SOLUTIONS

P.22 

WELCOME NEW 

MEMBERS P.16 CONFERENCE UPDATE P.20 NEWS 

SOLUTIONS SMRP 

Volume 10, Issue 5 

NOV-DEC 2015 

THE MAGAZINE 

BY PRACTITIONERS FOR PRACTITIONERS 

BUSINESS MANAGEMENT

APPROVED 

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May 24-26, 2016 (CHS) 

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Aug 23-25, 2016 (CHS) 3 consecutive days $1,495 

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Plant engineers and managers, Maintenance, 

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Collect and analyze data to assess the actual operating condition. Use 

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Apr 5-7, 2016 (CHS) 

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Jan 26-28, 2016 (OSU) 

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Anyone responsible for problem solving and 

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Mar 22-24, 2016 (OSU) 

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*LOCATION CODES: (CHS) = Charleston, SC | (CU) = Clemson University in Greenville, SC | (KU) = The University of Kansas | (OSU) = The Ohio State University | (UT) = University of Tennessee

ISO 55000 for 

Leaders: Developing 

the Asset 

Management 

CONTENTS 

ISO 55000 for 

Managers: 

Developing the 

Strategic Asset 

Management 

Plan 

FEATURES 

04 

RELIABILITY IS GENERAL 

MANAGEMENT 

Mike Brown , CMRP 

06 

MAINTENANCE BEST PRACTICES 

AND SUSTAINABLE STEPS TO BETTER 

EQUIPMENT RELIABILITY 

Probin Konwar, CMRP 

08 

THE RELIABILITY CENTERED 

MAINTENANCE (RCM) BENEFIT TO 

DATA CENTER RELIABILITY AND 

AVAILABILITY 

Paul V. Mihm, PE 

12 

STRATEGIC MANAGEMENT LINK TO 

MAINTENANCE AND RELIABILITY 

STRATEGY 

Krishnan Shrikanth, CMRP 

DEPARTMENTS 

02 

02 

16 

19 

20 

22 

28 

30 

OFFICERS AND DIRECTORS 

FROM THE CHAIR: A NEW CHAPTER 

Bob Kazar, CMRP, PMP, SMRP Chair 

CONFERENCE UPDATES 

UPDATES 

NEWS 

WELCOME NEW MEMBERS 

NEW CMRPS, CMRTS 

SMRP APPROVED PROVIDERS 

SMRP Solutions (ISN#1552-5082) is published bi-monthly by the Society for Maintenance and 

Reliability Professionals, exclusively for SMRP members. The annual subscription rate is $15 for 

members, which is included in dues. The Society was incorporated as an Illinois not-for profit 

corporation in 1992 for those in the maintenance profession to share practitioner experiences 

and network. The Society is dedicated to excellence in maintenance and reliability in all 

types of manufacturing and services organizations, and promotes maintenance excellence 

worldwide. SMRP’s Mission is to develop and promote leaders in Reliability and Physical Asset 

Management. 

The products featured in SMRP Solutions are not endorsed by SMRP, and SMRP assumes no 

responsibility in connection with the purchase or use of such products. The opinions expressed 

in the articles contained in SMRP Solutions are not necessarily those of the editor or SMRP. 

Back Issues: The current issue and back issues of SMRP Solutions can be downloaded from the 

library area of the SMRP Web site. Original versions of the current issue and some back issues 

of Solutions are available by contacting SMRP Headquarters ($5 per copy for members, $10 per 

copy for non-members). 

SEND ADDRESS CHANGES AND INQUIRIES TO: SMRP Headquarters, 1100 Johnson Ferry 

Road, Suite 300, Atlanta, GA 30342, 800-950-7354, Fax: 404-252-0774, E-mail: info@smrp.org.

02 

FEATURE 

SMRP OFFICERS 

& DIRECTORS 

Chair 

Bob Kazar, CMRP, PMP 

The Wonderful Company 

Bob.Kazar@wonderful.com 

661-432-4951 

Vice Chair 

Larry Hoing, CMRP, CMRT 

Wells Enterprises 

lmhoing@bluebunny.com 

712-540-6511 

Treasurer 

Howard Penrose, CMRP 

MotorDoc, LLC 

howard@motordoc.com 

630-310-4568 

Secretary 

Vlad Bacalu, CMRP, CMRT 

AECOM 

vlad.bacalu@aecom.com 

330-888-5680 

Immediate Past Chair 

Craig Seibold, CMRP, PE 

Newmont Mining Corp. 

craig.seibold@newmont.com 

303-837-6193 

Certification Director 

Bruce Hawkins, CMRP 

Emerson Process Management 

bruce.hawkins@emerson.com 

843-670-6435 

Body of Knowledge Director 

Paul Casto, CMRP 

Meridium 

pcasto@meridium.com 

540-344-9205 

Education Director 

Christopher Mears, CMRP 

Jacobs Engineering/ATA 

cjm2369@outlook.com 

931-454-5837 

Member Services Director 

Gina Hutto-Kittle, CMRP 

The Timken Company 

gina.kittle@timken.com 

330-471-7465 

Outreach Director 

Carl Schultz, CMRP 

Advanced Technology Solutions, Inc. 

carl.schultz@ats-inc.org 

203-733-3333 

SMRP SOLUTIONS 

FROM THE CHAIR 

A NEW CHAPTER 

BY BOB KAZAR, CMRP, PMP 

As I begin my term as Chair for SMRP, I want to take an opportunity to 

thank the previous SMRP Chairs who have worked diligently to promote 

and improve the Society as well as the maintenance, reliability and physical 

asset management profession. I am honored to serve this year, and look 

forward to creating new opportunities for SMRP members. 

With 30 years of reliability and maintenance experience, I am currently the 

Director of Reliability Systems for The Wonderful Company. I am a Certified 

Maintenance and Reliability Professional (CMRP) and hold a Project 

Management Professional certification (PMP). 

October marked my fifteenth annual conference with SMRP. I attended my 

first SMRP Annual Conference in 1995 and have not looked back since. I 

have spent the past 20 years leveraging the Society’s Body of Knowledge, our members’ experiences and 

the many professional presentations I have attended. I feel strongly about creating value for the membership 

and driving new opportunities for access of knowledge to help you solve problems and reach personal and 

corporate goals. 

I have had the opportunity to serve on SMRP’s Best Practices Committee, Annual Conference Committee 

(serving as Chair in 2012), and as Secretary, Treasurer and Vice Chair on the Board of Directors. When you 

volunteer for SMRP/SMRPCO, you give your time and knowledge for the collective good of the association. 

It has been my experience that you receive more than you give, please consider volunteering! SMRP 

welcomes your knowledge and experience. I encourage everyone who wants to learn and grow in our 

profession to consider becoming involved in some capacity such as a Chapter, Shared Interest Group, or one 

of our many committees. 

As 2016 approaches, your Board of Directors will hold a Strategic Planning session to develop goals and 

either expand upon or narrow the focus on all that we’ve worked to accomplish this past year: 

• Growth of membership to over 4,400 

• Record breaking attendance at the Conference;1033 attendees from 27 countries 

• Launch of new Executive Member benefits 

• Government Affairs Fly In 

• Affiliation with global partner, GFMAM and commitment to ISO55000 standards 

• Launch of Approved Provider Education Program (APEP) 

• Formation of eight new Chapters and two new SIGS 

SMRP Board and Committee leadership work hard to accomplish our strategic goals, all of which are 

designed to drive value for our membership. If you have recommendations on how SMRP can improve, 

please reach out with your suggestions. 

The annual rotation of leadership continually provides new insights and multiple perspectives for how SMRP 

can grow and improve as a Society. Each role is specifically designed to offer growth and stability to the 

organization. I would like to thank our newly-elected Board of Directors. I look forward to working with each 

of you, members and board alike, as we continue to grow the maintenance, reliability and physical asset 

management profession! I anticipate great things from SMRP in 2016. 

Bob Kazar, CMRP, PMP 

SMRP Chair 

SMRP’s Mission: 

To develop and promote excellence in maintenance, 

reliability and physical asset management. 

Nov - Dec 2015 • Volume 10, Issue 5

2 

0 

1 

6 

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FEATURE 

RELIABILITY IS GENE 

04 

Ask any plant manager about their site’s 

reliability program and chances are you’ll 

hear about the plant’s maintenance 

program. Too many managers consider 

the term “reliability” as a synonym 

for maintenance. In doing so, they 

separate maintenance from operations 

as a supporting functional discipline, 

differentiated from operations with its 

own unique purposes and structures. 

This misconception of reliability 

constrains the possibilities that a 

broader view of the term can bring to 

the plant management environment. 

An asset-focused view fails to consider 

the benefits of incorporating other vital 

elements of reliability management. 

Furthermore, it promotes the idea of 

site management as simply coordination 

and direction for competing functional 

silos rather than as an integrated team 

focused on organizational reliability 

goals. 

LOOKING AT RELIABILITY HOLISTICALLY 

As professionals engaging in plant 

reliability management, we define the 

term reliability on a broader, more 


inclusive basis – the integration of 

people, processes, equipment and 

systems in order to perform a function as 

specified. This definition prompts us to 

consider reliability as more than just asset 

maintenance. 

Manufacturing management is about 

the transformation of raw materials 

into useful products. In order to be 

useful, products need to be configured 

according to specifications which define 

their desired characteristics. Control of 

that transformation is the essence of 

manufacturing reliability. Our definition 

of reliability includes the elements that 

management must control in order to 

manufacture products that regularly and 

predictably conform to specifications. 

A holistic idea of reliability at the 

plant level prompts consideration at 

several levels. At its most basic, we 

think of reliability in terms of asset 

reliability. When considered holistically, 

all of the elements that our definition 

states – people, processes, equipment 

and systems – are considered. The 

deliverable is the optimization of each 

of the elements to assure the asset 

is performing its intended function 

according to specification. 

This approach also considers reliability in 

terms of process reliability, considering 

process as it pertains to the activities 

that convert raw materials into usable 

products. Again, the focus is on how the 

various assets are controlled in order to 

produce a specified product at the time 

intended. 

THE MOST CRITICAL STAKEHOLDER 

Finally, there is a need to consider 

reliability as viewed by our most critical 

stakeholders – our customers. We know 

that our customers are motivated by 

value – a combination of cost and of 

product reliability. Customers want 

assurance that the products they 

purchase will perform their intended 

functions as specified. Providing this 

assurance is the reason for the existence 

of our manufacturing system and its 

component and supporting systems. It 

is the business of General Management. 

Overall system reliability – the ability to 

perform its intended function as specified 

– as well as reliability of the various 


FEATURE 

RAL MANAGEMENT 

sub-systems is fundamental, not only to 

viability, but to survival in manufacturing. 

PEOPLE, PROCESSES, 

EQUIPMENT AND SYSTEMS 

Having considered the levels of 

reliability in the manufacturing general 

management environment, let us now 

consider the components of reliability 

in that environment: people, processes, 

equipment and systems. 

Reliability requires people. Individuals 

whose knowledge, skill and motivation 

prepare them to ensure their functions 

are completed in accordance with 

specification as required. Hiring, selection 

and training are fundamental elements in 

assuring the people element of reliability. 

The role of effective leadership in 

motivating people cannot be emphasized 

enough. Plant reliability requires the 

involvement and commitment of plant 

leadership. 

Process reliability describes material 

transformation activities that occur 

as specified. Processes must be 

designed with reliability in mind. This is 

Nov - Dec 2015 • Volume 10, Issue 5 

accomplished by process controls which 

depend on reliable assets, reliable people 

and reliable control systems. Processes 

should be designed and controlled 

in ways that minimize or eliminate 

specification outputs. 

