July 2006

Maintenance Excellence Self Assessment

US Naval Air Systems Command RCM
CMMS Implementation Happy Ending
Wireless Live Video At Yarra Water
2006 Condition Monitoring Survey
Audit Of Maintenance Strategy
Where Did All The People Go
Everybody Has An Excuse
Increasing MTBF By 400%
The Internet Meets EAM
Asset Basic Care
A journal for all those interested in the
Contents July 2006

maintenance, monitoring, servicing and

management of plant, equipment, 8 Increasing MTBF By 400% In A Mineral Processing Plant
buildings and facilities. SKF Group
Volume 19, No 3.
July 2006 12 Everybody Has An Excuse For Not Measuring Reliability
Ricky Smaith
Published by:
Engineering Information Transfer Pty Ltd
Publisher and Managing Editor: 14 Asset Basic Care
Len Bradshaw Steve Reilly
Publishing Dates:
Published in January, April, July and
October. 22 US Naval Air Systems Command RCM Process
Material Submitted: JC Leverette
Engineering Information Transfer Pty Ltd
accept no responsibility for statements
made or opinions expressed in articles,
30 Maintenance Excellence Self Assessment
features, submitted advertising,
SIRF and IMRt
advertising inserts and any other editorial
contributions.
Copyright:
48 Happy Ending For A CMMS Implementation
This publication is copyright. No part of Ganesh Natarajan
it may be reproduced, stored in a
retrieval system or transmitted in any
form by any means, including electronic, 52 Where Did All The People Go - The New Case For CM
mechanical, photocopying, recording or Michael Currie
otherwise, without the prior written
permission of the publisher.
For all Enquiries Contact:
56 Audit Of The Maintenance Strategy At An Agri-Chemical Plant
Engineering Information Transfer Pty Ltd Tony Kelly
PO Box 703, Mornington,
Victoria 3931, Australia
Phone: (03) 5975 0083, 64 The Internet Meets EAM
Fax: (03) 5975 5735, Clement Goh
E-mail: mail@maintenancejournal.com
Web Site: www.maintenancejournal.com
66 Wireless Live Video Improves Maintenance At Yarra Water
Momentum Technologies Group

Cover Shot:
Wireless live video technology
improves Maintenance at Yarra
Water, Victoria, Australia.
Momentum Technologies live video
system is helping Yarra Water
improve their incident and failure
reporting and responsiveness. See
the article in this issue.

Regular Features
40 CM Survey 2006
Survey of Condition
Monitoring Products and
Services.

68 Maintenance News
Current Maintenance and
Product News

74 Subscription
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 July Editorial

Welcome to the July 2006 issue. SURVEY FEATURE

in the October
This issue contains the annual survey of Condition Monitoring (CM) Equipment 2006 issue
Suppliers and Providers of Condition Monitoring Services. The CM products and Survey of
services on offer continue to grow and it is important that you regularly review what Special Maintenance
is available and what is possible in the area of CM and inspection of assets. Applications Software
A number of the articles in this July issue illustrate what is possible and the benefits The SMAS survey provides a listing
that can be achieved using inspection and CM techniques As an example we have and details of Maintenance software
products such as for RCM, Failure
a short article on the use of real time videos to inspect and report on water and Analysis. FMEA, LCC, Simulation,
sewage assets, another article includes CM on slow rotation vibration monitoring, PM Optimisation, Weibull Analysis,
and finally there is an article on ‘Asset Basic Care’ that includes a down to earth look Parts Optimisation, Plant Replacement
software, etc.
at inspections, reporting and using operators for inspections. If your organisation wishes to be
Tony Kelly has for 3 decades been recognised as a leader in the Maintenance included in the SMAS survey for 2006,
and have not yet responded you must
Management field. We are therefore pleased to be able to include an extract from obtain the survey form from:
his new text ‘Strategic Maintenance Planning’. This text is part of a new 3 volume mail@maintenancejournal.com
set on Plant Maintenance Management (see advertisement in this issue). Deadline for responses is 18 Aug 2006.
There are to be slight changes to the Publication Dates of the Maintenance Journal.
The publication dates for the next 12 months are as follows:
July Issue - 14 July 2006; Oct Issue - 13 October 2006; Jan Issue - 25 January 2007;
and April Issue - 20 April 2007.
8

Increasing Meantime
Between Failure By
400% In A Mineral
Processing Application.
SKF Group
www.skf.com

The challenge of improving machinery and equipment performance on four

potash compactors at Israel Chemical’s Dead Sea Works, one of the largest
producers of potash, was met and overcome when Senior Maintenance Personnel
from Dead Sea Works (DSW) and Industrial Bearing Experts from SKF joined forces
in a two-phase programme to beat the problem
If the mineral processing industry had an Academy that handed out awards for excellence like the film industry’s Academy Awards,
then one of the strong contenders for an award would be the maintenance team at Israel Chemical’s Dead Sea Works.
Improvements made by the team, together with SKF engineers, increased mean time between failure (MTBF) by 400% and reduced
meantime to repair by almost half.
The main plant is located next to the Dead Sea, the lowest point on the earth’s surface where summer temperatures reach 45
degrees Celsius in the shade. The average annual temperature is 35 degrees and even in winter, daytime temperatures rarely fall
below 20 degrees Celsius. A major part of the plant is associated with the extraction of potash, by evaporation, from the waters
of the Dead Sea.
Three different grades of potash are produced at the plant, each for a different segment of the market. The standard form is in
large crystals and intended for agricultural applications in developing countries where it is spread by hand. A thinner crystal type
is produced for use in downstream products while a third grade called “granulated” is produced by compacting for use in bulk
blending.
The granulating plant has six compactors each of which presses powdered potash between two rolls, making it into a “marble-
like” form that is then granulated by a horizontal impact crusher.

Four threats to bearing performance

The shaft supporting each compactor roll rotates slowly at about 18 r/min in an ambient temperature that exceeds 50 degrees
Celsius. In addition to this, the roll shaft bearings carry a heavy loading (C/P<2-3) in an atmosphere thick with abrasive potash
particles.
Even though cooling water passes through the roll shafts and through each bearing housing this is still a demanding application
in a harsh environment and is made even more demanding by the pressure of continuous production where any unplanned
downtime is extremely costly.
To combat the problem of bearing breakdown, senior maintenance personnel from DSW have for some years been working closely
with SKF in what has turned out to be a highly successful two-phase approach.

8
 9

Phase One
One of the earliest steps was to try to increase the time between breakdowns by focusing mainly on bearing maintenance,
cleanliness, lubrication and mounting techniques. Because of the slow rotational speed the bearings were first lubricated with
high viscosity grease to prevent deterioration due to metal contact of the rotating elements within the rings. Further steps included
greasing of the labyrinths, the use of positive pressure greasing to push out any contamination and the fitting of high quality seals.
Whenever bearing replacement became necessary, the original bearing was replaced by an SKF SensorMount bearing.
SensorMount bearings make mounting of the large taper bore bearings onto the compactor shaft extremely easy. Driving the
bearing up the hollow water-cooled shaft becomes much more accurate and faster because there is no need for complex
calculations, feeler gauges and specially trained personnel. There is also the added reassurance of knowing that any possible
mounting errors have been eliminated and the service life of the bearing increased.
Predictive Maintenance Programme
Another major step in preventing frequent and unplanned downtime was taken with the introduction of a Predictive Maintenance
Programme based on equipment from SKF and software from Prism. Several types of monitoring techniques were tried with the
compactors but the most successful for dealing with the very low shaft speed was an ultrasonic detector coupled to an SKF
Microlog. The signal was enhanced by passing it via an SKF Microlog Acceleration Enveloping Filter.
SKF Microlog is a spectrum analyser that allows a trained analyst to compare a signal from a compactor (say a dynamic vibration
measurement) to the compactor base line vibration signature (or any other earlier collected data). The analyst can then predict
any development that might lead to a failure.
It replaces the random response of dealing with one parameter at a time by making an examination of all parameters involved in
the life cycle of the machine. The result is a more comprehensive approach to detecting the cause of failure
Results of Phase One
At the conclusion of Phase One Mean Time Between Failures (MTBF) had been tripled. At the same time Mean Time To Repair
(MTTR) was reduced by half.

Phase Two
The aim of Phase Two was to build upon the improvements brought about by Phase One. DSW, together with the compactor
manufacturer and SKF application engineers, succeeded in producing a new design to provide the compactor with oil lubrication.
This gave better control of bearing temperature and reduced contamination by filtering the oil. This was followed by thorough
assessment of the compactor drawings, and all the available bearing records and reports. Senior DSW maintenance personnel
and SKF industrial bearing specialists held several meetings and inputs were invited from bearing experts in various SKF European
factories. These discussions, using the 6 Sigma process, resulted in a decision to introduce several changes.
Fixed procedures for certain aspects of maintenance and repair associated with the roll shaft and bearings were drawn up, agreed,
and made available to maintenance personnel. This action supported maintenance staff training that was introduced in Phase
One. Closely associated with this was the introduction of a bearing refurbishment programme for the compactor roll shaft bearings.
This service is to be provided by SKF and includes the provision of SensorMount on all refurbished bearings.

Figure 1: Potash Compactor

10

On the predictive maintenance side, a decision was made by DSW to replace the CMVA 10 SKF Microlog introduced in Phase One
with a new CMVA 65 SKF Microlog and because of the slow shaft rotation to introduce a special ultrasonic technique.
Another new addition was an SKF Copperhead Fault Detection System. This is a plug and play system that monitors the complete
machine rather than just the rotating components. It incorporates a new line of rugged vibration and temperature sensors that
were installed on the four bearing housings for one of the compactors. Data from the system is fed to the DSW Plant Information
System that collects and displays all operation parameters.
Results of Phase Two
Phase Two produced further benefits with an MTTF increase to about 30% together with an MTTR reduction of about 40%.

Continuing to strive for excellence

Although well pleased with such excellent results the DSW maintenance team and the SKF specialists are eager to see what
further steps can be taken to overcome the four threats to bearing performance and increase plant efficiency. Already they are
planning a third phase that aims to provide oil lubrication for all four compactors, install SKF Copperhead detectors on all
compactors and test a new type of SKF bearing for the compactor shafts.

Figure 2: Compactor Roll Awaiting Repair

Figure 3: Compactor Roll Repair

12

Everybody’s Got
An Excuse
Ricky Smith
www.plantservices.com

The top five reasons why companies don’t measure reliability

Most companies don’t measure mean time between failures (MTBF), even though it’s the most basic measurement that quantifies
reliability. MTBF is the average time an asset functions before it fails. So, why don’t they measure MTBF?
Reason 1: Work orders don’t capture all emergency work. Many companies have rules such as, “A work order will be written only
if the equipment is down for more than one hour.” This rule doesn’t make sense. Let’s say, for example, a circuit overload on a
piece of equipment trips 100 times in a month. Many times, small problems lead to major asset failure. Don’t wait until a small
problembecomesabigone.StarttrackingMTBFand you’ll be on the road to reliability. Eventually, you’ll learn to manage your assets
proactively according to their health. Then, you’ll see your MTBF improve dramatically.
Reason 2: Not every asset is loaded into the CMMS/EAM. This is a problem that makes writing an emergency work order impossible.
If you’re not tracking every asset down to the component level, you can’t possibly identify any true reliability issue. Think about it
this way: if 20% of your assets eat up 80% of your resources, wouldn’t you want to identify that 20%, the bad actors? Put all of your
assets in your CMMS/EAM, track the MTBF and the bad actors will become obvious.
Reason 3: It isn’t important to measure MTBF because other metrics provide equivalent value. Yes, you can get asset reliability
from other metrics, but keep it simple by using MTBF. Count the number of breakdowns (the number of emergency work orders)
for an asset during a given time interval. That’s all it takes to learn how long the equipment runs (on average) before it fails.
Reason 4: The maintenance organization is in such a reactive mode that there’s no time to generate any metrics. They’re constantly
scrambling merely to react to the latest crisis. But, taking a small step in the right direction - tracking just one measure of reliability
- will reveal the 20% of the assets that are burning 80% of the resources. If you start with the worst actor, you’ll be surprised at
how quickly you can rise out of the reactivity quagmire.
For example, a plant manager who recently measured the MTBF for what he called his If you start with the worst
“Top 10 Critical Assets” was shocked at the results. He expected the combined MTBF actor, you’ll be surprised at
for these assets would be around eight hours to nine hours. In the first month of this how quickly you can rise out
initiative, he found that the actual MTBF was 0.7 hours. You may find yourself in the same of the reactivity quagmire.
situation. You’ll never know the true reliability status on your plant floor until you begin
measuring it.
Reason 5: There are too many other problems to worry about right now without being pressured to measure reliability, too. I’ve
heard this many times and what it tells me is that the organization is in total reactive mode. This organization deals only with the
problem of the hour. If 20% of your assets are taking 80% of your resources, dig yourself out of the problem by attacking the assets
that cause the most pain - the high- payoff assets that will respond to a reliability improvement initiative. We’ve got to stop fighting
fires. The characteristics of adept firefighters include:
• High turnover of personnel (mostly in production).
• Maintenance costs that continue to rise.
• Maintenance costs that are capped before the month ends (“Don’t spend any more money this month. We’re over budget.”)
• Every day is a new day of problems and chaos.
• Maintenance is blamed for missing the production goals.
It isn’t easy to fight fires and initiate reliability improvement at the same time, but it can be done. Start measuring MTBF and attack
the high-payoff assets. You can’t change a company’s culture from reactive to proactive overnight, but you can eliminate reliability
problems one major system at a time. That’s where you’ll find a rapid return on investment. Change people’s activities and behaviors
slowly and you’ll transition to a proactive culture.
Asset reliability is the key to keeping a company profitable, increasingitscapacityandreducingitsmaintenancecost.Inafuture
column,we’llpresentsomereliabilityimprovementideas.
You can contact Contributing Editor Ricky Smith, CMRP, at rickysmith@comcast.net. If you would like a copy of Smith’s “MTBF
User Guide,” send him an email.

12
14

Asset Basic Care

Steve Reilly
Design Maintenance Systems Inc. (DMSI)

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

Introduction
Asset Basic Care programs use operations, maintenance and/or lubrication staff to physically inspect and verify the operating
condition of work areas, processes, and fixed / mobile assets. Some of the topics that will be covered in this paper include:
• What is Asset Basic Care?
• How can Asset Basic Care programs be implemented?
• Automated Asset Basic Care programs – an alternative to paper-based inspection methods.
• Tools and technology for automated Asset Basic Care.
• Review the key elements to ensure a successful Asset Basic Care implementation.
The goal of this paper is to show that an asset basic care program can be an effective foundation to preventive and predictive
maintenance program. Asset basic care can also make a profound contribution to any organization implementing a Six Sigma
quality strategy. Most importantly, basic care can have a significant positive effect on asset availability, as well as reduce operations
and maintenance expenditures in the achievement of increased asset reliability.

What Is Asset Basic Care?

Asset Basic Care is a commitment by the operations and maintenance staff within a plant to ensure that assets maintain their
expected level of quality and volume for output, while reaching their expected lifespan within the plant.
Asset Basic Care attempts to greatly reduce or eliminate reactive maintenance by implementing procedures to ensure that assets
are:
• Properly configured with all specified guards, safety devices and environmental protection
• Checked that they are within proper operating parameters (i.e. acceptable temperature / pressure / flow rate etc)
• Protected from dirt, water and other sources of contamination,
• Checked for seals operating properly (no leaks of lubricant or process fluids),
• Scheduled so that the correct type and amount of lubricant is used.
These checks are all carried out in a thorough asset care regimen. The investigative part of this regimen also attempts to catch
incipient problems by monitoring assets for both visual (qualitative) and measurable (quantitative) indications of change.
Along with the inspection processes of the program, an Asset Basic Care process focuses on education of the operators, the
lubrication staff and the maintenance/reliability staff. Asset Basic Care puts high emphasis on both operator managed inspection
programs and lubrication management efforts.
Asset Basic Care forms the foundation layer of an overall integrated Total Plant Reliability strategy and can also be a key component
in the development of a sustainable Six Sigma approach to maintenance.
Origins of Asset Basic Care
Inspection rounds have always been a part of the maintenance process. Having operations and/or maintenance staff go onto the
plant floor, the garage or the engine room and check belts, fittings, seals, fluid levels etc. in an informal manner has been carried
out since the Industrial Revolution.
The more structured approach of scheduled, defined and documented inspection rounds was one of the fundamental concepts
that came to be known as “Planned Maintenance”. Developed during the years of the Second World War, planned maintenance
methods were applied as a means of assuring high levels of machinery availability. Over the rest of the 20th century, planned
maintenance and its numerous offshoots have been applied in all industry types in Europe and North America.
At the same time, Japanese industry, faced with considerable challenges, developed a variant of planned maintenance now known
as Total Productive Maintenance (TPM). As with planned maintenance, frequent inspections are a fundamental tenet of the TPM
process, with a heavy emphasis on the involvement of the equipment operators in the inspection process. Asset Basic Care is
derived from several of the concepts (“pillars”) of Total Productive Maintenance (TPM). Some of these concepts are:
• 5S Program, making problems visible by organizing the work area.
• Autonomous Maintenance, which involves both operations and maintenance in caring for assets at the source.
• Continuous Improvement Programs.
• Safety, Health and Environmental Inspection and Improvement.

14
 15

• Team Based Approach to Identifying and Resolving Issues Concerning Asset Availability.
The following quote from Kunio Shirose, a conceptual TPM author, focuses on the element of TPM that is the basis for the Asset
Basic Care approach:
“A very important aspect of TPM is the establishment of autonomous maintenance.
The purpose of autonomous maintenance is to teach operators how to maintain their equipment by performing:
• Daily checks
• Lubrication
• Replacement of parts
• Repairs
• Precision checks
• Early detection of abnormal conditions
As <with> most of the Lean Manufacturing techniques and tools, autonomous maintenance is based on education and
training. It is about raising awareness of the operators on the knowledge and understanding the operation principles of their
machines.” Kunio Shirose, TPM Consultant
Inspection processes can therefore be operations-driven or maintenance-driven; often they are a combination of both departments.
The management of an inspection program is just as likely to be under the control of operations / production as maintenance.

Asset Basic Care and Six Sigma Programs

A Six Sigma systemic quality program provides businesses with the tools to improve the capability of their business processes.
Six Sigma can be defined as a disciplined, data-driven approach and methodology for eliminating defects in a wide variety of
processes, which includes all forms of manufacturing and process industries. A key element of Six Sigma programs is “kaizen”,
the Japanese process of continuous improvement using a variety of problem-solving and analysis techniques.
One of the fundamentals of the Six Sigma approach is the requirement for data. Data sets are used to determine the original state
of a process, the current state of that process, the rate of improvement and the proximity of the process to the desired quality
levels. Asset Basic Care, with its emphasis on frequent and rigorously scheduled inspections, produces a steady stream of both
quantified and qualified evaluations of assets, systems and processes. The data collected by these inspections, plus the data
generated to measure the compliance to the Asset Basic Care inspection schedule itself, can be used effectively to generate
metrics for any Six Sigma program. A well-run Asset Basic Care program is not only a catalyst for improvement in and of itself; it
can also be one of the primary data-gathering tools to evaluate the effectiveness of all continuous improvement procedures within
the plant.

15
16

Asset Basic Care in the Overall Reliability Strategy

Asset Basic Care fits in as a foundational element of a plant’s Total Plant Reliability strategy. A Total Plant Reliability strategy details
the availability and contribution of a plant’s resources to be used in asset inspection, condition monitoring, planning and scheduling
and logistics for the creation of a reliability program. The strategy provides for optimal use of organizational resources with sufficient
asset availability to meet the organization’s output requirements.
A Total Plant Reliability effort uses the skill sets available within the organization (and through the judicious use of external expertise)
to generate improvements in the following areas:
• Improve planning and scheduling by increasing the effectiveness of the EAM/ERP systems for maintenance management.
• Reduce or eliminate reactive maintenance by optimizing use of early warning technologies such as asset inspections and
predictive maintenance technologies.
• Enable the organization to develop and achieve a targeted mix of run-to-failure / preventive / predictive maintenance work
orders.
• Fine tune work execution, by ensuring that job plan estimates are accurate and complete, and match actual work order
resource expenditures with a minimum of variance. Optimize spare parts inventory management

ERP
System

Diagnostics
and
Prognostics

Integrated Predictive
Maintenance Technologies

Asset Basic Care

Lubrication and Inspection

EAM Process
System Control
Overall Reliability Strategy

Successful Total Plant Reliability programs are built upon the foundation of Asset Basic Care. The use of tools such as predictive
maintenance, diagnostic systems and reliability centered maintenance / maintenance optimization can all be made more effective
when they are used on assets that are clean, properly sealed, operated within correct operating parameters, properly lubricated
and frequently monitored for visual changes.
Integrated Predictive Maintenance Technologies - brings multiple technological disciplines together to evaluate asset health.
Vibration analysis, lubricant analysis, thermography, and ultrasonic analysis are all powerful technologies whose results can be
made more effective when used in conjunction with an Asset Basic Care program.
Early indications of failure using predictive maintenance tools are much more evident in assets that are clean, well operated and
properly lubricated. Also, the elimination of evident problems through Asset Basic Care makes predictive maintenance processes
more attuned to detection of less evident faults.
Diagnostics / Knowledge Retention - can utilize all of your basic care, predictive maintenance, reliability audit and maintenance
cost data together to help automate diagnostic evaluation about the condition of assets. Asset Basic Care programs are a prime
source of operator and maintainer knowledge that can be embedded in a diagnostic system.
Maintenance Program Optimization – the data collected through an Asset Basic Care program is invaluable when engaged in a
maintenance optimization / RCM analysis, especially if the basic care data is paired with failure history data taken from the EAM
system. If the EAM system is capable of work order initiation based on condition, basic care findings can be used to enable work
scheduling based on assessed asset reliability.
Systems Integration with other plant systems (process control / CMMS / EAM / ERP) – basic care data can be delivered to ERP
systems and EAM systems for maintenance purposes, but the most common delivery process is to process data historians.
Distributing the findings throughout the plant can be very helpful in focusing the attention of all plant personnel onto the reliability,
safety and environmental metrics collected by an Asset Basic Care system.
It is therefore evident that Asset Basic Care is a solid foundation for a successful overall reliability program.
• Early indications of failure using predictive maintenance tools are more evident in assets that are clean, well operated and
properly lubricated.
• Daily or per shift inspection data is always available to the reliability team for immediate analysis verification.
• Reliability specialists can focus on complex reliability issues rather than simple operation or lubrication conditions – these
conditions are detected by operations or lubrication techs.
• Plant-wide distribution of Asset Basic Care system findings can focus attention on the overall reliability of the plant (through
the development and use of key performance indicators).
 17

Benefits of Asset Basic Care

Asset Basic Care programs have been implemented in hundreds of organizations, both in process and discrete manufacturing
facilities. Benefits of a successfully implemented care regimen include:
• Reduced unplanned downtime / reactive maintenance work.
• Reduced corrective maintenance cost per repair.
• Positive long-term impact on safety and environmental performance.
• Improved employee morale through cooperation between maintenance and operations.
Some benefits that have been documented by organizations that have implemented Asset Basic Care programs include:
Paper Mill, Florida - An Asset Basic Care program at a paper mill in Florida resulted in a 70% reduction in reactive repairs in three
years and a reduction in maintenance budget by one-third.
Paper Mill, Virginia - An Asset Basic Care program at a paper mill in Virginia was credited as a major contributor to a 20% increase
in total mill production – even with the permanent shutdown of one of mill’s six paper machines.
Carbon Black Plant, Louisiana - An Asset Basic Care program at a plant in Louisiana led to a 32% reduction in ongoing preventive
maintenance work orders, and a 10% reduction in annual maintenance costs.

Implementing Asset Basic Care

An Asset Basic Care program can be implemented as a separate program in and of itself, or as part of one or more broader
programs. Implementation of basic care programs can differ considerably, depending on the type of organization, industry, and
especially on the goals and objectives of the team within the organization who is spearheading the program. The main success
factors are clear assignment of roles, effective management support, appreciation of cultural issues, and having a clearly laid out
implementation process for all participants to follow.
Role Assignment / Management Support
During the development and initial roll-out of an Asset Basic Care program, the necessity for upper management support and clear
and unambiguous role assignments cannot be overstressed. A successful basic care program requires a high level of cooperation
from operations staff and maintenance staff, and this cooperation can best be managed with managerial support from the higher
levels of both (or above both, preferably).

