August 2005 - Library

August 2005
Rethinking RCM
When Change Doesn’t Work
Improving Your RCA Program
Thermography In Maintenance
Automated Bearing Wear Detection
2005 Survey Of Condition Monitoring
Effective CMMS Implementation Plan
The law Of Unintended Consequences
Integrated Service Requirement Planning
Implementing Change In Maintenance Team
*$1000 Reward For RCA Case Study

THE LATEST INFRARED CM/PM
PACKAGE FROM NEC
• FULL 320 X 240 UNCOOLED FPA DETECTOR
• IN-BUILT VISIBLE CAMERA & LASER POINTER
• STORES OVER 1000 IMAGES INTERNALLY
• LIGHT-WEIGHT AND SMALL PACKAGE
• STRONG & ROBUST TO IP54
• “FLIP-UP” 3.5 INCH LCD SCREEN
• NEC QUALITY AND RELIABILITY
“ALL FOR UNDER AU$ 25,000”
Infratherm Pty. Limited
Infratherm Pty Ltd PO Box 117, NORTH RICHMOND, NSW 2756 AUSTRALIA
Te l :+ 61 2 4579 7334 or +61 2 4322 2100 Fax: +61 2 4579 6333 or +61 2 4323 7439
E-mail: jrobinson@infratherm.com.au - mratne@infratherm.com.au
web: www.infratherm.com.au

A journal for all those interested in the
maintenance, monitoring, servicing and
management of plant, equipment,
buildings and facilities.
Volume 18, No 3.
August 2005
Published by:
Engineering Information Transfer Pty Ltd
Publisher and Managing Editor:
Len Bradshaw
Publishing Dates:
Published in February, May, August and
October.
Material Submitted:
Engineering Information Transfer Pty Ltd
accept no responsibility for statements
made or opinions expressed in articles,
features, submitted advertising,
advertising inserts and any other editorial
contributions.
Copyright:
This publication is copyright. No part of
it may be reproduced, stored in a
retrieval system or transmitted in any
form by any means, including electronic,
mechanical, photocopying, recording or
otherwise, without the prior written
permission of the publisher.
For all Enquiries Contact:
Engineering Information Transfer Pty Ltd
PO Box 703, Mornington,
Victoria 3931, Australia
Phone: (03) 5975 0083,
Fax: (03) 5975 5735,
E-mail: mail@maintenancejournal.com
Web Site: www.maintenancejournal.com
Cover Shot:
Bluetooth Virtual Keyboard -
Perhaps a solution to computer
access for those dirty
maintenance hands!
Bluetooth Vi rtual Keyboard is the
w o r l d ’s first wireless Vi rt u a l
K e y b o a rd that lifts wireless mobile
communications to a new height.
BTVKB is an enhanced version of
the Vi rtual Keyboard (VKB).
BTVKB is a smart, pocket-size
device that projects a full-size
k e y b o a rd through infrare d
technology onto any flat surf a c e .
Users could then type on the
i n f r a red images as if typing on
conventional keyboards. Wi t h o u t
the need of any wire connection,
BTVKB provides unpre c e d e n t e d
convenience and mobility to users.
Enquiries@itechdynamic.co.uk
8
14
18
22
32
34
36
40
50
58
70
Contents
Rethinking RCM
Richard Blayden
When Change Doesn’t Work
James Reyes-Picknell & Aileen Reyes-Picknell
Effective CMMS Implementation Plan
Rob Saare
Implementing Change In A Maintenance Team
Michael W. Killick
The Law Of Unintended Consequences
Joel Leonard
T h e rmography In Maintenance
Dmitri Ishchenko
Integrated Service Requirement Planning
Brian Dunks
Improving Your RCA Program
Chris Eckert
Automated Bearing Wear Detection
Alan Friedman
2005 Survey Of Condition Monitoring
Equipment & Services
Regular Features
Maintenance News
Current Maintenance and
Product News
74 Subscription
Subscribe To Either The Print
Or eMJ Versions of The
Maintenance Journal
August 2005

August
Editorial
Welcome to the August 2005 edition of the Maintenance Journal. The Journal now has appro x i m a t e l y
8000 subscribers. The Electronic version of the Maintenance Journal exceeds the Print version and is
p roving increasingly popular but it will be many years yet before it replaces the Print version of the Journal.
This issue has an interesting variety of articles and maintenance news items. There are two papers on
Change Management. One by Killick discusses the implementation of change in a maintenance team. The
other paper on change by Reyes-Picknell discusses some of the factors that cause so many attempts at
creating change to fail. That paper also discusses what is required for successful change management
including an introduction to ‘The Tipping Point’!
In previous years the more fanatical of the Reliability Centred Maintenance (RCM) followers had verbal
battles over so called ‘real’ and ‘streamlined’ RCM methodologies. In this issue Richard Blayden adds to
the wider RCM debate with his article ‘Rethinking reliability Centred Maintenance’. His first concept
discussed in the article is titled ‘Going Down The Maintenance Leg’ - so read the article to find out more.
Those involved in the business/costs side of maintenance should read the short article by Joel Leonard
‘The Law Of Unintended Consequences’. It includes the story of an accountant who in ‘saving’ $1200 costs
the company over $900,000.
The Survey in this issue is on Condition Monitoring (CM) and it provides details of providers of CM Pro d u c t s
and CM Services. There are also 2 articles on condition monitoring topics.
Root Cause Analysis - Recognition of Excellence:
The RCA awards announced in the May 05 issue of the Maintenance Journal now have their first winner
- ‘Golden Circle’ manufacturing company. Details are given in the Maintenance News section. Another
$1000 is offered this quarter to the best case study on RCA.
SURVEY FEATURE
in the October
2005 issue
Survey of
Special Maintenance
Applications Software
The SMAS survey provides a listing
and details of Maintenance software
products such as for RCM, Failure
Analysis. FMEA, LCC, Simulation,
PM Optimisation, Weibull Analysis,
Parts Optimisation, Plant Replacement
software, etc.
If your organisation wishes to be
included in the SMAS survey for 2005,
and have not yet responded you must
obtain the survey form from:
mail@maintenancejournal.com

8
Rethinking Reliability
Centred Maintenance
An Innovative Approach To Developing
Operations & Maintenance Strategy
T
Richard Blayden (Australia)
Hatch Associates
his paper is intended to share experiences and provoke discussion about how we might reconsider our approach to
developing equipment operations and maintenance plans ~ and do so in a way that takes into account a broader range of concepts
including lean and systems thinking whilst strengthening team ownership and implementation of the resulting actions.
Background
Te c h n i c a l l y, there is no question as to the validity of Reliability Centered Maintenance (RCM) as an analytical decision support
process, nor to the levels of improvement in systems reliability that have been achieved through its diligent application. However,
the application of RCM exists in a number of different forms (or commercial versions) that have been applied across many different
equipment management applications with a variety of levels of success.
Have the resulting maintenance plans always provided an optimum outcome for the whole business? Maybe so - but why then do
so many sites seem to have a continuous need to re-engineer their preventive maintenance? Is the equipment changing that fast?
Are the original plans wrong, or is the problem about continuous pressure to reduce costs? Have we been able to implement and
comply with our plans, or have we struggled (too may tasks and too much paperwork) and keep changing our strategy in the hope
that implementation might become easier? Have we optimised with respect to maintenance and produced something that isn’t
really optimum within the whole business context?
Is RCM the best we can do? To answer that question we have to think beyond the logic of the analytical process itself and consider
what needs to be done to achieve the next level of breakthrough in improving the way we operate and maintain our equipment and
production processes.
This paper discusses five key concepts relevant to the task of developing effective equipment operations and maintenance strategy,
and shares recent experiences in rethinking and applying different logic to that task.
Concept 1 ~ Going “Down the Maintenance Leg”
A good place to start our rethinking process is to reflect on the basic approach for
developing equipment maintenance plans stru c t u red generally around standard RCM
thinking.
[A key word here of course is “maintenance” ~ indicating that we may already have
cemented ourselves in maintenance departmental thinking before we have even start e d
the development process. By starting out with departmental thinking there is always the
risk of optimising departmental outcomes at the expense (rather than to the benefit) of the
organization as a whole.]
The general RCM approach is to segment the equipment into small items via the plant index,
identify potential failure modes for each equipment item, and then develop corresponding
maintenance actions to address those failures. Nothing wrong with that except that with
this process, almost every failure mode (other than for “operate to failure” items) is likely
to end up with a corresponding action to inspect the equipment to determine or predict the
status of the failure mode.
If not controlled well, this process can result in the development of equipment maintenance
plans that have a large pro p o rtion of “inspection” or “inspect and fix as re q u i red” activities,
often with little thought being given to the repair activities that must follow (see diagram
opposite).

It is easy to justify a proliferation of inspection activities under the banner of “proactive” maintenance. It can also provide an ideal
“cover your butt” approach for risk-averse people by apparently having a plan to cover for any eventuality. Whilst there is no
question of the value of focused condition monitoring activities that drive specific repair decisions and actions, it is clear that a
maintenance plan that contains a proliferation of check and inspect actions can pose a number of disadvantages as indicated
below:
• It is easy to focus inspections on the symptoms of failure rather than on the root causes;
• The act of “inspection” alone doesn’t improve the equipment condition and therefore doesn’t necessarily add value to
counteract its cost;
• Inspections are prone to being tagged as “lower priority” in the event of other work arising and often don’t get done;
• The act of intrusive inspection can induce failures that might otherwise not occur;
• Any task that includes “inspect and repair as required” actions has an indeterminate work content and therefore cannot be
planned and scheduled effectively, and;
• As we shall see later in this paper, many inspections are unnecessary if the correct repair (or “re-fit’) strategy is applied.
[Note: As we probably all realise, many of the causes of equipment failure lie outside the control of the maintenance department, yet
maintenance people are often tagged with the sole responsibility for equipment condition and perf o rmance. Are maintenance people
the only people responsible for equipment reliability? Of course not. Hold maintenance accountable for things for which they have
no authority (or sometimes even the ability) to control and of course you will end up with over-kill in the maintenance plan].
Concept 2 ~ An alternate view based on “Repair Strategy”
A common outcome of a proliferation of “inspection biased” strategies, especially when coupled with poor compliance, is the
situation where equipment repair tasks are defined and expedited (rather than planned) at short notice based on immediate feedback
of equipment condition from the field. This situation is easy to validate through the simple measurement of work order “life”, the
d i ff e rence in days between the date raised and the date completed. In some industries we have found that over 80% of work ord e r s
are raised and closed within a period of less than three days ~ a sure indication that those jobs would not have been planned and
scheduled effectively.
The practice of repairing on demand appears to be sound in that the repair task is designed specifically to address what is known
to be wrong at the time and maintenance costs appear to be contained because only the “necessary” work is done. But is this
really good practice? To make that judgment we first need to think about the real objective of our repair strategy.
• Is it to do whatever work needs to be done at minimum cost and equipment downtime to repair the reported faults on the
equipment?
• Or is it to ensure that the equipment will function reliably for the whole of its next scheduled operating campaign?
Production Campaign (n)
Time (Campaign Life)
Repair strategy concept
Focuses on campaign life assurance
Planned
Shutdown for
Repair
If the objective is the latter (which it should be) then the immediate departmental objectives of minimum cost and downtime (MTTR)
could be driving decisions and practices in the wrong direction. Rather, we should be asking the following three simple questions:
1. What do we need to do to the equipment when it is shut down to assure its capability for the next scheduled operating
campaign?
2. What do we need to know that will determine when a shutdown will be necessary?
3. What do we have to do during the operating campaign to prevent premature failure?
The relevance and application of these questions will become clear later in the paper.
Concept 3 ~ A “Whole System” view of costs
Production Campaign (n+1)
CAMPAIGN LIFE ASSURANCE
(Rate x Time)
The concept of letting our repair strategy drive our initiatives to improve operational performance could suggest a degree of “over
maintaining” rather than minimizing and tightly controlling maintenance costs. Since this could be a paradigm shift away fro m
mainstream thinking in many industries, we are not going to get away with the idea unless there is a sound business case. Any
perceived cost increase must be offset either by a corresponding increase in product output (sales revenue), or by a reduction in
overall costs.
But do we understand the real costs of our current maintenance plans? By accepting a diff e rent scope of work at every re p a i r
i n t e rvention, we face a complex array of ever- d i ff e rent repair tasks, each requiring individual planning, job safety analysis and
re s o u rce provisioning. The variety of work demands flexibility and responsiveness in the maintenance and logistics support
infrastructure and variability invites errors, all of which add to the complexity and costs of operating the business.
9

10
Equally, from a cost control perspective, we probably shoot ourselves in the foot by being too flexible and adaptive in responding
to highly variable “customer requirements” without questioning whether those requirements are in the best long-term interests of
the business in the first place. Long-term costs and reliability are often compromised by peer pre s s u re, short - t e rm decision-making
and “cost control”.
Some cost reduction opportunities are easily visible (such as production losses due to extended downtime), but many remain hidden
in the organizational norms of our day-to-day business. They are hidden in inventories, inefficiencies, transport costs, re w o r k ,
additional labour and other forms of waste scattered across all departments and support infrastructures (see total costs diagram
below).
An interesting way to explore the effect of costs that are “hidden” within our organizational support infrastru c t u re is available using
the cost performance model postulated in the Theory of Constraints (TOC), eg:
Return of Capital Invested (ROCI) =
Throughput ($) - Direct Operating Expenses
Capital Invested
In populating this model with data at a client’s mine site we calculated:
• Throughput as the cash value of product (ROM Ore) produced,
• Direct Operating Expenses as the sum costs of all direct labour, materials, consumables, fuel and energy consumed, and;
• Capital Invested as the sum of the capital value of the production and infrastructure support facilities plus the capital value of
all inventories plus the capitalized value of the annual cost of all remaining indirect operating costs associated with
administration, services and logistics support, etc.
By adding the equivalent capital value of the indirect costs to the bottom line we are able to gain a much better appreciation of the
relative effect of increasing throughput versus reducing either the direct or indirect operating costs. Play with this equation and
you will find that the biggest wins lie in increasing throughput and reducing the indirect costs.
[Note that in most industries, the direct operating expenses have already been squeezed to death and there is often little room for
f u rther reduction without radical changes to process technology. Conversely, useful increases in throughput can often be achieved
with little change in direct operating expenses. There is almost always room to reduce the indirect costs - if we know what and
where they are].
We can reduce overall costs by reducing the complexity and variability of our maintenance repair actions, for example:
• Better definition of scope, quality and resource requirements will enable more effective planning, scheduling and (just in time
/ lean) resource provisioning for repair actions ~ thereby reducing both direct and indirect costs;
• Lower error rates in work quality (towards six sigma maintenance performance) will reduce indirect costs;
• Higher levels of operating campaign life assurance will provide more predictable and stable production with less waste and
higher throughput (towards six sigma and lean production performance) ~ thereby increasing revenues as well as reducing
indirect costs.
Concept 4 ~ “Synchronising” component lives to reduce work
Another important issue in validating the notion of a repair strategy is the concept of synchronizing component lives to incre a s e
the predictability and reliability of equipment performance.
Consider the perf o rmance of almost any complex array of equipment and you will undoubtedly find a high number of diff e rent failure s
combining in their effect to produce a surprisingly low mean time between failure overall. Of course that doesn’t mean that every
component is always failing, it is simply a symptom of a number of components having a number of failure modes all with different
failure frequencies and all occurring at different times (see “resultant MTBF” line in diagram below).
Working from this scenario, imagine we had the budget to complete a comprehensive equipment repair such that we reset the life
of every failure mode to zero. By doing so, we would “synchronize” the start of all the component lives ~ the result being the
emergence of an initial uniformity in the equipment’s “life between failure” (refer to the “synchronized start” line in the diagram).

Above: Railway maintenance team in
action and screen dumps from KDR’s
FMMS software
Winner of
Excellence
in Rail Export
2004
The FACILITY MAINTENANCE MANAGEMENT SYSTEM
from KDR Creative Software
FMMS can lift your company’s
performance, on the
production line and the
bottom line
NO ONE would dispute that
operating a regime of planned
maintenance for your plant, equipment
and assets is fundamental to
profitable and efficient operation.
Reactive or ‘fire-fighting’ maintenance
procedures are costly in
terms of money and freight time as
well as disruptive to a workforce’s
morale.
Now, a simple-to-use
software system to
efficiently manage it is
within your reach.
FMMS is a powerful asset
maintenance management tool that
your personnel will want to use.
FMMS is an application that brings
together a high level of functional
sophistication yet maintains a
simplicity of operation that belies its
far-reaching capabilities.
To find out more about how FMMS
can lift your company’s
performance, on the production line
and the bottom line, call,
or visit our web site:
KDR Creative
Software
Suite 15,
85 Turner Street
Port Melbourne
Victoria 3207 Australia
kdr@kdr.com.au
www.kdr.com.au
Telephone: +61 3 9646 1788
Fax: +61 3 9646 9680
The Facility Maintenance
Management System is a
software application that
brings together a high level
of functional sophistication
• Equipment Asset Register
• Condition Assessment &
Monitoring
• Preventative Maintenance
Libraries
• Work Order (Planning &
Control)
• Performance & Maintenance
History
• Maintenance Planning &
Scheduling
• Resource Management
(Materials, Resources,
Facilities)
• Essential Component Tracking
• Maintenance Task Budgeting
• Statistical Analysis
Performance
• Work flow Management
• Purchasing & Inventory
management
• Contracts Management
• KPIs
• On-Line Reporting
• Multi-Lingual
And More…
GBDFMMS 2, 2005

12
Suppose we then implement a series of programmed repairs whose scope of work is based on “groups” of failure modes clustere d
a round suitable time slots. Some failures would be re p a i red before due time (and there f o re more often than technically necessary ) ,
but the effect would be to reset the MTBF clock and reduce the number of repair interventions re q u i red, thereby gaining a
corresponding increase in overall “life between failure”. (refer to the “grouped” line in the diagram)
Let’s then apply our reliability engineering skills to extend the service life of the more frequent failure modes (in the bottom line of
the picture, failure mode B’s MTBF is increased to match that of A). By doing so, we again change the pattern of grouping and gain
even more “life between failure” ~ valuable UpTime is increased. (see bottom line in the diagram)
Another result of this grouping is an array of standardized repair activities that can form the basis of a lower cost and higher re l i a b i l i t y
operating regime. We now call this a “re-fit strategy”.
Concept 5 ~ “Gateway” management plans
The rationale behind RCM suggests that the majority of equipment failure modes exhibit a random pattern of occurrence. Whilst
accepting the random nature of these failures as a fact of life, we need to recognize that the majority of root causes lie in human
intervention (or lack of it) rather than in genuine random life characteristics.
Every component has a “genetic code” built in through its design and manufacture that determines its expected (design) life and
capability. When operated under its design conditions, most equipment should achieve a reasonable proportion of its design life ~
thereby displaying wear-out or natural degradation life characteristics rather than random failure. But life is not perfect and we
do experience random failures on much of our equipment ~ the question is why and how best can we avoid them?
Conceptually, our equipment operates within a design envelope that is punctuated with “Gateways” through which we induce the
causes of random (and often premature) failure ~ see diagram opposite. Keep these gateways shut and a significant proportion of
our failure modes are avoided. This is sometimes referred to as failure avoidance or defect elimination.
The “Maintenance Gateway” is the path through which maintenance related defects enter the system. Correct scope definition
and quality assurance in our repair strategy is one of the mechanisms we can apply to minimize the number of defects entering the
system through this “Gateway”. In fact, working from a base of detailed failure modes and effects analysis (FMEA) we have found
well over 60% of the root causes of failure for a particular equipment system can be addressed during the repair intervention. Get
the repair right with respect to scope and quality of work and an awful lot of problems (and redundant inspections) go away!
Ultimately, each “Gateway” should have a management plan to “shut the
gate” and prevent the causes of pre m a t u re failure from getting into the
system. This is accomplished through failure avoidance activities that are
related as much to behaviors as they are to operations and maintenance
practices. Every department can make a significant contribution to
keeping the gateways closed.
Keep the gateways closed and a lot more problems (and re d u n d a n t
inspections) go away ~ reducing still further the chances of inducing
premature failure through human intervention.

Again, in practical application we have found that over 85% of all failure causes for an equipment system are addressed through
the combination of the repair strategy plus the failure avoidance activities.
A relatively small number of failure causes are unavoidable. These are usually related to definitive life (wear out) characteristics
or natural degradation of components in the process and equipment system. A few of them will emerge as the driving failure modes
that determine the need for the repair intervention. These failure modes are best detected through condition monitoring, failure
finding actions or other effective strategy. Yes, we can use the RCM logic here to good effect, but only on the remaining failure
modes that have not previously been “filtered out” through the prior steps in the process.
In Conclusion
In using these concepts to develop a new approach to equipment operations and maintenance strategy development, we have
integrated elements of lean thinking, systems thinking, theory of constraints, failure modes and effects analysis (FMEA), root cause
analysis (RCA), reliability centered maintenance (RCM) and total productive maintenance (TPM) together with some new ideas of
our own. We have brought these concepts together within our own facilitated workshop processes using (visual) engagement
techniques to produce a simple, structured and repeatable process.
We have applied the new process in a number of diff e rent industrial (mining and manufacturing) environments in Australia and
North America involving a mix of operations, engineering, maintenance and logistics personnel.
On each occasion we have had positive feedback from the participants and the emergent operations and maintenance plans have
been significantly simpler and more purposeful than those that were previously in place. Equally importantly, we have witnessed
a learning process that generates significantly stronger “shared ownership” and understanding of the resulting actions (and
associated implementation plan) than we have ever seen with the more traditional methods of equipment maintenance plan
development.
Note: I would like to acknowledge the value of working with my friends and colleagues Nik Nikolovski, Gareth Jones, Mike Coles,
Craig Hurkett, David Jenkins, Ian King, Mark Jordan, Tony Deane, our clients and the rest of the Hatch Consulting Team over the
past few years in our endeavours to better understand and facilitate successful organizational change.
Richard Blayden is currently Principal Consultant - Maintenance with Hatch Consulting and is an Associate of Hatch Associates
Pty Ltd, Brisbane, Australia. (www.hatch.com.au)
13

14
James Reyes-Picknell and Aileen Reyes-Picknell
Conscious Management Incorporated (Canada)
Many organizations attempt to introduce changes in the way they operate and do business only to meet with disappointing results.
Up to 60% of some major corporate initiatives fail to achieve their objectives and many of those leave the organization with disgru n t l e d
employees and disappointed executives. Even where the programs are well managed and change management is not short changed
as it often is, the programs are at risk and some still fail. Organizations and what happens within them is a result of choices made
by those leading them and leading the changes as well as the choices made by all those who will feel the impact of the change.
Getting that high degree of buy-in from all these people is much more than an exercise in communication. This paper summarizes
what often happens and how to avoid it.
Article
When Change
Doesn’t Work
It is an understatement to say that companies have a hard time getting new systems, procedures and processes to work. Large
enterprise computing systems provide a notable example where up to 60 % of the implementations fail to achieve the benefits that
w e re expected. In many of those cases the technology itself usually works and IT argues that the implementations were a success.
They are probably right too! It’s not the system that doesn’t work; it’s that it doesn’t get used as intended. Something went wrong
with the program of change that supported the implementation.
Many other corporate programs suffer the same fate: TQM, TQC, 6-Sigma, Balanced Score Card, TPM, RCM, CRM, SCM, etc.
Corporate-wide and even small localized improvement initiatives that entail change to the way people work, often fail. Why?
Managers often argue that the reasons for failure were beyond their control. While that is often true, it is also true that the re a s o n s
were under control of someone somewhere in the company - the company as a whole wasn’t choosing to succeed in some way.
There are many well documented reasons for failure of these large change programs. Here are some for large IT implementation
projects:
• Inadequate requirements definition.
• Poor package selection.
• Inadequate resources assigned to do the work.
• Lack of any change management approach.
• Lack of top management commitment.
• Underestimating the time and effort required.
• Redesigning processes to fit the software, not the other way around.
• Overstating benefits and ROI.
• Inadequate training and education of the users.
• Flawed project design and management.
• Poor communications.
• Cost cutting measures such as “big bang” go-live strategies.
All of these are under control somewhere in the company, if not the project manager himself. But, it takes the entire company to
truly choose success, not just some parts of it.
Even where experts in change management have been used and everything appears to be done properly, the changes can still fail.
Why? We must now peel away the surface layers to uncover what has really gone wrong.
It is necessary to go deeper into the psyche of the company to understand why, despite doing all the right things, it still chose failure .
What are the underlying factors that could derail even a well managed and seemingly well implemented project?

The Entek product family - complete
enterprise health is now a reality!
Leading automation technology company,
Rockwell Automation, has developed the Entek
p roduct family into a comprehensive suite of
condition-based monitoring solutions and
s e rvices offering optimal scalability and
f l e x i b i l i t y. From hand-held vibration sensors to
s u rveillance systems and plant-wide on-line
p rotection networks, Rockwell Automation has
you covered - now and in the future !
• On-line continuous machine
monitoring and protection: Solutions
ranging from the configurable, single point
Sentinel vibration monitor through to the
fully scalable, modular Entek XM distributed
protection system
• On-line surveillance: Bridging the gap
between portable data collectors and
continuous monitoring, are the Enwatch online
surveillance systems, a powerful yet
extremely cost effective surveillance
solution.
• Diagnosis and analysis tools: A
wide range of on- and off-line data analysis
and diagnostic solutions including the
Emonitor Odyssey V3.0 complete machinery
information software system, and the
Emonitor Enshare advanced Plant Asset
Management [PAM] system
• Data collectors and meters: A wide
selection of condition monitoring data
collectors and meters, from the low-cost
Vistec portable data vibration meter through
to the fully featured DataPAC 1500 and
Enpac portable data collectors/analysers.
• Industrial sensors: A complete suite of
industrial sensors including accelerometers,
laser tachometers, and non-contact
proximity probes for a range of industries.
• Condition monitoring audits and
analysis services: Our experienced
technical team are avaliable to provide a
complete range of on-site or remote
services.
For more information, visit us at:
www.entek.com or
www.rockwellautomation.com.au
or contact us on:
Tel: +61 [0]3 9896 0300 Australia
Tel: +64 [0]9 276 3070 New Zealand

16
In one case, a large mining company wanted to improve productivity at one of its major operations. They hired a consulting firm
with an excellent reputation to help them identify areas for improvement, develop a business case for change, develop an
i m p rovement program and then to help implement it. The consultants worked with them for two years and they did manage to lower
costs and increase production output. Despite doing everything “right” and having success in the short term, as soon as the
consultants left the site, it began to unravel. Production levels dropped back to the levels experienced before the change and costs
rose as they hired outside help to solve new problems that were now arising. This same scenario happens in many companies -
as soon as the consultants leave, it all falls apart. So what has gone wrong?
The first underlying problem was that the change belonged to the consulting firm, not to the company. The consultants had gathere d
the evidence of poor performance, they had the improvement ideas, taught the company what to do and how to do it. They worked
alongside while the company got used to doing things diff e re n t l y. The employees however didn’t own any of it - as far as they were
concerned, there was nothing to fix. They hadn’t participated in the initial reviews, they hadn’t provided input on what to do to fix
the problems that were uncovered and their improvement teams were always being watched by the consultants. There was fear
of the consultants and resentment towards them. The consultants moved through the site like a bad storm and once it was over
the people who were left, the survivors, re t u rned to life as normal - as they knew it before. Only this time, there were fewer of them
to do the work and they didn’t care about the outcome, so overall performance dropped.
It seems easy to blame the consultants here but that would be unfair. They did what they were asked to do. Their methods worked
and they got results. Unfortunately the pattern of failure after they left was not uncommon. The real failure however, didn’t happen
after the consultants left, it happened before they arrived. This is the more significant underlying problem that is often not
appreciated. If it isn’t dealt with no change will succeed.
The VP responsible for the operation didn’t appreciate that his own people could have done some of the improvements without
outside help. Rather than believe in his people, challenge them to make the needed improvements and support their eff o rts as they
asked for help, he got outsiders to take charge of it. Not only did he give his power away, he undermined any faith that people at
the site had in both him and in them selves. His attitudes were reflected in the way things worked (or didn’t work in that case) at
the site.
Having a full appreciation of his employees would have made a big diff e rence. Using the right consultants with the mandate to “get
to the bottom of this situation,” right at the start would have helped him see what choices he was making that were resulting in the
status quo. They could have then helped to identify changes the site could choose to make and those that it could handle on its
own. They could also help identify outside support that would most likely be needed to augment the site’s own capabilities. It was
that first step - appreciating the choices being made now, that enabled different choices that could be far more successful in the
long term.
And so this corporate story continues, over and over again in companies all over the world, perhaps even in yours. Does it have
to? No.
What does it take to get it right?
You get it “right” when you fully understand the choices you are making now and then make the new choices necessary as a
company. Making all the choices necessary means communicating and listening to each other, every problem, objective and goal,
to find the way to get the result the company wishes to achieve in a way that all can agree to and understand. When this occurs,
the company is creating the common basis on which every employee in the company can think, act and move as one. It means
realizing that people have fears and feelings that can and do get in the way of getting a job done. It also means encouraging,
supporting them in ways that are meaningful to them and not necessarily to you. It means appreciating them and acknowledging
their humanity. Although, this is a seemingly simple solution, it is one of the most difficult to put into practice because it entails
change at a personal level first.
In another case, we observed one of the largest North American newsprint paper mills that consistently achieved low costs per
tonne, yet didn’t use conventional “best practices” to achieve it. Their low costs could not be explained simply by the scale of
operations. When we visited them, we observed very little that would suggest they really did things well, yet they had excellent
results. After a lot of observation and reflection on what we were seeing, we finally realized what was working so well. They had
their success because they had excellent interpersonal relationships. Excellent union relations existed at that mill and there was
an atmosphere of caring that extended from the mill manager to the shop floor. Formal processes, pro c e d u res and IT systems were
used, and some not that well, but they were all seen as tools that helped people - the real flow of information was person to person.
The people at that mill very simply worked well together in a fairly informal atmosphere.
A similar phenomenon also occurs in many small organizations, those with 150 people or fewer. In “The Tipping Point”, Malcolm
Gladwell describes how small organizations often work very well using informal methods, but once the number of people exceeds
150, there is a need for more formalized systems. In the smaller organizations everyone knows everyone else and they work in such
a way as to accommodate each other - things work smoothly. There are several other best selling business books that identify
successful practices at companies that rely more heavily on people, culture and attitudes than on formalized systems, even in larg e
organizations. All of these are observations of a fundamental element that must be in place.
Aw a reness, the appreciation of employees and the value that they bring to the company is important. It doesn’t matter if the
individual’s contribution is minor as he contributes to the organization as a whole. What he does is important to this individual and
that makes it important to the organization.
The experience of the mining company could have been very different had they taken a different approach. Discovering the nature

of the problems underlying the lack of productivity and dealing with those, rather than dealing with what appears on the surface
would have avoided the need for consultants on site for two years, the need to demoralize an already de-motivated workforce, and
to shatter any loyalty that existed between workers and the company. The approach requires a deep appreciation of not only what
is going on, but why. This appreciation of the choices being made now is critical to the success of future choices. In that case
there were several layers of “why” to get through before the true underlying causes were identified and dealt with. It’s a bit like
peeling an onion.
Once the nature of those causes is identified they can be addressed. Regardless of where the underlying causes lie, the transition
activity that follows needs to rely on employees truly wanting to change and succeed in that change. If they don’t want it, they
w o n ’t do it. They may not say they won’t, but they have many ways of not doing what you want and hiding it from you. Again,
appreciating this upfront is an important contributor to success - it helps you deal with the resistance and what causes it.
People are motivated by being fully appreciated. In different cultures that may mean different types of rewards and recognition.
The re w a rds and recognition must be meaningful to those receiving them. Tokenism will be recognized as such and rejected. When
people feel that they are being appreciated they respond with improved performance and results materialize. Nurture and support
their eff o rts, provide education in successful practices so that they can see what they can do next. As they run out of ideas for
improvements and as they reach the limits of their talents, they will ask for help. Give it to them! Bring in the needed consultants
to provide expert help on those tasks that push the limits.
This may sound easy, but don’t be fooled. Changing attitudes that are deeply ingrained takes work on a deeply personal level. As
you undergo a shift in your attitudes the changes will become apparent to those around you and then they too will begin to shift.
The good news is that everyone will start to see the changes at the same time so the shift in attitude, once it has begun, will move
quickly through an organization.
One caution to observe: People will know when you’re putting them on. If you are not genuine, you don’t mean it, they’ll know. If
you create programs that are not really based on full appreciation of your own people, it reflects that in some way you don’t even
fully appreciate yourself. A lack of faith in the ability of others reflects, in some way, a lack of faith in your own abilities. If you
really appreciated your full capabilities, you would see the full extent of the capabilities of others and not be afraid to trust them.
After all, you chose to have those people around you - why would you do so if you didn’t trust them? Knowing yourself as a leader
really matters and if you want to change what’s going on around you, you will need to start with yourself.
info@consciousmanagement.ca
17
17

18
ntroduction
Rob Saare (Canada)
Tero Consulting Ltd. rob@tero.ca
Today’s maintenance staff is tasked with doing more with less. The challenge here is that their efficiency ratings when measured
can be as low as 10% to 40%. So where does your maintenance department stand in terms of these statistics?
Although CMMS software has been around for more than 20 years, and the adoption rate continues to climb, many companies still
s t ruggle with creating an efficient centralized maintenance and operations program. By program, we are talking about an allencompassing
maintenance plan that includes;
✓ A centralized software package to collect and distribute data,
✓ A set of business rules to create a proactive approach to maintenance
✓ A team of dedicated people to execute effectively.
Having assisted hundreds of organizations both big and small across North America over the past 25 years, we have had the
opportunity to be part of some great CMMS implementations and we have also seen where corners being cut reduced the results
dramatically.
The ideas and concepts shared in this paper should be considered when choosing a program that will meet your short, mid and
long-term maintenance goals, from both a software infrastructure point of view and an organizational behavior standpoint.
Step 1. -Where to Start
As with any need for change, the place to start is by doing an inventory of your current maintenance practices. Here you will define
three key areas; I. Tools II. Process III. People
I. Tools
Developing An
Effective CMMS
Implementation Plan
I
Here it is a good idea to inventory all of the various software tools used to input maintenance data from across the organization.
We have seen companies with multiple locations using diff e rent software tools at each location. Each location stores their data
independently and then reports to corporate in different formats. This lack of efficiency means that if you are not reporting on all
of your cost centers properly, you may be asking for accounting issues later on.
A centralized CMMS can begin the process of collecting important maintenance data in one central repository and share this data
with the affected departments. Data collection is by far the largest waste of human resources for any company due to disparate
systems. By standardizing data entry and collection into one program, you can see immediate benefits when it comes to reporting
and sharing of data. This data can then be used to more proactively plan future projects and initiatives that can result in huge
savings.
Another eye opening reason for this exercise is to determine your costs for software licensing, support and upgrades. You may find
that this cost alone will outweigh the investment in procuring a new software package and the ensuing implementation. You may
v e ry well find out that you already have a software package that is doing a good job and perhaps it is time to sit down with the
vendor and discuss a corporate wide roll-out.
So to review:
1) Inventory the tools currently used to manage, collect & distribute data
2) Determine the costs associated for licensing, support and upgrades

3)Identify common software tools used in multiple locations
4)Get a consensus of what tools may be working and what are not
II. Process
You may very well already know that the maintenance practices used across the organization vary from location to location. Using
d i ff e rent software programs or diff e rent leadership styles can cause this, but re g a rdless it is a good idea to determine some
benchmarks so you can identify strengths and weaknesses.
If you want to get a full-fledged audit of your maintenance practices, you can always hire a third party to come in and review your
practices. If you go this route, ensure you get them to interview more than one location.
As identified early on, if you’re using many disparate systems to track maintenance, you can be sure your business practices differ
as well. If you want to do a high level review yourself, you will want to identify the re q u i red workflow to manage an emerg e n c y,
preventive and routine work order.
In the emergency and routine maintenance workflow, review each step of the process from the time a request for maintenance
comes in through to the time the work is completed. Measure the time, resources and materials used to complete a work order in
each of the resulting categories: emergency, preventive, routine.
The resulting outcome of this exercise may bring you to the conclusion that you need to look at reengineering some business
practices. This is a good thing and as we will discuss later, it is a great opportunity to unify the way you do business across the
organization.
The next challenge will be in getting your people to buy in.
III. People
Besides determining the number of people tasked with doing the physical work, there is also the need to identify roles and
responsibilities. Since you’re going down the path of centralizing your maintenance tools and reengineering some or all of your
maintenance practices, it goes without saying that human resources need to be identified to make all of this happen.
Besides your maintenance staff that does the day-to-day work that keeps things running, you will also be affecting other depart m e n t s
when it comes to running a centralized CMMS. So, before spending time, eff o rt and ultimately money on the software, let us identify
who will be affected by this change.
➣ IT Department
• What is the corporate requirement for the software platform?
• What other programs may need to interface to the CMMS?
• What role will they play in supporting the new software?
• What are they currently spending for existing software and support?
➣ Finance
• How does finance interact with maintenance currently?
• What financial information is currently shared and how is it shared?
• What financial information should be shared that currently isn’t?
• Is there any duplication of effort?
➣ Customers
• How do customers interact with maintenance currently?
• What is their level of satisfaction?
• How do we track all customer requests?
• Can we make improvements to better serve their needs?
With this inventory list, there will also be diff e rent sets of issues that will arise. Categorize every issue that comes up under the
t h ree aforementioned categories to ensure that when you address an issue, you can clearly identify if it is a Tool, Process, or People
issue.
The reason for identifying these categories is that often when issues arise, they are much larger than the software package alone.
Do not get bogged down trying to reengineer the software when some simple process changes may suffice. So now what?
Step 2. Put the Team Together
Now that you have a clear idea of where you are at, it is time to begin the process of setting some goals and objectives. Before
doing this, it is usually best to get a team of dedicated individuals together to assist in setting the tone, build a plan, and then finally
execute.
This is the perfect time to get buy-in from all of the stakeholders. Your team should encompass affected members from diff e re n t
business units across the company. Maintenance staff, Operations, Finance, IT and HR all have a stake in a unified system and
should assist where needed. Their initial job is to review software functionality, identify current business processes and gaps as
well as determine how and if the CMMS will integrate with other internal systems.
19

