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OMCS International’s suite of simple Reliability Assurance and Improvement methods and applications have delivered outcomes thought impossible both in magnitude and time. Many of our users have halved maintenance related downtime in 6 to 12 months.

PMO2000™ - designed to provide a comprehensive review of maintenance strategy and create a reliability improvement program.

PM Builder – Priced to sell. A necessary system for companies with a fragmented or informal maintenance plan, also very useful for building a PM Program from scratch. Ideal for equipment suppliers who need to develop FMEA and maintenance recommendations.

EDA – a tool for improving methods of data collection and loss reconciliation designed to sustain any reliability initiative.

RIMSys® - tightly manage incidents and investigations to take back control of projects and regain production time lost to equipment and plant failures.

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OMCS International and its world-wide network of Licensees can assist deployment of these methods. Our software* is world class but we know that improvement comes from culture. We believe reliability is a culture and our implementation methods have this as a primary focus.

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AMMJ ContentsAsset Management and Maintenance Journal January 200820th anniversary Year

Utilising Benchmark Metrics to Build and Manage 8 a Strategy for Maintenance Improvements Tom Svantesson, TSMC Production and Maintenance Consultants (Denmark)

Tinker Air Force Base Lubrication/Oil Analysis Program 14 Johnny Dillon, Tinker AFB (USA)

Battling The Skills Shortage 16A (Sandy) Dunn, Assetivity (Australia)

Asset Management 101 Fundamentals - Level of Service 26John Wilson, WPS Consulting (Australia)

Measuring Shock Pulse at a Paper Mill - A Case Study 28Louis Morando, SPM Instruments Inc (Sweden)

TPM Implementation - The P5 Critical Success Factors For Sustaining Improvement - A Case Study 36Toni Carannante, Castings PLC, William Lee Ltd (UK)

A FMECA of a Cement Plant 44Rotary Kiln Drive SystemMahfoud Chafi, et al, University Boumerdes (Algeria)

Vibration Based Monitoring 52 And AnalysisK B Mulchandani, et al, Indian Institute of Technology (India)

Web Links for Maintenance 58 And Reliability Len Bradshaw, AMMJ (Australia)

Maintenance News 62

AMMJ Subscription Form 67

What would a Precision Maintenance Reliability Revolution do to Your

Operation?(Precision maintenance on a shoe string budget,

with limited resources, in 100 days). You may have heard that precision maintenance, with its focus on defect elimination and failure prevention, delivers the highest equipment reliability and the lowest maintenance costs of all the maintenance strategies. You can get 75% reduction in machinery maintenance costs and over 5 failure-free years between stoppages. The challenge is to implement it at low cost and with limited resources. At Lifetime Reliability Solutions we recommend a simple strategy to introduce precision maintenance into your operation in 100 days – let your tradespeople do it. We provide the change management method, the procedural tools and expert guidance so you and your people quickly and surely introduce, use, prove and adopt precision maintenance into your operation. For details on 1-day seminars to be held in Brisbane (March), Perth (April), Sydney (May) and Melbourne (June) visit www.lifetime-reliability.com.

Free Report Available Request a free report on using and introducing precision maintenance, contact Mike Sondalini at LRS on mobile 0402 731 563 or by email at [email protected].

C:\Documents and Settings\HP_Administrator\Desktop\New adv for Jan 08 issue\Lifetime Reliab QP Jan08.doc

Cover Shot:Gear Maintenance – SIRF RT’s December ‘Best practice in gearbox maintenance’ event included a walk-around the SEW - Eurodrive maintenance facility in Victoria, Australia.This issue’s cover shot shows a section of the SEW - Eurodrive’s servicing and maintenance facility. See “Maintenance News” for details.

Australia’s foremost learning network is pleased to announce its National Forum line-up for 2008.These industry events are not to be missed. Led by practitioners and complemented by senior key industry personnel, 2008 will see a fantastic mix of speakers discussing cutting edge topics and case studies.

To learn about the latest in your respective fields, share ideas and experiences and an opportunity to network amongst peers, these are the must attend events on your 2008 calendar.

Condition Monitoring - 28th and 29th October

Best practice in vibration analysis and lubrication

How to apply Thermal Imaging

Decreasing the cost and maximising the benefit from your CM investment

Lean Leadership - 13th to 16th May

Do you want your company to run faster, smarter, better, leaner?

Learn how to overcome the barriers to change at all levels in your organisation

Electrical Maintenance & Safety - 28th and 29th August

Managing and planning maintenance of electrical assets

Safety and arc flash prevention

Condition monitoring of electrical equipment

Hazardous area compliance

Planning4Reliability - 26th and 27th June

Those serious about delivering high quality reliability with cost effective maintenance on time and on budget.

For further details or to register your interest,please contact Anna Civiti at SIRF Rt on 03 9697 1100

or [email protected]

AMMJAsset Management and Maintenance JournalA journal for all those interested in the maintenance, asset management, monitoring, servicing and management of plant, equipment, buildings, facilities and infrastructure.

Volume 21, No 1.January 2008

Published by:Engineering Information Transfer Pty Ltd

Publisher and Managing Editor:Len Bradshaw

Publishing Dates:Published in January, April, July and October.Material Submitted:Engineering Information Transfer Pty Ltd accept no responsibility for statements made or opinions expressed in articles, features, submitted advertising,advertising inserts and any other editorial contributions.

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: [email protected] Site: www.maintenancejournal.com

Submission of Articles or News* Do you wish to contribute maintenance articles, news or papers to the AMMJ?* Do you have something to say?* Is your company engaged in asset management and maintenance activities of interest to our readers?See our website at www.maintenancejournal.com for details of how to submit your articles or news

The benefits and challenges of using benchmark indices and metrics for monitoring maintenance and availability performance are discussed with particular reference to EN 15341, the recently released European standard on maintenance key performance indicators

Benchmarking to detect performance slips and how to get back in the right direction In order to explain what benchmarking of maintenance and availability performance can do for a company, I have presented the process via a case study from an oil refinery:

In the mid - nineties the refinery was ranked - in the Solomon Fuels Refinery performance comparison studies - as one of the best all round performers, including being in the top quartiles for maintenance cost and mechanical availability. Then the market changed, and as a consequence the maintenance organisation was changed, becoming a decentralised organisation. The result was a rapid drop in availability and maintenance performance, a resulting rise in costs, and a fall from among the best performing quartile of 25% refineries to the bottom of the ranking.

After a series of business analysis, the refinery reformed the maintenance organisation, and today the company is trying to get back to the previous level of performance. The Reliability, Availability and Maintainability (RAM) analysis of the refinery identified a number of gaps, and today the company is working hard on closing two major gaps in performance, one of which was identified as being in planning and scheduling. Comparison of the maintenance performance and the quantification of these gaps gave the company the possibility of improvement.

What had happened was that responsibility for availability and maintenance performance was, at best unclear. Focus was removed from maintenance and availability and the “warning signal” that could be provided by a benchmarking process, was forgotten.

In most European companies, safety and quality is measured and audited, either by internal or external bodies. This is a useful tool for managing the prioritisation of the company’s resources, and is considered to be normal business procedure. A similar measuring and auditing process can be applied to maintenance and availability.

Fundamental concepts in benchmarking maintenance practices and strategy development

I will use a case study to show how benchmarking can be used in maintenance. The study concerns a company “Exempla Ltd” running seven sites in Scandinavia. The corporate maintenance policy is expressesdas stated below and I will focus on the indicators that ensure the performance of the maintenance policy. To keep the story simple I will focus on only the most important of these indicators.

Exempla’s maintenance policy, objectives and strategies

“Exempla Ltds” vision is to be Number one in Europe. This will be achieved by attaining operational excellence and optimal production effectiveness. The maintenance department will contribute to this by continuous development of maintenance strategies and simple work processes, enabling that department to deliver optimal production effectiveness with efficient cost control. Our work processes will support an attractive work place, where decision making power is distributed to the lowest level, with regard for safety, the environmental and quality as a precondition, and with integration between operations and maintenance. Co- operation between the sites, resulting in the development of best practices will be developed.

Tom Svantesson (Denmark)Snr Consultant, TSMC Production and Maintenance Consultants�

Vol 21 No 1

10 Using Benchmark Metrics

Vol 21 No 1

Objectives

• The production effectiveness will be monitored in relation to the planned availability at each site. • “Right first time” will be monitored via the ramp up time until nominal performance is reached for the process. • Maintenance will be pre-planned by RCM analyses. • The balance between preventive and corrective maintenance and the stores value for spare parts will be optimised.• The maintenance budget will be kept at the current level (with no compensation for inflation)

Strategies

• The maintenance policy will be implemented by focusing on core competences and the application of new maintenance systems and maintenance methods. • Maintenance tasks will be balanced between internal and external resources, tasks outside the core businesses will be performed by contractors.• The maintenance effort will be rendered effective by the application of RCM and the use of key indices to measure production and cost at each site, and at corporate level.• Critical spares will be identified via the application of preventive maintenance and RCM.

A review of the policy, strategies and objectives has led to the identification of a list of supporting factors each of which can be measured via a relevant benchmark or indicator, viz.-

Factor Indicator Indicator 1: Optimal production effectiveness OEE value Indicator2: Continuousdevelopment Manhour’sformodifications Indicator 3: Attractive work place Average age Indicator4: Safety OSHA(recordable,firstaid,lostworkdays) Indicator 5: Planned availability Availability Indicator 6: Ramp up time Hours Indicator 7: Number of RCM analyses No. or equipment Indicator 8: Preventive maintenance Man/production hours Indicator 9: Corrective maintenance Man/production hours Indicator 10: Stores value for spare part Value/Asset replacement value Indicator 11: Maintenance cost Maint. Costs/ Asset replacement value Indicator 12: Internal maintenance Man hours Indicator 13: External preventive Man hours Indicator 14: Critical spares Value/Asset replacement value

When selecting indicators for maintenance development, a set of rules or best practices must be applied.

The rules for the use of the maintenance indicators are:• Indicators must be understood by all of the many ”Customers” (maintenance staff, management, production) • The ”Customer” must be able to influence the inputs to the indicators• Several indicators are needed to describe an organisation or part of an organisation• Indicators are management tools. They are not management• Indicators must be co-ordinated to the present policy, strategies and business objectives• Indicators must be generated from existing data – if possible• Use positive indicators (e.g. Availability not Downtime)• Agree definitions; compare apples to apples

12 Using Benchmark Metrics

Vol 21 No 1

International metrics for the measurement of maintenance performance and how to interpret them

When comparing availability and maintenance performance one must ensure that the metrics used are homogeneous and pre-defined. To support the comparing process a number of companies and organisations have defined a series of indicators or metrics. I have chosen the most common ones used.

In the refinery and process industries the definitions from Solomon Associates have been adopted as standard. The European standard EN 15341 defines seventy indicators for measuring maintenance and availability performance. Also, the North American Society for Maintenance and Reliability Professionals (SMRP) defines what it calls a series of metrics for measuring maintenance performance. In general all three systems (and others not mentioned here) each comprising a glossary and definitions, the definitions are almost identical, but the terminology does differ.

Going back to Exempla Ltd, the company can use the EN 15341 to define, say, its Indicator No. 5, to measure its performance against planned availability

T2: Achieved up-time during required time x 100

Required time

This indicator (the ”Operational availability”) is supported by a definition of “Achieved up time during required time” and of “Required time”. Solomon Associates and SMRP have a set of identical definitions to measure availability.

Also “Exempla Ltd” want an indicator of maintenance cost. For this EN 15341 and both Solomon Associates and SMRP have an index defined as the ratio of maintenance cost versus the asset or plant replacement value i.e.

E1: Total maintenance cost x 100

Assets replacement value

The standard EN 15341 was released in a final version in spring 2007. The standard is issued by the National Standardization Body. The metrics from SMRP can be found at www.smrp.org and Solomon Associates at www.SolomonOnline.com

What is “Best Practice” in maintenance and reliability?

When dealing with benchmarking, questions arise such as; “Where are the best?” and “What is world class performance?”

These questions are not easy to answer. First of all, if you compare various companies the circumstances –e.g. market situation, plant size, plant culture, legislative environment, product mix and age - must be similar. This is the old story of comparing apples for apples.

Which is also why benchmarking that is only based on the indices is dangerous. Maintenance benchmarking and comparison must take into account the equipment, the plant characteristics and equipment complexity, practice and organisation factors. This will enable really comparable benchmarking.

When comparing maintenance and availability performance the following factors must be taken into account.

• Location • Society/culture • Labour costs per hour • Laws and regulations

• Company culture • Process severity • Equipment complexity

• Standby equipment • Product mix • Plant size

• Utilization rate • Age of the plant • Others

This doesn’t, however, prohibit you from looking at the performance of other plants, and at the industrial average and getting inspiration!. (see following table)

Using Benchmark Metrics 13

Best results from the workshops in 2005Workshop results - October/November 2005 Pharma Food Unit EN

15341I:01 Maintenance costs as a % of Plant replacement value

1,2 1,5 % E1

I:02 Stores investment as a % of Plant replacement value

0,2 0,33 % E7

I:07 Training man hours as a % of Maintenance man hours

8,0 4,5 % “O23”

I:08 Immediate corrective maintenance man hours as a % of Maintenance man hours

3,2 12,8 % “O17”

I:09 Planned and scheduled man hours as a % of Maintenance man hours

96,7 85,3 % O5

I:10 Required operating time as a % of Total available time

98,6 100 %

I:11 Actual operating time as a % of Required operating time

95,5 97,8 % T1/T2

I:12 Actual operating time / Number of immediate corrective maintenance events

633,0 160 Hours T17

I:13 Immediate corrective maintenance time / Number of immediate corrective maintenance events

0,3 0,2 Hours T21

T1 Availability related to maintenance 98,5 97 % T1

T2 Operational availability 98.9 97,8 % T2

“Best results”. Best results from the EFNMS Benchmarking workshops of maintenance indicators in Croatia, Ireland and Denmark. Results are based on contributions from 20 companies.

Manage the ongoing improvement program

After defining a set of indicators to measure the maintenance and availability performance the real challenge is to get the process running and kept in focus.

As for any other steps in performance improvement, the challenge is to prevent the organisation and the staff returning to previous practices and standards.

To keep the process on track you should:

• Distribute the responsibility for the calculation and distribution (Company or department web page, boards or monthly reports) of the indicators.

• Keep focus on the indicators. Use shop-floor meetings, and department meetings to discuss them.

• Change the indicators when the strategies change. Indicators will be withdrawn and new ones will be used to measure the implementation of new strategies.

• Compare with yourself and with others. Measure and compare your performance against similar plants with similar conditions. Be aware that the market is changing and today’s excellent maintenance performance will be obsolete tomorrow.

Reference:

EN 15341 “Maintenance Key Performance Indicators”

This article was previously published in Maintenance & Asset Management Journal (UK) Vol22 No2 2007

Vol 21 No 1

Tinker Air Force Base has been a critical component of America’s national defense since its creation as a maintenance and supply depot in 1941.

Today, it is home to the Oklahoma City Air Logistics Center and several major associate units including the 552nd Air Control Wing, the Navy’s Strategic Communications Wing One, the 507th Air Refueling Wing, 3rd Combat Communications Group and the 76th Aircraft, Propulsion, and Commodities Maintenance Groups. The base is a heavily industrialized and urbanized facility comprising 5022 acres. The installation has 702 buildings with a building floor space of 16 million square feet. The OC-ALC encompasses 136 acres of indoor maintenance facilities and 93 acres of covered warehouse space. Historic Building 3001, headquarters of the OC-ALC, covers 62 acres and stretches for seven-tenths of a mile. The base is comparable to a city with a population of 27,000 which includes Air Force, Navy and Army active duty personnel, civilian employees and military retirees. Tinker is the largest single-site employer in the state of Oklahoma.

Tinker has about 15,000 pieces of equipment maintained by the Industrial Service Wing, however not all are monitored by the lubrication program. Several years ago (1994) our oil analysts developed a list of our most critical pieces of equipment from our CMMS system that were identified as single point failures, one of a kind, and high dollar value(s). All equipment was/is given an Equipment Condition Assessment before entering the lube analysis program. Our CMMS system tracks oil sampling times. These times are calendar based but flexible and control is by any 3 certify lube analysts. Preselected tests are run once the samples arrive. We can test Particle Count, Viscosity, Ferrography, FTIR Spectrum Analysis, moisture analysis, Elemental Spectroscopy, TAN, and TBN. After analyzing and reporting to management we continue trending, filtering or changing the lube on condition assessments.

We check 94 New Oil Baselines to assure correct viscosity, additives and contamination levels. 475 Equipment Sampling points are monitored.

One Example of estimated cost savings for 17 heat-treat furnaces: Prior to oil analysis program – Oil changed every 30 days. Labor and Oil cost estimates = $10,778 per month / $129,336 per year. Oil changes currently extended to approximately every 90 days. Estimated savings = $21,556 per Quarter / $86,224 per year.

Under our Oil Pharmacy Concept; oil is issue/controlled to a work order and tracked in are CMMS. All bulk oils are in a labeled, color coded portable containers that acts as a hazmat container for spills, environmentally friendly. All oil is filtered thru 3um particle/water filter. Each type of oil has its own dedicated pumping unit with petroleum resistance hoses that pump oil into closed top, labeled dedicated containers. Portable filtration carts are available when required.

On going process improvements are:

1. Lube color code labeling at machines and posted in CMMS for all shifts to access.

2. Continued Equipment Condition Assessment.

a. Target cleanliness levels

b. Updating lubrications section of the RCM guidelines for acquisition of new/used equipment

3. Hard copy and data base backups

4. Training/Benchmarking

Johnny Dillon, Tinker AFB USA) A Paper Presented at Pdm 2007

We wish to thank Reliabilityweb.com for giving permission to publish this paper.14

Vol 21 No 1

1 THE NATURE OF THE CURRENT SKILLS SHORTAGE

We have all read and heard much about the skills shortage within Australian industry, and many of us, particularly in the resources sector, have experienced it first hand. Salaries are increasing, good people are hard to find, and important work is frequently not being performed, for the want of someone with the skills to perform it. While much of the popular press has focused on issues relating to the provision of “blue collar” labour – Tradespeople, in particular – let us start by examining some of the characteristics of the current skills shortage, as supported by objective evidence, rather than simply by hearsay and the pronouncements of the tabloids. In particular, let us consider the following:

• What are some of the factors that are currently contributing to the Maintenance skills shortage in Australia?• The impact of demographic changes on the skills shortage• How long is the current skills shortage likely to last?• What Maintenance skills are in short supply?• Is this a skills shortage, or is it a people shortage?

1.1 Factors contributing to the current skills shortage

Research carried out by a number of organisations indicate that the following factors are currently contributing to the Maintenance skills shortage in Australia:

• Macro-economic activity – the Australian economy continues to grow, although the rate of growth varies from industry to industry, and State to State. In the year to December 2006, overall Gross Domestic Product (GDP) grew at a rate of 2.8% per annum (seasonally adjusted). However Western Australia’s GDP grew at an annual rate of 7.8% (seasonally adjusted), Queensland’s at 6.7% (seasonally adjusted), while Tasmania’s and the Northern Territory’s GDP shrank over this 12 month period. Clearly, high growth rates create demand for labour, and the potential for skill shortages. (1)

• Unemployment rates – As at March 2007, the Australian unemployment rate was 4.5% - however, once again, this varied from State to State. In Western Australia, the unemployment rate was 2.9%, while in New South Wales, it was 5.2%. Unemployment rates of less than 3% are close to the range considered by economists to represent “frictional” unemployment – that is, there will always be a minimum rate of unemployment of around 2-2.5% simply because a certain number of people are in the process of voluntarily changing locations and/or jobs. (2)

•Industry-specificgrowth – Clearly, at present, the resources sector is booming – contributing to the higher growth rates in Queensland and Western Australia, while other industries are not growing as quickly. According to ABS, in the year to December 2006, the Mining industry grew at an annual rate of 8.6%, the Construction industry at a rate of 8.1%, while Agriculture, Forestry and Fishing shrank by 20.4%. The Manufacturing sector grew at an annual rate of 2.0%. (3) The resources sector, being relatively more capital intensive than other sectors, tends to have a higher requirement for Maintenance. High growth rates in this sector tends to increase the relative requirement for Maintenance and Reliability personnel.

• The Impact of Maintenance Outsourcing – Contractors are blamed for a lot of things. Is it fair to blame them also for contributing to the skills shortage? Certainly it is true that a lot more maintenance work is contracted out these days than was the case previously. Some of this work is contracted, using long term contracts, to large organisations, who have the capacity and capability to train and develop their people, including apprentices. However much is also contracted out, on short term contracts, to smaller organisations who largely compete for their work based on price. In this situation, for these organisations, the costs associated with training and developing their people is potentially a source of competitive disadvantage – even if they are large enough to have the capacity to perform adequate training.

• Demographics and the Aging Workforce – much government-funded research has been conducted into the aging workforce. We will consider this in more detail in the next section of this paper.

1.2 Demographics and the Aging Workforce

The impact of retirement of the baby boomer generation is immense. It is of concern to governments, who see a wave of people entering retirement, and a proportionally smaller number of people of working age who are being expected to support these retirees in the lifestyle to which they have become accustomed. As a result, a number of Australian Government funded task forces and research studies have been set up to study the phenomenon. Some of their findings should be concerning to Maintenance professionals.

16

Vol 21 No 1

A Dunn

Assetivity

A Paper presented at ICOMS 2007 (Australia)

Battling The Skills Shortage 17

The National Skills Industry Report, in May 2006, found that “it is clear that the ageing of the population is influencing the structure of the labour force in most industries. Industries and occupations which are particularly affected include: ... most areas of trades and apprenticeship, ... physically demanding occupations, including some trades”. (4)

In 2005, the Department of Employment and Workplace Relations stated that “All major occupational groups are forecast to be adversely affected by population ageing. Particularly hard-hit groups include Tradespersons .... As there is already widespread excess demand for Tradespersons, the ageing effect is anticipated to exacerbate an already difficult situation.” (5) They noted further that “The share of mature-age workers for many Trades in national shortage, such as Electricians and Motor Mechanics, is below the national average. This runs counter to industry concerns about ageing of the trades workforce. While the age profile is tilted to mature-aged workers for occupations such as Metal Fitters and Machinists, there is a more important factor at work—most Tradespersons move out of the occupation in which they trained (their ‘home’ occupation) well before retirement age, and their skills are, at least to some extent, ‘wasted’. While the movement of people out of the trades in which they trained would be partly related to career progression, strategies to increase retention may be worth examining.” (6)

The Australian Industry Group also noted, in 2005, that more than 37% of people working in engineering trades are 40 years or over. (7)

Clearly, while the aging workforce is assisting in contributing to a general shortage of labour, the impact of this is higher in the technical trades area, and particularly in Maintenance. Figure 1 on the following page summarises the findings of the Department of Employment and Workplace Relations when assessing the impact of the aging population on employment growth rates for different professions. (8)

This chart clearly shows that there is expected to be a significant decline in the rate of employment growth for tradespeople, as a result of population aging, and that this group is worst affected of all the occupation groups studied.