TIME TO REVIEW MAINTENANCE STRATEGIES

AND/OR OPTIMISE CURRENT PRACTICE ?
The Australian owned and developed RCM Turbo methodology is the choice of organisations world wide for
the development and review of optimised, RCM based maintenance schedules.
From nuclear power plants to pet food processing operations, the principles of RCM are applied using RCM
Turbo to the generation of maintenance regimes that lead to minimisation of failure consequences, while
striking the optimal balance between equipment reliability expectations and total annualised cost. RCM Turbo
represents a powerful decision support platform while leaving a detailed audit trail of the basis for all
assumptions.
At the same time, the issue of spare parts required to sustain the maintenance practice is an important one.
The Spares Optimisation System (SOS) continues to address this in a unique manner. A criticality assessment
is applied to establish the importance of a spare to continued plant reliability. This priority outcome is converted
to a recommended max/min holding, taking into account economic order quantity and safety stock calculations.
A cost/risk analysis is also applied to expensive items or capital/insurance spares. Advanced 'What if ?'
exploration capabilities enhance decision making in SOS.
Both RCM Turbo and SOS will deliver substantial and measurable business improvement.
Call Strategic for an on site presentation.
Detailed information on both these methodologies can be downloaded from Strategic's web site
www.strategicorp.com

Strategic Corporate Assessment Systems Pty Ltd

PO Box 427, Heidelberg 3084
Phone: 03 9455 2211

17
18

Either the individual who has been put in charge of the roll-out of the basic care program should be directly involved with the initial
deployment area, or he/she should have a liaison who is directly involved with the area. One strategy that has been utilized is the
formation of a “Reliability Group” which is comprised of individuals from both the maintenance and operations staff.
Cultural Issues
All of the elements of 5S, see below, are appropriate for a basic care program. The most important, and the one that has the most
profound effect on the work place, is self-discipline, sometimes referred to as sustain, or sustainability. The concept that all
personnel in a plant are responsible for the assets within the plant is as much a cultural change as it is a technical or procedural
change.

Sort Remove unnecessary items from the workplace “When in doubt, throw it out”

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

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

Standardize Make routine tasks standard operating “See and recognize what needs to be done”
procedure – what to do and when to do it.

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

A culture of self-discipline is one of the key factors that will determine if a basic care program will thrive, or simply be seen as
another management program du jour.
At a pulp and paper mill in Louisiana in early 2004, operators initially resisted the implementation of a basic care program. By June
2005, the basic care program was credited with a $30 per tonne reduction in maintenance costs, this at time when paper mills
have been shutting down due to high operating costs and oversupply. Plant personnel achieved this by embracing the basic care
concept and the culture of self-discipline that it implies.

Implementation Steps
The implementation of an Asset Basic Care program involves the following steps:
1. Design Inspection Forms
2. Operator Training
3. Inspection Scheduling / Optimal Route Length
4. Develop Feedback Mechanisms.
5. Execute Asset Basic Care Cycle.
6. Measure Performance.
Step One: Design Inspection Forms
Properly designed inspection forms have the twin goals of ease-of-interpretation and fast completion.
• Easy To Read - Design the inspection forms (or data capture screens) with as simple a language level as possible.
• Consistent - Make inspection questions as consistent as possible for each asset type, so the operator can complete the
inspection as quickly as possible.
• Non-Ambiguous - Design the questions (data entry fields) so that it is clear which exception item is to be selected/entered if
a fault is detected.
Inspections can involve anywhere from two to ten points per asset/machine train, depending on the complexity of the inspection
item. Typical inspection items include:
• Check lists, single and multiple check-off.
• Operating Hours, Usage Meters.
• Predefined and Ad Hoc Notes.
• Fluid (lubricant, fuel, coolant etc.) levels.
• Process Parameters (pressure, flow, draw …)
• Temperature / Sound / Ultrasonic levels.
• Vibration (velocity and shock pulse) levels.
• Images / Sketches.
Step Two: Operator Training
Operations staff is the main resource for implementing an Asset Basic Care program. The primary key to success is operator
training.
• Choose Appropriate Inspections - It is important to train the operators to carry out inspections at an appropriate level of
complexity. From IDCON “As a guideline-if an operator can be trained in an inspection method in less than 15 minutes, he or
she should be trained to do that inspection.” The corollary to this statement is that if the inspection requires more than 15
minutes to teach an operator, it may not be a suitable candidate for inclusion in a basic care program.
 19

• Explain WHY as much as WHAT and HOW - Operator buy-in is essential for a successful inspection program, and a training
program should emphasize the reasons why the program is being implemented. It has been our experience that there is a
direct correlation between the level of effort expended to give the operators understanding about the reasoning behind an
inspection process and the level of buy-in.

• Train The Trainers - Designate and train one or more employees of the plant staff (reliability, operations, IT) as the program
trainer. This is especially important if one-time training of the operators is being carried out by external consultants. The
operators will be much more comfortable carrying out the inspection if there is a backup resource readily available.
• Plant-Floor Training - All operators should be walked through their inspection rounds at least once, preferably more often,
during the initial training program.
• Tools Training - If the inspection program is to be implemented using automated tools, then training must be extended to
include the software systems and handheld data collection tools. However, it is important not to let the tools training become
the primary focus of the training effort – tools are merely the tail, the inspection process itself is the dog.
Step Three: Inspection Scheduling / Optimal Route Length
A) Developing Data Collection Procedures
Essential to Asset Basic Care are the data collection procedures needed to detect problems and measure improvement. These
include:
• Operator Asset Production Check Sheets.
• Operator Area Housekeeping Check Sheets.
• Lubrication Routes.
• Asset Condition Check Routes.
• Safety / Health Protection Inspection Routes.
B) Inspection Rounds
Determining the best way to execute a program of inspection rounds (either operator-based inspections or lubrication inspections)
raises a number of questions, but two questions are always raised.
• How often should inspections be carried out? In theory, inspection frequency should be based on the known length of time
between a failure indication and the failure event itself - the potential failure to functional failure, or P-F interval.
In reality, we usually don’t know these failure intervals. Also, the inspection process is not solely concerned with failure –
we are also interested in finding out operating states that are sub-optimal from a performance or even an esthetic
perspective, The amount of failure or fault data needed to derive accurate (or at least statistically valid) failure intervals can
often be very hard to come by. When we ARE able to derive statistically valid inspection intervals, they are often at odds
with the practicalities of the plant operation.
Fortunately, we have found that very good estimates of optimal inspection frequency usually come from the operators and
reliability staff within the plant itself. Also fortunately, it is appropriate to derive inspection intervals from established
practice.
In plants where operators are already carrying out once-per-shift or once-per-day inspections, it can save a lot of time to
simply review and optimize the existing inspection frequencies. Within 4-6 months of implementing a basic care program,
there is usually enough data collected to be able to review and alter the inspection frequency. Route frequency review
should be built in as part of the Asset Basic Care inspection cycle.
• How long should an inspection route take?
Route length can vary considerably from plant to plant.
It is our experience that expected completion time for routes should be no longer than two hours. For once-per-shift or
once-per-day routes, it is usually impractical to have routes that take longer than an hour – the norm for these types of
routes is 20-30 minutes..
Longer routes generally have poorer data collection compliance statistics, as they often cannot be completed within a single
shift.
Step Four: Feedback
Proper feedback requires a method (or methods) to deliver usable information to maintenance, operations and management.
• Reports - It is important to sit down with the operators while the basic care program is being designed, to understand just
what information the operators want to see in their basic care reports. Often, operators want reports that contain the same
data as the reports received by maintenance, but formatted and ordered in different ways.
• Plant Data Display Systems - If operations is heavily invested in existing data display systems such as Honeywell PHD,
OSISoft PI or AspenTech IP.21, consider delivering inspection data via these systems. Reporting inspection results to
operations through a known system can increase operator acceptance of the process.
• Compliance Metrics – compliance reports or KPIs are becoming a standard part of basic care inspection programs. These
tools measure how closely the inspection process is matching up to the prescribed schedule. Good compliance metrics
enable decision-makers within the plant or organization to use basic care data with confidence, to make effective
production or maintenance decisions.
20
Step Five & Six: Asset Basic Care Cycle

Design Inspections Train Operators

Schedule Inspection

Conduct Inspection

List All Exceptions

Remedial
Schedule Remedial
Activity
Activity
Required? Yes
Conduct Remedial
Activity
Schedule
Revision Revise Schedule
Required? Yes

No
Deliver Feedback

Asset Basic Care Cycle

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

Automated Asset Basic Care

Challenges to Manual Inspection Procedures
There are a number of challenges to manual inspection process. Inspection programs using check sheets are difficult to monitor
– many inspection rounds never get carried out, and it’s difficult to determine if they haven’t been carried out.
The data collected on inspection check sheets is highly prone to error – entries are illegible, different inspectors use their own
terms to describe problem conditions, meter values are transcribed incorrectly. This is difficult for the person reviewing the
inspection results, and even more difficult if those results are required to be entered into a database or a spreadsheet.

An Unfortunate Example of a Paper Check Sheet

Another source of error is simply that there is often confusion about which machine train is being inspected – especially in process
21
industries where there is lots of identical equipment in operation.
The inspection check sheet offers little additional support to the inspector when he/she discovers what may be a problem – there
isn’t any way to review previous inspections or query the check sheet for further help.
Often, reporting of immediate problems is done verbally. This can not only lead to inadequate traceability of the problem (its cause,
etc.) but the verbal reporting process can cause many problems to be under-reported, as the inspector will inevitably concentrate
on the current most serious problems and not report those that are looming, but not currently critical.
Finally, the inspection check sheets need to be reviewed by someone capable of taking the next step – either ordering work to be
done or more tests.
Automating the Inspection Procedures
There is no question that Asset Basic Care inspection procedures can be carried out using paper check-sheets.
However, after having installed automated Asset Basic Care programs in over 100 plants worldwide, we can say with assurance
that automating the program offers several advantages.
• Implementing Asset Basic Care programs is easier and more efficient
• Increases the accuracy and consistency of collected data.
• Immediate feedback is available to the operators when assessing the asset.
• Exceptions are indicated immediately to maintenance and reliability staff.

Tools for Automating the Basic Care Inspection Process Example of Electronic Check Sheet Item on Pocket PC

When the system is electronic, it is easy for an inspector to check on the last reported condition of an asset and check up on any
repair carried out since the last inspection. Checking on the integrity of completed repairs adds significantly to the quality of the
organization’s repair process.
Well-documented and highly compliant data allows an easy comparison of results from one inspection to the next. Machinery and
process parameters when logged can be analyzed to establish trends in equipment performance to provide an early indication of
the presence of a developing fault condition.

Conclusion - Keys to Success

Management elements that need to be addressed to ensure a successful Asset Basic Care program:
• Role Assignment – assigning responsibility for the program.
• Housekeeping – building a culture of self-discipline in the workplace.
• Training –operators need to fully understand what problems they are to detect and the tools they are expected to use.
• Management Support – both operations and maintenance management must “buy-in” to the program.
Technical elements that need to be addressed to ensure a successful Asset Basic Care program:
• Design of Asset Inspection Methods that clearly define what problems the operators are looking for.
• Developing Route Paths for optimal data collection efficiency and 100% data capture.
• Developing Route Schedules to ensure timely and accurate data collection.
• Measuring Data Collection Compliance – “what gets measured, gets done”

The keys to a successful Asset Basic Care data collection program can be summarized as – you need to be SURE.
• Simplicity. The process of collecting data must be simple to learn and remember.
• Understanding. Operators must understand (be trained) what to look for when carrying out an inspection
• Reliability. If the data collection process is unreliable, or causes “paper pile-up”, the system will be considered more
trouble than its worth.
• Effectiveness. Operators must see positive results from their inspection efforts – feedback at all stages is critical for the
program to be considered effective.
22

An Introduction to the US Naval Air

System Command RCM Process
and Integrated Reliability Centered
Maintenance Software
JC Leverette (USA)
Anteon Corporation

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

Abstract
This paper is an update to RCM in the Public Domain: An Overview of the US Naval Air Systems Command’s RCM process presented
at RCM-2005. This paper and presentation will provide an overview of the NAVAIR process. The NAVAIR RCM process and tools
are openly available to the public and are rapidly gaining acceptance and increasingly being used in the commercial sector.
The US Navy’s Naval Air Systems Command (NAVAIR) has been one of the leading implementers of Reliability-Centered
Maintenance (RCM) methodologies in its efforts to improve reliability, safety, and minimize costs associated with the operation
and maintenance of the US Navy’s aircraft fleet. NAVAIR’s RCM methodologies have been updated and refined with over 30 years
of RCM experience on a wide variety of complex systems.

Background
The US Navy has been one of the leaders in development and application of RCM analysis. In one of the earliest applications of
RCM principles, the US Navy began applying Maintenance Steering Group (MSG) logic developed by the commercial airline industry
to the P-3, S-3 and F-4 aircraft in the early 1970’s. In 1975, NAVAIR applied an updated version of MSG-2 called the Analytical
Maintenance Program to Naval aircraft and engine programs. In 1978 the Department of Defense (DoD) sponsored DoD report
AD-A066579, “Reliability Centered Maintenance” by Stanley Nowlan and Howard Heap of United Airlines. This report was based
on the principles of MSG logic and was the foundation of most modern day RCM processes (reference 1). Throughout the 1980’s
DoD issued several documents related to RCM analysis; most notably in 1986, DoD issued MIL-STD-2173, "RCM Requirements for
Naval Aircraft, Weapons Systems and Support Equipment". This document was the basis of the current NAVAIR RCM Process. In
1996, MIL-STD-2173 was superseded by NAVAIR 00-25-403, “Guidelines for the Naval Aviation Reliability-Centered Maintenance
Process”, which contains the current RCM process described in this paper (reference 2).
The objective of this paper is to introduce the NAVAIR RCM process; identify some of the tools and resources available to those
interested in using RCM analysis; and demonstrate the use of the NAVAIR RCM process using the IRCMS software. The NAVAIR
RCM process is a completely non-proprietary process that is free and openly available to the general public. It is the hope of the
author that exposure to this information will encourage some people to pursue the use of RCM who might not otherwise do so
because of the perception that a long term and expensive commitment to a proprietary process and tools is required.
Anyone who has been exposed to any of the public discussion surrounding RCM knows that there are many vendors offering RCM
services. Many of the claims about these competing processes seem to be contradictory and confusing. Some of the information
being passed around is, at best, unsubstantiated and, at worst, purposely inaccurate. A secondary purpose of this paper is to
address some of the public misconceptions about RCM, particularly those associated with the NAVAIR RCM process and the
closely related SAE JA1011 RCM Standard. The basic tenets of RCM are fairly simple and simply adding a letter or number before
or after the “RCM” name does not make a process significantly different. The simple fact is that the NAVAIR RCM process has all
of the features, tools, and capabilities that most of the proprietary processes have. Furthermore, any method of implementing RCM,
such as through facilitated groups, which is often claimed as a distinguishing feature of some processes and vendors, can be
used with NAVAIR RCM process, despite claims to the contrary.
However, it is not the intent of this paper to compare RCM processes. Many RCM vendors provide experience in specific industries,
different approaches to executing RCM analysis, and various tools such as software that may be beneficial to a particular user.
It is the hope of the author that this paper can provide potential users with a means to learn more about RCM independently and
decide for themselves what type of process and set of skills best meets their needs, before committing to one particular process
or vendor.

22
 23

NAVAIR RCM and the SAE JA1011 Standard

In the early 1990’s the US DoD began a series of initiatives to streamline the acquisition process for military procurements. One
of these initiatives was a decision to eliminate, as much as possible, the use of military standards in new acquisitions, and instead,
rely on commercial or performance standards. This decision was documented in a memorandum from Secretary of Defense William
Perry dated 29 June 1994. The decision was enforced with the systematic canceling of a large number of military standards. One
of those cancelled was MIL-STD-2173, which documented the RCM process used by NAVAIR at the time.
In support of this acquisition streamlining effort, a group called the Reliability, Maintainability and Supportability (RMS) Partnership,
began coordinating the efforts of various other organizations involved in developing standards related to reliability, maintainability
and supportability. Through the RMS Partnership, the Society of Automotive Engineers (SAE) was asked to lead the development
of an RCM Standard to replace the various Military RCM standards being cancelled since no equivalent commercial standard
existed at the time.
SAE chartered a sub-committee to begin development of an RCM standard under its G-11 Supportability Committee. The RCM
subcommittee initially consisted of representatives from the US Navy and various DoD contractors. It was noted that the
development of a “commercial” standard was being performed almost exclusively by personnel associated with DoD.
The group started down several different paths in development of this standard, including one directed by “higher-ups” in SAE
that the sub-committee develop a “preventive maintenance” standard because they didn’t think there would be enough interest
in RCM. The actual quote from an email is presented for its humor value: "We [the SAE Supportability Committee] are not interested
in an 'RCM spec'. We want a 'scheduled maintenance spec'. An 'RCM spec' would be too narrow in scope. There's not enough
general interest in RCM to justify SAE involvement in such a spec.” If they could only see us now!
The group also found itself, at various times, trying to correct known or perceived deficiencies in current processes but could not
always agree on how to correct them. After several of these false starts the group concluded that there was no one “standard”
RCM process and that a “standard” was not the place to develop new and untried procedures. They also decided to ignore the
directive to create a preventive maintenance standard. The group began to settle on the idea of creating a set of criteria with
which to compare existing processes to ensure a given process was conforming to the original tenets of RCM as defined by Nowlan
and Heap.
The group made further efforts to seek out additional experience from commercial industry. In late 1997, the well-respected John
Moubray became involved. With new participation and a clearer direction in place, and despite some lively debate, the group was
able to complete the SAE JA1011 Standard in 1999. The group also continued work on SAE JA1012, which was intended to “provide
additional clarification and amplification for some of the key concepts and terms in JA1011”1 (references 3 and 4).
At about the same time the SAE effort was started, NAVAIR started an effort to retain their RCM process information in a format
that would not be viewed as objectionable as a “standard”. The effort also was intended to capture the many lessons learned and
improvements identified from significant RCM efforts performed after the release of MIL-STD-2173 in 1986. The result of this effort
was the NAVAIR manual, NAVAIR 00-25-403. Many of the participants in this effort were also participants in the SAE JA1011
development effort including the author of this paper who participated in both efforts.
At this point it is worth discussing how DoD uses standards. In what may be a gross oversimplification, DoD uses standards to
ensure it knows what it is getting when it buys a product or process. While there is an assumption that a standard referenced in
a procurement specification satisfies the exact requirements of the procuring activity, solicitations often encourage vendors to
provide alternative solutions as long as they can be proven to meet all relevant requirements and are advantageous in some
manner. In the opinion of this author (who was also an author of SAE JA 1011), SAE JA1011 was intended to be used the same
way; as a reference to ensure a potential user of a particular RCM process understood what they were getting relative to the
original RCM concept as proposed by Nowlan and Heap. It was not intended to conclude that this was the only process to determine
maintenance requirements or even the best process for every situation. In other words, it is the responsibility of the user of a
process to decide whether or not a process complies partially or completely with JA1011 and whether it even matters. Like other
tools it is up to the user to decide how and where to use it.
Finally it is also worth noting that there seems to be a notion in some camps that SAE JA1011 was primarily developed from the
RCM2™ process. In fact, SAE JA1011 was heavily influenced by users of both the RCM2™ and the NAVAIR RCM processes and
others. However, as noted above, much work was accomplished prior to the involvement of Mr. Moubray. In the opinion of this
author, as a participant in its development, SAE JA1011 was an impartial assessment of the original tenets of RCM and was as
unbiased by any particular personal or business agenda as was humanly possible. Any of the dozen or more people involved will
attest that debate was lively and no one person or group got everything they wanted in the document.

NAVAIR RCM Process Description

The NAVAIR RCM process has been evolving ever since the first applications of MSG-2 logic on US Navy aircraft in the 1970’s.
The RCM logic, analytical tools, and associated execution and implementation processes have been refined and improved over
the years based on the experience and lessons learned from many applications of the process under a variety of circumstances.
The NAVAIR RCM process is fully described in NAVAIR 00-25-403. This manual provides information on the following topics:
• RCM analysis planning and preparation
• RCM Training and certification
• Failure Modes, Effects, and Criticality Analysis (FMECA)
• The RCM analysis decision logic process
• Implementation of analysis results
• Sustaining the maintenance program through RCM analysis
• Assessing RCM effectiveness
24

Figure 1 shows the overall NAVAIR RCM process, which includes four major steps: planning and preparation, the analysis,
implementation of results, and sustaining the program. It can be seen from this process overview that the NAVAIR RCM process
provides a comprehensive RCM program that addresses not just the analysis process but also the preliminary effort and follow-
on efforts necessary to ensure the RCM effort achieves the desired results.

RCM PROCESS OVERVIEW

Results
PLANNING AND PREPARATION
1.Identify Team and Responsabilities 4.Identify and Document Review Process Analysis
2.Identify Analysis Items 5.Orientation/Training Approach/RCM
3.Prioritize Items 6.Ground Rules and Assumptions
Plan
ANALYSIS
1.Equipment Kick-off Meeting
2.Initial Data Gathering
3.Hardware Partition
4.Function
5.Functional Failure
6.Failure Mode
7.Failure Effects FMECA
Maintenance
8.Failure Consequences Requirements
9. Task Evaluation
10. Task Selection

IMPLEMENT RESULTS
1.Package Maintenance Tasks Maintenance
2.Implement Onetime Tasks
Program
SUSTAIN
1.Emergent Issues
2.Age Exploration
3.Hardware Changes
4. Trend/degrader analysis
5.Document Reviews Data

Figure. 1

Figure 2 is the NAVAIR RCM logic diagram. The NAVAIR RCM logic has many similarities and a few noteworthy differences
from many of the earlier processes. Like many other logic charts, it differentiates safety and non-safety and hidden and evident
failures. It also addresses environmental consequences in the safety branches. Applicable task types and other outcomes
depend on which branch of the logic tree the failure mode falls into. One of the most noticeable differences from other logic
diagrams is the lack of a preferential order in the review of each task type. Most RCM processes assume a preferred order
in the selection of a maintenance task, e.g. on-condition first, time-directed or hard-time second, etc. In these processes, if
one of the tasks is deemed to be applicable and effective, it is selected and the analysis continues with the next failure mode.
The NAVAIR RCM process encourages consideration of all applicable failure management strategies for a given failure mode
and provides comparison methods to help select the most effective of all applicable solutions.

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

YES NO
Evident Hidden

Does failure mode cause a function loss or secondary damage Does hidden failure mode in combination with second failure /
that could have an adverse effect on operating safety or lead event cause function loss or secondary damage that could
to serious environmental violation? have an adverse effect on operating safety or lead to serious
environmental violation?

YES NO NO YES
Evident Safety / Evident Economic / Hidden Economic / Hidden Safety /
Environment Operational Operational Environment

Analyze Options: Analyze Options: Analyze Options: Analyze Options:

S, L, OC, HT, S, L, OC, HT, S, L, OC, HT, FF, S, L, OC, HT, FF,
Other Actions No PM, No PM, Other Actions
Other Actions Other Actions

Select BESTOPTION

Figure. 2
 25

While it is not the intent of this paper to provide a complete description of the NAVAIR RCM process, there are a few additional
points about the NAVAIR RCM process worth mentioning:
• The process provides analytical methods for task interval determination. However, the process does not require them to be
used. Users are free to use whatever means they choose for task interval determination.
• The process provides specific data collection tasks called Age Exploration tasks for use where the analysis may have been
based on assumptions that warrant further analysis when better data is available. The use of these tasks is also optional.
• The process contains provisions to develop specific non-maintenance solutions called “Other Actions” to address failure
modes. These Other Actions can include design changes, operating restrictions, operator training, equipment replacement,
procedural changes, etc. The process contains procedures to assess the relative benefits of these actions compared to
other applicable preventive maintenance options and run-to-failure.
• The process does not require any specific execution strategy. It has been used with facilitated teams, as well as by
dedicated RCM analysts. Guidance is provided for both methods. Additional discussion on this issue is provided below.
• The process has been applied to many types of equipment including industrial equipment, power generation, and facilities.
• The process provides guidance for application on a limited basis based on user determined priorities when resources do not
allow a full application.
• The process provides guidance for developing a living RCM program
• The process considers both physical and automated inspections to be on-condition maintenance and emphasizes the need
to justify implementation of integrated sensing technologies on the same basis as other RCM options.
• The process provides information on grouping maintenance tasks to gain additional efficiencies.

