April - Library

AMMJ
April 2007 Issue
Vol. 20 No.2
AMMJ Contents:
CMMS – 9 plus 50 questions 6
What is Predictive Maintenance 12
Enterprise Reliability 20
The Partnership Organisations 30
CMMS EAM Survey 34
Utilising A CMMS 46
Reliability Tools 50
Selecting A CMMS 58
Maintenance News 66
Subscription Form 73
AMMJ Apology:
In the January 2007 issue of the AMMJ
an error in the preparation of the journal
resulted in poor image quality of the
SKF and ARMS advertisements.
The advertisements as supplied by
SKF and ARMS were of high quality.
The inferior images published in the
AMMJ are solely the result of the AMMJ
error and should in no way reflect on
the very high standards delivered by
SKF and ARMS.
Cover Photo:
See the article on
“The New CMMS
at Aviation Rescue
& Fire Fighting
Services”
This page Photo:
See the article on
“What Is Predictive
Maintenance”

AMMJ
Asset Management and Maintenance Journal
A journal for all those interested in the maintenance, asset management,
monitoring, servicing and management of plant, equipment, buildings, facilities
and infrastructure.
Volume 20, No 2.
April 2007
Published by:
Engineering Information Transfer Pty Ltd
Publisher and Managing Editor:
Len Bradshaw
Publishing Dates:
Published in January, April, July 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.
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(Editors Note: This list is equally useful to those who already have a CMMS to perhaps show why your
CMMS is not working to its full potential)
Before implementing a Computerised Maintenance Management System (CMMS), as
an organization, ask yourself the following 9 questions:
1. Is there enough time, money and interest to involve all levels within the maintenance department and
other stakeholders in the decision process to buy CMMS? Is there support from top management to
see you through the inevitable ups and downs of the entire installation process? Management support
is essential.
2. Sufficient resources for a complete installation are also essential. The resources include training
dollars, time replaced on the shop floor, and computer access. If necessary, can you get typing and
basic computer skills training for your mechanics? Will management tolerate the initial research and
keying of files by your mechanics and staffers? Can you get the budget authorization to replace the
mechanic’s slot on the shop floor by overtime or by a contract worker?
3. After the maintenance system is in operation will mechanics and supervisors have the training, knowledge,
positive attitude and access into the CMMS files to investigate a problem? Is there continuing training
in advanced concepts beyond `which key strokes to get which reports’ type classes? Is there regular
time set aside for thinking and using the system for research into problem areas? Do mechanics and
supervisors have easy access to terminals or PC’s? Are these devices hardened against the shop
environment.
4. Is there organizational willpower to ensure that garbage and faked data will be kept out of the system?
Another way to put that is, is falsifying a work order to fill 8 hours viewed as a joke or a crime? Will the
data coming out of the system be commonly held by management and the workers to be accurate and
useful? Are maintenance records treated as seriously as payroll or other accounting records?
5. Does anyone (including mechanics) have the time to investigate repair history to detect repeat repairs,
trends, and new problems? Related to #3 above do they have the training to use the system to answer
the questions that they have?
6. Can you and your staff spend enough time designing the system’s categories to make meaningful
comparisons between like machines, buildings and cost centers? This is a two step process. The first
step is to have the vendor’s trainer conduct a class in the category model of that system and how
things are commonly handled. The second step is to actually fight out the categories that you want to
use. It is critical to understand and wrestle the decisions that you make at the early steps in the set-up
of a system.
7. If you have 100 pumps, probably 20 of them create the most maintenance load. This rule of management
has tremendous application in maintenance. It is called the Pareto principle. Has the Pareto principle
(the 80/20 rule) been taught and used to isolate the `bad actors’ (that is to identify the problem machines,
craftspeople, or parts). Be sure you understand how to generate these Pareto analysis or exception
reports in the system you chose.
Vol 20 No 2
Joel Levitt
Springfield Resources, USA

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• Practical RCM
• CMMS systems
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• Use of bar-coding & PDA’s For Further information
• Changing face of technology www.sirfrt.com.au
• Best Practice in Scheduling +61 3 96971100
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www.sirfrt.com.au +61 3 9697 1100

10
CMMS 9 plus 50 questions
8. Will you have the support of a responsive data processing department (or a very responsive vendor)?
You will want changes, fixes, and enhancements. In fact, your ability to handle technology and
sophisticated systems will improve after the first 6 months. Many organizations out grow their first
systems in a year or two.
9. Does the longer range plan include CMMS integration with stores, MRP, purchasing, payroll, CAD/
Engineering? The trend is toward company wide networks. Organizations want everyone discussing
a problem to be working from the same data. This means linkages of the maintenance information
system to the corporate information systems with all the links and hooks that that implies. Increasingly
information systems are viewed as strategic advantages. Access to information makes a major
difference.
FIFTY QUESTIONS TO HELP YOUR CMMS SEARCH
Questions to ask yourself and to ask vendors, how to avoid the most common pitfalls of choosing, purchasing
and installing computer control and information systems. Both the Maintenance Fitness Questionnaire and
the section on installing PM systems have additional ideas.
A full function CMMS should be able to help in many areas. Many organizations purchase systems to solve
specific problems. They don’t need other functions or don’t consider them important at the time of purchase.
The following 50 questions will help you focus your attention in the various areas. They are not in priority
order.
Work Order
1. Produce an easy to use work order that allows future conversion to bar codes, hand held terminals
and other improvements to technology.
2. Work Order classifies all work by some kind of repair reason code: PM, corrective, breakdown,
management decision, etc.
3. Easy way for a single person to screen work orders entered before authorization that work can begin.
Some systems have a field that has to be checked by a supervisor or manager to release the job to
the next processing step.
4. Prints up-to-date lock-out procedure on all work orders automatically. Has the ability to access a lockout
file and incorporate the right lock-out scheme (there might be only 10 variations for the whole
plant). Less desirable by still OK would be an individual lock-out file for each machine.
5. Automatically costs work orders. Can look-up the value of a part in the inventory and bring the cost
across to the maintenance work order. Will also look up the charge rate for the individual mechanic.
6. Provide status of all outstanding work orders. Allow sorts on different status codes. An example would
be to print or display all work orders waiting for engineering.
7. Record service calls (who, what, time stamp, where, how) which can be printed in a log format.
8. Allows production to find out what happened (what status) to their work request without being able to
make changes.
9. Calculate backlog of work and display it by craft.
10. Both open and closed work orders can be displayed or printed very easily. Keep work orders available
for at least 5 years and preferably form birth to retirement of the equipment.
11. Does the system facilitate labor scheduling with labor standards by task, ability to sort and re-sort the
open work orders by location of work, craft, other ways.
Stock room
12. Will the system facilitate big ticket analysis by printing all parts over $500. Will it facilitate A-F analysis
by printing the product of (in descending order) the unit cost times the annual usage.
13. Does the store room part of the system have part location to help the mechanic or store keeper find
infrequently used parts.
Vol 20 No 2

10
CMMS 9 plus 50 questions
8. Will you have the support of a responsive data processing department (or a very responsive vendor)?
You will want changes, fixes, and enhancements. In fact, your ability to handle technology and
sophisticated systems will improve after the first 6 months. Many organizations out grow their first
systems in a year or two.
9. Does the longer range plan include CMMS integration with stores, MRP, purchasing, payroll, CAD/
Engineering? The trend is toward company wide networks. Organizations want everyone discussing
a problem to be working from the same data. This means linkages of the maintenance information
system to the corporate information systems with all the links and hooks that that implies. Increasingly
information systems are viewed as strategic advantages. Access to information makes a major
difference.
FIFTY QUESTIONS TO HELP YOUR CMMS SEARCH
Questions to ask yourself and to ask vendors, how to avoid the most common pitfalls of choosing, purchasing
and installing computer control and information systems. Both the Maintenance Fitness Questionnaire and
the section on installing PM systems have additional ideas.
A full function CMMS should be able to help in many areas. Many organizations purchase systems to solve
specific problems. They don’t need other functions or don’t consider them important at the time of purchase.
The following 50 questions will help you focus your attention in the various areas. They are not in priority
order.
Work Order
1. Produce an easy to use work order that allows future conversion to bar codes, hand held terminals
and other improvements to technology.
2. Work Order classifies all work by some kind of repair reason code: PM, corrective, breakdown,
management decision, etc.
3. Easy way for a single person to screen work orders entered before authorization that work can begin.
Some systems have a field that has to be checked by a supervisor or manager to release the job to
the next processing step.
4. Prints up-to-date lock-out procedure on all work orders automatically. Has the ability to access a lockout
file and incorporate the right lock-out scheme (there might be only 10 variations for the whole
plant). Less desirable by still OK would be an individual lock-out file for each machine.
5. Automatically costs work orders. Can look-up the value of a part in the inventory and bring the cost
across to the maintenance work order. Will also look up the charge rate for the individual mechanic.
6. Provide status of all outstanding work orders. Allow sorts on different status codes. An example would
be to print or display all work orders waiting for engineering.
7. Record service calls (who, what, time stamp, where, how) which can be printed in a log format.
8. Allows production to find out what happened (what status) to their work request without being able to
make changes.
9. Calculate backlog of work and display it by craft.
10. Both open and closed work orders can be displayed or printed very easily. Keep work orders available
for at least 5 years and preferably form birth to retirement of the equipment.
11. Does the system facilitate labor scheduling with labor standards by task, ability to sort and re-sort the
open work orders by location of work, craft, other ways.
Stock room
12. Will the system facilitate big ticket analysis by printing all parts over $500. Will it facilitate A-F analysis
by printing the product of (in descending order) the unit cost times the annual usage.
13. Does the store room part of the system have part location to help the mechanic or store keeper find
infrequently used parts.
Vol 20 No 2

12
CMMS 9 plus 50 questions
14. Can the system generate a parts catalog by type of part or by current vendor with yearly usage to
facilitate blanket contract negotiation.
15. Does the system recommend stock levels, order points, order quantities.
Maintenance History and reporting
16. Maintain maintenance history that is detailed enough to tell what happened years later.
17. Provide information to track the service request-maintenance work order issue- work completecustomer
satisfied cycle. Include elapsed time and other analysis factors.
18. Provide reports for budgets, staffing analysis, program evaluation, performance.
19. Provide information for work planning, scheduling, and job assignment. Have the capability to store
and retrieve work plans, copy old work plans and modify existing plans when new information comes
in.
20. Be able to isolate all work done (sort, arrange, analyze, select, or list) by work order, mechanic, asset,
building, process, product, division, floor, room, type of equipment or asset.
21. Provide the ability to easily structure ad hoc (on the spur of the moment) reports to answer questions
that come up. This is called a report writer.
22. Have ability to generate equipment/asset history from birth (installation, construction, or connection)
to present with all major repairs and summaries of smaller repairs.
23. System reports are designed around Pareto principles where the system helps identify the few
important factors and helps you manage the important few verses the trivial many.
24. System reports on contractor verses in-house work. System can track contractor work in as much
detail as in-house work.
25. Provide reports charging back maintenance cost to department or cost center.
26. Has reports with mean time between failures (MTBF) that show how often the unit has failed, how
many days (or machine hours) lapsed between failures and the duration of each repair (MTTR).
27. Will the system highlight repeat repairs when a technician needs some help.
PM system
28. Allows mechanics to easily write-up deficiencies found on PM inspection tours. System then
automatically generates and tracks a planned maintenance work order.
29. Automatically produce PM work orders on the right day, right meter reading, etc. PM system can sort
work orders by location to minimize travel time.
30. Be able to display PM work load for a future period such as a year by week or month by trade.
31. Be able to record short repairs done by PM mechanic in addition to the PM and actual time spent.
32. Does the system support multiple levels of PM on the same asset (such as a 30 day A level and a
180 day B level on the same asset). Does it reset the clock if the high level is done (if you do a yearly
rebuild does the monthly PM clock get reset). A resetting feature prevents a 30 day PM coming up a
week after a rebuild.
33. PM’s are generated by location by trade to facilitate efficient use of people and minimize travel.
34. Allows the input of data from Predictive Maintenance sub-systems. This might include trending, days
to alarm, baseline, and comparison to previous readings.
35. Highlights situations where the PM activity is more expensive than the breakdown.
36. Are there simple reports that relate the PM hours/materials to the corrective hours/materials to the
emergency hours/materials. This will show the effectiveness of the PM program. These ratios become
benchmarks for improvement.
Vol 20 No 2

General
CMMS 9 plus 50 questions 13
37. System can the system handle 3-4 times more assets then you imagine having. Even medium sized
and smaller companies go on acquisition hunts. A small successful manufacturer might find itself
tripling or more in size overnight.
38. System has a logical location system to locate assets and where work is done.
39. System tracks the warranty for components and flags warranty work to recover funds.
40. Be easy to use and learn for novices and quick to use for power users.
41. System is integrated or can be integrated to purchasing, engineering, payroll/accounting
42. Can the system easily handle a string PM such as a lube route, filter change route.
43. System runs on standard computer hardware (not special hardware incompatible with everything
else). The system is compatible with existing Local Area Networks (if it is a PC product).
44. System vendor has the financial strength to complete the contract (and stay in business for several
years after installation).
45. Does the vendor have software support people, can you easily get through to a person. Once you get
through do the people know the product and maintenance of factories.
46. Can the vendor provide economical customization. Do they have on-going enhancement. Are the
programmers employees of the vendor or contract workers.
47. Does the vendor have a local installation organization.
48. Are they experienced in management of installation projects of the size of your facility. Do they have
start-up experience with projects this size.
49. Are the vendor’s technical people well cross trained (software, hardware, and reality wear, like how a
real machine works). It’s important that the installation people have experience with maintenance.
50. Has the vendor been in business 5 years or more.
For questions or further information Joel Levitt may be contacted at:
JDL@Maintrainer.com www.Maintrainer.com
SPECIAL FEATURE in the July 2007 AMMJ:
Survey of Condition Monitoring
Equipment and Services
If your organisation is a provider of Condition Monitoring Equipment or
Sevices and you wish to be included in the CM Survey you can obtain the
survey forms by emailing:
maint@bigpond.net.au
Completed CM Survey forms must be returned by 21 May 2007
Vol 20 No 2

14
Brian Thorp
This paper was presented at the IMC-2006. Proceedings of this conference are available from
www.maintenanceconference.com
“Behold the turtle. He makes progress only when he sticks his neck out,” James B. Conant. Sometimes
you have to stick your neck out to see the benefits of having a predictive maintenance program; most of
the time you have to continue sticking your neck out to maintain the benefits of a functional predictive
maintenance program. It is my opinion that operating a large industrial facility without the benefits of
predictive maintenance would be like a flamingo standing on one leg. While it can be done, there isn’t the
stability of standing on two legs.
So what is Predictive Maintenance? A couple of definitions I found list it as; “Predictive maintenance is to
monitor equipment for changes that could be destructive in the future, but allow you to correct them before
the destruction starts” or “To identify production equipment needing maintenance attention before product
quality is reduced or an unplanned shut down occurs.” It’s sort of like a doctor monitoring your cholesterol
levels and blood pressure, or as simple as watching your gas gage. These are all indicators of impending
problems. Maybe nothing has failed or broken yet, but they are letting you know that something is not
right and giving you the opportunity to fix it before it fails. I personally like to think of functional predictive
maintenance as; making things run better, last longer, and therefore reduce operating costs.
We have evolved a long way from the rudimentary reactive maintenance of when it broke or needed
attention you worked on it. This method was not very effective and could be very costly. We progressed
to preventive maintenance, a specific time or interval based maintenance schedule. If it fails every seven
months, let’s service, repair, or replace it every six months. While this was a great improvement over
the previous reactive maintenance it could be considered wasteful of both manpower and materials. You
could have infant mortality on a piece of equipment before its service interval or you might be replacing or
servicing a piece of equipment that only had a few hours run time on it.
Early predictive maintenance; the human brain coupled with the sense of touch and hearing, is still one of
the finest analyzers when properly trained. Drain a little oil, smell it, look at it, listen to a piece of equipment
with a screw driver or broom handle if needed, feel it for unusual vibration or excessive temperatures.
Where the human analyzer fails or falls short is in the area of consistency or time histories. For these we
need to be able to attach numbers to collected data for recording and trending purposes.
The evolution of predictive maintenance started in the early 1940’s with the railroad companies. Prompted
by the purchase of a new fleet of locomotives simple spectrographic and physical tests where used on the
lubricants to monitor them. By the 1980’s oil analysis was the primary basis of condition based maintenance
(CBM) used by most railways in the USA.
The first vibration meters were introduced in the 1950’s and measured an overall or broadband level of
machine vibration. Tunable analog filters were added to these meters to allow discrimination between
different frequency components and produce somewhat of a vibration spectrum. Modern analyzers coupled
with computer software can now store, trend, and identify specific component failures within equipment.
According to the Federal Energy Management Program, “A functional predictive maintenance program
can provide savings of 8% to12% over a program utilizing only preventive maintenance strategies.” The
Vol 20 No 2

What is Predictive Maintenance 15
Energy Management Program also came up with the following industrial savings based on the initiation of
a functional predictive maintenance program. Return on investment: 10%. Reduction in maintenance costs:
25%to 30%. Elimination of breakdowns: 70% to 75%. Reduction in down time: 35% to 45%. Increase in
production: 20% to 25%.
So what constitutes a functional predictive maintenance program? While I am sure there are many thoughts
on this subject, I feel it is as follows. There has to be champions who display ownership in the equipment
they monitor and watch over. Here at Seminole Electric it consists of a few technicians tasked with collecting,
analyzing, and trending data. In addition to these dedicated people, everyone at the plant contributes
through observations, thoughts, and ideas. A totally functional predictive maintenance program isn’t just
about monitoring and trending equipment. It requires involvement in seeing that the identified problem is
taken care of in a timely manner before the damage occurs or that everything is ready for replacement if the
decision is to run to failure. Once the equipment is removed for rebuild you need to let people know what
they should expect to find damaged. This will build credibility for the program. You must also be involved
with the root cause analysis to see if something can be changed or modified to avoid a repeat failure. Once
you become involved with the total process of machine reliability you have crossed the line into a functional
predictive maintenance program.
Another key factor for a successful program is having support and belief in the program from management.
To maintain this support or belief requires occasional reminding by showing them that their investment in
the program is saving them money. Support from management isn’t always about money! It also involves
an open mind and willingness to try something new or different. To agree to listen to and act upon the ideas
of people who work with the equipment everyday. Albert Einstein once said, “The significant problems we
face cannot be solved with the same level of thinking we were at when we created them.” All the people
in the field should be utilized as additional eyes and ears on the equipment they work on or operate, on
a daily basis. Ideas and improvements don’t always cost money. Sometimes it’s as simple as a change
in routine, using a different lubricant, changing seal types, or installing a better breather. Networking is
another invaluable tool for solving problems, yours or someone else’s. Whether it’s a co-worker or someone
from another organization, you can never have too many contacts.
Now that we have some history and some components of a functional predictive maintenance program, we
can discuss some of the other benefits that our department strives to provide and some of the problems
we have corrected over the years.
Through our data collection routes we have redundant equipment placed in service to collect samples or
data. While this equipment is scheduled for normal rotation, things don’t always happen as they should. By
getting the equipment rotated we not only assure that it will run proving its reliable, we also identify potential
problems so they can be corrected, thus making the equipment ready when needed.
By being present when the equipment is taken apart and performing root cause failure analysis we have
been able to recommend modifications and upgrades that might prevent reoccurrence of the same type
of failure. As Henry Ford once said, “Failure is the opportunity to begin again more intelligently.” After all, it
only remains a failure if you do not learn from it. We have found that sometimes the root cause cannot be
equitably corrected. In cases like these you must take alternative measures, such as building a roof over it,
or a splash guard to keep the problem away from the equipment.
Condition based maintenance is another valuable asset that can be provided by a functional predictive
maintenance program. By monitoring equipment conditions and lubricant quality, unnecessary time based
rebuilds or oil changes can be avoided. This not only saves time and money, but reduces waste products
and saves our natural resources. Since Seminole Electric incorporated CBM for oil changes, we have
reduced our waste oil stream by 4,000 to 5,000 gallons annually. This equates to a $28,000 to $35,000
per year actual cost or a calculated cost based on the industry average actual cost per gallon times 4, this
is an annual savings of $112,000 to $140,000 per year. Through these cost savings we have been able to
almost maintain our lubricants contract cost despite recent increases in lubricants. Another major factor
in avoiding un-needed rebuilds is the human factor. At times more problems can be created in a perfectly
operating piece of equipment through the rebuild process than if it where left alone. Infant mortality of
incorrectly installed components, exposure to adverse atmospheric conditions, component damage during
rebuild, or the accidental rag left in the reservoir, any of these could wreak havoc on a previously perfect
running machine.
Vol 20 No 2
15

16
What is Predictive Maintenance
Some case histories:
Vibration analysis identified a problem with unit one limestone ball mill which is driven by a 1250
HP, 1200 RPM, greased, anti-friction bearing, 6.9kv motor. The motor was installed new in August of 2000
and is monitored monthly. Data collection on September 26, 2006 looked normal with no problems noted
(Figure 1). On November 02, 2006 the BPFI (ball pass frequency inner) for the SKF 6326 bearing, motor
inboard, was identified in the spectrum in stage three failure mode (Figure 2). (Figure 3) shows how the
motor was found before it was removed and sent to a motor shop for repair. Through this analysis and
fortunate timing of route collection a costly repair was avoided. If this had not been caught we might have
ended up with a damaged rotor or windings instead of the normal cleaning, bearings, seals, and paint job.
Vol 20 No 2
FIGURE 1
This motor was originally equipped with bearing isolators from the manufacturer and this picture is living
proof that they work. Normal lip type seals wouldn’t have stood a chance against this. As mentioned
previously about follow up work with equipment teardown, the bearings and isolators where inspected after
removal. (Figure 4) is the inner race from the inboard bearing that was identified through vibration analysis.
This motor and drive train is one of those situations where the problem couldn’t be totally corrected so a
roof over was built to protect the equipment.
FIGURE 2

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1
What is Predictive Maintenance
Vol 20 No 2
FIGURE 3 Motor Limestone Ball Mill FIGURE 4 Inner Race Damage
Oil analysis identified a sleeve bearing problem on one of our forced draft fan motors. These are 3000 HP, oiled,
sleeve bearing, 6.9kv motors. Oil samples are taken quarterly based on previous track record for this
equipment. We had a spike to 35ppm tin in the sample of January 27, 2005 (Figure 5). A unit shut
down would be required to remove this equipment from service, so a bleed and feed was performed
until the oil tested clean (patch test). We increased sampling and patch tested for presence of tin. A
5 micron patch didn’t reveal much, but tin was very evident with a 1.2 micron patch. We performed a
couple more bleed and feeds before a scheduled shut down on February 19, 2005. Inspection of the
removed bearing showed one area in the leading edge of the lower half with loose and missing
babbitt (Figure 6). A repaired bearing was installed and the motor returned to normal service.
A patch test was run after
of couple weeks run time
with no tin seen. Quarterly
sampling was resumed with
tin slightly trended up to
9ppm by the September 05
sample, by January 03, 2006
the tin had jumped to 67ppm
(Figure 5). These results
came in a couple days before
an un-scheduled shut down
for a tube leak repair, so the
bearing was replaced during
that time.
FIGURE 5 Tin Levels From Oil Sample
This motor was removed for a 5 year rebuild in March 2006. During the inspection process the recently
replaced inboard bearing was found to already have similar damage to it after less than three months run
time. No external causes such as, water for hydrogen embrittlement, improper clearances, damaged shaft
journals, or any other problems, could be found during the motor rebuild to have caused these bearing failures.
FIGURE 6 Loose and Missing Babbitt
During the run in of the rebuilt motor we experienced
another bearing failure, this time on the outboard end. All
4 of the failed bearings were almost identical in nature and
all had been repaired at the same facility, this prompted
some in depth conversations with the repair facility and
their quality control measures.
On the subject of sleeve bearing oiled motors, we have
almost all of our oiled, 6.9kv motors equipped with sight
glass oilers which are a bulls eye sight glass with a 4 oz
make up oiler. This not only adds to the comfort zone over
the bulls eye sight glass, it maintains the correct oil level
as long as there is oil in the reservoir and reduces the

What is Predictive Maintenance 19
need for operators to add oil as frequently to keep the
oil level correct. The motor bearing reservoirs are also
set up with mini mess oil sample fittings. These not only
give a consistent sample point, but reduced sampling
times per motor by 50%. About 95% of the equipment
we collect oil samples from has sample fittings installed.
Each sample point has an ID tag hanging on it as well
as an oil tag with lubricant name and catalog number.
We also have targets mounted for vibration collection
which provide a consistent point and a good flat surface
for the accelerometer to be placed. While oil analysis is
primarily performed on the motors for equipment health,
we have employed CBM on our oiled sleeve bearing
motors. Even though some of the bearing reservoirs
FIGURE 7 Sight Glass Oilers
are only a couple quarts this has reduced manpower
requirements and by not performing unneeded intrusive
maintenance we have seen the ISO code drop 2 to 3 numbers, for an unfiltered system. See (Figure7)
Numerous other proactive measures have been initiated on equipment based on root cause
analysis. Single point lubricators have been installed on different types of equipment throughout
the plant. These not only help level out the over/under lubricated cycles but help keep pivot
points purged to keep debris from ingression and damaging the pins and bushings. (Figure 8)
shows the installation of single point lubricators on the wheel chocks for our rotary coal dumper.
FIGURE 8 Single Point Lubricators On
Wheel Chocks Of Rotary Coal Dumper
We also utilize single point lubricators on several bearings throughout the plant. (Figure 9) shows a motor driven
single point lubricator being tested on a ball mill pinion bearing. This is being tried since the gas changed ones
didn’t create enough pressure to push the grease around and through the grease channel of the outer bearing race.
Another proactive measure was taken to up-grade the inlet air filtration on our oxidation blowers based on
results of a root cause failure analysis. These are low pressure high volume (25,000 CFM) blowers used
in our synthetic gypsum production. These blowers were experiencing inlet control vane binding due to
(corrosion) acidic air and debris build up. See Figure 10
FIGURE 10
FIGURE 9 Motor Driven Single Point
Lubricators On Pinion Bearing
Vol 20 No 2

20
What is Predictive Maintenance
After identifying this problem a filter vendor was contacted to see what was available for better
filtration and possible acidic air removal. A new 3 stage filtration replaced the current 2 stage. The new
3 stage included a 12” activated carbon element, a 12” vee style filter with almost twice the previous
surface area and a 1” pre-filter. Original set up See (Figure 11), new 3 stage set up (Figure 12)
Vol 20 No 2
FIGURE 11 FIGURE 12
We are 6 months into testing the new filters with very positive results thus far. After 3 months the activated
carbon filter was tested and showed a usage of about 4% of the activated carbon, the next test is scheduled for
6 months run time. Even with the higher cost of the new filters, if the change out rate is reduced as planned the
additional cost per year is less than $750. This is only filter cost which does not include the additional savings
from the equipment running cleaner and not requiring more frequent rebuilds from binding inlet control vanes.
In a plant upgrade to produce synthetic gypsum from our scrubber slurry, a lot of the equipment at our
effluent processing facility was placed in different operating parameters. This process was well worth it
though since it reduced our land fill use by up to 75%. One gear reducer was failing every 3 to 5 weeks
from the ingress of fly ash which looked like lapping compound and was wearing the gears and bearings to
failure. With some basic improvements such as bearing isolators, kidney loop filtration, and better breathers
we have improved the time between failures to better than 3 years. Average cost per failure was $5,000.
The total cost for up-grades was less than $5,000 and a replacement system ran about $100,000. See
Figure 13 (Before and after shots)
FIGURE 13
Our coal ball mill reducers were also experiencing frequent failures. These are 1,000 HP gear reducers,
powered by a 1,200 motor, turning a 145 ton Foster Wheeler D9F ball mill. This equipment runs 24/7 unless
there’s a problem with it. Excessive operating temperatures, 225f to 265f, were causing problems with gear
surface protection. A 3 GPM cooler / filtration unit was built and the gear reducer was modified to

What is Predictive Maintenance 21
utilize the clean, cool, oil. The top lid of the gear reducer
was drilled to allow fresh oil to flow over the bearings,
then drain to the bottom for gear splash lubrication and
return to the cooler. The average summer time operating
temperatures now run 125f to 145f and we can generally
run 1.5 to 2 years without an oil change, a savings of 45
gallons per change X 12 reducers. See Figure 14.
CONCLUSION:
While most of the topics covered in this paper have dealt
with oil and vibration analysis, we also utilize ultra sound,
infrared, and the good ole human analyzer. In the power
FIGURE 14 Modified gear reducer
industry with load requirements and replacement power
costs fluctuating continually it’s hard to put a price on a
piece of equipment related to production. The fortunate thing is that management has seen, and continues
to see, the value in our functional predictive maintenance program.
Hopefully through some of the examples in this paper the difference between just practicing predictive
maintenance and a functional predictive maintenance department has been made obvious. There are
many benefits to be gained from predictive maintenance technologies but the true power of predictive
maintenance lies in the functional part of the predictive maintenance department.
So, do you just have a predictive maintenance program, or do you have a functional predictive maintenance
program?
Brian Thorp is a Predictive Maintenance Technician/ Supervisor, with Seminole Electric Cooperative .

