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AMMJ - Library
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SKF Reliability Systems<br />
2011<br />
Training Calendar<br />
January<br />
SUN 30 2 9 16 23<br />
MON 31 3 10 17 24<br />
TUE 4 11 18 25<br />
WED 5 12 19 26 Australia Day<br />
THU 6 13 20 27<br />
FRI 7 14 21 28<br />
SAT 1 New Years Day 8 15 22 29<br />
February<br />
SUN 6 Waitangi Day (NZ) 13 20 27<br />
MON 7 14 21 IR1 BTM 28<br />
TUE 1 8 BTM<br />
15 BTM<br />
22<br />
WED 2 9 BTM<br />
16 BTM EMM IRW 23<br />
THU 3 10 BTM<br />
17 BTM EMM IRW 24<br />
FRI 4 11 18 BTM<br />
25<br />
SAT 5 12 19 26<br />
March<br />
SUN 6 13 20 27<br />
Canberra Day (ACT)<br />
MON 7 Labour Day (QLD) 14 21 IR2<br />
Labour Day (VIC)<br />
28<br />
TUE 1 BTM<br />
8 BTM RCB 15 VA1 LF1 22 IR2 OAM BTM RCB 29<br />
WED 2 BTM IRW 9 BTM RCB LF1 16 VA1 LF1 EMM 23 IR2 OAM BTM RCB 30<br />
THU 3 BTM IRW 10 BTM LF1 17 VA1 EMM 24 IR2 OAM BTM 31<br />
FRI 4 11 18 25<br />
SAT 5 12 19 26<br />
April<br />
SUN 3 10 17 24<br />
Easter Monday<br />
MON 4 11 18 25 Anzac Day<br />
TUE 5 BTM LF1 RCB 12 BTM VA1 19 SMP<br />
26 Bank Holiday (TAS)<br />
WED 6 BTM LF1 RCB EMM 13 BTM VA1 20 SMP<br />
27<br />
THU 7 BTM<br />
EMM 14 BTM VA1 21 28<br />
FRI 1 8 15 BTM<br />
22 Good Friday 29<br />
SAT 2 9 16 23 Easter Saturday 30<br />
May<br />
SUN 1 8 15 22 29<br />
MON 2 IR1 Labour Day (QLD) 9 16 23 MSR<br />
30<br />
TUE 3 IR1 ESA 10 BTM RCB 17 BTM ML1 IRW 24 MSR BTM 31<br />
WED 4 IR1 EMM ICR 11 BTM RCB LF1 18 BTM ML1 IRW 25<br />
THU 5 IR1 EMM ICR 12 BTM LF1 19 BTM ML1 26<br />
FRI 6 IR1<br />
13 20 27<br />
SAT 7 14 21 28<br />
June<br />
SUN 5 12 19 26<br />
MON<br />
6 Foundation Day (WA)<br />
Queen’s Birthday (NZ)<br />
LF1<br />
SMP<br />
13 Queen’s Birthday (AUS) 20 27<br />
TUE 7 BTM EMM ESA 14 BTM<br />
21 BTM LF1 SST 28<br />
LF1<br />
SMP<br />
WED 1 RCB<br />
8 BTM EMM 15 BTM IRW 22 BTM<br />
SST 29<br />
THU 2 9 BTM<br />
16 BTM IRW DB 23 BTM VA1 EMM 30<br />
FRI 3 10 17 24<br />
SAT 4 11 18 25<br />
IR1 BTM RCB<br />
IR1 BTM RCB ESA<br />
IR1 BTM ICR<br />
IR1<br />
IR2 OAM<br />
ICR<br />
ML1 VA1<br />
LF1 SST<br />
ML1 VA1<br />
MSR BTM<br />
LF1 SST<br />
SPI BTM ML1 VA1<br />
SPI<br />
RCB<br />
VA1<br />
RCB LF1<br />
VA1 EMM<br />
MP1 ESA<br />
ML1<br />
ML1<br />
ML1<br />
July<br />
SUN 31 3 10 17 24<br />
MON 4 IR1 LF1 11 18 25<br />
TUE 5 IR1 LF1 12 BTM<br />
19 BTM IRW ESA 26<br />
WED 6 IR1 BTM PSA 13 BTM<br />
20 BTM IRW LF1 27<br />
THU 7 IR1 BTM 14 BTM<br />
21 BTM<br />
28<br />
FRI 1 8 IR1 BTM 15 22 29<br />
SAT 2 9 16 23 30<br />
August<br />
SUN 7 14 21 28<br />
MON 1 Bank Holiday (NSW) 8 15 22 LF1 29<br />
Queen’s Birthday<br />
TUE 2 SMP<br />
9 BTM ML1 RCB 16 BTM<br />
23 RCB 30<br />
WED 3 SMP EMM 10 BTM ML1 RCB 17 BTM VA1 24 RCB 31<br />
THU 4 EMM 11 BTM ML1 18 BTM VA1 25<br />
FRI 5 12 19 26<br />
SAT 6 13 20 27<br />
September<br />
SUN 4 11 18 25<br />
MON 5 12 OAM<br />
19 26<br />
TUE 6 BTM ML1 EMM 13 OAM BTM IRW ESA 20 RCB SST PSA 27<br />
WED 7 BTM ML1 EMM 14 OAM BTM IRW 21 RCB SST 28<br />
MP1 MP1<br />
RCB<br />
THU 1 OA<br />
8 BTM ML1 MP1 15 OAM BTM IRW 22 29<br />
FRI 2 9 16 23 30<br />
SAT 3 10 17 24<br />
October<br />
SUN 30 2 9 16 23<br />
Queen’s Birthday (WA)<br />
MON 31 3 10 17 24 IR1<br />
Labour Day (NSW, ACT, SA)<br />
Labour Day (NZ)<br />
TUE 4 OA<br />
11 ICR BTM VA1 18 BTM SRC EMM 25<br />
WED 5 OA RCB 12 ICR<br />
BTM VA1 19 BTM SRC EMM LF1 26<br />
THU 6 OA RCB 13 ICR BTM VA1 20 BTM SRC 27<br />
FRI 7 14 ICR<br />
21 28<br />
SAT 1 8 15 22 29<br />
November<br />
SUN 6 13 20 27<br />
MON 7 UT1 VA2 14 21 IR1<br />
28<br />
Melbourne<br />
TUE 1 BTM RCB 8 UT1 VA2 ML1 ESA 15 BTM<br />
22 IR1 BTM EMM SST 29<br />
Cup Day<br />
WED 2 BTM RCB EMM LF1 9 UT1 VA2 ML1 LF1 16 BTM<br />
23 IR1 BTM EMM SST 30<br />
THU 3 BTM EMM LF1 10 UT1 VA2 ML1 LF1 17 BTM<br />
24<br />
FRI 4 11 UT1 VA2 18 25<br />
SAT 5 12 19 26<br />
December<br />
ESA<br />
VA1 (East Pilbara)<br />
PMS ICR LF1<br />
VA2 BTM SST<br />
PMS ICR LF1<br />
VA2 BTM SST<br />
PMS ICR<br />
LF1<br />
VA2 BTM<br />
PMS<br />
ICR<br />
VA2<br />
IR1 BTM<br />
SUN 4 11 18 25 Christmas Day<br />
MON 5 12 19 26 Boxing Day<br />
PMS<br />
VA2<br />
TUE 6 BTM RCB 13 20 27<br />
WED 7 BTM RCB 14 21 28<br />
THU 1 IR2 VA3 8 BTM<br />
15 22 29<br />
FRI 2 IR2 VA3 9 16 23 30<br />
SAT 3 10 17 24 31<br />
IR1<br />
ICR<br />
IR1<br />
ICR VA1<br />
LF1 BTM LF1<br />
IR1 RCM<br />
LF1<br />
ESA<br />
ICR VA1 LF1<br />
BTM<br />
IR1 RCM EMM<br />
ICR VA1<br />
BTM EMM<br />
IR1 RCM<br />
ICR<br />
IR1<br />
OA<br />
OA<br />
ESA<br />
IR1 BTM VA1<br />
IR1 BTM VA1<br />
IR1 BTM VA1<br />
IR1<br />
IR2 VA3<br />
IR2 VA3<br />
IR2 VA3
SKF Public Course Locations<br />
BTM Bearing Technology BTM Campbellfield<br />
ESA Easylaser Shaft<br />
& Maintenance (WE201)<br />
AUSTRALIAN CAPITAL<br />
TERRITORY<br />
Canberra<br />
21-23 June<br />
NEW SOUTH WALES<br />
Bathurst<br />
22-24 March<br />
Bega<br />
5-7 April<br />
Cobar<br />
23-25 August<br />
Coffs Harbour<br />
22-24 November<br />
Dubbo<br />
7-9 June<br />
Mudgee<br />
9-11 August<br />
Muswellbrook<br />
22-24 February<br />
Newcastle<br />
11-13 October<br />
Orange<br />
13-15 September<br />
Smithfield<br />
10-12 May<br />
25-27 October<br />
Wollongong<br />
19-21 July<br />
QUEENSLAND<br />
Archerfield<br />
10-12 May<br />
11-13 October<br />
Blackwater<br />
6-8 December<br />
Bundaberg<br />
7-9 June<br />
Cairns<br />
13-15 April<br />
Emerald<br />
12-14 July<br />
Gladstone<br />
21-23 June<br />
Geelong<br />
9-10 August<br />
Gippsland<br />
5-7 April<br />
Horsham<br />
8-10 February<br />
Oakleigh<br />
22-24 March<br />
25-27 October<br />
Shepparton<br />
13-15 September<br />
TASMANIA<br />
Launceston<br />
1-3 March<br />
WESTERN AUSTRALIA<br />
Bunbury<br />
15-17 November<br />
Geraldton<br />
26-28 July<br />
Kalgoorlie<br />
14-16 June<br />
Karatha<br />
22-24 March<br />
Perth<br />
15-17 February<br />
24-26 May<br />
9-11 August<br />
25-27 October<br />
Port Hedland<br />
13-15 September<br />
PAPUA NEW GUINEA<br />
Lae<br />
23-25 August<br />
Port Moresby<br />
13-15 April<br />
FIJI<br />
Lautoka<br />
12-14 July<br />
Suva<br />
6-8 July<br />
NEW ZEALAND<br />
Alignment<br />
NEW SOUTH WALES<br />
Smithfield<br />
29 March<br />
QUEENSLAND<br />
Archerfield<br />
7 June<br />
Mackay<br />
19 July<br />
Townsville<br />
16 August<br />
SOUTH AUSTRALIA<br />
Wingfield<br />
8 November<br />
VICTORIA<br />
Oakleigh<br />
22 February<br />
WESTERN AUSTRALIA<br />
Kalgoorlie<br />
27 September<br />
Karatha<br />
18 October<br />
Perth<br />
13 September<br />
NEW ZEALAND<br />
Hamilton<br />
3 May<br />
Electric Motor<br />
EMM<br />
Maintenance L1<br />
NEW SOUTH WALES<br />
Muswellbrook<br />
18-19 October<br />
Orange<br />
2-3 November<br />
Smithfield<br />
16-17 February<br />
QUEENSLAND<br />
Archerfield<br />
22-23 June<br />
Gladstone<br />
6-7 September<br />
Mackay<br />
22-24 March<br />
Auckland<br />
7-8 June<br />
18-20 October<br />
8-10 March<br />
SOUTH AUSTRALIA<br />
Mackay<br />
Christchurch<br />
Wingfield<br />
6-8 September<br />
11-13 October<br />
4-5 May<br />
Moranbah<br />
17-19 May<br />
Mt Isa<br />
21-23 February<br />
Rockhampton<br />
16-18 August<br />
Toowoomba<br />
8-10 March<br />
Townsville<br />
15-17 November<br />
NORTHERN TERRITORY<br />
Darwin<br />
16-18 February<br />
SOUTH AUSTRALIA<br />
Mt Gambier<br />
10-12 May<br />
Whyalla<br />
6-8 July<br />
Wingfield<br />
22-24 March<br />
13-15 September<br />
VICTORIA<br />
Albury<br />
Dunedin<br />
6-8 December<br />
Greymouth<br />
22-24 November<br />
Hamilton<br />
22-24 March<br />
Lower Hutt<br />
16-18 August<br />
Mt Maunganui<br />
12-14 April<br />
Napier<br />
10-12 May<br />
Nelson<br />
6-8 September<br />
New Plymouth<br />
12-14 July<br />
Palmerston North<br />
14-16 June<br />
Timarru<br />
1-3 November<br />
Whangarei<br />
22-24 February<br />
ICR<br />
VICTORIA<br />
Albury<br />
22-23 November<br />
Oakleigh<br />
6-7 April<br />
WESTERN AUSTRALIA<br />
Karatha<br />
3-4 August<br />
Perth<br />
27-28 July<br />
NEW ZEALAND<br />
Christchurch<br />
16-17 March<br />
Improving Crusher<br />
Reliability<br />
(WI270)<br />
NEW SOUTH WALES<br />
Newcastle<br />
4-5 May<br />
Smithfield<br />
11-12 October<br />
QUEENSLAND<br />
Archerfield<br />
10-12 May<br />
Ballarat<br />
19-21 July<br />
Bendigo<br />
15-17 November<br />
DB Dynamic Balancing (L1)<br />
(WE250)<br />
VICTORIA<br />
Oakleigh<br />
16 June<br />
24-25 February<br />
SOUTH AUSTRALIA<br />
Wingfield<br />
25-26 August<br />
For further information on<br />
Public, On site or future courses:<br />
P 03 9269 0763 E rs.marketing@skf.com<br />
W www.skf.com.au/training<br />
ICR<br />
IR1<br />
IR2<br />
IRW<br />
LF1<br />
VICTORIA<br />
Oakleigh<br />
13-14 October<br />
WESTERN AUSTRALIA<br />
Perth<br />
23-24 August<br />
Infrared<br />
Thermography L1<br />
(WI230)<br />
QUEENSLAND<br />
Archerfield<br />
25-29 July<br />
VICTORIA<br />
Melbourne<br />
21-25 February<br />
2-6 May<br />
24-28 October<br />
WESTERN AUSTRALIA<br />
Perth<br />
21-25 November<br />
NEW ZEALAND<br />
4-8 July<br />
Infrared<br />
Thermography L2<br />
VICTORIA<br />
Melbourne<br />
21-25 March<br />
WESTERN AUSTRALIA<br />
Perth<br />
28 November-<br />
2 December<br />
Infrared Thermography<br />
Workshop L1<br />
NEW SOUTH WALES<br />
Newcastle<br />
13-14 September<br />
Smithfield<br />
17-18 May<br />
QUEENSLAND<br />
Archerfield<br />
2-3 March<br />
SOUTH AUSTRALIA<br />
Wingfield<br />
16-17 February<br />
VICTORIA<br />
Oakleigh<br />
19-20 July<br />
WESTERN AUSTRALIA<br />
Perth<br />
15-16 June<br />
Introduction<br />
to Lubrication<br />
Fundamentals L1<br />
NEW SOUTH WALES<br />
Muswellbrook<br />
26-27 July<br />
Orange<br />
24-25 May<br />
Smithfield<br />
15-16 March<br />
QUEENSLAND<br />
Gladstone<br />
19-20 July<br />
Toowoomba<br />
2-3 November<br />
Townsville<br />
21-22 June<br />
NORTHERN TERRITORY<br />
Darwin<br />
5-6 April<br />
SOUTH AUSTRALIA<br />
Wingfield<br />
4-5 July<br />
LF1<br />
ML1<br />
VICTORIA<br />
Oakleigh<br />
7-8 June<br />
TASMANIA<br />
Launceston<br />
11-12 May<br />
Warnambool<br />
18-19 October<br />
WESTERN AUSTRALIA<br />
Kalgoorlie<br />
9-10 November<br />
Perth<br />
9-10 March<br />
NEW ZEALAND<br />
Auckland<br />
22-23 August<br />
Christchurch<br />
24-25 August<br />
Machinery Lubrication<br />
& Oil Analysis L1<br />
(WE265)<br />
NEW SOUTH WALES<br />
Smithfield<br />
8-10 November<br />
QUEENSLAND<br />
Archerfield<br />
24-26 May<br />
SOUTH AUSTRALIA<br />
Wingfield<br />
9-11 August<br />
VICTORIA<br />
Oakleigh<br />
6-8 September<br />
WESTERN AUSTRALIA<br />
Perth<br />
28-30 June<br />
NEW ZEALAND<br />
Auckland<br />
17-19 May<br />
Maintenance Planning<br />
MP1<br />
& Scheduling L1<br />
(WC200)<br />
QUEENSLAND<br />
Archerfield<br />
29-30 March<br />
WESTERN AUSTRALIA<br />
Perth<br />
7-8 September<br />
Maintenance Strategy<br />
MSR<br />
Review (MSR)<br />
Awareness L1<br />
(MS230)<br />
NEW SOUTH WALES<br />
Smithfield<br />
23-25 May<br />
OA<br />
Oil Analysis L2<br />
QUEENSLAND<br />
Archerfield<br />
4-6 October<br />
WESTERN AUSTRALIA<br />
Perth<br />
30 August-<br />
1 September<br />
Optimising Asset<br />
OAM<br />
Management through<br />
Maintenance<br />
Strategy L2<br />
(MS300)<br />
QUEENSLAND<br />
Brisbane<br />
12-15 September<br />
WESTERN AUSTRALIA<br />
Perth<br />
22-25 March<br />
Precision Shaft<br />
Alignment L1<br />
(WE240)<br />
NEW SOUTH WALES<br />
Smithfield<br />
20 September<br />
WESTERN AUSTRALIA<br />
Perth<br />
6 July<br />
Proactive<br />
Maintenance Skills L1<br />
(WE241)<br />
VICTORIA<br />
Oakleigh<br />
22-26 August<br />
Reliability Centered<br />
Maintenance (RCM)<br />
(MS332)<br />
VICTORIA<br />
Oakleigh<br />
26-28 July<br />
Root Cause Bearing<br />
Failure Analysis L2<br />
(WE204)<br />
NEW SOUTH WALES<br />
Muswellbrook<br />
22-23 March<br />
Orange<br />
8-9 March<br />
Smithfield<br />
9-10 August<br />
QUEENSLAND<br />
Archerfield<br />
5-6 April<br />
Gladstone<br />
21-22 June<br />
Mt Isa<br />
6-7 December<br />
Townsville<br />
22-23 February<br />
NORTHERN TERRITORY<br />
Darwin<br />
23-24 August<br />
SOUTH AUSTRALIA<br />
Wingfield<br />
5-6 October<br />
WESTERN AUSTRALIA<br />
Karatha<br />
31 May-1 June<br />
Perth<br />
10-11 May<br />
20-21 September<br />
NEW ZEALAND<br />
Hamilton<br />
1-2 November<br />
Sealing Solutions<br />
Technology Seals for<br />
Rotary Applications<br />
NEW SOUTH WALES<br />
Smithfield<br />
23-24 August<br />
QUEENSLAND<br />
Archerfield<br />
22-23 November<br />
SOUTH AUSTRALIA<br />
Wingfield<br />
24-25 May<br />
VICTORIA<br />
Oakleigh<br />
20-21 September<br />
WESTERN AUSTRALIA<br />
Perth<br />
21-22 June<br />
The Power of Knowledge Engineering<br />
PSA<br />
PMS<br />
RCM<br />
RCB<br />
SST<br />
SMP<br />
SPI<br />
SRC<br />
UT1<br />
VA1<br />
VA2<br />
Selecting & Maintaining<br />
Power Transmission<br />
Systems L1<br />
(WE290)<br />
VICTORIA<br />
Oakleigh<br />
2-3 August<br />
WESTERN AUSTRALIA<br />
Rivervale<br />
19-20 April<br />
NEW ZEALAND<br />
Auckland<br />
7-8 June<br />
Spare Parts<br />
Management &<br />
Inventory Control L1<br />
(WC230)<br />
VICTORIA<br />
Oakleigh<br />
26-27 May<br />
Streamlined Reliability<br />
Centered Maintenance<br />
(SRCM) (MS331)<br />
WESTERN AUSTRALIA<br />
Rivervale<br />
18-20 October<br />
Ultrasonic Testing L1<br />
(WI320)<br />
QUEENSLAND<br />
Archerfield<br />
7-11 November<br />
Vibration Analysis L1<br />
(WI210)<br />
NEW SOUTH WALES<br />
Smithfield<br />
26-28 July<br />
QUEENSLAND<br />
Archerfield<br />
25-27 October<br />
Gladstone<br />
24-26 May<br />
Mackay<br />
15-17 March<br />
SOUTH AUSTRALIA<br />
Wingfield<br />
21-23 June<br />
VICTORIA<br />
Oakleigh<br />
16-18 August<br />
WESTERN AUSTRALIA<br />
Perth<br />
12-14 April<br />
NEW ZEALAND<br />
Auckland<br />
11-13 October<br />
Vibration Analysis L2<br />
(WI203)<br />
QUEENSLAND<br />
Archerfield<br />
22-26 August<br />
WESTERN AUSTRALIA<br />
Perth<br />
7-11 November<br />
Vibration Analysis L3<br />
VA3<br />
(WI204)<br />
VICTORIA<br />
Oakleigh<br />
28 November-<br />
2 December
Do our people<br />
get smarter when<br />
they travel?<br />
This can’t be true, however in<br />
the past twelve months more<br />
than 70% of our work has<br />
come from overseas clients.<br />
We want to reverse this number.<br />
International clients:<br />
• Indonesia<br />
• Malaysia<br />
• Philippines<br />
• Taiwan<br />
• New Zealand<br />
• North America<br />
• Chile<br />
• South Africa<br />
• Holland<br />
• Saudi Arabia<br />
SAP ® Certified<br />
Powered by SAP NetWeaver ®<br />
WHY OUR CLIENTS CHOOSE OUR PMO PROCESS<br />
AND WHY YOU SHOULD TOO...<br />
The PMO2000 ® (our unique approach)<br />
Process has always been a simple and<br />
effective means for you and your team<br />
to understand the principles of reliability<br />
and how to deploy them. Our systems are built<br />
around simplicity, not complexity, but they work in<br />
any capital intensive organisation. Our clients<br />
range from the current holder of the North<br />
American Maintenance Excellence awards to<br />
companies that are yet to install a computerised<br />
maintenance management system.<br />
We help you create a culture of “Zero tolerance<br />
to unexpected failure”. We are not a company<br />
that just helps you write a maintenance strategy<br />
- we assist you to deploy a reliability assurance<br />
program which is a living program.<br />
We will also assist you with a change of culture<br />
not only in your maintenance departments, but<br />
within the production areas as well. This is<br />
because we view reliability and maintenance as<br />
processes not as departments.<br />
We are also highly experienced in assisting you<br />
develop corporate reliability assurance initiatives.<br />
Our reliability improvement software, PMO2000, ®<br />
is now SAP ® certified and can seamlessly pass<br />
information to and from SAP. ® All the other modules<br />
of our full suite of Reliability Assurance software<br />
packages can also be directly integrated with SAP. ®<br />
How the process helps you<br />
• Defines what maintenance is value adding and<br />
what is not and keeps this up to date<br />
• Trains and motivates your staff to build reliability<br />
concepts into their daily activities<br />
• Groups all your results into practical schedules<br />
and works to quickly implement what has<br />
been learned<br />
• Creates a closed loop system that makes<br />
investigations into losses very efficient and<br />
highly effective<br />
The Benefits<br />
Put simply, successful implementation of our<br />
program results in a reduction in maintenance<br />
related downtime by one half. This can be<br />
achieved site wide in 12 months.<br />
• Reduced reactive or emergency<br />
maintenance activities<br />
• Increased workforce productivity while<br />
providing greater job satisfaction<br />
• Reduced costs of spares and overall<br />
maintenance activity<br />
Our Strategy<br />
Our current strategy is to attract more local<br />
business than overseas business.<br />
If you suffer more reactive maintenance<br />
than you should - contact us<br />
For more information please contact our<br />
Melbourne office and arrange for us to provide<br />
you with a presentation.<br />
Contact us<br />
Steve Turner<br />
Director and Principal Consultant<br />
OMCS International<br />
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<strong>AMMJ</strong><br />
Laser Cladding - A Versatile Proactive and<br />
Reactive Technology<br />
Laser Cladding is increasingly<br />
being used for repair of worn<br />
components.<br />
Mine Loader Failure<br />
Prediction<br />
Accurately predict whether<br />
any of the equipment was in<br />
danger of immediate failure<br />
Strategic Maintenance Reporting To Enable<br />
Sustained Improvement<br />
Strategic maintenance reporting<br />
facilitate sustained improvement,<br />
leading to smarter maintenance.<br />
What’s The FRACAS - Failure Elimination<br />
Made Simple<br />
Failure Reporting Analysis and Corrective Action<br />
System is an excellent process that can be used to<br />
control or eliminate failures.<br />
2011 Listing of Maintenance Internet<br />
Addresses<br />
<strong>AMMJ</strong>’s annual listing of Internet Addresses for<br />
maintenance, condition monitoring, maintenance<br />
analysis and asset management web sites.<br />
Mill Downtime Tracking Database Analysis<br />
Equipment Causing SAG1 Mill Downtime: Last 18 Months_Jul06-Dec07<br />
Identifying short term strategies<br />
to improve Mill Availability and<br />
then put into place long term<br />
strategies to sustain this uptime.<br />
Asset Management and Maintenance Journal<br />
ISSN 1835-789X (Print) ISSN 1835-7903 (Online)<br />
Published by:<br />
Engineering Information Transfer Pty Ltd<br />
Publisher and Managing Editor:<br />
Len Bradshaw<br />
Publishing Dates:<br />
Published in January, April, July and October.<br />
Material Submitted:<br />
Engineering Information Transfer Pty Ltd accept no<br />
responsibility for statements made or opinions expressed<br />
in articles, features, submitted advertising, advertising<br />
inserts and any other editorial contributions.<br />
See website for details of how to submit articles or news.<br />
No. Of Incidents<br />
40<br />
35<br />
30<br />
25<br />
20<br />
15<br />
10<br />
5<br />
0<br />
0231ML01<br />
0231SC10<br />
0231CV01<br />
Unknown<br />
0231CV03<br />
0231CV04<br />
TPS/Ok Menga<br />
IPC/TARA<br />
0231FE02<br />
0231ML01B<br />
0231CV02<br />
0231CV01A<br />
0231CP06<br />
0231FSL2035<br />
0231CV04A<br />
0231PP05<br />
0231CP07<br />
Flotations<br />
0231PP06A<br />
0231PP03<br />
0342MCH01-02<br />
0342UPS02<br />
0231ML021B<br />
0212SGH01-11<br />
0231PLC10<br />
0341ML01<br />
0231MA01<br />
0231ML01A<br />
0250SGH01-07<br />
Equipment<br />
Incidents Avg Hours<br />
Copyright:<br />
This publication is copyright. No part of it may<br />
be reproduced, stored in a retrieval system or<br />
transmitted in any form by any means, including<br />
electronic, mechanical, photocopying, recording or<br />
otherwise, without the prior written permission of the<br />
publisher.<br />
For all Enquiries Contact:<br />
Engineering Information Transfer Pty Ltd<br />
PO Box 703, Mornington, Victoria 3931, Australia<br />
Phone: (03) 5975 0083 Fax: (03) 5975 5735<br />
E-mail: mail@maintenancejournal.com<br />
Web Site: www.maintenancejournal.com<br />
8.00<br />
7.00<br />
6.00<br />
5.00<br />
4.00<br />
3.00<br />
2.00<br />
1.00<br />
0.00<br />
No. Of Hours (Average)<br />
Contents<br />
January 2011 Issue Vol 24 No 1<br />
Asset Management and Maintenance Journal<br />
COVER<br />
SHOT<br />
This Issue’s cover<br />
shot is from the<br />
article “Laser Clading<br />
A Versatile Proactive<br />
and Reactive<br />
Technology” page 6.<br />
To Subscribe to the <strong>AMMJ</strong> go to www.maintenancejournal.com to download the SUBSCRIPTION FORM. Annual Subscription is from $80.<br />
42<br />
44<br />
54<br />
55<br />
56<br />
57<br />
58<br />
62<br />
Forecasting Underground Electric<br />
Cable Faults<br />
Managing the replacement of 7000 miles of<br />
direct-buried primary electrical cable that is at or<br />
approaching the end of its useful life.<br />
Role of Vibration Monitoring<br />
In Predictive Maintenance<br />
Vibration based CM can be used to detect and<br />
diagnose machine faults and form the basis of a PM<br />
strategy.<br />
Six Tips to Improve Your MRO<br />
Spare Parts Management<br />
Follow these six MRO spares management tips and<br />
you will go a long way to achieving the reliability<br />
results that you deserve.<br />
V-Belt Maintenance<br />
V-Belt Maintenance is essential if you want to insure<br />
optimum belt drive performance. With a scheduled<br />
maintenance program, belt drives will run relatively<br />
trouble-free for a long time.<br />
CM Is An Insurance Policy<br />
Condition Monitoring and automatic lubrication<br />
systems can reduce the risk and costs associated<br />
with unforeseen breakdowns.<br />
Green CMMS The Engine of Sustainability<br />
The move to be green is more than just a fad or<br />
buzzword, but rather a key component of an effective<br />
maintenance operation.<br />
Maintenance News<br />
The latest maintenance news, products and services.<br />
Maintenance Books
Laser Cladding<br />
A Versatile Proactive and Reactive Technology<br />
M. Rombouts 1 , J. Meneve 1 , D. Robberecht 2, E. Geerinckx 1 , J. Gedopt 1<br />
1 Flemish Institute for Technological Research (VITO), Laser Centre, Mol, Belgium 2 Maintenance Partners Heavy Duty nv, Belgium<br />
Paper presented at COMADEM 2009 (The full Proceedings of COMADEM 2009 are available for sale – please contact aarnaiz@tekniker.es)<br />
Laser cladding is an additive process wherein a laser source is used to melt metal-based powder or<br />
wire on to a metal substrate. The result is a thick metal or metal matrix composite coating (order of 1<br />
mm thickness) of a high quality: it has an excellent bonding to the substrate and is completely dense.<br />
The laser cladding process enables the treatment of heat sensitive materials and deformation sensitive<br />
components, which cannot be processed by conventional techniques like surface welding.<br />
The technique is increasingly being used in industry as a pro-active technology for corrosion and wear<br />
protection and as a reactive technology for repair of worn components. In both aspects, laser cladding<br />
is a technology contributing to cost-effective maintenance.<br />
Various research efforts are devoted to customised coating development with the aim to reduce<br />
maintenance. This paper will discuss the advantages and limitations of laser cladding as a repair<br />
and coating technique. The capabilities of the process will be illustrated by industrial case studies<br />
performed by VITO.<br />
INTRODUCTION<br />
The functionality of components can often be ameliorated by<br />
combining materials with optimised properties. The bulk material<br />
can be chosen as a function of formability, strength, stiffness and<br />
cost. The surface of this component can then be adapted to satisfy<br />
demands in the field of friction, wear, and corrosion.<br />
A possible process to optimise the surface of metal components<br />
is laser cladding [1,2]. The process can also be used as a repair<br />
technique. During laser cladding, additive material is supplied in the<br />
form of wire or powder to the substrate to be treated. A laser beam<br />
melts the additive material together with a thin surface layer of the<br />
substrate resulting in a coating with a typical thickness of 0.5-1 mm<br />
(Figure 1).<br />
Figure 1 Principle of laser cladding<br />
In most cases powder is used as feedstock and transported in an argon gas flow. It is possible to use an<br />
additional protective gas flow to minimise oxidation during laser cladding. Due to the superficial melting of the<br />
substrate, a strong metallurgical bond is formed between substrate and coating. This is an important benefit<br />
compared to thermal spraying where only a mechanical bond is formed between the coating and substrate.<br />
Another advantage compared to thermal spraying is the higher powder yield, which is typical 75%.<br />
Thanks to the low and local heat input, laser cladding is very well suited for the treatment of heat sensitive<br />
materials and components, deformation is limited and the heat affected zone is small. Moreover, the high<br />
cooling rate during laser treatment results in coatings with a fine microstructure. After deposition, machining of<br />
the component to its final dimensions is mostly required.<br />
As laser source, different types of lasers can be used: CO2, Nd:YAG, diode, disk or fiber laser. The former<br />
two lasers are the most commonly used lasers in materials processing by laser welding and cutting. However,<br />
there is currently a strong development in new, more compact and more efficient lasers including the diode,<br />
disk and fiber lasers. The results presented in this paper are obtained using a diode laser as processing tool.<br />
Laser cladding is a relatively new process, which is being used in industrial sectors like petrochemical,<br />
aerospace, machine and die building, automotive, energy production, to: repair damaged high-value machine<br />
components like turbine blades, shafts, motors, etc. improve the corrosion and/or wear resistance of metallic<br />
components like tooling, pumps, valves, off-shore pipes, etc<br />
The possibilities of laser cladding as a repair and surface treatment technology in energy production industry<br />
is illustrated with two case studies carried out for the company Maintenance Partners. Maintenance Partners<br />
is leader in the Benelux for the repair and revision of mechanical and electrical rotating machines. The case<br />
studies presented in this paper are the repair of a compressor shaft, and the repair of turbine wheels.<br />
EXPERIMENTAL SETUP<br />
Figure 2 shows the experimental setup used for laser cladding in this study. It uses a 3 kW fiber-coupled<br />
diode laser (Laserline), using specific optics to obtain a circular spot with a diameter of about 3,7 mm at the<br />
substrate. A powder supply unit of Medicoat, which is commonly used for thermal spraying, is used. The<br />
powder is supplied in an argon gas flow to the coaxial cladding head. A CCD camera, which looks through a<br />
semi-transparent mirror coaxial with the laser beam, enables aligning of the cladding head to the area to be<br />
treated.<br />
Vol 24 No 1
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<strong>AMMJ</strong> Laser Cladding 10<br />
REPAIR OF COMPRESSOR SHAFT<br />
The compressor shaft is made of martensitic stainless<br />
steel AISI 410 (DIN 1.4006 / X12Cr13). Near the end of<br />
the shaft an area with an axial length of 70 mm was worn<br />
off. The total length of the shaft was about 3,7 m and<br />
the weight was about 1 ton. For laser cladding, stainless<br />
steel powder AISI 316L is used as feedstock. A coating<br />
with a total thickness of 2 mm is required. Since it is not<br />
possible to obtain a coating with a thickness of 2 mm<br />
after a single pass, multiple layers are applied on top<br />
of each other. The typical maximal layer thickness for a<br />
single pass is 1-1,2 mm. After laser cladding about 0,2<br />
mm of the thickness needs to be removed to obtain a<br />
smooth surface.<br />
PRELIMINARY TESTS<br />
Before treating the shaft, experiments are performed on a small bar to<br />
evaluate the quality of the coating in terms of absence of cracking, the<br />
degree of deformation of and the bonding to the substrate. To evaluate the<br />
deformation behaviour, a bar with a diameter of 30 mm and length of 700<br />
mm was cladded at both ends over a length of 20 mm. The results of a<br />
run-out were satisfactory and showed a deformation of only 0,02-0,04 mm.<br />
The cross section of the coating near the beginning is shown in Figure 3.<br />
No cracks in the coating or in the martensitic stainless steel substrate are<br />
present.<br />
Due to the presence of key-seatings, which did not need to be treated,<br />
copper inserts were placed at these positions to prevent these areas being<br />
damaged by the laser beam. The stainless steel 316L material does not<br />
adhere to the copper and the copper insert can be easily removed after<br />
laser cladding.<br />
LASER CLADDING OF SHAFT<br />
The same laser cladding parameters as used in the preliminary tests were applied during laser cladding of the<br />
shafts. The experimental setup is shown in Figure 4. The presence of the copper insert at the key-seatings is<br />
visible at the left image of Figure 4. Two layers of stainless steel are applied on top of each other. The shafts<br />
are machined afterwards and the repair was positively evaluated: adequate thickness and good bonding of<br />
coating to substrate, minimal deformation induced by laser cladding, and no porosity in coating.<br />
Figure 4 Setup used for laser cladding of compressor shafts<br />
Figure 2 Laser cladding setup used in the study.<br />
Figure 3 Cross section of AISI 316L<br />
on a AISI 410 stainless steel substrate<br />
Vol 24 No 1
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E stuart.hylton@assetpartnership.com
<strong>AMMJ</strong> Laser Cladding 12<br />
REPAIR OF COMPRESSOR WHEELS<br />
Various compressor wheels were worn near the outer diameter. The wheels are made of 30CrNiMo8 steel. The<br />
wheels are manufactured from 2 separate parts that are connected to each other by mechanical fasteners.<br />
In between the upper and lower plates 17 blades are present. This construction makes it impossible to use<br />
conventional welding to repair the wheels since the excessive heat input will result in distortion, which finally<br />
results in loosening of the upper plate from the lower plate. Another phenomenon observed when trying to<br />
repair the wheels by conventional TIG welding is the presence of cracks<br />
near the mechanical fasteners, which are located very close to the area<br />
being welded.<br />
PRELIMINARY TESTS<br />
Prior to treatment of the wheels, laser cladding experiments with stellite<br />
21 powder on a 30CrNiMo8 substrate are performed to evaluate the<br />
absence of cracks in the coating and in the heat affected zone of the<br />
substrate. No cracks or large pores were observed after metallographic<br />
analyses (Figure 5). The Vickers hardness of the stellite 21 coating after<br />
laser cladding is 450-460 HV (0.5 kg load).<br />
REPAIR OF COMPRESSOR WHEELS<br />
The setup used during laser cladding of the wheels is shown in Figure 6. The wheel is mounted on a rotational<br />
axis. To prevent damage of the blades the laser is not placed perpendicularly but at an off-axis position.<br />
Figure 7 shows a close-up of a wheel after<br />
laser cladding. At the outer diameter of the<br />
