SKF Reliability Systems - Library
SKF Reliability Systems - Library
SKF Reliability Systems - Library
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
And you thought<br />
we just made bearings<br />
<strong>SKF</strong> <strong>Reliability</strong> <strong>Systems</strong><br />
Combining over 100 years of experience to<br />
optimise your productivity and profitability<br />
<strong>Reliability</strong> Services<br />
<strong>Reliability</strong> and Maintenance<br />
Training Courses<br />
<strong>SKF</strong> <strong>Reliability</strong> <strong>Systems</strong><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 />
<strong>SKF</strong> Public Course Locations<br />
Bearing Technology Kalgoorlie<br />
SOUTH AUSTRALIA<br />
WESTERN AUSTRALIA Root Cause Bearing Streamlined <strong>Reliability</strong><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 />
<strong>Reliability</strong> 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 <strong>Systems</strong><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 <strong>SKF</strong> 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 <strong>SKF</strong> 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 />
<strong>Reliability</strong> 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 <strong>SKF</strong> Training Handbook | <strong>Reliability</strong> and maintenance training from <strong>SKF</strong><br />
ML1<br />
MSR<br />
<strong>SKF</strong> <strong>Reliability</strong> <strong>Systems</strong><br />
OA1<br />
OA1<br />
OAM<br />
PME<br />
PMS<br />
<strong>SKF</strong> <strong>Reliability</strong> <strong>Systems</strong><br />
PSF<br />
RCM<br />
RCF<br />
The Power of Knowledge Engineering<br />
PT<br />
SPM<br />
SRM<br />
UT<br />
VA1<br />
2010 <strong>SKF</strong> Training Handbook<br />
<strong>Reliability</strong> and maintenance training from <strong>SKF</strong><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 <strong>Reliability</strong><br />
Remote Diagnostic Services<br />
Precision Maintenance Services<br />
Basic Inspection <strong>Systems</strong><br />
Dynamic and Static Motor<br />
Testing <strong>Systems</strong> and Services<br />
Portable Condition<br />
Monitoring <strong>Systems</strong><br />
<strong>SKF</strong> @ptitude Exchange<br />
On-line (remote) Condition<br />
Monitoring <strong>Systems</strong><br />
For further information contact <strong>SKF</strong> <strong>Reliability</strong> <strong>Systems</strong> on 03 9269 0763 or email rs.marketing@skf.com
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 <strong>Reliability</strong> 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 />
Email: steve@omcsinternational.com<br />
Mobile 0419 397 035<br />
Or contact any of our local or global<br />
licensees through our website at<br />
www.reliabilityassurance.com
Tough Times Demand<br />
Smart Solutions<br />
Deliver real improvements in reliability and cost reductions with<br />
EXP Enterprise; the world’s first asset health management system<br />
This world-leading technology based solution has been developed<br />
by the Aladon Network to enable real benefits to be delivered quickly<br />
and easily. It can be used to develop, implement and manage the<br />
whole reliability improvement process or take activities from existing<br />
programmes that have failed to deliver the expected results.<br />
Benefits:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
MAKE IT HAPPEN!<br />
Contact: Stuart Hylton<br />
The Asset Partnership<br />
Suite 1, Culdees Road<br />
Burwood NSW 2136, Australia<br />
AUS: T +61 (0)2 9715 1405 F +61 (0)2 9715 1043<br />
NZ: T +64 (0) 9625 7167 M +64 (0) 21 466 283<br />
E stuart.hylton@assetpartnership.com
AMMJ Contents<br />
Asset Management and Maintenance Journal<br />
July 2010 Issue Vol 23 No 3<br />
Intelligent Maintenance <strong>Systems</strong>: The Next 5 Years and Beyond 6<br />
Jay Lee & Mohammed AbuAli<br />
Lessons From A Successful National CMMS Implementation 14<br />
Jim Harper<br />
What Is Asset Management and What Are The Most Critical Elements 20<br />
Mark Brunner<br />
Improving Our Capability for Managing The Condition of Our Assets 28<br />
Peter Todd<br />
2010 Listing of Condition Monitoring Equipment and Services 30<br />
Len Bradshaw<br />
A Risk-Based Approach To Preventive Maintenance Reviews at Sydney Water 36<br />
G Orgil and N Marathe<br />
A New Activity Matrix - Why Being Proactive Is No Longer Enough 44<br />
Phillip Slater<br />
Guiding Principles For Maintenance Planning And Scheduling 47<br />
Ricky Smith and Dare Petreski<br />
Use Of An Asset Productivity Index In Benchmarking Performance 48<br />
Steve Berquist<br />
Electrical Damage To Rolling Element Bearings 53<br />
<strong>SKF</strong> @ptitude Exchange<br />
Non-Stop Crushing At Somincor Mine 54<br />
Peter Wise<br />
Maintenance News 56<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 February, April, July and October.<br />
Material Submitted:<br />
Engineering Information Transfer Pty Ltd accept<br />
no responsibility for statements made or opinions<br />
expressed in articles, features, submitted<br />
advertising, advertising inserts and any other<br />
editorial contributions.<br />
See website for details of how to submit your<br />
articles or news<br />
Copyright:<br />
This publication is copyright. No part of it<br />
may be reproduced, stored in a retrieval<br />
system or transmitted in any form by any<br />
means, including electronic, mechanical,<br />
photocopying, recording or otherwise,<br />
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,<br />
Victoria 3931, Australia<br />
Ph: (03) 5975 0083 Fax: (03) 5975 5735,<br />
E-mail: mail@maintenancejournal.com<br />
Web Site: www.maintenancejournal.com<br />
COVER<br />
SHOT<br />
This Issue’s cover shot is courtesy of <strong>SKF</strong>’s Evolution Magazine<br />
and photographer Raquel Wise. Go to page 54 for the article on<br />
“Non Stop Crushing At Somincor Mine”.<br />
To Subscribe to the AMMJ go to page 60 or go to www.maintenancejournal.com<br />
to download the SUBSCRIPTION FORM. Annual Subscription is from $80.
Intelligent Maintenance <strong>Systems</strong>:<br />
The Next Five Years and Beyond<br />
Transforming Condition-based Maintenance to Productivity and Service Innovation<br />
Jay Lee & Mohammed AbuAli University of Cincinnati (USA)<br />
University Cooperative Research Center on Intelligent Maintenance <strong>Systems</strong> (IMS)<br />
(A Paper presented at COMADEM 2009)<br />
The evolution of maintenance has gone through different stages of transformation for the past decades.<br />
The traditional approach to maintaining components, equipment, and processes, has been one that<br />
is purely reactive. Mitigating procedures are performed on the equipment once it breaks down. Many<br />
manufacturing companies have been adopting condition-based maintenance (CBM) or predictive<br />
maintenance techniques (PdM) as the best practices.<br />
To transform maintenance to become a truly proactive and value-added productivity improvement,<br />
major innovation is needed to elevate the value to a new level. This paper will present recent advances<br />
of intelligent maintenance systems as well as its systematic methodology and tools that have been<br />
effectively utilized to transform maintenance into innovative and productive service systems in a<br />
diverse set of industries. Two brief case studies are provided to illustrate the lessons learned with<br />
discussions for future service innovation impacts.<br />
1. INTRODUCTION<br />
Maintenance practices have evolved from reactive to condition-based maintenance, but several issues have<br />
not yet been addressed: (a) an intelligent system that is capable of transforming machine data to machine<br />
health information, (b) a seamless communication mechanism so that health information can be disseminated<br />
to appropriate channels; and (c) a decision-making module to efficiently schedule maintenance and production<br />
to achieve a near-zero downtime manufacturing operational performance.<br />
The Center for Intelligent Maintenance <strong>Systems</strong> (IMS) [1] has been in the pursuit of addressing these maintenance<br />
gaps and needs. The Center for Intelligent Maintenance <strong>Systems</strong> (IMS) is an established NSF Industry/<br />
University Cooperative Research Center (I/UCRC). IMS serves as a center for excellence for formulating,<br />
planning, and conducting research projects with industry in the field of prognostics and health management.<br />
The vision of the center is to research and effectively develop the necessary tools and techniques that are<br />
required to transform today’s industry from a traditional maintenance approach to a predictive and preventive<br />
maintenance practice for value-added services. The center brings value to its members by validating highimpact<br />
emerging technologies as well as by harnessing business alliances through collaborative testbeds.<br />
INDUSTRY COMPANY PROJECT<br />
General Motors Prognostics of Vehicle Components<br />
Automotive<br />
Toyota Industrial Robots Health and Asset Management<br />
Nissan Automotive Robot Torque Monitoring and Prognostics<br />
Harley Davidson Spindle Bearing Machine Monitoring<br />
Heavy Machinery<br />
Caterpillar<br />
Komatsu<br />
Machine Tool Health Monitoring<br />
Heavy Machinery Lifecycle Knowledge Management<br />
Proctor and Gamble Quality-centric Process Health Management<br />
Process<br />
Parker-Hannifin Hydraulic Hose Prognostics and Safety Services<br />
Omron Precision Energy Management <strong>Systems</strong><br />
Consulting<br />
Techsolve<br />
Siemens<br />
Smart Machine Platform Initiative (SMPI)<br />
Reconfigurable Plug-n-Prognose Watchdog Agent®<br />
Table 1 Sample Portfolio of Recent Research Activities at the Center for IMS<br />
By leading research in the development of intelligent learning agents like the Watchdog Agent®, the Center for<br />
IMS has developed mature and enabling technology that will allow the implementation of intelligent prognostics<br />
for the transformation of machine data into machine and process health information. It is a toolbox of algorithms<br />
for different purposes: signal processing and feature extraction, quantitative health assessment, machine<br />
failure prediction, and machine health diagnosis. It is based on a reconfigurable software platform, meaning<br />
that appropriate algorithms can be selected depending on the monitored task. Because of this pervasiveness<br />
feature, the Watchdog Agent ® has been effectively utilized for different applications such as industrial robots,<br />
machine tools, compressors and chillers, production lines, motors, and other components. Table 1 shows a<br />
sample portfolio of recent IMS projects in a diverse number of industries.
info@infratherm.com.au<br />
Introducing the new and affordable<br />
NEC-Avio G100/G120 Thermal Imaging Camera.<br />
Ideally suited for a broad range of Condition Monitoring applications, the new<br />
NEC-Avio G100 and G120 have been specifically developed for the practical and<br />
professional thermographer alike.<br />
• Full 320 x 240 UFPA detector for high definition thermal images.<br />
• Unique panoramic thermal image capture.<br />
• World's first vibration alarm function.<br />
• Split Screen, Fusion or Alpha Blending of the images.<br />
• On-board video capture at 10 FPS.<br />
• Large colour LCD display with multi angle viewing.<br />
• Full - 40°C to 500°C temperature range standard.<br />
NEC-AVIO offer outstanding quality and excellent performance at a value price.<br />
For more details speak to the region's leading thermal imaging suppliers, Infratherm,<br />
on 61 (0)2 4579 7334, 61 (0)2 4322 2100 or email info@infratherm.com.au
Intelligent Maintenance <strong>Systems</strong> 8<br />
Vol 23 No 3 AMMJ<br />
2. FUNDAMENTALS<br />
2.1 Gaps and Unmet<br />
Needs<br />
When carefully reviewing<br />
the evolution of different<br />
maintenance paradigms,<br />
there exist key issues that<br />
need to be addressed<br />
in order to achieve the<br />
maximum availability and<br />
efficiency from critical plantfloor<br />
assets. These gaps<br />
and unmet needs in today’s<br />
maintenance activities can<br />
be summarized in Figure 1.<br />
Figure 1<br />
Unmet Needs in<br />
Maintenance Services<br />
(Adapted from [6] [10])<br />
2.1.1 Equipment<br />
Intelligence<br />
A key principle in intelligent maintenance is the assessment, diagnosis, and prediction of the performance<br />
degradation of critical components, equipment, and processes. By utilizing sensors and embedded systems,<br />
the intelligent prognostics approach shall enable critical assets to autonomously acquire appropriate health<br />
indicators from its critical machine parts when needed, assess features from the temporal health data, diagnose<br />
machine behavior to determine current state of machine performance, infer whether significant performance<br />
degradation has been detected, then identify the imminent fault to be experienced, predict when failure is going<br />
to occur and automatically call for maintenance crew for conditioning. This unmet need of self-assessment<br />
drives equipment intelligence.<br />
2.1.2 Operations Intelligence<br />
Utilizing machine health information, one is able to predict and prioritize maintenance activities, and when<br />
coupled with the process health information, production can be optimized either to achieve desired volume<br />
orders and/or part quality requirements. Thus, the company achieves intelligent operations in the process<br />
because they are now capable of producing quality parts while running at a near-zero unexpected downtime<br />
run [2]. Such an intelligent decision support framework for maintenance scheduling and prioritization relying<br />
on machine health information, is an unmet need in today’s maintenance services and is a necessary driver<br />
for all-time operational readiness.<br />
2.1.3 Synchronization Intelligence<br />
Currently most of the machine data, if available, is either hidden or kept in the machine. Thus, assets in a<br />
manufacturing plant become islands of health indicators and are not being accessed and analyzed for health<br />
information. There is a recognized barrier between the production floor and the management level that inhibits<br />
critical machine and process health information to be transmitted so that the latter can make informed and<br />
timely decisions on the former. An infrastructure is necessary to enable the health information to be handled<br />
once for analysis and seamlessly transmitted to higher business levels for decision making.<br />
2.2 Systematic Methodology<br />
Addressing future maintenance services necessitates a systematic “5S” methodology [4] [6] [7] [10]. This<br />
approach was devised by the Center for IMS in order to develop and research all aspects of future maintenance<br />
infrastructures. This systematic approach consists of five key elements:<br />
• Streamline: this encompasses techniques for sorting, prioritizing, and classifying data into more featurebased<br />
health clusters. This may also include reducing large data sets (from both maintenance history and<br />
on-line data DAQ) to smaller dimensions, leading to correlation of the relevant data to feature maps for better<br />
data representation.<br />
• Smart Processing: selecting the relevant Watchdog Agent® tool for the right application. This requires<br />
techniques for selecting appropriate diagnostic and prognostic tools based on application conditions, criticality<br />
of each condition for machine health, and overall system requirements.<br />
• Synchronize: converting component data to component degradation information at the local level and<br />
further predicting trends of health using a visualized radar chart for decision-ready information. Maintenance<br />
data is transformed to health information and to an automated action (i.e. order parts, schedule maintenance<br />
based on criticality of component or machine). This process ensures a key characteristic of “Only Handle<br />
Information Once” (OHIO).<br />
• Standardize: creation of a standardized information structure for equipment condition data and health<br />
information so that it is compatible with higher-level business systems and enables the information to be
Hi Craig,<br />
Recall how we talked about success in operations and maintenance being a trinity—Asset Management, Lean,<br />
and Quality—all need to be there together; the most important being Quality.<br />
Many companies expect asset management, maintenance and reliability engineering to deliver operational<br />
excellence; but they are not foundation causes. They are only the vehicles to deliver the foundation causes.<br />
These companies strive to improve their business, yet years later their maintenance is still costly and reliability is<br />
still a problem. Eventually they stumble across Lean and try that too, believing it is the missing piece to the<br />
puzzle, but success continues to evade them. They misunderstood that operational excellence is the result of<br />
defect-free operation achieved from a defect-free life cycle.<br />
These companies never decided how good they needed to be to get the results they wanted; they didn’t build the<br />
necessary standards of sure quality into their business processes. All the TPM, 5S, RCM, RCA, FMEA,<br />
reliability modelling and criticality analysis in the world cannot improve your operation much if your machines<br />
aren’t designed for their real duty, are installed deformed, their parts are stressed to failure, are out-of-balance,<br />
are full of contaminants, your workshop rebuilds them wrong and your operators destroy them in ignorance.<br />
Start with precision quality Craig—throughout your business first find and set those standards that always deliver<br />
world class performance and teach your people to meet them every time (shopfloor and office)—nothing you do<br />
will greatly improve operational performance if the design of your business processes destroys your machines.<br />
If I could have my engineering career all over again I’d do things in order of Quality, Lean, and Asset<br />
Management. First find and set the precision quality standards that create the reliability you want and lock them<br />
into place with your Quality System, Lean then brings efficiency to effective practices and Asset Management<br />
produces a life cycle system of repeating success. It took me two decades to see that this is a sure way to worldclass<br />
operational performance and to understand how it could be done. (I explain it in my book, ‘Plant and<br />
Equipment Wellness’ published by EABooks, Sydney, Australia.)<br />
If you want great success in future Craig, first find and set the quality performance standards that will surely<br />
deliver the operational excellence you want. Then build all your business processes to faithfully deliver them.<br />
Best regards,<br />
Mike Sondalini<br />
Lifetime <strong>Reliability</strong> Solutions<br />
website: www.lifetime-reliability.com<br />
email: info@lifetime-reliability.com<br />
Mob/Cell: (+61) (0)402 731 563<br />
Fax: (+ 61 8) 9457 8642<br />
PS. Please contact me if this is where you want to go with your operation. We’ll work out a strategy and plan to<br />
get you there fast.
Intelligent Maintenance <strong>Systems</strong><br />
embedded in business ERP and asset management systems. The goal here is to keep the process standardized<br />
for day-to-day operations.<br />
• Sustain: utilizing the transformed data for information-level decision making. System information is then<br />
shared amongst all stages of product and business life cycle systems: product design, manufacturing,<br />
maintenance, service logistics, and others in order to realize a closed-loop product life-cycle design and<br />
continuous improvement of product-level quality and business-level performance.<br />
2.3 Toolbox Approach<br />
Since 2000, the Center for IMS has been<br />
spearheading the development of a processing<br />
system called the Watchdog Agent ® in a<br />
bid to address unmet maintenance service<br />
needs and gaps [4]. Simply put, the Watchdog<br />
Agent ® is an enabling technology that allows<br />
for successful implementation of intelligent<br />
maintenance. The toolbox is a collection of<br />
algorithms that can be used to assess and<br />
predict the performance of equipment and<br />
processes based on inputs from sensors,<br />
historical data, and operational conditions.<br />
Referring to Figure 2, the algorithms can be<br />
classified into four major categories: signal<br />
processing and feature extraction, quantitative<br />
health assessment, performance prediction<br />
and health diagnosis.<br />
10 Vol 23 No 3 AMMJ<br />
Signal Processing &<br />
Feature Extraction<br />
Health Assessment<br />
Time Domain Analysis Logistic Regression<br />
Frequency Domain Analysis Statistical Pattern Recognition<br />
Time-Frequency Analysis<br />
Feature Map Pattern Matching<br />
(Self-Organizing Maps)<br />
Wavelet/Wavelet Packet Analysis Neural Network<br />
Principle Component Analysis (PCA) Gaussian Mixture Model (GMM)<br />
Performance Prediction Health Diagnosis<br />
Autoregressive Moving Average<br />
(ARMA)<br />
Support Vector Machine (SVM)<br />
Elman Recurrent Neural Network<br />
Feature Map Pattern Matching<br />
(Self-Organizing Maps)<br />
Fuzzy Logic Bayesian Belief Network (BBN)<br />
Match Matrix Hidden Markov Model (HMM)<br />
Figure 2 Center for IMS Watchdog Agent ® Toolbox (Adapted from [4])<br />
2.4 Visualization and Decision Support Tools<br />
In manufacturing systems, decisions need to be made at different levels: component level, machine level, and<br />
system level. Visualization tools for decision making at different levels can be designed to present indicative<br />
health information. The four types of visualization tools (see Figure 3) are described as follows:<br />
• Confidence Value (CV) Chart – This chart is used at the component level to present a confidence value<br />
(CV), also called a health value, for a single component. If the confidence value (value of 0 being unacceptable,<br />
value of 1 being normal, and value between 0~1 showing degradation) of a component drops to a low level, a<br />
maintenance practitioner can track the historical confidence value curve to find the degradation trend. An alarm<br />
automatically triggers when the confidence value falls.<br />
• Radar Chart – For multi-component equipment, a maintenance practitioner can look at this chart to get an<br />
overview of the health of all different components. Each axis on the chart shows the confidence value for a<br />
specific component.<br />
• Health Map – This map is used to determine the root causes of degradation or failure for a single component<br />
or machine with multiple failure modes. The health map displays different failure modes of the monitored<br />
components by presenting different failure modes in clusters, each indicated by a different color.<br />
• Risk Radar Chart - This is a visualization tool for plant-level maintenance information management that<br />
displays risk values, indicating equipment maintenance priorities. The risk value of a machine (determined by<br />
the product of the degradation rate and the value of the corresponding cost function) indicates how important<br />
the machine is to the maintenance process. The higher the risk value, the higher the priority given to that piece<br />
of equipment for requiring maintenance.<br />
3 SERVICE INNOVATION<br />
3.1 Maintenance Service Needs<br />
A key challenge in bringing about a maintenance transformation is determining and understanding the current<br />
needs and issues of the customer. Numerous service needs can be satisfied through integrating predictive<br />
maintenance services. Such services include services for uptime, failure prevention, remote monitoring,<br />
system streamlining, productivity improvement, information management, and close-loop product lifecycle<br />
management [2-10]. Service needs should be translated into intelligent maintenance requirements.<br />
3.2 Closed-Loop Life Cycle Design<br />
With increasing global competition, products are pushed to the market at high velocity in order to minimize<br />
the time-to-market of new products, to gain new market shares and ultimately, to increase profits. In today’s<br />
manufacturing environment, the traditional approach to the management of the life cycle of a product is
Vol 23 No 3 AMMJ<br />
Machine<br />
material-centric in nature. Raw materials are reduced through a manufacturing process into a usable form<br />
that resembles a product with functionality and usability. Data is only collected throughout the product lifecycle<br />
until the product is released to the customer. Most often, there is no retrieval of product lifecycle data after<br />
the product is sold to the customer. Such a gap in today’s product life cycle design exists due to the fact that<br />
the link between the designer and the end-user is non-existing due to lack of data collection after the product<br />
release or sales. The retrieval of product information at every stage of the product life cycle is essential.<br />
This Center for IMS has been investigating and developing a systematic methodology for product life cycle<br />
knowledge management based on embedded informatics that utilizes product maintenance data across the<br />
life cycle of the product [9]. The transformation of product data to useful information is made possible through<br />
Watchdog Agent ® informatics hardware and software tools that capture this useful product information from<br />
the customer and provides a feedback mechanism to the designer, thus creating a closed-look product life<br />
cycle design.<br />
3.3 Dominant Maintenance Service Design<br />
Innovation is not an option for today’s industry. Most companies today are still clinging to what we call the<br />
invention model, centered on a brick-and-mortar product design and development R&D infrastructure. However,<br />
the world’s innovation landscape has changed. Innovation is not just about new product development; it also<br />
refers to the creation of new value-added services to transform better productivity and performance.<br />
Today’s products are sold and serviced globally while concurrently having to meet and satisfy local constraints<br />
(environmental, economical, technical, and other). The product service mechanism is a key element of the<br />
product life cycle management (PLM)<br />
process and an enabler that links<br />
both the business and the customer.<br />
It is essential to understand the<br />
current maintenance gaps existing<br />
between product requirements<br />
and customer needs. Moreover, it<br />
is critical to systematically be able<br />
to bridge these gaps by mapping,<br />
modeling, and relating these<br />
customer needs using dominant<br />
innovation tools and strategies.<br />
Figure 4 presents the conceptual<br />
idea of dominant service design.<br />
Such a design is able to identify<br />
intelligent service needs and<br />
11<br />
Watchdog Agent ®<br />
Prognostics and<br />
Health Management<br />
Platform<br />
Intelligent Maintenance <strong>Systems</strong><br />
HMI Visualization Dashboard<br />
Figure 3 Center for IMS Systematic Approach to Maintenance Service Design<br />
Service<br />
Design<br />
Value<br />
Breakthrough<br />
Maintenance<br />
Service<br />
Innovation<br />
Invisible<br />
Customer<br />
Needs<br />
Figure 4 Dominant Maintenance Service Design<br />
End Users
Intelligent Maintenance <strong>Systems</strong><br />
capture invisible customer need, thus bridging the gap between customer requirements and service needs.<br />
Once a dominant design emerges, innovative activity is generally directed towards improving the process by<br />
which the dominant design is delivered or searching for a new breakthrough disruptive design.<br />
A dominant design can be generated using a systematic tool created and devised by Prof. Jay Lee, namely<br />
the innovation matrix. The matrix is divided into nine grids or quadrants that are distinguished by different<br />
combinations of customers (representing markets) and needs (representing products/services). Some needs<br />
are explicit, and others are latent. Articulated or explicit needs are separated into those needs that have<br />
been met and those that have not. Thus, there are three rows for determining the current status of needs.<br />
Similarly, the customers/markets are separated into two categories, the identified portion of which is divided<br />
into customers who are currently being served, and those who have yet to be. Successfully combining this<br />
matrix a QFD-based application space analysis enables systematic thinking and generation of opportunities<br />
for service innovation.<br />
The innovation matrix can be populated via group brainstorming; however, this is not the best way to generate<br />
a dominant design. Systematic thinking aids in guiding one to consider specific ideas one at a time. Figure 5<br />
presents the innovation matrix for the Center for Intelligent Maintenance <strong>Systems</strong>. The matrix highlights both<br />
the short-term and long-term visions of IMS in terms of intelligent maintenance activities.<br />
4 CASE STUDIES<br />
4.1 Application on Intelligent Equipment Services<br />
The objective of this project is to provide an integrated life cycle knowledge management platform that will<br />
offer systematic aid for decision making. The system will identify, update, and display automatically in a<br />
decreasing order of failure risks, all the engines of the company at customer sites with their corresponding<br />
level of degradation, the potential root causes and their remaining life time to the next breakdown.<br />
A remote monitoring system [3] for heavy equipment is used to observe and register events and signals from<br />
each engine via satellite communication or through the internet. Health information for all engines are processed<br />
locally on-board and sent back to the design centre through a tether-free satellite connection. For visualization<br />
of results, a monitoring tool<br />
is developed that depicts a<br />
dynamic table interacting<br />
with the design centre<br />
knowledge base through the<br />
remote monitoring tools.<br />
Such synchronization of<br />
information offers a closedloop<br />
life cycle design using<br />
product maintenance<br />
information for engines.<br />
This case study enabled<br />