1.3 How long is the skills shortage likely to last?

In order to answer this question, we need to consider two factors – the likely duration of the baby boomer retirement “bubble”, and the expected demand for trades people.

The Department of Workplace and Employment Relations predicts that, over the next 5 years, the estimated impact of workplace aging will be a shortfall of 195,000 workers. (9) If we are seeking to replace those with younger workers, then we are also likely to be disappointed, as demographic projections indicate that the relative proportion of young people in the population will fall considerably over the next 20 years (10).

Figure 1 - Forecast Reduction in Average Annual Employment Growth (Percentage Points) due to

Population Ageing, by Occupation, 2004–05 to 2009–10 (Source of Figure 1 is Centre of Policy Studies Monash University model forcasts )

Further, on the demand side, the National Institute of Labour Studies from Flinders University, in its examination of the demand for labour in the Mining Industry predicts that “To achieve currently predicted increases in output, the resources sector will need to employ 70,000 more workers than it currently employs, by 2015”. (11) Further, it indicates that “The largest shortages are projected to be in the non-professional occupational classifications with the greatest absolute increases being in tradespersons (26,983 additional workers required) and semi-skilled workers (22,058 additional workers required)”. (12) It concludes that, between 2005 and 2015, the demand for tradespeople in the mining industry is projected to grow by 87.7%, while the supply of tradespeople is projected to grow by 28.7%. (13)

And the shortages are not just limited to blue collar workers. The National Institute of Labour Studies from Flinders University also predicts that, over the same period, the demand for professional staff in the mining industry is projected to grow by 79.0%, while the supply of professional staff is projected to grow by 22.0%. (14) Monash University and the Australian National University also noted, in February 2006, that “There is unlikely to be any immediate expansion in the ranks of new graduates from ... engineering and science fields, because the number of new undergraduate commencements, at least for Australian residents, has not increased over the past decade.” (15) Given that it takes a minimum of four years for engineering students to complete their undergraduate degrees, it appears that the shortage of professional engineering staff is likely to be with us for at least 5 years, and possibly as many as 20 years.

All the evidence indicates that this is not a short term problem. As a profession, we cannot ignore it, and expect that it will resolve itself.

1.4 What Maintenance skills are in short supply?

Two studies have researched the specific Maintenance skills that are in short supply. In the Engineering sector, the Australian Industry Group (16) indicates that the shortages are primarily in the areas of:

• Engineering Tradesperson – Mechanical • Fitter • Toolmaker• Machinist – 1st Class • Welder – 1st Class • Engineering Tradesperson – Fabrication • Boilermaker • Sheetmetal Worker – 1st Class • Electrician – Special Class

In the Mining sector, the National Centre for Vocational Education Research (17) found shortages in the following areas:

• Mechanical fitters (heavy diesel, mechanical technicians, shovel fitters, drill fitters and schedulers);• Electricians (particularly those with high voltage experience),• Automotive electricians (heavy vehicles); • Boilermakers;• Explosive operators; • Instrumentation technicians,• Supervisory personnel with relevant trade experience.

However, as indicated previously, the National Institute of Labour Studies from Flinders University indicated that shortages were also being experienced amongst professional staff, particularly those with technical and engineering qualifications. (18)

1� Battling The Skills Shortage

Vol 21 No 1

0.0 0.1 0.2 0.3 0.4 0.5 Percentage Points

0.13Managers and Administrators

Advanced Clerical/Service Workers

Associate Professionals

All occupations

Professionals

Labourers

Intermediate Production/Transport Workers

Intermediate Clerical/Sales/Service Workers

Elementary Clerical/Sales/Service Workers

Tradespersons

0.20

0.30

0.37

0.37

0.38

0.42

0.44

0.44

0.46

Battling The Skills Shortage 191.5 Is this a skills shortage, or is it a people shortage?

It is politically correct to refer to the current labour issues as a “skills” shortage, but are, in fact, the issues broader than just a shortage of available skills? Once again, the severity of the shortage of labour varies by State (indeed by region within State), and by Industry.

In Western Australia, where unemployment rates are the lowest in Australia, there has been anecdotal evidence not only of a shortage of skilled personnel, but a shortage of personnel in general. Restaurants are having difficulty recruiting waiting staff (19), the Western Australian Education Department has had to fly cleaners from Perth to Karratha to clean the local high school, due to a shortage of local cleaning staff (20), and fast food outlets in the Pilbara are having difficulties in finding suitable staff to manage their stores.

The National Industry Skills Report also noted that the labour shortage is not simply constrained to skilled staff. “There appear to be two factors at work: the availability of labour generally and changing skills requirements, that is, workers with the right kinds of skills.” (21)

Referring to the Mining Industry, the National Institute of Labour Studies, Flinders University noted “Given that the projected demand supply gaps are largest in occupational classifications with low skill levels, the labour shortage problem identified here in the resources sector is not one that training policy can necessarily address. It is more a matter of attracting people to the industry, in other words, what the sector is facing is a people shortage, not necessarily a skills shortage per se.” (22)

Clearly, if the issue is broader than being simply one relating to a shortage of skills, but instead relates to a more general shortage of labour, then addressing the skills shortage in Maintenance is going to be significantly harder.

2 STRATEGIES FOR ADDRESSING THE SKILLS SHORTAGE

There are several ways in which the Maintenance skills shortage can be addressed. However not all of these are likely to be equally effective. The following sections of this paper will consider some of these options.

2.1 Attracting younger people into a career in Maintenance

In recent times, Maintenance has not been an attractive career for younger people. The National Industry Skills Report states “Other factors which influence the availability of skilled labour include recruitment and retention of young people, particularly in industries and occupations with a poor image... and the difficulty of attracting workers to isolated places such as mines.” (23) The Australian Industry Group concurs that there are issues with attracting younger people into trades positions, in particular. “Employers are repeatedly advising that the quality of applicants for positions and apprenticeships is poor. The 1997 DEWRSB Survey of the Labour Market for Apprentices, found that although there

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is an adequate supply of suitable applicants for existing apprentice vacancies, employers reported that nearly seventy per cent of applicants were unsuitable, lending support to anecdotal comments about the “poor quality” of applicants.” (24)

According to the National Centre for Vocational Education Research (NCVER), between 1996 and 2002, the number of apprentices grew from 163,300 to 369,100. However, the number of apprentices in the “traditional” trades, such as plumbing, carpentry, hairdressing etc only grew from 101,300 to 115,400 during this period. (25) While the numbers of ‘traditional apprentices’ rose in some trades, such as construction, it fell in others, including mechanical and engineering trades. The Australian Industry group notes “There has been a downward trend experienced in TAFE enrolments for Engineering and Manufacturing programs over the past three to four years.” (26) Further, Australian National Training Authority statistics indicate that almost 50% of those commencing an apprenticeship do not complete it. (27)

Clearly a career in “traditional” trades, such as those are not particularly attractive to younger people today.

When we look specifically at Maintenance trades, the situation becomes even worse. As at June 2006, approximately 2.1% of apprentices were engaged in training packages in Asset Maintenance. This proportion has not changed significantly in recent years, but compares unfavourably with other apprenticeship training packages. 7.6% of apprentices are engaged in General Construction packages, 7.4% in Metal and Engineering, 9.6% in Retail and 3.2% in Hairdressing. (28) Currently, as a nation, we are training more hairdressers than Maintenance tradespeople.

We run the risk of a maintenance trades position becoming the “factory worker” job of the 1970’s and 80’s – a position that nobody aspires to, and which can only be filled by hiring lower-skilled migrants.

So why is it that a traditional trades career, and particularly one in Maintenance is no longer attractive to younger Australians? Insights may be gleaned by looking at the sociological and psychological studies that have been conducted into “Generation Y”. Generation Y is generally considered to consist of those people born between 1977 and 1994. In 2007, therefore, they are aged between 13 and 30. (29). What are some of the key characteristics of this group of people?

According to Bruce Tulgan and Carolyn A. Martin, Generation Yers’ career choices and behaviour are driven, first and foremost, by their quest for opportunities to play meaningful roles in meaningful work that helps others. (30) If we consider this within the context of Maintenance, to what extent do we give most of our tradespeople meaningful roles? Do our organisations consider the work of a tradesperson to be important to the business? Indeed, do our organisations consider the Maintenance function to be important to the business, and therefore provide some intrinsic satisfaction in the knowledge that what our maintenance people are doing is important, and is valued? And to what extent can our organisations be considered to be “helping others”. In the mining industry, in particular, the connection between performing maintenance work on a crushing plant, and the user of a finished metal product is tenuous, at best. If we add on to that the commonly held perception that mining is simply “raping the earth”, as expressed by Australian actress Toni Collette (31), then making working in maintenance in the mining industry appear attractive becomes even more difficult. Generation Yers are particularly altruistic – if the nature of the work does not create opportunities for them to feel that they are generating benefits for society at large, then at the very least, organisations that wish Generation Yers to work for them must demonstrate that they are actively supporting social and environmental programs, and encourage Generation Yers to become involved in these also. Whether it be working to address poverty or health problems amongst the underprivileged, or actively working to improve the environment – organisations that are encouraging progress in these areas will appeal more to Generation Yers than those that are not.

Tulgan and Martin also suggest that Generation Yers are the most education-minded in history. For them, the expectation of life-long education is a fact of life. In the US, and I suspect also in Australia, 90% of high school seniors expect to attend university. 70% of them expect to work in professional jobs. 70% of teens believe university is necessary to meet their career goals, and 40% of university students expect to get their master’s degrees. How does this fit with our current expectations of tradespeople?

Generation Yers want to work with a highly motivated team of committed people. In this regard, I believe that maintenance has much to offer. Frequently maintenance staff - particularly in remote areas, when conditions are difficult, and the going tough – are among the most dedicated people you will ever meet.

Tulgan and Martin also state that Generation Yers’ facility with technology has empowered them in ways older cohorts can only imagine. They have never experienced life without computers or mobile phones. They use the internet to access information and master increasingly complex systems so much faster than their elders. And they expect that these technologies will be available to them in their work roles also. Try telling an engineering student who is doing his practical experience on a remote minesite that his mobile phone will not work while he is on site, and then watch the reaction. To Generation Y, mobile phones and the internet are a vital and essential tool in their social and collaborative network. Workplaces simply must make these technologies available to all staff if they wish to attract and retain Generation Y.

Generation Y are also keen to ensure adequate balance between their work and personal lives. They work to live, not live to work. It is essential that they be given the opportunity to take time off, when desired, to pursue their personal goals.

Finally, Tulgan and Martin conclude that Generation Yers have lofty financial and personal goals and fully expect to meet them. They expect to be working at senior levels in organisations in a very short space of time. They expect to be earning high salaries. But they are also prepared to accept pay for performance. Such is their confidence that they believe that it is only through performance-based incentive schemes that their true worth will be recognised.

20 Battling The Skills Shortage

Vol 21 No 1


So clearly, as organisations, and as individuals, we need to work hard to make a tradesman’s role valued, and provide these people with meaningful work. We need to train them, and continue to train them throughout their career. We need to create the reality that a trades role is only a stepping stone to a professional career. We need to give Generation Yers – tradespeople and engineers alike – the opportunity to use their brains at work to solve problems, to extend their knowledge and skills, and create challenges that they can rise to.

2.2 Providing more pathway options to achieve trade skill outcome other than the four year apprenticeship

In general, the flexibilities enabled by the introduction of Training Packages and the National Training Framework are not being taken up in large measure. State Government legislation and traditional delivery patterns have resulted in a longer lived adherence to the traditional four year indenture approach than anticipated. This restricts the appeal of trades pathways to high performers. There are also some rigidities in current workplace relations arrangements underpinning traditional apprenticeships. These factors can reduce the attractiveness of apprenticeships to employers and young people, as the length of apprenticeships does not easily sit with short-term contracts, and, according to the Australian Industry Group, a four-year indenture is not attractive to young persons. (32)

Nevertheless in Western Australia the Metals Industry Working Group (a committee of the Skills Formation Task Force) has completed consultations with industry stakeholders to alter the expected durations of contracts from 4 years to 3.5 years for engineering trades (including fabrication, mechanical, aircraft maintenance technician), and ship-wrighting and boatbuilding trades. Within these arrangements there will continue to be scope for applying competency-based approaches to completing contracts earlier than the expected durations. (33)

2.3 Other initiatives

The Australian Industry Group has proposed several other initiatives to address the skills shortage (34). These include:

• Closer, and more proactive, relationships between employers and TAFE’s and other Registered Training Organisations

• A marketing campaign to improve industry image

• Re-balancing in society the concept of trades as a worthwhile career

• Becoming more attractive to other possible labour resource pools such as women and indigenous peoples

While these are worthy initiatives, much of this appears to be window-dressing. A marketing campaign to improve industry image, in particular, I suspect, is destined to failure. Unless the reality of working in a trade, and particularly in maintenance, matches the publicity, then any success is likely to be shortlived. We would be better served by addressing the fundamental underlying issues, as discussed in the previous sections, rather than simply embarking on an advertising campaign.

3 ATTRACTING AND RETAINING STAFF DURING A TIME OF SCARCITY

Organisations have adopted several paths in their attempts to recruit and retain scarce skilled staff. This section of the paper will consider three key areas:

• Attracting skilled staff – training versus recruitment

• Retaining staff through financial rewards and compensation

• Non-financial benefits, and their impact on staff retention

3.1 Attracting skilled staff

The Australian Industry Group has surveyed organisations in the Engineering industry, in order to determine what approaches these organisations have taken to address the current skills shortage, and the relative success of these initiatives (35). Their findings are summarised in Table I below.

Technique Success

Employ a trainee leading to apprenticeship 92%

Train an Apprentice 86%

Employ an apprentice through group training company 85%

Directly recruit a tradesperson by word of mouth 74%

Informal training of existing employees 65%

Directly recruit a tradesperson by sponsorship of skilled migration 62%

Employ a qualified tradesperson through labour hire company 62%

Directly recruit a tradesperson by advertisement 58%

Adult Apprentices 57%

Directly recruit a tradesperson through recruitment agency 48%

Table I – Relative success of different methods of resolving skills shortages

Vol 20 No 2

The interesting thing to note about the findings of this survey is that organisations tend to report that training their own personnel, either directly as an apprentice, initially as a trainee, or through a group training company tend to be more successful than recruitment of already skilled personnel from outside their organisation.

3.2Retainingstaffthroughfinancialrewardsandcompensation

Comparatively speaking, Maintenance personnel are generally well paid, in comparison with National Averages – particularly those working in high demand industries, in remote areas, such as the Mining industry. It is a fundamental law of economics that as demand for labour increases, and/or the supply of available labour decreases, salaries will increase, and we have seen substantial increases in wage rates in industries and skills areas that are currently in short supply.

However, it will take some time for these pay rises to flow through to an increase in the supply of skilled labour – while the financial benefits are attractive to those without the skills, or working outside the industries currently experiencing skills shortages, those without the skills or experience necessary will take some time to be trained, and gain adequate experience to relieve the current skills shortage. It may take as much as five years or more before we see the flow-on effect of an increasing supply of skilled and experienced labour.

In the meantime, continually increasing salaries represents a risk for those organisations and industries that engage in “merrygo-round” pay rises. Eventually, wage rates could become sufficiently high to mean that some, more marginal operations may not be profitable. While it is clear that paying competitive wages and salaries is necessary, in order to attract and retain staff, paying above the going rate is not likely to be a successful strategy in the long term.

3.3Non-financialbenefits,andtheirimpactonstaffretention

By far the more effective manner of attracting and retaining staff is through the provision of additional non-financial benefits. In the mining industry, in particular, the standards have been raised in such areas as the quality of onsite camp accommodation. At one minesite that I visited recently, some contractors who were engaged to work on a three-day shutdown at a remote site refused the work offered, as the site accommodation did not include ensuite toilet facilities. Another major gold mine has experienced difficulty in attracting professional staff for the same reasons.

It is now quite common for workplaces to contain recreational facilities – showers and changerooms for those wishing to exercise during the day are almost mandatory, and many workplaces have “chill-out” rooms. Recruitment company Talent2 has surveyed 1731 Australian respondents and found that 25% say the stresses of work life are such that they would like a plug-and-play room at work in order to “escape”. A further 25% would like a meditation office to bring peace back into their life. John Banks from Talent2 suggests installing a video-game console with 40% of Gen Y employees agreeing that this is a great suggestion. (36).

The existence of a supportive work environment, and the ability for personnel to adequately balance work with their chosen lifestyle through flexible working arrangements, as discussed earlier in this paper, are also important factors to consider if employers are to attract and retain skilled staff.

4 REDUCING THE NEED FOR SKILLED STAFF

Of course, in a time of shortage, we should not only consider what we may require to do to attract skilled staff, but also consider what we may be able to do to reduce the need for these scarce, skilled resources.

4.1 Job Design and the Art of McMaintenance

One area that may be worth exploring is the whole area of job design, and how tasks may be assigned to individuals in such a way that scarce skilled resources are given the maximum opportunity to use their skills.

It is worth considering, in our maintenance organisations today, what proportion of a tradesperson’s time is actually spent performing tasks that require a tradesperson’s skill. What proportion of their time is spent performing clerical work? What proportion of their time is spent performing routine visual inspections (such as inspecting V-belts, looking for leaks etc.) that may be able to be performed by a lesser skilled person? What proportion of their time is spent performing routine, minor repairs that could relatively easily be taught to trades assistants or plant operators (such as repacking pumps, replacing Vbelts)?

It could be argued that, in many organisations, we grossly underutilise the skills and abilities of our tradespeople. We occupy them, in many cases, by asking them to perform routine, mundane, repeatable work that plant operators or other semi-skilled people, with the appropriate training, could perform. Compare this with the situation that exists at McDonald’s restaurants, for example. How many chefs do McDonald’s employ? Not many. Their restaurants produce consistent quality (depending on your views not necessarily good, but certainly consistent) for the most part, using high school and university students to produce it. How do they achieve this? By focusing on three areas:

• Defining, and implementing simplified, and standardised, business processes,

• Designing and using task-specific tools and jigs which can be used easily by lesser-skilled personnel, and

• Ensuring that all personnel are trained using task-specific training, rather than training in more general skills

Why can’t we employ this type of thinking in Maintenance?


Vol 21 No 1


Can we break down more complex repairs into smaller tasks, some of which are performed by skilled tradespeople, and the others done by semi-skilled personnel who have been trained specifically in those activities? Can we design some repair tasks so that they use customised tools, jigs and dies which make it easier for a semi-skilled person to perform? Is the return of the trades assistant imminent – albeit with an enhanced role? Further, how much routine maintenance, including PM inspections are, in fact, a complete waste of a tradesperson’s time? How many of these inspection activities could be performed by a person of lesser skills – an operator or a trades assistant. In our experience, in applying PM Optimisation and Reliability Centred Maintenance, we frequently find huge opportunities to rationalise PM programs, and allow trades people to concentrate on performing trades work. Figure 2 illustrates the outcomes from a study performed at an Aluminium smelter.

This illustrates that, in fact, almost half of the routine maintenance program could be safely deleted altogether, and a further 9% of tasks could be performed by operators, rather than tradespeople. Clearly, in this time of scarce skilled resources, we can ill afford to have our tradespeople performing tasks that add no value to our organizations.

4.2 Equipment Reliability, and its impact on the need for skills

Another key area in which the demand for skilled resources can be reduced is by focusing on improving equipment reliability. If we assume that a typical ratio of Maintenance work orders consists of 80% of work orders being Planned and Scheduled, 15% being Unplanned, and a further 5% are Breakdown work orders, and then apply a commonly used rule of thumb which suggests that Unplanned work requires three times more labour than Planned and Scheduled work, and that Breakdown work requires nine times more labour than Planned and Scheduled work, this results in an approximate distribution of labour hours as being:

• 47% Planned and Scheduled • 26% Unplanned • 26% Breakdown

In comparison with a situation where 100% of maintenance work is Planned and Scheduled, the net requirement for maintenance labour is 70% higher. In addition, the skills required for managing breakdowns and other unplanned maintenance work include:

• Diagnostic skills • Higher level technical skills • Higher level problem-solving skills

• Higher level organisational skills • Higher level communication skills

Clearly, there are huge benefits, in terms of our requirements for maintenance labour, if we can move closer to 100% of maintenance work being Planned and Scheduled. This can only be achieved if we focus our attention on identifying, and eliminating, the causes of Unplanned and Breakdown maintenance work. So what contributes to unplanned and

breakdown maintenance? Some of the contributing causes could include:

• Inappropriate equipment design/specification • Inadequate equipment installation/commissioning

• Inappropriate equipment operation • Inadequate or inappropriate spare parts • “Maintenance error”

Many of these factors fall outside the control of the maintenance function, so if we are to significantly improve equipment reliability we must...

• Quantify the losses due to equipment failure

• Embark on an organisation-wide reliability improvement program that embraces Engineering, Production and Supply as well as Maintenance

• Apply the Pareto principle, and focus on equipment failures that have the greatest business impact

• Identify, and address, the root causes of those major losses

This is easily said, but more difficult to do. This area of opportunity is clearly outside the scope of this paper to discuss in more detail.

4.3 Equipment Design and Design for Maintainability

One other area in which we can work to reduce the requirement for skilled labour is by designing our equipment in such a way as to reduce the amount of skill, and time, required to perform common maintenance activities. An opportunity exists, at this time of operational expansion, to encourage our equipment designers to consider design for maintainability as a core responsibility. I suspect we are missing this opportunity, at present, in our rush to get equipment installed and running, at any cost.

Ideally, equipment designers must:

• Reduce the level of skills required to perform most routine maintenance tasks, and

• Reduce the time required to perform most maintenance activities

There are a number of techniques that they can use to do this. These include such things as:

• Quick-release latches • Enabling modular change-outs, rather than in situ repairs • Etc.

5 CONCLUSIONS

In conclusion, the key points that I hope you take away from this paper are:

• The skills shortage in maintenance is likely to be with us for some considerable period of time – possibly as long as the next 10 years

• As a career option, Maintenance, and particularly a trades-based career in Maintenance simply does not appeal to the younger generation

• As a profession, we need to very quickly address this issue, if we are to avoid deterioration of our infrastructure, and a long term detrimental effect on the performance of our National economy

• As individuals, we need to take the opportunity to promote the rewards and satisfaction that we achieve from working in Maintenance to the younger generation – whether it be through school career nights or other channels

• As employers and managers, we need to ensure that we provide opportunities for growth for our maintenance employees, that we truly value their contribution to our organisations, and provide recognition for the contributions that they make

• As employing organisations, we need to ensure that we get the work-life balance correct, and provide the nonfinancial benefits that our younger Maintenance personnel are demanding

• As a profession, we need to be working with governments, employers and training agencies in order to ensure that the current skills shortage is being addressed with the urgency which is required.