wheel about 13 laser cladding passes are<br />
applied to ensure an increase in diameter<br />
from 624 mm to 632 mm. The applied scan<br />
speed was 1000 mm/min. No cracking in the<br />
substrate or the coating is observed visually.<br />
After laser cladding and machining, the<br />
wheels are evaluated by a spin test, which<br />
consists in rotating the wheels in vacuum at a<br />
rotation speed of 20.000 rpm. All the treated<br />
wheels survived that test successfully.<br />
CONCLUSIONS<br />
- The local repair of a compressor shaft of<br />
martenstic stainless steel by laser cladding<br />
proved to be successful thanks to the low<br />
heat input of the laser process and high<br />
quality of the resulting laser cladded coating<br />
in terms of metallurgical bonding to the<br />
substrate and high coating density.<br />
- Damaged compressor wheels have been<br />
repaired by laser cladding. The repair<br />
process proved to be successful after spin<br />
testing the wheels at 20.000 rpm in vacuum.<br />
REFERENCES<br />
[1] de Damborenea J., Surface modification of metals by<br />
high power lasers, Surf. Coat. Technol. 100–101;1998.<br />
p.377–382.<br />
[2] Sexton C.L., Byrne G., Watkins K.G., Alloy<br />
development by laser cladding: an overview, J. Laser<br />
Appl. 13 (1); 2001 2–11.<br />
Figure 5 Cross section of stellite 21<br />
coating applied on a 30CrNiMo8 substrate.<br />
Figure 6 Setup used for laser cladding of compressor wheels<br />
Figure 7 Close-ups of compressor wheels after laser cladding<br />
Vol 24 No 1
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Mine Loader Failure Prediction<br />
“Intervene Immediately” after 10,000 trouble free hours<br />
OMDEC and FIRM Solutions Australia<br />
In a joint project with its Australian partner, FIRM Solutions Pty Ltd in 2010, OMDEC’s EXAKT failure prediction<br />
analysis tool accurately identified a critical impending failure in a large front end loader for a mining giant.<br />
Starting with an incomplete data set, the joint team successfully refined the data to the point where the failure<br />
modeling produced a startling prediction: a 90% probability of failure in the main engine bearing within the next<br />
500 operating hours in a unit that had no history of similar problems for 12,500 operating hours.<br />
By analyzing multiple equipment conditions, EXAKT developed an easily measurable formula to accurately<br />
predict whether any of the equipment was in danger of immediate failure. The answer was “Yes”.<br />
BACKGROUND AND OBJECTIVES:<br />
The mining company operates a fleet of loaders as a key part of its continuous production operation. Downtime is both<br />
critical and expensive: a ratio of 4:1 is used to compare run to failure costs with preventive replacement.<br />
The key objective was to determine whether smart data analysis could produce meaningful results relating to the<br />
probability of failure and remaining useful life of the fleet.<br />
A second objective – which turned out to be even more significant Figure 1: Replacement Recommendation<br />
in the short run – was to apply the fleet model to individual units to<br />
predict and prevent expensive impending failures. Where failure was<br />
predicted, management needed to be confident of the probability within<br />
a given time frame so that spurious results did not cause unnecessary<br />
maintenance.<br />
METHODOLOGY:<br />
Multi-year condition data was available for the fleet and was used as<br />
the basis for the analysis. 31 failures were analysed covering 10 failure<br />
modes for the fleet of 64 engines. Main engine bearing failure was<br />
the dominant failure mode accounting for about one third of critical<br />
failures. This became the focus of the detailed analysis, using a variety<br />
of condition measurements to determine which combinations had the<br />
best predictive capability.<br />
Among the possible conditions such as vibration, engine operating<br />
temperature, fuel burn etc, two specific measurements met the standard<br />
95% test for confidence levels. These were derivatives of the Lead and<br />
the Antimony measurements obtained gained from oil sample analysis.<br />
This was integrated with event data such as oil changes, operating<br />
starts, out-of-service intervals and actual failure dates extracted from<br />
the EAM work history database.<br />
From this data, an EXAKT statistical model was developed to correlate<br />
the condition monitoring data with actually experienced failure or<br />
potential failure events. The model was then applied to the individual<br />
units in the fleet. Two very timely output reports were produced for one<br />
loader:<br />
Figure 2 shows that for the engine main bearing failure mode being<br />
analysed, the unit has operated without significant risk of failure for its<br />
working life of 12,500 operating hours. However:<br />
- The probability of failure within the next 250 hours is 75%<br />
- Probability of failure within the next 500 hours is slightly over 90%.<br />
These results are confirmed in Figure 1 with the recommendation to<br />
intervene immediately to prevent costly damage to the equipment.<br />
Figure 2: Probability of Failure<br />
CONCLUSIONS:<br />
Three important conclusions were reached:<br />
1. EXAKT failure prediction and decisions models were successfully developed and tested for the fleet’s key failure<br />
modes at the 95% confidence level<br />
2. A readily applicable formula was developed to enable tracking of multiple equipments<br />
3. By applying the modeling to individual equipment, a critical impending failure was predicted with a probability of over<br />
90% within the next 500 operating hours on a unit that had no history of this failure mode.<br />
info@omdec.com mail@firmsolution.com.au<br />
Vol 24 No 1
Locate electrical<br />
problems<br />
Detect plumbing
Strategic Maintenance Reporting To<br />
Enable Sustained Improvement<br />
Jim Harper APMMS P/L Australia<br />
This is the third in a series of articles based around a successful national Computerised Maintenance Management<br />
System (CMMS) implementation. The first two articles dealt with application selection, change management and<br />
lessons learnt on the journey.<br />
• The Rise and Rise of Tier One ERP Maintenance Systems (<strong>AMMJ</strong> October 2007)<br />
• Lessons from a Successful National CMMS Implementation (<strong>AMMJ</strong> July 2010)<br />
This article discusses how strategic maintenance reporting can facilitate sustained improvement, leading to smarter<br />
and more focussed maintenance and ultimately cost reduction.<br />
Background<br />
The challenge of any systems implementation firmly rests with the business after the implementation has finished.<br />
The real challenge will be after the implementation team has left and the “novelty” factor of having a well structured<br />
and usable tool has worn off. How is interest and focus maintained for the long haul?<br />
Whilst the second article covered many areas that help system and process sustainability (such as maintenance<br />
ownership, process reinforcement tools etc) this article will deal with strategic reporting and how it can positively<br />
influence maintenance behaviour and lead to sustained improvement. It must be assumed that senior business<br />
managers are committed to sustained improvement for, as stressed at length in previous articles, nothing will happen<br />
without this leadership.<br />
So how can strategic reporting drive these ongoing benefits?<br />
What reports are needed and who should receive them?<br />
Reporting Strategy<br />
Any reporting strategy will ultimately<br />
determine the data presented. This data<br />
will need to be presented in a format that<br />
will enhance and focus on the desired<br />
outcomes of the business. So naturally<br />
an agreement on the most relevant key<br />
performance indicators (KPI’s) is needed<br />
as a starting point.<br />
The standard report set developed during<br />
this national CMMS implementation was<br />
built around 5 key areas and put together<br />
in a “report pack”. The key areas were:<br />
• Cost control<br />
• Work management<br />
• Maintenance effectiveness<br />
• Asset husbandry<br />
• System administration<br />
This paper will briefly summarise 5 key<br />
reports (out of a total of 12 standard reports<br />
in the “report pack”). Each is explained,<br />
with examples of the report outputs. In<br />
all examples it should be noted that the<br />
report content is always presented the<br />
same way, with “total” values presented<br />
first as a summary and then drill down<br />
details (in this case by site).<br />
• Cost Control<br />
Whatever your involvement in<br />
maintenance (whether actively managing<br />
or keenly monitoring) a key driver will be<br />
cost control. The key message of course<br />
is to be able to maintain your assets to<br />
Figure 1a<br />
Maintenance Actuals and Budget Report - YTD Costs By Location<br />
Vol 24 No 1
<strong>AMMJ</strong> Strategic Maintenance Reporting 17<br />
agreed standards at the lowest achievable cost. Thus costs vs. budget and cost details will always be required.<br />
The report set detailed costs in 3 ways:<br />
• Rolling graphical trend report showing monthly expenditure vs. budget<br />
• Monthly costs to cost centres & departments<br />
• Monthly focus on high cost assets (Top 20 by spend)<br />
Figures 1a and 1b show the monthly cost performance of a regional quarry business. The graphical rolling monthly<br />
expenditure vs. budget is extremely easy to interpret and the same data is then presented at each site level.<br />
Figure 1b<br />
Maintenance Actuals and Budget Report - YTD Costs By Location<br />
Vol 24 No 1
<strong>AMMJ</strong> Strategic Maintenance Reporting 18<br />
• Work Management<br />
In simple terms managers need to know if they are keeping up with their maintenance workload. So we present<br />
graphical trend charts clearly showing the work order count and the amount of outstanding work orders (i.e. still in<br />
an active status and not completed) monthly. This trend is presented for preventative maintenance (PM) work orders<br />
as well, but as a rolling count of scheduled work not completed within 14 days. Adverse trends in workload and<br />
completion rates are then easy to manage.<br />
Figures 2a and 2b presents the PM workload of the same quarry business. The monthly PM outstanding work order<br />
count is clear to see, with sub graphs presenting the data as a percentage of the total. Managers can easily see their<br />
trends and direct attention where needed, with site specific data also presented.<br />
Figure 2a Overdue PM Work Orders Management Report - Overdue PM’s (14 Days) by Location<br />
Figure 2b Overdue PM Work Orders Management Report - Site Specific<br />
Vol 24 No 1
<strong>AMMJ</strong> Strategic Maintenance Reporting 19<br />
• How smart is my maintenance effort?<br />
The division of work between PM and planned work vs. reactive work is a key measure of the effectiveness of your<br />
maintenance effort. Minimising reactive work and focussing on planned preventative work should be a key driver in<br />
your business. A graphical trend (bar) chart clearly shows the division of PM work, follow up work and planned work<br />
vs. reactive work in red. The clarity of this information was exceptionally well accepted by business managers. The<br />
decision of which metric to use (i.e. work order count, work order value or resource effort) will need to be discussed<br />
and locked down, and will ultimately depend on the type of business involved.<br />
Figure 3 clearly highlights the trend in planned vs. reactive work by using the colours blue (PM work), orange (Follow<br />
up work), green (planned) and red (reactive). The visual clarity of this report was very well accepted.<br />
• Equipment Husbandry<br />
Whatever maintenance regime is implemented a key driver in maintenance costs can be the “care factor” of the<br />
equipment users. Using the old adage “nothing can be improved without first measuring” we presented a very clear<br />
graphical trend report of monthly maintenance costs attributed to operator damage or neglect. Some businesses were<br />
able to effectively target this area and achieve real savings by incorporating this metric into business unit KPI’s.<br />
Figure 4 presents the monthly trend in maintenance costs attributed to operator damage. Again the results are shown<br />
in drill down detail to each individual site.<br />
• System Administration<br />
Figure 3 Maintenance Analysis Management Report (Bar) by Location<br />
Any CMMS needs to be well serviced (in terms of master data management, new assets etc) and the standard of data<br />
entered monitored both for quality and timeliness. The report set presented system administration data in 3 areas, all<br />
with rolling monthly trend graphs:<br />
• Missing or late meter readings<br />
• Costs attributed to cost centres instead of individual assets<br />
• Amount of unreceipted purchasing monthly<br />
Figure 5 shows the business trend in keeping up with the input of asset meter readings. Whilst the algorithm to<br />
calculate the raw data presented some opportunity for debate, the intent here is more around trend patterns.<br />
Vol 24 No 1
<strong>AMMJ</strong> Strategic Maintenance Reporting 20<br />
Strategy Reinforcement<br />
Whilst the strategy above serves an excellent base for measured improvement, the key to achieving real success<br />
lies with all parties working towards the same goals. Much effort needs to be placed in ensuring that CMMS users<br />
understand what data they are entering and managers at all levels need to fully aware of what they are managing!<br />
This can be achieved in a number of ways:<br />
• Process Training and Feedback<br />
It is critical that standard processes are defined, taught and reinforced. Basic user training must cover these together<br />
with strong reinforcement around data integrity. All users should understand the importance, for example, of defining<br />
a work order as reactive and appreciate the importance of timely close out of work orders. On the same vein users<br />
and workshops should receive feedback on their performance. The workshop communication board can be invaluable<br />
here.<br />
• Report Pack Explanation<br />
A standard document should be developed that clearly outlines the reporting strategy. Each reporting area should<br />
be explained, and an overview of the intent and data format of each report should be provided. With this simple<br />
“handbook” all levels of management can be fully cognisant of their business reporting requirements.<br />
• Senior Manager Training<br />
Training sessions must be held to engage senior managers. They must understand the strategic significance of the<br />
report pack and more importantly be able to understand trend variances and take necessary actions where needed.<br />
As part of business sign off during this national project was the prerequisite that senior mangers attend a formal<br />
session on the maintenance system/processes and reporting. Senior managers must be engaged.<br />
Report Delivery<br />
The report packs should be scheduled monthly (in this case on Day 6) to be automatically emailed to the recipients.<br />
Most report systems have this facility and it is important to remove the need for manual running.<br />
Figure 4 Work Order Classification Trend Management Report (Costs of damage i.e. by operators)<br />
Vol 24 No 1
<strong>AMMJ</strong> Strategic Maintenance Reporting 21<br />
Whilst the core content was not varied the reporting content was set up to be dependent on the recipient’s management<br />
level. This ensured that all reporting communication was targeting the same content, the same KPI’s and ultimately the<br />
same goal. It should be not uncommon for a “red circled” report to be emailed down the line to seek explanation!<br />
Examples of these reporting levels are explained below:<br />
• Regional Manager – to receive a report pack reporting regional KPI trends, then drilling down to businesses<br />
• Business Manager - to receive a report pack reporting business KPI trends, then drilling down to sites<br />
• Site Manager - to receive a report pack reporting site KPI trends, then drilling down to departments<br />
Examples of this data “levelling” can be seen in the report examples presented.<br />
Benefits<br />
• The amount of effort put into the reporting focus can reap large and sustained benefits. With a common<br />
set of reports targeted to all levels of business (from regional managers to workshop supervisors) the<br />
advantage in having “one language” to trend and debate maintenance is realised.<br />
• Strengths vs. weaknesses are easily identified, with managers easily able to drill down within their<br />
responsibility scope. This enables true national (even international) benchmarking.<br />
• Tangible results are presented which can be discussed at management meetings.<br />
• Outcomes from initiatives can easily be trended.<br />
• Report outcomes can be linked to job performance management.<br />
• A successful reporting strategy can lead to sustained improvement.<br />
If you would like a full “report pack” together with detailed comments and example reports (in pdf format) please email<br />
Jim at the address below. APMMS (Asset & Process Maintenance Management Solutions) has offices in Sydney and<br />
Newcastle, and provides services in process, maintenance and inventory management. See www.apmms.com.au or<br />
contact Jim Harper (Director/Principal) at jimapmms@primusonline.com.au.<br />
Figure 5 Missing and Late Meter Reading Score Management Report (Bar) by Location<br />
Vol 24 No 1
What’s The FRACAS<br />
Failure Elimination Made Simple<br />
Ricky Smith and Bill Keeter Allied Reliability (USA)<br />
“Your system is perfectly designed to give you the results that you get.”<br />
W. Edwards Deming PhD<br />
How good is your organization at identifying failures? Of course you see failures when they occur, but<br />
can you identify when recurring failures are creating serious equipment reliability issues? Most companies<br />
begin applying RCA or RCFA to “high value failures”. While this is not wrong, I prefer to either not see the<br />
failure in the first place, or at the least, to reduce the failures to a controllable level.<br />
Failure Reporting Analysis and Corrective Action System (FRACAS) is an excellent process that can be used to<br />
control or eliminate failures. This is a process in which you identify any reports from your CMMS/EAM or a specialized<br />
Reliability Software that can help you to eliminate, mitigate or control failures. These reports could include cost<br />
variance, Mean Time Between Failure, Mean Time Between Repair, dominant failure patterns in your operation,<br />
common threads between failures such as “lack of lubrication” (perhaps due to lubricator not using known industry<br />
standards). One poll was conducted recently covering 80 large companies. Shockingly, none of these companies<br />
were capturing the data required to understand and control equipment failures.<br />
Answer the following questions honestly before you go any further to see if you have any problems with identifying<br />
failures and effectively eliminating or mitigating their effects on total process and asset reliability.<br />
1. Can you identify the top 10 assets which had the most losses due to a partial or total functional<br />
failure by running a report on your maintenance software?<br />
2. Can you identify the total losses in your organization and separate them into process and asset<br />
losses for the past 365 days?<br />
3. Can you identify components with a common thread due to a specific<br />
failure pattern, such as theone shown oposite?<br />
Many times, the cost of unreliability remains unknown because the causes of unreliability are so many. Whether you<br />
want to point the finger at maintenance, production (operations) or engineering, each functional area plays a role in<br />
unreliability. Here are a few examples of those losses:<br />
1. Equipment Breakdown (total functional failure)<br />
Causes of Equipment Breakdown<br />
• No Repeatable Effective Repair, Preventive Maintenance, Lubrication, or Predictive MaintenanceProcedures<br />
• No one following effective procedures<br />
2. Equipment not running to rate (partial functional failure)<br />
Causes of Equipment not Running to Rate<br />
• Operator not having an effective procedure to follow<br />
• Operator not trained to operate or roubleshoot equipment<br />
• Management thinking this is the best rate at which the equipment can operate because of age or condition<br />
3. Off-Quality Product that is identified as “first pass quality” (could be a partial or total functional failure)<br />
Causes of Quality Issues<br />
• Acceptance by management that “first pass quality” is not a loss because the product can be recycled<br />
4. Premature Equipment Breakdown<br />
• Ineffective or no commissioning procedures. We are talking about maintenance replacement of parts or<br />
equipment that fails prematurely because no one has identified if a defect is present after the<br />
equipment has been installed, repaired, serviced, etc. If you have ever seen equipment break down or not<br />
running to rate immediately after a shutdown, you know what we are talking about.<br />
The Proactive Workflow Model - Eliminating unreliability is a continuous improvement process much like the<br />
Proactive Work Flow Model in Figure 1. The Proactive Workflow Model illustrates the steps required in order to move<br />
from a reactive to a proactive maintenance program.<br />
What the Proactive Work Flow Model really means to your organization - Implementing the Proactive Work Flow<br />
Model is the key to eliminating failures. The built-in continuous improvement processes of Job Plan Improvement<br />
and the Failure Reporting, Analysis, and Corrective Action System (FRACAS) help ensure that maintainability and<br />
reliability are always improving. All of the steps and processes have to be implemented in a well managed and<br />
controlled fashion to get full value out of the model.<br />
The foundational elements of Asset Health Assurance are keys because they ensure that all of the organization’s<br />
assets are covered by a complete and correct Equipment Maintenance Plan (EM). These are requirements (not<br />
options) to ensure that you have a sustainable proactive workflow model.<br />
Vol 24 No 1
Figure 1 Proactive Workflow Model<br />
You cannot have continuous improvement until you have a repeatable, disciplined process.<br />
The objective of the Proactive Work Flow Model is to provide discipline and repeatability to your maintenance<br />
process. The inclusion of the FRACAS provides continuous improvement for your maintenance strategies. There are<br />
fundamental items you must have in place to insure that you receive the results you expect.<br />
Think of FRACAS this way. As you have failures, you use your CMMS/EAMS failure codes to record the part-defectcause<br />
of each failure. Analyzing part-defect-cause on critical assets helps you begin to make serious improvement<br />
in your operation’s reliability. Looking at the FRACAS Model in Figure 2, we begin with Work Order History Analysis,<br />
and from this analysis we decide whether we need to apply Root Cause Analysis (RCA), Reliability Centered<br />
Maintenance, or Failure Modes and Effect Analysis to eliminate or reduce the failures we discover. From the RCA, we<br />
determine maintenance strategy adjustments needed to predict or prevent failures. Even the most thorough analysis<br />
doesn’t uncover every failure mode. Performance monitoring after we make the strategy adjustments may find that<br />
Planning 4 Reliability National Forum<br />
Planning for a Reliable Future<br />
The Planning for Reliability National Forum provides<br />
a showcase for practitioners in Planning, Scheduling<br />
and Reliability Improvement to share how they have<br />
overcome pitfalls and achieved success.<br />
The National Forum will introduce user groups of leading<br />
solutions providers for participants to learn new concepts<br />
and to contribute valuable information to develop products<br />
and services that work for your business.<br />
What’s The FRACAS<br />
5th and 6th April 2011<br />
The Langham Hotel Melbourne<br />
Learn about<br />
Shutdown and Outage Management<br />
Planning & Scheduling Best Practice<br />
Establishing Effective Reliability of your Assets<br />
Co ordinating the Maintenance Schedule<br />
Key features of the event<br />
Leading practitioners presenting case studies<br />
23<br />
Speed networking - meet other like minded individuals<br />
Pre - conference User Groups<br />
Industry exhibitors<br />
Registration/Information<br />
Anna Civiti<br />
Tel:+ 61 (0) 3 9697 1103 / anna.civiti@sirfrt.com.au<br />
www.sirfrt.com.au<br />
Figure 2 FRACAS Loop<br />
Practitioner Companies
<strong>AMMJ</strong> What’s The FRACAS 24<br />
new failure modes not covered by your strategy occur. You can now make a new failure code to track the new failure<br />
mode so additional failures can be tracked and managed when you review work order history. You can see this is a<br />
continuous improvement loop which never ends.<br />
Steps to Implementing an Effective FRACAS<br />
Let’s back up a little. The foundational elements of an effective FRACAS are an effective validated equipment<br />
hierarchy, criticality analysis, failure modes analysis, and equipment maintenance plans.<br />
FRACAS Checklist:<br />
• Equipment Hierarchy should be built and validated so that similar failures on like equipment can be identified<br />
across an organization.<br />
• Criticality Analysis is developed and validated so that equipment criticality is ranked based on Production<br />
Throughput, Asset Utilization, Cost, Environment, and Safety.<br />
• Failure Modes Analysis is completed on all critical equipment using FMA, FMEA, or RCM.<br />
• Equipment Maintenance Plans are developed on all critical equipment to prevent or predict a failure.<br />
Effective Equipment Hierarchy<br />
Asset Catalog or Equipment Hierarchy must be<br />
developed to provide the data required to manage<br />
a proactive maintenance program which includes<br />
failure reporting or FRACAS (Failure Reporting,<br />
Analysis and Corrective Action System). In order<br />
to eliminate failures, one needs to ensure this is a<br />
successful first step. Figure 3 displays the findings<br />
from a plant with 32 total “Part – Bearing” failures<br />
from different size electric motors (“Part” is identified<br />
from a CMMS/EAM Codes drop down screen). One<br />
type “Defect – Wear” occurred in 85% of the failures<br />
(“Defect” is identified from a CMMS Codes drop<br />
down screen).<br />
In 98% of the cases, “Cause” was found to be<br />
”Inadequate Lubrication”. Now it is time to perform a Root Cause Failure Analysis on this common thread of failures.<br />
(“Cause” as identified on CMMS/EAM Codes drop down screen).<br />
Once the hierarchy is<br />
established you can find<br />
similar failures in one area<br />
of an operation or across the<br />
total operation. Validation<br />
of the equipment hierarchy<br />
is required against the<br />
organization’s established<br />
equipment hierarchy<br />
standard. We are looking for<br />
“Part” – “Defect” – “Cause”.<br />
Maintenance personnel<br />
may not have the training<br />
or ability to determine<br />
the “Defect” (Predictive<br />
Maintenance Technician<br />
could identify Defect) and<br />
“Cause” can be typically<br />
identified by a maintenance<br />
technician, maintenance<br />
engineer, reliability engineer,<br />
or predictive maintenance<br />
technician.<br />
After a thorough analysis<br />
you will find that most<br />
failures come from a small<br />
amount of equipment.<br />
The question is, “Which<br />
equipment?”.<br />
Figure 3 Reason for Equipment Hierarchy is Valiidated<br />
Figure 4 Intersept Model<br />
Vol 24 No 1
<strong>AMMJ</strong><br />
Asset Criticality Analysis<br />
Everyone says they have identified their critical equipment. But, in many cases, equipment criticality could<br />
change based on how upset people are about an equipment problem or because people are confused about what<br />
consequences associate to failure and the probability it will occur if we manage equipment reliability effectively. The<br />
purpose of the Asset Criticality Analysis is to identify which equipment has the most serious potential consequences<br />
on business performance, if it fails. Consequences on the business can include:<br />
• Production Throughput or Equipment / Facility Utilization • Cost due to lost or reduced output<br />
• Environmental Issues • Safety Issues • Other<br />
The resulting Equipment Criticality Number is used to prioritize resources performing maintenance work.<br />
The Intercept Ranking Model illustrates this process (Figure 4). On the “Y” axis you see the asset criticality is listed<br />
from none to high. I like using a scale of 0-1000 because all assets are not necessarily equal.<br />
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<strong>AMMJ</strong><br />
What’s The FRACAS 26<br />
Using the Intercept line which is struck down the middle, a planner or scheduler can define which job should be<br />
planned or scheduled first, or at least get close to the best answer, because management has already been involved<br />
in determining the most critical asset and the equipment has told you (on the “X” axis) which one has the highest<br />
defect severity (in the worst condition).<br />
The only other two factors I would add in determining which job to plan or schedule would be based on work order<br />
type (PM, CM, CBM, Rebuild, etc) plus time on back. Figure 5 shows the 4-Way Prioritization Model for planning and<br />
scheduling.<br />
Identify what equipment is most likely to negatively impact business performance because it both matters a lot when<br />
it fails and it fails too often. The resulting Relative Risk Number is used to identify assets that are candidates for<br />
reliability improvement. A consistent definition for equipment criticality needs to be adopted and validated in order to<br />
ensure the right work is completed at the right time. This is the key to the elimination of failures.<br />
Identification of Failure Modes<br />
The goal of most maintenance strategies is to prevent or predict equipment failures. Equipment failures are typically<br />
caused by the catastrophic failure of an individual part. These parts develop defects, and when left alone, those<br />
defects lead to the ultimate catastrophic failure of the part. The defects are, in turn, caused by “something”. Eliminating<br />
that “something” (the cause) will eliminate the failure.<br />
The primary goal of an effective Preventive (PM) program is to eliminate the cause and prevent the failure from<br />
occurring. The primary goal of a Predictive Maintenance (PdM) or Condition Based Monitoring (CBM) Program is to<br />
detect the defects and manage the potential failures before they become catastrophic failures.<br />
In addition, many program tasks are designed to maintain regulatory compliance. Many companies have PM<br />
programs. However, many of the tasks in them do not address specific failure modes. For example: An electric motor<br />
with roller bearings has specific failure modes which can be prevented with lubrication. The failure mode is “wear”<br />
caused by “Inadequate Lubrication”. The next question may be why you had Inadequate Lubrication. The Inadequate<br />
Lubrication could be identified as a result of no lubrication standard being established for bearings. In other words<br />
someone gives the bearing “x” shots of grease even though no one knows the exact amount to prevent the bearing<br />
from failure.<br />
The best way to identify failure modes is to use a facilitated process. Put together a small team consisting of people<br />
