October - Library - Central Queensland University

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A journal for all those interested in the
maintenance, monitoring, servicing and
management of plant, equipment,
buildings and facilities.
Volume 18, No 4.
October 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:
Helicopter Engine Replacement
In Iraq
This month’ s cover shot has
been supplied by Ricky Smith
who until recently was a
company commander supporting
maintenance operations in Iraq.
See his article in this issue titled
Maintenance in Iraq
8
10
12
16
28
32
48
54
60
70
Contents
Maintenance In Iraq
Ricky Smith
Asset Management
John Wilson
Maintenance Of PLC’s
Don Fitchett
Metrics For Managing Maintenance
Raymond P. McFarland
Scheduling More Profit
Reliability Solutions, Inc.,
S u rvey 2005
Special Maintenance Applications Software Survey
Generating Failure Codes
Bill Keeter
Business End Of Maintenance
Deryk Anderson
Moving From Reactive To Proactive
Rod O’Conner
Regular Features
Maintenance News
Current Maintenance and
Product News
75 Subscription
Subscribe To Either The Print
Or eMJ Versions of The
Maintenance Journal
October 2005

October
Editorial
Welcome to the October 2005 issue of the Maintenance Journal. We again have a wide variety
of articles from around the World.
The first article in this issue takes us to Iraq. Ricky Smith’s article “Maintenance In Iraq” has
perhap the unexpected viewpoint that maintenance in a war zone has much in common with
maintenance of an industrial plant. The basic rules still apply - “Military units that perf o rm
maintenance properly and on schedule didn’t have untimely breakdowns”. Wi t h o u t
appropriate and timely maintenance those untimely breakdowns of a vehicle or helicopter in
a war zone could have dire consequences.
The October 05 issue includes the annual survey of “Special Maintenance Applications
S o f t w a re”. The survey re p o rt ,of over 10,000 words, has listed dozens of special maintenance
s o f t w a re for such applications as Reliability Centred Maintenance, Failure Analysis, Part s
Optimisation, Life Cycle Analysis and Costing, Maintenance Frequency Optimisation,
Maintenance Modelling and Simulation, Reliability and Availability Analysis, and other
applications.
Also in this issue there are a number of articles orientated to the Business issues in
Maintenance and these include articles on “Asset Management”, “Metrics For Maintenance
Management” and “The Business End Of Maintenance”. Essential reading for all involved in
maintenance.
Wanted, your articles / case studies:
The Maintenance Journal welcomes the submission of your maintenance related articles,
papers and case studies. Contact Len Bradshaw, editor, at mail@maintenancejournal.com
Maintenance Web Links
In the February 2006 issue of the
Maintenance Journal will be
published a listing of Web Links to
important Web Sites around the world
that provide information or services
on Maintenance, Reliability, Asset
Management, Condition Monitoring,.
We are also clearing out all current
links at our web site
www.maintenancejournal.com
Should your organisation wish to have
your web site listed in the Feb 06
issue of the Maintenance Journal and
added to our web site links please
contact Len Bradshaw at:
mail@maintenancejournal.com
Entries for the new Web Links listing
close on 14 November 2005.

8
Maintenance In Iraq
When it comes to asset care, a war zone and
an industrial plant have much in common
U
Ricky Smith (USA)
This article first appeared in Plant Services
Magazine www.plantservices.com
Apache Helicopter Maintenance In Iraq
ntil recently, I was a company commander of a maintenance company stationed in Kuwait in support of Operation Iraqi
Freedom. My specialty in civilian life is industrial and facility maintenance. My unit supports all U.S. military units (Army, Marine,
Navy and Air Force) stationed in Kuwait, passing through to Iraq, and re t u rning home. We supplied them with all types of maintenance,
including vehicle re c o v e ry, vehicle re p a i r, generator repair (to 1,000 kW), A/C repair (on vehicles and facilities), weapons re p a i r,
and fabrication and installation of armor plates on all types of U.S. Army vehicles.
We provide support in Iraq to coalition forces (Polish, Czech, Mongolian and Bulgarian, among others). My soldiers entered Najaf
by convoy when the big fight was going on there. In fact, the convoy in front of ours was attacked and the convoy behind was
attacked. Ours wasn’t hit. My unit operated under what we call ‘guns up.’ That means we were ready to fight at all times. Most
insurgents are looking for easy prey, not risky targets that may get them killed. Of course, flying our Jolly Roger flag didn’t hurt our
image.
My unit hit the ground running. In April 2005, when all supply convoys in
Iraq were being destroyed, we were ord e red to repair more than 135
broken Military Police Humvees and to armor them for convoy security.
During this time, my soldiers worked more than 35,000 labor-hours to
accomplish this task in less than three weeks. We changed more than
3,000 parts, including engines, transmissions, brake systems and the like
during the mission. Once these vehicles were sent back north, convoys
could begin to roll again.
During the year, my soldiers responded in one way or another to
everything you saw on the news. We are one of two units involved with
adding armor to vehicles going to Iraq. A few months ago, a soldier asked
S e c re t a ry of Defense Rumsfeld about the vehicle armoring program in
Iraq. The soldier, who was complaining about not having armor on military
vehicles, didn’t tell the whole story.
What angered his unit was that they wanted more armor than what was
being given to them. The problem is that the world doesn’t have enough
armor plate to provide every unit with all the armor they feel is needed.
Major Smith with Musket!

Completing Engine Changeout HMMWV
The quantity of armor and where it goes has been based on re p o rts from drivers
whose vehicles were hit with small arms fire, RPGs and IEDs. If we gave this
soldier’s unit all the armor it wanted, other units might not get any armor at all.
Also, the vehicles we armor have a maximum load limit. If we overload a vehicle
with too much armor plating, it will suffer pre m a t u re failure. I know, because
we see it all the time. So, don’t believe everything you hear.
Something I have found to be true about working in a war zone with a focus
mainly on vehicle maintenance is that ‘maintenance is maintenance,’ no matter
what maintenance field you’re in. Ty p i c a l l y, equipment isn’t maintained very well
in the absence of a strong management commitment to maintenance. More than
90% of the equipment we re p a i red had unnecessary failures that pro b a b l y
w o u l d n ’t have occurred if proper operation and maintenance pro c e d u res were
followed (even in a war zone).
I know all of you have heard things like ‘We don’t have time to do all of this maintenance’ or ‘We’ll get to maintenance after we
complete all of the problems we have.’ If you hear those statements, you’re not alone, but maybe you need to reexamine your
maintenance process. Military units that performed maintenance properly and on schedule didn’t have untimely breakdowns, such
as during an ambush or firefight. Yes, I know your situation is different, but believe me maintenance is maintenance.
If you learn one thing today, I hope it’s that in maintenance you aren’t alone, and many of us face the same issues you face on a
daily basis. On my best day, I only had 40% of my mechanics available to work on equipment. The rest of them were on forc e
protection or other additional duties. With a background in maintenance management, I understand the problem.
My U.S. Army Reserve unit re t u rned home re c e n t l y, and I’m looking
forward to getting back to the technical training company I own. My
unit appreciated support from all over the world during the past year’s
deployment. I met many of my maintenance buddies in Iraq and
Kuwait and, yes, maintenance is a small world.
Ricky Smith, CMRP, is president of Maxzor in Charleston, S.C.
You can contact him at ricky.smith@success-in-training.com.
“ M i l i t a ry units that perf o rmed maintenance properly and on schedule
didn’t have untimely breakdowns.”
Escort Security in Iraq
9
9

10
A
Asset Management
John Wilson (Malaysia)
Vice President, Kejuruteraan Bintai Kindenko Sdn. Bhd.
www.bintai.com.my
sset Management is a process of guiding the acquisition, use and disposal of assets, to make the most of their service
delivery potential and manage the related risks, and costs over the full life of the asset.
In 2001 the management of the world famous Smithsonian Museums asked the US Congress for a staggering $1.5 billion to repair
the buildings. The submission noted that the management had neglected and under-spent on repairs and maintenance for decades.
In my own estimation I figured that had the properties been routinely maintained then the cost may have been $900m - a saving of
$600m. The loss or waste of such a large sum, which could have been used for other public projects, is not just bad luck, it’s bad
management - and the US Congress made that known and publicly admonished the Smithsonian Administration for its poor
maintenance management.
S i m i l a r l y, the UK rail system is undergoing £30 billion repairs and modernisation. The assets have deteriorated to such an extent
that major accidents and near misses are regular occurrences and the risks are increasing. Again, had the system been maintained
effectively, particularly after privatisation, this massive injection of capital would have been much reduced.
Recent scorecards by the Institution of Engineers, Australia showed that major infrastructure such as roads, rail, water systems,
gas and ports are falling below acceptable stakeholders standards and the Government is facing huge expenditures for repairs and
replacements in coming years. Much of the situation stems from under-funding routine refurbishment, maintenance and re p a i r s .
The Government is hoping that privatisation may help solve the problems but it rarely does.
These are not new problems. They have been accumulating all over the world in almost every government and private sector for
decades. The common factor is maintenance. I t ’s a truism that maintenance can be deferred for many years. The managers of
i n f r a s t ru c t u re have made the most of the ‘savings’ resulting from deferring maintenance. In general, cuts to the maintenance budget
have little or no obvious immediate effect. In some cases it can take 7-10 years before the impact is realised and by then the
management can attribute the breakdowns and failures, and in some cases disasters, to simply bad luck.
This situation is made worse by the current business practices of evaluating results on a quarterly basis. Of course, managers want
to maximise profits and re p o rt positive quarterly results. Attempting to show growth each quarter leads to short - t e rm management
actions, not long-term strategies. The maintenance budget is an easy target and is one of the first attacked in any cost-cutting/pro f i t -
maximisation initiative. When mishap or disaster strikes, the CEO or CFO announces that some bad luck struck and effected profits.
However, this mismanagement of asset maintenance is insidious and eventually affects the products and services delivery.
Under these scenarios there is a dawning of a new business awareness called Asset Management or Sustainment Modeling. M a n y
Governments, plus bodies such as the UN, now insist that before agencies are funded they must submit yearly Asset Management
Plans. Asset Management policies force the agencies to detail and prioritise the services they are responsible for (usually the public
expectations are considered in the process). The submissions must include a listing of the physical assets needed to deliver those
s e rvices. The assets may be buildings, vehicles, office systems, parks and gardens, refuse dumps, etc. The service delivery criteria
then becomes a function of the status or condition of the assets. If the assets are neglected then the level of service will decline.
Each year the condition of the assets is inspected and appropriate replacement, repairs and maintenance strategies are implemented
using the quality of service delivery as the benchmark. A high level of service re q u i res assets that are reliable, effective and efficient.
Under Asset Management ‘rules’ any deferral of maintenance must have documented engineering and economic justifications that
a re transparent to all; acknowledging that any change to the quality of service delivery has social and political ramifications. People
don’t like paying for poor service and tend to get annoyed and complain right up to the ballot box.
The Asset Management models have broader implications as they must also consider the skills available to properly care for the
assets. This information leads to the analyses of the vocational training re q u i rements that are needed in future. The holistic appro a c h
involved in the Asset Management model for service provision, asset care, stakeholders expectations and support services is far
more rigid and more logical than arbitrary cuts to the maintenance budget.
The US Government has adopted Asset Management or Sustainment Modeling out of need - it can no longer fund replacement of
infrastructure on the scales that were looming plus maintain let alone improve service delivery. The Department of Defense alone
has 517,000 buildings and structures with a replacement value of $650 billion; much of which is nearing the end of its economic life.
Asset Management offers a systematic approach to realising the extent of the problem and providing a mechanism for impro v e m e n t .
Asset Management is the philosophy that guides facilities management and maintenance management because it addresses the
front end of the issue that concerns everybody - what level of service is required?

12
Maintenance
Management Of Your
Company’s PLC
Don Fitchett
Business Industrial Network, USA
bin95@bin95.com
Topics Covered In This Article:
• What is a PLC?
• How many PLCs is your bottom line depending on?
• Do you have an up to date list of all PLC model types, part availability, program copies, and details for your company?
• Do you have at least one trained person per shift, to maintain and troubleshoot your plant PLCs?
• Does your maintenance personnel work with PLCs following written company or corporate policy, and procedures?
If you could not answer with confidence or you answered “No” to any of the above questions, you need to read this article on
maintenance management of PLCs. Why? Because the PLCs (Programmable Logic Controllers) are the brains of your operation.
When the PLC is not functioning properly, lines shut down, plants shutdown, even city bridges and water stations could cease to
operate. Thousands to millions could be lost by one little PLC in an electrical panel that you never even knew existed. But most
importantly, damage to machine and personnel could result from improper maintenance management of your company’s PLCs.
What is a PLC?
(Programmable Logic
Controller).
First I’d like to explain in the most† non-technical terms possible, what a PLC is. As this article is not just for the maintenance
technician, but for maintenance managers, plant managers and corporate managers. A PLC (Programmable Logic Controller) is the
type of computer that controls most machines today. The PLC is used to control AND to troubleshoot the machine. The PLC is the
brain of the machine. Without it, the machine is dead. The maintenance technicians we train, are the brain surgeons.
That is how I explain it to my doctor any way. (His mouth drops open, ‘... you train brain surgeons?’)
Important Note: Just as a doctor asks the patient questions to figure out what is wrong, a maintenance technician asks the PLC
questions to troubleshoot the machine. The maintenance technician uses a laptop computer to see what conditions have to be met
in order for the PLC to cause an action to occur (like turn a motor on). In a reliable maintenance management environment, the
maintenance technician will be using the PLC as a troubleshooting tool to reduce downtime.
A little more detailed definition of a PLC: A programmable controller is a small industrial strength computer used to control real
world actions, based on its program and real world sensors. The PLC replaces thousands of relays that were in older electrical
panels, and allows the maintenance technician to change the way a machine works without having to do any wiring. The program
is typically in ladder logic, which is similar to the wiring schematics maintenance electricians are already accustomed to working
with. Inputs to a PLC can be switches, sensors, bar codes, machine operator data, etc. Outputs from the PLC can be motors, air
solenoids, indicator lights, etc.

How many PLCs is your bottom line depending on?
My company has had an ongoing PLC related global maintenance survey ( www. b i n 9 5 . c o m / s u rv e y / s u rvey ) since the year 2000. The
majority of the participants back in 2001, re p o rted 3-6 PLCs in their facility, that they know of. Granted most participants are managers
and don't open electrical panels much, but many of the participants are from fortune 500 companies having hundreds of employees.
The odds are most of them have 12-30 PLCs in their facilities. Currently the average is 6-9 re p o rted, so the good news is that industry
as a whole is becoming more PLC aware.
It is common to only learn about a PLC once the machine is down and the clock is ticking at a thousand dollars an hour, or more.
Unfortunately, it is also common that after the fire is out, it's on to the next fire, without fully learning what can be done to avoid
these costly downtimes in the future, and in other similar machines in a company or corporation.
Some older electrical panels may only have relays in them, but most machines are controlled by a PLC. A bottleneck machine in
your facility may have a PLC. Most plant air compressors have a PLC. How much would it cost if the bottleneck or plant air shut
down a line, a section of your facility, or even the entire plant?
Do you have an up to date list of all PLC model types, part availability, program
copies and details for your company?
The first step to take is to perf o rm a PLC audit. Open every electrical panel, and write down the PLC brand, model, and other pert i n e n t
information. Then go the next two steps. Analyze the audit information and risk, then act on that analysis. To help you out, I want to
share with you our company PLC audit form:-
Collected Information Recommended Action
Machine or Area Name Ex: warehouse conveyor, pump station 3, Strapper 2, Line 7, Traffic signal west main, etc.
PLC Program Name Ex: 1789GAA1, P3, Strap2, 5872443, WestMainTL, etc.
Network Node Address No two addresses will be the same. Ex: 2, 3, 17, 21
Network Name Common to be same as Program name, but not mandatory.
PLC Brand Ex: Allen Bradley, Siemens, Schneider, Mitsubishi, DirectSoft, Omron
PLC Model Number Ex: PLC-5/25, SLC-504, SIMATIC S5, MELSEC FX1N, DL 405
Is Spare Available Yes on shelf, or only in less critical machines or no
(Ex = Example)
Date Program Last Backed Up Make program backups part of your semiannual PM program
Discriptored Copy of program avail. Without discriptored copy of program, troubleshooting and downtime are greatly increased.
Does PLC have EEPROM Or other method of storing backup program in a chip on PLC
Last date Program Changed Remember to log when outside consultants or OEM make program changes too.
Last date EEPROM Burned Should be saved to EEPROM (Burned) after every successful program change.
Date battery last changed See manufacturer’s data for recommended change frequency.
Other information you may need Might be facility location when corporate HQ is using this form.
Once you have collected the basic information in your Plant wide and/or corporate audit, you need to analyze the information to
develop an action plan based on risk analysis. In the risk analysis, bottlenecks and other factors will help you assess priorities.
Starting with the highest priority PLC, you will need to ask more important questions.
• Do we have the most common spares for the PLC?
• Is the OEM (Original Equipment Manufacturer) available 24/7? Or even in business any more?
• Do we have a back up copy of the PLC program?
• Does our program copy have descriptions so we can work with it reliably and efficiently?
• Do we have the software needed to view the PLC program? Are our maintenance personnel trained on that PLC brand?
These are some of the questions our managers must ask, to avoid unnecessary risk and to insure reliability.
13

14
Do you have at least one trained person per shift to maintain & troubleshoot your
plant PLCs?
Is your maintenance staff trained on the PLC? Silly to squander over a couple of thousand in maintenance training when the lack
of PLC knowledge could cost you 10 thousand an hour. I can give you a couple of good reasons why you should have at least one
trained person per shift, to work reliably with PLCs. You do not want to see greater downtime on off shifts because the knowledge
base is on day shift only. Also with all the baby boomers (our core knowledge base in the industry) about to retire, it is not smart
management to place all your eggs in one basket.
Then the question should be asked, what should we look for in training? Well I have been training individuals for over a decade and
could easily write another article on just PLC training alone. I can tell you here, that you should seek training with two primary
objectives:-
1. The training you decide on, should stress working with PLCs in a Safe and Reliable way. (not just textbook knowledge or self
learned knowledge)
2. Secondly, the training should be actually centered around the PLC products you are using or plan to use in your facility.
I feel the two criteria above are the most important. Some other good ideas to get more out of your PLC training investment would
be to get hands on training using the actual PLC programs and software the maintenance technician will be working with in the
f a c i l i t y. Ensure your personnel have the software, equipment and encouragement to continue with self education. PLC Training CBT
(Computer Based Training) CDs are a great way for employees to follow up 6 months after the initial training. Some other ideas you
could do is to provide them with simulation software and/or a spare PLC off the shelf to practice with.
Do your maintenance personnel work with PLCs following written company or
corporate policy and procedures?
It seems that in our industrial culture, if policy and procedures are not written and enforced, we eventually stray back to the old
u n reliable ways. I have reviewed many policy and pro c e d u res as well as books on the topic matter and hardly ever see maintenance
management of the PLCs included. It amazes me how an organization can write guidelines for what they believe is the health of the
entire organization’s body, and leave out the brain (the PLC ). Once again, a complete PLC policy and procedure manual is out of
the scope of this article. However, I will donate a few random items below to get you started:-
1. Write PLC policies and procedures into your existing maintenance policy and procedures. (SOP)
2. All personnel working with PLCs will be trained on that PLC equipment.
3. Backup copies of the PLC programs will be made every 6 months regardless of change status.
4. If a PLC program has been changed ...
• It will be documented in the software copy, in the printed copy and in the CMMS program.
• Copies of the PLC program will be stored on a media more reliable than floppy disk (CD, USB, etc.).
• Multiple copies will be stored on laptop, maintenance manager’s office and off site (corporate).
• If available, EEPROM will be updated with new changed program.
- If outside vendor changes, a-d will be performed by maintenance personnel
5. Future equipment purchases ...
• A common PLC brand in all equipment will be sought out (Standardization of PLC types)
• OEM will be required to provide a descriptor copy of PLC programs in the customer’s native language.
• All PLC 110v control voltage will have a line filter on it.
• All PLCs will have the backup EEPROM option for zero downtime in some failure modes.
6. Forcing inputs and outputs on or off shall be treated as a Safety issue. (See safety SOP)
7. Inputs and outputs shall not be forced on or off with out a clear understanding of complete effect on PLC program and a
second opinion.
• If forces are installed, they shall be removed within 24 hours and a more permanent solution found.
• All forces should be documented in software and a written log before being enabled.
8. Online programming is somewhat of a safety risk, normal procedure is to change offline and download to the PLC.
Hope this helps, if you have a specific question you can find me in our PLC discussion area at the
www.idcon.com/toastforum6503/toast/toast.asp?sub=show&action=topics&fid=10
Business Industrial Network www.bin95.com

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16
Metrics For
Managing Maintenance
T
Raymond P. McFarland (USA)
Recently published in the Reliability Magazine, Vol 10 Issue 3.
This paper was originally presented at the 2003 SMRP conference.
he Maintenance Manager is faced with the challenge of offsetting or moderating increased cost through better use of
cost control techniques. The principal shortcoming in cost control methodologies is the absence of measurements that relate value
received to maintenance dollars spent. There are two primary metric types, lead metrics and lag metrics. The lag metric the
Maintenance Manager is most familiar with; perf o rmance to budget. But if the emphasis is placed on the lead metrics the lag metric
will generally turn out as desired. The emphasis should be to improve the Maintenance Manager’s ability to measure value re c e i v e d ,
and this paper provides some criteria that can be used to measure value received in maintenance activities.
The maintenance metrics not only serve as the basis for evaluating benefits received, but they also serve as the measure of
achievement towards goals. Each metric should have a target goal the Maintenance Manager is striving to achieve. The goals
acts like the par rating for each hole on the golf course. They are goals that can be achieved with very good perf o rmance, but must
be combined together to measure the total effectiveness of the maintenance operation. One metric by itself is not enough; they
must be brought together to give the complete picture of the maintenance operation. At the end of this paper is a table of
representative values for each of the 30 metrics presented.
The following paragraphs provide the metrics that allow the Maintenance Manger to assess the effectiveness of the maintenance
operation. The paragraphs describe the periodic charts and metrics pre p a red for the Maintenance Manager to allow a quick
overview of the health of the Maintenance organization.
Planning & Scheduling Metrics
Unreported Man-hours
The Maintenance Supervisor records on the daily work schedule the actual hours expended by the maintenance crew each day.
The first metric is there f o re, the relationship between the actual hours re p o rted by the Maintenance Supervisor and the dire c t
worked hours paid to the craftspeople. This is critical information because all other reports and metrics are based on the hours
and information re p o rted by the Maintenance Superv i s o r. The metrics that follow in this paper depend upon the values derived
f rom the work order system data, and it is important for all maintenance work to flow through the work order system. A wide variance
between paid hours and
re p o rted hours on the daily
work schedule will discount
the reliability of all other
re p o rts. The Maintenance
Supervisor must account for
e v e ry hour worked by the
c re w, including all overt i m e .
U n re p o rted man-hours
re p resent the diff e re n c e
between hours re p o rted on
the daily work schedule and
the man-hours-paid. The
c o n t rol metric is unre p o rt e d
hours as a percent of total
hours paid, and the targ e t
f i g u re is zero percent (See
Figure 1).
Figure 1

The metric is calculated as follows:
Total Craft Hours Posted to Work Orders
Unreported Time % = ------------------------------------------------------ X 100%
Total Craft Hours Paid
Unscheduled Man-hours
In the Planning and Scheduling arena, the second most important metric is the percentage of available man-hours scheduled each
week. The maintenance workforce is normally available to work for a known number of hours per week. There should be a full
day of planned work that is scheduled for every maintenance person expected to be at work each workday. This metric tries to
d e t e rmine if this goal is being meet within reasonable limits. The diff e rence between regular hours available and man-hours
scheduled is reported as a percent of regular hours available (See Figure 2). The target is zero plus or minus 5 percent.
The metric is calculated as follows:
Figure 2
Total Hours Available - Total Hours Scheduled
Unscheduled Man-hours% = ----------------------------------------------------------------- X 100%
Total Hours Available
A zero percentage cannot be consistently achieved, because the diff e rence between available man-hours and scheduled manhours
is affected by unexpected absences or workers returning from absences. The Planner/Scheduler anticipates the return of
workers from planned absences, such as vacations, and schedules them on the day they are expected to re t u rn to work. Any
reading that exceeds the control limits of ±3% must be investigated by the Maintenance Manger. The benefits of the planning and
scheduling program can only be realized when each maintenance craftsperson is scheduled for a full day of planned work every
workday. This must be fully planned work to be effective.
Schedule Compliance
In addition to scheduling a full day for each maintenance craftsperson, the Maintenance Manager must make sure that jobs are
being worked and completed as they have been planned and scheduled. This is illustrated in the chart shown in Figure 3. The chart
shows the percent of man-hours worked as scheduled and the percentage or jobs completed as scheduled. The target is 90% or
better for world-class maintenance organizations.
Figure 3
17

18
The metric is calculated as follows:
Total Hours Worked as Scheduled
Man-hours Schedule Compliance % = ---------------------------------------------- X 100%
Total Hours Scheduled
Total Jobs Worked as Scheduled
Jobs Schedule Compliance % = ---------------------------------------------- X 100%
Total Jobs Scheduled
When jobs are not worked or completed as scheduled, the maintenance work force is not being utilized to its most effective level.
The Maintenance Manager has delegated the responsibility for weekly work scheduling to the Maintenance Planner/Scheduler.
The Planner/Scheduler prepares a recommended plan of action for the following week in the form of a weekly work schedule for
each Maintenance Superv i s o r. The weekly work schedule is reviewed and modified if necessary, and once the Operations and
Maintenance Managers approve the schedule it becomes the plan of action for the following workweek. There f o re, the Maintenance
Manager is expecting the work execution forces to complete the weekly work schedule as it was approved except for true emerg e n c y
interruptions. The Maintenance Manager monitors the compliance to the weekly schedule by reviewing the percentage of manhours
and jobs completed within the target range.
Performance on Completed Jobs
The next important planning and scheduling metric is the performance of the maintenance workforce against the job estimates on
jobs that were completed during the week. Estimates serve three prime functions. First, they help the equipment owner decide if
the job is worth the cost of doing it. Second, and more importantly, they help the Planner/Scheduler in scheduling jobs to properly
align jobs with available manpower. Finally, estimates are used to measure performance. This last part can be like a two edged
sword that cuts both ways, because there are many variables that adversely affect the ultimate outcome of the job.
Failure to meet estimates by the maintenance workforce is just an indication that further analysis is required to uncover the cause
of the problem. Extenuating circumstances can greatly affect maintenance jobs because the extent of repairs cannot be determ i n e d
until the workforce is well into the job. Internal wear and damage is a prime example of this particular case, but the recent use of
Predictive Maintenance techniques helps control this problem. Other reasons for not meeting estimates include the inability of the
Planner/Scheduler to anticipate the job requirements. The scope of the job can change as the job progresses. The workforce may
not work eff e c t i v e l y, and the job takes longer to complete than originally estimated. Small jobs of 4 man-hours or less can play
havoc with performance against estimates, because small time differences make large percentage changes on the performance
chart. This is particularly true if the predominance of work falls in the small-job category.
The trend pattern of the indicators is what the Maintenance Manager monitors on all metric charts, and this is particularly true for
performance against estimate. Figure 4 illustrates the type of chart useful for reporting performance on completed jobs. Initially
the Maintenance Manager should seek a percentage level where all jobs are completed at 100% plus or minus 20 percent. The
range should be reduced to 15% and then 10% as the Maintenance organization and planning/scheduling operations mature .
Performance is judged on a total jobs basis and not on just one or two keys jobs that have management attention.
The metric is calculated as follows:
Figure 4
Total Hours charged to Completed Jobs
Estimate Performance % = ----------------------------------------------------------- X 100%
Total Hours Estimated for Completed Jobs

20
Backlog
Backlog is one of the key metrics that indicates how well the maintenance organization stays on top of its workload level. A backlog
of demand driven jobs gives the Planner/Scheduler the opportunity to properly balance and distribute the workforce to meet all
operational requirements. A backlog that is too high means that the workforce cannot do the work within a reasonable period and
that some important jobs, such as preventive maintenance, are not done. On the other hand, a backlog that is too low means that
the workforce cannot be effectively utilized and the probability of excessive manpower is fairly high. A backlog of 2 to 4 week of
ready to work jobs is a reasonable level to keep the workforce occupied and still meet the equipment demands.
Backlog is derived by dividing the total estimated man-hours on all ready to work jobs by the available man-hours for the week.
The backlog trend is the key factor, and a chart such as shown in Figure 5 will help the Maintenance Manager make personnel
adjustments as necessary. If the backlog has a tendency to peak during short intervals, outside contracting is the best way to
stabilize the backlog trend. The backlog trend also indicates where to schedule preventive maintenance jobs to best take advantage
of dips in the workload level. While Figure 5 only shows total backlog, the Maintenance Manager would find it advantageous to
show backlog by individual crafts or areas of the plant.
The metric is calculated as follows:
Figure 5
Total Estimated Hours Ready to Work
Backlog in Crew Weeks = ------------------------------------------------------
Total Hours Available for Week
A long-term rise in the backlog indicates the need for additional craftspeople; conversely, a long-term drop in the backlog indicates
the possible need to reduce staff. Decisions of this magnitude must take into consideration future expansion or alterations plans
of the facility or production operations.
A second helpful backlog figure is the total crew weeks of work waiting to be executed, including those jobs for which all the
resources are not yet available. This backlog should average between 5 to 6 crew weeks of work.
Emergencies and Overtime
The percent of emergencies and the percent of overtime are key factors in judging the perf o rmance of the maintenance org a n i z a t i o n .
The chart shown in Figure 6 shows these metrics. Overtime should be kept within 5% of all regular hours worked. Emergencies
re p resent an interruption to the weekly work schedule and work efficiency is decreased. There f o re, jobs classified as emerg e n c i e s
should be kept to less than 10% of all work executed by the maintenance organization. Otherwise, the benefits of the planning and
scheduling process cannot be achieved. (It is decidedly unlikely that true emergencies will routinely amount to more than 10% of
all work, otherwise there are reliability issues that need to be addressed).
Figure 6

