Asset Maintenance Management Journal 1501

AMMJ
January 2015 Issue
Asset Management And Maintenance Journal

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AMMJ
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January 2015
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ASSETS, EQUIPMENT,
SERVICES, AND PEOPLE
43 Thermal Imaging Inside

Aircraft Cockpits
45 Now more than ever: The Importance

of Machine Base Flatness
MAINTENANCE AND
RELIABILITY
47 STOs Are Special
Important Changes for the AMMJ
Decisions In Asset Management
48 Plant Cleanliness Takes Less Work
Reducing Maintenance Costs on

a Sustainable Basis - A Mining
Case Study
10 The Power Of Intelligence

12 Condition Monitoring on a Low
Pressure Feeder
15 Maintenance Key Performance

Indicators
47 Not My Job
49 Assets, Services & People News
STORES, PURCHASING,
PARTS AND MATERIALS
54 Inventory Storage or Hoarding?

55 Stores News
- Drax Power Station
Supporting the Future
19 Is Lubrication Data Missing

From Your KPIs
20 5 Keys to Lean Maintenance and

Excellence in Precision Maintenance for Rotating Equipment
Improving Maintenance
Productivity - Parts 4 and 5
25 Preventive Maintenance
34 RCA - Top 10 Reasons Why It Will
Never Work In My Company
57 TECHNICAL REPORTS AND

RESEARCH PAPERS
- The 10 Skills You Need To Succeed

In Asset Management
- Evaluating Asset Health:
Prioritizing and Optimizing Asset
Management
36 Moving Towards Self
Maintaining Machines
38 Maintenance & Reliability News

The Power of Knowledge Engineering
AMMJ
January 2015
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58 Become an AMMJ member

59 AMMJ Information Page
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John Woodhouse
The Woodhouse Partnership Ltd
Different asset life cycle stages represent very different decision-making

environments and offer different opportunities to influence the whole life
cycle value. In particular there are three distinct environments (see Figure 1).
Beginning of life stage:

In the green field environment of initial
investment, procurement or asset creation
decisions, we have to make very significant
choices with immediate and future cost
implications and, potentially, long term
business-critical consequences. But
we have to make the decisions with
inherently weak data, since we have no
direct experience of the assets yet; our
decisions are based upon potentially longterm forecasts and assumptions about
demand, economics, supply chains and
resources. So we are facing high cost,
business-critical decisions with uncertain
information, and the whole asset life cycle
in which to suffer the consequences of our
misjudgements.
Furthermore, we tend to compound
these decision-making problems with the
bad habit of recognising and rewarding
4
AMMJ
January 2015
engineering or construction projects based

mainly on the easiest short-term things to
measure, such as delivery on-time and
under-budget. This means that subsequent
operability, reliability, maintainability and
sustainability are treated as less significant
in decision-making.
As often quoted in life cycle costing papers
and training materials, 80% of the whole life
cycle cost may be pre-determined during
the design stage, yet only 20% of the cost
is actually incurred during the beginning-oflife phase. But, whether we are buying an
inkjet printer or a multi-million dollar turbocompressor, building production facilities
or hospitals, the pressure to reduce the
initial purchase (or construction) cost is
immediate and tangible, whereas future
operating, maintenance and eventual
renewal costs are fuzzy and, in many
cases, someone elses problem. We
usually end up paying for it later, however.
Go To Next Item
Figure 1. Different decision-making environments in asset life cycles
Normal Operation and

Maintenance Stage:
The normal, steady-state operational
stage of an assets life, involves the
competing desires to exploit the assets to
the maximum, while also needing to care
for them to ensure ongoing usefulness.
This creates a natural tension between
exploiters (operations) and carers
(maintenance) that must be addressed
in the day-to-day decision-making. For
example, shutting down a system for
maintenance clearly impacts operations,
and the way in which assets are operated
or used can have a big effect upon their
need for maintenance.
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Furthermore, there is often a time-lag

to consider decisions about what to
do in the short term (operations and/
or maintenance) often have a delayed
effect upon the need for other actions
later. Sweating the assets now, to achieve
higher short-term performance, may result
in performance losses (asset failures) and
extra maintenance or earlier renewal costs
in the future.
In contrast to the greenfield decisionmaking, the operational phase gives us
a chance to observe and capture real
evidence about asset performance,
condition, costs etc. So hard data can
increasingly support the decision-making
processes.
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3 End-of-life Decision-making Stage
No matter how well assets are maintained,

there can come a point where steady state
is no longer an option. This marks the endof-life decision-making environment, where
considerations of major investment such as
renewal, modification or decommissioning
must be considered (along with options to
avoid or defer such interventions).
Of course, this aging assets circumstance
is not limited to cases of old assets or
deterioration of assets it also includes
changing external factors such as
customer demand, technology overtake
(obsolescence), competition, economics
or supply chain changes. And, like the
beginning-of-life phase, the brown field
redevelopment options represent potentially
big costs, uncertainties and business
consequences.
In contrast with the green field (beginning
of life) cases, we do now have better
knowledge and experience of the behaviour
of the current assets. Nevertheless,
extrapolations into the future will still be
uncertain and there may be a variety of
life extension options, renewal, upgrade or
decommissioning issues to consider, many
of which will involve high costs and uncertain
future impacts.
And the timing of such interventions is often
critical. When operating costs, performance
or risks are changing (i.e. no longer in steady
state), then the cost/benefit of refurbishment,
replacement or modification (or contingency
planning options such as purchase of spares
while we can) are tightly dependent on the
when? decision. Decisions about aging
assets are both business-critical and timingcritical.
Challenges we face in
making good decisions
Before identifying the methods for

making these different decisions at
different life cycle stages, we must first
recognise the real-world problems that
we face in making the objectively correct
or best value choices. These practical
problems are typical and widespread,
so it is no use introducing sophisticated
methods that will fail due to inadequate
data, organisational constraints,
workforce acceptance or competency.
Our decision-making processes and
tools must be able to cope with the
following:
Conflicting interests
If we only see the world from
the perspective of a personal or
departmental performance goal or
budget responsibility, it will be hard to
find and demonstrate the best value
position for the organisation. Asset
management decisions are invariably
cross-disciplinary, so consultation,
team-working and collaboration
mechanisms are needed to get the right
decisions made. Unfortunately we
often encounter budget protectionism,
vested interests and, even at senior
management levels, a difference
between what is said and what is done
or encouraged.
Conflicting Performance Measures
Badly chosen performance indicators
(KPIs) compound and reinforce the
problem of functional silos. If one group
can only succeed at the expense of
another, then the search for best overall
value can easily be lost in the noise of
competing priorities and protectionism.
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AMMJ
January 2015
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Business and communications
Short-termism
Hard evidence today (costs, asset

performance) often carries more decision
weight and credibility than future forecasts
and probabilities. And this problem is
compounded by management rotations,
regulatory and political cycles (with
each leader wishing to make a visible,
tangible difference within their short
period of responsibility). So decisionmaking methods will have to compensate;
providing quantified and credible evaluation
of future impacts when making decisions
about immediate actions or expenditures.
Fire-fighting Culture
Fire-fighting behaviour can be a cultural

habit that is hard to break. The reactive
workload may be too great to allow time
to think, or it may be just simpler to wait
until forced to act. In such an environment,
the shift to proactive, preventive and
defect elimination activities is a big culture
change. And we often make this worse by
celebrating and rewarding the heroes who
cope well in an emergency while failing
to recognise and applaud those who do not
have such crises in the first place.
Efficiency Versus Effectiveness
For many years organisations have been

chasing ever greater efficiency: doing what
we do quicker, smarter, better, cheaper.
Unfortunately this preoccupation with
improving efficiency can sometimes result
in doing the wrong work 10% quicker/
better/cheaper. Our decision-making
methods need to ensure that we are doing
the right things as well as doing them right.
skills for engineers

Technical staff do not easily speak the
same language as the finance director,
and technical justifications for asset
improvements sometimes get rejected,
even if they are the correct things to do.
So it is not enough just to determine the
right solution; the conclusion must be
explained in business terms (value for
money). And it is not only the financial
approvers who will need convincing.
Those who will be responsible for
implementing the decision also need
to understand and accept why it is the
right decision. So explain-ability of the
results will be a key feature of good asset
management decision-making.
Quantification of risks
Nearly all asset management decisions

will involve risks and uncertainties. So
we need a rational and consistent
management process for the wide range
of commercial, technical, safety and
customer/public perception risks that
will be encountered. Furthermore, in
the case of asset interventions such as
inspections, maintenance and renewal,
it is often the patterns of changing risks
that matter most. Decision-making must
consider risks that might be introduced
by an intervention as well as the
degradation-related, increasing risks that
are perhaps the reason for considering an
intervention in the first place.
Data
Too much of it, not enough of it,
inadequate quality or the wrong sort,
and how is it, or should it be, used?
The whole subject of data, information

and knowledge management is a mess
for many organisations. And some
very expensive mistakes are made in
the over-ambition and under-delivery
of solutions to the problem: in many
cases, the Enterprise Asset (information)
Management (EAM) system has become
a tail that is wagging the dog. So, whilst
it is clear that fact-based decisions are
highly desirable, the identification of
what data to collect, at what cost and
time investment, and how we would use
it correctly, must be part of pragmatic
decision-making.
All of these issues have to be

addressed in decision-making
mechanisms that determine the right
things to do, for the right reasons, at
the right time. So the SALVO process
has to be very people-oriented, be able
to cope with widely varying data quality,
navigate conflicting agendas & yet still
retain sufficient transparency so that
conclusions are easily explainable to
different audiences. Quite a challenge!
www.twpl.com
www.SALVOproject.org
www.ISO55000.info
SALVO Process: bridging the gap between

technical and financial viewpoints
The SALVO (Strategic Assets: Lifecycle Value Optimization) Process is the result
of a 4-year multi-industry collaboration programme to define best practices in
asset management decision-making. The Process is now summarised in an
easy-to-read guidebook, packed with insights, tips and examples.
Stephen Morris, outgoing President of the Institute of Asset Management
(UK), says, The SALVO Project is an influential piece of research; it goes
beyond the theoretical by also developing practical methods for ensuring
optimal investment and intervention plans. One of the significant and
important features of the SALVO Project is that it has been developed
with, and field tested by, some of the worlds leading practitioners and
organisations. This is an important piece of work that should be part of
every asset managers and infrastructure investors tool kit.
Step-by-step technical playbook: commercially licensed

comprehensive methodology, with competency framework, business
processes and culture change assistance.
Modular decision-support tool box: suite of leading edge evaluation

tools to guide the process, quantify business impact, calculate
optimal intervention timings, explore data sensitivities and capture
assumptions/audit trails.
The full range of outputs from the SALVO project include:
Modular training courses for asset investments, modifications,

inspection, maintenance, spares, shutdown strategies, refurbishment,
life extension options, obsolescence and replacement decisions.
For more information or to purchase the SALVO Guidebook online:

see www.SALVOproject.org and www.decisionsupporttools.com
THE
WOODHOUSE PAR TNERSHIP
6
AMMJ
January 2015
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Reducing
Maintenance Costs
On A Sustainable
BasisA Mining Industry Case Study
Adam Clegg, and Michael Drew
Removal of several thousand
redundant maintenance plans.
Minimise the data that required
management.
More efficient work schedule
Overview
Iron ore has played a key part in driving
the growth of the Australian economy over
the past decade and assisting Australia to
recover from the global financial crisis.
As demand has grown for iron ore to fuel
the Chinese construction boom, the focus
for the Pilbara iron ore mines has been
almost solely on growth. This has resulted
in plants being run beyond design ratings,
construction of new infrastructure and
upgrading of equipment in an attempt to
match demand.
ARMS Reliability
To allow for the maintenance to be

completed on the new plants and modified
equipment throughout the growth period,
creation of maintenance tactics and work
management master data has been fast
tracked. This has been to support meeting
the tight deadlines to get the essential
data in place to enable work execution to
take place when the new infrastructure is
switched on.
In some cases this has led to hurried
implementations in computerized
maintenance management systems
(CMMS). Post start-up, companies have
found themselves throwing labour at the
planning and execution of work to cope
with the increasing problems, without
addressing the fundamental quality of
their work management master data to
control maintenance strategies and work
scheduling.
7
AMMJ
January 2015
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Having poor quality data in place in your

Computerized Maintenance Management
System (CMMS), such as SAP or Maximo,
has many costs associated with it that can
affect your bottom line. These include:
Additional planning costs for most work
orders on a repetitive basis.
Repair costs associated with decreased
reliability of equipment.
Increased execution labour requirements
to deal with ongoing problems.
Opportunity costs associated with
lost production.
Having maintenance strategies which
focus on doing the right maintenance at
the right intervals will provide the business
with the foundation to operate with the
lowest possible maintenance costs, while
still achieving the maximum possible
sustainable production. This will also
ensure that you have each work order
generated with correct parts and labour
linked within the CMMS.
An Iron Ore mine located in the Pilbara
recognised that there was significant
room for improvement within their
work management master data and
maintenance strategies. They called in
ARMS Reliability to assist. The ARMS
support team assisted by:
Mentoring staff to recognize and correct
issues with equipment maintenance
and data.
Assisting to complete master data
changes.
Review maintenance strategies using
RCM and FMEA Planned Maintenance
Optimization (PMO)
After a nine month project period to

assist with making changes and mentor
staff to use the data and analytical tools
available to them, the mine is now on the
right track to correcting their maintenance
strategies. This will enable them to
focus on executing tasks that are going
to have an impact on the reliability of
the equipment. In addition to this, they
are also aware of, and making positive
changes to their work management
master data and business processes.
This will help improve the efficiency of
their work execution and control, so they
can then be confident that their improved
maintenance strategies are being
executed.
replacements and additional labour

operations to work orders on an
ongoing basis.
Poor schedule balance of maintenance
plans, resulting in schedulers constantly
altering work order dates.
Exposure to potential decreased
reliability. This can occur when
inefficient planning means the labour
and parts are not available when the
job is scheduled and the work is
delayed repetitively as a result.
Increased labour costs as a result of
inefficiency within the work
management process often resulted in

attempts to fix the perceived the
problems, without fixing the root cause
of the problem.
In addition to not being able to efficiently
execute work the iron ore miner also
recognized that the maintenance strategies
associated with the work orders were not
the most cost effective for the business,
and often tasks that were not justified were
being planned, scheduled and executed.
The Issue
The iron ore industry has been through

a prolonged growth period where supply
has had trouble keeping up with demand.
High resource prices have also helped
create a working environment susceptible
to absorbing inefficient operating
practices. Now that that tides have turned,
iron ore producers are shifting from
growth to efficiency and sustainability and
looking to better control and manage their
costs ($/ton).
One of the Iron Ore miners in the Pilbara
identified a lack of efficiency in the way
they were executing work as well as
limited effectiveness in the maintenance
strategies that they were executing.
They found that they had poor quality
work management master data which
was resulting in:
Inefficient planning processes where
planners had to add component
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AMMJ
January 2015
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Solution / Approach
By reviewing and improving the work

management master data the work orders
generated by the CMMS system can
be effectively planned and executed.
When the data is reviewed, the improved
operations and instructions will take into
account all the past learnings from the
jobs previous execution. It will also draw
on the appropriate skills and knowledge
within the organization about the safest
and most cost effective way the job can be
performed.
Improved master data quality within the
maintenance work order management
system will result in reduced maintenance
costs by making the job more effective
and making the planning and scheduling
process more efficient.
ARMS Reliability assisted the Iron
Ore miner with improving the work
management side of their operation by:
Mentoring staff to understand how
inefficiencies can be removed by
improving the work management master
data and coaching them through how to
complete changes.
Schedule balancing to reduce workloads
on the schedulers to balance every
weeks work evenly across the
available shifts.
Facilitation of improvements to planned
and corrective maintenance task lists.
In addition to improving the work

