AMMJ October 2008

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Description QLD VIC WA NSW
Seminars Go
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AMMJ Contents
Asset Management and Maintenance Journal
October 2008
Best Practice Maintenance Planning 8

Mike Killick and Gary Thomas (New Zealand)
Why Do We Need A Computerised Maintenance 14

Management System
Third City Solutions (Australia)
Total Productive Maintenance - The Pinch and Point 20

Solution for Lean Manufacturing
Peter Willmott (UK)
2008 Listing Of Special Maintenance 26

Applications Software
Len Bradshaw (Australia)
Work Priority – The Relative Ranking of Importance 36

John Reeve (USA)
What Is Equipment Reliability 42

And How Do You Get It?
Mike Sondalini, Howard Witt (Australia)
A World Class Approach To 46

Asset Management
Rohit Banerji (UK) Advance
Inventory Control Strategy 56 your career
Study For Airlines
Supanee Arthasartsri, He Ren (Australia) and company
Maintenance News 62
Subscription Form 66
Equip yourself and your staff via our proven off-campus learning
programs in Maintenance Management and Reliability
COVER SHOT: Engineering: masters, graduate diploma and graduate
certificates.
The cover shot for this issue is provided
‘Our mill will save $US84,000 as an outcome from studying
by WorkSafe Victoria. The image created
just one Monash unit’. Perry Pearman, Ponderay Newsprint,
by the text shows a WorkSafe Inspector. Washington State.
The text used describes typical faults
Applications now open for commencement in 2009.
found during WorkSafe inspections.
How many times does “maintenance” or For details contact: mre@sci.monash.edu.au
“maintained” appear? call +61 3 5122 6431 fax +61 3 5122 6738
or visit www.gippsland.monash.edu/science/mre
Maintenance is a critical factor in
creating a safe workplace.
pm Optimisation &
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method Training Courses
LEARn HOW TO HALVE yOUR mAInTEnAnCE
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courses can
be undertaken TWO dAy pUbLIC TRAInIng WORkSHOp:
in Ms excel
or our purpose This fast pace course is designed to assist delegates to develop an understanding
built software of how to rationalise and review, or create effective maintenance strategies and
packages approach defect elimination in a methodical manner.
The course will emphasise the pm Optimisation methodology, which is an RCM
based approach to maintenance analysis designed for existing plant or new
plant that has vendor generated maintenance programs.
This course is the result of over a decade of consultation and successful
implementation programs with leading local and international companies
The course provides a combination of theoretical concepts bedded in with a
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This course was rated Number 1 at RCM2008 Conference in Las Vegas this year.
THE COURSE WILL COVER: ExpECTEd OUTCOmES:

• The concepts of Reliability Centred • New way of looking at maintenance
Maintenance, Planned Maintenance activities
Optimisation, data collection and • Understand the principles of PMO
defect elimination.
• Understand how to reduce maintenance
• The nine steps of PM Optimisation in detail downtime using PMO and Reliability
• People and management issues related Assurance Methods.
to introducing PM Optimisation into
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• A number of industry case studies in detail.
• Where to find the quick hits that are so
important, and
For further information on course venues
and dates please contact our office on
• How to engage all those people who are
indirectly involved in the maintenance +61 3 9315 0330 or visit our website
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AMMJ
ISSN 1835-789X (Print)
ISSN 1835-7903 (Online)
A journal for all those interested in the maintenance, asset management,

monitoring, servicing and management of plant, equipment, buildings, facilities
and infrastructure.
Copyright:
Volume 21, No 4 This publication is copyright. No part of
October 2008 it may be reproduced, stored in a
retrieval system or transmitted in any
Published by:
form by any means, including electronic,
Engineering Information Transfer Pty Ltd
mechanical, photocopying, recording or
Publisher and Managing Editor: otherwise, without the prior written
Len Bradshaw permission of the publisher.
Publishing Dates: For all Enquiries Contact:
Published in February, April, July and October. Engineering Information Transfer Pty Ltd
Material Submitted: PO Box 703, Mornington,
Engineering Information Transfer Pty Ltd accept Victoria 3931, Australia
no responsibility for statements made or opinions Phone: (03) 5975 0083,
expressed in articles, features, submitted advertising, Fax: (03) 5975 5735,
advertising inserts and any other editorial E-mail: mail@maintenancejournal.com
contributions. Web Site: www.maintenancejournal.com
Submission of Articles or News

* Do you wish to contribute maintenance articles, news or papers to the AMMJ?
* Do you have something to say?
* Is your company engaged in asset management and maintenance activities of interest to our readers?
See our website at www.maintenancejournal.com for details of how to submit your articles or news
Best Practice Maintenance
Planning
Mike Killick, OpEx Management Ltd (New Zealand)
Gary Thomas, OpEx Services Ltd
Three key principles in best practice maintenance planning will be introduced within this article – those
being “The Maintenance Planning Framework”; “The Shut Calendar”, and; “The Planners Plan”. These
three vital “tools” should be within any Maintenance Planners “toolbox”.
Introduction to Planning and Scheduling of Major Maintenance Activities
The most demanding call on maintenance resources comes when a plant or facility is shutdown for
an extended period of time for scheduled maintenance. Usually a large complement of work must be
scheduled into a relatively short period of time. Work schedules may have to be modified. Special
equipment may have to be rented. Contractors may have to be hired to fill additional labour requirements
and special needs.
Scheduled shutdowns provide unique opportunities to a maintenance department not normally available
during standard operation or even during short shutdown periods. Lost capacity can be restored to
an overtaxed facility during an extended shutdown. Major equipment overhauls can be performed to
help prevent future unscheduled shutdowns. Government mandated inspections and repairs can be
accomplished during a shutdown, bringing a plant into better state of compliance.
In order to achieve the above and ensure that the maintenance activities are completed efficiently and
effectively, maintenance planning needs to be well structured. Based on this, the main objectives and
functions of maintenance planning should be focussed on ensuring that:
• Proactive preventative maintenance tasks are adequately planned, scheduled and
implemented in accordance with Business Centred Maintenance.
• All maintenance activities that improve the reliability and availability of the operating
equipment are completed on time.
• All maintenance activities are undertaken in a planned and proactive manner which
increases / optimises the productivity of the maintenance personnel.
• All resources are readily available at the right time to allow maintenance to be completed
in accordance with the maintenance plan.
• All personnel are adequately informed about what maintenance tasks are to be completed,
when this is to occur and on what equipment.
• Information is appropriately captured and recorded to allow maintenance personnel to
make informed and accurate decisions about what maintenance needs to be performed,
and when to perform this so that the operating equipment meets the needs of the production
department in a timely and cost effective manner.
Alternatively, maintenance planning can be referred to as ensuring that the maintenance activities are
completed at the right time, in the right manner, with the right tools and the right skilled resources
– that is, it is all about ensuring that it is “done right the first time”. This can be further simplified
in terms of the role / function that must be provided / undertaken by the Maintenance Planner in
order to ensure that the maintenance activity / job is “done right the first time” (refer to Figure 1 ).
Right Right Right Right Right

Information People Materials Tools Permission
Right Right
The Maintenance Job
Procedure Timing
Follow-up
Analysis and Improvements
Figure 1 – The Role of the Maintenance Planner

AMMJ 20th ANNIVERSARY YEAR
Figure 2 – Maintenance Planning Framework

12 Best Practice Maintenance Planning
“The Maintenance Planning Framework”

For the Maintenance Planner to be able to achieve his / her role objectives on a consistent and
sustainable basis, certain business processes (“rules”) have to be put in place which ensures that all
future maintenance activities are captured via a consistent process and within a common system.
To achieve this, a maintenance organisation has to first implement a Work Order Management System
which comprises two key elements – those being a formal (i.e. written / documented) Maintenance
Planning Policy (the “consistent process”) and a Computerised Maintenance Management System
(CMMS – the “common system”).
The CMMS is typically seen as the “silver bullet” to maintenance planning, but the CMMS is really no
different to a vibration analysis probe – if you don’t know how to use it to capture the right vibration
readings, and then you don’t know how to analyse the information captured, then the activity and
results are meaningless.
Therefore to ensure that the common system / tool is correctly used to capture and utilise the
information (i.e. plan the work), a consistently applied process must be developed and implemented.
Such a process is represented within Figure 2 which details a Maintenance Planning Framework (a
high level representation of a Maintenance Planning Policy).
This diagram highlights the interplay between Maintenance Planning and other key maintenance
management strategies / techniques, namely the Preventative Maintenance Programme, the Asset
Criticality Rating process, Inventory Management Policy and the CMMS application.
Further to this, the day-to-day communication process between the Engineering Services Department
and the Production Department is outlined to indicate the importance of communication to improve
the ability of implementing the maintenance schedule in such a way that reduces the impact on the
production plan.
From this high level Maintenance Planning Framework, a specific and detailed maintenance planning
business processes can then be developed and implemented in the form of a Maintenance Planning
Policy – it is from this policy document that the Maintenance Planner will then be guided as to how
maintenance planning is undertaken to ensure that the maintenance activity / job is “done right the
first time”.
“The Shut Calendar”
Once the Maintenance Planning Framework (and policy) has been developed and implemented,
to make the Maintenance Planners role easier (and in factor all those involved in asset reliability
activities), the Planner needs to know when the assets will be available for maintenance activities
that require a specific operational shutdown. Without this knowledge, the Maintenance Planner and
Maintenance Technicians are not able to make informed decisions around when specific maintenance
activities can be completed.
To overcome this and allow the scheduling of regular maintenance shut windows, a timeline of
predefined asset shutdown periods needs to be developed and agreed to by both the maintenance
and production departments. “The Shut Calendar” (refer to Figure 3) provides the Maintenance
Planner the “tool” to develop the weekly maintenance plans based on this formal Shut Calendar.
The concept and purpose associated with the Shut Calendar can be described as providing all
personnel involved in asset maintenance (either directly or indirectly) with a tool from which they can
then plan and schedule the maintenance activities. This is possible as the Shut Calendar:
• Provides the Maintenance Department a timetable of planned and schedule asset shutdown
periods as agreed to between maintenance and production.
• Provides the Maintenance Planner a detailed asset shutdown schedule that can be used
for scheduling / grouping together both Preventative and Corrective Maintenance tasks that
require an asset shutdown.
• Gives the Maintenance Technicians who are responsible for the maintenance of the asset a
level of certainty that scheduled times have been allocated whereby they are able to physically
get their “hands on” the equipment to undertake the necessary maintenance activities.

• Provides the Maintenance Technicians with known and agreed dates for which they can “baby sit” the
asset through to in order undertake the proper repair rather than the “band-aid” repair.
• Allows the inventory levels within the Engineering Stores to be optimised as improved inventory
requirements will be known in advance to the physical maintenance activity occurring.
Without such agreed asset shutdown periods, effective maintenance planning, scheduling and activity
completion is not possible within a proactive environment. If maintenance personnel do not know when
assets will be coming off-line they will continually operate within a state of reactive maintenance.
Figure 3 – The Shut Calendar
2008
January to June
January Mon Tue Wed Thur Fri Sat Sun

Wk1 NEW Y 1 NEW Y 2 3 4 5 6
Wk2 7 8 FIN1 9 CRD2 10 DHS1 11 12 13
Wk3 BLN1 14 CRD3 15 FIN2 16 CRD4 17 DHS2 18 19 20
Wk5 BLN3 28 CRD7 29 FIN4 30 CRD8 31
February Mon Tue Wed Thur Fri Sat Sun

Wk5 1 2 3
Wk6 4 5W AITANGI 6 CRD2 7 DHS1 8 9 10
Wk9 BLN3 25 CRD7 26 FIN3 27 CRD8 28 29
March Mon Tue Wed Thur Fri Sat Sun

Wk9 1 2
Wk10 3 CRD2 4 FIN4 5 CRD3 6 DHS1 7 8 9
Wk12 BLN2 17 CRD6 18 FIN1 19 CRD7 20 G/FRI 21 22 23
Wk13 E/MON 24 CRD8 25 FIN2 26 27 DHS3 28 29 30
Wk14 BLN3 31
April Mon Tue Wed Thur Fri Sat Sun

Wk14 1 FIN3 2 CRD2 3 DHS1 4 5 6
Wk15 7 CRD3 8 FIN4 9 CRD4 10 DHS2 11 12 13
Wk17 BLN2 21 CRD7 22 FIN1 23 CRD8 24 ANZAC 25 26 27
Wk18 BLN3 28 29 FIN2 30
May Mon Tue Wed Thur Fri Sat Sun

Wk18 1 2 3 4
Wk19 5 CRD2 6 FIN3 7 CRD3 8 DHS1 9 10 11
Wk22 BLN3 26 CRD8 27 FIN1 28 29 30 31
June Mon Tue Wed Thur Fri Sat Sun

Wk22 1
Wk23Q/BDAY 2 3 FIN2 4 CRD2 5 DHS1 6 7 8
Wk26 BLN3 23 CRD7 24 FIN5 25 CRD8 26 27 28 29
Wk27 30
FINISHING CARDING BLENDING

Winder 1, Twister 1, Superba 1 FIN1 Card 2 CRD2 L1, BE1, B1 & B2, F1 Tube Sw & Telescopes BLN1
Winder 2, Twister 2 FIN2 Card 3 CRD3 L2, BE2, B4 & B5, F2, P2 BLN2
Winder 3, Twister 3, Superba 2 FIN3 Card 4 CRD4 P1, B, Outfeed Convyors, Com Tube Sw BLN3
Schlafhorst. Twister 4 FIN4 Card 5 CRD5
Winder 4. Twister 5 FIN5 Card 6 CRD6 DYE HOUSE
Card 7 CRD7 Andar Loader, Drum Drier, Obermier 1 DHS1
Card 8 CRD8 Unidrier, Obermier 2, Longclose DHS2
Card 8 CRD8 Obermier 3, ATYC2 DHS3
XMAS XMAS
Vol 21 No 2 AMMJ
14 Best Practice Maintenance Planning
“The Planners Plan”

“How can a Maintenance Planner plan if the Maintenance Planner does not have a plan for planning?”
The answer to this question is very simple – “very difficultly”.
Further to this, if you are the Maintenance Manager and / or business owner and you have good
maintenance planning in place at present as a result of having a good Maintenance Planner who
“just knows how to plan” – then how effective would your maintenance department / business be if
that Planner were to leave?
Without the above systems, processes and tools being in place, again, the planning would be
difficult.
Therefore to ensure that effective maintenance planning is not solely relying on an individual /
employee, the concept of “The Planners Plan” has to be implemented. The Planners Plan is exactly
that, it is a detailed plan that:
• Specifies what must be done by the Maintenance Planner and when it must be done by.
• Specifies what communication meetings have to occur, who is involved in these and when
they are to occur in order to ensure an accurate and realistic maintenance plan is
developed.
• Ensures the Maintenance Planner is capturing / aware of what maintenance activities have to
be completed, and when these should be completed.
The Planners Plan is a weekly time management plan / schedule that outlines the “week in the life”
of the Maintenance Planner. This detailed plan clearly outlines the tasks / activities / meetings that
have to be completed / undertaken in order for the Maintenance Planner to develop the maintenance
plan for issuing and implementing during the following week. An example of the “Planners Plan” is
shown in Figure 4.
Figure 4 – The Planners Plan

In Conclusion
For a maintenance organisation to be an efficient and effective organisation which contributes to the bottom-
line performance of the business, it must develop and implement systems and processes that are based
around the principles of Business Centred Maintenance.
This discussion papers has introduced the concept of three key principles – those being the Maintenance
Planning Framework; the Shut Calendar, and; the Planners Plan. A maintenance organisation that implements
these three key principles and then combines these with a Maintenance Planner who is passionate about
maintenance planning, is business process focussed and who utilises the available information, facts and
figures, will be a considerable way along the path towards achieving a state of “Maintenance Excellence”.
Without such formal systems and processes, such a state will not be achievable. Or if it has been achieved,
it is unlikely that it will be sustainable. Therefore based on the content of this discussion paper, OpEx poses
these questions to all readers of this paper:
• How do your maintenance planning processes stack up?
• Is your maintenance planning effective?
• If not, do you have the above three key principles in place?
• If not and if you had these in place, would you be able to remove the barriers / eliminate
the issues that are preventing you from achieving effective maintenance planning?
On this note, OpEx leaves you with this parting thought from one of the worlds leading management experts,
Peter Drucker. Consider this thought with your current maintenance planning processes and then consider
how they “stack-up” with the content of this paper.
“There is nothing more wasteful than becoming highly efficient at doing the wrong thing.”
Email: mike.killick@opexgroup.biz Email: gary.thomas@opexgroup.biz
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Why Do We Need A CMMS
Third City Solutions Pty Ltd, www.thirdcitysolutions.com
Why do we need a Computerised Maintenance Management System (CMMS):
CMMS Contribution To Operational Health & Safety
Well maintained plant, equipment, buildings and services contribute to improved OHS performance
– (eg. Fewer injuries/illnesses due to equipment failures)
Records must be kept and be easily accessible when required. Keeping them electronically is a way of
presenting data quickly and efficiently. If jobs that need to be done are not documented and logged they
only have lip service in the eyes of the law. You must have documented proof that work was carried out
on time and by a qualified person.
Monitoring what is happening in the workplace: Are staff tampering with safety equipment? Are
technicians patching up instead of fixing assets properly? We can record this type of work and keep
track of the call backs and repeat work.
If something was to occur, an equipment failure or an incident, who is the first person to be interviewed?
Why did the failure occur? And what steps are in place to prevent this from occurring again, and the
ability to keep the asset in safe working condition all at the same time as ensuring the correct qualified
person is doing the job.
Think about some of the cases that have occurred around Australia and the world for that matter.
Whenever an incident occurs resulting in an injury or death, State Work Safe Authorities will investigate,
the victim may sue and it all comes back to how accurate your records are when giving evidence in
defence.
An example occurred recently where someone was injured whilst at work. In this industry, ladders were
a very important item of equipment and the Safety Authority states clearly that this and other equipment
must be inspected regularly. He had fallen off a defective ladder and was awarded a large amount
of money. The company thought they did everything ok. The person carrying out the inspection was
a qualified person trained in this area, he had been accredited within the past 12 months after more
intensive training. The records clearly showed that he performed the inspection on a given date that was
within the required period for inspection and testing.
Records showed date, time and by who. The ruling was, as the “Instructions were not visible on the job”
he was awarded the payout. It was just a simple matter of putting a few lines on the job as to where he
could find the document relating to the necessary standard or procedure or even have them printed as
part of the job.
When using a CMMS it is easy to add these items into the templates that are used for these inspections
and services. Standards and frequency of inspections may change and by having them set-up in the
CMMS, updating and improving your future records is not a burden as it is centralised and easy to
access.
Quick Reference On Asset Information
You should have the ability to quickly get to any information about the asset. You should be able to have
access to the jobs that have been completed and still outstanding, as well as all the details that go with
those jobs.
Reporting
Reporting is a very important part of using a CMMS. We want to get the information out as quickly and
accurately as possible. This is achieved by ensuring the data going in is correct and by having reports
that tell you what you need to see. The capability of filtering these reports is also important so not to
have too much information. Sometimes the one report that can be filtered different ways produces the
same information.

Why Do We Need A CMMS 17
17
But Contractors Do It
This is an area that gets me going because it’s the old buck pass. It makes no difference if the contactor
does it or your own in-house staff; it is still a requirement to have this work recorded into a system that can
be referred to if and when required.
What would happen if the company that was performing the inspection of your assets went broke, or sold up?
You may not get your records apart from the service sheet that is signed by someone in the department and
then filed away in the filing cabinet. Having this work performed by an outside contract still requires it to be
logged and what better place than the CMMS. Have the contractor trained in the system and he can enter it in
directly. Let the CMMS generate the jobs/inspections and then hand it to them when they sign in for work.
You are still required to follow up and make sure this work is performed correctly. I was asked to set-up a
system in a 5 star hotel, they had just spent millions of dollars making the front of house look great, which it
did, only trouble is there was no way any of the air conditioning could have been serviced as there was no
access points to the Fan Coil Units. It was 18 months and the dust that had built up in the duct and filter in the
guest rooms was terrible. Another example was the kitchen exhaust ducts that need to be inspected every
3 months and cleaned when required. No use just doing what you see from the ground. We found fuse links
that had been broken and the shutters held open with 2x2. Having this recorded by the contracter will ensure
it is repaired and documented; having it followed up on is a must.
Budget Assistance
We use the CMMS to assist in the preparation of the next budget. Tracking the jobs, the costs etc: by asset
and the workers who carried out the work, we have at our finger tips the ability to put together a structure for
the budget. This helps in asset purchase requirements and resource requirements. Whether this be in-house
or contract labour, and the amount of inventory to stock. Keeping this to a minimum and ordering just in time
will see a savings in material.
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18 Why Do We Need A CMMS
What is a CMMS
A CMMS (Computerised Maintenance Management System) is designed for implementing programmed

Preventative Maintenance for your company’s assets – its buildings, services for plant/equipment
and can be tailored to be used for Inspections, Test and Tag of electrical equipment/leads, Regular
Servicing, Rebuilds and Repairs. When setup correctly a CMMS is a powerful tool that will assist in
scheduling and monitoring jobs, budgeting, and preparing life cycle analysis for plant and equipment
and scheduling of work for staff and contractors.
It’s a Tool
• It is not your anchor to a desk, where you must continually update the system all day.
• A system structured correctly will not require a lot of attention by the manager.
• Having a small amount of good information is better than not having any.
Assists in Scheduling
• Having the jobs created in a system will allow for ease of scheduling.
• Save time and money by knowing what is happening where
• Easy to move jobs around or to assign to workers.
• Simple reports showing what’s due, who is doing it and when.
Recording Work
• Record the work that is being done.
• Record journals during the life of a job. If a job is extended over a period of
days/weeks then keeping up to date with this should be recorded.
• Who did it, when it was done and how long it took?
• What spare parts did they use?
Cost Capturing
• How much did the labour component cost?
• How much and how many inventory items?
• Total cost for the asset by a number of different methods
Inventory Control
• What parts do you stock?
• Current stock on hand and value
• Reorder points
• Preferred supplier and costs
What do I get for my money
Benefits
• A CMMS helps your business cut costs while maximising the value of your investments
in infrastructure and people.
• Improve competitiveness.
• Minimise downtime by using a CMMS to schedule the preventive maintenance and

Safety Inspections of your assets. Reduced downtime means reduced costs and greater
output achieving a significant ROI (Return on Investment) for a CMMS.