knowledgeable about the equipment, train them thoroughly on the concept of part-defect-cause, and go through the<br />
basic equipment types in your facility such as centrifugal pumps, piston pumps, gearboxes, motors, etc.. You will<br />
find that a relatively small number of failure codes will cover a lot of failure modes in your facility. The failure modes<br />
developed during this exercise can later become the basis for the failure modes, effects, and criticality analysis<br />
that takes place during Reliability-Centered Maintenance (RCM) projects. In our book, we focus on failure mode<br />
identification as an output of FRACAS (Failure Reporting, Analysis and Corrective Action System), which, again, is a<br />
strong continuous improvement process.<br />
If, over a period of one year, the dominant failure mode is “wear” for bearings caused by Inadequate Lubrication then<br />
one can change or develop a standard, provide training and thus eliminate a large amount of failures.<br />
The problem is that most companies do not have the data to identify a major problem on multiple assets (No data in<br />
equals no effective failure reports out). For example, it isn’t the motor that fails; the motor fails because of a specific<br />
part’s failure mode, which then results in catastrophic damage to the motor. Unless, of course, the defect is identified<br />
early enough in the failure mode.<br />
Maintenance Strategy<br />
The maintenance strategy should be a result from either a Failure Modes and Effect Analysis, Reliability Centered<br />
Maintenance or from failure data collected from your CMMS/EAM.<br />
Elimination Strategy: The best way to eradicate this deadly waste is get a better understanding of the true<br />
nature of the equipment’s failure patterns and adjust the Maintenance Strategy to matc - Andy Page<br />
So what is a maintenance strategy? Let’s break down the two words: Maintenance is to keep in an existing condition,<br />
or to keep, preserve, protect, while Strategy is development of a prescriptive plan toward a specific goal.<br />
So, a Maintenance Strategy is a prescriptive plan to keep, preserve, or protect an asset or assets. Keep in mind that<br />
one specific type of maintenance strategy is “run to failure” (RTF). However, RTF is used only if, based on thorough<br />
analysis, it is identified as the best solution for specific equipment to optimize reliability at optimal cost. Less invasive<br />
maintenance is preferred to more invasive maintenance.<br />
This is one of the fundamental concepts of any well-defined maintenance strategy. Specific maintenance strategies<br />
are designed to mitigate the consequences of each failure mode. As a result, maintenance is viewed as a reliability<br />
function instead of a repair function. Saying this means Predictive Maintenance or Condition Monitoring is the best<br />
solution because it is mainly noninvasive.<br />
Knowing that both systemic problems and operating envelope problems produce the same type of defects, a<br />
maintenance strategy that merely attempts to discover the defects and correct them will never be able to reach a<br />
proactive state. Technicians will be too busy fixing the symptoms of problems instead of addressing the root cause.<br />
To reach a truly proactive state, the root cause of the defects will need to be identified and eliminated. Maintenance<br />
Vol 24 No 1
<strong>AMMJ</strong><br />
strategies that accomplish this are able to achieve a step change in performance and achieve incredible cost savings.<br />
Maintenance strategies that do not attempt to address the root cause of defects will continue to see lackluster<br />
results and struggle with financial performance.<br />
A Maintenance Strategy involves all elements that aim the prescriptive plan toward a common goal. Key parts of a<br />
maintenance strategy include Preventive and Predictive Maintenance based on a solid Failure Mode Elimination<br />
Strategy, Maintenance Planning consisting of repeatable procedures, work scheduled based on equipment criticality,<br />
work executed using precision techniques, proper commissioning of equipment when a new part or equipment is<br />
installed, and quality control using Predictive Maintenance Technologies to ensure no defects are present after<br />
this event occurs. The very last part of your maintenance strategy is FRACAS, because it drives the continuous<br />
improvement portion of this strategy.<br />
Failure Reporting<br />
What’s The FRACAS<br />
Figure 6 Percentage of Assets With<br />
No Identifiable Defects<br />
Failure reporting can come in many forms. The key is to have a disciplined plan to review failure reports over a<br />
specific time period, and then to develop actions to eliminate failure. Following are a few Failure Report examples,<br />
which should be included as part of your FRACAS Continuous Improvement and Defect Elimination Process.<br />
Asset Health or Percent of Assets with No Identifiable Defect<br />
Reported by maintenance management to plant and production management on a monthly basis at least (see Figure<br />
6). An asset that has an identifiable defect is said to be in a condition RED. An asset that does not have an identifiable<br />
defect is said to be in condition GREEN. That is it. It is that simple.<br />
There are no other “but ifs”, “what ifs” or “if then”. If there is an identifiable defect the asset is in condition RED. If there<br />
is no identifiable defect, it is GREEN. The percentage of machines that are in condition GREEN is the Asset Health<br />
(as a percentage) for that plant or area. The definition for defect is: an abnormality in a part which leads to equipment<br />
or asset failure if not corrected in time.<br />
Example: the plant has 1,000 pieces of equipment. Of that number, 750 of them have no identifiable defects. The<br />
plant is said to have 75% Asset Health. There is an interesting aspect about Asset Health. Once this change is<br />
underway, Asset Health, as a metric, becomes what most maintenance managers and plant managers have wanted<br />
for a long time — a leading indicator of maintenance costs and business risk.<br />
Mean Time Between Failures and Mean Time Between Repairs<br />
Reported by maintenance or reliability engineers on a monthly basis on the top 5-20% of critical equipment. The report<br />
to management should include recommendations to improve both metrics and should be measured and posted on a<br />
line graph for all to see.<br />
Cost Variance by area of the plant<br />
Reported by maintenance and production supervisor area of responsibility. Cost variance must be reported to<br />
maintenance and production management on a monthly basis. The report should not be acceptable without a known<br />
cause of the variance and a plan to bring it in compliance.<br />
Most Frequent Part-Defect-Cause Report<br />
Reported monthly by maintenance or reliability engineers. If you do not have maintenance or reliability engineers, you<br />
may need to appoint a couple of your best maintenance technicians as “Reliability Engineering” Technicians, even if<br />
unofficially, and train them to be a key player in this failure elimination process. This one report can identify common<br />
failure threads within your operation which, when resolved, can make a quick impact to failure elimination.<br />
There are many more reports that can be used effectively, but will not fit in the space of this article. You will be able<br />
to find more reports in the book on “FRACAS” written by Ricky and Bill.<br />
Bill Keeter (email at bkeeter@gpallied.com) and Ricky Smith (email at rsmith@gpallied.com) are currently Senior<br />
Technical Advisors with Allied Reliability.<br />
This article was first published in the June/July issue of Uptime Magazine. www.uptimemagazine.com<br />
Vol 24 No 1<br />
27
MAINTENANCE and RELIABILITY WEB LINKS<br />
Compiled by Len Bradshaw (2011)<br />
ALS Industrial Division www.alsglobal.com<br />
ALS Industrial Division operates within the ALS group. ALS provides diversified testing services globally. In Australia, ALS Industrial provides Non<br />
Destructive Testing (NDT) & Inspection, Integrated Condition Monitoring and Reliability Services, Materials Engineering Consulting, Mechanical<br />
Testing, Asset Management and Shutdown Planning / Execution Services from some 25 offices across Australia.<br />
APMMS (Asset & Process Maintenance Management Solutions) www.apmms.com.au<br />
In its 7th year of business APMMS offers specialised consulting services around asset lifecycle management. APMMS’s’ skill base includes CMMS<br />
implementations (specialising in Oracle eAM with over 41/2 years of experience), process analysis, workplace training and inventory excellence.<br />
APMMS has offices in Sydney and Newcastle.<br />
Applied Infrared Sensing www.applied-infrared.com.au http://twitter.com/AISdefence<br />
Applied Infrared Sensing specialises in active infrared and thermal imaging technologies since 2004. The company works in industrial and<br />
scientific markets offering a wide range of thermal imaging cameras for asset management as well as sophisticated equipment for research and<br />
development.<br />
Apt Group www.aptgroup.com.au<br />
The apt Group of companies (apt Technology & apt Risk Management) provides a holistic approach to physical asset management & reliability,<br />
covering mechanical & electrical (LV/HV) disciplines in Plant Condition Monitoring & Engineering Improvements. Representative for All-test Pro<br />
motor diagnostics, Pruftechnik vibration/alignment/balancing, Guide Thermography, API Pro MMS and Aptools asset optimisation.<br />
Aquip Systems www.aquip.com.au<br />
Aquip Systems is an exclusive distributor for Prüftechnik Alignment and Prüftechnik Condition Monitoring in Australia, providing sales, technical<br />
support and training. For information on Rotalign ULTRA, Rotalign PRO, Optalign smart, ShaftALIGN, VibSCANNER, VibXPERT, VibroWEB and<br />
VibNODE please see our website.<br />
ARMS Reliability www.globalreliability.com<br />
Linkedin - http://www.linkedin.com/companies/arms-reliability-engineers Twitter - http://twitter.com/armsreliability<br />
The ARMS Reliability website is an informative portal for information on Reliability Engineering Principles,Products and Services. With a knowledge<br />
base of current Reliability and Root Cause issues and trends it provides an immediate link with ARMS Reliability.<br />
Asset Capability Management www.assetcapability.com.au<br />
acm designs and delivers management systems and tools to help asset owners more effectively manage their people and plant to improve<br />
productivity and be globally competitive.<br />
Asset Reliability Services www.assetreliability.com.au<br />
Reliability Education and Condition Monitoring Specialists, we are your single point of contact for all your CM and Machine Problem Solving.<br />
Experienced on-site CM Specialists and world renowned seminar speakers is what makes us the leaders in Plant Asset Reliability Education and<br />
Services<br />
Assetivity www.assetivity.com.au<br />
A hybrid management and engineering consulting organisation, focused on improving Asset Management and Maintenance performance for<br />
organisations in the Mining and Mineral Processing, Oil & Gas, Utilities, Power Generation, Defense and Heavy Manufacturing sectors.<br />
ATTAR www.attar.com.au<br />
ATTAR provides leading practice Engineering Training & Consulting services! Established in 1985 ATTAR offers a variety of consulting services<br />
including Metallurgical services, Acoustic Emission Testing, Slip Resistance Testing, Failure Analysis, Expert Witness and other tailored services.<br />
AyaNova Service Management & Workorder Software www.ayanova.com<br />
Manage all aspects of service management and maintenance including automated work orders, dispatching, scheduling, preventive maintenance,<br />
notifications, customer equipment tracking, history, management reports, full inventory, custom fields and labels, notification of events, QuickBooks<br />
and Peachtree integration, remote access and web browser interface and much much more.<br />
Balmac Inc www.balmacinc.com<br />
Since 1976, Balmac Inc. has manufactured high quality vibration meters, monitors, monitoring systems, switches and analyzers for oil and gas,<br />
energy, industrial process and commercial building applications around the world.<br />
BEIMS www.beims.com<br />
BEIMS Facilities Management software can assist with facilities management in organisations of all sizes. BEIMS is a powerful solution for:<br />
Planned/Ad Hoc Maintenance; Asset Management; Contractor Management; PDA Solutions; Web Requests; Condition Assessment; Visitor<br />
Registration; Materials Management; Reporting; Essential Services.<br />
BMS Technology www.bmstech.com/mantra<br />
Free maintenance management software for planned maintenance scheduling, job history, including planned, unplanned and breakdown, job<br />
issuing, stock control.<br />
CMMS Software www.cmmssoftware.co.uk<br />
Maintenance Coordinator and PM Coordinator are two low-cost CMMS Software applications that are easy to install and implement. You can<br />
download a demo and purchase either of these online through this website. You can have a CMMS system up and running in your plant in a jiffy.<br />
COGZ Systems, LLC www.cogz.com/<br />
COGZ CMMS - Preventive Maintenance Software - Work Order Software Simple installation, quick setup, ease of use and speed of operation sets<br />
the COGZ preventative maintenance software apart from other maintenance management systems. Take command of your maintenance with<br />
COGZ CMMS Software! With its intuitive interface and user-friendly design, COGZ integrates preventive maintenance and work orders<br />
.<br />
CRC for Integrated Engineering Asset Management (CIEAM) www.cieam.com<br />
As a Cooperative Research Centre, CIEAM’s research is driven by industry requirements in collaboration with scholarly researchers. CIEAM<br />
works closely with industry partners to develop solutions to address their needs and as a result, contribute to improving the engineering asset<br />
management industry sector.<br />
Vol 24 No 1
<strong>AMMJ</strong><br />
Maintenance and Reliability Web Links 29<br />
CyberMetrics Corporation www.cybermetrics.com<br />
CyberMetrics Corporation is a leading developer and worldwide supplier of quality, supply chain, and facilities maintenance and asset management<br />
software solutions. CyberMetrics is dedicated to providing our customers with high-quality, open-standards software solutions that are affordable,<br />
scalable, easy to implement, manage, and use.<br />
Davison Systems, LLC www.DavisonSoftware.com<br />
Davison CMMS manages work by personnel on equipment and other facility assets. PredictMate (tm) for predictive maintenance (PdM) receives data<br />
from printouts, handheld device, or SCADA. It creates work orders in the CMMS from predicted alarms or for condition-directed maintenance.<br />
Dbase Developments www.mainplan.com<br />
MainPlan CMMS for asset and spares control in manufacturing, mining, food processing. Save money, lower downtime, increase production with<br />
better asset control.<br />
Deep Cove Consulting Services Pty Ltd www.deepcove.com.au<br />
Deep Cove Consulting Services (DCC) is the exclusive Australian agent for GUARDIAN CMMS software. We can provide a turnkey solution<br />
tailored to your needs that includes: Needs Assessment, Implementation, Training and ongoing Support. From a single-user to a large multi-user<br />
system, GUARDIAN will help you manage all of your Asset Maintenance requirements.<br />
Design Maintenance Systems Inc. (DMSI) www.desmaint.com<br />
Learn about the profound effect of rugged handhelds with DMSI’s MAINTelligence InspectCE, for operator / reliability basic care; preventive<br />
maintenance; safety and environmental routes; work orders; and upload to process historians or maintenance software. Customers see significant<br />
reductions in inspection times (up to 60%), maintenance costs (upward of 30%) and key performance indicators (60%).<br />
Eagle Technology, Inc. www.eaglecmms.com<br />
http://twitter.com/ProTeusCMMS http://www.linkedin.com/company/452453?trk=null<br />
ProTeus is a full-featured Enterprise Asset Management system designed for a global environment for intelligent buildings and facilities. ProTeus is<br />
widely acclaimed as one of the most versatile easy to use software solutions for intelligent buildings maintenance, plants & equipment, hospitals/<br />
healthcare facilities, school & college campuses, airports, resorts and more.<br />
eMaint Enterprises www.emaint.com<br />
http://www.facebook.com/CMMSSoftware http://twitter.com/emaintx3<br />
eMaint’s web-based CMMS system manages work orders and work requests, preventive maintenance, purchasing and inventory control, planning<br />
and scheduling, asset history, cost tracking, condition monitoring and robust reporting in one user-friendly and affordable solution that can be<br />
accessed across multiple locations in multiple languages from any browser-based device (including smartphones).<br />
EPAC Software Technologies, Inc www.epacst.com<br />
Manage Maintenance As a Business” with ePAC. The ePAC user interface, written by maintenance people for maintenance people, along with<br />
superior functionality, makes ePAC a great value. As an EAM/CMMS solution, users find no other product as intuitive. Onsite Options: Web-based,<br />
Network, Work Station, Mobile. ONLINE OPTIONS: Monthly subscription. Access via internet. Database Options: Access, SQLServer, Oracle.<br />
Signing the order was easy...<br />
Greg wondered why he had taken so long to get outside assistance. Perhaps it was the fact that<br />
Maintenance consultants seemed to have a bad reputation – “Borrow your watch to tell you the time – then<br />
sell you your watch”. Perhaps it was because they had a reputation for charging exorbitant fees. Perhaps<br />
there was a little bit of pride involved – “It is my job to make this plant safe, efficient and reliable, and I am<br />
going to do it – myself!”<br />
But finally he had to admit that the challenges he faced were too great for any one person to deal with on<br />
their own, and he had contacted Assetivity. It’s amazing how a series of equipment failures (including a<br />
catastrophic conveyor pulley shaft failure that had caused a major safety incident and significant downtime)<br />
can focus the mind, he thought, wryly.<br />
At the initial meeting with the senior Assetivity consultant, Greg had been impressed by the way in which<br />
his problems and issues had been listened to, considered, and absorbed. He had liked the way that, in the<br />
course of their discussion, they had together been able to give focus to the complex network of issues and<br />
opportunities that he faced, and put these in perspective. He been attracted to the down-to-earth and<br />
practical discussion regarding implementation issues. And he was impressed by the focus on developing<br />
and implementing solutions, rather than on selling specific products, tools or methodologies.<br />
It had become clear, in the course of their discussion, that there was an urgent need to “get back to the<br />
basics” – to ensure that the current Preventive Maintenance program was appropriate, and was being properly executed at shop floor level, and that failures<br />
were being prevented, and the causes of those failures eliminated. They had agreed that the first step was to conduct a quick diagnostic review, focusing on<br />
these areas, in order to develop a plan of action. Getting authorisation from the Plant Manager had been surprisingly easy, and Greg was signing the Purchase<br />
Order for this review now. So far, it had been smooth sailing, but Greg knew that the real challenges lay ahead. But, with the involvement of Assetivity, he had<br />
confidence that they were on the right track.<br />
More than availability and reliability...<br />
Perth, Brisbane, Melbourne<br />
Ph +61 8 9474 4044<br />
www.assetivity.com.au<br />
Asset Management Consultants
<strong>AMMJ</strong><br />
FLIR Systems Australia Pty Ltd www.flir.com/thg<br />
FLIR Systems is the global leader in the design, production and marketing of thermal imaging camera systems for a wide variety of thermography<br />
and imaging applications, including condition monitoring, maintenance and process control. FLIR provides service, training and application support<br />
for infrared camera users.<br />
FSI (FM Solutions) APAC Pty Ltd - Concept systems www.fsifm.com.au<br />
Maintenance and Reliability Web Links 30<br />
Microsoft Gold Partner awarded FSI, has headquarters in the UK, offices in Australia and Dubai, and an international partner network. Concept<br />
Evolution from FSI is a fully web-enabled, complete Facilities and Maintenance Management solution. Solutions are scalable and can range<br />
from single user to large national or multi-national solutions.<br />
GrandRavine Software Limited www.maintscape.com<br />
MaintScape is powerful and easy-to-use software for maintenance management, calibration, facilities management, and asset management.<br />
MaintScape’s robust functionality is very reasonably priced. Our customers enjoy top-notch support, and find their appreciation of MaintScape<br />
grows over time.<br />
IDCON www.idcon.com<br />
IDCON’s mission is “To help our clients improve overall reliability and lower manufacturing and maintenance costs”. Our strengths are for example;<br />
maintenance assessments, leadership and organization, planning and scheduling, preventive maintenance, condition monitoring, Root Cause<br />
Analysis, and maintenance store room management.<br />
Idhammar Systems Ltd www.idhammarsystems.com<br />
Idhammar Systems keeps industry moving and improving with acclaimed manufacturing efficiency solutions. Our products include leading<br />
European Maintenance Management Systems (CMMS), and leading edge OEE Management Systems delivering real-time, accurate performance<br />
data to maximise assets and drive continuous improvement.<br />
IFCS inc. www.mysenergy.com<br />
Senergy EAM / CMMS automate and control all the operations of the maintenance process. It satisfies all the needs concerning Preventive,<br />
Conditional and Corrective Maintenance, in order to increase the productivity of the maintenance’s team. It intervenes at all levels of management<br />
of the maintenance activities, and satisfies the requirements of standards (ISO,HACCP,PEP,etc.)<br />
Infor Global Solutions www.infor.com/solutions/eam/<br />
Infor EAM enables manufacturers, distributors, and services organizations to save time and money by optimizing maintenance resources,<br />
improving equipment and staff productivity, increasing inventory efficiency. Infor EAM software includes reporting tools that enable better decisionmaking<br />
to help improve future asset performance management and profitability<br />
Infrared Thermal Imaging, Inc www.itimaging.com<br />
ITI offers infrared inspection services for industrial and commercial applications. Our services can be tailored to meet your facilities specific needs<br />
for electrical distribution systems, fixed fired equipment, steam air decoking, or infrared detection on VOC gases.<br />
Infratherm Pty Ltd www.infratherm.com.au<br />
Infratherm is a premium supplier of thermal imaging radiometers, analytical and report writing software and applications support for the Preventative<br />
Maintenance and Condition Monitoring tasks. With over 20 years experience in all aspects of thermal imaging, Infratherm can supply a complete<br />
solution for your radiometric needs. Infratherm provide local service, calibration and formal training across all markets and applications.<br />
Initiate Action www.phillipslater.com<br />
Phillip Slater will help you to achieve your engineering materials and spare parts goals and get the right parts, in the right place, at the right time,<br />
for the right reason. Visit the website for more information and access to our knowledge base<br />
International Source Index, Inc. www.sourceindex.com<br />
The Bearing Expert Toolkit provides immediate access to 1 million bearings in interchange and 350,000 base bearing frequencies for 100+<br />
manufacturers. Users can immediately locate dimensional data, part numbers, bearing types, manufacturers, prefix and suffix descriptions, contact<br />
angles, AFBMA part numbers etc. Internet subscriptions and CD-ROM. Available to end users, integrators and resellers<br />
InterPlan Systems Inc www.interplansystems.com<br />
Offers software, training and consulting solutions for estimating, planning, scheduling and managing refinery and petrochemical processing plant<br />
shutdowns, turnarounds and outages.<br />
Industrial Precision Instruments www.ipi-infrared.com & www.ipi-inst.com<br />
The Infared Specialists: Visit our website for details on a wide range of infrared cameras, training and accessories. We offer equipment to suit all<br />
budgets, expert advice and unparalleled service.<br />
iSolutions International Pty Ltd www.isipl.com<br />
iSolutions is a leading provider of Life Cycle Costing software, services and training. Used by leading Mining Companies, Equipment Dealers<br />
and Earthmoving Contractors on over 200 sites our dynamic Life Cycle Costing methodology enables Equipment Managers to understand their<br />
decisions affect the long term productivity and cost of their operations.<br />
Lawson Software www.lawson.com<br />
Lawson M3 Enterprise Asset Management (EAM) application is specifically designed for organisations where asset reliability & availability is<br />
crucial to the success of your business. M3 EAM is a pre-configured, best-of-breed maintenance solution that provides asset data management,<br />
preventive maintenance, work order control, diagnostics management & statistical analysis which can enhance the management of your assets.<br />
Lifetime Reliability Solutions www.lifetime-reliability.com<br />
Lifetime Reliability Solutions Consultants combine asset maintenance management, precision work quality and LEAN process waste elimination<br />
into simple answers for production plant maintenance problems and equipment reliability improvement. Visit our website for articles on getting<br />
long lifetime reliability and how to introduce precision maintenance practices.<br />
Local Government Asset Management Wiki http://lgam.wikidot.com<br />
The Local Government Asset Management (LGAM) wiki is a free site created for the use of and to promote collaboration between Local<br />
Government Asset Management practitioners. It is a place to post asset related information of interest to Councils, and to search for information<br />
already posted.<br />
MACE Consulting (Aust) www.macecg.com.au<br />
MACE is a specialist asset management and maintenance engineering professional services company. MACE assists its clients to solve or<br />
manage complex business problems in an innovative, practical and efficient manner. The aim of MACE is to promote the good practice and<br />
management of physical assets. MACE is focused on outcomes and achievement of all goals and recommendations.<br />
Vol 24 No 1
<strong>AMMJ</strong><br />
Maintenance and Reliability Web Links<br />
Mainpac Pty Ltd www.mainpac.com.au<br />
Mainpac’s AM and Enterprise solutions offer you all the functionality of an Asset Management solution coupled with the capabilities of .NET<br />
technology. Use Work Orders, Forecasting, Labour Resource Scheduling, Asset Registers (both operational assets and financial assets),<br />
integration tools, BI reports plus more for all your asset maintenance needs.<br />
Maintenance Experts Pty Ltd (MEX) www.mex.com.au<br />
Maintenance Experts are the leading CMMS software provider in Australia with over 4000 users around the globe. The CMMS software MEX offers<br />
you superior functionality and flexibility with modules such as; Work Orders, Asset Register, History, PM, Invoicing, Reports, Stores, Downtime,<br />
Security and more. MEX allows you to efficiently and effectively track your assets/equipment.<br />
MaintSmart Software – CMMS with Reliability Analysis www.maintsmart.com<br />
MaintSmart maintenance management software (CMMS) provides work orders, PMs, equipment failure analysis, inventory/purchasing, asset<br />
management, reliability analysis and skill analysis. MaintSmart manages, analyzes and reports on your entire maintenance operation. Automatically<br />
print PMs, work orders and more based on schedules and events.<br />
Mobius Institute www.mobiusinstitute.com<br />
Mobius Institute develops the “iLearn” series of computer-based and Web-based vibration analysis and shaft alignment training, and offers vibration<br />
analysis training courses (Category I, II, III) that follow ISO and ASNT standards. Our new Web site offers lots of articles, tips, presentations,<br />
tutorials and more.<br />
Monash University www.gippsland.monash.edu/science/mre<br />
Find out about our postgraduate programs: two Graduate Certificates, Graduate Diploma and Master’s degree in maintenance and reliability<br />
engineering. Hundreds around the world have graduated from these programs, available only by off-campus learning ( distance education) to<br />
learners in any country. Study one or two units per semester. Also open to non-graduates (conditions apply).<br />
Net Facilities www.netfacilities.com<br />
Net facilities is a complete computerized maintenance management system. Our asset tracking software will tell you when preventive maintenance<br />
is overdue so that you can take action before something goes wrong. It manages work orders, work flow distribution, vendor collaboration,<br />
inventory management, budget tracking, and preventative maintenance for facility, property and school management.<br />
OMCS International www.omcsinternational.com<br />
OMCS specialises in reliability improvement programs based on simplicity. We supply cultural change programs supported by rapid analysis<br />
techniques and customised software applications developed in-house. Customers range in standards from the winners of the North American<br />
Maintenance Excellence Awards to those at the very beginning of their reliability journey.<br />
OMDEC, optimal maitenance decisions Inc. www.omdec.com<br />
OMDEC is the exclusive provider of EXAKT, Failure Prediction Software Tool. EXAKT optimizes Condition Based Maintenance activities. It provides<br />
the maintenance manager with clear alarm levels tuned to the condition of assets, the risk of failure, and cost of the consequences of failure.<br />
THE MOST POWERFUL<br />
TOOL IN YOUR BELT<br />
Easy to use, web-based<br />
enterprise CMMS software<br />
SOFTWARE FEATURES<br />
¥ WORK ORDER TRACKING<br />
¥ ASSET MANAGEMENT<br />
¥ PREVENTATIVE MAINTENANCE<br />
¥ SPARE PARTS INVENTORY<br />
¥ SERVICE REQUESTS<br />
¥ CALENDAR SCHEDULING<br />
¥ SECURITY ACCESS GROUPS<br />
¥ MOBILE WORKFLOW<br />
¥ KPI DASHBOARDS<br />
¥ CUSTOM REPORT WRITER<br />
Old paper work orders Þlling up Þle cabinets,<br />
preventative maintenance reminders from a<br />
year ago, spare parts going missing. Sound like a<br />
nightmare? Welcome to a day in the life of so many<br />
maintenance personnel using out-dated CMMS<br />
technology. Maintenance Connection is a leading<br />
provider of solutions that make sense allowing you<br />
to manage maintenance, not software.<br />
1300 135 002<br />
e. sales@mcaus.com.au<br />
w. www.mcaus.com.au<br />
Software<br />
Solutions for<br />
Maintenance<br />
Professionals<br />
31<br />
Combine our productivity-enhancing feature<br />
set with unparalleled customer service, and that<br />
ÒotherÓ CMMS can become nothing more than a<br />
bad dream. Talk with a Maintenance Connection<br />
Account Manager today about getting started with<br />
a transition that will make your CMMS the most<br />
powerful tool in your belt, leaving you with more<br />
time for getting on with the jobs that matter.