Asset reliability is the usual focus of most 

reliability programs. It incorporates the 

activities through which the plant predicts 

and prevents deviations that impair an 

asset’s ability to perform its functions as 

specified. Asset reliability is accomplished 

by people acting through systems. 

Finally, reliability is supported through 

systems. Systems provide the links that 

integrate the various support elements 

of the manufacturing plant in order to 

assure its ability 

to perform its 

intended functions 

according to 

specifications. 

It assures the 

materials to be 

transformed 

to product are 

as specified 

and available. 

It assures that detection, prediction, 

and prevention measures are in place 

for asset protection and maintenance. 

Systems provide the communication links 

via which people receive and transmit 

information about assets, processes and 

people. 

The idea of reliability is more than just a 

notion about maintenance. It is, in fact, 

nothing less than an approach to overall 

general plant management. It is not a 

specialized function to be consigned to a 

functional silo in the plant environment. 

Rather, like safety, plant leadership needs 

to embrace it as a way of life in site 

management. 

Mike Brown spent more than 25 years in 

Plant Management in the pulp and paper 

industry. He retired in 2006 following 

an eighteen month engagement with the 

Charles Rogers Group in Houston, Texas, 

and he currently engages in special 

projects for hcg—Houston Consulting 

Group, LLC. 


05

FEATURE 

06 

MAINTENANCE BEST PRACTICES 

AND SUSTAINABLE STEPS TO 

BETTER EQUIPMENT RELIABILITY 



FEATURE 

Most industries have one thing in common: machines and 

equipment that require maintenance. A key difference seen 

within these industries is the approach to maintenance 

and reliability as a focal point of the strategy to avert the 

consequences of equipment failure. Despite best efforts, 

equipment continues to fail, making plants vulnerable to 

failures. Preventative maintenance, predictive maintenance 

and run to fail maintenance are types of maintenance designed 

to manage or control this failure and to prolong the failure 

by redesign or adjusting conditions using an approved 

management of change process. Performing maintenance is 

about understanding that it’s more important to reduce the 

consequences of failure rather than eliminating the failure itself. 

Therefore, before adopting any maintenance management 

strategy, it’s important to think about the nature of failures 

and to understand their diversities in order to break down 

maintenance functions to practices. These elements or practices 

have to be carried out in an efficient manner to provide better 

performance. They are the best practices used uniformly to 

evaluate and identify maintenance improvement opportunities 

in refinery, petrochemical or the oil and gas platforms all over 

the world. 

Unquestionably, these practices were the same 30 to 40 years 

ago, and they illustrate what the specific best practices are and 

how they can differ between and within facilities. Best practices 

can help organizations delve into some of these practice 

details and help understand the complete maintenance policy 

and strategy to consistently evaluate essential reliability and 

maintenance processes. 

Although the best practices have been around in the industry 

for many years to be used as benchmark methods or techniques 

to consistently show superior results compared to those 

achieved with other means, best practice can evolve to become 

better as new improvements are discovered. Current best 

practices indicate that this is the best way it is done currently, 

while accepting that the future will find even better practices. 

Maintenance is not about repairs but doing things that will 

make sure the assets continue to do what it is doing and 

maintenance practices must provide the means to reduce the 

likelihood of a failure in order to make equipment reliable. 

It is a fact that failures start from little things, sometimes the 

most obvious things, yet no one takes responsibility or acts 

on those things in reality. We rely on failure analysis after the 

complication, and the little things are never addressed even 

if they are obvious. Failure analysis is only looking back at the 

root causes of the failure and how the failure manifested itself. 

Those who want to develop individualized, current best 

practices must realize the basic maintenance discipline, which 

is nothing but the fundamental activities, like lubrication check, 

alignment, balancing, proper cleaning, painting, start-up and 

operating practices, etc., that should be performed on our 

equipment before going to any specialized tool or control. 

They serve as the foundation of any maintenance strategy and 

it would not be meaningful to advance into any sophisticated 

diagnostic maintenance if, for example, the equipment is left 

dirty. 

There already exists a wealth of knowledge as to currently 

accepted maintenance best practices. There are numerous 

references on major best practice areas such as maintenance 

planning and scheduling, preventive and predictive 

maintenance, maintenance engineering, reliability-centered 

maintenance, materials management, and maintenance 

management systems. It is worthwhile to lay emphasis on basic 

equipment care such as in autonomous maintenance. This is 

also one of the pillars of total productive maintenance (TPM). 

Basic equipment care by an operator is a simple activity such as 

daily inspection, lubrication and parts replacement, minor repair 

or troubleshooting, accuracy checks and so forth on equipment 

with the aim to keep equipment in good condition. But 

operator basic care is considered by many to be the transfer 

of maintenance tasks to operators. In reality, though, it means 

more than a simple transfer of responsibility because it gives 

operators an opportunity to increase their skill, makes them 

more responsible, and frees up the technicians to work on more 

complex tasks. 

There is more to basic care; it brings production and 

maintenance together to work collectively to establish basic 

equipment condition and to prevent accelerated deterioration. 

Operators learn to carry out important daily tasks such as 

cleaning, proper lubrication, inspections and other light 

maintenance tasks including simple repairs and replacements. 

It helps operators learn more about how their equipment 

functions, common problems that can occur and how to prevent 

them by early detection and treatment of abnormal conditions. 

The bottom-line – operators can prevent breakdowns and 

quality problems by learning how to recognize abnormal 

conditions. 

The mindset in many organizations may still be “I operate; 

you fix” or “I decide; you manage” whereas the right mindset 

should be “We are all responsible for our equipment” and 

“We all take good care of our equipment”. Maintenance is 

often regarded as merely a service provider, but the best way 

is for maintenance and operations to come together to deliver 

reliability. Maintenance should take the primary responsibility 

to own equipment reliability while operations deliver process 

reliability. These are the best practices. The major difference 

between the best performers and others is the best performers 

implement what others only talk about. This transition or 

evolution requires commitment at all levels of an organization 

and the best practices are available to help tremendously once 

that commitment is made. 

Probin Konwar holds a Bachelor’s 

Degree in Mechanical Engineering 

with 20 years of experience in 

developing maintenance strategy 

and turnaround planning in refinery 

& petrochemical industry. He is 

also a Certified Vibration Analyst, 

Category III. 



07

FEATURE 

THE RELIABILITY CENTERED MAINTENANCE (RCM) 

BENEFIT TO DATA CENTER RELIABILITY & AVAILABILITY: 

WHAT’S OLD IS NEW AGAIN 

08 

The data center industry continues to face growing demand 

for reliability and high availability on both the IT and support 

infrastructure systems (mechanical, electrical & fire protection 

– MEP), a trend that will not go away in the foreseeable future. 

Best practice, continuous process improvement and change 

management programs are implemented or reinvented to meet 

these demands. Extensive MOPs, SOPs and ESOPs are crafted 

to ensure the ‘bad actors’ are reduced or eliminated. Changing 

the culture within a data center organization, to develop 

attitudes of all stakeholders toward high availability, remains 

a priority at the C-Level. Those C-Level executives and their 

operations managers interested in achieving cultural change 

may be best served by adopting what the aviation industry 

implemented in the 1960s – Reliability Centered Maintenance 

(RCM). 

Why? Sustained data integrity and availability of all systems - IT 

& MEP. 

RCM BACKGROUND 

In the 1960’s, United Airlines engaged a number of their 

engineers to assess the efficacy of their preventative 

maintenance program for their new fleet of 747s. This group, 

the Maintenance Steering Group (MSG), published the MSG-1 

Handbook establishing RCM on the 747 commercial airliners, 

ensuring high availability and safety of the public using airline 

travel. In 1978, Stanley Nowlan and Howard Heap published 

a report titled “Reliability Centered Maintenance” after an 

exhaustive study of failure modes and effects of airplanes 

updating earlier RCM techniques for optimizing maintenance 

of complex systems. In 1983, Stanley Nowlan collaborated with 

John Moubray, delving deeper into RCM practices. Their efforts 

resulted in the 1991 publication of Moubray’s book titled, 

“RCMII – Reliability Centered Maintenance”. RCM2 is defined 

as a process used to determine what must be done to ensure 

that any physical asset continues to do what its users want it to 

do in its present operation context. Moubray began to develop 


a suite of training and support services designed to transfer the 

technology of RCM to industrial clients. This led him to found 

Aladon, Ltd. in 1986 and Aladon, LLC. in the USA in 1998. 

The goal of RCM is consequence mitigation rather than failure 

avoidance. The automotive industry embraced RCM in the 

late 1980’s; Dr. Klaus Blache’s reliability and maintenance team 

at General Motors was involved with Ford, Chrysler, Boeing, 

Caterpillar, Pratt & Whitney, Rockwell International and many 

other contributing organizations to create a reliability and 

maintainability guideline. The result was a 1993 publication by 

the National Center of Manufacturing Sciences, Inc. and the 

Society of Automotive Engineers (SAE). It was titled “Reliability 

and Maintainability Guideline for Manufacturing Machinery 

and Equipment” (publication M-110). In 1999, SAE issued SAE 

JA1011, “Evaluation Criteria for RCM Processes” – establishing 

criteria for RCM processes (NAVAIR and Aladon/John Moubray 

major contributors). In 2002, SAE issued JA1012, “A Guide 

to the RCM Standard” – amplifying and clarifying key RCM 

concepts and terms from SAE JA1011. 

WHY RCM FOR IT SYSTEMS? 

Applying the RCM methodology to IT systems is a complement 

to change management. The rigorous approach to developing 

an operating context, completing an information worksheet 

with functions, function failures, failure modes and failure effect 

so as to complete a decision worksheet for reviewing the failure 

consequences and finally identifying proposed or default tasks 

for reducing or eliminating the consequences of the failure, all 

reinforce the foundation of change management. Moreover, 

RCM will likely result in cultural change leading all participants 

to improved organizational performance outlined below. 

Remember that United Airlines on July 8, 2015, some 50-years 

after establishing RCM for their aircraft, grounded hundreds of 

flights because of computer problems on their ground-based IT 

network and not because of a failed system/component on their 

planes. Computer experts say the problems could be blamed 


FEATURE 

on the use of larger and more complicated computer systems 

that are not supported with sufficient staffing, testing or backup 

systems. A Wall Street Journal article offered the following 

regarding the outage, stating: 

“Today’s problems with reliability are more 

fundamental, a reflection of the complexity of 

contemporary networks, the volume of data, the 

pace of change, insufficient organizational and 

cultural practices, and a legacy of arcane and poorly 

written business software that traditionally put little 

emphasis on usability…” 

While the author in no way places the safety of lives in 

aviation on par with data center availability, recent operational 

interruptions, data breaches, natural and man-made threats/ 

disasters have had significant impact on lives because of data 

loss. Electricity grids, credit cards, social media, communication 

networks and public transportation all have become 

indispensable to everyday modern life. The RCM methodology, 

developed for complex systems, particularly mechanical, is 

applicable to the complex systems/processes comprising IT 

networks for mitigating the consequences of failure. 

Furthermore, many regulatory boards and standards institutes 

have developed requirements and guidelines for data integrity. 

The following is a list of regulatory and compliance standards 

which set minimum requirements for sustaining business 

operations, disaster recovery, business continuity management 

(BCM) and information and communication technology (ICT) 

continuity: 

HIPAA - EDI, security & confidentiality 

in health care industry. 

FDA Part II - Medical industry 

controls for processing data. 

Gramm-Leach Bliley Act - 

Provisions to protect consumer 

financial information. 