Vol 21 No 1

Figure 2 – Outcome of a PM Optimisation Review at an Aluminium Smelter


6 REFERENCES

1. ABS 5206.0 – “Australian National Accounts: National Income, Expenditure and Product”, Dec 2006 2. ABS 6202.0 – “Labour Force, Australia”, Mar 2007

3. ABS 5206.0 – “Australian National Accounts: National Income, Expenditure and Product”, Dec 2006 4. Australian Government, Department of Education, Science and Training, “National

Skills Industry Report”, May 2006, p.7 5. Australian Government, Department of Employment and Workplace Relations, “Workforce Tomorrow – Adapting to a more diverse labour market”,

2005, p.4 6. Australian Government, Department of Employment and Workplace Relations, “Workforce Tomorrow – Adapting to a more diverse labour market”, 2005, p.12

7. Australian Industry Group, “Skills Shortages in Engineering”, 2005, p.13 8. Australian Government, Department of Employment and Workplace Relations, “Workforce Tomorrow –

Adapting to a more diverse labour market”, 2005, p.22 9. Australian Government, Department of Employment and Workplace Relations, “Workforce Tomorrow – Adapting to a more diverse

labour market”, 2005, p.3 10. National Centre for Vocational Education Research, “Evidence of Skill Shortages in the Mechanical Engineering and Fabrication Trades”, February 2000

11. National Institute of Labour Studies , “The Labour Force Outlook in the Minerals Resources Sector: 2005 to 2015”, May 2006, p.4




15. Centre for Population and Urban Research, Monash University & Demography and Sociology Program, The Australian National University, “Brain Drain, Brain Gain: Accessing the

Required Skills”, February 2006, p.19 16. Australian Industry Group, “Skills Shortages in Engineering”, 2005, pp.15-17 17. National Centre for Vocational Education Research,

“Evidence of Skill Shortages in the Mechanical Engineering and Fabrication Trades”, February 2000, p.8 18. National Institute of Labour Studies , “The Labour Force Outlook in the Minerals

Resources Sector: 2005 to 2015”, May 2006, p.40 19. For example, see http://www.thewest.com.au/default.aspx?MenuID=41&ContentID=18455

20. See http://abc.net.au/news/items/200610/1762946.htm?northwestwa 21. Australian Government, Department of Education, Science and Training, “National Skills Industry Report”,

May 2006, p.6 22. National Institute of Labour Studies , “The Labour Force Outlook in the Minerals Resources Sector: 2005 to 2015”, May 2006, pp.4-5 23. Australian Government,

Department of Education, Science and Training, “National Skills Industry Report”, May 2006, p.7 24. Australian Industry Group, “Skills Shortages in Engineering”, 2005, p.23

25. National Centre for Vocational Education Research, “Australian vocational education and training statistics: Trends in ‘traditional apprenticeships’”, 2004, p.6

26. Australian Industry Group, “Skills Shortages in Engineering”, 2005, p.24 27. National Centre for Vocational Education Research, “Australian vocational education and training statistics:

Apprentices and trainees – June Quarter 2006”, p.2 28. National Centre for Vocational Education Research, “Australian vocational education and training statistics: Apprentices and

trainees – June Quarter 2006”, p.12 29. See “Characteristics of Generation Y or GenY”, http://answers.google.com/answers/threadview?id=707769

30. Bruce Tulgan & Carolyn A. Martin, Ph.D., “Managing Generation Y: Global Citizens Born in the Late Seventies and Early Eighties”, RainmakerThinking, Inc., 2001

31. http://www.tonicollette.org/press/pr2003westaustralian.htm 32. Australian Industry Group, “Skills Shortages in Engineering”, 2005

33. National Centre for Vocational Education Research, “Addressing barriers to employment & training of traditional trade apprentices in the Aust. mining industry”, 2005, p.9

34. Australian Industry Group, “Skills Shortages in Engineering”, 2005 35. Australian Industry Group, “Skills Shortages in Engineering”, 2005

36. As quoted at http://www.smartcompany.com.au/Free-Articles/Trends/Avoiding-gaffes-in-online-news-Catering-to-Gen-Y-Bigger-than-Second-Life.html

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Asset Management appears to be growing in all directions. A few years ago it was the label placed on managing money; now that the term has found acceptance for managing physical assets the label is being stuck onto just about every aspect, from conceptual design to maintenance to whole cities, including some obscure practices such as using neural networks for asset failure analyses.

To me, attaching the badge “Asset Management” to almost all matters relating to assets is valid in the broad context but also trendy and confusing – as if some are using the term to merely get a ride on some bandwagon.

Part of the widespread labelling of Asset Management is that it is trendy and this attracts those who want to show-off about being up with latest technology and management practices.

Back to Basics

For years Engineers held sway on physical assets. Engineers built them and maintained them and kept the wheels of industry turning. Then the Economists and Accountants entered the scene and gradually took control of the finances and relegated the Engineers to the filing cabinet lower drawer. Engineering Managers became subservient to Finance Managers. The Australian Public Service is a classic example where Engineering was out-sourced from the 80’s and technical matters were controlled by bureaucrats and Finance Managers. In broad terms there were constant cuts to maintenance budgets because they were easy targets. Finance Managers could cut maintenance budgets almost yearly or quarterly despite feeble protestations from the Engineers. What happened? Assets kept performing or sudden failures were excused as just a bit of bad luck.

Modern management practices gradually drifted towards quarterly-adjusted business performance measures, with little room for long-term outlooks. Finance Managers trimmed the soft edges to stay within the margins.

In many ways it was like postponing the routine servicing of a motor vehicle. The manufacturer provides generic service intervals, which if pushed out a few months or kilometres actually save the owner some money – sometimes real and sometimes imagined. Business and Government followed the same deferral principles. In many cases it works fine but as anyone in the maintenance business will attest, sooner or later the asset performance will deteriorate. Maintenance does not operate on quarterly reporting – in general the consequences of deferred maintenance can take 7 years to manifest.

In present day business and in Government reality checks have surfaced. The best example is the US$1.5b required to refurbish the famous Smithsonian Museums in the USA. Maintenance and repairs were deferred until the buildings became unsafe. No doubt many new exhibits were bought with the “savings” and the Finance Managers were admired for their acumen. However, the US Congress approved the R&M funding but not before admonishing the Management and ordering an increase in the annual maintenance funding to properly care for the assets. In Australia, the generally deteriorating state of the major infrastructure also reflects brilliant fiscal management – the Engineers, who were hiding in the filing drawer have finally found voice and the Dollar Masters need to listen.

So the “advent” of Asset Management. In reality it was a much needed management science – bringing the bureaucrats and technocrats back to the table.

John [email protected]

26

Vol 21 No 1

Asset Management 101 27

The “new” philosophy melded the finance and Engineering disciplines as well as brought in the other stakeholders, as they should function – based on sound decision-making principles and methodologies.

Assets do not exist or should not be created without a purpose. The asset is the result of having a need to provide a service. Once the vision and need are determined so the asset can be created to suit. As long as the need exists so the asset must perform its function. In order to perform its function it requires maintenance and other “ownership” management.

One of the fundamentals of Asset Management is understanding and defining the Level of Service in terms of functionality and appearance. Asset Management cannot function without a clear definition of the Level of Service. For example a large rolling mill needs to roll a certain thickness of material to certain tolerances – that’s its Level of Service. If the mill is not maintained the Level of Service will deteriorate and this may be acceptable to the owner. In such a case the Level of Service should be redefined so that all stakeholders are aware. What is the primary Level of Service of a bridge? To provide a crossing of a gap. If a bridge rated at 20 tonne is not maintained it will deteriorate. The choices are relatively simple – either change its Level of Service (to say 6 tonne) or spend money to restore it to its 20 tonne Level of Service.

Understanding, defining and redefining the Level of Service predicates all subsequent Asset Management functions such as planning, acquisition, maintenance, operations and budgeting. It also drives the downstream activities such as maintenance philosophy (RCM or run-to-failure, etc). When we all understand the core of Asset Management as the Level of Service then asset owners, Engineers and Finance Managers can sit together and move forward by firstly debating the Level of Service then addressing the associated financial and technical issues.

Of course, thinking about Level of Service helps order and make sense of the financial and technological issues surrounding Asset Management. For example it helps comprehend vibration monitoring, computerised maintenance managements systems, Reliability, Risk Management, skills training; all are related to knowing the asset better and deciding on the most cost-effective means of meeting and sustaining its Level of Service.

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Downtime in a paper mill or any 24/7 facility is very expensive in maintenance costs, but even more so in the impact to profit because of production loss. In this article we will explain the Shock Pulse Method, why it’s a good choice for frontline vibration measurement and show the resulting savings that the Hallsta Mill in Sweden realized from utilizing it as the primary component of its Condition Based Maintenance Program. Hallsta personnel determined these calculations when they looked at the number of incidents in which they were able to perform maintenance in a planned shutdown, instead of taking the equipment (and production line) down.

Condition monitoring should always start with a list of machine faults, specific for each machine. Only if you know exactly what you expect from the monitoring method, can you apply it efficiently and correctly. Otherwise, there is a danger that you will simply be collecting data. And data is of no use unless it is converted to useful inforrmation that you can act upon to reaalize your true goal of maintaining plant equipment in good working order.

When we look at the rotating component that gives us the most concern, it usually comes down to the bearing. I think it’s fair to say that 70-80% of rotational problems are bearing related. Whether the causes are due to under or over lubrication, contamination, installation faults, secondary forces or just plain fatigue, we need to know the operating condition of bearings most frequently. So it’s very important to determine the best technique for identifying your particular bearing problems. The other rotational problems certainly need to be identified as well, so again, choose the most cost effective, efficient technique to accomplish that.

How do you run a cost efficient, effective Condition Based Monitoring program? Start by selecting the appropriate technique for the application and for the type of answers needed. As a general rule, you can apply the 80/20 rule in many facilities. That is, around 80% of equipment needs to be monitored without the need of spectral data and large amounts of data collection. You could then utilize spectrum anaalyzing only on the equipment that needs it. For those pieces of equipment that are so critical that periodic monitoring is not enough, then continuous monitoring needs to be considered.

The Shock Pulse Method (SPM) is the front line technique the Hallsta paper mill chose to quickly manage input from its 800 rolls, with 4000 machines and 1 6,000 measurement points. With 8 inspectors, they need a quick method to know whether bearings need to be greased or not, or that damage is present and needs to be monitored more frequently.

What is Shock Pulse?What we loosely call ‘machine vibration’ is a very complex form of movement that has many different causes and that can be described and measured in many different ways. Vibration exists in all machines with moving parts, because some of the force, which makes the machine work, is directed against the machine structure and tries to shift it from its position. Thus, vibration is normal up to a degree, and all machines are constructed to withstand a certain amount of vibration without malfunctions. In order to use vibration monitoring to diagnose machine condition, we have to:

* Find a suitable way of measuring vibration, and

* Decide what normal vibration is and what excessive vibration is for any particular machine.

All vibration measurement starts with a time record, a registration of vibration over a length of time. A transducer converts the movement into an electric signal, which an instrument quantifies, displays and stores. The signal can then be evaluated in terms of ‘good’ or ‘bad’.

One way of looking at vibrations is to define the type of force, which causes it. Most industrial machines are rotating, so the main force is rotational, operating on masses which are imperfectly balanced. This accounts for approximately 99% of the total vibration energy. Rotational forces are continuous and cyclic – the force does not stop while the machine is running under power) and the movement is repeated once per revolution of a part. About 1 % of machine vibration is due to shock. Shock forces are not continuous but can be repeated, either at regular or irregular intervals. The remaining small amount of vibration, about 0.1 %, is attributed to frictional forces.

2�

Vol 21 No 1

Louis MorandoSPM Instrument Inc

Measuring Shock Pulse 29

Even bearing damage can be detected through vibration analysis. A bearing produces a group of peaks in the vibration spectrum, caused by the rolling elements passing, at different speeds, over the inner race and the outer race, and by spinning around their axis. A further peak is caused by cage rotation. Given the small mass of the bearing in relation to the large mass of the machine, these peaks normally have very low amplitudes and many times are difficult to pick up with a spectrum before there is severe damage.

A shock pulse transducer contains a reference mass (m) and responds with a dampened oscillation when hit by a shock wave. Attached to the reference mass is a piezoelectric crystal which produces a voltage when compressed by the movement of the reference mass. This voltage is proportional to the amplitude of the oscillation and thus to the energy of the shock wave. The principle is the same as used in accelerometers for vibration measurement. There is, however, an important difference.

When a mass is excited at its resonance frequency, it will oscillate with much greater amplitude than at any other frequency. For vibration measurement, one normally stops measuring far below the resonance frequency of the transducer. On the other hand, shock pulse meters are mechanically and electrically tuned to operate exclusively at their resonance frequency of 32 kHz (fm), where the resulting signal is strongest. This gives us a very sensitive transducer for shocks only, but which will not react to ”normal” machine vibration frequencies.

When a ball hits a damaged area in the raceway, it produces a shock wave. Shock waves are ”transients” or short-lived waves starting with relatively high amplitude that quickly dampen out. In a time record displayed by an oscilloscope, these transients are often clearly seen, superimposed on the continuous wave produced by shaft rotation (see Figure ). When the distance between transients is constant and corresponds to the ball pass frequency, this is clear evidence of bearing damage.

In the spectrum, however, peak amplitude is determined by the energy contents of the vibration at any given frequency. In relation to the energy at the shaft frequency, the energy of the shocks produced by the damaged bearing can be negligible. Thus, the ball pass frequency line has low amplitude and is easily lost among the ”noise”, as shown in Figure 2. In the area around the resonance frequency, we can record a time signal, which clearly shows the transients produced by the damaged bearing. Each shock is a single event, but is also repeated at a regular rate, the interval being the time between one ball passing the damage and the next. The signal is treated by rectifying (which cuts off the negative amplitudes) and by enveloping (which produces well-defined peaks). Figure 3 illustrates this process.

The enveloping technique used by vibration analysis attempts, by manipulating the signal, to make shocks visible and measurable in the frequency domain, simply because frequency analysis is the general technique used to detect machine faults. The main strength of the Shock Pulse Method is its specialization on shock detection. The transducer and measuring instrument are designed to measure the magnitude of shocks directly in the time domain. All generations of shock pulse meters give readouts of both the magnitude of the peaks (maximum value dBm) and of the signal level between peaks (carpet value dBc). Together, these two values can be directly translated into bearing condition information by utilizing the bearing bore diameter and rpm.

Fig 1 Transients superimposed on wave from shaft rotation. What is the Shock Pulse Method?

Many years ago SPM took the Shock Pulse technology and developed it into the Shock Pulse Method. Through actual testing in bearing test labs, empirical data was developed by using the bore diameter and rpm. With this info a dBi value is determined, which positions the normalized condition color alarm scale onto the dynamic range of the shock pulse transducer. This enables users to utilize a standardized alarm scale, regardless of the rpm or bearing bore diameter (see Figure 4). The dBm is the maximum value, the measured value of the strongest pulses detected during the measuring interval. While the bearing surfaces are undamaged, the difference between dBm and dBc (decibel level Carpet) is small. A high dBm and a large difference between dBm and dBc are caused by surface damage or foreign particles between rolling element and raceway.

Figure 2 – Ball Pass Frequency lost in spectrum noise.

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Figure 3 – Illustration of effects on signal Hallsta Paper Mill after band pass, rectifying and enveloping.

Due to the sensitivity of the Shock Pulse Method, bearing lubrication condition is measurable through the signal monitored as dBc. The dBc is measured in the time wave signal of the shock pulse transducer. The filtered transducer signal reflects the pressure variation in the rolling interface of the bearing. When the oil film in the bearing is thick, the shock pulse level is low, without distinctive peaks (green area, Fig 5). The level increases when the oil film is reduced, but there are still no distinctive peaks (yellow area, Fig 5). Damage causes strong pulses at irregular intervals (red area, Fig 5).

In 2002, SPM expanded the SPM Method by performing an FFT on the same 32 kHz signal utilized, which resulted in a more in-depth analysis capability. By identifying the different bearing frequencies (symptoms) we can now see the matches of those frequencies within the SPM Spectrum. Likewise typical symptoms such as imbalance or looseness can also be introduced for more accurate pattern recognition. The x-axis of the SPM Spectrum is scaled in Hz. The y-axis is in SD (Shock Distribution unit). The amplitude in the SPM spectrum should be used in conjunction with the SPM values. A new damage can cause high SD readings and an older more severe damage can have lower SD values. Primarily the SPM Spectrum is used for pattern recognition. It is known, but not quantified, that the delta (difference between high peaks and average level) in a spectrum is related to the bearing status.

Figure 6 shows a typical Shock Pulse Bearing Condition chart. The x-axis represents the time frame. The Y-axis is signal strength intensity divided up as a Green-Yellow-Red condition code. As explained earlier the Alarm level is determined by the shaft diameter and RPM that is programmed into the instrument and/or the PC software. That defines the baseline and from there the Green/Yellow/Red divisions are further defined. On the chart we see the readings in the Green zone until about March 2002. Then they take off into the Yellow then the Red zones. Plus we see the development of a large delta (dBm-dBc), which also indicates bearing damage in progress.

Figure 4 – SPM Evaluation; Range/Scale Figure 5 – SPM Readings and what they mean.

30 Measuring Shock Pulse

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Measuring Shock Pulse 31

Figure 6 - Typical SPM Chart showing the dBm and dBc of a Felt Roller at a Paper Mill.

Refiners are critical pieces of equipment in the paper making process. They are the part of the process that breaks down the cellulose fibers, helping them stick to one another in the paper web. With a series of rotating serrated metal disks, refiners “beat” the pulp for various lengths of time depending on its origin and the type of paper product that will be made from it.

Fig 7a – Refiners in a Paper Mill Fig 7b – SPM on-line history charting bearing condition.

Fig 7c – SPM Spectrum on Refiner Motor Fig 7d – Damage in Inner Raceway confirmed

Vol 21 No 1

Figure 7b is an on-line history identifying a bearing in the RED zone. It identifies damage in progression, bearing replacement and then new lower readings as a result of a new bearing. This was accomplished using only the shaft diameter and rpm. A subsequent SPM Spectrum (Figure 7c) on the same location identifies the problem area as the inner raceway. The pattern displays as an inner race defect with sidebands. If the philosophy of front line Condition Monitoring is utilized, shock pulse measurements would be utilized as the first stage of identifying anomalies. Because the shock pulse transducer is “seeing” only the bearing signal, it makes the analysis of bearing condition easier to see, and provides an earlier call. With this technology, when the shock values rise and the delta (difference between dBm/dBc) increases over time, that is a prime indicator that bearing damage is in progress. And by using the SPM Spectrum, you can clearly identify bearing problems from secondary signal sources. The matching of symptoms (bearing components) makes the decision making process smoother.

In the SPM Spectrum (Fig 7c) we do an FFT on the unique Shock Pulse signal that is developed only from the compression waves being generated by the operating bearing. The individual frequencies, or symptoms, are predefined, and we simply match the symptoms with the signal patterns of the components that caused the Shock Pulse Method to go into the red. The software identifies the matches and the Y axis (shock distribution scale) identifies which symptom is generating the most shocks. Between the SPM Method identifying the bearing and the SPM Spectrum identifying the bearing component with the greatest shock saturation, the bearing call can be made more easily.

Remember the mill in Hallsta, Sweden that utilizes the SPM Method and the SPM Spectrum. They produce over 785,000 tons of magazine, book, office and newsprint paper per year. Hallsta personnel compiled data from 1993-99 on over 2326 pieces of machinery in their facility, and their average warning time is shown in Figure 8.

Because of the extended warning before failure, 00% of replacements were able to be completed during a scheduled shutdown. They calculated that this worked out to be an $800,000 contribution to profit per inspector, or $6,400,000 in total. They have a 95% confidence level for the average prewarning times. When the bearing condition first goes from green to yellow and lubrication correction does not reverse the trend, these values represent the average warning time for bearing replacement. With this knowledge, they now use these average values to determine the corrective action and the time to replace.

The main arguments for Condition Based Monioring are the considerable cost reductions achieved by reducing the time it takes to make a necessary repair. A planned replacement means less waiting time and less repair time. When you also add the cost for secondary damage and lost production resulting from a breakdown, it is easy to understand why an effective CBM program costs far less than a run to failure philosophy.

Figure 8 Average Warning Time

32 Measuring Shock Pulse

Vol 21 No 1

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A journey of a thousand miles begins with a single step.

Lao-tzu (604 BC - 531 BC)

MaintJournal9_07 copy.indd 1 9/4/07 12:03:13 PM

Abstract:

A case study is presented of the implementation of TPM activities at an iron foundry. Five interdependent critical success factors for sustaining operational and maintenance improvement are identified and discussed, viz. preventive maintenance, predictive maintenance, problem solving, plant design and people.

INTRODUCTION

William Lee Ltd, near Sheffield, produces castings for various industries, and more notably for the automotive and railway sectors. The company supplies world-wide, either directly or indirectly and is accredited to the TS16949, QS9000, ISO9001 and ISO14001 standards.Eleven years ago the writer produced a TPM implementation model that he created after researching both UK and Japanese foundries. In 1995 he implemented, at William Lee, the various elements of the model shown in Figure 1.

The more critical phases [Phase 1] of the implementation model were carried out first, and by 1998 the following improvements had been achieved –

1. Average efficiency up form 98% to 99%.

2. Average Mean Time Between Failures [MTBF] up from 20 hours to 35 hours.

3. Labour strength relative to the total workforce down from 8.5% to 6.8%.

4. Repair and renewal expenditure down from £46.00 per tonne of castings produced to £30.00.

5. Total works engineering expenditure relative to sales down from 8.4% to 5.6%.

The thinking underlying the ‘Rutland’ model – so called after the public house in Sheffield where the author and his colleague, D S Morris, first realised it – which depicts the different TPM highs and lows

36

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Toni CarannanteGroup Engineering Director, Castings PLC, William Lee Ltd, (UK)

Systems ContinuousPreventive Maintenance (PM) Kaizen approach to PMCondition Monitoring (CM) Quality MaintenanceEquipment Failure Analysis (EFA) Audits

Measurements CulturePlan Up Time Dedicated Maintenance TeamsMean Time Between Failures (MTBF) Maintenance Team Leader (MTL)Mean Time To Repair (MTTR) Hybrid Production Supervisor (HPS)Overall Equipment Effectiveness (OEE)

Autonomous Maintenance TrainingPreventing Deterioration Skill EnhancementMeasuring Deterioration Basic Training of OperativesPredicting Deterioration Recognising Competance’s

House Keeping Plant design5 S Principles Built in ReliabilitySafety and Environmental Easy Maintenance Access Stanardisation of Parts

TOTAL

PRODUCTIVE

MAINTENANCE

DEFINED OBJECTIVES

1

2

3

4

5

6

7

8

Figure 1 Eight Strategic Steps Towards TPM

TPM Implementation 37

following single or two-phase implementation [see Figure 2] led to the implementation of Phase 2, aimed at maintaining improvement prior to an anticipated natural levelling out or lapse in focus.

Figure 2 Rutland Model of TPM highs and lows

The key elements of Phase 2 were: Predictive Maintenance, Problem Solving and Plant project design and planning. The net effect up to March 2006 was as follows:

1. Average efficiency was up from 98% in 1995 to 99.2%.

2. Average MTBF up from 20 hours to 42 hours.

3. Labour strength relative to the total workforce down from 8.5% to 6.8% for Phase 1 and then back up to 7.8%, automation being the reason for this ie smaller total workforce, but more plant to maintain, so the same numbers employed in maintenance.

