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AMMJ Contents Asset Management and Maintenance Journal July 2009 Issue Vol 22 No 3

Motivating Maintenance Craftsmen - Do We Know What We Are Doing? 6 Mike Levery (UK)

Reducing Maintenance Costs In Tough Economic Times 10Steve Turner (Australia)

CM Increases and Maintains Efficiency in Paper Production 14SKF CM Case Study (Germany)

Machines Talk and It Pays To Listen 18AV Technology Ltd (UK)

Are You Doing Too Much Preventive Maintenance? 22Andy Page and George Karalexis (USA)

How Do Continuous Improvement Management Philosophies 28 Relate To The Maintenance Function Mark Brunner (Australia)

Healthcare and Maintenance 34Jerry Larkin (Ireland)

Asset Management Systems For The Antarctic 38Geoffrey Montgomery (Australia)

RCM and HAZOP - Is There A Need For Both? 40Phil Clarke and Stephen Young (Australia)

2009 Listing of CM 48 Equipment & Services Len Bradshaw (Australia)

Maintenance News 54

Subscription Form 58

COVER SHOT:This Issue’s cover shot is of the Scott Base in the Antarctic. Antarctica New Zealand supports science and environmental programs at their Scott Base fa-cility. They use SmartAsset to manage their various assets in Antarctica. See page 38 for the article.The photograph is taken by © Lucia Simion, Antarc-tica NZ Pictorial Collection: K245 07/08

Asset Management and Maintenance JournalISSN 1835-789X (Print) ISSN 1835-7903 (Online) Published by:Engineering Information Transfer Pty Ltd

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To Subscribe to the AMMJ go to page 58 or www.maintenancejournal.com to download the SUBSCRIPTION FORM

Vol 22No 3

How CI Relates To Maintenance Function CM Increases & Maintains EfficiencyMotivating Maintenance CraftsmenIt Pays To Listen To Machines TalkAre You Doing Too Much PM

Healthcare & MaintenanceAM System For The Antarctic

Reducing Maintenance Costs2009 CM Products & Suppliers

RCM & HAZOP Do We Need Both

IntroductionDo we really understand what makes maintenance craftsmen tick? After spending over thirty years working with maintenance craftsmen in a variety of industries and market sectors, I have come to the conclusion that the answer is “No, not really”. Chief Executives often say to me that maintenance is a headache: a problem better managed by somebody else preferably through outsourcing. They describe craftsmen as “a law unto themselves” and “out of control”. Nothing seems to have changed much in my 30 years of working in the field of maintenance.

So is it the case that craftsmen and maintenance are “out of control”? Or is it that we just don’t understand what motivates craftsmen or what drives them to do an exceptional job?

This article will examine:

- some of the reasons why we believe craftsmen and maintenance are “a law unto themselves”.

- why rewards and recognition are often misread.

- what impact outsourcing has on the views of the craftsmen that do the work.

The Perception of CraftsmenRelationship between Production/Operations (Ops) and MaintenanceOne of the core elements of my work is establishing improved working relationships between Ops and Maintenance. To gain an early understanding of how Ops see Maintenance and vice versa I often ask them to draw a picture of how they see each other.

This exercise has always proved to be very revealing. In many cases, Ops draw their Maintenance colleagues as being laid back, often drinking large mugs of tea and with a lot to say! And how does Maintenance see Ops? Ops are often drawn as headless chickens, running round in a blind panic!

I then bring Ops and Maintenance together to discuss their pictures of each other and why they see each other in the way they do. The stories behind the pictures tell us a lot. The assumption by Ops that Maintenance are hanging around with nothing to do is challenged by Maintenance who say that there is little point in starting a planned job because they will always be expected to respond immediately to any operational failures. For their part, Ops are surprised to be seen as headless chickens when requesting maintenance work. They fail to recognise that their expectation of an immediate response to a maintenance request is received as Ops seeing every situation as a crisis - hence the headless chickens.

Could it be that the Ops approach to requesting maintenance work is actually creating an environment where the maintenance function is inevitably less productive?

Craftsmen’s motivationWhen I start work with a group of maintenance craftsmen there is often an obvious lack of drive, enthusiasm and excitement about what they do. Commitment, yes – but the “spark” is missing. One highly skilled and extremely capable craftsman said in a workshop to discuss planning processes “I’m not paid to think”. His Ops colleagues were appalled at his negativity. But what was he actually saying? In the environment where he worked, he had spent 25 years moving from one crisis to the next and had given up questioning whether every job he did was critical. He had taken the line of least resistance – do what you are told and don’t ask questions.

Craftsmen’s attitude to planned workThere is a deeply held belief that craftsmen see planned maintenance work as boring, and would much prefer the technical challenge of sorting out a problem. As a result planned maintenance work isn’t completed leading to an ever increasing level of operational failures.

Where Ops demand an immediate response to their problems, Maintenance will typically meet that demand rather than carry out planned maintenance work. After all, who initiates planned maintenance in the first place? It certainly isn’t Ops! Could it be that if Ops recognised the importance of planned maintenance failure rates would be reduced?

Motivating Maintenance Craftsmen - Do We Know What We Are Doing?

Mike Levery MCL Consultancy Ltd www.mclconsultancy.co.uk UK

Reward and Recognition

Craft Remuneration

Despite the fact that pay differentials between Ops and Maintenance are well defined, you commonly hear craftsmen complaining that they never take home as much as the operators. Craftsmen appear to be in love with overtime, continually looking for ways to boost their basic pay. The younger the craftsmen, the more overtime they seek. This, once again creates a perception that craftsmen are only interested in how much money they can make.

Could there be another reason why craftsmen look to secure overtime? Overtime worked by Ops is usually planned in advance to cover holidays, sickness and work volumes. In a reactive environment, and particularly where “run to fail” methodologies are in operation, there is little or no planning of overtime for the craftsmen. But there is an expectation of an immediate response when things go wrong.

The younger the craftsmen the more likely they are to respond in a crisis. Yes, they do want the money while the older craftsmen, looking for more predictability in their working life, tend to settle for the standard hours pay without overtime.

Standby and call out payments are usually the only source of additional income apart from incentive schemes and overtime. They are in place to provide failure cover outside normal working hours. Even then it is often the case that Ops will ignore whoever is on standby in order to bring in the relevant craftsmen with the most experience of dealing with the issue they are facing.

This approach exacerbates the attitude of the craftsmen towards working overtime. Not only are they putting themselves out when on standby by being available for work should there be a problem, they also risk not being called. To make matters worse, there is every possibility that they will get called out when it is not their turn to be on standby.

It doesn’t take long in this environment for craftsmen to be cynical about their earnings capability for what they believe to be a service provided well beyond the remuneration given. Craftsmen balance out this perceived unfairness by forcing Ops to plan overtime working so that is at their convenience – hence the perception that they are actually seeking overtime.

Once Ops understand what drives the craftsmen’s behaviour and start to plan their forward workload more effectively, including planned overtime, then craftsmen take a much more positive approach to operational emergencies.

Incentive schemes

Incentive schemes for maintenance craftsmen come and go but one thing is for sure: I have yet to see one that works.

An effective incentive scheme would need to reward craftsmen for making the right decision either in resolving the issue they are faced with or in carrying out the work that has been planned for them.

Even with planned work, the status and condition of the asset to be worked on can have a significant impact on the time taken to carry out the work.

When it comes to breakdown work, there is a whole raft of issues that have to be considered to resolve problems effectively, issues such as:

- What are Ops’ pressures and objectives?

- Can a permanent solution to the problem be delivered at the time?

- Are spares available, and if not, are they accessible in a relatively short timescale?

- Are we treating the symptom not the cause?

- Can downtime be planned to deliver a permanent solution?

- What are Ops’ expectations?

Reward schemes cannot possibly take account of this range of issues. As a result they are generally discredited in the eyes of the craftsmen. My experience of reward schemes is that they are an invitation to the craftsmen to extract maximum reward for minimum effort! And they know exactly how to do it.

Vol 22 No 3 AMMJ

7Motivating Maintenance Craftsmen

The Impact of outsourcingThe 1990s trend in many market sectors to treat maintenance work as non-core has had a major influence on the recruitment of craftsmen into maintenance work. Running parallel with this trend there has been a significant decrease in the number of young people who want to become skilled trained craftsmen. This obviously leads to the question: is there a direct link between the fall-off in would-be craftsmen and the outsourcing of maintenance?

The answer, I believe, is that there is. Some of the reasons for this are reviewed below. The mere fact that maintenance is treated as an outsourced activity in many market sectors has reinforced the belief amongst craftsmen that maintenance is not a core part of most organisations’ activities; it is best bought in from contractors. This has led to craftsmen feeling undervalued: they don’t feel they are an important part of the organisation’s future. Maintenance outsourcing often leads those craftsmen who have transferred to their new employer to leave for another job in maintenance or to seek to develop their careers outside maintenance altogether. The psychological impact on the affected craftsmen is enormous: unwanted by their original employers they see maintenance as a career leading nowhere. Many are prepared to take jobs with other companies, earning less money in order to enhance their prospects. Others turn their energies within the contract to maximising benefit for their new employer.

Misreading contractor’s interestsMany organisations that have outsourced maintenance have persuaded themselves that their prospective contractors are primarily interested in acquiring their maintenance business. But the contractors have another interest.Contractors bidding for outsourced maintenance work will reduce their profit margin not only to secure the work, but also to secure the craftsmen. This has been particularly noticeable in the privatised utilities that have directly employed skilled maintenance craftsmen over many decades. Often they have maintained the skill base by offering apprenticeships to replace retiring craftsmen. This is a free lunch to the contractor: a ready-made skilled workforce: no recruitment costs, no training costs.

So, what will the contractor do with his free lunch?

Sure, the successful contractor will be expected to improve productivity in the client’s contract. He also gains a skilled maintenance workforce the best of which can be used in more lucrative work.

At first, the client organisation is pleased with the outcome of the outsourcing initiative as there is an immediate cost reduction. Before long, however, the contractor takes the most skilled resources away from the original contract leaving a more productive but less skilled workforce to service this contract. The consequences are predictable: an increase in breakdowns and costs, and subsequent client dissatisfaction with the performance of the contract. When the contract is re-tendered the focus is once again on cost reduction repeating the whole unsatisfactory cycle of events.

The clients thus dig their own grave – deeper and deeper - through failing to understand the contractor’s interest.

Escalating contractual costsHow does contracting out maintenance craftsmen cause maintenance costs to climb? Client organisations fail to recognise that when craftsmen are directly employed they are making decisions in the direct interests of their own organisation. That philosophy doesn’t change when they are outsourced, except that the outsourced company’s interests are to maximise their volume of work in order to improve the return on the contract. The people most likely to influence work volume are the craftsmen themselves as they understand how the assets operate and so will know which solutions will give the maximum benefit to their new employer. And, of course, should the new employer reward them for growing the volume of maintenance work, and then it’s even more in their interest to seek additional maintenance opportunities.

Concluding RemarksMany organisations have failed to learn the lessons of the past thirty years in the way they manage maintenance craftsmen. Enhancing the financial package alone will not make a long-term career in maintenance attractive. With the growth of the service sector and especially the development of the utilities, it is crucially important to appreciate how the maintenance role has been misunderstood.

Maintenance craftsmen are skilled, trained and potentially self-motivated people. Set them objectives and targets; give them responsibility; and most of all, value them – they are in demand! Even if outsourcing is the right decision, remember they are still working on your assets. If you treat them as motivated individuals, they will reward you by making the right decisions in your assets’ best interests.

8 Motivating Maintenance Craftsmen

First Published in Maintenance and Engineering Vol 9 No2

Contact: Stuart HyltonThe Asset Partnership

Suite 1, Culdees Road Burwood NSW 2136, Australia

AUS: T +61 (0)2 9715 1405 F +61 (0)2 9715 1043NZ: T +64 (0) 9625 7167 M +64 (0) 21 466 283

E stuart.hylton@assetpartnership.com

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The current economic climate dictates that cost management is a critical activity for many companies and their managers. Maintenance is very often seen as an area where cost cutting targets can be easily and quickly achieved. Many maintenance managers take the view that this type of philosophy always ends up with increased costs in the future. This is not true in many cases.

15 years of analysis and review of maintenance programs by the author shows that most maintenance departments are more reactive than they should be and because of this, they over spend and underperform. Costly, inefficient and ineffective Preventive Maintenance (PM) programs result in a vicious cycle of reactive maintenance. High levels of reactive maintenance destroy the ability to plan and schedule and reduce labour productivity by 50% or more (Palmer 1999). Reactive maintenance also results in massive inventories of, or express delivery charges for, spare parts.

The combination of ineffective PM and high levels of reactive maintenance results in a massive overspend on maintenance and provides fertile ground for cost reduction. It is not uncommon for a company to consume twice the maintenance labour it needs.

For example, the Carbon production facility in an Aluminium Smelter reduced its annual maintenance labour by over 4,000 man hours, while, at the same time, increasing plant availability. The table below shows the detail. The company reported that this was done by:

• Reviewing the various options of scheduled discard vs condition based strategies (especially in lubrication tasks)

• Gaining a clear understanding of the reasons for each PM task and documenting them. Eliminating tasks that were not linked to cost effective prevention of failure

• Setting inspection frequencies to match rates of equipment function deterioration

• Avoiding duplication of effort between various trades and operations groups.

The reduction was not a paper figure – the labour reductions were real savings computed by comparing one year’s executed hours to the next.

Another example can be illustrated using graphical means. The pie chart below represents the outcomes for a mining company that reviewed the vendor supplied maintenance schedule for a project valued at over $100M.

The initial vendor recommendations required the asset to be down 4% of total time for the PM program alone. The reveiw changed the maintenance philosophy considerably and recommended some modifications to eliminate the need for some frequent expensive and intrusive PM tasks. Overall, the PM requirement reduced from 4% of running time as recommended by the vendor to a little over 1% of running time.

While on the surface, such reductions may seem to be easy to achieve, the wrong thinking can easily turn into a disaster. It is important to remember that the people who created the PM program in place probably thought they knew what they were doing! In fact, the aviation industry faced a similar problem 30 to 40 years ago. To understand why aviation maintenance programs were expensive and underperforming, the US Department of Defense appointed Nowlan and Heap (1978) to study the situation.

Nowlan and Heap reported that the maintenance programs deployed by United Airlines in aircraft such as DC 8 resulted in high failure rates with 68% of failures happening shortly after maintenance in a pattern known as infant mortality. To combat this problem, the following concepts (amongst a number of others) were introduced:

• A strategy of trying to predict the safe or economic life of components in anticipation of running a fixed time component replacement program before component failure has limited value.

• Effective maintenance programs rely on assessing plant condition without being intrusive and replacing components based on thier condition rather than their age. The intervals of condition based maintenance are not highly dependent on the consequence of failure or the failure rate. The main driver of inspection frequency is how quickly component condition deteriorates.

Reducing Maintenance Costs In A Tough Economic Climate

Steve Turner OMCS www.reliabilityassurance.com Australia

Executed Maintenance Hour Reduction(7300 hrs to 2900 hrs; excludes IR, VA, OA)

Mechanical 45%

Electrical 81%

Lubrication 82%

Overall Average 60%

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• Many failures happen suddenly and randomly. Because of this some failures will happen regardless of the maintenance program. In such cases, defect elimination or consequence mitigation are the only options to reduce the impact of failure.

These concepts are not intuitive so a person unskilled in such reviews is most unlikely to achieve a good result.

In addition to the right logic, the analysis process deployed must be systematic and directed at the appropriate level in the asset structure. In the maintenance industry, the processes used for rationalisation and review of existing or vendor generated maintenance programs come under the generic name of Planned Maintenace Optimisation (PMO) after these programs were successfully applied in the US Nuclear Power Industry (Johnson, 1995).

PMO methods start with the existing maintenance program, including operator rounds (formal and informal), and rationalise and review them using the experience and knowledge of the operators, technicians and other subject matter experts. After preparation, and some conceptual training, and an overview of the operating context of the equipment being reviewed, the first analysis step is to establish the failure mode(s) that each task is meant to find (in the case of hidden failures), prevent or predict (for both hidden and evident).

The list of failure modes is then reviewed to establish two important outcomes. The first is to find tasks that represent duplication of effort and the second is to establish what failure modes are missing from the list. The latter is derived from a review of failure history (documented or in memory), and a detailed walk through the documentation associated with the machine.

Once the list of failure modes to be reviewed is established, each is individually analysed and a revised PM program established and implemented. The most costly maintenance is identified and efforts are made to eliminate the maintenance through redesign. In addition failures that do not respond to maintenance are investigated to seek ways to eliminate them or minimise the consequences of them.

Through this process, the appropriate maintenance program is developed, and as the evidence presented shows, the changes are usually substantial. As the new program is deployed, reactive maintenance reduces and the total cost of maintenance reduces very quickly in some cases.

The cultural dimension of the company also improves with less chaos and the ability to produce quality maintenance rather than a fix it quick / temporary repair approach. Our evidence strongly supports the notion that morale and motivation impact greatly on the productivity of companies and the unit cost of production.

In today’s current economic climate a company’s very survival could well depend on its ability to reduce its maintenance costs while not sacrificing its viability in the long run. The important point is that cost reduction should be achieved through proven methods rather than methods based on knee jerk reactions and management decisions based on a variety of assumptions that are intuitively appealing but may prove to be wrong. From a maintenance manager’s perspective, it would seem better to be in control of cost reduction than have arbitrary targets imposed.

References:Palmer D (1999) “Maintenance Planning and Scheduling Handbook” McGraw-Hill Professional, 1999 ISBN 0070482640, 9780070482647

Johnson L.P (1995) “Improving Equipment Reliability and Plant Efficiency through PM Optimization at Kewaunee Nuclear Power Plant” SMRP 3rd Annual Conference, Chicago Illinois.

Nowlan F S and Heap H (1978) “Reliability – centered Maintenance”. National Technical Information Service, US Department of Commerce, Springfield, Virginia.

Reducing Maintenance Costs12

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At SAPPI GmbH, in Germany, condition monitoring has been far from an unknown quantity for a number of years. Thanks to comprehensive condition monitoring, everything is going according to plan.Condition monitoring is an important subject for any industry. Yet not all condition monitoring measures are sufficiently applied to really have all machines and equipment under control. This is partly due to the fact that some companies have financial limitations for wide scale condition monitoring. Yet in the long run, the financial loss after a system failure is significantly higher than the investment required for an online condition monitoring system.Even if it does not appear so at first sight: Ehingen, a small town on the Danube in the German province of Swabia, is a Mecca of papermaking. SAPPI Fine Paper Europe established one of their seven European manufacturing works here. As early as the start of the 1990s, SAPPI implemented the first condition monitoring measures and quickly discovered that monitoring of equipment is essential for competitive and profitable operation. SAPPI managers answer some questions about the significance of condition monitoring in terms of sustained competitiveness.Question: SAPPI Fine Paper Europe is one of the largest papermaking companies. How large is your annual paper output in tonnes, and what range of different products do you have?Burkhard Köhn (Technical Manager): In the Ehingen factory alone we produce around 250,000 tonnes of paper per year. SAPPI Fine Paper Europe as a whole has an annual output of more than 2.7 million tonnes. Our wood free coated paper is mainly used for the preparation of high gloss brochures for industrial advertising, artistic print calendars and art portfolios.Question: What is the significance of the time factor in manufacture and supply to your customers?Burkhard Köhn: We supply mainly to wholesalers who all have high expectations in terms of quality and delivery reliability. But the time factor is particularly decisive if the machine fails. We manufacture round the clock almost 365 days per year. It is therefore not possible to make up for any production lost during a machine failure.Question: What are the main problems that you face with your type of equipment?Burkhard Köhn: I do not know about the situation in other industries, but our equipment has a large number of potential problem areas. The equipment is 200 metres long and full of control and drive systems, with a large number of bearings and gears. There is the risk of a component failure almost everywhere.Question:What do you do to control the risk?Burkhard Köhn: We realised early on that condition monitoring of equipment parts at risk is the decisive factor in safeguarding reliable functioning. Initially we used offline measuring systems, but we gradually changed over to SKF online systems. You need to realise that a failure of the equipment costs us 10,000 Euros – per hour. It is therefore logical that our ultimate goal is to prevent unnecessary machine failures.Question: Does this imply that the operational reliability of the plant is the essential factor for sustained competitiveness?Burkhard Köhn: Our industry, like any other, suffers from very high and constantly increasing competitive pressure – but we rise to this challenge. It is true that condition monitoring plays a decisive role. The millions that we spend are a clear indication of the importance we attach to maintenance. One thing is clear: if the plant is down for

Condition Monitoring Increases and Maintains Efficiency in Paper ProductionSKF Condition Monitoring Case Study (Germany)

longer than it is running, you need not wonder about your position in comparison with your competitors. You will always be behind them !

Question: No simple task. But what exactly do you do to make your plant more reliable in terms of operation?Burkhard Köhn: Our plant is fitted with 385 sensors in different measuring positions. Our maintenance expert Mr. Huss can retrieve data from all these sensors on his computer. If a value exceeds a set limit, an alarm is triggered.Hermann Huss (Foreman preventive maintenance); The alarm clearly identifies in which position on the production line the operating conditions of a rolling bearing have changed so that I can respond immediately.

Question: What happens in the event of an alarm?Burkhard Köhn: The limits are based on our many years of experience and are set in such a way that an alarm does not always indicate a failure. Live measurements allow us to instead determine whether the damage on the rolling bearing remains constant or if the bearing condition is deteriorating. This allows us to calculate when we need to change the bearing or if the bearing can be operated until the next scheduled maintenance date with the application of additional lubricant.

Question: Does condition monitoring also help if a bearing needs to be changed?Burkhard Köhn: The fact is that if one of our cylinders is not rotating, the plant is down. But thanks to our safety precautions and condition monitoring devices we have the situation under control and can recognise early enough when a component is not working as required. In other words: we can tell today how the machine will work tomorrow.

15CM for Efficiency in Paper Production

Foreman Preventive Maintenance

Hermann Huss: I completely agree with Mr. Köhn, yet there is always an element of risk that something could break. But even then we are at an advantage: based on the parameters measured, we can see which component is in the red. They allow us to say exactly why the plant is down and where the defective bearing is located. Without condition monitoring it would be difficult to find the one failed bearing. In our plant a planned bearing change takes between two to four hours; without condition monitoring it might well take eight hours.

Question: What other knowledge do you derive from the measurements taken as part of condition monitoring?Burkhard Köhn: On the one hand, damage is to be recognised and evaluated, on the other hand, the bearing life must be optimised. If we have been using a bearing for several years, it can be assumed that a defect is a normal failure. However, if a new bearing would fail, a damage analysis must be carried out. This would be the only way to determine the cause and optimise our bearing choice in co-operation with SKF so that it fulfils the requirements of our operating conditions.

Question: Which SKF tools and devices do you use?

