July 2006Maintenance Excellence Self Assessment

US Naval Air Systems Command RCM

CMMS Implementation Happy EndingWireless Live Video At Yarra Water

2006 Condition Monitoring Survey

Audit Of Maintenance Strategy

Where Did All The People Go

Everybody Has An Excuse

Increasing MTBF By 400%

The Internet Meets EAM

Asset Basic Care

A journal for all those interested in themaintenance, monitoring, servicing andmanagement of plant, equipment,buildings and facilities.

Volume 19, No 3.July 2006

Published by:Engineering Information Transfer Pty Ltd

Publisher and Managing Editor:Len Bradshaw

Publishing Dates:Published in January, April, July andOctober.

Material Submitted:Engineering Information Transfer Pty Ltdaccept no responsibility for statementsmade or opinions expressed in articles,features, submitted advertising,advertising inserts and any other editorialcontributions.

Copyright:This publication is copyright. No part ofit may be reproduced, stored in aretrieval system or transmitted in anyform by any means, including electronic,mechanical, photocopying, recording orotherwise, without the prior writtenpermission of the publisher.

For all Enquiries Contact:Engineering Information Transfer Pty LtdPO Box 703, Mornington, Victoria 3931, AustraliaPhone: (03) 5975 0083, Fax: (03) 5975 5735,E-mail: mail@maintenancejournal.comWeb Site: www.maintenancejournal.com

Increasing MTBF By 400% In A Mineral Processing PlantSKF Group

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Everybody Has An Excuse For Not Measuring ReliabilityRicky Smaith

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Asset Basic CareSteve Reilly

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US Naval Air Systems Command RCM ProcessJC Leverette

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W h e re Did All The People Go - The New Case For CMMichael Currie

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Happy Ending For A CMMS ImplementationGanesh Natarajan

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Audit Of The Maintenance Strategy At An Agri-Chemical PlantTony Kelly

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The Internet Meets EAMClement Goh

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Wireless Live Video Improves Maintenance At Yarra WaterMomentum Technologies Group

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Maintenance Excellence Self AssessmentSIRF and IMRt

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68 Maintenance NewsCurrent Maintenance andProduct News

40 CM Survey 2006Survey of ConditionMonitoring Products andServices.

74 SubscriptionSubscribe To Either The PrintOr eMJ Versions of TheMaintenance Journal

Regular Features

July 2006Contents

Cover Shot:

Wireless live video technologyimproves Maintenance at YarraWater, Victoria, Australia.

Momentum Technologies live videosystem is helping Yarra Waterimprove their incident and failurereporting and responsiveness. Seethe article in this issue.

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EditorialJuly

Welcome to the July 2006 issue. This issue contains the annual survey of Condition Monitoring (CM) EquipmentSuppliers and Providers of Condition Monitoring Services. The CM products andservices on offer continue to grow and it is important that you regularly review whatis available and what is possible in the area of CM and inspection of assets.

A number of the articles in this July issue illustrate what is possible and the benefitsthat can be achieved using inspection and CM techniques As an example we havea short article on the use of real time videos to inspect and re p o rt on water andsewage assets, another article includes CM on slow rotation vibration monitoring,and finally there is an article on ‘Asset Basic Care’ that includes a down to earth lookat inspections, reporting and using operators for inspections.

Tony Kelly has for 3 decades been recognised as a leader in the MaintenanceManagement field. We are there f o re pleased to be able to include an extract fro mhis new text ‘Strategic Maintenance Planning’. This text is part of a new 3 volumeset on Plant Maintenance Management (see advertisement in this issue).

There are to be slight changes to the Publication Dates of the Maintenance Journal.The publication dates for the next 12 months are as follows: July Issue - 14 July 2006; Oct Issue - 13 October 2006; Jan Issue - 25 January 2007;and April Issue - 20 April 2007.

SURVEY FEATUREin the October 2006 issueSurvey of Special MaintenanceApplications SoftwareThe SMAS survey provides a listingand details of Maintenance softwareproducts such as for RCM, FailureAnalysis. FMEA, LCC, Simulation,PM Optimisation, Weibull Analysis,Parts Optimisation, Plant Replacementsoftware, etc.If your organisation wishes to beincluded in the SMAS survey for 2006,and have not yet responded you mustobtain the survey form from:mail@maintenancejournal.comDeadline for responses is 18 Aug 2006.

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www.skf.com

SKF Group

he challenge of improving machinery and equipment perf o rmance on fourpotash compactors at Israel Chemical’s Dead Sea Works, one of the larg e s tp roducers of potash, was met and overcome when Senior Maintenance Personnelf rom Dead Sea Works (DSW) and Industrial Bearing Experts from SKF joined forc e sin a two-phase programme to beat the problem

If the mineral processing industry had an Academy that handed out awards for excellence like the film industry ’s Academy Aw a rd s ,then one of the strong contenders for an award would be the maintenance team at Israel Chemical’s Dead Sea Wo r k s .I m p rovements made by the team, together with SKF engineers, increased mean time between failure (MTBF) by 400% and re d u c e dmeantime to repair by almost half.

The main plant is located next to the Dead Sea, the lowest point on the eart h ’s surface where summer temperatures reach 45d e g rees Celsius in the shade. The average annual temperature is 35 degrees and even in winter, daytime temperatures rarely fallbelow 20 degrees Celsius. A major part of the plant is associated with the extraction of potash, by evaporation, from the watersof the Dead Sea.

T h ree diff e rent grades of potash are produced at the plant, each for a diff e rent segment of the market. The standard form is inl a rge crystals and intended for agricultural applications in developing countries where it is spread by hand. A thinner crystal typeis produced for use in downstream products while a third grade called “granulated” is produced by compacting for use in bulkb l e n d i n g .

The granulating plant has six compactors each of which presses powdered potash between two rolls, making it into a “marble-like” form that is then granulated by a horizontal impact cru s h e r.

Four threats to bearing perf o rm a n c e

The shaft supporting each compactor roll rotates slowly at about 18 r/min in an ambient temperature that exceeds 50 degre e sCelsius. In addition to this, the roll shaft bearings carry a heavy loading (C/P<2-3) in an atmosphere thick with abrasive potashp a rt i c l e s .

Even though cooling water passes through the roll shafts and through each bearing housing this is still a demanding applicationin a harsh environment and is made even more demanding by the pre s s u re of continuous production where any unplanneddowntime is extremely costly.

To combat the problem of bearing breakdown, senior maintenance personnel from DSW have for some years been working closelywith SKF in what has turned out to be a highly successful two-phase appro a c h .

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Increasing MeantimeBetween Failure By400% In A Mineral

Processing A p p l i c a t i o n .

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Phase One

One of the earliest steps was to try to increase the time between breakdowns by focusing mainly on bearing maintenance,cleanliness, lubrication and mounting techniques. Because of the slow rotational speed the bearings were first lubricated withhigh viscosity grease to prevent deterioration due to metal contact of the rotating elements within the rings. Further steps includedg reasing of the labyrinths, the use of positive pre s s u re greasing to push out any contamination and the fitting of high quality seals.Whenever bearing replacement became necessary, the original bearing was replaced by an SKF SensorMount bearing.SensorMount bearings make mounting of the large taper bore bearings onto the compactor shaft extremely easy. Driving thebearing up the hollow water-cooled shaft becomes much more accurate and faster because there is no need for complexcalculations, feeler gauges and specially trained personnel. There is also the added reassurance of knowing that any possiblemounting errors have been eliminated and the service life of the bearing incre a s e d .

P redictive Maintenance Pro g r a m m e

Another major step in preventing frequent and unplanned downtime was taken with the introduction of a Predictive MaintenanceP rogramme based on equipment from SKF and software from Prism. Several types of monitoring techniques were tried with thecompactors but the most successful for dealing with the very low shaft speed was an ultrasonic detector coupled to an SKFM i c rolog. The signal was enhanced by passing it via an SKF Microlog Acceleration Enveloping Filter.

SKF Microlog is a spectrum analyser that allows a trained analyst to compare a signal from a compactor (say a dynamic vibrationm e a s u rement) to the compactor base line vibration signature (or any other earlier collected data). The analyst can then pre d i c tany development that might lead to a failure.

It replaces the random response of dealing with one parameter at a time by making an examination of all parameters involved inthe life cycle of the machine. The result is a more comprehensive approach to detecting the cause of failure

Results of Phase One

At the conclusion of Phase One Mean Time Between Failures (MTBF) had been tripled. At the same time Mean Time To Repair(MTTR) was reduced by half.

Phase Tw o

The aim of Phase Two was to build upon the improvements brought about by Phase One. DSW, together with the compactorm a n u f a c t u rer and SKF application engineers, succeeded in producing a new design to provide the compactor with oil lubrication.This gave better control of bearing temperature and reduced contamination by filtering the oil. This was followed by thoro u g hassessment of the compactor drawings, and all the available bearing re c o rds and re p o rts. Senior DSW maintenance personneland SKF industrial bearing specialists held several meetings and inputs were invited from bearing experts in various SKF Euro p e a nfactories. These discussions, using the 6 Sigma process, resulted in a decision to introduce several changes.

Fixed pro c e d u res for certain aspects of maintenance and repair associated with the roll shaft and bearings were drawn up, agre e d ,and made available to maintenance personnel. This action supported maintenance staff training that was introduced in PhaseOne. Closely associated with this was the introduction of a bearing refurbishment programme for the compactor roll shaft bearings.This service is to be provided by SKF and includes the provision of SensorMount on all refurbished bearings.

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Figure 1: Potash Compactor

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On the predictive maintenance side, a decision was made by DSW to replace the CMVA 10 SKF Microlog introduced in Phase Onewith a new CMVA 65 SKF Microlog and because of the slow shaft rotation to introduce a special ultrasonic technique.

Another new addition was an SKF Copperhead Fault Detection System. This is a plug and play system that monitors the completemachine rather than just the rotating components. It incorporates a new line of rugged vibration and temperature sensors thatw e re installed on the four bearing housings for one of the compactors. Data from the system is fed to the DSW Plant Inform a t i o nSystem that collects and displays all operation parameters.

Results of Phase Tw o

Phase Two produced further benefits with an MTTF increase to about 30% together with an MTTR reduction of about 40%.

Continuing to strive for excellenceAlthough well pleased with such excellent results the DSW maintenance team and the SKF specialists are eager to see whatf u rther steps can be taken to overcome the four threats to bearing perf o rmance and increase plant eff i c i e n c y. Already they areplanning a third phase that aims to provide oil lubrication for all four compactors, install SKF Copperhead detectors on allcompactors and test a new type of SKF bearing for the compactor shafts.

Figure 2: Compactor Roll Awaiting Repair

Figure 3: Compactor Roll Repair

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he top five reasons why companies don’t measure reliability Most companies don’t measure mean time between failures (MTBF), even though it’s the most basic measurement that quantifiesre l i a b i l i t y. MTBF is the average time an asset functions before it fails. So, why don’t they measure MTBF?

Reason 1: Work orders don’t capture all emergency work. Many companies have rules such as, “A work order will be written onlyif the equipment is down for more than one hour.” This rule doesn’t make sense. Let’s say, for example, a circuit overload on apiece of equipment trips 100 times in a month. Many times, small problems lead to major asset failure. Don’t wait until a smallp ro b l e m b e c o m e s a b i g o n e . S t a rttrackingMTBFand you’ll be on the road to re l i a b i l i t y. Eventually, you’ll learn to manage your assetsp roactively according to their health. Then, you’ll see your MTBF improve dramatically.

Reason 2: Not every asset is loaded into the CMMS/EAM. This is a problem that makes writing an emergency work order impossible.If you’re not tracking every asset down to the component level, you can’t possibly identify any true reliability issue. Think about itthis way: if 20% of your assets eat up 80% of your re s o u rces, wouldn’t you want to identify that 20%, the bad actors? Put all of yourassets in your CMMS/EAM, track the MTBF and the bad actors will become obvious.

Reason 3: It isn’t important to measure MTBF because other metrics provide equivalent value. Yes, you can get asset re l i a b i l i t yf rom other metrics, but keep it simple by using MTBF. Count the number of breakdowns (the number of emergency work ord e r s )for an asset during a given time interval. That’s all it takes to learn how long the equipment runs (on average) before it fails.

Reason 4: The maintenance organization is in such a reactive mode that there ’s no time to generate any metrics. They’re constantlyscrambling merely to react to the latest crisis. But, taking a small step in the right direction - tracking just one measure of re l i a b i l i t y- will reveal the 20% of the assets that are burning 80% of the re s o u rces. If you start with the worst actor, you’ll be surprised athow quickly you can rise out of the reactivity quagmire .

For example, a plant manager who recently measured the MTBF for what he called his“ Top 10 Critical Assets” was shocked at the results. He expected the combined MTBFfor these assets would be around eight hours to nine hours. In the first month of thisinitiative, he found that the actual MTBF was 0.7 hours. You may find yourself in the samesituation. You’ll never know the true reliability status on your plant floor until you beginmeasuring it.

Reason 5: There are too many other problems to worry about right now without being pre s s u red to measure re l i a b i l i t y, too. I’veh e a rd this many times and what it tells me is that the organization is in total reactive mode. This organization deals only with thep roblem of the hour. If 20% of your assets are taking 80% of your re s o u rces, dig yourself out of the problem by attacking the assetsthat cause the most pain - the high- payoff assets that will respond to a reliability improvement initiative. We’ve got to stop fightingf i res. The characteristics of adept firefighters include: • High turnover of personnel (mostly in production). • Maintenance costs that continue to rise. • Maintenance costs that are capped before the month ends (“Don’t spend any more money this month. We ’ re over budget.”) • E v e ry day is a new day of problems and chaos. • Maintenance is blamed for missing the production goals.

It isn’t easy to fight fires and initiate reliability improvement at the same time, but it can be done. Start measuring MTBF and attackthe high-payoff assets. You can’t change a company’s culture from reactive to proactive overnight, but you can eliminate re l i a b i l i t yp roblems one major system at a time. That’s where you’ll find a rapid re t u rn on investment. Change people’s activities and behaviorsslowly and you’ll transition to a proactive culture .

Asset reliability is the key to keeping a company profitable, incre a s i n g i t s c a p a c i t y a n d re d u c i n g i t s m a i n t e n a n c e c o s t . I n a f u t u rec o l u m n , w e ’ l l p re s e n t s o m e re l i a b i l i t y i m p rovementideas.

You can contact Contributing Editor Ricky Smith, CMRP, at rickysmith@comcast.net. If you would like a copy of Smith’s “MTBFUser Guide,” send him an email.

www.plantservices.com

Ricky Smith

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Everybody’s Got An Excuse

If you start with the worsta c t o r, you’ll be surprised at

how quickly you can rise outof the reactivity quagmire.

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Design Maintenance Systems Inc. (DMSI)

Steve Reilly

n t ro d u c t i o nAsset Basic Care programs use operations, maintenance and/or lubrication staff to physically inspect and verify the operatingcondition of work areas, processes, and fixed / mobile assets. Some of the topics that will be covered in this paper include:• What is Asset Basic Care ?• How can Asset Basic Care programs be implemented?• Automated Asset Basic Care programs – an alternative to paper-based inspection methods.• Tools and technology for automated Asset Basic Care .• Review the key elements to ensure a successful Asset Basic Care implementation.

The goal of this paper is to show that an asset basic care program can be an effective foundation to preventive and pre d i c t i v emaintenance program. Asset basic care can also make a profound contribution to any organization implementing a Six Sigmaquality strategy. Most import a n t l y, basic care can have a significant positive effect on asset availability, as well as reduce operationsand maintenance expenditures in the achievement of increased asset re l i a b i l i t y.

What Is Asset Basic Care ?

Asset Basic Care is a commitment by the operations and maintenance staff within a plant to ensure that assets maintain theirexpected level of quality and volume for output, while reaching their expected lifespan within the plant.

Asset Basic Care attempts to greatly reduce or eliminate reactive maintenance by implementing pro c e d u res to ensure that assetsa re :• Properly configured with all specified guards, safety devices and environmental pro t e c t i o n• Checked that they are within proper operating parameters (i.e. acceptable temperature / pre s s u re / flow rate etc)• Protected from dirt, water and other sources of contamination,• Checked for seals operating properly (no leaks of lubricant or process fluids),• Scheduled so that the correct type and amount of lubricant is used.

These checks are all carried out in a thorough asset care regimen. The investigative part of this regimen also attempts to catchincipient problems by monitoring assets for both visual (qualitative) and measurable (quantitative) indications of change.

Along with the inspection processes of the program, an Asset Basic Care process focuses on education of the operators, thelubrication staff and the maintenance/reliability staff. Asset Basic Care puts high emphasis on both operator managed inspectionp rograms and lubrication management eff o rt s .

Asset Basic Care forms the foundation layer of an overall integrated Total Plant Reliability strategy and can also be a key componentin the development of a sustainable Six Sigma approach to maintenance.

Origins of Asset Basic Care

Inspection rounds have always been a part of the maintenance process. Having operations and/or maintenance staff go onto theplant floor, the garage or the engine room and check belts, fittings, seals, fluid levels etc. in an informal manner has been carr i e dout since the Industrial Revolution.

The more stru c t u red approach of scheduled, defined and documented inspection rounds was one of the fundamental conceptsthat came to be known as “Planned Maintenance”. Developed during the years of the Second World Wa r, planned maintenancemethods were applied as a means of assuring high levels of machinery availability. Over the rest of the 20th century, plannedmaintenance and its numerous offshoots have been applied in all industry types in Europe and North America.

At the same time, Japanese industry, faced with considerable challenges, developed a variant of planned maintenance now knownas Total Productive Maintenance (TPM). As with planned maintenance, frequent inspections are a fundamental tenet of the TPMp rocess, with a heavy emphasis on the involvement of the equipment operators in the inspection process. Asset Basic Care isderived from several of the concepts (“pillars”) of Total Productive Maintenance (TPM). Some of these concepts are :• 5S Program, making problems visible by organizing the work are a .• Autonomous Maintenance, which involves both operations and maintenance in caring for assets at the sourc e .• Continuous Improvement Pro g r a m s .• Safety, Health and Environmental Inspection and Impro v e m e n t .

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I

Asset Basic Care

A paper presented at EAM 2006 - The Enterprise Asset Management Summit (www.reliabilityweb.com)

• Team Based Approach to Identifying and Resolving Issues Concerning Asset Av a i l a b i l i t y.

The following quote from Kunio Shirose, a conceptual TPM author, focuses on the element of TPM that is the basis for the AssetBasic Care appro a c h :

“A very important aspect of TPM is the establishment of autonomous maintenance. The purpose of autonomous maintenance is to teach operators how to maintain their equipment by perf o rm i n g :• Daily checks• Lubrication• Replacement of part s• Repairs• Precision checks• Early detection of abnormal conditionsAs <with> most of the Lean Manufacturing techniques and tools, autonomous maintenance is based on education andtraining. It is about raising awareness of the operators on the knowledge and understanding the operation principles of theirmachines.” Kunio Shirose, TPM Consultant

Inspection processes can there f o re be operations-driven or maintenance-driven; often they are a combination of both depart m e n t s .The management of an inspection program is just as likely to be under the control of operations / production as maintenance.

Asset Basic Care and Six Sigma Pro g r a m sA Six Sigma systemic quality program provides businesses with the tools to improve the capability of their business pro c e s s e s .Six Sigma can be defined as a disciplined, data-driven approach and methodology for eliminating defects in a wide variety ofp rocesses, which includes all forms of manufacturing and process industries. A key element of Six Sigma programs is “kaizen”,the Japanese process of continuous improvement using a variety of problem-solving and analysis techniques.

One of the fundamentals of the Six Sigma approach is the re q u i rement for data. Data sets are used to determine the original stateof a process, the current state of that process, the rate of improvement and the proximity of the process to the desired qualitylevels. Asset Basic Care, with its emphasis on frequent and rigorously scheduled inspections, produces a steady stream of bothquantified and qualified evaluations of assets, systems and processes. The data collected by these inspections, plus the datagenerated to measure the compliance to the Asset Basic Care inspection schedule itself, can be used effectively to generatemetrics for any Six Sigma program. A well-run Asset Basic Care program is not only a catalyst for improvement in and of itself; itcan also be one of the primary data-gathering tools to evaluate the effectiveness of all continuous improvement pro c e d u res withinthe plant.

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Asset Basic Care in the Overall Reliability StrategyAsset Basic Care fits in as a foundational element of a plant’s Total Plant Reliability strategy. A Total Plant Reliability strategy detailsthe availability and contribution of a plant’s re s o u rces to be used in asset inspection, condition monitoring, planning and schedulingand logistics for the creation of a reliability program. The strategy provides for optimal use of organizational re s o u rces with suff i c i e n tasset availability to meet the org a n i z a t i o n ’s output re q u i re m e n t s .

A Total Plant Reliability eff o rt uses the skill sets available within the organization (and through the judicious use of external expert i s e )to generate improvements in the following are a s :• I m p rove planning and scheduling by increasing the effectiveness of the EAM/ERP systems for maintenance management.• Reduce or eliminate reactive maintenance by optimizing use of early warning technologies such as asset inspections and

p redictive maintenance technologies.• Enable the organization to develop and achieve a targeted mix of ru n - t o - f a i l u re / preventive / predictive maintenance work

o rd e r s .• Fine tune work execution, by ensuring that job plan estimates are accurate and complete, and match actual work ord e r

re s o u rce expenditures with a minimum of variance. Optimize spare parts inventory management

Successful Total Plant Reliability programs are built upon the foundation of Asset Basic Care. The use of tools such as pre d i c t i v emaintenance, diagnostic systems and reliability centered maintenance / maintenance optimization can all be made more eff e c t i v ewhen they are used on assets that are clean, properly sealed, operated within correct operating parameters, properly lubricatedand frequently monitored for visual changes.

Integrated Predictive Maintenance Technologies - brings multiple technological disciplines together to evaluate asset health.Vibration analysis, lubricant analysis, therm o g r a p h y, and ultrasonic analysis are all powerful technologies whose results can bemade more effective when used in conjunction with an Asset Basic Care pro g r a m .

Early indications of failure using predictive maintenance tools are much more evident in assets that are clean, well operated andp roperly lubricated. Also, the elimination of evident problems through Asset Basic Care makes predictive maintenance pro c e s s e sm o re attuned to detection of less evident faults.

Diagnostics / Knowledge Retention - can utilize all of your basic care, predictive maintenance, reliability audit and maintenancecost data together to help automate diagnostic evaluation about the condition of assets. Asset Basic Care programs are a primes o u rce of operator and maintainer knowledge that can be embedded in a diagnostic system.

Maintenance Program Optimization – the data collected through an Asset Basic Care program is invaluable when engaged in amaintenance optimization / RCM analysis, especially if the basic care data is paired with failure history data taken from the EAMsystem. If the EAM system is capable of work order initiation based on condition, basic care findings can be used to enable workscheduling based on assessed asset re l i a b i l i t y.

Systems Integration with other plant systems (process control / CMMS / EAM / ERP) – basic care data can be delivered to ERPsystems and EAM systems for maintenance purposes, but the most common delivery process is to process data historians.Distributing the findings throughout the plant can be very helpful in focusing the attention of all plant personnel onto the re l i a b i l i t y,safety and environmental metrics collected by an Asset Basic Care system.

It is there f o re evident that Asset Basic Care is a solid foundation for a successful overall reliability pro g r a m .• Early indications of failure using predictive maintenance tools are more evident in assets that are clean, well operated and

p roperly lubricated.• Daily or per shift inspection data is always available to the reliability team for immediate analysis verification. • Reliability specialists can focus on complex reliability issues rather than simple operation or lubrication conditions – these

conditions are detected by operations or lubrication techs.• Plant-wide distribution of Asset Basic Care system findings can focus attention on the overall reliability of the plant (thro u g h

the development and use of key perf o rmance indicators).

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ERPSystem

Diagnosticsand

Prognostics

Integrated PredictiveMaintenance Technologies

Asset Basic CareLubrication and Inspection

ProcessControl

EAMSystem

Overall Reliability Strategy

Benefits of Asset Basic Care

Asset Basic Care programs have been implemented in hundreds of organizations, both in process and discrete manufacturingfacilities. Benefits of a successfully implemented care regimen include:• Reduced unplanned downtime / reactive maintenance work.• Reduced corrective maintenance cost per re p a i r.• Positive long-term impact on safety and environmental perf o rm a n c e .• I m p roved employee morale through cooperation between maintenance and operations.

Some benefits that have been documented by organizations that have implemented Asset Basic Care programs include:

Paper Mill, Florida - An Asset Basic Care program at a paper mill in Florida resulted in a 70% reduction in reactive repairs in thre eyears and a reduction in maintenance budget by one-third .

Paper Mill, Vi rginia - An Asset Basic Care program at a paper mill in Vi rginia was credited as a major contributor to a 20% incre a s ein total mill production – even with the permanent shutdown of one of mill’s six paper machines.

Carbon Black Plant, Louisiana - An Asset Basic Care program at a plant in Louisiana led to a 32% reduction in ongoing pre v e n t i v emaintenance work orders, and a 10% reduction in annual maintenance costs.

Implementing Asset Basic Care

An Asset Basic Care program can be implemented as a separate program in and of itself, or as part of one or more bro a d e rp rograms. Implementation of basic care programs can differ considerably, depending on the type of organization, industry, andespecially on the goals and objectives of the team within the organization who is spearheading the program. The main successfactors are clear assignment of roles, effective management support, appreciation of cultural issues, and having a clearly laid outimplementation process for all participants to follow.

Role Assignment / Management Support

During the development and initial roll-out of an Asset Basic Care program, the necessity for upper management support and clearand unambiguous role assignments cannot be overstressed. A successful basic care program re q u i res a high level of cooperationf rom operations staff and maintenance staff, and this cooperation can best be managed with managerial support from the higherlevels of both (or above both, pre f e r a b l y ) .

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17

TIME TO REVIEW MAINTENANCE STRATEGIESAND/OR OPTIMISE CURRENT PRACTICE ?

The Australian owned and developed RCM Turbo methodology is the choice of organisations world wide forthe development and review of optimised, RCM based maintenance schedules.

From nuclear power plants to pet food processing operations, the principles of RCM are applied using RCMT u r b o to the generation of maintenance regimes that lead to minimisation of failure consequences, whilestriking the optimal balance between equipment reliability expectations and total annualised cost. RCM T u r b ore p resents a powerful decision support platform while leaving a detailed audit trail of the basis for allassumptions.

At the same time, the issue of spare parts required to sustain the maintenance practice is an important one.The Spares Optimisation System (SOS) continues to address this in a unique manner. A criticality assessmentis applied to establish the importance of a spare to continued plant re l i a b i l i t y. This priority outcome is convert e dto a recommended max/min holding, taking into account economic order quantity and safety stock calculations.A cost/risk analysis is also applied to expensive items or capital/insurance spares. Advanced 'What if ?'exploration capabilities enhance decision making in SOS.

Both RCM Turbo and SOS will deliver substantial and measurable business improvement. Call Strategic for an on site presentation.

Detailed information on both these methodologies can be downloaded from Strategic's web sitewww.strategicorp.com

Strategic Corporate Assessment Systems Pty LtdPO Box 427, Heidelberg 3084

Phone: 03 9455 2211

Either the individual who has been put in charge of the roll-out of the basic care program should be directly involved with the initialdeployment area, or he/she should have a liaison who is directly involved with the area. One strategy that has been utilized is thef o rmation of a “Reliability Group” which is comprised of individuals from both the maintenance and operations staff .

Cultural Issues

All of the elements of 5S, see below, are appropriate for a basic care program. The most important, and the one that has the mostp rofound effect on the work place, is self-discipline, sometimes re f e rred to as sustain, or sustainability. The concept that allpersonnel in a plant are responsible for the assets within the plant is as much a cultural change as it is a technical or pro c e d u r a lchange.