The metric is calculated as follows:
Total Overtime Hours for Week
Overtime % = ----------------------------------------------------- X 100%
Total Regular Hours Worked for Week
Total Hours Worked on Emergencies
Emergency % = ----------------------------------------------------- X 100%
Total Hours Worked for the Week
E v e ry eff o rt possible is re q u i red by each company employee to anticipate maintenance work re q u i rements as far in advance as
possible if the Maintenance Department is to be efficient and effective. Fewer emergencies means the Maintenance Department
can do more jobs with the same workforce, and everybody reaps the benefits.
Unplanned Work Orders
For the maintenance organization to be effective in the planning and scheduling of work, the work orders need to be planned in a
timely manner. One way to measure this is to determine how many unplanned work orders are greater than one week old. This
metrics gauges how well the Planner/Scheduler is staying on top of the planning workload.
The metric is calculated as follows:
Unplanned Work Orders = Number of Unplanned Work Orders Greater than Seven Days Old
Craft Time Posted to Blanket Work Orders
Many organizations find it convenient, particularly in the early stages of the work order system implementation, to cre a t e
administrative devices to absorb craft time. These devises, collectively re f e rred to here as blanket orders, reduce the administrative
labor required to assign and account for maintenance labor. However, they also proportionally reduce the resolution and thereby
the value of the equipment history data collected by the work order system. Because Metric Calculations, Failure Analysis, and
Engineered Maintenance activities all depend on the equipment history stored in the work order system, it is important that the use
of blanket orders be limited initially and reduced to a minimum over time.
The metric is calculated as follows:
Total Craft Hours Posted to Blanket Orders
Blanket W/O % = ----------------------------------------------------------- X 100%
Total Craft Hours Posed to W/O System
PdM Work Order Execution
The greatest benefit of the various predictive maintenance programs is their ability to indicate impending failures far enough in
advance that the work can be properly planned and scheduled. A key indicator in this regard is the turnover rate of work orders
generated as the result of predictive maintenance finds. This metric looks at several things; the number of PdM generated work
orders per week, the number of PdM generated work orders completed per week, and the total number of PdM work orders still
open for the week. The number of PdM work orders open should trend down or be steady at a fairly low level.
Figure 7
21

22
Proactive Maintenance Metrics
PM and PdM Schedule Compliance
The goal is to determine the portion of PM and PdM work orders that were completed on or before the due date and had labor
c h a rges posted to them. First determine the number of PM and PdM work orders that were completed by the due date. Also a
reasonable amount of labor has to be charged to the completed PM and PdM work order. Reduce the number of PM’s completed
on time by the number completed on time without labor charges. The PM Compliance percentage should be 95% or more, and the
PdM Compliance percentage should be 100%.
The metric are calculated as follows:
# of PM’s completed on time with a reasonable amount of time charged
PM Schedule Compliance = --------------------------------------------------------------------------------------- X 100%
Total number of PM’s due during the period
# of PdM’s completed on time
PdM Schedule Compliance = -------------------------------------------------------- X 100%
Total number of PdM’s due during the period
Proactive to Reactive Ratio
This metric denotes the portion of maintenance work dedicated to preventing or mitigating equipment failures as opposed to work
dedicated to restoring failed equipment to operation. The numerator is the sum of the craft hours consumed by PM and PdM work
plus the craft hours consumed for planned corrective work that originates as a direct result of the PM and PdM activities. The
denominator is craft hours consumed by all other unplanned maintenance work (i.e. breakdowns, emergencies, and call-ins for
maintenance). The world-class maintenance organizations have a ratio of 7:1.
The metric is calculated as follows:
PM & PdM Craft Hours + Planned Corrective Work Hours
Proactive to Reactive Ratio = --------------------------------------------------------------------------------------------
Craft Hours spent on Breakdown, Emergencies, Call-ins, and Other Unplanned Work
Overall Vibration Level
A key indicator of the health of rotating equipment is the overall vibration level of the equipment in the vibration analysis program.
This metric needs to be re p o rted on a monthly basis by the Vibration Analyst in chart form. It should be re p o rted for all the equipment
in the vibration analysis program plant wide, and by individual production units if the plant is broken up into such units. The vibration
analysis software should allow this metric to be easily generated. For world-class organizations the overall vibration level across
the plant is less than 0.09 inch per second in velocity.
Percent of Maintenance Performed by Operators
In the world of Total Productive Maintenance (TPM) the concept is to have operators perform minor adjustments and maintenance
activities. This metric denotes the portion of the total maintenance related man-hours that are re c o rded by operators in the
performance of maintenance related tasks within a given period.
The metric is calculated as follows:
Operator Maintenance Hours
% Operators Maintenance Work = -------------------------------------------------------------------- X 100%
Maintenance Craft Hours + Operator Maintenance Hours
Failure Analysis Percentage
This metric assumes that failures which stop or slow down the production process to some predetermined threshold receive some
type of formal failure analysis. An example of an established threshold would be a policy that calls for failure analysis to be perf o rm e d
whenever there is an equipment issue that stops production for over 30 minutes.
Select an appropriate time period and compare the number of failure analyses perf o rmed during the period with the number of
equipment related process interruptions that exceeded the established threshold during the period.
The metric is calculated as follows for the given period:
# of Failure Analyses Performed
Failure Analysis % = -------------------------------------------------------------------------------------- X 100%
# of Equipment Related Process Interruptions that exceeded the threshold

Maintenance Rework Percentage
The Maintenance Rework percentage is an indicator of the quality of the maintenance work perf o rmed It calculates the perc e n t a g e
of hours spent on jobs that were not performed right the first time. Most work order systems have some method of flagging work
orders as rework. The Maintenance Rework percentage is calculate as follows:
Sum of the Maintenance Hours Spent in Rework
Rework % = ------------------------------------------------------------------ X 100%
Sum of Maintenance Hours Paid
Note that the denominator requires hours paid, this is to exclude errors stemming from incomplete time posting to the work order
system. If the work order system captures near 100% of the time paid then time posted in the work order system may be used
instead of time paid.
Engineered Maintenance Percentage
The Engineered Maintenance percentage denotes that portion of the equipment for which the PM program has under gone some
type of formal analysis such as Reliability Centered Maintenance (RCM), Failure Modes and Effects Analysis (FMEA), or Failure
Cause Analysis (FCA). While most plants have some form of a PM program, plants with a reactive culture typically have PM’s that
originated as a reaction to a failure event and were instituted without the benefit of an overall maintenance strategy. The result is
a PM program that risks over-maintenance and may not be as effective in preventing or mitigating failure as generally believed.
C o n v e r s e l y, lean organizations tend to have Engineered PM and PdM programs, which tailor the level of service to the demand
exerted from the equipment. The Engineered Maintenance percentage is calculated as follows:
Count of Equipment* for Which Engineered PM &
PdM Programs Have Been Developed
Engineered Maintenance % = ------------------------------------------------------------ X 100
Total Equipment Count*
*Note: It is likely that not every entry in the master equipment list should count as a piece of equipment. For example, a pump
assembly may be listed as not only the pump assembly but may also have a listing for the motor, pump pro p e r, and possibly a gearbox.
For this reason care must be exercised in determining the equipment count for both the numerator and the denominator. For the
purpose of this calculation, a piece of equipment is defined as an equipment group that perf o rms a specific function in the pro d u c t i o n
process, i.e. a pump includes the motor, gearbox, and motor starter, etc.
Financial Metrics
Ratio of Total Maintenance Budget to Asset Replacement Value (MB/ARV)
Typically the maintenance budget is readily available, however, the Asset Replacement Value (ARV) will likely have to be estimated.
There are two methods for estimating the ARV.
1. The insurance carrier may have already estimated the replacement value of the assets as part of providing insurance
coverage. If this is the case then the insured value of the facility may suffice as the ARV.
Annual Maintenance Budget
MB:ARV = ---------------------------------------
Insured Replacement Value
2. If an insurance value is not available or found not to be relevant, then the ARV may be approximated by taking the annual total
sales of the facility and dividing by the firm’s stated Return on Assets (ROA), which is typically around 15%. Algebraically
these relationships simplify to the equation shown below.
Annual Maintenance Budget
MB:ARV = ---------------------------------------
Annual Sales ÷ Stated ROA
Maintenance Stock Inventory Turns
This is the average number of times that maintenance parts, spares, and consumables are replaced in inventory within the span of
a year.
The metric is calculated as follows:
Total Inventory Issues (in dollars) During the Year
Inventory Turns = -------------------------------------------------------------------
Total Inventory Value (in dollars) at End of Year
For world-class maintenance organizations the inventory turn over rate is three times per year or more.
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Vendor Stocked Maintenance Inventory Percentage
This metric denotes the portion of the total maintenance inventory (i.e. parts, spares, consumables) that are stocked and managed
by vendors such that it does not become part of the company’s inventory system. These are generally small parts that are stocked
on site by the vendor. Items that are not kept on site may be counted in the numerator, providing that they are not held in the vendor’s
inventory specifically to address a potential demand by the company, such as critical spares.
The metric is calculated as follows:
Number of Maintenance Items Stocked and Managed by Vendors
Vendor Stock % = ---------------------------------------------------------------------------- X 100%
Total Number of Maintenance Items Inventoried
Out of Stock Percentage
One thing that slows down the maintenance scheduling process is stock outages when the job needs to be scheduled. This metrics
highlights the percent of time material is out-of-stock when it is requested by the Maintenance Planner/Scheduler or Maintenance
Craftspeople during emergency jobs.
The metric is calculated as follows:
Number of line items for which material was not in stock
Out-of Stock % = --------------------------------------------------------------------- X 100%
Total line items requisitioned for the period
Percent of Maintenance Inventory Showing No Movement in 12 Months
Once a year the Stores Department should published a list of all maintenance stock items that showed no movements for the last
12 months. This list must be reviewed by the Maintenance Department to determine if the non-movement items can be eliminated
from stock. Under no circumstance should the Store Department unilaterally eliminate a non-active stock item. Many times there
are highly critical stock items that don’t move annually. These items must be keep in stock to support the on going operations of
the plant, but consideration might be made to having these items vendor stocked at the vendors warehouse.
The metric is calculated as follows:
Number of maintenance line items showing no movement in 12 months
Non-Active Stock % = ------------------------------------------------------------------------------------- X 100%
Total Maintenance line items
Maintenance Costs as Percent of Production
This metric should be reviewed on an annual basis with a downward trend as the desired direction of the indicator. It indicates
what percent of the production cost is contributable by the Maintenance Department. It can be positively influenced by Maintenance
in two ways. First and foremost, the reliability of the production equipment is improved to allow greater production. Second, the
cost of maintenance services can be reduced to lower the percentage the Maintenance Department contributes to cost of pro d u c t i o n .
The metric is calculated as follows:
Maintenance Costs as
Total Cost of the Maintenance Department for the Year
% of Production Costs = ---------------------------------------------------------------- X 100%
Total Cost of Production including Maintenance
Maintenance Cost per Unit Produced
This metric should be reviewed on an annual basis with a downward trend as the desired direction of the indicator. It is similar to
the Maintenance Costs as a Percent of Production, and indicates the maintenance cost per unit of product produced during the
year. Like the metric above, it can be positively influenced by Maintenance in two ways. First and foremost, the reliability of the
production equipment is improved to allow greater production. Second, the cost of maintenance services can be reduced to lower
the cost of maintenance per unit produced.
The metric is calculated as follows:
Maintenance
Total Cost of the Maintenance Department for the Year
Cost per Unit Produced = ------------------------------------------------------------------
Total Units of Production Produced

Production Process Metrics
Availability Percentage
The equipment availability metric is expressed as percent of the total calendar time the equipment is available for pro d u c t i o n
operations. To calculate availability, subtract from the calendar time the time lost during planned shutdown (for planned maintenance
and production adjustments) and the time lost in unplanned stoppages (equipment and process failures). Then, divide the result by
the calendar time as shown in the formula below.
The metric is calculated as follows:
Calendar Time for the Period -
Planned and Unplanned Shutdown Time for the Period
Availability % = ------------------------------------------------------------------ X 100%
Calendar Time for the Period
Availability should be calculated at the individual process level. If an overall availability is needed, then availabilities from each of
the process areas may be averaged together to obtain an overall value. Availability as it is represented here does not account for
variances in the operating speed of the production process. Adjustments for processing speeds that are below the design speed
are accounted for in the Performance Rate Metric, which is discussed below.
Utilization Percentage
The equipment utilization metric is expressed as percent of the total available time the equipment is utilized for production operations.
To calculate utilization, subtract from available time the time the equipment is not being utilized to produce product. Then, divide
the result by the available time as shown in the formula below.
The metric is calculated as follows:
Available Time - Non-utilized Time for the Period
Utilization % = ----------------------------------------------------------- X 100%
Available Time for the Period
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25
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Performance Rate Percentage
P e rf o rmance Rate is an expression of the actual production rate as a percentage of the plant’s design capacity (speed). The actual
production rate is expressed as an average and is calculated by dividing the actual production by the operating time. Both design
capacity and actual production rate are expressed in units produced (U) per unit time (t).
The metric is calculated as follows:
Average Actual Production Rate (U/t)
Performance Rate % = ---------------------------------------------- X 100%
Design Capacity (U/t)
Where:
Actual Production (U)
Average Actual Production Rate = ----------------------------
Operating Time (t )
Quality Rate Percentage
The Quality Rate percentage expresses the amount of acceptable product as a percentage of total products produced. Some
industries refer to this at the "first pass yield" or "first right intent", and it refers to the amount of product that can be shipped without
further processing.
The metric is calculated as follows:
Total Units Produced - (Units Downgraded + Units Scraped + Units Reprocessed)
Quality Rate % = ------------------------------------------------------------------------------------------------ X 100%
Total Production Units
Overall Equipment Effectiveness
The Overall Equipment Effectiveness (OEE) is the product of Availability percentage, Utilization percentage, Perf o rmance Rate
p e rcentage, and the Quality Rate percentage. The resulting value is the percentage rate at which the plant’s potential is being
utilized. It is a comprehensive indicator of the plant’s condition that takes into account operating time, operating utilization, operating
speed, and product quality. In effect, OEE measures the effectiveness with which the plant is being used to add value to the company.
The metric is calculated as follows:
OEE = Availability % X Utilization % X Performance Rate % X Quality Rate %
Metrics Score Card
Every maintenance organization is in one of four stages of development (see Table 1). The stage of the maintenance organization
is determined by were it ranks in the maintenance metrics as summarized in Table 1. Circle the answers that best match the
company’s status on the metric listed.
These are just a few of the yardsticks Day & Zimmermann has found useful in appraising the maintenance operation. Each
Maintenance Manger could come up with many more metrics that are appropriate to the local situation. The most import a n t
requirement is that the basic information is accurate and reliable.
Cost reporting through the use of a well functioning computerized maintenance management system supplies the information that
is re q u i red to make these comparisons. Maintenance must make every eff o rt to charge costs as accurately and finitely as possible.
If Maintenance is to be a dynamic force in the plant organization it must be able to show improvement. Improvement is accomplished
t h rough control and control is exercised as the result of measurement. If you can measure maintenance you can impro v e
maintenance. Strive to improve maintenance using the managerial technique of performance metrics.
References:
Peter C Chalich, “Stage Metric Data Gathering Guidelines”, Day & Zimmermann International Inc., September 2002.
Raymond P. McFarland, “Managing Maintenance With Planning and Scheduling”, Management Handbook for Plant Engineers,
Bernard T. Lewis, Editor, McGraw-Hill Book Company 1977.
Raymond P. McFarland, “Maintenance Cost Analysis for Performance Improvement”, AIPE Plant Engineering and Western
Maintenance Conference, San Francisco, November 1970.
Raymond P. McFarland, “Cost Accounting and Budgeting for Maintenance”, National Plant Engineering and Maintenance
Conference, Chicago, IL, April 1970.
Raymond P. McFarland, “Maintenance Cost Analysis for Cost Reduction”, National Plant Engineering and Maintenance
Conference, Cleveland, OH, March 1971.
The Author:
Ray Mcfarland is a Principal Adviser with the global mining giant Rio Tinto. The concepts presented in this paper were developed
while working for Day and Zimmermann International, Inc.

Table 1
Planning & Scheduling Metrics
Stage 1 Stage 2 Stage 3 Stage 4
Reactive Transitional Proactive Lean
Unreported Man-hours 21% - 30% 6% - 20% 1% - 5% 7 days old 1 - 3 > 7 days old 0 > 7 days old
Craft Time Posted To Blanket Work Orders 26% - 30% 16 - 25% 10 - 15%

28
T
Reliability Solutions, Inc., (USA)
www.reliabilitysolutionsinc.com
he intent of this article is to demonstrate how a scheduling process can provide a way to facilitate discipline in a
manufacturing environment and how it can be implemented. Meeting commitments is a requirement. The higher achievement is to
do it when (with a correct duration) it was planned. Doing it when you planned allows every supporting resource to align their time,
and allows production planning to understand how much downtime is required. The expense of resources can only be minimized
when coordination is achieved, and coordination is either luck, or the result of effective scheduling. Scheduling is the medium by
which this challenge can be achieved. This is the skill that leadership must expect to compete in today’s manufacturing processes.
The Systemic Challenge
Making it Happen
The challenge to make effective scheduling a norm in any organization is basically two fold, overcoming the cultural barriers and
removing the technical barriers. The cultural barrier is much the same as the hurdle to be overcome in developing effective and
detailed planning packages. Just as craftsmen balked “Why would you need my skills if you have the steps detailed in print?” and
f o rcing discipline in reliability methodology, the same type questions will arise during scheduling implementation. The classic barr i e r
is “It will happen when it happens, no matter what the computer says”. The concerns are legitimate but there exist compelling
reasons to do effective scheduling. Flexibility is an important value to the maintenance mindset, and laying out a detailed schedule
is a definitive threat to that flexibility. Flexibility is important given changing conditions, but we must remember that flexibility cuts
many ways given interdependencies. If there are work orders that are not time sensitive, or re s o u rce dependent extern a l l y
(production or maintenance), an argument can be made that linking these jobs sequentially may not be a requirement. But making
exceptions to the scheduling discipline is a risky venture when you are trying to change a culture. The organizations ability to change
drives the change methodology; some organizations require an all or nothing approach to scheduling, while adaptive organizations
can keep focus on the long term goal by phasing in the approach. Some times it is easy to hold on to old ways if they are allowed
to co-exist.
The technical challenge is somewhat more straightforward, but still difficult. The scheduling tool is what will sell the value in the
end. The barrier to overcome is effectively teaching the tool so that the difficulties of coordination and resourcing hundreds and
even thousands of tasks needed to coordinate an outage can be accomplished. As with any education process, the people must
have a leadership champion for support, be effectively taught the tool, be expected to learn and utilize the tool, and results measure d
by leadership. Everyone in the organization, regardless of level, must see the benefit in dollars through reduced effort to achieve
better results. The tools are becoming more user friendly with the evolution of the software. Software vendors and educators
understand the value of end user practicality over technical software wizardry. Making the software work at the base level is key.
Goals
Scheduling
More Profit
As with any undertaking, there has to be a benefit to drive the change. These drivers must be clearly understood and communicated
to the organization, and most importantly must be perf o rmance metrics that are widely communicated. As stated above, the re a s o n
to schedule is to demonstrate “control” of the process of outage management, but that in itself is not a money maker. The money
maker is very clearly the desire to do such a good job of scheduling that outage durations are reduced (provide more profit generating
p roduction time) and maximizing re s o u rce effectiveness by coordinating the myriad of re s o u rces in a way there is no standing
a round time, and reducing idle labor costs. Everyone; Production, Contractors, Store room, Purchasing, and Facility Craftsmen must
be involved to make this work.
The ability to use a good scheduling tool provides two benefits, the actual schedule, and the documentation of what the gro w t h
o p p o rtunities are over time. It is nearly impossible to implement full success at one fell swoop. The goals should reflect understanding,
then application, then learnings, then improvement. At the end of this paper, a suggested implementation plan will be discussed,
after a review of the tool.

The Tool
Starting with the Correct Balance of Power and Ease of Use
The power of the MS Project tool lies in the power of user friendliness, for the tool must be understandable to everyone. Effective
communication when hundreds of concurrent tasks are occurring is a key to success. Changes to the plan have to be seamlessly
added in a way that is evident and not destructive to clear understanding. The commonality of some of the basic elements of MS
P roject with its companion Microsoft applications (Excel, Access, Wo rd, PowerPoint, etc.) saves trying to learn some of the keystro k e
basics. The schedules may be complicated, but making the use of the tool complicated doubles the diff i c u l t y. The re p o rting and
graphics are simple to invoke and descriptive in their information. The data transfer capability allows portability into other mediums
v e ry simply. The best way to implement a complicated process is to use simple tools that are easy to learn and effective to
communicate. There are many other scheduling tools available, but this tool can easily achieve 80% of the value with 20% of other
scheduling tool’s effort. The major tasks to be accomplished include:
1. Scheduling Tasks in a Effective Sequence given limited resources
2. Providing a Methodology for dealing with Changes
3. Communicating Effectively to All Stakeholders
Scheduling Tasks
Scheduling effectiveness is critical when many people are involved, and schedules are of limited value without every o n e ’s
participation. It is important that maintenance and operations work together to create a schedule that works. Many organizations
still leave the scheduling process to only the maintenance function. Shutdown and start-up activities are key to implementing a
schedule. Having details on the operational activities will help to alleviate confusion between Operations and Maintenance during
periods where overlapping work happens. Maintenance and operations can develop effective hand off points like lock out / tag out
operational tasks being used for milestones to begin maintenance work. This way the outage becomes a team eff o rt with interlinking
tasks and dependencies. Some of the resources that you use may be people and some may be equipment. For instance, if you are
working in an area that uses a mobile crane for many of the jobs, the crane may become a resource in your schedule. You can link
jobs together and effectively utilize the crane to be able to get the most work done possible in the outage window, especially when
there are resources that are shared amongst operations, contractors, and maintenance. The ability to communicate to the entire
o rganization exactly when the crane will be used, by whom, and for how long will alleviate any unnecessary confusion and there f o re
facilitate the teamwork needed for effective task execution. The following schedule is an example of just such a scenario. The
mobile crane is identified as a resource, and as the outage critical path (shown as red tasks) demonstrates, the crane is a shared
resource and determines the length of the outage.
With this tool, one way to shorten the outage and increase production time is to add another crane resource, obviously a tradeoff
in cost versus downtime.
For good scheduling to be effective, obviously a good deal of thought and effort has to go into the sequencing and coordinating of
these tasks. This is where the MS Project tool can be used to document and perf o rm “what if” analysis on diff e rent scenarios
presented by the team members in putting together the project. It has been said that 90% of the benefit of developing a schedule
actually lies in the planning process. To coin the intent in a simple phrase, “plan your work and work your plan.” It is a valuable
e x e rcise to think about which job has to be completed before another one is started and to do that with hundreds of tasks all ru n n i n g
c o n c u rrently with many teams executing these tasks is an exercise in discipline and execution. These are the skills that the modern
manufacturing environment must demand of the people who work there.
Another key manufacturing metric is asset downtime. Proactively determining the necessary length of an outage in plenty of time
to finalize a scheduling backbone is important to the success of any scheduling process. We all want downtime to be minimized.
One of the first things that happens is that the organization grasps onto the governing job. The governing job typically is a capital
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project or some major maintenance undertaking that most people associate with outage length. The truth is until going through the
p rocess of linking all of the tasks (production and maintenance) the length of the outage, or outage critical path can not be
determined. Sequencing the work and minimizing the overall duration of all of these linked tasks in the planning process is where
t h e re is money to be made. The schedule above shows that the critical path (or true length of the outage) is passed off fro m
P roduction, to the Contractor, to the Mill Maintenance Cre w, back to the Contractor, and ends up in the hands of the Pro d u c t i o n
team. Every hour each team has the ball is an hour away from profit making, and each step being detailed allows for scrutiny and
improvement opportunities that can reduce the time needed to perform the outage.
Tracking and Communicating Progress
The obvious first step to improvement is to set a baseline of performance. This baseline serves as both a visualization of success,
it also serves as the foundation of being able to deal with changes in the process. Once the work has been scheduled with linked
tasks, a critical path identified, etc. It is time to set a baseline. A baseline is basically a snapshot of your schedule that you take
prior to the start of the outage or execution of the schedule that you put together. Once a baseline is set, statusing can begin on
the progress of the work that was planned. Once you have set the baseline, MS Project will show you a Gantt Chart view of what
your baseline was vs. what the actuals are according to what has been statused. This effort brings two benefits, it provides how
tasks are faring against the original plan (measuring productivity or planning effectiveness) and secondly will allow rescheduling
to comprehensively reschedule all tasks that are affected with schedule changes with one keystroke.
As the picture above demonstrates, as the tasks are statused, a clearer picture is emerging as to what the opportunity to shorten
the outage may be. Given the statusing above, the projected startup can be moved up by 7 hours because Task 4 was done 4 hours
early and Task 8 was done one hour early and Task 13 was 2 hours early. It is possible to keep this calculation in your head, but
typically impossible to communicate effectively. This tool will allow everyone to understand how it happened and how they need
to adjust to take advantage of the opportunity. It is necessary to give start dates and times, accurate duration hours and any hours
remaining to complete the work. Statusing an outage can be a very valuable tool to help the organization understand progress and
opportunity but many organizations decide not to dedicate the effort to accurately status work progress given all the activity that
is going on. Confusion seems to lie in whether to status jobs by percentages or durations. Example is that you could have a job of
changing out 1,000 tubes in a section of a boiler. If 80% of the tubes are installed, 80% of the duration is not necessarily complete
if the easy ones are done first. When statusing jobs you want to status the “duration” not necessarily the work or effort. Statusing
jobs by percentage can lead to false results as to exactly where you are in your project. For this reason developing a reliable method
of effectively statusing, even though difficult, will reap benefits in the ability to make good business decisions based on changing
conditions. Once the outage is over and all the planned vs. actuals are re c o rded the process of continuous improvement has begun
by looking at opportunities to shrink those variances in the next planning cycle.
Communication
The third and in some ways the most profitable is the ability to communicate statusing and opportunity in a way that the org a n i z a t i o n
can respond quickly to any changes that may arise. The reporting function should be clean and concise. The reports that give the
best advantage are:
1. The Daily Schedules - MS Project can set up daily schedules by any grouping and typically two day look-aheads are included
in this work list. These daily schedules are also used to do statusing to document daily progress against the plan.
2. The Daily Overview - The Overview will provide outage performance statistics such as productivity and projected finish times
for the outage.
3. The Slipping Tasks Report - As a rule with so much going on, it is prudent to just display tasks that are later than planned and
in danger of effecting the outage duration.
There are a myriad of reports that are easily available to the scheduler to provide specific details around resources, critical path
analysis, and what-if scenarios, but it is important to not overwhelm the organization. Probably the best re p resentation of the
scheduling process is the actual statused Gantt Chart posted on the conference room wall.