22
Changing the Game
Admittedly, “changing the game” is a pretty bold statement. Can a company really transform its business
results through transforming its approach to reliability? The answer to that can be found in the dozens of
successful case studies we’ve compiled in the last several years, two of which we provide here.
Case Study 1
A large steel mill was on the verge of bankruptcy. They turned to reliability as a strategy to turn things around
and worked with an outside party to implement an integrated, plant-wide reliability centered maintenance
program. As a result, the plant became the most profitable steel producer in North America and was
rated the #1 steel mill in the world by Dow Jones. This plant reduced reactive maintenance from 70% to
20%, increased availability from 78% to 91%, improved First Run Yield from 76% to 91%, and decreased
storeroom inventory by $40 million - all with fewer people.
Case Study 2
A drug patent from a major pharmaceutical supplier was about to expire, giving way to substantial competition
from those providing a generically equivalent drug. Faced with these challenges, the plant responsible for
manufacturing this drug would need to completely revamp its operations or be driven out of business
through low-cost competition. Closure of the plant would affect thousands of employees. By instituting a
holistic and aggressive reliability program and by working with a reliability partner to assist them, the plant
was able to not just keep its doors open, but to maintain a leadership position for this particular drug, even
in the face of stiff, low-cost competition.
What is Reliability?
Optimization of plant asset performance and reliability is essential to meeting the challenge of increased
production and lower costs - a situation faced by many industries in increasingly competitive global markets.
Successful plant asset optimization requires the strategic integration of proven technologies, maintenance
best practices, and reliability methodologies in a coordinated, sustainable program that includes culture
change. Reliability is the over-arching term that defines this program.
By definition, reliability is: “The probability that a system, device or component will perform its prescribed
duty without failure for a given time when operating correctly in a specified environment.”
We term reliability as the strategy and resulting programs that need to be in place to make sure that the
systems, devices, and components will indeed perform their prescribed duty without failure. When we talk
about reliability, we are talking about the strategy, methodologies, and programs that will drive the actions
required to achieve the optimization of your plant assets. A holistic approach to reliability brings all of these
programs and initiatives together into a comprehensive, ground-up approach built around solid foundational
elements. Without a solid foundation, many strategies and programs falter and ultimately fail to achieve
their objectives.
Reliability is more then condition monitoring and predictive technologies. Although they are integral
Vol 20 No 2
Robert DiStefano Larry Covino
Management Resources Group Inc GE Energy

Enterprise Reliability 23
components of most successful reliability programs, reliability, as defined above, encompasses much more
as part of successful plant asset optimization. Reliability-focused strategies and program development will
drive the use of the right mix of technologies (including condition monitoring and predictive tools) based
upon the asset failure modes, impact of failure, and consequences of failure on customer-specific key
business drivers.
Why is Reliability Important?
Comparison of actual operating results show that “Best in Class” reliability performers typically spend
about 60% less on maintenance than industry averages while simultaneously achieving better results in
every meaningful category - process uptime, labor efficiency, equipment availability, safety, environmental
compliance, and of course profitability.
Not surprisingly, many companies are now realizing that reliability is the “next frontier” for enhancing
business results. Investment in enhanced reliability programs often yield mutli-year ROIs of 8:1 and can
run as high as 50:1 in some instances. In short, many businesses are beginning to embrace reliability as a
“game changer” in meeting increasing competitive pressures and in satisfying customer and shareholder
demands.
How is Reliability Measured?
Every company has key business drivers that they actively measure and manage that can be directly
influenced by improvements in their program around maintenance and reliability. These business drivers
typically include environmental and regulatory compliance, employee and public safety, operational drivers
such as availability and production, quality (such as first pass quality and yield), and of course operation
and maintenance costs. Improvements in any of these areas can directly influence the bottom line financial
statement for most industrial customers. A comprehensive, holistic approach to reliability focuses on
developing a program that will raise the level of performance in all of these applicable business areas.
Like most metrics, there are other parameters that are important to measure to assure that improvements
are being made. These are typically called key Performance Indicators (KPIs), and are developed and
implemented as part of the reliability program development, enabling progress to be tracked.
Working with all the key stakeholders in developing these KPI’s is integral to gaining awareness and
ultimately buy-in to achieving and exceeding the defined measures.
Benchmarks are often used to evaluate a company’s performance against a set of industry-defined standards
of achievement. For example, benchmarking maintenance spend as a percentage of Replacement Asset
Value for an industrial facility is a good measure of how they might stack up against others in their industry
segment. Many variables go into good benchmark performance measures, and databases that span
various levels of performance are required in each segment in order to establish quartiles and sub-quartiles
of performance measures. A comprehensive look at these benchmarks will help identify the entitlement
an organization might enjoy if they were to achieve the performance of a top quartile performer. These
benchmark statistics can clearly point out areas of focus where even well-established and comprehensive
programs can achieve additional benefits. To date we have not found any organization that is 100% satisfied
that they have achieved all of the benefits of a worldclass reliability program - there is always room for
improvement.
The Business Problem
Recently, we studied statistics from the United States Department of Commerce, including their measurement
of what they call “Net Stock of Private Fixed Assets” in various industries. This measurement is a close proxy
of Replacement Asset Value (RAV). In 2003 (the latest statistics available from the USDOC), there were
$4.9 trillion of physical assets on the ground in United States industry. We have a proprietary benchmarking
system that measures actual maintenance spend (as a percentage of Replacement Asset Value (RAV))
in about 10 different industries. As it turns out, the average spend is between 5% and 8%, with the best
performers spending less than 2% to 3%. Again, this is actual performance data - not theoretical data - and
the nearly two decades of reliability services data compiled by MRG through experience with over 400
clients in 14 industries bears this out consistently.
We applied our proprietary benchmarking system to the U.S. Department of Commerce statistics, and we
dollarized the value of elevating Fourth, Third, and Second Quartile plants to First Quartile in maintenance
Vol 20 No 2

24
Enterprise Reliability
spend. The results are shown in Figure 1 and suggests that industry wastes more than $180 billion in
excess maintenance spend annually. This figure is even more sobering when you consider that it is just for
the U.S.
Just Spend Less?
Vol 20 No 2
Figure 1 – Annual Excess Maintenance Spend (in billion USD) by US Industry.
Reducing the maintenance spend alone is not the answer. In fact many companies in the past 15 years
have cut maintenance budgets fairly dramatically; however, performance in other aspects of the business
has suffered - and in many cases, suffered dramatically. For example, efforts to cut overtime and use of
contractors and materials costs have had unintended consequences, as summarized below.
Unintended Consequences of Maintenance Spend Reductions without a Robust Reliability Program:
• Increased downtime
• Degraded equipment reliability/condition due to failure to perform preventive maintenance
• Diminished product quality
• Less-than-optimal asset utilization
• Missed product deliveries
• Reduced productivity
• Downtime from stock-outs (not having the right spare parts when needed)
• Increased energy consumption
• Avoidable collateral damage due to catastrophic failures
$184 Billion
Annual Excess Maintenance Spend
+
$553 Billion
Productivity Losses
=
$738 Billion
Potential Annual Reliability Benefit
Simply cutting the maintenance budget without a genuine reliability strategy will thus result in other costs that
eclipse any savings in spending. The work done in the 1980’s and 1990”s by Rohm and Haas (a recognized
leader in this area), as well as numerous published case studies, show consistently that the opportunities
associated with these other performance deficiencies can represent 3X to 7X the maintenance spend
reduction benefit. Taking the conservative end of that statistic (three times maintenance spend reductions),
you can see from Figure 1 that another $550 billion in “Productivity Losses” can be re-claimed through the
maintenance and reliability improvements, making the financial business case - again, in the United States
alone - worth close to $740 billion in annual, recurring benefits. What is this number world-wide? Good
question. We are currently trying to quantify that with good data; however, our preliminary reading is that,
if the U.S. opportunity is conservatively estimated at $740 billion annually, the world-wide annual benefits
are probably between $2 and $3 trillion.

Reliability Adoption
Enterprise Reliability 25
Approximately 25% of plants have achieved “best-in-class” reliability performance (i.e., top quartile
performance). In other words, 75% of plants have improvements to make and work to do. These “best-inclass”
plants are essentially pulling ahead of their competitors and enjoy the benefits of improved reliability
until their competitors eventually are forced to respond in similar fashion. Those who adopt earlier accrue
benefits for a longer period of time and with greater differentiation than those who wait until “late in the
game” to make such adjustments.
This is the situation when we look at plant-by-plant adoption. In contrast, when we look for an example
of a company that has uniformly elevated their reliability practices enterprise-wide, rather than just plantby-plant,
we find a different situation: there are no examples. In other words, we are still looking for the
innovators. This is not because there is no perceived need or because there is no corresponding business
case for enterprise-wide improvement versus simple plant-by-plant improvement. The issue is one of
implementation. While there are numerous companies that have been able to achieve “best in class” at
isolated plants, they simply haven’t been able to unlock the “recipe” for replicating this success uniformly
and consistently across all of their plants. Nobody has done it because, without assistance, nobody has
been able to. What are the benefits of enterprise-wide approach rather than plant-by-plant? There are
several:
• It leverages work done at one plant for reuse at other plants, eliminating the need for each and every
plant in an enterprise to re-invent the wheel.
• This results in a lower overall investment across an enterprise, making it easier to justify the expenditures
for foundational and culture change work, enhance the Return on Investment, and speed the Rate of
Return.
Typical ROIs are from 8:1 to 16:1 and higher, with typical Internal Rates of Return of from 50% to 250%
and higher.
The Business Case
As recently as five years ago, it is fair to say there was very little awareness at the corporate executive
suite level regarding the contribution to financial and business performance improvements that can come
from improved levels of physical asset reliability. In addition, five years ago we did not enjoy an accepted
consensus among industry experts about what good maintenance and reliability practices look like. If we
asked what are the characteristics exhibited by top performers who have increased operational performance
of their physical assets - while reducing the overall cost of production (including reducing the cost of
maintenance), we were likely to get varying answers depending on who was asked. In fact, as recently
as five years ago, there were no true success stories in this arena. There were some spotty, incremental
achievements, but no reliable success stories. Gladly, today we have much higher awareness at executive
management levels, and we have consistent guidance from top performers and consensus among industry
experts about the proven pattern of excellence.
First lets discuss executive awareness. Today, the people in the executive suites of our industrial companies
are beginning to understand that the business problem described earlier is solvable, and the solution
represents the largest company performance improvement opportunity available. This is partly because
corporate executives have read about or witnessed dramatic business performance improvements in the
early adopter companies. The CEO of Chevron Corporation, Mr. Dave O’Reilly, said in a recent letter to
employees that “Reliability, like safety, is a critical element of operational excellence and requires our
constant attention.” The Vice President of Operations at Anheuser Busch, Michael Harding, said in a recent
public speech to the Society of Maintenance and Reliability Professionals, that “As goes maintenance,
so goes the business”. There are more and more examples of executives focusing on maintenance and
reliability every day.
Is there a financial business case for reliability in your plant or enterprise? Find out what initiative your CEO
is concerned with, and we guarantee you that reliable assets will materially contribute to the results of that
initiative - either directly or indirectly.
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26
Enterprise Reliability
This will be further explored later in this article. For now, suffice to say that this environment of increased
awareness and understanding bodes well for a significant elevation of maintenance and reliability business
practices. There is a lot of guidance that can be used to estimate the costs of closing gaps to achieve higher
levels of performance and the associated financial gains. While such costs are not insignificant, they are
almost always easily justifiable in light of the benefits.
Today, although there are only a handful of companies that have, in fact, seriously elevated their maintenance
and reliability practices, and improved business performance as a result, those few companies provide
ample data that paints a very consistent picture of what good looks like and what results can be expected.
Companies like Rohm and Haas (mentioned earlier), Allied Signal/ Honeywell, Dofasco Steel, and, more
recently, Cargill Corporation, among a few others, have made dramatic shifts in their physical asset
management strategies that have driven significant financial results in many parts of their businesses.
Best-in-Class Traits
The characteristics exhibited by these “best-in-class” are remarkably consistent regardless of the industry
in which they operate. These characteristics allow at least six key lessons to be drawn that are widely
applicable to any industry.
1. They spend less on maintenance without sacrificing business results.
Annual maintenance spends of these companies are typically less than 2-3% of Replacement Asset Value
(RAV). Contrast this with an industry average maintenance spend of 5-8% RAV. In other words, best
performers are spending about half of what industry average performers are spending.
2. They employ a variety of Predictive Maintenance (PdM) and Condition Monitoring (CM) technologies
on the majority of the candidate equipment population.
Of note in the top performers is the depth into the asset population to which these multiple PdM and CM
technologies are applied. For example,
• From 63% to 95% of rotating machines (depending on the industry) are included in a robust vibration
analysis program - not just the critical equipment.
• 91% to 100% of electrical equipment is included in a robust thermography program (incidentally, 58%
to 79% of mechanical equipment is also included in the thermography program at top performers,
particularly smaller motors and gearboxes in packaging and similar operations).
• Lubrication analysis and contamination control practices are extensive and comprehensive.
• Use of Motor Circuit/Current Evaluation (MCE) technology for drivers is extensive.
• Extensive use of ultrasonics (airborne and contact) and various non-destructive testing (NDT)
technologies for piping and pressurized assets is also present at top performers.
3. They employ time-based, invasive preventive maintenance (PM) on a relatively small percentage
(usually only about 25%) of their equipment.
These last two points are worth considerable emphasis. After World War II, it was believed in general
industry (despite knowledge to the contrary in the aerospace industries and some branches of the United
States military) that most equipment behaved in a time-based predictable pattern. That is, the probability
of failure was relatively low and constant until a so-called “wear-out” zone was reached, at which time
exponential increase in failure probability occurred. Traditional time-based Preventive Maintenance was
designed to intervene into the equipment right before the wear-out zone was reached.
In reality, a precious small percentage (only about 2%) of equipment actually behaves in this fashion.
In fact, as shown in Table 1 (taken from RCM-II by John Moubray), there are many failure patterns of
machinery behavior, but only about 11% of the equipment in a typical industrial plant exhibits a time-based
predictable “wear-out” pattern.
Vol 20 No 2

Table 1 - Modern View of Asset Wear
Description Graphical Representation % of Assets Examples
A. Traditional View.
Random failure, then
wear out zone
B. Bathtub Curve.
High infant mortality,
then low level of random
failure, then wear out
zone
C. Slow Aging.
Steady increase in the
probability of failure.
D. Best New.
Sharp increase in the
probability of failure, then
random failure
E. Constant Random
Failure. Truly random
with no age-related
failure pattern
F. Worst New.
High infant mortality and
then random failure
2%
11%
Enterprise Reliability 27
Sprockets and chains
4% Typically electromechanical
items.
Electronic components
give rise to infant mortality
on left side of curve, while
mechanical components give
rise to late-life failure.
5% Brake pad linings or other
friction-type mechanisms
7%
89%
Hydraulic and compressed
air systems
14% Rolling element
bearings
68% Electronic
instruments
In Table 1, note the phenomenon of infant mortality, depicted in curves B and F by the initial high probability
of failure upon commissioning an asset into service. This corresponds to about 72% of equipment in a
typical industrial plant (this of course varies by industry) that experiences infant mortality, while, again, only
about 11% has a time-based predictable wear-out pattern. Thus, by relying predominantly on calendarbased
PM as a maintenance strategy for most of our assets, we are potentially adding value on only a small
percentage of equipment, and potentially introducing infant mortality on a high percentage of our assets
- unnecessarily - doing more harm than good.
Have you ever been confronted by a school of thought that held “if it ain’t broke, don’t fix it?” While you may
have thought anyone espousing this philosophy was unaware of the science of machinery behavior, it turns
out that they really are expressing a knowledge based on their own experience that machine failure is very
likely shortly after doing work on a machine. They may not have known the engineering principles behind
the experience, but they were right!
We are not suggesting that because most equipment does not observe a time-based predictable failure
pattern we shouldn’t do anything to our machines until they fail. We are saying that despite the fact that
most of our machines do not observe a time-based predictable wear-out pattern, failure is predictable on
a large percentage of our equipment - using predictive maintenance and condition monitoring. Eliminating
the unnecessary calendar-based PMs and introducing PdM enhances our ability to proactively manage our
assets to be more reliable, and reduces the cost of maintenance at the same time.
4. They allow their PdM technologies to be the primary driver of their work identification system.
Here are some statistical highlights of top-quartile workflow practices:
• Over 50% of the daily work order hours are related to the PdM program
- 15% Collecting and Analyzing Condition Information
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2
Enterprise Reliability
- 35% Performing PdM “Results” Corrective Work (PdMr) (work resulting from the PDMs)
• About 30% of the daily work order hours are related to the PM program
- 15% Collecting and Analyzing Condition/Operating Parameters
- 15% Performing PM “Results” Corrective Work (PMr) (work resulting from the PMs)
• Less than 20% of the daily work orders were initiated via a traditional work request from equipment
operators
Keep in mind that the use of the PdM technologies objectively identifies corrective work based on real
science and real data, and the early and objective identification of machine faults, if acted upon properly,
should avoid catastrophic failure and collateral damage. This means that the repairs that are made are
typically less extensive, using less labor and less parts. This all drives costs down.
Traditional work identification based largely on the “five-senses” of the equipment operators provides
inadequate time to effectively plan corrective work, which handicaps schedule compliance, in turn
undermining the credibility of and trust in maintenance on the part of the operators, and so on. The domino
effect is clearly present here if the root cause of the problem - work identification - is not addressed. A
topquartile, objective work identification system, based on comprehensive PdM, allows the Planners to
plan the PM and PdM corrective work orders. By virtue of early and objective machine fault identification,
these work orders can be effectively planned because we have ample time. Once planned, these work
orders can be advanced to a ready-to-schedule status - feeding a more effective scheduling process. This,
in turn, allows wrench time of the maintenance workers to approach (and in some cases exceed) 50% (note
that the average wrench-time in a typical industrial plant is less than 30%). This also eventually will allow
the equipment operators to trust the schedule and actually prepare the work-site and the equipment for the
scheduled repair.
Vol 20 No 2
$/HP/Year
Run to
Failure
Figure 2 – Cost of maintenance
versus maintenance practices
employed, as summarized by
an Electric Power Research
Institute (EPRI) study.
Of course, there are many studies that prove planned work is significantly less expensive than unplanned
work. In addition, a work mix more heavily weighted toward PdM will drive costs down, as Figure 2 summarizing
one study shows. In addition, a well-planned work order provides ample time for an experienced and skilled
craftsperson to perform a precision repair that should result in more reliable operation once the machine
is restored to service, not to mention more personal job satisfaction on the part of the craftsman who was
given ample time to do the job right the first time.
5. They treat reliability holistically.
Preventive
Maintenance
Predictive
Maintenance
Proactive
Condition
Monitoring
Types of Maintenance Programs
Top performers all exhibit a holistic approach to changing practices, recognizing that the benefits cannot
be unlocked by attacking individual components of the entire strategy. If only the maintenance people
are involved in the process, it won’t drive results. The entire organization must be involved to unlock the
benefits. And, all aspects of the strategy must be addressed simultaneously. You cannot piecemeal your
way to prosperity. For example, planning and scheduling cannot improve if the work identification system
is faulty. We can’t identify work objectively and early (before collateral and catastrophic damage occurs)

Enterprise Reliability 29
without extensive use of PdM and condition monitoring. PdM generated work orders will never be slotted
into the schedule unless the operators understand and trust the technology. This is just a small example
of how every aspect of the strategy acts as a link in the chain. If any link is missing, or broken, the entire
strength of the chain is compromised.
6. They do not overlook the importance of culture change.
The sixth critical lesson drawn from top performers is that the culture change required to accomplish success
is recognized early as a significant impediment to success. These top performers incorporated all kinds
of tools and methods to address culture change, including awareness training, consistent measurement
systems, alignment of performance to rewards, etc. In fact, the top performers believe that the most
challenging part of their journey was the “softer side” of the problem - not the technology and engineering
side.
If we think in terms of people, process, and technology (which many companies do today), not surprisingly
it is the people aspect that is the most challenging. Despite our intuition that this is true, most companies
fail to dedicate the proper amount of attention and resources to this aspect. For example, many companies
complain that their Computerized Maintenance Management System (CMMS) has not delivered the
promised results, but the CMMS alone cannot deliver reliability. Concentrating primarily on the process and
technology does not result in sustainable higher performance. Research done on culture change over a
twenty-year period inside GE revealed remarkable statistics. 100% of change initiatives that were considered
successful had a sound technical solution. However, over 98% of change initiatives that were considered
failures also had a sound technical solution! This amplifies the experience that a sound technical solution
alone will not drive results.

30
Enterprise Reliability
Why do reliability programs/initiatives fail?
Despite the success stories that should guide us with their consistent practices, even the successful
companies that have achieved great results have done so only in the context of individual plants or business
units. None of the case studies for success have demonstrated uniform elevation of these practices
enterprise-wide, at every single plant. In addition, the success that is evident is still somewhat (if not
highly) dependent on influential leaders without whom the performance is not sustainable. In other words,
in some of these companies, the changes have yet to be institutionalized for sustainable performance
and continuous improvement. This, of course, takes time, resources, and perseverance, and it should be
pointed out that some of the companies recognize this and are actively addressing it.
Reliability needs to become knitted into the fabric of our companies much like safety has. Why? Consider
that every corporate improvement initiative, whether it is related to Lean Manufacturing, TPM®, Six
Sigma®, Quality Circles, Supply Chain Optimization, Market Share Increase, Cost-of-Goods Reduction,
Value-added Services, Increase in Sales, Asset Utilization Leverage - no matter what it is - success in these
initiatives is either directly or indirectly enabled and enhanced by the reliability, stability, and dependability
of the physical assets. So business performance can actually degrade if “Lean” is implemented in the
absence of establishing a reliable and stable asset base. In any event, if the reliability foundation is in
place, incremental benefits for the corporation can be unlocked and the performance of the company, in
whatever part of the business the executive suite is focused on, will improve. Nonetheless, some obvious
impediments stand in the way of uniform, enterprise-wide performance, including:
• No business case developed to frame the opportunity in financial and business terms
• Lack of executive initiating sponsorship
• Lack of executive sustaining sponsorship
• No defined standards at the corporate or division level
• Failure to recognize the need for careful integration of all the elements in a
top-quartile asset management practice
• Insufficient attention to addressing culture change
• Tepid application of PdM and CM as primary work identifiers
• Inordinate reliance on calendar-based PM
• No ties between performance and rewards
• Missing systems/tools to efficiently leverage work done at
one plant to similar equipment at other plants
• Failure to employ outside resources for special expertise, leadership,
guidance, and actual heavylifting work necessary to close gaps rapidly
There are others as well, but these are the major ones.
What are the benefits of seeking outside assistance?
As was mentioned in the previous section, one of the impediments to success is failure to recognize the
need for specialized expertise and experience from outside the company. There are several reasons why
outside assistance can be particularly beneficial:
1. Overcoming Myopia
It is often difficult to assess our own shortcomings and weaknesses objectively. Conversely, we may tend
to overestimate our strengths. While the role of an outside party is not to curb enthusiasm, it can provide a
more realistic assessment of a company’s performance relative to its industry peers. An outside entity can
usually bring a more accurate appraisal of a company’s reliability performance than can be achieved from
the inside out.
Vol 20 No 2

2. Time to Results
Enterprise Reliability 31
The longer it takes to assess reliability practices and implement necessary improvements, the greater
the likelihood that a company will lose focus and incentiveto change. While speed alone is not the only
determinant in program success, the ability for an outside party to tackle reliability as a defined “project”
has proven time and time again to be helpful in getting companies to their goals than when employing a
purely “do it yourself” approach. It is important to note, however, that reliability is not something that is
“outsourced.” The goal of any project is to create a sustainable program that fully involves the customer at
every step so that it is the customer’s program - not the consultant’s.
3. Experience
An outside party brings the benefit of experience that crosses many disciplines and industries. Typically,
they’ve seen the same problems over and over again and have been trained to not just identify them, but
correct them. An entirely do-it-yourself approach often destines a company to reinvent the wheel, typically
at great expense in terms of both money and time. Admittedly, the concept of a “consultant” often has
negative connotations. They waltz in, make their Changing Results, Not Just Activities
At the end of the day, reliability is about business results. If “changing the game” simply means different
activities without correspondingly different results, it isn’t really changing the game at all. Fortunately, there
is an abundance of success stories - some quite dramatic - that attest to the effectiveness of reliability
in its ability to transform business results, not just business activities. We provided two such examples
of companies that were able to “change the game” through changing their approach to reliability at the
beginning of this article. In our experience, these are not isolated examples that only a few companies can
hope to achieve. Instead, they represent the benefits that are readily available to any company willing to
seriously apply a rigorous and holistic reliability approach to their operations and maintenance activities.
This article was originally published in GE Energy’s ORBIT magazine and is being reprinted by permission.
Copyrights remain the property of General Electric Company.

