the
work of keeping the facilities in good shape.
This should be backed up with engaging services of special
facilities management consultants when the need arises to handle
special or complex facilities. Management should invest in staff
training and sponsoring programs, which will contribute to
competence in executing tasks. All the maintenance staff must be
proficient and professionals in their different fields.

3. MATERIAL PROCUREMENT
The procurement of materials for facilities maintenance might
entail importation of components from abroad. The facilities and
equipments might also be so out-modeled and obsolete that it
would be impossible to get spare parts of the components. In
designing facilities all these should be taken into consideration.
 6
6

Alternative equipment with readily available spare parts and

components should be installed so that maintainability is
enhanced. Design and maintainability should be the watch word
right from inception.

4. LEVEL OF AUTOMATION
Investment should be made in computers and software
packages that are relevant to space and data management. This
will enhance management performance and introduce modern
technology in tackling facilities management problems. Automation
aids the evaluation of performance and monitoring of control
operations. It will hasten response to facilities problems and save
labour - hours thereby reducing operation costs.

5. CONTINOUS TRAINING PROGRAMMES

Continuous training programmes and refresher courses
should be offered to employees. Also the emerging trend of
demanding continuous upgrading of company services should be
echoed in the demand of individuals for more focused facilities
management training.

6. SAFETY AND SECURITY PROVISION

Facilities managers should be concerned about the safety
and security of staff and customers. They should also ensure that
government and industrial standards concerning safety and
welfare are adhered to.
Efficient security system should be installed at strategic
locations to forestall, pilferage and vandalization of installations.
This will also help in detecting breakdowns and monitor
 6
7

sophisticated equipments. The facilities premises should be kept

clean and accident free. The use of signs, digital displays and
audio systems should be employed in crowd control on how to use
facilities and precautions to take in the event of mishaps like fire
outbreaks.

7. BUREAUCRACY
The management of facilities and quality of services
rendered is usually a reflection of the policy source, ie board of
directors. For a well balanced facilities management, top quality
management objectives should be put in place comprising of
seasoned professionals who have a stake in the operation of the
facilities and public representatives to represent the interest of
users at board level.
There should be autonomy in taking maintenance decisions so that
delays in action are eliminated and savings in down – time of
broken down components are achieved.

8. INFLATION
Inflation has an effect on the cost of materials and
components of facilities. This can be reduced by stocking materials
that are recuringly maintained or replaced in advance. This way
the organization can benefit from bulk – purchase instead of
buying on a need – arisen basis. Inflation can also be reduced by
making allowance for it in the budgetary provisions. Components
pricing is not stationary, so efforts should be directed towards
updating the prices from time to time.
 6
8

9. BENCHMARKING
Benchmarking should be employed to help identify trends
and the changes you need to make to be more competitive or to
more effectively support the mission of the overall organization.
Benchmarking will help to identify the gaps between your current
practices (where you are now) and best practices(where you want
to be).Benchmarks may be established for operating cost and
environmental performance standards, or they may document the
practices and costs of your toughest competitors or industry
standards, and those of leaders in any industry performing similar
functions. Benchmarking facilities performance involves looking at
the best companies and finding out what they are doing better than
you are. Facilities managers should use benchmarking to measure
their performance and obtain data for targeting opportunities for
improvement.

10. VALUE ENGINEERING

It is imperative to make value engineering a standard
practice in managing facilities. Value engineering is a multi-
disciplined team approach to identify and remove unnecessary
costs while improving quality and customer acceptance based on
the analysis of functions. Value engineering studies can be
employed as a tool for identification and elimination of
unnecessary facility design, operation and maintenance costs, and
for the development of facility performance benchmarks. The best
place to apply value analysis is where the most facility funds are
being expended. Applications for value engineering studies of
buildings and facility issues may include: To define project
functions, define project scope, minimize life cycle costs, prolong
 6
9

equipment life, improve reliability and reduce operating and

maintenance costs, identify opportunities for reducing waste and
energy consumption, reduce building volume and floor area
requirements, determine the best use of existing space etc.

11. GOOD COMMUNICATION

Communication is a basic skill that is needed to establish and
maintain productive relationships. A high percentage of the friction,
confusion, frustration, disputes, and inefficiencies in our working
relationships are traceable to poor communication. Facility
management work is especially susceptible to communication
problems because of the broad and overlapping areas of
responsibility, and the multidisciplinary and sometimes complex
nature of facilities-related projects. Facilities managers must be
aware of the importance of communication in a building services
environment to ensure people are working together effectively to
meet organizational objectives. And, of course, facilities managers
need to develop better oral and written communication skills
themselves. They should instruct their staff to listen carefully, be
succinct, and follow through by taking the appropriate action after
communicating with the right individuals in a timely fashion.