• Electronically record history of all maintenance work/inspections carried out on plant

and equipment and facilities ensuring accurate records are kept for occupational health
and safety reasons.
• Use a CMMS to help budget for maintenance and repair costs by analysing previous
period’s costs (actuals versus estimates) and projected costs (labour and materials) for
upcoming maintenance.
• Save time looking for spare parts and materials by setting up your inventory in a CMMS
maintenance software. A CMMS provides a quick reference for location, stock on hand
and other important information.
• A CMMS helps you to devote more maintenance man-hours to preventative maintenance

or planned maintenance inspections rather than to unplanned/breakdown work.
When these systems are implemented correctly, with procedures for staff to follow, they have an excellent
ROI. It is not about just buying the software where the cost is. The budget needs to include the data
collecting, data entry, maintenance procedure development and entering and then triggering so the system
will automatically activate jobs when due.
This can be accomplished by your in-house staff or the use of consultants that specialise in this area.
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20 Why Do We Need A CMMS
Choosing a CMMS
Selecting a CMMS is just as important as using any other tool that is required to do a job. If all you are
going to do is record history on assets then you do not need to spend hundreds of thousands of dollars
buying the system that links into the mainframe finance system, or any other of the features that these
systems can have.
It is important to select a system that will do what is required, but also will allow for growth as your
requirements grow.
Having the data available on PDA’s is important so when inspections are being performed they are
recorded directly into the device for upload either wirelessly or via a cradle. PDA applications come
in all sorts of configuration but the ability to cross reference modules, like in the main program, is
an advantage. By this I mean if when doing an inspection you notice that the asset is in need of
more repairs than you can perform yourself, then having the ability to create a Job manually in the
device without leaving the inspection module saves time and effort. It will also do away with the “I’ll
create it later” and then it is forgotten. There are PDA CMMS systems that allow the job to be created
automatically when the asset is in need of repair as you perform the inspection.
Having too many people involved in the process can over complicate things. Just stick to the key players.
The maintenance manager should be working with IT to ensure an adequate system is selected, and
sits well on the companies system. By this I mean we sometimes get tied up trying to find a system that
will do everything we need, and also what finance needs, and then we want to add other modules on
to it, ----- and so on. These are all legitimate areas of concern but all lead to spending too much time
looking for a CMMS when that could be used for data collecting and data entry.
Remember, if in the future your company goes to an enterprise system, then it is a simple process to
transfer your information into the enterprise system. But in the meantime sending reports and exporting
figures from within the CMMS is just as efficient because the system is normally easier to use and that
means it will be used.
The Barriers To Getting A CMMS
Getting the package together for submitting to management is another area that can be a stumbling
block. The biggest problem I find when talking to different companies is the lack of staff, not enough
hours in the day or not allowed to spend money. What I also see is not enough investigation and
preparation being done when going into bat for this extra money to ensure the system is fully installed
as soon as possible after purchasing a system.
Management/Owners want facts and figures, like how many jobs need to be done to ensure your
site complies with state and Federal legislation? This can be done by preparing all the PM’s and
Inspections and assigning approximate durations to each. Then go through and prioritise them. Then
you go through them all again and confirm that these are absolutely required for say OHS and safe
working of the equipment.
• List out all jobs that need to be done. • Put durations and skill levels required to each job.
• Then priorities each job. (What must be done, and what can run to failure, etc.)
It is important to use accurate figures here, if you fudge them here and you get caught out then the
whole exercise is dead before it starts. Live in Utopia when doing this, everything will be perfect each
time a job is to be done. This will mean you assign 30 minutes if that is how long it takes. We all know
that when it comes time to do the work things go wrong or people get called away. This is an ongoing
problem and we should not budget for this but have an understanding that it does happen from time to
time. This will allow you to report to management that more staff are required or different trade groups
are needed etc.
When you have this list and you’re ready to start work; you like many others will probably say I don’t
have the time, money or people for this. Is this really your decision alone to make?
It is your responsibility to ensure they all know what is expected and what is achievable with the tools
you have. A CMMS will ensure that the scheduling and resourcing of these jobs is done quickly and
efficiently. If you are short of resources have management tell you not to do certain items and have
that in writing from them. You have stressed the importance to them of the planned activities, now it is
managements’ call to do it or not. Doing this yourself is a much bigger decision than just saying “Not
this week I’ll try and get it done next week”.

The Architecture of the System
The IT department need to be happy with the way it is going to run on the network. Using a Microsoft
Access database for small to medium size systems is OK, if the number of concurrent users is low, <10.
Database choices range from Microsoft Access through to ORACLE and Microsoft SQL Server, all of which
add additional dollars onto the cost of the system. Microsoft SQL Server Desktop Engine (MSDE) is a
good option for larger system requirements without the need for SQL Server licensing. Working with the IT
department is important. They know your network better than anyone. Even if you plan to only run it on a
stand-alone PC ensuring back up procedures are in place is important.
Conclusion
Try going into finance and ask for $100 to go down to Knock and Kirby, Apart from jumping through hoops
and leaving samples, you have to have the documentation to support your purchase. It will be recorded into
their finance system. It is no different with maintenance; you need to know it is being done, that it is being
done by a qualified person and that it is recorded. A Job / Inspection is like an authorisation to work that is
given to the technician to perform a task.
Following Up on the Implementation

Getting the system purchased and installed is part of the process. Implementing and using it another.
Revisiting it again to see if the procedures are working to expectations, or the information being collected is
correct is just as important. It cannot be “I’ll throw some money at it now and she’ll be right” approach. It is
an evolving process where we continue to improve the procedures to ensure we get the maximum return on
the investment. I again stress that this does not mean you have to spend many hours in front of the system
to achieve this, just make sure the required data is flowing and make the necessary adjustments as you
go. Listen to the workers comments and work with them, but ensure the original goal is kept in mind before
making changes to methods and procedures.
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TPM - The ‘Pinch - Point’ Solution
for Lean Manufacturing
Peter Willmott,
Willmott Solutions peter@willmottsolutions.co.uk (UK)
Is the Effectiveness of your Equipment your Weakest Link?
In the Manufacturing sense, Lean Thinking is about striving to eliminate waste in all its forms in order to
maximise value–adding activity and hence the velocity of converting a customer’s order into money in
your bank account (Figure 1)
Figure 1 The Value Stream
The drive and focus on most of our Manufacturing Processes is highlighting what we’ve probably always
known:- namely that the concept of Lean Manufacturing and therefore ‘Manufacturing Velocity’ is only
as good as the Reliability and Predictability of our strategic Manufacturing Assets. Low levels of Overall
Equipment Effectiveness (OEE) often results in those critical Manufacturing Assets becoming the Pinch-
Point in the Supply Chain. So, maybe adopting a TPM philosophy can relieve that Pinch-Point in your
business
But do we really understand what TPM - or indeed ‘Maintenance Best Practice’ - really looks like?
What is the right Maintenance Philosophy for your Operations, including the correct mix of the various
improvement tools, techniques and maintenance service providers? Is what you are currently doing
and pursuing the correct recipe anyway? And if not, then why not, and what should you be doing
differently?
Let’s address these perennial ‘hot potatoes’ by attempting to answer the following six questions:-
* What do we mean by Lean and TPM?
* How does TPM fit into your Manufacturing Philosophy?
* How do we go about selecting the right Tools and Techniques?
* What are some of the Myths & Realities of OEE?
* How can we create the right Environment and generate the right Behaviours to Sustain the Gains?
* What are the common Pitfalls to Avoid?

TPM - The Pinch Point Solution 23
What do we mean by Lean and TPM ?
Lean thinking, and hence lean manufacturing, is about the elimination of waste in all its forms - whether it is a
waste of time, effort, energy, material, capacity, money…. in order to maximise value added in all that we do.
It demands a continuous improvement mentality that recognises ‘what is good enough today will not be good
enough tomorrow’. Moreover Lean Manufacturing has to be sustainable as a way of life. Lean Manufacturing
will only work on four conditions:-
• It is positioned and seen as a top down strategic tool
• It results in levering profit through growth –and hence a bigger slice of a bigger cake
• You ‘value map’ both physical and information flows
• You transform the culture
Remember however, that physical and information transformation through lean is relatively easy - sustaining
it through changing the culture is difficult - and why is this the case ? Lean thinking is revolutionary to most
companies, but culture change is evolutionary, because resistance to change is both universal and a natural
human characteristic.
Your philosophy and approach therefore must centre on tapping into the potential of your people through
involvement. Fortunately TPM sets out to do precisely this by giving ownership to the new and improved
ways of working.
A useful definition of TPM is to think of it as ‘’unlocking your installed productive capacity by unlocking the
potential of your people’’
How does TPM fit Into your Manufacturing Philosophy?
I make no excuse for reproducing these two diagrams (Figures 2 & 3) which I first used in a DTI sponsored
Maintenance study and publication 15 years ago because they have stood the test of time and they therefore
still hold true !!
Figure 2 The Common Denominator of Maintenance “Best Practice”
TPM attacks the six classic equipment based losses and is about effective teamwork between Production
and Maintenance. This includes sharing the responsibility for developing and carrying out an effective
Maintenance and Asset Care regime comprising routine and regular front-line inspections and checks by the
Operator-the look (listen ,touch ,feel check and adjust actions). This is Under-pinned by regular and relevant
condition monitoring (Vibration monitoring, Oil debris analysis, Thermography etc ) and fixed interval pm’s
carried out by the Maintainer.
Vol 21 No 4 AMMJ
24 TPM - The Pinch Point Solution
Figure 3 Integrating Maintenance With Production
Many companies bang the drum of ‘Operational Excellence’ as their Lean Driver or ‘World Class’
Manufacturing Vision - Well, I would sound a cautionary health warning here which simply says ….
..you cannot achieve ‘Operational Excellence’ without ‘Operational Basics ‘ in place!!
This means the fundamentals of:

*Standard and Safe Operating Procedures
*Best Practice Work Place Organisation (5S)
*A disciplined and self-determined Asset Care Regime (driven by TPM principles)
*Repeatable and relevant Manufacturing Process Control
*Reliable Data Collection and Interpretation
*Continuous Development and Training of your People
How do we go about selecting the right Tools and Techniques ?
The answer to this question is simply ‘‘I don’t know - until

I know your industry / sector and what you’ve already
done well in terms of Continuous Improvement’’
What I can be confident about - whether you’re in Chemical

Processing, Mining, Off-shore Oil & Gas, Aerospace,
Pharmaceutical, Food and Drink or whatever - is that
it’s about effective Teamwork between Maintainers and
Operators who get the right proactive support from their
Managers and Key Contacts (figure 4).
However, like football team you have to give them a

football to play with (figure 5). Remember also that you
can’t play football on a poor pitch - so the team has to
practice 5S to create a ‘World Class’ Work place and cut
their own grass and mark out their own pitch !!
Figure 4 TPM Infrastructure

Figure 5 9xStep TPM Imrovement Plan
The 9 x step (figure 5) is very powerful and makes use of the usual tools and techniques including (where
appropriate) :-
Steps 1 & 2 - OEE Software
Step 3 - Brainstorming, Fishbone Analysis, SMED
Step 4 - The best parts of RCM (without disappearing into a ‘black-hole’!)
Steps 5& 6 - The application of common sense !!
Step 7 - 5S,Operator Asset Care, CBM techniques, CMM Systems
Step 8 - Standard (and Safe) Operating Procedures, Single Point Lessons, Training Matrices
Step 9 - Problem Solving Techniques like 5 Why’s, FMECA and P-M Analysis
What are some of the Myths and Realities of OEE ?

Myth No 1 - An Overall Equipment Effectiveness level of 85% is ‘World Class’ - It certainly is not if
you are running, say, a flour mill or off - shore oil platform !! In this case if you’re not hitting 90% + OEE
then you’ll soon be out of business. We didn’t let the Japanese finish off the sentence of what they
told us 20+ years ago – and that is that ‘’85% is WC… for a typical Machining Centre’’
Myth No 2 - OEE is a Management tool to use as a benchmark and comparator. This misses the point
of OEE as a Manufacturing Floor problem solving tool.
Myth No3 - OEE should be calculated automatically by computer - The computation approach is far
less important than the interpretation. Whilst calculating manually or inputting manually you can be
asking ‘why?’
Myth No 4 - OEE on non-bottleneck equipment is unimportant - OEE provides a route to guide problem
solving. The main requirement is for an objective measure of hidden losses even on equipment
elsewhere in the chain especially if it is generating controllable waste or non-value adding.
Myth No 5 - We don’t need anymore output, so why raise the OEE - Management’s job is to maximise
the value generated from the Company’s assets. This includes business development. Accepting a
low OEE defies commercial common sense. If you are able to increase the OEE from say 60% to
80% by tackling the relevant 6 x Losses, you will have increased the productive capacity of that asset
by 33% - which means you can produce the same output in 2/3rds of the current time - or make 33%
more in the same time. Either way it gives you a choice of flexibility at 80% OEE that you do not enjoy
at 60%
Vol 21 No 4 AMMJ
26 TPM - The Pinch Point Solution
Myth No 6 - OEE is not useful because it doesn’t consider planned utilisation losses and,
for example labour co-ordination losses and material supply losses. OEE is one measure,
but not the only one used. Others will include productivity, cost, quality, delivery, safety,
morale and environment. Often these ‘Door to Door’ losses (as opposed to equipment
based ‘Floor to Floor’ losses) are vitally important. There is no ‘one size fits all’ approach to
OEE . The trick is to adapt OEE to your business (as opposed to blindly adopting it in the
classic sense). What you must not do however is corrupt it so it becomes unrecognisable
and doesn’t point you at the problems / opportunities
How do we Create the right Environment and Generate the right Behaviours for
Sustaining the Gains?
Fundamental to any Continuous Improvement programme driven by Lean Thinking is to have a clear
vision of the ‘End Game’ as a ‘Single Agenda for Change’ that all employees can visualise and ‘buy
into’. To do this without having to read and absorb thousands of joined-up words usually headed as
a ‘Mission Statement’. So I prefer to get folk to generate a single picture statement as shown in the
example (figure 6).
Figure 6 Example of a Continuous Improvement Strategy as a Single Agenda For Change
It is also vitally important to recognise that Lean Thinking is revolutionary, but that changing behaviours
and therefore culture ,is evolutionary. You can however speed up this process of change for the
better by involving your employees at the earliest moment and TPM sets out to do precisely this in
the sense of ‘’as an Operator or Maintainer” at the sharp end of the business, I will do something
different on 5 x conditions;-
You ask my opinion about the best way of doing this task
You include it in the future ways of working
You train and coach me in how to do it
You give me feedback of the result of doing it this way
You give me some dedicated Improvement time to fine tune it….
…..Because I know it will result in a ‘hassle free’ shift for me and my colleagues

If on the other hand you impose the ‘new working practices’ on me, I’ll tick a few boxes on your fancy log–sheet
but I won’t actually do the checks - In fact I’ll tick the boxes at the start of the shift , because I have no real
ownership.
Many years ago I was told a very powerful Chinese proverb which simply states the following:-
- Tell me something and I will forget
- Show me and I will start to believe
- Let me practice and I will actually understand
- Let me improve and I will take care
- Let me innovate and I will master
For me TPM is the best illustration (in the right hands) that I’ve come across to do precisely this, and as a result
your Pinch-Point may disappear.
What are the Common Pitfalls to Avoid
Success, as always, is subject to some

pre-conditions and you must be able to
put solid ticks against each and every
one of the following 10 x “Must Have”s
and “Must Do”s.
• Continual Check of Understanding
to Target Improvement Effort
• Facilitated and dedicated
Improvement Time
• Ownership of Geographic
Improvement Zones
• Ability to Take Action and be
Accountable
• Consistent Use of Data and
Information
• A Desire to Challenge and Improve
• A Real Interest in Performance
• Visible Leadership
• Team-Based Working
• Focus and Enthusiasm
If you cannot tick each of them with

conviction, then your Pinch-Point will
probably remain and give you further
sleepless nights!!!
(First published in the Maintenance & Engineering
Magazine)
2008 Listing of Special Maintenance
Application Software
2008 Listing of Special Maintenance Applications Software was compiled by Len Bradshaw, September 2008. The data given in this 2008
SMAS Listing is extracted, as received, from the respondents. The AMMJ does not therefore accept any liability for actions taken as a
result of information given in this Listing.
____________________________________________________________________________________________________________
Albany Interactive Pty Ltd Australia

Email: Albany.interactive@bigpond.com Web Page: www.albanyint.com.au
RelCode
RelCode carries out reliability analysis of failure and successful performance data using the Weibull and bi-Weibull distributions.
Input: Failure and successful performance data, direct to screen or via spreadsheet. Outputs: Weibull distribution parameters and plots
indicating burn-in, random or wearout failure pattern (or combination), as an aid to determining root cause of failure. MTBF estimate
with confidence limits. Optimised preventive replacement interval. Spares requirements estimate. Inspection and monitoring interval
evaluation against availability and fault detection criteria . Outputs in tabular and graphical form to screen, printer, clipboard or file. Runs
on IBM-PC. Single user license cost AUD$1750. Current version 10.51. Developed continuously since 1975.
ARMS Reliability Engineers Australia, North America, Europe, New Zealand

Email: info@globalreliability.com Web Page: www.globalreliability.com
Isograph - Availability Workbench

Availability Workbench is the latest software from the acknowledged world leaders in reliability software Isograph and is distributed,
implemented and supported by ARMS Reliability Engineers around the world. Availability Workbench combines the previous enhanced
RCM, availability simulation, failure data analysis and life cycle cost products into a single unit. Data is shared between the four elements
of Availability Workbench eliminating the need to transfer information between them. Availability Workbench is easily integrated with
corporate ERP systems to provide the ideal method of releasing valuable asset performance data for analysis and optimisation. Availability
Workbench becomes an integral part of the corporate decision making to contribute to continuous improvement.
Isograph - Availability Workbench – RCMCost

Many of the worlds leading companies are using Reliability Centered Maintenance Strategies as a means to decrease maintenance
costs, increase operational performance, reduce risk and meet safety and environmental goals. Across the globe companies are turning
to RCMCost to provide them with the full framework for building the RCM model to accurately represent data and analyse optimized
maintenance alternatives. RCMCost is empowering users with a decision making tool to understand the contribution of their assets to
business performance, and help optimize their maintenance decisions to further enhance productivity through increased reliability.
Isograph - Availability Workbench – AvSim+

A sophisticated Monte Carlo simulation package for analysing systems availability and reliability problems using fault trees or reliability
block diagrams. These diagrams may be used to model failure and success or levels of throughput in the system. Consequences are
then assigned to any level of the logical diagram to indicate the effects of failures (financial, operational, safety and environmental).
Labour, spares and failure data may be imported or directly entered into the program together with any operational phase information and
task group assignments. AvSim+ will then analyse your system using efficient Monte Carlo simulation algorithms to provide availability
and reliability parameters, life cycle costs, importance rankings etc. You may also optimise spare holdings and planned maintenance
intervals.
Isograph - Availability Workbench - LCC

Life cycle costing is a methodology for calculating the whole cost of a system from inception to disposal. The system will vary from
industry to industry and could for instance be a building, a ship, a weapon system or a power station. Whatever the system, the life cycle
costing technique will be the same; the major items of cost will be defined through its life. LCC allows you the build the tree interactively
and create your own CBS. LCC allows you to create cost functions that will be used to calculate the value of a cost category. These cost
functions can range from simple equations to more complex calculations based on Visual Basic compatible coding. You can easily assign
the cost functions to the nodes on the cost tree so that LCC can calculate the individual cost values.
Isograph - SAP Integration Portal