<strong>AMMJ</strong><br />
Maintenance and Reliability Web Links<br />
Oniqua www.oniqua.com<br />
The Oniqua Analytics Suite software solution provides a platform for continuous improvement of reliability, maintenance, inventory and procurement<br />
activities across the Enterprise helping them to save millions of dollars in improved asset performance. Our services arm, Oniqua Content<br />
Services, provides outsourced master data standardization and optimization services throughout the World.<br />
Orbisoft Task Management Software www.orbisoft.com<br />
Use Orbisoft’s latest award-winning Task Manager 2007/8(tm) task management software to get organized and manage all asset management<br />
related tasks effortlessly. Task Manager 2007 can be used personally or in a team environment to track personal and shared tasks, projects,<br />
recurring asset maintenance tasks and more. Free trial download at www.orbisoft.com<br />
PCWI International Pty Ltd www.pcwi.com.au<br />
Manufacture, Sales, Service and Calibration of hand held industrial test and measuring instruments. In house laboratory and service facility, ISO<br />
9000 Licenced and ISO 17025 Accredited.<br />
Pennant Australasia Pty Ltd www.pennantaust.com.au<br />
Pennant specialises in Integrated Logistics Support software and consultancy services to optimise the design, operation, and maintenance<br />
of equipment to match each application. Utilising defence proven Logistics Support Analysis methodologies Pennant can assist in optimising<br />
Operational Availability, Level of Repair decisions, inventory optimisation, and determining ownership costs via Life Cycle Costing.<br />
Perspective CMMS www.pemms.co.uk<br />
Perspective CMMS is an independent consultancy that provides assistance to maintenance and IT people tasked with selecting and implementing<br />
a Computerised Maintenance Management system.<br />
Plant Maintenance Resource Center www.plant-maintenance.com<br />
The Plant Maintenance Resource Center is the premier web resource for industrial Maintenance professionals. It includes links to maintenance<br />
consultants, CMMS and maintenance software, CMMS vendors, maintenance conferences and conference papers, articles on maintenance, and<br />
many other valuable resources.<br />
Projetech, Inc. www.projetech.com<br />
Projetech provides full service eMaintenance(r), Maximo Hosting, Maximo System Administration and is an IBM Business Partner that provides<br />
IBM Certified Maximo training. We also do Maximo implementations, upgrades, assessments, and more!<br />
Pronto Software www.pronto.com.au<br />
Pronto Software is a leading provider of fully integrated ERP solutions designed to meet the evolving needs of the FM industry. PRONTO-Xi<br />
Maintenance Management improves asset performance and reduces disruptive breakdowns and maintenance costs, ensuring an accelerated<br />
return on your IT investment.<br />
PT Maintama Servisindo Mandiri www.maintama.com/index.htm<br />
PT MAINTAMA Servisindo Mandiri is Maintenance Management Service Company based in Indonesia. We specialise in CMMS software<br />
implementations, training and support. Our services include maintenance effectiveness audits, CMMS evaluations, maintenance training for<br />
planners and supervisors, safety management using a CMMS. We are a distributor of CMMS from Australia.<br />
Pulse Mining Systems Pty Ltd www.pulsemining.com.au<br />
Pulse Mining Systems specialise in providing fully integrated ERP solutions to the Mining Industry. The software has been developed by mining<br />
people for mining people. Maximise your investment with an organisation that knows your business<br />
Revere Inc. www.revereinc.com/<br />
Revere, Inc.provides the IMMPOWER and IMMPOWER SP software applications for CMMS/EAM and Shutdown and Turnaround planning and<br />
management. Revere’s focus is to provide software-based solutions and complementary products to companies where asset management is<br />
mission-critical and the capital assets are essential to generating revenue<br />
Rushton International www.rushtonintl.com<br />
Rushton International provides maintenance management consulting and maintenance management software for mines, fleets and facilities<br />
worldwide. The website also contains maintenance articles and tips, and free maintenance software demos.<br />
Shire Systems www.shiresystems.com<br />
Practical software, priced to raise a smile – not make your eyes water! With 10 000+ customers, Shire is price leader and UK No 1 provider of<br />
CMMS. Use our fast pay-back maintenance, quality, safety and HACCP management solutions to increase profits, enforce compliance and curb<br />
risk. Mega usability; nano cost.<br />
SIRF Roundtables www.sirfrt.com.au<br />
SIRF Roundtables provides opportunities for representatives from member organisations to come together to meet and learn from each other.<br />
SIRF Rt does this through a number of forums and events conducted throughout the year across Australia and New Zealand. These forums and<br />
events include Roundtable meetings, Common Interest Work Group meetings (CIWGs), National Forums and other events like the Australian<br />
Maintenance Excellence Awards, and Workshops conducted by visiting experts.<br />
SIRF Roundtables Root Cause www.rca2go.com & www.rcart.com.au<br />
www.rca2go.com<br />
Worlds best practice Root Cause Analysis documentation tool. Totally flexible tool with the functionality to document a spectrum of processes<br />
including 5 why, RCA, FMECA, 6 Sigma DMAIC, RCM and PMO. Simple, Intuitive, and affordable with free two month trial.<br />
www.rcart.com.au<br />
Keep up with Root Cause Analysis initiatives and training, case studies and excellence awards. The best way to reduce maintenance cost is to<br />
eliminate the need for the work in the first place. Learn how to beat budget constraints and skill shortages by understanding how the SIRF Root<br />
Cause Analysis method can identify the root cause of failures and increase your reliability and improve quality.<br />
SKF Reliability Systems www.skf.com.au/reliability<br />
No single company in the world offers the breadth of services available today from SKF, or the depth of real-world application expertise we bring<br />
to the table. SKF’s Integrated Maintenance Solutions program applies the right mix of technology and service to help optimise capital operations<br />
and reduce Total Cost of ownership of assets. For more information on SKF Reliability Systems integrated approach, contact your local SKF<br />
representative, or visit the web site.<br />
SKILLED Group www.skilled.com.au/clients/maintenance-trades.aspx#AssetGuardian<br />
Asset Guardian is a leading–edge maintenance management system, allowing clients to easily manage all tasks associated with their maintenance<br />
operations. The system has been designed with today’s maintenance departments in mind - designed to allow your maintenance personnel to<br />
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32<br />
Vol 24 No 1
<strong>AMMJ</strong><br />
Maintenance and Reliability Web Links<br />
SMGlobal Inc www.smglobal.com<br />
SMGlobal’s FastMaint CMMS is preventive maintenance management software for small to mid-size maintenance teams. It is used worldwide for<br />
plant maintenance, facility & building maintenance, resort & restaurant maintenance, fleet maintenance and more. Download a 30-day trial from<br />
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SoftSols (Asia/Pacific) www.getagility.com/au<br />
Agility is a simple browser based CMMS solution that provides all the features required tor easily manage breakdown and preventive maintenance<br />
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TechnologyOne www.technologyone.com.au<br />
TechnologyOne Works and Assets is a project management and asset maintenance solution for infrastructure intensive organisations requiring<br />
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Techs4biz Australia www.pervidi.com.au<br />
Pervidi is a suit of products that automate paper based activities including inspections, maintenance, repair, service, tracking assets, and managing<br />
work orders. Pervidi combines software, PDAs and web portals. The most advanced CMMS PDA applications in the marketplace yet they are<br />
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The Asset Partnership www.assetpartnership.com<br />
The Asset Partnership is amongst Australia’s leading consulting organisations. We specialise in helping a diverse range of clients make efficient<br />
and effective use of their investments in physical assets.<br />
The Online Workshop Pty Ltd www.theonlineworkshop.com.au<br />
SmartAsset ODC overlays your current EAM, ERP (such as SAP) or CMMS to overcome user acceptance and training issues and deploys asset<br />
maintenance functions from those products in the familiar Microsoft Outlook interface.<br />
Third City Solutions Pty Ltd (AMPRO) www.thirdcitysolutions.com.au<br />
Third City Solutions is one of Australia’s fastest growing CMMS providers. With our increasing presence in Australia and around the world, AMPRO<br />
will meet your maintenance management needs in Scheduling and Recording of all your maintenance functions. With all modules you’ll need,<br />
including Assets, Jobs, Recurring Jobs, Inventory, Inspections and more as standard.<br />
UE Systems www.uesystems.com<br />
UE Systems manufactures and supports portable and fixed ultrasound instruments for condition monitoring and energy conservation (mechanical,<br />
electrical and leak detection) programs. You’ll find detailed application and product information, plus charts and graphs, and links to improve your<br />
inspection programs.<br />
Vibration Institute of Australia www.viaustralia.com.au<br />
Vibration Institute offers basic, intermediate and advanced vibration training courses around Australia and New Zealand. The courses and exams<br />
follow the ISO and ASNT standards.<br />
Warp Systems Pty Ltd www.warp.com.au<br />
Warp Systems is an Australian owned “Value Added Distributor” providing hardware, software and services around best of breed mobile computing<br />
and UC products in the market. We provide products from market leading manufacturers to specialist in the mobility space such as Motorola,<br />
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Mill Downtime Tracking<br />
Database Analysis<br />
Gilbert Hamambi Ok Tedi Mining Limited<br />
Gilbert.Hamambi@oktedi.com Papua New Guinea<br />
Maintenance efforts need to be directed where it will matter most and the results should be measurable for<br />
determination of success or failure. A systematic approach following Deming’s Plan-Do-Check-Act cycle to<br />
identify short term immediate strategies to improve the Mill Availability at Ok Tedi Mine and put into place long<br />
term strategies to sustain this uptime has been customized from the Mill Downtime Tracking Database.<br />
A facility for drilling down to the dominant equipment failure causes is established. This now means that<br />
rather than focusing on all the equipment the ‘significant few’ affecting Mill Availability can now be quickly<br />
identified and their effects quantified using three key performance indicators: cost, frequency and downtime<br />
duration. Viable solutions and improvement ideas can now be identified and focused at the dominant cause<br />
of plant equipment failure. The drill down facilitation also enables quick justifications and easy tracking of<br />
implemented solutions.<br />
INTRODUCTION<br />
The Mill comprises of two SAG Mills each having two Balls Mills in its circuit. The Mill Downtime Tracking Database<br />
(MDTDB) is used for logging the downtime events of these two SAG Mills and their respective Ball Mills. In total<br />
six mills’ downtime events are logged and tracked. The focus, however, will be on the two SAG Mills and the plant<br />
equipment that have cost their uptime.<br />
The MDTDB Analysis aim was to identify short term immediate strategies to improve the Mill Uptime and put into<br />
place long term strategies to sustain it. The aim was also to provide a facility to drill down into the ‘significant few’<br />
plant equipment rather than focusing on all the equipment. Viable solutions or corrective actions will be identified<br />
for the dominant causes of each plant equipment breakdown which has cost Ok Tedi Mining Limited (OTML) in Mill<br />
Availability. The data extracted for analysis was that logged over 18 months from July 2006 to December 2007.<br />
Figure 1 The MDTDB record fields showing the type of data logged.<br />
Vol 24 No 1
<strong>AMMJ</strong> Mill Downtime Tracking 35<br />
THE MILL DOWNTIME TRACKING DATABASE OVERVIEW<br />
The MDTDB is an MS Access database which was set up in 1999 for the recording and reporting of mill downtime<br />
incidents to facilitate the control of outages in the mill. The author has taken custody of it and has kept it up dated<br />
since 2003.<br />
The type of information entered in the MDTDB include the shift, the crew working the shift, productive unit which would<br />
be either one of the six mills, equipment causing the productive unit to go down, the time and date of the downtime<br />
event. The time and date are straight from the PI-Process Monitoring System and the duration is automatically<br />
calculated when outage start and end times are entered into the MDTDB.<br />
There is a field to describe the problem and the problem is stated using the 5 Whys Methodology [1] . The answer to<br />
the 5th Why is usually stated in the ‘Suspect Cause’ field. Actions done to return the equipment back to service are<br />
also stated in the ‘Action(s) Taken’ field.<br />
Figure 1 is the screen shot showing the features of the form for recording of the mills downtime incidents.<br />
To ensure accuracy of problem description a downtime record is sourced from and verified from three sources: Mill<br />
Electrical Shift Reports, Mill Operations Logs and Personnel Interviews.<br />
COMBINED MILL AVAILABILITY<br />
The Combined Mill Availability is determined from the data extracted<br />
from the MDTDB. This is the reliability requirement of this project.<br />
Table 1 summarizes this combined availability since 2003.<br />
The challenge of this project is about identifying solutions and<br />
implementing the solutions to improve and sustain this combined<br />
Mill Availability.<br />
UNDERSTANDING AVAILABILITY<br />
So what is Availability? Since availability is determined by reliability and maintainability and to grasp the concept of<br />
availability an upfront definition of reliability and maintainability is deemed most appropriate.<br />
There are four elements to the definition of reliability. Reliability is (1) a probability that a system/component will<br />
perform a (2) specific function over a (3) specific time interval under (4) specific set conditions. It is usually expressed<br />
in terms of the mean life (MTBF).<br />
Maintainability is the ease with which maintenance is done to prevent failure, or during breakdown, return a system/<br />
component to service. Maintainability is often determined at the design stage and is also dictated by the availability<br />
of spares. Maintainability is expressed in terms of the mean time to repair (MTTR).<br />
Reliability and Maintainability interact to form Availability. Availability is the probability that a system/component will<br />
be in operating condition at any point in a given time interval under specific operating conditions and with specific<br />
support condition. This interrelationship between reliability, maintainability and availability can be simply expressed<br />
as in (1).<br />
MTBF<br />
Availability = --------------------- (1)<br />
MTBF + MTTR<br />
Therefore Availability can be simply stated as the measure of the Mill’s Uptime. High reliability combined with short<br />
maintenance duration gives high availability and vice versa.<br />
SAG1 MILL DOWNTIME ANALYSIS<br />
The data from the MDTDB was exported out in MS Excel<br />
spreadsheet format and analyzed using MS Excel. In<br />
particular the Pivot Tables from MS Excel were used to a<br />
great extent in carrying out these analyses.<br />
A. Top 10 by Cumulative Breakdown Hours and<br />
the Equivalent in Cost of Production Loss<br />
The graph in Figure 2 is a comparison between the cumulative<br />
hours and the equivalent in cost of loss production in the 18<br />
months from July 2006 to December 2007.<br />
The equipment contributing to SAG1 Mill’s downtimes<br />
are ranked from the highest to the lowest by number of<br />
cumulative hours.<br />
The Top 10 equipment contributing to SAG1 Mill’s downtimes<br />
are listed in Table 2.<br />
Year Achieved Availability Target Availability<br />
2003 88.08 % 94.60 %<br />
2004 88.02 % 94.60 %<br />
2005 94.67 % 93.70 %<br />
2006 95.01 % 95.00 %<br />
2007 94.64 % 95.00 %<br />
TABLE 1 COMBINED MILL AVAILABILITY SINCE 2003<br />
Equipment Cumulative Hours Equivalent Revenue<br />
Loss (USD)<br />
0231ML01 135.22 $ 10,135,145.00<br />
0231CV01 51.95 $ 3,893,808.00<br />
IPC/TARA 44.97 $ 3,370,636.00<br />
0231SC10 24.35 $ 1,825,106.00<br />
Unknown 18.48 $ 1,385,131.00<br />
Flotations 8.70 $ 652,091.00<br />
0231FE02 6.27 $ 469,955.00<br />
0342UPS02 6.08 $ 455,714.00<br />
0231ML01B 5.67 $ 424,984.00<br />
0231CV03 5.62 $ 421,236.00<br />
TABLE 2 SAG1 MILL TOP 10 EQUIPMENT BY<br />
DOWNTIME DURATION<br />
Vol 24 No 1
<strong>AMMJ</strong> Mill Downtime Tracking 36<br />
B. Top 10 by Frequency of<br />
Occurrences<br />
The graph in Figure 3 is a<br />
comparison between the number<br />
of incidents by equipment and the<br />
average downtime in hours per<br />
incident. The Top 10 equipment<br />
by frequency of occurrence is<br />
listed in Table 3.<br />
Besides also ranking the<br />
equipment from having the<br />
highest frequency of occurrence<br />
to the lowest this comparison<br />
highlights another important<br />
perspective. By comparing the<br />
frequency of occurrence against<br />
its average hours a different<br />
Top 10 ranking from Table 2 is<br />
presented.<br />
TABLE 3 SAG1 MILL TOP 10 EQUIPMENT<br />
BY FREQUENCY OF OCCURENCE<br />
Equipment No. of Incident No. of Hours<br />
(Avg.)<br />
0231ML01 38 3.56<br />
0231SC10 24 1.01<br />
0231CV01 15 3.46<br />
Unknown 11 1.68<br />
0231CV03 10 0.56<br />
0231CV04 9 0.39<br />
TPS/Ok Menga 7 0.59<br />
IPC/TARA 6 7.50<br />
0231FE02 5 1.25<br />
0231ML01B 5 1.13<br />
Using the average hours exposes<br />
problem areas which would have slipped<br />
undetected if only cumulative hours were<br />
used. Apart from the low frequency and<br />
high downtime the chronic recurring<br />
problems can be detected.<br />
No. Of Hours (Cumulative)<br />
160<br />
140<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
Figure 2 Equipment Contributing To SAG1 Mill Downtime Revenue Loss.<br />
$10,135,145<br />
0231ML01<br />
0231CV01<br />
IPC/TARA<br />
Equipment Contributing To SAG1 Mill Downtime Revenue Loss: Last 18 Months_Jul06-Dec07<br />
$3,893,808<br />
$3,370,636<br />
$1,825,106<br />
$1,385,131<br />
0231SC10<br />
Unknown<br />
Flotations<br />
0231FE02<br />
0342UPS02<br />
Willmoth and McCathy [2] reiterated in the six losses of Total Productive Maintenance.<br />
No. Of Incidents<br />
40<br />
35<br />
30<br />
25<br />
20<br />
15<br />
10<br />
5<br />
0<br />
0231ML01<br />
0231SC10<br />
1. Equipment failure (short-term, immediate effect),<br />
2. Set up and adjustment losses (from product change over),<br />
3. Idling or short stops from abnormal operations (long-term cumulative effect),<br />
4. Operation below design capacity (long-term cumulative effect),<br />
5. Process defects (rejects, quality defects, reject scraps) and<br />
6. Reduce yield.<br />
0231ML01B<br />
0231CV03<br />
TPS/Ok Menga<br />
0231CV04<br />
0231PP06A<br />
0231ML021B<br />
0231FSL2035<br />
0212SGH01-11<br />
0231CV02<br />
0231CV04A<br />
0231PLC10<br />
0231PP05<br />
0231PP03<br />
0342MCH01-02<br />
0231CV01A<br />
0341ML01<br />
0231CP06<br />
0231CP07<br />
0231MA01<br />
0231ML01A<br />
0250SGH01-07<br />
Apart from the obvious ones in the graph in Figure 3 and Table 3, production losses brought about by chronic<br />
recurring failures, which often tend to have long term cumulative effects, is a definite cause for concern.<br />
Traditionally Root Cause Failure Analysis is carried out for ‘show stoppers’. That is, major one-of events causing a<br />
lot of downtime hours. This focus has now also shift to addressing recurring chronic failures. Can you identify these<br />
from the graph in Figure 3?<br />
Chronic equipment breakdowns are frequently occurring, low impact events that demand attention but take little time<br />
to restore the equipment to service. They almost never had a financial figure calculated for the total loss. However,<br />
over the life of a system/equipment the total losses from chronic failures will far exceed the total losses from sporadic<br />
failures.<br />
Equipment<br />
Hours<br />
Figure 3 Equipment Causing SAG1 Mill Downtime.<br />
Equipment Causing SAG1 Mill Downtime: Last 18 Months_Jul06-Dec07<br />
0231CV01<br />
Unknown<br />
0231CV03<br />
0231CV04<br />
TPS/Ok Menga<br />
IPC/TARA<br />
0231FE02<br />
0231ML01B<br />
0231CV02<br />
0231CV01A<br />
0231CP06<br />
0231FSL2035<br />
0231CV04A<br />
0231PP05<br />
Equipment<br />
Incidents Avg Hours<br />
$12,000,000<br />
$10,000,000<br />
$8,000,000<br />
$6,000,000<br />
$4,000,000<br />
$2,000,000<br />
$-<br />
0231CP07<br />
Flotations<br />
0231PP06A<br />
0231PP03<br />
0342MCH01-02<br />
0342UPS02<br />
0231ML021B<br />
0212SGH01-11<br />
0231PLC10<br />
0341ML01<br />
0231MA01<br />
0231ML01A<br />
0250SGH01-07<br />
Vol 24 No 1<br />
8.00<br />
7.00<br />
6.00<br />
5.00<br />
4.00<br />
3.00<br />
2.00<br />
1.00<br />
0.00<br />
No. Of Hours (Average)<br />
Revenue Loos Estimate (USD)
<strong>AMMJ</strong> Mill Downtime Tracking 37<br />
The undetected recurring problems exhibit the pattern similar to that on the left side of the graph in Figure 3. These<br />
are characterized by high occurrences and shorter downtime.<br />
One-off critical breakdowns normally exhibit the pattern similar to that on the right of the graph in Figure 3 which is<br />
characterized by low occurrence and longer downtime.<br />
C. By Pareto’s 80/20 Rule: Equipment Causing 80% of the Breakdown Incidents.<br />
Figure 4 is the same information as<br />
presented in the graph in Figure 3<br />
but now Pareto analysis is used to<br />
identify the equipments costing OTML<br />
in SAG1 Mill’s Availability by frequency<br />
of breakdown incidents.<br />
TABLE 4 EQUIPMENT CAUSING 80% OF<br />
BREAKDOWN INCIDENTS IN SAG1 MILL<br />
Equipment No. of Incidents<br />
by %<br />
0231ML01 22%<br />
0231SC10 14%<br />
0231CV01 9%<br />
Unkown 6%<br />
0231CV03 6%<br />
0231CV04 5%<br />
TPS/Ok Menga 4%<br />
IPC/TARA 4%<br />
0231FE02 3%<br />
0231ML01B 3%<br />
0231CV02 2%<br />
0231CV01A 2%<br />
80%<br />
Pareto’s analysis is centered on the 80/20 rule. That is, 80% of the problem (whatever it may be) is caused by 20% of<br />
the cause (whatever they may be). Table 4 gives the 20% of equipment causing 80% of the breakdown incidents.<br />
D. By Pareto’s 80/20 Rule: Equipment Causing 80% of the Breakdown Hours<br />
and the Equivalent in Cost of Production Loss.<br />
This is the same information as<br />
provide by the graph in Figure 2 but<br />
now we are using Pareto analysis<br />
to identify the equipments costing<br />
OTML in SAG1 Mill’s Availability by<br />
breakdown hours. Table 5 gives the<br />
20% of equipment causing 80% of<br />
the breakdown hours.<br />
TABLE 5 EQUIPMENT CAUSING 80% OF<br />
BREAKDOWN HOURS AND EQUIVALENT IN<br />
COST OF PRODUCTION LOSS IN SAG1 MILL<br />
Equipment No. of Cumulative<br />
Hours by %<br />
0231ML01 41%<br />
0231CV01 16%<br />
IPC/TARA 13%<br />
0231SC10 7%<br />
Unknown 6%<br />
83%<br />
No. Of Hours (Cumulative)<br />
40<br />
22%<br />
35<br />
30<br />
25<br />
20<br />
15<br />
10<br />
5<br />
0<br />
14%<br />
0231ML01<br />
0231SC10<br />
9%<br />
Equipment B/Down Incidents Causing SAG1 Mill Downtimes: Last 18 Months_Jul06-Dec07<br />
No. Of Incidents Figure 4 Equipment Breakdown Incidents Causing SAG1 Mill Downtime<br />
160<br />
140<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
6%<br />
6%<br />
5%<br />
4%<br />
4%<br />
3% 3%<br />
2% 2% 2%<br />
2% 2% 2% 2%<br />
1% 1% 1% 1%<br />
1% 1% 1% 1% 1% 1% 1% 1%<br />
0231CV01<br />
Unknown<br />
0231CV03<br />
0231CV04<br />
TPS/Ok Menga<br />
IPC/TARA<br />
0231FE02<br />
0231ML01B<br />
0231CV02<br />
0231CV01A<br />
0231CP06<br />
0231FSL2035<br />
0231CV04A<br />
0231PP05<br />
0231CP07<br />
Equipment<br />
Flotations<br />
0231PP06A<br />
0231PP03<br />
0342MCH01-02<br />
0342UPS02<br />
0231ML021B<br />
0212SGH01-11<br />
0231PLC10<br />
0341ML01<br />
0231MA01<br />
0231ML01A<br />
0250SGH01-07<br />
Figure 5 Equipment Breakdown Hours Causing SAG1 Mill Downtime.<br />
41%<br />
16%<br />
13%<br />
Equipment B/Down Hours Causing SAG1 Mill Downtime: Last 18 Months_Jul06-Dec07<br />
7%<br />
6%<br />
3%<br />
2% 2% 2% 2% 1% 1% 1% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%<br />
0231ML01<br />
0231CV01<br />
IPC/TARA<br />
0231SC10<br />
Unknown<br />
Flotations<br />
0231FE02<br />
0342UPS02<br />
0231ML01B<br />
0231CV03<br />
TPS/Ok Menga<br />
0231CV04<br />
0231PP06A<br />
0231ML021B<br />
Equipment<br />
0231FSL2035<br />
0212SGH01-11<br />
0231CV02<br />
0231CV04A<br />
0231PLC10<br />
0231PP05<br />
0231PP03<br />
0342MCH01-02<br />
0231CV01A<br />
0341ML01<br />
0231CP06<br />
0231CP07<br />
0231MA01<br />
0231ML01A<br />
0250SGH01-07<br />
Vol 24 No 1
<strong>AMMJ</strong> Mill Downtime Tracking 38<br />
SAG2 MILL DOWNTIME ANALYSIS<br />
A similar analysis as carried out for SAG1 Mill was repeated for SAG2 Mill. The graphs and tables are presented in<br />
this section.<br />
A. Top 10 by Cumulative Breakdown Hours and the Equivalent in Cost of Production Loss<br />
The graph in Figure 6 is a<br />
comparison between the cumulative<br />
hours and the equivalent in cost of<br />
loss production in the 18 months<br />
from July 2006 to December 2007.<br />
TABLE 6 SAG2 MILL TOP 10 EQUIPMENT<br />
BY DOWNTIME DURATION<br />
Equipment Cumulative Hours Equivalent Revenue<br />
Loss (USD)<br />
0341CV01 207.67 $ 15,565,490.00<br />
0341ML01 162.70 $ 12,194,853.00<br />
0341FE01 43.68 $ 3,273,947.00<br />
0341SC01 32.62 $ 2,444,967.00<br />
IPC/TARA 22.65 $ 1,697,685.00<br />
Unknown 13.28 $ 995,376.00<br />
0341PP01 12.88 $ 965,395.00<br />
0341CV02 12.33 $ 924,170.00<br />
0341CV03 10.83 $ 811,741.00<br />
0342UPS02 8.70 $ 652,091.00<br />
The equipment contributing to<br />
Equipment<br />
SAG2 Mill’s downtimes are ranked<br />
from the highest to the lowest by<br />
Hours<br />
number of cumulative hours. The Top 10 equipment contributing to SAG2 Mill’s downtimes are given in Table 6.<br />
B. Top 10 by Frequency of Occurrences<br />
The graph in Figure 7 is a<br />
comparison between the number<br />
of incidents by equipment and<br />
the average downtime in hours<br />
per incident. Can you identify the<br />
recurring failures in the graph in<br />
Figure 7?<br />
TABLE 7 SAG2 MILL TOP 10 EQUIPMENT<br />
BY FREQUENCY OF OCCURENCE<br />
Equipment No. of Incident No. of Hours<br />
(Avg.)<br />
0341ML01 71 2.29<br />
0341CV01 34 6.11<br />
0341FE01 21 2.08<br />
0341PP01 19 0.68<br />
0341CV02 17 0.73<br />
Unknown 13 1.02<br />
0341SC01 11 2.97<br />
0341CV03 9 1.20<br />
0341ML015D 9 0.47<br />
TPS/Ok Menga 6 0.69<br />
No. Of Hours (Cumulative)<br />
No. Of Incidents<br />
250<br />
200<br />
150<br />
100<br />
Figure 6 Equipment Contributing To SAG2 Mill Downtime Revenue Loss.<br />
50<br />
0<br />
0341CV01<br />
0341ML01<br />
80<br />
70<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
$15,565,490<br />
Equipment Contributing To SAG2 Mill Downtime Revenue Loss: Last 18 Months_Jul06-Dec07<br />
$12,194,853<br />
0341ML01<br />
0341CV01<br />
0341FE01<br />
0341PP01<br />
$3,273,947<br />
$2,444,967<br />
$1,697,685<br />
0341FE01<br />
0341SC01<br />
IPC/TARA<br />
Unknown<br />
0341PP01<br />
0341CV02<br />
0341CV03<br />
0342UPS02<br />
0341ML01A<br />
0341CV04<br />
0341ML015D<br />
0341SC01A<br />
TPS/Ok Menga<br />
0212SGH01-18<br />
0341ML011A<br />
0341PP02A<br />
0212SGH01-11<br />
0341FSL424-2<br />
0341ML02<br />
0341FSL424-1<br />
0341FSL4091<br />
0341ML03<br />
0341PP01A<br />
0341ML01B<br />
0341ML03A<br />
0341ML015D-2<br />
0341FSL4121<br />
0341PP02<br />
0341CV01A<br />
Figure 7 Equipment Causing SAG2 Mill Downtime.<br />
Equipment Causing SAG2 Mill Downtime: Last 18 Months_Jul06-Dec07<br />
0341CV02<br />
Unknown<br />
0341SC01<br />
0341CV03<br />
0341ML015D<br />
TPS/Ok Menga<br />
0341CV04<br />
0341FSL424-2<br />
IPC/TARA<br />
0341ML01A<br />
0341FSL424-1<br />
0341ML015D-2<br />
0342UPS02<br />
0341SC01A<br />
0341FSL4091<br />
0341FSL4121<br />
0212SGH01-18<br />
0341ML011A<br />
0341PP02A<br />
0212SGH01-11<br />
0341ML02<br />
0341ML03<br />
0341PP01A<br />
0341ML01B<br />
0341ML03A<br />
0341PP02<br />
0341CV01A<br />
The undetected recurring problems exhibit the pattern similar to that on the left side of the graph in Figure 7. These<br />
are characterized by high occurrences and shorter downtime.<br />
One-off critical breakdowns normally exhibit the pattern similar to that on the right of the graph in Figure 7 which is<br />
characterized by low occurrence and longer downtime.<br />
The Top 10 equipment by frequency of occurrence is given in Table 7.<br />
Equipment<br />
Incidents Avg Hours<br />
$-<br />
Vol 24 No 1<br />
$18,000,000<br />
$16,000,000<br />
$14,000,000<br />
$12,000,000<br />
$10,000,000<br />
$8,000,000<br />
$6,000,000<br />
$4,000,000<br />
$2,000,000<br />
8.00<br />
7.00<br />
6.00<br />
5.00<br />
4.00<br />
3.00<br />
2.00<br />
1.00<br />
0.00<br />
No. Of Hours (Average)<br />
Revenue Loss Estimate ( USD)
<strong>AMMJ</strong> Mill Downtime Tracking 39<br />
C. By Pareto’s 80/20 Rule: Equipment Causing 80% of the Breakdown Incidents.<br />
Figure 8 is the same information as<br />
presented in the graph in Figure 7<br />
but now Pareto analysis is used to<br />
identify the equipments costing OTML<br />
in SAG2 Mill’s Availability by frequency<br />
of breakdown incidents. Table 8 gives<br />
the 20% of equipment causing 80% of<br />
the breakdown incidents.<br />
TABLE 8 EQUIPMENT CAUSING<br />
80% OF BREAKDOWN<br />
INCIDENTS IN SAG2 MILL<br />
Equipment No. of Incidents<br />
by %<br />
0341ML01 28%<br />
0341CV01 14%<br />
0341FE01 8%<br />
0341PP01 8%<br />
0341CV02 7%<br />
Unknown 5%<br />
0341SC01 4%<br />
0341CV03 4%<br />
0341ML015D 4%<br />
82%<br />
D. By Pareto’s 80/20 Rule: Equipment Causing 80% of the<br />
Breakdown Hours and the Equivalent in Cost of Production Loss<br />
This is the same information as<br />
provide by the graph in Figure 6 but<br />
now we are using Pareto analysis<br />
to identify the equipments costing<br />
OTML in SAG2 Mill’s Availability by<br />
breakdown hours. Table 9 gives the<br />
20% of equipment causing 80% of the<br />
breakdown hours.<br />
TABLE 9 EQUIPMENT CAUSING 80% OF<br />
BREAKDOWN HOURS AND EQUIVALENT<br />
IN COST OF PRODUCTION LOSS IN SAG2<br />
MILL<br />
Equipment No. of Cumulative<br />
Hours by %<br />
0341CV01 37%<br />
0341ML01 29%<br />
0341FE01 8%<br />
0341SC01 6%<br />
80%<br />
No. Of Incidents<br />
No. Of Hours (Cumulative)<br />
Figure 8 Equipment Breakdown Incidents Causing SAG2 Mill Downtime.<br />
Equipment B/Down Incidents Causing SAG2 Mill Downtimes: Last 18 Months_Jul06-Dec07<br />
8%<br />
8%<br />
7%<br />
4%<br />
4% 4%<br />
2%<br />
2%<br />
FACILITATION FOR ZOOMING IN ON THE DOMINANT BREAKDOWN CAUSE<br />
80<br />
70<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
250<br />
200<br />
150<br />
100<br />
50<br />
0<br />
28%<br />
14%<br />
0341ML01<br />
0341CV01<br />
0341FE01<br />
37%<br />
2% 1% 1% 1% 1%<br />
1% 1% 1% 1%<br />
0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%<br />
This analysis provided some visibility to what has been costing OTML in Mill Availability in the last 18 months and<br />
provided a facility for easy drill down to the ‘significant few’ plant equipment and their dominant breakdown causes.<br />
Figure 10 is an example of this drill down facilitation.<br />
Pivot tables from MS Excel were used to a large extent to achieve this easy drill downs. Also the pivot tables in MS<br />
Excel were used for registering and tracking our action plans.<br />
These drill down and tracking facilities were presented in [3] for SAG1 Mill and SAG2 Mill respectively.<br />
5%<br />
0341PP01<br />
0341CV02<br />
Unknown<br />
0341SC01<br />
0341CV03<br />
0341ML015D<br />
TPS/Ok Menga<br />
0341CV04<br />
0341FSL424-2<br />
IPC/TARA<br />
0342UPS02<br />
0341ML01A<br />
0341FSL424-1<br />
0341ML015D-2<br />
Equipment<br />
0341SC01A<br />
0341FSL4091<br />
0341FSL4121<br />
0212SGH01-18<br />
0341ML011A<br />
0341PP02A<br />
0212SGH01-11<br />
0341ML02<br />
0341ML03<br />
0341PP01A<br />
0341ML01B<br />
0341ML03A<br />
0341PP02<br />
0341CV01A<br />
Figure 9 Equipment Breakdown Hours Causing SAG2 Mill Downtime.<br />
29%<br />
Equipment B/Down Hours Causing SAG2 Mill Downtime: Last 18 Months_Jul06-Dec07<br />
8%<br />
6%<br />
4%<br />
2% 2% 2% 2% 2% 1% 1% 1% 1% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%<br />
0341CV01<br />
0341ML01<br />
0341FE01<br />
0341SC01<br />
IPC/TARA<br />
Unknown<br />
0341PP01<br />
0341CV02<br />
0341CV03<br />
0342UPS02<br />
0341ML01A<br />
0341CV04<br />
0341ML015D<br />
0341SC01A<br />
TPS/Ok Menga<br />
0212SGH01-18<br />
0341ML011A<br />
Equipment<br />
0341PP02A<br />
0212SGH01-11<br />
0341PP01A<br />
0341FSL424-2<br />
0341ML02<br />
0341FSL424-1<br />
0341FSL4091<br />
0341ML03<br />
0341ML01B<br />
0341ML03A<br />
0341ML015D-2<br />
0341FSL4121<br />
0341PP02<br />
0341CV01A<br />
Vol 24 No 1
<strong>AMMJ</strong> Mill Downtime Tracking 40<br />
PRIORITIZING AND ADDRESSING OUR PROBLEM AREAS<br />
The following is the guideline of how to<br />
go about addressing further the identified<br />
dominant issues. At the equipment level<br />
drill down to identify the dominant failure<br />
cause of each equipment. Rank Top<br />
5 by cost and Top 5 by frequency. If a<br />
dominant cause appears in the Top 5 of<br />
both lists then it will be given priority for<br />
addressing immediately.<br />
As an example of the different ranking<br />
criteria described above, refer to Figure<br />
11 and Figure 12 respectively.<br />
Optimum solutions will be selected for<br />
addressing the problem areas. The<br />
solutions must prevent recurrence,<br />
improve/sustain Mill Availability and most<br />
important of all be within our control.<br />
Having done that it does not mean that<br />
other failure causes which have made<br />
the Top 5 of either list are ignored. They<br />
will only be given a lesser priority.<br />
There are some clear-cut one-of events<br />
that could be overlooked. Also there are<br />
the chronic recurring failures that should<br />
not be overlooked either.<br />
COMMUNICATE FINDINGS TO<br />
MANAGEMENT<br />
Figure 10 This is an example of the drill down facilitation created from MS Excel<br />
Pivot Tables and shows further drill down for information provided in Figure 2.<br />
Figure 11 Top 5 of SAG1 Mill equipment 0231ML01 sorted by Cost.<br />
Figure 12 Top 5 of SAG1 Mill equipment 0231ML01 sorted by Frequency.<br />
As a summary of the findings of this<br />
analysis the Top 10 equipment of both<br />
SAG Mills are listed in Table 10. These<br />
equipment have appeared in both the<br />
20% of equipment in the downtime<br />
incidents lists and downtime hours lists<br />
(That is, Table 2 and Table 5 for SAG1<br />
and for SAG2 that is Table 6 and Table 9<br />
respectively).<br />
These results from the MDTDB analysis were communicated to maintenance management by way of a presentation<br />
similar to [3]. This also included some of our strategies to address some of the equipment breakdown root causes.<br />
Vol 24 No 1
<strong>AMMJ</strong> Mill Downtime Tracking 41<br />
Basically what we are doing is seeking management approval by selling our<br />
improvement ideas. Our improvement initiatives have to be quantitatively<br />
convincing.<br />
POOLING TOGETHER SOLUTIONS<br />
The plan was to hold mini shop floor sessions of the same presentation as given<br />
to management and highlight the dominant breakdown causes of equipment to<br />
the work teams responsible for maintaining these problem equipments. The<br />
intent was also to seek what solutions they thing should solve the problem or<br />
how they think these problems should be addressed.<br />
By rolling this down to the shop floor teams we hope to be bipartisan in our<br />
approach and develop cooperative solutions to our problems. The aim is to get<br />
the shop floor personnel to buy into our initiative as it gives them a sense of<br />
ownership and value in their job.<br />
This step, pooling together of solutions, was a challenging one especially<br />
with the concern plant personnel reverting to the ‘fire fighting’ mode. In such<br />
