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Cost for different maintenance strategies

2020-12-18 来源: 51Due教员组 类别: Essay范文

下面为大家整理一篇优秀的essay代写范文 --Cost for different maintenance strategies,文章描述这是一篇课程作业,主要讲述了酒店及房间设施维修策略成本的介绍,并对检查维修工作的要求等等相关内容。

According to life of different equipments in rooms and different damaged degree, so these equipments need different maintenance strategies. In appendix figure 1, “there are five strategies bases of maintenance: time basis, performance basis, breakdown basis, renovation basis and integration basis.” (Johan, 2009, P56) ( see appendix NO.1)

按照房间内的不同设备生命及不同受损程度,所以这些设备需要不同的维护策略。在附录图1中,“5个维修策略基础:时间基础、性能基础、故障基础、修理基础及整合基础。”(约翰,2009,P56)(见附录1号)

 

In time basis maintenance strategy, it has two different maintenance ways: Routine maintenance (RoM) and Time-Based Preventive maintenance (TBPM). The routine maintenance focuses on daily monitoring of the equipment, in this case, the Novotel resort cleans rooms everyday, starts and shuts-down equipment everyday which is routine maintenance, the most costly of part is paying wage to cleaning staff. The accommodation of Novotel is not very clean, so the housekeepers should pay more attention to this part, and they need to check the basic facilities frequently. The time-based preventive maintenance, time intervals and operational hours are the most commonly used principles for TBPM (Johan, 2009, pp57), so the Novotel should periodical inspect fire protection systems, electric systems, and big machines and so on. The cost of this maintenance is a big part of expenditure, Novotel can choose their own employees to inspect, or they can choose a professional team to check, the different checking ways have a different cost.

在时间基础上的维护策略,它有两个不同的维护方式:日常维护(ROM)和基于时间的预防性维护(TBPM)。每日监测设备日常维护的重点,在这种情况下,诺富特度假村日常清理客房,启动和关闭式设备的日常日常维护,最昂贵的部分保洁人员支付工资。诺富特酒店的住宿不是很干净,所以房屋管理者,更要注意这部分,他们需要经常检查基本设施。基于时间的预防性维护,时间间隔和运作时间,是最常用的原则TBPM(约翰,2009年,PP57),所以诺富特应定期检查消防系统,电气系统,以及大型机器等。维护的成本,这是一个很大的开支大部分酒店可以选择适合自己的员工进行检查,或者他们可以选择一个专业的团队来检查,不同的检查方式有不同的成本。

 

In performance basis maintenance strategy, it has condition-based preventive maintenance (CBPM) and corrective maintenance (CM). CBPM includes temperature, pressure, electric current, vibration and water flow rate of, and CM includes adjusting, repairing or replacing the parts and components (Johan, 2009, pp 57), therefore, Novotel should always through CBPM to check their facilities, however, they can not only depend on human judgment, they also need professional inspection, then through CM to adjusting diagnosis. The cost of this outside is not only to the hotel operators and housekeepers, but also to outside professional companies.

在性能基础上的维护策略,它有基于状态的预防性维护(CBPM)和纠正性维修(CM)。 CBPM包括温度,压力,电流,振动和水流量。CM包括调整,维修或更换零部件(约翰,2009年,第57页),因此,诺富特应始终通过CBPM检查他们的设施,但是他们不能只依赖于人的判断,他们也需要专业的检查,然后通过CM调整诊断。这外面的成本不是只对酒店经营者和客房管理者,但也指向外界专业公司。

 

 

Regarding breakdown basis maintenance strategy, it includes reactive maintenance (ReM) and emergency maintenance (EM), ReM is performed to restore the “run-to-failure” item to an acceptable level, and EM is an immediate repairing (Johan, 2009, pp 57). The emergency escape route of the Novotel pool area need to emergency maintenance, it is because that the emergency escape route is very important to a resort, Novotel emergency escape route is too narrow to pass through, moreover, they need to clean up leaves on this route immediately, and the fly-screen in the room has a hole, so Novotel should react to the of maintenance it. The cost of this part is a necessary cost, the EM cost may be expensive than other maintenance.

至于故障基础的维护策略,它包括应答性维护(REM)和紧急维护(EM),REM进行“运行故障”项目恢复到可接受的水平,EM是立即修复(约翰,2009年,第57页)。诺富特公摊面积的紧急逃生路线,需要紧急维修,那是因为,紧急逃生路线对一个度假胜地是非常重要的,诺富特的紧急逃生路线通过太窄,而且,他们需要立即清理路线上的叶子,并对房间内窗纱有一个洞,因此诺富特的反应应该是维修。这部分成本是一个必要的成本,EM的成本可能比其他维修成本贵。

 

 

 

 

 

In renovation basis maintenance strategy, modification maintenance (MM) and design-out maintenance (DoM) are included in it. MM is performed to improve items or parts that have come to the end of their lifecycle with low efficiency and DoM may be an appropriate solution (Johan, 2009, pp 57), the roof of Novotel pump room should do the modification and design-out maintenance to extend using time, it is because that roof has not reached its life expectancies, however, as a result of some reasons, roof had been already damaged, therefore, it needs to be maintained. The cost of this part is also mandatory, but it is not the fixed cost.

