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A journal for all those interested in the
maintenance, monitoring, servicing and
management of plant, equipment,
buildings and facilities.
Volume 17, No 3.
August 2004
Published by:
Engineering Information Transfer Pty Ltd
Publisher and Managing Editor:
Len Bradshaw
Publishing Dates:
Published in February, May, August and
October.
Material Submitted:
Engineering Information Transfer Pty Ltd
accept no responsibility for statements
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Phone: (03) 5975 0083,
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E-mail: mail@maintenancejournal.com
Web Site: www.maintenancejournal.com
One of Maintenance Systems
Consolidated’s condition monitoring
products. MSC state that the CSI 2130
RBMConsultant Pro Vibration Analyser is
the most powerful vibration analyser in the
world today.
See MSC’s entry in this issues Condition
Monitoring Survey.
Regular Features
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Print or eMJ versions of
The Maintenance Journal
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Contents
How To Construct A Good Maintenance Plan
Dave Porrill
Managing Human Error In Maintenance
Sandy Dunn
CMMS Best Practices
Terrence O’Hanlon
A Quality Maintenance Management System
David Finch
Using Reliability Engineering Methods As A Tool For
Continuous Process Improvement
Bill Keeter
Turnarounds, An Integral Component Of
Asset Performance Management
Rod Oliver
5 Myths Of Inventory Reduction
Phillip Slater
The Case For More Comprehensive Data Collection and
How It Might Be Achieved
David Sherwin
Total Asset Management With Advanced Condition
Monitoring
Mark Liebler
The Plant Lubricator Dichotomy
Ricky Smith
2004 Survey Of Suppliers Of Condition Monitoring
Equipment + Services
Ian Bradshaw
August 2004

August
Editorial
One of our regular features in the August issue of the Maintenance Journal is the
Survey of Providers of Condition Monitoring Equipment and Services. The responses
to this year’s survey once again illustrate the ever increasing range of condition
monitoring techniques and services that are available. Condition Monitoring is a
fascinating area - the “big boys toys” of maintenance. The CM survey and the
Maintenance News section of this issue have information on some of the latest CM
equipment. One obvious trend is the increasing use of Wireless and Internet
transmission of Condition Monitoring data/images. One of the news items describes
the use of a “video-streaming” system for visual inspections of a power station chimney
in Australia that is viewed live by the “chimney expert” in his UK office.
In addition to the CM Survey we have 10 articles on a wide range of topics. I
particularly recommend the article on Managing Human Error in Maintenance by
Sandy Dunn. We can have the best tools, best condition monitoring equipment and
the best computerised maintenance management systems but without adequate
consideration and management of human errors then both we and our equipment
will fail.
The Maintenance Crisis Song
Just as we were finalizing this issue of the MJ I received an eMail from Joel Leonard
which provided a download of a great maintenance song. The song has been created
by Joel at the Impact Learning Centre. You have to download this unique
“Maintenance Crisis Song” from www.mpactlearning.com
SURVEY FEATURE
in the October
2004 issue
Survey of
Special Maintenance
Applications Software
The SMAS survey provides a listing
and details of Maintenance software
products such as for RCM, Failure
Analysis. FMEA, LCC, Simulation,
PM Optimisation, Weibull Analysis,
Parts Optimisation, Plant Replacement
software, etc.
If your organisation wishes to be
included in the SMAS survey for 2004,
and have not yet responded you must
immediately obtain the survey form from:
mail@maintenancejournal.com

7
How To Construct A Good Maintenance Plan
How To Construct A
Good Maintenance
Plan
Dave Porrill
Maintenance and Reliability Leader
Eli Lilly and Company
(First published in the Maintenance + Asset Management Journal,
Published by Conference Communications)
THE ESSENTIAL
FOUNDATION
The key to effective maintenance planning
and scheduling is to start with good
information. It is important to ensure that the
content of the maintenance programmes is of
a high standard in order to produce a
meaningful and effective maintenance plan.
The preventive or predictive maintenance
tasks and checklists must have been
developed via a thorough, analytically sound,
p rocess. There are many techniques for
facilitating this, RCM2 for example. The key
lies in not only having a good plan, but more
i m p o rt a n t l y, in having good content in the
maintenance programmes, for if this is the
case the planning is easy. This is the essential
foundation.
Having a well-constructed maintenance
p l a n will be of little benefit to the org a n i s a t i o n
if the c o n t e n t is poor. The CMMS is, and will
always remain, no more than a tool with which
to plan, monitor and measure the maintenance
work. If the data are trashy the plan alone, no
matter how good it may be, will not result in
reliable equipment.
The following are some points to consider
when constructing a preventive maintenance
programme.
• Preventive maintenance tasks must -
- be aimed at the failure process,
- be specific,
- include specifications or tolerances.
• W h e rever possible, aim for predictive rather
than preventive tasks -
- measure or check for conditions
against a standard,
- report the results,
- create a follow-on task to repair or
replace at the next opportunity.
• ‘Check and replace if necessary’ tasks
destroy planned times.
• Frequencies and estimated times for
each task must be accurate and
meaningful.
• Try wherever possible to only plan
shutdown time for ‘non-running’ tasks.
Keep ‘running’ tasks to be done during
periods of normal production. Structure
the maintenance programme to allow for
this.
REQUIRED OUTPUTS FROM
THE CMMS
Each organisation will have its own
specific re q u i rements re g a rding the desire d
outputs from their CMMS. A few of these are
listed below.
A regular (weekly) work pack for each team
- work orders / checklists,
- summary sheet / schedule of work.
Reports
- backlog / overdue work list (short term),
- details of work completed -
• labour / spares usage / costs,
• equipment with high maintenance
requirements,
• equipment with high or low reliability,
• people / planning metrics,
- forecast of work to be done (medium /
long term) -
• to predict requirements for production
downtime,
• to predict future labour requirements,
- forecast of future spares requirements
(for preventive ‘replacement’ tasks).
In our organisation we have achieved
significant success and benefit in several of
the areas listed above, especially concerning
Abstract
The relationship between shortterm
maintenance scheduling and
longterm planning is a subject
frequently misunderstood. The
efficient maintenance organisation
recognises the importance and
value of embracing both of these
concepts in order to ensure the
effective and streamlined
implementation of the site's
maintenance routines. A longrange
forecast of the planned
maintenance workload provides
visibility, to the Production
department, of future equipment
maintenance requirements. By
illustrating the balance between
total forecasted workload and
manpower availability the
combination of CMMS data, capital
project demands and craftsmen
numbers forms a vital component of
the resource planning activity for
the maintenance teams. Some of
these essential requirements -
combined in a simple yet
comprehensive package in order to
create a harmonious blend of
maintenance planning and
forecasting tools for the modern
maintenance manager - are
reviewed. The techniques
discussed are based on the author's
fifteen years of maintenance
experience in the brewing and
pharmaceutical industries, both in
the UK and abroad.

maintenance planning and scheduling. A few of these areas have
been selected to explore further, viz.
(i) Short-term scheduling of planned maintenance work.
(ii) Long-range forecasting of anticipated maintenance hours.
(iii) Smoothing the preventive maintenance workload.
(iv) Long-range forecasting of anticipated labour
requirements.
Most often, a CMMS will only produce re p o rt data in text or
numerical format. However, because engineers like to see things in a
graphical or pictorial representation it may be necessary to combine
the use of the CMMS with another package that has graphics
capability, such as a spreadsheet. The following descriptions rely on
the fact that our CMMS (Maximo) has the facility to produce a ‘flat
file’ (tab-delimited text file) from a re p o rt, which can then be import e d
into a spreadsheet and manipulated further.
If possible, it would be preferable to retain all the raw data within
the CMMS and simply produce all the graphs and re p o rts from that
e n v i ronment. Two obstacles to this approach are immediately
apparent, viz
(i) Very few CMMS packages have graphical capability.
(ii) Very few CMMS packages will capture or provide the full
spectrum of data that may be required to construct the
desired selection of graphs.
The alternative solution, there f o re, is to copy the re q u i red selection
of data from the CMMS to the spreadsheet environment and to
c o n s t ruct the graphs from there. In such a case it is preferable to
transfer as much of the data as possible in electronic form via flat files
and to expose it to the minimum amount of manual manipulation. This
will keep the process simple as well as ensuring accuracy of data by
minimising the chances of introducing manual errors.
It is well recognised in modern maintenance circles that there is
g reat value in planning the maintenance workload at a macro level
over a long-term horizon as well as at a detailed level over a short
horizon. These two activities serve significantly diff e rent purposes, as
will now be explained.
How To Construct A Good Maintenance Plan
SHORT-TERM SCHEDULING OF PLANNED
MAINTENANCE WORK
In Maximo, regular work orders are created automatically every
night from the work order templates in the PM Master table. These
f resh work orders are generated typically thirty days prior to the targ e t
s t a rt date specified on the PM. Other work orders are also cre a t e d
manually by the system users, such as craftsmen and engineers. All
these work orders need to be prioritised according to the import a n c e
and urgency of the tasks, and they need to be planned into the weekly
workload of the maintenance crews to ensure that a well balanced
selection of work is assigned to each crew without them becoming
overloaded.
An example layout of the weekly maintenance work schedule is
shown in Figure 1.
Ty p i c a l l y, when compiling the weekly schedule it will be necessary to -
- identify the scope of the work on each work order,
- identify the timing and duration of the tasks,
- ensure that the equipment will be available at the required time
(ie liaise with the production schedulers),
- confirm that there will be sufficient craftsmen available of the
required trades to carry out the work,
- confirm that all the required spare parts will be available at the
required time,
- ensure that any special tool requirements are identified and
available,
- confirm that any third party needed to be involved (eg a
specialist contractor) is notified and available,
- verify that the required risk assessments have been carried out
for each activity,
- ensure that participants have been adequately trained on all
aspects of the work that they will be conducting, including any
potential impact on production,
- confirm, if necessary, that there will be no adverse regulatory or
legislative impact resulting from the maintenance activity,
8

9
How To Construct A Good Maintenance Plan
- compile the balanced work packs for each team in such a way
that all craftsmen, have enough work to keep them comfortably
busy but without causing them to become overloaded with an
unachievable workload.
Remember: Conformance to the planned work schedule is a
measure of maintenance planning effectiveness.
LONG-RANGE FORECASTING OF
ANTICIPATED MAINTENANCE HOURS
Some sites enjoy the luxury of having regular, fixed, maintenance
windows built into the production plans. For example, it could be
a g reed that every Tuesday morning Production Unit 1 will stop
p roduction and the equipment will be made available to the
maintenance crew for six hours. During this six-hour window, the cre w
has the opportunity to assign as many re s o u rces as re q u i red to
complete all the planned maintenance activities in that work centre.
T h e re a f t e r, the system is handed back to the production team until the
next week. Where this may be the normal routine, there is little benefit
in producing a long range forecast of preventive maintenance hours
for that work centre.
In many cases however, there is no such regular routine in place.
O p p o rtunities for the maintenance teams to conduct planned
maintenance need to be negotiated and agreed with the production
teams on an ‘as needed’ basis. Unfort u n a t e l y, this is very often
reduced to the maintenance department begging for access to the
equipment. Furt h e rm o re, this plea is often met with the unsympathetic
response from the production teams that they have to run the
equipment in order to meet their targets and they there f o re cannot
afford to release it.
The generation of a long-range maintenance plan that shows the
number of hours of preventive maintenance work to be done in each
work centre over an 18 to 24-month horizon is a valuable tool for
illustrating to the production teams that there is a need to conduct
this preventive maintenance. The plan will also give the pro d u c t i o n
schedulers visibility of the amount of time that is re q u i red for this
maintenance so that they can proactively plan to release the
equipment for those periods. This makes the job of planning the
maintenance activities so much simpler.
The nature of my own company’s production environment makes it
d i fficult to implement a re g u l a r, fixed, pattern of maintenance windows
as described above. For this reason we produce a long-range
maintenance plan to give the production teams as much advance
w a rning as possible of the anticipated maintenance re q u i rements. This
plan shows the forecasted maintenance hours for each operating unit,
by craft type, in weekly chunks over a 24-month horizon.
Table1 illustrates what the structure of a longrange maintenance
plan might look like.
A flat file is created from the master data table in Maximo which
contains details of all the maintenance tasks and checklists with their
corresponding equipment details, duration, frequencies, crafts, next
due dates etc. This information is imported into a spreadsheet, which
uses a series of filters and formulae to produce the long-range plan.
Based on this re p o rt, the production planners make allowances in
the production calendars well in advance, so that the equipment will
be available for maintenance. This allowance is initially made at a
m a c ro level. The exact dates and times for maintenance will be agre e d
in the week or two before it falls due.
SMOOTHING THE WORKLOAD
The above arrangement of the information can also be used to help
smooth the workload across the weeks by adjusting the due dates of
the maintenance tasks in the CMMS.
A more robust approach, however, is to base the spread of PM
activities on the groupings of tasks arising from your RCM-style
analysis. After analysing all the maintenance re q u i rements for your
equipment system, these individual tasks would be grouped together
to create the checklists, based on common criteria for -
• craft,
• frequency,
• safety / non-safety tasks,
• running / non-running checks, and so on.

11
How To Construct A Good Maintenance Plan
Figure 2 illustrates how it is possible to arrange the occurrence of
the PM work orders in such a way as to create the smoothest possible
flow of regular preventive maintenance work, while still leaving
enough time to carry out those ‘follow-on’ corrective maintenance
tasks that were identified from conducting the preventive/ predictive
checks during the previous maintenance stop.
It is important to notice that just because two checklists may have
the same frequency it is not necessary to schedule them to be done
at the same time. Sometimes of course, it does make practical sense
to schedule PMs for the same day, but don’t assume that this is always
t rue. As a general rule, in an automated or continuous pro c e s s
production environment the total amount of work on one checklist or
work planned for one maintenance period should not exceed 80% of
the total time available.
LONG-RANGE FORECASTING OF
ANTICIPATED LABOUR REQUIREMENTS
The previous sections described how we identify the anticipated
number of maintenance hours in a production area. This next section
explains our approach to verifying that we have sufficient manpower
available to carry out all the work.
In order to ensure that each team on site has adequate craftsman
re s o u rces available to cover all the work that will arise in their are a s ,
we produce a long-range ‘workload vs manpower’ f o recast. This
amounts to a graph that compares the hours of work to be done each
month with the corresponding man-hours of labour available. A graph
is constructed for each craft within each workshop team, and
spanning the next 24-month horizon.
If the long-term prediction shows that the level of maintenance
activity is about to increase beyond the level that can be
accomplished with the existing resources, this advance warning will
ensure that there will be sufficient time to recruit and train additional
re s o u rces before the situation goes out of control. Similarly, a
d e c rease in the predicted level of maintenance activity will give
sufficient advance visibility of the opportunity to re-assign craftsmen
to other teams or activities. This pro-active approach will lead to
improved manpower utilisation and less panic.
Listed below are some of the categories of data that are used to
construct the graphs -
• Workload (ie everything that will occupy the craftsmen’s time)
- preventive maintenance hours from the CMMS,
- breakdown allowance,
- corrective / follow-on work / resultsbased tasks,
- project work -
- ad-hoc hours for each forthcoming project activity
independently,
- allowances for meetings, training etc.
• Manpower (ie net man-hours available) -
- gross man-hours available in the crew,
- allowances for leave and sickness,
- additional allowance for overtime.
The sum of the workload hours for each month gives the workload
line; the sum of the manpower hours gives the labour capacity line
(see Figure 3). Where the workload exceeds the labour capacity, the
load must be smoothed, or additional re s o u rces may be re q u i red. The
p reventive maintenance hours from the CMMS are obtained from the
totals from the longrange maintenance plan described in the pre v i o u s
section. The allowances for breakdowns, corrective work etc are
calculated as a rolling twelve-month average of the demonstrated
actual data from the CMMS. Data for other allowances may be
sourced from elsewhere if not contained in the CMMS.
THE RESULTS
We produce a series of graphs for each production team, showing
various maintenance metrics. The purpose of maintenance measure s
should be to monitor the health of the maintenance org a n i s a t i o n .
W h e re everything is in control, the metrics will reflect the success
that has been achieved. Conversely, they should also be used to
highlight problem areas and irregularities in order to drive the desire d
behaviours or areas for improvement. The examples in Figure 4
illustrate the benefits that we have realised on our site of having a
well-functioning maintenance organisation.

How To Construct A Good Maintenance Plan
12

13
Manageing Human Error in Maintenance
Managing Human
Error in Maintenance
By Sandy Dunn
Director, Assetivity Pty Ltd
Summary
N u m e rous re s e a rch studies have shown that over 50% of all
equipment fails pre m a t u rely after maintenance work has been
p e rf o rmed on it. In the most embarrassing cases, the maintenance work
p e rf o rmed was intended to prevent the very failures that occurre d .
Building on the latest academic re s e a rch, and based on practical
experience, this paper outlines the key things that maintenance
managers can do to reduce or eliminate the impact of human error in
maintenance. The key points that will be covered include:
• Human error is inevitable - we ignore it at our peril
• The role of an optimum PM program in minimising the impact of
human error
• Maintenance Quality Management - essential elements for
managing maintenance error
• Writing effective maintenance task instructions to minimise the
possibility of human error in maintenance
Introduction
In their ground-breaking work that led to the establishment of the
technique that we now know as Reliability Centred Maintenance,
Nowlan and Heap 1 found, when analysing the failures of hundreds of
mechanical, structural and electrical aircraft components, that these
Figure 1
failures occurred with 6 distinct patterns, as illustrated in Figure 1.
The interesting finding, in the context of this paper, is that more
than two-thirds of all component types included early-life failure. It
has been estimated that maintenance errors ranked second to only
c o n t rolled flight into terrain accidents in causing onboard airc r a f t
fatalities between 1982 and 1991 (despite the application of RCM
techniques in the airline industry during this period) 2 .
A study of coal-fired power stations indicated that 56% of forced
outages occur less than a week after a planned or maintenance
shutdown 3 .
Other studies have been conducted which confirm these findings,
but, until recently, there has been little research performed that has
investigated the reasons for this. Several plausible theories have been
proposed - possible explanations that I have heard include:
• “Human Error” - the repair/replace task was not successfully
completed due to a lack of knowledge or skill on the part of the
person performing the repair.
• “System Error” - the equipment was returned to service after
high-risk maintenance tasks without the repair having been
properly inspected/tested.
• “Design Error” - the capability of the component being replaced
is too close to the performance expected of it, and therefore
lower capability (quality) parts fail during periods of high
performance demand. The remaining higher capability (quality)
parts are capable of withstanding all performance demands
placed on it. This could be envisaged in Figure 2:
• “Parts Error” - the incorrect part or an inferior quality part has
been supplied.
Figure 2
More recently, James Reason 4 has compiled a table summarising
the results of three surveys - two perf o rmed by the Institute of Nuclear
Power Operations (INPO) in the USA, and one by the Central Researc h
Institute for the Electrical Power Industry (CRIEPI) in Japan. In all
t h ree of these studies, more than half of all identified perf o rm a n c e
problems were associated with maintenance, calibration and testing
activities. In comparison, on average only 16% of problems occurre d
while these power stations were operating under normal conditions.
Reason also quoted the results of a Boeing Study 5 which indicated
that the top seven causes of inflight engine shutdowns (IFSDs) in
Boeing aircraft were as follows:

• Incomplete installation (33%)
• Damaged on installation (14.5%)
• Improper installation (11%)
• Equipment not installed or missing (11%)
• Foreign Object Damage (6.5%)
• Improper fault isolation, inspection, test (6%)
• Equipment not activated or deactivated (4%)
We can see from this, that only one of these causes was unre l a t e d
to maintenance activities, and that maintenance activities contributed
to at least 80% of all IFSDs.
If poor quality maintenance causes so many incidents in highly
regulated and hazardous industries such as Nuclear Power
Generation and Civil Aviation, what pro p o rtion of failures may be
being caused by Maintenance within your organisation?
What are the outcomes of maintenance-induced failures? Clearly,
depending on the industry in which you operate, there are potentially
significant safety and environmental risks. There is a long list of
c a t a s t rophic failures in which, the inadequate perf o rmance of a
maintenance task played a significant role. Some of these include:
• Flixborough
• Three Mile Island
• Piper Alpha
• American Airlines Flight 191
• Bhopal
• Japan Airlines Flight 123
• Clapham Junction
• Etc. etc.
But besides the obvious safety risks, perhaps the bigger
consequences are economic. General Electric has estimated that
each in-flight engine shutdown costs airlines in the region of
US$500,000. What could maintenance-induced failures be costing
your organisation?
C l e a r l y, we need to do something to reduce the number of
equipment failures that are being caused, not prevented, by
maintenance. This paper suggests that the most appro p r i a t e
approach is:
• Admit that human error is inevitable (even in Maintenance!) and
design our systems and processes around this inevitability
• Use appropriate tools to ensure that we are not unnecessarily
over-maintaining plant and equipment (and therefore increasing
the risk associated with the fact that this work may not be
performed correctly), and
• Work to improve the quality with which maintenance activities
are performed - including error-proofing where possible.
Human Error is Inevitable
Think of the traditional engineering approach to dealing with
maintenance error, and most engineers tend to think along two lines
- either discipline/counsel/train the individual(s) involved, and/or write
a new pro c e d u re/work instruction to make sure that it doesn't happen
again. Unfort u n a t e l y, recent re s e a rch and experience by Behavioural
Psychologists indicates that neither of these approaches are likely to
be successful in eliminating maintenance error.
Work by Reason and Hobbs 6 explains why maintenance activities
can be particularly error-provoking. In particular, it argues the futility
of trying to change the human condition, when a more effective way
of managing maintenance error is to treat errors as a norm a l ,
expected, and foreseeable aspect of maintenance work, and
t h e re f o re, manage maintenance error by changing the conditions
under which that work is carried out.
Reason and Hobbs identified a number of physiological and
psychological factors which contribute to the inevitability of human
error. These include:
• Differences between the capabilities of our long-term memory
Manageing Human Error in Maintenance
and our conscious workspace. In particular, what we call
“attention” is closely linked with the activities of the conscious
workspace, and the conscious workspace has extremely limited
capabilities including:
˚ Attention is an extremely limited commodity - if it is drawn to
one thing, then it is, by necessity, withdrawn from other
competing concerns
˚ These capacity limits give attention its selective properties -
we can only attend to a very small proportion of the total
available sensory data we receive
˚ Unrelated matters can capture attention - such as
preoccupation with other sensory or emotional demands
˚ Attentional focus (concentration) is hard to maintain for any
more than a few seconds
˚ The ability to concentrate depends strongly on the intrinsic
capability of the current object of attention
˚ The more skilled or habitual our actions, the less attention they
demand
˚ Correct performance requires the right balance of attention,
neither too much or too little.
• The Vigilance Decrement - it is more common for inspectors to
miss obvious faults the longer that they have been performing
the inspection. This is particularly the case when the number of
“hits” is few and far between.
• The impact of fatigue - this could be due to:
˚ Time of day effects - our daily rhythms ensure that we are
more likely to commit errors in the small hours of the morning
˚ Stresses - physical, social, drugs, pace of work, personal
factors
• The level of arousal - too much or too little arousal impairs work
performance
• Biases in thinking and decision making. There is no such thing
as “common sense”. In particular we are subject to:
˚ Confirmation Bias - where we seek information that confirms
our initial (and often incorrect) diagnosis of a problem
˚ Emotional Decision Making - if a situation keeps frustrating us,
then we tend to move into “aggressive” mode, but this often
clouds our better judgement
As a result of these contributing factors, the types of errors that
occur most often in Maintenance include:
• Recognition failures - these include
˚ Misidentification of objects, signals and messages, and
˚ Non-detection of problem states
• Memory failures - this includes:
˚ Input failure - insufficient attention is paid to the to-beremembered
item. This in turn can include:
• Losing our place in a series of actions
• The “time-gap” experience
˚ Storage failure - remembered material decays or suffers
interference. Most common in maintenance is the problem of
forgetting the intention to do something
˚ Output failure - things we know cannot be recalled at the
required time - the “what’s his name?” experience
˚ Omissions following interruptions - we rejoin a sequence of
actions having omitted certain required steps
˚ Premature exits - we terminate a job before all the actions are
complete
• Skill-based slips. Generally associated with “automatic”
routines, these can include:
˚ Branching errors - such as intending to drive to the golf course
on a weekend, but missing the turnoff, and continuing on
towards the office as you would every other day of the week
˚ Overshoot errors - intending to stop at the shops on the way
home, but forgetting and continuing home without stopping
14

15
Manageing Human Error in Maintenance
• Rule-based Mistakes. Most maintenance work is highly
proceduralised, and consist of many “rules”. These can be
formally written, or exist only in peoples’ heads. Typical rulebased
errors include:
˚ Misapplying a good rule - using a rule in a situation where it is
not appropriate
˚ Applying a bad rule - the rule may get the job done in certain
situations, but can have unwanted consequences. This is most
common when people pick up others’ “bad habits”.
• Knowledge-based errors. Generally the situation when someone
is performing an unusual task for the first time. These need not
necessarily be committed by inexperienced personnel.
• Violations - deliberate acts which violate procedures. These can
be:
˚ Routine violations - committed in order to avoid unnecessary
effort, get the job done quickly, to demonstrate skill, or avoid
what is seen as an unnecessarily laborious procedure
˚ Thrill-seeking violations - often committed in order to avoid
boredom, or win peer praise
˚ Situational violations - those committed because it is not
possible to get the job done if procedures are strictly adhered
to.
Think of your own situation - have you never committed an error?
For most of us, the consequences of our past errors are re l a t i v e l y
minor - but that is largely due to luck, and the situation that we were
in at the time. The traditional approach to dealing with human error
- counselling and/or writing a pro c e d u re - cannot possibly eff e c t i v e l y
deal with all of the types of errors listed above. We need a more
holistic approach for managing maintenance erro r, and assuring
Maintenance Quality.
Avoid Unnecessary “Preventive”
Maintenance
Given the statistics mentioned earlier from Nowlan and Heap’s
work, and others, it is clear that over-maintaining equipment not only
is a waste of time and money, but it also increases the risk of safety
and environmental incidents, as well as potentially causing expensive,
and unnecessary failures.
Techniques based on the application of Reliability Centre d
Maintenance principles, such as the PMO2000 approach support e d
by Assetivity, are an extremely effective way of weeding out this
Only 7% of
previous
maintenance
was effective!
9%
9%
1%
25%
7%
Changes to Tasks
Figure 3
49%
Nearly half of the
maintenance was
a waste of time!
Delete
Extend Interval
From HT to CM
From Mech to Operations
New Task
Use As Is
Total number of tasks = 458
u n n e c e s s a ry maintenance, and streamlining and optimising equipment
PM programs.
Our analysis of PM programs in place at our clients has indicated
that in almost all organisations there is a huge amount of unnecessary
routine maintenance being perf o rmed. In some situations, fewer than
10% of the existing PM tasks were optimal, and it is not unusual for
us to identify that as much as half of the routine maintenance activities
w e re a complete waste of time. The starting point in eliminating
u n n e c e s s a ry routine maintenance lies in ensuring that the need for
all these routine maintenance tasks is defensibly justified. This is the
objective of the PMO2000 process.
The PMO2000 process, delivered by Assetivity, under license fro m
OMCS, has nine steps.
Step 1 Task Compilation
PM Optimisation starts by collecting or documenting the existing
maintenance program (formal or informal) and loading it into a
database via a spreadsheet. It is important to realise that maintenance
is performed by a wide cross section of people including operators.
Computerised
Maintenance
Management
Systems
Contractor
Schedules
Vendor
Maintenance
Manuals
Operator Rounds
Standard
Operating
Procedures
Figure 4
Condition
Monitoring Rounds
Memory And
Tradition
Lubrication Rounds
Step 2 Failure Mode Analysis (FMA)
Step 2 involves people from the shop floor working in cro s s - f u n c t i o n a l
teams identifying what failure mode(s) each maintenance task (or
inspection) is meant to address.
Step 3 Rationalisation and FMA Review
G rouping the data by failure mode, task duplication is identified.
Additional failure modes are added by reviewing failure history.
Step 4 Functional Analysis (Optional)
The functions associated with each failure mode can be identified in
this step.
Step 5 Consequence Evaluation
Each failure mode is analysed to determine the nature of the
consequences if it was to occur while the equipment was in service.
Step 6 Maintenance Policy Determination
A stru c t u red decision making process is used, using Reliability
C e n t red Maintenance (RCM) principles, to determine the pre f e rre d
task for each failure mode.
Step 7 Grouping and Review
The most efficient and effective method for grouping maintenance
tasks, given local production factors and other constraints, is
determined.
Step 8 Approval and Implementation
Implementation is the step that is most time consuming and most likely
to face difficulties.
Step 9 Living Program
The PM program is consolidated and the plant is brought under
control.
We would strongly suggest that, if you have not already done so,
a critical review of your PM program, using an approach such as
PMO2000, is an essential first step to managing the impact of human
error in maintenance.
Maintenance Quality Management - Key
Principles
Following Reason and Hobbs 7 , the following are the principles that
a Maintenance Quality Management system must embrace:
• Human error is both universal and inevitable. Human error is
not a moral issue - making them is as much a part of human life
as eating and breathing
• Errors are not intrinsically bad. Success and failure spring from
the same roots. We are error-guided creatures. Errors mark the

oundaries of the path to successful action
• You cannot change the human condition, but you can change
the conditions in which humans work. There are two parts to
an error - a mental state and a situation. We have limited
control over people’s mental states, but we can control the
situations in which they have to work.
• The best people can make the worst mistakes. No one is
immune to error - if only a few people were responsible for most
of the errors, then the solution would be simple, but some of the
worst mistakes are made by the most experienced people.
• People cannot easily avoid those actions they did not intend to
commit. Blame and punishment is not appropriate when peoples’
intentions were good, but their actions did not go as planned.
This does not mean, however, that people should not be
accountable for their actions, and be given the opportunity to
learn from their mistakes.
• Errors are consequences, rather than causes. Errors are the
product of a chain of actions and conditions which involve
people, teams, tasks, workplace and organisational factors.
Discovering a human error is the beginning of the search for
causes, not the end.
• Many errors fall into recurrent patterns. More than half of
maintenance errors are recognised as having happened before -
often many times. Targeting these recurrent errors is the most
effective way of addressing human error issues.
• Safety-significant errors can occur at all levels in the system.
Indeed, the higher in an organisation that an error is made, the
more significant the consequences.
• Error Management is all about managing the manageable.
Situations are manageable - human nature, in its broadest
sense, is not.
• Maintenance Quality Management is about making good people
excellent. Maintenance Quality Management is not about
making a few error-prone people better - rather it is a way of
making the larger proportion of well-trained and motivated
people excellent
• There is no one best way. Different Maintenance Quality
Management methods will apply in different situations, and in
different organisations.
• Effective Maintenance Quality Management aims at Continuous
Reform rather than Local Fixes. The temptation is to resolve
errors one at a time, as they arise, but as errors tend to be
systemic in nature, a more appropriate method is to deal with
human error systematically, and continuously.
T h e re are a number of Maintenance Quality Management tools
that can be applied. The exact combination of these that is most
appropriate for any organisation varies, but they could include:
Person Measures
P rovide training in erro r- p rovoking factors. Training maintenance
personnel in order to give them an understanding and awareness of
the factors and situations that may lead them to be more error-prone
is a starting point in successfully addressing human erro r. They should
understand such factors as the limitations of human perf o rmance, the
limitations of short term memory, the impact of fatigue, the impact of
i n t e rruptions, the impact of pre s s u re and stress, the types of erro r s
that they can make, and the situations in which these errors are most
likely to arise. Once maintainers are aware of their own limitations,
then they can start to detect the warning signals that indicate a higher
risk of an error being made, and can take steps to avoid this fro m
happening.
Implement measures to reduce the number of deliberate
violations. Traditional approaches to the avoidance of violations tend
to focus on scaring people into compliance. This may have its place,
but an additional, effective approach is to create a social enviro n m e n t
within the workplace where deliberate violations bring disappro v a l
f rom within peoples’ peer groups. There are a number of appro a c h e s
Manageing Human Error in Maintenance
that are being tried, both within and external to the workplace, which
appear to be successfully creating this social environment, but
overnight success stories are rare.
Encourage mental rehearsal of tasks before they are performed.
T h e re is significant evidence to suggest that achieving the right
d e g ree of mental readiness for a task before it begins has a significant
positive impact on the quality and reliability with which this task is
p e rf o rmed. This is based on studies of surgeons and Olympic athletes 8
C o n t rol Distractions. Anticipating the distractions that are likely
to occur, and developing a strategy for dealing with them before they
occur is most likely to enhance the quality of task performance.
Avoid Place-Losing Errors. T h rough such techniques as insert i n g
place-markers at appropriate points in the procedure.
Team Measures
Provide teamwork training. Significant accidents have occurred
as a result of poorly functioning teams. Most notable of these was
an aircraft accident involving a KLM and PanAm 747s at Te n e r i f e ,
which resulted in the loss of more than 500 lives. Effective teamwork
training will focus on:
• Communication skills
• Crew development and leadership skills
• Workload management, and
• Technical proficiency
Workplace and Task Measures
Ensure that personnel only perform tasks when they are properly
trained, skilled and qualified. It goes without saying that quality work
practices can only be put in place when maintenance personnel have
the requisite technical skills and capabilities required to perform the
work that is allocated to them.
Fatigue Management. Ensure that a well-designed shift roster is
in place which minimises the impact of fatigue. Ensure also, that there
are adequate controls in place for managing overtime work
Assign tasks appro p r i a t e l y. T h e re is evidence to suggest that
t h e re is a link between the frequency with which a task is perf o rm e d ,
and the likelihood that the task will be perf o rmed corre c t l y. Both
infrequently performed, and very frequently performed tasks tend to
be those at greatest risk of human erro r. Infrequently perf o rmed tasks
a re generally more at risk because of the lack of experience of the
person perf o rming the task, while on very frequently perf o rmed tasks
fall victim to skill-based slips and lapses, as the person perf o rm i n g
the work operates on “auto-pilot”. Intelligent allocation of work to
individuals takes this into account, and can assist in minimising human
error.
E n s u re that equipment, and tasks, are properly designed. In ord e r
to minimise the likelihood of error in perf o rming maintenance tasks,
the equipment should be designed for maintainability. This should
include consideration of such factors as:
• Easy access to components
• Components that are functionally related should be grouped
together
• Components should be clearly labelled
• There should be minimal requirement for special tools
• It should not be necessary to perform high-precision work in the
field
• Equipment should be designed to permit easy fault diagnosis
Enforce good housekeeping standards. Housekeeping practices
are a good indicator of attitudes and culture relating to quality. The
c o rrect standards are those that avoid dangerous slovenliness,
without resorting to anally-retentive cleanliness.
E n s u re Spare Parts and Tools are managed well. M a i n t e n a n c e
cannot perf o rm high quality work if the parts and tools that they need
are not available when required. This leads to potentially dangerous
short-cuts and workarounds being put in place. An important aspect
of Maintenance Quality Management is ensuring that To o l
16