a reactive situation it was a struggle to book a time to have all of the shop floor<br />
personnel present and often the sessions were deferred. As a way forward and<br />
instead of holding a group session the author have resorted to booking a time<br />
with those key personnel (i.e. leading hands and team coordinators) to pool<br />
together their ideas.<br />
COMMUNICATING SOLUTIONS TO MANAGEMENT<br />
Communicating the solutions to management for their approval was a step factored in incase we do come up with<br />
improvement ideas that will require large capital investment and that may require management to sign off on. However,<br />
as we pooled together our solutions we also drew up guidelines to ensure that solutions identified are both practical<br />
and within our control and that we can implement them as normal part of our duties with the resources available to us<br />
immediately rather than having to all the time seeking to get management approval for every solution presented. This<br />
has cut down on the bureaucracy that would otherwise be involved. Of course every effort is made now and then to<br />
keep the upper management in the loop.<br />
This does not, however, mean that solutions involving large capital investment have not been identified and will not<br />
be presented to management. These will be pursued outside the requirements of this unit.<br />
TRACK AND FOLLOW SOLUTIONS AND MEASURE OUTCOMES: AN EXAMPLE<br />
At the end of a given period of time after implementing of the solutions, we should be able to measure against set<br />
performance indicators in Availability, Cost, Breakdown Frequency and Downtime Durations.<br />
As an example, one of the problems identified was excessive mill leakage due to broken liner bolts. This has cost<br />
OTML a lot of downtimes. One of the solutions that we have implemented was for the CM crew to do random<br />
Ultrasonic Testing (UT) of the liner bolts. After six months of doing UT on liner bolts to eliminate broken bolts whilst in<br />
service, the outcome was tracked and measured. This resulted in a revenue loss savings of US $3 million. This was<br />
highlighted in the presentation [3] given during the residential school in September 2008.<br />
This will be eventually presented to our maintenance people as way of trumpeting the wins of our combined efforts.<br />
CONCLUSION<br />
From this paper and as presented during the residential school, this analysis of the MDTDB has:<br />
• Identified plant equipment costing OTML in Mill Availability,<br />
• Quantified the performance indicators in Cost, Frequency and Downtime Duration,<br />
• Drilled down to the Dominant Causes,<br />
• Pooled together some Solutions to address the dominant issues,<br />
• Implemented and tracked some viable solutions,<br />
• Determined after six months the wins of a particular solution<br />
Overall, a systematic approach to follow the Plan-Do-Check-Act (PDCA) cycle is now customized from the MDTDB<br />
for continuous improvement and sustaining of the Mill Uptime at Ok Tedi.<br />
REFERENCES<br />
TABLE 10 TOP 10 EQUIPMENT OF<br />
BOTH SAG MILLS COSTING OTML IN<br />
MILL AVAILABILITY<br />
SAG1 Mill SAG2 Mill<br />
0231ML01 0341ML01<br />
0231SC10 0341CV01<br />
0231CV01 0341FE01<br />
Unknown 0341PP01<br />
0231CV03 0341CV02<br />
0231CV04 Unknown<br />
TPS/Ok Menga 0341SC01<br />
IPC/TARA 0341CV03<br />
0231FE02 0341ML015D<br />
0231ML01B TPS/Ok Menga<br />
[1] Latino Robert J and Latino Kenneth C, Root Cause Analysis: Improving Performance for<br />
Bottom-Line Results. 2nd Edition, CRC Press LLC, Florida, USA.<br />
[2] P. Willmoth, and D. McCarthy, TPM – A Route to World-Class Performance. Butterworth-Heinemann,<br />
Great Britain, 2001.<br />
[3] G. Hamambi, “Mill Downtime Tracking Database Analysis” Presentation at AMCON, Monash Residential<br />
School, Gippsland Campus, September 2008.<br />
Vol 24 No 1
Forecasting Underground Electric Cable Faults<br />
Using the Crow-AMSAA Model<br />
J Yancy Gill Maintenance Engineering, Salt River Project USA www.ReliaSoft.com<br />
One of the major economic and reliability challenges facing the Salt River Project (SRP), a major electric and water<br />
utility in the Phoenix, Arizona metropolitan area, is managing the replacement of 7000 miles of direct-buried primary<br />
electrical cable that is at or approaching the end of its useful life. Since cable replacement programs of this magnitude<br />
will require 25 years or more to complete, the ability to model cable faults as a function of cable replacement is critical<br />
to developing a sound cable replacement strategy. The model SRP selected to forecast faults in aging underground<br />
electrical cable is a reliability growth-based model known as Crow-AMSAA [1].<br />
The Crow-AMSAA model was originally developed to track and quantify the reliability growth of preliminary product<br />
designs or developmental manufacturing processes to help establish when a product or process has obtained<br />
adequate reliability to be put into production. However, over the past several years, the Crow-AMSAA model has<br />
found increasing use as a tool to monitor reliability and forecast failures/faults in fielded mechanical and electrical<br />
systems.<br />
The advantage of the Crow-AMSAA model is that it models repairable systems, not a failure mode distribution of<br />
replaceable systems such as the Weibull distribution. This is an important distinction, as Crow-AMSAA can model<br />
a cable segment that has failed and been repaired multiple times, while the Weibull distribution can only be used to<br />
model the first failure. The Crow-AMSAA model is also capable of handling a mixture of failure modes whereas the<br />
Weibull model works best with one, perhaps two failure modes only.<br />
Graphically, Crow-AMSAA is a log-log plot of cumulative failures versus cumulative time. If the model applies, the<br />
resulting plot will be linear and an equation of the form<br />
• n(t) is the cumulative number of failures/faults.<br />
• t is the cumulative time.<br />
• λ is a scale parameter that has no physical meaning.<br />
• β is a measure of the failure rate.<br />
will fit the data, where:<br />
If β is greater than 1, the failure rate is increasing. Conversely, if β is less than 1, the failure rate is decreasing. If β<br />
equals 1, the failure rate is considered to be constant or random.<br />
The standard accepted procedure for determining β is the maximum likelihood estimation (MLE) method. Note that<br />
there are several MLE formulations for Crow-AMSAA and proper formula selection is predicated upon the data type.<br />
The data type commonly encountered with underground electrical cable is grouped data where the total number of<br />
faults over an interval of time are grouped and subsequently evaluated. The MLE of β for grouped data is the β that<br />
best satisfies the following equation:<br />
where:<br />
• k is the total number of time intervals.<br />
• T k is the total time or the cumulative time at the end of the kth time interval.<br />
• T i and T i-1 are the cumulative times at the end of the ith and ith - 1 time intervals, respectively.<br />
• n i is the number of failures/faults during the ith time interval.<br />
By definition, start time T 0 is equal to zero along with the term T 0 ln T 0.<br />
Note the time intervals do not have to be of equal length to estimate β with<br />
the above equation. Once β has been determined, the scale parameter λ<br />
is estimated with the following equation:<br />
The Chi-Squared Goodness of Fit test is used to test the null hypothesis<br />
that the Crow-AMSAA model satisfactorily represents the grouped data:<br />
Where e i is the failure/fault estimate from the Crow-AMSAA model:<br />
The null hypothesis is rejected if the χ 2 statistic exceeds the critical value<br />
of the chosen significance level at k-2 degrees of freedom.<br />
Table 1: Fault and Footage Data for 1977<br />
Vintage URD Cable, 2000 to 2008<br />
1977 Vintage URD Cable<br />
Calendar<br />
Year<br />
Faults<br />
Footage<br />
(feet)<br />
Faults/100<br />
Cable Miles<br />
2000 87 708593 65<br />
2001 91 708593 68<br />
2002 108 700530 81<br />
2003 76 691653 58<br />
2004 98 690381 75<br />
2005 113 670307 89<br />
2006 100 670307 79<br />
2007 116 632838 97<br />
2008 100 632838 83<br />
Vol 24 No 1
<strong>AMMJ</strong> Underground Cable Faults<br />
To forecast faults in primary underground cable as a<br />
function of cable replacement, the Crow-AMSAA model<br />
requires fault and footage data for each primary cable<br />
type by the calendar year of installation. Table 1 presents<br />
such data for underground residential distribution (URD)<br />
cable installed in 1977. The cable year of installation is<br />
henceforth referred to as “vintage.”<br />
Next, the Crow-AMSAA parameters λ and β are determined<br />
by MLE from the cumulative faults/100 cable miles versus<br />
cumulative time. The fit of the model to the data is given by<br />
the χ2 statistic, as is illustrated in Figure 1 from ReliaSoft’s<br />
RGA 7.<br />
Finally, the cumulative faults/100 cable miles are<br />
converted back to discrete faults/100 cable miles by taking<br />
the difference between the adjacent cumulative years.<br />
Faults can now be determined by multiplying the discrete<br />
faults/100 cable miles by the actual footage in each of<br />
the data years. Table 2 and Figure 2 show the assumed<br />
footage due to cable replacement in the forecast years.<br />
In this example, λ and β were determined from the five<br />
most recent years of data, 2004 to 2008. The decision<br />
to use only the five most recent years of data to forecast<br />
faults was based upon the use of the Crow-AMSAA<br />
model in evaluating new product reliability growth where<br />
reliability growth is determined within a test phase and not<br />
across test phases. What this means is that the product<br />
under evaluation is at a fixed design state and no other<br />
design changes are allowed during the evaluation period.<br />
For primary underground electrical cable, the intent is<br />
not to evaluate the design but to evaluate only the cable<br />
degradation over time. As the cable ages, it is conceivable<br />
that fault locating processes, operating procedures or<br />
failure modes can change or interact in such a way as<br />
to result in a change in β. By analyzing only the most<br />
recent data, we captured the current state of the cable.<br />
We conduct this analysis process on an annual basis for<br />
all vintages of direct buried primary underground cables in<br />
the SRP system.<br />
Conclusions<br />
Although the example presented here is for<br />
underground electrical cable, the method should<br />
work for any repairable linear asset provided that<br />
the failure/fault events are adequately modeled<br />
by the Crow-AMSAA model. For companies that<br />
have Asset Management Systems, the modeling<br />
approach and results described above can be<br />
easily integrated into the key strategic elements of<br />
the Asset Management Plan.<br />
References<br />
[1] ReliaSoft Corporation, Reliability Growth &<br />
Repairable System Analysis Reference, Tucson,<br />
AZ: ReliaSoft Publishing, 2009.<br />
43<br />
Figure 1: Log-Log plot of Cumulative Faults/100 Cable Miles versus<br />
Cumulative Time (Years) including Fit of Crow-AMSAA Model for<br />
1977 Vintage URD Cable, 2004 to 2008<br />
Calendar<br />
Year<br />
Crow-AMSAA Model Results<br />
1977 Vintage URD Cable<br />
Cum<br />
Faults/100<br />
Cable Miles<br />
Faults/100<br />
Cable Miles<br />
No Replacement<br />
2009 Forward<br />
Replace<br />
50K ft/yr<br />
2009 Forward<br />
Footage Faults Footage Faults<br />
2004 77 77 690381 100 690381 100<br />
2005 160 83 670307 106 670307 106<br />
2006 246 86 670307 109 670307 109<br />
2007 334 88 632838 105 632838 105<br />
2008 423 89 632838 107 632838 107<br />
2009 513 90 632838 108 582838 100<br />
2010 604 91 632838 109 532838 92<br />
2011 696 92 632838 110 482838 84<br />
2012 789 93 632838 111 432838 76<br />
2013 882 93 632838 112 382838 68<br />
Table 2: Fault Forecast Using Crow-AMSAA by Converting<br />
Cumulative Faults/100 Cable Miles to Discrete Faults/100 Cable<br />
Miles and Multiplying by Cable Length<br />
Figure 2: 1977 Vintage URD Cable Fault Forecast Comparing No Cable<br />
Replacement to 50,000 feet/year from 2009 to 2014<br />
This article is reprinted with permission from “Forecasting Underground Electric Cable Faults Using the Crow-AMSAA Model” by Yancy Gill which appeared in Issue 115<br />
of the Reliability HotWire newsletter published by ReliaSoft Corporation (http://www.weibull.com/hotwire/issue115/hottopics115.htm).<br />
Vol 24 No 1
The Role of Vibration Monitoring In<br />
Predictive Maintenance<br />
Steve Lacey Schaeffler UK steve.lacey@schaeffler.com<br />
Part 1: Principles and Practice<br />
Unexpected equipment failures can be expensive and potentially catastrophic, resulting in<br />
unplanned production downtime, costly replacement of parts and safety and environmental<br />
concerns. Predictive Maintenance (PdM) is a process for monitoring equipment during operation<br />
in order to identify any deterioration, enabling maintenance to be planned and operational costs<br />
reduced.<br />
Rolling bearings are critical components used extensively in rotating equipment and, if they fail<br />
unexpectedly, can result in a catastrophic failure with associated high repair and replacement<br />
costs. Vibration based condition monitoring can be used to detect and diagnose machine faults<br />
and form the basis of a Predictive Maintenance strategy.<br />
1 Introduction<br />
As greater demands are placed on existing assets in terms of higher output or increased efficiency, the need<br />
to understand when things are starting to go wrong is becoming more important. Add to this the increasing<br />
complexity and automation of plant and equipment, it becomes more important to have a properly structured<br />
and funded maintenance strategy. There is also a need to understand the operation of equipment so that<br />
improvements in plant output and efficiency can be realised. In today’s increasingly competitive world all<br />
of these issues are of key importance and can only be achieved through a properly structured and financed<br />
maintenance strategy that meets the business needs.<br />
Maintenance can often be a casualty as businesses seek to save costs. How often have we heard the words<br />
“we have had no problems since the equipment was installed so we don’t need condition monitoring”. This is<br />
often borne out of ignorance and not undertaking a proper risk assessment to identify the criticality of existing<br />
assets so that the potential return on investment (ROI) of a properly funded maintenance strategy can be<br />
determined.<br />
The need to run a plant at a higher efficiency yet often with fewer people puts increasing pressure on all<br />
concerned when equipment fails prematurely. When equipment does fail it is often at the most inconvenient<br />
time, either in the middle of a key process, at a weekend or in the middle of the night, when obtaining<br />
replacement parts may be difficult and labour costs are high due to overtime. While there is never a good time<br />
for equipment to fail, the technology available today means that there is simply no excuse for not taking the<br />
necessary steps to protect key assets. This can be achieved by minimising the risk of early and unexpected<br />
failures through a properly structured and funded maintenance strategy which will ultimately reduce overall<br />
operational costs.<br />
The cost of not having a robust maintenance strategy should not be underestimated. It should not be looked<br />
at simply as an upfront cost, but viewed as an investment to safeguard and protect key assets, reducing the<br />
need for costly repairs and protecting the output of key processes. In some industries, maintenance is now the<br />
second largest or even the largest element of operating costs. As a result, it has moved from almost nowhere<br />
to the top of the league as a cost control priority in the last two or three decades.<br />
The need to contain costs and run plant for longer more reliably means that there is a growing awareness<br />
of the need to prevent unnecessary equipment failures. Central to this is a maintenance strategy which is<br />
based on monitoring key assets to detect when things are starting to go wrong, enabling plant outage to be<br />
better planned in terms of resource availability, spare components, repairs etc. As a result, the risk of missing<br />
important contract deadlines is reduced and customer confidence is improved.<br />
Until recently, many industries have and still do take the reactive approach to maintenance since this has no<br />
upfront costs but can result in many hours or days of plant downtime and/or lost production. While this may<br />
have been acceptable in the past, the increasing complexity and automation of equipment has meant this is<br />
not now a cost-effective option.<br />
Having a clear and robust maintenance strategy fully supported by senior management is becoming more<br />
important, particularly in industries where it not only has a major impact on costs but also on the health and<br />
safety of employees and in situations where secondary damage and a catastrophic failure may result.<br />
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2 Maintenance Approach<br />
Maintenance is traditionally performed in either time based fixed intervals as so-called preventive maintenance,<br />
or by corrective maintenance when a breakdown or fault actually occurs. In the latter, it is often necessary<br />
to perform the maintenance actions immediately, but in some cases this may be deferred depending on the<br />
criticality of the equipment. With predictive maintenance, an advanced warning is given of an impending<br />
problem and repairs are only carried out when necessary and can be planned to avoid major disruption. A<br />
summary of all three approaches is given in Figure 1 and discussed briefly below<br />
Reactive<br />
Maintenance<br />
DISADVANTAGES<br />
High risk of catastrophic failure<br />
or secondary damage. High<br />
repair & replacement costs<br />
Loss of key assets due to high<br />
downtime. Lost production &<br />
missed contract deadlines<br />
Inventory - high cost of spare<br />
parts or replacement equipment<br />
High labour cost – overtime,<br />
subcontracting. High cost due<br />
to hire of equipment<br />
Increased health & safety risks<br />
Environmental concerns<br />
ADVANTAGES<br />
No upfront costs, e.g.<br />
equipment, training. Seen as<br />
an easy option<br />
2.1 Reactive Maintenance<br />
Role of Vibration Monitoring in Predictive Maintenance<br />
Preventive<br />
Maintenance<br />
High replacement costs - parts<br />
replaced too early<br />
Risk of early failure – infant<br />
mortality. Human error during<br />
replacement of repaired or<br />
new parts.<br />
Parts may often have many<br />
years of serviceable life<br />
remaining<br />
Maintenance is planned and<br />
helps to prevent unplanned<br />
breakdowns<br />
Fewer catastrophic failures<br />
resulting in expensive<br />
secondary damage<br />
Figure 1 Comparison of different types of maintenance<br />
Predictive<br />
Maintenance<br />
High upfront costs including<br />
equipment & training<br />
Additional skills or outsourcing<br />
required<br />
Risk of unexpected breakdowns<br />
are reduced<br />
Equipment life is extended<br />
Greater control over inventory Reduced inventory & labour<br />
costs<br />
Maintenance can be planned<br />
and carried out when<br />
convenient<br />
Reduced risk of health & safety<br />
& environmental incidents.<br />
Opportunity to understand why<br />
equipment has failed and<br />
improve efficiency<br />
Reactive maintenance of machinery, often referred to as the “run till failure” approach, involves fixing problems<br />
only after they occur. Of course, this is the simplest and cheapest approach in terms of upfront costs for<br />
maintenance, but often results in costly secondary damage along with high costs as a result of unplanned<br />
downtime and increased labour and parts costs. Since there are no upfront costs, it is often seen as an easy<br />
solution to many maintenance strategies – or there is no strategy at all.<br />
In rotating equipment, rolling element bearings are one of the most critical components both in terms of their<br />
initial selection and, just as importantly, in how they are maintained. Bearing manufacturers give detailed<br />
guidelines as to what maintenance is required and when which is often overlooked. This can have disastrous<br />
consequences in terms of poor quality output, reduced plant efficiency or equipment failure. Monitoring the<br />
condition of rolling bearings is therefore essential and vibration based monitoring is more likely to detect the<br />
early onset of a fault.<br />
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2.2 Preventive Maintenance<br />
With Preventive Maintenance (PM), machinery is overhauled on a regular basis regardless of the condition of<br />
the parts. This normally involves the scheduling of regular machine/plant shutdowns, whether or not they are<br />
required. The process may cut down failures before they happen but it also leads to increased maintenance<br />
costs as parts are replaced when this is not necessarily required. There is also the risk of infant mortality due to<br />
human error during the time the asset is taken out of service for repair, adjustment, or installation of replacement<br />
parts. Other risks include installing a defective part, incorrectly installing or damaging a replacement part, or<br />
incorrectly reassembling parts.<br />
A frequent and direct result of preventive maintenance is that much of the maintenance is carried out when<br />
there is nothing wrong in the first place. If the plant can be monitored in such a way as to obtain advance<br />
warning of a problem, significant costs savings can be obtained by avoiding unnecessary repair work. Such an<br />
approach is known as Predictive Maintenance.<br />
2.3 Predictive Maintenance<br />
Predictive Maintenance (PdM) is the process of monitoring the condition of machinery as it operates in order<br />
to predict which parts are likely to fail and when. In this way, maintenance can be planned and there is<br />
an opportunity to change only those parts that are showing signs of deterioration or damage. The basic<br />
principle of predictive maintenance is to take measurements that allow for the prediction of which parts will<br />
break down and when. These measurements include machine vibration and plant operating data such as flow,<br />
temperature, or pressure. Continuous monitoring detects the onset of component problems in advance, which<br />
means that maintenance is performed only when needed. With this type of approach, unplanned downtime<br />
is reduced or eliminated and the risk of catastrophic failure is mitigated. It allows parts to be ordered more<br />
effectively, thereby minimising inventory items, and manpower can be scheduled, thereby increasing efficiency<br />
and reducing the costs of overtime.<br />
The main benefits of PdM are:<br />
• Improved machine reliability through the effective prediction of equipment failures.<br />
• Reduced maintenance costs by minimising downtime through the scheduling of repairs<br />
• Increased production through greater machine availability<br />
• Lower energy consumption<br />
• Extended bearing service life<br />
• Improved product quality<br />
Rolling bearings are often a key element in many different types of plant and equipment spanning all market<br />
sectors. On one hand they can be of a standard design, readily available and low cost commodity items<br />
costing only a few pounds, such as those in electric motors, fans and gearboxes, while on the other hand they<br />
can be of bespoke design with long lead times and cost hundreds of thousands of pounds, as is the case in<br />
wind turbines, steelmaking plant etc. However, they have one thing in common: if they fail unexpectedly, they<br />
can result in plant and equipment outage resulting in lost production costing from a few thousand to many<br />
millions of pounds. With a Predictive Maintenance strategy, such large costs can be avoided by giving advance<br />
warning of a potential problem, enabling remedial action to be planned and taken at a convenient time.<br />
Replacing a bearing in a gearbox is preferable to replacing the whole gearbox, and replacing a motor bearing<br />
is better than having to send the motor to a rewinder to make expensive repairs and replace parts.<br />
At the heart of many Predictive Maintenance strategies is Condition Monitoring which detects potential defects<br />
in critical components e.g. bearings, gears etc at the early stage thereby enabling the maintenance activity to<br />
be planned, saving both time and money and preventing secondary damage to equipment which can often be<br />
catastrophic.<br />
3 Identifying Asset Criticality<br />
Role of Vibration Monitoring in Predictive Maintenance<br />
Rolling bearings are used extensively in almost every type of rotating equipment whose successful and reliable<br />
operation is highly dependent on the bearing type, bearing fits and installation and maintenance requirements,<br />
such as relubrication. When rolling bearings deteriorate it can result in expensive equipment failures with high<br />
associated costs. Unplanned downtime, the costly replacement of equipment, health and safety issues and<br />
environmental concerns are all potential consequences of a maintenance strategy that fails to monitor and<br />
predict equipment problems before they escalate into a more serious situation.<br />
Assessing the criticality of an asset to the overall operation of the plant is therefore essential in terms of<br />
determining the type of condition monitoring required and whether it is necessary at all. In some cases<br />
where a plant has a large number of low cost assets, where replacements are readily available and/or are not<br />
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deemed critical, a reactive or preventive<br />
approach may well be appropriate.<br />
Even if an asset does warrant condition<br />
monitoring, a decision must be made<br />
not only on the technology but also on<br />
whether the asset warrants continuous<br />
(online system) or non-continuous<br />
(patrol) monitoring. To help with this<br />
decision, assets are often assigned to<br />
one of three categories depending on<br />
their criticality, Figure 2 1 .<br />
Category A assets are deemed to be<br />
critical and generally fulfil one or all of<br />
the following criteria:<br />
- Failure results in total or major<br />
interruption of the process<br />
- Failure represents a significant<br />
safety risk, such as fire, toxic leak, or<br />
explosion<br />
- Long lead times and/or significant<br />
repair costs.<br />
A good example of this type of asset<br />
would be the main turbine-generator<br />
trains in a large power plant. For such<br />
assets, it is the cost of failure that is of<br />
primary concern. Other examples would<br />
be the main rotor bearing or gearbox<br />
bearings in a wind turbine. Due to the<br />
generally remote location, failure of the<br />
main rotor bearing or gearbox bearings,<br />
which may lead, to secondary damage<br />
makes replacement costly in terms of<br />
replacement parts, hire of equipment<br />
and labour.<br />
Category B assets are, on the other hand, essential assets and include, for example, pumps or compressors<br />
where, in the event of a fault, a standby unit is available; this may then become a category A asset.<br />
Category C or non-essential assets are at the far end of the spectrum and the reasons for monitoring these, if<br />
indeed they are monitored at all, might be to prevent failure by eliminating root cause and allow more effective<br />
maintenance planning.<br />
4 Return on Investment (ROI)<br />
Role of Vibration Monitoring in Predictive Maintenance<br />
Category<br />
As already discussed, equipment failure can be expensive and potentially catastrophic resulting in unplanned<br />
downtime, missed customer schedules, costly machine replacements/repairs as well as safety and<br />
environmental concerns.<br />
By initiating a Predictive Maintenance strategy, unforeseen failures are minimised and this can yield an<br />
impressive ROI. Another major benefit of introducing CM as part of a Predictive Maintenance program is that<br />
it enables a greater understanding of the equipment critical to the process and also allows more time to be<br />
spent on improving the overall condition of the assets and improving the efficiency of key processes.<br />
When justifying PdM, the following should be taken into consideration:<br />
(1) Direct Costs<br />
Labour - Normal and overtime labour for planned repair activities and unplanned repairs<br />
Materials - Parts replaced - Machinery replaced<br />
(2) Indirect Costs<br />
- Lost production costs - Outside services - Insurance costs - Parts inventory<br />
Total Potential Cost Reduction is (1+2)<br />
A<br />
B<br />
C<br />
Figure 2. Asset categorisation<br />
Description Economics<br />
Equipment assets having a large<br />
impact on plant output;<br />
equipment that represents<br />
significant repair costs;<br />
equipment with significant health<br />
& safety impacts. Failures can<br />
occur very suddenly and do not<br />
always give advance warning.<br />
Equipment assets having a<br />
lesser impact on plant output;<br />
equipment with moderate repair<br />
costs; equipment that can have<br />
health & safety implications if<br />
failure occurs. Failures can<br />
occur relatively quickly, but<br />
usually with some advance<br />
warning<br />
Equipment assets having little or<br />
no direct impact on plant output;<br />
equipment that represents limited<br />
repair costs; equipment that has<br />
minor safety ramifications<br />
Failures are very expensive due to<br />
lost production, health & safety<br />
impacts or environmental impact.<br />
Examples include large<br />
horsepower, high energy density<br />
machines with very high<br />
replacement and maintenance<br />
costs.<br />
Financial justification: prevention<br />
of lost production, reduced<br />
maintenance costs, protection of<br />
life and environment<br />
Similar to economics of critical<br />
equipment assets, but of smaller<br />
magnitude. Typical examples<br />
include medium horsepower<br />
machines with moderate<br />
replacement and maintenance<br />
costs.<br />
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Typically include smaller assets<br />
with small individual replacement<br />
& repair costs & little or no costs<br />
related to lost production.<br />
However, they collectively<br />
comprise a large percentage of<br />
annual maintenance costs.<br />
Small individual repair &<br />
replacement costs. Costs of<br />
failure do not exceed costs to<br />
monitor (or excessive payback<br />
periods)<br />
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(3) PdM Program Costs<br />
- Site survey - Cost of capital equipment - Cost of any additional labour<br />
- Cost of training - Initial setup and baseline - Scheduled data collection<br />
By contracting out PdM, there will be no capital equipment and training costs and the benefits tend to be more<br />
immediate because of the use of highly trained staff. However, it is often more beneficial to keep the activities<br />
in-house, which allows greater familiarity with plant, equipment and processes and gives the benefits not only<br />
of preventing unplanned downtime but also enables more time to be spent on mitigating potential failure modes<br />
and improving process efficiency.<br />
The cement industry is a good example where CM has been implemented and saved money both in terms of<br />
repair costs and lost production. In one case, the failure of a large gearbox caused a three week shutdown<br />
and extensive repair costs are typically €50,000 to €100,000. To prevent such damage, F’IS (FAG Industrial<br />
Services, Schaeffler Group) installed an eight channel FAG DTECT X1 system and trained the customer’s<br />
staff who received three months’ support at a total cost of €18,000. Detecting deterioration of the gearbox<br />
early resulted in a repair cost of €5000, saving the customer at least €27,000. More importantly, the company<br />
avoided lost production amounting to around €6000/hour.<br />
5 Condition Monitoring<br />
Condition monitoring is a process where the condition of equipment is monitored for early signs of deterioration<br />
so that the maintenance activity can be better planned, reducing down time and costs. This is particularly<br />
important in continuous process plants, where failure and downtime can be extremely costly.<br />
The monitoring of vibration, temperature, voltage or current and oil analysis are probably the most common.<br />
Vibration is the most widely used and not only has the ability to detect and diagnose problems but potentially<br />
give a prognosis i.e. the remaining useful life and possible failure mode of the machine. However, prognosis is<br />
much more difficult and often relies on the continued monitoring of the fault to determine a suitable time when<br />
the equipment can be taken out of service or relies on known experience with similar problems.<br />
5.1 Vibration Monitoring<br />
Role of Vibration Monitoring in Predictive Maintenance<br />
Vibration monitoring is probably the most widely used<br />
predictive maintenance technique and, with few exceptions,<br />
can be applied to a wide variety of rotating equipment. Since<br />
the mass of the rolling elements is generally small compared<br />
to that of the machine, the velocities generated are generally<br />
small and result in even smaller movements of the bearing<br />
housing, making it difficult for the vibration sensor to detect.<br />
Machine vibration comes from many sources e.g. bearings,<br />
gears, unbalance etc and even small amplitudes can have a<br />
severe effect on the overall machine vibration depending on<br />
the transfer function, damping and resonances, Fig 3. Each<br />
source of vibration will have its own characteristic frequencies<br />
and can manifest itself as a discrete frequency or as a sum<br />
and/or difference frequency.<br />
Figure 3. Simple machine model<br />
At low speeds, it is still possible to use vibration but a greater degree of care and experience is required and<br />
other techniques such as measuring shaft displacement or Acoustic Emission (AE) may yield more meaningful<br />
results although the former is not always easy to apply. Furthermore, AE may detect a change in condition<br />
but has limited diagnostic capability. Vibration is used successfully on wind turbines where the main rotor<br />
speed is typically between 5 and 30 rpm. In a wind turbine, there are two main groups of vibration frequencies<br />
generated - gear mesh and bearing defect frequencies. This can result in complex vibration signals, which<br />
can make frequency analysis a formidable task. However, techniques such as enveloping (see section 5.1.3),<br />
which has a high sensitivity to faults that cause impacting, can help reduce the complexity of the analysis.<br />
Bearing defects can excite higher frequencies, which can be used as a basis for detecting incipient damage.<br />
Vibration measurement can generally be characterised as falling into one of three categories – detection,<br />
diagnosis and prognosis.<br />
Detection generally uses the most basic form of vibration measurement, where the overall vibration level is<br />
measured on a broadband basis in a range, for example, of 10-1000Hz or 10-10000Hz. In machines where<br />
there is little vibration other than from the bearings, the spikiness of the vibration signal indicated by the Crest<br />
Factor (peak/RMS) may imply incipient defects, whereas the high energy level given by the RMS level may<br />
indicate severe defects.<br />
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This type of measurement generally gives limited information (other than to an experienced operator) but can<br />
be useful for trending, where an increasing vibration level is an indicator of deteriorating machine condition.<br />
Trend analysis involves plotting the vibration level as a function of time and using this to predict when the<br />
machine must be taken out of service for repair or at least a more in depth survey must be performed. Another<br />
way of using the measurement is to compare the levels with published vibration criteria for different types of<br />
equipment.<br />
Although broadband vibration measurement may provide a good starting point for fault detection, it has limited<br />
diagnostic capability and, while a fault may be identified, it may not give a reliable indication of where the<br />