OCC–Sound Practices to 

Strengthen the Resilience 

of the US Financial System - 

Post 911 business continuity 

objectives. 

Basel II Capital Accord - 

Banking business continuity & 

disaster recovery planning & 

loss limits. 

Health Information Technology 

for Economic and Clinical 

Health Act - HHS standard for 

IT protections of health 

information. 

Expedited Funds Availability 

Act - Business continuity planning 

standard for commercial 

banks. 

Financial Industry Regulatory 

Authority Rule 4370 - Requires 

firm to create & maintain business 

continuity plan. 

Business Continuity Institute 

(BCI) - Established BC standards 

worldwide. 

ISO 22301 (2012) - Advisory for 

document management systems 

& disruption mitigation. 

SSAE16 - Controls for data processing 

of client information. 

EU Annex 11 - European equivalent 

to FDA Part II. 

PCI DSS - Standard for paymentaccount 

data security. 

EU Data Protection Directive - 

Standards of data protection for 

EU citizens. 

Canada’s Personal Information 

Protection & Electronic Data 

Act - Personal information 

data protection in commercial 

business. 

Federal Information Security 

Management Act - Framework 

to protect government information. 

See NIST 800-34, Rev-1. 

Federal Energy Regulatory 

Commission - Standard for 

recovery planning of utilities. 

Securities and Exchange Commission 

Rules 17a-3 & 17a-4 - 

Standard for data availability. 

ASIS International - Establishes 

standards for data protection. 

ISO 27031 (2011) - Established 

principles for information and 

communication technology (ICT) 

readiness for business continuity. 

The list demonstrates there is little lack of importance for 

sustained data integrity, business continuity planning, disaster 

recovery and ICT continuity, all of which require a reliablydesigned 

and maintained IT system and support infrastructure. 

Consider a centralized network where a simple loss of 

connection between the server and client is enough to cause 

a failure, but in peer-to-peer (P2P) networks the connections 

between every node must be lost in order to cause a data 

sharing failure. In a centralized system, the administrators 

are responsible for all data recovery and backups, while in 

P2P systems each node requires its own backup system. 

Each network has its advantages and disadvantages, along 

with failure mode and failure consequences. Leveraging the 

operating context required in an RCM analysis allows a team of 

IT operators, maintainers and external subject matter experts 

to rigorously analyze a network. This helps us list functions, 

functional failures, causes of failure and failure effects. Finally, 

we utilize a decision matrix as a focusing tool to review the 

failure consequences and determine the proposed task(s) which 

are intended to reduce or eliminate those consequences of 

failure. 

Consider, again, a disk array where the applications utilizing this 

hardware (along with statistical data on disk failure rate) could 

be analyzed to determine both the opportunities for failure 

(and possible mitigations) as well as the cost of the associated 

business applications should there be a failure. While most disk 

arrays leverage some degree of redundancy, the rigorous RCM 

analysis for reviewing the operating context, function, functional 

failures, failure modes and failure effect results in identification 

of default task(s) or if a new proposed maintenance task for the 

array is technically feasible and worth doing. 

IMPLEMENTATION 

RCM is the leading methodology in many industries for failure 

mitigation, the training techniques, and support services borne 

from years of development in the airline industry. The data 

center IT and supporting infrastructure of mechanical, electrical 

and fire protection systems are poised to realize significant 

benefits from implementation of RCM. If the RCM process is 

correctly applied, it makes the following contributions to the 

performance of the organization: 

• Greater safety and environmental integrity. 

• Improved operating performance (uptime, output, product 

quality and customer service). 

• Greater maintenance cost-effectiveness. 

• Greater motivation of individuals. 

• Better teamwork. 

• A comprehensive database (long term asset life cycle 

management & financial savings). 

How does RCM benefit a data center’s IT and MEP 

infrastructure? A trained and certified RCM facilitator/ 

practitioner leads a team of site-specific operations and 

maintenance personnel and external subject matter experts 

to assess an asset’s functions and associated performance 

standards. The first requirement of the RCM process is to 

establish the operating context for the system, which should 

include the business case for the pilot analysis, the overall 



09

FEATURE 

mission statement of the entire organization, and must include 

a plant level, machine level and analysis level outline. The team 

then identifies functional failures, failure modes and failure 

consequences, and finally is led through a decision process 

for identifying proactive tasks or default actions to reduce or 

eliminate failure consequences. The RCM methodology is used 

to determine the maintenance requirements of any physical 

asset, system or process in its current operating context to 

ensure it continues to do whatever its users want it to do. And, 

when that operating context changes, the system is reevaluated 

to determine if it can support the new parameters, resulting 

in revised operating and maintenance requirements, hiring/ 

(re)training personnel or results in a functional/physical design 

changes. 

The RCM process entails asking seven questions about the asset 

or system under review, as follows: 

1. What are the functions and associated performance 

standards of the asset in its present operating context? 

2. In what ways does it fail to fulfil its functions? 

3. What causes each functional failure? 

4. What happens when each failure occurs? 

5. In what way does each failure matter? 

6. What can be done to predict or prevent each failure? 

7. What should be done if a suitable preventative task cannot 

be found? 

The strength of RCM is the way it provides simple, precise and 

easily understood criteria for deciding which (if any) predictive 

and/or preventative tasks are technically feasible in any context 

and if so for deciding how often they should be done and who 

should do them. In addition to a preventative task’s technical 

feasibility, whether it is worth doing is governed by how well 

it deals with the consequences of the failure. If a preventative 

task cannot be found that is both technically feasible and 

worth doing, then a suitable default action must be taken. The 

essence of the task selections process is as follows: 

• For hidden failures, a predictive and/or preventative 

task is worth doing if it reduces the risk of the multiple 

failures associated with that function to a tolerably 

low level. If such a task cannot be found, a scheduled 

failure-finding task must be performed. If a suitable 

failure-finding task cannot be found, a secondary default 

decision is reached and will require a redesign. 

• For failures with safety or environmental consequences, 

a predictive and/or preventative task is only worth doing 

if it reduces the risk of that failure on its own to a very 

low level, if it does not eliminate it altogether. If a task 

cannot be found that reduces the risk of the failure to a 

tolerably low level, the item must be redesigned or the 

process must be changed. 

• For failures with operational consequences, a predictive 

and/or preventative task is only worth doing if the total 

cost of doing it, over a period of time, is less than the 

cost of the operational consequences plus the cost of 

repair over the same period of time. If this is not met, 

the initial default action is no scheduled maintenance (if 

this is met and the operational consequences are still 

unacceptable then the secondary default action is to 

redesign). 

• For failures with non-operational consequences, a 

predictive and/or preventative task is only worth doing 

if the total cost of doing it, over a period of time, is less 

the cost of repair over the same period, otherwise, no 

schedule maintenance (if the repair costs are too high the 

secondary default action is to possibly redesign). 

All too often operations and maintenance policies lead to 

practices used for all similar assets without considering the 

consequences of failure in different operating contexts. This 

results in large numbers of maintenance schedules which are 

wasteful because they don’t have the same effect. In fact, 

the maintenance task may cause the failure that the task was 

intended to prevent. It also exposes workers’ health and 

safety, as well as our precious environment, to the risk of asset 

failure while the unnecessary task is being performed. The 

comprehensive database resulting from a RCM analysis includes 

the operating context, RCM information worksheet and RCM 

decision worksheet, all of which can be leveraged for the entire 

life cycle of the asset. The fact that the RCM analysis is a living 

document makes it possible to adapt to changing circumstances 

without having to reconsider all maintenance policies and 

demonstrate that maintenance programs are built on rational 

foundations, thereby meeting the audit requirements of 

regulators and standards. 

Modern data centers employ redundant components and 

systems designed to maximize a facility’s uptime. Component 

and system redundancies are intended to allow for concurrent 

maintainability and/or fault tolerance while sustaining IT 

processes. Paramount to successful operation and maintenance 

is understanding the operating context of the system, 

particularly those redundancy aspects. Consideration must 

be given to what parts of the redundancy are hot-standby or 

cold-standby, and if the system being operated and maintained 

maximizes system uptime. If so, have the operational checks 

been optimized leveraging scientific methodologies which are 

sensible and defensible? 

These redundancies within a data center are an arrangement 

of like components, each having similar control devices. The 

redundant (protective) component is configured to support 

the protected component. The RCM process analyzes failure 

modes and effects to understand the failure consequences, then 

asks a group of Subject Matter Experts (SMEs - who know the 

asset best) if the failure is evident to operators under normal 

operating conditions and if there is a proactive task that is 

technically feasible and worth doing to reduce or eliminate 

those consequences. On redundant systems, in many instances 

there are failure modes that are not evident to the operator 

under normal operating conditions and may only become 

evident under multiple failure conditions. These are ‘hidden’ 

failures requiring the identification of tasks to secure the 

availability needed to reduce the probability of a multiple failure 

to a tolerable level. 

A task that reduces the probability of a ’multiple failure’ could 

be an ‘on-condition’ task where there is a clear potential failure 

condition which is manageable. 

Example: “Check unit temperature level” may be too vague. 

10 



WELCOME 

A possible alternative: “Visually inspect Thermal Unit 14-a’s 

temperature using SOP S327 (f). If above 145°F, schedule for 

repair at next available downturn” or “custom-developed 

box containing code that can no longer be modified, update 

operating context and identify failure mode, schedule 

replacement with coded device that allows for user interface at 

earliest downtime”. 

Another task could be a scheduled restoration if there is an age 

at which there is a rapid increase in the probability of failure. 

Perhaps a task could be a scheduled discard if there is an age at 

which there is a rapid increase in the probability of failure. 

Finally, the ‘failure-finding’ task may make it possible to test 

the item at a practical interval that reduces the probability 

of a “multiple failure” to a tolerable level. This involves a 

statistically proven methodology employing reliability data to 

establish a practical interval, particularly for failures involving 

safety and environmental consequences. For consequences 

with operational and non-operational consequences, the 

methodology employs cost criteria for optimizing the interval. 

This is particularly instrumental for informed decision making 

of intervals for standby generator systems, redundant cooling 

units and associated infrastructure components. For IT systems, 

consider analyzing critical path communication device MTBF 

(mean time between failures) and evaluate spare parts or 

replacement devices along with fail-over plans. 

All too often many systems designed to operate as standby 

(cold) redundant are actually operated as parallel (hot) 

redundant. Operation in this manner results in a reduced 

system reliability as it introduces excessive wear on redundant 

components. The RCM process demonstrates there can be 

proactive tasks identified to maximize system reliability where 

redundant components are treated as designed and maximum 

life-cycle management is realized. In short, RCM identifies the 

‘safe-minimum’ work necessary to assure sustainably safe and 

economical operation of all data center assets. 

Moreover, in the era of demand for high availability and lower 

energy consumption it would benefit operators to review 

design drawings, validate operating context and ensure 

redundant systems are optimized regarding operation, testing 

and maintenance. These are completed under a RCM analysis. 

Failure-finding task interval analysis aids in eliminating legacy 

intervals which allows all stakeholders the opportunity to 

employ reliability data for particular equipment and make 


informed decisions on proactive maintenance task, as well 

as optimizing those tasks for greater maintenance cost 

effectiveness. 

CONCLUSION 

The time is now for a paradigm shift by senior managers to 

engage RCM. It is ideal, if not critical, given the demand for 

reliable data centers. The RCM paradigm is a distinct set of 

concepts and methods that constitutes legitimate contributions 

to the entire data center environment allowing, all stakeholders 

to realize a reliability-based culture and thought process. 