17
Manageing Human Error in Maintenance
Management and Spare Parts Management processes and practices
support the achievement of high quality work.
Write, and Use, Effective Maintenance Work Instru c t i o n s .
Omission of necessary steps is the most common form of maintenance
error. Some estimates suggest that omissions account for more than
half of all human factors problems in maintenance. The development,
and use, of effective maintenance work instructions is an import a n t
tool in managing these types of errors, and will be discussed in more
detail in a later section of this paper.
Organisational Measures
Put in place effective processes for analysing, and learning fro m ,
past failures. It is vitally important that any significant failures should
be investigated using an effective Root Cause Analysis process. This
Root Cause Analysis process, to be effective should fully investigate
all of the contributing causes to the failure, whether these be physical
causes, human causes, or organisational causes. The most eff e c t i v e
solutions to preventing these failures from happening again, will be
those that deal effectively with the organisational causes of failures.
H o w e v e r, in order to effectively analyse those failures that are
o c c u rring as a result of human failures, it is also necessary to
engender a “Reporting Culture” within the organisation - where all
f a i l u res, no matter how seemingly insignificant, are re p o rted. This, in
t u rn, particularly when we are dealing with human errors, re q u i re s
the development of a high level of trust between management and
those at lower levels in the organisation. People must not feel that
re p o rting human failures is likely to lead to adverse personal
consequences. Those who have re s e a rched so-called “High
Reliability Organisations” (HROs) have noted that high levels of failure
reporting is a significant feature of those organisations 9 .
Put in place proactive processes for assessing the risk of future
maintenance errors. Avoiding the re c u rrence of past failures is an
admirable, but insufficient, goal for those seeking to achieve high
quality maintenance outcomes. One possible proactive method that
could be employed to proactively manage Maintenance Quality is to
p e rf o rm a risk assessment of maintenance activities, in order to
assess whether the likelihood of human error is high. Possible areas
that could be assessed in this risk assessment would include:
• The knowledge, skills and experience of maintenance personnel
at all levels
• Employee morale
• The availability of tools, equipment and parts to perform
maintenance tasks
• Workforce fatigue, stress and time pressures
• Shift rosters
• The adequacy of maintenance procedures and work instructions
One example of a risk assessment process that is used in the
aviation industry is Managing Engineering Safety Health (MESH)
which was developed initially by British Airways in the early 1990s,
and has been further developed and adapted bu Singapore Airlines 10
In addition, more specific review and assessment of error detection
and containment defences can be perf o rmed. This could ask
questions such as:
• Are there adequate processes in place for independent
inspection of high-risk tasks?
• Are functional tests and checks ever omitted or abbreviated, for
any reason?
• Have tasks ever been signed off as completed, when this was
subsequently found not to be the case?
• After maintenance, is equipment adequately tested before being
returned to service?
U l t i m a t e l y, even putting both proactive and reactive measures in
place will not guarantee the absence of human erro r, but together,
these strengthen the org a n i s a t i o n ’s intrinsic resistance to human erro r.
Writing Effective Work Instructions
As previously mentioned, some estimates suggest that omissions
account for more than half of all human factors problems in
maintenance. The development, and use, of effective maintenance
work instructions is an important tool in managing these types of
errors, and so we will focus on this in this section of the paper.
What are the characteristics of a good Maintenance Wo r k
Instruction? Briefly, good work instructions:
• Are written with the person who is going to read the instruction
in mind. This sounds obvious, but in practice is not always so
easy. We know that the person who is going to be performing
the task is a qualified tradesperson, but we generally do not
know the specific individual who will be doing the work, and
their familiarity with the task. Do we write the work instruction
assuming that this tradesperson has never performed the task
before, do we assume that they are very familiar with the task,
or something in-between? To a certain extent, we need to know
more about the nature of the task. If it is a task that is rarely
performed, then it is probably safe to assume that the
tradesperson will be unfamiliar with the task. On the other hand,
if the task is frequently, and regularly performed (such as a
lubrication PM), then it is probably more likely that the person
who will be performing the work will be familiar with the task (or
be guided by someone who is).
• Group complex work instructions into phases, with each phase
consisting of many, related tasks. Remember that losing one’s
place in a sequence is a frequent human error. We can reduce
the likelihood of this happening by grouping logically related
tasks into phases. It is much easier to remember that I am at
Step 8 in Phase 4, rather than try to remember whether you were
at Step 48 or 49 in the entire sequence.
• Are written clearly, and use simple and consistent language.
Once again, remember the type of person that is going to read
the instruction. Use language that you are sure that he/she will
be familiar with. Be consistent in the use of terms - is inspecting
something the same as checking it? If not, then be sure that the
reader of the instruction understands the difference. If it is, then
use only one term, and not the other in order to avoid possible
confusion.
• Focus on the key risks that may prevent the job from being
performed safely and to the required quality standard. For
example, if there are certain dimensions that must be checked
and are critical to the subsequent operation of the machine,
make sure that these are highlighted so that the reader is aware
of this - and always make sure that the required dimension is
specified in the work instruction, and easily visible by the reader.
If certain steps MUST be performed in a specific order, and
there is a risk that they could be performed in a different order,
then make sure that this is communicated clearly and strongly to
the reader. Some other aspects of tasks that may represent
high risk are those that:
˚ Have been omitted or performed incorrectly in the past
˚ Are associated with assembly or installation (these tasks
represent a much greater risk than disassembly or removal
tasks)
˚ Involve routine and highly practised actions
˚ Are different in some way from previous practice
˚ Involve actions that are not required in other, very similar tasks
˚ If omitted, would not be detected at a later step in the
procedure
˚ Are liable to be subject to distractions or interruptions
˚ Are likely to be completed by a different person to the person
who commenced the task 11
• Are written in the first person, not the third, and use the active
voice, not the passive. “Press the test button and check that all
the lamps illuminate” is far preferable, and more easily

understood than “The test button is then pressed and operation
of all the lamps checked”
• Are written in both upper and lower case, not upper case only.
Research has determined that text that is written in both upper
and lower case is absorbed and understood 17% more quickly
than text that is written completely in capital letters 12 .
• Make appropriate use of pictures and graphics. Some things
are far more quickly and easily communicated with the use of a
diagram or a photo than in words. Make sure you make use of
these tools.
• Incorporate adequate independent inspections at key points in
the instruction. For particularly high risk tasks, it may be worth
ensuring that someone other than the person performing the
task verifies that the task has been performed correctly at an
appropriate breakpoint in the procedure.
• Incorporate appropriate, conspicuous reminders in order to
ensure that critical steps are not omitted. For example, pitot
tube covers for civil aviation aircraft, if not removed before flight,
can have fatal consequences. These covers are fitted,
therefore, with large, brightly covered “flags” that make it
obvious to anyone on the ground when the pitot tube cover is
fitted to the aircraft.
Conclusion
The impact of human error on maintenance quality and costs,
safety and equipment reliability is huge. Yet we are only just starting
to develop a better understanding of what causes error in
maintenance activities, and to develop better tools and techniques to
avoid or minimise the consequences of this erro r. This paper has
attempted to outline some of the latest re s e a rch findings, and pro v i d e
Improvement was happening…
Manageing Human Error in Maintenance
you with some ideas that you may find useful in addre s s i n g
maintenance error within your organisation.
Sandy Dunn. Director, Assetivity Pty Ltd
Email: sandy. d u n n @ a s s e t i v i t y.com.au Web: www. a s s e t i v i t y.com.au
References
1 Nowlan FS & Heap H - Reliability-centered Maintenance.
Springfield, Virginia: National Technical Information Service, US
Department of Commerce, 1978.
2 Davis RA - Human Factors in the Global Marketplace - Keynote
address, Annual Meeting of the Human Factors and Ergonomics
Society, Seattle, 12 October 1993
3 Smith A - Reliability Centered Maintenance - Boston, McGraw Hill, 1992
4 Reason J - Managing the Risks of Organizational Accidents -
Ashgate Publishing, 1997
5 Boeing - Maintenance Error Decision Aid, Seattle: Boeing
Commercial Airplane Group, 1994
6 Reason J & Hobbs A - Managing Maintenance Error, Ashgate
Publishing, 2003
7 Reason J & Hobbs A - Managing Maintenance Error, Ashgate
Publishing, 2003
8 Orlick T - In Pursuit of Excellence - Ottowa, Zone of Excellence, 2000
9 See for example, Karl E.Weick & Kathleen M. Sutcliffe,
“Managing the Unexpected - Assuring High Performance in an
Age of Complexity”, Jossey-Bass, 2001
10See Reason J - Managing the Risks of Organizational Accidents
- Ashgate Publishing, 1997
11Based on Reason J & Hobbs A - Managing Maintenance Error,
Ashgate Publishing, 2003
12Reason J & Hobbs A - Managing Maintenance Error, Ashgate
Publishing, 2003
…at long last. After their initial PM Optimisation pilot
project had shown that less than 15% of their current PM
program was effective, Greg had quickly given approval for
wider scale implementation of the PMO process. Teams had
been formed to analyse the most critical equipment - the
items that had been causing production losses, callouts, and
endless fruitless arguments with Production.
But doing the analysis was one thing, actually implementing
the results was another. And the experience and involvement
of Assetivity had proved to be extremely valuable in this
area. Supported by the PMO2000 software, which kept track
of all the outstanding implementation activities, Assetivity
had helped to establish performance measures and
management processes that meant that the entire
organisation was now strongly focused on implementing the
results of the PMO analyses, and monitoring the results that had been achieved.
And the results were outstanding.
Overall Equipment Effectiveness had increased by 13% in just 20 weeks, and this was worth a lot of money in terms of
increased production. But more than that, the pressures that had been placed on the entire Maintenance department as a
result of low OEE and reliability were starting to be lifted. People were actually enjoying their work. Greg was pleased and
proud to have been part of this significant change.
More than just availability and reliability…
Assetivity Pty Ltd, Operations and Maintenance Consultants, PO Box 1315, Booragoon WA 6154, Ph (08) 9474 4044 Fax (08) 9474 4055
www.assetivity.com.au
18

19
CMMS Best Practices
CMMS Best Practices
By Terrence O'Hanlon, CMRP
www.reliabilityweb.com
tohanlon@reliabilityweb.com
(Figures in this article are copyright to Netexpress USA Inc.)
Introduction
A Computerized Maintenance Management System or CMMS is
designed to manage maintenance transactions the same way an
Accounting Information Management System manages financial
transactions. In the case of maintenance, the transactions are work
o rders instead of invoices. Inventory is the maintenance work
backlog and spare parts instead of the raw material used in
manufacturing.
Accurate information is critical to making decisions that ensure
the reliable operation of equipment. Developing strategies and tactics
for ensuring equipment function can be made easier with accurate
maintenance transaction details. Summary re p o rts allow
maintenance managers to spot troublemakers; the “critical few”
t rouble spots that are causing the greatest problems. Planning and
scheduling jobs can also be more effective with a fully functional
CMMS. Although creating a proactive maintenance culture is possible
without a functional CMMS, it is very rare.
CMMS ROI
57% of recent survey responses re p o rted that the CMMS
implantation failed to generate the anticipated re t u rn on investment
(ROI). Only 20% characterized their CMMS implementation as
successful.
Figure 1. Did you generate the anticipated Return on Investment
(ROI) from your CMMS?
60%
50%
40%
30%
20%
10%
0%
No Yes N/A
57% 39% 4%
Many companies have been sorely disappointed with the results
of their CMMS implementations. In some instances, the complex
system capabilities and functions that can assist maintenance
management are rarely used. The advantages of leveraging
maintenance transaction information are often reduced by poor
CMMS work practices.
In an effort to uncover for CMMS some of the causes that reduce
the re t u rn on investment and affect the promised pro d u c t i v i t y
i n c reases, Reliabilityweb.com, Cmmscity.com and
Maintenancebenchmarking.com launched the largest independent
CMMS Benchmarking survey ever conducted, with responses fro m
over 600 participants from around the world.
Reliabilityweb.com (www. reliabilityweb.com) is the solution
oriented asset reliability web site for the plant maintenance
community with a member network of over 10,000 maintenance and
reliability professionals.
Tracking Maintenance Transactions
The survey found that only 20% of respondents track 100% of
maintenance and repair work in their CMMS. Tracking maintenance
and repair work creates accurate labor and materials cost
i n f o rmation. It also captures valuable preventive maintenance,
c o rrective maintenance and failure information that will be used to
develop optimized maintenance activity.
Figure 2. What percentage of maintenance/repair work is tracked
in the CMMS at your facility?
100%
20%
75%-95%
44%
No Response
1%
Under 25%
8%
25%-50%
12%
50%-75%
15%
Additionally, half of the survey participants reported that only 50%
of maintenance and repair spares were tracked in the CMMS.
Inaccurate information about spares on hand can cause an expensive
“over stock” situation or worse, not having a spare part available
when it is re q u i red. Maintenance and repair inventory can cost an
additional 25% of its value per year to carry. That is a real cost and
in today’s rapid delivery world, provides a significant opportunity for
maintenance operations to improve quickly. It is important to have
the right parts at the right time to ensure availability.
A CMMS cannot support enhanced maintenance pro d u c t i v i t y
without complete and accurate information. Imagine the chaos
c reated by a similar lack of detail in your company accounting
information system.

Figure 3. What percentage of maintenance spares inventory is
tracked in the CMMS at your facility?
35%
30%
25%
20%
15%
10%
5%
27%
9%
13%
Track 100% of your maintenance activity and 100% of maintenance
and repair spares in the CMMS to get the greatest return.
Required CMMS Functions
Some CMMS companies offer advanced functions that are out of
this world. These functions may seem impressive; however it is useful
to ask yourself if that function has any relationship with a curre n t
maintenance activity. Adding new activities while implementing a
CMMS may be an invitation for failure.
S u rvey participants highlighted 6 key functions that are “must
have” for any CMMS.
• Easy Work Order Management
• Planning Function
• Scheduling Function
• Budget/Cost Function
• Spares Management
• Key Performance Indicators (KPI)
These are common sense elements that are generally part of any
existing maintenance program. When asked how effective each of
these functions is handled with the current CMMS, less than 50%
characterized the perf o rmance as excellent. There seems to be larg e
disconnect between “must have” functions and their actual
implementation.
4 Keys for CMMS Success
Four key areas emerged to ensure CMMS success, that like the
“must have” elements seem obvious in terms of common sense but
often get lost in the complex CMMS bidding and acquisition process.
• Ease of use
• Management Support
• Low Learning Curve
• A Defined Maintenance Work Process
30%
19%
1%
0% Under 25%-50% 50%-75% 75%-95% 100% No
25% Response
Ease of use and a low learning curve speak to the fact that a
system will get more use if it does not require complex learning. It is
the job of management to support the CMMS and to communicate the
expectation that everyone involved will keep data accurate and
current.
CMMS Best Practices
If you suffer from poor maintenance work practices, a CMMS will
simply automate the process so disaster happens faster and with less
e ff o rt. Explore, improve and document maintenance work pro c e s s
before implementing a CMMS.
CMMS Paradox
• 61% Changed Their Maintenance Work Process to Fit the CMMS
• 64% Customized the CMMS to Fit the Work Process
Changing work processes while trying to implement a CMMS will
complicate the project and create frustration among users, who may
lay the blame on the CMMS, reducing buy-in and productivity.
Figure 4. Did you make any changes to your maintenance work
flow to accommodate your CMMS?
70%
60%
50%
40%
30%
20%
10%
0%
No Yes No respones
38% 61% 2%
Choose to get the CMMS up and running smoothly before you
change too many work processes. The other alternative is to master
the new work processes prior to implementing a CMMS.
Customizing a CMMS can also be an invitation for trouble. Support
is more difficult and upgrades may not be available. It may be a good
strategy to see what an off-the-shelf system is capable of before you
customize a CMMS.
70%
60%
50%
40%
30%
20%
10%
0%
Figure 5. Did you customize your CMMS?
No Yes N/A
34% 64% 2%
20

21
CMMS Best Practices
Implementation Resources
Managing a maintenance department is a complex activity and
requires specialized skills and resources. Implementing a CMMS is
also a very specialized skill and is not part of the core skill sets usually
found in a maintenance department. The survey found that less than
half of the respondents utilized the CMMS vendor for implementation
and only 20% used a third party.
Although most companies have Information Technology (IT)
D e p a rtments that are capable of installing complex CMMS Software ,
it is dangerous to leave important configuration decisions to them.
They are not familiar with the context that maintenance operates in
and base decisions on their own criteria and best judgment.
Implementing CMMS is a highly specialized skill. To increase the
ROI and productivity of a CMMS, consider using the vendor or a third
p a rt y. Find an implementer who will partner with you for long term
success.
CMMS Training
Less than 40% of survey respondents offer formalized CMMS
training for new maintenance employees. 41% budget less than
$10,000 per year for ongoing CMMS training.
Figure 6. Please indicate how much is currently spent annually
supporting your company CMMS with software upgrades, software
maintenance and training.
$10k-$25k
16%
Under $10k
39%
$25k-$50k
11%
$50k-$75k
6%
$75k-$100k
7%
$100k-$250k
7%
over $250k
8%
No Response
6%
This is a huge area for improvement. Training makes any system
easier to use, and if people are comfortable using the system, they
are more likely to participate in its success. Training will teach users
how to make the CMMS work for them rather than them seeing the
CMMS as extra work. Develop a strategy for CMMS training on a
continuing basis for improved productivity.
Figure 7. Does your company have a formalized CMMS training
program for new employees that will use the system?
Yes
39%
N/A 1%
No
60%
5 Obstacles for CMMS Success
Lack of a CMMS Goals and Planned Outcomes
You would never take a trip to a destination you have never visited
without consulting with some good direction resource like a map.
You would not build a new building without blueprints. Yet, each
day, some company sets off on a CMMS implementation without
agreed upon goals or an idea what the outcome will look like.
Steps to avoid this obstacle include:
1)Create a business case and measurable goals using a cross
functional team. Areas to focus on include increased output,
reduced scrap, optimized spares inventory, increased
maintenance productivity and enhanced support for
manufacturing and production.
2)Create a phased implementation plan. Design the project in
phases that can each be completed in 30, 60 and 90 days. Start
with the areas that can quickly generate a high ROI to overcome
the human apathy and the corporate vision that does not see
past each operating quarter.
3)Report results at every opportunity and then repeat those reports
at every opportunity.
Lack of Integration
Plug and play is only a concept and trying to seam various
software applications together will not always work they way we
would like them to. That does support the argument for an
integrated suite of business applications like SAP or PeopleSoft
however; you give up the optimization of dedicated applications
in the process.
To avoid this obstacle or at least minimize its effects:
1)Use a vendor’s consultant to solve complex integration
problems, not your own IT people. They are experts at the level
the problem requires for resolution and you may find the solution
showing up in future versions of the software.
2)Make sure that you have budgeted a significant percentage of
the project cost to create effective integration
Lack of a Comprehensive Maintenance Strategy
Maintenance Management is a business process and a CMMS is
the technology often used to automate and support that process.
If there are flaws in your maintenance management strategy,
CMMS will not fix them. More likely the CMMS will expose those
flaws even quicker.
To avoid this obstacle:
1)Use strategies like Reliability Centered Maintenance (RCM) or
PM Optimization to ensure that your maintenance management
is based on a disciplined process.
2)Get out into the field and see how things are working
The CMMS implementation team must spend time with various
maintenance and production/operations staff. The CMMS must help
each employee involved do his/her job better or more eff e c t i v e l y.
Staying in close communication and allowing an emotion fre e
e n v i ronment that re w a rds the discovery and re p o rting of pro b l e m s .
Additionally involving the stakeholders in discovering the solution will
yield the highest results.
Strategies like Reliability Centered Maintenance or PM
Optimization will also enhance Maintenance Management.
Garbage Data
In an eff o rt to maintain work order history or a bill of materials,
“garbage” or information that is not consistent or accurate gets
i m p o rted into a CMMS. Further problems can be created by non
uniform codes and other data as the CMMS project moves forward.

When the people who use the CMMS start to lose confidence in
the data, they will create workarounds and ways to access the
information they need to do a job outside of the CMMS.
To avoid this obstacle:
1)Use a data scrubbing service to ensure accurate data is brought
into the CMMS
2)Create accurate data input codes and enforce their use with top
management support
3)Use pre-populated pull down menus to avoid typos
C reate Employee Buy In - For the CMMS to be effective and
p roductive, people must use it. Many CMMS programs can be
intimidating to use without proper training. In addition, its use may
take more time than the previous system.
To get employees to buy in, you must start with absolute and active
management support, and then add communication exercises to show
them what is in it for them. Tell them what will the future look like
once the CMMS is up and running. Explain the individual user benefits
and the overall company benefits.
Lack of Accountability
The CMMS team must be given the re s o u rces and supported to
accomplish a successful CMMS implementation however, they must
also be held 100% accountable for the outcome.
Buying a technology solution is never the answer to improve a
business process.
To avoid this obstacle:
1)Provide bonuses, salary and other financial rewards for the team
into the successful implementation
Advertiser Name
Half Page Advertisement
22
CMMS Best Practices
2)Select one process owner to take the ultimate responsibility
3)Ensure absolute and visible top management support
Summary
Many maintenance practitioners log dissatisfaction about specific
brands of CMMS software, however this survey points out huge
opportunities to improve the productivity of any existing CMMS. Use
specialized CMMS support and training consultants to lower the
l e a rning curve and make the CMMS easier to use and solicit
management support. Commit to a 100% level of use, then start to
leverage the information to review and improve maintenance work
processes.
If you are shopping for a CMMS, we hope this information will help
you cut through the fog of hype and massive information surrounding
most CMMS implementation projects.
If you are a current CMMS user, we hope you can use this
i n f o rmation to improve your computerized maintenance management
system productivity.
If you are interested in learning more about the CMMS Best
Practices Survey, please feel free to email me at the address below.
Bio: Terrence O’Hanlon, CMRP, is publisher of Reliabilityweb.com,
w w w. reliabilityweb.com the solution-oriented asset reliability web
site for the plant maintenance community and Maintenance-Ti p s . c o m
w w w.maintenance-tips.com. He is also the director of strategic
alliances and an executive member of the Society of Maintenance &
Reliability Professionals. For more detailed data on this study please
contact him by email at tohanlon@reliabilityweb.com or phone
239.985.0317 ext 111
22

23
A Quality Maintenance Management System
A Quality
Maintenance
Management System
David Finch
Chief Engineer, Operations & Maintenance
Aker Kvaerner Australia
From ICOMS Conference, Australia
S u m m a ry: The Quality Management System standard ISO 9001:2000
gives maintenance organisations the opportunity to put in place a
certified “quality” maintenance management system.
The standard emphasises the principle of a systems approach to
management, coupled with a process approach to operations. This
p rocess focuses on results and the processes for achieving the
organisation’s objectives.
This paper considers maintenance as a core business pro c e s s ,
p a rt of a set of interconnected processes that are managed by the
organisation, and thus should be incorporated into the organisation’s
quality management system.
T h e re is a general move in industry towards an “integrated
management system”, covering the re q u i rements for quality, safety,
e n v i ronmental and risk management, i.e. adopting a single form a l
business management system that meets the re q u i rement for
accreditation to the various Standards.
Using this “integrated management system” approach Aker
K v a e rner Australia has produced (as part of the integrated
management system) a formal maintenance management system that
has been accepted as part of the company quality management
system.
1. Introduction
Aker Kvaerner is a major international engineering contractor and
is also the leading provider of maintenance outsourcing in the oil and
gas industry, world-wide. Aker Kvaerner Australia; as part of its
engineering portfolio; supplies contracted maintenance, modifications
and operations services to many industries, including the offshore oil
& gas industry. In part i c u l a r, a full range of asset management
s e rvices is provided. This includes responsibility for maintenance
management, asset and integrity management, maintenance planning,
budgets and logistics, and maintenance execution.
The latest tenders for maintenance service contracts ask for a
demonstration of a quality management system. However, most
engineering contractors bidding for this type of work put forw a rd their
quality certification that only covers engineering services, not
maintenance services. Aker Kvaerner Australia operates an “integrated
management system” which incorporates maintenance pro c e s s e s
g o v e rning the set up, operation and management of maintenance using
’competent’ personnel. The company has been recently audited and
gained accreditation to the new quality management system standard
ISO 2001:2000. The approach is described.
2. A Quality Management System
The International Organisation for Standardisation (ISO) 9000
s t a n d a rd series is a set of international quality management standard s
and guidelines (1). Since the initial publication in 1987, they have
e a rned a global reputation as a basis for establishing quality
management systems (QMS). ISO protocols re q u i re that all standard s
be reviewed at least every five years to determine whether they
should be confirmed, revised or withdrawn, the 1994 versions of the
ISO 9000 Standard Series were revised by ISO’s Technical Committee
(TC) 176 and were published in 2000. A radical transformation was
u n d e rtaken to overcome many of the criticisms levelled at these
quality standards over the intervening years.
F o rmal Quality Management Systems should be covered by the
revised ISO 9000 series. The Standards have been revised to align
with eight key principles of quality management (2). These principles
have been identified to facilitate the achievement of quality objectives
and form the foundation for an effective quality management. These
quality management principles are:
1. Customer focused organisation
2. Leadership
3. Involvement of people
4. Process approach
5. System approach to management
6. Continual improvement
7. Factual approach to decision-making
8. Mutually beneficial supplier relationships
The ISO 9000 series focuses on these eight management principles
so that if applied effectively, lead to the satisfaction of all interested
parties. This is a fundamental change from ‘conformance preventing
failure’ to ‘results causing success’.
These quality management principles can be used to establish the
o rganisation's management system. They can be used to validate the
policies, objectives and processes. For the managers of the
organisation a management system applying these principles are the
keys to a successful implementation of ISO 9000.

3. Quality
Quality is defined in ISO 9000:2000 as: “the degree to which a set
of inherent characteristics fulfil requirements.” There is no mention
of product or service or entities so we can apply the definition to any
set of re q u i rements - financial, environmental, safety, social, economic
and also functional, physical and human re q u i rements, even
maintenance. There is there f o re not need to use the word quality
when referring to policies or objectives (3).
So if we change the way we think about quality, we see that it is
not about following pro c e d u res, inspection, rules and regulations. It is
about establishing the needs and expectations of those we choose to
s e rve, setting goals for satisfying these needs, devising a system of
p rocesses to fulfil these goals, measuring perf o rmance and continually
i m p roving capability to satisfy the needs of all interested parties.
4. The ISO 9000 Series
We can find all these concepts within the standard ISO 9000:2000
if we take a step back from it and we make the linkages. If we treat
each requirement in isolation then we will repeat the mistakes of the
past then achieve nothing. If we look upon it in the same way that we
did the 1994 version we will gain no benefit from ISO 9000:2000. We
can either look at the new standard and find fault with it, compared
with the previous version, or find how much better it is, and how it
does relate to the current business context (3).
The series is composed of:
ISO 9000:2000 explains the concepts, the principles and defines the
terms.
ISO 9001:2000 specifies requirements for assessing the capability
of organisations to meet customer and applicable re g u l a t o ry
re q u i rements - it is not a design specification for a quality
management system
ISO 9004:2000 contains a guidance on performance improvement
- it is not a guide to ISO 9000 neither is it a design specification
although it comes a lot closer than ISO 9001.
ISO 9001 basically requires the organisation to (4):
1. Determine the needs and expectations of customers and other
interested parties;
2. Establish policies, objectives and the work environment
necessary to motivate the organisation to satisfy these needs;
3. Design, resource and manage a system of interconnected
processes necessary to implement the policy and attain the
objectives;
4. Measure and analyse the adequacy, efficiency and
effectiveness of each process in fulfilling its purpose and
objectives and;
5. Pursue the continual improvement of the system from an
objective evaluation of its performance.
The focus is therefore on results and the processes that produce
these results. This means that there needs to be a linkage between
the needs of the interested parties, the organisation's objectives, the
processes for achieving these objectives and roles being produced.
The old methods of documenting what you do and doing what you
document will not cause the right things to happen. The old methods
of auditing for conformity to re q u i rements or pro c e d u res will not verify
that processes are being managed effectively and there f o re both have
to change.
By looking at ISO 9000 as a framework upon which can be built a
successful organisation, rather than as a narrow set of a minimum
re q u i rements, significant benefits can be gained. There are real benefits
from managing organisations as a set of interconnected processes
focused on achieving objectives that had been derived from an
understanding of the needs of customers and other interested part i e s .
A Quality Maintenance Management System
5. Process Approach
The mission is the overall direction in which the organisation is going
and the system is the means to get it there (5). Clearly such a system
is not simply a set of documents but a collection of pro c e s s e s .
P rocesses are how re s o u rces, information, tasks and behaviours are
managed to produce results. Effectively managed processes are those;
that have a clearly defined purpose and objective, that are designed to
achieve these objectives through tasks that use a capable human,
physical and financial re s o u rces and information and where pro c e s s
outputs, efficiency and effectiveness are measured and subject to
continual review and improvement. Processes are not pro c e d u re s !
P rocesses deliver business outputs and not pieces of paper.
A quality management system is thus far wider in its application
than just assuring service quality. It is the way of managing people
and business processes to ensure complete customer satisfaction at
e v e ry stage, internally and extern a l l y. This is graphically demonstrated
in the quality management process model (6):
E v e rything we do is a process, which is the transformation of a set
of inputs, which can include action, methods and operations, into desire d
outputs, which satisfy the customer’s needs and expectations. In each
a rea or function within an organisation there will be many pro c e s s e s
Quality
Management
Process Model
Customer
Needs And
Requirements
taking place, and each can be analysed by an examination of the inputs
and outputs to determine the action necessary to improve quality.
In every organisation there are some very large processes, which
a re groups of smaller processes, called key or core business
p rocesses. These must be carried out well if an organisation is to
achieve its mission and objectives.
Maintenance can be considered as a core business process in
many organisations (5). The process is the same whether it is pro v i d e d
by an internal department or outsourced to a company like Aker
Kvaerner.
Labour
Materials
Parts
Tools
Information
Money
Services
Management Responsibility
Resource Management
Process Management
Measurement & Analysis, Improvement
(i) Quality Management Process Model
The Maintenance Process
Organisation
Produciton
Maintenance
Systems
(ii) Example of the Maintenance Process
Customer
Satisfatcion
Profit
Production
H,S & E
Reliability
Costs
Availability
Suppliers Inputs Outputs Customers
24

25
A Quality Maintenance Management System
P rocesses are the fundamental building blocks of all org a n i s a t i o n s ,
and both process understanding and process improvement form the
lifeblood of quality organisations. Processes are the steps by which
we add value, and it should be the aim of customer focused, quality
o rganisations, for these outputs to satisfy or exceed the needs and
expectations of their customers.
The only point at which true responsibility for the perf o rmance and
quality can lie is with the People who actually do the job or carry out
the process, each of which has one or several suppliers and
customers.
An effective and efficient way to tackle process or quality
improvement is through teamwork. However, people will not engage
in improvement activities without commitment and recognition fro m
the organisation’s leaders, a climate for improvement and a strategy
that is implemented thoughtfully and effectively.
Australian Standards have issued a guide on developing and
documenting a QMS for organisations in the service industry, using a
competency approach (7). This approach is particularly suitable for
maintenance organisations. The advantages are that serv i c e
(maintenance) organisations often find it hard to document all their
p rocesses in detail, because they are constantly changing to adapt
to each customer’s re q u i rements. Thus, we commonly rely on the
competence of the people who deliver the service. The appro a c h
relies on people who are trained and competent to operate without
the need for detailed documented pro c e d u res. The focus on
competence and performance reduces the need for detailed written
p ro c e d u res, work instructions and control points, it is also consistent
with the requirements of ISO 9001:2000.
6. Integrated Management System
T h e re is a drive to integrate several types of management system,
be it quality, environmental, risk or safety management systems (8).
Many companies are taking the approach that a single business
management system with several policies that cover quality, safety,
risk and environment, can be evolved from today’s plethora of
management systems. An “integrated management system” can be
set up so that it is able to meet re q u i rements for certification as a
Long Term
Strategic
Management
Business Policy
Maintenance Policy
System (Cycle)
Design
Maintenance
Strategy
On-Condition
Overhaul
Replace
Design-out R/ROF
Short Term
Operational
Management
Optimisation
Strategic
Optimisation
RCM Analysis
Modulling
Business
Objectives
Objectives
Maintenance
Plan
Routines
Shutdowns
Services
Inspection
“quality management systems”, an “environmental management
system” or a “safety management system”.
7. A Quality Maintenance Management
System
An appropriate formal (documented) “Quality” Management
System will help the maintenance group not only achieve the
objectives set out in its policy and strategy, but also, equally
i m p o rt a n t l y, sustain and build on them. It is imperative that the leaders
take responsibility for the adoption and documentation of an
a p p ropriate management system in their organisation if they are
serious about the quality journey.
Once the strategic direction of the maintenance group has been
set; policy, objectives, staff, planning, etc; it needs P e rf o rm a n c e
M e a s u re s to monitor and control the journ e y, and to ensure the
d e s i red level of perf o rmance is being achieved and sustained. This
should be cascaded from the organisation and effectively undert a k e n
as team activities.
A quality maintenance management system ensures that the
contribution of maintenance correctly fits into the overall management
of an organisation.
A QMS has been defined as (4):
“A set of co-ordinated activities to direct and control an
o rganisation in order to continually improve the effectiveness and
efficiency of its performance”
This is how we manage maintenance.
Jasper Coetzee gave us the Maintenance Cycle Model (9); detailed
as diagram iii. The model explains the flow of activities within the
maintenance process. This maintenance cycle consists of two
superimposed cycles. The outer cycle re p resents the managerial
p rocesses in the maintenance organisation, while the inner cycle
represents the technical and operational processes.
The outer cycle, the managerial sub cycle consists of six activities,
a maintenance management cycle:
• Maintenance Policy - Describing the direction the team wants to
steer the maintenance organisation
Failures
The Maintenance Cycle
(iii) The Maintenance Cycle
Maintenance
Administration
Scheduling
Task Planning
Procurement
Management
Planning
Organisation
Manpower
Resources
Financing
Task Feedback
Task Detail
Inspection Reports
Task Execution
Task Management
Performance Mgt
Quality Mgt
Maintenance Operations
Cost Results
Performance Results
Maintenance History
Maintenance Audit
Maintenance
Performance
Measurement

• Objectives - specific in terms of deliveries
• Management Planning - planning the function of the
maintenance organisation - organising the staff - setting
standards
• Maintenance Audit - to ensure the long term achievement of the
results required by the policy and objectives - the comparison
process
• Maintenance Performance Measurement - to give an indication
of the success of the policies.
• Optimisation - review and continual improvement
These processes are the management processes! They can cover
the steps for a quality management system, for a safety management
system and for a business management system. Thus by formalising
a maintenance management system you can meet the requirements
for a quality management system.
Aker Kvaerner Australia developed company guidelines for
maintenance operations using this maintenance management model
and the competency approach. This guideline devolves into a unique
development of a maintenance management system for each
customer
This formal approach was put in place for one of our customers,
the maintenance management of the Woodside Energy Limited asset,
the Nort h e rn Endeavour, an off s h o re oil production facility in the Ti m o r
Sea. This system, resulting from our corporate pro c e d u res, was
audited as part of the quality audit schedule. Not only did Aker
K v a e rner Australia gain accreditation to ISO 9000:2000 but this
p a rticular system also ended up winning of the Maintenance
Engineering Society of Australia, Maintenance Engineering Excellence
Award.
8. Conclusion
A Quality Maintenance Management System
Any maintenance group can meet the requirements of the quality
management system standard and develop a quality maintenance
management system by adopting a process approach to maintenance,
utilising a formal management system and adopting quality
management principles. Adopting a ‘competency approach’ to
maintenance can reduce the issue of detailed maintenance
procedures and still deliver an excellent service to the customer!
“Through Quality to Excellence” (10)
References
1. ISO 9000 2000 Principles in Plain English,
www,praxiom.com/principles.htm
2. ISO 9000:2000 Series
3. Transition to ISO 9001:2000 - Analysis of the differences and
implications, 2nd Edition ISBN 1-903417-06-6, Hoyle & Thompson
4. ISO 9000 Quality Systems Handbook, 4th Edition, ISBN 0-7506-
4451-6, David Hoyle
5. Maintenance Strategy, ISBN 0-7506-2417-5, Dr. Anthony Kelly
6. Maintenance Management As a Quality Process, Jeffrey Lewis,
article from ‘Plant Maintenance Resource Center’
7. AS HB90.2.200 The Service Industry Handbook - guide to ISO
9001:2000
8. AS 4581:1999 Management System Integration - Guidance to
business, government and community organizations
9. Maintenance, ISBN 0-620-21504-6, Jasper Coetzee
10.From Quality to Excellence, www.dti.gov.uk/quality/
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26

27
Using Reliability Engineering Methods As A Tool For Continuous Process Improvement
Using Reliability
Engineering Methods
As A Tool For
Continuous Process
Improvement
Bill Keeter
ARMS Reliability Engineers - USA, LLC
ABSTRACT
Whether we call the process Total Quality Maintenance (TQM),
Total Productive Maintenance (TPM), Kaizen, or Six-Sigma the thing
every business is striving for is continuous improvement in all forms
of work to give them a competitive advantage and increase bottom
line results. Often asset management improvements are seen as
separate from overall process improvement issues. The fact that TQM
and TPM have been seen as different initiatives is an example of that
line of thinking. This paper will explore the direct link between
i m p roving asset management strategies and overall business pro c e s s
i m p rovement. The paper will show the value of using Weibull Analysis,
Reliability Block Diagrams, Root Cause Failure Analysis, and Reliability
Central Maintenance (RCM) techniques as process impro v e m e n t
tools.
HISTORY
Until the late 1970’s the United States enjoyed a strong industrial
advantage over the rest of the world. During World War II the U.S.
industrial machine had cranked up to turn out thousands of vehicles
and weapons for use during the war. After the war a baby boom
fueled demand for durables such as washing machines, re f r i g e r a t o r s ,
and the like. No other country possessed the manufacturing capability
and engineering know how to provide the goods desired in the
quantities that were needed. During that time quality took a back seat
to quantity. A certain level of defects was deemed not only
acceptable, but inevitable.
In the 1950’s and 60’s the Japanese began to export toys, cars, and
other goods to the U.S. The goods suffered from poor quality both in
workmanship and materials. The label “Made in Japan” was
synonymous with poor quality. What we didn’t know was that the
Japanese had a secret weapon.
During the late 70’s and early 80’s the U.S. Auto Industry became
the earliest “victims” of Japan’s secret weapon. Seemingly overn i g h t
the situation flip-flopped. Japanese autos were suddenly viewed as
high quality, low cost, fuel efficient machines while U.S. autos became
known as gas guzzling high cost hogs with low quality of constru c t i o n .
American industry quickly saw the writing on the wall and began
trying to determine what had allowed the Japanese to create such a
drastic change in manufacturing quality. Teams of people were sent
to see how cars were built, what quality systems were in place, and
what could be done to bring U.S. practice in line with Japanese
practice. Suddenly we were bombarded with all sorts of quality
initiatives. Circles of Quality, TQM, TPM, Kaizen, Customer/Supplier
Relationships within a company. Zero Defects was the name of the
game. All of these programs include the concept of continuous
i m p rovement through reduction in variation and employee
empowerment.
In the 1990’s Six-Sigma became popular because of General
Electrics success with the methodology. It is another form of
continuous improvement that centers on reducing process variation.
It even goes so far as to award “Belts” similar to those used in Karate
and Judo to the folks who have been trained to various levels of
expertise.
CURRENT STATE
Today almost every business has a vision and a mission statement.
In the better ones each production team has a vision and a mission
statement that integrated with the vision and mission of the total
business. Almost every business either has or claims to have a

Using Reliability Engineering Methods As A Tool For Continuous Process Improvement
Figure 1. Process with High Variability
Figure 2: A Simple Reliability Block Diagram (RBD)
Figure 3: Actual Production with Model Overlay
28

29
Using Reliability Engineering Methods As A Tool For Continuous Process Improvement
continuous improvement process in place. Lots of businesses have
taken on Six-Sigma initiatives.
In many cases asset maintainers and managers are asked to
p a rticipate in the continuous improvement process by “fixing
whatever the team finds wrong” with the equipment. In few cases is
t h e re a rigorous exploration of the true relationship of pro c e s s
s h o rtcomings and equipment health. Often equipment is fixed
because folks have a hunch that the equipment is the source of their
problems.
Reliability engineering tools can allow us to determine the
relationship between the process and the equipment. Through the
use of Weibull Analysis, Reliability Block Diagrams, RCM with cost
and failure data, and Root Cause Failure Analysis we can link high
level process problems to the low level equipment failure modes that
drive them and find solutions that will minimize process losses.
THE TOOLS
Weibull Analysis
In the 1930’s Swedish Engineer and Mathematician Wa l o d d i
Weibull invented the Weibull formula for use in analyzing life failure
data. The formula describes, with minor adjustments each section of
the familiar “Bathtub” curve. The importance of Weibull is that it
allows the analyst to draw relatively good inferences with a small
number of data points.
The three Weibull parameters of particular interest are eta, beta,
and gamma. Eta re p resents the characteristic life of a component, or
the point where 63.2% of the items in service will have failed. Gamma
re p resents the beginning of each phase of the bathtub curve. Beta is
the shape factor and re p resents whether the analyzed failures are
displaying infant failure, random failure, or wear out failure
characteristics. The ability to interpret these three parameters allows
us to set appropriate maintenance strategies based on the failure
mechanisms that are present.
Paul Barringer invented a special purpose plot based on Weibull
that yields an overall view of process capability, variation, and losses
caused by variation and unre l i a b i l i t y. The Barringer plot is an
especially useful management tool for determining the relative gains
that can be made through removing variability and improving re l i a b i l i t y.
B a rringer plots help managers determine where best to spend their
limited resources.
Reliability Block Diagrams
Reliability Block Diagrams (RBD’s) are a block re p resentation of
the path of success through a facility. The analyst uses the RBD to
visualize how plant equipment is put together to enable the plant to
p roduce its desired output. When used with plant failure statistics
and modern Monte Carlo Simulation programs the RBD can be used
to identify plant bottlenecks.
Reliability Central Maintenance - RCM
RCM is a systematic way of identifying failure modes within
equipment and determining appropriate maintenance tasks to combat
the failures. The Failure Modes Effects and Criticality Analysis
(FMECA) is the heart of the RCM process. This systematic approach
when coupled with plant information about plant failures, costs, safety
impacts, environmental impacts, and operational criticality allows
maintenance professionals to set appropriate tasks and maintenance
intervals to generate a strategy that is optimized to the needs of the
business.
Root Cause Failure Analysis - RCFA
Root Cause Failure Analysis is an ord e red way of thinking that aids
in finding the causes for problems and determining appro p r i a t e
actions to prevent re c u rrence. It comes in many forms from the 5 Why
associated with TQM/TPM to the regimented fault tree methods
associated with PROACT and Apollo Root Cause. Analyzing failures
to determine cause, while a rigorous exercise, is usually very easy
c o m p a red to managing the various solutions arising from the analysis.
Most facilities do a good job of analyzing major failures due to
L o v e l a c e ’s First Law of Assets. To paraphrase Lovelace, An asset will
draw whatever resources are required to put it back in service once
it goes out of service. In the case of RCFA, the asset will draw
whatever resources are required to insure that the black eye caused
by the big failure never occurs again.
USING THE TOOLS
The Big Picture
The Barringer Process Plot (BPP) is one of the quickest ways to
get an overall view of plant/facility performance. The BPP uses daily
p roduction output information to quickly show the diff e rence between
gains that can be made by improving either process control or pro c e s s
re l i a b i l i t y. It is an innovative way of using Weibull plots to gain insight
into an overall process.
The first step is to generate what Barringer calls the pro d u c t i o n
line from daily plant output. The line has three main characteristics.
Beta or the slope of the line is an indicator of process variability.
Low values for Beta indicate high process variability. High values for
Beta indicate a well controlled process. Figure 1 is an example of a
process with high variability.
Eta is the characteristic value of daily production. It is an indicator
of the average daily production for the facility and indicates that the
p rocess has produced that value or less 63.2% of the time. Eta should
be viewed as a stretch goal for the organization.
The point at which the data plot leaves the production line and
heads toward extremely low daily production is the point of lost
re l i a b i l i t y. Note that there are two points. The first deviation
re p resents where production is cut back due to lost re l i a b i l i t y. The
second, sharper deviation is what Barringer calls the crash and burn
region showing periods of very low or zero production.
In order to determine losses we have to have something to
compare the production line to. A line representing a benchmark for
a well controlled process must be established. The Beta for a
p e rfectly controlled process would be a line straight up and down
through the maximum production point. The process would have the
same output day in and day out. For our purposes we can establish
a line through the maximum data point with a Beta of 125 to re p re s e n t
a process that is a candidate for six sigma levels of control.
Using appropriate software the losses due to both underu t i l i z a t i o n
and process unreliability can be calculated. The losses for this
example are shown in the following table.
Table 1 : Tons Lost
Category Losses
Reliability 1,474
Efficiency + Utilization 18,268
Total 19,742
Converting the lost units to dollars gives us the relative gain to the
o rganization for solving the issues and points us towards where to
invest our limited resources.
Table 2: Value
Category Tonnage Losses Margin Per Ton Dollar Value
Reliability 1,474 $450 $663,300
Efficiency +
Utilization 18,268 $450 $8,220,600
The Availability Model (Drilling Deeper)
The advent of powerful personal computers has brought pre v i o u s l y
unavailable modeling tools to desktops at the plant level. By using
p o w e rful Availability/Capacity Modeling tools we can isolate the gains
realizable by improving equipment reliability from the gains we can
achieve by improving asset utilization when the equipment is available
to perform its intended function.