Burkhard Köhn: Online systems, Microlog data loggers for manual measurements on the routes, vibration sensors fitted to the measuring positions & of course the evaluation software which allows us to view the data in detail & analyse it.

Question: Does this mean that you can evaluate and assess any component of your plant at any given point in time?

Richard Züfle (Maintenance Manager): Precisely. The decisive factor is that we can respond to changes quickly and in a systematic manner. It is not only our task to monitor the plant, but to ensure that it only needs to be shut down every six weeks for scheduled maintenance. It is our responsibility to maintain this cycle and prevent additional shutdowns in between.

Question: When you call it a day, is your mind more at ease thanks to condition monitoring?Burkhard Köhn: Yes, of course.Hermann Huss: No, not always, as I am familiar with the measuring data and know which components are presently at the limit of their service life. But it is generally very comforting to know when everything is ‘in the green’, in the truest sense of the phrase.

Questions: Can you quantify the results achieved by means of the condition monitoring programme?Thomas Karger (Engineer paper mill):In the time since we started our offline and online measurements we have successfully identified exactly 1,000 instances of damage. Successfully, of course, means that we detected and diagnosed the damage before the plant failed. The experience and know-how gained from these cases over the years advance our knowledge base, even if many instances of damage are different.Burkhard Köhn: If you want a figure to quantify our success, I would point to the regular maintenance intervals. Whereas in 1991 we had to stop the plant every other week, today the interval between two maintenance downtimes is six weeks. It would not have been possible to extend these intervals without condition monitoring.

Question: Do you use other SKF services apart from condition monitoring?Burkhard Köhn: We consider SKF not as our supplier, but as our partner in co-operation. Our experience paired with the know-how of SKF is the optimum combination and can only be of benefit to both parties. Mr. Friedrich of SKF and our own Mr. Huss always co-operate closely and succeed in developing a product that is useful to both parties – to us by increasing the efficiency of the plant and to SKF in optimising a series product.

Question: What is the next step you intend to take in order to safeguard the future of SAPPI in terms of plant reliability?Richard Züfle: Due to the ever increasing requirements there is still a risk for us as far as gearboxes are concerned. Our increased production speed of 1,120 metres per minute will take the gearbox to its limits more quickly than planned. In order to achieve better control and reliability in planning, our next step will be to include this area in the condition monitoring programme.

Question: Briefly, how would you define why condition monitoring is necessary for SAPPI Ehingen?Burkhard Köhn: It is very clear - our objective is to be state of the art in our plant and equipment so that we can identify and optimise shortcomings. The SKF tools allow us to thoroughly analyse all bearings in our manufacturing facilities. www.skf.com

16 CM for Efficiency in Paper Production

17

The scientific application of acoustic emission (AE) technology first emerged in the 1950’s*, but appeared to fall out of fashion from the late 1970’s onwards. However with the increased focus on cost effective ways of optimising machine and equipment reliability and availability, AE is now experiencing an important renaissance as a valuable condition based monitoring (CBM) and predictive maintenance tool. Leading industrial consultants AV Technology, who design and manufacture their own range of AE sensors and instrumentation, are pioneering new ways of applying this versatile technology across a wide range of industries and applications.

Modern acoustic emission technology is a very versatile, non-invasive way to gather information about a material or structure and was originally developed as a means of non-destructive testing and quality control. Examples in these areas include detecting and locating faults in pressure vessels, damage assessment in fibre-reinforced polymer-matrix composites, monitoring welding applications and corrosion processes, various process monitoring applications and long-term monitoring of civil-engineering structures such as bridges, pipelines and offshore platforms. More bizarre applications include the detection of vine weevils in nurseries.

The past five years have seen an increase in the use of AE as a powerful and flexible condition monitoring cum predictive maintenance tool, especially when used in conjunction with other recognised CBM disciplines such as lubrication management, vibration analysis and thermography. Applications can be as diverse as providing early warning systems for misalignments in bucket elevator drive mechanisms to predicting failure modes of bearings in rotary filling machines, anode formers or offshore cranes. AE technology can be used for short term one-off monitoring projects, longer term monitoring or permanent installations typically involving some form of warning system ahead of failure.

The cost of plant downtime for unscheduled repairs or maintenance can be significant, running into thousands or even tens of thousands of pounds per hour. Unnecessary additional costs are also incurred if a ‘belt and braces’ approach is adopted whereby critical components such as bearings are replaced ahead of time. The use of AE technology for CBM is a qualitative rather than a quantative technique. For example it can be used very effectively to monitor and trend the condition of bearings in large rotating or reciprocating equipment and be set up to give early warning of impending failure.

AE TechnologyAcoustic Emission is a naturally occurring phenomenon, whereby external stimuli such as mechanical loading generate sources of elastic waves. Acoustic emission waves are generated through changing load patterns above discrete thresholds, producing a rapid release of energy within a material. These manifest themselves as high frequency waves on its surface, which can be then detected using surface mounted AE sensors.

AE is related to an irreversible release of energy and can be generated from sources not involving material failure, including friction, abrasion, cavitation and impact. This makes AE is particularly suited to predictive maintenance projects involving slow moving bearings, gears and sprockets and is often more effective than conventional vibration monitoring in these applications.

AE sensors are passive high frequency piezo-electric transducers, which detect structural borne noise transmitted through structures. The sensors, which typically cover a frequency range of 20 kHz to 1MHz, are not sensitive to ambient air-borne noises and can be selected to ‘listen’ to sounds within very localised regions of interest and within optimised frequency bands, selected to maximise the ‘signal to noise’ properties. This makes AE very effective in harsh operating environments, where high ambient background audible noise usually masks any audible noise caused by damaged or worn components.

The sensors can be installed directly onto equipment or, where appropriate, via attached waveguides. Epoxy adhesives or silicon rubber is usually placed between the sensor base and the structure to ensure optimum acoustic coupling. Magnetic clamps are an effective way of mounting sensors onto round pipes and steel structures. An array of strategically placed sensors is typically used to gain a 2D or even 3D overview of the acoustic wave patterns so that differentiation can be made between normal and abnormal operational conditions. However, in flow applications, a single sensor may be sufficient.

There are a number of recognised ways of managing the raw signals produced by the sensor when it detects AE waves, although these methods are not specifically detailed in the BS ISO 22096:2007 ‘Condition Monitoring and Diagnostics of Machines – Acoustic Emission’.

The approaches adopted by AV Technology have been developed over many years and vary from application to application. Their range of sensors includes special miniature versions only 6 mm in diameter and high reliability versions for special applications.

Machines Talk And It Pays To Listen

AV Technology Limited Enquiries@avtechnology.co.uk www.avtechnology.co.uk

Commonly, after amplification by an integral or external pre-amplifier, these high frequency signals are then demodulated by the signal-conditioning unit to provide a logarithmic output within an audible frequency range of 0 to 20 kHz. At this stage there are then options for a simple system, whereby for example, the signals are converted into low frequency RMS trends. The RMS-AE signals can then be monitored continuously by a suitable multi channel data logging system.

For more complex applications, the conditioned AE data can be captured and post-processed to perform more complex analysis and diagnostics, for example, trend additional statistical values, including Kurtosis and Crest Factor (ratio of maximum to RMS levels) or powerful auto-correlation techniques to identify periodicities in slow moving bearings. For defect location applications, the data from multiple sensors can be processed to identify AE source locations.

The availability of ATEX certified sensors and instrumentation for use in designated hazardous areas makes AE technology ideal for petrochemical and offshore monitoring applications. In a typical application, certified sensors and preamplifiers are installed in the hazardous area, connected via certified interface units and line drivers in the safe area subsequently connected through to the analysis instrumentation.

AE in practiceDeciding where and how many sensors to use, together with the correct response frequency, is a critical part of any AE monitoring project.

Projects investigating equipment faults and abnormalities are usually carried out in two phases. Firstly an evaluation is set up with the initial objectives designed to:

• Confirm that the process produces measurable AE signals, which vary with operational conditions.• Quantify typical background noise levels.• Define a meaningful AE ‘fingerprint’ identifying the AE activity associated with each fault condition.• Determine which of several sensor frequencies produces the largest ‘signal to noise’ ratio• Confirm that the equipment under test produces repeatable AE ‘fingerprints’ signals during normal operation

Subject to acquiring acceptable data in the first phase, the second phase involves optimising sensor positioning and establishing signal threshold levels to trigger alarms.

19Machines Talk And It Pays To Listen

Machines Talk And It Pays To Listen 20

Bearing fault detectionAE techniques are ideal for assessing and monitoring both periodic and non-periodic problems with large slow moving bearings such as slew bearings. In many applications, direct access to the bearings is very limited making it expensive if premature failure occurs. The AE sensors can usually be installed at some distance from the bearing itself provided suitable signal strength can be detected.

Any periodic bearing mechanical damage faults should manifest themselves as periodic ‘clusters’ of spikes in the angular rotation acoustic emission ‘history’.

The period between peaks will give an insight to the nature of the bearing fault and thus by identifying a periodicity in the AE signature, it should be possible to attribute it to a specific bearing fault such as inner or outer race damage, rolling element damage, lubrication problems or trapped debris.

To assess other non-periodic bearing faults, statistical parameters can be trended to provide a general indication of the bearing and lubrication condition. (Max, min, mean, root mean square, standard deviation, skewness and Kurtosis)

Lubrication MonitoringAs mechanical friction is one of the most effective sources of AE, it follows that AE is one of the most effective methods of monitoring effectiveness of lubrication. In most cases, machinery and bearing problems are due primarily to lubrication problems and consequently, a well implemented lubrication management regime that ensures machines are lubricated correctly will help to prevent costly premature failures and bearing damage. In parallel with their AE expertise, AVT have extensive experience in lubrication management and can advise companies on a range of issues, including correct choice and use of oils and greases.

Flow CharacteristicsAE technology can be used to detect flow related maintenance issues such as blocked filters by listening to changing patterns within pipe work. Particulate flow under normal conditions will have a clear AE finger print but this pattern will change if contaminant levels, such as sand content of crude oil, increase or filters start to become clogged.

Leak DetectionAE monitoring has proven to be an extremely powerful method of leak detection, for example, for gas or fluid leakage across leaking valves or in pipe work. Whilst a fully open or fully closed valve generally produces very low levels of AE activity, smaller leaks tend to produce larger AE signals and can be easily detected using portable or permanently installed equipment.

Magnet Mounted AE Sensor Miniture AE Sensor

Machines Talk And It Pays To Listen 21

Valve OperationAE techniques are very effective in monitoring the operation of many types of valves including those in reciprocating machinery and process control valves. Valves in reciprocating machinery give a clear AE spectrum which changes when wear or damage occurs to either the valve heads or the seats.

Assessing the dataAs with all CBM techniques, analysing and presenting collated data to clients in a clear and concise way is a crucial part of any project. In addition to their range of sensors and electronics, AVT have developed proprietary data logging and analysis techniques to assess large quantities of AE data. GSM modem links enable AVT engineers to regularly access data remotely from the data logger and systems can be set up so that SMS text messages can be sent to designated recipients in the event of problems.

ConclusionTraditionally AE instrumentation is very different from conventional instrumentation such as temperature and vibration sensors, needing special power supplies and signal conditioning. It produces very high frequency data, normally scaled in units of dB and can affected by local background emissions from parts of the machinery not being specifically monitored. It is also very important to recognise that AE sensors have no meaningful physical calibration.

All of this has helped to earn AE the reputation of being a highly sophisticated and somewhat difficult technique for use by ‘boffins’ only. However, in response to the demands for practical AE systems, modern AE instrumentation is becoming much more user-friendly and can be easily interfaced with both data loggers and PC systems to produce extremely powerful and versatile systems for many industrial applications.

*The true origins of AE are hard to pinpoint. As early as 6,500 BC, potters were known to listen for audible sounds during the cooling of their ceramics, understanding that such noises signified impending structural failure. In metal working, the term “tin cry” (audible emissions produced by the mechanical twinning of pure tin during plastic deformation) was coined around 3,700 BC by tin smelters in Asia Minor, whilst the first documented observations of AE appear to have been made in the 8th century by Arabian Jabir ibn Hayyan.

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Unless you’ve been living on another planet for the last fifty years, you already know that the case for doing preventive maintenance is watertight. Done right, preventive maintenance will preserve, protect and extend the life of your equipment – and boost overall return on assets. So here’s the question: Why are most maintenance and reliability professionals so unhappy with their PM programs? Surprisingly enough, according to the consultants at Life Cycle Engineering, just 22% of maintenance managers are satisfied with their current programs. Here are the two biggest complaints:1. PM Consumes Too Many Resources: Many maintenance managers believe their PM program is simply bigger than it should be. They feel like they don’t have enough manpower to manage all of their PM’s along with the other important maintenance work, too.2. Lack of Results: Despite all of the time and money being spent on preventive maintenance, there are still way too many unexpected equipment failures. Case in point: During a recent chemical plant tour, the frustrated maintenance manager said, “We just PM’d that machine, and it failed a short time later anyway. So why didn’t we catch the problem with the PM?” Why indeed. So in a nutshell, the problem with preventive maintenance is that it takes too much time and produces too little results. That’s why we decided to publish this special report. So let’s press on.

The No. 1 Law You Should KnowThe number one law of economics you need to know is based on a principle discovered over 200 years ago. You’ve probably heard of it – it’s called the Law of Diminishing Returns. As any good MBA student can tell you, this law states that as one production factor increases while the others remain constant, overall production decreases after a certain point. In plain English, it means as you increase preventive maintenance, production output eventually decreases. The following chart illustrates this.

You see, there’s a fine line between doing too much, too little and just the right amount of preventive maintenance. Clearly, there’s a point at which increasing PM hurts the bottom line. The reason? Simple. Most PM procedures require that the equipment is shut down. That means uptime goes down, so production output eventually goes down too. Meanwhile, maintenance costs go up. So how much preventive maintenance is too much? According to a private study, best practice programs generate 15% of their maintenance work from PM inspections. Another 15% is corrective work identified by those inspections.

So preventive maintenance should account for about 30% of your total maintenance workflow.

The Real Truth About PMBy definition, all PM’s are time-based. That means either calendar time or operating time dictates when an asset should be inspected, cleaned, adjusted, replaced or reconditioned. But is there really a direct relationship between the time equipment spends in service and the likelihood it will fail? In short, the answer is no. The truth is, most equipment failures are not age-related. In fact, for complex systems, the majority of failures will occur at random. Consider the facts. The following graphs demonstrate failure probabilities relative to the age of the equipment itself:First, it’s important to understand this data comes from the airline industry, where maintenance and operations standards are exceptionally high. That gives us a true picture of how equipment fails when it is maintained and operated correctly. The reality is, 89% of equipment failures are not age-related. Therefore, there’s no amount of time-based preventive maintenance which can

Are You Doing Too Much PM?

16 Ways to Save Time and Money on Preventive Maintenance

Andy Page and George Karalexis www.alliedreliability.com (USA)

Amount of Preventive Maintenance

Prod

uctio

n Outp

ut

THE LAW OF DIMINISHING RETURNS

FAILURE PATTERNS

manage these failures effectively. That’s why using time as the primary basis for your maintenance strategy is inherently flawed. It will have very little impact on overall reliability. From a risk standpoint, it’s much safer to assume that equipment failures can happen at any time.

If It Ain’t Broke, Don’t Fix ItMany PM’s are highly invasive procedures which can disrupt and disturb stable systems. Take a pump, for example. Here are the five most common mistakes that can happen whenever a pump is taken apart and put back together again for the purpose of preventive maintenance:

• Bearings get damaged • Shaft is not properly aligned • Pump is not bolted down properly • Lubricants get contaminated • Seals are not properly installed and adjusted

As a result, when the pump is turned back on then bad things can happen. The dirty little secret in maintenance is that a significant number of equipment problems are caused by maintenance itself. Stated a little differently, preventive maintenance can trigger the very same failures it’s intended to prevent. That’s why it’s important to avoid excessive tinkering.

Beware of “PM Creep”The vast majority of preventive maintenance programs were not properly planned, designed or engineered up front. Quite simply, they have evolved over time. Consider what happens whenever a critical piece of equipment fails. Frequently, the boss says, “Make sure this never happens again!” In order to do that, maintenance adds more PM’s: more cleaning, more lubrication, more inspections .... Another failure? Another PM. Before long, the PM program is bigger than it needs to be. Unchecked, PM creep is a major source of waste and excess costs. The solution? Have a team that regularly reviews and removes unnecessary PM’s from the system.

The First Question to Ask About PMAll PM’s are not created equal. In fact, you might be surprised to learn how much preventive maintenance is done every day that doesn’t add any real value. According to Forbes magazine:

“One out of every three dollars spent on preventive maintenance is wasted.”You can get really good at doing PM’s that don’t add value. So here’s the question to ask yourself:

“Does this PM help us preserve, protect or increase our manufacturing output?”

23Are You Doing Too Much PM

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If the answer is no, and it’s not required for safety or administrative purposes, stop doing it. By simply recognizing and eliminating waste, you can free up the time and money you need for the maintenance activities that really do add value.

Consider PdM FirstNo matter what kind of industry you’re in, predictive maintenance (PdM) is almost always more cost-effective than people as your first line of defense against equipment failures. Based on studies done in major industries including chemicals, paper, metals, automotive and power generation, something interesting happens as more equipment is added to the PdM program. Overall maintenance costs go down. Here’s what the data shows:

As you can see, there is a direct correlation between high levels of PdM and low overall maintenance costs – measured as a percent of the assets’ replacement value (RAV). On the other hand, the data also shows that increasing the size of a PM program directly results in higher maintenance costs. The graph below illustrates:

Why is this the case? Consider the facts:

Predictive maintenance inspections can identify problems much earlier on the failure curve than preventive maintenance (see chart below).

So PdM gives you more time to plan, schedule, make the repairs and avoid unscheduled downtime.

And that’s really the secret, that predictive maintenance drives more planned work. What that means is:

• Jobs done faster, safer and at a lower cost.

• Studies show that a well-planned job takes only half as much time to execute as an unplanned job.

• Each dollar invested in planning saves three to five dollars during execution.

24 Are You Doing Too Much PM

MAINTENANCE COSTS VS. PdM

Main

tena

nce

Cost

sas

%of

RAV

(IR) Infrared (NDT) Non-Destructive Testing

% of Equipment on PdM

MAINTENANCE COSTS VS. PM

Mai

nten

ance

Cos

ts a

s %

of R

AV

% of Equipment on PM

% of Equipment on PdM

MAINTENANCE COSTS Vs PdM

And don’t forget, most predictive maintenance inspections require equipment to be up and running. That means downtime for maintenance is minimized – a key issue at plants where the value of downtime is $5,000, $10,000, $20,000 an hour or more.

For all these reasons and more, make sure you consider PdM technologies first before adding more PM

Get Data You Can Trend In the past, maintenance was viewed simply as a repair function. Not any more. Today, maintenance is a highly sophisticated process driven by one key factor: Information. One of the primary goals of modern maintenance is to collect and analyze equipment information, and then decide when to intervene. That’s why preventive maintenance should provide you with real data you can trend and analyze over time. You want PM’s which give you quantitative measurements you can do something with … not just somebody’s opinion.

So start with the equipment itself and ask yourself: “OK, this can fail. Can I measure it?” If so, do it. Write it on the PM. Maybe you just need to record the voltage or the pressure. Or maybe you want physical measurements so you can see how equipment wears over time.

What you don’t want are the PM’s that say “Go inspect pump.” That’s where someone walks out in the plant, looks at the equipment and doesn’t tell you anything. Get rid of those and make them lean, mean, value-added PM’s.

Check the HistoryMany PM’s are performed on a rigid schedule, regardless of the asset’s condition.

Case in point: One maintenance manager recently admitted his crews had just spent a full day replacing parts on a machine as scheduled – despite the fact that it had just been refurbished two weeks before.

25Are You Doing Too Much PM

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26 Are You Doing Too Much PM

Approach Vendor Recommendations with Caution

There are plenty of reasons to be skeptical about maintenance recommendations from original equipment makers. For example:

• Vendors usually aren’t experts about your plant and production processes.

• Vendors don’t know all the details of your plant’s operating conditions.

• Vendors don’t always consider the skill sets of your workforce.

So what do vendors know? Their equipment! As a result, they tend to over-prescribe maintenance to make sure their equipment makes it through the warranty period. After all, they are not the ones paying for your labor. So it’s easy to spend someone else’s time and money on PM overkill.

And don’t forget that selling spare parts is nearly always more profitable than selling the original equipment. So there’s built-in motivation for vendors to steer you towards buying excessive spare parts.

Find Out the Reason Why When PM’s identify equipment problems, instead of asking “How fast can we fix this?” the question should be “Why did this break?” Discover root causes, not just symptoms.

Do the MathIf the annualized cost of a PM activity – including the total value of labor, materials and downtime – exceeds the cost of a potential failure, it’s the wrong PM activity. Remember the value of downtime can be huge.

The Problem with “Pencil-Whipping”The practice of pencil-whipping, or signing off on work that has not been done, is commonplace at some plants. However, this is serious business – just ask someone in the airline industry. Here’s the deal:

Falsifying records and making false statements is illegal. And it’s not just the person making the false entry who can be held liable – managers, supervisors, co-workers, and the company itself can be punished, too. Make sure everyone clearly understands the legal requirements for completing maintenance records. Lay out a clear disciplinary policy for violators, and investigate any suspicious incidents.

Apply the 6:1 RuleIf your PM inspections are not generating much corrective work, that’s a warning sign. You see, corrective work is your return on investment in preventive maintenance – that’s where you get your money back.

Low corrective work coming from PMs means low return on investment.Remember, the main goal of preventive maintenance is not to prevent equipment failures. It’s to prevent the consequences of failures. How? By detecting problems while they are still small and easy to fix. That allows you time to plan and schedule the repair work and avoid extended downtimes.

That’s why a good metric to track is PM inspection time vs. correction time using the 6:1 rule. That means you should find something “wrong” one out of every six times you PM a machine. For example, if four hours of preventive maintenance generates one hour of corrective work, that’s OK. But if it takes seven or eight hours of PM to generate one hour of corrective work – that’s not OK.

For instance, the maintenance manager at a pharmaceutical company in Puerto Rico recently discovered his ratio of inspection time to correction time was way above 6:1. So he decided to cut back on the frequencies of some of the PM inspections.

The result? $221,000 saved in maintenance costs in the first few months … with no change in equipment reliability.

Consider the Time FactorDo you struggle to find the time to perform PM’s? Is there a significant number of PM’s not being completed on time? Are PM’s frequently deferred? If so, that’s another red flag.

Look, all PM’s are time-based, so it’s important to do them “on time.” What that means is, a PM should be done within a timeframe of plus-or-minus 10% of its due date.

27Are You Doing Too Much PM

For example, if a PM is scheduled every thirty days, it should be completed within a three-day window of the due date. The following chart illustrates:

Frankly, one of the hidden problems of preventive maintenance is there’s no immediate, observable consequence of not doing it. For example, if you don’t change the oil in your car at 3,000 miles, it’s probably not going to break down the next day.