改造为基础的维护策略,改装维修(MM)和设计维修(DOM)都包含在里面。 MM进行改善项目或零件来结束其生命周期的低效率和DOM可能是一个合适的解决方案(约翰,2009年,第57页),诺富特泵室的屋顶应该做的修改和设计保养,以延长使用时间的,这是因为屋顶已经达到了它的预期寿命,但是,因某些原因,屋顶已经损坏,因此,它需要得到维持。这部分费用也是必须的,但是,它不是固定的成本。

 

 

Under integration basis maintenance strategy, it is separated by total productive maintenance (TPM) and reliability centered maintenance (RCM). TPM focuses on team work, and RCM focuses on maintenance planning process (Johan, 2009, pp 57-58), the cost of this part is not fixed, Novotel maintenance facilities through this strategy that it has many advantages for them

在集成基础上的维护策略,分离总生产维护(TPM)和以可靠性为中心的维修(RCM) TPM的重点工作团队,侧重于维护规划过程RCM(约翰,2009年,第57-58页),这部分费用是不固定的,通过这一战略的诺富特维修设施,它有许多优势。

 

 

Conclusion

结论

 

 

VCA is important for resort organizations. It is one of assessable items in order to approximately manage and maintain facilities. In the Novotel Pacific Bay Resort, through assessing with VCA, it exits some problems in pool areas and one-bedroom spa suites. In the case, there are no rooms in the Terraces suited for disabled, no left connecting different levels and staircases are like a labyrinth, etc. Resort should provide lift and some convenient facilities for disabled, such as toilet, disabled access and warning sign for disabled. Though, they have some problems, generally, the resort is fine. If these problems are solved correctly and timely, it will be running better and better.

VCA对度假组织是非常重要的。这是一个评价项目以便管理和维护设施。在诺富特太平洋海湾度假村,通过VCA评估,解决池区和一间卧室的水疗套房中的一些问题。这种情况下,在露台客房没有没有适合残障人士的房间,没有连接不同层次和楼梯像一个迷宫等等。度假村应提供供残疾人使用的电梯和一些便利设施,如卫生间,残疾人通道和警示标志禁用。尽管它们有一些问题,总体度假村是不错的。。如果这些问题都正确的并及时的解决,它会运行越来越好。

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References list

参考文献列表

 

 

1. Lawson, F 2000, ‘Investment, maintenance, upgrading’, in Congress, Convention and Exhibition Facilities – Planning Design and Management, Architecture Press, Oxford and Woburn, MA

2. Jones, C & Jowett, V 1998, ‘The Concept and Scope of Facility management’ in Managing Facilities, Butterworth-Heinemann, Oxford

3. Lewis Berhand T and Payant, Richatrd. P (2000), Facility Inspection Field Manual,  McGraw-Hill Professional

4. Dr Johan R Edelheim, (2009) Facility and Risk Management for Hospitality Operations Study Guide, 2nd edition, Southern Cross University

5. Wagner, G 2003, ‘Remaking History at the Del’, Lodging Hospitality, vol. 17, no. 1

6.  Dittmer, PR 2002, ‘Lodging facilities’, in Dimensions of the Hospitality Industry, 3rd edn, John Wiley & Sons, New York,

7.  Langston, C & Lauge-Kristensen, R 2002, ‘Obsolescence and refurbishment’, in Strategic Management of Built Facilities, Elsevier Butterworth-Heinemann, Oxford

8.  Barrett, P. (1995), Facilities Management: Towards Best Practice. Blackwell Science

9. Bell, S. and Kepper, K. (1997). ‘Strategy and integration: The FM’s broader charge’ Facilities Designed and Management

10. Kerns, F. (1999), "Strategic facility planning", Work Study, Vol. 48 No.5

11. Alexander, K. (1996). Facilities Management: Theory and Practice. E. & F.N. Spon

12. Atkin, B. and Brooks, A. (2000). Total Facilities Management. Blackwell Science.

13. Rondeau, E. P, Brown, R. K. and Lapides, P. D. (1995). Facility Management. John Wiley & Sons.

14. Doswell, R. (1970) ‘ Towards an Integrated Approach to Hotel Planning', in West, A. and Hughes, J. (1991) ‘An Evaluation of Hotel Design Practice', The Service Industries Journal

15. Cotts, David G.; Roper, Kathy O.; Payant, Richar P. (2009)  The Facility Management Handbook 3rd edition, AMACOM

16. Alexander Keith (1996) Facilities Management: Theory and Practice, Spon Press

17. Prideaux, B; Moscardo, Gianna; Laws, Eric (2006), Manage Tourism and Hospitality Services: Theory and International Application

18.  Teicholz, Eric (2001), Facility Design and Management, McGraw-Hill

 

 

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