20
P a rt of your team should include the software vendor or a maintenance consultant to assist you in your initial fact finding. Let’s face
it, in today’s “do more with less” environment; it is often better to get an outside opinion with the appropriate expertise to assess
your current business practices and internal systems.
A maintenance assessment or benchmarking study will assess your current maintenance practices. The resulting study can include
recommendations on an implementation plan as well as the necessary short, mid and long-term budget requirements.
Keep your team small and efficient to streamline decision-making. It isn’t necessary to create a large committee to get involved in
this process, it is more beneficial to use a smaller, more focused team that can gather the required information, identify and make
recommendations and report back to the committee in a timely fashion. Once you have completed the selection process, you may
also wish to involve some of these people within the implementation team to maintain consistency.
Step 3. Define Your Goals and Objectives
With your inventory list, you have now identified areas of strength and weakness. From here, you should now be ready to set some
goals and objectives that will drive the program from start to finish. Do not worry here about time lines, it is better to focus on setting
the tone and rely on your vendor or consultant to assist you to scope out the project time lines.
Step 4. Project Definition
Now that you have set the tone by defining your goals and objectives, it is time to define the project then begin the software and
vendor selection process. So, what does this checklist look like? Let’s look at the list of things to do.
I. Gain agreement on the key functionality requirements for the short, mid and long-term implementation. In your initial fact
finding venture, you should probably have already identified a wish list from many of the affected users. Do not get bogged
down here in creating a feature list that may never be accomplished. Focus on doing the basic tasks well and you will often
find there is more than enough functionality in the software.
II. Define software platform and configuration requirements to other legacy software programs. This area also includes defining
your IT platform requirements. As CMMS has evolved from client server to web based, you may want to identify this facet
first. Your IT team may have already set a company standard, and this needs to be considered to ensure your long term IT
requirements are met. Remember you’re going to live with this investment for many years, so measure the over all costs to
maintain any software package long term.
In dealing with legacy systems, you will need to define what systems need immediate integration and what systems can be
phased in. Again, your vendor can speak from experience and much of this will be determined by how fast you wish to move.
III.Define training and personnel requirements to introduce the new program. One of the issues we run across is with larger
organizations that have multiple staff across the country. The ensuing training logistics can make or break your
implementation. Regardless of where your people are, they need to be trained. Technology has allowed us to create virtual
training programs, so identify logistics early to avoid budgetary shortfalls later on.
IV. Break the implementation down into manageable chunks. Start out with basic user training on work orders, PM’s and Asset
data, the next step may be interfacing to legacy data (financial systems etc…) then move to inventory etc…Again, your
vendor is a valuable asset here and they have a vested interest in seeing the project succeed, so rely upon their experience.
Note - “Manage People’s Expectations”
For many of our clients, the decision to procure a new CMMS means they can finally have one system to meet everyone’s needs.
R e m e m b e r, the software is merely one piece of an allencompassing maintenance and operations program. Once you begin this
process, you will find that managing people’s expectations early on will help streamline the project.
During the project definition process, maintenance and reliability issues that arise can be categorized in the three key areas first
assessed including, people, process (business practices) and tools (software & functionality). By categorizing issues under these
three headings, you can then help your team to understand that there may be issues that are greater than just the software. This
will allow you to create separate teams that will be tasked with managing each area of the pro c u rement and implementation process.
For companies moving from multiple standalone software packages to one centralized CMMS, there is often a great deal of time
spent managing end user expectations of the new software package. These users usually expect the new software to have the
same functionality as their current systems, and it should be able to do it faster and with fewer resources. Many of their issues will
fall under the process category and not software functionality. Manage their expectations by assessing these issues within the
appropriate category.
Another common expectation that arises is the desire to customize the software to replace other multiple internal homegro w n
systems. Customizing software to be what it is not can create longterm adverse affects. More often than not, the new CMMS
s o f t w a re functionality will give you the desired long-term benefits and the vendor should be able to determine if it is a viable feature
that can be added on now or will become part of an upgrade path later.
Any suggestion of customizing the software before any end user training takes place should be discouraged. All software packages
a re designed to follow a workflow that may re q u i re changes to business practices; this is not a bad thing. Walk before you ru n ,
you’ll often find this will eliminate problems later on.
If you’re like most organizations we deal with, your main goal is to centralize on one CMMS package in order to unify and stre a m l i n e

data collection and business practices. You cannot move from multiple disparate software packages into one unified corporate
CMMS without affecting the business process. To manage your team’s expectations, set the tone early to ensure the focus re m a i n s
on the end goal in mind. This will eliminate the need to stray off path and prolong the decision making process.
Implementation Approach
The steps to procuring a CMMS/EAM can be lengthy and often confusing. There are three major criteria that make up any project;
1. Results/Quality
2. Timeframe
3. Budget
Results/Quality
Results are what make us all successful. By clearly defining your goals and objectives, you can then create measurable milestones
to show results and prove an ROI model. This will set the tone and determine the success of the project and allow you to maintain
focus throughout.
Timeframe
A clearly defined time frame allows you to determine the priorities and plan a phased approach to your project. Be very careful to
set realistic timeframes based upon the resources available and remember, it may be better to under promise and over deliver.
Budget
Budget is always an issue re g a rdless if you have $5000 or $500,000 to work with. Areas of consideration should be given to software ,
training, professional consulting services and ongoing support and maintenance of the software.
To manage and accomplish all three of the aforementioned criteria, you should focus on any two and let those criteria drive the
t h i rd factor. (I.E. if time and quality are of the essence, then budget will surely be affected, as you will re q u i re more re s o u rces sooner
to ensure a speedy implementation of all of the re q u i red functionality). More often than not, companies choose to make budget and
quality the key driving force allowing you to spread the implementation cycle over a longer period of time.
Utilizing a phased approach allows your end users to master the basics of the system first as well as keep them more focused. As
with any software implementation, it is always better to walk before you run for maximum results.
Conclusion
The success of a CMMS project usually plays
a critical role in the future of the company as a
whole. By investing some time and eff o rt into
evaluating your real needs and taking the
o p p o rtunity to reengineer your internal business
p rocesses, your chance of success is gre a t l y
increased.
In the end, CMMS applications are only one
p a rt of the equation. The benefits of an
allencompassing maintenance and operations
p rogram include not only financial gains; they
c reate greater communications amongst
i n t e rnal departments resulting in gre a t e r
cooperation and increased efficiencies. All of
this equates to a greater return on investment.
By doing the necessary research and planning
b e f o re hand, you can shorten your selection
p rocess and streamline your operations. Look
at this as an opportunity to improve and unify
your maintenance and operations processes by
incorporating new business practices. Most
i m p o rt a n t l y, keep an open mind and don’t be
afraid to compromise if it means gre a t e r
success in the long term.
Te ro Consulting Ltd. p rovides Maintenance
Management software solutions.To learn more
about our solutions and consulting services go
to http://www.tero.ca
21

22
A
Implementing
Change In A
Maintenance Team
- Is It Possible?
BSTRACT
Michael W. Killick
OpEx Management Ltd (New Zealand)
In today’s modern business environment, organisations are continually looking to improve the perf o rmance of their operation in
o rder to remain competitive in their chosen industry. If an organisation is in the manufacturing industry they face the additional
p re s s u re of outsourcing non-core business functions or, at the extreme end of outsourcing, changing from a local to overseas
manufacturing operating where the plant is located in developing nations.
To ensure that local manufacturing remains competitive, organisation needs to operate with high plant utilisation, high productivity
(both in terms of physical resources and human resources) and cost effective expenditure. Further to this, the organisation has to
have a workforce that is focused on a common goal and works together as one large effective team that is continuously improving
the level of performance.
However in manufacturing industry, the achievement of ‘one large effective team’ is not an easy exercise due to the (traditional)
conflicting requirements of the production and maintenance management teams - production want the plant operating to produce
widgets while maintenance want the plant shutdown to perform maintenance.
In order to overcome this, the maintenance team needs to take the lead and break the traditional approach to asset management
(the combination of production and maintenance management) and apply a total asset management focus as to how the org a n i s a t i o n
manages it assets - such an approach being underpinned by the concept of Business Centred Maintenance 1 .
But to achieve Business Centred Maintenance requires a radical paradigm shift in the maintenance team culture. This shift can
be achieved through various means but for it to be sustainable, a clearly defined change management process must be developed
and implemented.
This paper will outline how the maintenance team can achieve this paradigm shift through the implementation of an effective change
management process that is guided by the principles of the Change Management Cycle 2 .
THE TRADITIONAL MAINTENANCE ORGANISATION
World-wide maintenance practice has taken three major evolutionary steps in the last fifty years. Up until the advent of sophisticated
analytical techniques, maintenance practice was largely of a reactive ‘fire fighting’ mode where machine failure was considered
inevitable and the role of maintenance staff was to react quickly to limit the impact of the failure.
The development of more sophisticated tools in the 1970’s, to more accurately understand the current perf o rmance and state of
wear of equipment and machinery, allowed maintenance practices to evolve to the point where the dominant maintenance activity
could be driven by actual machine condition. While in the last 20 years, a new kind of maintenance practice has evolved based on
a comprehensive understanding of the nature of the failure and how the failure can be subsequently mitigated. These three main
changes in maintenance practice are highlighted in Figure 1.
During the last decade organisations have faced an increasing pressure from shareholders to improve the return on investments
of manufacturing plant - to do this, organisations have to improve plant utilisation and plant productivity. As a result organisations
began to recognise the importance of effective maintenance management as being essential to the core business operation. This
recognition then drove the field of maintenance management to become a business focussed organisation where profitability and
competitiveness became the main focus of an organisation. But the real question still remained as to how best to approach managing
the maintenance team as a business.

Maintenance
Management
Philosophy
Maintenance
Management
Technique
First Generation
• Fix it when broke
First Generation
• Fix it when broke
Second Generation
• Higher Availability
• Lower Costs
• Longer Asset Life
Second Generation
• Scheduled Overhauls
• Systems For Control
And Planning
• Computerisation
Third Generation
• Higher Availability
and Reliability
• Greater Safety
• Better Product Quality
• Greater Cost
Effectiveness
• Longer Asset Life
Third Generation
• Condition Based
Monitoring
• Design For Reliability
& Maintainability
• Hazard Studies
• Expert Systems
• Failure Modes &
Effects Analyses
Fourth Generation
• Total Management
Of Assets
• People, Process &
Technology
• High Performance
Business Units
• Optimised Asset
Performance
• More Effective
Asset Life
1930 1940 1950 1960 1970 1980 1990 2000 2010 2020
Fourth Generation
• Theory Of Constraint
• Six Sigma
• Lean Maintenance
• High Performance
Business Units
• Porter’s Value Chain
Analysis
• Total Productive
Maintenance
1930 1940 1950 1960 1970 1980 1990 2000 2010 2020
Figure 1 - Maintenance Generation Game (Killick, 2003)
In BRW Magazine’s 2004 Fast 100 Survey,
Assetivity Is The 37th
Fastest Growing Company
In Australia
Call us, or visit our website, and find out why
Assetivity Pty Ltd, Operations and Maintenance Consultants, PO Box 1315, Booragoon WA 6154 Ph 08 9474 4044
www.assetivity.com.au
23
23

24
To achieve success in managing maintenance as a business requires the identification, development and implementation of core
business processes that are fundamental to maintenance management in a cost effective manner. The concept of Business Centre d
Maintenance has evolved to provide the framework for developing these core business processes in a comprehensive business
focussed approach to maintenance management. In such a framework, the maintenance team needs to focus on the four
fundamental principles of Business Centred Maintenance - those being:
1. The Principle of Strategy
2. The Principle of Resource Management
3. The Principle of Information Management
4. The Principle of Value-adding
Although the development of a Business Centred Maintenance framework in a traditional management environment is possible, the
successful implementation and management of it re q u i res a team with ‘business nous (understanding)’. And this is where an
organisation faces a significant change process in order to move from the traditional reactive culture to the more proactive culture
as this culture requires ‘business nous’. Without this shift or change in thinking to develop the necessary business nous within the
maintenance team, maintenance will continue to stay in the traditional reactive environment.
CHANGING THE MAINTENANCE TEAM ENVIRONMENT - AN OVERVIEW OF THE
PROCESS
In a manufacturing industry context, change is typically imposed on a team or an individual by an external force, whether it be a
person who is external to the team or external to the organisation. In either situation, the maintenance team is forced to change
without due consideration to the impact that this change will have on the individual or team itself.
And it is due to this lack of consideration that organisations generally fail in changing the way the maintenance team operates, as
the team is likely to see no need for change as “we have been doing it this way for years, so why change now”. Without this need
being communicated to the team prior to implementing the change, there is no desire or urgency to change the normal way of
delivering maintenance. So how does an organisation commence the change process and create this sense of urgency?
Building Change
Capability
Appreciating
Change
Executing
Change
Mobilising
Change
Figure 2 - Change Management Cycle
The first step in any maintenance improvement process, which will bring
about change in the maintenance team, should be the clear appreciation that
change is actually re q u i red. Once the need for change has been
a p p reciated, the development and implementation of a successful change
process that is specific to the organisation, can only occur with the buy-in
and support from the majority of the maintenance team. In order to obtain
this buy-in, the support of the maintenance team needs to be mobilised so
that they believe in the need for change otherwise change success, if
achieved, will only be temporary (refer to Figure 2).
Once this team is mobilised with the support of senior management,
the development and implementation of new business processes and systems for maintenance delivery that define the ‘new way
of doing maintenance’ has to occur. Such processes and systems will require significant learning by the team members. Where
gaps in the capability of the team exist and cannot be filled by existing team members, new members may have to be re c ru i t e d
either internally or externally. Once this has occurred and the team roles and functions are clearly defined and resourced, support
mechanisms (e.g. Computerised Maintenance Management Systems) needs to be available for all team members to assist them in
completing their day-to-day activities in a cost effective and value adding manner. By putting the right re s o u rces and support
mechanisms in place at an early stage, the change management process would have built and put in place the change capabilities
needed to allow for sustainable improvements in a cost effective manner.
APPRECIATING AND DETERMINING THE NEED FOR CHANGE
Appreciating the need for change in a maintenance organisation involves determining:
1. Whether a need for change exists.
2. Whether the change needs to occur immediately or at some later date.
3. What improvements / benefits this change brings to the organisation.
4. How the change impacts people within the organisation.
To determine the above four factors, a detailed review process of the status quo situation needs to occur in the form of a Maintenance
E ffectiveness Review. A Maintenance Effectiveness Review consists of three separate gap analysis surveys used to determine the
effectiveness of current maintenance management practices as it relates to best practice. This Review would be seen as the first
step of the overall improvement / change process. For the status quo review to be a true indication of the current situation, the
surveys need to focus on the following aspects of maintenance:
1. Maintenance Management - developing an understanding of Maintenance Management in:
• Resource Management
• Information Management
• Maintenance Support
• Maintenance Planning and Scheduling
• Preventative Maintenance Management
2. Productions Perception of Maintenance Effectiveness
• How maintenance effectiveness is perceived by the “customer”.

3. Work Behavioural Analysis and the Impact on Performance
• How the Work Environment & Personal Influencing Factors are impacting on performance.
Figure 3 - Maintenance Effectiveness Review Gap Analysis
The results of the survey provide a status quo review of maintenance management as it relates to best practice (refer to Figure 3).
However the results of the Maintenance Effectiveness Review should not be analysed and reviewed in isolation to direct feedback
from the personnel involved in, and impacted by, maintenance. To do this, a formal interview and analysis process should also be
u n d e rtaken to determine where organisational strengths (to leverage improvements) and weaknesses (identify other areas of
opportunity) exist.
www. sirfrt.com.au
25
25

26
By undertaking an interviewing process where the personnel have the opportunity to provide direct feedback about their perc e p t i o n
of the current maintenance environment, these personnel will begin thinking of how maintenance can be improved as it relates to
them. Such a process assists with commencing the next phase of the Change Management Cycle - mobilising support.
MOBILISING SUPPORT - UNDERSTANDING THE NEED FOR CHANGE
In terms of a maintenance improvement project, appreciating the need for change is the easy part - mobilising support for change
is another matter. Mobilising support is critical to the success of the improvement project (change process) for if the people who
have to work in the changed environment disagree with the change and see it as an imposed change, the process will be drawn
out and is more likely to fail if the majority of the personnel, or key personnel, are ‘blockers’ of the change initiatives.
To ensure support, the change management team (those initially responsible for commencing the change process) must communicate
and ‘sell’ the need for the change. The facts and information to support the communication process are generally provided from
the initial Maintenance Effectiveness Review that has been undertaken. But simply quoting back the findings from the status quo
review will not create the level of support and urgency needed to successfully undertake the change process. There f o re the
following key steps are recommended in order to mobilise the level of support re q u i red for the change process (such steps are
representative of Steps 1 to 4 of Figure 4):
1. Maintenance Effectiveness Review Presentation - Creating a Sense of Urgency:
Although the results of the status quo review are typically presented to the organisations senior management team first for re v i e w,
comment and approval, the opportunity has to be given to all of those involved in the review process to hear the results and
recommendations. During this review presentation, additional dialogue and feedback should occur to further explain the findings
p a rticularly where there are any disagreements with the findings. The opportunity for such feedback assists with ensuring that
those impacted by the change recommendations do understand the reasons behind the change initiatives. By doing this, an
imposed change can be seen as participative change where people are convinced of the need for change / impro v e m e n t.
2. Maintenance Management Strategic Planning Workshop - Forming a Powerful Guiding Coalition for Creating a Vision:
On acceptance of the status quo review finding, a strategic planning workshop should be held that is attended by the org a n i s a t i o n s
executive steering committee. The purpose of this workshop is to formulate the strategy and vision for the ‘new’ maintenance
team where this maintenance strategy and vision are aligned to the strategic plan of the organisation. Such a strategy and
vision would have clearly defined goals and objectives that are achieved when the set targets are reached. Once this strategy
and vision have been finalised, this needs to be communicated back to those impacted by the ‘new’ maintenance environment.
1
2
3
4
5
6
7
8
Establishing a Sense of Urgency
Examining market and competitive realities
Identifying and discussing crises, potential crises, or major opportunities
Forming a Powerful Guiding Coalition
Assembling a group with enough power to lead the change effort
Encouraging the group to work together as a team
Creating a Vision
Creating a vision to help direct the change effort
Developing strategies for achieving that vision
Communicating the Vision
Using every vehicle possible to communicate the new vision and strategies
Teaching new behaviours by the example of the guiding coalition
Empowering Others to Act on the Vision
Getting rid of obstacles to change
Changing systems or structures that seriously undermine the vision
Encouraging risk taking and nontraditional ideas, activities, and actions
Plannning for and Creating Short-Term Wins
Planning for visible performance improvements
Creating those improvements
Recognising and rewarding employees involved in the improvements
Consolidating Improvements and Producing Still More Change
Using increased credibility to change systems, structures, and policies that don’t fit the vision
Hiring, promoting, and developing employees who can implement the vision
Reinvigorating the process with new projects, themes, and change agents
Institutionalising New Approaches
Articulating the connections between the new behaviours and corporate success
Developing the means to ensure leadership development and succession
Figure 4 - Eight Steps to Transforming your Organisation 4

3. Maintenance Improvement Project Kick-off Workshops - Communicating the Vision: Two to three kick-off workshops should
be held over the course of a two week period that are attended by key representatives from the maintenance team (but
preferably all of the maintenance team) and the production team. The purpose of these workshops is to communicate the
strategy and vision of the ‘new’ maintenance environment and provide the effected parties with an opportunity for feedback.
By having two or three workshops over a two week period allows the attendees to reflect on the new strategy and vision in
their own time and space. By holding sequential workshops over this time period, the attendees are able to discuss any
concerns that they may have with their peers but feel uncomfortable raising in a group situation. By allowing for alternative
feedback paths to the steering committee and giving people the time to reflect on the situation, the ability to remove any fears
or misconceptions relating to the change process is improved and therefore the ability to mobilise of support is increased.
4. Identification of Change Supporters and Change Blockers: During the above workshops and the general communication
process, the steering committee has to determine who are the change supporters and who are the change blockers. The
identification of both types is just as an important part of this phase as is communicating the new strategy and vision.
When a main supporter of the change process also happen to be an informal leader amongst his or her peers, it is important
that this person has all the information that he / she requires. The reason for this is that this person is more likely to be able
to mobilise support from his / her peers than any senior manager, by being an informal leader, his / her peers are more likely
to trust this persons beliefs in the need for change.
However, if this person happens to be a blocker of the change process, the damage that can be done to the process can be
significant. It is this combination of informal leader and blocker that the steering committee must work with in order to
eliminate any concerns that he or she may have. If this informal leader can be changed to become a supporter of the change
process, the mobilising of support from the remaining personnel should then follow.
Once, (and only once) the level of mobilised support is above the critical point of being able to sustain the momentum required to
push through a change process, should the next stage commence.
EXECUTING CHANGE - DEVELOPING AND IMPLEMENTING
THE CHANGED STATE
Developing a new Maintenance Management Strategy for an organisation can be accomplished by any person who understands
best practice maintenance management. But the successful implementation of the strategy is the next critical phase of the
i m p rovement project. For the new strategy to be successful and sustainable, there are a number of key factors that need to be
considered during the execution phase of the maintenance management change process. These key factors include 4 :
1. Having a clearly defined and focused strategy;
2. The quality of operational execution (implementation);
3. Having a performance oriented culture, and;
4. A flexible structure.
To ensure that the four factors are present, a steering committee must be formed to overview the execution of the process. The
role of the steering committee (consisting of senior management representation) is to guide the maintenance improvement team
( p redominately maintenance based personnel) through the execution phase which is based on the strategy and vision cre a t e d
during the mobilisation phase. The benefit of the steering committee is that when decisions need to be made that may have a
significant impact on the organisation and / or the change process, these decisions can be made without long deliberation as the
steering committee should be aware of all aspects of the change process.
Figure 5 outlines the role that the steering committee undertakes along with the recommended meeting framework for regular
communications between the relevant teams (such meeting framework is recommended as a normal function of the on-site
communication process).
Site Specific
Meetings
- Asset Management Steering Commitee -
Focused on developing the Business Centred Maintenance Strategy.
Asset Management
- MAINTENANCEIMPROVEMENT TEAM-
Focused on developing and implementing the Business Centred Maintenance Policies.
Maintenance Management
Works Weekly Meeting
Attended by Senior Mgmt
• Communication, Financial Performance, Asset Management Performance, Teamwork
Production Management
Daily Production Meeting
All Production personnel
• Performance and
Communication
Figure 5 - Steering Committee and Meeting Framework (Killick, 2004)
Maintenance Management
Weekly Maintenance Meeting
ESM, Planner and all trades personnel
• Plant Area Ownership, Accountability,
Performance and Communication.
Maintenance Management
Daily Toolbox Meeting
All trades personnel
• Daily Maintenance Schedule,
Accountability, Performance
27

28
In additional to the above four factors, “one reason many organisations fail in the execution stage is because they do not put enough
re s o u rces in executing the change” 2 . To overcome this, the steering committee needs to appoint additional re s o u rces where re q u i re d
to accommodate the extra workload re q u i red during this phase. Typically additional re s o u rces are re q u i red in the area of a
Maintenance Co-ordination, who is responsible for managing the developing and implementing the new processes and pro c e d u re s
that are developed as part of the improvement process (such a position may be a temporary or permanent role).
F u rther to this, the use of an external adviser to the organisation who is fluent in best practice strategies and processes is
recommended. The role that this adviser undertakes is to ensure that new but appropriate processes are introduced to the
o rganisation as and when re q u i red while ensuring that the motivation and momentum of the maintenance improvement team re m a i n s
high during the course of the change process (this external adviser is in an improved position to do this due to the fact that he / she
is removed from the day-to-day operational activities of the organisation which can easily impact negatively on the progress being
made). In terms of the processes and pro c e d u res that need to be developed and implemented during this phase of the change
process, the level of activity required will be governed by the findings of the status quo review. Based on these results, the activity
required will vary across eight fundamental areas that form the foundation of Business Centred Maintenance. These eight areas
are shown in Figure 6 below.
Maintenance
Effectiveness Review
“Status Quo Review”
Gap Analysis
and “Way Forward”
Recommendations
“Toolbox for Change”
Workshop - Mobilising
Support for Change
Figure 6 - Roadmap to Business Centred Maintenance (Killick, 2004)
Based on the level of activity that is re q u i red within each of the eight fundamental areas, the development and implementation
p rocess associated with Business Centred Maintenance typically re q u i res a timeframe of between six to eighteen months. To
ensure that the new maintenance strategy is fully integrated into the maintenance team, so that the ‘new way’ becomes seen as
the normal way, a further two to three years is required.
Structure of the Maintenance Team
“Strategic Improvement Areas”
Maintenance
Management Strategy
(WBS 1.0)
Computerised Maintenance
Management System
(WBS 2.0)
Asset
Criticality Rating
(WBS 3.0)
Maintenance
Planning Systems
(WBS 4.0)
Key Performance
Indicator
(WBS 5.0)
Inventory
Management
(WBS 6.0)
Outsourced Service
Level Agreements
(WBS 7.0)
Team Structure
& HR Framework
(WBS 8.0)
Total Asset
Maintenance Strategy
Business Centred
Maintenance (BCM)
Based on a
“Customised” Best
Practice Maintenance
Strategy
The remaining area of executing the change process which re q u i res mentioning is that of maintenance team stru c t u re. The
maintenance team has to be lead through an effective leadership style, as without this, the on-going success of the maintenance
improvement project is likely to be limited.
Once the maintenance team support has been mobilised, it is important that the correct working environment is created for this
team to perform consistently at a high level. The changes that are required in this area are typically determined from the results
of the Work Behavioural Analysis that is completed as part of the Maintenance Effectiveness Review. Typically what is seen is that
environmental factors (e.g. team structure, resource management, information management and performance recognition) impact
on the performance of the team and individual which then lowers motivation and drive.
Two key areas therefore require attention to ensuring that the team is adequately structured and lead to a high performing team.
T h rough the creation of a high perf o rming team, the desire and will for this team to continually improve the work that they undert a k e
via the improved processes and pro c e d u res (as governed by the new strategy) will be present. Such a team culture, which
understands the benefits of the new way, will ensure the on-going success of the change process by focusing on the basics of
team work (refer to Figure 7) in order to achieve the goals and objectives of the new maintenance strategy.

Collective
Work
Practices
• Problem
Solving
PerformanceResults
• Technical /
Functional
• Interpersonal
Commitment
Figure 7 - Focusing on Team Basics 6
In terms of how a high performing team is created and then maintained, Figure 8 summarises the six steps that must be completed
in sequence order.
Figure 8 - Developing High Performing Teams 7
By developing and implementing a team culture that is defined as a high perf o rming team focused on both team basics and the
s t r a t e g y, the maintenance team will become empowered to achieve the perf o rmance improvements that have been set for the team.
Due to their high perf o rmance culture, these improvements will be consolidated into norms of day-to-day business while still looking
for continuous improvement opportunities. The creation of such a team culture and working environment will see the completion
of the last four steps required in transforming an organisation (refer to Figure 4 outlined previously).
BUILDING CHANGE CAPABILITY - ENSURING SUSTAINABILITY
In today’s ever-changing business environment, an organisation will not have the luxury of continuously planning and implementing
a change process as defined by the Change Management Cycle. To ensure that an organisation can therefore continue to adapt
and advance with changes in their industry, the organisation has to build into the new culture the ability to change.
Although the area of building change capability is still being researched and developed, there are a number of common underlying
factors that need to be present in an organisation to allow for the change capability to be in-built. These common factors include:
• Knowledge and information capture - turning tacit knowledge into documented knowledge;
• The development of a learning culture where knowledge is used for effective action, and;
• The development of systems and processes that enable actions to be taken based on an informed decision making process.
• Mutual
• Specific Goals
• Common Approaches
• Meaningful purpose
• Individual
“An Effective Team”
Step 6: Sound External Relationships
-- Ensure external relationships are strong --
• Small number
of People
Step 5: Solid Relationships
-- Ensure relationships can withstand day-to-day turbulance --
Step 4: Effective Processes
-- Ensure sound processes are in place --
Step 3: Crystal Clear Roles and Accepted Leadership
-- Ensure teammembers role are clearly Defined --
Step 2: Common Goals
-- Ensure a clear, common and challenging purpose and direction --
Step 1: Set your Team up to Succeed
-- Make sure the size and composition is right --
“A Team of Individuals”
“KPI Alignment”
Level 1: Corporate Indicators
-- What is driving the organisation --
Level 2: Financial Indicators
-- What are the financial driver of the organisation --
Level 3: Efficiency and Effectiveness Indicators
-- How well is an organisation / team performing --
Level 4: Tactical Performance Indicators
-- Detail where changes are required --
Level 5: Functional Performance Indicators
-- Focused on specific functional activities associated with the Levels of Service --
Relevent Key Performance Indicators
Figure 9 - Creating KPI Alignment (Wireman, Terry, 1999)
Personal
Growth
29

30
To allow the last two points to occur, the information captured both from the manufacturing operation and the personnel themselves
is vital. But not only does this information have to be captured in an efficient and effective manner, but it also has to be SMART 1 .
SMART = Specific, Measurable, Accurate, Relevant, Time-bound
F u rther to the information being SMART, it must be aligned to the overall goals and objectives of the organisation. There f o re an org a n i s a t i o n ,
or in part i c u l a r, the maintenance team must have Key Perf o rmance Indicators (KPI) in place that use SMART information as the basis for
making information decisions. Figure 9 details how these perf o rmance indicators can be aligned to the corporate strategy.
However some organisations can implement an effective KPI programme where all the information that is gathered is SMART but
lack the system tools to effectively manage the information. In such cases, the ability to make informed decisions for the org a n i s a t i o n ,
and / or for the maintenance team to act on, is severely compromised and the ability to change is reduced.
To ensure that this does not occur, an organisation has to have support systems in place that assist information capture so that
p e rf o rmance analysis and re p o rting can occur. For the maintenance team, such a system is a Computerised Maintenance
Management System (CMMS). The additional benefit of a CMMS is that, if appropriately selected, it will act as the tool that underpins
the management and delivery of the Business Centred Maintenance. The main functions of a CMMS can be seen in Figure 10 while
the use of the CMMS is highlighted in Figure 6 as the second main step of the roadmap to Business Centred Maintenance.
Figure 10 - CMMS Functionality Areas 8
It should be noted however that the selection and implementation of a CMMS has to be done in a manner that supports and enables
the change management process being used for achieving maintenance improvement. The completion of the implementation and
training process associated with the use of a CMMS is not an overnight process and the CMMS is only a tool that will support the
maintenance strategy - it will not provide the strategy.
Therefore for an organisation to build in change capability via information systems and training, the use of a CMMS needs to be
t reated as a change process within the overall maintenance improvement change process. Through the use of this tool which
captures and documents the ‘new way’ of maintenance, the change process can be just as easily embedded into the normal way
of working as it can be used to destroy the progress made so far.
By providing the necessary tools, systems and documented process for the maintenance team, the ability for this team to eff e c t i v e l y
adapt to change in the future will become a standard day-to-day activity for this team.
IN SUMMARY
Procedural
Management
Inventory
Management
& Control
Asset
Identification &
Bill of Materials
Asset
History
ASSET
MANAGEMENT
DATABASE
Wor Order
Management
Financial
Management
Planning and
Scheduling
Resource
Management
Maintenance management within the New Zealand manufacturing sector is dominated by a traditional, reactive management culture .
In today’s business environment where every dollar and cent spent has to be accounted for and justified, such a culture is no longer
acceptable as this cannot be said to be adding value to the organisation or to the stakeholders of the organisation.
To improve this traditional, reactive culture, a new maintenance management strategy has to be developed and implemented based
on the concept of Business Centred Maintenance. But for this new strategy to be successful and seen as the ‘new way’ of managing
maintenance, a complete culture change is generally re q u i red. And to do this successfully, the maintenance improvement pro c e s s
previously outlined (refer to Figure 6) has to be complimented with a change management process.
The change management process described here is based on the concept of the Change Management Cycle. When the four stages
of this Cycle are combined with the maintenance improvement process, an effective change management framework is available
to guide any manufacturing organisation through a change process which will result in improved overall plant performance.
A change management process to achieve such plant performance improvement is now available for you and your organisation to
make use of.

AUTHOR’S AUTOBIOGRAPHY
Mike Killick (MBA (pending), BE.Mech (Hons), M.IPENZ, M Inst D) is the Principal Adviser at OpEx Management Ltd. Mike has an
Engineering Degree, is a Registered Engineer and a Member of the Institute of Directors and is presenting undertaking a MBA
qualification at the University of Canterbury to assist in the further development of his business management skills and the
development of Business Centred Asset Management.
Mike specialises in the area of Total Asset Management within the industrial manufacturing sector and has consulted to leading
o rganisations within New Zealand. In these roles, Mike has undertaken a number of wide ranging management impro v e m e n t
p rojects that involve a review of the status quo maintenance management systems currently in use. Based on this re v i e w, a
comprehensive management strategy is developed and implemented within the organisation. This strategy acts as the driver for
maintenance excellence to assist the organisation in becoming the most cost effective business within their market sector through
i m p rovements in the overall operational effectiveness and availability of the assets resulting in increased profitability of the
organisation.
REFERENCES
1 Killick, M. (October, 2002) The 4th Generation of Maintenance Management - Forging the Next Frontier in Maintenance.
Annual Maintenance Engineering Symposium 2002
2 Nilakant, Dr. Ven. (September 2004) The Change Management Cycle. Draft Paper, University of Canterbury.
3 Adapted from that presented by Dunn, S. Reinventing the Maintenance Process. A Conference Paper presented at the
Queensland Maintenance Conference.
4 Kotter, John P. (1995) Leading Change: Why Transformation Efforts Fail. Harvard Business Review, March-April 1995
5 Nohria, N., Joyce, W., & Robertson, B. (July 2003) What Really Works. Harvard Business Review, 81(7), 42-55.
6 Katzenbach, J.R., Smith, D.K. (1993) The Wisdom of Teams. Boston, MA: Harvard Business School Press.
7 Brooks, Dr. I. (September 2004) Adopted from MBAD 643 course notes. University of Canterbury.
8 Campbell, John D., (1995) Uptime - Strategies for Excellence in Maintenance Management. Productivity Press, Oregon. (page 90).
Mike Killick - Principal Adviser
Telephone: +64 3 356 0575, Mobile: +64 21 360 830
Email: mike.killick@opex.net.nz Visit our website: www.opex.net.nz
MainPlan
Maintenance Management System
Features include:
• Windows 98/NT/2000/XP Compliant
• Easy to install and use
• Powerful graphical report writer
• LAN and WAN compatible
• Citrix Metaframe certified
• Training and Support throughout
Australia by Dbase Developments
From only $1,100 inc. GST
For a FREE evaluation copy of MainPlan please contact Dbase Developments on 0500 59 59 55, fax this
coupon to 03 9502 0250, send an email to sales@mainplan.com or visit us at www.mainplan.com
Name: ____________________________________ Company:____________________________
Address: ________________________________________________________________________
Phone: _________________ Fax:__________________ Email:__________________________
31
31

32
Are You Familiar With
‘The Law Of
Unintended
Consequences?’
Or Perhaps “Root-Cause-Success Analysis” ?
T
Joel Leonard (USA)
leonard.joel@impactlearning.com
he Law of Unintended Consequences, often cited but rarely defined, says that actions of people - and especially of
government and business management - always have effects that are unanticipated or “unintended.”
In the wake of the Exxon Valdez oil spill in 1989, many coastal states enacted laws placing unlimited liability on tanker operators.
As a result the Royal Dutch/Shell group, one of the world’s biggest oil companies, began hiring independent ships to deliver oil to
the United States instead of using its own 46-tanker fleet. Oil specialists fretted that other reputable shippers would flee and leave
the field to fly-by-night tanker operators. Thus, the probability of spills increased and the likelihood of collecting damages decre a s e d
as a consequence of the new laws.
THE LAW PERVADES MAINTENANCE
Many of the “business improvement” efforts to reduce costs in maintenance are on the verge of sending many companies out of
business or risk departmental implosion. At a time when skilled maintenance re s o u rces are very scarce and getting worse, companies
a re releasing their most experienced personnel with little or no documentation of their past work orders or of key standard operating
procedures. To save costs, many companies have frozen or limited their work force training. In fact many companies, in an effort
to reduce costs, have totally abandoned their apprenticeship programs.
This law even pervades into our spare - p a rts rooms. For example, an ambitious accountant at a Maryland manufacturing plant,
despite the maintenance department’s passionate objections, dictated that no spare parts over $1,000 could be purchased for onhand
inventory. Shortly after this policy was made, the company’s major production line was shut down for three months to wait
for a $1,200 replacement component to arrive from a German manufacturer. That “cost savings” edict resulted in over $900,000 in
lost revenue.
“Life’s biggest tragedy is the sacrifice of tomorrow for the betterment of today.” - Anonymous
Some companies, to reduce costs, eliminated preventive maintenance programs and misuse a popular catch phrase to justify their
decision: “If it ain’t broke, don’t fix it.” Believe it or not, one executive of a major corporation exclaimed, “We don’t have any
emergencies so we really don’t need our PM program.”
As we all acknowledge, many projects are very labor- and cost-intensive. It could be months and perhaps years before a financial
re t u rn can be realized. As the pro j e c t ’s bills accumulate and project enthusiasm begins to wane, many unenlightened managers
move on to adopt the flavor-of-the-month business strategy. Many a CMMS, PM program, TQM, TPM, and RCM initiative have been
abandoned before true results have been achieved.