management processes in place to
improve the efficiency of how the work is
executed, ARMS also provided assistance
optimizing maintenance strategies by:
Completing Reliability Centred
Maintenance (RCM) studies for
problematic assets.
Completing Failure Modes and Effects
Analysis (FMEA) with shop floor staff to
encourage ownership and involvement
in the development of the maintenance
strategies.
Benefits
By improving the way the way work

was completed the Iron Ore miner
became more effective at utilizing limited
maintenance planning department
resources. This freed up time to allow
them to focus their own efforts into
resolving the root causes of problems
within the master data. The maintenance
engineers were also able to more
effectively identify where issues existed
and gained a greater understanding of
how to execute changes.
The nine month engagement of an
ARMS Reliability expert assisted the
maintenance department to:
Develop the necessary skills to drive
improvements in their work
management master data.
Develop a team of engineers who were
up skilled and now capable of
performing RCM and FMEA studies
for new or existing asset.
Transferred knowledge and capability

to the maintenance and planning
teams with an improved understanding
of reliability and how to make
improvements.
By having the sites reliability engineers
involved in the facilitation of RCM
analysis and FMEA, as both participants
and facilitators, they gained valuable
insights into the processes. Over the
course of time that the ARMS expert
coached the engineers both train load
outs and a bucket wheel reclaimer were
reviewed using an FMEA approach
and problematic tertiary crushers were
studied using a full RCM methodology to
optimise the planned maintenance.
Outcomes
By having the ARMS consultant directly

involved in assisting with improving the
work management master data and
maintenance strategies, and by on the
job mentoring and coaching, the iron ore
miner:
Made good progress in understanding
how best practice work management
is completed.
Now has reliability engineers who are
capable of using data and analytical
tools to complete detailed RCM studies
for critical and problematic assets.
They can also conduct FMEA analysis
where RCM is not warranted.
In addition to the lasting benefits within

the organization, other benefits obtained
by using the experienced ARMS expert
included:
Removal of several thousand redundant
maintenance plans.
Improvement to hundreds of plans, items
& task lists by adding external services,
components and additional labour
operations where they were required.
Consolidation of master data and
maintenance service instructions across
like equipment to minimise the amount
of data that required management.
Assisting with improving the scheduling
of work by balancing scheduled work
to be more efficient by areas across
the weeks.
With iron ore prices dropping to $73.20/t
in late 2014 from highs of $180/t in
2011, this iron ore miner now has the
tools and knowledge necessary to
improve the ongoing operating costs of
its maintenance department, taking the
organization as far as possible to the to
the left hand side of the cost curve. This
will help support the sustainability and
profitability for many years to come.
www.armsreliability.com
info@armsreliability.com
9
AMMJ
January 2015
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The power of
intelligence
www.skf.com
In 2013, SKF unveiled a new and innovative
technology that promised to revolutionise the
way in which engineers use and interface
with bearings. Called SKF Insight, this new
technology integrated a miniature, selfpowered and intelligent wireless sensor at
the heart of the bearing. For the first time, this
allowed engineers to monitor the operating
conditions of a bearing from within a machine,
in real time. As a result, bearing wear and
potential failure could be planned and
prevented, rather than simply being predicted,
as was previously the case.
Now, 18 months later, the technology is under
validation and is finding practical applications
in a number of different market sectors.
Before considering these in greater detail,
lets first look back at what makes SKF Insight
so revolutionary.
The Insight project was born from the fact
that few bearings fail in service as a result of
normal operating conditions. Indeed, most
in-service failures result from misuse, neglect,
lubrication problems or operating conditions
that were unforeseen when the machine
was first designed or the bearing originally
specified.
Traditionally, condition monitoring looks for

early signs of failure by measuring levels
of vibration. Vibration signals are normally
produced when the first small fragments
of steel begin to spall from the raceway
surface of the rings or the rolling elements.
By the time this damage reaches the stage
where it can be detected using conventional
sensors it is already too late, as the bearing
has already suffered damage that affects its
operating performance and life.
SKF engineers wondered what would
happen if instead of using external
monitoring devices, a bearing could
detect the critical parameters affecting its
immediate operating environment; and then
to make this information instantly available
via a wireless connection to the plant
operator or machine manufacturer.
If operating conditions can be monitored
in this way then potential damage can be
prevented, or at least identified before it
has an impact, with corrective actions being
taken while machinery is working. This
would ensure that expensive and disruptive
failures are avoided, thereby reducing total
cost of asset ownership and giving a much
longer machine
operating life.
The solution that has been developed

uses miniature sensors and intelligent
wireless components that are embedded
in the bearing and draw their power from
the application environment as the bearing
rotates. The package is therefore completely
self-contained; there are no cables required
for power or sensor output, and once
installed the device operates autonomously.
The intelligent wireless communication
technology inside the bearing enables it to
be used in environments where traditional
Wi-Fi cannot function properly. It also allows
bearings to be configured in smart networks,
which communicate via wireless gateways.
An SKF Insight bearing can monitor the
applied load, the quality of lubrication,
operating speed, temperature and vibration,
and detect changes in the microstructure of
the bearing steel, giving early warning signs
before damage occurs at a macro-structural
level. This data can then be broadcast via
cloud servers either to a local operator, who

can use a specialised app on a smart phone
or tablet, or to a remote monitoring centre.
In each case, diagnostic tools interpret the
data to establish fluctuations from optimum
operating conditions, including excessive
loads, duty excursions and lubricant
contamination, so that modifications can
immediately be made to the operating
conditions by adding lubricant, mitigating
transient overloads and so on.
As the bearings are self-contained they
can be used in applications where it has
previously been impossible to embed sensors
within the heart of a machine. Not only does
this represent an important step forward in
real time condition based maintenance, it
also provides a far better understanding of
the operating environment so that it may
be possible, for example, for a machine to
be uprated to extend its life or power rating
beyond the initial specification.
10
AMMJ
January 2015
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Introducing Vizion4 AUDIT

- audit and assessment tool for ISO 55000
TM
Introducing Vizion4 AUDIT audit and assessment tool for ISO 5500x
What is ISO 55000?

Introducing Vizion4 AUDIT audit and assessment tool for ISO 5500x
What is ISO 55000?
TM
The ISO
55000
series comprises three standards:
What
is ISO
55000?
ISO 55000 provides an overview of the subject of asset

The
ISOISO
55000
series
three
standards:
The
55000
series
comprises
threetostandards:
management
and comprises
the
standard
terms
and definitions
be used.
ISO 55000 provides an overview of the subject of asset management
and the standard terms and definitions to be used.

ISO 55001
the requirements specification for an integrated, effective
55000isprovides an overview of the subject of asset management
management
system for assets.
ISO
55001 is the requirements specification for an integrated, effective
management system for assets.
55001 is the requirements specification for an integrated, effective

IS0ISO
IS0
55002
provides guidance for the implementation of such a system.
55002 provides guidance for the implementation of such a system.
11
A similar solution is being developed for

wheel end bearings used in the rail sector.
These are safety-critical components and
are normally changed at set intervals
regardless of condition. By fitting SKF Insight
it becomes possible to create an extremely
cost effective method of collecting condition
monitoring data, so that bearing life, and
thus change-out intervals, can be accurately
determined based on actual rather than
predicted operating conditions.
Intelligent bearing technology is opening
up new dimensions, both in the field of
condition based monitoring and in machine
design, operation and life. Innovations such
as SKF Insight are now providing for the first
time the critical tools and data that engineers
and business managers need to maximise
the efficiency, productivity and profitability of
their machine assets.
SKF is a leading global supplier of bearings,
seals, mechatronics, lubrication systems,
and services which include technical
support, maintenance and reliability
services, engineering consulting & training.
www.skf.com
IS0
55002 provides guidance for the implementation of such a system.
Our
Tools
Our
Tools
What is ISO 55000?
Our Tools
January 2015
The ISO 55000 series comprises three standards:

ISO 55000 provides an overview of the subject of asset management
ISO 55001 is the requirements specification for an integrated, effective
There are 70 compliance criteria Vizion4 TRACKERTM (shown

There
are over 70 compliance
criteria
overleaf) is a system to manage
broken into seven topics that are
Vizion4 AUDIT is integrated with
must comply status in ISO 55001. an organizations ISO 55000
broken intoTM seven topics that
are
the Companion Guide compiled by the
improvement project. The software
Vizion4 AUDIT software has
must
comply
status
in
ISO
55001.
Asset Management Council of Australia.
leads organizations through the
all of these criteria listed by topic
following important steps.
Vizion4
AUDIT has all of these
so practitioners can self-assess
IS0 55002 provides guidance for the implementation of such a system.
Our Tools
This comprehensive guide
Raising initiatives
so
practitioners
Appointing coordinators Provides clarity on the scope of
can
self-assess or consultants can use
Where there are multiple assessors Analyzing the situation
the ISO 55000
suite of standards,
Recommending actions
TM
from the same site, responses
as
a
diagnostic instrument.
Vizion4
TRACKER
(shown
There are 70 compliance criteria
Approval and budgeting
can be aggregated so that the
Assists with interpretation of the
Implementation and control
impressions of all assessors can
Where there are multiple assessors
requirements of the standards,
be viewed on the one dashboard. Re-audit review and close out
an organizations ISO 55000
must comply status in ISO 55001.
or consultants can use as a
criteria
listed by topic
There are 70 compliance criteria

must comply status in ISO 55001.
Vizion4 AUDIT TM software has
from the same site, responses can be

Provides guidance to
TM the impressions
aggregated
so that
Vizion4 AUDIT
software has
Asset
Management
Council
organisations on typical
of
all assessors can be viewed
on the leads organizations through the
www.vizion4.com
www.amcouncil.com.au
criteria evidence to meet
one
dashboard.
And
Vizion4 AUDIT following important steps.
For
more
information
please
contact
Vizion4
Global
the requirements of ISO 55000
acts
as a record of the current status Raising initiatives
Catherine Ryan
and 55001.
of requirements for the purpose of
193 Maidstone St

Appointing coordinators
Altona, Victoria, Australia 3018
collecting broader stakeholder input.
Mobile: +61 411 453 254
Where there are multiple assessors Analyzing the situation

reproduced
with permission from SAI Global Ltd under Licence 1406-c033
impressions of all assessors can Implementation and control
be viewed on the one dashboard. Re-audit review and close out
www.vizion4.com
Telephone: +61 3 9315 0330

All statements used in Vizion4 Audit are extracted from ISO Standard 55001 and
catherine@vizion4.com
Where there are multiple assessors

impressions of all assessors can
be viewed on the one dashboard.
www.vizion4.com
For more information please
contact Vizion4 Global
Catherine Ryan
193 Maidstone St, Altona, Victoria, Australia 3018
Mobile: +61 411 453 254 Telephone: +61 3 9315 0330
www.vizion4.com
Catherine Ryan
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193 Maidstone St
Vizion4 TRACKERTM (shown

an organizations ISO 55000
leads organizations through the
following important steps.
Raising initiatives
Appointing coordinators
Analyzing the situation
Implementation and control
Re-audit review and close out
Asset Management Council
Catherine Ryan Edition

193 Maidstone St 1.1
Altona, Victoria, Australia 3018
Mobile: +61 411 453 254
Telephone: +61 3 9315 0330
978 0
987060
280
to print.in
dd i
20/06/2
014
10:47:3
1 AM
For more information please contact Vizion4 Global
For more information please

contact Vizion4 Global
AMMJ

Introducing Vizion4 AUDITTM audit and assessment tool for ISO 5500x
BUILT BY
BUILT
BY
One of the purposes of SKF Insight technology

is to make condition monitoring more widely
applicable and accessible, particularly in
applications where it has been previously been
considered impossible or impractical. This is
one reason why the technology is in testing in
challenging industries such as wind power, rail
and steel manufacturing.
Wind farms can be remote and difficult to
access. In some offshore applications, the cost
of changing a wind turbine main bearing can
be so high that it undermines the business
case for building the turbine in the first place.
It therefore makes business sense to record
loads and lubrication conditions in service
and to take action to eliminate damaging
conditions.
SKF is now working with customers to
integrate SKF Insight technology and develop
smart bearings for wind turbine monitoring.
This allows dynamic bearing information to be
measured in the true operating state and to be
wirelessly communicated to remote monitoring
centres, or to local maintenance crews. The
solution currently under consideration can
monitor bearing speed, vibration, temperature
and lubrication and can be retro-fitted, thereby
instantly enhancing the operational potential of
tens of thousands of turbines around the world.
Asset Management Council
click here for more

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Seeking
Internat
perform
focus on
measur
Internat
using P
Achieve Ulti
wit
Figure 2 A simplified process description of a

continuous cooking plant.
Condition Monitoring
On A Low Pressure
Feeder
Gran Almqvist
1 Introduction
This case study describes how to measure

and monitor the bearing condition of a low
pressure feeder.
The measurements in this case study
were taken at Swedish pulp mill Sdra Cell
Mnsters, a continuous cooking plant that is
one of the biggest pulp mills in Sweden.
2 Conclusion and summary
There are some challenges when measuring

bearing condition on this type of machines:
The low speed; 29 RPM
Pressure pulsations will generate high
measurement values
SPM Instrument AB
The bearings and bearing houses need to

be able to move in the axial direction in the
bearing holders, see Figure 4. To make this
movement possible, there is grease
between the bearing house and the holder
of the house. This will cause damping of
the bearing signal.
Using the SPM HD measuring technique
and being aware that the bearing signal
is reduced on its way to the transducer, it
is possible to monitor bearing condition.
Due to the high values generated by the
Figure1
Drawing of a low pressure

feeder. Source: Valmet
Image 1 Photo of the damaged bearing.
pressure pulsation, it is not possible to use the basic

measured trend for the alarm setting. To be able to
monitor bearing condition, alarms must be applied
to the bearing symptoms.
A test installation was made on a feeder and after a
while, a clear outer race pattern was shown in the
measurements. The levels were low but after some
additional measurements it was decided to change
the bearing.
Analysis of the changed bearing showed a very
clear outer race fault, see image 1. The high
dynamics and accurate measuring technique made
this measurement possible.
3 Application description
The low pressure feeder is an important part of the

cooking process in plants designed like this one.
In the latest type of cooking processes the low
pressure feeder and steaming vessel has been
designed out.
The purpose of the low pressure feeder is to move
chips from the inlet of the process into the steaming
vessel, where the air pressure is about twice the
pressure on the inlet, see Figure 2. The rotor in this
feeder has five blades, see Figure 3. The speed of
the rotor is about 29 RPM.
Figure 3
Wood chips enter the rotor in
atmospheric pressure and leave it in double
atmospheric pressure.
12
AMMJ
January 2015
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Figure 4
Schematic picture showing how the
bearings and bearing houses are
mounted inside the bearing holder.
Image 2
Condmaster setup for one of the measuring points
4 Background
The background for this case study is the

discussions between SPM and Sdra Cell
Mnsters about the possibility to monitor the
condition of bearings in feeders. It was decided
that test equipment should be installed on the
low and high pressure feeder at the Sdra
Cell Mnsters plant in order to evaluate the
measuring system.
5 System setup
The bearing houses in the low pressure

feeder are designed to enable movement
in axial direction in the holder of the
bearing house, see Figure 4.
The reason is that when the feeder rotor
gets worn, it must be possible to tighten
the gap between the rotor and the feeder
house. This is done by using the wheel on
the non-drive side of the feeder. Turning
this wheel will move the conical rotor into
the feeder house, reducing the gap.
5.1 Measuring equipment (see Figure 5)