32
In poorly performing plants it is typical that production, maintenance and engineering organizations work
in silos without much cooperation. The traditional view in these plants is that the maintenance organization
delivers service to its customer which is the production organization and the engineering organization
is called “the black hole” where requests for drawing and other documentation updates disappear, and
maintenance and operations input on design are not included when new equipment is specified and
procured. This traditional view has never made sense to me because the results of maintenance work are
not a service. Services are the resources the organization has available to deliver equipment reliability and
asset preservation.
One common observation in best manufacturing organizations is that Operations, Maintenance and
Engineering work in a close partnership. They view Reliable production as their common goal. The
Maintenance organization delivers Equipment Reliability; The Operations organization delivers Process
Reliability in an equal partnership. The Engineering organization designs and procures equipment based
on lowest Life Cycle Cost (LCC) instead of lowest purchase price. LCC includes total cost of ownership for
acquisition, installation, operations and maintenance, energy, scrapping etc. Reliability and Maintainability
requirements are included in early specifications with involvement from the operations and maintenance
organizations.
The picture opposite shows a
good example on LCC design.
The portable lifting arm, jacking
bolts for motor alignment, drain
valve to drain pump house, and
fixed pick up points for vibration
analysis will cost a little more
initially but will save much more
during the life of the pump.
Good instructions and a bill of
material specifying all original
manufacturers’ data on all
components in the pump shall
also be delivered with the pump.
Picture courtesy of ABS Pump.
All organizations I talk with about the principles of a partnership work system agree but seldom implement
the changes aggressively enough to harvest the benefits. Most organizations are under the illusion that
they already work as partners and therefore do nothing to implement it.
Today industrial plant can not afford not to implement a partnership work system, the saving opportunities
are too big to be ignored and the decision to implement a partnership work system has to come from the
plant manager or above him/her. The rest of the organization is often gridlocked and protective of their old
roles.
Vol 20 No 2
Christer Idhammer
President and CEO IDCON, INC www.idcon.com

Partnership Organisations 33
The table below summarizes some maintenance related differences between traditional service
focused organizations and organizations based on a partnership work system driven by reliability
performance.
Constituent Service Focused
Organization
Key Performance
Indicator
Partnership Work
System
Maintenance Cost/ton Prime Quality Tons/
Manufacturing Cost
Engineering Specification and
procurement of new
equipment done
without reliability
and maintainability
specifications and
enough involvement
by users. Procurement
primarily based on
lowest cost to acquire.
Reliability Seen as a maintenance
responsibility and deals
with equipment only.
Sometimes related
solely to predictive
maintenance.
Production Reports Documents lost
production per
department. For
example Mechanical
Maintenance, Electrical,
Instrumentation and
Operations.
Root Cause
Analysis
Often called Failure
Analysis.
Flexibility Operators operate and
maintenance people
maintain.
Priorities of
Maintenance work
Priorities are decided
by the requestor which
often represents the
operations organization.
Priorities are often
emotional.
Procurement based
on lowest Life Cycle
Cost. Specifications
include reliability
and maintainability
requirements.
Reliability is the
total performance
measurement for the
whole organization.
Encompasses process
and equipment
reliability.
Describes the problem,
selects problems to be
solved, assign problem
owner, eliminates the
problem and train rest of
the organization in the
solution.
Called Problem
Elimination
As a minimum operators
do basic inspections of
equipment and process.
They are trained in how
to do inspections.
A priority guideline
is agreed upon and
respected by both
operations and
maintenance.
Comments
Drives the organization to focus
on competitiveness and total
results. The focus must be on
what drives cost, not cost alone.
To be successful investments
must change from short term
cost focus to long term total
cost of ownership. Privately
held companies can be more
successful to implement this
strategy than public companies.
Improved manufacturing
reliability drives down cost. One
common performance indicator
helps build the partnership work
system.
A change from asking who?
To asking Why? strengthen
partnership work practices.
The term “Failure” often
relates to equipment and
thus maintenance. The term
“Problem” includes everything
and supports the partnership
work practices.
Operators can often do 50% of
all basic equipment inspections.
This will significantly lower costs
for preventive maintenance. It is
the first step towards expanded
operator and maintenance work
flexibility.
The most common reason why
planners do not plan is frequent
interruptions by emotional
priorities. A service focused
maintenance organization will
encourage a “Yes Sir” mentality.
In a partnership the priorities
will be set on the basis of what
is most important for the whole
organization.
Vol 20 No 2

34
Partnership Organisations
Planning and
Scheduling.
-Shutdown work.
Planning and
Scheduling.
- Daily work.
Maintenance cost
Responsibility.
Maintenance craft
People on shift.
Implementation
Vol 20 No 2
Maintenance and
Operations work
scheduled in separate
schedules. Schedules
can easily be changed.
Work frequently added
to schedule in the
morning of the day
it is requested to be
done. This practice
is accepted by
maintenance because
operations is the
customer.
Operations request 70%
of work. Maintenance
manager is blamed for
budget over runs.
Many people on shift to
cover for possible break
downs. Craft People
often poorly utilized.
One schedule for
all work. Schedule
changes are done jointly
between operations
and maintenance. Shut
down project manager
represents operations.
Schedule for next
days work is closed at
11.00 a.m. day before
execution. Work is
assigned to crafts
people end of day
before execution of
schedule. Less than 5%
changes in schedules.
Joint responsibility for
Manufacturing costs.
Very few or no
maintenance craft
people on shift.
A partnership will easier
overcome old and very costly
practices. Improves reliability
and Production throughput.
Drives a change in behavior.
Increases maintenance
productivity.
Drives partnership work
practices
Fewer maintenance craft people
on shift will result in more
maintenance work done by
operators.
First of all your plant manager must believe that to implement partnership work practices is the right thing
to do because it improves the plants’ competitiveness and you can not afford not to do it.
It is imperative to understand that the change to partnership practices is not a revolution it is more of an
evolution through implementation of a lot of common sense. So it does not need to take a long time and it
does not have to cost a lot of capital dollars.
Recommended Implementation Steps
If most of what you have read in this article makes sense you need to sell these ideas to key people in your
organization. Often you can speed up this process by assemble operations, maintenance and engineering
to present and discuss these ideas. Because the principles are common sense there is a very good chance
that acceptance will be very high.
Mission Statement
It will help you to first agree on a joint mission statement between operations and maintenance for your
production organization. Key operations and maintenance leaders must together work out this statement.
You can start by listing some key words that should be included in statement E.g. Reliable Production,
Safety, Partnership. Split this up into a couple of groups to work out the statement. Review the statements
you come up with a couple of times and you will most probably come up with a mission statement you all
agree to. An example could be;
“In a partnership between operations and maintenance we shall safely deliver
continuously improved production reliability through long term implementation of best
practices”
Belief: Improved production reliability will decrease manufacturing costs.

Partnership Organisations 35
The mission statement for maintenance and operations must be tied with the above statement. For the
maintenance organization the mission statement could say:
“As an equal partner with operations we shall safely deliver continuously improved
equipment reliability through long term implementation of best practices.”
Belief: Improved equipment reliability will decrease maintenance costs.
The application and true use of this statement will drive very different work practices than if the statement
would say as following actual statement from a maintenance organization;
“As a service organization to production we will safely provide effective services at lowest cost.”
This organization became very cost driven. The maintenance manager focused on cutting the cost of
maintenance over many years. He had done exactly what was asked by his manager and followed the
mission statement. The easiest way to cut maintenance costs is to defer maintenance work and that was
what he did, so after two years maintenance costs started to go up drastically and reliability was decreasing
so he was fired.
What Good Organisations Look Like and How Good Is Your Organization
You might also want to do a structured educational evaluation of your maintenance performance in order to
increase awareness and to let your organization discover the gap between best practices and your actual
practices. This evaluation should describe your new work practices in such a way that improvements, or
the lack thereof, can be measured.
Christer Idhammar can be reached at info@idcon.com attn. Christer Idhammar

2007 Survey of
4Site
Submitted by: 4Site by fsc Limited USA
Web: www.4site.com
IN-COUNTRY SUPPORT: USA , Canada and Australia
DESIGNED FOR A PARTICULAR INDUSTRY: 4Site is applicable
across all “Asset Intensive” industries
TYPICAL COST OF THE CMMS/EAM SOFTWARE:
Small site: $35000 Medium Site: $75000
Large Site: $150000 US Dollars
Available as a stand-alone system: YES
Part of larger management/corporate system: NO
DESCRIPTION
4Site, by fsc Limited, helps deliver optimum bottom line results
to asset intensive companies by driving optimization, availability,
reliability and productivity of production assets through superior
equipment management, maintenance and monitoring, supply chain
and materials management optimization, project management
and execution, and financial management, analysis and reporting
capability. 4Site delivers superior return on investment with ease of
use and rapid implementation leading to quick realization of financial
benefits and lowering total cost of ownership.
Agility
Submitted by: SOFTSOLS(ASIA/PACIFIC) Australia
Email: Shane.Diprose@softsolsgroup.com
Web: www.Getagility.com
IN-COUNTRY SUPPORT: UK, USA, Auatralia, Singapore, Malaysia,
Indonesia, Philippines, India, Sri Lanka, South Africa, Spain,
Portugal, Italy, Russia.
DESIGNED FOR A PARTICULAR INDUSTRY:
Agility is a generic solution; Agility is 100% customisable so it can
be custom built for areas like Manufacturing, Facilities Management
& Service industry.
TYPICAL COST OF THE CMMS/EAM SOFTWARE:
Small system: $3,000 Medium system: $6,000 Large system:
$30,000 Australian Dollars
Available as a stand-alone system: Yes
Part of larger management/corporate system: No.
DESCRIPTION
Agility is a state of the art Microsoft .NET maintenance management
system that gives you the functionality you want at a price you
can afford. Completely configurable web browser system. Zero
footprint, instant access from your web browser. No client set-up or
downloads. Just connect and go. Allocate jobs and work orders to
engineers on their Pocket PC using GPRS or wireless networking
Equipment & Asset Management:
• Easy management. Agility has data-driven templates to make
managing your equipment and assets easy
Work Order & Preventative Maintenance
• Templates. Agility’s work order templates create a full description
of standard maintenance work.
• Assets. Templates can be defined for each type of asset or
common fault
• Preventative maintenance.
• Help Desk and work requests
• Route sheets. Multiple equipment items can be associated with
one work order.
Employee Allocation and Resourcing
• Employee database Multiple skills. Shift patterns and
CMMS & EAMs
Compiled by Len Bradshaw, March 2007.The data given in this 2007 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.
availability.
Powerful scheduling
• Skills scheduling. Employee drill down. Individual scheduling
• Live feedback from mobile engineers.
Agility provides you with cutting-edge technology at the right price.
No more over-complex, needless technology that you’ll never use
for day—to-day maintenance management tasks.
AIMS.NET
Submitted by PHOENIX DATA SYSTEMS Inc USA
Email: sales@goaims.com
Web: www.goaims.com
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
USA, United Kingdom, United Arab Emirates, Malaysia
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:
Healthcare, Hospitals – Biomedical /Clinical Engineering and Plant/
Facilities
TYPICAL COST OF THE CMMS/EAM SOFTWARE:
Small site: $3,995 Medium Site: $15,995 Large Site: $30,995
US Dollars
Available as a stand-alone system: Yes
Part of larger management/corporate system: No
DESCRIPTION
AIMS.NET provides real time access to your data from anywhere
using Internet Explorer 5.5. Fast, web-based CMMS resides on your
server or can be hosted as an ASP. AIMS.NET components are fully
integrated to help manage your equipment, work orders, contracts,
parts inventory and more; Dispatch Center assigns work orders from
a central location while Digital Dashboard provides management
with real-time gauge-style key performance indicators. Over 130
reports help you meet management objectives and requirements.
Phoenix Data has over 22 years of experience serving equipment
maintenance needs for healthcare.
AMPRO
Submitted by: Third City Solutions Pty Ltd Australia
Email: info@thirdcitysolutions.com.au
Web: www.thirdcitysolutions.com.au
IN-COUNTRY SUPPORT: Australia, Great Britain,
TYPICAL COST OF THE CMMS/EAM SOFTWARE:
Small site: $2500 Med Site: $6500 Large Site: POA Aus$
Available as a stand-alone system: YES
DESCRIPTION
AMPRO is a software application that allows the structuring of your
assets (plant, equipment, vehicles etc) in an organised and logical
manner. Prepare and document the maintenance history, schedule
work that needs to be done on a routine basis, prepare unscheduled
jobs that need to be carried out, and record work already completed.
Whether you want to maintain a fleet of vehicles or a hotel chain,
AMPRO will do this with ease. Modules are seamlessly integrated
with each other.
1. The ability to export reports easily.
2. The same ‘look and feel’ throughout makes the application
intuitive for users.
AMPRO PE [Portable Edition]
Submitted by: Third City Solutions Pty Ltd Australia
Email: info@thirdcitysolutions.com.au
Web: www.thirdcitysolutions.com.au

IN-COUNTRY SUPPORT: Australia, Great Britain,
TYPICAL COST: Small site: $3400 Med Site:$3400 Large Site:
POA Aus$
Available as a stand-alone system: No Requires AMPRO
Part of larger management/corporate system: NO
DESCRIPTION
AMPRO PE is an application that runs on a PDA to perform various
tasks related to asset maintenance. Use a barcode scanner,
attached or built-in, to simplify and speed up the entering of data
and ensure accuracy. AMPRO PE is made up of a number of easy
to use modules that will run on Windows Mobile based PDA’s.
Within AMPRO, data can be filtered, based on your criteria, before
being uploaded to the PDA. This allows you, for example, to select
only the assets that are to be inspected this week.
AMPS
Submitted by: Eden Technology Australia
Email: business@eden.com.au
Web: http://www.eden.com.au
IN-COUNTRY SUPPORT: Australia, Malaysia, NZ, UK
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:
Naval Defence/Maritime
TYPICAL COST: Available on Request
Available as a stand-alone system: Yes
Part of larger management/corporate system: Yes
DESCRIPTION
AMPS is a fully integrated vessel-shore logistics management
solution that includes modules for the planning and management of
equipment maintenance activities, inventory management, document
and data management, integration with Configuration Management
systems for the maintenance of configuration baselines, mobile
device functions and logistics management reporting. It also
supports the full deployment of vessels, allowing the vessel to
synchronise information related to its logistics activity with the shore
on as “as required” basis to ensure complete configuration control
is maintained. AMPS is unique in that it meets all of the business
requirements of a fleet management organisation, allowing for the
full integration of the logistics needs of the vessel and its shore
support operation, including contractors who may be involved in a
range of support activities for all or a part of the vessel.
Antero
Submitted by: AllMax Software, Inc. USA
Email: roy.meade@allmaxsoftware.com
Web: www.allmaxsoftware.com
IN-COUNTRY SUPPORT: USA
TYPICAL COST:
Small site: $2,200 Med Site: $5,200 Large Site: $9,100 US$
Available as a stand-alone system: YES
Part of larger management/corporate system: CAN BE
DESCRIPTION
Antero maintenance data management software will help assure
industry standard and government compliance, allow users to
build preventive maintenance schedules, monitor tasks, generate
corrective and scheduled work orders, track equipment, inventory,
parts, contractors, back up and store data, track sub-contractors’
costs, analyze costs and information by departments. Other key
features include custom defined fields and enable linking external
files to specific items, PM linking and the ability to track purchase
orders, consumables usage and expense. Antero simplifies print
and electronic documentation, allows for meter/gauge tracking,
provides user security, historical, cost and custom reporting and is
barcode capable and hand-held compatible.
Asset Guardian
Submitted by: SKILLED Group Limited Australia
Email: gkastes@skilled.com.au
Web: http://www.skilled.com.au/clients/maintenance-trades.
aspx#AssetGuardian

IN-COUNTRY SUPPORT: Australia, Canada, USA
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: NO
TYPICAL COST: Small site: $2,000 Med Site: $10,000 Large Site:
$30,000 AUS$
Available as a stand-alone system: YES
Part of larger management/corporate system: NO
DESCRIPTION
SKILLED Asset Guardian is a complete Maintenance Management
solution that provides Maintenance Professionals with a simple
method of effectively managing their Maintenance and Procurement
operations. Standard features include: Equipment Register
(unlimited), PM Scheduling, Work Order Management, Planning
& Scheduling, Purchasing, Parts Catalog, Inventory Control with
Automatic Reordering, Costing and Reporting. Optional modules
include: Drawing and Document Management, Web-Based Work
Request System, Invoice Matching, Tool Crib Management and
Web-Based Shift Log Manager. Integration to a number of popular
accounting systems is also available.
Avantis.PRO EAM Software
Submitted by Avantis Canada
Email: Maria.Carapina@ips.invensys.com
Web: www.avantis.net
IN-COUNTRY SUPPORT: ALL
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Applicable
in all process industries
TYPICAL COST: POA
Available as a stand-alone system: YES
Part of larger management/corporate system: NO
DESCRIPTION
Avantis.PRO Enterprise Asset Management software enables you to
organize, track and understand your asset utilization, performance,
and availability, as well as the scope of the effort and costs incurred
over time to maintain these assets. The broad range of functions
enable you to see where and how to focus your efforts in order to
lower downtime, improve quality, increase asset utilization, improve
maintenance productivity, and ultimately, make your business more
competitive. Avantis.PRO is a complete suite of integrated software
modules designed to give you immediate access to everything
you need for managing your Maintenance, MRO Inventory, and
Procurement operations.
CO-FIXS
Submitted by: Facility Resource Services LLC USA
Email: Sales@COFIXS.com
Web: www.COFIXS.com
IN-COUNTRY SUPPORT: USA
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Open
TYPICAL COST: Small site:$4,995 Med Site:$9.995 Large
Site:$25,000 US$
Available as a stand-alone system: YES
Part of larger management/corporate system: NO
DESCRIPTION
CO-FIXS! This powerful CMMS/EAM tool is designed to provide a
very professional and comprehensive data collection and retrieval
system. PM task scheduling, Work orders, Part inventory control,
Bar coding, Remote request system, and much more. WWW.
COFIXS.COM
CWorks CMMS
Submitted by CWorks Systems Berhad Malaysia
Email: info@cworks.com.my
Web: www.cworks.com.my
IN-COUNTRY SUPPORT: Malaysia, United States of America,
China and Indonesia.
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Suitable for
plants and facilities.
TYPICAL COST: Small site: USD 599 Medium Site: USD 899
Large Site: USD 899.00* onwards US$
Available as a stand-alone system : Yes.
Part of larger management/corporate system : NO, its specific for
asset and maintenance management
DESCRIPTION
CWorks computerized maintenance management systems is
truly fit for purpose designed and developed by practitioners for
practitioners. CWorks FREE allows one to test drive and evaluate
the system prior to deciding if it is fit for their operation. An open
source option allows users to have full control of the system. All
these are a sensible and practical approach to maintenance system.
Installed in over 1000 sites in 66 countries and ranked 107 in the
Deloitte Technology Fast 500 Asia Pacific 2006 Program. Visit us at
www.cworks.com.my for more info.
CWorks NETMain
Submitted by CWorks Systems Inc USA
Email: info@cworkssystems.com
Web: www.cworkssystems.com
IN-COUNTRY SUPPORT: USA, Canada, Mexico, Carribean,
Europe, Far East
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:
Manufacturing, Facilitiies, Services
TYPICAL COST: Small site: US$3000 Medium Site:US$5000
Large Site: US$9000
Available as a stand-alone system: Yes
Part of larger management/corporate system: No
DESCRIPTION
Fully featured multi-user system for use on an Intranet Server or as
an ASP in any plant(s) or facility(ies). In active use at many facilities
& manufacturing sites world wide. Includes a complete Purchasing
module with multi-currencies. Support from USA and Malaysia.
Can be provided as a purchase or on an ASP basis. Written in
MYSQL
CWorks Plus
Submitted by CWorks Systems Inc USA
Email: info@cworkssystems.com
Web: www.cworkssystems.com
IN-COUNTRY SUPPORT: USA, Canada, Europe, Carribean,
Australia, Far East
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:
Manufacturing, Facilities
TYPICAL COST: Small site: US$599 Medium Site: US599
Available as a stand-alone system: Yes
Part of larger management/corporate system: No
DESCRIPTION
Fully featured multi-user system in active use at many facilities
& manufacturing sites world wide. Premium Support includes the
WorkLog feature for easy use by Technicians, including lookup
of maintenance history for any Asset. Support from USA and
Malaysia.
Access-Based. Source code available
CWorks SQL
Submitted by CWorks Systems Inc USA
Email: info@cworkssystems.com
Web: www.cworkssystems.com
IN-COUNTRY SUPPORT: USA, Canada, Mexico, Carribean,
Europe, Far East
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:
Manufacturing, Facilitiies, Services
TYPICAL COST: Small site: US$3000 Medium Site:US$5000 Large
Site: US$9000
Available as a stand-alone system: Yes
Part of larger management/corporate system: No
DESCRIPTION
Fully featured multi-user system for use on a WAN or larger plant or
facility. In active use at many facilities & manufacturing sites world
wide. Internet-based Work Requests available. Includes a complete
Purchasing module with multi-currencies. Support from USA and
Malaysia.
Davison CMMS / PredictMate / Shaft Alignment
Submitted by Davison Systems, LLC USA
Email: support@davisonsoftware.com
Web: www.davisonsoftware.com
IN-COUNTRY SUPPORT: USA
TYPICAL COST OF: Small site: $750 Medium Site: 1550
Large Site: $6000 US$
Available as a stand-alone system: Yes
Part of larger management/corporate system: No
DESCRIPTION
Davison Maintenance CMMS is affordable and easy to use.
Manage work by personnel on equipment or other facility assets
for corrective and preventive maintenance. Check personnel time
and equipment costs. Work Request module. Flexible preventive
maintenance scheduling.
PredictMate software helps you prevent equipment failure.
PredictMate prints alarm reports using data from simple

measurements. Receive data from SCADA, handheld PDA, and
printouts. The PredictMate alarm report can export to work order
requests for any CMMS.
Shaft Alignment software calculates and records the correction of
shaft alignment. Relates to the CMMS. Base or flange-mounted.
EAMO5
Submitted by Mechatricity Pty Ltd Australia
Email: mbennett@rylson.com.au
Web: www.EAMO5.com
IN-COUNTRY SUPPORT: Asia Pacific
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: EAMO5 is
suited to all industry sectors.
Available as a stand-alone system: EAMO5 is available as a stand
alone system or can be interfaced with your existing CMMS/EAM
software.
Part of larger management/corporate system: EAMO5 is a module
of pbs5 that allows for seamless integration, but can be fully and
seamlessly integrated with solutions from SAP, Maximo, Mincom,
etc.
DESCRIPTION
EAMO5 is the next generation software solution offering the
only comprehensive approach to Total Life Cycle Planning in an
enterprise Grade system.
EAMO5 is designed and built around proven methodologies to assist
your organisation to maximise the life of your assets and ultimately
your bottom line.
EAMO5 can be provided as a complete package or on a module
by module basis.
Key Benefits to your organisation: Improved return on investment
through; Optimal asset utilisation and productivity, Improved revenue
to cost ratios, Improved reliability and therefore repeatability of
performance, Optimized inventory costs, Predictable equipment life,
More accurate prediction of Opex and CRP budgets of asset life
FMMS Facilities Maintenance Management Syst
Submitted by: KDR Creative Software Pty Ltd Australia
Email: geoff.m@kdr.com.au
Web: www.kdr.com.au
IN-COUNTRY SUPPORT: Australia, New Zealand, Singapore,
USA, South Africa, China.
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: No, it is
designed for all industry types.
TYPICAL COST OF: Small site: $15,000 Medium Site:
$30,000 Large Site: $100,000 Australian$
Available as a stand-alone system: Yes
Part of larger management/corporate system: No
DESCRIPTION
Additional to being a comprehensive stand alone CMMS, FMMS
compliments Corporate ERP Systems by utilizing a library of interface
procedures in order to access data that resides outside of the core
application. A number of such interface libraries have already
been built by KDR for existing customers with the predominant
ones enabling bi-directional access with ERPS such as SAP and
Oracle Financials. Interfaces to other external product types include
Condition Monitoring, SCADA, Configuration Management, GIS,
Supply Logistics and Project Management.
FMMS has been designed and purpose-built to accommodate the
following key functional areas of Asset Management:
• Definition and Navigation of Asset Hierarchy •
Preparation of Standard Activity Libraries
• Initiation, Monitoring, Feedback and Recording of Maint.
Activities
• Maintenance Planning, including Resource Capacity,
Prioritization
• Business Metrics, report writing and user-defined KPIs
• Serial Number Tracking of Essential Components and Certified
Items
• Spare Parts Cataloguing, Purchasing, and Inventory
Management
• Contracts and Project Management