The SAP Integration Portal helps SAP Plant Maintenance users analyse specific SAP notification data in order to identify areas where
improvement projects should be focused. It then allows for seamless transfer of data into a reliability modeling environment. Any changes
or additions to maintenance plans can be directly uploaded to SAP using the users SAP logon credentials, so as results can be efficient,
effective and actioned every time an investment is made into a Reliability project.
The SAP Portal includes download and upload of SAP Master data, uploading RCM studies outputs and if required generating and loading
word document task lists. The SAP Portal is a SAP certified solution
Isograph - FaultTree+
Isograph RAMS software suite has built its reputation on the efficiency, accuracy, stability and ruggedness of its FaultTree+ product. This
is why there are thousands of FaultTree+ installations world-wide that are currently being used on major projects in industries as varied
as aerospace, defence, automotive, nuclear, rail, chemical process plant, oil & gas and medical amongst many others. FaultTree+ can
Special Maintenance Application Software 29
efficiently solve fault trees of the order of 20,000 gates and 20,000 basic events, using world class analytical methods. It is the most
advanced, and flexible FaultTree application available on the market. FaultTree+ includes an event tree analysis option. The event
tree model may be created independently of the fault tree model or may use fault tree analysis gate results as the source of event tree
probabilities. FaultTree+ also allows the user to construct Markov models for use as the source of basic event data. The Markov models
may also be analysed independently of the fault tree analysis.
Isograph - RealityCharting
RealityCharting™, a program specifically designed to help conduct root cause analysis investigations using the Apollo Methodology.
RealityCharting™ offers the perfect platform for collating and reporting an Apollo Root Cause Analysis investigation. RealityCharting™ is a
tool that adds great value by expediting your analysis consistent with the rules of the Apollo method. When investigators use the same format,
it’s easier to add information to an analysis as well as communicate the results across the organization. RealityCharting™ guides the user
through each step in the Apollo process, helping to ensure that relevant information is captured in a consistent format. RealityCharting™ uses
drag and drop features that make creating and organizing the Apollo cause and effect chart extremely easy compared to other techniques.
It ensures that solutions are directly
attached to causes and provides a
final report that lists action items
and due dates.
Isograph - FRACAS
The Failure Reporting Analysis
and Corrective Action System
(FRACAS) can be used to collect
record and analyse system
failures. The failures are reviewed
and corrective actions identified
and verified. This powerful process
can be used to greatly improve
the through-life reliability of the
target system. The recording of
equipment or system failure is
broken down by site and functional
location in a hierarchical structure
that can be easily understood.
A major problem for many
organisations stems from the fact
that similar failures occur on many
sites and are recorded by many
individuals in many different ways.
The use of a FRACAS system will
solve this, as well as produce an
accurate and accessible failure and
corrective action history.
Isograph - Reliability Workbench

Reliability Workbench is an
integrated visual environment
in which failure rate prediction,
FMECA, Reliability Block Diagram,
Fault Tree, Event Tree and Markov
analysis are combined. Failure rate
predictions are calculated from the
Bellcore standard for electronic
parts, the MIL-HDBK-217 standard
for electronic equipment, the IEC
TR 62380 standard for electronic
equipment (as well as the RDF
2000 standard for electronic
equipment) and the NSWC-98/
LE1 Handbook for mechanical
parts. This comprehensive tool is
sold as separate modules or as a
complete package to allow users
the flexibility of purchasing the
part of the application that is most
applicable to their needs. Other
modules can be added at any time
and there are cost benefits for
purchasing multiple modules at the
same time.
30 Special Maintenance Application Software
Isograph - Hazop+
The Hazard and Operability Study, known as Hazop, is a standard hazard analysis technique used in the preliminary safety assessment
of new systems or modifications to existing ones. The Hazop study is a detailed examination, by a group of specialists, of components
within a system to determine what would happen if that component were to operate outside its normal design mode. Hazop+ provides
a familiar visual environment in which to design and use the study and action forms that are the basis for entering Hazop information.
Extensive reporting facilities are available.
Isograph - NAP
The Network Availability Program (NAP) enables users to predict the availability and reliability of communication networks. The NAP
network availability model utilises an extended Reliability Block Diagram (RBD) methodology that addresses the specific characteristics
of network elements and their connections. In addition to predicting network availability, NAP also provides criticality rankings that identify
weak spots in the network. Complex or simple networks may be modelled using NAP. One of the important features of NAP is that it
allows the modelling of data flow in different directions along the same network path. This means that users need not be specific about the
direction of data flow in selected parts of the network. NAP will then automatically determine the allowable paths between a source and
target, and hence determine the minimal cut sets that determine the availability of the network.
Isograph - RiskVu
Fault and event tree analysis methods are widely applied to system availability and reliability problems in most engineering disciplines.
They may be used to predict the performance of a system at various stages of the design process and indicate reliability weak spots in the
design. RiskVu is designed to provide a high level interface to the FaultTree+ program. This allows it to be used as a ‘Living PSA’ (PSA
stands for Probabilistic Safety Assessment) tool or as a risk monitor. It may also be used as a management tool to allow users to try out
‘what-if’ scenarios without knowing anything about the underlying fault and event tree models created in FaultTree+.
Isograph - AttackTree+
Attack trees allow threats against system security to be modelled concisely in a graphical format. The effectiveness of internet security,
network security, banking system security, installation and personnel security may all be modelled using attack trees. With the increased
risk of terrorist attacks on homeland security, hacking attacks on computer systems and computer-based fraud on banking systems,
AttackTree+ is an invaluable tool to system designers and security personnel. AttackTree+ provides a method to model the threats against
a system in a graphical easy-to-understand manner. If we understand the ways in which a system can be attacked, we can develop
countermeasures to prevent those attacks achieving their goal.
Isograph - Isolib Parts Library

The IsoLib Parts Libraries contain many thousands of modern electronic and non-electronic parts and provide a comprehensive source
of failure data for users of Isograph’s reliability products. The libraries have been constructed by electronic and reliability engineers from
manufacturers’ datasheets and other sources, or taken directly from existing public sources. IsoLib’s ever-growing Electronic Parts Library
currently contains many thousands of parts and can be imported directly into other Isograph analysis tools to produce system failure data
quickly. IsoLib also contains two existing non-electronic libraries: the NPRD-95 library for mechanical component failure data and the
IAEA-TECDOC-508 library for component reliability data. Again, the data can be swiftly imported into other Isograph tools.
Isograph - Isolib Project Management

The IsoLib Project Management program is a powerful tool that can be used to manage all the project files associated with Isograph
software. It provides full project control and historical tracking to those using the software in a corporate or enterprise situation. The
product maintains the project files from all Isograph products and stores them in a SQL Server database. The IsoLib Project Management
program controls access to these projects, using a checkin/checkout methodology, preventing multiple users from working on an individual
project at the same time. An audit log is maintained so that details of who created, modified and deleted a project can be determined.
Asset Capability Management Australia

Email: sales@assetcapability.com.au Web Page: www.assetcapability.com.au
acmPelorus
acmPelorus is a Decision Support System (DSS) that makes it easy to report, analyse, manage and improve the performance of your
maintenance function to increase availability and reduce costs. CMMS data is used directly and processed to display a graphical
representation of the maintenance workflow and clearly highlight maintenance function performance. The display includes a comprehensive
set of lead KPI measures and trends, including planning and scheduling backlog, work completion rate and breakdown occurrence.
Accommodates daily, weekly or monthly reporting requirements. Lead KPI are linked to business outcomes through lag KPI and measures
such as maintenance cost and plant availability.
The Asset Partnership Pty Ltd Australia

Email: mail@assetpartnership.com Web Page: www.assetpartnership.com
RCM Toolkit/EXP Professional

Specifically designed for SAE JA1011 compliant RCM, this robust software makes RCM easy and fast. The Facilitator is guided through
maintenance task development to achieve the right balance of risk, cost and performance. Includes the features expected of SAE JA1011
compliant RCM including a Failure Finding Interval (FFI) calculator and a wide range of reports including sorted work packages, fault
finding guide, analysis statistics plus much more. Merge maintenance tasks and create maintenance packages for migration to your
CMMS is easy as is maintaining an all important audit trail. The software is fully supported by proven world class training.
RCS Toolkit
Leading edge technology to match spares holdings to maintenance and operational needs. The software reflects the reality of maintenance
spares holdings and considers commercial and maintenance requirements. The outputs are defensible justifications for the holding of key
‘insurance’ items in terms managers can understand. While best inventory management is achieved by using your RCM analysis outputs,
the RCS Toolkit can operate without RCM and provide quick and definitive engineering stocks holdings. Understand your inventory and
understand the risks. RCS Toolkit takes the guesswork out of deciding what to hold. The software is fully supported by application training
and technical support.
qRA Toolkit
For qualitative Risk Analysis in accordance with AS/NZS 4360, 3931 and MDG 1010. qRA Tookit enables management of risk in a
structured, defensible and informed manner. The software is fully supported by comprehensive training. The qRA Toolkit features a
common database for all risks and a powerful report generator which provides the complete risk analysis report plus:
• analysis systems and sub-systems
• hazards, effects and existing controls
• hazards requiring additional controls
• Relative risk calculations
• Additional controls, plus cost/benefit and action plans
• Risk sorting by consequence, person responsible and required date
sparesFinder Masterpiece
Engineering data cleaning software to clean ‘dirty’ data. Masterpiece automates data cleaning doing what others said could not be done
delivering a cost effective solution to poor quality data. The system has been designed to improve and then maintain data quality to a
common standard allowing the proper leverage of ERP software solutions. The system processes legacy data to produce a descriptive
output in the desired language and format. Masterpiece allows you to choose the cataloguing schemes which best suits your business
needs and enables each line of your data to be cleaned in the most cost effective way.
BQR Reliability Engineering Israel

Email: info@bqr.com Web Page: http://www.bqr.com
apmOptimizer
The apmOptimizer in an integrated strategic decision support tool for Enterprise Asset Management (EAM, CMMS, ERP) in Plant, Fleet
and Network Industries. It models the entire enterprise logistics for control and maintenance optimization. apmOptimizer recommends
the optimal assets management policy that maximizes performance and profits. The results are reduction in maintenance costs, and
improved asset performance, efficiency and quality. The apmOptimizer uses only analytics in its calculations; therefore it is very fast and
the recommendations are accurate.
IFCS inc Canada

Email: ppdore@mysenergy.com Web Page: www.mysenergy.com
Senergy
Built on the basis of Oracle technology, Senergy has developed an innovative Technological Core in SMAS
Initiate Action Pty Ltd Australia

Email: enquiries@InitiateAction.com Web Page: www.InitiateAction.com
ICR® Implementation Software

The ICR® Implementation Software helps you to manage and track the actions for implementing improvements in your MRO and
engineering spares inventory. This unique software guides you through the Inventory Cash Release® Process, enabling you to safely
reduce your inventory holdings, track your actions and maintain an audit trail of decision making.
Tracking your actions enables you to see at any time who has completed (or not) their allocated tasks. Our software will even send email
reminders to those required to take action. This ensures that your program stays on track and that your results are achieved within your
timeframe.
InterPlan Systems Inc. USA

Email: info@interplansystems.com Web Page: http://www.interplansystems.com/
ATC ProfessionalT Shutdown / Turnaround Management System

ATC ProfessionalT was designed specifically for process industry (oil refinery, petrochemical plant, fertilizer plant, etc.) turnaround
management. It incorporates procedures that involve the entire turnaround management team to promote ownership and visibility of the
plan, and objectivity and communication in the reporting cycle for successful project management towards your time and budget goals. It
encourages cooperation and allows all team members to contribute and succeed. A detailed list of features and benefits is available on
the ATC ProfessionalT product page of our website.
eTaskMaker®
eTaskMaker® is a front end planning and estimating tool that generates customized, resource loaded project schedules according to user
defined parameters for export to leading project management software. eTaskMaker includes an extensive and customizable planning
library including over 150 modules for oil refinery and petrochemical plant maintenance. eTaskMaker is a flexible platform that standardizes
your best practices in planning and estimating across the enterprise. Video demonstrations of the system (and a free demo version of the
software) are available from the eTaskMaker product page on our website.
iSolutions International Pty Ltd Australia, North America, South America, Africa
Email: sales@isipl.com Web Page: www.isipl.com
AMT Modelling
AMT Modelling is a commercial grade first principle Life Cycle Costing (LCC) application for the mining industry. AMT is used by leading
companies such as BHP Billiton, Newmont and Gold Fields to model the life cycle costs, labour and other resources required to run
fleets of plant and equipment. AMT provides a rigorous and proven structure around life cycle models that allows users to model one or
thousands of assets as well as develop and compare multiple scenarios and different maintenance strategies quickly and easily. AMT
Modelling deployments are supported by iSolutions consulting services around Life Cycle cost modelling.
AMT Enterprise
AMT Enterprise is a life cycle management and budgeting solution for operating mines. AMT employs a life cycle management approach
to model the cost and resources required to operate plant and equipment. Transactional information from an ERP or CMMS such as SAP,
Ellipse, Maximo is then used to continually project the future expenditure and projected cost variance against the original LCC model.
This gives the Maintenance Manager a real time decision making tool. (Should I rebuild, repair or replace with new?) AMT can also be
integrated with Condition Monitoring tools to drive real time Condition Based Maintenance decision assistance.
Ivara Corporation Canada

Web Page: www.ivara.com
Ivara EXP Enterprise

Ivara EXP Enterprise asset performance management software prevents industrial equipment failure, increases production and lowers
costs for better business performance. EXP Enterprise transforms data into real-time intelligence and helps plant and operations
management make fast and accurate business decisions. EXP supports Ivara’s renowned proactive asset reliability process and makes
the adoption of Ivara’s reliability best practices fast and effective, delivering tangible results quickly. Whether organizations need a quick
solution to address the performance of a single asset, an entire plant, or an enterprise change to establish a proactive culture of reliability,
Ivara EXP Enterprise is flexible and scalable, and will deliver a significant and measurable ROI on every level.
Ivara EXP Professional

Ivara EXP Professional is the leading asset reliability strategy development software for organizations in capital intensive industries,
enabling them to lay the foundation for an effective, living equipment reliability program. EXP Professional is available through the Aladon
Network™, whose members are the exclusive providers of the leading application of Reliability Centered Maintenance - Ivara RCM2.
Providing a unique combination of rigor, speed and risk sensitivity, Ivara EXP Professional allows organizations to apply a cohesive strategy
across an entire equipment base using one, single application. The software supports multiple plant and asset level methodologies,
making it possible to develop the right management strategy for each asset.
OMCS International Australia

Email: rob@omcsinternational.com Web Page: www.reliabiltyassurance.com
PMO2000™ Enterprise Reliability Assurance Software

PMO2000™ provides a purpose designed tool for developing and managing maintenance strategy and asset reliability for existing
or new plant. What are some of the key features and benefits of using the PMO2000™ software? By using the import function, the
existing maintenance program can be loaded into the software and modified, extended and refurbished, Dramatically reduces the time of
implementation of new RCM/PMO analysis, Creation of maintenance task libraries allowing cloning and auto-update of clones, For off site
analysis, users can Check out areas of the database for review in off site workshops and then update the central database on return “check
in”, Formal creation and approval system to control PM content, Each task is recorded with a justification, Create new equipment items
easily using drag and drop functionality. The software can perform RCM to SAE JA 1011 standard.
E-Carbon
Contains plant equipment and components with energy usage and efficiency data. Creates process block diagrams of systems and overall
efficiencies. Identifies areas of highest consumption and lowest efficiencies. Integrates with RIMSys to allow formal investigation and action
items. Links with plant hardware to show instantaneous and accumulated energy consumption
Quantitative Risk Assessing

In addition to the above PMO2000™ features, OMCS has developed an improved Risk Assessment Calculator module which enables
companies to identify their inherent, residual and arrogated risk values for their assets.
PM Builder
PM Builder is a new, innovative, inexpensive software product designed to help organizations quickly establish a preventive maintenance
program. PM Builder is a package that is an alternative to PMO or RCM (reliability centered maintenance) for companies that do not have
the resources to commit to a full RCM or PMO analysis. It is ideal for companies wanting to create a program from scratch. This is a cut
down version of PMO2000™ software designed as a starter pack.
Inventory Cash Release™ Action and Implementation Program

Reduces inventory investment by using the Inventory Cash Release TM Process to identify, record and track inventory reduction
implementation actions and outcomes. The Inventory Cash Release™ software program allows you to safely reduce your inventory by
creating a record of the actions and outcomes of this process. This is achieved by using an action tracking approach for easy control of
implementation actions, timing and approvals. Users import inventory data and then apply the Inventory Cash ReleaseTM Process to sort
the data and apply the ‘7 Actions for Inventory Reduction’. They can then allocate the ‘what’, ‘who’, ‘when ‘ and ‘how’ for all of the actions
used to reduce their inventory. This creates an audit trail for actions, responsibilities and outcomes and tracks the implementation of the
process. More than that, however, this software also enables multi user access to documents with real time updates on progress. This
unique software program provides the ‘follow through’ for implementation that most other systems ignore. POA. The package can be
installed with either SQL Server or MS Office environments. The Inventory Cash ReleaseTM Action and Implementation Program puts
the tools for successful implementation of inventory reduction at your fingertips.
Reliability Investigation Management System – RIMSys®
RIMSys® is a software program aimed at managing the investigation, resolution and elimination of reliability incidents. It is specifically
designed to record and manage the investigation of equipment failures or incidents which cause unexpected downtime or operational
loss and therefore require further investigation to prevent these failures from recurring. RIMSys® is low cost, network-based software that
defines a simple process of incident management - “Raise”, “Investigate”, “Recommend”, “Approve”, “Implement” and “Close”. Actions and
Responsibilities are distributed and tracked throughout the process. The system can be configured to interface with most modern CMMS
systems and interfaces with the PMO2000™ software. These functions allow for complete cycle management of incidents/investigations
for continuous improvement of operational efficiency.
Enterprise Data Analytics (EDA)

Enterprise Data Analytics (EDA) is a tool to measure and report on the gaps between Inherent Capability and Inherent Performance of
production assets whilst highlighting opportunities for continuous improvement. EDA can integrate with existing data collection systems
(i.e. DCS) and present easy to read summaries of the data and, when required, details of a specific problem. The configurable data
entry fields can be modified and filtered to both individual investigations and business reporting. EDA supports the recognised Overall
Equipment Effectiveness (OEE) model and allows for any variation of the measures to be utilised. The design output of EDA includes
business improvement and performance reports as well as investigation progress reports. EDA is configurable by the user to suit a variety
of industries including: Food and Beverage, Mining and Minerals processing, Petrochemical, Oil and Gas and Manufacturing. EDA will
integrate with one or multiple of RIMSys®, PMO2000™, your CMMS to form the building blocks of a Reliability and Integrity Improvement
Program.
OMDEC, optimal maintenance decisions Inc. Canada

Email: Claudia@omdec.com Web Page: www.omdec.com
EXAKT
EXAKT is a decision support tool for predicting reliability and optimizing condition based maintenance. It can predict equipment failure,
estimate remaining useful life of equipment and define the mix of preventive replacement & run to failure in order to:
- Optimize costs - Optimize reliability - Achieve the optimum risk/cost/reliability balance
Example results: - Maintenance cost reductions of 10 to 49% per failure mode - 84 to 99,9 % reduction in failures
- Consistently statistically significant confidence levels
REWOP /Reliability Engineering Workbench Optimizer

REWOP integrates data in EAM/CMMS with RCM, CBM, PCS and can be used independently of a RCM database. It has a proven
integration with EAM/CMMS’s such as SAP, Maximo, Ellipse etc. It Provides automatic update of RCM database from the CMMS. Prepares
Data Marts for use as the basis for reliability analysis. Provides automaticself-testing of the performance of currently active CBM programs
and expected benefits of proposed ones. Facilitate monitoring of the variables impacting failure. Many built-in KPIs and decision analysis
tools; plus integration to reliability analysis tools.
Spares management Software
The Spares Management Software (SMS) has been designed as a flexible tool containing accepted formulae to serve as the basis
for arriving at answers to the question “How many critical spares should be stocked” in a scientific, auditable and multi-dimensional
fashion. The benefits are: 1. Where there is a random Spare Parts failure rate, SMS predicts the level of Spare Parts required to maintain
operations, production, revenue and profit or mission readiness. 2. It prompts the user to stock the level of Spare Parts that allows them
to balance continued production with cost of spares, etc…
AGE/CON
AGE/CON answers the question - replace the vehicle, or hang onto it? It is designed to assist operators of mobile equipment establish
the economic life of their assets, as well as assist in determining the optimal decision for difficult “repair versus replace” situations along
with monitoring an individual equipment to establish its optimal replacement time. The longer a vehicle is kept in service the lower is
its ownership cost, but there is a conflicting cost trend, that of an increasing operations and maintenance cost. The goal is to establish
unambiguously the year at which the total cost takes its lowest value.
PERDEC
PERDEC predicts the optimum time at which an equipment should be replaced. It balances the decreasing cost of ownership with the
increasing operations and maintenance cost and finds the lowest point on the cost curve, applies statistical analysis to fixed equipment
for the purposes of optimizing maintenance and replacement costs – production equipment, processing equipment, motors etc. Benefits
are: replace or repair decision support tool, improved decision making, reduced cost, shows the Equivalent Annual Cost curve (based on
purchase price, operations and maintenance costs), prompts the replacement decision at the lowest EAC
OREST
OREST is a decision support tool for analyzing reliability data and to define the optimum replacement policy based on the reliability data.
Benefits are: It provides trend analysis of failure data – improved decision making, reduced cost. It provides Weibull to show probability
of failure at any point in time. It shows optimal change-out time for equipment with age-degradation (decreasing performance with time).
OREST offers easy to use data entry screens, requires little training and has easy to read graphical output shows results at a glance.
Oniqua Pty Ltd Australia

Email: sales@oniqua.com Web Page: www.oniqua.com
Oniqua Analytic Suite Inventory

An enterprise-level application that enables MRO inventory stock levels to be dynamically adjusted to reflect changing business demand
and supplier performance. OAS Inventory uses asset criticality and business risk parameters as key modeling inputs to determine
service levels and then adjusts re-order points and quantities taking into account historical demand variances and supply variances. OAS
Inventory is designed to apply an organisation’s inventory policy consistently across multiple business units from one or more service
delivery hubs.
Oniqua Standards Dictionary

Oniqua Standards Dictionary enables users to accurately name and describe material items that are frequently stocked or purchased.
Oniqua Standards Dictionary (previously Auslang ADIN) is the widely-used standard that contains over 40,000 standard names, 30,000
colloquial names and the templates used to build material descriptions. The application of this standard improves the ability of users to
rapidly identify spare parts, reduces duplicate stocks and helps to reduce replenishment costs and risks.
Oniqua Analytic Suite Maintenance