One Intellinova Compact INS18 online system
and two shock pulse transducers were
mounted on the feeder bearing houses. One
RPM transducer was also mounted to enable
the use of order tracking measurements.
5.2 Condmaster setup
The measurement setup (see Image 2) is this:
Measuring time: Same as FFT measurement
Upper frequency: 100 orders
Lines in spectrum: 3200
Symptom enhancement factor: 5
Measuring interval: 1 hour
Figure 5
Image 3
Colored spectrum overview from the low pressure feeder

with the BPFO symptom trend shown at the bottom.
System configuration.
13
AMMJ
January 2015
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6 Case description
The readings from the low pressure

feeder are dominated by the number
of blades in the rotor, with harmonics.
This particular feeder has five blades,
the pulsations of which can be seen in
the measurements. Some readings also
showed an outer race (BPFO) signal
pattern (see Image 3).
Looking at the trends (see Image 4),
a high and stable HDm/HDc trend can
be seen. The high levels are generated
when the rotor blades enter and leave the
respective pressure zones. In that trend,
it is not possible to detect any bearing
fault. However, in the symptom BPFO
trend it is very clear where the bearing
fault has developed.
At the high levels in the trend, a part from

the outer ring race way has come loose.
When more parts come loose, causing
sharp edges in the bearing, the BPFO trend
will rise again. When the damage in the
raceway has been smoothed out by the
rollers, there will be no high measurement
values.
The measured bearing levels were very low,
but after some additional measurements, a
decision was made to change the bearing.
The inspection of the replaced bearing
showed big spalls in the outer race, see
image 5.
Image 5
Picture on bearing
low pressure feeder
(non-drive end).
info@aptgroup.com.au
www.aptgroup.com.au
www.spminstrument.com
Condition Monitoring
Solutions
The apt Group provide
a comprehensive range
of portable & on-line
instruments, along with
software, for predictive &
preventive maintenance on
industrial equipment.
Vibration & patented Shock Pulse

technology for machine & bearing
monitoring (down to sub-1 RPM).
Laser alignment & dynamic balancing.
Instruments to measure the severity

of AC motor stator & rotor problems,
DC motor field winding problem,
power problems & cable issues.
Ask about the NEW AT5!
For a total Condition Monitoring Package, contact us today

aptgroup.com.au | info@aptgroup.com.au | 1300 700 002
Image 4
HDm/HDc trend and BPFO symptom trend. At the high

BPFO value, a part from the outer race has come loose.
14
AMMJ
January 2015
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Maintenance Key
Performance
Indicators
Paul Wheelhouse Red Wheel Solutions
www.redwheelsolutions.com
Background
Key performance indicators close the inputprocess-output loop and link back to what was
expected and ultimately to the strategy. It is
therefore only by monitoring key performance
indicators that we can see if the strategy is
actually working.
Reasons for Indicators
Key performance indicators are there primarily

to see if the strategy is working and where
changes might be required. It follows therefore
that the indicators themselves need to relate
to critical success factors in the strategy itself.
In other words, if safety features heavily in
our strategy, then we might expect to see
indicators based on near misses, incidents,
accidents and staff behaviours. Indicators
can also be used as a feed to the continuous
improvement programme and to help with a
review of planned maintenance routines and
for supplier appraisals.
Indicators themselves must be part of a
performance management system so that
staff actually does what we want them to
do in the most cost-effective manner. Just
15
AMMJ
January 2015
measuring something affects behaviour,

for example, some would say, I like to do
what I enjoy doing and also what my boss
measures.
So there needs to be careful choice of
measures to ensure the behaviours we want
are encouraged. For example in recent
years, short term profit measures in the
banks encouraged excessive risk taking by
staff.
Measures should be linked to rewards for
both staff and also key suppliers and service
providers. Rewards themselves can be both
financial and non-financial. No doubt we
have all seen employee of the month awards
when checking into hotels.
Whoever is measured by a key performance
indicator must have the means and the time
to influence its value. The measures need to
be SMART:
Specific/simple
Measureable
Achievable/acceptable/attainable
Relevant/realistic
Time bound
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Hierarchy of Measures
Coverage
An organization carrying out maintenance

is like a machine: it has functions and
needs to be viewed as a system. The
coverage of indicators needs to be
comprehensive without being excessive.
With computer systems, it is possible to
overdose on indicators. The operative
word here is key indicators, so look for
fewer than 10 rather having, say, 40
of them. We should think of our key
performance indicators like food: not
too much/many with a balance for good
health.
The balance for indicators comes
from a blend of:
Financial (expenditure) and nonfinancial (number of jobs completed)
Inputs (money, methods/expertise,
materials/spare parts), processes
(carrying out reactive jobs) and outputs
(performance/availability)
Leading indicators (near misses) and
lagging indicators (accidents)
Productivity (reliability), service
(backlog, response times) and costs
(budgets value of spare part stock)
Typical maintenance measures
might include:
Plant downtime
Equipment reliability
% overtime
Annual maintenance budget /
capital cost
% planned jobs completed on time
% of jobs which are breakdowns
Costs versus budgets
Value of spare parts
Response times
Backlog
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The key performance indicators need to form

a hierarchy. The lowest level ones will be
measures which frontline staff can influence.
These measures can then be combined to
give measures for the next management
level and so on. This is best illustrated by an
example; there are five measures which the
technicians and operators on a bottling plant
can influence:
First time pass rate for quality
Customer complaints relating to under-filling
Mean time between failures (MTBF) for
the filling head
Mean time to repair (MTTR) for the
filling head
Number of cases produced per shift
Product mix
The final measure, the product mix, cannot
be influenced by the frontline staff. This is
ultimately determined by what the customers
are buying, but is also going to be affected
by the organization planning, forecasting and
levels of stock holding accuracies. It needs to
be included though, because different grades
have different maximum production rates and
these rates need to be taken into account to
give realistic targets.
The six base measures are combined into
quality, availability & rate of working indices
for each bottling plant which are then rolled
up into an overall equipment effectiveness
measure, (OEE). The OEE figures for each
bottling plant are then combined to give
a measure of productivity for the whole
organization.
Therefore the frontline staffs are judged on
the base measures. The management of each
bottling plant is judged on their OEE figure
which is derived from the base measures.
In turn, the organization executives in head
office are judged by the combined OEE
figures for the whole organization.
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Hole
Hole 1
Hole 2
Hole 3
Hole 4
Hole 5
Hole 6
Hole 7
Hole 8
Hole 9
Totals
Par
34
Round 1
37
Round 2
39
Round 3
43
Round 4
36
Round 5
41
Table 1
Golf Scores
Target Setting
Having decided on which indicators to

monitor, the next question to be asked is
what should be the target values? Should
the targets simply be last years ones;
should they be ratcheted up a little; or
should a tough target be set to encourage
improvements? The answer turns out to be a
mixture of science, organizational culture and
psychology. Let us deal with the science first.
Averages and Trending
If our downtime has been variable last year,

but, the average (mean) figure has been 3%,
we could set this as our target downtime for
next year because it is representative of our
downtime results. However, most variables
are evenly distributed around the mean value
so next years downtime is just as likely to be
lower than this years figure as it is higher.
Trend analysis is often used when interpreting
condition monitoring data or trying to predict
what the year end expenditure may be. It is
simply plotting results on a graph, drawing in
a line of best fit and then projecting it forward
into the future. The greater the scatter of
data points and the longer into the future the
projection is made, then the greater the error
in the prediction. Averages and trending will
tend to produce representative targets which
are not too challenging.
Best of the Best
If we were to set our targets on the best

value which had ever been achieved to
date, then that would be more challenging
that using say an average value. But we
can go much further than this: we can use
the best of the best.
To illustrate the principle behind the best of
the best, consider a golfer whose results
for five half rounds of golf are shown below,
together with the par scores for each hole.
Golf Scores
Anyone who has ever played golf will

recognise the variation in scores between
one round and the next one! In Table 1
above the best score achieved was 36 from
round number 4 (circled); the worst was 43.
The golfer could set a target of 36 for future
rounds. This would be a target based on
the best result. A more challenging target
would be what is called the eclectic score:
there are nine holes so what would be the
total score if we could combine the lowest
score for each hole irrespective of which
round that score was achieved? These
eclectic scores are connected by the
heavy lines shown in the above diagram.
Adding them together we get a total of 28.
This is less than the par value for the nine

holes that a professional golfer could be
expected to achieve.This golfers eclectic
score is an example of a best of the best
value. The same principle could of course
be used for expenditure, availability, task
lengths, etc. Best of the best techniques
produce very challenging targets, but, the
individual values have all been achieved,
so, it could be argued that these targets
are achievable. Stretch targets such as
these, can therefore be used to accelerate
improvements in performance.
Benchmarking
Benchmarking has been widely used to

set targets. It can be done internally within
a single organization or externally across
different organizations.
Internal benchmarking has the
advantage that everyone is using the
same organization procedures and
as confidentiality is not an issue, it is
straightforward. Its disadvantages are that
internal politics can distort the results; the
initiative could also be seen as low priority
and the opportunity for learning something
entirely new is restricted.
External benchmarking has the advantage

that something entirely new could be learned
by looking at an issue from an entirely
different point of view.
However, confidentiality could be a problem;
there could be legal issues if competitors
share information, and applying new
procedures from another organization is not
without risk.
Combination Techniques
One of the above target setting techniques

could be used independently or several
could be used in combination. For example,
consider the chart below where different
aspects of maintenance have been
established for four identical factories.
The benchmark factory in the group shown
in Table 2 below is factory number 2. Its total
cost of maintenance is the lowest at 10.3
millions. The lowest costs for each item
making up the total cost of maintenance are
shown in bold. Adding these together gives
a total cost of 7.2 millions. This value was
derived by benchmarking all four factories
and then applying the best of the best
principle.
Table 2 Annual Total Cost of
Maintenance in 4 Factories
Item
Factory 1
Factory 2
Factory 3
Factory 4
Direct Maintenance Cost
5.0m
4.0m
6.0m
3.0m
Capital Replacements
3.0m
3.0m
2.0m
4.0m
Inventory Holding Cost
0.2m
0.3m
0.4m
0.5m
Downtime
4.0m
3.0m
2.0m
4.0m
Totals
12.2m
10.3m
10.4m
11.5m
16
AMMJ
January 2015
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Organizational Culture & Psychology
Organizations have personalities just like

people: we can think of each organization
having its own culture. One aspect of culture
is how the organization will react if a key
performance indicator does not achieve its
target. If punitive actions would result, then
one would be advised to set easily achievable
targets!
Conversely, if an organization encourages
the setting of stretch targets with reward for
effort, even if a very tough target has not
quite been achieved, then the best of the best
could be used as a target setting technique.
Incidentally, organizations which set stretch
targets and dont achieve them are often
better off than those which always play safe
because: If you reach for the stars you may
get to the moon.
Psychology also applies to key performance
indicators. An incremental increase in a
target will not trigger any different behaviour
or searching for better solutions; people will
just tend to continue to do the same things.
However, a radically different target (such as
halving plant downtime) will trigger out of the
box thinking and different ways of viewing the
issues.
In the book Good to Great (2001) by Jim
Collins, great leaders were found to use
ambitious targets as a way of driving up
performance. After the USSR had achieved

early successes in space, President
Kennedy announced that the USA would
put a man on the moon within 10 years. In
the late 1960s Boeing decided to produce
a wide bodied passenger aircraft (the 747)
that would be far bigger and much more
complicated than anything available at the
time.
These two examples show how tough
targets can be used to motivate staff. There
is of course, a fine balance to be achieved
between a tough target which will be difficult
to achieve and one which staff think is
impossible; obviously setting a target which
everyone views as being impossible will just
act as a de-motivator. High achievers tend
to like the challenge from trying to achieve
something which is viewed as being around
50% possible.
Detailed Considerations
As far as key performance indicators are

concerned, as with many things, the devil is
in the detail Error, accuracy, and dynamics
need to be considered in any performance
management system.
Accuracy, Error & Uncertainty
The accuracy required for our purposes

must be established. For example, failure
rates accurate to within a factor of two may
be acceptable for reliability calculations,
whereas expenditure must be tracked to the
nearest penny.
All parameters are uncertain to differing
degrees, and, any signal will have some
form of associated error and noise. This
error will need to be assessed and taken
into account within the performance
management system.
Errors can be both systematic and random.

Suppose our operators are asked to record
downtime. If they are instructed to ignore all
events which result in less than five minutes
downtime, then this will result in a systematic
error and the recorded downtime will always
be less than the true figure.
If they are instructed to log downtime
events to the nearest hour only, this will
result in random errors in the measurement.
However, systematic and random error can
be assessed by a combination of calibration
and repeated measurements.
Statistical techniques can be used to assess
if a signal is above the level of expected
noise. Clearly we only want to take actions
when a significant change has occurred.
Taking actions based on noise alone is a
recipe for disaster.
Often the parameter itself can allow us to
make some informed estimates of likely
error. Suppose that safety performance
is important and that we have decided to
monitor the number of near misses each
year. Last years figure was 4 and this year it
was 3. Is it premature to start congratulating
ourselves? Measures based on small,
discrete numbers tend to follow the Poisson
distribution. The standard deviation of this
distribution is always the square root of the
mean value. The square root of 4 is 2, so we
might expect that around 70% of the annual
figures for our near misses will be in the
range 2 to 6. Therefore, the figure of 3 near
misses this year is not significantly different
from 4 last year and congratulations would
be premature.
It is important to be able to spot a gross error

which might distort our key performance
indicators. This is sometimes referred to as
being able to spot a stranger. Suppose one
of our technicians has logged a series of
vibration measurements as follows:
1.04 6.75 9.72 3.51 2.62 26.54 3.66 8.09
Suspicion falls on the value 26.54 because

it is so much larger than the other values; for
example, could it be that it was actually 2.65
which was wrongly recorded?
The highest number in this set is 26.54 and
the lowest is 1.04, therefore the range is 25.5.
If we ignore the suspiciously high number
then the new range is 9.72 - 1.04 or 8.68.
The ratio of these two ranges is 25.5 / 8.68
or approximately 3. If the high number
were genuine, then this ratio should be no
larger than 2. Therefore the large number
is spurious and we should either take the
reading again, or, if that is not practical,
then ignore the large number and not use it
because its inclusion will distort our analysis.
Frequency of Measurement
Some of the key indicators will be available

continuously, for instance, motor electric
current drawn by a critical piece of equipment.
However, other indicators perhaps have to
be measured periodically; therefore, we must
decide how often this needs to be done. You
may have noticed in old Hollywood cowboy
films that the stage coach wheels seem to be
moving backwards, even though, the stage
coach is clearly moving forward. In older
news reports the helicopter rotors sometimes
appear to be moving erratically, instead of
smoothly.
17
AMMJ
January 2015
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Both of these examples are the result of the

shutter speed of the camera being too slow to
accurately record the movement.
In order to record faithfully a parameter it must
be sampled at double the highest frequency
it exhibits. (See Hartley / Tuller / Shannon
sampling theorem, 1948). Therefore, to
faithfully record audio signals on a CD, the
digital samples are recorded at 38 kHz since
the highest audio frequency present is 19
kHz. If we consider that pump performance
will deteriorate over a 12 week period, then
we must check it at least every 6 weeks.
There is no harm in sampling more often,
provided high costs are not involved as the
sampling theorem merely says what the
minimum needs to be.
Figure 1
Plot of Temperature versus Time
Temperature
Dead time
Time constant
System Response
Key performance indicators are part of a

method or system. All systems take time to
respond and this response time needs to be
taken into account, otherwise, the result will
be wild oscillations in the measured values.
Consider this scenario. I go into my kitchen
first thing in the morning and turn on the hot
tap. For a period of time the water remains
cold as all of the standing water in the pipe
between the tap and the hot water tank is
displaced. Then the water temperature starts
to rise, this is not immediate, because, the
hot water loses some energy as it warms the
pipework between the hot water tank and
the tap. Eventually the hot water achieves a
steady value. A plot of hot water
temperature at the tap versus
time will look like the diagram
below.
The plot (Figure 1) of
temperature, versus time
with a dead time and then a
characteristic rise time, is the
simplest response a system can
exhibit. More complex systems
can exhibit longer delays and
more complicated response
curves.
Whenever a change is made to
our system, it will take time for
the key performance indicator
to change its value. If we expect
an immediate change and keep
Time
making changes until something
eventually happens, then the
indicator will eventually overshoot and

further changes will result in continued
oscillations. We need to be patient, and
after making a change, wait until after
any dead time period and characteristic
time constant, to see what the true effect
the changes have had. That way, the
performance management system will
stay in control.
Conclusions
Maintenance key performance indicators

provide a window on our strategy: they
let us see how well it is working. In
order to achieve a robust performance
management system, we need to be
careful in our choice of measures, to
consider imperfections in them, the delay
between cause and effect and how they
will influence behaviours.
(Article first published in the M&E Magazine UK)
Checklist Key Performance