However, let’s not fear the Law.
“The only man who never makes a mistake is the man who never does anything.” - Theodore Roosevelt.
Inactivity is more dangerous than perf o rming a wrong activity. It is easier to correct a failing department than to build an organization.
MAKING THE LAW WORK FOR US
Terrence O’Hanlon, founder of reliabilityweb.com, states, “What we focus our attention on actually grows.”
As we apply the principles and processes of ro o t - c a u s e - f a i l u re-analysis programs, let’s also apply them to our successes. There f o re ,
as we conduct root-cause-success analysis we will be able to further propagate our successes.
Below are some key questions to help make this law work for you.
• What makes our most profitable equipment profitable?
• What do we do best?
• Why are our best customers happy with us?
• What makes our greatest vendors great?
• What makes our most productive employees productive?
• How did we get management support for that project?
• How have we received operations support in the past?
• What can we do to spread each of these successes?
We also need to document our activities using the Value Formula, Value=Benefits/Costs. Demonstrating to executives the value of
training, spare parts, cost-avoidance initiatives, PM programs, and other key maintenance initiatives will ensure the continuance
of and increased support for these critical maintenance resources.
Level 1, Suite 22, 450 Elizabeth Street, Surry Hills NSW 2010 Australia
www.aptgroup.com.au info@aptgroup.com.au Tel:61 2 9318 0656 Fax: 61 2 9318 0776
33
33

34
D
Thermography In
Maintenance -
Camera & Software
Choice
Dmitri Ishchenko (Australia)
Applied Infrared Sensing
espite the fact that thermography has been used for facility maintenance for more than 30 years and its benefits are well
known, it has become a common maintenance tool only in recent years. Technology advances made thermal imaging cameras more
a ff o rdable for individual companies and consultants, regular thermal imaging is now a standard maintenance and condition monitoring
procedure for electrical installations.
Choosing a thermal imaging system can be a daunting task considering that there are dozens of models available from numerous
manufacturers and the software now plays a far greater role in image processing and report writing than before. The market offers
anything from “entry level” thermal imaging cameras for as little as Aus$6,000 and up to hair-razing Aus$90,000. (Aus $1.75 equals
USA $1.00)
However, that task can be simplified if a prospective user focuses on a few technical parameters important for his or her task and
on general user-friendliness and performance of the camera and software package.
Here is what the sales professionals know but not always explain to you:
Optical resolution is the single most important factor which leads to many temperature measurement errors. In simple terms, a
camera with low optical resolution must be kept very close to the inspected item to measure accurately. Experienced therm o g r a p h e r s
recommend having a square of at least 3 x 3 pixels “within” the tested item. This can be a difficult or impossible task for some lowresolution
cameras.
Figure 1 - Thermography Zoomed Screenshot

Figure 2 - Thermography Software Screenshot
When this rule is not observed there is a risk of reading lower a temperature than it actually is. Such risk increases if an operator
can fit only 2 x 2 pixels and it grows substantially if only one pixel reads the temperature.
Optical resolution is measured in “mrad” and it depends on the number of pixels in the detector and camera lens. Good maintenance
cameras are based on uncooled microbolometric detectors of 320 x 240 pixel size. They should be able to achieve about 1.6 to 1.4
mrad, which means that a projection of one calibrated pixel at 1m is a square with 1.6mm side. (note: figures such as 2.8 mrad mean
lower resolution, not higher).
Smaller detectors produce lower quality images even if the camera interpolates the output to the standard 320 x 240 size. (note:
look out for the word “interpolated” in the camera specifications).
Accuracy. Today, credible manufacturers offer accuracy of +-2 degrees or +- 2 % for maintenance applications. Typically, the high
quality cameras may be more accurate but the specifications usually do not reflect that for many reasons. Claims of +- 1 degree
accuracy should be met with caution.
Thermal resolution or sensitivity. This parameter together with the optical resolution is responsible for image quality. Most good
cameras based on 320 x 240 detector offer thermal resolution (not accuracy!) better than 0.08˚C which is enough to create a nice
and sharp thermal image.
Camera and software user-friendliness. This is a difficult question since people have their own “like” and “dislike” perceptions.
However, for many people a rotating display (camcorder-like) is much more convenient than a built-in one and certainly better than
no display at all. A larger display is generally more convenient than a smaller one.
Camera controls and shortcut buttons for common functions are more convenient when they are on the display. Many hardware
buttons on the camera may be confusing, on the other hand, double or triple button functioning may be annoying.
Te m p e r a t u re ranges. Specifications rarely show how many sub-ranges a camera has in, say, - 20 to 300˚C or - 20 to 500˚C
measurement range. Having less sub-ranges is more convenient, having more sub-ranges would require more frequent switching
between them and sometimes results in difficult to understand images showing a hot spot on black background. Or a good
background shot with white hot area with unreadable temperature.
Manual focusing or automatic focusing. Manual generally works better in the industrial environment and lens ring focusing is
quicker and easier than joystick focusing. Interesting to note that now top of the range camcorders also come with lens ring manual
focusing.
S o f t w a re should be stable, have enough measurement functions and, most important, provide a very good automated re p o rt writing
ability. This part is often neglected when choosing a system package but the report writing generally may take longer time than the
inspection.
When you make your shortlist, remember to check the reputation and the history of the manufacturer. Most good manufacturers
produce very reliable thermal imaging cameras, virtually maintenance free (lens cleaning doesn’t count) and not requiring regular
calibration. Most local agents are generally capable or very simple support but all serious repairs must be done overseas as having
proper repair, testing and calibration facility is too costly to maintain on a local level.
Dmitri Ishchenko works for Applied Infrared Sensing specializing in supplying thermal imaging and infrared equipment. For more
information please visit www.applied-infrared.com.au and choose Thermography section.
35

36
The Case For
Integrated Service
Requirement Planning
Has Already Been
Made - Why Wait?
T
Brian dunks
Global Industry Director EAM, Intentia,
www.intentia.com
he year is 2010. The CEO of a large organization is summing up the findings from a recent strategic review of its operations
for his senior management team. The outcome shows that in hindsight the company could have gained substantially incre a s e d
revenue through areas such as real improvements in operational output, reductions in inventory and increased purchasing power.
So what did our hypothetical CEO find that could have had such a dramatic impact on the business’s operations?
He was considering the impact of integrating maintenance schedule planning into the hub of operational plans. At the heart of such
capabilities are advanced service re q u i rements planning (SRP) engines and the seamless connectivity of these tools to other
organizational business systems.
Some experts maintain that traditional enterprise asset management (EAM) or computerized maintenance management systems
(CMMS) have changed little over the last two decades in the way they calculate maintenance schedules. Even today, many systems
offer little more than a simple calculator that determines when the next scheduled service is due.
SRP engines provide more valuable and accurate information on maintenance demands to all parts of a business - and from a much
l o n g e r- t e rm perspective. Managers (whether in production, finance or warehousing, for example) can forecast depart m e n t a l
maintenance needs many years in advance.
Our futuristic management team considers the potential gains to their business areas:
P roduction - What might have been the case had production planning coordinated operational plans with the preventive maintenance
requirements of the assets? For one, a manager would know far in advance how often and for how long the equipment would need
to operate to complete the production forecast. That information could then have been used to schedule the correct amount of
maintenance re q u i red over the long term. Even if the forecast was not entirely accurate, any maintenance schedules could still
have been automatically updated after the actual production run. This would have increased asset re l i a b i l i t y, and enabled an incre a s e
in production output and lower unit costs.
Warehousing - Similar benefits apply to areas such as inventory control. The business could have used maintenance forecasts to
show planned spare parts demands for one or two years ahead. That information would have been invaluable in optimizing inventory
and reducing overall stockholding. The increase in asset reliability would also mean that spare parts would last longer and there f o re
replenishment costs would also be reduced. Cro s s - re f e rencing in real time between equipment and the inventory would have helped
identify critical parts and ensure that the stocking policy was correct.
Purchasing - Such detailed future planning of spare parts requirements would also have impacted purchasing requirements, such
as supporting renegotiation of supplier agreements that might have helped to achieve greater discounts or establish better terms
such as vendor managed inventory. Moving to a more efficient planned approach for maintenance would also have meant that the
business would face fewer emergency purchase orders and therefore a reduction in the higher charges that they often bring.

Finance - Using such long-term maintenance schedule information and its related costs would be invaluable in automating the
budgeting process. Rather than wasting weeks each year manually preparing budget forecasts, the maintenance system could
p rovide relevant information needed in minutes, not only saving time, but ensuring greater accuracy as well. Budget proposals could
also have been easily updated with additional information as and where needed. Actual cost data would automatically match the
budget format and the two sets of data would make analysis much simpler.
Human Resources - Within HR functions, the same source of cro s s - re f e renced maintenance information could have support e d
i m p roved identification capabilities where certain re s o u rces and skills were re q u i red. The core maintenance team could, for example,
be supplemented with additional resources and skills at peak times, while reducing overtime and contractor spend.
Integration Is Critical
For enterprise application supplier Intentia, the core premise of a modern SRP engine is its ability to be fully and seamlessly integrated
into the heart of a company’s entire back-end business system. Traditionally, most integration of service planning tools into other
business applications such as ERP is carried out post-development - a method that usually results in interfaced solutions rather
than fully integrated ones. This interfacing can lead to complex and costly support and upgrade issues, and often only part i a l
integration.
Intentia decided to turn the entire concept of maintenance planning upside down with a simple, cost-effective approach that makes
full integration achievable at the very outset of systems development.
Intentia maintains that, from a planning perspective, there is actually little difference between the processes of making a product
and maintaining an asset. Both require parts and materials; both have tools and labor considerations. So when looking to build a
world-class EAM solution with advanced planning capabilities, why reinvent the wheel by developing an entirely new serv i c e
planning engine from scratch when the building blocks of materials requirements planning (MRP) are already there?
Why Reinvent the Wheel? Integration at the Grass Roots Level
Instead of wasting the many years of eff o rt it took many institutes and designers to create advanced (MRP) concepts, Intentia used
MRP as the foundation for its SRP engine. By copying directly from its existing MRP solution, Intentia created immediate synerg i e s ,
using a platform that encompassed the same principles and advanced algorithms as those applications that control other operational
functions within the business. This approach makes integration a much simpler matter. Intentia’s SRP engine quickly became the
advanced maintenance-derived sister of Intentia’s MRP solution.
The ramifications of fully integrated SRP are enormous. In short:
• The planning capabilities, levels of integration and stability are far superior to those found within typical EAM solutions.
• Full integration from the outset ensures zero duplication of data across the business.
• Using the MRP engine as the base platform provides significant functional advantages, such as advanced spare parts and
tools requirement calculations, and integration to manufacturing and operational planning.
• It offers automatic identification and updates of short- and long-term planning changes.
• Effective integration increases visibility for departmental managers of those planning changes that can affect various
operational areas within an organization.
Let’s go back to the example of maintenance across production assets. Firstly, the SRP engine is input with information as to when
maintenance schedules for assets are likely to be required. Using its tight integration to the rest of the business system, the SRP
framework examines future manufacturing re q u i rements and automatically calculates the length of operational time each asset
will need to complete the planned orders. From that information, the system automatically creates the scheduled maintenance
forecast.
Even if the forecast changes (for instance, if an asset ends up operating for less time than expected), the SRP engine can step in
to automatically reschedule maintenance plans for both its next and all future service occurrences. It will automatically update
inventory plans in another area of the business to provide the team with immediate visibility of the latest forecast. Any purchase
p roposals generated as part of the original plan can also automatically be removed where the inventory no longer re q u i re s
replenishment. And managers can reassess labor requirements, canceling or redeploying internal resources as necessary.
This ensures that should forecasts change, an original service plan is not necessarily retained - doing so could result in equipment
services being carried out too early, thus wasting precious resources.
SRP is also clever enough not to touch certain types of maintenance, such as legal and statutory inspections. These are required
irrespective of the equipment usage, and in fact can even change the status of the equipment if it is not inspected on time.
I n t e n t i a ’s ground-up fully integrated approach to SRP is what puts the real power of knowledge into the hands of not only maintenance
managers, but managers across the entire business. With tight correlation of information into business functions across the board,
SRP becomes a tool for the entire company, opening up benefits for all operational areas as well as for maintenance teams.
Don’t wait until 2010 to find out what in available today.
37

40
Improving The Performance Of
Chris Eckert
President, Apollo Associated Services, Ltd. (www.apollorca.com - ceckert@apollorca.com)
T
Your Root Cause Analysis
o d a y, most organizations utilize Root Cause Analysis (RCA) to solve problems, however the results often disappoint.
R o u t i n e l y, RCA’s rely on overly simplistic approaches which lead to categorical solutions such as “Re-train”, or “Create new
p ro c e d u re”. While common, these solutions are rarely effective at eliminating problems because they fail to address the underlying
causes of the problem. An effective RCA method must identify the cause and effect relationships present within the organization’s
human, physical and technical assets before effective solutions can be found. A well organized RCA Program is also needed to
support and sustain the use of RCA within the organization. An effective RCA Program must include a training strategy, definition
of roles and responsibilities, written program goals, written threshold criteria, a consistent software tool for re p o rting, and an
effectiveness feedback loop (metrics).
This paper shall review the elements of an effective RCA method and will describe the necessary attributes for an effective RCA
program. Important questions such as: “How do I develop an effective RCA Program?”, “Where do I apply RCA in my facility?”,
“How do I get my workforce engaged in RCA?” and “How do I measure and demonstrate the results of my RCA’s?” will also be
addressed.
In order to improve the performance of your existing RCA program, there are two primary areas to examine: 1) The RCA method
in use, and 2) The organization and structure of your RCA program. In this paper, I will share some commonly observed problems
with RCA as applied today, provide an overview of the important elements needed for a sound RCA method, and I will briefly describe
the key elements required for a healthy RCA program.
Pitfalls of Problem Solving Today
There are several pitfalls commonly encountered that prevent individuals and organizations from finding effective solutions to their
problems. It is essential to recognize and avoid these common problems in order to avoid repeat failures. These pitfalls include:
o Reliance on Rule-based solutions
o Ignoring Problem Definition
o Incomplete Analysis due to Ineffective Forms and Checklists
o Telling Stories
Heavy Reliance on Rule-Based Solutions
To ensure a thorough and accurate analysis of a problem, everyone participating in or facilitating an incident should understand
that most problems are the result of event-based scenarios. For these situations, rule-based solutions are rarely effective, even
though they continue to be popular choices.
Event-based problems are better defined and ultimately solved when the principle of cause and effect is understood. Examples of
event-based problems include: “Which route should I take to work in the mornings?", “How do we improve the reliability of this
system?", or “How do we reduce safety incidents?” For these questions/problems, we find that there are no single "right" answers,
but many possible solutions--some better than others. The best solution depends upon multiple factors but at a minimum, the solution
must control and eliminate one or more causes.
Rule-based solutions are normally developed after a failure and are intended to govern the actions of all people on that task in the
f u t u re. While rules are needed and valuable, and some rule-based solutions are quite effective, many are ill conceived and
ineffective. Commonly, the rule-based solutions do not attack or eliminate any causes of the problem; instead, they unknowingly
establish new restrictions that will generally create an entirely new set of problems.
Rule-based solutions, although common, fail to address conditional causes and normally attempt only to control the actions of
people. Because the individual creating the rule normally only considers the actions they perceive as the cause, while failing to
anticipate the other outside influences that are always coming into play, their solution may work for the problem that was just
encountered, however it will normally impose undue barriers for all other situations, eventually leading to disregard for the rule.
Ignore Problem Definition
(RCA) Program
We are typically so focused on providing solutions that we ignore an important step - properly defining the problem.

When you have been called into an emergency problem-solving meeting, what is the first thing the group typically talks about?
N o rm a l l y, it is solutions. Ty p i c a l l y, when trying to solve a problem, people jump to solutions before taking the time to fully understand
the problem. They believe that the problems we are trying to solve are obvious and that everyone sees them just as we do, which
is rarely the case. A clear problem definition is re q u i red if we are going to arrive at effective solutions. The first step of RCA, a
clear problem definition, will be outlined later in this paper.
Incomplete Analysis with Forms and Checklists
Filling out report forms can be useful for capturing important information, but it is not an analysis. A thorough analysis requires a
clear understanding of the cause and effect relationships. By checking boxes on a re p o rt form, we make overly simplistic
generalizations, or categorizations, of the problem.
Categorization is a very common approach to classifying root causes, however it is of limited value because of the difficultly in identifying
a specific solution to remedy the problem. Examples of categorization include: “Human Error”, “Training not Followed” or “Less than
Adequate Communications”. It is common that solutions such as “Re-train”, or “Re-communicate” are outcomes of these categorized
re p o rts. As we have all seen, these types of solutions are rarely effective because they do not address specific causes.
Only by identifying the causes can we develop specific solutions that will break the causal chain. While we don’t want to eliminate
report forms, we must ensure that we perform an analysis of the problem.
Telling Stories
Today most incidents are documented as a narrative or story. This characteristic is so pervasive that it is initially difficult to re c o g n i z e
as a pitfall. A story or narrative is a sequence of events that is meant to convey what happened in an incident or event. The story
can be an important first step in gathering information, but it must be followed by an analysis that identifies the cause and effect
relationships. While stories can reveal some causes of the problem, typically only the action causes are discussed and the
conditional causes are ignored. As we have seen over the years, conditional causes represent approximately 75% of the causes
found in a thorough analysis. By ignoring the majority of the causes, we limit our solution set to things that attempt to contro l
people’s actions, which can be difficult. Again, the solutions “Re-train” and “Re-communicate” are common in RCA’s laden with
storytelling because if all that is being shared are action causes, it follows that the solutions will need to be action based.
The RCA Process
We can avoid these pitfalls by adhering to a consistent and disciplined approach to RCA. Root Cause Analysis (RCA) is a systematic
approach to identifying the cause and effect relationships of a problem and acting upon these causes to prevent that problem from
TIME TO REVIEW MAINTENANCE STRATEGIES
AND/OR OPTIMISE CURRENT PRACTICE ?
The Australian owned and developed RCM Turbo methodology is the choice of organisations world wide for
the development and review of optimised, RCM based maintenance schedules.
From nuclear power plants to pet food processing operations, the principles of RCM are applied using RCM
T u r b o to the generation of maintenance regimes that lead to minimisation of failure consequences, while
striking the optimal balance between equipment reliability expectations and total annualised cost. RCM T u r b o
re p resents a powerful decision support platform while leaving a detailed audit trail of the basis for all
assumptions.
At the same time, the issue of spare parts required to sustain the maintenance practice is an important one.
The Spares Optimisation System (SOS) continues to address this in a unique manner. A criticality assessment
is applied to establish the importance of a spare to continued plant re l i a b i l i t y. This priority outcome is convert e d
to a recommended max/min holding, taking into account economic order quantity and safety stock calculations.
A cost/risk analysis is also applied to expensive items or capital/insurance spares. Advanced 'What if ?'
exploration capabilities enhance decision making in SOS.
Both RCM Turbo and SOS will deliver substantial and measurable business improvement.
Call Strategic for an on site presentation.
Detailed information on both these methodologies can be downloaded from Strategic's web site
www.strategicorp.com
Strategic Corporate Assessment Systems Pty Ltd
PO Box 427, Heidelberg 3084
Phone: 03 9455 2211
41

42
re c u rring. Understanding the cause and effect relationships in a problem is the essence of the Apollo RCA process. The Apollo
RCA process consists of four basic steps (A summary of the Apollo RCA process is provided in Appendix 1 of this document.)
Step 1 Define the Problem
Step 2 Create the Cause & Effect Chart
Step 3 Identify Effective Solutions
Step 4 Implement
Figure 1 Apollo RCA Steps
Step 1. Define the Problem
A clear problem definition is extremely important for capturing the specifics of an incident within the context of the goals and
objectives. People have different points of view about a problem and all perspectives should be incorporated.
Any problem, incident or undesirable event is defined as the gap between the goal (desired) and the actual condition. Problems
should always be defined within the context of the organization's overall goals and objectives. Production people tend to see a
p roblem diff e rently than the maintenance people or the sales people. It is really not an issue of one group being "right" and the
other groups being "wrong," though this perception sometimes exists. Everyone has a different way of looking at the problem and
we must accommodate those differences to take advantage of the expertise represented by each function. It is important to have
specialists within an organization posessing different points of view. Incorporating different perspectives in the problem definition
step establishes a more comprehensive problem statement. The group must reach a common understanding of the problem before
they can begin the analysis.
Capturing the timing and location of a problem is also very important. We need to know not only the date and time of an incident,
but the status or relative timing with respect to the other things occurring at the time. It's important to know that a particular incident
occurred during start-up, during rate increases or 5 days after a new carrier was assigned.
The last and most important part of a properly defined problem is its significance. The significance section helps define priorities
within an organization by quantifying the impact of the event on the goals of the organization. Areas to consider in significance
a re: safety and environmental impact (expressed in chemical types, amounts and where it went), lost revenue (expressed in $$),
downtime (expressed in lost pounds/kg of production), customer service lapses, re g u l a t o ry failures (which regulation was violated),
out-of-pocket costs ($$), and so on. The significance section should be divided into sub-categories that reflect the overall goals
and objectives of the organization.
Besides clarifying the magnitude of the event, the significance will determine: 1) The appropriate solution spending, and 2) The
amount of time to be allocated to the analysis. If the quantified losses are not significant, an analysis may not even be warranted.
By defining the problem and quantifying the significance, you understand the appropriate resources to dedicate towards solving
the problem as well as establish the starting point for the cause and effect chart.
Step 2. Create Cause and Effect Chart
The Apollo Cause and Effect Chart is where a problem is broken into its individual causes by asking "why". The cause and effect
c h a rt is a powerful communication tool and provides a "visual dialogue" of the problem. The chart simplifies complex issues by
b reaking them into individual cause and effect relationships while still illustrating the connectivity. The cause and effect chart
f o rces participants to abandon story telling by focusing them on the causes of a problem. Causes take the form of actions or
conditions. Typically, there are at least two causes for each effect--one action and one or more conditions. People are very good
at identifying action causes but often need help seeing the conditional causes.
Let’s consider a simple example. Say your operator is carrying a glass sample bottle which falls from their hand and breaks. You
would like to solve the problem of the broken sample bottle. When I present this example to people and then ask “What caused the
bottle to break?”, over 90% of the answers are “dropped”. While this is correct, there are a total of 5 causes at a very basic level
and “dropped” happens to be the only action cause. All 5 causes must exist for the bottle to break. The remaining causes are all
conditional causes, yet rarely does anyone speak of a condition. When I then ask the same people, “What would your solution be
to this problem?”, most answer “Tell the operator to be more careful”, or “Stress the importance of handling glass containers
c a re f u l l y.” In the many years previously spent in the chemical industry, I had never encountered any operators who were knowingly
careless with glass sample bottles, or who weren’t aware of the fragile nature of glass. Yet, we continue to commonly see these
types of solutions even though we know that they are of little value.
Did you determine the other four causes? Most people have to think harder to identify the conditional causes because our brains
are programmed to see action causes while we tend to ignore conditions.
The basic causal set is:
Caused By
Broken sample bottle
Dropped (A)
Glass container (C)
Hard floor (C)
Distance of fall (C)
Gravity (C)

N o w, lets explore another interesting facet. Except for the action cause of “dropped”, pick any one of the other 4 conditional causes
and think of a solution that will eliminate that cause. What happens? If you eliminate any one of the 4 conditional causes, you will
see that this has exactly the same end result as eliminating the action cause of “dropped”----the effect of “Broken Sample bottle”
will not occur.
In the same example, while we can’t do much about “gravity”, we can eliminate or control the other conditional causes. Many
chemical companies have solved the conditional cause of “Hard Surface” by installing FRP grating under the sample point, which
is the highest probability location for the bottle to be dropped. They also solve on “Glass container”. While glass is an ideal sample
container for most chemicals and they desire to stick with it, they utilize thick rubber casings that protect the bottle from breakage
if it falls. Other solutions include utilizing non-breakable sample containers, or completely eliminating the glass container and
switching to on-line analyzers. (Of course, this isn’t economically feasible for all situations, but you can see that focusing on
conditional causes opens up many new and different possibilities for solutions that may not have been as apparent before.)
The interesting fact about this situation is that when we fail to identify the conditional causes, we miss out on some of the most
creative and effective solutions.
Evidence
All causes should be supported with evidence. If there is no evidence to support a cause, it must be identified with a question mark
(?). Question marks in an investigation are valuable because they point out missing information. A question mark on a cause and
effect chart is an action item to collect more information and it is also a warning flag for solutions. Normally, solutions should not
be attached to questionable causes because if the cause turns out to be invalid, any solution that was designed to eliminate the
cause will have no impact on eliminating the overall problem.
While common, overly simplistic approaches to cause and effect charts, such as the “5-why’s”, limit the exploration of cause and accord i n g l y
limit the availability of the creative and low cost solutions. A properly developed cause and effect chart frequently reveals solutions that
cost little to no money out of pocket. So the additional time spent developing 30 or more causes will pay off many times over in most situations.
The exercise of formulating the cause and effect chart is typically best completed by a group of 3-6 people re p resenting the disciplines
involved in the incident. A group may need from 1/2 hour to 4 hours to develop the cause and effect chart; 1 to 2 hours is common.
As the significance of the problem increases, so should the time allocated to building the cause and effect chart.
Auckland - 4th & 5th, July, 2005
Christchurch - 7th & 8th, July, 2005
Gladstone - 8th & 9th, August, 2005
Newcastle - 10th & 11th, August, 2005
Melbourne - 6th & 7th, Sept, 2005
Reliability Week:
Gold Coast - 26th to 30th, Sept, 2005
43
43

44
Step 3. Identify Effective Solutions
An accurate cause and effect chart must be developed before we can identify effective solutions. The cause and effect chart is
the stru c t u re from which we develop solutions. Solutions solve problems because they control specific causes and break the causal
chain, thus preventing the problem from recurring. For this reason, the chart is our starting point for identifying possible solutions.
Effective solutions are the result of two distinct steps. First we identify possible solutions for each individual cause on the chart.
The second step is to evaluate all of the possible solutions against the three solution criteria:
1. Does this solution prevent recurrence of the problem, while not creating new problems?
2. Is this solution within our control?
3 . Does this solution meet our goals and objectives? In other words provide positive payback while not compromising other goals.
We often eliminate good ideas too early by disqualifying possible solutions as impractical or impossible. We must resist the
temptation to judge solutions until they are fully explored. First, brainstorm all possible solutions and then eliminate the solutions
that fail to meet the solutions criteria. The evaluation should include consideration of life cycle costs and ease of implementation
versus benefit analysis
Step 4. Implementation
The first three steps of an RCA are wasted if the implementation is not completed. Following up on the specific solutions to ensure
that they have been completed is only one part of the implementation. There should also be validation of the solutions. If a solution
is found to be ineffective, the RCA should be re-opened and updated to incorporate the new learning that may have been pre v i o u s l y
unknown. New, or modified solutions may be needed to eliminate the new causes.
Implementation also includes the write-up of the incident and archival for future re f e rence. Communicating successes, lessons
learned and areas for improvement is an important and valued activity within any successful organization, department or facility.
After you begin utilizing RCA, you will begin to uncover the systemic causes deeper in your chart. Because these systemic causes
drive many of the decisions made in your organization, elimination of just one systemic cause will make a major contribution to
proactively eliminating problems yet to be encountered.
The four steps of Apollo RCA are a time and industry proven problem-solving tool. RCA is an integral element of today’s org a n i z a t i o n a l
discipline because the defect intolerance mindset it fosters will drive the culture change that is needed. By attacking and analyzing
p roblems when they occur, we inevitably uncover and eliminate the same systemic and common causes that will be present in
major incidents, thus facilitating a transition into prevention.
The RCA Program
Effective approaches for starting and sustaining an RCA program
In its most basic form, an effective RCA program consists of:
1) RCA policy
2) A training strategy
3) Software for consistent reporting
4) An action tracking system,
5) Metrics tracking
A Clearly Defined RCA Policy
An RCA policy is a written document that clearly defines the intentions of your RCA program and should contain:
o The goals of the RCA program
o Threshold criteria
o Roles and responsibilities
Once completed, the RCA policy should be communicated throughout the organization at the start of the program roll-out.
Program Goals
It is important that everyone in the organization understand why the RCA program is being implemented. A single paragraph is
normally sufficient to express the goals.
For example,
The ACME Tool Company RCA Program goals are:
o Reduce costs by $550M/yr
o Increase capacity by 30% by 2007
o Reduce emissions by 400K lbs/yr
o Improve Asset Utilization by 10%
o

egin to reduce the number of incidents exceeding your threshold criteria through effective use of RCA, you can continue to lower
the threshold values until you reach the point of diminishing returns.
By having and communicating the threshold criteria to the organization, the trained facilitators in your organization will know when
they are expected to organize and lead an RCA without having to be told.
The threshold criteria need to be specific and quantified. Considerations should be given to:
• Safety • Environmental releases/reportables
• Revenue Impacts including production and sales losses
• Excessive out of pocket costs including maintenance, cleanup and disposal, repair, overtime, insurance, fines, etc.
• Supply chain deviations such as missed shipments • Product Quality problems • Failures of Critical Equipment
• Failures of equipment/devices on the “bad actor” list • Regulatory violations
The leadership team should be actively involved in establishing the threshold criteria for the area.
Shown below is the suggested format for assembling and communicating your threshold criteria; in other words, when you expect
your organization to perf o rm an RCA. (Note: The values and categories used below are for illustration purposes only. The categories
and values should be adapted to reflect the goals of your organization)
Start Here
Yes
Assemble Team
Conduct RCA
Implement C/A
Incident
OSHA
Recordable?
Monitor Results &
Measure
Yes
Safety
No
No
Results
Acceptable?
Defining Roles and Responsibilities
Release or
Outside
Complaint?
Environmental
Yes
Yes
No
>$30K Profit Loss?
Yes
Example Threshold Criteria
Revenue
An effective RCA program must have defined roles and responsibilities established for those involved. In the absence of well defined
roles, employees assume that when an RCA is to be conducted, even after they have been trained, the boss will come tell me to do
it. The boss on the other hand assumes that it is obvious that an RCA needs to be completed and expects one of the employees to
lead it. In this common scenario, normally nothing gets done and problems continue.
It will be important for the RCA program to have a champion. The champion should be well versed in the RCA process and will
i n t e rface with the business units and/or functional groups to develop the implementation plans, threshold criteria, etc. The pro g r a m
champion will normally lead the development and deployment of the entire RCA program and will have oversight for all aspects of
the program. The program champion will normally establish the initial communication to the organization regarding: 1) The goals
of the RCA program, 2) Threshold criteria that will be followed, 3) Roles and responsibilities and 4) Reporting and action tracking.
No
>$10K Expense?
Share results &
Continue monitoring
Yes
Cost
No
Customer
Complaint?
Customer Service
Yes
No
Freq.
>4 occurrances
Per year?
No
No RCA required
45

46
Because most RCA’s are completed by small, multi-disciplined teams with participants who possess information, expertise, or
experience in one or more aspects of the problem, a team facilitator is needed. Typically, there is one facilitator/team (excepting
in significant failures whereby two facilitators are common) and multiple participants. The facilitators need to clearly understand
who they are and the threshold events they need to be watching for.
The RCA facilitator is responsible for assuring that the RCA report is completed and is communicated to the appropriate personnel,
including local management, sister plants and the business team. The facilitator should also assure that all parties have completed
their actions as planned.
The participants in the RCA team are responsible for bringing the data, facts and evidence needed to develop a sound analysis.
The role of the area leadership is to provide support for the program champion as well as provide the resources needed to conduct
the analysis and implement the solutions. Having managers request cause and effect charts for unplanned failures, pro d u c t i o n
losses or incidents is a great way to begin institutionalization of RCA.
The RCA team should be staffed with the personnel who have direct knowledge of the incident, but at no time should the team
consist of greater than 10 members. In the case of significant events where greater than 10 participants are appropriate, the use
of a “core-team” and “sub-teams” is recommended.
Training Strategy
B e f o re you begin your RCA program, you will need a targeted training plan. Ty p i c a l l y, managers who will not be involved in the
process, except for providing resources or support, should receive overview training on the deliverables of the process, what they
should expect to see and the support they will need to provide. This overview can typically be accomplished in 4 hours or less.
P a rticipants in the RCA process need a deeper level of understanding in the process than do the managers. They need to fully
understand problem definition, the principles of cause and effect, and solution identification. This can typically be accomplished
with 1 day of training.
Facilitators of an RCA need a full understanding of the RCA method, in addition to facilitation experience. This skill level requires
a minimum of 2 days of training so that practical examples can be completed and hands-on facilitation practice can be obtained.
The program champion should obtain the facilitator training and 1 to 2 additional days training/mentoring on the assembly, roll out
and continual improvement of the RCA program.
Software
S o f t w a re can be a valuable tool for assuring the consistency and quality of the RCA’s, not to mention aid in expediting the development
of the final report. There are many packaged software solutions available, such as Apollo’s Reality Charting, or you may opt to
utilize something more basic such as a Microsoft® product. There are limitless options.
Some things to keep in mind when selecting RCA software:
1. Ability of the software to support the users by reinforcing the rules of the RCA method being applied. People tend to revert to
bad habits - don’t let them backslide because your software doesn’t include a methodological safety net. A program that
incorporates wizards and rules that reinforce the RCA method will normally pay for itself the first time used through a more
thorough analysis with more effective solutions.
2. Simplicity. Choose a package that minimizes the time spent on drawing boxes and lines and maximizes the time spent on
entering causes and evidence. Also look for a package that develops the final report in real time as the RCA is being input -
another time saving element.
3. Choose a package with an open architecture, especially if you plan to utilize a site, or enterprise server- based application.
As frequently as IT operating environments change these days, you will need a flexible package that can interface with a
variety of enterprise resource planning modules, action tracking systems and other plug-ins. The best RCA software solutions
available today are web-browser based. Browser-based applications can run from any location around the world as long as
internet access is available. Browser-based applications require less work and programming from your IT department and
are generally their preference as compared to conventional server versions. This means quicker implementation and less red
tape for you.
Corrective Actions (Solutions) Tracking
In order to assure that the necessary actions intended to prevent the re c u rrence of a failure are completed, an action tracking system
is necessary. The facilitator is responsible for assuring all corrective actions have been completed on time. Ideally, the CA tracking
system should have the capability to store the completed RCA as well as provide automated e-mail notices of actions that are due.
Performance and Pay-back metrics
Besides following up to assure all actions and solutions are implemented, a check of the effectiveness of the solutions should be
made 6 months to one year after the solutions have been implemented. If the follow-up data does not show the desired impro v e m e n t ,
the RCA should be re-opened and the deviations analyzed. A follow-up re p o rt should be issued to explain the deviations and describe
the new actions that will prevent recurrence. Since the report includes a cause and effect diagram, it is very easy to re-familiarize
ourselves with the details of the event even though a year or more may have passed.
An important activity within the RCA program is monitoring and re p o rting the payback of the RCA’s. Simplicity is the key to this
activity. If you make the payback calculation too cumbersome, it won’t be completed.