However, you can’t defer preventive maintenance if you want to have an effective reliability program. PM may not be the most urgent or exciting work you do, but it’s definitely among the most important.

Why Maintenance People Don’t Like PMWhat’s the first thing your maintenance crews think when they hear the term “PM”? Would you say, “Boring”? Let’s take a look at the three main types of maintenance work:

• Routine maintenance – including PM and PdM inspections, lubrication, etc.• Backlog relief – dealing with investigations, repairs and restoration activities.• Emergency response – immediate action to address breakdowns.

Here’s a suggestion: Put your best troubleshooters and maintenance “heroes” in emergency response. Put the methodical, disciplined workers on preventive maintenance. Put new people on backlog. That sends a clear message to your entire organization about the importance of preventive maintenance. As the father of modern management, Peter Drucker, once said:

“The productivity of work is not the responsibility of the worker, but of the manager.”

Get a Professional, Independent Evaluation of Your PM Program

A lot of companies know they need to downsize – or “right-size” – their PM programs. But the problem is, they don’t have the time, tools or processes they need to do it. That’s why firms like Allied Reliability offer formal, in-depth PM evaluations. Here’s how it works:

First off, your key PM data is loaded into custom software analysis tools. Then the PM’s are sorted, reviewed and evaluated according to their content. The results can be eye-popping.

A recent PM evaluation involving 20,000 PM’s at a steel mill achieved:

• Saved $716,010 by eliminating the non-value added PM’s or reassigned them to operations.

• Replaced $846,660 worth of PM’s with more cost-effective PdM.

• Re-engineered $786,630 worth of PM’s so they truly add value.

In summary, over half of all the preventive maintenance work at this plant could be stopped – or replaced with PdM – without consequences. (For details about Allied’s PM evaluations, contact info@alliedreliability.com)

SummaryIt all comes down to this: Preventive maintenance is a business, so it should be run like a business. Simply put, every PM work order is an authorization to spend money. That’s why it’s important to do the least amount of work, at the least cost, which will still meet your expectations for reliability.So there you have it. Now you know 16 Ways to Save Time and Money on Preventive Maintenance.

For more recommendations on products and services that will help you reach your goals in maintenance and reliability, contact: GPAllied, LLC info@gpallied.com www.gpallied.com

THE PM WINDOW

Time in Days

For a PM scheduled every 30 days.

PM should be completed within this timeframe

27-33 days

To Subscribe to the AMMJ go to page 58 or www.maintenancejournal.com to download the SUBSCRIPTION FORM

Most of us have heard terms such as Lean Manufacturing, the 80/20 rule, TQM, TPS, Kaizen, 5S and TPM. They are all management philosophies that can be applied to the practical aspects of a business including the maintenance function, but quite often maintenance becomes a passenger in a business’s effort to apply new philosophies. This paper briefly explains some of the more common continuous improvement management philosophies and describes how they can be related to the maintenance function.

PDCA - Plan, Do, Check, Act cycle

The Plan Do Check Act cycle is the basis of many management philosophies and was a model conceived by Walter Shewhart in the 1930s and then promoted by W. Edwards Deming in the 1950’s. It was originally applied to business processes but can be used to implement continuous improvement in almost any process. In relation to maintenance engineering it can be applied to improving maintenance systems, equipment reliability, equipment design, work practices, employee capability, safety and environmental issues related to maintenance practices. The six sigmaspc Website (2006) refers to this cycle as “work smarter not harder”.

The Stages of PDCAPlan To plan is to develop a method or process. In a manufacturing environment the planning process may be to decide on what problem needs resolving or process needs improving. The main criteria for deciding what this model should be applied too, is that there should be a significant improvement gained from implementing the plan. The plan should define activities and expected improvement outcomes.

Do To do is to execute or complete. The ideas and methods or processes in the plan must now be put into place. This may include changes to production processes, maintenance strategies, implementing training or changing work practices.

Check To check is to examine the accuracy of. If a plan does not deliver a significant outcome, the effort is wasted. Data such as production output, machine availability and safety statistics must be measured against the projected outcomes detailed in the plan.

Act After reviewing the data in the “Check” process. A decision must be made to Act by either:• Dropping the activity, as there are no gains to be made.• Modify the plan to improve the outcome. (Go back to the “Plan” stage.)• Look to improve the outcomes further.

This leads us back into the planning stage. We should ask the question. What’s next?

TPS - The Toyota Production system

In 2004 Toyota was the third largest Automobile manufacturer in the world and by far the most profitable. (Liker. J.K., 2004). Toyota is extremely successful due to their company philosophy, which is now known as the Toyota Production System. The TPS became the basis for the LEAN and Six Sigma manufacturing philosophies that have been prevalent in industry since the early 90’s. The TPS includes 14 management principles that can be correlated into four principal Categories of Philosophy, Process, People and Partners and Problem solving ((Liker. J.K., 2004):

Problem Solving [Continuous Improvement and Learning]• Continual organizational learning through Kaizen• Go see for yourself to thoroughly understand the situation [Genchi Genbutsu]• Make decisions slowly by consensus, thoroughly considering all options; implement rapidly

People and Partners [Respect, Challenge, and Grow Them]• Grow leaders who live the philosophy• Respect, develop, and challenge your people and teams• Respect, challenge, and help your suppliers

How Do Continuous Improvement Management Philosophies Relate to the Maintenance Function?Mark Brunner Onesteel Wire Australia

Process [Eliminate Waste]

• Create process “flow” to surface problems• Use pull systems to avoid overproduction• Level out the workload [Heijunka]• Stop when there is a quality problem [Jidoka]• Standardize tasks for continuous improvement• Use visual control so no problems are hidden• Use only reliable, thoroughly tested technology

Philosophy [Long-Term Thinking]

• Base management decisions on a long-term philosophy, even at the expense of short-term financial goals

The TPS philosophy on Assets is “Use only reliable, thoroughly tested technology that serves your people and processes”. (Liker. J.K. 2004) Toyota builds reliability into its equipment as the “one piece flow” arrangements depend on this reliability and the application of rigorous standards being applied to all areas of maintenance management. The overall effect of the TPS on maintenance is that it drives the pursuit of “best practice”.

LEAN Manufacturing.Lean is a philosophy that is based around the reduction of waste in all aspects of a business, including customer relationships, product design, supplier networks, production flow, maintenance, engineering, quality assurance and factory management. The term “Lean” came as a result of a research group led by James.P Womack that had set about analysing and defining the Toyota Production system in the 80’s. (Smith & Hawkins 2004). Although the major theme of Lean is the reduction of waste, it includes a package of manufacturing philosophies and tools as depicted in Fig1. The key to success of a Lean implementation is to provide an infrastructure for Kaizen or “Continuous improvement”.

Lean and the Maintenance functionFive of the key guiding principles of Lean are:

• Challenge Don’t accept waste, encourage innovative ideas, remove the “if it’s not broken don’t fix it” mentality, reduce the fear of asking dumb questions.

• Go and See (Genchi Genbutsu) If there is an issue YOU go and look at it, don’t just talk about it. Assess what you see against Lean principles. Go with the team to review areas of concern.

• Continuous improvement (Kaisen) Encourage simple cheap improvements, reward individuals who develop continuous improvement ideas.

• Respect the operator Each individual has a role to play, respect it. Remove the emotion by using the facts. Use a situational leadership approach.

• Teamwork Understand individual’s strengths and weaknesses, train your team, work together on projects, and create Pride in the team.

The Lean Manufacturing seven categories of Waste (WORMPIT)

Bruce Hawkins (2005) highlights how the seven categories of waste can be associated with the maintenance function, and that “Lean Maintenance” can be achieved by addressing the following:

• Waiting. This can be waiting for a job to be handed out, waiting for production to stop the machine, waiting at the store for parts. Waiting generally occurs because of poor planning.

• Over Production in maintenance refers to doing unnecessary work, and is related to incorrect maintenance strategies or poor work management.

• Repair/ Rework/ Rejects generally occurs because of poor workmanship, lack of training or incorrect procedures.

Vol 22 No 3 AMMJ

29Continuous Improvement

Figure 1 Lean Tools.

• Motion losses can be generated by poor workshop or stores setup. This can lead to significantly more movements being required to complete a task.

• Processing waste can occur when maintenance systems and processors are inefficient by having unrequired steps or duplication inbuilt.

• Inventory waste occurs with the development of “Squirrel” stores, incorrect master data in the materials management system and the inability to identify obsolete parts, which continue to be stored.

• Transportation waste is related to the time it takes to travel to a job.

Generally there will be many areas in all workplaces where waste is evident. Within the maintenance function the following actions are recommended:

• Remove non-value adding inspections from the PM system and improve the detail in value adding tasks.

• Move to on-line condition based maintenance wherever possible.

• Have a clearly documented and understood Work Flow System.

• Clean up workshops and ensure tools and equipment have nominated storage areas.

Generally, Lean processes will have a positive effect on the maintenance function, but initially the introduction of the 7-day, 5-why problem solving process (Kaizen) may put maintenance into a very reactive mode. To counteract this workflow procedures must be documented and continue to be followed during the Lean implementation.

KAIZEN

Kaizen is a philosophy that promotes continuous gradual improvements and translated from Japanese means “change to become good.” Kaizen is a philosophy on its own but is included as an important factor within the Lean production system. The 5 foundation elements of Kaizen are:

• Teamwork

• Personal discipline

• Improved morale

• Quality Circles

• Suggestions for improvement.

(Value Based Management.net 2008. pg 1 of 1)

Much of Kaizen is related to changing the culture of an organisation by encouraging employees to be willingly involved in improvement processes.

If Kaizen was effectively applied to the Maintenance strategy review process, you would see all team members voluntarily feeding improvements back into maintenance task lists at regular intervals, E.g. The quality of job instructions and estimated hours to complete tasks.

80/20 rule - Pareto Principle

The 80/20 rule, sometimes known as the Pareto principle is a philosophy that highlights that some things are more important than others (Latino and Latino, 2006). The rule can be considered both an operating philosophy as well as a prioritisation tool. In relation to maintenance, an example of the rule could state: “80% of plant downtime applies to 20% of the installed equipment”. The significance of the 80/20 rule is that if the top 20% of losses can be identified and then eliminated improvements will be made in the shortest timeframe. Fig 2. is an example of how the 80/20 philosophy can be applied to maintenance delays.

The top graph shows that Machine 9 is the one that suffers the most downtime. Assuming this is critical plant, this machine becomes the focus of the effort. At the next level down we will assume that the two biggest issues have to be handled by Operations so we focus on the 3.5% associated with Mechanical and Electrical issues. The third graph breaks down the downtime to actual problems, and in this instance the focus will be applied to Issue 1 and 2 as elimination of these issues will give the most significant improvement.

Applying the 80/20 philosophy to the maintenance function in this manner will lead you on the path of continuous improvement in reliability of your assets.

30 Continuous Improvement

Vol 22 No 3 AMMJ

TQM - Total Quality Management

Total Quality Management is a management approach that encourages all employees to become involved in the continuous improvement of the production of goods and services, the aim being to have “No defects”. The presumption is that a culture of continuous improvement will deliver a quality outcome that will satisfy the customer’s needs.

TQM has eight key elements that are the building materials of the philosophy. The foundation of TQM is based on ethics, integrity and trust between all levels of the organisation. The Bricks laid on the foundations are training, teamwork and leadership that has an inspiring vision. Communication is the mortar that binds TQM together and the success of the philosophy is dependant on communication occurring effectively between all levels of the organisation. The roof of the structure is Recognition of all suggestions and achievements for teams and individuals. (Padhi, 2008., pg1of 1)

If TQM were applied to failure analysis processes employees at all levels would be interacting positively with a common goal of achieving the required understanding of chronic and sporadic losses, and then collectively coming to conclusions. Effective TQM would improve Teamwork, ownership and relationships between maintenance and other functions.

31Continuous Improvement

Figure 2 The 80/20 (Pareto Principle) in use.

32 Continuous Improvement

5 S - Sort, Set, Shine, Standardize, SustainThe 5 S philosophy is aimed at organizing a workplace to create an environment that will achieve optimum output. Generally 5S is associated with housekeeping and shadow boards, but Smith and Mobley (2008) suggest that 5S can be applied to maintenance and reliability in the other ways.

• Sort. Sort all assets based on risk, so all effort can be focused in the correct area.

• Set in order. Have an excellent work management system that sets priorities based on criticality. Have appropriate asset strategies.

• Shine. Take pride in asset reliability. Be able to understand the health of an asset to repair it before it breaks.

• Standardize. Have as many standard tasks as practical.

• Sustain. Keep to standards and have a controlled change management process for these standards.

5-S is another integral part of the LEAN production system and applying this to maintenance will lead to more organised and hence productive maintenance workgroups.

TPM - Total productive Maintenance

Where TQM is based around zero defects, Total Productive Maintenance is based around having zero breakdowns and production losses, and is one of the foundation stones of the Lean production system as can be seen in Fig 1. TPM evolved from suppliers to Toyota in Japan so they could meet the demands of the TPS (Kennedy, 2006. Pg 5 of 15).

TPM is a philosophy that does not just focus on the “Maintenance Department” although maintenance does have a large part to play. TPM addresses all the reasons for equipment losses. Losses can be categorised into 6 categories:

• Breakdowns. E.g. Circuit breaker trip.

• Setup and adjustment. E.g. Re tooling for a different product.

• Idling and minor stoppages. E.g. Problem with raw material.

Fig 3 The Five Pillar model of TPM

33Continuous Improvement

• Reduced speed losses. E.g. Speed reduced because of feed quality.

• Quality defects and rework. E.g. Variation in output quality. Repairs not completed effectively.

• Start-up losses. E.g. Cold starts, inefficient start-up procedures.

The aim of TPM is to eliminate or minimise the losses from all of these items. TPM as it was presented to the Onesteel Rod and Bar Mills is a base and pillar model as shown in Figure 3.

Consistent standards are the basis of the structure and the pillars that hold up TPM are:

• Autonomous Maintenance. This means that everyone owns maintenance and that everyone has a role related to maintaining equipment.

• Effective Training. The TPM training is to be focussed on plant operators so they can detect abnormalities in equipment before a breakdown occurs.

• OEE. The Overall Equipment Effectiveness of a machine is equal to the %Runtime x %Yield x %Rate. OEE is the measurement of success of the TPM program.

• The maintenance function must have a multi-functional workforce, effective and appropriate PM’s, well-defined KPI’s and an in built continuous improvement loop.

• Early Equipment Management refers to ensuring equipment is fit for purpose before it is put in service. This includes making sound engineering decisions during the design process, ensuring the machine is operator friendly and understanding the preventative maintenance requirements for the life of the equipment.

The TPM philosophy promotes training to understand potential breakdown causes, and the development of effective and efficient maintenance strategies that are continuously improved.

In summary, virtually all continuous improvement philosophies and tools reviewed have some link back to the PLAN, DO, CHECK, ACT cycle, the Toyota Production system and hence LEAN manufacturing. Applying any of these philosophies to the maintenance function will have a positive effect if all stakeholders are involved in the deployment and effective Work Flow processes are maintained.

References

Hawkins, B. 2005. “The many faces of Lean Maintenance”. ProQuest database. Plant Engineering. Barrington: Sep 2005. Vol.59, Iss.9; pgs 63-65

Kennedy, Ross. “Examining the Process of RCM and TPM. What do they ultimately achieve and are the two approaches compatible?” Jan 2006. http://www.plant-maintenance.com/articles/RCMVsTPM.pdf Viewed 8-3-2008.

Latino, R.J & Latino K.C. 2006, “Root Cause Analysis, Improving Performance for Bottom-Line Results” Third edition. CRC Press, Taylor and Frances Group, FL, USA.

Liker, J.K 2004, “The Toyota Way. 14 management principles from the worlds greatest manufacturer.” McGraw-Hill publishing, New York.

Padhi, N, 2008 “The eight elements of TQM” http://isixsigma.com/library/content/c021230a.asp Viewed 13-5-2008.

Six Sigma SPC website. “PDCA- Plan Do Check Act”. 2006.http://www.sixsigmaspc.com/dictionary/PDCA-plan-do-check-act.html Viewed 14-5-2008.

Smith, R & B Hawkins, B 2004, “Lean Maintenance, Reduce Costs, Improve Quality and Increase Market Share.” Elsevier Butterworth-Heinemann, MA,USA.

Smith, R & Mobley, R .K 2008, “ Rules of thumb for Maintenance and Reliability Engineers.” Butterworth-Heinemann, MA, USA.

Value Based management.net, 2008 “Kaizen philosophy and Kaizen method” http://www.valuebasedmanagement.net/methods_kaizen.html Viewed 23-2-2008.

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There are many similarities between the prevention of illness in humans, and the prevention of failures in equipment. In this article, Jerry Larkin examines the history of Healthcare through the prism of the maintenance engineer, and draws on commonalities to provide some food for thought.

Knowledge transferSome of the best innovations and discoveries have come by way of bisociation – the eureka moment when a connection is made between a problem in one field and a solution from another more advanced field. When confronted with a problem that we know can be solved by importing a solution, how often have we gleefully thought “why reinvent the wheel?”

The fields of Healthcare, and equipment Maintenance appear to fulfil the criteria needed for this kind of potential knowledge transfer - having many similarities , but being at different stages of development.

SimilaritiesWhile people are not (just) intelligent machines, and machines are not (yet) intelligent people, there are certain similarities between the prevention of illness in humans, and the prevention of failures in equipment. The respective fields of Medicine, and Maintenance (or in the broader sense Healthcare, and Asset Management) have many commonalities as outlined in Table 1.

Given that the two fields have similar methodologies and objectives, it is to be expected that successes and failures can be shared and used for learning. Certainly on the technology level, there has been considerable knowledge transfer in both directions across the boundaries, e.g. X-ray, boroscope, orthopaedic surgery, etc. However, systems and strategies have not been so obviously shared. An exception that proves the rule is the recent adoption of James Reason’s excellent work on Human Error in Maintenance by those seeking to reduce iatrogenic (i.e.surgical) error in Medicine.

• Methods: - preventive - corrective - symptom/ diagnosis/ fault finding - triage/ criticality

• Failures: - bath-tub curves similar - human error rates similar

• Organisation: - doctor = 1st line maintenance - A&E = orrective maintenance - op theatre = overhaul workshop

• Technologies: - orthopaedic / X-ray / endoscope

• Resources: - scarce relative to demands

As a member of the Maintenance fraternity, I’m surprised that we do not more often look for potential bisociations with the Healthcare arena. There is one compelling reason why we should: Healthcare has been evolving since the dawn of mankind, occupying many great minds in many great civilisations; organised Maintenance is a relatively new discipline. There may be lessons for us to learn from the wisdom of ages.

Healthcare and Maintenance

Jerry Larkin, GE Healthcare Jerry.Larkin@ge.com Ireland

Table 1 Similarities Medicine vs. Maintenance

First Published in Maintenance and Engineering Vol 9 No 1

Industrial Maintenance – a short history of a short historyIn the context of Industry and Transport, the term “maintenance” has evolved to mean the care and preservation of equipment and other assets. The story of organised maintenance really began with the Industrial Revolution and derived from the massive increase in manufacturing capability. The consequent demands on machinery and equipment came to be satisfied by a fusion of the old craft tradition and emerging engineering knowledge. Over the 19th and 20th centuries the function of Maintenance and/or Asset Management developed on fundamental principles of engineering and management.

Healthcare – a longer history of a longer history

Beginnings of Medicine – run to failure?It is reasonable to assume that maintenance of the human body has been practised since the dawn of mankind, since self-preservation dictates that injuries and illnesses must be treated, however rudimentary those treatments might be.

The oldest known medical texts were written about six thousand years ago on clay tablets discovered in Mesopotamia. Papyrus records found in Luxor and written about 1600BC provide details of the treatment of accidental injury. The use of herbal medicine was described, as was the care of injuries including the treatment of wounds by suture and plasters, cauterisation and the use of splints for bone fractures. There is also evidence of medical knowledge and practice in other ancient civilisations, e.g. China, India, Greece.

Preventive and Corrective medicine – PM vs CM?The Greek tradition included the two approaches of prevention and corrective intervention. Reference is made in Homer’s Iliad (c.1000BC) to two goddesses of health, Hygeia and Panacea. Hygeia was linked with preventive medicine and symbolised the belief that people could remain well if they lived a healthy lifestyle. Panacea, Hygeia’s sister, specialised in healing (through knowledge of drugs from plants or from the earth) and represented the conviction that illness and disease could be cured by corrective intervention.

Holistic medicine – Total Productive Medicine?Greek medicine was dominated by Hippocrates (c.450BC), who took the holistic view that illness is an interaction involving the patient as a whole person, the disease, the healer and the environment, and that the process of healing must involve all of these. Hippocrates invoked the preventive approach of Hygeia or Panacea’s doctrine of intervention, depending on the circumstances.

Scientific medicine – Reliability Centred Medicine?The modern tradition of scientific medicine evolved from the Renaissance, developing with emerging discoveries in the fields of physics and chemistry and later, psychology and psychiatry.

Illness became dominated by medicalisation, the reductionist view that the human body could be modelled as a machine and broken down into discrete components for diagnosis and treatment. This led to a narrow focus on the prevention or correction of Ill-health - the more positive concept of Health being left to a whole host of influences: government; commercial promotion; fashion/fads; holism/religion; mystics/zealots, etc.

In the late 20th century, there was increasing dissatisfaction with the illness-centred bio-medical model.

Health Promotion – a new paradigmThe Lalonde Report published in 1974 found that most of the causes of ill-health originated from non-medical origins.

Marc Lalonde identified four fields in which health could be enhanced:

1 - genetic & biological factors

2 - lifestyle factors

3 - environmental factors

4 - accessibility & standard of health services

The Lalonde Report had a profound impact in the arena of Healthcare. The World Health Organisation (WHO) articulated these changes in its definition of Health as a “state of complete..... well-being, and not merely the absence of disease or infirmity”.

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35Healthcare and Maintenance

The new paradigm of Health Promotion recognised that since most of the causes of ill-health originate from non-medical origins, then promoting the positive dimension of Health would be much more effective than the old Illness-centred strategy.

Health Promotion or Positive Health now plays a very important role in the provision of healthcare. It not only encompasses prevention and regulation as Scientific Medicine had done before; it also recognises Empowerment & Education as having the most fundamental role in improving peoples’ health. The results worldwide have been impressive, including:

• increase in life expectancy

• shift from infectious to degenerative diseases as prevailing causes of death

• decline of mortality for cardiovascular diseases and for tumours

Transfer of conceptsApplying Lalonde’s four fields scenario to Maintenance, we get that most of the causes of poor equipment performance originate extrinsic to the equipment. How true is this?