4. Repair and renewal expenditure down from £46.00 per tonne of castings produced in 1995 to £30.00 at the end of Phase 1, and then to £21.54.

5. Total works engineering expenditure relative to sales down form 8.4% in 1995 to 5.6% at the end of Phase 1 and then to 4.2%.

After analysing the various TPM implementation elements used in the two phases, five factors critical to success become apparent, viz.

1. Preventive maintenance

2. Predictive maintenance

3. Problem solving

4. Plant design

5. People [TPM drivers]

Hence the author’s calling these the ‘P5 critical success factors’ . This paper will explore each of these factors and their inter-dependencies. They will each be assessed as to their contribution to the listed improvements and their strengths and weaknesses. What is apparent, however, is that the P5 factors are key to sustained improvement with regards to TPM at William Lee Ltd.

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Anticipated Response to Phase 2 TPM Implementation

Highs

Lows

TIME

Kick-off Phase 2

Ideal Response FollowingPhase 2 Implementation

Feared Response to Single Phase TPM Implementation

TPM

P1: PREVENTIVE MAINTENANCE [PM1]

The backbone of William Lee’s TPM system is Preventive Maintenance. The PM system consists of basic inspections that are detailed in PM manuals which are located in each department and typically contain three months worth of daily, weekly, monthly, three-monthly, six-monthly and annual inspections and service part replacements. Annual maintenance requirements, detailed in a master departmental PM manual, are divided into four manageable volumes, because each manual contains over 50,000 scheduled inspections. These PM manuals have close links with one of Suzuki’s eight core TPM activities, and are also a key element in the TPM Relationship model shown in Figure 3.

Figure 3 Model of relationship between TPM elements

The implementation of a departmental maintenance team and a PM manual operating ‘live’ on the shop floor has been working well. The PM manual has become the tool from which all activity, relative to plant and equipment, flows – and brought about the birth of the shop floor Asset Care Tool [ACT] that the author designed and installed as a comprehensive asset care programme, delivered as a permanently situated shop floor working manual. Figure 4 shows the working model of the ACT and its anticipated outcomes. The term ‘ACT’ was replaced later by the term “TPM manual’.

P2: PREDICTIVE MAINTENANCE [PM2]

At William Lee, predictive maintenance, also known as condition monitoring [CM], is highly desirable in terms of cost and benefit. The costs of running a CM department are minor compared with savings in reduced down time, fewer replacement components and lower servicing costs.

3� TPM Implementation

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Attack thesix major

losses

Set-up apreventive

maintenancesystem

Carry outautonomousmaintenance

Improveequipmentto reduce

PM

Train andeducate all of

those involvedin TPM

Plant failures trigger PM

PM reduces plant failures

Train to measureperformance

Train on PMdevelopment

SkillEnhancement

Continuousimprovement

Involvement generates improvement ideas

Successful improvements motivate autonomous maintenance teams further

Reduce

Feed forwardFeed back

WorkforcePM involvementcreatesownership

Improvements

Involvementreduces loses

Excessive PMtriggers equipment

improvement


The initial introduction of CM in 1995 was achieved by –

1. The empowerment of a CM champion.

2. The development of a CM facility.

3. Establishing monitoring equipment suppliers.

4. The purchasing of bearing analysis and data logging equipment.

5. The purchasing of oil debris analysis equipment.

6. Detailed training.

7. The development of appropriate recording methodology.

8. The development of a monitoring points list.

9. The integration of CM within the TPM manuals.

The time required for carrying out the above was about nine months. With a cost of around £12,000 for the facility and equipment. The facility was located within the main engineering workshop and basically consisted of a large office kitted out with worktops, shelving and test equipment. The CM champion became the company’s CM Technician and was permanently based in the facility.

The initial introduction of CM, described above, involved shock pulse monitoring and oil debris analysis. The successes achieved through this first CM phase created a predictive maintenance philosophy within the maintenance department and brought about a professional approach to this area of maintenance. The CM department has now been expended so that many other CM techniques could be applied. Additional techniques now used include –

Thermal detection, using non-contact devices, in which changes in component temperatures are investigated, understood and, where appropriate, corrected. Most usefully deployed on electrical circuits.

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INPUTS

Dedicated maintenance team inspections

Condition Monitoring Methods Autonomous maintenance team inspections

SHOP FLOOR ACT .............. working manual *PM shedules *Manual references *PM priorities *Equipment availability *Amendments *Component usage *Feedback *Maintenance policy

PROCESS

OUTPUTS

Motivational affect

Increasedworkforceflexibility

Increasedplant

utilisation

Extended lifeof capital

equipment

Improved productquality

Improvedlabour

utilisation

Ownership of plan by maintenance

team

Figure 4 ACT Input-Process-Output model

Multi axis vibration monitoring of pneumatic hand-fettling tools, in order to detect when vibration emitted by the tool is approaching excessive levels.

Water conductivity analysis: carried out on medium-frequency induction-melting furnace power supplies in order to ensure that the conductivity of the water that cools the silicon controlled rectifiers [SCRs], DC filter capacitors, AC resonance capacitors, reactors, diodes and bus bars does not exceed 50 micro-siemens/cm.

Extraction ducting pressure and velocity monitoring: carried out to ensure that extraction systems in the foundry maintain their effectiveness. Blockages are the most common cause of extraction losses, which would probably go unnoticed with weekly monitoring.

Lux level monitoring: of various lighting systems. Using a simple hand-held meter, an Isotech ILM350, the CM team is able to measure the gradual deterioration of the emitted light, and take action before health and safety inspection difficulties impact on the business.

Some examples of benefits experienced through the implementation of CM include :–

• 132 kW fan set bearing assembly: early failure prediction meant the suppliers were forced to supply and install new bearings at their own cost. They trusted our monitoring data after showing them our CM methods.

• 57hpgearboxfittedtoarotarydrum: supplied from the USA, it started showing increased levels of debris in the oil after only ten weeks of operation. The contaminated filter papers used in the debris analyses were sent to the USA supplier, who rewarded us with a replacement gearbox.

• 132 kW inverter drive for an extraction fan: was being monitored for cable temperatures inside the panel. The blue phase on an external inverter cable was running 30o C hotter than were the other two phase cables. Investigations revealed that the lug fitted to the cable had been pushed on but no crimped. Major downtime was thus avoided.

• A batch of de-ionised water: purchased from a local supplier, it was tested by us using a water conductivity meter, prior to being injected into a melting furnace inverter water cooling system. It was found to be high in conductivity due to a processing problem that had gone undetected by the supplier. Had we not checked delivery [ie simply believing the data on the carboy] the inverter unit would have suffered from high earth leakage currents and erosion of heat sinks.

P3: PROBLEM SOLVING

Problem solving is now an intrinsic element of TPM and has provided us with new and better ways of finding the root causes of engineering problems. The ‘5 WHY’ approach to problem solving has been practiced for over ten years. On occasions however, this alone has not established true root cause, so breakdown types get repeated.

There are now two additional problem solving tools that are used at William Lee for root cause identification of engineering problems, viz. –

• Cause and Effect And • Individual orientated Kaizen

The Figure 5 example doesn’t really concern a complex fault, but the use of this brain-storming tool encourages maintenance staff to think in much broader terms instead of stereotyping motor failure causes as bearing failure! Again, using this tool in isolation has its limitations, so the Kaizen approach is the final problem solving method that we would use should the root cause not have been defined and verified. The ‘problem’ is effectively taken back to the shop floor for a detailed study of the issues, links, relationships etc that might be impacting on the problem in question.

With the development of TPM at William Lee going beyond the initial implementation model, the area of problem solving is now considered critical for future plant performance improvements and cost savings, since most of the weaknesses identified in the department are down to being unable to find the root cause of some of the problems encountered. This has brought about the implementation of the problem-solving model [unique to our company] outlined in Figure 6. This also provides the department with a structure to work to whenever a fault occurs, as the correct identification of ‘root cause’ is essential.

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Vol 21 No 1


P4 AND P5: PLANT DESIGN AND PEOPLE [TPM DRIVERS]

Plant and machine manufacturers very rarely carry out post-installation improvements, and leave the client to suffer from under-performing assets. It may be that the manufacturers do not have the resources or the capability to solve persistent problems, and although this may not matter to them it does matter to the client. So what can the latter do!? This has been the question that my company has been faced with on many occasions.

Many design improvements have resulted from breakdown analysis through problem solving methodology. What William Lee has to consider is the relationship between plant design and maintenance staff interaction. For this reason, the application of the author’s ‘5T’ model of breakdown time reduction, outlined in Figure 7, has been found to be appropriate for our needs.

Changes in the design of the plant at William Lee are ongoing, while lessons learnt through the application of the 5T model are considered whenever new plant and equipment is installed. There is no doubt that the malfunction of equipment that has been poorly designed regarding its maintainability can have a dramatic effect on productivity. Some examples of such poor design are given on the following page.

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Mechanical Electrical

EnvironmentProcess

BURNT OUTMOTOR

Bearing failure

Brake tight

Overload incorrectly set

Contactor burnt out

Cooling fan Brokenor missing

Rain enteringmotor terminalbox

Ambient temperaturetoo high

Amps not monitored

Regulatedload too high

Couplingfailure

Drive chainlubrication failure

Wire off motor

Incorrect sizemotor fitted

Feedbakcontrol notmonitored

Ambient temperaturetoo low

Root cause not identified

Equipment Failure

Apply ‘5 WHY’ methodology

Proceed with Cause and Effect

Root cause identified

Implement corrective action


Apply ‘Cause & Effect’ through brain storming

Proceed with individual kaizen




Apply individual Orientated Kaizen

Introduce new members toproblem solving team and go

back to Cause & Effect



Figure 5 Cause & Effect diagram as used at William Lee Ltd.

Figure 6 Problem solving model

• Pneumatic or hydraulic pipe systems with limited use of isolation valves.

• Conveyors with no maintenance access to drive and tension end areas.

• The location of valve banks and electrical terminal boxes inside safety fencing.

• The hard-wiring of devices such as level probes rather than the use of plugs and sockets to facilitate quick removal.

• Installation of bolted items such as drives or gearboxes with no provision for lifting them off should failure occur. Easy to fit in a workshop with a crane, but jammed among other pieces of equipment with no FLT access, and no overhead crane, it is a different story].

• Installation of extraction ducting systems with no inspection/rodding points.

• Installation of motor contactors that only just meet the load conditions and basic duty cycle.

• Failure to use inverters on drives which, as a consequence, stress gearboxes and brake assemblies, causing early failure.

• Failure to provide bypass circuits on critical water cooling systems.

Members of the engineering team have to be aware of such weaknesses and should not believe that current conditions can never be improved upon. This is why problem solving tools are so important to our company – because they offer a means of involving the people who are driving TPM in the design of their machines and plant.

5P: STRATEGIC EFFECTIVENESS

When considering strategic effectiveness the author assessed three areas, viz.

• Comparison of numbers involved in each critical success factor.

• The effort required for success.

• Comparison of the ‘benefit over cost’ ratios.

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EQUIPMENT BREAKDOWN STOPPAGE

TASKCurrent tasks used for

repairing the breakdown

TERRAINExisting working conditions,access and environments

TECHNIQUETypical techniques deployed

during repair

TOOLSCurrent tools used for repair

TRADESMENCurrent staff knowledge

and capability

ORIGINALBREAKDOWN

Reduce the number andduration of the tasks

identified

Improve equipment accessand working condition

associated with stoppage

Establish then document besttechniques for carrying out

defined tasks

Define and make available most appropriate tools for

carrying out the tasks

Train and educate staff onthe technical issues relating

to the above

MINIMISEDBREAKDOWN

FOUNDRY

FAILURE

ANALYSIS

REPORT

5

WHYS

Figure 7 ‘5T’ model of breakdown stoppage time reduction


Comparative numbers involved in each critical success factor

As Figure 8a shows, preventive maintenance is the back bone of our TPM, which is where it all started. Predictive maintenance involves only a few people but, as will be shown later, is of strategic importance. Problem solving and the development of people as TPM drivers have given TPM a much better shape in terms of all round effectiveness.

The effort required for success

Figure 8b shows that the greatest effort needed for success goes into problem solving and root cause identification aimed at the elimination of plant stoppages. Predictive maintenance on the other hand requires very little effort if a structured approach to its application is followed.

Comparison of the ‘benefitovercost’ratio

Predictive maintenance provides the highest ratio (see Figure 8c), i.e. the benefits being gained from implementing and operating a predictive maintenance facility far outweigh the cost. Plant design changes, on the other hand, can be expensive, with benefits not easy to predict in terms of future expectations, so judgment and common sense must be brought to bear when attempting to eliminate all stoppages. Problem solving is another ‘high gain/low cost’ success factor that can have an effect on the other four factors.

Implementation methods, expectations, personal agendas, management and shop floor culture, training, staff competence etc are some of the issues the TPM champion must consider and face when necessary. Improvement can only be measured against historical performance data, which must be key to the well-being of the organisation in terms of staying in business; whether it is profit, environmental compliance or safety related issues. TPM implementation and continuous improvement have been the hardest things I have had to drive in over twenty years of management. Focusing on the 5P Critical Success Factors has kept William Lee going in the right direction.

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(8a)Numbersinvolved

(8b)Effortrequired

(8c)Benefit/costratios

People (TPMDrivers)

Plant Design

PredictiveMaintenance

ProblemSolving

PreventiveMaintenance



People (TPMDrivers)

People (TPMDrivers)

ProblemSolving

Problem Solving

Plant Design

Plant Design



Figure 8 Strategic effectiveness

This article was previously published in the Maintenance and Asset Management Journal (UK) Vol 22 No2 2007

Abstract: Failure Modes Effects and Criticality Analysis (FMECA) is used to determine potential failures which will affect the operational availability of an existing rotary kiln drive of a cement plant. Once the critical points are identified on this essential sub-system, a Reliability Centred Maintenance (RCM) strategy is applied to help improve the reliability and availability of the rotary kiln therefore achieving a higher availability of the overall process.

1. INTRODUCTION

The rotary kiln drive system is of central importance to any cement plant process whose overall reliability depends crucially on that of the kiln. Any failure leading to the shut down of the kiln will inevitably force the process to stop. Financial consequences are dire: loss of revenues estimated to be of the order of 10 thousands millions DA per day for lack of production are incurred [9]. Furthermore, the serious maintainability and safety problems involved during the efforts of putting the process back into operation following failure shut down are other compelling reasons for ensuring maximum availability of the kiln hence the non interruption of plant production.

Actions to be taken for reliability and availability improvements of the kiln driving system must be preceded by identifying potential failures occurring at this level of the rotary kiln system. The critical system functions and/or components are then identified in view of deciding what priority actions to take in the framework of a Reliability Centred Maintenance (RCM) strategy whose purpose is to achieve the required reliability in a cost effective manner.

2. FAILURE MODES EFFECTS AND CRITICALITY ANALYSIS

The FMECA is indispensable to any development of an RCM approach. This inductive method consists of listing for each element or component, the failure modes, their possible effects and their criticality on the kiln system. It should be emphasised that the efficacy of a FMECA will necessarily depend on a good evaluation of the criticality parameters stemming from the criticality analysis. To improve the reliability and availability of the rotary kiln drive system a FMECA, is carried out on it followed by a ranking of failures weightedness according to the so called Risk Priority Number (RPN - to be defined in section D).

3. THE CRITICALITY ANALYSIS

The purpose of the criticality analysis is to rank each failure mode as identified in the FMECA, according to each failure mode severity S, its probability of occurrence P and its probability of non detection N [3].

A. Severity

This important criterion is defined as a function of the effect of failures on the assigned function or mission of the system such as the safety, availability , maintenance cost, quality loss.

- Safety impacts:

Attention is especially focused on the failures that may create a hazard or a danger for the operators , or that may cause material damage and environmental pollution. In this vein, safety parameter Sa is classified according to Standard STD 1629 excerpts given in table A1 of Appendix classifying the consequences of major industrial accidents together with environment impacts consideration.

44

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Mahfoud Chafai

Larbi Refoufi

Signals and Systems Laboratory

Department of Electrical and Electronic Engineering University Boumerdes Algeria

[email protected]

Failure Mode Effects 45

- Economic severity

The resulting failure can have severe impacts due to prolonged plant shutdown leading to large losses of production revenues. Costs will depend on factors such as availability, maintainability, product quality as expressed in the table A2 of Appendix [3]. One may add an additional effect which appears in the form of unwarranted wasteful energy consumption E, a problem particularly acute in Algerian cement plants where overall plant energy efficiency is unacceptably low compared to international standards..

The economic severity may be considered as a cumulative function expressed as the sum of the costs given in the previous table:

Sec = Cu + CM + CQ +CE (1)

Where Cu CM CQ and CE are respectively the costs of unavailability , maintenance , quality product loss and energy consumption.

The various costs are evaluated with respect to the same reference that is, the total production revenues.

The level of severity for each of the above parameters will depend on the relative importance of costs incurred through each of them. On this basis, a 4 level ranking from 0, through to 3 is ascribed to CU and CM and a 3 level ranking is ascribed to CQ and CE. Economic severity Sec will therefore range from a minimum of 0 to a maximum of 10.

- The total severity effects is obtained from the following cross product:

S = Sec X Sa (2)

This is indicated in matrix form in tables A3 and A4 of the Appendix. The ranking of the overall S from 1 to 10, specific to the cement industry, is obtained from this matrix.

B.Failureprobabilityquantification

A constant failure rate applies to reliability models of electrical systems while the linearly increasing failure rate (with shape parameter β>1) is typical of mechanical components subject to wear, corrosion and aging processes. For the latter case we assume that the considered mechanical systems have constant failure rates for short–time intervals of operation so that the probability of occurrence can be written as :

P =1-R(t)=1-exp(-λ.t) (3)

Where R(t) is the reliability and λ is the failure rate .

The Probability of failure P is ranked as shown in table A5 of the appendix .

C. Probability of failure non detection : N

This is the probability of not detecting the failure before its effects appear. It is expressed as follows:

N =Probability [Failure non detection] (4)

Detection effort is on continuously or periodically at failure mode level but preferably at primary or secondary root cause level using human senses through TPM routines and/or automatic sensing and NDT instrumentation associated to a warning device. The probability of non detection is ranked in table A6 of Appendix

D. Risk Priority Number Ranking:

Conceptually, the Risk Priority Number (RPN) for a component failure mode is meant to reflect the severity of its failure effect S, the probability of the failure mode occurrence P, and the probability of the failure being non detected N combined. It is calculated as the product of a ranking from 1 to 10 assigned to each factor [3]:

RPN = S.P.N (5)

Failure modes having a high RPN are assumed to be more important and are therefore given a higher priority than those having a lower RPN.

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4. APPLICATION OF THE FMECA TO A CEMENT INDUSTRY ROTARY KILN DRIVE:

This bottom to top approach, which identifies and offers a solution to potential failures, is applied to a rotary drive system in order to improve its reliability.

A. System Description and functional analysis

The rotary kiln drive system consists of the following subsystems: Power supply, DC motor, and speed reducer to drive the tube armature load as shown below. The driving motor associated to the speed reducer allows through slow speed rotation of the armature the matter moving from the burner input to its output while the hot gas is evacuated in the opposite direction for preheating actions [5].

Figure 1 Rotary kiln drive description

B. Application of FMECA to kiln drive system.

The FMECA is made as exhaustive as possible using the tabular form as shown in Table 1 [Ref 9].

C. Criticality Hierarchization

- Criticality hierarchization

According to the Pareto histograms shown in Figure 2a we note that critical problems are predominant on the driving motor system (Ms) appearing in two forms: Electric failures (M1 and M2) and Mechanical bearings difficulties (M3).

The highest criticality indicated for the rotor (M1) is due to the high electrical and mechanical stresses impressed on it . The maintenance is focussed mainly on the commutator inspection and brushes replacement.. The electric controls (C) are also critical elements that require attention.

Figure 2 Hierarchisation

Figure 2a Criticality Figure 2b Failure Rate

- Failure rate hierarchization

Fig 2b indicate that the electrical power and drive system (C1) present the highest failure rates; there are taken as first priority for corrective actions.

The coupling drive event (P1) has high failure rates due to mechanical bearings difficulties, misalignment, inadequate lubrication , excessive shaft loading and cement dust and dirt. The motor subsystem Ms that has less failure rate is taken as second priority.

Once the criticality and failure hierarchisation done, the stage is set to decide on corrective actions to take in the framework of an RCM strategy.

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PowerSystem

ElectricalMotor

SpeedReducer

KilnArmatur

Failure Mode Effects 47Table 1 FMECA of the rotary kiln drive system

5. RELIABILITY CENTERED MAINTENANCE

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Reliability Centred Maintenanca (RCM) is a systematic approach to develop a focused, efficient, and cost-effective preventive maintenance program and a control plan for the process with the objective of system continuous improvement.The targeted corrective actions selected following the FMECA are now carried out in the framework of a preventive and predictive maintenance (Condition Based Maintenance) program [7].

A. Preventive maintenance program

Improved reliability of the kiln drive system is achieved through a preventive maintenance program as suggested in the last column FMECA table. This is obtained by conducting regular inspections, control, lubrication, dust cleaning and component replacement on the mechanical speed reducer and electric motor system (Ms). Such program can slow down the effects of aging or wear out and will have a significant impact on the useful life or MTBF of the system. For each identified critical machinery component, appropriate specific tasks over given periods of time are carried out as indicated on the table 2.

Table 2 Systematic preventive maintenance program [Ref. 4]

The periodicities T of these actions are obtained from manufacturer’s recommendations or the component MTBF estimated values.

To examine the effect of preventive maintenance for one mechanical component whose shape parameter β>1 the reliability ratio at the time Td=NT, is given by [Ref. 1]:

Rr = exp[(Td /η)β .(1-N 1-β)] (6)

The increase of the reliability as the preventive maintenance is performed for five years on the bearing of the driving motor is shown in table A7 of the Appendix.

Since there is a gain in reliability from maintenance, then the probability of occurrence P is reduced.

B.ConditionBasedMaintenance(CBM)

This approach is driven by the technical conditions of the equipment determined by the monitoring of all major parameters. This is based on the detection of parameter deviations [6] primarily on the motor or/and the mechanical coupling drive. It is desired to provide monitoring of parameters such as the temperature, vibrations, electrical currents, dust level which when exceeding their specified limits prompt one to proceed to the isolation of the unhealthy part in order to prevent total breakdown. This will result in a decrease of severity S and an automatic decrease in the probability of non detection. In other words to limit the operational failure rate of the kiln drive is by monitoring the environment correction π factors as shown in table according to Equation [Ref. 2]:

λp =λb.πQ.πT .πE.πS.πL (7)

λb = base failure rate πL = load stress factor πQ = quality factor πT = thermal factor

πE = environmental factor πS = electrical/stress factor

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Hence, the reduction of the operational failure rate of the equipment is obtained by, keeping constant or limiting the environment correction π factors such that :

πT < πTl , πE <πEl πS<πSl (8)

By applying these techniques on the identified critical components, in which systematic Preventive Maintenance acts on parameter P and Condition Based Maintenance acts on parameters N and S, and hence reduces the overall

criticality, as shown in the table 3.