the implementation of the<br />
total chain of IMS’s remote<br />
monitoring system in a<br />
real world application. It<br />
enabled the company to<br />
achieve the near-zero<br />
downtime for its products<br />
and engines and offered an<br />
initiative for closed-loop life<br />
cycle management based<br />
on product maintenance<br />
information.<br />
The results obtained from<br />
this case study as well as<br />
the systematic methodology<br />
utilized to acquire them, can<br />
be extended from engines to<br />
other components such as<br />
transmission systems.<br />
12 Vol 23 No 3 AMMJ<br />
Figure 5 Innovation Matrix for Intelligent Maintenance <strong>Systems</strong><br />
(Reference: Prof. Jay Lee www.dominantinnovation.com)
13<br />
Vol 23 No 3 AMMJ Intelligent Maintenance <strong>Systems</strong><br />
4.2. Application on Factory Energy Services<br />
This is an on-going project that aims on establish a Precision Energy Management <strong>Systems</strong> (PEMS) to<br />
increase factory energy transparency and awareness as well aid in reduction of electrical energy consumption<br />
levels by linking IMS tools and techniques to company products, processes, and business level. There are<br />
three key objectives:<br />
• PRODUCT: the PEMS must be able to define measure, analyze, and predict energy consumption per<br />
product manufactured, in such a way that each product leaving the process line can have an “Energy Label”<br />
that resembles the amount of energy consumed in manufacturing this product.<br />
• PROCESS: the PEMS must be able to use the developed energy metrics and parameters for detailed<br />
operational analytics. In other words, the PEMS will assess both equipment-level and process-level degradation<br />
and integrity. Such a correlation between maintenance activities on the shop floor and energy consumed<br />
through the machines and processes is an essential part of the PEMS initiative and is a large gap in today’s<br />
industry operations.<br />
• PLANT: the PEMS will enable facility-wide energy transparency, so that manufacturers can expand their<br />
current performance metrics of optimized quality, cost, and lead time to incorporate energy. Modeling and<br />
optimization of energy costs can also lead to improved manufacturing resource utilization.<br />
5 CONCLUSIONS<br />
This paper presented the concept of intelligent maintenance systems as well as a systematic methodology<br />
and tools that have been effectively utilized to implement novel and innovative maintenance service systems<br />
in a diverse set of industries. The paper also presented two case studies to highlight the usage of intelligent<br />
maintenance systems in different industries.<br />
In conclusion, the benefits of an intelligent maintenance system will deliver new service functions to different<br />
customers for different products. Predictive maintenance services of assets will enable better information flow<br />
for better decision making. For a manufacturing business, predictive maintenance service of equipment will<br />
extend the life of equipment, increase uptime, increase product quality, decrease costs and increase overall<br />
productivity. For the product designer, predictive maintenance service of the designed products will enable a<br />
collaborative product closed-loop life cycle management.<br />
ACKNOWLEDGEMENTS<br />
NSF Industry/University Cooperative Research Center has been supported by NSF since 2001. Since its<br />
inception, it has been supported by over 60 companies globally, including P&G, GE Aviation, Toyota, GM,<br />
Caterpillar, Nissan, Parker Hannifin, Harley Davidson, AMD, Siemens, CISCO, Omron, Toshiba, Komatsu,<br />
Syncrude, Spirit Aerosystems, National Instruments, ITRI Taiwan, PMC, Advantech, TechSolve, Kistler, API,<br />
Army Research Lab., Intel, USPS, Hitachi, Rockwell Automation, etc. This support provided a solid foundation<br />
for IMS development and implementation.<br />
REFERENCES<br />
[1] Center for Intelligent Maintenance <strong>Systems</strong> (IMS), http://www.imscenter.net<br />
[2] Hai Q, Lee J, (2007) ‘Near-zero downtime: Overview & Trends’, Reliable Plant Magazine & Lean Manufacturing<br />
Journal<br />
[3] Lee J (1998) ‘Teleservice Engineering in Manufacturing: Challenges and Opportunities,’ International Journal of Machine<br />
Tools & Manufacture, Vol. 38, Number 8, pp. 901-910.<br />
[4] Lee J et al. (2003) ‘Watchdog Agent: Infotronics-based Prognostics Approach for Product Performance Degradation<br />
Assessment and Prediction.’ Advanced Engineering Informatics (2003)<br />
[5] Lee J (2003) ‘Smart Products and Service <strong>Systems</strong> for e-Business Transformation,’ Special Issues on “Managing<br />
Innovative Manufacturing,” International Journal of Technology Management, pp. 45-52, Vol. 26, No. 1.<br />
[6] Lee J (2003) ‘e-Manufacturing <strong>Systems</strong>: Fundamentals and Tools,’ Int. Journal of Robotics and Computer-integrated<br />
Manufacturing, Vol 9. Issue 6, pp 501-507.<br />
[7] Lee J, Ni J, Djurdjanovic D, Qui H., Liao H, (2006) ‘Intelligent Prognostics Tools and E-Maintenance,’ Int. Journal of<br />
Computer in Industry, Volume 57, Issue 6.<br />
[8] Lee J (2008). Dominant Innovation Design for Product and Service <strong>Systems</strong>. PowerPoint Lecture Course Presentations.<br />
University of Cincinnati, Cincinnati, OH. Sept-Dec 2008.<br />
[9] Lee J, AbuAli M, Deng C, Tsan C (2009) ‘Product Lifecycle Management Using Embedded Infotronics: Methodology,<br />
Tools, and Case Studies’, Int. J. Knowledge Engineering and Data Mining (IJKEDM), (Accepted)<br />
[10] Lee J, Yan C, Lapira E, Al-Atat H, and AbuAli M (2009) ‘A Systematic Approach for Predictive Maintenance<br />
Service Design: Methodology and Applications’, Int. J. Internet Manufacturing Services (IJIMS), (Accepted)<br />
The full Proceedings of COMADEM 2009 are available for sale. Please contact aarnaiz@tekniker.es
Lessons From a Successful<br />
National CMMS Implementation<br />
Jim Harper APMMS Pty Ltd (Australia)<br />
APMMS P/L has completed a 30 month successful Oracle eAM Computerise Maintenance Management<br />
System (CMMS) implementation. APMMS provided 3 core team members to the project. The customer, a<br />
leading Australian resources and building products company, now has eAM across 4 major divisions, in all<br />
states and territories nationally. With some 40 businesses and over 270 users, eAM provides a truly integrated<br />
and scalable maintenance improvement platform. With the business now using consistent maintenance<br />
information, national divisional maintenance groups are now able to identify, target and trend true savings,<br />
positioning the customer well for the future market upturn.<br />
Oracle eAM is fully integrated into the company ERP with seamless links to purchasing, inventory, projects and<br />
general ledger. A lot of effort has been put into maintenance reporting, using Cognos, with the reports structure<br />
designed to be truly scalable to all levels of the business, from executive general manager, through general<br />
managers to workshop supervisors. With automated reporting controlled centrally, a common set of reports<br />
allows true national benchmarking across businesses.<br />
Overview<br />
A successful CMMS implementation is judged by the maintenance improvement philosophies and strategies<br />
left by the project team, not by its software. Ultimately, and certainly historically, the true deliverable will be a<br />
tangible return on the company’s investment.<br />
This article will present a number of key learnings from a successful CMMS implementation. Many of the ideas<br />
presented will not be new, but rather will be reinforced by particular reference to real scenarios and behaviours<br />
encountered on the implementation journey.<br />
Key Learnings<br />
The key learnings are identified below. One principle, consistent through all discussion, is the importance that<br />
must be placed on Change Management. Whether implementing new processes, or introducing new software,<br />
the impact on your target audience can never be underestimated.<br />
It is vital to acknowledge, and manage, the fact that people’s emotions will generally always override logical<br />
perceptions of processes and procedures, particularly around change.<br />
Receiving a phone call from a site and being asked categorically “Are you taking away my job?” proves that<br />
the severe impact of change can never be taken for granted. Change is perhaps man’s greatest challenge --- it<br />
must be managed well!<br />
Management Support<br />
It is widely accepted that any successful project has had the benefit of strong management support. Vision,<br />
direction and leadership are all the inputs provided by this support.<br />
For the project to start there had to have been strong management support. The key is to harness and<br />
continue with the initial enthusiasm. This can be particularly challenging during long projects or severe<br />
economic downturns! Driving a project through a business downturn to emerge stronger at the other end takes<br />
determination and vision.<br />
How is this achieved? A number of practical methods exist, which ultimately must be initiated and “managed”<br />
by the project leader. In essence an extremely close relationship between the project leader and key senior<br />
managers must exist for the duration of the project.<br />
• Form a steering group where senior mangers are able to, and expected to, contribute. Senior managers<br />
must feel that they are in control and ultimately providing high level direction.<br />
• Force key milestone decisions onto the steering group. By all means steer the group there, but ultimately<br />
they decide. This must be promoted!<br />
• Keep senior mangers well briefed. Key information must include project expenditure against planned and<br />
actual deliverables. The worse the project is going, the more aggressive the briefings. A well run and well<br />
delivering project can have more leeway!<br />
• Senior managers must hear early where problems and bottlenecks exist. Keep them informed of remedial<br />
actions (and recommendations). Again a good project leader will ask this group to get involved and support<br />
remedial actions needed. Restructuring a business so that new processes and tools will work takes a lot of<br />
commitment!
Position<br />
Vol 23 No 3 AMMJ<br />
Project Processes - Attendance<br />
Business Requirements Workshops<br />
eAM User Training<br />
User Training - Feedback<br />
CRP1<br />
CRP1 Scenario Demos - eAM Functionality<br />
1. Query Assets<br />
2. Create New Asset<br />
3. Create Work Request<br />
4. Convert the Work Request to Work Order<br />
5. Create Adhoc Work Order<br />
6. Punch Out to iProc (Description Based Item)<br />
Strong Project Leadership<br />
15<br />
Figure 1 Stakeholders v Processes Matrix<br />
Lessons From CMMS Implementation<br />
Stakeholder Analysis Matrix<br />
9. Query Existing Asset Route<br />
8. Query Existing Activity and Modify<br />
7. Create Work Order Using Activity (Template)<br />
12. Defining a PM Schedule<br />
10. Query and Modify Asset BOM<br />
11. Define Meters<br />
14. Maintenance Execution (Close WO - charge tim<br />
13. Maintenance Workbench (PM Predictions)<br />
14. Maintenance Execution (Close WO - issue part<br />
15. Enter Meter Readings<br />
16. Review Work Order Costs<br />
17. Quality Plans<br />
Asset Manager <br />
Workshop Supervisor <br />
Workshop Supervisor <br />
Workshop Supervisor <br />
Workshop Supervisor <br />
Equipment Manager <br />
Senior Accountant <br />
<br />
Maintenance Superintendent <br />
Maintenance Manager <br />
Project Engineer <br />
Operations Manager <br />
Operations Manager <br />
Business Improvement Coordinator <br />
Purchasing/Stores Admin <br />
Workshop Supervisor <br />
Maintenance Planner <br />
Workshop Supervisor <br />
Fleet Engineering Manager <br />
Transport Manager <br />
Transport Manager <br />
Area Manager <br />
Operations Manager <br />
Workshop Supervisor <br />
Workshop Area Manager <br />
Workshop Supervisor <br />
Fleet Maintenance Coordinator <br />
Business <strong>Systems</strong> Analyst <br />
<strong>Systems</strong> Analyst (Maximo) <br />
Maintenance Supervisor <br />
Maintenance Engineer <br />
<strong>Systems</strong> Analyst (Maximo) <br />
Asset Manager <br />
Operations Manager <br />
Environmental/Process Manager <br />
<br />
Strong project leadership is a prerequisite for a successful delivery. In the context of this article, being a<br />
national implementation over nearly 3 years, there are some aspects that are particularly crucial.<br />
• The ability to keep “in sync” with ongoing company politics and direction is crucial. Over 3 years management<br />
teams evolve and change. A key deliverable is to keep the customer continually focussed on the project<br />
status (earned values vs. budget) and keep a level of engagement needed to fully support the project<br />
initiatives.<br />
• Strong leadership is required to ensure that the team (in this case a team of 11 personnel – implementers,<br />
technical staff, report writers etc) remains focussed and delivering at agreed rates. With any team the<br />
weaknesses will need to be identified quickly and supported before becoming detrimental to the project.<br />
• Identification of key stakeholders is a key skill for a strong leader. This simple skill can actually help with<br />
identifying weaknesses in project solutions or processes. A simple matrix, see Figure 1, that trends<br />
processes against stakeholders will reveal problem stakeholders, as perhaps primarily designed, but may<br />
also show a weakness in process if the number of problem stakeholders in any area rises too high.<br />
A simple stakeholder/process matrix with stakeholders on the left being graded against processes above.<br />
Greens are good, yellows warnings with reds as danger areas. This tool may highlight a “weak” stakeholder,<br />
but may also highlight a badly thought out or presented process.<br />
18. Sheduler Workbench (Review Workloads)<br />
19. Inventory (Min/Max Planning)<br />
20. Inventory (Stocktakes)<br />
21. Work Order Billing (By Activity Price Li<br />
CRP2
Lessons From CMMS Implementation<br />
Leadership is required to be able to present to the customer areas of weakness in their own organisation.<br />
The project leader must cultivate a relationship with the customer such that presentation of weaknesses (in<br />
businesses, processes, but more particularly in staff) can be accepted. Again, as discussed above, strongly<br />
committed senior managers should be in a position to make the necessary changes to support the project,<br />
whilst ensuring that the core activities (manufacturing, selling etc) continue. This can be very challenging<br />
indeed!<br />
Application fit for purpose<br />
16 Vol 23 No 3 AMMJ<br />
Whilst the core drivers of a successful CMMS implementation revolve around managing change and introducing<br />
new processes much rests on the application being fit for purpose. Whilst nearly all CMMS systems available<br />
now provide good basic functionality, discrete differences in scalability, ease of integration and user friendliness<br />
will have a huge impact of project success. So too does the end-users perceptions around the delivered<br />
functionality.<br />
The following points should be considered:<br />
• Whilst most CMMS systems will provide good core functionality, any solution will be perceived by the<br />
end user as ‘fit for purpose’ if they have been able to influence the choice of solution. Whilst full scale<br />
Business Requirement Workshops (BRW) & Conference Room Pilots (CRP) may not fit the bill for smaller<br />
implementations, having the key stakeholders involved during the selection and evaluation process is<br />
invaluable. Indeed the project will be at risk of failure at the onset if this is ignored!<br />
• Integration with other systems. Whilst any systems can be made to integrate, albeit with much angst most<br />
of the time, the degree & ease of integration must be considered & be in line with the required business<br />
processes to be supported. No point in spending big money on a little used interface. In this implementation,<br />
having an Oracle CMMS within an Oracle ERP, meant that the solution was proven to be ‘fit for purpose’ in<br />
fully supporting the processes that were required.<br />
• Personalise not customise the application where needed. If a functionality gap is found (hopefully during end<br />
user evaluation – see above!) then plug it. A good philosophy is to never customise, but rather personalise<br />
the system to better suit the business. During this project some simple to use ‘bolt on’ Quick Entry screens<br />
were designed to facilitate mass data entry (for example work order creation en masse from timesheets).<br />
There is absolutely no doubt that this helped to sell the application to the end users. Figure 2 shows an<br />
example of a Quick Entry screen<br />
This Quick Entry screen for work orders allows mass data entry, in spreadsheet format, from shift timesheets. It<br />
supports issuing parts, nominating trades times and entering meters which, when posted, will create or update<br />
mass work orders.<br />
Figure 2 “Quick Entry” Screens for Mass Data Entry
Vol 23 No 3 AMMJ 17<br />
Lessons From CMMS Implementation<br />
Implementation Team Competency<br />
The success of any system implementation will derive from the processes and training embedded by the<br />
project team. Ultimately if the team is weak (or weakly supported) the project will struggle to succeed. In<br />
addition just as the application “has to be fit for purpose” so the team has to be.<br />
• Maintenance credibility of team members is critical. In the context of a CMMS implementation the team<br />
must have “workshop credibility”. The ability to be able to walk into a workshop and influence processes and<br />
behaviours is paramount. A trade or engineering background is obviously beneficial. Simply put, don’t send<br />
an IT expert to change the behaviour of a mechanic!<br />
• Management credibility is also vital. During this project, team members had to engage all levels of the<br />
customer’s management team from Regional and General Managers (strategic reporting) to Commercial<br />
Managers (accounting standards). Being able to network and influence senior people in the organisation,<br />
over and above the maintenance personnel, is vital.<br />
• Competency in the application. Whilst being an obvious point, time spent to ensure that all team members<br />
have mastered the application completely is well spent. As a starting point the standard (vendor) CMMS<br />
training package should be considered.<br />
• Team competency in the required business processes is as important as competency in the CMMS. Therefore<br />
the defining and documentation of core processes (work order and purchasing workflows for example)<br />
should be done before the roll-out starts. Sounds obvious but get this wrong and ask for trouble!<br />
Project Delivery<br />
The impact of new processes, a newly learned tool and often external consultants can never be underestimated.<br />
There are some critical issues that need to be managed well to minimise impact on sites and users.<br />
• Understand and mange the changes you are implementing. Undertake a ‘risk assessment’ of all potential<br />
stakeholders & formulate plans to win over and convert doubters who could jeopardise the projects success.<br />
See thermography in a whole new light.<br />
In manufacturing, mining, power generation and in many<br />
other fields, FLIR is the global leader in infrared cameras.<br />
The new FLIR P-Series with<br />
its in-built GPS, superior<br />
thermal and visual image<br />
quality and temperature<br />
measurement accuracy - has<br />
professional thermography<br />
written all over it.<br />
New generation T-Series<br />
sets new industry<br />
standards in affordability,<br />
usability, functionality and<br />
compactness.<br />
FLIR P-Series and T-Series<br />
IR cameras.<br />
See thermography in a<br />
whole new light.<br />
FLIR <strong>Systems</strong> Pty Ltd.10 Business Park Drive, Notting Hill, Victoria 3168, Australia<br />
VIC 03 9550 2800 NSW 02 8853 7870 WA 08 6263 4438 QLD 07 3861 4862<br />
Tel: 1300 729 987 Email: info@flir.com.au<br />
P-Series T-Series<br />
Picture-in-Picture<br />
(PiP)<br />
120° lens rotation<br />
www.FLIR.com/THG<br />
FORM No. FLIR20796: Rev 1.0
Lessons From CMMS Implementation<br />
Creating A Work Order<br />
• Present a firm plan to each business before starting. A simple roadmap or ‘implementation matrix’ may be all<br />
that is required to document the journey to the end user. As a principle remember that all system users will be<br />
happier knowing what they don’t know upfront! Especially if you highlight what they will know once the project<br />
is complete.<br />
• Have training packages ready that are aligned to the required levels of user. Try to avoid ‘over teaching’.<br />
Any standard (vendor) training packages will undoubtedly need revamping to align with the various business<br />
roles of the users.<br />
Influencing Behaviour<br />
Figure 3 Laminated poster showing a core process<br />
18 Vol 23 No 3 AMMJ<br />
Throughout the implementation journey the need to influence maintenance behaviour is paramount. Whilst<br />
being able to influence processes and procedures during the standard project phases (pre-implementation,<br />
implementation and follow up) the question arises “how can this influence be sustained?” The following may<br />
help:<br />
• Have clearly defined core processes that are easy to follow. Once reinforced during training and<br />
implementation these need to be left with the business. Ideally these should be colour printed and laminated<br />
(A3 is best) and posted in workshops and admin offices etc. During this national project we were able to get<br />
nearly a 1000 of these done commercially for around $1,200. See Figure 3.<br />
• The introduction of a National Reporting Strategy, if implemented correctly, will drive sustainable behavioural<br />
influence. If an agreed set of reports are scheduled for all levels of the business then workshop processes<br />
will be influenced to achieve common goals. For example the trend in planned work vs. reactive starts at a<br />
work order level, but may be monitored by a state GM for a number of businesses.<br />
This strategy worked exceptionally well during this project.<br />
• Remember that despite any processes and disciplines left by the implementation team the ongoing ability<br />
to influence behaviour rests with the management team.<br />
Programmed Reviews<br />
Once training and implementation have culminated in “Go Live” the best option for the business is to be left<br />
alone after a period of hand holding. Give the business some time to explore the system and make mistakes.<br />
Then embark on structured re-visits and confirmation training.<br />
• Establish a re-visit timetable, which sets up an expectation with every business involved. These visits need<br />
to be structured, with content aligned to where each business is in the maintenance maturity journey. No<br />
point in checking if predictive quality readings are driving strategy if the business is just settling into time<br />
based strategies!<br />
• Deliver follow-up training which, as a minimum, should target high-end users (who create new records and<br />
manage strategy etc) as well as day-to-day users with different content. We found that formal follow-up<br />
training was invaluable to the users, and created good debate.<br />
• One vital aspect of the initial follow-up visits is to begin to establish user networks and introduce the concept<br />
of business superusers and maintenance groups (see below)
Vol 23 No 3 AMMJ<br />
Improvement Sustainability<br />
19<br />
Lessons From CMMS Implementation<br />
As mentioned before a successful CMMS implementation is judged by the maintenance improvement<br />
philosophies and strategies left with the business. In particular maintenance improvements must be sustainable.<br />
The following strategies will help ensure this ongoing sustainability.<br />
• One body must be given ownership of maintenance across the business. The function of this body, apart<br />
from supporting maintenance change, will be to provide strategy and policy around asset management.<br />
• Regional or business maintenance groups should be formed to act on and implement the policies from<br />
the body above. Once bedded down these groups should be directed to communicate and share knowledge,<br />
again an initiative from the above body.<br />
• Formulate an agreed maintenance maturity model that can be used by all businesses to evaluate their<br />
current status and highlight areas for improvement. A number of these models exist ( for example the<br />
generic tool by The Industrial Maintenance Roundtable, IMRt ) which are good.<br />
The level to which an organisation embarks on this journey is largely dependent on its size, although the basic<br />
principles will always be relevant. In the context of this project these strategies will prove vital in ensuring that<br />
improvement is sustainable.<br />
Summary<br />
A successful implementation will be defined by the processes and strategies embedded in the businesses.<br />
Whilst managing change is the biggest challenge, the following key points are critical to a projects success:<br />
• Management Support • Strong Team Leadership<br />
• Application is Fit for Purpose • Project Delivery<br />
• Competency and Credibility of Team Members • InfluencingBehaviour<br />
• Programmed Reviews • Improvement Sustainability<br />
APMMS (Asset & Process Maintenance Management Solutions) provides services in process, maintenance and inventory<br />
management. See www.apmms.com.au or contact Jim Harper (Director/Principal) at jimapmms@primusonline.com.au.
What Is Asset Management and What Are<br />
The Most Critical Elements<br />
Mark Brunner Onesteel Rod Bar and Wire (Australia)<br />
Asset Management is defined by the Asset Management Council of Australia as being, “The life cycle<br />
management of physical assets to achieve the stated outputs of the enterprise”. (2009) The British Standards<br />
Institution through a Publicly Avaliable Standard PAS 55-1:2004 define Asset Management as “the systematic<br />
and coordinated activities and practices through which an organisation optimally manages its assets and<br />
associated performance, risks and expenditures over their lifecycle for the purpose of achieving its organisational<br />
strategic plan”. These definitions convey similar thoughts and are debateable but they fundamentally make<br />
sense. Businesses and agencies invest in physical assets to deliver an output, so they can make a profit or<br />
provide a service. Following from this it could be assumed that actions need to be taken to ensure the assets<br />
continue to deliver an acceptable output over their usable life. These actions may need to include more than<br />
just maintaining plant and should also address:<br />
• The selection of equipment<br />
• The design of equipment for operability, reliability and maintainability<br />
• The operating parameters of the plant so it can meet expectations by mitigating loses such as, changeover<br />
delays, plant maintenance, unplanned maintenance, rate loss, rework and scrap.<br />
A system must then be in place to investigate & solve the root cause of any unplanned losses (van Dullemen,<br />
2009).<br />
Asset management can be considered a collation of all of the elements above, but until recently most people<br />
in industry called this “Plant Maintenance”, so at some stage in time the term has evolved to be “Asset<br />
Management”. It didn’t happen overnight and some still call it Plant maintenance, but what is the significance<br />
of this change in terminology? It really is open to interpretation of individuals but I believe it indicates and<br />
evolutionary change in the way businesses views maintenance, and the acknowledgement that the maintenance<br />
groups do not solely own asset performance. As a trainee Engineer in the early 80’s I learnt that the only key<br />
maintenance metric that was of any concern to management was costs. In relation to other plant maintenance<br />
KPI’s:<br />
• Equipment reliability was not well understood.<br />
• Requests for work were managed manually by recording requests in log book.<br />
• Planned maintenance systems were managed via a paper system and it was inherently difficult to<br />
monitor compliance.<br />
• Follow up work requests built up from inspections were sent to leading hand tradesmen who<br />
consequently filed them.<br />
With the focus only on costs, the performance of the maintenance department was based on perceptions.<br />
It was very easy for production departments to blame maintenance for production losses and Maintenance<br />
clearly knew that all breakdowns and losses were caused by production. This was known as the “they break it<br />
we fix it” syndrome, and unfortunately this perception still exists within many industries. If we wanted to be a<br />
little smarter back then we would have worked together to improve our Assets performance, but in reality few<br />
knew any better. Move back to the present and there is a growing realisation that Asset management is not just<br />
completing inspections, fixing breakdowns and managing shutdowns. It must include all elements that help<br />
meet the “assets to achieve the stated outputs of the enterprise”(2009). These elements can be categorised<br />
under a few broad headings including:<br />
1. The organisation and leadership<br />
2. Plant capability and criticality<br />
3. Operational and Maintenance practices and behaviours<br />
4. Support services.<br />
Assuming we have accepted the definition of the Asset Management Council, the next question would be;<br />
what are the most critical elements of any Asset Management System? It would be fair to say that individual<br />
businesses or indeed units within a business will be at different points in their Asset management journey and<br />
what is considered as “Critical” will be different in every case. If you had a brainstorming session on what are<br />
the important aspects of asset management in your business you are likely to get dozens of suggestions many<br />
with common themes. Below, is a list of asset management elements that has been sorted into the categories<br />
mentioned above.