1 – Inherent equipment related factors (design / manufacture / installation)After installation, these factors are largely unalterable, with only limited scope for intervention in the engineering domain

2 – OperationThis field could be a strong determinant of performance given variation in policies, procedures and practices.

3 – EnvironmentThis field should include the physical, business, and regulatory environments. Clearly, impacts from any of these could affect equipment performance.

4 – Accessibility & standard of maintenanceSimilar to 2 above, this is a function of training/culture/behaviours, and could be a strong determinant of equipment performance.

Many practitioners would agree that most of the causes of poor equipment performance originate extrinsic to the equipment. Also by extension we could say that human factors play a major role in these causes. It is therefore likely that a greater emphasis on empowerment and education in the promotion of positive equipment health will generate better equipment performance, and contribute more to the business of Maintenance.

Application of Health Promotion in Maintenance

Empowerment A lot of maintenance work is carried out autonomously and without direct supervision. Self- empowerment is a very effective means of motivating individuals and teams for the mutual benefit of staff and the business. Some advantages are as follows:

• empowerment fuses skill, intelligence and application

• highlights and reduces otherwise hidden failure conditions

• empowerment is Reliability Improvement for people!

36 Healthcare and Maintenance

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Figure 1 Health Promotion model

It can be embedded into an organisation by means of annualised hours, fixed call-out payment (i.e. annualised monetary ceiling) and cross-skilling. For example, Table 2 illustrates that paying an agreed fixed sum for emergency calls (irrespective of the quantity of calls) will align staff and business objectives to achieve a win/win situation.

Business

Staff

Objective Higher Reliability Fewer call-outs

Outcome Fewer failures Fewer failures

Result Win Win

Table 2 Empowerment: Fixed call-outs

Education/trainingThe training of maintenance technicians & crafts is still centred on equipment-related skills. A broader approach is needed to achieve an understanding of what really contributes to positive equipment health. This should include the following:

- Time dependent vs. random failure modes- Faultfinding- Bath-tub curves- Pareto principle re plant criticality- Maintenance strategies and systems

Positive HealthApplying the WHO definition of Health to the maintenance arena leads to a definition of Asset Condition as “a state of optimum performance, and not merely the absence of failure”.

The question may be asked “if an asset has not failed , is it healthy?” The answer should be: “not necessarily, it depends on its condition”.

We should look at Health Promotion and the concept of Positive Health to enable us to reach a point where Asset Condition - and not failures and malfunctions - will underpin Asset Management in the future.

The wider contextThe Lalonde Report was published in 1974 at around the same time as TPM was being developed. They are similar in that they are both holistic approaches to the treatment & prevention of failures, and the promotion of good condition. Being in different fields, they developed independently and were not separate enough in time for one approach to greatly influence the other. While acknowledging the value of TPM, BCM and other broader maintenance philosophies, the examination of Health Promotion can still generate some learnings in the maintenance domain.

There are lessons also in the wider context, pointing us to use bisociation, and make connections with innovations outside of Maintenance. For example, in January 2004, in response to changing needs, France introduced a new population census methodology - the nine-yearly set-piece event being replaced by annual sampling over a cycle of five years. By concentrating on critical areas that change most, the resource/accuracy ratio is reduced. Adapting the process to the maintenance audit could facilitate its wider implementation, and this will be the subject of a future article.

If this article were written, say a hundred years ago, it could have advocated Hippocrates’ approach to healing (maintenance) as an interaction involving the patient, the illness, the healer, and the environment (equipment, failure mode, human factors, environment). Making the connection then might have saved a lot of time, trouble and money.

Jerry Larkin is a mechanical engineer, and has worked in various positions in the pharmaceutical industry - including project engineer, maintenance engineer, and Engineering team leader. He is currently Plant Reliability Engineer at GE Healthcare in Cork, Ireland.

37Healthcare and Maintenance

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As Antarctica New Zealand supports science and environmental programs at their Scott Base facility, so too does the supporting computer applications and technology have to be up to the task. With facilities and equipment critical to supporting life in Antarctica, Scott Base demanded a sophisticated, yet intuitive asset management system.

Antarctica New Zealand is responsible for developing, managing; and administering New Zealand’s activities in Antarctica and the Southern Ocean, particularly the Ross Sea region and for facilitating New Zealand scientific research in the region.

To fulfill these responsibilities Antarctica New Zealand manages a year-round permanent base in Antarctica – Scott Base. Located on Ross Island (3932 km from New Zealand and 1500 km from the South Pole) in the Ross Sea region of Antarctica, Scott Base provides services and accommodation for the many research parties and groups who visit Antarctica during the summer.

Much has changed from when building of the base began in 1956 with a modest complex of six separate buildings each connected by a covered way and where a hardy few carried out research in a hanger in temperatures sometimes below -45 degrees. Scott Base now in 2009 has a combined floor area of 4468 sq m of which 570 sq m is used for accommodation and operates year around providing a safe and warm environment for up to 85 guests on the Base at any time.

The Base is managed as a self-supported town, responsible for power generation, waste disposal and heating, with shared bedrooms, communal dining room and meals provided from an expertly chef run kitchen. Facilities available to visitors, scientists and researchers include transport, general equipment, laboratories, office space and communications.

Each year Antarctica New Zealand employs staff for the base, one summer only crew (October to February) and one winter-over crew. In providing for their guests the facility manager and staff have their work cut out for them to ensure that a safe environment is provided and supplies of heat, electricity, fresh water, food are maintained.

As Scott base supports science and environmental programmes so do the facility maintainers have to seek out better tools and methods to ensure that the facilities are properly supported with power, electricity, heating, communications and the objectives of the researchers and guests are met.

IT plays a significant role in delivering the necessary outcomes which ensure a safe working environment is maintained.

An important goal of the Antarctica New Zealand IT strategy is improving asset management at Scott Base. Effective asset management is not only critical to the successful outcomes of the scientific research but also in the provision of a safe working environment for all who live at the Base.

When contemplating computerized assistance to secure these outcomes what are the major considerations for IT staff and facility maintainers at Scott Base?

Greg Jack, IT Project Manager for Antarctica New Zealand, first enquired about SmartAsset when he heard of its seamless integrate with Microsoft Office products, as given that staff are recruited seasonally for Scott Base, business applications must be very intuitive and easy to learn. While happy with SmartAsset’s familiar “Office ribbon” based design, it was the ability to plan or view jobs within Outlook calendars, analyse data using Excel and the ability to view maintenance schedules within MS Project, that led to the final selection of SmartAsset for use at Scott Base.

SmartAsset supports multiple deployment options and Antarctica New Zealand has recently deployed SmartAsset on a mobile device. To save time, this ruggedized PDA allows base engineers to enter inspection or job data on-site, then

Asset Management Systems For The Antarctic

Geoffrey Montgomery The Online Workshop www.theonlineworkshop.com.au (Australia)

Arial View Of Scott Base (Nov 2005)

Photo by Martin de Ruyter, Antarctica NZ Pictorial Collection: K242 05/06 (Copyright)

Vehicles at Scott Base Hitching Rail Photo by Nancy Cox, Antarctica NZ Pictorial Collection: K401 07/08 (Copyright)

simply dock and synchronise data with SmartAsset automatically.

On the technical side he was also looking for a .NET asset management application that would integrate well within their existing Microsoft-centric technology stack. Antarctica New Zealand now intend to more closely couple SmartAsset with their Microsoft Office SharePoint Server and their ERP - Dynamics NAV.

Greg’s, sentiments with regards to user friendliness and system compatibility are echoed by Scott Base Maintenance Engineer Kevin Rigarlsford. Kevin had for some time been seeking software to support facilities maintenance at Scott Base.

Kevin needed sophisticated outcomes from maintenance management software, but was only too aware that this can come at a price should the software user interface not be intuitive for his users and create user adoption issues. One of the problems that Kevin faces is an annual turnover of all Engineering staff who perform the maintenance and run the ‘Life Support Systems’ as most employment contracts are for 13 months periods. In short any maintenance software/programme has to be extremely user friendly and intuitive. When he read the tag line in a brochure describing a product called SmartAsset claiming “Asset Management functionality deployed within software that you already use” he felt it worth of a follow up.

Indeed the claim was correct. SmartAsset deploys from within the Microsoft Office suite, a product already familiar to many people within engineering and electrical trades, so potentially learning to use the new application was merely an extension of their current knowledge of a product already familiar to them.

SmartAsset has been installed at Scott Base and is being successfully used by the engineering group to help ensure visitors and staff alike enjoy a safe and productive work and lifestyle environment on this otherwise inhospitable Continent.

39Asset Management System For The Antarctic

The AMMJ wishes to apologise for an error in the April 2009 issue of the AMMJ. Due to an AMMJ error the “SmartAsset” product was missed from the 2009 CMMS/EAM Listing. The SmartAsset entry is given below:

SmartAssetThe Online Workshop Pty ltd Melbourne Australia www.theonlineworkshop.com.au

COUNTRIES SUPPORT FOR THIS CMMS/EAM: Australia, North America, China, South Africa.IS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Whilst SmartAsset suits all sectors, it is focused on: Manufacturing, Energy, Gas and Oil Resources, Defense, Utilities, Water Resources and Local Government.TYPICAL COST OF THE CMMS/EAM SOFTWARE: Starts at AUD$3,000IS THIS CMMS/EAM available as a stand-alone system: Yes. SmartAsset Office Deployment Capability can either be overlaid on your existing ERP/CMMS/EAM product or delivered on its own as a fully functional EAM application suite.IS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system: The SmartAsset prod-uct adopts the latest Software + Services approach in its design and deployment and adheres to worldwide standards for Service oriented Architecture (SOA) and as such can be seamlessly integrated with other products that have adopted this architecture. DESCRIPTION SmartAsset is an award winning product. It recently won the Microsoft OBA Solution of the Year 2008. In a crowded asset maintenance market place, the SmartAsset product is the most comprehensive and user-friendly tool available for effec-tively managing your assets. Differentiated by its scalability, SmartAsset can be implemented as a standalone solution or as an overlay to an existing ERP implementation. Of the several deployment options provided which include web hosting, browser and mobile computers, the deployment method offering the most significant benefits to users is SmartAsset ODC.SmartAsset ODC provides sophisticated functionality delivered via tools with which the user is already familiar. For exam-ple, upon receiving an email notification of an equipment fault in MS Outlook, the SmartAsset user can review details of the fault by clicking a document review button added to the Email ribbon. The subsequent repair job can be prepared and assigned without leaving the Outlook Calendar. Complex asset-related activities such as construction or refurbishment can be seamlessly loaded into MS Projects for critical path analysis with the resultant activity dates recorded in SmartAsset for subsequent planning, assignment and detailed monitoring. Capital replacement projects can be registered and reviewed in SmartAsset from within the same Excel spreadsheet that is used to perform the related financial calculations.SmartAsset offers its users:

• access to comprehensive asset management functionality • increased productivity • reduced training and retraining costs • heightened user acceptance • reduced deployment costs • ease of upgrade implementation

More details can be found at http://www.obacentral.com/en/solutions/pages/solutiondetails.aspx?solutionid=5471SmartAsset is deployed via a choice of web browser, mobile devices, web hosting and MS Office. The online Workshop also provides installation, implementation, integration and training services. Post implementation audit services are also available.

Hazard and operability (HAZOP) analysis has a well-deserved reputation for systematic and thorough evaluation of industrial hazards. Organisations can easily justify process hazard analyses on the basis that the safety, environmental, and economic benefits of finding and correcting process weaknesses through HAZOP far outweigh their cost.

The recent development of a maintenance and reliability focus is in response to the recognition of the business benefits of organized approaches to maintenance programs. The leading maintenance strategy development tool is Reliability-centered Maintenance (RCM), where a structured decision logic is applied to the outputs of a Failure Modes and Effects Analysis (FMEA). This technique has been shown to significantly improve plant safety, reliability, and maintenance cost-effectiveness.

The two approaches have similarities to the extent that duplicated effort produces complimentary results.

This brief paper explains how, through the inclusion of some the aspects of HAZOP into an FMEA/RCM analysis, the aims of both analysis processes can be essentially satisfied with the minimum of effort.

HAZOPIn the 1960s, a form of “what-if” analysis was developed within ICI, and its application first became known as “Operability and Hazard Studies” and later “HAZOP”. The process had great success in identifying credible incident scenarios which had, or would have had, a significant impact on safety and operational capability.

HAZOP analysis is typically performed by review teams applying an agreed set of ‘guide words” to identified system elements to identify possible deviations. Typical guide words would be NONE, MORE, LESS, AS WELL AS, REVERSE, BEFORE, AFTER, EARLY, LATE, etc. Possible causes and consequences of the deviation are then identified, along with any safeguards that may exist. Any actions that are required (such as design changes, need for procedures, etc) are then identified and responsibility for them assigned. HAZOP studies are best conducted during the detailed design phase of the system life cycle.

The HAZOP review team must have a detailed understanding of the system being analysed, and is typically made up of operators, designers, technical specialists, and maintainers in addition to the HAZOP facilitator. Users of the HAZOP process universally believe they learn a lot about their plants through its application.

For most HAZOP studies, 50-60% of the recommendations are intended to address product quality or plant operability issues, and not specifically safety or environmental concerns. The driving benefit is for engineering design teams to identify potential problems on paper during design, rather than in the field during startup.

The typical format and content of the output documentation of a HAZOP study conducted in accordance with AS IEC 61882 is shown on the following page.

Typical HAZOP OutputsThe typical outputs of a HAZOP analysis include:• Identification of possible deviation states• Identification of the possible causes for deviations• Probable worst case consequence• Documentation of existing safeguards• Action required to reduce the risk• Allocation of action to an individual or group

General comments on HAZOP

HAZOP studies can include recommendations for the inclusion of protective devices or procedures to prevent a hazardous situation from arising. Typical solutions include design changes such as the addition of high-high level switches, high pressure switches etc. In short, the HAZOP analysis tends to address risk issues through the addition of protective devices to initiate some action to avert the consequences.

It is our experience that HAZOP analyses do not necessarily address the possibility of the installed projective devices failing to operate as intended nor is there a methodology within a HAZOP analysis to develop a rigorous and defensible strategy for managing the reliability of protective devices, or indeed the reliability of the process equipment at all.

Reliability Centred Maintenance and HAZOP - Is There A Need For Both?

Phil Clarke and Stephen Young, The Asset Partnership Pty Ltd Australia

HAZOP is a very sound tool to identify operational risks within a plant but is unable to provide a robust framework for the development of strategies to manage those risks. As a result, most of the risk management strategies migrate towards the inclusion of further technology.

Reliability-centered MaintenanceReliability-centred Maintenance (RCM) was developed in the aviation industry in the late 1960s as the outcome of a study into the inability of traditional maintenance programs to effectively manage aircraft reliability. The process is now applied throughout industry.

Today’s RCM approach is to focus on a defined system using a multidisciplinary team of people including a facilitator, operators, craftsmen, and other specialists as required. The team:

• Defines the operating context of the system, including a description of what the system does and a list of the equipment within the system• Defines all the functions of the system including primary functions, secondary functions (e.g., containment, contamination prevention, protection, economy, efficiency, support, appearance, environment), and protective functions (e.g., alarms, interlocks, devices for relieving abnormal conditions)• Lists all the failure modes and effects for each function• Uses a decision diagram to guide the decisions on how to maintain the function of the equipment in the most sensible manner to minimize the risk of equipment failure or process malfunction.• For equipment failures which can not be prevented from failing, appropriate strategies are developed to minimize the impact of failure.

The system’s Functions, Functional Failures, Failure Modes, and Failure Effects are defined in a Failure Modes and Effects Analysis (FMEA), to which the RCM decision logic is then applied.

As a result, the resultant risk management strategies depend not only on the failure characteristics of the maintainable item, but also on the consequences of the failure in terms of operational performance measured in cost, product quality and customer service but also on safety and environmental impact.

The RCM process is unique in the manner in which it both recognizes and manages hidden failures . Many components, particularly protective devices can fail in such a way that no one knows that the item has failed. These failures are known has hidden failures and the failure has no consequence until some other failure also occurs which requires the device to operate.

Vol 22 No 3 AMMJ

41RCM and HAZOP

Typical format and content of the output documentation of a HAZOP study conducted in accordance with AS IEC 61882

Reliability-centred Maintenance and HAZOP

Page 3 of 19 © The Asset Partnership 2006

STUDY TITLE: PROCESS EXAMPLE SHEET: 2 of 4

Drawing No.: REV. No.: DATE: December 17, 1998

TEAM COMPOSITION: LB, DH, EK, NE, MG, JK MEETING DATE: December 15, 1998

PART CONSIDERED: Transfer line from supply tank A to reactor DESIGN INTENT:

Material: ASource: Tank for A

Activity: Destination:

Transfer continuously at a rate greater than B Reactor

No. Guide word Element Deviation Possible causes Consequences Safeguards Comments

Actions required

Action allocated to

4 MORE Transfer A More transfer Increased flow rate of A

Wrong size impeller Wrong pump fitted

Possible reduction yield Product will contain large excess A

None Check pump flows and characteristics duringcommissioning

Revise the commissioning procedure

JK

5 LESS Material A Less A Low level in tank Inadequate net positive suction head

None Unacceptable Same as 1

Low-level alarm in tank Same as 1

MG

Possible vortexing and leading to an explosion Inadequate flow

6 LESS Transfer A. (at rate >B)

Reduced flow rate of A

Line partially blocked, leakage, pump under-performing, etc.

Explosion None shown Not acceptable

Same as 2 JK

Source AS IEC 61882

Examples of hidden failures include:• A relief valve that has an internal fault such that it will stick open when activated

• A high-high level switch (the process normally never reaches the high-high level, so there is no way to tell if the switch works without testing it)

• A low oil pressure trip (oil pressure is not normally low, so you must test the switch to confirm that it works)

As a result, an RCM analysis could determine that identical components in the same system should be maintained differently because the failure consequences of the components are different.

A typical analysis identifies all the maintenance and operational tasks required to achieve an agreed standard of performance in a complete and logical manner. The outcomes may also identify the need for new procedures and plant modifications.

An almost universal outcome of the analysis is that the RCM team learns an incredible amount about the system that is being analysed and as a result the process is especially helpful for complex systems that are difficult to understand.

The multidisciplinary team unites operations, maintenance, and engineering and meetings develop an understanding of the role of each other group in the overall plant operation effort.

The typical outputs of a RCM analysis in accordance with SAE JA1011 are shown in the FMEA and RCM Decision Worksheet on the following pages.

Typical RCM OutputsThe typical outputs of a Reliability-centred Maintenance analysis include:

• Listing of the functions the system and subsystems must perform

• Identification of the failed states including ‘too much’, ‘too little’ and ‘not at all’

• Identification of the possible causes of the failed states including failures which have occurred before, failures which are the subject of the current maintenance regime (and so may have been prevented) and those failures which are thought to be possible under the operating context

• Probable worst case effect of the failure

• Allocation of the failure into the grouping of Hidden, Safety or Environmental, Operational and Non-operational

• Determination of the most appropriate failure management strategy including frequency and responsibility

• Determination of the most appropriate consequence mitigation strategy if the failure can not be prevented

• Determination of process, plant, operational or maintenance redesigns to reduce risks, costs or consequences

General comments on RCM

A significant proportion of RCM recommendations are for the management of protective devices used to identify operational problems, which if left undetected would result in a serious hazard.

SAE JA 1011 compliant RCM rigorously assesses the possibility of projective devices failing to operate as intended and develops a function check of these devices based on a proven algorithm considering the probability and consequences of failure. Further, RCM uses a rigorous, defensible and auditable process for developing the most appropriate strategy for managing the reliability of assets.

RCM is a very robust tool with a proven track record for the management of operational risk.

FMEAs can be either component or system based, and the modern evolution of RCM as developed by John Moubray, uses a process based functional FMEA analysis. RCM II clearly identifies the process functions and the failures which can affect the performance of that process. Identified failures include equipment malfunction, equipment degradation, human error and inappropriate or incorrectly designed or installed plant.

The RCM II process then seeks to find the most appropriate method to manage each one of those risks.

42 RCM and HAZOP

Reliability-centred Maintenance and HAZOP

Page 7 of 19 ©The Asset Partnership

RCM II Decision Worksheet

SYSTEM Southwest water reticulation system No. Compiled by TAP

Date

04-Jul-05

Sheet 1RCM II DECISION WORKSHEET© 1994 Aladon Ltd SUB SYSTEM North East Pipeline Ref.

AC PipelineReviewed by MCW

Date Of 1

Information reference

Consequence evaluation Default tasks

F FF FM H S E O

H1 S1O1N1

H2 S202N2

H3 S2O2N2 H4 H5 S4

Proposed Task Initial Interval Can be done by

1 A 1 Y N N Y N N N NSM A response to leak within 2 hours will minimize occurrences

Per event Response Grp

1 A 2 Y N N Y Y Monitor pipe condition during maintenance work and replace as necessary

Per event Response Grp

1 A 3 Y N N Y N N N Redesign. Correct installation and modification to appropriate standards ate the time of load changes

Site Controller

1 A 4 Y N N Y Y Monitor the condition of the pipeline and replace whole pipeline when incidents of fatigue failure increase by more than 10% in any year

1 Year Construction

1 A 5 Y N N Y N N N Redesign. Respond to incidents as they occur. Educate other utilities to obtain service locations

Response Grp

1 A 6 Y N N Y N N N NSM. Respond to report of leak within 2 hours. Monitor the pipeline in that area. Maintain AC as priority replacement

1 A 7 Y N N Y Y Manage tress affecting pipeline 1 Year Site Controller

1 A 8 Y N N Y N N N No known failures 1 A 9 Y N N Y N N N No known failures

1 A 10 Y N N Y N N N Correct repair in accordance with procedure 2735 will prevent failure

1 A 11 Y N N Y N N N Redesign. Provide training on the correct operation of the system by operators, contractors and other utilities

1 A 12 Y N N Y N N N NSM

1 B 1 Y Y Y Monitor system water for asbestos and raise WO for pipeline replacement when level rises by more than 3% in a year

1 Year Technician

1 B 2 Y N N Y N Y Test water for algae and flush as required 2 weeks Response Grp

Vol 22 No 3 AMMJ

43RCM and HAZOP

Reliability-centred Maintenance and HAZOP

Page 6 of 19 © The Asset Partnership 2006

SYSTEM Southwest water reticulation system No.