We recommend this simple approach:
ROI =
Savings
(Cost of solutions + RCA)
where:
Savings = (Cost of problem before RCA - Cost of problem after RCA solutions were implemented)
Typically, this activity simply looks at the magnitude of the losses (lost value/incident multiplied by the frequency of the incidents.)
before the implementation of the solutions versus after the implementation of the solutions. All the loss data should come directly
from the Problem Definition Significance section that has already been completed.
The follow-up data for the implemented solutions should be taken approximately 6 months to one year after the last solution has
been implemented in order to allow enough “soak time”. This is necessary to assure that the solutions are effective after the
p roblem leaves the radar screen. It is routine to see ROI numbers in the range of 500%, or greater within one year after the solutions
were implemented when an effective RCA method is used.
Based on data from approximately 100 Apollo RCA’s in industry, the average value (net) returned from each RCA was $17,000/year
per RCA. In a typical manufacturing environment, it is common that one facilitator applying RCA on multiple problems can easily
achieve $250,000/year of added value by permanently eliminating problems.
In some cases, this savings number can be substantial--one systemic problem that was solved in a plant resulted in an annual
added value (pure profit) of approximately $1,000,000/year. The problem had existed for seven years and had never been solved
until the RCA was completed.
N o rm a l l y, when RCA’s are applied to systemic problems, the payback occurs EVERY year through the life of the solution and
consequently, the overall payback greatly exceeds a one year payback value.
How do I get my RCA Program started?
The hardest part of any journey is the first step. Implementing an RCA program is no different. However, with a little training and
support, an RCA program can be implemented within weeks or months of the decision.
Successful programs typically follow these initial steps:
1)Establish leadership support
2)Identify a champion facilitator
3)Develop written RCA Program Plan, which includes: A) Program goals, B) Threshold Criteria, C) Roles and Responsibilities,
and D) Rollout and training plan
4)Communicate the RCA Program Plan
5) Begin initial training with priority on the managers, facilitators and program champion.
6)Identify an incident that exceeds the RCA Policy trigger
7)Begin conducting RCA’s with the facilitator leading the RCA according to the RCA process
8)The facilitator documents and distributes the report.
9)Develop more facilitators to handle the workload.
10)Monitor payback metrics - adjust threshold criteria if needed.
WANTED
Do you have something to say about maintenance?
Is your company engaged in maintenance activities that may be of interest to our readers?
We need your articles and news
For Information on contributing articles or news visit our web site at:
www.maintenancejournal.com
47

48
In your early planning, remember that it usually takes 3-4 RCA’s before the facilitator becomes comfortable and confident. This is
the phase where management support is most needed. A few encouraging words from the manager on the facilitator’s first few
R C A’s can provide valuable and needed re i n f o rcement that will result in a facilitator who is willing to take on larger problems. Once
a facilitator develops the confidence in both themselves and the process, little management support is needed beyond this.
It may be necessary for the Program Champion to provide mentoring to the new facilitators until they develop the skills needed. As
the results of the RCA’s become visible, the program champion will be able to determine what, if any, additional coaching and
mentoring is needed. Over the long term, the facilitators should be expected to monitor for threshold events in their area and act
independently to pull their RCA team together to analyze the event, implement the solutions and communicate the findings via the
RCA report.
What are the RCA priorities in my facility?
No matter what business we are in, finding problems that cause excessive expenditures, production delays or customer serv i c e
failures is not difficult. The problem is finding the time to tackle them. In order to determine the right time to apply RCA, you need
to have a general idea of the significance of the incident. Once you understand the significance, whether it is $500,000 lost profit,
or a broken leg, you should compare that to your "RCA threshold criteria policy" that clarifies when an RCA should be conducted.
How do I engage my workforce in my RCA program?
A common barrier for RCA program deployment is overcoming the general lack of trust existing in the workforce. Without the trust
of the workforce, people will not provide the causes needed to develop effective solutions; rather they will withhold critical
information in order to protect themselves or their co-workers.
There are several ways, among many, to overcome this lack of trust. The most effective way is to demonstrate your unwavering
commitment to finding effective solutions and not punishing. One way this can be accomplished is by attacking a problem laden
with human causes and assuring the final solutions target causes, even if those causes are human causes while not assigning
blame. It may take several months of repetition at this before people are willing to open their minds and accept that things are
different, someone is going to listen to me and I’m not going to get blamed.
One thing to remember is that if your solutions are going to tackling human issues, you must address the underlying causes that
are driving the human issues if you are to be effective. Because humans can be extremely variable, frequently the most effective
solutions attack conditional causes. When a conditional cause, necessary for the problem to exist, is eliminated, the problem is
solved regardless of what the people do from then on.
Other suggestions for over-coming the trust barrier include:
1) Demonstrate your commitment to your employees by investing in their capabilities through training. Effective RCA training will
reveal that blame and punishment are not effective solutions. (Note: there are times when discipline is appropriate as in cases of
willful violation and malicious intent, however as much as we would like to believe, these situations do not occur that frequently.),
2) Initially, if you are getting resistance, rather than tackling problems that exceed your threshold criteria, begin by analyzing pro b l e m s
that are “hot button” issues or otherwise important to the untrusting workers. By doing so they will be engaged in the process, will
have a vested interest in contributing and will buy into the solutions. Within 2 or 3 RCA’s, you will see their trust increase.
3) Establish the “What’s in it for me?” A key to engaging any employee in the RCA program is making a business connection between
their job and the bottom line. This is revealed in the "significance" section of Problem Definition. Employees see how their efforts
can work to reduce or eliminate the losses and they also gain a new appreciation for the total impact that problems have in the
o rganization. Furt h e r, they can see “What’s in it for me” by being able to quantify and track the value of their eff o rts to management.
For those employees who are not motivated when they see how their problem solving efforts contribute to the business success,
informal recognition, when attached to the RCA team’s efforts may do the trick. It could be as simple as verbal recognition of the
RCA team at a tail gate meeting, or it could be through a more formal method such as a memo. There are many ways to recognize
e m p l o y e e ’s contributions to the RCA program, without issuing monetary re w a rds, that are just a meaningful. The key is to re c o g n i z e
the behaviors you would like to see continued.
How do I keep my RCA program vibrant and evergreen?
Value drives the RCA process. When people see how they add value to the bottom line of the business, they create the energy and
enthusiasm to maintain the program. If the participants are being recognized and re w a rded for eliminating the defects in their
processes through RCA, and the successes of the RCA’s are visible, they will continue its use.
Another key element to sustaining the program is for the area manager to provide feedback on the process both positive and
constructive. If results are not being obtained, the causes need to be investigated and course corrections should be made quickly.
If results are being obtained, the occasional support statement or recognition can be a powerful reinforcement to keep the energy
high.
What benefits can you expect from RCA?
The benefits you should expect after implementation of an RCA program include:
o Elimination of Waste
o Improved Analysis
o Clear & Concise Reports
o Establishing a Prevention Culture
o Improved Cross-functional teamwork

o Improved Understanding of problems, others roles and other functions
o Improved Communication by Reducing Story Telling
o Reactive to Proactive transition
Becoming Proactive
While RCA is viewed by many as primarily a reactive tool, it becomes a proactive tool when applied pro p e r l y. For example, consider
a premature gearbox failure due to poor lubricant because no oil analysis was in place to monitor oil quality. Subsequently, foreign
particles contaminated the oil and resulted in premature wear. If it is further discovered that there was no oil analysis program to
detect contamination, one of the corrective actions from this RCA should be to implement an oil analysis program for all critical
equipment at the site. In this situation, many other pieces of equipment will be proactively addressed as a result of the findings
from just one RCA.
Close
The key to an effective RCA is to assure that: 1) The problem is defined, 2) The analysis breaks down a problem into its individual
causes, both actions and conditions, and documents them on a cause and effect chart, and 3) Solutions attack and eliminate the
causes. The key is for people to think about the causes and resist the temptation to blindly accept that “stuff happens”.
Once the RCA method is understood within an organization, the RCA program will serve as the foundation to support the RCA pro c e s s .
Defining the RCA program goals, roles and responsibilities, training strategy, threshold criteria, action tracking system and
effectiveness metrics will be the first step towards assuring the success of the program.
APPENDIX 1 - APOLLO RCA PROCESS SUMMARY
Step I. Define the Problem
• What: Primary Effect - What you want to prevent from occurring.
• When: Date? Time? Status?
• Where: Physical Location? Process Location?
• Significance
Safety: Injuries? Potential?
Environmental: Regulations? Spills? Potential?
Revenue Pounds? Rates? Delay? Hours? Quality? Dollars?
Customer Service Delay? Customer Satisfaction?
Cost: Materials? Labor? Dollars?
Frequency: Occurrences? Timeframe?
Step II. Create an Apollo Cause & Effect Chart
Primary Effect
EVIDENCE
• For Every Effect Ask “Why?”
• Look for Causes in Actions & Conditions
• Connect Causes with “Caused By” (CB)
• Support Causes With Evidence or Use a “?”
Step III. Identify Effective Solutions
Challenge Each Cause, Offer Possible Solutions & Be Creative
The Best Solutions Must:
• Prevent Recurrence
• Be Within Your Control
• Meet Your Goals and Objectives
Step IV. Implement the Best Solutions
Table & Track the Corrective Actions
CB CB
Cause/Effect
EVIDENCE
CB
Cause/Effect Cause/Effect
EVIDENCE EVIDENCE
CB
Cause/Effect Cause/Effect
EVIDENCE EVIDENCE
Causes Solution / Corrective Actions Name Date
Cause/Effect
EVIDENCE
49

50
A
Automated Bearing
Wear Detection
Alan Friedman
DLI Engineering
bstract: The following paper will describe a methodology for automatically detecting and diagnosing rolling
element bearing wear. The techniques involved have been proven in over 15 years of use in a huge variety of environments,
machine types and applications. The techniques involved in diagnosing bearing wear will be described in detail and supported by
a set of example graphs and an annotated diagnostic report.
Introduction: Rolling element bearing wear will create a variety of different patterns in spectral data depending on the
geometry of the bearing, the type and degree of wear, and the operating condition of the machine. Therefore, an automated
diagnostic system approach to bearing wear detection must be capable of interpreting a huge array of spectral patterns and
differentiating bearing wear from other machine faults or external causes. Although knowledge of the bearing geometry may be
useful in calculating expected fault frequencies, a versatile diagnostic system should be able to detect bearing wear without
requiring this information. Both of these requirements have been met in this system.
Summary of Techniques: The automated bearing wear detection algorithms combine a number of well proven
techniques to detect and confirm the presence of bearing defects. These include:
• Data normalization
• Automated spectral peak extraction
• Cepstrum analysis
• Noise floor calculation
• Bearing wear logical rules
• Demodulation.
Each of these concepts will be reviewed and explained in the following document with respect to its contribution to automating the
detection of rolling element bearing wear.
Data Normalization: Because bearing tones in a vibration spectrum are non-synchronous, in other words, they are
not integer multiples of shaft speed, the first order of business is to determine shaft speed and exclude peaks that are
synchronous. This is accomplished by an automated data normalization routine. If actual shaft speed is known via a tachometer,
manual input or other mechanism, the algorithm will simply use this value. If the shaft speed is not known, which is typical in
variable frequency drives, the algorithm will search for a peak at the nominal machine speed plus or minus a percentage window
set by the user. Up to ten user-defined forcing frequencies are also used by the normalization routine. The forcing frequencies
help determine the pattern of the expected spectrum and the algorithm can successfully match the pattern even if some peaks
are missing, including a strong shaft rate peak.
Automated Spectral Peak Extraction: Once the data have been normalized, 10 user defined forcing
frequencies are extracted from each of the spectra*. Next, the two highest undefined peaks are extracted from each spectrum.
These are likely candidates for bearing tones. Data may be collected in all three axes and two frequency ranges for each test
location, bringing the total number of potential bearing tone candidates to up to 12 per test location. When the human analyst
attempts to find bearing tones, the same process is used. Known peaks are defined and excluded then un-defined, non
synchronous peaks are considered as bearing tone candidates.
Beyond the 10 user defined forcing frequencies, an array of related peaks will also be extracted and disre g a rded as possible bearing
tones as described below. This is to say that there is a logical order of determining the likely source of a peak and the conclusion
that it is a bearing tone only comes after all other logical explanations have been discredited. As an example of this, if the user
defines the motor bar pass frequency, the system will automatically extract 2x line frequency sidebands around this peak and will
disqualify them as bearing tones. (Even though they will be non synchronous and may not have been specifically defined by the
user). These criteria would apply to a 2x line frequency peak in an AC motor as well, even if it was not defined. If the machine was
defined as a diesel engine however, a peak at 120 Hz might be considered a bearing tone as 2x line frequency should not appear
in this type of machine.

*peak extraction footnotes: If bearing tones have been manually identified by the user, these may be included in the user defined
f o rcing frequencies. Known external vibration or other spectral peaks that may be confused with bearing tones may also be defined
and excluded from the bearing analysis, including whole harmonic families. Consistent external vibration may also be included in
the baseline spectra and ignored in this fashion. An example of this might be the constant presence of diesel engine vibration in
shipboard machinery.
Cepstrum Analysis: Once a bearing tone candidate peak has been defined, it is important to determine if the peak is
part of a family of peaks or not. Bearing tones, especially in later stages of wear, will have harmonics and may have sidebands;
both of these are considered part of the same family of peaks in that they are related to the fundamental bearing tone. One may
also say in a general sense that the more harmonics and sidebands present, the worse the condition of the bearing. Thus, not
only does one wish to know if this peak is part of a larger family of peaks, one also wants to get an idea of how much energy is
contained in the series. Cepstrum analysis is used for automating this task. The Cepstrum is a power spectrum of a power
spectrum of a waveform; therefore, any periodicities in the spectrum (such as harmonic series or sideband families) will clearly
appear as a peak in the Cepstrum.
To better explain Cepstrum, let’s say we have a motor driving a fan via a belt. The motor runs at 1800 RM and will create a peak at
1800 RPM in the spectra along with harmonics (multiples) of this peak at 3600, 5400, 7200 RPM etc. The fan is running at 1000 RPM
and the belt at 90 RPM. Both of these components will create peaks at their frequencies plus harmonics. Thus, we now have 3
families of peaks in our spectrum, one related to the motor, one to the fan and one to the belt. If we do a Cepstrum of this plot, we
will have only 3 peaks at 1800, 1000 and 90 RPM. Thus the Cepstrum reduces the complex spectra to its fundamental families. If
there was a bearing tone in this spectrum at 9100 CPM with harmonics, an additional peak at 9100 will appear in the Cepstrum. A
sample Cepstrum plot can be found in figure 1 below.
Additionally, if we had the following series of peaks in our spectrum: 6.2x, 9.3x, 12.4x, 15.5x, 21.7x, we could say that this is a series
of harmonics of 3.1x, even though 3.1x is not present in the list, and neither is 18.6x. Cepstrum would also announce that the
fundamental frequency in this series is 3.1x because this is the spacing between each of these peaks. Thus, we can find bearing
related peaks even if the fundamental bearing tone (3.1x in this case) is not present.
51
51

52
Although fundamental bearing tones may be calculated if one knows the bearing geometry, in reality these fundamental tones may
not be prominent in the spectral data even when a fault is present. In fact, bearing wear can create all sorts of patterns in the
spectral data that are not related to calculated frequencies. At the same time, there is a commonality to all bearing wear, and this
is the presence of a series of nonsynchronous peaks and sideband families. Cepstrum analysis is used to extract periodicities from
the spectrum and will there f o re find bearing tones even when the fundamental bearing tone frequency is not present. In this sense,
Cepstrum not only makes it unnecessary to know the bearing geometry, it also makes it more likely a bearing fault will be correctly
diagnosed when the pattern produced is not a text book example of the fault.
Figure 1: Cepstrum of a Single Shaft Machine with Bearing Wear
Noise Floor Calculation: Both impacts and random noise in a time waveform cause the spectrum to become
elevated (as in Figure 2, below the largest peak). As bearings wear, they typically produce larger quantities of non-periodic
vibration and impacts. This raises the noise floor of the spectrum. The automated diagnostic system uses an algorithm to
calculate the level of the noise floor. This value is then compared to a baseline value if one is available. Increases in noise floor
level add to the severity of the bearing wear diagnosis and may even trigger a diagnosis in certain cases when bearing tones are
not evident.
Other factors that may contribute to an increased severity are shaft rate harmonics and sub-harmonics. Both of these patterns are
related to mechanical looseness, however, one can say that as bearings wear, the shaft may loosen up and therefore as the wear
progresses, one may also witness more and more signs of mechanical looseness in the spectral data.
Shaft rate harmonics and sub harmonics may be automatically extracted from the spectral data and used in this fashion. Calculations
may also be performed on these groups of peaks and used in the rule base. For example, the sum of the exceedances of the first
10 harmonics of shaft rate will be used in some rules instead of the individual amplitudes of each harmonic.
Bearing Wear Logical Rules: There are hundreds of individual rules for bearing wear in the bearing wear
diagnostic system. These rules are activated by machinery component type as defined by the user. For example, a rule for
bearing wear in a compressor will look slightly different from the rule for bearing wear in an AC motor. Each individual machine
component type may have numerous rules for bearing wear that will be applied. If the requirements for a rule are satisfied, it
means the condition exists.
After information has been extracted from the spectra as described above, it is passed through all of the rules that apply to the
general machine type to see if any faults exist. The rules are empirically based on thousands of machine tests collected over more
than 20 years and are constantly refined as new information becomes available. If a rule is edited for any reason, the change is run
through all of our historical data to ensure that it does not change any previously correct results. This is how the system “learns”
and this is one reason why it is so accurate today.
A typical rule looks something like this in terms of its logic:
1. If the sum of the exceedance over baseline of all perceived bearing tones in all three axes and all test points (Cepstrum
confirmed) is higher than a threshold, or the sum of the noise floor readings from all spectra has increased over the baseline
or alarm by a certain amount, then the rule passes.
2. If the sum of the amplitudes of all of the perceived bearing tones exceeds some threshold then the rule passes.
3. If none of the perceived bearing tones are above a minimum threshold, the rule does not pass.

4. If the sum of the shaft rate harmonics from 16x to 100x are above some value, add to the severity.
5. If the noise floor is above some level add to the severity, and if it’s above a higher level, add more to the severity.
6. If the sum of the other un-defined peaks that were not confirmed by Cepstrum are above some threshold, add more to the
severity.
7. If sub harmonics of the shaft rate have exceeded the baseline by a certain amount, add to the severity.
Note that these rules are empirically based. Which is to say the absolute levels used, or the exceedances over a baseline used,
have been tweaked until they come out with the correct answer. In other words, the thresholds mentioned in the example ru l e
above, have been tuned to come out with the correct answer for any machine to which this particular rule applies. Additionally,
there are sufficient rule templates for each machine type to catch practically all possible bearing wear patterns that may exist in
the data.
Once a fault has been diagnosed, the user will continue to monitor the machine and look for changes in severity of the fault. The
rate at which the severity increases gives a good indication of when the bearings should be overhauled.
Demodulation: High frequency demodulated data (demod) is also useful in diagnosing and confirming bearing wear. The
automated diagnostic system approach utilizes demod to:
• Add confidence to bearing wear diagnosis based on spectral analysis
• Provide early warning of bearing wear
• Give a better determination of which bearing is defective.
C u rrently the automated diagnostic system analyzes demod data independently of spectral data, however, it does make comparisons
between the demod and the spectral data and this information is presented in a common report. This was purposely done in order
to allow users to collect spectra or demod or both.
The demod analysis routine utilizes the normalized machine speed acquired from the spectral analysis. This is due to the fact that
the demodulated data may not contain peaks that correspond to the shaft rate. As in spectral analysis, known forcing frequencies
a re excluded from peak extraction. The 3 highest nonsynchronous peaks are then extracted from the demod data and are ru n
t h rough an algorithm which determines how or if these peaks relate to other peaks in the demod spectrum. Specifically, the algorithm
checks to see if these peaks have harmonics, shaft rate sidebands or cage rate sidebands. Shaft rate sidebands are easy to searc h
for as the shaft rates have already been determined by data normalization. In order to search for cage rate sidebands, the algorithm
simply makes an educated guess and assumes that any sidebands equally spaced less than 0.5x on either side of a peak in the
demod are likely cage rate sidebands.
The next step in demod analysis is to see if the peaks in the demod spectrum relate in any way to the bearing tone candidate peaks
extracted from the spectrum. 3 types of relationships are sought:
• The peak may be an exact match (i.e. 3.1X was sited as a bearing tone in the spectral data and a peak at 3.1X also appears in
the demod).
• The peak may be cited as a harmonic (i.e. 3.1X appears in the demod and 9.3X was sited in the spectral data)
• The peak may have sideband relationship (i.e. 3.1X appears in the demod and 4.1X was sited in the spectral data).
T h e re are two main reasons to cite a relationship between the demod data and the spectral data. The first reason is simply
c o n f i rmation. Perhaps we have a series of peaks in the spectrum at 3.1x and harmonics that we assume is a bearing related. If there
are no shaft rate or cage rate sidebands in the demod spectrum, there still exists the possibility that this series of peaks is actually
external vibration coming from another source that happens to be vibrating at a frequency of 3.1X. The presence of these peaks in
the demod excludes this possibility as the demod will not be sensitive to this external vibration.
Figure 2: Motor Spectral Data - Low Range
53

54
The second reason this is important is that the automated diagnostic system is designed to err on the conservative side. It is not unusual
for example, to see clear bearing tones on a motor and the same exact tones across the coupling on the pump side of the machine.
Typically when analyzing spectral data, the analyst will assume that the location at which the amplitudes are higher is in fact the
location that has the problem. Or, if the bearings are of diff e rent models the analyst might consider how the frequencies coincide with
calculated bearing frequencies. (Note: these may be overlaid on the graph for manual confirmation.) The automated diagnostic system
in this case, will most likely re p o rt the problem on both sides of the machine but will give a higher severity rating to the side that appears
worse and then leave it up to a human being to decide which side actually has the problem. Demod data, because it utilizes high
f re q u e n c y, will most likely not be able to travel across the coupling and is there f o re more sensitive to location. What we have
experienced a number of times is that although the bearing tones were higher on the motor side of the machine in the spectral data,
the demod data coincided with the tones on the pump side - and this was indeed the side of the machine with the problem! This is
also why the spectral analysis will re p o rt both sides of the machine instead of only re p o rting the side with the higher values.
Note that distinguishing between the bad bearings within one machine component (i.e. between two motor bearings) is typically
less important, as more often than not, both bearings will be replaced if one is worn. Obviously it is more important to determine if
it is a pump bearing or motor bearing however, and this is one place where demod has proved exceptionally useful.
Report Format: The diagnostic report (Table 1) contains a variety of useful information which will be discussed in this
section. In order to facilitate the description, the contents of the report will be described from top to bottom as they appear in the
figure. At top is the machine name (A), followed by the date the data was acquired and the report run (B) and (C). This is followed
by the actual shaft speed as detected by the data normalization routine (D). In this case, the motor shaft was running at 1191
RPM, and as mentioned earlier, this is the first calculation made on the data. If the normalization routine failed or the machine
speed was not identified correctly, the rest of the analysis will be invalid.
The machine shaft speed is followed by “Averages: 3” (E). This means that the new data is being compared to an average + one
sigma baseline calculated from 3 separate and prior tests of this machine or tests of identical machines that an analyst deemed to
be representative of the machine in relatively good health. Average baseline data is not necessary for the bearing wear detection
algorithm to be successful but it can be very useful. If no baseline data is present, new data will be compared to a threshold that
can be defined by the user.
The following line in the re p o rt mentions the maximum level detected in all of the data screened from this machine (F). This inform a t i o n
is not relevant to the diagnosis. A repair recommendation (G) follows. This recommendation is derived from a hierchical rulebase
which takes into account the individual faults found in the machine and their corresponding severities. Although the context of this
paper is relegated to the bearing detection routine, it should be noted that hundreds of other machine faults can be detected by
the system. Thus, if misalignment, unbalance, electrical problems and bearing problems are all re p o rted on a motor, the
recommendation might say “Overhaul Motor” instead of directing the user to balance, align, replace bearings and check windings.
T h e re are 4 levels of recommendation priorities each relating to diff e rent suggested actions. These are “No Recommendation”,
“Desirable”, “Important” and “Mandatory”. These coincide loosely with four levels of fault severities (H): “Slight”, Moderate”,
“Serious”, and “Extreme”. Thus, a “slight motor bearing wear” fault might result in “No Recommendation” and a “Moderate Motor
Bearing Wear” fault might result in “Desirable: Monitor Motor Bearings for Increased Vibration”. More information on how the
severity levels relate to recommended repair actions can be obtained from DLI.
The evidence of the fault (I - M) is displayed below the fault diagnosis (H). These peaks and patterns are what the diagnostic system
has encountered in the data that caused it to report this particular fault. This allows a human analyst to quickly verify the diagnosis
by referring to the spectral plots. Note that it is not the presence of these peaks alone that caused the diagnosis to be cited, which
is to say that this is not a matter of a simple alarm system. These peaks and others were passed through hundreds of logical rules
and they caused the one cited to become “true”. Definitions of items (I) - (M) as marked in Table 1 follow:
(I) Level of Spectral peak
(J) Exceedance of average baseline data (or alarm limit if baseline data is not present)
(K) Units (Note, these could be any engineering units such as in/s, mm/s, g’s, etc.)
(L) Frequency of peak in orders (i.e. multiples of shaft rate)
(M) Measurement location and axis. The measurement location “2” is defined later in the report as the motor coupled end of the
machine. “A” is axial or in the direction of the shaft.
As mentioned in the section titled: “Noise Floor Calculation”, an increase in the noise floor level is an indication of impacting
and non-periodic (or random) vibration. Both of these are associated with later stage bearing wear. Evidence of an increased
noise floor level is displayed in this particular report (N). Within the particular rule template that was activated in this report,
the increase in noise floor level added to the severity of this fault.
The next section of the re p o rt (O) contains an analysis of the demod data and its relationship to the spectral data. The format of this
part of the report is slightly different from the spectral report in that it contains more text. In this example, the demod part of the
re p o rt is saying that there is a peak in the demod at 9.33x that directly matches one of the bearing tone candidates cited in the
spectral data. 9.33 is actually the third harmonic of 3.1x which is the fundamental bearing tone, but 9.33 was evident enough to be
extracted from the normal spectrum as well. Had 9.33 not been extracted, the demod report would have said that there was a peak
at 9.33x that had a harmonic relationship with the spectral data. This would have led to the same conclusion either way, which is
that the demod data supports the diagnosis based on the spectral data.

(A) FIRE PUMP #2
(B) Report generated on: 8/19/03 11:07:22 AM
Example Data
(C) Acquired: 8/19/03 10:35:38 AM (D) 1xM = 1191 RPM (E) Averages: 3
(F) Maximum level: 0.222 (-7) in/s at 3xM on 3T in low range
RECOMMENDATIONS: (G) MANDATORY: REPLACE MOTOR BEARINGS
DIAGNOSES: (H) EXTREME MOTOR BEARING WEAR
(I) (J) (K) (L) (M)
0.056 (+0.042) in/s at 3.11xM on 2A in low range
0.028 (+0.025) in/s at 6.2xM on 2A in low range
0.039 (+0.030) in/s at 9.33xM on 2R in low range
0.079 (+0.077) in/s at 9.33xM on 2T in low range
0.001 (+0.000) in/s at 24.8xM on 2A in high range
0.088 (+0.084) in/s at 3.11xM on 2R in low range
0.022 (+0.021) in/s at 15.5xM on 2R in high range
0.022 (+0.011) in/s at 12.5xM on 2R in high range
0.039 (+0.036) in/s at 3.11xM on 2T in low range
0.022 (+0.019) in/s at 12.5xM on 2T in high range
0.011 (+0.010) in/s at 52.7xM on 2T in high range
0.001 (+0.001) in/s noise floor (N)
0.002 (+0.001) in/s noise floor
0.001 (+0.001) in/s noise floor
(O) MOTOR BALL BEARING DEMOD
Bearing tone harmonics in demod spectrum with direct match between regular and demod spectrum in 2R
21 dB peak at 9.33x on 2R
(P) POSITION LEGEND:
POSITION 2 IS: MOTOR 2
POSITION 3 IS: PUMP 3
Table 1: Bearing Diagnostic Report
Motor End Spectral Data: In figure 3 below, the X-axis of the graph is labeled in “orders” where “1” corresponds
to 1 times the motor shaft rate. The vertical axis is in inches / second pk.
The first item to note when discussing bearing tones is that they frequently appear at frequencies between 3 and 12 times the shaft
rate. This is the reason we are looking at a “Low Range” graph with a frequency range of 0 to 10x the shaft rate in this example.
Data collected from 0 to 100x were also collected and used for this analysis. The data were collected in all three axes on 2 locations
on the machine. The second item to note is that bearing tones rarely show up as integer multiples of the shaft rate. This is to say
that they may show up at 4.6x, 7.2x, 5.8x etc. but rarely at exactly 3x, 4x or 5x. There f o re, after determining the shaft rate peak (marked
“1x”) and its multiples or harmonics (marked 2x, 3x, 4x), we look for peaks that are not multiples of the shaft rate. These peaks are
termed “Non synchronous” and may be bearing tones.
The peak marked with the arro w, towards the left hand side of the graph of Figure 2 is at a frequency of 3.1x and is there f o re a good
candidate for a bearing tone. The other two peaks marked with arrows are at 6.2x and 9.3x. These are harmonics (multiples) of the
tone at 3.1x. Please note that these are the peaks that are cited on the report in Table 1.
Note now the peaks marked with ball point arrows. These peaks are at 4.1x and 5.1x. and are called “1X Sidebands”, which are
common in bearings. These peaks are caused by an effect termed “amplitude modulation”. Basically, if one has a fault on the inner
race of the bearing, this fault rotates in and out of the load zone, and balls hitting the fault hit it harder in the load zone and softer
out of the load zone. To complete 1 cycle of this increase and decrease, the shaft need turn 1 revolution, and it is this cycle time
that determines the distance between the sidebands. This is why they are separated by a distance of 1X on either side of the tone
at 3.1x.
The automated diagnostic system extracted the two highest non-synchronous peaks from this spectrum (3.1x and 9.3x). Then
Cepstrum analysis was used to see if either of these are part of a harmonic series - which they are.
55

56
Demodulation: Demodulation data were also collected on this machine and are displayed in figure 3 below. Here we can
also see a peak at 3.1x (the left most peak marked with an arrow) and harmonics. Even though 3.1x is the fundamental bearing
tone frequency, for some reason, 9.3x is the highest peak in the demod data and was therefore extracted first. In section “O” of
the report, we see this peak at 9.3x cited by the diagnostic system. The report also mentions that there was a direct match
between the demod and the spectral data. This is to say that the peak at 9.3X was also found in the spectral bearing routine and
it coincides with the peak found in the demod. Thus we have further confirmation that this is in fact a bearing problem on the
motor end of the machine.
Note that the shaft related peaks (1x, 2x, 3x etc.) are filtered out of the demodulated spectrum and only the bearing tones remain.
The demodulation or enveloping technique is quite good at filtering out machine noise and zooming in on the little clicks made by
a ball passing a fault on a race. Because demodulation is discussed in detail in a variety of other papers available from DLI
Engineering, we will leave the discussion here.
Figure 3: Motor Demodulation Data
Summary of Example: In diagnosing a bearing problem in this motor, the automated diagnostic system first began by
identifying the motor shaft rate peak and its harmonics via a data normalization routine. The results of this are found in the report
(D). The system then extracted the defined forcing frequencies from the machine and peaks related to these via a peak
extraction routine, followed by the two highest nondefined peaks in each of the spectra. These 2 next highest peaks were found
at 3.1x and 9.3x, and these peaks were considered bearing tone candidates. A noise floor calculation was also made and stored
at this point.
Cepstrum analysis was then performed to extract families of peaks from the spectra. These families of peaks are then compared
to the possible bearing tones extracted from the spectrum to look for matches. In this example, it was determined that the peaks
at 3.1x and 9.3x are part of a larger family of peaks including harmonics and sidebands. It is apparent from the spectral graph that
these peaks are in fact part of a larger family of peaks (marked with arrows). The Cepstrum routine simply allows the system to
determine this automatically.
The demodulation algorithm was then run to compare demod spectra to the peaks found in the unfiltered spectra. The conclusion
in this case was that there was a direct correlation between the demod data and the spectral data, adding confidence to any
eventual bearing wear diagnosis.
The extracted peaks and demod information were then sent through all of the applicable rules for this machine type. If the machine
did not have rolling element bearings for example, rolling element bearing rules would not be applied to this machine. Based on the
information sent to the rule base, one of the several rules for bearing wear “passed” and thus the fault appeared in the report (H)
with a corresponding severity as well as evidence supporting the diagnosis (I - N). Finally, a recommendation with a corresponding
severity (G) was provided based on the faults that were diagnosed in the machine.
Conclusion: The algorithms described in this paper have been in use commercially for well over 15 years with great
success. In minutes, the bearing wear diagnostic system can sort through hundreds of machine tests that would take an analyst
several days to review manually. The fact that the system does not rely on bearing make or model makes it both easier to
configure and more accurate in its diagnosis. If you would like to learn more about this automated diagnostic system, additional
information can be found at
www.DLIengineering.com .
About the author: In 12 years at DLI Engineering, Alan Friedman has worked in software development, expert system
development, data analysis, training, and installation of predictive maintenance programs. He is a graduate of Tufts University
with a B.S. in mechanical engineering.

Maintenance
2005 Seminars
Course One
Planned Maintenance & Maintenance People
The What, When & Who of Maintenance
(For Maintenance & Non Maintenance Personnel)
Course Tw o
Maintenance Planning
Advances in Maintenance Planning,
Maintenance Control & Feedback
Course Thre e
Maintenance Management
An Introduction To Maintenance
Management Activities & Techniques
(For Maintenance & Non Maintenance Personnel)
Attend just one, two or all
t h ree of these one-day courses.
Venues
Townsville
18-20 July 2005
Sydney
5-7 Sept 2005
● Major Revisions & Updates for the 2005
Maintenance Seminars
● Detailed Seminar Slides in Hard Copy
● Plus a CD of Hundreds of Pages of Case
Studies, Maintenance Related Facts, and
Seminar Notes (500mb of Information)
● Each seminar provides opportunities to discuss
with other practitioners improved ways of
managing and performing maintenance activities
These Seminars may also be
conducted in countries outside of
Australia in your company or at a
venue of your choice.
Contact: Len Bradshaw:
mail@maintenancejournal.com
PRESENTED BY
Len Bradsha w
ORGANISED BY
ENGINEERING INFORMATION
TRANSFER PTY LTD
AND
THE MAINTENANCE JOURNAL
THE MOST SUCCESSFUL AND MOST
RECOGNISED MAINTENANCE RELATED SEMINARS
★ As well as Maintenance Personnel, why not also send your “Operations Personnel” ★
In-house presentation of these seminars will only be considered for organisations outside of Australia

58
Survey 2005
Survey Of Condition Monitoring Equipment & Services
2005 Survey Of
Condition Monitoring
Equipment & Serv i c e s
Compiled by Ian Bradshaw The data given in this 2005 Condition Monitoring Survey is extracted, as received, from the respondents. EIT does not therefore accept
any liability for actions taken as a result of information given in this Survey.
Applied Infrared Sensing
Address: 441 South Road, Moorabbin VIC 3189 Australia
Contact Name: Dmitri Ishchenko
Phone: (03) 9556 5451
Fax : (03) 9556 5409
Email: info@applied-infrared.com.au
Web: www.applied-infrared.com.au
Countries Supported:
Australia, New Zealand, and the region.
CM PRODUCTS
Applied Infrared Sensing supply thermal imaging cameras, analysis and
report generation software for professional thermographers and for
maintenance specialists.
AVIO TVS-200 comes from a well established manufacturer, Nippon
Avionics. It is the latest model in AVIO family of cameras, built in Japan
according to their high standards, export license regime is simple and delivery
time is short. This camera was designed for maintenance applications and
offers all features used by professional thermographers without compromise
in quality and accuracy.
TVS series cameras are supplied with image analysis and report generation
software from Goratec Technologies in Germany. The software is stable and
fast, integrated with MS Word, it offers automatic report generations
functions using MS Word templates.
Apt Group (of Companies)
Address: (HO) Level 1, Suite 22, 450 Elizabeth St,
Surry Hills, NSW 2010. Australia
Contact: Geoff Soper
Phone: +61 2 9318 0656
Fax : +61 2 9318 0776
Email: info@aptgroup.com.au
Web: www.aptgroup.com.au
Countries Supported:
Australia, New Zealand, South Pacific, Asia.
CM PRODUCTS
Portable/On-line Products: advanced techniques, fast resolve/prediction to
failure.
Machine/Bearing Monitoring: predictive trending tools, operator based Data
Loggers, FFT Analysers, Fixed Monitors - Vibration, Eccentricity, A c o u s t i c s ,
Ultrasonic, Temperature.
Alignment/Laser Measurement: Shafts; Pulleys; Straightness; Centerline;
Plumbline; Flatness/Twist; Circular Planes (flanges); Pa r a l l e l i s m ;
Perpendicularity; Distance.
Dynamic Balancing: Rotors/Fans.
Infrared Cameras: Predictive Maintenance; Research Development;
Machine Vision; Surveillance.
Battery Maintenance: Extend Life/Rejuvenate.
Software - Asset Performance Tools: cost/risk evaluation; Asset Efficiency
Optimization: data management, display/analysis; Knowledge Based: efficient
diagnostics of machinery problems ‘rule based’; justification/explanation;
Decision Support: facilitate reliability efforts, root cause failure analysis, cost
calculation/tracking; Maintenance Management: resources,
inspection/maintenance routines; interface condition monitoring, finance,
production.
CM SERVICES
Independent engineering consultancy; contractual/one-off plant surveys;
project engineering, advise in system/component selection, implementation.
Mechanical - Machine Condition Monitoring; Vibration Analysis; Modeling;
Alignment; Balancing; NDT; Oil Analysis.
Electrical - Thermal Imaging; Motor Management Tools; Switchboard
Inspections; Power Factor Correction/Condition Analysis; includes corrective
recommendations.
Support - Plant Surveys; Database Establishment/Management; Data
Analysis, Training/Seminar Programs.
Aquip Systems P/L
Address: 4/5 Brodie Hall Drive, Bentley WA 6102, Australia
Contact: Kim Graham
Phone: 08 9472 0122
Fax : 08 9472 5122
Email: kim@aquip.com.au
Web: www.aquip.com.au
Countries Supported:
Australia
CM PRODUCTS
PRUFTECHNIK have a condition monitoring online or offline product
solution for you
- VIBSCANNER - hand-held tool capable of collecting vibration data,
temperature, speed and process parameters. Add-on modules available
for Full Spectrum, Time Waveform, Balancing & Laser Alignment.
- VIBXPERT - a high performance, full-feature 1 or 2 channel FFT data
collector and signal analyzer for the monitoring & diagnosis of machine
conditions.
- VIBNODE, VIBROWEB XP, VIBROWEB - intelligent machine
monitoring systems that can perform measurements, evaluation,
archiving & alarm warning. Very-fast-multiplexer systems available up
to 32 channels with an internal webserver & email server, these
systems provide convenient remote access from any PC.