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DECEMBER 5 - 8, 2004
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31
Using Reliability Engineering Methods As A Tool For Continuous Process Improvement
Orders Are
Incorrect
Incorrect orders
have cost the
organization $1.2M
over the past
twelve month.
We have lost one
l a rge customer due
to shipping the
wrong materials
1
Product ID Incorrect
In Catalogue
Five orders were
entered incorrectly
because the
catalogue ID did not
agree with what
was in the computer
1.1
CSR Recorded
Wrong Product ID
Evidence:
Action Items:
Resources:
1.2
Figure 6: Initial Blocks of RCFA
Figure 4: Equipment Oriented FMEA
Figure 5: Process Oriented FMEA
ID Incorrect in
catalogue
Evidence:
Action Items:
Resources:
1.1.1
ID Incorrect in
catalogue
Evidence: In three of
the five cases of
incorrect product
ID’s the ID in the
Computer was
incorrect
Action Items:
Review Product ID’s
in Computer System
to see how many
are incorrect
Resources:
Customer Service
Reps, Information
Services
1.1.2
In a complex facility it is often very difficult to determine the
impact of individual equipment failures on overall output. The
time lag between a given equipment failure and its impact on
p rocess output is sometimes a matter of weeks.
Availability/Capacity modeling allows us to overcome pro c e s s
complexity issues by showing the impact of individual failures
on overall output. The complex relationships that create output
a re easily broken down and digested to give an import a n c e
ranking for various failures. The importance ranking allows us
to focus on the failures that will improve output the most.
Figure 2: A Simple Reliability Block Diagram (RBD)
The basis for the capacity model is the Reliability Block
Diagram (RBD). By inputting data about equipment failures and
their consequences we can build a complete model of the
facility that allows us to generate capacity expectations over
a given period. By superimposing equipment related capacity
i n f o rmation on the Barringer Plot we can see the re l a t i v e
losses caused by equipment issues versus underutilization and
e ff i c i e n c y. This allows us to tell where to spend eff o rt and
money. In many cases equipment issues are seen as the root
of plant losses, but this is because they are so visible.
U n d e rutilization and efficiency losses can be much gre a t e r, but
they are often hidden from view.
By examining the production plot and the modeled capacity
plot we can readily see that much of the variation in the re g i o n
above the point where reliability tails off is most likely due to
u n d e rutilization caused by process issues. We can also see
that process reliability and losses due to equipment reliability

issues begin to tail off at approximately the same point.
U n d e rutilization is a management issue. Underutilization losses
a re caused by a variety of issues such as poor quality in raw materials
and finished product, slow changeovers, lack of operating discipline,
etc. The goal is to find the source of the large process variations.
Drilling for Dollars
OK, we know we have a problem. How do we get to the bottom of
the issues? Reliability Centered Maintenance (RCM) is a widely
accepted tool for improving the results of asset management
strategies. Failure Modes and Effects Analysis (FMEA) is the basic
building block of the RCM
P rocess. The FMEA is used to analyze equipment systems
functionality to determine the causes of loss of function.
The FMEA is also an excellent tool for analyzing a process to
determine its failure modes and causes. With the Process FMEA we
examine manufacturing processes to determine probable causes for
incorrect process outputs.
Analyzing the process in this way allows us to look objectively at
p rocess problems that may have human error as their cause. Root
Cause Failure Analysis (RCFA) can now be used to help determine the
root cause of the prevalent system failures. Starting with the FMEA
allows us to drive the initial analysis to a low enough level that we
start where many root cause analyses reach and end point. Starting
at this level provides a better chance of reaching and eliminating the
latent or organizational root cause of process issues.
In the RCFA we seek to find an appropriate action or actions that
will prevent recurrence of the problem under study. It is important to
Where do you spend your time?
Using Reliability Engineering Methods As A Tool For Continuous Process Improvement
understand the impact of the problem on the organization and to
understand exactly what the problem is. It is very easy to go down
the path of solving the wrong problem.
CONCLUSIONS
Reliability Engineering tools such as Weibull Analysis, Availability
Modeling, FMEA, and RCFA are useful for solving equipment and
p rocess problems. The tools can be used at a high level to give us an
overall picture of where the majority of our problems lie. Once the
value of gains is identified the tools can be used to drill down into the
issues to find and eliminate the root causes of both process and
equipment related problems.
References
1.“Process Reliability and Six Sigma”, Paul Barringer, PE;
www.barringer1.com
2.“Asset Utilization: A Metric for Focusing Reliability Efforts”;
Richard Ellis, The RE Group, Pearland, TX.
3 . “System Availability Modeling”; Mick Dre w, ARMS Reliability
Engineers, Ocean Grove, Victoria, Australia, www. re l i a b i l i t y. c o m . a u
4. The New Weibull Handbook 4th Edition; Dr. Robert B. Abernathy,
ISBN: 0-9653062-1-6
5. Apollo Root Cause Analysis - A New Way of Thinking; Dean
L.Gano, ISBN: 1883677017.
September 27th to October 1st, 2004
Reliability Week 2004 Radisson Resort, Palm Meadows, Gold Coast, Queensland.
Come to reliability 2004 and learn
about the latest reliability methods
and how you can achieve greater
equipment reliability.
Reliability week 2004 is proudly brought to you by the
leader in reliability maintenance training and
software, ARMS Reliability Engineers.
If you only go to one Reliability Event this year make
sure that it is Reliability Week 2004.
For all your training and software needs contact:
ARMS Reliability Engineers.
POBox 501 Ocean Grove, Victoria, Australia, 3226.
Phone: 03 52555357 Fax: 0352555778
Website: www.reliability.com.au
Email: arms@reliability.com.au
32

33
Turnarounds, an Integral Component of Asset Performance Management
Turnarounds, an
Integral Component
of Asset Performance
Management
Rod Oliver, Meridium Inc. (USA)
Republished with permission from “World Refining”
(www.worldrefining.com)
P rocess industries, including refining, strive continually to lower
costs and optimize use of available assets. The activities involved in
managing the performance of assets are many and varied; however,
they can be divided into three separate, but overlapping, domains:
strategize, execute, and evaluate. Using these thee domains, the asset
p e rf o rmance management (APM) framework (Figure 1) provides a
context within which to determine the correct technologies to
implement in order to realize best-in-class, reliable operations.
APM uses a roadmap for management, operations, engineering,
and maintenance to achieve operational excellence with all its
attendant benefits: profitability, predictable production at the lowest
possible cost, and failure-free operations.
The Turnaround Cycle
The planning and execution of plant turn a rounds is an integral part
of APM, as failure to do so will have considerable negative impact on
costs and production. This discussion will show how the various
stages of turn a round planning and execution (Figure 2) can be
managed, in terms of timing and deliverables, under the APM
roadmap.
Most organizations now recognize that a turn a round is not a single
o c c u rrence for which the maintenance department is solely
responsible. The necessity for multi-functional teams holding
responsibility for all aspects of the planning process is re a d i l y
accepted, as is the need for a business work process that the
o rganization can follow during the planning and execution of these
high-cost activities.
The turn a round cycle should be viewed as an ongoing pro c e s s ,
with the completion of one turn a round cycle signaling the start i n g
point for planning the next one. A work process flow must be a part
of the overall company business strategy to ensure that it reflects the
current needs of the constantly changing business environment.
Once the broad pattern of planning, executing, and evaluating the
t u rn a round process is embraced, it is necessary to begin to drill down
into each domain, adding the details required to implement the plan.
One way of looking at these activities is shown in Figure 3.
Some may question whether such a detailed (and there f o re
lengthy) work process, which re q u i res considerably more eff o rt ,
planning, and there f o re manpower, is neccessary. It is, as the
traditional model of a “mad rush” immediately prior to the shutdown
is less cost-effective than a situation in which activities can be
scheduled over a longer period to be carried out more effectively and
efficiently.
Key Elements for a Successful Turnaround
Core Team
The core team is charged with planning and carrying out the
t u rn a round. The appointment of a core team to handle the planning
p rocess is essential, but is just the first step. Roles and re s p o n s i b i l i t i e s
will need to be defined and a leader appointed. This leader or
facilitator has the resposibility to assess timing for issues that need
resolution and to ensure that meetings are scheduled and that links
with the steering committee are maintained.
Turnaround Steering Committee
The turn a round steering committee typically consists of the senior
management of the facility. The steering committee provides dire c t i o n
and guidance to the core team to ensure that the turnaround meets
the needs of the business. However, the more important function of
the committee is to ensure that the scope and budget for the
t u rn a round are in alignment. How many times have we heard the
comment that “management” has set unrealistic budget expectations
for a turnaround?
Frequently, the reality of the situation is that what appears to be a
poor decision is in fact the appropriate one based on the information
available when the decision was made.
Reviews or Audits
To ensure that the planning and execution process is receiving the

a p p ropriate priority, and that pro g ress is being maintained, a series
of reviews or audits should be carried out at intervals throughout the
p rocess. Ty p i c a l l y, they will coincide with the completion of each
specific stage.
Long-Range Business Plan
The purpose of the long-range business plan is to establish
schedules and budgets for turn a rounds. It also provides the
mechanism for integrating them into the overall corporate business
plan. Among its deliverables is a five-year rolling turn a round plan,
annual turn a round schedules, forecasts of each annual turn a ro u n d
budget (expense and capital), and any long-range improvement plans.
Performance Metrics
How can one gauge success without metrics by which to
m e a s u re? The development of a set of agreed-upon metrics is cru c i a l
to determining the efficiency and cost-effectiveness of a turnaround.
As with all measurements, a single indicator can frequently be
misleading; there f o re, it is necessary to design a spectrum of metrics
to provide a balanced indication of performance.
Some suggested metrics are:
• Duration (in days or years);
• Total costs (for both turnaround shutdown and routine
maintenance);
• Turnaround costs (both actual and annualized by plant function);
• Frequency (run length in months);
• Predictability (actual vs. planned work hours, duration, and cost);
Turnarounds, an Integral Component of Asset Performance Management
• Safety (accident numbers and rates);
• Startup incidents (days lost due to rework);
• Unscheduled shutdowns (days lost during the run);
• Mechanical availability (time available as a percentage);
• Additional work (actual vs. contingency);
• Environmental incidents (impact of those attributable to the
shutdown); and
• Savings (money saved resulting from changes to above indices).
With the above key elements in place, the turnaround process is
poised for success and is ready to begin.
Strategize
Conceptual Development
This stage should begin immediately after the completion of the
post-turnaround stage of the previous cycle. The core team and the
steering committee should meet to clearly define the groundwork for
the upcoming turnaround.
The core team can now concentrate on the definition of turn a ro u n d
philosophy and its goals, establishing criteria for worklist items,
reviewing lessons learned from past turn a rounds, and establishing
major work items, both expense and capital, as well as the calculated
value of plant and/or unit lost production.
Among the deliverables are a turnaround philosophy, preliminary
worklist, basic cost estimates (+/- 30%), estimated duration,
t u rn a round preparation milestone plan, and manpower forecast for
t u rn a round planning re s o u rces. At the end of this stage, the
34

35
Turnarounds, an Integral Component of Asset Performance Management
Business
Drivers
Re-Strategize
Re-Strategize
Strategize
Strategic Methodologies
and Tools
Recommendations
Strategize
Conceptual Development
Worklist Development
Detailed Planning & Schedule
deliverables are presented to the steering committee for advice and
consent. The philosophy should be formalized and signed off by all
c o re team members and the pre l i m i n a ry worklist used to establish an
order of- magnitude cost estimate for the turnaround (still usually in
the region of +/- 30%).
Another critical deliverable is the turn a round preparation milestone
plan. This lays out the key checkpoints and delivery dates for the
planning cycle and forms the basis for forecasting the planning
resources. It will form the schedule of commitment for all functions.
A critical component in the conceptual development phase is scope
alignment. It is essential to establish agreement between the steering
committee and the core team before proceeding to the next stage of the
p rocess. This is the means by which the scope of the turn a round is kept
in alignment with the budget. If an initial alignment cannot be re a c h e d ,
then exceptions should be noted and plans should be reworked, as these
Tactical Plans
Evaluate
Performance Evaluation
Tools
Evaluate
Post-Turnaround
Execute
Operational, Monitoring
& Maint. Systems
Figure 1. Asset Performance Management
Figure 2. Turnaround Planning & Execution
Execute
Pre-Turnaround Work
Execution of Turnaround
Performance
Events
Products
d i ff e rences must be resolved prior to moving to the next stage.
This conceptual stage usually has a short duration of two to three
months, and for major turn a rounds, this stage should typically be
completed four to six months after the completion of the pre v i o u s
turnaround.
Worklist Development
During this stage, all worklist inputs are gathered and assembled
while the organization and schedule continue to be developed.
Continuous maintainability, re l i a b i l i t y, and constructability data,
together with reviews of the worklist criteria and philosophy, ensure
that the scope of work is kept in focus. All worklist proposals must
come through the core team for review and assessment of impact.
The core team’s activities should be focused on firming up all
turnaround work inputs, including:

Post
TA
• Risk-based inspection and reliability items:
• Capital works;
Conceptual
Development
• Compliance items;
• Hazardous materials study outputs;
• Operational requirements;
• Process engineering requirements;
• Environmental, safety, and health needs; and
• Maintenance requirements.
On going Business Plan
Worklist
Development
Detailed
Planning &
Scheduling Pre TA
Work Execution
The Turaround Cycle
Figure 3. Schematic Representation of the Turnaround Cycle
The core team should also be developing maintainability,
re l i a b i l i t y, and constructability reviews, determining a resolution for
conflicting needs, and considering long-lead-time material
p ro c u re m e n t .
The deliverables in this stage include an integrated plan for
scheduling equipment and re s o u rces, a refined budget estimate (now
+/- 20%), an updated pre l i m i n a ry and approved worklist, a closed work
scope, and audit reports.
Turnarounds, an Integral Component of Asset Performance Management
Post
TA
At this point, the scope of the work to be
u n d e rtaken at the turn a round should be finalized. This
should not be confused with closing the worklist, as
additional items may still be included, provided that
they are within the defined scope.
At the end of this stage, the deliverables should be
p resented to the steering committee for comment,
followed by buy-in for the plan, thus continuing to
e n s u re that the all-important alignment between
scope and budget is maintained. Proceeding to the
next stage is, of course, conditional on such an agreement being
reached. This stage should be complete 12-15 months prior to the
shutdown of the plant or equipment.
Detailed Planning & Scheduling
This is the point at which the detailed planning of the turnaround
work takes place, typically using such tools as Primavera, CASP, or
IBM P2. All work to be done during the turn a round must be
incorporated and integrated into the plan. This should include all
capital work, as well as the operational shutdown and start u p
procedures and sequences.
The need to integrate the work cannot be over- e m p h a s i z e d
because failure to do so is one of the most common causes for
turnarounds to overrun both budget and duration.
E s s e n t i a l l y, the worklist should be finalized four to six months prior
to the shutdown date, and a key role of the core team is to ensure that
this happens. This final worklist is the basis for the final budget
estimate, which should now be in the region of +/- 10%.
It is essential that a process be in place that can control, review,
36

37
Turnarounds, an Integral Component of Asset Performance Management
HIGH
Ability to
Influence
Performance
Low
Start
Conceptual
Development
Stage 1
and if appropriate, approve, any additional work that may be identified
after the worklist is finalized, whether or not such items represent an
initial oversight or something that arises during the execution phase.
During this stage the core team’s deliverables include final budget
estimates (now +/- 10%), a final worklist, a plan for equipment cleaning
and personnel entry, detailed execution and safety plans, a materials
procurement plan, and “what-if” scenarios.
These deliverables, primarily the execution plan and the budget
estimate, are presented to the steering committee. Sound estimating
methodology for turn a rounds should include a provision for
c o n t i n g e n c y, which it is expected will be expended. If the budget and
scope are still not in alignment, then one or the other must be
changed.
The audit function at the end of this stage is the most critical,
because this is the last realistic opportunity to take action that will aff e c t
the outcome of the turn a round. The results of the audit should be
p resented to both the core team members and the steering committee.
Any corrective action necessary should be jointly agreed upon.
It is essential that this detailed planning stage be completed four
to six months prior to the turnaround.
Execute
Pre-Turnaround Work
The pre - t u rn a round work stage covers the time period
immediately prior to full-scale execution (from two weeks to thre e
months prior to turn a round). The focus areas for this stage are
training and orientation needs, mobilization, finalization of execution
plans, and pre-shutdown work.
Once again, the importance of total alignment between operations,
maintenance, and contractors cannot be over emphasized. This is the
opportunity to ensure that all parties understand the work to be done
and the sequence and details of the shutdown process, together with
preparation for entry into equipment.
The pre - t u rn a round deliverables should include a finalized
execution plan, completed training for the execution team, a re p o rt i n g
plan, and completion of all the pre-shutdown work.
Communication is an important part of administering the
t u rn a round and is a factor that can influence success. As well as
being a means of advising personnel on logistical matters, overall
Long Range Business Plan
Worklist
Development
Stage 2
Detailed
Planning
Stage 3
Time
Pre S/D
Stage 4
Figure 4. Return on Investment Influence Chart
Execution
Stage 5
Post T&M
Stage 6
Completion
p ro g ress can also be communicated through such items as
turnaround newsletters and flyers.
Turnaround Execution
At this point, the focus of the core team moves from planning to
execution. To that end, the leadership of the core team should shift to
the individual responsible for execution. This stage begins as feed is
reduced, then stopped, and includes plant/unit shutdown, pre p a r a t i o n
of site for entry by workers (staff and contract), worklist execution
and verification, and finally, the startup. All these elements should be
covered in the detailed plan.
During the execution phase, the core team’s activities should be
focused on unit and equipment shutdown and entry, daily turnaround
meetings, scheduled reviews and plan updates, daily cost tracking,
documenting management of change re q u i rements, and full
documentation of all equipment condition, repairs, and inspections.
This stage should signal the beginning of the pre - s t a rtup safety re v i e w,
as well.
An important aspect of the execution phase is control of scope.
This consists of two elements: additional work requests and
uncontrolled growth of previously identified items.
The former category covers oversights and omissions from the
original worklist that arise during the execution phases. Examples of
this include items such as the unanticipated replacement of equipment
i n t e rnals. Such work must follow the additional work appro v a l
process, although resolution may be achieved at the daily shutdown
meeting.
The latter category involves eff o rts to expand previously identified
(and therefore budgeted) work. It would include situations such as a
request to change a worklist item from “replace six trays” in a vessel
to “replace nine trays.” Although this re p resents additional work, it is
not completely outside the scope of the worklist. In fact, allowances
for such contingencies should have been made in the estimates and
“what-if” scenarios. Scope growth should be documented for cost
c o n t rol purposes but does not necessarily have to undergo the
additional work approval process.
Key events during the execution phase are the daily shutdown
meetings, which should be brief and concentrate on re s o l v i n g
changes to the work scope. Attendance at these meetings must be

limited. Ty p i c a l l y, only the core team should attend on a regular basis.
The deliverable in this stage is obviously the execution of the work
per the plan. This stage is only complete when the plant is started up
and on-specification product is being produced.
Evaluate
Post-Turnaround
This stage, at one to two months after completion of the actual
t u rn a round work, covers demobilization of contractors and the
p reparation of documentation, cost re p o rts, and (possibly most
importantly) lessons learned that can be carried forward to the next
t u rn a round. It is vital that the core team be maintained and allowed
the time to complete this aspect of their responsibilities. Successful
completion of this stage can have a major impact on the next
turnaround.
In addition to contractor demobilization, the core team’s activities
should be focused on cleanup of unit and lay-down areas, resolution
and disposal of excess material, updating of the turn a round historical
database, and freezing turnaround accounts.
The other key deliverable in this stage is the final report, detailing
final costs, lessons learned, recommendations for future turn a ro u n d s ,
and the final audit of both perf o rmance and adherence to the work
process.
Benefits of a Comprehensive Planning
Methodology
Having a defined work process for turnarounds does not in itself
guarantee that the turnaround will be successful, but benchmarking
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has shown that it considerably reduces the likelihood of failure. If
o rganizations view turn a rounds as a key element of asset
p e rf o rmance, it is easy to see how the diff e rent stages can be
categorized into the different domains.
Setting the correct strategies to be followed during pre p a r a t i o n
has an enormous influence on the outcome of the turn a round. The
return on investment in terms of influence on the performance of the
turnaround can be expressed as in Figure 4.
The upswing in the graph after execution refers to the potential
influence on the next turn a round rather than the current one.
Benchmarking by Independent Project Analysis Inc. has clearly shown
that organizations that are using a well-defined work process for
t u rn a rounds are completing turn a rounds on time, on budget, and
without surprises.
ABOUT THE AUTHOR
Rod Oliver has more than 30 years of experience in the refining and
p rocess industries. Oliver has worked in refineries in the Middle East,
the Philippines, Korea, and Malaysia, as well as in corporate offices
in the UK and United States. He has held a variety of managerial
positions in the maintenance, engineering, inspection, and general
management fields. Prior to joining Meridium, a leader in asset
p e rf o rmance management solutions for the process industries, Oliver
was responsible for providing instruction on maintenance and
reliability best practices throughout a major international oil company.
He also provided direction and coordination for a multi-corporation
turnaround benchmarking exercise. Oliver can be reached at phone
(504) 344-9205 or e-mail roliver@meridium.com
27 Research Drive, Croydon VIC 3136
ph 03 9761 5088 fax 03 9761 5090
email: sales@maintsys.com.au
web: www.maintsys.com.au
38

39
5 Myths of Inventory Reduction
5 Myths of
Inventory Reduction
Phillip Slater
Initiate Action Pty Ltd,
Introduction
I n v e n t o ry reduction has been a major focus of supply chain
i m p rovement initiatives for many years. However, these initiatives
typically focus on direct inventory such as raw materials, WIP and
finished goods. Yet many mining, manufacturing and pro c e s s i n g
companies have significant cash tied up in engineering spare s
i n v e n t o ry that is not considered as a target for inventory reduction. In
the case of engineering spares, inventory is the forgotten investment.
That is not to say that inventory is completely ignored, it is just that
most eff o rts in this area focus on availability in order to re d u c e
downtime rather than the management of investment levels. This focus
on availability often drives an excess of inventory, low stock turns and
high levels of provisioning.
A program of inventory reduction in engineering spares has the
potential to release significant quantities of cash that could then be
used for other more productive purposes.
I n v e n t o ry reduction, as in most areas of management, re q u i res the
application of fundamentals to achieve good practice. Beyond this, it
is the encouragement of appropriate behaviours that delivers
sustainable results. It is in the area of appropriate behaviours in which
there are usually the most hurdles to overcome.
These hurdles prevent action being taken and there f o re limit
p ro g ress and the achievement of inventory goals. They are often
based on one off experiences or implicit assumptions. Sometimes they
come from taking a limited perspective on business costs or not
understanding the difference between cash and profit.
We have identified five common hurdles that we call the 5 Myths
of Inventory Reduction.
To effect an inventory reduction these five myths need to be
recognised by the inventory reduction team. Once recognised, they
can then be dealt with every time they are raised as being the re a s o n
for inaction or lack of progress.
Like all good myths they are each based on an element of truth but
they are not universally true. And like all management myths they work
to prevent effective action.
Recognising these myths and applying appropriate management
solutions to overcome them will help you to deliver sustainable
inventory reduction.
Myth #1
‘Economic’ quantities save money
In inventory management items often get ord e red in an ‘economic’
quantity so that the cost per item is at a minimum. This is seen to be
‘economic’ because the subsequent issue cost of the item is re d u c e d
and the business, operational or project budget there f o re re c o rds a
lower cost. The term ‘economic order quantity’ is often used.
This approach is not economic, however, in situations where the
items are not used, are written down as slow moving or where the
holding cost ultimately exceeds the procurement saving.
D e t e rmining the true economic position of holding spares re q u i re s
a consideration of the total company cash cost not just the
departmental or project charge.
Example
In a manufacturing operation it is decided that a special widget is
needed as a spare. The set up costs for making the widget are such
that the first widget would cost $2000.00. The supplier will, however,
provide five widgets for $3000.00.
If five widgets are purchased, the issue cost would be $600.00 each
- an apparent saving, over the single widget cost, of $1400.00.
What if the other widgets are not used or are written down as slow
moving after (say) 4 years? The supply of the single widget really cost
the company the original $3000.00 plus the annual cost of holding the
remaining $2400.00 invested in inventory. The total cash cost over the
four years could be as high as $4000.00.
T h e re f o re, while the operational budget showed only a $600.00
expense, the company incurred a $4000.00 cash outflow. A single
widget purchase would have cost the company $2000.00.
F u rt h e r, in the event that the $2000.00 widget was seen to be too
expensive, an alternative solution might have been found.
Myth #2
Risk must be re-evaluated to reduce inventory
Reducing holding quantities in inventory is often seen as re q u i r i n g
a corresponding increase in the risk of extended downtime. Further,
some companies believe that inventory can only be reduced when
their maintenance systems are sufficiently sophisticated that demand
for spares is reduced or at least more predictable.
Both of these positions implicitly assume that the existing holdings
are as lean as they can be in the current operational dynamic.
While it is possible that this is true, experience shows that this is
unlikely.
Consider some of the issues that might result in a need to change
inventory holdings:
• The initial parameters were set without any history of usage and
therefore may not have been correct. Typically, incorrect
settings are only reviewed when a stock out occurs. A stock out
is when there is demand for an item but none in stock. An
overstocked item may not ever have been reviewed
• Suppliers have implemented supply chain initiatives. In the past
10 or so years supply chain improvement has been the focus of
most distribution activity. Initial assumptions on supplier
capability may now be outdated and may not have been revisited
• Continuous improvement in your own systems. Initial
assumptions about your own capability and demand
requirements may have changed in an incremental way through
continuous improvement
• Opportunities for consignment stock. Shifting market dynamics
may have resulted in new opportunities for consignment stock
that were not previously available
These are just some of the issues. In each of these examples the
actual risk will have reduced significantly compared to the initial
assumptions. If the tolerance for risk has not changed then re v i e w i n g
these issues will, at worst, reset the system to the tolerable level of
risk. In the case of consignment stock the risk level should re m a i n

unchanged. (Note that there is a difference between the level of risk
and the level of direct control. Consignment stock reduces dire c t
control.)
Addressing these issues requires a consideration of the demand
and supply dynamics and how these dynamics may have changed
over time.
Myth #3
Consignment stock must cost more
Arranging to only pay for items at the time they are issued for use
is re f e rred to as consignment stocking. In this case the supplier owns
the items, even on your premises, until your team issue or use them.
Typically a monthly review of the quantity issued drives invoicing.
As the supplier must now finance the stock and accept the
inventory risk it is often believed that additional costs will be passed
on to the purchaser. This is not, however, always the case.
Gaining control of stocking gives the supplier many more options
to be proactive in the management of the supply chain. They can
schedule manufacturing and deliveries to suit their timetable rather
than be reactive to your purchase orders; they can draw on a wider
network to manage safety stocks and they can even draw against
your holding to supply other customers.
This flexibility can provide the supplier the opportunity to reduce
supply costs through improved manufacturing and supply chain
efficiencies.
Because they don’t want stock sitting idle, suppliers have a gre a t e r
interest in redirecting items that become slow moving. As a supplier
they obviously have direct access to the market in order to arr a n g e
the sale of items that are not moving at your site. This enables a
degree of flexibility in managing stock that is not readily available to
the typical end user and reduces the carrying risk of the inventory.
Some suppliers will try to charge more for consignment stock,
citing the investment cost and risk as the key reason. A sensible
a p p roach to consignment stocking that identifies the supply chain
o p p o rtunities can result in the double benefit of reduced inventory
and reduced costs.
Example
In one recent case, a move to consignment stocking resulted in
the end user gaining a 4% price reduction. This was driven by the
supplier being able to schedule production to suit their timetable
rather than responding to purchase orders with agreed delivery leadtime.
This decision involved $2M of inventory operating at 2 stock turns
per year. The company involved, there f o re, not only reduced their
working capital by $2M they also achieved an ongoing cost re d u c t i o n
of $160,000 per annum!
Myth #4
Software will solve the problem
Almost everybody realises that software alone does not provide a
solution. Yet, many companies, when faced with an inventory
reduction program, see the need for a new software solution as being
a key prerequisite.
Data availability and visibility is a key re q u i rement of inventory
reduction but software is only a tool and, like all tools, it needs to be
used pro p e r l y. Ongoing inventory reduction is achieved by a
combination of culture, knowledge and data availability.
The problem is, if the culture and approach to inventory
management drives the change, then conceding that these issues
need to be addressed is the equivalent to admitting to a failure on the
part of management. Psychologically this is difficult and can be both
a challenge and a humbling experience. As a result a ‘new’ tool is
seen as the way to effect change as this provides the reason that new
outcomes can be achieved (that is, because we have new tools not
5 Myths of Inventory Reduction
because we didn’t do our jobs properly).
There is any number of examples where the same software exists
in diff e rent parts of the same company and yet vastly diff e rent re s u l t s
are achieved. Clearly the issue is not the availability of the software
but rather the culture and measures within which it is applied.
New software solutions can be used to provide the focus to take
a fresh look at inventory opportunities; however, it is the
implementation of new processes and culture and ongoing review of
inventory that drives sustainable gains.
By understanding the dynamics of inventory and pro v i d i n g
a p p ropriate measuring and re p o rting systems a company can ensure
an ongoing focus on inventory reduction. This focus will last long after
the software implementation is forgotten.
Myth #5
Putting items into inventory saves money
Adding an item to inventory is sometimes seen as way of spre a d i n g
the cost of the item so that the original purchaser can get a lower
charge to their budget. This is particularly the case with project and
engineering items that have a minimum order quantity.
This is similar to Myth#1: Economic Quantities Save Money, except
that the focus here is not on purchasing efficiencies but rather on
operational or project budgets.
O rdering items where the delivery is in excess of needs and having
the excess put into inventory reduces the direct cost to the immediate
budget. This has the impact of appearing to save money but it does
not change the actual cash cost to the company.
A mismatch between the authority to assign items to inventory and
the responsibility for the inventory investment can result in inventory
being used as a ‘dumping ground’ with the apparent impact of
reducing operational or project costs. For the company this is a false
economy.
Example
For a particular project a special type of electrical cable was
o rd e red. The project only re q u i red 100m but the minimum delivery was
1,000m. The ‘excess’ 900m was transferred to inventory. The total cost
of the cable was $200,000.
The project was charged $20,000 and an ‘investment’ in inventory
of $180,000 was made, despite there being no further need for that
cable. The project manager believed that he had saved the company
money because he got the cable for his project for only $20,000.
The company had however spent $200,000 but this was not
recognised because it did not appear in any profit and loss statement
or project budget. Had the project been made to recognise the entire
cost then perhaps a different solution would have been found.
Conclusion
Achieving sustainable inventory reduction relies upon the
implementation of new management practices, measures and
re p o rting to drive new behaviour. As in most areas of management,
however, there are barriers that often prevent action, or worse, give
the appearance of action but no sustainable benefit.
We call these the 5 Myths of Inventory Reduction.
These myths have the dual impact of adding to the inventory
investment and preventing action to achieve sustainable re d u c t i o n .
Overcoming these myths requires a universal recognition of the cash
impact of inventory and an understanding of the behavioural issues
that impact management decisions.
Only after these myths are recognised and overcome can
sustainable inventory reduction be achieved.
Phillip Slater, Initiate Action Pty Ltd, pslater@initiateaction.com
www.initiateaction.com
40

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43
The Case For More Comprehensive Data Collection And How It Might Be Achieved
The Case For More
Comprehensive Data
Collection And How It
Might Be Achieved
David Sherwin
(former Professor of Terotechnology, Lund & Vaxjo Universities Sweden,
now retired) (djs321@eudoramail.com)
This paper is updated from a paper first presented at ICOMS 2003, Aus.
Abstract.
This paper is about possible methods for the practical application
of Te ro t e c h n o l o g y. It discusses the nature of optimal maintenance
policies in the context of the Life Cycle Profit (LCP) method of Hans
Ahlmann. The re q u i rements for applying LCP are examined. The most
i m p o rtant of these are a better database than most managers of
companies are used to, and better software to analyse the data. Data
analysis is pre requisite to formulating and later updating optimal
maintenance and plant renewal policies. For productive systems, the
l o n g - t e rm costs involved in data collection to permit full realisation of
LCP are unlikely to exceed the long-term benefits of a management
policy based upon TQM and LCP rather than MBO and RCM. This is
particularly so if data requirements for the firm are integrated.
K e y w o rds: LCP, LCC, Database, IT, Integration of business
functions, Terotechnology.
1. Introduction and Overview
1.1 General
This paper is a considered, but essentially personal and
opinionated, view of how the subject should be handled in practical
applications for the best advantage of all the stakeholders in a
p roductive undertaking. This view is based on a total of 40 years
activity in the general field of maintenance, reliability and quality, only
half of which was in universities.
Maintenance and replacement is a serious matter, if only because
it accounts for 10-40% of total costs in an enterprise. Its effects on
other functions such as Production and Quality are often multiplicative,
yet it seldom appears as a vital factor on the organograms for
schemes for Computer Integrated Manufacture, (CIM) or Supply Chain
Management (SCM).
T h ree strands have been discernible in both academic and
practical thinking and action about Maintenance over the last few
decades. The Management Science (MS) approach tre a t s
Maintenance as a cost. The OR approach treats it as a problem in
mathematical optimisation. The third, typified by RCM and TPM,
consists of simple but inevitably flawed or incomplete models of
re a l i t y, which attempt to reconcile the other two approaches with the
experience of practical maintenance engineers, and the other needs
of the maintenance function.
All three approaches suffer from the failure of their advocates to
take account of one or more important aspects of the overall pro b l e m .
The three strands really should be laid up into a rope, in which each
is supported by the other two and the whole is stronger than the sum
of the parts. The paper argues the case for a more compre h e n s i v e
a p p roach based on Life-cycle Profit, (LCP) and TQM. In this more
holistic, terotechnological approach, Maintenance is no longer tre a t e d
as an isolated function, but integrated with the other functions of the
f i rm, and justified by estimating and later measuring its contribution
to overall pro f i t a b i l i t y. Such an integrated approach re q u i res the
s u p p o rt of an inclusive IT system with potential benefits far beyond
the Maintenance function and this year’s bottom line.
1.2 The Management Science Approach
The MS approach suffers from advocates, managers and theorists
who do not understand technology. Management by Objectives is
typical, Dru c k e r, (1968). Management scientists persisted with the
belief that Maintenance is a fixed cost that is only reducible when
h a rd times reduce the re q u i rement to use the machinery to be
maintained. Only very recently has anything appeared in the MS pre s s
that acknowledges the connections between maintenance and quality
and market share, and even then there is no attempt to find useable
quantitative methods. The Life-cycle Cost (LCC) and later, LCP
a p p roaches have come from engineering rather than the management
academics, and so have not found ready acceptance by managements
of large concerns outside Scandinavia. On the MS side, there have
been such movements as the Balanced Score c a rd, Kaplan and
N o rton, (1996) which acknowledges the importance of other factors
than the bottom line, but still keeps them in watertight compart m e n t s .
Other fads, invented or taken up by management scientists,
concentrate upon one aspect or one technique, often oversimplified
for easy popularity, e.g. Six-Sigma, Magnusson, Kroslid and Berg m a n ,
(2000). The crazes for such fads seldom last more than ten years,
which is just as well because most of them turn out to be ultimately