Bridging the Gap between CMMS and MS Project
Most organizations already are facing the challenges of implementing and using a computer maintenance management system
(CMMS), so adding another piece of software to do scheduling seems to be redundant. The concept of scheduling is so intricate
with the many processes that must be coordinated that introducing a complicated software tool only compounds the problem. Using
a tool like MS Project provides the user friendliness that allows the software to not get in the way of the scheduling. The good news
is there are vendors that have accomplished seamless ways of transferring the data both from the CMMS to MS Project in a way
that both systems have the information they need to provide value to the user without doubling up on the work. CMMS’s are typically
t a i l o red toward cost management and pro c u rement. MS Project excels in scheduling. Both are important to managing the business.
Implementing MS Project
The best way to use any new tool is to start in small chunks and work up to larger projects. The same is true with MS Pro j e c t .
Because MS Project has so much capability, the easiest way to get your arms wrapped around the program is to practice what you
learn on a small scale. Once you have invested in a two day education session that provides exposure and a guidebook to all of the
MS Project tools, a great way would be to start with a one day project. Link jobs, add resources, and schedule work for one day.
Once you get the hang of how to plan and schedule for one day, you can use the tool to plan for a weekly schedule. The one thing
to keep in mind when working on schedules is that once you master the process of how the software works, increasing the amount
of tasks that you schedule does not matter. Another strategy that you can attempt for practice is to start by inputting the tasks and
just use MS Project for a task list. Don’t link jobs together. Schedule the work on the day that you want and leave the resources off
the tasks. Then when you have practiced, add things onto the process like start job links, resources, putting constraints on tasks,
etc. until you are comfortable with how the software works. Once the confidence level in the quality and completeness of the
schedule is in place the final step in learning the scheduling tool is to implement the tracking process. Tracking and incomplete or
poorly planned schedule may have little value in the learning process. It is best to master the planning process before implementing
the scorecard.
It is important to teach the organization how to use the MS Project tool to not only save costs that occur when hiring an outside
re s o u rce but also to educate people as to what it takes to put together an effective schedule. To give people the tools to better
schedule the work that they planned will help in educating or teaching people the discipline it takes to put a good plan together.
You will have the ability to keep the downtime to a minimum because you will be able to lay out the work, evaluate the necessity of
the scope of work, and look for areas where you can decrease either the time or resources who will do the work. For people in the
organization to have the ability to use MS Project will benefit greatly because the organization will be able to use it for a long and
short outages and even for weekly forecasting of maintenance work. Better yet, with the tool in place and properly scheduled the
documentation in place will effectively communicate the plan to everyone in the organization so they can all participate in the
execution of the plan. Reduced downtime and reduced resource cost all add profit to the bottom line.
Contact: John Hoke or Lorri Craig - www.reliabilitysolutions.com
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Survey 2005
Special Maintenance Applications Software
Special Maintenance
Applications Software -
S u rvey 2005
This survey was conducted by Len Bradshaw, Editor, Maintenance Journal. The data given in this DATE
DATE 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.
Asset Life Management System (ALMS)
ALMS is a strategic asset planning system that models equipment life to
produce future maintenance budgets and work programs.
Company Information:
Name: Asset Future
Address: PO Box 1516 Toombul, QLD, 4011
Contact Name: Larry Woodland
Phone: (07) 3268 3336
Email: larryw@assetfuture.com
Web: www.assetfuture.com
Software Details:
The ALMS is a set of planning tools producing long term budgets, asset risk &
condition analysis, CMMS work programs and ‘what if scenarios’. It consists of:
ALMS Desktop (DTM) supporting condition assessment and data collection.
ALMS Enterprise an Oracle web based planning system applying Oracle E-
Business technologies. (Does not require any additional hardware or software
to operate the system.)
ALMS Information Explorer for analysis and reporting using a powerful ‘drilldown’capability
and report wizards.
ALMS access is licensed or plans can be produced using your expert
knowledge. 25 year plans (< 50 items) start at $250.
Asset Performance Tools (Aptools)
Determine an assets whole of life criteria combined with its optimal operational
reliability risk, cost & replacement value.
Company Information:
Name: Apt Group
Address: Suite 22, 450 Elizabeth Street, Surry Hills NSW 2010
Contact: Geoff Soper or Ian Jones
Phone: 02 93180656
Fax: 02 93180776
Email: info@aptgroup.com.au
Web: www.aptgroup.com.au
Software Details - Functionality:
Psychical Asset Management requires a process of workflow; data capture
and analysis to enable strategic/best practice Asset Management decisions.
Using Aptools to assist this process will enable engineers to determine To t a l
Business Impact based upon fact
Determine Life Cycle costing; calculate true optimum equipment life based
on total business impact expenditures, performance & risk exposure.
• Evaluate the correct time to replace or upgrade an ageing asset.
• Calculate the business impact of Not replacing at the optimal time.
Optimise Shuts & Inspection Schedules; select the right equipment, correct
work scope for inspection & maintenance tasks.
• Determine optimal intervals, combine tasks & staffing.
• Investigate alternative work schedules, working practices, & risk exposure.
Maintain Optimal Maintenance levels; determine best preventive intervals
or replacement benefits, risk of alternative maintenance strategies.
• Ensure OH&S compliance, customer impression & other intangibles.
• Reliability modeling determines failure modes & risk pattern consequences.
Risk Based Inspection; calculate the best inspection monitoring intervals,
and quantify economics of inspection methods.
• Which monitoring method is most cost effective.
• Determine the best frequency for testing standards based equipment
or systems.
Manage Projects & Proposals; determine the worst & best case; evaluate
the worth of projects against resources & constraints.
• Evaluate & demonstrate project viability.
• Discover what data is worth collecting & for what reason.
Optimise Spares & Stock; determine correct levels, costs, & risk exposure.
• Reveal impact of over or understocking, central versus distributed options.
• Unavailability consequences, criticality coding, escalation stages.
ARMS Reliability Engineers
Company Information:
Name: ARMS Reliability Engineers
Address: Melbourne / Brisbane / Perth / Florida / Vancouver
Contact: Darren Gloster
Phone: +61 3 5255 5357
Fax: +61 3 5255 5778
Email: arms@reliability.com.au
Web: www.reliability.com.au
ARMS AvSim+
AvSim+ is a powerful availability and capacity modeling software that lets you make
better decisions about plant design, maintenance strategies, and spares placement.
Software Details - Functionality:
AvSim+ is a powerful availability and capacity modeling software that lets
you make better decisions about plant design, maintenance strategies, and
spares placement.
With AvSim+ you can build Reliability Block Diagrams and populate them

with information about failure mechanisms, maintenance costs, and
operational impact. The powerful Monte Carlo simulation package then lets
you make forward looking projections about plant capacity, maintenance
costs, spares usage, resource usage, operational losses, safety, environmental,
and operational risk.
Avsim + is an availability, reliability, maintainability simulator which allows
the user to represent system failure logic using Reliability Block Diagrams
to model complex systems. At each block the engineer can enter the capacity
and the parameters representing the reliability, corrective maintenance
actions, sparing needs, resource needs and any planned maintenance or
inspection activities. Using a Monte Carlo simulation engine, the plant can
be simulated over a specified lifetime, allowing the engineer to make
comparisons between overall plant capacity, unavailability levels, and the
associated costs.
AvSim+ provides significant business benefit by:
• Projecting the business impact of design decisions far into the future.
• Optimizing spare parts holdings to minimize investment in spares
while maximizing facility performance.
• Projecting manning requirements into the future.
• Helping drive the maintenance budgeting process for New and
Existing facilities.
To learn more about how AvSim+ can help your business visit
www.reliability.com.au
Full working demonstration versions and online demonstrations can be
arranged through our website.
ARMS FaultTree+
FaultTree+ is the world’s most popular fault tree software package incorporating
fault tree analysis, event tree analysis and markov analysis.
Software Details - Functionality:
Isograph RAMS software suite has built its reputation on the efficiency,
a c c u r a c y, stability and ruggedness of its Fa u l t Tree+ product. This is why
there are thousands of Fa u l t Tree+ installations world-wide that are currently
being used on major projects in industries as varied as aerospace, defence,
automotive, nuclear, rail, chemical process plant, oil & gas and medical
amongst many others.
FaultTree+ can efficiently solve fault trees of the order of 20,000 gates and
20,000 basic events, using world class analytical methods. It is the most
advanced, and flexible FaultTree application available on the market.
The fault tree method involves the creation of a fault tree diagram composed
of gates and basic events that represents the logical description of a system
failure, known as the TOP event, in terms of the failure of the components
that comprise the system. After creating the diagram the user assigns failure
characteristics of the system components. On completion of the model the
system analysis is performed. To do this the Fa u l t Tree+ software first
determines the minimum combinations of component failures that will cause
a system failure, these are known as the minimal cut sets. Finally Fa u l t Tr e e +
calculates the quantitative parameters such as system unavailability and
failure frequency.
Fa u l t Tree+ includes an event tree analysis option. The event tree model may
be created independently of the fault tree model or may use fault tree
analysis gate results as the source of event tree probabilities. Fa u l t Tree+ also
allows the user to construct Markov models for use as the source of basic
event data. The Markov models may also be analysed independently of the
fault tree analysis.
To learn more about how Fa u l t Tree+ can help your business visit
www.reliability.com.au
Full working demonstration versions and online demonstrations can be
arranged through our website.
ARMS FRACAS
Collect, record and analyze system failures across multiple sites, using The
Failure Reporting Analysis and Corrective Action System (FRACAS).
Software Details - Functionality:
Survey 2005
Special Maintenance Applications Software
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Survey 2005
Special Maintenance Applications Software
A major problem facing organizations today is there ability to record, analyze
and control a variety of similar failures at various sites. The Failure Reporting
Analysis and Corrective Action System (FRACAS) is the latest installment
from English based software leader Isograph.
Isograph have developed the FRACAS+ tool to compliment its current
r e l i a b i l i t y, availability and maintainability analysis software suite. The
recording of equipment or system failure is broken down by site and functional
location in a hierarchical structure that can be easily understood. Beneath
this, the hierarchical tree can be constructed to any level of complexity.
Failure and repair reports are assigned to a particular piece of equipment
with its movements to other locations recorded. Corrective Actions and
Failure modes, along with personnel data details can then be assigned to
each specific part of the failure report.
The advantage of FRACAS over other systems is that as field failure and
other maintenance data is entered in to the FRACAS system the data is
automatically analyzed. The analyzed FRACAS data may then be used to
optimize planned maintenance schedules, inspections and design changes
using Isograph’s powerful availability simulation, reliability centered
maintenance and Weibull software.
To learn more about how FRACAS can help your business visit
www.reliability.com.au
Full working demonstration versions and online demonstrations can be
arranged through our website.
ARMS Hazard and Operability Study (Hazop)
One of the commonly used techniques in the preliminary phase of a safety
study is a hazard and operability study. Hazop+ provides a familiar visual
environment in which to design and use the study and action forms that are the
basis for entering Hazop information.
Software Details - Functionality:
Hazop+ is an interface that allows the user to customize the HAZOP study,
and enter and store study information in a clean and conveinient way.
When using HAZOP+ all information is stored in an Access compatible
database from where it can be filtered, sorted and displayed. Hazop+ speeds
up the process of recording and managing the potentially large amounts of
information. Hazop+ also offers a powerful report generator for the creation
and printing of professional quality reports.
When you have set up the Hazop study, you can use Hazop+ in the study
itself. Usually one of the members of the study, will take charge of recording
the Hazop information in the Hazop+ forms. The easy to use input facilities
will increase this members productivity and speed up the overall study.
To learn more about how Hazop+ can help your business visit
www.reliability.com.au
Full working demonstration versions and online demonstrations can be
arranged through our website
ARMS IsoLib Parts Libraries
The IsoLib Parts Libraries contain many thousands of modern electronic and
non-electronic parts and provide a comprehensive source of failure data for
users of Isograph’s reliability products.
Software Details - Functionality:
The IsoLib Parts Libraries contain many thousands of modern electronic
and non-electronic parts and provide a comprehensive source of failure data
for users of Isograph’s reliability products. The libraries have been
constructed by electronic and reliability engineers from manufacturers’
datasheets and other sources, or taken directly from existing public sources.
IsoLib's ever-growing Electronic Parts Library currently contains many
thousands of parts and can be imported directly into other Isograph analysis
tools to produce system failure data quickly.
IsoLib also contains two existing non-electronic libraries: the NPRD-95
library for mechanical component failure data and the IAEA-TECDOC-508
library for component reliability data. Again, the data can be swiftly imported
into other Isograph tools.
The libraries are regularly upgraded with new parts. New library versions
are made available to users with a library maintenance contract at regular
intervals. Users with a library maintenance contract may also request
Isograph to add specific parts to the library if the part is not currently defined.
A limited number of requested parts are added per annum to the libraries
at no extra charge.
To find out more about the Isolib Parts Libraries contact ARMS Reliability
Engineers on +61 3 5255 5357 or visit www.reliability.com.au
ARMS IsoLib Project Management
The IsoLib Project Management program is a powerful tool that can be used to
manage all the project files associated with Isograph software.
Software Details - Functionality:
The IsoLib Project Management program is a powerful tool that can be used
to manage all the project files associated with Isograph software. It provides
full project control and historical tracking to those using the software in a
corporate or enterprise situation.
The product maintains the project files from all Isograph products and stores
them in a SQL Server database. The IsoLib Project Management program
controls access to these projects, using a checkin/checkout methodology,
preventing multiple users from working on an individual project at the same
time. An audit log is maintained so that details of who created, modified and
deleted a project can be determined. Users can then follow this audit trail
for each project.
The use of the SQL Server database format means that not only can the
product easily sort and filter many project files, but all file handling is done
very quickly. All the projects are compressed to minimise storage space,
without sacrificing handling speed. The SQL format allows access over a
local area network as well as across an Internet connection.
To find out more about the Isolib Project Management application contact
ARMS Reliability Engineers on +61 3 5255 5357 or visit
www.reliability.com.au
ARMS LccWare
LccWare gives you the power to create and develop a life cycle cost model in a
user friendly visual environment and provides you with professional quality
reports for analysis and budget predictions.
Software Details - Functionality:
Life cycle costing is a methodology for calculating the whole cost of a system
from inception to disposal. The system will vary from industry to industry
and could for instance be a building, a ship, a weapon system or a power
station. Whatever the system, the life cycle costing technique will be the
same, the major items of cost will be defined through its life. These items
could include research and development, construction, operation and
maintenance and disposal. LccWare makes the calculations of these costs
easy and comprehensive, and is the perfect decision making tool for
managers, engineers and anyone involved in the decision making of assessing
equipment life or analyzing alternatives.
By using the LCC method to compare product alternatives, the true lifetime
costs of each alternative are compared and the most cost-effective alternative
can be chosen.
To learn more about how LccWare can help your business visit
www.reliability.com.au
Full working demonstration versions and online demonstrations can be
arranged through our website.
ARMS Network Availability Prediction
The latest addition to the Isograph RAMS Suite, the Network Availability
Program (NAP) enables users to predict the availability and reliability of
communication networks.
Software Details - Functionality:
The Network Availability Program (NAP) enables users to predict the
availability and reliability of communication networks. The NAP network
availability model utilises an extended Reliability Block Diagram (RBD)
methodology that addresses the specific characteristics of network elements
and their connections. In addition to predicting network availability, NAP
also provides criticality rankings that identify weak spots in the network.
NAP provides many time-saving features to allow users to quickly construct
the network diagram. These include a parts library facility that allows users
to import their parts data in convenient groupings, a network element library
facility that allows users to construct common network element diagrams
and a fully interactive network diagram construction facility.
Complex or simple networks may be modelled using NAP. One of the
important features of NAP is that it allows the modelling of data flow in
different directions along the same network path. This means that users
need not be specific about the direction of data flow in selected parts of the
network. NAP will then automatically determine the allowable paths
between a source and target, and hence determine the minimal cut sets that

determine the availability of the network.
To learn more about how NAP can help your business visit
www.reliability.com.au
Full working demonstration versions and online demonstrations can be
arranged through our website.
ARMS RCMCost
Reduce maintenance costs, increase operational performance and meet risk,
safety and environmental goals using the powerful decision making tool,
RCMCost.
Software Details - Functionality:
Many of the worlds leading companies are using Reliability Centered
Maintenance Strategies as a means to decrease maintenance costs, increase
operational performance, reduce risk and meet safety and environmental
goals. Across the globe companies are turning to RCMCost to provide them
with the full framework for building the RCM model to accurately represent
data and analyse optimized maintenance alternatives. RCMCost is
empowering users with a decision making tool to understand the contribution
of their assets to business performance, and help optimize their maintenance
decisions to further enhance productivity through increased reliability.
RCMCost supports RCM standards such as† SAE JA1011, MSG-3 and
MIL-STD-2173(AS) by providing a structured method for entering FMECA
data and simulating the effects of different maintenance strategies on cost,
safety, the environment and operational issues. The RCM decision making
process is therefore substantially enhanced by the ability to quickly simulate
the effects of preventive tasks, inspection tasks and condition monitoring
taken into account ageing, hidden failures, maintenance crew costs, spares
costs and availability etc.
RCMCost provides the data management, reporting and analytical facilities
for developing and maintaining a Reliability-Centred Maintenance (RCM)
programme. These facilities include :
• Graphically constructed system hierarchy diagram
• Failure Mode Effects and Criticality Analysis (FMECA)
• Identification of critical failure modes
• Advice for decision making based on performance simulation
• Redundancy modelling
• Weibull analysis of field data
• Optimisation plots for alternative maintenance strategies
• Group maintenance modelling
• Flexible reporting providing customised worksheets
• Copy and paste facilities for data transfer
• Import/Export to databases and spreadsheets
To learn more about how RCMCost can help your business visit
www.reliability.com.au
Full working demonstration versions and online demonstrations can be
arranged through our website.
ARMS Reality Charting
Reality Charting, a program specifically designed to help conduct root cause analysis
investigations using the Apollo Methodology. Reality Charting offers the perf e c t
p l a t f o rm for collating and re p o rting an Apollo Root Cause Analysis investigation.
Software Details - Functionality:
Survey 2005
Special Maintenance Applications Software
Reality Charting, a program specifically designed to help conduct root cause
analysis investigations using the Apollo Methodology. Reality Charting offers
the perfect platform for collating and reporting an Apollo Root Cause A n a l y s i s
investigation. In all, Reality Charting is a tool that adds great value by
expediting your analysis consistent with the rules of the Apollo method.
Some more of the benefits of Reality Charting are listed below:
• Cuts down on the time needed to prepare the RCA chart and report by 50%
• Provides support to facilitators and participants:
• Delivers thorough and accurate analyses in a polished and standardized format:
• Using NetMeeting or WebEx, individuals in separate locations can
create Apollo Cause & Effect charts together.
ARMS Reliability Engineers
RAMS Software Tools: Availability & Reliability Modelling
ARMS Reliability Engineers provide business solutions that help profitability through
improved asset performance and equipment reliability.
With simple methods, powerful software and a proven delivery approach, many of the world’s leading companies are
improving business profitability with:
• Improved asset performance
• Reduced risk of catastrophic incidents
• Elimination of repetitive failures
• Lower maintenance costs
• Less plant downtime
N E W RELIABILITY FORUM
Visit www. re l i a b i l i t y.com.au to have your say on
reliability issues affecting your org a n i z a t i o n .
Become part of the Reliability Network
For further details regarding the RAMS software suite visit www.reliability.com.au
For more information call:
+61 3 5255 5357
Or via email:
arms@reliability.com.au
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Survey 2005
Special Maintenance Applications Software
When investigators use the same format, it's easier to add information to an
analysis as well as communicate the results across the organization.
RealityCharting guides the user through each step in the Apollo process,
helping to ensure that relevant information is captured in a consistent format.
RealityCharting uses drag and drop features that make creating and
organizing the Apollo cause and effect chart extremely easy compared to
other techniques. It ensures that solutions are directly attached to causes
and provides a final report that lists action items and due dates.
Maximise your investment in Apollo Root Cause Analysis by utilizing a tool
that helps to keep your reporting in a standardized professional reporting
tool. A 30 day free trial can be downloaded by accessing our website at
www.reliability.com.au
ARMS Reliability Workbench
Reliability Workbench, the integrated environment for performing Reliability
Prediction, Maintainability Prediction, Failure Mode Effect and Criticality
Analysis (FMECA), Reliability Block Diagram (RBD) analysis, Fault Tree
Analysis, Event Tree Analysis and Markov Analysis.
Software Details - Functionality:
Reliability Workbench is the market leading reliability tool that
accommodates all the reliability needs of a maintenance and reliability
professional. Whether you have a new project that is still being designed
or an existing facility that you wish to improve,†our simple to use Reliability
Workbench software provides solutions so your operation can realize
outstanding results.
This comprehensive tool is sold as separate modules or as a complete
package to allow users the flexibility of purchasing the part of the application
that is most applicable to their needs. Other modules can be added at any
time and there are cost benefits for purchasing multiple modules at the same
time. Below is a list of the various modules and calculations that Reliability
Workbench features:
• Reliability Prediction
• Maintainability Prediction
• Failure Mode Effect and Criticality Analysis (FMECA)
• Reliability Block Diagrams (RBD)
• Fault Tree Analysis
• Event Tree Analysis
• Markov Analysis
Failure rate predictions are calculated from the Bellcore standard for
electronic parts, the MIL-HDBK-217 standard for electronic equipment,
the IEC TR 62380 standard for electronic equipment (as well as the RDF
2000 standard for electronic equipment) and the NSWC-98/LE1 Handbook
for mechanical parts.
Reliability Workbench also features the Isolib Parts Libraries. The IsoLib
Parts Libraries contain many thousands of modern electronic and nonelectronic
parts and provide a comprehensive source of failure data for users
of Isograph’s reliability products. The libraries have been constructed by
electronic and reliability engineers from manufacturers’ datasheets and other
sources, or taken directly from existing public sources.
To learn more about how Reliability Workbench can help your business visit
www.reliability.com.au
Full working demonstration versions and online demonstrations can be
arranged through our website.
ARMS RiskVu
RiskVu can be used as a ‘Living PSA’ (PSA stands for Probabilistic Safety
Assessment) tool or as a risk monitor. It may also be used as a management
tool to allow users to try out ‘what-if’ scenarios without knowing anything
about the underlying fault and event tree models
Software Details - Functionality:
Fault and event tree analysis methods are widely applied to system availability
and reliability problems in most engineering disciplines. They may be used
to predict the performance of a system at various stages of the design process
and indicate reliability weak spots in the design. Experienced reliability
engineers may modify the structure of the fault and event trees in order to
compare predicted system performance from different design options. The
computer program Fa u l t Tree+ is used by thousands of engineers to hold the
fault and event tree data, analyse the system, and report on the results. A
detailed understanding of fault and event tree construction methods and the
reliability logic for the systems being modelled is required to allow possible
design changes to be reflected in the fault and event tree structures.
The RiskVu computer program provides a high level interface to the
FaultTree+ program allowing system designs to be compared by personnel
with no experience in fault or event tree analysis methods. RiskVu also
provides a more controlled framework to compare and record design options
and the predicted performance parameters.
To learn more about how RiskVu can help your business visit
www.reliability.com.au
Full working demonstration versions and online demonstrations can be
arranged through our website.
Asset Performance Tools (Aptools)
Determine an assets whole of life criteria combined with its optimal operational
reliability risk, cost & replacement value.
Company Information:
Name: Apt Group
Address: Suite 22, 450 Elizabeth Street, Surry Hills NSW 2010
Contact: Geoff Soper or Ian Jones
Phone: 02 93180656
Fax: 02 93180776
Email: info@aptgroup.com.au
Web: www.aptgroup.com.au
Software Details - Functionality:
Psychical Asset Management requires a process of workflow; data capture
and analysis to enable strategic/best practice Asset Management decisions.
Using Aptools to assist this process will enable engineers to determine To t a l
Business Impact based upon fact
Determine Life Cycle costing; calculate true optimum equipment life based
on total business impact expenditures, performance & risk exposure.
• Evaluate the correct time to replace or upgrade an ageing asset.
• Calculate the business impact of Not replacing at the optimal time.
Optimise Shuts & Inspection Schedules; select the right equipment, correct
work scope for inspection & maintenance tasks.
• Determine optimal intervals, combine tasks & staffing.
• Investigate alternative work schedules, working practices, & risk exposure.
Maintain Optimal Maintenance levels; determine best preventive intervals
or replacement benefits, risk of alternative maintenance strategies.
• Ensure OH&S compliance, customer impression & other intangibles.
• Reliability modeling determines failure modes & risk pattern
consequences.
Risk Based Inspection; calculate the best inspection monitoring intervals,
and quantify economics of inspection methods.
• Which monitoring method is most cost effective.
• Determine the best frequency for testing standards based equipment
or systems.
Manage Projects & Proposals; determine the worst & best case; evaluate
the worth of projects against resources & constraints.
• Evaluate & demonstrate project viability.
• Discover what data is worth collecting & for what reason.
Optimise Spares & Stock; determine correct levels, costs, & risk exposure.
• Reveal impact of over or understocking, central versus distributed options.
• Unavailability consequences, criticality coding, escalation stages.
ATC Professional Shutdown Management
System
Project management system designed specifically for oil refinery and
petrochemical plant shutdowns/turnarounds.
Company Information:
Name: InterPlan Systems Inc.
Address: P.O. Box 590131
Contact: Bernard Ertl
Phone: 281-482-7126
Fax: 281-648-1821
Email: info@interplansystems.com
Web: http://www.interplansystems.com/
Software Details - Functionality:
ATC Professional is a proactive turnaround management system that is much
more than just a Gantt chart program. ATC Professional incorporates

procedures that involve the entire turnaround management team to promote
ownership and visibility of the plan, and objectivity and communication in
the reporting cycle for successful project management towards your time
and budget goals. It encourages cooperation and allows all team members
to contribute and succeed.
BETAPLUS
A new generation Common Cause Failure (CCF) partial beta model that takes
account of proof-test intervals and involves positive scoring of CCF related
features rather than a subjective "range score".
Company Information:
Name: Maintenance 2000 Limited
Address: Broadhaugh Building, Suite 110, Camphill Road
Broughty Ferry, Dundee DD5 2ND, Scotland
Contact: Mr. K. Lees
Phone: +44 (0) 1382 803070
Fax: +44 (0) 1382 737736
Email: kenny@M2K.com
Web: www.M2K.com
Software Details - Functionality:
B E TAPLUS is a Common Cause Failure (partial Beta model) assessment
technique that develops the partial Beta model beyond the currently available
theories to include:
> Recognising that proof test and auto-test intervals influence the value
of Beta.
> A positive calibration of the model using common mode/cause failure data.
> Positive scoring of Beta related sub-factors rather than subjective
assessment of a variable for each group of factors.
> The facility of testing the effect, on Beta, of alternative design
proposals and modifications.
> The opportunity to add scoring criteria and re-calibrate against new
common mode/cause failure data.
> The opportunity to alter the weightings of each group of factors.
See h t t p : / / w w w. m 2 k . c o m / r e l i a b i l i t y - m a i n t e n a n c e - o p t i m i z a t i o n - s o f t w a r e . h t m
for further functional details and costs.
CATLOC
CATLOC is a sophisticated life cycle costing tool with a new unique flexible
approach to LCC modeling.
Company Information:
Name: SYSTECON AB
Address: BOX 5205, SE10245 STOCKHOLM, SWEDEN
Contact: Oskar Tengo
Email: systecon@systecon.se
Web: www.systecon.se
Software Details - Functionality:
Survey 2005
Special Maintenance Applications Software
CATLOC is a new whole life costing tool for calculations and comparative
analyses of costs for development, production, operation and maintenance
of technical systems throughout their life cycle.
CATLOC offers a unique flexible approach to LCC modelling. Firstly, it
allows cost equations and cost break down structures to be fully defined by
the user. Secondly, in the analysis, it allows the user to categorize, slice and
dice costs in almost any dimension including time.
CATLOC has intuitive input views as well as flexible graphical result views
for accurate analysis and interpretation of results. It is ideal for identifying
cost drivers.
COMPARE (Calculating Optimum Maintenance
PARamEters)
A Reliability Centered Maintenance package that enables optimum spares levels,
optimum proof test intervals and optimum replacement times to be obtained.
Company Information:
Name: Maintenance 2000 Limited
Address: Broadhaugh Building, Suite 110, Camphill Road
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Survey 2005
Special Maintenance Applications Software
Broughty Ferry, Dundee DD5 2ND, Scotland
Contact: Mr. K. Lees
Phone: +44 (0) 1382 803070
Fax: +44 (0) 1382 737736
Email: kenny@M2K.com
Web: www.M2K.com
Software Details - Functionality:
C O M PARE (Calculating Optimum Maintenance PARamEters) is a
Reliability Centred Maintenance software package that enables significant
cost savings to be made in spares and maintenance resources.
Having too many spares carries a cost penalty. Too few spares incurs expensive
outage time. Using Markov analysis, COMPARE enables the optimum number
of spares to be chosen for any combination of lead time, repair time, failure
rate, number of active items and the degree of redundancy for that item.
Coincident dormant failures, otherwise protected by redundant
configurations, will lead to costly outage. Too frequent proof testing, to
reveal failed redundant units, will incur a waste of maintenance resource.
COMPARE enables the optimum proof test interval to be calculated for a
given outage cost, proof test cost, down time and failure rate.
The cost of an unplanned replacement may be much greater than the
planned replacement of a part despite its not having failed. There will be
an optimum replacement time for parts having a wearout characteristic.
C O M PARE enables the Weibull parameters of parts to be assessed from
field or test data in order for the optimum time to be calculated.
The COMPARE user manual covers the basic theory behind these techniques.
It also includes reliability theory and the application of these techniques.
Graphical outputs for use in word processing packages.
FARADIP (FAilure RAte Data In Perspective) provides a failure rate data
benchmark which can be used to review the field data which users apply to
COMPARE or as a source of data where generic figures are required.
See h t t p : / / w w w. m 2 k . c o m / r e l i a b i l i t y - m a i n t e n a n c e - o p t i m i z a t i o n - s o f t w a r e . h t m
for further functional details and costs.
Compliance Suite
Compliance Suite Refrigerant Compliance Management Software helps users
maintain total compliance with EPA regulations by accurately tracking
refrigerant usage, leaks and disposal.
Company Information:
Name: ESS
Address: 1201 18th Street, Suite 210, Denver, CO 80202
Contact: Julie Holmes
Phone: 888-766-0220
Fax: 303-297-1907
Email: info@ess-compliancesuite.com
Web: www.ess-compliancesuite.com
Software Details - Functionality:
Compliance Suite Refrigerant Compliance Management Software helps
users total compliance with EPA regulations by accurately tracking refrigerant
usage, leaks and disposal. The program, which is fully integrated with all of
the other programs in Compliance Suite - by ESS - records all appliance
information, including a complete history of service records, refrigerant
consumption and leakage rates. It helps users control and manage valuable
E PA-regulated refrigerant inventory from purchase through final disposal.
Features in the applications include custom 3-D reporting with Crystal
Reports, and the ability to prepare reports for appliances that exceed EPA
leakage rates and identify potential problems for immediate preemptive action.
ePHA
Excel®-based program for facilitating PSM/RMP process hazard analyses, with
five different methodologies and an order-of-magnitude risk based approach.
Company Information:
Name: Unwin Company
Address: 1920 Northwest Blvd., Suite 201, Columbus, OH 43212-1197 USA
Contact: Robert W. Johnson
Phone: (614) 486-2245
Fax: (614) 486-2141
Email: info@unwin-co.com
Web: www.unwin-co.com
Software Details - Functionality:
Excel®-based spreadsheets for leading/documenting process hazard analyses.
No proprietary PHA program required. Save entire PHAs in one file ready
for updates, revalidations.
Make one-click moves between attendance, process safety information,
hazards, previous incidents, human factors, facility siting considerations, risk
matrix, study nodes, action items, PHA worksheets.
Choose between What-If, What-If/Checklist, FMEA, HAZOP, procedure
HAZOP for each node.
ePHA's order-of-magnitude approach is foundational to LOPA, SILs, risk ranking,
and prioritizing action items. Include/exclude consequence categories for risk
impact of environmental or business consequences along with safety impacts.
Single-process U.S. version is $399; site-wide, corporate licenses available.
Contact us for international pricing.
Essential Compliance Manager
Essential Compliance Manager helps organizations manage the most critical
EH&S responsibilities more easily, delegate and monitor compliance activities
and prove compliance instantly.
Company Information:
Name: ESS
Address: 1701 Research Boulevard, Suite 200, Rockville, MD 20850
Contact: Brian Mumpower
Phone: 800-999-5009 Ext 1741
Fax: 301-556-1701
Email: info@ess-essentialsuite.com
Web: www.ess-essentialsuitesuite.com
Software Details - Functionality:
Essential Compliance Manager is a breakthrough, browser-based software
solution in the Essential Suite portfolio by ESS that helps users move
beyond compliance by enabling them to use their environmental data to
create drivers for sustainable growth. The application assures compliance,
and it has the added benefits associated with more agile, responsive, bottomline-oriented
organizations. Up-to-the-minute reports monitor and verify the
compliance status of each phase of an enterprise right from the desktop.
Managers can identify ways to simplify procedures organization-wide,
developing consistent compliance practices and reducing errors while
learning today’s compliance status, the reasons why past decisions were made
and the potential impact of new regulations on the cost of future operations
eTaskMaker Project Planning System
Flexible tool for standardizing and improving best practices in estimating,
planning and scheduling maintenance work.
Company Information:
Name: InterPlan Systems Inc.
Address: P.O. Box 590131
Contact: Bernard Ertl
Phone: 281-482-7126
Fax: 281-648-1821
Email: info@interplansystems.com
Web: http://www.interplansystems.com/
Software Details - Functionality:
e TaskMaker generates detailed, customized project schedules (including
tasks, durations, resources and PDM schedule logic) for export to leading
project management systems based upon quantities, dimensions and answers
to multiple choice questions. Supported project management exports include
ATC Professional, Primavera P3, P3e & P3e/c, Microsoft Project, Microsoft
Excel (for cost estimating) and more.
e TaskMaker includes over 100 estimating modules related to plant
maintenance (including piping demolition, fabrication and installation). The
e TaskMaker Module Editor allows you to edit/customize any module or easily
build new ones.
FARADIP (FAilure RAte Data In Perspective)
FARADIP (FAilure RAte Data In Perspective) is one of the largest failure rate and
failure mode data banks in the reliability profession.