• Timesheet Recording
• Budget/Forecast Preparation, Review and Monitoring
• Workflow Definition and Management
• Field Deployment via Mobile Devices
• Real-time Wireless access
• Work Packaging
• Certified Items
FaciliWorks Maintenance Management Software
CyberMetrics Corporation USA
Email: sales@cybermetrics.com
Web: www.cybermetrics.com
IN-COUNTRY SUPPORT: USA
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: No
TYPICAL COST: Dependent upon number of licenses and version
purchased.
Available as a stand-alone system: Yes
Part of larger management/corporate system: No
DESCRIPTION
FaciliWorks Maintenance Management Software
CyberMetrics Corporation brings you the FaciliWorks line of CMMS
solutions. Available in both desktop and web-based versions,
FaciliWorks will help your company reduce downtime, optimize
inventory and purchasing, process tasks and schedules, implement
standards and compliance, store and retrieve records, and improve
the overall reliability of your maintenance management program.
FastMaint CMMS
Submitted SMGlobal Inc. USA
Email: sales@smglobal.com
Web: www.smglobal.com
IN-COUNTRY SUPPORT: USA
DESIGNED FOR A PARTICULAR INDUSTRY: Plant & facilities
maintenance
TYPICAL COST: Small site:< US $1000 Med Site:< US$ 5000
USD
Available as a stand-alone system: Yes
Part of larger management/corporate system: No
DESCRIPTION
FastMaint CMMS is preventive maintenance management software
for small to midsize maintenance teams that need to perform
plant, facility and other equipment maintenance. Designed to be
fast to setup & use with minimal training. Features - equipment
register; task templates for planned & breakdown jobs; plan work;
track & update work status; embed pictures and hyperlinks to
other documents; manage inventory; calculate costs; a variety of
analysis & audit reports and more. Add on bar code support & web
based work request modules also available. A trial version can be
downloaded from the company website.
Firstchoice
Submitted by - OmegaTechnology:
Email: info@omegagroups.com
Web: Omegagroups.com
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: maintenance
management in small business
TYPICAL COST:Small site: FREE – Usd$99 US$
Available as a stand-alone system: yes
Part of larger management/corporate system: no
DESCRIPTION
Designed for small organizations that desire automatic PM
scheduling with checksheet printing, and comprehensive spare
parts management. Print PM calendars and send work requisitions
with a few clicks. Download Free version of this program, get free
over the phone support from info@omegagroups.com, and you will
be up and running within minutes
FleetMEX
Submitted By: Maintenance Experts Pty Ltd Australia
Email: sales@mex.com.au Web: www.mex.com.au
IN-COUNTRY SUPPORT: Australia, New Zealand, Malaysia, China
and Indonesia
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:
FLEETMEX is utilised in a number of industry sectors including
bus and transport companies, local councils, workshops and heavy
machinery operators.
TYPICAL COST : Small Site: $2000 Medium Site: $8000 Large
Site: $20,000 Australian$
AVAILABLE AS A STAND-ALONE SYSTEM? YES
PART OF LARGER MANAGEMENT/CORPORATE SYSTEM?
No. It has additional inventory module and can interface with other
systems.
DESCRIPTION
FleetMEX is a Microsoft compatible maintenance management
system design for companies looking to improve the efficiency and
effectiveness of their vehicle performance. FleetMEX is particularly
effective in implementing preventative maintenance strategies.
FleetMEX is utilized in a number of industry sectors including bus
and transport companies, local councils and heavy machinery
operators.
Equipment Register – record all of your equipment in this register.
Include details such as suppliers, costs, purchase dates, warranty
dates, dimensions, vins, chassis number, registration and tyres.
Work Orders – create Work Orders for work to be done. Include
start dates, departments, trades people, costs, parts, tasks, safety
information etc.
Maintenance Policies – create preventative maintenance work to be
carried out on equipment. Schedule the work based on conditions,
hours used, km, months etc.
History – access a complete history on all works ever carried out on
a piece of equipment.
Reports – accurately measure and analyse your equipment and
operation performance.
Invoicing – invoice all work completed including a complete
breakdown of costs, labour and parts.
The modular configuration of FleetMEX enables companies to
implement additional functionality as required. These modules
provide an extra level of system integration including requests,
mobile palm applications and stores.
MEX Ops
MEX Ops is a Web enabled job requesting system. It allows
requests to be made anywhere at anytime and maintenance staff
can easily prioritise and schedule work. It also allows the requester
to track jobs.
FuelMEX
FuelMEX allows you to integrate your Fuel Data system with
FleetMEX. With FuelMEX, data from fuel charge cards is
electronically transferred into the FleetMEX system. Fuel data
is automatically allocated to the correct vehicle, with odometer
readings, date, fuel type and other relevant information.
FM Works
Submitted by Facilities Management Resource Group USA
Email: sales@fmworks.com Web: www.fmworks.com
IN-COUNTRY SUPPORT: USA, Canada, UK, Africa, Australia
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Yes
TYPICAL COST: Small site: $ 9,000 Medium Site:$ 25,000
Large Site: $ 50,000 US$
Available as a stand-alone system: Yes
Part of larger management/corporate system: Yes
DESCRIPTION
FM Works - this powerful work order/maintenance management
system offers: Web-based components; Outlook/Explorer-style
interface; full scalability from entry to full enterprise-level; combined
with outstanding, cost-effective performance. FM Works Mobile
brings the power, productivity and the world-renowned userfriendliness
of our Work Order Express and Parts Manager modules
to a state-of-the-art handheld/mobile environment. The Preventive
Maintenance module is very flexible and powerful for scheduling
work for equipment, grounds, or space assets. The Resource
Leveling module provides drag and drop capability to balance work
and labor resources. Work Router lets you apply business rules to
automate work assignment and dispatch.
GP MaTe
Submitted by: GP Solutions, Inc. USA
Email: information@gpsonline.com Web: www.gpsonline.com
IN-COUNTRY SUPPORT: USA / China /Thailand / Italy
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Power
Production / Chemicals / Manufacturing
TYPICAL COST: Small site: $8,000 Med Site: $20,000 Large
Site: > $40,000 USD
Available as a stand-alone system: Yes
Part of larger management/corporate system: Integrations exist to
SAP, Great Plains, AccPac, Lawson, JDEdwards
DESCRIPTION
GP MaTe is a completely integrated Enterprise Asset Management
System designed for sophisticated maintenance operations. The
system is fully scalable and works well for plants with only a few

maintenance staff to those with hundreds of staff and multiple
facilities. Optional modules are available to extend the system to
meet unique needs of various industries, including document control,
calibrations, management of change, portable PDA devices and bar
code support, operator tours, etc. Tools are included to support the
customization of the system to meet your specific requirements.
IBM Maximo Asset Management Solution
Submitted by: MRO Software, An IBM Company Australia
Email: maximo@au1.ibm.com Web: www.mro.com
IN-COUNTRY SUPPORT: Globally
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: All
industries:
TYPICAL COST: Prices vary.
Available as a stand-alone system: Yes
Part of larger management/corporate system: IBM Maximo
Asset Management is able to fully integrate into most existing IT
infrastructure.
DESCRIPTION
IBM Maximo® Asset Management provides a comprehensive
solution for companies seeking increased business performance
from improved asset and service management. IBM Maximo
Asset Management is built on a single software platform and
delivers a comprehensive view of all asset types — production,
facilities, transportation and IT. It combines IT and Enterprise Asset
Management functionality with service management capabilities
that together improve the effectiveness of asset management
strategies. This holistic perspective gives visibility of all assets, as
well as identifying the untapped potential within them. This offers
knowledge and the control to closely align an organization’s goals
with the overall goals of the business.
IBM Maximo Asset Management Solution consists of six key
management modules — asset, work, service, contract, materials
and procurement management and is the only solution needed to
optimize the performance of every asset. To help maximize return
on assets, IBM Maximo Asset Management enables managers to
develop comprehensive programs for preventive, predictive, routine
and unplanned maintenance. Together, these programs contribute
to goals of reducing costs and increasing asset uptime.
This allows customers to consolidate the number of smaller
niche applications that they have to support. Achieving system
consolidation while adding functionality will result in lower IT costs
and improves asset management efficiencies.
iMaint
Submitted By: DPSI USA
Email: marion.seaman@dpsi.com Web: www.dpsi.com
IN-COUNTRY AGENTS: Many countries
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: NO
TYPICAL COST: Small site: $10,000 Medium Site: $30,000
Large Site: $80,000 US$
Available as a stand-alone system: Yes
Part of larger management/corporate system: No
DESCRIPTION
iMaint enterprise asset management (EAM) software combines stateof-the-art
maintenance practices with state-of-the-art technology
to plan, control, and monitor all maintenance activities. This EAM
system provides accurate and timely maintenance tracking, costeffective
inventory control, and in-depth reporting and analysis.
Major capabilities include asset management, maintenance
scheduling, labor management, work order management, cost
tracking, parts inventory management, and purchasing. iMaint uses
ActiveReports, integrates with Microsoft Great Plains, and has the
optional iMaint Integrator which allows import and export of data
from other applications. iMaint has Web interface, a mobile PDA
option, and FDA compliance check for 21 CFR Part 11 is available.
INFOR EAM Business Edition (BE)
Submitted by: INFOR Australia
Email: steve.shorten@Infor.com Web: www.infor.com
IN-COUNTRY SUPPORT: Infor has Support Centres in 50+ Cities,
and Implementations in 100+ countries around the world.
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Standard
Version across multiple industry groups, with templated offering for
small medium size enterprises
TYPICAL COST: Small site: $A 15,000 Medium Site: $A35,000
Large Site: $A65,000

Available as a stand-alone system: YES
Part of larger management/corporate system: NO
DESCRIPTION
Infor EAM Business Edition provides users a powerful 100% web
based enterprise asset management solution with all of the features
needed to manage critical functions. Implementation is simple,
thanks to its web architecture and easy-to-use graphical user
interface. Users can be up and running in as little as two weeksincluding
training. Infor EAM Business Edition is a pre-packaged
solution built on the web architected Datastream 7i framework, that
has been preconfigured and packaged to suit the needs of small to
medium sized maintenance needs, or as a starter system that could
be upgraded to the full enterprise edition at a later date with the flick
of a switch.
Infor EAM Business Edition includes Equipment & Asset
Management, Inventory, Purchasing and Requisitions, Work Order
and PPM Management. Standard KPI and Inbox Management
for Forecast Planning and Graphical Analysis are included.
Hosted options are also available to remove the need to buy any
hardware.
INFOR EAM Enterprise Edition (7i)
Submitted by INFOR Australia
Email: steve.shorten@Infor.com Web: www.infor.com
IN-COUNTRY SUPPORT: Infor has Support Centres in 50+ Cities,
and Implementations in 100+ countries around the world.
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Standard
Version across multiple industry groups, with templated offerings
for Regulated Industries (eg Pharmaceuticals) , Government,
Utilities, Transportation & Logistics, Manufacturing & Energy, FM
Management and 3rd Party Maintenance Management.
TYPICAL COST: Small site: $A50K Med Site: $A100K
Large Site: $A 250K
Available as a stand-alone system: YES
Part of larger management/corporate system: Infor EAM EE is
available to run integrated with all ERP using Databridge.
DESCRIPTION
Infor EAM EE ( Datastream 7i) is one of the most widely deployed
Web-architected enterprise asset management system in the
world.
Infor EAM includes Asset Management, Work Requests,
Purchasing, Inventory, Call Centre, Fleet Management, Electronic
Signature, Advanced Reporting, Linear Asset Management,
Budget management, Inbox and scorecards with KPI’s. Inspection
Management, Invoicing, Preventive Maintenance, Repairable
Spares, Project Management, Warranties and Claim Management
as well as Web Services, API’s, Databridge and Upload facility for
integration with external systems.
Drill down Management for Forecast Planning and Graphical Analysis
are available. Management by exception is standard practice
using Screen designer and Business Rule Writer. Management of
information feedback is automated with Email Messenger, Business
Management Overview and Automated reporting. Hosted and
Mobile options are also available to make the load on Internal IT
resources a minimum.
The robust features of Infor EAM meet the demanding requirements
of customers from a wide variety of industries, and its zero-footprint
architecture and HTML user-interface make Infor EAM EE one of
the most easily deployable solutions in the market.
INFOR EAM MP2
Submitted by: INFOR Australia
Email: steve.shorten@Infor.com Web: www.infor.com
IN-COUNTRY SUPPORT: Support Centres in 50+ Cities, and
Implementations in 100+ countries around the world.
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Standard
Version across multiple industry groups
TYPICAL COST OF: Small site: $A 7,500 Med Site: $A 15,000
Large Site: $A 30,000
Available as a stand-alone system: YES
Part of larger management/corporate system: NO
DESCRIPTION
Infor EAM MP2® provides a powerful asset management solution
(CMMS) for small- to medium-sized businesses worldwide. Its latest
version, version 6.1, includes enhancements designed to ease
the transition to Microsoft-based servers and operating systems,
including support for the next-generation Microsoft operating
system, Windows Vista.
Infor EAM MP2® standard modules include Equipment & Asset
Management, Inventory, Purchasing and Requisitions, Work Order
and PPM Management, TREND analysis and Forecast Planning.
Graphical Tools provide 3 way analysis. Mobile Solutions and Web
Based Requests are optional enhancements.
Infor EAM MP2® delivers the functionality that businesses need to
keep their assets operating at peak performance while minimizing
operational costs. This exceptional offering comes in an affordable,
quick to install, easy to maintain, and simple to use client/server
package. The latest version of Infor EAM MP2® is a direct result
of customer feedback, enabling Infor to extend the long history
of helping our customers improve plant performance and reduce
operating expenses.
INTERAL Maintenance
Submitted by: Conception INTERAL Inc. Canada
Email: cleduc@interal.com Web: www.interal.com
IN-COUNTRY SUPPORT: North America, Africa, Europe
TYPICAL COST: Small site: less than 10k Med Site: 10k to 25k
Large Site: 25K + US$
Available as a stand-alone system: Yes
Part of larger management/corporate system: Yes
DESCRIPTION
One of the most appreciated aspects of our maintenance module is
the Maintenance Planning Board, which really gives maintenance
planning a whole new look. It presents maintenance planning in a
simple, yet efficient board, which is all but static. The data presented
can be filtered to include only what the user needs to see. Users
can drag and drop work orders to reschedule maintenance without
having to open up any file whatsoever. It also gives access to all
kinds of useful information (such as work order files, equipment
files, meters, etc.), simply by right-clicking on the board.
Lawson Enterprise Asset Management
Submitted by: Lawson Software Australia & New Zealand
Email: marketing@au.lawson.com Web: www.lawson.com
IN-COUNTRY SUPPORT: Australia, Malaysia, Singapore, Hong
Kong, China, Japan, India, Indonesia, Korea, New Zealand,
Philippines, Taiwan, Vietnam, Europe, USA.
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:
General covering Manufacturing, Utilities, Facilities, Mining, Metal &
Chemical Processing, Oil & Gas, Food & Beverage, Healthcare and
Government/Education, Aviation/Aerospace, Rail & Shipping.
Aavailable as a stand-alone system: YES
Part of larger management/corporate system: YES
DESCRIPTION
Lawson EAM is a fully integrated CMMS system designed to increase
reliability and therefore the availability of critical operational assets.
Lawson’s applications have built-in support for RCM, covering
criticality, failure modes, failure effects, consequence analysis
and preventative strategy planning. Key capabilities: Asset and
Component Data - detailed asset information in a drill-down display,
with parts explosions, electronic documents, asset tracking and
warranty management; Preventive Maintenance - comprehensive
preventive and predictive maintenance with scheduling; Work
Order Processing - fast work requesting with work estimation
and planning functions; Maintenance Performance & Costing -
including Reliability, Mean Time Between Failures, maintainability,
labour hours and costs, spare parts costs, delay costs; Diagnostic
Management - failure characteristics, causes & effect, corrective
actions, cost of the failure versus cost of prevention simulation,
automated notification of failures.
MainPlan
Submitted by: Dbase Developments AUSTRALIA
Email: tracey@mainplan.co Web: www.mainplan.com
IN-COUNTRY SUPPORT: Australia
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:
Manufacturing & Facilities Management
TYPICAL COST: Small site: $1,000Std, $3,000Gold+ Med Site:
$2,500Std, $6,000Gold+ Large Site: $10,000+ $AU
Available as a stand-alone system: YES
Part of larger management/corporate system: NO
DESCRIPTION
MainPlan is an asset and maintenance management system for
manufacturing, engineering, facilities maintenance, equipment
service and similar operations.
MainPlan Standard provides all the CMMS functionality required by
an organisation implementing its first system including automated
scheduling of routine preventative maintenance by both fixed

calendar intervals and plant condition, asset register, labour register,
suppliers register, work procedures and safety procedures registers
and full access to all maintenance history. Fixed and user defined
reports are available. A report writer is included so there is nothing
more to pay once the system has been purchased
MainPlan Gold+ provides all the features required in a CMMS and
is suitable for both small and large organisations. Includes all
Standard features plus spares purchasing, receival and inventory
management. Barcodes are used for spares tracking and work
order closeout. Faults/remedies, documents and rotables registers
are also available. Links to SCADA systems are available to provide
work orders based on real-time conditions.
Reports: A powerful graphical report writing and editing facility is
included with MainPlan and a specialised graphical reporting tool is
also available.
Job Request (for both Standard and Gold+) makes the requesting
of work a completely paperless function. Job Request can also be
used as a Help Desk front end for logging of work requests and
tracking repair progress.
MaintSmart
Submitted by: MaintSmart Software, Inc. USA
Email: sales@maintsmart.com Web: www.maintsmart.com
IN-COUNTRY SUPPORT: Indonesia, Australia, Malaysia,
Philippines, Egypt, Taiwan, Bahrain, Kenya, USA.
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Any
equipment maintenance or facilities maintenance.
TYPICAL COST: Small site: $1595 Med Site: $2995-$5845
Large Site: $5845-$50000 US$
Available as a stand-alone system: Yes
Part of larger management/corporate system: NO
DESCRIPTION
Equipment maintenance for any small-large maintenance operation.
Work orders, PMs, Purchasing, Equipment failures. Reliability
analysis is used to optimize PM task lists. Currently in use in 24
countries worldwide. Meters may be used to create work orders
automatically. Powerful automatic print scheduler too.
Mantra
Submitted by: BMS Technology England
Email: info@bmstech.com Web: www.bmstech.com/mantra/
IN-COUNTRY SUPPORT: Worldwide (via Internet). Provision for
training and customization visits.
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:
All industries
TYPICAL COST: FREE
Available as a stand-alone system: YES
DESCRIPTION
Asset register; job control; flexible planned maintenance scheduling;
job tracking; job
history; breakdowns; job statistics; issue jobs sorted by resource,
location, item; stock control; optional support for equipment in
flammable atmospheres (North America, ATEX, IEC).
MEX
Submitted By: Maintenance Experts Pty Td Australia
Email: sales@mex.com.au Web: www.mex.com.au
IN-COUNTRY SUPPORT: Australia, New Zealand, Malaysia, China
and Indonesia
DESIGNED FOR A PARTICULAR INDUSTRY GROUP? No. It suits
facilities, factories, fleet and contract maintenance
TYPICAL COST: Small Site: $2000 Medium Site: $8000 Large
Site: $20.000 Australian$
AVAILABLE AS A STAND-ALONE SYSTEM? YES
PART OF LARGER MANAGEMENT/CORPORATE SYSTEM?
No. It has additional inventory module and can interface with other
systems.
DESCRIPTION
Mex is Australia’s #1 CMMS with over 4000 users. MEX is an
easy to use CMMS with extensive functionality and intuitive to
maintenance environments. Designed for companies looking to
optimize equipment performance and improve the efficiency and
effectiveness of their maintenance operation.
Flexible functionality ensures that MEX delivers benefits to any
size company, from stand alone installations through to multi-site
regionalized organizations, MEX delivers functionality, simplicity
and the ability to save time and money, and meet reporting
requirements.
Core Functionality - Asset/Equipment Register; Work Orders;
Maintenance Policies; Regions (SQL only); History; Inspections;
Work Permits; Reporting; Invoicing; Readings; To Do List; Security;
Downtime; Key Register; Drawing Register; KPI’s.
The modular configuration of MEX enables companies to implement
additional functionality as required. These modules provide an extra
level of system integration including web requests, mobile plan
applications and stores.
Stores Functionality – Catalogue; Purchasing; Suppliers; Reporting
Mex Ops
Mex Ops is a Web enabled job requesting system. It allows requests
to be made anywhere at anytime and maintenance staff can easily
prioritise and schedule work. It also allows the requester to track
jobs.
MicroMain XM
Submitted by: MicroMain Corporation United States
Email: info@micromain.com Web:www.micromain.com
IN-COUNTRY SUPPORT: USA, Canada, China, Germany,
Switzerland, Other European countries, Mexico and South America,
Lebanon, Africa
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: MicroMain
XM is used by all industries. Customers include government,
education, healthcare, property management, office buildings,
manufacturing, utility, retail, hospitality, recreation, airports, research
labs, transit and housing authorities, insurance companies, banks,
and more.
TYPICAL COST: Small site: $5,000 Medium Site: $18,500 Large
Site: $80,000+ US$
Available as a stand-alone system: Yes
Part of larger management/corporate system:
No, but can be integrated into a larger management/corporate
system.
DESCRIPTION
MicroMain is the first company to develop a fully-integrated CMMS,
CAFM, and Capital Planning suite. MicroMain XM is the easiestto-use,
most comprehensive CMMS system available. Customers
reduce costs with automated work orders, preventive maintenance
scheduling, and asset tracking/inventory control. Key features
include: automatic alerts, fleet management, corrective work orders
from failed inspections, contract management, and maintenance
priorities. Over 400 standard reports are easily accessible and easily
customized. Add-on modules offer Pocket PC-based work orders
and inspections, Web- or network-based work requests, executive
management, key control, labor time entry, and tool management.
Shipped with source code, MicroMain products are completely usercustomizable.
OEE Manager
Submitted by: PRIME Engineering Services UK
Email: prime00@onetel.com Web: www.zerofailures.co.uk
IN-COUNTRY SUPPORT: UK
TYPICAL COST: Small site: £250 Medium Site: £250 Largee:
£250
Available as a stand-alone system: Yes
Part of larger management/corporate system: No
DESCRIPTION
OEE Manager is a complete package for continuous improvement.
It comprises Asset Register, Work Orders, PPM, Tooling and
Stores management features. Also includes full OEE management
functionality with graphs & reports, Downtime analysis, FMEA,
Root Cause Elimination and Projects functions. Single/multi-site
operation. Very simple to use, with tailored menus for craftsmen,
planners and operators. All setup is user-defined. External
documents link for Asset data and PPM tasks if required.
OEE Manager is supplied free of charge to clients of PRIME, and
at a low cost to non-clients. Self-implementation guides provided for
non-supported implementations.
OPRA - Order Processing & Requisition Accelerator
Submitted by: Package Products & Services, Inc. USA
Email: sales@opras.net Web: www.opras.com
IN-COUNTRY SUPPORT: USA
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Government
& Private IndustryTYPICAL COST: Small site:$300 Month Med
Site :$600 Month Large Site: Call US$
Available as a stand-alone system:
Yes – May run on clients server.
Part of larger management/corporate system:
Additional modules available
DESCRIPTION