45
The Case For More Comprehensive Data Collection And How It Might Be Achieved
expanding under each of the headings above, some solutions will be
suggested. These all involve more detailed and more complete data
collection, to make possible the more sophisticated analysis and
functional and mathematical modelling needed for real and continuous
improvement.
H o w e v e r, the second and more important purpose of the paper is
to discuss the need for and benefits of a more integrated appro a c h
that takes account of the interactions of the traditional functions or
d e p a rtmental responsibilities in a productive enterprise. We think that
just “considering” these functions in a bold diagram with lots of arro w s
and circles is not sufficient; to get ahead of the field and stay there, it
is necessary to know, or at least be able to estimate and continuously
refine, the effects that changes in one function have upon the others.
In this re g a rd, Maintenance is but one of many functions with a levere d
e ffect far beyond its own internal costs and concern s .
2. Management Science and Maintenance
In this section we examine in more detail the assertions made
above regarding the failure of MS to integrate or deal optimally with
the maintenance function. The changes necessary in the training and
practice of general managers and engineers to improve the situation
will be discussed at the end of the paper.
2.1 Managerial Misconceptions
Almost all of the standard managerial and production economics
texts treat Maintenance as an expense or even as a fixed cost. They
re g a rd it as unavoidable and necessary to make all their other
assumptions about the failure and perf o rmance of the machinery tru e .
According to most of these texts, the machine’s maker’s instructions
are to be followed without question or variation. No account is taken
of the need for more or less Maintenance depending on the severity
and intensity of use, and no changes to the schedule are permitted in
the light of experience, except to “save money” on the maintenance
budget. Even books on advanced manufacturing management
techniques such as Computer Integrated Manufacturing, (CIM), have
no box for Maintenance on their organograms and flowchart s .
P roduction plans go awry because the inevitability of stoppages for
adjustments and failures has been ignored. This problem has become
m o re acute because of the popularity of Just-in-Time, (JIT),
manufacturing methodology and ruthless reductions in stocks of raw
materials, work-in-progress and finished goods.
The MBA-course view of Maintenance extends to other functions
of a technical nature such as Design and Production. All three are
usually to be run to rigid rules, which the non-technically-trained
manager dare not change. Instead, they concentrate on Finance,
Sales and Marketing, which they presumably do understand, and so
companies fail for lack of technical feedback and innovation through
R&D. Engineers are sometimes equally guilty. A manufacturer of small
machined brass castings complained to the author of falling re v e n u e s
and sales. When questioned as to the quality of his products and the
m o d e rnity of his machinery and methods, he rejected any idea that
they were inadequate to present-day requirements of customers. Yet
most of his machinery was more than 30 years old and 30% of pro d u c t ,
mainly pressure relief valves for domestic boilers, was rejectable at
first inspection. The antiquated machines needed more maintenance
than they got to sustain their precision, and far too many castings
w e re porous, due to inadequate temperature control of the molten
metal. These drawbacks were accepted because they had either
always been there or had built up very slowly. The only reason that
any Quality or Maintenance re c o rds were kept was to satisfy the
re q u i rements of the British Standard for relief valves. Like most
s t a n d a rds, this one was not concerned the manufacture r ’s economics,
only the quality and safety of the product reaching the user. As a
result, the company was beaten for price for their main product by a
competitor for whom boiler relief valves were a sideline. Our advice,
to modernise, diversify and collect data to guide further advances,
was ignored. The factory, one of the oldest in Birmingham, was
converted to a block of yuppie flats with a nightclub in the basement.
This is an extreme example, but by no means unique. An almost
parallel case occurred in Queensland, the only diff e rence being the
products, which in this latter case were domestic water heaters and
tanks. In both cases, sons with BS degrees had succeeded engineer
founding fathers.
2.2 Management by Objectives (MBO)
When he conceived MBO, Drucker, (1968), can have had no idea
how it would be distorted and over-simplified by consultants. As
usually applied, MBO inevitably if unintentionally encourages
managers to meet their own targets without regard to the effects on
others or the company as a whole. Senior managers are advised to
write down their overall aims and then to subdivide them into targets
for their juniors, and so on down the line. It has been re f e rred to as
“silo management” with the various managers each in their own silos,
unable to see what is happening in any of the other departments.
Consider a simple example that could occur in any manufacturing
c o m p a n y. At the start of the year, the general manager discusses
separately with the managers of Maintenance, Production, Quality,
Sales and Stores what their targets should be for the next twelve
months. The Maintenance Manager reluctantly agrees to cut his
budget by (another!) 10% and is promised (verbally of course) that the
b o a rd will approve new machinery next year, provided that these and
other savings are achieved. The Production Manager is asked to
increase production by 10% and agrees despite misgivings about the
Sales departments’ ability to sell the extra goods. He dare not say so
but is planning to achieve the new target by cutting a few corners on
q u a l i t y. Unbeknown to him, the Quality Manager has agreed to re d u c e
the number of customer complaints by 50%. The Stores Manager
a g rees to a 10% cut in inventory and she secretly intends to sell off
any spare parts that have not shifted in the last 2 years. The Sales
Manager only agrees to try to sell the extra 10% on the understanding
that quality will improve. Clearly, these managers will soon be at each
o t h e r ’s throats, and some of them will be fired for missing their
incompatible targets. Under the prevailing downsizing aegis, their jobs
a re doubled up among those frightened and overworked managers
who remain, and further decline takes place despite their agreement
to new targets. This is sold to the shareholders as necessary
adjustment to prevailing market conditions, for which all board
members of course deserve a fat bonus.
2.3 Consultants and Core Competencies
In past papers, the author and others have blamed such vicious
cycles on failure to address Quality problems and the need to re f re s h
the product cycle, but it is now clear that a more general theory, based
on “joined up” thinking and interdepartmental cooperation is needed
for the highly competitive future. But first, the managers must stop
competing with each other and start to cooperate to achieve
reasonable corporate targets. They will not do this unless they feel
s e c u re. Their underlings will not cooperate unless they also see some
end to the downsizing and despair. This will not occur simply because
all the managers re t i re to the countryside for a week of pointless
exercises carried out in intense physical discomfort. Nor should they
blindly follow the advice of consultants. Consultants usually feel that
their reputation depends upon quick rather than lasting impro v e m e n t s ,
which leads to the curse of financial short-term-ism, endemic in the
English-speaking world. Historical re s e a rch by economists has
revealed that flexibility, quality and innovation rather than re t reat to
so-called “core competencies” are characteristic of long-lived
companies with good labour and customer relations. These
economists failed to acknowledge the considerable body of TQM and
t e rotechnological literature, because they would never even consider
reading anything written by an engineer.
The Swedish company Stora, (meaning BIG), dates from the 13th
C and has only recently succumbed to a takeover. It started as a
timber concern, but rather than abandon its development plans, moved
into hydro-electric power, which was needed to develop the paper
i n d u s t ry in which it became a major player. Nokia used to make ru b b e r
boots. Another example is Siemens, which has grown by always try i n g
to be first with the best. Thompson in France, Phillips in Holland, GE

in the USA, ABB in Scandinavia and Switzerland, GEC in Britain, the
big Japanese combines and BHP in Australia all grew and prospered
by diversification and innovation and all have suff e red setbacks, in
G E C ’s case almost fatal, when they tried to concentrate upon what
they thought they knew best. Just as the departments in a singular
company should cooperate selflessly to endure, the individual
companies in a conglomerate should all aim to maximise the stability
and profitability of the whole rather than the divisions separately. New
p roducts can be developed only because others are profitable, and
must be developed because the present ones will not re m a i n
p rofitable indefinitely. Yet in engineering companies worldwide,
businesses built up over a century or more by the instinctive
application of these principles have been destroyed in a decade by
combinations of overpaid board room incompetents and ignorant selfstyled
consultants applying distorted management theories advising
a re t u rn to “core competencies”. They reduce the company until even
they can manage it, shedding the green offshoots of future growth.
Australia has failed to grasp the opportunities off e red by plentiful
indigenous raw materials and an isolated home market. The raw
materials are exported and come back as high value-added pro d u c t s .
Wool is exported to re t u rn as clothing with Italian and British labels.
C h rome and nickel ores go all the way from WA to Finland, to re t u rn
as stainless steel products. All the raw materials for the manufacture
of aircraft and jet engines exist in Queensland and the climate west of
the divide is perfect for their assembly. Boeing is in Seattle because
that is where the spruce was found; they spend a fortune on corre c t i n g
the wet atmosphere so they can use modern adhesives. The Australian
wine industry demonstrates that it need not be this way, although
p e rhaps it now stands in danger of “overc h a rdonnisation”. This
underinvestment culture was imported from the UK.
2.4 Education of Managers of Technological Enterprises
Business Studies used to be a purely post-graduate postexperience
operation and in my view should be still. Some of its
The Case For More Comprehensive Data Collection And How It Might Be Achieved
components such as Accountancy and Marketing were taught
separately at undergraduate level, but the undergraduate degree that
combined most of them was still based on and called Economics, and
was sometimes combined with Mechanical or Production Engineering.
Graduates of such courses had some hope of eventually becoming
competent to run businesses in the financial or engineering sectors
re s p e c t i v e l y, particularly if they invested, preferably after some
practical junior experience, in an MBA course. In contrast, the modern
BS graduate knows nothing about technology, but expects to be telling
experienced engineers what to do just a few years after graduation.
Because governments make company law and taxation so
complicated, many companies in the English-speaking world think that
these bean counters must be in charge to keep the company out of
the courts. Actually, many examples, present and historical, show that
engineers and scientists are quite capable of running a business,
given the appropriate training. In fact, they usually do it better than
the accountants and BS graduates.
2.5 Conclusion
Management Science has contributed to industrial growth in the
past and many of its methods remain valid, but its practitioners are
failing to optimise industrial eff o rts worldwide, mainly because they
have abandoned scientific method in favour of simplistic fads and
s h o rt - t e rmism, but also because technological aspects have been
u n d e r-emphasised. We shall examine some of these fads in a later
section after we have looked at proven tools from both MS and
Terotechnology. Finally we suggest ways to use them in combination
to multiply their effects and so stabilise and expand a pro d u c t i v e
organisation.
3. The Place of Mathematical Modelling
3.1 Introduction
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46

47
The Case For More Comprehensive Data Collection And How It Might Be Achieved
the early Operational Researchers in WWII. They corre c t l y
distinguished between war and peacetime re q u i rements and
p revented the withdrawal for maintenance of serviceable aircraft that
would probably be shot down before anything vital wore out. The
peacetime schedules, quite properly designed to sustain a high level
of readiness (for war), were ignored in favour of damage repair and
a few routine checks and oil changes. This is a totally diff e re n t
problem to that posed by complex manufacturing systems.
But whatever the context, we may infer that some form of
statistical model of the incidence of failure, the time to repair and the
e ffect on both of the stress levels on the machinery, as well as the
costs and benefits to the company as a whole, is necessary to the
optimisation of a system’s maintenance policy. The model must re f l e c t
reality sufficiently accurately to avoid GIGO: this can usually only be
w a rranted by an engineer and is beyond the capabilities of BS
graduates with no technical training or experience. Unfort u n a t e l y, few
engineers have the mathematical knowledge to analyse the data, infer
a mathematical/statistical model and calculate the relevant optima. It
has taken the author over 20 years to acquire sufficient insight and
mathematical knowledge to be reasonably confident. Inappro p r i a t e
mathematical models can be startlingly counter-productive.
With these factors in mind, we examine now the nature ,
classification and use of mathematical models, bearing in mind that
there are many more published models than recorded applications.
3.2 Classification of Models
Models may be dichotomously classified in four ways, giving eight
possible combinations, with respect to their purpose, see Figure 1.
The most important distinction is between models for components
and models for systems. We should never forget that systems fail but
we repair part s. System models must there f o re be based upon
analysis of data relating to parts. Maintenance schedules should not
only be optimised as to frequency but must be specific about what is
to be maintained and how. This obvious statement is, in practice, too
often ignored.
S t o c h a s t i c models are those in which we determine, from the
statistics of failures, the interval between interventions at which the
expected costs of lifetime maintenance and replacement are
minimised. In a deterministic model, interventions are determined by
a physical change, or occur when some variable other than age
c rosses a pre - d e t e rmined limit. Falling between these two are
i n s p e c t i o n models in which the intervals are statistical but the
decisions are deterministic. Models can be based on the assumption
either of a finite or an infinite system life. The latter case effectively
approximates that in which the lives of fallible parts are only a small
fraction of the expected endurance of the system as a whole. Similarly,
some models are founded upon the statistics relating to the variability
of failure and repair times, whilst others call for maintenance on the
basis of a physical measurement. Finally, it is vital that we distinguish
between systems whose parts are renewed and the behaviour of the
p a rts themselves because diff e rent modelling techniques are needed.
System models should usually be built up from models of the behaviour
of the fallible parts within the system.
Components
Maintenance
Stochastic/
Probabilistic
System
Models
Deterministic
Finite Time-scale Infinite
Figure1. Taxonomy of Maintenance Models
3.3 Maintenance Modelling of Productive Systems
Although it is convenient to develop the theory from consideration
of systems that are used to manufacture goods, its applicability is in
fact wider because all systems have a purpose, which may be
c o n s i d e red to be a product. A long series system whose modules are
serially preventively maintained by a workforce that cannot tackle
m o re than one (or very few) thing(s) simultaneously inevitably spends
most of its life well maintained but unserv i c e a b l e . The economics of
system maintenance have there f o re come to depend more on the
purpose than the physical nature of the system, and availability is now
seen to be as important as speed and technical capability. In
p a rt i c u l a r, the true cost of downtime is seldom calculated accurately,
which results in under-manned maintenance squads and delays whilst
contractors are brought to site to deal with failures. This is why many
manufacturing systems still rely upon buffer stores between stages
to cover failures. Just-in-Time (JIT) is really just a crude psychological
trick to make everyone more careful to avoid breakdowns; attempts
at applying pure JIT have often resulted in either re - i n t roduction of
b u ffer stores or duplication of unreliable but very expensive machines.
It is a common error to suppose that reliability is more important
in manufacturing systems than availability, and another to insist that
the system availability in a series is the product of the part
availabilities. The first error arises from the military backgro u n d
associated with reliability theory. In war, reliability over a mission may
well be more important, but availability to start the mission is obviously
rather more so. In manufacturing, the emphasis changes because
operation is ideally more continuous, but reliability may still be a factor
in prompt delivery or avoidance of start-up losses. The second error
arises from failure to consider that a system that is shut down due to
f a i l u re of a part is not at risk of further failures until it is re s t a rted after
re p a i r. This is not important to accuracy in short series with some
parts of relatively low availability, but in long series and where all the
part availabilities are of the same order, it is vital for the acceptability
of a proposed system. The correct calculation is given in Equation 1
as follows
Asys =1/ 1 + ∑
(1)
This may be proved using nothing more complicated than a Venn
diagram, see Sherwin and Bossche, (1993), yet very few textbooks get
it right and none except ours acknowledges its significance, which
can be demonstrated by considering a series system of say 400 parts
each with availability a=0.999. We considered in that same book, the
p roductiveness of systems with some re d u n d a n c y. Productiveness is
defined as the actual possible long-term average output rate
expressed as a fraction of that with no failures. It therefore depends
significantly on the throughput of the least productive stage of the
system. Productiveness differs from availability in that the possibility
of production at lower rates during the failure times of part i a l l y
redundant machines in the system is taken into account when
calculating the long-term system mean output. Only in a straight series
system are availability and productiveness interchangeable. Even the
revised availability calculation will not do for productiveness: each
possible state of the system must be considered, the system
p roductiveness being the sum of the products of the stage-state
p robabilities and their corresponding output rates. Many
manufacturing systems enter service without such calculations having
been made, with the result that they do not perf o rm adequately when
stretched by a successful product. Hurry to fulfil orders then leads to
acceptance of sub-quality product and spares, botched repairs and
neglect of necessary preventive maintenance.
The items or stages in a series system are themselves complex.
They each consist of parts, some of which benefit from pre v e n t i v e
maintenance. Systems fail but we repair or renew parts. It follows
that data collection analysis and optimisation of intervals should be
at the parts level, initially. The times between failures for a machine
or system, disregarding which parts have failed have however often
been assiduously collected and analysed, see Sherwin and Ascher,
(2002). In some cases, preventive maintenance has been discontinued
because analysis fits a Poisson pattern. It is true that a maintained
1-a n
i
i=1 ai

system with or without PM often has a sensibly constant ROCOF, but
it is also true that that ROCOF can be reduced by PM, and that there
exists an ideal PM+inspection schedule that minimises the combined
downtime or the total cost, or maximises the long-term expected pro f i t .
This schedule is a function of the statistical failure characteristics of
the fallible parts, noting that over 80% of engineering parts either
outlast (or determine) the system’s useful life or else are best left to
fail. We also deplore the careless habit of lumping downtime due to
PM, which can often be done without loss of planned output, with that
due to failures, which is stochastic but partly dependent on the
frequency and quality of PM.
3.4 Review of Models for Optimising Part Maintenance
T h e re are two basic kinds of model for parts, based upon age since
last renewal and measurement of some indicative variable
respectively, see for example Jardine, (1973).
The variations on the first theme are well known. The cost of failure
must exceed that of PM, including downtime costs in both cases, and
that the expected number of failures divided by the time since last
renewal must be increasing. The models are Age Renewal in which
the part is run until it either fails or reaches an optimum age t*, Block
Renewal in which renewals occur to a fixed schedule and failures are
renewed or re p a i red as they may occur, and Bad-as-Old Renewal
which is Block Renewal with the difference that failures are restored
only to the pre - f a i l u re condition. None of these ever re p resents re a l i t y
exactly, but each is useful as a fairly close approximation in different
c i rcumstances. Given the costs and an estimate of the underlying
distribution of failure times in the absence of PM, optima can be
estimated. All except the Bad-as-Old model re q u i re some tedious
calculations to find the optima, but this is not really a problem in the
computer age. The part is considered in isolation from the rest of the
system; that is, the models do not consider any relationships that there
may be with other parts. In practice it may be so difficult to get at a
p a rt that it becomes economic to consider renewing other unfailed
The Case For More Comprehensive Data Collection And How It Might Be Achieved
parts at the same time. In other cases, it can pay to perform a bunch
of routines at the same stoppage in order to reduce expensive
downtime, with none being done at their individual optima. Often, the
OEM guesses at the intervals re q u i red and issues a re c o m m e n d e d
schedule that is never challenged by the operator because no data
a re collected and the OEM will not pay out on the warranty if the
schedule is not followed. But these costs are negative benefits, and
needed to confirm project viability and assess profits.
The second type of model re q u i res the operator to monitor,
continuously or at fixed or calculated intervals, some variable(s) (not
parameters, which are by dictionary definition invariable!) that allow
him to judge the part ’s condition. By re c o rding and graphing the
readings, the item can be taken close to failure before being
maintained. Failure is either graceful decline to a defined
unsatisfactory limit or else a sudden change in the level or gradient
of the graph precedes failure. Provided that monitoring costs are not
too high and that indication of imminent failure is accurate, inspection
models improve availability and productiveness. Recently, the cost of
monitoring has been declining and more cases can be justified, but it
is still being applied without making proper predictions of the cost
savings or full assessment of the accuracy. Fre q u e n t l y, no model is
made at all and unsubstantiated claims are made concerning savings.
However, it is true to say that in cases in which the downtime costs
far outweigh the material and labour costs, inspection or monitoring
will be a strong contender, provided all the facts are known and
p roperly modelled, see for example Sherwin and Al-Najjar, (1999) and
C h r i s t e r, (1987). Pre m a t u re removal is a big problem in
inspection/monitoring models.
3.5 Review of Models for Systems
The useful system models fall into three categories. First, there are
many variations on the theme of combined Block models. The second
c a t e g o ry aims to optimise overhaul intervals either by tracking the
rise in ROCOF since the previous overhaul or by inspection or a
48

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The Case For More Comprehensive Data Collection And How It Might Be Achieved
combination of both. The third category, Opportunity Maintenance, is
possibly the most suitable for systems that must operate continuously,
and can be modified for systems with scheduled shutdowns; see
Sherwin, (2002).
The Combined Block Model shapes the traditional schedule of
g rouped actions at multiples of a common interval. The common
i n t e rval should be chosen so that downtime or cost due to failure s
and PM is minimised over the system, but in practice it is seldom
optimised. The basic interval is usually fixed by statutory, logistic or
other considerations and the best schedule found using its multiples.
For example, a factory boiler may be cleaned and maintained over a
weekend when its output is not needed; optimisation then consists in
finding the best number of weeks. Heavier work would be left to the
summer when it is not needed at all. Although no item is done at its
independent optimum, time and money are saved by the gro u p i n g .
P rovided that legal and contractual difficulties can be overcome, a
p roperly calculated Combined Block schedule can be economic,
particularly if the workforce can find other work between periods of
maintenance of the system in question. It can be fairly easily modified
to accommodate some items that are monitored or inspected,
particularly if the inspections require the system to be stopped.
Reliability theory explains how a complex system that is maintained
only at failure and then only to repair the failure, settles to a constant
average ROCOF, see Ascher and Feingold, (1984). If the system gets
PM as well at relatively short intervals, then the residual ROCOF is
reduced because some failures are prevented. As the intervals are
lengthened, the average ROCOF rises and vice versa. If some of the
routines are concentrated into overhauls, then the ROCOF re m a i n s
constant on average but rises from a low point after each overhaul.
(There may be a temporary rise after each overhaul, but this is shortlived
and due to faulty work and poor quality spares.) It can be shown
that this rise in ROCOF is theoretically exponential; that is, if the
o v e rhaul is sufficiently delayed it will level out to a higher constant
value, again on average. If the corresponding cost (or better still, nett
benefit) curve can be traced, then the optimum overhaul interval, given
a pre - d e t e rmined schedule of more minor PM, can be found.
Alternatively, overhaul can be made partly or wholly dependent upon
inspected or monitored condition. In the latter case, there is usually
a single vital item that usually or always determines when the overh a u l
is done. The problem remains as to which items to maintain outside
of the overhauls; some will be obvious but others marginal and the
calculations are possible but not easy.
A fuller discussion of Opportunity Maintenance and how it might
be optimised was given in Sherwin, (2002). The basic principle is that
it may well be better to wait until something fails and then take the
opportunity to perform other PM that is nearly or over-due during the
enforced stoppage. A preliminary model for a continuously required
system was given. Variations include diff e rent rules as to how long
an enforced stoppage can be extended for PM, and for stopping
anyway if a failure does not occur naturally within a certain interval.
All the system models discussed above re q u i re as inputs
complete parts data with respect to failure time distributions, re p a i r
and PM times and costs. All depend upon first calculating policies
for parts, which are modified in the full system models.
4. Critique of Combined Systems of
Management and Optimisation
4.1 TQM and LCP versus MBO and RCM
A straw poll of large companies and government departments in
Britain, USA, (rest of) Europe and Australia suggested that in all are a s
except Nort h e rn Europe, Maintenance was more often than not
conducted using RCM against an overall management system based
on MBO. In Scandinavia and to a lesser extent Germany and the
Netherlands, a real eff o rt had been made to manage according to
TQM principles using the Life-cycle Profit (LCP) method for keeping
s c o re and optimising functions including Maintenance. Against those
who contend that these four TLA’s are not incompatible, I offer the
following insights.
MBO and TQM are basically incompatible. Comparing their
fundamental characteristics in the table below demonstrates
succinctly that their philosophies are opposed to one another.
Companies from Britain to Australia via USA have developed
corporate schizophrenia attempting to reconcile them.
Nor is it possible to combine LCP and RCM successfully, unless
RCM is modified so extensively that it morphs into that part of
Te rotechnology directly concerned with Maintenance, see Sherw i n ,
(2000). This is because RCM is unfriendly to the data collection that is
n e c e s s a ry for proper calculation of individual and combined
optimisations and friendly to MBO. It contains some wrong models that
do not re p resent the real situation to be optimised, the principal erro r
being misinterpretation of the theory of system reliability and
a v a i l a b i l i t y. It is true that data collection at parts level is not essential
for calculating life-cycle costs and profits, but the data are needed to
analyse the causes of falling short of expectations and so to get dire c t l y
to effective improvements. Without data one has to rely upon anecdotal
evidence and trial and error solutions, which, because of the inevitable
delays, will usually waste more money than could possibly be spent
on data collection, even in the most comprehensive IT system.
Under MBO, each department ruthlessly pursues its own internal
t a rgets with little re g a rd for the plight of other departments. Unless
the coordination of objectives is done exceptionally well, managers
find they are competing with one another rather than their tru e
opponents in other companies. Their optimisations will be
c o m p a rtmentalised also. Why, for example, should a maintenance
manager under MBO consider costs and benefits outside his own
budget? If his objective is to minimise costs to his own departmental
budget, he will not include downtime costs in his optimisation
calculations, even if he has the data needed to do so.
TQM MBO
Democratic Hierarchical
Consensual Individual Agreements
Cooperation Internal Competition
Manages All Assets Controls People
Measures Outcomes Measures People
Trains To Do Better Fires Inadequates
Develops Systems Frightens People
Emphasises Leadership Uses Fear of Dismissal
Feedback or P-D-C-A False Measures Reinforce Hypocrisy
Holistic Compartmentalised/Individual
Table 1 Characteristics of TQM and MBO
4.2 Six-Sigma and Total Productive Maintenance (TPM)
Six-Sigma is an over-simplified version of TQM, with an unjustified
emphasis on one questionable idea. If a company has already been
through a Deming-style Quality Improvement Programme, Six-Sigma
may even set it back a bit. It also lacks economic focus; it is possible
to improve Quality but lose the market through costly, unnecessary
p recision. The technique that gives it its name confuses drift with
p recision, but that is for another paper. The silly martial art s
t e rminology is not conducive to the calm cooperative aegis necessary
for real progress under the TQM banner. I really do not like it at all; a
less critical and more extended view is found in Magnusson, Kroslid
and Bergman, (2000). TPM is partly an extension of TQM principles to
the Maintenance function, so it does fit with Six-Sigma fairly well. The
rest of it attempts LCC/P through Cost Effectiveness.
4.3 The Balanced Scorecard, TPM and LCP
The Balanced Score c a rd, (BSC), see Kaplan and Norton (1996), for
all its magnificent diagrams, still leaves the student with few ideas
about how to balance the score c a rd economically, and how much
time and money to expend on each aspect. This is because its
l i t e r a t u re does not attempt to model the effects of these aspects upon
one another. These effects may be very difficult to model; some are

Customer Relations
Objectives Measures
Targets Initiatives
Communicate,
Educate, Set
Goals, Link
Rewards to
Performance
The Case For More Comprehensive Data Collection And How It Might Be Achieved
Financial (Shareholders)
Objectives Measures
Targets Initiatives
Vision &
Strategy
(Management)
Learning & Growth
(Employees & Managers)
Objectives Measures
Targets Initiatives
Figure 2: Basic Concept of Balanced Scorecard:
After Kaplan & Norton but altered to show Vision and Strategy as Two-way
Vision & Strategy
Clarify Vision
Gain Consensus
B.S.C
Planning
Set Targets
Align Initiatives
Allocate Resources
Figure 3: Implementation of BSC
Internal Business
Processes (Employees)
Objectives Measures
Targets Initiatives
Feedback & Learning
Shared Vision
Strategic Feedback
Review Strategy and
Tactics
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The Case For More Comprehensive Data Collection And How It Might Be Achieved
psychological effects and others obviously very complex, but partial
analysis is usually better than none at all and better data will
eventually lead to better understanding and so to better mathematical
models by means of feedback or Deming PDCA loops.
TPM, and particularly Basim Al-Najjar’s TQMain, (1994), come
closer than RCM and MBO to what is needed; indeed they form
stepping-stones on the difficult path towards a full LCP system. In
TPM, the factors themselves re q u i re further breakdown, which
TQMain provides. Al-Najjar’s concept is that any of the many factors
can be regarded as the pivot for the others. In fact all the factors are
important and none much more than any other. This is also the theme
of the Balanced Scorecard and we have no quarrel with the aims of
either. But whereas Basim’s analysis and model can be expanded to
a full mathematical model including all the factors, the BSC re v e rts to
a subjective points table.
However, BSC does advocate use of the PDCA loop in all aspects
of implementation, and Kaplan and Norton mention more than once
that the basis of decision-making should be the analysis of good data.
N e v e rtheless, the re q u i red detail is missing, without which this is just
another way of approaching what is really needed without ever
catching up. Advocates would perhaps argue that details are
necessarily unique to situations, but surely some guidelines are
needed if it is to be taken seriously. Figure 3 shows the PDCA loop
with pro g ress re p o rted to the BSC in the middle so that control can
be devised and applied. BSC includes questioning the means used to
achieve ends; it advises review of underlying assumptions and then
of both aims and means if pro g ress is too slow. Kaplan & Norton imply
that without the BSC, companies have no idea where they are going
w rong, which is surely not the case. It is essential to be able to
m e a s u re pro g ress objectively. If you cannot measure it you cannot
manage it. Lord Kelvin said much the same 120 years ago. We would
beg to add that if you cannot model it, you cannot optimise it. Kaplan
& Norton also warn against losing financial perspective, and criticise
TQM-based systems for saying that if you do the right things, the
finances will come into line by themselves. This is to miss the point of
TQM-based Te rotechnology and its insistence on LCC/P as the
criterion of success. BSC provides some but not all of the means for
implementing the terotechnological dream, of total control thro u g h
p e rfect knowledge of the relationships between factors, in that it
p rovides a way of judging achievement and pro g ress. BSC is not
incompatible with Te rotechnology except where it fails to re l a t e
achievements in training and other indirect investments back to the
bottom line. Kaplan & Norton may be right, though when they say that
this is not really possible; but Te rotechnology says that one should
m e a s u re the certain gains nevertheless. Kaplan & Norton do not
p rescribe any metrics, they leave that up to the implementing
company, and nor do they dictate what weighting should be given to
the four aspects, Financial, Customer, Internal Operational, and
L e a rning. Above all, they say, if its not working find out why and adjust
your strategy and targets. They do NOT say, as Deming does, not to
blame junior people for the failure of the management’s system. Like
TQM they advise application to Strategic Business Units, often
corresponding to individual factories, not whole corporations.
4.4 Te ro t e c h n o l o g y, Cost Reduction, Short - t e rmism and Just-in-
Time Manufacture
Te rotechnology would actually advise funding development in one
flagging company division out of profits elsewhere, making it essential
to expand modelling and calculation beyond the local and the pre s e n t .
This is perfectly reasonable and drug companies, for example, do it
all the time. Viagra was developed using profits from stomach potions
and is manufactured by a different division, but each in turn was the
cash cow. The drugs industry is forced by patent expiries and public
opinion to do this, but other industries often rely on outdated pro d u c t s
made on old machinery until it is too late to modernise and develop
new products. Most of all, Te rotechnology opposes the current craze
for downsizing and cost reduction for its own sake.
EXTERNAL
EFFECTIVENESS
Value to the customer
Benefit in relation to
production price
Do the appropriate
product
The Effectiveness Matrix
High
12
9
6
3
Total Effectiveness
9 18 27 36
Low 0
0 3 6 9 12
Low
INTERNALEFFICIENCY
Internal Eff x External Eff = Total Effectiveness
High
Under Te ro t e c h n o l o g y, we ideally wish to trace the effects of all
factors upon all outcomes, particularly present profits and future
s e c u r i t y. This is partly because, as Ahlmann pointed out at the 2002
IFRIM conference in Sweden, value to the customer and intern a l
efficiency must be traded off. Figure 4 is from this paper and shows
how the Total Effectiveness is best increased by attention to both
i n t e rnal and external factors. For example, compare the original BMC
mini and VW beetle (or bug) motorcars. The buyers loved the mini but
p rofits were low or negative throughout its production. The mini’s total
numbers made were high but still an order of magnitude fewer than
the VW because of low internal efficiency at the factories and lower
reliability and durability than the beetle. The author had a mini in which
the gearbox was unacceptably noisy from birth and hard to change
(in all three senses!). An investigation by Birmingham University
M a s t e r ’s students in Q&R in 1984 revealed that the gears were hobbed
on machines supplied more than 40 years before for war production
(they had broad arrows on them!). Assembly of gearboxes was by trial
and error; if one pairing would not go together another was tried and
so on until the box was both complete and would rotate in all gears;
t h e re was no other testing. Statistical analysis of measure m e n t s
gathered by the students showed that the machines were incapable
of meeting the tolerances, so that this policy would result in about 2%
of unacceptably loose boxes. The author had to quote these re s u l t s
to get new gears, so others must have suffered and possibly bought
a VW next time around. That was a quality problem, but there were
also problems of detailed design, such as blowing hot oily air thro u g h
the radiator and over the left hand front tyre, that were never
corrected on grounds of (probably false) economy. What a waste of
a brilliant basic design! Even very good marketing could not re a l i s e
its true potential in the face of quality, reliability, durability, servicing
and delivery failings.
Without detailed and complete data on all relevant factors in
design, production and marketing, it will never be possible to model
the connections between them. For instance, unless we document the
e ffect on retention of key personnel of reducing expenditure on
employee comfort, we can never discover an approximate equation
to link them to profits, and the proposed “savings” of the MBA’s will
be passed without effective protest. The author left a reputable firm
of consultants, who had just promoted him for generating fees six
times his salary, simply because they would do nothing to improve the
comfort, cleanliness and noise in the office.
4.5 Just-in Time (JIT)
Like Six-Sigma, JIT was accepted by industry without suff i c i e n t
deep thought about its consequences. In particular, for lack of good
81
Prooductivity
Production units/
asset contribution
144
Do the product the right way
Figure 4: Internal Efficiency and External Effectiveness, after
Ahlmann 2002

data, the assertion that JIT would improve productivity went
unchallenged. Old-style manufacturing had buffer stores between
stages. JIT eliminates these by insisting that nothing is made until
needed. This makes it rather inimical to maintenance if utilisation is
to be high. The only way a fully utilised machine can be maintained is
by having a standby machine to take over. This is frequently more
expensive than the holding costs of a sufficient buffer stock. The
l i t e r a t u re of JIT hardly touches on this. But this obvious potential
p roblem is familiar also to managers and maintainers of process plant.
In both types of plant, the tendency is for capital cost and rated output
to be higher with each successive generation of equipment, so that
redundancy and breakdown become simultaneously unacceptable
f rom a profit viewpoint. The acquisition cost of process plant for a
given purpose is roughly pro p o rtional to the surface area of the
steelwork, whereas the throughput varies roughly as the enclosed
volume. This gives rise to a two-thirds power law between initial cost
and maximum output rate.
• (2)
(0.6to0.7)
C=kv
However, as scale is increased, eventually new technology must
be used for the moving machinery and there is a fall in re l i a b i l i t y,
availability and system effectiveness, which may be so large as to
make a system of duplicated half-size machines with cro s s o v e r s
p referable. In manufacturing of discrete objects, JIT has in some
instances merely shifted the buffer stores from the main works to
those of the parts suppliers by applying stringent sanctions for
deliveries outside time limits. Where several models use the same
machinery at different times, rapid tool changing is essential and as
the productiveness requirement increases at the expense of time for
maintenance, the reliability must be improved, usually through TPM,
including the parlour factory and operator involvement aspects
thereof. JIT also generally involves flexible manufacturing machines
and facilities for rapid tool changing which also tend to increase unit
The Case For More Comprehensive Data Collection And How It Might Be Achieved
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costs. Unless the redundant machines can be owned for less than a
single machine plus the holding cost of enough product to cover the
worst repair of a single machine, duplication is not worthwhile. I f
the redundancy is only partial, as often occurs in plant that has had
its output increased by de-bottlenecking, the calculation is more
complicated and involves the unit availabilities. One might imagine
that nowadays companies would calculate all this and simulate it
w h e re calculation was not possible. Some do try, but without the basic
p a rt failure parameter values, GIGO applies. Parameter values can
only be obtained from data collected for the previous model, adjusted
for the application of the lessons learned.
The electric power and compressed air supplies for the North Sea
Brent field oil platforms turned out to be inadequate, and so valuable
gas, enough to supply Birmingham in winter, was wasted. The
c o m p ressors were changed, but there was no room to fit a fifth
Avon+generator on each platform. (Why does nobody ever mend air
leaks!?). The author advised fitting a ring main round the four platform s
to minimise the motor-driven gas compressor downtime due to lack
of power. In manufacturing, a major tobacco company developed highspeed,
highly automated machinery for making and packing cigare t t e s ,
which was never reliable enough to repay the enormous investment.
In both cases the reliability studies were sketchy and used inaccurate
data. In part i c u l a r, they did not accommodate the concept of common
s e rvices like power, cooling water and compressed air. Modelling
has improved since these studies but data quality has not. Wi s h f u l
thinking has given such modelling a bad name.
5. Data Collection
5.1 The Case for Data Collection
The case for the collection of comprehensive data re g a rding the
operation, maintenance and repair of assets used in manufacturing and
p rocess industries has mostly been made in the preceding paragraphs.
To summarise, terotechnological pro g ress depends upon the analysis
and proper use of data at parts level to construct accurate
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52

53
The Case For More Comprehensive Data Collection And How It Might Be Achieved
mathematical models of system behaviour so that we can improve the
p roductiveness and economy of present and future systems by factbased
evolution. It has not been shown, so far, that the pro p o s e d
e x e rcise is either fully possible or worthwhile. That is a “Catch 22”
question. It is impossible to prove conclusively either way without try i n g
it. However, there is much anecdotal evidence that impro v e d
i n f o rmation leads to improved decisions and vice versa. The
mathematical theory of information content also suggests that is so.
Statistical IC is related to expected error through the variancecovariance
matrix of the factors involved. A model formed fro m
estimates of parameters derived from inaccurate, incomplete,
misconceived or uncertain data will fail, when applied, to predict future
p e rf o rmance sufficiently accurately to be useful. Indeed, the whole
model may be wrong, not just the estimated parameter values, because
the causes of failure have been misunderstood. To overcome this last
p roblem, it is necessary to be very sure about our understanding of the
basic statistics of cost and failure, the most common error being to
assume that the constant ROCOF of a complex item of many fallible
components is immutable, when in fact it is malleable under
maintenance. Even this simple concept, which is easily simulated,
cannot be demonstrated in a particular real case without
c o m p rehensive parts data. The most cogent reason for collecting data
and analysing perf o rmance is the ammunition it generates for insisting
that the next generation of equipment can and must be better.
Companies that have tried working with their suppliers through mutual
analysis of data have found them cooperative. At the very least it
indicates which suppliers should be avoided in future. Similarly, data
about one’s products guides the design improvement process. Ta k e n
t o g e t h e r, these two aspects of data collection improve both the
p e rf o rmance and the stability of the company in a way that simplistic
cost reduction and re t u rning to so-called core competencies never can.
Data form the working fluid of all the managerial feedback contro l
systems. Simulations by the author suggest that age-based opport u n i t y
maintenance can be combined with condition-based maintenance to
make considerable savings over a fixed PM schedule. These
simulations assumed that the statistical failure parameters of the part s
w e re known. It is likely that even more spectacular savings would re s u l t
in a real case if the data generated were used in Bayesian models to
adjust the scheduled intervals for renewal and inspection of part s .
It may be that there is an economic limit to the complexity and
detail of data collection, even after the time saved by a more “joined
up” approach and the elimination of inaccuracies are included in the
calculations, but that limit has surely not yet been reached and is likely
to be stretched by improvements to computers and IT.
The aircraft and aero engine industries illustrate that better data
leads to quicker and more certain temporary solutions and continuous
design development. It is ironic that the advocates of RCM claim this
i n d u s t ry as their own whilst simultaneously denying the efficacy of
more detailed and better-utilised data, see Sherwin (2000).
5.2 How Can Better Data Collection Be Achieved Economically?
The usual objection to comprehensive data collection is the cost.
In a typical large company or in a fighting service, each department
is already collecting data; they must do so to retain primary and
financial control of operations. Many of these data files are inaccurate
and partially duplicate other files. This leads to a great deal of wasted
time. It is too often necessary to use several sources to compile a file
for a particular exercise, because discrepancies must be re s o l v e d
before any useful work can start. This can take weeks, as the author
d i s c o v e red when trying to perf o rm an RCM analysis of a small off s h o re
oil platform. Four separate computer systems had to be consulted,
Operations for the running times, Maintenance for the downtimes and
labour costs, Stores for the spare gear details, and yet another system
to get the real cost of the downtime in terms of deferred output. All
we wanted to do was put it all in one spreadsheet, but two months
later we were still trying to match stores to jobs and deferred output
to specific failures. The re c o rds were incomplete because of
c a relessness, and did not align because each department had
specified the inputs from its own selfish viewpoint. Higher
management did not sort it out because all they wanted were post
facto summaries. In another plant, higher management actually thre w
away potentially valuable data once the executive summaries had
been extracted. Middle managers were then told to fix things without
the benefit of the discarded data, analysis of which would have guided
them to a better solution. So they just fudged the data for the next
summary. Decision quality deteriorated.
Under an improved system, the productiveness-cum-LCP model
would have been done before the plant was built, using parameter
values derived from those of the previous similar plant, modified for
the expected effects of improvements. The data would have all been
in one comprehensive system, meeting the needs of all departments
as well as higher management. The system would save money by
eliminating duplication and the time it wastes. All data would be
recorded just once and training would emphasise the importance of
accuracy and completeness. Experience suggests that if data are only
re c o rded once, the response from the re c o rders is much better,
especially if they can see that the data are being properly analysed
and used to make sensible decisions that make their lives easier.
6. Conclusions
1. There is a strong case for comprehensive data collection down
to parts level for both plant and products.
2. Data collection improvements should be costed at the margin,
after essential data has been included.
3. Truly scientific management, eschewing fads and fashions
cannot happen without accurate and complete data.
4. The matter can only be settled finally by trials in real systems,
but simulations are encouraging.
7. References
Author’s Note: References are in alphabetical order of authors.
Some have been included that are not directly cited in the paper
but may be found useful by readers wishing to pursue further
some of the matters discussed above.
Ahlmann, H.R., (2002), “From traditional practice to the new
understanding: the significance of life cycle profit concept in the
management of industrial enterprises”, IFRIM Conference,
Sweden. (Conference Papers are available from MESA)
Ahlmann, H.R., (1984), Maintenance Effectiveness and Economic
Models in the Terotechnology Concept. Maintenance
Management International.
Ahlmann, H.R.(1989) Maintenance Strategies and Trends in
Sweden. EUREKA MAINE Report.
Ahlmann, H.R.(1993) Progressive Production and Productivity -
World Class Manufacturing. ICPR.
A l - N a j j a r, B. (1996). Total Quality Maintenance: An approach for
continuous reduction in costs of quality products. Journal of
Quality in Maintenance Engineering (QME), 2-20, Vol 2, Number 3.
Ansell, J. and Phillips, M.J. (1994) Practical Methods for Reliability
Data Analysis, Oxford : Clarendon Press
Ascher, H.E. and Feingold , H. (1984) Repairable Systems Reliability,
Modeling, Inference, Misconceptions and their Causes, New
York and Basel, Marcel Dekker.
Barlow RE and Proschan F, (1965) Mathematical Theory of
Reliability, Wiley, NY.
Christer A.H., (1987), “Delay time models of reliability of equipment
subject to inspection monitoring”, Journal of the Operational
Research Society, 38, 329-334.
Christer, A.H. and Waller, W.M., (1984), “Delay time models of
industrial inspection maintenance”, J. OR. Soc. 35, 401-6.
Christer, A.H, (1999)”Developments in delay time analysis for
modelling plant maintenance”, J. O.R. Soc. 50, 1120-1137,
Cox DR, (1962) Renewal Theory, Methuen, London,
Dekker, R. (1992) Applications of maintenance optimisation models,
Report No.9228/A, Tinbergen Econometric Institute, Erasmus