S o rt Remove unnecessary items from the workplace “When in doubt, throw it out”

Straighten Locate everything at the point of use “A place for everything, and everything in its place”

Sweep Clean and eliminate the sources of filth “The best cleaning is to not need cleaning”

S t a n d a rdize Make routine tasks standard operating “See and recognize what needs to be done”p ro c e d u re – what to do and when to do it.

Self-discipline Sustain by making 5S second nature “Understand what needs to be done without being told”

A culture of self-discipline is one of the key factors that will determine if a basic care program will thrive, or simply be seen asanother management program du jour.

At a pulp and paper mill in Louisiana in early 2004, operators initially resisted the implementation of a basic care program. By June2005, the basic care program was credited with a $30 per tonne reduction in maintenance costs, this at time when paper millshave been shutting down due to high operating costs and oversupply. Plant personnel achieved this by embracing the basic careconcept and the culture of self-discipline that it implies.

Implementation Steps

The implementation of an Asset Basic Care program involves the following steps:1. Design Inspection Form s2. Operator Tr a i n i n g3. Inspection Scheduling / Optimal Route Length4. Develop Feedback Mechanisms.5. Execute Asset Basic Care Cycle.6. Measure Perf o rm a n c e .

Step One: Design Inspection Form s

P roperly designed inspection forms have the twin goals of ease-of-interpretation and fast completion.• Easy To Read - Design the inspection forms (or data capture screens) with as simple a language level as possible.• Consistent - Make inspection questions as consistent as possible for each asset type, so the operator can complete the

inspection as quickly as possible.• Non-Ambiguous - Design the questions (data entry fields) so that it is clear which exception item is to be selected/entered if

a fault is detected.

Inspections can involve anywhere from two to ten points per asset/machine train, depending on the complexity of the inspectionitem. Typical inspection items include:• Check lists, single and multiple check-off .• Operating Hours, Usage Meters.• P redefined and Ad Hoc Notes.• Fluid (lubricant, fuel, coolant etc.) levels.• P rocess Parameters (pre s s u re, flow, draw …)• Te m p e r a t u re / Sound / Ultrasonic levels.• Vibration (velocity and shock pulse) levels.• Images / Sketches.

Step Two: Operator Tr a i n i n g

Operations staff is the main re s o u rce for implementing an Asset Basic Care program. The primary key to success is operatort r a i n i n g .• Choose Appropriate Inspections - It is important to train the operators to carry out inspections at an appropriate level of

c o m p l e x i t y. From IDCON “As a guideline-if an operator can be trained in an inspection method in less than 15 minutes, he orshe should be trained to do that inspection.” The coro l l a ry to this statement is that if the inspection re q u i res more than 15minutes to teach an operator, it may not be a suitable candidate for inclusion in a basic care pro g r a m .

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• Explain WHY as much as WHAT and HOW - Operator buy-in is essential for a successful inspection program, and a trainingp rogram should emphasize the reasons why the program is being implemented. It has been our experience that there is ad i rect correlation between the level of eff o rt expended to give the operators understanding about the reasoning behind aninspection process and the level of buy-in.

• Train The Trainers - Designate and train one or more employees of the plant staff (re l i a b i l i t y, operations, IT) as the pro g r a mt r a i n e r. This is especially important if one-time training of the operators is being carried out by external consultants. Theoperators will be much more comfortable carrying out the inspection if there is a backup re s o u rce readily available.

• Plant-Floor Training - All operators should be walked through their inspection rounds at least once, preferably more often,during the initial training pro g r a m .

• Tools Training - If the inspection program is to be implemented using automated tools, then training must be extended toinclude the software systems and handheld data collection tools. However, it is important not to let the tools training becomethe primary focus of the training eff o rt – tools are merely the tail, the inspection process itself is the dog.

Step Three: Inspection Scheduling / Optimal Route Length

A) Developing Data Collection Pro c e d u re s

Essential to Asset Basic Care are the data collection pro c e d u res needed to detect problems and measure improvement. Thesei n c l u d e :• Operator Asset Production Check Sheets.• Operator Area Housekeeping Check Sheets.• Lubrication Routes.• Asset Condition Check Routes.• Safety / Health Protection Inspection Routes.

B) Inspection Rounds

D e t e rmining the best way to execute a program of inspection rounds (either operator-based inspections or lubrication inspections)raises a number of questions, but two questions are always raised.• How often should inspections be carried out? In theory, inspection frequency should be based on the known length of time

between a failure indication and the failure event itself - the potential failure to functional failure, or P-F interv a l .In re a l i t y, we usually don’t know these failure intervals. Also, the inspection process is not solely concerned with failure –we are also interested in finding out operating states that are sub-optimal from a perf o rmance or even an estheticperspective, The amount of failure or fault data needed to derive accurate (or at least statistically valid) failure intervals canoften be very hard to come by. When we ARE able to derive statistically valid inspection intervals, they are often at oddswith the practicalities of the plant operation.F o rt u n a t e l y, we have found that very good estimates of optimal inspection frequency usually come from the operators andreliability staff within the plant itself. Also fort u n a t e l y, it is appropriate to derive inspection intervals from establishedp r a c t i c e .In plants where operators are already carrying out once-per-shift or once-per-day inspections, it can save a lot of time tosimply review and optimize the existing inspection frequencies. Within 4-6 months of implementing a basic care pro g r a m ,t h e re is usually enough data collected to be able to review and alter the inspection fre q u e n c y. Route frequency re v i e wshould be built in as part of the Asset Basic Care inspection cycle.

• How long should an inspection route take?Route length can vary considerably from plant to plant.It is our experience that expected completion time for routes should be no longer than two hours. For once-per-shift oro n c e - p e r-day routes, it is usually impractical to have routes that take longer than an hour – the norm for these types ofroutes is 20-30 minutes..Longer routes generally have poorer data collection compliance statistics, as they often cannot be completed within a singles h i f t .

Step Four: Feedback

P roper feedback re q u i res a method (or methods) to deliver usable information to maintenance, operations and management.• R e p o rts - It is important to sit down with the operators while the basic care program is being designed, to understand just

what information the operators want to see in their basic care re p o rts. Often, operators want re p o rts that contain the samedata as the re p o rts received by maintenance, but formatted and ord e red in diff e rent ways.

• Plant Data Display Systems - If operations is heavily invested in existing data display systems such as Honeywell PHD,OSISoft PI or AspenTech IP.21, consider delivering inspection data via these systems. Reporting inspection results tooperations through a known system can increase operator acceptance of the pro c e s s .

• Compliance Metrics – compliance re p o rts or KPIs are becoming a standard part of basic care inspection programs. Thesetools measure how closely the inspection process is matching up to the prescribed schedule. Good compliance metricsenable decision-makers within the plant or organization to use basic care data with confidence, to make eff e c t i v ep roduction or maintenance decisions.

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The execution of an Asset Basic Care program involves the following steps:• Schedule the inspections for a time period.• C a rry out the inspections in a timely manner.• Generate and deliver a list of noted exceptions.• Notify all participants about any exceptions found during the inspections.• Schedule and conduct any remedial action needed to eliminate the exceptions.

Automated Asset Basic Care

Challenges to Manual Inspection Pro c e d u re s

T h e re are a number of challenges to manual inspection process. Inspection programs using check sheets are difficult to monitor– many inspection rounds never get carried out, and it’s difficult to determine if they haven’t been carried out.

The data collected on inspection check sheets is highly prone to error – entries are illegible, diff e rent inspectors use their ownt e rms to describe problem conditions, meter values are transcribed incorre c t l y. This is difficult for the person reviewing theinspection results, and even more difficult if those results are re q u i red to be entered into a database or a spre a d s h e e t .

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Step Five & Six: Asset Basic Care Cycle

Design Inspections

Schedule Inspection

Conduct Inspection

List All Exceptions

RemedialActivity

Required?

ScheduleRevision

Required?

Train Operators

Yes

Yes

No

Schedule RemedialActivity

Conduct RemedialActivity

Revise Schedule

Deliver Feedback

Asset Basic Care Cycle

An Unfortunate Example of a Paper Check Sheet

Another source of error is simply that there is often confusion about which machine train is being inspected – especially in pro c e s sindustries where there is lots of identical equipment in operation.

The inspection check sheet offers little additional support to the inspector when he/she discovers what may be a problem – therei s n ’t any way to review previous inspections or query the check sheet for further help.

Often, re p o rting of immediate problems is done verbally. This can not only lead to inadequate traceability of the problem (its cause,etc.) but the verbal re p o rting process can cause many problems to be under- re p o rted, as the inspector will inevitably concentrateon the current most serious problems and not re p o rt those that are looming, but not currently critical.

F i n a l l y, the inspection check sheets need to be reviewed by someone capable of taking the next step – either ordering work to bedone or more tests.

Automating the Inspection Pro c e d u re s

T h e re is no question that Asset Basic Care inspection pro c e d u res can be carried out using paper check-sheets.

H o w e v e r, after having installed automated Asset Basic Care programs in over 100 plants worldwide, we can say with assurancethat automating the program offers several advantages.• Implementing Asset Basic Care programs is easier and more eff i c i e n t• I n c reases the accuracy and consistency of collected data.• Immediate feedback is available to the operators when assessing the asset.• Exceptions are indicated immediately to maintenance and reliability staff .

When the system is electronic, it is easy for an inspector to check on the last re p o rted condition of an asset and check up on anyrepair carried out since the last inspection. Checking on the integrity of completed repairs adds significantly to the quality of theo rg a n i z a t i o n ’s repair pro c e s s .

Well-documented and highly compliant data allows an easy comparison of results from one inspection to the next. Machinery andp rocess parameters when logged can be analyzed to establish trends in equipment perf o rmance to provide an early indication ofthe presence of a developing fault condition.

Conclusion - Keys to SuccessManagement elements that need to be addressed to ensure a successful Asset Basic Care pro g r a m :

• Role Assignment – assigning responsibility for the pro g r a m .

• Housekeeping – building a culture of self-discipline in the workplace.

• Training –operators need to fully understand what problems they are to detect and the tools they are expected to use.

• Management Support – both operations and maintenance management must “buy-in” to the pro g r a m .

Technical elements that need to be addressed to ensure a successful Asset Basic Care pro g r a m :

• Design of Asset Inspection Methods that clearly define what problems the operators are looking for.

• Developing Route Paths for optimal data collection efficiency and 100% data capture .

• Developing Route Schedules to ensure timely and accurate data collection.

• Measuring Data Collection Compliance – “what gets measured, gets done”

The keys to a successful Asset Basic Care data collection program can be summarized as – you need to be S U R E.

• S i m p l i c i t y. The process of collecting data must be simple to learn and re m e m b e r.• U n d e r s t a n d i n g . Operators must understand (be trained) what to look for when carrying out an inspection• R e l i a b i l i t y. If the data collection process is unreliable, or causes “paper pile-up”, the system will be considered more

t rouble than its wort h .• Effectiveness. Operators must see positive results from their inspection efforts – feedback at all stages is critical for the

program to be considered effective.

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Tools for Automating the Basic Care Inspection Pro c e s s Example of Electronic Check Sheet Item on Pocket PC

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Anteon CorporationJC Leverette (USA)

b s t r a c t

This paper is an update to RCM in the Public Domain: An Overview of the US Naval Air Systems Command’s RCM process pre s e n t e dat RCM-2005. This paper and presentation will provide an overview of the NAVAIR process. The NAVAIR RCM process and toolsa re openly available to the public and are rapidly gaining acceptance and increasingly being used in the commercial sector.

The US Navy’s Naval Air Systems Command (NAVAIR) has been one of the leading implementers of Reliability-Centere dMaintenance (RCM) methodologies in its eff o rts to improve re l i a b i l i t y, safety, and minimize costs associated with the operationand maintenance of the US Navy’s aircraft fleet. NAVA I R ’s RCM methodologies have been updated and refined with over 30 yearsof RCM experience on a wide variety of complex systems.

B a c k g ro u n d

The US Navy has been one of the leaders in development and application of RCM analysis. In one of the earliest applications ofRCM principles, the US Navy began applying Maintenance Steering Group (MSG) logic developed by the commercial airline industryto the P-3, S-3 and F-4 aircraft in the early 1970’s. In 1975, NAVAIR applied an updated version of MSG-2 called the AnalyticalMaintenance Program to Naval aircraft and engine programs. In 1978 the Department of Defense (DoD) sponsored DoD re p o rtAD-A066579, “Reliability Centered Maintenance” by Stanley Nowlan and Howard Heap of United Airlines. This re p o rt was basedon the principles of MSG logic and was the foundation of most modern day RCM processes (re f e rence 1). Throughout the 1980’sDoD issued several documents related to RCM analysis; most notably in 1986, DoD issued MIL-STD-2173, "RCM Requirements forNaval Aircraft, Weapons Systems and Support Equipment". This document was the basis of the current NAVAIR RCM Process. In1996, MIL-STD-2173 was superseded by NAVAIR 00-25-403, “Guidelines for the Naval Aviation Reliability-Centered MaintenanceP rocess”, which contains the current RCM process described in this paper (re f e rence 2).

The objective of this paper is to introduce the NAVAIR RCM process; identify some of the tools and re s o u rces available to thosei n t e rested in using RCM analysis; and demonstrate the use of the NAVAIR RCM process using the IRCMS software. The NAVA I RRCM process is a completely non-pro p r i e t a ry process that is free and openly available to the general public. It is the hope of theauthor that exposure to this information will encourage some people to pursue the use of RCM who might not otherwise do sobecause of the perception that a long term and expensive commitment to a pro p r i e t a ry process and tools is re q u i re d .

Anyone who has been exposed to any of the public discussion surrounding RCM knows that there are many vendors offering RCMs e rvices. Many of the claims about these competing processes seem to be contradictory and confusing. Some of the inform a t i o nbeing passed around is, at best, unsubstantiated and, at worst, purposely inaccurate. A secondary purpose of this paper is toa d d ress some of the public misconceptions about RCM, particularly those associated with the NAVAIR RCM process and theclosely related SAE JA1011 RCM Standard. The basic tenets of RCM are fairly simple and simply adding a letter or number beforeor after the “RCM” name does not make a process significantly diff e rent. The simple fact is that the NAVAIR RCM process has allof the features, tools, and capabilities that most of the pro p r i e t a ry processes have. Furt h e rm o re, any method of implementing RCM,such as through facilitated groups, which is often claimed as a distinguishing feature of some processes and vendors, can beused with NAVAIR RCM process, despite claims to the contrary.

H o w e v e r, it is not the intent of this paper to compare RCM processes. Many RCM vendors provide experience in specific industries,d i ff e rent approaches to executing RCM analysis, and various tools such as software that may be beneficial to a particular user.It is the hope of the author that this paper can provide potential users with a means to learn more about RCM independently anddecide for themselves what type of process and set of skills best meets their needs, before committing to one particular pro c e s sor vendor.

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A

An Introduction to the US Naval A i rSystem Command RCM Process

and Integrated Reliability CenteredMaintenance Software

(A paper presented at RCM 2006 - The Reliability Centred Maintenance Managers’ Forum organised by Netexpress USA inc)

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N AVAIR RCM and the SAE JA1011 Standard

In the early 1990’s the US DoD began a series of initiatives to streamline the acquisition process for military pro c u rements. Oneof these initiatives was a decision to eliminate, as much as possible, the use of military standards in new acquisitions, and instead,rely on commercial or perf o rmance standards. This decision was documented in a memorandum from Secre t a ry of Defense Wi l l i a mP e rry dated 29 June 1994. The decision was enforced with the systematic canceling of a large number of military standards. Oneof those cancelled was MIL-STD-2173, which documented the RCM process used by NAVAIR at the time.

In support of this acquisition streamlining eff o rt, a group called the Reliability, Maintainability and Supportability (RMS) Part n e r s h i p ,began coordinating the eff o rts of various other organizations involved in developing standards related to re l i a b i l i t y, maintainabilityand support a b i l i t y. Through the RMS Partnership, the Society of Automotive Engineers (SAE) was asked to lead the developmentof an RCM Standard to replace the various Military RCM standards being cancelled since no equivalent commercial standardexisted at the time.

SAE chart e red a sub-committee to begin development of an RCM standard under its G-11 Supportability Committee. The RCMsubcommittee initially consisted of re p resentatives from the US Navy and various DoD contractors. It was noted that thedevelopment of a “commercial” standard was being perf o rmed almost exclusively by personnel associated with DoD.

The group started down several diff e rent paths in development of this standard, including one directed by “higher-ups” in SAEthat the sub-committee develop a “preventive maintenance” standard because they didn’t think there would be enough intere s tin RCM. The actual quote from an email is presented for its humor value: "We [the SAE Supportability Committee] are not intere s t e din an 'RCM spec'. We want a 'scheduled maintenance spec'. An 'RCM spec' would be too narrow in scope. There's not enoughgeneral interest in RCM to justify SAE involvement in such a spec.” If they could only see us now!

The group also found itself, at various times, trying to correct known or perceived deficiencies in current processes but could notalways agree on how to correct them. After several of these false starts the group concluded that there was no one “standard ”RCM process and that a “standard” was not the place to develop new and untried pro c e d u res. They also decided to ignore thed i rective to create a preventive maintenance standard. The group began to settle on the idea of creating a set of criteria withwhich to compare existing processes to ensure a given process was conforming to the original tenets of RCM as defined by Nowlanand Heap.

The group made further eff o rts to seek out additional experience from commercial industry. In late 1997, the well-respected JohnMoubray became involved. With new participation and a clearer direction in place, and despite some lively debate, the group wasable to complete the SAE JA1011 Standard in 1999. The group also continued work on SAE JA1012, which was intended to “pro v i d eadditional clarification and amplification for some of the key concepts and terms in JA1011”1 (re f e rences 3 and 4).

At about the same time the SAE eff o rt was started, NAVAIR started an eff o rt to retain their RCM process information in a form a tthat would not be viewed as objectionable as a “standard”. The eff o rt also was intended to capture the many lessons learned andi m p rovements identified from significant RCM eff o rts perf o rmed after the release of MIL-STD-2173 in 1986. The result of this eff o rtwas the NAVAIR manual, NAVAIR 00-25-403. Many of the participants in this eff o rt were also participants in the SAE JA1011development eff o rt including the author of this paper who participated in both eff o rt s .

At this point it is worth discussing how DoD uses standards. In what may be a gross oversimplification, DoD uses standards toe n s u re it knows what it is getting when it buys a product or process. While there is an assumption that a standard re f e renced ina pro c u rement specification satisfies the exact re q u i rements of the procuring activity, solicitations often encourage vendors top rovide alternative solutions as long as they can be proven to meet all relevant re q u i rements and are advantageous in somem a n n e r. In the opinion of this author (who was also an author of SAE JA 1011), SAE JA1011 was intended to be used the sameway; as a re f e rence to ensure a potential user of a particular RCM process understood what they were getting relative to theoriginal RCM concept as proposed by Nowlan and Heap. It was not intended to conclude that this was the only process to determ i n emaintenance re q u i rements or even the best process for every situation. In other words, it is the responsibility of the user of ap rocess to decide whether or not a process complies partially or completely with JA1011 and whether it even matters. Like othertools it is up to the user to decide how and where to use it.

Finally it is also worth noting that there seems to be a notion in some camps that SAE JA1011 was primarily developed from theRCM2™ process. In fact, SAE JA1011 was heavily influenced by users of both the RCM2™ and the NAVAIR RCM processes andothers. However, as noted above, much work was accomplished prior to the involvement of Mr. Moubray. In the opinion of thisa u t h o r, as a participant in its development, SAE JA1011 was an impartial assessment of the original tenets of RCM and was asunbiased by any particular personal or business agenda as was humanly possible. Any of the dozen or more people involved willattest that debate was lively and no one person or group got everything they wanted in the document.

N AVAIR RCM Process DescriptionThe NAVAIR RCM process has been evolving ever since the first applications of MSG-2 logic on US Navy aircraft in the 1970’s .The RCM logic, analytical tools, and associated execution and implementation processes have been refined and improved overthe years based on the experience and lessons learned from many applications of the process under a variety of circ u m s t a n c e s .

The NAVAIR RCM process is fully described in NAVAIR 00-25-403. This manual provides information on the following topics:• RCM analysis planning and pre p a r a t i o n• RCM Training and cert i f i c a t i o n• F a i l u re Modes, Effects, and Criticality Analysis (FMECA)• The RCM analysis decision logic pro c e s s• Implementation of analysis re s u l t s• Sustaining the maintenance program through RCM analysis• Assessing RCM eff e c t i v e n e s s

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24

F i g u re 1 shows the overall NAVAIR RCM process, which includes four major steps: planning and preparation, the analysis,implementation of results, and sustaining the program. It can be seen from this process overview that the NAVAIR RCM pro c e s sp rovides a comprehensive RCM program that addresses not just the analysis process but also the pre l i m i n a ry eff o rt and follow-on eff o rts necessary to ensure the RCM eff o rt achieves the desired re s u l t s .

RCM PROCESS OVERV I E W

PLANNING AND PREPARATION

IMPLEMENT RESULTS

SUSTAIN

1.Identify Team and Responsabilities 4.Identify and Document Review Process2.Identify Analysis Items 5.Orientation/Training3.Prioritize Items 6.Ground Rules and Assumptions

Is the functional failure or effect of the failure mode, on its own, evident to the operator while performing normal duties?

Does failure mode cause a function loss or secondary damagethat could have an adverse effect on operating safety or lead

to serious environmental violation?

YESEvident

NOHidden

Does hidden failure mode in combination with second failure /event cause function loss or secondary damage that could

have an adverse effect on operating safety or lead to seriousenvironmental violation?

1.Package Maintenance Tasks2.Implement Onetime Tasks

1.Emergent Issues2.Age Exploration3.Hardware Changes4.Trend/degrader analysis5.Document Reviews

ANALYSIS1.Equipment Kick-off Meeting2.Initial Data Gathering3.Hardware Partition

4.Function5.Functional Failure6.Failure Mode7.Failure Effects

8.Failure Consequences9. Task Evaluation10. Task Selection

FMECA

Results

AnalysisApproach/RCM

Plan

MaintenanceRequirements

MaintenanceProgram

Data

Figure. 1

Figure. 2

Select BESTOPTION

YESEvident Safety /

Environment

Analyze Options:S, L, OC, HT,

Other Actions

Analyze Options:S, L, OC, HT,

No PM,Other Actions

Analyze Options:S, L, OC, HT, FF,

No PM,Other Actions

Analyze Options:S, L, OC, HT, FF,Other Actions

YESHidden Safety /

Environment

NOEvident Economic /

Operational

NOHidden Economic /

Operational

F i g u re 2 is the NAVAIR RCM logic diagram. The NAVAIR RCM logic has many similarities and a few noteworthy diff e re n c e sf rom many of the earlier processes. Like many other logic charts, it diff e rentiates safety and non-safety and hidden and evidentf a i l u res. It also addresses environmental consequences in the safety branches. Applicable task types and other outcomesdepend on which branch of the logic tree the failure mode falls into. One of the most noticeable diff e rences from other logicdiagrams is the lack of a pre f e rential order in the review of each task type. Most RCM processes assume a pre f e rred ord e rin the selection of a maintenance task, e.g. on-condition first, time-directed or hard-time second, etc. In these processes, ifone of the tasks is deemed to be applicable and effective, it is selected and the analysis continues with the next failure mode.The NAVAIR RCM process encourages consideration of all applicable failure management strategies for a given failure modeand provides comparison methods to help select the most effective of all applicable solutions.

While it is not the intent of this paper to provide a complete description of the NAVAIR RCM process, there are a few additionalpoints about the NAVAIR RCM process worth mentioning:• The process provides analytical methods for task interval determination. However, the process does not re q u i re them to be

used. Users are free to use whatever means they choose for task interval determ i n a t i o n .• The process provides specific data collection tasks called Age Exploration tasks for use where the analysis may have been

based on assumptions that warrant further analysis when better data is available. The use of these tasks is also optional.• The process contains provisions to develop specific non-maintenance solutions called “Other Actions” to address failure

modes. These Other Actions can include design changes, operating restrictions, operator training, equipment re p l a c e m e n t ,p rocedural changes, etc. The process contains pro c e d u res to assess the relative benefits of these actions compared toother applicable preventive maintenance options and ru n - t o - f a i l u re .

• The process does not re q u i re any specific execution strategy. It has been used with facilitated teams, as well as bydedicated RCM analysts. Guidance is provided for both methods. Additional discussion on this issue is provided below.

• The process has been applied to many types of equipment including industrial equipment, power generation, and facilities.• The process provides guidance for application on a limited basis based on user determined priorities when re s o u rces do not

allow a full application.• The process provides guidance for developing a living RCM pro g r a m• The process considers both physical and automated inspections to be on-condition maintenance and emphasizes the need

to justify implementation of integrated sensing technologies on the same basis as other RCM options.• The process provides information on grouping maintenance tasks to gain additional eff i c i e n c i e s .

Execution Strategies

Unlike many other RCM processes, the NAVIR process does not promote one particular execution strategy over another.A d d i t i o n a l l y, users of the NAVAIR process have employed many of the techniques other processes use as reasons to claim theirp rocesses are better, faster, or more eff i c i e n t .

For discussion purposes, we will discuss three main types of execution strategy (with the acknowledgement that there could beany number of others or combinations that we are unaware of):• F o rmal facilitated groups: One of the most widely accepted methods of perf o rming RCM today is the use of an RCM

“facilitator” to lead the analysis of a system in a meeting setting using a group of system experts that include maintainersand operators.

• Dedicated analysts: The analysis is perf o rmed by one or more RCM analysts who gather information from all re l e v a n ts o u rces including system experts, operators and maintainers. Typically the analyst is an RCM and maintenance expert andhas some knowledge of the equipment he or she is analyzing. It is important to point out that using analysts does not meanthat operator and maintainer input into the process is ignored. This is an often heard false claim by some as discussedb e l o w.

• I n f o rmal facilitated analysis: Analysis is perf o rmed by one or more facilitators using one to a few key subject matter expert sin informal settings gathering additional data from other sources as needed. This could be considered a combination of theother two appro a c h e s .

Other techniques for expediting the analysis include the use of analysis templates that contain partially completed analysis fro msimilar equipment, limiting the analysis to address only existing preventive maintenance tasks, and limiting either the systems orf a i l u re modes addressed in the analysis. The NAVAIR RCM process has been applied using some form of all of these appro a c h e s

.

Tools and Resourc e s

The NAVAIR RCM process is supported by some excellent tools and re s o u rces. These tools are again openly available to the publicat no charge. These include technical documentation, software, analytical tools, and process improvement foru m s .

S o f t w a re

The primary software tool used by NAVAIR for RCM analysis is the Integrated Reliability-Centered Maintenance System (IRCMS).IRCMS is a stand-alone software tool designed to assist in the analysis process as well as provide a re p o s i t o ry for analysis decisionsthat are easily reviewed as needed. IRCMS is a public domain tool developed for the US Navy and is available via the World Wi d eWeb at the sites listed below. IRCMS has been used on aircraft and related systems as well as industrial equipment and inc o m m e rcial settings.

The current version available at the time of writing of this paper is version 6.3 (as of June 2006). One of the primary purposes ofthis latest version was to eliminate the military and aircraft specific terminology and processes. This was accomplished for twomain reasons: 1) NAVAIR and DoD have been increasingly using RCM on equipment unrelated to aviation such as facilities andmanufacturing equipment, and 2) NAVAIR recognizes that benefits can be realized from absorbing the experience of others usinga common process and are hoping to broaden its use. Version 6.3 also has some new advanced features such as the addition ofa pre and post RCM analysis hazard risk index assignment, improved re p o rts, and new task comparison metrics.