Indicators Essentials
Simple performance measures for

service, performance and cost,
linked to the organizations needs,
are displayed, understood and
owned by all
Global, comprehensive and accurate
equipment history system with a
standardized asset structure
facilitates internal and external
benchmarking activities
Trends in maintenance and reliability
performance are recognised and
root causes sought
Plant key performance indicators
are built into a hierarchy which
is used by the organization-wide
performance management system
Stretch targets are used to accelerate
improvements in performance
Paul Wheelhouse
www.redwheelsolutions.com
Paul Wheelhouse is a director with the
consultancy company Red Wheel Solutions
which specialises in maintenance, asset
management and reliability improvement.
He is also a visiting lecturer with Manchester
University where he lectures on the
Maintenance & Asset Management MSc
programme. Together with Stuart Emmett,
he co-authored the book called Excellence
in Maintenance Management,
ISBN 978-1903-499-65-8.
http://www.amazon.co.uk/dp/1903499658
18
AMMJ
January 2015
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Is Lubrication Data
Missing From
Your KPIs?
In industrial operations the world over,
lubrication remains a vexing challenge.
Indeed, when machine bearings fail, theres
a better than seventy percent chance that
faulty or insufficient lubrication practices are
ultimately to blame (Ref 1). Lubrication-specific
key performance indicators (KPIs) can go a
long way to addressing this costly problem.
Tracking KPIs that target lubrication gives
maintenance professionals unique insight
they can harness to reduce the frequency
of machine failure. In addition, lubricationbased KPIs can help organizations increase
equipment uptime and productivity, enhance
the availability, performance and lifespan
of expensive assets, improve maintenance
efficiency and reduce costs.
Examples of KPIs devoted to lubrication

include those associated with the overall
effectiveness of lubrication practices, such a
lube tasks completed, tasks due, tasks past
due (backlogs) and so forth. Lube task KPIs
give maintenance staffs a highly accurate
360-degree view of the state of lubrication in
their facilities. Consumption is another area
of focus common in lubrication KPIs. They
help reliability engineers and maintenance
technicians rapidly identify and resolve
equipment problems not easily found by
other means.
For all of their considerable benefits, few
maintenance organizations today are taking
advantage of lubrication KPIs like these.
A main reason why is that the tools most
operations depend on to manage their
lubrication programs, such as computerized
maintenance management systems
(CMMS), predictive maintenance (PdM)
and enterprise resource planning (ERP)
solutions, are not capable of providing the

detailed source data that lubrication KPIs
often require.
To be truly meaningful, many lubrication
KPIs require information generated at
the level of the individual lube point. For
example, in order to give an accurate picture
of lube tasks in a given facility, the KPI must
contain verifiable data about how often every
lube point has been serviced, by whom, with
which lubricant, in which amount, whether
any lube points have been missed and other
vital details. The same level of lube-point
information is required to create relevant
KPIs about consumption and a host of other
KPI topics.
This granularity is found in only a handful of
lubrication management systems (LMS). Its
not available in comprehensive maintenance
catch all solutions such as CMMS, PdM
and ERP, which instead are able to provide
lubrication information only at the work order,
PM or spreadsheet level. Gleaning lube-
point data from them for inclusion in KPIs

is impractical at best and impossible in
most cases.
For organizations looking to reduce the
frequency of equipment failure and step up
their lubrication efforts, KPIs that provide
insight into lubrication practices can be
a very powerful tool. When assessing
lubrication management solutions, an
important question to ask is whether it
provides computerized data at the point
of lubrication. Its also helpful to seek
out solutions that allow you to perform
KPI analysis on such topics as lube
consumption, failure trends, workloads and
task history.
Ref 1 Bannister, Kenneth E., Lubrication for
Industry, 2nd Edition, 2006.
Kirk J Williams
Albemarle Corporation
Kirk.Williams@Albemarle.com
William D. Correll Generation Systems, Inc
Mail billc@generationsystems.com
www.generationsystems.com
KPI: YTD Lubrication Completion %
Innovative Lube-Point Focused Design
I just thought I would pass

along this info on our LUBE-IT
here at Quinnesec.
The Worlds Ultimate

Lubrication Software
As you can see by our

completions trends, each time
we hit a new level we spent
time to further optimize our
routes to push it higher.
Lubrication
Point
The Worlds Ultimate

Lubrication Software
Personnel
Route
Lubricant
Time
Procedure
Amount
Consumption
Problem
History
KPI
So you can see over time we

improved it and finally are at a
place we feel good with.
Overall, it is a very good

story to tell.
19
by GENERATION SYSTEMS, INC.
AMMJ
January 2015
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by GENERATION SYSTEMS, INC.
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Th
Lu
5 Keys to Lean
Maintenance & Improving
Maintenance Productivity
Sandy Dunn
Assetivity
www.assetivity.com.au
Part 4 The
Environment
For Success
Previously in this series we mentioned
that any improvement process is headed
for failure without the buy-in and support
of all those involved; it is imperative that
the leadership and culture is focussed on
being proactive rather than reactive, and is
performance driven. In addition, we stated
that the development and implementation of
a balanced scorecard of Key Performance
Indicators (KPIs) and the support and
communication from management are the
keys to delivering improvement. In this
section we will expand on these thoughts.
Creating a Proactive and

Performance-driven Culture
What is culture? A simple definition is the

way we do things around here. If you want
a more complex definition that, in essence,
means the same thing, you can define it as

The values and behaviors that contribute
to the unique social and psychological
environment of an organization
( see www.BusinessDictionary.com ).
Lets consider Ledets model of Operational
Improvement, illustrated Opposite (Fig1).
An explanation of this model in its totality
is beyond the scope of this article, but lets
briefly outline the key elements. Ledet and
his associates proposed that, based on
their experience in improving operational
performance at Dupont Chemicals and
Specialities in the 1990s, that individual
work sites tended to operate in one of five
domains those entitled, Dont Fix It,
Reactive, Planned etc. in the above
diagram. Further, in the context of this article,
they noted that the underlying behaviours
and culture at each site differed, depending
on which domain the site was operating in.
Clearly, organisations want to move to the
right in this diagram the aim, as a minimum
is to move into the Proactive domain.
In the previous articles in this series
In this article we are going to
we have covered:
Think Holistically
How to engage with other
departments and functions
that can impact on
Maintenance Productivity
These are the final parts in a
series on improving Maintenance
Productivity through the use of
Lean Maintenance techniques.
Doing the Right Work

how an effective Preventive Maintenance
program can assist in improving Maintenance
Productivity (published In the Sept14 AMMJ)
Doing the Work Right
the importance of sound Maintenance Planning,
Scheduling and Execution practices in assuring
high levels of Maintenance Productivity
(published In the Nov14 AMMJ)
Continuous Improvement
continually improving the quality of the Preventive
Maintenance program and Maintenance Planning
& Scheduling, but also focusing on Failure
Elimination as a vital continuous improvement
strategy (published In the Nov14 AMMJ)
discuss:
The Environment for Success
How leadership and the correct
performance measures can help
drive productivity improvement
Figure 1
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Leadership as a Driver of
Organisational Culture
The key elements of organisational culture

in this domain are:
A focus on maximising value to the
organisation, not just on reducing costs.
Motivation driven by a desire to maximise
equipment uptime, rather than just
avoiding failures
Behaviours that are supported by
learning culture a focus on identifying
newer, better ways of doing things, rather
than a compliance culture (as tends to
be the focus in the Planned domain), or a
responding culture (as tends to be the
main focus in the Reactive domain)
Clearly, for Maintenance technicians to be
productive, their work needs to be properly
planned and scheduled, and their needs to
be a high level of commitment and discipline
in adhering to the plan wherever possible
(as we discussed in Part 3 of this series),
and so, in this sense, there needs to be a
high level of compliance. But productivity
improvement also requires a focus on
eliminating the causes of failure (as we
discussed in Part 4 of this series), and this
requires a learning culture.
One of the challenges that leaders face
is how to get the balance right between
enforcing compliance (continuing to do
what we currently do, with a high level of
discipline), and encouraging improvement
(challenging what we currently do, seeking
a better way). One of the key management
tools that can be used to drive the right
behaviours is the appropriate use of
performance measures. We will discuss this
later in this article.
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AMMJ
January 2015
So how do you go about establishing a better

culture (assuming that you need to realign the
culture to make sure that productivity really is
a priority, and that people do the things they
are supposed to do to assure maintenance
productivity)?
Changing organisational culture is notoriously
difficult and takes considerable time. And one
of the truisms is that focused culture change
can only happen when it is driven from the
top down. Leadership is essential. However,
lets make it clear that this does not mean that
meaningful culture change requires the CEO to
drive it.
Leadership is independent of organisational
position, and if you are a Maintenance
Manager, or a Maintenance Supervisor, or
even a Reliability Engineer, you can still shape
the culture within your circle of influence. For
example, the behaviours of your work team can
be shaped to align with the type of culture that
you wish to exist. However, there will be limits
to what you can achieve at lower levels in the
organisation particularly where your people
interact with those from other workgroups
who may not share the same cultural beliefs.
Nevertheless, you CAN make a difference.
One of the most useful (and visual) models
that I have seen which describes the various
tools that can be used by leaders for changing
organisational culture is one outlined in an
article by Steve Denning (read How Do You
Change An Organizational Culture?) in Forbes
magazine. This diagram is reproduced in
Figure 2.
I find this diagram useful in drawing the
distinction between Leadership Tools (the
softer stuff), Management Tools (which we
engineers typically focus on most) and Power
Tools (which we sometimes resort to, but
should be avoided if possible).
Using the Power Tools for culture change

can lead to short-term grudging compliance,
but any behavioural changes will not be
sustained (the floggings will continue until
morale improves).
Denning points out in his article that effective
culture change requires the right balance
between the use of Leadership Tools
(creating an inspiring vision and continually
communicating it, finding and telling stories
that inspire alignment with the new vision,
walking the talk etc) and Management Tools
(ensuring that roles and responsibilities are
clear, establishing the right performance
measures, recruiting the right people,
ensuring that the organisation has the
right competencies etc). In my experience
in most maintenance organisations,
Figure 2
maintenance leaders (Managers,

Superintendents, Supervisors, Engineers)
are more comfortable using the
Management Tools than the Leadership
Tools. However those that swing
the balance to increase their use of
Leadership Tools frequently achieve great
results these are the ones that you see
collecting the awards for outstanding
Maintenance performance.
There is insufficient space in this article to
do full justice to the topic of Leadership,
but please do note that Leadership is
one of the 5 pillars in the SMRP Body of
Knowledge, as well as being prominent
in most other models of Maintenance,
Reliability and Asset Management
improvement. It is also a key compliance
Organizational Tools For Changing Minds
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Part 5
area (one of seven) in the ISO standard
for Asset Management, ISO 55001. So I
encourage you to read more on this topic,
and consider whether you are actively
applying Leadership tools often enough
and well enough in your current role.
Using Performance Measures to

Change Behaviour
One of the most powerful management

tools that can be applied to change
behaviour is the appropriate use
of performance measures, when
combined with an effective performance
management process and reward system.
You can read a more detailed article
on the use of Performance Measures
here, but in the context of Maintenance
Productivity, there are four tips that are
essential for success:
1 The measures that you select are
absolutely critical, and need to be chosen
to drive the behaviours that you are
seeking. If you are seeking compliance
with procedures, then you will need to
establish some form of measure that
determines whether this is occurring. If
you are seeking to eliminate the causes
of failures, then once again, you will need
to establish some form of measure that
determines whether this is occurring.
Measuring an output, without some
form of measure that indicates whether
the desired behaviours were applied in
achieving that output is generally too
indirect. However, do not lose sight of
the fact that the desired behaviours are
intended to produce a desired outcome
(so somewhere you will need to measure

the outputs). If you and your people are
doing the right things, but not achieving
the right results, then you will need to
reconsider the direction you are heading.
2 Too few measures is better than too
many. Give someone twelve measures
against which their performance is being
evaluated, and all that happens is that you
confuse them. They will probably focus on
the 3 or 4 that means most to them (and
which are the easiest for them to achieve
target performance on).
Far better for you (as a leader) to pick
the 3 or 4 that are most important to the
organisation, and ensure that they buy into
those measures and align their behaviours
with the achievement of those measures.
3 Measurement without subsequent action
is simply a waste of time and money.
As a leader, you MUST ensure that
effective actions are generated any time
that performance does not meet target.
Similarly, you MUST ensure that rewards
(not necessarily financial) are given when
performance expectations are met or
exceeded.
4 There is no point in holding someone
accountable for performance which they
cannot influence. You will almost certainly
need to establish different measures
for different work groups, and possibly
for different individuals within those
workgroups.
Think Holistically
If youve been following along, you will have

a reasonable sense of what the maintenance
department can do internally to eliminate
waste. Now it is time to think more broadly
about factors that influence maintenance
productivity. These factors inevitably include
the interfaces with a wide range of other
departments or functions that interact with
Maintenance to deliver value through assets.
How Do Other Business Functions