0

Compiled by TAP

Date 04-Jul-05 Sheet 1RCM II INFORMATIONWORKSHEET ©1994 Aladon Ltd SUB-SYSTEM North East Pipeline Ref. AC Pipeline

Reviewed by MCW

Date of3

FUNCTION FUNCTIONAL FAILURE FAILURE MODE (Cause of failure) FAILURE EFFECT (What happens when it fails) 1 To supply a 'Normal' service

connection with potable water (to ADWG std) at a flow rate of not less than 0.06 litres per second at a pressure not less than 120 kpa through AC pipe to a section that can be isolated to less than 20 services

A Unable to supply at all 1 Material failure due to manufacturing fault

Failure occurs under normal operation of the pipeline and would reduce the useful life of the asset. May be indicated by a small leak. Failure results in loss of supply to up to 20 normal services. Downtime to repair 8 hours at a cost of $8000

1A 2

Pipeline corrodes to the point of failure

Failure occurs under normal operation of the pipeline and would reduce the useful life of the asset. Failure results in loss of supply to up to 20 normal services. Downtime to repair 8 hours at a cost of $8000

1 A 3 Pipe line crushed when external load exceeds design

Failure occurs under normal operation of the pipeline and would reduce the useful life of the asset. Failure results in loss of supply to up to 20 normal services. Downtime to repair 8 hours at a cost of $1,000

1 A 4 Pipeline fails from fatigue during normal operation

Failure occurs under normal operation of the pipeline and would reduce the useful life of the asset. Usually ruptures with without warning but usually in response to a change in system pressure or cyclic external forces. May be indicated by a small leak. Failure results in loss of supply to up to 20 normal services. Downtime to repair 8 hours at a cost of $8,000

Typical outputs of a RCM analysis in accordance with SAE JA1011 are shown below in the FMEA and RCM Decision Worksheets

Similarities between HAZOP and RCM

As Table 1 below illustrates, there are a great many similarities between HAZOP and RCM processes, and an organization completing both studies will incur a considerable expense in essentially duplicated effort and resources.

However, as a review of the outputs of each process indicates, the completion of a HAZOP analysis does not provide the benefits of an RCM analysis. On the other hand, the completion of an RCM II analysis essentially produces the outputs of a HAZOP analysis.

Changes to an RCM analysis to generate acceptable HAZOP outputs in addition to traditional RCM analysis outputsAs illustrated in Table 1, there is a great deal of commonality between the HAZOP and RCM processes from the manner in which they are applied, the types of people included on the teams through to the information collected and documented.

The most significant difference occurs with the decision making process within the RCM Decision Logic for developing the most appropriate risk management strategies. Accordingly, it is considered that with some minor alignment of wording used during the FMEA stage of the RCM analysis, the requirements of both processes can be satisfied with a minimum of effort and a significant saving in time, effort and documentation.

44 RCM and HAZOP

Table 1 – Comparison of HAZOP and FMEA/RCM

Reliability-centred Maintenance and HAZOP

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Activity or Outcome HAZOP RCM Comment

Documentation of the plant process Yes Yes The Failure Modes and Effects Analysis (FMEA) of the RCM II analysis is functionally based and therefore documents how the users intend the plant to operate. The process documents the failed states and captures all likely failure modes, including those which may be operator induced those which result from the failure or degradation of plant components and failures which are the result of the plant’s inability to perform as required, i.e. design errors.

Note: IEC 61882 standard suggests in paragraph 5.2 that FMEA is a component based analysis (as described in IEC 60812) and hence can not be used for process analysis. However, FMEA (and FMECA) can be functionally based, as described in other widely used standards such as MIL-STD-1629(A) and therefore can also be process based. The FMEA used in an RCM II analysis is functionally based, not component based.

Documentation of the ways in which the plant can fail

Yes Yes The RCM process does not formally use the HAZOP style guide words for defining Functional Failures. However, Functional Failures describe the failed states of the system in the same manner, and guide words can be used.

Documentation of the possible failure modes

Yes Yes HAZOP lists failure modes to cover human error and process error and groups failure modes which result in a common effect together, e.g., pump impeller worn, pipe work partially blocked, leakage etc

RCM lists all likely failure modes including human error and keeps failure modes with common effects separated to allow failure managementpolicies to be developed.

Reliability-centred Maintenance and HAZOP

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Table 1 – Comparison of HAZOP and FMEA/RCM

Activity or Outcome HAZOP RCM Comment

Project definition and planning Yes Yes The objectives and scope of the study are defined, and potential team members identified.

Detailed preparation and planning Yes Yes All design and other documentation relating the analysis are gathered, including PIDs, drawings, operating and maintenance manuals, etc. Functional breakdown and defining of system boundaries for analysis, estimation of duration, and development of analysis schedule are also performed.

Training for team members Yes Yes The Aladon RCM II training course has been delivered and developed in over the last 20 years in more than forty countries and is widely regarded as setting the benchmark in SAE JA-1011 compliant RCM training.

Team comprises operations and maintenance people working together

Yes Yes Both processes use people who know the process best including operations and maintenance people and technical specialists as required

Analysis managed by highly trained Facilitator

Yes Yes The facilitator in both cases needs to have a comprehensive understanding of their methodology and be able to facilitate the analysis group.

Vol 22 No 3 AMMJ

It is considered there are two areas where a minor alignment of wording and emphasis should be applied, namely:

1. RCM II Functional Failures and the use of HAZOP guide wordsThe guide words used within HAZOP have very similar intent to the description of Functional Failures within RCM II. For example, functional failures in RCM II can define the failed states in terms of:

• Too Much (pressure/ temperature/ flow/ contamination/ mixing/ etc)

• Too Little (pressure/ temperature/ flow/ contamination/ mixing/ etc)

• Not at all (No pressure/ temperature/ flow/ contamination/ mixing/ etc)

For example, a Function for a heat exchanger might be:

“To maintain the temperature of the process fluid between 38oC and 42oC”

45RCM and HAZOP

Reliability-centred Maintenance and HAZOP

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Activity or Outcome HAZOP RCM Comment

Documentation of failure consequences Yes Yes In RCM terms, HAZOP uses free text and the Facilitator to define the Failure Effects.

The RCM FMEA uses free text to describe the failure symptoms and the effort needed to correct the failure and secondary damage. (Called Failure Effects). Failure consequences are later defined by the RCM decision logic as Hidden, Safety/Environmental, Operational, Non Operational. Failure management strategies are developed according to the failure consequences

Identification Safeguards Yes Yes HAZOP utilizes a column on the worksheet to document any safeguards for a particular hazard. In FMEA/RCM, safeguards are documented in the Failure Effects column to ensure the analysis team is aware of the safeguards during the development of risk management strategies.

RCM includes safeguards as a function eg, “To provide an alarm in the event the pressure exceeds 250kPa”.

Development of design change recommendations to address process shortfalls

Yes Yes

Development of risk management (maintenance) strategies

No Yes RCM takes to conclusion the development of strategies to manage the identified risk. Strategies include the proactive maintenance tasks of On Condition Maintenance, Scheduled Restoration and Scheduled Discard. In the event the failure can not be prevented, management strategies work to minimize the failure consequences including Failure Finding and Redesign. No Scheduled Maintenance is an option for failures where the failure of the component or asset is tolerable

Table 1 – Comparison of HAZOP and FMEA/RCM Continued

Reliability-centred Maintenance and HAZOP

Page 13 of 19 ©The Asset Partnership

Activity or Outcome HAZOP RCM Comment

Development of maintenance task intervals based on risk and consequence

No Yes RCM utilizes a robust process to define the most appropriate management strategy based upon the failure characteristics. In the event a failure can not be prevent by a proactive task and the failure has hidden consequences, the interval for the functional check of the device is determined based upon a mathematical equation linking risk and consequence. Risk is determined by the demand rate for the device and the probability the item will be in failed state when required

Document actions required Yes Yes HAZOP defines the task required to correct the failed state from an operational perspective

RCM defines the task and frequency of the task to ensure the function of the asset is maintained, be it operational, maintenance, engineering redesign, operational procedures, training, etc

Task allocation Yes Yes

Development of asset maintenance strategies

No Yes

Development of Fault Finding Guide No Yes RCM utilizes the Failure Effects information to populate a key word symptom driven fault finding guide

This defined the operation or process parameters for the asset and ensures the focus of the team and the actions recommended by the analysis teams is aimed at ensuring the asset continues to function.

Accordingly, the failed states, i.e. the Functional Failures would be:

A. Unable to control the temperature at allB. Unable to heat the process fluid above 38oCC. Unable to cool the process fluid below 42oC

The standard RCM II process therefore satisfies the general intent of the HAZOP guide words. However, by applying the RCM II process using the recognized HAZOP guide words the HAZOP intent is even clearer and the RCM II process not compromised.

The HAZOP ‘possible causes’ of the failed states are listed in an RCM II analysis as Failure Modes.

In Table 2, adapted from IEC 61882 we have included a further column on the right hand side to illustrate the type of wording which could be used to define the failed states in accordance with SAE JA1011 and IEC 61882.

Other key words which may be appropriate to define process Functional Failures are as follows:

• Insufficient Flow/Pressure (Too little) • No Flow/Pressure (Not at all) • Too Much Flow/Pressure (Too much) • Intermittent Flow/Pressure (Too little) • Adversely Affected Fluid (Too much/Too little/Not at all) • Can not operate at the required duty cycle (Too much/Too little/Not at all)

2. Documenting Safeguards and Criticality within and RCM II analysisThe RCM process as defined by SAE JA1011 does not require the allocation of a criticality ranking or the listing of existing safeguards in a rigorous manner.

However DEF STAN 02-45, of the UK Ministry of Defence standard recommends the inclusion of a criticality ranking to aid the decision making process on which hazards to address first.

The generation of a criticality ranking is a combination of the Probability of Occurrence (POC) and Consequence of the failure. POC is a simple scale of A to E ranking Probable though to Improbable. Consequence is again a scale of 1 to 4 ranking from catastrophic to negligible. Using a simple five by four matrix, the Criticality Ranking can be determined. losely linked to criticality, Safeguards within the HAZOP process provide information to the analysis team to determine, in an imprecise manner, the criticality ranking with the assumption being that a safeguard is in place then the consequences should be less and the probability of the failure reaching worst state condition reduced.

Within RCM II there is no field provided for the documentation of either criticality or safeguards. However, by utilising the DEF STAN 02-45 Failure Effects format, the following is a guide to the Failure Effects description:

• Criticality • Local Effect • Next Higher Effect • End Effect• Compensating provisions/Safeguards • Alarms • Actions (to restore the function)

For example, the failure of a turbine over speed trip on a steam turbine might result in Failure Effect:

• Criticality: Medium• Local Effect: In the event of a generator trip and the failure of the speed control system the turbine will run into over speed• Next Higher Effect: May result in the explosive failure turbine• End Effect: Destruction of the turbine and rupture of the turbine casing. May result in serious injury to personnel within 30 metres of the turbine• Compensating provisions/Safeguards: Two stage over speed alarm system provides for audible warning of 5% over speed and boiler shut down and blow off at 15 % over speed• Alarms: Generator trip, over speed alarm, then boiler shut down alarm, plus audible steam release to atmosphere as boiler pressure is vented• Actions (to restore the function): Replace turbine and repair turbine hall. Cost $35 million plus cost of 3 month’s lost generation

ConclusionAs illustrated within this paper, there is a great similarity between the HAZOP and the preliminary stages of an RCM II analysis. The sequential application of HAZOP and RCM analyses within an organization therefore wastes precious resources for no benefit.

46 RCM and HAZOP

Vol 22 No 3 AMMJ

It is clear that with a very subtle modification of the RCM II process, the information can be collected and the decisions made which will satisfy the requirements of HAZOP but a HAZOP in isolation is unable to generate the same outputs as an RCM II analysis.

References1 AS IEC 61882 – 2003 Hazard and operability studies (HAZOP Studies) Application guide2 IEC 61882 -2001 Hazard and operability studies (HAZOP Studies) Application guide3 IEC 68102 – 2nd ed 2006-01 Analysis techniques for system reliability –Proedure for failure modes and effects analysis (FMEA)4 MIL STD 1629A Procedures for performing and a Failure Modes, Effects, and Criticality Analysis.5 Def Stan 02-45 Requirements for the Application of Reliability-Centred Maintenance Techniques to HM Ships, Submarines, Royal Fleet Auxiliaries and other Naval Auxiliary Vessels (Category 2)6 Victoria Worksafe Guidance Note – Major Hazard Facilities Regulations – Guidance Note GN-13 – Hazard Identification7 Reliability-centred Maintenance II – John Moubray8 Safety and Reliability: A synergetic Design Approach. Paper from 5th Biennial Process Plant Safety Symposium, American Institute of Chemical Engineers, 2001, Houston, Texas9 Putting the “OP” back in HAZOP – Paper from Maintech South 98 Conference and Exhibition, Houston10 Paper, Blending HAZOP and RCM Part III and Part IV C&K Management Limited

47RCM and HAZOP

Reliability-centred Maintenance and HAZOP

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Table 2 – HAZOP Guide Word and RCM FMEA Functional Failures

Derivation Guide Word Example interpretation from process industry

Example interpretation for a Programmable Electronic

System PES

RCM IITypical Functional Failure

Wording(in response to appropriate

Function definition)

Negative No No part of the intention is achieved e.g. no flow

No data or control signal Unable to provide flow at all

More A quantitative increase e.g. higher temperature

Data is passed is passed at a higher rate than intended

Temperature greater than “x” deg CQuantitative

modification Less A quantitative decrease e.g. lower temperature

Data is passed at a slower rate than intended

Temperature less than “y” deg C

As well as Impurities present Simultaneous execution of another operation/step

Some additional or spurious signal is present

Qualitativemodification Part of Only some of the intention is

achieved, i.e. only part of an intended fluid transfer takes place

The data or control signals are incomplete

Allows product contamination

Enables simultaneous operation of plant process

Unable to complete fluid transfer within “x” minutes

Reverse Covers reverse flow in pipes and reverse chemical reactions

Normally not relevant Allows reverse flow in pipework

Substitution Other than A result other than the

original intention is achieved, i.e. transfer of wrong material

The data in control signals are incorrect

Allows wrong material to be transferred

Table 2 – HAZOP Guide Word and RCM FMEA Functional Failures

Reliability-centred Maintenance and HAZOP

Page 17 of 19 ©The Asset Partnership

Derivation Guide Word Example interpretation from process industry

Example interpretation for a Programmable Electronic

System PES

RCM IITypical Functional Failure

Wording(in response to appropriate

Function definition)

Early Something happens early relative to clock time, e.g. cooling or filtration

The signals arrive too early with reference to clock time

Initiates cooling too early

TimeLate Something happens late

relative to clock time, e.g. cooling or filtration

The signals arrive too late with reference to clock time

Initiates cooling too late

Before Something happens too early in a sequence, e.g. mixing or heating

The signals arrive earlier than intended within a sequence

Initiates mixing too early

Order or sequence After Something happens too late

in a sequence, e.g. mixing or heating

The signals arrive later than intended within a sequence

Initiates mixing too late

Condition Monitoring Equipment & Services

Applied Infrared Sensing Address: Build. 22, 270 Ferntree Gully Rd. Notting Hill VIC 3168. dmitri.i@applied-infrared.com.au www.applied-infrared.com.au CM PRODUCTSNEC AVIO Thermal Imaging Cameras for Condition Monitoring, Maintenance, Process Control and Research. NEC is one of the most advanced manufacturers of thermal imaging cameras with full production chain in Japan (including infrared detector arrays used in the cameras) and strict Japanese quality control.Product range includes hand-held and fixed cameras and camera core modules. Detector arrays 640 x 480 pixels, 320 x 240 and 160 x 120 pixels. All cameras include advanced thermography functions. The latest ThermoShot F30 is a new generation camera for maintenance personnel. The concept is very similar to a photo camera which makes operator training extremely easy. In addition to traditional thermal imaging display the operator can view temperatures right on visual image to avoid misinterpretation.The camera is physically very small (shaped like a modern digital photo camera) enough for carrying it in a pocket.Other popular models include TH7800, TH7716, TVS-200EX and TVS-500EX all are advanced thermography systems typically used by thermography specialists.H6240 is the most advanced thermal imager based on the latest true high performance 640 x 480 pixels detector with better than 0.06 deg.C sensitivity even without any averaging! Such sensitivity and optical resolution means hardly any fault will go undetected. These characteristics allow the operator to work at longer distances and analyze various types of equipment, large or very small.The H6240 system comes with 1.3M pixels visual camera and image fusion (blending of thermal and visual images) on the screen.The camera will measure temperatures between -40 to 500 deg. C and optional 2000 deg. C. NEC AVIO has been supplying thermal imaging cameras in Australian market for 15 years and earned excellent reputation.

Apt Group (of Companies)Address: (HO) Level 1, Suite 5, 13-15 Wentworth Ave, Sydney, NSW 2000. AustraliaEmail: info@aptgroup.com.au Web Page: www.aptgroup.com.auCM PRODUCTS Portable/On-line ProductsThe apt Group (of Companies) sell products incorporating advanced techniques and fast resolve/prediction to failure for Mechanical & Electrical plant diagnostics.Products suit large and small industrial plants, production critical and less critical machines, operator and service provider applications.Equipment• Agency agreements for Pruftechnik, EuroPulse, Guide, APIPro, All-testPro, APT, amongst others.• Machine/Bearing Monitoring: predictive trending tools, Data Loggers, FFT Analysers, Fixed Monitors & WEB based Surveillance – Vibration, Eccentricity, Acoustics, Ultrasonic, Temperature. • Alignment/Laser Measurement: Shafts; Pulleys; Machines. • Dynamic Balancing: Rotors/Fans.• Battery Maintenance: Extend Life/Rejuvenate.• Electric Motor Monitoring: detect & measure the severity of AC motor stator and rotor problems, DC motor field winding problems, power problems and cable issues.

• Motor Circuit Analysis (MCA) off-line static impedance based testing, assesses the condition of AC/DC motors, providing in-depth analysis of the motor circuits - turn-to-turn shorts, open turns/coils, reversed coils, coil-to-coil shorts, connection defects, air gap defects, rotor defects - broken bars, eccentricity and casting voids. Also, Electrical Signature Analysis (ESA) for complete on-line dynamic Motor/Power Diagnostics. • Infrared Cameras: Predictive Maintenance; Research Development; Machine Vision; Surveillance.Software • Asset Performance Tools: cost/risk evaluation. • Asset Efficiency Optimiz.: data management, display/analysis.• Knowledge Based: efficient diagnostics of machinery problems “rule based”; justification/explanation.• Decision Support: facilitate reliability efforts, root cause failure analysis, cost calculation/tracking. • Maintenance Management: resources, inspection/maintenance routines; interface condition monitoring, finance, production.CM SERVICES The apt Group (of Companies) is an Independent Engineering Consultancy – providing Condition Monitoring Services focusing on Plant Reliability.• Contractual/one-off plant surveys, project engineering, advise in system/component selection/implementation. • Highly qualified personnel, applying best practices, international standards and corrective recommendations. Mechanical Discipline• Machinery Diagnostics; Vibration Analysis; Modeling; Alignment; Balancing; NDT; Oil Analysis.Electrical Discipline (LV & HV) • Motor Management/Diagnostics, Thermal Imaging, Switchboard Inspections, Power Factor Correction/Condition Analysis.• Substations, Transformers, Circuit Breakers, Busbars, DC Systems, Power Cable Testing & Diagnostics. Support Services• Plant Surveys, Database Establishment/Management, Data Analysis, Training/Seminar Programs.• On-site and remote data analysis/management services are available “around the clock”.The apt Group of companies, promote Precision Engineering / Maintenance practices. Both in-house personnel and world-renowned advisors are available to undertake site audits, review in-house processes and assist with change as needed.

Aquip SystemsAddress: 4/5 Brodie Hall Drive,Bentley WA 6102 AustraliaEmail: sales@aquip.com.au Web Page: www.aquip.com.auCM PRODUCTS PRÜFTECHNIK’s Condition Monitoring products available for both online and offline applications:- VIBSCANNER – hand-held tool capable of collecting vibration data, temperature, speed and process parameters. Add-on modules available for Full Spectrum, Time Waveform, Balancing & Laser Alignment.- VIBXPERT – a high performance, full-feature 1 or 2 channel FFT data collector and signal analyzer for the monitoring & diagnosis of machine conditions.- VIBCODE – Vibration transducer with automatic measurement point identification for all systems. This guarantees consistently reproducible measurement results, regardless of who takes the

The 2009 Listing of Condition Monitoring Equipment and Services was compiled by Len Bradshaw, June 2009.The data given is as received from the respondents. The AMMJ does not therefore accept any liability for actions taken as a result of information given in this survey.(Copyright to the Asset Management and Maintenance Journal)

readings.- VIBNODE, VIBROWEB XP, VIBROWEB – intelligent machine monitoring systems that can perform measurements, evaluation, archiving & alarm warning. Very-fast-multiplexer systems available up to 32 channels with an internal webserver & email server, these systems provide convenient remote access from any PC.- OMNITREND is the common PC software for all data collectors and online monitoring systems from PRÜFTECHNIK. Omnitrend is used to program measurement tasks and to evaluate, archive and document measurement results in conformance with ISO standards.

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

eReliabilityAddress: PO Box 3090, Dural NSW 2158info@ereliability.com.au www.ereliability.com.au

CM PRODUCTS Condition Monitoring SystemseRELIABILITY offers the latest technology Vibration Analysis & Alignment Software & Hardware Systems. Alliances with leading PdM companies allows eRELIABILITY to offer fit for purpose solutions for your Company including installation, commissioning and on-going training. Complete range of accelerometers & accessories including:• ‘AC’/mV/g vibration sensors• High and Low frequency vibration sensors• Compact vibration sensors• Dual output vibration sensors• IECEx certified vibration sensors • Submersible vibration sensors • 4-20mA vibration sensors• Signal Conditioning Modules • Junction and Switch boxes• Cable assemblies • Mounting accessoriesComputer Based InterActive Training SoftwareeRELIABILITY have a complete range of InterActive Computer Based Training packages available covering Vibration Analysis, Alignment & precision maintenance procedures.eMonitor Remote Data AnalysiseMonitor offers a new innovative vibration analysis program with online data analysis and remote data collection ability. No huge capital expenditure required but providing asset protection at a very affordable price!

CM SERVICES Vibration Analysis SurveysWith 20 Years experience in Machinery Condition Monitoring, eRELIABILITY offer a full range of Vibration Analysis Services.Infra-red Thermography SurveyseRELIABILITY has 15 years IR experience on both mechanical and electrical (including outside HV work) equipment.Oil Tribology ServicesCombining Wear Debris Analysis with other particle separation and analysis tests the results are capable of determining the Root Cause abnormal wear commencement in drives, transmissions, hydraulics and engines.Laser Shaft Alignment ServicesWe specialise in precision laser alignments on all rotating machinery. Our technicians use only the latest Pruftechnik Rotalign Pro laser alignment equipment and quality stainless steel shims.On-Site Dynamic BalancingeRELIABILITY has 20 years of on-site balancing experience and utilises current technology 2-channel analysers to perform precision on-site dynamic machine balancing on all types of machines.