The 50+ years of airline industry implementation of RCM has 

demonstrated this method’s rigor and success in reducing and 

eliminating failure consequences of complex systems. RCM is 

employed by few operators of MEP system within data centers, 

but those who have implemented it benefit from improved 

availability. The complex structure of IT systems will benefit 

from the rigorous analysis process of RCM for enhancing 

change management techniques. The support infrastructure 

of MEP systems will realize improved reliability and availability 

by nature of optimized maintenance procedures, accurate 

spares analysis and a thorough vetting of the operating 

context to ensure capabilities. A holistic engagement of IT 

and MEP system through an RCM analysis enhances site-wide 

reliability and high availability. The data center industry has 

experienced a substantive maturation process around design 

and commissioning; RCM implementation embraces the long 

term role of operating and maintaining assets. Finally, the RCM 

process will deliver documented operating and maintenance 

procedures around a detailed operating context for the 

operators of the asset, and is a transferrable body of knowledge 

for future operators, thereby demonstrating a sustainable 

business practice. 

Paul V. Mihm, P.E. is the owner of 

Accord Data Center Advisors. He 

has been trained as a Practitioner of 

RCM2 in The Aladon Network and 

is near completion of a Certificate 

of Reliability Implementation from 

University of Tennessee’s Reliability 

and Maintainability Center. 


11

FEATURE 

STRATEGIC MANAGEMENT LINK 

TO MAINTENANCE & RELIABILITY STRATEGY 

How does a company create sustainable success over a 

long-term period while operating in a dynamic and complex 

environment? The key is to implement strategic management 

practices. 

Strategic management is the set of managerial decisions 

and actions that determine the long-term performance of a 

corporation. Many are able to succeed for a while with unstated 

objectives and intuitive strategies, but this typically cannot 

continue if (1) the corporation becomes large, (2) the layers 

of management increase, or (3) the environment changes 

substantially. 

Exhibit 1 

Exhibit 1 shows the four basic elements of strategic 

management, which should be the basis for all strategy 

development process. 

Environmental scanning is the monitoring, evaluation and 

dissemination of information from the external and internal 

environments to key decision makers within the organization. 

The external environment (opportunities and threats) consists 

of variables that are outside the organization and not typically 

within the short-run control of top management. These may be 

general forces or trends within the overall societal environment 

or specific factors that affect the industry. 

The internal environment (strengths and weakness) consists of 

variables that are within the organization and typically within the 

short-run control of top management. These include corporate 

structure, culture and resources model. 

Strategy formulation describes the development of longterm 

plans for the effective management of environmental 

opportunities and threats, taking into account corporate 

strengths and weaknesses. It includes defining the corporate 

mission, specifying achievable objectives, developing strategies 

and setting policy guidelines. 

Strategy implementation is the process by which strategies 

and policies are put into action through the development of 

programs, budgets and procedures. This process might involve 

changes within the overall culture, structure or management 

system of the entire organization, or within all of these areas. 

This is referred to as operational planning. 

The final step of this process is strategy evaluation and control, 

which involves the monitoring of corporate activities and 

performance results so actual performance can be compared 

with desired results. Managers at all levels can use the resulting 

information to take corrective action and resolve problems. 

IMPACT OF STRATEGIC MANAGEMENT ON PERFORMANCE 

Research shows organizations that engage in strategic 

management typically outperform those that do not. The 

attainment of an appropriate match or “fit” between an 

organization’s environment and its strategy, structure and 

processes yields positive effects on the organization’s 

performance. To be effective, strategic management needs to 

be a formal process. 

The strategy of an organization is the comprehensive plan 

stating how it will achieve its mission and objectives. It 

maximizes competitive advantages and minimizes or eliminates 

competitive disadvantages. Typical business firms have three 

types of strategy: corporate, business and functional as shown 

in Exhibit 2. The corporate strategy is the overarching strategy 

that shapes every strategy down the hierarchy. 

Corporate 

Strategy 

Business 

Strategy 

Functional 

Strategy 

(Maintenance) 

Exhibit 2 

12 



FEATURE 

BUSINESS SUCCESS THROUGH RENEWED 

MAINTENANCE EXPERTISE 

A business team’s success in strategic decision making is largely 

determined by its access to timely, accurate information. Just 

as success in the marketplace relies on a thorough knowledge 

of market size, pricing and competition, manufacturing success 

relies on a clear understanding of maintenance capabilities, 

available expertise, resource requirements and knowledge of 

the impact it will have on financial performance. 

HOW TO DEVELOP A SOUND MAINTENANCE STRATEGY 

Developing a maintenance strategy that works for your 

organization can be broken down into five simple steps: 

Step One: Identify critical operating tasks and success factors. 

Step Two: Identify strategic maintenance capabilities that 

support the business success factors. 

Step Three: Determine what skills and manpower are required 

to support the strategic maintenance capability chosen. 

Step Four: Site representatives (maintenance and operations 

management) design and implement a plan to develop (or 

obtain) the necessary skills, according to the business’ unique 

needs, culture and available resources. 

Step Five: Measure results as part of evaluation, control 

process and goals. 

Detailed below is the step-by-step development of a 

maintenance strategy at a particular chemical manufacturing 

process plant. 

Step One: Identify critical operating tasks and success factors 

1. Integrity 

»» 

Focus on safety and environmental issues. 

»» 

Compliance to local laws and regulations. 

»» 

Manufacturing, handling, storing and transporting 

hazardous substances as required by law. 

2. Cost Optimization 

»» 

Focus on efficient and effective performance 

-- 

Planning & Scheduling (P&S) 

-- 

Shutdown / Turnaround planning (TAR) 

-- 

Preventive and Predictive Maintenance (PPM) 

-- 

Contracting management (CM) 

3. Uptime / Reliability 

»» 

Focus on time the plant or unit can run at maximum rate 

while making quality product 

»» 

Target improved reliability of equipment’s 

»» 

Improved process reliability 

4. Quality 

»» 

Activities involved in ISO 9000 or QS 9000 systems 

covering entire supply chain. 

»» 

Process control effectiveness. 

»» 

Calibration and quality critical instrumentation. 

5. High Performance Teams 

»» 

Sustainable organizational capability. 

»» 

Skilled and talent pool in place. 

»» 

Retention of high performing employees. 

Step Two: Take a closer look at the maintenance capabilities 

being considered 

Maintenance capabilities in Exhibit 3 are grouped by business 

success factor. For any specific maintenance capability there 

is an “overview” that highlights the focus of that capability. 

Further details are provided in an additional column titled 

“tasks / activities”. An example of mechanical integrity is 

detailed in Exhibit 4. 

BUSINESS SUCCESS FACTOR 

Integrity 

Cost Optimization 

Uptime/Reliability 

Quality 

High Performance Teams 

MAINTENANCE CAPABILITY 

Mechanical Integrity 

Management of Change 

Safe Work Practices 

Contractor Safety and Performance 

Safety Programs 

Personal Training and Performance 

Planning and Scheduling 

Shutdown Planning 

Preventive Maintenance 

Predictive Maintenance 

Maintenance Contracting 

Maintenance Materials Management 

Maintenance Management Systems 

Reliability of existing equipment 

Effectiveness and reliability of new equipment 

Equipment Performance Ownership 

Process Control Effectiveness 

ISO 9000 / QS 9000 

Leadership 

Building knowledge and skills in people 

Exhibit 3 – Maintenance Capability Table 



13

FEATURE 

MAINTENANCE 

CAPABILITY 

Mechanical Integrity 

Mandated activity that focuses on 

ensuring system integrity to contain 

hazardous substances is maintained 

throughout the facility. 

Essential for increasing production capability 

and Uptime. 

OVERVIEW 

Maintenance Procedures are 

established and implemented. 

Maintenance personnel are properly 

trained to perform their tasks. 

Quality control procedures are 

established to ensure that 

maintenance material, spare part, 

and equipment meet design 

specifications and to protect 

against use of improper materials. 

An ongoing reliability engineering analysis 

is conducted to identify equipment 

critical to process safety and production 

capability, and to determine how long a 

system or component can be operated 

safely before they must be taken out of 

service for maintenance or replacement. 

TASKS / ACTIVITIES 

Procedures: All maintenance work 

on safety critical equipment must be 

covered by a written procedure and 

that procedure is followed by whoever 

performs the task. 

Training: Properly trained and 

performing maintenance personnel are 

a must. Training to address process 

overview, safety and health hazards 

associated with the process, emergency 

procedures and work practices 

applicable to the job tasks. 

Quality Control: Assure parts used meet 

quality requirements. 

Reliability Engineering: Identification of 

equipment “critical” to process safety 

and production capability. System established 

to collect actual operating and 

equipment history for critical equipment. 

Data regularly reviewed and analyzed 

to identify potential problems or trends 

that needs corrective action. Corrective 

action taken. 

Exhibit 4 – Maintenance Capability Table with details of overview and tasks / activities 

Step Three: Identify individual and group skills that are required to support the specific maintenance capabilities 

Take the list of maintenance capabilities chosen in steps one and two, and identify the individual and functional group skills needed 

to implement them. Begin by determining what critical skills exist in your organization and what skills are needed to implement a 

given maintenance capability. Exhibit 5 below describes a method to determine the proficiency level of an individual’s capabilities. 

MAINTENANCE 

CAPABILITY 

PROFICIENCY LEVEL 

I II III IV 

Individual Capability 

Mechanical Integrity I indicates below 10 %; II indicates 10~50 %; 

Planning & Scheduling III indicates 50~80%; IV indicates > 80% 

All the capability listed here 

Exhibit 5 – Evaluation of proficiency level against chosen Maintenance Capability 

Next, match the organizational needs versus the available individual proficiencies to determine if any gaps exit that must be filled 

in order to successfully implement the chosen maintenance capability. This can also be used to develop a position description 

that allows for choosing the required level of proficiency that the job requires. Exhibit 6 details a methodology to use to identify 

organization level skill gaps. 

14 



FEATURE 

ORGANIZATIONAL 

CAPABILITY 

PROFICIENCY LEVEL 

I II III IV 

Number of People at 

Proficiency Level 

MAINTENANCE CAPABILITY 

Existing 

Mechanical Integrity ---------> 

Needed 

Planning & Scheduling ------> 

Existing 

Needed 

All the capability listed here 

Exhibit 6 – Evaluation of Organization level skill gaps 

Step Four: Develop (or obtain) required capabilities 

With goals in mind and gaps identified we have to determine which path the business will take: whether to develop capabilities 

from within the business, recruit newcomers or contract for outside help. This decision will be based on variety of factors, including 

the business’ culture, resources, needs and business critical operating tasks. 

Step Five: Measure results as part of evaluation, control process and goals. 

Proper performance is the end result of these activities. The practices of strategic management is justified in terms of its ability to 

improve an organization’s performance, typically measured in terms of profit and return on investment. The evaluation and control 

of performance completes the strategic management model. Based on the results, management may need to adjust its strategy 

formulation, continue its implementation, or both. 

CONCLUSION 

Continuous improvement should be built into any development 

process to ensure sustainable success and higher levels of 

performance. Following the characteristics of world-class 

manufacturing organizations is key to organization renewal and 

growth, regardless of the product they are producing. 

REFERENCES: 

1. Essentials of Strategic Management by J David Hunger and 

Thomas L Wheelen 

1. Business success through renewed maintenance expertise – 

paper published 1996. 

Shrikanth Krishnan is a 

manufacturing professional 

with emphasis in maintenance 

management and reliability 

management for 29 years. Currently, 

he is an independent consultant 

and director for S CUBE RELIABLE 

SOLUTIONS PTE LTD, SINGAPORE. 