Vol 23 No 3 AMMJ 21<br />
What Is Asset Management<br />
The Organisation and Leadership.<br />
Management support.<br />
To have a truly world class asset management system there must be support at all levels of management.<br />
If corporate management support the cause of managing assets for reliability but the operations manager<br />
3 levels down is not supportive, improvement initiatives are likely to fail. If a Maintenance Manager tries to<br />
instigate a plan for reliability improvement and his direct supervisor is not supportive, again failure is the most<br />
likely result.<br />
Operations and maintenance reliability focus.<br />
This element is in line with management support. In many industries managers associate maintenance with<br />
costs and downtime. Many maintenance people believe their primary role is to fix things as they break. A<br />
business with reliability focus will view breakdowns as an opportunity to improve and the cost to maintain as<br />
being an investment in the future. Focus on reliability should include all aspects of processes that can cause<br />
losses including breakdowns, operational practices, maintenance practices and quality issues. All employees<br />
have a role to play in the improvement of <strong>Reliability</strong> of their equipment. <strong>Reliability</strong> needs to become part of the<br />
organisational culture.<br />
Organisational culture.<br />
To head on the road to asset reliability the workforce must be prepared for organisational change. Some deepseated<br />
beliefs will have to be challenged. For example planned downtime can lead to more uptime, planning<br />
work well will increase tool time by at least 50%, all critical spares must be held in the store, giving operators<br />
some maintenance responsibility will breed ownership, feedback and continuous improvement of reliability<br />
and maintence processes is valued by management.<br />
Performance measures.<br />
These must be in place to determine if improvements have been effective. What measures do you have in<br />
place? There are literally hundreds in use in industry with common ones being Mean Time Between Failures,<br />
Mean Time to Repair, % downtime, Overall Equipment Effectiveness, Compliance to Planned Maintenance<br />
schedule, Reactive vs Preventitive, Proactive, Predictive work, No of breakdown calls. You must have some<br />
performance measures in place or you will not have a base to review improvement against. A common saying<br />
in reliability and operational circles is “You cant manage what you don’t measure”.<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
What Is Asset Management<br />
Process auditing.<br />
An asset management process audit schedule must be put in place and adhered to. Efficiency of your asset<br />
management process is dependant on two things. The first is that you must have good systems developed<br />
for simplicity as much as possible. The second is to ensure that these systems are followed. Most people will<br />
try and do the right thing, but often this may not be the correct thing. Auditing your processes will help ensure<br />
systems are being followed as well as letting your people see that the systems are valued.<br />
Organisational improvement philosophies.<br />
For example LEAN, 80/20, TPM etc. If any of these continuous improvement philosophies are being applied,<br />
they should not drive asset management into a reactive mode. As mentioned above systems are put in place to<br />
maintain efficiency. Efficient systems should not be affected by the latest change in direction from management<br />
without careful consideration. LEAN manufacturing when applied effectively can have a significant effect on<br />
the performance of a business, but it does drive a level of reactiveness due to the Kaisen events that require a<br />
quick turn around on problem solving. If you have a good work management process ensure you stick to it.<br />
Business goals and objectives.<br />
<strong>Reliability</strong> of assets should have goals set within business plans. It is best practice to ensure your asset<br />
management strategies are aligned to the business overall goals. For example if the business goals require<br />
an asset to be avaliable for 80% of avaliable time, there is no reason why your asset management strategies<br />
should be aiming for higher than this. Your objectives should be aimed at providing the agreed level of reliable<br />
capacity of assets at lowest costs without compromising plant condition and safety.<br />
Plant Capability and Criticality.<br />
Not reaching plant capability.<br />
The business needs to understand all causes of plants not running to capability. There are a number of reasons<br />
why this might be the case examples being, unplanned breakdowns, issue with product quality, absenteeism,<br />
operating practices. Understanding the causes of these losses is the first step towards improvement.<br />
Not using capacity or Plant Utilisation.<br />
Assuming the products you are manufacturing are profitable it then makes sense that you would run your<br />
assets 24/7 if possible. Reasons why this may not be occurring include but are not limited to, not having<br />
enough demand for your product, not having enough labor to make the product or not having enough raw feed<br />
for the plant. These reasons must be understood so actions can be put in place to increase the utilisation of<br />
the plants that are making money.<br />
Operating plant beyond design limitations.<br />
Uncontrolled changes to plant are fraught with danger. Examples could be may adding extra load, running<br />
products that were not designed to run on the equipment or changing the mode of operation of the plant.<br />
Machines should never be operated above design limits unless those limits have been increased via properly<br />
engineered upgrades.<br />
Asset Criticality Assessment.<br />
Some will say that criticality assessments are often a waste of time and that this information is in the heads<br />
of experienced plant personnel. In many cases this is true, as you only have to ask a production planning<br />
about demand and production managers where the biggest margins are. Then there are the obvious<br />
plant services such as Power systems, Water supply, Gas supply, Boilers, Cranes etc. Often the loss<br />
of any of these services will stop a whole plant, so in most cases these will be considered critical assets.<br />
The other areas where criticality if often well understood is where failures lead to significant cost to repair ,<br />
environmental or safety issues.Criticality assessment can be a lot of work, so do you need to do it and if so how<br />
do you go about it? Often statutory requirements mean that records must be kept from this type of assessment.<br />
If statutory requirements do not affect your industry it is still a good idea to complete an assessment and<br />
document your logic behind the assessment. This takes the emotion out of deciding where asset management<br />
improvement should be focussed on.<br />
Operational and Maintenance Practices and Behaviours.<br />
Operational practices.<br />
22 Vol 23 No 3 AMMJ<br />
Does the operations staff have targets and standards related to running their equipment? Are they in a position<br />
where they are able to modify the process because they “Have to” to keep it running as required? Do different<br />
shifts run the equipment differently? These practices lead into the next element.
Vol 23 No 3 AMMJ 23<br />
What Is Asset Management<br />
Standard operational practices.<br />
One of the fundamental elements of LEAN manufacturing is Standardised practices. The key to this is to map<br />
your process well, and determine the most efficient and safe way to operate your equipment. These processes<br />
are then documented and deployed as the standard methodology.<br />
Operator machine care.<br />
In many plants operations are not made responsible for any part of the maintenance of their equipment. This<br />
often leads to a don’t care attitude and degradation of plant. Responsibility breeds ownership and ownership<br />
leads to improved reliability<br />
Shift handovers.<br />
Poor practices in relation to shift handovers in some industries can be a major cause of losses. Is your equipment<br />
stopped while shifts are changing? If yes, then how can this be changed to maximise continuous running?<br />
Product changeovers.<br />
Product changeovers are often the focus of Lean manufacturing improvement (Kaisen) events as any<br />
improvement in changeover time immediately affects machine availability.<br />
Production planning practices.<br />
The way a production plan is put together can have a significant effect on output. Is the product mix making the<br />
best use of the assets capability? Does continuous change over of product lead to an ineffective process.<br />
Loss accounting.<br />
Does your business understand where all losses to output are occurring, and if they do what they are doing<br />
about it. Operations groups are often quick to look at maintenance when machines break down, but what<br />
actually caused the breakdown. It may be poor maintenance but equally it could be the way the equipment<br />
is being run. Does absenteeism and quality issues lead to losses? Are there systems in place to monitor<br />
losses.<br />
Eliminate unnecessary failures by using a systemic approach to problem solving.<br />
Teach your personnel how to identify the "root cause" of failures.<br />
Increase productivity Reduce downtime Increase profits<br />
RCA Rt provides training & coaching<br />
programs to grow a culture<br />
of defect elimination<br />
& continuous improvement.<br />
Public workshops<br />
Ongoing coaching<br />
Onsite workshops<br />
Instruction for internal trainers<br />
Focus Find Causes Fix Forever<br />
Step 1<br />
Define the problem<br />
Step 2<br />
Select the target<br />
Step 3<br />
Assess & monitor<br />
Step 4<br />
Confirm containment<br />
Step 5<br />
Practical look<br />
Step 6<br />
Patterns & comparisons<br />
Step 7<br />
Brainstorm for causes<br />
Step 8<br />
Build a cause tree<br />
RCA Rt facilitators are expert<br />
incident investigators available to lead your team onsite<br />
Step 9<br />
Select a change<br />
Step 10<br />
Prepare and execute<br />
Step 11<br />
Change review<br />
Step 12<br />
Make it last<br />
www.rcart.com.au +61 3 9697 1100 Copyright<br />
www.rca2go.com online problem solving<br />
Process Maps 5 Why, RCA, FMECA, 6 Sigma's DMAIC<br />
The<br />
R<br />
Manufacturing Game<br />
RCA Rt Home of The Manufacturing Game<br />
The Manufacturing Game workshops are known throughout<br />
industry as an extremely effective tool for increasing team<br />
learning, cross-departmental communications and decision<br />
making that lead to eliminating plant defects and improving<br />
operations.<br />
The Manufacturing Game<br />
is a strategic simulation of a manufacturing plant. Originally<br />
introduced at the DuPont Chemical Company, The Manufacturing<br />
Game has been used by a host of manufacturing companies<br />
worldwide to hone their operations. Time and time again, the<br />
workshop has effectively shown employees how their jobs impact<br />
every facet of both the manufacturing process and the plant's<br />
profitability. By providing the tools for change, and by launching<br />
cross-functional action teams, The Manufacturing Game® is able<br />
to accelerate the journey from reactive to proactive Operations<br />
Want to play the game?<br />
contact: melissa@sirfrt.com.a<br />
Contact: 03 9697 1100 melissa.cameron@sirfrt.com.au www.rcart.com.au
What Is Asset Management<br />
Analysis of loss data.<br />
A loss accounting system must account for all losses and results from the system must drive improvement<br />
actions. If you are measuring your losses and not initiating improvement actions then gathering the data is a<br />
waste of time.<br />
Planning and Scheduling.<br />
The best organisations spend 80% of their time on planned and scheduled work. The effect of utilising planing<br />
and scheduling will far out-weigh the initial pain of selecting and training people for these roles.<br />
Work management process.<br />
Planning and scheduling can only be improved if a well-defined work management process with measurable<br />
KPI’s has been developed. It is imperative that all associated with the process understand and follow it. A<br />
well applied Work Management process will improve the flow of work by allowing the most critical work to be<br />
addressed as soon as practical, while at the same time it will filter out the work that can be deferred.<br />
Proactive Maintenance.<br />
The analysis of losses will lead to the identification of modes of failure of equipment. Proactive maintenance is<br />
aimed at the stabilisation of equipment reliability by addressing the root cause of potential failure modes, so as<br />
to prevent failures from occurring in the first place. If your organisation is focussing on proactive maintenance<br />
you are well on the way to improving reliability.<br />
Rebuild and Installation Standards and Practices.<br />
Maintenance tasks must be completed to a standard to ensure the long-term reliability of the equipment. Do<br />
you have the right quality oil, the correct bearings and other materials? Has the equipment been put back<br />
together with the correct clearances? Has your DC motor brushes been bedded in correctly? Does your<br />
equipment start on time after work is done, and keeps running? These standards are closely linked with how<br />
the job is done. Are the right tools used for the task? Are your tradesmen qualified for the tasks they complete?<br />
Eliminate rework – Do it Once, do it right.<br />
Planned maintenance.<br />
The planned maintenance system is the backbone of your reliability journey. The important factor here is<br />
that the work from your system must be relevant and up to date. To achieve this PM inspections need to be<br />
built using methodology that addresses failure modes such as RCM or PMO. To further optimise your system<br />
feedback must be gathered from the people who are doing the work. A PM system needs to be a living system<br />
that is constantly being reviewed and improved.<br />
Lubrication.<br />
For those with rotating equipment; the development of planned maintenance strategies based on lubrication<br />
must be your starting point. Lack or incorrect lubrication is the single most significant reason for plant to fail. It<br />
is obvious to state that machines break when they are not lubricated correctly, but how often is poor lubrication<br />
the cause of unplanned downtime in your business? If you don’t have lubrication strategies in place, start<br />
now.<br />
CMMS application and use.<br />
Your CMMS is your maintenance management database, and like any database, if the input is bad the output<br />
will also be bad. The CMMS is the place where the foundation of your asset management system sits, being the<br />
functional hierarchy. Embedded in this structure is your equipment assemblies and components, the strategies<br />
you develop to maintain your assets, the schedules that support your strategies, the record of costs associated<br />
with maintaining and the history of breakdowns. A well utilised and managed CMMS is an invaluable tool that<br />
should be in close alignment with Work Management system.<br />
Maintenance strategies.<br />
24 Vol 23 No 3 AMMJ<br />
Development and review. A strategy is the who, what, when where and how of maintaining your assets. Strategies<br />
are not “set and forget”, they are living documents that should be reviewed and improved continuously. At<br />
some stage in your facilities life cycle, decisions were made related to what maintenance would be completed<br />
on your assets and how often it would occur. Often these decisions are never questioned and the logic behind<br />
the decision is lost when the people that initiated them leave the business. For Asset Maintenance strategies<br />
to remain effective over the life of the plant there must be an element of continuous review. In effect your<br />
Maintenance Strategies must be a “living program”. Many businesses are really good at the “Planning and<br />
Doing” in the PDCA cycle in relation to developing Asset maintenance strategies, but the “Check, Act” part of<br />
the cycle is often neglected. What do you need to do to have a living program? What methods do you use to<br />
review strategies? Do the strategies address the failure modes of your assets? Who is involved in the review
Vol 23 No 3 AMMJ 25<br />
What Is Asset Management<br />
process? What do you need to do to have a living program? The review and development of strategies is a<br />
critical component of Asset Management.<br />
Condition Management/Predictive Maintenance.<br />
The most efficient and effective maintenance organisations will maximise their condition-based maintenance.<br />
After all, why overhaul equipment when it is not showing any signs of wear? There are two specific components<br />
to condition management. The first is based on inspections that are not intrusive. E.g. Check for wear, check<br />
for end float, check for burning, check it spins freely. Where possible this type of inspection should include<br />
acceptable parameters, such as worn by 3mm or more. The second is based on the use of technology such as<br />
Thermography, Oil analysis, Vibration analysis. The key to using technology is having the skill to understand the<br />
early warning signs and the systems to act on them. Often a condition-based strategy will reduce the amount of<br />
overhaul work saving material and labor costs as well as reducing the instances of early life failure.<br />
<strong>Reliability</strong>, process and practices audits.<br />
There is a very common saying in reliability circles these days being, “You can’t manage what you don’t<br />
measure”. If you don’t know the reliability level of your equipment how can you possibly improve it? How<br />
do you know that the practices you have in place are being followed and are they correct to begin with?<br />
Auditing your processes and practices is a must so you can acknowledge your reality. This becomes the<br />
starting point for improvement. Involving your people in a positive manner during the Audits will grow ownership<br />
and improvements.<br />
Root Cause Analysis.<br />
The key to performing proactive maintenance well is being proficient in root cause analysis processes. To gain<br />
this proficiency it would normally require some formal training and regular use of the process. It is ideal to have<br />
some of your more analytical minds trained in the process and use it regularly. Businesses that apply Lean<br />
principles use an RCA process called Practical Problem solving on a daily basis which gives excellent results<br />
for the majority of issues, but it can fall short complex issues. This is related to the assumption that 5 whys<br />
will lead to a single root cause of a problem when rarely is a complex failure wholly related to one issue. A two<br />
tiered approach to problem solving is an option to consider. E.g. 5 whys for a simple issue and a more detailed<br />
process for significant issues.
What Is Asset Management<br />
Contractor services and management.<br />
Very few manufacturing businesses or service providers are in a position where they can operate effectively<br />
without contractors. While many core activities remain within businesses, often non-core activities such building<br />
maintenance, cleaning etc are contracted. The use of contractors creates the need to manage overall costs and<br />
compliance standards set by your company, which would include safety standards, work and documentation<br />
standards.<br />
Shutdown Management.<br />
Shutdowns are undesirable events as they are often costly and reduce plant availability. To minimise the effect<br />
on output, organisations need to manage shutdowns so all work is completed safely, to a defined standard,<br />
and within the shortest possible time frame. This requires detailed planning and scheduling utilising many task<br />
lists and procedures.<br />
Resource allocation.<br />
Are your resources being effectively tilized? What percentage of the work they complete is planned? Are you<br />
always having your planned work interrupted by reactive work? Do you know how much of your peoples time is<br />
being tilized? Setting up your maintenance resources to effectively cope with reactive work while maintaining<br />
compliance on your PM program can be a balancing act. Getting it right can improve your efficiency and<br />
effectiveness significantly.<br />
Support services.<br />
CMMS support.<br />
Contrary to the belief of many senior managers, the CMMS does require a significant amount of support<br />
including: maintenance of master data, creating and maintaining Bills of Materials, creating and managing the<br />
equipment hierarchy, task lists, maintenance plans, system authorizations and training and mentoring in the<br />
systems.<br />
Does your business have a resource that manages these and other issues with your CMMS? If not how are<br />
these issues being managed now. If the answer is they are not, then your whole system will fall apart in a short<br />
time frame. An effective CMMS support service must be in place just to maintain what you currently have.<br />
Engineering and concept design.<br />
Do you design for reliability or is price the main driver of your capital purchases? Do you design for maintainability?<br />
Typically over the life of a plant the cost of maintenance will be over 10 times more than the capital outlay. Is<br />
the whole of life costing included as part of the design review? I haven’t every seen this done well after 28<br />
years in industry. Can you access all maintainable components? Have maintenance strategies been designed<br />
as part of the overall Engineering design? Are spares requirements embedded in design concept? There can<br />
be many long term wins for businesses if these things are done well.<br />
Capital management.<br />
It is important that you have a view of the future state so you can plan for capital management. Sure you can’t<br />
always see the future but it is far better to have a plan. What is becoming redundant? Are any machines at the<br />
end of their serviceable life? Is the market changing and investment may be required? So far this has all been<br />
about the need for capital; there is the management of capital projects and associated costs. How many capital<br />
jobs have you seen run out of cash and somehow this extra expenditure ends up on the maintenance budget?<br />
Are people held accountable for the successful delivery of a capital project?<br />
Purchasing services.<br />
Purchasing services are an integral part of asset management. Being able to obtain materials and services on<br />
time in perfect order and at a reasonable cost can make or break your efforts. It is obviously not practical to<br />
have all components on site or services on hand 24/7 so asset managers rely on trustworthy supply agreements<br />
that encompass quality, price and delivery. Do you have 100% trust in your purchasing department? If not why<br />
not?<br />
Stores practices.<br />
26 Vol 23 No 3 AMMJ<br />
When you look in your CMMS can you find the exact location of a component in your store? Will the part be<br />
there if it says it is? Will the part be in serviceable order? How long does it take to goods receipt items into the<br />
store and how do you know they are there? Does your store package items for planned work? And the biggest<br />
question of them all…. Do you have squirrel stores all over your plant? Having the best practices occurring in<br />
your store can improve the planning of tasks significantly, hence improving reliability and increasing uptime.
Vol 23 No 3 AMMJ 27<br />
What Is Asset Management<br />
Training and development.<br />
“We never get enough training!”, “How can we do what you want when we haven’t been trained?” Do these<br />
comments sound familiar? Training must be based on needs of the business and competencies have to be<br />
assessed in real situations, and reassessed within regularly time frames to ensure the skill is not lost. For<br />
Example - all electricians will be trained in brand X PLC programming and software. How many really need to<br />
be programmers. What they most likely need is the training around using the software for diagnostics. This is<br />
a skill they are likely to use regularly. Complete a skills gap analysis and understand your requirements, then<br />
ensure there is enough money in the budget followed by effective timing scheduling of the training.<br />
In all there are almost 40 elements briefly described above, all of which have significant importance that will<br />
be at different levels for individual businesses. It is highly unlikely that all of these elements need immediate<br />
attention so the trick is to understand where the biggest bang for your buck lies.<br />
Selecting the Eight Most Critical Elements.<br />
To improve your performance in asset management all of the above elements will need some attention,<br />
however with nearly 40 elements, not all can be addressed at once. Using the 80/20 rule will highlight the Eight<br />
elements that are the most critical for your business. The selection process should be based was based on the<br />
lowest scoring elements that would give the greatest benefit if they were focussed on and improved. Identifying<br />
areas of improvement is acknowledging your current reality is the first step in improving your physical asset<br />
management.<br />
References:<br />
Asset Maintenance Council Website. “Definition of asset management”<br />
http://www.amcouncil.com.au/wiki/index.php/Asset_Management Viewed 1/08/09<br />
PAS 55-1:2004. “Asset Management. Part 1: Specification dor the optimized management of physical<br />
infrastructure assets. British Standards Institution<br />
Van Dullemen, R, Comment on, “Preview survey results from the eight critical elements of asset management”.<br />
<strong>Reliability</strong>web. Viewed 9-8-2009.<br />
http://reliabilityweb.com/index.php/articles/preview_survey_results_from_the_eight_critical_elements_of_<br />
asset_management/<br />
Engineers Without Borders Australia<br />
Engineers Without Borders Australia works with disadvantaged<br />
communities to improve their quality of life through education<br />
and the implementation of sustainable engineering projects.<br />
To achieve our vision, we need your support.<br />
EWB invites all Australians to join EWB and help us to work with communities,<br />
companies, organisations, and international bodies, to secure a more just future for<br />
all global citizens.<br />
EWB relies on the support of members, other organisations, engineering<br />
companies and the Australian public. It is through the support of our donors,<br />
partners and volunteers that we can achieve our goals.<br />
engineers<br />
Water & sanitation education, Cambodia<br />
without borders<br />
“Partnerships built on respect create an environment where all parties have positive experiences.<br />
Please visit www.ewb.org.au to find out how you can get involved or to make a<br />
donation.<br />
The learning and sharing of knowledge whether it is cultural, historical or skills based requires<br />
commitment, accountability, responsibility and flexibility from all of the people involved. Already<br />
this formal agreement with EWB, is proving that Aboriginal and non Aboriginal people in a<br />
climate of change, can make a difference.”<br />
Cheryl Buchanan, KTOAI Chairperson & EWB Community Partner<br />
engineers<br />
without borders<br />
AUSTRALIA<br />
engineering a better world<br />
Construction of an amenities block, Australia<br />
AUSTRALIA<br />
Renewable energy, rural Nepal<br />
PO Box 79, Elsternwick, Victoria, 3185 | P: +61 (0)3 9696 9040 | E: info@ewb.org.au | W: www.ewb.org.au
Improving Our Capability for Managing<br />
The Condition of Our Assets<br />
Peter Todd Chairman Condition Monitoring Certification Board (Australia)<br />
Better management of equipment and physical asset condition is an opportunity that is worth $Billions to<br />
business. The challenge is for businesses to put in place best practice systems and resources to enable these<br />
benefits to be delivered. A core technology for managing equipment condition is Condition Monitoring.<br />
For over 10 years there has been a major international effort to help define best practice for Condition Monitoring<br />
with ISO18436 as a key output. A part of the infrastructure to implement ISO18436 is the requirement for an<br />
Independent Certification Board. With the support of AINDT a group of prominent condition monitoring people<br />
from business, suppliers and service providers have been brought together to form a Condition Monitoring<br />
Certification Board (CMCB). The CMCB has chosen the logo above to be associated with the CM activities.<br />
See a list of people involved with the CMCB at the end of the article.<br />
As Vibration Analysis (VA) is the part of ISO18436 that has been in place the longest and VA training to<br />
this standard is already available, this is the first challenge the CMCB has taken up. Better use of VA also<br />
represents a huge improvement opportunity for business.<br />
Figure 1 shows a 20 year old vibration analysis case study that measured a 40% reduction in average vibration<br />
levels for a group of fans and this produced a 40% reduction in maintenance cost. Maintenance cost savings<br />
have been shown to have a 1.5 to 8 times multiplication factor for total business gains. This is due to the<br />
associated increase in plant reliability and capability.<br />
There has been significant improvement to VA technology and defect elimination best practice in the last 20<br />
years but many businesses don’t achieve this potential. It requires CM people with the right level of knowledge<br />
& skills and a supportive management.<br />
A key role of the CMCB is to determine how people involved with managing equipment condition should have<br />
their capability recognised. How do you gauge competence in a technical field like Vibration Analysis<br />
and Condition Monitoring?<br />
I had the opportunity for a phone conversation with<br />
Jason Tranter who is a CMCB member. Jason is<br />
one of Australia’s most prominent specialists in<br />
understanding the condition of rotating equipment<br />
assets through vibration analysis. He provides the<br />
training material and technical guidance for vibration<br />
analysis training programs in 33 different countries.<br />
One question we discussed was how you would<br />
define the top category of competence in the vibration<br />
analysis field? ISO 18436-2 defines 4 categories of<br />
competency for Vibration Analysis and does so by<br />
defining the technical knowledge and experience that<br />
a top level vibrations specialist would require.<br />
Internationally the only implementation ‘Vibration<br />
Analysis Cat 4’ focuses more narrowly around the<br />
mathematical rather than practical side of the VA<br />
knowledge. Both Jason and I were not comfortable<br />
with this implementation as we agreed that this<br />
approach is not likely to deliver the most value from<br />
VA technology to business.<br />
Since that discussion I have attended the May<br />
2010 VANZ Condition Monitoring conference in<br />
New Zealand. Three of the conference case studies<br />
presented stood out to me as representing different<br />
elements in the competency required for management<br />
of equipment condition.<br />
Figure 1 Maintenance Cost Improvements by reducing<br />
Av. Vibration Levels for a large group of Fans<br />
(Case Study by Update International)
Vol 23 No 3 AMMJ<br />
29<br />
• The first case study was from John Schultz who was the international keynote speaker for the conference.<br />
As a <strong>Reliability</strong> Engineer working for Eli Lilly in the US he managed the setup and operation of a CM program<br />
that included Vibration Analysis. This program resulted in huge business benefits and turned the plant around<br />
from a likely shutdown to being highly profitable. John showed that best practice monitoring technique<br />
implementations can yield a Return on Investment (ROI) of more than 15 to 1. Technology Implementation<br />
Management is an important competency for delivering business value.<br />
• The second case study was Matthew Fallow’s presentation on the benefits delivered through use of Vibration<br />
Analysis technology. An engineer from Arnott’s Biscuits in Sydney called in Matthew as a VA Specialist during<br />
commissioning of a new biscuit production line. The problem was vibration in a new elevated floor structure<br />
that supported the line and was severe enough to make future operation of the line difficult. Matthew’s solution<br />
was simple, elegant and quickly implemented and it completely eliminated the vibration problem. Credit should<br />
also be given the Arnott’s engineer who recognised that such a solution was possible and not ‘leaving the<br />
problem’ for the project’s contractor to solve. This example shows how Technical Competency and Problem<br />
Solving skills can deliver business value.<br />
• The third case study was by Murray Fookes, a Condition Monitoring specialist from the NZ paper industry.<br />
One of the most difficult questions in condition monitoring of an equipment fault is, “How long will it last?”.<br />
The case study showed Murray’s deep knowledge and years of experience in the Failure Modes and Failure<br />
Causes for equipment in his plant. His analysis showed how he was able to collect information from a range<br />
of sources to confirm the failure cause, the likely deterioration rate and to predict a period of safe future<br />
operation. The ability to do this with confidence is a skill worth $Millions to some businesses. This example<br />
shows how the integration of both Equipment and Technical Knowledge can deliver business value.<br />
The challenge for the Condition Monitoring Certification Board is to define how the ISO Condition Monitoring<br />
system should operate to deliver maximum business gain. CM Technicians and Engineers need to be Certified<br />
to a specific level of knowledge and capability to deliver the benefits that are required and expected by business.<br />
The CMCB will also encourage broader acceptance of Condition Monitoring standards and better education of<br />
management to achieve the gains.<br />
Condition Monitoring Certification Board<br />