Execution Strategies
Unlike many other RCM processes, the NAVIR process does not promote one particular execution strategy over another.
Additionally, users of the NAVAIR process have employed many of the techniques other processes use as reasons to claim their
processes are better, faster, or more efficient.
For discussion purposes, we will discuss three main types of execution strategy (with the acknowledgement that there could be
any number of others or combinations that we are unaware of):
• Formal facilitated groups: One of the most widely accepted methods of performing RCM today is the use of an RCM
“facilitator” to lead the analysis of a system in a meeting setting using a group of system experts that include maintainers
and operators.
• Dedicated analysts: The analysis is performed by one or more RCM analysts who gather information from all relevant
sources including system experts, operators and maintainers. Typically the analyst is an RCM and maintenance expert and
has some knowledge of the equipment he or she is analyzing. It is important to point out that using analysts does not mean
that operator and maintainer input into the process is ignored. This is an often heard false claim by some as discussed
below.
• Informal facilitated analysis: Analysis is performed by one or more facilitators using one to a few key subject matter experts
in informal settings gathering additional data from other sources as needed. This could be considered a combination of the
other two approaches.
Other techniques for expediting the analysis include the use of analysis templates that contain partially completed analysis from
similar equipment, limiting the analysis to address only existing preventive maintenance tasks, and limiting either the systems or
failure modes addressed in the analysis. The NAVAIR RCM process has been applied using some form of all of these approaches
.

Tools and Resources

The NAVAIR RCM process is supported by some excellent tools and resources. These tools are again openly available to the public
at no charge. These include technical documentation, software, analytical tools, and process improvement forums.

Software
The primary software tool used by NAVAIR for RCM analysis is the Integrated Reliability-Centered Maintenance System (IRCMS).
IRCMS is a stand-alone software tool designed to assist in the analysis process as well as provide a repository for analysis decisions
that are easily reviewed as needed. IRCMS is a public domain tool developed for the US Navy and is available via the World Wide
Web at the sites listed below. IRCMS has been used on aircraft and related systems as well as industrial equipment and in
commercial settings.
The current version available at the time of writing of this paper is version 6.3 (as of June 2006). One of the primary purposes of
this latest version was to eliminate the military and aircraft specific terminology and processes. This was accomplished for two
main reasons: 1) NAVAIR and DoD have been increasingly using RCM on equipment unrelated to aviation such as facilities and
manufacturing equipment, and 2) NAVAIR recognizes that benefits can be realized from absorbing the experience of others using
a common process and are hoping to broaden its use. Version 6.3 also has some new advanced features such as the addition of
a pre and post RCM analysis hazard risk index assignment, improved reports, and new task comparison metrics.
IRCMS is relatively easy to use; however experience has shown that a full understanding of its features and capabilities is best
accomplished through hands on training via another experienced user, or through readily available formal training. IRCMS was
designed to be very open to process changes and therefore does not restrict the analysis with an overly rigid decision logic. As
a result, a thorough understanding of the RCM process being used is required to effectively use IRCMS. In other words, to use
26

IRCMS you must understand RCM. Although we are unaware of anyone trying this, there is no reason IRCMS couldn’t be used
with any RCM process that closely follows the requirements in SAE JA1011. Software offered by vendors may prove better for a
given application, but IRCMS can provide a means to explore the process and provide a frame of reference for available capabilities
for those considering an RCM project.
IRCMS is primarily a documentation aid and decision assistance tool. It is not intended to be a highly automated decision making
tool based on large quantities of failure data. It is intended to be used with other analytical tools such as statistical analysis
packages for more detailed analysis.

Technical Guidance and other tools

As mentioned throughout this paper, the NAVAIR 00-25-403 manual is the primary guidance document for the NAVAIR process. It
is available for download at the websites listed below along with several other guidance and program documents. Also available,
although not on the website, is an Excel spreadsheet that provides analytical methods for determining maintenance task intervals
based on the methods described in NAVAIR 00-25-403.
Process Improvement
Since the mid 1990’s NAVAIR has had an officially chartered committee dedicated to improving the NAVAIR RCM process and
tools. The NAVAIR RCM Steering Committee provides a forum to receive feedback on the NAVAIR RCM process and tools. Among
other functions, the RCM Steering committee is charged with: coordinating the development, distribution, maintenance, and update
of the IRCMS software; training and certification requirements; and maintaining and disseminating knowledge of advancements
in RCM related technologies and processes among other services, industry, and academia. The RCM Steering Committee
appreciates feedback from all sources on NAVAIR’s RCM processes and tools. This feedback can be provided via the NAVAIR
web site listed below.

Resources (as of June 2006)

Nearly all of the tools and resources mentioned in this paper are available at no charge from the following websites.
1. NAVAIR RCM website: http://logistics.navair.navy.mil/rcm/index.cfm (For download of IRCMS 6.2.5)
2. Anteon website: http://www.anteon-rcm.com (For download of IRCMS 6.3)

RCM Myths
As mentioned previously, there seems to be a tremendous amount of controversy over what RCM is and what constitutes “proper”
RCM analysis. Of course, much of this is driven by competition in the market place and the need for vendors to differentiate their
products and services from that of another. Unfortunately some have taken this a bit far by making claims about other processes
that cannot be substantiated. Other inaccuracies are misunderstandings or misperceptions that have been perpetuated over time
through various forums. In this section of this paper we will attempt to continue to clarify some of the existing misinformation as
it applies to NAVAIR, or other military versions of RCM, and the SAE JA1011 Standard. This discussion is intended only to address
some of the more often heard inaccuracies. These issues are not universally distributed nor is the discussion here comprehensive.

Myth #1: RCM, especially “classical” RCM, is cumbersome, time consuming, and expensive.
This myth is typically perpetuated by those who use processes that they espouse to be much faster than “traditional” RCM. Early
applications of MSG and RCM were very rigorous and highly detailed, and were therefore time consuming. Users began to look
for ways to shorten the process. Some looked to change the process itself to make it shorter. For discussion purposes we’ll call
these “abbreviated” or “derivative” processes. Implied in the “abbreviated process” view is that the “abbreviated processes”
will yield the exact same results as a more detailed analysis. Others looked to improve the way they performed the process with
only minor changes to the process itself. We’ll call these “classical” RCM. In general, the “classical” processes try to abide by
the original tenets of Nowlan and Heap’s process, and are therefore more likely to be compliant with SAE JA1011. As with any
undertaking, people learn how to do things faster and better with experience, so both approaches should yield a faster analysis
than the earlier applications of RCM.

Fact #1a: Any RCM process is no more than a set of steps. The basic steps of ALL known RCM processes are very simple. The
amount of effort put into each step is completely up to the user of the process. The time spent on these steps ultimately depends
on the equipment level the analysis is performed at, the amount of information examined and included in the analysis, and how
much detailed analytical processing is performed on the data. Basic answers to the process steps can often be completed in a
matter of minutes. The only real way to shorten the process is to reduce the information considered or to become more experienced
and efficient at processing that information.
As mentioned above, the NAVAIR RCM process not only includes a set of steps very similar to those described in SAE JA1011, but
also includes some analytical tools for interval determination, and cost and availability assessment of maintenance tasks. The
extent to which these tools are used on each system, individual failure mode, or maintenance task is at the sole discretion of the
user. Recent applications of the NAVAIR RCM process range from years for some aircraft applications to days for some commercial
plant systems. Our opinion: Applied appropriately, any SAE JA1011 compliant process (including the NAVAIR RCM process)
should require nearly the same effort as an appropriately applied “abbreviated process”.

Fact #1b: There have been no comprehensive independent studies of various RCM processes to determine if any are in fact
faster than others. There has been at least one study (reference 5) that compared the results of a “classical” process and an
“abbreviated” process on two identical systems at different locations. This study demonstrated that, at least in this one case, the
 27

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

Output 2 Classical Abbreviated

Number of Functions 6 2
Number of Functional Failures 14 2
Number of Components in the System Boundaries 13 3
Number of Failure Modes Analyzed 130 8
Hidden Failure Modes 88 0
Number of Critical Failure Modes 73 5
Number of PM Tasks Specified (incl. RTF) 141 8
Number of “Items of Interest” (IOI’s) 49 0

Myth #2: RCM must be performed in facilitated teams to give the best, or even valid, results. Variations: a) NAVAIR RCM and
other processes that may use independent RCM analysts do not include proper mechanisms for obtaining maintainer and operator
input, b) NAVAIR RCM doesn’t allow or provide for the use of facilitated groups.
The argument goes something like this: Including experts from various elements of an organization in the analysis process will
extract as much relevant information from as many sources as possible. In addition, the group analysis process will promote “buy-
in” from the participants through development of consensus in the analysis results. It is argued that the RCM results are much
more likely to be implemented and therefore the RCM more likely to be successful because affected parties participated in and
agreed with the analysis.

27
28

The facilitated group method is an excellent method of performing RCM analysis in many cases. However, some proponents of
this method would have you believe that using any other method, ever, is inefficient, ineffective, or even dangerous. Reasons cited
include:
• Other methods fail to include relevant maintainer, operator, or subject matter expert knowledge
• Other methods are likely to fail because they do not get maintainer buy-in to the requirements generated by the analysis.
• Other methods take longer due to getting bogged down in unnecessary detailed analysis of data
• Other methods do not disseminate the information developed in team meetings as well
None of these reasons are true.

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

Fact #2b: There are situations where the facilitated team advantages may not apply or where other approaches may be better
overall, considering that the facilitated team approach requires participants to all be trained in RCM and away from their regular
jobs while participating in the analysis effort. Remember, any valid approach will still be required to obtain necessary information
from operators and maintainers.
• Contracted maintenance: Some contract maintenance situations may make it impossible to include relevant maintainers. For
example, in some facility maintenance environments, maintenance may be performed on an on-call basis. The same
maintenance personnel or even the same company may not perform the same task each time.
• Highly specialized equipment: Equipment such as gas-turbines, aircraft structure subject to fatigue, or other highly complex
equipment may require detailed engineering analysis of failure mechanisms and associated task intervals. While maintainer
and operator input may still be useful, it may make no sense to subject them to the details of such analysis.
• Highly stressed or lightly manned operations: Some organizations simply cannot afford to remove key players from their
primary responsibilities long enough to perform the analysis in meetings over days or weeks. Or, it may be more cost
effective to outsource the analysis effort. Again, any outsourced effort should ensure appropriate means of collecting
relevant information from key sources and ensuring organizational buy-in to results are employed.
• Highly regulated industries: In cases where maintenance is regulated and closely monitored such as aircraft, nuclear power,
etc., the consideration of buy-in from maintainers is likely moot. The tasks get done or someone gets fired or goes to jail.
New acquisitions or new technology: The majority of available data may be engineering or test data that might be most efficiently
analyzed by one or two technical specialists.
The bottom line is that there are more ways to get information into an analysis than by having a group sit in a room and talk about
it. There may be times when that is the most effective way and others when it is not.
Myth #3: The Military/aviation environment is so different from the industrial environment that analytical processes for one do
not apply to the other
This general myth can be broken down into several similar misperceptions that most likely come from a misunderstanding of military
and aviation environments:
Myth #3a: Military and aviation deal mainly with highly critical failures that warrant detailed analysis.

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

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

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

Myth#3c: Military versions of RCM require large amounts of data including previously performed FMECAs.

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

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

This myth, whose origins are unknown, most likely came about because RCM was originally developed from the MSG-2 process,
which was developed for new commercial aircraft.

Fact #4: The RCM process developed by Nowlan and Heap was developed for DoD to apply to new and in-service aircraft. In
 29

fact, Nowlan and Heap has a section dedicated specifically to application to in-service aircraft. MSG Logic was originally developed
for new commercial aircraft3 . Most recent applications of RCM to equipment in DoD have been to equipment that has been in-
service for a significant portion of its life cycle prior to RCM being performed.

Myth #5: RCM must be a zero based analysis

Fact #5: RCM can be performed as a zero based analysis or using existing maintenance program as a starting point. Many NAVAIR
RCM applications have effectively used the existing maintenance program as a starting point. NAVAIR 00-25-403 provides guidance
on limiting the scope of analysis by limiting the source of failure modes considered. Analyzing all failure modes would be at one
end of the extreme and analyzing only new failure modes as they occur would be at the other. Most NAVAIR applications of RCM
fall somewhere in the middle of this range.

Myth #6: NAVAIR RCM is not SAE JA1011 compliant

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

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

Conclusions
RCM is a relatively simple process. RCM is mostly an application of “common sense” using some basic physical and reliability
principles. Detailed analytical methods have a place, but are not required all of the time. The best approach to executing an RCM
program will depend on the goals, resources (time, fiscal, manpower, and technical), and commitment of the organization attempting
to perform RCM. The most common trait in successful implementations of RCM is good leadership from those seeking to implement
it no matter what process or execution strategy is used.
There is probably no one best RCM process or execution strategy for all situations. Be wary of claims that suggest otherwise. Be
especially wary of those that claim they are the only ones that can do RCM “properly”. There are true success stories from many
different applications of RCM. Many of the differences in RCM vendors are as much about style, approach, and personality as
technical process. However, these can be important in the ultimate success of a project. In fact, which process is used is probably
the least important determining factor in a successful implementation. The main purpose in hiring outside help is to bring in their
expertise. If you need outside assistance, make sure that they have the expertise you need and that it complements your
organization. The NAVAIR RCM process and resources, as well as SAE JA1011, can be valuable tools to help you learn more about
RCM even if you ultimately settle on using different processes and/or tools.
Finally, it is the continued hope of this author that all of us do a better job advancing the state of the art in RCM rather than arguing
about whose 7 step flow chart or facilitated team structure is better. There is a lot of work yet to be done in developing better
maintenance technologies and better methods of collecting and analyzing maintenance data.

References
1. Nowlan F.S. and Heap, H.F., “Reliability-Centered Maintenance”, DoD report AD-A066579, December 1978
2. NAVAIR Manual 00-25-403, Guidelines for the Naval Aviation Reliability-Centered Maintenance Process. March 2003
3. Society of Automotive Engineers Standard JA1011, Evaluation Criteria for Reliability-Centered Maintenance Processes, August
1999
4. Society of Automotive Engineers Standard JA1012, A Guide to the Reliability-Centered Maintenance Standard, January 2002
5. Hefner, Rod and Smith, A.M., “The Application of RCM to Optimizing a Coal Pulverizer Preventive Maintenance Program”,
Proceedings of the SMRP 10 th Annual Conference, October 2002.
6. Echeverry, J.A. and Leverette, J.C., “NAVAIR Reliability Centered Maintenance Compliance with SAE JA1011”, July 2004

Acknowledgments
The authors would like to acknowledge the contributions of Craig Paylor of the NAVAIR DEPOT, Cherry Point, NC and Daryl Hoffman
of the NAVAIR DEPOT Jacksonville, FL for their contributions in reviewing and providing valuable input to the original paper.
Additional contributors to the original paper included: Steve Leep and Chris Rooksberry of Anteon Corporation and Steve Adamczyk
of the NAVAIR Depot Jacksonville, FL.
30

Maintenance Excellence
Self Assessment
SIRF and IMRt

SIRF Roundtables brings together more than 150 of Australia’s leading companies to participate in learning networks called
Roundtables. The Industrial Maintenance Roundtable (IMRt) started 1993 and now has networks in all Australian states and in
New Zealand reviewing and comparing approaches and practices.
The IMRt developed and delivered the Australian Maintenance Excellence Awards (AMEA) for the first time in 1996 for its members
to recognize and encourage organizations along the path of excellence in the maintenance of industrial plant. The IMRt wishes
to acknowledge the organizations that played a key role in the development:
• EI DuPont de Nemours & Co who provided insight and information gained through its Maintenance Excellence Recognition
Process (MERP) and who very kindly made MERP material available to IMRt to assist the development of the Australian
Maintenance Excellence Awards.
• the Australian Quality Council for its support and expert advice given freely to the IMRt during the development of The
Australian Maintenance Excellence Awards.
• the National Minerals Industry Excellence Award for Safety and Health which provided a model for the development of this
award.
The annual awards process is open to all and enquiries are welcome from those who might wish to participate in the process that
culminates in the Awards evening in November. Further information and copies of the booklets describing the awards may be
obtained from www.sirfrt.com.au. The self assessment document below is one of the documents available from SIRF Rt’s website
and has been printed with permission of SIRF Roundtables. This document is one of several that are available for companies
interested in improving plant reliability and business performance through the award process. The IMRt provides a high quality
process which acknowledges maintenance excellence, supports continuous improvement in the maintenance function, focusing
on people, practices and the business impact of maintenance excellence.
There are several documents that support the AMEA process. The self assessment booklet is intended as an introduction to
encourage personnel to look broadly across the various areas that should be considered when encouraging high plant reliability
at low cost.
The Australian Maintenance Excellence Awards considers seven categories and related criteria:
• Leadership • People • Planning and Scheduling • Maintenance Processes and Practices
• Reliability Improvement • Resource Management • Business Performance
By using these criteria, enterprises will be able to evaluate their capabilities of managing maintenance and its contribution to the
business. Through the Australian Maintenance Excellence Awards the IMRt seeks to provide a high quality process which
acknowledges maintenance excellence, supports continuous improvement in the maintenance function, focusing on people,
practices and the business impact of maintenance excellence.
Self-assessment has been recognised as a means of identifying and driving improvement opportunities by assessing current
performance against a model of excellence.
This document is part of the companion set of Australian Maintenance Excellence Awards material which includes:
• Resource Booklet
• Criteria and Applications Guidelines
• Evaluation Team Booklet
This Self-Assessment Booklet is closely linked with the Resource Booklet. They are both more detailed than the Criteria and
Applications Guidelines material. While covering the same categories and criteria the Criteria and Applications Guidelines material
includes more general and broader questions and is intended to provide an opportunity for a more adaptive approach for Award
assessment purposes. The Criteria and Applications Guidelines provide a suggested framework for a submission for the Australian
Maintenance Excellence Awards. This Self Assessment booklet may be used as ‘food for thought’ when preparing a submission.

THE SELF-ASSESSMENT PROCESS

It is recommended that to be most effective, the self-assessment process be carried out in a structured workshop, with a cross-
functional team, and facilitated by a trained assessor.
The workshop, during the self-assessment process, provides an assessment of where the enterprise is today compared to the
maintenance excellence model. It also provides quantitative data through the questionnaire and also qualitative data on the
current position of the enterprise.
A feedback report can be collated from this data which is also used as a basis for planning improvement.

30
 31

SELF-ASSESSMENT SCORING GUIDELINES

Each question within a section is weighed equally. Points are assigned as follows:
1 = No system in place 2 = System planning beginning 3 = System planning complete
4 = System implemented 5 = System implemented and mature
Results provide a general guide relative to Maintenance Excellence scoring and help identify areas for improvement opportunities.

SELF-ASSESSMENT SCORING
It should be noted that the score in and of itself is not important. What is important is that this self-assessment process provides
an opportunity to identify which best practice areas require most attention for improvement and which are strongest.
The questions may also provide guidance regarding particular strengths and opportunities for improvement. The process for
identifying opportunities can be assisted by the data summary chart at the end of this article which shows:
• the percentage of the maximum score for each category (% Category Max. Score);
• the weighted category score; and
• the relative ranking of each category score.

USE OF THE SCORING SYSTEM

Scores are used to analyse relative ranking of each category.
• Low scores indicate categories for improvement opportunities;
• High scores indicate strengths;
• Gap between scores and maximum possible scores attainable indicate opportunities for improvement in striving to achieve
excellence.

CATEGORIES & CRITERIA

1. LEADERSHIP (14% of total)
The intent of this Category is to cover the role of leadership in the development of the maintaining function within the organisation
at a corporate and enterprise level.
1 2 3 4 5

a. Planned maintenance is part of our ❐ ❐ ❐ ❐ ❐

written business philosophy, mission or aim.

b. We have written goals, objectives and measures ❐ ❐ ❐ ❐ ❐

that document continued improvement of the
maintenance function’s contribution to the business.

c. There is a leadership network that provides ❐ ❐ ❐ ❐ ❐

guidance and direction for continual functional
improvement of the maintenance function.

d. Reports measuring planned maintenance ❐ ❐ ❐ ❐ ❐

performance, i.e., key parameters VS goal
are periodically issued.

e. Company reference documents, such as ❐ ❐ ❐ ❐ ❐

“Maintenance Procedures” and “Engineering
Standards” are routinely adhered to.

Column Total
Multiply by 1 2 3 4 5
=
Category Total Addition of the above
Category, % Max. Score Catagory Total/25 x 100%
Category Total, Weighted Catagory Total x 14/25
32

2. PLANNING AND SCHEDULING (11% of total)

The intent of this category is to cover how the enterprise develops, implements, controls, measures and improves its planning and
scheduling of its maintenance work to achieve the corporate objectives.
1 2 3 4 5

a. Production, maintenance and technical strongly ❐ ❐ ❐ ❐ ❐

support the concept of planned and scheduled
maintenance and, as partners, are committed
to its success.

b. A team dedicated to the planning, scheduling ❐ ❐ ❐ ❐ ❐

and coordinating of routine maintenance
work is in place.

c. Preventive and predictive maintenance work ❐ ❐ ❐ ❐ ❐

is an integral part of this P&S effort.

d. Routinely, the right materials and resources are ❐ ❐ ❐ ❐ ❐

brought together at the right place and the right
time to work on properly prepared equipment.

e. Repairs are promptly made when indicated by ❐ ❐ ❐ ❐ ❐

trend analysis.
f. Inspection records include:
1. Inspection checklists and routes ❐ ❐ ❐ ❐ ❐
2. Inspection frequency ❐ ❐ ❐ ❐ ❐
g. Systems are in place which ensure action is ❐ ❐ ❐ ❐ ❐
taken when inspections and repairs do not
occur as scheduled.
h. Systems are in place which:
1. Describe the nature of the repair ❐ ❐ ❐ ❐ ❐
2. Provide instructions to craftsmen ❐ ❐ ❐ ❐ ❐
3. Record what repairs were completed ❐ ❐ ❐ ❐ ❐
4. Collect labor and materials charges ❐ ❐ ❐ ❐ ❐
5. Track downtime ❐ ❐ ❐ ❐ ❐
i. Records for inspections and repairs meet ❐ ❐ ❐ ❐ ❐
requirements of local codes and corporate standards
(pressure vessels, boilers, expansion joints, etc).

Column Total
Multiply by 1 2 3 4 5
=
Category Total Addition of the above
Category, % Max. Score Catagory Total/70 x 100%
Category Total, Weighted Catagory Total x 11/70
 33

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

The intent of this category is to cover how the enterprise establishes, implements, monitors, analyses and improves its preventive,
predictive and reactive maintenance systems to meet the goals of the organisation.
1 2 3 4 5

a. A formal, periodic equipment inspection system ❐ ❐ ❐ ❐ ❐

is in place that is consistent with manufacturers’
specifications and in compliance with
government regulations.

b. Predictive maintenance inspection routes ❐ ❐ ❐ ❐ ❐

have been established and inspections
are made on schedule.

c. Inspections are always carried out exactly ❐ ❐ ❐ ❐ ❐

as specified and at the specified inspection frequency.

d. Discrepancies are always corrected before ❐ ❐ ❐ ❐ ❐

the process/equipment is returned to operation.

e. A lubrication program is in place to ensure ❐ ❐ ❐ ❐ ❐

equipment is lubricated routinely and
adequately with the proper lubricant.

f. Critical equipment (based on impact on safety, ❐ ❐ ❐ ❐ ❐

production, quality, environment, cost etc) have
been identified and listed for the purpose of
applying predictive maintenance techniques.

g. Alert and danger limits for parameters ❐ ❐ ❐ ❐ ❐

have been established and published.

h. Records are formalised and trend analysis is ❐ ❐ ❐ ❐ ❐

routinely used to monitor equipment condition.
i. A system of inspections have been developed for:
1. Noise level ❐ ❐ ❐ ❐ ❐
2. Leaks or emissions ❐ ❐ ❐ ❐ ❐
3. Hot spots ❐ ❐ ❐ ❐ ❐
4. Physical condition (paint, corrosion, loose parts, ❐ ❐ ❐ ❐ ❐
missing nuts or bolts, deteriorated insulation, etc)

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

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

Column Total
Multiply by 1 2 3 4 5
=
Category Total Addition of the above

Category, % Max. Score Catagory Total/70 x 100%

Category Total, Weighted Catagory Total x 16/70

34

4. RESOURCE MANAGEMENT (11% of total)

The intent of this category is to cover the management of materials, contracts and consultants and how the enterprise establishes,
implements, monitors, analyses and improves its materials and resources under contract.
1 2 3 4 5

a. Where appropriate, integrated supply, vendor ❐ ❐ ❐ ❐ ❐

stocking, vendor consignment, vendor direct
delivery, etc are a part of the overall materials
management process.

b. Rebuilding programs for appropriate items ❐ ❐ ❐ ❐ ❐

(motors, valves, seals, etc) are operational.

c. An alternative materials procurement is in ❐ ❐ ❐ ❐ ❐

place and used where appropriate.

d. Corporate convergence efforts are supported ❐ ❐ ❐ ❐ ❐

and the EEA (Effective Equipment Acquisition)
agreements are utilised where appropriate.

e. Measurement techniques for stores performance ❐ ❐ ❐ ❐ ❐

(investment, service, utilisation, etc) are routinely used.