Impact on Maintenance Productivity?
It is useful to visualise the connections
between Maintenance and other business
functions as follows (Figure 3):
Figure 3
In addition, there will also be interfaces with

service functions at the back end of the
organisation, such as Human Resources
and Safety and Environment, which will
influence maintenance productivity. This is
because there are requirements on both
parties at each interface to deliver services
or products to particular standards in order
to achieve the organisations goals. These
requirements create further requirements to
adequately define the standards and each
requirement creates potential for waste if it is
not met.
Here are some common examples
of such waste:
Operations:
- Cause extra (inefficient) breakdown
maintenance by operating outside
of equipment limits (accidentally or
deliberately)
- Transfer clean up or common
equipment care tasks to maintenance
rather than using operators
Supply:
- Cause re-work by supplying incorrect
or deteriorated parts
- Delay maintenance (or incur
temporary repairs) by not having parts
available when required
- Drive repair tasks by buying cheaper,
lower reliability parts
- Delay tasks by engaging contractors
or hire equipment that is not capable
of doing the task to the required
standard
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AMMJ
January 2015
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AWARD WINNING CONSULTING SERVICES

in Maintenance and Asset Management
Projects:
- Cause high maintenance workloads by

underspecifying equipment for the
expected loads, leading to frequent failures
- Extend maintenance duration by providing
restricted (or no!) access to commonly
maintained items
- Drive errors through supply of incomplete
or incorrect maintenance documentation
- Transfer maintenance readiness tasks onto
the maintenance department
Human Resources:
- Drive maintenance quality and time issues
by recruiting personnel with limited or
inappropriate skills, experience or attitude
Learning and Development:
- Reduce productivity by cancelling or
rescheduling essential maintenance or
technical training
- Reduce productivity by increasing
non-maintenance essential training
Safety and Environment:
- Reduce productivity by increasing the
paperwork requirements to commence
maintenance
The Executive:
- Demand ineffective additions to the
maintenance program in response to
rare failures
- Drive all of the above by setting budgets,
plans and policies for the organisation
In addition, there are external organisations
that can lead to waste in maintenance:
Regulators:
- Reduce maintenance productivity by
specifying non-value adding tasks or
excessively high frequencies
Contractors:
Our award winning team provide relevant, high quality, and

cost effective Maintenance and Asset Management services
to an array of high calibre clients.
- Consume maintenance resources in

supervisory and administrative capacities
- Cause rework by not performing work to
the required standard
If youve never seen any of the above, then
you are very lucky we see problems like
these in every organisation we work with. So
assuming you have some of these issues,
what should you do about them? In order to
answer this, we need to talk a bit more about
why these issues occur.
We see more of the above issues in
organisations that are heavily siloed
( i.e. where individuals operate within
functional/departmental boundaries with
very limited interactions between these
functions ). Operations dont talk to Projects,
Projects dont talk to Supply and NOBODY
talks to Maintenance (in the worst case,
the Electricians dont even talk to the
Fitters!). In these types of organisations,
misunderstanding of requirements at the
interfaces is inevitable. Since each function
is dependent on the others, a destructive
pattern tends to develop:
Regardless of intent, functions lack the
visibility to make good, holistic decisions
that balance competing needs across the
organisation
In the absence of better information,
individuals will go with what they know,
and make decisions that are good for their
functional area
Decisions that clearly favour one functions
needs over another break down essential
trust, creating an us and them culture that
leads to a downwards spiral
I would highly recommend utilising the services of Assetivity

to maximise your bang for maintenance buck
through the analysis and implementation of optimal
maintenance tactics for your critical equipment.
MTW CPP Superintendent Planning and Reliability
-Rio Tinto Coal Australia
Assetivity is able to tailor its services to each unique
assignment, thereby assisting clients in boosting productivity
and operational performance. We bring a unique combination
of business analysis, engineering and change management
skills, tools and techniques to each engagement, ensuring
that our clients obtain measurable, practical and sustainable
results at a value-for-money price.
Our expert, external insights have assisted our clients to
achieve the following benefits:
Improved organisational reliability

Improved equipment and people productivity
Reduced business risks
Lower costs
For more information on our consulting services,

visit www.assetivity.com.au or to contact us for a
obligation-free discussion click here
23
AMMJ
January 2015
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How Do You Break Down

Organisational Silos?
It is clear, then, that solutions should focus

on breaking down the silos and promoting
communication/engagement between the
functions. That is, everybody should be
thinking holistically. Since every interface
carries requirements on both parties, either
party can start the improvement process, so
please dont wait for them to engage you.
Reach out you might be surprised what
happens.
There are a range of tools that might be of
assistance in achieving this, depending on
your organisational needs:
Shared/Aligned KPIs we all know that
what gets measured gets managed,
so issuing shared KPIs can be a great
way of motivating different functions to
work together. What would operations do
differently if they had 50% of their bonus
dependent on achieving a certain reliability
or maintenance schedule
compliance goal?
Shared Meetings - sure, weve all wasted
a lot of time in meetings, but they are still
an important business tool if used correctly.
One of the key mechanisms for doing this
is to invite the right people. If you hold a
weekly planning meeting but dont invite
Supply or Operations, dont be surprised
when parts or equipment are not available
when needed. Equally, if you want
particular maintenance requirements
designed into new equipment, make sure
that you send an appropriate representative
to Projects meetings. Dont be afraid to ask
(politely) if they dont offer this is for the
good of the overall organisation after all.
Shared Facilities if the first time you meet
somebody is when you need something

from them, chances are you wont get it.
Promote informal engagement between
staff at all levels by sharing facilities,
particularly crib rooms. You can reinforce
this by holding shared functions and
activities to promote a one team
message.
Defined Responsibilities everybody
benefits when responsibilities are
clearly defined and we find that the RACI
(Responsible, Accountable, Consulted,
Informed) tool is an excellent way of
accomplishing this. Once roles are defined,
efficient execution can be planned.
For example, if Maintenance has been
allocated clean up responsibilities, then the
maintenance workforce can be structured
to include a limited number of general
hands with appropriate (low) skills. Without
this clear allocation, a much more
expensive technician or process operator
might end up doing the work.
The bottom line here is that most people are
not idiots and the easiest way to discover
this is to spend time with them. You may
still disagree with what they want to do or
how they want to do it, but you will probably
understand why. From there, you can
communicate what maintenance needs
and why it is important, given you an even
chance bet of achieving it.
The above principles apply to a lesser
extent with third parties. You may not
exactly share KPIs with your regulators,

contractors or customers, but you should
certainly have regular meetings with

them to understand their changing needs
and to simply keep the communications
channels open.
One more thing dont ever expect to get
everything you want. It may be perfectly
legitimate for operators to exceed limits
to deliver a high priority order or to take
advantage of market conditions, the
supply department should not be holding
rarely used, expensive and readily
available spares and project might trade
off maintenance costs for acquisition
costs. As long as these decisions are
made knowingly, with a full understanding
of the repercussions, then the role of
maintenance is to do the best with what
theyve got. Of course, it is always worth
asking to make sure the repercussions
are understood
Conclusion
In this article we have outlined how

culture, leadership and performance
measures can reinforce and drive a
focus on Maintenance productivity
improvement. We also discussed how
joining the dots between the various
functions in your business can also
drive even higher levels of Maintenance
Productivity.
In summary, if the five keys for

improving Maintenance Productivity are:
Do the Right Work
Make sure that your Preventive

Maintenance program is both effective
and efficient
Doing the Work Right
Plan, schedule and execute your
maintenance work with a high level of
attention to detail, and with a high level
of discipline
Continuous Improvement
Focus on Failure Elimination as a vital
productivity improvement strategy
The Environment for Success
Apply sound leadership techniques and
the correct performance measures to
create a culture that supports and drives
productivity improvement, and
Think Holistically
Engage proactively with other
departments and functions that can
impact on Maintenance Productivity
Sandy Dunn Director Assetivity
Shutdown - Turnaround - Outage Management solutions

Estimating - Planning - Scheduling - Cost Control
info@interplansystems.com
1-281-482-7126
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AMMJ
January 2015
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Preventive
Maintenance
Preventive Maintenance
Defined
25
In the most theoretical sense, Preventive

Maintenance (PM) is any maintenance
activity that is performed to prevent a
piece of equipment from failing. Preventive
maintenance activities may take several
forms, which will be discussed later in this
paper, but suffice it to say all of the forms
of PM are intended to do one of two things,
either prevent the next occurrence of a
failure (only reengineering can possibly
prevent it forever) or at least detect the
presence of an impending failure.
Preventive maintenance has another
characteristic in that it happens on a
very predictable frequency. Preventive
maintenance is any maintenance activity
that is performed on a fixed interval. Some
refer to it as calendar-driven. The interval
is usually based on operating time, such
as every so many days, weeks, months,
or years; however, the interval can also be
based on throughput (aka meter-driven),
such as every so many gallons of fuel
burned, miles driven, or boxes produced.
Either way, PM activities occur at fixed
intervals. Therefore, any activity that is
performed on-demand is not a PM activity.
These characteristics of PM have been
misinterpreted over the years resulting in PM
programs that look very different from one
company to the next.
AMMJ
January 2015
Andy Page and Carey Repasz

Allied Reliability Group
The History of Preventive

Maintenance
The oldest version of a PM program entailed
a PM person walking around looking at,
listening to, and feeling equipment while
it ran in an attempt to determine whether
the machine was working fine or not. Any
discrepancy found during these walk around
inspections was either fixed on the fly or
during a brief interruption of service, such
as a shift change for example. In essence,
this persons job was to ensure that the
place kept running. This is where the term
millwright came from. In the days when
wooden sheaves and leather belts ran off
of a line shaft running down the center of
the shop, the millwright would be in charge
of keeping the mill right, or keeping it
running. Any problems were brought to his
attention and he would take care of them
right then and there.
Some companies still subscribe to this style
of maintenance. PM mechanics are assigned
to constantly survey the machinery in order
to detect issues that need correcting. These
inspections are usually conducted using their
human senses or the most basic of tools, like
a long screwdriver or mechanics stethoscope
to detect problems on bearings for example.
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Of course, the issue with this style of

inspection is that the defect has to be
very late in its failure progression to be
detected. This creates a scenario where
production has to be interrupted to fix
the problem and the warehouse has to
keep a very large inventory of parts to
deal with whatever may arise. In the late
1960s, this style of maintenance was
found to be too costly and produce too
much non-productive downtime due to
not knowing what was going to break
next and how long it would take to fix.
This scenario gave way to a different PM
execution model.
In the early 1970s, the concept of timebased replacement came into popularity.
There was a belief that all failures were
a function of time or throughput and
were therefore very predictable. With
this predictability, organizations could
organize their preventive maintenance
strategy to replace parts or components
at fixed intervals known well in advance
and thereby avoid the problem of not
knowing when the next failure would
occur. They believed that accurate
record keeping and simple statistics
would solve their reliability problems.
Much to the chagrin of those who
followed this philosophy, it did not
work. Maintenance costs sky rocketed
and system reliability went by and
large unchanged. The problem was a
lack of understanding of the cause of
the problems. When random failures
occurred, the traditional statistical
opinion was that not enough data had
been collected yet. The companies
thought that with enough data, no
failure would be random, all would be
predictable.
While this is actually the case, it was the type

of data being collected that was the problem.
Simply tracking hours to failure is a lagging
indicator and will never point to the nature of the
problem. So the system of 100% time-based
replacement is not the answer. This realization
paved the way for the breakthrough that would
be made public in December of 1978.
The next style of PM that found some
prevalence in the industrial manufacturing world
was a hybrid of the previous styles. For years,
maintenance people would plan a PM task to
go to a piece of equipment, disassemble it, and
fix whatever the technician deemed needed
fixing.
This is probably the most common style seen
today. The monthly PM sheet says things like
inspect the following components and repair
as needed. In essence, this is a blank check
for the technician to apply whatever level of
rigor the technician feels is required in a given
situation.
Of course, this leads to a high degree of
variation in the PM effort as different technicians
apply their own idea of how bad is bad enough
to work on at that moment. It also means that
the degree of inspection is also dependent on
how educated, task qualified, and thorough the
technician happens to be. This style of PM is
not much better than the PM mechanic walking
around and working on whatever has the most
smoke rolling off of it.
The business results for this method reflect that
level of efficacy as well. What is interesting is
that maintenance managers grow increasingly
frustrated with their PM process because of the
lack of performance improvement even though
piles of money are spent in the PM effort.
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Figure 1:
RCM Failure Curves from Nowlan & Heap
This leads to action items such as

doing more PM, doing it more often,
concentrating on technician wrench
time, and rewriting all of the procedures
in an effort to improve equipment
reliability, none of which work because
they are not the source of the problem.
The source of the problem is a lack
of understanding about which failure
modes are driven by time or cycles
and which ones are random
in nature.
Nowlan and Heap of United Airlines
had developed Reliability Centered
Maintenance (RCM) as a failure
mode-driven maintenance strategy. In
the RCM system, all maintenance tasks
are driven by a specific failure mode and have a specific strategy based on the impact of
failure and type of failure mode. Failure modes may be random or may wear out with respect
to time (see Figure 1).
Random failure modes require inspections and the corrective work is performed based on the
condition of the defect at the time of the inspection. A common question is why infant failures
are considered random.
To answer that question, we must consider the definition of random. Random is literally
defined as having no specific pattern. While it is true that infant failures happen after
work has been performed on a machine, such as after initial start-up or after maintenance
activities, this does not happen after every initial start-up or after every maintenance activity.
In fact, sometimes these infant failures happen after start-up or maintenance and sometimes
they do not. Hence, there is no specific pattern, which is why they are considered random.
Wear out failure modes do not require inspections as frequently as the failure propagation is
more predictable.
This style of thinking about failure modes, defects, and strategies is perfect for preventive
maintenance systems, and though this RCM report is over 30 years old, it remains the gold
standard for reliability systems design for maintenance to this day.
Some organizations believe that the PM program should start with the precise original
equipment manufacturers recommendations. They have the belief that no one knows the
equipment better than the people who made it. Unfortunately, this is not always the case. The
one thing the manufacturer often does not know is the operating context.
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Figure 2: Failure Modes Analysis of OEM

Recommendations (Source: OMCS International)
This is not the case of course for purposebuilt equipment, but it is certainly the case
for general equipment that can be applied in
many applications. Figure 2 shows the results
of a reliability analysis based on knowledge
of the operating context as compared to the
OEM recommendations. Note that some of
the task intervals had to be changed and
some new tasks had to be initiated. This is a
surprise to some people who believe that the
manufacturers recommendations should be
followed to the letter.
While this may be the case for purposebuilt machines, it is not the case for general
machinery. As such, the development of an
equipment maintenance plan for a generalpurpose machine in a specific application
should consider the operating context and the
operating environment.
The litmus test for whether or not a
maintenance task remains in the equipment
maintenance plan is based mostly on the
RCM system.
Does the task prevent a failure mode?
Does the task detect the presence of a
failure mode?
Is the task regulatory or statutory in nature?
These tests help us determine

if a task is value-adding and
whether it should remain a part
of the maintenance strategy. All
too often, these non-value adding (NVA)
tasks creep into the program over time and
become bigger and bigger problems. The
PM program becomes bloated over time
and no matter how much bigger it becomes,
it is no more effective, and soon becomes
a burden to the organization instead of a
program that solves problems. The typical
scenario that creates such a large program
is that upon experiencing a failure, the
organization, believing they can PM their
way to reliability, immediately assigns more
tasks to the PM, at a higher frequency,
and with more people. Of course, this
does not address the problem for reasons
we will discuss in just a moment, and
the organization continues to falter while
they spend even more on preventive
maintenance. The fallacy is that the nature
of most problems is random and a timebased replacement strategy is not effective
at all in dealing with random problems. To
understand this phenomenon, we must first
define a few terms.
A failure mode is the local effect of a failure
mechanism according to the American
Society for Testing and Materials (ASTM).
An example might be simply bent,
broken, or leaking.
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Figure 3:
P-F Curve
Table 1:
Monte Carlo
Simulation Results
of Task Interval
Optimization
For the reliability engineer, this is not

descriptive enough to identify the problem
and solve it.
So, a slightly different definition of failure
mode will be used for this discussion. A failure
mode then shall be described as the part, the
problem, and the reason.
Example:
Bearing Fatigued Misalignment.
This is read as: The bearing was fatigued due
to misalignment. This description of the failure
mode gives us all of the information we need
to effectively leverage a countermeasure
against future failures. This definition will be
used for the balance of this paper.
Once we understand the failure modes,
we can then assign one of the six failure
curves found in Figure 1. The A-B-C curves
denote an interval-based failure. These
are the curves best suited for an intervalbased replacement strategy. Curves D-E-F
are random failures and an interval-based
strategy will not work for them at all. In fact,
it will cost significantly more money and will
result in no higher availability.
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Table 1 shows table for a typical motor

with a dominant failure mode that is
random.
The table shows the difference between
a time-based strategy applied to a
random failure and an inspection-based
strategy for the same failure mode. The
calculations were made within a Monte
Carlo simulation software with typical
costs of failure and repair for an electric
motor in a typical manufacturing facility.
It should be obvious from the differences
in the run-to-failure column and the
interval-based strategy column that for a
random failure, replacing the component
on a fixed schedule does nothing to the
availability of the component and only
raises the maintenance costs. The answer
to random failures is an inspectionbased strategy where the component
is inspected at some regular frequency
and the repair is affected based on the
condition of the component, regardless of
time. This is a very doable strategy within
the PM program. All of the inspections
should produce this type of work.
The P-F Curve