The Work Order Module is the flagship of the growing suite of OPRA
Internet based CMMS tools. OPRA provides the quickest pathway
to implementing an eloquent/intuitive CMMS solution without weeks,
months or years of frustration. “If a system is not easy to use, it’s
not worth using”.
-PM events can be queued up to 10 years. -PM reminders,
emergencies, closed order notifications automatically delivered to
stakeholders via email/text message. -Real time status, costs and
labor information. -Comprehensive approval schema. -Automated
reporting distributed via email. –Attach documents, pictures,
manuals to any order. -Tie in with fixed asset module makes asset
history a breeze.
Paradigm Business System v5 (PBS.5)
SUBMITTED BY: Mechatricity Pty Ltd Australia
Email: admin@mechatricity.com Web: www.mechatricity.com
IN-COUNTRY AGENTS: Australia/China
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: PBS.5 is
suited to all industry sectors. TYPICAL COST: POA
Available as a stand-alone system: PBS.5 is available as a stand
alone system with a security model which enables the system to
scale from a small team(s) to a distributed system providing a portal
to production, management, third party providers.
Part of larger management/corporate system: PBS.5 links to third
party corporate ERP systems. A number of different options exist
that enables PBS.5 to interface its proven, unique, user friendly,
cognitive Interface(s) and engineering specific functions to add
value to corporate systems and to lower costs.
DESCRIPTION
Databases: MS SQL Server. Oracle.
PBS.5 is a highly advanced Trans-lingual EAM system designed
to manage your firm’s maintenance, operations and facilities
assets. PBS.5’s functions include, but are not limited to; Asset
Management, Production, Logistics/Inventory, Purchasing, Safety,
Document Management, HyperGrafica, PBS.5 Linguist, Training.
PBS.5 has the capability to effectively account for, maintain and
extend the useful life of your physical assets throughout their entire
lifecycle, from Purchase through to disposal.
PCMAINT
Submitted by: Dbase Developments AUSTRALIA
Email: greg@pcmstore.com Web: www.pc-maint.com
IN-COUNTRY SUPPORT FOR: Australia
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:
Manufacturing & Facilities Management
TYPICAL COST: Small site: $1,000Std, $3,000Gold+ Medium
Site: $2,500Std, $6,000Gold+ Large Site: $10,000+ $AU
Available as a stand-alone system: YES
Part of larger management/corporate system: NO
DESCRIPTION
PCMAINT is an asset and maintenance management system for
manufacturing, engineering, facilities maintenance, equipment
service and similar operations.
PCMAINT Standard provides all the CMMS functionality required by
an organisation implementing its first system including automated
scheduling of routine preventative maintenance by both fixed
calendar intervals and plant condition, asset register, labour register,
suppliers register, work procedures and safety procedures registers
and full access to all maintenance history. Fixed and user defined
reports are available. A report writer is included so there is nothing
more to pay once the system has been purchased
PCMAINT Gold+ provides all the features required in a CMMS
and is suitable for both small and large organisations. Includes all
Standard features plus spares purchasing, receival and inventory
management. Barcodes are used for spares tracking and work
order closeout. Faults/remedies, documents and rotables registers
are also available. Links to SCADA systems are available to provide
work orders based on real-time conditions.Reports: A powerful
graphical report writing and editing facility is included with PCMAINT
and a specialised graphical reporting tool is also available.
Job Request (for both Standard and Gold+) makes the requesting
of work a completely paperless function. Job Request can also be
used as a Help Desk front end for logging of work requests and
tracking repair progress.
PEMAC
Submitted by PMI Software Ltd UK
Email: donagh.oshea@pmisoftware.com
Web: www.pmisoftware.com
IN-COUNTRY SUPPORT: Ireland, UK, Poland
TYPICAL COST: Small site: €10,000 Medium Site:
€19,500Large Site: €30,000 Euro
Available as a stand-alone system: Yes
DESCRIPTION
PEMAC is a user customizable Maintenance Management System
designed to control and manages all aspects of the Maintenance and
Asset Management Functions. The system is designed to provide
end users with a functionally advanced system focusing on providing
key management reports to enable dramatic improvements in asset
lifecycle management.
Pervidi
Submitted By: Techs4Biz Australia Pty Ltd Australia
Email: australia@techs4biz.com Web: www.pervidi.com.au
IN-COUNTRY AGENTS: Australia ,New- Zealand , USA, Canada,
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: All
equipment/asset and facility maintenance as well as industries
focused on Inspections
TYPICAL COST: Small site: Startup (“Lite”) $3,995 +
Medium Site: $12,000 + Large Site: $100,000 + Aus$
Available as a stand-alone system: Yes (Stand alone or integrated
with downstream applications)
Part of larger management/corporate system: No, However has
been seamlessly interfaced to several corporate ERPs.
DESCRIPTION
Client-Server software that resides on LAN/WAN or accessed via
the Internet (Citrix or Terminal services)
Handheld software for Palm-OS, PocketPC, or BlackBerry (cradlebased
or wireless)
Web Portal (ASP.net ) enabling unlimited authorized users to record
and view work requests, enter exceptions and print reports. Allow
technicians to close Work order via their web browser.
Automated trigger mechanisms that send email reports and alerts
based on dynamic customisable criteria.
Applications (developed in C++) are table driven including dynamic
field aliases and ODBC connectivity to SQL Server, MS/Access, etc.
Pervidi PDA
Submitted By: Techs4Biz Australia Pty Ltd Australia
Email: info@techs4biz.com Web: www.pervidi.com.au
IN-COUNTRY AGENTS: Australia ,New- Zealand , USA, Canada,
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: All
equipment/asset and facility maintenance as well as industries
focused on Inspections & Services
TYPICAL COST: Small site: Startup (“Lite”) $3,995 +
Medium Site: $12,000 + Large Site: $100,000 + Aus$
Available as a stand-alone system: Yes (Stand alone or integrated
with downstream applications)
Part of larger management/corporate system:
No, However has been seamlessly interfaced to several corp.
ERPs.
DESCRIPTION
A handheld component that operates (wireless or cradle) on Pocket
PC devices:
Provides all the functionality required for comprehensive asset and
maintenance/service management while on the field. Powerful
mobile work order /maintenance/inspection module that is easy to
use with minimum keystrokes. The handhelds include:
EAM- Full /Equipment Register including add/edit functions and
Equipment Readings WORK ORDERS- Programmed and reactive
maintenance, inspection, service and route manager, Follow up
function;
INVENTORY- spare parts, costing; TIMESHEETS- costing,
labour.
Australian & International Standards templates, Policies and
Procedures, Task library. Audits, work safety, History, Costing,
Reporting. Full list of customers/suppliers.
Pronto Software
Australia Email: info@pronto.com.au Web: www.pronto.com.au/fm
IN-COUNTRY SUPPORT: Australia, New-Zealand, PNG, Singapore,
Malaysia, China, India, Sri Lanka
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY
GROUP? PRONTO-Xi Maintenance Management is designed to
fit multiple industry groups including Mining, Manufacturing and
Facility Management.
Available as a stand-alone system: Yes
Part of larger management/corporate system:

PRONTO-Xi is part of the PRONTO-Xi ERP suite.
DESCRIPTION
PRONTO-Xi Maintenance Management is a comprehensive
software solution that leads to improvements in asset utilisation,
resource productivity, a well as reducing disruptive breakdowns
and maintenance costs. It is an effective tool to minimise inventory
holdings while ensuring that the right parts and manpower are
available when required. PRONTO-Xi comprehensively manages
the work order process, accurately estimating costs, tracking work
status and ranking according to priority. Information relating to
process performance measures like planned vs. unplanned work,
Preventative Maintenance schedule and work order efficiency are
readily obtained using standard reports. PRONTO-Xi Maintenance
Management enables you to prioritise, plan and execute
proactively.
Sabre32 Maintenance Management Software
Submitted by Rushton International USA
Email: admin@rushtonintl.com
Web: www.rushtonintl.com/sabre32overview.html
IN-COUNTRY SUPPORT: USA
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Originally
designed for the mining industry, but effective for any mobile or fixed
maintenance environment.
TYPICAL COST: $10,000- $40,000 US$
Available as a stand-alone system: Yes
Part of larger management/corporate system: No.
DESCRIPTION
Sabre32 is a complete maintenance management tool that improves
preventive maintenance planning and scheduling, work order creation
and tracking, tire management, equipment performance monitoring,
inventory and purchasing management, fuel management,
component management etc. Software packages are customized to
fit each individual client’s needs. Rushton International knows each
client by name, and provides ongoing, personal support. Sabre32
works in a variety of industries, for mobile or fixed maintenance.
View online demo at website.
SmartAsset Office 2007 Extensions
Submitted by The Online Workshop Pty Ltd Australia
Email: kevin.r@TheOnlineWorkshop.com.au
Web: www.TheOnlineWorkshop.com.au
IN-COUNTRY SUPPORT FOR: Australia, China, North America,
South America, South Africa
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Yes.
SmartAsset can be automatically configured for specific industries.
TYPICAL COST OF:$699 Per Seat over your own CMMS
$AUD
Available as a stand-alone system: ES. SmartAsset Office 2007
Extensions can either be overlaid on your existing ERP/CMMS/EAM
product or delivered with its own fully functional EAM application
suite.
Part of larger management/corporate system:
The SmartAsset product adheres to worldwide standards
for Service Oriented Architecture (SOA) and as such can be
seamlessly integrated with other products that have also adopted
this architecture.
DESCRIPTION
The SmartAsset Office 2007 Extensions enable deployment of
key asset management functions including asset navigation and
monitoring, maintenance and project planning, task assignment,
execution and feedback via the Microsoft Office 2007 products
where the data source for such functionality can be from your own
installed ERP/EAM/CMMS product or from the SmartAsset core
database.
For example, the Task and Calendar functions of Outlook can be
overlaid with SmartAsset functions in order to navigate the asset
hierarchy, display planned maintenance jobs as tasks and to
show them in the Calendar based on their due dates. Additionally,
maintenance jobs can be selected into Excel worksheets for
subsequent analysis and presentation.
Key functionality:
• Asset navigation & monitoring
• Maintenance & project planning
• Task assignment & monitoring
• Task planning, execution and feedback
• Reporting and presentationBenefits:
• Reduced training costs
• Increased productivity
• Reduced context switching
• Heightened user acceptance
• Reduced deployment costs
• Ease of upgrade implementation
TMS Enterprise
Submitted by Four Rivers Software, Inc. USA
Email: sales@frsoft.com Web: http://www.frsoft.com
IN-COUNTRY SUPPORT: USA
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Healthcare
TYPICAL COST: Medium Site: $40,000 Large: $60-100k+ US$
Available as a stand-alone system: Yes
DESCRIPTION
TMS Enterprise®, the best Web-based CMMS for the healthcare
industry. TMS Enterprise gives you access to your CMMS data from
any computer on the Internet or your Intranet. Eliminates costs and
paperwork, improves efficiency and responsiveness, produces more
accurate and timely data, and makes administration quick and easy.
With TMS Enterprise Reporting, your data is easily transformed
into meaningful information to manage your business. The system
works for you by providing a 24 x 7 monitor, analyzing your data and
producing automatic Email Reports. TMS Enterprise alerts you to
trouble long before it would have otherwise been observed.
TMS Online
Submitted by Four Rivers Software, Inc. USA
Email: sales@frsoft.com Web: http://www.frsoft.com
IN-COUNTRY SUPPORT: USA
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Healthcare
TYPICAL COST: Small site: $200 Med Site: $1,000
Large Site: $2,000 US$ monthly
Available as a stand-alone system: Yes
DESCRIPTION
Enjoy the benefits of TMS Enterprise without up-front expenditures
in hardware and software. With TMS OnLine, a fully hosted solution,
there is nothing to install so you can get started in days. All you
need is a connection to the Internet, Internet Explorer and a printer.
All of the technical details such as the server, operating system,
database license, systems administration, backups and software
maintenance are taken off your plate and handled by Four Rivers.
Access your data from any Internet connected computer. Eliminate
costs and paperwork, improve efficiency and responsiveness, and
produce more accurate and timely data.
TMS WorkGroup
Submitted by Four Rivers Software, Inc. USA
Email: sales@frsoft.com Web: http://www.frsoft.com
IN-COUNTRY SUPPORT: USA
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Healthcare
TYPICAL COST: Small site: $5k Med: $20k
Large Site: See TMS Enterprise US$
Available as a stand-alone system: Yes
DESCRIPTION
TMS WorkGroup is optimized for a single site LAN-based campus.
Providing the power and flexibility to support one or many
departments through your choice of the Microsoft MSDE or SQL
database. Generating reports that conform to Joint Commission
regulations and other governing bodies, the real power of TMS
WorkGroup comes from the flexibility to manage information in a
way that fits your organization. Whether data is coming from your
Healthcare Information System or a technician’s Pocket PC data
flows efficiently and in real-time.
Web Work
Tero Consulting Ltd. Canada
Email: sales@tero.ca Web: www.tero.ca
IN-COUNTRY AGENTS: Canada, US, Europe, Asia, Africa
TYPICAL COST: Small site: $50k Med: $100k Large: $500k us$
Available as a stand-alone system: Yes
Part of larger management/corporate system: Yes
DESCRIPTION
Web Work modules include:
• Work Order & Work Request Management
• Procedures Management - Tasks, Labor, Materials, Tools,
Lockout/Tagout )
• Preventive Maintenance
• Asset & Equipment Life Cycle Management
• Location & Equipment Hierarchy Management (• Labor
Management (Craft, Crew, Contractors, Vendors)
• Inventory / Spare Parts Management
• Purchasing & Receiving/Invoicing AND MORE
Web Work is 100% W3C compliant and available in any language.

4
From the demands of OH&S through to the reduction in maintenance costs and downtime of an operation,
maintenance systems are an integral part of the business operation for the majority of companies in
Australia.
For various reasons such as a low budget or few personnel, compliance with auditor requirements can
be difficult to meet. Aviation Rescue and Fire Fighting (ARFF) Services, a business group of Airservices
Australia, have overcome this situation by implementing a Computerised Maintenance Management
System (CMMS), MEX.
The following article is a case study on ARFF Services and how they overcame their non compliance
issues, resulting in a completely compliant organization.
Introduction
Airservices Australia is a government-owned corporation providing safe and environmentally sound air traffic
control management and related Aviation services to the aviation industry. The Australian Flight Information
region covers 11 percent of the earth’s surface of not only Australian airspace but also international airspace
over the Pacific and Indian Oceans.
ARFF Services, a business group of
Airservices Australia, provides services to 19
of the nation’s busiest airports. The services
they provide are:
Aviation rescue and fire fighting response;
• First aid response;
• Airport building alarm monitoring;
• Risk assessment and response
planning;
• Operational and business assessment
of safety and emergency functions;
• Emergency vehicle fleet management
& maintenance;
• Rescue and fire fighting recruitment
and training; and
• First emergency response training.
Vol 20 No 2
Stephen Ninnes
Director, Maintenance Experts

Using A CMMS 49
From a fire fighting perspective, each airport is classified by the type and number of aircraft that land
there. This classification then stipulates the requirements for the service provision, which is provided
in accordance with Australian Civil Aviation Safety Regulations (CASRs) and International Civil Aviation
Organisation (ICAO) standards and recommended practices.
The fleet at each station must be able to deliver to the requirements of the standards and regulations. In
addition to this reserve stock levels for fighting agents (foam concentrate and dry chemical powder) are
stipulated.
ARFF are responsible not only for the airport but an area 1 kilometre from the end of the runway, which
invariably means the ocean, rivers and mudflats.
ARFF Services are responsible for managing and maintaining all equipment, plant and facilities for the
rescue and fire fighting services at all 19 fire stations.
The Equipment
The equipment that ARFF Services are required to maintain are primarily Aviation Fire Vehicles specifically
made for the aviation industry. To meet its response requirements, the fleet also includes sea rescue
equipment, (such as Boats) and difficult terrain vehicles.
The Aviation Fire Vehicle is a very specialised piece of equipment. In short, each vehicle must carry all of its
own water and be able to discharge a water / foam mix from one end of an aircraft fuselage to the other, and
as a Fire Vehicle its response time is critical. But with the added burden of full water / foam tanks the power
and torque needed to be generated by these units is significantly different to a standard Fire Vehicle. As
an example, one vehicle type in the fleet weighs 33 tonnes, accelerates form 0-80 km/h within 30 seconds.
Upon arrival at the scene, the vehicle has to be able to deliver the water / foam mix a distance of 70 metres
through its roof mounted monitor (water cannon on the cabin roof) at a rate of 4500 litres per minute.
With the advent of the A380 from Airbus, the new double deck passenger aircraft, the existing equipment in
the fleet will need to be upgraded and this is currently under review.
Systems
The service must adhere to regulations prescribed by the Civil Aviation Safety Authority (CASA), and has
a number of internal and external audit processes in place to ensure a high level of compliance to both
international standards and Australian regulations.
In the early days there was the manual system. While this worked, it was hard to get any meaningful
information out of the system, as reporting was a time consuming manual operation. And, because
they were regularly audited, the auditors would often find holes in their system as it was difficult to track
everything.
So, in the late 80’s and early 90’s Mark Parsons, now the Assistant Director of Engineering & Maintenance
at ARFF Services wrote a system in a language called Recital on a VAX VMS. In today’s terms it was
antiquated, but at the time it was right up there with the best. This system was initially used as a maintenance
management system, but eventually was introduced for incident reporting as well.
In the 90’s Gary Fleming, now the Fleet Business Specialist, took over from Mark and continued with the
growth of this system. It did the job, but auditors could still find faults with their maintenance. The system
produced the work orders as needed for the Preventative Maintenance Program and for rectification work.
However, the completion of the work and the date and time it was done was difficult to report on. The
inflexibility of the system and the time required to make any changes to it made the system hard to get
information out of it. This, in turn, led to auditors often finding non-compliances with the work being done.
From a Preventative Maintenance perspective ARFF Services have always been a very comprehensive and
systemised operation. Self regulation and the introduction of the CASRs (Australian Aviation regulations)
have required a much more rigorous approach to the maintenance performed on all plant and equipment
in use within ARFF Services.
Vol 20 No 2

50
Using A CMMS
In 2001, ARFF introduced a new Computerised Maintenance Management System, MEX for use by
Technical staff. Since the introduction of this system there has not been a non-compliance found by the
auditors for maintenance.
The purchase of MEX was as a result of decommissioning the Recital based system. MEX was chosen for
its many features, ability to overcome the non-compliance issues, ease of use and integration with another
custom system used by the operational staff. MEX has not only been able to provide to ARFF Services
everything they wanted, but has exceeded their expectations.
The Benefits
One of these issues was configuration management. Each and every fire vehicle in service should be as
similar as possible to the next one. Because the equipment being used is specialised, a unit delivered one
year may have many subtle differences compared to one that is delivered the next year. This is normal as
the continual feedback loop of user to manufacturer introduces improvements to the equipment.
These differences however, cause major problems for ARFF. Operational fire crew members must be rated
(certified) on each type of unit to ensure that the safety and service provided is of the highest level. The
differences between one vehicle and the next can cause problems and if a fire fighter moves from one
station to another they may not be rated on the fire vehicle which they are to work on.
Now with the use of MEX nationwide, any new vehicle delivered is compared to all the changes that have
been made to the other vehicles of the same model. Variations are reported to the supplier and changed
at the supplier’s costs instead of their own. These are tracked via standard jobs and the progress of the
implementation is easily reported on.
Also, if a change is made to a vehicle, this is then relayed around Australia to all the other fire stations
and the same modification is made. The training programs that relate to this equipment are also updated
if required. To follow on from this, MEX has enabled these modifications to then be forwarded to the
manufacturer for inclusion in the next unit purchased.
As a testament to this success, ARFF still has 32 older vehicles of a similar make in its fleet. Of these 32,
there are 32 differently configured vehicles.
Recently, ARFF Services purchased 18 new fire vehicles, and even though many operational improvements
have been implemented, all 18 are identical.
Another benefit achieved from the use of MEX has been the management of engineering problems found
on any Tenders or other equipment. If a crack in a component is found in Brisbane, the engineer then
creates work orders for all the vehicles of similar type to see if the same potential problem exists elsewhere.
The progress of inspections can be easily monitored.
On Preventative Maintenance, it is a requirement that servicing and routine maintenance is never deferred
as this is a non compliance – particularly the 6 monthly performance tests (a compliance verification check).
With the old VMS system, PM’s would occasionally not get done by the due date. But since the advent
of the new CMMS MEX, the visibility of jobs getting close to being overdue has made the management
process of the work to be done easy, quick and simple.
As with many organisations, the old PM scheduling system was a whiteboard. It is always funny to think
that the health of a PM program hinges on a cleaner not being too diligent, and wiping clean the board
during their rounds. Many people in the maintenance world have been in this situation. The CMMS now
has an in built maintenance schedule, updated automatically every day, making the schedule not only safe
and secure, but accurate and visible to staff nationwide.
Other Uses
Since the introduction of MEX at ARFF many other additional systems have been introduced such as an
online job request system, MEXOps from Maintenance Experts, to handle all requests for maintenance
work.
Vol 20 No 2

Using A CMMS 51
Initially, the CMMS was utilised only for Maintenance. However, the operational staff manning the fire
stations have gone across to using MEX. Why? Because operations noticed that maintenance were
receiving no RCA’s (Request for Corrective Action) when audits were performed. And they were. So, they
investigated the use of MEX for their own purposes and implemented it Nationwide.
Operations now perform all their routine tasks with the use of MEX. Including non engineering equipment
checks through to the management of the fire fighting agent and fuel stock levels to ensure compliance with
requirements. An incident management system, called Operations Reporting System (ORS) supplied by
Maintenance Experts, has also been included with these systems to record and document any incidents
that ARFF Services respond to.
The Approach
The initial implementation of the MEX system was handled by a team of 5 from ARFF with very little
involvement from the vendor. The implementation team installed, configured and trained for MEX.
The Future
The engineering strategy of ARFF is two fold:
The Job Request system and the Incident reporting system also work
off the same database as MEX. The system supports on average 23
users of MEX at any one time. MEX operates 24 hours a day and is
run from one server utilising Citrix Metaframe running on an SQL Server
database.
Support is required on a part time basis only, and this is provided by one
person for the entire business, and that is Gary Fleming. If Gary has a
problem that cannot be rectified, or needs advice then he contacts the
supplier directly.
ARFF has 35 maintenance personnel Australia wide, and now there are
the additional users of the CMMS from the firemen. To train all of these
personnel was a task in itself due to the different locations and skill sets.
ARFF produced a training program, presented this nationwide and have
instigated a MEX Accountable Officer at each station to continue with the
training through their training officers. The initial training was a period of
2 days for all Engineering & Maintenance staff.
• Maximise the life and get value for money from the assets that are purchased; and used.
• To comply with regulatory requirements.
Any airport that handles more than 350,000 passengers annually will require an ARFF service. Passenger
numbers are climbing and in the last 3 years the following airports have now had their service levels
upgraded; Ayers Rock, Avalon, Hamilton Island, Townsville and Maroochydore.
As the use of airlines increases, so will the requirements for Aviation Rescue and Fire Fighting Services.
The future is growth for this organisation and with the systems in place; the public’s safety is in good
hands.
About Airservices Australia
Each year, Airservices manages air traffic operations for more than three million domestic and international
flights carrying some 47 million passengers.
The corporation has a fixed asset base of $493 million across 600 sites and about 3000 employees,
including 1000 air traffic controllers working from two major centres in Melbourne and Brisbane and 26
towers at international and regional airports.
Their motto is “Airspace and airside, we do it all – from the ground up”.
Vol 20 No 2

52
Although reliability engineering techniques have been around for many years, and some simple techniques
for calculating Mean Time Between Failures (MTBF), and Availability are readily available, the techniques
involving time dependent data and system (RAM) modelling are not so commonly exploited within the area
of maintenance. The major reasons are that (i) the necessary data may not be available, and (ii) it is all too
readily assumed that a high level of maths may be required. We agree with the first point but believe that
modern reliability software tools have removed much of the need for advanced mathematics.
Reliability Engineering can support the production and maintenance function throughout the plant or
equipment’s life by answering such questions as:
• What is the best design?
• Should we install redundancy?
• Can we decommission items?
• Should we stock the high value of spares and if so how many?
• What is optimum time to carry out maintenance?
• What will be the cost for the next 5 years?
• Where shall we focus attention?
• What should be done in order to improve availability by 2 % ? etc etc
DATA COLLECTION ASPECTS
In maintenance we often find that at the outset, data quality is a fundamental issue and that we have:
• Bad Data • Worse Data • No Data • Bias Data
Frequently, also when there is reasonable data available there is little or no reliability analysis carried
out. The purpose of collecting and analysing data is to support the decision making process in order to
take action to achieve improvement in plant performance - measured as improved reliability, improved
availability or reduced total costs of maintenance or spares inventory.
Our first examples of poor data concerns incorrect work reporting. Table 1 shows an extract from the
history of a single vehicle in a remote mining operation. The history indicates that five gearbox overhauls
have been carried out during a 6 month period, representing Mean Time To Overhaul (MTTO) of 1436kms
(5746/4). Further investigation revealed the truth, viz. that actually only temporary repairs had been carried
out with “used” parts. This example also shows that the data was entered into history without review by a
supervisor/planner.
Vol 20 No 2
David Thompson
RAMsoft, UK

Date Kms Run Work performed
17/Jan ? Gearbox overhauled
21/Feb 1174 Gearbox overhauled
29/Feb 213 9000km service
05/Mar 329 Clutch plate replaced
24/Mar 660 Gearbox overhauled
12/April 354 Gearbox overhauled
21/June 2580 12,000 km service
04/July 436 Gearbox overhauled
Table 1 Off-road vehicle history
Reliability Tools 53
Figure 1 is an example of a CMMS Work Order for a pump failure which had been allocated to the System
Tag Number (SYS-46) instead of to the pump Tag No. If the analyst were to query the database for failures
of this pump, the query would show no failures. The result of this poor reporting is to indicate incorrect
MTBFs and equipment costs, etc and could lead to incorrect decisions on maintenance strategy.
Figure 1 Incorrect tag number
We have seen many other examples of poor work order reporting, sometimes the maintainer have been so
concerned with justifying their time, that it seems they have written a novel, but they have failed to record
what really caused the failure and what they did to rectify the fault.
Fig 2 is an example of bias. The diagram shows downtime caused by each system of a large electrical
excavator. Without any formal analysis the Chief Engineer was convinced that area CRW was a significant
contributor to low availability. An analysis showed this was not the case; unscheduled downtime alone as
a result of extended overhaul times was eight times more than the unscheduled downtime for the CRW
system. The result of this bias was an inability to focus on the real problem area, being an excessive level
of scheduled maintenance and an over estimation of equipment availability.
800
700
600
500
400
300
200
100
0
The REAL Problem -
too much time on overhauls
Figure 2 Excavator shovel downtime
Perceived
Problem Area
OV EL WKC CAB BUK RPE UND CRW PRP PNU
Equipment Area code
Vol 20 No 2

54
Reliability Tools
Our last example of failure in data handling is a case of no analysis being carried out even though relatively
good data had been recorded. The Process Engineer had recorded the start-up and shut-down times
for each of the 18 installed chemical reactors, but had never carried out any analysis to quantify actual
performance. The author was asked to study why the performance in this section of the plant was poor.
The target run time before a reactor was taken off line for refurbishment was 125 days. The first task was
to take the data recorded in MS Excel and to plot a cumulative histogram, Figure 3, to show the percentage
of runs resulting in failures against run time. This showed that 70% of the Reactor runs had failed by the
performance criteria of 125 days. From this base data we could then start to look into root causes of these
outages and form a basis to measure the effectiveness of the improvement programme.
Vol 20 No 2
Figure 3 Chemical Reactor Performance
The main elements in achieving an effective data collection and analysis system are:
• good asset coding and discipline in its use
• comprehensive failure coding system
• well written company data collection and analysis guide, covering all aspects
• adequate training based on responsibilities provided to all levels of staff, including technicians
• effective reporting of work by tradesmen
• monitoring of work order completion quality this can be a KPI e.g. 10% reviewed per month
• continual Mentoring to people who provide failure data
• consideration of total costs of failure
• agreed RAM targets for key equipment
• regular analysis of data using appropriate tools
• continually seeking root causes and identification of solutions
The latest generation of data analysis tools, such as those that will be referred to in this paper, have many
more features than can be touched on here. However, we will show some examples of what is possible,
under three main areas of analysis, and when good data is available. Even with no data there are still
techniques that allow a company to make educated decisions in selecting the right maintenance strategy.
LIFE DATA ANALYSIS
Life data analysis is the process of fitting a statistical model (an analytical probability distribution, or
probability density function - pdf) to the data set. Once we have the model described by its parameters
we can then determine various metrics of interest. The best known example is the Normal Probability
Distribution, described by its mean and standard deviation. In maintenance, however, the most widely used
is the Weibull probability distribution.