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

g. There is a site materials improvement ❐ ❐ ❐ ❐ ❐
cross-functional network that provides direction
and processes improvement opportunities for
maintenance requisition order materials

h. Electronic means for procurement is maximised ❐ ❐ ❐ ❐ ❐

where functional capability exists.

i. Site principles are in place that define what work ❐ ❐ ❐ ❐ ❐

is contracted and what is kept in-house.

j. A training program for contract administrators that ❐ ❐ ❐ ❐ ❐

covers all aspects of contractor monitoring is in place.

k. An audit system is in place to monitor the quality, ❐ ❐ ❐ ❐ ❐

productivity, and cost of work performed by contractors.

l. A contractor selection process is in place that ❐ ❐ ❐ ❐ ❐

considers capabilities, types of contracts, best practices,
and corporate guidelines.

m. An effective working relationship that supports ❐ ❐ ❐ ❐ ❐

continuous improvement is built with primary contractors.

Column Total
Multiply by 1 2 3 4 5
=
Category Total Addition of the above
Category, % Max. Score Catagory Total/65 x 100%
Category Total, Weighted Catagory Total x 11/65
 5. PEOPLE (18% of total)

The intent of this category is cover the extent to which the organisation provides people at all levels in the enterprise with the
appropriate skills, and engenders the commitment required to achieve the maintenance goals and objectives.
1 2 3 4 5

a A long-range strategic plan for maintenance is ❐ ❐ ❐ ❐ ❐

in place that defines what the maintenance job
will look like, what skills will be necessary and
how these skills will be acquired.

b. A job analysis that defines required skills has ❐ ❐ ❐ ❐ ❐

been conducted and is updated periodically.

c. Resource persons are available to answer questions ❐ ❐ ❐ ❐ ❐

during the training process and available to
assist in developing troubleshooting skills
with skills demonstrations.

d. A formal program to refresh the skills of trades ❐ ❐ ❐ ❐ ❐

people and to introduce new skills is in place.

e. A formal cross-training plan is in place to ❐ ❐ ❐ ❐ ❐

develop versatility in the workforce.

f. A means of measuring results, such as ❐ ❐ ❐ ❐ ❐

task-certification programs and detailed
training records to track the effectiveness
of the program are in place.

g. A means to train maintenance supervisory personnel ❐ ❐ ❐ ❐ ❐

in maintenance best practices and systems.

Column Total
Multiply by 1 2 3 4 5
=
Category Total Addition of the above
Category, % Max. Score Catagory Total/35 x 100%
Category Total, Weighted Catagory Total x 18/35

WANTED!
Your Maintenance
Articles and Papers

The Maintenance Journal wants to publish around the world your industry based case studies,
research papers and articles on leading edge developments in Maintenance,
Asset Management, ConditionMonitoring, Maintenance Analytical Techniques and Reliability.

Submit all Articles or News by

Electronic Format To:

mail@maintenancejournal.com

35
36

6. RELIABILITY IMPROVEMENT (18% of total)

The intent of this category is to cover how the enterprise establishes and maintains a focus on the needs of the business in
particular on the reliability improvement process using problem solving techniques, increasing uptime, improving yields and process
reliability and assuring quality.
1 2 3 4 5

a. Records are maintained and periodically ❐ ❐ ❐ ❐ ❐

audited to ensure preventive maintenance is
performed on each piece of equipment as intended.
b. A long-range program is in place that
enhances equipment reliability through:
1. Initial design to enhance maintainability through to ❐ ❐ ❐ ❐ ❐
life cycle cost analyses.
2. Proper operation of equipment during its ❐ ❐ ❐ ❐ ❐
normal life span.
c. A formal system exists to attack equipment problems
that includes:
1. Identification and qualification of the problem and ❐ ❐ ❐ ❐ ❐
definition of the underlying root cause.
2. Long-term corrective action. ❐ ❐ ❐ ❐ ❐
3. Effective tracking of corrective action to ensure success. ❐ ❐ ❐ ❐ ❐
d. Measures that emphasise uptime are identified, collected, ❐ ❐ ❐ ❐ ❐
tracked and reported throughout the organisation.

e. Equipment performance and maintenance history are ❐ ❐ ❐ ❐ ❐

stored and used to trend reliability, repair frequencies,
failure modes, mean time to failure, etc.

Column Total
Multiply by 1 2 3 4 5
=
Category Total Addition of the above

Category, % Max. Score Catagory Total/40 x 100%

Category Total, Weighted Catagory Total x 18/40

7. BUSINESS PERFORMANCE (12% of total)

The intent of this category is to cover the extent to which the operation demonstrates sustained improvement to the key objectives
and performance indicators and how this contributes to the overall performance of the organisation.
1 2 3 4 5

a. Goals have been set and performance is measured ❐ ❐ ❐ ❐ ❐

and reported throughout the organisation; corrective
action aimed at continued improvement.

b. Performance reports exist that show progress ❐ ❐ ❐ ❐ ❐

toward a long-range strategic plan for maintenance.

c. Where maintenance of a facility impacts quality, it is ❐ ❐ ❐ ❐ ❐

identified, measured and reported: e.g., out of tolerance
or variable tolerance product associated with machine
breakdown or out of tolerance equipment.

d. Where maintenance of a facility impacts the amount of ❐ ❐ ❐ ❐ ❐

product produced, it is identified, measured and reported,
i.e., rate reduction or scrap associated with machine
breakdown or out of tolerance equipment.
 37

j. Where maintenance of a facility impacts bottom line cost, ❐ ❐ ❐ ❐ ❐

it is identified, measured and reported, i.e., cost reductions
through improved maintenance procedures/programs.

Column Total
Multiply by 1 2 3 4 5
=
Category Total Addition of the above
Category, % Max. Score Catagory Total/25 x 100%
Category Total, Weighted Catagory Total x 12/25

SCORE TABLE
Category Category Category, Weighted Relative
Total %Max. Score Score Ranking
Leadership
Planning and Scheduling
Maintenance Processes and Practices
Resource Management
People
Reliability Improvement
Business Performance

03 9697 1100

37
2006 SURVEY OF SUPPLIERS
OF CONDITION MONITORING
EQUIPMENT & SERVICES
Compiled by Ian Bradshaw. The data given in this 2006 Condition Monitoring Survey is extracted, as received, from the respondents.
EIT does not therefore accept any liability for actions taken as a result of information given in this Survey.

Battery Maintenance: Extend Life/Rejuvenate.

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function, real time USB computer interface (for real time image analysis and
Decision Support: facilitate reliability efforts, root cause failure analysis, cost
acquisition). It is equally useful for simple condition monitoring inspections
calculation/tracking.
and serious product development.
Maintenance Management: resources, inspection/maintenance routines;
Thermography courses. DISTANCE LEARNING professional thermography
interface condition monitoring, finance, production.
course created by one of the oldest professional educators. Learn thermography
in your office! CM SERVICES
An Independent Engineering Consultancy - contractual/one-off plant surveys;
project engineering, advise in system/component selection/implementation.
Mechanical - Machine Condition Monitoring; Vibration Analysis; Modeling;
Apt Group (of Companies) Alignment; Balancing; NDT; Oil Analysis.
Electrical - Thermal Imaging; Motor Management/Diagnostics; Switchboard
Address: (HO) Level 1, Suite 22, 450 Elizabeth St, Surry Hills, Inspections; Power Factor Correction/Condition Analysis; includes corrective
NSW 2010. Australia recommendations.
Contact: Geoff Soper
Support - Plant Surveys; Database Establishment/Management; Data Analysis,
Phone: +61 2 9318 0656
Training/Seminar Programs.
Fax : +61 2 9318 0776
Email: info@aptgroup.com.au On-site and remote data analysis/management services are available ‘around the
Web: www.aptgroup.com.au clock’.
Countries Supported by this company: The Apt Group of companies, promote Precision Engineering / Maintenance
Australia, New Zealand, South Pacific, Asia. practices. Both in-house personnel and world-renowned advisors are available
CM PRODUCTS to undertake site audits, review in-house processes and assist with change as
needed.
Portable/On-line Products: advanced techniques, 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. Aquip Systems Pty Ltd
Equipment:
Address: 4/5 Brodie Hall Drive, Bentley WA 6102 Australia
Machine/Bearing Monitoring: predictive trending tools, Data Loggers, FFT
Contact: Jodie Lloyd
Analysers, Fixed Monitors & WEB based Surveillance - Vibration, Eccentricity,
Phone: 08 9472 0122
Acoustics, Ultrasonic, Temperature.
Fax : 08 9472 5122
Alignment/Laser Measurement: Shafts; Pulleys; Machines. Email: jodie@aquip.com.au
Dynamic Balancing: Rotors/Fans. Web: www.aquip.com.au

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Survey of Suppliers of Condition Monitoring Equipment & Services

CM PRODUCTS Included in our wide product range are:

PRÜFTECHNIK have a condition monitoring online or offline product solution The Top End ThermaCAM P65 the Professional Thermographer’s Choice
for you: ThermaCAM P45
- VIBSCANNER - hand-held tool capable of collecting vibration data, ThermaCAM E 300 (320 x 240) lightweight IR imager
temperature, speed and process parameters. Add-on modules available for Full
Spectrum, Time Waveform, Balancing & Laser Alignment. ThermaCAM E45 (160 x 120) IR imager

- VIBXPERT - a high performance, full-feature 1 or 2 channel FFT data collector The new and very affordable InfraCam (550g)
and signal analyzer for the monitoring & diagnosis of machine conditions. On site and in-house IR training programs
- VIBNODE, VIBROWEB XP, VIBROWEB - intelligent machine monitoring Contact for AINDT Accredited Level 1 & 2 Courses in IR Thermography run
systems that can perform measurements, evaluation, archiving & alarm warning. by the University of Melbourne
Very-fast-multiplexer systems available up to 32 channels with an internal CM SERVICES
webserver & email server, these systems provide convenient remote access from
Calibrations check facility for AGEMA, Inframetrics, Indigo & FLIR Systems
any PC.
CM IR imagers.
CM SERVICES
FLIR Systems Level 1 Certified Service Centre for repairs of the above IR imagers.
Aquip Systems provides expert ongoing CM services as well as adhoc machine
diagnosis. We provide CM 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. Balmac, Inc.
Address: 8205 Estates Parkway Suite-N, Plain City, Ohio 43064-8080 USA
Contact: Mark Slebodnik
Phone: 614-873-8222
Fax : 614-873-2519
Australasian Infrared Systems P/L
Email: sales@balmacinc.com
Address: 10 Business Park Drive, Nottinghill, Vic 3168 Australia Web: www.balmacinc.com
Contact: Roger Christiansz Countries Supported by this company:
Phone: 03 9550 2800 USA, Americas, Europe, Asia
Fax : 03 9558 9853 CM PRODUCTS
Email: info@austinfrared.com.au
Our Website highlights our complete line of vibration and balancing products.
Web: www.austinfrared.com.au
Balancing Equipment designed for fast, precision balancing of fans, motors, and
Countries Supported by this company:
pumps. Vibration Analyzers and Meters used for preventive maintenance of
Australia & PNG rotating machinery. Portable Balancers for field and trim balancing of complete
CM PRODUCTS machine assemblies. Monitors for continuous monitoring of vibration conditions
Australasian Infrared Systems are the exclusive agents for FLIR Systems and on blowers, fans, motors, and turbines. Economical monitoring of bearings and
are the leading supplier of thermal imagers to the Australian CM Market. rotating machinery with Vibration Switches and Vibration Transmitters.

Maintenance Management System

With MainPlan you can slash downtime, optimize
inventory and improve productivity.
Features include:
• Windows 98/NT/2000/XP Compliant
• Easy to install and use
• Powerful graphical report writer
• LAN and WAN compatible
• Citrix Metaframe certified
• Training and Support throughout Australia
From only $1,100 inc. GST Written in Australia by Dbase Developments

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

Name: ____________________________________ Company:____________________________

Address: ________________________________________________________________________
Phone: _________________ Fax:__________________ Email:__________________________

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CM PRODUCTS
Byron Martin Bently Nevada is the world's leading supplier of products and services for
delivering information on the mechanical and thermodynamic health of industrial
Address: 20 Jury Avenue, Rostrevor SA 5073 Australia machinery and other assets. We have the largest installed base of machinery
Contact: Byron Martin protection and continuous condition monitoring systems in the world, and our
Phone: (08) 8336 3773, 0402 308 947 solutions are an essential part of an effective plant asset management strategy.
Fax : (08) 8303 4367 CM SERVICES
Email: byron.martin@optusnet.com.au Bently Nevada’s service solutions can help improve
Countries Supported by this company:
any plant’s asset management program by addressing the
Australia and Asia
following important areas:
CM SERVICES
• Opportunity/Risk Assessment Services (ORA)
We provide an extensive range of Asset Management/Maintenance services:- • Program Management Services
• Vibration analysis, surveys and auditing • Pre/Post-Outage Assessment Services
• In-situ balancing • Machinery Diagnostic Services
• Industrial noise and vibration control and surveys • Thermodynamic Performance Services
• Modal analysis • Machinery Balancing And Alignment Services
Installing/Packaging; Maintenance; Training.

CCI Pope Pty Ltd

Address: Head Office, 29 Rosegum Close, Warabrook NSW Australia
Industrial & Technical Services Pty Ltd (ITS)
Contact: Graham Webb
Address: 14 Garfield Street / PO Box 887, Gladstone QLD 4680 Australia
Phone: 02 4967 2788
Contact: Philip Lovering
Fax : 02 4960 1030
Phone: 07 4972 7858
Email: ccipope@ccipope.com.au, graham.webb@ccipope.com.au
Fax : 07 4972 7868
Web: www.ccipope.com.au
Email: info@its-aus.com
Countries Supported by this company:
Web: www.its-aus.com
Australia. Overseas work is done as required and has been completed in USA, Countries Supported by this company:
UK, Asia, India and Europe to date.
Australia, Indonesia, Papua New Guinea.
CM PRODUCTS
CM PRODUCTS
ITS has developed a comprehensive on-line machine condition monitoring
CCI Pope Pty Ltd offers an integrated asset management service building on system, the 2RVL System. Using standard, off-the-shelf and proven components
our well established record as a provider of technical services to industry. We combined with excellent data management software the 2RVL system delivers
provide a comprehensive, integrated suite of condition monitoring techniques optimal machine condition monitoring technology with flexible alert delivery
such as vibration analysis, thermography, oil analysis, strategic NDT, ultrasonic options including automatic e-mail and SMS messaging. In addition, ITS can
testing along with a recognised failure investigation service directed at removing manage the system remotely over a web link, allowing our expert analysis and
the causes of equipment failure. technical assistance services to be brought to bear in support of 2RVL
We use the best equipment available in carrying out all services and have all installations. Systems may be wholly owned or rented for fixed terms from ITS.
consultants trained to at least Level 2 in Vibration Analysis and Level 1 in CM SERVICES
Thermography for those carrying out Thermal Imaging work. All NDT ITS is a world-class provider of integrated machine and component condition
Consultants hold externally recognized qualifications and CCI Pope have also monitoring services. Services include tri-axial vibration monitoring, lubricant
developed automated NDT equipment and methods to suit specialized analyses, the full range of NDT services, machine alignment, field balancing
applications. and thermography. We value-add to our services providing quality testing
programs, technical assistance and plant audits.
CM SERVICES
Contract and one-off CM Services, Strategic Non-destructive Testing, Failure
Investigation, Oil Analysis and WDA, Maintenance Strategy Development,
On-site Balancing, Leak Detection, Boroscope Inspection, Metallurgical Infratherm Pty Ltd
Testing, Statutory Compliance Review, RCM II & RCFA Services. CCI Pope
Address: 462 Terrace Road, Freeman Reach, NSW 2756 Australia
Pty Ltd services are designed to given a high level of support to maintenance
Contact: Mike Ratne
departments to enable them to make the best decisions about the reliable use
Phone: 02 43 222 100
of all assets under their care. We employ experienced maintenance professionals
Fax : 02 43 237439
and technicians to provide these services and are available 24 hours a day 7 days
Email: emrat@tac.com.au
a week.
Web: www.Infratherm.com.au
Countries Supported by this company:
Australia, New Zealand, Hong Kong, Taiwan, Singapore, Malaysia, and
GE Energy Optimization & Control - Bently Philippines
CM PRODUCTS
Nevada Australia Pty Ltd
Infratherm offer a wide range of thermal imaging cameras from the world’s
Address: Level 5 / 490 Victoria Road, Gladesville NSW 2111 Australia leading suppliers including, software, certification and training for Condition
Contact: John Zagame Monitoring and Preventative Maintenance applications. Full service and
Phone: + 61 2 98446963 calibration services are available, including loan cameras during service or
Fax : +61 2 9817 5932 calibration.
Email: john.zagame@ge.com Major suppliers are NEC, Electrophysics, L-3 Communications (Raytheon),
Web: www.gepower.com Axsys, Santa Barbara Infrared, C-I Systems, RVision and others.
Countries Supported by this company: Call our offices today to discuss your CM or PM needs.
Australia and New Zealand CM SERVICES

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Survey of Suppliers of Condition Monitoring Equipment & Services

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

only the products and software to end-users or contractors providing such ISS Machine Health
services. The reason for this is that Infratherm do not want to become a
competitor to its customers. Address: Pin Gin Hill Laboratory, 496 Palmerston Highway, Innisfail, QLD 4860
Contact: Alan Yarrow
Infratherm do however provide certified training and applications support to the
Off. Phone: (07) 4067 6384
PM and CM marketplace.
Off Fax: (07) 4067 6230
Lab Phone: (07) 4061 8855
Mobile: 0407 961 055
Email: admin@machinehealth.com
International Source Index, Inc. Web: machinehealth.com
Countries Supported by this company:
Address: PO Box 634, Williamsville, NY 14231-0634 USA
Australia. United Kingdom. Sweden. Brunei. Vietnam.
Contact: Sue Martini
CM PRODUCTS
Phone: 518-356-0189
Fax : 716-636-8292 Self-Sealing Magnetic Chip Collectors. Routinely collecting, quantifying and
identifying ferrous wear debris from machine oil systems is one of the most cost
Email: info@sourceindex.com
effective condition monitoring tools available. It is also highly complimentary
Web: www.sourceindex.com
to Vibration Analysis. The self-sealing nature of these magnets means that no
Countries Supported by this company: oil is lost during sampling (machines can be sampled ‘live’) and with a simple
Worldwide adapter they also provide an excellent oil sampling port.
CM PRODUCTS 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
The Bearing Expert Toolkit for bearing/seal interchange and vibration data for
sample cards. Using these cards ensures 100% debris collection and provides
manufacturers worldwide. Used by engineers, vibration analysts, storerooms,
for the analysis, microscopic examination and storage of the wear debris samples.
maintenance and purchasing. Reduces, inventory costs by identifying duplication,
Remote Network Vibration Monitoring System. ISS Machine Health offers
downtime and manhours associated with searching for parts, data, and
Customers the option of being set up with an on-site NVMS with the ability of
distributors. Immediate access to cross reference reports, vibration reports,
remote dial-in from ISS Head Office.
harmonics, variable contact angle, diagrams, and prefix and suffix reports. Used
by most Fortune 500 customers to small motor shops. Supports multiple
CM SERVICES
languages. Integrated to Bently Nevada System 1 and Commtest Instruments
ASCENT. Available on CD-ROM, Annual Internet Subscriptions and Corporate ISS Machine Health offers a fully integrated and cost effective CM service :
ExpertLink Portal. Free trial at www.sourceindex.com or email Vibration. PDCS, ISS (including TSA and Variable Speed), and ODS.
info@sourceindex.com Wear Debris. Oil, Grease, MCC, and Filter Debris Analysis.

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Survey Of Suppliers Of Condition Monitoring Equipment & Services

Visual and NDT. Thermography, DPI, MPI, and UT (by partner company). > ‘Soft Bearing’ Motion measuring machines.
Additional. Laser Alignment, In-field Balancing, Reliability Engineering, > Transportable Balancing Machines up to 200 tonne.
Maintenance Supervision, Composite Material Degradation, and Structural > Portable Dynamic Balancing instruments.
Fatigue Testing.
Failure Analysis. Macro/Micro FA and Report. CM SERVICES
Management. Plant/Machinery/CM Program Audit, and CM SoW for Tender.
> Instrument and machine repair and calibration to NML Standards.
Plant Condition Index (PCI) assessment.
> SPM Software installation and commissioning.
Training. Full suite of CM Training courses (including CBA).
> Monitor Start-up commissioning.
> On-site machine trouble-shooting bearing & vibration problems.
> Vibration/ Balancing/Alignment Training Courses In-House or Public Forum.
LUDECA INC > Precision Dynamic Balancing of rotors up to 3.0Kg
Address: 1425 NW 88TH AVENUE, DORAL, FL 33172, USA
Contact: Nils Heilemann
Phone: 305-591-8935
Fax : 305-591-1537
Maintenance Systems Consolidated Pty Ltd
Email: info@ludeca.com
Address: 27 Research Drive, PO Box 1166, Croydon, VIC 3136 Australia
Web: www.ludeca.com
Contact: Bret Jones (Sales) / Darren Jackson (Consultancy Services) /
Countries Supported by this company:
Matthew Bourne/Paul Robbins (Engineering Services) Adrian Smith
United States, Caribbean and Venezuela (Training)/Matthew Waite (Support)
CM PRODUCTS Phone: (03) 9761 5088
VIBRATION, BALANCING AND CONDITION MONITORING Fax: (03) 9761 5090
Condition monitoring solutions from portable data collectors, analyzers and Email: info@maintsys.com.au
balancers to intelligent online systems. Software, training and consultation sales@maintsys.com.au
services. Web: www.maintsys.com.au
Countries Supported:
Australia, New Zealand, PNG, Indonesia, Malaysia, Thailand
CM PRODUCTS
Machinery Vibration Specialists Aust P/L MONITORING - VIBRATION PRODUCTS
CSI Portable Vibration Analysis
Address: Lv3, 7-9 Merriwa Street, Gordon NSW 2072 Australia
Contact: John Manson • 2120A1/A2 Analysers
Phone: +61-2-9880-2422 • 2130 Advanced Analyser
Fax : +61-2-9880-2466 • Safety rated analysers
Email: mvsaust@ozemail.com.au CSI Online Vibration Analysis
Web: www.spminstrument.com
• 4500 online machinery analysis system, compatible with MHM software.
Countries Supported by this company: Interfaces with plant PLC/DCS, SCADA systems.
Australia, New Zealand, Papua New Guinea CSI MHM Software
CM PRODUCTS • MHM - Machinery Health Management software. Extremely powerful
MVS Aust P/L is a specialist company supplying products, support services diagnostic and vibration analysis software.
and technical training for the maintenance and repair of rotating machinery. VMI Vibration Meter
SPM Instrument AB - Sweden Originator of the ‘True Shock Pulse Method’ • Handheld Viber A and X-Viber vibration meters
BearingChecker Pocket Bearing Monitoring made Easy METRIX Vibration Protection Equipment
• Vibration Protection Meters, Monitors, Switches, Transmitters, Proximity
> True Shock Pulse with evaluated bearing condition.
Probes, Drivers
> Lightweight, rugged, low cost, simple to use.
CTC Vibration Analysis Hardware
> Also measures IR temperature and can be used as a Stethoscope. • Wide range of accelerometers, sensors, transmitters, cables boxes and
Leonova infinity 2-Channel Bearing/ Vibration Analyser with other vibration hardware
Balancing, Laser Alignment, Bump Tests, Orbit & Lubrication Analysis MONITORING - OIL & INFRARED PRODUCTS
> Hand held 2 Channel Data Collector - Colour Touch Screen <600gms. CSI Oil Analysis
> Shock Pulse Bearing, Lubrication, Vibration Spectrum Analyser. • Complete range of industrial oil analysis hardware and software
> Evaluated results RED, YELLOW & GREEN while at the machine. UVLM Grease Analysis
• UVLM grease monitoring meter
> New LazerLine™ shaft alignment accessories and live program.
Thermoteknix Infrared Thermographic Cameras
> Unique Purchase Plan PAY ON USE reduces capital outlay.
• Real time thermal/visual VISIR camera with powerful Thermonitor
On-Line Protection Protection & Monitoring of Machine Parameters reporting software
> Single and multi channel monitors with relays, Modbus and 4-20mA outputs. Irisys Thermal Imager
> Continuous On-Line multi channel Analysing/Diagnostic Monitoring Systems. • Low cost IRI 1011 & high resolution IRI 4010 Thermal Imagers
Support Instruments Associated Maintenance Tools MEASUREMENT & TESTING PRODUCTS
> Leak Detector, Electronic Stethoscope, Tachometer, Vibration Meter, SS CSI Laser Alignment & Balancing
Shims. • 8130 Advanced & Basic Laser Alignment & balancing systems
CEMB SpA - Italy Maintenance & Process Dynamic Balancing Machines IGS Alignment Shims
> True ‘Hard Bearing’ force measuring Balancing Machines. • Pre-cut Stainless Steel Shims
> Horizontal & Vertical for Maintenance & Production. CSI & EFI Ultrasonics
> Capacity Range 10Kg to 20,000Kg. • Ultrasonic kits for determining airborne leaks & mechanical faults
IRD Balancing LLC - USA Maintenance Dynamic Balancing Machines. Cygnus & Checkline Ultrasonic Thickness Gauges