Table 3 Detection Parameters and criticality reduction

6. CONCLUSION

A Failure Mode Effect and Criticality Analysis (FMECA) has been carried out on the rotary kiln drive of a cement plant , leading to the identification of critical failures during the motion of the kiln tube with the objective of applying an RCM approach. On this basis a preventive maintenance program is proposed in which systematic preventive maintenance actions are taken, complemented with condition based maintenance (CBM) on the critical components. The resulting new criticality levels of these central elements are reduced and overall reliability, availability and cost effectiveness improved.

REFERENCES

[1] E.E.Lewis, Introduction to Reliability Engineering, John Wiley & Sons , 1987 .

[2] E. Aslaksen and R.Belcher, Systems Engineering, Prentice Hall, 1992.

[3] Benjamin S. Blanchard D. Verma E.L.Pterson Maintainability, Ed . John Wiley & Sons, 1995.

[4] JD Andrews and TR Moss , Reliability and Risk Assessment, 2nd Professional Engineering Publishing, 2002.

[5] R. Bastier A. Bocan, B. Gilber, A. Regnaud , Fours rotatifs, Encyclopédie Techniques de l’Ingénieur, 2006.

[6] John B.Bowles; The New SAE FMECA, Standard Proceedings Annual Reliability and Maintainability Symposium, 1998.

[7] Chen Yun, T.S.Chung, C.W.Yu, C.Y Chung Zeng Ming, Sun Xin, Application of Reliability Centered Maintenance, Stochastic Approach and FMECA to Conditional Maintenance of Electric Power Plants in China; IEEE international Conference on Electrical Utility, Hong Kong , 2004.

[8] Gerd Balzer, Condition assessment and Reliability Centered Maintenance of High Voltage Equipement; Proceeding of 20005 International Symposium on Electrical Insulating Materials june, Kitakyushi, Japan , 2005 .

[9] Rapports internes de suivi de la maintenance du système four rotatif, Cimenteries de Chlef et de Beni-saf Algeria.

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APPENDIX Table A1 Safety severity

Rank CommentsA Catastrophic Loss of personal life and/or complete system loss, local and external environment

pollutionB Critical Serious potential injury and/or significant system damage, local environment pollutionC Marginal Minor injury to personnel, minor system damage.D Minor Failure not enough severe to cause personal injury and system damage

Table A2 Economic severity parameters (N: none, L: low, M: moderate, H: high)

Parameters Expression, ratios Cost Level CommentsUnavailability Au=1-Ao where

Ao = MTBF/ (MTBF+MDT)

CU=DT.CP/h N L M H CA: production loss cost ; DT : Down timeCP/h: production revenues loss per hour

0 1 2 3

Maintenance MTTR CM= = (CL/h * TTR) +Csp+Cst

0 1 2 3 CL/h: Labor cost per hour,Csp: Spare parts cost,Cst::External Maintenance cost

Quality defect Qd% =Qdefect/Qtotalt CQ= Cpt* Q d N L H Qd: the proportion of products defectsCpt: revenues of total production

0 1 2

Energy loss Ec=(Er-En/En )*100% CE=(Er-En)*Ce/kwh 0 1 2 CE:cost of energy loss; Er actual energy consumption, En:normal energy ConsumpT.

Table A3 Overall Severity matrix

SafetySeverity

A X X X X X 10 10 10 10 10B X 5 6 6 7 8 8 9 9 10C 2 3 4 5 6 7 8 8 9 9D 1 2 3 4 5 6 7 7 8 9

1 2 3 4 5 6 7 8 9 10 Cost Severity

Table A4 Severity evaluation

Subsystem Economic Severity safety SEVERITYSItem CA CM CQ CE Se Sa

Driving systemM M1 Rotor failures 3 3 1 0 7 C 8 M2 Stator OC/SC 3 2 1 0 6 C 7 M3 Baring seized 3 3 1 0 7 C 8 M4 Motor shaft 1 1 1 1 4 C 5C C1 Power Supply PS 2 2 1 1 6 C 7 C2 Command 1 2 1 1 5 D 5 P P1 Sp.Reducer gears 2 2 0 1 5 D 5 P2 Coupling Syst. 2 2 0 1 5 D 5

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Table A5. Probability of Occurrence Categories

Ranking P Comment1 1/10,000 Remote probability of occurrence; unreasonable to expect failure to occur.2 1/5,000 Low failure rate. Similar to past design that has, in the past, had low failure rates for

given volume/loads.3 1/2,0004 1/1,000 Occasional failure rate.5 1/500 Moderate failure rate6 1/200 Moderate to high failure rate..7 1/100 High failure rate. Similar to past design that has, in the past, had high failure rates

that has caused problems.8 1/509 1/20 Very High failure rate. Almost certain to cause problems.10 1/10

Table A6 Probability of non detection

Rating Probability of detection %

Criteria

1 86-100 Such defect would almost certainly be detected by DV, PC or inspection2 76-85 Low probability that the defect remains undetected3 66-754 56-65 Moderate Probability that the defect remains undetected , DV PC good chance of

detecting P.F5 46-556 36-457 26-35 High probability that the defect remains undetected ,DV or PC will not likely

detect a P.F8 16-259 6-15 Very high probability that the defect remains undetected until the system perform-

ance degrades10 0-5 Absolute certainty of non detection , DV or PC cannot detect

Table.A7 Reliability evaluation for successive replacement (or lubrication operation) at time interval T (=Td/N) for the roller bearing, that is described with two parameters ( β=2.5 and η=7.5) Weibull distribution .

N 1 2 3 4 5RM(Td) .696 .880 .933 .956 .968

Table A8 CBM and NDT methods

Methods Technique Parameterdeviation

π Stress factors Effects on RPNfactors

Observation

CBM monitoring

- Electrical V-I monitoring and protection

-Overcurrent and overvoltage stresses (EOS)

πse < πTl N & Se - DC Motor protection- Power supply

-Temperature monitoring.

- Windings- Bearing

πT < πTl N

Vibration monitoring

-Bearing-fault-Coupling shaft-Gear box

πsm < πsml N & Se - DC motor- Speed reducer

Dust control -Opacimeter - Dust rate/deposit

πEd < πEdl Dc motor, command and speed reducer

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The objective of this article is to present a brief review of the art of vibration based monitoring and analysis, different cnventional and recent techniques are discussed for Vibration analysis with particular regard to rolling contact bearing fault diagnosis through vibration analysis.

1. Vibration Based Monitoring Techniques

Vibration based monitoring techniques have been widely used for detection and diagnosis of bearing defects for several decades. These methods have traditionally been applied, separately in time and frequency domains. A time domain analysis focuses principally on statistical characteristics of a vibration signal such as peak level, standard deviation, skewness, kurtosis and crest factor. A frequency domain approach uses Fourier methods to transform the time domain signal to the frequency domain where further analysis is carried out, conventionally using vibration amplitude and power spectra. It should be noted that use of either domain implicitly excludes the direct use of information present in the other. These techniques have been broadly classified in three areas namely:

1.1 Time Domain Analysis

The time domain refers to a display or analysis of the vibration data as a function of time. The principal advantage of this format is that little or no data is lost. This allows for a great deal of detailed analysis. However, the disadvantage is that there is often too much data for easy and clear fault diagnosis. Time-domain analysis of vibration signals can be subdivided into the following sections:

(i)Time-WaveformAnalysis

Time-waveform analysis involves the visual inspection of the time-history of the vibration signal. The general nature of the vibration signal can be clearly seen and distinctions made between sinusoidal, random, repetitive, and transient events. Non-steady-state conditions are most easily captured and analyzed using time waveforms. High-speed sampling can reveal such defects as broken gear teeth and cracked bearing races, but can also result in extremely large amounts of data being collected — much of which is likely to be redundant and of little use.

(ii)Time-WaveformIndices

A time-waveform index is a single number calculated in some way based on the raw vibration signal and used for trending and comparisons. These indices significantly reduce the amount of data that is presented for analysis, but highlights differences between samples. Examples of time-waveform-based indices include the peak level (maximum vibration amplitude within a given time signal), mean level (average vibration amplitude), root-mean-square (RMS) level (reduces the effect of spurious peaks caused by noise or transient events), and peak-to-peak amplitude (maximum positive to maximum negative signal amplitudes). All of these measures are affected adversely when more than one machinery component contributes to the measured signal. The crest factor is the ratio of the peak level to the RMS level (peak level/ RMS level); and indicates the early stages of rolling-element-bearing failure. However, the crest factor decreases with progressive failure because the RMS level generally increases with progressive failure.

(iii)Time-SynchronousAveraging

Averaging of the vibration signal synchronous with the running speed of the machinery being monitored is called time-synchronous averaging. When taken over many machine cycles, this technique removes background noise and non-synchronous events (random transients) from the vibration signal. This technique is extremely useful where multiple shafts are operating at only slightly different speeds and in close proximity to one another are being monitored. A reference signal (usually from a tachometer) is always needed.

By Pratesh JayawalDepartment of Mechanical Engineering

Madhav Institute of Technology and Science52

Vol 21 No 1

A.K WadhwaniDepartment of Electrical Engineering,

Madhav Institute of Technology and Science

K.B. MulchandaniDepartment of Mechanical and Industrial

Engineering, Indian Institute of Technology

Vibration Based Monitoring and Analysis 53

(iv)NegativeAveraging

Negative averaging works in the opposite way to time-synchronous averaging. Rather than averaging all the collected data, a baseline signal is recorded and then subtracted from all subsequent signals to reveal changes and transients only. This type of signal processing is useful on equipment or components that are isolated from other sources of vibrations.

(v)Orbits

Orbits are plots of the X direction displacement vs. the Y direction displacement (phase shifted by 90 deg). This display format shows journal bearing relative motion (bearing wear, shaft misalignment, shaft unbalance, lubrication instabilities [whirl, whip], and seal rubs) extremely well, and hence is a powerful monitoring and diagnostic tool, especially on relatively low-speed machinery.

(vi)ProbabilityDensityMoments

Probability density moments are single-number indices (descriptors), similar to the time-waveform indices except they are based on the probability density function. Odd moments (first and third; mean and skewness) reflect the probability density function peak position relative to the mean. Even moments (second and fourth; standard deviation and kurtosis) are proportional to the spread of the distribution. Perhaps the most useful of these indices is the kurtosis, which is sensitive to the impulsiveness in the vibration signal and therefore sensitive to the type of vibration signal generated in the early stages of a rolling-element-bearing fault. Because of this characteristic sensitivity, the kurtosis index is a useful fault detection tool. However, it is not good for trending. As a rolling-element-bearing fault worsens, the vibration signal becomes more random, the impulsiveness disappears. The kurtosis then increases in value during the early stages of a fault, and decreases in value as the fault worsens.

1.2 Frequency Domain

The frequency domain refers to a display or analysis of the vibration data as a function of frequency. The time-domain vibration signal is typically processed into the frequency domain by applying a Fourier transform, usually in the form of a fast Fourier transform (FFT) algorithm. The principal advantage of this format is that the repetitive nature of the vibration signal is clearly displayed as peaks in the frequency spectrum at the frequencies where the repetition takes place. This allows for faults, which usually generate specific characteristic frequency responses, to be detected early, diagnosed accurately, and trended over time as the condition deteriorates. However, the disadvantage of frequency-domain analysis is that a significant amount of information (transients, non-repetitive signal components) may be lost during the transformation process. This information is non-retrievable unless a permanent record of the raw vibration signal has been made.

(i)Band-PassAnalysis

Band-pass analysis is perhaps the most basic of all frequency-domain analysis techniques, and involves filtering the vibration signal above and/or below specific frequencies in order to reduce the amount of information presented in the spectrum to a set band of frequencies. These frequencies are typically where fault characteristic responses are anticipated. Changes in the vibration signal outside the frequency band of interest are not displayed. The purpose of band pass filtering is to reject the low frequency high amplitude signals associated with unbalance and misalignment and to eliminate random noise outside the pass band.

(ii)ShockPulse(SpikeEnergy)

The shock-pulse index (also known as spike energy; Boto, 1979) is derived when an accelerometer is tuned such that the resonant frequency of the device is close to the characteristic responses frequency caused by a specific type of machine fault. Typically, accelerometers are designed so that their natural frequency is significantly above the expected response signals that will be measured. If higher frequencies are expected, they are filtered out of the vibration signal. High-speed rolling element bearings that are experiencing the earlier stages of failure (pitting on interacting surfaces) emit vibration energy in a relatively high, but closely defined, frequency band. This type of device is simple, effective, and inexpensive tool for fault detection in high-speed rolling-element bearings. The response from this type of device is load-dependent and may be prone to false alarms if measurement conditions are not constant. Spike energy factor helps to identify the severity of the defects in antifriction bearings. The distinct and different behavior of vibration signals from bearings with inner race defect, outer race defect helps in identifying the defects in rolling bearings.

(iii)EnvelopedSpectrum

Another powerful analysis tool that is available in the frequency domain and can be effectively applied to detecting and diagnosing rolling-element-bearing faults is the enveloped spectrum (Courrech, 1985). When the vibration signal time waveform is demodulated (high-pass filtered, rectified, then low-pass filtered) the frequency spectrum that results is said to be enveloped. This process effectively filters out the impulsive components in signals that have high noise levels and other strong transient signal components, leaving only the components that are related to the bearing characteristic

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defect frequencies. This method of analysis is useful for detecting bearing damage in complex machinery where the vibration signal may be contaminated by signals from other sources. However, the filtering bands must be chosen with good judgment. Joelle Courrech (2000), used the application of envelope analysis for machine condition monitoring and puts this technique in to context and opened up a new field of application. Envelope analysis and the connection between bearing fault signatures and amplitude modulation demodulation was explained by McInerny and Dai (2003) [2].

(iv)SignatureSpectrum

The signature spectrum (Braun, 1986) is a baseline frequency spectrum taken from new or recently overhauled machinery. It is then later compared with spectra taken from the same machinery that represent current conditions. The unique nature of each machine and installation is automatically taken into account. Characteristic component and fault frequencies can be clearly seen and comparisons made manually (by eye), using indices, or using automated pattern recognition techniques.

(v)Cascades(WaterfallPlots)

Cascade plots (also known as waterfall plots) are successive spectra plotted with respect to time and displayed in a three-dimensional manner. Changing trends can be seen easily, which makes this type of display useful fault detection and trending tool. This type of display is also used when a transient event, such as a coast-down, is known to be about to occur. Cascade plots can also be linked to the speed of a machine. In this case, the horizontal axis is labeled in multiples of the rotational speed of the machine. Each multiple of the rotational speed is referred to as an order. Order tracking is the name commonly used to refer to cascade plots that are synchronously linked to the machine rotational speed via a tachometer. As the speed of the machine changes, the responses at specific frequencies change relative to the speed, but are still tracked in each time-stamped spectra by the changing horizontal axis scale.

1.3 The Quefrency domain:

The Quefrency is the abscissa for the cepstrum which is defined as the spectrum of the logarithm of the power spectrum. It is used to highlight periodicities that occur in the spectrum in the same manner as the spectrum is used to highlight periodic components occurring in the time domain [3]. One of the ways the Expert System detects bearing tones is by looking at the spectrum of a spectrum. This process is called Cepstrum Analysis, “Cepstrum” being a play on the word “Spectrum”.

Cepstrum analysis can be considered as an aid to the interpretation of the spectrum, in particular with respect to side band families, because it presents the information in a more efficient manner. Cepstrum Analysis converts a spectrum back into a time domain signature, which has peaks corresponding to the period of the frequency spacing common in the spectrum. These peaks can be used to find the bearing wear peaks in the original spectra.

In this vibration signature spectral, on comparisons with the healthy condition shows the increased level of noise with the damage advancement. Cepstrum techniques are very powerful for anomaly detection in turbine blades.

2. Fault Detection from vibration analysis

Renwick and Babson (1985) [1], demonstrate that the predictive maintenance using vibration analysis has achieved meaningful results in successfully diagnosis machinery problems. The benefits of such programs include not only evident cost benefits, such as reducing machinery down time and production losses, but also the more subtle long term cost benefits which can results from accurate maintenance scheduling.

Source identification and fault detection from vibration signals associated with items which involve rotational motion such as gears, rotors and shafts, rolling element bearings, journal bearings, flexible couplings, and electrical machines depends upon several factors are (i) the rotational speed of the items, (ii) the background noise and/ or vibration level, (iii) the location of the monitoring transducer, (iv) the load sharing characteristics of the item, and (v) the dynamic interaction between the item and other items in contact with it.

The main causes of mechanical vibration are unbalance, misalignment, looseness and distortion, defective bearings, gearing and coupling in accuracies, critical speeds, various form of resonance, bad drive belts, reciprocating forces, aerodynamic or hydrodynamic forces, oil whirl, friction whirl, rotor/stator misalignments, bent rotor shafts, defective rotor bars, etc.

Wegerich (2003) [4] developed a nonparametric modeling technique by smart signal and demonstrated the use of this approach for detecting faults in rotating machinery via extracted features from vibration signals. Lei and Kenny (2003) [5] presents a damage diagnosis approach using time series analysis of vibration signals for a structural health monitoring benchmark problem. Sohn and Farrar (2001) [6], presents a procedure for damage detection and localization within a

54 Vibration Based Monitoring and Analysis

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mechanical system solely based on the time series analysis of vibration data. Sahinkaya and Cole (2001) [7], has worked on fault detection and tolerance in synchronous vibration control of a rotor magnetic bearing system. A simple and effective algorithm has been developed to built fault detection and tolerances capabilities in to the open-loop adaptive control of the synchronous vibration of flexible rotors supported or equipped with magnetic bearings. Lebold and Mcclintic (2000) [8], have presents review of vibration analysis methods for gearbox diagnostics and prognostics. This review listed some of the most traditional features used for machinery diagnostics and presented some of the signal processing parameters that impact their sensitivity. Verma and Balan (1998) [9], presents a fundamental study on the vibration behavior of electrical machine stators using an experimental model analysis and suggests that vibration level even at resonance can be reduced by designing the electromagnetic forces to have circumferential mode associated with the corresponding resonance. Ocak and Loparo [10] presents algorithms for estimating the running speed and the bearing key frequencies of an induction motor using vibration data that can be use for failure detection and diagnosis. Lammering and Plenge [11] developed optical inspection techniques for vibration analysis and defect indication in railway.

3. Rolling Element Bearing Failure

Most bearing failures can be attributed to one or more of the following causes: defective bearing seats on shafts and in housings, misalignment, faulty mounting practice, incorrect shaft and housing fit, inadequate lubrication, ineffective sealing, vibration while the bearing is not rotating, passage of electric current through the bearing [18].

A new approach to categorization of bearing faults was introduced by Stack, Habetler, and Harley (2003) [13]. In this research, bearing faults are grouped into one of two categories: single point defects or generalized roughness. The single point defects are defined as visible defects that appear on the raceways, rolling elements, or cage. They typically occur as spalls, pits, or localized damage on a raceway or rolling element. A single point defect produces one of the four characteristic fault frequencies depending on which surface of the bearing contains the fault. In spite of the name, a bearing can possess multiple single point defects. The other group of bearing faults, generalized roughness, refers to an unhealthy bearing whose damage is not apparent to the unaided eye. Example of this failure mode includes deformation or warping of the rolling elements or raceways and overall surface roughness due to heating, contaminated lubricant, or electric discharge machining. The effects produced by this failure mode are difficult to predict, and there are no characteristic fault frequencies with this type of fault.

4. Bearing Vibration Analysis

There are a number of factors that contributes to the complexity of the bearing signature. First, variation of bearing geometry and assembly make it impossible to precisely determine bearing characteristics frequencies. Secondly, locations of bearing defects cause different behavior in the transient response of the signal, which is easily buried in wide band response and noisy signals. Thirdly, signature appears to be very different with the same type of defect at different stages of damage or severity. Finally operating speed and loads of the shaft greatly affect the way and the amount a machine vibrates.

Several researchers have worked on the subject of rolling element bearing defect detection and diagnosis through vibration analysis. Time domain, frequency domain, time-frequency domain based on Short Time Fourier Transform (STFT) and wavelet transform and advanced signal processing techniques have been implemented and tested. Time domain analysis focuses on dealing directly with the time domain waveform of vibration signals. The indices RMS, Peak value, crest factor are often used to quantify the time signal. The statistical parameters such as kurtosis, skewness value are robust to varying bearing operating condition and are good indicators of incipient defects. The disadvantage however is that as the defect spreads across the bearing surfaces the values of these parameters drop back to normal [14].

The frequency domain, spectrum of the vibration signal reveals frequency characteristics of vibration. If the frequencies of the impulse occurrence are close to one of the bearing characteristic frequencies, such as ball pass inner race frequency, ball pass outer race frequency, ball spin frequencies, it may indicate a defect related fault in the bearings. Fast Fourier Fransform is being used to convert time domain signal into frequency domain. Other frequency domain techniques that are generally used are the calculation of power spectral density, band pass analysis, envelope analysis. The effectiveness of band pass analysis method relies on a suitable choice of narrow band frequencies around the selected resonance. In envelope analysis signals are filtered through band pass filter and the filtered signal is demodulated with the help of full wave rectification of Hilbert transform and then spectrum analyzed. The pass band and envelope analysis techniques are useful to detect rolling element bearing faults when signals are noisy due to severity of fault or due to associated noise from other sources as shaft misalignment, unbalance, and looseness.

Fast Fourier Transform (FFT) is used in conventional frequency domain signature analysis techniques for conversion of time domain signal in frequency domain signal. FFT has a drawback when the signal is non-stationary or noisy, even in FFT time information is lost. Many researchers have been using Short Time Fourier Transform (STFT) to overcome the time information problem but low resolution problems exist in STFT. The Wavelets Transform is currently used to overcome both the time information and low resolution problems. A major advantage of the Wavelets Transform is that

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this method can exhibit the local features of the signals and give account of how energy is distributed over frequencies changes from one instant to the next.

The confidence of bearing fault diagnosis can be improved by using a range of failure indicators including performance indices, oil analysis, thermography and motor current readings in conjunction with vibration analysis. These indicators are generally assimilated and analyzed by human expert but computational expert system based on neural network, fuzzy logic, and rule based logic, as well as hybrid techniques containing elements of all three methods, are being used and continually improved in order to automate the process.

The neural network technology provides an attractive complement to traditional vibration analysis because of the potential of neural networks to operate in real time mode and to handle data that may be distorted or noisy [15]. Neural networks have proven their ability in the area of nonlinear pattern classification and can correctly identify the different caused of bearing vibration [16].

Fuzzy Logic has proven ability in mimicking human decisions in the bearing fault diagnosis. Fuzzy logic is promising for automation in the area of bearing vibration diagnosis if the input data is well processed [17]. The advantages of the fuzzy logic approach include the possibility to change the linguistic rules in to decisions by copying the procedure and thinking of a human analyzer. The rules that include uncertainty and inaccuracy are changed into numbers describing the severity or the probability of a fault. The rules and membership functions can be tuned so that the sensitivity of the system is good.

5. Advanced Signal processing techniques in vibration analysis

The monitoring and diagnosis of machinery is a well established discipline but much progress remains to be made in automating diagnosis as well as developing low cost reliable technologies which can be applied cost-effectively in the majority of production environments. Developments in micro technology and artificial intelligence have driven the trends towards more extensive onboard diagnostics.