No one graphic within the realm of reliability
speaks to all of the concepts encompassed
in the name reliability so much as the P-F
Curve. This graphic says more with fewer
words than any other graphic in the field.
As defects propagate into a system, the
signals these defects give off change as the
defect passes through its severity progression
cycle. The signals are different early in a
defects life from what they are later in its
life. These signals tell the inspector about
the condition of the defect, which makes
the planning and scheduling of the defect
elimination much easier and more certain.
Acting on the defect as close to Point P as
possible creates several advantages for
the organization. Among those advantages
are lower repair costs, longer lead time for
planning and scheduling, lower probability
of failure, and a lower necessity for keeping
spare parts in stock as opposed to ordering
them as needed. These advantages embody
all that is reliability and it is for these reasons
that the P-F Curve is the single most

important concept in the field of reliability.
The P-F Curve has some implications
for the PM and Predictive Maintenance
(PdM) programs. As for inspections,
whether PM or PdM, the closer to Point
P that the inspection can identify the
defect, the more advantageous that
identification will have been. For example,
using ultrasound to find an early bearing
defect provides the organization with
an average of 90 days to deal with the
problem. However, if an equipment owner
relied solely on the eyes, ears, and touch
of the operators and technicians to find
the bearing defect (as is the case with
traditional PM programs), then the plant
would likely have something more like
5-7 days to effectively plan, schedule,
and execute the work before the situation
became more dire and the threat of failure
was imminent, forcing maintenance to
reschedule production and trigger a
maintenance outage.
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Figure 4:
I-P-F Interval
A well-designed PM and PdM program
then has separated the defects into those
that are easily detected with PdM & those
that are more appropriate for PM.
The P-F Curve also gives us an excellent
indicator about the frequency with which
PM and PdM inspections should occur. For
random failures, the inspection interval is less
than one half of the P-F interval. This ensures
that there is sufficient time to effectively
reduce the risk to the organization should a
defect be found. This rule applies to PM as
well as PdM programs. When the defects are
no longer random and there is a sufficiently
strong wear out mechanism producing the
defect, this rule no longer applies and the
equipment operator simply has to decide on
what degree of risk they are willing to take
with the interval-based replacement activity.
For non-random failures, the value of the PM
program becomes significant, as it is the only
failure-preventing task employed against that
failure mode. This next statement cannot be
over emphasized.
The criticality of a piece of equipment has
no bearing whatsoever on the inspection
frequency.
This is a very common error. It is rooted
in poor inspection techniques and the
organizations inability to effectively identify
the defect. The inspection interval is solely
based on the estimated P-F interval.
That being said, the criticality of the piece
of equipment does determine the number of
inspection methods utilized for a given failure
mode.
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January 2015
The more critical the equipment, the more

duplication one could apply to ensure the
defect is detected.
There is an old rule of thumb that states
if an inspection has been conducted six
times and nothing has been found, the
inspection interval can then be lengthened.
This was often presented as a business
decision that operators could make to save
money on the inspection program and the
total maintenance costs once a given level
of reliability was achieved. Given the rule
about the length of the inspection interval
above, this archaic rule about the number
of inspections not producing any results
likely seems silly. In fact, if the reliability
effort is doing its job, then the inspections
are not going to return any defects. So
then the business mind wonders: If the
inspections are not finding anything, why
do we keep doing it? It seems non-value
adding. If we remove the concept of risk
from our mindset, the business minds
questions are relevant. However, it is the
mitigation of risk that represents the core
of the field of reliability to begin with, so the
prudent reliability mind cannot remove risk
from the paradigm.
Risk must remain a part of the decision
matrix. With risk planted firmly in our
minds, the fact that six consecutive
inspections have yielded nothing should
give us cause for celebration as evidence
of a job well done. This six-inspection rule
does have one caveat. If six inspections
have yielded no results, then the nature of
the inspections and the inspection criteria

should be evaluated to ensure accuracy.
This is the only caveat, leave the inspection
interval alone. Six inspections without
finding anything simply means that the
I-P interval (I = Point of Installation, so the
I-P interval is the failure-free period) has
lengthened (see Figure 4), it does not mean
that the P-F interval has changed. It is the
P-F interval that determines inspection
frequency, not the length of the I-P interval.
PM Activity Types
There are six PM activity types. They are:
clean, inspect, adjust, replenish, rebuild,
and replace. These six activity types may be
completed by anyone in the organization,
not just a maintenance technician.
Operators and engineers may also play a
role in PM.
Cleaning involves keeping the machinery
clean enough for two things to occur. First,
the machine has to run efficiently, and
reliably. It cannot do so if the machine is
dirty. Second, the operator has to be able to
identify easily any defect or unacceptable
condition with the machine. Therefore,
operational personnel and not maintenance
normally handle cleaning. The only caveat
to this is where significant machinery
disassembly is required, and then
maintenance typically does the cleaning.
Inspection is the heart of any maintenance
program. Inspections may fall into one
of two major categories, quantitative and
qualitative. Qualitative inspections do
not require the use of measurement tools,
such as feeler gauges, micrometers, or
dial indicators. Permanently mounted
instruments like gauges are technically
measurement tools, but they do not require
a special skill set to read, so for this

discussion, reading a gauge is considered
qualitative, not quantitative. Quantitative
inspections are those inspections requiring
a measurement tool and/or a special
skill set. As a rule of thumb, qualitative
inspections should be assigned to
machinery operators and quantitative
inspections to maintenance technicians.
Some components and parts need
adjustments over time. Operators can
perform some of these adjustments as
long as the proper set points have been
marked by a skilled craftsman. The most
common example of this is center-lining.
Some machines have different settings
depending on the mode of operation or the
product they are running, which require the
machine to be configured differently. These
different settings are marked to indicate
the proper positions for different pieces of
the machine. Operators often make these
machinery moves themselves without the
assistance of a maintenance technician.
Other adjustments may include things like
calibration, where the technician measures
something, compares the measurement
results to a known standard, and then
adjusts the item to bring it back into
calibration. Additionally, some adjustments
are made based on wear. For example, if
material hits a wear plate, the plate thins
over time. To maintain a given clearance,
the position of the plate must be moved.
This is a classic example of an adjustment
activity as a PM task.
Replenish simply means to put back what
has been consumed. Lubrication is the
most common replenishment task, but not
all replenish tasks are related to lubrication.
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Another example might be coolants that are

consumed in the process. Not all lubrication
tasks require someone highly trained and
skilled in contamination control techniques.
Some lubrication tasks require only basic
skills that operators can perform.
As long as the lube process has been well
defined such that the proper amount and
type of lubricant is delivered at the proper
frequency, there is no reason why anyone
cannot perform the task.
Replace can be as simple as replacing a
filter based on the number of hours it has
been in service, like air filters or water
filters. Replace can also be as complex
as replacing catalyst elements based on
the number of hours in service. But what
they both have in common is that the
replacement was based on a fixed interval;
it was not based on waiting for the system to
malfunction in some way only to find out that
a replacement had not been made. At this
point, the replacement is an emergency and
not preventive maintenance.
Rebuild is essentially like replace. If the
failure mode is known and the failure mode
is a clear wear out mechanism, and the
interval is known, then rebuild may very well
be the correct PM strategy. The important
factor here is that the rebuild takes place
on a regular and fixed interval. Rebuilds
that are performed on an as-needed basis
are not considered PM, they are simply
repairs or corrective work. It only counts
as PM if the activity is performed on the
interval. Additionally, major repairs found
and corrected during a PM do not count as
PM. Some organizations do this to avoid the
increase in any emergency maintenance
metrics and also to avoid the Mean Time

Between Failure (MTBF) of the machine/
system from being negatively affected.
Some of these same PM activity types can
be performed in the storeroom just like they
are performed out in the manufacturing
or production environment. Motor and
pump shafts should be turned on a regular
basis. Bearings and seals should remain
in their original packaging. V-belts should
be stored flat and not hung on hooks.
Parts made from raw metals should be
protected from oxidation. Items that are
sensitive to dust and moisture should be
sealed and protected. Bearings should
be stored on anti-vibration mats to protect
them from false brinneling. These tasks
should be assigned within the Computerized
Maintenance Management System (CMMS)
and executed at a set frequency, just like the
tasks performed on the installed equipment.
Stores PM activities are not much different.
There should be inspections, cleaning, and
adjustments.
The proper balance between PM and PdM is found in Figure 5.

Preventive maintenance should consume 15% of the total maintenance labor. This is
not a minimum, and 35% is not better than 15%. The PM activities should generate
some work. The corrective work as a result of the PM activities should consume
another 15% of the total maintenance labor force. Again, this is not a minimum
or maximum, it is the target. PdM inspections should consume 15% of the total
maintenance labor force. These inspections will generate corrective work as well.
The corrective work as a result of the PdM inspections should consume 35% of the
maintenance labor force.
Figure 5: Proactive Workflow Model
PM in the Overall
Maintenance Strategy
In the past, most maintenance managers
have believed that the PM program was the
heart of the maintenance effort. While this is
still mostly true, we have to consider the PM
program and the PdM program separately
to ensure that we get the right balance of
activity types. The general expectation of
the PM program should be inspection of
equipment that requires some degree of
disassembly and that cannot be performed
by some PdM technology, and it should
include all of the activities that prevent
defects from entering the system.
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Figure 8:
Typical PM Task List
Figure 7: Procedure Taxonomy
Figure 6:
Human Error Rates (Source: A Guide to Practical Human

Reliability Assessment, by Barry Kirwin)
Business Case for

Efficient PM
There are two reasons why PM procedures
should be well- designed work procedures.
Number one, to eliminate the probability
of human error in the execution of the
procedure. Number two, to improve the
wrench time of the work force.
See Figure 6 for a chart on probability
of human error. According to the chart,
a person working independently, under
stress, and without a well-defined work
procedure is 30,000 times more likely to
commit an error than someone who is
working with a well-designed procedure and
with a team. Of course, one of the issues
is that we make errors every day and over
time we have become accustomed to these
errors and no longer see them as problems
to be overcome. We simply see them as
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part of our everyday lives. These are known as

institutionalized losses, as we have made them
part of our daily expectations. Well-defined
work procedures are intended to eliminate as
many of these as possible.
The second reason well-defined work
procedures are so important pertains to
manpower utilization, namely wrench time.
The more comprehensive the job packet, the
more efficient the work. There is a lot of value
to an organization for getting the wrench time
up to a respectable level. For example, if an
organization has 60 technicians, 15% of the 60
technicians (9) should be working on PM at any
given time. If the wrench time for this group of
technicians is 29% (North American average)
and through better procedures and more
complete job packets, the wrench time was
shifted to 55% (considered by many to be .
the upper limit of possibilities), then the

organization would effectively realize an
89.65% increase in productivity without
hiring any additional personnel.
Some craftsmen have a negative reaction
to this line of logic. They believe that
doubling the output means they have to
double their efforts, and the doubled effort
is expected at no additional increase in
compensation. If these were the only
elements in the equation, one could see
this as a demotivator.
However, more efficient work means
easier work. The definition of efficient after
all is results divided by effort. So, if I can
get better results with less effort, I get
an increase in efficiency. The less effort
part comes from not looking for parts, not
waiting to get a machine down, not waiting
for a permit, and not wondering how to
do the job or having to invent a way to
do the job. A wellconstructed job packet
contains all of these things; therefore,
the technician expends less effort while
getting more work accomplished. This is
wrench time logic that creates a significant
portion of the business case for improved
PM procedures.
PM Procedures
PM Procedure Hierarchy
To ensure everyone uses the same terminology
for procedures, Figure 7 contains a standard
taxonomy for procedure construction.
Projects contain one or more jobs
Jobs contain one or more tasks
Tasks contain one or more steps
Steps may or may not have instructions
A common procedure hierarchy or taxonomy
ensures that everyone uses the same terms to
describe aspects of the procedures and there are
no lapses in understanding due to different terms.
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Procedure Elements
A procedure is much more than a task list.

