Faculty of Sport Science
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FACULTY OF SPORT SCIENCE & RECREATION BACHELOR OF SPORT MANAGEMENT (HONORS) SR221 – (e-PJJ) FACILITIES & EQUIPMENT MANAGEMENT SMG552 MID-TERM TEST
Answer All Questions (70 Marks) 1. Define and give example for each of the following: a. Capital equipment
Equipment that you use to manufacture a product, provide a service or use to sell, store and deliver merchandise. This equipment has an extended life so that it is properly regarded as a fixed asset. For example, permanent bookcases built during the construction of your office are considered part of the property. However, if those same bookcases can be moved to another location — without reconstructing the wall of which they are a part — the bookcases will be considered capital equipment. Similarly, the physical building in which you place your business is not capital equipment but "real property."
(3 marks) b. Expendable equipment Expendable equipment is equipment that is used within a short time, e.g. matches, cotton wool, laboratory stains, paper, disposable syringes Examples --matches are bought from a local shop — thermometers are bought from a pharmacy or medical store — paper is bought from the government office or a stationer (3 marks) 2. Enjoyment in participating in sport and recreational activities depend also on the quality and quantity of equipments. Explain the meaning of the statement and include examples. (10 marks) 3. As an equipment manager, you are responsible in purchasing new equipments for your organization. Explain the five (5) steps that you should follow during the purchasing process.
Step 1—Understand the entire equipment life cycle Determine the expected ownership period to effect the overall equipment operating cost. With a true understanding and control of owning and operating cost, you can determine what each machine costs to operate and how much you need to charge for a project. You can even figure the resulting profit margin.
Make informed equipment decisions. Deciding whether to buy, rent or sell is a lot easier when you take the entiremequipment life cycle into account. By calculating life cycle costs, you can make an informed decision about each and every machine. Step 2—Incorporate technology into the plan to leverage the value of sophisticated equipment. Create an equipment management plan using software and related technology tools. To manage today's sophisticated equipment, you need more than anecdotal reports from the field and sticky note reminders that a machine needs an oil change. You need technology to help you leverage the full value of your equipment. Depending on the size of your organization, your technology solution may be as simple as installing an equipment management software application on your existing system. Or, your solution may require a robust rollout of onboard equipment technology linking to an online system. Step 3—Foster an equipment management mentality throughout your organization Embrace this as a change management initiative. For some in your organization, the implementation of an effective equipment management program may initially create some uneasiness. That's understandable, since they may have been working in a reactive, "put out the fires" mode for years. For others that are less technically savvy, they may doubt their ability to learn a new system. To erase their fears and doubts, train everyone in your organization on the basics of your equipment management program, from your accounting manager to your mechanics. Communicate both short- and long-term goals and successes to convince your team that this is a long-term strategy. It is your organization's future. Step 4—Acting as an equipment manager, conduct site and system analysis • Analyze your job sites, maintenance departments, maintenance products and management systems. • Discover needed products, systems, and support to get the most effective and efficient use of your equipment. • Review existing resources. • Determine specific gaps in resources and equipment. • Construct a plan for every piece of equipment you own. Step 5—Implement a machine-specific project management system Register all equipment, assets and records about scheduled events in a project management system. As a firststep, enter all of the basic model and serial number information about your equipment into the system. Using theserial number, the system should allow you to make knowledge-based decisions about component life, before- andafter-failure risk, and the timing of preventive maintenance for specific machines.
(15 marks) 4. Explain why the cost effective factors should be looked into when considering the equipment maintenance plan. (5 marks) 5. Define maintenance. The modification of a software product, after delivery, to correct faults, to improve performance or other attributes, or to adapt the product to a changed environment. Maintenance is an important part of the {software life-cycle}. It is expensive in manpower and resources, and one of the aims of {software engineering} is to reduce its cost. (1996-12-27) (5 marks) 6. Explain the objectives of preventive maintenance. The main objective of preventive maintenance main objective is to minimize unplanned equipment failure by devoting (5 marks)
7. What is supervision in the context of managing sport facility? (4 marks)
8. Analyze this case: While working out on a stair-climber at L.A. Fitness in Oakland Park, Fla., Alessio Tringali suffered a heart attack. Hearing other gym patrons' shouts for help, two L.A. Fitness employees ran to render aid to Tringali. An employee certified in CPR observed Tringali lying on his back, bleeding from a cut on his head and shaking from small convulsions. When the employee knelt down beside Tringali to assess his condition, he felt a faint pulse, which to him indicated a heartbeat. He also noted the red color of Tringali's face and concluded that Tringali had an oxygen supply. He did not, however, put his face next to Tringali to feel if he was breathing. Based on his observations, the employee believed that Tringali was having a seizure or stroke, and therefore decided not to attempt CPR and possibly make matters worse. He testified that Tringali had just begun to turn blue when paramedics arrived. It is estimated that it took EMTs approximately three minutes after receiving a call from the front-desk receptionist (prompted by the second club employee) to arrive at L.A. Fitness, meaning four to six minutes had elapsed from the time the employees heard the initial calls for help. When they arrived, the EMTs found Tringali lying on his back, not breathing and without a pulse. While they quickly performed CPR and used a defibrillator to shock Tringali's heart, they were unable to reestablish a pulse, and Tringali was later pronounced dead at the hospital. As a result of his death, Tringali's estate filed a wrongful-death action against L.A. Fitness, alleging that the club breached its duty. After a trial, the jury, under the theory of comparative negligence, found L.A. Fitness 85 percent negligent in Tringali's death. The final judgment against L.A. Fitness was to pay the plaintiff the amount of $619,650.