Members<br />
• Peter Todd, IMRt Facilitator, SIRF Roundtables,<br />
• Ray Beebe, Senior Lecturer, Monash University,<br />
• David Barnett, Board Member, AINDT,<br />
• Bruce Evans, <strong>Reliability</strong> Engineer, CM, OneSteel,<br />
• Stephen Roe, Executive Officer, AINDT,<br />
• Jason Tranter, Director, Mobius Institute,<br />
• Keith D’Cruz, <strong>Reliability</strong> Services Manager, ALS<br />
Industrial Division<br />
• Kelvin Wright, Director, Vitech <strong>Reliability</strong>,<br />
• Subash Lallchand, <strong>Reliability</strong> Engineer Newmont,<br />
• Ernst Krauss, <strong>Reliability</strong> Engineer Woodside<br />
Energy,<br />
• Craig Allan, President VANZ, NZ<br />
• Max Wishaw, Condition Monitoring Specialist,<br />
• Guy Salathiel, Principal Advisor – CM, Rio Tinto,<br />
• Alex de Kiefte, CM Specialist, Bureau Veritas,<br />
• Peter Kelly, <strong>Reliability</strong> Supt. BP Bulmer Island<br />
Refinery,<br />
• Corne Stander, Principal Advisor - CM, BHP Billiton<br />
Iron Ore,<br />
• Dr Nik Nikolovski, Hatch Operational Services, Global<br />
Director, Hatch,<br />
If you would like updates on the activities of the<br />
CMCB or would like to contact the board please email<br />
peter.todd@sirfrt.com.au<br />
or dabarnett@ozemail.com.au .<br />
Managing the Condition of Our Assets
Condition Monitoring Equipment & Services<br />
The 2010 Listing of Condition Monitoring Equipment and Services was compiled by Len Bradshaw, June 2010.The data given is as received<br />
from the respondents. The AMMJ does not therefore accept any liability for actions taken as a result of information given in this survey.<br />
(Copyright to the Asset Management and Maintenance Journal)<br />
ALS Industrial Division<br />
Address: 109, Bannister Road, Canning<br />
Vale WA 6155 Australia<br />
Stephen.teo@alsglobal.com www.alsglobal.com<br />
CM PRODUCTS<br />
ALS Industrial Division supplies a range of vibration transducers, with<br />
customized cabling, data collection points, monitoring stations and on<br />
site installation, as required for a complete package.<br />
ALS Industrial Division also supplies custom designed on line<br />
systems for both short term and permanent monitoring of vibration<br />
and process parameters. These systems are supplied to client<br />
requirements together with on site installation, off site remote<br />
monitoring and analysis.<br />
CM SERVICES<br />
ALS Industrial Division has provided reliability and engineering<br />
services for over 30 years. Using a range of technologies, services are<br />
targeted at addressing equipment failure modes and aimed at overall<br />
reliability improvement. With offices around Australia, ALS Industrial<br />
Division is able to provide cost effective services nationally.<br />
Services provided include:<br />
• Develop, implement and / or Audit Condition Monitoring<br />
Programs as per ISO 17359<br />
• On site Training<br />
• Staff Leave Coverage and Technical Support to in house<br />
programs<br />
• Vibration Monitoring and Analysis<br />
• Infra-red Thermography of electrical, mechanical and process<br />
installations<br />
• Oil and Wear Debris Analysis<br />
• Vibration Acceptance Testing and Commissioning<br />
• Laser Alignment and in-situ Balancing<br />
• Bearing Inspection and Failure Investigation<br />
• Strain Gauging and Finite Element Analysis<br />
• Data logging and process monitoring<br />
• Fatigue Life Assessment<br />
• Structural Integrity Inspection<br />
• Classified Plant Inspection<br />
• Non Destructive Testing<br />
• Materials Consulting<br />
Alstom MSc<br />
Address: 27 Research Drv, Croydon Vic Australia<br />
sales.msc@sigenergy.com www.sigmamsc.com<br />
CM PRODUCTS<br />
Alstom MSc (formerly SigmaMSc) is a premium provider of machinery<br />
health monitoring solutions to industry. The unique benefit that<br />
we offer is an integrated package of leading technologies, expert<br />
consultancy skills, training and customer support. This means we<br />
can tailor solutions to meet the needs of our customers, ranging<br />
from fully outsourced monitoring services, through to the provision of<br />
portable and online systems complete with commissioning, training<br />
and support.<br />
In dealing with Alstom MSc, you can be assured we have the product<br />
range, technical know-how and resources to deliver and support a<br />
machinery health monitoring package that works for you.<br />
Our product range includes:<br />
PORTABLE VIBRATION MONITORING - VMI hand held vibration<br />
meters and analysers plus the world renowned range of Emerson CSi<br />
Machinery Health Analyzers with AMS Machinery Manager software.<br />
ONLINE VIBRATION MONITORING – Give your machines the best<br />
possible protection from failure with simple and low cost devices from<br />
Metrix, smart wireless monitoring systems and full turbine supervisory<br />
protection from Emerson.<br />
SENSORS – The extensive range of CTC accelerometers, cables<br />
and mounting hardware for monitoring online or inaccessible plant<br />
includes the PRO line of 4-20mA sensors for simple online monitoring<br />
and proximity probes for turbomachinery.<br />
IR THERMOGRAPHY- Low cost thermal imagers from IRISYS<br />
and advanced portable and online cameras from Thermoteknix.<br />
Applications include electrical panels, mechanical and refractory fault<br />
detection.<br />
LUBRICATION ANALYSIS PRODUCTS – Emerson CSI oil analysers<br />
and laboratory data management software and UVLM greasing<br />
monitoring devices.<br />
MEASUREMENT AND TEST PRODUCTS – Shaft laser alignment<br />
systems from KohTect and Emerson, new pulley and roll alignment<br />
systems from Seiffert Industrial, a complete range of ultrasonic<br />
thickness meters from Checkline, Ultrasonic fault detectors from EFI,<br />
strobes from Checkline and tachometers from Compact<br />
REMOTE VIEWING SCOPES: We have a comprehensive new range<br />
of industrial videoscopes for machinery inspections.<br />
CM SERVICES<br />
Alstom MSc has a 20 strong technical team, with experienced<br />
condition monitoring technicians and engineers in every mainland<br />
state providing a variety of technical services.<br />
TRAINING: We partner with the globally recognized Vibration Institute<br />
to offer their certification program, as well as a range of courses on<br />
CM other technologies.<br />
CUSTOMER SUPPORT: Our entire range of products is backed up<br />
by our dedicated direct support team.<br />
ROTOR DYNAMICS: Multichannel monitoring, troubleshooting and<br />
balancing on gas, steam, hydro and wind turbines.<br />
VIBRATION MONITORING: Routine vibration surveys, advanced<br />
troubleshooting and diagnostics.<br />
ALIGNMENT AND BALANCING: In-situ balancing, shaft alignment<br />
and pulley alignment.<br />
IR THERMOGRAPHY: Electrical, refractory and mechanical routine<br />
scanning and investigations.<br />
OIL ANALYSIS: Full range of laboratory tests for contamination<br />
detection, wear analysis and lubricant condition.<br />
CM PROGRAM ASSISTANCE: Database tailoring, mentoring,<br />
auditing.<br />
SYSTEM DESIGN COMMMISIONING: Online system commissioning,<br />
DCS integration, instrumentation testing.<br />
REMOTE MONITORING AND DIAGNOSTIC CENTRE (RMDC):<br />
Alstom MSc can remotely monitor your critical machines from our<br />
RMDC in Melbourne.<br />
apt Group (of Companies)<br />
(HO) Level 1, Suite 5, 13-15 Wentworth Ave,<br />
Sydney, NSW 2000. Australia<br />
info@aptgroup.com.au<br />
www.aptgroup.com.au<br />
CM PRODUCTS<br />
Portable/On-line Products<br />
The apt Group (of Companies) sell products incorporating advanced<br />
techniques and fast resolve/prediction to failure for Mechanical &<br />
Electrical plant diagnostics.<br />
Products suit large and small industrial plants, production critical and<br />
less critical machines, operator and service provider applications.<br />
Equipment
Agency agreements for Pruftechnik, EuroPulse, Guide, APIPro,<br />
All-testPro, APT, amongst others.<br />
Machine/Bearing Monitoring: predictive trending tools, Data<br />
Loggers, FFT Analysers, Fixed Monitors & WEB based Surveillance<br />
– Vibration, Eccentricity, Acoustics, Ultrasonic, Temperature.<br />
Alignment/Laser Measurement: Shafts; Pulleys; Machines.<br />
Dynamic Balancing: Rotors/Fans.<br />
Battery Maintenance: Extend Life/Rejuvenate.<br />
Electric Motor Monitoring: detect & measure the severity of AC<br />
motor stator and rotor problems, DC motor field winding problems,<br />
power problems and cable issues.<br />
Motor Circuit Analysis (MCA) off-line static impedance based<br />
testing, assesses the condition of AC/DC motors, providing indepth<br />
analysis of the motor circuits - turn-to-turn shorts, open turns/<br />
coils, reversed coils, coil-to-coil shorts, connection defects, air gap<br />
defects, rotor defects - broken bars, eccentricity and casting voids.<br />
Also, Electrical Signature Analysis (ESA) for complete on-line<br />
dynamic Motor/Power Diagnostics.<br />
Infrared Cameras: Predictive Maintenance; Research Development;<br />
Machine Vision; Surveillance.<br />
Software<br />
Asset Performance Tools: cost/risk evaluation.<br />
Asset Efficiency Optimization: data management, display/<br />
analysis.<br />
Knowledge Based: efficient diagnostics of machinery problems<br />
“rule based”; justification/explanation.<br />
Decision Support: facilitate reliability efforts, root cause failure<br />
analysis, cost calculation/tracking.<br />
Maintenance Management: resources, inspection/maintenance<br />
routines; interface condition monitoring, finance, production.<br />
CM SERVICES<br />
The apt Group (of Companies) is an Independent Engineering<br />
Consultancy – providing Condition Monitoring Services focusing<br />
TEST & CONDITION<br />
MONITORING SERVICES<br />
High Voltage<br />
Equipment<br />
Power Transformers & HV Cables deteriorate<br />
with age and excessive stress, and can fail<br />
without warning at enormous cost.<br />
Our services will provide fingerprinting,<br />
trending, grading of the worst offenders and<br />
accurately pinpoint likely failure.<br />
Condition Monitoring Equipment & Services 31<br />
on Plant <strong>Reliability</strong>.<br />
Contractual/one-off plant surveys, project engineering, advise in<br />
system/component selection/implementation.<br />
Highly qualified personnel, applying best practices, international<br />
standards and corrective recommendations.<br />
Mechanical Discipline<br />
Machinery Diagnostics; Vibration Analysis; Modeling; Alignment;<br />
Balancing; NDT; Oil Analysis.<br />
Electrical Discipline (LV & HV)<br />
Motor Management/Diagnostics, Thermal Imaging, Switchboard<br />
Inspections, Power Factor Correction/Condition Analysis.<br />
Substations, Transformers, Circuit Breakers, Busbars, DC<br />
<strong>Systems</strong>, Power Cable Testing & Diagnostics.<br />
Support Services<br />
Plant Surveys, Database Establishment/Management, Data<br />
Analysis, Training/Seminar Programs.<br />
On-site and remote data analysis/management services are<br />
available “around the clock”.<br />
The apt Group of companies, promote Precision Engineering<br />
/ Maintenance practices. Both in-house personnel and worldrenowned<br />
advisors are available to undertake site audits, review<br />
in-house processes and assist with change as needed.<br />
Aquip <strong>Systems</strong><br />
Address: 4/5 Brodie Hall Drive,<br />
Bentley, WA 6102 Australia<br />
sales@aquip.com.au www.aquip.com.au<br />
CM PRODUCTS<br />
PRÜFTECHNIK’s Condition Monitoring products include both<br />
online and offline formats. The OMNITREND PC platform is<br />
common to all systems, allowing you to create comprehensive<br />
databases and archives along with flexibility and reliability.<br />
ALL-TEST PRO TM<br />
PREDICTIVE MAINTENANCE<br />
The only<br />
Complete System<br />
for motor diagnostics<br />
Online and Offline<br />
EASY & SAFE MOTOR TESTING – fast, accurate and non destructive<br />
PREDICTIVE MAINTENANCE – early detection and time to failure estimates<br />
STATOR FAULTS – turn, coil, phase, ground and connection faults<br />
ROTOR FAULTS – casting void, mechanical and rotor bar faults<br />
POWER QUALITY – transformer, VSD, harmonics and cable fault detection<br />
POWERFUL SOFTWARE – trending, analysing, writing reports and work orders<br />
ASSET MANAGEMENT – motor database and energy efficiency calculations<br />
COST EFFECTIVE – optimise motor availability and production<br />
QUALITY ASSURANCE – motor faults quantified and repairs assured<br />
LOCAL SUPPORT – training and technical backup<br />
GREAT DEALS TO BUY OR LEASE<br />
For more information go to www.aptgroup.com.au or call 1300 700 002<br />
Risk Management<br />
Part of the apt Group
32<br />
OFFLINE SYSTEMS: Data collectors and Analysers:<br />
VIBXPERT II: a high performance, full-feature 1 or 2 channel FFT<br />
data collector and signal analyzer for the monitoring & diagnosis of<br />
machine condition. Full VGA colour screen for immediate analysis.<br />
Optional features include Balancing and Orbits.<br />
VIBSCANNER: Expandable mid-range data collector for vibration<br />
data, temperature, speed and process parameters. Add-on<br />
modules available for Full Spectrum, Time Waveform, Balancing<br />
& Laser Alignment.<br />
VIBCODE: The breakthrough vibration transducer with automatic<br />
measurement point identification for all systems, guaranteeing<br />
accuracy, repeatability and measurement integrity.<br />
OFF-LINE: Machine protection and Vibration Analysis<br />
VIBNODE, VIBROWEB XP, VIBROWEB: Intelligent machine<br />
monitoring systems that can perform measurements, evaluation,<br />
archiving & alarm warning. Very-fast-multiplexer systems are<br />
available with up to 32 measurement channels. The internal web<br />
server & email server within these systems provides convenient<br />
remote access from any PC.<br />
Prüftechnik Laser Alignment: 25 years of excellence from the<br />
Inventors and Market Leaders!<br />
Rotalign Ultra: The tool of choice for Service providers and OEMs,<br />
the Rotalign Ultra is now capable of performing Vibration Acceptance<br />
checks with the new VIBTOOL functionality. Measuring vibration<br />
levels to ISO 10816-3 standards, the VIBTOOL sends data to<br />
Rotalign Ultra via Bluetooth for storage along with Alignment data<br />
and report generation.<br />
New Modular <strong>Systems</strong>: Because one size does not fit all!<br />
OPTALIGNsmart and SHAFTALIGN incorporate a range of<br />
Prüftechnik’s patented features as standard along with the latest<br />
technology in graphics and human interface. <strong>Systems</strong> are tailored<br />
to suit your needs by selecting only the features you require. If<br />
your needs change in the future and you wish to add-on, additional<br />
features are simply unlocked with a password – no time off-site!<br />
CM SERVICES<br />
Aquip <strong>Systems</strong> provides expert ongoing condition monitoring<br />
services as well as ad-hoc machine diagnosis. We provide a range<br />
of training courses to suit all experience levels. Condition monitoring<br />
and laser shaft alignment courses focus on theoretical aspects<br />
and practical applications to suit the clients’ site requirements. We<br />
also operate the sole PRÜFTECHNIK certified service centre in<br />
Australia, and are fully equipped to carry out services, repairs and<br />
calibration checks on all PRÜFTECHNIK equipment.<br />
e<strong>Reliability</strong><br />
PO BOX 3090, DURAL<br />
NSW 2158 Australia<br />
info@ereliability.com.au www.ereliability.com.au<br />
CM PRODUCTS<br />
Condition Monitoring Equipment & Services<br />
Condition Monitoring <strong>Systems</strong><br />
eRELIABILITY offers the latest technology Vibration Analysis &<br />
Alignment Software & Hardware <strong>Systems</strong>. Alliances with leading<br />
PdM companies allows eRELIABILITY to offer fit for purpose<br />
solutions for your Company including installation, commissioning<br />
and on-going training.<br />
Complete range of accelerometers and accessories including:<br />
• ‘AC’/mV/g vibration sensors<br />
• 4-20mA vibration sensors<br />
• High and Low frequency vibration sensors<br />
• Compact vibration sensors<br />
• Dual output vibration sensors<br />
• IECEx certified vibration sensors<br />
• Submersible vibration sensors<br />
• Signal Conditioning Modules<br />
• Junction and Switch boxes<br />
• Cable assemblies<br />
• Mounting accessories<br />
Computer Based InterActive Training Software<br />
eRELIABILITY have a complete range of InterActive Computer<br />
Based Training packages available covering Vibration Analysis,<br />
Alignment & precision maintenance procedures.<br />
eMonitor Remote Data Analysis<br />
eMonitor offers a new innovative vibration analysis program with<br />
online data analysis and remote data collection ability. No huge<br />
capital expenditure required but providing asset protection at a<br />
very affordable price!<br />
CM SERVICES<br />
Vibration Analysis Surveys<br />
With 20 Years experience in Machinery Condition Monitoring,<br />
eRELIABILITY offer a full range of Vibration Analysis Services.<br />
Infra-red Thermography Surveys<br />
eRELIABILITY has 15 years IR experience on both mechanical<br />
and electrical (including outside HV work) equipment.<br />
Oil Tribology Services<br />
Combining Wear Debris Analysis with other particle separation<br />
and analysis tests the results are capable of determining the Root<br />
Cause abnormal wear commencement in drives, transmissions,<br />
hydraulics and engines.<br />
Laser Shaft Alignment Services<br />
We specialise in precision laser alignments on all rotating<br />
machinery. Our technicians use only the latest Pruftechnik Rotalign<br />
Pro laser alignment equipment and quality stainless steel shims.<br />
On-Site Dynamic Balancing<br />
eRELIABILITY has 20 years of on-site balancing experience and<br />
utilises current technology 2-channel analysers to perform precision<br />
on-site dynamic machine balancing on all types of machines.<br />
InterActive CM Training Courses<br />
• NEW CM System installation & commissioning<br />
• <strong>Reliability</strong> Awareness Seminar<br />
• Balancing & Alignment Skills Training<br />
• PDM & CBM System Management & Audits<br />
• Activity Based Vibration Analysis Level 1 & 2<br />
FLIR <strong>Systems</strong> Australia<br />
10 Business Park Drive Notting Hill<br />
Vic 3168 Australia<br />
info@flir.com.au www.flir.com/thg<br />
CM PRODUCTS<br />
FLIR <strong>Systems</strong>, the global leader in infrared cameras, offer a<br />
wide range of infrared cameras for predictive and preventative<br />
maintenance. These include:<br />
• The low cost FLIR i/b series, now with MeterLink,<br />
the revolutionary wireless connection from FLIR, that<br />
connects your infrared camera with your ClampMeter or<br />
MoistureMeter<br />
• The revolutionary, low cost FLIR i5/i7<br />
• The innovative FLIR T/B series also has MeterLink<br />
and offers an optimum mix of ergonomics, flexibility and<br />
features<br />
• The brilliant FLIR P660, which features a 640 x 480<br />
uncooled microbolometer array with measurement and<br />
also possesses GPS<br />
• The affordable A series, for integration into machine<br />
vision and automation systems<br />
• The GF series for detection of leaking hydrocarbons and<br />
SF6<br />
• A variety of software packages<br />
• Quality tested infrared windows<br />
Infrared training is offered on site or through the University of<br />
Melbourne. Level I and II thermography courses accredited to<br />
AINDT standard are available.<br />
After sales service and re-calibration from the FLIR <strong>Systems</strong><br />
certified service centre is available, supported by our factory<br />
trained and experienced service manager and other personnel.
CM SERVICES<br />
FLIR <strong>Systems</strong> Australia Pty Ltd is a subsidiary of FLIR <strong>Systems</strong><br />
Inc., the global leader in infrared cameras. We are totally focused<br />
on supply, service, training and application support for infrared<br />
camera users.<br />
FLIR <strong>Systems</strong> is the world leader in the design, production and<br />
marketing of thermal imaging camera systems for a wide variety of<br />
thermography and imaging applications.<br />
We are proud of the efficient service we can provide our customers.<br />
We know and understand that turnaround times are critical, so<br />
we have an in-house, dedicated service department offering full<br />
service, repairs and re-calibration.<br />
Fluke Australia<br />
Unit 26, 7 Anella Avenue, Castle<br />
Hill NSW 2154<br />
sales@fluke.com.au www.fluke.com.au<br />
CM PRODUCTS<br />
Fluke thermal imagers are the perfect tool to add to your problem<br />
solving arsenal. Built for tough work environments, there highperformance,<br />
fully radiometric infrared cameras are ideal for<br />
troubleshooting electrical installations, tracking the condition of<br />
product and critical equipment, electro-mechanical equipment,<br />
process equipment, HVAC/R equipment and others.<br />
We, at Fluke, are never satisfied leaving the best tools in the hands<br />
of the elite, which is why we recently added a new member to our<br />
thermal imaging family. The NEW Fluke Ti32 combines a powerful<br />
320x240 sensor into the award winning, rugged design of the Ti25<br />
and Ti10, delivering the first industrial grade, high performance<br />
thermal imager. The result is strikingly crisp, detailed images that,<br />
blended with our patented IR-Fusion®, are sure to make a lasting<br />
impression. Don’t take our word for it - see it yourself!<br />
IR-Fusion is the only solution available with physical parallax<br />
correction, which enables perfect alignment, pixel by pixel, of both<br />
infrared and visible images. Fluke products are the only thermal<br />
imagers on the market to incorporate IR-Fusion in both camera<br />
and software.<br />
The Fluke Ti32 is designed to make thermal imaging affordable and<br />
effective in many applications for plant maintenance professionals,<br />
production engineers, electricians, HVAC/R technicians and<br />
others. Users can record voice comments with every image taken.<br />
It includes a three-button menu designed for intuitive operation<br />
and navigation, on-screen emissivity correction, transmissivity<br />
correction and high temperature alarm.<br />
The combined capabilities of the Fluke Ti32 can help plant and<br />
system maintenance professionals reduce energy consumption,<br />
strengthen preventive maintenance programs and increase<br />
reliability by expanding problem detection, and providing<br />
customised reports.<br />
CM SERVICES<br />
Fluke Australia currently are undertaking there 2010 Handheld<br />
Hands– On Measurement Workshops. This training will teach<br />
attendees how to troubleshoot faster, avoid downtime, save<br />
energy and diagnose envelope problems using the latest handheld<br />
measurement technology.<br />
They are ideal for professionals including, engineers, electricians,<br />
energy auditors, field service technicians, facilities maintenance<br />
supervisors, process technicians, and building professionals.<br />
Seminar topics include:<br />
• Fundamentals of Industrial Measurements<br />
• How to troubleshoot and diagnose using the latest Fluke<br />
Handheld Measurement tools<br />
• How to reduce costs using Fluke Technology tools<br />
• How to select the right tool for your application<br />
Attendees will receive hands-on product demonstration from Fluke<br />
technical experts, and be able to consult with a Fluke Technical<br />
Consultant for their measurement needs on the following areas:<br />
• Power Quality • Thermal Imaging<br />
• Scope Meters • Process Tools<br />
Condition Monitoring Equipment & Services 33<br />
Infratherm<br />
462 Terrace Road,<br />
Freemans Reach,<br />
NSW 2756 Australia info@infratherm.com.au<br />
CM PRODUCTS<br />
Infratherm is a premium supplier of Thermal Imaging Cameras<br />
and attendant Report and Analysis Software for Preventative<br />
Maintenance and Condition Monitoring applications.<br />
With over 22 years experience & continuous service in the Thermal<br />
Imaging Market, Infratherm can provide a range of services and<br />
applications support that has become the bench mark in the<br />
industry.<br />
Full maintenance and calibration services are provided along with<br />
accredited training programs in infrared technology.<br />
Infratherm offer equipment from the world’s leading manufacturers<br />
of thermal imaging equipment, primarily NEC-Avio and have been<br />
their main distributor for 10 years.<br />
NEC-Avio’s Latest offerings are:<br />
• The F30 and G30 for the Electrician.<br />
• G100/120 for the CM/ PM market,<br />
• The H2640 & H2630 with 640 x 480 Arrays.<br />
• The work horses of the Industry in the form of the TH9100 and<br />
TVS 500/200 in 320 x 240 format<br />
All with State of the Art Features.<br />
Infratherm offers a well rounded range of Thermal Imaging<br />
Radiometers & Imagers but are not limited to a single supplier or<br />
brand name. Our focus is on customer needs and satisfaction and<br />
we back this up with the best service in the industry.<br />
In addition to Hand-Held units Infratherm also provide Process<br />
Monitoring Radiometers & Imagers in Modular form for OEMs or can<br />
set up & integrate cameras to suits the end users requirements.<br />
CM SERVICES<br />
Infratherm provide a range of Thermal Imaging Radiometric<br />
Cameras for Conditioning Monitoring and Preventative<br />
Maintenance Applications. Cameras are tailored to suit customer<br />
applications. e.g. jacketed / cooled; environmentally protected;<br />
customized etc.<br />
All cameras are supplied with Reporting and Analysis Software.<br />
Software ranges from Static Analysis & report generation with<br />
Real-Time Sequence Analysis to Real –Time monitoring with<br />
full data analysis capability. Infratherm also provide accredited<br />
training courses in Thermographic practices with emphasis on how<br />
to conduct Condition Monitoring inspections. As an independent<br />
supplier of thermal inspection equipment and training, the focus is<br />
on customer needs and support.<br />
SIRF Roundtables<br />
276 City Rd, Southbank VIC 3006<br />
peter.todd@sirfrt.com.au, anna@sirfrt.com.au<br />
www.sirfrt.com.au<br />
Shared learning networks for organisations seeking best business<br />
performance<br />
CM SERVICES<br />
SIRF Roundtables facilitates regional shared learning networks<br />
across Australia and New Zealand. Membership groups include<br />
the Industrial Maintenance Roundtable (IMRt), Manufacturing<br />
Excellence Roundtable (MERt), Knowledge Management<br />
Roundtable (KMRt) and Sustainability Roundtable (SARt).<br />
Services related to condition monitoring include:<br />
• Facilitates the sharing of Condition Monitoring best practice<br />
between IMRt/ MERt members<br />
• Coordinates the annual Condition Monitoring & Lubrication<br />
Forum eg. October 18, 19 & 20 2010 in Sydney<br />
• Training on Management and Operation of Condition Monitoring<br />
and Inspection systems for non-specialists<br />
• Training on Basic Condition Monitoring for non-specialists<br />
• Carrying out Predictive Maintenance Strategy Reviews
34<br />
SIRF Roundtables annually runs a National Forum on Condition<br />
Monitoring and Lubrication. It is an opportunity to listen to leading<br />
industry practitioners on techniques and proven strategies they<br />
use in their operation. Attendees learn from the presentations &<br />
discussion groups and are able to take back tips and ideas and<br />
adapt into their own environment. The forum provides not only a<br />
learning platform but also many networking opportunities amongst<br />
delegates with similar roles and challenges so people can learn<br />
from one another.<br />
<strong>SKF</strong> Australia<br />
17-21 Stamford Road, Oakleigh<br />
VIC 3166 Australia<br />
R.S.Senthil.Vel@<strong>SKF</strong>.COM www.skfcm.com/reliability<br />
Countries Supported by this parent company: + 130 countries<br />
CM PRODUCTS<br />
<strong>SKF</strong> is the leading supplier of condition monitoring and maintenance<br />
diagnostic systems, hardware and software that enables us to<br />
monitor operations and identify problems both mechanical and<br />
electrical faults.<br />
1. Basic Condition Monitoring<br />
<strong>SKF</strong> Basic condition monitoring kits combine instruments to enable<br />
a “multi-parameter” approach to monitoring that includes vibration,<br />
oil condition, temperature, speed, and more to help ensure the<br />
accurate and reliable assessment of machine condition.<br />
2. Portable data-collectors/Analyzers for Condition Monitoring<br />
<strong>SKF</strong> offers a wide variety of portable data collectors/analyzers<br />
including data collection, machinery vibration analysis and<br />
monitoring, early detection of bearing defects or gear tooth wear,<br />
electric motor monitoring and field machinery balancing. Easy<br />
menu selection and control enable the user to quickly and efficiently<br />
perform a wide variety of operations.<br />
3. Online Surveillance condition monitoring systems<br />
<strong>SKF</strong>’s On-line surveillance systems complement the use of<br />
periodic data collection instruments, facilitating a round-the-clock<br />
monitoring of machinery that collects data 24 hours per day, 7 days<br />
per week from permanently installed sensors.<br />
4. On-Line Machinery Protection <strong>Systems</strong><br />
<strong>SKF</strong> Condition Monitoring offers a spectrum of machinery protection<br />
and monitoring solutions backed by decades of experience and<br />
global support that includes monitoring, protection, analysis and<br />
diagnosis of critical machinery.<br />
5. Baker Motor Testing and Diagnostic <strong>Systems</strong>:<br />
<strong>SKF</strong> acquired Baker Instruments in June 2007. Baker Instruments<br />
Company is dedicated in developing and manufacturing motor<br />
reliability tools that offer a broad spectrum of capabilities. Dynamic<br />
(on-line) monitoring combined with comprehensive static testing<br />
(off-line), enhances motor condition awareness including efficiency<br />
and performance information<br />
6. Measurement and Laser alignment <strong>Systems</strong>:<br />
<strong>SKF</strong> is an exclusive distributor for Easy-Laser, precision laser<br />
alignment system for industrial applications. <strong>SKF</strong> also offers a<br />
suite of other complimentary products such as Online and Offline<br />
Thermography systems, Ultrasonic Inspection kits, low cost<br />
vibration sensors etc.,<br />
CM SERVICES<br />
Condition Monitoring Equipment & Services<br />
<strong>SKF</strong> RELIABILITY SYSTEMS<br />
<strong>SKF</strong> offers Asset Efficiency optimization (AEO), a management<br />
process designed to achieve maximum efficiency and effectiveness<br />
from work management activities focused on business goals,<br />
increasing profitability<br />
1. <strong>SKF</strong> Energy and Sustainability Management (ESM) program<br />
benefits to a customer by establishing an “opportunity map” of<br />
potential savings and improved practices, including potential areas<br />
for:<br />
1. Reducing energy consumption<br />
2. Improving poorly operating energy-intensive systems<br />
3. Improving facility economic performance<br />
4. Improving facility environmental performance<br />
2. Maintenance Strategy.<br />
<strong>SKF</strong> can assist in developing and implementing maintenance<br />
strategies using the following commonly applied techniques:<br />
1. RCM: <strong>Reliability</strong> Centered Maintenance:<br />
2. SRCM®: Streamlined <strong>Reliability</strong> Centered Maintenance:<br />
3. RBM: Risk Based Maintenance<br />
3. Work identification.<br />
For increasing plant reliability <strong>SKF</strong> recommends following<br />
processes/programs to identify appropriate maintenance tasks:<br />
1. Operator Driven <strong>Reliability</strong> (ODR):<br />
2. <strong>SKF</strong> Predictive maintenance (PdM)<br />
3. <strong>SKF</strong> Proactive <strong>Reliability</strong> Maintenance (PRM)<br />
4. Motor testing and diagnostics service<br />
4. Work Execution.<br />
<strong>SKF</strong> can assist by providing project management, supervision,<br />
and inspection, mechanical installation skills where customers do<br />
not have either the tools or specialized knowledge in these tasks.<br />
1. Application knowledge: <strong>SKF</strong> has extensive application<br />
knowledge through branch offices around Australia, as well as the<br />
industrial specialists to draw on to solve customer problems with<br />
regards to rotating equipments.<br />
2. <strong>Reliability</strong> Training: <strong>SKF</strong> engineers are on hand to provide<br />
specialist knowledge and training for our customers. We have<br />
offices both globally and locally, as one of largest global suppliers<br />
of condition monitoring/reliability services.<br />
Tui Industries<br />
5/14 Argon Street, Sumner Park,<br />
Brisbane 4074 Australia<br />
mail@tuiindustries.com.au ww.tuiindustries.com.au<br />
CM PRODUCTS<br />
1. General Purpose Accelerometers<br />
Two wire accelerometers that can be connected directly to most<br />
data collectors or online systems that use the constant current<br />
method of transmission.<br />
2. 4-20mA Accelerometers<br />
For industrial machine monitoring, especially in preventative<br />
maintenance. Features 4-20mA outputs for use with PLC’s and<br />
SCADA/DCS systems. No additional interface is needed.<br />
3. Special Purpose Accelerometers<br />
- EXI approved accelerometers Standard and 4-20mA<br />
- Dual Accelerometer with temperature and vibration<br />
- High Temperature and radiation models<br />
- Submersible accelerometers with 10bar maximum pressure and<br />
IP68 rating<br />
- Low profile and side entry options available<br />
4. Accelerometer Options Available<br />
Side Entry with 1/4”-28UNF, 6mm or 8mm bolt through options<br />
Cable lengths<br />
Integral or connector cable<br />
Stainless steel braided cable or polyurethane<br />
Various mounting<br />
CM SERVICES<br />
Tui Industries enable improved business performance through our<br />
ozWatch® fully managed Continuous Condition Monitoring service<br />
package. Whether your objectives are to improve risk management<br />
and uptime, or reduce maintenance costs and safety risks, we can<br />
help you achieve your objectives for improved bottom line profits<br />
giving you competitive advantage.