IRCMS is relatively easy to use; however experience has shown that a full understanding of its features and capabilities is bestaccomplished through hands on training via another experienced user, or through readily available formal training. IRCMS wasdesigned to be very open to process changes and there f o re does not restrict the analysis with an overly rigid decision logic. Asa result, a thorough understanding of the RCM process being used is re q u i red to effectively use IRCMS. In other words, to use

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IRCMS you must understand RCM. Although we are unaware of anyone trying this, there is no reason IRCMS couldn’t be usedwith any RCM process that closely follows the re q u i rements in SAE JA1011. Software off e red by vendors may prove better for agiven application, but IRCMS can provide a means to explore the process and provide a frame of re f e rence for available capabilitiesfor those considering an RCM pro j e c t .

IRCMS is primarily a documentation aid and decision assistance tool. It is not intended to be a highly automated decision makingtool based on large quantities of failure data. It is intended to be used with other analytical tools such as statistical analysispackages for more detailed analysis.

Technical Guidance and other tools

As mentioned throughout this paper, the NAVAIR 00-25-403 manual is the primary guidance document for the NAVAIR process. Itis available for download at the websites listed below along with several other guidance and program documents. Also available,although not on the website, is an Excel spreadsheet that provides analytical methods for determining maintenance task interv a l sbased on the methods described in NAVAIR 00-25-403.

P rocess Improvement

Since the mid 1990’s NAVAIR has had an officially chart e red committee dedicated to improving the NAVAIR RCM process andtools. The NAVAIR RCM Steering Committee provides a forum to receive feedback on the NAVAIR RCM process and tools. Amongother functions, the RCM Steering committee is charged with: coordinating the development, distribution, maintenance, and updateof the IRCMS software; training and certification re q u i rements; and maintaining and disseminating knowledge of advancementsin RCM related technologies and processes among other services, industry, and academia. The RCM Steering Committeea p p reciates feedback from all sources on NAVA I R ’s RCM processes and tools. This feedback can be provided via the NAVA I Rweb site listed below.

R e s o u rces (as of June 2006)

Nearly all of the tools and re s o u rces mentioned in this paper are available at no charge from the following websites.1 . N AVAIR RCM website: http://logistics.navair. n a v y. m i l / rcm/index.cfm (For download of IRCMS 6.2.5)2 . Anteon website: http://www. a n t e o n - rcm.com (For download of IRCMS 6.3)

RCM MythsAs mentioned pre v i o u s l y, there seems to be a tremendous amount of controversy over what RCM is and what constitutes “pro p e r ”RCM analysis. Of course, much of this is driven by competition in the market place and the need for vendors to diff e rentiate theirp roducts and services from that of another. Unfortunately some have taken this a bit far by making claims about other pro c e s s e sthat cannot be substantiated. Other inaccuracies are misunderstandings or misperceptions that have been perpetuated over timet h rough various forums. In this section of this paper we will attempt to continue to clarify some of the existing misinformation asit applies to NAVAIR, or other military versions of RCM, and the SAE JA1011 Standard. This discussion is intended only to addre s ssome of the more often heard inaccuracies. These issues are not universally distributed nor is the discussion here compre h e n s i v e .

Myth #1: RCM, especially “classical” RCM, is cumbersome, time consuming, and expensive.

This myth is typically perpetuated by those who use processes that they espouse to be much faster than “traditional” RCM. Earlyapplications of MSG and RCM were very rigorous and highly detailed, and were there f o re time consuming. Users began to lookfor ways to shorten the process. Some looked to change the process itself to make it short e r. For discussion purposes we’ll callthese “abbreviated” or “derivative” processes. Implied in the “abbreviated process” view is that the “abbreviated pro c e s s e s ”will yield the exact same results as a more detailed analysis. Others looked to improve the way they perf o rmed the process withonly minor changes to the process itself. We’ll call these “classical” RCM. In general, the “classical” processes try to abide bythe original tenets of Nowlan and Heap’s process, and are there f o re more likely to be compliant with SAE JA1011. As with anyu n d e rtaking, people learn how to do things faster and better with experience, so both approaches should yield a faster analysisthan the earlier applications of RCM.

Fact #1a: Any RCM process is no more than a set of steps. The basic steps of ALL known RCM processes are very simple. Theamount of eff o rt put into each step is completely up to the user of the process. The time spent on these steps ultimately dependson the equipment level the analysis is perf o rmed at, the amount of information examined and included in the analysis, and howmuch detailed analytical processing is perf o rmed on the data. Basic answers to the process steps can often be completed in amatter of minutes. The only real way to shorten the process is to reduce the information considered or to become more experiencedand efficient at processing that inform a t i o n .

As mentioned above, the NAVAIR RCM process not only includes a set of steps very similar to those described in SAE JA1011, butalso includes some analytical tools for interval determination, and cost and availability assessment of maintenance tasks. Theextent to which these tools are used on each system, individual failure mode, or maintenance task is at the sole discretion of theu s e r. Recent applications of the NAVAIR RCM process range from years for some aircraft applications to days for some commerc i a lplant systems. Our opinion: Applied appro p r i a t e l y, any SAE JA1011 compliant process (including the NAVAIR RCM pro c e s s )should re q u i re nearly the same eff o rt as an appropriately applied “abbreviated pro c e s s ” .

Fact #1b: T h e re have been no comprehensive independent studies of various RCM processes to determine if any are in factfaster than others. There has been at least one study (re f e rence 5) that compared the results of a “classical” process and an“ a b b reviated” process on two identical systems at diff e rent locations. This study demonstrated that, at least in this one case, the

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two diff e rent analysis processes applied on similar systems, did not produce similar results. The results are summarized as follows:

Output 2 Classical A b b re v i a t e d

Number of Functions 6 2

Number of Functional Failures 14 2

Number of Components in the System Boundaries 13 3

Number of Failure Modes Analyzed 130 8

Hidden Failure Modes 88 0

Number of Critical Failure Modes 73 5

Number of PM Tasks Specified (incl. RTF) 141 8

Number of “Items of Interest” (IOI’s) 49 0

Myth #2: RCM must be perf o rmed in facilitated teams to give the best, or even valid, results. Variations: a) NAVAIR RCM andother processes that may use independent RCM analysts do not include proper mechanisms for obtaining maintainer and operatorinput, b) NAVAIR RCM doesn’t allow or provide for the use of facilitated gro u p s .

The argument goes something like this: Including experts from various elements of an organization in the analysis process willextract as much relevant information from as many sources as possible. In addition, the group analysis process will promote “buy-in” from the participants through development of consensus in the analysis results. It is argued that the RCM results are muchm o re likely to be implemented and there f o re the RCM more likely to be successful because affected parties participated in anda g reed with the analysis.

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The facilitated group method is an excellent method of perf o rming RCM analysis in many cases. However, some proponents ofthis method would have you believe that using any other method, ever, is inefficient, ineffective, or even dangerous. Reasons citedi n c l u d e :• Other methods fail to include relevant maintainer, operator, or subject matter expert knowledge• Other methods are likely to fail because they do not get maintainer buy-in to the re q u i rements generated by the analysis.• Other methods take longer due to getting bogged down in unnecessary detailed analysis of data• Other methods do not disseminate the information developed in team meetings as well

None of these reasons are tru e .

Fact #2a: RCM has been successfully and efficiently executed, and the results implemented, using several diff e rent executionstrategies including the use of facilitated groups and analysts. NAVAIR 00-25-403 contains extensive discussion on the import a n c eof operator and maintainer input into the analysis and how to obtain it no matter which execution method is used.

Fact #2b: T h e re are situations where the facilitated team advantages may not apply or where other approaches may be betteroverall, considering that the facilitated team approach re q u i res participants to all be trained in RCM and away from their re g u l a rjobs while participating in the analysis eff o rt. Remember, any valid approach will still be re q u i red to obtain necessary inform a t i o nf rom operators and maintainers.• Contracted maintenance: Some contract maintenance situations may make it impossible to include relevant maintainers. For

example, in some facility maintenance environments, maintenance may be perf o rmed on an on-call basis. The samemaintenance personnel or even the same company may not perf o rm the same task each time.

• Highly specialized equipment: Equipment such as gas-turbines, aircraft stru c t u re subject to fatigue, or other highly complexequipment may re q u i re detailed engineering analysis of failure mechanisms and associated task intervals. While maintainerand operator input may still be useful, it may make no sense to subject them to the details of such analysis.

• Highly stressed or lightly manned operations: Some organizations simply cannot aff o rd to remove key players from theirp r i m a ry responsibilities long enough to perf o rm the analysis in meetings over days or weeks. Or, it may be more coste ffective to outsource the analysis eff o rt. Again, any outsourced eff o rt should ensure appropriate means of collectingrelevant information from key sources and ensuring organizational buy-in to results are employed.

• Highly regulated industries: In cases where maintenance is regulated and closely monitored such as aircraft, nuclear power,etc., the consideration of buy-in from maintainers is likely moot. The tasks get done or someone gets fired or goes to jail.

New acquisitions or new technology: The majority of available data may be engineering or test data that might be most eff i c i e n t l yanalyzed by one or two technical specialists.

The bottom line is that there are more ways to get information into an analysis than by having a group sit in a room and talk aboutit. There may be times when that is the most effective way and others when it is not.

Myth #3: The Military/aviation environment is so diff e rent from the industrial environment that analytical processes for one donot apply to the other

This general myth can be broken down into several similar misperceptions that most likely come from a misunderstanding of militaryand aviation enviro n m e n t s :

Myth #3a: Military and aviation deal mainly with highly critical failures that warrant detailed analysis.

Fact #3a: In military equipment, especially aviation systems, designers have spent years and invested huge re s o u rces designingin redundancy and designing out critical failures. Most failures of aircraft components are economic or operational in nature .Critical failure is simply unacceptable from a design standpoint.

Myth#3b: Military applications are more concerned with safety and operations than cost and have large amounts of money tot h row at things like RCM.

Fact #3b: The US Military has been faced with declining budgets and aging equipment since the end of the Cold Wa r. Much likeprivate industry, most of the impetus for RCM in the US Military is to maintain an acceptable state of operational availability whilereducing the cost of operations and maintenance.

Myth#3c: Military versions of RCM re q u i re large amounts of data including previously perf o rmed FMECAs.

Fact #3c: The NAVAIR RCM process contains the same methods for determining failure modes and effects as other RCMp rocesses. Previously or independently perf o rmed FMECAs are often used as source data for analysis, but when available, areoften perf o rmed at lower equipment indenture levels that make them unusable as a direct input to RCM analysis. Other data suchas CMMS data is used in much the same way it is in other industries.

Myth #4: The RCM process only applies to new designs

This myth, whose origins are unknown, most likely came about because RCM was originally developed from the MSG-2 pro c e s s ,which was developed for new commercial airc r a f t .

Fact #4: The RCM process developed by Nowlan and Heap was developed for DoD to apply to new and in-service aircraft. In

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fact, Nowlan and Heap has a section dedicated specifically to application to in-service aircraft. MSG Logic was originally developedfor new commercial airc r a f t3 . Most recent applications of RCM to equipment in DoD have been to equipment that has been in-s e rvice for a significant portion of its life cycle prior to RCM being perf o rm e d .

Myth #5: RCM must be a zero based analysis

Fact #5: RCM can be perf o rmed as a zero based analysis or using existing maintenance program as a starting point. Many NAVA I RRCM applications have effectively used the existing maintenance program as a starting point. NAVAIR 00-25-403 provides guidanceon limiting the scope of analysis by limiting the source of failure modes considered. Analyzing all failure modes would be at oneend of the extreme and analyzing only new failure modes as they occur would be at the other. Most NAVAIR applications of RCMfall somewhere in the middle of this range.

Myth #6: NAVAIR RCM is not SAE JA1011 compliant

This is probably the most absurd of the inaccuracies heard, given the histories and relationship of SAE JA1011 and NAVAIR RCM.It probably hasn’t been widely distributed, but it seems to persist in certain circles. Most of the claims made in this argument werebased on outdated or inaccurate information about the NAVAIR process, for example from NAVAIR training materials that pre -dated SAE JA1011.

Fact #6: The NAVAIR RCM process is fully compliant with the spirit and intent of all provisions of SAE JA1011, as many of thep a rticipants in its development were also authors of NAVAIR 00-25-403. Reference (6) explores this issue in great detail. This paperis available on the websites previously listed.

C o n c l u s i o n s

RCM is a relatively simple process. RCM is mostly an application of “common sense” using some basic physical and re l i a b i l i t yprinciples. Detailed analytical methods have a place, but are not re q u i red all of the time. The best approach to executing an RCMp rogram will depend on the goals, re s o u rces (time, fiscal, manpower, and technical), and commitment of the organization attemptingto perf o rm RCM. The most common trait in successful implementations of RCM is good leadership from those seeking to implementit no matter what process or execution strategy is used.

T h e re is probably no one best RCM process or execution strategy for all situations. Be wary of claims that suggest otherwise. Beespecially wary of those that claim they are the only ones that can do RCM “properly”. There are true success stories from manyd i ff e rent applications of RCM. Many of the diff e rences in RCM vendors are as much about style, approach, and personality astechnical process. However, these can be important in the ultimate success of a project. In fact, which process is used is pro b a b l ythe least important determining factor in a successful implementation. The main purpose in hiring outside help is to bring in theire x p e rtise. If you need outside assistance, make sure that they have the expertise you need and that it complements youro rganization. The NAVAIR RCM process and re s o u rces, as well as SAE JA1011, can be valuable tools to help you learn more aboutRCM even if you ultimately settle on using diff e rent processes and/or tools.

F i n a l l y, it is the continued hope of this author that all of us do a better job advancing the state of the art in RCM rather than arg u i n gabout whose 7 step flow chart or facilitated team stru c t u re is better. There is a lot of work yet to be done in developing bettermaintenance technologies and better methods of collecting and analyzing maintenance data.

R e f e re n c e s

1. Nowlan F.S. and Heap, H.F., “Reliability-Centered Maintenance”, DoD re p o rt AD-A066579, December 1978

2. NAVAIR Manual 00-25-403, Guidelines for the Naval Aviation Reliability-Centered Maintenance Process. March 2003

3. Society of Automotive Engineers Standard JA1011, Evaluation Criteria for Reliability-Centered Maintenance Processes, August1 9 9 9

4. Society of Automotive Engineers Standard JA1012, A Guide to the Reliability-Centered Maintenance Standard, January 2002

5. Hefner, Rod and Smith, A.M., “The Application of RCM to Optimizing a Coal Pulverizer Preventive Maintenance Pro g r a m ” ,P roceedings of the SMRP 10 th Annual Conference, October 2002.

6. Echeverry, J.A. and Leverette, J.C., “NAVAIR Reliability Centered Maintenance Compliance with SAE JA1011”, July 2004

A c k n o w l e d g m e n t s

The authors would like to acknowledge the contributions of Craig Paylor of the NAVAIR DEPOT, Cherry Point, NC and Daryl Hoff m a nof the NAVAIR DEPOT Jacksonville, FL for their contributions in reviewing and providing valuable input to the original paper.Additional contributors to the original paper included: Steve Leep and Chris Rooksberry of Anteon Corporation and Steve Adamczykof the NAVAIR Depot Jacksonville, FL.

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30

SIRF and IMRt

SIRF Roundtables brings together more than 150 of Australia’s leading companies to participate in learning networks calledRoundtables. The Industrial Maintenance Roundtable (IMRt) started 1993 and now has networks in all Australian states and inNew Zealand reviewing and comparing approaches and practices.

The IMRt developed and delivered the Australian Maintenance Excellence Aw a rds (AMEA) for the first time in 1996 for its membersto recognize and encourage organizations along the path of excellence in the maintenance of industrial plant. The IMRt wishesto acknowledge the organizations that played a key role in the development:• EI DuPont de Nemours & Co who provided insight and information gained through its Maintenance Excellence Recognition

P rocess (MERP) and who very kindly made MERP material available to IMRt to assist the development of the AustralianMaintenance Excellence Aw a rd s .

• the Australian Quality Council for its support and expert advice given freely to the IMRt during the development of TheAustralian Maintenance Excellence Aw a rd s .

• the National Minerals Industry Excellence Aw a rd for Safety and Health which provided a model for the development of thisa w a rd .

The annual awards process is open to all and enquiries are welcome from those who might wish to participate in the process thatculminates in the Aw a rds evening in November. Further information and copies of the booklets describing the awards may beobtained from www. s i rf rt.com.au. The self assessment document below is one of the documents available from SIRF Rt’s websiteand has been printed with permission of SIRF Roundtables. This document is one of several that are available for companiesi n t e rested in improving plant reliability and business perf o rmance through the award process. The IMRt provides a high qualityp rocess which acknowledges maintenance excellence, supports continuous improvement in the maintenance function, focusingon people, practices and the business impact of maintenance excellence.

T h e re are several documents that support the AMEA process. The self assessment booklet is intended as an introduction toencourage personnel to look broadly across the various areas that should be considered when encouraging high plant re l i a b i l i t yat low cost.

The Australian Maintenance Excellence Aw a rds considers seven categories and related criteria:• Leadership • People • Planning and Scheduling • Maintenance Processes and Practices• Reliability Improvement • Resource Management • Business Perf o rm a n c e

By using these criteria, enterprises will be able to evaluate their capabilities of managing maintenance and its contribution to thebusiness. Through the Australian Maintenance Excellence Aw a rds the IMRt seeks to provide a high quality process whichacknowledges maintenance excellence, supports continuous improvement in the maintenance function, focusing on people,practices and the business impact of maintenance excellence.

Self-assessment has been recognised as a means of identifying and driving improvement opportunities by assessing curre n tp e rf o rmance against a model of excellence.

This document is part of the companion set of Australian Maintenance Excellence Aw a rds material which includes:• R e s o u rce Booklet• Criteria and Applications Guidelines• Evaluation Team Booklet

This Self-Assessment Booklet is closely linked with the Resource Booklet. They are both more detailed than the Criteria andApplications Guidelines material. While covering the same categories and criteria the Criteria and Applications Guidelines materialincludes more general and broader questions and is intended to provide an opportunity for a more adaptive approach for Aw a rdassessment purposes. The Criteria and Applications Guidelines provide a suggested framework for a submission for the AustralianMaintenance Excellence Aw a rds. This Self Assessment booklet may be used as ‘food for thought’ when preparing a submission.

THE SELF-ASSESSMENT PROCESS

It is recommended that to be most effective, the self-assessment process be carried out in a stru c t u red workshop, with a cro s s -functional team, and facilitated by a trained assessor.

The workshop, during the self-assessment process, provides an assessment of where the enterprise is today compared to themaintenance excellence model. It also provides quantitative data through the questionnaire and also qualitative data on thec u rrent position of the enterprise.

A feedback re p o rt can be collated from this data which is also used as a basis for planning impro v e m e n t .

30

Maintenance ExcellenceSelf A s s e s s m e n t

31

SELF-ASSESSMENT SCORING GUIDELINES

Each question within a section is weighed equally. Points are assigned as follows:

1 = No system in place 2 = System planning beginning 3 = System planning complete

4 = System implemented 5 = System implemented and mature

Results provide a general guide relative to Maintenance Excellence scoring and help identify areas for improvement opport u n i t i e s .

SELF-ASSESSMENT SCORING

It should be noted that the score in and of itself is not important. What is important is that this self-assessment process pro v i d e san opportunity to identify which best practice areas re q u i re most attention for improvement and which are stro n g e s t .

The questions may also provide guidance re g a rding particular strengths and opportunities for improvement. The process foridentifying opportunities can be assisted by the data summary chart at the end of this article which shows:• the percentage of the maximum score for each category (% Category Max. Score ) ;• the weighted category score; and• the relative ranking of each category score .

USE OF THE SCORING SYSTEM

S c o res are used to analyse relative ranking of each category.• Low scores indicate categories for improvement opport u n i t i e s ;• High scores indicate stre n g t h s ;• Gap between scores and maximum possible scores attainable indicate opportunities for improvement in striving to achieve

e x c e l l e n c e .

C ATEGORIES & CRITERIA

31

1. LEADERSHIP (14% of total)

The intent of this Category is to cover the role of leadership in the development of the maintaining function within the org a n i s a t i o nat a corporate and enterprise level.

1 2 3 4 5

a . Planned maintenance is part of our ❐ ❐ ❐ ❐ ❐written business philosophy, mission or aim.

b . We have written goals, objectives and measures ❐ ❐ ❐ ❐ ❐that document continued improvement of the maintenance function’s contribution to the business.

c . T h e re is a leadership network that provides ❐ ❐ ❐ ❐ ❐guidance and direction for continual functional i m p rovement of the maintenance function.

d . R e p o rts measuring planned maintenance ❐ ❐ ❐ ❐ ❐p e rf o rmance, i.e., key parameters VS goal a re periodically issued.

e . Company re f e rence documents, such as ❐ ❐ ❐ ❐ ❐“Maintenance Pro c e d u res” and “Engineering S t a n d a rds” are routinely adhered to.

Column To t a l

Multiply by 1 2 3 4 5

=

C a t e g o ry To t a l

C a t e g o ry, % Max. Score

C a t e g o ry Total, We i g h t e d

Addition of the above

C a t a g o ry Total/25 x 100%

C a t a g o ry Total x 14/25

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2. PLANNING AND SCHEDULING (11% of total)

The intent of this category is to cover how the enterprise develops, implements, controls, measures and improves its planning andscheduling of its maintenance work to achieve the corporate objectives.

1 2 3 4 5

a . P roduction, maintenance and technical strongly ❐ ❐ ❐ ❐ ❐s u p p o rt the concept of planned and scheduled maintenance and, as partners, are committed to its success.

b . A team dedicated to the planning, scheduling ❐ ❐ ❐ ❐ ❐and coordinating of routine maintenance work is in place.

c . P reventive and predictive maintenance work ❐ ❐ ❐ ❐ ❐is an integral part of this P&S eff o rt .

d . R o u t i n e l y, the right materials and re s o u rces are ❐ ❐ ❐ ❐ ❐b rought together at the right place and the right time to work on properly pre p a red equipment.

e . Repairs are promptly made when indicated by ❐ ❐ ❐ ❐ ❐t rend analysis.

f . Inspection re c o rds include:1. Inspection checklists and ro u t e s ❐ ❐ ❐ ❐ ❐

2. Inspection fre q u e n c y ❐ ❐ ❐ ❐ ❐

g . Systems are in place which ensure action is ❐ ❐ ❐ ❐ ❐taken when inspections and repairs do not occur as scheduled.

h . Systems are in place which:1. Describe the nature of the re p a i r ❐ ❐ ❐ ❐ ❐2. Provide instructions to craftsmen ❐ ❐ ❐ ❐ ❐

3. Record what repairs were completed ❐ ❐ ❐ ❐ ❐4. Collect labor and materials charg e s ❐ ❐ ❐ ❐ ❐

5. Track downtime ❐ ❐ ❐ ❐ ❐

i . R e c o rds for inspections and repairs meet ❐ ❐ ❐ ❐ ❐re q u i rements of local codes and corporate standards ( p re s s u re vessels, boilers, expansion joints, etc).

Column To t a l

Multiply by 1 2 3 4 5

=

C a t e g o ry To t a l

C a t e g o ry, % Max. Score

C a t e g o ry Total, We i g h t e d

Addition of the above

C a t a g o ry Total/70 x 100%

C a t a g o ry Total x 11/70

33

3. MAINTENANCE PROCESSES AND PRACTICES (16% of total)

The intent of this category is to cover how the enterprise establishes, implements, monitors, analyses and improves its pre v e n t i v e ,p redictive and reactive maintenance systems to meet the goals of the org a n i s a t i o n .

1 2 3 4 5

a . A formal, periodic equipment inspection system ❐ ❐ ❐ ❐ ❐is in place that is consistent with manufacturers’ specifications and in compliance with g o v e rnment re g u l a t i o n s .

b . P redictive maintenance inspection routes ❐ ❐ ❐ ❐ ❐have been established and inspections a re made on schedule.

c . Inspections are always carried out exactly ❐ ❐ ❐ ❐ ❐as specified and at the specified inspection fre q u e n c y.

d . D i s c repancies are always corrected before ❐ ❐ ❐ ❐ ❐the process/equipment is re t u rned to operation.

e . A lubrication program is in place to ensure ❐ ❐ ❐ ❐ ❐equipment is lubricated routinely and adequately with the proper lubricant.

f . Critical equipment (based on impact on safety, ❐ ❐ ❐ ❐ ❐p roduction, quality, environment, cost etc) have been identified and listed for the purpose of applying predictive maintenance techniques.

g . A l e rt and danger limits for parameters ❐ ❐ ❐ ❐ ❐have been established and published.

h . R e c o rds are formalised and trend analysis is ❐ ❐ ❐ ❐ ❐routinely used to monitor equipment condition.

i . A system of inspections have been developed for:1. Noise level ❐ ❐ ❐ ❐ ❐2. Leaks or emissions ❐ ❐ ❐ ❐ ❐

3. Hot spots ❐ ❐ ❐ ❐ ❐4. Physical condition (paint, corrosion, loose parts, ❐ ❐ ❐ ❐ ❐missing nuts or bolts, deteriorated insulation, etc)

j . A system is in place to ensure that inspections occur. ❐ ❐ ❐ ❐ ❐

k . Equipment specifications are maintained and ❐ ❐ ❐ ❐ ❐a re easily retrieved when needed.

Column To t a l

Multiply by 1 2 3 4 5

=

C a t e g o ry To t a l

C a t e g o ry, % Max. Score

C a t e g o ry Total, We i g h t e d

Addition of the above

C a t a g o ry Total/70 x 100%

C a t a g o ry Total x 16/70

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4. RESOURCE MANAGEMENT (11% of total)

The intent of this category is to cover the management of materials, contracts and consultants and how the enterprise establishes,implements, monitors, analyses and improves its materials and re s o u rces under contract.

1 2 3 4 5

a . W h e re appropriate, integrated supply, vendor ❐ ❐ ❐ ❐ ❐stocking, vendor consignment, vendor direct d e l i v e ry, etc are a part of the overall materials management pro c e s s .

b . Rebuilding programs for appropriate items ❐ ❐ ❐ ❐ ❐(motors, valves, seals, etc) are operational.

c . An alternative materials pro c u rement is in ❐ ❐ ❐ ❐ ❐place and used where appro p r i a t e .

d . Corporate convergence eff o rts are supported ❐ ❐ ❐ ❐ ❐and the EEA (Effective Equipment Acquisition) a g reements are utilised where appro p r i a t e .

e . M e a s u rement techniques for stores perf o rmance ❐ ❐ ❐ ❐ ❐(investment, service, utilisation, etc) are routinely used.

f . Equipment parts lists are readily available. ❐ ❐ ❐ ❐ ❐

g . T h e re is a site materials improvement ❐ ❐ ❐ ❐ ❐c ross-functional network that provides direction and processes improvement opportunities for maintenance requisition order materials

h . E l e c t ronic means for pro c u rement is maximised ❐ ❐ ❐ ❐ ❐w h e re functional capability exists.

i . Site principles are in place that define what work ❐ ❐ ❐ ❐ ❐is contracted and what is kept in-house.

j . A training program for contract administrators that ❐ ❐ ❐ ❐ ❐covers all aspects of contractor monitoring is in place.

k . An audit system is in place to monitor the quality, ❐ ❐ ❐ ❐ ❐p ro d u c t i v i t y, and cost of work perf o rmed by contractors.

l . A contractor selection process is in place that ❐ ❐ ❐ ❐ ❐considers capabilities, types of contracts, best practices, and corporate guidelines.

m . An effective working relationship that supports ❐ ❐ ❐ ❐ ❐continuous improvement is built with primary contractors.