Company Information:
Name: Maintenance 2000 Limited
Address: Broadhaugh Building, Suite 110, Camphill Road
Broughty Ferry, Dundee DD5 2ND, Scotland
Contact: Mr. K. Lees
Phone: +44 (0) 1382 803070
Fax: +44 (0) 1382 737736
Email: kenny@M2K.com
Web: www.M2K.com
Software Details - Functionality:
FARADIP is one of the largest failure rate and failure mode data banks in
the reliability profession, based on over 40 published data sources together
with M2K's own reliability data collection. FARADIP has been available
for 10 years and is now widely used as a data reference. It provides failure
rate data ranges for a nested hierarchy of items covering electrical, electronic,
mechanical, pneumatic, instrumentation and protective devices. Fa i l u r e
mode percentages are also provided.
> Nested menus of failure rates and failure modes from over 40 diverse
data sources including military, telecommunications, offshore
operations, process and aerospace industries.
> Ranges of failure rates spanned by the majority of published sources
and an indication of the most common values.
> FMEA's for two system failure modes together with parts count and
MTBF calculations.
> Full editing facilities for global files and component entries.
Equipment included:
> Microelectronics (logic, linear & memory).
> Discrete semiconductors, tubes, lamps.
> Passive electrical components.
> Instruments and analysers.
> Connectors, switches, PCBs, cables.
> Electromechanical and rotating machinery.
> Power supplies, sources and transformers.
> Mechanical items (incl. pumps and valves).
> Pneumatic and hydraulic equipment.
> Computers, DP and Comms.
> Alarms, fire protection, arrestors, fuses.
See h t t p : / / w w w. m 2 k . c o m / r e l i a b i l i t y - m a i n t e n a n c e - o p t i m i z a t i o n - s o f t w a r e . h t m
for further functional details and costs.
iWare
iWare brings all maintenance information needed to the operator screen to
empower the operation and maintenance expert.
Company Information:
Name: iWare Division, CanWeb
Address: Suite 204-265 Front St. N., Sarnia, Ontario, Canada, N7T 7X1
Contact: Jackie Grant
Phone: 519-332-6900
Fax: 519-332-6464
Email: sales@canweb.com
Web: http://iware.canweb.com
Software Details - Functionality:
• Enable tracking, sorting and managing your assets
• Enables faster fixes
Survey 2005
Special Maintenance Applications Software
• Work from schematics, drawings, equipment photos on or at work
station monitor
• Replaces binders at the work station with real time information in
electronic format
• Brings data from HMI, SCADA, DCS, PLC Data historians, logbooks,
• Brings non data like drawings, procedures, business rules, inspection
reports, maintenance records, suppliers information to work station screen
• Provides fix it information from root cause failure analysis and solutions
• Electronic logbook data collection and organization of history
• Compliance procedures where step by step maintenance sequences critical
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
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MaDCAT
MaDCAT is a tool for categorization and analysis of experience data from the
maintenance process.
Company Information:
Name: SYSTECON AB
Address: BOX 5205, SE10245 STOCKHOLM, SWEDEN
Contact: Oskar Tengo
Email: systecon@systecon.se
Web: www.systecon.se
Software Details - Functionality:
M a D CAT (Maintenance Data Categorization and Analysis Tool) has special
emphasis on analysing development of reliability, cost and system
performance over time.
For breakdown and accumulation of data (cost, number of events etc),
M a D CAT uses a unique flexible combination of user-defined hierarchical
structures, cost elements and information categories.
M a D CAT analyses events as a function of time or any other time-based
p a r a m e t e r. Trend analysis is used to discover changes in event flows.
Sequential test plans can be applied to verify failure flows. Analysis of failure
intensity is used to determine maintenance intervals.
Data is easily imported and exported from customer’s data sources.
OmegaPS
World leading Logistics Support Analysis Software for the optimization of
design and/or operational support of complex assets.
Company Information:
Name: Pennant Australasia Pty Ltd
Address: Suite 6/344 Highbury Road, Mount Waverley, Victoria 3149.
Contact: Jill Batkin
Phone: 03 9886 7977
Fax: 03 9886 7955
Email: info@pennantaust.com.au
Web: www.pennantaust.com.au
Software Details - Functionality:
The world's leading Logistics Support Analysis package conforming to local
and international standards including: Def Stan 00-60, Mil-Std-1388 2B,
and incorporating the Australian Defence Force DEF-AUST(5692).
OmegaPS reduces the acquisition and life cycle costs of capital equipment
through analysis and optimisation of the speed and frequency of maintenance
related activities whilst reducing the total cost of ownership and increasing
operational availability.
OmegaPS software is used by major manufacturers including: A u s t r a l i a n
Aerospace, Boeing, BAE Systems, Alenia Marconi, Thales, GIAT, Northrop,
Lockheed Martin, Eurocopter, and government organizations including UK
MoD, Australian Defence Force, Canadian DND and Royal Netherlands
Navy & Army.
OmegaPS Analyzer
Life Cycle Costing, Level of Repair Analysis, and Spares Optimization modelling
incorporating proven military derived algorithms and modelling techniques.
Company Information:
Name: Pennant Australasia Pty Ltd
Address: Suite 6/344 Highbury Road, Mount Waverley, Victoria 3149.
Contact: Jill Batkin
Phone: 03 9886 7977
Fax: 03 9886 7955
Email: info@pennantaust.com.au
Web: www.pennantaust.com.au
Software Details - Functionality:
Analyzer utilises practical real life inputs to support analysis of the Cost of
Ownership for an equipment configuration utilised throughout an organisational
structure (eg. Multiple machines spread across multiple sites). Analyzer applies
analytical rigour to economically analyse or optimise equipment and
organisational configurations to minimise cost and maximise availability.
Individual or combined analysis runs can be performed to determine optimal spares
holdings/distribution, economic repair locations or discard recommendations, and
provide an assessment of the whole of life ownership costs.
Analyzer is capable of extracting logistics support data from the OmegaPS
product to aid in the rapid development of analysis models.
OPUS10
OPUS10 is a comprehensive and flexible tool for spares optimisation and
logistics support analysis, enabling maximum availability at minimum cost.
Company Information:
Name: SYSTECON AB
Address: BOX 5205, SE10245 STOCKHOLM, SWEDEN
Contact: Oskar Tengo
Email: systecon@systecon.se
Web: www.systecon.se
Software Details - Functionality:
OPUS10 is the world-leading tool for cost effective spares optimisation, life
support costing and evaluation of maintenance and supply concepts.
Furthermore it includes the powerful LORA XT for system based, optimal
allocation of repair resources.
OPUS10 features a very flexible multi indenture, multi echelon model that
accommodates any technology or support organisation. It can model
flexible/lateral re-supply/backorder priority, preventive/ corrective
maintenance as well as repairables, discardables and partly repairables.
The optimisation is made from a system perspective and will facilitate increased
availability combined with savings of 20-40% compared with other methods.
pmo2000
PMO2000 is a Maintenance and Failure Analysis Tool designed for defining the
maintenance re q u i rements and undertaking Reliability Growth Programs for industrial plant.
Company Information:
Name: Steve Turner
Address: 1 Slough Road, Altona
Contact: Steve Turner
Phone: +61 3 419 035
Fax: +61 3 9395 2512
Email: steve@omcsinternational.com
Web: www.reliabilityassurance.com
Software Details - Functionality:
PMO2000 is a tool which stores the maintenance strategy / program for a
company's assets and outputs these into user formatted Maintenance
Schedules (normally MS Word) easily accessible to most CMMS. The failure
analysis techniques are versatile and any version of RCM logic can be applied.
How can the pmo2000 software make your PMO / RCM Program 100%
more Efficient?
1. Provide a purpose designed tool to facilitate and make efficient the
review and analysis of Preventive Maintenance (PM) schedules and
plant failure modes not covered by PM.
2. Dramatically reduce the time of implementation of new RCM / PMO
analysis. Implementation time has been reduced from two weeks to
one day by using the software. We found the preparation and post
analysis implementation of reviewed PM's consumed more elapsed
time than the analysis. By using dynamic filtering and merge
functionality from the PMO2000 database, we can now produce PM
sheets for complete systems in the clients' own format, in one day.
This used to take us two weeks.
3. Swift upload of existing PM schedules. The software has an upload
facility which enables upload of existing PM schedules from standard
electronic formats, for example, MS Excel.
4. Provide a secure repository for PM schedules and Failure Management
S t r a t e g y. The software is designed to be a secure repository for PM
schedules and FMEA which are in essence, very valuable corporate
intellectual property. Often, clients retain this information in
spreadsheets which are insecure, manipulated by many, are not
conducive to good document control and are often lost as staff move on.
5. Provide a log of PM changes. The software retains history of all PM's
active, inactive, modified or deleted. Old tasks are retained in the
system as a historical record.
6. Each task is recorded with a justification. A justification for a task and
or the modification of the task or the frequency of the task is recorded
in the software with the task record.

7. Each task must be Authorised. The software has different levels of
authority. Each task must be reviewed and authorised by an 'Engineer'
before it can be implemented.
Provide a means to link the maintenance tasks with the CMMS. The
PMO2000 software allows interface between modern CMMS systems that
support hyper linking. A PM schedule in the CMMS is hyperlinked to the
PM document that is produced by the merge from the PMO2000 software.
qRA Toolkit
qRA Toolkit is locally developed software for qualitative Risk Analysis in
accordance with AS/NZS 4360, 3931 and MDG 1010
Company Information:
Name: The Asset Partnership Pty Ltd
Address: Suite 1, 2 Culdees Road, BURWOOD. NSW, 2136
Contact: Shane Chiddy
Email: mail@assetpartnership.com
Web: www.assetpartnership.com
Software Details - Functionality:
qRA Toolkit is a unique software program to make possible the management
of risk in a structured, systematic, defensible and informed manner.
The qualitative approach does not require group members to be skilled in
mathematics but is designed to create a valid and defensible risk assessment,
even when hard data is not available, by leading the risk analysis Facilitator
through the risk identification and management process as defined by
AS/NZS 4360, 3931 (IEC 60300-3-9) and MDG 1010.
This software, offered in stand-alone and network versions, is developed in
Australia specifically for Australian and New Zealand Industry and is fully
supported with comprehensive training.
The qRA Toolkit features a powerful report generator which provides the
complete risk analysis report in the right order in addition to:
• Documentation of the analysis systems and sub-systems
• Documentation of hazards, effects and existing controls
• Selection and analysis of hazards requiring additional controls
• Relative risk calculations using the probability/consequence matrix
• Documentation of additional control, their cost/benefit and associated action plans
• Automated sorting in risk, consequence, person responsible and
required date
• Common secure database for all risks
• Built in audit and review capability
RCA Rt Incident Management & Root Cause
Analysis
A powerful process that identifies underlying problems and helps identify practical solutions.
The embedded action management system converts “understanding” into “re s u l t s ” .
Company Information:
Name: RCA Rt Pty Ltd
Address: GPO Box 407 Melbourne 3001
Contact: Melissa Cameron
Phone: +61 3 9919 1381
Fax: +61 3 9919 1388
Email: Melissa@sirfrt.com.au
Web: www.rcart.com.au
Software Details - Functionality:
Survey 2005
Special Maintenance Applications Software
Effective defect elimination will provide an edge in today’s competitive markets.
A major challenge facing organizations is their ability to engage people at all
levels in identifying, properly understanding and eliminating failures and
defects. The RCA Rt process and supporting software provides a framework
that brings the shopfloor together with technical resources to eliminate defects.
The RCA Rt incident management and root cause analysis software helps
manage incidents, failure analysis and defect elimination across one site or
multiple sites with ease. It is essential that understanding is followed by
action so the software includes a powerful action management system.
Simple reports help track progress of actions against forecast dates to help
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Special Maintenance Applications Software
focus efforts on the essential tasks.
The software is user configurable. Screens, fields and reports may be easily
altered to ensure that the existing successful methods already in place are
supported and enhanced. There are many approaches to problem solving
that are valuable and appropriate in different circumstances. The framework
provided by the RCA Rt software is flexible so that these different approaches
may be brought together to produce the desired outcome.
The RCA Rt Software consists of three core elements;
• An Incident Management System complete with action management
functionality,
• A Root Cause Analysis tool complete with user friendly cause tree
development tool, and
• An Analysis tool to assist in identifying repeating faults and causes
across the database of incidents.
The software is highly user configurable and features:
• Embedded Root Cause Analysis Process and training materials
• Incident management and reporting facilities
• Action reports to manage and track progress
• Ability to link to the Computerised Maintenance Management
Systems and other databases
• Intuitive fault tree building process
• Incident trending and tracking
RCM Professional 3.0
RCM Pro 3.0 is an easy-to-use yet powerful reliability software program
designed to hold, manipulate, and analyze Reliability-Centered Maintenance or
FMEA data in an intuitive, structured, and flexible way.
Company Information:
Name: Maintenance 2000 Limited
Address: Broadhaugh Building, Suite 110, Camphill Road
Broughty Ferry, Dundee DD5 2ND, Scotland
Contact: Mr. K. Lees
Phone: +44 (0) 1382 803070
Fax: +44 (0) 1382 737736
Email: kenny@M2K.com
Web: www.M2K.com
Software Details - Functionality:
RCM Pro will hold any number of projects, with only one being open for
input at any one time. A project may be of any size, from a single function
with an associated functional failure and failure mode, to (for example) the
safety systems on an oil platform.
FREE evaluation trial (full program plus sample analysis) available.
h t t p : / / w w w.m2k.com/reliability-maintenance-optimization-software.htm f o r
further functional details and costs.
RCM Toolkit
Specifically designed to support SAE JA1011 compliant RCM, this proven and
robust software makes your RCM analysis easy and fast.
Company Information:
Name: The Asset Partnership Pty Ltd
Address: Suite 1, 2 Culdees Road, BURWOOD, NSW, 2136
Contact: Stephen Young
Email: mail@assetpartnership.com
Web: www.assetpartnership.com
Software Details - Functionality:
This software supports an RCM II process that fully complies with SAE JA
1011 and is used by the world leaders in the application of RCM.
The RCM II process develops the most appropriate strategies to manage the
consequences of equipment failure and this software quickly leads the RCM
facilitator through the analysis to determine the most appropriate maintenance
at the right balance of risk, cost and performance. A particular feature of this
software is the way in which the most appropriate management policies are
developed using the Failure Finding Interval (FFI) calculator.
This software provides all the features expected of an SAE JA1011 compliant
RCM analysis in addition to a wide range of reports including work packages
sorted by task, frequency and skill set, fault finding guide (which allows for
easy system fault diagnosis and hence a faster return to service), analysis
statistics plus many more.
The user can also easily merge maintenance tasks and create maintenance
task packages for migration to your CMMS while maintaining the all
important audit trail.
The software is fully supported by a proven and world class training program and
unlimited technical support. Available as standalone, network and internet versions.
RCM Turbo
Leading expert decision support methodology for the implementation of the
principles of reliability centred maintenance and development of new,
optimised maintenance schedules.
Company Information:
Name: Strategic Corporate Assessment Systems Pty Ltd
Address: P.O. Box 427 Heidelberg, 3084
Contact: Chris Kelly
Phone: 03 9455 2211
Fax: 03 9455 2233
Email: chris.kelly@strategicorp.com
Web: http://www.strategicorp.com
Software Details - Functionality:
RCM Turbo was developed by and for maintenance professionals. Its process
incorporates the established principles of reliability centred maintenance, with
a strong business-based approach. It is a sound platform for the development
of revised maintenance practice and evolution from reactive environments
through to planned, lower cost, higher process reliability environments.
The thrust of an RCM Turbo assessment is to put before assessors all the
best available information required to facilitate and justify decisions. A
number of expert components are combined to provide an information flow
which leads directly to new, optimised maintenance schedules ready for
export and implementation in the existing computerised maintenance
management system. These include a criticality assessment, which prioritises
equipment for assessment and strongly contributes to the 'thoughtware'
component of a reliability analysis.
The detailed failure modes and effects analysis component of an RCM Tu r b o
assessment encourages assessors to explore alternative scenarios in order to
gauge the resultant effects on both reliability and cost to the business. RCM
Turbo seeks first to explore whether any predictive maintenance is technically
(then on a cost basis) effective. If a predictive task cannot be found, then
any preventative actions are explored. The full implication of doing no
maintenance (or operate to failure) is then examined, so that in every
significant decision there is a clear comparison between any new, planned
environment and a scenario of operating to failure. RCM Turbo then provides
a primary task optimisation module to support the decision on how often to
perform these cost effective inspections.
All the assessment is aimed at the minimisation of business consequence
in the event of both operational and safety/environmental failure.
Final optimised schedules are generated by RCM Turbo after a process of
automatic generation of user-defined workgroups along with a workflow
smoothing facility which matches the newly optimised activities to available
maintenance resources.
The successful usage of RCM Turbo is dependent on the level of assessor
knowledge and understanding of reliability principles. RCM Turbo is not
just a piece of software, it is a platform underpinning the methodology. Thus
an implementation of RCM Turbo is carefully planned in the format of a
high profile project, with defined deliverables and expected outcomes.
Appropriate end user training is always scheduled as part of the project.
RelCode
Weibull analysis of failure data to determine burn-in, random or wearout failure
pattern, mean life, preventive replacement intervals and spares requirements.
Company Information:
Name: Albany Interactive Pty Ltd
Address: 16 Wellesley Road, Ringwood North, Victoria 3134, Australia
Contact: Nick Hastings
Phone: 03 9876 7188
Fax: 03 9876 6138
Email: Albany.interactive@bigpond.com
Web: www.albanyint.com.au

Software Details - Functionality:
Statistical analysis of failure and successful performance data, by fitting the
Weibull and/or bi-Weibull distribution. Estimates the mean life and other
distribution parameters, and graphically indicates the failure pattern as burnin,
random or wearout, or a combination.
Works from direct data entry, from spreadsheet data, or from parameter
estimates. Calculates optimal preventive replacement intervals and
corresponding spare parts requirements. Tabular and graphic outputs to
screen or printer.
Current version 10.01. New features allow user to include notes on specific
failures and to flag specific failures in or out of analysis.
Runs on IBM-PC. Cost: Single user license $1750. Site license $4400.
RIMSys
RIMSys®, Reliability Incident Management System, the software facilitates the
re c o rding, management, resolution, and archiving of equipment failure incidents
Company Information:
OMCS International
Name: Steve Turner
Address: 1 Slough Road, Altona
Contact: Steve Turner
Phone: +61 3 419 397 035
Fax: +61 3 9395 2512
Email: rob@omcsinternational.com
Web: www.reliabilityassurance.com
Software Details - Functionality:
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.
OMCS has added a new feature to its Reliability Incident Management System
software. The new feature is designed to integrate data from remote or isolated
areas quickly and simply. Now it is possible for staff without access to the
RIMSys application to raise incidents into the RIMSys database using a basic
Microsoft Word form to automatically submit data via your e-mail program.
RIMSys is specifically designed to target equipment failure incidents which
cause unexpected down time and production loss, and which, therefore,
require investigation to prevent these incidents reoccurring.
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, which 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.
RIMSys software is an e-mail based notification system. Through Microsoft
Outlook it can be configured to notify individuals and groups of certain
events in the investigation resolution process.
RIMSys is designed as a 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.
You can purchase or rent the full version of RIMSys via internet download and
credit card transaction. Rental prices start from just AUS $1700 p/a. 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 Grdovic at
OMCS International, telephone +61 419 540 113 or go to
www.ReliabilityAssurance.com
SIMLOX
Survey 2005
Special Maintenance Applications Software
SIMLOX is a powerful and versatile tool for event based simulation and
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
45

46
Survey 2005
Special Maintenance Applications Software
analysis of complex operational and logistic support scenarios.
Company Information:
Name: SYSTECON AB
Address: BOX 5205, SE10245 STOCKHOLM, SWEDEN
Contact: Oskar Tengo
Email: systecon@systecon.se
Web: www.systecon.se
Software Details - Functionality:
SIMLOX is a powerful and versatile tool for simulation and analysis of
complex operational and logistic support scenarios. It will simulate how
performance varies over time given certain operational profile, support
structure, spares assortment and maintenance resources.
SIMLOX is ideal for capability assessments. Accurate simulations will
identify and correct problems, bottlenecks and shortages before real world
operations are compromised.
SIMLOX provides graphs on system availability, resource utilisation, actual
vs requested mission time etc.
SIMLOX handles any technology or organisation. It will accommodate for
“robbing”, battle damages, batched transports, lateral support, scheduled
transfers (of systems, items or resources) and more.
Spares Optimisation System (SOS)
Unique expert decision support methodology for establishing whether or not to
hold a spare and if so, in what max/min quantities
Company Information:
Name: Strategic Corporate Assessment Systems Pty Ltd
Address: P.O. Box 427 Heidelberg, 3084
Contact: Chris Kelly
Phone: 03 9455 2211
Fax: 03 9455 2233
Email: chris.kelly@strategicorp.com
Web: http://www.strategicorp.com
Software Details - Functionality:
SOS is a Windows based software application which provides users with a
consistent, auditable platform for deciding whether or not to hold a spare part. If
the decision is to hold, then SOS will recommend an appropriate max/min quantity.
SOS is unique in that it utilises an expert approach to the decision making
process. Through a criticality assessment taking consideration of a
combination of technical and business implications, SOS will make a holding
recommendation ready for export to the existing computerised maintenance
management system, or will justify the introduction of new items to the store.
SOS does not rely on the mathematical manipulation of movement history, thus
it can be applied to new equipment spares and equally to slow moving items. A
final decision will be a direct reflection of current maintenance practice.
Developed by and for maintenance engineers, SOS is an optimising tool,
not a 'slash and burn ' approach. Where the business is exposed to risk
through insufficient holdings, SOS will clearly indicate the implications. A
cost/risk module is provided for the assessment of contentious, expensive
and capital/insurance items, where the cost and risk of stockout is graphically
compared to the holding costs of the item.
SOS is also a 'what if ?' tool. Users can explore the effect on recommended
holdings based on alternative lead times, usage and repairability implications.
This functionality can clarify the path to new, vendor arrangements while
quantifying the effects.
SOS is a 32 bit Windows (9x, NT, XP) application provided on CD-ROM
for standalone or network use. Licences are provided on a perpetual basis,
for unlimited users.
Hardware required is Pentium level or better.
Costings including training, implementation and corporate licences are
provided on application.
Strategic also offers spares optimisation services through its affiliate
Sparesoptimization.com. See www.sparesoptimization.com
sparesFinder Masterpiece
Award winning software Masterpiece, cleans and manages large engineering
databases. Masterpiece provides a cost effective solution to cleaning ‘dirty’
data.
Company Information:
Name: The Asset Partnership Pty Ltd
Address: Suite 1, 2 Culdees Road, BURWOOD, NSW, 2136
Contact: Stephen Young
Email: mail@assetpartnership.com
Web: www.assetpartnership.com
Software Details - Functionality:
Masterpiece is sparesFinder’s award-winning automated system for cleaning
large engineering inventory databases. Masterpiece delivers a cost effective,
web-based solution to a long standing problem of poor quality data in large
inventory databases.
The system has been designed to address the needs of large, complex
organisations, particularly where improving and then maintaining data quality
to a common standard will allow them to properly leverage their ERP
software investments. As well as a multi-lingual user interface, the system
is designed to process legacy data supplied in many languages to produce a
descriptive output in the desired language and format.
Masterpiece operates independently of private cataloguing schemes and
standards, and allows you to choose the approach which best suits your
business needs. Masterpiece enables each line of your data to be cleaned
in the most cost effective way.
The sophisticated cleaning tools, pattern recognition capabilities and
inventory dictionaries automate the task wherever 100% certainty of output
is possible. Where manual intervention is required, the system provides a
sophisticated interface to structure definitions and control the workflow and
approval process.
Masterpiece encourages a focus on value, allowing you to get data cleaned
in the way which gives you most business benefit.
SuperSMITH with WinSMITH Weibull and
WinSMITH Visual
Probability software for Weibull analysis to objectively find failure modes, and
reliability growth software for plots to predict future failures.
Company Information:
Name: Barringer & Associates, Inc.
Address: PO Box 3985, Humble, TX 77347-3985
Contact: Paul Barringer
Phone: 1-281-852-6810
Fax: 1-281-852-3749
Email: hpaul@barringer1.com
Web: http://www.barringer1.com
Software Details - Functionality:
SuperSMITH softare is a bundled package of WinSMITH Weibull and
WinSMITH Visual reliability software. WinSMITH Weibull software makes
probability plots to organize the chaos of failure data into X-Y plots that are
understandable to engineers by performing Weibull analysis of failure data,
lognormal analysis of repair times, and Gumbel analysis of corrosion data to
provide objective evidence for failure modes when censored data is included
in the dataset. WinSMITH Visual software provides reliability growth plots
of mixed failure modes to provide objective evidence of improvements,
deterioration, or no change in reliability growth plots to predict future failures.
TapRooT ® System Software
Root Cause Analysis and Corrective Action Development software for the
evaluation of equipment and human performance related failures.
Company Information:
Name: System Improvements, Inc.
Address: 238 S. Peters Road, Suite 301, Knoxville, TN 37923
Contact: Edward Skompski
Phone: 865-539-2139
Fax: 865-539-4335
Email: Skompski@taproot.com
Web: www.taproot.com
Software Details - Functionality:
TapRooT ® System Software provides a database and suite of data collection
and evaluation tools that assist the investigator in understanding the root
causes of equipment related and human performance related problems.
These tools facilitate data organization, evaluation for root causes, and the