Industry leading techniques enable early and reliable fault<br />
detection at double the detection rate of conventional programs.<br />
Our WEB based information platform and team of qualified<br />
engineers will provide continuous assessment of machinery<br />
condition so machine failure can be avoided and maintenance<br />
intervals extended with confidence. Continuous real-time spectral<br />
vibration data is analysed to determine fault severity, location and<br />
cause. Recommendations for fault management are provided to<br />
help achieve the best outcome for your business.<br />
Services are customised and provided remotely with centralised<br />
actionable machine condition information available to your team<br />
from anywhere at anytime enabling collaboration, benchmarking,<br />
and confident decision making.<br />
Vipac Engineers & Scientists<br />
Address: 275-283 Normanby Road,<br />
Port Melbourne 3207 Australia<br />
michaeljs@vipac.com.au www.vipac.com.au<br />
CM SERVICES<br />
Vipac has worked in the asset reliability field for nearly 40 years,<br />
applying the latest solutions to a diverse range of machines across<br />
all segments of the power, process, petrochemical, mining and<br />
mineral processing industries. Vipac’s approach to asset reliability<br />
encompasses a broad range of diagnostic techniques to gain a<br />
complete understanding of a machine’s condition including:<br />
• Vibration Condition Monitoring<br />
• Electric Motor and Transformer Analysis<br />
• Thermography<br />
• Oil Analysis<br />
• Laser Alignment<br />
• Pipe Thickness Testing<br />
• Structural Dynamics<br />
As machinery faults are identified, follow up actions are prioritised<br />
through discussion with relevant personnel, and then planned into<br />
maintenance schedules, leading to significant long term savings<br />
from condition based maintenance.<br />
Vipac’s total asset reliability approach provides:<br />
• Immediate knowledge of plant asset status<br />
• Machine fault identification and warning of impending failure<br />
• Clear and concise diagnosis & maintenance recommendations<br />
• Identification of systematic faults and recommendations of<br />
solution<br />
• A knowledge base for high level investigations<br />
Vitech <strong>Reliability</strong><br />
5A Modal Crescent,<br />
Canning Vale WA 6155 Australia<br />
info@vitechreliability.com www.vitechreliability.com<br />
Vitech <strong>Reliability</strong> has been providing a specialist approach to<br />
condition monitoring and reliability based technologies in Australia<br />
since 1994. We service Australia, New Zealand and South East<br />
Asia with offices in Perth, Melbourne and Brisbane.<br />
Vitech <strong>Reliability</strong> provides accurate, durable and cost effective<br />
solutions designed to ensure customers improve overall reliability<br />
and productivity.<br />
CM PRODUCTS<br />
Commtest<br />
Engineers & Scientists<br />
Developers of the revolutionary:<br />
• Vb Series portable data collectors, analysers and balancing<br />
systems.<br />
• Vb Online multi-channel plant surveillance systems.<br />
• Ascent analysis / data management software.<br />
Fixturlaser<br />
Leaders in laser shaft alignment and specialist measurement<br />
solutions.<br />
Condition Monitoring Equipment & Services 35<br />
• XA - Shaft alignment system<br />
• PAT - pulley alignment tool<br />
• Dirigo - entry level alignment systems<br />
• OL2R - dynamic movement measurement system<br />
• Roll and Geometric alignment systems<br />
Wilcoxon Research<br />
For over 40-years manufacturers of accelerometers, vibration<br />
sensors, and accessories for industrial condition<br />
based monitoring (CBM) applications.<br />
• Industrial accelerometers, cables and terminations solutions<br />
• 4-20mA loop powered Transducers<br />
• Signal Conditioners<br />
SDT Ultrasound <strong>Systems</strong><br />
Portable ultrasound instruments designed for predictive<br />
maintenance.<br />
Mobius - iLearn Interactive<br />
Innovative and interactive computer-based vibration and shaft<br />
alignment training products, vibration<br />
analysis tools and vibration certification courses.<br />
• iLearn Vibration<br />
• iLearn Alignment<br />
• Distance Learning<br />
FLIR <strong>Systems</strong><br />
The global leader in Infrared Cameras, offer a wide range of low<br />
cost, innovative and high end Infrared Cameras for Predictive and<br />
Preventative Maintenance. These include:<br />
• InfraCam and InfraCam SD – Low cost portable infrared<br />
cameras<br />
Beran Instruments<br />
Manufacturers of online and portable turbine diagnostic and<br />
monitoring solutions.<br />
• 767 - 32-ch portable multi-channel diagnostic and motoring<br />
system<br />
• 766 - 32-ch on-line multi-channel diagnostic & motoring system<br />
Endevco<br />
World leaders in extreme vibration and pressure sensing<br />
technologies.<br />
• Extreme temperature industrial accelerometers<br />
• Precision pressure transducers<br />
• Test & measurement accelerometers<br />
DMSI - Condition Based Maintenance <strong>Systems</strong><br />
Providers of integrated maintenance software solutions.<br />
• Maintelligence Asset Management<br />
• MAINTelligence Condition Monitoring<br />
• Maintelligence / Inspect CE PDA portable inspection devices<br />
PDMA<br />
Electric motor and generator testing systems / asset<br />
management.<br />
• MCE – Offline motor testing<br />
• Emax – Online motor testing<br />
• MCEmax – Combined tester<br />
Artesis<br />
Online motor condition monitoring systems<br />
• MCM Online motor monitors<br />
• MCM Scada motor management software<br />
Baseline Series<br />
Vibration tools and termination products.<br />
• BLS-UVLA vibration listening amplifier for data collectors or<br />
stand alone stethoscope use.<br />
• BLS-TB series accelerometer termination boxes<br />
• Assorted accelerometer mounting hardware.<br />
CM SERVICES<br />
Vitech Asia Pacific provides the following service:<br />
• Product, VA and Alignment Training (class room & customised<br />
on site)<br />
• Installation & Commissioning of systems
A RISK-BASED APPROACH TO PREVENTIVE<br />
MAINTENANCE REVIEWS AT SYDNEY WATER<br />
This paper describes a practical risk based approach to the Preventive Maintenance (PM) reviews and its<br />
implementation in the computerised maintenance management system in Sydney Water (SWC). It discusses<br />
the triggers for a PM review process at any specific plant or facility. This includes: Changes in operational<br />
parameters impacting on the criticality of specific assets to the process, Measured lack of effectiveness of<br />
current PM program, Identified PM job duplications or over-servicing issues, Increasing cost of failures &<br />
increasing failure rates, Analysis of existing maintenance regime for appropriateness, Procurement of additional<br />
assets / processes / systems or plants, Evidence of not enough PM’s carried out on critical assets.<br />
This review process adopts a practical approach in documenting and addressing the business of operation<br />
and maintenance, risk management, potential changes / modification and failure modes based on a joint<br />
exercise between operations & maintenance. The changes / modifications to the Preventive Maintenance<br />
schedules are then implemented in the Computerised Maintenance Management System (CMMS), which is<br />
then available to Maintenance Delivery to carry out planned maintenance activities across mech/elec operating<br />
assets within SWC. This approach ensures that more reliable assets are available to Sydney Water’s business<br />
at an affordable cost.<br />
SWC’S BACKGROUND<br />
Sydney Water supplies more than 1.4 billion litres of water to more than 1.7 million homes and businesses<br />
each day. About 80 per cent of our supply comes from the Warragamba Dam. We treat the water at 9 water<br />
filtration plants and the largest plant at Prospect treats more than 80 per cent of our water. We then distribute<br />
the water to our customers via our network of 266 service reservoirs, 148 pumping stations and nearly 21,000<br />
kilometres of water mains.<br />
Sydney Water collects and treats more than 1.2 billion litres of wastewater from homes and businesses each<br />
day. Of this, we recycle more than 36 million litres each day. Our sewerage network services around 1.6 million<br />
homes and businesses in the Greater Sydney region. Around 75 per cent of our wastewater is processed at<br />
our three biggest plants at Malabar, North<br />
Head and Bondi.<br />
Sydney Water has a number of water<br />
recycling schemes in place that help<br />
reduce discharges of treated wastewater<br />
to the environment and reduce demand on<br />
water supplies. Use of recycled water is<br />
approximately 25 billion litres a year. This is<br />
expected to grow to 70 billion litres a year<br />
by 2015.<br />
Sydney Water provides stormwater services<br />
to over 1.1 million people, servicing more<br />
than 474,000 properties and 443 kilometres<br />
of stormwater drains, which serve around<br />
25% of metropolitan Sydney.<br />
INTRODUCTION<br />
G Orgil & N Marathe Sydney Water (Australia)<br />
(A Paper Presented at ICOMS Asset Management Conference, Sydney 2009)<br />
Where there is a desire to optimise<br />
Preventive Maintenance (PM) for assets at a<br />
plant or facility and where a comprehensive<br />
Preventive Maintenance review cannot<br />
be justified due to the resource intensive<br />
nature of such an approach, a risk based<br />
review of PM schedules may be used as<br />
an alternative cost effective solution to<br />
solve an immediate problem with a PM<br />
Program. Sydney Water uses a systematic<br />
combination of detailed maintenance<br />
reviews and root-cause analysis to review<br />
ACT<br />
Monitor & Review<br />
PM Effectiveness<br />
and conduct a Post<br />
Review Process (12<br />
Month)<br />
PLAN<br />
Review Operational<br />
needs, risk profile,<br />
contingency plans,<br />
system<br />
redundencies etc<br />
Check & Review<br />
existing PM<br />
Schedules and<br />
document all PM<br />
changes Job Plan<br />
changes with<br />
justification etc<br />
CHECK & REVIEW<br />
Figure 1 PM Review Process - Diagram 1<br />
Carry out data<br />
analysis of CMMS<br />
data for existing<br />
asset list, highlight<br />
gaps and<br />
update/modify.<br />
DO
Vol 23 No 3 AMMJ<br />
and optimise complex maintenance tasks. It also<br />
uses a simplified, cost effective, risk based review<br />
process to review and optimise its large volume<br />
of simple and low-risk maintenance tasks. This<br />
process is called PM review, being the subject of<br />
this paper.<br />
The risk based approach to review PM Schedules<br />
is a cost effective solution to optimise PM’s at the<br />
plant or facility that could help to prevent, predict,<br />
delay the failure to mechanical / electrical (Mech/<br />
Elec) operating assets<br />
The process of making decisions on PM<br />
optimisation is based on the review of existing<br />
operating assets, understanding its criticality,<br />
redundancies, its functional impact and agreed<br />
level of allowable downtime for each asset. The<br />
combinations of maintenance methodologies such<br />
as Condition Based, Time Based and/or Run to<br />
Failure are used during the review process, which<br />
has considered the impact of each failure to the<br />
existing operating process or system.<br />
Current Statistical Data<br />
In the Financial year 2007/2008, a total of 48357<br />
Mech / Elec PM’s where generated from Sydney<br />
Water’s CMMS for our Maintenance Service<br />
Providers, of which the following number of Mech<br />
/ Elec PM’s where generated for:<br />
• Stormwater Assets = 51,<br />
• Water Network Assets = 6401,<br />
• Water Filtration Assets = 2201,<br />
• Waste Water Network Assets = 10969 and<br />
• Waste Water Treatment Assets = 28735.<br />
Why Preventive Maintenance Reviews?<br />
Some reasons -<br />
• Lack of effectiveness of current PM program<br />
• PM job duplications or over-servicing issues<br />
• Increasing cost of failures & increasing failure<br />
rates<br />
• Existing maintenance regime observed to be<br />
excessive / unnecessary<br />
• Recent addition of range of assets / processes /<br />
systems or plants<br />
• Evidence of not enough PM’s carried out for<br />
critical assets<br />
• Change in criticality of the asset<br />
• Change in operating environment and demands<br />
on the plant or facility.<br />
Preventive Maintenance Review Team<br />
The process of PM review begins with selecting<br />
a review team that has a right balance of skills<br />
and experience from different aspects of the<br />
business. A PM review team has members from<br />
the Analysis & <strong>Reliability</strong> Engineering and Asset<br />
Data Management teams, and also members from<br />
Operations and Maintenance Delivery teams.<br />
37<br />
Generate CMMS report to show current Asset listing at the plant for all<br />
Operating assets that gives the current criticality and allowable<br />
downtime. Update Asset List in CMMS, as required.<br />
Generate CMMS report to show current Mechanical & Electrical PM<br />
schedules (This report gives details of PM location (Asset), PM<br />
number, frequency, Job Plan number, estimated lab hours etc)<br />
Pre select assets for PM Review<br />
PM Reviews at Sydney Water<br />
Figure 2 PM Review Process - Diagram 2<br />
PM Review team prepares a timeline (an estimated period) for the PM<br />
review<br />
The PM Review team document all the decisions made with clear notes<br />
for a proposed changes / addition or deletion of assets or PMs. (Refer<br />
to Figures 3, 4 & 5)<br />
The PM Review team finalises and validates all the agreed changes,<br />
which are then updated in CMMS<br />
The PM Review team submit an electronic marked up Job Plans (or<br />
Generic Job Plans if appropriate) that get reviewed and accepted.<br />
CMMS then get updated with revised Job Plans<br />
PM Review team provides a summary report on all the PM changes,<br />
quantify the variation in PM estimated hours and provide feedback to<br />
contracts group<br />
The PM Review Process<br />
The process of PM Review begins by using a risk-based<br />
approach to assess the effectiveness of existing PM<br />
program at the plant or facility. The flow chart above<br />
outlines the PM Review process step details.<br />
The Review team follows a set process for PM review at the plant or facility. The intent of this Review team is<br />
to have a consultative process and make decisions on site with current PM schedules based on information
PM Reviews at Sydney Water<br />
available in the following areas:<br />
• PM’s that can be easily rolled up or eliminated/substituted or reduced/optimised based on current<br />
maintenance policy<br />
• Changes in Maintenance standards for different asset classes, including legislated requirements<br />
• Availability of enough redundancies/standbys • Negligible impact of failures on the process or system<br />
• Decommissioned assets or assets not required to be maintained<br />
• Changed circumstances in the operating process or the addition of new assets<br />
DOCUMENTATION OF RISK REVIEW PROCESS<br />
Figure 3 shows the Asset details and PM details (Headers highlighted in yellow), which is sourced from the<br />
CMMS and documented for the PM Review process, as shown in the table. The revised frequency details are<br />
recorded after the risk assessment is completed, as shown in Figure 4. Once the information is collected from<br />
the CMMS, the spare parts availability can be investigated and recorded in the table shown in Figure 3.<br />
Figure 3 PM Review Documentation – Asset & PM Details<br />
Figure 4 shows the Hazard Identification & Risk Assessment (HIDRA) and Figure 5 shows the PM Review<br />
outcomes for each PM for an asset at the plant or facility. The HIDRA assessment for “Maintenance Safety<br />
Risk” is the risk to personnel while maintenance is being performed on the asset. The HIDRA assessment for<br />
“Process Risk” is the risk to the Process failing if this maintenance activity is eliminated (both Operational &<br />
Environmental), if “run to fail” strategy is adopted for the asset. Figure 6, 7 & 8 shows the HIDRA information,<br />
which is used to determine the Risk Score for the values shown in table Figure 4, based on Consequences of<br />
& Likelihood of the risk occurring.<br />
Once the risk assessment has been<br />
documented for each PM for an asset,<br />
the PM Review team re-assesses the<br />
maintenance methodologies for the<br />
asset. For example an asset with low<br />
risk for “Maintenance Safety” and a low<br />
risk to the operating process (negligible<br />
impact of failure) will be considered by<br />
the PM Review team for a “Run to Failure”<br />
strategy, rather than Time Based PM<br />
maintenance.<br />
An Asset with a low risk for “Maintenance<br />
Safety” and a medium to high risk to the<br />
operating process is then considered<br />
for a combination<br />
of time-based<br />
maintenance & condition<br />
based maintenance<br />
ITEM LOCATION<br />
(Vibration, Oil Analysis,<br />
Thermography etc).<br />
The outcomes of the PM<br />
Review is recorded in the<br />
“Type of Maintenance<br />
Overall”, “Type of<br />
Preventive Maintenance”<br />
and “Remarks” fields as<br />
shown in Figure 5.<br />
38 Vol 23 No 3 AMMJ<br />
Original<br />
Frequency<br />
Revised<br />
Frequency<br />
ITEM LOCATION PM DESCRIPTION<br />
Asset<br />
Craft<br />
FREQ FREQUNIT FREQ FREQUNIT NEXTDATE Criticality<br />
rating<br />
Spare<br />
parts<br />
availability<br />
1 ST0002-06E Dist. Panel Board Service - PM 1 YEARS 1/07/09 0:00 P<br />
2 ST0002ME1594 Fine Screen Inspection - PM 1 YEARS 1/09/08 0:00 M<br />
3 ST0002 Pressure Vessel Inspection - Statutory PM 2 YEARS 1/09/09 0:00 M<br />
4 ST0002MF15717 Transfer Screw Feeder No. 1 Motor - Pow PM 1 YEARS 1/10/08 0:00 P 2<br />
5 ST0002MV15721 Thermoblender Motor 1 - Pow PM 1 YEARS 1/05/09 0:00 P<br />
6 ST0002-15K Lubrication - Biosolids Train A Lime Feed screw Conveyors 1 WEEKS 2 WEEKS 7/07/08 0:00 M<br />
7 ST0002-15L Motors - Poly Dosing System, PM 6 MONTHS 1/08/08 0:00 P 1 Off shelf<br />
Figure 4 – PM Review Documentation – HIDRA Risk Assessments<br />
HIDRA<br />
Maintenance Safety Risk (* 1)<br />
HIDRA<br />
Process Risk (*2)<br />
ITEM LOCATION Consequence Likelihood Score Consequence Likelihood Score<br />
Type of<br />
Maintenance<br />
overall (*3)<br />
CBM / COM<br />
/ PSM / RFM<br />
1 ST0002 -06E Insignificant<br />
Very<br />
Unlikely<br />
6 Severe Unlikely 3<br />
2 ST0002ME1594<br />
3 ST0002<br />
4 ST0002MF15717 Insignificant<br />
Very<br />
Unlikely<br />
6 Minor Unlikely 4<br />
5 ST0002MV15721<br />
6 ST0002 -15K Minor Unlikely 5 Minor Unlikely 5<br />
7 ST0002 -15L Insignificant<br />
Very<br />
Unlikely<br />
6 Minor Unlikely 5<br />
Figure 5 PM Review Documentation – PM Review Outcomes<br />
Type of PREVENTIVE maintenance (*4)<br />
Lub M E I O VIB OIL Ther<br />
mo<br />
1 ST0002-06E CBM Y Y<br />
MCA Other Remarks<br />
Include UPS boards in<br />
thermography<br />
Date<br />
Changed<br />
31/07/08<br />
2 ST0002ME1594 PSM Critical Asset - No Change<br />
3 ST0002 PSM Statutory - No Change<br />
4 ST0002MF15717 RFM<br />
Run to fail. Purchase spare<br />
motor<br />
24/10/08<br />
5 ST0002MV15721 Delete. Included PM 822288 24/10/08<br />
6 ST0002-15K PSM Y Freq changed 31/07/08<br />
7 ST0002-15L RFM<br />
Run to fail. Purchase spare<br />
motors.<br />
20/08/08
Vol 23 No 3 AMMJ 39<br />
PM Reviews at Sydney Water<br />
Table notes for Figure 4 & Figure 5:<br />
1. HIDRA Maintenance Safety<br />
Risk:– The HIDRA assessment for<br />
“Maintenance Safety Risk” is the risk<br />
to personnel while maintenance is<br />
being performed on the asset.<br />
2. HIDRA Process Risk - The HIDRA<br />
assessment for “Process Risk” is<br />
the risk to the Process failing if this<br />
maintenance activity is eliminated<br />
(both Operational & Environmental), if<br />
“run to fail” strategy is adopted for the<br />
asset.<br />
3. Type of Maintenance overall - CBM<br />
/ COM / PSM / RFM<br />
a. CBM = Condition Based Monitoring<br />
b. COM = Combined Time/Meter and<br />
Condition Based Monitoring<br />
c. PSM = Periodic Time or Meter<br />
Maintenance Only<br />
d. RFM = Run to Failure<br />
4. Type of Preventative maintenance<br />
a. Lub = Lubrication Maintenance<br />
b. M = Mechanical Maintenance<br />
c. E = Electrical Maintenance<br />
d. I = Instrumentation Maintenance<br />
e. O = Operational Maintenance<br />
f. VIB = Vibration Monitoring<br />
g. OIL = Oil Chemical Analysis<br />
h. Thermo = Thermal Image Analysis<br />
i. MCA = Machine Current Analysis<br />
j. Other = Any other Maint. type<br />
Assessment Financial 1 Political /<br />
Reputation<br />
Catastrophic<br />
Very High impact<br />
with very<br />
significant<br />
consequences<br />
Severe<br />
High impact with<br />
major<br />
consequences<br />
Corporate: ><br />
$100m<br />
Project: Cost<br />
overrun >= 50% of<br />
project budget<br />
Corporate: ><br />
$50m - $100m<br />
Project: Cost<br />
overrun > 20% and<br />
< 50% of project<br />
budget<br />
Corporate: ><br />
$10m - $50m<br />
Moderate<br />
Project: Cost<br />
Noticeable impact<br />
with clearly visible<br />
consequences<br />
overrun > 10% and<br />
< 20% of project<br />
budget<br />
Loss of Govt and<br />
widespread<br />
community<br />
confidence.<br />
Sustained key<br />
adverse media.<br />
Considerable Govt<br />
and community<br />
concern. Key<br />
adverse media.<br />
Some public<br />
concern raised.<br />
Adverse local<br />
media.<br />
Corporate: > $5m -<br />
$10m<br />
Minor<br />
Project: Cost<br />
Minor impact with<br />
Minor public<br />
overrun > 5% and<br />
some<br />
concern.<br />
< 10% of project<br />
consequences<br />
budget<br />
Insignificant<br />
Very minor<br />
impact with<br />
unimportant<br />
consequences<br />
Corporate: < $5m<br />
Project: Cost<br />
overrun < 5% of<br />
project budget<br />
Minimal public<br />
concern.<br />
Environment<br />
Large scale, irreversible,<br />
uncontained harm to the<br />
environment.<br />
Large scale, long-term<br />
(>2 years), uncontained<br />
harm to the environment.<br />
Small scale, mediumterm<br />
(1-2 years),<br />
uncontained harm to the<br />
environment eg small fire<br />
on SW site that damages<br />
adjoining protected<br />
bushland<br />
Catastrophic<br />
Severe<br />
Moderate<br />
Minor<br />
Insignificant<br />
Levels<br />
Very Likely<br />
Likely<br />
Unlikely<br />
Very Unlikely<br />
Figure 6 HIDRA Information – Level of Risk Matrix<br />
Very Likely Likely<br />
Unlikely Very Unlikely<br />
1<br />
1<br />
2<br />
3<br />
4<br />
Description<br />
1<br />
2<br />
3<br />
4<br />
5<br />
Figure 7 HIDRA Information – Likelihood Descriptions<br />
Safety (Sydney Water<br />
& Public Safety)<br />
Fatality, amputation of<br />
limb, person on life<br />
support, other<br />
immediately life<br />
threatening incidents.<br />
W idespread serious<br />
injuries or illnesses.<br />
A serious injury or long<br />
term illness, or lost time<br />
injury (minimum 1 day<br />
lost per injury).<br />
Significant near miss<br />
incident; Injury or illness<br />
requiring medical<br />
treatement.<br />
The event could happen sometime (50% - 90%)<br />
Will probably occur at some time within a 12 month period<br />
The event could happen but very rarely (10% - 50%)<br />
Might occur at some time in a 12 month period<br />
The event could happen but probable never will (< 10%)<br />
Unlikely to occur within a 12 month period<br />
2<br />
3<br />
4<br />
5<br />
6<br />
The event could happen at any time (> 90%)<br />
A strong probability of multiple occurrences within a 12 month period<br />
Customers Public Health Performance 2<br />
Complete disruption<br />
to services > 1<br />
week. Affects ><br />
30% of SW C<br />
customers.<br />
Partial disruption ><br />
2 days. Affects<br />
10% to 30% of<br />
customers in<br />
system.<br />
W idespread<br />
complaints.<br />
Unreliable services.<br />
Increase in number<br />
of complaints. 5% to<br />
10% of customers<br />
affected.<br />
Short-term (< 1 year),<br />
reversible, contained Illness or injury requiring<br />
Multiple customer<br />
harm to the environment. first aid eg. Minor burns,<br />
complaints.<br />
eg. Damage to a heritage abrasions, sprains.<br />
listed building<br />
Temporary, reversible,<br />
environmental<br />
Near misses incidents.<br />
degradation eg. Industrial<br />
noise emissions at night<br />
Isolated customer<br />
complaints.<br />
W idespread<br />
illness / fatalities.<br />
Serious illness<br />
requiring<br />
hospitalisation.<br />
Deterioration in<br />
water quality<br />
parameters.<br />
Reportable event.<br />
Increase in<br />
illness.<br />
Very significant nonperformance<br />
against:<br />
. corporate goals and<br />
targets<br />
. project objectives and<br />
targets.<br />
Significant non-performance<br />
against:<br />
. corporate goals and<br />
targets<br />
. project objectives and<br />
targets.<br />
Non-performance against:<br />
. corporate goals and<br />
targets<br />
. project objectives and<br />
targets.<br />
Deterioration in Some non-performance<br />
water quality against:<br />
parameters. . corporate goals and<br />
Reportable event. targets<br />
No increase in . project objectives and<br />
illness.<br />
targets.<br />
Non-reportable<br />
event.<br />
Very minor non-performance<br />
against:<br />
. corporate goals and<br />
targets<br />
. project objectives and<br />
targets.<br />
3<br />
4<br />
5<br />
6<br />
6<br />
Compliance<br />
Significant compliance<br />
breach - may result in:<br />
Operating Licence<br />
sanction, high-impact<br />
prosecution eg Tier 1<br />
POEO Act offence.<br />
Compliance breach -<br />
may result in severe<br />
enforcement action,<br />
regulatory sanction or<br />
prosecution eg Tier 2<br />
POEO Act offence.<br />
Compliance breach -<br />
may result in Ministerial<br />
requirement,<br />
enforceable undertaking<br />
or statutory fine eg<br />
POEO Act Penalty<br />
Infringement Notice.<br />
Compliance breach -<br />
may result in minor<br />
corrective action or<br />
business requirement.<br />
Technical compliance<br />
breach with limited<br />
material impact.<br />
Financial limits for projects are a guide only. Actual amounts should be set at an appropriate level (based on business case value) for each individual project prior to conducting a risk assessment.<br />
Performance category descriptions are a guide only and may be further enhanced by divisional procedures.<br />
Figure 8 HIDRA Information – Consequences Details
PM Reviews at Sydney Water 40 Vol 23 No 3 AMMJ<br />
IMPLEMENTATION PROCESS<br />
The finalised and agreed PM schedule then gets implemented in the CMMS. Job plans are created and/or<br />
modified as recommended in the PM Review. An example Job Plan is given in Figure 9.<br />
Figure 9 Example Job Plan in the CMMS (Maximo - Version 4.1)<br />
PM’s are deleted and/or PM attributes are modified as recommended in the PM Review shown in Figures 3 &<br />
5. An example PM Attributes, Job Plan Sequences are shown in Figure 10 & 11.<br />
Figure 10 Example PM Attributes in the CMMS
Vol 23 No 3 AMMJ<br />
41<br />
Figure 11 Example PM Job Plan Sequences in the CMMS<br />
Figure 12 Example PM with a Route Assigned in the CMMS<br />
PM Reviews at Sydney Water<br />
Some non-critical low cost assets may be grouped into a PM Route as shown below in Figures 12 & 13. PM<br />
Routes are useful for grouping common assets with the same frequency of maintenance for a process/area<br />
at a plant or facility, where it is not essential to accurately track the total PM costs in CMMS for the asset.<br />
Example: Asset lubrication runs for an area, or low cost assets like all motors under 15kw for an area etc.