An enterprise-level application that facilitates the standardization of maintenance master data (equipment names, PM schedules etc) , the
analysis of each maintenance activity and its value to the business. OAS Maintenance can be used to identify opportunities to:
• improve preventative maintenance coverage • improve compliance • identify if too much maintenance is being performed
• make controlled changes to the ERP/CMMS/EAM systems data that would otherwise be too labour intensive to enact.
OAS Maintenance is designed to be operated from one or more service delivery hubs and process large volumes of transactional data.
Pennant Australasia Pty Ltd Australia

Email: info@pennantaust.com.au Web Page: www.pennantaust.com.au
OmegaPS
The world’s leading Logistics Support Analysis package conforming to global standards including: UK Def Stan 00-60, US Mil-Std-1388 2B,
and the Australian Defence Force DEF(AUST)5692. OmegaPS is utilised to reduce acquisition and in-service costs of capital equipment
through analysis of the support and operation aspects of systems thus defining effective maintenance policy. The total cost of ownership
is subsequently reduced whilst increasing operational availability. OmegaPS software is used by many major manufacturers: Australian
Aerospace, Boeing, BAE Systems, Thales, GIAT, Northrop, Lockheed Martin, Eurocopter, and government organizations UK MoD, Australian
Defence Force, Canadian DND and Royal Netherlands Navy & Army.
OmegaPS Analyzer
Analyzer comprises three integrated modelling techniques for optimising equipment costs: Level Of Repair Analysis, Spares Optimisation,
and Life Cycle Costing. Each technique may be used separately or combined for a fully optimised solution. Analyzer identifies effective
economic repair decisions and optimises spares holdings for equipment, translating into significant whole of life savings for the equipment.
Many customers have realised savings in excess of $13M through the use of Analyzer. Analyzer does not require extensive data inputs and
is easily mastered by those with engineering backgrounds. Analyzer originates from the Canadian Department of National Defence and is
utilised throughout the world.
Work Priority - The Relative
Ranking of Importance
By John Reeve
Technology Associates International Corporation planschd@yahoo.com
Work orders are the heart of any computerized maintenance management system. Sometimes more
work comes in than the maintenance staff can perform. Therefore work must go into the backlog and
wait for processing. One of the key code fields for marking these work orders in terms of significance is
the work priority. And remember, we want to manage the backlog, not just one work order.
Where is the problem?
As a CMMS consultant I have reviewed many maintenance systems. When it comes to work order
prioritization, the CMMS communities have historically bludgeoned the use of this field. Proper ranking
of the backlog is important when it comes to choosing work for the schedule. On occasion I will see a
priority system design that is based on deadlines, i.e. elapsed time past the reported date. This means
the work must be done by this time delta as management will be tracking this measurement (and your
performance). Using the chart below you can see a common design – which I call “deadline priorities”.
Pri Type Visit job site Complete work

1 Emergency work within 1 hour 1 day
2 Urgent within 24 hours 5 days
3 Routine within 5 days 30 days
But is this really fair? What if an unusually large amount of work comes in across 4 straight weeks? Your
staffing level is fixed. By assigning a lot of priority 1 and 2 work, this assignment by itself, does not mean
it will get done any faster or in the designated time frame.
Some believe by assigning deadline priorities for all work you can “scare the maintenance staff into
working harder”. But this approach seldom works – if ever.
When using Deadline Priorities you typically end up with a bunch of lower priorities which results in a
disproportionately large spike of 3’s. Over time the database may also start to contain false priority 1-2
values and a lot of priority 3’s. The only remaining way to ‘rank’ this group (of priority 3’s) is by report
date (sometimes called FIFO (first in, first out)) - which also is not fair.
The good news about deadline management is that it helps the staff work off a prioritized list of reactionary
work. Some organizations only have a dispatch group and this is their preferred way of doing business.
Therein we can call this what it really is – reactive maintenance. Although necessary for some, it should
not be the primary goal of any maintenance organization.
Deadline Priorities – “what really happens”
Sometimes the maintenance staff receives work they can’t start (or complete) in the deadline period and
thereby places it “on hold”. This may also be called “deferring” the work. This coding change then alters
the category of the work so that it falls outside the (deadline) KPI measurement. And once this work
gets deferred it sometimes “gets lost in the backlog”. And once a work order with this assigned priority
goes beyond the deadline, it can sit there for years, and most importantly the assigned deadline priority
value becomes meaningless. At this point what is the real priority for the work order in relation to the
other work in the system?
The customer eventually figures out that this style of prioritization is not adding value to the process.
Most importantly there really isn’t any way to comparatively evaluate the whole list of open work and
determine what work is more important and what work is not so important.

Work Priority - The Relative Ranking of Importance 39
Safety Work
Sometimes the management team wants to use the priority field to indicate safety or environmental type
work. Tracking safety items is always important but need not be inside the priority field. To that end, I would
add another field (or two) to show these important categories. Since a safety work order can also be any
priority it therefore needs its own code field to be mutually exclusive.
False Priorities
If the customer feels that the priority system isn’t working (for them) then they may start creating false
(high) priorities. In some cases they may submit work twice. This approach ends up confusing everyone
– and benefits no one.
Add New “Priority” Field
In some cases the user community may request a new field be added to the (CMMS) work order screen for
“marking work as important”. In this case they have simply created a second priority field to run management
reports against. But it is still not clear which one has more weighting.
How did all of this confusion happen?
On the surface this type of design – using deadlines - sounds clever. But in reality, it is only meant for
controlling reactive maintenance. Not all incoming work should be labeled as reactive – or as work which
is “due within 30 days”. It is okay to have a backlog of work. It is also okay for this work to be properly
planned and scheduled. Many studies have shown that cost of maintenance is greatly reduced when the
maintenance backlog is properly planned and scheduled. And this can be called proactive maintenance.
In some cases there may be a call center like environment which receives incoming trouble calls. They may
block out 2-hour windows for a specific crew name. This rapid reaction force may even have a hand-held
solution for processing this priority work. But not all maintenance work should be done in this manner.
Reactive maintenance basically means the trades perform their own planning “as they go”. Note: once
a job is physically given to the worker, the concept of prioritization has no meaning – unless of course
someone is bird-dogging them. Also, because there is no planning, their overall “wrench time” is reduced.
They must assess the job scope, ascertain craft requirements, identify special tools, permitting, safety
precautions, review stock (parts) availability, or initiate a purchase request for non-stock items. And they
probably have other work they are juggling too.
This distributed work is now being managed in the locker room when it should be controlled by first-line
supervision. How did this happen? Sometimes maintenance supervision finds it is easier to just distribute
work as soon as it comes in. And even when there are no job planners in the organization I would ask the
supervisors (or leads) to do some form of rough planning.
Prioritizing work is only one portion of the planning/scheduling process – but it is an important one. With
deadline priorities management loses the ability to rank the backlog and implement advanced scheduling
techniques.
What should really happen?
Each new work request should go through a gatekeeper who is familiar with work at the plant, and also,
the current backlog. In lieu of a gatekeeper position, this person could be a job planner or maintenance
supervisor/superintendent. This position would bring consistency of review and provide a normalized
ranking (priority). Therein he would be assigning a “relative ranking of importance” to all incoming work.
There could be a range of values, from 1 to 10 that he could choose from. The non-emergency work would
then have time to be properly planned and scheduled. Otherwise, high priority work would still be done per
the reactive mode process.
Every plant has some minimum amount of reactive maintenance – shown in red below. But it should not
be the predominate form (in terms of manhours).
Vol 21 No 4 AMMJ
40 Work Priority - The Relative Ranking of Importance
What if you have No Job Planners

• Try to find a single person to act as Gatekeeper, or
• Request that Maintenance Supervisors perform the initial review
What if you have Job Planners but they really aren’t planning
• Revisit job specification sheet
• Review work management procedures – roles and responsibilities
• Ask Job Planners to perform this task; provide training if necessary
• Transfer senior maintenance staff to planner position
Gatekeeper role – may be an option in lieu of planners
This person has been at the plant/facility for a long time and has control over this part of the process. He is
familiar with all aspects of maintenance and he has general knowledge of the open maintenance backlog.
Familiarity of the backlog is acquired through periodic CMMS reviews – a best practice in itself.
The benefits of a gatekeeper are many:
o Applies a standardized filter to all new/incoming work
o Can perform a rough estimate up front which helps the management team make
quick judgments
o Since some companies cannot afford Job Planners, this single position can add
substantial value to the process, and improve overall CMMS accuracy
o The gatekeeper could also be involved in auditing the closeout process (i.e. making
sure correct asset is chose and problem codes entered)
In the process flow diagram above the reactive has a red arrow. The goal is not to have more
than 30% reactive. Proactive work (blue arrow) would get planned and considered for selection
each week the schedule is calculated.

RROI – Relative Rank of Importance
With all work coming through a gatekeeper it is now possible to set up a priority system based on “relative
ranking”. This process is not an exact science but does add significant value to the process of work planning.
Again, this should be someone who is fairly familiar with the open maintenance backlog.
This system has no definition other than to say one number is higher than the other.
10 more important that Priority 9 etc.
For this design, the Priority 10 is highest. The benefit here is that if you ever need something HIGHER than
priority 10 you can still do so. During backlog reviews, priorities can be altered if appropriate.
Desired Distribution
In this example, I am showing the desired

distribution for RROI.
Using a scale of 1 to 5 (could be 1 to 10) where
the high score is the most important you should
see over time a normal distribution, i.e. bell
curve.
Note: it is okay to change a work order priority
as might occur during a backlog review.
Other benefits for RROI
With each new job coming in, someone is

assigning a normalized work order priority. You
can also have priorities on the asset for that
work order. Asset/Location priorities should
be previously entered by the engineering/
maintenance staff. This “static value” can then
be combined with the human-provided value
to create a combined priority – which is truly
normalized. And this is sometimes called the
Calculated Priority.
Using this calculated priority we now have a way to fairly select the work for next week, i.e. weekly schedule.
Assumptions: The value of work order (or Location, or Asset) priority 10 would be the highest
Work Priority Location Asset Priority Report Date

Priority
A 4 6 Mar 2007
B 4 6 Apr 2007
C 4 2 Jan 2006
D 8 4 Mar 2008
Work Location Asset Report Date Formula Relative

Priority Priority Priority values Importance
D 8 4 Mar 2008 8*4 32
A 4 6 Mar 2007 4*6 24
B 4 6 Apr 2007 4*6 24
C 4 2 Jan 2006 4*2 8
Note: if we were using “deadline priorities” this design would not work.
Vol 21 No 4 AMMJ
42 Work Priority - The Relative Ranking of Importance
What if management still wants both priority values?
If the current client contract you are working under dictates “deadline priorities” then that action
must be performed. But there is nothing stating you couldn’t still add a new field called RROI to the
work order screen. Then, procedurally assign this entry to a person in the work process, such as a
gatekeeper or job planner.
Why do organizations shy away from assigning RROI?
For the most part the system administrators and maintenance supervisors have never performed
backlog reviews. Therein they do not have familiarity with the backlog. They never understood the
value of performing a backlog review. And if asked, they might say the following:
1. They are too busy to conduct CMMS reviews
2. No management procedure says to do this
3. The current (government) contract dictates we only do “deadline priorities” – so why bother
4. This is not my job
5. It is too hard to assign a “relative importance” value
6. The backlog is already inaccurate and therefore this technique would add no value
7. Fear – what happens if I guess wrong?
Yes, planning/scheduling process, takes time. But the benefits are greater work force productivity.
Poor backlog management however can also result in a CMMS which is inaccurate, mostly unplanned
and hard to manage. The maintenance backlog is the heart of any CMMS system and needs close
attention.
Note: when a work order is “Ready to Work” it is ready for scheduling and should have its own status
code synonym.

How does one get familiar with the Backlog?
Once a month there should be a review of all open work orders. You may not get through the entire list so try to
review a different set each week – plus any new work (still open) since last meeting. In this meeting the following
questions could be asked:
1. Is the work planned? (KPI here is 90%)
2. Is the work still “open”?, i.e. someone failed to complete this job in the CMMS
3. Is the work still valid, i.e. was there a design change or plant regulation which
changed since this work was created?
4. Does it have the right priority?
5. Is the description meaningful?
6. Is this a duplicate work order?
If questions arise you can cancel the job, or place it on “Hold – Requiring more info from requestor”
What is best way for Operations and Maintenance to communicate?
Even though we now have a new priority system based on RROI it is still helpful for operations to communicate
succinctly on reactive maintenance needs. This communication is best performed using the CMMS “work
type” field.
Scenario: Operations needs to:
1. Quickly communicate emergency work (make phone call – enter work order later), or
2. Communicate work need to maintenance needing attention fairly soon, or
3. Communicate routine work which can be sent to the backlog – and be prioritized
by maintenance department – using the RROI method
To say this conversely, it is not necessary for Operations to provide a priority value. This value is best assigned
by the maintenance department which has the overall knowledge of the current backlog. The CMMS work type
field is more than adequate for meeting their needs. It is the Routine backlog work that we assign a priority value
to – using our “relative ranking of importance”.
The Integrated Weekly Schedule
In the picture shown opposite you can see where the gatekeeper position resides and the use of prioritization.
By definition, PM work does not require planning as this work has already been setup in terms of job steps, craft
requirements and needed parts. Plus the PM-work comes into the system as having specific Target Start dates.
The same concept should also apply to Shutdown work and Project jobs.
Daily Schedules
In the above design the daily schedule is created from the weekly schedule. Some CMMS clients only have a
daily schedule. But daily - without weekly schedule – is only another form of reactive maintenance.
Building Blocks
The purpose of planning – is scheduling. The prioritization of work is very important. But the real goal is
scheduling. And this gives us work force efficiency. See the article “The Elusive Weekly Maintenance Schedule”
in the July 08 issue of the AMMJ.
So what now?
Many clients have acquired processes which were in place from legacy systems. Many others believe “this
is how our peers did it so therefore it must be right”. In this particular case I would challenge the perception
that deadline priorities, or any design other than “relative rank of importance”, is a better practice. Proper work
prioritization enables you to successfully manage the backlog, make more informed decisions and perform
more advanced methods within the CMMS product, i.e. advanced scheduling techniques. The final result is
O&M organizations become more efficient. And efficiency brings cost savings.
Vol 21 No 4 AMMJ
What is Equipment Reliability and
How Do You Get It?
By Mike Sondalini and Howard Witt (Australia) www.lifetime-relability.com
High equipment reliability is a choice and not an accident of fortune. To a great extent you can
choose how long you want between equipment failures. You can deliver high equipment reliability
by ensuring the chance of incidents that cause failures of equipment parts are low. The secret to
remarkably long and trouble-free equipment lives is to keep parts and components at low stress,
within good local environmental conditions, so there is little risk they are unable to handle their
design duty. If there is nothing to cause a failure, the failure will not happen and your equipment
continues in service at full capacity and full availability.
For maintenance practitioners, it is the use of precision maintenance backed-up with condition
monitoring applied as a tool to prove maintenance work is done precisely, that provides the
foundation for exceptional equipment reliability.
Part 1 – What Is Equipment Reliability

(PART 2 – “Getting More Reliable Equipment” will be published in the February 2009 issue of the AMMJ)
Without getting into the mathematics, equipment reliability is a measure of the odds that an item of equipment
will last long enough to do its duty. It is a measure of the chance of remaining in-service to a point in time.
You measure the reliability of equipment by its trouble-free time. If it is meant to last for 10,000 hours (about
14 months of continuous operation), and does last that long, it is 100% reliable to 10,000 hours. But if after
10,000 hours there is an occasional failure, the reliability beyond 10,000 hours is less than 100%. When
we talk about reliability, we must also say what time period is involved. When equipment operates at duty
capacity for as long as expected, it is considered reliable. When the period between out-of-service episodes
is too short, it is unreliable.
Equipment reliability needs to be seen as more than just a chance time span. It is about building great
businesses that are world-class performers. High-reliability organizations expect equipment to last a long
time and are unhappy when it does not. Not only are they unhappy, but they take effective measures to learn
and improve from the failures.
You have to deeply want the production and profit benefits equipment reliability brings before you will do
what is necessary to get it. If you want plant and equipment to operate trouble-free for a long time, you
must do those activities that cause reliability, and do them well enough to deliver reliability. You get great
equipment reliability when you act to control happenstance across the life-cycle and replace it with masterly
precision. If you want high reliability with low cost, put into place the necessary engineering, purchasing,
storage, operating and maintenance regimes and practices that deliver the reliability and life-cycle costs you
want.
You may have limited opportunity to influence any of these regimes on your plant. In that case, start by
looking to get more value from the equipment you have. Improve those plant items with lower than desired
reliability - the ‘bad-actors’. You can do that by using operating practices that reduce equipment risk and by
improving machinery health. Use cross-functional teams of operators, trades people, condition monitoring
technicians and engineers tasked to understand the causes of a problem and to eliminate or reduce them.
Spot the onset of problems and take pre-emptive action. Have contingency plans to mitigate consequences.
Operate and maintain plant to precision standards. These risk reduction practices will deliver higher plant
reliability.
Measuring the Impact of Equipment Reliability on a Business
The standard definition of reliability leaves much unsaid about the effects of equipment failure on businesses
and people. You know when you have unreliable plant and equipment because people are angry that it
fails so often. In companies with equipment reliability problems people are busy ‘doing’, often repairing
failures over and over again. It never ends, and you go home each day knowing there will be more troubles

What is Equipment Reliability 45
tomorrow. You also know when you have reliable equipment because it performs as its design intended without
failures. The business likely makes good profits with low operating costs controlled to a narrow, known range.
You have the time to do your work well. A place with reliable equipment is a happy and safe place.
Measuring equipment reliability is important if you want to improve it. Reliability is measured as the average
time between failures, known as ‘Mean Time Between Failure’ (MTBF). One drawback with only measuring
time is that there is no indication of the value of that level of reliability. If you do not know what reliability is worth,
you may spend lots of money on small improvements that have little impact on profitability. Or worst still, not
spend enough money on highly profitable improvements. Reliability measured only by expected time in service
is a poor business indicator. As Benjamin Franklin, the publisher of Poor Richard’s Almanack 1733, said,
“Time is money.” Reliability must also be measured by the money made or lost for the business. A measure of
improving reliability needs to show improving profitability.
For a company that measures production by weight a standard profitability indicator that reflects reliability is:
Unit Cost of Production ($/T) = Operating Costs in the Period ($)

Total Saleable Throughput (Tonnage)
Figure 1 shows you what these measures indicate.
Figure 1 – Reliability Ought to Measure Time and Operating Cost

Let’s take a simple
Duty Available Duty Available
for for
example of a plant
Failure Failure
Service Service intended to operate for
another 10 years (87,600
Time to Repair Saleable Throughput Time to Hr) producing 1,000 T/Hr
Repair
Production + Production + Production which currently has only
90% Availability due to
Production
Stoppage
Production
Stoppage
equipment breakdowns. If
it continues to be run with
Time (Hrs) unimproved reliability, it will
All Operating Costs in Period lose 876 hours of potential
production per year, or over
Failure Maintenance Costs e.g. CM/Lube 5 weeks lost yearly, which
Costs represents about 10% of
Spent annual production.
Time (Hrs)
For a plant where little attention has been paid to reliability improvement it is possible to double MTBF (i.e. halve
the number of breakdowns) using failure elimination methods such as precision maintenance, and machinery
improvement projects aimed at defect removal. With focused efforts on better planning, improved maintainability
and skills upgrading, the MTTR (Mean Time To Repair) for maintenance work could be halved. Of the 5 plus
weeks lost we could expect to recover 3.8 weeks with the above strategy. That is an additional 507 hours per
year and represents an increase from 90% to above 97% Availability.
Under this simple example the effect on the Unit Cost of Production is to lift the Saleable Throughput by 7%
while driving costs down. In halving the breakdowns the direct maintenance component of the Operating
Cost (such as parts, manpower, and supervision) falls markedly. To this must be added the huge reductions
in indirect costs, plus the opportunity and knock-on costs no longer lost. Together these three cost categories
can easily be ten times the value of the direct maintenance saved. In such a case, for every $1,000 dollars
of direct maintenance cost reduction through improved reliability, you also gain back $10,000 in additional
profit previously lost. Improved reliability causes throughput to rise, lowers direct production cost and avoids
consequential business-wide losses. On a graph of the Unit Cost of Production over several periods you would
happily see a falling trend as the reliability growth strategy changes the place.
Unit Cost of Production provides a means to show the effect of reliability in real money and production. Higher
reliability reduces the unit cost in three ways - you get more time to make product, you get more product out, you
keep the earnings the business would have lost from failures. As reliability improves there is more production
time, throughput and ‘added’ profit. That is why every company wants more reliable equipment; there is a lot of
money to be made from plant reliability improvement.
Vol 21 No 4 AMMJ
46 What is Equipment Reliability
Of course there is a price to make the needed changes. Making plant access refinements, doing equipment
design upgrades and training tradesmen and operators in higher and better skills is added expense and
takes time. But when you can show people returns on investment measured in the hundreds of percent,
you will get the management support and capital you need.
We now have two measures to show the impact of equipment reliability improvements – increased
‘Hours between Duty Failures’ and reduced ‘Unit Cost of Production’ over a time period. These are all-
encompassing measures that include the effect of everything impacting the equipment’s reliability. To
actually improve equipment reliability we need to rip those measures apart and look inside them to find
what caused those results.
It is best if you know the costs spent on an item of equipment, exactly what they were spent on, and what
they were spent to do. If you do not have good records of equipment problems, with their associated costs
and changed conditions over the equipment life, it will probably be difficult identifying suitable maintenance
actions and preparing justifications to fix them. To get the detail needed to fully analyse the cause of your
reliability problems requires tracking the life and cost of your equipment down to the individual part level.
The secret to successful equipment reliability lies within the lives of your equipment’s parts.
Equipment Reliability Depends on the Reliability of Parts and Components
Equipment is made of parts

and components combined in
12 assemblies that work together
11 to allow it to operate. Figure 2
shows how we combine parts to
form a shaft bearing assembly.
It shows a bearing in an electric
10 motor housing carrying a shaft; a
typical situation in many industrial
13
machines. There are 14 parts in
9 7 the assembly. The 14th item is
3 the lubricant.
5
2
8 When you look closely at how the
1
assembly is built, you find that
it is configured such that parts
work with others in a sequence.
Figure 3 identifies a portion of the
sequence of parts that allow the
shaft to turn in the bearing. Notice
6 that they are organised in a series
arrangement.
4
All industrial equipment is built
as a series arrangement of
parts and components working
together to perform the required
duty. Once you have a series
arrangement of working parts,
the series reliability depends on
each one working properly. A
simple example shows you what
happens.
Figure 2 – Series Arrangement of Parts Allow a Shaft to

Turn in a Electric Motor Bearing Housing
Figure 4 is as Figure 3, except with a failed part. Without correct lubrication the series connection
has been lost and the assembly cannot survive in-service. If this assembly were in a piece of equipment,
the equipment would be failed. A sequence arrangement of parts only requires one item in the series to
fail and the whole assembly fails. When the assembly fails, the equipment stops.