Reliability Analysis
Reliability Tools 55
The first example concerns the times to failure of 100 control valves, this example first appeared on a geocity
web site a few years ago. The paper used the mathematical approach and took 6 pages of calculations to
determine:
- the Weibull parameters to describe the distribution.
- the probability of failure by a certain time t.
- the optimum replacement time given the costs of unplanned and planned replacements.
If you have a PhD in Mathematics, the solution to these problems is easy, but laborious and time consuming.
For the non-mathematician there is an alternative; we can use a graphical approach using Weibull twocycle
graph paper (free download from www. weibull.com).
The third and easiest solution, however, is to enter and analyse the data into a Life Data Analysis tool, such
as Weibull++ 7, as illustrated in Figure 4.
Figure 4 Weibull ++7: Data entry and Weibull parameters
The calculated values for the Weibull 3 parameter distribution are shown, with their meaning given in Table 2.
Date Value Meaning
Beta 3.59 Shape factor greater than 1 indicates an age related failure and
scheduled maintenance is appropriate
Eta 596 The scaling factor indicates that 63.2% of the items have failed. The
true time is the Eta plus Gamma value, i.e. 596 + 898 hours
Gamma 898 The location parameter indicates that there is a safe life
Table 2 Weibull parameters
The optimum replacement frequency is easily determined using the built-in template. As indicated in Figure
5, the optimum frequency, giving the lowest cost per unit time, is 1150 hours for this example. If the repair
cost were higher the plot would show that we would need to conduct maintenance more frequently - and
vice versa.
In practice the selected frequency will be a compromise, of course, between the calculated value and that
which is practical to schedule. This example shows how we can reduce costs by selecting a frequency that
provides minimum unit cost.
Vol 20 No 2

56
Reliability Tools
Figure 6 Pdf with two failure modes
Vol 20 No 2
Figure 5 Optimising maintenance
The Weibull++7 tool can easily handle data in different
formats, e.g. grouped data, complete data, censored
data and data sets from more than one population.
Figure 6 shows a pdf where the analysis identifies that
the data is made up of two failure modes, one an earlylife
occurrence and the other age-related. The agerelated
failures can be managed by a PM strategy while
the early life failures need investigation of their cause.
Is it a design problem, repair problem, etc?.
A good reliability analysis chart is the Run Log. This
chart can be compiled easily in Excel to provide MTBF
and MTTRs as static data. Analysis tools such as
Weibull++ 7, however, can calculate the failure and
repair parameters as time dependent data by using
a single function key see Figure 7. The data can be
entered in a hierarchical structure such as System,
Sub System, Item, and Component; the software will
calculate the parameters at each level.
Figure 7 Run Log
What if there are no history data, or the item is new to the facility? All is not lost; we can use another
worksheet from this software (see Figure 8). All we need to do is ask the engineer or operators what they
feel is the minimum life, maximum life and the most likely. The Weibull parameters can then be estimated
as shown, and using the Quick Calculation Pad (QCP) we can estimate other parameters of interest, (e.g.
MTBF, B10 life), or calculate the optimum maintenance life, etc.

Maintainability Analysis
Maintainability studies are concerned with
carrying out a critical analysis of past repairs or
downtimes and to identify opportunities to reduce
these times in the future, e.g. providing better
access, spares holding, training, fault finding
guides, etc. A structured maintainability study
involves the identification of current metrics
such as Mean Time To Repair (MTTR) or Mmax
(the 95% percentile i.e. the time when 95% of
the repairs will be completed). Mmax becomes
important when prolonged downtime causes
additional downtime, e.g. if the product quality
changes and the product has to be discarded.
Repair times are usually log normally distributed
see (Figure 9).
Figure 8 Estimating Weibull parameters
Reliability Tools 57
Figure 9 Repair time pdf (Log Normal Distribution)
Figure 10 shows the probability plot for historical repair times with an MTTR of 228 hours. If we know the
MTBF and are set a target Availability by the Plant Manager we can calculate the required MTTR, in this
case 135 hours. If we then draw a line representing this new target on the probability plot we have a basis
to analyse each past repair. We then critically look at each repair by sub-dividing the repair time into its sub
elements, e.g. access time, fault finding time, etc. and ask how we can reduce this historical repair time to
achieve the new target time.
Figure 10 Repair time study
Vol 20 No 2

5
Reliability Tools
SYSTEM ANALYSIS
Vol 20 No 2
Another interesting example is given in Andrews
and Moss’s well written book, “Reliability and Risk
Assessment” (first published in 1993 but note that
this text has recently been revised). The data set
concerns repair times for four gas compressors.
The probability plot, Figure 11, indicates that the
data are from three different populations (failure
types). In this case if we identify the cause of
each failure, a software tool such as Weibull ++7
can easily calculate automatically the parameters
of each cause. In this example the repairs were
caused by instrument problems, external skid
problems and internal compressor problems.
Figure 11
Compressor Data from 3 populations
A tool such as ReliaSofts BlockSim 6 can be used to analyse plant systems using Reliability Block Diagrams
(RBDs) or Fault Tree Diagrams (FTDs). In an RBD the blocks (representing sub-units of the system) in the
diagram can be populated with either steady state or time dependent data. With steady state data the type
of analysis is limited to the system reliability or actually “long-term average” availability, e.g. 95%. With
time-dependent data, much more comprehensive results are available for optimising the cost drivers. .
Depending on the scope of the study an RBD model can also indicate effects of changes to the cost drivers,
e.g. PM’s, Inspections, Spare parts or crew size.
The modelling process including use of Monte Carlo simulation, is shown in Figure 12
Figure 12 Modelling using Monte Carlo Simulation

Reliability Tools 59
The results of the simulation are summarised in a report which can be exported to Excel for additional
analysis, e.g. assigning loss of production costs. The metrics available is shown in the right hand table in
Figure 12.
Effects of design changes e.g. the cost benefits of additional redundancy can easily be quantified. Similarly
we can also model the effects of decommissioning equipment by simply deactivating a block where Block A
has been treated as decommissioned. The node is used to set the number of items for system success.
RELIABILITY GROWTH ANALYSIS
A tool such as ReliaSoft’s RGA6 tool can be used not only to measure Reliability Growth but also can
analyse systems performance and predict future performance based on the same level of improvement or
degradation. Reliability Growth being defined as the positive improvement in reliability metric over a period
of time through improved maintenance management. The metric can be MTBF or Number of defects, etc
There are several ways to measure trends and we introduce one simple example using RGA 6. Let us
assume that, we have recorded emergency work orders per month. The monthly values are entered into the
software, the analysis carried out and the results reviewed. Figure 13 shows the work orders per month.
Figure 13 Monthly Emergency Work Orders
Analysing the data and obtaining a Beta value of less than 1 indicates that the work order rate is decreasing.
Figure 14 shows the WO rate per month with the growth or trend line.
Note as well as quantifying the growth trend we can also predict (assuming the same growth) the value of
the metric in the future.
CONCLUSION
This article has demonstrated the simplicity and power of the reliability software tools. Analysis that previously
took hours can be solved in minutes. Armed with this kind of information the design or maintenance engineer
can make informed decisions for improving the performance and cost effectiveness of his plant.
Any questions relating to this article, please contact the author at dave@ramsoftuk.com or visit www.
ramsoftuk.com.
This article first appeared in Maintenance and Asset Management (UK) Vol 21 No 4.
Figure 14 WO rate growth plot
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60
The Significance of Selecting the Right CMMS
The main reason for selecting and implementing the right CMMS is to improve maintenance productivity,
reduce maintenance expenses and to enhance reliability and maintainability of equipments through effective
planning, scheduling, executing, tracking and controlling the maintenance activities.
CMMS have evolved over the years from simple maintenance documentation software to Enterprise
Maintenance Management System. When properly selected and implemented, CMMS can greatly assist
in maintenance planning and scheduling, manage personnel and materials, track maintenance work order
and history, generate detail cost reporting, budgeting and much more. In general, these systems provide
comprehensive features and functionality to efficiently manage and track all maintenance related activities
in the organization.
When properly selected and implemented, CMMS is one of the most powerful cost-reduction tools in
any organization. However, in reality, many CMMS implementations fail, rather than achieve success. It
has been estimated that nearly 70% of all CMMS efforts fail, many within the first year. While there are
many contributing factors (like ineffective maintenance procedures, lack of adequate training, etc.) several
implementation failures can be traced back to ineffective selection process (Vujicic, 2005; Weir, 2004;
Singer, 2000).
Selecting the right CMMS system can greatly influence the overall success of CMMS implementation.
However, selecting and implementing a CMMS is not a simple or an easy task. Unfortunately, the results of
an ineffective selection process are usually not seen until well into implementation. Quite often, it is not until
after the installation is complete, that many users realize their new system does not meet their requirements
and at this stage, it is already too late to make any changes. In addition, once a CMMS is implemented,
a huge investment has already been committed. With the implementation of the wrong CMMS system,
maintenance will not be in a position to show the return on investments, which can greatly damage the
reputation of the maintenance department. In turn, this will make it difficult for maintenance to promote itself
as a profit making business unit.
CMMS Selection Guidelines
With more than 200 CMMS systems to choose from, selecting and implementing the right CMMS based on
the operations and maintenance requirements of a company can be a daunting task. However, by selecting
the right features and functions in every CMMS modules, that compliment the company’s operations and
maintenance processes, one can ensure the best fit. This approach reduces the need to customize the
software, and the return on investment can be faster as the system is implemented with greater opportunities
for full usage. There is little room for surprises, as every possible feature of the software has been carefully
scrutinized before selection. This approach also helps acceptance by all employees who would ultimately
be in charge of using the system to improve and enhance maintenance productivity.
The first and a very important step during the selection of any CMMS system, is to clearly define and justify
the need for a CMMS and the benefits of implementing this system. During this process, it is also important to
determine the expectations of implementing a CMMS system and the return on investment. Many problems
can be avoided by clearly defining the need and anticipated benefits of implementing CMMS at the company.
Vol 20 No 2
D. Kamalapurka, A. Houshyar, B. White, and L. Lamberson
Western Michigan University, USA, d2kamala@wmich.edu

Selecting A CMMS 61
CMMS systems can be extremely expensive to implement and so it is very important that all stakeholders are
fully aware of what they will get in return for the investment (both in terms of time and money).
The need for CMMS should be based on realistic expectations on how it will meet the maintenance,
operations and business needs of the company. A CMMS selection team should be formed and the team
members must communicate effectively to understand the details on how the maintenance, operations,
inventory, purchasing, and other relevant departments work and interact with each other. The senior
management should be consulted and their input should be taken into account in order to get their buy-in
into the system.
Detail functional requirements and total system requirements should be clearly defined and agreed upon by
the selection team. The selection team must understand the existing maintenance practices and procedures,
the maintenance and process workflow in the company and all business processes that interact with the
maintenance department. In addition, the selection team should always be open to new ideas and look for
ways on improving the existing process workflow and maintenance procedures.
There are several reasons why an organization may want to implement a CMMS system. However, it is
extremely important to clearly define them, so that these reasons are going to be the focal point not only
during the selection process, but also during implementation phase. Table 1 lists some of the reasons for
implementing a CMMS in any organization.
Reasons for Implementing CMMS
1 Improve the reliability, availability and maintainability of equipment
2 Increase the working life of the equipments and other assets
3 Setup an efficient Preventive and/or Predictive Maintenance programs
4 Reduce the percentage of corrective maintenance work orders
5 Setup and maintain an efficient RCM and/or TPM programs
6 Increase the percentage of preventive maintenance work orders
7 Reduce maintenance expenses and enhance maintenance productivity
8 Have better control over inventory and reduce inventory expenses
9 Have better control over short term and long term maintenance schedule
10 Able to predict and manage the maintenance budget accurately
Table 1: Reasons for Implementing CMMS
CMMS Main Modules
In a CMMS system, many different “Modules” are utilized to plan, schedule, execute, track and control
the equipment maintenance, including the personnel, inventory and purchasing management. The Main
Modules in many CMMS systems are:
1. Work Request Module
2. Work Order Module
3. Equipment Module
4. Personnel Module
5. Preventive Maintenance Module
6. Inventory Module
7. Purchasing Module
8. Reporting Module
CMMS Optional Modules
There are many optional modules, which help enhance the effectiveness of the CMMS system. Very
few CMMS systems currently available in the market contain all these optional modules. In a few CMMS
systems, some of these optional modules are integrated with the main modules. (E.g. Warranty Module is
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Selecting A CMMS
integrated into Equipment Module; Security Module is integrated into Personnel Module, etc.). The different
optional modules commonly used in many CMMS systems are:
1. Analysis Module, 2. PDA InterfaceModule
3. Security Module 4. Scheduling Module
5. Vendors Module 6. Customers Module
7. Document Module 8. History Module
9. Warranty Module
CMMS General Requirements
Apart from evaluating different CMMS modules, some of these general requirements should be carefully
evaluated for CMMS selection. Table 2 lists some of the general requirements that should be considered
and evaluated.
Vol 20 No 2
Topic Sub-Topic
1 Hardware Requirements - Minimum
- Recommended
2 Operating Systems - Minimum
- Recommended
3 Database Systems - Microsoft Access
- SQL Server
- Oracle System
- Other Systems
4 Number of Users - Stand Alone
- Client/Server
5 Interface with other systems - ERP Interface
- PDA Interface
- Barcode Interface
- Web Interface
- MS Project
- Other Systems
6 Ease of Use - Ease of Navigation
- Ease of Customization
Table 2: CMMS General Requirements
Additionally, some of these details should also be reviewed during the selection and implementation of the
CMMS system.
o Multiple Site Capability o Multiple Language Support
o Different Currency Support o Multiple Database Support
o Security of the System o Regulatory Compliance
o Implementation Support o Training provided
o Support and Service o Years in Business
o Future Enhancements
CMMS Features and Functionality
Every Module in a CMMS system has several features and functions that determine how efficiently a CMMS
system can be utilized for cost effective maintenance. Depending on the operations and maintenance
requirements of the company, many features in each of these modules should be carefully evaluated.

Selecting A CMMS 63
For most organizations, the main areas of focus are work request module, work order module, equipment
module, personnel module, preventive maintenance module, inventory module, purchasing module
and reporting module. In addition, system security, system integration (with existing systems), software
compatibility, database system, implementation support, training and ease of use are some other factors
that need attention. Virtually all aspects of maintenance organizations activities can be managed by
the integrated CMMS systems. There are many options, which may be chosen according to the user’s
requirements. Typically most CMMS systems offer modular design. Companies can then select only those
“Modules”, which are suitable for their organization.
These are some questions that should be carefully evaluated before selecting various features and functions
needed in each CMMS modules.
o Is CMMS used for one location or Enterprise wide?
o What types of equipments and or assets need maintenance?
o How sophisticated are the equipments in the organization?
o What kind of experience and skills do maintenance employees have?
o Is any maintenance work contracted to outside companies?
o How are work requests created, routed and approved?
o How are work orders created, assigned and updated?
o How are schedules of employees generated and balanced?
o How are priorities of maintenance decided and by whom?
o How are preventive maintenance tasks decided and setup?
o How often is preventive maintenance program reviewed and updated?
o How is maintenance work performed and how is the information updated?
o How the inventory spare parts are managed and kept updated?
o What kinds of reports and charts does the management need?
o What types of maintenance histories are maintained and reported?
o What kind of analysis is performed to enhance equipment reliability?
An Example of the Selection Process for a CMMS Module - Selecting the Work Order Module
As mentioned earlier, there are several modules that are used in a CMMS for cost effective maintenance.
Although it is not possible in this article to cover the selection process for all CMMS modules a brief
description is provided for selecting the “work order module”.
Many different features and functions are available in the work order module, which are used to generate a
work order from a submitted work request or based on the preventive maintenance schedule.
The “Work Order Module” is the heart of any CMMS system, which provides the tools, required for efficient
planning, scheduling, controlling and tracking of all maintenance work (both preventive and corrective
maintenance) performed in the organization. It interacts with all other modules in the CMMS system, to
efficiently manage, track and control all maintenance activities in the organization.
A work order should be used for all maintenance related work, whether it is an emergency (corrective) or
planned (preventive) maintenance. This will help to correctly identify the work to be performed, provide
start and end dates, assign appropriate maintenance personnel, assign components or parts to be used for
maintenance, list any safety requirements (lockout/tagout procedure), store maintenance history (for future
reference) and also generate detail documentation. The documentation should clearly identify the technician
(or technicians) who performed the work, duration of the work, worker comments, repair methods used,
components used for the work, cost and quantity of each component and finally acceptance of maintenance
work by the person or team who requested this work.
There are many different formats and methods used to create a work order. The company selecting the
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Selecting A CMMS
CMMS should clearly understand their maintenance requirements (for example: size of the company,
types and complexity of equipments, maintenance employees experience, contract maintenance, etc.)
and depending on the maintenance procedures, type of industry, amount of information needed on the
work order, files or drawing attachments needed, etc., select the best format and method to use to create
a work order. These are some of the important questions that need to be answered, before selecting the
appropriate features needed in the Work Order module.
o How are work orders created and approved?
o How are work orders scheduled and prioritized?
o What type of work instructions, are provided with work order?
o How are personnel and materials assigned to work orders?
o Are any outside contractors assigned to the work orders?
o How is the workload balanced among all employees?
o How are employees notified about their work schedule?
o How do the employees update work order after performing work?
o What kind of information is entered to update the work order?
o Is PDA Interface module used to access and update work orders?
o Is estimated cost and actual cost to perform the work compared?
o What kind of work order histories are stored and maintained?
o What kind of work order reports are needed by the management?
Many organizations use a single CMMS system for several maintenance purposes (Example: Equipment
maintenance, Facilities maintenance, Vehicle maintenance, etc.). So different work order formats should be
available to schedule these different maintenance activities. In addition, detailed work instructions in various
formats (Example: Word document, CAD drawing, Excel file, etc.) can be attached to the work order. To
save time and avoid any mistakes, the Work Order module should automatically create a work order using
all the information provided in the work request. Many work orders need more then one technician to be
assigned to complete the work. The planner responsible to assign technicians to the work orders should
be able to choose the appropriate technician from the drop down list. This drop down list should be able to
filter and display only the technicians based on their specialty (for example: PLC programmer, Welder, etc.).
Additionally, the schedule and availability of these technicians should be clearly displayed to efficiently
balance their schedule. In order to efficiently manage the maintenance budget, it should be able to correctly
distinguish between Preventive maintenance and Corrective maintenance work orders. By keeping the
preventive and corrective maintenance work orders separate, it will be able to identify where resources
(personnel and materials) are being used and can be tracked effectively. Once a work order is completed,
it should be stored in the history folder to be used to create user-defined reports and perform analysis to
enhance equipment reliability. It is extremely important that the Work Order module have the ability to store
and maintain a historical data of critical maintenance related information that enables the users to manage
maintenance process as a profit making business activity.
A CMMS selection tool known as SELECTCMMS has been developed by the authors to help companies
to select the right features, based on their requirements. Some of the features listed in SELECTCMMS for
the “Work Order Module” are shown below. The selection team should carefully review all these features
and select the appropriate response (Must Have, Important, Nice to Have, Not Important) based on their
company’s requirements.
Features Needed to Create Work Order
o Able to automatically create work order based on information provided in the work request
o Able to create work order by selecting valid data from the drop down boxes
o Able to attach detail instructions to the work order, to assist the maintenance craftsman
o Able to attach unlimited drawings, files, pictures and other details to the work order
o Able to correctly define the shift hours, day and time to perform maintenance work
Vol 20 No 2

A journey of a thousand miles
begins with a single step.
Lao-tzu (604 BC - 531 BC)
Regardless of where you are on the journey from reactive maintenance to predictive maintenance
to reliability asset optimization, Reliabilityweb.com offers opportunities to meet peers, subject
matter experts and solution providers who can make a difference in your program. Over 90% of
past participants report making immediate improvements at work as a result of attending.
The Community of Learning at a Reliabilityweb.com conference provides an opportunity for a
new attitude, new ideas, practical solutions and powerful inspiration from networking with others
who are already on their journey to reliability.
PdM-2007 - The Predictive Maintenance Technology Conference & Expo
September 11-13, 2007 The Orleans Hotel & Casino Las Vegas, NV
Vibration Monitoring and Analysis, Infrared Thermography, Motor Testing, Ultrasonics, Non-Destructive Evaluation
LubricationWorld
September 11-13, 2007 The Orleans Hotel & Casino Las Vegas, NV
Practical Plant Machinery Lubrication, Contamination Control, Oil and Fluid Analysis
IMC-2007 – The 22nd International Maintenance Conference
December 4-7, 2007 Hilton Daytona Beach/Ocean Walk Village Daytona Beach, FL
Reliability, Maintenance Management, Planning & Scheduling, Business & Financial Aspects of Maintenance,
Root Cause Analysis, Technology Innovations
CMMS-2007 - The Computerized Maintenance Management Summit
December 4-7, 2007 Hilton Daytona Beach/Ocean Walk Village Daytona Beach, FL
Computerized Maintenance Management Systems for Small to Midsize Companies
RCM-2007 - The Reliability Centered Maintenance Managers’ Forum
March 18-20, 2008 The Orleans Hotel & Casino Las Vegas, NV
Reliability Centered Maintenance (RCM), Reliability Analysis, Failure Analysis, PM Optimization, Reliability Incident Management
EAM-2007 – The Enterprise Asset Management Summit
March 18-20, 2008 The Orleans Hotel & Casino Las Vegas, NV
Enterprise Asset Management (EAM), Computerized Maintenance Management (CMMS), ERP Integration,
MRO and Spares Inventory, Handhelds, RFID and Bar Coding
Events produced by Reliabilityweb.com
Events supported by Uptime Magazine, RELIABILITY® Magazine, MRO-zone.com
and the International Proactive Maintenance User Group (IPMUG).
for more info or to register
www.maintenanceconference.com

66
Selecting A CMMS
o Able to add lockout/tagout and other safety procedures in the work order
o Able to attach unlimited links to drawings, parts and vendors to the work order
o Able to assign user definable work order numbers to the work order
o Able to develop customized work order template, to create different types of work order
o Able to customize or modify existing work order templates based on company’s requirements
o Able to provide extensive filtering (for the dropdown boxes) in the work order module
o Able to identify the actual cause of the equipment failure (from work request or drop down list)
o Able to modify the work order after it has been assigned
o Able to prevent modification to the work order by unauthorized persons
o Able to clearly identify the contract maintenance (outsourced) on the work order
o Able to combine both in-house maintenance and contract maintenance on one work order
o Able to provide information on when equipment will be available for maintenance work
o Able to provide links to the needed drawings to be retrieved directly from the work order screen
o Able to edit drawings within the work order screen after performing maintenance work
o Able to electronically submit the work order to the appropriate person or department for approval
o Several levels of work order hierarchy can be scheduled separately
o Able to get electronic signatures on the work order and maintain an audit trail
o Able to assign persons or parts not initially assigned to the work order
Features Needed to Assign Personnel
o Able to match personnel skills to the tasks to be performed on the work order
o Able to add unlimited number of employees (craftsmen) needed to complete the work order
o Able to automatically update employee schedule once their name is added to work order
o Able to link employee time sheet hours and their detail schedule to the work order
o Able to automatically notify employees, once their name is added to the work order
o Able to automatically assign the work orders to appropriate people
o Able to add maintenance employees pictures to the work order
o Able to assign employees based on their schedule and availability
o Able to see employee schedule and balance workload using graphical interface
Features Needed to Reserve Materials
o Able to list and reserve all materials and spare parts needed for the work order
o Able to flag certain spare parts as ‘critical spare parts’ in the work order
o Able to flag certain parts or materials as ‘hazardous material’ in the work order
o Able to see parts status from the work order screen before/after reserving parts for the work order
o Able to select new, used or reconditioned parts from within the work order screen
o Able to view the stock levels of each part from within the work order screen
o Able to select parts from multiple warehouses from within the work order screen
o Able to receive parts back into the stores/warehouses for any part that needs to be repaired
o Able to receive unused parts back to the stores/warehouses and stock levels can be adjusted
o Able to notify any part that is not available in stores and that needs to be ordered immediately
Features needed to Estimate/Actual Cost
o Total estimated dollar value of the work order is clearly identified on the work order
Vol 20 No 2