Task lists are what normally appear in a PM job
plan. Figure 8 is an example of a task list that is
supposed to pass for a PM procedure.
What is sad is that this is a very typical PM
procedure, and there are so many problems with
this procedure that it is borderline comical.
A well-defined procedure has the following
elements:
1. Warning warnings alert the technician
to the possibility of injury during the
execution of the procedure.
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2. Cautions cautions alert the technician

to the possibility of equipment damage
and/or environmental incidents during
the execution of the procedure.
3. Tasks and Steps these are the specific
actions to be taken in order to
accomplish the objective of the
procedure.
4. Instructions some steps require
instructions, some do not. Instructions
are the specific element actions required
to accomplish a step.
5. Resources these are all of the things
that help accomplish the procedure.
Examples of resources include:
parts, tools, consumables, permits,
departmental coordination notes, and
outside services.
6. Constraints and Impediments these
are all of the things that may interfere
with the completion of the procedure.
Examples include: interference from
other machines and structures,
production schedules, weights of
components, location of components,
and specific disassembly requirements.
7. Notes notes are additional details that
are included for clarity, or may be
conditional steps added for special
circumstances.
8. Performance standards these are
special constraints that are added to
ensure that the step meets the desired
quality consideration.
Examples include: alignment tolerances,
torque values, clearance values, and
indicators of proper fits.
This list differentiates a task list from a
procedure. Most organizations want
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January 2015
a procedure, but only invest the time to

produce task lists, and then wonder why they
experience so much variation and error in
the results of the procedures, often blaming
this variation and error on the technicians
when the blame lies with the quality of the
procedure.
The nature of the tasks and steps should
be quantifiable and repeatable. Quantifiable
can also be said as measureable. PM tasks
should either require measuring tools to be
accomplished or at least have the ability to be
measured when complete. This element of the
procedure ensures that the task can be quality
checked for completeness at some point in the
process. If the task is not quantifiable, then
the task has some inherent variation within
it, as will the results of the task. Additionally,
the task has to be worded such that it is
repeatable.
Repeatability has to do with getting the same
results from the same person twice in a row or
getting the same results from multiple people
completing the same procedure. Wording the
procedure properly means taking the time
and effort to write the task, step, or instruction
to ensure that only one meaning can be
interpreted. This is easier said than done, but
the time and effort spent doing this is money
well spent.
There has always been some issue with what
degree of instruction to put into a procedure.
One school of thought says that the degree
of instruction should be targeted at the least
experienced technician in the organization.
Of course, this method means that the very
experienced technician has a large amount of
instructions to sift through that they may not
need.
Another school of thought posits that
instructions should never infringe on the
skill of the craft and should therefore be
minimalistic. Of course, this means that the
unskilled crafts person may find the procedure
lacking and have to pause the job to go

looking for answers. One way to think of how
many instructions to put into a procedure is
to place the amount of detail in there that
guarantees consistency of execution.
Granted, this is easier said than done if the
planner or engineer decides to attempt to
build this procedure alone in their office.
However, there is a way to accomplish this
while garnering a high level of participation
from the crafts personnel, and that is
to simply involve the technicians in the
creation and editing of the procedure. This
creates ownership, and it also ensures that
the degree of instruction is useful and not
overbearing.
Yes, sometimes the easiest answer to the
age old question of how detailed should
the instructions to the technicians be is to
simply ask them.
Some consideration should be given
to standard procedures as well. Some
procedures are the same regardless of
the machine for which they are designed
or for the size of the component. These
standardized procedures make the
construction of new procedures more
efficient. For example, shaft alignment
for direct coupled machines using rolling
element bearings is the same regardless
of the machine type or size. Having a
standardized procedure for shaft alignment
removes a great deal of work from the
procedure author. Sheave alignment also
falls into this category. Another example
is the removal, installation, and inspection
of a grid coupling. This procedure is the
same regardless of the size of the coupling.
Having these standardized procedures to
pull from and drop into new procedures
under development makes the whole
process more efficient while maintaining
consistency in critical processes across
different jobs.
In the maintenance world, one of the

biggest complaints has been the lack
of useful feedback from technicians
about the quality and usefulness of a job
procedure, and PM job procedures are
certainly no exception. For years, the
planners and engineers complained that
mechanics and electricians never give any
feedback at all or that the feedback they
do give is useless.
This lack of feedback is usually rooted in
two different issues, and it is almost never
one or the other. It is usually both.
Reason number one:
The technicians have no ownership in the

procedure. They did not help write it, they
do not agree with it, and therefore they do
not use it.
The effect of these three characteristics
is that they feel no compelling reason to
offer any feedback of substance. As for the
treatment for this particular problem, the
answer is participation, which we covered
previously in this very paper.
M
P
Go To Contents Page
Reason number two:
Previous feedback has been habitually

ignored to the point there is no use
in wasting any more time in providing
feedback because it has been made
readily apparent that either no one is
reading it or no one is acting on what has
been read.
All feedback deserves to be considered
and a response offered on the feedback
within a week. When people know that you
are listening, and that you care,
and that they .they can count on you to
follow through, they will more eagerly
participate with you in a process. It is as
simple as this: show me you do not care
what I say and fairly soon I will stop saying
anything at all.
Go To Last Page
All work procedure feedback deserves

someone coming back to the person who
offered the feedback and providing either the
evidence that the feedback was integrated
or the rationale for why it was not.
PM Scheduling
and Compliance
There is a difference between adherence
and compliance, at least in the PM world.
PM Compliance is the percentage of PM
tasks that were completed as per the
schedule.
For example, if the CMMS showed 212 PM
tasks scheduled for August and only 203 of
them were completed, the PM Compliance
for August would be 95.7%, which is good
because the goal should be >95% for PM
Compliance. While there is no benchmark
data to backup the claim of 95% as a target,
it is a generally accepted target. Each
organization should establish its own target.
When evaluating the PM Compliance metric,
manpower should be considered as well.
If the 212 PM tasks scheduled for August
represented 488 labor-hours, the 95.7%
compliance should have consumed
something close to that same percentage
of labor-hours. This is not always exact as
some PM tasks take longer than others, but
it should be within the realm of believability.
However, if the 95.7% PM Compliance
only consumed 54% of the labor-hours that
were scheduled, there is a problem. If this
happens, the PM completion process should
be evaluated, as there is likely someone
completing PM on paper and not actually
doing the work or the PM completion labor is
being charged to something other than the
PM. Either way, there is a problem.
32
AMMJ
January 2015
PM Route Adherence is another measure

altogether. Route adherence is the measure
of how closely the PM task was completed
within its call window. The call window is the
allotted time for the timely completion of the
task and ideally should only allow for early
completion - 10%.
For example, the monthly PM was due
on 14-October. As it is a monthly PM, the
window is 3 days. So, the PM could be
completed as early as 11-October, but no
later than its due date of 14-October to
receive full adherence credit. If the PM is
completed outside of the window, it is still
checked as being completed, but the degree
of how early it was completed determines
the degree of route adherence. If it was
completed outside of that window, the interval
between it and the previous completion (if
early) or the next completion (if late) is being
infringed upon.
Therefore, when measuring the PM program,
we want to evaluate PM compliance both
from a percentage of task completion, the
percentage of labor-hours consumed, as well
as the degree of route adherence. Leaving
one of these metrics out of the equation
opens the organization to some degree of
risk with respect to the efficacy of the PM
program.
PM schedules should be load-leveled across
the balance of the scheduled time. For
example, I do not want to have 70% of my
PM labor-hours in the first week of the month
with the other three weeks having 10% each.
The reason I do not want this is that

machinery failures and other emergency
work may disrupt which machines I have
available for PM work and it thus impacts the
rest of the month. Not to mention, it puts all
of the missed PM at risk to miss the - 10%
adherence rule. Evenly distributing the PM
load across the month, the quarter, or the
year makes the management of the PM effort
much easier.
Mean Time To Implement is another useful
metric for PM program management.
The average time it takes to complete the
corrective work generated from the PM
inspections is the MTTI, or Mean Time To
Implement.
The idea of this metric is to drive the
timely completion of the corrective work
identified during the PM inspections. Like
all inspection data, there is a best-if-usedby date on all information. Inspections that
yield defects have to be corrected in a timely
manner lest the defects turn into equipment
failures. Failing to act quickly enough begs
the question of why inspect it at all if you
are not going to act on the information. All
corrective work from PM inspections should
be completed with a less than 30-day MTTI.
Preventive Maintenance Evaluation
PME takes a Total Productive

Maintenance (TPM) approach to
evaluating the current PM system, sorting
them based on type, and then determining
if the task steps should be replaced,
deleted, done differently, or left as is. It
is based on evaluating the steps of the
task list individually and determining if
the task step meets certain criteria. The
result is a recommended action for each
step. This serves as a fairly fast method
to go through tasks, but does not evaluate
overall effectiveness of the task list or
frequency of performance.
Overview of PME Process
PME takes each task step and asks the

following questions:
Does the step add value?
Can it be replaced by PdM methods?
Should it be on a lubrication route?
Could it be assigned to operator care?
Does the step need to be written
differently (reengineered)?
Is it good as written?
The evaluator, based on the answer,
then assigns one of the following
recommendations:
No Value Added
Reassign: Lubrication Route
Reassign: Operator Care
Replace with PdM (specify type(s))
Reengineer with comment(s)
No Modification Required
M
P
PM Evaluation and
PM Optimization
Two processes are used to evaluate and

modify PMs to add more value to a Reliability
Based Maintenance implementation. The
two processes are PM Evaluation (PME)
and PM Optimization (PMO). These have
been developed over time to replace the
time-consuming tasks associated with the
RCM practices. These are both described
here to compare and contrast their unique
processes.
Go To Contents Page
PME Example:
When the PME questions are used to

evaluate traditional PM programs, the
typical results are as shown in the chart in
Figure 9.
Go To Last Page
In traditional PM programs, these questions

normally produce the following results. Rows
1 through 3 typically sum to 30%. Rows 4 and
5 normally sum to 30% each, leaving Row
6 as 10%. These numbers mean that most
PM programs are larger than they should be
and are typically not producing the results
everyone thinks they should.
Cleaning up that PM program by reallocating
the labor to the correct location can go a
long way to making the PM program produce
the desired results and save a considerable
amount of labor expense provided the
labor cannot be reassigned to other valueadded work, like creating an internal PdM
program, performing root cause analysis, or
building work procedures. Someone should
be assigned to frequently and regularly pick
a selection of PM tasks and ask the PME
questions. This will keep the PM program
from getting bloated and becoming more of
a burden on the organization rather than a
process that solves machinery problems.
Figure 9
PM Evaluation Results Table
33
AMMJ
January 2015
Preventive Maintenance
Optimization
The PMO evaluates the task based on

whether it prevents a failure, the failure
needs to be prevented, and there is a
better way to do it. Unlike RCM, it primarily
approaches the asset evaluation based on
the existing PM. By looking at the PPM as
a whole, and the asset history, it can also
address failure modes not properly identified
in past PM implementations. This process
is essentially a targeted simplified Failure
Mode and Effects Analysis and will require
more time than the PME portion of the
analysis. This is also more focused on where
the equipment is being used. The same
model motor in a heating system may not be
as important as one in a process line, and
therefore not cost effective to maintain.
Overview of PMO Process
PMO takes each task list and PM and
evaluates them in light of equipment history
and functional failure prevention/alleviation.
It asks the following questions:
Validity:
Does it prevent or mitigate
a failure?
Method: Can it be replaced
with PdM or something
non-intrusive?
Cost Effectiveness:
Is it cheaper to replace
than maintain?
(Include cost of down
equipment impact.)
Frequency:
Is the frequency based on
actual needs or just the
way it has always been
done?
Based on the results of these questions,

possible recommendations/actions include:
Failure does not need to be prevented.
Failure prevention is not cost effective.
Task list can cause damage to
equipment reengineer.
Frequency of PM needs to be changed.
Summary and Conclusion

Preventive Maintenance has been the
heart and soul of professional maintenance
efforts in a manufacturing and production
environment, and it should always remain
so. However, to accomplish the asset
reliability required to enable high levels
of availability, the PM program has to be
streamlined in several ways.
Our expectations of what PM alone
can accomplish have to be modified to
only include those failure modes that are
interval-based or wear out failure modes.
We can no longer expect to combat
random failures with an interval-based
replacement.
Our expectations of the effectiveness of
sensory inspections have to be adjusted as
well. Sensory inspections identify the defect
very low on the P-F curve, allowing only a
short amount of time to respond correctly
and efficiently. We have to ensure that the
inspection techniques we employ find the
defect as high on the P-F curve as
possible.
Our expectations of what drives the PM
program have to be adjusted. Failures do
not drive the PM program. This is reactive
thinking. The reasonable and likely failure
modes for a piece of equipment drive the
PM program.
Our expectations for the frequency of PM

inspections have to be adjusted. The only
factor in the equation for calculating the PM
interval for random failures is the length
of the P-F curve. The fact that you have
conducted the PM inspection six times and
not found anything is irrelevant to the
inspection frequency. This is what happens
when the reliability effort begins to work
correctly. This does not mean the machine
is now exempt from random failures.
Our expectations of what constitutes a
proper procedure have to be adjusted.
A task list is not a procedure. Procedures
have enough detail to drive consistent
execution of the PM regardless of who
executes the work.
Our expectations of what good
compliance and adherence look like
have to be adjusted. There is a finite
time window for each PM; miss the window
and you expose the asset to
unnecessary liability.
If these expectations are successfully
adjusted, then the organization can begin to
expect that the PM effort will only take about
15% of the total maintenance labor and it will
drive an additional 15% of labor utilization
against corrective work found during the PM
inspections.
These numbers indicate a healthy mixture
of PM into the maintenance scheme without
wasting any money and without exposing
the asset base to unnecessary risk.
Accomplishing this is a major step in the
direction of improving asset reliability and
Overall Equipment Effectiveness (OEE).
M
P
Go To Contents Page
info@alliedreliability.com
www.alliedreliabilitygroup.com
Go To Last Page
Root Cause
Analysis:
The Top 10
Reasons Why
It Will Never
Work In My
Company
Robert J. Latino
Reliability Center, Inc
We have all been inundated with

the flavor of the month programs
that come down the corporate pike.
We see the acronym coming from
a mile away. We see the lip service
support given to the effort and then
the gradual demise of expectations
into the sunset. We are often
conditioned in this fashion creating
the above described paradigm. But
could this conditioning negate our
receptivity to common sense?
As a Root Cause Analysis (RCA)

consultant, trainer and practitioner
in industry, I have visited hundreds
of facilities and trained thousands of
engineers, managers, mechanics and
operators. I wish that I had $1 for every
time I have heard about how our
facility is very complex, or we are
different from everybody else. If I had
that $1 for each occurrence, I would not
have to work very long!
What many people do not realize is
that there is one common denominator
in RCA, no matter where we work
WE ARE HUMAN BEINGS! This is no
revelation. Yet we constantly strive to
convince ourselves that our problems are
the result of things beyond our control.
To me, this is rationalizing why we
have been unable to resolve an issue.
Keep in mind, that humans created the
equipment, processes and systems in
which we work.
The proper application of RCA must
first involve the understanding and
acceptance that the nature of the
undesirable event is irrelevant. True RCA
involves understanding how the human
mind resolves any undesirable situation.
The industry in which it is applied is
irrelevant. I personally frequently work
in steel mills, paper mills, chemical
plants, oil refineries, healthcare facilities,
service companies and the like. There
are no direct commonalities across these
industries, except that human beings run
them. I could not possibly have expertise
in all of them.
In order to be successful with the concept

of RCA, we must first overcome our
objections to our perceptions of RCA.
I have compiled a list, based on my
experience, of the Top Ten (10) Reasons
that People Believe RCA Will Not Work in
Their Organization. They are as follows:
1. RCA takes too much time
2. RCA is too expensive
3. RCA is the program-of-the-month
4. We already have RCM
5. I will work myself out of a job
6. RCA is a witch hunting tool
7. RCA is the engineers job
8. RCA is only useful for major events
9. RCA is a reactive tool
10 RCA is the maintenance
departments problem
Do these phrases (paradigms) sound
familiar? Whether these conditions
actually exist or not, if people believe
they do, then they will make decisions
as if they do exist. Most of the time, our
obstacles to RCA success, is our own
view of the world. Lets take each of these
restraining paradigms and see whether
they are fact or fiction.
1. RCA Takes Too Much Time
I enjoy hearing this objection because my
next question always is If this takes too
much time, what are you so busy working
on? The fact of the matter is that we are
so busy being firefighters (reactors) that
we cannot find the time to eliminate the
need for the firefighting.
2. RCA Is Too Expensive

I find this one amusing as well,
because we always find the money to
fix something over and over again, but
we cannot seem to find it for proactive
activities. Its funny that our budgets
rarely include costs for a catastrophic
event, yet when they happen, we always
find the cash. Consider what costs are
associated with routine chronic events
such as bearing failures; manpower
dollars, material dollars and lost
production at a minimum. Add these
costs up for event over the course of a
year and see if RCA is too expensive.
Not likely!
3. RCA Is The
Program-Of-The-Month
Of course it will be viewed as this. It is
another acronym. Once an effort has a
new acronym attached to it that is the
beginning of the demise. We often see that

the average program-of-the-month has a
shelf life of about six (6) months. Most will
sit back and see if the effort lasts past that
long. If so, then they may get on board.
The fact is that RCA is common sense
and should be viewed as the way we do
business. Safety survived on this concept!
4. We Already Have Reliability