CM SERVICES
Aquip Systems provides expert ongoing CM services as well as adhoc
machine diagnosis. We provide CM training with emphasis on practical
applications (introductory to advanced level). We also operate the sole
PRUFTECHNIK certified service centre in Australia, and are fully equipped
to carry out services, repairs and calibration checks on all PRUFTECHNIK
equipment.
Australasian Infrared Systems
Address: 10 Business Park Drive Notting Hill Vic 3168, Australia
Contact: Roger Christiansz
Phone: 03 9550 2800
Fax : 03 9558 9853
Email: info@austinfrared.com.au
Web: www.austinfrared.com.au
Countries Supported:
Australia, New Zeland, PNG
CM PRODUCTS
Australasian Infrared Systems are the exclusive distributor for FLIR Systems
in Australia. FLIR Systems is the World’s number one supplier of Thermal
Imaging Cameras and offer the widest range of systems to meet all Thermal
Imaging Condition Monitoring requirements and budgets. The latest range
of FLIR cameras and Reporter Software have been received with great
enthusiasm by the marketplace and has firmly placed FLIR and A u s t r a l a s i a n
Infrared Systems as the number one supplier of Thermal Imaging systems
in Australia.
The FLIR Range includes:
P Series - Professional Range with high-resolution detector and many
built-in features
E Series - Economical Range Low cost easy to use system with an
excellent image
A Series - Fixed camera with/without enclosures
B Series - For Building & Pest Inspection
Australasian Infrared have also just been appointed as the exclusive
distributor for Hawk-IR windows which will allow thermal inspections to be
taken without having to remove panels or open doors ensuring a safer and
faster inspection.
CM SERVICES
Supply of the widest range of FLIR Thermal Imaging Cameras & Software
Supply of IR Windows - Multiple sizes and types
Hire of Thermal Imaging Systems
Service and Calibration Checks of all FLIR (as well as
Agema/Inframetrics/FSI) systems
Training on Thermal Imaging (In association with Melbourne Uni Private)
to Level I & II
Training - instrument and software specific on site (1 & 2 day courses)
Application and Software Support
Balmac Inc.
Address: 8205 Estates Parkway Door-N
Plain City, Ohio 43064 USA
Contact: Mark Slebodnik
Phone: 614-873-8222
Fax : 614-873-2519
Email: balmacinc@aol.com
Web: www.balmacinc.com
Countries Supported:
USA & Worldwide
CM PRODUCTS
The Balmac catalog highlights our complete line of vibration and balancing
products. Vibration Analyzers and Meters used for preventive maintenance
of rotating machinery. Portable Balancers for field and trim balancing of
complete machine assemblies. Monitors for continuous monitoring of
vibration conditions on blowers, fans, motors, and turbines. Economical
monitoring of bearings and rotating machinery with Vibration Switches and
Vibration Transmitters. See our products at www.balmacinc.com
See our products at www.balmacinc.com
Barber InSys
Address: 5, Swan Lane, Sandy, Beds. SG19 1NE, UK
Contact: Andrew Barber
Phone: 01767 692692
Fax : 01767 691831
Email: info@barber-insys.co.uk
Web: www.barber-insys.co.uk
Countries Supported: UK/IRELAND
CM PRODUCTS
Survey 2005
Survey of Condition Monitoring Equipment & Services
A range of high resolution 320 x 240 radiometric (with 640 x 480 pixel
performance option) real time uncooled thermal camera systems, including
long & short wave, also cooled scanning types offering 30mK sensitivity.
Fixed or portable models, manufactured by JENOPTIK, Laser, Optik,
Systeme GmbH. The cameras are complimented with a range of powerful
‘ I R B I S ’ software to match the requirements of the application, including
remote control and radiometric data transfer.
Non-contact Spot & Optical pyrometers covering a range of -40C Ö+3000C
Thermal Inspection Windows: 52/72/95mm viewing diameter.
Biolab Industrial Technologies
Address: 2 Clayton Road, Clayton VIC 3168, Australia
Contact: Shaun Napier
Phone: 1300 735 296
Fax : 1800 067 639
Email: industrial@aus.biolabgroup.com
Web: www.biolabgroup.com
Countries Supported:
Australia and New Zealand
CM PRODUCTS
Biolab Industrial Technologies is responsible for the sales and support of
GuidIR Infrared products. GuidIR supply a wide range of IR equipment.
Both Cooled and un-cooled microbolometers are available. The product
range includes hand held infra red cameras, online process control systems,
high performance IR cameras, thermal security cameras, SARS sensing
systems, fire fighting cameras and integrated infrared imaging modules.
Industrial & Technical Services Pty Ltd
Address: P.O. Box 887, Gladstone, Qld, 4680, Australia
Contact: David Burns
Phone: +61 (7) 4972 7858
Fax : +61 (7) 4972 7868
Email: info@its-aus.com
Web: http://www.its-aus.com
Countries Supported:
ITS have offices in Australia, Indonesia, USA and Canada.
CM PRODUCTS
Industrial & Technical Services (ITS) are the Master Franchisee for the ITR
simultaneous triaxial vibration system for Australia, NZ, Singapore, Indonesia,
Malaysia and PNG. ITS franchise the system to individuals or companies
to provide a total condition monitoring package including DCU, associated
computer software and an integrated report writing software and the ITR
Data Manager program which extracts information from the vibration reports.
ITS can either sell the simultaneous triaxial vibration analysis and reporting
system, known as CVA, to the industry for their own use or franchise our
systems to designated areas. Our proven systems can make significant
productivity improvements by reducing the number of personnel involved
yet increasing the number of machines monitored. Training can also be
provided.
CM SERVICES
Simultaneous phase related tri-axial vibration analysis with envelope
demodulation.
59

60
Survey 2005
Surver of Condition Monitoring Equipment & Services
Data Manager Software that allows underlying trends and information to be
‘mined’from our detailed reports
Comprehensive oil analysis
Infrared thermography and ultra-sonic testing
Machine alignment and balancing
Geometric laser alignment
Conveyor system engineering, from auditing to AS 1755 to splicing and
maintenance
Condition monitoring training and auditing
Assessment, auditing and implementation of optimum maintenance
strategies
Infratherm Pty ltd
Address: PO Box 117 North Richmond, NSW 2755, Australia
Contact: John Robinson
Phone: 02 45 797 334
Fax : 02 45 796 333
Email: jrobinson@infratherm.com .au; emrat@tac.com.au
Web: Infratherm.com.au
Countries Supported:
Australia, NZ Pacific Islands, Malaysia, Singapore, Indonesia, Taiwan, and
the Philippines
CM PRODUCTS
Infratherm is the foremost supplier of thermal imaging cameras, thermal
imaging radiometers (temperature measuring) cameras, analysis and report
writing software for condition monitoring and preventative maintenance
applications in the region.
Infratherm provide full spares, applications support and full service
capabilities plus accredited training for Level 1 and Level II Thermography
Certification.
Infratherm are multi-principal distributors for such companies as: NEC,
Raytheon, L-3, Electrophysics, DiOP and others.
This multi-principal approach means that the user has a choice of products
and suppliers and is not forced to take a less than ideal product from a single
supplier.
Infratherm have been in the region for over 18 years.
CM SERVICES
Infratherm offer a full suite of thermal imaging cameras for PM and CM
applications from the top manufacturing companies in the world.
In addition to the hardware, Infratherm also offer compatible Analysis and
Report Generation Software, full service capabilities, applications support
and fully accredited thermography training courses
International Source Index, Inc.
Address: PO Box 634, Williamsville, NY 14231-0634, USA
Contact: Sue Martini
Phone: 518-356-0189
Fax : 716-363-8292
Email: info@sourceindex.com
Web: www.sourceindex.com
Countries Supported:
All
CM PRODUCTS
The Bearing Expert Æ Interchange and Vibration Frequency Database
Largest database source for bearing/seal and related products for over 100
manufacturers worldwide. 1 million bearings plus 250,000 frequencies.
Includes Interchange, Prefix and Suffix, Multiple Manufacturer Vibration,
Harmonics, Variable Contact Angle Reports and Diagrams. Search by part
number or dimension generating the above series of reports with one
keystroke. Used by Fortune 100 companies to small shops for all major
industries including but not limited to Energy, Electric Po w e r, Chemical,
Government, Aerospace, Pharmaceuticals, Transportation, Pa p e r, Food, Oil
and Mining. Available on CD-ROM or via Annual Internet Subscription at
www.sourceindex.com.
CM SERVICES
The Bearing ExpertÆ ExpertLink
ExpertLink web service designed for users, corporations, distributors and
resellers to enhance their sites or Intranets by providing value added on-line
access to The Bearing Expert Interchange and Vibration Fr e q u e n c y
Database. ExpertLink also offers Sales Lead Email Notification for activity
via the link at your site. For more information info@sourceindex.com or 518-
356-0189.
ISS Machine Health
Address: Pin Gin Hill Laboratory, 496 Palmerston Highway,
Innisfail, QLD 4860, Australia
Contact: Alan Yarrow
Phone: (07) 4067 6384
Mobile: 0407 961 055
Fax : (07) 4067 6230
Email: admin@machinehealth.com
Web: machinehealth.com
Countries Supported:
Australia. United Kingdom. Sweden, Brunei. Vietnam.
CM PRODUCTS
Self-Sealing Magnetic Chip Collectors. Routinely collecting, quantifying
and identifying ferrous wear debris from machine oil systems is one of the
most cost effective condition monitoring tools available. It is also highly
complimentary to Vibration Analysis. The self-sealing nature of these
magnets means that no oil is lost during sampling (machines can be sampled
‘live’) and with a simple adapter they also provide an excellent oil sampling
port.
MCC Sample Cards. The ferrous wear debris collected on the self-sealing
magnets is collected onto a special adhesive patch on custom made MCC
debris sample cards. Using these cards ensures 100% debris collection and
provides for the analysis, microscopic examination and storage of the wear
debris samples.
Remote Network Vibration Monitoring System. ISS Machine Health offers
Customers the option of being set up with an on-site NVMS with the ability
of remote dial-in from ISS Head Office.
CM SERVICES
ISS Machine Health offers a fully integrated and cost effective CM service:
Vibration. PDCS, ISS (including TSA and Variable Speed), and ODS.
Wear Debris. Oil, Grease, MCC, and Filter Debris Analysis.
Visual and NDT. Thermography, DPI, MPI, and UT (by partner company).
Additional. Laser Alignment, In-field Balancing, Reliability Engineering,
Maintenance Supervision, Composite Material Degradation, and Structural
Fatigue Testing.
Failure Analysis. Macro/Micro FA and Report.
Management. Plant/Machinery/CM Program Audit, and CM SoW for
Tender.
Training. Full suite of CM Training courses (including CBA).
Machinery Vibration Specialists Aust P/L
Address: Lv1, 7-9 Merriwa Street, Gordon NSW 2072, Australia
Contact: John Manson
Phone: 02-9880-2422
Fax : 02-9880-2466
Email: mvsaust@ozemail.com.au
Web: www.spminstrument.com
Countries Supported:
Australia & New Zealand
CM PRODUCTS
MVS Aust P/L is a specialist company supplying products, support services
and technical training
for the maintenance and repair of rotating machinery.
SPM Instrument AB - Sweden Originator of ‘True Shock Pulse Method’
Leonovaô: Bearing/Vibration Analyser, Balancing & Laser Alignment

• Data Collector, Shock Pulse Bearing, Lubrication, Vibration Spectrum
Analyser.
• Two Plane Balancing & New LineLazerô Laser shaft alignment.
Machine Monitoring & Protection: Single, multi channel & Continuous
On-Line monitoring systems.
Maintenance Tools Leak Detector, Electronic Stethoscope, Ta c h o m e t e r,
Vibration Meter, SS Shims.
CEMB SpA - Italy Maintenance & Production Dynamic Balancing
Machines
True ‘Hard Bearing’ Horizontal & Vertical Balancing Machines. 10Kg to
20,000Kg
IRDÆ Balancing LLC - USA Maintenance Dynamic Balancing Machines.
‘Soft Bearing’Motion measuring machines. Transportable up to 200 tonne.
CM SERVICES
Instrument and machine repair and calibration to NML Standards.
SPM Software installation and commissioning.
Monitor Start-up commissioning.
On-site machine trouble-shooting bearing & vibration problems.
Vibration/ Balancing/Alignment Training Courses in-House or Public Forum.
Precision Dynamic Balancing of rotors up to 3Kg.
Maintenance Systems Consolidated Pty Ltd
Address: 27 Research Drive, PO Box 1166, Croydon VIC 3136, Australia
Contact: Andrew Lepan (Sales) / Darren Jackson (Services) /
Matthew Bourne (Training) / Matthew Waite (Support)
Phone: (03) 9761 5088
Fax: (03) 9761 5090
Email: info@maintsys.com.au
Web: www.maintsys.com.au
Countries Supported:
Australia, New Zealand, PNG, Indonesia, Malaysia, Thailand
CM PRODUCTS
MONITORING - VIBRATION PRODUCTS
CSI Portable Vibration Analysis
2120A1/A2 Analysers
2130 Advanced Analyser
Safety rated analysers
CSI Online Vibration Analysis
4500 online machinery analysis system, compatible with MHM software.
Interfaces with plant PLC/DCS, SCADA systems.
CSI MHM Software
MHM - Machinery Health Management software. Extremely powerful
diagnostic and vibration analysis software.
VMI Vibration Meter
Handheld Viber A and X-Viber vibration meters
METRIX Vibration Protection Equipment
Vibration Protection Meters, Monitors, Switches, Transmitters, Proximity
Probes, Drivers
CTC Vibration Analysis Hardware
Wide range of accelerometers, sensors, transmitters, cables boxes and other
vibration hardware
MONITORING - OIL & INFRARED PRODUCTS
CSI Oil Analysis
Complete range of industrial oil analysis hardware and software
UVLM Grease Analysis
UVLM grease monitoring meter
Thermoteknix Infrared Thermographic Cameras
Real time thermal/visual VISIR camera with powerful Thermonitor reporting
software
Irisys Thermal Imager
Low cost, affordable IRI 1011 Thermal Imager
MEASUREMENT & TESTING PRODUCTS
CSI Laser Alignment & Balancing
EasyAlign and ProAlign Plus Laser Alignment & balancing systems
IGS Alignment Shims
Pre-cut Stainless Steel Shims
CSI & EFI Ultrasonics
Ultrasonic kits for determining airborne leaks & mechanical faults
Cygnus & Checkline Ultrasonic Thickness Gauges
Complete range of non-destructive thickness gauges for many applications
Compact Laser Tachometers
Wide range of laser tachometers for measuring machine speed
Checkline Strobescopes and Temperature Guns
Check machine speed and inspect the temperature of most equipment.
CM SERVICES
MSC provides a wide range of different types of predictive and corrective
maintenance services:
Vibration Analysis: Comprehensive Vibration Surveys for collection of time
waveform / spectral data.
Oil Analysis: Oil chemistry, ferrous wear, contamination (incl. water and
Non Fe), lube condition, particle count to ISO, viscosity.
Laser Alignment: Shaft alignment, providing detailed report plus after hours
service as well.
Precision Balancing: Experienced / trained staff to precisely balance your
machines.
Infrared Thermography: Includes full colour single page fault reports with
IR & Visual images
Motor Diagnostics: Advanced non intrusive motor diagnostic technology to
detect rotor, stator and other motor faults.
Ultrasonic Leak Detection: Detect air, gas, vacuum leaks, defective valves
or steam traps, electrical and mechanical problems.
Advanced Vibration Diagnostics: For route cause fault investigations
requiring the use of multi-channel FFT analysers, detecting transient events.
Darren Jackson for full details on any of the above MSc services
CM Training:
MSC provides a wide range of Condition Monitoring & Vibration Training
Courses at MSc’s Training Centre in Melbourne and at various cities around
Australia. Contact Matt Bourne for details on our various Training Programs.
Mobius
Address: 280 Myers Road, Merricks North, Victoria, 3926, Australia
Contact: Jason Tranter
Phone: 03-5989 7285
Fax : 03-5989 7393
Email: jason@ilearninteractive.com
Web: www.ilearninteractive.com
Countries Supported:
Worldwide
CM PRODUCTS
Survey 2005
Survey of Condition Monitoring Equipment & Services
Computer based vibration and alignment training systems:
i L e a r n Vibration: provides interactive vibration training. Learn at your own
pace, and then use the system as a reference. Gain experience with our
case studies: ‘live’data from real machines with real problems.
Interpreter: will help you to diagnose faults - it ‘looks’ at your spectrum,
highlights the patterns, and suggests fault conditions.
iLearnAlignment: provides shaft alignment training. All of our training
products are fully narrated, and utilize 3D animations and simulations to
make concepts and procedures easy to understand and remember.
Training can be the difference between success and failure.
CM SERVICES
Mobius offers instructor led distance learning and certification on vibration
analysis. The award winning iLearnVibration delivers the training, and
participants may contact instructors during the course for assistance. The
course and exam follows the ISO 18436.2 standard.
61

62
Survey 2005
Surver of Condition Monitoring Equipment & Services
National Reliability Systems
Address: 251 Forrester Drive, Greenville, SC 29607 USA
Contact: Stacey Hargrave
Phone: 864-458-7777 x 210
Fax : 864-458-8682
Email: shargrave@nationalelectrical.com
Web: www.nationalreliabilitysystems.com
Countries Supported:
Americas
CM PRODUCTS
National Reliability Systems (NRS) offers portable and online vibration
analysis equipment backed by world-class sales, training and support. We
offer durable, handheld units monitor equipment and structures to capture
total equipment health information, including unbalance, misalignment,
resonance and looseness, and bearing condition analysis. Our online systems
are permanently attached to your equipment. This easy-to-use system can
transmit data continuously via the Web or your network card, and it analyzes
data with state-of-the-art software. Our DDS diagnostic software is a true
WindowsÆ based platform. Its functionality includes true drag-and-drop,
up to 128 alarm bands per spectra, and the ability to open and compare data
from multiple databases.
CM SERVICES
National Reliability Systems (NRS) provides remote diagnostic services
backed by world-class sales, training and support. Our experts are certified
by years of practical experience. They use portable vibration measurement
instruments and online vibration monitoring systems to evaluate your data,
provide fast, comprehensive reports of likely causes and recommend
prioritized solutions for your equipment at a fraction of the cost of on-site
consultations.
Predictive Maintenance Solutions (Division of SKF)
Address: Suite 2, 1 Redland Drive, Mitcham VIC 3132, Australia
Contact: John van Bynen
Phone: +61 3 9872 5297
Fax : +61 3 9872 6135
Email: j.vanbynen@predmaint.com.au
Web: www.predmaint.com.au
Countries Supported:
Australasia and globally through the SKF network
CM PRODUCTS
Please refer to the SKF Reliability Systems Survey entry.
CM SERVICES
We are SKF's dedicated team of specialists who focus on monitoring paper
machines, corrugating equipment and variable speed machinery. With more
than 15 years experience in providing high level condition monitoring,
vibration diagnostics and reliability consulting to the Australian Pulp and
Paper Industry we have unsurpassed knowledge in this field.
Our clear, concise reports and accurate recommendations provide customers
with a reliability partnership, which has returned enormous savings across
our clientbase.
PMS services include:
• Routine vibration condition monitoring surveys. Allows maintenance
departments to carry out work on-condition rather than preventative or
breakdown philosophies. Outsourcing of a complete service is
surprisingly cost effective, and provides immediate results, a factor so
important in the current competitive business climate.
• One-off vibration diagnostics. PMS’ excellent problem solving skills can
help with identifying most rotating machinery, structural and process
problems.
• Bearing Post Mortem analysis.
• In-house Department Support. We offer support in all capacities. If
routine surveys are falling behind, we can collect data. If analysis is
overdue, we can perform this task. Should you be experiencing
frequent staff turnover we can be the backbone of your program. For
customers that would simply like to know how their in-house capability
could be improved we carry out comprehensive audits. From minimal
involvement to full condition monitoring program management, we
tailor solutions to suit your needs.
• Commissioning Support. Vibration evaluation and diagnostics of plant
at the start-up phase, used to manage warranty, design process, and
installation problems at the most crucial time of plant operation -
startup.
REaDS Systems Pty Ltd
Address: 24 The Pines Outlook, Doncaster East, Victoria, 3109 Australia
Contact: Clyde Volpe
Phone: 03-9841 6600
Fax : 03-9841 6611
Email: clyde@readsystems.com.au
Web: www.readsystems.com.au
Countries Supported:
Australasia
CM PRODUCTS
REaDS Systems offers a wide range of training and technologies providing
cost effective condition monitoring solutions:
> BJM Electric Motor Diagnostic Systems for both online and offline
monitoring
> FAG range of CM equipment.
> SDT Ultrasonics for air leaks, electrical discharge, bearing damage and
lubrication issues
> Portable Wuhan Thermography Cameras
> Pruftechnik range for vibration and laser alignment.
> IMI accelerometers, junction boxes and 4-20mA sensors.
We also offer various training courses in the Reliability Engineering field
with a focus on vibration analysis. Training products are; Interactive training
CD's, video's and the three handbooks on vibration, gear and bearing
analysis.
Rockwell Automation Australia Ltd
Address: 37 Chapman St, Blackburn, Victoria 3130 Australia
Contact: Mark Liebler
Phone: (03) 9896 0300
Fax (03) 9890 0953
Email: mliebler@ra.rockwell.com
Web: http://www.rockwellautomation.com.au
Countries Supported:
Global
CM PRODUCTS
Rockwell A u t o m a t i o n ’s Entek brand of Condition Monitoring Solutions
provides premier integrated condition monitoring solutions to all major
industry segments, offering the latest in state of the art technology in
vibration analysis, oil analysis, on-line surveillance and protection systems,
remote monitoring as well as outstanding training and customer support
services.
Portable Systems
From the cost effective ViSTeC to the 2 channel high performance Enpac
or fully featured Datapac 1500, Entek has a data collector to meet most
applications and needs.
Online Systems
Surveillance Applications demand cost effective solutions for periodic
monitoring of a wide variety of machinery. Entek Enwatch is the answer in
this application, periodically collecting data from up to 16 Analog vibration
inputs which it transmits via Ethernet to Rockwell Software’s Emonitor
family of condition monitoring software.
Where a single channel measurement is required, the Entek Sentinel is a
basic, low cost but extremely rugged vibration protection monitor, designed
for harsh, demanding environments.
When both machine protection and comprehensive condition monitoring is
required, then the award winning Entek XM series of intelligent DIN rail
mounted measurement, relay and gateway modules deployed on a common
industrial DeviceNet bus has no parallel. XM modules can be deployed stand
alone or integrated with existing plant information and control systems to
provide condition and diagnostic information to key operations, reliability
and management personnel throughout an organisation.

Entrx
Entrx is a high performance data acquisition database management and
analysis tool designed for use in portable/test and permanent/online
monitoring applications. Its design as an all in one transient and steady state
monitoring system makes Entrx the professional’s tool for the monitoring
and analysis of capital assets.
Software
Rockwell Software’s scalable Emonitor family of products can help protect
your plant’s vital production assets. Emonitor software acquires and monitors
the condition of production assets enabling operations and maintenance to
make timely and accurate decisions. Network with the RSMACC system
to enable all your plant’s maintenance activities to be viewed from one
application or send the information directly to a Computerized Maintenance
Management System (CMMS) in the form of work orders.
CM SERVICES
Rockwell A u t o m a t i o n ’s Condition Monitoring experts can offer tailored
Reliability Programs ranging from an initial assessment to identify your needs
through to an in-depth study of your facility assets via a Reliability Program
Audit and culminating in a Results Assurance Program. Based upon the
identified needs, we are able to implement any of the professional services
available (Contract, Consulting, Engineered Solutions, Reliability Online,
Program Management, Training etc).
Rockwell Automation can also offer Installed Base Evaluation services, Pa r t s
Management Agreements and comprehensive Asset Management Services.
Rockwell Automation can provide software, hardware and full technical
support to ensure that your oil analysis program always runs smoothly. Enlube
PM software is the new Machinery Oil Analysis Information System from
Rockwell Software. This system features integration of the widest range of
lubricant condition and health monitoring technologies in a full 32-bit
MicrosoftÆ WindowsÆ software architecture.
SKF Australia Pty Ltd
Address: 17-21 Stamford Road, Oakleigh, VIC 3166 Australia
Contact: Senthil Vel
Phone: (3) 92690773
Fax: (3) 92690886
Email: info.reliabilitysystems@skf.com
Web: www.skfcm.com
Countries Supported:
+ 130 countries
CM PRODUCTS
SKF is the leading supplier of condition monitoring and maintenance
diagnostic systems, hardware and software that enables us to monitor
operations and identify problems.
Product Group 1: Basic Condition Monitoring
SKF Basic condition monitoring kits conveniently combine instruments to
enable a ‘multi-parameter’ approach to monitoring. SKF promotes the
collection and correlation of multiple parameters like vibration, oil condition,
temperature, speed, and more to help ensure the accurate and reliable
assessment of machine condition. Listed below is few basic condition
monitoring tools
1. Vibration Pen Plus - CMVP40, CMVP 50
2. MARLIN Condition Detector (MCD) Pro-IS CMVL 3600-IS
3. Basic Condition Monitoring Kit - CMPK 200plus, CMPK 210plus
4. Bearing Analysis Kit - CMPK 60plus, CMPK 70plus
5. Temperature Probe - CMSS 2000-SL
6. Ultrasonic Probe Inspector 400 - CMIN 400-K
Product Group 2: Portable data-collectors/Analyzers for Condition
Monitoring
SKF offers a wide variety of portable data collectors/analyzers.
1. MicroVibe P Analyzer: Low-cost, compact and lightweight, the
MicroVibe P is the first vibration test and measurement instrument
made to use with a Personal Data Assistant (PDA).
2. MARLIN System: The Machine Reliability Inspection (MARLINô)
System is the link that turns your plant's machinery and process data
into profitability. MARLIN makes analysis of machine performance
easy and convenient.
3. Microlog Data Collector/Analyzers
Survey 2003
Suppliers of Condition Monitoring Equipment & Services
The SKF family of Microlog Data Collector/Analyzers are designed to enable
a user to establish a comprehensive periodic condition-monitoring program.
As a diagnostic tool, Micrologs are unequalled in their class.
Product Group 3: Online Surveillance condition monitoring systems
Facilitating a proactive approach to reliability with round-the-clock
monitoring of machinery.
1. Multilog Condition Monitoring Unit (CMU)
2. LAN+ LMU/MIM to USB Transceiver
Product Group 4: On-Line Systems: Protection
1. 19-inch Rack-based Monitoring Systems for Machinery Protection
2. Distributed Protection Systems
3. Companion Software
4. Transducers for Machinery Protection
Proximity Sensors/Eddy Current Probe Systems, Industrial Vibration Sensors,
High Temperature Accelerometer and Velocity Sensors, On-Line Systems:
Transmitters
Product Group 5: Software - SKF Condition Monitoring offers an integrated
condition monitoring software platform to support its portable and on-line
systems:
CM SERVICES
SKF has developed the Proactive Reliability Maintenance (PRM) process
to help ensure the best possible return on plant assets. PRM is a conditionbased
maintenance equipment strategy, which helps identify problems in
plant machinery and prevent them from recurring. SKF can design,
implement and manage the process for an entire plant or specific sectors,
and supply all necessary hardware, software and technical resources. The
PRM process is based on four key steps:
1. Predictive Maintenance Program
2. Key performance Indicators
3. Operational Review
4. Root cause analysis
The ranges of services included in the Proactive Reliability Maintenance
program may include:
Vibration Analysis: routine surveys and investigative one-off analysis.
e- Maintenance: SKF will supply equipment and train site personnel to
collect data and send via internet to SKF for remote expert analysis and
diagnosis. Reports are viewed on a web browser and corrective actions can
be linked to your CMMS for work order creation.
Predictive Maintenance Assessments: starting with an SRCM study and
FMEA, SKF will optimise a predictive maintenance program to suit the
objectives of the company maintenance strategy.
Operation Deflection Shape: modeling of structural movements.
Dynamic Balancing: in situ single and 2 plane balancing of fans, blowers, etc.
Thermal Imaging: switchboards, rotating machinery, furnaces, etc.
Precision Laser Alignment: direct drives, pulley drives, rolls and geometric.
Oil Analysis: spectrometric and ferrographic analysis
Motor Current Analysis: as part of routine surveys or one-off investigations.
Root Cause Failure Analysis: bearing and power transmission failure analysis
(any brand) by trained experts.
Thermoview East
Address: 16 Eskay Rd, Oakleigh South, VIC, 3167 Australia
Contact: Lang Nicholls
Phone: 03 9570 2883
Fax : 03 9579 4416
Email: sales@thermovieweast.com.au
Web: www.thermovieweast.com.au
Countries Supported:
Australia
CM SERVICES
Thermographic Fault Detection
Thermoview East prides itself as the benchmark for preventative
maintenance Thermographic services throughout Australia and has been in
operation for over 15 years.
As an ISO 9001 accredited company our quality systems ensure that our
63

64
Survey 2005
Surver of Condition Monitoring Equipment & Services
customers experience reliable services that are delivered in a timely manner.
Utilising a range of ‘State of the A r t ’ Thermographic cameras we can ensure
that accuracy and precision is second to none.
Total Plant Control Pty Ltd
Address: 7-11 Rocco Dve, Scoresby Vic 3179 Australia
Contact: Kurt Deby
Phone: (03) 9764 0922
Fax : (03) 9764 0921
Email: tpc@mira.net
Web: www.totalplantcontrol.com
Countries Supported:
Australia, New Zealand, UK, USA
CM PRODUCTS
ThermochronÆ Stand alone miniature temperature logging buttons -
Management software - and hand held download device (E-logger).
Forget about ‘once off’ temperature readings - get the full picture and record
operating temperature of vital machine components all year round. Compare
one with another, take into account the ambient temperature (overlay)
Applications bearings, gear boxes, hydraulic systems Early warning of
impending failures
CM SERVICES
Temperature logging - utilizing the ThermochronÆ button technology.
ThermochronÆ is a trade mark of Dallas Semiconductor.
Tui Industries
Address: Unit 4-5/14 Argon Street, Sumner Park, QLD, 4074 Australia
Contact: Jason Sulzberger
Phone: +61 (0)7 3715 7800
Fax : +61 (0)7 3715 7600
Email: jason@tuiindustries.com.au
Web: www.tuiindustries.com.au
Countries Supported:
Global
CM PRODUCTS
o z WatchÆ - A Global Condition Monitoring Solution for all industry
segments, offering the latest in state of the art technology in vibration
analysis, oil analysis, online surveillance, and data acquisition. The
o z WatchÆ data acquisitions systems range from 256 to 800 analog input
channels, with multi digital I/O channels. The acquisition systems are
supported by the ozWATCHÆ WEB base analysis software giving access to
the data from virtually anywhere in the world. The software manages the
data from every aspect of condition monitoring.
o z WatchÆ is the most economical and safest method of monitoring rotating
equipment.
Accelerometers - Tui Industries is an Australian manufacture of
accelerometers, which are used with the ozWATCHÆ system. Tu i
Industries have an extensive range of accelerometers that covers all industrial
applications including 4 to 20 mA vibration sensors.
Alignment Shims - Tui Industries has ‘in stock’ a full range of alignment
shims.
Vibration Meter - Handheld overall Vibration Meter
CM SERVICES
Tui Industries Condition Monitoring Qualified Engineers can offer tailored
Reliability Programs. Tui Industries deliverers results though the ozWa t c h Æ
system that can be measured in terms of reduced unplanned downtime,
improved machine reliability, increased safety, and lower program operating
costs.
Vibration Analysis
Comprehensive vibration surveys and root cause fault investigation. Tu i
Industries ozWATCHÆ system delivers unparallel results for there clients.
Laser Alignment
Shaft alignment provided with a detailed report. After hours service is also
available.
Precision Balancing
Experience staff to precisely balance in-situ you machines.
Training
Tui Industries provides a range of training for clients.
Vibration Institute of Australia (VIA)
Address: 24 The Pines Outlook, Doncaster East, Victoria, 3109 Australia
Contact: Clyde Volpe
Phone: 03-9841 6600
Fax : 03-9841 6611
Email: clyde@viaustralia.com.au
Web: www.viaustralia.com.au
Countries Supported:
Worldwide
CM SERVICES
The Vibration Institute of Australia (VIA) is a newly formed venture between
Mobius and REaDS Systems. VIA are offering vibration analysis courses
and certification which comply with the ISO 18436.2 vibration training
standard. Courses include:
Category I: Basics of vibration data acquisition and equipment knowledge
Category II: Intermediate vibration analysis
Category III: Advanced vibration analysis and corrective action
The main aim of VIA is to offer courses that are not product specific, while
providing content which is of world-class standard. Clyde Volpe and Jason
Tranter will deliver the training courses. Attendees receive an
iLearnVibration CD, course books, and excellent training.
Vitech Reliability Systems
Address: Suite 3, 58 Kishorn Rd, Mt Pleasant, WA 6153 Australia
Contact: Kelvin Wright
Phone: 1300 884 007
Fax : 1300 886 007
Email: info@reliabilitysystems.com
Web: www.reliabilitysystems.com
Countries Supported:
Australia, New Zealand & Indonesia
CM PRODUCTS
Vitech Reliability Systems is proud to be the authorize distributors for:
Wilcoxon Research
Industrial accelerometers
Cables, connectors and termination boxes
Signal conditioners
Shakers and amplifiers
iLearn Interactive / Mobius Institute
Self paced interactive vibration analysis training systems
Extensive resources and reference material to assist with analysis
Self paced interactive shaft alignment training systems
Distance learning training solutions for VA in accordance with ISO standards
Certified accreditation examinations for Category I, II & III Vi b r a t i o n
Analysis
Commtest
Vb series portable vibration data collectors and analysers
Vb online plant surveillance systems
ASCENT vibration analysis, reporting and data management software
Comprehensive 5-Year warranty policy on portable hardware and software,
3-Years for the Vb online
Endevco
Test and measurement accelerometers for aerospace, bio medical, crash
testing, modal analysis and extreme vibration applications
Precision pressure transducers
Signal conditioners and data acquisitions systems
DLI Engineering

DCX & DCA-50 Triaxial based data collectors and vibration analysers
ExpertALERT automated vibration analysis, reporting and data management
software
SPRITE online plant surveillance systems
Web Connect data distribution through the internet
Beran Instruments
766 series multi-channel online monitoring systems and diagnostic systems
for turbo machinery
767 series portable multi-channel (32-ch) analysers for turbo machinery
Transcal portable and laboratory transducer calibration systems
Fixturlaser
Shaft, Geometric , Roll and Turbine alignment systems
Pulley alignment
Off Line 2 Running dynamic movement measurement
Hydro turbine alignment
Artesis
Motor condition monitoring:- Online protection and monitoring for incoming
power supply and developing mechanical condition
CM SERVICES
Vitech Reliability Systems provides product and application training, analysis
support and database management.
WBM Pty Ltd.
Address: Corner Hazelwood Drive and Miners Way, Morwell, VIC 3840, Aus
Contact: Roy Simpson
Course One
Phone: (03) 5135 3400
Fax : (03) 5135 3444
Email: wbm@wbmgipps.com
Web: www.wbmconsulting.com
Countries Supported: Australia, Denver - USA, Vancouver - Canada.
CM PRODUCTS
WBM has formed a strategic alliance with the Melbourne-based company
‘ Tensor Systems’, which designs, builds and services TURBOPAC, a
permanently installed system for Vibration Condition Monitoring of critical
production machinery.
T U R B O PAC permanent monitoring systems are custom-designed from
standard elements to meet the client’s requirements; and range from
relatively simple systems, in which only overall vibration levels are logged,
to complex installations where many channels are continuously monitored
sequentially or in parallel.
CM SERVICES
Vibration Monitoring - Including Mining, Power, Food, and Pulp and Paper
industries.
Survey 2003
Suppliers of Condition Monitoring Equipment & Services
Vibration Analysis - Machine vibration investigations, on site balancing and
human response vibration surveys.
Permanent Structural Monitoring Systems, to determine operating stresses
in large machines and structures.
Specialist Monitoring Systems, including ultra-slow speed machines.
Pump Performance Testing.
Planned Maintenance & Maintenance People
The What, When & Who of Maintenance
Course Two
Maintenance Planning
Advances In Maintenance Planning, Maintenance Control & Feedback
Course Three
Maintenance Management
Success & Excellence In Maintenance & Asset Management
Conveyor Belt Monitoring to determine the condition of the steel cords and splices.
Maintenance 2005 Seminars
For more information see: www.maintenancejournal.com
or Email: mail@maintenancejournal.com Phone: 03 5975 0083
Attend Just one, two
or all three of these
one-day course
PRESENTED BY
Len Bradshaw
Townsville
18-20 July 2005
Sydney
5-7 Sept 2005
In-house presentation of these seminars will only be considered for organisations outside of Australia

66
m a i n t e n a n news c e
Powerful new MEX software with superb handling ability
v 1 1
Brisbane IT company Maintenance Experts has recently released a significant new version of its software. MEX
now delivers maintenance software with perfect balance.
“ M E X v 1 1 is a major leap forward for our system’s functionality. Customers get the same user friendly environment,
but with powerful features that give results” says Managing Director Stephen Ninnes.
“Maintenance management techniques and technologies are constantly changing, so we’re delivering not only what
our customers need now, but the building blocks of future maintenance trends.”
“MEX v11 development is the direct result of listening to our customers.”
MEX is a computerised maintenance management software system that gives companies the power to take control
of their maintenance operation, incorporating extensive features with system simplicity. MEX helps to deliver new
levels of maintenance efficiency, reduce breakdowns, increase profits and save time and paperwork.
MEX v11 has elegantly simple formatting to give users an easy-to-read software system that reflects consistency and
quality. Functions and buttons have a logical presentation, and information is displayed in a manner that is clear
and concise.
With an expanded asset register, MEX v 1 1 lets users segment their plant more effectively and provides extended
management reporting capabilities. Up to 7 levels of hierarchy can now be utilised to refine asset tracking with
a new easy-to-use tree structure display.
M E X v 1 1 “Regions” function now lets users effectively segregate their organisation within their MEX software. It
allows users to view only the equipment, supplier parts and related information that is specific to their area of a
company. This means they get the flexibility to handle maintenance with a single database, but apply security that
simplifies usability.
Functionality to address safety permits and certificates has been included. It provides clients with a streamlined
method of permit approval, electronic notification, and the ability to maintain necessary paperwork and certification.
M E X v 1 1 will also simplify routine maintenance functions, including a ToDo list for task control, effective inspection
plans, simplified security, multi-select functions and conditional formatting.
With MEX’s practical modular system, users can go quickly to any part of their operation, record and analyse key
activities, and print practical, relevant reports and graphs.
The success of MEX has been driven by design and development from the shop floor up. The software is designed
and supported by a team grounded in maintenance management. Dedication to customers and the maintenance
industry ensures that products are refined to optimise maintenance efficiency. And the end result of this involvement
is a feature packed computerised maintenance management system that is very easy to use.
What began as a maintenance training firm in 1993 has evolved to become a world leader in maintenance
management. Now with over 3,500 system users across the globe, from Sydney to Auckland to Oregon, Maintenance
Experts is providing solutions to virtually all industry sectors including manufacturing plants, building facilities,
local governments, mining companies, fleet managers and maintenance contractors.
All new flexible functionality and expanded features ensures that MEX v 1 1 delivers benefits to any size company,
from stand-alone installations to multi-site regionalised organisations. Whether a maintenance operation services
five or 50,000 pieces of equipment,
the MEX system gives users the
power to take control, utilising
either MEX Access® or MEX
Enterprise SQL Server®.
I t ’s time to take a new look at MEX.
Refined for optimal system
performance, MEX v 1 1 now handles
multiple sites, and extended
functionality gives you total control
of your maintenance operation.
For more information about
Maintenance Experts and MEXv11
contact us on +61 7 3392 4777 or visit
us at w w w.mex.com.au for a test
d r ive of this high performance
ve h i c l e .