Recent systems have relied on artificial intelligence techniques to strengthen the robustness of diagnostics systems. Four artificial techniques have been widely applied: expert system, neural networks, fuzzy logic and model-based systems [18]. Different kinds of artificial intelligence method have become common in fault diagnosis and condition monitoring. For example fuzzy logic and neural networks have been used in modeling and decision making in diagnostics schemes. Neural networks based classifications are used in diagnosis of rolling element bearings.

Shikari and sadiwala (2004) worked on automation in Condition Based Maintenance using Vibration Analysis [19]. In this work the importance of an intelligent system in CBM is discussed. Dyke (1998) [20], describes an example of the application of the DLI Engineering Expert Alert expert automated diagnostics system to successful diagnosis of machine tool spindle bearing problems. Sima (1995) [21], propose a strictly Neural Expert system architecture that enables the creation of the knowledge base automatically by learning from example inferences. Bandyopadhyay and Mandal [22], has developed an expert system for real time condition monitoring using vibration analysis for turbine bearing. Poyhonen and Negrea, [23], have applied support vector classification to fault diagnostics of an electrical Machine.

Four approached based on bispectral and wavelet analysis of vibration signals are investigated as signal processing techniques for application of a number of induction motor rolling element bearing faults by Yang, Stronach, and MacConnell (2003) [24].

A general methodology for machinery fault diagnosis through a pattern recognition technique is developed by Sun, Chen, Zhang, and Xi (2004) [14], this involves data acquisition, feature extraction, mapping for feature fusion, piece wise linear classification and diagnosis. They conclude, to increase the sensitivity and reliability of pattern recognition, one is encouraged to include as many feature parameters as possible without concern the redundancy or numerical singularities.

Intelligent systems cover a wide range of techniques related to hard science, such as modeling and control theory, and soft science such as the artificial intelligence. Intelligent systems, including neural networks, fuzzy logic, and wavelet techniques, utilize the concepts of biological systems and human cognitive capabilities. These systems have been recognized as a robust and alternative to some of the classical modeling and control methods [10].

Acknowledgement

The authors are pleased to acknowledge the support of Madhav Institute of Technology and Science (MITS), Gwalior, India for providing the facility of literature review. A special thanks to Dr. S Wadhwani, Lecturer, Electrical Engineering Department, MITS Gwalior, India, for the motivation throughout the literature survey.

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Reference

[1] Ranwick J.T., Babson D.C., vibration Analysis-A Proven techniques as a productions maintenance tool, IEEE Transaction of industry applications, Vol A-21,1985.

[2] McInerny S. A. and Dai Y., Basic vibration signal processing for bearing fault detection, IEEE Transactions on education, Vol. 46, No.-1, feb-2003.

[3] Davies(ed), A., Handbook of condition monitoring Techniques and methodology, Chapman and hall, London, U.K., Chap-12, pp-318, 1998.

[4] Weqerich S W and wilks A D and Pipke R M, Nonparametric modeling of vibration signal features for equipment health monitoring, IEEE,2003.

[5] LeiY and Kire M and Kenny T W, Statistical damage detection using time series analysis on a structural health monitoring benchmark problem, proceeding of statistics and probability in civil engineering, San Francisco, CA, USA,2003.

[6] Sohn H and Farrar CR, damage diagnosis using time series analysis of vibration signals, journal of smart material and structures institute of physics, UK, 2001.

[7] Sahinkaya MN, cole MOT and Burrows eR fault detection and tolerance in synchronous vibration control of rotor-magnetic bearing system, proceeding of instruction of mech. Engineers, 2001.

[8] Lebold, M.., McClintic, K., Campbell, R., Byington, C., and Maynard, K., Review of vibration Analysis Method for Gearbox Diagnostic and Prognostics,” Proceedings of the 54th Meeting of the Society for Machinery Failure Prevention Technology, Verginia Beach, VA, pp. 623-634, 2000.

[9] Verma SP, balan A, experimental investigations on the stations of electrical machines in relation to vibration and noise problems, IEE proc 1998.

[10] Ocak H and Loparo KA, Discenzo FM and Yooj, Twarowski , Estimating the running speed and the bearing key frequencies of an instruction motor from vibration data, VS office of naval research .

[11] Lammering R, Plenge M, Ettemeyer A, Walz T Optical inspection Techniques for vibration analysis and defect indication in railway , vibration of Bunderwchr Hamburg.

[13] Stack, J., R., Habetler, T., G., and Harley R., G., Fault Classification and Fault Signature Production for rolling Element Bearings, Proceeding of SDEMPED 2003 Symposium on Diagnostics and machines, Power Electronics and Drives, Atlanta, GA, USA, 24-26 August, pp-172-176, 2003.

[14] Sun, Q., Chen, P., Zhang, D., and Xi, F., Pattern Recognition for automatic machinery fault diagnosis, Journal of Vibration and Acoustics, ASME, Vol. 126, pp-307-316, 2004.

[15] Alguindigue I. E., wicz-Buczak, A.E., and Uhrig R. E., Monitoring and diagnosis of rolling element bearings using Artificial Neural Networks, IEEE Transactions on Industrial Electronics Vol.40, No. 2, pp.209-217, 1993.

[16] Li,B., Goddu, G., and Chow, M.Y., Detection of Common Motor Bearings faults Using Frequency-Domain Vibration Signal and a Neural Network Based Approach, Proceeding of the American control Conference, Philadelphia, Pennsylvania, pp-2032-2036, 1998.

[17] Goddu, G., Li, B., Chow, M.Y., and Hung, J.C., Motor Bearing fault diagnosis by a fundamental frequency amplitude based fuzzy decision system, IEEE Transaction, pp-1961-1965, 1998.

[18] Mann L, Saxena A, Knapp G, M., 1995, statistical-based or condition-based preventive maintenance?, MCB Journal of Quality in maintenance Engineering, vol.1, pp- 1355-2511.

[19] Shikari B and sadiwala C M, Automation in Condition Based Maintenance using vibration analysis, MANIT Bhopal, 2004.

[20] Dyke JV, P.E., Using an expert system for precision machine tool diagnostics: A case study, DLI engineering 1998.

[21] Sima J, Neural Expert systems, contributed article, Elsevier science ltd., PP 261-271, 1995.

[22] Badyopadhya A Mandal SD, Pal B Real time condition monitoring system using vibration analysis for turbine bearing, speech and signal processing Group Calcutta, India.

[23] Poyhonen S Negrea M, Arkkio A , Hyotyniemi H , Koivo H Support vector classification for fault diagnosis of an electrical machine , Helsinki university of Technology , Finland.

[24] Yang, D M., Stronach, A. F., and MacConnell, P., The application of Advanced Signal Processing Techniques to Induction Motor Bearing Condition Monitoring, Meccanica, Kluwer Academic Publishers, Vol. 38, pp-297-308, 2003.

Vol 21 No 1

2008 MAINTENANCE & RELIABILITYWEB LINKS

The following list of Maintenance, CMMS, Condition Monitoring, and Reliability Web Links was compiled by Len Bradshaw (January 2008)

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Apt Group www.aptgroup.com.au The apt Group of companies (apt Technology Pty Ltd, apt Risk Management Pty Ltd, aide Pty Ltd) - provides a holistic engineering approach to physical asset management and reliability (covering mechanical, electrical & IT disciplines).

Aquip Systems www.aquip.com.au Aquip Systems is an exclusive distributor for Prüftechnik Alignment and Prüftechnik Condition Monitoring in Australia, providing sales, technical support and training. For information on Rotalign ULTRA, Rotalign PRO, Optalign smart, ALIGNEO, VibSCANNER, VibXPERT, VibroWEB and VibNODE please see our website.

ARMS Reliability Engineers www.reliability.com.au The ARMS Reliability Engineers website is an informative portal for information on Reliability Engineering Principles, Products and Services. This site has case studies and papers in our library, discussion groups on our reliability forum, latest industry trends and developments in our e-newsletter as well as information on our products and services.

Asset Capability Management www.assetcapability.com.au acm designs and delivers management systems and tools to help asset owners more effectively manage their people and plant to improve productivity and be globally competitive.

Asset Reliability Services www.assetreliability.com.au Reliability Education and Condition Monitoring Specialists, we are your single point of contact for all your CM and Machine Problem Solving. Experienced on-site CM Specialists and world renowned seminar speakers is what makes us the leaders in Plant Asset Reliability Education and Services

Assetivity www.assetivity.com.auA hybrid management and engineering consulting organisation, focused on making Asset Management and Maintenance improvements for organisations in the Mining and Mineral Processing, Oil & Gas, Utilities, Power Generation, Defense and Heavy Manufacturing sectors.

ATTAR www.attar.com.au ATTAR provides leading practice Engineering Training & Consulting services! Established in 1985 ATTAR offers a variety of consulting services including Metallurgical services, Acoustic Emission Testing, Slip Resistance Testing, Failure Analysis, Expert Witness and other tailored services.

Australasian Infrared Systems www.austinfrared.com.au The leader in infrared cameras and thermal imaging. Provide supply, service, training and application support for infrared camera users. Exclusive agents for FLIR Systems in Australia.

AyaNova Service Management & Workorder Software http://www.ayanova.com Manage all aspects of service management and maintenance including automated work orders, dispatching, scheduling, preventive maintenance, notifications, customer equipment tracking, history, management reports, QuickBooks integration, remote access and web browser interface and much more.

Balmac Inc www.balmacinc.com Since 1976, Balmac Inc. has manufactured high quality vibration meters, monitors, monitoring systems, switches and analyzers for oil and gas, energy, industrial process and commercial building applications around the world.

BMS Technology www.bmstech.com/mantra/ Free maintenance management software for planned maintenance scheduling, job history, including planned, unplanned and breakdown, job issuing, stock control.

Davison Systems, LLC www.DavisonSoftware.com Davison CMMS manages work by personnel on equipment and other facility assets. PredictMate (tm) for predictive maintenance (PdM) receives data from printouts, handheld device, or SCADA. It creates work orders in the CMMS from predicted alarms or for condition-directed maintenance. Dbase Developments www.mainplan.comMainPlan CMMS for asset and spares control in manufacturing, mining, food processing. Save money, lower downtime, increase production with better asset control.

EPAC Software Technologies, Inc www.epacst.com Manage Maintenance As a Business” with ePAC. The ePAC user interface, written by maintenance people for maintenance people, along with superior functionality, makes ePAC a great value. As an EAM/CMMS solution, users find no other product as intuitive. ONSITE OPTIONS: Web-based, Network, Work Station, Mobile. ONLINE OPTIONS: Monthly subscription. Access via internet. DATABASE OPTIONS: Access, SQLServer, Oracle.

Idhammar Systems Ltd www.idhammarsystems.com Idhammar Systems keeps industry moving and improving with acclaimed manufacturing efficiency solutions. Our products include leading European Maintenance Management Systems (CMMS), and leading edge OEE Management Systems delivering real-time, accurate performance data to maximise assets and drive continuous improvement.

Infor Global Solutions http://www.infor.com/solutions/eam/ Infor EAM enables manufacturers, distributors, and services organizations to save time and money by optimizing maintenance resources, improving equipment and staff productivity, increasing inventory efficiency, and strengthening their ability to collect on warranty-related claims. Infor EAM software includes reporting tools that enable better decision-making to help improve future asset performance management and profitability

Infrared Thermal Imaging, Inc www.itimaging.com ITI offers infrared inspection services for industrial and commercial applications. Our services can be tailored to meet your facilities specific needs for electrical distribution systems, fixed fired equipment, steam air decoking, or infrared detection on VOC gases.

Initiate Action www.InventoryProcessOptimization.comHigh levels of MRO inventory are a symptom of the way inventory is controlled, supplied, accessed, purchased and managed. Addressing this through traditional ‘optimization’ alone does not resolve these greater issues. What is needed is Inventory Process OptimizationT.

InterPlan Systems Inc www.interplansystems.com Offers software, training and consulting solutions for estimating, planning, scheduling and managing refinery and petrochemical processing plant shutdowns, turnarounds and outages.

Industrial Precision Instruments www.ipi-infrared.com & www.ipi-inst.com The Infared Specialists: Visit our website for details on a wide range of infrared cameras, training and accessories. We offer equipment to suit all budgets, expert advice and unparalleled service.

MACE Consulting (Aust) www.macecg.com.au MACE is a specialist asset management and maintenance engineering professional services company. MACE assists its clients to solve or manage complex business problems in an innovative, practical and efficient manner. The aim of MACE is to promote the good practice and management of physical assets. MACE is focused on outcomes and achievement of all goals and recommendations.

Mainpac www.mainpac.com.au Mainpac Solutions address all business environments. Functionality available include, operational assets definition, maintenance planning, inventory, purchasing, work order request, project management integration, work safety, financial assets, contract/contractor management, PDA integration.

Maintenance Experts Pty Ltd (MEX) www.mex.com.au Maintenance Experts are the leading CMMS software provider in Australia with over 4000 users around the globe. The CMMS software MEX offers you superior functionality and flexibility with modules such as; Work Orders, Asset Register, History, PM, Invoicing, Reports, Stores, Downtime, Security and more. MEX allows you to efficiently and effectively track your assets/equipment.

Mobious http://www.ilearninteractive.com The Mobius Web site describes the vibration analysis and shaft alignment training products and course dates, plus it has free presentations on vibration analysis and shaft alignment

Monash University www.gippsland.monash.edu/science/mreFind out about our postgraduate programs leading to the master’s degree in maintenance and reliability engineering. Hundreds around the world have graduated from these programs, available only by off-campus learning ( distance education) to learners in any country. Study one or two units per semester.

Net Facilities http://www.netfacilities.com Net facilities is a complete computerized maintenance management system. Our asset tracking software will tell you when preventive maintenance is overdue so that you can take action before something goes wrong. It manages work orders, work flow distribution, vendor collaboration, inventory management, budget tracking, and preventative maintenance for facility, property and school management.

OMCS International www.omcsinternational.com OMCS specialises in reliability improvement programs based on simplicity. We supply cultural change programs supported by rapid analysis techniques and customised software applications developed in-house. Customers range in standards from the winners of the North American Maintenance Excellence Awards to those at the very beginning of their reliability journey. Perspective CMMS http://www.pemms.co.ukPerspective CMMS is an independent consultancy that provides assistance to maintenance and IT people tasked with selecting and implementing a Computerised Maintenance Management system.

Plant Maintenance Resource Center www.plant-maintenance.com The Plant Maintenance Resource Center is the premier web resource for industrial Maintenance professionals. It includes links to maintenance consultants, CMMS and maintenance software, CMMS vendors, maintenance conferences and conference papers, articles on maintenance, and many other valuable resources.

Projetech, Inc. www.projetech.comProjetech provides full service eMaintenance(r), Maximo Hosting, Maximo System Administration and is an IBM Business Partner that provides IBM Certified Maximo training. We also do Maximo implementations, upgrades,assessments, and more!

Pronto Software www.pronto.com.auPronto Software is a leading provider of fully integrated ERP solutions designed to meet the evolving needs of the FM industry. PRONTO-Xi Maintenance Management improves asset performance and reduces disruptive breakdowns and maintenance costs, ensuring an accelerated return on your IT investment.

PT Maintama Servisindo Mandiri http://www.maintama.com/index.htm PT MAINTAMA Servisindo Mandiri is Maintenance Management Service Company based in Indonesia. We specialise in CMMS software implementations, training and support. Our services include maintenance effectiveness audits, CMMS evaluations, maintenance training for planners and supervisors, safety management using a CMMS. We are a distributor of CMMS from Australia.

Ross Francis Consulting www.rossfrancis.com.au Asset Management and Maintenance consulting including business strategy, business reviews & audits, asset condition assessment, performance improvement, reliability, shutdown & project management, design review, commissioning, business processes & procedures development, systems implementation, outsourcing & contracting and training, coaching & mentoring.

Rushton International www.rushtonintl.comRushton International provides maintenance management consulting and maintenance management software for mines, fleets and facilities worldwide. The website also contains maintenance articles and tips, and free maintenance software demos.

SKF Reliability Systems www.skf.com.auNo single company in the world offers the breadth of services available today from SKF, or the depth of real-world application expertise we bring to the table. SKF’s Integrated Maintenance Solutions program applies the right mix of technology and service to help optimise capital operations and reduce Total Cost of ownership of assets. For more information on SKF Reliability Systems integrated approach, contact your local SKF representative, or visit the web site.

SKILLED Group www.skilled.com.au/clients/maintenance-trades.aspx#AssetGuardian Asset Guardian is a leading–edge maintenance management system, allowing clients to easily manage all tasks associated with their maintenance operations. The system has been designed with today’s maintenance departments in mind - designed to allow your maintenance personnel to “Do Maintenance … NOT Data Entry!” SMGlobal Inc www.smglobal.comSMGlobal’s FastMaint CMMS is preventive maintenance management software for small to mid-size maintenance teams. It is used worldwide for plant maintenance, facility & building maintenance, resort & restaurant maintenance, fleet maintenance and more. Download a 30-day trial from the website.

SoftSols (Asia/Pacific) www.getagility.com/au Agility is a simple browser based CMMS solution that provides all the features required to easily manage breakdown and preventive maintenance work orders and the associated spare parts and resources, for small maintenance departments through to multi-site corporate businesses.

Springer Science+Business Media www.springer.com Springer is the worlds leading publishier in reliability and related subjects publishing the largest number of books in these areas than any other publisher. Springer publishes the “Springer Series in Reliability Engineering”, edited by Professor Hoang Pham of Rutgers University, United States

TechnologyOne www.technologyone.com.auTechnologyOne Works and Assets is a project management and asset maintenance solution for infrastructure intensive organisations requiring sophisticated project management and billing capability. Fully integrated with financials, HR Payroll and Property and Rating, Works and Assets Modules provide a single solution to manage Capital projects, service delivery and asset performance.

Techs4biz Australia www.pervidi.com.auPervidi is a suit of products that automate paper based activities including inspections, maintenance, repair, service, tracking assets, and managing work orders. Pervidi combines software, PDAs and web portals. The most advanced CMMS PDA applications in the marketplace - yet they are intuitive and easy to use! Pervidi handheld applications easily integrate with our planning, scheduling and analysis software, or they can link with other applications. Offices in Australia, Canada and the US

The Asset Partnership www.assetpartnership.com The Asset Partnership is amongst Australia’s leading consulting organisations. We specialise in helping a diverse range of clients make efficient and effective use of their investments in physical assets.

Third City Solutions www.thirdcitysolutions.com.auMaintenance Management software that helps you devote more maintenance man-hours to preventative maintenance or planned maintenance inspections rather than to unplanned/breakdown work. Maintenance Management software that helps you devote more maintenance man-hours to preventative and planned maintenance inspections rather than tounplanned/breakdown work. Electronically record history of all maintenance work/inspections carried out on plant and equipment and facilities ensuring accurate records are kept for OH&S reasons.

UE Systems http://www.uesystems.comUE Systems manufactures and supports portable and fixed ultrasound instruments for condition monitoring and energy conservation (mechanical, electrical and leak detection) programs. You’ll find detailed application and product information, plus charts and graphs, and links to improve your inspection programs.

Vibration Institute of Australia http://www.viaustralia.com.au Vibration Institute offers basic, intermediate and advanced vibration training courses around Australia and New Zealand. The courses and exams follow the ISO and ASNT standards.

If your organisation books for two or more days of training the cost is $660 per person per day for all delegates that you register on these seminars

DAY 1 - Course OnePlanned Maintenance & Maintenance PeopleThe What, When & Who of Maintenance(For Maintenance & Non Maintenance Personnel)

DAY 2 - Course TwoMaintenance Planning, Control and SystemsMaintenance Planning,Maintenance Planners & CMMS/EAM’s

DAY 3 - Course ThreeMaintenance Management and Asset ManagementAn Introduction To Maintenance and AssetManagement Activities & Techniques(For Maintenance & Non Maintenance Personnel)

VenuesMelbourne14-16 May 2008

Brisbane28-30 July 2008

Sydney18-20 August 2008

THE MOST SUCCESSFUL AND MOSTRECOGNISED MAINTENANCE RELATED SEMINARS

* As well as Maintenance Personnel, why not also send your “Operations Personnel” * Download the full brochure from www.maintenancejournal.com or Ph 61 3 59750083

Maintenance2008 Seminars

Special Discounts Now Available

Presented By

Len Bradshaw

Organised ByEngineering Information

Transfer Pty Ltdand the Asset Management and Maintenance Journal

• Revisions & Updates for 2008

• Detailed Seminar Slides in Hard Copy

• Each Delegate Recieves a CD of Hundreds of Pages of Maintenance Related Facts, and Seminar Notes (400mb)

• Dozens of back issues of the Asset Management and Maintenance Journal

• The CD Includes CMMS, EAM, and Reliability conference proceedings from reliabilityweb.com and IMMC conferences from 2001 to 2007

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••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••Industry Meets To Keep Gears TurningThe intricacies of gear-unit maintenance took centre-stage at the recent SIRF Roundtables (SIRF Rt) industry forum held in Melbourne early in December 2007. The day-long ‘Best practice in gearbox maintenance’ common interest workgroup met to discuss the latest in maintenance best practice, and culminated in a site visit to the servicing and maintenance facility of drive solutions group, SEW-Eurodrive, in Tullamarine, Victoria.

SIRF Rt - an initiative following on from the Strategic Industry Research Foundation industry group - promotes the implementation of best practices throughout the manufacturing and process industries. According to SIRF Rt’s convener of the Industrial Maintenance Roundtable for Victoria & Tasmania, Terry Blackman, these events are designed to bring industrial experts together to share business performance knowledge. “We’re promoting best practice in maintenance, and that’s a moving target,” said Blackman. “This is a forum for group members to pick up on the best of what others are doing and implement it themselves.”

The morning’s discussions addressed fundamental gear-unit maintenance issues, such as lubrication management and filtration, reliability and installation issues, and advanced vibration and condition monitoring. “Some of these companies aren’t just at the level of maintaining their equipment, but are exploring ways of maximising and increasing the intervals between maintenance,” said Blackman. “They’ve got their basics right and are looking at what they are going to do next to further improve reliability.”

Following the morning meeting, the afternoon centred on the SEW-Eurodrive manufacturing facility in Tullamarine. A presentation by SEW-Eurodrive engineering manager, Frank Cerra, was followed by a comprehensive question and answers session. Covering a range of industry topics, the participants clearly appreciated the opportunity to discuss industry issues directly with a leading OEM representative.