development of effective, measurable corrective actions to prevent reoccurrence.
Equifactor ® , our equipment troubleshooting tool, aids the
investigator in understanding the symptoms and causes of equipment related
failures, thereby increasing the reliability of the root cause analysis and
providing data for trending and analysis. Call our office for pricing and system
specifications. Purchase options include single-user through enterprise
solutions.
Trim aka RCMtrim
Trim reliability software quickly builds equipment preventive maintenance (PM) pro g r a m s
using templates to load directly into computerized maintenance management systems.
Company Information:
Name: CORE, Inc.
Address: 5915 Braun Way, Arvada, CO 80004 USA
Contact: J.K. August
Phone: (+1)303-425-7408 Fax: (+1)303-425-0861
Email: jkaugust@msn.com
Web: www.rcmtrim.com
Software Details - Functionality:
Template-based Trim develops PM plans to load directly into the CMMS.
Critical parts, tasks, limits, schedule intervals and workhours block strategy
and scope. Simple features manage 10,000+ equipment tags efficiently
maximizing work planning productivity. Failure risk simplifies selecting
equipment PM. Failure effects document work basis reducing ad hoc field
decisions. Concurrent procedure development lowers cost. Wizards, dropdowns,
and point & click speed use. Work order interface directly loads PM
tables. CORE guarantees turnkey, fixed-price PM program conversion and
optimization at lowest cost. Industry-specific templates, pre-developed reports,
and custom output formats at nominal cost. Software turnkeys at $10,000.
TTREE
Address: Broadhaugh Building, Suite 110
Camphill Road, Broughty Ferry, Dundee DD5 2ND, Scotland
Contact: Mr. K. Lees
Phone: +44 (0) 1382 803070
Fax: +44 (0) 1382 737736
Email: kenny@M2K.com
Web: www.M2K.com
Software Details - Functionality:
TTREE is a straightforward and fast Fault Tree Analysis package that caters
for the majority of Fault Tree sizes encountered in practice. It provides:
> A simple and logical tree input method that enables tree logic to be verified.
> Clear outputs providing cut set ranking by unavailability and failure
rate (six measures of cut-set and event importance).
> Clear graphics, which can be easily imported into a word processing
package (gate suppression facility).
> The Technis Beta + method for taking account of common cause failure.
> Facilities for one-shot probability such as human error.
See h t t p : / / w w w. m 2 k . c o m / r e l i a b i l i t y - m a i n t e n a n c e - o p t i m i z a t i o n - s o f t w a r e . h t m
for further functional details and costs.
Wells Work Scheduler
Advanced scheduling application that links Maintenance and Operations so that
maintenance work can be easily scheduled around re s o u rce and equipment availability.
Company Information:
Name: The Software Well
Address: 47 Epping Dr, Frenchs Forest, 2086, NSW
Contact: Steve Sydenham
Phone: 0419 413 139
Fax: 02 9402 4532
Email: info@thesoftwarewell.com.au
Web: www.thesoftwarewell.com.au
Software Details - Functionality:
This advanced scheduling application integrates with CMMS applications
to provide a seamless environment for generating maintenance tasks and
then optimizing the maintenance schedule around task priority, resource
availability and equipment availability to maximize resource utilization and
minimize equipment downtime.
The Gantt based graphical view of the work schedule clearly shows the
automatically generated task schedule and resource utilization. Manual
overrides can be used to tweak the schedule as required.
Ideal for shutdown planning to efficiently schedule and allocate work
packages based on a user definable work breakdown structure.
Wells Work Scheduler includes the following features:
o User Defined resource calendars
o Scheduling based on Constraints, Priorities and Predecessors
o Scheduling based on Resource and Equipment availability
o Drag and drop task linking
o Flexible sorting and filtering of work tasks
o Printing of Schedule in Gantt format
o Flexible project hierarchy
o Manage stand alone projects
o Integration with CMMS applications (optional)
The Wells Wok Scheduler will vastly improve most maintenance scheduling
applications and, as a result, maximize resource utilization and minimize
equipment downtime.
MINCOM LinkOne
LinkOne is an illustrated parts catalogue and documentation software which
allows users to identify parts and maintain the equipment quickly and
efficiently.
Company Information:
Name: GHD
Address: Level 8, 180 Lonsdale St. Melbourne, 3000
Contact: Hakim Mentes
Phone: 03-8687 8000
Fax: 03-8687 8111
Email: maintenance_engineering@ghd.com.au
Software Details - Functionality:
Main Capabilities
• Easy identification of parts by linking items on parts list to call outs on drawings.
• Incorporating parts lists to manuals (html, pdf, doc)
• Integration to major asset management software such as MINCOM
Ellipse, SAP, etc
• Web based viewer or stand alone viewer
• Comes in two parts; LinkOne Viewer and Publisher
System Requirement
• Windows ME, 2000 or XP
• 64 MB of RAM
• 20 MB of space on hard disc (60 MB space for Publisher)
• Microsoft IE 5.5 or higher
ME Analyst
ME Analyst is a maintenance engineering software suite that assists
maintainers to conduct various maintenance analysis methodologies such as
FMECA and RCM.
Company Information:
Name: GHD
Address: Level 8, 180 Lonsdale St. Melbourne 3000
Contact: Nicholas Phillips
Phone: 613 8687 8000
Fax: 613 8687 8111
Email: maintenance_engineering@ghd.com.au
Software Details - Functionality:
Survey 2005
Special Maintenance Applications Software
Capabilities
• Reliability Centered Maintenance (RCM)
• Failure Mode, Effects and Criticality Analysis (FMECA)
• Maintenance Task Analysis (MTA)
• System lead step-by-step decision process
• Automatic calculation of failure mode criticality, item criticality and
task intverval
• Complete history of original and subsequent analysis
• Training is available
47

48
Generating Failure
Codes Using FMEA And
Functional Analysis
Bill Keeter (USA)
This paper was presented at the Computerised Maintenance Management Summit 2005
(Indianapolis, USA). See the advertisement on the CMMS - 2005 to obtain the Conference Proceedings.
One of the most important parts of Computerized Maintenance Management System (CMMS) implementation and CMMS usage is
the generation of failure codes for the craftsmen to record. Picking good codes means that you will have information that is useful
for continuous improvement activities. Picking inadequate codes means that crafts people will soon grow tired of carefully entering
codes that are not perceived to generate value for the organization. This paper explores how to use Failure Modes and Eff e c t s
Analysis (FMEA) or Equipment Functional Analysis methods to generate useful failure codes.
“All that data but no information”
One of the most common complaints I hear from companies with CMMS’s is that they keep putting data into the CMMS, but they
hardly ever get useful information for maintenance improvement back out. More often than not, the root cause of this problem is
that the failure codes used to gather reliability information are not well devised. In many instances maintenance personnel are
asked to make judgments about the root causes of failures when it is impossible for them to have the information they need at the
time failure codes are entered.
Failure Coding Example
One of the most frequently used
methods for arriving at failure codes is
for a group consisting of maintenance
engineers and crafts people to sit down
and think of the codes based on their
m e m o ry of what has failed and how.
The result is often something like what
we see in Figure 1. Failure codes such
as these do not lend themselves to
useful data analysis. Crafts people are
often not in a position to know whether
the failure was due to lack of lube,
N o rmal Wear and Tear (NWT), etc. In
most cases a craftsperson would not
enter Maintenance Error as the cause
of the failure.
Functional Analysis to
the Rescue
By focusing on the function of an item
of equipment and developing the failure
modes associated with the loss of
function we can create data coding
schemes that will enable us to use
statistical analysis tools such as
Weibull to get useful information for
making Reliability Improvements.
Figure 1: Failure Code Example for a Gearbox

The functional analysis structure is much like the structure in the CMMS. There are levels of indenture that are developed based
on how facility equipment is constructed to perform the facilities overall function. The functional hierarchy is developed using the
equipment hierarchy as its basis. It starts at the top level and works its way down to individual maintainable items within the facility
such as pumps, gearboxes, piping, and fans. It might look something like what we see in figure 2.
Figure 2: Equipment Hierachy
We next describe the functions of the various pieces of equipment. The loss of these functions is typically what an operator sees
and might be the basis for the initial comments in a work order generated for a failure.
Figure 3: Item Functions and Functional Failures
Failure Modes or How I Learned to Troubleshoot in Advance
The next step in the functional analysis is the development of the failure modes or causes associated with the loss of desire d
function. The failure modes are simply the failed equipment parts that cause the loss of equipment function.
49

50
Figure 4: Equipment Failure Modes/Causes
The failure modes now become the basis for CMMS Failure Coding. It is helpful to break the failure mode into two parts. The first
being the failed component, and the second being the description of the failure. These codes can later be exported from the CMMS
to a spreadsheet so they can be manipulated to produce useful information for Weibull Analysis.
1: Component Code Examples
Component Code Component
DEBRG Drive End Bearing
NDEBRG Non Drive End Bearing
BLT Belt
SFT Shaft
GR Gear
2: Failure Type Code Examples
Failure Code Failure Description
SZD Seized
BRK Broken
LS Loose
BRNT Burnt
CRK Cracked

By developing codes in this way we eliminate the huge laundry lists of codes that often lead to overuse of the “other” code because
it is so hard to find the right one.
Analyzing the Data
There is not much use in collecting failure data unless we can analyze it to determine what sort of maintenance strategy we might
use to improve overall equipment perf o rmance. Weibull Analysis allows us to use small amounts of data to make powerful decisions
about maintenance strategies. Weibull Analysis was invented by Waloddi Weibull during the 1930’s to describe the bathtub curve
that is so often associated with failures in aging populations. The Weibull equation describes each portion of the bathtub curv e
using three parameters, eta, beta, and gamma.
Weibull Parameter Symbol Description
Eta . η Characteristic Age - The point in time at which
63.2% of items in service are likely to have
failed.
Beta β Shape Factor - Represents which portion of the
bathtub curve we are on.
Gamma γ Location Parameter - Marks the beginning of
each of the three regions of the bathtub curve.
Figure 5 shows the bathtub curve and the different points for various values of eta, beta, and gamma.
Weibull Software
Figure 5: The Bathtub Curve
Weibull software now allows us to analyze failure data to determine eta, beta, and gamma rapidly, and to see if our data set makes
any sense to us. All we need is some basis such as calendar time, operating hours, number of cycles, etc., and a time zero for the
installation or overhaul of the component. We put the times to failure into the software, and then simply interpret the results. With
only a small amount of training we can improve the decision making process so that overall reliability can be improved. The key
thing to remember is that Weibull is really only valid for a single failure mode such as seized bearing, or loose belt.
3: Example of Time to Failure Data
item time to failure work order description comments
blocked filter 22712 Alarm low oil pressure Filter blocked
blocked filter 15503 low oil pressure cleaned filter
blocked filter 22962 low oil pressure cleaned the filter
blocked filter 22398 moving too slow, low pressure cleaned filter blocked filter
blocked filter 21167 not working correctly cleaned and unblocked filter
blocked filter 20106 oil pressure low filter was blocked
blocked filter 23616 oil pressure low filter badly blocked
51

52
Figure 6: Weibull Curve Generated From Sample Data
The B values shown in Figure 6 represent the times at which 10%, 15%, or 20% of the filters are likely to become blocked. These
a re unreliability values which we can use to decide when we might want to change the filters. At B10 we could expect a 90%
probability that we would not suffer a failure due to blocked filters.
F i g u re 7 shows some various Weibull shapes and the potential maintenance strategy for dealing with them. The maintenance strategy
we use will be very dependent on the business impact of the failures. Weibull only gives us a probability of success. It does not
give us all of the information we need for making the best business decisions.
Curve Description Potential Maintenance Strategy
A: Infant failure followed by a long
period of gradually increasing or
constant failure rate.
B: A long period of gradually increasing
or constant failure rate followed by a
rapid wear out period.
C: Very few initial failures followed by a
short period of rapidly increasing
failures then a long period of gradually
increasing or constant failure rate.
D: Constantly increasing failure rate.
E: Random Failures with constant
failure rate
F: Combination
Figure 7: Weibull Shapes and Potential Maintenance Strategies
Root Cause Failure Analysis to
determine causes of infant failures.
Interim stage parts and personnel if
repairs required. Do not implement
time based maintenance.
Potential for time based replacement
or overhaul at just before the point
where Wearout begins to occur. Root
Cause Failure Analysis if Wearout is
occurring earlier than desired or
required to meet business obectives.
Predictive Maintenance or Constant
Condition Monitoring. Root Cause
Failure Analysis if residual failure rate
is too high.
Time based replacement or overhaul
depending on the level of acceptable
cost or risk.
Run to Failure, Predictive Maintenance,
or Constant Condition Monitoring. Root
Cause Failure Analysis if failure rate is
higher than desired or required to meet
cost and risk needs.
May require different strategies
depending on where in life cycle.

The Business Decision - What is Important
The final decision for a maintenance strategy has to be based on the business impact of the failure in terms of cost, safety criticality,
e n v i ronmental criticality, and operational criticality. We can improve the Reliability Centred Maintenance (RCM) process by integrating
these factors with Weibull to reach decisions that make the most business sense.
Conclusion
Using functional analysis of equipment to generate failure codes for the CMMS can significantly increase the value of the inform a t i o n
we get back. Functional analysis allows us to focus on the failure items that prevent the business from achieving its goals. The use
of two part codes significantly reduces the size of the code list and helps improve the likelihood that people responsible for entering
the codes will do so.
The use of Weibull Analysis to analyze the data from the coding will significantly improve the decision making process with just a
few simple guidelines.
Contact Information:
Bill Keeter, CMRP, President, Phone: 888-673-8360 x3 ,FAX: 800-350-4449
Conference Proceedings CD For Sale: Aus$ 220
Unlocking The Secrets of CMMS Data.
Benchmarking Best Practices Maintenance.
CMMS 2005 Indianapolis, USA
Papers are formatted in Acrobat PDF. Some papers are in PPT slide format and some in text format.
Price includes postage anywhere in the World.
BOMs - A Maintenance Inventory Savings Model.
Internet delivered CMMS to build improved equipment reliability.
Improved CMMS and Asset Management Systems.
Reducing the Cost of Parts and Inventory Stores Using EAMs.
Application Service Provider (ASP) model for CMMS/EAM.
Value Driven Maintenance® - Creating shareholder value .
Inventory Management-- A Critical Component to Your EAM Strategy.
Key Elements To Successful CMMS Implementations.
Leveraging Enterprise Information to Enhance Asset Management.
Selecting the Right Maintenance Information System.
Using CMMS to Optimize its Inventory Management Practices.
6 steps to selecting a CMMS.
Mastering Computerized Maintenance Excellence.
Understanding Plant Maintenance Effectiveness.
Maintenance Inventory and Purchasing.
Take control of work, maintenance and asset management.
EAM Versus Best of Breed CMMS.
The Role Of CMMS In Support Of An Improvement Initiative.
Strategies and Tactics for Achieving Results.
Getting the most from SAP-Enterprise Asset Management.
Structured Problem Solving for IP Business Systems.
Generating Failure Codes for CMMS Implementation.
Managing Maintenance Training with the CMMS or EAM.
Industrial Lubrication and CMMS.
Smart training: Implementation Leading to CMMS training.
Making Your Existing CMMS Successful.
Computerized Asset Management for Public Works Departments.
Bonus article: CMMS Best Practice
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53

54
The Business End Of
Maintenance
S
UMMARY
Deryk Anderson
Oniqua Enterprise Analytics (Australia)
deryk.anderson@oniqua.com
Many organizations fail to see the Maintenance function as part of their competitive advantage. Maintenance is more often re g a rd e d
as a mystery to many decision makers and is frequently seen as an easy target for budget cuts. Often the cause of a poor corporate
view of maintenance lies in the diff e rence between executive and technical stakeholder views. This paper explores the re l a t i o n s h i p
between maintenance and business outcomes and the contribution of the maintenance function to the business “bottom line”.
INTRODUCTION
Asset intensive organizations in both the private and public sectors rely on assets to provide products and services. The ability of
these organizations to provide desired service levels, function safely (with regard to personnel, public and the environment), and
economically or profitably is dependent on the effective maintenance of these assets. Effective maintenance re q u i res planning,
o rganization and control, in other words management, of the maintenance function. The maintenance function of organizations has
an essential purpose directly related to the assurance of asset capability [i] and the achievement of organizational objectives.
Greater understanding of the relationship between maintenance objectives and organizational goals and objectives will enable the
maintenance practitioner to deliver new levels of service to the organization.
The challenge for maintenance is to quantify its value to the business in a measure of organizational management effectiveness.
Moderate improvements in maintenance performance can have a significant impact on the “bottom line” results of business. This
paper explores the impact of maintenance improvement initiatives on the Return on Assets and Return on Equity of business.
OBJECTIVES OF BUSINESS
In fundamental terms, the purpose of business is to re t u rn a profit to owners and investors. The conclusion that business is focused
only on making money to the exclusion of all other concerns is not popularly supported. Kay [ii] observes:
“… this view of business as necessarily selfish, narrow and instrumental, is, as it always has been, nonsense. Business which is
selfish in motivation, narrow in outlook, and instrumental in behavior is rarely successful business.”
Hutton [iii] reports an excerpt from Shell’s annual report from Sir Mark Moody-Stuart:
“Profits are an important part of our ability to contribute to society. Shell companies also accept that their responsibility is to help
deliver the economic, social and environmental re q u i rements of sustainable development. Being trusted to meet societal expectations
is essential for long term profitability.”
Most businesses declare their purpose and objectives in a number of published statements that are available to employees,
shareholders and the public. These may include:
• A statement of the purpose, vision and values of an organization (e.g. Mission Statement);
• A statement of the functional objectives of an organization, which contains more distinct goals that may have performance
criteria associated with them.
There are similar common objectives identified in the statements of asset intensive businesses:
• To operate profitably or economically;
• To provide desired or agreed levels of service;
• To operate safely in terms of consumers, the public and employees;
• To operate safely with regard to the environment.
These objectives can be seen in the following statement by Rio Tinto [iv]:
“Rio Tinto is a world leader in finding, mining and processing the earth's mineral resources.
In order to deliver superior re t u rns to our shareholders over many years, we take a long term and responsible approach to exploring
for first class orebodies and developing large, efficient operations capable of sustaining competitive advantage.

In this way, we help to meet the global need for minerals and metals which contribute to essential improvements in living standard s
as well as making a direct contribution to economic development and employment in those countries in which we invest.
Wherever we operate, we aim to work closely with our hosts, and strive to respect laws and customs, minimize adverse impacts,
and ensure transfer of benefits and enhancement of opportunities.
We believe that our competitiveness and future success depend not only on the unrivalled quality and diversity of our assets but
also on our record as good neighbors and partners around the world.
Accordingly, we set ourselves high environmental and community standards.
Our commitment to health, safety and the enhancement of the skills and capabilities of our employees is second to none in mining.
We seek to make lasting contributions to local communities and to be sensitive to their culture and way of life.”
Asset intensive organizations rely on assets (plant and equipment) to achieve their outcomes.
These assets are designed to achieve levels of safety, output and economy. As the capability of assets deteriorates, these outcomes
are put at risk. Assets may behave in a way that is unsafe or uneconomical.
The effectiveness of the perf o rmance of assets in asset intensive organizations impacts on the ability of these organizations to meet
their objectives. The loss of asset capability through degradation or failure can impact significantly on the ability to meet these
objectives. Maintenance contributes, in particular to the organizational objectives of profitability (economy of operation), agre e d
levels of service, and safety of consumers, the public, employees and the environment.
OBJECTIVES OF MAINTENANCE
Thomas [v] re p o rts that maintenance accounts for up to 40% of an org a n i z a t i o n ’s costs; this means that maintenance is a significant
consumer of human and financial re s o u rces in business. As maintenance is intended to assure asset capability, the purpose of
maintenance can be generally described as to assure the safety and profitability (or economy) of the host business. The role of
maintenance in preventing the consequences associated with asset failure, means that maintenance should be considered a vital
function within the business.
The objectives of the maintenance function must be complimentary to the objectives of the host business. For this re a s o n ,
maintenance objectives often emphasise attention to:
• Maintaining assets to a functional standard of performance such that they will achieve their desired capacity and availability
(assures required service levels and economy / profitability of operation);
• Safety of consumers, public, personnel and the environment;
• Meeting objectives of safety and capacity at a minimum total resource cost.
MEASURING BUSINESS PERFORMANCE
The outputs of business management are demonstrated in the model of Figure 1, derived from [vi]. This model shows business
management responding to a set of operational and environmental constraints to produce performance in terms of profit, risk and
cash flow. These outputs are considered to be both tangible and intangible. The financial performance of a business is considered
to be much easier to measure, while risk is less quantifiable.
Operational
Environment /
Constraints
Organisational
Management
PROFIT
Figure 1 - Influence of Organisational Management on Share Price
SHARE PRICE
A more detailed appraisal of business perf o rmance can be seen in the following list derived from work by Fre i b e rt [vii]. This list
considers business performance in terms of managerial performance and financial performance.
RISK
CASHFLOW
55

56
Managerial Performance Financial Performance
• Strategic Direction; • Return on Assets (ROA);
• Management Team; • Return on Equity (ROE);
• Leadership; • Capital Provision;
• Succession Planning; • Stock Price Performance;
• Employee Relations; • Book Value Performance;
• Innovation; • Dividend Payout;
• Board Relations; • Market Share.
• Investor Relations;
• Community Relations;
• Regulatory (statutory) Compliance;
• Risk Management.
It is argued that the managerial performance measures relate to risk, and are ultimately reflected in the financial performance of
the business. Risk management is part of the social responsibility of organizations, but is ultimately measured by the viability and
profitability of the business. Financial performance is a tangible outcome that reflects the true performance of business and one
against which the contribution of maintenance can be easily measured. Primary measures of financial perf o rmance for asset
intensive business are Return on Assets and Return on Equity. Calculations of these measures vary between sources. For the
purposes of this paper, these measures are defined as follows:
R e t u rn on Assets (ROA) - A ratio of the net income a business is able to earn with its total assets. ROA is calculated by dividing
operating profit by total assets.
Return on Equity (ROE) - A ratio of the net income a business is able to earn with its total shareholders' equity. ROE is calculated
by dividing operating profit by shareholders equity.
The calculation of ROA and ROE is demonstrated in the model of Figure 2, derived from Higgs [viii].
The model of Figure 2 shows the relationship between finances and ROA and ROE. The financial categories of Figure 2 are defined
as follows:
• C u rrent Assets a re assets of a business that are expected to be converted to cash, sold, or consumed during the norm a l
operating cycle of the business (normally one year) and include cash, receivables, and inventory including maintenance spares.
• Fixed Assets are assets such as plant and equipment, machinery and furniture and fittings.
• Total Assets are the entire assets of an organization and are calculated by the sum of Current Assets and Fixed Assets.
• Total Liabilities are what a business owes to others and includes wages and salaries payable, taxes payable, bank loans, etc.
• Shareholders Equity is the capital invested from shareholders and from retained profits and is equivalent to Total Assets
minus Total Liabilities.
• Sales Revenue is the income from all sales.
• Operating Cost is the sum of all costs associated with sales and includes raw materials, labor including maintenance labor
and materials.
• Operating Profit is profit before tax and is calculated by the difference between Sales Revenue and Operating Cost.
Current
Assets
(CA)
Fixed
Assets
(FA)
Total
Liabilities
(TL)
Sales
Revenue
(SR)
Operating
Costs
(OC)
TA=CA+FA
Total
Assets
(TA)
SE=TA-TL
Shareholders
Equity
(SE)
OP=SR-OC
Operating
Profit
(OP)
Figure 2 - Calculation of ROA and ROE
ROA=OP/TA
Return On
Assets
(ROA)
ROE=OP/SE
Return On
Equity
(ROE)

The financial perf o rmance of a medium sized manufacturing business is shown in the following example. The relevant financial
figures for the business are shown in Table 1. These figures are derived from the annual report of the business.
Category
Current Assets $ 167,988,152
Fixed Assets $ 476,610,000
Total Assets $ 644,598,152
Total Liabilities $ 215,241,494
Shareholder Equity $ 429,356,658
Sales Revenue $ 428,250,643
Operating Costs $ 406,728,737
Operating Profit $ 144,867,123
Table 1 -Financial Figures
The application of these figures to the model of Figure 2 is shown in Figure 3. This indicates current financial performance of the
business with an ROA of 3.34% and an ROE of 5.01%.
Current
Assets
$167,988,152
Fixed
Assets
$476,610,000
Total
Liabilities
$215,241,494
Sales
Revenue
428,250,643
Operating
Costs
$406,728,737
Total
Assets
$644,598,152
Shareholders
Equity
$429,356,658
Operating
Profit
$21,521,905
Figure 3 -Example Calculation of ROA and ROE
THE CONTRIBUTION OF MAINTENANCE
Return On
Assets (ROA)
3.34%
Return On
Equity (ROE)
5.01%
The cost and perf o rmance of maintenance contributes to the ROA and ROE. The degree of contribution of the maintenance function
to ROA and ROE can be explored by considering the influence of improvement in maintenance performance on ROA and ROE. The
model of Figure 4 shows how maintenance improvement initiatives can impact on ROA and ROE. This model shows the following
Operational and Financial benefits of maintenance improvement:
• Lower maintenance costs, reduce operating costs, and increase operating profit, ultimately increasing ROA and ROE. Every
dollar that is not spent on maintenance has a direct impact on increasing company profitability.
• Lower inventory costs decrease operating costs AND decrease assets increasing ROA and ROE. Every dollar reduction in
inventory has a multiple impact on increasing business profitability.
• Increased equipment uptime can lead to increased revenue, increasing gross profit and profit after tax.
• Reducing the incidents of undesirable equipment failure consequences and increasing inventory service levels can reduce
risk and lower insurance premiums (either external coverage or self insurance).
57

58
Analyse
Equipment
Failures
Improve
PM
Effectiveness
Improve
Inventory
Service Lvls
Reduce
Excessive
Inventory
Improve
Supplier
Performance
Figure 4 -Impact of Maintenance Improvement Initiatives on ROA and ROE
The quantification of maintenance improvement is considered in the following example. Moderate improvements in maintenance
p e rf o rmance are arbitrarily applied to the categories of Figure 4 in Table 2. The financial impact of these improvements is summarized
in Table 3. The figures from Table 3 are applied to the existing figures in Figure 3 on the following basis:
• Increased production is added to sales revenue;
• Labor cost reductions are deducted from operating costs;
• Material cost reductions are deducted from operating costs;
• Inventory reduction is deducted from current assets.
The results of these alterations are shown in the model of Figure 5. This shows a net increase of 24% and 25% in ROA and ROE
re s p e c t i v e l y. These figures re p resent a significant improvement in the business “bottom line”. To achieve equivalent impro v e m e n t s
through sales would require a 24% increase in sales ($104,046,875).
Operating Uptime Annual Cost / Recoverable Annual Savings
Income Loss
Losses due to downtime, quality and rate $428,250,643 1.00% $4,282,506
Labor Resource
Excessive Labor Resource Cost $ 8,266,670 10.00% $ 826,667
Overtime $ 827,000 10.00% $ 82,700
Material Resources
Excessive Maintenance Inventory $ 4,133,330 5.00% $ 206,667
Excessive Purchasing Transactions $ 125,000 4.00% $ 5,000
Reduce Number of Invoices $ 50,000 4.00% $ 2,000
Reduce Number of Payments $ 50,000 3.00% $ 1,500
Reduce Expediting Costs $ 25,000 25.00% $ 6,250
Overheads
Improve
Equipment
Design
Reduce
Failure
Impact
Reduce
Unplanned
Maintenance
Reduce
Unnecessary
Maintenance
Reduce
Materials
Inventory
Reduce
Procurement
Costs
Increase
Equipment
Uptime
Decrease
Labour
costs
Decrease
Insurance
Premiums
Decrease
Materials
Costs
Decrease
Operating
Costs
Annual Budget Over / Under Run $ 13,227,000 0.00% $ 0
Table 2 -Moderate Improvement in Maintenance Performance
Increase
Production
Output
Increase
Operating
Profit
Decrease
Asset
Initiative Impact Operational Benefit Financiall Benefit
Increase
ROA /
ROE

Current
Assets
$167,781,485
Fixed
Assets
$476,610,000
Total
Liabilities
$215,241,494
Sales
Revenue
$432,533,149
Operating
Costs
$405,773,620
CONCLUSION
Category Savings
Improved Uptime / Rate / Quality $ 4,282,506
Labor Cost Reductions $ 909,367
Materials Cost Reductions (15% Holding Costs) $ 45,750
Inventory Reduction $ 206,667
Overhead Reductions $ 0
Table 3 - Summary of Maintenance Improvement Initiatives
Figure 5 - Changes to ROA and ROE after maintenance improvement
The outputs of the maintenance function have a direct impact on the objectives of private and public organizations. Maintenance
particularly impacts the following objectives of asset intensive organizations:
• To operate profitably or economically;
• To provide desired or agreed levels of service;
• To operate safely in terms of consumers, the public and employees;
• To operate safely with regard to the environment.
The quantification of benefit to the business provided by maintenance can be considered to include tangible and intangible measure s .
When tangible, financial measures of business perf o rmance are considered, moderate improvements in maintenance eff e c t i v e n e s s
can be shown to impact significantly on the business “bottom line”. Quantifying maintenance improvement in terms of business
measures is an effective tool for demonstrating the power of maintenance improvement and the cost effectiveness of investment
in the maintenance function.
AUTHOR’S NOTE
Total
Assets
$644,391,485
Shareholders
Equity
$429,149,991
+ 24%
Operating
Profit
$26,759,529
Return On
Assets (ROA)
4.15%
Return On
Equity (ROE)
6.24%
P o rtions of the content of this paper are extracted from Central Queensland University (CQU) course notes “Establishing the
Maintenance Strategy” written by the Author. Permission of CQU to reproduce this portion in this paper is acknowledged.
REFERENCES
i Murray M et. al., Maintenance Engineering Society Of Australia Capability Assurance: A Generic Model of Maintenance, The
Maintenance Engineering Society Of Australia, 1995, Retrieved from http://www.mesa.org.au/engineering.html
ii Kay J, The Role of Business in Society (Inaugural Lecture, 3 February 1998), Retrieved from
http://www.johnkay.com/in_action/133
iii Hutton C, Corporate Citizenship, Retrieved from http://www.surrey.ac.uk/Education/ETGACE/ukworkshop-ChrisH.doc
iv Author Unknown, A World Leader in Mining, Retrieved from http://www.riotinto.com/about/default.asp
v Thomas C, Maintenance - A Business Centered Approach, Retrieved from http://www.plantmaintenance.com/articles/BCMaintenance.shtml
vi Author Unknown, Portfolio Theory, University of Adelaide School of Commerce, 2001, Retrieved from
http://jeeves.commerce.adelaide.edu.au/courses/bf2/slides/TOPIC6-2001.pdf
vii Freibert G, Evaluating the CEO, Western Banking Magazine, Western Independent Bankers, October/November 2000
viii Higgs J, The Economic Value of Inventory Improvement, Advent User Conference, August 2000
+ 24%
+ 25%
59

60
Moving From Reactive
To Proactive
W
Rod O’Conner
OneSteel, Australia
h e re do organisations start in terms of the journey of moving an organisation from one that is reactive to one that is
preventive, planned, predictive and proactive? Answer, at the start.
Dunn (n.d., p. 4) claims that this question is best answered as per a diagram by Ledet, from Dupont, part of which is shown in Figure 1.
Don’t Fix It
Fix it after
it breaks
Reactive
Fix it before
it breaks
Planned
Predict
Plan
Schedule
Coordinate
Cost Focuse
Don’t just fix
it, improve it
Proactive
Eliminate
Defects
Improve
Precision
Redesign
Value Focus
Federal
Behaviours
Strategic
Alignment (shared
vision)
Integration (Supply,
O p e r a t i o n s ,
M a r k e t i n g )
Differentiation
(System
Performance)
Alliances
Figure 1 Journey from reactive focused to reliability focused culture (from a diagram by Ledet, from Dupont)
The model nominates five (stable) domains in which manufacturing organisations may choose to either remain within one, or based
on their strategic business direction and organisational leadership, strive for maintenance excellence and move through the domains.
For example, some companies may choose to remain reactive. Blann (2003); and Dunn (n.d.) claim that this is certainly a stable
domain and one that has served many an organisation well for a long time and become the paradigm of good maintenance
performance. The maintenance department within these companies typically have a relationship with their operations department
which is one of “when you break it, we will fix it”. Themselves and others judge their effectiveness by how quickly they can re s p o n d .
Some would call this having a customer focus. They typically gear their organisational stru c t u res and management practices to
suit this responsiveness - i.e. given that they are reactive they:
• Carry lots of spares which are normally poorly controlled - i.e. held outside of the normal store’s inventory system in satellite
stores.
• Have no need for planners and schedulers - i.e. very little work is planned and/or scheduled.
• Discipline is poor in relation to work process flow - i.e. job initiation, assessment, prioritisation, detailing scopes of work, who
plans, etc.
• Information systems / CMMS would not be effectively utilised hence rendered (almost) useless for future analysis and
decision making purposes.
• Equipment maintenance plans would either not exist or be incomplete and not adhered to.
• Maintenance resource structures are top heavy in terms of labour allocation to address the first line / reactive work.
• Breakdowns take precedence over preventive / planned work which inevitably results in more breakdowns and the cycle
continues.
From a different perspective, if we were to put ourselves in the position of a tradesperson in a reactive domain there are a number
of personal incentives and behaviours associated with being in this domain, such as:
• I am personally rewarded - people need me to fix the plant and get it back on-line as soon as possible, albeit the repair may
only be a “band-aid” and exacerbate the situation.
• I am financially rewarded when I work overtime and am called-out.
• I am a highly skilled tradesperson (sic) in that I have to display all of my trade savvy to trouble shoot the breakdown and then
fix it.