Column To t a l

Multiply by 1 2 3 4 5

=

C a t e g o ry To t a l

C a t e g o ry, % Max. Score

C a t e g o ry Total, We i g h t e d

Addition of the above

C a t a g o ry Total/65 x 100%

C a t a g o ry Total x 11/65

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Articles and Papers

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Asset Management, ConditionMonitoring, Maintenance Analytical Techniques and Reliability.

Submit all Articles or News by Electronic Format To:

mail@maintenancejournal.com

35

5. PEOPLE (18% of total)

The intent of this category is cover the extent to which the organisation provides people at all levels in the enterprise with thea p p ropriate skills, and engenders the commitment re q u i red to achieve the maintenance goals and objectives.

1 2 3 4 5

a A long-range strategic plan for maintenance is ❐ ❐ ❐ ❐ ❐in place that defines what the maintenance job will look like, what skills will be necessary and how these skills will be acquire d .

b . A job analysis that defines re q u i red skills has ❐ ❐ ❐ ❐ ❐been conducted and is updated periodically.

c . R e s o u rce persons are available to answer questions ❐ ❐ ❐ ❐ ❐during the training process and available to assist in developing troubleshooting skills with skills demonstrations.

d . A formal program to re f resh the skills of trades ❐ ❐ ❐ ❐ ❐people and to introduce new skills is in place.

e . A formal cross-training plan is in place to ❐ ❐ ❐ ❐ ❐develop versatility in the workforc e .

f . A means of measuring results, such as ❐ ❐ ❐ ❐ ❐t a s k - c e rtification programs and detailed training re c o rds to track the effectiveness of the program are in place.

g . A means to train maintenance superv i s o ry personnel ❐ ❐ ❐ ❐ ❐in maintenance best practices and systems.

Column To t a l

Multiply by 1 2 3 4 5

=

C a t e g o ry To t a l

C a t e g o ry, % Max. Score

C a t e g o ry Total, We i g h t e d

Addition of the above

C a t a g o ry Total/35 x 100%

C a t a g o ry Total x 18/35

36

6. RELIABILITY IMPROVEMENT (18% of total)

The intent of this category is to cover how the enterprise establishes and maintains a focus on the needs of the business inp a rticular on the reliability improvement process using problem solving techniques, increasing uptime, improving yields and pro c e s sreliability and assuring quality.

1 2 3 4 5

a . R e c o rds are maintained and periodically ❐ ❐ ❐ ❐ ❐audited to ensure preventive maintenance is p e rf o rmed on each piece of equipment as intended.

b . A long-range program is in place that enhances equipment reliability thro u g h :1. Initial design to enhance maintainability through to ❐ ❐ ❐ ❐ ❐life cycle cost analyses.

2. Proper operation of equipment during its ❐ ❐ ❐ ❐ ❐n o rmal life span.

c . A formal system exists to attack equipment problems that includes:1. Identification and qualification of the problem and ❐ ❐ ❐ ❐ ❐definition of the underlying root cause.2. Long-term corrective action. ❐ ❐ ❐ ❐ ❐

3. Effective tracking of corrective action to ensure success. ❐ ❐ ❐ ❐ ❐

d . M e a s u res that emphasise uptime are identified, collected, ❐ ❐ ❐ ❐ ❐tracked and re p o rted throughout the org a n i s a t i o n .

e . Equipment perf o rmance and maintenance history are ❐ ❐ ❐ ❐ ❐s t o red and used to trend re l i a b i l i t y, repair frequencies, f a i l u re modes, mean time to failure, etc.

Column To t a l

Multiply by 1 2 3 4 5

=

C a t e g o ry To t a l

C a t e g o ry, % Max. Score

C a t e g o ry Total, We i g h t e d

7. BUSINESS PERFORMANCE (12% of total)

The intent of this category is to cover the extent to which the operation demonstrates sustained improvement to the key objectivesand perf o rmance indicators and how this contributes to the overall perf o rmance of the org a n i s a t i o n .

1 2 3 4 5

a . Goals have been set and perf o rmance is measured ❐ ❐ ❐ ❐ ❐and re p o rted throughout the organisation; corrective action aimed at continued impro v e m e n t .

b . P e rf o rmance re p o rts exist that show pro g ress ❐ ❐ ❐ ❐ ❐t o w a rd a long-range strategic plan for maintenance.

c . W h e re maintenance of a facility impacts quality, it is ❐ ❐ ❐ ❐ ❐identified, measured and re p o rted: e.g., out of tolerance or variable tolerance product associated with machine b reakdown or out of tolerance equipment.

d . W h e re maintenance of a facility impacts the amount of ❐ ❐ ❐ ❐ ❐p roduct produced, it is identified, measured and re p o rted, i.e., rate reduction or scrap associated with machine b reakdown or out of tolerance equipment.

Addition of the above

C a t a g o ry Total/40 x 100%

C a t a g o ry Total x 18/40

37

37

j . W h e re maintenance of a facility impacts bottom line cost, ❐ ❐ ❐ ❐ ❐it is identified, measured and re p o rted, i.e., cost reductions t h rough improved maintenance pro c e d u re s / p ro g r a m s .

Column To t a l

Multiply by 1 2 3 4 5

=

C a t e g o ry To t a l

C a t e g o ry, % Max. Score

C a t e g o ry Total, We i g h t e d

SCORE TA B L EC a t e g o ry C a t e g o ry C a t e g o ry, Weighted Relative

To t a l %Max. Score S c o re R a n k i n g

L e a d e r s h i p

Planning and Scheduling

Maintenance Processes and Practices

R e s o u rce Management

P e o p l e

Reliability Impro v e m e n t

Business Perf o rm a n c e

Addition of the above

C a t a g o ry Total/25 x 100%

C a t a g o ry Total x 12/25

03 9697 1100

40

2006 SURVEY OF SUPPLIERSOF CONDITION MONITORING

EQUIPMENT & SERV I C E SCompiled by Ian Bradshaw. The data given in this 2006 Condition Monitoring Survey is extracted, as received, from the respondents.

EIT does not therefore accept any liability for actions taken as a result of information given in this Survey.

Applied Infrared Sensing

A d d re s s : PO Box 433 Moorabbin VIC 3189 AustraliaContact: Dmitri IshchenkoP h o n e : 03 9556 5451Fax : 03 9556 5409Web: w w w. a p p l i e d - i n f r a re d . c o m . a u

Countries Supported by this company:

Australia, New ZealandCM PRODUCTS

Professional infrared cameras and software.

AVIO (Nippon Avionics, Japan) cameras are renowned for superior image quality,great accuracy in varying conditions, ease of use and good reliability. AVIO hasbeen used in Australia since 1996.

TVS-500 is the most versatile multi-functional system of AVIO family withimpressive list of STANDARD features including unique adjustable image mixingfunction, real time USB computer interface (for real time image analysis andacquisition). It is equally useful for simple condition monitoring inspectionsand serious product development.

Thermography courses. DISTANCE LEARNING professional thermographycourse created by one of the oldest professional educators. Learn thermographyin your office!

Apt Group (of Companies)

A d d ress: (HO) Level 1, Suite 22, 450 Elizabeth St, Surry Hills, NSW 2010. Australia

Contact: G e o ff SoperP h o n e : +61 2 9318 0656Fax : +61 2 9318 0776Email: i n f o @ a p t g roup.com.au Web: w w w. a p t g roup.com.au

Countries Supported by this company:

Australia, New Zealand, South Pacific, A s i a .CM PRODUCTS

Portable/On-line Products: advanced techniques, fast resolve/prediction to failurefor Mechanical & Electrical plant diagnostics.

Products suit large and small industrial plants, production critical and less criticalmachines, operator and service provider applications.

Equipment:

Machine/Bearing Monitoring: predictive trending tools, Data Loggers, FFTAnalysers, Fixed Monitors & WEB based Surveillance - Vibration, Eccentricity,Acoustics, Ultrasonic, Temperature.

Alignment/Laser Measurement: Shafts; Pulleys; Machines.

Dynamic Balancing: Rotors/Fa n s .

Battery Maintenance: Extend Life/Rejuvenate.

Electric Motor Monitoring: detect & measure the severity of AC motor statorand rotor problems, DC motor field winding problems, power problems andcable issues.

Motor Circuit Analysis (MCA) off-line static impedance based testing, assessesthe condition of AC/DC motors, providing in-depth analysis of the motor circuits- turn-to-turn shorts, open turns/coils, reversed coils, coil-to-coil shorts,connection defects, air gap defects, rotor defects - broken bars, eccentricity andcasting voids. Also, Electrical Signature Analysis (ESA) for complete on-linedynamic Motor/Power Diagnostics.

Infrared Cameras: Predictive Maintenance; Research Development; MachineVision; Surveillance.

S o f t w a re

Asset Performance Tools: cost/risk evaluation.

Asset Efficiency Optimization: data management, display/analysis.

Knowledge Based: efficient diagnostics of machinery problems ‘rule based’;j u s t i f i c a t i o n / e x p l a n a t i o n .

Decision Support: facilitate reliability efforts, root cause failure analysis, costcalculation/tracking.

Maintenance Management: resources, inspection/maintenance routines;interface condition monitoring, finance, production.

CM SERVICES

An Independent Engineering Consultancy - contractual/one-off plant surveys;project engineering, advise in system/component selection/implementation.

Mechanical - Machine Condition Monitoring; Vibration Analysis; Modeling;Alignment; Balancing; NDT; Oil A n a l y s i s .

Electrical - Thermal Imaging; Motor Management/Diagnostics; SwitchboardInspections; Power Factor Correction/Condition Analysis; includes correctiver e c o m m e n d a t i o n s .

Support - Plant Surveys; Database Establishment/Management; Data A n a l y s i s ,Training/Seminar Programs.

On-site and remote data analysis/management services are available ‘around thec l o c k ’ .

The Apt Group of companies, promote Precision Engineering / Maintenancepractices. Both in-house personnel and world-renowned advisors are availableto undertake site audits, review in-house processes and assist with change asn e e d e d .

Aquip Systems Pty Ltd

A d d re s s : 4/5 Brodie Hall Drive, Bentley WA 6102 AustraliaC o n t a c t : Jodie LloydP h o n e : 08 9472 0122Fax : 08 9472 5122E m a i l : j o d i e @ a q u i p . c o m . a uWe b : w w w. a q u i p . c o m . a u

CM PRODUCTS

PRÜFTECHNIK have a condition monitoring online or offline product solutionfor you:

- VIBSCANNER - hand-held tool capable of collecting vibration data,temperature, speed and process parameters. Add-on modules available for FullSpectrum, Time Waveform, Balancing & Laser A l i g n m e n t .

- VIBXPERT - a high performance, full-feature 1 or 2 channel FFT data collectorand signal analyzer for the monitoring & diagnosis of machine conditions.

- VIBNODE, VIBROWEB XP, VIBROWEB - intelligent machine monitoringsystems that can perform measurements, evaluation, archiving & alarm warning.Very-fast-multiplexer systems available up to 32 channels with an internalwebserver & email server, these systems provide convenient remote access fromany PC.

CM SERVICES

Aquip Systems provides expert ongoing CM services as well as adhoc machinediagnosis. We provide CM training with emphasis on practical applications(introductory to advanced level). We also operate the sole PRÜFTECHNIKcertified service centre in Australia, and are fully equipped to carry out services,repairs and calibration checks on all PRÜFTECHNIK equipment.

Australasian Infrared Systems P/L

A d d re s s : 10 Business Park Drive, Nottinghill, Vic 3168 AustraliaContact: Roger ChristianszP h o n e : 03 9550 2800Fax : 03 9558 9853Email: i n f o @ a u s t i n f r a re d . c o m . a uWeb: w w w. a u s t i n f r a re d . c o m . a u

Countries Supported by this company:

Australia & PNGCM PRODUCTS

Australasian Infrared Systems are the exclusive agents for FLIR Systems andare the leading supplier of thermal imagers to the Australian CM Market.

Included in our wide product range are:

The Top End ThermaCAM P65 the Professional Thermographer’s Choice

T h e r m a CAM P45

T h e r m a CAM E 300 (320 x 240) lightweight IR imager

T h e r m a CAM E45 (160 x 120) IR imager

The new and very affordable InfraCam (550g)

On site and in-house IR training programs

Contact for AINDT Accredited Level 1 & 2 Courses in IR Thermography runby the University of Melbourne

CM SERVICES

Calibrations check facility for AGEMA, Inframetrics, Indigo & FLIR SystemsCM IR imagers.

FLIR Systems Level 1 Certified Service Centre for repairs of the above IR imagers.

Balmac, Inc.A d d ress: 8205 Estates Parkway Suite-N, Plain City, Ohio 43064-8080 USAContact: Mark SlebodnikP h o n e : 6 1 4 - 8 7 3 - 8 2 2 2Fax : 6 1 4 - 8 7 3 - 2 5 1 9Email: s a l e s @ b a l m a c i n c . c o mWeb: w w w. b a l m a c i n c . c o m

Countries Supported by this company:

USA, Americas, Europe, A s i aCM PRODUCTS

Our Website highlights our complete line of vibration and balancing products.Balancing Equipment designed for fast, precision balancing of fans, motors, andpumps. Vibration Analyzers and Meters used for preventive maintenance ofrotating machinery. Portable Balancers for field and trim balancing of completemachine assemblies. Monitors for continuous monitoring of vibration conditionson blowers, fans, motors, and turbines. Economical monitoring of bearings androtating machinery with Vibration Switches and Vibration Tr a n s m i t t e r s .

Survey 2006

Survey of Suppliers of Condition Monitoring Equipment & Services

41

Maintenance Management SystemWith MainPlan you can slash downtime, optimizeinventory and improve productivity.Features include:

• Windows 98/NT/2000/XP Compliant

• Easy to install and use

• Powerful graphical report writer

• LAN and WAN compatible

• Citrix Metaframe certified

• Training and Support throughout Australia

Written in Australia by Dbase Developments

For a FREE evaluation copy of MainPlan please contact Dbase Developments on 0500 59 59 55, fax thiscoupon to 03 9502 0250, send an email to sales@mainplan.com or visit us at www.mainplan.com

Name: ____________________________________ Company:____________________________Address: ________________________________________________________________________Phone: _________________ Fax:__________________ Email:__________________________

From only $1,100 inc. GST

B y ron Mart i n

A d d ress: 20 Jury Avenue, Rostrevor SA 5073 AustraliaContact: B y ron Mart i nP h o n e : (08) 8336 3773, 0402 308 947Fax : (08) 8303 4367Email: b y ro n . m a rt i n @ o p t u s n e t . c o m . a u

Countries Supported by this company:

Australia and A s i aCM SERVICES

We provide an extensive range of Asset Management/Maintenance services:-• Vibration analysis, surveys and auditing• In-situ balancing• Industrial noise and vibration control and surveys• Modal analysis

CCI Pope Pty Ltd

A d d re s s : Head Office, 29 Rosegum Close, Wa r a b rook NSW AustraliaContact: Graham We b bPhone: 02 4967 2788Fax : 02 4960 1030Email: ccipope@ccipope.com.au, graham.webb@ccipope.com.auWeb: w w w. c c i p o p e . c o m . a u

Countries Supported by this company:

Australia. Overseas work is done as required and has been completed in USA,UK, Asia, India and Europe to date.

CM PRODUCTS

CCI Pope Pty Ltd offers an integrated asset management service building onour well established record as a provider of technical services to industry. Weprovide a comprehensive, integrated suite of condition monitoring techniquessuch as vibration analysis, thermography, oil analysis, strategic NDT, ultrasonictesting along with a recognised failure investigation service directed at removingthe causes of equipment failure.

We use the best equipment available in carrying out all services and have allconsultants trained to at least Level 2 in Vibration Analysis and Level 1 inThermography for those carrying out Thermal Imaging work. All NDTConsultants hold externally recognized qualifications and CCI Pope have alsodeveloped automated NDT equipment and methods to suit specializeda p p l i c a t i o n s .

CM SERVICES

Contract and one-off CM Services, Strategic Non-destructive Testing, Fa i l u r eInvestigation, Oil Analysis and WDA, Maintenance Strategy Development,On-site Balancing, Leak Detection, Boroscope Inspection, MetallurgicalTesting, Statutory Compliance Review, RCM II & RCFA Services. CCI Po p ePty Ltd services are designed to given a high level of support to maintenancedepartments to enable them to make the best decisions about the reliable useof all assets under their care. We employ experienced maintenance professionalsand technicians to provide these services and are available 24 hours a day 7 daysa week.

GE Energy Optimization & Control - BentlyNevada Australia Pty Ltd

A d d ress: Level 5 / 490 Victoria Road, Gladesville NSW 2111 AustraliaContact: John ZagameP h o n e : + 61 2 98446963Fax : +61 2 9817 5932Email: j o h n . z a g a m e @ g e . c o mWeb: w w w. g e p o w e r. c o m

Countries Supported by this company:

Australia and New Zealand

CM PRODUCTS

Bently Nevada is the world's leading supplier of products and services fordelivering information on the mechanical and thermodynamic health of industrialmachinery and other assets. We have the largest installed base of machineryprotection and continuous condition monitoring systems in the world, and oursolutions are an essential part of an effective plant asset management strategy.

CM SERVICES

Bently Nevada’s service solutions can help improve

any plant’s asset management program by addressing the

following important areas:• Opportunity/Risk Assessment Services (ORA)• Program Management Services• P r e / Post-Outage Assessment Services• Machinery Diagnostic Services• Thermodynamic Performance Services• Machinery Balancing And Alignment Services

I n s t a l l i n g / Packaging; Maintenance; Tr a i n i n g .

Industrial & Technical Services Pty Ltd (ITS)

A d d re s s : 14 Garfield Street / PO Box 887, Gladstone QLD 4680 AustraliaC o n t a c t : Philip LoveringP h o n e : 07 4972 7858Fax : 07 4972 7868E m a i l : i n f o @ i t s - a u s . c o mWe b : w w w. i t s - a u s . c o m

Countries Supported by this company:

Australia, Indonesia, Papua New Guinea.CM PRODUCTS

ITS has developed a comprehensive on-line machine condition monitoringsystem, the 2RVL System. Using standard, off-the-shelf and proven componentscombined with excellent data management software the 2RVL system deliversoptimal machine condition monitoring technology with flexible alert deliveryoptions including automatic e-mail and SMS messaging. In addition, ITS canmanage the system remotely over a web link, allowing our expert analysis andtechnical assistance services to be brought to bear in support of 2RV Linstallations. Systems may be wholly owned or rented for fixed terms from ITS.

CM SERVICES

ITS is a world-class provider of integrated machine and component conditionmonitoring services. Services include tri-axial vibration monitoring, lubricantanalyses, the full range of NDT services, machine alignment, field balancingand thermography. We value-add to our services providing quality testingprograms, technical assistance and plant audits.

I n f r a t h e rm Pty Ltd

A d d ress: 462 Te rrace Road, Freeman Reach, NSW 2756 AustraliaContact: Mike RatneP h o n e : 02 43 222 100Fax : 02 43 237439Email: e m r a t @ t a c . c o m . a uWe b : w w w. I n f r a t h e rm . c o m . a u

Countries Supported by this company:

Australia, New Zealand, Hong Kong, Taiwan, Singapore, Malaysia, andP h i l i p p i n e s

CM PRODUCTS

Infratherm offer a wide range of thermal imaging cameras from the world’sleading suppliers including, software, certification and training for ConditionMonitoring and Preventative Maintenance applications. Full service andcalibration services are available, including loan cameras during service orc a l i b r a t i o n .

Major suppliers are NEC, Electrophysics, L-3 Communications (Raytheon),Axsys, Santa Barbara Infrared, C-I Systems, RVision and others.

Call our offices today to discuss your CM or PM needs. CM SERVICES

42

Survey 2006

Survey Of Suppliers Of Condition Monitoring Equipment & Services

Infratherm do not provide direct contract services to the CM and PM market,

only the products and software to end-users or contractors providing such

services. The reason for this is that Infratherm do not want to become acompetitor to its customers.

Infratherm do however provide certified training and applications support to the

PM and CM marketplace.

I n t e rnational Source Index, Inc.

A d d ress: PO Box 634, Williamsville, NY 14231-0634 USA

Contact: Sue Mart i n i

P h o n e : 5 1 8 - 3 5 6 - 0 1 8 9

Fax : 7 1 6 - 6 3 6 - 8 2 9 2

E m a i l : i n f o @ s o u rc e i n d e x . c o m

Web: w w w. s o u rc e i n d e x . c o m

Countries Supported by this company:

Wo r l d w i d e

CM PRODUCTS

The Bearing Expert Toolkit for bearing/seal interchange and vibration data formanufacturers worldwide. Used by engineers, vibration analysts, storerooms,

maintenance and purchasing. Reduces, inventory costs by identifying duplication,

downtime and manhours associated with searching for parts, data, anddistributors. Immediate access to cross reference reports, vibration reports,

harmonics, variable contact angle, diagrams, and prefix and suffix reports. Used

by most Fortune 500 customers to small motor shops. Supports multiplelanguages. Integrated to Bently Nevada System 1 and Commtest Instruments

A S C E N T. Available on CD-ROM, Annual Internet Subscriptions and Corporate

ExpertLink Portal. Free trial at www.sourceindex.com or emailinfo@sourceindex.com

ISS Machine Health

A d d re s s : Pin Gin Hill Laboratory, 496 Palmerston Highway, Innisfail, QLD 4860Contact: Alan Ya rro w

O ff. Phone: (07) 4067 6384O ff Fax: (07) 4067 6230

Lab Phone: (07) 4061 8855M o b i l e : 0407 961 055E m a i l : a d m i n @ m a c h i n e h e a l t h . c o mWe b : m a c h i n e h e a l t h . c o m

Countries Supported by this company:

Australia. United Kingdom. Sweden. Brunei. Vietnam.

CM PRODUCTS

Self-Sealing Magnetic Chip Collectors. Routinely collecting, quantifying andidentifying ferrous wear debris from machine oil systems is one of the most costeffective condition monitoring tools available. It is also highly complimentaryto Vibration Analysis. The self-sealing nature of these magnets means that nooil is lost during sampling (machines can be sampled ‘live’) and with a simpleadapter they also provide an excellent oil sampling port.

MCC Sample Cards. The ferrous wear debris collected on the self-sealingmagnets is collected onto a special adhesive patch on custom made MCC debrissample cards. Using these cards ensures 100% debris collection and providesfor the analysis, microscopic examination and storage of the wear debris samples.

Remote Network Vibration Monitoring System. ISS Machine Health offersCustomers the option of being set up with an on-site NVMS with the ability ofremote dial-in from ISS Head Office.

CM SERVICES

ISS Machine Health offers a fully integrated and cost effective CM service :

Vibration. PDCS, ISS (including TSA and Variable Speed), and ODS.

Wear Debris. Oil, Grease, MCC, and Filter Debris A n a l y s i s .

43

Survey 2006

Survey of Suppliers of Condition Monitoring Equipment & Services

Visual and NDT. Thermography, DPI, MPI, and UT (by partner company).

Additional. Laser Alignment, In-field Balancing, Reliability Engineering,Maintenance Supervision, Composite Material Degradation, and StructuralFatigue Te s t i n g .

Failure Analysis. Macro/Micro FA and Report.

Management. Plant/Machinery/CM Program Audit, and CM SoW for Te n d e r.Plant Condition Index (PCI) assessment.

Training. Full suite of CM Training courses (including CBA).

LUDECA INC

A d d ress: 1425 NW 88TH AVENUE, DORAL, FL 33172, USAContact: Nils HeilemannP h o n e : 3 0 5 - 5 9 1 - 8 9 3 5Fax : 3 0 5 - 5 9 1 - 1 5 3 7Email: i n f o @ l u d e c a . c o mWeb: w w w. l u d e c a . c o m

Countries Supported by this company:

United States, Caribbean and Ve n e z u e l aCM PRODUCTS

V I B R ATION, BALANCING AND CONDITION MONITORING

Condition monitoring solutions from portable data collectors, analyzers andbalancers to intelligent online systems. Software, training and consultations e r v i c e s .

M a c h i n e ry Vibration Specialists Aust P/L

A d d ress: Lv3, 7-9 Merriwa Street, Gordon NSW 2072 AustraliaContact: John MansonP h o n e : + 6 1 - 2 - 9 8 8 0 - 2 4 2 2Fax : +61-2-9880-2466Email: mvsaust@ozemail.com.auWeb: w w w. s p m i n s t ru m e n t . c o m

Countries Supported by this company:

Australia, New Zealand, Papua New GuineaCM PRODUCTS

MVS Aust P/L is a specialist company supplying products, support services

and technical training for the maintenance and repair of rotating machinery.

SPM Instrument AB - Sweden Originator of the ‘True Shock Pulse Method’

BearingChecker Pocket Bearing Monitoring made Easy

> True Shock Pulse with evaluated bearing condition.

> Lightweight, rugged, low cost, simple to use.

> Also measures IR temperature and can be used as a Stethoscope.

Leonova infinity 2-Channel Bearing/ Vibration Analyser with

Balancing, Laser Alignment, Bump Tests, Orbit & Lubrication A n a l y s i s

> Hand held 2 Channel Data Collector - Colour Touch Screen <600gms.

> Shock Pulse Bearing, Lubrication, Vibration Spectrum A n a l y s e r.

> Evaluated results RED, YELLOW & GREEN while at the machine.

> New LazerLine™ shaft alignment accessories and live program.

> Unique Purchase Plan PAY ON USE reduces capital outlay.

On-Line Protection Protection & Monitoring of Machine Pa r a m e t e r s

> Single and multi channel monitors with relays, Modbus and 4-20mA outputs.

> Continuous On-Line multi channel Analysing/Diagnostic Monitoring Systems.

S u p p o rt Instruments Associated Maintenance To o l s

> Leak Detector, Electronic Stethoscope, Ta c h o m e t e r, Vibration Meter, SSS h i m s .

CEMB SpA - Italy Maintenance & Process Dynamic Balancing Machines

> True ‘Hard Bearing’ force measuring Balancing Machines.

> Horizontal & Vertical for Maintenance & Production.

> Capacity Range 10Kg to 20,000Kg.

IRD Balancing LLC - USA Maintenance Dynamic Balancing Machines.

> ‘Soft Bearing’ Motion measuring machines.

> Transportable Balancing Machines up to 200 tonne.

> Portable Dynamic Balancing instruments.

CM SERVICES

> Instrument and machine repair and calibration to NML Standards.

> SPM Software installation and commissioning.

> Monitor Start-up commissioning.

> On-site machine trouble-shooting bearing & vibration problems.

> Vibration/ Balancing/Alignment Training Courses In-House or Public Fo r u m .

> Precision Dynamic Balancing of rotors up to 3.0Kg

Maintenance Systems Consolidated Pty Ltd

A d d ress: 27 Research Drive, PO Box 1166, Croydon, VIC 3136 AustraliaContact: B ret Jones (Sales) / Darren Jackson (Consultancy Services) /

Matthew Bourne/Paul Robbins (Engineering Services) Adrian Smith( Training)/Matthew Waite (Support )

Phone: (03) 9761 5088F a x : (03) 9761 5090Email: i n f o @ m a i n t s y s . c o m . a u

sales@maintsys.com.au Web: w w w.maintsys.com.au

Countries Supported:

Australia, New Zealand, PNG, Indonesia, Malaysia, ThailandCM PRODUCTS

MONITORING - VIBRATION PRODUCTS

CSI Portable Vibration A n a l y s i s• 2120A1/A2 A n a l y s e r s• 2130 Advanced A n a l y s e r• Safety rated analysers

CSI Online Vibration A n a l y s i s• 4500 online machinery analysis system, compatible with MHM software.

Interfaces with plant PLC/DCS, SCADA systems.