15

FEATURE 

RECORD-HIGH ATTENDANCE AND TECHNOLOGY TAKE 

CENTER STAGE AT THE 2015 SMRP ANNUAL CONFERENCE 

The 23rd Annual Conference set new standards for attendance 

and innovation for a SMRP conference, attracting over 1,000 

maintenance, reliability and physical asset management 

professionals from 27 countries to Cincinnati, Ohio for the fourday 

event. SMRP introduced its new conference mobile app 

which allowed attendees easy access to conference information, 

including the ability to customize schedules, join the 

conversation via social media, stay up-to-date with conference 

activities and connect with other attendees. 

More than 500 attendees arrived in Cincinnati on Monday to 

participate in workshops throughout the day that focused on 

integrating and implementing maintenance, reliability and 

physical asset management best practices and programs into a 

company’s business strategy. By the late afternoon, attendees 

were able to explore the exhibit hall, where 93 companies had 

set up shop for the week to showcase the latest products and 

services in the industry. 

Tuesday kicked off the official start of the Annual Conference 

with a keynote address from Cam Marston, a renowned expert 

on the impact of generational change and its effects on the 

marketplace. Part of his presentation focused on how to 

approach managers and colleagues from different generations. 

He encouraged conference attendees to engage and interact 

with their colleagues with the knowledge that each generation 

approaches problem solving and situations differently. For 

those interested, his presentation can be found in the Members 

Only section of the SMRP website. After the presentation 

and breakfast, educational track sessions and meetings got 

underway, led by industry experts from all over the world. 

The Exhibit Hall continued to be a place where attendees 

could meet with exhibiting companies and discuss the events 

throughout the day. 

Wednesday was bookmarked by two great presentations 

in the morning and afternoon. Along with the certification 

proctor recognition breakfast, interested parties participated 

in the government affairs roundtable breakfast featuring Gaye 

Johnson from the Cincinnati Occupational Safety & Health 

Administration (OSHA) office. Her presentation focused on 

hazards typically found on job sites and preventative measures 

to ensure employer and employee safety. OSHA has a long 

history of aligning with professional societies, unions and 

businesses to develop compliance tools and resources. 

Those in the breakfast were also brought up to speed on 

SMRP’s government relations program, which in the past year 

conducted a Washington D.C. fly-in to meet with congressional 

and regulatory policymakers to discuss responsible workplace 

16 



FEATURE 

health and safety practices for the maintenance, reliability and 

physical asset management industry. 

After a day filled with educational sessions and workshops, the 

conference came to an official close with a keynote from Ricky 

Smith, CMRP, CMRT, CRL, a veteran in manufacturing, facilities, 

mining, and military organizations as both a practitioner and 

change agent in the maintenance and reliability world-wide. He 

stressed the importance of certification for both employers and 

employees from a knowledge, safety and industry standpoint. 

The conference then wrapped-up with the introduction of 

SMRP’s scholarship recipients and the CMRP of Year Awards 

winners. 

Congratulations to the following scholarship award winners: 

• Scott Dyke, Georgia Southern University, B.S. in Mechanical 

Engineering 

»» 

SMRP Higher Standards Scholarship Winner 

• Devany Sweitzer, Vanderbilt University, B.S. in Engineering 

»» 

SMRPCO Dorothy & Jack Nicholas Scholarship Winner 

• Raphael Suarez, University of Maryland, Master of 

Engineering 

»» 

SMRP Scholarship Winner 


And a big congratulations to this year’s CMRP of the Year 

Awards winners. These individuals were chosen for their merit, 

work and dedication to their industries. SMRP celebrates the 

following winners: 

• Daniel Rader, CMRP at John Zink Hamworthy Combustion 

»» 

Rising Leader 

• Nezar Al-Shammasi, CMRP at Saudi Aramco 

»» 

Veteran Professional 

Thursday concluded the week with additional workshops and 

select facility tours of some of Cincinnati’s most recognizable 

attractions, facilities and plants. Those in attendance had the 

opportunity to tour Kings Island amusement park, FANUC 

Robotics, MillerCoors brewery, Metropolitan Sewer District of 

Greater Cincinnati and the Great American Ball Park, home of 

the Cincinnati Reds. 

Thank you to everyone who attended 2015 Annual Conference, 

downloaded the mobile app and made the entire event 

experience one of the best in SMRP’s history. We look forward 

to seeing you next year in Jacksonville, Florida! 


17

WELCOME 

SAVE 

THE 

DATE 

18 SMRP SOLUTIONS 


UPDATESFEATURE 

Letter From the New Body of 

Knowledge Chair 

Paul Casto, CMRP 

It’s an honor to serve as the 2015-2016 Body of Knowledge 

Director. I’m an experienced practitioner in asset performance 

management on reliability, maintenance and operations. I am 

an ASQ certified Six Sigma Black Belt, hold ASQ certifications in 

Reliability Engineering and Quality Engineering and am a SMRP 

Certified Maintenance and Reliability Professional (CMRP). I’m 

active in SMRP working on the Best Practices Committee and 

the SMRPCO Advisory Board. 

2015 was an incredibly productive year for the Best Practices 

Committee. This past calendar year we conducted five webinars 

that covered the topics in SMRP’s Five Pillars of Knowledge. 

These webinars, hosted by the Oil, Gas and Petrochemical 

SIG, were led by Ricky Smith and drew over 600 attendees. If 

you missed these webinars, the recordings and complete slide 

decks can be found under Resource Library in the Members 

Only section of the website. These are great resources as you 

prepare for the SMRP certification exams. 

I look forward to continuing on and improving upon SMRP’s 

already robust educational offerings! 

Introduction of Thomas Staff 

The SMRPCO certification program has completed the 

transition to Thomas Associates, which is now responsible for all 

administrative and staff functions for SMRPCO. 

I hope you had an opportunity to meet the new staff in 

Cincinnati. For those who were not able to attend, following is a 

brief introduction: 

David Addington and Cynthia Timar will be handling the 

daily operations for the certification program. This includes 

interaction with proctors, processing outbound and inbound 

exam packets, issuing recertification notices, processing 

recertification requests, managing the computer-based testing 

provider, working with our exam director, etc. 

Chris Johnson and Megan McConnell will also be working with 

David and Cynthia to ensure that we have several individuals 

who have been cross trained. We believe this will ensure smooth 

operation of the program for many years to come. 

You can reach staff with general questions at the following 

e-mail addresses: certify@smrpco.org, daddington@smrpco.org, 

or ctimar@smrpco.org. The new SMRPCO telephone number 

for items related to certification is 216-241-7333. 

Staff and the Board will also be working with a new Exam 

Director, Dr. Larry Early. Dr. Early has years of experience 

crafting and maintaining exams and exam items. He is already 

actively reviewing the CMRP and CMRT exams and related 

procedures. 

The SMRPCO Board is now focused on efforts to make the 

certification program even more influential, building on existing 

and widespread acceptance, and the CMRP’s ANSI-accredited 

status. We welcome your thoughts on ways we can expand the 

reach of the programs and the benefits they provide to the 

industry and to certified professionals. 

ADVERTISE 

WITH 

SOLUTIONS 

SMRP offers a host of advertising 

opportunities for companies desiring 

to reach maintenance and reliability 

professionals committed to the 

practice of promoting excellence in 

physical asset management. Contact 

Caitlin Norton (cnorton@smrp.org) or 

visit smrp.org/SolutionsAdvertising for 

more information. 

We look forward to working with you 

in 2016. 



19

NEWS 

MORE SAVINGS AND INCREASED RESOURCES WITH NEW 

MEMBERSHIP BENEFITS 

On October 1, SMRP introduced new 

membership benefits to give members 

and prospective members more savings 

and incentive to join our fast-growing 

community of over 4,000 maintenance, 

reliability and physical asset management 

professionals. 

SMRP’s membership offerings have been 

enhanced to include up to $13,000 worth 

of savings, depending on the level of 

membership. The current membership 

options are: Individual, Student, 

Corporate Executive, and Industry 

Partner Executive. 

Executive Membership offers a variety 

of new benefits, including a discount 

on SMRP’s new Approved Provider 

Education Program, additional 

sponsorship opportunities at the Annual 

Conference, complimentary job postings 

and a company spotlight in SMRP-owned 

media. 

OnDemand professional development 

webinars and recordings are now 

available for all members and count 

toward hours needed for recertification. 

These webinars and recordings feature 

presentations from industry leaders and 

respected thought leaders who are SMRP 

members. 

Also beginning in October, SMRP Shared 

Interest Groups (SIGs) are free to join 

for all members. SMRP SIGs are great 

resources for members to network 

and learn from other professionals in 

their industry, regardless of geographic 

location. There are currently five SIGs 

and SMRP welcomes suggestions for 

additional groups. Members can go 

online and submit the online interest 

form to receive information on SIG 

webinars and presentations. 

If you, one of your colleagues or 

employer is interested in becoming an 

SMRP member, go to SMRP’s website 

under the “Become a Member” section 

to learn more about these great 

opportunities. 

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NEWS 

KY 

OH 

The SMRP Greater 

Cincinnati-Northern 

Kentucky Chapter hopes you 

had a great time in our home 

town for the 23rd Annual 

Conference. As many have 

noticed, Cincinnati has been 

rebuilding in the past few years and the results are obvious. 

There is much to see along the river front and in the city, plus 

hosting the 2015 Major League Baseball All-Star Game didn’t 

hurt! 

Our Chapter had a booth in the registration area, and those 

HOU 

of us working the booth enjoyed meeting many of you, talking 

about what chapters do and helping to answer questions about 

SMRP. There was quite a bit of interest in how to successfully 

form an SMRP Chapter and we were happy to share our 

experiences since we are still in the early stages. 

We also had a chance to hand out membership certificates 

to our chapter members as a way of showing thanks for their 

participation in the local events. 

IND 

The SMRP Indiana chapter 

is offering a $1,000 

scholarship to a student 

currently enrolled or 

scheduled to enroll in a 

maintenance, reliability 

or engineering degree in the state of Indiana. Residents of 

Indiana who attend schools outside of the state may also apply. 

You do not need to be an SMRP member to apply. 

GREAT TO MEET YOU – FROM YOUR GREATER 

CINCINNATI-NORTHERN KENTUCKY CHAPTER 

ON 

If any of you would like additional information about our local 

chapter, just drop a note to any of our officers! 

Best, 

Bill Schlegel, Chair, Greater Cincinnati-Northern Kentucky 

SC 

NC 

INDIANA CHAPTER TO OFFER ACADEMIC SCHOLARSHIP 

ATL 

Officers, directors, IA and scholarship chairpersons of SMRP, 

SMRP Foundation, NE or SMRPCO and their direct dependents are 

ineligible to apply. 

The cut off for applications is December 31, 2015. 

The application can be accessed through the Indiana Chapter 

Page smrp.org/chapters. Please contact Rebekah Wojak 

(rebekah.wojak-1@dupont.com) if you have any questions. 

KY 

ORL 

OH 

SMRP’S WATER & WASTEWATER UTILITIES SIG KICKS OFF AT ANNUAL CONFERENCE 

The Water & Wastewater Utilities SIG held its first official 

meeting during the SMRP Annual Conference on October 15, 

2015. This SIG will focus on establishing communication and 

networking relationships among those working in water and 

wastewater utilities, and to educate and promote maintenance, 

reliability and physical asset management best practices. The 

first meeting focused on what SIG members want to learn 

from or contribute to educational events. The group discussed 

several topics including: RCM, PDM Technologies, Maintenance 

Planning and Scheduling, Asset Management and Condition 


Coding, Maintenance and Reliability KPI’s, among others. 