PM Reviews at Sydney Water 42 Vol 23 No 3 AMMJ<br />
EXPECTATIONS FROM PM SCHEDULES<br />
Figure 13 Example PM Route in the CMMS<br />
The core expectation from Preventive Maintenance is to prevent, predict or delay the failure of an asset at<br />
the plant or facility, where the consequences of failure have operational, environmental or OHS&R risks to the<br />
business.<br />
When optimising a PM schedule for a plant or facility, the risks to the business are evaluated such as<br />
‘Maintenance Safety’ and ‘Process’ risks. Where the PM Review team identifies low risk assets, a run to<br />
failure (RTF) strategy is adopted. For low to medium risk assets, an increase in PM frequency or change from<br />
Time Based to Condition Based maintenance is adopted where there is enough redundancy/standby and /<br />
or availability of spare parts for key assets. This streamlined approach in PM optimisation reduces number of<br />
unwanted (over servicing) PM’s thus producing cost benefits to the business.<br />
Alternatively, where high-risk problem assets are identified from the previous 3 years of CMMS data analysis<br />
(BM & CM costs Vs PM costs & Top 20 problem assets) the PM Review team decreases the frequency between<br />
PM’s or changes the type of maintenance from only Time Based PM strategy to a combination of Time Based<br />
& Condition Based maintenance strategy, which will depend on the identified failure modes of the asset and<br />
Mean Time Between Failures (MTBF). The intent here is to reduce the risk of exposure to the business and<br />
assess the impact of asset failures.<br />
Statutory maintenance is reviewed to ensure compliance with mandatory regulatory/statutory requirements.<br />
After the PM Review recommendations have been approved and implemented, the Analysis & <strong>Reliability</strong> Team<br />
will monitor the effectiveness of the PM Program for the next 12 months and make recommendations for any<br />
changes to PM program in consultation with the PM Review team.<br />
Figure 14 & 15 shows the cost benefits from a PM Review, which was carried out at Malabar Sewage Treatment<br />
Plant.<br />
Figure 14 shows the Labour costs based on Work Type (BM, CM & PM) from 2003 to 2008 during the PM<br />
Review period. Figure 14 shows a decrease in PM & CM Costs, with an increase in BM costs for Run To<br />
Failure methodology for low risk assets.<br />
Figure 15 shows a 17% reduction in total maintenance Labour costs for Malabar Sewage Treatment plant.
Vol 23 No 3 AMMJ<br />
$1,400,000.00<br />
$1,200,000.00<br />
$1,000,000.00<br />
$800,000.00<br />
$600,000.00<br />
$400,000.00<br />
$200,000.00<br />
WORKTYPE (All)<br />
$2,800,000<br />
$2,700,000<br />
$2,600,000<br />
$2,500,000<br />
$2,400,000<br />
$2,300,000<br />
$2,200,000<br />
$2,100,000<br />
$2,000,000<br />
Sum of TOTAL_LABOUR_COST<br />
CONCLUSIONS<br />
43<br />
Malabar STP - Labour Maintenance Costs by Work Type<br />
PM Reviews at Sydney Water<br />
2003 2004 2005 2006 2007 2008<br />
Sum of TOTAL_LABOUR_COST<br />
In conclusion a risk based approach to a PM review for a plant or facility can be a cost effective solution to PM<br />
optimisation process. This is used to resolve an immediate problem with a PM Program, when a comprehensive<br />
Preventive Maintenance review cannot be justified due to the resource intensive nature of such an approach.<br />
REFERENCES:<br />
1 Document: PM Review Guideline Draft V1, Author: Nandu Marathe, Company: Sydney Water<br />
2 Document: Figures 6, 7 & 8 - Malabar STP Maintenance Contract Risk Register Template - Contract Liability<br />
#2, Author: Jesus Mena.<br />
3 Document: PMIP Process Documentation, Author: Nandu Marathe, Company: Sydney Water.<br />
4 URL: http://www.sydneywater.com.au/Our<strong>Systems</strong>andOperations/, Company: Sydney Water.<br />
ACKNOWLEDGEMENTS:<br />
1 John Mckeon, <strong>Systems</strong> Operations Officer, Sydney Water.<br />
2 Jesus Mena, Operations Contracts Officer, Sydney Water.<br />
3 Kel Taylor, Plant Manager – Malabar STP, Sydney Water.<br />
Year<br />
Figure 14 Malabar STP Maintenance Costs by Work Type.<br />
(BM – Breakdowns, CM – Corrective Maintenance, PM – Preventive Maintenance).<br />
Malabar STP - Total Labour Maintenance Costs<br />
2003 2004 2005 2006 2007 2008<br />
Figure 15 Malabar STP Total Labour Maintenance Costs<br />
Year<br />
WORKTYP<br />
BM<br />
CM<br />
PM
A New Activity Matrix<br />
Why Being Proactive Is No Longer Enough<br />
Phillip Slater Initiate Action Pty Ltd (Australia)<br />
It was about ten minutes before anyone noticed the smoke. The wiring had been heating up<br />
since the most recent planned maintenance activity when the electrician didn’t quite tighten up<br />
the joint and hadn’t properly cleaned away the built up dust. The result was a hot joint and this<br />
heat quickly spread into the cable. The casing began to smoke and by the time the smoke was<br />
noticed the cabinet was actually on fire.<br />
The machine operator who saw the smoke immediately raised the alarm, shut down the power,<br />
and grabbed a fire extinguisher. She knew better than to open the cabinet and let in more oxygen<br />
so she concentrated on stopping the fire from spreading.<br />
The alarm had alerted the local fire brigade and by the time they arrived the factory had been<br />
evacuated and their trained emergency response team had contained the fire using CO2<br />
extinguishers. Everyone was safe and the fire was out.<br />
Any reasonable evaluation of this situation would conclude that almost all actions taken here<br />
were proactive but is that really enough?<br />
What is Proactive?<br />
In 1990 Stephen Covey released a book that was to become a modern classic. The book, ‘The 7 Habits of<br />
Highly Effective People’, proposes seven principles that Covey, through his leadership training, had seen<br />
enable people to achieve a ‘principle centered, character based approach to personal and interpersonal<br />
effectiveness’. Some people have interpreted these habits as being the principles for success.<br />
The first of Covey’s habits is ‘Be Proactive’ and the phenomenal success of Covey’s book resulted in the word<br />
‘proactive’ becoming a major buzz word of management in the 1990’s and since. We have all heard someone<br />
say something like, ‘We are taking a proactive approach’ meaning that they are prepared (or preparing) for an<br />
expected event.<br />
Being proactive is seen to be the approach of people that are taking charge, who are not just responding to<br />
a situation but are planning and anticipating. In many respects it has become a virtue that cannot be argued<br />
against.<br />
Or can it?<br />
The online resource Dictionary.com defines proactive as: ‘serving to prepare for, intervene in, or control an<br />
expected occurrence or situation’. If you examine this statement it really says that being proactive means<br />
‘doing something’ but this is too general from any practical perspective and doesn’t really help in determining<br />
which actions really are proactive and should be prioritized. Since the mid 1990’s it seems that being proactive<br />
represents taking action, any action, even after the event, even if it may not be the best or most appropriate<br />
course of action.<br />
Under the ‘doing something’ definition being proactive is just no longer enough.<br />
A New Framework for Action<br />
What is needed is a new framework for action that enables us to categorize the actions we take and determine<br />
if they are the most appropriate.<br />
In order to develop this framework let’s first look at problem solving. After all the reason that someone may<br />
want to be proactive is that they are looking to prevent or solve a problem. Pretty much all approaches to<br />
problem solving (think ‘Fishbone Diagrams’ or the ‘5 Whys’) focus on identifying and separating cause from<br />
effect. That is the consequence of some event (the effect) and the action that actually produces the event (the<br />
cause).<br />
To make better choices in the actions taken it is important to understand if an action is working on the cause<br />
or the effect. For example, in the fire story above, the cause was the buildup of dust and loose joint, the effect<br />
was the fire and flames.<br />
The next thing to consider is whether the action works on the past or the future. Working on the past occurs<br />
when the action taken actually corrects an event that has already taken place. For example, vibration monitoring<br />
requires that something is already out of balance or wearing in order that the effect can be measured. The goal<br />
is to identify the problem before it causes operational disruption.
Vol 23 No 3 AMMJ<br />
Working on the future occurs when the action taken prevents or manages an event that has not happened.<br />
Extending the vibration example above, this might mean an equipment redesign that eliminates the issue<br />
altogether.<br />
So we have four elements: cause, effect, past and future. Let’s put them together in a matrix (Figure 1).<br />
The matrix in Figure 1 gives us a new framework for assessing activities that may be undertaken.<br />
Figure 1: Activity Matrix<br />
<br />
For each pairing of the elements we can assign a label that describes the impact of the pairing, these are:<br />
45<br />
Past Future<br />
Cause 3. Corrective Action 4. Preventive Action<br />
Effect 2. Adaptive Action 1. Contingent Action<br />
1. Future-Effect: Contingent Action<br />
2. Past-Effect: Adaptive Action<br />
3. Past-Cause: Corrective Action<br />
4. Future-Cause: Preventive Action<br />
Why Being Proactive Is No Longer Enough<br />
To explain these let’s go back to the fire emergency detailed above.<br />
1. Contingent Action: the planning that put the fire extinguisher in place and trained the operator in its use<br />
is a Contingent Action. This action was taken to deal with the effect (the fire) of a future event (at the time the<br />
action was taken it was not known if there would ever even be a fire).<br />
2. Adaptive Action: once the fire started the action of actually using the extinguisher was an Adaptive Action. This<br />
action was taken to manage the effect of a past event (that is the fire had already started and the<br />
extinguisher was used to put it out).<br />
3. Corrective Action: it is fair to consider the execution of the Planned Maintenance activity by the electrician as<br />
being proactive. However, it is really a Corrective Action because it was designed to work on the cause<br />
(the dust build up and the loose joint) but also works on the past because the dust has already built up.<br />
That the action was poorly executed might never actually be understood because the cabinet was<br />
destroyed in the fire but thefact that it is Corrective rather than Preventive can be understood in advance.<br />
4. Preventive Action: requires working on the cause of a future event (again, taking the action without<br />
knowing if there would ever even be a fire) and this would require, for example, a dust proof cabinet and<br />
improved design of electrical joints.<br />
It is easy to see that each of these actions could, if we used the dictionary definition of proactive, be described<br />
as proactive. That is, something was done. Yet they are all very different in the timing of their execution and<br />
their impact on the incident. Perhaps by using the Activity Matrix we can better predetermine the options and<br />
recognize the real choices that we face.<br />
Let’s look at another example.<br />
Materials management is a major problem for many companies and is of major concern to anyone trying to<br />
manage the reliability of plant and equipment. The two key issues faced with materials management are stock<br />
outs of materials held in inventory (resulting in delays to repairs) and an over expenditure in inventory (resulting<br />
in the wasting of cash that could have been better used elsewhere). It is important to realize that both of these<br />
issues are effects, not causes. The causes of these two effects are the management systems and decisions<br />
that lead to the stock out or over expenditure.<br />
Using the new Activity Matrix we can now examine various options.<br />
The initial reaction of many people looking to take action relating to materials management is to utilize software<br />
to recalculate the required holding levels based on the usage and supply data. This is often incorrectly referred<br />
to as optimization. Far from being truly proactive, the software review works on the effect of the problem<br />
(incorrect reorder settings) and works on the past (using historical data) and is actually an Adaptive Action fitting<br />
very neatly into position 2 on the matrix (Figure 1). This approach makes no attempt to change the issues that<br />
resulted in the incorrect reorder setting. Plus, in most cases the data is actually of little or no value because it<br />
reflects the past not the future. This is a classic example of an action that could be considered proactive (as in<br />
‘we did something’) but really isn’t.
Why Being Proactive Is No Longer Enough<br />
The next action often taken is to target different inventory types, such as obsolete or slow moving stock, with<br />
a view to selling or removing the stock. Again, this is an Adaptive Action as it works on the effect (overstocks)<br />
and works on the past (no action is taken to change the recurrence of the effect). Also, the causes of the<br />
problem are not being addressed, only the effect.<br />
While both of the above approaches might show short term benefit they do not prevent future problems and<br />
can be equated to using the fire extinguisher in our earlier example.<br />
An alternative option is to train everyone involved in materials management on the issues they face, their<br />
influence on the outcomes and the decisions they can make to influence results. This is analogous with<br />
training the machine operator in using the fire extinguisher – a Contingent Action (position 1 in Figure 1). For<br />
this option when something happens (say, stock turns going down or systematic material delays) the people<br />
know what to do to correct the problems. They may not individually have the authority to make the changes<br />
required to prevent the problem reoccurring but an appropriate review process can take care of that.<br />
A better option is to work on the cause of the problem and to work on the future. This requires putting in place<br />
systems to manage materials to deliver the required availability without over spending even when it is not known<br />
if there would ever be a problem. This is genuine prevention and so sits squarely in the Preventive Action<br />
box (position 4 in Figure 1). Examples of the actions to take include reviewing the materials management<br />
procedures and policies and reviewing and aligning responsibilities. These both form part of what is known<br />
as Inventory Process Optimization. Think of this in terms of the dust proof cabinet and redesigned joints<br />
(eliminating the cause) in our fire example.<br />
As you can see using the Activity Matrix has forced us to think in terms of the four elements: cause, effect,<br />
past, and future. Thus we can now evaluate each of the options to determine which really are proactive and<br />
which are merely dealing with the effects with no preventive impact. This analysis enables us to make better<br />
and clearer decisions on the actions that we implement.<br />
A New Way to Be Pro-Active<br />
Being genuinely proactive is very difficult. This is because Adaptive and Corrective Actions provide an instant<br />
gratification, as in ‘I achieved this, I fixed the problem’. This comes from working on something that has<br />
already happened and being able to deal with it. Whereas being proactive eliminates the ‘feel good’ factor<br />
because you are working to prevent something from occurring, there is no instant gratification.<br />
Perhaps because of this, over the past 20 years it seems that the definition of proactive has changed from<br />
‘prevention’ to ‘doing something’. This has meant that almost any action can be claimed to be ‘proactive’ and<br />
the term is therefore almost meaningless. What is now needed is a new approach that enables objective<br />
evaluation of the available options to determine those that are genuinely preventive and those that are merely<br />
corrective or adaptive. This is the Activity Matrix in Figure 1.<br />
Using the Activity Matrix has enabled us to review two different types of situations and to evaluate the options<br />
under each. From this we can see that not all options are equal. Some work on the cause, some on the effect.<br />
Some work on the past, some work on the future. A truly proactive and preventive option works on both the<br />
cause and the future.<br />
As the old saying goes, prevention is better than cure, and it is always better to prevent future causes of<br />
problems than to work on the effects once the problem has arisen. Next time you are faced with a decision on<br />
what action to take, try fitting your choice to the Activity Matrix and see which category the option fits into. This<br />
will enable you to explore the causes, effects, and options to determine better and longer lasting solutions.<br />
Footnote:<br />
Stephen Covey actually had a very different definition of proactive to the one that is recorded in the dictionary.<br />
Covey’s definition of proactive related to an individual’s freedom to choose how they respond to what happens<br />
to them rather than relating to preparation for an expected occurrence or situation.<br />
References:<br />
• The 7 Habits of Highly Effective People, Stephen Covey<br />
• Dictionary.com<br />
• The Concise Oxford Dictionary<br />
• Value Based Success, Alan Weiss<br />
46<br />
Phillip Slater is a Materials Management Specialist and the developer of Inventory Process Optimization. He is the<br />
author of a number of management books, including Smart Inventory Solutions and The Optimization Trap.<br />
Contact Phillip directly at pslater@InitiateAction.com or visit the website www.InitiateAction.com<br />
(This article was previously published in the UPTIME magazine)<br />
Vol 23 No 3 AMMJ
Guiding Principles for Maintenance Planning and Scheduling<br />
By Ricky Smith and Dare Petreski (USA)<br />
“Focusing an organization’s efforts is the only way to achieve and maintain success”<br />
Guiding Principles are principles an organization must follow in order to be successful in any area where<br />
there may not be proper alignment. Planning and scheduling will never be effective without the alignment of<br />
Production, Maintenance, and Engineering.<br />
Guiding Principles keeps an organization focused and the success of planning and scheduling hinges on these<br />
principles. Planning and Scheduling Guiding Principles are developed together with leadership in Production,<br />
Maintenance, Maintenance Planning, Maintenance Scheduling, <strong>Reliability</strong> Engineering, Maintenance<br />
Engineering, and Project Engineering. Developing these principles together as a team allows an organization<br />
to be aligned in their efforts and ensure success of Maintenance Planning and Scheduling.<br />
Planning Guiding Principles<br />
• All “critical” work will have effective work procedures developed.<br />
• All Preventive Maintenance / Condition Monitoring (with exception of regulatory<br />
compliance PMs) must address specific failure modes.<br />
• Planners focus “only on future work”.<br />
• Bill of Materials must be developed for all Critical Equipment.<br />
• Production and Maintenance must be aligned in the planning process:<br />
- Roles and Responsibilities<br />
- Expectations<br />
- Metrics<br />
• Jobs not previously planned will be “scoped” by the maintenance technician & the<br />
planner.<br />
Scheduling Guiding Principles<br />
• Planned Jobs must have all parts on site and kitted before being scheduled.<br />
• Availability of equipment must be communicated to maintenance at least 7 days in advance.<br />
• Manage the backlog:<br />
- Total<br />
- Ready to Schedule<br />
- Waiting Parts<br />
• Perform an after-action review on any shutdown over 4 hours using the “2 Up / 2 Down Rule”<br />
“2 Up / 2 Down Rule”<br />
Most organizations fail with their after action review or the reviews do not provide expected results.<br />
In the US Army they use the 2 Up / 2 Down Rule. For any after action review you identify with your<br />
team the 2 things you need to sustain (you did this very well) and the 2 things you need to improve.<br />
You post the 2 Ups and the 2 Downs. The next after action review on the same issue should result in<br />
the 2 Downs becoming the 2 Ups. You cannot improve everything overnight so you must take change<br />
in small bites.<br />
Maintenance Planning and Scheduling is key to the success of any organization however it must be managed<br />
so that everyone understands the rules and follows them.<br />
If you have a question or comment please send an email to Ricky Smith at rsmith@gpallied.com<br />
Editors Comment:<br />
Ricky Smith, one of the World’s best known speakers and authors on Maintenance and <strong>Reliability</strong> issues, is<br />
contributing a regular column to the Asset Management and Maintenance Journal.<br />
Ricky Smith has a New Book: “Industrial Repair, Best Maintenance Practices”<br />
This book is available from Amazon at http://www.amazon.com/Industrial-Machinery-Repair-Maintenance-<br />
Engineering/dp/0750676213/ref=cm_cr_pr_product_top/183-4540390-6320933?<br />
To Subscribe to the AMMJ go to page 60 or go to www.maintenancejournal.com<br />
to download the SUBSCRIPTION FORM. Annual Subscription is from $80
Use of an Asset Productivity Index<br />
in Benchmarking Performance of<br />
Productive Assets<br />
Steve Berquist Fluor Operations & Maintenance (Australia)<br />
(A Paper Presented at ICOMS Asset Management Conference, Sydney 2009)<br />
This paper describes an approach for developing an overall Asset Productivity Index (API) for capitalintensive<br />
productive physical assets. The API is a suite of process metrics and results metrics that<br />
Fluor has grouped and weighted to provide an overall single value know as the API. The use of this<br />
approach in asset performance improvement step change programs is discussed together with issues<br />
surrounding getting the balance right between process and results metrics. The use of metrics to set<br />
targets for step-change improvement programs together with the need to recognise both the time<br />
domain and logical relationship between metrics when change is being implemented is addressed.<br />
Finally an example is provided of the use of the API using a case study.<br />
INTRODUCTION<br />
The use of data for benchmarking the current level of performance of an organisations maintenance and asset<br />
management function is common practice in mature industries. Various industry specific organisations provide<br />
a service calculating a wide range of metrics using customer data provided and then reporting performance<br />
compared to the total population of customer benchmarks recorded. The aim is usually to create awareness<br />
of those areas where a company’s performance is below industry top quartile in any given metric and to then<br />
decide what action if any to take. Often this may result in arranging visits to other companies to learn of the<br />
practices they used to achieve top quartile results or else using consultants or other industry experts to advise<br />
what to do to improve.<br />
One of the challenges faced by maintenance and asset management professionals in preparing to commence<br />
on a program of benchmarking and subsequent improvement actions is to convince senior business executives<br />
that there is significant business benefit available from doing so i.e. a leap of faith is not required. Benchmarking<br />
projects can be expensive often requiring a significant commitment of internal resources together with the<br />
fees of the benchmarking organisation. Step change improvement projects embarked upon following a<br />
benchmarking study require detailed justification to secure the funding required.<br />
Benchmarking studies often produce a bewildering number of metrics and charts showing where the audited<br />
company sits compared to others. The reports are voluminous often and there is usually little guidance as<br />
to which metrics are more important nor to which ones should be the focus of management attention before<br />
others when it comes to taking action to improve.<br />
The time lag between process metrics improving and results metrics improving is another risk to management<br />
commitment to change programs with long delays often leading to doubt and loss of faith that the program<br />
will succeed. Overly optimistic claims of the rate of improvement made to secure management support for<br />
proposed change initiative can ultimately lead to loss of credibility with the program terminated prematurely<br />
due to lack of timely results.<br />
Fluor has developed an approach called the Asset Productivity Index (API) that uses a focused collection of<br />
maintenance and asset management metrics weighted together to provide an overall single measure of an<br />
organisations current success at generating asset productivity for the business. The API is calculated using<br />
data collected from the results currently being achieved by the asset and is usually combined with a diagnostic<br />
audit to present the performance gap between current and potential future performance available. A detailed<br />
step-change improvement plan is then developed if the business benefits from closing the performance gap<br />
are quantified as significant. Once an organisation decides to embark on a program of change in order to<br />
achieve improved business outcomes the API allows measurement of progress towards this objective.<br />
THE ASSET PRODUCTIVITY INDEX (API)<br />
Definition of API Suite of Metrics<br />
The API is comprised of the following collection of Key Result Areas (KRA’s) that the authors company believes<br />
provides a balanced scorecard of success in asset management’s delivery of business benefit from productive<br />
assets. The approach is similar to the calculation of a Consumer Price Index (CPI) where a basket of consumer<br />
expenditure items is weighted to produce an overall index that can be trended as a measure of inflation and<br />
the cost of living. Another example is from the health and fitness sector where a suite of measurements from
Vol 23 No 3 AMMJ<br />
medical and physical tests on a person is used to calculate a set of metrics that are weighted and combined to<br />