CSI MHM Software • MHM - Machinery Health Management software. Extremely powerful

diagnostic and vibration analysis software.

VMI Vibration Meter • Handheld Viber A and X-Viber vibration meters

METRIX Vibration Protection Equipment• Vibration Protection Meters, Monitors, Switches, Transmitters, Proximity

Probes, Drivers

CTC Vibration Analysis Hardware • Wide range of accelerometers, sensors, transmitters, cables boxes and

other vibration hardware

MONITORING - OIL & INFRARED PRODUCTS

CSI Oil A n a l y s i s• Complete range of industrial oil analysis hard w a re and softwareUVLM Grease A n a l y s i s• UVLM grease monitoring meter

Thermoteknix Infrared Thermographic Cameras • Real time thermal/visual VISIR camera with powerful Thermonitor

reporting software

Irisys Thermal Imager • Low cost IRI 1011 & high resolution IRI 4010 Thermal Imagers

MEASUREMENT & TESTING PRODUCTS

CSI Laser Alignment & Balancing• 8130 Advanced & Basic Laser Alignment & balancing systems

IGS Alignment Shims• Pre-cut Stainless Steel Shims

CSI & EFI Ultrasonics• Ultrasonic kits for determining airborne leaks & mechanical faults

Cygnus & Checkline Ultrasonic Thickness Gauges

44

Survey 2006

Survey Of Suppliers Of Condition Monitoring Equipment & Services

• Complete range of non-destructive thickness gauges for many applications

Compact Laser Tachometers • Wide range of laser tachometers for measuring machine speed

Checkline Strobescopes and Temperature Guns• Check machine speed and inspect the temperature of most equipment.

- Contact Bret Jones for full details on any of the above MSc Technologies CM SERVICES

ENGINEERING SERV I C E S

Advanced Vibration Services

Advanced problem analysis, root cause analysis, system design & commissioning,performance monitoring, system integration, alarm setting, system audits, customreporting, remote analysis

Remote Analysis Services

Customer consultation, determine machine criticality, system design andinstallation, on-site training, remote data analysis, quarterly reviews

- Contact Matthew Bourne/Paul Robbins for full details on any of the aboveMSc Engineering Services

C O N S U LTANCY SERV I C E S

Vibration Analysis

Comprehensive Vibration Surveys for collection of time waveform / spectraldata.

Oil Analysis

Oil chemistry, ferrous wear, contamination (incl. water and Non Fe), lubecondition, particle count to ISO, viscosity.

Laser Alignment

Shaft alignment, providing detailed report plus after hours service as well.

P recision Balancing

Experienced / trained staff to precisely balance your machines.

I n f r a red Thermography

Includes full colour single page fault reports with IR & Visual images

Motor Diagnostics

Advanced non intrusive motor diagnostic technology to detect rotor, stator andother motor faults.

Ultrasonic Leak Detection

Detect air, gas, vacuum leaks, defective valves or steam traps, electrical andmechanical problems.

Vibration Diagnostics

For route cause fault investigations requiring the use of multi-channel FFTanalysers, detecting transient events.

- Contact Darren Jackson for full details on any of the above MSc ConsultancyServices

TRAINING • MSC provides a wide range of Condition Monitoring & Vibration Tr a i n i n g

Courses at MSc’s Training Centre in Melbourne and at various citiesaround A u s t r a l i a .

• MSC also provide tailored, on-site training for specific applications andtechnologies.

- Contact Adrian Smith for details on our various Training Programs.

M e c h Te s t

A d d ress: School of Mechanical Engineering, University of Adelaide, SA 5005 Australia

Contact: B y ron Mart i nP h o n e : (08) 8303 3153, 0402 308 947Fax: (08) 8303 4367Email: m e c h t e s t @ a d e l a i d e . e d u . a uWeb: h t t p : / / w w w. m e c h e n g . a d e l a i d e . e d u . a u / m e c h t e s t /

Countries Supported by this company:

Australia and A s i aCM SERVICES

Mechtest provides an extensive range of Asset Management/Maintenances e r v i c e s : -

• Vibration analysis, surveys and auditing• Modal analysis• Material testing• Expert advice on material strength and suitability for applications• Investigation of process and material failures• Industrial noise and vibration control and surveys• In-situ balancing

Mobius iLearnA d d ress: Mobius, 280 Myers Road, Merricks North, Victoria, 3926, AustraliaContact: Jason Tr a n t e rP h o n e : (03) 5989 7285 Fax : (03) 5989 7393Email: j a s o n @ i l e a rn i n t e r a c t i v e . c o mWeb: h t t p : / / w w w. i l e a rn i n t e r a c t i v e . c o m

Countries Supported by this company:

Every country in the worldCM PRODUCTS

Computer based vibration and alignment training systems:

i L e a rn Vibration provides interactive vibration training. Learn at your own pace,and then use the system as a reference. Gain experience with our case studies:‘ l i v e ’ data from real machines with real problems.

I n t e r p reter will help you to diagnose faults - it ‘looks’ at your spectrum, highlightsthe patterns, and suggests fault conditions.

i L e a rnAlignment provides shaft alignment training. All of our training productsare fully narrated, and utilize 3D animations and simulations to make conceptsand procedures easy to understand and remember.

Training can be the difference between success and failure.CM SERVICES

Mobius Institute delivers vibration training courses in 15 countries around theworld. The courses and certification exams follow the ISO 18436-2 standard:Category I, II and III (basic, intermediate and advanced). The courses utilizeinteractive simulators, animations and modern presentations that make thecourse more effective and enjoyable.

PdMA Corporation

A d d re s s : 5909-C Hampton Oaks Parkway, Tampa, FL 33610, USAContact: PdMA CorporationP h o n e : 8 1 3 - 6 2 1 - 6 4 6 3 Fax : 8 1 3 - 6 2 0 - 0 2 0 6Email: pdma@pdma.com/ Web: w w w.pdma.com/

CM PRODUCTS

Predictive Maintenance Specialists. With its MCE, Emax and MCEmax motortesters, PdMA has revolutionized the way the industry tests, trends and predictsmotor health. PdMA provides the equipment, interactive remote training andfree expert technical support. Through non-destructive tests and highly advancedsoftware integration and interpretation, PdMA’s motor tools take you to a new,more sophisticated level of motor testing and maintenance.

CM SERVICES

P d M A’s full service lubricant analysis laboratory offers a wide range of tests onoil, grease, coolants, fuel, and transformer oil. We are ISO:9001 Certified andoperate under 10CFR50 Appendix-B QA Program.

Reads Systems Pty Ltd

A d d ress: 24 The Pines Outlook, Doncaster East, VIC, 3109, AustraliaContact: Clyde Vo l p eP h o n e : 03 9641 6600 Fax : 03 9841 6600Email: c l y d e @ re a d s y s t e m s . c o m . a uWeb: w w w. re a d s y s t e m s . c o m . a u

Countries Supported by this company:

Australia, IndonesiaCM SERVICES

Reads Systems is the supplier of SDT Ultrasonic measurement equipment, for

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use with air borne leaks, vibration and lubrication faults, electrical coronadetection, steam trap applications and others. Also supplied are: low costaccelerometers, junction boxes, vibration training and training material

Rockwell Automation Australia Ltd

A d d re s s : 37 Chapman St, Blackburn, Victoria 3130 AustraliaContact: Mark LieblerPhone: 0417 281 011Email: m l i e b l e r @ r a . ro c k w e l l . c o mWeb: h t t p : / / w w w. ro c k w e l l a u t o m a t i o n . c o m . a u

Countries Supported by this company:

G l o b a lCM PRODUCTS

Rockwell A u t o m a t i o n ’s Condition Monitoring Solutions provides premierintegrated condition monitoring solutions to all major industry segments, offeringthe latest in state of the art technology in vibration analysis, oil analysis, on-linesurveillance and protection systems, remote monitoring as well as outstandingtraining and customer support services.

P o rtable Systems

From the cost effective Vi S TeC to the 2 channel high performance Enpac 2500,Entek has a data collector to meet most applications and needs.

Online Systems

Surveillance Applications demand cost effective solutions for periodic monitoringof a wide variety of machinery. Entek Enwatch is the answer in this application,periodically collecting data from up to 16 Analog vibration inputs which ittransmits via Ethernet to Rockwell Software’s Emonitor family of conditionmonitoring software.

Where a single channel measurement is required, the Entek Sentinel is a basic,low cost but extremely rugged vibration protection monitor, designed for harsh,demanding environments. The Sentinel provides a range of outputs, 4-20mA,relays and buffered.

When both machine protection and comprehensive condition monitoring isrequired, then the award winning XM series of condition monitoring moduleshas no parallel. The XM range of intelligent DIN rail mounted measurement,relay and gateway modules utilise a common industrial network to providenetworking capability. XM modules can be deployed stand alone or integratedwith existing plant information and control systems to provide condition anddiagnostic information to key operations, reliability and management personnelthroughout an organisation. The XM modules range from the high end 2 channelFFT analysers to the 6 channel overall monitoring modules. There are specificmodules for vibration, temperature, process, high speed turbines and modulesspecifically to allow group triggering with relays.

S o f t w a re

Rockwell Software’s scalable Emonitor family of products can help protect yourp l a n t ’s vital production assets. Emonitor software acquires and monitors thecondition of production assets enabling operations and maintenance to maketimely and accurate decisions. The latest version now incorporates the calculatedparameter which allows users to post process data within the software. TheRSMACC Enterprise Online System enables users to configure and view realtime data from the XM range of modules online.

CM SERVICES

Rockwell A u t o m a t i o n ’s now provides an extensive range of services within theCondition Monitoring field. Services include onsite software installation by ourexperienced software engineers, commissioning and project engineering servicesfrom qualified project managers, vibration analysis and reporting by trainedpersonnel and complete management of a company’s condition monitoringprogram if required. The Reliability Programs range from an initial assessmentto identify your needs through to an in-depth study of your facility assets via aReliability Program Audit and culminating in a Results Assurance Program.Based upon the identified needs, we are able to implement any of theprofessional services available (Contract, Consulting, Engineered Solutions,Reliability Online, Program Management, Training etc).

Rockwell A u t o m a t i o n ’s condition monitoring training now includes Cat I & IIvibration training courses. The training contents and certification exams followthe ISO 18436.2 standard, and the ASNT Recommended Practice SNT- T C -1A. Training is provided via an experienced vibration analyst with over fifteenyears experience in training.

SIRF Roundtables Pty Ltd

A d d ress: GPO Box 407, Melbourne Vic 3001 AustraliaContact: Bill HolmesP h o n e : +613 9697 1100Fax : +613 9697 1101Email: b i l l . h o l m e s @ s i rf rt.com.au Web: w w w. s i rf rt.com.au

Countries Supported by this company:

Australia, New ZealandCM SERVICES

SIRF Roundtables facilitates regional shared learning networks across A u s t r a l i aand New Zealand promoting operational excellence in industry. Networks includethe Industrial Maintenance Roundtable (IMRt) and the ManufacturingExcellence Roundtable (MERt). Services related to condition monitoring include:• Organising networking events for IMRt & MERt members on Condition

M o n i t o r i n g• Organising National Forums eg. Condition Monitoring National Fo r u m

August 9th -11th 2006• Training on Management and Operation of Condition Monitoring and

Inspection systems for non-specialists• Training on Basic Condition Monitoring for non-specialists• Auditing of Condition Monitoring and Inspection systems

SKF AUSTRALIA PTY LT D

A d d ress: 17-21 STAMFORD ROAD, OAKLEIGH, VIC 3166 AustraliaContact: SENTHIL VELTi t l e : National Sales Manager - SKF Reliability SystemsP h o n e : (3) 92690773F a x : (3) 92690886E m a i l : R . S . S e n t h i l . Ve l @ S K F.COM We b : w w w. s k f c m . c o m

Countries Supported by this company:

+ 130 countriesCM PRODUCTS

SKF is the leading supplier of condition monitoring and maintenance diagnosticsystems, hardware and software that enables us to monitor operations andidentify problems.

These products can be grouped into five different categories:

P roduct Group 1: Basic Condition Monitoring

SKF Basic condition monitoring kits combine instruments to enable a ‘multi-p a r a m e t e r ’ approach to monitoring that includes vibration, oil condition,temperature, speed, and more to help ensure the accurate and reliableassessment of machine condition.

P roduct Group 2: Portable data-collectors/Analyzers for Condition Monitoring

S K F ’s Portable Vibration Analysis Systems Product Line is top-of-the-line,instrumentation for the hands-on vibration professionals worldwide.

SKF offers a wide variety of portable data collectors/analyzers including datacollection, machinery vibration analysis and monitoring, early detection of bearingdefects or gear tooth wear, electric motor monitoring and field machinerybalancing. Easy menu selection and control enable the user to quickly andefficiently perform a wide variety of operations.

P roduct Group 3: Online Surveillance condition monitoring systems

S K F ’s On-line surveillance systems complement the use of periodic datacollection instruments, facilitating a round-the-clock monitoring of machinerythat collects data 24 hours per day, 7 days per week from permanently installeds e n s o r s .

P roduct Group 4: On-Line Machinery Protection Systems

SKF Condition Monitoring offers a spectrum of machinery protection andmonitoring solutions backed by decades of experience and global support thatincludes monitoring, protection, analysis and diagnosis of critical machinery.

CM SERVICES

SKF RELIABILITY SYSTEMS

SKF offers Asset Efficiency optimization (AEO), a management process designedto achieve maximum efficiency and effectiveness from work management

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activities focused on business goals. AEO process encompasses three keyelements; 1. Maintenance Strategy. SKF can assist in developing maintenance strategies using the following

commonly applied techniques:

1. RCM: Reliability Centered Maintenance: 2. SRCM Streamlined Reliability Centered Maintenance:

3. RBM: Risk Based Maintenance

2. Work identification. SKF uses the following technologies to identify the work to be performed:

1. Operator Driven Reliability (ODR):

2. SKF Predictive maintenance (PdM)

3. SKF Proactive Reliability Maintenance (PRM)4. The @ptitude Industrial Decision Support system

3. Work Execution.

SKF can assist by providing mechanical installation skills where customers donot have either the tools or detailed knowledge in these tasks.

1. Application knowledge: SKF has extensive application knowledge throughsales offices around Australia, as well as the industrial specialists to draw on tosolve customer problems.

2. Reliability Training: SKF engineers are on hand to provide specialist knowledgeand training for our customers. We have offices both globally and locally, as oneof largest global suppliers of condition monitoring/reliability systems.

Tensor Systems Pty LtdA d d ress: 10 Pigeon Bank Lane Wa rrandyte 3113 AustraliaContact: John More yP h o n e : 03 9844 3832

Email: tensor@alphalink.com.au tensorsystems@bigpond.com.auWe b : w w w. a l p h a l i n k . c o m . a u / ~ t e n s o r

Countries Supported by this company:

World via internetCM PRODUCTS

Turbopac-machinery condition monitoring system, customer support, long termhire. Designed in Oz to uniquely detect and trend bearing and gear faultsi n d e p e n d e n t l y, based on accurate synchronous and non-synchronous vibrationin the band. Wide band acceleration is digitally integrated and demodulated ateach meas point Vs tachometer signals for speed and phase.

Local 24 bit adc’s at each machine or group digitize the signals and send themto the site Pc via RS485, also carrying the system 48V power. Seamless ITinternet connectivity with auto data backup, allows Tensor to remotely monitorsystems in conference mode.

CM SERVICES

Tensor Systems, established in 1978, is a system developer and probleminvestigation company, with a base in regular condition monitoring, in mining,petrochemical and manufacturing industries. Experienced engineers only areemployed assuring excellence in diagnosis and reporting. A c c e l e r o m e t e r,proximity probe & strain gauge measurements are handled regularly.

Vibration Institute of AustraliaA d d ress: 24 The Pines Outlook, Doncaster East, Victoria, 3109, Australia

Contact: Clyde Vo l p eP h o n e : (03) 9841 6600 Fax : (03) 9841 6611Email: c l y d e @ v i a u s t r a l i a . c o m . a u

Web: w w w. v i a u s t r a l i a . c o m . a u

Countries Supported by this company:

Australia, New Zealand, Singapore, Indonesia, Malaysia

CM SERVICES

The Vibration Institute of Australia (VIA) is licensed to deliver the internationallyrenowned Mobius Institute vibration training courses. The courses andcertification exams follow the ISO 18436-2 standard: Category I, II and III(basic, intermediate and advanced). The courses utilize interactive simulators,animations and modern presentations that make the course more effective ande n j o y a b l e .

Vitech Reliability SystemsA d d ress: U2 / 14 Shields Crescent, Booragoon, WA 6154 AustraliaC o n t a c t : Kelvin Wr i g h tP h o n e : 1300 884 007 Fax : 1300 886 007E m a i l : i n f o @ re l i a b i l i t y s y s t e m s . c o mWe b : w w w. re l i a b i l i t y s y s t e m s . c o m

Countries Supported by this company:

Australia, New Zealand & IndonesiaCM PRODUCTS

Vitech Reliability Systems is proud to be the authorize distributors for:

Wilcoxon Researc h• Industrial accelerometers• Cables, connectors and termination boxes• Signal conditioners• Shakers and amplifiers

i L e a rn Interactive / Mobius Institute• Self paced interactive vibration analysis training systems• Extensive resources and reference material to assist with analysis• Self paced interactive shaft alignment training systems• Distance learning training solutions for VA in accordance with ISO

s t a n d a r d s• Certified accreditation examinations for Category I, II & III Vi b r a t i o n

A n a l y s i s

C o m m t e s t• Vb series portable vibration data collectors and analysers• Vb online plant surveillance systems• ASCENT vibration analysis, reporting and data management software• Comprehensive 5-Year warranty policy on portable hardware and software,

3 - Years for the Vb online

S h i n k a w a• API670 approved proximity probe based turbine protection systems• Vibration monitoring systems and signal conditioners

E n d e v c o• Test and measurement accelerometers for aerospace, bio medical, crash

testing, modal analysis and extreme vibration applications• Precision pressure transducers• Signal conditioners and data acquisitions systems

DLI Engineering• DCX & DCA-50 Triaxial based data collectors and vibration analysers• ALERT automated vibration analysis, reporting and data management

s o f t w a r e• SPRITE online plant surveillance systems• Web Connect data distribution through the internet

Beran Instru m e n t s• 766 series multi-channel online monitoring systems and diagnostic

systems for turbo machinery • 767 series portable multi-channel (32-ch) analysers for turbo machinery• Transcal portable and laboratory transducer calibration systems

F i x t u r l a s e r• Shaft, Geometric , Roll and Turbine alignment systems• Pulley alignment• OL2R (Off Line 2 Running) dynamic movement measurement• Hydro turbine alignment

A rt e s i s• Motor condition monitoring; Online protection and monitoring for

incoming power supply and developing mechanical problems.

PdMA Corporation• Emax - Online AC & DC motor and generator testing and condition

monitoring solutions.• MCE - Offline AC & DC motor and generator testing and condition

monitoring solutions.• MCEmax - Combined AC & DC motor and generator testing and

condition monitoring solutions.CM SERVICES

Vitech Reliability Systems provides product and application training, analysissupport and database management.

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48

Asset/Reliability Manager, Downer Engineering Power (Australia)

Ganesh Natarajan

This article talks about the successful CMMS Implementation at Huntsman Chemicals, Australia. The Project wascompleted on time, at 94% of the budgeted cost and delivered agreed outcomes in a successful manner.

The site re q u i rements of a CMMS are of the following magnitude:• Over 31,000 assets with about 90,000 spare parts items tied to the assets. • About 13000 work orders are generated and managed by the system each year. • A p p rox 40,000 purchase order Lines and 180,000 transactions processed each year. • CMMS posts $10M to $12M to the general ledger on a yearly basis. • Over 200 users access/ interact with the system on a periodical basis.

On assessment and evaluation of available products on the market, Huntsman decided to replace COMPASS with Maximo re l e a s e5.2. The key drivers of this replacement project were to:> Enhanced capability to better “Demonstrate Adequacy” of their system to the re g u l a t o r> Integrate and manage identified [parallel] databases in Maximo and> I m p rove productivity of maintenance operations.

Appoint implementation project manager [Aug 04]: Huntsman decided to outsource the management of the CMMS implementationp roject. Huntsman sourced the expertise from Downer Engineering Power, their maintenance alliance part n e r. An external pro j e c tmanager is able to:> Bring in skills and expertise specific to CMMS implementation> View and effectively query the validity of current processes and practices adopted on site and> Is less influenced by the prevailing cultural conditions in the org a n i s a t i o n .

P roject framework [Aug 04]: The project manager in consultation with Huntsman Engineering Manager [project sponsor] developedthe framework for the implementation project. • Maximo implementation will be treated as an Engineering project; Specific inputs/expertise will be sourced from other

functions [Finance, IT, etc] on needs basis.• P r i m a ry Focus was to design, develop and Implement a better asset management system that enables demonstration of

adequacy and delivers enhanced maintenance pro d u c t i v i t y. Other features and functionalities will carry a lower priority. • Implementation will be executed in a phased manner. In Phase 1: a. Maximo will replace COMPASS, Site-wide.b. Specific, identified processes and practices in Work and Materials management will be modified. [Eg: introduction of

accountability in cost estimates, approvals, execution timeframes, etc.]

This framework document proved to be extremely valuable. Throughout the project, contentious issues and conflicting re q u i re m e n t sw e re resolved re f e rring to the same.

F o rmulate implementation team [Sep 04]:

The core implementation team was formed and was made up of 5 people: Project Manager, Systems Engineer and re p re s e n t a t i v e sf rom Maintenance planning, Engineering Stores and Engineering Purc h a s i n g .

Key stakeholders: Varied Interest groups that routinely interact with CMMS were identified. Representatives from each of theseg roups executed the role of point person in championing the interests, re q u i rements and concerns of the group that theyre p re s e n t e d .

Selection of technology partner [Sep 04]: The project team identified various service providers to assist in the implementationp roject. The service providers were assessed and evaluated based on their technical expertise (with Maximo 5.2), track re c o rdin the industry with Maximo implementations, customer service focus and cost. On conducting due diligence, To l e rro was selectedas the technology partner for the project.

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A Happy EndingSuccessful CMMS implementation at

Huntsman Chemicals

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C o re team training [Sep 04]: The core team was provided with comprehensive 5-day training on the relevant Maximo Modules.This provided the team members with a good appreciation of what the system is capable of perf o rming. Selected team Membersw e re provided training in Maximo Administration as well.

Generate project plan [Sep 04]: The project team generated a draft implementation project plan. The plan was discussed withmanagement and agreed to in principle. Phase 1 of the project was to be completed over a 9 Month period with about 4000 man-hours of eff o rt from the core team. Estimated project cost was $460k [including software cost]. On completion Maximo woulds e rvice 210 users, at varied levels [primary, Secondary and Te rt i a ry ] .

Map current processes [Sep 04]: Meetings were held with key stakeholders to assess and document the current pro c e s s e s ,practices and interaction with the CMMS. Discussions were held with various departments such as Production, Stores, Purc h a s i n g ,Engineering, Maintenance, Projects, HSE, Finance, etc and their current work management and data/ information managementp rocesses were mapped and agreed upon.

During this phase the key stakeholders were invited to table their wish-list of functionalities and features that they would like fro mthe new system. While the response was enthusiastic it was clarified to the Key stakeholders that not all items on their wish-listwould translate to reality; system Capability, conflicting priorities and cost would be some of the critical limiting factors.

Map proposed processes [Oct 04 - Nov 04]: The core team, based on an understanding of system capability/ limitations, the curre n tp rocess and future re q u i rements of the various interest groups, formulated proposed processes in Maximo.

Discussions were held with key stakeholders through a series of meetings to table the proposed processes and gain agre e m e n t .Contentious issues were negotiated and resolved. The proposed processes were mapped and agreed upon.

These discussions were vibrant, candid and highly interactive; some of these sessions tended to veer off and had to be steere dback to maintain direction and focus on the stated objective

Key stakeholder involvement and agreement on system functionality is critical for a successful roll-out. Detailed scope for systemdesign and Development is dependant on this output. At the outset this phase was recognised as being crucial and appro p r i a t etime and re s o u rces were dedicated accord i n g l y.

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System Design and Development - 20 Weeks [Dec 04 - Apr 05]:

P rocess Mapping outputs were translated and detailed scope for system design, development and customisation was generated.

The scope typically involved JSP (JAVA Server Page) Screen Changes, database Configuration, Workflow design, Report sdevelopment, Oracle setup, Interface development [Maximo - Finance], data transfer technology [Compass - Maximo], Integrationof parallel systems, etc.

Development work was packaged and assigned appropriately; either to the technology partner or handled internally by the SystemsEngineer / Project Manager. Development Work was carried out under a rigorous change management regime. Two instances ofMaximo were set up; “Test” and “Production”. All development work was carried out in the “Test” enviro n m e n t .

The core team was actively involved in testing the development work. The development was applied to the Production enviro n m e n tupon successful acceptance Te s t i n g .

Generate training plan [Mar 05 - Apr 05]:

All users on site were listed [210 users] and categorised based on license parameters: primary users [All Modules], Secondaryusers [Work and Materials management] and Te rt i a ry users [Work and Materials Request].

Within the categories users were further classified based on their specific re q u i rements such as Planning, Stores, Purc h a s i n g ,P rojects, Engineering, Finance, etc.

Over 14 unique training documents were generated. Sufficient hand outs were generated to assist users in the training session.

Training venues were identified and upgraded (Hard w a re, LAN, Furn i t u re, training Aids, etc) as necessary.

Generate training schedule [Mar 05]:

Scheduling training for over 200 users, most of who work in a 4/5 cycle Shift regime, is a complex exercise. Two training stre a m sw e re created; • S t ream 1 for the Secondary and Te rt i a ry users who formed the bulk of the user group and • S t ream 2 for the specialist groups who re q u i red a more in-depth training.

Both Streams were planned to run in parallel.

Training was scheduled over a month [28th April to 27th May] with 6 two-day sessions for 70 Secondary users and 20 half-daysessions for 120 Te rt i a ry users [Work Requests, Material Requests]. This program provided users the choice of selecting sessionsat their convenience.

We created an interactive database where all identified users were able to log in and book their seats for their pre f e rred Sessions.

Entice users to training:

At the outset we had identified the following as key impediments to successful training:a. Get users to commit to attending the training sessionsb. Get users to stay through the training Sessions [This is more an issue with Supervisors and middle tier users; tendency to

step out of training session to resolve an operational issue wreaks havoc with training continuity].

To address these issues we introduced the following measure s :• The enticement: 50 “Experience Vouchers” [at $100 each from Red Balloon Days] were to be given away as prize for

successful completion of Maximo training. All “successful” trainees would go into a draw to win an “Experience Vo u c h e r ” .One in Four would have a chance of winning a Prize. [Cost of this enticement was approx 1% of the Budget.]“Successful trainee” was defined as one who attended training on the scheduled day and stayed through the sessionwithout interru p t i o n .

• C o n t rols: Closed door Sessions with no Radios allowed.• Management Commitment: we ensured that senior management was committed to this training program and flagged this

training program as a high Priority event.

Execute training [May 05]:

The plan was to have selected Secondary Users trained as trainers for the Te rt i a ry Users. Upon being trained the potential trainerse x p ressed concerns on their ability to deliver quality training in a consistent manner; and there was consensus that any compro m i s ein the quality or consistency of training will have a significant effect on the success of the Roll out.

Hence it was decided that the Primary trainers [Project Manager and the Systems Engineer] would train all Te rt i a ry users. Theyw e re assisted by the trained Secondary users in the training sessions.