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 Survey 2006
Survey Of Suppliers Of Condition Monitoring Equipment & Services

• Complete range of non-destructive thickness gauges for many applications • Vibration analysis, surveys and auditing
Compact Laser Tachometers • Modal analysis
• Wide range of laser tachometers for measuring machine speed • Material testing
Checkline Strobescopes and Temperature Guns • Expert advice on material strength and suitability for applications
• Check machine speed and inspect the temperature of most equipment. • Investigation of process and material failures
• Industrial noise and vibration control and surveys
- Contact Bret Jones for full details on any of the above MSc Technologies
• In-situ balancing
CM SERVICES
ENGINEERING SERVICES
Advanced Vibration Services
Advanced problem analysis, root cause analysis, system design & commissioning, Mobius iLearn
performance monitoring, system integration, alarm setting, system audits, custom Address: Mobius, 280 Myers Road, Merricks North, Victoria, 3926, Australia
reporting, remote analysis Contact: Jason Tranter
Phone: (03) 5989 7285 Fax : (03) 5989 7393
Remote Analysis Services Email: jason@ilearninteractive.com
Customer consultation, determine machine criticality, system design and Web: http://www.ilearninteractive.com
installation, on-site training, remote data analysis, quarterly reviews Countries Supported by this company:
- Contact Matthew Bourne/Paul Robbins for full details on any of the above Every country in the world
MSc Engineering Services CM PRODUCTS
CONSULTANCY SERVICES Computer based vibration and alignment training systems:
Vibration Analysis iLearnVibration provides interactive vibration training. Learn at your own pace,
Comprehensive Vibration Surveys for collection of time waveform / spectral and then use the system as a reference. Gain experience with our case studies:
data. ‘live’ data from real machines with real problems.
Oil Analysis Interpreter will help you to diagnose faults - it ‘looks’ at your spectrum, highlights
the patterns, and suggests fault conditions.
Oil chemistry, ferrous wear, contamination (incl. water and Non Fe), lube
condition, particle count to ISO, viscosity. iLearnAlignment provides shaft alignment training. All of our training products
are fully narrated, and utilize 3D animations and simulations to make concepts
Laser Alignment
and procedures easy to understand and remember.
Shaft alignment, providing detailed report plus after hours service as well.
Training can be the difference between success and failure.
Precision Balancing CM SERVICES
Experienced / trained staff to precisely balance your machines. Mobius Institute delivers vibration training courses in 15 countries around the
Infrared Thermography world. The courses and certification exams follow the ISO 18436-2 standard:
Includes full colour single page fault reports with IR & Visual images Category I, II and III (basic, intermediate and advanced). The courses utilize
interactive simulators, animations and modern presentations that make the
Motor Diagnostics
course more effective and enjoyable.
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 PdMA Corporation
mechanical problems.
Address: 5909-C Hampton Oaks Parkway, Tampa, FL 33610, USA
Vibration Diagnostics
Contact: PdMA Corporation
For route cause fault investigations requiring the use of multi-channel FFT Phone: 813-621-6463 Fax : 813-620-0206
analysers, detecting transient events. Email: pdma@pdma.com/
- Contact Darren Jackson for full details on any of the above MSc Consultancy Web: www.pdma.com/
Services CM PRODUCTS
TRAINING Predictive Maintenance Specialists. With its MCE, Emax and MCEmax motor
• MSC provides a wide range of Condition Monitoring & Vibration Training testers, PdMA has revolutionized the way the industry tests, trends and predicts
Courses at MSc’s Training Centre in Melbourne and at various cities motor health. PdMA provides the equipment, interactive remote training and
around Australia. free expert technical support. Through non-destructive tests and highly advanced
• MSC also provide tailored, on-site training for specific applications and software integration and interpretation, PdMA’s motor tools take you to a new,
technologies. more sophisticated level of motor testing and maintenance.
- Contact Adrian Smith for details on our various Training Programs. CM SERVICES
PdMA’s full service lubricant analysis laboratory offers a wide range of tests on
oil, grease, coolants, fuel, and transformer oil. We are ISO:9001 Certified and
operate under 10CFR50 Appendix-B QA Program.
MechTest
Address: School of Mechanical Engineering, University of Adelaide,
SA 5005 Australia Reads Systems Pty Ltd
Contact: Byron Martin
Phone: (08) 8303 3153, 0402 308 947 Address: 24 The Pines Outlook, Doncaster East, VIC, 3109, Australia
Fax: (08) 8303 4367 Contact: Clyde Volpe
Email: mechtest@adelaide.edu.au Phone: 03 9641 6600 Fax : 03 9841 6600
Web: http://www.mecheng.adelaide.edu.au/mechtest/ Email: clyde@readsystems.com.au
Countries Supported by this company: Web: www.readsystems.com.au
Australia and Asia Countries Supported by this company:
CM SERVICES Australia, Indonesia
Mechtest provides an extensive range of Asset Management/Maintenance CM SERVICES
services:- Reads Systems is the supplier of SDT Ultrasonic measurement equipment, for

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use with air borne leaks, vibration and lubrication faults, electrical corona
detection, steam trap applications and others. Also supplied are: low cost SIRF Roundtables Pty Ltd
accelerometers, junction boxes, vibration training and training material
Address: GPO Box 407, Melbourne Vic 3001 Australia
Contact: Bill Holmes
Phone: +613 9697 1100
Rockwell Automation Australia Ltd Fax : +613 9697 1101
Email: bill.holmes@sirfrt.com.au
Address: 37 Chapman St, Blackburn, Victoria 3130 Australia Web: www.sirfrt.com.au
Contact: Mark Liebler Countries Supported by this company:
Phone: 0417 281 011
Australia, New Zealand
Email: mliebler@ra.rockwell.com
CM SERVICES
Web: http://www.rockwellautomation.com.au
Countries Supported by this company: SIRF Roundtables facilitates regional shared learning networks across Australia
and New Zealand promoting operational excellence in industry. Networks include
Global
the Industrial Maintenance Roundtable (IMRt) and the Manufacturing
CM PRODUCTS Excellence Roundtable (MERt). Services related to condition monitoring include:
Rockwell Automation’s Condition Monitoring Solutions provides premier • Organising networking events for IMRt & MERt members on Condition
integrated condition monitoring solutions to all major industry segments, offering Monitoring
the latest in state of the art technology in vibration analysis, oil analysis, on-line • Organising National Forums eg. Condition Monitoring National Forum
surveillance and protection systems, remote monitoring as well as outstanding August 9th -11th 2006
training and customer support services. • Training on Management and Operation of Condition Monitoring and
Portable Systems Inspection systems for non-specialists
• Training on Basic Condition Monitoring for non-specialists
From the cost effective ViSTeC to the 2 channel high performance Enpac 2500,
Entek has a data collector to meet most applications and needs. • Auditing of Condition Monitoring and Inspection systems

Online Systems
Surveillance Applications demand cost effective solutions for periodic monitoring
of a wide variety of machinery. Entek Enwatch is the answer in this application,
periodically collecting data from up to 16 Analog vibration inputs which it
transmits via Ethernet to Rockwell Software’s Emonitor family of condition
monitoring software.
Where a single channel measurement is required, the Entek Sentinel is a basic,
low cost but extremely rugged vibration protection monitor, designed for harsh,
demanding environments. The Sentinel provides a range of outputs, 4-20mA,
relays and buffered.
When both machine protection and comprehensive condition monitoring is
required, then the award winning XM series of condition monitoring modules
has no parallel. The XM range of intelligent DIN rail mounted measurement,
relay and gateway modules utilise a common industrial network to provide
networking capability. XM modules can be deployed stand alone or integrated
with existing plant information and control systems to provide condition and
diagnostic information to key operations, reliability and management personnel
throughout an organisation. The XM modules range from the high end 2 channel
FFT analysers to the 6 channel overall monitoring modules. There are specific
modules for vibration, temperature, process, high speed turbines and modules
specifically to allow group triggering with relays.
Software
Rockwell Software’s scalable Emonitor family of products can help protect your
plant’s vital production assets. Emonitor software acquires and monitors the
condition of production assets enabling operations and maintenance to make
timely and accurate decisions. The latest version now incorporates the calculated
parameter which allows users to post process data within the software. The
RSMACC Enterprise Online System enables users to configure and view real
time data from the XM range of modules online.
CM SERVICES
Rockwell Automation’s now provides an extensive range of services within the
Condition Monitoring field. Services include onsite software installation by our
experienced software engineers, commissioning and project engineering services
from qualified project managers, vibration analysis and reporting by trained
personnel and complete management of a company’s condition monitoring
program if required. The Reliability Programs range from an initial assessment
to identify your needs through to an in-depth study of your facility assets via a
Reliability Program Audit and culminating in a Results Assurance Program.
Based upon the identified needs, we are able to implement any of the
professional services available (Contract, Consulting, Engineered Solutions,
Reliability Online, Program Management, Training etc).
Rockwell Automation’s condition monitoring training now includes Cat I & II
vibration training courses. The training contents and certification exams follow
the ISO 18436.2 standard, and the ASNT Recommended Practice SNT-TC-
1A. Training is provided via an experienced vibration analyst with over fifteen
years experience in training.
SKF AUSTRALIA PTY LTD
Address: 17-21 STAMFORD ROAD, OAKLEIGH, VIC 3166 Australia
Contact: SENTHIL VEL
Title: National Sales Manager - SKF Reliability Systems
Phone: (3) 92690773
Fax: (3) 92690886
Email: R.S.Senthil.Vel@SKF.COM
Web: www.skfcm.com
Countries Supported by this 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.
These products can be grouped into five different categories:
Product Group 1: Basic Condition Monitoring
SKF 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.
Product Group 2: Portable data-collectors/Analyzers for Condition Monitoring
SKF’s Portable Vibration Analysis Systems Product Line is top-of-the-line,
instrumentation for the hands-on vibration professionals worldwide.
SKF offers a wide variety of portable data collectors/analyzers including 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.
Product Group 3: Online Surveillance condition monitoring systems
SKF’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.
Product Group 4: On-Line Machinery Protection Systems
SKF 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.
CM SERVICES
SKF RELIABILITY SYSTEMS
SKF offers Asset Efficiency optimization (AEO), a management process designed
to achieve maximum efficiency and effectiveness from work management

46
 Survey 2006
Survey Of Suppliers Of Condition Monitoring Equipment & Services

activities focused on business goals. AEO process encompasses three key

elements; Vitech Reliability Systems
1. Maintenance Strategy. Address: U2 / 14 Shields Crescent, Booragoon, WA 6154 Australia
SKF can assist in developing maintenance strategies using the following Contact: Kelvin Wright
commonly applied techniques: Phone: 1300 884 007 Fax : 1300 886 007
1. RCM: Reliability Centered Maintenance: Email: info@reliabilitysystems.com
2. SRCM Streamlined Reliability Centered Maintenance: Web: www.reliabilitysystems.com
3. RBM: Risk Based Maintenance Countries Supported by this company:

2. Work identification. Australia, New Zealand & Indonesia

SKF uses the following technologies to identify the work to be performed: CM PRODUCTS
1. Operator Driven Reliability (ODR): Vitech Reliability Systems is proud to be the authorize distributors for:
2. SKF Predictive maintenance (PdM) Wilcoxon Research
3. SKF Proactive Reliability Maintenance (PRM) • Industrial accelerometers
4. The @ptitude Industrial Decision Support system • Cables, connectors and termination boxes
3. Work Execution. • Signal conditioners
SKF can assist by providing mechanical installation skills where customers do • Shakers and amplifiers
not have either the tools or detailed knowledge in these tasks. iLearn Interactive / Mobius Institute
1. Application knowledge: SKF has extensive application knowledge through • Self paced interactive vibration analysis training systems
sales offices around Australia, as well as the industrial specialists to draw on to • Extensive resources and reference material to assist with analysis
solve customer problems. • Self paced interactive shaft alignment training systems
2. Reliability Training: SKF engineers are on hand to provide specialist knowledge • Distance learning training solutions for VA in accordance with ISO
and training for our customers. We have offices both globally and locally, as one standards
of largest global suppliers of condition monitoring/reliability systems. • Certified accreditation examinations for Category I, II & III Vibration
Analysis
Commtest
• Vb series portable vibration data collectors and analysers
Tensor Systems Pty Ltd • Vb online plant surveillance systems
Address: 10 Pigeon Bank Lane Warrandyte 3113 Australia • ASCENT vibration analysis, reporting and data management software
Contact: John Morey • Comprehensive 5-Year warranty policy on portable hardware and software,
Phone: 03 9844 3832 3-Years for the Vb online
Email: tensor@alphalink.com.au tensorsystems@bigpond.com.au
Shinkawa
Web: www.alphalink.com.au/~tensor
• API670 approved proximity probe based turbine protection systems
Countries Supported by this company:
• Vibration monitoring systems and signal conditioners
World via internet
Endevco
CM PRODUCTS
• Test and measurement accelerometers for aerospace, bio medical, crash
Turbopac-machinery condition monitoring system, customer support, long term testing, modal analysis and extreme vibration applications
hire. Designed in Oz to uniquely detect and trend bearing and gear faults • Precision pressure transducers
independently, based on accurate synchronous and non-synchronous vibration • Signal conditioners and data acquisitions systems
in the band. Wide band acceleration is digitally integrated and demodulated at
DLI Engineering
each meas point Vs tachometer signals for speed and phase.
• DCX & DCA-50 Triaxial based data collectors and vibration analysers
Local 24 bit adc’s at each machine or group digitize the signals and send them
• ALERT automated vibration analysis, reporting and data management
to the site Pc via RS485, also carrying the system 48V power. Seamless IT software
internet connectivity with auto data backup, allows Tensor to remotely monitor • SPRITE online plant surveillance systems
systems in conference mode.
• Web Connect data distribution through the internet
CM SERVICES
Beran Instruments
Tensor Systems, established in 1978, is a system developer and problem
• 766 series multi-channel online monitoring systems and diagnostic
investigation company, with a base in regular condition monitoring, in mining, systems for turbo machinery
petrochemical and manufacturing industries. Experienced engineers only are • 767 series portable multi-channel (32-ch) analysers for turbo machinery
employed assuring excellence in diagnosis and reporting. Accelerometer,
• Transcal portable and laboratory transducer calibration systems
proximity probe & strain gauge measurements are handled regularly.
Fixturlaser
• Shaft, Geometric , Roll and Turbine alignment systems
• Pulley alignment
Vibration Institute of Australia • OL2R (Off Line 2 Running) dynamic movement measurement
Address: 24 The Pines Outlook, Doncaster East, Victoria, 3109, Australia • Hydro turbine alignment
Contact: Clyde Volpe Artesis
Phone: (03) 9841 6600 Fax : (03) 9841 6611 • Motor condition monitoring; Online protection and monitoring for
Email: clyde@viaustralia.com.au incoming power supply and developing mechanical problems.
Web: www.viaustralia.com.au
PdMA Corporation
Countries Supported by this company:
• Emax - Online AC & DC motor and generator testing and condition
Australia, New Zealand, Singapore, Indonesia, Malaysia monitoring solutions.
CM SERVICES • MCE - Offline AC & DC motor and generator testing and condition
The Vibration Institute of Australia (VIA) is licensed to deliver the internationally monitoring solutions.
renowned Mobius Institute vibration training courses. The courses and • MCEmax - Combined AC & DC motor and generator testing and
certification exams follow the ISO 18436-2 standard: Category I, II and III condition monitoring solutions.
(basic, intermediate and advanced). The courses utilize interactive simulators, CM SERVICES
animations and modern presentations that make the course more effective and Vitech Reliability Systems provides product and application training, analysis
enjoyable. support and database management.

47
48

A Happy Ending
Successful CMMS implementation at
Huntsman Chemicals
Ganesh Natarajan
Asset/Reliability Manager, Downer Engineering Power (Australia)

This article talks about the successful CMMS Implementation at Huntsman Chemicals, Australia. The Project was
completed on time, at 94% of the budgeted cost and delivered agreed outcomes in a successful manner.
The site requirements of a CMMS are of the following magnitude:
• Over 31,000 assets with about 90,000 spare parts items tied to the assets.
• About 13000 work orders are generated and managed by the system each year.
• Approx 40,000 purchase order Lines and 180,000 transactions processed each year.
• CMMS posts $10M to $12M to the general ledger on a yearly basis.
• Over 200 users access/ interact with the system on a periodical basis.
On assessment and evaluation of available products on the market, Huntsman decided to replace COMPASS with Maximo release
5.2. The key drivers of this replacement project were to:
> Enhanced capability to better “Demonstrate Adequacy” of their system to the regulator
> Integrate and manage identified [parallel] databases in Maximo and
> Improve productivity of maintenance operations.
Appoint implementation project manager [Aug 04]: Huntsman decided to outsource the management of the CMMS implementation
project. Huntsman sourced the expertise from Downer Engineering Power, their maintenance alliance partner. An external project
manager is able to:
> Bring in skills and expertise specific to CMMS implementation
> View and effectively query the validity of current processes and practices adopted on site and
> Is less influenced by the prevailing cultural conditions in the organisation.
Project framework [Aug 04]: The project manager in consultation with Huntsman Engineering Manager [project sponsor] developed
the framework for the implementation project.
• Maximo implementation will be treated as an Engineering project; Specific inputs/expertise will be sourced from other
functions [Finance, IT, etc] on needs basis.
• Primary Focus was to design, develop and Implement a better asset management system that enables demonstration of
adequacy and delivers enhanced maintenance productivity. Other features and functionalities will carry a lower priority.
• Implementation will be executed in a phased manner. In Phase 1:
a. Maximo will replace COMPASS, Site-wide.
b. Specific, identified processes and practices in Work and Materials management will be modified. [Eg: introduction of
accountability in cost estimates, approvals, execution timeframes, etc.]
This framework document proved to be extremely valuable. Throughout the project, contentious issues and conflicting requirements
were resolved referring to the same.
Formulate implementation team [Sep 04]:
The core implementation team was formed and was made up of 5 people: Project Manager, Systems Engineer and representatives
from Maintenance planning, Engineering Stores and Engineering Purchasing.
Key stakeholders: Varied Interest groups that routinely interact with CMMS were identified. Representatives from each of these
groups executed the role of point person in championing the interests, requirements and concerns of the group that they
represented.
Selection of technology partner [Sep 04]: The project team identified various service providers to assist in the implementation
project. The service providers were assessed and evaluated based on their technical expertise (with Maximo 5.2), track record
in the industry with Maximo implementations, customer service focus and cost. On conducting due diligence, Tolerro was selected
as the technology partner for the project.

48
 49

Core team training [Sep 04]: The core team was provided with comprehensive 5-day training on the relevant Maximo Modules.
This provided the team members with a good appreciation of what the system is capable of performing. Selected team Members
were provided training in Maximo Administration as well.
Generate project plan [Sep 04]: The project team generated a draft implementation project plan. The plan was discussed with
management and agreed to in principle. Phase 1 of the project was to be completed over a 9 Month period with about 4000 man-
hours of effort from the core team. Estimated project cost was $460k [including software cost]. On completion Maximo would
service 210 users, at varied levels [primary, Secondary and Tertiary].
Map current processes [Sep 04]: Meetings were held with key stakeholders to assess and document the current processes,
practices and interaction with the CMMS. Discussions were held with various departments such as Production, Stores, Purchasing,
Engineering, Maintenance, Projects, HSE, Finance, etc and their current work management and data/ information management
processes were mapped and agreed upon.
During this phase the key stakeholders were invited to table their wish-list of functionalities and features that they would like from
the new system. While the response was enthusiastic it was clarified to the Key stakeholders that not all items on their wish-list
would translate to reality; system Capability, conflicting priorities and cost would be some of the critical limiting factors.
Map proposed processes [Oct 04 - Nov 04]: The core team, based on an understanding of system capability/ limitations, the current
process and future requirements of the various interest groups, formulated proposed processes in Maximo.
Discussions were held with key stakeholders through a series of meetings to table the proposed processes and gain agreement.
Contentious issues were negotiated and resolved. The proposed processes were mapped and agreed upon.
These discussions were vibrant, candid and highly interactive; some of these sessions tended to veer off and had to be steered
back to maintain direction and focus on the stated objective
Key stakeholder involvement and agreement on system functionality is critical for a successful roll-out. Detailed scope for system
design and Development is dependant on this output. At the outset this phase was recognised as being crucial and appropriate
time and resources were dedicated accordingly.
50

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

Process Mapping outputs were translated and detailed scope for system design, development and customisation was generated.
The scope typically involved JSP (JAVA Server Page) Screen Changes, database Configuration, Workflow design, Reports
development, Oracle setup, Interface development [Maximo - Finance], data transfer technology [Compass - Maximo], Integration
of parallel systems, etc.
Development work was packaged and assigned appropriately; either to the technology partner or handled internally by the Systems
Engineer / Project Manager. Development Work was carried out under a rigorous change management regime. Two instances of
Maximo were set up; “Test” and “Production”. All development work was carried out in the “Test” environment.
The core team was actively involved in testing the development work. The development was applied to the Production environment
upon successful acceptance Testing.
Generate training plan [Mar 05 - Apr 05]:
All users on site were listed [210 users] and categorised based on license parameters: primary users [All Modules], Secondary
users [Work and Materials management] and Tertiary users [Work and Materials Request].
Within the categories users were further classified based on their specific requirements such as Planning, Stores, Purchasing,
Projects, Engineering, Finance, etc.
Over 14 unique training documents were generated. Sufficient hand outs were generated to assist users in the training session.
Training venues were identified and upgraded (Hardware, LAN, Furniture, training Aids, etc) as necessary.
Generate training schedule [Mar 05]:
Scheduling training for over 200 users, most of who work in a 4/5 cycle Shift regime, is a complex exercise. Two training streams
were created;
• Stream 1 for the Secondary and Tertiary users who formed the bulk of the user group and
• Stream 2 for the specialist groups who required a more in-depth training.
Both Streams were planned to run in parallel.
Training was scheduled over a month [28th April to 27th May] with 6 two-day sessions for 70 Secondary users and 20 half-day
sessions for 120 Tertiary users [Work Requests, Material Requests]. This program provided users the choice of selecting sessions
at their convenience.
We created an interactive database where all identified users were able to log in and book their seats for their preferred Sessions.
Entice users to training:
At the outset we had identified the following as key impediments to successful training:
a. Get users to commit to attending the training sessions
b. Get users to stay through the training Sessions [This is more an issue with Supervisors and middle tier users; tendency to
step out of training session to resolve an operational issue wreaks havoc with training continuity].
To address these issues we introduced the following measures:
• The enticement: 50 “Experience Vouchers” [at $100 each from Red Balloon Days] were to be given away as prize for
successful completion of Maximo training. All “successful” trainees would go into a draw to win an “Experience Voucher”.
One in Four would have a chance of winning a Prize. [Cost of this enticement was approx 1% of the Budget.]
“Successful trainee” was defined as one who attended training on the scheduled day and stayed through the session
without interruption.
• Controls: Closed door Sessions with no Radios allowed.
• Management Commitment: we ensured that senior management was committed to this training program and flagged this
training program as a high Priority event.
Execute training [May 05]:
The plan was to have selected Secondary Users trained as trainers for the Tertiary Users. Upon being trained the potential trainers
expressed concerns on their ability to deliver quality training in a consistent manner; and there was consensus that any compromise
in the quality or consistency of training will have a significant effect on the success of the Roll out.
Hence it was decided that the Primary trainers [Project Manager and the Systems Engineer] would train all Tertiary users. They
were assisted by the trained Secondary users in the training sessions.
It goes without saying that this phase of the Project was challenging. Scheduling training sessions and getting over 190 users to
commit to specific dates was a challenging exercise. Conducting over 40 training sessions continually, over a four week period,
with no breaks, was physically demanding. Looking back, we probably should have allocated more time and resources in training
the trainers, ensured participatory commitment and effectively delegated the training workload to the trainers.
Go-Live [May 28th 2005]:
The week prior to going live the project team was focussed on trialling dummy runs of data transfer processes, Backup and Disaster
Recovery processes. The team finalised user lists, Relationships, access, etc. Maximo Production environment was cleared of
data and was set up ready to receive data from the transfer.