Participation in the Water & Wastewater Utilities SIG is not 

limited to public utilities, and we encourage those outside of 

the public sector working in water and wastewater industries to 

join and share their expertise and experiences. 

For more information about the Water & Wastewater 

Utilities SIG please contact Clinton Davis at clinton.davis@ 

gwinnettcounty.com or go online at www.smrp.org to sign up 

for the mailing list. 


21

WELCOME 

New Members 

May 21 - July 1 

Blake Hollis 

Gary Wooley 

Noven Pharmaceuticals 

Richard Cherney 

Voith 

Joseph Carter 

Kulite Semiconductor Products, Inc. 

Gregory Carr 

Georgia-Pacific 

Prateek Rana 

Schlumberger Technology 

Corporation 

Kyle Hryniw 

Oluwole Arise 

Martin van den Hout 

Vadeo BV 

Janine Haas 

Engine Systems integration 

Ivan Santos 

Vale 

April Johnson 

Jitendrakumar Khatri 

Ebenezer Ansah 

Goldfields Ghana 

Greg Thaxton 

LakeShore Learning Materials 

Mary Krawczyk 

James Dunbar 

BP 

Isaac Korsah 

Newmont Ghana 

Isaac Awuni 

Nelson Avery 

Fernando Trindade Sabesp 

Kelsey Kosinski 

Nicolas Ruales 

United Copper Industries 

Nishat Ahmed 

John Blackburn 

Aleris 

Olushola Aina 

Shell Petroleum Development 

Company 

Exabe Mata 

Rod Thibodeaux 

Orion Engineered Carbons 

Patrick Wescott 

Green Bay Metropolitan Sewerage 

District (NEW Water) 

Stephen Schettler 

USG Corporation 

Anneke Nelson 

United States Gypsum Company 

Mauricio Silva 

Suncoke Energy 

Howard Stever 

Mississippi Lime Co. 

Brian Giles 

Alidade MER, Inc. 

Don Stuve 

Michael Miller 

Technology Transfer Services 

Ronny Rodriguez 

Meridium Inc 

Courtney Weaver 

General Mills 

Lee Pendleton 

Tronox 

Tom Hanson 

Hanson Associates 

Scott Smith 

Bayer Healthcare 

Joe Miller 

Wausau Paper 

Sean Beamish 

Peakview Reliability Limited 

Gilbert Barela 

Orange County Sanitation District 

Arthur Fish 

Aaron Meyer 

Crest Foods, Inc. 

Shanmuga Sundaram Packirisamy 

ABJ Engineering and Contracting 

Company 

David Velasquez 

PDVSA Petrosucre 

Kevin Fruge 

Gerald Spence 

Mueller Company 

Leonard Allen 


Stephanie Ortiz 

Mark Cole 

Michelin North America 

Jeremy Stevenson 

Archer Daniels Midland 

Paul Mihm 

Accord Data Center Advisors, Inc. 

Peter Johnson 

Bristol-Myers Squibb 

Trey Steinmann 

NTN Bearing Corporation of America 

Jemmot Beckles 

Petroleum Company of Trinidad and 

Tobago [PETROTRIN} 

Danny McWilliams 


Kenneth Barrett 


Michal Komorowski 

Michael Sencic 

USG 

Ronald Hanners 

Strategic Asset Management 

Incorporated 

Rodolfo Xavier 

Vale S.A. 

Kevin Strader 

Claude Tomlinson 

Noble Drilling Services, Inc. 

Jeff Ziegenbein 

Inland Empire Regional Composting 

Joel Franklin 

David Conrow 

Kaiser Aluminum 

Luis Peña Arana 

Industrias Indelpro S.A. de C.V. 

Ramlan Harahap 

Premier Oil Natuna Sea BV 

Ryan Ebanks 

Alcoa 

Sanjay Kumar Nehete 

Hadil Aman 

ADCO 

Daniel Rahman 

USG Interiors 

Greg Bierie 

Jonathan Palmreuter 

USG 

Raul Santiago 

Bristol-Myers Squibb 

Elsie Santiago 

G. Taylor 

Gpsg (noramco) 

Mitchell Grove 

PGT Industries 

Francisco Perez 

Crown Cork & Seal 

David Hill 

Mi 



WELCOME 

Matthew Heflin 

MicroMain 

Ryan Hargis 

Nissan 

Jeffery Moyers 

John Eutsey 

Koch Pipeline Company 

Jules Goff 

Tee Yeow Hum 

Shell 

Jeffrey Burgwinkel 

Erin Lennox 

Mark Fitch 

3M 

Sharon Thierry 

WR Grace 

Roch Curran 

Ports America 

Hubert Diehl 

Everton Eastwood 

Knorr Brake 

Gavin Jarus 

Novozymes 

Mitchell Coleman 

NOV 

Rodger Stahl 

Greg Hull 

ConocoPhillips Canada 

Christian Komgom 

Agnico Eagle Mines 

John Fitzpatrick 

Mars Petcare Galena 

Keith Radich 

Sundararajan Chinnaian 

Nova Chemicals 

Brian Baldwin 

Puffer-sweiven 

Bashiruddin Ansari 

eSolution Maximo 

Jeffery Duensing 

Lacy Taylor 

Daniel Palmiter 

Ameresco 

Marko Dusovic 

Mosa Salawi 

Everett Sandoval 

Farmer John Meats Hormel Foods 

Richard Blome 

AES Shady Point 

Mike Johnson 

Nissan North America 

Peter Lewis 

City of Toronto, Toronto Water 

Dana Presley 

Johnsonville 

Richard Sneddon 

Jesse Taylor 

Advanced Technology Services 

Michael Jett 


Philip Reale 

United States Gypsum Company 

Mark Wood 

City of Englewood Waste Water 

Treatment Plant 

Md Zillur Rahman 

Justin Warburton 

Shane Pearson 

Mercedes-Benz U.S. International, 

Inc. 

Michael Wedge 

GPAllied 

Carlos Rodriguez 


Elizabeth Mann 

Shell 

Charles McKin 

International Development Group 

Michael Giffen 

Owens Corning 

Ziaur Rahman 

Jesus Sifonte 

PdMtech 

Rightwell Laxa 

Sasol 

Gary Smith 

Hexion INC 

Mark Grodi 

USG 

Joel Stavely 

Kellogg Company 

Neil Buchanan 

Suncor Energy USA Inc. 

Edward Lattimore 

United States Gypsum Co. 

Charles Derewianko 

1992 

Kshitij Pandey 

SADAF Jubail 

John Oberg 

Kritch Stokke 

Christensen Farms 

Chris Schmitz 

Alex Puentes 

Valspar 

Jim Hale 

USG 

Shantilal Parmar 

Karma Industries Nigeria 

Jack Taylor 

Trinity Industries, Inc. 

Glenn Delaney 

Aleris 

Coy Christoffel 

ESCO Products 

Sanchez Soto 

Kaltex Fibers S.A de C.V. 

Poramit Chantasa 

Chevron Thailand E&P 

Taha Bin Mahmood 

PAE Solutions 

Gaylon Calahan 


Ronnie Graves 


David Dail 


Greg Lorenzoni 

Aleris 

Kenny King 

Aleris 

Minesh Parikh 

Aleris 

Adelaja Ojobo 

Kevin Hagglund 

David Hayes 

Domtar Paper 

Varun Joshi 

Equate Petrochemicals Co., Kuwait 

Jared Pidskalny 

Acuren Group Inc. 

Delon Turner 

Nexus Global 

Randy Moore 

Neelands Refrigeration 

Forest Rutherford 

United States Steel - GLW 

Thomas Mayer 

3M 

Jeffrey Gaddy 

Evonik 

Vashishtha Shah 

Mark Danaher 

Maaden/Alcoa Alumina Refinery 



23

WELCOME 

Mark James 

Nestle Health Science - Pamlab, Inc. 

Matthew Strout 

Aleris Corporation 

Oscar Antunez 

Abbvie 

Luis Rojas Naccha 

Fibras Marinos 

Quentin Snider 

PepsiCo 

Peter Vithoulkas 

Maintenance & Engineering 

Solutions, Inc. 

Michael Loyd 

Liberty Mutual 

Mocharla Sudarsan 

Kathleen Boutin 

Hoerbiger America Holding Inc. 

James Kovacevic 

Diageo 

Bradley Diederich 

Mark Langlois 

Chad Goodin 

Tate and Lyle 

Richard Buckson 

McCain Foods Canada 

Kara Hanks 

Thomas Gildea 

Continental ContiTech 

Anthony Honaker 

Cohesive Solutions 

Jones Nji 

Jeffery Backer 

DTZ 

David Salazar 

Vital Masson 

Kevin Mason 

United States Gypsum 

Matthew Boyer 

USG Interiors 

Alan Marrs 

Christensen Farms 

Thomas Middleton 

Transpower NZ Ltd 

Kyle Thayer 

Koch Fertilizer 

Alexander Huertas Mora 

Suppla S.A 

Eric Pruden 

Shell 

Valerie Howell 

3M 

Peter Morris 

Maintenance Consulting 

Professionals Inc. 

Chad French 

Advanced Technology Solutions, Inc 

Ronnie Jones 

Mark Robertson 

Land O Lakes 

Naomi Angel 

Howe & Hutton Ltd 

Tory Rhea 

Preston Rockhold Jr 

Shell Exploration & Production Co 

Hang Shen 

Stefanus Swanepoel 

Pragma 

Abdulmuhsen Alhindas 

Saudi Aramco 

Azidah Buang 

TRT-Etgo du Quebec 

Lawani Wariebi 

Exterran Nigeria Limited 

Steven Romero 

Central Arizona Project 

Timothy O’Leary 

General Mills 

Robert Peffen 

Accenture 

Scott James 

Tate and Lyle 

Chad Driskill 

ISP Chemicals, Inc. 

Keaton Dunigan 

ISP Chemicals, Inc. 

Moula Hussain 

SABIC 

Patrick Bliven 

Burns & McDonnnell 

Rajiv Puniani 

Dubai Aluminium Limited 

Bill Hahn 

Advanced Technology Solutions, Inc. 

Adha Novriansyah Rachman 

PT. TASNEE 

Awadh Alqahtani 

Saudi Aramco 

Douglas Smith 

Pinnacle Foods 

Akinpelumi Akinboyewa 

Mobil Producing Nigeria 

Gene Anderson 

Johnny New 

Georgia Pacific 

Martin Garcia 

Gabriel Molar 

Indelpro 

Ramon Martinez Rivera 

M&G POLIMEROS 

Bob Fisher 

AbbVie 

Edward LaPreze 

Pepper Maintenance 

Adam Murday 

Advanced Evolution 

Jacob Brant 

Equipment & Controls, Inc. 

Walt McNutt 

McNutt Machinery LLC 

James Agwulonu 

William Staton 

Weyerhaeuser 

James Watts 

Lloyd’s Register 

Mohammed Al-Otaibi 

Saudi Aramco 

Muhammad Felemban 

S. Aramco 

Khalid Alayadhi 

Kevin Deram 

Abbvie 

Kevin Arvin 

AECOM 

Phil Hendrix 

Hendrix & Associates LLC. 

Linda Robinson 

KnightHawk Engineering, Inc. 