What is Equipment Reliability 47
Shaft Lock Shaft Inner Roller Lube Outer Housing

Seal Nut Journal race bearing race Bore
Figure 3 – The Series Arrangements of Parts that Allow the Shaft to Turn in a Bearing Housing
Shaft
Seal
Lock
Nut
Shaft
Journal
Inner
Race
Roller
bearing
X Outer
race
Housing
Bore
Figure 4 – The Reliability of a Series Arrangement Depends on the Reliability of its Components
The intended message in Figures 3 and 4 is that the reliability of a piece of equipment is totally dependent on
the reliability of its individual parts. If one part fails the machine fails. If one part is in a bad condition the entire
equipment is at ever increasing risk of breakdown. We can calculate the reliability of a series system mathematically.
In Figure 5, each part has its own reliability – ‘R’.
Shaft Lock Shaft Inner Roller Lube Outer Housing

seal Nut Journal Race bearing race Bore
R1 R2 R3 R4 R5 R6 R7 R8
Figure 5 – Every Part in a Machine has its Own Reliability
Equation 1 is used to calculate the reliability of items in series. It is the multiplication of the reliabilities of the
individual items in the series. It makes more sense if we use numbers. For the sake of the example, say the
reliability of each item is 99% (usually written as 0.99), which means 99 parts out of 100 are failure-free for as long
as they should be.
Rseries= R1 x R2 x R3 x ...Rn Eq 1
The series reliability for the eight parts is:
Rseries = 0.99 x 0.99 x 0.99 x 0.99 x 0.99 x 0.99 x 0.99 x 0.99 = (0.99)8 = 0.92 (or 92%)
Once parts with reliability of 0.99 are in a series assembly of eight items, the reliability of the series falls to 0.92.
Only 92% of the assemblies will last to the time they should. As the number of parts in a series grows longer, its
reliability declines because there are more things to go wrong. Watch what happens to reliability when a part has
a serious problem. If the lubricant has a reliability of 0.5, where half of the time it never reaches its expected life,
the equation becomes:
Rseries = 0.99 x 0.99 x 0.99 x 0.99 x 0.99 x 0.5 x 0.99 x 0.99 = 0.47 (or 47%)
Now only 47% of the assemblies last their full life. It only takes one part in a series arrangement to be of low
reliability and it brings the entire machine down to below that reliability. We have now arrived at a most important
principle in equipment reliability:
An assembly of parts (i.e. a machine) can never be more reliable than its least reliable part!
You can never improve an equipment item’s reliability more than its least reliable part. Understanding this reliability
principle is important for everything you do in the field of maintenance and reliability improvement. If you want to
improve your machines’ and equipment reliability, you first must ensure each of their parts are even more highly
reliable.
(PART 2 – “Getting More Reliable Equipment” will be published in the February 2009 issue of the AMMJ)
Vol 21 No 4 AMMJ
A World Class Approach To Asset
Management
Parts 2 and 3
Rohit Banerji TATA Consultancy Services (UK)
This article is divided into three parts. Part 1, given in the July 08 issue of the AMMJ, discussed the
evolution and the philosophy of World Class Asset Management (WCAM) from the enterprise perspective.
Parts 2 & 3 are given in this issue. Part 2 focuses on the deployment of WCAM. Part 3 is dedicated to
the standard measures of the effects of WCAM deployment. Some performance measures are listed
with indicative industry benchmarks
PART 2: WORLD CLASS ASSET MANAGEMENT DEPLOYMENT

The Portfolio Approach
It is not possible to manage everything optimally all the time. The portfolio approach helps focus effort
and resources where it matters most. The essence of this approach is to classify inventory, assets and
vendors into groups based on the business value of each group. The organisation can invest more
time and resources to manage critical groups, less important ones can be managed by exception. The
approach makes asset management practically doable.
Maintenance
Portfolio management logic can be extended to the management of assets. Stratifying assets based on
demand and the ability to create value will focus management effort on critical equipment and lead to
cost as well as effort optimization. Assets are classified according to criticality and the cost of repair. It
forms the basis of deploying resources for asset management (See figure 4 below). Broad strategies
are articulated to manage each of these asset classes. Managers can deploy available resources
commensurate with the asset’s criticality and importance, rather than political or traditional compulsions.
These reliability focussed decisions form the maintenance strategy for the asset.
FOCUS
HIGH IMPACT LOW COST
INVEST
HIGH IMPACT HIGH COST
x High maintenance
frequency x RCM Analysis
x High service level x Condition-based monitoring
x Asset redundancy x Predictive maintenance
x Invest in maintenance
x Monitor closely Reactors
technologies
Compressor
Business Turbine
Impact
Valves
Gearbox
Piping
REACT REVIEW
LOW IMPACT LOW COST LOW IMPACT HIGH COST
x Manage by exception Maintenance Cost x Rationalize maintenance
x Outsource frequency
x Maintain reactively x Take Risks
x Reduce failures
Figure 4 Equipment Criticality

World Class Asset Management 49
Inventory
The challenge to spares inventory optimization lies in assessing its business impact (criticality) and reviewing
thousands of individual stocking trends. The portfolio approach recommends segregation of inventory into
groups, in a way that spares in each group merit a common management strategy. Groups are profiled along
parameters such as business impact, lead-time, value of holdings, value of usage and the frequency of use.
A single person, managing 6000 spares, cannot devote more than ten minutes a year to analyze the stocking
pattern of each spare. The spares inventory of a medium sized plant can be well over 50,000. Information
technology tools manage inventory by exception, making optimization feasible even if the number of SKUs is
in hundreds of thousands.
Procurement
Vendor profiling for procurement management can be done by analysing areas like pricing, transaction costs,
payment terms, contracts, tender analysis, spend volume, supplier performance and supplier relationship (see
figure 5). Important vendors supplying critical spares can be partnered with, vendors supplying small volumes
of non-critical spares can be squeezed for margins and transaction costs can be reduced using e-commerce
with frequent suppliers. Similar appropriate strategies for other groups can be developed to improve vendor
performance and drive down procurement costs.
Performance Long term

Long termcontracts
contracts
SLA based
based payment
paymentterms
terms
NurtureRelationship
Nurture Relationship Partner
Partner
Importance
NegotiateAggressively
Negotiate Aggressively Open tendering
Open tendering
Figure 5
Procurement Profile
Spend volumes
Implementation Road Map
Haldia Petrochemicals Ltd (HPL) is a grass root petrochemicals company and the biggest of its kind in the
eastern India. The company owns and manages assets worth around $1billion. From the asset management
perspective, company production assets can broadly be segmented into three production sectors –
a) Mother plant – Naphtha Cracker unit
b) Downstream plants – Associated unit and Polymer units
c) Utility plants
HPL also boasts of having state of the art information technology assets. The company was an early adopter of
SAP R/3. It has accumulated huge volumes of business information in its data repository. The company is well
poised to leverage the repository for business analysis and management decision support. Such an analysis
will help Senior Managers identify gaps and focus their attention on priority areas.
The deployment of World Class Asset Management in the company needs a holistic view of the total life cycle
of all its assets. The goal of the WCAM is to provide sustained value addition with assets at the heart of
the strategy. The WCAM model should be deployed with support and commitment of the management. The
involvement of top management will gradually diminish as the system becomes self-sustaining.
The following section describes an indicative road map for WCAM deployment in HPL.
Set up
A key feature in organisational transformation is the active role of senior executives and line managers in all
phases of the change process. WCAM is a paradigm shift that requires the backing of top leadership for their
vision, developing new management practices and to allocate resources. The top management are at the heart
of the entire scheme of things in WCAM, and are facilitated by a dedicated Internal Solutions (IS) Group.
Vol 21 No 4 AMMJ
50 World Class Asset Management
Steering Committee
At the core of the change process is the steering committee comprising executives from top
management. The steering committee will review asset management policies, objectives and targets
in line with business goals. Management decisions on strategy, planning and resource allocation will
be taken by the steering committee.
Internal Solutions (IS) Group
The steering committee will draw on information provided by a dedicated internal solutions (IS) group
responsible for monitoring, measurement and analysis of progress on KPIs, project effectiveness, and
process compliance. The IS group will also function as the eyes and ears of the steering committee.
The group will have internal capabilities for project evaluation and asset management audits. They
will continuously look for new industry benchmarks, best practices, areas for improvement and
technologies in the asset management space.
Project Teams
Finally, executives responsible for the sub-unit being impacted will lead improvement initiatives.
These project teams will have members with skills commensurate with the initiative. The initiatives
will be implemented in the form of work packages or projects, each with their own objectives and
targets. Ideally the objective of the project should coincide with the performance objectives of the
leader and members. The returns on the project should be traceable to the leader and members for
at least 5-7 years.
EAM Strategy, Objectives and Policies
Asset management strategies are developed to leverage HPL’s internal resources, capabilities and
core competencies to best accomplish its business goals. The business strategy of the organisation,
will impact its asset management strategy.
WCAM aims at delivering the lowest lifecycle cost of assets. Of course, losses or gains in asset
productivity form part of this valuation. A strategy that might contribute to such an objective might be
to convert an asset management department from a cost centre to a profit centre.
Organisations as large and asset intensive as HPL need a clear policy framework within which plans
can be made. The steering committee finalises subjects on which policies need to be framed. The IS
group does the groundwork of gathering information and forwarding draft policies for approval by the
steering committee. Some areas on which policies can be formed are:
1. Safety Standards.
2. Quality Standards.
3. Planning horizon for Capex, Opex, and renewal of static assets
like pipelines, pressure vessels.
4. Human Resource Management: Alignment of objectives, reporting
channels, incentive structure, mentoring, training.
5. Financial policies: Capex, Opex, ROI, project budgeting, review
frequency, financial powers.
6. Spares Inventory Management: Obsolescence management, virtual
pooling, stock taking frequency.
7. Maintenance Management: Departmental structure, resource pooling,
outsourcing.
8. Procurement: Vendor selection and management, competition,
procurement planning, procurement for Capex.
9. Asset renewal: Periodicity by asset type.

Identify KPI’s and Benchmarks
The IS group identifies a number of organisational Key Performance Indicators (KPIs) that are comprehensive
in their coverage yet exclusive. The scope of the KPI based measurement should be restricted to the fulfilment
of asset management objectives set forth by the steering committee. A separate set of KPIs will from part of
definitions of work packages or projects.
An attempt is made to identify benchmarks for each KPI, either internally using figures from a part of the
organisation, or from industry leaders or even from other industries known for excellence in a particular area.
Availability of internal operation data will give the company’s initial performance measures, which can be tallied
with the industry benchmark.
Initial Assessment
The IS group carries out an initial assessment of asset management within the organisation. The end deliverable
of the initial assessment is a list of Key Result Areas (KRAs) for review by the steering committee.
Process Identification and Mapping
It is important to document the existing asset management process. Members of the IS group will interview
functional heads and senior executives, and conduct workshops with line managers and supervisors.
Suggestions from workers, especially specialists will be recorded. In the end of this exercise, main processes
of asset management are to be documented.
An indicative list of processes that may need to be mapped is given below:

• Maintenance request process - Within plant request - Cross plant request
• Maintenance execution process
o Work execution by plant maintenance department
o Work execution involving centralized services
• Workflow system.
• Spare request and receiving process.
• Performance tracking and appraisal process
• Inspection program
• Information capture process
• Outsourced maintenance monitoring process
• Contract management process
• Purchase and procurement process
• Short, medium and long term planning processes
• Skills management and training process
• Asset relocation
• Cost estimation and budget allocation
• Asset responsibility handover process
• HR policies: Incentives, promotions, and appraisal
• Process decision points
Once the key processes are mapped, these are to be tested for process efficiency and operational control.
Some tasks associated to this step are:
• Identify first cut gaps in the process
• Identify non value adding activities
• Identify gaps in data capture required to support and optimize processes
• Test accuracy of data collected in the process
• Check if proactive information sharing is being achieved
• Check if SOP’s to capture data are available and followed
• Check if data formats are standardized across the organization
Vol 21 No 4 AMMJ
Each process should generate some information and the information must be shared with the right
people. The IS team should investigate the information flows in and around processes. Key areas:
• Information interchange at the information touch points
• Data capture and information exchange with other processes
• Process circumvention
• Vertical and lateral information flows.
• Internal political/cultural barriers.
• Congruence of authority with responsibility
It is important that each asset management process must have clear measurable outputs. Data
gathered in a process should support the following:
• Identification and calculation of performance indicators: Adequacy,
relevance and visibility.
• Reporting of strategic information: Trends, patterns, benchmarks,
financial effects, and accountability.
• Availability of relevant information at decision points for decision support
Communication Management
During the initial assessment period, the IS team has to ensure that everyone gets the information
required to fulfill his or her role effectively, and yet not be inundated with unnecessary data. This
applies equally to stakeholders inside and outside the organisation. Communication effectiveness is
analysed on the basis of a tool designed by Dr. R A Platfoot – the Information Map.
Recipients
Releasers Maintenance Planner Mechanic
Day's tasks
Work orders and priority
Spares
Safety information
Permits
Maintenance Machine history
Planner Fault analysis
Trend reports
Inspection reports
Production schedule
Equipment availability
Tools availability
Production Detailed production schedule
Work order
Stores Availability of spares
Contract details
Safety Permits & procedures
Priorities
Maintenance Inspection reports
Manager
Authorization
Time Keeper Manpower availability
Trends
EAM Database History
Fault analysis
Table 1 Information Flow Matrix

An information map is a two dimensional matrix (see table below) that identifies the flow of information
necessary for the organization to function effectively. Roles that receive information are listed in the top
row. Those who release information are listed in the first column. The information that needs to flow from
a releaser to a recipient is mentioned in the cells common to both. Gaps and unnecessary information are
identified and marked. New reports can be developed to bridge the gaps. Unnecessary information can be
eliminated from the flow.
The exercise can be done both at the departmental and organizational levels. Collaboration and
communication between stakeholders improves once the gaps are addressed. At the same time unnecessary
communication gets weeded out. Managers are spared the information overload that characterizes many
organisations.
Business Analysis
The information collected is analyzed to identify Key Result Areas (KRAs). The IS group makes
recommendations on each KRA. The steering committee evaluates the recommendations and gives
directions on which ones to pursue in the current planning cycle. Analysis involves activities such as:
• Identify gaps in the current processes
• Evaluate existing IT technologies
• Evaluate internal cultural issues
• Evaluate enabling technologies for better asset management
• Prepare Risk analysis and suggestions for mitigation
• Redesign important processes
• Guidelines for long term asset planning: Focus on strategies relevant to each stage
of life cycle – selection, installation, operation, refurbishment and discard.
Key Result Areas
The assessment process ends when key result areas for improvement are identified. The IS group makes
recommendations based on the improvement potential, core rigidities and interdependencies. A preventive
maintenance rationalization program can be a logical prelude to releasing resources for a predictive
maintenance initiative. A few typical KRAs are described below:
1. Skill Balancing and Optimisation

Very often, technicians are over-skilled for the tasks they perform. The principle of skill balancing demands
that persons with the lowest appropriate skill level execute tasks. Some jobs can even be delegated to less
skilled technicians supported by checklists, repair manuals and training. Skill classification and mapping to
tasks can deliver the following benefits:
• Availability of highly skilled resources for critical jobs improves.
• New talent gets trained for a smooth transition as the ‘experts’ move on.
• Resources are allocated according to predetermined priorities – and not extraneous factors.
• Overall resource costs reduce.
• Reduces dependence on seemingly indispensable ‘gladiators’.
2. Shutdown Management
Annual (or periodic) shutdown is probably the costliest maintenance event for a continuous process plant.
Not only does it stop the production of the entire plant but also consumes critical spares and spends money
on external services such as expensive specialist contractors.
Shutdown jobs need to be identified through out the year and sufficiently before the actual shutdown period.
Their relevance of being ‘shut down jobs’ needs to be scrutinised. The company’s EAM system should
segregate all jobs to be dealt with during shutdown. Sophisticated shut down planning tools can be used to
create, plan and track shut down jobs in the SAP PM module.
The prime goal of the shutdown planning process is to produce a detailed, overall time-based plan – not
merely a work list. Even though planned job sequences and timings are likely to change on the day,
achieving a detailed schedule will help make the right adjustments. Shutdown specific applications greatly
reduce the planning and uploading effort. Real time progress can be tracked using this technology along
with mobile PDAs. Timely switching of resources and tag-out tracking will reduce shutdown costs and
reduce safety hazard risks.
Vol 21 No 4 AMMJ
The greatest threat to the shutdown plan comes from factors outside the enterprise and therefore not
within the full control of the maintenance. Availability of the following has to be monitored closely:
• Spares, materials and equipment
• Contract labour
• Engineering services
• Hired equipment
• Regulatory and insurance inspectors
• Utility supplies (especially those that will be turned off)
• Agreement for work affecting neighbouring property, shared services, etc.
3. Spares Inventory Management and Cataloguing
Sustaining a high service level for spares inventories ensures that work can be executed as soon
as a request is generated. The effort to improve service levels even incrementally can raise the
inventory stock value exponentially. World-class inventory management takes in multiple inputs;
criticality, lead-time, frequency, shelf life and many more, to compute optimal levels.
Material data cleansing and cataloguing by developing comprehensive unique buying descriptions
and eradication of duplicates can result in long-term savings. Codification greatly reduces eCommerce
costs such as transaction costs, competitive margins and wrong deliveries.
4. Knowledge/Information Management
A knowledge management framework describes a learning cycle – before, during and after any
event. A community of practice – a group of people with common interests identify best practices and
post them on the company intranet. Turn around is a major area where BP has gained $10 million in
three refineries by implementing knowledge management for turn around in 1998.
Asset Information Management: CAD drawings, piping isometrics, instrumentation diagrams, vendor
manuals, asset performance history, asset fault history and warranty tracking are some kinds of
asset information that need to be maintained by an organisation. Establishing clear processes to do
so saves a lot of effort during the lifecycle of an asset. Data templates once prepared for different
types of assets ensure that on the one hand all important information about the asset is available,
whereas only the relevant information is captured, on the other. Asset information management can
save considerable data collection effort that may even involve extended communications with the
OEMs.
5. Competency (Skill) Planning
Competency planning gives managers a preview of future skill requirements. Skill requirements are
rolled up from the equipment level to a basket of skills at the organisational level.
As availability is mapped to requirements, a long-term plan emerges when. It may take years of
mentoring to build specialised competencies with high experiential content. The plan helps to mitigate
the risk of losing talent because of attrition. Expansion plans can be factored into the planning process
as well. An indicative planning matrix is shown in Tables 2 and 3.
6. Outsourcing
Plant Managers are looking to improve the effectiveness and efficiency of maintenance, not to
generate greater output, but to generate the same or less output at a reduced maintenance cost.
However, in addition to reduced cost of maintenance, many Plant Managers are recognizing that
there are a variety of other benefits to outsourcing equipment maintenance. These benefits include:
• Reduced total cost to produce
• Improved Management focus
• Minimized risks
• Overcoming internal resource limitations
• Institute a service level based process.