• I am motivated and enthusiastic because I enjoy the variety and challenge associated with not knowing what (and when) I
will be working on next.
The reactive domain is very different from the next domain of planned. When you move into the planned maintenance phase there
is more of a focus on systems, pro c e d u res and rules. Put simply this domain re q u i res the rigour and discipline associated with
striving to understand plant and equipment condition so as to enable tasks be both planned and scheduled and then executed at a
time suitable to both maintenance and operations. One can appreciate, from the same trade person’s view, who may have lived in
the semi-chaos of a reactive environment for possibly all of his working life, how hard it would be to adjust to this planned domain.
The re w a rds and behaviours in the reactive domain disappear and are replaced with routine inspections, avoiding failures, no
surprises and no challenges. If you compare the reactive to the planned domain, it is not hard to envisage why initiating / leading
a change from one to the next is a very difficult task.
If organisations choose to continue on the journey and move on from the planned domain, re f e rring again to Figure 1, methodologies
such as Reliability Centred Maintenance (RCM), Business Centred Maintenance (BCM), Total Productive Maintenance (TPM), for
example, will need to be embraced if the journey is to pro g ress. These methodologies are based on teamwork and re l a t i o n s h i p s
and are absolutely vital to a reliability focused culture.
WHY CHANGE?
Reactive maintenance is typically characterised by practices such as run-to-failure, breakdown and emergency maintenance. Its
common characteristics are that it is unplanned and urgent. A more stringent view of reactive maintenance is work you didn't
foresee or plan to do on a Monday morning, but had to do before the next Monday.
The bottom line is reactive maintenance costs more - typically (and conservatively) between two and four times more than being
planned due to its inefficiencies, and levels in excess of 20-30% should be avoided.
WHERE TO START?
Maintenance management, as defined by Wi reman (1998, p. 1) is ‘the management of all assets owned by a company, based on
maximising the return on investment in the asset’. To realise this statement, one can appreciate that there is no single process that
will deliver the silver bullet that some seek to find and apply. Current maintenance best practice, as nominated in P ro p o s e d
Maintenance Definitions: E - Element (n.d.), specify that maintenance shall be doing all of the processes right - refer to Figure 2.
KEY PROCESS
Leadership
&
Organisation
Root Cause
Problem
Elimination
Planning
&
Scheduling
Figure 2. Key Processes - from figure “Assessment of element Current Best Practices (CBP)“
(Ref. - Proposed Maintenance Definitions: E - Element )
Upon reflection of the initial question of where to start on the journey to build re l i a b i l i t y, coupled with the above plethora of choices,
it is not difficult to understand the confusion faced with some (if not most) maintenance leaders and practitioners as to what
processes to focus on initially to deliver the maximum impact before moving on to the next area of focus, or whether they should
have all of the processes in working progress.
The objective of this paper will seek to discuss each of the key processes (excluding facilities, tools and workshops), depicted in
Figure 2, plus propose a strategic implementation of each of the key processes.
Through the above dot point, outline the relationships between each of the processes so as to raise an awareness of the value of
implementing the key process in a specific order.
MAINTENANCE PLAN / STRATEGY
Wireman (1998, p. 8) likens the structure of the key maintenance management processes to (building) a pyramid - refer to Figure 3.
Each of the key processes form building blocks within the pyramid. Within all constructions a solid foundation must first be in place
otherwise the structure will topple over. Once the foundation is laid the pyramid is constructed by completing one layer at a time.
Similarly all constructions require mortar to bind the construction.
Inventory &
Procurement
Skills
Development
Training
Preventive
Maintenance
Engineering
Interface
ORGANISATIONAL
LEADERSHIP
Work Flow
System
Stores
Management
Proactive
Maintenance
MAINTENANCE PLAN/STRATEGY
Information
Database
Technical
Database
Figure 3. Pyramid of key maintenance management processes (Wireman)
Engineering
Interface with
Maintenance
Facilities,
Tools, &
Workshops
61

62
The foundation of the maintenance management processes is the asset maintenance plan / strategy selection. Put simply, the
maintenance plan is similar to a car’s maintenance manual and is established to avoid, minimise and/or mitigate the amount of
preventable unplanned failures hence minimising the behaviours and practices associated with being reactive (which have been
discussed earlier). Or put another way, do the little things right and the big things will go away.
The maintenance strategy selection should directly reflect the maintenance objective, and hence the overall business plan. It should
seek to formally select the appropriate maintenance action and fre q u e n c y, categorised by disciplines - i.e. trades, operations,
contractor, etc to ensure equipment reliability meets the customer’s requirements in the most cost effective way. In most cases the
customer will be the operations department but this extends to include safety and environmental statutory authorities, quality
assurance standards, etc.
At our disposal are a number of maintenance actions for selection such as lubricate, inspect (look, listen, feel and smell), clean,
adjust, replace, overhaul, do nothing, monitor, etc to name just a few. The key to selecting the right action (and frequency) lies in:
• An understanding of the equipment’s criticality - i.e. the effects of the failure in terms of impact on downtime, product quality,
safety and environmental, etc.
• An understanding of the consequences of the failure in terms of a flow on affect - i.e. further damage to the equipment, safety
implications, etc.
• The varying pattern or frequency in which the item of equipment will fail.
For example, the strategy to do nothing / operate an item of equipment until it fails would be the correct strategy in the case of say
a light bulb given that the random pattern of failure is not predictable and there would be no effects or consequences as an outcome
of the failure. To explore this a bit further, if the light bulb was of a more critical nature for whatever reason, one can appreciate
that changing the light bulb based on fixed time - i.e. once a month for example, would not ensure its reliability. Coupled to this is
the effectiveness of the strategy - i.e. you would be both replacing a light bulb that most likely was still working and wasting labour
to change it. The solution here may still be to let it fail but to carry a spare so as to ensure its timely replacement.
To help in the selection of the correct maintenance action, we firstly must understand the different ways in which equipment can
fail. Figure 4 depicts the traditional wear out profile that most people would relate to (Moubray 1991, p. 11). In other words we buy
something new, we basically have a period of trouble free running and at some point in time it wears out and we replace it. Put
another way, this profile indicates that reliability is a function of age - i.e. the older it gets the more likely it is to fail. If this was
simply the case and through our extensive library of equipment history we could indicate the “when” then all we have to do is
p e rf o rm some kind of preventive (fixed time) maintenance such as overhaul or replace just before it fails. Altern a t i v e l y, if the eff e c t s
and/or consequences of the failure are negligible, then have a new one ready to install after it fails.
AGE
Figure 4. Traditional wear out failure profile
In reality, studies completed on civil aircraft showed that only 2% of items typically fit the pattern of wear out / age related failures
as depicted in Figure 4. This pattern of failure is more predominant both where equipment comes into direct contact with the pro d u c t
- examples include; coal chutes, hopper liners, crushers, furnace refractories, screw conveyors, etc and in the marine field where
age related failures are associated with fatigue and corrosion. In the case of the later, age related failures can account for up to
17% of failures.
Figure 5 depicts the reality of what actually happens in terms of conditional probability of equipment failure patterns as a function
of operating age for a variety of mechanical and electrical items (Moubray 1991, p. 12).
A
B
C
D
E
F
X
Figure 5. Failure profiles (Moubray 1991, p. 12)
FIGURE 2
FIGURE 3

1. Pattern A is the well known bath tub curve. It begins with a high incidence of failure, known as infant mortality, followed by a
constant or gradually increasing failure rate, then a wear-out zone.
2. Pattern B shows constant or slowly increasing failure probability, ending in a wear-out zone.
3. Pattern C shows slowly increasing probability of failure, but there is no identifiable wear-out age.
4. Pattern D shows low failure probability when the item is new then a rapid increase to a constant level.
5. Pattern E shows a constant probability of failure at all ages - random failure.
6. Pattern F starts with high infant mortality, which drops to a constant or very slowly increasing failure probability. (Moubray
1991, pp. 12 to 13).
Put another way, the patterns of failure as depicted in Figure 5 indicate that all failures are either age related or non-age related.
AGE RELATED FAILURES
Referring to Figure 5, patterns A, B and C depicts the age related failure patterns - i.e. the probability of failure increases, as the
item gets older. For patterns A and B in part i c u l a r, they will reach a point called the wear out zone where the conditional pro b a b i l i t y
of failure will rapidly increase. Pattern C however is more difficult to predict given the steady increase in probability of failure.
In theory, all age related failure patterns display a point in which there is an increase in the conditional probability of failure. It was
in the past assumed there f o re that just before this point that maintenance should intervene and apply the appropriate fixed time
action to either overhaul the equipment or replace components so as to prevent or minimise the consequences of the failure.
The key to selecting fixed time maintenance lay in reliable historical maintenance re c o rds. To this end one can appreciate that
selecting fixed time maintenance for new equipment and/or in organisations that are reactive would (almost) be impossible.
If we take a minute to reflect back on the effectiveness of changing a light bulb based on fixed time. The same learning can be
applied to the paradigm of thinking that suggests performing some kind of fixed time preventive maintenance such as scheduled
overhauls, scheduled replacement of items, intrusive inspections of equipment, etc will ensure cost effective plant and equipment
reliability. Put simply this is folly if there is no dominant age-related failure mode. In reality, performing fixed time maintenance can
(and will) actually increase the overall failure rates by introducing infant mortality (this will be discussed further at a later time in
the paper) into an item that basically may have had nothing wrong with it. To coin an old phrase, “if it ain’t broke, don’t fix it”.
NON-AGE RELATED FAILURES
Referring (again) to Figure 5, patterns D, E and F depicts that the majority of equipment conforms to these failure modes and more
importantly have no correlation as a function of age (excluding an initial period for D and F). In actual fact the data suggests that
the majority of equipment either:
1. Fails prematurely - i.e. infant mortality or
2. Fails randomly - i.e. failures occur randomly throughout the life of the equipment.
Generally speaking, these failure patterns are representative of complex items. For example, electronic, pneumatic and hydraulic
equipment, which would more likely conform to the failure patterns of E and F, and rolling element bearings which would conform
to pattern E. Based on the above data, the best way to combat these type of failures is:
1. In the case of failure patterns E and F: improved design, better storage practices, more rigour and discipline around shut
down and start up practices, less intrusive maintenance, improved operations, improved workmanship (alignment and
balancing practices, training, information, motivation, etc).
2. In the case of equipment that fails randomly: perform predictive maintenance / condition monitor.
B e f o re discussing the diff e rent condition monitoring techniques at our disposal, we need to further explore the fact that a lot of
items do not fail instantaneously. In actual fact the onset of failure, depending on the equipment, operating conditions, etc, can
actually develop and take years, months, weeks, days, etc until the item actually fails. Based on this, the objective is to select the
most cost effective monitoring frequency (and technique) which will enable a reasonable lead time to take action.
Let us use the example of a rolling ball bearing: The initial point at which the bearing starts to fail may not be detectable. It is at
some stage after this that the impending failure of the bearing will become detectable. It is the period between this point of potential
failure and the actual failure of the bearing, identified as point F, that enable action be taken. This period, in which the impending
failure usually deteriorates at an accelerating rate, is known as the P-F interval.
As discussed earlier, the P-F interval can vary quite considerably for diff e rent equipment, which is a key consideration when
determining the monitoring frequency. Generally speaking though, Moubray (1991, p. 119) suggests that the monitoring frequency
should be half of the P-F interval. In most cases this will be sufficient to enable enough time to take action to avoid the impending
failure, once the potential failure has been detected.
One other factor to consider is the lead time requirement to take action. This time is influenced by factors that include; lead time to
procure parts, organise labour, access time to equipment, to name just a few.
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CONDITION MONITORING TECHNIQUES
Items can take years, months, weeks, days, etc to fail once the onset of failure starts. It is during this period of decay that physical
conditions within the equipment will change and this change will become detectable during the P-F interval. Condition based
(predictive) maintenance is the process by which we seek to identify this change in condition/s so as to enable action to be taken
to prevent the failure and/or avoid the consequences. Examples of change in equipment condition include:
• Vibrations indicating imminent bearing failure.
• Wear particles in oil indicating imminent bearing, gear, engine, etc failure.
• Hot spots within an electrical connection indicating poor connection.
• Metal / wear surfaces becoming thin indicating wear, corrosion, etc.
• Cracks in welded connections indicating imminent failure due to fatigue.
• The list goes on.
The benefits of predictive maintenance is that it is normally perf o rmed on-line - i.e. whilst the equipment is either running or stopped
but left in situ. The key here is that predictive maintenance is usually very efficient, from a timing perspective, but more importantly
is non-intrusive hence minimising the reliability issues associated with infant mortality.
The four main categories of condition monitoring include; human senses (look, listen, feel and smell), condition monitoring techniques
(oil analysis, vibration analysis, etc), variations in equipment running conditions (speed, flow rate, pre s s u re, temperature, power,
current, etc) and variations in product quality.
It is not the intent to go into any great depth and discuss the hundreds of diff e rent condition monitoring techniques associated within
each of the main categories. The objective here is to raise an overall awareness of their existence and the fact that each present
their own advantages and disadvantages, which should be taken into consideration when selecting.
WORK FLOW SYSTEM
Once the foundation has been laid in terms of establishing the asset maintenance plans, referring to Figure 3, the next layer within
the pyramid of key maintenance management processes is ready for construction.
At a glance it seems difficult to ascertain which of the key processes to establish next or whether they should all be progressed in
parallel. Although there will be many a good debate proclaiming the importance of progressing all of the key processes (within the
second layer) at the same time, it is strongly recommended that the initial focus be on establishing a work flow system, and support i n g
planning and re s o u rce stru c t u re, as this is key to the success of the journ e y. The importance of the work flow system will (hopefully)
become obvious throughout this section and the remaining key processes will be discussed in order of priority.
As stated earlier, the successful implementation of the maintenance plans will realise a reduction in the reactive work. The only
way that this will happen however is if the maintenance plans are completed on time - i.e. schedule compliance in excess of 90%,
and completed properly. In what seems like a vicious circle, if the maintenance plans are completed, which in itself will be a huge
addition in terms of workload, this will create further work identified through formal time based inspections, condition monitoring
p rograms, etc. To make matters worse, initially there will be a huge bow wave of additional work given that the equipment will have
deteriorated, due to the past reactiveness of the organisation, and will need to be brought back up to a standard.
All of the upfront eff o rt (and hence money) in establishing the maintenance plans will count for little, hence realising minimal
i m p rovements in terms of re l i a b i l i t y, if the sum total of the additional workload is not managed and actioned in a disciplined and
pragmatic approach and in line with budget constraints.
For example, a preventive / time based monthly inspection requests a tradesperson inspect a gearbox for oil leaks. He completes
his inspection route and diligently raises a request for work to replace an identified leaking oil seal (at a later date). If there is no
work flow system in place to accommodate this additional work then the request will most likely sit un-actioned until the next time
that this inspection is due. How many times will the same tradesperson diligently complete further monthly inspections and raise
further requests for work if he sees no action time and again? As a result, not only will the tradespeople (and others) place very
little value in the maintenance plans, the worst case scenario is that the gearbox will ultimately fail due to no oil, ingress of dirt, etc
and the very thing that was set out to be achieved - i.e. increased reliability, reduction in reactive work, etc, will not be realised.
JOB
ORIGINATION
JOB
PLANNING
JOB
SCHEDULING
JOB
ALLOCATION
Figure 6 Work flow process (Kelly 1999b, p. 1 to 6)
JOB
EXECUTION &
CONTROL
REPORTING

Kelly (1999b, p. 3 to 9) suggests that the key to managing the additional workload, identified from the maintenance plans, is by being
both:
• Effective in prioritising the list of outstanding work. Put another way, this is about how effective the maintenance department
is in terms of deliverables of the maintenance strategy and providing plant reliability.
• Pre-planning and executing the work in the most cost effective way. Again, put another way, this is about the maintenance
department’s organisational efficiency.
Going back to the above example of replacing the leaking seal within the gearbox or as another example replacing a bearing or oil
as a result of the condition monitoring programs, Wireman (1990) suggests that these jobs can only be completed in the most cost
effective and efficient manner by completing the steps depicted in the work flow diagram of Figure 6 (Kelly 1999b, p. 1-6).
From the above is becomes obvious that the work flow system encompasses a number of steps and is not just about planning and
scheduling.
WORK PLANNING AND RESOURCE STRUCTURE
As stated earlier, the overall objective in the pre-planning and execution of all work is to ensure that all work is handled in the most
cost effective and efficient manner. To realise this objective the design of both the work planning system and resource structure
should be aligned so as to match the different levels of work. Kelly and Riddell (2000, pp. 1-16 to 1-17) categorises all work into the
following three levels:
1. First line - usually follows the production operating pattern and its characteristics are that it is typically reactive and
maintenance is required to (and should) respond quickly. This work should be resourced accordingly in terms of numbers,
locations and shifts. For example, utilising shift trades as opposed to relying on call-ins (Kelly and Riddell 2000, p. 2-22).
Similarly the work planning system’s centre of gravity should be aligned to this resource structure - i.e. the shift tradespeople
/ shift supervisor should organise all necessary materials and information to enable a quick response to this work (Kelly
1999b, pp. 1-7 to 1-11).
2. Second line - work that has a longer lead time and can usually be held over to weekday shuts, weekends, etc. The work
planning system’s centre of gravity should be aligned to a dedicated planner/s (Kelly 1999b, pp. 1-11 to 1-12). One reason for
having dedicated planners is simply that it will increase the productivity (spanner time) of the trades by having the work
planned and ready prior to execution. Peters (2003b, pp. 21 to 22) claims that the typical spanner time of trades in a reactive /
unplanned environment is in the order of 30% to 40% (of an 8 hour day). Similarly the resource structure should be aligned so
that the dedicated trades group only execute the second line work (Kelly and Riddell 2000, pp. 2-22 to 2-23). One of the pit falls
of not being disciplined in relation to alignment of the different levels of work is that resources, both planners and trades, will
naturally want to gravitate back toward executing the reactive work and the organisation will continue in the downward spiral
of reacting as opposed to preventing the reactive work.
3. Third line - work that is required to be carried out during major and/or full plant shuts such an annual Christmas campaigns,
etc. The third line work planning system’s centre of gravity, like the second line work, should be aligned to a dedicated
planner/s (Kelly 1999b, pp. 2-5 to 2-6). In saying this, the duration of shuts, size and type of work, etc will determine the need
for a dedicated planner/s as opposed to the second line planner/s planning the third line work. The resource structure for the
third line work would again depend on several factors such as timing (total plant shutdown as opposed to sections of the
plant), duration of shuts, resources required (numbers, skills requirements), etc but in the main both the first and second line
resources should be utilised and (if applicable) topped up via the use of contractors (Kelly and Riddell 2000, p. 2-23).
INFORMATION DATA BASE / CMMS
The information data base is the plant asset hierarchical library where all information should reside. Kelly (1999b, pp. 6-6 to 6-9)
nominates that this information is inclusive of the following:
• Manufacturers details (through Bills of Materials (BOM’s)).
• History of all work performed.
• Failure analysis data.
• Cost to maintain.
• Maintenance plan / schedule.
• Spares.
• Documentation - i.e. isolation plans, work instructions, drawings, etc.
• Maintenance measures (MM’s) / Key Performance Indicators (KPI’s).
A complete and accurate information data base increases the efficiency of planning and scheduling all work. The information data
base exists whether or not organisations choose to invest in a computerised maintenance management system (CMMS). The
objective of a CMMS is, put simply, the tool in which to transport each of the above functions so as to increase both the org a n i s a t i o n a l
effectiveness and efficiency (Kelly 1999b, p. 8 -15).
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The information data base resides at the various levels within the process hierarchical library. For example, it can be appreciated
how a tradesperson and planner would re q u i re the manufacture r ’s details when ordering the electric motor’s bearing. Altern a t i v e l y,
the collection of all history of work perf o rmed and the cost of maintaining the process should reside no further down than the electric
motor’s level given the benefits in tracking this information at the part’s level is a waste of time.
As stated earlier, the CMMS is utilised as the tool to increase both the organisational efficiency and effectiveness by facilitating
the collection, processing and analysis of the data. In terms of increased organisational eff i c i e n c y, this could be achieved for
example by linking the stores and purchasing functions when drilling down through the BOM to find and hence order the electric
motor or bearing either out of store stock or to purchase externally, and then the automatic initiation to replenish the store stocked
item.
In terms of increased organisational effectiveness, similarly the CMMS ‘s work order system should enable all history of work
performed and the costs associated with maintaining be housed and made easy to retrieve at the electric motor level. The CMMS
can then enable for example a Pareto analysis so as to identify a top five in terms of high costs and/or poor reliability. Put another
way, it enables the identification of the 20% of all (say) motors that create 80% of the issues - i.e. the 80/20 rule. This information
can then be utilised as the basis for a dedicated re s o u rce, such as a reliability engineer, to establish root cause and hence pre s c r i b e
a solution. This example of proactive maintenance, in which the establishment of root cause leads to a change in the way in which
the equipment is designed, operated, maintained or any combination of the three, relies heavily on accurate data. Based on this
and in relation to the pyramid of key maintenance management processes, it is obvious as to why proactive maintenance (which
will be discussed later) resides at the third level within the pyramid.
The information data base is a live and dynamic work in progress and there is no end to the amount of times that the data base will
be updated over the life of the plant / process. In other words, as work is completed by the trades (and others) on a daily basis,
when new equipment is installed and conversely old equipment removed, when maintenance plans are revised to (say) re f l e c t
proactive maintenance, etc so too should the data base be revised to reflect the changes.
The benefits of an accurate and dynamic information data base not only aids in the planning and scheduling of all work, it also plays
an integral role in supporting and development of the future key maintenance management processes (within the pyramid).
Specifically information will be used in the following areas (and will be discussed further at a later time):
• Proactive maintenance (as already touched on).
• To justify approval of capital expenditures.
• For zero based budgeting and/or historical budgeting.
• To justify the purchase of the most reliable and possibly the more expensive equipment as opposed to the cheapest.
• In terms of financial optimisation so as to establish the true cost of manufacturing (life cycle costing).
• Inventory and procurement.
• The list goes on.
INVENTORY AND PROCUREMENT
Reality check! Let us assume the following scenario:
Suppose that maintenance plans have been developed for one of the more critical processes within the plant, be it from a business
and/or bottleneck perspective, or maybe maintenance plans have been developed for just one or two critical pieces of equipment
within the process, or maybe for the whole plant - whatever. An ongoing acceptable level of compliance to the maintenance plan’s
schedule is being achieved - i.e. in excess of 70% (and climbing). The amount of work being planned and scheduled each week is
increasing and the work flow system is being adhered to. Collection of information into the data base is off and running albeit most
of the trades people, team leaders / leading hands and some of the supervisors are still confused with what is history and what is
shift log reporting. All in all though, there is an underlying appreciation within the organisation that things are improving due to an
i n c rease in uptime and a reduction in the amount of breakdowns and call-ins being experienced. This whole new concept may
actually be working.
With nothing else better to do it seems like an opportune time to address the issues associated with inventory and procurement.
Time to roll up the sleeves as this will be an uphill battle all the way given there are no gains to be made here, just ask anyone!
The trades people will tell you that they cannot give up their satellite stores and hand back responsibility to the stores people
because they can never get it right - i.e. every time the trades people go to the store to get something out it is never there, even
though the CMMS indicates there is two in stock. None of the trades people will ever admit to taking stock out of the store and not
booking it out so it must be the store’s fault, hence the need to carry satellite stores. The trades people know that satellite stores
leads to the following but it is still a better option than handing back responsibility to the store:
• Duplication of parts.
• Un-controlled condition of parts - i.e. not fit for use due to poor storage practices such as allowing shelf life to expire, etc.
• Parts are not automatically flagged for reorder when used.
• The list goes on.