New RIMSys® - AVAILABLE NOW!
OMCS International has developed the first commercial Reliability Incident Management System of its kind. The
new software product, called Reliability Incident Management System (RIMSys®), facilitates the recording,
management, resolution, and archiving of equipment failure incidents. RIMSys® is a simple process which
guarantees that records, reports and projects will never be lost or forgotten. RIMSys® is used to manage important
equipment failure incidents which require formal investigations. Rimsys® is a complete network based system you
don’t have to create. It can be downloaded, installed, setup and operational within a couple of hours.
RIMSys® is specially designed to target equipment failures which cause unexpected down time and production
loss and therefore require investigation to prevent these incidents recurring. RIMSys® will enhance your Reliability
Assurance, working towards a more dependable solution.
The new RIMSys® software guides you through defined investigation, action, implementation and archiving
processes, and, can be customised to suit the needs and structure of your organisation. It records all incidents,
giving a summary screen for a clear overview, informs the user which items are assigned to him and details screens
for specifics, searching, filtering, data extraction and reporting. Each incident is assigned a ‘status’ at every step
along the way and user definable consequences can be assigned to each incident to assist with prioritising.
There are also many advanced features and functions included in RIMSys® software. One of its features is an
email based notification system, through Microsoft Outlook, that can be configured to notify individuals and groups
of certain events in the investigation resolution process.
RIMSys® is designed as stand alone software, appealing to most maintenance professionals. It can also be purchased
as part of the PMO2000 software allowing quick retrieval of planned maintenance tasks associated with the
equipment being investigated. It includes a configurable Risk Assessment calculator and can be an attachment of
any type of file to each incident for archiving formal reports, and including photographs in recording and
investigations.
The free evaluation version includes three sample incidents at various stages of the investigation, as well as the
option for you to create a further 12 new investigations of your own. This package gives you the opportunity to
investigate the real benefits of RIMSys® free.
You can purchase or rent the full version of RIMSys® via internet download and credit card transaction. Rental
prices start from just $1200 p/a. Once you sign up, help is available from the online help menu. If you happen to
require further technical support, the staff at OMCS International will be happy to offer assistance.
RIMSys® is designed to take the administrative headache out of investigation. Now with RIMSys® at your service,
gone are the days when you "can't find that piece of paper" or when you cannot respond in seconds on the status
of a specific investigation.
For more information on how to get started contact Walter Grd ovic at OMCS International, telephone +61 419 540 113 or
go to w w w.ReliabilityAssurance.com
D ownload a free RIMSys® evaluation version now from w w w. R e l i a b i l i t y A s s u r a n c e . c o m
ArmorPoint is I/O On-Machine
The new Allen-Bradley A r m o r Point I/O line from Rockwell Automation is a modular, 24 V dc, industrially hardened
I/O system, designed for direct on-machine mounting. Providing unrivalled one- to eight-channel I/O granularity,
coupled with an IP67 enclosure rating, A r m o r Point I/O is the foundation for the next generation of Rockwell
Automation ‘On-Machine’products.
Based on the popular Allen-Bradley POINT I/O system, ArmorPoint I/O provides all the flexibility, scalability and
‘ j u s t - w h a t - y o u - w a n t ’granularity of POINT I/O. Its sealed housing eliminates the need for additional I/O enclosures,
and allows optimal distribution of the I/O at the machine level. By facilitating direct machine mounting of I/O,
ArmorPoint I/O reduces cabling and installation costs, streamlines maintenance activities and fault finding, and
improves machine availability and uptime.
Compact and durable in design, the ArmorPoint line includes 30 I/O modules and communications adapters. The
series offers a range of module types, including dc, ac, digital,
r e l a y, analogue, counters, encoders and serial interfaces.
A r m o r Point communications adapters include DeviceNet,
ControlNet, PROFIBUS DP and also EtherNet/IP--one of the
first IP67 EtherNet/IP adapters of its kind on the market. Using
the EtherNet/IP adapter, a total of 63 ArmorPoint I/O modules
can be assembled in single EtherNet/IP node, allowing direct
communication to the A r m o r Point I/O module from a PC for
data monitoring and collection.
g s e n i o r @ r a . r o ck well.com
67

68
$1000 REWARD!!
Root Cause Analysis Recognition for Excellence
The elimination of repeating failures is an essential ingredient in reducing maintenance costs and increasing plant
r e l i a b i l i t y. People at all levels in the organization can contribute to identifying repeating problems and understanding
the real reasons for these problems. It is through this understanding of the “Root Cause” that appropriate actions
can be taken to prevent or reduce undesirable effects.
The need to eliminate defects is known by all reliability professionals however the task of encouraging people to
lift their eyes above the immediate problems to think more deeply can be challenging. An important part of the
solution is recognition. We need to recognize those that prevent failure rather than only those “midnight heroes”
who restore operations after we have failed to prevent the breakdown.
RCA Rt wishes to play a part in recognizing and encouraging defect elimination by conducting a quarterly award;
Root Cause Analysis Recognition of Excellence. Submissions are invited from any company using any RCA process.
A panel of specialists in the RCA field will assess submissions and award a certificate to the person or team assessed
as submitting the best example in the quarter. A cash award of $1,000 will also be made as a tangible reward for
their effort. Examples will also be offered for publication in the Maintenance Journal to further gain recognition
for this important work.
Analysis of Root Cause can apply to so many fields and be used in so many ways that the review panel must apply
criteria in a flexible way. The panel will certainly be looking for evidence of a systematic approach, cost effectiveness
and impact on the enterprise.
Submissions must be made in a consistent format to enable the assessment panel to review them in a reasonable
time frame. RCA Rt has made software available to streamline the recording and submission of entries. Visit the
RCA Rt website at www.rcart.com.au to learn more and obtain a free copy of the software.
Recognition For Excellence In Root Cause Analysis - The First Winner is Golden Circle.
An Impressive response was received for the first RCA Rt Excellence Awards, with great feedback. OneSteels' Jamie
Richardson said that participation had provided them with the opportunity to audit the strength of their RCA
practices.
Submissions were reviewed by our panel of specialists and RCA Rt is proud to announce that the Golden Circle
submission was found to be the most outstanding project for this quarter. The team found a cost effective solution
to a pump problem. They spent $200 to prevent a recurring loss of $35,000. The team has earned a cash award
of $1,000 for their efforts. Congratulations to the winning team members: Kerry Gilliland, Glen Jacob & Pa u l
Whiting.
Visit the RCA Rt website at www.rcart.com.au to learn how to enter the next round of awa rds or contact Melissa +61 3 9248
1 3 8 1 melissa@sirfrt.com.au
(MJ Editors note: Further details of the winner’s RCA achievements will be published in a future issue of the
Maintenance Journal)
Digital Pens Aid Perfection
Peter Duffy Limited, a dynamic UK water industry contractor, has adopted new digital pen technology developed
by Destiny. This technology will enable its field workers to further enhance its industry leading standards in
Customer Service.
A 12 week field trial proved the benefits of Destiny digital pens. Through the pen trial Peter Duffy’s customers,
including Yorkshire Water, had real time feedback of work carried out. Based upon this success, Peter Duffy Ltd
has placed an initial order for sixty pens.
The digital pen simplifies the interface between customer facing employees and the client’s back office systems.
C u r r e n t l y, field workers submit written confirmation that repairs and inspections carried out on behalf of Yo r k s h i r e
Water have been completed. As a result, Yorkshire Water have a rolling record of all work carried out and can
effectively track customer service, albeit with a costly delay of up to two days.
In contrast, the digital pen allows Peter Duffy Ltd to keep Yorkshire Water and their other customers up to date,
in near real-time. As a customer feedback form is completed, the information is simultaneously transmitted in
digital format, processed immediately and computer records automatically updated. With information transmitted
almost instantly from the field to the call centre, Peter Duffy Ltd can provide an industry-leading quality of service
to Yorkshire Wa t e r. In particular, customers can now expect quicker responses to their enquiries in real time,
thereby enhancing their customer experience.
Peter Duffy Ltd is one of the first companies in the world to recognise the potential of digital pen technology. It
is also the first in its field to apply it specifically to the task of improving customer service, by eradicating the
mammoth and costly task of processing a cumbersome paper trail. It now plans to roll-out the technology across
the field service team at DrainsAid, the Utility Services trading division of Peter Duffy Limited.
David Robinson, Business Development Manager of Peter Duffy Ltd said, “We have considered a range of alternative
technological solutions to provide real time feedback from operators in the field. These included laptops, PDA’s,

SMS messaging and the digital pen. The underlying
need is a process that is both cost effective and easy
to implement with operators undertaking manual
activities in the field. The digital pen was the only one
that satisfied both of these needs. It is by far the
simplest of all technologies to introduce; it allows rapid
deployment with on the job training and was, in our
v i e w, the least expensive to buy and run and is the
most user friendly. The feedback from my colleagues
about its reliability, use and potential has been
extremely positive.”
Stephen Winyard, Destiny Group Sales Director said, “Peter Duffy Ltd is an ideal user for the Digital Pen. As
the company puts them to the test it will see the enormous benefits of cost reduction and quicker processing time.
It has a practical application for every business that handles large amounts of paper and forms.”
Digital Pen and Paper Technology
The Digital Pen functions like any normal pen but enables the user to send, by email, anything they write or draw.
The Pen houses a sophisticated array of technology that includes; an infrared camera, an image processor and a
wireless Bluetooth transceiver. These components work together with the Anoto pattern, a series of nearly
invisible dots printed on ordinary paper or forms.
As you tick a small box at the bottom of the paper, the information is instantly transmitted via a mobile phone
using Bluetooth wireless technology to a destination of your choice in approximately 20 seconds. As an alternative,
the pen is capable of storing 40 A4 pages of data or approximately 80 A5 pages and this can be downloaded to
your PC via a simple pen docking station. www.destinywireless.co.uk www.destinywireless.com.au
Cliplight’s HVAC/R Kit Makes Refrigerant Leak Detection
Fast, Safe, Clean & Accurate.
New All-In-One kit features the HVAC/R industry’s best dye injector.
Cliplight, a leading manufacturer of HVAC/R leak detection and sealant products, introduces the All-In-One Leak
Detection Kit for HVAC and refrigeration systems.
The eight-piece kit, which utilizes dye and light inspection leak detection methodology, features the HVA C / R
i n d u s t r y ’s quickest, cleanest, safest, and most economically priced dye injector. The Revolver injector comes
with a newly-designed charging hose that swivels 360-degrees at both ends for easier storage and fitting access.
Unlike other dye injectors, the patented Revolver accurately injects the industry’s smallest, but most concentrated
dose in increments of .04-ounce of dye/7lbs. of refrigerant, thus safeguarding against over-dyeing or system
contamination.
The All-In-One kit also includes:
Either the Cliplight 450 dye-seeking LED blue light for long range or limited accessibility detection; or the Ve c t o r
7 dye-seeking LED ultraviolet light (UV) for up to six-foot proximities. The lights are cordless/rechargeable, use
nickel hydride batteries, and both include chargers for AC and a DC cigarette lighter.
UV enhancement glasses.
Dye cartridges for 25-shot or 50-shot doses.
Adapter fittings for HVAC/R or automotive a/c systems
Foam Drip Guard plugs that absorb residual dye on the
coupler body and O-ring grooves, while also preventing postinjection
dye contamination of kit components or hands.
A sample bottle of cleaning fluid specially formulated to
remove dye from leaking areas for repair integrity
verification.
Service stickers for system service identification.
A durable 16” (L) X 12” (W) X 4” (D) plastic carrying case.
For more information on Cliplight, an ISO 9001:2000 certified
manufacturer and its refrigeration products, please email
h va c r @ c l i p l i g h t . c o m, call 1-866-548-3644 or visit
w w w. c l i p l i g h t . c o m .
New Remote Capability for Marine Equipment Health Monitoring
Software Provides Mobile, Real-Time Diagnostic Data at Very Low Bandwidth
MACSEA Ltd, a global provider of diagnostic and predictive CBM software, has just announced a remote capability
to its automated equipment health monitoring software. Diagnostic equipment data can now be viewed from
69

70
anywhere in the world, in real time, using MACSEA’s innovative technologies.
The new remote health management capability can be used for tele-maintenance of shipboard equipment by shore-side
technicians in support of reduced manning initiatives by the Navy and commercial ship operators. Accessible around
the world over the Internet or on a local intranet, MACSEA’s DEXTER software collects information gathered from
equipment, performs diagnostics, and delivers this information to wherever it is needed, and in real-time.
The new functionality allows experts to have a virtual presence on any ship, anywhere and anytime, providing
technical assistance and rapid resolution of problems onboard. It can assist in maintenance logistics, allowing port
engineers and operations staff to monitor equipment performance to identify key maintenance activities and plan
remedial activities accordingly.
“We see remote monitoring playing an increasingly significant role on future Navy platforms to support reduced
manning. Our new remote monitoring feature addresses this need by allowing users to get real-time feeds of
equipment health and diagnostic data from anywhere within their own network.” said Martin French, Vice President
of Marketing
One of the software’s greatest attributes is the low bandwidth requirements for DEXTER’s real-time monitoring -
less than 5kbs. This means that no special hardware is required and that existing ship’s communication channels
can be used without additional costs. Even standard dial-up connections can be used to provide live diagnostic
data from anywhere in the world.
The upgrade of MACSEA’s flagship CBM product, DEXTER, brings yet another level of sophistication to a product
that is already far in advance of current monitoring technologies. The remote feature now extends shipboard
equipment health monitoring to shore-side engineering personnel wherever they are. Using the DEXTER software,
they can drill down into equipment fault alerts and gather further real-time information, numerically and graphically,
and make intelligent decisions that make mechanical, economic and safety sense.
The technology can be seen in action by visiting MACSEA’s website www.macsea.com and downloading a demo.
The demo allows a client computer to read real-time simulated engine data off a server on the Internet.
A unique new instrument for condition monitoring
Vibrationsteknik AB in Sweden has developed a new instrument for condition monitoring.
The new instrument, called ME 42 helps you to decide if your machine’s operation is
optimal and fault free. ME 42 measures vibrations, according to the ISO-standard, in
rotating machinery. By analyzing the vibration pattern different kind of faults can be
detected. The unique thing about ME 42 is that this analysis is done automatically in
the instrument and faults are presented in plain text.
By entering the speed of the machine and placing a transducer at the chosen points for
measurement the instrument automatically performs an evaluation of the machine. ME
42 identifies all common faults in rotating machinery, such as unbalance, misalignment,
bearing failure, electrical fault, looseness etc. As the faults are presented in plain text the
instrument is easy to use for the beginners. No training is required.
ME 42 is also an instrument for the experienced technician. There are several
possibilities for manual vibration analysis and individual settings. It is also possible to
save the data in a PC. Software is included.
Find out more, w w w. v t a b. s e .
Tenix first civilian contractor to achieve Australian Army AMO status
Tenix Defence Land Division’s Fleet and Logistics Services at Bandiana in Victoria is the first civilian defence
contractor to achieve Australian Army Accredited Maintenance Organisation status. Air Vice Marshal Christopher
Spence - Commander Joint Logistics presented Ian Sharp, Executive General Manager, Operations, of Te n i x
Defence, with an accreditation certificate in a special ceremony at Wadsworth Barracks.
The certificate acknowledges the Land Division’s compliance with the A r m y ’s Technical Regulatory Fr a m e w o r k
(TRF) and reflects the Army’s confidence in the Bandiana site’s ability to deliver and sustain key elements of land
c a p a b i l i t y. Tenix Group Managing Director, Mr Paul Salteri, said the company was very proud to be the first civilian
contractor to achieve an AMO certificate.
“This further underlines the strength of Tenix Defence Land Division’s workforce and the Group’s ability to deliver
world-class services to the Australian Defence Force,” Mr Salteri said.
A special team of Land Division workplace trainer assessors and subject matter experts, consisting of Daniel
Maroney, Deb Charlton, Geoff Loneragan, Kate Tregaskis and Bis Mitra, worked on the accreditation.
“The team was able to pull the organisation together to prove it was worthy of accreditation by having maintenance
management systems, a qualified and competent workforce, documented processes and robust data control measures
in place,” Mr Salteri said.
The TRF comprises policy, procedures and instructions that define requirements for engineering, technical and
non-technical maintenance, and procurement activities as set out in the Technical Regulation of Army Material

Manual. Compliance with the TRF ensures the technical integrity of Land Materiel, including fitness for service,
safety and environmental compliance. The accreditation follows 200 individual technical position profile
assessments, training for 450 personnel, numerous procedure and process amendments and two external audits.
For further information: Liam Bathgate Ph: Australia 0417 268 210
MicroMain Releases New Maintenance
Management System for Healthcare
MicroMain Corporation has announced the release of MicroMain XM for Healthcare. This is the company’s
first industry-specific version of its flagship computerized maintenance management system (CMMS)/enterprise
asset management (EAM) system.
Hospitals have successfully used the standard MicroMain XM system for the past decade to automate work orders,
schedule labor, complete inspections, and generate reports. MicroMain XM for Healthcare primarily addresses
increasing requirements, including detailed compliance reports, for regulatory agencies.
“MicroMain XM for Healthcare provides the tools for facilities and clinical engineering to effectively manage and
maintain their respective environments,” said Joe Jurzec, a Partner with Viasant LLC in Chicago, which specializes
in CMMS implementations for hospitals. “Each department can easily track the information needed for work
performance, top-level internal reports, and regulatory compliance.”
Viasant worked closely with MicroMain to help design this specialized CMMS for the healthcare industry. Jurzec,
who manages CMMS services for Viasant, has provided consulting services for many hospitals in the Chicago area.
Professionals in both facilities and clinical engineering at these hospitals provided input into the development of
MicroMain XM for Healthcare.
“Documenting what you do and building a service history is extremely important in healthcare,” Jurzec added.
“The fields and data structure in MicroMain XM for Healthcare now make that easy for hospital managers. They’ll
also appreciate being able to put their hands on that information quickly when they need to answer questions.”
For the facilities department, MicroMain XM for Healthcare helps managers maintain plant and physical assets
for optimal patient care. Ensuring continuous facility operability, for example, includes precisely maintaining
redundant electrical back-up systems. Managers can also assign priority to healthcare equipment, such as Life/Safety
and Critical Utilities, to better respond to work requests and properly schedule preventive maintenance.
A hospital’s clinical engineering department must manage internal clinical assets and clinical equipment owned
by other departments. With MicroMain XM for Healthcare, this department can associate equipment with patient
IDs to provide a patient usage audit trail. The software also enables managers to identify equipment that may be
HIPAA related to ensure compliance when used or serviced.
Risk assessment is also a key feature in MicroMain XM for Healthcare. With this software, hospitals identify patient
and staff equipment risk and link that risk to the equipment or area being serviced. The risk assessment offers
independent scoring for both facility and clinical applications, as well as a date stamp for time of assessment and
identification of the person providing the assessment.
“Hospital CFOs are going to be very pleased to reduce costs by using our new software for both facilities and
clinical engineering,” said Pat Conroy, President of MicroMain. “Equally important, hospital managers will gain
operational efficiencies and meet the growing requirements of regulatory agencies. MicroMain XM for Healthcare
clearly meets a market need, and we’re confident many hospitals will take advantage of the healthcare-specific
functionality provided in this easy-to-use system.” w w w.micromain.com
The BIOMON Project - High-Performance, Environmentally-Friendly
biolubricants set to reduce maintenance costs
Monition Ltd, UK based Condition Monitoring and Asset Reliability specialist, is set to embark on a 2-year European
research project to develop long-life biodegradable lubricants - helping industrial users towards achieving ISO
14000 Environmental Management Standards.
The BIOMON Project (towards long-life BIO-lubricants using advanced design and MONitoring tools) aims to
address the growing demand for environmentally friendly oils and greases with improved lubricant performance
for modern, high-performance machinery.
Pooling the expertise of lubricant manufacturers, component manufacturers and 2 major Tribology Research
Institutes, the BIOMON Project will develop two unique product groups: firstly, long-life biolubricants based on
high-performance native esters, and secondly, high temperature and oxidation resistant biodegradable greases based
on polyurea thickeners mixed with native esters.
With a respected R&D track record in the field of pioneering condition monitoring technologies, Monition Ltd
will contribute to the development of advanced maintenance and condition-monitoring techniques that will enable
optimised quality lifetimes for bio-lubricant operation.
The project will also develop an Internet-based, Intelligent System for Condition Monitoring strategies that will
enable online users to access information relevant to biolubricant selection, biodegradability-related issues and
expert diagnostic resources. Project research, published to the website, will serve to promote the uptake of quality
biodegradable lubricants worldwide.
BIOMON is expected to achieve a 20% reduction in wear and a 10-20% increase in the speed limits and
71

72
performance of actual lubricants. The implementation of advanced monitoring tools coupled to an expected 10%
reduction in the quantity of used lubricant will achieve an estimated 30% decrease in overall maintenance costs.
E c o l o g i c a l l y, the proposed biolubricants will contribute to the preservation of natural resources by using renewable
raw materials. Equally, non-toxic lubricants will pose a significantly reduced pollution threat to the environment
than conventional mineral and synthetic oils.
The project consortium is headed by leading German lubricant manufacturer ROWE and also includes the Spanish
Tribological Institute TEKNIKER, Portuguese Technology Transfer Centre INEGI, Spanish rolling-bearing
manufacturer FERSA, Portuguese gears manufacturer BRITO, and Spanish ball-screws manufacturer SHUTON.
Regular BIOMON progress reports will be featured at Monition’s website: www.monition.com
Refrigeration System Sealant Averts Costly Repair at Ford Engine Factory.
Lost production time is avoided when an undetectable refrigerant leak in a chiller is sealed with Super Seal 3
Phase by Cliplight.
A leaking chiller forced an automotive manufacturing plant HVAC/R engineer to decide between a costly production
shutdown and using a $60 can of refrigeration system sealant to eliminate the leak.
Shutting down the chiller system, which cools 10,400 gallons of honing oil used in the engine block cutting process
at Ford Motor Company’s mammoth Essex Engine Plant, Canada, would run up costs in service and parts including
a reduction in plant productivity. The best case repair scenario for the V-6 engine production plant was a projected
five-day disassembly of the 24-ton chiller with hopes that necessary replacement parts were readily available once
the leaking component was found. The worse case scenario was waiting one or two weeks for parts and subsequently
renting expensive mobile chillers.
Gerry Miller, the plant’s compression equipment engineer, hadn’t heard of refrigeration leak sealants prior to the
incident, but he was wary of putting any foreign substance in the system. “I like only refrigerant and oil in my
systems, and that’s all,” said Miller, “but I had run out of alternatives.”
Previous leak detection efforts with electronic leak detection and liquid soaping connections didn’t reveal the leak
location, but did confirm two realities: 1) the leak was most likely inside the chiller’s evaporator in an enclosed
tank; and 2) repairing the leak wasn’t going to be easy.
To maintain Ford’s stringent environmental policies on refrigerant leaks, Miller was preparing a fast-track plan to
tear apart the system until Paul Appler, a first class power engineer and director of research and development for
the HVAC/R division of Cliplight Manufacturing Corp., Toronto, suggested using a sealant made especially for
refrigeration system leaks.
The relatively new chiller is a 48-ton model with two 25-hp., 24-ton semi-hermetic reciprocating Carlyle compressors
and utilizes Sporlan, St. Louis, Mo., filter driers and expansion valves. Before the repair, the chiller was operating
with a 1) discharge pressure--195-psig; 2) discharge temperature--219.2ºF; 3) shell temperature--212ºF; 4) suction
pressure--40-psig; 5) suction temperature--77ºF; and 6) superheat-60 degrees.
With no other choice than system tear-down or using a sealant, Miller invited consultation from Cliplight Cliplight
H VAC/R sealants were still relatively new at the time and Miller wanted to exercise a controlled methodical approach
to its use at the plant. After a thorough analysis by the Cliplight team to ensure a clean system, Miller gave the
green light. A trial dose of three ounces of Cliplight’s industrial strength sealant, Super Seal 3 Phase, which
is designed for five-ton and larger systems, was administered by Service Technician, Dave Dunn owner of Thermo-
Dynamics Ltd, Windsor.
Since the trial dose stopped 80 percent of the leak without any adverse effects to the refrigeration system
components, Miller opted to inject an additional three-ounce dose of sealant. The second injection completely
halted the leak, based on system operation statistics of: 1) discharge pressure-208-psig; 2) discharge temperature-
103ºF; 3) shell temperature-162ºF; 4) suction pressure-68-psig; 5) suction temperature-53ºF; 6) superheat-13
degrees.
Miller had waited for over one year to declare whether the sealant has completely remedied the problem. A recent oil
analysis and acid testing revealed a “crystal clear” oil and acid-free sample, according to Miller. “If there’s going to be
a problem, it would have surfaced by now, I’m a believer in refrigeration sealants now,” Miller said. h va c r @ c l i p l i g h t . c o m
POWER INDUSTRY MAKES STRONG SHOWING IN ENHANCED
ASSET MANAGEMENT AWARDS
Power companies from three states took out gold,s i l ver and bronze at the recent Australian Maintenance Engineering Excellence
Awa rds organised by the Maintenance Engineering Society of Australia (MESA).
Victoriaís Powercor took gold while silver went to Energy Australia from NSW and bronze to Aurora Energy in Ta s m a n i a ,h o s t
state for this yearís awa rd s.
Newcastle steel manufacturer One Steel was also recognised with a silver awa rd while the Royal Australian Navy secured a
bronze in the expanded annual awa rd event which was first held in 1996.
The 2005 awa rds were made against seven criteria to organisations ach i eving defined standards in asset management and
maintenance engineering, as judged by MESA, a Te chnical Society of Engineers Australia (EA).

The Victorian electricity business Powercor Australia won its gold awa rd for developing and implementing asset management
strategies for its underground cable systems. Powercor has ach i eved an 86 percent improvement in network reliability (SAIDI)
over the past five years and has become a leader in health and safety across the Australian electricity distribution industry. I t s
efforts have also resulted in individual recognition for Kieran Ske l t o n ,N e t work Asset Manager Maintenance Strategy, w h o
r e c e ived the Steve Maxwell Awa rd for leadership.
In a four year period, E n e r gy Australia introduced new maintenance standards for 96 percent of its $11 billion in electrical netwo r k
assets spread across more than 22,275 square kilometres.The major outcomes of its new asset management strategy are better
reliability of assets, greater productivity and efficiency for field staff, i m p r oved asset funding, a major improvement in the
punctuality of inspection tasks and greater transparency in costings provided to regulators.
E n e r gy Australia also receive d ,the Founders Plate.The plate is awa rded in recognition of Peter Robinson, founder of MESA and
former National Council member of the Institution of Engineers, who passed away last ye a r. The awa rd recognises the effort
i nvo l ved in the size and speed of the maintenance improvement demonstrated in the AMEEA application.
Tasmanian electricity distributor and retailer, Aurora Energy, r e c e ived its awa rd for a submission entitled The Forgotten Assets
w h i ch highlighted the mutual benefits of a company maintaining priva t e ly owned high voltage assets such as transformers,
s w i t chgear and whole substations. Aurora Energy has developed a unique partnership maintenance system with private High
Voltage asset ow n e r s, w h i ch not only reflects the company ’s mentor philosophy, but also provides benefits in asset life and
e f f i c i e n cy.
The Newcastle Bar Mill, a unit of the OneSteel Market Mills organisation, was recognised for the wo r k f l ow process it deve l o p e d
with consultants, AC M .The process delivers significant improvements in planning, s cheduling and execution of maintenance
tasks and is now being transferred to other areas of OneSteel Market Mills, including Newcastle Rod Mill and Newcastle Pipe
& Tu b e .The Bar Mill’s efforts have been described as great steps forwa rd in maintenance practices and equipment reliability.
The FFG Systems Program Office (SPO) of the Royal Australian Navy was recognised for its management of six US Nav y - d e r ive d
O l iver Hazzard Perry FFG ve s s e l s.The Navy chose to enter AMEEA for the first time to benchmark itself against industry practice
and to form the basis for ongoing improvement within the SPO.
National Chair of MESA, Jim Ke n n e dy says “ The purpose of the AMEEA program is to promote excellence in Australian asset
management and maintenance engineering and provide a tool through which Australian enterprises can evaluate their asset
management and maintenance practices.”
IntelliCom extends M2M concept with GSM / GPRS
H a l m s t a d ,S we d e n ,-- IntelliCom is proud to announce new GSM, GPRS modems to the M2M (Machine 2 Machine) concept to
manage devices remotely.
With the NetBiter® Remote Device Management solution you can network-enable your devices anywhere in the world and
integrate them into the enterprise. At anytime you can access critical information about operational status, d i a g n o s t i c s, s e r v i c e
r e q u i r e m e n t s, alarms etc. Or just simply monitor and control your devices and automation processes easy, secure and fast from
your office, hotel room or at any location of your ch o i c e .
The robust dual-band GSM unit with GPRS class 8 can be used in a wide range of areas including metering and remote
m a i n t e n a n c e ,traffic systems, shipping & logistics, s e c u r i t y, vending mach i n e s, and building tech n o l o gy.
The GSM / GPRS modem is normally connected to the NetBiter® Data Collector (NDC) that provides management of dev i c e s,
scalable from low to high vo l u m e .
More information here: http://www. i n t e l l i c o m . s e / G S M _ G P R S _ M o d e m _ f o r _ M 2 M . s h t m l ? 2 2
Compact & Convenient Thermal Imaging
APT Risk Management are proud to have an association with leading innovators and manufacturers of infrared thermal imaging
systems; integrating experience, f o r wa rd thinking, cutting-edge tech n o l o gy and an energetic team in both marketing and the
p r ovision of services.
D r iven by customers and technological trends, a wide range of uncooled and cooled infrared thermal cameras that are
c o m m e r c i a y l ldeveloped
and industrial, m e d i c a l ,s c i e n t i f i , csecure
and military qualified, are now ava i l a b l e .These various cameras
h ave made it a reality in just a few years to transform invisible tech n o l o gy into smart tools, where quality, satisfaction and innova t i o n
hold the highest priority.
The First Mobile-like IR Camera in the World is a milestone, it has unparalleled design, performance and is feature packe d .
M e r e ly operate the camera in the palm of your hand and produce reports from fully integrated softwa r e .
For more information, see the APT advertisement in this edition or contact our office on T: 61 2 9318 0656,
i n f o @ a p t g r o u p.com.au www@aptgroup. c o m . a u
73

Company/ Name
Email
Subscription Form
Name Position
Phone Fax
Method of Payment (Please ✘ preferred box) FEE PAYA B L E AUS$
1 Cheque enclosed made payable to Engineering Information Transfer P/L A.C.N 006 752 978 ABN 67 330 738 613
2
3
The Maintenance Journal is a full colour quality journal of min. 76 pages. Published Quarterly.
The Maintenance Journal is available in both a PRINT version and ELECTRONIC version (eMJ)
Prices are in Australian dollars (approx. Aus$4 = US$3). For Australia prices are inclusive of GST taxes
PRINT Version
ELECTRONIC Version - eMJ Download as a ZIIPPEDpdf file (approx. 6mb)
eMJ Annual Subscription for Single Site Usage: Aus$100 Aus$180
May be distributed throughout your site intranet
eMJ Annual Subscription for Multiple Sites: Aus$300 Aus$580
May be distributed to any sites within your world wide corporation
Start Issue
For new subscriptions please indicate when you wish to start your subscription
Publishing dates are: Febuary, May, August and October
Please complete this form or email the required details.
Past Issues Past Issues of the MJ may be ordered from our web site: www.maintenancejournal.com
This form may be photocopied
Print Version subscription including postage is: Aus$150 Aus$260
Please
Tick
Box
Special Offer -
For the cost of a single subscription to the print version of the Maintenance Journal we will provide up to 5 copies of the journal
in your name that you can distribute to other staff at your company.
Please circle total No. of copies required per issue: 1 2 3 4 5
PRINT Version plus eMJ
To add the Electronic Version (eMJ) to your above order for the
PRINT Version of the Maintenance Journal: Extra Cost of eMJ Aus$50 Aus$80
For electronic funds transfer - please email to obtain details from: mail@maintenancejournal.com
(give month/year)
I would prefer you to charge my credit card. American Express Mastercard Visa Card
Card Number
Signature Cardholder’s name
1 year 2 year
1 year 2 year
Expiry date:
Engineering Information Transfer, PO Box 703, Mornington, Victoria 3931, Australia. P h o n e : (Int) 61 (3) 5975 0083
Fax: (Int) 61 (3) 5975 5735 E-mail: mail@maintenancejournal.com Web: w w w. m a i n t e n a n c e j o u rn a l . c o m

Hear from an impressive line up
of maintenance and contracts
managers from Australia’s
leading organisations:
■ KRAFT FOODS
Central Maintenance Manager
Grocery and Biscuit
■ TRANSADELAIDE
Contract Manager
■ LOY YANG POWER
Maintenance Manager
■ SIRF ROUNDABLES
QLD / NT Facilitator of the
Industrial Maintenance Roundtable
■ TELSTRA CORPORATION
General Manager
Service and Facility Operations
■ CAMPBELL’S SOUP
Maintenance Manager
■ DEPARTMENT OF
EDUCATION (TAS)
Coordinator Facilities
Management
■ AIR LIQUIDE
Maintenance Manager
■ WOODSIDE ENERGY
Maintenance Contract
Coordinator
■ PILKINGTON MAINTENANCE
Engineering Manager and
Reliability Engineer
TWO-DAY CONFERENCE
24 & 25 October 2005
POST-CONFERENCE WORKSHOPS
26 October 2005
Carlton Crest Hotel, Melbourne
You will discover how to:
■ Realise the benefits of goal alignment
with your contractor
■ Utilise KPI’s, incentives, penalties
and reporting to drive performance
■ Build lasting relationships with
contractors to deliver performance
even through periods of conflict
■ Achieve performance on qualitative
organisational goals
Supporting Website Supporting Publication
Performance
Management for
Maintenance
Contracts
■ Use contract maintenance to maximise
uptime and reliability and improve your
bottom-line
POST-CONFERENCE
EXECUTIVE TUTORIALS
A How to Create and Manage
Effective Maintenance
Contracts
B How to Promote Proactive
Behaviour by Establishing
a Total Integrated Asset
Management System
C How to Implement
Performance Measures to
Manage Maintenance
Projects
“ The conference was very
well organised - with an
excellent mix of people
from many jurisdictions.
Gold Coast Water
Researched and Developed By
TO REGISTER | T (02) 9223 2600 | F (02) 9223 2622 | E registration@iqpc.com.au | Visit www.iqpc.com.au/MaintenanceIQ
“

Performance Management For
Maintenance Contracts
Contract maintenance is often seen as a cost-effective solution to skills
shortages, industrial relations issues and a non-performing in-house
maintenance service.
Organisations that have successfully employed relationship management
principles to maintenance contract management are now realising its
benefits. Developing relationships based on open and honest
communication provides a solid and coherent contract targeted at delivering
strategic maintenance services for long-term operational reliability.
Featuring in-depth case studies from success stories, IQPC is proud to
present the Performance Management for Maintenance Contracts
conference. This conference shows you strategies to capitalise on your
contractor relationship and successfully align contractor goals to the
delivery of maintenance objectives.
By harnessing the potential of contract maintenance you can realise the
true performance of your maintenance services in terms of reliable,
productive systems and maximised uptime giving your organisation a
clear competitive-edge and add value to your organisation.
By attending this conference you will discover how:
■ Kraft Foods are using relationship building techniques to achieve goal
alignment
■ Loy Yang Power are successfully implementing qualitative KPIs
■ Telstra Corporation are developing targeted KPIs and using
incentives and penalties to drive maintenance service delivery
■ Department of Education (TAS) are redesigning contracting
system and realising efficient and quality maintenance services
■ Pilkington are auditing systems and reporting procedures for effective
performance management
This conference will show you, by example, strategies for getting the most
out of contract maintenance
Early bird savings and team discounts are available (see registration
page) and will apply when you book and pay before 20 August 2005.
This sell-out event has limited seats, so call our registration hotline
TODAY for further details on (02) 9223 2600.
Who You Will Meet
and Who Will Attend:
■ Maintenance Managers
■ Contract Managers
■ Engineering Managers
■ Asset Managers
■ Facilities Managers
■ Site Managers
■ Service Managers
Sponsorship and
Exhibition Opportunities
IQPC sponsors enjoy extensive benefits including:
■ Direct access to your target market
■ Enhancing your company or brand position
■ Increasing your competitive selling advantage
■ Achieving a high profile association with a key
industry event
For more details on the promotional opportunities
that sponsorship can offer, contact George Cupac
on (02) 9229 1002, fax (02) 9223 3863 or
email george.cupac@iqpc.com.au
IQPC Conference Available
On Compact Disc!
Capture all of the information
presented at our conference on
compact disc! Your purchase includes a
permanent reference of 8 - 9 CD's and the
complete conference workbook. Each
presentation is on CD, enabling you to choose a
topic and listen to it anytime - any place! Pay
only $768.90 (including GST) if you are
attending or invest just $878.90 (including GST)
if not attending the conference - a cost-effective
way to stay on the cutting-edge! Speaker
presentations are also available on CD-Rom
upon request.
For details and to order, please see the back of
the brochure or call
Kate Rostron on (02) 9229 1004,
fax (02) 9223 2622 or
email kate.rostron@iqpc.com.au

CONFERENCE AGENDA
8.30 Registration and Coffee
9.00 Opening Remarks from the Chair
Bill Sugden
QLD/NT Facilitator of the Maintance Roundtable
SIRF ROUNDABLES
9.10 Goal Identification
9.30 Targeting Your Contract Needs to Secure Maintenance
Service Responsiveness and Reliability
Pilkington changed from inhouse to outsourced maintenance
delivery in 2000. Overseeing the transition and implementation,
Dierk and Siobhan share the lessons they have learned in
terms of getting the fundamentals right to ensure smooth
transitions and contractor performance, including:
■ Understanding organisational needs and processes to
define the scope of contractual relations and the
responsibilities of all parties
■ Developing specific KPI’s and effective reporting
mechanisms to enable performance management
■ Practical tracking of contractor performance and contract
auditing to ensure targets are being met
Siobhan Rodman, Reliability Engineer
Dierk Meyer-Heinrich, Maintenance Engineering Manager
PILKINGTON
Working Towards Goal Alignment and Redesigning Your
Maintenance Contracting Systems
10.20 Using Benchmarking to Shape and Manage Contractor
Performance and Derive Value for Money
SIRF Roundtables provides shared learning networks and
support services for organisations seeking high reliability and
productivity at the lowest sustainable cost. Through experience
and case study, Bill will demonstrate how benchmarks can be
used to maximum effect in the contract development and
performance management process to ensure reliability is
provided in the most cost-effective manner.
■ Defining lead indicators that yield best results and
including these in the contract
■ Quantifying existing performance and providing hard metrics
■ Defininging required outcomes to aid in contract formulation
■ Regular objective, impartial measurement to aid in tracking
improvement
■ Using an inclusive process to help identify improvement
opportunities and track implementation
■ Achieving goal alignment by identifying key outcomes and
objective measurement processes
Bill Sugden
QLD/NT Facilitator of the Industrial Maintenance Roundtable
SIRF ROUNDTABLES
11.00 Morning Tea
11.30 Building Better Partnerships to Achieve Common Goals in
Maintenance Contracts for Greater Performance
At Kraft’s Port Melbourne facility the maintenance work has
been outsourced†for the last ten years and is currently with
Skilled Group. The contract roll over was revamped in 2004 to
include a KPI structure and changes in the way the
maintenance outcomes are controlled and measured. This joint
presentation aims to present some of the challenging KPI's,
actions and initiatives currently in progress to achieve the
desired culture changes and continuous improvement.
■ Communication of corporate goals and targets with
contractors to achieve realistic but challenging KPI’s
Day One: Monday, 24 October 2005
Carlton Crest Hotel, Melbourne
■ Creating a formal and informal change culture for
continued improvement of processes
■ Clarifying organisational processes to encourage
contractor activity
■ Working through long-term contractor relationships
■ Contractor perspective on service delivery and
performance
12.30
David Kramer, Central Maintenance Manager
Grocery and Biscuit
KRAFT FOODS
Tom Hutton, Assistant Operations Manager
SKILLED GROUP
Lunch
1.40 Implementing and Measuring Quantitative and Qualitative
Contract Objectives
Loy Yang Power is a Brown Coal Power Generating Company
operating a 30Mt/annum coal mine and the 2100MW LYA
power station. Both the mine and power station have had a
large part of the maintenance outsourced since 1993. Through
this case study Michael will explore:
■ Balancing the needs of in-house and contracted
maintenance
■ Measuring the right factors to accurately assess contractor
performance
■ Quantitative and qualitative measures
■ Capturing the whole performance picture
2.20
Michael Laird, Maintenance Manager
LOY YANG POWER
Developing Appropriate KPI’s, Incentives And Penalties To
Link Maintenance Strategies To Key Organisational Goals
Telstra utilises established operational contracts to manage
its critical power and buildings infrastructure. For sometime
now much of this maintenance has been outsourced and this
presentation will explore some of the learnings in working
closely with our outsourced contracting partners.
■ Developing appropriate incentive and penalty schemes to
drive performance
■ Using appropriate KPI’s to identify areas of improvement
■ Measuring the performance of assets through effective
maintenance strategies
■ Clarifying Organisational processes to streamline effective
contract performance management
3.00
John Romano, General Manager
Service and Facility Operations
TELSTRA CORPORATION
Afternoon Tea
3.30 Champagne Roundtable Discussions
After a day of fascinating presentations, IQPC want to make
sure you have the opportunity to discuss what you’ve heard
and network with your peers. A selection of our speakers will
lead discussions in the top need to know issues in
maintainence contracts in an informal setting, aided with free
flowing champagne.
Facilitators include:
John Romano, General Manager
Service and Facility Operations
TELSTRA CORPORATION
Michael Laird, Maintenance Manager
LOY YANG POWER
Bill Sugden
QLD/NT Facilitator of the Industrial Maintenance Roundtable
SIRF ROUNDTABLES
4.20 Closing Remarks from the Chair
4.30 Close of Day One
To Sponsor or Exhibit | T (02) 9229 1002 | F (02) 9223 3863 | E george.cupac@iqpc.com.au | Visit www.iqpc.com.au/MaintenanceIQ