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The “Go Live” date was well publicised and communicated site-wide.
On Saturday COMPASS was locked out for new transactions and all data was transferred to Maximo. On Completion of this
operation COMPASS was switched off and taken off line.
Successful implementation?
By mid morning on Monday, the project team had hardly received any Phone calls regarding Maximo. The team went round the
Site and confirmed that Maximo was stable and available to all users on Site. The team also observed that all users were interacting
with and using Maximo in a successful manner.
By the end of the week the team had confirmed that most users had a good understanding of the system, as designed, and were
using Maximo effectively.
The implementation project achieved its agreed outcomes, was completed on time and at 94% of the budgeted cost.
Post Go-Live
A user forum was convened post Go-Live. Key stakeholders were requested to submit any further customisations / modifications
to the system. High priority items were acted upon and the others were packages as potential scope for Phase 2.
The project Sponsor was invited to draw the 50 lucky “successful trainees”; each lucky winner received an “experience” voucher.
The Secret of Success!!
As the project manager I believe that there are no Silver Bullets for a successful CMMS implementation. Basic principles of project
management still apply. Scope, Timeframe, Cost and Quality still remain the key determinants in the outcome.
Unfortunately, as with any other project, Murphy’s Law plays a part as well.
The following is my Top 10 list of what brings about a successful CMMS implementation:
1. Framework & scope: Be clear on what the implementation will accomplish. Spell it out, Communicate and gain agreement
2. Get management Commitment & raise the profile - Ensure that the project is well publicised and supported by senior
management. The Project Sponsor plays a critical role in campaigning for and securing this commitment and support.
3. Consult: Identify stakeholders and Map current and proposed processes in a consultative manner; stakeholders need to be
on board for a successful implementation.
4. Team: Get the best possible resources; you are only
as good as your team.
5. Training: is a key determinant for successful outcome.
Allow sufficient resources and time in project plan. Does your asset management system
Schedule training as close as possible to Go-Live date.
6. Communicate - till it hurts. If it is critical, don’t email;
assist you to achieve your objectives?
spend Face-Time. ...or do you spend more time trying to
7. Scan the horizon: Unrelated events [WorkSafe Audits, get it to do what you want...
Business Restructuring, etc] will impact on your project!!
8. Murphy Speak: Never take your eye off the Ball Tolerro assists maintenance managers to
[Progress, Milestones, cost, etc.]; you will get hit. achieve optimised functionality from asset
If something is supposed to happen assume that management systems through:
it will not; it is your job to follow it through.
9. Give it a 110%: anything less is not good enough. • System support, report development,
10. Always have a plan B [and a plan C at times]. integration to other business systems,
and data migration
• Objective advice that doesn’t create “lock in”
• Navigation of decision making (e.g.
Acknowledgements: customisation versus “off the shelf”)
I am grateful for the enthusiastic support of the Maximo • Translation of your needs to IT staf f
Implementation Team without which this “Happy Ending” • Total projects through to ad-hoc assistance
wouldn’t have been possible. In particular I would like to • Reliability and responsiveness
acknowledge the contribution of the following: • Anywhere in the world, 24 hours/day
• Paul Nicolo, Engineering Manager, Huntsman
Chemicals for sponsoring the Project and tirelessly
Contact us by the end of August 2006 to
maintaining the Project Profile within the Organisation receive a discounted initial
consultation and system
• Mark Presnell, Systems Engineer, Huntsman assessment.
Chemicals for his expertise and dedication in
delivering the key technical aspects of the Project. Ph 1300 730 722
• Greg Barr and Anomi Bruniyus from Tolerro for their
info@tolerro.com
excellent Technical support. www.tolerro.com

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52

Where Did All The

People Go?
The New Case For Condition Monitoring
Michael Currie
Director, Asset Management, Matrikon, Inc.

N ot so long ago the main reason companies monitored equipment condition was to reduce direct maintenance expenses.
Condition Monitoring (CM) and its logical extension, Condition-Based Maintenance (CBM), served them well by identifying
impending failures early enough to avoid costly repairs and reducing downtime by only performing maintenance when required.
It may have taken some convincing in the maintenance department, to change from fighting fires to spotting them, but over time
the advantage of identifying little problems before they become big ones proved itself financially through lower repair costs and
fewer outages.
Today, lost production is the primary reason companies engage in Condition Monitoring and Condition-Based Maintenance. Lost
production has become problematic in an economy at full capacity. Its cause is not obvious - one might reasonably think that
plants running full out are more prone to failures, and to some extent they are, but the real culprit increasing downtime risk is the
diminished human resources available to execute repairs and provide maintenance engineering follow up. Where once interruptions
associated with scheduled repairs was merely troubling, now hyper-extended downtime due to lack of maintenance personnel is
cause for genuine concern.
CM and CBM have become key management strategies to deal with the severe shortage of technical staff, something much more
than the basic engineering tactics they have been in the past. Successful companies gain strategic advantage by leveraging
scarce human resources on value adding activities that enhance equipment reliability in order to maximize production. The case
for planned, preventative and predictive maintenance has never been stronger than it is today, and Condition Monitoring and
Condition-Based Maintenance, mainstays of a proactive asset management strategy, are now common practice in top-quartile
companies. As usual, the best are poised to exploit their position as industry faces a serious new challenge - finding people.

The problem
It is no secret that we are running short of tradesmen and engineers. The combined effect of retiring baby-boomers and a cultural
bias against technical education and trades has left industry scrambling to fill vacancies. The short-term impact has been a rapid
increase in salaries and wages offered to qualified people, often coupled with significant signing and staying bonuses. Longer
term, it is reported that up to 60% of plant engineers will retire by 20101 , and there is not an adequate supply of new people to
take their places. The problem is made worse by the increased knowledge people need to succeed in a technical environment,
for example we now see minimum standards for apprenticeship that are far higher than they were a generation ago. Equipment
is getting more complex, the skill needed to understand and maintain it has increased, and the result is a smaller pool of people
who have the intellectual horsepower to do the work properly. Young people with the full package – numerate, literate, and with
plenty of initiative – traditionally seek high-income careers in management, finance or health care rather than trades or engineering.
Whether its status, or income, or just the perception that they will not be able to work close to home, not enough people are opting
for technical careers.
Anecdotes abound, but one example that really brought it home for me was a recent conversation with an executive at an OEM
equipment distributor. His company is reeling from a lack of tradesmen – from a base of about 1,000 customer service mechanics
they currently have over 400 openings. 400! While it represents a serious lost revenue opportunity for the distributor, imagine what
it means for their customers. In the past they could run equipment until it failed, call the dealer, and expect to have it up and running
again within a couple of shifts. That might not have been the most cost-effective way to run a business, but at least they could
get away with it without suffering serious downtime. Today those customers have to assume they won’t be able to get help for
several days and, even once it arrives, that it may take longer to complete repairs due to lack of people. This represents a profound
change for these businesses, and it ratchets up financial pain from lost production.
It is the same everywhere, whether companies maintain their own assets or outsource maintenance, there is a lack of qualified
people to do the work.

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Why Condition Monitoring Matters

Something has to change. While it is possible that more people will be attracted to technical careers by improved wages, and
there may be a good case for increasing the number of qualified immigrants to fill some skill gaps in our economy, neither of these
ideas addresses productivity. In the future fewer skilled people must respond faster, handle more complex processes, and make
better decisions with greater consequences – in other words, work more productively. Condition Monitoring and Condition-Based
Maintenance are keys to improving productivity because, when successfully executed, they lead to less maintenance per unit of
production.
Condition Monitoring frees people’s time to do the things that really matter in managing assets. It imposes discipline. CM is at the
core of programs designed to identify conditions leading to equipment failure, avoiding those situations in the future, and extending
the life of assets that otherwise would be repaired before it was necessary. Tradesmen’s time is much better spent engaged in
planned, preventative and predictive tasks and in feeding information back to reliability engineers in order to gain continuous
improvement. Downtime cannot be eliminated, but it can be minimized, and CM is critical in managing that risk.
Strategic advantage is derived from scarcity and managing risk better than your competitor does. It follows that companies should
consider their technical staff as strategic assets. How these resources are utilized can have a significant impact on the success
of an enterprise. Why would an organization burden these people with tasks that are avoidable, costly and redundant? Why wouldn’t
they choose a strategy that minimizes risk? I have seen companies gain advantage over their rivals by employing simple CM
programs that reduce operating costs and improve reliability. To be sure, these companies were more successful than their
competitors were. They also enjoy better recruitment and retention outcomes because they are seen to be more progressive,
further enhancing their strategic advantage.
One of the best CM programs I have encountered was at Syncrude’s mining operation with their fleet of large, sophisticated trucks.
They mounted a program to increase the average life of major power train components beyond the manufacturer’s benchmark.
They had a coherent plan; it included a strict lubricant analysis program (experimenting with sampling, filtration and service interval)
coupled with physical tear down inspection of every component when it was rebuilt. They increased the time between rebuilds
incrementally and closely monitored wear in critical areas of the components. They carefully estimated the risk of premature
failure based on condition and noted which type of lubrication program yielded the best outcome. The results were impressive;
over the course of three years the average benchmark increased on some components by over 30% and reliability improved. Taken
over the entire fleet of trucks this amounted to significant direct annual savings and was instrumental in helping the mine achieve
lower unit production costs. As part of its continuous improvement program, this mine is now working with Matrikon technology
to further leverage CM by automatically gathering and filtering on-board sensor information from the trucks in order to identify
critical events that require maintenance intervention. Along the way this company has minimized its need to expand its technical
support labour force.
This example is a template for setting up a Condition Monitoring program. It had a clear purpose (increasing benchmark hours),
a logical approach that minimized risk (incremental increase in time between rebuilds coupled with slight changes in lubrication
programs), and made valuable use of reliable condition information (fluid samples and visual inspections during overhauls).

Technology’s Role
When I discuss Condition Monitoring I am not necessarily referring to an IT-intensive plan for gathering and assessing information.
Even though I work with a software company I always advise clients to invest in technology only once they have a compelling
reason to and even then just if technology is the most cost-effective solution for achieving their objectives.
In the words of Li Ka Shing, “information technology… unlocks the value of time”. It allows people to do what they are best suited
to, to add the most value. In the case of a plant that has a limited number of highly skilled workers; technology should provide
those people with reliable information to support decision-making. It should automate tasks that are repetitive and mundane,
reduce errors, and perform complex calculations that would otherwise be difficult and time consuming. It should form a part of,
rather than drive, a CM program.

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The most valuable CM technologies do four things:

1. Gather data automatically from multiple sources

2. Filter that data for errors and relevance

3. Incorporate logic to identify conditions that require maintenance intervention

4. Integrate to other business systems that utilize the same information

These features allow asset managers to select the right inputs. The second item is sometimes the most important – most CM
programs suffer from data overload and as a result are rendered ineffective.

Building in logic and integrating to other systems serves two purposes; first, it captures the intelligence necessary to support
decisions and, second, it provides a documented (or digitized) legacy to assist technical staff in the future.
Whether it makes sense to invest in technology that provides these features usually depends on scale, location and risk. Where
it may not make sense to automate collection and manipulation of a single data point in a local plant, it might make sense to
automate it for several hundred, or for a single point located inside the Arctic Circle.
The cost and availability of people to manually gather and assess data has to be compared with the cost of automating that process,
along with the inherent risk of manual error or omission. For example, a recent disaster at an oil refinery was partly the result of
an illegible site gauge on a critical vessel. Had that gauge been automatically monitored, no doubt at a cost that exceeded that of
manual inspection, a tragic and expensive failure might have been avoided.
In most settings the risk of failure will not be catastrophic, just expensive. The premise of this article is that costs have increased
geometrically because the risk and expense associated with lost production is what really matters now that we live in an
environment where technical expertise is in extremely short supply. The business case for investing in technology should therefore
be made relative to lost production, not simply to offset direct maintenance costs.

Conclusion
Condition Monitoring and Condition-Based
Maintenance have been around long enough to be
well understood. From an engineering perspective,
progressive organizations adopted these techniques
and justified them through savings on direct
maintenance costs. Implementing CM was usually
straightforward since most plants already collect
significant amounts of operating data, requiring only
a management plan and a way to aggregate
information in a usable form to create the CM
program.
Today, critical labour shortages in trades and
technical roles have increased downtime risk to such
a level that there is a new urgency to leverage CM to
increase labour productivity and avoid lost
production. Condition Monitoring is no longer
considered just an engineering tactic; it is valuable
management strategy for coping with changing
economic circumstances.
As Condition Monitoring receives greater emphasis
in the business planning cycle, so too will
technologies that enable it. As with all technology
investments, those made with a clear purpose in
support of coherent management programs will
provide the best results.
Ref: 1. Journal of Petroleum Technology

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56

An Audit Of The
Maintenance Strategy
At An Agri-Chemical
Plant
Tony Kelly (UK)
Consultant, Wilmslow, Chesire

T his is one of a dozen or so case studies, provided in his recently published book, Strategic
Maintenance Planning, illustrating the author's analysis of this most basic of managerial tasks. Taken
together the studies highlight the similarities and differences between the strategies needed for the
various types of physical asset system, e.g. for coal mines, transport fleets, power utilities etc (see Kelly
books advertised in this issue).
ABSRACT
An audit is described of the maintenance strategy at an ammonia plant, an exercise which was just one part of a comprehensive
audit of the maintenance management as a whole - of the organisation and systems as well as the strategy, and of all the other
process plants on the same site. The discussion is aimed at giving the reader an understanding of how the author's audit procedure
was used to map and model the strategy in order to identify problems and prescribe possible solutions. Among various suggested
strategy improvements it was recommended that 'opportunity scheduling' of outstanding work could complement the existing
approach, and that for many machines condition-based maintenance would be preferable to the existing scheduled repairs and
replacements.

FERTEC
The owners of the audited plant, Fertec Ltd. (a subsidiary of a parent company, Cario Ltd.) operated two such installations, A and
B, located in different cities, the audit that is to be described being carried out in the maintenance department of Plant A.
The plant layout of Fertec A is shown in Figure 1, which indicates the location of the main process areas and of the maintenance
resources (labour and the parts store). The labour resources are identified by a letter code that carried through to the organisational
models (which are not shown).

Granulation Wharf
workshop
Distribution Ammonia
storage
Sub-store g

Urea Urea
workshop
Utilities
Granulation
c f
Nitrogen control room
e
a&b
Ammonia Ammonia Code
workshop a Ammonia process technicians
Central stores j b Urea process technicians
Central stores c Granulation process technicians
d Response call - in team
h&i e Ammonia maintenance technicians
f Urea maintenance technicians
g Granulation maintenance technicians
h Workshop maintenance technicians
i Welding technicians
j Stores staff

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Natural gas PLANT UTILITIES

Imorted ammonia

Ammonia Ammonia
Storage
Natural gas Ammonia
AMMONIA PLANT UREA PLANT Urea

Ammonia
GRANULATION Ammonium
Sulphuric acid
PLANT Sulphate
Natural gas

CO2
CO2 PLANT CO2

Figure 2 Outline process flow diagram, Fertec A

Figure 2 outlines the process flow. The ammonia plant was production critical because it supplied the other plants with ammonia
and carbon dioxide. There was some inter-stage ammonia storage. The plant could also be supplied with imported ammonia -
which was much more expensive than that produced internally.
The complex was some thirty years old but had been up-rated, especially in the areas of instrumentation and control systems.
The urea plant was currently being up-rated. The cost of energy (derived from natural gas) was a very high percentage of the
operating cost of the ammonia plant, the energy efficiency of which was low compared to the world's best because it had 'old
technology'. The reliability of the plant had a major influence on energy efficiency and needed to be improved.
Fertec Ltd was one of several companies that belonged to the parent group Cario Ltd. The senior management structure of Fertec
A and its relationship with that of Fertec B and its parent group is shown in Figure 3. It should be noted that the Reliability Manager
had responsibilities that covered both Plants A and B.

CARIO LTD

Explosives Fertec Paints Plastics

General
Manager

Reliability Fertec A Fertec B

manager works manager works manager

Reliability Ammonia Urea Granulation Site etc

engineer Plant Plant manager service
manager manager manager

Shutdown
manager

Figure 3 Senior management administrative structure, Fertec Ltd

A number of the senior positions in Fertec A had recently changed and had been filled with a young, forward looking, group. The
new team had commissioned the audit because they felt that in order to remain competitive they needed to improve plant reliability
and at the same time reduce maintenance costs.

OBJECTIVES
An outline of the process of setting objectives and business plans is given in Figure 4. This is a form of management by objectives
(MBO), closely allied to the author's Business-Centred-Maintenance approach.
The Fertec A senior management group (including the group Reliability Manager) established a 'works objectives and performance
statement'. Objectives at this level were concerned with manufacturing performance. Maintenance objectives were set for those
areas that directly affected manufacturing. For example, an objective was set to improve the availability of the ammonia plant
from its then current level of 88% to match the world best at 96%. Objectives were also set to improve energy efficiency.
58

VISION STATEMENT

Senior management Works objectives and performance plan

group (List of qualified objectives for plant
performance, resource cost, safety,
customers and the actions necessary)

Reviewed every Reviewed every

three months three months

People plan Plant performance plan Safety plan

Identification of the actions needed to
Plant manager improve organisation efficiency i.e. alliances,
level reduction in staff etc. The plan includes
identification of actions, milestones and who
is responsible for the actions.
Identification of Key Performance Indices in
the areas of reliability, quality, workshop
service, work planning, spares holding,
remnant life and an outline of the actions
needed to achieve better performance in
these areas.
Identification of Key Performance Indices in
the area of safety and environment and an
outline of the actions needed to achieve
these objectives.

Action specified by the respective plant

Engineer and managers for their subordinates with
supervision level expected completion dates.
Reviewed regularly.

Figure 4 Management by objectives at Fertec Ltd

MAINTENANCE STRATEGY
Plant operating characteristics
The outline process flow diagram for the Fertec A complex was shown in Figure 2. The ammonia plant was the rate determining
process - it was production limited. Ammonia plant failures could only be made up via imported ammonia (which was costly). The
auditors were told that a 1% loss of annual availability translated into a loss of many hundreds of thousands of pounds. The
ammonia storage tank gave some days-worth of protection to the ammonia plant in the event of an outage of the urea plant. Failure
of the ammonia plant also shut down the urea and CO2 plants. The granulation plant was largely independent of the rest of the
complex. The rule of thumb feeling was that the cost of downtime of the ammonia plant was very much greater than that of the
urea plant which, in turn, was much greater than that of the granulation plant. Although the author's original audit covered the
maintenance strategy for the full complex the case study given here will be confined to that for the ammonia plant only.
An outline process flow diagram for the ammonia plant is shown in Figure 5. At unit level it can be seen that plant was a series
process with limited redundancy. There were many units whose failure could affect the output and those, such as the syn-gas
compressor, that presented the highest risk of failure were regarded as critical.
Ammonia plant strategy
The strategy at the time was to operate the ammonia/urea/CO2 complex for a four-year period before a four-week shutdown, this
operating period arising from the need for statutory inspection of the pressure vessels and for inspection/repair/replacement of
other plant units the reliability of which declined after four years. The timing of the shutdown was set to coincide with low annual
urea demand.
The four-year operating period had been determined by the firm's Reliability Group and was based mainly on an empirical study
of the dependency of a ‘risk of failure factor’ on the period of operation, before inspection, of pressure vessels, i.e. for how long
could the plant be operated before safety integrity would be affected? They had established that a critical 20% of units carried
80% of the 'risk factor'.
Mainly for operational safety, but also for maintenance prediction, vibration of the large machines was monitored continuously.
Condition-based-maintenance (CBM) was further aided by the application of a number of other on-line monitoring techniques,
both on the large machines and on the pressure vessels.
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Figure 5 Process flow, in outline, of the ammonia plant

The ammonia plant strategy was heavily weighted towards CBM. While the plant was operated for four-year periods the shutdown
workscope had been mainly determined by the information gained from -
• on-line inspections;
• off-line inspections from, and the history of, the previous shutdowns;
The duration of the shutdown was normally four weeks, which included a 'dead week' needed for shutdown and start-up. The
critical path during the shutdown was that which included the inspection of the reformer (a pressure vessel) and the syn-gas
compressor (a large machine).
Regarding its maintenance characteristics the plant could be categorised into large machines, pressure vessels, ancillary equipment
(e.g. duplicate pumps) and electrical/instrumentation equipment. The audit selected plant units from each of these categories and
mapped their existing 'life plans'.
Life plan for the syn-gas compressor (SGC): A schematic diagram of the SGC is shown in Figure 6, which includes details on spare
parts holding. The CBM carried out on the machine is shown in Table 1. The machine was expected to operate continuously for
four years. The shutdown workscope was established from previous shutdown history, the list of deferred corrective maintenance,
and information from on-line monitoring. Additional (unplanned) work was identified from the off-line inspection during the shutdown
Comprehensive and detailed standard job procedures, e.g. for inspection-overhauls of the high pressure case, were in use. The
machine history records had not been formalised, were held in hard copy and resided in a number of locations looked after by
various people. The life plan had not been formally documented.
Although not shown in Figure 6 there was an automatic lubrication system for the SGC. There were simple documented service
routines, which had been computerised, for this system.
60

Figure 6 Schematic of a syn-gas compressor

Bently Nevada System

This sophisticated system records various data and has the ability to combine inputs to produce multi dimensional displays.
It produces data in real time plus long and short trend patterns.
Items measured include:
Radial shaft displacement
Axial shaft displacement
Bearing temperatures - radial and thrust
Accelerometer readings (gearbox and gas turbine only)
Shaft orbit readings (multi-dimensional)
Shaft phase angle (multi-dimensional)
In addition to the above, approximately 200 process variables are monitored.
All the above have alarm points and key items have shutdown settings.
Oil Analysis
Routine oil analysis.
Seal Bypass Test (compressor only)
Routine seal accumulator drop test.
Oil Debris Analysis (gas turbine only)
On-line continuous monitoring.