What about the stores department? For the past several years they have been engaged in an improvement initiative of driving down
inventory to benchmark levels comparable with world class organisations. Their key driver for improvement being that typically the
value of the spare parts held is equivalent to 25 - 50% of the annual maintenance budget (Moore 1999, p. 126). In addition, it is
estimated that it costs a further 30% to carry the spares (floor space, labour, insurances, etc). The stores department may or may
not understand that reactive organisations need to keep lots of spares, estimated to be a further 20% of world class organisations,
to enable a quick response and hence avoid a potential more costly (to the business) loss of plant downtime. Now maintenance,
whom the store’s department do not report to, wants to fill up the store with all of the parts that has appeared from nowhere and
undo all of the good work of the past several years. The vicious spiral of conflicting KPI’s is alive and well.
If both departments were to take a step back from their respective narrow focused drivers and behaviours and assess their value
add to the business, guided by consensus management for the betterment of the overall business, they would realise that in essence
they are both working toward the same business goals.
The objective of the store’s department should be to provide a service to the maintenance (and operations) department and run the
store as a store should be run - i.e. clean, tidy, tightly controlled and well organised. It should stock the right amount of inventory
levels, as determined by the maintenance department, to minimise and/or mitigate the more costly risks associated with ultimately
stopping the plant and/or processes due to lack of spares. Given that inventory generally represents capital that does not generate
a return, the emphasis here being on the right amount, similar to the story of goldilocks and the three bears, not too many, not too
few, but just the right amount.
If the maintenance department are to set the right inventory levels, which would have been completed during the maintenance plan
/ strategy stage, then they need to be out of the reactive mode of the past, hence the timing is now right, in terms of the journey.
They need to now work with the stores department and together trend inventory levels down as a strategic function of plant re l i a b i l i t y.
This process of improvement, like all of the key maintenance processes, will be ongoing and only sustainable if key improvements
are locked in.
PROACTIVE MAINTENANCE
The next (and third) layer within the pyramid of key maintenance management processes is now ready for construction, referring
to Figure 3. This layer within the pyramid takes on a new approach in terms of reliability as opposed to the previous two layers. All
work associated with the first two layers is related to basically “fixing it before it breaks”, as depicted by the “planned” domain in
Figure 1.
The focus on the “planned” domain, and without trying to over-simplify it, is about both preventing and/or detecting failures and
then having a system in place to handle the resulting work.
The third layer within the pyramid, again referring to Figure 3, builds on from the foundation work of the first two layers and takes
the focus of reliability to the next level of “don’t just fix it, improve it”, or put another way, seeks to eliminate (altogether) and/or
p rolong the onset of failures. Referring again to Figure 1, this focus on improvement is depicted by the (next) domain of “pro a c t i v e ” .
The organisational culture within the proactive domain is one in which failures are viewed as losses to the overall business hence
root cause is aggressively pursued with a view to eliminating these losses, based on a prioritised approach. In conjunction with
this, the various predictive technologies are also utilised to extend equipment life. These organisations know that reliability is a
function of the way in which the equipment is designed, maintained and operated (or any combination of the three) and seek to
work across these boundaries to improve re l i a b i l i t y. The overall prize / gains to the business are reduced cost of manufacture
(sometimes offset by an increase in maintenance spend). It should be noted however that for the purposes of this paper, it is the
intent to limit the boundaries of the proactive domain to within the key maintenance processes - i.e. maintenance practices and the
engineering department interface.
Proactive maintenance practices include the following:
• Root cause failure analysis (RCFA).
• Precision alignment and balancing.
• Correct start up and shut down practices.
• Lubrication practices.
TRAINING
Training of the maintenance personnel is similar to the preceding key maintenance management processes in that it is an ongoing
and dynamic process. It goes without saying that given the focus on re l i a b i l i t y, training of all personnel within the maintenance
department is a necessity. One can appreciate for example:
• The change required in terms of up-skilling the maintenance trades in the way in which they are now required to perform
their work. Gone are the band-aid repairs of the past reactive world, replaced with the preventative, predictive and proactive
maintenance practices of the future such as laser alignment, balancing of rotating equipment, vibration analysis, oil analysis,
performing regular inspections, the list goes on.
• The requirement to train the maintenance planners in areas such as planning, scheduling, the CMMS, etc.
• The requirement to train supervisors, reliability engineers and middle management in the different (applicable) reliability
functions of the future - i.e. maintenance control (leading and lagging indicators), Root Cause Failure Analysis (RCFA),
Reliability Centred Maintenance (RCM), Total Productive Maintenance (TPM), Kaizen, Six Sigma, to name but a few.
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A key objective in being successful in the aspect of training lies in:
1. The targeted audience.
2. The process of training in itself.
Targeted Audience
As the two sayings go, jack of all trades, master of none and use it, or loose it. These two sayings pretty much sum up the objective
in terms of pitching the training to a targeted audience. Too often there is a mismatch between the targeted audience and the training
content. When this happens, the learning’s and skills development will be forgotten and/or never fully acquired given that they will
not be put into everyday use in the work environment.
The above point is why training of the maintenance personnel sits at the third level within the pyramid of key maintenance pro c e s s e s .
Put another way, until the organisation is out of the reactive mode, there will not be a clear understanding as to whom should be
trained and in which specific areas, coupled with re q u i rements to close the gap between actual skills, and skills re q u i red, to perf o rm
the different tasks more effectively and efficiently.
To further emphasise this point, organisations that are reactive need to train more people in more areas as opposed to refining the
training to a specific group/s - i.e. planners, supervisors, tradespeople, etc. The logic here is similar to the point made earlier with
re g a rd to reactive organisations needing to carry lots of spares. In both cases, the bottom line is that it is their only way of ensuring
a quick response, hence just another example of why (statistically) reactive maintenance costs more than planned maintenance.
The Training Process
When the words educating, training and/or learning are mentioned, most people would conjure up thoughts of sitting in a classro o m ,
attending lectures and/or “cramming” for an examination at the end of the course. The level of retention, once the exam is completed,
will vary from individual to individual, but in most cases the majority of what has been taught will be forgotten if there is no process
to firstly put into practice the new learnings and then secondly apply them in the work environment where they can be furt h e r
enhanced over time.
To further explore the frame work for an effective training program, Moore (1999, p. 339) suggests the following steps are a
recommended breakdown for a successful process of learning:
• The setting of clear objectives in terms of the outcomes of the training program. This should be a “win, win” situation for both
the person being trained and the organisation. Too often training programs are only a means for the trades (and others) to
progress through their levels and attract further financial benefits with the learning’s never fully realised.
• Receiving instruction in a classroom environment, with course notes, and then a test at the end of the course so as to verify
that the set objective has been achieved.
• A workshop practice session whereby the learning’s can be applied in a situation so as to ensure a level of proficiency prior
to it being used in the environment of the work place.
• The application of the learning’s on a regular basis so as to refine the skills.
• Refresher training (if applicable) - i.e. for example to meet statutory requirements, etc.
ENGINEERING / MAINTENANCE INTERFACE
The interface between engineering and maintenance sits at the top level of the pyramid of key maintenance management pro c e s s e s .
The logic behind this is quite simple in that maintenance cannot expect, or more strongly, specify that the engineering department
be in order if they (maintenance) are not. Put another way, maintenance needs to firstly be effective and efficient in maintaining
plant and equipment, which includes the ongoing collection of accurate data, so as to justify future decisions at the pre l i m i n a ry
design stage. Kelly (1999a, p. 2-8) specifies that this would include data such as:
• The true cost of maintaining a unit of equipment - i.e. all materials and labour (including contract labour).
• Plant reliability data - i.e. a measure of the time that equipment is available to operate at the rated capacity whilst repeatedly
yielding the same results. Measures would include: uptime / downtime, Mean Time Between Failures (MTBF), etc.
• Plant maintainability data - i.e. a function of the design of the plant and equipment so as to minimise the time it takes to carry
out maintenance, factoring issues such as time, effort and skill. Measures would include: Mean Time to Repair Failures
(MTTR), spares carried, etc.
If the maintenance department does not have the rigour and discipline to hence display accurate data such as the above, then how
can they expect engineering, or the organisation, to support the purchase of anything but the lowest cost option?
The relationship between engineering and maintenance there f o re needs to be viewed similarly to the relationship between the
stores and the maintenance department (discussed earlier) in that it needs to have a higher level focus rather than a departmental
focus. The relationship should be one in which the design, pro c u rement, installation and commissioning of new plant and equipment
is viewed, and hence measured, as a function of reliability and maintainability, with the overall objective being the most economical
plant and equipment to maintain (and hence produce) over its life - i.e. life cycle costing.
For this to happen however, the way in which most engineering departments operate, as the majority of maintenance personnel can
relate to, must change. In other words, most maintenance personnel can relate to becoming involved in projects when most of the
p re l i m i n a ry decisions have been made and then being told it is too late for changes to be made - too late in terms of not budgeted for.

If a change is to be made in the way in which future projects are to be delivered, then this will only happen if it is lead by the
maintenance department. Simple reason being that it is in their interest, given that they will always be left “carrying the can” if they
don’t. Besides, who else is going to do it?
Designing For Plant Reliability and Maintainability
The reliability and maintainability of new plant and equipment over its life is influenced by the way in which it is initially designed,
p ro c u red, installed and commissioned. Based on this statement, maintenance needs to raise an overall awareness of design re l i a b i l i t y
and maintainability practices by way of set objectives, specifications, supervision / a verification process to combat poor practices.
For example, infant mortality affects up to 68% of all new and overhauled equipment. Therefore, one way to combat these early life
failures would be to both specify a tolerance and then request a verification of actual settings, post installation. Another way may
be to specify that for all nominated critical equipment, the permanent maintenance employees will either install and/or supervise
installation.
ORGANISATIONAL LEADERSHIP
As mortar is essential in binding the building blocks within constructions, so to organisational leadership is required to bind all of
the preceding key maintenance management processes, represented within the pyramid of Figure 3. Without leadership to drive
the transition of change, improvement within the maintenance organisation will not succeed and re v e rt back to its past re a c t i v e n e s s ,
just like within the construction process, whereby without the mortar, the pyramid’s blocks will crumble and fall.
M o o re (2003a) nominates that the following steps, if adhered to, will enable the effective leader to lead the transition of change
through each of the key maintenance management processes and deliver the benefits of improved reliability at reduced costs.
The key steps in leading change are:
1. Understand the difference between leadership and management.
2. Articulate a compelling reason for change.
3. Clearly communicate the strategy for achieving the change and the goals desired.
4. Involve the employees in the process.
5. Measure the results.
6. Stabilise the change.
7. Repeat the process from step 2 over and over (for each of the key maintenance management processes).
BIBLIOGRAPHY
1. Blann, D. 2003, ‘Reliability as a Strategic Initiative to Improve Manufacturing Capacity, Throughput and Profitability’,
Maintenance Journal, vol. 16, no. 2, pp. 4 - 11.
2. Dunn, S. n.d., Moving from a Repair-focused to a Reliability-focused Culture,
3. www.reliabilityweb.com/excerpts/excerpts/Repair_to_Reliability_Culture.pdf (accessed May 2003).
4. Kelly, A. 1999a, 63516 Establishing the Maintenance Strategy: Study Guide, Central Queensland University, Rockhampton.
5. Kelly, A. 1999b, 63518 Maintenance Systems and Documentation: Study Guide, Central Queensland University, Rockhampton.
6. Kelly, A. & Riddell, H. 2000, 63517 Maintenance Organisation: Study Guide, Central Queensland University, Rockhampton.
7. Moore, R. 1999, Making Common Sense Common Practice: Models for Manufacturing Excellence, Gulf Publishing Company,
Houston, Texas.
8. Moore, R. 2003a, Managing Change, www.highbeam.com/library/doc3.asp?docid=1G1:100543313 (accessed 21 July 2004).
9. Moubray, J. 1991, Reliability-centred Maintenance, Butterworth-Heinemann Ltd, Oxford.
10.Peters, R. 2003a, ‘Maximizing Maintenance Operations for Profit Optimization: The Journey to Maintenance Excellence’,
Maintenance Journal, vol. 16, no. 1, pp. 66 - 71.
11.Peters, R. 2003b, ‘Measuring Overall Craft Effectiveness (OCE)’, Maintenance Journal, vol. 16, no. 3, pp. 16 - 30.
12.Proposed Maintenance Definitions: C - Component n.d., www.idcon.com/reliability/definitionC.htm# (accessed 10 September
2003).
13.Proposed Maintenance Definitions: E - Element n.d., www.idcon.com/reliability/definitionE.htm# (accessed 9 September 2003).
14.Wireman, T. 1990, World Class Maintenance Management, Industrial Press, New York.
15.Wireman, T. 1998, Developing Performance Indicators for Managing Maintenance, Industrial Press, New York.
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m a i n t e n a n news c e
Asset Management System Software
Asset Performance Tools include the following:
Asset Performance Tools (Aptools) software is now available through Sydney based Apt Group.
The UK developed Aptools is a flexible software tool that helps asset managers plan optimum maintenance strategies
for all types of assets.
The software provides solutions based on fact and scientific calculation rather than subjective judgment. It will
optimise the associated costs and risks, using incomplete data if necessary, and range-estimates can be used to test
data sensitivity.
The software has the versatility to cope with any maintenance task individually or as a ‘bundle’ of activities. A p t o o l s
can used as stand-a lone or form a part of your ERP system.
Aptools Modules Comprise:
Apt-Lifespan: Determine the best life cycle for assets; justifies costs and benefits of alternative replacement,
refurbishment and maintenance options.
Apt-Project: Determine the variability of projects; Cost/benefit/risk screening & prioritizing of proposals,
modifications, projects, safety, process or procedure changes.
Apt-Maintenance: Calculate maintenance intervals, deterioration management, reliability, performance and lifespan.
Apt-Inspection: Calculate the best inspection, monitoring or test intervals and quantify the economics of riskbased
inspection methods.
Apt-Schedule: Optimise work content planning, shutdown scheduling frequencies, Identify cost/Risk/Pe r f o r m a n c e
plus impact and analysis of shuts, repairs & construction.
Apt-Spares & Stock: Justify min/max levels, re-order jit. Compare vendors plus evaluate pooling options.
Apt Te ch n o l o gy P/L Contact Ian Jones (0411193090) Tel: 02 9318 0656 Fax: 02 9318 0776 ianj@aptgroup. c o m . a u
Maintenance Management Module for Pocket PC Aimed at Hospitals
MicroMain Corporation has released MicroMain xmMOBILE for Healthcare, a software module allowing
hospital technicians to utilize Pocket PCs for their maintenance tasks and inspections. This add-on module is used
with MicroMain XM for Healthcare, a computerized maintenance management system (CMMS) developed
specifically for hospitals and healthcare environments.
xmMOBILE for Healthcare can be used with a bar code scanner and supports a wide range of handheld devices
using the Pocket PC operating system.
Maintenance technicians in a hospital’s facilities department and biomedical equipment technicians in a hospital’s
clinical engineering department will both benefit from the xmMOBILE for Healthcare module. Using this module
with their Pocket PCs, technicians will easily access work orders, complete the tasks or inspections, enter pertinent
comments, and update the data at the point of work performance on the hospital floor. At the end of their work
shifts, the technicians upload their data into the main database, which generates reports used for regulatory
agencies, such as JCAHO.
Once hospital technicians upload their data from xmMOBILE, equipment risk assessment is associated with the
work order in the main database. MicroMain XM for Healthcare allows each hospital to determine and assign
maintenance tasks based on equipment risk assessment a numerical classification based on factors such as
equipment function, maintenance requirements, and consequence of equipment failure to patient care.
Risk assessment is particularly important for clinical engineering equipment, which includes ventilators,
defibrillators, cardiovascular machines, X-ray equipment, and nuclear magnetic resonance equipment. Biomedical
equipment technicians install, inspect, service and repair this type of equipment. With xmMOBILE for Po c k e t
PC, the technicians can complete their work faster and increase accuracy with electronic transmission of data.
Rockwell Automation motor repair for all makes
As a result of a major expansion to its existing motor repair capabilities, Rockwell Automation A u s t r a l i a ’s
Remanufacturing Centre is now servicing AC, DC and servo motors of all brands. Based at the Rockwell A u t o m a t i o n
Australia headquarters in Melbourne, the remanufacturing centre is a hub for the company’s 26-strong nationwide
distributor network--technical repair expertise for even the most remote locations.

Since the commencement of its 25 year history, the remanufacturing centre has been recognised as a centre of
excellence for the repair and maintenance of Allen-Bradley and Reliance products. “Customers have been relying
on us for this type of service for years,” said Chris Baker, Rockwell Automation Australia Asset Management
Business Manager. “By leveraging our established capabilities and associations with local and international technical
service providers, we can now offer the same level of service and support on all AC, DC and servo motors.”
According to Baker, 17 technical and logistics experts are on-hand, and dedicated to providing a high level of
support for repairable assets. “The distributor provides the key customer contact,” said Baker. “The remanufacturing
centre provides an important resource that each distributor can offer its customers.” An ISO 9001/2000 certified
f a c i l i t y, the remanufacturing centre does more than just reduce maintenance costs. It provides fast turnaround
inclusive of a 12-month warranty agreement for all repaired products.
“Through growth and diversification, we now have this capacity to service non-Rockwell brands. We’re hoping to
ease the burden on our customers by providing one point of contact for all support needs,” said Baker.
Chris Baker, Rockwell Automation Australia Ltd
E-mail: cbake r @ r a . r o ck well.com
MEX Manages Spares while Managing Assets
Some users say that using MEX Stores brings them their largest cost savings. Longer lead times and critical
equipment items contribute to the need to hold more spares. Regardless of your level of spares, MEX Stores can
reduce your stockholding and increase your level of control.
MEX Stores is a fully functional Inventory Management system that integrates with MEX and FleetMEX. It
provides comprehensive parts availability management and allocation of part costs to work orders and equipment.
Its functions include Parts Catalogue, Issue & Returns, Transaction History, Purchase Orders, Receivals, Invoice
Matching and Stocktake. It caters for multiple stores, multiple suppliers, preferred suppliers and various costing
methods. You can start by simply using the basics, and when you are ready you can begin using the other functions.
Benefits of using MEX Stores:
Knowing what spares are needed for planned work in time to order them.
Knowing who has booked parts out and why.
Knowing what equipment is consuming more parts than necessary.
Reduced stockholding - freeing up capital.
MEX Stores module can only be used when you install MEX or FleetMEX.
MEX will deliver benefits to any size company, from stand-alone installations to multi-site regionalized organizations.
Whether a maintenance operation services five or 50,000 pieces of equipment, the MEX system gives users the
power to take control, utilizing either MEX Access? or MEX Enterprise SQL Server?.
For more information about Maintenance Experts and MEXv11, or to obtain a FREE demonstration CD or trial copy of
MEX v11 softwa r e , please visit www. m e x . c o m . a u ,phone +61 7 3392 4777 or email sales@mex.com.au.
MEX CMMS simplifies routine maintenance
Taking control of your Inspections routines is now even easier with the latest version of MEX, MEX v11. This
CMMS gives you flexibility in creating preventative maintenance plan that includes preventative maintenance
policies, inspection routines and standard jobs. MEX will allow you to create a maintenance plan to suit your
needs.
MEX Inspections provides effective centralised control over the equipment inspection process. It also enables the
delivery of a mobile inspection system that guides operators through single or multiple inspections. Users customise
inspection applications by defining their specific sets of inspection questions and answers. These questions and
answers later guide the operator through the inspection runs and will automatically activate Work Orders based
on results. With the addition of palm devices, there is no paperwork and no separate data entry, ensuring simplicity
and efficiency.
MEXv11 also includes new flexible functionality and expanded features, ensuring that it 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.
MEXv11 is about simplifying routine maintenance. This new version also includes a ToDo list for task control,
streamlined electronic safety permit approvals, system regionalisation, simplified security, multi-select functions
and conditional formatting.
Maintenance Experts has been delivering maintenance efficiency to business operations since 1993. Now with
over 3,500 system users across the globe, this company is providing solutions to virtually all industry sectors,
including manufacturing plants, building facilities and maintenance contractors.
For more information about Maintenance Experts and MEX v11 softwa r e , or to obtain a FREE demonstration CD or trial
c o py of MEX v11, please visit www. m e x . c o m . a u ,phone +61 7 3392 4777 or email sales@mex.com.au.
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CSI 4500 Online Vibration Monitoring System
Maintenance Systems Consolidated P/L (MSc) have had continuing success with the CSI 4500 online vibration
system as more and more companies look at continuous vibration monitoring of their critical fixed and rotating
assets.
The NEW 4500 with GT2 Technology and PeakVue enables powerful predictive intelligence, real time feedback
to process control and real time transient analysis for turbines.
As well as longer term users like Australian Paper Maryvale, BHP Billiton (ex-WMC) Fertilizers Phosphate Hill,
Worsley Alumina Collie and Millmerran Power Station, some further additions in recent months to the family of
4500 Online Vibration system users include BlueScope Steel Pt Kembla, Hydro Tasmania, TRU Energy Yallourn
and Xstrata Oaky Creek Coal.
BlueScope Steel Pt Kembla, Australia’s largest steel mill purchased twelve CSI 4500 Online Vibration Systems to
permanently monitor the variable speed mobile cranes used in their steel making process. The 4500 systems are
providing continual vibration data to BlueScopes condition monitoring and operational personnel on these critical
items via wireless communication. BlueScope also purchased volume CTC accelerometers to aid in monitoring
over 300 different points on the cranes. MSc’s ongoing support and training was also an important factor in the
final decision to proceed with the 4500 systems.
Hydro Tasmania needed to continuously monitor their critical hydraulic turbines. The purchase of the Transient
version of the CSI 4500 provided the solution which gave them days of continuous data and the capture of transient
events.
TRU Energy Yallourn went with the CSI 4500 system to continuously monitor the critical FD and ID fans on the
boilers used in their thermal power station.
And Xstrata Oaky Creek Coal had the need to monitor a critical conveyor at their Oaky Creek No 1 underground
coal mine. Oaky Creek also run a successful portable vibration program using the CSI 2130 portable vibration
analsyer to monitor their coal shearers and longwall.
Continuous monitoring, coupled with powerful diagnostic tools and Ethernet connected exceptions based reporting
make the CSI 4500 the monitoring system of choice for a wide range of rotating machinery applications.
So why not talk to Maintenance Systems Consolidated about the continuous vibration monitoring of your critical rotating assets.
Maintenance Systems Consolidated P/L info@maintsys.com.au www. m a i n t s y s.com.au
Datastream Rejuvenates China’s Leading Port Company
13 September 2005 Datastream China announced today that Lianyungang New Oriental Container Port (currently
known as New Oriental Port) would utilize Datastream’s asset maintenance software to optimize the IT infrastructure
of the company.
The New Oriental Port is a specialized container port well known for its developed sea and railway transport
network, and is in charge of the entire business operation of 11 provinces’ economical centers. At present New
Oriental Port has more than 10 international containers scheduled ship routes, covering Asia Pacific, North A m e r i c a ,
Mediterranean Sea, Europe and the major domestic port’s interior branch routes. With the advantage of peripheral
developed highway transportation network, New Oriental Port has become one of the most important East China
container transfer ports in the world.
Along with increasing expansion of the shipping business, it has become an important strategy to construct a
transfer port with optimized asset management and decrease the cost of operations. Datastream EAM (enterprise
asset management) solution will provide the powerful safeguard to New Oriental Port by ensuring effective
operations and ultimate performance.
“We strongly recommend an EAM system which addresses and anticipates the many problems faced in business
expansion and modernization for the New Oriental Port. Datastream's solution is our natural choice as it is highly
effective and cost-efficient in maintenance operation, especially for those big scale key assets in port services,”
says Zhu Tongshun, senior engineer, Shanghai Port Technology Engineering Service Co. Ltd, the company
responsible for implementing the system for the New Oriental Port.
It has implemented the fleet management module of Datastream EAM which are specifically developed to fulfill
the requirement of managing harbor hoisting machinery equipment such as the bridge hangs, the wheel hangs
and so on. EAM has effectively helped the port company establish the related maintenance required, and regulate
the inspection planning and management of workflow. The system also provides specified tracking method to track
the maintenance of large amount spare parts, as well as manage the mechanism of reclamation. More importantly,
the system enables the port to inspect vehicles operation based on fixed time and without ceasing its flows, hence
effectively decrease the breakdown rate of equipment. In addition, Datastream’s newest GIS module is able to
gather real-time information via a wireless device, thus enabling the administrative personnel to make informed
decisions in the shortest time.
“Datastream has a very comprehensive EAM solution especially designed for ports business requirements. Many
port companies chose Datastream EAM for daily equipment management, such as the Pudong International
Container Port, The Shanghai International Container Port, etc,” says Mr Jerry Tng, Datastream China Country

M a n a g e r. "I am confident that Datastream will help New Oriental Port in the harbor property management aspect,
making substantial contribution to the construction of a modern transfer port.”
w w w. d a t a s t r e a m . n e t / s i n g a p o r e .
Recognition for Excellence in Root Cause Analysis
It is easy to recognise the people who help the plant out of a “disaster” but
how do we recognise the people who prevent failure in the first place? A
part of the answer is the quarterly recognition award for excellence in Root
Cause Analysis conducted by RCA Rt. Participation in the awards provides
companies with the opportunity to recognise and congratulate personnel
who have been engaged in a methodical approach to defect elimination.
The last edition of the Maintenance Journal announced that Golden Circle
had won the award in the March - May quarter. The RCA team from
Golden Circle, Kerry Gilliland, Glen Jacob, and Paul Whiting are shown
receiving the recognition certificate and a cheque for $1000 from Bill
Sugden of SIRF Roundtables. The “reward” of $1000 is made out to the
team members personally. In this case the team elected to donate the money
to The Australian Cancer Council.
The winning submission in the June - August quarter is from the Mackay Sugar - Transfield Alliance. The RCA team
members Terry Doolan, Russell Casanovas, Frank Forzatti, Anthony Toon and Anton Guinea demonstrated a methodical
approach to the solution of a costly problem on a conveyor. A thorough understanding of the chronic problem allowed
them to introduce procedural changes that have significantly reduced the likelihood of another failure.
Individuals and organisations are welcome to learn more about the RCA Rt process for recognition of excellence
in Root Cause Analysis at the RCA Rt web site www.rcart.com.au
SoftSols Group Provides Agility To Maintenance Contractors
SoftSols Group, a leading provider of maintenance management software solutions, has launched A g i l i t y, a browserbased
maintenance management solution that provides a uniquely priced, completely flexible route for maintenance
contractors and Facilities Management specialists to help their customers reap significant operational savings.
Traditional maintenance systems are complex, costly to integrate and difficult to use. Agility addresses the core
maintenance requirements in a very intuitive format. It is inherently flexible, enabling contractors to tailor the
solution to how they want it to work, complete with customisable forms and style sheets to integrate smoothly
with existing customer systems. A g i l i t y ’s built in flexibility makes it much more cost-effective to run, with licensing
costs at a price well below traditional systems.
Value for money is a key factor in business today. More factories and plants subcontract their maintenance operation
in order to reduce costs and improve productivity. Agility helps subcontractors to reap quick returns for their
customers, by providing instant remote access so that they can gain a complete overview of enterprise assets. They
are then able to streamline operations through more effective management of capital assets, better allocation of
human resources and ensuring optimum performance from plant equipment.
w w w. g e t a g i l i t y.com
The MX Series, Portable Maintenance Instrument, part of the Microlog®
family of products
Livingston, UK - The MX Series, portable maintenance instrument, part of the Microlog family of products,
represents a new concept in vibration analysis instrumentation. The MX Series re-defines traditional approaches
to vibration analysis and simplifies industrial maintenance, servicing and inspection techniques. It also offers new
possibilities for manufacturers of rotating and reciprocating machinery.
To achieve this SKF has combined the latest handheld computing technology with a flexible range of analysis
modules to create a multi-functional tool for use by anyone, no matter what their level of experience.
The MX Series was created to provide a simple, easy to use instrument for a wide range of applications. It is in
effect, several instruments combined on a single, rugged hhandheld device. The MX Series gives users the flexibility
to choose from a range of different testing and analysis applications. These modular tools include:
• A conformance check module, to assess machinery health in accordance with industrial standards (ISO, BS,
API etc.) or to allow users to define their own standards.
• An easy to use FFT spectrum analyzer with on-screen phase vector readout
• A stand alone balancer (static & dynamic couple, single or dual plane)
• A bump test for determining resonance
• A digital signal recorder
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According to Product Manager Jim Fowlie “The key to the flexibility of the MX
Series lies in its modular approach. By selecting just the applications they need,
users can create an instrument tailored to their exact requirements.” He continues
“Should their needs change, further modules can be installed at a later date,
ensuring a viable upgrade path without the need to invest in new hardware.”
The MX also has several unique features to ensure ease of use:
• On-screen help & step by step instructions
• Display images of actual machinery or transducer locations
• Hardcopy printout to a field portable printer
• PC based advanced reporting & analysis module
At the heart of the MX Series lies an advanced mobile computer with the latest Intel 400 MHz Xscale processor.
The result is a powerful instrument capable of taking fast, high-resolution measurements. The MX has a large
color display that is readable in most lighting conditions and its use of Microsoft’s Windows CE.net operating
system and USB communications provides seamless connectivity into the PC environment. The device has a large
64-megabyte internal memory plus the choice of digital storage options, ensuring access to ample data storage.
Fowlie also notes that SKF understands the need for an instrument to be rugged, able withstand the daily knocks
and abuse associated with industrial environments. The MX Series embodies this rugged design philosophy with
a 6.5ft drop test rating and IP65 sealing to protect against dust and water ingress.
The MX Series will be released in September 2005.
For more information, visit www. s k f . c o m / r e l i a b i l i t y
ALL-TEST Pro Revolutionising Motor Testing
apt Risk Management is pleased to announce exclusive distribution rights throughout Australia and New Zealand,
for the full range of ALL-TEST Pro hand held instruments; covering off-line and on-line testing of motors,
generators and transformers. Introducing the range:
ALL-TEST PROTM 31 - an excellent pass/fail motor and
winding troubleshooting tool. It detects all types of
winding faults, incorporates a 500 M? meter and can
perform a quick rotor test to detect casting voids and
broken rotor bars. It is compatible with optional
Condition Calculator 3.0 and Condition Calculator
PPC (palm top) diagnostic software packages.
ALL-TEST IV PROTM 2000 - a motor circuit analyser for
predictive maintenance and troubleshooting winding
and rotor faults in motors and transformers of all
sizes and types: Single and 3-phase, AC and DC, even
traction motors and machine tool servos. The
instrument has on board memory to store data and
previous results; it has a PC interface and is delivered
with TREND 2005 software for 3-phase motor
analysis and reporting. It is also compatible with
EMCAT Pro 2005 motor management software.
ALL-TEST PROTM MD - provides for complete motor
circuit diagnostics, both on-line and off-line. The kit
combines Motor Circuit Analysis (MCA) and Motor
Current Signature Analysis (MCSA), to diagnose and
evaluate the health of virtually every component, both
electrical and mechanical, in the motor circuit:
Incoming power through the motor to the driven
load.
For existing customers, an exciting line-up of upgrades/enterprise licensing and NEW product is now available.
Ask about: TREND 2005 and EMCAT PRO 2005 software. From a hardware prospective, the ALL-SAFE PRO
test panel is for safe and fast testing of energised motor systems and power quality monitoring - the permanently
installed connection box eliminates the need to open electrical panels when testing energised motors, removing
the need for the operator to suite up in special clothing. In addition, Dr Howard Penrose’s newest book is now in
stock and ready to ship. Motor Circuit Analysis: Electrical Motor Diagnostics is a supplement/companion book to
the previous publication.
Technical support, training tools and facilities, are readily available. As such, the next “Motor Diagnostic Wo r k s h o p ”
has been scheduled 24-26 October 2005 in Sydney, Australia; course materials include a copy of Motor Circuit
Analysis: Theory, Applications and Energy Analysis by Dr Howard W. Penrose, Ph.D.
For more information (agents welcome) contact our offices:
TEL +61 2 9318 0656 EMAIL info@aptgroup.com.au WEB www. a p t g r o u p. c o m . a u