Tyrele Schaff 

CHS 

Annette Bell 

General Mills 

Ramandeep Parhar 

Finning Canada 

Michael Foree 

MillerCoors 

Matain Alshardi 

Saudi Aramco 

Robert Whitt 

Michelin North America 

Daniel Lakeberg 

Ardent Mills 

Najem Al-Suwait 

Saudi Aramco 



WELCOME 

Ahmad Almas 

Saudi Aramco 

Said AlGhamdi 

Saudi Aramco 

Ali Makrami 

Saudi Aramco 

Nikhil Walia 

Saudi Aramco 

Ian Campbell 

Hormel Foods Corporation 

Kevin Kendrick 


Carlos Perez 

General Electric 

Daniel Farley 

ReliaSoft Corporation 

Chad Mallory 

North Star BlueScope Steel 

Dwayne Knox 

Compass Minerals 

Thomas Alnaa 

Newmont Mining Corporation, Ahafo 

Mine 

Mary Jane Van Hoesen 

Alcoa 

Stacy Thomas 

Baxter 

Glenn Sanders 

Relken Engineering 

Jeff Tschosik 


Eric Christ 


Chad Swenson 


Todd Yocum 


Charles Humphreys 


Timothy Teaney 


Marguerite Tan 


Nick Olmer 


Justin Bartlett 


Michael Hillger 


Kelley Hill 


Adam Falteisek 


Wade Myers 


Kyle Kuhnke 


Chukwuma Chukwurah 

Nexus Global Business Solutions, Inc. 

David Tan 

Mosaic Company 

Jody Meyer 

William LeMasters 

Longview Power 

Randal McCoy 


Clinton Hartman 


Kevin Peterson 


Chad Hufnagel 


William Hogan 

Sunny Delight Beverage Co 

Ruben Rosado 

Sunny Delight 

Israel Lopez 

Leon Markowski 

Sunny Delight 

Daniel Stewart 

Sunny Delight 

Emmanuel Madume 

Daniel Domey 

Matthew Rothhaar 

Timken Company 

Kyle Lewis 

Cargill, Inc. 

Michael Honsowetz 

Gordon Kohler 


David (Mike) Burgett 

Toyota Motor Manufacturing 

Mississippi 

Austin Shoemaker 

AstraZeneca Pharmaceuticals 

David Nape 

Centris Consulting, Inc 

Luis Sanchez 

Engineer 

Guru Raja Ragavendran Nagarajan 

Saudi Aramco 

Kevin Conrad 

Novozymes NA 

Jeff Zirkle 

Westar Energy 

Jason Brauch 

Kathia Cervantes 

Jeff Kleiber 

Intertape Polymer Group 

Larry Bryant 

Domtar Paper Company 

David Ammons 


William Bourgeous 

Intertape Polymer Corp 

Suhas Vedula 

Jones Lang LaSalle 

Alex Flanagan 

Robert Carlisle 


Kenneth Wood 

Domtar Paper Inc. 

Paul Ashley 


Charles Litchfield 

Simmons Feed Ingredients 

Robert Curby 

General Motors 

Christine Santana 

Samarco Mineracas SA 

David Vance 

Eugene Polhamus 

Rio Tinto 

Abdullah AlSubiae 

Saudi Aramco 

Harold Keck 

TSS JV 

John Jackson 

University of Florida 

Albert Honan 

Schneider Electric 

Nico Castelijn 

Mead Johnson 

Michelle Legge 

AES/Dayton Power & Light 

David Blair 

Olin Corporation 

Cathy Delaney 

Gulf Coast Waste Disposal Authority 

Michael Johnes 

BIC Graphic USA 

John Kis 

United States Gypsum Co. 

Luis Segovia 

Metalsa 

John Keener 

Caraustar 



25

WELCOME 

Paul Toney 

Kenechukwu Odunze 

Shell Nigeria 

Doug Gerry 

Fonterra 

Wilbert Aguiar 

Halliburton Energy Services 

Anand Lakshmana Rao 

Aramco 

Surinder Singh 

Andritz Hydro Pvt Ltd. 

Daniel Ruhs 

SP Fiber Technologies 

Aaron Rose 

BASF, NA 

William Salyers 

Nucor Steel Gallatin 

Timothy Wilson 

Nucor Steel Gallatin 

Mitchell Shiver, CMRP 

Alvaro Lobelo 

FLSmidth 

Johnny Lampley 

Georgia-Pacific 

Peter Boersma 

RLG International 

James Popelka 

Union Pacific Railroad 

Sean Osburn 

ArcelorMittal 

Steve Holmes 

Fiberteq,LLC 

Paul Arendash 

Arcelormittal 

Harish Kumar Dhandapani 

Purdue University 

Bryon Hammond 

Eric Lourenco 

Luiz Frazao 

Alcoa Inc 

Satoru Tanabe 

GE Energy Japan 

Suzane Greeman 

Bermuda Electric Light Company 

Saad Ulaimi 

BoK Manager 

Michael Raykiewicz 

Meijer 

Riyadh Alharbi 

Enrique Neri-Martinez 

Ternium USA 

James Parker 

Premiere Inc. 

Jerome Olu Adeyemi 

Saudi Aramco 

Lester Salone 

Nissan 

Mohan Dudani 

Jason Opdam 

Bhp Billiton 

Shahid Rahim 

PDO 

Larry Funke 

Baxter Healthcare 

Kevin Hammer 

Cherokee Nitrogen LLC 

Chukwuemeka Ihekwoaba 

SKF Canada Ltd. 

Donald Peoples 

Praxair 

Lester Greene 

Alyeska Pipeline Service Company 

Pyrros Radimissis 

Jacobs 

Steve Parrish 

Intertape 

Marcelo Jerez Palma 

Cameron LNG 

Ahmad Alfadhel 

Kuwait Oil Company 

Peter Idoko 

Shell Nigeria 

Scott Basden 

Nissan 

Corey Kriegermeier 

General Mills 

Daniel Mundy 

Alcoa Kitts Green UK 

David Auton 

CBRE 

Andrew Freiheit 

Alcoa, Inc. 

Ed Pasternak 

Alcoa, Inc. 

Bill Stephens 

Ram Thulasiram 

SDI Inc 

Marcus Montague 

Continental Cement 

Richard Skorcz 

Tronox 

Preston Maheu 

Applied Technical Services Inc. 

Chad Thomas 

Amazon 

D’Wayne Haskins 

Tronox 

Paul Gilman 

Kaiser Foundation Health Plans 

Tami Glasper 

Jeff Koehler 

Johnsonville Sausage, LLC 

Chad Pennings 

Kevin Johnson 

Alcoa 

Kelli Hefner 

BIC Alliance 

Richard Homan 

C&W Services 

Ryan Gale 

Jack Links 

Kellie Healy 

Abbott Nutrition 

Jennifer Simmons-Fields 

Unilever 

Yon Manchego 

Christina Purvis 

The Dayton Power & Light Co. 

Gary Crawford 

Onsite Technical Services 

Mark Radaskiewicz 

Rodney Sevenich 

Kevin Kelly 

Brett Neumann 

Young Hoang 

Trina Pasion 

Benny Napier 

Scott Phillips 

Anandakrishnan Kanniappan 

Richard Er 

Mark Bowen 

Matt Kanouse 

Mark Fischer 

Ryan Abington 

Kevin Atwell 

C&W Services 

Svetko Chilikov 

Jonathan Bell 

Nilpeter USA 

Ken Hall 

Alcoa 

Emily Hamilton 



WELCOME 

Christopher Bowles 

Tim’s Cascade Snacks 

Chatchai Prakitrittanon 

PTT Exploration and Production 

Juggapong Lertnavalim 

PTT Exploration and Production 

Public Company Limited 

Matthew Baldwin 

Christopher Lopez 

Mars Chocolate 

Vlad Djuric 

St. Joseph’s Healthcare Hamilton 

Richie Guimond 

Williams 

Larry Erdmann 

Ebonite International 

Roy James 

Anderson Tully 

Tom Johnson 

Koch Fertilizer Dodge City LLC 

Tyler Baker 


Elliott Nold 


Reese Gehring 


Monte Ackerman 


Kenny Ray 

Mississippi Lime 

David Gunn 

Mississippi Lime 

James Ashby 

BP- Texas City Chemicals 

Paul Morin 

Cierre Jones 

Pritpal Singh 

Sadara Chemical Company 

Liviu Luca 

Finning Canada 

Andrew McCarty 

Mead Johnson 

Sokari Pepple 

Shell Nigeria 

Anthony Mwangi 

Brent Twede 

Rio Tinto 

Jon Reisner 

Central Arizona Project 

Scott Hallowell 

Esco 

Saud Al-Sulaimi 

Sabic 

Abdullah Al- Mutairi 

Sabic- Safco 

Sultan Al-Abbas 

Sabic- Safco 

Nasher Al-Yami 

Sabic- Safco 

Khalid Al-Zahrani 

Sabic- Safco 

Abdullatif Al-Ghamdi 

Sabic 

Susan Lubell 

Nexen Energy 

Harold Alexander Anillo Castellar 

Walter Peschke 

Matthew Lotz 

CMC Steel Texas 

Daniel Plaizier 

Rio Tinto 

Mohamad Rizal Mohamad Yatim 

Saudi Aramco 

David Cruikshank 

Veyance Technolgies 

Phillip Gifford 

Patheon Pharmaceuticals Inc 

Christopher Anderson 

CMC Steel Texas 

Jason Boker 

Carestream 

Shaun Hartman 

Shermco Industries, Inc 

Sandeep Saklani 

Dupont 

Robert Matusheski 

Dupont 

Jessica West 

Ricardo Hoyos 

Pollos El Bucanero 

Amanda Kennair 

National Oilwell Varco 

Ty Warman 

Jacobs Technology 

Robert Griffith 

Accenture 

Tracey Countrymand 

Accenture 

Peter Frandina 

Accenture 

Matson Blocker 

Accenture 

Richard Clos 

Accenture 

Mike Perkins 

Accenture 

Jarod Joy 

Accenture 

Max Efimov 

Accenture 

Silas O’Dea 

Accenture 

Vijay Baliyan 

Accenture 

Todd White 

Accenture 

Scott Tvaroh 

Accenture 

Thomas Coombes 

Richard Murphy Jr 

SunCoke Energy 

Jeff Rose 

Anthony Strickland 


John Holmes 

Accenture 

Susan Losby 

Accenture 

Dave Ross 

JM Smucker Company 

Elaine Harrison 

DTE Energy 

Edwin Beaver 

Google 

David Canitz 

High Performance Lubricants 

Robert Poché 

Jacobs/MAF 

David Albrice 

RDH Group 

John Shewfelt 

RLG International 

Michael Becker 

Colin Lusk 

Jacobs/MAF 

Jorge Alarcon 

Fundacion Tekniker 

Oliver Lorenzo Contreras 

Republic Steel Inc 

Jaime Burkhard 

Tribologik Corporation 

David Fox 

Hillsborough County Public Utilities 



27

WELCOME 

Raul Duarte Sandoval 

SGI LTDA 

Luke Nowlan 

Terry Owens 

Viziya 

Muhammad Malik 

Saudi Aramco 

Naif Al-Mindil 

Sharq-Sabic 

Michael Paquette 

Brookhaven National Laboratory 

K Chafee 

United States Gypsum 

Bob Ramer 

Bayer 

Randall Nichols 

Aleris 

William Moore 

Energizer 

Robert Nye 

Energizer 

Randy Ennen 

DTZ 

Michael Petermann 

DTZ 

Erik Roukens 

ADM 

Joe Fierst 

Wausau Paper 

Michael Falco 

Manufacturing Maintenance 

Solutions 

Mark Kavanaugh 

Space Coast Launch Services 

Don Harberts 

REC Silicon Inc 

Robin Tennant 


Carl Turner 


Charles Carter 

Shaw Industries Group, Inc 

Rodrigo Ataulo 

Souza e Silva Consultoria 

George Bernabe 

Mead Johnson 

Gene Perkinson 

Olin Brass 

Alan Luedeking 

Ludeca, Inc. 