Table 2 Sample Skill Planning Matrix

SAMPLE SKILL PLANNING MATRIX
Skill Skill No of Techs
Skill Name Code Code Frequ Duration Equipt Reqd 2005 2006 2007 Skill Development Plan
Align Feed Shift Emp "X" to plant for
Water Pump FDPP1 A1a 1/year 2 days 2 4 4 3 3 mentoring under Emp "Y"
Governor load Shift Emp "X" to plant for
check /setting CGC1 A1a 2/Year 6 Hours 4 4 4 3 3 mentoring under Emp "Y"
Turbine blade Identify potential
angle setting CGC2 A1c 1/Year 1 day 24 2 2 2 1 resources
Lubrication Consider for move to
inspection GEN1 B3c 1/week 3 Hours 5 1 3 3 3 higher skill level
Trend Automate/train new
analysis TREN D1b 1/Month 2 Hours 40 1 0 0 0 resource
Vibration
analysis VIBA D2c 1/Week 3 hours 12 4 2 1 1 Run training course
Turbine Train additional resource
Boroscope COM4 D2c 1/Month 4 Hours 24 1 1 1 1 as buffer?
Table 3 Skill Classification

Skill Codes
Classification Codes
Basis of Basis of Basis of
Attribute Notation Attribute Notation Attribute Notation
Classification Classification Classific’n
Skill
Engagement Skill level
Development
Requires
Presence No of Demonstrated extended More than
required 24x7 equipment A Expert expertise 1 mentoring 1 year a
Frequency, Requires
Required on Duration and More than one moderate on 1 month to
call Service level B Experienced year on the job 2 the job training 1 year b
Can be
deployed with
little or no
Required by No of tasks Less than one training on the Less than a
exception referred C Learner year on the job 3 job month c
Required Frequency
when Duration and
available Service level D
Execution
The IS group makes work packages to implement the directions of the steering committee. The work
packages are independent business objects, each with their own scope, schedule and measurement
metrics. Each work packages will include the following:
• Team structure
• Project plan
• KPIs
• Drivers and benefits (ROI)
• Structural changes
• Functional changes
• Process changes
• Skill enhancements
• Phases of the change process
The dominant focus of the group cyclically shifts from measurement to evaluation to work definition to
project management over a year. Control over project execution is enhanced through periodic reviews and
feedback to the steering committee.
Vol 21 No 4 AMMJ
PART 3: PERFORMANCE MEASUREMENT

The use of measurable metrics makes expectations clear to stakeholders (particularly at the execution
level). Most manufacturing companies have performance measures built around expenditure
accounting and budgeting accuracy. Lost opportunity costs, on the other hand, attract much less
measurement effort even though these figures probably hold five times the potential for performance
improvement. Consistent metrics gradually get embedded into a plant’s work culture. Targets based
on such metrics are comprehended quickly at all levels.
A measurement model provides a framework that can be used to set progressive targets year after
year. Targets such as 10% cut in maintenance cost may not always be in the best interests of the
company. Similarly there is an emerging realisation that there is no holy grail of target plant availability
– such as a 85% or 98% objective, in fact such a target might by wholly uneconomic. The challenge is
to select performance measures that maximise value for money.
Key Performance Indicators (KPIs)
One key theme that seems to be common to successful performance measurement is the recognition
that cost/benefit ratios are more important that either cost (budget compliance or cost reductions)
or benefits (production rates, service levels, availability etc.) This is the only way to avoid inherent
conflicts of interest and chasing diminishing returns. Goals such as ‘Zero Defects’, Just-In-Time’ and
‘100% Service Levels’ would be quite uneconomic were they at their logical extreme.
The fundamental problem of maintenance expenditures is that the link between what is spent and the
benefits that are achieved is long and tenuous. It can be many years before the effects of a change in
maintenance strategy become palpable. Tasks directed at extension of asset life such as painting, oil
change frequency, may need 10, 15, 20 or more years before effectiveness is measurable. A typical
‘time-lag’ of maintenance influence is 5-7 years.
Intangibles such as performance in safety, environmental impact, employee morale, customer

impression and can represent real influence on business success.
Benchmarking
Targets tend to substitute internal benchmarks. External benchmarking between companies in similar
industries is of greater value as it forces competitor evaluation. In fact there is a strong case for
benchmarking between industries. Companies learn a great deal by comparing similar metrics to quite
different commercial circumstances. External audit and benchmarking assistance is useful and helps
to achieve some degree of standardisation or objectivity. A clear, logical structure of performance
indicators can greatly help in achieving the main aims, namely better internal control, problem/
opportunity identification and de-confliction of individual objectives.
EAM Performance Measurement
A number of carefully selected KPIs form the

foundation of the performance measurement 1
model. An indicative list of KPIs is given in 20
1
2
Table 4. 19 0 . 8
3
18 0 . 6
4
An organisation can choose one or a 17
0 . 4
5
number of KPIs to measure its performance 0 . 2
Year Zero
on a single attribute. Benchmark figures are 16 0
6 Year 5
assigned to the highest level of excellence Year 10
15 7
and then suitably discounted up to the
lowest level. The levels, when plotted a web 14 8
(See Figure 6), provide a snapshot of asset 13 9
management excellence achieved by the 12 10
organisation against the benchmarks it set 11
for itself. The benchmarks and targets are Figure
Figure8 7
reviewed and changed periodically to Figure 6 A KPI “Web” Plot
represent realistic aspirations at that time.

Conclusion
Asset management practices are evolving constantly and rapidly in response to competitive pressures
and new technologies. Jargon like dynamic RCM, multisite collaborative asset management (CALM) and
asset information management (AIM) add to the maintenance manager’s anxiety. Lean organisations that
are designed for functional efficiency rarely have the bandwidth to take on improvement initiatives.
The present volatile business environment favours learning organisations that have internalised the
process of continuous adaptation. WCAM offers a practical approach to institutionalise a perpetual cycle
of measurement, analysis and execution. The portfolio approach is a logical extension of the 80:20 rule
that invariably guides management effort.
The WCAM model is a vision that remains relevant as the organisation revises the benchmarks year on
year. Policies are periodically put under the scanner. The three pillars of change are addressed in every
execution so that none of them become a limiting factor for progress. Institutionalisation of a continuous
improvement framework forms the foundation of the WCAM model. Information technologies make the
model work by taking on the vital task of collecting and analysing huge volumes of information.
A number of enterprise asset management (EAM) software products evolved from erstwhile Computerised
Maintenance Management Systems (CMMS) to fill the vacuum. Modern EAM solutions offer a wide range
of asset management and decision support functions that extend beyond the needs of one asset type or
department, and arm managers with the tools they need to effectively manage assets.
(This article was first published in the Maintenance and Asset Management Journal, UK)
Best Practices Maintenance Benchmarks

No. Area KPI Benchmark
1 Cost Outsourcing: Contractors Cost/Total Maintenance Cost 64%
Maintenance Expenditure: Total Maintenance
2 Cost Cost/Total Manufacturing Cost 10%
3 Cost Maintenance Overtime/Total Company Overtime 5%
4 Culture Span of Control: Total Maintenance Employees/Supervisors 8
5 Culture PMs performed by Operators/Total PMs 40%
6 Culture Housekeeping: % Points complied with 96%
7 Inventory Inv Turns: Inv used/Inv held 3
8 Inventory Inv Svc level: WOs delayed due to stock outs/Total WOs 95%
Plant
9 performance Unplanned Down Time 0%
Plant
10 performance OEE=Availability* Performance efficiency*Quality Rate 85%
11 Process Reactive Maintenance: Breakdown jobs/Total jobs 20%
12 Process PM Compliance: PMs Completed/PMs Due 90%
WO Compliance: Jobs initiated on WOs/ Total Jobs
13 Process Performed 100%
Safety Compliance: Recordable Injuries per 200,000
14 Process labor hours <2
15 Procurement Adhocism: Rush purchases/Total purchases 3%
16 Procurement Transaction Costs: Spend $ /Transaction User Defined
17 Procurement Average supplier lead time User Defined
18 Procurement Average time from PR to PO 8 Hours
Predictive Maintenance: Total Hours PdM/Total
19 Technology Maintenance Hours Available 50%
20 Technology CMMS Usage: % of available features used 90%
Table 4 An Indicative List Of KPI’s
Vol 21 No 4 AMMJ
Inventory Control Strategy
Study For Airlines
Supanee Arthasartsri and He Ren,
School of Aerospace, Mechanical Manufacturing Engineering RMIT University (Australia)
The airline industry, as a whole, sits on billions of dollars of excess capacity in parts. Excess inventory
and materials costs significantly increase the annual maintenance budgets of most airline companies
today. However it is also crucial for airlines to keep enough stocks in the system in order to maximize
availability of aircraft and minimize maintenance turn-around-time. A well planned supply chain
management strategy therefore is significant in every airlines maintenance management system. This
paper discusses the inventory control process and some examples of inventory control strategies for
an airline.
INTRODUCTION
It has been proven that for industries characterized by high hardware costs, and where high utilization is
vital for those industry’s sustainability, inventory management plays a pivotal role in the overall life-cycle
cost program through its significant impact on capital cost as well as capital velocity (such as turnover).
For each airline to achieve the optimal costs for spare part management, maintenance strategy and
system availability play major roles. In recent years, organizations have focused on reducing levels
of unplanned maintenance through preventive and predictive maintenance. It is well known that the
unavailability of spare parts may result in loss of revenue which is associated with an increase in
system downtime. On the other hand, having excess number of spares will lead to an increase in capital
investment and holding cost. This is shown in Figure 1.
Increasing levels of competition in the market creates an urgent need to reduce capital cost and
increase capital velocity (turnover) by carefully selecting assets and improving utilization. Higgins and
Morrow (1993) divide maintenance cost into: cost of maintenance operations, the cost of ownership of
maintenance equipment and spares, and the cost associated with unexpected system downtime. The
cost of acquiring spares and that associated with unexpected delays are particularly high in the airline
industry. It is essential for a successful airline to balance the cost of aircraft availability on one hand with
the cost associated with providing a certain level of support on the other.
Improving management of the supply chain involves improving performance of contradictory objectives.
The inventory level should be at a minimum while at the same time improving availability (hence high
service level). It is important that airlines find the right balance between the two contradictory objectives.
The cost of potential lost sales should balance with the cost of carrying inventory as much as possible.
To achieve the goal, the performance tracking must involve delivery performance, order-fulfillment lead
time and overall costs.
Figure 1: Optimal Spares Cost

Inventory Control Strategy For Airlines 59
This paper describes the process of inventory control management which includes the provisioning and
the initial state of creating a model for simulation in order to achieve the optimum spare parts. Several
inventory control strategies for airline includes material management and supply chain synchronization and
outsourcing component management will also be discussed.
INVENTORY CONTROL FRAMEWORK
Inventory control is responsible for ensuring that all the necessary parts and supplies are on hand and
available at selected locations throughout M&E (maintenance and engineering). Its purpose is to support all
maintenance activities by maintaining proper stock levels in stores and by initiating reorders at appropriate
times. They are also responsible for adjusting the stock levels as changes in usage and fleet makeup
dictate. (Kinnison, 2005)
Prior to the start of a new project, airline will set up an initial provisioning process which sets initial stocks of
repairable spares and repair entry into service. Manufacturer, e.g. Airbus or Boeing, provide a Recommended
Spares Parts List (RSPL) to the airline. Airline then creates an inventory strategy based on the provided
RSPL. Examples of data required in designing the strategy include;
• Fleet size
• Average flight hours per aircraft day
• Average flight hours per flight leg
• Line-station to main base return time (days)
• Repair turnaround in days by shop code, for major and minor repairs (days)
To provide material support for maintenance and overhaul for such a variety of a whole inventory system,
the items are classified into 3 categories
• Class A, Rotable parts: serialized items which could be tracked for life control.
• Class B, Repairable Parts: items that are reconditioned back to original state by using
parts and known repair processed.
• Class C, Expendable Parts: items which are discarded and replaced as recommend by
manufacturers.
Figure 2: Continuous Review Inventory System Two basic questions for

every organization in inventory
matters are when the optimal
order point (R) is and how much
the economic order quantity
(EOQ) is. Figure 2 illustrates the
relationship between EOQ, R, and
inventory level moving through
time. The graph shows that the
system releases an order for Q
units each time inventory position
falls to a specified quantity R.
The order cycle length is the time
interval between successive order
releases. The inventory position
line moving through time follows
the shape of saw-tooth curve.
INVENTORY CONTROL PROCESS
The distribution of the supplies is divided into two main channels for meeting airlines’ demand. A majority
of parts are maintained in inventory at its own distribution centre and supplied to the maintenance base
on demand. The second channel is based on vendor-managed inventories with the vendor shipping the
products to the distribution centre on the orders communicated to them through the organization. Figure 3
shows the order through to delivery process flow of the supply chain.
Vol 21 No 4 AMMJ
60 Inventory Control Strategy For Airlines
The process flow in figure 3 is the tool to ensure the validity of the order as well as the availability of
the parts to meet the demand. There are several ways to control the orders from airline to distribution
centre and suppliers:
• Distribution centre have enough inventory available which is required from airline,
the nearest centre then supplies straight to the airline maintenance base.
• Distribution centre does not have enough inventories available, the order will
be place on the backorder list and request for replacement is sent to the planning
division.
• If the parts in backorder list are under the existing contract, planning division then
creates a purchase order and forwards it to the supplier.
• If there is no contract existing in the backorder list, a request is sent to the
procurement department to set up a new contract then forward to the supplier and
make a purchase order.
INVENTORY MANAGEMENT TECHNIQUES
There are several different techniques that have been developed and proposed to improve the availability
of spare parts when necessary. For the aviation industry, the most common and efficient techniques
include reorder point evaluation (ROP) and Material Requirement Process (MRP). Failure to replenish
spare parts on time for an airline can cause the loss of revenue, violate regulatory requirements and
compromise the safety of workers.
Moncrief (2005) mentioned that the concept of using an order point, or reorder point, is the point in
the replenishment process that should trigger the normal ordering of a replacement stock keeping unit
(SKU). Availability of equipment and spare parts to sustain the production process is protected when
airlines have the proper ROP level. The key for ROP inputs are criticality of the parts, lead time to
replenish, issued in sets of and usage demand.
Concept of material requirement process (MRP) is based on the determination of the future time-phased
requirements for material and taking the necessary actions to insure the material is on-hand when
required. Critical path scheduling is often used to keep the project on schedule. The key to successful
MRP is the scheduling process, which determines when certain activities are going to happen. (Moncrief,
2005)
The airline industry combines four unique market characteristics include global need for parts, demand
unpredictability, traceability of parts for safety reasons, and high cost of not having a part. Most of
the airlines at present are using ROP techniques in their inventory control management. According
to the survey from Ghobbar and Friend, many airlines are now pursuing the MRP techniques since
MRP gives the possibility for accurately controlling inventory and for reducing stock for schedule airline
maintenance.
The optimum strategy for airline to select the inventory management technique is to combine ROP and
MRP techniques depending on the typr of inventory. ROP can be applied to the active inventories which
are regularly used and the future expected demand can be predicted with good accuracy. On the other
hand, expendable or class C inventory could be managed with MRP technique as it determines the
quantity and timing of the acquisition of dependent demand items needed to satisfy master schedule
requirements.
INVENTORY CONTROL OPTIMIZATION MODEL
The nature of airline systems does not involve a single but multi echelon and multi indenture. For
repairable items, it is more complicated than other types as the question is not only how many spares
are needed at the operating base but also how many are needed at the supporting depot. The following
topics describe the multi-echelon and multi indenture optimization model.
MULTI ECHELON OPTIMIZATION MODEL
The typical multi-echelon model is a two-level system composed of a number of bases being served
by a central depot, or depots. The bases are referred to as first echelon and the depots as second
echelon. Airlines are considered to be a multi-echelon supply system as they have line maintenance

Airlines
Orders Shipment
Received
Order Arrival
Airline Order
Validation
Material Yes
Availability
No
Place On Release
Backorder Backorder
Yes
Existing Send Shipment

Contract? Request
No
Material
Procurement: Receipt
Set Up Contract Notification
Distribution
Planning: Send
Centres
Replenishment
Requests
Materials
Suppliers
Figure 3: Airline Order to Delivery Process Flow
bases at various locations as their first echelon, they also could have a major hub that is providing some
spare parts to the region as their second echelon, and finally the home base where they receive stocks
from major suppliers and vendors as the third etc. The demand for units occur when there are failures of
operating units at the base level. The failed unit will be placed into repair at the repair base. In the event
of sufficient stock not being available at the base-level, a backorder occurs and demand must be satisfied
from units at the depot-level, either from existing stock or from units completing the repair process. (Guide,
1997) The problem, in the simplest form, is the setting of repairable inventory levels at each of the bases
such that a pre-specified level of service is achieved, given repair rates and transportation times and budget
constraints.
MULTI INDENTURE OPTIMIZATION MODEL
As echelons describe how the supply system is organized, the indenture structure describes the engineering
parts hierarchy. A first-indenture item that is removed from the aircraft is called a lone-replaceable unit
(LRU). When the first-indenture item is taken apart in the maintenance shop, second-indenture items are
replaced and these are called shop-replaceable units (SRUs). There could be more indentures levels and a
good inventory policy should be concerned with the optimal stock level of all these levels as well.
Vol 21 No 4 AMMJ
62 Inventory Control Strategy For Airlines
Since an item at a particular indenture is composed of several lower indenture items, the cost of
each lower indenture item is less than that of its parent. Therefore it is a reasonable strategy to stock
the lower indenture items rather than the higher one. On the other hand, when an item fails, it takes
time and expertise to diagnose and replace the items that are responsible and this could affect the
downtime, for this reason, it is better to stock the higher-indenture items. The analysis of the optimum
level of indenture spares and allocation is best to be done by using a computer model which will not
be mentioned in this paper.
INVENTORY CONTROL MANAGEMENT STRATEGIES
MATERIAL MANAGEMENT AND SUPPLY CHAIN SYNCHRONIZATION
A key element in effectively managing airline maintenance operations is integrated supply chain
synchronization. In determining optimal maintenance plans and location schedules, proper
synchronization across the material management, warehousing and procurement organizations is a
must. The process includes:
• Spare Parts Demand Forecasting — for example the core availability, return, repair and rework of
a rotable is forecast to generate a repair versus buy (RVB) plan. The RVB plan achieves a balance
of inventory by considering two-way interchange ability substitution logic. It also uses advanced
statistical and probabilistic forecasting techniques. (Kinnison, 2005)
• Chaining and Superceding Parts — in planning the purchase of component parts, variables such
as parts improvements and mandated safety changes must be forecast. The ability to recognize parts
chains reduces excess inventory and scrap.
• Network Inventory Distribution Planning — develops time-phased, network-wide inventory plans

that allow dynamic redeployment of parts based on predicted maintenance requirements and failure
rates. This minimizes unnecessary inventory.
• Supply Chain Event Management and Visibility — applies time-phased event management
and critical path resolution to potential supply problems, before the problem occurs. Maintenance
personnel are alerted to capacity, parts, tools and materials demand and supply imbalances while
also being provided with options for resolving the problem.
• Business-To-Business Marketplace Integration — the leveraging of the transactional efficiencies

and supply chain information resident in the electronic marketplaces (eMarketplaces) of the future.
In order to implement this strategy to airline inventory system, the optimization models assist the
planning manager in making the required decisions for optimum value for inventory and lead to
proper synchronization across the management system. This strategy could be applied to all types of
airline as it protects the best benefit within the organization.
OUTSOURCING COMPONENT MANAGEMENT
It is logical for an airline to outsource the management of components when dealing with a small fleet
of aircraft. As an example for the Airbus A380, given the relatively small number of the giant aircraft
airline each had to their feet or at the beginning of the EIS. The inventory holding cost for carrying
the work-in-process (wip) inventory for airline includes the opportunity cost for the money tied up in
the inventory, plus storage costs, insurance, spoilage, and obsolescence costs. Usually, this cost is
computed as the product of the inventory value and an inventory carrying rate, which includes at least
the opportunity cost for money.
Consider the airline with small A380 fleet; it would not be worth holding and stocking the spare parts as
the inventory costs will affect the capital cost for the company. It may also be impossible for the airline
to order a small amount of spare parts just for the fleet that they have as there may be minimum order
amounts. With the outsourcing strategy, small fleets, as well as major carriers with type-specific fleet
segments, gain enormous economies of scale when participating in fully-integrated A380 component
support and parts pooling system. Such cost benefits are normally only achievable by large fleets of
the same aircraft type. Figure 4 shows the economics of scale for component associated cost per
flight hours versus number of fleet. To be a standalone airline, it faces the high figure of inventory

Figure 4: Number of fleet versus Inventory costs (Spairliner)
costs and the cost decreases as the number in the fleet increases. Therefore, with the airline like UAE airline,
it is not necessary for them to outsource their spare part management but vice versa, they could follow the
component inventory service and being the supplier in their components or within their alliance.
CONCLUSION
This paper presents the fundamental study for airline inventory control management. The main objective of
supply management is to achieve the optimum amount of inventory at the right time. There are several techniques
that help accomplishing the goal. Reorder Point (ROP) and Material Requirement Process (MRP) are two
main techniques airline employed to their management process to deal with different types of inventories. For
repairable items, the approach to the best results is the use of the multi-echelon and multi-indenture optimization
models. Finally, two of the possible inventory management strategies for airlines were discussed. This depends
on several factors including their fleet number, capitals and service types etc.
REFERENCES
• Anderson, J., Schroeder, R., Tupy S., White E. (1982), Materials Requirements Planning Systems:
The State-of-Art, Production and Inventory Management Journal 23, 51-67
• Blanchard, B.S (1986), Logistic Engineering and Management, New Jersy, Prentice-Hall. Inc.
• He Ren, Aircraft Maintenance Management, School of Aerospace Engineering, RMIT University
• Friend, C.H., 1992, Aircraft Maintenance Management, Harlow, Essex, England
• Gallimore, K. and R. Penlesky (1998), A Framework for Developing Maintenance Strategies, Production
and Inventory Management Journal, First Quarter: 16-22
• Ghobbar Adel A., Friend C.H. (2004), The Material Requirements Planning System for Aircraft Maintenance
and Inventory Control: A Note, Journal of Air Transport Management.
• Harry A. Kinnison, PhD.,2004, Aviation Maintenance Management, McGraw-Hill, New York
• Higgins, L.R. and L.C. Morrow (1993), Maintenance Engineering Handbook, New York, McGraw Hill
• Jain Sanjay (2004), Supply Chain Management Tradeoff Analysis, Proceeding of 2005 Winter Simulation
Conference
• John T. Mentzer, Matthew B. Myers, Theodore P. Stank (2007), Global Sypply Chain Management, Sage
Publication Inc.
• Moncrief E.C., Schroder R.M. (2005), Production Spare Part, Industrial Press, Inc., New York
• Muckstadt John A. (2004), Analysis and Algorithms for Service Parts Supply Chain, Springer, New York
• Sherbrooke Craig C., PhD, (2004), Optimal Inventory Modeling Of Systems, 2nd Edition, Kluwer’s International
Series
Vol 21 No 4 AMMJ
Maintenance News
A wireless condition monitoring system to improve machine reliability,

reduce installation costs and increase personnel safety.
The SKF Wireless Monitoring System V/T is a compact, four-channel condition monitoring system that can be permanently
mounted onto machinery equipment. This device can also communicate over an existing WiFi network. The SKF Wireless
Monitoring System V/T is designed to improve machine reliability, reduce installation costs and increase the safety of
personnel in industrial applications. It can measure acceleration, velocity, temperature and bearing condition data and
automatically upload these measurements for viewing and analysis within SKF Machine Suite.
The SKF Wireless Monitoring System V/T can be used where cabling is impractical, offering a fast and simple way to
collect and analyse machine performance data. It is also ideal for:
• Machines in areas that are inaccessible, difficult or dangerous to reach.
• Moving machine components where hard-wiring is not possible.
• Temporary installations, e.g. machines with suspected problems, during build out, or while operating
in transitional facilities.
Benefits and design features:
• The software can be installed and ready to use in three simple steps
• Eight (8) inputs
• Four (4) accelerometer inputs
• Four (4) DC or 4-20 mA inputs (eg. for temperature)
• One tachometer for speed measurements
• Communicates on WiFi standard 802.11b with 128-bit encryption
SKF Wireless Monitoring System V/T is available as a turn-key solution or as part of service contracts.
For further information on the SKF Wireless Monitoring System V/T visit www.skf.com.au.
Delivering Reliability through Condition Monitoring and Lubrication Practices