arrive at an effective apparent age for the person. The goal being to improve ones health and fitness to become<br />
“younger”. The basket of metrics Fluor has selected for its API is as shown in Table 1a and 1b below:<br />
Table 1a API metrics, definitions and weightings<br />
49<br />
Key Result Area Metric Definition<br />
Health Safety<br />
Environment<br />
Work Process<br />
Control<br />
MRO Materials<br />
Organisational<br />
Management<br />
Contractor<br />
Management<br />
An API In Benchmarking Assets<br />
1 Recordable Case Frequency Rate Number of recordable safety incidents. Expressed per million hours<br />
worked.<br />
2 Lost Workday Frequency Rate Number of shifts lost due to safety incidents. Expressed per million<br />
hours worked.<br />
3 Reportable Environmental<br />
Incidents<br />
Each metric is measured for the plant being assessed and the API score calculated using on a scale of 0% -<br />
100% of the range of values assessed by Fluor’s database of benchmarks covering bottom quartile through top<br />
quartile performance for that metric. The API score is determined as weighted percentage for all categories.<br />
Metric<br />
Weight<br />
25%<br />
50%<br />
Number of incidents requiring report to compliance agencies 25%<br />
HSE KRA Weighting = 10%<br />
1 Work Order Discipline Percentage Total labour hours recorded on closed work orders as percentage of all<br />
maintenance hours worked.<br />
2 Percentage of Breakdown /<br />
Emergency Work<br />
3 Craft Technician Productivity<br />
(Tool time) Percentage<br />
Number of emergency or breakdown work raised orders as percentage<br />
of all work orders created.<br />
Maintenance worker tool time percentage (wrench time) based on formal<br />
field measurement.<br />
4 Percentage of Planned Work Total labour hours recorded on planned work orders as percentage of all<br />
maintenance labour hours worked.<br />
5 Schedule Compliance Percentage Total labour hours on work orders that were completed on schedule as<br />
percentage of all labour hours scheduled.<br />
1 Stores Inventory as Percentage of<br />
Asset Replacement Value<br />
2 Stores Inventory Accuracy<br />
Percentage<br />
3 Supplier Service Level<br />
Percentage<br />
4 Percentage MRO Material<br />
Purchased via Leveraged<br />
Agreements<br />
Work Process Control KRA Weighting = 20%<br />
Total dollar value of on hand MRO inventory as percentage of total dollar<br />
value to replace the entire facility.<br />
Total number of MRO line items inventoried that were equal to the<br />
number of on hand items listed in the CMMS.<br />
Total number of MRO line items received on time from supplier as<br />
percentage of total number of MRO line items received into stores.<br />
Total dollar value of MRO items purchased using leveraged supplier<br />
agreements as % of all MRO items purchased.<br />
MRO Materials KRA Weighting = 15%<br />
1 Supervisor Span of Control Ratio Total number of maintenance craft workers divided by total number of<br />
supervisors.<br />
2 Ratio of Maintenance Planners to<br />
Maintenance Craft Workers<br />
3 Support Ratio – Percentage of<br />
Management Staff to Total<br />
Maintenance Workforce<br />
Total number of maintenance craft workers divided by total number of<br />
maintenance planners.<br />
Total number of management staff in maintenance organisation divide by<br />
total number of people employed in maintenance organisation<br />
Organisational Management KRA Weighting = 10%<br />
1 Contractor Spend Distribution Total dollar value of contracted services received from the contractor<br />
with the biggest total spend as percentage of total spend for all<br />
contracted services received.<br />
2 Contractor OSHA Recordable<br />
Case Frequency Rate<br />
3 Contractor Productivity (Tool time)<br />
Percentage<br />
4 Contractor Manager Survey<br />
Result<br />
Number of recordable safety incidents experienced by contractors.<br />
Expressed per million hours worked.<br />
Contractor maintenance worker tool time percentage (wrench time)<br />
based on formal field measurement.<br />
Score from Fluor’s “Contractor Manager Survey” completed by the site<br />
person responsible for Contractor Management<br />
Contractor Management KRA Weighting = 10%<br />
20%<br />
10%<br />
40%<br />
20%<br />
10%<br />
25%<br />
25%<br />
25%<br />
25%<br />
33%<br />
33%<br />
33%<br />
30%<br />
30%<br />
20%<br />
20%
An API In Benchmarking Assets<br />
Table 1b API metrics, definitions and weightings (continued)<br />
<strong>Reliability</strong><br />
Availability<br />
1 Maintenance Cost as Percentage<br />
of Asset Replacement Value<br />
2 PM Work Hours as Percentage of<br />
Total Work Hours<br />
3 Percentage of All Equipment<br />
Documented in Master Equipment<br />
List (MEL)<br />
4 Percentage of All Equipment<br />
Assigned with a Criticality Rating<br />
Table 2 shows an example of<br />
a completed API scoresheet<br />
for the Work Process Control<br />
category.<br />
The overall results are<br />
shown graphically in Figure<br />
1. Quartiles shown for each<br />
API category indicate where<br />
the plant sits compared to<br />
other benchmarked facilities<br />
and indicating the scope<br />
for improvement to reach<br />
top quartile performance if<br />
required.<br />
5 Predictive Maintenance Technology Implementation<br />
Are PdM techniques applied<br />
widely across site?<br />
Do All Time Based PM Tasks<br />
Auto Trigger WO’s in the CMMS?<br />
Number of PdM Tasks Performed<br />
In House?<br />
Validation of Asset Productivity Index Methodology<br />
50 Vol 23 No 3 AMMJ<br />
Total maintenance dollar spend as percentage of total dollar value to<br />
replace the entire facility.<br />
Total craft hours worked on PM work orders as percentage of all<br />
maintenance craft hours worked.<br />
Total number of equipment pieces documented in the CMMS MEL as<br />
percentage of total number of pieces of equipment installed in site.<br />
Total number of pieces of equipment with a criticality rating assigned<br />
jointly Operations & Maintenance personnel in the CMMS as percentage<br />
of total equipment pieces in MEL.<br />
The Maintenance and <strong>Reliability</strong> Center (MRC) at the University of Tennessee conducted a year-long study and<br />
validation effort in 2004 and 2005 to determine the appropriateness and validity of the Fluor API benchmarking<br />
process and measures.<br />
The MRC performed literature searches and analysis to determine the validity of the measures used in the<br />
API tool. This effort enabled the MRC to determine that the metrics included in the Fluor API tool were, in fact,<br />
the most appropriate and valid measures when assessing a maintenance organisation. Although there are<br />
numerous other tools currently in use within industry the Fluor Asset Productivity Index is highly capable in<br />
terms of measuring maintenance excellence and serving as a benchmark of maintenance performance.<br />
The MRC then collected, validated and analyzed API data submitted by over 35 companies as well as from<br />
other companies that Fluor had previously assessed. An array of statistical analyses determined the quartile<br />
rankings of the API data collected. The quartile rankings are used by Fluor for API Index purposes and are<br />
regularly updated as data from additional companies is included into the database.<br />
20%<br />
20%<br />
20%<br />
15%<br />
Yes or No 10%<br />
Yes or No 10%<br />
Total number of different PdM technologies applied using in house<br />
resources as percentage of all PdM technologies applied at site.<br />
<strong>Reliability</strong> KRA Weighting = 25%<br />
1 Run Rate Percentage Sum of actual run rates for all equipment as percentage of theoretical<br />
maximum run rates of all equipment.<br />
2 First Pass Yield Percentage Total volume of acceptable quality product produced during cycle/batch<br />
as percentage of total volume put through.<br />
3 Plant Uptime Percentage Total hours of actual run time as percentage of total available run hours<br />
during period.<br />
4 OEE Run Rate % x First Pass Yield % x Uptime% = OEE 25%<br />
Availability KRA Weighting = 10%<br />
Total KRA Weighting = 100%<br />
Table 2 Example of completed API scoresheet<br />
N KRA CATEGORY<br />
WEIGHT OF<br />
CATEGORY<br />
(%)<br />
II Work Process Control 20<br />
METRIC<br />
WEIGH<br />
T (%)<br />
MEASURED<br />
METRIC<br />
VALUE<br />
5%<br />
25%<br />
25%<br />
25%<br />
API<br />
INDEX<br />
1 Work Order Discipline Percentage 20 3.98 % 0.00<br />
2 Percentage of Breakdown/Emergency Work 10 14.68 % 1.03<br />
3 Craft Technician Productivity (Tool Time)<br />
Percentage<br />
40 20.00 % 0.00<br />
4 Percentage of Planned Work 20 24.17 % 0.00<br />
5 Schedule Compliance Percentage 10 32.11 % 0.94<br />
TOTAL 1.97
Vol 23 No 3 AMMJ<br />
USE OF METRICS TO DRIVE IMPROVEMENT PROGRAMS<br />
Following the initial benchmarking of a businesses asset performance metrics with a decision to improve<br />
performance taken the question then becomes how to measure if the improvement plans are working.<br />
Management expect to see results and require regular reports on progress towards the improved business<br />
objective targets. Improvement plans will typically contain a series of actions that if successfully implemented<br />
will result in a positive change in the business. These actions will span multiple business results areas e.g.<br />
maintenance planning, equipment reliability, materials management, and contractor management. In order<br />
to prepare an improvement plan it is important to understand the relationship between leading and lagging<br />
metrics and then to develop a project schedule<br />
that contains achievable targets for delivery of<br />
improved results.<br />
The Asset Performance Index suite of metrics<br />
presented in this paper is an example of a suite of<br />
metrics spanning multiple business results areas<br />
containing both leading and lagging indicators.<br />
The terms leading indicator and lagging indicator<br />
describe those metrics that are either outcomes<br />
of (lagging) or influential in (leading) achieving<br />
a certain business objective. For example,<br />
unless the reliability of the equipment improves<br />
the percentage of breakdown/emergency<br />
work will not reduce. Unless the percentage<br />
of breakdown/emergency work reduces, craft<br />
technician productivity will not increase. Unless<br />
craft productivity increases, the total labour cost<br />
of maintenance will not reduce. Unless the total<br />
labour cost of maintenance reduces, the overall<br />
business objective of reduced production cost<br />
per unit will not reduce. Any metric can be a<br />
leading or lagging indicator of another with the<br />
understanding of the relationships and logic<br />
between each critical to improvement planning.<br />
The model in Figure 2 describes the logical<br />
relationship between metrics. Process metrics<br />
measure the performance of work processes.<br />
Results metrics measure the results achieved<br />
from our work processes. It will usually require process metrics to improve in several work areas in order to<br />
generate a sustainable improvement in a result metric. When our results areas are strategic to our business<br />
objectives then the financial performance of the business, as measure by the business metrics, is positively<br />
impacted. The API suite presented in this paper contains both process and results metrics. Process metrics<br />
dominate since they are direct measures of the various work process performances that are the targets for<br />
the step change improvement programs that often result from a benchmarking initiative. Table 3 illustrates the<br />
linkage between the API metrics in both logic and time sequencing when preparing a business improvement<br />
plan.<br />
Work Process<br />
Control<br />
KRA API METRIC<br />
LEVEL 1<br />
Aug<br />
51<br />
LEVEL 2<br />
Oct<br />
An API In Benchmarking Assets<br />
Figure 1 Results presentation for API assessment<br />
Figure 2 Relationship between lead and lag metrics.<br />
TARGETS<br />
LEVEL 3<br />
Dec<br />
LEVEL 4<br />
Feb<br />
LEVEL 5<br />
Apr<br />
8 16 24 32 40<br />
% Work Order Discipline 100% 100% 100% 100% 100%<br />
% Daily Schedule Compliance<br />
Current<br />
Result<br />
Week Number<br />
Not<br />
applicable<br />
35% 50% 65% 80%<br />
% of Planned Work 30% 50% 70% 80% 90%<br />
Craft Technician Productivity 30%<br />
Not<br />
measured<br />
HS & E Work Process Control MRO Organization Management<br />
Contractor Management <strong>Reliability</strong> Availability<br />
Table 3 Example of improvement plan with targets set for metrics over 40 week period<br />
Asset Performance Improvement Metrics<br />
40%<br />
Not<br />
measured<br />
Frequency &<br />
Status<br />
Bi-Weekly<br />
Active<br />
Daily<br />
Active<br />
Bi-Weekly<br />
Active<br />
Provided<br />
by<br />
CMMS<br />
Excel<br />
Daily<br />
Schedule<br />
CMMS<br />
Total Maintenance<br />
Calculation Method<br />
Total Labor-Hours<br />
Charged to Work<br />
Orders divided by<br />
Total Work Hours<br />
Paid<br />
Total Hours Worked<br />
as Scheduled divided<br />
by Total Scheduled<br />
Hours<br />
Planned Labor Hours<br />
Worked divided by<br />
Total Work Hours<br />
Paid<br />
50% 2 month Study Work Sampling
An API In Benchmarking Assets<br />
This example shows how craft productivity is not expected to reach the target of 50% tool time until daily<br />
schedule compliance of 80% or better is being achieved and planned work is making up over 90% of work<br />
delivered. Work order labour reporting discipline of 100% is a fundamental requirement expected very early<br />
in the improvement project in order to manage any improvement program. The time sequencing or schedule<br />
for each metrics improvement is shown for this example together with information on how often the data for<br />
each metric is collected, where the data comes from and the calculation method used to calculate each metric.<br />
A similar approach is used for the entire suite of metrics being used for managing the Asset Performance<br />
Improvement program.<br />
A clear understanding of the leading/lagging relationships and logical linkages between each metric is key<br />
to the development of a credible improvement plan with targets. Without this frustration at the slow rate of<br />
improvement of a lag metric such as cost may undermine the success of a change initiative when the leading<br />
indicators may well be demonstrating encouraging progress in changing a work processes performance.<br />
CASE STUDY<br />
The API approach presented was applied recently to a large industrial facility. The facility has participated for<br />
many years in a well-known international benchmarking study where facilities all over the world provide data<br />
to the benchmarking organisation and receive a report containing results metrics that benchmark the facilities<br />
performance in a number of key areas including cost, process efficiency and equipment reliability. The facility<br />
benchmarked in the fourth quartile of its relevant peer facilities and undertook to introduce a process of change<br />
to improve its competitive position significantly. The results metric targeted as the top priority for improvement<br />
was maintenance cost per unit output.<br />
The use of the API suite of metrics facilitated the diagnostic insight to identify a range of issues with work processes<br />
that were far from best practise in many areas. The results metrics from the international benchmarking study<br />
did not provide the diagnostic information for use in a change program. They merely highlighted the results gap<br />
between the facility and their cohort. The API results presented in Figure 1 show that overall the facility was a<br />
third quartile performer in asset productivity with a score of 38%.<br />
The results highlight three key areas of work process performance that require significant improvement<br />
• Work process control (planning & scheduling of maintenance) – fourth quartile performer<br />
• MRO materials management – fourth quartile performer<br />
• Contractor management – fourth quartile performer<br />
These results provided the management of the facility with the tactical information on where to first target the<br />
change initiative. The quantification enabled management to understand the magnitude of the deviation from<br />
best practice maintenance and the size of the opportunity to improve.<br />
A benefits case for improvement developed based on the opportunities available to close the gaps to best<br />
practice is presented below.<br />
The savings available<br />
confirmed that the facility<br />
had the potential for<br />
improving its maintenance<br />
performance from fourth<br />
quartile to top quartile of its<br />
peer group.<br />
In this case study it was<br />
recommended that for<br />
pursuing step-change<br />
improvements in plant<br />
maintenance practices the<br />
most effective approach is<br />
to establish focus teams<br />
that will initially be focused<br />
the following areas<br />
52 Vol 23 No 3 AMMJ<br />
As-Is To-Be Baseline Target Saving<br />
Labour Productivity Improvement<br />
Owner Maintenance 20% 40% $ 6,952,667 $ 3,476,334 $ 3,476,334<br />
Contractor Maintenance 20% 40% $ 16,000,000 $ 8,000,000 $ 8,000,000<br />
Contractor Overtime<br />
<strong>Reliability</strong> Improvement<br />
15% 5% $ 1,400,000 $ 460,000.00 $ 940,000<br />
$ 12,416,334<br />
Material $ reduction 100% 95% $ 6,459,083 $ 6,136,129 $ 322,954<br />
Labour $ reduction<br />
MRO Processes<br />
100% 80% $ 1,500,000 $ 1,200,000 $ 300,000<br />
$ 622,954<br />
Material waste reduction 100% 95% $ 6,459,083 $ 6,136,129 $ 322,954<br />
Material Purchased cost reduction 100% 95% $ 8,000,000 $ 7,600,000 $ 400,000<br />
Planned contractors reduction (reduced margin) 14% 10% $ 2,160,000 $ 1,600,000 $ 560,000<br />
MRO inventory reduction<br />
Contract Management Improvement<br />
100% 88% $ 12,500,000 $ 11,000,000 $ 1,500,000<br />
$ 2,782,954<br />
Contractor Materials & Other Services 100% 95% $ 16,197,111 $ 15,387,255 $ 809,856<br />
Subcontracts Direct to Owner $ 25,000<br />
Civil Contract Cost & Scope reduction 100% 92% $ 2,400,000 $ 2,200,000 $ 200,000<br />
Crane Hire Rationalisation $ 10,000<br />
Scaffold Hire Ratiopnalisation 100% 89% $ 1,300,000 $ 1,150,000 $ 150,000<br />
$ 1,194,856<br />
TOTAL SAVINGS $<br />
17,017,098<br />
• Work process control (labour productivity) • Equipment reliability (failure elimination)<br />
• Contractor management • MRO • Shutdown management<br />
Each focus team must validate the benefits case and the implementation costs. They must develop a team<br />
Charter for management approval stating how the focus team will go about achieving the changes required.<br />
Finally, the team will deliver the activities outlined in the Charter with a full time commitment commonly required.<br />
The goal being a sustainable change in the work processes used that will become embedded and sustainable<br />
into the future.
Vol 23 No 3 AMMJ<br />
The costs of implementing the step changes required for this case study are not presented in this paper.<br />
Costs will depend on the strategy used to introduce the required changes and the timeframe over which the<br />
change must be achieved. Costs to consider include labour (internal and external resources), expenses<br />
(travel and accommodation, training, software and hardware, equipment modifications) and any performance<br />
fees/incentives/rewards used to motivate success.<br />
CONCLUSIONS<br />
The use of an Asset Productivity Index (API) has proven to be practical and effective as an overall measure of<br />
a businesses performance in achieving productivity from its physical assets. Unlike traditional benchmarking<br />
approaches, the API provides diagnostic insight into the work processes that require improving enabling an<br />
improvement plan to be developed from the results of the study.<br />
The mix of process and results metrics allows an improvement plan to be developed incorporating metrics with<br />
a logical time sequenced relationship that recognises that results metrics take time to respond to the improved<br />
processes implemented during a step change improvement program.<br />
ACKNOWLEDGEMENTS<br />
53<br />
An API In Benchmarking Assets<br />
The author wishes to acknowledge his colleagues in Fluor’s Greenville South Carolina office who have<br />
developed and tested the API suite of metrics on assessment projects worldwide for both client performed<br />
maintenance operations and Fluor performed maintenance projects.<br />
REFERENCES<br />
1 Humphries, James B & Cunic, Bradley K 2004, ‘Improving Asset Performance: A Maintenance Road Map’,<br />
Chemical Engineering, August 2004, Reprint.<br />
2 Fluor O&M API Homepage, viewed 21 March 2009, <br />
Technical Short Feature:<br />
Electrical Damage to Rolling Element Bearings<br />
Electrical damage to rolling element bearings is a common cause of failure - common<br />
enough to have a whole category listed under the ISO standard for Bearing Damage<br />
(ISO 15243:2004, from www.iso.org) It’s technically called electrical erosion. So where<br />
does the damage come from, and what can you do to prevent it from happening in your<br />
machines?<br />
There are basically four cases to consider: Is the machine moving or not; and are you<br />
getting current leakage, or a high amperage discharge through the bearings?<br />
Electrical current passage through bearings can happen when machines are not<br />
moving. Example: your friendly contractor does some welding at your plant and decides<br />
to attach her ground via your nearby electric motor. This would be a high amperage<br />
discharge, and might “weld” bearing parts together internally. Low intensity current<br />
would likely produce many tiny craters that aggregate into darker areas of damage. If<br />
you have burnt-smelling lubricant as well, it’s another confirmation of current leakage. This leakage might be<br />
from static discharge (are you making plastic or paper products?) or from high voltage current spikes caused<br />
by variable frequency drive (VFD) converters.<br />
When the machine is moving, the current passage often produces a very regular pattern of fine, dark lines<br />
across the bearing raceway. These can grow in size and depth as the damage continues. If you don’t have<br />
vibration monitoring, eventually an operator will hear it, hopefully before something catastrophic happens.<br />
What can be done to eliminate these unwanted currents? If you suspect static discharge, inspect your<br />
grounding: straps get corroded or come loose. If you suspect VFD’s as the source, have an expert look at<br />
your cabling, especially cable quality, lengths and termination.<br />
Some motors and generator sets simply produce stray currents that can’t be eliminated. In these cases,<br />
change to a bearing with Insulation (<strong>SKF</strong> Insocoat, for example) or a bearing with ceramic rolling elements to<br />
allow the current to go safely to ground. Whatever you’d pay for these parts is a small cost considering the<br />
price of your downtime. Content and pictures courtesy of <strong>SKF</strong> @ptitude Exchange
News Feature:<br />
Non Stop Crushing<br />
At Somincor Mine<br />
By Peter Wise and Photographs by Raquel Wise www.evolution.skf.com (Portugal)<br />
First Published in the Evolution Magazine No 2-2010<br />
Unscheduled stoppages can hit mine production hard. Portugal’s Somincor turned to <strong>SKF</strong> to<br />
keep its rock crushers running and facilitate maintenance.<br />
Every 24 hours, some 1000 metres<br />
below the sunlit plains of southern<br />
Portugal, hundreds of miners,<br />
working in shifts in noisy, dust-laden<br />
darkness, lift about 12,000 tonnes<br />
of hard rock from one of Europe’s<br />
largest copper-ore mine.<br />
The Neves-Corvo mine is one of<br />
the world’s biggest deposits of<br />
massive sulfides, rocks in which<br />
volcanic activity has left rich seams<br />
of copper, zinc, silver and other<br />
minerals. Run by Somincor, a wholly<br />
owned subsidiary of Lundin Mining<br />
Corporation, a Canadian group<br />
based in Canada, the Neves-Corvo<br />
mine has been operating since<br />
1989 and has set a 2009 copperore<br />
extraction target of 3 million<br />
tonnes.<br />
Somincor’s commitment to such<br />
ambitious goals means keeping<br />
unscheduled production stoppages<br />
to an absolute minimum. “For<br />
every hour we lose, we forfeit the<br />
extraction of about 550 tonnes of<br />
ore,” says Jacinto Palma, head of<br />
maintenance at the mine. “Every<br />
breakdown is a serious challenge<br />
to our production targets.”<br />
Preventing unplanned stoppages, however, is a particularly difficult challenge in the aggressive conditions<br />
of the Neves-Corvo mine. “We operate in a hostile environment where constant vibrations and corrosion by<br />
water, dust, sand and cement test our machinery to the limit,” says Palma.<br />
In 2008 and early 2009, Somincor suffered several long, unprogrammed production stoppages due to<br />
mechanical problems with the chassis supporting the motors that drive the mine’s two underground crushers<br />
– powerful machines that crush the rock into more manageable pieces before it is hauled to the surface.<br />
“The chassis had been in place since the mine began operating 20 years ago,” says Palma. “As a result of<br />
corrosion and normal wear and tear, we began to experience a series of problems as the transmission belts<br />
began repeatedly breaking, twisting or coming off the pulley wheels.”<br />
In early 2009, Somincor talked to <strong>SKF</strong> about the possibility of not simply replacing the two motor chassis, but<br />
of installing complete new systems that would not only be much more effective in preventing stoppages but<br />
would also significantly reduce the length of breakdowns when they did occur.<br />
“Because the motors were bolted onto the chassis, changing a broken belt could take up to three or four<br />
hours,” says Palma. “That means a production loss of more than 1,200 tonnes, the equivalent of 10 percent of<br />
the daily extraction. When that happens several times in a year, it amounts to a significant losses.”<br />
Somincor approached <strong>SKF</strong> through Vedrol, a local <strong>SKF</strong> Authorized Distributor that visits the mine at least once<br />
a week. “We had seen the kind of chassis we were looking for in the <strong>SKF</strong> literature and wanted to sound out<br />
the possibility of using them here,” says Palma.