It goes without saying that this phase of the Project was challenging. Scheduling training sessions and getting over 190 users tocommit to specific dates was a challenging exercise. Conducting over 40 training sessions continually, over a four week period,with no breaks, was physically demanding. Looking back, we probably should have allocated more time and re s o u rces in trainingthe trainers, ensured part i c i p a t o ry commitment and effectively delegated the training workload to the trainers.

Go-Live [May 28th 2005]:

The week prior to going live the project team was focussed on trialling dummy runs of data transfer processes, Backup and DisasterR e c o v e ry processes. The team finalised user lists, Relationships, access, etc. Maximo Production environment was cleared ofdata and was set up ready to receive data from the transfer.

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The “Go Live” date was well publicised and communicated site-wide.

On Saturday COMPASS was locked out for new transactions and all data was transferred to Maximo. On Completion of thisoperation COMPASS was switched off and taken off line.

Successful implementation?

By mid morning on Monday, the project team had hardly received any Phone calls re g a rding Maximo. The team went round theSite and confirmed that Maximo was stable and available to all users on Site. The team also observed that all users were interactingwith and using Maximo in a successful manner.

By the end of the week the team had confirmed that most users had a good understanding of the system, as designed, and wereusing Maximo eff e c t i v e l y.

The implementation project achieved its agreed outcomes, was completed on time and at 94% of the budgeted cost.

Post Go-Live

A user forum was convened post Go-Live. Key stakeholders were requested to submit any further customisations / modificationsto the system. High priority items were acted upon and the others were packages as potential scope for Phase 2.

The project Sponsor was invited to draw the 50 lucky “successful trainees”; each lucky winner received an “experience” voucher.

The Secret of Success!!

As the project manager I believe that there are no Silver Bullets for a successful CMMS implementation. Basic principles of pro j e c tmanagement still apply. Scope, Timeframe, Cost and Quality still remain the key determinants in the outcome.

U n f o rt u n a t e l y, as with any other project, Murphy’s Law plays a part as well.

The following is my Top 10 list of what brings about a successful CMMS implementation:1. Framework & scope: Be clear on what the implementation will accomplish. Spell it out, Communicate and gain agre e m e n t2. Get management Commitment & raise the profile - Ensure that the project is well publicised and supported by senior

management. The Project Sponsor plays a critical role in campaigning for and securing this commitment and support .3. Consult: Identify stakeholders and Map current and proposed processes in a consultative manner; stakeholders need to be

on board for a successful implementation.4. Team: Get the best possible re s o u rces; you are only

as good as your team.5. Training: is a key determinant for successful outcome.

Allow sufficient re s o u rces and time in project plan. Schedule training as close as possible to Go-Live date.

6. Communicate - till it hurts. If it is critical, don’t email; spend Face-Ti m e .

7. Scan the horizon: U n related events [WorkSafe Audits, Business Restructuring, etc] w i l l impact on your pro j e c t ! !

8. Murphy Speak: Never take your eye off the Ball [ P ro g ress, Milestones, cost, etc.]; you will get hit. If something is supposed to happen assume that it will not; it is your job to follow it thro u g h .

9. Give it a 110%: anything less is not good enough.10. Always have a plan B [and a plan C at times].

A c k n o w l e d g e m e n t s :I am grateful for the enthusiastic support of the MaximoImplementation Team without which this “Happy Ending”w o u l d n ’t have been possible. In particular I would like toacknowledge the contribution of the following:

• Paul Nicolo, Engineering Manager, HuntsmanChemicals for sponsoring the Project and tire l e s s l ymaintaining the Project Profile within the Org a n i s a t i o n

• Mark Presnell, Systems Engineer, HuntsmanChemicals for his expertise and dedication indelivering the key technical aspects of the Pro j e c t .

• G reg Barr and Anomi Bruniyus from To l e rro for theirexcellent Technical support .

Does your asset management systemassist you to achieve your objectives?

...or do you spend more time trying toget it to do what you want...

Tolerro assists maintenance managers toachieve optimised functionality from assetmanagement systems through:

• System support, report development, integration to other business systems, and data migration

• Objective advice that doesn’t create “lock in”• Navigation of decision making (e.g.

customisation versus “off the shelf”) • Translation of your needs to IT staf f• Total projects through to ad-hoc assistance• Reliability and responsiveness • Anywhere in the world, 24 hours/day

Contact us by the end of August 2006 to receive a discounted initial consultation and system assessment.

Ph 1300 730 722 info@tolerro.com www.tolerro.com

52

Director, Asset Management, Matrikon, Inc.

Michael Currie

ot so long ago the main reason companies monitored equipment condition was to reduce direct maintenance expenses.Condition Monitoring (CM) and its logical extension, Condition-Based Maintenance (CBM), served them well by identifyingimpending failures early enough to avoid costly repairs and reducing downtime by only perf o rming maintenance when re q u i re d .It may have taken some convincing in the maintenance department, to change from fighting fires to spotting them, but over timethe advantage of identifying little problems before they become big ones proved itself financially through lower repair costs andfewer outages.

To d a y, lost production is the primary reason companies engage in Condition Monitoring and Condition-Based Maintenance. Lostp roduction has become problematic in an economy at full capacity. Its cause is not obvious - one might reasonably think thatplants running full out are more prone to failures, and to some extent they are, but the real culprit increasing downtime risk is thediminished human re s o u rces available to execute repairs and provide maintenance engineering follow up. Where once interru p t i o n sassociated with scheduled repairs was merely troubling, now hyper-extended downtime due to lack of maintenance personnel iscause for genuine concern .

CM and CBM have become key management strategies to deal with the severe shortage of technical staff, something much morethan the basic engineering tactics they have been in the past. Successful companies gain strategic advantage by leveragings c a rce human re s o u rces on value adding activities that enhance equipment reliability in order to maximize production. The casefor planned, preventative and predictive maintenance has never been stronger than it is today, and Condition Monitoring andCondition-Based Maintenance, mainstays of a proactive asset management strategy, are now common practice in top-quart i l ecompanies. As usual, the best are poised to exploit their position as industry faces a serious new challenge - finding people.

The pro b l e m

It is no secret that we are running short of tradesmen and engineers. The combined effect of retiring baby-boomers and a culturalbias against technical education and trades has left industry scrambling to fill vacancies. The short - t e rm impact has been a rapidi n c rease in salaries and wages off e red to qualified people, often coupled with significant signing and staying bonuses. Longert e rm, it is re p o rted that up to 60% of plant engineers will re t i re by 20101 , and there is not an adequate supply of new people totake their places. The problem is made worse by the increased knowledge people need to succeed in a technical enviro n m e n t ,for example we now see minimum standards for apprenticeship that are far higher than they were a generation ago. Equipmentis getting more complex, the skill needed to understand and maintain it has increased, and the result is a smaller pool of peoplewho have the intellectual horsepower to do the work pro p e r l y. Young people with the full package – numerate, literate, and withplenty of initiative – traditionally seek high-income careers in management, finance or health care rather than trades or engineering.Whether its status, or income, or just the perception that they will not be able to work close to home, not enough people are optingfor technical care e r s .

Anecdotes abound, but one example that really brought it home for me was a recent conversation with an executive at an OEMequipment distributor. His company is reeling from a lack of tradesmen – from a base of about 1,000 customer service mechanicsthey currently have over 400 openings. 400! While it re p resents a serious lost revenue opportunity for the distributor, imagine whatit means for their customers. In the past they could run equipment until it failed, call the dealer, and expect to have it up and ru n n i n gagain within a couple of shifts. That might not have been the most cost-effective way to run a business, but at least they couldget away with it without suffering serious downtime. Today those customers have to assume they won’t be able to get help forseveral days and, even once it arrives, that it may take longer to complete repairs due to lack of people. This re p resents a pro f o u n dchange for these businesses, and it ratchets up financial pain from lost pro d u c t i o n .

It is the same every w h e re, whether companies maintain their own assets or outsource maintenance, there is a lack of qualifiedpeople to do the work.

52

N

Where Did All ThePeople Go?

The New Case For Condition Monitoring

53

53

Why Condition Monitoring MattersSomething has to change. While it is possible that more people will be attracted to technical careers by improved wages, andt h e re may be a good case for increasing the number of qualified immigrants to fill some skill gaps in our economy, neither of theseideas addresses pro d u c t i v i t y. In the future fewer skilled people must respond faster, handle more complex processes, and makebetter decisions with greater consequences – in other words, work more pro d u c t i v e l y. Condition Monitoring and Condition-BasedMaintenance are keys to improving productivity because, when successfully executed, they lead to less maintenance per unit ofp ro d u c t i o n .

Condition Monitoring frees people’s time to do the things that really matter in managing assets. It imposes discipline. CM is at thec o re of programs designed to identify conditions leading to equipment failure, avoiding those situations in the future, and extendingthe life of assets that otherwise would be re p a i red before it was necessary. Tr a d e s m e n ’s time is much better spent engaged inplanned, preventative and predictive tasks and in feeding information back to reliability engineers in order to gain continuousi m p rovement. Downtime cannot be eliminated, but it can be minimized, and CM is critical in managing that risk.

Strategic advantage is derived from scarcity and managing risk better than your competitor does. It follows that companies shouldconsider their technical staff as strategic assets. How these re s o u rces are utilized can have a significant impact on the successof an enterprise. Why would an organization burden these people with tasks that are avoidable, costly and redundant? Why wouldn’tthey choose a strategy that minimizes risk? I have seen companies gain advantage over their rivals by employing simple CMp rograms that reduce operating costs and improve re l i a b i l i t y. To be sure, these companies were more successful than theircompetitors were. They also enjoy better re c ruitment and retention outcomes because they are seen to be more pro g re s s i v e ,f u rther enhancing their strategic advantage.

One of the best CM programs I have encountered was at Syncru d e ’s mining operation with their fleet of large, sophisticated tru c k s .They mounted a program to increase the average life of major power train components beyond the manufacture r ’s benchmark.They had a coherent plan; it included a strict lubricant analysis program (experimenting with sampling, filtration and service interv a l )coupled with physical tear down inspection of every component when it was rebuilt. They increased the time between re b u i l d si n c rementally and closely monitored wear in critical areas of the components. They carefully estimated the risk of pre m a t u ref a i l u re based on condition and noted which type of lubrication program yielded the best outcome. The results were impre s s i v e ;over the course of three years the average benchmark increased on some components by over 30% and reliability improved. Ta k e nover the entire fleet of trucks this amounted to significant direct annual savings and was instrumental in helping the mine achievelower unit production costs. As part of its continuous improvement program, this mine is now working with Matrikon technologyto further leverage CM by automatically gathering and filtering on-board sensor information from the trucks in order to identifycritical events that re q u i re maintenance intervention. Along the way this company has minimized its need to expand its technicals u p p o rt labour force.

This example is a template for setting up a Condition Monitoring program. It had a clear purpose (increasing benchmark hours),a logical approach that minimized risk (incremental increase in time between rebuilds coupled with slight changes in lubricationp rograms), and made valuable use of reliable condition information (fluid samples and visual inspections during overh a u l s ) .

Te c h n o l o g y ’s RoleWhen I discuss Condition Monitoring I am not necessarily re f e rring to an IT-intensive plan for gathering and assessing inform a t i o n .Even though I work with a software company I always advise clients to invest in technology only once they have a compellingreason to and even then just if technology is the most cost-effective solution for achieving their objectives.

In the words of Li Ka Shing, “information technology… unlocks the value of time”. It allows people to do what they are best suitedto, to add the most value. In the case of a plant that has a limited number of highly skilled workers; technology should pro v i d ethose people with reliable information to support decision-making. It should automate tasks that are repetitive and mundane,reduce errors, and perf o rm complex calculations that would otherwise be difficult and time consuming. It should form a part of,rather than drive, a CM pro g r a m .

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The most valuable CM technologies do four things:

1. Gather data automatically from multiple sourc e s

2. Filter that data for errors and re l e v a n c e

3. Incorporate logic to identify conditions that re q u i re maintenance interv e n t i o n

4. Integrate to other business systems that utilize the same inform a t i o n

These features allow asset managers to select the right inputs. The second item is sometimes the most important – most CMp rograms suffer from data overload and as a result are re n d e red ineff e c t i v e .

Building in logic and integrating to other systems serves two purposes; first, it captures the intelligence necessary to supportdecisions and, second, it provides a documented (or digitized) legacy to assist technical staff in the future .

Whether it makes sense to invest in technology that provides these features usually depends on scale, location and risk. Whereit may not make sense to automate collection and manipulation of a single data point in a local plant, it might make sense toautomate it for several hundred, or for a single point located inside the Arctic Circle.

The cost and availability of people to manually gather and assess data has to be compared with the cost of automating that pro c e s s ,along with the inherent risk of manual error or omission. For example, a recent disaster at an oil re f i n e ry was partly the result ofan illegible site gauge on a critical vessel. Had that gauge been automatically monitored, no doubt at a cost that exceeded that ofmanual inspection, a tragic and expensive failure might have been avoided.

In most settings the risk of failure will not be catastrophic, just expensive. The premise of this article is that costs have incre a s e dgeometrically because the risk and expense associated with lost production is what really matters now that we live in ane n v i ronment where technical expertise is in extremely short supply. The business case for investing in technology should there f o rebe made relative to lost production, not simply to offset direct maintenance costs.

C o n c l u s i o nCondition Monitoring and Condition-BasedMaintenance have been around long enough to bewell understood. From an engineering perspective,p ro g ressive organizations adopted these techniquesand justified them through savings on dire c tmaintenance costs. Implementing CM was usuallys t r a i g h t f o rw a rd since most plants already collectsignificant amounts of operating data, requiring onlya management plan and a way to aggre g a t ei n f o rmation in a usable form to create the CMp ro g r a m .

To d a y, critical labour shortages in trades andtechnical roles have increased downtime risk to sucha level that there is a new urgency to leverage CM toi n c rease labour productivity and avoid lostp roduction. Condition Monitoring is no longerc o n s i d e red just an engineering tactic; it is valuablemanagement strategy for coping with changingeconomic circ u m s t a n c e s .

As Condition Monitoring receives greater emphasisin the business planning cycle, so too willtechnologies that enable it. As with all technologyinvestments, those made with a clear purpose ins u p p o rt of coherent management programs willp rovide the best re s u l t s .

Ref: 1. Journal of Petroleum Te c h n o l o g y

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56

Consultant, Wilmslow, Chesire

Tony Kelly (UK)

his is one of a dozen or so case studies, provided in his recently published book, StrategicMaintenance Planning, illustrating the author's analysis of this most basic of managerial tasks. Ta k e ntogether the studies highlight the similarities and diff e rences between the strategies needed for thevarious types of physical asset system, e.g. for coal mines, transport fleets, power utilities etc (see Kellybooks advertised in this issue).

A B S R A C TAn audit is described of the maintenance strategy at an ammonia plant, an exercise which was just one part of a compre h e n s i v eaudit of the maintenance management as a whole - of the organisation and systems as well as the strategy, and of all the otherp rocess plants on the same site. The discussion is aimed at giving the reader an understanding of how the author's audit pro c e d u rewas used to map and model the strategy in order to identify problems and prescribe possible solutions. Among various suggestedstrategy improvements it was recommended that 'opportunity scheduling' of outstanding work could complement the existinga p p roach, and that for many machines condition-based maintenance would be preferable to the existing scheduled repairs andreplacements.

F E RT E CThe owners of the audited plant, Fertec Ltd. (a subsidiary of a parent company, Cario Ltd.) operated two such installations, A andB, located in diff e rent cities, the audit that is to be described being carried out in the maintenance department of Plant A.

The plant layout of Fertec A is shown in Figure 1, which indicates the location of the main process areas and of the maintenancere s o u rces (labour and the parts store). The labour re s o u rces are identified by a letter code that carried through to the org a n i s a t i o n a lmodels (which are not shown).

56

T

An Audit Of TheMaintenance StrategyAt An Agri-Chemical

Plant

Wharf

Distribution

Granulationworkshop

Codea Ammonia process techniciansb Urea process techniciansc Granulation process techniciansd Response call - in teame Ammonia maintenance techniciansf Urea maintenance techniciansg Granulation maintenance techniciansh Workshop maintenance techniciansi Welding techniciansj Stores staff

Sub-store

Granulation

Central storesCentral stores

Ammonia workshop

Ureaworkshop

Urea

Ammonia storage

Ammonia

Utilities

Nitrogen control room

g

c

j

f

ea & b

h & i

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F i g u re 2 Outline process flow diagram, Fertec A

F i g u re 2 outlines the process flow. The ammonia plant was production critical because it supplied the other plants with ammoniaand carbon dioxide. There was some inter-stage ammonia storage. The plant could also be supplied with imported ammonia -which was much more expensive than that produced intern a l l y.

The complex was some thirty years old but had been up-rated, especially in the areas of instrumentation and control systems.The urea plant was currently being up-rated. The cost of energy (derived from natural gas) was a very high percentage of theoperating cost of the ammonia plant, the energy efficiency of which was low compared to the world's best because it had 'oldtechnology'. The reliability of the plant had a major influence on energy efficiency and needed to be impro v e d .

F e rtec Ltd was one of several companies that belonged to the parent group Cario Ltd. The senior management stru c t u re of Fert e cA and its relationship with that of Fertec B and its parent group is shown in Figure 3. It should be noted that the Reliability Managerhad responsibilities that covered both Plants A and B.

F i g u re 3 Senior management administrative stru c t u re, Fertec Ltd

A number of the senior positions in Fertec A had recently changed and had been filled with a young, forw a rd looking, group. Thenew team had commissioned the audit because they felt that in order to remain competitive they needed to improve plant re l i a b i l i t yand at the same time reduce maintenance costs.

O B J E C T I V E SAn outline of the process of setting objectives and business plans is given in Figure 4. This is a form of management by objectives(MBO), closely allied to the author's Business-Centred-Maintenance appro a c h .

The Fertec A senior management group (including the group Reliability Manager) established a 'works objectives and perf o rm a n c estatement'. Objectives at this level were concerned with manufacturing perf o rmance. Maintenance objectives were set for thosea reas that directly affected manufacturing. For example, an objective was set to improve the availability of the ammonia plantf rom its then current level of 88% to match the world best at 96%. Objectives were also set to improve energy eff i c i e n c y.

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PLANT UTILITIESNatural gas

Natural gas

Natural gas

Sulphuric acidAmmonia

Ammonia

AmmoniaAmmoniaStorage

Imorted ammonia

Urea

AmmoniumSulphate

CO2

CO2

UREA PLANT

CO2 PLANT

GRANULATIONPLANT

AMMONIA PLANT

CARIO LTD

Explosives FertecGeneral

Manager

Fertec A works manager

Reliabilitymanager

Reliabilityengineer

Shutdownmanager

AmmoniaPlant

manager

Urea Plant

manager

Granulationmanager

Site service

manager

etc

Fertec B works manager

Paints Plastics

F i g u re 4 Management by objectives at Fertec Ltd

MAINTENANCE STRAT E G Y

Plant operating characteristics

The outline process flow diagram for the Fertec A complex was shown in Figure 2. The ammonia plant was the rate determ i n i n gp rocess - it was production limited. Ammonia plant failures could only be made up via imported ammonia (which was costly). Theauditors were told that a 1% loss of annual availability translated into a loss of many hundreds of thousands of pounds. Theammonia storage tank gave some days-worth of protection to the ammonia plant in the event of an outage of the urea plant. Failureof the ammonia plant also shut down the urea and CO2 plants. The granulation plant was largely independent of the rest of thecomplex. The rule of thumb feeling was that the cost of downtime of the ammonia plant was very much greater than that of theu rea plant which, in turn, was much greater than that of the granulation plant. Although the author's original audit covered themaintenance strategy for the full complex the case study given here will be confined to that for the ammonia plant only.

An outline process flow diagram for the ammonia plant is shown in Figure 5. At unit level it can be seen that plant was a seriesp rocess with limited re d u n d a n c y. There were many units whose failure could affect the output and those, such as the syn-gasc o m p re s s o r, that presented the highest risk of failure were re g a rded as critical.

Ammonia plant strategy

The strategy at the time was to operate the ammonia/ure a / C O2 complex for a four-year period before a four-week shutdown, thisoperating period arising from the need for statutory inspection of the pre s s u re vessels and for inspection/re p a i r / replacement ofother plant units the reliability of which declined after four years. The timing of the shutdown was set to coincide with low annualu rea demand.

The four-year operating period had been determined by the firm's Reliability Group and was based mainly on an empirical studyof the dependency of a ‘risk of failure factor’ on the period of operation, before inspection, of pre s s u re vessels, i.e. for how longcould the plant be operated before safety integrity would be affected? They had established that a critical 20% of units carr i e d80% of the 'risk factor'.

Mainly for operational safety, but also for maintenance prediction, vibration of the large machines was monitored continuously.Condition-based-maintenance (CBM) was further aided by the application of a number of other on-line monitoring techniques,both on the large machines and on the pre s s u re vessels.

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Works objectives and performance plan(List of qualified objectives for plantperformance, resource cost, safety,

customers and the actions necessary)

Plant performance planIdentification of Key Performance Indices in

the areas of reliability, quality, workshopservice, work planning, spares holding,

remnant life and an outline of the actionsneeded to achieve better performance in

these areas.

People planIdentification of the actions needed to

improve organisation efficiency i.e. alliances,reduction in staff etc. The plan includes

identification of actions, milestones and whois responsible for the actions.

Safety planIdentification of Key Performance Indices inthe area of safety and environment and an

outline of the actions needed to achievethese objectives.

Action specified by the respective plantmanagers for their subordinates with

expected completion dates.Reviewed regularly.

Reviewed everythree months

Reviewed everythree months

Senior managementgroup

VISION STATEMENT

Plant managerlevel

Engineer andsupervision level

The ammonia plant strategy was heavily weighted towards CBM. While the plant was operated for four-year periods the shutdownworkscope had been mainly determined by the information gained from -• on-line inspections;• o ff-line inspections from, and the history of, the previous shutdowns;

The duration of the shutdown was normally four weeks, which included a 'dead week' needed for shutdown and start-up. Thecritical path during the shutdown was that which included the inspection of the re f o rmer (a pre s s u re vessel) and the syn-gasc o m p ressor (a large machine).

R e g a rding its maintenance characteristics the plant could be categorised into large machines, pre s s u re vessels, ancillary equipment(e.g. duplicate pumps) and electrical/instrumentation equipment. The audit selected plant units from each of these categories andmapped their existing 'life plans'.

Life plan for the syn-gas compressor (SGC): A schematic diagram of the SGC is shown in F i g u re 6, which includes details on sparep a rts holding. The CBM carried out on the machine is shown in Table 1. The machine was expected to operate continuously forfour years. The shutdown workscope was established from previous shutdown history, the list of deferred corrective maintenance,and information from on-line monitoring. Additional (unplanned) work was identified from the off-line inspection during the shutdown

C o m p rehensive and detailed standard job pro c e d u res, e.g. for inspection-overhauls of the high pre s s u re case, were in use. Themachine history re c o rds had not been formalised, were held in hard copy and resided in a number of locations looked after byvarious people. The life plan had not been formally documented.

Although not shown in Figure 6 there was an automatic lubrication system for the SGC. There were simple documented serv i c eroutines, which had been computerised, for this system.

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F i g u re 5 Process flow, in outline, of the ammonia plant

Bently Nevada System

This sophisticated system re c o rds various data and has the ability to combine inputs to produce multi dimensional displays.

It produces data in real time plus long and short trend pattern s .

Items measured include:

Radial shaft displacement

Axial shaft displacement

Bearing temperatures - radial and thru s t

A c c e l e rometer readings (gearbox and gas turbine only)

Shaft orbit readings (multi-dimensional)

Shaft phase angle (multi-dimensional)

In addition to the above, approximately 200 process variables are monitore d .

All the above have alarm points and key items have shutdown settings.

Oil Analysis

Routine oil analysis.

Seal Bypass Test ( c o m p ressor only)

Routine seal accumulator drop test.

Oil Debris Analysis (gas turbine only)

On-line continuous monitoring.

Table 1 Syn-gas compressor CBM

Life plan for pre s s u re vessels: The generic life plan for pre s s u re vessels was based on CBM. The maintenance carried outduring the shutdown was based on condition prediction from previous shutdown history and on any on-line NDT perf o rm e d

between the shutdowns. Additional work was identified from inspections carried out (open and closed) during the shutdown.

T h e re were variations on the life plans to suit specific vessels. Those that were high on the ‘risk factor' scale (see Table 2 for thebasis of the calculations) were subjected to an in-depth analysis aimed at up-rating the life plan. Every pipe, weld and hot supportthat might give rise to failure was examined to develop the most appropriate NDT technique and inspection methodology (seeF i g u re 7 for an example).

This inspection based life plan was backed up by a comprehensive computerised information base - the pre s s u re systems database which included, for each vessel, the following information -• P rocess and mechanical data sheets.• Inspection history.• Inspection pro c e d u res and test plans ( see Figure 7).• The vessel life plan (which had involved risk assessment and remnant life analysis).• H a rd copy re p o rts of previous shutdown case studies.

This computerised data base was independent of the recently purchased company-wide computerised enterprise system.

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F i g u re 6 Schematic of a syn-gas compre s s o r

PRESSURE VESSEL CF601 SULPHUR DRUM

LIKELIHOOD OF FA I L U R E

Is there a known active metallurgical damage mechanism? No known damage mechanism 0

Is there a known active mechanical damage mechanism? Vibration fatigue 2

Have the inspections been eff e c t i v e ? I n e ffective - no confidence 5

What is the frequency of inspections? M o re than 30 years 4

How reliable are the control systems + operating parameters? P o o r 1

A re the vessel limits exceeded in plant upsets? Ye s 1

A re the vessel’s limits exceeded in normal operation? N o 0

Have process conditions changed, (but still within design)? Ye s 1

A re the vessel limits exceeded in plant start-ups or shutdowns? Ye s 1

A re the vessel’s protective systems eff e c t i v e ? N o 1

Has detection of damage previously warranted further investigation? Ye s 1

Have repairs been re q u i red in the past? Ye s 1

How old is the vessel? Over 30 years 3

Is the vessel original design to current standard s ? N o 1

Is the vessel material specification to currently acceptable standard ? N o 1

To t a l 2 3

CONSEQUENCE OF FA I L U R E

A re the vessel contents ...? A lethal gas? 7

What is the temp of the vessel contents? Above 500˚C 3

A re the contents flammable if they leak? A u t o - i g n i t e s 3

Would a failure promote consequential damage elsewhere in plant? Ye s 5

Would emergency services help be re q u i red to contain a situation? Ye s 3

What is the vessel pre s s u re ? Above 10 Mpa 3

What is the volume of worst rating contents in the vessel? Over 1000 cubic metre s 8

Will a leak cause secondary damage to other equipment? Ye s 1

What is the distance to internal personnel? Less than 10 metre s 2

What is the distance to the general public? Less than 10 metre s 4

What is the business impact of a vessel failure ? Over £10,000,000 1 1

To t a l 5 0

CRITICALITY RISK RANKING NUMBER = 23 x 50 = 1150

Table 2 Assessment of criticality ranking for a pre s s u re vessel

A n c i l l a ry equipment (e.g. Pumps, pre s s u re relief valves, etc - equipment that can be maintained outside the main shutdowns):The life plans here were based on 'service routines' which were embedded in the main computerised maintenance system (linkedto other company systems). A typical routine would be as follows:

Pump preventive routine - three- monthly

• Oil change.

• General inspection - check coupling

lift bearing cap etc.

These routines had been established some twenty years previously and were in need of re v i e w. Many of the routines had beenput into the new computer system without re v i e w. Vibration monitoring was also carried out on the rotating equipment in thisc a t e g o ry (mainly using portable instruments but also periodically using permanently wired systems). In general, the monitoringp ro c e d u res had not been tied into the ro u t i n e s .