Table 1 Syn-gas compressor CBM

Life plan for pressure vessels: The generic life plan for pressure vessels was based on CBM. The maintenance carried out
during the shutdown was based on condition prediction from previous shutdown history and on any on-line NDT performed
between the shutdowns. Additional work was identified from inspections carried out (open and closed) during the shutdown.
There were variations on the life plans to suit specific vessels. Those that were high on the ‘risk factor' scale (see Table 2 for the
basis of the calculations) were subjected to an in-depth analysis aimed at up-rating the life plan. Every pipe, weld and hot support
that might give rise to failure was examined to develop the most appropriate NDT technique and inspection methodology (see
Figure 7 for an example).
This inspection based life plan was backed up by a comprehensive computerised information base - the pressure systems data
base which included, for each vessel, the following information -
• Process and mechanical data sheets.
• Inspection history.
• Inspection procedures and test plans ( see Figure 7).
• The vessel life plan (which had involved risk assessment and remnant life analysis).
• Hard copy reports of previous shutdown case studies.
This computerised data base was independent of the recently purchased company-wide computerised enterprise system.
 61

PRESSURE VESSEL CF601 SULPHUR DRUM

LIKELIHOOD OF FAILURE
Is there a known active metallurgical damage mechanism? No known damage mechanism 0
Is there a known active mechanical damage mechanism? Vibration fatigue 2
Have the inspections been effective? Ineffective - no confidence 5
What is the frequency of inspections? More than 30 years 4
How reliable are the control systems + operating parameters? Poor 1
Are the vessel limits exceeded in plant upsets? Yes 1
Are the vessel’s limits exceeded in normal operation? No 0
Have process conditions changed, (but still within design)? Yes 1
Are the vessel limits exceeded in plant start-ups or shutdowns? Yes 1
Are the vessel’s protective systems effective? No 1
Has detection of damage previously warranted further investigation? Yes 1
Have repairs been required in the past? Yes 1
How old is the vessel? Over 30 years 3
Is the vessel original design to current standards? No 1
Is the vessel material specification to currently acceptable standard? No 1
Total 23
CONSEQUENCE OF FAILURE
Are the vessel contents ...? A lethal gas? 7
What is the temp of the vessel contents? Above 500˚C 3
Are the contents flammable if they leak? Auto-ignites 3
Would a failure promote consequential damage elsewhere in plant? Yes 5
Would emergency services help be required to contain a situation? Yes 3
What is the vessel pressure? Above 10 Mpa 3
What is the volume of worst rating contents in the vessel? Over 1000 cubic metres 8
Will a leak cause secondary damage to other equipment? Yes 1
What is the distance to internal personnel? Less than 10 metres 2
What is the distance to the general public? Less than 10 metres 4
What is the business impact of a vessel failure? Over £10,000,000 11
Total 50
CRITICALITY RISK RANKING NUMBER = 23 x 50 = 1150
Table 2 Assessment of criticality ranking for a pressure vessel

Ancillary equipment (e.g. Pumps, pressure relief valves, etc - equipment that can be maintained outside the main shutdowns):
The life plans here were based on 'service routines' which were embedded in the main computerised maintenance system (linked
to other company systems). A typical routine would be as follows:
Pump preventive routine - three- monthly
• Oil change.
• General inspection - check coupling
lift bearing cap etc.
These routines had been established some twenty years previously and were in need of review. Many of the routines had been
put into the new computer system without review. Vibration monitoring was also carried out on the rotating equipment in this
category (mainly using portable instruments but also periodically using permanently wired systems). In general, the monitoring
procedures had not been tied into the routines.
62

EQUIPMENT NUMBER: T503 PRESENT CLOSED FREQUENCY: 4 Years

PRESENT OPEN FREQUENCY: Yearly INSTALLATION DATE: 01-01-1968

DESCRIPTION: Ion Exchanger

OPEN INSPECTIONS
Equipment item Visual Ultrasonic Radiography Mag/Part Dye/Pen
2RK65 to tray ring weld Yes x
Alignment Yes
Associated piping Yes O/Head line only
Davita/Lifting devices Yes Prior to S/D Prior to S/D
Earth connection Yes
Heads Yes Bottom
Instrumentation Yes Evidence of bulging
Insulation Yes
Internal liner Yes 4 per Petal To bot tray
Manway & bolting Yes Manway plant
Nozzles Yes Manway liners Internal
Platforms/Handrails Yes
Pressure relief devices Yes
Protective coating Yes
Shell Yes Lower 1.5/m Liner welds
Supports & bolting Yes
Thermowells & sockets Yes x
Vessel bolting Yes
Vibration Yes
Welded joints Yes
Figure 7 A Section of The Open inspection test plans for exchanger

In addition to the above routines a contract lubrication system, operated by one of the large oil companies, had been introduced.
It was noted that the operating procedure for units with duplicated drives was as follows -
• Electric motors - change over weekly
• Electric motors and steam turbine - use the electric motor and proof test the turbine weekly.
Electrical/Instrumentation equipment: The life plans were based on cleaning, inspection and calibration where necessary. These
preventive routines had been set up many years previously and needed review. It was noted that much of the more recent
equipment, e.g. PLC's, was not included on the routines and had not been reviewed. The large electrical machines had no
documented life plan. More importantly, the whole of the electrical/instrumentation equipment had not been reviewed for 'spares
criticality'. The information data (job specifications, modifications, plant histories etc) was either on hard copy (in a number of
different locations) or held in people's memory.

OBSERVATIONS AND RECOMMENDATIONS

(i) When examining the maintenance strategy the auditors asked the interviewees their opinion of the preventive
maintenance in use in their plant. The following were some of the replies -
'The main shutdowns are carried out well - this is where most of our preventive work is carried out'
'We must tie up the preventive routines with vibration monitoring'
'Routines are used as fill-in work - they are not regarded as important'
'The electrical routines are in people's heads - they must be documented'
'The refrigeration units in the plant services are in poor condition and are operation critical - we must sort out our spares'
'We should rethink our operating period - the USA plants do it differently and at lower cost'
'Our condition monitoring is heading towards international benchmark levels'
'We should be replacing old gear - mono pumps out and granfar pumps in'
'Our life plans for large machines are not right yet - we should seek help from the original equipment manufacturer'
 63

Figure 8 Illustration of strategies based on four-year (above) and two year (below) operating periods

(ii) The auditors observed that the operating period of the plant had been extended from two years to four years and
would shortly extend to four and a half years. This was due to the considerable efforts of the Reliability Group in the area of
pressure vessel maintenance (exploiting NDT techniques, a good computerised information base, criticality and remnant life
analysis, metallurgical knowledge). However, it appeared from ammonia plant failure data that the main production losses
occurred as a result of problems with the large machines. The data showed that the large machines failed more often and
more randomly than the pressure vessels and with an MTTF significantly less than four years. This was not surprising
because these machines were up to thirty years old and were a complex arrangement of many rapidly moving parts. Over
the years, and as a result of numerous overhauls (often carried out without standard job procedures) their condition
appeared to have fallen below the OEM's standard specification. This prompted the following observations:
(a) If the company were to get the best out of a 41/2 year operating period they would have to bring the condition of the
large machines back to an 'as new' standard - perhaps with the assistance of the OEM. Since the machines were old this
was almost equivalent to a life extension decision and had implications for the probable remaining life of the plant.
(b) It was recommended that the company should use the Top-Down-Bottom-Up Approach to review the life plans of the
machines, this to include a criticality analysis of the spares holding. In addition, the large machine plant information base
should be brought up to the same standard as the pressure vessel data base.
(iii) The auditors had been made aware, from discussions with the company engineers, that at similar installations in the
USA a different maintenance strategy was pursued. For example, some companies used an operating time of two years and
a two-week shutdown.
Many factors influenced this decision, viz. -
• The period for statutory pressure vessel inspection.
• The shortest expected running time of other critical units before requiring maintenance, e.g. of the large machines.
• The remaining life of the plant (the remnant life) - in this case seven years (the existing gas contract has a further seven
years to run).
• The market demand (it was assumed that the plant was production limited).
• The duration of the shutdown that was needed to complete the workscope. This had to take into consideration a one-week
dead period for shutdown and start-up. So a two-week shutdown with a two-year operating period had only 66% of the
maintenance time of a four-week shutdown with a four-year operating period (see Figure 8).
The maintenance objective for this situation can be expressed as being to minimise the total of all planned and unplanned downtime
costs.
This was a complex problem involving information not available to the auditors. Why, for example, was the dead period apparently
shorter in the USA? Could the shutdown duration of four-weeks be reduced by shortening the reformer-related critical path? If
so, how much would this cost? Did the large machines need realignment or off line inspection at two years?
In spite of this (and without the use of statistical and cost analysis) it was the auditors' opinion that if the company were to comply
with the points listed in (ii ) above they would be moving towards an optimum maintenance strategy.
(iv) It was recommended that 'opportunity scheduling' should be used to complement the existing strategy, i.e. when a failure
of a plant unit occurred unexpectedly all other outstanding work should be looked at with a view to carrying it out in the 'opportunity
window'. The auditors accepted that the planning system would also have to improve if opportunity scheduling were to be used.
(v) Both the mechanical routines and the electrical and instrumentation routines were in need of review and update. Such
a review should use the TDBU approach to focus the routines on necessary and worthwhile tasks. In addition, the policy underlying
the routines, and their frequencies, should be reviewed (e.g. the replacement and repair of pumps and motors at fixed times might
be abandoned in favour of maintenance as and when needed in the light of their monitored condition)
64

State Of The Art:

The Internet
Meets EAM
Clement Goh
Datastream Systems Pty Ltd (Asia Pacific)

O ver the past decade, the manufacturing industry has used information technology to achieve tremendous productivity
improvements and cost-savings. While most of the headlines in this area have focused on systems designed to streamline
manufacturing processes - such as manufacturing execution systems and supply chain management technology - one of the most
successful technologies has been enterprise asset management (EAM).
EAM has driven billions of dollars of waste out of manufacturing operations over the years by automating and optimising the way
in which companies procure, track, manage, maintain and dispose of capital assets. Even small improvements in capital asset
management can have a dramatic impact on corporate earnings.
The first generation of EAM was client/server-based. These solutions were a dramatic improvement over paper-based processes,
but they were designed for a world in which deployments were limited to individual locations. They were not designed for today’s
networked world, in which companies would prefer to deploy EAM solutions across multiple locations by installing a single instance
of server software, and then enabling all locations to access it via the World Wide Web.
Furthermore, large enterprises have found that standalone client/server implementations are difficult to integrate with other
systems, such as ERP or automated procurement, because there is usually a different version of the EAM software running in
each location, each with its own integration requirements.
Today, many large companies are reaping the benefits of fully automated EAM without the shortcomings of client/server
implementation. They are doing this by adopting Web-based EAM applications, deployed as a hosted solution.

EAM Meets the Web

The hosted application model can provide breakthrough cost-savings for companies while delivering product capabilities that are
far more powerful than anything that was available in first-generation client/server systems.
With the hosted model (also known as the “application service provider” model), a third party actually “hosts” the server software
for the company, and end-users access the application over the Internet. This model can drastically reduce the total cost of
ownership for enterprise applications, because it eliminates the hardware and software costs associated with maintaining a server
in house, while also eliminating the personnel costs associated with installing, administering and maintaining the application. So,
in effect, companies are able to gain the benefits of the application, without incurring the costs and effort associated with hosting
it in-house.
According to International Data Corporation, the average time to achieve 100 percent return on investment (ROI) with a hosted
application is 16 months, and the five-year ROI for the hosted model is 404 percent. Numbers like these provide compelling evidence
that hosted applications, while still relatively early in their existence, will become the most widely used method of enterprise
application deployment moving forward.
There are other benefits to the hosted model as well. For example, because the server software is kept in a single, central location,
any upgrades made to that software are instantly available to all companies and end-users. Compare this to client/server, where

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

What Makes An Effective Hosted Web EAM System

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

There are two ways in which software vendors can go about making their applications available over the Web: they can either
“Web-enable” existing client/server applications, or they can “re-architect” these applications from scratch so they’re optimised
for the Web.

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

Furthermore, Web-enabled client/server applications tend to have relatively poor performance and scalability. This requires
customers to install special high-speed Internet connections in order to make the application useful, and to purchase additional
hardware when new sites and end-users are added to the application, which further increases the total cost of ownership and
complicates deployment.

Virtually all EAM software vendors today claim to have a Web-based EAM product. However, a quick peek under the covers shows
that most of them only offer Web-enabled products, not true Web-architected EAM solutions. Companies considering their EAM
options need to understand this, or they might find themselves adopting a Web EAM solution that is just as expensive and
cumbersome to maintain as old-world client/server solutions.

Web-architected EAM solutions are those that have been “built from the ground up” for the Web. They are based on Web
technologies (not client/server technologies), they perform well across regular Internet connections, and they require nothing
more than a Web browser on the desktop to access the application.

It is a major undertaking for a software company to completely re-architect its applications for the Web, which is why so few
vendors in the EAM space offer pure Web-architected solutions. However, for companies seeking to reap the cost-savings and
other benefits of the hosted EAM model, Web-enabled client/server applications will not deliver the goods. A pure Web architecture
is the only game in town.

Take the Litmus Test

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

• Can my end-users access the application with nothing more than a Web browser?

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

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

If the answer to both questions is “yes,” then you are looking at a Web-architected application that stands to save you considerable
sums of money on your EAM investment. Furthermore, because Web-architected applications are built on open standards, they
integrate easily with complementary applications, such as ERP and e-procurement, to further improve productivity.

In today’s economy, where companies are watching every dollar they spend, a hosted Web-architected EAM solution is a prudent
investment. The application itself provides substantial ROI by allowing companies to manage capital assets with maximum
efficiency; and the hosted model amplifies that ROI by drastically reducing total cost of ownership.

That’s a smart investment in any economy.

66

Wireless Live Video

Technology Improve
Maintenance Capabilities:
A Case Study On Yarra
Valley Water
Momentum Technologies Group
www.momentumgroup.com.au

The company:
Yarra Valley Water provides water and sewerage (services) to customers within its licensed area covering over 4,000 square
kilometres in the northern and eastern suburbs of Melbourne, Australia.
Its assets are valued at more than $1.3 billion and includes 8,788 km of water pipes, 8,380 km of sewer pipes, 10 elevated water
supply tanks, 40 ground-level water supply tanks, 62 water pumping stations, 72 sewer pumping stations, 43 water pressure reducing
stations and 9 sewage treatment plants which are all located widely across its licensed area.

The problem:
Yarra Valley Water’s assets are located over a wide region around the eastern metropolitan area which makes coordination of
emergency maintenance procedures a challenging task.
When a major incident occurs on one of these assets, such as a large main failure or a sewage spill, field staff are immediately
deployed to the site while an incident team is assembled at the head office in Mitcham to manage the emergency response.
Situations are assessed by the incident team through verbal descriptions via phone conversations with the field staff. Photos are
usually supplied to the team only after the event. Based on this information, the team needs to make decisions quickly, coordinate
field staff and contractors and arrange logistics accordingly.
The lack of visual information makes it difficult for the incident team to fully understand the challenges being faced in the field,
especially during very demanding incidents that can be complex to resolve. The team also has to consider customer service issues,
occupational health and safety issues, environmental impacts, time constraints and tough field conditions the response team are
operating in.
The right visual information given at the right time can greatly facilitate problem-solving. Thus the company identified the need to
see real-time images at the site of the problem as a key improvement initiative that would help efficiency and reduce risk.

The solution:
Exploring communications technology available in the market, Yarra Valley Water found that there were no solutions that could
exactly answer its particular need for live mobile video broadcasting.
A Yarra Valley Water Asset Manager saw Australian company Momentum Technologies Group demonstrating their technology on
the ABCs New Inventors program, and identified it as a communications solution that had the potential to meet the company’s
needs.
Momentum’s m-View transmitter attached to a video camera and coupled with a high speed mobile network access enabled the
streaming of live video direct from an incident site to the incident control room at the Mitcham head office through the internet.
The installation of this technology enables the incident team to view live footage of the incident, as field staff walk around the
incident with the camera, showing the extent of the damage, while the team in the head office observe through the control room’s

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computer screen. The head office incident team can communicate to field staff operating the camera, asking for specific camera
shots, angles or stills, allowing a complete and accurate overview of the incident scene.

This live visual communication has become a tool for enhancing Yarra Valley Water’s emergency maintenance procedures,
increasing the speed of response and mitigating risks.

This fully mobile and wireless remote technical support solution is delivered via a laptop computer with a wireless network card
and an m-View outfitted video camera, providing a world-first in mobile, wireless infrastructure and technology application, and
a unique solution that delivers real benefits to Yarra Valley Water.

On the field:
Although Yarra Valley Water strives to minimize incidents as much as possible, it finds that when they do happen it is ideal that
tools are in place to allow staff to manage the incidents and make prompt and informed decisions.

The use of this video communications tool was put to the test when last year a sewer main had split and was leaking into grasslands.
The spill was in a large area behind residential properties and it was challenging to describe the extent of the situation to the head
office incident team over the phone.

“The use of m-View in this instance was vital because it allowed the incident team at Mitcham to see live exactly what was
happening at the site, understand the situation fully and make informed decisions which allowed the team to speed up the incident
resolution process.”, notes Darryn Price, Operations Officer in Yarra Valley Water.

This involved solving the immediate problem of the spill to protect the environment and people’s property, notifying and staying in
touch with residents and with environmental and other agencies, and devising engineering solutions.

“The team and the field staff saw first hand the value of having immediate visual information rather than just verbal messages in
such emergencies. This information is invaluable for assessing options and also for advising staff, regulators and the media.” Mr.
Price added.

The challenges:
One of the main challenges with the introduction of any new technology is obtaining user acceptance. This has also been true in
the case of this video communications tool. Initially there was a tendency to avoid using the technology because it was never
required in the past. These challenges have been partially overcome now through user training and hands-on experience. The
technology is now well received by management and field staff.

Other applications:
Currently, video communication is primarily used for emergency maintenance responses but there is scope to apply the technology
to other areas of Yarra Valley Water such as visual inspections of remote sites, the construction, commissioning and
decommissioning of assets, and site inspections. Video communications is particularly relevant where someone in the field desires
to consult ‘realtime’ with the head office for assistance or advice concerning a particular issue.

Figure 1: Momentum’s m-View Incident Live Reporting.

 maintenancenews
New APT software module
Asset Performance Tools Ltd. is pleased to announce the release of its new software module “APT-SPARES
Batch”.
This is an optional upgrade to our popular APT-SPARES module for the calculation of the optimum stock holding
level of critical and slow-moving spare parts.
APT-SPARES Batch will be of particular benefit to organisations that already hold data pertaining to their spare
parts inventory in existing computer systems.
Data may be copied and pasted into the easy-to-use data grid user interface from tabular software applications
such as MS Excel or MS Access. Alternatively data may be imported from flat text files. Features exist to allow
the user to specify the location of each data field in the incoming data.
It is equally easy to re-export the data into flat text files for subsequent processing by other applications. For
example, the optimum stock levels (calculated by APT-SPARES Batch) may be interfaced to a stock management
system to ensure that the optimum levels are automatically maintained.
www.aptools.co.uk

Fleet Maintenance Management Software Vital For Greater Productivity and Profit
Recently released FleetMEX v4.1 software is a comprehensive maintenance management program set to take
the industry by storm with its ability to underpin vehicle availability and profitability.
Maintenance Experts Managing Director Mr. Stephen Ninnes believes FleetMEX v4.1 has the ability to enhance
and streamline maintenance and management of vehicles.
“Our software delivers a comprehensive fleet management solution. FleetMEX v4.1 is a maintenance
management software system that will give you the ability to gain control of your equipment” said Mr. Ninnes.
Now available as either an Access or SQL version, FleetMEX can operate as a standalone, networked or a
regionalised system to deliver results for any operation. FleetMEX v4.1 will enable users to manage multiple
sites within their organisation and allow users to view only the equipment, supplier parts and information that
is specific to their area of a company.
“This new version of FleetMEX offers an expanded
asset register allowing users the ability to segment
their operation more effectively, refine asset tracking
and provide extended reporting capabilities,” said Mr.
Ninnes.
Mr. Ninnes attests to FleetMEX’s flexibility to ensure
users have detailed information needed to reduce
costs and increase service levels and profitability.
Specific to vehicles and mobile equipment, FleetMEX
combines comprehensive fleet maintenance and
management. FleetMEX gives you the ability to track
your equipment, right down to precise fuel and hours
used. FleetMEX will manage tyre wear, servicing,
registration dates, hiring and other extensive fleet
details. Costs and maintenance are easily monitored, allowing you to focus on Preventative Maintenance,
ensuring reduced downtime and less expensive repairs.
FleetMEX achieves the substantial decrease in equipment downtime by enabling informed decisions to be made
concerning the value of your equipment. It will monitor the Maintenance history quickly and easily, invoice
customers, organise lease payments and compare costs for similar vehicles.
Organisations’ currently using Maintenance Expert’s FleetMEX report it to be “easy to use”, “flexible” and helps
them “make informed decisions about repair versus replacement issues”.
Maintenance Experts have been successfully implementing and supporting FleetMEX software for more than
10 years. Over 600 users across the globe from Sydney to South Africa have achieved a new level of maintenance
control with FleetMEX.

68
So, whether you are a Transport Operator, Local Council employee, Car Rental business, Workshop or have a
fleet of vehicles, there is usually a clearly identifiable need to improve your maintenance management. With
FleetMEX v4.1 Maintenance Experts can help you.
If you need to take control of your fleet maintenance, then request a FREE trial of FleetMEX by contacting
Maintenance Experts on +61 7 3392 4777 or visit our website at www.mex.com.au

Upgrade of PDA-Based VSA-1212 Vibration Spectrum Analyzer

Datastick software upgrades for both its PDA and desktop PC software programs provide enhanced display of
high frequencies and faster operation during vibration collection and analysis
Datastick Systems, Inc., has shipped performance upgrades of both software components of its PDA-based
VSA-1212 Vibration Spectrum Analyzer for predictive and condition-based maintenance.
The new version 1.2 of Datastick® Spectrum software for the PDA provides a maximum frequency of 10,000 Hz
with Fast Fourier Transform (FFT) spectrum displays of 400, 800, and 1600 lines. FFTs are now calculated up to
three times faster than before, and time-domain waveforms are now displayed at resolutions up to 3200 points.
"Datastick Spectrum's upgrade improves the display of higher frequencies -- the frequencies that most often
indicate faults in rolling-element bearings. This is crucially important in troubleshooting and diagnosing machine
health problems quickly to prevent costly breakdowns, especially of mission-critical equipment," said Mr.
Scandling. "We are sending free upgrades to all our customers."
In addition to hardware that attaches to the Palm OS® PDA, and Datastick Spectrum software for Palm OS
handheld computers, the VSA-1212 system includes companion desktop PC software: Datastick Reporting
System(TM) for VSA for Windows®-compatible PCs.
With Datastick Reporting System for VSA version 1.2, users can now magnify the display of any time span or
frequency span and can automatically detect spectrum peaks within any selected span.
www.datastick.com.

OMCS International releases PM02000™ V3 Enterprise Reliability and

Maintenance Analysis Software
At OMCS International, our focus over the last two years has been to further develop the PMO2000™ Software
as a flexible and efficient tool for managing maintenance strategy.
One of the biggest improvements coupled with PMO2000™ V3 is the back end database. Many of our prolific
users have large volumes of data and require high end performance. Previously the only solution was to have
many databases which created management problems. PMO2000™ V3 can now be set up to operate on MS
SQL server database while continuing to support MS Access databases for the smaller users.
With both of these backend databases, advanced and custom reporting, scalable screens resizing, on-line help,
additional fields for CMMS integration (particularly for SAP R3 users) of schedules are all part of the standard
package.
With PMO2000™ V3 SQL Server comes with additional opportunities for the corporate user. A central database,
strategy sharing, standardised libraries, custom reporting and system control are just a few of the new exciting
features.
Please feel free to contact OMCS International for a demo on 03 9315 0330 or visit www.ReliabilityAssurance.com
for more information.

Leonova Condition Analyser

SPM Instrument AB, Sweden’s Leonova™ Infinity condition Analyser is
faster, lighter and adds many new analysis options, while extending the
range and scope of previous functions. It has a high definition colour
touch screen, based on a Windows® CE platform and enhanced
electronics for multiple HW integrators with the latest 400 MHz Intel®
XScale® processors. The memory can be extended to 4 GB.
Leonova™ Infinity weighs 580 grams [20,5 ounces]. For condition
monitoring, it measures and analyses shocks, vibration, speed,
temperature and analog signals in voltage and current. In addition to
single/dual plane balancing and laser aided machine alignment, options
now include bump test, orbit analysis and run up/coast down vibration
checks. Two channel real time vibration measurement provides the
functionality for root cause analysis.
www.spminstrument.com www.bearingchecker.com

69
 Rockwell Automation’s new Perth office strengthens local presence
Leading industrial automation group, Rockwell Automation, has strengthened its presence in Western Australia
with the unveiling of its new premises in Myaree, Perth. Officially opened in January this year, the new office
allows Rockwell Automation to provide customers in the region with improved services and support.

According to Rockwell Automation Western Australian state manager, Evert Jonker, increased project activity
in the region created the need for the company’s new Western Australian headquarters. “The growth of
pharmaceutical and water/wastewater industries, along with Western Australia’s strong mining, and oil and
gas activity, has seen demand for our services triple over the last three years,” explained Jonker. “The new
office better enables local customers to leverage Rockwell Automation’s global experience in these industries.”
The new premises house an engineering and business development team along with a services department
providing technical and commercial assistance to both local and remote customers. “Western Australia’s
geography presents inherent communication and logistic supply challenges,” said Jonker. “Now with Rockwell
Automation’s new Perth office, our Western Australian clients have improved access to products, services and
training programs.” The company’s industry-renowned training courses, where professional instructors detail
installation, programming and maintenance of Rockwell Automation hardware and software, will now be
presented at the new Perth office throughout the year.

In addition to Rockwell Automation’s value-add services, the new Perth office will continue to support products
crucial to engineering activity in the region. The Allen-Bradley PowerFlex range of medium- and low-voltage
AC variable speed drives, and Rockwell Automation’s ‘Integrated Architecture’ represent the cornerstone of
the company’s activities in Western Australia.