InterActive CM Training Courses• NEW CM System installation & commissioning• Reliability Awareness Seminar• Balancing & Alignment Skills Training• PDM & CBM System Management & Audits• Activity Based Vibration Analysis Level 1 & 2

FLIR Systems Australia Address: 10 Business Park Drive Notting Hill Vic 3168 AustraliaEmail: info@flir.com.au Web Page: www.flir.com.auCM PRODUCTSFLIR Systems, the global leader in infrared cameras, offer a wide range of infrared cameras for predictive and preventative maintenance. These include: • The low cost FLIR i series• The revolutionary, low cost FLIR i5• The new, innovative FLIR T/B series, which offers an optimum mix of ergonomics, flexibility and features• The brilliant new FLIR P660, which features a 640x480 uncooled microbolometer array with measurement & also possesses GPS• The affordable A series, for integration into machine vision and automation systems• GasFindIR series for detection of leaking hydrocarbons and SF6• A variety of software packages• Quality tested infrared windowsInfrared training is offered on site or through the University of Melbourne. Level I and II thermography courses accredited to AINDT standard are available.After sales service from the FLIR Systems certified service centre, which is supported by factory trained and experienced service manager and other personnel.CM SERVICES FLIR Systems Australia Pty Ltd is a subsidiary of FLIR Systems Inc., the global leader in infrared cameras. We are totally focused on supply, service, training and application support for infrared camera users. FLIR Systems is the world leader in the design, production and marketing of thermal imaging camera systems for a wide variety of thermography and imaging applications.We are proud of the efficient service we can provide our customers. We know and understand that turnaround times are critical and this is why we have in-house service & calibration checks undertaken by our factory trained service manager.

Infratherm462 Terrace Road, Freemans Reach, NSW 2756 Australiainfo@infratherm.com.au www.infratherm.com.au

CM PRODUCTS Infratherm is a premium supplier of Thermal Imaging Cameras and attendant Report and Analysis Software for Preventative Maintenance and Condition Monitoring applications.With over 20 years experience in the market, Infratherm can provide a range of services and applications support that has become the bench mark in the industry.Full maintenance and calibration services are provided along with accredited training programs in infrared technology.Infratherm offer equipment from the worlds leading manufacturers of thermal imaging equipment and are not limited to a single supplier or brand name. Our focus is on customer needs and satisfaction and we back this up with the best service in the industry.

CM SERVICES Infratherm provide a range of Thermal Imaging Radiometric

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Cameras for Conditioning Monitoring and Preventative Maintenance Applications. These cameras are available with Report and Analysis Software for generating reports on the required servicing resulting from equipment inspections.Infratherm also provide accredited training courses in thermographic practices with emphasis on how to conduct Condition Monitoring inspections.As an independent supplier of thermal inspection equipment and training, the focus is on customer needs and support.

ISS Machine Health Pin Gin Hill Lab., 496 Palmerston Highway,Innisfail, QLD 4860admin@machinehealth.com www.machinehealth.com

CM PRODUCTSSelf–Sealing Magnetic Chip Collectors. Routinely collecting, quantifying and identifying ferrous wear debris from machine oil systems is one of the most cost effective condition monitoring tools available. It is also highly complementary to Vibration Analysis. The self-sealing nature of these magnets means that no oil is lost during sampling (machines can be sampled “live”) and with a simple adapter they also provide an excellent oil sampling port.MCC Sample Cards. The ferrous wear debris collected on the self-sealing magnets is collected onto a special adhesive patch on custom made MCC debris sample cards. Using these cards ensures 100% debris collection and provides for the analysis, microscopic examination and storage of the wear debris samples.Remote Network Vibration Monitoring System. ISS Machine Health offers Customers the option of being set up with an on-site NVMS with the ability of remote dial-in from ISS Head Office.

CM SERVICES ISS Machine Health offers a fully integrated and cost effective CM service :Vibration Analysis. Dual channel portable collector/analysers, multichannel vibration data acquisition. Comprehensive suite of vibration analysis techniques available including TSA, Variable Speed (order tracking), ODS, FEM etc.Wear Debris Analysis. Oil, Grease, Magnetic Chip Collector, Ferrography (Analytical and DR) and Filter Debris Analysis.Visual and NDT. DPI, MPI, and UT (by partner company).Additional. Laser Alignment, In-field Balancing, and Maintenance Supervision.Failure Analysis. Macro/Micro FA and Report.Management. Plant/Machinery/CM Program Audit, and CM scope of work for Tender.Training. Full suite of CM Training courses (including CBA).

Machinery Vibration Specialists Australia Lv3, 7-9 Merriwa Street GORDON NSW 2072 Australiamvsaust@ozemail.com.au www.spminstrument.com www.leonovabyspm.com www.bearingchecker.comMVS Aust P/L is a specialist company supplying products, support services and technical training for the maintenance and repair of rotating machinery.

CM Products:SPM Instrument AB: Originator of the “True Shock Pulse Method”BearingChecker Pocket Bearing Monitoring made Easy True Shock Pulse with evaluated bearing condition. Light weight, rugged, low cost, simple to use. Also measures IR temperature and used as a Stethoscope. Leonova™ Infinity 2-Channel Bearing/ Vibration Analyser withBalancing, Laser Alignment, Bump Tests, Orbit & Lubrication Analysis Hand held 2 Channel Data Collector, Colour Touch Screen <600g

Shock Pulse Bearing, Lubrication, Vibration Spectrum Analyser. Evaluated results RED, YELLOW & GREEN while at the machine. LineLazer™ shaft alignment accessories and live program. Unique Purchase Plan “PAY ON USE” reduces capital outlay.On-Line Protection Protection & Monitoring of M/c Parameters Single & multichannel monitors + relays, Modbus & 4-20mA outpts. NEW Intellinova Continuous On-Line multi channel Analysing/Diagnostic Monitoring Systems. The sophisticated system is designed to monitor complex machines such as container cranes, windgenerators, rolling mills, paper machines, cement plant machinery and mining conveyor and crushing systems. CEMB SpA Maintenance & Process Dynamic Balancing Machines True “Hard Bearing” force measuring Balancing Machines. Horizontal & Vertical for Maintenance & Production. Capacity Range 10Kg to 20,000Kg IRD Balancing LLC - Maintenance Dynamic Balancing Machines. “Soft Bearing” Motion measuring machines. Transportable balancing machines up to 200 tonne. Portable Dynamic Balancing instruments.

CM Services Instrument and machine repair and calibration to NML Standards. SPM Software installation and commissioning. Monitor Start-up commissioning. On–site machine trouble-shooting bearing & vibration problems. Vibration/ Balancing/Alignment Training Courses in-House or Public. Precision Dynamic Balancing of rotors up to 3.0Kg

SigmaMSc Corporate Office – 7 Terrace Place, Murarrie Qld 4170 info.msc@sigenergy.com www.sigmamsc.comVictorian Branch – 27 Research Drive, Croydon Vic 3136 NSW Branch – 1/5 Harris Street, Wallsend NSW 2287

CM PRODUCTS MONITORING – VIBRATION PRODUCTSCSI Portable Vibration Analysis• CSI 2130D, A1, A2, Z1, Z2 Analysers• Safety rated (Q) analysers CSI Online Vibration Analysis• 4500 online machinery analysis system• XP32 online portable machinery analysis system• CSI 6500 Protection / Prediction System• CSI 9420 Wireless Transmitter System• CSI 9210 Online TransmitterCSI MHM Software • MHM – Machinery Health Management software. Extremely powerful diagnostic and vibration analysis route based software.VMI Vibration Meter • Handheld Viber A vibration meters and X-Viber route based systemsMETRIX Vibration Protection Equipment• Vibration Protection Meters, Monitors, Switches, Transmitters, Proximity Probes, Drivers CTC Vibration Analysis Hardware • Wide range of accelerometers, sensors, transmitters, cables boxes and other vibration hardware

MONITORING – OIL & INFRARED PRODUCTSCSI Oil Analysis• Complete range of industrial oil analysis hardware and softwareUVLM Grease Analysis• UVLM grease monitoring meterThermoteknix Infrared Thermographic Cameras • 640 x 480 high resolution thermal/visual VISIR640 camera with powerful Thermonitor reporting software

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Irisys Thermal Imager • IRI 2010 (budget priced) 4010 (standard lens), 4030 & 4035 (Dual Temp range) and 4040 (Telephoto) Thermal Imagers Extech Temperature GUns• Extech low cost temperature guns LASER ALIGNMENT AND BALANCINGCSI Laser Alignment & Balancing• 8130 Advanced & Basic Laser Alignment & balancing systems IGS Alignment Shims• Pre-cut Stainless Steel Shims MEASUREMENT & TESTING PRODUCTSCSI & EFI Ultrasonics• Ultrasonic kits for determining airborne leaks & mechanical faults Cygnus & Checkline Ultrasonic Thickness Gauges • Complete range of non-destructive thickness gauges for many Applications Compact Laser Tachometers • Wide range of laser tachometers for measuring machine speedCheckline Strobescopes and Temperature Guns• Check machine speed & inspect the temperature of most equipment. MEASUREMENT & TESTING PRODUCTSProvision and ITI Scopes• Low cost borescopes, Mid range scopes and fully functional V5 PLUS videoscope system

CM SERVICES CM ENGINEERING SERVICES Advanced Vibration Services Advanced problem analysis, root cause analysis, system design & commissioning, performance monitoring, system integration, alarm setting, system audits, custom reporting, remote analysisRemote Analysis Services Customer consultation, determine machine criticality, system design and installation, on-site training, remote data analysis, quarterly reviews

CONSULTANCY SERVICESVibration Analysis Comprehensive Vibration Surveys for collection of time waveform / spectral data. Oil Analysis, Oil chemistry, ferrous wear, contamination (incl. water and Non Fe), lube condition, particle count to ISO, viscosity. Laser Alignment Shaft alignment, providing detailed report plus after hours service as well. Precision Balancing Experienced / trained staff to precisely balance your machines. Infrared Thermography Includes full colour single page fault reports with IR & Visual images Motor Diagnostics Advanced non intrusive motor diagnostic technology to detect rotor, stator and other motor faults.Ultrasonic Leak Detection Detect air, gas, vacuum leaks, defective valves or steam traps, electrical and mechanical problems.Vibration Diagnostics For route cause fault investigations requiring the use of multi-channel FFT analysers, detecting transient events.

CM TRAINING • SigmaMSc provides a wide range of Condition Monitoring & Vibration Training Courses at SigmaMSc’s Training Centre in Melbourne and at various cities around Australia.• SigmaMSc also provide tailored, on-site training for specific applications and technologies.

PearlStreet Address: 43 Wittenberg Drive,Canning Vale, WA 6155 Australiastephen.teo@metlabs.com.au www.pearlstreet.com.au

CM SERVICES PearlStreet supplies a range of vibration transducers, e.g. Vibra-

Metrics, Wilcoxon Research, etc, with customized cabling, data collection points, monitoring stations and on site installation, as required for a complete package.PearlStreet also supplies custom designed monitoring systems for both short term and permanent monitoring of vibration and process parameters. These systems are catered to client requirements together with on site installation, off site remote monitoring and analysis if required.

CM SERVICES PearlStreet has provided condition monitoring services for over 30 years, delivering integrated condition monitoring based on ISO 17359, using the ‘right’ mix of technology, targeted at specific component failure modes and aimed at overall reliability improvement. With more than 20 offices around Australia, PearlStreet is able to provide cost effective services nationally. Services provided include:• Develop, implement and / or Audit Condition Monitoring Programs • Staff Leave Coverage and Technical Support to in house programs• Vibration Monitoring and Analysis • Infra-red Thermography of electrical, mechanical and process installations• Oil and Wear Debris Analysis• Vibration Acceptance Testing and Commissioning• Laser Alignment and in-situ Balancing • Bearing Inspection and Failure Investigation• Strain Gauging and Finite Element Analysis• Data logging and process monitoring• Fatigue Life Assessment • Structural Integrity Inspection• Classified Plant Inspection • Non Destructive Testing• Materials Consulting • On site Training

SIRF Roundtables Address: 276 City Rd, Southbank VIC 3006peter.todd@sirfrt.com.au anna@sirfrt.com.au www.sirfrt.com.au Shared learning networks for organisations seeking best business performance

CM SERVICES SIRF Roundtables facilitates regional shared learning networks across Australia and New Zealand. Membership groups include the Industrial Maintenance Roundtable (IMRt), Manufacturing Excellence Roundtable (MERt), Knowledge Management Roundtable (KMRt), Supply Chain Roundtable (SCRt) and Sustainability Roundtable (SARt). Services related to condition monitoring include:• Facilitates the sharing of Condition Monitoring best practice between IMRt/ MERt members• Coordinates the annual Condition Monitoring & Lubrication Forum eg. October 27 & 28 2009 in Sydney• Training on Management and Operation of Condition Monitoring and Inspection systems for non-specialists• Training on Basic Condition Monitoring for non-specialists• Carrying out Predictive Maintenance Strategy ReviewsSIRF Roundtables annually runs a National Forum on Condition Monitoring and Lubrication. It is an opportunity to listen to leading industry practitioners on techniques and proven strategies they use in their operation. Attendees learn from these presentations and are able to take back tips and ideas and adapt into their own environment. The forum provides not only a learning platform but also networking opportunities amongst delegates with similar roles and challenges to learn from one another.

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SKF Australia 17-21 Stamford Road, Oakleigh, Victoria 3166 R.S.Senthil.Vel@SKF.com www.skfcm.com

Countries Supported by this parent company: + 130 countries

CM PRODUCTS SKF is the leading supplier of condition monitoring and maintenance diagnostic systems, hardware and software that enables us to monitor operations and identify problems both mechanical and electrical faults.1. Basic Condition MonitoringSKF Basic condition monitoring kits combine instruments to enable a “multi-parameter” approach to monitoring that includes vibration, oil condition, temperature, speed, and more to help ensure the accurate and reliable assessment of machine condition. 2. Portable data-collectors/Analyzers for Condition MonitoringSKF offers a wide variety of portable data collectors/analyzers including data collection, machinery vibration analysis and monitoring, early detection of bearing defects or gear tooth wear, electric motor monitoring and field machinery balancing. Easy menu selection and control enable the user to quickly and efficiently perform a wide variety of operations.3. Online Surveillance condition monitoring systemsSKF’s On-line surveillance systems complement the use of periodic data collection instruments, facilitating a round-the-clock monitoring of machinery that collects data 24 hours per day, 7 days per week from permanently installed sensors.4. On-Line Machinery Protection SystemsSKF Condition Monitoring offers a spectrum of machinery protection and monitoring solutions backed by decades of experience and global support that includes monitoring, protection, analysis and diagnosis of critical machinery.5. Baker Motor Testing and Diagnostic Systems:SKF acquired Baker Instruments in June 2007. Baker Instruments Company is dedicated in developing and manufacturing motor reliability tools that offer a broad spectrum of capabilities. Dynamic (on-line) monitoring combined with comprehensive static testing (off-line), enhances motor condition awareness including efficiency and performance information6. Measurement and Laser alignment Systems: SKF is an exclusive distributor for Easy-Laser, precision laser alignment system for industrial applications. SKF also offers a suite of other complimentary products such as Online and Offline Thermography systems, Ultrasonic Inspection kits, low cost vibration sensors etc.,

CM SERVICESSKF RELIABILITY SYSTEMSSKF offers Asset Efficiency optimization (AEO), a management process designed to achieve maximum efficiency and effectiveness from work management activities focused on business goals, increasing profitability1. SKF Energy and Sustainability Management (ESM) program benefits to a customer by establishing an “opportunity map” of potential savings and improved practices, including potential areas for: 1. Reducing energy consumption

2. Improving poorly operating energy-intensive systems3. Improving facility economic performance4. Improving facility environmental performance

2. Maintenance Strategy. SKF can assist in developing and implementing maintenance strategies using the following commonly applied techniques:

1. RCM: Reliability Centered Maintenance: 2. SRCM®: Streamlined Reliability Centered Maintenance: 3. RBM: Risk Based Maintenance

3. Work identification. For increasing plant reliability SKF recommends following processes/programs to identify appropriate maintenance tasks:

1. Operator Driven Reliability (ODR):

2. SKF Predictive maintenance (PdM) 3. SKF Proactive Reliability Maintenance (PRM)4. Motor testing and diagnostics service

4. Work Execution. SKF can assist by providing project management, supervision, and inspection, mechanical installation skills where customers do not have either the tools or specialized knowledge in these tasks. a) Application knowledge: SKF has extensive application knowledge through branch offices around Australia, as well as the industrial specialists to draw on to solve customer problems with regards to rotating equipments. b) Reliability Training: SKF engineers are on hand to provide specialist knowledge and training for our customers. We have offices both globally and locally, as one of largest global suppliers of condition monitoring/reliability services.

Tui Industries P/LAddress: 5/14 Argon Street, Sumner Park, Brisbane 4074mail@tuiindustries.com.au www.tuiindustries.com.auCM PRODUCTS General Purpose AccelerometersThe two wire accelerometers can be connected directly to most data collectors or online systems that use the constant current method of transmission. 4-20mA Accelerometers For industrial machine monitoring, especially in preventative maintenance. Features 4-20mA outputs for use with PLC’s and SCADA/DCS systems. No additional interface is needed. Special Purpose Accelerometers - EXI approved accelerometers Standard and 4-20mA - Dual Accelerometer with temperature and vibration - High Temperature and radiation models - Submersible accelerometers with 10bar maximum pressure and IP68 rating - Low profile and side entry options availableAccelerometer Options Available Side Entry with 1/4”-28UNF, 6mm or 8mm bolt through options Cable lengths Integral or connector cable Stainless steel braided cable or polyurethane Various mounting CM SERVICES Providers of innovative web based online condition monitoring services for rotating machinery. Our Core service called ozWatch is a centralised dynamic information system which provides real-time spectral analysis of machinery vibration with automated exception alerts issued to client and Tui engineers. Equipment condition information is available anywhere anytime. We work in partnership with your reliability team, perform data analysis, provide recommendations for investigation and correction of faults. ozWatch delivers early warning of condition degradation enabling controlled intervention before failure. Knowledge of machinery condition prevents premature or unnecessary maintenance and reduces downtime and maintenance costs. ozWatch is a cost effective and permanent whole-of-plant monitoring solution.

UE Systems Inc.Address: 14 Hayes Street, Elmsford, NY 10523 USAinfo@uesystems.com www.uesystems.com

CM PRODUCTS Portable hand held and on-line ultrasonic instruments for mechanical analysis, leak inspection and electric emission detection. The Ultraprobe 10,000 includes on-board data logging and on-board sound recording supported by data management and spectral analysis software. Ultraprobe 201 Grease Caddy prevents over-lubrication of

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bearings. UE Systems has helped clients world-wide improve asset availability and reduce energy waste by locating early warning signals of mechanical failure, locating compressed air and steam leaks and by identifying arcing tracking and (in high voltages) corona emissions in electrical equipment.

Vibration Institute of AustraliaP.O. Box 4413,Doncaster Heights VIC. 3109clyde@viaustralia.com.au www.viaustralia.com.au

CM SERVICES The Vibration Institute of Australia offers vibration training courses that follow the ISO 18436-2 standard. The training is understandable and enjoyable thanks to Clyde Volpe’s teaching skills and enthusiasm, and the Mobius Institute 3D animations and simulations – you have to see them to believe them. We offer Category I, II and III public courses around Australia and New Zealand, plus we can deliver the courses at your site. We have successfully trained and certified hundreds of analysts from Australia’s and New Zealand’s largest (and smallest) companies, and we have trained a large proportion of the vibration consultants. You’ll be surprised what you’ll learn!

Vipac Engineers & Scientists Limited 279 Normanby Road Port Melbourne VIC 3207melbourne@vipac.com.au www.vipac.com.au

CM PRODUCTS VIPAC has been performing condition monitoring for over 30 years, applying the latest reliability solutions to all segments of the power, process, petrochemical, mining and mineral processing industries. This experience has payed dividends for our clients in the accurate assessment of machine condition and diagnosis of the root causes of deterioration and failure. VIPAC’s reliability/machinery engineers have backgrounds in plant maintenance, mining and power generation and are able to confer with specialists from other departments within Vipac on acoustic, aerospace and product development issues. The company also holds NATA accreditation for a wide range of tests.VIPAC’s services in machine vibration analysis encompass bearing condition surveys, overall machine condition surveys, balancing and advanced diagnosis of machine faults. Our services can be adjusted to the client’s requirements, ranging from peripheral support to full out-sourcing. Maintenance techniques include Vibration Condition Monitoring, Infrared Thermographic Surveys, Pipe Thickness Surveys, Lubricating Oil Analysis (Tribology), Process Parameters and Electric Motor Circuit Testing.

CM SERVICES • Vibration Condition Monitoring• Thermographic Imaging• Laser Alignment• Electric Motor Circuit Analysis• Torsional Vibration • Vibration Isolation• Modal analysis and structural modification• Ground vibration / blast vibration monitoring • Fatigue life and failure assessment, strain measurements and structural rehabilitation• Automated diesel engine diagnosis• Rotor dynamics analysis & analytical modelling• Single & multi plane field balancing of turbo machinery, boiler feed pumps, fans, etc,• Vibration shaker tests of components and systems to MIL, AS, Lloyds and IEC Standards• Ride evaluations & human comfort assessment• Shock design and certification• Design for vibration endurance

Vitech Reliability 5A Modal Crescent, Canning Vale, WA, 6155info@vitechreliability.com www.vitechreliability.com

CM PRODUCTS Commtest: Developers of the revolutionary Vb series portable and online vibration analysers and monitoring systems:• Vb Series portable data collectors, analysers & balancing systems • Vb Online multi-channel plant surveillance systems.• Ascent analysis / data management software. Fixturlaser: Leaders in laser shaft alignment and specialist measurement solutions. • XA – High-end shaft alignment system• GO – Mid-range shaft alignment system• PAT - pulley alignment tool• Dirigo - entry level alignment systems• OL2R - dynamic movement measurement systemWilcoxon Research: For over 40-years manufacturers of accelerometers, vibration sensors, and accessories for industrial condition based monitoring (CBM) applications.• Industrial accelerometers, cables and terminations solutions• 4-20mA loop powered transducers• Signal ConditionersMobius - iLearn Interactive: Innovative and interactive computer-based vibration and shaft alignment training products, vibration analysis tools and vibration certification courses.• iLearn Vibration training programs and resources• iLearn Alignment training programs and resourcesFLIR Systems: The global leader in Infrared Cameras, offer a wide range of low cost, innovative and high end Infrared Cameras for Predictive and Preventative Maintenance. These include the iSeries – Low cost / high performance hand held infrared cameras.Beran Instruments: Manufacturers of online and portable turbine diagnostic and monitoring solutions.• 767 - 32-ch portable multi-channel diagnostic and motoring system• 766 - 32-ch on-line multi-channel diagnostic and motoring systemEndevco: World leaders in extreme vibration and pressure sensing technologies.• Industrial accelerometers for harsh and high temperature environments.• Precision pressure transducers• Test & measurement accelerometersPDMA: Electric motor and generator testing systems / asset management.• MCE – Offline motor testing systems• Emax – Online motor testing systems• MCEmax – Combined tester systemsShinkawa• API approved turbine protection and diagnostic systems • WK Series loop powered proximity probeVibration monitoring systemsArtesis: Online motor condition monitoring systems• MCM Online motor monitoring systems• MCM Scada motor management and diagnostic softwareBaseline Series: Vibration tools and termination products. • BLS-UVLA vibration listening amplifier for data collectors or stand alone stethoscope use. • BLS-TB series accelerometer termination boxes• Assorted accelerometer mounting hardware.