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Strategic Aim
Create and justify financially and technically
sound budgets for:
o Maintenance expenditure
o Capital expenditure
To enhance:
o Achievement of overall business objectives
o Plant or service reliability and availability
o Meeting regulatory requirements.
Day 1 Outline - OPEX
o Budget structure, accounts, cost centers
o Maintenance cost drivers
o Traditional costing, Activity-based costing
o Fixed and variable cost elements
o Direct labour, supervisory & overhead costs
o Consumables, spares, rotables,
obsolescence
o Budgeting for improvement, training,
reliability, maintainability, condition
monitoring
o Outsourcing and insourcing
o Cost control, feedback, corrective action,
refining the budget, auditing
o Contingency allowances
OPEX and CAPEX
A Two-Day Workshop
Melbourne 24 th -25 th November 2005
Who Should Attend
o Maintenance managers and planners
o Asset managers and strategists
o Accounting and financial officers involved
with capital asset and maintenance
budgets
o Engineering managers
o Project managers
o Facility managers
Day 2 Outline - CAPEX
o Engineering asset planning overview,
o Financial methods in engineering asset
context; discounted cash flow, net present
value, payback period, return on
investment, depreciation, tax, inflation
o Current equipment appraisal,
o Decision making, planning and budgeting
for future acquisitions
o Aggregate capital budget. Capital rationing.
o Lifecycle cost and economic life,
o Replacement decision analysis, risk,
o Capital projects financial analysis, cash
flow, progress and performance.
Your workshop leaders are experienced consultants to utilities, mining, government and manufacturing industries.
Adrian Stephan,
M.Mgmt. Past
President, International
Society for Logistics.
External lecturer,
Monash University
graduate program in
maintenance
management.
Dr. Nick Hastings,
FIEAust. Formerly
Professor of
Maintenance
Engineering and
Director, Centre for
Asset Management,
Queensland University of
Technology, Brisbane.
Workshop Timings, Materials and Procedures
The workshop format will encourage participant interaction. The workshop will run from 9 a.m. to 5 p.m. each
day. It will make use of numerical and descriptive examples, for which solutions will be provided in printed
form and as Excel spreadsheets. Participants will receive a CD containing copies of related PowerPoint
presentations and spreadsheets. Participants are requested to bring a calculator and/or battery powered
computer and may bring their own data.
Sounds like you? Call (03) 9876 7188 to book
your place, or use the registration form overleaf, or
visit www.albanyint.com.au to register on-line.
Organized by Albany
Interactive Pty Ltd
ACN 33006043965

Maintenance and Asset Budgeting Two-day Workshop
REGISTRATION FEES
Individual Fee $1400 MELBOURNE 24 th -25 th November 2005
GST $ 140 Eden-on-the-Park Hotel
TOTAL $1540 6 Queens Road, Melbourne
Registration fee includes lunches, refreshments and full workshop documentation.
Group Discount
Send three or more delegates from the same organization and receive 10% off the registration fee
for each delegate.
For Further Information
Phone Albany Interactive Pty Ltd (03) 9876 7188 or fax (03)9876 6138 or email:
albany.interactive@bigpond.com
How Do I Register? – Use one of the following options:
FAX the completed registration form with payment details to Fax: (03) 9876 6138
MAIL the completed registration form with cheque or other payment details to:
Albany Interactive Pty Ltd
16 Wellesley Road, North Ringwood, VIC 3134
EMAIL the details as per the registration form to Albany.interactive@bigpond.com
WEBSITE register via our website www.albanyint.com.au
Registration Form
Maintenance & Asset Budgeting Two-Day Workshop, 24-25 November 2005
Please copy form if more than one delegate.
Name of Delegate……………………………………..………………Job Title…..………….……….…….
Company……………………………………………………………….……………………………………….
Address………………………………………………………….………………………………………………
Telephone………………………Fax…………………………Email…………………..…………………….
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METHOD OF PAYMENT Fee payable: $.....................
Cheque: Enclosed is our cheque for $.......................made payable to Albany Interactive Pty Ltd.
Bank Transfer: Account name: Albany Interactive Pty Ltd
BSB: 014-307 Account No: 253 251 158
Bank: ANZ Main Street, Samford, Qld., 4520
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Payment Terms
Payment, or an acceptable company purchase order, is required before the event. Purchase orders will be
invoiced net 30 days. Once the registration is established your place is automatically reserved and a
confirmation letter will be sent to you.
Cancellation Policy
All cancellations must be made in writing if you are unable to attend. A substitute delegate is welcome at no
extra charge. You will receive a full refund less 15% administrative charge if cancellation is made in writing at
least 7 days before the event. No cancellations will be accepted within 7 days of the event start date, but full
seminar documentation will be sent to the delegate.

Maintenance
Publications
The following Maintenance Publications, available from EIT Pty Ltd, may be ordered on:
Fax: 03 5975 5735 Email: mail@maintenancejournal.com Web: www.MaintenanceJournal.com
ALL PRICES ARE IN AUSTRALIAN DOLLARS. / PRICES for AUSTRALIA INCLUDE POSTAGE COSTS AND GST
ADD Aus$40 PER TOTAL ORDER FOR ALL DELIVERIES OUTSIDE OF AUSTRALIA.
CD’S:
WIREMAN SEMINARS - PPT SLIDES
For the first time anywhere in the world we are able to offer for sale CD’s
of hundreds of Power Point Slides from Te rry Wi re m a n ’s series of Maintenance
Seminars. These CD’s are an invaluable training and learning tool for your
maintenance personnel.
1. BENCHMARKING MAINTENANCE MANAGEMENT
CD Version Aus $295.00
Benchmarking Introduction and Generic Benchmarks - 151 slides
O rganizational Considerations, Education Problems, Work Order Systems,
Maintenance Planning, Maintenance Scheduling, Preventive Maintenance,
Maintenance Materials - 455 slides
Benchmarking Best Practices and Benchmarking Survey - 256 slides. TOTAL:
863 SLIDES
2. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS
CD Version Aus $295.00
Successfull CMMS - 31 slides
Maintenance Practice Assessment - 53 slides
Organizational Assessment - 18 slides
CMMS Selection, CMMS Implementation, CMMS Usage - 264 slides
Cost Justification and ROI - 32 slides
CMMS, ERP and EAM, CMMS Issues - 70 slides.
TOTAL: 468 slides
3. MAINTENANCE PERFORMANCE INDICAT0RS
CD Version Aus $295.00
Introduction - Performance Indicators - 125 slides
P reventive Maintenance Indicators, Inventory & Purchasing Indicators, Wo r k
Flow Systems Indicators, CMMS/EAM Systems Indicators, Training Indicators,
Operations/Facility Involvement PI’s, Predictive Maintenance Indicators, RCM
Indicators, TPM Indicators, Statistical/Financial Optimization PI’s, Cont. Impro v.
PI’s - 335 slides
Building the Pyramid &The Future - 33 slides. TOTAL: 493 Slides
4. TOTAL PRODUCTIVE MAINTENANCE
CD Version Aus $295.00
Introduction to TPM - 60 slides
TPM Organizational Considerations - 100 slides
Best Practices and TPM, Preventive Maintenance & TPM,
TPM & Stores & Purchasing, TPM & Work Orders, TPM & CMMS,
Zero Breakdown Strategies & TPM - 328 slides
Financial Benefits of TPM - 66 slides
TPM Conclusions - 37 slides.
TOTAL: 591 Slides
5. ZERO BREAKDOWN STRATEGIES
CD Version Aus $295.00
Achieving Zero Breakdown A Reality - 36 slides
Improved Equipment Effectiveness - 314 slides
Introduction, What Causes Failures?
Understanding Basic Component Design
Five Steps: Maintain Basic Conditions, Maintain Operating Standard s ,
Deterioration Prevention, Improving Design Weaknesses
Preventing Human Error, Beyond the Basics.
TOTAL: 350 Slides
CMMS 2005 CONFERENCE Indianapolis USA
6. CMMS 2005 CONFERENCE - Proceedings CD
CD Version Aus $220.00
The major Conference in 2005 on Computerized Maintenance Management
Systems. The CD contains 30 papers, some in PPT slide format and some in
text format:
Unlocking The Secrets of CMMS Data.
Benchmarking Best Practices Maintenance.
BOMs - A Maintenance Inventory Savings Model.
Internet delivered CMMS to build improved equipment reliability.
Improved CMMS and Asset Management Systems.
Reducing the Cost of Parts and Inventory Stores Using EAMs.
Application Service Provider (ASP) model for CMMS/EAM.
Value Driven Maintenance® - Creating shareholder value .
Inventory Management-- A Critical Component to Your EAM Strategy.
Key Elements To Successful CMMS Implementations.
Leveraging Enterprise Information to Enhance Asset Management.
Selecting the Right Maintenance Information System.
Using CMMS to Optimize its Inventory Management Practices.
6 steps to selecting a CMMS.
Mastering Computerized Maintenance Excellence.
Understanding Plant Maintenance Effectiveness.
Maintenance Inventory and Purchasing.
Take control of work, maintenance and asset management.
EAM Versus Best of Breed CMMS.
The Role Of CMMS In Support Of An Improvement Initiative.
Strategies and Tactics for Achieving Results.
Getting the most from SAP-Enterprise Asset Management.
Structured Problem Solving for IP Business Systems.
Generating Failure Codes for CMMS Implementation.
Managing Maintenance Training with the CMMS or EAM.
Industrial Lubrication and CMMS.
Smart training: Implementation Leading to CMMS training.
Making Your Existing CMMS Successful.
Computerized Asset Management for Public Works Departments.
Bonus article: CMMS Best Practice
TEXTS:
7. Machinery Component Maintenance & Repair 3rd Edition
By Bloch & Geitner, 2004, 650pp $240.00
This classic text has saved process plants millions of dolllars and is now in its
3rd edition with much new material. The best book on this topic.
8. Learn TPM - A blueprint For Change
By SMcCarthy & Rich, 2004, 224pp $160.00
How integrating Lean Thinking and Total Productive Maintenance accelerates
benefits delivered from continuous improvement activities.
Includes a route map for Lean TPM, plus using vibration analysis.
9. Practical Machinery Vibration Analysis & Pred. Maint.
By Scheffer & Girdhar, 2004, 272pp $125.00
The detection, location, diagnosis and rectification of faults in re c i p ro c a t i n g
and rotating machinery when using vibration analysis.
10. Develop. Performance Indicators for Maintenance 2nd Ed
By Terry Wireman, 2004, 288pp $92.00
Indicators for managing maintenance. This new edition also addresses furt h e r
advancements in the managing of maintenance.

Condition Monitoring Standards Volume I, II & III
Condition Monitoring Standards [CMS] are the building blocks for setting up
and running a preventive maintenance, and condition monitoring [PM/ECCM]
system. The CMS documents have full color pictures to explain the function,
condition monitoring as well as why and how each of these tasks should be
executed. Each CMS contains brief inspection points, detailed instru c t i o n s
and suggested intervals for each on-the-run and shutdown inspection.
11. CONDITION MONITORING STANDARDS VOLUME 1
Torbjorn Idhammar, 2001, 124pp [Colour], $330.00
Section 1 - Preventive Maintenance Task List
Section 2 - Condition Monitoring Standards
Motor AC; Coupling Tire; Coupling Sure flex; Coupling Grid; Coupling Thomas;
Coupling Wrap flex/Atra flex; Coupling Gear; Coupling Jar; Coupling Magnetic;
Coupling To rus; Pump Vacuum Nash; Pump - Ve rtical - Multistage; Ta n k ;
Conveyor Screw; Valve solenoid; Air Breather - Des Case; Flinger; Gear
Reducer; Conveyor Belt; Conveyor Drag; Fan Axial; Agitator/Mixer; Compre s s o r
Rotary Screw - Quincy; Dryer System - Air desiccant; Steam Joint - Valmet
12. CONDITION MONITORING STANDARDS VOLUME II
Torbjorn Idhammar, 2001, 130 pp [Colour], $330.00
Section 1 - Preventive Maintenance Task List
Section 2 - Condition Monitoring Standards
Motion Detector; Backstop; Pump, Centrifugal; Heat Exchanger; Bearing, Pillow
Block; Chain Drive; Hydraulic Unit; Feeder; Mechanical Seal; Packing; Check
Valves; Screen Reciprocating; V Belt Drive; Screen - Vibrating; Screen - Disc;
S c reen - Centrifugal; Lubrication Reservoir; Fan Radial; Pump Vane; Pump Gear;
Pump Piston; Steam Trap Mechanical; Steam Trap Thermostatic; Steam Trap
Thermodynamic; Valve with Actuator [S=Shutdown].
13. CONDITION MONITORING STANDARDS VOLUME III
Torbjorn Idhammar, 2003, 115 pp [Colour], $330.00
Condition Monitoring Standards
Universal Joint; Rope Sheaves; Regulator - Air; Pump - Pro g ressive Cavity;
Blower - Rotary Lobe; Belt - Cog; Doctor Blade; Brake Disc; Bolts and Nuts;
Cylinder - Air; Pump - Diaphragm; Motor DC; Valve; Clutch Centrifugal;
Expansion Joint; Coupling - Fluid; Cylinder Hydraulic; Bearing - Oil Cooled;
Hydraulic Motors; Pump - Multistage; Governor; Pneumatic Filter and Oil Most;
Piping and Pipe Hangers; Steam Turbine [Small].
14. LEAN MAINTENANCE
Reduce Costs, Improve Quality, and Increase Market Share
R Smith, B Hawkins 2004, 304 pp $120.00
Moving the maintenance operation well into its own lean transformation is a
m u s t - d o - p re requisite for successful manufacturing plant - or any process plant
- Lean Transformations. This Handbook provides detailed, step-by-step, fully
explained processes for each phase of Lean Maintenance implementation
p roviding examples, checklists and methodologies of a quantity, detail and
practicality that no previous publication has even approached. It is required
reading, and a required reference, for every plant and facility that is planning,
or even thinking of adopting ‘Lean’ as their mode of operation.
15. MANAGING MAINTENANCE SHUTDOWNS AND OUTAGES
Joel Levitt 2004, 208 pp $95.00
Now you can have the ability of saving money immediately just from reading
and using this unique guide! Managing Maintenance Shutdowns and Outages
will provide a deeper understanding of how to effectively manage larg e
maintenance jobs such as power plant outages, re f i n e ry refits and many more .
With this, users will have the increased ability to plan for and manage such
projects.
16. EFFECTIVE MAINTENANCE MANAGEMENT
Risk and Reliability Strategies for Optimizing Performance
V Narayan 2004, 288 pp $95.00
P roviding readers with a clear rationale for implementing maintenance
programs, this unique guide is written in a language and style that practicing
engineers and managers can understand and apply easily. Eff e c t i v e
Maintenance Management examines the role of maintenance in minimizing
the risks relating to safety or environmental incidents, adverse publicity, and
loss of pro f i t a b i l i t y. Bridge the gap between designers/maintainers and
reliability engineers, this guide is sure to help businesses utilize their assets
effectively, safely, and profitably.
17. BENCHMARK BEST PRACTICES IN MAINT. MANAGEMENT
Terry Wireman 2003, 228 pp $105.00
As the only re f e rence that provides vital information in a concise and easy-touse
format, Benchmarking Best Practices in Maintenance Management will
provide users with all the necessary tools to be successful in benchmarking
maintenance management. It presents a logical step-by-step methodology that
will enable a company to conduct a cost-effective benchmarking eff o rt. It
p resents an overview of the benchmarking process, a self analysis, and a
database of the results of more than 100 companies that have used the
analysis.
18. RCM - GATEWAY TO WORLD CLASS MAINTENANCE
A Smith & G Hinchcliffe 2003, 337 pp, $120.00
Includes detailed instructions for implementing and sustaining an eff e c t i v e
RCM program; Presents seven real-world successful case studies fro m
d i ff e rent industries that have profited from RCM; Provides essential inform a t i o n
on how RCM focuses your maintenance organization to become a recognized
‘center for profit’. It provides valuable insights into current pre v e n t i v e
maintenance practices and issues, while explaining how a transition from the
c u rrent ‘pre s e rve equipment’ to ‘pre s e rve function’ mindset is the key
ingredient in a maintenance optimization strategy. This book defines the four
principal features of RCM and describes the nine essential steps to achieving
a successful RCM program.
19. CMMS A TIME SAVING IMPLEMENTATION PROCESS
Daryl Mather, 2003, 320 pp, $225.00
Computerised Maintenance Management System [CMMS] is now penetrating
moderate to small corporations on an international level. These corporations
need an efficient method to implement this effective but complicated system,
but most of the currently available texts are written by theorists and involve
complex approaches. In CMMS: A Time Saving Implementation Process, a
p r a c t i t i o n e r- t u rned-consultant presents his field proven, practical appro a c h
that can dramatically reduce the amount of time and cost needed to implement
and maintain CMMS in any corporation.
20. INDUSTRIAL MACHINERY REPAIR
Best Maintenance Practices Pocket Guide
R Smith, R K Mobley 2003, 537 pp $90.00
The new standard re f e rence book for industrial and mechanical trades.
Accessible pocketbook format facilitates on-the-job use.
Industrial Machinery Repair provides a practical re f e rence for practicing plant
engineers, maintenance supervisors, physical plant supervisors and
mechanical maintenance technicians. It focuses on the skills needed to select,
install and maintain electro-mechanical equipment in a typical industrial plant
or facility which will keep equipment operating at peak reliability and
companies functioning more profitably through reduced maintenance costs
and increased productivity and capacity.
21. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2ND Ed
Keith Mobley 2002, 337 pp, $180.00
This second edition of An Introduction to Predictive Maintenance helps plant,
process, maintenance and reliability managers and engineers to develop and
implement a comprehensive maintenance management program, pro v i d i n g
p roven strategies for regularly monitoring critical process equipment and
systems, predicting machine failures, and scheduling maintenance accord i n g l y.
22. MAINTENANCE EXCELLENCE OPTIMIZING EQUIPMENT LIFE
CYCLE DECISION
J Campbell & A Jardine 2001, 536pp $190.00
Maintenance Management Fundamentals; Maintenance Management
Methodologies; Measurement in Maintenance Management; Data
Acquisition; Materials Management Optimisation; Managing Equipment
Reliability; Assessing and Managing Risk; Reliability By Design: Reliability
Centred Maintenance; Reliability by Operator: Total Productive Maintenance;
Optimising Maintenance Decisions; Reliability Management and Maintenance
Optimisation: Basic Statistics and Economics; Maintenance Optimisation
Models; Optimising Maintenance and Replacement Decisions Optimising
Condition Based Maintenance; Conclusion: Achieving Maintenance
Excellence;
23. COMPUTER-MANAGED MAINTENANCE SYSTEMS 2nd Ed.
By Mobley/Cato 2001, 200pp $140.00
A comprehensive, practical guide that covers selection, justification, and
implementation of an effective CMMS in any facility. In this new edition, the
authors have added a chapter specifically on the latest technology, Application

MAINTENANCE PUBLICATIONS
S e rvice Providers [ASPs], that has revolutionized the way computer- m a n a g e d
maintenance systems are used and the benefits they can offer to a business.
This solution provides integrated software, hard w a re, and networking
technology along with Information Technology [IT] consulting services into an
o u t s o u rced package. A new appendix on Key Perf o rmance Indicators has also
been added.
24. RELIABILITY, MAINTAINABILITY AND RISK 6th Ed.
David Smith 2001. 336pp $135.00
R e l i a b i l i t y, Maintainability and Risk has been updated to ensure that it re m a i n s
the leading reliability textbook - cementing the book’s reputation for staying
one step ahead of the competition. This sixth edition incorporates brand new
material on the accuracy of reliability prediction and common cause failure .
This book has now been established for over 20 years. It deals with all aspects
of re l i a b i l i t y, maintainability and safety-related failures in a simple and
straightforward style, explaining technical terms and jargon and handling the
limitations of reliability parameters
25. TPM A ROUTE TO WORLD CLASS PERFORMANCE
Peter Willmott & Dennis McCarthy 2000, 264pp $190.00
This title builds on Peter Wi l l m o t t ’s earlier book, ‘TPM the We s t e rn Wa y ’ ,
updating the scope of applications and tools. The TPM route map is updated
to include the journey to zero breakdowns & beyond. CONTENTS: From total
p roductive maintenance to Total Productive Manufacturing; Designing the TPM
u m b rella; TPM top down & bottom up roles; The TPM improvement PLAN
TOOLBOX; standardizing best practice; TPM analysis, TPM in non
manufacturing; TPM for design; Planning and launching TPM; Sustaining life
after pilot; Case Studies.
26. ASSET MANAGEMENT AND MAINTENANCE - THE CD
By Nicholas A Hastings 2000, 820 slides $180.00
This compact disk contains 19 PowerPoint presentations containing over 820
slides dealing with Asset Management and Maintenance. Asset Management
Overview; Life Cycle Costing; Maintenance. Organisation & Control; Spares &
Consumables Management; Reliability Centered Maintenance; Total Pro d u c t i v e
Maintenance; Failure Mode and Effects Analysis; Risk Analysis and Risk
Management; Reliability Statistics & Life Distributions; Reliability Data
Analysis; Age Based Replacement Policy Analysis; Case Study - Axle Bushes;
Availability and Maintainability; Measuring and Improving Maintenance
E ffectiveness; Reliability of Systems; Condition Monitoring; Job and Shutdown
Planning; Continuous Improvement.
27. PREVENTIVE MAINTENANCE, ESSENTIAL CARE AND
CONDITION MONITORING
Idhammar, Et Al. 1999, 337 pp, $390.00
It is a unique re s o u rce for improving maintenance processes and learn i n g
s m a rt inspection and trouble shooting techniques on a wide variety of
components including, fasteners, pumps, conveyors, motors, gears, bearing,
chain, pipes and valves, couplings, seals, fans, lubrications, lifting equipment,
hydraulics, pneumatics, compressors, steam, electrical systems, etc. The
inspection techniques are presented in the book together with inspection tools
and examples of how to inspect a number of standard components. The book
c a refully explains how to set up and improve a preventive maintenance system
or process in any industry. Preventive Maintenance/Essential Care and
Condition Monitoring teaches the reader how to organize condition monitoring,
lubrication, alignment, cleaning, and other preventive maintenance systems
into one orchestrated process.
28. ENGINEERING MAINTAINABILITY: HOW TO DESIGN FOR
REALIBILIITY AND EASY MAINTENANCE
By B S Dhillon, PhD 1999, 254pp $205.00
This book provides the guidelines and fundamental methods of estimation and
calculation needed by maintainability engineers. It also covers the
management of maintainability eff o rts, including issues of org a n i z a t i o n a l
s t ru c t u re, cost, and planning processes. Questions and problems conclude
each chapter. Contents: Introduction; Maintainability Management;
Maintainability Measures, Functions, and Models; Maintainability To o l s ;
Specific Maintainability Design Considerations; Human Factors Considerations;
Safety Considerations; Cost Considerations; Reliability-Centred Maintenance;
Maintainability Testing, Demonstration, and Data; Maintenance Models.
29. ROOT CAUSE FAILURE ANALYSIS
By R Keith Mobley 1999, 333pp $186.00
Root Cause Failure Analysis provides the concepts needed to eff e c t i v e l y
p e rf o rm industrial troubleshooting investigations. It describes the methodology
to perf o rm Root Cause Failure Analysis [RCFA], one of the hottest topics
c u rrently in maintenance engineering. It also includes detailed equipment
design and troubleshooting guidelines, which are needed to perf o rm RCFA
analysis on machinery found in most production facilities. This inform a t i o n
will there f o re be invaluable to maintenance and plant managers wanting to
increase their own knowledge, plan or provide training [and use this book in
doing so], and to operators needing to improve their skills.
30. TURNAROUND MANAGEMENT
By Tom Lenahan 1999, 183pp $170.00
T h e re are thousands of plants around the world that each re q u i re re g u l a r
shutdown or turn a round maintenance but until now there has been almost
nothing published in this specialized area. Turnaround management is project
management - it has all its main elements. It also has a number of feature s
which make it unique. This text for the first time looks at those unique aspects
of turn a round management. Contents include : Initiating the turn a ro u n d ;
validating the work scope; pre-shutdown work; contractor packages; planning
the turn a round; the turn a round organization; site logistics; the cost profile; the
safety plan; the quality plan; the communications package; executing the
turnaround; terminating the turnaround.
31. MAINTENANCE PLANNING & SCHEDULING MANUAL
Richard D Palmer 1999, 400pp $195.00
Must rate as one of the best texts ever published on Maintenance Planning.
This text enables maintenance managers and maintenance planners to
dramatically improve the productivity of their maintenance plan; Clearly
identifies the six basic principles of planning and the six associated principles
of scheduling; Provides how-to information on implementing a planning
function, using work orders, and perf o rming in-house work sampling. An
excellent hands-on text and one of the few published on maintenance
planning.
32. HANDBOOK OF MAINTENANCE MANAGEMENT
By Joel Levitt [USA] 1997, 476pp $172.00
This unusually comprehensive book is designed as a complete s u rvey of the
field for students or maintenance professionals, as an introduction to maintenance
for non maintenance people, as a review of the most advanced thinking in
maintenance management, as a manual for cost reduction, a primer for the
s t o c k room, and as an element of a training regime for new supervisors, managers
and planners.
33. INFRASTRUCTURE MANAGEMENT
By W R Hudson, R Haas & W Uddin, 1997, 416pp $150.00
The principles and the overall concept of effective infrastru c t u re management
discussed in this book have never before been treated in such detail.
All the varied tools and techniques that are used in planning, building,
maintaining, and fixing our nation’s roads, bridges, airports, utilities, water and
waste water facilities, parks, buildings, and sports complexes are thoroughly
examined. Numerous examples of the technologies available for various uses
are included. The book also discusses a host of high interest topics such as
life cycle analysis of stru c t u res, decision support systems, database
management, and analysis and modeling methods.

MAINTENANCE PUBLICATIONS - ORDER FORM
All prices are AUSTRALIAN DOLLARS. PRICES for AUSTRALIA INCLUDES POSTAGE & GST.
ADD Aus$40 PER TOTAL ORDER FOR ALL DELIVERIES OUTSIDE OF AUSTRALIA.
Item Title Aus $ QTY
1. Benchmarking Maintenance Management Course PPTs - CD $295.00
2. Computerised Maintenance Management Systems Course PPTs - CD $295.00
3. Maintenance Performance Indicators Course PPTs - CD $295.00
4. Total productive Maintenance Course PPTs - CD $295.00
5. Zero Breakdown Strategies Course PPTs - CD $295.00
6. CMMS 2005 CONFERENFE - Proceedings CD $220.00
7. Machinery Component Maintenance & Repair 3rd Edition $240.00
8. Learn TPM - A blueprint For Change $160.00
9. Practical Machinery Vibration Analysis & Pred. Maint. $125.00
10. Develop. Performance Indicators for Maintenance 2nd Ed $92.00
11. Condition Monitoring Standards Volume I $330.00
12. Condition Monitoring Standards Volume II $330.00
13. Condition Monitoring Standards Volume III $330.00
14. Lean Maintenance $120.00
15. Managing Maintenance Shutdowns and Outages $95.00
16. Effective Maintenance Management $95.00
17. Benchmarking Best Practices in Maintenance Management $105.00
18. RCM Gateway To World Class Maintenance $120.00
19. CMMS A Timesaving Implementation Process $225.00
20. Industrial Machinery repair $90.00
21. Introduction To Predictive Maintenance 2nd Edition $180.00
22. Maintenance Excellence Optimising Equip. Life Cycle Decisions $190.00
23. Computer-Managed Maintenance Systems 2nd Edition $140.00
24. Reliability, Maintainability & Risk $135.00
25. TPM - A Route to World Class Performance $190.00
26. Asset Management and Maintenance - the CD $180.00
27. Preventive Maintenance, Essential Care and Condition Monitoring $390.00
28. Engineering Maintainability: Design for Reliability &† Easy Maintenance $205.00
29. Root Cause Failure Analysis $186.00
30. Turnaround Management $170.00
31. Maintenance Planning & Scheduling Manual $195.00
32. Handbook of Maintenance Management $172.00
33. Infrastructure Management $150.00
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