At the conclusion of the presentation and discussion session, the group was taken through the SEW-Eurodrive plant, and in particular, its comprehensive servicing and maintenance area. The facility’s extensive tooling was evident, with a demonstration of a gear-unit being overhauled by SEW-Eurodrive employees. According to Cerra, SEW-Eurodrive’s reputation for fast, quality servicing is a crucial part of what the company offer to end-users. “It’s one of the things that SEW customer’s count on, and that keeps them coming back to us,” he said. www.sirfrt.com.au

••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••IFM – Octavis Online Vibration Monitoring SystemThe IFM Octavis Online Vibration Monitoring System available from Maintenance System Consolidated has been developed for utilisation in a variety of industries on equipment including pumps, spindles, compressors, fans, gearboxes and motors. The IFM system consists of vibration sensors, interconnect cable, diagnostic electronics and evaluation software. This package allows for On-Line Vibration Monitoring at less than $1000 per measurement point. What separates the IFM System aside from its affordability is that it produces an overall spectral analysis with the supplied software. This IFM system helps protect your critical machines, whilst reducing downtime and maintenance cost. Overall with the IFM Octavis offers more power with more features at even better value for money. For more details or a demonstration please contact Maintenance Systems Consolidated. www.maintsys.com.au 03 9761 5088

••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••V5 Videoscope SystemThe ITI V5 Videoscope System available from Maintenance Systems Consolidated allows users to utilise remote viewing technology on-site for detailed remote inspection for use on a variety of critical equipment including gearboxes, turbines, piping, vessels etc. The V5 Videoscope System is easy to use, durable, and portable, whilst containing superior video and still image quality at an affordable price. With the simple Point, Click and View operation that allows for recorded data to be transferred directly to a computer. With its patented Protecht® over torque protection system cuts down breakage, repair costs and down time. With custom computer designed optics, with all-digital and S-Video signals that are displayed on a high resolution (10.4”) LCD monitor, combining it with a digital zoom of ratios of 1x, 1.5x and 2x. The V5 Videoscope systems are available at a competitive price with the range starting at $30K. For more details or a demonstration please contact Maintenance Systems Consolidated. www.maintsys.com.au 03 9761 5088

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Zinifex chooses ARMS Reliability Engineers as Reliability Improvement PartnerIn April 2007 Zinifex embarked on a Reliability Improvement Program and engaged ARMS Reliability Engineers to be their consulting and support partner throughout the process. ARMS Reliability Engineers partner with Zinifex to oversee and facilitatie reliability improvement programs for the two Australian mines. ARMS have also been helping the smelting and processing facilities which are now owned by Nyrstar.

The main focus for the reliability engineering initiative is to realise benefits through facilitating analysis, supporting implementation and concurrently building site capability in the reliability engineering aspects of asset management. ARMS are helping Zinifex to do this by conducting site awareness and readiness sessions, undertaking criticality studies, building FMEA’s for critical equipment items and groups, and optimising and developing maintenance strategies. ARMS Reliability Engineers are delivering training in reliability methods such as root cause analysis and reliability centered maintenance and finally developing implementation plans and monitoring the progress of the initiative. ARMS Reliability Engineers are also working with EDI Downer the mobile fleet maintenance contractors at Century Zinc Mine and providing support in the direction of their reliability improvement initiatives to improve equipment performance.

Jason Apps, Engineering Manager, ARMS Reliability Engineers said “Working alongside and in partnership with Zinifex’s Reliability Engineers allows for an efficient analysis and improvement process whereby ARMS Reliability Engineers facilitate studies and act in a support role allowing the Zinifex Reliability Engineers to manage their time effectively yet build capability.”

Critical to the ARMS Reliability Engineers solution is the empowerment of Zinifex staff through training sessions. This approach enables an integrated solution that can be interfaced to the business system to ensure that a continuous improvement program is created and able to be sustained. A planned executive implementation tracking and audit system will ensure Zinifex will realize the short term gains and longer term benefits of their project investment over time. www.globalreliability.com

••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••Managing maintenance of multi site facilities at a low cost!!Aged care facilities in Australia and the world are experiencing a growth rate that is unprecedented, and the trend is that this will continue to grow. The ability to manage the maintenance for these sites is becoming more of an issue each year, as the majority of Retirement service companies are small management teams operating a large number of facilities over large geographic areas.

Traditionally the problem with computerized maintenance management systems (CMMS) was they were too big and expensive, therefore becoming cost prohibitive or they were too small and didn’t cater for multiple sites. The answer needs to be a small inexpensive system that is easy to use and caters for multiple sites of any size spread over towns, cities, states or countries.

MEX has been aware of this dilemma for some time and have come up with the solution, an easy to use, cost effective program that can look after any number of sites, from a central location. MEX is a web based maintenance management system that is fully functional, easy to use and best of all at an affordable price.

Mr. Stephen Ninnes, Managing Director of MEX says, “ from as little as $9,000 a company that runs between 1 and 1,000 facilities can have a facility maintenance system, an online job request system and have it all run from a central location.”

This new offering from MEX can allow management to view all assets or have each facility viewing their own assets, all through the MEX unique Regional set up. MEX can be accessed via network, web or wireless connections but has not lost any of the simplicity of use that has been a hallmark of MEX products since their inception in 1995.

In addition to this, MEX has also released a new package called MEX Mobile, that allows the engineer to do their work in the field on a Pocket PC or Smartphone which allows the hand held device to work live or via selected synchronization periods back to the centrally managed system. Allowing engineers of retirement villages to never be out of contact with the ongoing demands of the residents. For further information please go to www.mex.com.au

••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••Eagle Technology, Inc.’s ProTeus Now Available in Arabic Eagle Technology, Inc. and distribution partner, Kharafi National, a world-class player in the Pan Arab market, is proud to announce that ProTeus V, a leading maintenance management software, is now available in the Arabic language. Companies of all sizes use ProTeus V to manage assets, track maintenance activities, and costs. Among Arabic, ProTeus is also available in US and British English, Traditional and Simplified Chinese, German, Greek, Hungarian, Brazilian Portuguese, Spanish, and Turkish, with their respective currencies. According to Mr. Nasr Fawzi, Manager of Projects in Facilities Management at Kharafi National,

“This will provide a new opportunity for Kharafi National and Eagle Technology, Inc. to serve customers and prospects in our market.” Kharafi National provides turnkey installation and support to its clients. Harshad Shah, President of Eagle Technology, Inc. stated, “An expanded international presence is part of our five year growth plan.”

www.EagleCMMS.com www.KharafiNational.com

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••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••Denver Health Expands RFID Use To 1.5 Million Square Feet InnerWireless provider of in-building wireless solutions, has announced that Denver Health has expanded its RFID tracking throughout the 1.5 million-square-foot, 477-bed hospital in support of an initiative from hospital administrators to identify and reduce waste. InnerWireless deployed Vision, a real-time location system (RTLS) formerly known as PanGo, in response to the hospital’s need for real-time asset tracking that would integrate with its Cisco Unified Wireless Network and Cisco Wireless Location Appliance.

“With RTLS, we can quickly and efficiently find our equipment,” said Jeff Pelot, Chief Technology Officer of Denver Health. “Our biomedical department uses Vision for equipment maintenance purposes, and central supply can control infusion pump inventory. After seeing the results from tracking equipment in the Pavilion for Women and Children, we decided to use the system hospitalwide. Our ultimate goal is to improve patient safety and enhance the patient experience, and being able to track our equipment throughout the hospital will help us accomplish that.”

Denver Health also is using the technology to track rare, expensive equipment, such as wound vacuums. According to Pelot, wound vacuums can’t be purchased and are usually leased by the day. With InnerWireless’ Vision, Denver Health can locate and track expensive, critical equipment with the Cisco wireless infrastructure and the Cisco Wireless Location Appliance to make better informed leasing and purchasing decisions. www.InnerWireless.com

••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••Fixturlaser launches Express Alignment of Machine TrainsA Machine Train (power train or multiple drive units) is three or more units with rotating shafts connected to each other. Aligning a Machine Train can be a cumbersome task, with great risks for making time consuming errors. In many cases, one or more of the machines are affected by dynamic effects. In order to obtain a precision alignment, you need to compensate for those. Fixturlaser XA, the wireless shaft alignment system, can now be upgraded with a function for measurement and precision alignment of Machine Trains.

The Fixturlaser Machine TrainXA expansion kit, contains a unique software. The software is based upon the characteristic user interface from the Fixturlaser XA shaft alignment programs. The program includes 3D Macromedia® Flash™ animations to guide the user throughout the measurement, step-by-step.

By inserting the whole machine configuration in advance, including target values to compensate for dynamic effects, you can make a quick start of the measurement with Fixturlaser Machine TrainXA. The machine configuration can be saved for future measurements of the machine. You can also use the Express mode, automatically registering of measurement points, for even faster and more efficient alignment.

“Using the Fixturlaser Machine TrainXA, you are in control of the whole measurement procedure”, explains Hans Svensson, Managing Director. He continues: “3D Macromedia® Flash™ animations show you exactly what has been done so far and what you need to do next. The large color display of the system helps to get a good overview of the whole machine configuration”. The screen shows the complete result, both the horizontal and vertical view, at the same time. The unique “Minimal moves” function automatically chooses the best reference machine, which is illustrated on the screen. The reference machine can also be selected manually. After performing the alignment, the result screen (jpg-file) can be transferred to external units via an USB-stick. The file can be printed out or saved. www.fixturlaser.com

••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••IFS Enterprise Resource Planning and Maintenance Solution for SMEsIFS in 2007 launched IFS Sprint, its resource planning and maintenance solution designed specifically for small to medium sized organisations in Australia and New Zealand. IFS Sprint is an enterprise resource planning and maintenance solution with full functionality for selected industry verticals and is capable of being implemented and maintained at far lower costs than traditional product offerings to the SME market.

These savings are made possible because of the unique way in which IFS Sprint is preconfigured. IFS Sprint is a true component-based solution that is built on individual modules selected by IFS to suit the customer’s specific business and industry requirements. Beyond the initial implementation this ‘granular’ approach enables IFS and the customer to progressively and seamlessly include any additional functionality as the customer’s needs change.

“This feature of IFS Sprint is particularly important for small to medium businesses, because their business needs are always growing and evolving. SMEs are mainly emerging companies who are looking for a solution to meet their immediate needs, but also one that is scalable and flexible to cater for more complex and diverse future business needs,” said Trevor Fell, Director Sales & Marketing (Australia & NZ), IFS.

••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••National Forums 2007 – another winning success With record attendances, SIRF Rt, Australia’s foremost network learning organisation has just successfully completed its series of National Forums across Australia for 2007. These forums are a fantastic platform for bringing like minded people together to share experiences and learn from each other, not to mention the priceless networking opportunities.mai

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SIRF Rt was overwhelmed with the positive feedback. The 4 Forum topics for 2007 included Lean Leadership, Planning4Reliability, Electrical Maintenance and Safety and Condition Monitoring. The presentations were predominantly practitioner lead with over 100 case studies delivered during the series. The networking opportunities were countless and the learning experience for those who attended was huge!

The 4 Forums in 2007 saw leading speakers from across the globe present cutting edge information and learning opportunities. Joel Levitt and Ron Moore from the USA captured the attention and interest as key note speakers at the Condition Monitoring Forum, and the Planning4Reliabilty Forum, whilst our local Aussie experts like Fernando Costa of Rio Tinto and Wayne Bissett from OneSteel demonstrated that Australia has some of the leading practitioners in the world.

SIRF Rt aims to always to bring a good mix of speakers including, both national and international as well as compliment them with practitioners from Australian industry. The Practitioner lead sessions bring practical and hands on experience to the forums whilst the international speakers and keynote speakers add a level of inspiration and motivation. The forums are designed to broaden the learning experience for attendees and open their minds to the possibilities and that anything can be achieved with some “focus and know how!”

SIRF Rt is excited about the planning for 2008 to bring an exciting program of topics for discussion and leading speakers that will benefit all sectors of industry. We look forward to seeing you all in 2008.

••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••The Next Generation of Alarm Management Matrikon™ has released Matrikon Alarm Manager Version 4.1, its premier windows-based alarm system software application. This release enables easy and accurate comparison of alarm system performance against industry guidelines such as the EEMUA 191 and standards such as the future ISA S18.02. Version 4.1 helps IT managers easily maintain and upgrade the application by utilizing web server technology that operates in both hardware and virtual environments. Coupled with the application’s ability to contend with multiple firewalls, Alarm Manager provides Enterprise visibility while contending with increasing network security restrictions. The product is now available in English, German, Spanish, French, and Portuguese to better support Matrikon’s growing global distribution channels.

Go to www.matrikon.com for more information.

••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••Enhanced User Management and New Requester Options in Maintenance Request ToolMicroMain Corporation has announced the release of version 7.1 of its MicroMain™ Web Request tool. Part of the company’s computerized maintenance management system (CMMS), MicroMain Web Request enables employees, tenants, students, clients and others to submit maintenance work requests to a central help desk or directly to the maintenance department. Requesters can also check on the status of their work requests at their convenience—at any time and from any location—using a web browser from their desktop or a web-enabled handheld device such as a smart phone or Pocket PC.

Requesters can register to create an account, which saves all pertinent basic information, or log-in as a guest, if this option is enabled. In addition to creating work requests, requesters can easily view the status of their requests, including details such as priority assigned to the request or due date. Requesters can also change their passwords online, have their passwords emailed to them, or send a message directly to the MicroMain Web Request administrator. Online help is also always available for requesters.

“Our goal was to make MicroMain Web Request even easier to use, for both administrators and requesters, and to give both parties more control,” said David Tarver, Director of Development at MicroMain. “Our log-in and communication options, and our new interface, have clearly enhanced the requester experience. Administrators appreciate the simplified user management and increased security, as well as the ability to customize the look and requester options to meet their organizations’ needs.” www.micromain.com

••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••Sterling Steel Reduces Downtime and Increases Throughput With Reliability SoftwareIvara Corporation has announced that Sterling Steel, a leading manufacturer of wire rod for its parent company Leggett & Platt, has increased throughput and reduced downtime at its plant in Sterling, Illinois using the Ivara EXP reliability software solution. Using EXP, Sterling realized significant improvements in asset performance including an 88% reduction in downtime at the company’s rod mill and a 30% increase in meltshop throughput. To strengthen its competitive position, Sterling Steel is focused on containing costs while increasing throughput. The company recognized that improved asset reliability was critical to its long-term success. Ivara helped Sterling gain control over equipment failure. By implementing Ivara EXP enterprise software, Sterling was able to bring together a wide range of equipment condition data including maintenance inspections, operator rounds and online information.

Sterling now has a complete picture of their equipment health and performance - online in real time. EXP automates tracking and alarming on asset condition, triggering online or email alerts and driving corrective work orders into their CMMS application. Taking advantage of Ivara’s world-renowned reliability centered maintenance methodology,

Ivara RCM2™, along with Ivara’s reliability consulting expertise, Sterling was able to analyze how their critical equipment

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fails and determine an optimal mix of predictive and preventive maintenance tasks to efficiently manage potential failures. Sterling also utilized Ivara Maintenance Task Analysis (MTA™), an accelerated FMEA methodology designed for less critical assets.

In establishing an enterprise EXP environment, Sterling has brought operations and maintenance together in the management of their equipment. EXP has also served as a repository of equipment and maintenance knowledge – critical at a time where an aging workforce left Sterling exposed to knowledge loss.

In addition to the significant gains in rod mill uptime and throughput, the implementation of the Ivara EXP Reliability software solution has resulted in the following benefits:

• Downtime on Sterling Steel’s crane is virtually eliminated, from several times per month to only minutes per month.

• Downtime of the arc furnace, reduced from an average of 5% - 7% per month to 1.5% per month.

• Savings in excess of $100,000 per year due to improvements in cost of maintaining belts and bearings.

www.ivara.com

••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••MEX - Scheduling CentreFor some time MEX has been working with customer requests to come up with a better scheduler. An outlook style scheduler was requested and has now been introduced to MEX. By combining MEX work orders with an outlook style calendar, we are now providing the end user unparalleled power in scheduling the work to be done.

Some of the features include:

• View work by asset, trade or person

• Day, week, month and timeline views

• Include PM work with other work orders.

• Change work times by drag, drop and resize.

• Add work orders as you schedule others.

• Multiple print views available

• Parent Child work orders.

• Filter work orders in view

The scheduler centre is included in the latest release of MEX from Maintenance Experts, and is a powerful, full featured scheduling system that works interactively with the work orders, PM’s, Assets, and personnel from MEX.

Stephen Ninnes, director of MEX says, “It is the first time I can recall where as a user you can see what PM work is upcoming and be able to schedule your other maintenance alongside it”. It will save the user so much time and effort in the daily grind of trying to organize who does what. What would normally take an hour with multiple reports, is now done in seconds with all the information at your fingertips”.

The Scheduler centre will be available in the next release of MEX V12 SQL. For further information on this please contact MEX on 07 3392 4777 or [email protected].

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Maintenance Systems ConsolidatedA Division of Sigma Energy Solutions Pty LimitedPhone: (03) 9761 5088 Fax: (03) 9761 5090Email: [email protected] www.maintsys.com.au

Find & Prevent TroubleBefore It Finds You!!

• Monitor your plant’s most critical rotating machines• Real-time machinery health feedback integrates to

back to process control• Transforms vibration monitoring into predictive alerts• Transient analysis for turbines empowers decisions

through AMS™ Suite• Balance of plant machinery health monitoring includes

PeakVue® technology for rolling element bearing andgearbox analysis

S A L E S • S E R V I C E S • T R A I N I N G • S U P P O R T

Vibration l Alignment & Shims l Ultrasonics l Measure & Test l Oil Analysis l BalancingInfrared Thermography l Strobes & Tachs l Transducers l Thickness Gauges

• Hot & Cold seeking Cursors• 160x120 pixel

Microbolometer• Large 3.5” display and Image

• 2 movable cursors measure temperature at any point and

calculates temperature difference on screen

• Stores 1000 images + SD Card• Infrared analysis and Easy Report

Software included• 6 Hour Battery• Prices Start @ Under $5K• High Temp & Telephoto Options

Available

• Easy to Use• Infield Recording• Portable and Robust• Superior Image Quality

• Systems start at

$31,990 (+GST)

ITI V5 Videoscopes

Find & Prevent TroubleBefore It Finds You!!

Australia’s No1 range of Fault Finding, ConditionMonitoring & Preventative Maintenance products

company has now become the strongest.IRISYS Infrared Thermal Imagers

CSi 6000 Protection Rack

ifm Octavis Online VibrationMonitoring• Obtain Overall Spectral Data• Low system cost for optimised

machine uptime• Pre-alarm warnings to stop

critical machine failure• Less than $900 per

measurement point• Up to 4 measuring points per

module

fault advert:A4 advert 3/1/08 4:26 PM Page 1

NSW Office - 22/450 Elizabeth Street, Surry Hills 2010. Australia Tel: 61 2 9318 0656 Fax: 61 2 9318 0776 SA Office - 238 St Vincent Street, Port Adelaide 5015 Australia Tel: 61 8 8240 3555 Fax: 61 8 8240 3666

www.aptgroup.com.au [email protected]

Presents two alternative Training Events by Bill Kruger of ALL-TESTTM

INSTRUCTOR BIOGRAPHY ─ Bill Kruger combines 38 years of practical field engineering and maintenance experience with proven instructional techniques, including visual aids and demonstrations. Participants return to the plant able to immediately apply their learnings.

FIVE DAY SYLLABUS THREE DAY SYLLABUS

PRECISION MAINTENANCE COURSE MOTOR DIAGNOSTIC WORKSHOP Sydney: 26 May ─ 30 May 08 Sydney: 21 - 23 May 08

Integrating practical Bearing Assembly, Oil Analysis & Dynamic Analysis to extend your machines lives

To improve Motor System Reliability

1. How to extend Bearing and Seal Life • Film thickness vs. friction and load wear vs. machinery life • Establishing an on site oil analysis program

2. Creating the Mental Model • Rotor behaviour, bearing clearances, orbits, energy waste,

seal wear and bearing life • Vibration terminology, why & how machinery behaviour

creates the vibration pattern and how to relate them 3. How to find most common failures

• Resonance: Mass/Stiffness relationships, effects of resonance (Fatigue, Energy Loss)

• Unbalance: Cause/Effect, shop field balance considerations and limitations

• Misalignment: Cause/Effect, foundations & bases, determining thermal growth, precision alignment tolerances

4. Separating Sources occurring at 1X running speed • Identifying & preventing unbalance, misalignment, bent

shaft, eccentricity and resonance 5. How to fix problems forever

• Proper-bearing installation and maintenance techniques. • On-site analysis to maximize bearing and seal life

6. Electrical Theory for Motor Diagnostics • Motor and Transformer Theory

7. Motor Faults ― Multiple Technology (Electrical & Mechanical) 8. Introduction to Motor Circuit Analysis (Off-line Testing)

• Three Phase AC Motors • DC Motors • Transformers

9. Introduction to Electrical Signature Analysis (On-line Testing) • Understanding the FFT and Interpretation of Electrical

Signatures 10. Developing a Motor Diagnostics Program

• Estimating Time to Failure 11. Real World Program Considerations

• How to establish goals and objectives • Financial considerations • How to recognise and correct troublesome equipment • How to determine if you are getting the most from your

condition monitoring equipment or program

1. Introduction to Electrical Reliability (Maintenance Philosophies) 2. Electrical Theory for Motor Diagnostics

• Motor and Transformer Theory 3. Motor Faults ― Multiple Technology (Electrical & Mechanical) 4. Mechanical Considerations

• Alignment Considerations • Balance Considerations • Lubrication

5. Introduction to Motor Circuit Analysis (Off-Line Testing) • Three Phase AC Motors • DC Motors • Transformers

6. Hands on Testing Off-line • Interpretation of Data • EMCAT Software • DC Motor Testing • Transformer Testing

7. Introduction to Electrical Signature Analysis (On-line Testing) • Understanding the FFT

8. Understanding Dynamic Faults (Electrical & Mechanical) • Static Eccentricity • Dynamic Eccentricity • Unbalance, Alignment • Gear Problems • Bearing Faults

9. Hands On Testing Using the ATPOL • Introduction to EMCAT On-line Software • Interpretation of Electrical Signatures

10. Developing a Motor Diagnostics Program

• Estimating Time to Failure

SEE OVER FOR ENROLMENT FORM

To all who complete the training event(s) a certificate will be issued for Professional Development Record Purposes

NSW Office - 22/450 Elizabeth Street, Surry Hills 2010. Australia Tel: 61 2 9318 0656 Fax: 61 2 9318 0776 SA Office - 238 St Vincent Street, Port Adelaide 5015 Australia Tel: 61 8 8240 3555 Fax: 61 8 8240 3666

www.aptgroup.com.au [email protected]

Presents two alternative Training Events by Bill Kruger of ALL-TESTTM

PRECISION MAINTENANCE COURSE MOTOR DIAGNOSTIC WORKSHOP What is it about? Lowering maintenance costs and maximising machine reliability using field proven “Precision Maintenance” methods and procedures. Learn how to extend machinery life and prevent most machine failures from occurring Actual Case histories are used to teach Root Cause Analysis Techniques, also, frequent misinterpretation and misapplication of industry standards are explored as major causes of machinery problems. This course provides the fundamentals necessary to implement precision maintenance from both a mechanical & electrical prospective in your facility and to ensure maximum payback is obtained from your equipment investments.

What is it about? Improving Motor System Reliability “any type, any size”. Using unique, purely “Non Destructive” testing methods and procedures. Includes commissioning new or repaired electric motors; diagnose winding faults quickly and accurately; identify rotor health, incoming power quality and drive wellbeing; plus, driven load mechanical health. Trending condition over time and distinguish what is NOT faulty. Case histories/exercises are delivered in a conducive learning environment. This event provides the fundamentals necessary to implement an electric motor management program and ensure maximum payback is obtained from equipment investments. New product enhancements are also to be discussed.