Day Two: Tuesday 25, October 2005
Carlton Crest Hotel, Melbourne
9.00 Opening Remarks from the Chair
Bill Holmes, Director Facilitator of the Industrial Maintenance
VIC/TAS SIRF ROUNTABLES
9.10 Default Elimination and its Relationship to Proactive
Behaviour for Best Practice Contract Management
The only way to truly reduce maintenance cost is to eliminate
the work, identify the repeating faults and prevent them from
occurring again. But tensions arise in how to do this in a
contract environment where reduction in work may not be in
the interest of the contractor. Through the SIRF Roundtables
Bill has seen many approaches to contract maintenance and
will share the insights he has gained on:
■ Developing an Incident Management System (IMS) to
quantify and track success
■ Defect elimination to encourage and reward proactive
behaviour
■ Reviewing key factors in the success of implementation of
an IMS
Bill Holmes
VIC/TAS Facilitator of the Industrial Maintenance Roundtable
SIRF ROUNDTABLES
9.50 Working with Contractor Constraints to Deliver
Maintenance Objectives in Times of Skills Shortages
As maintenance manager of Campbell’s Shepparton plant,
Peter has had extensive experience in securing reliable and
qualified maintenance services in a regional environment
where skills shortages are a significant consideration. In this
session, he will share his experiences on:
■ Implementing qualification specific clauses to ensure
maintenance expectations are delivered
■ Effective management of contractors and sub-contractors
■ Maintaining relationships through times of conflict and
contractor underperformance
■ Working with contractor constraints to achieve performance
in the skills shortage climate
Peter Watkins, Maintenance Manager
CAMPBELL’S SOUP
10.30 Morning Tea
11.00 Achieving Best Practice in the Performance Management
of Maintenance Services
The Facilities Services Branch (FSB) of the Department of
Education (TAS) has decided to review its outsourced
maintenance services to address unsatisfactory performance.
With this new system up and running, Les will share the
experiences in developing this new service delivery model and
managing the performance of maintenance contractors.
■ Creating a service delivery model that is targeted to
organisational needs and constraints
■ Focussing KPIs to drive performance
■ Creating objective reporting standards and systems
■ Communication and contract management within a
complex contractual and organisational structure
■ Realising cost-effective service performance
Les Burbury, Coordinator Facilities Management
DEPARTMENT OF EDUCATION (TAS)
11.40 Identifying the Appropriate Service Delivery Model for Your
Organisation to Drive Productivity
Maintenance of TransAdelaide’s rail car assets has recently
been reviewed and the contract subsequently re-tendered to
reflect the need to change service delivery models to optimise
performance. This session explores the process of defining
what the important parameters of the maintenance needs were
and the development of a contract that could deliver the
required services.
■ Understanding crucial organisational goals and constraints
as important influences on maintenance needs
■ Harnessing appropriate service delivery models to
maximise maintenance output
■ Assessing the impact of budget in deciding on service
delivery models
■ Effective alignment of service delivery to your organisation
■ Streamlining maintenance communication processes to
remove impediments and excuses for delays in contractor
performance
Jim Sandford, Contract Manager
TRANSADELAIDE
12.20 Lunch
1.40 Harnessing Contractor Proficiency to Add Value to
Maintenance Systems
After beginning a maintenance career with the Royal Australian
Navy, Ron has had over fifteen years experience in the area of
maintenance. He currently manages the maintenance
operations for three Air Liquide plants. From his extensive
experience with contract maintenance he will share:
■ Engaging contractors through participation in decisionmaking
and priority systems
■ Developing specific KPIs and effective reporting
mechanisms to enable performance management
■ Using incentives to reinforce contractor performance
■ Effective reporting to support contractor independence
while maintaining control
Ron Churchill, Maintenance Manager
AIR LIQUIDE
2.20 Making the Marriage Work and Managing Contractor
Relationships
Facilitator: Bill Holmes, Director
SIRF ROUNDTABLES
Panellists:
Peter Watkins, Maintenance Manager
CAMPBELL’S SOUP
Jim Sandford, Contract Manager
TRANSADELAIDE
Ron Churchill, Maintenance Manager
AIR LIQUIDE
Peter Gregory, Maintenance Contract Coordinator
WOODSIDE ENERGY
3.20 Afternoon Tea
3.40 Implementing Cohesive Continuous Improvement
Strategies and Managing Non-Performance Issues
With over twenty years experience in maintenance and
contract management, Peter adopts a relationship focus to
contract management to manage conflicts and drive
performance. He will impart his insights on:
■ Building reciprocity and trust as supportive planks to
contractual performance
■ Using open communication to ensure speedy performance
in practice
■ Fostering effective communication of organisational
expectations and realised responsive performance
■ Managing non-performance issues without resorting to
legal dispute
Peter Gregory, Maintenance Contract Coordinator
WOODSIDE ENERGY
4.20 Closing Remarks from the Chair
4.30 Close of Conference
To Register | T (02) 9223 2600 | F (02) 9223 2622 | E registration@iqpc.com.au | Visit www.iqpc.com.au/MaintenanceIQ

POST-CONFERENCE WORKSHOPS
Wednesday, 26 October 2005
Carlton Crest Hotel, Melbourne
■ Workshop A
How to Create and Manage Effective
Maintenance Contracts
8.30AM - 11.00AM
Professionals of all disciplines have a vital role to play in the
development of successful contracts and the ongoing management.
This hands-on training workshop will deliver the key framework for
planning, negotiation and managing maintenance contracts.
Through a combination of case studies and interactive exercises
you will learn how to:
■ Strategically approach planning and developing contracts
■ Identify key services and outcomes of maintenance contracts
■ Design the critical service metrics: KPIs
■ Use incentives and penalties to impact performance
■ Clarify reporting and review systems to isolate performance issues
■ Implement effective issue, variation and dispute management
■ Contract for successful relationship management and
communication
■ Workshop B
How to Promote Proactive Behaviour by Establishing a
Total Integrated Asset Management System
11.30AM - 2.30PM
Proactive maintenance is fundamentally about identifying and
eliminating weak links in the systems and equipment that deliver the
business outcome. By incorporating an Incident Management System
(IMS) into your maintenance contract you will be able to harness the
capabilities of your contractor in the reporting and analysis of defaults to
maximise proactive servicing
This workshop will demonstrate how to implement a comprehensive
IMS that incorporates a powerful Root Cause Analysis tool to
provide your organisation with an effective, systematic and
consistent process for in house and outsourced contract
maintenance employees and teams to use. In particular, you will
learn how to:
■ Record and manage incident information
■ Workshop C
How to Implement Performance Measures to
Manage Maintenance Projects
3.00PM - 5.30PM
This workshop will use the Project Management Institute’s approach
to the management of performance in maintenance projects. This
system provides a structured approach to performance measures while
retains the flexibility to emphasis’ critical success factors to complete the
maintenance project on time, on budget and to specification - for any
project. Through Ian’s experiences and interactive teaching
techniques you will learn how to:
■ Take a structured approach to managing maintenance projects
■ Identify key targets and goals for any project
■ Develop a structured approach to the implementation of
performance measures
■ Use reporting and review techniques specific to the task
■ Capitalise on technology to simplify the collection, reporting and
communication of performance
About Your Workshop Leader
Amanda Davidson is a partner in the Projects Group of the Sydney
office of Freehills. She has over 20 years experience advising clients in
the construction and mining industries and specialises in advising
industry participants on project documentation as well as project
litigation and dispute resolution. She is a recognised leader in the
Australian market in these fields, a regular participant in industry
conferences and has acted for the peak industry body, the Australian
Constructors Association.
Jim Theodore is a partner in the Projects Group of the Sydney office of
Freehills. Jim is also on the National Board of Freehills. Jim also has
extensive experience in outsourcing contracts, particularly government
outsourcing and major business restructuring. As part of this work, he
deals regularly with Project Agreements, Concession Deeds,
Engineering Procurement and Construction Management Contracts as
well as downstream operation and maintenance agreements. In recent
times, he has advised in the negotiation of Government agreements and
concession granting deeds for a wide range of social and economic
infrastructure. Jim has been responsible for designing and drafting
delivery system documentation for major projects in Transport, Health,
Water, Telecommunications and general outsourcing.
■ Use risk analysis to routinely prioritise scarce resources
■ Gather and evaluate the data necessary for analysis
■ Introduce practical, visual tools to find pattern trends and linkages
■ Build cause trees that effectively display the range of potential
causes based on evidence
■ Identify the potential risks and identify strategies to manage the risks.
Participants will be provided with a structured approach for
analysis and explore creative and constructive solutions. Handson
exercises will be used throughout the workshop to develop the
necessary skills at various stages.
About Your Workshop Leader:
Melissa Cameron is the Coordinator of the RCA Rt program for SIRF
Roundtables. Her program has brought the RCA Rt approach to more
than fifty companies around Australia. As well as being an accomplished
and entertaining presenter she manages the team of RCA Rt facilitators
and coordinates public workshops as well as inhouse workshops for
companies wishing to improve plant reliability.
■ Strategically plan for maintenance operations and aligning
maintenance objectives to business goals
■ Use Activity Based Costing to accurately calculate the cost of
activities
■ Analyse the structure of contracts and service level agreements for
effective management
About Your Workshop Leader:
Ian Blair is currently the Director of Advanced Business Management
Group (ABMG) and a Senior Consultant with Farm Management
Consultants (Australia) Pty Ltd in Melbourne. For the past twenty
years he has worked as a consultant implementing telecommunication
and manufacturing systems in industry. More recently he has worked as
a project manager implementing business intelligence and data
warehouse systems, as well as CRM, service provision and business
reporting systems in the telecommunications industry. Maintenance is
always a key issue in these projects. His consulting work has been in
strategic planning using activity based costing and performance
management as tools for monitoring and rewarding performance.
To Sponsor or Exhibit | T (02) 9229 1002 | F (02) 9223 3863 | E george.cupac@iqpc.com.au | Visit www.iqpc.com.au/MaintenanceIQ

Performance
Management For
Maintenance Contracts
To speed registration, please provide the priority code located on the mailing label or in the box below.
TO REGISTER
C*ABCDEFGHIJKLMNOPQRS
■ TELEPHONE (02) 9223 2600 ■ FAX (02) 9223 2622
■ EMAIL registration@iqpc.com.au ■ WEBSITE www.iqpc.com.au/MaintenanceIQ
■ MAIL IQPC, Level 6, 25 Bligh Street, SYDNEY NSW 2000
❏ Register me for the PERFORMANCE MANAGEMENT FOR MAINTENANCE
CONTRACTS conference
WORKSHOPS ❏ A and/or ❏ B and/or ❏ C
3130.001
❏ I am employed by the Department of Defence and I claim my $500 discount off the conference registration fee (only one discount applies)
❏ Please send me _____set(s) of COMPACT DISCS with WORKBOOK at $768.90 each ($699 plus GST),
$878.90 ($799 plus GST) if not attending the conference, $603.90 ($549 plus GST) workbook only
❏ Please keep me informed via email about this and other related events
Delegate 1:
Position: Email:
Delegate 2:
Position: Email:
Organisation:
Address:
Telephone: ( ) Fax: ( )
Approving Manager:
TWO-DAY CONFERENCE
24 & 25 October 2005
POST-CONFERENCE WORKSHOPS
26 October 2005
Carlton Crest Hotel, Melbourne
PACKAGES EARLY BIRD DISCOUNT LAST CHANCE DISCOUNT STANDARD PRICE
Payment must be received by 20/08/05 Payment must be received by 10/09/05
PLATINUM PACKAGE Save $200 Save $100
Conference +
3 half-day workshops $3899 + GST = $4288.90 $3999 + GST = $4398.90 $4099 + GST = $4508.90
GOLD PACKAGE Save $200 Save $100
Conference +
2 half-day workshops $3499 + GST = $3848.90 $3599 + GST = $3958.90 $3699 + GST = $4068.90
SILVER PACKAGE Save $200 Save $100
Conference +
1 half-day workshop $2999 + GST = $3298.90 $3099 + GST = $3408.90 $3199 + GST = $3518.90
CONFERENCE ONLY Save $200 Save $100
$2399 + GST = $2638.90 $2499 + GST = $2748.90 $2599 + GST = $2858.90
PLATINUM EXECUTIVE
TUTORIAL UPGRADE Save $100 Save $50
3 half-day workshops only $2099 + GST = $2308.90 $2149 + GST = $2363.90 $2199 + GST = $2418.90
Postcode:
Position: Email:
❏ Cheque enclosed for $___________ (Please make cheques payable to: IQPC)
Please charge ❏ American Express ❏ Bankcard ❏ Visa ❏ MasterCard ❏ Diners Club
Credit Card Number
Amex 4 Digit Code:
Expiry Date: _____/_____
Name of Cardholder:_________________________________________________________________
(Please Print)
Note: Payment prior to the conference is mandatory for attendance. Payment includes lunches, refreshments, a
detailed conference documentation CD or workbook and all meeting materials. If payment has not been received two
weeks before the conference, a credit card hold will be taken and processed. This card will be refunded once alternate
payment has been received.
✁
Team Discounts
IQPC recognises the value of learning in teams. Take
advantage of one of these special rates:
$ Groups of 3 or more booking on the conference at the
same time from the same company receive a $500
discount from the total registration fee
$ Register a team of 4 to the conference at the same time
from the same company and receive a free pass for a
5th delegate
$ Ask about multi-event discounts.
Ring (02) 9223 2700 for more details
Please note: Only one discount applies
Accomodation And Airfare
The Lido Group is the official booking agent for accommodation
and travel for IQPC’s Performance Management for Maintenance
Contracts conference. The Lido Group has negotiated discounted
hotel rates at a range of hotels for all attendees of this event.
To take advantage of these great rates contact The Lido Group:
Ph: 1800 817 339 (within Australia)
or 02 8585 0808
Fax: 02 8585 0802
Email: exhibitions@lidoac.com
Website: www.lidoac.com
Carlton Crest Hotel, Melbourne
61 Queens Road
Melbourne VIC 3000
Ph: (03) 9529 4300
Sponsorship And Exhibition Opportunities
1. Gain preferential access to the senior executives in your
target market and demonstrate your newest products
2. Meet decision makers face-to-face to leverage your product
and brand building
3. Establish strong relationships and make proposals to potential
customers
4. Demonstrate your expertise and product excellence
For specific details of sponsorship and exhibition packages,
please call George Cupac on (02) 9229 1002,
fax (02) 9223 3863 or email george.cupac@iqpc.com.au
Privacy - Your Choice
Any information provided by you in registering for this summit is being
collected by IQPC and will be held in the strictest confidence. It will be added
to our database and will be used primarily to provide you with further
information about IQPC events and services. From time to time IQPC may
share information from our database with other professional organisations
(including our event sponsors) to promote similar products and services. By
supplying your email address and mobile telephone number you are agreeing
to IQPC contacting you by these means to provide you further information
about IQPC products and services. Please tick the box below if you do NOT
want us to pass on your details. To amend your current details, advise of
duplicates or to opt out of further mailings, please contact our Database
Integrity Maintenance Department, Level 6, 25 Bligh Street, SYDNEY NSW
2000. Alternatively, email database@iqpc.com.au, call 02 9229 1028 or fax
02 9223 2622.
❏ I do not wish to have my details made available to other organisations
IQPC Cancellation And Postponement Policy
IQPC does not provide refunds for cancellations. For cancellations received in
writing more than seven (7) days prior to the conference you will receive a 100%
credit to be used at another IQPC conference for up to one year from the date
of issuance and a 10% service fee will apply. For cancellations received less
than seven (7) days prior to the event no credits will be issued. In the event that
IQPC cancels an event, delegate payments at the date of cancellation will be
credited to a future IQPC event and will be valid for up to one year from the date
of issuance. Where IQPC postpones an event, delegate payments at the
postponement date will be credited towards the rescheduled date. If the
delegate is unable to attend the rescheduled event, the delegate will receive a
100% credit representing payments made towards a future IQPC event and will
be valid for up to one year from the date of issuance. No refunds will be available
for cancellations or postponements. IQPC is not responsible for any loss or
damage as a result of a substitution, alteration, cancellation or postponement of
an event. Nor will any liability attach to IQPC if this event is altered, rescheduled,
postponed or cancelled due to a fortuitous event, unforeseen occurrence or any
other event that renders performance of this conference inadvisable, illegal,
impracticable or impossible. For the purposes of this clause, a fortuitous event
shall include, but shall not be limited to: an Act of God; governmental restrictions
and/or regulations; war or apparent act of war; terrorism or apparent act of
terrorism; disaster; civil disorder, disturbance, and/or riots; curtailment,
suspension, and/or restriction on transportation facilities/means of
transportation; or any other emergency. Please note that speakers and topics
were confirmed at the time of publishing, however, circumstances beyond the
control of the organisers may necessitate substitutions, alterations or
cancellations of the speakers and/or topics. As such, IQPC reserves the right to
alter or modify the advertised speakers and/or topics if necessary. Any
substitutions or alterations will be updated on our web page as soon as possible.
© 2005 IQPC ACN 071 142 446 All RIGHTS RESERVED. The format, design,
content and arrangement of this brochure constitute a copyright of IQPC.
Unauthorised reproduction will be actionable by law.

Extracting Maximum Profit From An Ageing Asset Base
Register Now!
✆
Learn How To:
Two-Day Conference: 28 & 29 September 2005
Pre and Post-Conference Interactive Workshops: 27 & 30 September 2005
Swissôtel, Sydney
LIFE EXTENSION for
AGEING ASSETS
Live and in Person
in Australia!
MEET GLOBAL MAINTENANCE EXPERT:
Dr Andrew K S Jardine
University of Toronto, Canada
Presenting an Expert Paper and a Full-Day Interactive Workshop!
● Assess the True Age and Capability of Your Assets
● Choose the Most Advanced Tools to Extend Asset Life
and Measure Progression
● Use Strong Reliability and Risk Management
Methodologies as a Tool in Asset Maximisation
● Apply the New Equipment Management Model to Push
Asset Life
Learn from 4 interactive workshops designed to advance your knowledge on:
A. Implementing a Reliability Assurance System to Drive Asset Profit Margins
B. Developing Asset Extension Strategies
C. Interlinking Risk Management and Asset Maintenance to Drive Business Performance
D. Implementing Advanced Tools to Optimise Maintenance and Replacement Decisions
(02) 9223 2600 (02) 9223 2622
www.iqpc.com.au/MaintenanceIQ registration@iqpc.com.au
@
The first 20 registrations receive a
FREE autographed copy of
“Maintenance Excellence: Optimising
Equipment Lifecycle Decisions”
edited by
John D Campbell and
Dr Andrew K S Jardine
Featuring Top Speakers From:
● Defence
● Maritime
● Air
● Rail
● Electricity
● Water
● Manufacturing
● Oil
● Mining
● Power Generation
Online Media Partner: Official Publication:
Organised by:
Researched and Developed by:

D
Dear Colleague,
The common misconception is that an ageing asset is an expensive asset and that an ageing asset involves increased maintenance,
reduced productivity and low profit margins
However, with the correct tools and management skills, investment into an ageing asset base can prove a highly productive,
highly efficient and highly profitable venture.
And this is the event that will teach you how the experts are extending the life of their asset base and driving their asset profit
margins beyond all expectations.
This unique conference brings together sensational case studies from around Australia that have seen critical assets and plants
lasting ten, twenty, thirty years longer than expected due to the implementation of advanced life extension strategies and tools.
This is your exclusive opportunity to hear the secrets behind the successes and how to replicate them in your workplace.
Dedicated to bringing you the best speakers from around the world, IQPC are thrilled to announce we are flying in global
maintenance leader, Dr Andrew K S Jardine from Canada for this event. This world renowned expert will draw on his best selling
books and vast knowledge for Australians to learn about progressive life extension strategies.
The high profile speaker faculty come from respected organisations such as the Department of Defence, Boeing Australia,
Australian Rail Track Corporation, International Power Hazelwood and Sydney Water, to name but a few.
This conference will teach you all the strategies essential for pushing an asset to its maximum lifespan without compromising on
quality, efficiency or productivity, translating into the most effective asset management plan.
Regards,
Amber Brown
Conference Director and Business Analyst
Directors, General Managers and Managers of:
● Asset Management ● Maintenance ● Projects ● Infrastructure ● Capital Works ● Capital Acquisition
In the morning session of this interactive workshop, global maintenance
expert Dr Jardine will open with:
Section 1. Introduction To The Tools Essential For Maintenance Excellence:
● The pyramid for maintenance excellence
● Basic statistics and Weibull analysis
Section 2. How To Make Systems More Reliable Through Preventive
Replacement:
● Component replacement decisions (age and block replacement)
● Managing risk: Optimising emergency / insurance spares
Section 3. How Optimising Inspection Routines Can Increase Reliability On
All Levels Of An Organisation:
● Inspection frequency and depth for continuously operating equipment
● Inspection frequencies for protective devices
● Condition-based maintenance
Section 4. Improving Profit Margins Through Asset Replacement:
● The classic economic life model
● Five key categories for asset optimisation
● Applications of economic life models to fixed and mobile equipment
ACT NOW! DON’T MISS THIS OPPORTUNITY TO LEARN BEST PRACTICES
FROM INDUSTRY EXPERTS WHICH COULD SAVE YOUR COMPANY
MILLIONS!
PHONE (02) 9223 2600 AND REGISTER YOURSELF AND A TEAM OF
YOUR KEY MAINTENANCE AND ASSET MANAGEMENT STAFF - TODAY!
Who Should Attend
● Capital Planning ● Procurement ● Engineering
Post-Conference Interactive Workshop ● Friday, 30 September 2005 ● Swissôtel, Sydney
How To Develop And Implement Advanced Tools To Optimise Maintenance And Replacement Decisions
FULL-DAY: 9.00am - 4.00pm
About Your Executive Tutor:
Dr Andrew K S Jardine, Professor of Industrial Engineering and
Principal Investigator, UNIVERSITY OF TORONTO, CANADA, has been
actively involved for over 25 years with teaching, research and the
application of scientific techniques to real world decisions in equipment
maintenance, replacement and reliability. He has served as Head of the
Department of Engineering Management at the Royal Military College of
Canada, Chair of the Department of Industrial Engineering at the University of
Toronto and Dean of the Faculty of Business and Information Systems at Hong
Kong Polytechnic University. For the duration of his career, Dr Jardine has been
committed to combining academic theory with the real world of decisions made
in the maintenance field. He is the author of several publications, and the
designer of AGE/CON and PERDEC lifecycle costing software licensed to
organisations such as Canada Post, British Airways, the Hong Kong Mass Transit
Authority and the Israeli Electric Authority. In 1998 he was the recipient of the
Sergio Guy Memorial Award from the Plant Engineering and Maintenance
Association of Canada in recognition of his outstanding contribution to the
maintenance profession. He is the co-editor with J D Campbell of the 2001 book
Maintenance Excellence: Optimising Equipment Lifecycle Decisions.

A
B
C
“Good discussion and networking opportunities.” Main Roads WA
Pre-Conference Interactive Workshops ● Tuesday, 27 September 2005 ● Swissôtel, Sydney
How To Develop And Implement A Reliability Assurance System To Drive Asset Profit Margins
Research indicates that a focussed approach to reliability incident
management can mean twice the benefit of implementing a CMMS and a
maintenance strategy review. However, in practice, incident management is
not effective unless combined with other tactics such as a maintenance
strategy review and preventive maintenance programs. The combination
and integration of all these tactics are known as reliability assurance. In
this special interactive workshop, delegates will learn how to:
● Integrate various elements to develop and implement a reliability
assurance approach
● Develop a deeper understanding of how to generate greater plant
capacity through reliability assurance
● Implement reliability assurance principles to result in a dramatic drop
in maintenance related downtime
For an asset to reach its maximum potential but still be operated within
mandated safety standards, it is essential that ongoing condition as well as
usage and configuration changes are carefully monitored. Additionally,
they must be assessed against original design standards and assumptions
to ensure that the original formal certification basis is not compromised. A
good understanding of all variables that influence deterioration provides an
ability to create an accurate life extension strategy to help an asset to full
productivity. In this interactive workshop, delegates will have a chance to
develop a deeper understanding of the rigorous processes applied to the
life extension of military aviation assets and how these can be applied to
other national infrastructure and assets. In particular, you will learn about:
● Assessing the potential life of an asset and its supporting systems early
in its lifecycle
● Defining the key parameters that influence asset life
● Monitoring asset usage and providing feedback to users to optimise
asset life
● Distinguishing between and setting appropriate safety and economic
life limits
MORNING: 8.30am - 11.00am
About Your Executive Tutor:
Steve Turner, Director, OMCS INTERNATIONAL, has been
extensively trained in maintenance analysis methods and has
employed them over a twenty year period in various roles
including Airworthiness Engineer, Maintenance Manager, as part of a
design team, and as a consultant. He is a recognised world expert in
reliability assurance and has delivered key papers at several international
conferences including RCM2005 in California USA this year. He is the
originator of the PMO2000 methodology which is used in over 100 sites
world wide and has been adopted by the current holders of the North
American Maintenance Excellence Awards.
How To Develop Asset Extension Strategies Based On The Potential Of Your Assets
Risk management, in the context of fixed assets, is the management of
unwanted probabilistic loss events. It is achieved through implementation of
various risk mitigation strategies, preventive and/or reactive, which provide
a suitable return on investment. Maintenance is aimed at assuring the
fixed asset base has the necessary and sufficient capability to support the
business in achievement of its objectives. Maintenance also must provide
a suitable return on investment. In this interactive workshop, delegates
will hear from an industry master about these vital processes, including:
● An outline of risk and risk management techniques
● Identifying the common aspects of maintenance and risk management
for an integrated approach
● Understanding the maintenance as a risk mitigation activity
● Optimising risk-based maintenance strategies for best business
outcomes
MID-DAY: 11.30am - 2.30pm
● Developing targeted inspection and maintenance programs
● Extending the life of large aircraft fleets by implementing selective
component modification or replacement programs
About Your Executive Tutor:
Air Commodore Noel Schmidt, Former Director General of
Technical Airworthiness at the DEPARTMENT OF DEFENCE, has
over thirty years experience in RAAF aircraft engineering and
maintenance, and has professional qualifications in aeronautical
engineering, including a degree in aircraft design. He has extensive
experience in airworthiness policy, aircraft structural fatigue management
and also had a key role in the establishment of the Airworthiness Board in
1991. In January 1998, he became the inaugural Director General
Technical Airworthiness to head-up the Technical Airworthiness Authority
for all Australian Defence Force aircraft. Recognition for his long and
successful career have included a Member of the Order of Australia and
the award of a Conspicuous Service Cross in 2005. In June 2004, he was
formally recognised as one of Australia’s 100 most influential engineers.
How To Interlink Risk Management And Asset Maintenance To Drive Business Performance
AFTERNOON: 3.00pm - 5.00pm
About Your Executive Tutor:
Peter Buckland, Manager Assets Policy, HUNTER WATER
CORPORATION, has 35 years experience in the steel and water
industries covering asset management, risk management,
systems engineering, engineering logistics, maintenance management and
electrical power and control systems design. Peter has published extensively
on asset and maintenance management including the Australian Water
Industry’s new Asset Management Assessment System, Aquamark. Peter has
for many years held local and national office in the Maintenance
Engineering Society of Australia (MESA) and is currently National Technical
Director.
Call (02) 9223 2600 To Register Or (02) 9229 1002 To Exhibit

“Very valuable.” Department of Infrastructure Planning and Environment
Day One:
Wednesday, 28 September 2005
Swissôtel, Sydney
8.30 Registration And Coffee
9.00 Opening Remarks From The Chair
Bill Holmes, Director
SIRF ROUNDTABLES
ASSESSING AND UNDERSTANDING THE POTENTIAL OF AN
AGEING ASSET BASE
9.10 Understanding The Benefits Of Investment In A Mature Asset
Base
expert
commentary
Effective management of an asset in the lateral stages of its
lifecycle can translate into huge savings if coordinated correctly. In
this session, delegates will learn how the investment into this area
can pay off when managed correctly.
● Understanding the lifecycle of your assets
● Evaluating contribution of a well maintained mature asset
base to company profits
● Debunking the myth of older assets being more expensive
Randall Ferguson, Maintenance Manager
BONLAC FOODS LTD
(Maintenance Excellence Award Winner)
9.50 Assessing The True Age And Capability Of An Asset Using
case
study
Effective Condition Profiles
As a first step in life extension, effective assessment must be made
of an asset’s current status. In this session, delegates will learn
how to link the past, present and future of an asset to maximise
it’s life potential.
● Linking past inspections to assess Net Present Value (NPV)
● Understanding the importance of regular condition monitoring
● Employing degradation modelling to assess future asset
condition
● Placing an asset accurately on potential lifespan
Malcolm Owens
General Manager Infrastructure, Strategy and Performance
AUSTRALIAN RAIL TRACK CORPORATION
10.30 Morning Tea
11.00 Minimising Investment And Maximising Productivity To Achieve
Asset Excellence
case With ageing assets comes the challenge of producing reliable
study plant performance that continually meets business needs. Along
with this comes pressure for reduced operating expenditure and
capital investment. Hear how Delta Electricity has successfully
managed their ageing plant by:
● Increasing plant performance whilst minimising maintenance
costs
● Realising factors influencing capital investment
● Using risk management and financial evaluation to balance
operating costs and capital investment
Brian Roby, Asset Manager
DELTA ELECTRICITY
IMPROVING RISK AND SAFETY STANDARDS AS A
TOOL OF ASSET EXTENSION
11.40 Maintaining And Exceeding Safety Standards With An Ageing
Asset Base
case An ageing asset base may have increased maintenance issues but
study it is still possible to keep safety standards of utmost importance. In
this session, you will learn how the Royal Australian Navy is
balancing the competing demands of a high operational tempo
whilst maintaining safety as a top consideration.
● Keeping safety of utmost priority
● Integrating safety standards into a maintenance regime
● Growing an organisational culture to maintain the balance
between availability, safety and operating costs
Commodore Tim Barter, Director General of Maritime Support
DEPARTMENT OF DEFENCE
12.20 Lunch
1.30 Maximising The Lifespan Of An Asset By Creating A Culture
Focussed On Reliability
expert
commentary
The challenge for asset owners is the creation of an environment
that stimulates a culture of reliability. Delegates will hear of a
number of different approaches that help to eliminate defects in
operating and maintenance practices and learn the importance of
root cause analysis.
● Engaging personnel at all levels in effective problem definition
and clarification
● Managing multiple projects in a way that reveals and allows
rectification of recurring problems
● Finding creative and constructive solutions to work long-term
Bill Holmes, Director
SIRF ROUNDTABLES
2.10 Developing And Implementing A Risk-Based Inspection Regime
In this session, Brenton gives a case study to illustrate how risk-
case
study
based inspection has been implemented with much success, at the
Caltex oil refineryat Kurnell in Sydney. Delegates will hear how
Caltex uses a knowledge and understanding of risk in the
workplace and transforms that into an inspection regime which
can help extend the life of equipment.
● Risk ranking of assets based on probability and consequence
of failure
● Using the API 581 base resource document to develop
inspection regimes
● Developing a risk matrix for your workplace
● Analysing possible outcomes from risk minimisation
Brenton Watts, Corrosion Engineer
CALTEX AUSTRALIA
2.50 Afternoon Tea
3.10 Using Risk Management As A Tool To Extend The Lifespan Of
Your Assets
expert
commentary
Knowledge of the risks facing an asset and effective utilisation of
that information plays an essential part in bringing an asset to full
term. In this session, risk expert Peter Buckland explains the vital
risk considerations and how to apply solutions, including:
● Obsolesence risks
● Contracts risk
● Accounting for unknown risks
● Allowing for financial risks associated with sourcing and
funding
Peter Buckland, Manager Assets Policy
HUNTER WATER CORPORATION
3.50 Executive Champagne Roundtable Discussions
After a day of exclusive presentations, IQPC want to ensure you
have the opportunity to discuss what you’ve heard and network
with your peers. A top selection of our speakers will lead
discussions on the vital life asset extension strategies raised during
the day. Aided with free flowing champagne, this provides the
ideal informal setting for open idea exchange and networking
with your peers.
4.30 Closing Remarks From The Chair
4.40 Close Of Day One
Sponsorship And Exhibition Opportunities
IQPC can create a sponsorship or exhibition package to match your objectives.
IQPC sponsors enjoy extensive benefits including:
● Direct access to your target market
● Enhancing your company or brand position
● Increasing your competitive selling advantage
● Achieving a high profile association with a key industry event
For more details on the promotional opportunities that sponsorship can offer,
contact George Cupac on (02) 9229 1002, fax (02) 9223 3863 or email
george.cupac@iqpc.com.au
Email registration@iqpc.com.au or visit www.iqpc.com.au/MaintenanceIQ

Day Two:
Thursday, 29 September 2005
Swissôtel, Sydney
9.00 Opening Remarks From The Chair
Peter Buckland, Manager Assets Policy
HUNTER WATER CORPORATION
OPTIMISING MAINTENANCE REGIMES TO
EXTEND THE LIFE OF YOUR ASSETS
9.10 A New International Approach To Optimising Condition-Based
Maintenance Decisions
This session will look at the economic benefits associated with a
new approach to the optimisation of condition-based maintenance
decisions. This approach has been developed through a
international
expert
multinational consortium including the Department of National
Defence (Canada), Electricity de France (France), Ministry of
Defence (UK) and Zachry Construction (USA).
● Diagnosing an asset's state of health
● Providing a prognosis of its Remaining Useful Life (RUL)
● Identifying the key risk factors
● Blending economic considerations with hazard estimates to
establish optimal condition-based maintenance (CBM) decisions
Dr Andrew K S Jardine
Professor of Industrial Engineering and Principal Investigator
UNIVERSITY OF TORONTO, CANADA
9.50 Developing And Implementing An End-To-End Maintenance
case
study
Program
This session seeks to convey the importance of implementing an
all encompassing program which will mitigate the gradual
degradation that occurs from the day an asset enters service,
preventing unnecessary expense down the line. Learn how to
develop a program that:
● Has a primary focus on safety
● Proactively monitors the asset and its support systems
● Investigates identified causes of platform downtime to
engineer out the problems
● Considers lead indicators as well as lag measures in
managing platform sustainability
Richard Gauntlett, Ageing Aircraft Manager
BOEING AUSTRALIA
10.30 Morning Tea
11.00 Maximising Lifespan By Monitoring Asset Usage And Utilising
Additional Technologies
expert
commentary
Before an asset reaches maturity it is essential to establish a
rigorous longer-term plan of activities to ensure maximum asset
lifespan. Drawing on his invaluable experience from over seven
years as Director General of Technical Airworthiness at the
Department of Defence, Air Commodore Schmidt looks at
extending the life of large aircraft fleets through:
● Monitoring asset usage
● Implementing selective component inspection and modification
programs
● Developing optimal replacement programs
● Using new technologies to minimise asset wear and tear
Air Commodore Noel Schmidt
Former Director General of Technical Airworthiness
DEPARTMENT OF DEFENCE
11.40 The Ultimate Decision - Replace Or Repair?
To replace or repair an asset is the essence of all maintenance
decisions. With a varied array of influences on this decision, the
panel
discussion
“Professionally rewarding experience!” Gold Coast City Council
answer is rarely clear cut and definitive. In this interactive panel
session, maintenance experts will discuss tips and tricks on how
best to tackle this challenge.
Facilitator: Brian Roby, Asset Manager
DELTA ELECTRICITY
Panellists:
Peter Buckland, Manager Assets Policy
HUNTER WATER CORPORATION
Dr Andrew K S Jardine
Professor of Industrial Engineering and Principal Investigator
UNIVERSITY OF TORONTO, CANADA
Bill Sugden, QLD / NT Facilitator
SIRF ROUNDTABLES
12.20 Lunch
1.30 Developing Extension Strategies To Maximise The Life
Expectancy Of Your Asset
case
study
In this session, Alistair draws upon his invaluable experience
gained in implementing principles of risk-based asset management
in an old plant, planned for closure ten years ago, and now with
an expected future life of thirty years. Hear how to:
● Talk in a language your board understands
● Develop a systematic approach to asset management
● Identify the key essentials for sound life extension
● Make risk analysis work for you
Alistair Tompkin, Director Power Generation
INTERNATIONAL POWER HAZELWOOD
USING ASSET INSPECTION AND MONITORING TO
DEVELOP EXTENSION STRATEGIES
2.10 How To Maximise The Lifespan Of Assets With Limited Failure
case
study
Data
Many enterprises face the problem of limited data or data that is not
in the right form. In this session, Danny discusses how human capital
can best be used in such conditions for decision-making through:
● Intuitive reasoning supported by analytical methods that
require limited data
● Using simple remedial decision models combining intuitive
approach and analytical methods
● Stretching total facility life through design change of
components that may be used for replacment to maintain
reliability and optimise lifecycle cost
Danny Azavedo, Senior Technical Consultant
Asset Management Division SWC
SYDNEY WATER
2.50 Afternoon Tea
3.10 Using Benchmarking To Identify Key Strategic Maintenance
Issues And Extend The Economic Life Of Assets
joint
presentation
Kevin Ramm, of multi-award winning Stanwell Power Station,
shares the key findings of its current benchmarking project. Bill
Sugden joins to present key findings from a database of more
than 130 studies across five continents. Benchmarking has
allowed Stanwell Power Station to:
● Compare maintenance practices and performance with
selected best practice operations in Australia and overseas
● Identify strengths and improvement in asset and maintenance
management
● Establish a sound foundation of quantitative and qualitative
material for a comprehensive maintenance improvement strategy
Kevin Ramm, Senior Asset Management Engineer
STANWELL POWER STATION
Bill Sugden, QLD / NT Facilitator
SIRF ROUNDTABLES
3.50 Employing An Equipment Management Model To Drive Profit
case
study
Margins And Push Asset Life Extension
The Incitec Pivot fertilizer plant in Queensland was built to last for
eleven years and when lost production and the resulting
maintenance cost the company $10million over five years in the
1980s, the plant was in trouble. An equipment management
model developed inhouse has slashed production costs and the
plant has now been operating for 36 years, truly epitomising
asset extension best practices. Learn about how the model works
using:
● Root cause analysis and remnant life analysis
● Equipment life plans
● Integration of condition monitoring techniques
● Information sharing techniques that minimise maintenance errors
Norm Covich, Site Services Coordinator
INCITEC PIVOT
4.30 Closing Remarks From The Chair
4.40 Close Of Conference
Call (02) 9223 2600 To Register Or (02) 9229 1002 To Exhibit