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In addition to the above routines a contract lubrication system, operated by one of the large oil companies, had been intro d u c e d .

It was noted that the operating pro c e d u re for units with duplicated drives was as follows -

• Electric motors - change over weekly

• Electric motors and steam turbine - use the electric motor and proof test the turbine weekly.

E l e c t r i c a l / I n s t rumentation equipment: The life plans were based on cleaning, inspection and calibration where necessary. Thesep reventive routines had been set up many years previously and needed re v i e w. It was noted that much of the more re c e n tequipment, e.g. PLC's, was not included on the routines and had not been reviewed. The large electrical machines had nodocumented life plan. More import a n t l y, the whole of the electrical/instrumentation equipment had not been reviewed for 'spare scriticality'. The information data (job specifications, modifications, plant histories etc) was either on hard copy (in a number ofd i ff e rent locations) or held in people's memory.

O B S E RVATIONS AND RECOMMENDATIONS ( i ) When examining the maintenance strategy the auditors asked the interviewees their opinion of the pre v e n t i v e

maintenance in use in their plant. The following were some of the replies -'The main shutdowns are carried out well - this is where most of our preventive work is carried out'' We must tie up the preventive routines with vibration monitoring''Routines are used as fill-in work - they are not re g a rded as import a n t ''The electrical routines are in people's heads - they must be documented''The refrigeration units in the plant services are in poor condition and are operation critical - we must sort out our spare s '' We should rethink our operating period - the USA plants do it diff e rently and at lower cost''Our condition monitoring is heading towards international benchmark levels'' We should be replacing old gear - mono pumps out and granfar pumps in' 'Our life plans for large machines are not right yet - we should seek help from the original equipment manufacturer'

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EQUIPMENT NUMBER: T503 PRESENT CLOSED FREQUENCY: 4 Years

PRESENT OPEN FREQUENCY: Yearly INSTA L L ATION DATE: 01-01-1968

DESCRIPTION: Ion Exchanger

OPEN INSPECTIONS

Equipment item Vi s u a l U l t r a s o n i c R a d i o g r a p h y M a g / P a rt D y e / P e n

2RK65 to tray ring weld Ye s x

A l i g n m e n t Ye s

Associated piping Ye s O/Head line only

Davita/Lifting devices Ye s Prior to S/D Prior to S/D

E a rth connection Ye s

H e a d s Ye s B o t t o m

I n s t ru m e n t a t i o n Ye s Evidence of bulging

I n s u l a t i o n Ye s

I n t e rnal liner Ye s 4 per Petal To bot tray

Manway & bolting Ye s Manway plant

N o z z l e s Ye s Manway liners I n t e rn a l

P l a t f o rm s / H a n d r a i l s Ye s

P re s s u re relief devices Ye s

P rotective coating Ye s

S h e l l Ye s Lower 1.5/m Liner welds

S u p p o rts & bolting Ye s

T h e rmowells & sockets Ye s x

Vessel bolting Ye s

Vi b r a t i o n Ye s

Welded joints Ye s

F i g u re 7 A Section of The Open inspection test plans for exchanger

63

( i i ) The auditors observed that the operating period of the plant had been extended from two years to four years andwould shortly extend to four and a half years. This was due to the considerable eff o rts of the Reliability Group in the area ofp re s s u re vessel maintenance (exploiting NDT techniques, a good computerised information base, criticality and remnant lifeanalysis, metallurgical knowledge). However, it appeared from ammonia plant failure data that the main production losseso c c u rred as a result of problems with the large machines. The data showed that the large machines failed more often andm o re randomly than the pre s s u re vessels and with an MTTF significantly less than four years. This was not surprisingbecause these machines were up to thirty years old and were a complex arrangement of many rapidly moving parts. Overthe years, and as a result of numerous overhauls (often carried out without standard job pro c e d u res) their conditiona p p e a red to have fallen below the OEM's standard specification. This prompted the following observ a t i o n s :( a ) If the company were to get the best out of a 41/2 year operating period they would have to bring the condition of thel a rge machines back to an 'as new' standard - perhaps with the assistance of the OEM. Since the machines were old thiswas almost equivalent to a life extension decision and had implications for the probable remaining life of the plant.( b ) It was recommended that the company should use the Top-Down-Bottom-Up Approach to review the life plans of themachines, this to include a criticality analysis of the spares holding. In addition, the large machine plant information baseshould be brought up to the same standard as the pre s s u re vessel data base.

( i i i ) The auditors had been made aware, from discussions with the company engineers, that at similar installations in theUSA a diff e rent maintenance strategy was pursued. For example, some companies used an operating time of two years anda two-week shutdown.

Many factors influenced this decision, viz. -• The period for statutory pre s s u re vessel inspection. • The shortest expected running time of other critical units before requiring maintenance, e.g. of the large machines.• The remaining life of the plant (the remnant life) - in this case seven years (the existing gas contract has a further seven

years to ru n ) .• The market demand (it was assumed that the plant was production limited).• The duration of the shutdown that was needed to complete the workscope. This had to take into consideration a one-week

dead period for shutdown and start-up. So a two-week shutdown with a two-year operating period had only 66% of themaintenance time of a four-week shutdown with a four-year operating period (see Figure 8).

The maintenance objective for this situation can be expressed as being to minimise the total of all planned and unplanned downtimec o s t s .

This was a complex problem involving information not available to the auditors. Why, for example, was the dead period appare n t l ys h o rter in the USA? Could the shutdown duration of four-weeks be reduced by shortening the re f o rm e r- related critical path? Ifso, how much would this cost? Did the large machines need realignment or off line inspection at two years?

In spite of this (and without the use of statistical and cost analysis) it was the auditors' opinion that if the company were to complywith the points listed in (ii ) above they would be moving towards an optimum maintenance strategy.

( i v ) It was recommended that 'opportunity scheduling' should be used to complement the existing strategy, i.e. when a failureof a plant unit occurred unexpectedly all other outstanding work should be looked at with a view to carrying it out in the 'opport u n i t ywindow'. The auditors accepted that the planning system would also have to improve if opportunity scheduling were to be used.

( v ) Both the mechanical routines and the electrical and instrumentation routines were in need of review and update. Sucha review should use the TDBU approach to focus the routines on necessary and worthwhile tasks. In addition, the policy underlyingthe routines, and their frequencies, should be reviewed (e.g. the replacement and repair of pumps and motors at fixed times mightbe abandoned in favour of maintenance as and when needed in the light of their monitored condition)

F i g u re 8 Illustration of strategies based on four-year (above) and two year (below) operating periods

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Datastream Systems Pty Ltd (Asia Pacific)

Clement Goh

ver the past decade, the manufacturing industry has used information technology to achieve tremendous pro d u c t i v i t yi m p rovements and cost-savings. While most of the headlines in this area have focused on systems designed to stre a m l i n emanufacturing processes - such as manufacturing execution systems and supply chain management technology - one of the mostsuccessful technologies has been enterprise asset management (EAM).

EAM has driven billions of dollars of waste out of manufacturing operations over the years by automating and optimising the wayin which companies pro c u re, track, manage, maintain and dispose of capital assets. Even small improvements in capital assetmanagement can have a dramatic impact on corporate earnings.

The first generation of EAM was client/serv e r-based. These solutions were a dramatic improvement over paper-based pro c e s s e s ,but they were designed for a world in which deployments were limited to individual locations. They were not designed for today’snetworked world, in which companies would prefer to deploy EAM solutions across multiple locations by installing a single instanceof server software, and then enabling all locations to access it via the World Wide Web.

F u rt h e rm o re, large enterprises have found that standalone client/server implementations are difficult to integrate with othersystems, such as ERP or automated pro c u rement, because there is usually a diff e rent version of the EAM software running ineach location, each with its own integration re q u i rements.

To d a y, many large companies are reaping the benefits of fully automated EAM without the shortcomings of client/serv e rimplementation. They are doing this by adopting Web-based EAM applications, deployed as a hosted solution.

EAM Meets the We b

The hosted application model can provide bre a k t h rough cost-savings for companies while delivering product capabilities that arefar more powerful than anything that was available in first-generation client/server systems.

With the hosted model (also known as the “application service provider” model), a third party actually “hosts” the server softwarefor the company, and end-users access the application over the Internet. This model can drastically reduce the total cost ofownership for enterprise applications, because it eliminates the hard w a re and software costs associated with maintaining a serv e rin house, while also eliminating the personnel costs associated with installing, administering and maintaining the application. So,in effect, companies are able to gain the benefits of the application, without incurring the costs and eff o rt associated with hostingit in-house.

A c c o rding to International Data Corporation, the average time to achieve 100 percent re t u rn on investment (ROI) with a hostedapplication is 16 months, and the five-year ROI for the hosted model is 404 percent. Numbers like these provide compelling evidencethat hosted applications, while still relatively early in their existence, will become the most widely used method of enterpriseapplication deployment moving forw a rd .

T h e re are other benefits to the hosted model as well. For example, because the server software is kept in a single, central location,any upgrades made to that software are instantly available to all companies and end-users. Compare this to client/serv e r, where

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companies have to wait for the next version of the software to be physically delivered and installed on every desktop before theycan benefit from upgrades and updates. Furt h e rm o re, the hosted model eliminates the need for IT personnel to implement theupdates, because the hosting service provider handles it all centrally. This further reduces the total cost of application ownership.

What Makes An Effective Hosted Web EAM System

The benefits of the hosted EAM model are compelling. But not all hosted Web EAM offerings are alike, and it is important tounderstand the characteristics such a solution must have in order to deliver maximum benefit.

T h e re are two ways in which software vendors can go about making their applications available over the Web: they can either“ Web-enable” existing client/server applications, or they can “re - a rchitect” these applications from scratch so they’re optimisedfor the We b .

The problem with Web-enablement is that it usually forces additional technology on the customer. The server software is hostedby a third part y, but end-users must install special “enabling” technology in order to access the application, which adds significantcost, slows application deployment and largely defeats the purpose of a Web-based solution. (Remember that one of the compellingcost-saving benefits of the hosted model is not having to install special software on client desktops.)

F u rt h e rm o re, Web-enabled client/server applications tend to have relatively poor perf o rmance and scalability. This re q u i re scustomers to install special high-speed Internet connections in order to make the application useful, and to purchase additionalh a rd w a re when new sites and end-users are added to the application, which further increases the total cost of ownership andcomplicates deployment.

Vi rtually all EAM software vendors today claim to have a Web-based EAM product. However, a quick peek under the covers showsthat most of them only offer Web-enabled products, not true We b - a rchitected EAM solutions. Companies considering their EAMoptions need to understand this, or they might find themselves adopting a Web EAM solution that is just as expensive andcumbersome to maintain as old-world client/server solutions.

We b - a rchitected EAM solutions are those that have been “built from the ground up” for the Web. They are based on We btechnologies (not client/server technologies), they perf o rm well across regular Internet connections, and they re q u i re nothingm o re than a Web browser on the desktop to access the application.

It is a major undertaking for a software company to completely re - a rchitect its applications for the Web, which is why so fewvendors in the EAM space offer pure We b - a rchitected solutions. However, for companies seeking to reap the cost-savings andother benefits of the hosted EAM model, Web-enabled client/server applications will not deliver the goods. A pure Web arc h i t e c t u reis the only game in town.

Take the Litmus Te s t

T h e re is a simple litmus test you can use to determine the contenders from the pretenders when choosing a Web-EAM solution.It involves the following two questions:

• Can my end-users access the application with nothing more than a Web bro w s e r ?

• Can the application scale easily to include new locations and end-users, with no need to install additional client softwareand no need for any modifications to be made to the server software or hard w a re ?

If the answer to either of these questions is “no,” then you’re not looking at a 100 percent We b - a rchitected solution. Yo u ’ re lookingat a Web-enabled application, and you will not get the full benefits from the hosted model.

If the answer to both questions is “yes,” then you are looking at a We b - a rchitected application that stands to save you considerablesums of money on your EAM investment. Furt h e rm o re, because We b - a rchitected applications are built on open standards, theyintegrate easily with complementary applications, such as ERP and e-pro c u rement, to further improve pro d u c t i v i t y.

In today’s economy, where companies are watching every dollar they spend, a hosted We b - a rchitected EAM solution is a pru d e n tinvestment. The application itself provides substantial ROI by allowing companies to manage capital assets with maximume fficiency; and the hosted model amplifies that ROI by drastically reducing total cost of ownership.

T h a t ’s a smart investment in any economy.

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www.momentumgroup.com.au

Momentum Technologies Group

he company:

Ya rra Valley Water provides water and sewerage (services) to customers within its licensed area covering over 4,000 squarek i l o m e t res in the nort h e rn and eastern suburbs of Melbourne, Australia.

Its assets are valued at more than $1.3 billion and includes 8,788 km of water pipes, 8,380 km of sewer pipes, 10 elevated watersupply tanks, 40 ground-level water supply tanks, 62 water pumping stations, 72 sewer pumping stations, 43 water pre s s u re re d u c i n gstations and 9 sewage treatment plants which are all located widely across its licensed area.

The pro b l e m :

Ya rra Valley Wa t e r ’s assets are located over a wide region around the eastern metropolitan area which makes coordination ofe m e rgency maintenance pro c e d u res a challenging task.

When a major incident occurs on one of these assets, such as a large main failure or a sewage spill, field staff are immediatelydeployed to the site while an incident team is assembled at the head office in Mitcham to manage the emergency response.

Situations are assessed by the incident team through verbal descriptions via phone conversations with the field staff. Photos areusually supplied to the team only after the event. Based on this information, the team needs to make decisions quickly, coord i n a t efield staff and contractors and arrange logistics accord i n g l y.

The lack of visual information makes it difficult for the incident team to fully understand the challenges being faced in the field,especially during very demanding incidents that can be complex to resolve. The team also has to consider customer service issues,occupational health and safety issues, environmental impacts, time constraints and tough field conditions the response team areoperating in.

The right visual information given at the right time can greatly facilitate problem-solving. Thus the company identified the need tosee real-time images at the site of the problem as a key improvement initiative that would help efficiency and reduce risk.

The solution:Exploring communications technology available in the market, Ya rra Valley Water found that there were no solutions that couldexactly answer its particular need for live mobile video broadcasting.

A Ya rra Valley Water Asset Manager saw Australian company Momentum Technologies Group demonstrating their technology onthe ABCs New Inventors program, and identified it as a communications solution that had the potential to meet the company’sneeds.

M o m e n t u m ’s m-View transmitter attached to a video camera and coupled with a high speed mobile network access enabled thes t reaming of live video direct from an incident site to the incident control room at the Mitcham head office through the intern e t .

The installation of this technology enables the incident team to view live footage of the incident, as field staff walk around theincident with the camera, showing the extent of the damage, while the team in the head office observe through the control ro o m ’s

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Wireless Live V i d e oTechnology Improve

Maintenance Capabilities:A Case Study On Yarra

Valley Water

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computer screen. The head office incident team can communicate to field staff operating the camera, asking for specific camerashots, angles or stills, allowing a complete and accurate overview of the incident scene.

This live visual communication has become a tool for enhancing Ya rra Valley Wa t e r ’s emergency maintenance pro c e d u re s ,i n c reasing the speed of response and mitigating risks.

This fully mobile and wireless remote technical support solution is delivered via a laptop computer with a wireless network cardand an m-View outfitted video camera, providing a world-first in mobile, wireless infrastru c t u re and technology application, anda unique solution that delivers real benefits to Ya rra Valley Wa t e r.

On the field:

Although Ya rra Valley Water strives to minimize incidents as much as possible, it finds that when they do happen it is ideal thattools are in place to allow staff to manage the incidents and make prompt and informed decisions.

The use of this video communications tool was put to the test when last year a sewer main had split and was leaking into grasslands.The spill was in a large area behind residential pro p e rties and it was challenging to describe the extent of the situation to the heado ffice incident team over the phone.

“The use of m-View in this instance was vital because it allowed the incident team at Mitcham to see live exactly what washappening at the site, understand the situation fully and make informed decisions which allowed the team to speed up the incidentresolution process.”, notes Darryn Price, Operations Officer in Ya rra Valley Wa t e r.

This involved solving the immediate problem of the spill to protect the environment and people’s pro p e rt y, notifying and staying intouch with residents and with environmental and other agencies, and devising engineering solutions.

“The team and the field staff saw first hand the value of having immediate visual information rather than just verbal messages insuch emergencies. This information is invaluable for assessing options and also for advising staff, regulators and the media.” Mr.Price added.

The challenges:

One of the main challenges with the introduction of any new technology is obtaining user acceptance. This has also been true inthe case of this video communications tool. Initially there was a tendency to avoid using the technology because it was neverre q u i red in the past. These challenges have been partially overcome now through user training and hands-on experience. Thetechnology is now well received by management and field staff .

Other applications:

C u rre n t l y, video communication is primarily used for emergency maintenance responses but there is scope to apply the technologyto other areas of Ya rra Valley Water such as visual inspections of remote sites, the construction, commissioning anddecommissioning of assets, and site inspections. Video communications is particularly relevant where someone in the field desire sto consult ‘realtime’ with the head office for assistance or advice concerning a particular issue.

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Figure 1: Momentum’s m-View Incident Live Reporting.

m a i n t e n a n c enews

New APT software module Asset Perf o rmance Tools Ltd. is pleased to announce the release of its new software module “APT- S PA R E SBatch”. This is an optional upgrade to our popular APT- S PARES module for the calculation of the optimum stock holdinglevel of critical and slow-moving spare parts. A P T- S PARES Batch will be of particular benefit to organisations that already hold data pertaining to their spareparts inventory in existing computer systems. Data may be copied and pasted into the easy-to-use data grid user interface from tabular software applicationssuch as MS Excel or MS Access. Alternatively data may be imported from flat text files. Features exist to allowthe user to specify the location of each data field in the incoming data. It is equally easy to re-export the data into flat text files for subsequent processing by other applications. Forexample, the optimum stock levels (calculated by APT- S PARES Batch) may be interfaced to a stock managementsystem to ensure that the optimum levels are automatically maintained. www.aptools.co.uk

Fleet Maintenance Management Software Vital For Greater Productivity and ProfitRecently released FleetMEX v4.1 software is a comprehensive maintenance management program set to takethe industry by storm with its ability to underpin vehicle availability and profitability.Maintenance Experts Managing Director Mr. Stephen Ninnes believes FleetMEX v4.1 has the ability to enhanceand streamline maintenance and management of vehicles. “Our software delivers a comprehensive fleet management solution. FleetMEX v4.1 is a maintenancemanagement software system that will give you the ability to gain control of your equipment” said Mr. Ninnes.Now available as either an Access or SQL version, FleetMEX can operate as a standalone, networked or aregionalised system to deliver results for any operation. FleetMEX v4.1 will enable users to manage multiplesites within their organisation and allow users to view only the equipment, supplier parts and information thatis specific to their area of a company.“This new version of FleetMEX offers an expandedasset register allowing users the ability to segmenttheir operation more effectively, refine asset trackingand provide extended reporting capabilities,” said Mr.Ninnes. M r. Ninnes attests to FleetMEX’s flexibility to ensureusers have detailed information needed to re d u c ecosts and increase service levels and profitability.Specific to vehicles and mobile equipment, FleetMEXcombines comprehensive fleet maintenance andmanagement. FleetMEX gives you the ability to trackyour equipment, right down to precise fuel and hoursused. FleetMEX will manage tyre wear, serv i c i n g ,registration dates, hiring and other extensive fleetdetails. Costs and maintenance are easily monitored, allowing you to focus on Preventative Maintenance,ensuring reduced downtime and less expensive repairs.FleetMEX achieves the substantial decrease in equipment downtime by enabling informed decisions to be madec o n c e rning the value of your equipment. It will monitor the Maintenance history quickly and easily, invoicecustomers, organise lease payments and compare costs for similar vehicles.O rganisations’ currently using Maintenance Expert ’s FleetMEX re p o rt it to be “easy to use”, “flexible” and helpsthem “make informed decisions about repair versus replacement issues”.Maintenance Experts have been successfully implementing and supporting FleetMEX software for more than10 years. Over 600 users across the globe from Sydney to South Africa have achieved a new level of maintenancecontrol with FleetMEX.

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So, whether you are a Transport Operator, Local Council employee, Car Rental business, Workshop or have afleet of vehicles, there is usually a clearly identifiable need to improve your maintenance management. Wi t hFleetMEX v4.1 Maintenance Experts can help you.If you need to take control of your fleet maintenance, then request a FREE trial of FleetMEX by contactingMaintenance Experts on +61 7 3392 4777 or visit our website at www.mex.com.au

Upgrade of PDA-Based VSA-1212 Vibration Spectrum Analyzer Datastick software upgrades for both its PDA and desktop PC software programs provide enhanced display ofhigh frequencies and faster operation during vibration collection and analysisDatastick Systems, Inc., has shipped perf o rmance upgrades of both software components of its PDA-basedVSA-1212 Vibration Spectrum Analyzer for predictive and condition-based maintenance. The new version 1.2 of Datastick® Spectrum software for the PDA provides a maximum frequency of 10,000 Hzwith Fast Fourier Transform (FFT) spectrum displays of 400, 800, and 1600 lines. FFTs are now calculated up tothree times faster than before, and time-domain waveforms are now displayed at resolutions up to 3200 points."Datastick Spectrum's upgrade improves the display of higher frequencies -- the frequencies that most oftenindicate faults in rolling-element bearings. This is crucially important in troubleshooting and diagnosing machinehealth problems quickly to prevent costly breakdowns, especially of mission-critical equipment," said Mr.Scandling. "We are sending free upgrades to all our customers."In addition to hard w a re that attaches to the Palm OS® PDA, and Datastick Spectrum software for Palm OShandheld computers, the VSA-1212 system includes companion desktop PC software: Datastick Report i n gSystem(TM) for VSA for Windows®-compatible PCs.With Datastick Reporting System for VSA version 1.2, users can now magnify the display of any time span orfrequency span and can automatically detect spectrum peaks within any selected span.www.datastick.com.

OMCS International releases PM02000™ V3 Enterprise Reliability andMaintenance Analysis SoftwareAt OMCS International, our focus over the last two years has been to further develop the PMO2000™ Softwareas a flexible and efficient tool for managing maintenance strategy.One of the biggest improvements coupled with PMO2000™ V3 is the back end database. Many of our prolificusers have large volumes of data and require high end performance. Previously the only solution was to havemany databases which created management problems. PMO2000™ V3 can now be set up to operate on MSSQL server database while continuing to support MS Access databases for the smaller users. With both of these backend databases, advanced and custom re p o rting, scalable screens resizing, on-line help,additional fields for CMMS integration (particularly for SAP R3 users) of schedules are all part of the standardpackage. With PMO2000™ V3 SQL Server comes with additional opportunities for the corporate user. A central database,strategy sharing, standardised libraries, custom re p o rting and system control are just a few of the new excitingfeatures.Please feel free to contact OMCS International for a demo on 03 9315 0330 or visit w w w. R e l i a b i l i t y A s s u r a n c e . c o mfor more information.

Leonova Condition AnalyserSPM Instrument AB, Sweden’s Leonova™ Infinity condition Analyser isfaster, lighter and adds many new analysis options, while extending therange and scope of previous functions. It has a high definition colourtouch screen, based on a Windows® CE platform and enhancede l e c t ronics for multiple HW integrators with the latest 400 MHz Intel®XScale® processors. The memory can be extended to 4 GB.Leonova™ Infinity weighs 580 grams [20,5 ounces]. For conditionmonitoring, it measures and analyses shocks, vibration, speed,t e m p e r a t u re and analog signals in voltage and current. In addition tosingle/dual plane balancing and laser aided machine alignment, optionsnow include bump test, orbit analysis and run up/coast down vibrationchecks. Two channel real time vibration measurement provides thefunctionality for root cause analysis. www.spminstrument.com www.bearingchecker.com

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Rockwell Automation’s new Perth office strengthens local presence Leading industrial automation group, Rockwell Automation, has strengthened its presence in We s t e rn Australiawith the unveiling of its new premises in Myaree, Perth. Officially opened in January this year, the new officeallows Rockwell Automation to provide customers in the region with improved services and support.

According to Rockwell Automation Western Australian state manager, Evert Jonker, increased project activityin the region created the need for the company’s new We s t e rn Australian headquarters. “The growth ofp h a rmaceutical and water/wastewater industries, along with We s t e rn Australia’s strong mining, and oil andgas activity, has seen demand for our services triple over the last three years,” explained Jonker. “The newo ffice better enables local customers to leverage Rockwell Automation’s global experience in these industries.”The new premises house an engineering and business development team along with a services depart m e n tp roviding technical and commercial assistance to both local and remote customers. “We s t e rn Australia’sgeography presents inherent communication and logistic supply challenges,” said Jonker. “Now with RockwellA u t o m a t i o n ’s new Perth office, our We s t e rn Australian clients have improved access to products, services andtraining programs.” The company’s industry-renowned training courses, where professional instructors detailinstallation, programming and maintenance of Rockwell Automation hard w a re and software, will now bepresented at the new Perth office throughout the year.

In addition to Rockwell Automation’s value-add services, the new Perth office will continue to support pro d u c t sc rucial to engineering activity in the region. The Allen-Bradley PowerFlex range of medium- and low-voltageAC variable speed drives, and Rockwell Automation’s ‘Integrated Arc h i t e c t u re’ re p resent the cornerstone ofthe company’s activities in Western Australia.

Providing performance-enhancing motor control in an easy-to-use, compact package the PowerFlex range ofAC drives is ideal for mining applications such as incline conveyors, crushers and pumps. The industry - f i r s t ,Integrated Arc h i t e c t u re from Rockwell Automation, presents a single system for integrated multi-disciplinecontrol, visualisation and information. “Its fully scalable, information-enabled environment presents a flexiblesolution to We s t e rn Australia’s emerging and established industries, enabling streamlined control systemp rogramming, integration, maintenance and expansion,” explained Jonker. “With our new Perth off i c ecomplementing our expansive range of products, Rockwell Automation can better provide tailored engineeringsolutions and a more comprehensive service for our Western Australian customers.”The Rockwell Automation Perth office is now located at: Unit 1, 47 McCoy Street, Myaree WESTERN AUSTRALIA,6154. Phone: (08) 9317 2750.