University, Rotterdam, Netherlands.
Dekker R, (1995) “Integrating optimisation, priority setting, planning
and combining of maintenance activities”, European Journal of
Operational Research, 82, 225-240,
Drucker PF. (1968)”The Practice Of Management”, Pan Books.
Glasser G.J, (1969), “Planned replacement : some theory and its
application”, Journal of Quality Technology,1,1.
Jardine AKS, (1973), Maintenance Replacement and Reliability,
Pitman, London.
Kaplan, R S. and Norton, D.P.,(1996), Using the Balanced Scorecard
as a Strategic Management System. Harvard Business Review,
January/February 1996.
Kaplan, R,S. and Norton, D.P. (1996), The Balanced Scorecard,
Harvard Business School Press.
Magnusson, Kroslid and Bergman, (2000), Six Sigma: the Pragmatic
Approach, Studentlitteratur, Lund
Moubray J.(1991), Reliability-Centred Maintenance, London:
Butterworth-Heinemann.
Nakajima S, (1988), Introduction to TPM, Productivity Press,
Cambridge Mass.
Pierskalla W.P. and Voelker J.A., (1976), "A survey of maintenance
models: the control and surveillance of deteriorating systems",
Naval Research Logistics Quarterly, 23, 3, 353-388,
Sherif YS & Smith ML, "Optimal maintenance models for systems
subject to failure", Naval Research Logistics, 28, 47-74, (1981).
Sherwin, D.J., and Ascher, H.E., (2002), Reliability data analysis for
economic advantage: problems concerning time windows and
repairable systems, IFRIM Conference, Sweden. (available by email
on application to author. This paper has been submitted for
publication to the Royal Statistical Society, in Applied Statistics)
Sherwin, D.J. and Al-Najjar, B. (1999), Practical Models for
The Case For More Comprehensive Data Collection And How It Might Be Achieved
Condition Monitoring Inspection Intervals. Journal of Quality in
Maintenance Engineering, Vol. 5 Number 3, 203-221.
Sherwin D.J. and Bossche A. (1993) The Reliability, Availability and
Productiveness of Systems, London: Chapman and Hall.
Sherwin, D.J., (1998) Integrated IT systems for manufacturing -
inclusion of the maintenance function, Information Management
Methods Conf. Vaxjo University.
Sherwin, D.J., (1997) Concerning bathtubs, maintained systems and
human frailty, IEEE Trans. on Reliability, 46, 2, 162.
Sherwin, D.J. (2000) A critical analysis of reliability-centred
maintenance as a management tool, ICOMS, Wollongong.
Sherwin, D.J., (1990), "Inspect or monitor?", Engineering Costs and
Production Economics, vol.18, pp 223-231.
Sherwin, D.J., (1995), “An Inspection Model for Automatic Trips &
Warning Instruments”, Annual Reliability and Maintainability
Symposium (IEEE), Washington D.C. January
Sherwin, D.J., (1979), "Inspection intervals for condition-maintained
items which fail in an obvious manner", IEEE Transactions on
Reliability R-28, 1, pp85-89
Sherwin, D. And Al-Najjar, B. Practical Models for Condition
Monitoring Inspection Intervals. Journal of Quality in
Maintenance Engineering, 5, 3, 203-221, 1999.
Sherwin D.J.(1999). “Opportunity maintenance, based on age
renewal & including recursive effects”, IFORS conference,
Beijing August. ( A revised and expanded version of this paper
was presented at ICOMS 2002)
Valdez-Flores C & Feldman RM, (1989). “A survey of preventive
maintenance models for stochastically deteriorating single-unit
systems”, Naval Research Logistics, 36, 419-46,
Willmott, P. (1990), The DTI Survey of UK Maintenance Practice and
Maintenance Engineering in Europe. 3 reports in Maintenance.
54

55
Total Asset Management With Advanced Condition Monitoring
Total Asset
Management With
Advanced Condition
Monitoring
Condition monitoring can play a far greater role in industry than just a tool for the
maintenance department, writes Mark Liebler, condition based monitoring coordinator,
Rockwell Automation Australia
Mark Liebler
Condition monitoring (CM) is perhaps the most misunderstood and
misused of all industrial plant improvement programs. It is typically
defined as a means of preventing catastrophic failure in critical
rotating machinery--such as power generation plant, larger pumps
and main arterial conveying systems--and providing the data needed
to accurately determine the optimal schedule for maintenance
activities on this plant. It is largely viewed as a ‘maintenance tool’,
with little relevance to plant management and operations.
In truth, condition monitoring can and should play a much bro a d e r
role in the modern industrial operations--it is a tool that helps
e ffectively manage site plant assets, logistics and labour
requirements. If we take, for example, a typical Australian mine site,
located away from any major infrastru c t u re and immediate
t r a n s p o rtation, labour is usually finite, plant on site is specialised and
availability re q u i rements are usually ‘24/7’. Faced with these
challenges, we can see that careful management of plant assets is
critical to ensuring overall plant performance.
T h e re are a variety of technologies that are used as part of a
complete plant condition-monitoring program, the more common
being:
• Vibration analysis
• Oil analysis
• Infrared thermography
• Motor current analysis
Typically, we see a range of analysis technologies applied to any
given piece of equipment, which allows the analyst to make the most
informed decision.
Offline and online analysis
Of all these technologies, vibration analysis is the one most
commonly used and the one that provides the most amount of
i n f o rmation from the data acquired. Vibration monitoring basically
encompasses two diff e rent techniques; offline and online. Before
looking at the condition monitoring program itself, we need to fully
understand these two techniques. Offline vibration monitoring
(sometimes know as the ‘walk around system’) is based on the
collection of vibration data by means of a hand-held data logger, then
subsequent downloading of this information to a database for further
analysis. Specialist software is then used to view the data and report
findings. Online monitoring, by contrast, provides some level of
permanent connection to the monitored plant.
Online monitoring can be further broken down into two techniques;
s u rveillance and continuous monitoring. Surveillance monitoring is an
i n t e rmediate condition monitoring technique that sits between off l i n e
monitoring and the continuous online monitoring. This technique is
akin to having a permanently connected data logger complete with a
number of inputs, which is in turn permanently connected to a PC.
Transfer of data and alarm log information is perf o rmed automatically
at a set interval, with the data collection perf o rmed by multiplexing
from one input to the next.
The advantage of surveillance monitoring over conventional off l i n e
monitoring is that the monitoring intervals can be increased without
i n c u rring additional labour cost. This allows for better fault detection,
and permits collection from dangerous or hazardous areas without
i n c u rring risks to engineers. Remote site monitoring is also made more
economical, as data can be transferred over great distances using
this technique.
Continuous monitoring is the pre f e rred technique where fullp
rotection of an asset is re q u i red. It is similar to the surv e i l l a n c e
technique, except that there is no lag time between data acquisition
and processing. Continuous monitoring systems collect all the input
channels simultaneously and process the data immediately. There
have been great developments in continuous monitoring pro t e c t i o n
systems over recent times. In the past, the traditional approach has
been to use ‘shut down protection’ systems, which only monitore d
overall values. By contrast, the latest generation systems collect a
mass of data that includes phase data, and even captures ‘start up’
and ‘coast down’ data. While not all this data would be used for
protection alarming, it does provide the operations and maintenance
managers the ability to access high-end data without incurring the
additional cost associated with advanced offline systems.
Overall and spectral band
Each of these techniques can be used with either overall or
spectral band alarming of the machine vibration. Overall, as its name
implies, measures the overall energy within a large vibration
frequency range. This is typically between 5 and 2000 Hertz, or 5 and
5000 Hertz. Overall monitoring has its limitations, and is typically used
as shutdown protection for failures that might result in large incre a s e s
in vibration amplitude. An example of such an event is an impeller
losing a blade, which would result in a large increase in the vibration

amplitude in the lower frequency range.
By contrast, spectral band alarming (or narrow band alarming, as
sometimes it is known) divides a set frequency range into bands of
v a rying sizes. These are based on the vibration frequencies that would
manifest as a result of specific machinery faults. For example, a
bearing fault in its early stages of degradation will normally appear in
the higher frequency range at amplitudes that would not norm a l l y
trigger an overall alarm. Using band alarms we can band this
particular frequency range and set an alarm level that is appropriate
for this particular type of fault. So in summary, spectral band alarm i n g
p e rmits the detection of machinery faults at an earlier stage of
degradation than that provided by overall alarming.
Both overall and spectral alarming can be applied to the off l i n e
and online monitoring techniques. Spectral alarming used with
continuous monitoring systems is the latest development--it allows
engineers to protect against more than a catastrophic event and
p rogram for mechanical fault detection. This would normally have only
been available in the offline or online surveillance programs.
Equipment ‘ranking’
B e f o re determining which technology should be applied to an
equipment item, it’s best to register and ‘rank’ the equipment
accordingly. Ranking is itself a complex issue that takes into account
many factors. These factors are weighted diff e rently depending on
what role the plant plays in the facility’s operations, and the actual
plant design. The following are some such factors:
1. The effect the equipment failure might have on the facility’s
production or output
2. The failure modes of the equipment
3. The cost of replacement (whole or part) of the machine
4. The health and safety consequences of equipment failure
5. The environmental consequences of equipment failure
This list is not exhaustive, but it does give an overview of what
factors are taken into account when setting the appropriate ranking.
We can quickly see a number of positives that can be made in terms
of dollar savings and corporate governance.
If we look at the first point--the effect the equipment failure might
have on the facility’s production--we see that a number of questions
need to be asked first:
• How do stoppages in this area affect overall production output?
An example could be a crusher at a mine site, where downtime
will cause stoppages downstream, and downstream production
is already at 100 per cent.
• How long will repairs take? Both repair and replacement should
be considered in the event of catastrophic failure.
• What is the leadtime in obtaining spares and/or replacement
equipment, if not on site?
• What product wastage due to incomplete processing might
occur?
Most of these points relate to potential production time loss,
with the exception of the last. The last includes the additional
cost of materials and prior processing time as a cost of failure.
Alone, these points make a good case for implementing a
condition monitoring program and realising the gains. But we can
also add the cost of carrying spares, as a capital cost, labour cost
to manage logistics, and the cost of scrapping due to
obsolescence if spares are no longer useable.
Modes of failure
To review the second point, failure modes, we need to put on
the technical hat. Plant equipment typically have usual modes of
f a i l u re. For example, an electric motor rated running at 1500RPM
and fitted with rolling element bearings could possibly incur a
bearing failure and run to failure in approximately three months.
By contrast, a turbine with sleeve bearings may only run for two
hours with a bearing fault. These extremes demonstrate the
f a i l u re diff e rences between equipment. Knowing what the
possible failure modes are allows us to select the appro p r i a t e
monitoring technique; and to select the appropriate testing
interval (for example, weekly, month or bi-monthly).
Finance
Quality
Environmental
Logistics
Condition
Monitoring
Programme
Maintenance
OH&S
Production
Management
Figure 1: The multi-element nature of an effective condition
monitoring program.
The third point, replacement cost in case of failure, is similar to
point two in regards to what type of monitoring technique is applied.
Plant equipment that incurs a high re p a i r / replacement cost in the
event of failure would typically warrant an online protection system
or more frequent offline testing.
The last two points explore what the health and safety and
environmental consequences would be of such a failure. Typically, a
risk assessment is carried out on the specific production area to
determine the possible failure scenarios, and what may be required
to reduce or eliminate risk. As described earlier, the end result will be
a recommendation for either online or offline and an appro p r i a t e
testing interval.
F i g u re 1 depicts the various elements that impact on the final makeup
of any facility’s condition monitoring program. Clearly, it is much
more than a means of scheduling the maintenance activities. Rather,
condition monitoring should be seen as an asset management tool
that ensures the optimum level of plant availability, and a perf o rm a n c e
level that meets business objectives. Viewed in this light, and with
a p p ropriate support from senior management and cooperation acro s s
the entire operation, the potential impact of a well-implemented
condition monitoring system can be dramatic.
Company background
Rockwell Automation Australia is the Australian subsidiary of
Rockwell Automationóa US$4.3 billion world-leading provider of
industrial automation power, control and information solutions.
Technical enquiries
Bill Ellerton, Rockwell Automation Australia Ltd
E-mail: bellerton@ra.rockwell.com
56

57
The Plant Lubricator Dichotomy
The Plant
Lubricator
Dichotomy
Ricky Smith
Life Cycle Engineering, (USA)
It was an early winter, and the atmosphere in the plant was crisp
and bright. The maintenance workforce was already active at this
early hour and in good spirits on this early December morning.
The maintenance team lubricator left the shop at 7:02 a.m., onschedule,
to begin his lubrication routes. As the lubricator made his
first stop, he decided to perf o rm lubrication of the conveyor bearings.
Unknown to him, he was being observed by a stranger as he
enthusiastically perf o rmed his lubrication routine. The watcher
suddenly froze in silent horror as he watched the lubricator begin to
destroy the equipment’s reliability.
The lubricator, a mechanic with more than 20 years experience,
including the last 3 years as the Maintenance Depart m e n t ’s lubricator,
was applying the grease gun to the bearing housing’s grease fitting.
He began to lift, then lower the handle on the grease gun (which
should have been applying grease except that it was empty).
The lubricator had just set the stage for equipment reliability issues.
All sorts of questions were racing through the watching stranger's mind:
Was the lubricator knowledgeable of the consequences of his actions,
and did he care? Did management know what was going on? Was the
lubricator perf o rming similar actions and making other decisions that
w e re creating a string of reliability issues throughout the plant?
The watching stranger wasn’t there just by accident; he was
performing an assessment of maintenance department practices. He
had been brought in because the plant had some serious equipment
reliability problems.
Believe it or not, this scene actually did happen. There is an idiom
called The Rule of Knowledge:
Never assume someone has knowledge or knows how to apply
their knowledge.
We must look for the application of knowledge, as re l i a b i l i t y
depends upon it.
It’s interesting to note that, in Mexico, many companies designate
their most senior maintenance person as the lubricator because those
companies consider this function to be extremely important. On the
other hand, in the United States most companies consider the
lubricator function to be much less critical and an entry level position
to be assigned to the least qualified person.
In fact, based on the potential for damage as well as the potential
for improving overall equipment re l i a b i l i t y, this function should be
assigned to a highly qualified and specially trained individual. How
does your plant or facility determine who should be the lubricator?
LUBRICATOR - CRITICAL ROLE OR ENTRY LEVEL POSITION?
Is the lubricator (lubrication technician) important to equipment
reliability? Consider this:
• Leading cause of rotating equipment failures is bearing failure
• The leading cause of bearing failures is improper lubrication
Typically less than one-third (approximately 25% to 30%) of all
bearings (in industrial applications) fail because they have re a c h e d
the end of their design life. Bearings which reach or exceed their
design life generally fail through metal fatigue in the raceways.
Since the bearing has achieved what it was designed to do, it has
done its job.
This leaves more than two-thirds (70% to 75%) of all service failure s
as premature. These are failures that could have been prevented by
c a rrying out the appropriate actions to rectify the damage mechanism.
F a i l u res due to ineffective or inappropriate lubrication are the most
i m p o rtant of these, accounting for more than 40% of the total failure s .
Bearings may be lubricated either by oil or grease and in both cases
too little or too much lubrication can cause a problem. Without a
means for old grease to be expelled (e.g., failure to open drain plugs)
o v e r-lubrication, sometimes at very high pre s s u res, occurs. Failure to
maintain cleanliness when lubricating bearings results in intro d u c t i o n
of contaminants, either particulate or chemical. About a sixth of all
bearing failures may be attributed to the introduction of contaminant
which, depending on the mix of solid to liquid contamination, results
in wear, corrosion or seizure. Alternatively the grade of lubricant
applied may be of the wrong viscosity at the bearing operating
t e m p e r a t u re and not provide an adequate lubrication film between the
rolling surfaces.
The remaining pre m a t u re bearing failures are due to a wide range
of application, installation and fit-up defects such as obtaining an
i n c o rrectly specified bearing, using incorrect mounting techniques or
use of inappropriate tools, inaccurate fit, electrical shorting and similar
factors.
This is just one application - bearings - where improper lubrication
accounts for dramatic reduction of equipment reliability figures. The
lubrication technician also has responsibilities for gears, hydraulics,
c o m p ressors, engines, turbines and possibly other specialized
applications depending on plant function.
In addition, the lube tech often has responsibilities for lubricant
storage and handling re q u i rements, lubricant specifications and

application methods for all plant equipment, lubrication additives, and
a myriad of other lubrication related activities. - - - Does this still sound
like a job for the maintenance group’s least qualified individual?
Many manufacturing plants today are adopting Best Maintenance
Practices in order to achieve Maintenance Excellence. Lubrication
Best Practices and Lubrication Excellence are the very foundation of
a successful maintenance improvement program.
Defining The Lubricator In Today’s Plant
The lube tech, whether the most senior of the maintenance staff
or the newest member, should possess the following knowledge
elements (either through experience or specialized training):
Lubrication Procedures
• Grease gun operation (including how much and how often)
• Grease gun calibration
• Lubricant specifications and application methods for all plant
equipment
• Tank/sump flushing and cleaning procedures
• Oil drain interval and criteria (time-based, operating hours-based
or condition-based)
• Top-up procedures
• Machine inspections (lubricant leakage, cleanliness,
contamination sources, etc.)
• Lubricant contamination control
• Filter change and used filter inspection procedures
Lubricant Handling, Storage, Consumption and Conservation
• Lubricant storage and equipment including layout, lube
container selection, transfer equipment, pumps and tools,
ventilation, funnels and hoses, safety equipment and
procedures, housekeeping standards, record keeping, etc.
• Lubricant inventories, reorder points, stock rotation, establishing
expiration dates, product labeling and incoming delivery
inspections.
• Record keeping and tracking of lubricant consumption.
• Leakage control
• Environmental conservation practices including best practices in
waste oil and used-filter disposal.
If your plant also has an oil analysis program in effect, the
lubrication technician may also have oil analysis responsibilities, and
therefore needs to have knowledge of:
Oil Analysis
• Identification of when, how and where samples will be obtained.
• Selection of routine oil analysis tests for each machine.
• Setting of oil analysis alarms and condemning limits.
• Definition of exception tests and criteria.
• Definition of additive reconstruction strategies.
• Coordination of laboratory quality assurance tests.
• Providing data integration and interface with other
reliability technology activities including vibration,
acoustics and thermography.
The foregoing are knowledge factors and responsibilities that
a well-qualified lubrication technician should have. Due to the
n a t u re of his job re q u i rements, an effective lube tech should also
possess some distinguishing personal characteristics that will
enhance his effectiveness:
Communication Skills/Outgoing Personality
For a lube tech to be most effective, communication channels
must be fully open and used. The effective lube tech recognizes
when an abnormal condition is serious and has the self-
confidence, motivation and communication skills to seek out a
m a n a g e r, an operations person or engineer to rapidly address the
concern. Lube techs are investigators, data collectors and analysts,
but they are not managers in most organizations. Some world-class
p rograms however may re q u i re that lube techs perf o rm some
s u p e rv i s o ry role relating to lubrication tasks perf o rmed by more
generalized maintenance or production (operators) personnel.
Maturity
All work in industrial facilities involves some element of risk. While
safety in general industry has been steadily improving over the years,
industrial work remains inherently more risky than office work. Some
work environments are riskier than others. A lube tech must have the
maturity to recognize risk and observe all appropriate safety
precautions
Physically Fit
This is not work perf o rmed while sitting at a desk. Lube techs must
spend the majority of their time in the plant, carrying and using tools
n e c e s s a ry to perf o rm lubrication tasks that are moderately physically
demanding.
Judgment
Most lube techs operate with minimal supervision. While it is
generally important that pro c e d u res be followed strictly to ensure that
work is performed properly, procedures cannot be created to handle
e v e ry conceivable situation. Lube techs must there f o re be able to
judge when such situations exist and be able to adapt their
p ro c e d u res to produce the best possible result. This is true for
lubrication maintenance tasks as well as for oil analysis job functions.
Tasks perf o rmed by lube techs are varied, and guidelines for their
p e rf o rmance and scheduling sometimes are unclear. This often
c reates situations in which the lube tech must defer a scheduled task
or disrupt production if the task is sufficiently critical.
CONCLUSION
If your organization does not recognize that well-perf o rm e d
lubrication is fundamental to the continued operation of the plant and
sustaining equipment reliability, it is on a path to trouble. The role of
maintenance is not the repair of equipment once it has already failed.
Maintenance is the business of keeping the plant up and running at
c a p a c i t y, and the most effective way of doing that is pre v e n t i n g
f a i l u res. Lubrication and oil analysis are at the very heart of
maintenance because they deal with eliminating and monitoring root
causes of failures - particulates, moisture, chemical contaminants and
inadequate separation of contacting surfaces.
Ricky Smith, Executive Director - Maintenance Solutions, Life Cycle
Engineering, ricky@LCE.com, www.LCE.com
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Survey 2004
2004 Survey Of Suppliers Of Condition Monitoring Equipment & Serv i c e s
2004 Survey Of
Suppliers Of Condition
Monitoring Equipment &
S e rv i c e s
Compiled by Ian Bradshaw , May 2004
The data given in this 2004 Condition Monitoring Survey is extracted, as received, from the respondents.
EIT does not there f o re accept any liability for actions taken as a result of information given in this Surv e y.
Aker Kvaerner
Company Information:
Address: Howe Moss Avenue
Kirkhill Industrial Estate
Aberdeen, UK, AB21 0GP
Contact: Douglas Sinclair
Phone: +44 1224 414515
Fax : +44 1224 414400
Email: coabis@coabis.com
Web: http://www.coabis.com
Countries Supported:
International support.
CM Products:
Coabis is Aker Kvaerner’s integrity management
application. Coabis enables engineers to plan,
execute and report on all types of inspection and
condition monitoring, particularly offshore,
underwater and topsides structural and process
pipework and vessels. Coabis includes interfaces
to PocketPC, flaw detectors and UT gauges. It
also comes with an integral criticality risk
assessment module for pipework and vessels.
A web-based reporting interface is available,
deployable over intranets.
Customers include Shell EP Europe, Ta l i s m a n
Energy UK, ExxonMobil, ChevronTe x a c o ,
ConocoPhillips, TotalFinaElf and Centrica.
CM Services:
Aker Kvaerner provide integrity management
services including:
Inspection co-ordination; verification studies;
technical assessments and recommendations;
data management; process and pressure systems
integrity consultancy; structural integrity services.
AMEC Engineering
Company Information:
Address: 43 Wittenberg Drive
Canning Vale WA 6155, PO Box 1491
Canning Vale WA 6970 Australia
Contact: Paul Davies
Phone: +61 (0)8 9455 5770
Fax : +61 (0)8 9455 5880
Email: paul.davies2@amec.com
Web: www.ameceng.com.au
Other Offices:
Adelaide, Kalgoorlie, Karratha, Melbourne, Pe r t h
and Sydney
CM Services:
AMECís Technical Services business provides
AS/NZS 9001 Quality Assured specialist
engineering services to the oil and gas, mining,
refining, manufacturing, petrochemical and
power generation industries throughout A u s t r a l i a
and SE Asia.
• Condition Monitoring integrating Vibration,
Oil/Wear Debris, Infrared Thermography,
and Electric Motor Analysis results.
• Associated Services include Performance
Monitoring, Efficiency Audits, Remote
Analysis and Reporting, Training, In-situ
Balancing, Laser Alignment, Commissioning
and Acceptance Testing.
• Instruments/Software, Transducers, Cables
and Monitoring Systems supplied along
with independent advice, electronic repairs,
calibration and servicing.
• Engineering Investigations include ODS
modelling, Stress and Fatigue Design Audits
and Finite Element Analysis correlated via
site measurements.
• Maintenance Reliability Improvement based
on Failure Modes and Effects Criticality
Analysis and Root Cause investigation.
• NDT & Materials Engineering services are
NATA approved for all Non-Destructive
Testing, Metallurgical Consultancy,
Mechanical Testing; Heat Treatment;
Inspection and Expediting.
• Construction Materials Testing for Soil,
Rock and Concrete Analysis to meet civil
engineering, mining and building
construction industry requirements. NATA
registered laboratory tests for soil and rock
mechanics, concrete quality control, etc.
Apt Group (of Companies)
Company Information:
Address: (HO) Level 1, Suite 22, 450 Elizabeth
St, Surry Hills, NSW 2010. Australia
Contact:: Geoff Soper
Phone: +61 2 9318 0656
Fax: +61 2 9318 0776
Email: info@aptgroup.com.au
Web: www.aptgroup.com.au
Countries Supported:
Australia, New Zealand, South Pacific, Asia.
CM Products:
Portable/On-line Products: advanced techniques,
fast resolve/prediction to failure.
Machine/Bearing Monitoring: predictive trending
tools, operator based data loggers, FFT analysers,
fixed monitors - vibration, eccentricity, acoustics,
ultrasonic, temperature.
Alignment/Laser Measurement: Shafts,
Straightness, Centerline, Plumbline,
F l a t n e s s / Twist, Circular planes (flanges);
Parallelism, Perpendicularity, Distance.
Dynamic Balancing: Rotors/Fans.

Infrared Cameras: Predictive Maintenance,
Research Development, Machine Vi s i o n ,
Surveillance.
Battery Maintenance: Extend Life/Rejuvenate.
Software - Asset Efficiency Optimizationô
OracleR database for data management,
display/analysis - Knowledge Based efficient
diagnostics of machinery problems “rule based”;
justification/explanation - Decision Support
facilitate reliability efforts, root cause failure
analysis, cost calculation/tracking - Maintenance
Management resources, inspection/maintenance
routines; interface condition monitoring, finance,
production.
CM Services:
Independent engineering consultancy;
contractual/one-off plant surveys; advise in
system/component selection, implementation.
Mechanical - machine condition monitoring,
vibration analysis, modeling, alignment,
balancing, NDT, oil analysis.
Electrical - thermal imaging, motor current
signature analysis, switchboard inspections,
power factor correction/condition analysis;
includes corrective recommendations.
Support - plant surveys; database
establishment/management; data analysis,
training/seminar programs.
AQUIP SYSTEMS
Company Information:
A d d re s s : 4/5 Brodie Hall Drive, Bentley WA 6102
Contact: Kim Graham
Phone: 08 9472 0122
Fax : 08 9472 5122
Email: kim@aquip.com.au
Web: www.aquip.com.au
Countries Supported:
Australia
CM Products:
Survey 2004
2004 Survey Of Suppliers Of Condition Monitoring Equipment & Serv i c e s
The PRUFTECHNIK VIBSCANNER is a
popular hand-held condition monitoring system
for predictive maintenance. The VIBSCA N N E R
is capable of collecting vibration data,
temperature, speed and process parameters.
PRUFTECHNIK have also created the unique
ë Vi b c o d e ’ technology as part of the
V I B S CANNER, where specially encoded
measurement studs allow 100% reliable and
repeatable identification of measure points, as
well as optimal signal transmission. This provides
maximum flexibility in terms of resourcing for
data collection and is a proven solution for
condition based vibration monitoring and
lubrication regimes.
CM Services:
Aquip Systems provides expert ongoing CM
services as well as adhoc machine diagnosis. We
facilitate CM training with emphasis on practical
applications (introductory to advanced level). We
also operate the sole PRUFTECHNIK certified
service centre in Australia, and are fully equipped
to carry out services, repairs and calibration
checks on all PRUFTECHNIK equipment.
Asset Reliability Services
Company Information:
Address: PO Box 3090, Dural
NSW Australia
Contact: David Burnes
phone: 02-9651-6444
Fax: 02-9651-6411
Email: info@assetreliability.com.au
Web: www.assetreliability.com.au
Countries Supported:
Pacific Rim, New Zealand, Papua New Guinea,
Indonesia, Thailand, Singapore and Malaysia
CM Products:
NEW range of On-Site InterActive Reliability
Training Classes are now available. All classes
include an InterActive Certification process.
Current classes available are: Reliability
Maintenance 2004 Seminars
Course One
Planned Maintenance & Maintenance People
The What, When & Who of Maintenance
Course Two
Maintenance Planning
Advances In Maintenance Planning, Maintenance Control & Feedback
Course Three
Maintenance Management
Success & Excellence In Maintenance & Asset Management
For more information see: www.maintenancejournal.com
or Email: mail@maintenancejournal.com Phone: 03 5975 0083
Attend Just one, two
or all three of these
one-day course
PRESENTED BY
Len Bradshaw
Gladstone
9-11 Aug 2004
Sydney
23-25 Aug 2004
60

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Survey 2004
2004 Survey Of Suppliers Of Condition Monitoring Equipment & Serv i c e s
Awareness, Alignment Skills, Balancing Skills and
InterActive Vibration Analysis.
The Reliability Toolboxô CD ROM is an
organization-wide solution to improving and
enhancing the weakest link in your CMMS
program, maintenance procedures and
documentation. This program also provides a
collection of over 50 generic boilerplate maintenance
forms, procedures, and job aids that can be used as
is, or modified to meet the procedural requirements
of an existing reliability improvement program.
Analysis Assistantô is also available.
CM Services:
Asset Reliability Services offer the following CM
Services;
• Reliability Business Plan development
• Individual Employee business plans to
ensure CM success
• CM System implementation & Auditing
• Vibration Analysis
• Infra-red Thermography
• Current Spectrum Analysis
• On-site Balancing
• Machine Alignment
• Lubrication and Oil Analysis Surveys
Australasian Infrared Systems
(formerly FLIRTS)
Company Information:
Address: 10 Business Park Drive, Nottinghill Vic
3168 & Suite 18/12 Tryon Rd Lindfield
NSW 2070.
Contact Kheang Khauv/
Roger Christiansz in Melbourne
Sean Towner in Sydney
Phone: 0395502800/0294160654
Fax: 0395589853/0294162583
Email: sales@austinfrared.com.au
Web: www.austinfrared.com.au
Countries Supported:
New Guinea
CM Products:
T h e r m a CAM P60 Very ergonomic for long
periods of IR imaging, with a easy too use
detachable remote handle. Full onboard analysis
and jpeg image storage. USB down load of
images for quick reporting.
ThermaCAM P40 Light-weight and easy to use.
Similar to the P60, except for the remote handle,
visual camera and some analysis functions.
T h e r m a CAM P20 with measurement and image
storage at a very affordable cost
ThermaCAM P10-thermal imaging viewer
Budget priced systems:
T h e r m a CAM E4 the lightest weight realtime
imaging system with measurement and image
storage for post analysis and report writing
ThermaCAM E2 with measurement and image
storage
ThermaCAM EM with measurement
MS Word based Report Writing Software.
ThermaCAM Reporter 7.0 Professional
ThermaCAM Reporter 7.0 Basic
Training:
Programs tailored to meet customer
requirements in the use of FLIR thermal imaging
systems and report writing software
CM Services:
Servicing of FLIR ThermaCAM Series, A G E M A
Infrared Systems and Inframetrics thermal
imagers.
Full factory trained Service Engineer
Calibration check facility
Application Support
Software Support
Balmac
Company Information:
Address: 4010 Main Street, P.O. Box 250,
Hilliard, Ohio 43026 USA
Contact: Mark Slebodnik
Phone: 614-876-1295
Fax: 614-771-5608
Email: balmacinc@aol.com
Web: balmaccom
Countries Supported:
USA & Worldwide
CM Products:
Our Balmac Catalog highlights our complete line
of vibration and balancing products. Balancing
Machines designed for fast, precision balancing
of fans, motors, and pumps. Vibration Analyzers
and Meters used for preventive maintenance of
rotating machinery. Portable Balancers for field
and trim balancing of complete machine
assemblies. Monitors for continuous monitoring
of vibration conditions on blowers, fans, motors,
and turbines. Economical monitoring of bearings
and rotating machinery with Vibration Switches
and Vibration Transmitters.
Barber InSys
Company Information:
Address: 5, Swan Lane, Sandy, Beds.
SG19 1NE, UK
Contact: Andrew Barber
Phone: 01767 692692
Fax : 01767 691831
Email: info@barber-insys.co.uk
Web: www.barber-insys.co.uk
Countries Supported:
England, Ireland + others.
CM Products:
1. High performance radiometric Thermal
Cameras Systems from ISG Thermal
Systems.
2. Thermal Inspection Windows from Sorem
3. Spot pyrometers from Dostmann electronic
4. High temperature IR thermometers from
Chino.
We supply the latest microbolometer thermal
camera technology for the professional engineer
where the highest image quality is required. The
ISG range of cameras can be supplied in under
5 weeks as there is no export license required,
an important factor if engineers have to take
equipment overseas, or do not want to be tied to
license conditions.
We also supply the Sorem H.Vir Comet series of
thermal inspection windows, which offer class
leading performance and superior window
thickness.
A range of hand held spot IR pyrometers covering
-40 to + 3000C are also available.
Barron GJM
Company Information:
Address: 78 Dickson Ave
Artarmon, NSW 2064
Contact: Andrew Gardner
Phone: (02) 9436 1088
Fax: (02) 9439 3413
Email: Andrew.gardner@barron.com.au
Web: www.barron.com.au
Countries Supported:
Australia
CM Products:
Barron provides specialist products and training
in the area of Laser Shaft Alignment. As agents
for Pruftechnik Alignment Systems we support
and supply:
NovalignÆ
RotalignÆ PRO
smartALIGNÆ
OptalignÆ PLUS
BoralignÆ
PullalignÆ
Alignment Explorer Software
Our specialist training service covers laser
alignment techniques, equipment and associated
software used for report generation and
development of machine templates.
Misalignment of rotating equipment is a factor
in 80% of premature machine failures.
Pruftechnik Laser Alignment can lower
maintenance costs and increase MTBF with
their range of precision alignment tools.
Barron also supports the Pruftechnik range of
precut precision shims.
Bently Nevada Australia
Company Information:
Address: 20 Healey Circuit Huntingwood,
NSW, 2148, Australia
Contact: Case Holmes
Phone: +61 2 9672 7447
Fax : +61 2 9672 7575
Email: case.holmes@bently.com
Web: www.bently.com
Countries Supported:
New Zealand. Offices in most countries across
Asia, Europe, Africa, Middle East and the
Americas.