Providing performance-enhancing motor control in an easy-to-use, compact package the PowerFlex range of
AC drives is ideal for mining applications such as incline conveyors, crushers and pumps. The industry-first,
Integrated Architecture from Rockwell Automation, presents a single system for integrated multi-discipline
control, visualisation and information. “Its fully scalable, information-enabled environment presents a flexible
solution to Western Australia’s emerging and established industries, enabling streamlined control system
programming, integration, maintenance and expansion,” explained Jonker. “With our new Perth office
complementing our expansive range of products, Rockwell Automation can better provide tailored engineering
solutions and a more comprehensive service for our Western Australian customers.”
The Rockwell Automation Perth office is now located at: Unit 1, 47 McCoy Street, Myaree WESTERN AUSTRALIA,
6154. Phone: (08) 9317 2750.

SKF XL hybrid bearings eliminate wind turbine generator failure caused by

electrical erosion
SKF has developed a range of hybrid bearings, specially for wind turbine generator applications, that do not
allow the passage of electrical currents. Such currents would lead to electrical erosion of the raceways and
eventual bearing and generator failure. They also tend to break down the structure of the lubricant which also
heavily affects the bearing performance.
Generator repairs are extremely costly because they are located at the top of wind turbines. The location also
makes repairs much more time consuming, and costly, than ground based generator repairs. And once the
generator is damaged, additional losses are incurred because the turbine is not producing electricity.
Using SKF XL hybrid bearings will prevent all this unnecessary cost while contributing to higher turbine utilization
and lower cost/kWh of electricity.
SKF XL hybrid bearings are deep groove ball bearings that have normal steel rings and high-grade silicon nitride
ceramic balls. Silicon nitride is non-conducting so electricity cannot pass through. And so they prevent electrical
erosion at the interface of the balls and the rings that affects steel-on-steel bearings. The new bearings are
available in standard ISO dimensions for the 4 most common bearing sizes for larger generators; bearing bore
diameters from 150 - 180 mm. Because they are ISO dimensioned they can be applied directly to new generator
designs or retrofitted to existing turbines in the field.
The many benefits of SKF XL hybrid bearings will contribute to lower life cycle cost of
the generator and lower total cost of operating the wind turbine.
Mark.Ciechanowicz@skf.com

70
Vibration Transmitter
Wilcoxon Research has expanded its iT series with the release of a new metric iT100M vibration transmitter.
The Intelligent Transmitter converts traditional accelerometer signals to 4-20mA data for use in existing PLC/DCS
networks for condition trending, while still providing a buffered dynamic output for more extensive vibration
analysis.
The iT100M is targeted for Condition Based Monitoring in a variety of applications including: fans, motors,
blowers, compressors, chillers, gear boxes, pumps, reciprocating compressors, cooling towers, gas/steam
turbines and centrifuges.
Each iT transmitter is custom-built to user specifications. Customers specify virtually every feature of the
transmitter at the time of order, including full scale measurements that are now selectable in metric units.
info@reliabilitysystems.com

AGILITY HELPS SHEFFIELD COLLEGE MAKE THE GRADE

"Agility is flexible and straightforward. It is everything I am looking for." Andy Allison, Buildings Manager, Sheffield
College
SoftSols Group, a leading provider of maintenance management software, today announces that further
education provider, The Sheffield College, has purchased its web-based maintenance management system ñ
Agility.
Agility will be used to help Sheffield College maintain an optimum working environment for students, staff and
visitors, across its three city centre sites. With buildings of approximately 65,000sq. m, grounds covering 24
hectares across the three sites, and maintenance expenditure of approximately half a million pounds a year, a
relatively small in-house maintenance staff carries out initial fault-finding and investigations of problems which
come via a helpdesk.
Agility will help the maintenance department at Sheffield College to maximise both performance and resources.
Being able to target problems and eliminate repetitive tasks will save time and money, and the ability to track the
whole process from initial request to rectification will make the maintenance function more accountable to users.
Andy Allison, Buildings Manager at Sheffield College explains: "Obtaining the management information we
needed to measure our effectiveness was difficult. We are confident that Agility will give us immediate visibility
of how well we are performing and responding against key performance indicators and automate reporting. It
is flexible and straightforward to use, and doesn't have complex additional functionality. It is everything I am
looking for in a maintenance management system."
Sheffield College's Estates and Services team assigns the majority of work to external contractors under a
number of manitenance term contracts. Prior to Agility, the efficiency of this process was undermined by a
system which was unable to build an order direct from the helpdesk query, and communicate it to outside parties.
In addition, the maintenance team could not readily identify and track problematic pieces of equipment or easily
analyse how costs were split across sites. It did not have the visibility to efficiently manage its resources, except
by time-consuming manual analysis.
David Hipkin, Managing Director of SoftSols Group concludes: "Sheffield College demonstrates a need which
we are seeing across a number of market sectors, for a straightforward solution which could be tailored to
meet its needs. Agility provides just this, being both simple and intuitive to use and easily configured. Having
the relevant information at your fingertips is a powerful tool in greatly improving productivity and maximising
performance."
www.getagility.co.uk www.getagility.com

New ANALEX® FDM Ferrous Debris Monitor

The ANALEX® FDM is an extremely accurate, self-contained, rugged, bench or portable unit designed for use
in laboratories, on-site or in remote field locations where laboratory analysis is often impractical or impossible.
The FDM provides engineers with a means of ëon-the-spotí measurement of ferrous wear debris in the lubricant
and or grease samples. Such information assists the engineer or laboratory technicians in planning preventative
maintenance programs, and helps ensure informed decision-making when assessing machinery and equipment
condition.
Utilising the latest in Inductive Coil Magnetometry the ANALEX® FDM detects and measures the mass of ferrous
wear debris within a lubricant or grease sample, irrespective of the size of the wear particles present. The result
is displayed in PPM (parts per million). The PPM result can then be trended with accepted linearity over a wide
range of ferrous debris content and particle sizes.

71
 The ANALEX® FDM is designed to detect un-combined ferrous debris in the oil or grease samples taken from
all types of lubricated machinery. With a display resolution of 1ppm and a range of 0-2000ppm the unit is an
extremely useful onsite tool which can provide readings within 10 seconds. Data from each test is stored in
the internal memory, which may then be transferred to a database on a host PC via an RS232 interface. The unit
is supplied ready for use in a protective, portable carrying case.
www.kittiwake.com

Marine Software’s add-on module for Marine Planned Maintenance for Windows
(MPMWin) enabling it to link to RCM’s Mariner Vibration Monitoring System.
RCM Marine’s ‘Mariner’ is a cost effective portable data collector system, which is supplied complete with
vessel specific database, eliminating the need for expensive ship visits by vibration consultants. Its basic design
ensures foolproof operation and precise accurate results. No training is required to use this system and there
is an email facility to obtain remote expert advice should this be necessary.
Marine Software’s Marine Planned Maintenance system is linked to the ‘Mariner’ Software such that individual
PM Job Cards are linked to machines within the ‘Mariner’ database. As the ‘Mariner’ data collector is
downloaded MPMWin automatically acquires the readings, displays the results, creates work instructions for
any corrective action required and adjusts vibration linked maintenance schedules as required.
The vibration linked maintenance job routines have interval periods and next due dates to take readings. As the
‘Mariner’ data collector is downloaded, provided that the readings are within limits, the MPMWin system
schedules the next reading at the normal interval.
Should any reading for a particular machine reach a ‘Mariner’ pre-alarm limit
(typically 70% of the alarm limit), but be below the full alarm setting, the MPMWin Job Card is flagged with an
orange pre-alarm indicator and automatically reduces the normal interval period by half thus requiring more
frequent readings. At the same time it creates a set of work instructions on the PM Job Card to indicate possible
corrective action to reduce the reading.
Any reading at or above the full alarm will immediately flag the PM Job Card with a red alarm indicator and
schedule the next due date to the current date, ensuring that the PM routine stays at due and overdue, appearing
on all due and overdue job lists until corrective action is taken to reduce the reading below the alarm limit.
Due and overdue vibration routines can only be completed within the PM system by downloading a new set of
readings from the RCM data collector.
http://www.marinesoftware.co.uk

72
Maintenance
2006 Seminars
Course One
Planned Maintenance & Maintenance People
The What, When & Who of Maintenance
(For Maintenance & Non Maintenance Personnel)

Course Two
Maintenance Planning, Control & Systems
Maintenance Planning, Maintenance Planners & CMMS/EAM’s

Course Three
Maintenance Management and Asset Management
An Introduction To Maintenance and Asset
Management Activities & Techniques
(For Maintenance & Non Maintenance Personnel)

Attend just one, two or all

three of these one-day courses.

● Major Revisions & Updates for the 2006

Maintenance Seminars
Venues ● Detailed Seminar Slides in Hard Copy
● Plus a CD of Hundreds of Pages of Case PRESENTED BY
Brisbane Studies, Maintenance Related Facts, and Len Bradsha w
19-21 July 2006 Seminar Notes (400mb of Information) ORGANISED BY
● Each seminar provides opportunities to discuss ENGINEERING INFORMATION
Sydney with other practitioners improved ways of TRANSFER PTY LTD
28-30 August 2006 managing and performing maintenance activities AND
THE MAINTENANCE JOURNAL

THE MOST SUCCESSFUL AND MOST

RECOGNISED MAINTENANCE RELATED SEMINARS
★ As well as Maintenance Personnel, why not also send your “Operations Personnel” ★

Download full brochure from, www.maintenancejournal.com

 Please complete this form or email the required details. This form may be photocopied

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 How Good Is Your Maintenance
Data?
• Should your maintenance data be more productive?
• Does your data comply with current standards?
• Are you getting the most out of the data that you already have?
• Would you like to develop better data collection strategies for the
future?

It is widely accepted that good data improves decision making. Problem is many of us distrust our data
quality and we often don’t look at all the opportunities that are lost as a result. Your data is more suited
for decision making than you think, and we can help you improve your data quality immediately by
developing easy strategies for improving data collection.

The Oniqua Maintenance Data Quality Review

The process is not intrusive, we extract data from your current maintenance system, audit your data
quality, enhance your existing data and identify an extensive range of Metrics and KPIs derived from
your data that will immediately highlight areas of potential performance improvement.

Strategies For Improved Data Quality

We can work with you to develop phased strategies for improving data quality, as well as informative sessions
on data priority, use and the benefits of data analysis.

The areas in which we can assist include:

• Equipment/Functional Location (Master) Data - especially for new installations
• RCM Data Uploads
• Bill of Materials and APLs - easy creation and manipulation
• Work History Analysis
• Work Instruction Segregation and Development
• System Conversions

At Oniqua, we keep it simple!

In as little as two weeks, we can provide a detailed data quality review that is not disruptive.
For more information on maintenance data improvement, please visit our website www.oniqua.com.
Established in 1990, Oniqua Pty Ltd is a world leader in the field of Enterprise Analytics, cataloging and
content improvement with head office in Brisbane Australia, and other offices and partners located in
North America, Africa, Europe and Asia.

The focus of solutions and services provided by Oniqua are on asset intensive organization in Mining,
Processing, Energy & Utilities, and Oil & Gas industries, which through the implementations and use of
the Oniqua Analytics Suite combined with content improvement services such as cataloging, will
standardize, analyze and optimize maintenance, inventory and procurement content and activities as
enablers to driving business performance.

The Oniqua Analytics Suite transforms and enriches complex transactional data into a simple integrated
analytic view designed specifically for analysis and decision-making by integrating data from multiple
sources including major ERPs such as SAP and Ellipse.

David Watkins Deryk Anderson

Business Development Manager Product Manager - Maintenance
T: +61 7 3369 5506 T: +61 7 3369 5506
F: +61 7 3369 6772 F: +61 7 3369 6772
M: +61 418 158 491 M: +61 417 873 344
E: david.watkins@oniqua.com E: deryk.anderson@oniqua.com
Maintenance Books
Prices are valid until 1st Oct 2006. All prices are AUSTRALIAN DOLLARS. Prices for Australia Include Postage and GST.
Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$20.

1. MAINTENANCE MANAGEMENT AUDITING - In Search Of Maintenance Management Excellence

Anthony Kelly 2006 328pp $120
Auditing the management of the maintenance of both productive plant and infrastructures. Case studies demonstrate the application of this
procedure to comprehensive audits of several weeks duration, to ëfingerprint’ audits taking perhaps a day or so, and to benchmarking exercises.
Contains a questionnaire of over 1000 questions that is based on the ideas and concepts of business centered maintenance.
2. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime
Steven Borris 2006 448pp $210
With 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.
3. PRODUCTION SPARE PARTS - Optimizing the MRO Inventory Assets
Eugene C Moncrief 2006 307pp $110
Spare 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.
4. IMPROVING EQUIPMENT PERFORMANCE - Reliability and Maintainability of Tooling & Equipment
Mark A Morris 2006 288pp $110
This book contains essential information necessary to achieve improvements in reliability and maintainability to support cost-effective and
competitive processes. It addresses the needs of the manufacturing community, suppliers, and their component suppliers. People who buy
machines, or build machines, or use machines, or make machinery components, will benefit greatly from the information in this book.
5. MANAGING FACTORY MAINTENANCE 2nd Ed
Joel Levitt 2005 320pp $110
This second edition tells the story of maintenance management in factory settings. . World Class Maintenance Management revisited and revised,
evaluating current maintenance practices, quality improvement, maintenance processes, maintenance process aids, maintenance strategies,
maintenance interfaces, and personal development and personnel development.
6. THE MAINTENANCE SCORECARD - Creating Strategic Advantage
Daryl Mather 2005 257pp $110
Provides 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.
7. RELIABILITY CENTRED MAINTENANCE - Implementation Made Simple
Neil Bloom 2005 448pp $175
This book introduces innovative approaches to simplify implementing and managing the RCM process and shows Plant, Mechanical, and
Maintenance Engineers how to: Identify systems functions, functional failures, and the consequences of those failures. Understand how to
functionally analyze a system. Identify Run-to-Failure components and their limitations. Understand hidden failure modes.
8. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE
Stephen J Thomas 2005 356pp $115
This 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.
9. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE
Scheffer & Girdhar 2004 272pp $135
Develop and apply a predictive maintenance regime for machinery based on the latest vibration analysis and fault rectification techniques.
Build a working knowledge of the detection, location and diagnosis of faults in rotating and reciprocating machinery using vibration analysis.
Gain an understanding of the latest techniques of predictive maintenance including oil and particle analysis, ultrasound & thermography.
10. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share
R Smith & B Hawkins 2004 304pp $125
This 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 ëLean’ as their mode of operation.
11. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES
Joel Levitt 2004 208pp $110
Brings together the issues of maintenance planning, project management, logistics, contracting, and accounting for shutdowns. Includes hundreds
of shutdown ideas gleaned from experts worldwide. Contains procedures and strategies that will improve your current shutdown planning and
execution.
12. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies for Optimizing Performance
V Narayan 2004 288pp $110
Providing 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.
13. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed
Bloch & Geitner 2004 650pp $250
The 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 machiner y. This book was the first and is still the best in its field.
14. LEAN TPM - A blueprint For Change
S McCarthy & Rich 2004 224pp $170
Lean TPM accelerates the benefits of continuous improvement activities by challenging wasteful working practices, releasing the potential of the
workforce, targeting effectiveness and making processes work as planned. Unites world-class manufacturing, Lean Thinking and Total Productive
Maintenance [TPM]; Shows how to achieve zero breakdowns; Delivers benefit from continuous improvement activities quickly.
15. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd Ed
Terry Wireman 2004 288pp $110
While 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.
16. RELIABILITY DATA HANDBOOK
Robert Moss 2004 320pp $275
Focusing 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.
17. ENGINEERING DISASTERS - Lessons To Be Learned
Don Lawson 2004 272pp $255
Thoroughly researched accounts of well known disasters and failures and draws out the lessons to be learned in each case. Engineers have to take
into account all the potential failures of people, including other engineers, as well as failures of equipment and materials. Design engineering is a
structured process using both art and science to create new or improved products and building on experience.
18. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS - Pressure Vessels & Mechanical Plant
Clifford Matthews 2003 690pp $430
This comprehensive volume gives detailed coverage of pressure equipment and other mechanical plant such as cranes and rotating equipment.
There is a good deal of emphasis on the compliance [UK standards] aspects and the duty of care requirements placed on plant owners, operators,
and inspectors.
19. COMPUTERIZED WORK MANAGEMENT SYSTEMS FOR UTILITY & PLANT OPERATIONS
Roop Lutchman 2003 207pp $180
The author demonstrates step-by-step the justification, selection, and implementation of CWM systems. The book gives managers the know-how to
make the right decisions in applying CWMS techniques. Case studies and troubleshooting guidelines are included for managers and maintenance
professionals in water, wastewater, electrical generation, solid waste, and other public facilities.
20. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT
Terry Wireman 2003 228pp $110
This book will provide users with all the necessary tools to be successful in benchmarking maintenance management. It presents a logical step-by-
step methodology that will enable a company to conduct a cost-effective benchmarking effort. It presents an overview of the benchmarking process,
a self analysis, and a database of the results of more than 100 companies that have used the analysis.
21. RCM - GATEWAY TO WORLD CLASS MAINTENANCE
A Smith & G Hinchcliffe 2003 337pp $125
Includes 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 ëcenter for profit’. It provides valuable insights into preventive maintenance practices and issues.
22. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide
R Smith, R K Mobley 2003 537pp $100
The 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.
23. MAINTAINABILITY, AVAILABILITY & OPERATIONAL READINESS ENGINEERING HANDBOOK - Volume 1
Dimitri B Kececioglu 2002 803pp $230
Preventive maintenance engineering can significantly contribute to productivity and cost-reduction in any industry dependent upon machinery and
equipment. Once equipment has been purchased, anywhere from four to forty times its purchase price may be spent on maintenance and repairs.
The ability to monitor, quantify, and predict maintenance needs ensures the highest equipment availability at the lowest cost.
24. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd Ed
Keith Mobley 2002 337pp $190
This 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.
25. MAINTENANCE PLANNING, SCHEDULING & COORDINATION
Dan Nyman and Joel Levitt 2001 228pp $130
Planning, 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.
26. COMPUTER-MANAGED MAINTENANCE SYSTEMS 2nd Ed
Mobley and Cato 2001 200pp $150
A comprehensive, practical guide that covers selection, justification, and implementation of an effective CMMS in any facility. In this new edition,
the authors have added a chapter specifically on the latest technology, Application Service Providers [ASPs], that has revolutionized the way
computer- managed maintenance systems are used and the benefits they can offer to a business.
27. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed
David Smith 2001 336pp $145
Reliability, 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.
28. ASSET MANAGEMENT AND MAINTENANCE - THE CD
Nicholas A Hastings 2000 820 slides $190
Asset 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.
29. ENGINEERING MAINTAINABILITY - How To Design For Reliability & Easy Maintenance
B S Dhillon 1999 254pp $215
Maintainability 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.
30. ROOT CAUSE FAILURE ANALYSIS
R Keith Mobley 1999 333pp $195
The concepts needed to effectively perform industrial troubleshooting investigations. The methodology to perform Root Cause Failure Analysis
[RCFA] It also includes detailed equipment design and troubleshooting guidelines, which are needed to perform RCFA analysis on machinery found in
most production facilities. This information will be invaluable to maintenance and plant managers.
31. TURNAROUND MANAGEMENT
Tom Lenahan 1999 183pp $180
This text looks at those unique aspects of turnaround management. Initiating the turnaround; validating the work scope; pre-shutdown work;
contractor packages; planning the turn a round; the turn a round organization; site logistics; the cost profile; the safety plan; the quality plan; the
communications package; executing the turnaround; terminating the turnaround.
32. MAINTENANCE PLANNING & SCHEDULING MANUAL
Richard D Palmer 1999 400pp $210
This text enables maintenance managers and maintenance planners to dramatically improve the productivity of their maintenance plan; Identifies
the six basic principles of planning and the six associated principles of scheduling; Provides how-to information on implementing a planning
function, using work orders, and performing in-house work sampling. An excellent hands-on text.
33. HANDBOOK OF MAINTENANCE MANAGEMENT
Joel Levitt 1997 476pp $180
This unusually comprehensive book is designed as a complete survey of the field for students or maintenance professionals, as an introduction to
maintenance for non maintenance people, as a review of the most advanced thinking in maintenance management, as a manual for cost reduction, a
primer for the stockroom, and as an element of a training regime for new supervisors, managers and planners.
34. RELIABILITY CENTRED MAINTENANCE 2nd Ed
John Moubray 1997 448pp $165
Reliability-centred maintenance is a process used to determine, systematically and scientifically, what must be done to ensure that physical assets
continue to do what their users want them to do and is widely recognized by maintenance professionals as the most cost-effective way to develop
world-class maintenance strategies. The second edition has been comprehensively revised to incorporate more than 100 pages of new material on
condition monitoring, the analysis of functions and failures, human error, the management of risk.

Condition Monitoring Standards Volume I, II & III

The CMS documents (color pictures) explain the condition monitoring actions as well as why and how each of these tasks should be executed. Each
CMS contains brief inspection points, detailed instructions and suggested intervals.
35. CONDITION MONITORING STANDARDS VOLUME 1
Torbjorn Idhammar 2001 124pp [Colour] $330
CMS: 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
36. CONDITION MONITORING STANDARDS VOLUME II
Torbjorn Idhammar 2001 130pp [Colour] $330
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
Thermodynamic; Valve with Actuator.
37. CONDITION MONITORING STANDARDS VOLUME III
Torbjorn Idhammar 2003 115pp [Colour] $330
CMS: Universal Joint; Rope Sheaves; Regulator - Air; Pump - Progressive Cavity; Blower - Rotary Lobe; Belt - Cog; Brake Disc; Bolts and Nuts;
Cylinder - Air; Pump - Diaphragm; Motor DC; Valve; Clutch Centrifugal; Expansion Joint; Coupling - Fluid; Cylinder Hydraulic; Bearing - Oil Cooled;
Hydraulic Motors; Pump - Multistage; Governor; Pneumatic Filter; Piping and Pipe Hangers; Steam Turbine [Small].
 Maintenance Books - ORDER FORM
Prices are valid until 1st Oct 2006. All prices are AUSTRALIAN DOLLARS. Prices for Australia Include Postage and GST.
Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$20
Engineering Information Transfer P/L, 7 Drake Street, Mornington, Vic 3931 Australia Ph: 03 5975 0083 Fax: 03 5975 5735
Email: mail@maintenancejournal.com Web: www.maintenancejournal.com Please indicate quantity required.

Item Title QTY Aus$

1. MAINTENANCE MANAGEMENT AUDITING - In Search Of Maintenance Management Excellence $120
2. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime $210
3. PRODUCTION SPARE PARTS - Optimizing the MRO Inventory Assets $110
4. IMPROVING EQUIPMENT PERFORMANCE - Reliability and Maintainability of Tooling & Equipment $110
5. MANAGING FACTORY MAINTENANCE 2nd Ed $110
6. THE MAINTENANCE SCORECARD - Creating Strategic Advantage $110
7. RELIABILITY CENTRED MAINTENANCE - Implementation Made Simple $175
8. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE $115
9. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE $135
10. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share $125
11. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES $110
12. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies $110
13. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed $250
14. LEAN TPM - A blueprint For Change $170
15. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd Ed $110
16. RELIABILITY DATA HANDBOOK $275
17. ENGINEERING DISASTERS - Lessons To Be Learned $255
18. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS - Mechanical Plant $430
19. COMPUTERIZED WORK MANAGEMENT SYSTEMS FOR UTILITY & PLANT OPERATIONS $180
20. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT $110
21. RCM - GATEWAY TO WORLD CLASS MAINTENANCE $125
22. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide $100
23. MAINTAINABILITY, AVAILABILITY & OPERATIONAL READINESS ENGINEERING HANDBOOK $230
24. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd Ed $190
25. MAINTENANCE PLANNING, SCHEDULING & COORDINATION $130
26. COMPUTER-MANAGED MAINTENANCE SYSTEMS 2nd Ed $150
27. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed $145
28. ASSET MANAGEMENT AND MAINTENANCE - THE CD $190
29. ENGINEERING MAINTAINABILITY - How To Design For Reliability & Easy Maintenance $215
30. ROOT CAUSE FAILURE ANALYSIS $195
31. TURNAROUND MANAGEMENT $180
32. MAINTENANCE PLANNING & SCHEDULING MANUAL $210
33. HANDBOOK OF MAINTENANCE MANAGEMENT $180
34. RELIABILITY CENTRED MAINTENANCE 2nd Ed $165
35. CONDITION MONITORING STANDARDS VOLUME 1 $330
36. CONDITION MONITORING STANDARDS VOLUME II $330
37. CONDITION MONITORING STANDARDS VOLUME III $330

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