Who should Attend these Training Events? Designed for maintenance planners and supervisors, reliability engineers, predictive maintenance, trades and operations personnel, in fact, anyone who is interested in improving plant operation. Participants return to the plant able to immediately apply their learnings. Those who understand the power of the solutions provided are best able to utilise equipment and notably reduce unnecessary machinery problems.

SYDNEY ― 5 DAYS Precision Maintenance 26 May ― 30 May 2008

SYDNEY ― 3 DAYS Motor Diagnostic Workshop 21 May ― 23 May 2008

AUD$2,290.00 (Ex. GST) ea. AUD$2,090.00 (Ex. GST) ea.

FEES INCLUDE: Lunch, refreshments & course material. Registration 8:15am Finish 4:30pm daily.

Accommodation booking required? Venue: Novotel Rockford Darling Harbour

Registration Details

NAME: ________________________________________________ POSITION: _____________________________

COMPANY: ____________________________________________ DEPARTMENT: _________________________

ADDRESS: _______________________________________________________________________________________

STATE: ________ POSTCODE: ____________ EMAIL: _______________________________________________

TELEPHONE: ___________________________________ FAX: ____________________________________ ______ Notes 1/ To ensure seat allocation, an official company purchase order should be lodged upon enrolment; payment can be made by Credit Card or Telegraphic Transfer (please telephone the Surry Hills office for banking details). 2/ Cancellation policy: a 50% refund will be made for cancellations 10 or more working days before commencement of the course. If less than 10 working days, no refund can be given. For fees already paid, you may send a replacement participant.

Please select method of payment:

VISA MASTERCARD BANKCARD PURCHASE ORDER #:

NUMBER: EXPIRY DATE:

NAME ON CARD: SIGNATURE:

Please either fax or post the registration form to secure a place now (duplicate form as required)

SKF Public Course Locations

JanuarySUN 6 13 20 27

MON 7 14 21 28 Australia Day

TUE 1 New Years Day 8 15 22 29

WED 2 9 16 23 30

THU 3 10 17 24 31

FRI 4 11 18 25

SAT 5 12 19 26

AprilSUN 6 13 20 27

MON 7 14 21 28

TUE 1 8 15 22 29

WED 2 9 16 23 30

THU 3 10 17 24

FRI 4 11 18 25 Anzac Day

SAT 5 12 19 26

MaySUN 4 11 18 25

MON 5 12 19 26

TUE 6 13 20 27

WED 7 14 21 28

THU 1 8 15 22 29

FRI 2 9 16 23 30

SAT 3 10 17 24 31

JuneSUN 1 8 15 22 29

MON 2 9 16 23 30

TUE 3 10 17 24

WED 4 11 18 25

THU 5 12 19 26

FRI 6 13 20 27

SAT 7 14 21 28

JulySUN 6 13 20 27

MON 7 14 21 28

TUE 1 8 15 22 29

WED 2 9 16 23 30

THU 3 10 17 24 31

FRI 4 11 18 25

SAT 5 12 19 26

AugustSUN 31 3 10 17 24

MON 4 11 18 25

TUE 5 12 19 26

WED 6 13 20 27

THU 7 14 21 28

FRI 1 8 15 22 29

SAT 2 9 16 23 30

SeptemberSUN 7 14 21 28

MON 1 8 15 22 29 Queen’s Birthday (WA)

TUE 2 9 16 23 30

WED 3 10 17 24

THU 4 11 18 25

FRI 5 12 19 26

SAT 6 13 20 27

OctoberSUN 5 12 19 26

MON 6 Labour Day (NSW, SA & ACT) 13 20 27

TUE 7 14 21 28

WED 1 8 15 22 29

THU 2 9 16 23 30

FRI 3 10 17 24 31

SAT 4 11 18 25

NovemberSUN 30 2 9 16 23

MON 3 10 17 24

TUE 4 11 18 25

WED 5 12 19 26

THU 6 13 20 27

FRI 7 14 21 28

SAT 1 8 15 22 29

DecemberSUN 7 14 21 28

MON 1 8 15 22 29

TUE 2 9 16 23 30

WED 3 10 17 24 31

THU 4 11 18 25 Christmas Day

FRI 5 12 19 26 Boxing Day

SAT 6 13 20 27

FebruarySUN 3 10 17 24

MON 4 11 18 25

TUE 5 12 19 26

WED 6 13 20 27

THU 7 14 21 28

FRI 1 8 15 22 29

SAT 2 9 16 23

MarchSUN 30 2 Labour Day (WA) 9 16 23 Easter Sunday

MON 31 3 Labor Day (VIC) 10 Adelaide Cup (SA) Eight Hours Day (TAS)

17 24 Easter Monday

TUE 4 11 18 25

WED 5 12 19 26

THU 6 13 20 27

FRI 7 14 21 Good Friday 28

SAT 1 8 15 22 Easter Saturday 29

Bearing Failure AnalysisQUEENSLAND Mackay15 February2 May18 July14 NovemberMount Isa5 August

Introduction to Bearing Housings and SealsQUEENSLANDMount Isa10 April

Bearing LubricationQUEENSLANDMackay 13 February1 May17 July13 November

Bearing Technology & MaintenanceNEW SOUTH WALESAlbury17-19 JuneBathurst6-8 MayDubbo12-14 AugustNewcastle27-29 MaySmithfield8-10 April24-26 JuneWagga24-26 JuneWollongong9-11 SeptemberNORTHERN TERRITORYDarwin18-20 MarchQUEENSLANDArcherfield2-4 July2-4 DecemberBundaberg16-18 SeptemberCairns15-17 April Gladstone29-31 July21-23 OctoberMackay12-14 AugustMount Isa20-22 May26-28 AugustPNG7-9 OctoberRockhampton1-3 April6-8 MayToowoomba18-20 MarchWeipa4-6 MarchSOUTH AUSTRALIAWhyalla2-4 April16-18 SeptemberWingfield13-15 February6-8 May12-14 AugustVICTORIABallarat19-21 AugustBendigo9-11 SeptemberGippsland6-8 MayOakleigh1-3 April29-31 July21-23 OctoberWESTERN AUSTRALIAAlbany14-16 OctoberBunbury10-12 JuneKalgoorlie18-20 MarchRivervale19-21 February13-15 May26-28 August

Bearings for Electric MotorsQUEENSLANDMackay14 February29 April15 July11 November

Condition Based Maintenance 1NEW SOUTH WALESSmithfield19-20 May10-11 NovemberQUEENSLANDArcherfield1-2 DecemberCairns3-4 NovemberWESTERN AUSTRALIARivervale5-6 May12-13 August

Dynamic BalancingNEW SOUTH WALESSmithfield25 March

Fitting Spherical, Self-Aligning Ball & CARB BearingsQUEENSLANDMackay12 February30 April16 July12 November

Improving Bearing Reliability in FansNEW SOUTH WALESSmithfield5-6 August

Improving Bearing Reliability in PumpsNEW SOUTH WALESSmithfield26-27 August

Improving Crusher ReliabilityNEW SOUTH WALESSmithfield 16-17 SeptemberNORTHERN TERRITORYDarwin15-16 AprilQUEENSLANDArcherfield29-30 AprilSOUTH AUSTRALIAWhyalla4-5 MarchWingfield17-18 JuneWESTERN AUSTRALIAKalgoorlie22-23 July

Introduction to Thermography AnalysisNEW SOUTH WALESBathurst2 JuneSmithfield22 AprilQUEENSLANDArcherfield11 MarchMackay8 April

Infrared Thermography 1NEW SOUTH WALESSmithfield21-25 JulyQUEENSLANDArcherfield12-16 May WESTERN AUSTRALIARivervale7-11 April

Optimising Asset Management through Maintenance StrategyVICTORIAOakleigh2-5 SeptemberWESTERN AUSTRALIARivervale17-20 November

Lubrication in Rolling Element Bearings 1NEW SOUTH WALESSmithfield15-16 AprilQUEENSLANDArcherfield22-23 AprilSOUTH AUSTRALIAWhyalla 20-21 MayVICTORIAOakleigh13-14 MayWESTERN AUSTRALIARivervale15-16 July

Machinery Lubrication Technician 1NEW SOUTH WALESSmithfield13-15 MayQUEENSLANDArcherfield8-10 JulyCairns19-21 AugustSOUTH AUSTRALIAWhyalla26-28 AugustVICTORIAOakleigh25-27 MarchWESTERN AUSTRALIARivervale26-28 February

Machinery Lubrication Technician 2NEW SOUTH WALESSmithfield9-11 SeptemberQUEENSLANDArcherfield10-12 NovemberWESTERN AUSTRALIARivervale27-29 May

Oil Analysis 1NEW SOUTH WALESSmithfield2-4 September

Oil Analysis 2NEW SOUTH WALESSmithfield14-16 October

Precision Shaft AlignmentNEW SOUTH WALESSmithfield11 November QUEENSLANDArcherfield7 OctoberCairns8 JulyMackay22 JulyWESTERN AUSTRALIAKalgoorlie17 September Rivervale7 May

Proactive Maintenance SkillsNEW SOUTH WALESSmithfield19-23 May10-14 NovemberQUEENSLANDArcherfield1-5 DecemberCairns3-7 NovemberWESTERN AUSTRALIAKalgoorlie15-19 SeptemberRivervale5-9 May

Root Cause Analysis WorkshopNEW SOUTH WALESSmithfield 15-16 July

Root Cause Bearing Failure AnalysisNEW SOUTH WALESSmithfield17-18 JuneNORTHERN TERRITORYDarwin15-16 JulyQUEENSLANDArcherfield9-10 SeptemberGladstone12-13 AugustMackay4-5 MarchVICTORIAOakleigh 19-20 August14-15 OctoberWESTERN AUSTRALIARivervale3-4 June

Selecting & Maintaining Power Transmission SystemsNEW SOUTH WALESSmithfield23-24 September QUEENSLANDArcherfield19-20 AugustSOUTH AUSTRALIAMount Gambier20-21 MayWhyalla11-12 NovemberWingfield27-28 AugustVICTORIAOakleigh24-25 JuneWESTERN AUSTRALIARivervale11-12 March

Ultrasonic Inspection & Testing 1NEW SOUTH WALESSmithfield28 July-1 AugustQUEENSLANDArcherfield19-23 MayWESTERN AUSTRALIARivervale14-18 April

Vibration Analysis 1NEW SOUTH WALESSmithfield11-13 MarchQUEENSLANDArcherfield17-19 June VICTORIAOakleigh15-17 AprilWESTERN AUSTRALIARivervale29 April-1 May

Vibration Analysis 2NEW SOUTH WALESSmithfield30 June-4 JulyQUEENSLANDArcherfield 13-17 OctoberVICTORIAOakleigh22-26 SeptemberWESTERN AUSTRALIARivervale20-24 October

Vibration Analysis 3NEW SOUTH WALESSmithfield3-7 November

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SKF Reliability Systems

Training Calendar 2008

For further information on Public Courses or to organise an Onsite Course: P 03 9269 0763 E [email protected] W www.skf.com.au/training The Power of Knowledge Engineering!

BEM

Queen’s Birthday (All except WA)

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Melbourne Cup (VIC)

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Foundation Day (WA)

IR1

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Labour Day (QLD)

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PMS VA3 CM1

Ifyourorganisationbooksfortwoormoredaysoftrainingthecostis$660 perpersonperdayforalldelegatesthatyouregisterontheseseminars

DAY 1 - Course OnePlanned Maintenance & Maintenance PeopleTheWhat,When&WhoofMaintenance(For Maintenance & Non Maintenance Personnel)

DAY 2 - Course TwoMaintenance Planning, Control and SystemsMaintenancePlanning,MaintenancePlanners&CMMS/EAM’s

DAY 3 - Course ThreeMaintenance Management and Asset ManagementAnIntroductionToMaintenanceandAssetManagementActivities&Techniques(For Maintenance & Non Maintenance Personnel)

VenuesMelbourne14-16 May 2008

Brisbane28-30 July 2008

Sydney18-20 August 2008

THE MOST SUCCESSFUL AND MOSTRECOGNISED MAINTENANCE RELATED SEMINARS

* As well as Maintenance Personnel, why not also send your “Operations Personnel”

Maintenance2008 Seminars

Special Discounts Now Available

Presented ByLen Bradshaw

Organised ByEngineering Information

Transfer Pty Ltdand the Asset Management and Maintenance Journal

• Revisions & Updates for 2008

• Detailed Seminar Slides in Hard Copy

• Each Delegate Recieves a CD of Hundreds of Pages of Maintenance Related Facts, and Seminar Notes (400mb)

• Dozens of back issues of the Asset Management and Maintenance Journal

• The CD Includes CMMS, EAM, and Reliability conference proceedings from reliabilityweb.com and IMMC conferences from 2001 to 2007

Course One

Planned Maintenance And Maintenance PeopleThe What, When and Who of Maintenance1 . Consequences of Good or Bad Maintenance• The direct and indirect costs of Maintenance. The real cost of failures and cost of downtime. What do you cost and what are you worth.• Effect of too little or too much planned maintenance.• The need to provide and prove due care of your assets.• Are “competent” people planning and doing the maintenance work.• Do you identify/record real maintenance costs and how do you respond and control those costs.

2 . Maintenance Activities• The different activities performed in maintenance - emergency, corrective, preventive, predictive, condition based,detective, proactive maintenanc, and designing for maintenance. Problems associated with fixed time replacement of components. • Understanding what are failures in maintenance.The diffe rent failure types and how they affect what maintenance should be used.• What maintenance is needed. Setting inspection and PM frequencies.• A brief introduction to maintenance planning,control and systems

3 . Inspections & Condition Based Maintenance• What inspection and preventive/predictive techniques are now available in maintenance.• A look at the wide range of inspection and condition monitoring techniques - basic visual inspections, oil analysis, vibration monitoring, thermography, acoustic emission, boroscopes, fibre optics, alignment techniques, residual current, etc. Discussion 1: What maintenance types do you perform? Is it what your plant really needs? What techniques for repair, inspections & Condition Monitoring are used in your plant. Are they successful? If not why not.

4 . The People and Structures In Maintenance• People - The most important assets in maintenance or are they ? • The different organisational structures used for maintenance activities.• Restructured maintenance;flexibility, multiskilling and team based structures.• What motivates people to work with the company rather than against it.• Are teams achievable in your organization? How far can you go.• Utilising non maintenance resources.• TPM - Total Productive Maintenance.• Administrative responsibilities for teams.• Recruitment and Reward methods. Coping with the shortage of skilled personnel.• Maintenance Outsourcing/Contracting - for and against.

Discussions 2: Are your organisations using the right people and structures in maintenance?Your successes and failures with people issues.

Who should attend this 1 day seminar?Planners, Team Leaders, Team Members, Supervisors,Tradesmen, Operations Personnel,

Technicians, Engineers,Systems Managers, and others interested in maintenance of plant and assets.

Course Two

Maintenance Planning, Control and SystemsMaintenance Planning, Planners and Computerised Maintenance Management Systems/EAMs/ERP’s

1 . Maintenance Planning and Control - The Overview• The different processes and techniques involved with maintenance planning,control,and use of a CMMS.• The move towards Asset Management Systems and beyond the traditional CMMS.• Links to other management systems,control systems, GIS, GPS, Internet, Intranet, • Web based systems. Asset Service Providers and Managed Service Providers.• Benefits & Problems associated with implementation and use of a CMMS/EAM/ERP’s. • Systems and Devices that improve maintenance information, control and analysis.

Discussion 1: The Planning and the CMMS/EAM/ERP in your organisation - its strengths & weaknesses.

2 . Maintenance Planning and Control - The Details• Equipment coding,inventory and asset registers.Using the asset technical database. Identifying & controlling rotables.Asset and task priority or criticallity• Introduction to maintenance plan development. PM’s and repair proceedures.• Maintenance requests. Quick work request/work order logging. • A PM becoming a Corrective task. The small job.• Backlog and frontlog files.Opportunity maintenance. Resource justification.Backlog file management.• PM routines. Scheduling PM’s and corrective maintenance. Allocating time and resources.• Determining the weekly work. Planning coordination meeting. Planner-Supervisor co-operation.• Work order issue, work in progress. reporting back - automating this process. • Planner-Technician/Trades cooperation.• Feedback and history required. Automating the reporting process.• Reports and performance measures. Performance measures for plant,maintenance, people and planning. Discussion 2: Group discussion on the different sections of Planning, Control and CMMS Systems

3 . Maintenance Planning and Planners• An Example of how the best plan and their Maintenance Activities. • Pro-active Maintenance Planning.• Who should be the planner. Responsibilities/duties of the planner. • Full time or part time planners.Planner to Maintenance Personnel ratio. • Value of effective planning and planners.

4 . Maintenance Stores• Store objectives. Introduction to stock control methods. • Impact of maintenance type on stock requirements. • Who owns the stores? Who owns the parts? User alliances. Consignment stock.• Improving and monitoring service levels from your maintenance store. • Location of the stores. • Maintenance of parts in the store.

Who should attend this 1 day seminar?Planners, Team Leaders, Team Members, Supervisors, Tradesmen, Operations Personnel,

Technicians, Engineers, Systems Managers, Stores Personnel and others interested in maintenance of plant and assets.

Course Three

Maintenance Managementand Asset ManagementThis seminar introduces the wide range of Maintenance Management activities/techniques that may be applied within your organisation and the contribution Maintenance can make to company profitability and competative advantage. Even if you are not directly involved in the use of these techniques it is still important that you have at least an understanding of what can be done and what can be achieved.

1 . Business & Organisational Success Via Better Maintenance• The key role that maintenance plays in achieving business success.Maintenance as a profit creator.• Justifying maintenance resources.Proving your worth.Reducing Direct or Indirect maintenance costs.• Maintenance Impact on Safety, Insurance and Legal Costs. Risks of poor or under resoursed maintenance.• Maintenance based on corporate objectives.

Discussion1: Business approach to maintenance and Management’s understanding of Maintenance.

2 . Achieving Better Maintenance• Common features of the best maintenance organizations in the world. What is Maintenance Excellence.• Maintenance excellence awards in Australia and overseas

2.1 The Best People:• Leadership, recruitment,t raining, flexibility, motivation, teams, TPM, performance, rewards, core skills and outsourcing2.2 The Best Parts Management:• Stores management,stores objectives,alliances, internet spares,parts optimisation, improved parts specifications, automated stores,stores personnel..2.3 The Best Maintenance Practices:• Better Corrective, Preventive, Predictive, and Proactive maintenance.• Using downtime data to minimise the impact of downtime.• Using failure data to optimise maintenance activities using Weibull analysis.• Moving through Preventive / Predictive to Proactive Maintenance. Earning time to think and develope.

Discussion 2: Discussions on Maintenance Parts, People and Practices

3 . Maintenance Strategies For The Future• Setting Strategies: From Policy Statements,Audits,Benchmarking,Gap Analysis and Objectives through to MaintenancePerformance Measures.• Examples of Maintenance Objectives and Performance Measures.

4 . Analytical Methods In Maintenance• Maintenance Plan Development and Optimisation Software.• Example of how to collect, use, and understand maintenance data.• Fine tuning PM activities.Can we use MTBF? Timelines, Histograms, Pareto Analysis, Simulation.

5 . Asset Life Issues• Introduction to Plant Design considerations that improve reliability, availability and maintainability.• Introduction to life cycle costing of assets.• Plant replacement strategies;software tools.• Better maintenance specifications of machines.

Who should attend this 1 day seminar?Maintenance Team Members,Technicians,Planners,Engineers,Supervisors and Managers;plus Production Supervisors/Managers &

Accounts/Financial Managers,and others interested in maintenance of plant and assets.

The seminar is presented by Len BradshawLen Bradshaw is a specialist in maintenance management and maintenance planning control and an international consultant in this field. Len has conducted over 300 courses for in excess of 8,800 maintenance personnel, both in Australia and overseas. He is managing editor of the AMMJ. He has a Masters Degree in Terotechnology (Maintenance Management) and has held several positions as Maintenance Engineer in the UK and other overseas nations. Len has conducted maintenance management courses for all levels of maintenance staff from trades personnel to executive management.

Seminar Fees

AUS $660 per person per day for organisations that book for two or more days of training. For Example, one person attending 2 or more of the seminars or multipble for this discount.

AUS $770 For organisations only booking a total of one day of training. This rate only applies if you are only sending one person on one day..

The course fees are inclusive of GST and also include Seminar notes as well as lunch and refreshments.Course fee does not include accommodation, which if required is the delegates own responsibility.

Confirmation A confirmation letter will be sent to each delegate.

Times The seminars start at 8:00am and end at 3:30pm, each day. Registration is from 7:45am on the first day the delegate attends the seminars.

2008 VENUES AUSTRALIAMelbourne: 14 - 16 May 2008Rydges Carlton Hotel701 Swanston St, Melbourne VICWeb: www.rydges.com

Brisbane: 28 - 30 July 2008Royal On The Park HotelCnr Alice & Albert StreetBrisbane, QLD

Sydney: 18 - 20 August 2008Swiss-Grand Hotel Bondi BeachBeach Road, Bondi Beach NSW

For Further InformationPhone EIT (03) 5975 0083 Fax (03) 5975 5735or email to: [email protected] or visit www.maintenancejournal.comEngineering Information Transfer P/L ABN 67 330 738 613

REGISTRATION FORM Course Venue Please Tick Course Please Tick Venue

•CourseOne:Planned Maintenance and Maintenance People

•CourseTwo:Maintenance Planning Control and Systems

•CourseThree:Maintenance and Asset Management

Name of delegate _________________________________________Position ___________________________

Company_________________________________________________________________________________

Address___________________________________________________________________________________

_________________________________________________________________________________________

Email ____________________________________________________________________________________

Name of approving officer ____________________________________Phone _____________________________

Position _________________________________________________ Fax _____________________________

Method of payment Fee payable $_________________

eCheque - enclosed made payable to Engineering Information Transfer Pty Ltd eElectronic funds transfer - Please email to obtain details from: [email protected]

eCharge to my credit card American Express Mastercard Visa Card

Expiry Date_______________

Name on card___________________________________Signature _______________________

1 . Fax the completed registration and provide credit card payment details. Fax: 03 59 755735

2. Or mail the completed registration form together with your cheque made payable to:Engineering Information Transfer Pty LtdP.O. Box 703, Mornington, VIC 3931, Australia

3. Or Email and Indicate courses/ dates/venue required/ personnel to attend and provide details of method of payment to:[email protected]

How do I Register?

Melbourne

Brisbane

Sydney

Cancellations: Should you (after having registered) be unable to attend, a substitute delegate is always welcome. Alternatively, a full refund will be made for cancellations received in writing 14 days before the seminar starts . Cancellations 7 to 14 days prior to the seminar dates will be refunded 40% of the registration fee, in addition to receiving a set of seminar notes. There will be no refund for cancellations within 7 days of the seminar dates. This registration form may be photocopied.

4. Or send a formal company Purchase Order and we will invoice your organisation on that Purchase Order.