CM SERVICES Vitech Asia Pacific provides the following service:• Product, VA and Alignment Training (class room & customized on site)• Installation & commissioning of systems

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Flagship FLIR creates brilliant IR imagesThe FLIR P660 is the world’s highest resolution, off the shelf, hand-held infrared camera and continues to set new benchmarks in image quality for professional thermographers The P660 is packed with new features such as GPS, innovative image processing tool and remote control. The P660 has been designed and developed for applications that need superior image quality, temperature measurement accuracy and better thermal image detail. Along the way, the P660 has recently been awarded the Plus X award – Europe’s most prestigious awards for innovative design, ease of use/functionality, ergonomics and ecology. FLIR also won ‘The Plus X Most Innovative Brand of The Year’ grand- prix. The P660’s high resolution 640 x 480 pixel detector with a very high thermal sensitivity of 45 mK can make the difference between seeing or not seeing a thermal anomaly, especially when looking at small or distant targets. The FLIR P660 is equipped with a full range of measurement functions and is packed with industry-first features. Its integrated GPS adds value to maintenance in the utilities, energy, telecom, mining, facility management, logistics and other sectors that have to deal with inspection assets scattered over larger areas. The GPS data is automatically stored with the infrared imagery, adding location information to inspection reports which guides inspection and field repair teams to the correct sites. “ We are proud to present the world’s most advanced handheld infrared camera”, said Roger Christiansz, Managing Director FLIR Systems Australia. “FLIR’s engineering power and market insight has resulted in an instrument with groundbreaking features such as GPS, contrast optimization and wireless remote control.” The P660 also features a Contrast Optimizer, a special algorithm that enhances details in contrast-rich infrared imagery and enables the user to view clearly both the scanned object and its surroundings. An optional wireless remote control device steers all vital functions of the infrared as well as the visual camera from a safe distance so that the user can work safely in places that are difficult to access. The FLIR P660 carries the Picture-in-Picture function which allows the user to overlay, pan and scale an infrared image on the visual image. As all measurement data are retained, a full analysis of the combined images can be done. FLIR’s Thermal Fusion functionality enhances the value of an infrared image by allowing the user to overlay it directly over the corresponding visible image in real-time. The functionality combines the benefits of both the infrared image and visual picture at the push of a button. It allows for easier identification and interpretation of infrared images. The FLIR P660 camera system includes a 3.2 megapixel visual camera, a large 5.6” colour LCD, tiltable viewfinder and a 3 hour battery, all in a rugged lightweight magnesium package that weighs less than cameras with a fraction of the resolution and performance features. The camera system measures temperatures from -40oC to +500°C in its standard version with an optional measurement of up to +2000 °C. See all the hot spots with the new Thermal Fusion, Picture-in-Picture tools and many other useful measurement functiions. www.flir.com.au

PMO2000® is now SAP® CertifiedOMCS International’s reliability improvement software, PMO2000®, as well as our data analytics and investigation management modules, can now be directly integrated with your SAP® solution. Company director and founder, Mr Steve Turner explained that with a simple click of the “Export to SAP” button, your new or updated Maintenance Schedules can be immediately exported to SAP® from PMO2000®. The PMO2000® SAP® Interface also enables maintenance tasks which were developed and stored in Microsoft Office Excel to be exported to SAP® in a straight forward and structured manner. The PMO2000® SAP® Interface creates an SAP Document and automatically attaches the corresponding pdf and prn files for Schedules to the SAP® Document. All tedious back office preparation for migrating maintenance tasks to SAP® is now fully automated. For further information, please visit http://www.pmo2000.com/pmo2000/sap.asp or contact us by email SAPSupport@omcsinternational.com or T +61 3 9315 0330

Government to boost the growth of RFID developments in SingaporeFollowing the first notable effort to spearhead RFID development in Singapore initiated by the Infocomm Development Authority (IDA) and A*STAR Exploit Technologies, the RFID Innovation Platform was set-up last February with $4.5 million from Ministry of Trade & Industry (MTI) to co-fund innovative RFID adoption projects over the next five years. Strongly supported by the Ministry of Trade and Industry (MTI) and managed by National RFID Centre (Singapore), the platform encourages organisations in both the public and private sectors to conceptualise and pilot process innovation projects leading to greater cost efficiency, higher productivity and better service standards. The platform is expected to expand the RFID industry by growing existing and new home-grown RFID companies, as well as attracting Multinational Corporations to be based in Singapore. This move will also stimulate further research and development in advanced RFID technologies through collaboration between industry, A*STAR and local universities.

Maintenance News

Successful National Oracle eAM CMMS ImplementationAPMMS Pty Ltd has just completed a 30 month successful Oracle eAM CMMS implementation. APMMS provided 3 core team members to the project. The customer, a leading Australian resources and building products company, now has eAM across 4 major divisions, in all states and territories nationally. With some 40 businesses and over 200 users, eAM provides a truly integrated and scalable maintenance improvement platform. With the business now using consistent maintenance information, national divisional maintenance groups are now able to identify, target and trend true savings, positioning the customer well for the future market upturn. Oracle eAM is fully integrated into the company ERP with seamless links to purchasing, inventory, projects and general ledger. A lot of effort has been put into maintenance reporting, using Cognos, with the reports structure designed to be truly scalable to all levels of the business, from executive general manager, through general managers to workshop supervisors. With automated reporting controlled centrally, a common set of reports allows true national benchmarking within businesses. APMMS (Asset & Process Maintenance Management Solutions) has offices in Sydney and Newcastle, and provides services in process, maintenance and inventory management. See www.apmms.com.au or contact Jim Harper at jimapmms@primusonline.com.au.

Repairing sewers without excavationWhen repairing sewers, the UK-based company OnSite’s no-dig solutions can often use manholes rather than digging up roads. OnSite’s main product is its Premier Pipe, which, under certain circumstances, can rehabilitate or repair lengths of more than 500 meters in one installation. One method – supplied by Trelleborg Pipe Seals within Trelleborg Engineered Systems, which has cooperated with OnSite on the development of a no-dig solution – is to impregnate a fabric tube with a special resin. The tube is then rolled into a drum and gradually blown inside-out into the sewer, with the pressure forcing the fabric against the existing pipe. Steam or hot water is then used to cure the resin, making the lining a structural “pipe within a pipe.” “However, in cases involving a risk of water tracking between the new pipe and the host, we can use Premier Pipe Plus, a version involving the adhesion of the resin to the host pipe,” says Lord. For this, OnSite uses an epoxy resin from Trelleborg Pipe Seals. Relatively small areas may be patched using this system, rather like a stent in an artery. The impregnated fabric is loaded onto a packer, which once in position, is expanded under pressure to cover the damaged area. When the resin has cured, the packer is contracted and removed. news@trelleborg.com

Confidex SteelWING sets the benchmark for direct-on-metal labels Confidex, has launched its latest RFID tag innovation Confidex SteelWING, a passive UHF C1G2 special label that is capable to function directly on metal surfaces with superior performance. Metallic asset’s tracking, item level tagging, metal RTI’s (returnable transport item) or plastic RTI’s with highly metal content… All of these are very familiar applications where potential RFID users face obstacles to find a tag that is simultaneously well-performing, easily installable and cost-effective. Due to the traditional problem of RFID labels’ inability to function on metal surface, there have been challenges to go forward in those applications where on-metal hard tags can’t be used, although the benefits of RFID-enabled tracking system would be already clear and short return-of-investment time calculated. With up to 10 meter (32ft) read range on metal surfaces, UHF Class 1 Generation 2 compliant Confidex SteelWING was designed to overcome the challenges of metal asset tagging. The key design targets; high performance, compact structure and cost-efficiency were achieved with SteelWING’s innovative patent pending design. The light-weight tag has adhesive background and it can be directly attached on metal surface – without any extra spacer material. Before this, RFID labels could not be directly applied to metal. Many label solutions have been developed with the idea in mind that the RFID label has been lifted away from the proximity of metal surfaces. Typically such products work the better the more space is left in between tag and metal. But the drawback of such labels is that when antenna bends closer to metal and hence the distance to metal reduces, the RFID label performance decreases significantly. Instead of avoiding metal contact, contact between the metal and the antenna of Confidex SteelWING actually improves the operational performance. Unlike its competitive products, Confidex SteelWING is truly a “metal-friendly” RFID label. SteelWING can also be attached to other materials and it can be operated still with slightly reduced performance compared to metal surfaces. Wide-band Confidex SteelWING is equipped with NXP G2XM IC which has extended user memory and Confidex can deliver the SteelWINGs with pre-encoding or customer specific data label showing visually the encoded data in barcode or human readable form. Confidex SteelWING fits for various applications in many industries such as industrial returnable transit item tracking and IT asset management. Most often Confidex SteelWING is selected when the use of hard tags is non-justifiable due to the cost and when there’s no need for ultimate mechanical protection for the tag. Therefore Confidex SteelWING fills the gap in the market caused by the lack of suitable high-performance RFID labels for metal surfaces and therefore sets a new benchmark for the RFID industry. sun.yi@confidex.fi

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Maintenance News

GPAllied, LLC Launches its Asia Pacific Operations Global reliability and operations solutions provider, GPAllied, has announced the opening of its Asia Pacific Headquarters located in Queensland, Australia along with regional support offices already located in Singapore, Malaysia, China and India. GPAllied is the most diverse reliability and operations consulting and services company in the world. GPAllied’s technical expertise, product portfolio, and global reach are unmatched. This diversity enables GPAllied to develop significant value propositions for clients by delivering solutions across different industries, different geographies, and – even more importantly – across different aspects of any operation. GPAllied has extensive experience in the specialty fields of Lean, Reliability Engineering, Six Sigma, Condition Monitoring, Change Management, Maintenance Planning and Scheduling, Workforce Development, and Maintenance Craft Skills training. www.gpallied.com

ISO standards lift the safety level of cranes worldwide There is always a potential danger involved in the operation of cranes. New ISO standards on crane inspections aim to reduce the risk of accident both to persons involved in a lifting operation and those in the vicinity, as well as of damage to property. ISO 23814:2009, Cranes – Competency requirements for crane inspectors, specifies the competency required of persons who carry out periodic, exceptional, alteration and thorough inspections of cranes. It excludes the day-to-day inspection and checks performed by crane operators and maintenance personnel. http://www.iso.org/iso/pressrelease.htm?refid=Ref1218

IntelliCom launch true plug’n’play GPRS based M2M system IntelliCom launch NetBiter® EasyConnect, a new product concept for plug’n’play remote monitoring and control. The NetBiter® EasyConnect product family is designed to be plug-n-play and easy to install, configure and maintain. It solves common challenges to use wireless GPRS based communication in an easy and cost efficient way. It’s plug-n-play design makes it possible to do large scale installations quickly and without being an IT/GPRS expert. Simplicity is key and this is exactly what the EasyConnect series is about. The automatic integration with the www.netbiter.net online server offers secure bi-directional communication to monitor the health, readiness and geographical position of remote devices 24 hours a day, 365 days a year. NetBiter.net is completely web based and becomes a single place to manage all remote sites, anywhere in the world, whenever you want. “There are many M2M solutions on the market today, but almost all are actually complex and time consuming to install and configure. NetBiter® EasyConnect gives new opportunities to demanding users lookign for simplicity” says Henrik Ebeklint, Managing Director of IntelliCom Innovation AB. www.intellicom.se/easyconnect_ec220.shtml

New Research Reveals Latest Trends in Distributed Work StrategiesThe International Facility Management Association is pleased to announce the release of “Distributed Work: Research Report #31,” a comprehensive resource that details trends in both on- and off-site distributed work strategies and defines the common terms associated with these work settings. The new report features 10 case studies that demonstrate how companies around the world are implementing their own distributed work programs.Distributed work strategy is a catchall phrase for work that is spread among workers in variable locations and occurs at varying times. Based on a survey of 951 built environment professionals, IFMA’s new research report reveals some telling trends impacting today’s workplace strategies. Sixty percent of facility professionals responding to the survey reported using unassigned workspace in their facilities, with 40 percent either dedicating or assigning all workspace. While nearly half of respondents noted an increase in employees utilizing unassigned workspace over the past two years, only 37 percent have increased their unassigned workspace allocation. Though cost savings may seem like a natural benefit of on-site alternative workplace options, very few facility practitioners indicated significant decreases or increases on overall operating costs, and more than 40 percent reported no effect.Telecommuting was the most common off-site workplace strategy reported, with 56 percent of respondents noting its use within their organizations. The top reasons for considering or implementing an off-site workplace strategy included flexibility, work/life balance and cost savings, while the greatest impediments to implementing off-site options were management’s resistance to change, organizational culture and technology constraints. Not surprisingly, facility professionals cited employees under 30 years old as having the most interest in distributed workplace options, with 71 percent reporting a strong appeal to that age group.“In light of today’s economy, companies that are able to shed underutilized real estate by not assigning dedicated workstations will come out ahead,” said Shari Epstein, IFMA director of research. “Allowing workers to choose where they work — often closer to home — minimizes the impact on the environment. The technology is already in place; however, there is still the concern that without sufficient face time, the visibility and value of one’s contribution is diminished.” As evidenced in the research report and its case studies, businesses adopt distributed work strategies for a variety of reasons, from increased productivity and saving on real estate costs to employee benefits and environmental sustainability. Case study researchers contacted leading organizations known for successfully implementing distributed work practices, selecting to profile companies from a variety of industries. To learn more about “Distributed Work: Research Report #31” or to order a copy of the report, visit www.ifma.org/tools/research/31.cfm. Members of the media may receive the report at no cost. For information about other IFMA research reports, visit www.ifma.org/tools/research/research.cfm.

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Maintenance News

Newport Handheld Infrared ThermometerWith a combination of powerful features, the portable and rugged OS530E Series infrared thermometers offer solutions for many non-contact temperature measurement applications. Emissivity adjustable in 0.01 increments, the OS530E series provides versatility when measuring a variety of surfaces. A custom backlit LCD display provides dual digital display of both current and maximum, minimum, differential or average temperatures simultaneously. This provides the user with more information at a glance. Built-in laser sighting creates a 12-point circle which clearly indicates the target area being measured. The OS530E also features a high alarm setpoint, providing both audible and visual indication of the alarm status. The standard 1 mV per degree analog output allows interfacing with data acquisition equipment, including chart recorders, dataloggers and computers. All Models Feature: Adjustable Emissivity, Backlit Dual Display, Differential Temperature, Min/Max Temperature, Average Temperature, High Alarm, Audible Buzzer & Indicator, Analog Output (1mV/Deg), Laser Sight (Built-In), Trigger Lock, Last Temperature Recall. OS532E adds Thermocouple Input, OS533E adds Low Alarm, Ambient Target Temperature Compensation, RS-232 Output, Thermocouple Input. OS534E adds all of the OS533E Features plus Data Storage. Website: www.ams-ic.com.au

Automation of Pre-start checks for Forklifts and Cranes using vehicle-mounted computersOver the past few years automation has proven to be an important tool in the management of safety inspections as it enables the effective identification and management of OH&S risks. Specifically related to the use of forklifts and cranes, the use of vehicle-mounted computers has dramatically increased and they are now used to improve staff productivity.Using the same vehicle-mounted computers to record pre-start checks and safety inspections is a natural progression that can dramatically improve OHS processes and reduce risks. Vehicle-mounted computers should provide information that already exists on paper forms or on the office computer desktop and at the same time improve one’s ability to access and utilise the data. For example, if a user fills out a pre-start check providing specific information, the vehicle-mounted computer device should fulfil the same function. However, immediate benefits include the ability of management to monitor these inspections and results, and act accordingly in a timely manner. Using a vehicle-mounted computer, a user can pick from a list of possible choices and/or write or type in information, according to the organisation’s requirements and preferences. Vehiclemounted computers make current, existing, and future information more accessible and easy to use. Vehicles-mounted computer applications specifically designed for pre-start checks and a variety of other safety inspections should deliver the following functionalities:

List all information required by the operator to perform their tasks, including questions, activities, instructions, etc. Provide easy to use navigation and quick access to information. Allow the operator to enter as much information as needed. Enable the operator to record recommendations.

Vehicle-mounted computer applications should also be designed to minimise the amount of data entry and keystrokes required by incorporating a variety of techniques, ranging from pick lists, check boxes, look-up lists and automatically generated results and shortcuts. Minimising the amount of data entry that the end user has to perform is recommended to improve speed, accuracy, efficiency, ease of use and cost. Benefits of combining pre-start checks with existing vehicle-mounted computers Using vehicle-mounted computers in conjunction with management software will automatically transfer data from the vehicle-mounted computers to your database without the need for further data entry or data reformulation. Techs4Biz Australia Pty. Ltd. (www.pervidi.com.au)

Images Saving Lives and Dollars A portable thermal imaging device is potentially saving people and money at one of Australia’s most significant infrastructure assets. State Water Corporation’s maintenance and services team at Hume Dam is seeing the benefits of a thermal imaging camera, purchased to identify faulty electrical equipment before it can malfunction. State Water Senior Project Manager, Anthony Burrell, said the device gives the team the ability to detect and fix potential problems. ing had to blow up first and we had to try and detect where it had happened.” “You point the camera at a contactor or panel, the camera will seek and automatically focus on a hotspot and a glow comes up red in the report produced from downloading the image onto a computer,” Mr Burrell said. The glow indicates a difference in temperature from surrounding equipment, and the report will provide an actual temperature reading based on what is emitted from of the hot spot. “Essentially it will be used on electrical control cabinets. You can scan the whole control circuit and identify any potential issues with contactors or fuses for example,” Mr Burrell said. “This device will form part of our preventative maintenance program. The immediate success of the current trial at Hume, where we found various potential faults on the first day of use.” “Obviously we don’t want our guys working on faulty equipment that can be dangerous. It is cutting risks from a safety perspective and reducing costs from a capital perspective.”

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Vol 22 No 3 AMMJ

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CSi 9420 Wireless Vibration Transmitter

• Thermal and visual image blending • Hot and cold tracking cursors• Audible and visual alarms • Voice and caption annotation • Analysis and multi report software• Robust and Easy to use

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Learn How To:

Kevin Hancock

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Practical LeanMaintenance

Masterclass Leader

Who Should Attend?

MASTERCLASS SERIES

Learn How To:

Kevin Hancock

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Practical LeanMaintenance

Masterclass Leader

Who Should Attend?

MASTERCLASS SERIES

To register: Tel: 1300 316 882 Fax: 1300 918 334 Email: registration@criterionconferences.com

Achieve 20% greater value from your maintenance

To registerfax backthe registration form to 1300 918 334or call our customer service department on 1300 316 882

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“A lively and professional program covering all the key issues.”

“The trainer has obvious experience in the subject matter and illustrates with excellent examples.”

“We all thoroughly enjoyed the program and learned a great deal.”

“The knowledge and information was very relevant to my industry and can be directly applied.”

What previous companies who have attended Kevin’s Masterclass had to say...

To register: Tel: 1300 316 882 Fax: 1300 918 334 Email: registration@criterionconferences.com

Achieve 20% greater value from your maintenance

To registerfax backthe registration form to 1300 918 334or call our customer service department on 1300 316 882

Scenario: Does this sound familiar?

“A lively and professional program covering all the key issues.”

“The trainer has obvious experience in the subject matter and illustrates with excellent examples.”

“We all thoroughly enjoyed the program and learned a great deal.”

“The knowledge and information was very relevant to my industry and can be directly applied.”

What previous companies who have attended Kevin’s Masterclass had to say...

Conference website address is www.practical-lean.com.au

Masterclass Agenda About the Course Director

MasterclassAgenda day one & two

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Registration pageBrisbane, Sydney, Melbourne

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If your organisation books for 7 or more days of training the cost is only $595 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, Work Management and Execution, Reporting and History, Asset Data Management, Stores, & CMMS/EAM’s/ERP’s(For all maintenance personnel and others associated with maintenance planning/work control/work performance/reporting etc)

DAY 3 - Course ThreeMaintenance Management and Asset ManagementAn Introduction To Maintenance and AssetManagement Activities & Techniques. New Topic for 2009 of “Mean Maintenance”(For Maintenance & Non Maintenance Personnel)

Venues

Brisbane3-5 August 2009

Sydney19-21 October 2009

THE MOST SUCCESSFUL AND MOSTRECOGNISED MAINTENANCE RELATED SEMINARS* As well as Maintenance Personnel, why not also send your “Operations Personnel”

Maintenance2009 Seminars

Special Discounts Now Available

Presented ByLen Bradshaw

Organised ByEngineering Information

Transfer Pty Ltdand the Asset Management and Maintenance Journal

Each Delegate Receives:

• Detailed Seminar Slides in Hard Copy

• A CD of Hundreds of mb of Maintenance Related Facts, Techniques, Products, Systems and Software.

• 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.

Register online @ www.practical-lean.com.au

Registration pageBrisbane, Sydney, Melbourne

How to RegiSteR:

online Fax:

tel: Mail:

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Course One

Planned Maintenance And Maintenance PeopleThe What, When and Who of Maintenance 1 . 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.• 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 maintenance, and designing for maintenance. • Possible problems associated with fixed time replacement of components. • Understanding what are failures in maintenance.The different failure types and how they affect what maintenance should be used.• What maintenance is needed. Basic rules in 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 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 “competent” people managing, supervising, planning and doing the maintenance work.• 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. • Maintenance Outsourcing/Contracting - for and against.• Is this the time for “MEAN Maintenance”?

Discussions 2: Are your organisations using the right people and structures in maintenance? People issues in 2009 and beyond.

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.

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 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.

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. • Determining the weekly work. How much work?• Maintenance planning coordination meeting. Who attends and what is decided.• Work order issue, work in progress. reporting back - automating this process. • Feedback and history required. Automating the reporting process.• Reports and performance measures. • Performance measures for plant,maintenance, people and planning. Discussion 1: The Planning and the CMMS/EAM/ERP in your organisation - its strengths & weaknesses.

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. • Planner’s interaction with Supervisors, Technicians, etc. • Value of effective planning and planners. • Planning in different environments - failure response, team structures, etc.

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.

Course Three

Maintenance Managementand Asset Management

This seminar introduces the wide range of Maintenance Management activities and 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. Entirely new topic for 2009 is “Mean Maintenance”.