LIFE EXTENSION for
AGEING ASSETS
REGISTRATION CARD
To speed registration, please provide the priority code located on the mailing label or in the box below.
✆ ✉
@
28 & 29 September 2005
Swissôtel, Sydney
C*ABCDEFGHIJKLMNOPQRS
REGISTER BY PHONE, FAX, MAIL OR EMAIL
Phone: (02) 9223 2600 Fax: (02) 9223 2622
Mail To: IQPC, Level 6, 25 Bligh Street, SYDNEY NSW 2000
Email: registration@iqpc.com.au
Website: www.iqpc.com.au/MaintenanceIQ
❏ Register me for the LIFE EXTENSION FOR AGEING ASSETS conference
INTERACTIVE WORKSHOPS ❏ A and/or ❏ B and/or ❏ C and/or ❏ D
3129.001
PACKAGES EARLY BIRD DISCOUNT* LAST CHANCE DISCOUNT + STANDARD
Payment must be received by 22/07/05 Payment must be received by 19/08/05 PRICE
LIMITED PLACES AVAILABLE LIMITED PLACES AVAILABLE
PLATINUM PACKAGE Save $200 Save $100
Conference + 5 modules $4699 + GST = $5168.90 $4799 + GST = $5278.90 $4899 + GST = $5388.90
GOLD PACKAGE Save $200 Save $100
Conference + 4 modules $4299 + GST = $4728.90 $4399 + GST = $4838.90 $4499 + GST = $4948.90
SILVER PACKAGE Save $200 Save $100
Conference + 3 modules $3899 + GST = $4288.90 $3999 + GST = $4398.90 $4099 + GST = $4508.90
BRONZE PACKAGE Save $200 Save $100
Conference + 2 modules $3499 + GST = $3848.90 $3599 + GST = $3958.90 $3699 + GST = $4068.90
STANDARD PACKAGE Save $200 Save $100
Conference + 1 module $2999 + GST = $3298.90 $3099 + GST = $3408.90 $3199 + GST = $3518.90
CONFERENCE ONLY Save $200 Save $100
$2399 + GST = $2638.90 $2499 + GST = $2748.90 $2599 + GST = $2858.90
NOTE: 1 half-day workshop = 1 module 1 full-day workshop = 2 modules
* EXTRA EARLY DISCOUNT - in order to qualify for discount, bookings must be received with payment by 22 July 2005
+ EARLY BIRD DISCOUNT - in order to qualify for discount, bookings must be received with payment by 19 August 2005
❏ I am employed by the Department of Defence and I claim my $500 discount off the conference registration fee (only one
discount applies)
❏ Please send me _____set(s) of COMPACT DISCS with WORKBOOK at $768.90 each ($699 plus GST),
$878.90 ($799 plus GST) if not attending the conference, $603.90 ($549 plus GST) workbook only
❏ Please keep me informed via email about this and other related events
Delegate 1:
Position: Email:
Delegate 2:
Position: Email:
Organisation:
Address:
Telephone: ( ) Fax: ( )
Approving Manager:
Postcode:
Position: Email:
❏ Cheque enclosed for $___________ (Please make cheques payable to: IQPC)
Please charge ❏ American Express ❏ Bankcard ❏ Visa ❏ MasterCard ❏ Diners Club
Credit Card Number
Amex 4 Digit Code:
Expiry Date: _____/_____
Name of Cardholder: ________________________________________________________________________
(Please Print)
Note: Payment prior to the conference is mandatory for attendance. Payment includes lunches, refreshments, a detailed
conference documentation CD or workbook and all meeting materials. If payment has not been received two weeks before
the conference, a credit card hold will be taken and processed. This card will be refunded once alternate payment has been
received.
✁
TEAM DISCOUNTS
IQPC recognises the value of learning in teams. Take
advantage of one of these special rates:
$ Groups of 3 or more booking on the conference at the
same time from the same company receive a $500
discount from the total registration fee
$ Register a team of 4 to the conference at the same time
from the same company and receive a free pass for a
5th delegate
$ Ask about multi-event discounts.
Ring (02) 9223 2700 for more details
Please note: Only one discount applies
ACCOMMODATION AND AIRFARE
The Lido Group is the official booking agent for accommodation
and travel for IQPC’s Life Extension for Ageing Assets conference.
The Lido Group has negotiated discounted hotel rates at a range of
hotels for all attendees of this event.
To take advantage of these great rates contact The Lido Group:
Ph: 1800 817 339 (within Australia)
or 02 8585 0808
Fax: 02 8585 0802
Email: exhibitions@lidoac.com
Website: www.lidoac.com
Swissôtel, Sydney
68 Market Street
Sydney NSW 2000
Ph: (02) 9238 8888
IQPC CONFERENCES AVAILABLE ON COMPACT DISC!
Capture all of the information presented at our conference on
compact disc! Your purchase includes a permanent reference
of 8-9 CD's and the complete conference workbook. Each
presentation is on CD, enabling you to choose a topic and
listen to it anytime - any place! Pay only $768.90 (including
GST) if you are attending or invest just $878.90 (including
GST) if not attending the conference - a cost-effective way to
stay on the cutting-edge! Speaker presentations are also
available on CD-Rom upon request.
For details and to order, please see registration form or call
Lyndy Ahipene on (02) 9229 1011, fax (02) 9223 2622 or
email lyndy.ahipene@iqpc.com.au
PRIVACY - YOUR CHOICE
Any information provided by you in registering for this summit is being collected
by IQPC and will be held in the strictest confidence. It will be added to our
database and will be used primarily to provide you with further information
about IQPC events and services. From time to time IQPC may share information
from our database with other professional organisations (including our event
sponsors) to promote similar products and services. By supplying your email
address and mobile telephone number you are agreeing to IQPC contacting you
by these means to provide you further information about IQPC products and
services. Please tick the box below if you do NOT want us to pass on your
details. To amend your current details, advise of duplicates or to opt out of
further mailings, please contact our Database Integrity Maintenance Department,
Level 6, 25 Bligh Street, SYDNEY NSW 2000.
Alternatively, email database@iqpc.com.au, call 02 9229 1028 or fax
02 9223 2622.
❏ I do not wish to have my details made available to other organisations
IQPC CANCELLATION AND POSTPONEMENT POLICY
IQPC does not provide refunds for cancellations. For cancellations received in
writing more than seven (7) days prior to the conference you will receive a
100% credit to be used at another IQPC conference for up to one year from the
date of issuance and a 10% service fee will apply. For cancellations received
less than seven (7) days prior to the event no credits will be issued. In the event
that IQPC cancels an event, delegate payments at the date of cancellation will
be credited to a future IQPC event and will be valid for up to one year from the
date of issuance. Where IQPC postpones an event, delegate payments at the
postponement date will be credited towards the rescheduled date. If the
delegate is unable to attend the rescheduled event, the delegate will receive a
100% credit representing payments made towards a future IQPC event and will
be valid for up to one year from the date of issuance. No refunds will be
available for cancellations or postponements. IQPC is not responsible for any
loss or damage as a result of a substitution, alteration, cancellation or
postponement of an event. Nor will any liability attach to IQPC if this event is
altered, rescheduled, postponed or cancelled due to a fortuitous event,
unforeseen occurrence or any other event that renders performance of this
conference inadvisable, illegal, impracticable or impossible. For the purposes of
this clause, a fortuitous event shall include, but shall not be limited to: an Act of
God; governmental restrictions and/or regulations; war or apparent act of war;
terrorism or apparent act of terrorism; disaster; civil disorder, disturbance,
and/or riots; curtailment, suspension, and/or restriction on transportation
facilities/means of transportation; or any other emergency. Please note that
speakers and topics were confirmed at the time of publishing, however,
circumstances beyond the control of the organisers may necessitate substitutions,
alterations or cancellations of the speakers and/or topics. As such, IQPC
reserves the right to alter or modify the advertised speakers and/or topics if
necessary. Any substitutions or alterations will be updated on our web page as
soon as possible.
© 2005 IQPC ACN 071 142 446 All RIGHTS RESERVED.
The format, design, content and arrangement of this brochure constitute a
copyright of IQPC. Unauthorised reproduction will be actionable by law.

Strategic
maintenance
case studies across
industries across the world
Early bird savings!
Register before 29 July
and save up to SGD360
Key speakers include:
Christopher Gibbs
GM of Engineering
Commercial
Cathay Pacific Airways
Hong Kong
Alexander Vonow,
Senior VP of Manufacturing
Holcim
Philippines
Swantra Sharma
Head of Generation &
Power Trading
North Delhi Power
Company, India
James V Reyes-
Picknell, P.Eng
President
Conscious Management
Inc, Canada
NEW for 2005!!!
Get in touch BEFORE the event -
register now and gain access to fix
on-site appointments with key
prospects of importance to your
business TODAY.
This is an exciting, quick and nonpressured
way to meet fellow
delegates and industry peers in just
30 minutes.
Strategic
Planning
To capitalise on what you’ve learnt in
2 days, this session will assist you in
brainstorming on how you can
implement key strategies learnt during
the conference, to your real life work
situation.
www.terrapinn.com/2005/smc_SG
28 – 30 September 2005, Hilton Hotel, Singapore
Transforming maintenance into a
strategic business advantage
Transforming maintenance into a strategic business advantage
• Review maintenance at a strategic level to bring financial value to the company
• Gain insights to the fundamentals of enhancing your asset management productivity
• Learn from case study presentations and network with expert practitioners
Featuring separately bookable post conference workshops on
Thursday, 30 September 2005
DON’T MISS OUT!
Workshop A:
Building the foundation for a world class maintenance organisation
Workshop B:
Optimisation of reliability decisions and asset management
Presented by leading experts from around the globe, each with over 20 years of international
experience in maintenance benchmarking and best practices.
Endorsed by:
Organised by:

Strategic Maintenance Congress 2005 www.terrapinn.com/2005/smc_SG
Transforming maintenance into a strategic business advantage
Building a maintenance excellence culture
to sharpen your competitive edge and add
to your bottom-line
Maintenance has evolved from being a function to a strategic
management tool. Companies that are asset and capital-intensive,
have recognized that strategic maintenance is not just about nuts
and bolts, but rather, links directly to production throughput and
profits. Where maintenance has traditionally held within a cryptic
view of being a necessary evil in companies, it is now acknowledged
that strategic maintenance has a direct impact on corporate
objectives.
Recognizing the importance of strategic maintenance to companies
in Asia, we bring you Strategic Maintenance Congress 2005 – the
only platform in the region that brings together best-in-breed
companies across the world, to share insights and best practice
case studies, to discuss how defining asset management and plant
maintenance strategies can make a difference to the bottom line.
So what differentiates Strategic Maintenance Congress 2005
from other maintenance events in the region?
1. Reviewing maintenance at a strategic level
Insofar, other maintenance events in Asia have focused largely
on predictive, preventive and corrective maintenance issues
with conferences such as reliability maintenance, shutdowns
and turnarounds, etc. Strategic Maintenance Congress 2005
covers these issues, and at the same time recognizes the link
between the maintenance function to corporate objectives.
The conference brings together top-level executives to look at
strategic maintenance best-of-breed models that bring
financial value to the company.
2. Networking with like-minded executives keen to share
best-in-breed strategies
With more than 150 senior level executives from around the
world attending the event, it is definitely the only opportunity
that allows like-minded senior level executives to leverage off
each other’s strategies and form alliances and valuable business
contacts like never before. The interactive nature of the event
ensures that dialogue flows freely among delegates.
3. The only conference incorporating a Strategic Planning
Forum to ensure you plan for maintenance management
immediately with strategies learnt from the event
Recognizing that often, information is missed out when brought
back to the office, Strategic Maintenance Congress 2005 brings
you for the 1st time, the Strategic Planning Forum specifically
designed for top executives who want to bring core members
of their team to ensure that lessons drawn from the conference
can be brought back and implemented immediately in their
companies.
This Strategic Planning Forum is held for 2 hours at the end of
conference Day 2. Companies are divided into small groups,
with each group being led by an industry expert. This is a
valuable experience that ensures the lessons learnt from the
conference are put into practical use specifically for your
company.
4. An unparalleled networking opportunity
Terrapinn’s events offer you unlimited networking opportunities
with your peers in the industry. A line-up of activities such as
speed networking, welcome dinner, cocktail, round-table
discussion and etc, have been arranged to ensure that your
time and resources are maximised at this event. At this event,
you can be assured that meeting people and building contacts
are as easy as it can get.
Our distinguished panel of speakers include:
Christopher Gibbs, General Manager, Engineering Commercial
Cathay Pacific, Hong Kong
Alexander B. Vonow, Senior Vice President
Manufacturing, Holcim, Philippines
Swantra Sharma, Head of Generation & Power Trading,
North Delhi Power Company, India
Mike Cowley, President
CE Maintenance Solutions, USA
Lay Laurensius Hardi, Senior Maintenance Manager,
PT Pakerin, Indonesia
Naveen Gopal, Senior Manager, Corporate World Class Manufacturing
Aditya Birla Group, India
P. K. Das, General Manager, Maintenance
Pan Century Oleochemicals, Malaysia
Kleber Guerra, Maintenance Manager
Companhia Vale do Rio Doce, Brazil
Ang Chee Peng, Engineering Manager
Shell Seraya Chemicals, Singapore
James V Reyes-Picknell, President
Conscious Management Inc., Canada
Tod Hunter Weber, Head of Engineering & Maintenance
Riau Pulp, APRIL, Indonesia
Who will gain most from the conference?
• Head of Manufacturing Plant / Operation / Maintenance /
Engineering / Reliability / Asset Management / Planning /
Manufacturing / Strategic Planning / Safety/SHE
• Managers of shutdowns/turnarounds
• Engineers
• Maintenance management software providers
• Automation technologies providers
• Equipment vendors
• Project management consultants
• Maintenance services consultants
• Turnkey operators
Get out of the office and spend quality time networking with
experienced leaders in the field!
Transforming maintenance into a
strategic business advantage
Sounds like you? Call us today on
+65 6322 2771 to book your place or visit
www.terrapinn.com/2005/smc_sg
to register online today!

Day One Wednesday 28 September 2005 www.terrapinn.com/2005/smc_SG
Transforming maintenance into a strategic business advantage
8:30 Registration
9:00 Chairperson’s opening remarks
ALIGNING YOUR MAINTENANCE TARGETS WITH OVERALL
CORPORATE GOALS & STRATEGY
9:10 Special keynote: The maintenance strategy as a key driver of
profitability and operation efficiency
• The airlines industry – a generation ahead in the area of
strategic preventive maintenance?
• Developing key maintenance objectives to align with corporate
goals
• Devising and implementing a strategic maintenance and asset
management program to improve bottom-line, enhance
productivity and better customer service – conquering
organisational, cultural, process and IT challenges
• Linking maintenance performance measures to corporate
strategy, shareholder value and financial statements
Christopher Gibbs
General Manager Engineering Commercial
Cathay Pacific Airways, Hong Kong
9:45 Devising a strategic maintenance program and getting buyin
from top management
• Determining the evaluation criteria for the selection of a
strategic maintenance program: cost, ROI, risks, availability
of talents, outsourcing options, etc.
• Obtaining buy-in from the board by internal marketing to push
for investments in maintenance
• Changing mindset and culture by moving maintenance up the
corporate priority ladder – how does Asia fare relative to the
rest of the world?
• Adjusting maintenance strategy to cope with the challenges
of shrinking budgets and the introduction of new technology
Alexander Vonow
Senior Vice President, Manufacturing
Holcim, Philippines
10:15 Strategic Panel: Integrating financial, human and physical
assets in creating a value chain to optimise your maintenance
strategy
• The maintenance culture – who drives it? It’s not an expense,
it’s a necessary investment!
• Strategic maintenance practices in Asia – how much more
needs to be done to catch up with international counterparts?
• What are the real challenges in implementing a strategic
maintenance program? How should top management get
involved to a greater extent?
Panellists :
Christopher Gibbs
General Manager Engineering Commercial
Cathay Pacific Airways, Hong Kong
Alexander Vonow
Senior Vice President, Manufacturing
Holcim, Philippines
Tod Hunter Weber
Head of Engineering & Maintenance
Riau Pulp, APRIL, Indonesia
Moderator:
Mike Cowley
President
CE Maintenance Solutions, USA
11:00 Morning refreshments
CULTURAL BOTTLENECKS AND PEOPLE MANAGEMENT
11:30 Breeding a maintenance excellence culture to drive productivity
and improve overall business performance
• Critically evaluate and analyse your organisation’s maintenance
culture: is it proactive or reactive?
• Understanding the importance, opportunities and challenges
of cultivating a maintenance excellence culture
• Cascading the strategic objectives of the business down the
maintenance strategy
• Realigning the corporate structure to focus maintenance
management and engineering effort for improved reliability
• Changing your people management perspective to drive a
maintenance excellence culture
Tod Hunter Weber
Head of Engineering & Maintenance
Riau Pulp, APRIL, Indonesia
12:00 Changing corporate maintenance culture is not easy! A case
study on achieving seamless transitions through effective
change management strategies
• Identifying the factors that led to the need for cultural change
• Exploring how the cultural change process was implemented
and managed
• Identifying success factors and addressing the remaining
challenges
Naveen Gopal
Senior Manager, Corporate World Class Manufacturing
Aditya Birla Group, India
12:30 Networking luncheon for speakers and delegates
ASSET MANAGEMENT & MAINTENANCE METHODOLOGIES
2:00 Using “Maintenance Scorecards” to measure performance
and increase production output
• High maintenance costs and failed production goals – a result
of unreliable assets, poor system design, and a lack of progress
to resolve issues
• Examining the business case for “Maintenance Scorecards”
• Fundamentals required for successful implementation – staff
communication and support, change management and effective
leadership
Mike Cowley
President
CE Maintenance Solutions, USA
2:30 Maintenance costs vs. plant integrity: How do you strike the
balance?
• Balancing cost and integrity instead of focusing on cost
reduction
• Emphasis on planning and establishment of baselines (scope,
cost and schedule) with clearly defined KPIs
• How can you use risk-based decision-making to come up with
an optimised workscope?
• How can this methodology be effectively applied across all
process-heavy industries?
Swantra Sharma
Head of Generation & Power Trading
North Delhi Power Company, India
3:00 Through a rotating cocktail table format,
you will get the opportunity to meet all
your fellow attendees face-to-face in just
30 minutes. Bring plenty of business cards along for a fast and
furious interactive session.
3:30 Afternoon refreshments
4:00 Reviewing innovative and advanced asset lifecycle
management models in driving value up and costs down
• Reducing new capital equipment investments with an effective
asset and reliability management strategy
• Enhancing the performance of your assets with the right
methodological mix to reach optimal productivity level
• Linking asset management and human capital to drive higher
production throughput and lower your costs
• Developing strategic asset management programme to reach
productivity and reliability nirvana
Ab-llah bin Salleh
Senior General Manager, Maintenance Asset Development
Tenaga Nasional Berhad, Malaysia
4:30 Panel: Selecting the right maintenance management
technologies and assessing how that impacts your overall
strategy
• Roadmap to attaining automated excellence
• Managing data complexities – how to make your software
solution work for you and not the other way round
• Utilizing real-time and wireless technologies for your operations
– how will that fit into your total maintenance strategy?
• Examining the practical realities of developing a digital or virtual
manufacturing environment: cost versus ROI and its impact
on your production output
Panellists :
Mike Cowley
President
CE Maintenance Solutions, USA
Ab-llah bin Salleh
Senior General Manager, Maintenance Asset Development
Tenaga Nasional Berhad, Malaysia
Naveen Gopal
Senior Manager, Corporate World Class Manufacturing
Aditya Birla Group, India
Swantra Sharma
Head of Generation & Power Trading
North Delhi Power Company, India
Moderator:
David MacLaren
Technical Consultant
RAMS Asia, Singapore
5:15 Chairperson’s summary and close of Day One
6:30 Welcome Dinner!

Day Two Thursday 29 September 2005 www.terrapinn.com/2005/smc_SG
Transforming maintenance into a strategic business advantage
9:00 Chairperson’s opening remarks
WHEN AND HOW TO OUTSOURCE MAINTENANCE IN ORDER TO
REMAIN COMPETITIVE
9:00 A strategic outlook to develop your competitive edge –
reviewing the opportunity and challenges in outsourcing your
maintenance function
• Assessing the state of play in maintenance outsourcing
• Determining the evaluation criteria in identifying what to
outsource: the sum of parts or the whole
• Financial modelling: Determining the ROI in outsourcing and
identifying the benefits to overall business performance
• Critically assess outsourcing risks and the impact on business
control, performance and profitability
• What are the determining factors in selecting your outsourcing
partner?
A. Venkatraman
Senior Vice President, Group Engineering
Reliance Industries, India
9:30 Establishing a top-level partnership with your contract
maintenance outsourcer to align your corporate objectives
with their competencies
• Building a strong contractor/client alliance is necessary at the
core of a cost effective and highly productive maintenance
strategy – what are the strategies for driving a successful
partnership?
• Forming a strategic Service Level Agreement to manage
outsourcing challenges and issues
• Building a partnership process to guarantee successful
implementation of continuous improvement and reap full
benefits of the partnership
• Defining core and non-core activities to understand where to
focus attention
P. K. Das
General Manager, Maintenance
Pan Century Oleochemicals, Malaysia
10:00 Panel: Outsourcing your maintenance function for productivity
and growth: How can you achieve that?
• Heavy focus on reducing costs and maximising efficiency –
what exactly should you outsource?
• What is the most cost-effective mix of outsourcing and inhouse
operations?
• Identifying techniques for measuring where the balance should
lie
• Analysing different outsourcing scenarios: which is most
appropriate for your plant’s strategy?
• Identifying factors in driving a successful outsourcing strategy
Panellists :
A. Venkatraman
Senior Vice President, Group Engineering
Reliance Industries, India
P. K. Das
General Manager, Maintenance
Pan Century Oleochemicals, Malaysia
Tod Hunter Weber
Head of Engineering & Maintenance
Riau Pulp, APRIL, Indonesia
Moderator:
James V Reyes-Picknell
President
Conscious Management Inc., Canada
10.45 Morning refreshments
WORLD-CLASS STRATEGIC MAINTENANCE CASE STUDIES
11:15 Making it happen – improvement strategies for multi-site
companies
• Leadership issues in multi-site improvement initiatives
• Multi-site strategy development
• Applying corporate standards across a multi-site environment
• Challenges and lessons learned from implementations at the
site level
James V Reyes-Picknell
President
Conscious Management, Canada
11:45 Implementation fundamentals for an effective plant overhaul
• What effective methods of qualification are available for
different turnaround strategies?
• Optimising the time for the preparation and execution of the
shutdown without compromising the quality of the work
• Apply quality assurance and controls and the effective use of
process-specific benchmark standards
• Expensive downtime – what can you learn from past failures
to prevent future mistakes?
Lay Laurensius Hardi
Senior Maintenance Manager
PT Pakerin, Indonesia
12.15 Networking luncheon for speakers and delegates
1.30 Breeding and retaining key talents to manage and execute
your maintenance strategy and empowering them to drive
process improvements in your plants
• Evaluating the skills and expertise required for a competent
maintenance team that will drive your business performance
to the next level
• Challenges and strategies to identify, attract, hire and retain
competent maintenance staff
• Remaining competitive with a competent maintenance team
by ensuring they are constantly up-to-speed with management
of technological complexities
• How can you provide maintenance staff with challenging
technical careers to maintain continuity for your business?
• Worldwide best practices in breeding a competent team to
drive maintenance excellence
Bambang Sudarpo
Maintenance Superintendent
VICO Indonesia
2.00 Panel: Making safety a top priority in your maintenance strategy
• Safety as an integral part of the maintenance strategy – who
drives it?
• From corporate policies and budget provisions to the
identification and elimination of causes of accidents – involving
all levels from the top man to the door man
• Ensuring safety even in unplanned and unscheduled activities
which may compromise safety levels
Panellists :
Swantra Sharma
Head of Generation & Power Trading
North Delhi Power Company, India
Ang Chee Peng
Engineering Manager
Shell Seraya Chemicals, Singapore
Kleber Guerra
Maintenance Manager
Companhia Vale do Rio Doce, Brazil
Bambang Sudarpo
Maintenance Superintendent
VICO Indonesia
Moderator:
David MacLaren
Technical Consultant
RAMS Asia, Singapore
2.45 Afternoon refreshments
STRATEGIC PLANNING FORUM
NEW for
2005
3.15 This Strategic Planning Forum is a session where participants
will be divided into small groups, either from the same
company or industry. Each group will be led by a maintenance
thought leader to brainstorm on how to implement key
strategies, learnt during the conference, to their real work
situations. This is a valuable experience which ensures that
lessons learnt from the conference are actually put into
practical use specifically for your company.
Informal, intimate and interactive, this forum will look to
leverage the knowledge from across industries and blend the
expertise of both global and Asian thought leaders to assist
you in developing implementation plan for your company.
This forum will put you at the nexus of these forces so that
you can derive solutions to the challenges you face, spot
emerging opportunities and prepare yourself for the road
ahead. It allows you to reflect on the state of where your
business is at now and approach what lies ahead from a fresh
perspective.
4.30 Questions & Answers to speakers and panelists of the day
5:00 Chairman’s summary and close of conference
5:15 Cocktail – Celebrating the beginning of new business
relationships!

Post-conference Workshop www.terrapinn.com/2005/smc_SG
Friday 30 September 2005
Workshop A
Building the foundation for a world class
maintenance organisation
Led by:
Michael B. Cowley
CPMM
CE Maintenance Solutions
Workshop Objectives
• Understand how building a sturdy foundation can set the stage for a
world class maintenance organisation
• Discusses the critical components of a well-designed, organized, and
staffed maintenance organisation
Workshop Agenda
• Management support
• Organisation
- Proper staffing, staffing structure, authority
• Maintenance control function
- Work order system (CMMS), planning, scheduling
- Material control
• Supervision and maintenance engineering
- Scheduled planning meetings
- Facility priorities
- Communication
• PM and PdM (preventive and predictive maintenance)
- Component inspections
- Lubrication program, infrared surveys
- Vibration analysis, ultra sonic testing
• Management control
- Scorecards, process audits, fine-tuning the program
About your workshop leader:
Michael B. Cowley
CPMM
CE Maintenance Solutions
Mike has over 26 years of hands-on experience in the production
maintenance and facility engineering field, including facility management,
computerized maintenance management systems (CMMS), contract
maintenance, utility operations, project engineering and senior engineering
management.
As President of CE Maintenance Solutions, Mike speaks at leading
maintenance and facility management conventions, writes articles for
maintenance magazines, and has assisted numerous organisations with
developing programs to achieve facility-wide maintenance improvement.
He also provides coaching for clients who desire to outsource facility
services. He serves on the National Professional Development Committee
with the Association for Facilities Engineering (AFE)
Call our customer service hotline
at +65 6322 2771 to book your
place today!
Media partners
Workshop B
Evolving from “good” to “great” –
moving beyond the basics to excellence
Led by:
James V Reyes-Picknell, P.Eng,
President
Conscious Management Inc., Canada
Workshop Objectives
Your company is already pretty good at maintenance. Reliability and costs
are aligned with industry averages, or even better, but you want to excel.
This workshop will outline strategies for improvements that will take you
beyond good and on to industry leading performance. The objective is
to show what it takes to move ahead of your competitors leveraging
maintenance as one of your strategic competitive advantages.
Workshop Agenda
• Understanding your key performance factors. What does it take to
be an industry leader? How does maintenance impact on those
factors?
• A summary of successful (i.e.: world class) practices will be presented.
We will explore what your company can learn from the high performers
in other industries.
• How well is your company really doing today? Introducing a realistic
spectrum of performance against which you can rate your practices.
- A brief self-assessment questionnaire will be administered for
each participant to complete. This self-assessment will help
identify areas of strength and weakness specific to your operation.
• Exploring the roles of benchmarking and strategic assessments and
how they can keep your efforts in the realm of the realistic. Where
benchmarking can really help and where it is of limited value. When
to consider a third-party assessment.
• Improvement strategies and how to develop them. Writing your
“future history” – what it takes to develop a strategy that actually
gets implemented.
• How to implement your strategy. Moving from “good” to “great”
requires substantial shifts in your corporate culture and practices. It
can also impact on other parts of your organisation. What it will take
to really choose excellence.
About your workshop leader:
James V Reyes-Picknell, P.Eng,
President
Conscious Management Inc., Canada
Prior to founding Conscious Management Incorporated, James was the
lead consultant for the Enterprise Asset Management consulting practice
of IBM Business Consulting Services, formerly known as PwC Consulting,
PricewaterhouseCoopers Consulting. With over twenty-six years of handson
experience in engineering, operations, maintenance management and
business consulting, James has an in-depth knowledge of business,
business systems and the management of the human factor within
organisations. He advises his clients on strategy and process improvement.
His clients are businesses serving a wide variety of industries and
customers. These industries include: aerospace, automotive, brewing,
computers, consumer goods manufacturing, defense, electric power utility
(generation and distribution), facilities management, forest products, health
care, higher education, marine, metals, mining, water and waste water
utilities, oil & gas, petrochemical, pharmaceutical and postal services. A
leader in implementation in his field, James is a co-author and contributing
author for several publications on Physical Asset Management. A highly
respected professional, Jim is a sought after teacher and speaker in his
field. He is currently a part of the Wonders' Teacher Program for Self-
Empowerment.
Registration for the workshop starts at 8.30am. The workshop will commence at 9.00am and end at 5.30pm.
Lunch and tea breaks will be served at appropriate times.

Strategic Maintenance Congress 2005
Transforming maintenance into a strategic business advantage
www.terrapinn.com/2005/smc_SG
The ONLY strategic high-level maintenance
congress for senior level executives from major
process industries!
Your gateway to key decision-makers in Asia Pacific!
Unlike other maintenance events in Asia that focus largely on
reactive, preventive and corrective maintenance issues, Strategic
Maintenance Congress 2005 is the ONLY conference covering
maintenance issues at a strategic high-level perspective –
recognizing the link between the maintenance function to
corporate objectives such as increasing profitability and enhancing
plant reliability and efficiency.
Strategic Maintenance Congress 2005 is a director level,
interactive conference experience featuring speakers and panellists
from international and Asia’s process industry leaders. With a
conference agenda that features senior level speakers sharing
experiences, insights and best-in-breed strategies on pertinent issues
faced by top management, this IS the place where decision-makers
will convene to learn, discuss, evaluate and network!
No other event brings networking opportunities like Strategic
Maintenance Congress 2005. With 150+ senior level executives
globally attending the event, it is definitely the only opportunity
that allows like-minded senior level executives to leverage off each
other’s strategies and form alliances and valuable business contacts
like never before. The interactive nature of the event ensures
dialogue flows freely amongst delegates.
Strategic Maintenance Congress 2005 is the ONLY platform to
invest your marketing dollar:
1. FULL EXPOSURE to targeted corporate buyers responsible for
their marketing strategies: you can gain direct access to key
decision makers from forward thinking and proactive companies
looking to optimise their maintenance processes & infrastructure.
2. PERFECT ENVIRONMENT for high-quality lead generation.
Leading executives have already made a significant investment
in our conference to explore new maintenance solutions –
make sure your company branding is at the forefront!
3. PLATFORM TO PROFILE AS INDUSTRY LEADER: Excellent
opportunity to network with your clients and make an impression
with your competitors’ clients.
4. GUARANTEED POSITIONING: Terrapinn is committed to
bringing our sponsors a pool of qualified buyers. We will be
limiting the number of sponsors for this event to ensure that
our sponsors have maximum exposure and are able to reach
effectively to buyers and/or partners at the event.
Delegates networking
Our sponsors will have an unrivalled opportunity to:
• Be seen as an industry leader at the annual maintenance meeting
place for the process industry
• Receive the most cost-effective marketing exposure and branding
to your target audience
• Have exclusive and direct access to the most senior decisionmaker
in the process industry
• Meet the industry’s leader, understand their needs and develop
profitable relationships with them
• Generate quality sales leads for 2006!
In summary, we will help you...
GENERATE quality business leads
ENHANCE your profile
CREATE new business opportunities
Who should sponsor:
World-class solutions and service providers who need to
position their products & services to decision-makers and
whose organisation is as follows:
• Turnkey Operator
• Maintenance outsourcing companies
• Maintenance management consultants
• Software solutions providers
• Engineering companies
• Safety management companies
• Automation companies
• Lubricant suppliers
• Legal firms
Find out how you can maximise your
presence at this event. Tailored sponsorship
packages are available. Call Joan Ong on
+65 6322 2733 or email at
joan.ong@terrapinn.com
Response Form Fax to +65 6226 3264
Yes! I am interested in sponsorship / exhibiting opportunities.
Please contact me
Name: ...................................................................................................
Job Title: ..................................................................................................
Company: ..............................................................................................
Industry: .................................................................................................
Address: .................................................................................................
Postal code: .................................... ....................................................
Country: ...............................................................................................
Tel: ........................................................................................................
Fax: ......................................................................................................
Email: ......................................................................................................
Website: ..............................................................................................

Strategic Maintenance Congress 2005
Transforming maintenance into a strategic business advantage
Social Activities
Welcome Dinner
Date: 28 September 2005
Time: 1800hrs
Venue: Esmirada Mediterranean Restaurant and Wine Bar
After actively learning from, and networking with the experts
and experienced maintenance practitioners, the best way to
round up two days of fruitful activities is to go to the cocktail
party we have thoughtfully arranged for all participants.
Relax & unwind as you cement business relationships
and contacts you’ve established at the conference – all
speakers and delegates are welcomed!
The most successful people are not necessarily the most
knowledgeable, but the most connected. You will gain
immeasurable benefits talking to some of the best minds in
the industry and building solid business relationships.
Images courtesy of the Singapore Tourism Board
www.terrapinn.com/2005/smc_SG
The conference is packed with presentations and panel discussions...
how do you balance between listening to the valuable insights being
presented, AND maximising your time to network with your clients and
your peers? You can’t multiply yourself, so what do you do?
Come to the Welcome Dinner on 28 September at Esmirada!
The Esmirada Mediterranean Restaurant and Wine Bar is located near the
heart of Orchard Road, Singapore’s most famous shopping and dining
belt.
With a lively atmosphere accompanied by good food and music, Esmirada
provides the perfect ambience to unwind for a night out after a hard day
at the conference
So make sure you come for a taste of Esmirada’s exquisite Mediterranean
fare, and gain extra mileage networking in Esmirada’s inviting environment.
Don’t miss the opportunity!
Cocktail Reception
Date: 29 September 2005
Time: 1800hrs
Venue: Grand Ballrooom, Hilton Hotel
Visiting Singapore...
Singapore is the busiest port in the world, one of the world's major
oil refining and distribution centres, and has also become one of the
most important financial centres of Asia, with business dealings
facilitated by Singapore's superb communications network. Indeed,
Singapore's strategic location, excellent facilities, fascinating cultural
contrasts and tourist attractions contribute to its success as a leading
destination for both business and pleasure.
You can visit the Botanical Gardens, near Singapore’s most famous
shopping belt, Orchard Road. You should enjoy dinner atop one of
the skyscrapers and take in the tranquil city view at night. Then you
have all night to party in Singapore’s many hot night spots, frequented
by world-renowned DJs – in fact, all night may not be enough! And
before you leave, make sure you capture a moment with Singapore’s
very own merlion.

Strategic Maintenance Congress 2005
Registration form
Delegate fees
Attendees Details
1
2
3
Company Details
Method of payment
28 – 30 September 2005
Hilton Hotel, Singapore
Package Early bird fee
(registrations received on
or before 29 July 2005)
Regular fee
3 day Gold Pass
(Conference + Workshop + Networking Dinner)
SGD 3,235.50 SGD 3,595
2 day Conference (Conference + Networking Dinner) SGD 2,605.50 SGD 2,895
1 day Masterclass only SGD 1,165.50 SGD 1,295
*The registration fee includes lunch, refreshments, the networking dinner, cocktail and full conference documentation. The fee does
not include hotel accommodation.
Payment terms are 7 days. Delegates may be refused admission if payment is not received prior to the conference.
* 5% GST applies for local delegates
* Members of the Petroleum Institute of Thailand (PTIT) are entitled to 15% off registration fee.
* Please note that only 1 discount scheme applies
Corporate groups. Yes, I want to send a team and save even more.
Delegates Package Normal Price Group Price
3 3 day Gold Pass SGD 10,785 SGD 9,706.50 Save SGD 1,078.50
6 3 day Gold Pass SGD 21,570 SGD 17,256 Save SGD 4,314
8 3 day Gold Pass SGD 28,760 SGD 21,570 Save SGD 7,190
**Corporate booking prices cannot be used in conjunction with any other promotional prices
Registration is ONLY confirmed on receipt of payment. Please quote 131077, your company
name and delegate(s) name(s).
Crossed cheque payable to Terrapinn Pte Ltd Bank Transfer
Mastercard Visa American Express JCB Please invoice me
Cardholder's Name: ............................................................................................................................
Card Number: .....................................................................................................................................
Cardholder's Signature: ......................................................................................................................
Expiry Date: ........................................................................................................................................
Bank Transfers: Payment by bank transfer must quote the delegate name and reference below.
Transfers should be made to Standard Chartered Bank, 6 Battery Road, Singapore 049909
Account name: Terrapinn Pte Ltd, Account No. 01-008-9045-8
PAYMENT MUST BE RECEIVED BEFORE THE CONFERENCE DATE TO GUARANTEE YOUR
PLACE. REFERENCE - 131077
For official use only
4 easy ways to register
Phone: (65) 6322 2700
Fax: (65) 6223 3554
On-line: www.terrapinn.com/2005/smc_SG
Post: Terrapinn Pte Ltd
12 Prince Edward Road #03-01, Podium A,
Bestway Building, Singapore 079212
Biz Reg No.: 198902388R
Mr/Mrs/Ms Full Name Job Title Telephone Email
Signatory must be authorised to sign on behalf of contracting organisation
Name: .................................................................................................................................
Job title: .................................................................................................................................
Signature: .............................................................................................................................
Email: .................................................................................................................................
Organisation name: ........................................................................................................
Industry: .........................................................................................................................
Address: .........................................................................................................................
Postcode: ..................................................... Country:..................................................
Tel: ................................................................ Fax:..........................................................
Venue and hotel accommodation
Venue: : Hilton Hotel
581 Orchard Road, Singapore 238883
Tel: +65--6737 2233 Fax: +65--6732 2917
Hotel Accommodation: The conference fee does not include hotel
accommodation. For special rates, please make your bookings directly with
the hotel and state that you are attending Terrapinn’s Strategic Maintenance
Congress 2005. Please book early to avoid disappointment
Data protection
Terrapinn [Limited] (or its agents) may contact you by mail, phone or email about
products and services offered by Terrapinn and its group companies, which Terrapinn
believes may be of interest to you, or about relevant products and services offered
by reputable third parties. Terrapinn may also disclose your contact details to such
third parties to enable them to contact you directly. Certain entities to which
Terrapinn discloses your contact details are located in territories overseas which
have fewer legal safeguards to protect personal data. [By returning this form to us,]
you agree to our processing of your personal information in this way.
Please tick the appropriate box if you do not wish to receive such information from:
the Terrapinn group; or reputable third parties.
Cancellation and transfer
Register before
29 July 2005 and save up
to SGD360!
Places for networking
dinner are strictly limited.
Register early to avoid
disappointment
Benefits to corporate groups:
• Reserved seats in conference
• VIP registration pack
• Reserved table at networking dinner
Should you be unable to attend, a substitute delegate is welcome at no extra charge.
Alternatively, you may choose to credit the full value of your registration towards
a future Terrapinn event. A 50% refund and the course documentation will be
provided for cancellations received in writing two weeks in advance. The company
regrets that no refunds will be made for cancellations received less than two weeks
prior to the conference. A complete set of course documentation will, however, be
sent to you. Terrapinn reserves the right to cancel or alter the content and timing
of the program or the identity of the speakers for reasons beyond its control.
Received: Date:................ Code:151042 ABCDEFGHIJKLMNOPQRSTUVWXYZ