o Total estimated dollar value of the work order are used in establishing approval levels
o Able to automatically assign inventory costs of the materials used for this work order
o Able to automatically assign labor costs based on the labor hours for this work order
Selecting A CMMS 67
o Able to automatically calculate the total cost of work order based on labor, parts and all other details
o Able to correctly charge the cost of the work order to the appropriate cost center
o Able to prohibit the user to charge the cost of this work order to other’s cost center
o Able to update the work order to reflect the actual cost of the work order after maintenance work
o Able to keep the estimated cost and actual cost of work order for comparison
Features Needed to Track Work Order
o Able to track work orders by dates, weeks, months, years, etc.
o Able to track work orders by plant, area, department, equipment, etc.
o Able to track work orders by individual maintenance employees
o Able to track work orders by individual contract employees
o Able to track start and end time for every employee working on work order
o Able to track work orders by type as safety, inspection, PM, etc.
o Able to track work orders that are being completed on time, being late, etc.
o Able to track work orders by billable work or non-billable work
o Able to track work orders being complete, active, yet to start, etc.
Features Needed to Close Work Order
o Able to update the work order (by authorized persons) after maintenance work is completed
o Able to open the work order after it has been closed (to update additional information)
o Able to charge labor (or any cost) to a closed work order (further work may have been performed)
Features for Other Work Order Details
o Able to create bar codes for all the work orders created (easy to retrieve the information)
o Able to identify and track equipments that are required to be off-line prior to maintenance work
o Able to identify hazards which need to be removed prior work being performed
o User can access information referencing the last work performed on the equipment
o User can access information referencing all the work performed on the equipment
When selecting a CMMS, considerable attention must be devoted to assure that the software features and
functions can support all maintenance related activities. The maintenance process and the software features
must be compatible to perform the maintenance function smoothly and effectively. It is also important that
the CMMS selected is user friendly and helpful to all maintenance employees and all others who will use
or interact with the CMMS system.
To assist in selecting the right features and functions in a CMMS system, “SELECTCMMS”, a CMMS
Selection Tool has been developed. Please contact the author if you require further information on the
SELECTCMMS software and for more details on the selection process for other modules of a CMMS.
References
1. Singer, T., (2000), “Information Engineering: How to select a CMMS/EAM,” Plant Engineering, Vol. 54,
No. 11, pp. 44-48
2. Vujicic, A., (2005), “How to avoid becoming another CMMS implementation failure statistic,” Retrieved
from http://www.pop-ware.com/pdfs/Article_Avoid_CMMS_Failure.pdf
3. Weir, B., (2004), “An impartial view of CMMS functions, selection and implementation,” Retrieved from
http://www.plant-maintenance.com/articles/CMMS_systems.shtml
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maintenancenews
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Infrared Cameras for Industrial Maintenance
Imagine if you could find and fix mechanical and electrical problems in your plant before they occur, saving
your company the exorbitant costs incurred in downtime and avoiding damage to expensive machinery.
Infrared cameras are gaining recognition as an effective way to discover potential problems before they
happen. Using heat anomalies, you can use infrared cameras to “see” unusual heat patterns on machinery
and equipment.
In all plants there are diverse collections of equipment that can be successfully inspected using infrared
thermography such as:
Mechanical Systems - Infrared cameras can detect heat anomalies, usually caused by friction due to
improper lubrication, misalignment, worn components or mechanical loading anomalies.
Pipework and Insulation Systems - Abnormal heat patterns may indicate missing or deteriorated materials
or improper installation.
Electrical Systems - Abnormal heating associated with high resistance or excessive current flow can be discovered
quickly and easily by infrared cameras and is the main cause of many problems in electrical systems.
Integrated into a maintenance program, or used on an as needed basis, infrared cameras can provide your
organization with a non destructive testing tool that allows you to evaluate the condition of the target while it
is working. This is particularly useful when the target is too hot to be touched, out of reach or the target is a
moving part.
Where temperature is an integral part of the process, Infrared cameras can also be used for process
monitoring, providing constant feedback. Often used in the food and diary industries or as a safeguard
against temperatures in a process going out of specification, infrared cameras can be set to raise an alarm
if a temperature above a set point is recorded.
With over ten years experience in selling, servicing and using infrared cameras, Industrial Precision
Instruments carries a wide range of infrared cameras, starting from under $10,000 through to high end
cameras for professional thermographers. Please call one of our sales consultants to determine how infrared
can help your business on Freecall (Aust) 1300 781 701. www.ipi-infrared.com
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MAINET Ushers In New Era Of Enterprise Asset Management For Golden
Circle
Iconic Queensland food manufacturer Golden Circle Limited is to implement an information system based on
Mainpac’s Mainet, the Microsoft .NET-based enterprise asset management software package.
A 15 month project will see Mainet’s maintenance, inventory and purchasing modules, underpinned by its
financial assets module, combining operational and financial asset management support for Golden Circle
which, this year, celebrates its 60th anniversary.
A new information system, the hub of which is Microsoft’s BizTalk server, integrates Mainet with Golden
Circle’s other key applications: the financial, manufacturing, supply chain and customer management system
MFG/PRO and MoveX, the Hagemeyer inventory system which manages the maintenance store and stock.
In 2005, the maintenance management team at Golden Circle’s Brisbane headquarters acknowledged that
an in-house developed database was no longer providing adequate management information. Concurrently
at the Northgate plant, the company’s accountants had encountered shortcomings in their fixed asset system
which wouldn’t allow the writing off of an obsolete piece of plant in line with good accounting practice.
Fixed asset functionality was pivotal in Golden Circle’s decision to select Mainet after both the maintenance
and accounting departments independently concluded the software was the best solution available.
Golden Circle maintenance systems and inventory area owner Kerry Gilliland said, “We recognised the need
for a system to provide easy access to information on maintenance and asset management issues and to
eliminate double handling of data between maintenance and purchasing/inventory systems.”
“Implementation will be on-going over the next twelve months. The success of the project will be measured
against defined outcomes during that time.”
Mainpac provided a comprehensive range of services to Golden Circle, beginning with the production of a

project plan, task allocation and agreement of a go live date. Mainpac then managed the implementation of
Mainēt in close collaboration with Golden Circle’s accounting, maintenance and production and IT staff.
Mainet will also be introduced later this year to the plant in Mill Park, Victoria, owned by Golden Circle, which
produces beverages under the Original Juice brand.
Mainpac Pty Ltd is a Gold Certified partner of Microsoft in the category of independent software vendor (ISV).
Microsoft’s .NET environment and web services are the new foundation of Mainpac’s product offerings.
www.mainpac.com.au
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Rockwell Automation appoints new customer support manager
After spending 12 months in New Zealand in a product management role, Rockwell Automation’s Michael
Cahill has returned to Australia to take on the role of customer support manager. Cahill has more than a
decade’s experience with the leading industrial automation group, and an 18-year career within the industrial
automation sector. He joined Rockwell Automation Australia as a field support engineer, later moving into
software engineering, and then to New Zealand as product marketing manager.
In his new role, Cahill heads up Rockwell Automation Australia’s customer support teams, which encompass field
support engineers, embedded engineers (Rockwell Automation field support engineers on-site for an uninterrupted
period), and TechConnect support programs (incorporating a 24-hour dial-up technical support centre).
“My varied positions within the company have all shared an important common goal--to focus on the customer
and the best outcomes for them,” he said. “It’s that simple--and that’s exactly how I view this new position.”
When providing a strategic service, responsiveness is critical, Cahill believes. “My having experience in all tiers
of automation and information systems--from the plant floor, right up to enterprise level systems--has helped me
to understand the service role ‘from all sides’ and more closely align the automation processes to the production
environment,” he said. “We have a great team of people with an outstanding customer focus; I’m looking forward
to renewing my relationships with the Australian industrial automation community,” said Cahill.
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Power monitoring goes portable
Adding to the widening range of power and energy management systems from Rockwell Automation, is the
Allen-Bradley PowerPad. This portable power monitor allows power to be monitored anywhere in a facility
with superior functionality and accuracy.
The Allen-Bradley PowerPad’s integrated LCD display provides access to numerous parameters: all realtime
and accumulated power parameters; power quality measurements, including harmonics up to the fiftieth
order; transient detection and capture; device status and configuration; set-point status and configuration;
and various alarm options. PowerPad can store up to 12 screen snapshots. The unit can also hold up to 50
captured transients, containing four cycles for each active input, and 4096 alarm events. Information can
be recorded for days, weeks, or months to provide specific trend data. The monitor’s high-speed sample
rate--256 samples per cycle--provides excellent fidelity in reproducing waveforms and capturing transients
happening as fast as 62.5µs.
Dean Tresidder, Rockwell Automation Australia Ltd dtresidder@ra.rockwell.com
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AssetPerformance Tools releases its Asset Management Optimisation
Integrated ToolkitV3.3
AssetPerformance Tools Ltd., invites you to download the new version of its Asset Management Optimisation
Integrated Toolkit. Download it now and apply for a time limited demo licence to try before you buy the latest
version. Quick-start guides are available to help new users experience this powerful Asset Management
Toolkit. Find out how these solutions can benefit your company at www.aptools.co.uk.
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ABB launches Regional Asia Pacific Consulting group
ABB has established a dedicated Regional Asia Pacific Consulting (RAC) group, to serve its customers in the
rapidly growing Asia Pacific market. The RAC performs as a satellite of UK based ABB Engineering Services,
formerly part of the global chemical company, ICI, providing a wide range of professional engineering services
to a broad spectrum of industries including Chemicals, Oil & Gas, Pulp and Paper, Ferrous and Non Ferrous
Metals, Glass and other manufacturing operations.
The RAC group enables customers to have local access to ABB’s global methodologies and network of experts.
Operating as a virtual consulting organisation, the RAC uses ABB’s Engineering Services organisation to
provide technical support to local resources. The group was established late 2006, coming into full operation
on January 1 2007, with resources established in China, Indonesia, Singapore, Malaysia, Australia and New
Zealand.
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The RAC group provides a wide range of specialised global service solutions that encompass Safety
Systems, Integrity Management, Validation, Operational & Maintenance Improvement and Environmental
Improvement, available to both new and existing clients. The RAC can provide customers with engineering
procedures, distinct methodologies, asset performance assessments, life extension methods, regulatory and
environment assurance, consultancy solutions and local ongoing support in the Asia Pacific region.
“Globalisation has had a huge impact on the rapid development in Asia Pacific. New industrial plants are
being built to the highest of standards, with existing older assets having to compete in the global marketplace
and perform at higher levels of safely and reliability. The RAC will bring the processes, procedures and
technologies from our parent organisation that have been developed and refined over many years. Having
experience and knowledge gained from helping companies across the globe, clients in the Asia Pacific will
benefit through increased responsiveness and accurate diagnosis. ABB understand that local delivery is
vital in this new age of rapid development and have responded with the formation of the RAC.” said Maurice
Pattison, Vice President, ABB Asia Pacific Consulting
www.abb.com christina.burger@au.abb.com andrew.wilson@au.abb.com
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APM solution at Dow Chemical
In the coming months, Meridium will provide software and services to implement its APM solution at Dow
Chemical across the enterprise, allowing Dow to improve its equipment availability and overall reliability
and reduce maintenance and operating costs, providing continuous improvement of asset performance and
predictable production delivery.
“After completing a comprehensive evaluation, Dow chose Meridium because of two key drivers: their
alignment with our reliability-improvement work process and established integration with SAP. Additionally,
their solution includes a strong suite of analysis tools to evaluate asset and system reliability performance
in order to identify and quantify reliability improvement opportunities,” said Kevin Bauman, Dow Chemical,
MaintenanceNEXT Partner Project Manager. “In the competitive chemicals industry, asset performance is
critical to our continued success in the marketplace. As part of our MaintenanceNext project, our pursuit to
drive improvements in asset performance encourages us to seek opportunities that leverage new tools to
further enable our efforts.”
As part of Dow Chemical’s “MaintenanceNEXT” initiative, Meridium will centralize data to provide easy access
across the enterprise for reporting and decision making and provide tools and methodologies for data analysis
and decision support. The Meridium solution will allow users to capture data to be easily analyzed to drive
business decisions based on facts. Dow is pursuing this integrated maintenance and reliability management
system in order to position the company to achieve improvements in reliability, as well as productivity.
Dow Chemical will use the following Meridium solutions:
* Scorecards and KPIs (Metrics) * Statistical Analysis
* Modeling and Simulation * Inspection Management
* Thickness Monitoring * Risk Based Inspection (Mechanical Integrity)
* Reliability Centered Maintenance
* Spare Parts Optimization
* Failure Modes and Effects Analysis
According to Bonz Hart, Meridium founder and CEO, “We’re pleased to be working with an industry leader
such as Dow Chemical that puts a high priority on operational excellence. Dow recognizes that reliability,
availability and safety initiatives must align with business objectives and be supported by effective technology
in order to be successful and profitable.” www.meridium.com
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Fixturlaser XA Voted Product of the Year in US
Subscribers of the American magazine Plant Engineering have voted Fixturlaser’s new shaft alignment
system, Fixturlaser XA, as the Product of the Year in the Maintenance Products category.
To facilitate alignment of machinery, Fixturlaser AB has developed a new user interface in which Flashanimated
color imagery assists users throughout alignment. This in combination with the integration of CCD
technology (which is also used in digital cameras) radically shorten some of the most time consuming steps
of the alignment process.
‘Considering all of the work we have put into development of Fixturlaser XA and all the pride we feel in the
product, it feels especially nice to win the prize again,’ says Fixturlaser’s MD Hans Svensson. ‘The market’s
positive response to our new product has been reflected in the form of substantial demand, both for the
system and the accessories for wireless transfer.’ www.fixturlaser.com

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WORLD’S FIRST PORTABLE, RADIOMETRIC 640 X 480 CAMERA
… with four times the resolution of any other model on the market
FLIR Systems latest handheld infrared camera, the ThermaCAM® P640, heralds the arrival of a new
generation whose picture quality is unmatched outside the scientific community. Its superior performance
is thanks to the best-yet detector/lens/software combination and a host of innovative standard features.
Flexible interfaces provide fast access to composite video connection, USB, Firewire and irDA.
The ThermaCAM® P640 provides the professional thermographer with the means to accomplish infrared
inspections more thoroughly, efficiently and quickly. It is the first ever plant maintenance camera to have a
640 x 480 pixels uncooled detector. This provides an image resolution that is four times greater than that of
a 320 x 240 model. It also allows the thermographer to take an image at twice the distance away from the
target as its forerunner without any loss of accuracy. As more pixels cover the target the powerful analysis
tools can be used with even greater potency. info@newriver.co.uk www.newriver.co.uk
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New streamlined solution for improving corporate best practices in
estimating, planning and scheduling in SAP® PM.
The new eTaskMaker and SAP R/3 integrated solution allows planners to estimate and plan facility
maintenance work in eTaskMaker and seamlessly export the plans into SAP R/3’s PM module. Exported
plans include resource requirements and scheduling logic - saving planners the time and burden of navigating
SAP PM’s scheduling interface.
“SAP PM clients, like oil refineries, chemical and power generation plants, and pulp and paper mills,
realize the benefits of SAP’s integrated approach to organizing and managing their business, including
daily facility maintenance. Our eTaskMaker integration expands the benefits of standardized estimating and
planning according to corporate best practices from the turnaround maintenance business, which is typically
separate from the daily maintenance function, to the whole maintenance organization.” said Bernard Ertl,
Vice President of InterPlan Systems. “SAP PM clients can now leverage cutting edge technology for greater
efficiencies and quality, affording them a significant competitive advantage.” www.interplansystems.com
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Leading Utility Entrusts Asset Reliability to Ivara
Ivara Corporation has announced that AES Somerset LLC, a 675 MW coal fired plant located in Barker, New
York has selected the Ivara Reliability Solution. The Ivara Reliability Solution combines advanced practices
and technology, Ivara EXP, to enable a proactive asset reliability process. Ivara’s WorkSmart implementation
methodology implements improved asset reliability, one system at a time, ensuring the right maintenance
work is executed on the right equipment, at the right time.
“With Ivara, AES Somerset will adopt a proactive maintenance process to optimize the reliability of our
generating assets and help improve plant performance to better serve our customers,” said Kevin Pierce,
President, AES Somerset LLC. “After attending the Ivara Reliability Leadership Summit, we met with several
customers and heard first hand the value they achieved with the Ivara solution. We were impressed with
Ivara’s track record of success in the power industry.”
Ivara EXP is an enterprise system that supports the Ivara Asset Reliability Process. EXP consolidates,
analyzes and manages all asset health information. As inspection data is collected, EXP identifies potential
failures and recommends the right maintenance task to be executed at the right time. AES Somerset will
utilize the new Ivara EXP Integration with Maximo® - MRO Software’s leading EAM System.
“In the highly competitive power industry, utilities must continuously find ways to maximize the performance
of their generating assets to ensure uninterrupted and reliable power delivery, without increasing costs.” says
Gerry Bleau, president and CEO, Ivara Corporation. “By selecting Ivara, AES is reinforcing its commitment
to maintaining the best run and most efficient operations in the power business. We are pleased to be their
strategic reliability partner.” www.ivara.com
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ABB launches MNSiS - the first integrated system for Low Voltage MCC
applications
MNSiS includes comprehensive motor control, monitoring, protection, and communication capabilities to
higher-level control systems. MNSiS also provides flexibility for engineers, system integrators and end
users by way of configurable control modules which allow ongoing modifications and enhancements. MNSiS
is also uniquely safe and simple to operate.
“The entire ABB team is delighted that the motor control center MNSiS is currently being released to the
Australian market” says Regina Roos, Sales Manager, Low Voltage Systems, Australia. “We are committed
to provide smarter solutions that help our customers be more successful.”
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MNSiS is one integrated MCC system configurable for all possible customer specifications. It can be provided
based on conventional up to sophisticated Intelligent Motor Control System requirements. MNS iS makes
modifications / enhancement of control and protection functions possible at any time and at any project stage
during the complete project life cycle. It provides much needed flexibility for engineers, system integrators and
end users. MNS iS secures customer investments as it provides step-up possibilities with future technology
developments with the same system. MNS iS enables flexible usage of spare parts as a result of the system
standardization. A very few standard motor starter variants are needed for a complete plant. MNS iS is
uniquely safe and simple to operate. Power modules and control devices are physically separated and
situated in separate compartments. The installation of power cables is possible without adverse effect on
control and communication equipment. On the other hand all installation jobs in the control compartment can
be carried out without the danger of touching live power cables. www.abb.com
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More than just IT asset tracking!
The Hardcat fixed asset management solution is so flexible, it can be used to track and report details for just
about any type of asset item imaginable, including battle tanks! Our more typical customers who use Hardcat
to manage a fleet of IT or office equipment might be interested to see how the very same database solution
is used by the British Ministry of Defence to track high value equipment items ranging from Land Rovers
through to Challenger battle tanks, as reported recently by Defence Director magazine.
Using Hardcat as a backend, the MoD has built a system (dubbed TIGER) that allows for comprehensive
management and reporting of military assets in operations by the British Armed Forces. In early 2005,
for example, the Ministry of Defence had approximately 12,000 assets tracked by Hardcat in Iraq using
Symbol mobile computers. The system has also been used in other MoD operations in Bosnia, Kosovo, and
Afghanistan.
The accurate recording of asset deployment has enabled far greater cost control and improved financial
management of asset resources. According to a National Audit Office report, in Bosnia alone, Hardcat enabled
the department to recover more than £75 million from the United Nations. ddrum@hardcat.com.au
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Remote web based I/O server - Active event management
IntelliCom announces updates to the NetBiter product for active event / alarm management, together with
data logging and web based data access. The NetBiter product provides event management where the
device itself can detect and send event information to users as email, SNMP, Modbus TCP or SMS to mobile
phones. Events can be configured to appear on I/O changes or at specific Modbus register changes.
The built-in data logger can display trend graphs right on the web pages or simply email the log files to an
authorized email address. The NetBiter I/O Extender provides a range of I/O possibilities: 4 Digital Inputs; 4
Digital Outputs; 2 Analog Inputs; 1 analog Output; 2 RTD (Temperature) http://www.netbiter.com
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Release of FastMaint Web CMMS 5.0 software
FastMaint Web is the web browser version of FastMaint. It adds to the stand-alone & networked editions of
FastMaint. FastMaint Web is built on the latest Microsoft technology - the Microsoft .Net framework, ASP.Net
and C#. Customers have a choice of using a built-in web server or
Microsoft’s Internet Information Server.
All editions of FastMaint are designed to be “fast” and easy to install and use so that users can become
productive soon. Both planned and preventive maintenance tasks can be scheduled, managed and tracked.
An integrated inventory system allows one to track inventory use and when
to reorder parts. Maintenance managers can plan ahead and budget work for the week, month, quarter, year
or any defined period. One can easily create work orders and collect feedback on jobs done. FastMaint Web
also integrates work request management. Users rights to view or change
information can be restricted to protect maintenance data. It can work with Microsoft’s Access or SQL Server
database. Prices start at US$995 for the single user FastMaint Standard. For demos or to download a 30-day
trial of FastMaint, please visit http://www.smglobal.com.
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Australian Maintenance Excellence Awards
Bonlac at Cororooke and Cobden, Esso at Long Island Point, Copper Mines of Tasmania, PBR and TruEnergy
all received Awards for Excellence in Maintenance through the Australian Maintenance Excellence Awards.
The Awards are facilitated by SIRF Roundtables and seek to;
• Recognise maintenance excellence based on evaluation of performance, practices, people and
business impact;
• Provide peer assessment of maintenance management systems against award criteria;
• Promote amongst business leadership an understanding of the impact of maintenance upon the
sustained profitability of individual operations; and
• Provide a maintenance excellence recognition process of high integrity and international
quality.
The awards encourage excellence in maintenance practices and performance and provide extensive
guidelines, self assessment and resource material. The process is however not prescriptive as it wishes to
encourage organizations to seek their own improvement path that matches their own particular business
needs.
Bonlac has participated in the Awards in 2001, 2004 and again in 2006. The Cobden site was recognized
at the Achiever level and the Cororooke site at the Finalist level. Randall Ferguson, Regional Maintenace
Manager for Bonlac commented;
“The AMEA’s process has been great for development of maintenance processes. The staff at both
Cobden and Cororooke place great importance on maintenance practices and are committed to continuous
improvement and this has been a great result for the two sites.”
The TRUenergy Power Station Alliance at Yallourn was recognized at the Finalist level. Sue Tulau, Reliability
Engineer, reported “The self audit / external audit aspect of the AMEA process was key to helping us evaluate
where we are across the range of maintenance categories , and helped develop improvement opportunities
for input into our future business planning processes. It is also an ideal opportunity to acknowledge our
people and the good work and progress already made in continuing towards out maintenance excellence
Journey.”
2006 was the second time that PBR participated and on this occasion they received the Finalist level award.
Shane van Harten, Team Leader in PBR’s casting plant found that “Whilst going through the process of
preparing our submission, we found it to be a good time to self audit our practices and procedures. Since
completing our submission and receiving our award, the level of enthusiasm from the Reliability Management
/ Team and shop floor employees has increased, making this a very worth while journey.”
Participants regularly report that the process of assessment by peers is perhaps the most rewarding of the
benefits gained through the review process. The Awards organizers are particularly grateful to the 2006
assessor team made up of Gordon Russell – Loy Yang Power, Noel Judd – Hydro, Brian Gover – Powerlink,
Trevor Robinson - Loy Yang B, Tony Watson - Sunrice, Wayne Moore - Warrnambool Cheese & Butter,
Glenn Ingram – Newcrest, Nigel West – Oilsearch, Paul Stafford – Sunrice, and Trevor Salmon – Qenos.
Contact Terry Blackman at SIRF Roundtables terry.blackman@sirfrt.com.au for information regarding
participation in 2007. The successful Teams mentioned above are shown below:
Copper Mines of Tasmania Esso Long Island Point Team PBR Team
Bonlac Cobden Team Bonlac Cororooke Team TruEnergy at Yallourn Team
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AMMJ - Maintenance Books
Prices are valid until 30th June 2007. All prices are AUSTRALIAN DOLLARS. Prices for Australia Include Postage and GST.
Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$20.
1. PLANT MAINTENANCE MANAGEMENT ( 3 Volumes)
Anthony Kelly 2006 3 Volume Set $300
The most comprehensive guide to all aspects of managing and executing maintenance
1.1 Strategic Maintenance Planning Individual Book Price $133
Imparts an understanding of the concepts, principles and techniques of preventive maintenance and shows
how complexity can be resolved by a systematic ‘Top-Down Bottom-Up’ approach.
1.2 Managing Maintenance Resources Individual Book Price $133
Shows how to reduce the complexity of organizational design through a unique way of modeling the
maintenance-production organization along with organizational guidelines to provide solutions to identified problems.
1.3 Maintenance Systems and Documentation Individual Book Price $133
Addresses the main systems necessary for the successful operation of a maintenance organization, such as performance control,
work control and documentation, and shows how they can be modelled, their function and operating principles.
2. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime
Steven Borris 2006 448pp $210
With equipment downtime costing companies thousands of dollars per hour, many turn to Total Productive Maintenance as a
solution. Short on theory and long on practice, this book provides examples and case studies, designed to provide maintenance
engineers and supervisors with a framework for strategies, day-to-day management and training techniques that keep their
equipment running at top efficiency.
3. PRODUCTION SPARE PARTS – Optimizing the MRO Inventory Assets
Eugene C Moncrief 2006 307pp $110
Spare parts stocking theory and practice. Uses the Pareto Principal to achieve superior results with a minimum of investment
of time. Includes the following topics: the risks inherent in setting inventory stocking levels, setting the reorder point, setting the
reorder quantity, determining excess inventory, how to avoid unnecessary purchases of spares, and how to set and monitor goals
for inventory improvement.
4. IMPROVING EQUIPMENT PERFORMANCE – Reliability and Maintainability of Tooling & Equipment
Mark A Morris 2006 288pp $110
This book contains essential information necessary to achieve improvements in reliability and maintainability to support costeffective
and competitive processes. It addresses the needs of the manufacturing community, suppliers, and their component
suppliers. People who buy machines, or build machines, or use machines, or make machinery components, will benefit greatly
from the information in this book.
5. MAINTENANCE MANAGEMENT AUDITING - In Search Of Maintenance Management Excellence
Anthony Kelly 2006 328pp $120
Auditing the management of the maintenance of both productive plant and infrastructures. Case studies demonstrate the
application of this procedure to comprehensive audits of several weeks duration, to ‘fingerprint’ audits taking perhaps a day or
so, and to benchmarking exercises. Contains a questionnaire of over 1000 questions that is based on the ideas and concepts of
business centered maintenance.
6. MANAGING FACTORY MAINTENANCE 2nd Ed
Joel Levitt 2005 320pp $110
This second edition tells the story of maintenance management in factory settings. . World Class Maintenance Management
revisited and revised, evaluating current maintenance practices, quality improvement, maintenance processes, maintenance
process aids, maintenance strategies, maintenance interfaces, and personal development and personnel development.
7. THE MAINTENANCE SCORECARD – Creating Strategic Advantage
Daryl Mather 2005 257pp $110
Provides the RCM Scorecard, which is unique to this book and has not been done previously to this level of detail. Includes
information and hints on each phase of the Maintenance Scorecard approach. Focuses at length on the creation of strategy for
asset management and details the differences between various industry types, sectors and markets.
8. RELIABILITY CENTRED MAINTENANCE – Implementation Made Simple
Neil Bloom 2005 448pp $175
This book introduces innovative approaches to simplify implementing and managing the RCM process and shows Plant,

Mechanical, and Maintenance Engineers how to: Identify systems functions, functional failures, and the consequences of those
failures. Understand how to functionally analyze a system. Identify Run-to-Failure components and their limitations. Understand
hidden failure modes.
9. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE
Stephen J Thomas 2005 356pp $115
This unique and innovative book explains how to improve maintenance and reliability performance at the plant level by changing
the organization’s culture. This book demystifies the concept of organizational culture and links it with the eight elements of change:
leadership, work process, structure, group learning, technology, communication, interrelationships, and rewards.
10. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE
Scheffer & Girdhar 2004 272pp $135
Develop and apply a predictive maintenance regime for machinery based on the latest vibration analysis and fault rectification
techniques. Build a working knowledge of the detection, location and diagnosis of faults in rotating and reciprocating machinery
using vibration analysis. Gain an understanding of the latest techniques of predictive maintenance including oil and particle
analysis, ultrasound & thermography.
11. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share
R Smith & B Hawkins 2004 304pp $125
This Handbook provides detailed, step-by-step, fully explained processes for each phase of Lean Maintenance implementation
providing examples, checklists and methodologies of a quantity, detail and practicality that no previous publication has even
approached. It is required reading, and a required reference, for every plant and facility that is planning, or even thinking of
adopting ‘Lean’ as their mode of operation.
12. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES
Joel Levitt 2004 208pp $110
Brings together the issues of maintenance planning, project management, logistics, contracting, and accounting for shutdowns.
Includes hundreds of shutdown ideas gleaned from experts worldwide. Contains procedures and strategies that will improve your
current shutdown planning and execution.
13. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies for Optimizing Performance
V Narayan 2004 288pp $110
Providing readers with a clear rationale for implementing maintenance programs. This book examines the role of maintenance in
minimizing the risks relating to safety or environmental incidents, adverse publicity, and loss of profitability. Bridge the gap between
designers/maintainers and reliability engineers, this guide is sure to help businesses utilize their assets effectively, safely, and
profitably.
14. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed
Bloch & Geitner 2004 650pp $250
The names Bloch and Geitner are synonymous with machinery maintenance and reliability for process plants. They have saved
companies millions of dollars a year by extending the life of rotating machinery in their plants. Extending the life of existing
machinery is the name of the game in the process industries, not designing new machinery. This book was the first and is still the
best in its field.
15. LEAN TPM - A blueprint For Change
S McCarthy & Rich 2004 224pp $170
Lean TPM accelerates the benefits of continuous improvement activities by challenging wasteful working practices, releasing the
potential of the workforce, targeting effectiveness and making processes work as planned. Unites world-class manufacturing, Lean
Thinking and Total Productive Maintenance [TPM]; Shows how to achieve zero breakdowns; Delivers benefit from continuous
improvement activities quickly.
16. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd Ed
Terry Wireman 2004 288pp $110
While the previous edition concentrated on the basic indicators for managing maintenance and how to link them to a company’s
financials, the second edition addresses further advancements in the management of maintenance. One of only a few
comprehensive collections of performance indicators for managing maintenance in print today.
17. RELIABILITY DATA HANDBOOK
Robert Moss 2004 320pp $275
Focusing on the complete process of data collection, analysis and quality control, the subject of reliability data is covered in great
depth, reflecting the author’s considerable experience and expertise in this field. Analysis methods are not presented in a clinical
way – they are put into context, considering the difficulties that can arise when performing assessments of actual systems.