5.4 SUGGESTIONS FOR FURTHER STUDIES

Studies can be carried out on the evaluation of facilities life

cycle in order to be able to make needed preparations for renewal
or replacement of components. Studies can also be carried out on
the need to be flexible in adapting to the changing needs of user
and to keep ahead of competition especially in the area of
information technology.
 7
0

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 7
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 7
2

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Steinemann, W. (1989) Principles and strategies of facilities
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 7
3

Stuckenbruck, L. C.(1988) Team Building for Project Managers.

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www.ciob.org.uk
 7
4

APPENDIX
Department Of Estate Management
University of Nigeria, Enugu Campus.
Dear Sir/Madam

RESEARCH QUESTIONNAIRES
The undersigned is a postgraduate student in the above
named institution, carrying out a research on the problems of
facilities management in corporate organizations (A case study of
some selected manufacturing industries within Lagos state).
This questionnaire is therefore prepared towards the
research in partial fulfillment for the award of Master of Science
(M.Sc.) in Estate management.
. I hereby assure you that all information supplied in this
questionnaire will be treated confidentially.

Thanks for your anticipated cooperation

Yours sincerely;
Oladejo, Esther I. (MRS)
 75

SECTION 1
1. Name (optional)
2. How old are you ?
(a) under 30 years (b) 31-40years
(c) 41-50 years (d) above 50 years.
3. What is your qualification ?
(a) FSLC (b) WASC/GCE
(c) Diploma (d) Degree
4. In which organization do you work?
(a) Emzor pharmaceutical (b) Doyin Pharmaceutical
(c) Consolidated Food Ltd (d) Chi Limited
(e) Nichemtex (f) Ok foods Limited.
5. What do you produce?
(a) Food and Beverage (b) Textile
(c) Pharmaceuticals
6. What are the types of facilities owned by your organization?
(a) Real Estate (b) Machinery & Equipment

(c) Furniture & fittings (d) Motor vehicles

(e) Others ____________________________
7. How long have you worked in the company?
(a) Under 10 yrs (b) 11 – 20 years
(c) over 20 years

SECTION II
8. Are your facilities being managed?
(a) Yes (b) No
9. Do you have a department or unit in your organization
responsible for the management of your facilities?
(a) Yes (b) No
 7
6

10. What method of facilities management do you adopt?

(a) In- house (b) out sourced
(c) In- house/ out sourced
11 What determines the method of facility management adopted
by your organization?
a) Size of asset and sophistication of service
b) Cost minimization
c) Uniqueness of the service
d) Risk minimization
e) Owner’s requirement
12. Are the available facilities Adequate?
(a) Yes (b) No
13. If No, what effects does inadequate facilities have on
production?
(a) Production increases
(b) Production reduces
(c) Production remains the same
14. Does your facilities compliment their basic functions
(a) Yes (b) No
15 If yes, to what extent does your facilities compliment its basic
functions?
(a) very large extent (b) large extent
(c) Low extent (d) very low extent
16. How would you rate the effectiveness of facilities
management in your organization?
(a) Good (b) fair
(c) Poor (d) very poor
 7
7

17. Is adequate finance provided for facilities management in

your organization?
a) Yes (b) No
18. If No, what are the reasons?
(a) Absence of budgetary allocations
for facilities management.
(b) Inadequate budgetary allocation
for facilities management.
(c) Inconsistent budgetary allocation
for facilities management.
(d) Others, specify………………….
19. Are the facilities modern automated?
(a) Fully modern automated
(b) Not fully modern automated
(c) Not modern automated
20. What is the present condition of the facilities?
(a) Functional (b) under repairs
(c) Obsolete (d) Due for replacement.
21. Are the facilities users requirements satisfied?
a) Yes (b) No
22. To what extent are the facilities users requirements
satisfied?
(a) Very large extent (b) Large extent
(c) Very Low extent (d) Low extent
 78

23. To what extent are you constrained by these facilities management

related problems?
S/N Highly constrained Moderately Slightly Not
constrained constrained constrained
i poor funding
ii Bureaucracy
iii Inflation
iv Environmental
effect
v Availability of skilled
Labour
/Professionals
vi Safety/health
vii Security provision
viii Difficulty in
procuring materials
ix Automation
x Others please
specify.

24. What are your suggestions on how these problems can be solved?
-------------------------------------------------------------
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