CM Products:
Bently Nevada offers a complete portfolio of
products and services designed with one thing in
mind - to help you get more from your plant’s
production-related assets. More availability, more
r e l i a b i l i t y, more safety, more quality, more
productivity.
Bently Nevada’s System 1ô software is an
integrated, modular, and scalable platform
specifically designed to collect and manage assetrelated
data and convert that data to information
using powerful embedded and fully customizable
Decision Support capabilities. Nameplate data,
baseline data, real-time condition data, process
data, lessons learned and any other relevant data
and information regardless of where it originates
or the type of asset to which it pertains.
System 1ô is a platform for managing assets. It
provides a common environment from which to
access information on any asset in your plant. It
contains the full condition monitoring
functionality necessary to manage assets while
integrating with the other three tools that are
needed to carry out the plant asset management
function: maintenance management, reliability
management and process control
CM Services:
Bently Nevada’s service solutions can help
improve any plant’s asset management program
by addressing the following important areas:
• Opportunity / Risk Assessment Services
(ORA)
• Program Management Services
• Pre/Post Outage Assessment Services
• Machinery Diagnostic Services
• Thermodynamic Performance
• Machinery Balancing & Alignment
• Project Services and Packaged Systems
• Product verification and repair services
• Training
Biolab Industrial Technologies
Company Information:
Address: 2 Clayton Road, Clayton,
VIC, 3168
Contact: Shaun Napier
Phone: 1300 735296
Fax: 1800 067639
Email: industrial@aus.biolabgroup.com
Web: www.biolabgroup.com/aus
Countries Supported:
Australia, New Zealand and Pacific Islands
CM Products:
Biolab Industrial Technologies are suppliers of
Avio (Nippon Avionics) Infrared Thermography
Cameras. The TVS-700 hand held camera is
designed for Conditioning Monitoring,
Maintenance and Research and Development
applications. It is capable of providing a clear,
bright and detailed thermal (infrared) image on
its flip-out LCD display. Each pixel of it’s state
of the art 320 x 240 detector is capable of
measuring the amount of energy coming from an
inspected object and then calculating
temperature distribution within it’s field. Av i o ’s
PE Pro Image Software completes the package
by providing full analysis and reporting functions.
BQR Reliability Engineering
Company Information:
Address: 5, Mazal Eliezer,
Rishon Le Zion,
Israel
Contact: Izhak Bot
Phone: +972-3-9625911
Fax : +972-3-9625572
Email: bot@bqr.com
Web: www.bqr.com
Countries Supported:
Various Countries in Europe, USA, Middle East,
Asia
CM Products:
CAME-Preventive Maintenance Optimizer
Recommends preventive maintenance for
components with increasing failure rate vs. time.
Failure distribution types: Weibull, Normal,
Lognormal, Uniform, Pareto, Rayleigh and Bath
Tube. Calculates the optimal time between PM
for each recommended PM action. Selects the
optimal combinations of blocks that should be
simultaneously maintained. Provides required
Av a i l a b i l i t y, Mission reliability and MTBF with
minimal restoration and damage cost.
CAME-Inspections
Recommends inspections of possible hidden &
gradual failures and their optimal schedule -
providing required system Av a i l a b i l i t y, mission
Reliability and minimal Total cost of restoration,
downtime damage and inspections.
Datastick Systems,
Company Information:
Address: 275 Saratoga Ave, Suite 160
Santa Clara,
CA 95050
Contact: Michael Scandling
Phone: 408 615 5774
Fax : 408 615 5778
Email: sales@datastick.com
Web: www.datastick.com
Countries Supported:
U.S.A. Canada, Australia,
New Zealand
CM Products:
Survey 2004
2004 Survey Of Suppliers Of Condition Monitoring Equipment & Serv i c e s
Vibration monitoring A-to-D / DAQ hardware
peripherals and FFT analysis / DAQ software for
Palmô handheld computers. Hardware features
12-bit A-to-D, user-selectable bandwidths up to
0 - 5 kHz, up to four input channels with
optional ICPÆ power and signal conditioning.
Software displays a 400-line FFT for each
channel, featuring pan-and-zoom, automatic
scaling and windowing options. Data easily
transfers to desktop pc for long-term storage and
further analysis. Complete system weighs less
than two pounds with Palm handheld.
Applications include on-the-fly in-plant and filed
testing, configuration validation for larger
systems, NVH testing in moving vehicles and
stationary installations, and more.
Davidson Measurement
Company Information:
Address: 1 - 3 Lakewood Blvd,
Braeside,
Vic 3195
Contact: Kevin Davidson
Phone: 03 9580 4366
Fax : 03 9580 6499
Email: info@davidson.com.au
Web: www.davidson.com.au
Countries Supported:
Australia, Fiji
CM Products:
Extensive range of vibration sensors, monitors
and alarm modules along with 24/7 system from
Tui Industries. The systems include sensors,
controllers, monitors,
Access of data through customer furnished
Internet and reports. Analysis included with the
system and reports provided on a regular basis
according to the terms agreed. Systems rented
rather than purchased. Also complete range of
vibration analysers for office or mobile
applications including dual to 32 channel
systems.
CM Services:
Installation of permanent systems, regular reports
and analysis training and implementation review.
Design Maintenance Systems
Company Information:
Address: 100-340 Brooksbank Ave., North
Vancouver, BC Canada V7J 2C1
Contact: Michelle Poitras
Phone: 604-984-3674
Fax : 604-984-4108
Email: sales@desmaint.com
Web: www.desmaint.com
Countries Supported:
Canada, USA, Mexico, Norway, UK (Europe),
Holland, Korea, Taiwan, New Zealand, South
Africa, Egypt, India, Iran
CM Products:
M A I N Telligence Condition Monitoring is a
complete solution that handles Vi b r a t i o n ,
Lubrication,†Thermography and Ultrasonics. Itís
key differentiating features:
• Has full integration of PdM data.
• Handles a broad scope of data (integrates
inspection with condition monitoring data)
• Offers unparalleled ability to manage nonnumeric
data.
• Records not just inspection/PdM data, but
compliance of that data to its acquisition
schedule.
62

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Survey 2004
2004 Survey Of Suppliers Of Condition Monitoring Equipment & Serv i c e s
• Allows data from multiple disciplines to be
stored and managed at all levels of the
physical hierarchy of the plant - not just
under equipment or components.
• Has a unique, integrated query and report
editing system to handle any report
requirements.
CM Services:
Plant machinery audits and recommendations,
database setup, provide ongoing program
monitoring service and provide management with
detailed and conclusive reports on the status of
the plant and maintenance program - available
for vibration analysis, lubricant contamination
and wear analysis, maintenance management
system audit / data entry and parts stores
audit/data entry.
Fixturlaser Australia
Company Information:
Address: Suite 3, 58 Kishorn Rd
Mt Pleasant, WA 6153, Australia
Contact: Kelvin Wright
Phone 1300 882 007
Fax: 1300 886 007
Email: info@fixturlaser.com.au
Web: www.fixturlaser.com.au
Countries Supported:
Australia & New Zealand
CM Products:
Laser Alignment Solutions
• Flexible system design incorporating
powerful dual laser technology
• Easy to use and intuitive graphical user
interface
• Customised system configuration
• Shaft alignment systems - Entry level and
advanced platforms
• OL2R (patented)- Machine thermal growth
and dynamic movement measurement
• Roll alignment
• Geometric alignment - Flatness,
Straightness & Perpendicularity
Δ Δ
• Extruder alignment
• Shaft centerline alignment
• Pulley alignment
• Shims
CM Services:
Fixturlaser provides application engineering
support, training, service and calibration.
Industrial & Technical Services
Company Information:
Address: P.O. Box 887, Gladstone, Qld, 4680
Contact: David Burns
Phone: +61 (7) 4972 7858
Fax : +61 (7) 4972 7868
Email: info@its-aus.com
Web: http://www.its-aus.com
Countries Supported:
ITS have offices in Gladstone, Mount Isa,
Brisbane, Mackay, Newcastle and in Indonesia.
CM Products:
Industrial & Technical Services (ITS) are the sole
suppliers of the ITR simultaneous triaxial
vibration Data Collection Unit (DCU) for
Australia, NZ, Singapore, Indonesia, Malaysia
and PNG. ITS can provide a total condition
monitoring package including DCU, associated
computer software and an integrated report
writing software and the ITR Data Manager
program which extracts information from the
vibration reports.
Data Collection Units: The ITR series 201 DCU
is designed to collect large amounts of high
quality vibration data in a short period of time.
The unique system of utilising a triaxial vibration
accelerometer allows the DCU to collect
vibration data in all three axes simultaneously
and envelope demodulation, as well as recording
phase relations between the axis.
Condition Monitoring Software: CVA software is
used to communicate with the DCU, process
vibration data, edit the database, and print out
the data. The ITR Data Managerô software is a
program that can be used to extract information
from the vibration reports and present unique
snap-shots of your companyís maintenance
performance.
CM Services:
Advanced condition monitoring using:
3d (tri-axial) vibration analysis
Infra-red thermography
Oil analysis and microscopy - our own Laboratory
Non destructive testing (NATA certified and
Lloydís approved)
Ultra sonic testing
Other services:
Training in condition monitoring
Weld training and certification
Shaft Laser alignment
Geometric laser alignment
On site machine balancing
Engineering consultancy
Failure analysis
Industrial Precision
Instruments
Company Information:
Address: 15/634-644 Mitcham Road
Mitcham, VIC 3132
Contact: Brenton Ward
Phone: 03 9872 5055
Fax : 03 9872 6055
Email: brenton.ward@ipi-infrared.com
Countries Supported:
Australia, New Zealand, Malaysia, South Africa
CM Products:
Infrared Thermal Imaging Cameras
Infrared Thermography Cameras are used for the
inspection of electrical and mechanical systems.
These highly sensitive devices provide a picture
of the heat radiation emitted by an object to
accurately identifying thermal anomalies which
indicate varying degrees of failure.
CM Services:
Infrared Training Programs in-house and on-site
Infrared Thermography Surveys
Thermal Imaging Inspection Services
Hire and Lease of Infrared Thermography
Cameras
Infratherm
Company Information:
Address: PO Box 117, NORTH RICHMOND,
NSW 2754
Contact: John Robinson or Mike Ratne
Phone: 02 4579 7334 (John) 02 4322 2100
(Mike)
Fax : 02 4579 6333 (John) 02 4323 7439
(Mike)
Email: jrobinson@infratherm.com.au;
mratne@infratherm.com.au
Web: www.infratherm.com.au
Countries Supported:
Australia, New Zealand, PNG, Taiwan, Hong
Kong, Philippines
CM Products:
Infratherm provide an extensive range of both
radiometric and imaging infrared cameras and
systems for industrial, scientific, security, military
and research applications.
Infratherm offer the most advanced radiometric
products for Condition Monitoring and
Preventative Maintenance applications, with
powerful, yet easy to use, Windows ? based
report generation and analysis software.
In addition to the camera and software products,
Infratherm is full service support facility and
offers product maintenance, applications support
and qualified training programs to A S N T- T C - 1 A .
Infratherm represents many of the leading
manufacturers of thermal imaging cameras and
related products, so the customer can choose a
system and budget to meet their needs and is not
restricted to a single supplier.
Suppliers include: NEC, RAY T H E O N ,
ELECTROPHYSICS, DIVERSIFIED
OPTICAL PRODUCTS, DIGITAL IMAGING
INFRARED and others.
Infratherm have been continuously involved in
the thermal imaging business in Australia and the
region for the past 15 years. Their people are
experienced and practical thermographers with
the knowledge and professionalism to assist the
beginner to the seasoned professional in the
selection of the best hardware of software for
their individual needs.
1. NEC Radiometric Thermal Imaging
Cameras and Analytical & Report
Generation Software
2. Electrophysics EZ Therm Radiometric
Cameras and Analytical & Report
Generation Software
3. Tech-Jam I≤ (64 Spot) Visible Camera with
Temperature Measurement & Reporting
Software

4. Raytheon Non- Radiometric, colourised
Imaging cameras with remote Spot-Meter
CM Services:
Infratherm provide full service support for
thermographic infrared cameras and software.
This is complemented with ASNT sanction
training programs for Level I and Level II
Infrared Thermography certification.
International Source Index
Company Information:
Address: PO Box 634
Williamsville, NY 14231-0634
Contact: Sue Martini
Phone: (518)356-0189
Fax : (716)636-8292
Email: Smartini@sourceindex.com
Web: www.sourceindex.com
Countries Supported:
Worldwide Distribution of The Bearing Expert
Database
CM Products:
The Bearing Expert interchange and vibration
frequency database has over 1 million
bearings/seals in the interchange and over
200,000 base bearing frequencies used in
condition monitoring. The unique database
design enables users to instantly generate
interchange, vibration and harmonic reports for
over 120 manufacturers worldwide. The multiple
manufacturer vibration report provides vibration
frequencies for all manufacturers for a selected
part number with just one search. The user can
compare and determine best fit for the part in
question. The Bearing Expert now provides
diagrams and Prefix and Suffix Reports to further
break down the bearing part number into
meaningful parts for the user; and the ability to
generate vibration reports by varying the degree
of Contact Angle. Integrated partners include
Commtest Instruments Ltd. and Bently Nevada
Div of GE Power Systems. For more information
visit www.sourceindex.com.
CM Services:
Visit www.sourceindex.com to try TBE XREF,
The Bearing Expert Interchange database. Free
trial on searching for bearings and seals to locate
the cross-reference data and to link to all
manufacturer catalogs for additional bearing data.
Also available The Bearing Expert Fr e q u e n c y
Finder for assistance in locating base bearing
frequencies.
ISS Machine Health
Company Information:
Address: Pin Gin Hill Laboratory, 496 Palmerston
Highway, Innisfail, QLD 4860
Contact: Alan Yarrow
Phone: (07) 4067 6384
Mobile: 0407 961 055
Fax: (07) 4067 6230
Email: admin@machinehealth.com
Web: machinehealth.com
Countries Supported: Australia,
United Kingdom, Brunei, Vietnam, Sweden.
CM Products:
Self-Sealing Magnetic Chip Collectors.
Routinely collecting, quantifying and identifying
ferrous wear debris from machine oil systems is
one of the most cost effective condition
monitoring tools available. It is also highly
complimentary to Vibration Analysis. The selfsealing
nature of these magnets means that no
oil is lost during sampling (machines can be
sampled “live”) and with a simple adapter they
also provide an excellent oil sampling port.
MCC Sample Cards. The ferrous wear debris
collected on the self-sealing magnets is collected
onto a special adhesive patch on custom made
MCC debris sample cards. Using these cards
ensures 100% debris collection and provides for
the analysis, microscopic examination and
storage of the wear debris samples.
Remote Network Vibration Monitoring System.
ISS Machine Health offers Customers the option
of being set up with an on-site NVMS with the
ability of remote dial-in from ISS Head Office.
CM Services:
ISS Machine Health offers a fully integrated and
cost effective CM service :
Vibration. PDCS, ISS (including TSA and
Variable Speed), and ODS/FEM.
Wear Debris. Oil, Grease, MCC, and Filter
Debris Analysis.
Visual and NDT. DPI, MPI, and UT (by partner
company).
Additional. Laser Alignment, In-field Balancing,
and Maintenance Supervision.
Failure Analysis. Macro/Micro FA and Report.
Management. Plant/Machinery/CM Program
Audit, and CM SoW for Tender.
Training. Full suite of CM Training courses
(including CBA).
Machinery Vibration
Specialists Aust.
Company Information:
Address: Lv1, 7-9 Merriwa Street
Gorden NSW 2072 Australia
Contact: John Manson
Phone: 02-9880-2422
Fax: 02-9880-2466
Email: mvsaust@ozemail.com.au
Web: www.spminstrument.com
www.leonovabyspm.com
www.cemb.com
www.irdbalancing.com
Countries Supported:
Australia & New Zealand
CM Products:
Survey 2004
2004 Survey Of Suppliers Of Condition Monitoring Equipment & Serv i c e s
MVS Aust is a specialist company supplying
products, support services and technical training
for the maintenance and repair of rotating
machinery.
SPM Instrument AB - Sweden Originator of
the “True Shock Pulse Method”
Leonova Bearing/ Vibration Analyser with
Balancing & Laser Alignment
• Hand held Data Collector - Touch Screen -
600gms.
• Shock Pulse Bearing, Lubrication, Vibration
Spectrum Analyser.
• Evaluated results RED, YELLOW &
GREEN while at the machine.
• New LazerLineô shaft alignment
accessories and live program.
• Unique Purchase Plan “PAY ON USE”
reduces capital outlay.
On-Line Protection Protection & Monitoring
of Machine Parameters
• Stand alone single and multi channel
monitors with relays and 4-20mA outputs.
• Continuous On-Line Analysing/Diagnostic
Monitoring Systems.
Support Instruments A s s o c i a t e d
Maintenance Tools
• Leak Detector, Electronic Stethoscope,
Tachometer, Vibration Meter, SS Shims.
CEMB SpA - Italy Maintenance & Process
Dynamic Balancing Machines
• True “Hard Bearing” force measuring
Balancing Machines.
• Horizontal & Vertical for Maintenance &
Production.
• Capacity Range 10Kg to 20,000Kg
IRD Balancing LLC - USA Maintenance
Dynamic Balancing Machines.
• “Soft Bearing” Motion measuring machines.
• Transportable balancing machines up to 200
tonne.
• Portable Dynamic Balancing instruments.
CM Services:
• Instrument and machine repair and
calibration to NML Standards.
• SPM CM Software installation and
commissioning.
• Monitor Start-up commissioning.
• On-site machine trouble-shooting bearing &
vibration problems.
• Vibration/ Balancing/Alignment Training
Courses in-House or Public Forum.
• Precision dynamic balancing of small (3Kg)
components to < G0.4
Maintenance Systems
Consolidated
Company Information:
Address: 27 Research Drive
PO Box 1166
Croyden VIC 3136
Contact: Andrew Lepan (Sales) / Stephen Gillon
(Services)
Phone: (03) 9761 5088
Fax: (03) 9761 5090
Email: info@maintsys.com.au
sales@maintsys.com.au
Web: www.maintsys.com.au
Countries Supported:
Australia, New Zealand, PNG, Indonesia,
Malaysia, Thailand
CM Products:
MONITORING - VIBRATION PRODUCTS
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2004 Survey Of Suppliers Of Condition Monitoring Equipment & Serv i c e s
CSI Portable Vibration Analysis
• 2117D1 Vibration Analyser
• 2120A1/A2 Analysers
• 2120A1Q/A2Q Safety Rated Analysers
• 2130 Advanced Analyser
• 2130Q Safety Rated Advanced Analyser
CSI Online Vibration Analysis
• 4500 - fully featured online machinery
analysis system, compatible with RBMware
condition monitoring software. Seamlessly
interfaces with plant PLC/DCS, SCADA
systems.
CSI RBMware
• Comprehensive Reliability Based
Maintenance (RBM) software. Integrates
all advanced maintenance technologies into
one package. Faster, easier to use, greater
diagnostic capability, Windows based.
VMI Vibration Meter
• Handheld overall vibration meter
METRIX Vibration Protection Equipment
• Vibration Protection Meters, Monitors,
Switches, Transmitters
• Proximity Probes, Drivers
CTC Vibration Analysis Hardware
• Wide range of accelerometers, all with
Lifetime Warranty
• 4-20mA vibration sensors, dual output
accelerometers
• Data & permanent cables, junction,
termination, switch boxes
MONITORING - OIL & INFRARED
PRODUCTS
CSI Oil Analysis
• Industrial Oil Analysers
• Digital Viscometer
• Image Capture Kits
• Particle Counters
• Three RBMware software modules
Thermoteknix Infrared Thermographic
Cameras
• VISIR - real time, infrared camera,
simultaneous infrared and visual images.
• IR50 - lower end infrared camera ideal for
static applications.
• Thermonitor software - wizard driven, OLE
linked, windows based software.
Irisys Thermal Imager
• IRI 1011 Thermal Imager - low cost imager
ideal for quick thermographic checks
between IR surveys.
MEASUREMENT & TESTING PRODUCTS
CSI Laser Alignment
• UltraSpec Laser Alignment EasyAlign and
ProAlign Plus
• Laser Alignment package for 2120A
Vibration Analyser
IGS Alignment Shims
• Pre-cut Stainless Steel Shims
CSI Precision Balancing
• UltraSpec Balance Toolkit
CSI Motor Diagnostics
• MotorView , UltraSpec Motor
• MotorStatus
CSI Ultrasonics
• SonicScan 7100 Complete Fault Isolation
Kit
• SonicScan 7100LD Leak Detection Kit
• SonicScan 7100BD Bearing/Mechanical
Fault Kit
Cygnus Ultrasonic Thickness Gauges
• Non-destructive thickness determination of
ferrous, non-ferrous materials
• Standard and Heavy Duty range
• Surfix Coating Thickness gauge
Compact Laser and Optical Tachometers
• Range of optical and laser tachometers for
measuring machine speed
Checkline Strobescopes and Temperature
Guns
• Strobes and temp guns - check machine
speed and inspect the temperature of most
equipment.
Oden Control Valve Actuators
• Designed for linear and rotary valves. The most
reliable and accurate actuators in the world.
CM Services:
MSC provides a wide range of different types of
predictive and corrective maintenance services.
Vibration Analysis
Comprehensive Vibration Surveys for collection
of time waveform / spectral data.
Oil Analysis
Oil chemistry, ferrous wear, contamination (incl.
water and Non Fe), lube condition, particle
count to ISO, viscosity.
Laser Alignment
Shaft alignment, providing detailed report plus
after hours service as well.
Precision Balancing
Experienced / trained staff to precisely balance
your machines.
Infrared Thermography
Includes full colour single page fault reports with
IR & Visual images
Motor Diagnostics
Advanced non intrusive motor diagnostic
technology to detect rotor, stator and other motor
faults.
Ultrasonic Leak Detection
Detect air, gas, vacuum leaks, defective valves or
steam traps, electrical and mechanical problems.
Advanced Vibration Diagnostics
For route cause fault investigations requiring the
use of multi-channel FFT analysers, detecting
transient events.
- Contact Stephen Gillon for full details on any
of the above MSc services
CM Training:
• MSC provides a wide range of Condition
Monitoring & Vibration Training Courses at
MScís Training Centre in Melbourne and at
various cities around Australia.
- Contact Matt Bourne for details on our various
Training Programs.
National Reliability Systems
Company Details:
Address: 251 Forrester Drive
Greenville, SC 29607, United States
Contact: Stacey Hargrave
Phone: 864-458-7777
Fax : 864-458-8682
Email: shargrave@nationalelectrical.com
Web: www.nationalreliabilitysystems.com
Countries Supported:
North and South America -- All Countries
Within
CM Products:
National Reliability Systems has introduced a
n e w, more comprehensive line of reliability
products. This new family of products features
the powerful new VA3 portable analyzer and the
innovative modular online system, the 3600. The
NRS VA3 portable vibration data collector and
analyzer is a powerful unit equipped for
mechanical defect analysis and works as either a
data collector or as an analyzer.
The NRS 3600 system is an online vibration
monitoring system, developed as an easy-to-use
measurement system to evaluate the level of
vibration and machine condition. The NRS 3600
system consists of many modular components to
enable the user to build a system to meet
performance requirements and to grow and
modify as those requirements change.
CM Services:
National Reliability Systems offers National
Remote Diagnosticsô (NRD), a service designed
to provide individual analysis of vibration
measurements obtained using portable vibration
measurement instruments and online vibration
monitoring systems. Using world-class vibration
analysis experts, we will study and evaluate your
data, then provide you with a comprehensive
report of the likely causes and recommended
solutions for your specific equipment.
Predictive Maintenance
Corporation
Company Details:
Address: 400 Sauve Street West, Suite 101
Montreal, Qc., Canada, H3L 1Z8
Contact: Marvin Ostin
Phone: 514-383-6330
Fax: 514-383-5631
Email: mar@pmaint.com
Web: www.pmaint.com
CM Services:
Oil testing laboratory
Used lubricant testing laboratory for industrial,
aviation, and fleet equipment.
We have developed an expert system, Tribologik
containing over 1200 rules.
Franchises available.
Results are on the web including condition of
machine, lubricant, recommendation, logic,
graphics, journal entries, historic trends, etc.

Predictive Maintenance
Solutions a
Division of SKF
Company Details:
Address: Suite 2, 1 Redland Drive
Mitcham VIC 3132 Australia
Contact: John van Bynen
Phone: +61 3 9872 5297
Fax : +61 3 9872 6135
Email: info@predmaint.com.au
Web: www.predmaint.com.au
Countries Supported:
Australasia and globally through the SKF
network.
CM Products:
Please refer to the SKF Reliability Systems
Survey entry.
CM Services:
Now part of SKF Reliability Systems, PMS
specialises in Pulp & Paper machinery reliability
consulting, condition monitoring, and vibration
diagnostics.
Our clear, concise reports and recommendations
provide customers with a reliability partnership
which has returned enormous savings for our
clients over the past 16 years.
PMS services include:
• Routine vibration condition monitoring
surveys. Allows maintenance departments
to carry out work on-condition rather than
preventative or breakdown philosophies.
Outsourcing of a complete service is
surprisingly cost effective, and provides
immediate results, a factor so important in
the current competitive business climate.
• One-off vibration diagnostics. PMSí
excellent problem solving skills can help
with identifying most rotating machinery,
structural and process problems.
• Bearing Post Mortem analysis.
• In-house Department Support. We offer
support in all capacities. If routine surveys
are falling behind, we can collect data. If
analysis is overdue, we can perform this
task. Should you be experiencing frequent
staff turnover we can be the backbone of
your program. For customers that would
simply like to know how their in-house
capability could be improved we carry out
comprehensive audits. From minimal
involvement to full condition monitoring
program management, we tailor solutions to
suit your needs.
• Commissioning Support. Vibration
evaluation and diagnostics of plant at the
start-up phase, used to manage warranty,
design process, and installation problems at
the most crucial time of plant operation -
startup.
PRUEFTECHNIK Condition
Monitoring
Company Details:
Address: Oskar-Messterstr. 19-21
D-85737 Ismaning, Germany
Contact: ungar
Phone: +49 (0) 89 99 61 62 07
Email: info@pruftechnik.com
Web: www.pruftechnik.com
CM Products:
VIBROTIP - hand-held machine data collector
measures 5 most important machinery health
parameters (vibration, bearing condition, pump
cavitation, temperature, RPM)
V I B S CANNER - machine data collector & signal
analyzer optionally provides 1-/2- plane balancing
& laser-optical shaft alignment capabilities
VIBXPERT - full-featured 2-channel FFT data
collector & signal analyzer features sophisticated
machine diagnostics capabilities (order spectrum,
envelope, cepstrum, coast down analysis,...)
VIBROTECTOR - compact accelerometer with
current output (4-20mA) for effective machine
protection
VIBREX - monitors machine vibration & bearing
condition at 1 or 2 locations
VIBROWEB - Online Condition Monitoring
system for machines with variable speed & load
VIBRONET Signalmaster - Online Condition
Monitoring system with Internet technology
Rockwell Automation
Australia
Company Details:
Address: 37 Chapman St, Blackburn,
Victoria 3130
Contact: Mark Liebler
Phone: (03) 9896 0300
Fax: (03) 9890 0953
Email: mliebler@ra.rockwell.com
Web: h t t p : / / w w w. ro c k w e l l a u t o m a t i o n . c o m . a u
Countries Supported:
Global
CM Products:
Rockwell Automationís Entek brand of Condition
Monitoring Solutions provides premier integrated
condition monitoring solutions to all major
industry segments, offering the latest in state of
the art technology in vibration analysis, oil
analysis, on-line surveillance and protection
systems, remote monitoring as well as
outstanding training and customer support
services.
Portable Systems
Survey 2004
2004 Survey Of Suppliers Of Condition Monitoring Equipment & Serv i c e s
From the cost effective Vi S TeC to the 2 channel
high performance Enpac or fully featured
Datapac 1500, Entek has a data collector to meet
most applications and needs.
Online Systems
Surveillance Applications demand cost effective
solutions for periodic monitoring of a wide variety
of machinery. Entek Enwatch is the answer in
this application, periodically collecting data from
up to 16 Analog vibration inputs which it
transmits via Ethernet to Rockwell Softwareís
Emonitor family of condition monitoring
software.
Where a single channel measurement is
required, the Entek Sentinel is a basic, low cost
but extremely rugged vibration protection
m o n i t o r, designed for harsh, demanding
environments.
The Entek 6600 Series is a traditional rack based
fully stand alone protection system providing a
full turbine supervisory instrumentation (TSI)
solution for dedicated critical machine
protection.
When both machine protection and
comprehensive condition monitoring is required,
then the award winning Entek XM series of
intelligent DIN rail mounted measurement, relay
and gateway modules deployed on a common
industrial DeviceNet bus has no parallel. XM
modules can be deployed stand alone or
integrated with existing plant information and
control systems to provide condition and
diagnostic information to key operations,
reliability and management personnel throughout
an organisation.
Entrx
Entrx is a high performance data acquisition
database management and analysis tool designed
for use in portable/test and permanent/online
monitoring applications. Its design as an all in
one transient and steady state monitoring system
makes Entrx the professionalís tool for the
monitoring and analysis of capital assets.
Software
Rockwell Softwareís scalable Emonitor family of
products can help protect your plantís vital
production assets. Emonitor software acquires
and monitors the condition of production assets
enabling operations and maintenance to make
timely and accurate decisions. Network with the
RSMACC system to enable all your plantís
maintenance activities to be viewed from one
application or send the information directly to a
Computerized Maintenance Management
System (CMMS) in the form of work orders.
CM Services:
Rockwell Automationís Condition Monitoring
experts can offer tailored Reliability Programs
ranging from an initial assessment to identify
your needs through to an in-depth study of your
facility assets via a Reliability Program Audit and
culminating in a Results Assurance Program.
Based upon the identified needs, we are able to
implement any of the professional services
available (Contract, Consulting, Engineered
Solutions, Reliability Online, Program
Management, Training etc).
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Rockwell Automation can also offer Installed
Base Evaluation services, Parts Management
Agreements and comprehensive A s s e t
Management Services.
Rockwell Automation can provide software,
hardware and full technical support to ensure
that your oil analysis program always runs
s m o o t h l y. Enlube PM software is the new
Machinery Oil Analysis Information System from
Rockwell Software. This system features
integration of the widest range of lubricant
condition and health monitoring technologies in
a full 32-bit MicrosoftÆ WindowsÆ software
architecture.
Rotating Machinery Analysis
Company Details:
Address: 7701 Baja Cove
Austin, Texas 78759
Contact: Brian Murphy
Phone: 512-918-9140
Fax : 512-918-9140
Email: bmurphy@xlrotor.com
Web: www.xlrotor.com
CM Products:
Computer software suite for rotordynamic
analysis called Xlrotor.
Models rotors, bearings and housings. Computes
critical speeds, mode shapes, imbalance
response, operating deflected shapes, rotor
stability and more. For both lateral and torsional
system analysis.
SigPoint
Company Details:
Address: PO Box 898
Rockingham 6968, Western Australia
Contact: Frank Schouten
Phone: +61 (0)4 2738 3548
Fax: +61 (0)8 9316 3314
Email: frank@sigpoint.net
Web: www.sigpoint.net
Countries Supported:
Global
CM Products:
S i g Point? NDT is a quantum leap forward in
NDT management. It is a unique tool for
managing the complete CM cycle, from selecting
inspection routines to data validation, storage,
asset retirement prediction, planning, reporting
and interfacing with existing CMMS
applications.
S i g PointÆ NDT can immediately benefit most
operations. It provides a prediction algorithm that
can dramatically reduce the cost of
measurement. Data conversion routines facilitate
loading of legacy data from spreadsheets and PC
based databases, so you can reduce costs
immediately.
S i g PointÆ NDT is a client/server application
that operates across Internet or Intranet networks
and is currently used by Fortune-500 companies.
SKF Reliability Systems
Company Details:
Address: 17-21 Stamford Road,
Oakleigh, VIC 3802
Contact: Alan Ryan
Phone: 03 9269 0800
Fax: 03 9269 0701
Email: info.reliabilitysystems@skf.com.
Web: www.skfcm.com
Countries Supported:
Asia Pacific
CM Products:
BASIC PREDICTIVE MAINTENANCE
TOOLS UNDER $5,000
• Vibration Pen - measures vibration and
enveloped acceleration simultaneously
• Microvibe hand held PDA FFT Analyser.
• Infrared Thermometers - for non-contact
temperature measurement.
• Ultrasonic Probe - for detecting leaks,
cavitation, gear damage, low speed bearing
damage
MACHINE RELIABILITY INSPECTION
SYSTEM (MARLIN)
Marlin CMVA 4600: The Machine Reliability
Inspection System (MARLIN) facilitates
improvements in machine reliability, process
availability and overall plant productivity. Enables
efficient collection of machinery process and
vibration data, downloading to trending software.
Replaces clipboards and manual recording.
DATA COLLECTOR - FFT ANALYSERS
Microlog CMVA60 and CMXA50: Powerful data
collectors and FFT analysers featuring
acceleration enveloping, field balancing, motor
current monitoring, cyclic analysis, automated
data collection plus more.
Intrinsically safe and Ultra-slow speed models
available.
LOW COST BALANCING EQUIPMENT
For customers who primarily do machine
balancing and some FFT analysis, SKF has a low
cost balancing kit designed for fast and reliable
2-plane machine balancing.
ON-LINE MACHINE MONITORING
SKF has a complete range of on-line monitoring
equipment for alarming, connecting to PLCs,
DCS and for remote off-site analysis. Machines
commonly monitored are fans, blowers, paper
machines, crushers, turbines, centrifuges,
windmills and gearboxes.
MONITORING CRUSHERS & VIBRAT I N G
SCREENS
The Copperhead vibration monitoring system
consists of transducers designed to handle up to
50 gís acceleration coupled with either sealed
junction boxes or on-line monitoring modules for
alarming. They can be used with any brand of
FFT analyser for detailed analysis of problems.
The Copperhead transducers measure
temperature as well as vibration simultaneously.
DECISION SUPPORT SYSTEMS
The @ptitude DSS From SKF enables CM data
to be analysed automatically, reducing the time
taken for normal CM surveys by 40%. The
@ptitude DSS can link to a CMMS to facilitate
planning and scheduling of corrective work
orders. The results of the analysis can be viewed
by a web browser by many stakeholders, in an
asset tree format for visual presentation of
machine condition.
PRECISON ALIGNMENMT SYSTEMS:
SKF distributes a range of easy-laser alignment
systems from Damalini in Sweden.
Includes optical equipment for any geometric
measurement such as flatness, horizontal, soft
foot, vertical, spindle, straightness, centre of
circle, squareness, and parallelism, etc.
Also available is the D80 laser pulley Aligner for
accurate alignment of pulleys and sprockets.
LOW COST REAL-TIME THERMAL
IMAGING CAMERAS
SKF distributes low cost Thermal Imaging
cameras ideally suited for both mechanical and
electrical applications. They are very easy to use,
and the image with measurement can be
downloaded to simple-to -use software.
CM Services:
SKF Reliability Systems specializes in delivering
results that can be measured in terms of reduced
unplanned downtime and improved machine
reliability.
The ranges of services provided are:
• Vibration Analysis - routine surveys and
investigative one-off analysis.
• Predictive Maintenance Assessments -
starting with an SRCM study and FMEA,
SKF will optimise a predictive maintenance
program to suit the objectives of your
maintenance strategy.
• Motor Current Analysis- -for detecting rotor
bar faults, unequal air gaps, etc.
• Operation Deflection Shape - modelling of
structural movements.
• Dynamic Balancing - in situ single and 2
plane balancing of fans, blowers, etc.
• Thermal Imaging - switchboards, rotating
machinery, etc.
• Precision Laser Alignment - shafts, rolls,
etc.
• Oil Analysis - spectrometric and
ferrographic analysis
Root Cause Failure Analysis - bearing failure
analysis (any brand) by trained experts.
SPM Instrument AB
Company Details:
Address: Box 504 SE-645 25
Strangnas, Sweden
Contact: Mikael Lindfors,
Marketing and Sales Manager
Phone: +46†152 22500
Fax: 46†152 15075
Email: info@spminstrument AB
Web: www.spminstrument.com

CM Products:
Condition monitoring hardware
- on-line systems, alarm devices, hand-held
instruments and maintenance aids. Reliable
installation equipment for harsh environments.
Powerful software
Condmaster Æ Pro accepts data from all SPM
systems and supports every preventive
maintenance activity, like time planning, trend
graphics, statistics and reports. Condmaster Æ
Pro contains the ISO standard limit values, an
extensive bearing catalogue, and evaluation
models for shock, vibration and lubrication
analysis.
Worldwide technical service
Project management, installation, set-up, support
and trouble shooting.
Training at all levels
- theory, hands-on, on site or in our learning
centres. Become an expert at all modern
monitoring techniques.
Transavia Informatika
Pratama
Company Details:
Address: Graha Paramita, 1st Floor
Jalan Denpasar Raya, Blok D-2, Kav. 8
Jakarta, Indonesia 12940
Contact: Andru Nasrun
Phone: +62.21 526.6161
Fax : +62.21 526.5335
Email: Andru.Nasrun@transavia.co.id
Web: http://www.tip.co.id
Countries Supported:
Indonesia, Brunei Darussalam, United A r a b
Emirates
CM Products:
Transavia Informatika Pratama provides
integrated software solutions specifically tailored
for aircraft maintenance and logistic though its
Aircraft Maintenance and Engineering System
(AMES?) and vessel maintenance and logistic
through its Integrated Maintenance and Logistic
System for Vessel Management (ILMS? for
Vessel Management).
Modules in the software includes: Inventory
Management, Maintenance and Planning, Wo r k
Order, Technical Records, Purchase and Repair
Orders, Invoice Tracking, Operations and System
Administration.
TIP also provides customization services to tailor
fit the software to each clientís unique
requirements.
Vibro-Meter SA
Company Details:
Address: Rte de Moncor 4, P O Box, CH 1701
Fribourg, Switzerland
Contact: Steve Tustain
Phone: +41 26 407 15 21
Fax: +41 26 407 13 01
Email: steve.tustain@vibro-meter.com
Web: www.vibro-meter.com
Countries Supported:
world wide
CM Products:
Total condition monitoring solutions including
accelerometers (high temperature and industrial),
proximity probes, velocity sensors, air gap
sensors, signal conditioning, cable assemblies,
machinery protection systems, condition and
performance monitoring systems. Global
experience in all industries where critical
machinery must be managed for optimum safety,
efficiency and ROI.
Vitech Reliability Systems
Company Details:
Address: Suite 3, 58 Kishorn Rd
Mt Pleasant, WA 6153
Contact: Kelvin Wright
Phone: 1300 884 007
Fax : 1300 886 007
Email: info@reliabilitysystems.com
Web: www.reliabilitysystems.com
Countries Supported:
Australia, New Zealand & SE Asia
CM Products:
Survey 2004
2004 Survey Of Suppliers Of Condition Monitoring Equipment & Serv i c e s
Wilcoxon Research
• World Leaders in industrial accelerometers
and associated hardware
• Military, test and measurement
accelerometers
• Hydrophones and underwater
accelerometers
• Vibration generators, shakers and amplifiers
• Seismic accelerometers
Commtest Instruments
• Vb series portable vibration data collectors
and analysers - Robust and easy to use
• Vb online monitoring system - Powerful &
cost effective
• ASCENT Vibration analysis and data
management software
• Two plane balancing kits
• Commtest products offer a very easy to use
and offer low cost of ownership
• Comprehensive 5-Year hardware and
software warranty
• Commtest can also import/convert your
RBM, ENTEK & SKF databases into the
world class ASCENT software
iLearn Interactive
• Interactive training systems for vibration
analysis, condition monitoring and machine
alignment.
• iLearn Standard - Structured VA training
courses
• iLearn Professional - Also includes powerful
reference/diagnostic resources
• iLearn Instructor - ideal for class room
teaching
• iLearn Interpreter (Award winning
diagnostic support system) - Usable with
any VA software
• iLearn Alignment - Easy to understand and
interactive
DLI Engineering
• Triaxial based portable vibration data
collectors and analyzers
• On-line machine condition monitoring
• Multi-plane balancing
• Integrated maintenance software
• Associated maintenance instrumentation
• Automated vibration analysis/diagnostic
software
Beran Instruments
• Turbine supervisory and data management
• Powerful alarming and analysis capabilities
• Transient data capture
• Portable (32-ch) and distributed online
systems
• Portable and laboratory transducer
calibration systems
Sensonics
• Portable hand held vibration meters
• Single and multi-channel vibration
monitoring systems
Shinkawa Sensor Technologies
• Vibration monitoring and protection systems
• Vibration signal conditioners
• Prox probe based turbo-supervisory systems
• Eddy current displacement measurement
systems
• Machine protection systems (API 670)
Guide
• Infrared thermal imaging cameras
• Reporting and analysis software
UVLM
• Acoustic lubrication diagnostic systems for
grease guns
• Easy to use
• Protection against over/under lubrication
• Provides front line monitoring for bearing
condition and lubrication problems
BASELINE Series
• Portable calibration shakers
• Accelerometer termination boxes and after
market cable assemblies
• Vibration listening amplifier for use with
any portable data collectors - hear as you
collect
• Belt tension measurement
CM Services:
VRS offers application engineering, condition
monitoring program startup assistance and on
going program mentoring, system design and
flexible reliability based training solutions
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Planned Maintenance Corner
Each issue of the MJ will have a sample Condition Monitoring routine. This issues’ sample is provided from IDCON’s 3 volume series of books
on “Condition Monitoring Standards”. This excellent series contains a useful range of Condition Monitoring / Planned Maintenance routines
and is available from:
IDCON:
info@idcon.com www.idcon.com
or for the Asia Pacific region:
mail@maintenancejournal.com www.maintenancejournal.com
Condition Monitoring Standard - Fluid Coupling
Basic Principle
The purpose of the Fluid Coupling (FC) is to connect two shafts. It consists of three main parts, the impeller (driving input), the runner
(driven output) and the casing that encloses the impeller and runner providing an oil tight reservoir.
The FC extends the torque build up, which puts less strain on all driven components of the system. It also adjusts the motor output
characteristics to match load requirements.
Transmitted torque of a FC is founded on power transmitted through a hydraulic fluid based on hydrokinetic principles. This re q u i re s
that the output speed is less than the input speed. Transmission of torque is strictly by fluid without any mechanical connection.
KEY WHAT WHY
Use stroboscope to check coupling bolts for looseness or corrosion.
Check for leakage at the shaft seal. Leakage may occur as a result of misalignment or
wear of seal.
Picture courtesy: Falk Corporation
Loose bolts may lead to an
imbalance in the coupling,
causing excessive vibration.
Leakage may lead to lack of oil in
the coupling. The coupling will
overheat due to excessive slip.
Contaminated oil may raise the
t e m p e r a t u re of the coupling and
wear out moving parts.

