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