Vol 23 No 3 AMMJ<br />
An integrated solution<br />
<strong>SKF</strong> provided an integrated<br />
solution to ongoing problems<br />
with unplanned stoppages of<br />
the D0 550 and D0 700 rock<br />
crushers at Somincor’s Neves-<br />
Corvo mine. The solution<br />
involved replacing the existing<br />
metal motor chassis and<br />
providing a hydraulic system to<br />
enable the motors to be moved<br />
back so that belts could be<br />
changed, tightened or adjusted<br />
quickly. <strong>SKF</strong> also supplied<br />
transmission belts, belt tension<br />
systems, a laser instrument for<br />
aligning pulley wheels, postinstallation<br />
vibration testing and<br />
spares for key components.<br />
55<br />
Non Stop Crushing<br />
In March 2009, a team from <strong>SKF</strong> Portugal made a formal presentation at the mine for an integrated solution<br />
that would address the issues of both unscheduled stoppages and reducing downtime when production did<br />
have to be halted.<br />
“We involved several different departments at <strong>SKF</strong> Portugal in developing a project focused on increasing<br />
mean time between failures,” says Joaquim Claro, <strong>SKF</strong> <strong>Reliability</strong> <strong>Systems</strong>. “The solution devised involved<br />
replacing the existing support chassis and using a hydraulic system that enables the motors to be moved back<br />
so that belts can be changed, tightened or adjusted very quickly.”<br />
The package also included the supply of transmission belts, belt tension systems, a laser instrument for<br />
aligning pulley wheels, post-installation vibration testing and spares for some key components. <strong>SKF</strong> Portugal<br />
proposed outsourcing the building of the metal chassis to Silvas S.A., a Portuguese engineering company, to<br />
meet Somincor’s requirement for a comprehensive turnkey solution.<br />
Somincor approved the project in May 2009, and the installation was completed in less than three days during<br />
the mine’s annual nine-day maintenance stoppage in July. “Somincor is extremely rigorous about security, and<br />
our team spent the better part of a day in safety training,” says Rogério Rebelo, sales engineer, <strong>SKF</strong> <strong>Reliability</strong><br />
<strong>Systems</strong>. “Each trip with the new equipment down to the D0 550 and D0 700 crushers took about 30 minutes<br />
each way in a 4x4 pickup truck.”<br />
Three months after the installation, the mine had not suffered a single unscheduled stoppage. “The big<br />
advantages of the new system are that it is now much easier and much quicker to tighten the transmission<br />
belts and to make sure that the pulley wheels are properly aligned,” says Palma. “Pulley misalignment was<br />
previously the root cause of belts jumping off the wheels or breaking.”<br />
Claro estimates that any stoppage to change belts or adjust the pulleys will now take 15 to 20 minutes,<br />
compared with up to four hours previously. “The new solution is running very well and is much easier to use,”<br />
says Palma. “It remains to be seen how it responds to the aggressive conditions in the mine over the long term,<br />
but we are confident that it represents an important step forward in efficiency and reliability.” Somincor is now<br />
considering installing a third crusher using the same system.<br />
Neves-Corvo uses drift-and-fill and bench-and-fill mining methods, in which the rock is removed by cutting<br />
vast tunnels or slices through the ore zone. The spaces cleared are filled in again for support. The ore is then<br />
pushed down vertical shafts, falling to lower levels where huge dump trucks, their lights beaming like the eyes<br />
of strange underground beasts, transport it to the one of the two crushers.<br />
After an initial crushing, says Hugo Rianço, a senior maintenance technician with Somincor, the rock is hoisted<br />
in huge “buckets” through a 5 metre diameter shaft some 700 metres to the surface. Above ground, the metal<br />
is separated from the ore using flotation and filtration processes.<br />
New reserves are being discovered at the mine on a regular basis. “This means that our reserves today are<br />
practically at the same level as when the mine began production in 1989,” says Palma. As a result, Neves-<br />
Corvo can look forward to another 20 to 30 years of reaching deep below the earth to lift out valuable metals.
Maintenance News<br />
PRÜFTECHNIK introduces the next generation of FFT data collector and signal analyzer<br />
The new VIBXPERT II features a high degree of ergonomics and<br />
speed. A VGA color screen with over 200,000 colors has been<br />
employed to create an even clearer graphics-based user interface<br />
with excellent user guidance. The ergonomically shaped housing<br />
makes the device particularly comfortable to use. As a data collector,<br />
VIBXPERT II achieves considerably lower measurement times<br />
through the use of the latest processor technology and by optimizing<br />
internal measurement processes. Numerous evaluation functions and<br />
practical measurement templates ease detailed analyses of complex<br />
machinery problems and routine measurements on-site. With the large<br />
data memory of 2 GB and long-life lithium ion batteries, data collection<br />
of up to eight hours can be achieved without interruption.<br />
“The experiences made by our many VIBXPERT users are directly<br />
reflected by the features of this new product. The result is a new<br />
generation of powerful data collectors and analyzers based on<br />
sophisticated technology and featuring intuitive operation,” says<br />
Managing Director Johann Lösl, PRÜFTECHNIK Condition Monitoring<br />
GmbH.<br />
For further information contact: apt Technology Ph: 1300 700002 Email: info@aptgroup.com.au<br />
FLIR launches world first - IR cameras that ‘talk’<br />
FLIR has launched MeterLink TM, an industry-first wireless connection between selected FLIR cameras and Extech (a FLIR<br />
subsidiary) measurement instruments enabling them to ‘talk’ to each other. This revolutionary technology developed by<br />
FLIR is the first time an IR camera is able to interact with more parameters in different applications.<br />
The MeterLink simplifies the work of an electrical or building inspector by making it possible to transfer, via Bluetooth TM ,<br />
the data acquired by the measurement instrument into the infrared camera and implement it on the infrared image for<br />
accurate, coordinated documentation. The new MeterLink technology saves time and eliminates the risk of faulty records<br />
or notes. For example, during infrared inspections of electrical components, users can transmit key electrical readings<br />
such as current or voltage from a MeterLink-enabled Extech EX845 1000A AC/DC clamp meter directly to a FLIR infrared<br />
camera.<br />
For building-related professionals concerned with tracking moisture and water ingress, MeterLink works with the Extech<br />
InspectorPro MO297 multi-function moisture meter and psychrometer.<br />
Roger Christiansz, General Manager FLIR <strong>Systems</strong> Australia said: ‘MeterLink enables FLIR customers to integrate valuable<br />
readings from advanced, multifunction Extech meters into one format, infrared image.’<br />
‘MeterLink and the related connectivity features we are introducing represent FLIR’s commitment to driving innovation and<br />
leadership in the infrared camera industry.” The new, industry-first features include:<br />
• MeterLinkTM – BluetoothTM-based connectivity with Extech measurement instruments<br />
• Instant Reports – In-camera application generates PDF inspection reports on-the-go. Inspectors can easily compile<br />
images and findings into a fully-formatted PDF report that can be given to a client at a job site via USB memory stick.
Vol 23 No 3 AMMJ<br />
Maintenance News<br />
• BluetoothTM Voice Annotation – Connectivity to BluetoothTM handsfree headsets. Inspectors can now connect a<br />
BluetoothTM wireless headset to a FLIR infrared camera for easier recording of voice comments associated with their<br />
inspections.<br />
• Copy-to-USB – Transfer onboard images or reports directly to a USB memory stick. Copy-to-USB increases customer<br />
convenience by saving time and simplifying file sharing without the need for a PC, USB cable, internet, or email.<br />
• IR Window Auto-Correction – Automatic sensitivity compensation for IR windows. IR Window Auto-Correction ensures<br />
thermographers get connected to accurate diagnostics when protective safety interfaces, like view ports or IR windows<br />
are needed.<br />
Visit www.flir.com/thg to learn more. e-mail: info@flir.com.au<br />
Essential IR reading from FLIR before you buy<br />
FLIR, the company which invented infrared camera technology in the 1960s, has released an easy<br />
to read 24-page guide entitled ‘12 things to know before buying an IR camera.’<br />
Available free on request at www. FLIR.com/THG - the company encourages potential IR users to<br />
do some basic research which it says ‘ could save you a lot of money and work in the long run.’<br />
The booklet, written in common-use language and (mostly) free from jargon, takes readers through<br />
basic IR questions. Through this process, the guide helps the reader contemplate what features<br />
they might need, what are the basic IR camera functions and why thermal sensitivity is important.<br />
“Like most things in life, the best decision is made when you’ve done your homework. This booklet<br />
gives you some straightforward ways to think about the field of infrared, how it relates to our<br />
everyday lives and what we do – but more to the point, please always ask for a demonstration of<br />
how the camera can work in your situation.”<br />
ROTALIGN Ultra Expert – Vibration Acceptance Check<br />
The ROTALIGN® Ultra Vibration Acceptance Check application works in combination<br />
with the VIBTOOL® device to measure vibration level according to ISO 10816-3<br />
international standard. The RMS velocity value is wirelessly transferred and stored<br />
back onto ROTALIGN® Ultra where the result is instantly evaluated against the<br />
machine classification threshold. This fulfils the recommendation of the acceptance<br />
check after installation of rotating machinery or any alignment job, ensuring that<br />
machines run without restrictions. The automatically generated Vibration Acceptance<br />
Check reports can be issued either separately or included within the shaft alignment<br />
report.<br />
The stand-alone VIBTOOL® device can measure the following parameters: Vibration<br />
severity, bearing condition, Temperature, RPM, Pump cavitation.<br />
To take your professional Laser Alignments that step further, or for more information,<br />
please contact Kathryn@aquip.com.au<br />
Matrikon Mobile Equipment Monitor solution goes live at southwest U.S. mine<br />
57<br />
Matrikon Inc. a provider of industrial performance monitoring solutions, is pleased to announce that a large multinational<br />
mining company has deployed Matrikon’s Mobile Equipment Monitor to monitor the performance of heavy mobile equipment<br />
at its mine site. This is the third site deployment as part of a contract for each of the company’s North American mines,<br />
originally signed in December 2008. Implementation of the remaining mines is planned for later in 2010.<br />
Mobile Equipment Monitor collects real-time operating data and alarm information from haul trucks, shovels and loaders. It<br />
provides data visualization, trending and analysis, which contribute to improved fleet performance and the ability to reduce<br />
or prevent catastrophic component failures. The end results are a significant reduction in operating and maintenance<br />
(O&M) costs, extended equipment life and improved safety in the mines.<br />
David Fisk, Department Manager, Mining Solutions at Matrikon, stated: “The mine’s commitment to continuing deployment<br />
in spite of tight capital budgets underscores the value that Mobile Equipment Monitor delivers to customers. Mobile<br />
Equipment Monitor, like our other integrated industry applications, combines Matrikon’s leading technology, our operations<br />
know-how and experience, and input from industry leaders to solve very specific industry challenges—in this case,<br />
improving productivity of critical capital assets while lowering cost.”<br />
About Mobile Equipment Monitor: Matrikon Mobile Equipment Monitor empowers Operational Excellence by bridging the<br />
gap between mobile equipment instrumentation and maintenance systems. Mobile Equipment Monitor enables clients to:<br />
· monitor mining equipment in real-time · anticipate and prevent equipment failures<br />
· collaborate across functional areas<br />
· take corrective action by immediately scheduling maintenance and performing related work flow tasks<br />
Mobile Equipment Monitor delivers reduced maintenance costs and improved equipment reliability, effectiveness and asset<br />
life. For more information go to: www.matrikon.com
Vol 23 No 3 AMMJ<br />
Pervidi W3 Mobile – supporting iPhones, Blackberries, iPads, and mobile phones<br />
Techs4Biz Corporation has announced enhancements to Pervidi’s W3, including support for any Browser-enabled device<br />
including iPhones, Blackberries, iPads, and mobile phones.<br />
Pervidi W3 includes the ability to record electronic inspections, audits, site surveys, work orders, and field activities using<br />
any browser-enabled device, dramatically expanding the range of products available for field service personnel to perform<br />
their activities and electronically record the results.<br />
In addition to real-time access to information, Pervidi W3 enables managers and supervisors to reassign work to other field<br />
technicians, verify the status of inspections and work orders, and ensure that activities are performed on time.<br />
www.pervidi.com sales@pervidi.com<br />
Thermography with panoramic function<br />
Applied-Infrared Sensing (AIS) announces the launch of all-new high performance infrared system NEC Thermo GEAR<br />
G120/G100 for maintenance and research applications. The new Thermo GEAR G120/G100 are ideal thermography tools<br />
for predictive and preventative maintenance and selected research applications. Their shape is ideal for capturing images<br />
from any angle; a super-fine image enabling the detection of abnormalities in a wide range; an optical compatibility with<br />
telephoto lenses; support for high-temperature measurement; useful support functions to detect abnormal points without<br />
delay; management of a large amount of data and fast-report generation. Features at a glance:<br />
- Rotating display - Light weight - Variety of Thermal/Visual image fusion functions<br />
- LED light for dark areas - Laser Pointer - Japanese quality<br />
- Really good price against comparable models<br />
In addition, the G120 model is equipped with plenty of innovative functions, including a panorama thermal image capture<br />
function, which is indispensable to the measurement of a wide range of functions, such as large plant equipment and<br />
construction and civil engineering sites, and a direct real-time recording function that enables the direct writing of analyzable<br />
fully radiometric video images to the SD memory card. www.applied-infrared.com.au<br />
CD collection of ISO standards on mechanical vibration<br />
ISO has just published a CD-ROM compilation of 202 standards and related documents addressing<br />
the field of mechanical vibration, shock and the condition monitoring of machines, including vehicles,<br />
and structures, such as bridges and buildings. The Mechanical vibration, shock and condition<br />
monitoring ISO Standards collection on CD-ROM include the entire portfolio of ISO technical<br />
committee ISO/TC 108, Mechanical vibration, shock and condition monitoring, as well as a selection<br />
of other related ISO standards. ISO/TC 108 Chair, Dr. Bruce E. Douglas, comments:<br />
“The proper measurement, monitoring and control of mechanical vibration and shock are critical<br />
to public safety, the environment, the quality of life and the sustainability of the Earth’s resources.<br />
Machine and structural efficiencies can be gained through proper dynamic design and maintenance<br />
practices. The ISO/TC 108 standards compiled on this new CD-ROM provide practical tools for<br />
effective and efficient design, good practice and for achieving these broader societal objectives. In<br />
addition, they give guidance for the training of certified specialists in these fields.” www.iso.org<br />
NRX Asset Data Governance Solution Goes Live at Chevron Pascagoula Refinery<br />
In late 2009, NRX Global Inc. went live at Chevron’s Pascagoula Refinery, in Pascagoula, Mississippi, with a unique<br />
Asset Data Governance (ADG) solution designed to automate the business processes for adding, changing, and deleting<br />
asset master data at the refinery. The ADG solution helps NRX clients ensure that the systems of record for asset data<br />
and documents are accurately and efficiently updated with physical changes to refinery assets. For these clients, existing<br />
processes are often unable to efficiently handle the quantity and complexity of changes being made to asset data for both<br />
new capital investments and ongoing improvements. The goal of the ADG solution is to increase involvement by refinery<br />
level personnel in keeping a refinery’s data in sync with the physical plant. Also, higher quality and more complete data will<br />
be deployed to plant and business applications, resulting in improved operational efficiency. Richard Neidert, SVP of Sales,<br />
Services, and Marketing at NRX stated, “The NRX solution will enforce a strong level of data governance and control over<br />
changes to asset data. The workflow driven approval process will ensure that requests to modify asset master data are<br />
error free and automated updates of the Enterprise Asset Management (EAM) and <strong>Reliability</strong> systems will reduce the need<br />
for manual intervention.” www.nrx.com<br />
7th International Conference on Modelling in Industrial Maintenance and <strong>Reliability</strong><br />
Sidney Sussex College, University of Cambridge, UK, 17-19 April 2011<br />
Maintenance News<br />
First Announcement and Call for Papers:<br />
Topics to include: Asset Life Cycle Costing; Condition Monitoring, Prognostics, and Health Management; Expert Elicitation<br />
in <strong>Reliability</strong> Modelling; Human factors in Maintenance; Information, Communication, and Al in Maintenance; Integrated<br />
Maintenance and Supply Chain Management; Modelling of Inspection, Overhaul and Replacement; <strong>Reliability</strong> Modelling of<br />
Maintained <strong>Systems</strong>; Warranty and Maintenance Contract Analysis; TPM, RCM, and TQM.<br />
Papers will be accepted for the conference based on a 100-200 word abstract. Abstracts should be submitted by 11th<br />
October 2010 either online at http://online.ima.org.uk/ or by email to conferences@ima.org.uk.<br />
Further details can be found on the conference website: http://www.ima.org.uk/Conferences/7th_mimar/index.html<br />
58
The 5th World Congress on Engineering Asset Management<br />
(WCEAM & ICF/IQ & AGIC 2010)<br />
25-27 October 2010 | Brisbane Convention & Exhibition Centre | Australia<br />
The 5 th World Congress on Engineering Asset Management (WCEAM) will return to Queensland this October 25-27, 2010 at the<br />
Brisbane Convention and Exhibition Centre. Over 300 delegates from 29 countries will be attending the event over three days of<br />
knowledge exchange and transfer in this vital and emerging field of Engineering Asset Management.<br />
WCEAM is the annual meeting of the International Society of Engineering Asset Management (ISEAM) - a global annual forum that<br />
promotes the interdisciplinary aspects of Engineering Asset Management (EAM). WCEAM seeks to promote collaboration between<br />
organisations who share similar objectives and where particular matters of common interest are discussed. This year’s event has been<br />
organised with the 2010 International Congress on Fracture Interquadrennial (ICF/IQ 2010) and the 2010 Annual Conference of the<br />
Australian Green Infrastructure Council (AGIC).<br />
The WCEAM series was initiated in Australia in 2006 by the Cooperative Research Centre of Engineering Asset Management (CIEAM)<br />
and Congress Chair of this year’s event, with the objective of bringing together leading academics, industry practitioners and research<br />
scientists from around the world. Based at Queensland University of Technology, CIEAM endeavours to host this collaborative event<br />
with WCEAM, ICF and AGIC to mark this successful event in its hometown.<br />
Please visit www.wceam.com for more information.<br />
www.wceam.com
Mail this form to: Engineering Information Transfer P/L, PO Box 703, Mornington, VIC 3931 Australia or Fax 03 59755735<br />
or email: mail@maintenancejournal.com ABN: 67 330 738 613 Phone: 03 59750083 www.maintenancejournal.com<br />
Prices are in Australian Dollars and are valid until Dec 2010. For Australia prices are inclusive of GST taxes. This form may be photocopied.<br />
AMMJ PRINT Version Please Tick Required Box 1 year<br />
Print Version Subscription (includes postage anywhere in the World): AUD $170 (US$ 170)<br />
eAMMJ ELECTRONIC Version 1 year<br />
eAMMJ Annual Subscription for One Person: AUD $80 (US $80)<br />
May be used by one person and stored on a single computer.<br />
eAMMJ Annual Subscription for Single Site: AUD $120 (US $120)<br />
May be distributed throughout a single site of your organisation.<br />
eAMMJ Annual Subscription for Multiple Sites Worldwide: AUD $400 (US $400)<br />
May be distributed to any site within your World wide corporation.<br />
Email Address for delivery of eAMMJ: __________________________________________________________________<br />
Name:<br />
Position:<br />
Company Name:<br />
Address:<br />
AMMJ Subscription Form<br />
Asset Management and Maintenance Journal<br />
Start Issue: For new subscriptions please indicate when you wish to start your subscription<br />
February April July October<br />
Phone: Fax:<br />
Method of payment Total to pay: $ _____________<br />
Cheque - Made payable to Engineering Information Transfer P/L<br />
Electronic funds transfer - Please email to obtain eft details<br />
(Aus$18 will be added to all eft payments made from outside of Australia)<br />
Charge to credit card - Mastercard Visa Card<br />
Name on card Signature<br />
Other Cards are accepted but fees may apply.<br />
Expiry Date _____________
<strong>SKF</strong> <strong>Reliability</strong> <strong>Systems</strong><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 />
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 />
Labour Day (VIC)<br />
Adelaide Cup (SA)<br />
Canberra Day (ACT)<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 />
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 />
Bearing Technology Kalgoorlie<br />
SOUTH AUSTRALIA<br />
WESTERN AUSTRALIA Root Cause Bearing Streamlined <strong>Reliability</strong><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 />
SUN 1 8 15 22 29<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 />
MON 2 9 16 23 30<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 />
TUE 3 10 17 24 31<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 />
WED 4 11 18 25<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 />
THU 5 12 19 26<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 />
FRI 6 13 20 27<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 />
SAT 7 14 21 28<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 />
SUN 5 12 19 26<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 />
MON 6 13 20 27<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 />
TUE 7 14 21 28<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 />
WED 1 8 15 22 29<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 />
THU 2 9 16 23 30<br />
Emerald<br />
17-19 August<br />
<strong>Reliability</strong> 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 />
FRI 3 10 17 24<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 />
SAT 4 11 18 25<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 />
SUN 31 3 10 17 24<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<br />
MON 4 11 18 25<br />
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 />
TUE 5 12 19 26<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 />
WED 6 13 20 27<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 />
THU 7 14 21 28<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 />
FRI 1 8 15 22 29<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 />
SAT 2 9 16 23 30<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 />
SUN 7 14 21 28<br />
Dynamic Balancing<br />
Perth<br />
Maintenance Strategy<br />
Pump <strong>Systems</strong><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 />
MON 1 8 15 22 29<br />
Albury<br />
Smithfield<br />
Introduction to <strong>SKF</strong> 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 />
TUE 2 Melb Cup (VIC) 9 16 23 30<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 />
WED 3 10 17 24<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 />
THU 4 11 18 25<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 />
FRI 5 12 19 26<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 />
SAT 6 13 20 27<br />
Introduction to <strong>SKF</strong> 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 />
<strong>Reliability</strong> 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 />
SUN 5 12 19 26<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 />
MON 6 13 20 27 Christmas Day<br />
9 June<br />
27-30 July<br />
Perth<br />
25-26 November<br />
5-7 May<br />
WESTERN AUSTRALIA<br />
1 December<br />
TUE 7 14 21 28<br />
Perth<br />
Boxing Day<br />
3-4 May<br />
August<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 />
BTM<br />
BTM DB<br />
BTM<br />
PMS SPM<br />
SPM<br />
BTM ML1 VA1 FMC PMS CR RCF OAM BTM ML1 PME<br />
BTM<br />
RCF<br />
PME<br />
BTM ML1 VA1 FMC PMS BTM CR<br />
OAM BTM ML1<br />
MSR<br />
ESA<br />
OAM<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 />
CR LB1<br />
CR LB1<br />
Bank Holiday (NSW)<br />
Picnic Day (NT)<br />
September<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 />
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 />
SPM UT UT<br />
November<br />
December<br />
Labour Day<br />
(NSW, ACT & SA)<br />
OA1 VA1<br />
PMS IR1<br />
PMS<br />
PMS IR1 OA1<br />
PMS<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 />
BTM ESA ML1 RCF VA2 BTM PME PT OA1 BTM ESA<br />
RCF<br />
BTM<br />
BTM BTM ML1<br />
VA2 PME PT OA1 BTM<br />
VA1<br />
FMC<br />
BTM<br />
BTM BTM ML1 VA1 VA2 MAR<br />
OA1 BTM RCF DB<br />
FMC<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 />
UT<br />
OA1<br />
OA1 VA1<br />
OA1 VA1<br />
VA2<br />
BTM VA1 VA2 FMC<br />
OA1 RCF<br />
<strong>SKF</strong> Public Course Locations<br />
BTM BTM ESA NORTHERN TERRITORY MIC<br />
NEW ZEALAND<br />
NEW PLYMOUTH<br />
Ph: (03) 308 9917<br />
Ph: (06) 769 5152<br />
Fax: (03) 308 1134<br />
Fax: (06) 769 6497<br />
PALMERSTON NORTH<br />
Ph: (09) 579 9627<br />
Ph: (06) 356 9145<br />
Fax: (09) 579 9637<br />
Fax: (06) 359 1555<br />
PUKEKOHE<br />
Ph: (09) 238 9079<br />
Fax: (09) 238 9779<br />
RICCARTON<br />
Ph: (03) 338 1917<br />
Fax: (03) 338 1334<br />
ROTORUA<br />
Ph: (07) 349 2451<br />
Fax: (07) 349 3451<br />
TAUPO<br />
Ph: (07) 377 8416<br />
Fax: (07) 377 8486<br />
TIMARU<br />
Ph: (03) 687 4444<br />
Fax: (03) 688 2640<br />
WANGANUI<br />
Ph: (06) 344 4804<br />
Fax: (06) 344 4112<br />
WHANGAREI<br />
Ph: (09) 438 7319<br />
Fax: (09) 4387315<br />
The Power of Knowledge Engineering<br />
CAF<br />
2010 <strong>SKF</strong> Training Handbook | <strong>Reliability</strong> and maintenance training from <strong>SKF</strong><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 />
COMPETENCY & SKILL ANALYSIS Industry Benchmark<br />
Scores = Skill Level<br />
10.1 - 12.5 = Level 4<br />
7.6 - 10.0 - = Level 3<br />
5.1 - 7.5 = Level 2<br />
2.6 - 5.0 = Level 1<br />
0 - 2.5 = Level 0<br />
Planning & Scheduling<br />
Maintenance Strategy<br />
Energy and Sustainalbility<br />
Alignment & Balancing<br />
Competency & Skill Analysis<br />
Spare parts Optimization<br />
Motor Testing & Diagnostics<br />
Bearing & Seal Technology<br />
9<br />
8<br />
7<br />
6<br />
5<br />
4<br />
3<br />
2<br />
1<br />
0<br />
Thermography<br />
Power Transmission<br />
Lubrication<br />
RCA/RCFA<br />
Non Destructive Testing<br />
Five <strong>SKF</strong> knowledge platforms<br />
Joe<br />
Oil Analysis<br />
Vibration Analysis<br />
CR<br />
IR<br />
<strong>SKF</strong> <strong>Reliability</strong> <strong>Systems</strong><br />
MAR<br />
MIC<br />
LB1<br />
ML1<br />
MSR<br />
OA1<br />
OA1<br />
OAM<br />
PME<br />
<strong>SKF</strong> <strong>Reliability</strong> <strong>Systems</strong><br />
PMS<br />
PSF<br />
RCM<br />
RCF<br />
The Power of Knowledge Engineering<br />
PT<br />
SPM<br />
SRM<br />
2010 <strong>SKF</strong> Training Handbook<br />
<strong>Reliability</strong> and maintenance training from <strong>SKF</strong><br />
The development and knowledge path for your staff to<br />
promote a productive, safe and innovative work environment<br />
The Power of Knowledge Engineering<br />
UT<br />
VA1<br />
VA2<br />
VA3<br />
FMC<br />
<strong>Reliability</strong> and<br />
maintenance<br />
training courses<br />
The knowledge path for<br />
staff in their work environment<br />
Training Needs Analysis: skills improvement process for your staff today!<br />
Training Needs Analysis (TNA) starts with a good initial understanding of where your<br />
staff is today by assessing their training needs through a progressive and structured<br />
approach to competency and skill assessment and where they need to be to attain<br />
optimum plant performance.<br />
The TNA enables this crucial understanding; by combining <strong>SKF</strong> <strong>Reliability</strong> <strong>Systems</strong><br />
experience in training and our knowledge of maintenance and reliability.<br />
<br />
short courses<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Phone Email rs.marketing@skf.com<br />
<br />
www.skf.com.au/training
Change language