fault lies, for example in bearing deterioration/damage, unbalance, misalignment etc. Where an improved<br />
diagnostic capability is required, frequency analysis is normally employed which usually gives a much earlier<br />
indication of the development of a fault and also its source.<br />
Having detected and diagnosed a fault, it is much more difficult to give a prognosis on the remaining useful<br />
life and possible failure mode of the machine or equipment. This often relies on continued monitoring of the<br />
fault, to determine a suitable time when the equipment can be taken out of service, and/or on experience with<br />
similar problems.<br />
In general, rolling bearings produce very little vibration when they are free of faults and have distinctive<br />
characteristic frequencies when faults develop. A fault that begins as a single defect, such as a spall on a<br />
raceway, is normally dominated by impulsive events at the raceway pass frequency, resulting in a narrow band<br />
frequency spectrum. As the damage increases, there is likely to be an increase in the characteristic defect<br />
frequencies and sidebands, followed by a drop in these amplitudes and an increase in the broadband noise<br />
with considerable vibration at shaft rotational frequency.<br />
Where machine speeds are very low, the bearings generate low energy signals, which may also be difficult to<br />
detect. Furthermore, bearings located within a gearbox can be difficult to monitor because of the high energy<br />
at the gear meshing frequencies, which can mask the bearing defect frequencies.<br />
Vibration Monitoring Techniques:<br />
5.1.1 Overall Vibration Level<br />
Role of Vibration Monitoring in Predictive Maintenance<br />
This is the simplest way of measuring vibration and usually involves measuring the RMS (Root Mean Square) vibration of the<br />
bearing housing or some other point on the machine with the transducer located as close to the bearing as possible. The vibration<br />
is measured over a wide frequency range, such as 10-1000Hz or 10-10000Hz. The measurements can be trended over time and<br />
compared with known levels of vibration, or pre-alarm and alarm levels can be set to indicate a change in the machine condition.<br />
Alternatively, measurements can be compared with general standards.<br />
Although this method represents a quick and low cost method of vibration monitoring, it is less sensitive to incipient defects i.e. it is<br />
only really suitable for detecting defects in the advanced condition and has limited diagnostic capability. It is also easily influenced<br />
by other sources of vibration, such as unbalance, misalignment, looseness, electromagnetic vibration etc.<br />
In some situations, the Crest Factor (Peak-to-RMS ratio) of the vibration is capable of giving an earlier warning of bearing defects.<br />
As a local fault develops, this produces short bursts of high energy, which increase the peak level of the vibration signal but have little<br />
influence on the overall RMS level. As the fault progresses, more peaks will be generated until finally the Crest Factor decreases but<br />
the RMS vibration increases. The main disadvantage of this method is that, in the early stages of a bearing defect, the vibration is<br />
normally low compared with other sources of vibration present and is therefore easily influenced, so any changes in bearing condition<br />
are difficult to detect.<br />
5.1.2 Frequency Spectrum<br />
Frequency analysis plays an important part in the detection and diagnosis of machine faults. In the time domain, the individual<br />
contributions such as unbalance, bearings, gears etc to the overall machine vibration are difficult to identify. In the frequency domain,<br />
they become much easier to identify and can therefore be much more easily related to individual sources of vibration.<br />
It is not always possible to rely on the amplitude of bearing discrete frequencies to provide defect severity because each machine will<br />
have different mass, stiffness and damping properties. Even identical machines can have different system properties and this can<br />
affect the amplitudes of bearing defects of similar size. It is often the pattern of the bearing defect frequencies that is most significant<br />
in determining the defect severity. The number of bearing related harmonic frequencies, frequency sidebands and characteristic<br />
features within the time waveform data can be much more reliable than amplitude alone as a method of determining when action<br />
needs to be taken.<br />
As already discussed, a fault developing in a bearing will show up as increasing vibration at frequencies related to the bearing<br />
characteristic frequencies, making detection possible at a much earlier stage than with overall vibration.<br />
5.1.3 Envelope Spectrum<br />
When a bearing starts to deteriorate, the resulting time signal often exhibits characteristic features that can be used to detect a fault.<br />
Furthermore, bearing condition can rapidly progress from a very small defect to complete failure in a relatively short period of time, so<br />
early detection requires sensitivity to very small changes in the vibration signature. As already discussed, the vibration signal from<br />
the early stage of a defective bearing may be masked by machine noise, making it difficult to detect the fault by spectrum analysis<br />
alone.<br />
The main advantage of envelope analysis is its ability to extract the periodic impacts from the modulated random noise of a<br />
deteriorating rolling bearing. This is even possible when the signal from the rolling bearing is relatively low in energy and “buried”<br />
within other vibration from the machine.<br />
Like any other structure with mass and stiffness, the bearing inner and outer rings have their own natural frequencies which are<br />
often in the kilohertz range. However, it is more likely that the natural frequency of the outer ring will be detected due to the small<br />
interference or clearance fit in the housing.<br />
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If there is a fault on the outer ring, the natural frequency of the ring may be excited as the rolling element hits the fault and this will<br />
result in a high frequency burst of energy which decays and is then excited again as the next rolling element hits the defect. In other<br />
words, the resulting time signal will contain a high frequency component amplitude modulated at the ball/roller pass frequency of<br />
the outer raceway. In practice this vibration will be very small and almost impossible to detect in a base spectrum, so a method of<br />
enhancing the signal is required.<br />
By removing the low frequency components through a suitable high pass filter, rectifying the output and then using a low pass filter,<br />
this leaves the envelope of the signal whose frequency corresponds to the repetition rate of the defect. This technique is often used<br />
to detect early damage in rolling element bearings and is also often referred to as the High Frequency Resonance Technique (HFRT)<br />
or Envelope Spectrum.<br />
5.1.4 Cepstrum Analysis<br />
Vibration spectra from rotating machines are often very complex, containing several sets of harmonics and also sidebands as a result<br />
of various modulations. When trying to identify and diagnose possible machine faults, a number of characteristics of the vibration<br />
signal are considered, including harmonic relationships and the presence of sidebands. Cepstrum analysis can simplify this because<br />
single discrete peaks in the cepstrum represent the spacing of harmonics and sidebands in the spectrum i.e. the cepstrum identifies<br />
periodicity within the spectrum. Cepstrum analysis converts the spectrum back into the time domain i.e. it plots amplitude versus time<br />
(quefrency) and harmonics are known as rhamonics.<br />
Vibration monitoring can also be used to gain valuable information about the condition of machining processes. In the manufacture<br />
of rolling bearings, grinding of the raceways is a critical process in terms of achieving a high surface finish and roundness, essential<br />
to achieving the required service life.<br />
Figure 4 shows cepstra of shoe force obtained during the shoe centreless grinding of bearing outer ring raceways2 .<br />
(a) Diamond infeed 0,01mm/rev (b) Diamond infeed 0,064mm/rev (c) Diamond infeed 0,125mm/rev<br />
Figure 4. Cepstra of top shoe force during the internal grinding of bearing outer ring raceways<br />
In this case, as the severity of the dressing process increases i.e. increasing diamond infeed, the amplitude of the first peak at 2.38ms<br />
increases along with the number of rhamonics. The quefrency of 2.38ms corresponds to the wheel rotational frequency of 420Hz.<br />
This is because, as the severity of the dressing operation increases, it has a significant effect on wheel form, hence workpiece quality,<br />
and the vibration signal becomes more highly modulated at wheel rotational speed.<br />
6 Rolling Element Bearings<br />
Role of Vibration Monitoring in Predictive Maintenance<br />
Rolling contact bearings are used in almost every type of rotating machinery, whose successful and reliable<br />
operation is very dependent on the type of bearing selected as well as the precision of all associated components<br />
e.g. shaft, housing, spacers, nuts etc. Bearing engineers generally use fatigue as the normal failure mode on<br />
the assumption that the bearings are properly installed, operated and maintained.<br />
Thanks to improvements in manufacturing technology and materials, bearing fatigue life, which is related<br />
to sub surface stresses, is generally no longer the limiting factor and probably accounts for less than 3% of<br />
failures in service.<br />
Unfortunately, many bearings fail prematurely in service due to contamination, poor lubrication, misalignment,<br />
temperature extremes, poor fitting/fits, unbalance and misalignment. All these factors lead to an increase in<br />
bearing vibration and condition monitoring has been used for many years to detect degrading bearings before<br />
they catastrophically fail with the associated costs of downtime or significant damage to other parts of the<br />
machine.<br />
Rolling element bearings of small to medium size are often used in electric motors for noise sensitive<br />
applications e.g. household appliances. Bearing vibration is therefore becoming increasingly important from<br />
both an environmental perspective and because it is synonymous with quality.<br />
Vibration monitoring has now become a well accepted part of many Predictive Maintenance regimes and<br />
relies on the well known characteristic vibration signatures which rolling bearings exhibit as the rolling surfaces<br />
degrade. In most situations, however, bearing vibration cannot be measured directly and the bearing vibration<br />
signature is modified by the machine structure. This situation is further complicated by vibration from other<br />
equipment on the machine, such as electric motors, gears, belts, hydraulics, structural resonances etc.<br />
This often makes interpretation of vibration data difficult other than by a trained specialist and can, in some<br />
situations, lead to a misdiagnosis resulting in unnecessary machine downtime and costs.<br />
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6.1 Bearing Characteristic Frequencies<br />
Although the fundamental frequencies generated by rolling bearings are related to relatively simple formulas they cover a wide<br />
frequency range and can interact to give very complex signals. This is often further complicated by the presence of other sources<br />
of mechanical, structural or electromechanical vibration on the equipment.<br />
For a stationary outer ring and rotating inner ring, from the bearing geometry the fundamental frequencies are derived as follows:<br />
f c/o = f r /2 [1 – d/D Cos α ] f c/i = f r /2 [1 + d/D Cos α ] f b/o = Z f c/o f b/i = Z f c/i f b = D/2d f r [1 – (d/D Cos α) 2 ]<br />
f r = inner ring rotational frequency f c/o = fundamental train (cage) frequency relative to outer ring<br />
f c/i = fundamental train frequency relative to inner ring f b/o = ball pass frequency of outer ring (BPFO)<br />
f b/i = ball pass frequency of inner ring (BPFI) f b = rolling element spin frequency<br />
D = Pitch circle diameter d = Diameter of roller elements Z = Number of rolling elements α = Contact angle<br />
The bearing equations assume that there is no sliding and that the rolling elements roll over the raceway surfaces. In practice,<br />
however, this is rarely the case and, due to a number of factors, the rolling elements undergo a combination of rolling and sliding.<br />
In addition, the operating contact angle α may be different to the nominal value. As a consequence, the actual characteristic defect<br />
frequencies may differ slightly from those predicted, but this is very dependent on the type of bearing, operating conditions and fits.<br />
Generally, the bearing characteristic frequencies will not be integer multiples of the inner ring rotational frequency, which helps to<br />
distinguish them from other sources of vibration.<br />
Since most vibration frequencies are proportional to speed, it is important that data is obtained at identical speeds when comparing<br />
vibration signatures. Speed changes will cause shifts in the frequency spectrum, leading to inaccuracies in both amplitude and<br />
frequency measurement. In variable speed equipment, spectral orders may sometimes be used where all the frequencies are<br />
normalised relative to the fundamental rotational speed. This is generally called “order normalisation”, in which the fundamental<br />
frequency of rotation is called the first order.<br />
Ball pass frequencies can be generated as a result of elastic properties of the raceway materials due to variable compliance or<br />
as the rolling elements pass over a defect on the raceways. The frequency generated at the outer and inner ring raceway can be<br />
estimated in approximate terms as 40% (0.4) and 60% (0.6) respectively of the inner ring speed multiplied by the number of rolling<br />
elements.<br />
Unfortunately, bearing vibration signals are rarely straightforward and are further complicated by the interaction of the various<br />
component parts, but this can be often used in order to detect a deterioration of or damage to the rolling surfaces.<br />
Analysis of bearing vibration signals is usually complex and the frequencies generated will add and subtract and are almost always<br />
present in bearing vibration spectra. This is particularly true where multiple defects are present. Depending upon the dynamic<br />
range of the equipment, however, background noise levels and other sources of vibration bearing frequencies can be difficult to<br />
detect in the early stages of a defect.<br />
Over the years, however, a number of diagnostic algorithms have been developed to detect bearing faults by measuring the<br />
vibration signatures on the bearing housing. These methods usually take advantage of both the characteristic frequencies and the<br />
“ringing frequencies” (i.e. natural frequencies) of the bearing.<br />
By measuring the frequencies generated by a bearing, it is often possible to identify not only the existence of a problem but also its<br />
cause. While it may be only be necessary to identify that a bearing is starting to deteriorate and plan when it should be changed,<br />
a more detailed analysis of the vibration can often give some vital clues as to what caused the problem in the first place. This can<br />
be further enhanced by inspecting the bearing after removal from the equipment, especially if the fault has been identified at an<br />
early stage.<br />
6.2 Bearing Defects<br />
Role of Vibration Monitoring in Predictive Maintenance<br />
Rolling contact bearings represent a complex vibration system whose components e.g. rolling elements, inner<br />
raceway, outer raceway and cage interact to generate complex vibration signatures 3. Although rolling bearings<br />
are manufactured using high precision machine tools and under strict cleanliness and quality controls, they<br />
have degrees of imperfection like any other manufactured part and generate vibration as the surfaces interact<br />
through a combination of rolling and sliding. Although the amplitudes of surface imperfections are now of the<br />
order of nanometres, vibrations can still be produced in the entire audible frequency range (20Hz-20kHz).<br />
Whereas surface roughness and waviness result directly from the bearing component manufacturing processes,<br />
discrete defects refer to damage of the rolling surfaces due to assembly, contamination, operation, mounting,<br />
poor maintenance etc. These defects can be extremely small and difficult to detect, yet they can have a<br />
significant impact on vibration critical equipment or can result in reduced bearing life. This type of defect can<br />
take a variety of forms: indentations, scratches along and across the rolling surfaces, pits, debris and particles<br />
in the lubricant. During the early development of the fault, the vibration tends to be impulsive but changes as<br />
the defect progresses and becomes larger.<br />
The type of vibration signal generated depends on many factors including the loads, internal clearance,<br />
lubrication, installation and type of bearing. Since defects on the inner ring raceway must travel across a<br />
number of interfaces, such as the lubricant film between the inner ring raceway and the rolling elements,<br />
between the rolling elements and the outer ring raceway and between the outer ring and the housing, they tend<br />
to be more attenuated than outer ring defects and can therefore sometimes be more difficult to detect.<br />
When a defect starts, a single spectral line can be generated at the ball pass frequency and, as the defect<br />
becomes larger, it allows movement of the rotating shaft and the ball pass frequency becomes modulated at<br />
shaft rotational speed. This modulation generates a sideband at shaft speed. As the defect increases in size,<br />
more sidebands may be generated, until at some point the ball pass frequency may no longer be generated,<br />
but a series of spectral lines spaced at shaft rotational speed occurs.<br />
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A defective rolling element may generate vibration at twice the rotational speed as the defect strikes the inner<br />
and outer raceways. The vibration produced by a defective ball may not be very high, or may not be generated<br />
at all, as it is not always in the load zone when the defect strikes the raceway. As the defect contacts the<br />
cage, it can often modulate other frequencies i.e. ball defect frequency, ball pass frequency or shaft rotational<br />
frequency and show up as a sideband. The cage rotational frequency can be generated in a badly worn or<br />
damaged cage. In a ball bearing, the rolling elements may never generate ball rotational frequency or twice<br />
the ball rotational frequency due to the combination of rolling and sliding and the constant changing of the ball<br />
rotational axis. In cylindrical roller bearings, the damage often occurs all the way around the majority of the<br />
rolling element surface, so the rolling element rotational frequency may never be generated.<br />
6.3 Variable Compliance<br />
This occurs under radial or misaligned loads, is an inherent feature of rolling bearings<br />
and is completely independent of quality. Radial or misaligned loads are supported<br />
by a few rolling elements confined to a narrow region and the radial position of<br />
the inner ring with respect to the outer ring depends on the elastic deflections at<br />
the rolling element/raceway contacts, Figure 5. The outer ring of the bearing is<br />
usually supported by a flexible housing which generally has asymmetric stiffness<br />
properties described by the linear springs of varying stiffness.<br />
As the bearing rotates, the individual ball loads and hence the elastic deflections<br />
change to produce a relative movement between the inner and outer rings. The<br />
movement takes the form of a locus which is two dimensional and contained in a<br />
radial plane under radial load, while it is three dimensional under misalignment. The movement is also periodic,<br />
with a base frequency equal to the rate at which the rolling elements pass through the load zone. Frequency<br />
analysis of the movement yields the base frequency and a series of harmonics. So even a geometrically<br />
perfect bearing will produce vibration because of the relative periodic movement between the inner and outer<br />
rings due to raceway elastic deflections.<br />
Variable compliance vibration is heavily dependent on the number of rolling elements supporting the externally<br />
applied loads; the greater the number of loaded rolling elements, the less the vibration. For radially loaded or<br />
misaligned bearings, “running clearance” determines the extent of the load region, hence variable compliance<br />
generally increases with radial internal clearance. A distinction is made between “running clearance” and<br />
radial internal clearance (RIC). When fitted to a machine, the former is normally smaller than the RIC due<br />
to differential thermal expansion and interference fit of the rings. In high speed applications, the effect of<br />
centrifugal force should also be considered.<br />
Variable compliance vibration levels can exceed those produced by roughness and waviness of the rolling<br />
surfaces. In applications where vibration is critical, however, it can be reduced to a negligible level by using<br />
ball bearings with the correct level of axial preload.<br />
6.4 Bearing Speed Ratio<br />
Role of Vibration Monitoring in Predictive Maintenance<br />
The bearing speed ratio (ball pass frequency divided by the shaft rotational frequency) is a function of the<br />
bearing loads and clearances and can therefore give some indication of the bearing operating performance.<br />
When abnormal or unsatisfactory lubrication conditions are encountered, or when skidding occurs, the bearing<br />
speed ratio will deviate from the normal or predicted values. If the bearing speed ratio is below predicted<br />
values, this may indicate insufficient loading, excessive lubrication or insufficient bearing radial internal<br />
clearance, which could result in higher operating temperatures and premature failure. Conversely, a higher<br />
than predicted bearing speed ratio may indicate excessive loading, excessive bearing radial internal clearance<br />
or insufficient lubrication. For an experienced analyst, vibration can be used not only to detect deterioration in<br />
bearing condition but also to make an initial assessment of whether the equipment is operating satisfactorily<br />
at initial start-up.<br />
In electrical machines, two deep groove radial ball bearings are commonly used to support the shaft; one is a<br />
locating bearing while the other is a non-locating bearing that can be displaced in the housing to compensate<br />
for axial thermal expansion of the shaft. It is not unusual for bearings to fail catastrophically due to thermal<br />
preloading or cross-location where there is insufficient clearance between the bearing outer ring and housing<br />
resulting in the non-locating or “floating” bearing failing to move in the housing i.e. the bearings become axially<br />
loaded. The effect of this axial load is to increase the operating contact angle, which in turn increases the BPFO<br />
(Ball Pass Frequency of Outer Ring). For a ball bearing, the contact angle can be estimated as follows:<br />
α = Cos -1 [1 – RIC / [(2 (r o + r i - D)] ]<br />
Figure 5 Simple model of a<br />
bearing under radial load<br />
α = Contact angle RIC = Radial internal clearance r o = Raceway groove radius of outer ring<br />
r i = Raceway groove radius of inner ring D = Ball diameter<br />
Since a radial ball bearing is designed to have a radial internal clearance in the unloaded condition, it can also<br />
experience axial play. Under an axial load, this results in the ball/raceway contact having an angle other than<br />
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zero. As the bearing radial internal clearance and thus the axial play increases, so does the contact angle.<br />
For a correctly assembled motor under pure radial load, the contact angle will be zero and the BPFO will be<br />
given by:<br />
fb/o = Zfr /2 [1 – d/D ]<br />
On the other hand, if cross-location occurs (the outer ring cannot move in the housing) the bearing radial<br />
internal clearance will be lost by the relative axial movement between the inner and outer rings, the bearings<br />
become axially loaded and the BPFO will increase due to the increase in contact angle.<br />
The amplitude of BPFO is likely to be small until the bearing<br />
becomes distressed and it may not always be possible to<br />
detect the BPFO, particularly if using a linear amplitude scale.<br />
A log or dB amplitude scale may be better, but care should also<br />
be exercised here because there may be other frequencies<br />
that may be close to the BPFO.<br />
A good example of how the bearing speed ratio can be used to<br />
identify a potential problem is given in Figure 6, which shows<br />
a vibration acceleration spectrum measured axially at the<br />
drive end (DE) on the end cap of a 250kW electric motor. The<br />
measurements were obtained during a “run-up” test prior to<br />
installation in the plant.<br />
For a nominal shaft speed of 3000 rpm, the calculated BPFO was<br />
228.8Hz, giving a bearing speed ratio of 4.576. The measured<br />
BPFO was 233.5Hz (Figure 6) giving a bearing speed ratio of<br />
4.67, an increase of 2%. The BPFO of 233.5Hz corresponds<br />
to a contact angle of 25 o which strongly suggested that that<br />
the type 6217 bearing was subjected to a high axial load. The<br />
most probable reason was that the bearing had been installed<br />
too tightly and could not move in the housing as the shaft of the<br />
motor expanded and contracted.<br />
Shortly after installation, the motor failed catastrophically. An<br />
examination of the inner ring showed the ball running path<br />
offset from the centre of the raceway towards the shoulder.<br />
After a thorough investigation of all the bearing fits, it was<br />
confirmed that there was insufficient clearance between the<br />
outer ring and the housing of the non locating bearing, resulting<br />
in cross-location (thermal loading) which was consistent with<br />
the vibration measurements taken prior to installation.<br />
A number of harmonics and sum and difference frequencies<br />
relating to the BPFO (233.5Hz), cage rotational frequency<br />
(21Hz) and inner ring rotational frequency are also evident in<br />
the spectrum, Figure 6.<br />
Once the motor had been rebuilt with new bearings and the<br />
correct bearing fits, the “run-up” test was repeated prior to<br />
installation, Figure 7.<br />
The base spectrum shows no characteristic bearing frequencies<br />
but, when both the amplitude and frequency scales are<br />
expanded, a discrete peak at 229Hz becomes evident, Figure<br />
7(b), which matches very closely with the predicted BPFO, f b/o ,<br />
of 228.8Hz. This motor went on to operate successfully.<br />
References<br />
1. Bentley Nevada. Application Note, Asset Categorisation<br />
Role of Vibration Monitoring in Predictive Maintenance<br />
2. Lacey S J. Vibration Monitoring of the Internal Centreless Grinding process<br />
Part 2: experimental results, Proc Instn Mech Engrs Vol 24, 1990.<br />
3. Lacey S J. An Overview of Bearing Vibration Analysis, Schaeffler (UK)<br />
Technical Publication.<br />
First Published in the Maintenance and Engineering Magazine (2010)<br />
PART 2 - “Some Illustrative Examples of Vibration<br />
Monitoring in Predictive Maintenance” will be in the next<br />
issue of the <strong>AMMJ</strong> (April 2011).<br />
Figure 6. Axial vibration acceleration spectrum at the<br />
DE on the end cap of a 250kW electric motor<br />
(a) Base spectrum<br />
(b) Base spectrum with zoomed amplitude and<br />
frequency scale<br />
53<br />
Figure 7. Axial vibration acceleration spectrum at the DE on<br />
the end cap of a 250kW electric motor after fitting with new<br />
bearings<br />
(a) Base spectrum<br />
(b) Base spectrum with zoomed amplitude and frequency scale<br />
Vol 24 No 1
Six Tips to Improve Your MRO<br />
Spare Parts Management<br />
Phillip Slater Materials Management Specialist www.PhillipSlater.com Australia<br />
Spare parts are the lifeblood of reliability. No plant can operate at a high level of reliability without a<br />
reliable supply of functional spare parts. Spare parts form the bedrock on which reliability is built. Yet,<br />
spare parts are also the most overlooked contributor to maintenance and reliability outcomes.<br />
Our research has shown that many companies routinely operate without properly implementing even<br />
the most fundamental aspects of spare parts management at their sites. Often these companies have<br />
storerooms with neat shelves and clear labels but this is not enough for high performing MRO spare parts<br />
management. To help you make a difference in your reliability outcomes here are six tips to improve your<br />
MRO spare parts management.<br />
Tip #1: Develop Clear Spare Parts Stocking Criteria<br />
To stock or not to stock, that is the question. One of the major flaws in most spare parts management systems<br />
is the absence of clear criteria on when to stock an item and when not to stock an item. The absence of any<br />
guidelines forces your team into a process of ad hoc and inconsistent decision making. The result of this is<br />
that you stock items that don’t require stocking and don’t stock items (sometimes critical items) that should be<br />
stocked. To avoid this you simply need to develop and implement specific guidelines to aid decision making on<br />
when to stock an item and when to not stock an item.<br />
Tip #2: Provide Clear Guidelines on How Many Parts to Stock<br />
Once you have established clear spare parts stocking criteria the next step is to establish clear guidelines on<br />
how many of an item to stock. By developing and implementing clear stocking guidelines you provide the logic<br />
for decision making on stock levels and calculating reorder quantities. The advantage of this is that it provides<br />
guidance to your team, continuity for decision making, and provides the basis for future audits of inventory<br />
holdings.<br />
Tip #3: Accept that Some Stock Outs are OK<br />
One of the main fears of most reliability and maintenance engineers is that, at the time of actual need, the<br />
required spare part will not be available. This is commonly referred to as a stock out. But how do you eliminate<br />
all stock outs? The short answer is that you can’t, not without tying up massive amounts of money that would be<br />
better used elsewhere. Even then, I am not sure that you could guarantee eliminating all stock outs. This would<br />
possibly require holding multiple units of every part in your plant. That’s not viable. That’s the truth. What you<br />
can do is accept stock outs in areas where they have little or no impact or where a viable supply alternative exists.<br />
Then work to eliminate stock outs for the items that really matter.<br />
Tip #4: Review the Holdings of Critical Spare Parts<br />
Maintenance and reliability engineers will happily (well, not happily) undertake a review of spare parts that are<br />
not classified as critical, yet they will shy away from reviewing items that are classified as critical. The argument<br />
is: ‘the item is critical and so we must stock it’. Thus the classification drives the review action rather than a cost<br />
benefit or stocking analysis. But what if the classification was wrong, or the item was significantly overstocked,<br />
or the supply arrangements had changed? Surely these are factors that can be reviewed and have nothing to do<br />
with the part’s criticality? It doesn’t make sense to limit your reviews based on the idea of criticality. This will drive<br />
you to review parts that are critical but not defined as such and not review parts that are defined as critical but<br />
which may no longer be critical. Critical parts may be just as overstocked as any other item, or there just might<br />
be a viable alternative to holding the item at all.<br />
Tip #5: Identify the Causes of Excess Spare Parts Inventory<br />
The impact of not holding a required spare part can be massive. Downtime costs often far outweigh the purchase<br />
and holding costs of spares and this can lead to holding far more of some spares than is really required. As a<br />
result accountants will often target this as an area of easy cost savings. If you want to keep the accountants<br />
off your back and maintain control of your spares holdings it is important to regularly review your inventory and<br />
eliminate excess spare parts holdings. To do this most effectively inventory reviews need to focus on much<br />
more than just data analytics. The real drivers of excess inventory lay in the processes and decision making that<br />
influences your inventory levels, with the most common culprit being the returns process.<br />
Tip #6: Review Your Storeroom Security<br />
Many companies are fully aware of the importance of maintaining security around their spare parts inventories.<br />
They secure their spares in lock-up areas, ensure staff are on hand to manage the level of spares requests during<br />
periods of high maintenance activity, and provide a rock solid approach for identifying storeroom entrants during<br />
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<strong>AMMJ</strong><br />
the afternoon and night shifts. Then they leave the back door open! To ‘make life easier’ there is often a gate<br />
left open through which anyone can enter. While the efficiency in terms of supplying spares and minimizing<br />
downtime is obvious, this practice actually puts your reliability at risk. Removing items from the storeroom<br />
without proper record, no matter how honest the intent, will not trigger reordering when required and next time<br />
you need that item it will not be in stock.<br />
Spare parts management is like every other aspect of operations management: success requires clear<br />
guidelines, differentiation of outcomes, critical evaluation, and discipline in execution. Follow these six MRO<br />
spares management tips and you will go a long way to achieving the reliability results that you deserve.<br />
Phillip Slater is a leading authority on materials/parts management is the author of four operations management<br />
books, including Smart Inventory Solutions. For access to more information on MRO spare parts management<br />
visit The Warehouse, a new knowledge base at Phillip’s website www.PhillipSlater.com<br />
V-Belt Maintenance<br />
V-Belt Maintenance is a requirement if you want to insure optimum belt drive performance. This process<br />
requires proper maintenance and discipline in order to insure effective belt operation and a long service life.<br />
When coupled with a regularly scheduled maintenance program, belt drives will run relatively trouble-free for<br />
a long time.<br />
General Rules: (if you want to stop V-Belt failures)<br />
1. Insure proper alignment of sheaves both parallel and angular using a sheave laser alignment tool.<br />
Do not use a straight edge or string if one expects optimal life from your V-Belts.<br />
2. Use a span sonic tension meter to measure deflection and tension of a V-Belt. To determine defection and<br />
tension required go to the following link: www.gates.com/drivedesign<br />
WARNING: Over-tension of belts is the number one cause of V-Belt Failure.<br />
10% over-tension of V-Belts result in a reduction of bearing life by 10%.<br />
3. Use Infrared for identifying over tension. Use vibration analysis for loose or damaged belts and<br />
strobe-lights for operator or maintenance craft inspections.<br />
4. Upon installation, new belts should be checked for proper tension after 24 hours of operation<br />
using a strobe light or tachometer. Failure to execute this process on critical assets could result<br />
in V-Belts not meeting expectations of the end user.<br />
5. Tighten all bolts using a torque wrench and proper torque specifications.<br />
Failure Modes experienced on V-Belt Drives:<br />
• Tension Loss, Caused by:<br />
o Weak support structure o Lubricant on belts o Excessive sheave wear o Excessive load<br />
• Tensile Break, Caused by:<br />
o Excessive shock load o Sub-minimal diameter (see chart below) o Extreme sheave run-out<br />
o Improper belt handling and storage prior to installation (crimping)<br />
• Belts should be stored in a cool and dry environment with no direct sunlight. Ideally, less than 85˚ F<br />
and 70% relative humidity.<br />
• V-belts may be stored by hanging on a wall rack if they are hung on a saddle or diameter at least as<br />