Jean Charbonneau 

CiM Maintenance 

Timmy Cliborne 

Iluka Resources Inc. 

Chad Ellis 


Leonard Ellis 


Brian Heinsius 


Mike Jarratt 


John Key 


Andy Lape 


Gary Marker 


Timmy Mitchell 


Paul Moreau 


Terance Neal 


Tommy Wyatt 


Saudamini Zarapkar 

Jake Younker 

Tesoro Refining and Marketing 

Dele Adetunji 

Day Waterman College 

Larry Bell 

Rio Tinto 

Scott Gilmour 

Continental Building Products 

Drew Madura 

Accuride 

Adam Buehne 

Smartware Group, Inc. 

Doug Hall 


Brian Coatney 


Susan Towers 


Justin Sterkel 

Oscar Cadena 

COMCEL S.A 

Abdulaziz Rouhaldeen 

Kuwait National Petroulume 

Company 

Sounder Rajan Subramanian 

RasGas Company Limited, Qatar 

Holger Vegelan 

Accenture 

Marius Meger 

Accenture 

Antonio Mayne 

MolsonCoors 

Louis Boshoff 

I @ Consulting (PTY) Ltd 

Richard Tumbleson 

General Mills 

Matthew Kern 

Ensco PLC 

Dennis Sprouse 

BMT Designers and Planners 

James Hazen 

Iluka 

Majed Al-Qahtani 

Aramco 

Andres Felipe Rodriguez Moreno 

Brian Kearns 

MillerCoors 

Holly Dollinger 

Shell 

New CMRPs 

May 21 – June 29 

Thomas Gooch 

T.Gooch & Associates 

Rana Shaheryar Khan 

Applus Velosi 

Lokranjan Lowanshi 

SABIC Innovative Plastics 

Kunal Mundalia 

SABIC 

Adnan Sarfraz 

Andrew Jared Gacek 

Alcoa 

Mohammad Saeed Qahtani 

Saudi Aramco 

Darrell Christian 

Jacobs 

Jason Amato 

Jacobs 

Mark Myers 

Jacobs MAF 

Phat Tan Nguyen 

Jacobs MAF 

Richard Reed 

Jacobs MAF 

John Ezell 

Jacobs MAF 



WELCOME 

Yotta Williams 

Jacobs MAF 

John Harrington 

Jacobs Technology, MSFOC 

Mohsin Murtaza 

Fatima Fertilizer Company Limited 

Campbell Scott 

Nexus Global Business Solutions Inc 

Adam Smith 

Jacobs TOSC KSC 

Sean Hollis 

Jacobs TOSC KSC 

Todd Lamond 

Jacobs 

Samuel Dove 


Sharon Russell 

ERC 

Brent Latham 

Tiffany Osborne 

Martin Wilson 


Terry Berman 

Lawrence Nielsen 

ERC, Inc 

Matt Harris 

Ball Corporation 

Keith Walden 

Sunny Delight Beverage Co. 

Rodrigo Adolfo Vargas Diaz 

EMGESA S.A E.S.P 

Euel Mauney II 

Space Coast Launch Services 

Michael Zagars 

Jorge Giraldo 

MASA 

Raul Gonzalez 

Fertinitro 

Barry J Rice 

Olin 

Exabe Mata 

Jitendrakumar Khatri 

Andrew Weaver 

Booz Allen Hamilton 

Nnamdi Anusiem 

Mark Gruenburg 

Jeff Frye 

International Paper 

Greg Pierce 

Nissan North Americia 

Peter Chosa 

InDyne Inc 

Alicia Pearce 


Jimmy Turner 


Jack Thompson 

Coca-Cola Refreshments 

Steve Clayton 


Jason Todd 

Nissan 

Joy Iyer 

Mark Willrodt 

Hormel Foods 

Jignesh Patel 

Shell 

James Skinner 

Shell Exploration & Production 

Patrick Bryant 

JM Smucker Company 

Gerardo Javier Garza 


Jesus Sifonte 

PdMtech 

Hanchen Shao 

Gary Nick Wooley 

Noven Pharmaceuticals 

Viralkumar Patel 

TOTAL (SPIE Oil and Gas) 

Steven King 

DuPont 

Tamunoemi Taylor-Harry 


Company 

Thomas Alnaa 

Newmont Mining Corporation, Ahafo 

Mine 

Emmanuel Madume 

Michael Ayivi 

Gold Fields Ghana 

Daniel Domey 

Covey E Hall 

Lloyd’s Register Energy - Drilling 

Gregory R Johnson 

Hexion Inc. 

William LeMasters 


Matt Bays 

Randal McCoy 


Clinton Hartman 


Kevin Peterson 


Chad Hufnagel 


Mitchell Coleman 

NOV 

Olushola Aina 


Company 

Kevin Strader 

Kelsey Kosinski 

Charles Derewianko 

1992 

Leon Markowski 

Sunny Delight 

Logan McNear 


Forest Wayne Rutherford 

United States Steel - GLW 

Michael R Hoffman 

Becht Engineering Co., Inc. 

Stephanie Ortiz 

Eric Pruden 

Shell 

Christopher Jackson 

Shell Exploration and Production 

Company 

Rodger Stahl 

Taha Bin Mahmood 

PAE Solutions 

Shanmuga Sundaram Packirisamy 

ABJ Engineering and Contracting 

Company 

Kevin Crittendon 

GreenWood, Inc 

Matthew Tate 

Chemtura 

New CMRTs 

May 21 – June 29 

Mark Gruenburg 

John Dewey Webb 


Gerald Spence 


Horace Eugene Knight 


Danny McWilliams 


Thomas Hall 

Exelis 

Christopher K Mertz 

Nextera Energy Resources 


29

WELCOME 

SMRP APPROVED PROVIDERS 

JOIN THE GROWING LIST OF SMRP APPROVED PROVIDERS 

The SMRP Approved Provider Education 

Program recognizes Industry Partners 

who provide continuing education 

training aligned in reliability, specifically 

with physical asset management and/ 

or SMRP’s existing Body of Knowledge 

(BoK), as published by the Global Forum 

on Maintenance and Asset Management 

(GFMAM). It’s designed to help 

practitioners find companies that provide 

quality professional education for their 

employees. 

Companies with the Approved Provider 

designation are expected to provide 

quality content related to SMRP while 

establishing clear, measurable learning 

objectives in an environment that is 

conducive to continuing education. SMRP 

also requires supporting documentation 

that describes the proposed educational 

offerings. 

The following subject groups align with 

SMRP-related training and content: 

• Strategy & Planning 

• Asset Management Decision-Making 

• Lifecycle Delivery 

• Asset Information 

• Organization & People 

• Risk & Review 

• Business & Management 

• Manufacturing Process Reliability 

• Equipment Reliability 

• Organization & Leadership 

• Work Management 

Along with being recognized by 

practitioners and prospective employees 

as a leader in providing continued 

professional education, member 

companies will be featured on SMRP 

digital channels and publications with 

the ANSI-accredited SMRP Approved 

Provider certification. 

So far, 17 companies have been 

announced as Approved Providers. 

These companies stretch across different 

industries and geographic locations. To 

learn more about how your company 

can apply to join the program, visit 

www.smrp.org/approvedprovider and 

check out the SMRP Approved Provider 

Education Program Guide for all of the 

information regarding this opportunity. 



WELCOME 

APPROVED 

P R O V I D E R 

Recognizing Leaders in Reliability and 

Physical Asset Management Training 


approvedprovider@smrp.org 

www.smrp.org/approvedprovider 


31

WELCOME 

SMRP ON THE ROAD 

12/8-11 IMC 

Bonita Springs, FL 

2/21-24 SME 

Phoenix Convention Center Phoenix, AZ 

2/22-25 MARCON 

Knoxville Convention Center Knoxville, TN 

3/20-22 INTERNATIONAL PETROCHEMICAL CONFERENCE 

Dallas, TX 

EXAM CALENDAR 2015 

12/11 RELIABILITY WEB EXAM SESSION 

English CMRP and CMRT 2:30 PM – 5:30 PM; Bonita Springs, FL 

12/12 ELITE TRAINING EXAM SESSION 

Spanish CMRP 3:30 PM – 5:30 PM; Bogota, Columbia 

12/17 NORTH CENTRAL MISSOURI COLLEGE EXAM SESSION 

English CMRT All Day; Trenton, MO 

1/28 MARSHALL INSTITUTE EXAM SESSION 

English CMRP All Day; Raleigh, NC 

2/23 MARCON 2016 EXAM SESSION 

English CMRP and CMRT 6:00 PM - 9:00 PM; Knoxville, TN 

To register for an exam, please go to www.smrp.org/certification 

www.smrp.org/cmrt 

www.smrp.org/cmrp 



SMRPCO SUSTAINING SPONSORS 

The SMRP Certifying Organization (SMRPCO) developed a program of 

benefits for companies or organizations wishing to provide support to 

the mission of SMRPCO. For an annual contribution of $1,000, sponsors 

receive discounts on exams, recertification fees, and much more! 

AEDC/ATA 

Agrium 

Air Liquide Large 

Industries 

Alcoa, Inc. 

Allied Reliability, Inc. 

AMS Group 

ARAMARK Facility 

Services 

Ascend Performance 

Materials 

Bentley (formerly Ivara 

Corporation) 

Cargill, Inc. 

CBRE 

Chester Mead Associates 

Ltd. 

City of Sarasota 

Coca-Cola Refreshments 

Diageo 

Dupont 

Eli Lilly and Company 

Emerson Process 

Management 

Esco Products Inc. 

Fleming Gulf 

Gallatin Steel Co. 

GreenWood, Inc. 

Hillsborough County 

Public Utilities 

Holcim US, Inc. 

Hormel Foods 

IDCON, Inc. 


JACOBS 

Jacobs/MAF 

Jacobs Technology - 

JSOG, KSC 


Life Cycle Engineering 

Louis Dreyfus 

Commodities 

Luminant Power 

Management Resources 

Group, Inc. 

Mead Johnson Nutrition 

Merck & Company, Inc. 

Meridium, Inc. 

Mondelez Global LLC 

Mosaic 

Nexen Inc. 

Nexus Alliance, LTD. 


Nova Chemicals, Inc. 

Novelis, Inc. 

Owens Corning 

Pfizer, Inc. 

Process Solutions Group 

SABIC Innovative Plastics 

Sasol Synthetic Fuels 

STLE Caribbean 

Tero Consulting Ltd 

The Dow Chemical 

Company 

Turner Industries 

UE Systems 

URS Corporation 

Wells Enterprises Inc. 

Wyle Laboratories 



33

1100 JOHNSON FERRY ROAD, SUITE 300 

ATLANTA, GA 30342 

www.smrp.org 

SOLUTIONS EDITORIAL DEPARTMENT 

DAN ANDERSON 

Chair, Communications Committee 

Life Cycle Engineering 

danderson@lce.com 

843-414-4866 

CAITLIN NORTON 

Communications Specialist 

678-298-1177 

cnorton@smrp.org 

RANDY SPOON 

Communications Specialist 

678-303-3017 

rspoon@smrp.org 

ERIN ERICKSON 

Associate Director 

720-881-6118 

eerickson@smrp.org 

/smrp 

/smrpkco 

/company/smrp

SOLUTIONS

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