Making improvements in Condition Monitoring and Lubrication Practices is a significant opportunity for organisations that
have operational assets that are critical to their business performance. Substantial increases in equipment availability and
reductions in maintenance costs are routinely achieved. The annual SIRF Condition Monitoring and Lubrication National
Forum now in its 3rd year provides an ideal way for reliability, condition monitoring and lubrication personnel to see the
achievements and directions of the leading practitioners in Australasia. There will be over 30 quality presentations over
4 streams to maximise attendee choice. In the condition monitoring and lubrication field suppliers and service providers
hold much of the important technology. It is often difficult for maintenance and engineering personnel to get an overview
of what is available and to talk to other users. The forum will bring together around 20 of these top Australasian Reliability,
Condition Monitoring and Lubrication suppliers at the accompanying exhibition. By attending the forum you will have a
chance to learn from amongst the country’s best industry practitioners and interact with peers with similar problems and
challenges. The aim is to share experiences and learn proven techniques to take back to your own operation. There will
also be significant opportunity for networking with presenters and other attendees during course of the event including
small group discussions on a topic of your choice. We look forward to seeing you at the forum. For any enquiries please
contact Anna Civiti on 03 9697 1103 or anna.civiti@sirfrt.com.au
New SEW oil sensor predicts oil lifespan

A new oil analysis sensor from leading drive solutions group,
SEW-Eurodrive, is providing industry with a powerful tool to
aid the prevention of unplanned gear-unit downtime. The
SEW-Eurodrive DUO10A oil analysis sensor allows the
early detection of gear-unit oil deterioration and can prevent
eventual gear-unit damage or failure, making it a key element
of any effective predictive maintenance program.
“The DUO10A oil sensor helps on-site technicians ensure oil
changes occur precisely when they are required,” said SEW-
Eurodrive applications engineer, Luke Schmidt. “Neglecting
oil changes can be catastrophic to the short-term performance
and the longevity of the gear unit. While the DUO10A sensor
is effective in ensuring scheduled gear-unit oil changes are
carried out, it also helps eliminate premature and unnecessary
oil changes, which are wasteful and costly.”
The new SEW-Eurodrive DUO10A oil analysis sensor
monitors gear-unit lubricating oil temperature and accurately
predicts the remaining lifespan of the oil. An all-in-one
predictive maintenance solution, the oil sensor comprises
an integrated temperature sensor, an on-board library of
reference oil data (mineral, synthetic, poly-glycol or food-
grade), a digital readout display and a four-channel digital
output for connection to supervisory control equipment.
One of the most accurate units on the market, the DUO10A
Maintenance News 65
oil analysis sensor measures the lubricating oil temperature every minute. At 15 minute-intervals, the average temperature
over the past 15 minutes is displayed on the unit’s digital readout, along with the recommended number of remaining oil
service life (in days). According to Schmidt, the DUO10A oil analysis sensor enables site engineers to accurately predict
and plan gear-unit maintenance. “The oil sensor can be configured to raise a ‘pre-alarm’ when a predetermined set-point is
reached, indicating that an oil change should be scheduled,” he said. “When the remaining oil service hours reaches zero,
another alarm is raised indicating that an immediate oil change is required. Alarms can also be configured to alert staff when
a particular oil temperature limit is exceeded.”
The DUO10A oil analysis sensor is extremely easy to use. Once installed directly on the gear unit, operators can select the
oil type using two on-board buttons. Additional oil types can be added to the sensor’s on-board library on request. Operation
is further enhanced thanks to the four-channel digital output that accommodates alarm output connectivity to supervisory
controllers. “The DUO10A oil sensor can be configured to alert key personnel of upcoming oil changes,” said Schmidt. “The
alarm can be transmitted to an on-site HMI, SCADA or PLC. The sensor can also be wired to a locally-mounted frequency
inverter, which eliminates the need to run a dedicated power cable for the sensor.” www.sew-eurodrive.com.au
Shaft seals reduce airborne dust and vapors

Bulk processing plants with potentially explosive atmospheres are assessing their risks and reviewing all of their equipment,
including shaft seals, to minimize explosion risk. Such plants include processors of hydrocarbons or dry powders, where dust
or vapors are present in contained or concentrated atmospheres. Because packing gland seals are unsuitable for service in
many potentially explosive atmospheres, many processors are seeking alternatives. MECO has invested significant R & D
resources, adapting its seal designs so as to comply with strict European explosive atmosphere regulations (ATEX).
MECO seals are now available which not only keep dust and vapors from escaping process vessels into the atmosphere,
but also can incorporate safety features to reduce ignition risk. MECO designers examine every application individually and
custom-engineer a seal to meet the processor’s requirements. www.woodex-meco.com
Tracksticks – tiny GPS location recorders

Tracksticks are tiny GPS location recorders capable of
continuously logging their own location histories for extended
periods of time. The Trackstick records its own location, time,
date, speed, heading and altitude at preset intervals. Traveled
routes can be viewed directly in Google Earth TM . Includes
GPX photo stamping feature for adding photos to your maps.
www.earthgadgets.com
New ISO standard for safe, long-lasting building, engineering and industrial structures
ISO has published a new standard to help engineers, builders and regulators to design structures that are safe and resistant
to failure due to environmental and mechanical stresses, and to material degradation. Buildings, civil engineering works,
industrial structures, etc. and their components should be conceived, constructed, inspected, maintained and repaired in
such a way that, under foreseeable environmental conditions, they maintain their required performance during their design
lives with sufficient reliability for the safety and comfort of users and the intended use of the structure. ISO 13823:2008
– General principles on the design of structures for durability specifies general principles and recommends procedures for
the verification of the durability of structures subject to known or foreseeable environmental actions, including mechanical
actions, causing material degradation leading to failure of performance. It will help to ensure reliability of performance
throughout the service life of the structure. www.iso.org/iso/pressrelease.htm?refid=Ref1146
First international Standard for property life cycle costing

With the news that all future major public sector construction procurement must be based on whole life “value for money”,
life cycle costing is a valuable technique which is used for predicting and assessing the cost performance of constructed
assets. The first international Standard for property life cycle costing BS ISO 15686-5:2008 has been adopted in the UK.
Developed by industry and in consultation with 17 countries, it is expected to have a major impact on all future construction
procurement - particularly major investment and Private Finance Initiative (PFI) and Public-private partnership (PPP)
projects. It is anticipated that the British Standard will have an impact upon the design of new buildings through the desire to
set the right budgets and optimize their life cycle costs, from a whole-life value and sustainable development perspective.
Also Available - Supporting Book “Standardized Method of Life Cycle Costing for Construction Procurement”
This new book offers guidance on the Standard BS ISO 15686-5:2008 Buildings and constructed assets. Service life
planning. Life cycle costing. The publication will help you understand the practical application of the new British Standard. It
aims to help eliminate confusion over scoping and terminology and to address concerns over the uncertainty and risks that
are undermining confidence in life cycle costs used for construction procurement. www.bsigroup.com/bsiso15686-5
MicroMain Mobile for BlackBerry Provides Real-Time Access to Work Orders

MicroMain Corporation, a leading provider of asset and facility management software and services, today announced
general availability of new maintenance software for the BlackBerry® wireless handheld. MicroMain™ Mobile for BlackBerry,
a tool used with MicroMain’s maintenance management program, enables users to access work orders with this wireless
handheld device.
MicroMain for BlackBerry expands MicroMain’s mobile options for its computerized maintenance management system
(CMMS). Mobile functionality enables managers and maintenance technicians to use handheld devices to receive
maintenance tasks and information, indicate work accomplished, and upload status, hours, and additional information to
the MicroMain database. All mobile functionality is managed by log-in, which allows administrators to determine security,
66 Maintenance News
type of data, and parameters for specific users. With MicroMain for BlackBerry, users are able to download their assigned
work orders or any work orders available to any maintenance technician. This allows technicians to provide services for
multiple work requests in the field or on the plant floor, saving time and improving productivity. For example, when repairing
plumbing in an apartment building, office complex, hospital, or school, a technician can check the BlackBerry for any
new work requests in that area and immediately provide additional maintenance services.This software checks for new
work orders at user-specified intervals; in addition, automatic download options allow users to save time and effort. Using
MicroMain Mobile for BlackBerry also gives users options to create new work orders at the point of work performance.
Managers using MicroMain for BlackBerry can stay informed as to work requests throughout the day or shift. In addition to
improving communication, this enables managers to respond immediately to unexpected or emergency situations.
www.micromain.com
Three New FLIR i-Series Thermal Imaging Cameras Released

Completing a 2-year transformation of its model range, FLIR Systems has released three new FLIR i-Series thermal
maging cameras - the i40, i50, and i60. According to FLIR, the affordable i-Series cameras offer best-in-class infrared
diagnostic capabilities for commercial applications. The i-Series cameras support electromechanical applications and will
occupy the segment of the market between the new, high volume FLIR i5 camera and the higher performance T-Series
range. The new FLIR cameras set new benchmarks in temperature measurement and accuracy because of the adjustable
emissivity feature built into the i-Series cameras and thermal sensitivity better than 0.1 degree C. This ability to adjust
for emissivity and reflectivity seen in objects such as shiny metal, plastics, wood and many other industrial environments
provides for true accuracy in temperature measurements. Leveraging FLIR’s global leadership in infrared technology, the
i-Series introduces several features not previously found at this price point including a) infrared detectors ranging from
120x120 to 180x180 pixels b) a built-in visual camera with up to 2.3 megapixel resolution c) FUSION scalable picture-in-
picture capabilities and more. www.flir.com.au
Property and Facilities Management Teams Gain Easier Access To

Automated OH&S and Environmental Compliance
Organisations required to comply with Hazardous Materials, Fire Safety, Environmental Performance and Compliance and
Energy Management regulations can now track assets critical to this process and manage their acquisition, maintenance and
disposal using Smartpath’s Loc8 software from specialist facilities and asset management services company, Macutex.
Macutex uses Loc8 to help internal property and facilities departments collect audit data, understand where they are not
compliant, and better manage a portfolio of assets in a centralised, easy access web format. Loc8 will replace a combination
of spreadsheet databases and in-house systems prevalent in this area which are unable to automate maintenance
processes, predict weaknesses or identify risk among asset portfolios, including buildings, plant and equipment, and
infrastructure. Smartpath’s Loc8 uses a combination of powerful features, including asset and maintenance management,
audit manager, helpdesk, depreciation calculator, contract and template manager, together with powerful reporting analysis
tools to help:
- find out where assets are;
- ascertain which assets are available for redeployment;
- record critical descriptive information about assets – not just serial numbers in spreadsheets;
- decide which assets should be replaced based on condition and/or age;
- tie specific incidents to specific assets to establish how much assets are costing to maintain or repair;
- effectively manage contracts to mitigate risks of over-spend/penalties; and
- remain compliant in an increasingly regulated environment.
www.macutex.com www.smartpath.com.au
Managing Maintenance Performance within OneSteel

Many organisations have some means for reporting and analysing maintenance performance. The chances are each will
use different method to calculate and represent measures making comparison difficult. The reporting can be done using
standard spreadsheet applications but this provides an opportunity for data entry error and is time consuming.
OneSteel, one of the largest steel product manufacturers in Australia, adapted the framework used to develop acmPelorus
as a standard across its Pipe & Tube operation. In this organisation the framework has been named the Work Management
Tool WMT. The WMT has provided them with an efficient vehicle for producing KPI’s and analysing trends. It enables them
to drill down from organisation level through plant, planner group and even trade group analysis for the relevant KPI’s. The
beauty is the time taken to provide data for the tool is minimal.
After 6 months of use one of the business units reported that:
• The WMT shows in clear graphic form that we are organising and managing work.
This provides assistance in achieving reliability and cost goals.
• It highlights how well work management processes are being followed and what areas need focus to improve.
• The WMT helped formalise the use of priority as a means to ensure the right work is done to meet business
reliability goals. This has assisted in understanding that fixing a door is not the same priority as completing a
PM inspection or a job identified from a PM inspection.
One of those responsible for providing maintenance and reliability support to manufacturing operations within OneSteel
has claimed that the WMT helped them in the following ways:
• Minimising the time it takes to compile the KPI’s
• Allowing them to examine KPI’s at all levels, looking for trends that tell a story
• Providing information and hard data which is invaluable when trying to demonstrate the consequence
of ineffective maintenance management. For example, a low schedule completion and high level of reactive
unscheduled work would lead me to ask whether all the reactive work had to be done immediately, or whether
Maintenance News 67
it could have waited to be planned and scheduled.

Using the work management tool has helped the business in the following ways:
• Allows access to KPI’s for 6 different business at once.
• Allows relevant maintenance people to access KPI’s for their areas and manage accordingly
• Provides transparency across the business for the relevant KPI’s
• Promotes uniformity across the business in the methods of carrying out maintenance work
When ask what advice would be given to someone that is thinking about implementing the work management tool in
their business the reply was “The WMT is a great tool for generating KPI’s and provides a good vehicle for managing
maintenance work. You must understand, however, that like all tools the WMT needs to be utilised efficiently and well
to generate value. Firstly everyone must see the measures as useful - they must understand why you are using these
measures. The data being input must be valid, the KPI’s must drive the right behaviour, people must use the WMT regularly
and individuals must be responsible for the various measures. If these things are happening, the WMT will provide great
value to an organisation. For information about how you can establish your own maintenance performance reporting and
analysis system contact the acm office. www.assetcapabiolity.com.au www.bluepencil.com.au
NEC announces additional features for low cost TH7700 and TH7716
NEC AVIO now supply their popular low cost thermal imagers TH7716 and TH7700
with many aditional useful functions.
- Auto Level/Sense. Level Sense auto-trace (L/S LINK): Push and hold “E”
button to automatically adjust best “Level” and “Sense” condition. - Level Trace
Temperature. The cross cursor traces a point temperature signal, and always keeps
the temperature level in the center of the colour bar. When the cross cursor is
not used, the temperature signal of the center (For TH7700, X=160, Y=120)(For
TH7716, X=80, Y=60) of the thermal image is traced. - Auto Gain Control (AGC).
It traces the temperature signal of the entire thermal image, and displays sensitivity
and temperature level at their optimal values. This can be cobined with the Level/
Sense linking mode of the range mode. - Maximum/Minimum Temperature. The
MAX or MIN temperature finder (hot spot and cold spot finder) along with the MAX
or MIN temperature at the cursor point. - Alarm. This function provides Text Alarm of
“OVER” or “UNDER” if measured temperature is above or below preset thresholds.
Prices start from $12,963 ex. GST.
www.applied-infrared.com.au/research-industrial/preventative-maintenance.html
Ivara’s Asset Performance Management Software to Support

ScottishPower’s Maintenance & Operations Strategy
ScottishPower, a major utility company operating across the United Kingdom, has selected Ivara EXP Enterprise asset
performance management software to ensure the availability of the company’s generation equipment. The solution will
be implemented at ScottishPower’s portfolio of Combined Cycle Gas Turbine (CCGT) and Coal Fired Generation facilities
within its Energy Wholesale business unit. EXP Enterprise will be a key enabler of ScottishPower’s Operations and
Maintenance Strategy (OMS) focused on the development and implementation of a standard and integrated reliability
process.
As an RCM2™ customer, the Energy Wholesale business of ScottishPower was introduced to Ivara through The Aladon
Network. Owned and operated by Ivara, The Aladon Network is a global network of reliability experts who are the exclusive
providers of the leading application of Reliability Centered Maintenance, Ivara RCM2™. ScottishPower conducted many
RCM2 analyses within its power stations, and were searching for an effective solution to improve reliability program
implementation. The company first piloted the project at its Longannet Power Station with the objective to implement the
results of an RCM2 analysis using EXP Enterprise.
The EXP Enterprise pilot was successful and proved that leveraging Ivara’s technology and practices would not just
implement RCM2 analysis results quickly, it would also support their emerging Operations and Maintenance Strategy (OMS)
initiative. Following an extensive evaluation of competitive offerings, ScottishPower selected Ivara EXP Enterprise asset
performance software. EXP Enterprise provides a cohesive and integrated platform to develop, implement and manage a
living equipment reliability program. EXP, supported by advanced reliability practices, enables Ivara’s renowned proactive
asset reliability process. The process is developed and sustained with the Ivara Work Smart™ delivery methodology, which
builds and implements asset reliability programs one asset at a time. EXP Enterprise will address several challenges at
ScottishPower. Currently the company’s equipment data resides in separate systems representing islands of data. EXP
will act as one of the main repositories of ScottishPower’s equipment data ensuring that it is visible to all and monitored
in real-time. In addition, EXP will capture the knowledge of their experienced maintenance and operations workforce to
ensure valuable equipment expertise is captured for the future benefit of the business.
Ivara EXP Enterprise integrates seamlessly with ScottishPower’s CMMS, the IBM Maximo Asset Management solution.
Ivara is an IBM Independent Software Vendor partner and the EXP Enterprise - Maximo interface has received IBM’s Ready
for Tivoli Software Validation. In addition, Ivara has achieved the Industry Optimized status within the IBM PartnerWorld
Industry Network Program for the energy and utilities industry.
While ScottishPower has conducted several RCM2 projects that have delivered significant benefits, they required a faster,
less resource intensive analysis approach that is suitable for less critical assets. To address this need, ScottishPower
will leverage Ivara’s Maintenance Task Analysis - a new reliability strategy development methodology that complements
RCM2. MTA draws from the strengths of RCM2 thinking, but provides a less rigorous approach ideal for rapid analysis of
less critical assets. www.ivara.com.
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AMMJ
Prices are valid until 30th January 2009.
- Maintenance Books
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. NEW LISTING: M AINTENANCE ENGINEERING HANDBOOK 7th Edition

L.R. Higgins, K. Mobley and D.J. Wikoff 2008 1200pp $270
This handbook is a one stop source of answers on all maintenance engineering functions, from managing, planning, and budgeting to solving
environmental problems. The Seventh Edition has been thoroughly revised with eleven all new chapters along with complete updates of key
sections. A valuable source of information for Maintenance Engineers, Managers, Plant Engineers, Supervisors and Maintenance technicians.
2. MAINTENANCE STRATEGY SERIES (3 Volumes)

Terry Wireman 2007
2.1 Preventive Maintenance (Maintenance Strategy Series – Vol1) 220pp $100
Details the importance of preventive maintenance to an overall maintenance strategy. The text illustrates how the components of any maintenance
strategy are interlinked with dependencies and the performance measures necessary to properly manage the preventive maintenance program.
2.2 MRO Inventory and Purchasing (Maintenance Strategy Series – Vol2) 150pp $100
Shows how to develop an inventory and purchasing program for MRO spares and supplies as part of an overall strategy. Specifically, the text
focuses on the importance of a well organized storage location and part inventory numbering system detailing to the reader the most effective ways
to accomplish this goal. The receiving and parts issues disciplines are discussed in detail.
2.3 Maintenance Work Management Processes (Maintenance Strategy Series – Vol3) 200pp $100
Focuses on developing a work management process that will support the maintenance strategy components. It outlines a financially cost effective
process that collects the data to use advanced strategies such as RCM and TPM. The text extensively details the maintenance organizational
development process and then outlines nine basic work management flows. The nine flows are then discussed in detail.
3. FACILITY MANAGER’S MAINTENANCE HANDBOOK 2ND Edition

B. Lewis and R Payant 2007 560pp $175
This essential on-the-job resource presents step-by-step coverage of the planning, design, and execution of operations and maintenance
procedures for structures, equipment, and systems in any type of facility. Now with 40% new information, this Second Edition includes brand-new
chapters on emergency response procedures, maintenance operations benchmarking and more. This book covers both operations & maintenance.
4. MAINTENANCE EXCELLENCE: OPTIMIZING EQUIPMENT LIFE CYCLE DECISIONS 2ND Edition
John Campbell 2007 $170
This second edition features new chapters on the world of life cycle management and asset management; information management and related
technology; design of strategy and implementation; and the future of maintenance management. Including updated case studies, additional new
material addresses leadership issues, presents key factors for successful implementation of reliability-centered maintenance, and more.
5. IMPROVING RELIABILITY & MAINTENANCE FROM WITHIN
Stephen J. Thomas 2007 350pp $110
This unique book is perfect for those who are internal consultants…and may not know it. This practical resource does more than start internal
consultants on the road to improvement, it accompanies them on the journey! Upper management looking to understand internal consulting, middle
tier reliability and maintenance management, and those who hold “special projects” positions will find this reference extremely useful.
6. PLANT MAINTENANCE MANAGEMENT ( 3 Volumes)