KEY WHAT WHY
Check Fluid coupling temperature with IR temperature meter through a safe
opening in the guard.
Listen for unusual noise coming from the coupling.
Inspect guard for damage. We recommend a see-through guard in order to enable onthe-run
inspections.
Make sure the driven part doesn’t slip more than usual, or not running at constant speed.
Normal slippage for fluid couplings is around 4%.
By measuring input and output RPM with a stroboscope, you can determine the slippage.
Slippage [%] = [1 - (output rpm/ input rpm)] * 100.
Always Remember - Safety First!
(The material in this article remains copyright © IDCON, INC, 2003)
If the temperature is too high the
life of bearings and seals will
shorten drastically.
Unusual noise may occur due to
bearing wear.
Noise can also occur due to
misalignment or imbalance.
If the oil-level is too low the
coupling may slip or run erratic.
The driving motor could be
jammed or not working with
constant load.
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m a i n t e n a n news c e
Affordable Thermal Imaging From
Maintenance Systems
Maintenance Systems Consolidated P/L now have a
winning pair of affordable, highly user friendly thermal
imaging cameras. The Irisys IRI1011 is a low cost
thermal imager that has proved extremely popular since
its release late in 2003, with upwards of 100 units being
purchased. The Thermoteknix VISIR Ti200 camera
offers high resolution visual and infrared images with
wizard driven Thermonitor software with six cameras
having been purchased in the last month alone.
The Irisys IRI1011 thermal images allows non-contact
temperature measurement for industrial applications
and is suitable as a diagnostic tool for workshop
personnel, field service technicians and tradespeople.
Similar in size and appearance to a small digital still
camera, the ergonomically designed, lightweight,
handheld imager incorporates complete optical imaging
and microprocessor systems, built-in visual laser aiming
device and one-hand control. The optional handle and
slot-in Pocket PC can either be click-fixed to the imager
to form a single, one-hand operated unit with an
integrated display, or can be detached for two-handed
operation of the system.
This latter configuration enables the imager to be
pointed at awkward angles or used in very small spaces,
allowing the Pocket PC to be comfortably held in the
handle for ease of viewing. It can also be used as a
complete freestanding static unit using the tripod
mounting point; this enables accurate positioning for
remote imaging and temperature measurement, which
can then be displayed in large format on a PC screen.
The integrated circuit-mounted ceramic detector
generates a 256 pixel real-time temperature display.
The Thermoteknix VISIR Ti200 is a high resolution
real-time thermal imaging camera. The Ti200 provides
simultaneous visual and infrared images as well as voice
annotation. It is a lightweight camera that can be held
and operated with one hand using the multi-function
joystick. It also has a touch screen facility, auto hot/cold
seeking spot read-out, electronic focus and zoom,
material emissivity table and a number of other user
friendly features.
The camera uses a micro-bolometer detector, producing
high-resolution JPG images that can be downloaded
into the word based Thermonitor reporting software.
Thermonitor is included with all cameras and duplicates
in-camera functionality.
Full product specifications available at MSc website:
www.maintsys.com.au
Contact Bret Jones, Maintenance Systems Consolidated
Email: info@maintsys.com.au
Dave Finch Awarded Maintenance
Engineering’s Highest Accolade
Dave Finch, Aker Kvaerner Australia’s Chief Engineer
(Operations and Maintenance) was last week awarded
the Maintenance Engineering Society of A u s t r a l i a
(MESA) 2004 Leadership Award. The MESA
Leadership Award is presented to an individual directly
involved in maintenance engineering who displays
maintenance engineering leadership excellence,
stewardship and understanding of the role that
maintenance engineering has in the success of
Australian business enterprises.
The Maintenance Engineering Society of A u s t r a l i a
conducts the Australian Maintenance Engineering
Excellence Award Program annually in recognition of the
importance that maintenance engineering contributes to
the competitive prosperity of Australian industry.
A Mechanical Engineer by qualification, Dave has been
with Aker Kvaerner for over ten years and is an
experienced maintenance and engineering manager who
has demonstrated specialist expertise in setting up and
running modifications, maintenance and operations
support contracts for many years. Regarded as an
expert in his field, Dave’s innovative approach has led
his teams to achieve many
awards for excellence.
eTaskMaker Offers Export
Integration for Primavera Project
Planner
InterPlan Systems Inc. has added a new export
integration to the eTa s k M a k e r ( t m ) project planning
system for Primavera Systems' Primaver Project
Planner® (P3®) project management system. The
e TaskMaker system allows companies to standardize

est practices in project planning and estimating across
the enterprise.
e TaskMaker is a parametric estimating system that
generates customized job plans including tasks,
durations, resources and PDM scheduling logic for
export to leading project management systems such as:
• Artemis_ Project View
• InterPlan Systems' ATC Professional
• Microsoft Office Project
• Primavera Systems' P3, P3e & P3e/c
• Revere's Immpower SP
• Sciforma's PS8
• Welcom_s Open Plan
and others (including Microsoft Excel for spreadsheet
estimating / bidding purposes).
e TaskMaker offers the ability to rapidly generate
customized project schedules with a minimum of data.
Planners need only input quantities and dimensions
and answer multiple choice questions to define the
scope.
InterPlan Systems has developed over 100 planning
modules for eTaskMaker specific to oil refinery and
petrochemical plant maintenance turnaround projects
and shipyard/marine repair projects. All estimating
modules can be edited (customized) to suit proprietary
corporate best practices.
w w w. i n t e r p l a n s y s t e m s . c o m / h t m l - d o c s / e t a s k m a k e r. h t m l
Fixturlaser ® Turbine
The power of having no strings
attached
A new instrument for alignment and positioning of
diaphragms and bearing journals in gas and steam
turbines is now introduced to the marketplace.
Fixturlaser in Molndal, Sweden, has developed its
Fixturlaser ® Turbine, a laser based measurement
system, with the objective for power producers to
make substantial savings in both time and costs in
the field of turbine maintenance.
Kurt Carlson, Fixturlaser’s managing director, says:
“ With the extensive research preceding the development,
and the feedback from major turbine manufacturers
involved in this process, we are convinced that this is a
“moneymaker” for the turbine operators. The globally
growing consumption of electric power increases the
requirements on power producing units to keep their
downtime to a minimum. Our new product is one of the
solutions available to provide for that.”
The Fixturlaser ® Turbine utilizes a laser beam together
with an optoelectronic receiver. The measurement
procedure is similar to traditional methods, as with wire
and micrometers, but eliminates problems with gravity
and vibration. The system is operated from a display
unit with touch sensitive screen visualizing the
measurement as the process proceeds. All data is stored
and can be printed or transferred to a PC. The system
provides live values during adjustments. The
F i x t u r l a s e r ® Turbine is delivered with a set of fixtures
covering diameters from 200 mm to 2000 mm.
Measurement accuracy is ±1%±0.003 mm.
www.fixturlaser.se
Industrial Swivel-Mount
Accelerometer Makes Installation
Quick and Easy
Installing vibration sensors into tight spots is quick and
easy with the new Swiveler from IMI. Its unique design
facilitates positioning of the integral, side-exit cable
while the floating lock nut secures the sensor into place.
A low-cost, smaller-sized alternative to ring-style
accelerometers, the Swiveler, Model 607A11, has
definite advantages over other industrial grade vibration
sensors. Offering a small footprint (9/16 inch) and 360º
cable rotation, the Swiveler is excellent for permanent
installations. The unit’s laser-welded, hermeticallysealed
design and stainless steel construction permits
its use in dirty, oily, industrial, and submerged
applications. With a reference sensitivity of 100 mV/g
and a frequency range to 10 kHz (±3dB), the Model
607A11 is ideal for route-based or on-line monitoring
of rotating machinery.
www.davidson.com.au
New Leak Detection Technology
Saves Water And Money
South East Water has pioneered the use of Soundsens,
a new acoustic technology, in a program to identify
hidden leaks in its water supply system. South East
Water provides water and sewerage services to
customers in the southeast of Melbourne, Australia.
Identifying leaks quickly and cost-effectively is a key
issue in South East Wa t e r ’s commitment to water
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conservation, especially during a drought, when every
drop counts.
Soundsens uses state-of-the-art technology to identify
and pinpoint leaks at a higher level of efficiency and
accuracy than conventional methods.
The Soundsens advantage is that it combines noise
logging and leak noise correlation in a single process.
This cuts the inevitable delay experienced with
conventional methods between the deployment of noise
loggers and the arrival of the team to pinpoint the leak.
The Soundsens approach is based on the deployment
of highly sensitive and accurate noise loggers called
“pods”, which are attached to surface fittings such as
fire hydrants and valves. The pods, which are time
synchronised, record sound in short bursts lasting a few
seconds. The recording is repeated multiple times to
separate genuine use from suspected leakage.
The key aspect of the Soundsens system is a unique
process called cross-correlation, enabled by the transfer
of data by the South East officer in the field from the
pod to a laptop, where the location of the leak is
pinpointed. A layout of the pipework is graphically
drawn on the laptop, using either GIS data or a simple
sketch. The layout enables the software to link and the
spatial relationship between the pods.
Once the layout is complete, the software uses
proprietary algorithms to amplify the sound and filter
out anomalies. Correlation takes place in each pod in
the array and all of the others. The cross-correlation
process enables greater certainty in pinpointing leaks
due to its ability to discern leak noise profiles from other
water sounds. Any leaks are pin-pointed on the pipe
layout diagram, tabulated and ranked in order of
p r o b a b i l i t y. The software will also show any correlations
that should be subjected to further investigation. To
help with this, the field officer can listen to the sound
using the software’s audio feature. The data files can
then be stored for transfer or use at a later date.
South East Water was the first water company in
Australia to reap the benefits of the Soundsens system.
Further information is available from
www.southeastwater.com.au
Maintenance no headache with
Mainpac Pharma
Mainpac has introduced the Mainpac Pharma module,
a suite of maintenance and asset management functions
designed to support the manufacturing of
pharmaceutical products to the world’s highest
standards.
Influenced by the growing trend towards globalisation,
the pharmaceutical industry is subscribing to the
benchmark regulations of the US Federal Drug
Administration. Those regulations (and the Enterprise
Resource Planning and computerised maintenance
management systems whose processes support the
regulations), typically apply to pharmaceutical
manufacturers making products for export.
FDA regulations, which to a large degree are mirrored
in those of A u s t r a l i a ’s Therapeutic Goods
Administration, require compliance with enhanced
security provisions and authentication of changes to
records which effect the Gross Manufacturing Process
(GMP).
Mainpac product and marketing manager Peter Bates
said: “This means that additional system controls are
required when making changes to the planning and
scheduling of maintenance and calibration activities -
in other words, enhanced regulations designed to
ensure the consistency of the manufacturing process in
the interest of public health and safety.
In the past manufacturers had to commit to greater
manual processes and information input to achieve
compliance with FDA and TGA regulations.
Pharma overcomes the need for the surrounding
manual procedures and delivers benefits in three major
areas:
• greater security meaning better control of user
access to the system
• authentication of changes to GMP
• audit trail - online saving of changes to records
and no need to manually keep a record of how
maintenance is being managed.
Mainpac’s Pharma module was developed to underpin
M a i n p a c ’s long-standing reputation as the ‘industry
s t a n d a r d ’ maintenance system for pharmaceutical
companies.
www.mainpac.com.au
South African alliance
to market Mainpac
Alliance Data Corporation (Pty) Ltd (ADC) is to market
Mainpac products in South Africa.
The decision to establish an alliance with Mainpac
stemmed from A D C ’s recognition of a need in the
mining industry for an effective tool to track and
manage assets, as well as reduce maintenance costs
through planned maintenance said Mr Kirkland.
ADC also specialises in mobile technology incorporating
web services, integration into back office systems,
application development and XML via a wireless
protocol, using a number of different PDA applications
and devices.
The company has a staff of more than 50 ICT
professionals with an average of 10 years experience per
employee in the mining industry.
For further information please visit www.adc.co.za or
email: info@adc.co.za.
PdMA MCEmax Electric Motor
Diagnostic Equipment
The PdMA MCEmax motor diagnostic equipment is
designed for either the offline or online testing of a wide
range of electric motors, allowing comprehensive infield
diagnostics. The system is very flexible allowing the user
to test equipment such as AC induction, synchronous,
wound rotor, DC, speciality motors, generators,
transformers and variable speed drives.
The MCEmax comes with easy to use trend able

software which stores your motor data and immediately
alerts you if there is an alarmed condition using colour
coded alarms. The powerful diagnostics and
troubleshooting software allows you to analyse the data,
define problems and isolate the root cause of each
potential motor failure.
MCEmax focuses on the six major faults zones
associated with electric motor failure. Stator analysis
uses phase-phase resistance, inductance, impedance
and current imbalances are used to determine turn or
phase shorts as well as faulty internal connections. The
Power Quality is monitored in three phases of voltage
and current and will alert you when an unhealthy
condition exists. Rotors are checked to identify cracked
or broken rotor bars, porosity and high resistance
connections in the end rings through motor current
signature analysis (MCSA) and the rotor influence
check (RIC). The Power Circuit is checked by
comparing each phase of resistance, current and voltage
to ensure a perfect balance of connections, components
and cables. The Air Gap is also checked as bowed
shafts, cocked end rings or degraded journal bearings
create magnetic imbalances in the motor. Insulation
checks are also carried out with testing capabilities up
to 5kVDC and the system also offering continuous
graphing polarisation index and computer automated
step voltage tests.
The MCEmax can be used in a wide range of industries
including steel & aluminium, power, food, electrical rewinders,
petrochemical, pulp & paper and water
treatment facilities.
Full product specifications available at MSc website:
www.maintsys.com.au
Contact Peter Dicka, Maintenance Systems
Consolidated (MSc) on: info@maintsys.com.au
New Grease Meter
Assalub AB, which in 1997 launched the world’s first
grease meter with a digital display for outflow quantity,
is now presenting the next generation of this valuable
maintenance tool.
The new meter uses a measurement principle based on
an oval gearwheel, thus reducing the weight and
dimensions for a very easy to handle and robust design
packed with new and useful features.
- Weighing just 350 g, the meter can easily be fitted
to all normal hand pumps and valve handles for
grease lubrication.
- The outflow quantity can be displayed either in g
(gram), cm 3 , oz (ounces) or fl.oz (fluid ounces) on
the four-figure display.
- The display has clear 9 mm high figures that can
be background lit in dark environments.
- The meter has a total counter in tons.
- Maximum working pressure is 700 bar.
The new grease meter provides the lubricator with a
handy tool to be able to lubricate each bearing simply
and correctly as per the manufacturer’s
recommendations. In practice, this soon results in a
reduction of 30 - 50% in grease consumption at the
same time as the machines get cleaner and the
environment improves.
By avoiding over- and underlubrication, the service life
of the bearing is extended and the costs of bearing
replacement and maintenance are reduced. Fe w e r
unplanned operational stoppages also mean increased
productivity.
Since the grease meter was first used at the Domsjo
pulp mill in 1997, grease consumption has fallen from
15 tons/year to 4 tons/year. To d a y, only synthetic grease
is used and the lubrication intervals have been doubled.
This leads not just to lower lubrication costs and an
improved working environment, but also to the time
spent on lubrication being reduced by half.
However, thanks to consistent use of the grease meter
for all hand grease the most important result is that the
service life of the bearings has increased, leading to
greater productivity.
A s s a l u b ’s grease meter is the tool for the qualityconscious
lubricator of today and the future.
E-mail: info@assalub.se
Website: www.assalub.se
MicroMain Introduces New Quick
Tickets for Version 6.1
MicroMain has released Version 6.1 of MicroMain XM,
its computerized maintenance management system
(CMMS)/enterprise asset management (EAM) system.
This new release introduces Quick Tickets, which
simplifies maintenance work orders, as well as
additional new features emphasizing ease of use for
customers.
A Quick Ticket is a “short form” of MicroMain XM’s
standard work order. Quick Tickets provide fast access
to basic information, including description of
maintenance to be performed, assignment of parts and
l a b o r, priority level, and update of work status. Because
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less time is spent completing a Quick Ticket work order,
maintenance personnel are able to work more
e f f i c i e n t l y. This simplified version of the standard work
order provides security benefits, and also sensitive data,
such as cost and charge information, does not appear
on the form. karenr@micromain.com
R&D Grant Spearheads Mainpac’s
Move Into Enterprise Asset
Management (EAM)
Software company Mainpac Pty Ltd, has been awarded
an AusIndustry grant of nearly $1M to fund
development of a new approach to Enterprise A s s e t
Management (EAM).
The approach will be based on a business process driven
solution to meet the information needs of this fast
growing management responsibility in asset-intensive
organisations.
According to the Boston-headquartered IT market
analysis and positioning services firm, Aberdeen Group
Inc, "by 2005 nearly 40 percent of enterprises will likely
use EAM automation solutions".
Typically such organisations must manage the fixed and
mobile physical assets required in process and discrete
manufacturing, mining, transportation and the
operation of major facilities.
The awarding of the grant coincides with the 20th
anniversary of the launch of MAINPAC, a software
product for computerised maintenance management.
The new approach to EAM will represent a world
benchmark in asset management processes which
overcomes the traditional inflexibility of the information
systems that presently address this application said
Mainpac Pty Ltd chairman and CEO, Colin Hoschke.
"It will consign to history the need for business to
compromise its processes to fit a system," Mr Hoschke
said.
Mainpac is working with leading Australian universities
to deliver R&D that will put Australia in the forefront
of Integrated EAM.
Its application for the AusIndustry grant was motivated
by the opportunity to export the new approach and the
information system that it supports to emerging
manufacturing countries.
The first milestone in a 17-month development project
will be the release late this year of a browser- d e p l o y e d
version of an information system, the architecture and
technology of which embodies the new approach to EAM.
The Aberdeen Group’s recent Enterprise A s s e t
Management Benchmark Report says increasingly
organisations recognise that facilities, production
equipment, fleet, IT and other assets are liabilities on
the balance sheet. Asset managers must ensure that the
volume of investments made in the purchase,
maintenance, repair, refurbishment and disposition of
these assets is exceeded by the value they generate.
Users of Mainpac software and services include a crosssection
of well known names in Australian and
international business.
www.mainpac.com.au
Mobile Engineering Solution
SoftSols Group Ltd, the developers of the world-class
EAM system, Impactxp have launched their “Mobile
Engineer” solution, designed to deliver:
- Increased Productivity
- Increased Customer Service
- Reduction in Overheads.
Building on the existing functionality, Impactxp now
provides the facility to communicate directly with
Engineers in the field via Pocket PC’s. Job details,
originally generated via the Help Desk Module, are
dynamically scheduled centrally, using on-screen “Drag
and Drop” to the appropriate Field Engineer. The
selection of Engineer is based on skill requirements,
physical location and current workload. Once the Job
has been allocated, the job details are automatically
forwarded to the PDA of the Engineer - no missed calls.
The Engineer can accept or reject the job. If the job is
accepted, the Engineer updates an Estimated Time of
Arrival, which can then be forwarded to the client.
Once accepted the on-screen Dynamic Scheduler will
update the Job Icon to show that it is accepted and will
place the Job in the anticipated time slot. The Engineer
can then update the Dynamic Scheduler when he is
leaving the current location to attend the new job, on
arrival at the location of the Job and the estimate time
of completion directly from the PDA.
On completion of the Job, the Engineer can issue
materials from stock, enter completion comments into
the PDA and collect the Customer’s signature. This
information including the engineer’s time sheet details
is then automatically updated into Impactxp and the
Job is closed. At this point Contractor Billing Module
can automatically issue an Invoice, calculating the
prices based on the contract terms and the actual costs
recorded against the job. At the same time the process
of Stock Replenishment via the Inventory Module can
begin. The PDA also provides for enquiry on
Customer/Asset records.
The solution provides for improved communication,
more efficient planning, improved resource utilisation
and speedier cash collection.
The PDA Application has been developed for use with
those devices supporting the Windows Mobile 2003
operating system for Pocket PC’s. The latest models
provide the added facilities of a camera for capturing
images plus mobile phone capability.
For more information please contact David Gillard at
SoftSols (Asia/Pacific) Pty Ltd on 03 9809 4566 or
email: asia@softsolsgroup.com. For more information
on the Impactxp system go to our We b s i t e
www.softsolsgroup.com
Intrinsically Safe Thickness Gauge
Gets Upgrade
Thickness gauging in a hazardous area has always in
the past required a hot work permit or shutting down
the plant, resulting in a lot of wasted money in down
time. Cygnus Instruments have developed an Ultrasonic
Thickness Gauge which will measure the metal
thickness through coatings up to 6mm thick! This
technique is used in their latest gauge which has been

certified intrinsically safe with a higher T rating to EEx
ia IIC T6. Accurate thickness measurements can be
taken without the need for a hot work permit or for
shutting down the plant.
Previous ultrasound technology meant that Intrinsically
Safe gauges were not feasible because removing
coatings requires either grinding or chipping, both of
which will cause sparks.
The gauge has a heavy-duty case with a bright LED
display which can be viewed in all light conditions. It
can be used to monitor corrosion levels quickly and
e a s i l y, and from one side only, in pipelines, tanks,
process systems, gas tanks, or wherever metal wastage
is of concern to the operator.
The added benefit of measuring through coatings is that
protective membranes are fitted to the face of the probe
to eliminate damage from rough or corroded surfaces.
The membrane is treated like a coating and completely
ignored. The probe will therefore last the lifetime of the
gauge and keep the cost of ownership very low.
The gauge is extremely easy to use and is supplied as a
complete kit including probe, couplant and spare parts.
It comes in its own carry case with a two-year warranty.
TEL: +44 (0) 1305 265533 FAX: +44 (0) 1305 269960
E-MAIL: sales@cygnus-instruments.com
WEBSITE: www.cygnus-instruments.com
Cableless Laser Alignment System
Maintenance Systems Consolidated P/L have had great
success with the CSI ProAlign laser alignment system
with over thirteen systems being purchased by
customers in the last ten months. Why are customers
choosing the ProAlign? There are a number of reasons,
but one of the major factors influencing customer
decisions is the freedom of the RF communication
between the laser heads and the UltraSpec analyzer.
The RF communication overcomes the issue of cable
entanglement during realignments and gives the
operator far greater flexibility during their alignment as
the system can be operated remotely, perfect for
alignment tasks with very poor access.
Another important feature is that each laser head
contains its own individual laser giving double the
accuracy with readings and results. The heads also
collect data every 2º of rotation, effectively giving 360
data points in a full sweep. The UltraSpec analyzer itself
uses an easy to follow menu and provides up to six
optional machine moves for jobs where one piece of
equipment is bolt bound or immovable due to piping or
other restrictions. The “live update” mode operates in
real time due to the fact that the UltraSpec analyzer
has the analysis hardware of a vibration analyzer. This
real time update helps to avoid overshooting during the
alignment process.
The CSI ProAlign has proved to be highly popular and
robust, so why not talk to someone at Maintenance
Systems Consolidated P/L about its features and
benefits.
Full product specifications available at MSc
website: www.maintsys.com.au
Email: info@maintsys.com.au
Yallourn Energy and Silcar
embrace a world-first in wireless
virtual diagnostics
Yallourn Energy has adopted new technology for remote
maintenance of specialised equipment at its 1,480
megawatt power station in Australia.
The technology enables expert consultants anywhere in
the world, such as Australia, Europe, USA and Japan,
to logon remotely via the internet to examine live video
footage of the plant’s condition. This enables
consultants to provide immediate feedback on the
condition and maintenance requirements of the plantís
critical machinery.
“Now we can get an immediate expert opinion within half
an hour or less of finding a potential problem,” said Steve
Pascoe, Senior Asset Engineer at Silcar. “That can save us
millions of dollars in unscheduled outages and downtime.”
The solution is an award-winning video-streaming
product called SquizBiz, which was developed by
Momentum Technologies Group in Melbourne.
SquizBiz is a hardware and software package that
attaches to a standard video camera and allows the
broadcaster to send live video over the Internet.
This system has been coupled with Te l s t r a ’s wireless
broadband network 1xRTT, giving Yallourn Energy a
totally wireless and mobile solution. Yallourn Energy
76

employees can send video from anywhere on the 55
square kilometre site.
During its first run, a chimney stack expert from Po w e r
Te c h n o l o g y, the technology centre of PowerGen UK plc,
logged on and inspected the condition of the chimney
stack from his UK office. As one of only 30 experts in
the world, Yallourn would previously have had to wait
until the expert was available to fly to Australia.
SquizBiz will be used at Yallourn to conduct regular
inspections of the chimney stacks, turbines and other
machinery. For example, erosion on turbine blades can
be analysed - is immediate action needed? There are
MAINTENANCE EVENTS
• MAINTENANCE SEMINARS
• PLANNED MAINTENANCE & MAINTENANCE PEOPLE
• ADVANCES IN MAINTENANCE PLANNING
• MAINTENANCE MANAGEMENT
Gladstone - 9 - 11 August 2004
Sydney - 23 - 25 August 2004
These are the last of the very popular Len Bradshaw Maintenance
Seminars for 2004.
Email: mail@maintenancejournal.com
Web Page: www.maintenancejournal.com
• Building Maintenance and Management conference.
Melbourne, Australia 8-10 September 2004
Gain the information and answers you need to pursue your building
management agenda with as much strength and success as
possible.
www.iir.com.au/property
• RELIABILITY 2004.
ARMS Reliability Engineers’ Annual Reliability Seminar.
Radisson Resort on the Gold Coast, Australia
Mon 27th Sept - Fri 1st Oct 2004
ARMS Reliability Engineers
Ph 61 0 3 5255 5357
Fx 61 0 3 5255 5778
Web Page: www.reliability.com.au
only a few specialists who can make this call and with
SquizBiz the experts can instantly advise the plant on
whether it’s safe to leave the turbine blade until the next
scheduled outage.
Silcar has also identified several other major
applications for the Yallourn plant. SquizBiz can be used
to transmit thermographic images, provide remote
assistance during laser alignments, communicate with
management, and share knowledge across plants.
“Our thermographic camera can plug straight into the
SquizBiz hardware and expert consultants can view and
interpret thermographic images, instantly,” said Mr Pascoe.
S i m i l a r l y, during laser alignments of major gearboxes
and turbine shafts, SquizBiz can send live video to
experts in the States, who can help the Yallourn Energy
employees complete the alignment.
“ I t ’s also a great way to communicate with management
and the Board members, no matter where they are.
They say a picture tells a thousand words, but live
interactive video tells 10,000 words,” said Mr Pascoe.
“And that helps management make informed decisions,
with the big picture in mind.”
S i l c a r, a joint venture between Siemens and Thiess that
specialises in operations, maintenance and asset
management, brought the technology to Yallourn Energy
for use in the power station and open cut mine.
SquizBiz has many applications including remote
diagnoses (e-health and vet consultations); virtual
communications and collaboration; emergency services
response; and e-training.
www.momentumgroup.com.au.
• 12th Annual SMRP Conference
Will be held October 3-6, 2004
The Marriott Waterside Hotel In Norfolk, Virginia, USA
The Society of Maintenance and Reliability Pro f e s s i o n a l s ’
c o n f e rence is one of North America's largest maintenance and
reliability conference.
Web Page: www.smrp.org
• Facilities Maintenance Management System (FMMS) 12th
Annual Users Conference
Since the first FMMS Users Conference in 1992, KDR Cre a t i v e
S o f t w a re ’s customers have enjoyed re t u rning each year to
p a rticipate in development decisions of their favorite maintenance
software.
10th, 11th, 12th October 2004 Brisbane Australia
Web Page: www.kdr.com.au
• 19th International Maintenance Conference
"Mastering The Maintenance Process"
December 5 - 8, 2004 - Naples Coast Florida, USA
There will be over 50 speakers in 5 "how-to" learning zones, and 10
full-day workshops. There are plenty of opportunities to network
with people who have to solve the same issues you face on a daily
basis.
Web Page: www.maintenanceconference.com
• 2005 International Conference of Maintenance Societies
Will be held 31 May to 3 June 2005
Grand Chancellor Hotel, Hobart, Australia.
Call for papers closes 31st August 2004.
Email: icoms@icoms.org.au
Web Page: www.icoms.org.au

Maintenance
Publications
The following Maintenance Publications, available from EIT Pty Ltd, may be ordered by:
Fax: 03 5975 5735 Email: mail@maintenancejournal.com Web: www.MaintenanceJournal.com
ALL PRICES ARE IN AUSTRALIAN DOLLARS. / PRICES for AUSTRALIA INCLUDE POSTAGE COSTS AND GST
ADD Aus$40 PER TOTAL ORDER FOR ALL DELIVERIES OUTSIDE OF AUSTRALIA.
CD’S:
WIREMAN SEMINARS - PPT SLIDES
For the first time anywhere in the world we are able to offer for sale CD’s
of hundreds of Power Point Slides from Te rry Wi re m a n ’s series of Maintenance
Seminars. These CD’s are an invaluable training and learning tool for your
maintenance personnel.
1. BENCHMARKING MAINTENANCE MANAGEMENT
CD Version Aus $295.00
Benchmarking Introduction and Generic Benchmarks - 151 slides
O rganizational Considerations, Education Problems, Work Order Systems,
Maintenance Planning, Maintenance Scheduling, Preventive Maintenance,
Maintenance Materials - 455 slides
Benchmarking Best Practices and Benchmarking Survey - 256 slides. TOTAL:
863 SLIDES
2. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS
CD Version Aus $295.00
Successfull CMMS - 31 slides
Maintenance Practice Assessment - 53 slides
Organizational Assessment - 18 slides
CMMS Selection, CMMS Implementation, CMMS Usage - 264 slides
Cost Justification and ROI - 32 slides
CMMS, ERP and EAM, CMMS Issues - 70 slides.
TOTAL: 468 slides
3. MAINTENANCE PERFORMANCE INDICAT0RS
CD Version Aus $295.00
Introduction - Performance Indicators - 125 slides
P reventive Maintenance Indicators, Inventory & Purchasing Indicators, Wo r k
Flow Systems Indicators, CMMS/EAM Systems Indicators, Training Indicators,
Operations/Facility Involvement PI’s, Predictive Maintenance Indicators, RCM
Indicators, TPM Indicators, Statistical/Financial Optimization PI’s, Cont. Impro v.
PI’s - 335 slides
Building the Pyramid &The Future - 33 slides. TOTAL: 493 Slides
4. TOTAL PRODUCTIVE MAINTENANCE
CD Version Aus $295.00
Introduction to TPM - 60 slides
TPM Organizational Considerations - 100 slides
Best Practices and TPM, Preventive Maintenance & TPM,
TPM & Stores & Purchasing, TPM & Work Orders, TPM & CMMS,
Zero Breakdown Strategies & TPM - 328 slides
Financial Benefits of TPM - 66 slides
TPM Conclusions - 37 slides.
TOTAL: 591 Slides
5. ZERO BREAKDOWN STRATEGIES
CD Version Aus $295.00
Achieving Zero Breakdown A Reality - 36 slides
Improved Equipment Effectiveness - 314 slides
Introduction, What Causes Failures?
Understanding Basic Component Design
Five Steps: Maintain Basic Conditions, Maintain Operating Standard s ,
Deterioration Prevention, Improving Design Weaknesses
Preventing Human Error, Beyond the Basics.
TOTAL: 350 Slides
MAINTENANCE - COMPUTER BASED TRAINING
EIT P/L are pleased to offer in Australia the New Standard Institute’s range of
‘e-Learning’ Products. The training products listed below are available to you
as CDs.
F e a t u re-packed, New Standard Institute's electronic bench re f e rences are
enhanced with Pop-up Definitions, Enlargeable Graphics, Animation and
interactive exercises.
All the products listed below include narrated text.
For full details of each CD see our web site at:
www.maintenancejournal.com/maintenancebooks.htm
6. MAINTENANCE STOREROOMS
NEW LISTING CD Version 2004 Aus $450.00
The Maintenance Store rooms computer based training (CBT) is taken fro m
New Standard Institute's two-day seminar for Store room and Parts Managers
and provides a comprehensive approach to the mechanics and mathematics
of a well-run storeroom. CBT has full narrated text. Program also includes the
Reorder Point Calculator.
7. GASKETS & BOLTED FLANGES CONNECTIONS
NEW LISTING CD Version 2004 Aus $190.00
Containing fluids (liquids and gases) is essential to both safe and eff i c i e n t
p rocess operation. Leaky systems can be costly as well as dangerous. The US
EPA has set down regulations aimed at limiting emissions of volatile organic
compounds (VOC) in pumps, compressors, valves, and flanged equipment. This
training shows you how to achieve a good flanged connection as well as the
essentials of studs, bolts and nuts.
8. SHUTDOWN, TURNAROUNDS & OUTAGES
CD Version 2003 Aus $450.00
A shutdown, turnaround, or outage can be the biggest and most complicated
demand on maintenance re s o u rces. Modern project management methods
can enable a maintenance professional to identify, plan, staff and coordinate
the eff o rt of hundreds of workers and their support equipment while minimizing
downtime and costs.
This e-Learning tool includes interactive critical path method training.
9. MAINTENANCE PLANNING & SCHEDULING
CD Version 2003 Aus $370.00
This easy-to-use training is a solid MP&S re f e rence. The CD-format of the
Maintenance Planning and Scheduling electronic training resource contains
all of the enhancements of our downloadable material: Pop-up Definitions,
Wo rd Search functionality, Enlargeable Graphics, Animation and interactive
e x e rcises with the addition of voice-over narration. Provides the basics of
Maintenance Planning and Scheduling training without leaving your facility.
10. LUBRICATION
CD VERSION 2003 Aus $130.00
This material will provide you with a thorough understanding of lubricant
choices. Several interactive aids have been added to make this a solid tool.
Learn proper lubrication methods and how to analyze oil test results.
11. AC MOTOR CONTROLS
CD VERSION 2003 Aus $130.00
Most AC motors are started through a standardized control system designed
to protect the motor, the circuit, and operating personnel. This training tool
focuses on ladder diagrams, wiring, and troubleshooting techniques for the
most common motor used in industry, the AC induction motor. New interactive
exercises and quizzes help you hone your troubleshooting skills.

TEXTS:
Condition Monitoring Standards Volume I, II & III
Condition Monitoring Standards [CMS] are the building blocks for setting up
and running a preventive maintenance, and condition monitoring [PM/ECCM]
system. The CMS documents have full color pictures to explain the function,
condition monitoring as well as why and how each of these tasks should be
executed. Each CMS contains brief inspection points, detailed instru c t i o n s
and suggested intervals for each on-the-run and shutdown inspection.
12. CONDITION MONITORING STANDARDS VOLUME 1
Torbjorn Idhammar, 2001, 124pp [Colour], $330.00
Section 1 - Preventive Maintenance Task List
Section 2 - Condition Monitoring Standards
Motor AC; Coupling Tire; Coupling Sure flex; Coupling Grid; Coupling Thomas;
Coupling Wrap flex/Atra flex; Coupling Gear; Coupling Jar; Coupling Magnetic;
Coupling To rus; Pump Vacuum Nash; Pump - Ve rtical - Multistage; Ta n k ;
Conveyor Screw; Valve solenoid; Air Breather - Des Case; Flinger; Gear
Reducer; Conveyor Belt; Conveyor Drag; Fan Axial; Agitator/Mixer; Compre s s o r
Rotary Screw - Quincy; Dryer System - Air desiccant; Steam Joint - Valmet
13. CONDITION MONITORING STANDARDS VOLUME II
Torbjorn Idhammar, 2001, 130 pp [Colour], $330.00
Section 1 - Preventive Maintenance Task List
Section 2 - Condition Monitoring Standards
Motion Detector; Backstop; Pump, Centrifugal; Heat Exchanger; Bearing, Pillow
Block; Chain Drive; Hydraulic Unit; Feeder; Mechanical Seal; Packing; Check
Valves; Screen Reciprocating; V Belt Drive; Screen - Vibrating; Screen - Disc;
S c reen - Centrifugal; Lubrication Reservoir; Fan Radial; Pump Vane; Pump Gear;
Pump Piston; Steam Trap Mechanical; Steam Trap Thermostatic; Steam Trap
Thermodynamic; Valve with Actuator [S=Shutdown].
14. CONDITION MONITORING STANDARDS VOLUME III
Torbjorn Idhammar, 2003, 115 pp [Colour], $330.00
Condition Monitoring Standards
Universal Joint; Rope Sheaves; Regulator - Air; Pump - Pro g ressive Cavity;
Blower - Rotary Lobe; Belt - Cog; Doctor Blade; Brake Disc; Bolts and Nuts;
Cylinder - Air; Pump - Diaphragm; Motor DC; Valve; Clutch Centrifugal;
Expansion Joint; Coupling - Fluid; Cylinder Hydraulic; Bearing - Oil Cooled;
Hydraulic Motors; Pump - Multistage; Governor; Pneumatic Filter and Oil Most;
Piping and Pipe Hangers; Steam Turbine [Small].
15. LEAN MAINTENANCE
Reduce Costs, Improve Quality, and Increase Market Share
NEW LISTING. R Smith, B Hawkins 2004, 304 pp $120.00
Moving the maintenance operation well into its own lean transformation is a
m u s t - d o - p re requisite for successful manufacturing plant - or any process plant
- Lean Transformations. This Handbook provides detailed, step-by-step, fully
explained processes for each phase of Lean Maintenance implementation
p roviding examples, checklists and methodologies of a quantity, detail and
practicality that no previous publication has even approached. It is required
reading, and a required reference, for every plant and facility that is planning,
or even thinking of adopting ‘Lean’ as their mode of operation.
16. PREDICTIVE MAINTENANCE OF PUMPS USING CM
NEW LISTING . R S Beebe 2004, 181 pp $305.00
The first book devoted to condition monitoring and predictive maintenance in
pumps. Explains how to minimize energy costs, limit overhauls and re d u c e
maintenance expenditure.
This book show how condition monitoring can be applied to detect intern a l
degradation in pumps so that appropriate maintenance can be decided upon
based on actual condition rather than arbitrary time scales. The book focuses
on the main condition monitoring techniques particularly relevant to pumps.
Field examples show how condition monitoring is applied to detect intern a l
degration in pumps.
17. MANAGING MAINTENANCE SHUTDOWNS AND OUTAGES
NEW LISTING. Joel Levitt 2004, 208 pp $95.00
Now you can have the ability of saving money immediately just from reading
and using this unique guide! Managing Maintenance Shutdowns and Outages
will provide a deeper understanding of how to effectively manage larg e
maintenance jobs such as power plant outages, re f i n e ry refits and many more .
With this, users will have increased ability to plan and manage such projects.
18. EFFECTIVE MAINTENANCE MANAGEMENT
Risk and Reliability Strategies for Optimizing Performance
NEW LISTING. V Narayan 2004, 288 pp $95.00
P roviding readers with a clear rationale for implementing maintenance
programs, this unique guide is written in a language and style that practicing
engineers and managers can understand and apply easily. Eff e c t i v e
Maintenance Management examines the role of maintenance in minimizing
the risks relating to safety or environmental incidents, adverse publicity, and
loss of pro f i t a b i l i t y. Bridge the gap between designers/maintainers and
reliability engineers, this guide is sure to help businesses utilize their assets
effectively, safely, and profitably.
19. BENCHMARK BEST PRACTICES IN MAINT. MANAGEMENT
NEW LISTING. Terry Wireman 2003, 228 pp $105.00
As the only re f e rence that provides vital information in a concise and easy-touse
format, Benchmarking Best Practices in Maintenance Management will
provide users with all the necessary tools to be successful in benchmarking
maintenance management. It presents a logical step-by-step methodology that
will enable a company to conduct a cost-effective benchmarking eff o rt. It
p resents an overview of the benchmarking process, a self analysis, and a
database of the results of more than 100 companies that have used the
analysis.
20. RCM - GATEWAY TO WORLD CLASS MAINTENANCE
A Smith & G Hinchcliffe 2003, 337 pp, $120.00
Includes detailed instructions for implementing and sustaining an eff e c t i v e
RCM program; Presents seven real-world successful case studies fro m
d i ff e rent industries that have profited from RCM; Provides essential inform a t i o n
on how RCM focuses your maintenance organization to become a recognized
‘center for profit’. It provides valuable insights into current pre v e n t i v e
maintenance practices and issues, while explaining how a transition from the
c u rrent ‘pre s e rve equipment’ to ‘pre s e rve function’ mindset is the key
ingredient in a maintenance optimization strategy. This book defines the four
principal features of RCM and describes the nine essential steps to achieving
a successful RCM program.
21. CMMS A TIME SAVING IMPLEMENTATION PROCESS
Daryl Mather, 2003, 320 pp, $225.00
Computerised Maintenance Management System [CMMS] is now penetrating
moderate to small corporations on an international level. These corporations
need an efficient method to implement this effective but complicated system,
but most of the currently available texts are written by theorists and involve
complex approaches. In CMMS: A Time Saving Implementation Process, a
p r a c t i t i o n e r- t u rned-consultant presents his field proven, practical appro a c h
that can dramatically reduce the amount of time and cost needed to implement
and maintain CMMS in any corporation.
22. INDUSTRIAL MACHINERY REPAIR
Best Maintenance Practices Pocket Guide
R Smith, R K Mobley 2003, 537 pp $90.00
The new standard re f e rence book for industrial and mechanical trades.
Accessible pocketbook format facilitates on-the-job use.
Industrial Machinery Repair provides a practical re f e rence for practicing plant
engineers, maintenance supervisors, physical plant supervisors and
mechanical maintenance technicians. It focuses on the skills needed to select,
install and maintain electro-mechanical equipment in a typical industrial plant
or facility which will keep equipment operating at peak reliability and
companies functioning more profitably through reduced maintenance costs
and increased productivity and capacity.
23. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2ND Ed
Keith Mobley 2002, 337 pp, $180.00
This second edition of An Introduction to Predictive Maintenance helps plant,
process, maintenance and reliability managers and engineers to develop and
implement a comprehensive maintenance management program, pro v i d i n g
p roven strategies for regularly monitoring critical process equipment and
systems, predicting machine failures, and scheduling maintenance accord i n g l y.