large as the minimum diameter sheave recommended for the belt cross sec-tion.<br />
• When the belts are stored, they must not be bent to diameters smaller than the minimum<br />
recommended sheave diameter for that cross section. (see chart above)<br />
• If the storage temperature is higher than 85˚ F, the storage limit for normal service performance is<br />
reduced by one half for each 15˚F increase in temperature. Belts should never be stored above 115˚F.<br />
• Belts may be stored up to six years if properly stored at temperatures less than 85˚F and<br />
relative humidity less than 70%.<br />
• Belt Cracking, Caused by:<br />
o Sub-minimal diameter (see chart opposite)<br />
o Extreme low temperature at start-up<br />
o Extended exposure to chemicals or lubricants<br />
“TOOL BOX TRAINING” rsmith@gpallied.com<br />
Copyright 2010 GPAllied www.gpallied.com<br />
Spare Parts Management<br />
“TOOL BOX TRAINING” Courtesy of Ricky Smith<br />
Reference: Belt Drive Preventive Maintenance Manual by Gates Corporation.<br />
55<br />
Vol 24 No 1
Condition Monitoring Is An Insurance Policy<br />
Against Unforseen Plant Downtime<br />
Kate Hartigan Schaeffler (UK) Ltd.<br />
By using the latest condition monitoring systems and automatic lubrication systems for bearings, oil<br />
and gas processing companies can reduce the risk and costs associated with unforeseen breakdowns<br />
to critical production plant and machinery, says Kate Hartigan, Managing Director of Schaeffler (UK).<br />
As process manufacturers, surely we too need to ensure that our high value capital goods, such as production<br />
machinery and other critical plant equipment are adequately insured against the cost of unforeseen breakdowns?<br />
In the downstream oil and gas sector, ‘lost’ production time can equate to hundreds of thousands of pounds per day<br />
– until the problem is rectified.<br />
Although the cost of a machine component such as a bearing, pump or electric motor is very small compared to the<br />
total cost of the machinery, the cost of production downtime and any consequential losses as a result of the bearing<br />
failure, are often significant.<br />
For example, take a petrochemical processing plant. The typical cost of production downtime can<br />
be anything from £100,000 to £500,000 per day. Total maintenance costs for a typical oil and gas<br />
processing plant are around 10 to 15 per cent of total costs.<br />
Of course, every processing plant has a maintenance department to deal with problems like these, but often,<br />
because of time and resource constraints, the maintenance team becomes reactive, fire fighting problems around<br />
the plant as they occur, with no predictive maintenance systems, little preventive maintenance and often with no<br />
maintenance strategy at all.<br />
But there should be no excuses for this today. There are numerous technology safeguards out there that, when<br />
compared to the cost of lost production, are relatively inexpensive. Using the latest condition monitoring and predictive<br />
maintenance systems, including bearing vibration monitoring, acoustic emissions monitoring and thermography to<br />
protect plant and machines, is what the more enlightened plants are doing.<br />
“Plant managers and maintenance managers need to justify any expenditure on condition monitoring systems and<br />
services, to their finance director or MD,” says Kate Hartigan, Managing Director of precision bearings and automotive<br />
components manufacturer Schaeffler (UK) Ltd. “We would suggest using a risk management approach for this. Ask<br />
the question of your finance director: ‘What will it cost the company in lost production if I lose that critical pump or<br />
motor for five hours?’ Or ‘What would you be prepared to pay as an insurance premium, to secure the running of the<br />
plant and to protect it against unforeseen breakdowns?’ You may get some very positive responses.”<br />
One of the finance director’s responsibilities is to ensure that the company’s assets are protected. Risk assessments<br />
should be carried out regularly to see what effect breakdowns would have on critical machinery and equipment. The<br />
severity and likelihood of breakdowns on particular machinery are assessed and given a corresponding risk value.<br />
Those with the highest risk scores are given priority by the maintenance team and should certainly be protected with<br />
some sort of condition monitoring device.<br />
Of course, companies can protect their plant without using condition monitoring or predictive maintenance systems,<br />
for example, by holding more stock of a particular component such as a gearbox, bearing, pump, coupling or shaft.<br />
This means when a breakdown occurs in the plant, the component that caused the breakdown is available to<br />
hand, ready for the maintenance team to fix the problem. However, as Hartigan points out: “As well as the obvious<br />
increase in stock holding costs, the company also runs the risk of the stock deteriorating or becoming obsolete<br />
over time. We would recommend that customers reduce the risk of unexpected failures, by implementing suitable<br />
condition monitoring systems on rotating plant and machinery. Don’t think of this as capital outlay, but as insurance<br />
against the risk of possible lost production.”<br />
So what is the true cost of a bearing failure in each of your key production areas?<br />
Hartigan continues: “By installing a predictive maintenance system, the customer picks up any problems early.<br />
During the next convenient downtime period, the maintenance team can then remove and replace a bearing with<br />
minimum disruption costs and also avoid the risk of breakdown damage to the equipment.”<br />
Condition monitoring also prevents maintenance teams replacing components unnecessarily and introducing<br />
possible new and unrelated problems. Manufacturing maintenance staff should be using CM systems to predict<br />
when failures are likely to occur and plan replacement during production shutdowns. “In too many companies, parts<br />
are changed on a time basis rather than on a condition basis because the maintenance team considers this to be<br />
the safest option. However, this introduces a further risk, because whenever there’s human intervention, problems<br />
can occur,” explains Hartigan.<br />
“Most companies work in a breakdown culture which is reactive rather than proactive,” she continues. “Rather<br />
than boasting about how rapidly they can repair or replace components and get machinery or pumps back into<br />
production, maintenance teams need to be asking themselves ‘How can we prevent the problems occurring in the<br />
first place?’ CM is the most effective solution.”<br />
If a process plant plans to achieve very high production efficiencies, predictive maintenance is critical. Unforeseen<br />
plant breakdowns simply cannot be tolerated. email info.uk@schaeffler.com<br />
Vol 24 No 1
Green CMMS<br />
The Engine of Sustainability<br />
Scott Lasher Maintenance Connection USA<br />
These days, when someone says the word “green”, they probably aren’t just talking about the color of your sweater.<br />
“Green” and “Going Green” have become the buzzwords du jour for organizations looking to maximize sustainability<br />
within their operation. The move to be green is more than just a fad or buzzword, but rather a key component of<br />
an effective maintenance operation. A crucial stop on the path to sustainability and becoming “green” is in the<br />
implementation of an Enterprise Asset Management / Computerized Maintenance Management System (EAM/<br />
CMMS). When used and implemented to high standards, maintenance software can be the most powerful tool in<br />
your belt on the path to sustainability. The proof is in the numbers: U.S. companies spend over $100 billion annually<br />
on capital equipment and related services. In terms of energy spending, that number quadruples to $400 billion<br />
annually, and that number continues to rise. In a typical manufacturing operation, the highest cost next to personnel<br />
is energy. Clearly, it is critical to effectively track and manage energy consumption to remain competitive, and this<br />
is where EAM/CMMS comes in.<br />
Energy Utilization<br />
EAM/CMMS provide several quality tools that, when used effectively, allow for more granular tracking of energy<br />
consumption. With countless levels of criteria available, and the ability to correlate those criteria to how much energy<br />
is being consumed, energy utilization monitoring is simple and detailed. For example, the ability to determine how<br />
much energy is being consumed for an individual asset, manufacturer, or Preventive Maintenance (PM) history is<br />
available through a CMMS. The level of detail produced allows for better decision making, such as determining<br />
whether it is cost effective to replace an older asset that is consuming a lot of energy with one that is newer and<br />
more energy efficient. Imagine being able to determine that an asset from Manufacturer A is consuming more energy<br />
than the same type of asset from Manufacturer B. Replacing those energy-hogging assets from Manufacturer A can<br />
result in less energy consumption and greater cost savings.<br />
Energy consumption can be logged and detailed using Building Monitoring Systems, Supervisory Control and Data<br />
Acquisition (SCADA) applications and other specialized monitoring equipment that interfaces with the CMMS to<br />
create a tightly wound monitoring and corrective action system.<br />
Condition-based monitoring is another important piece to utilizing a CMMS to reaching high levels of sustainability<br />
in asset management. Triggering corrective work orders, notifications, and even preventive maintenance schedules<br />
based on the level of energy being consumed is something that can greatly reduce energy utilization of given<br />
assets. These conditions are user-definable, meaning the level of flexibility is high. Minimum and maximum values<br />
are set, and based on those conditions, corrective actions are triggered. Condition-based monitoring is particularly<br />
notable in preventive maintenance. Triggering a preventive maintenance action based on a level of usage, like runtime<br />
hours, can greatly increase the overall efficiency of a PM program.<br />
Going Green = Going Paperless<br />
Becoming a more green and sustainable maintenance operation is not solely dependent on monitoring energy<br />
consumption. Moving away from paper and into an electronic platform greatly enhances efficiency and decreases<br />
costs. The cost of paper, storage of paper, creating an efficient filing method, and time spent filing are all greatly reduced<br />
with an electronic platform for the creation, distribution and completion of maintenance work assignments.<br />
To be truly paperless, implementing a mobile platform is essential. With a mobile application of the CMMS attached<br />
to the tool belt of technicians and supervisors alike, the CMMS becomes easy to access and even easier to use.<br />
Work flow becomes timelier, as all parties involved have faster access to more timely data, which in turn decreases<br />
average response time to repair requests. Critical documents can be attached to work requests and accessed from<br />
anywhere, which saves the time and hassle of finding a document stored in endless file cabinets and binders of<br />
information.<br />
Distribution of forms turns into the click of a button, and can appear instantly on the designated recipient’s handheld<br />
device. The recipient can perform a number of tasks, including further distribution, adjustments, associating inventory,<br />
and even completing and closing the assignment with time spent, parts used, and a detailed labor report, all without<br />
ever touching a sheet of paper or picking up a pen. The completed work is stored as history instantly, and any data<br />
entered can be queried using the CMMS reporting mechanism. Time is of the essence to ensure assignments are<br />
being completed and any enhancement to productivity, while also decreasing on the number of trees required to do<br />
so, are all benefits of a paperless work flow through a CMMS mobile tool. This allows for machines to stay running<br />
and sustainability to increase.<br />
Reporting is another area of a maintenance operation that can greatly benefit from going green and paperless.<br />
There are an array of features and functions in any quality CMMS that help satisfy the needs of regulatory bodies<br />
from every industry. As regulatory bodies increase the need for compliance via more frequent audits and required<br />
reports, the importance of having a centralized, organized, and paperless storage system for work history becomes<br />
increasingly important. JCAHO in healthcare, ISO in manufacturing, and Sarbanes Oxley for accounting in many<br />
industries all allow for the submission of electronic reports detailing the necessary compliance to standards set by<br />
the respective regulatory body.<br />
Having the ability to query electronically stored data into an electronic report becomes a few key strokes, rather<br />
than a painful and exhaustive process of collecting and filtering data on endless paper into a comprehensive<br />
history report. This increases productivity and, because it is paperless, saves on printing costs while implementing<br />
sustainable practices. With flexibility a CMMS reporting tool provides, users can create reports from a myriad of<br />
data sets easily and efficiently, all while maintaining a level of detail suitable to relevant regulatory requirements.<br />
For more information about implementing this type of solution using CMMS, visit www.mcaus.com.au. Or contact<br />
Andrew Frahm at Maintenance Connection Australia via sales@mcaus.com.au or 1300 135 002.<br />
Vol 24 No 1
Maintenance News<br />
Honda engine factory in China benefits from SKF on-line<br />
machine monitoring<br />
Sales of Honda cars in China increased by over 50% year on<br />
year during 2009. And with another joint venture factory being<br />
built in 2010 the company is very optimistic about delivering<br />
more of their fashionable and high quality cars to the Chinese<br />
market.<br />
Contributing to this success are the modern and reliable engines<br />
manufactured by Dongfeng Honda, a joint venture factory located<br />
right next to the Honda car assembly plant, in Guangzhou.<br />
Equipped with advanced manufacturing machinery the engine<br />
factory produces engines in the range 1.3 to 2.4 litres for Honda<br />
cars in China. And a central machine in each production line,<br />
critical for high productivity and quality, is the multifunction<br />
machining centre.<br />
These machining centres must operate for very long times in<br />
a range of speeds and loads, which often change very quickly,<br />
as they drill, cut and turn away the metal to form the finished<br />
products of engine block and engine head. So it is absolutely<br />
essential that the machining centre spindle operates within<br />
very tight tolerances to deliver the accuracy required of Honda<br />
engines. Key to spindle performance are the bearings that<br />
support and rotate the spindle across its tough work cycles.<br />
And bearing performance and reliability are therefore critical<br />
to keeping the very high cost spindles delivering high quality<br />
machining output at cost effective levels demanded of all modern<br />
manufacturing plants. This in turn means it is very important, to<br />
detect early indications of any bearing wear that could take the<br />
spindle outside its required tolerances or lead to bearing failure<br />
that would damage the spindle assembly and require very heavy<br />
costs to repair, as well as a long period of loss of production.<br />
Depending on a number of factors a typical machining centre<br />
spindle would have an operational life of 1- 2 years before<br />
replacement of bearings was needed. The actual life is difficult<br />
to determine and a lot of off-line measuring, requiring stopping<br />
production, is needed before taking the decision for a full spindle<br />
bearing replacement action.<br />
Dongfeng Honda maintenance manager, Mr. Chen Shi, was<br />
using off-line monitoring in this way for some years and was<br />
concerned about the amount of lost time needed to carry out<br />
this necessary maintenance. So, in the Honda tradition of<br />
challenging and trying new technology, he had the desire to<br />
upgrade to on-line monitoring. With on-line monitoring, sensors<br />
would track the spindle bearing’s condition 24 hours a day, and<br />
give a signal at any signs of bearing wear or drop in performance<br />
outside specified limits. But on-line monitoring of this sort had<br />
not been applied before by Honda in China, so he had no inhouse<br />
experience to draw on.<br />
So, looking for a partner in this challenge he invited SKF to<br />
propose a solution for his machining centres. An SKF inspection<br />
report led to a 5 months test and evaluation program of the TMU<br />
together with Honda engineers. In this period a number of factors<br />
needed to be determined;<br />
• best location of vibration sensors on the spindle<br />
• arranging cabling for good data transmission yet allowing<br />
spindle full uninhibited movement for all functional machining<br />
operations<br />
• getting accurate control points from Honda’s PLC for all<br />
machining operations<br />
• determining the spindle’s vibration spectrum and trend pattern<br />
for its machining operations for both the spindle head and<br />
the bearing, across a range of typical application speeds and<br />
forces.<br />
At the end of the test period the Honda engineers, now fully<br />
trained on the TMU, were enthusiastic about the potential and<br />
so Chen had 3 TMU’s installed on 3 different machining centres.<br />
Success was almost instant with one TMU detecting a condition<br />
later diagnosed as poor lubrication and immediately rectified, and<br />
a second TMU detecting a bearing defect that could be allowed<br />
to continue until an optimum time for replacing at a scheduled<br />
machine maintenance stop.<br />
A further 19 TMUs have since been installed at the Guangzhou<br />
engine plant and 3 more have been ordered for the Honda plant<br />
in Wuhan. Commenting on this Chen says; “I have been very<br />
satisfied with the performance of the TMU and its ease of use<br />
by our maintenance personnel. And I am also very impressed<br />
with the professionalism of SKF’s engineers who gave fast and<br />
knowledgeable support whenever we needed it. Dongfeng Honda<br />
is safe in the knowledge that the spindles will not fail unexpectedly,<br />
with the corresponding catastrophic effect on production and<br />
costs. Furthermore we can optimize our production, as far as<br />
machining centre availability is concerned, by replacing any<br />
necessary bearings during planned maintenance stops”<br />
Features of the SKF Multilog Online System TMU:<br />
The TMU is a 3 channel 24 hour/day surveillance device designed<br />
to protect critical rotating assets in rugged manufacturing<br />
environments. It can warn of developing machine problems such<br />
as bearing damage, spindle or shaft imbalance, poor lubrication<br />
etc and provide diagnostic information for improving reliability<br />
and quality. Monitoring is done according to user-defined<br />
conditions, making it applicable in a wide number of industries.<br />
In addition it has a special feature which rapidly detects shocks,<br />
such as would occur with a spindle crash, and instantly shuts<br />
down the machine helping to prevent severe damage to machine<br />
components. It has a distributed architecture allowing easy and<br />
flexible expansion to cover small, medium or large machine or<br />
manufacturing systems. www.skf.com<br />
SEW delivers unmatched maintenance support<br />
When shut-down periods approach, and scheduled maintenance<br />
and repairs are carried out, it is important that Australia’s mines<br />
and industrial facilities have access to premium levels of motor<br />
and drive service and support—especially those in remote<br />
areas of the country. With an Australia-wide network of technical<br />
support, assembly and service facilities staffed by teams of<br />
engineers and technical experts, SEW-Eurodrive leads the way<br />
in this regard.<br />
According to SEW-Eurodrive Mechanical Service Team Leader,<br />
Frank Fedele, it’s the company’s extensive support infrastructure<br />
that allows the motor and drives expert to deliver such high<br />
levels of service. “Australia’s industrial and mining motor and<br />
gear-unit users are able to send repair and maintenance jobs<br />
to SEW’s strategically located service and assembly facilities in<br />
Brisbane, Sydney, Melbourne, Adelaide and Perth,” he said. “We<br />
provide the fastest turnaround possible to ensure end-users can<br />
Vol 24 No 1
Maintenance News<br />
get back into production as quickly as possible, after scheduled<br />
maintenance or emergency breakdowns.”<br />
By assembling locally, stocking a comprehensive range of spareparts<br />
and providing 24-hour around-the-clock technical support,<br />
SEW-Eurodrive has gained a reputation as Australia’s most<br />
dependable drive solutions provider. “SEW’s ability to supply<br />
total project lifecycle support throughout Australia sets us apart,”<br />
said Fedele.<br />
Importantly, SEW-Eurodrive recently expanded its Perth sales<br />
and service centre. The new facility is four times the size of the<br />
company’s previous premises and has been purpose-designed<br />
to accommodate the assembly and repair of larger-sized<br />
complete drive packages.<br />
Industry can also access a wide range of technical literature and<br />
product information via SEW-Eurodrive’s DriveGate online portal.<br />
Here, parts lists, CAD drawings and installation and operating<br />
manuals, along with online support, can all be accessed to aid<br />
product selection, installation, maintenance and commissioning.<br />
SEW-Eurodrive also offers motor and drive technology training<br />
courses via the company’s new DriveAcademy training program.<br />
www.sew-eurodrive.com.au<br />
Fiber Bragg Grating – new technology in optical fiber<br />
and semiconductor lasers<br />
Optical fibers provide a fundamental improvement over traditional<br />
methods offering lower loss, higher bandwidth, immunity to<br />
electromagnetic interference, lighter weight, lower cost, and<br />
lower maintenance. By applying a UV laser to “burn” or write<br />
a diffraction grating (a Fiber Bragg Grating – FBG) in the fiber<br />
it became possible to reflect certain wavelength of light, which<br />
used together with an interrogation analyzer precise sensing<br />
measurements could be taken. This technology is widely used for<br />
Dense Wavelength Division Multiplexing DWDM) applications,<br />
for real time fault detection and imbedded monitoring of<br />
smartstructures (stress measurement).<br />
Applied Infrared Sensing launches new Fiber Bragg Grating<br />
Analyzers (FBGA) from BaySpec (USA). These FBGA employ<br />
a highly efficient Volume Phase Grating VPG® as the spectral<br />
dispersion element and an ultra sensitive InGaAs array detector<br />
as the detection element, thereby providing high-speed parallel<br />
processing and continuous spectrum measurements. As an input,<br />
the device uses a tapped signal from the main data transmission<br />
link through a single mode fiber, then collimating it with a micro<br />
lens. The signal is spectrally dispersed with the VPG®, and the<br />
diffracted field is focused onto an InGaAs array detector.<br />
The control electronics read<br />
out the processed digital signal<br />
to extract required information.<br />
Both the raw data and the<br />
processed data are available to<br />
the host.<br />
www.applied-infrared.com.au<br />
Shaft Alignment and Geometric Measurements in New<br />
Package Solutions<br />
Elos Fixturlaser is launching two successors to its best-seller<br />
Fixturlaser XA; the Fixturlaser XA Pro – a complete shaft<br />
alignment tool, and the Fixturlaser XA Ultimate – shaft alignment<br />
and geometric measurements in an ultimate package solution.<br />
Fixturlaser XA Pro<br />
Fixturlaser XA Pro comes with an increased software and<br />
hardware package. The software package contains all you<br />
need for performing shaft alignment of rotating machinery, e.g.<br />
horizontal and vertical shaft alignment, alignment of machine<br />
trains, Hot Check, and Softfoot. A new function is the “Machine<br />
59<br />
Defined Data”, which makes it possible for the user to save<br />
machine configurations as templates. All machine data for each<br />
specific machine, such as machine dimensions, measurement<br />
distances, tolerances, and target values, are readily available<br />
in the Fixturlaser XA Pro alignment tool. The hardware package<br />
contains e.g. thin magnet brackets and an extension fixture,<br />
which are useful when working in narrow spaces. A magnetic<br />
base is also included which will facilitate the mounting of the<br />
measurement units on shafts with a big diameter.<br />
Fixturlaser XA Ultimate<br />
Fixturlaser XA Ultimate is a measurement tool with a complete<br />
software package for both shaft alignment and geometric<br />
measurements, such as flatness and straightness. Having<br />
a properly aligned machine starts already at the time of its<br />
installation, e.g. with checking if the machine foundation is skewed<br />
or warped in any way, which would influence the machine’s<br />
capability to work under optimal conditions. The Fixturlaser<br />
XA Ultimate tool gives the user access to all the software and<br />
hardware that is required for a successful machine installation<br />
and consequently ensuring optimal running conditions for the<br />
machine. www.fixturlaser.com<br />
PartsSource Releases ePartsFinder 4.10<br />
PartsSource, the nation’s only multi-manufacturer, multi-modality,<br />
alternative supplier of medical replacement parts has released<br />
the latest version of its e-commerce platform, ePartsFinder.<br />
Based on user feedback, ePartsFinder 4.10 advances the<br />
procurement and management of medical replacement parts<br />
with the following features and benefits:<br />
• Consolidated Shopping Cart - One screen/one click parts order<br />
process reduces cycle time<br />
• Display Part Image - Digital imaging improves order accuracy<br />
and reduces wrong parts delivered and returns<br />
• Customer Notes/Enhanced Quoting - Dynamic text dialogue<br />
improves order accuracy<br />
• Printing Quotes - Instant quote documentation and printing<br />
from Part Detail screen speeds approval process<br />
• Duplicate Part/Frequently Ordered Parts - Past purchases via<br />
History tab can be easily researched avoiding duplicating<br />
orders and reducing time required to enter and submit parts<br />
orders.<br />
“ePartsFinder is used in over 600 hospitals by over 3,000<br />
technicians.<br />
In addition to releasing ePartsFinder 4.10, we recently<br />
completed customer-driven integrations with leading ERP<br />
and CMMS software companies improving the utility of our<br />
asset management and parts procurement applications by our<br />
customers.” www.partssource.com<br />
Coatings and Automatic Lubricators Cut<br />
Maintenance Costs at Pequiven<br />
Based in Venezuela, Pequiven is a Government-owned<br />
company founded 30 years ago. The company produces<br />
petrochemical products, mainly for the domestic market.<br />
The company specialises in the production of fertilisers<br />
and chemical products, as well as olefins and other<br />
synthetic resins.<br />
At its phosphoric acid plant, which has a production<br />
capacity of around 250 tonnes of P2O5 per day, Pequiven<br />
wanted to improve the running time of a critical conveyor<br />
system that separates the solids from the phosphoric acid<br />
mixture.<br />
Vol 24 No 1
Maintenance News<br />
The bearings on the conveyor system were regularly failing<br />
after just 15 days. As the plant was planning to increase its<br />
production capacity, it needed a bearing supplier that was<br />
able to provide an integral solution to the bearing problem,<br />
including maintenance advice and guidance.<br />
Schaeffler Venezuela recommended that Pequiven use a<br />
coating material for the bearings, to improve the quality of<br />
the housing material. Also, Schaeffler engineers noticed<br />
that manual grease lubrication of the bearings was not<br />
always being carried out correctly at the plant. Therefore,<br />
along with new coating materials for the bearings,<br />
Schaeffler recommended that the plant use automatic<br />
lubrication systems to ensure that relubrication of the<br />
bearings is controlled and that sufficient quantities of fresh<br />
grease is constantly supplied to the contact points inside<br />
the rolling bearings.<br />
Schaeffler replaced the existing bearings with its RASE40-<br />
N-FA125 housed bearing units, with the housings coated<br />
with Corrotect®. Corrotect® is a relatively low cost, 0.5 to<br />
5µm thick zinc alloy coating with cathodic protection, which<br />
is effective against condensation, rainwater, contaminated<br />
water and weak alkaline and weak acidic cleaning agents.<br />
Under load, the coating is compacted into the surface<br />
roughness profile and is partly worn away. The chromate<br />
coating and the passivation increase anti-corrosion<br />
protection and contribute to the optical appearance of the<br />
component.<br />
Corrotect® is ideal for small bearings and bearing mating<br />
parts that need to have a greater resistance to corrosion,<br />
for example drawn cup needle roller bearings with open<br />
ends and thin-walled components in large numbers.<br />
Schaeffler also supplied its<br />
‘FAG Motion Guard Champion’<br />
automatic lubrication system.<br />
FAG Motion Guard CHAMPION<br />
is a robust, electromechanically<br />
driven unit that operates on<br />
replaceable batteries.<br />
The device is electronically controlled and has a backgeared<br />
motor that enables the unit to discharge lubricant<br />
at adjustable intervals of one, three, six or 12 months.<br />
A lubricant canister is screwed to the drive unit, holding<br />
60, 120 or 250cm 3 of lubricating grease. Automatic<br />
pressure control at 5 bar is provided and the unit operates<br />
in temperatures from –10°C up to 50°C. The device<br />
is also protected against dust and splash water and is<br />
immune to electromagnetic interference from surrounding<br />
equipment.<br />
By using Motion Guard Select Manager software, the<br />
user can select the discharge interval for the application,<br />
determine replenishment quantities and select preferred<br />
lubricating greases.<br />
FAG Motion Guard Champion and Compact lubricators<br />
can be used on all types of plant, including pumps,<br />
compressors, fans, conveyors and vehicles.<br />
After supplying the Corrotect® coated bearings and<br />
automatic lubricators, the running time of the conveyor<br />
system was improved as the bearings were now lasting<br />
more than twice the time of the original bearings – but this<br />
still wasn’t long enough for Pequiven. Because of the very<br />
harsh corrosive environment in which the bearings had<br />
to operate, Schaeffler then recommended using stainless<br />
steel bearings and a thermoplastic housing.<br />
After installing the new bearings, Pequiven is now<br />
satisfied with the running times of the conveyor system<br />
and maintenance cost has been reduced significantly.<br />
Schaeffler now takes full responsibility of bearing<br />
maintenance and has helped the customer develop a<br />
special maintenance programme.<br />
email info.uk@schaeffler.com .<br />
SPM®HD cuts maintenance costs at paper mill<br />
60<br />
Since the summer of 2010, Ortviken paper mill outside<br />
Sundsvall, Sweden, uses the SPM HD measuring technique<br />
from SPM Instrument to measure bearing condition on four twin<br />
wire presses.<br />
SCA Ortviken has been measuring bearing condition with SPM<br />
HD, since summer 2010.<br />
Ortviken paper mill, owned by SCA and located on the Gulf of<br />
Bothnia coast in Sweden, produ-ces coated publication papers,<br />
LWC and newsprint on four paper machines. The raw material<br />
is fresh spruce pulpwood, mainly from SCA’s own forests in<br />
northern Sweden. The production ca-pacity is 850.000 tons of<br />
paper.<br />
For Ortviken, SPM HD is the solution to years of problems with<br />
bearing related breakdowns on low RPM machinery like the<br />
twin wire presses, which are used for dewatering of the pulp.<br />
None of the monitoring systems installed in the mill provided<br />
a dependable method for detection of bearing wear and<br />
damage, and bearing replacements therefore were carried out<br />
in conjunction with timebased maintenance. The lack of reliable<br />
bearing condition information often lead to the dismounting of the<br />
wrong bearings, in turn causing breakdowns on other bearings<br />
in worse con-dition. The relatively expansive bearing damages<br />
made dismounting difficult and in some cases the shaft would<br />
also be damaged. Lengthy and unplanned production stops and<br />
consequential damages requiring repair all induced significant<br />
additional costs.<br />
Then in the summer of 2010, the Intellinova online system with<br />
SPM HD was installed on Ortvi-ken’s four Andritz twin wire<br />
presses. Following a short period of system calibration, six<br />
bearing damages have been successfully identified to date.<br />
Four bearings have been replaced during planned stops and<br />
two more will be replaced in the near future. Examination of the<br />
replaced bearings have verified that SPM HD does indicate the<br />
correct type of bearing damage, and bea-ring replacement costs<br />
are now significantly reduced.<br />
Urban Lander, maintenance manager at SCA Ortviken, comments:<br />
”After a few months of bea-ring condition measurement with<br />
SPM HD, we conclude that it works completely and to our full<br />
satisfaction. We are now planning for the application of SPM HD<br />
on more low RPM machinery, and we can recommend SPM HD<br />
to other users with bearing problems on such machinery.”<br />
www.spminstrument.com<br />
Maintenance Software Supports Facilities, Utilities, and<br />
Industrial Plants<br />
SMGlobal has released FastMaint CMMS v. 5.3, a powerful<br />
software application that makes it easy to manage plant<br />
maintenance, facility and building maintenance, resort and<br />
restaurant maintenance, and fleet maintenance.<br />
Solutions are available for use on a single Windows computer<br />
and on a LAN, as well as a web edition that need not be installed<br />
on each computer in the company because it can be accessed<br />
using a standard web browser. For a web demo or to download<br />
a fully-functional 30-day trial, www.smglobal.com.<br />
Vol 24 No 1
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<strong>AMMJ</strong> - Maintenance Books<br />
Asset Management and Maintenance Journal’s Book List<br />
Prices are valid until 30th April 2011. All prices are Australian Dollars. Prices for Australia Include Postage and GST.<br />
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1. MAINTENANCE and RELIABILITY BEST PRACTICES<br />
Ramesh Gulati and Ricky Smith 420pp $140<br />
Many years experience packed into one book. Useful to both the novice and seasoned professionals. Topics include Best Practices;<br />
Culture and Leadership; Understanding Maintenance; Work Management, Planning and Scheduling; Inventory Management;<br />
Measuring and Design for Reliability and Maintainability; Role of Operations; PM Optimization; Managing Performance; Workforce<br />
Management; M & R Analysis Tools; etc.<br />
2. FAILURE MAPPING<br />
Daniel T Daley 165pp $115<br />
A new powerful tool for improving reliability and maintenance. Failure Maps help describe past failures accurately and succinctly.<br />
Recording failure histories in a manner that will make the records useful in the future. Using failure Maps to improve reliability<br />
by identifying failure mechanisms. Improving the effectiveness of diagnostic and troubleshooting processes. Improving the<br />
effectiveness of “triage” as part of failure response.<br />
3. THE 15 MOST COMMON OBSTACLES TO WORLD-CLASS RELIABILITY<br />
Don Nyman 150pp $85<br />
This book is intended as a wake up call to those wishing to implement World-Class Reliability. The main obstacles that must be<br />
addressed by middle managers, engineers and functional specialists in the pursuit of Maintenance and Reliability excellence. It<br />
focuses on the managerial leadership, cultural change, organization-wide commitment, and perseverance required to transform<br />
from a reactive to proactive system.<br />
4. MAINTENANCE ENGINEERING HANDBOOK 7th Edition<br />