18. ENGINEERING DISASTERS – Lessons To Be Learned
Don Lawson 2004 272pp $255
Thoroughly researched accounts of well known disasters and failures and draws out the lessons to be learned in each case.
Engineers have to take into account all the potential failures of people, including other engineers, as well as failures of equipment
and materials. Design engineering is a structured process using both art and science to create new or improved products and
building on experience.
19. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS – Pressure Vessels & Mechanical Plant
Clifford Matthews 2003 690pp $430
This comprehensive volume gives detailed coverage of pressure equipment and other mechanical plant such as cranes and
rotating equipment. There is a good deal of emphasis on the compliance [UK standards] aspects and the duty of care requirements
placed on plant owners, operators, and inspectors.
20. COMPUTERIZED WORK MANAGEMENT SYSTEMS FOR UTILITY & PLANT OPERATIONS
Roop Lutchman 2003 207pp $180
The author demonstrates step-by-step the justification, selection, and implementation of CWM systems. The book gives managers
the know-how to make the right decisions in applying CWMS techniques. Case studies and troubleshooting guidelines are included
for managers and maintenance professionals in water, wastewater, electrical generation, solid waste, and other public facilities.
21. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT
Terry Wireman 2003 228pp $110
This book will provide users with all the necessary tools to be successful in benchmarking maintenance management. It presents
a logical step-by-step methodology that will enable a company to conduct a cost-effective benchmarking effort. It presents an
overview of the benchmarking process, a self analysis, and a database of the results of more than 100 companies that have used
the analysis.
22. RCM - GATEWAY TO WORLD CLASS MAINTENANCE
A Smith & G Hinchcliffe 2003 337pp $125
Includes detailed instructions for implementing and sustaining an effective RCM program; Presents seven real-world successful
case studies from different industries that have profited from RCM; Provides essential information on how RCM focuses your
maintenance organization to become a recognized ‘center for profit’. It provides valuable insights into preventive maintenance
practices and issues.
23. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide
R Smith, R K Mobley 2003 537pp $100
The new standard reference book for industrial and mechanical trades. Industrial Machinery Repair provides a practical reference
for practicing plant engineers, maintenance supervisors, physical plant supervisors and mechanical maintenance technicians. It
focuses on the skills needed to select, install and maintain electro-mechanical equipment in a typical industrial plant or facility.
24. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd Ed
Keith Mobley 2002 337pp $190
This second edition of An Introduction to Predictive Maintenance helps plant, process, maintenance and reliability managers
and engineers to develop and implement a comprehensive maintenance management program, providing proven strategies for
regularly monitoring critical process equipment and systems, predicting machine failures, and scheduling maintenance accordingly.
25. MAINTENANCE PLANNING, SCHEDULING & COORDINATION
Dan Nyman and Joel Levitt 2001 228pp $130
Planning, parts acquisition, work measurement, coordination, and scheduling. It also addresses maintenance management,
performance, and control; and it clarifies the scope, responsibilities, and contributions of the Planner/Scheduler function and the
support of other functions to Job Preparation, Execution, and Completion. This book tells the whole story of maintenance planning
from beginning to end.
26. COMPUTER-MANAGED MAINTENANCE SYSTEMS 2nd Ed
Mobley and Cato 2001 200pp $150
A comprehensive, practical guide that covers selection, justification, and implementation of an effective CMMS in any facility. In this
new edition, the authors have added a chapter specifically on the latest technology, Application Service Providers [ASPs], that has
revolutionized the way computer- managed maintenance systems are used and the benefits they can offer to a business.
27. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed
David Smith 2001 336pp $145
Reliability, Maintainability and Risk has been updated to ensure that it remains the leading reliability textbook - cementing the
book’s reputation for staying one step ahead of the competition. Includes material on the accuracy of reliability prediction and
common cause failure . This book deals with all aspects of reliability, maintainability and safety-related failures in a simple and
straightforward style.

28. ASSET MANAGEMENT AND MAINTENANCE - THE CD
Nicholas A Hastings 2000 820 slides $190
Asset Management and Asset Management Overview; Life Cycle Costing; Maintenance Organisation & Control; Spares &
Consumables Management; Failure Mode and Effects Analysis; Risk Analysis and Risk Management; Reliability Data Analysis; Age
Based Replacement Policy Analysis; Availability and Maintainability; Measuring Maintenance Effectiveness; Reliability of Systems;
etc.
29. ENGINEERING MAINTAINABILITY – How To Design For Reliability & Easy Maintenance
B S Dhillon 1999 254pp $215
Maintainability Management; Maintainability Measures, Functions, and Models; Maintainability Tools; Specific Maintainability Design
Considerations; Human Factors Considerations; Safety Considerations; Cost Considerations; Reliability-Centred Maintenance;
Maintainability Testing, Demonstration, and Data; Maintenance Models.
30. TURNAROUND MANAGEMENT
Tom Lenahan 1999 183pp $180
This text looks at those unique aspects of turnaround management. Initiating the turnaround; validating the work scope; preshutdown
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 $210
This text enables maintenance managers and maintenance planners to dramatically improve the productivity of their maintenance
plan; 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 performing in-house work sampling. An excellent hands-on text.
32. HANDBOOK OF MAINTENANCE MANAGEMENT
Joel Levitt 1997 476pp $180
This unusually comprehensive book is designed as a complete survey 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 stockroom, and as an element of a training regime for new supervisors, managers
and planners.
33. RELIABILITY CENTRED MAINTENANCE 2nd Ed
John Moubray 1997 448pp $165
Reliability-centred maintenance is a process used to determine, systematically and scientifically, what must be done to ensure that
physical assets continue to do what their users want them to do and is widely recognized by maintenance professionals as the
most cost-effective way to develop world-class maintenance strategies. The second edition has been comprehensively revised to
incorporate more than 100 pages of new material on condition monitoring, the analysis of functions and failures, human error, the
management of risk.
Condition Monitoring Standards Volume I, II & III
The CMS documents (color pictures) explain the condition monitoring actions as well as why and how each of these tasks should
be executed. Each CMS contains brief inspection points, detailed instructions and suggested intervals.
34. CONDITION MONITORING STANDARDS VOLUME 1
Torbjorn Idhammar 2001 124pp [Colour] $330
CMS: Motor AC; Coupling Tire; Coupling Sure flex; Coupling Grid; Coupling Thomas; Coupling Wrap flex/Atra flex; Coupling
Gear; Coupling Jar; Coupling Magnetic; Coupling Torus; Pump Vacuum Nash; Pump - Vertical - Multistage; Tank ; Conveyor
Screw; Valve solenoid; Air Breather - Des Case; Flinger; Gear Reducer; Conveyor Belt; Conveyor Drag; Fan Axial; Agitator/Mixer;
Compressor
Rotary Screw - Quincy; Dryer System - Air desiccant; Steam Joint – Valmet
35. CONDITION MONITORING STANDARDS VOLUME II
Torbjorn Idhammar 2001 130pp [Colour] $330
CMS: Motion Detector; Backstop; Pump, Centrifugal; Heat Exchanger; Bearing, Pillow Block; Chain Drive; Hydraulic Unit;
Feeder; Mech. Seal; Packing; Check Valves; Screen Reciprocating; V Belt Drive; Screen – Vibrating; Screen - Disc; Screen
- Centrifugal; Lubrication Reservoir; Fan Radial; Pump Vane; Pump Gear; Pump Piston; Steam Trap Mechanical; Steam Trap
Thermostatic; Steam Trap
Thermodynamic; Valve with Actuator.
36. CONDITION MONITORING STANDARDS VOLUME III
Torbjorn Idhammar 2003 115pp [Colour] $330
CMS: Universal Joint; Rope Sheaves; Regulator - Air; Pump - Progressive Cavity; Blower - Rotary Lobe; Belt - Cog; Brake Disc;
Bolts and Nuts; Cylinder - Air; Pump - Diaphragm; Motor DC; Valve; Clutch Centrifugal; Expansion Joint; Coupling - Fluid; Cylinder
Hydraulic; Bearing - Oil Cooled; Hydraulic Motors; Pump - Multistage; Governor; Pneumatic Filter; Piping and Pipe Hangers; Steam
Turbine [Small].

AMMJ Maintenance Books – ORDER FORM
Prices are valid until 30th June 2007. All prices are AUSTRALIAN DOLLARS. Prices for Australia Include Postage and GST.
Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$20
Engineering Information Transfer P/L, 7 Drake Street, Mornington, Vic 3931 Australia Ph: 03 5975 0083 Fax: 03 5975 5735
Email: mail@maintenancejournal.com Web: www.maintenancejournal.com Please indicate quantity required.
Item Title Aus$ Qty
1. PLANT MAINTENANCE MANAGEMENT - Kelly’s 3 Volume Set $300
1.1 STRATEGIC MAINTENANCE PLANNING - Individual Book $133
1.1 MANAGING MAINTENANCE RESOURCES - Individual Book $133
1.1 MAINTENANCE SYSTEMS & DOCUMENTATION - Individual Book $133
2. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime $210
3. PRODUCTION SPARE PARTS – Optimizing the MRO Inventory Assets $110
4. IMPROVING EQUIPMENT PERFORMANCE – Reliability and Maintainability of Tooling & Equipt. $110
5. MAINTENANCE MANAGEMENT AUDITING - In Search Of Maintenance Management Excellence $120
5. MANAGING FACTORY MAINTENANCE 2nd Ed $110
7. THE MAINTENANCE SCORECARD – Creating Strategic Advantage $110
8. RELIABILITY CENTRED MAINTENANCE – Implementation Made Simple $175
9. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE $115
10. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE $135
11. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share $125
12. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES $110
13. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies $110
14. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed $250
15. LEAN TPM - A blueprint For Change $170
16. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd Ed $110
17. RELIABILITY DATA HANDBOOK $275
18. ENGINEERING DISASTERS – Lessons To Be Learned $255
19. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS – Mechanical Plant $430
20. COMPUTERIZED WORK MANAGEMENT SYSTEMS FOR UTILITY & PLANT OPERATIONS $180
21. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT $110
22. RCM - GATEWAY TO WORLD CLASS MAINTENANCE $125
23. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide $100
24. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd Ed $190
25. MAINTENANCE PLANNING, SCHEDULING & COORDINATION $130
26. COMPUTER-MANAGED MAINTENANCE SYSTEMS 2nd Ed $150
27. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed $145
28. ASSET MANAGEMENT AND MAINTENANCE - THE CD $190
29. ENGINEERING MAINTAINABILITY – How To Design For Reliability & Easy Maintenance $215
30. TURNAROUND MANAGEMENT $180
31. MAINTENANCE PLANNING & SCHEDULING MANUAL $210
32. HANDBOOK OF MAINTENANCE MANAGEMENT $180
33. RELIABILITY CENTRED MAINTENANCE 2nd Ed $165
34. CONDITION MONITORING STANDARDS VOLUME 1 $330
35. CONDITION MONITORING STANDARDS VOLUME II $330
36. CONDITION MONITORING STANDARDS VOLUME III $330
NAME & ADDRESS:
Phone: Fax: Email:
METHOD OF PAYMENT TOTAL PAYABLE: AUS$ _______________
1. CHEQUE ENCLOSED PAYABLE TO : ENGINEERING INFORMATION TRANSFER P/L
2. CHARGE MY CREDIT CARD: AMEX, MASTERCARD, DINERS VISA (circle)
CARD NO: EXPIRY DATE:__________
SIGNATURE: NAME ON CARD:

Maintenance
2007 Seminars
If your organisation books for two or more days of training the cost is $660 per
person per day for all delegates that you register on these seminars
Course One
Planned Maintenance & Maintenance People
The What, When & Who of Maintenance
(For Maintenance & Non Maintenance Personnel)
Course Tw o
Maintenance Planning, Control & Systems
Maintenance Planning,
Maintenance Planners & CMMS/EAM’s
Course Thre e
Maintenance Management and Asset Management
An Introduction To Maintenance and Asset
Management Activities & Techniques
(For Maintenance & Non Maintenance Personnel)
Venues
Melbourne
21-23 May 2007
Brisbane
23-25 July 2007
Sydney
20-22 August 2007
PRESENTED BY
Len Bradsha w
ORGANISED BY
ENGINEERING INFORMATION
TRANSFER PTY LTD
AND
THE MAINTENANCE JOURNAL
● Revisions & Updates for 2007
✫Special
Discounts
Now
Available
● Detailed Seminar Slides in Hard Copy
● Each Delegate Recieves a CD of Hundreds
of Pages Maintenance Related Facts, and
Seminar Notes (400mb)
The CD Includes CMMS, EAM, and
Reliability conference proceedings from
IMMC and reliabilityweb.com conferences
held in USA and Australia 2001 to 2006.
THE MOST SUCCESSFUL AND MOST
RECOGNISED MAINTENANCE RELATED SEMINARS
* As well as Maintenance Personnel, why not also send your “Operations Personnel”
* In-house presentation of these seminars will only be considered for organisations outside of Australia
Further Information: www.maintenancejournal.com Ph 61 3 59750083 mail@maintenancejournal,com

Course One
Planned Maintenance And Maintenance People
The What, When and Who of Maintenance
1 . Consequences of Good or
Bad Maintenance
• The direct and indirect costs of Maintenance. The real cost of failures and cost of downtime.
• What do you cost and what are you worth.The cost and value of maintenance personnel.
• Effect of too little or too much planned maintenance.
• The need to provide and prove due care of your assets.
• Are “competent” people planning and doing the maintenance work.
Discussion 1: Do you identify/re c o rd real maintenance costs and how do you respond/ control
respond to those costs.
Who should attend this 1 day seminar?
Planners,Team Leaders,Team Members,Supervisors,Tradesmen,Operations Personnel,Technicians,Engineers,Systems Managers,
and others interested in maintenance of plant and assets.
Each course costs from AUS $660.00 per delegate per day (Inclusive of GST)
1
2 . Maintenance Activities
• The different activities performed in maintenance - emergency, corrective, preventive, predictive, condition based,detective,
proactive maintenanc, and designing for maintenance. Problems associated with fixed time replacement of components.
• Understanding what are failures in maintenance.The diffe rent failure types and how they affect what maintenance should be used.
• What maintenance is needed. Setting inspection and PM fre q u e n c i e s .
• A brief introduction to maintenance planning,control and systems
3 .Inspections & Condition
Based Maintenance
• What inspection and preventive/predictive techniques are now available in maintenance.
• A look at the wide range of inspection and condition monitoring techniques now available - basic visual inspections,oil analysis,
vibration monitoring,thermography, acoustic emission,boroscopes,fibre optics,alignment techniques, residual current, etc.
Discussion 2: What maintenance types do you perform? Is it what your plant really needs? What techniques for repair,
inspections & Condition Monitoring are used in your plant. Are they successful? If not why not.
4 .The People and Stru c t u res
In Maintenance
• People - The most important assets in maintenance or are they ?
• The different organisational structures used for maintenance activities.
• Restructured maintenance;flexibility, multiskilling and team based structures.
• What motivates people to work with the company rather than against it.
• Are teams achievable in your organization? How far can you go.
• Utilising non maintenance resources.
• TPM - Total Productive Maintenance.
• Administrative responsibilities for teams.
• Recruitment and Reward methods.
• Maintenance Outsourcing/Contracting - for and against.
Discussions 3: Are your organisations using the right people and structures in maintenance.
Your successes and failures with people issues

Course Two
Maintenance Planning, Control and Systems
Maintenance Planning, Planners and Computerised Maintenance Management Systems/EAMs
1 . Maintenance Planning
and Control - The Overv i e w
• The different processes and techniques involved with maintenance planning,control,and use of a CMMS.
• The move towards Asset Management Systems and beyond the traditional CMMS.
• Links to other management systems,control systems,GIS,GPS,Internet, Intranet,Web based systems.
• Benefits & Problems associated with implementation and use of a CMMS/EAM.
Discussion 1: The Planning/CMMS in your organisation - its strengths & weaknesses.
2 . Maintenance Planning
and Control - The Details
• Equipment coding,inventory and asset registers.Using the asset technical database. Identifying & controlling rotables.Asset and
task priority or criticallity
• Introduction to maintenance plan development. PM’s and repair proceedures.
• Maintenance requests. Quick work request/work order logging.A PM becoming a Corrective task.The small job.
• Backlog and frontlog files.Opportunity maintenance. Resource justification.Backlog file management.
• PM routines. Scheduling PM’s and corrective maintenance.Allocating time and resources.
• Determining the weekly work. Planning coordination meeting. Planner-Supervisor co-operation.
Work order issue, work in progress. reporting back - automating this process.Planner-Technician/Trades cooperstion.
• Feedback and history required.Automating the reporting process.
• Reports and performance measures. Performance measures for plant,maintenance, people and planning.
Discussion 2: Group discussion on the different sections of Planning,Control and CMMS Systems
3 . Maintenance Planning
and Planners
• An Example of how the best plan and their Maintenance Activities. Pro-active Maintenance Planning.
• Who should be the planner. Responsibilities/duties of the planner. Full time or part time planners.Planner to Maintenance
Personnel ratio.Value of effective planning and planners.
Discussion 3: Who are the planners in your organisation.Strengths & Weaknesses.
4 . Maintenance Store s
• S t o re objective s .I n t roduction to stock control methods. Impact of maintenance type on stock re q u i re m e n t s .Who owns the store s ?
Who owns the parts? User alliances. Consignment stock.
• I m p roving and monitoring service levels from your maintenance store. Location of the store s .Maintenance of parts in the store.
Discussions 3: Stores and parts management in your organisations - strengths & weaknesses.
Who should attend this 1 day seminar?
Planners,Team Leaders,Team Members,Supervisors,Tradesmen,Operations Personnel,Technicians,Engineers,Systems Managers,Stores Personnel,and others interested in maintenance of
plant and assets.
Each course costs from AUS $660.00 per delegate per day (Inclusive of GST)
2

Course Three
Maintenance Management
and Asset Management
This seminar introduces the wide range of Maintenance Management activities/techniques that may be applied within
your organisation and the contribution Maintenance can make to company profitability and competative advantage.
Even if you are not directly involved in the use of these techniques it is still important that you have an understanding of
what can be done and what can be achieved.
1 . Business & Organisational Success Via Better Maintenance
• The key role that maintenance plays in achieving business success.Maintenance as a profit creator.
• Justifying maintenance resources.Proving your worth.Reducing Direct or Indirect maintenance costs.
• Maintenance Impact on Safety, Insurance and Legal Costs. Risks of poor or under resoursed maintenance.
• Maintenance based on corporate objectives.
Discussion1: Business approach to maintenance and Management’s understanding of Maintenance.
2 . Achieving Better Maintenance
• Common features of the best maintenance organizations in the world.What is Maintenance Excellence.
• Maintenance excellence awards in Australia and overseas
2.1 The Best People:
• Leadership, recruitment,training, flexibility, motivation,teams,TPM,performance, rewards,core skills and outsourcing
2.2 The Best Parts Management:
• Stores management,stores objectives,alliances, internet spares,parts optimisation, improved parts specifications, automated
stores,stores personnel..
2.3 The Best Maintenance Practices:
• Better Corrective, Preventive, Predictive, and Proactive maintenance.
• Using downtime data to minimise the impact of downtime.
• Using failure data to optimise maintenance activities using Weibull analysis.
• Moving through Preventive / Predictive to Proactive Maintenance. Earning time to think and develope.
Discussion 2: Discussions on Maintenance Part s ,People and Practices
3 . Maintenance Strategies For The Future
• Setting Strategies: From Policy Statements,Audits,Benchmarking,Gap Analysis and Objectives through to Maintenance
Performance Measures.
• Examples of Maintenance Objectives and Performance Measures.
Discussion 3: Strategy development,setting of objectives & performance measures.
4 . Analytical Methods In Maintenance
• Maintenance Plan Development and Optimisation Software.
• Example of how to collect, use, and understand maintenance data.
• Fine tuning PM activities.Can we use MTBF? Timelines,Histograms,Pareto Analysis,Scatterplots,to Simulation.
5 . Asset Life Issues
• Introduction to Plant Design considerations that improve reliability, availability and maintainability.
• Introduction to life cycle costing of assets.
• Plant replacement strategies;software tools.
• Better maintenance specifications of machines.
Who should attend this 1 day seminar?
Maintenance Team Members,Technicians,Planners,Engineers,Supervisors and Managers;plus Production Supervisors/Managers & Accounts/Financial Managers,and others interested in
maintenance of plant and assets.
Each course costs from AUS $660.00 per delegate per day (Inclusive of GST)
3

The seminar is presented by Len Bradshaw
Len Bradshaw is a specialist in maintenance management and maintenance planning
control and an international consultant in this field.Len has conducted over 286
courses for in excess of 8,600 maintenance personnel,both in Australia and
overseas.He is managing editor of the Maintenance Journal.He has a Masters
Degree in Terotechnology (Maintenance Management) and has held several positions
as Maintenance Engineer in the UK and other overseas nations.He is the author of
four texts on maintenance management.Len has conducted maintenance
management courses for all levels of maintenance staff from trades personnel to
executive management.
Seminar Fees
AUS $660 per person per day for organisations that book for two or
m o re days of training.
For Example, one person attending 2 or more of the seminars or multiple people
from the same organisation attending one or more of the seminars are eligible for
this discount.
AUS $770 For organisations only booking a total of one day of training.
This rate only applies if you are only sending one person on one day of the seminars.
The course fees are inclusive of GST and also include Seminar notes as well as lunch
and refreshments.Course fee does not include accommodation,which if required is
the delegates own responsibility.
C o n f i rm a t i o n
A confirmation letter will be sent to each person on receipt of their re g i s t r a t i o n .
Ti m e s
The seminars start at 8:00am and end at 3:30pm, each day. Registration from 7:45am.
REGISTRATION FORM
■ Course One:
Planned Maintenance and Maintenance People
■ Course Two:
Maintenance Planning Control and Systems
■ Course Three:
Maintenance and Asset Management
2007 VENUES AUSTRALIA
● Melbourne: 21 - 23 May 2007
Rydges Carlton Hotel
701 Swanston St,Melbourne
Web:www.rydges.com
● Brisbane: 23 - 25 July 2007
Royal On The Park Hotel
Cnr Alice & Albert Street
Brisbane, QLD
● Sydney: 20 - 22 August 2007
Swiss-Grand Hotel,Bondi Beach
Beach Road,Bondi Beach NSW
Course
Name of delegate ________________________________________________________________ Position ______________________________
Company _______________________________________________________________________________________________________________________
Address_________________________________________________________________________________________________________________________
1 . Fax the completed registration and
p rovide credit card pay m e n t
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a i l s .
Fax: 03 59 755735
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re c e i ved in writing 14 days befo re the seminar start s . Cancellations 7 to 14 days prior to the seminar dates will be refunded 40% of the registration fe e, in addition to a set of
seminar notes.T h e re will be no refund for cancellations within 7 days of the seminar dates.This registration form may be photocopied.
For Further Inform a t i o n
Phone EIT (03) 5975 0083 or Fax Australia (03) 5975 5735,
or email to: m a i l @ m a i n t e n a n c e j o u r n a l . c o m
w w w. m a i n t e n a n c e j o u rn a l . c o m
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How Do I Register?
2. Mail the completed registration
form together with your cheque
made payable to:
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3. Email Indicate courses/ dates/
venue required and provide details
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