Anthony Kelly 2006 3 Volume Set $320
The most comprehensive guide to all aspects of managing and executing maintenance
6.1 Strategic Maintenance Planning Individual Book Price $140
Imparts an understanding of the concepts, principles and techniques of preventive maintenance and shows
how complexity can be resolved by a systematic ‘Top-Down Bottom-Up’ approach.
6.2 Managing Maintenance Resources Individual Book Price $140
Shows how to reduce the complexity of organizational design through a unique way of modeling the
maintenance-production organization along with organizational guidelines to provide solutions to identified problems.
6.3 Maintenance Systems and Documentation Individual Book Price $140
Addresses the main systems necessary for the successful operation of a maintenance organization, such as performance control,
work control and documentation, and shows how they can be modelled, their function and operating principles.
7. MAINTENANCE BENCHMARKING & BEST PRACTICES

Ralph W Peters 2006 566pp $155
This guide provides benchmarking tools for the successful design and implementation of a customer-centered strategy for maintenance. Included
in this guide is the author-devised “Maintenance Operations Scoreboard”. This has been used to perform over 200 maintenance evaluations in over
5,000 profit centered maintenance organizations.
8. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS MADE EASY
Kishan Bagadia 2006 267pp $170
Written by a world-renowned CMMS expert, Computerized Maintenance Management Systems Made Easy presents a clear, step-by-step approach
for evaluating a company’s maintenance, then selecting the right CMMS and implementing the system for optimal efficiency and cost-effectiveness.
9. PLANT AND MACHINERY FAILURE PREVENTION
A A Hattangadi 2005 458pp $220
Plant and Machinery Failure Prevention is based on the premise of “Zero-Failure Performance”. The book introduces the general features and
investigative methods at the design phase for determining failures in mechanical components such as: Flat Belt Failures, Vee-belt Failures, Pulley
Failures, Gear Failures, Steel Wire Rope Failures, Spring Failures, and Gasket Failures. Includes numerous case studies.
10. MAINTENANCE PLANNING & SCHEDULING HANDBOOK 2nd edition
Richard D Palmer 2005 544pp $175
Written by an author with over two decades of experience, this classic handbook provides proven planning and scheduling strategies and
techniques that will take any maintenance organization to the next level of performance. The Maintenance Planning and Scheduling Handbook is
regarded as the chief authority for establishing effective maintenance planning and scheduling in the real world. The second edition has important
new sections.
11. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime
Steven Borris 2006 448pp $180
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.
12. 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.
13. 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.
14. 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.
15. 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.
16. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE
Scheffer & Girdhar 2004 272pp $145
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.
17. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share
R Smith & B Hawkins 2004 304pp $140
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 ‘Lean’ as their mode of operation.
18. 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
xecution.
19. 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.
20. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed
Bloch & Geitner 2004 650pp $260
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 machinery. This book was the first and is still the best in its field.
21. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd Edition
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.
22. RELIABILITY DATA HANDBOOK
Robert Moss 2004 320pp $295
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.
23. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS – Pressure Vessels & Mechanical Plant
Clifford Matthews 2003 690pp $460
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.
24. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT
Terry Wireman 2003 228pp $120
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.
25. RCM - GATEWAY TO WORLD CLASS MAINTENANCE
A Smith & G Hinchcliffe 2003 337pp $130
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 ‘center for profit’. It provides valuable insights into preventive maintenance practices and issues.
26. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide
R Smith, R K Mobley 2003 537pp $110
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.
27. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd Edition
Keith Mobley 2002 337pp $195
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.
28. MAINTENANCE PLANNING, SCHEDULING & COORDINATION
Dan Nyman and Joel Levitt 2001 228pp $110
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.
29. 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.
30. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed

David Smith 2005 368pp $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.
31. 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.
32. ENGINEERING MAINTAINABILITY – How To Design For Reliability & Easy Maintenance
B S Dhillon 1999 254pp $220
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.
33. RELIABILITY CENTRED MAINTENANCE 2nd Ed
John Moubray 1997 448pp $175
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.
34. CONDITION MONITORING STANDARDS VOLUMES 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.
34.1 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
34.2 CONDITION MONITORING STANDARDS VOLUME II
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.
34.3 CONDITION MONITORING STANDARDS VOLUME III
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 30 January 2009. All prices are Australian Dollars. Prices for Australia Include Postage and GST.
Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$20
Engineering Information Transfer P/L, 7 Drake Street, Mornington, Vic 3931 Australia Ph: 03 5975 0083 Fax: 03 5975 5735
Email: mail@maintenancejournal.com Web: www.maintenancejournal.com Please indicate quantity required.
Item Title QTY Aus$

1. MAINTENANCE ENGINEERING HANDBOOK 7th Edition $270
2.1 PREVENTIVE MAINTENANCE - MAINTENANCE STRATEGY SERIES (Volume 1) $100
2.2 MRO INVENTORY AND PURCHASING - MAINTENANCE STRATEGY SERIES (Volume 2) $100
2.3 MAINTENANCE WORK MANAGEMENT PROCESSES - MAINTENANCE STRATEGY SERIES (Vol 3) $100
3. FACILITY MANAGER’S MAINTENANCE HANDBOOK 2nd Ed $175
4. MAINTENANCE EXCELLENCE - Optimizing equipment life cycle decisions. 2nd Edition $170
5. IMPROVING RELIABILITY AND MAINTENANCE FROM WITHIN $110
6. PLANT MAINTENANCE MANAGEMENT - Kelly’s 3 Volume Set $320
6.1 STRATEGIC MAINTENANCE PLANNING - Individual Book $140
6.2 MANAGING MAINTENANCE RESOURCES - Individual Book $140
6.3 MAINTENANCE SYSTEMS & DOCUMENTATION - Individual Book $140
7. MAINTENANCE BENCHMARKING & BEST PRACTICES $155
8. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS MADE EASY $170
9. PLANT AND MACHINERY FAILURE PREVENTION $220
10. MAINTENANCE PLANNING & SCHEDULING HANDBOOK 2ND EDITION R D Palmer $175
11. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime $180
12. PRODUCTION SPARE PARTS – Optimizing the MRO Inventory Assets $110
13. MANAGING FACTORY MAINTENANCE 2nd Ed $110
14. THE MAINTENANCE SCORECARD – Creating Strategic Advantage $110
15. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE $115
16. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE $145
17. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share $140
18. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES $110
19. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies $110
20. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed $260
21. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd Ed $110
22. RELIABILITY DATA HANDBOOK $295
23. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS – Mechanical Plant $460
24. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT $120
25. RCM - GATEWAY TO WORLD CLASS MAINTENANCE $130
26. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide $110
27. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd Ed $195
28. MAINTENANCE PLANNING, SCHEDULING & COORDINATION $110
29. COMPUTER-MANAGED MAINTENANCE SYSTEMS 2nd Ed $150
30. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed $145
31. ASSET MANAGEMENT AND MAINTENANCE - THE CD $190
32. ENGINEERING MAINTAINABILITY – How To Design For Reliability & Easy Maintenance $220
33. RELIABILITY CENTRED MAINTENANCE 2nd Ed $175
34.1 CONDITION MONITORING STANDARDS VOLUME 1 $330
34.2 CONDITION MONITORING STANDARDS VOLUME II $330
34.3 CONDITION MONITORING STANDARDS VOLUME III $330
NAME & ADDRESS:
Phone: Fax: Email:

METHOD OF PAYMENT TOTAL PAYABLE: AUS$ ________________
1. CHEQUE ENCLOSED PAYABLE TO : ENGINEERING INFORMATION TRANSFER P/L
2. CHARGE MY CREDIT CARD: MASTERCARD VISA
CARD NO: EXPIRY DATE:____________
SIGNATURE: NAME ON CARD:

Maintenance

2009 Seminars
Special Discounts If your organisation books for two or more days of training the cost is $695

Now Available per person per day for all delegates that you register on these seminars
DAY 1 - Course One

Planned Maintenance & Maintenance People
The What, When & Who of Maintenance
(For Maintenance & Non Maintenance Personnel)
DAY 2 - Course Two

Maintenance Planning, Control and Systems
Maintenance Planning,
Maintenance Planners & CMMS/EAM’s
DAY 3 - Course Three

Maintenance Management and Asset Management
An Introduction To Maintenance and Asset
Management Activities & Techniques
(For Maintenance & Non Maintenance Personnel) Each Delegate Receives:
• Detailed Seminar Slides in
Hard Copy
• A CD of Hundreds of mb of
Maintenance Related Facts,
Venues Techniques, Products, Systems
and Software.
Presented By
Melbourne Len Bradshaw • Dozens of back issues of
18-20 May 2009 the Asset Management and
Maintenance Journal
Brisbane Organised By • The CD Includes CMMS,
3-5 August 2009
Engineering Information EAM, and Reliability
Sydney Transfer Pty Ltd conference proceedings from
19-21 October 2009 and the Asset Management reliabilityweb.com and IMMC
and Maintenance Journal conferences.
THE MOST SUCCESSFUL AND MOST

RECOGNISED MAINTENANCE RELATED SEMINARS
* As well as Maintenance Personnel, why not also send your “Operations Personnel”
For more information Phone 03 59750083 or Email: mail@maintenancejournal.com
Course One
Planned Maintenance And

Maintenance People
The What, When and Who of Maintenance
1. Consequences of Good or
Bad Maintenance
• The direct and indirect costs of Maintenance. The real cost of failures and cost of downtime.
What do you cost and what are you worth.
• Effect of too little or too much planned maintenance.
• The need to provide and prove due care of your assets.
• Do you identify/record real maintenance costs and how do you respond and control those costs.
2. Maintenance Activities
• The different activities performed in maintenance - emergency, corrective, preventive,
predictive, condition based,detective, proactive maintenance, and designing for maintenance.
• Possible problems associated with fixed time replacement of components.
• Understanding what are failures in maintenance.The different failure types and how
they affect what maintenance should be used.
• What maintenance is needed. Basic rules in setting inspection and PM frequencies.
• A brief introduction to maintenance planning,control and systems
3. Inspections & Condition

Based Maintenance
• What inspection and preventive/predictive techniques are now available in maintenance.
• A look at the wide range of inspection and condition monitoring techniques
• Basic visual inspections, oil analysis, vibration monitoring, thermography, acoustic emission,
boroscopes, fibre optics, alignment techniques, residual current, etc.
Discussion 1: What techniques for repair, inspections & Condition Monitoring are used
in your plant. Are they successful? If not why not?
4. The People and Structures

In Maintenance
• People - The most important assets in maintenance or are they ?
• The different organisational structures used for maintenance activities.
• Restructured maintenance;flexibility, multiskilling and team based structures.
• What motivates people to work with the company rather than against it.
• Are “competent” people planning and doing the maintenance work.
• Are teams achievable in your organization? How far can you go.
• Utilising non maintenance resources.
• TPM - Total Productive Maintenance.
• Administrative responsibilities for teams.
• Recruitment and Reward methods.
• Maintenance Outsourcing/Contracting - for and against.
Discussions 2: Are your organisations using the right people and structures in maintenance?
Your successes and failures with people issues.
Who should attend this 1 day seminar?

Planners, Team Leaders, Team Members, Supervisors,Tradesmen, Operations Personnel,
Technicians, Engineers,Systems Managers, and others interested in maintenance of plant and assets.
Course Two
Maintenance Planning, Control

and Systems
Maintenance Planning, Planners and Computerised
Maintenance Management Systems/EAMs/ERP’s
1 . Maintenance Planning and

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

• Equipment coding,inventory and asset registers.Using the asset technical database.
Identifying & controlling rotables.Asset and task priority or criticallity
• Introduction to maintenance plan development. PM’s and repair proceedures.
• Maintenance requests. Quick work request/work order logging.
• A PM becoming a Corrective task. The small job.
• Backlog and frontlog files.Opportunity maintenance.
• Resource justification.Backlog file management.
• PM routines. Scheduling PM’s and corrective maintenance.
• Determining the weekly work. Planning coordination meeting.
• Work order issue, work in progress. reporting back - automating this process.
• Feedback and history required. Automating the reporting process.
• Reports and performance measures.
• Performance measures for plant,maintenance, people and planning.
Discussion 1: The Planning and the CMMS/EAM/ERP in your organisation - its strengths & weaknesses.
3 . Maintenance Planning
and Planners
• An Example of how the best plan and their Maintenance Activities.
• Pro-active Maintenance Planning.
• Who should be the planner. Responsibilities/duties of the planner.
• Full time or part time planners. Planner to Maintenance Personnel ratio.
• Planner’s interaction with Supervisors, Technicians, etc.
• Value of effective planning and planners.
• Planning in different environments - failure response, team structures, etc.
4 . Maintenance Stores
• Store objectives. Introduction to stock control methods.
• Impact of maintenance type on stock requirements.
• Who owns the stores? Who owns the parts? User alliances. Consignment stock.
• Improving and monitoring service levels from your maintenance store.
• Location of the stores. • Maintenance of parts in the store.

Planners, Team Leaders, Team Members, Supervisors, Tradesmen, Operations Personnel,
Technicians, Engineers, Systems Managers, Stores Personnel and others interested in maintenance of plant and assets.
Course Three
Maintenance Management
and Asset Management
This seminar introduces the wide range of Maintenance Management activities and techniques
that may be applied within your organisation and the contribution Maintenance can make to
company profitability and competative advantage. Even if you are not directly involved in the use
of these techniques it is still important that you have at least an understanding of what can be done
and what can be achieved.
1 . Business & Organisational Success Via Better Maintenance

• The key role that maintenance plays in achieving business success.Maintenance as a profit creator.
• Maintenance in Good or Bad business times. Proving your worth. Reducing Direct or Indirect maintenance costs.
• Maintenance Impact on Safety, Insurance and Legal Costs. Risks of poor or under resoursed maintenance.
• Maintenance based on corporate objectives.
Discussion1: Business approach to maintenance and Management’s understanding of Maintenance.
2 . Achieving Better Maintenance

• Common features of the best maintenance organizations in the world. What is Maintenance Excellence.
• Maintenance excellence awards in Australia and overseas
2.1 The Best People:
• Leadership, recruitment, training, flexibility, motivation, teams, TPM, performance,
rewards, core skills and outsourcing. Matching people and structures to your organisation.
2.2 The Best Parts Management:
• Stores management, stores objectives, vendor and user alliances, internet spares, parts optimisation,
improved parts specifications, automated stores, stores personnel..
2.3 The Best Maintenance Practices:
• Better Corrective, Preventive, Predictive, and Proactive maintenance.
• Using downtime data to minimise the impact of downtime.
• Using failure data to optimise maintenance activities using Weibull analysis.
• Moving through Preventive / Predictive to Proactive Maintenance. Earning time to think and develope.
Discussion 2: Discussions on Maintenance Parts, People and Practices
3 . Maintenance Strategies For The Future

• Setting Strategies: From Policy Statements, Audits, Benchmarking, Gap Analysis and Objectives through to
Maintenance Performance Measures.
• Examples of Maintenance Objectives and Performance Measures.
4 . Analytical Methods In Maintenance

• Maintenance Plan Development and Optimisation Software.
• Example of how to collect, use, and understand maintenance data.
• Fine tuning PM activities.Can we use MTBF? Timelines, Histograms, Pareto Analysis, Simulation.
5 . Asset Life Issues

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

Maintenance Team Members,Technicians,Planners,Engineers,Supervisors and Managers;plus Production Supervisors/Managers &
Accounts/Financial Managers,and others interested in maintenance of plant and assets.
The seminar is presented by Len Bradshaw
Len Bradshaw is a specialist in maintenance management and maintenance planning
2009 VENUES AUSTRALIA
control and an international consultant in this field. Len has conducted over 300 courses
for in excess of 9,000 maintenance personnel, both in Australia and overseas. He is
Melbourne: 18 - 20 May 2009
managing editor of the AMMJ. He has a Masters Degree in Terotechnology (Maintenance
Rydges On Swanston Hotel
Management) and has held several positions as Maintenance Engineer in the UK 701 Swanston St,
and other overseas nations. Len has conducted maintenance management courses Melbourne VIC
for all levels of maintenance staff from trades personnel to executive management. Web: www.rydges.com
Seminar Fees Brisbane: 3 - 5 August 2009

Royal On The Park Hotel
AUS $695 per person per day for organisations that book for two or Cnr Alice & Albert Street
more days of training. For Example, one person attending 2 or more of the Brisbane, QLD
seminars or multipble for this discount.
www.royalonthepark.com.au
AUS $795 For organisations only booking a total of one day of
training. This rate only applies if you are only sending one person on one day..
Sydney: 19 - 21 October 2009
Swiss-Grand Resort and Spa
The course fees are inclusive of GST and also include Seminar notes as well as Corner Beach Road and Campbell Parade
lunch and refreshments.Course fee does not include accommodation, which if Bondi Beach NSW
required is the delegates own responsibility. www.swissgrand.com.au
Confirmation A confirmation letter will be sent to each delegate.

For Further Information
Phone EIT (03) 5975 0083 Fax (03) 5975 5735
Times The seminars start at 8:00am and end at 3:45pm, each day.
Registration is from 7:45am on the first day the delegate attends the seminars.
or email to: mail@maintenancejournal.com
or visit www.maintenancejournal.com
Engineering Information Transfer P/L ABN 67 330 738 613
How do I Register? 2. Or mail the completed registration form together 3. Or Email and Indicate courses/ dates/ 4. Or send a formal company
1 . Fax the completed registration with your cheque made payable to: venue required/ personnel to attend and Purchase Order and we will invoice
and provide credit card payment Engineering Information Transfer Pty Ltd provide details of method of payment to: your organisation on that Purchase
details. Fax: 03 59 755735 P.O. Box 703, Mornington, VIC 3931, Australia mail@maintenancejournal.com Order.
Cancellations: Should you (after having registered) be unable to attend, a substitute delegate is always welcome. Alternatively, a full refund will be made for cancellations
received in writing 14 days before the seminar starts . Cancellations 7 to 14 days prior to the seminar dates will be refunded 40% of the registration fee, in addition to receiving a set of
seminar notes. There will be no refund for cancellations within 7 days of the seminar dates. This registration form may be photocopied.
REGISTRATION FORM Course Venue

Please Tick Course Please Tick Venue
• Course One:
Melbourne
Planned Maintenance and Maintenance People
• Course Two: Brisbane
Maintenance Planning Control and Systems
• Course Three: Sydney
Maintenance and Asset Management
Name of delegate ________________________________________ Position _________________________________
Company______________________________________________________________________________________
Address_______________________________________________________________________________________
_____________________________________________________________________________________________
Email _________________________________________________________________________________________
Name of approving officer ____________________________________Phone _________________________________
Position _________________________________________________ Fax __________________________________
Method of payment Fee payable $_________________

eCheque - enclosed made payable to Engineering Information Transfer Pty Ltd
eElectronic funds transfer - Please email to obtain details from: mail@maintenancejournal.com
eCharge to my credit card Mastercard Visa Card
Expiry Date_______________
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Lifetime Reliability Solutions

Lifetime Reliability Solutions

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Best Practice Maintenance Planning 8

Why Do We Need A Computerised Maintenance 14

Total Productive Maintenance - The Pinch and Point 20

2008 Listing Of Special Maintenance 26

Work Priority – The Relative Ranking of Importance 36

What Is Equipment Reliability 42

A World Class Approach To 46

COURSE FORmATS AVAILAbLE:

THE COURSE WILL COVER: ExpECTEd OUTCOmES:

A journal for all those interested in the maintenance, asset management,

Submission of Articles or News

Right Right Right Right Right

Figure 1 – The Role of the Maintenance Planner

Figure 2 – Maintenance Planning Framework

“The Maintenance Planning Framework”

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FINISHING CARDING BLENDING

“The Planners Plan”

Figure 4 – The Planners Plan

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The new i-Series

1300 729 987 | flir.com.au

Locate electrical Check mechanical

VIC 03 9550 2800 | NSW 02 9416

Third City Solutions Pty Ltd, www.thirdcitysolutions.com

Why do we need a Computerised Maintenance Management System (CMMS):

CMMS Contribution To Operational Health & Safety

Quick Reference On Asset Information

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For more information and to download or request a free, fully functional

93 Links Ave SouthStreet,

A CMMS (Computerised Maintenance Management System) is designed for implementing programmed

What do I get for my money

• Minimise downtime by using a CMMS to schedule the preventive maintenance and

AMMJ 20th ANNIVERSARY YEAR

• Electronically record history of all maintenance work/inspections carried out on plant

• A CMMS helps you to devote more maintenance man-hours to preventative maintenance

See the ALL-TEST PRO TM

The Barriers To Getting A CMMS

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The Architecture of the System

Following Up on the Implementation

Is the Effectiveness of your Equipment your Weakest Link?

Figure 1 The Value Stream

* What do we mean by Lean and TPM?

* How does TPM fit into your Manufacturing Philosophy?

* How do we go about selecting the right Tools and Techniques?

* What are some of the Myths & Realities of OEE?

* What are the common Pitfalls to Avoid?

AMMJ 20th ANNIVERSARY YEAR

What do we mean by Lean and TPM ?

How does TPM fit Into your Manufacturing Philosophy?

Figure 2 The Common Denominator of Maintenance “Best Practice”