1 . Business & Organisational Success Via Better Maintenance• The key role that maintenance plays in achieving business success.Maintenance as a profit creator.• Maintenance in Good or Bad business times. Proving your worth. Reducing Direct or Indirect maintenance costs.• “Mean Maintenance” - beyond “Lean Maintenance” to the new topic for 2009 of Mean Maintenance.• 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, training, flexibility, motivation, teams, TPM, performance, rewards, core skills and outsourcing. Matching people and structures to your organisation.2.2 The Best Parts Management:• Stores management, stores objectives, vendor and user 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 . Analytical Methods In Maintenance• Maintenance Plan Development and Optimisation Software. What they do and what can be acheived.• Example of how to collect, use, and understand maintenance data.• Fine tuning PM activities. Can we use MTBF? Timelines, Histograms, Pareto Analysis, Simulation.

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

5 . Maintenance Strategies For The Future• Setting Strategies: From Policy Statements, Audits, Benchmarking, Gap Analysis and Objectives through to Maintenance Performance Measures.• Examples of Maintenance Objectives and Performance Measures.• Sources of information on maintenance and reliability performance measures/standards.

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 9,000 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 NEW SPECIAL DISCOUNT RATESAUS $695 for booking one day of training.

AUS $660 per person per day for organisations that book for 2 to 6 days of training. Example - one person attending all 3 seminars.

AUS $595 per person per day for organisations that book for 7 or more days of training. Example - three persons attending all three seminars will be eligible for this great discount.The course fees are inclusive of GST and also include Seminar material 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 3:45pm, each day. Registration is from 7:45am on the first day the delegate attends the seminars.

2009 VENUES AUSTRALIABrisbane: 3 - 5 August 2009Royal On The Park HotelCnr Alice & Albert StreetBrisbane, QLD www.royalonthepark.com.au

Sydney: 19 - 21 October 2009Swiss-Grand Resort and SpaCorner Beach Road and Campbell Parade Bondi Beach NSW www.swissgrand.com.au

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

REGISTRATION FORM Course Venue Please Tick Course Please Tick Venue

• Course One:Planned Maintenance and Maintenance People

• Course Two:Maintenance Planning Control and Systems

• Course Three:Maintenance and Asset Management

Name of delegate ________________________________________ Position _________________________________

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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

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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.

AMMJ - Maintenance Books Asset Management and Maintenance Journal’s 2009 Book List Prices are valid until 30th October 2009. All prices are Australian Dollars. Prices for Australia Include Postage and GST.Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$25.

1. MAINTENANCE and RELIABILITY BEST PRACTICES Ramesh Gulati and Ricky Smith 2009 420pp $140 NEW LISTINGMany years experience packed into one book. Useful to both the novice and seasoned professionals. Topics include Best Practices; Culture and Leadership; Understanding Maintenance; Work Management, Planning and Scheduling; Inventory Management; Measuring and Design for Reliability and Maintainability; Role of Operations; PM Optimization; Managing Performance; Workforce Management; M & R Analysis Tools; etc.

2. FAILURE MAPPING Daniel T Daley 2009 165pp $115 NEW LISTINGA new powerful tool for improving reliability and maintenance. Failure Maps help describe past failures accurately and succinctly. Recording failure histories in a manner that will make the records useful in the future. Using failure Maps to improve reliability by identifying failure mechanisms. Improving the effectiveness of diagnostic and troubleshooting processes. Improving the effectiveness of “triage” as part of failure response.

3. THE 15 MOST COMMON OBSTACLES TO WORLD-CLASS RELIABILITY Don Nyman 2009 150pp $85 NEW LISTINGThis book is intended as a wake up call to those wishing to implement World-Class Reliability. The main obstacles that must be addressed by middle managers, engineers and functional specialists in the pursuit of Maintenance and Reliability excellence. It focuses on the managerial leadership, cultural change, organization-wide commitment, and perseverance required to transform from a reactive to proactive system.

4. MAINTENANCE ENGINEERING HANDBOOK 7th Edition L.R. Higgins, K. Mobley and D.J. Wikoff 2008 1200pp $290 This handbook is a one stop source of answers on all maintenance engineering functions, from managing, planning, and budgeting to solving environmental problems. The Seventh Edition has been thoroughly revised with eleven all new chapters along with complete updates of key sections. A valuable source of information for Maintenance Engineers, Managers, Plant Engineers, Supervisors and Maintenance technicians.

5. MAINTENANCE STRATEGY SERIES (5 Volumes) Terry Wireman 5.1 Preventive Maintenance (Vol 1) 2007 220pp $125 Details the importance of preventive maintenance to an overall maintenance strategy. The text illustrates how the components of any maintenance strategy are interlinked with dependencies and the performance measures necessary to properly manage the preventive maintenance program. 5.2 MRO Inventory and Purchasing (Vol 2) 2007 150pp $125 Shows how to develop an inventory and purchasing program for MRO spares and supplies as part of an overall strategy. Specifically, the text focuses on the importance of a well organized storage location and part inventory numbering system detailing to the reader the most effective ways to accomplish this goal. The receiving and parts issues disciplines are discussed in detail. 5.3 Maintenance Work Management Processes (Vol 3) 2007 200pp $125 Focuses on developing a work management process that will support the maintenance strategy components. It outlines a financially cost effective process that collects the data to use advanced strategies such as RCM and TPM. The text extensively details the maintenance organizational development process and then outlines nine basic work management flows. The nine flows are then discussed in detail. 5.4 Successfully Utilizing CMMS/EAM Systems (Vol 4) 2008 200pp $125 NEW LISTING Shows how CMMS/EAM systems are necessary to support a maintenance and reliability organization in companies today. The proper methodologies for selecting and implementing a CMMS/EAM system. How to properly utilize the system to gain a maximum return on the system investment.The organization and methodology to truly achieve Enterprise Asset Management - an elusive goal for most organizations. 5.5 Training Programs for Maintenance Organizations (Vol 5) 2009 200pp $125 NEW LISTING Highlights the need for increased skills proficiency in maintenance and reliability organizations today. Skills shortages. Developing cost-effective and efficient skills training programs. Modern tools for duty, task, and needs analysis - creating a complete skills development initiative. The reader will be able to use information in this text to develop or enhance a skills training program in their company

6. FACILITY MANAGER’S MAINTENANCE HANDBOOK 2ND Edition B. Lewis and R Payant 2007 560pp $240 This essential on-the-job resource presents step-by-step coverage of the planning, design, and execution of operations and maintenance procedures for structures, equipment, and systems in any type of facility. Now with 40% new information, this Second Edition includes brand-new chapters on emergency response procedures, maintenance operations benchmarking and more. This book covers both operations & maintenance.

7. IMPROVING RELIABILITY & MAINTENANCE FROM WITHIN Stephen J. Thomas 2007 350pp $125 This unique book is perfect for those who are internal consultants…and may not know it. This practical resource does more than start internal consultants on the road to improvement, it accompanies them on the journey! Upper management looking to understand internal consulting, middle tier reliability and maintenance management, and those who hold “special projects” positions will find this reference extremely useful.

8. PLANT MAINTENANCE MANAGEMENT ( 3 Volumes) Anthony Kelly 2006 3 Volume Set $295

8.1 Strategic Maintenance Planning Individual Book Price $140Imparts an understanding of the concepts, principles and techniques of preventive maintenance and shows how complexity can be resolved by a systematic ‘Top-Down Bottom-Up’ approach. 8.2 Managing Maintenance Resources Individual Book Price $140 Shows how to reduce the complexity of organizational design through a unique way of modeling the maintenance-production organization along with organizational guidelines to provide solutions to identified problems. 8.3 Maintenance Systems and Documentation Individual Book Price $140Addresses the main systems necessary for the successful operation of a maintenance organization, such as performance control,work control and documentation, and shows how they can be modelled, their function and operating principles.

9. MAINTENANCE BENCHMARKING & BEST PRACTICES Ralph W Peters 2006 566pp $165This guide provides benchmarking tools for the successful design and implementation of a customer-centered strategy for maintenance. Included in this guide is the author-devised “Maintenance Operations Scoreboard”. This has been used to perform over 200 maintenance evaluations in over 5,000 profit centered maintenance organizations.

10. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS MADE EASY Kishan Bagadia 2006 267pp $180Written by a world-renowned CMMS expert, Computerized Maintenance Management Systems Made Easy presents a clear, step-by-step approach for evaluating a company’s maintenance, then selecting the right CMMS and implementing the system for optimal efficiency and cost-effectiveness.

11. PLANT AND MACHINERY FAILURE PREVENTION A A Hattangadi 2005 458pp $230Plant and Machinery Failure Prevention is based on the premise of “Zero-Failure Performance”. The book introduces the general features and investigative methods at the design phase for determining failures in mechanical components such as: Flat Belt Failures, Vee-belt Failures, Pulley Failures, Gear Failures, Steel Wire Rope Failures, Spring Failures, and Gasket Failures. Includes numerous case studies.12. MAINTENANCE PLANNING & SCHEDULING HANDBOOK 2nd edition Richard D Palmer 2005 544pp $185Written by an author with over two decades of experience, this classic handbook provides proven planning and scheduling strategies and techniques that will take any maintenance organization to the next level of performance. This book is regarded as the chief authority for establishing effective maintenance planning and scheduling in the real world. The second edition has important new sections.13. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime Steven Borris 2006 448pp $180With equipment downtime costing companies thousands of dollars per hour, many turn to Total Productive Maintenance as a solution. Short on theory and long on practice, this book provides examples and case studies, designed to provide maintenance engineers and supervisors with a framework for strategies, day-to-day management and training techniques that keep their equipment running at top efficiency.

14. PRODUCTION SPARE PARTS – Optimizing the MRO Inventory Assets Eugene C Moncrief 2006 307pp $125Spare parts stocking theory and practice. Uses the Pareto Principal to achieve superior results with a minimum of investment of time. Includes the following topics: the risks inherent in setting inventory stocking levels, setting the reorder point, setting the reorder quantity, determining excess inventory, how to avoid unnecessary purchases of spares, and how to set and monitor goals for inventory improvement.

15. MANAGING FACTORY MAINTENANCE 2nd Ed Joel Levitt 2005 320pp $125This second edition tells the story of maintenance management in factory settings. . World Class Maintenance Management revisited and revised, evaluating current maintenance practices, quality improvement, maintenance processes, maintenance process aids, maintenance strategies, maintenance interfaces, and personal development and personnel development.

16. THE MAINTENANCE SCORECARD – Creating Strategic Advantage Daryl Mather 2005 257pp $125Provides the RCM Scorecard, which is unique to this book and has not been done previously to this level of detail. Includes information and hints on each phase of the Maintenance Scorecard approach. Focuses at length on the creation of strategy for asset management and details the differences between various industry types, sectors and markets.

17. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE Stephen J Thomas 2005 356pp $125This unique and innovative book explains how to improve maintenance and reliability performance at the plant level by changing the organization’s culture. This book demystifies the concept of organizational culture and links it with the eight elements of change: leadership, work process, structure, group learning, technology, communication, interrelationships, and rewards.

18. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE Scheffer & Girdhar 2004 272pp $150Develop and apply a predictive maintenance regime for machinery based on the latest vibration analysis and fault rectification techniques.Build a working knowledge of the detection, location and diagnosis of faults in rotating and reciprocating machinery using vibration analysis.Gain an understanding of the latest techniques of predictive maintenance including oil and particle analysis, ultrasound & thermography.

19. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share R Smith & B Hawkins 2004 304pp $160This Handbook provides detailed, step-by-step, fully explained processes for each phase of Lean Maintenance implementation providing examples, checklists and methodologies of a quantity, detail and practicality that no previous publication has even approached. It is required reading, and a required reference, for every plant and facility that is planning, or even thinking of adopting ‘Lean’ as their mode of operation.

20. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES Joel Levitt 2004 208pp $125Brings together the issues of maintenance planning, project management, logistics, contracting, and accounting for shutdowns. Includes hundreds of shutdown ideas gleaned from experts worldwide. Procedures and strategies that will improve your current shutdown planning and xecution.

21. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies for Optimizing Performance V Narayan 2004 288pp $130Providing readers with a clear rationale for implementing maintenance programs. This book examines the role of maintenance in minimizing the risks relating to safety or environmental incidents, adverse publicity, and loss of profitability. Bridge the gap between designers/maintainers and reliability engineers, this guide is sure to help businesses utilize their assets effectively, safely, and profitably.

22. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed Bloch & Geitner 2004 650pp $255The names Bloch and Geitner are synonymous with machinery maintenance and reliability for process plants. They have saved companies millions of dollars a year by extending the life of rotating machinery in their plants. Extending the life of existing machinery is the name of the game in the process industries, not designing new machinery. This book was the first and is still the best in its field.

23. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd Edition Terry Wireman 2004 288pp $120While the previous edition concentrated on the basic indicators for managing maintenance and how to link them to a company’s financials, the second edition addresses further advancements in the management of maintenance. One of only a few comprehensive collections of performance indicators for managing maintenance in print today.

24. RELIABILITY DATA HANDBOOK Robert Moss 2004 320pp $315Focusing on the complete process of data collection, analysis and quality control, the subject of reliability data is covered in great depth, reflecting the author’s considerable experience and expertise in this field. Analysis methods are not presented in a clinical way – they are put into context, considering the difficulties that can arise when performing assessments of actual systems.

25. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS – Pressure Vessels & Mechanical Plant Clifford Matthews 2003 690pp $495This comprehensive volume gives detailed coverage of pressure equipment and other mechanical plant such as cranes and rotating equipment. There is a good deal of emphasis on the compliance [UK standards] aspects and the duty of care requirements placed on plant owners, operators, and inspectors.

26. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT Terry Wireman 2003 228pp $130This book will provide users with all the necessary tools to be successful in benchmarking maintenance management. It presents a logical step-by-step methodology that will enable a company to conduct a cost-effective benchmarking effort. It presents an overview of the benchmarking process, a self analysis, and a database of the results of more than 100 companies that have used the analysis.

27. RCM - GATEWAY TO WORLD CLASS MAINTENANCE A Smith & G Hinchcliffe 2003 337pp $145Includes detailed instructions for implementing and sustaining an effective RCM program; Presents seven real-world successful case studies from different industries that have profited from RCM; Provides essential information on how RCM focuses your maintenance organization to become a recognized ‘center for profit’. It provides valuable insights into preventive maintenance practices and issues.

28. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide R Smith, R K Mobley 2003 537pp $105The new standard reference book for industrial and mechanical trades. Industrial Machinery Repair provides a practical reference for practicing plant engineers, maintenance supervisors, physical plant supervisors and mechanical maintenance technicians. It focuses on the skills needed to select, install and maintain electro-mechanical equipment in a typical industrial plant or facility.

29. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd Edition Keith Mobley 2002 337pp $195This second edition of An Introduction to Predictive Maintenance helps plant, process, maintenance and reliability managers and engineers to develop and implement a comprehensive maintenance management program, providing proven strategies for regularly monitoring critical process equipment and systems, predicting machine failures, and scheduling maintenance accordingly.

30. MAINTENANCE PLANNING, SCHEDULING & COORDINATION Dan Nyman and Joel Levitt 2001 228pp $115Planning, parts acquisition, work measurement, coordination, and scheduling. It also addresses maintenance management, performance, and control; and it clarifies the scope, responsibilities, and contributions of the Planner/Scheduler function and the support of other functions to Job Preparation, Execution, and Completion. This book tells the whole story of maintenance planning from beginning to end.

31. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed David Smith 2005 368pp $170Reliability, Maintainability and Risk has been updated to ensure that it remains the leading reliability textbook - cementing the book’s reputation for staying one step ahead of the competition. Includes material on the accuracy of reliability prediction and common cause failure .This book deals with all aspects of reliability, maintainability and safety-related failures in a simple and straightforward style.

32. ASSET MANAGEMENT AND MAINTENANCE - THE CD Nicholas A Hastings 2000 820 slides $150Asset Management and Asset Management Overview; Life Cycle Costing; Maintenance Organisation & Control; Spares & Consumables Management; Failure Mode and Effects Analysis; Risk Analysis and Risk Management; Reliability Data Analysis; Age Based Replacement Policy Analysis; Availability and Maintainability; Measuring Maintenance Effectiveness; Reliability of Systems; etc.

33. ENGINEERING MAINTAINABILITY – How To Design For Reliability & Easy Maintenance B S Dhillon 1999 254pp $265Maintainability Management; Maintainability Measures, Functions, and Models; Maintainability Tools; Specific Maintainability Design Considerations; Human Factors Considerations; Safety Considerations; Cost Considerations; Reliability-Centred Maintenance; Maintainability Testing, Demonstration, and Data; Maintenance Models.

34. CONDITION MONITORING STANDARDS VOLUMES I, II, III and IV Torbjorn IdhammarThe CMS documents (in colour) explain the condition monitoring actions, brief inspection points, detailed instructions and suggested intervals.

34.1 CONDITION MONITORING STANDARDS VOLUME 1 2001 124pp $295CMS: Motor AC; Coupling Tire; Coupling Sure flex; Coupling Grid; Coupling Thomas; Coupling Wrap flex/Atra flex; Coupling Gear; Coupling Jar; Coupling Magnetic; Coupling Torus; Pump Vacuum Nash; Pump - Vertical - Multistage; Tank ; Conveyor Screw; Valve solenoid; Air Breather - Des Case; Flinger; Gear Reducer; Conveyor Belt; Conveyor Drag; Fan Axial; Agitator/Mixer; Compressor Rotary Screw - Quincy; Dryer System - Air desiccant; Steam Joint – Valmet

34.2 CONDITION MONITORING STANDARDS VOLUME II 2001 130pp $295 CMS: Motion Detector; Backstop; Pump, Centrifugal; Heat Exchanger; Bearing, Pillow Block; Chain Drive; Hydraulic Unit; Feeder; Mech. Seal; Packing; Check Valves; Screen Reciprocating; V Belt Drive; Screen – Vibrating; Screen - Disc; Screen - Centrifugal; Lubrication Reservoir; Fan Radial; Pump Vane; Pump Gear; Pump Piston; Steam Trap Mechanical; Steam Trap Thermostatic; Steam Trap Thermo; Valve with Actuator.

34.3 CONDITION MONITORING STANDARDS VOLUME III 2003 115pp $295CMS: Universal Joint; Rope Sheaves; Regulator - Air; Pump - Progressive Cavity; Blower - Rotary Lobe; Belt - Cog; Brake Disc; Bolts and Nuts; Cylinder - Air; Pump - Diaphragm; Motor DC; Valve; Clutch Centrifugal; Expansion Joint; Coupling - Fluid; Cylinder Hydraulic; Bearing - Oil Cooled; Hydraulic Motors; Pump - Multistage; Governor; Pneumatic Filter; Piping and Pipe Hangers; Steam Turbine [Small]. 34.4 CONDITION MONITORING STANDARDS VOLUME IV 2009 115pp $295CMS: – Pump, Double Suction Centrifugal – Pulp Refiner, Conical-disc – Pulp Refiner, Classic Conical – Pulp Refiner, Single Disc – Pulp Refiner, Beloit Double Disc – Debarker, Drum – Proximity Switch, Capacitive – Proximity Switch, Acoustic – Proximity Switch, Inductive – Coupling, Safeset – Coupling, ELCO – Gauge, Magnetic Flow – Pump, Peristaltic – Pump, Diaphragm Metering – Pump, Vertical Sump – Conveyor, Small Production – Index Drive, Rotary – Accumulator, Hydraulic – Accumulator, Compressed Air – Motor Starter – Limit Switch, Linear – Limit Switch, Rotary – Strander, Disc (On-the-run) – Strander, Disc (Shutdown) – Lubrication, Single Point Units

NEW LISTING

MAINTENANCE BOOKS – ORDER FORMPrices are valid until 30 October 09. All prices are Australian Dollars. Prices for Australia Include Postage and GST.

Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$25Engineering Information Transfer P/L, 7 Drake Street, Mornington, Vic 3931 Australia Ph: 03 5975 0083 Fax: 03 5975 5735 Email: mail@maintenancejournal.com

Item Title Aus$1. MAINTENANCE AND RELIABILITY BEST PRACTICES $1402. FAILURE MAPPING $1153. THE 15 MOST COMMON OBSTACLES TO WORLD-CLASS RELIABILITY $854. MAINTENANCE ENGINEERING HANDBOOK 7th Edition $2905.1 PREVENTIVE MAINTENANCE - MAINTENANCE STRATEGY SERIES (Volume 1) $1255.2 MRO INVENTORY AND PURCHASING - MAINTENANCE STRATEGY SERIES (Volume 2) $1255.3 MAINTENANCE WORK MANAGEMENT PROCESSES - MAINTENANCE STRATEGY SERIES (Vol 3) $1255.4 SUCCESSFULLY UTILIZING CMMS/EAM SYSTEMS - MAINTENANCE STRATEGY SERIES (Vol 4) $1255.5 TRAINING PROGRAMS FOR MAINTENANCE ORGANIZATIONS - MAINT. STRATEGY SERIES (Vol 5) $1256. FACILITY MANAGER’S MAINTENANCE HANDBOOK 2nd Ed $2407. IMPROVING RELIABILITY AND MAINTENANCE FROM WITHIN $1258. PLANT MAINTENANCE MANAGEMENT - Kelly’s 3 Volume Set $2958.1 STRATEGIC MAINTENANCE PLANNING - Individual Book $1408.2 MANAGING MAINTENANCE RESOURCES - Individual Book $1408.3 MAINTENANCE SYSTEMS & DOCUMENTATION - Individual Book $1409. MAINTENANCE BENCHMARKING & BEST PRACTICES $16510. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS MADE EASY $18011. PLANT AND MACHINERY FAILURE PREVENTION $23012. MAINTENANCE PLANNING & SCHEDULING HANDBOOK 2ND EDITION R D Palmer $18513. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime $18014. PRODUCTION SPARE PARTS – Optimizing the MRO Inventory Assets $12515. MANAGING FACTORY MAINTENANCE 2nd Ed $12516. THE MAINTENANCE SCORECARD – Creating Strategic Advantage $12517. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE $12518. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE $15019. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share $16020. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES $12521. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies $13022. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed $25523. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd Ed $12024. RELIABILITY DATA HANDBOOK $31525. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS – Mechanical Plant $49526. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT $13027. RCM - GATEWAY TO WORLD CLASS MAINTENANCE $14528. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide $10529. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd Ed $19530. MAINTENANCE PLANNING, SCHEDULING & COORDINATION $11531. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed $17032. ASSET MANAGEMENT AND MAINTENANCE - THE CD $15033. ENGINEERING MAINTAINABILITY – How To Design For Reliability & Easy Maintenance $26534.1 CONDITION MONITORING STANDARDS VOLUME 1 $29534.2 CONDITION MONITORING STANDARDS VOLUME II $29534.3 CONDITION MONITORING STANDARDS VOLUME III $295

34.4 CONDITION MONITORING STANDARDS VOLUME IV $295

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