SKF XL hybrid bearings eliminate wind turbine generator failure caused byelectrical erosionSKF has developed a range of hybrid bearings, specially for wind turbine generator applications, that do notallow the passage of electrical currents. Such currents would lead to electrical erosion of the raceways andeventual bearing and generator failure. They also tend to break down the structure of the lubricant which alsoheavily affects the bearing performance. Generator repairs are extremely costly because they are located at the top of wind turbines. The location alsomakes repairs much more time consuming, and costly, than ground based generator repairs. And once thegenerator is damaged, additional losses are incurred because the turbine is not producing electricity.Using SKF XL hybrid bearings will prevent all this unnecessary cost while contributing to higher turbine utilizationand lower cost/kWh of electricity.SKF XL hybrid bearings are deep groove ball bearings that have normal steel rings and high-grade silicon nitrideceramic balls. Silicon nitride is non-conducting so electricity cannot pass through. And so they prevent electricale rosion at the interface of the balls and the rings that affects steel-on-steel bearings. The new bearings areavailable in standard ISO dimensions for the 4 most common bearing sizes for larger generators; bearing borediameters from 150 - 180 mm. Because they are ISO dimensioned they can be applied directly to new generatordesigns or retrofitted to existing turbines in the field. The many benefits of SKF XL hybrid bearings will contribute to lower life cycle cost of the generator and lower total cost of operating the wind turbine.Mark.Ciechanowicz@skf.com

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Vibration TransmitterWilcoxon Research has expanded its iT series with the release of a new metric iT100M vibration transmitter.The Intelligent Transmitter converts traditional accelerometer signals to 4-20mA data for use in existing PLC/DCSnetworks for condition trending, while still providing a buff e red dynamic output for more extensive vibrationanalysis.The iT100M is targeted for Condition Based Monitoring in a variety of applications including: fans, motors,blowers, compressors, chillers, gear boxes, pumps, re c i p rocating compressors, cooling towers, gas/steamturbines and centrifuges.Each iT transmitter is custom-built to user specifications. Customers specify virtually every feature of thetransmitter at the time of order, including full scale measurements that are now selectable in metric units.info@reliabilitysystems.com

AGILITY HELPS SHEFFIELD COLLEGE MAKE THE GRADE"Agility is flexible and straightforw a rd. It is everything I am looking for." Andy Allison, Buildings Manager, Sheff i e l dCollegeSoftSols Group, a leading provider of maintenance management software, today announces that furt h e reducation provider, The Sheffield College, has purchased its web-based maintenance management system ñAgility.Agility will be used to help Sheffield College maintain an optimum working environment for students, staff andvisitors, across its three city centre sites. With buildings of approximately 65,000sq. m, grounds covering 24hectares across the three sites, and maintenance expenditure of approximately half a million pounds a year, arelatively small in-house maintenance staff carries out initial fault-finding and investigations of problems whichcome via a helpdesk. Agility will help the maintenance department at Sheffield College to maximise both perf o rmance and re s o u rc e s .Being able to target problems and eliminate repetitive tasks will save time and money, and the ability to track thewhole process from initial request to rectification will make the maintenance function more accountable to users.Andy Allison, Buildings Manager at Sheffield College explains: "Obtaining the management information weneeded to measure our effectiveness was difficult. We are confident that Agility will give us immediate visibilityof how well we are performing and responding against key performance indicators and automate reporting. Itis flexible and straightforward to use, and doesn't have complex additional functionality. It is everything I amlooking for in a maintenance management system."S h e ffield College's Estates and Services team assigns the majority of work to external contractors under anumber of manitenance term contracts. Prior to Agility, the efficiency of this process was undermined by asystem which was unable to build an order direct from the helpdesk query, and communicate it to outside part i e s .In addition, the maintenance team could not readily identify and track problematic pieces of equipment or easilyanalyse how costs were split across sites. It did not have the visibility to efficiently manage its re s o u rces, exceptby time-consuming manual analysis.David Hipkin, Managing Director of SoftSols Group concludes: "Sheffield College demonstrates a need which

we are seeing across a number of market sectors, for a straightforw a rd solution which could be tailored tomeet its needs. Agility provides just this, being both simple and intuitive to use and easily configured. Havingthe relevant information at your fingertips is a powerful tool in greatly improving productivity and maximisingperformance."www.getagility.co.uk www.getagility.com

New ANALEX® FDM Ferrous Debris MonitorThe ANALEX® FDM is an extremely accurate, self-contained, rugged, bench or portable unit designed for usein laboratories, on-site or in remote field locations where laboratory analysis is often impractical or impossible.The FDM provides engineers with a means of ëon-the-spotí measurement of ferrous wear debris in the lubricantand or grease samples. Such information assists the engineer or laboratory technicians in planning pre v e n t a t i v emaintenance programs, and helps ensure informed decision-making when assessing machinery and equipmentcondition.Utilising the latest in Inductive Coil Magnetometry the ANALEX® FDM detects and measures the mass of ferro u swear debris within a lubricant or grease sample, irrespective of the size of the wear particles present. The re s u l tis displayed in PPM (parts per million). The PPM result can then be trended with accepted linearity over a widerange of ferrous debris content and particle sizes.

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The ANALEX® FDM is designed to detect un-combined ferrous debris in the oil or grease samples taken fromall types of lubricated machinery. With a display resolution of 1ppm and a range of 0-2000ppm the unit is ane x t remely useful onsite tool which can provide readings within 10 seconds. Data from each test is stored inthe internal memory, which may then be transferred to a database on a host PC via an RS232 interface. The unitis supplied ready for use in a protective, portable carrying case. www.kittiwake.com

Marine Softwa r e ’s add-on module for Marine Planned Maintenance for Wi n d ow s(MPMWin) enabling it to link to RCM’s Mariner Vibration Monitoring System.RCM Marine’s ‘Mariner’ is a cost effective portable data collector system, which is supplied complete withvessel specific database, eliminating the need for expensive ship visits by vibration consultants. Its basic designensures foolproof operation and precise accurate results. No training is required to use this system and thereis an email facility to obtain remote expert advice should this be necessary.Marine Software ’s Marine Planned Maintenance system is linked to the ‘Mariner’ Software such that individualPM Job Cards are linked to machines within the ‘Mariner’ database. As the ‘Mariner’ data collector isdownloaded MPMWin automatically acquires the readings, displays the results, creates work instructions forany corrective action required and adjusts vibration linked maintenance schedules as required.The vibration linked maintenance job routines have interval periods and next due dates to take readings. As the‘Mariner’ data collector is downloaded, provided that the readings are within limits, the MPMWin systemschedules the next reading at the normal interval.Should any reading for a particular machine reach a ‘Mariner’ pre - a l a rm limit (typically 70% of the alarm limit), but be below the full alarm setting, the MPMWin Job Card is flagged with anorange pre - a l a rm indicator and automatically reduces the normal interval period by half thus requiring moref requent readings. At the same time it creates a set of work instructions on the PM Job Card to indicate possiblecorrective action to reduce the reading. Any reading at or above the full alarm will immediately flag the PM Job Card with a red alarm indicator andschedule the next due date to the current date, ensuring that the PM routine stays at due and overdue, appearingon all due and overdue job lists until corrective action is taken to reduce the reading below the alarm limit.Due and overdue vibration routines can only be completed within the PM system by downloading a new set ofreadings from the RCM data collector.http://www.marinesoftware.co.uk

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Attend just one, two or allt h ree of these one-day courses.

Brisbane19-21 July 2006

Sydney28-30 August 2006

Venues

Course One Planned Maintenance & Maintenance PeopleThe What, When & Who of Maintenance(For Maintenance & Non Maintenance Personnel)

Course Two Maintenance Planning, Control & SystemsMaintenance Planning, Maintenance Planners & CMMS/EAM’s

Course Thre eMaintenance Management and Asset ManagementAn Introduction To Maintenance and AssetManagement Activities & Techniques(For Maintenance & Non Maintenance Personnel)

PRESENTED BYLen Bradsha w

ORGANISED BYENGINEERING INFORMATION

TRANSFER PTY LTDAND

THE MAINTENANCE JOURNAL

● Major Revisions & Updates for the 2006Maintenance Seminars

● Detailed Seminar Slides in Hard Copy

● Plus a CD of Hundreds of Pages of CaseStudies, Maintenance Related Facts, andSeminar Notes (400mb of Information)

● Each seminar provides opportunities to discusswith other practitioners improved ways ofmanaging and performing maintenance activities

THE MOST SUCCESSFUL AND MOSTRECOGNISED MAINTENANCE RELATED SEMINARS

★ As well as Maintenance Personnel, why not also send your “Operations Personnel” ★

Maintenance2006 Seminars

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The Maintenance Journal is a full colour quality journal of min. 76 pages. Published Quarterly.The Maintenance Journal is available in both a PRINT version and ELECTRONIC version (eMJ)Prices are in Australian dollars (approx. Aus$4 = US$3). For Australia prices are inclusive of GST taxes

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How Good Is Your Maintenance Data?

• Should your maintenance data be more productive? • Does your data comply with current standards? • Are you getting the most out of the data that you already have? • Would you like to develop better data collection strategies for the future?

It is widely accepted that good data improves decision making. Problem is many of us distrust our data quality and we often don’t look at all the opportunities that are lost as a result. Your data is more suited for decision making than you think, and we can help you improve your data quality immediately by developing easy strategies for improving data collection. The Oniqua Maintenance Data Quality Review The process is not intrusive, we extract data from your current maintenance system, audit your data quality, enhance your existing data and identify an extensive range of Metrics and KPIs derived from your data that will immediately highlight areas of potential performance improvement.

Strategies For Improved Data Quality We can work with you to develop phased strategies for improving data quality, as well as informative sessions on data priority, use and the benefits of data analysis. The areas in which we can assist include:

• Equipment/Functional Location (Master) Data - especially for new installations

• RCM Data Uploads

• Bill of Materials and APLs - easy creation and manipulation

• Work History Analysis

• Work Instruction Segregation and Development

• System Conversions At Oniqua, we keep it simple! In as little as two weeks, we can provide a detailed data quality review that is not disruptive. For more information on maintenance data improvement, please visit our website www.oniqua.com.

Deryk Anderson Product Manager - Maintenance T: +61 7 3369 5506 F: +61 7 3369 6772 M: +61 417 873 344 E: deryk.anderson@oniqua.com

David Watkins Business Development Manager T: +61 7 3369 5506 F: +61 7 3369 6772 M: +61 418 158 491 E: david.watkins@oniqua.com

Established in 1990, Oniqua Pty Ltd is a world leader in the field of Enterprise Analytics, cataloging and content improvement with head office in Brisbane Australia, and other offices and partners located in North America, Africa, Europe and Asia. The focus of solutions and services provided by Oniqua are on asset intensive organization in Mining, Processing, Energy & Utilities, and Oil & Gas industries, which through the implementations and use of the Oniqua Analytics Suite combined with content improvement services such as cataloging, will standardize, analyze and optimize maintenance, inventory and procurement content and activities as enablers to driving business performance. The Oniqua Analytics Suite transforms and enriches complex transactional data into a simple integrated analytic view designed specifically for analysis and decision-making by integrating data from multiple sources including major ERPs such as SAP and Ellipse.

Maintenance BooksPrices are valid until 1st Oct 2006. All prices are AUSTRALIAN DOLLARS. Prices for Australia Include Postage and GST.Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$20.

1. MAINTENANCE MANAGEMENT AUDITING - In Search Of Maintenance Management ExcellenceAnthony Kelly 2006 328pp $120

Auditing the management of the maintenance of both productive plant and infrastructures. Case studies demonstrate the application of thisprocedure to comprehensive audits of several weeks duration, to ëfingerprint’ audits taking perhaps a day or so, and to benchmarking exercises.Contains a questionnaire of over 1000 questions that is based on the ideas and concepts of business centered maintenance.

2. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly DowntimeSteven Borris 2006 448pp $210With equipment downtime costing companies thousands of dollars per hour, many turn to Total Productive Maintenance as a solution. Short ontheory and long on practice, this book provides examples and case studies, designed to provide maintenance engineers and supervisors with aframework for strategies, day-to-day management and training techniques that keep their equipment running at top efficiency.

3. PRODUCTION SPARE PARTS - Optimizing the MRO Inventory AssetsEugene C Moncrief 2006 307pp $110Spare parts stocking theory and practice. Uses the Pareto Principal to achieve superior results with a minimum of investment of time. Includes thefollowing topics: the risks inherent in setting inventory stocking levels, setting the reorder point, setting the reorder quantity, determining excessinventory, how to avoid unnecessary purchases of spares, and how to set and monitor goals for inventory improvement.

4. IMPROVING EQUIPMENT PERFORMANCE - Reliability and Maintainability of Tooling & EquipmentMark A Morris 2006 288pp $110This book contains essential information necessary to achieve improvements in reliability and maintainability to support cost-effective andcompetitive processes. It addresses the needs of the manufacturing community, suppliers, and their component suppliers. People who buymachines, or build machines, or use machines, or make machinery components, will benefit greatly from the information in this book.

5. MANAGING FACTORY MAINTENANCE 2nd EdJoel Levitt 2005 320pp $110This second edition tells the story of maintenance management in factory settings. . World Class Maintenance Management revisited and revised,evaluating current maintenance practices, quality improvement, maintenance processes, maintenance process aids, maintenance strategies,maintenance interfaces, and personal development and personnel development.

6. THE MAINTENANCE SCORECARD - Creating Strategic AdvantageDaryl Mather 2005 257pp $110Provides the RCM Scorecard, which is unique to this book and has not been done previously to this level of detail. Includes information and hints oneach phase of the Maintenance Scorecard approach. Focuses at length on the creation of strategy for asset management and details thedifferences between various industry types, sectors and markets.

7. RELIABILITY CENTRED MAINTENANCE - Implementation Made SimpleNeil Bloom 2005 448pp $175This book introduces innovative approaches to simplify implementing and managing the RCM process and shows Plant, Mechanical, andMaintenance Engineers how to: Identify systems functions, functional failures, and the consequences of those failures. Understand how tofunctionally analyze a system. Identify Run-to-Failure components and their limitations. Understand hidden failure modes.

8. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGEStephen J Thomas 2005 356pp $115This unique and innovative book explains how to improve maintenance and reliability performance at the plant level by changing the organization’sculture. This book demystifies the concept of organizational culture and links it with the eight elements of change: leadership, work process,structure, group learning, technology, communication, interrelationships, and rewards.

9. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCEScheffer & Girdhar 2004 272pp $135Develop and apply a predictive maintenance regime for machinery based on the latest vibration analysis and fault rectification techniques.Build a working knowledge of the detection, location and diagnosis of faults in rotating and reciprocating machinery using vibration analysis.Gain an understanding of the latest techniques of predictive maintenance including oil and particle analysis, ultrasound & thermography.

10. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market ShareR Smith & B Hawkins 2004 304pp $125This Handbook provides detailed, step-by-step, fully explained processes for each phase of Lean Maintenance implementation providing examples,checklists and methodologies of a quantity, detail and practicality that no previous publication has even approached. It is required reading, and arequired reference, for every plant and facility that is planning, or even thinking of adopting ëLean’ as their mode of operation.

11. MANAGING MAINTENANCE SHUTDOWNS & OUTAGESJoel Levitt 2004 208pp $110Brings together the issues of maintenance planning, project management, logistics, contracting, and accounting for shutdowns. Includes hundredsof shutdown ideas gleaned from experts worldwide. Contains procedures and strategies that will improve your current shutdown planning andexecution.

12. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies for Optimizing PerformanceV Narayan 2004 288pp $110Providing readers with a clear rationale for implementing maintenance programs. This book examines the role of maintenance in minimizing the risksrelating to safety or environmental incidents, adverse publicity, and loss of profitability. Bridge the gap between designers/maintainers and reliabilityengineers, this guide is sure to help businesses utilize their assets effectively, safely, and profitably.

13. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd EdBloch & Geitner 2004 650pp $250The names Bloch and Geitner are synonymous with machinery maintenance and reliability for process plants. They have saved companies millionsof dollars a year by extending the life of rotating machinery in their plants. Extending the life of existing machinery is the name of the game in theprocess industries, not designing new machinery. This book was the first and is still the best in its field.

14. LEAN TPM - A blueprint For ChangeS McCarthy & Rich 2004 224pp $170Lean TPM accelerates the benefits of continuous improvement activities by challenging wasteful working practices, releasing the potential of theworkforce, targeting effectiveness and making processes work as planned. Unites world-class manufacturing, Lean Thinking and Total ProductiveMaintenance [TPM]; Shows how to achieve zero breakdowns; Delivers benefit from continuous improvement activities quickly.

15. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd EdTerry Wireman 2004 288pp $110While the previous edition concentrated on the basic indicators for managing maintenance and how to link them to a company’s financials, thesecond edition addresses further advancements in the management of maintenance. One of only a few comprehensive collections of performanceindicators for managing maintenance in print today.

16. RELIABILITY DATA HANDBOOKRobert Moss 2004 320pp $275Focusing on the complete process of data collection, analysis and quality control, the subject of reliability data is covered in great depth, reflectingthe author’s considerable experience and expertise in this field. Analysis methods are not presented in a clinical way - they are put into context,considering the difficulties that can arise when performing assessments of actual systems.

17. ENGINEERING DISASTERS - Lessons To Be LearnedDon Lawson 2004 272pp $255Thoroughly researched accounts of well known disasters and failures and draws out the lessons to be learned in each case. Engineers have to takeinto account all the potential failures of people, including other engineers, as well as failures of equipment and materials. Design engineering is astructured process using both art and science to create new or improved products and building on experience.

18. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS - Pressure Vessels & Mechanical PlantClifford Matthews 2003 690pp $430This comprehensive volume gives detailed coverage of pressure equipment and other mechanical plant such as cranes and rotating equipment.There is a good deal of emphasis on the compliance [UK standards] aspects and the duty of care requirements placed on plant owners, operators,and inspectors.

19. COMPUTERIZED WORK MANAGEMENT SYSTEMS FOR UTILITY & PLANT OPERATIONSRoop Lutchman 2003 207pp $180The author demonstrates step-by-step the justification, selection, and implementation of CWM systems. The book gives managers the know-how tomake the right decisions in applying CWMS techniques. Case studies and troubleshooting guidelines are included for managers and maintenanceprofessionals in water, wastewater, electrical generation, solid waste, and other public facilities.

20. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENTTerry Wireman 2003 228pp $110This book will provide users with all the necessary tools to be successful in benchmarking maintenance management. It presents a logical step-by-step methodology that will enable a company to conduct a cost-effective benchmarking effort. It presents an overview of the benchmarking process,a self analysis, and a database of the results of more than 100 companies that have used the analysis.

21. RCM - GATEWAY TO WORLD CLASS MAINTENANCEA Smith & G Hinchcliffe 2003 337pp $125Includes detailed instructions for implementing and sustaining an effective RCM program; Presents seven real-world successful case studies fromdifferent industries that have profited from RCM; Provides essential information on how RCM focuses your maintenance organization to become arecognized ëcenter for profit’. It provides valuable insights into preventive maintenance practices and issues.

22. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket GuideR Smith, R K Mobley 2003 537pp $100The new standard reference book for industrial and mechanical trades. Industrial Machinery Repair provides a practical reference for practicingplant engineers, maintenance supervisors, physical plant supervisors and mechanical maintenance technicians. It focuses on the skills needed toselect, install and maintain electro-mechanical equipment in a typical industrial plant or facility.

23. MAINTAINABILITY, AVAILABILITY & OPERATIONAL READINESS ENGINEERING HANDBOOK - Volume 1Dimitri B Kececioglu 2002 803pp $230Preventive maintenance engineering can significantly contribute to productivity and cost-reduction in any industry dependent upon machinery andequipment. Once equipment has been purchased, anywhere from four to forty times its purchase price may be spent on maintenance and repairs.The ability to monitor, quantify, and predict maintenance needs ensures the highest equipment availability at the lowest cost.

24. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd EdKeith Mobley 2002 337pp $190This second edition of An Introduction to Predictive Maintenance helps plant, process, maintenance and reliability managers and engineers todevelop and implement a comprehensive maintenance management program, providing proven strategies for regularly monitoring critical processequipment and systems, predicting machine failures, and scheduling maintenance accordingly.

25. MAINTENANCE PLANNING, SCHEDULING & COORDINATIONDan Nyman and Joel Levitt 2001 228pp $130Planning, parts acquisition, work measurement, coordination, and scheduling. It also addresses maintenance management, performance, andcontrol; and it clarifies the scope, responsibilities, and contributions of the Planner/Scheduler function and the support of other functions to JobPreparation, Execution, and Completion. This book tells the whole story of maintenance planning from beginning to end.

26. COMPUTER-MANAGED MAINTENANCE SYSTEMS 2nd EdMobley and Cato 2001 200pp $150A comprehensive, practical guide that covers selection, justification, and implementation of an effective CMMS in any facility. In this new edition,the authors have added a chapter specifically on the latest technology, Application Service Providers [ASPs], that has revolutionized the waycomputer- managed maintenance systems are used and the benefits they can offer to a business.

27. RELIABILITY, MAINTAINABILITY AND RISK 7th EdDavid Smith 2001 336pp $145Reliability, Maintainability and Risk has been updated to ensure that it remains the leading reliability textbook - cementing the book’s reputation forstaying one step ahead of the competition. Includes material on the accuracy of reliability prediction and common cause failure .This book deals with all aspects of reliability, maintainability and safety-related failures in a simple and straightforward style.

28. ASSET MANAGEMENT AND MAINTENANCE - THE CDNicholas A Hastings 2000 820 slides $190Asset Management and Asset Management Overview; Life Cycle Costing; Maintenance Organisation & Control; Spares & ConsumablesManagement; Failure Mode and Effects Analysis; Risk Analysis and Risk Management; Reliability Data Analysis; Age Based Replacement PolicyAnalysis; Availability and Maintainability; Measuring Maintenance Effectiveness; Reliability of Systems; etc.

29. ENGINEERING MAINTAINABILITY - How To Design For Reliability & Easy MaintenanceB S Dhillon 1999 254pp $215Maintainability Management; Maintainability Measures, Functions, and Models; Maintainability Tools; Specific Maintainability DesignConsiderations; Human Factors Considerations; Safety Considerations; Cost Considerations; Reliability-Centred Maintenance; Maintainability Testing,Demonstration, and Data; Maintenance Models.

30. ROOT CAUSE FAILURE ANALYSISR Keith Mobley 1999 333pp $195The concepts needed to effectively perform industrial troubleshooting investigations. The methodology to perform Root Cause Failure Analysis[RCFA] It also includes detailed equipment design and troubleshooting guidelines, which are needed to perform RCFA analysis on machinery found inmost production facilities. This information will be invaluable to maintenance and plant managers.

31. TURNAROUND MANAGEMENTTom Lenahan 1999 183pp $180 This text looks at those unique aspects of turnaround management. Initiating the turnaround; validating the work scope; pre-shutdown work;contractor packages; planning the turn a round; the turn a round organization; site logistics; the cost profile; the safety plan; the quality plan; thecommunications package; executing the turnaround; terminating the turnaround.

32. MAINTENANCE PLANNING & SCHEDULING MANUALRichard D Palmer 1999 400pp $210This text enables maintenance managers and maintenance planners to dramatically improve the productivity of their maintenance plan; Identifiesthe six basic principles of planning and the six associated principles of scheduling; Provides how-to information on implementing a planningfunction, using work orders, and performing in-house work sampling. An excellent hands-on text.

33. HANDBOOK OF MAINTENANCE MANAGEMENTJoel Levitt 1997 476pp $180This unusually comprehensive book is designed as a complete survey of the field for students or maintenance professionals, as an introduction tomaintenance for non maintenance people, as a review of the most advanced thinking in maintenance management, as a manual for cost reduction, aprimer for the stockroom, and as an element of a training regime for new supervisors, managers and planners.

34. RELIABILITY CENTRED MAINTENANCE 2nd EdJohn Moubray 1997 448pp $165Reliability-centred maintenance is a process used to determine, systematically and scientifically, what must be done to ensure that physical assetscontinue to do what their users want them to do and is widely recognized by maintenance professionals as the most cost-effective way to developworld-class maintenance strategies. The second edition has been comprehensively revised to incorporate more than 100 pages of new material oncondition monitoring, the analysis of functions and failures, human error, the management of risk.

Condition Monitoring Standards Volume I, II & IIIThe CMS documents (color pictures) explain the condition monitoring actions as well as why and how each of these tasks should be executed. EachCMS contains brief inspection points, detailed instructions and suggested intervals.

35. CONDITION MONITORING STANDARDS VOLUME 1Torbjorn Idhammar 2001 124pp [Colour] $330CMS: Motor AC; Coupling Tire; Coupling Sure flex; Coupling Grid; Coupling Thomas; Coupling Wrap flex/Atra flex; Coupling Gear; Coupling Jar;Coupling Magnetic; Coupling Torus; Pump Vacuum Nash; Pump - Vertical - Multistage; Tank ; Conveyor Screw; Valve solenoid; Air Breather - DesCase; Flinger; Gear Reducer; Conveyor Belt; Conveyor Drag; Fan Axial; Agitator/Mixer; CompressorRotary Screw - Quincy; Dryer System - Air desiccant; Steam Joint - Valmet

36. CONDITION MONITORING STANDARDS VOLUME IITorbjorn Idhammar 2001 130pp [Colour] $330CMS: Motion Detector; Backstop; Pump, Centrifugal; Heat Exchanger; Bearing, Pillow Block; Chain Drive; Hydraulic Unit; Feeder; Mech. Seal;Packing; Check Valves; Screen Reciprocating; V Belt Drive; Screen - Vibrating; Screen - Disc; Screen - Centrifugal; Lubrication Reservoir; Fan Radial;Pump Vane; Pump Gear; Pump Piston; Steam Trap Mechanical; Steam Trap Thermostatic; Steam TrapThermodynamic; Valve with Actuator.

37. CONDITION MONITORING STANDARDS VOLUME IIITorbjorn Idhammar 2003 115pp [Colour] $330CMS: Universal Joint; Rope Sheaves; Regulator - Air; Pump - Progressive Cavity; Blower - Rotary Lobe; Belt - Cog; Brake Disc; Bolts and Nuts;Cylinder - Air; Pump - Diaphragm; Motor DC; Valve; Clutch Centrifugal; Expansion Joint; Coupling - Fluid; Cylinder Hydraulic; Bearing - Oil Cooled;Hydraulic Motors; Pump - Multistage; Governor; Pneumatic Filter; Piping and Pipe Hangers; Steam Turbine [Small].

Maintenance Books - ORDER FORM

Prices are valid until 1st Oct 2006. All prices are AUSTRALIAN DOLLARS. Prices for Australia Include Postage and GST.Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$20Engineering Information Transfer P/L, 7 Drake Street, Mornington, Vic 3931 Australia Ph: 03 5975 0083 Fax: 03 5975 5735Email: mail@maintenancejournal.com Web: www.maintenancejournal.com Please indicate quantity required.

Item Title QTY Aus$

1. MAINTENANCE MANAGEMENT AUDITING - In Search Of Maintenance Management Excellence $120

2. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime $210

3. PRODUCTION SPARE PARTS - Optimizing the MRO Inventory Assets $110

4. IMPROVING EQUIPMENT PERFORMANCE - Reliability and Maintainability of Tooling & Equipment $110

5. MANAGING FACTORY MAINTENANCE 2nd Ed $110

6. THE MAINTENANCE SCORECARD - Creating Strategic Advantage $110

7. RELIABILITY CENTRED MAINTENANCE - Implementation Made Simple $175

8. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE $115

9. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE $135

10. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share $125

11. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES $110

12. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies $110

13. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed $250

14. LEAN TPM - A blueprint For Change $170

15. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd Ed $110

16. RELIABILITY DATA HANDBOOK $275

17. ENGINEERING DISASTERS - Lessons To Be Learned $255

18. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS - Mechanical Plant $430

19. COMPUTERIZED WORK MANAGEMENT SYSTEMS FOR UTILITY & PLANT OPERATIONS $180

20. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT $110

21. RCM - GATEWAY TO WORLD CLASS MAINTENANCE $125

22. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide $100

23. MAINTAINABILITY, AVAILABILITY & OPERATIONAL READINESS ENGINEERING HANDBOOK $230

24. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd Ed $190

25. MAINTENANCE PLANNING, SCHEDULING & COORDINATION $130

26. COMPUTER-MANAGED MAINTENANCE SYSTEMS 2nd Ed $150

27. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed $145

28. ASSET MANAGEMENT AND MAINTENANCE - THE CD $190

29. ENGINEERING MAINTAINABILITY - How To Design For Reliability & Easy Maintenance $215

30. ROOT CAUSE FAILURE ANALYSIS $195

31. TURNAROUND MANAGEMENT $180

32. MAINTENANCE PLANNING & SCHEDULING MANUAL $210

33. HANDBOOK OF MAINTENANCE MANAGEMENT $180

34. RELIABILITY CENTRED MAINTENANCE 2nd Ed $165

35. CONDITION MONITORING STANDARDS VOLUME 1 $330

36. CONDITION MONITORING STANDARDS VOLUME II $330

37. CONDITION MONITORING STANDARDS VOLUME III $330

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