L.R. Higgins, K. Mobley and D.J. Wikoff 1200pp $290<br />
This handbook is a one stop source of answers on all maintenance engineering functions, from managing, planning, and budgeting<br />
to solving environmental problems. The Seventh Edition has been thoroughly revised with eleven all new chapters along with<br />
complete updates of key sections. A valuable source of information for Maintenance Engineers, Managers, Plant Engineers,<br />
Supervisors and Maintenance technicians.<br />
5. MAINTENANCE STRATEGY SERIES (5 Volumes)<br />
Terry Wireman<br />
5.1 Preventive Maintenance (Vol 1) 220pp $125<br />
Details the importance of preventive maintenance to an overall maintenance strategy. The text illustrates how the components of<br />
any maintenance strategy are interlinked with dependencies and the performance measures necessary to properly manage the<br />
preventive maintenance program.<br />
5.2 MRO Inventory and Purchasing (Vol 2) 150pp $125<br />
Shows how to develop an inventory and purchasing program for MRO spares and supplies as part of an overall strategy.<br />
Specifically, the text focuses on the importance of a well organized storage location and part inventory numbering system detailing<br />
to the reader the most effective ways to accomplish this goal. The receiving and parts issues disciplines are discussed in detail.<br />
5.3 Maintenance Work Management Processes (Vol 3) 200pp $125<br />
Focuses on developing a work management process that will support the maintenance strategy components. It outlines a<br />
financially cost effective process that collects the data to use advanced strategies such as RCM and TPM. The text extensively<br />
details the maintenance organizational development process and then outlines nine basic work management flows. The nine flows<br />
are then discussed in detail.<br />
5.4 Successfully Utilizing CMMS/EAM Systems (Vol 4) 200pp $125<br />
Shows how CMMS/EAM systems are necessary to support a maintenance and reliability organization in companies today. The<br />
proper methodologies for selecting and implementing a CMMS/EAM system. How to properly utilize the system to gain a maximum<br />
return on the system investment.The organization and methodology to truly achieve Enterprise Asset Management - an elusive goal<br />
for most organizations.<br />
5.5 Training Programs for Maintenance Organizations (Vol 5) 200pp $125<br />
Highlights the need for increased skills proficiency in maintenance and reliability organizations today. Skills shortages. Developing<br />
cost-effective and efficient skills training programs. Modern tools for duty, task, and needs analysis - creating a complete skills<br />
development initiative. The reader will be able to use information in this text to develop or enhance a skills training program in their<br />
company<br />
6. FACILITY MANAGER’S MAINTENANCE HANDBOOK 2ND Edition<br />
B. Lewis and R Payant 560pp $240<br />
This essential on-the-job resource presents step-by-step coverage of the planning, design, and execution of operations and<br />
maintenance procedures for structures, equipment, and systems in any type of facility. Now with 40% new information, this Second<br />
Edition includes brand-new chapters on emergency response procedures, maintenance operations benchmarking and more. This<br />
book covers both operations & maintenance.<br />
7. IMPROVING RELIABILITY & MAINTENANCE FROM WITHIN<br />
Stephen J. Thomas 350pp $125<br />
This unique book is perfect for those who are internal consultants…and may not know it. This practical resource does more<br />
than start internal consultants on the road to improvement, it accompanies them on the journey! Upper management looking to<br />
understand internal consulting, middle tier reliability and maintenance management, and those who hold “special projects” positions<br />
will find this reference extremely useful.<br />
Vol 24 No 1
8. PLANT MAINTENANCE MANAGEMENT ( 3 Volumes)<br />
Anthony Kelly 3 Volume Set $295<br />
8.1 Strategic Maintenance Planning Individual Book Price $140<br />
Imparts an understanding of the concepts, principles and techniques of preventive maintenance and shows<br />
how complexity can be resolved by a systematic ‘Top-Down Bottom-Up’ approach.<br />
8.2 Managing Maintenance Resources Individual Book Price $140<br />
Shows how to reduce the complexity of organizational design through a unique way of modeling the<br />
maintenance-production organization along with organizational guidelines to provide solutions to identified problems.<br />
8.3 Maintenance Systems and Documentation Individual Book Price $140<br />
Addresses the main systems necessary for the successful operation of a maintenance organization, such as performance control,<br />
work control and documentation, and shows how they can be modelled, their function and operating principles.<br />
9. MAINTENANCE BENCHMARKING & BEST PRACTICES<br />
Ralph W Peters 566pp $165<br />
This guide provides benchmarking tools for the successful design and implementation of a customer-centered strategy for<br />
maintenance. Included in this guide is the author-devised “Maintenance Operations Scoreboard”. This has been used to perform<br />
over 200 maintenance evaluations in over 5,000 profit centered maintenance organizations.<br />
10. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS MADE EASY<br />
Kishan Bagadia 267pp $180<br />
Written by a world-renowned CMMS expert, Computerized Maintenance Management Systems Made Easy presents a clear, stepby-step<br />
approach for evaluating a company’s maintenance, then selecting the right CMMS and implementing the system for optimal<br />
efficiency and cost-effectiveness.<br />
11. PLANT AND MACHINERY FAILURE PREVENTION<br />
A A Hattangadi 458pp $230<br />
Plant and Machinery Failure Prevention is based on the premis of “Zero-Failure Performance”. The book introduces the general<br />
features and investigative methods at the design phase for determining failures in mechanical components such as: Flat Belt<br />
Failures, Vee-belt Failures, Pulley Failures, Gear Failures, Steel Wire Rope Failures, Spring Failures, and Gasket Failures. Includes<br />
numerous case studies.<br />
12. MAINTENANCE PLANNING & SCHEDULING HANDBOOK 2nd edition<br />
Richard D Palmer 544pp $185<br />
Written by an author with over two decades of experience, this classic handbook provides proven planning and scheduling<br />
strategies and techniques that will take any maintenance organization to the next level of performance. This book is regarded<br />
as the chief authority for establishing effective maintenance planning and scheduling in the real world. The second edition has<br />
important new sections.<br />
13. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime<br />
Steven Borris 448pp $180<br />
With equipment downtime costing companies thousands of dollars per hour, many turn to Total Productive Maintenance as a<br />
solution. Short on theory and long on practice, this book provides examples and case studies, designed to provide maintenance<br />
engineers and supervisors with a framework for strategies, day-to-day management and training techniques that keep their<br />
equipment running at top efficiency.<br />
14. PRODUCTION SPARE PARTS – Optimizing the MRO Inventory Assets<br />
Eugene C Moncrief 307pp $125<br />
Spare parts stocking theory and practice. Uses the Pareto Principal to achieve superior results with a minimum of investment<br />
of time. Includes the following topics: the risks inherent in setting inventory stocking levels, setting the reorder point, setting the<br />
reorder quantity, determining excess inventory, how to avoid unnecessary purchases of spares, and how to set and monitor goals<br />
for inventory improvement.<br />
15. MANAGING FACTORY MAINTENANCE 2nd Ed<br />
Joel Levitt 320pp $125<br />
This second edition tells the story of maintenance management in factory settings. . World Class Maintenance Management<br />
revisited and revised, evaluating current maintenance practices, quality improvement, maintenance processes, maintenance<br />
process aids, maintenance strategies, maintenance interfaces, and personal development and personnel development.<br />
16. THE MAINTENANCE SCORECARD – Creating Strategic Advantage<br />
Daryl Mather 257pp $125<br />
Provides the RCM Scorecard, which is unique to this book and has not been done previously to this level of detail. Includes<br />
information and hints on each phase of the Maintenance Scorecard approach. Focuses at length on the creation of strategy for<br />
asset management and details the differences between various industry types, sectors and markets.<br />
17. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE<br />
Stephen J Thomas 356pp $125<br />
This unique and innovative book explains how to improve maintenance and reliability performance at the plant level by changing<br />
the organization’s culture. This book demystifies the concept of organizational culture and links it with the eight elements of change:<br />
leadership, work process, structure, group learning, technology, communication, interrelationships, and rewards.<br />
18. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE<br />
Scheffer & Girdhar 272pp $150<br />
Develop and apply a predictive maintenance regime for machinery based on the latest vibration analysis and fault rectification<br />
techniques. Build a working knowledge of the detection, location and diagnosis of faults in rotating and reciprocating machinery<br />
using vibration analysis. Gain an understanding of the latest techniques of predictive maintenance..<br />
19. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share<br />
R Smith & B Hawkins 304pp $160<br />
Detailed, step-by-step, fully explained processes for each phase of Lean Maintenance implementation providing examples,<br />
checklists and methodologies of a quantity, detail and practicality that no previous publication has even approached. a required<br />
reference, for every plant and facility that is planning, or even thinking of adopting ‘Lean’ as their mode of operation.<br />
Vol 24 No 1<br />
63
64<br />
20. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES<br />
Joel Levitt 208pp $125<br />
Brings together the issues of maintenance planning, project management, logistics, contracting, and accounting for shutdowns.<br />
Includes hundreds of shutdown ideas gleaned from experts worldwide. Procedures and strategies that will improve your current<br />
shutdown planning and xecution.<br />
21. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies for Optimizing Performance<br />
V Narayan 288pp $130<br />
Providing readers with a clear rationale for implementing maintenance programs. This book examines the role of maintenance in<br />
minimizing the risks relating to safety or environmental incidents, adverse publicity, and loss of profitability. Bridge the gap between<br />
designers/maintainers and reliability engineers, this guide is sure to help businesses utilize their assets effectively, profitably.<br />
22. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed<br />
Bloch & Geitner 650pp $255<br />
The names Bloch and Geitner are synonymous with machinery maintenance and reliability for process plants. They have saved<br />
companies millions of dollars a year by extending the life of rotating machinery in their plants. Extending the life of existing<br />
machinery is the name of the game in the process industries, not designing new machinery. This book was the first and is still the<br />
best in its field.<br />
23. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2 nd Edition<br />
Terry Wireman 288pp $120<br />
While the previous edition concentrated on the basic indicators for managing maintenance and how to link them to a company’s<br />
financials, the second edition addresses further advancements in the management of maintenance. One of only a few<br />
comprehensive collections of performance indicators for managing maintenance in print today.<br />
24. RELIABILITY DATA HANDBOOK<br />
Robert Moss 320pp $315<br />
Focusing on the complete process of data collection, analysis and quality control, the subject of reliability data is covered in great<br />
depth, reflecting the author’s considerable experience and expertise in this field. Analysis methods are not presented in a clinical<br />
way – they are put into context, considering the difficulties that can arise when performing assessments of actual systems.<br />
25. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS – Pressure Vessels & Mechanical Plant<br />
Clifford Matthews 690pp $495<br />
This comprehensive volume gives detailed coverage of pressure equipment and other mechanical plant such as cranes and<br />
rotating equipment. There is a good deal of emphasis on the compliance [UK standards] aspects and the duty of care requirements<br />
placed on plant owners, operators, and inspectors.<br />
26. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT<br />
Terry Wireman 228pp $130<br />
This book will provide users with all the necessary tools to be successful in benchmarking maintenance management. It presents a<br />
logical step-by-step methodology that will enable a company to conduct cost-effective benchmarking. It presents an overview of the<br />
benchmarking process, a self analysis, and a database of the results of more than 100 companies that have used the analysis.<br />
27. RCM - GATEWAY TO WORLD CLASS MAINTENANCE<br />
A Smith & G Hinchcliffe 337pp $145<br />
Includes detailed instructions for implementing and sustaining an effective RCM program; Presents seven real-world successful<br />
case studies from different industries that have profited from RCM; Provides essential information on how RCM focuses your<br />
maintenance organization to become a recognized ‘center for profit’. It provides valuable insights into preventive maintenance<br />
practices and issues.<br />
28. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide<br />
R Smith, R K Mobley 537pp $105<br />
The new standard reference book for industrial and mechanical trades. Industrial Machinery Repair provides a practical reference<br />
for practicing plant engineers, maintenance supervisors, physical plant supervisors and mechanical maintenance technicians. It<br />
focuses on the skills needed to select, install and maintain electro-mechanical equipment in a typical industrial plant or facility.<br />
29. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2 nd Edition<br />
Keith Mobley 337pp $195<br />
This second edition of An Introduction to Predictive Maintenance helps plant, process, maintenance and reliability managers<br />
and engineers to develop and implement a comprehensive maintenance management program, providing proven strategies for<br />
regularly monitoring critical process equipment and systems, predicting machine failures, and scheduling maintenance accordingly.<br />
30. MAINTENANCE PLANNING, SCHEDULING & COORDINATION<br />
Dan Nyman and Joel Levitt 228pp $115<br />
Planning, parts acquisition, work measurement, coordination, and scheduling. It also addresses maintenance management,<br />
performance, and control; and it clarifies the scope, responsibilities, and contributions of the Planner/Scheduler function and the<br />
support of other functions to Job Preparation, Execution, and Completion. This book tells the whole story of maintenance planning<br />
from beginning to end.<br />
31. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed<br />
David Smith 368pp $170<br />
Reliability, Maintainability and Risk has been updated to ensure that it remains the leading reliability textbook - cementing the<br />
book’s reputation for staying one step ahead of the competition. Includes material on the accuracy of reliability prediction and<br />
common cause failure . This book deals with all aspects of reliability, maintainability and safety-related failures in a simple and<br />
straightforward style.<br />
32. ASSET MANAGEMENT AND MAINTENANCE - THE CD<br />
Nicholas A Hastings 820 slides $150<br />
Asset Management and Asset Management Overview; Life Cycle Costing; Maintenance Organisation & Control; Spares &<br />
Consumables Management; Failure Mode and Effects Analysis; Risk Analysis and Risk Management; Reliability Data Analysis; Age<br />
Based Replacement Policy Analysis; Availability and Maintainability; Measuring Maintenance Effectiveness; Reliability of Systems.<br />
Vol 24 No 1
MAINTENANCE BOOKS – ORDER FORM<br />
Prices are valid until 30 April 2011. All prices are Australian Dollars. Prices for Australia Include Postage and GST.<br />
Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$25<br />
Engineering Information Transfer P/L, 7 Drake Street, Mornington, Vic 3931 Australia Ph: 03 5975 0083 Fax: 03 5975 5735 Email: mail@maintenancejournal.com<br />
Please indicate<br />
quantity required.<br />
1. MAINTENANCE AND RELIABILITY BEST PRACTICES $140<br />
Item Title Aus$<br />
2. FAILURE MAPPING $115<br />
3. THE 15 MOST COMMON OBSTACLES TO WORLD-CLASS RELIABILITY $85<br />
4. MAINTENANCE ENGINEERING HANDBOOK 7th Edition $290<br />
5.1 PREVENTIVE MAINTENANCE - MAINTENANCE STRATEGY SERIES (Volume 1) $125<br />
5.2 MRO INVENTORY AND PURCHASING - MAINTENANCE STRATEGY SERIES (Volume 2) $125<br />
5.3 MAINTENANCE WORK MANAGEMENT PROCESSES - MAINTENANCE STRATEGY SERIES (Vol 3) $125<br />
5.4 SUCCESSFULLY UTILIZING CMMS/EAM SYSTEMS - MAINTENANCE STRATEGY SERIES (Vol 4) $125<br />
5.5 TRAINING PROGRAMS FOR MAINTENANCE ORGANIZATIONS - MAINT. STRATEGY SERIES (Vol 5) $125<br />
6. FACILITY MANAGER’S MAINTENANCE HANDBOOK 2nd Ed $240<br />
7. IMPROVING RELIABILITY AND MAINTENANCE FROM WITHIN $125<br />
8. PLANT MAINTENANCE MANAGEMENT - Kelly’s 3 Volume Set $295<br />
8.1 STRATEGIC MAINTENANCE PLANNING - Individual Book $140<br />
8.2 MANAGING MAINTENANCE RESOURCES - Individual Book $140<br />
8.3 MAINTENANCE SYSTEMS & DOCUMENTATION - Individual Book $140<br />
9. MAINTENANCE BENCHMARKING & BEST PRACTICES $165<br />
10. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS MADE EASY $180<br />
11. PLANT AND MACHINERY FAILURE PREVENTION $230<br />
12. MAINTENANCE PLANNING & SCHEDULING HANDBOOK 2ND EDITION R D Palmer $185<br />
13. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime $180<br />
14. PRODUCTION SPARE PARTS – Optimizing the MRO Inventory Assets $125<br />
15. MANAGING FACTORY MAINTENANCE 2nd Ed $125<br />
16. THE MAINTENANCE SCORECARD – Creating Strategic Advantage $125<br />
17. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE $125<br />
18. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE $150<br />
19. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share $160<br />
20. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES $125<br />
21. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies $130<br />
22. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed $255<br />
23. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd Ed $120<br />
24. RELIABILITY DATA HANDBOOK $315<br />
25. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS – Mechanical Plant $495<br />
26. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT $130<br />
27. RCM - GATEWAY TO WORLD CLASS MAINTENANCE $145<br />
28. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide $105<br />
29. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd Ed $195<br />
30. MAINTENANCE PLANNING, SCHEDULING & COORDINATION $115<br />
31. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed $170<br />
32. ASSET MANAGEMENT AND MAINTENANCE - THE CD $150<br />
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Vol 24 No 1
And you thought<br />
we just made bearings<br />
SKF Reliability Systems<br />
Combining over 100 years of experience to<br />
optimise your productivity and profitability<br />
Reliability Services<br />
Reliability and Maintenance<br />
Training Courses<br />
SKF Reliability Systems<br />
Training Calendar 2010<br />
January<br />
SUN 31 3 10 17 24<br />
MON 4 11 18 25<br />
TUE 5 12 19 26 Australia Day<br />
WED 6 13 20 27<br />
THU 7 14 21 28<br />
FRI 1 New Years Day 8 15 22 29<br />
SAT 2 9 16 23 30<br />
February<br />
SUN 7 14 21 28<br />
MON 1 8 15 22<br />
TUE 2 9 16 23<br />
WED 3 10 17 24<br />
THU 4 11 18 25<br />
FRI 5 12 19 26<br />
SAT 6 13 20 27<br />
March<br />
SUN 7 14 21 28<br />
MON 1 Labour Day (WA) 8 15 22 29<br />
TUE 2 9 16 23 30<br />
WED 3 10 17 24 31<br />
THU 4 11 18 25<br />
FRI 5 12 19 26<br />
SAT 6 13 20 27<br />
April<br />
SUN 4 11 18 25<br />
MON 5 Easter Monday 12 19 26 ANZAC Day<br />
TUE 6 13 20 27<br />
WED 7 14 21 28<br />
THU 1 8 15 22 29<br />
FRI 2 Good Friday 9 16 23 30<br />
SAT 3 10 17 24<br />
May<br />
Labour Day (VIC)<br />
Adelaide Cup (SA)<br />
Canberra Day (ACT)<br />
SUN 30 2 9 16 23<br />
MON 31 3 10 17 24<br />
TUE 4 11 18 25<br />
WED 5 12 19 26<br />
THU 6 13 20 27<br />
FRI 7 14 21 28<br />
SAT 1 8 15 22 29<br />
June<br />
IR1 BTM LB1 IR1<br />
BTM<br />
BTM IR1 RCF<br />
BTM LB1 IR1<br />
OA1<br />
BTM<br />
IR1<br />
BTM IR1 RCF<br />
BTM BTM BTM<br />
OA1<br />
PT<br />
IR1<br />
BTM IR1<br />
OA1 BTM BTM BTM DB<br />
PT<br />
IR1 OA1 BTM IR1 BTM<br />
SUN 6 13 20 27<br />
MON 7 Foundation Day (WA) 14 Queens Birthday 21 26<br />
TUE 1 8 15 22 29<br />
WED 2 9 16 23 30<br />
THU 3 10 17 24<br />
FRI 4 11 18 25<br />
SAT 5 12 19 26<br />
CR LB1<br />
CR LB1<br />
July<br />
SUN 4 11 18 25<br />
MON 5 12 19 26<br />
TUE 6 13 20 27<br />
WED 7 14 21 28<br />
THU 1 8 15 22 29<br />
FRI 2 9 16 23 30<br />
SAT 3 10 17 24 31<br />
August<br />
SUN 1 8 15 22 29<br />
MON 2 9 16 23 30<br />
TUE 3 10 17 24 31<br />
WED 4 11 18 25<br />
THU 5 12 19 26<br />
FRI 6 13 20 27<br />
SAT 7 14 21 28<br />
September<br />
SUN 5 12 19 26<br />
UT<br />
PMS IR1<br />
PMS<br />
PMS<br />
FMC<br />
UT BTM PME<br />
IR1 OA1<br />
PMS MAR RCF<br />
BTM<br />
ML1<br />
PMS<br />
FMC<br />
ML1 RCF MSR ESA UT BTM PME<br />
IR1 OA1 ESA PMS MIC RCF<br />
BTM<br />
ML1<br />
PMS<br />
FMC<br />
ML1 RCF SPM UT UT BTM<br />
IR1 OA1<br />
PMS<br />
BTM<br />
ML1<br />
MON 6 13 20 27<br />
TUE 7 14 21 28<br />
WED 1 8 15 22 29<br />
THU 2 9 16 23 30<br />
FRI 3 10 17 24<br />
SAT 4 11 18 25<br />
October<br />
PMS<br />
RCF PT<br />
VA2<br />
VA1<br />
PT PMS FMC<br />
ML1 RCF<br />
BTM ESA<br />
OA1 RCF<br />
BTM<br />
PME VA2 BTM<br />
VA1<br />
PMS FMC<br />
BTM<br />
ML1 LB1 PME BTM DB<br />
OA1 RCF<br />
BTM<br />
VA2 BTM<br />
VA1 PMS FMC<br />
BTM MIC<br />
ML1 LB1<br />
BTM<br />
OA1<br />
BTM<br />
VA2 BTM<br />
PMS<br />
BTM<br />
OA1<br />
VA2<br />
PSF<br />
PSF<br />
BTM<br />
OAM<br />
MSR UT<br />
VA1<br />
FMC<br />
CAF RCF<br />
OA1 BTM CAF ESA BTM ML1 RCF<br />
OAM CR<br />
BTM<br />
BTM CR LB1 VA1 BTM BTM ML1 RCF OAM DB MIC MSR UT ML1<br />
BTM<br />
BTM<br />
VA1<br />
FMC<br />
LB1 RCF<br />
OA1 BTM<br />
BTM ML1 RCF<br />
OAM CR<br />
BTM<br />
BTM CR LB1 VA1 BTM BTM ML1 RCF OAM<br />
BTM<br />
BTM<br />
VA1<br />
FMC<br />
LB1 CAF<br />
OA1 BTM CAF<br />
BTM ML1<br />
OAM ESA<br />
BTM<br />
BTM ESA PT VA1 CR BTM ML1<br />
OAM<br />
BTM<br />
BTM<br />
PSF<br />
OA1 ESA PSF<br />
PT<br />
CR<br />
OAM<br />
PMS SPM<br />
OAM<br />
SPM<br />
BTM<br />
BTM ML1 VA1 FMC PMS CR RCF OAM BTM ML1 PME<br />
BTM<br />
RCF<br />
PME<br />
BTM DB<br />
BTM ML1 VA1 FMC PMS BTM CR<br />
OAM BTM ML1<br />
MSR<br />
ESA<br />
BTM<br />
BTM ML1 VA1 FMC PMS BTM MSR OAM BTM ML1<br />
May Day (NT)<br />
Labour Day (QLD)<br />
PMS<br />
MSR OAM<br />
Bank Holiday (NSW)<br />
Picnic Day (NT)<br />
SPM UT UT<br />
PMS IR1 OA1<br />
PMS<br />
SUN 31 3 10 17 24<br />
MON 4 11 18 25<br />
TUE 5 12 19 26<br />
WED 6 13 20 27<br />
THU 7 14 21 28<br />
FRI 1 8 15 22 29<br />
SAT 2 9 16 23 30<br />
November<br />
SUN 7 14 21 28<br />
MON 1 8 15 22 29<br />
TUE 2 Melb Cup (VIC) 9 16 23 30<br />
WED 3 10 17 24<br />
THU 4 11 18 25<br />
FRI 5 12 19 26<br />
SAT 6 13 20 27<br />
December<br />
Labour Day<br />
(NSW, ACT & SA)<br />
SUN 5 12 19 26<br />
MON 6 13 20 27 Christmas Day<br />
TUE 7 14 21 28 Boxing Day<br />
WED 1 8 15 22 29<br />
THU 2 9 16 23 30<br />
FRI 3 10 17 24 31<br />
SAT 4 11 18 25<br />
Family & Community<br />
Day (ACT)<br />
OA1 VA1<br />
BTM ESA ML1 RCF VA2 BTM PME PT OA1 BTM ESA<br />
RCF<br />
BTM<br />
OA1 VA1<br />
BTM BTM ML1<br />
VA2 PME PT OA1 BTM<br />
VA1<br />
FMC<br />
BTM<br />
OA1 VA1<br />
BTM BTM ML1 VA1 VA2 MAR<br />
OA1 BTM RCF DB<br />
FMC<br />
BTM VA1 VA2 FMC<br />
OA1 RCF<br />
SPM<br />
SRM PMS VA2<br />
VA3<br />
PMS SRM<br />
VA3<br />
ESA<br />
ML1 ESA RCF SPM BTM SRM<br />
PMS ML1 FMC PT BTM MAR RCF<br />
BTM<br />
VA2 RCF PT MIC VA3 BTM<br />
PMS BTM SRM<br />
VA3 BTM<br />
RCF<br />
ML1 RCM RCF<br />
BTM SRM<br />
PMS ML1 FMC PT BTM MIC RCF<br />
BTM<br />
VA2 RCF PT<br />
VA3 BTM RCM<br />
PMS BTM SRM RCF<br />
ML1 RCM<br />
BTM ESA SPM<br />
PMS ML1 FMC<br />
BTM BTM<br />
VA2<br />
VA3 BTM RCM<br />
PMS BTM SPM<br />
RCM<br />
SPM<br />
PMS ESA<br />
VA2<br />
VA3 RCM<br />
PMS SPM<br />
PMS BTM<br />
BTM ML1<br />
BTM BTM PME RCF<br />
PMS BTM<br />
VA1<br />
MAR<br />
BTM BTM<br />
BTM<br />
VA1<br />
BTM ML1<br />
BTM ESA BTM PME RCF PMS BTM CR<br />
VA3 BTM ESA<br />
BTM RCF<br />
BTM<br />
BTM<br />
VA1<br />
BTM ML1<br />
BTM BTM<br />
PMS PT CR<br />
VA3 BTM<br />
BTM RCF<br />
BTM<br />
BTM<br />
PMS PT<br />
VA3<br />
OA1<br />
VA2<br />
SKF Public Course Locations<br />
Bearing Technology Kalgoorlie<br />
SOUTH AUSTRALIA<br />
WESTERN AUSTRALIA Root Cause Bearing Streamlined Reliability<br />
& Maintenance (WE201) 9-11 March<br />
Darwin<br />
Wingfield<br />
Perth<br />
Failure Analysis level 2 Centered Maintenance<br />
NEW SOUTH WALES 16-18 November<br />
15 September<br />
9 November<br />
9-12 February<br />
(WE204)<br />
(MS331)<br />
Bathurst<br />
Karatha<br />
QUEENSLAND<br />
VICTORIA<br />
NEW ZEALAND<br />
NEW SOUTH WALES SOUTH AUSTRALIA<br />
20-22 July<br />
22-24 June<br />
Archerfield<br />
Oakleigh<br />
Hamilton<br />
Newcastle<br />
Wingfield<br />
Canberra<br />
Perth<br />
23 November<br />
8 July<br />
4-8 October<br />
21-22 September<br />
10-12 May<br />
10-12 August<br />
16-18 February<br />
Mackay<br />
WESTERN AUSTRALIA<br />
Smithfield<br />
VICTORIA<br />
Dubbo<br />
25-27 May<br />
9 February<br />
Perth<br />
Optimising Asset<br />
27-28 July<br />
Oakleigh<br />
13-15 April<br />
3-5 August<br />
Mt Isa<br />
22 September<br />
Management through<br />
NORTHERN TERRITORY 22-24 November<br />
Newcastle<br />
26-28 October<br />
12 February<br />
Maintenance Strategy<br />
Darwin<br />
8-10 June<br />
PAPUA NEW GUINEA Townsville<br />
Lubrication in rolling level 2 (MS300)<br />
25-26 May<br />
Ultrasonic Testing<br />
30 Nov-2 Dec<br />
Lae<br />
12 August<br />
element bearings level 1 QUEENSLAND<br />
QUEENSLAND<br />
(WI320)<br />
Orange<br />
24-26 August<br />
SOUTH AUSTRALIA<br />
(WE203)<br />
Townsville<br />
Archerfield<br />
QUEENSLAND<br />
23-25 February<br />
FIJI<br />
Wingfield<br />
NEW SOUTH WALES 22-26 March<br />
16-17 February<br />
Archerfield<br />
14-16 September<br />
Suva<br />
12 October<br />
Smithfield<br />
WESTERN AUSTRALIA<br />
Gladstone<br />
6-10 September<br />
Smithfield<br />
7-9 July<br />
VICTORIA<br />
28-29 January<br />
Perth<br />
4-5 May<br />
WESTERN AUSTRALIA<br />
23-25 March<br />
Lautoka<br />
Oakleigh<br />
QUEENSLAND<br />
23-27 August<br />
Mackay<br />
Perth<br />
25-27 May<br />
13-15 July<br />
25 February<br />
Archerfield<br />
NEW ZEALAND<br />
28-29 October<br />
30 August-3 September<br />
19-21 October<br />
NEW ZEALAND<br />
1 September<br />
10-11 August<br />
Hamilton<br />
Mt Isa<br />
Wollongong<br />
Whangarei<br />
WESTERN AUSTRALIA<br />
SOUTH AUSTRALIA<br />
23-25 February<br />
Vibration Analysis<br />
2-3 February<br />
22-24 June<br />
9-11 February<br />
Kalgoorlie<br />
Wingfield<br />
level 1 (WI202)<br />
NORTHERN TERRITORY Auckland<br />
4 May<br />
14-15 July<br />
Predictive Maintenance Toowoomba<br />
NEW SOUTH WALES<br />
Darwin<br />
2-4 March<br />
Karatha<br />
VICTORIA<br />
for Electric Motors<br />
12-13 July<br />
Smithfield<br />
23-25 February<br />
Hamilton<br />
26 October<br />
Oakleigh<br />
level 1<br />
SOUTH AUSTRALIA<br />
23-25 February<br />
QUEENSLAND<br />
23-25 March<br />
Perth<br />
3-4 February<br />
NEW SOUTH WALES Wingfield<br />
QUEENSLAND<br />
Archerfield<br />
Rotorua/Kawerau<br />
13 May<br />
WESTERN AUSTRALIA<br />
Smithfield<br />
23-24 November<br />
Archerfield<br />
11-13 May<br />
20-22 April<br />
5 November<br />
Perth<br />
7-8 September<br />
TASMANIA<br />
22-24 June<br />
12-14 October<br />
Napier<br />
NEW ZEALAND<br />
19-20 April<br />
QUEENSLAND<br />
Hobart<br />
QUEENSLAND<br />
Archerfield<br />
12-13 October<br />
Mt Isa<br />
Blackwater<br />
11-13 May<br />
Hamilton<br />
Machinery Lubrication 13-14 July<br />
VICTORIA<br />
13-15 July<br />
7-9 December<br />
Palmerston North<br />
24 March<br />
Technician level 1<br />
SOUTH AUSTRALIA<br />
Gipssland<br />
SOUTH AUSTRALIA<br />
Bundaberg<br />
15-17 June<br />
Christchurch<br />
(WE265)<br />
Wingfield<br />
16-17 March<br />
Mt Gambier<br />
1-3 June<br />
New Plymouth<br />
20 July<br />
NEW SOUTH WALES 15-16 June<br />
Oakleigh<br />
10-12 August<br />
Cairns<br />
20-22 July<br />
13-15 April<br />
Lower Hutt<br />
Improving Crusher<br />
Smithfield<br />
VICTORIA<br />
17-18 August<br />
VICTORIA<br />
Emerald<br />
17-19 August<br />
Reliability level 1<br />
21-23 September<br />
Oakleigh<br />
WESTERN AUSTRALIA Oakleigh<br />
22-24 June<br />
Nelson<br />
(WI270)<br />
QUEENSLAND<br />
19-20 October<br />
Kalgoorlie<br />
5-7 October<br />
Gladstone<br />
7-9 September<br />
NEW SOUTH WALES<br />
Archerfield<br />
WESTERN AUSTRALIA 1-2 September<br />
WESTERN AUSTRALIA<br />
23-25 March<br />
Christchurch<br />
Newcastle<br />
9-11 March<br />
Perth<br />
Perth<br />
Perth<br />
19-21 October<br />
13-15 October<br />
16-17 March<br />
Gladstone<br />
23-24 March<br />
15-16 June<br />
9-11 March<br />
Mackay<br />
Timaru<br />
Smithfield<br />
13-15 July<br />
8-9 December<br />
NEW ZEALAND<br />
27-29 July<br />
2-4 November<br />
10-11 August<br />
Townsville<br />
Proactive Maintenance NEW ZEALAND<br />
Hamilton<br />
Moronbah<br />
Dunedin<br />
QUEENSLAND<br />
1-3 June<br />
Skills level 1 (WE241) Hamilton<br />
13-15 October<br />
23-25 February<br />
23-25 November<br />
Archerfield<br />
SOUTH AUSTRALIA<br />
NEW SOUTH WALES 13-14 April<br />
Mt Isa<br />
Invercargill<br />
28-29 January<br />
Wingfield<br />
Smithfield<br />
Christchurch<br />
Vibration Analysis<br />
2-4 March<br />
14-16 December<br />
Mt Isa<br />
4-6 May<br />
21-25 June<br />
9-10 November<br />
level 2 (WI203)<br />
7-9 September<br />
23-24 June<br />
TASMANIA<br />
QUEENSLAND<br />
VICTORIA<br />
Toowoomba<br />
Compressed Air<br />
SOUTH AUSTRALIA<br />
Hobart<br />
Archerfield<br />
Selecting & Maintaining Oakleigh<br />
19-21 April<br />
Fundamentals and<br />
Wingfield<br />
16-19 February<br />
26-30 July<br />
Power Transmission level 8-12 November<br />
Townsville<br />
Energy Efficiency<br />
19-20 August<br />
VICTORIA<br />
SOUTH AUSTRALIA<br />
1 (WE290)<br />
WESTERN AUSTRALIA<br />
16-18 March<br />
NEW SOUTH WALES WESTERN AUSTRALIA<br />
Gipssland<br />
Whyalla<br />
NEW SOUTH WALES Perth<br />
23-25 November<br />
Smithfield<br />
Kalgoorlie<br />
17-19 August<br />
15-19 March<br />
Smithfield<br />
26-30 July<br />
SOUTH AUSTRALIA<br />
9 February<br />
23-24 February<br />
Oakleigh<br />
Wingfield<br />
9-10 November<br />
NEW ZEALAND<br />
Mt Gambier<br />
QUEENSLAND<br />
18-20 May<br />
13-17 September<br />
QUEENSLAND<br />
Hamilton<br />
25-27 May<br />
Archerfield<br />
Infrared Thermography WESTERN AUSTRALIA<br />
VICTORIA<br />
Archerfield<br />
18-22 October<br />
Whyalla<br />
4 February<br />
Analysis level 1 (WI230) Perth<br />
Oakleigh<br />
12-13 August<br />
12-14 October<br />
VICTORIA<br />
NEW SOUTH WALES 12-14 October<br />
20-24 September<br />
SOUTH AUSTRALIA<br />
Vibration Analysis<br />
Wingfield<br />
Oakleigh<br />
Smithfield<br />
NEW ZEALAND<br />
WESTERN AUSTRALIA Wingfield<br />
level 3 (WI204)<br />
28-30 April<br />
11 February<br />
12-16 April<br />
Christchurch<br />
Kalgoorlie<br />
12-13 July<br />
VICTORIA<br />
16-18 August<br />
WESTERN AUSTRALIA<br />
QUEENSLAND<br />
23-25 March<br />
17-21 May<br />
VICTORIA<br />
Oakleigh<br />
7-9 December<br />
Perth<br />
Archerfield<br />
Auckland<br />
Perth<br />
Oakleigh<br />
29 Nov-3 Dec<br />
TASMANIA<br />
2 February<br />
19-23 April<br />
31 August-2 September<br />
22-26 November<br />
24-25 June<br />
NEW ZEALAND<br />
WESTERN AUSTRALIA Hamilton<br />
WESTERN AUSTRALIA<br />
Hobart<br />
Dynamic Balancing<br />
Perth<br />
Maintenance Strategy<br />
Pump Systems<br />
Perth<br />
15-20 November<br />
10-12 August<br />
(WE250)<br />
13-17 September<br />
Review (MS230)<br />
Fundamentals and<br />
21-22 April<br />
VICTORIA<br />
NEW SOUTH WALES<br />
NEW SOUTH WALES<br />
Energy Efficiency<br />
Fundamentals of<br />
NEW ZEALAND<br />
Albury<br />
Smithfield<br />
Introduction to SKF Smithfield<br />
NEW SOUTH WALES<br />
Machine Condition<br />
Christchurch<br />
11-13 May<br />
28 October<br />
Marlin System<br />
17-19 March<br />
Smithfield<br />
NEW ZEALAND<br />
18-19 May<br />
Ballarat<br />
QUEENSLAND<br />
QUEENSLAND<br />
QUEENSLAND<br />
8 February<br />
Hamilton<br />
Auckland<br />
20-22 April<br />
Archerfield<br />
Archerfield<br />
Archerfield<br />
QUEENSLAND<br />
9-11 March<br />
19-20 October<br />
Bendigo<br />
24 August<br />
25 May<br />
30 August-1 September<br />
Archerfield<br />
Rotorua<br />
12-14 October<br />
SOUTH AUSTRALIA<br />
21 October<br />
5 February<br />
Spare parts Management 18-20 May<br />
Gippsland<br />
Wingfield<br />
WESTERN AUSTRALIA<br />
Oil Analysis level 1<br />
VICTORIA<br />
and Inventory Control Palmerston North<br />
7-9 September<br />
3 March<br />
Perth<br />
(WI240)<br />
Oakleigh<br />
level 1 (WC230)<br />
27-29 July<br />
Oakleigh<br />
VICTORIA<br />
29 June<br />
NEW SOUTH WALES 12 February<br />
NEW SOUTH WALES New Plymouth<br />
23-25 March<br />
Oakleigh<br />
21 September<br />
Smithfield<br />
WESTERN AUSTRALIA Smithfield<br />
24-26 August<br />
20-23 April<br />
Perth<br />
15-16 March<br />
Christchurch<br />
21-23 June<br />
29 April<br />
Introduction to SKF QUEENSLAND<br />
1 February<br />
QUEENSLAND<br />
21-23 September<br />
16-18 November<br />
WESTERN AUSTRALIA Microlog<br />
Archerfield<br />
Archerfield<br />
Invercargill<br />
WESTERN AUSTRALIA Perth<br />
NEW SOUTH WALES 14-17 September<br />
Reliability Centered 2-3 September<br />
20-22 October<br />
Albany<br />
21 July<br />
Smithfield<br />
SOUTH AUSTRALIA<br />
Maintenance (MS332) SOUTH AUSTRALIA<br />
14-16 September<br />
Bunbury<br />
Easylaser Shaft<br />
24 August<br />
Wingfield<br />
QUEENSLAND<br />
Wingfield<br />
21-23 April<br />
Alignment<br />
QUEENSLAND<br />
26-29 October<br />
Archerfield<br />
13-14 May<br />
Geraldton<br />
NEW SOUTH WALES<br />
Archerfield<br />
VICTORIA<br />
17-19 November<br />
VICTORIA<br />
20-22 July<br />
Smithfield<br />
26 May<br />
Oakleigh<br />
WESTERN AUSTRALIA Oakleigh<br />
9 June<br />
27-30 July<br />
Perth<br />
25-26 November<br />
5-7 May<br />
WESTERN AUSTRALIA<br />
1 December<br />
Perth<br />
3-4 May<br />
BTM BTM ESA NORTHERN TERRITORY MIC<br />
CAF<br />
DB<br />
ESA<br />
For further information on<br />
Public, On site or future courses:<br />
P 03 9269 0763 E rs.marketing@skf.com<br />
W www.skf.com.au/training<br />
CR<br />
IR<br />
MAR<br />
MIC<br />
LB1<br />
NEW PLYMOUTH<br />
Ph: (06) 769 5152<br />
Fax: (06) 769 6497<br />
PALMERSTON NORTH<br />
Ph: (06) 356 9145<br />
Fax: (06) 359 1555<br />
Ph: (09) 238 9079<br />
Fax: (09) 238 9779<br />
Ph: (03) 338 1917<br />
Fax: (03) 338 1334<br />
Ph: (07) 349 2451<br />
Fax: (07) 349 3451<br />
Ph: (07) 377 8416<br />
Fax: (07) 377 8486<br />
Ph: (03) 687 4444<br />
Fax: (03) 688 2640<br />
Ph: (06) 344 4804<br />
Fax: (06) 344 4112<br />
2010 SKF Training Handbook | Reliability and maintenance training from SKF<br />
ML1<br />
MSR<br />
SKF Reliability Systems<br />
OA1<br />
OA1<br />
OAM<br />
PME<br />
PMS<br />
SKF Reliability Systems<br />
PSF<br />
RCM<br />
RCF<br />
The Power of Knowledge Engineering<br />
PT<br />
SPM<br />
SRM<br />
UT<br />
VA1<br />
2010 SKF Training Handbook<br />
Reliability and maintenance training from SKF<br />
The development and knowledge path for your staff to<br />
promote a productive, safe and innovative work environment<br />
VA2<br />
VA3<br />
FMC<br />
The Power of Knowledge Engineering<br />
Root Cause Failure Analysis<br />
Project Management<br />
Refurbishment Services<br />
Non-Destructive Testing<br />
Lubrication Management Services<br />
Energy & Sustainability Assessment<br />
Maintenance Strategy Review<br />
Predictive Maintenance Services<br />
Operator Driven Reliability<br />
Remote Diagnostic Services<br />
Precision Maintenance Services<br />
Basic Inspection Systems<br />
Dynamic and Static Motor<br />
Testing Systems and Services<br />
Portable Condition<br />
Monitoring Systems<br />
SKF @ptitude Exchange<br />
On-line (remote) Condition<br />
Monitoring Systems<br />
For further information contact SKF Reliability Systems on 03 9269 0763 or email rs.marketing@skf.com
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