MAINTENANCE PUBLICATIONS
24. MAINTENANCE EXCELLENCE OPTIMIZING EQUIPMENT LIFE
CYCLE DECISION
J Campbell & A Jardine 2001, 536pp $190.00
Maintenance Management Fundamentals; Maintenance Management
Methodologies; Measurement in Maintenance Management; Data
Acquisition; Materials Management Optimisation; Managing Equipment
Reliability; Assessing and Managing Risk; Reliability By Design: Reliability
Centred Maintenance; Reliability by Operator: Total Productive Maintenance;
Optimising Maintenance Decisions; Reliability Management and Maintenance
Optimisation: Basic Statistics and Economics; Maintenance Optimisation
Models; Optimising Maintenance and Replacement Decisions Optimising
Condition Based Maintenance; Conclusion: Achieving Maintenance
Excellence;
25. COMPUTER-MANAGED MAINTENANCE SYSTEMS 2nd Ed.
By Mobley/Cato 2001, 200pp $140.00
A comprehensive, practical guide that covers selection, justification, and
implementation of an effective CMMS in any facility. In this new edition, the
authors have added a chapter specifically on the latest technology, Application
S e rvice Providers [ASPs], that has revolutionized the way computer- m a n a g e d
maintenance systems are used and the benefits they can offer to a business.
This solution provides integrated software, hard w a re, and networking
technology along with Information Technology [IT] consulting services into an
o u t s o u rced package. A new appendix on Key Perf o rmance Indicators has also
been added.
26. RELIABILITY, MAINTAINABILITY AND RISK 6th Ed.
David Smith 2001. 336pp $135.00
R e l i a b i l i t y, Maintainability and Risk has been updated to ensure that it re m a i n s
the leading reliability textbook - cementing the book’s reputation for staying
one step ahead of the competition. This sixth edition incorporates brand new
material on the accuracy of reliability prediction and common cause failure .
This book has now been established for over 20 years. It deals with all aspects
of re l i a b i l i t y, maintainability and safety-related failures in a simple and
straightforward style, explaining technical terms and jargon and handling the
limitations of reliability parameters
27. TPM A ROUTE TO WORLD CLASS PERFORMANCE
Peter Willmott & Dennis McCarthy 2000, 264pp $190.00
This title builds on Peter Wi l l m o t t ’s earlier book, ‘TPM the We s t e rn Wa y ’ ,
updating the scope of applications and tools. The TPM route map is updated
to include the journey to zero breakdowns & beyond. CONTENTS: From total
p roductive maintenance to Total Productive Manufacturing; Designing the TPM
u m b rella; TPM top down & bottom up roles; The TPM improvement PLAN
TOOLBOX; standardizing best practice; TPM analysis, TPM in non
manufacturing; TPM for design; Planning and launching TPM; Sustaining life
after pilot; Case Studies.
28. ASSET MANAGEMENT AND MAINTENANCE - THE CD
By Nicholas A Hastings 2000, 820 slides $180.00
This compact disk contains 19 PowerPoint presentations containing over 820
slides dealing with Asset Management and Maintenance. Asset Management
Overview; Life Cycle Costing; Maintenance. Organisation & Control; Spares &
Consumables Management; Reliability Centered Maintenance; Total Pro d u c t i v e
Maintenance; Failure Mode and Effects Analysis; Risk Analysis and Risk
Management; Reliability Statistics & Life Distributions; Reliability Data
Analysis; Age Based Replacement Policy Analysis; Case Study - Axle Bushes;
Availability and Maintainability; Measuring and Improving Maintenance
E ffectiveness; Reliability of Systems; Condition Monitoring; Job and Shutdown
Planning; Continuous Improvement.
29. PREVENTIVE MAINTENANCE, ESSENTIAL CARE AND
CONDITION MONITORING
Idhammar, Et Al. 1999, 337 pp, $390.00
It is a unique re s o u rce for improving maintenance processes and learn i n g
s m a rt inspection and trouble shooting techniques on a wide variety of
components including, fasteners, pumps, conveyors, motors, gears, bearing,
chain, pipes and valves, couplings, seals, fans, lubrications, lifting equipment,
hydraulics, pneumatics, compressors, steam, electrical systems, etc. The
inspection techniques are presented in the book together with inspection tools
and examples of how to inspect a number of standard components. The book
c a refully explains how to set up and improve a preventive maintenance system
or process in any industry. Preventive Maintenance/Essential Care and
Condition Monitoring teaches the reader how to organize condition monitoring,
lubrication, alignment, cleaning, and other preventive maintenance systems
into one orchestrated process.
30. ENGINEERING MAINTAINABILITY: HOW TO DESIGN FOR
REALIBILIITY AND EASY MAINTENANCE
By B S Dhillon, PhD 1999, 254pp $205.00
This book provides the guidelines and fundamental methods of estimation and
calculation needed by maintainability engineers. It also covers the
management of maintainability eff o rts, including issues of org a n i z a t i o n a l
s t ru c t u re, cost, and planning processes. Questions and problems conclude
each chapter. Contents: Introduction; Maintainability Management;
Maintainability Measures, Functions, and Models; Maintainability To o l s ;
Specific Maintainability Design Considerations; Human Factors Considerations;
Safety Considerations; Cost Considerations; Reliability-Centred Maintenance;
Maintainability Testing, Demonstration, and Data; Maintenance Models.
31. ROOT CAUSE FAILURE ANALYSIS
By R Keith Mobley 1999, 333pp $186.00
Root Cause Failure Analysis provides the concepts needed to eff e c t i v e l y
p e rf o rm industrial troubleshooting investigations. It describes the methodology
to perf o rm Root Cause Failure Analysis [RCFA], one of the hottest topics
c u rrently in maintenance engineering. It also includes detailed equipment
design and troubleshooting guidelines, which are needed to perf o rm RCFA
analysis on machinery found in most production facilities. This inform a t i o n
will there f o re be invaluable to maintenance and plant managers wanting to
increase their own knowledge, plan or provide training [and use this book in
doing so], and to operators needing to improve their skills.
32. TURNAROUND MANAGEMENT
By Tom Lenahan 1999, 183pp $170.00
T h e re are thousands of plants around the world that each re q u i re re g u l a r
shutdown or turn a round maintenance but until now there has been almost
nothing published in this specialized area. Turnaround management is project
management - it has all its main elements. It also has a number of feature s
which make it unique. This text for the first time looks at those unique aspects
of turn a round management. Contents include : Initiating the turn a ro u n d ;
validating the work scope; pre-shutdown work; contractor packages; planning
the turn a round; the turn a round organization; site logistics; the cost profile; the
safety plan; the quality plan; the communications package; executing the
turnaround; terminating the turnaround.
33. MAINTENANCE PLANNING & SCHEDULING MANUAL
Richard D Palmer 1999, 400pp $195.00
Must rate as one of the best texts ever published on Maintenance Planning.
This text enables maintenance managers and maintenance planners to
dramatically improve the productivity of their maintenance plan; Clearly
identifies the six basic principles of planning and the six associated principles
of scheduling; Provides how-to information on implementing a planning
function, using work orders, and perf o rming in-house work sampling. An
excellent hands-on text and one of the few published on maintenance
planning.
34. HANDBOOK OF MAINTENANCE MANAGEMENT
By Joel Levitt [USA] 1997, 476pp $172.00
This unusually comprehensive book is designed as a complete s u rvey of the
field for students or maintenance professionals, as an introduction to maintenance
for non maintenance people, as a review of the most advanced thinking in
maintenance management, as a manual for cost reduction, a primer for the
s t o c k room, and as an element of a training regime for new supervisors, managers
and planners.
35. INFRASTRUCTURE MANAGEMENT
By W R Hudson, R Haas & W Uddin, 1997, 416pp $150.00
The principles and the overall concept of effective infrastru c t u re management
discussed in this book have never before been treated in such detail.
All the varied tools and techniques that are used in planning, building,
maintaining, and fixing our nation’s roads, bridges, airports, utilities, water and
waste water facilities, parks, buildings, and sports complexes are thoroughly
examined. Numerous examples of the technologies available for various uses
are included. The book also discusses a host of high interest topics such as
life cycle analysis of stru c t u res, decision support systems, database
management, and analysis and modeling methods.

MAINTENANCE PUBLICATIONS - ORDER FORM
All prices are AUSTRALIAN DOLLARS. PRICES for AUSTRALIA INCLUDES POSTAGE & GST.
ADD Aus$40 PER TOTAL ORDER FOR ALL DELIVERIES OUTSIDE OF AUSTRALIA.
Item Title Aus $ QTY
1. Benchmarking Maintenance Management Course PPTs - CD $295.00
2. Computerised Maintenance Management Systems Course PPTs - CD $295.00
3. Maintenance Performance Indicators Course PPTs - CD $295.00
4. Total productive Maintenance Course PPTs - CD $295.00
5. Zero Breakdown Strategies Course PPTs - CD $295.00
6. Maintenance Storerooms - Training CD $450.00
7. Gaskets & Bolted Flanges Connections - Training CD $190.00
8. Shutdowns, Turnarounds & Outages - Training CD $450.00
9. Maintenance Planning & Scheduling - Training CD $370.00
10. Lubrication - Training CD $130.00
11. AC Motor Controls - Training CD $130.00
12. Condition Monitoring Standards Volume I $330.00
13. Condition Monitoring Standards Volume II $330.00
14. Condition Monitoring Standards Volume III $330.00
15. Lean Maintenance $120.00
16. Predictive Maintenance of Pumps Using Condition Monitoring $305.00
17. Managing Maintenance Shutdowns and Outages $95.00
18. Effective Maintenance Management $95.00
19. Benchmarking Best Practices in Maintenance Management $105.00
20. RCM Gateway To World Class Maintenance $120.00
21. CMMS A Timesaving Implementation Process $225.00
22. Industrial Machinery repair $90.00
23. Introduction To Predictive Maintenance 2nd Edition $180.00
24. Maintenance Excellence Optimising Equip. Life Cycle Decisions $190.00
25. Computer-Managed Maintenance Systems 2nd Edition $140.00
26. Reliability, Maintainability & Risk $135.00
27. TPM - A Route to World Class Performance $190.00
28. Asset Management and Maintenance - the CD $180.00
29. Preventive Maintenance, Essential Care and Condition Monitoring $390.00
30. Engineering Maintainability: Design for Reliability &† Easy Maintenance $205.00
31. Root Cause Failure Analysis $186.00
32. Turnaround Management $170.00
33. Maintenance Planning & Scheduling Manual $195.00
34. Handbook of Maintenance Management $172.00
35. Infrastructure Management $150.00
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The Maintenance Journal is now available in both a PRINT version and ELECTRONIC version.
Publishing dates are: February, May, August and October
Prices are in Australian dollars (approx. Aus$1.00 = US$0.75).For Australia prices are inclusive of GST taxes
Print Version: Includes postage anywhere in the world
Print Version annual subscription is Aus$120
Electronic Version - eMJ: Downloaded as a zipped PDF file
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eMJ Annual Subscription for Single Site Usage Aus$80
May be distributed throughout your site intranet
eMJ Annual Subscription for Multiple Sites Aus$300
May be distributed to any sites within your world wide corporation
Print plus eMJ: To receive both the Electronic and Print Maintenance Journal
Annual Subscription for both Print and eMJ is Aus$154
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For new subscriptions please indicate when you wish to start your subscription
Signature Cardholder’s name
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Current Issue Next New Issue Other (tick or give month/year)
Past Issues Cost of Past Issues is: Aus$44
Price is inclusive of postage and local taxes. To see a listing of past issues go to: www.maintenancejournal.com
All past issues are available in the Print format. Electronic version only available from the February 2003 issue onwards.
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Engineering Information Transfer, PO Box 703, Mornington, Victoria 3931, Australia. P h o n e : (Int) 61 (3) 5975 0083
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Publishing Schedule
A d v e rtising in the MJ
The Most Cost Effective Way To Market Your Maintenance Related Products & Serv i c e s
Your advertisement may be in either the Print and/or the Electronic MJ
The Print version is a full colour quality print journal of 84 pages.
The Print version has 3000 subscribers, 90% from Australia (other 10% from 26 countries).
The Electronic version, the eMJ, contains all the information as in the Print version.
The eMJ is downloaded by eMJ readers as a .pdf file of approx. 5mb. The eMJ is approaching 3500 subscribers from
over 120 countries (approx 25% USA, 25% Australia/Pacific, 20% Asia, 18% Europe, 10% Middle East).
• October 04 Issue Booking/cancel deadline 10 Sep Latest copy date 16 Sep Publishing date 8 Oct
• February 05 Issue Booking/cancel deadline 03 Dec Latest copy date 10 Dec Publishing date 27 Jan
• May 05 Issue Booking/cancel deadline 25 March Latest copy date 01 Apr Publishing date 20 Apr
• August 05 Issue Booking/cancel deadline 20 June Latest copy date 27 June Publishing date 19 July
MJ Full Colour Advertising Rates (Prices are costs per issue inc. of gst) (Australian Dollars)
Print + Electronic MJ Adv. Electronic MJ Only Adv.
Single Issue 4 Issues (yr) Single Issue 4 Issues (yr)
• Double Page $3960 $3390 $650 $550
• Full Page $2200 $1990 $400 $300
• Half Page $1320 $1190 $250 $200
• 1/4 Page $800 $700 N/A N/A
• 1/8 Page $400 $350 N/A N/A
MJ Sizes The Maintenance Journal is published as an A4 size = 297mm x 210mm
Double Page Spread
Type:
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Trim:
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Page Bleed:
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Inserts/Brochures Print+Electronic Electronic MJ Only
• Single Sheet (2 Pages) $2300 $500
• Two Sheets (4 Pages) $2990 $600
• 3 to 6 Sheets (6 - 12 Pages) $3600 $700
• CD Inserts - Flexible CD Cover, Glued into Print MJ $3200
• 4 page A4 gloss, 200gsm, that we design, print, and insert into the MJ $5900
One Eighth
Page
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* INSERTS - supply 3000 inserts 2 weeks prior to the publication date * INSERTS going into the Print MJ must not exceed 300mm X 210mm in overall dimensions.
Advertising in The Maintenance Journal reaches thousands in over Australia and 100 countries. Each issue of The
Maintenance Journal reaches not only the subscriber but also many others in the subscriber’s organisation.
A re Your Advertising Costs Eligible For An Export Grant?
One third of Maintenance Journal subscriptions are from outside Australia. There f o re if your advertising is aimed at exporting your
p roducts or services then you should check on your eligibility for an Australian Government Export Market Development Grant.
Require Assistance In
Preparing Your
Advertisement?
Our graphic artists here at the
Maintenance Journal can
create your advertisement,
brochure or insert at a very
competitive price.
Positions Vacant - Special Offer
The Maintenance Journal allows
you to advertise your
maintenance & reliability job
vacancies at greatly reduced
advertising rates. Advertise in the
MJ or use Banner Advertising at
www.maintenancejournal.com
Engineering Information Transfer, 7 Drake Street, Mornington, Victoria 3931, Australia. Phone: (INT) 61 (3) 5975 0083
Fax: (INT) 61 (3) 5975 5735 Email: mail@maintenancejournal.com ABN: - 67 330 738 613

Maintenance
2004 Seminars
Course One
Planned Maintenance & Maintenance People
The What, When & Who of Maintenance
Course Tw o
Maintenance Planning
Advances in Maintenance Planning,
Maintenance Control & Feedback
Course Thre e
Maintenance Management
Success & Excellence in
Maintenance & Asset Management
Attend just one, two or all
t h ree of these one-day courses.
Venues
Perth
29-31 Mar 2004
Gold Coast
5-7 May 2004
Melbourne
26-28 May 2004
Gladstone
9-11 Aug 2004
Sydney
23-25 Aug 2004
● Major Revisions & Updates for the 2004
Maintenance Seminars
● Detailed Seminar Notes in Hard Copy
● Plus a CD of Hundreds of Pages of Case
Studies and Maintenance Related Facts
(400mb of Information)
● Each seminar provides opportunities to
discuss with other practisioners
improved ways of managing and
performing maintenance activities
PRESENTED BY
Len Bradsha w
ORGANISED BY
ENGINEERING INFORMATION
TRANSFER PTY LTD
AND
THE MAINTENANCE JOURNAL
THE MOST SUCCESSFUL AND MOST
RECOGNISED MAINTENANCE RELATED SEMINARS
★ As well as Maintenance Personnel, why not also send “Operations Personnel” to Course 1 ★

Course One
Planned Maintenance
And Maintenance People
The What, When and Who of Maintenance
1 . Maintenance Activities
• The different activities performed in maintenance emergency, corrective, preventive, predictive, condition
based, proactive, and designing
for maintenance.
• The pre-planning process in maintenance
• Shutdown Maintenance - the dangers
2 . Consequences of Good or
Bad Maintenance
• The direct and indirect costs of Maintenance.
• What do you cost and what are you worth.
• Effect of too little or too much planned maintenance.
• Duties of proving due care of your assets.
• Are “competent” people planning and doing the maintenance work.
Discussion 1: Have your organisations the corre c t
mix of maintenance activities. Do you identify re a l
maintenance costs and respond to those costs
3 . Inspections & Condition
Based Maintenance
• What inspection and preventive/predictive techniques are now available in maintenance.
• How often should you perform inspections and condition based maintenance activities.
• Increasing the effectiveness of inspection and condition based maintenance activities.
Discussion 2: What techniques for inspections &
Condition Monitoring are used in your plant.
Are they successful. If not why not.
4 . Maintenance Planning
and Contro l
• The different processes and techniques involved with maintenance planning
and control.
• The functions performed by a computerised maintenance management system.
5 .The People and Stru c t u res
In Maintenance
• People - The most important assets in maintenance.
• The different organisational structures used for maintenance activities.
• Restructured maintenance; flexibility and team based structures.
• What motivates people to work with the company rather than against it.
• Are teams achievable in your organization? How far can you go.
• Utilising non maintenance resources.
• TPM - Total Productive Maintenance.
• Administrative responsibilities for teams.
• Recruitment and Reward methods.
• Maintenance Outsourcing/Contracting.
• A range of Case Studies on people issues in Maintenance.
Discussions 3: Are your organisations using the
right people and structures in maintenance?
Successes and failures in people issues.
Who should attend?
Planners, Team Leaders, Team Members, Supervisors, Tradesmen, Operations Personnel, Technicians, Engineers, Systems Managers,
and others interested in maintenance of plant and assets.
Each course costs AUS $660.00 per delegate per day (Inclusive of GST)
1

Course Two
Maintenance Planning
Advances in Maintenance Planning,
Maintenance Control and Feedback
1 . Maintenance Planning
in Diff e rent Stru c t u res
• From chasing breakdowns to total productive and proactive maintenance.
• How does the Maintenance organisational structure affect the roles of planner and supervisor.
• Maintenance Planning in team structures, or for outsourced maintenance.
• Who should be the Planner. Recruitment and Responsibilities/duties of the Planner. Who should not be the
Planner. Full time or part time planners.
• Planner to Maintenance Personnel ratio.
• Value of effective planning and planners.
2 . Maintenance Planning:
Examples Of The Best
• Examples of how the best plan and schedule their Maintenance Activities. Moving from Reactive Planning to
Pro-active Maintenance Planning.
• Improving Communication in the Planning process.
Discussion 1: How is maintenance work Planned and Scheduled in your organisations.
Planning strengths and weaknesses
3 . Developing Maintenance Plans
• Developing maintenance plans. Introducing the various methods currently used.
• Sources of information and expertise. Who should be involved. Using a generic approach. Resources needs.
Discussion 2: The Plan Development Methods in
your organizations. Who does it & is it successful
4 . Computerised Maintenance Management Systems
• CMMS currently available and a demonstration of some of the improved features of modern CMMS.
• The maintenance planning and control process and how computer systems help improve that pro c e s s .
• Automating the issue of work and reporting to history. Improving communication and quality of data.
• The move towards Asset Management Systems and beyond the traditional CMMS.
• Linkage to other management systems, control systems, GIS, GPS, Internet, etc.
• Benefits & Problems associated with the use/implementation of a CMMS.
Who should attend?
Planners, Team Leaders, Team Members, Supervisors, Tradesmen, Operations Personnel, Technicians, Engineers, Systems Managers, Stores Personnel, and others
interested in maintenance of plant and assets.
Each course costs AUS $660.00 per delegate per day (Inclusive of GST)
2
• What makes for successful Maintenance Planning and a successful CMMS. What motivates people to work with
the system rather than against it.
• What factors need to be in place if we are to have a functioning system. What factors are required for the BEST
functioning systems.
Discussion 3: How well have your organisations selected, implemented and used your Planning
Systems and CMMS.
5 . Maintenance Stores
• Who owns the store ? S t o res objectives.
• I n t roduction to stock control methods for standard, expensive or consumable stock items.
• I m p roving service levels from your store .
• Maintenance of parts in the stores.

Course Three
Maintenance Management
Success & Excellence in Maintenance
and Asset Management
1 . Business Success Via Better Maintenance
• The key role that maintenance plays in achieving business success. Maintenance as a profit creator.
• Justifying maintenance resources.
• Proving your worth.
• Maintenance Impact on Safety and Legal Costs.
• Maintenance contributing to long-term competitive advantage.
2 . Achieving Maintenance Excellence
• Maintenance excellence - the common features of the best maintenance organizations in the world.
• Excellence in People, Parts and Practices.
2.1 People excellence:
• Leadership, recruitment, training, flexibility, motivation, teams, TPM, performance, rewards, core skills and
outsourcing
2.2 Parts excellence:
• Stores management, stores objectives, alliances, internet spares, parts optimisation, improved parts
specifications, automated stores, stores personnel.
Discussion 1: How well are you moving towards
excellence in people and parts.
2.3 Practices excellence:
• Better corrective Preventive, Predictive, and Proactive maintenance.
• Strategies for reducing down time / repair time.
• Case study on Failure & Replacement analysis.
• Moving through Preventive / Predictive to Proactive Maintenance.
• Improving profits via Proactive Maintenance.
Discussion 2: Discussions on Excellence in Maintenance Practices and introducing the Maintenance Excellence Surv e y.
3 . Maintenance Strategies For The Future
• Setting Strategies: From Policy Statements, Audits, Benchmarking, Gap Analysis and Objectives through to
Maintenance Performance Measures and KPI’s.
• Examples of Maintenance Objectives and Performance Measures.
Discussion 3: What strategy development, setting of objectives & performance measures are used in your
organisation.
4 . Analytical Methods In Maintenance
• Maintenance Plan Development and Optimisation Software.
• Examples of how to collect, use, and understand maintenance data.
• Fine tuning PM activities.
5 . Asset Life Issues
• Introduction to Plant Design considerations that improve reliability, availability and maintainability.
• Introduction to life cycle costing of assets and terotechnology.
• Plant replacement strategies; software tools.
• Better maintenance specifications of machines and assemblies.
Who should attend?
Maintenance Team Members, Technicians, Planners, Engineers, Supervisors and Managers; plus Production Supervisors/Managers & Accounts/Financial Managers,
and others interested in maintenance of plant and assets.
Each course costs AUS $660.00 per delegate per day (Inclusive of GST)
3

The seminar is presented by Len Bradshaw
Len Bradshaw is a specialist in maintenance management and
maintenance planning control and an international consultant in this
field. Len has conducted over 270 courses for in excess of 8,000
maintenance personnel, both in Australia and overseas. He is managing
editor of the Maintenance Journal. He has a Masters Degree in
Terotechnology (Maintenance Management) and has held several
positions as Maintenance Engineer in the UK and other overseas nations.
He is the author of four texts on maintenance management. Len has
conducted maintenance management courses for all levels of
maintenance staff from trades personnel to executive management.
Seminar Fees AUS $660 per person per day (Inclusive of GST)
The course fees given above also include Seminar notes as well as lunch
and refreshments. Course fee does not include accommodation, which if
required is the delegates own responsibility.
C o n f i rm a t i o n
A confirmation letter will be sent to each person on receipt of their
registration form .
Ti m e s
The seminars start at 8:00am and end at 3:30pm, each day. Registration
and coffee is from 7:45am each day.
For Further Inform a t i o n
Phone EIT (03) 5975-0083 or Fax Australia (03) 5975-5735,
or email to: mail@maintenancejourn a l . c o m
w w w. m a i n t e n a n c e j o u rn a l . c o m
REGISTRATION FORM
■ Course One: Aus$660 (Inclusive of GST)
Planned Maintenance and Maintenance People
■ Course Two: Aus$660 (Inclusive of GST)
Maintenance Planning
■ Course Three: Aus$660 (Inclusive of GST)
Maintenance and Asset Management
● Perth: 29 - 31 March 2004
Course One: 29 Mar 2004
Course Two: 30 Mar 2004
Course Three: 31 Mar 2004
Grand Chancellor Perth
707 Wellington Street, Perth
● Gold Coast: 5 - 7 May 2004
Course One: 5 May 2004
Course Two: 6 May 2004
Course Three: 7 May 2004
Gold Coast International Hotel,
Staghorn Ave, Surfers Paradise
● Melbourne: 26 - 28 May 2004
Course One: 26 May 2004
Course Two: 27 May 2004
Course Three: 28 May 2004
Rydges Carlton Hotel
701 Swanston St, Melbourne
● Gladstone: 9 - 11 August 2004
Course One: 9 August 2004
Course Two: 10 August 2004
Course Three: 11 August 2004
Country Plaza Hotel,
100 Goondoon Street, Gladstone
● Sydney: 23 - 25 August 2004
Course One: 23 August 2004
Course Two: 24 August 2004
Course Three: 25 August 2004
Swiss-Grand Hotel, Bondi Beach
Beach Road, Bondi Beach NSW
Course
Name of delegate ________________________________________________________________ Position ______________________________
Company _______________________________________________________________________________________________________________________
Address_________________________________________________________________________________________________________________________
1 . Fax the completed re g i s t r a t i o n
and provide credit card
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Fax: 03 59 755735
Telephone _____________________________________________________________Fax____________________________________________________
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Position _________________________________________________________________________________________________________________________
Method of payment Fee payable $_________________
★ Cheque enclosed made payable to Engineering Information Transfer Pty Ltd
✓ Please Tick Course
★ Charge to my credit card American Express Mastercard Visa Card
Name on credit card _________________________________ Expiry Date _______________
ENGINEERING INFORMATION TRANSFER ABN 67 330 738 613
C a n c e l l a t i o n s : Should you (after having re g i s t e red) be unable to attend, a substitute delegate is alw ays we l c o m e.A l t e r n a t i ve ly, a full refund will be made for cancellations
re c e i ved in writing 14 days befo re the seminar start s .Cancellations 7 to 14 days prior to the seminar dates will be refunded 40% of the registration fe e, in addition to a set of
seminar notes.T h e re will be no refund for cancellations within 7 days of the seminar dates.This registration form may be photocopied.
Venue
✓ Please Tick Venue
Perth
Gold Coast
Melbourne
Gladstone
Sydney
How Do I Register?
2. Mail the completed
registration form together
with your cheque made
payable to:
Engineering Information
Transfer Pty Ltd
P.O. Box 703, Mornington
VIC 3931, Australia
3. Email Indicate courses/ dates/
venue required and provide
details of method of payment
to
m a i l @ m a i n t e n a n c e j o u rn a l . c o m
You may also register via
our website:
w w w. m a i n t e n a n c e j o u rn a l . c o m

ENROLMENT FORM
Please fax completed enrolment form to (03) 9269 0701 or mail to PO Box 301, Oakleigh VIC 3166.
All enquiries to Alan Ryan (03) 9269 0860 or email info.reliabilitysystems@skf.com
LOCATION VENUE DATE
Mackay The Windmill Motel 29 June – 2 July
Gladstone Country Plaza Motel 6 July – 9 July
Brisbane SKF Training Centre, Archerfield 13 July – 16 July
Sydney Century City Novotel 17 August – 20 August
Melbourne SKF Training Centre, Oakleigh 24 August – 27 August
Adelaide SKF Training Centre, Wingfield 31 August – 3 September
Mt.Gambier The Lakes Resort 9 November – 12 November
Morwell Powerworks 16 November – 19 November
Launceston Tamar Yacht Club 22 November – 26 November
Course fee : $1,750.00 + GST per participant
Location Date
Company Name
Address
Suburb State Postcode
Contact Name Phone Fax
Email
(Includes lunch, refreshments and course manual)
Delegate’s Details (Please print)
Name Job Title
Name Job Title
Name Job Title
Accommodation Required
Tick method of payment
No Yes, details of local accommodation will be supplied
Company Order No.
Cheque Visa Amex MasterCard BankCard
Credit Card No. Expiry date
Card Holders Name Signature
NOTES
To ensure enrolment, payment or official company purchase order must be lodged immediately.
Cheques should be made payable to SKF Australia Pty Ltd and mailed to PO Box 301, Oakleigh VIC 3166.
Please note that a 50% refund will be made for cancellations of 10 or more working days before commencement of the
seminar. If less than 10 working days, no refund can be given. However, a replacement person may attend or the booking
can be transferred to a future course.
www.skf.com.au
Group discount: send 3 or more delegates from the same
organisation and save 10% off the registration fees for each
delegate.
SKF Reliability Systems presents
LOCATIONS
New training courses
starting from June 2004
Mackay
29 June – 2 July
Gladstone
6 July – 9 July
Brisbane
13 July – 16 July
Sydney
17 August – 20 August
Melbourne
24 August – 27 August
Adelaide
31 August – 3 September
Mt. Gambier
9 November – 12 November
Morwell
16 November – 19 November
Launceston
22 November – 26 November
ASNT Entry Level
Vibration Analysis
Training
Your chance to to become qualified to
an internationally recognised standard
in Vibration Analysis.
Basic Vibration Analysis training includes:
■ Predictive Maintenance practices
■ Steps in setting up a successful Predictive Maintenance Program
■ Setting up databases and machine identification protocol
■ Where to take readings
■ Data analysis terminology
■ Machine Vibration theory
■ Transducer selection
■ Data collection set-ups
■ Diagnosing common problems
■ Vibration fundamentals
Who should attend?
■ Condition Monitoring Technicians
■ Vibration Analysis Consultants
■ Predictive Maintenance Engineers
■ Maintenance Engineers
■ Reliability Engineers

COURSE OVERVIEW
SKF Reliability Systems
Course description
In today’s plant maintenance, condition monitoring
plays a vital role in ensuring the availability of
critical plant machinery.
With the proper skills and equipment, engineers
and technicians not only detect problems before
they result in a major machine malfunction or
breakdown, but they also perform root cause
failure analysis to prevent problems from
recurring.
Condition monitoring engineers and technicians
can have a significant impact on a plant’s bottom
line profitability. This training focuses on providing
comprehensive skills to assist engineers and
technicians in utilising the right technology,
obtaining the greatest benefit from condition
monitoring tools, and effectively communicating
program results to plant management.
About ASNT
The American Society for Non-destructive Testing,
Inc. (ASNT) is the world's largest technical society
for non-destructive testing (NDT) professionals.
ASNT Predictive maintenance certification was
developed in response to industry requests for a
third-party certification that focused on Predictive
Maintenance knowledge and test methods instead
of the traditional NDT methods used. In response
to ASNT requirements Technical Associates of
Charlotte has developed a body of knowledge,
training courses and vibration analysis
examinations.
SKF Reliability Systems is proud to bring the
ASNT courses to Australia with a teacher qualified
by Technical Associates.
A four hour closed book written examination
will be included with the course. Successful
completion of the written examination result
in Entry Level Vibration
Analysis Certification.
Passing this course enables
participants to progress to
ASNT Levels I, II and III that
will be available in Australia
in the future.
Continuing Professional
Development
For Professional Engineers attending, this course
meets the Continuing Professional Development
(CPD) requirements of Engineers Australia.
About the Instructor –
Mark Jones
Mark has 18 years experience in vibration
analysis (detailed, general, program set-up,
management, training and procedure
development).
He is officially certified under ASNT (SNT-TC-1A)
by Technical Associates of Charlotte to Level III
VA and authorised instructor to deliver the
ASNT training courses Entry Level, Level I
and Level II.
The ASNT courses are not specific to any
manufacturers’ brand and is suitable for users
of SKF, CSI, Diagnostic Instruments, Entek, DLI,
B&K, Bently Nevada, Commtest, Pruftechnik
and other vibration analysers.
1. PREDICTIVE MAINTENANCE
AND MACHINE VIBRATION
1.1 Introduction to Maintenance Systems:
Types of Maintenance Systems
Reactive Maintenance – Run-To-Failure
Proactive Maintenance – Preventive
Proactive Maintenance – Condition
Monitoring
Proactive Maintenance – Predictive
Proactive Maintenance – A Broad-Based
System
Reliability Centered Maintenance
Total Productive Maintenance
Computerized Maintenance Management
System (CMMS)
1.2 Predictive Maintenance Program (PMP):
Vibration Analysis
Goals of a PMP
Continuous Monitoring System
Periodic Monitoring System
Setup of a Predictive Maintenance
Program (PMP)
1.3 Steps in a Condition Monitoring
Program for a Successful PMP:
Detection
Analysis
Correction
Verification
Root Cause Analysis
2 DATA COLLECTION
2.1 Setting Up a Database:
Machine Identification
Measurement Points
Measurement Routes (Lists)
2.2 Downloading a Route
2.3 Selecting Necessary Equipment
2.4 Safety Precautions
2.5 Collecting Data:
Horizontal, Vertical, and Axial
measurements
Using Accelerometer
Storing Data
2.6 Uploading the Route:
Connecting to the Computer
Uploading the Data
Storing the Data
Disconnecting From the Computer
2.7 Report Printouts:
‘Last Measurement Report’
‘Exception or Overall Alarm Report’
‘Inspection Code Report’
‘Spectral Band Alarm Report’
2.8 Plot Formats:
Trend Plots
Narrowband Alarm
Spectral Plot
Spectrum Map Plot
3 DATA ANALYSIS
3.1 Definitions of Terminology:
Synchronous versus Subharmonic
Synchronous versus Harmonic
Nonsynchronous Modulation
Spectral ‘Pattern’ Recognition
4 MACHINE VIBRATION – BASIC THEORY,
PART 1
4.1 Basic of Vibration:
Spring-Mass Systems
Characteristics of Vibration
Natural Frequency
4.2 Displaying Vibratory Motion:
In the Time Domain In the Frequency Domain
5 MACHINE VIBRATION – BASIC THEORY,
PART 2
5.1 Amplitude – The Magnitude of the
motion, Displacement, Velocity,
Acceleration
5.2 Root Mean Square, Peak,
Peak-To-Peak Conversions
5.3 The Period of Vibration
5.4 Analysing Frequency Peaks
& Amplitude Levels
5.5 Phase Relationships:
From Oscilloscope
From Strobe Light
From Photocell or Tach. Pulse
6 PREPARING FOR DATA COLLECTION
6.1 Transducers – Choosing a Transducer:
Types of Vibration Transducers
6.2 Transducers – Mounting Locations
and Techniques
6.3 Selection Criteria:
Amplitude of Vibration
Frequency
Environmental Limitations
6.4 FFT Data Collectors
6.5 Real-Time Spectrum Analysers
7 THE DATA PROCESSING SYSTEM
7.1 Data Collectors – Analysers:
Collection Mode
Analyser Mode
7.2 Setting Up the Analyser:
Frequency Resolution
Frequency Range
Auto Range
Averaging
Dynamic Range
Frequency Definition
7.3 Diagnosing Vibration Problems:
Mass Unbalance
Misalignment
Bent Shaft
Soft Foot
Mechanical Looseness
Gearbox Analysis
Gear Frequencies
Motors
Pump & Fan Problems
Rolling Element Bearings
COURSE CONTENT

• Maximum Mobility • Easy to Access Controls and Easy to Set Up
• Digital Image Recording • Advanced Specs Meet All Your Needs
• Exceptional Insertability and Durability • Power Assist Articulation for Easy Movement
• Extended Battery Operation
A Battery Powered Videoscope
That Can Go Anywhere
Bringing freedom to your inspections
Weighing just 4.4 kg, this lightweight, ultracompact
videoscope system uses an internal
battery as the first power option, resulting in new
levels of portability.
The IPLEX MX is also the first videoscope to
feature LED technology in a 6mm diameter
insertion tube, which is coupled to the renowned
precision and quality of Olympus optics to provide
bright, high resolution images. Integral still image
storage further boosts the versatility of IPLEX MX,
aiding decision making and documentation.
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• Digital Flaw Detectors
• Thickness Gauges
• Transducers

Industrial Videoscopes
Ideal when higher resolution, longer insertion and brighter
images than those obtainable with fibrescopes are
required. TV monitor observation only.
For inspecting:
• Inside engines of vehicles, aircraft etc.
• Inside piping, such as plant piping and drainage pipes.
• Inside long pipes, such as plant piping and condensers.
• For wide cavaties, such as interiors of tanks, structures and
largepipes.
• Inside precision machinery, such as fax machines and copiers.
Industrial Fiberscopes
Ideal for internal inspection of piping, machinery,
structural members etc. Highly flexible for versatility and
multi-purpose applications.
For inspecting:
• Inside water supply/drainage pipes and plant piping
• Inside engines of vehicles, aircraft etc.
• Inside machines such as motors and boilers.
• Inaccessible areas within steel towers, buildings etc.
• Operating conditions of machines etc.
Industrial Rigid Borescopes
Ideal for internal inspection of sites that can be accessed
head-on with relatively shallow insertion. Excellent images
are delivered by eye or when a TV camera is attached.
For inspecting:
• Inside narrow-diameter holes and pipes.
• Inside cast and hydraulic parts and honing-processed holes.
• Inside aircraft engines, hollow walls or buildings, machinery,
structures etc.
i-SPEED High Speed Imaging System
i-SPEED lets the user record and analyse extremely fast
moving events associated with high speed industrial
equipment. Using i-SPEED the user can locate problems
easily and quickly, evaluate new designs, increase
productivity and reduce maintenance costs.
The i-SPEED camera is an all in one self contained unit
incorporating an Olympus specified CMOS sensor giving
the user 800x600 resolution at 1000fps. The camera will
operate at up to 33,000fps.
MASTERSCAN 340 Digital Flaw Detector
A lightweight broad band high performance flaw detector
with 5 narrow band amplifier filters.
• Selectable 200/400 volts square wave pulser.
• Programmable pulse width & contour settings.
• Exceptional near surface resolution for thin walled components.
• High power for attenuative materials.
• Available with colour or LCD display.
Ideal for demanding ultrasonic applications such as aerospace
inspection, power generation, applications using EMATS.
Thickness Gauges
The latest range of Sonatest ultrasonic thickness gauges
are easy to use and have been built to perform in the
toughest of industrial conditions.
Applications include corrosion, pitting, boilers, tanks,
tubes, pipes and glass.
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Yes! I am interested in learning more about the
following Olympus Industrial Products:
❑ IPLEX Videoscopes
❑ Fibrescopes
❑ Borescopes
❑ High Speed Video
❑ Flaw Detectors
❑ Thickness Gauges
❑ Please send me more information
❑ Please have a representative contact me
Name
Company
Address
Town
State Area Code
E-mail address
Phone Fax
1 3 0 0 - 1 3 2 9 9 2 Olympus Australia Pty. Ltd., PO Box 985, Mount Waverley, Victoria 3149, Australia