List and explain the duties that have been breached by L.A. Fitness based on the case. (20 marks)
END OF QUESTION
Answer All Questions (70 Marks) 1. Define and give example for each of the following: a. Capital equipment
Equipment that you use to manufacture a product, provide a service or use to sell, store and deliver merchandise. This equipment has an extended life so that it is properly regarded as a fixed asset. For example, permanent bookcases built during the construction of your office are considered part of the property. However, if those same bookcases can be moved to another location — without reconstructing the wall of which they are a part — the bookcases will be considered capital equipment. Similarly, the physical building in which you place your business is not capital equipment but "real property."
(3 marks) b. Expendable equipment Expendable equipment is equipment that is used within a short time, e.g. matches, cotton wool, laboratory stains, paper, disposable syringes Examples --matches are bought from a local shop — thermometers are bought from a pharmacy or medical store — paper is bought from the government office or a stationer (3 marks) 2. Enjoyment in participating in sport and recreational activities depend also on the quality and quantity of equipments. Explain the meaning of the statement and include examples. (10 marks) 3. As an equipment manager, you are responsible in purchasing new equipments for your organization. Explain the five (5) steps that you should follow during the purchasing process.
Step 1—Understand the entire equipment life cycle Determine the expected ownership period to effect the overall equipment operating cost. With a true understanding and control of owning and operating cost, you can determine what each machine costs to operate and how much you need to charge for a project. You can even figure the resulting profit margin.
Make informed equipment decisions. Deciding whether to buy, rent or sell is a lot easier when you take the entiremequipment life cycle into account. By calculating life cycle costs, you can make an informed decision about each and every machine. Step 2—Incorporate technology into the plan to leverage the value of sophisticated equipment. Create an equipment management plan using software and related technology tools. To manage today's sophisticated equipment, you need more than anecdotal reports from the field and sticky note reminders that a machine needs an oil change. You need technology to help you leverage the full value of your equipment. Depending on the size of your organization, your technology solution may be as simple as installing an equipment management software application on your existing system. Or, your solution may require a robust rollout of onboard equipment technology linking to an online system. Step 3—Foster an equipment management mentality throughout your organization Embrace this as a change management initiative. For some in your organization, the implementation of an effective equipment management program may initially create some uneasiness. That's understandable, since they may have been working in a reactive, "put out the fires" mode for years. For others that are less technically savvy, they may doubt their ability to learn a new system. To erase their fears and doubts, train everyone in your organization on the basics of your equipment management program, from your accounting manager to your mechanics. Communicate both short- and long-term goals and successes to convince your team that this is a long-term strategy. It is your organization's future. Step 4—Acting as an equipment manager, conduct site and system analysis • Analyze your job sites, maintenance departments, maintenance products and management systems. • Discover needed products, systems, and support to get the most effective and efficient use of your equipment. • Review existing resources. • Determine specific gaps in resources and equipment. • Construct a plan for every piece of equipment you own. Step 5—Implement a machine-specific project management system Register all equipment, assets and records about scheduled events in a project management system. As a firststep, enter all of the basic model and serial number information about your equipment into the system. Using theserial number, the system should allow you to make knowledge-based decisions about component life, before- andafter-failure risk, and the timing of preventive maintenance for specific machines.
(15 marks) 4. Explain why the cost effective factors should be looked into when considering the equipment maintenance plan. (5 marks) 5. Define maintenance. The modification of a software product, after delivery, to correct faults, to improve performance or other attributes, or to adapt the product to a changed environment. Maintenance is an important part of the {software life-cycle}. It is expensive in manpower and resources, and one of the aims of {software engineering} is to reduce its cost. (1996-12-27) (5 marks) 6. Explain the objectives of preventive maintenance. The main objective of preventive maintenance main objective is to minimize unplanned equipment failure by devoting (5 marks)
7. What is supervision in the context of managing sport facility? (4 marks)
8. Analyze this case: While working out on a stair-climber at L.A. Fitness in Oakland Park, Fla., Alessio Tringali suffered a heart attack. Hearing other gym patrons' shouts for help, two L.A. Fitness employees ran to render aid to Tringali. An employee certified in CPR observed Tringali lying on his back, bleeding from a cut on his head and shaking from small convulsions. When the employee knelt down beside Tringali to assess his condition, he felt a faint pulse, which to him indicated a heartbeat. He also noted the red color of Tringali's face and concluded that Tringali had an oxygen supply. He did not, however, put his face next to Tringali to feel if he was breathing. Based on his observations, the employee believed that Tringali was having a seizure or stroke, and therefore decided not to attempt CPR and possibly make matters worse. He testified that Tringali had just begun to turn blue when paramedics arrived. It is estimated that it took EMTs approximately three minutes after receiving a call from the front-desk receptionist (prompted by the second club employee) to arrive at L.A. Fitness, meaning four to six minutes had elapsed from the time the employees heard the initial calls for help. When they arrived, the EMTs found Tringali lying on his back, not breathing and without a pulse. While they quickly performed CPR and used a defibrillator to shock Tringali's heart, they were unable to reestablish a pulse, and Tringali was later pronounced dead at the hospital. As a result of his death, Tringali's estate filed a wrongful-death action against L.A. Fitness, alleging that the club breached its duty. After a trial, the jury, under the theory of comparative negligence, found L.A. Fitness 85 percent negligent in Tringali's death. The final judgment against L.A. Fitness was to pay the plaintiff the amount of $619,650.
List and explain the duties that have been breached by L.A. Fitness based on the case. (20 marks)
END OF QUESTION