Centered Maintenance (RCM)
I am always surprised when companies

will approach us about bidding on a
project where the bidders will be RCA
and RCM firms. This is a clear indication
that the company putting the bid out does
not understand either. RCM is typically
a means to identify and prioritize critical
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AMMJ
January 2015
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equipment and then develop a custom

preventive/predictive maintenance
program. This sharpens our response
to impending failure. RCA on the other
hand, strives to eliminate the risk of
recurrence of the event so that there is
nothing to predict in the future. These are
diametrically different concepts that are
complementary not contradictory. We are
cautious whenever anyone puts out a bid
for such work because it treats RCA as a
commodity. If people believe that RCA is
a commodity, then the methodology used
by the awarded firm is of no consequence
and low cost is the driver, not value.
We will typically remove ourselves from
bidding situations where we are viewed as
a commodity and the value of our method
is not a criterion.
5. I Will Work Myself Out Of A Job
This is a common concern among people

whose sole purpose is to repair equipment
and processes on a daily basis. Imagine
if you are a maintenance person and
these RCA people show up and say
their goal is to eliminate failures. Where
does that leave me? What few realize is
that the typical maintenance function is
a primarily reactive task. Wouldnt it be
nice if we could better use the creativity
and experience of these individuals
for proactive means? Think of all the
proactive functions that we currently do
not have proper staffing for; preventive
maintenance technicians, predictive
maintenance technicians, RCA analysts,
inspectors, etc. When we eliminate the
need for the repair work, we should free
up the time of some very skilled people to

do the proactive jobs, which increase the
reliability of our operations. We should not
consider RCA as forcing us out of a job, but
rather providing us a more challenging one.
6. RCA Is A Witch Hunting Tool
Like any tool, you can use RCA for good

or for evil. I would not be telling the truth if
I said that no one has ever used RCA as a
witch hunting tool. I would be telling the truth
if I told you that those who did use it for that
purpose only used it once, then no one ever
helped them again with RCA. This will render
the effort as useless. The fact of the matter is
that we cannot technically be accurate in true
RCA if we witch hunt. This is because if we
do not understand why people make decision
errors that result in failure, then we cannot
be assured the event will not recur. It is an
absolute necessity to understand the human
decision making process in true RCA. Witch
hunting will prevent this from occurring.
7. RCA Is The Engineers Job
For decades analytical tasks such as RCA

have been viewed as the responsibility of the
more technical professions such as engineers,
scientists, academics, etc. While such
expertise is helpful on an RCA team, it and
of itself, does not guarantee results. It has
been my experience that any event in any
organization can be solved with the talent
employed by the company. However, I
have found that RCA teams are much more
successful with the participation of the hourly
workforce, the people closest to work. No
one knows the specifics of the operations like
those on the floor who are in a position to
sense their surroundings daily. Personally,

any attempt to do RCA without the hourly
participation is a missed opportunity for
the organization and a potential risk to the
successful conclusion of the analysis.
8. RCA Is Only Useful

For Major Events
Many believe that only time RCA should

be applied is when someone is injured,
there is catastrophic damage, there is an
environmental incident or some regulatory
agency requires it. Oftentimes RCA is
only applied to such situations. Do these
events reflect the major sources of loss to
an organization? Our experience says that
such sporadic events are minor contributors
to the overall losses of an organization. On
the contrary, our experience shows that
20% or less of the chronic events account
for 80% or more of the losses.
9. RCA Is A Reactive Tool
What is eating our lunch are the small,

chronic events that are accepted as a
cost of doing business. These events are
so widely accepted that they are actually
budgeted for on an annual basis. They are
usually embedded in the infamous R or
Routine category. They are the hidden
gold because no one will analyze them
because no one is hurt, there is minimal
damage, there is no environmental incident
and there is no regulatory agency on
our back. Using RCA only to investigate
sporadic events is a totally reactive use of
the method. Using RCA to analyze these
chronic events is a proactive use of the
methodology because is we do not analyze
them, no one will.
10. RCA Is The Maintenance

Departments Problem
Remember when the common term was

Root Cause Failure Analysis (RCFA). Now
we call it Root Cause Analysis (RCA).
Why do you think that is? Because most
people associate the term failure with
a mechanical or maintenance loss. This
is a misnomer. Our experience shows us
that in the continuous process industries,
on average, production losses outweigh
maintenance losses 4:1. This means that
a lost downtime hour can cost four times
the maintenance cost to repair equipment.
However, we often only consider mechanical
things as failures. What about quality
defect, poor yields, excessive scrap and
rework, extended scheduled shut downs,
excessive time to obtain safety permits
and the like? Dont these items cost a
considerable amount of loss? Just like
Safety is everyones job, so is RCA. There
are no boundaries that confine the analytical
thought process of the human being.
Looking over this, we can recognize that
it is nothing more than common sense.
Hopefully, these descriptions should help to
overcome these restraining paradigms with
your organization if they prevail. The only
thing holding us back from being successful
with RCA is ourselves. Remember, you
cannot do what you cannot imagine!
Robert J. Latino is CEO of Reliability Center,
Inc. Mr. Latino is a practitioner of root cause
analysis in the field with his clientele as
well as an educator. Mr. Latino is an author
of RCIs Root Cause Analysis Methods
training and co-author of Basic Failure
Analysis Methods workshop.
blatino@reliability.com.
35
AMMJ
January 2015
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Trained workers at Gorenje install sensors in the tool components of a press

used to produce parts for household appliances. Gorenje Group
Health Screening
For Industrial
Machines
Moving Towards Self
Maintaining Machines
Fraunhofer IWU
www.fraunhofer.de
Germanys Industry 4.0 initiative aims

to develop industrial machinery with
built-in intelligence based on smart selfmonitoring functions. Researchers have
now come a step closer to the ideal of a
self-maintaining machine. A technology
developed as part of the iMAIN project
provides real-time online monitoring of
unprecedented quality.
Metal forming machines have to
withstand considerable forces and yet
remain in operation for a long time.
When cold forming parts for automobiles,
washing machines, refrigerators and
the like, the exerted pressure can easily
amount to several thousand metric
tons. This operation has to be repeated
hundreds of thousands of times in the

complete lifetime of a machine. If the
machine fails, it can cause substantial
damage. Worse still, because the
machine is usually integrated in a series
of production steps, the failure can cause
the entire production process to come to
a stand-still. Depending on the extent of
the damage, the repairs could take up
to a month accompanied by a loss of
revenues in the six-digit region. If it were
possible to predict such failures, either of
the entire machine or a single component,
companies would know precisely when
they ought to maintain the machine or
replace specific components, preferably
in coordination with the production
schedule.
Virtual sensors render real sensors

almost obsolete
Researchers at the Fraunhofer Institute
for Machine Tools and Forming
Technology IWU in Chemnitz aim to
change this situation. In the future, the
machines themselves will be capable
of detecting problems and predicting
failures. As part of the EU-sponsored
iMAIN project (www.imain-project.
eu), the scientists have developed
a prototype of an information-based
predictive maintenance system that
enables operators to determine when
a component or entire plant is likely
to fail. The distinctive feature of this

technology is its use of virtual sensors.
These receive input both from computersimulated models of the machine and
from real sensors that provide information
on the strain occurring in individual
components. Using mathematical
models and a minimum of actually
installed, real sensors, it is possible to
realistically simulate strain scenarios for
the entire machine in real time. This in
turn provides the basis for an entirely new
and innovative approach to predictive
maintenance, says Markus Wabner of
Fraunhofer IWU.
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AMMJ
January 2015
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Until now, it has been customary to carry

out plant maintenance according to a
fixed schedule or on an ad-hoc basis in
response to failures. Certain manufacturers
already equip their machines with (real)
sensors, but solutions that rely exclusively
on these devices are not ideal: they are
expensive and complicated to implement,
require their own error monitoring system,
and measure stress and strain only at
the points where they are installed and
nowhere else. In our option, the use of
virtual sensors is the only conceivable
and economical way to obtain a complete
picture of the forces acting on the
material, says Wabner. While algorithms,
simulations and mathematical models can
often provide a reasonably good image of
reality, even the most precise calculations
are subject to errors. This is why the
researchers constantly compare the virtual
data with real measurements recorded
while the machine is in operation. If there
is a wide discrepancy between them,
we modify the model accordingly, says
Wabner.
A cloud site accessible to internal users
via a wide range of interfaces including
smartphones, tablets and laptops serves
as storage of information on the stress
history of different manufacturing plants.
The more data we collect, the easier it
is to know the right time to implement
preventive measures. We develop
algorithms that enable machines to learn
from experience, and decide on the right
time to replace components or determine
when they have reached their optimum
stress loading. The real data are compared
with a simulated model that can be used
to calculate the breaking point of the
material, explains Wabner.
The EU-sponsored iMAIN project

was launched in September 2012
and brings together manufacturers,
industrial users, computer scientists and
engineers in a concerted effort to develop
new, advanced technologies for the
maintenance of industrial machines. The
virtual sensors have long since passed
the proof-of-concept stage and are
already being successfully used in reallife applications. And the private cloud
solution for data sharing has reached the
test stage, reports Wabner. A prototype
version of the system is being used by a
project partner in Slovenia - the Gorenje
Group, which manufactures home
appliances for the condition monitoring
of a universal press supplied by Litostroj
Ravne, another project partner. This
factory forms metal panels used in the
construction of washing machines,
refrigerators and other appliances. Since
this system was introduced, Gorenje has
better information enabling it to predict
possible outages in advance, and also
facilitate and optimize press operations
by monitoring the stress and strain on
the machines. We regularly compare the
recorded data with the results of tests
conducted at our facility at Fraunhofer
IWU, says Wabner. The ultimate aim is
to be able to produce a system capable
of predicting the stress-related failure of
components in practice by the time the
project ends next summer.
Research News Nov 2014
Fraunhofer IWU
www.fraunhofer.de
24-25 March 2015
www.sirfrt.com.au/cmlnf
Location: Rydges World Square, Sydney

389 Pitt Street, Sydney NSW 2000. From airport is 20 minutes+ by
taxi or 17 minutes by train, plus 350m walk from Museum Station
Monday 23 March - Optional FREE day workshops for forum attendees

Mon Thurs Fri 23-26-27 March - Optional 1, 2 and 3 day workshops
The 9th annual Condition Monitoring, Lubrication and Reliability Forum
This is the premier conference in Australia for the fields of Condition Monitoring, Lubrication and Reliability.
Practitioners share their successes and great ideas about achieving safe, reliable and cost effective management
of assets. It is an unforgettable annual national event with energy filled presentations, discussions, exhibitor
displays & entertainment. Special focus on development the younger generation of reliability people.
Forum
Overview
& Who is
it for?
Numerous exhibitor booths

3 Keynote presentations
25 Presentations in 3 Streams
Case studies
Best practice technical presentations
Discussion groups
Networking, drinks & entertainment
Pre and Post conference training
37
This forum is for Maintenance & Operations

Managers, Reliability & Maintenance Engineers,
Maintenance Planners & Supervisors, Reliability
Condition Monitoring & Inspection Technicians.
Forum Media Partner
AMMJ
January 2015
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Maintenance and Reliability
News
Maintenance
& Reliability
News
Helping To Keep BHP Billitons
Trains Running Safely
and Efficiently
Port of Antwerp wins IBM

Maximo Award!
The Port of Antwerp is the second largest
harbor of Europe with 600 employees working
in maintenance, divided over 10 maintenance
departments. Mainnovation supported the
Port of Antwerp with the optimization and
standardization of maintenance processes and
the selection of a new corporate EAM system.
After a European tender Maximo was
selected by the Port of Antwerp due to its
distinctive flexibility and high fit with the new
processes. Part of the Maximo project was the
development and implementation of the VDM
Control Panel. After thorough investigation
by Mainnovation and IBM, it was decided to
build the VDM Control Panel in Cognos, since
this software contained more reporting and
analyzing functionalities than other Maximo
solutions like Actuate, BIRT and the KPI
manager in Maximo.
Port of Antwerp wins IBM Maximo
Best Practice Award 2014!
During the event Maximo Comes To You
the Best Practice Award 2014 was awarded.
Port of Antwerp, NedTrain, Gate Terminal and
Elementis were nominated. The four nominees
are judged by the scope of deployment of
Maximo functionality and modules, interfaces,
added value, usability and user friendliness
of their Maximo system. According to the jury
Port of Antwerp is using Maximo to the max.
Mainnovation congratulates Port of Antwerp
with this prize!
More than a tool

The VDM Control Panel is not just another
KPI dashboard. It is based on one of the
most innovative maintenance management
philosophies of today. Hundreds of companies
around the world have discovered the power
of VDM. With impressive results! Sustainable
cost reductions between 25 and 40% are no
exceptions. Neither are uptime improvements
of 5 to 10%. We have even seen 20 to 30%
reduction of the investment budget due to
smarter maintenance. Implementing the VDM
Control Panel is therefore more than just an IT
project.
Our Maintenance & Reliability experts are
available to support you with implementing
a KPI meeting structure and analysing your
performance. We can also assist you in
setting your targets with our benchmark
database myVDM.com.
www.mainnovation.com
Loc8.coms tailored rail asset and fault

management solution helps to keep BHP
Billitons multi-million dollar trains running
safely & efficiently, 365 days per year.
BHP Billiton (BHPB) is a diversified, multinational
resources corporation, with headquarters in
Melbourne and London.
Considered to be the worlds leading resources
company based on revenues generated, it
retains a wide variety of mining and processing
operations in 25 countries.
A core BHPB activity is large-scale mining and
transportation of iron ore in the remote Pilbara
region of north Western Australia.
The Challenge:
BHP Billiton needed an efficient software
solution that could reliably record and control
the thousands of locomotive and ore car assets
managed through its state-of-the-art Ore Car
Repair Shop (OCRS) and locomotive shops
in Port Hedland, Australia. In addition to this
demanding requirement, the software solution
also had to perform a vital damage management
function, to ensure that BHPBs rolling stock
items are promptly returned to traffic after
attention by its skilled technical workforce.
The Solution:
Loc8.coms asset & fault management software
package is tailored to the needs of rail operators.
Through successful integration with existing
software systems, including Rail Historian, the
Loc8.com rail-specific configuration was the right
solution to meet BHPBs rigorous requirements.
The Result:
Each of BHP Billitons 7,200 iron ore cars
comprises 53 individual components. With the
added complexity of more than 100 state-of-theart locomotives to manage, Loc8.com enables
BHPB to efficiently monitor, assess, repair and
service almost 400,000 measurable assets and
components, 24 hours per day, 365 days per
year.
Loc8 in action
BHP Billions dedicated, heavy duty rail network
in north Western Australia is a vital component in
its vertically integrated, Australian iron ore supply
chain. Some of the worlds longest and heaviest
trains are under its direct control, operating
continuously around-the-clock, 24/7/365 in the
harsh Australian outback.
How then to resolve the daunting challenge of
keeping each of its 126 tonne capacity ore cars,
not to mention its multi-million dollar locomotives,
in peak running condition in order to optimise
availability, reduce out-of-traffic dwell times and
maximise revenue generation?
Without Loc8 our maintenance

workshop simply doesnt run.
Says Dean Marlow,
Rail Superintendent, BHP Billiton
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AMMJ
January 2015
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News
Maintenance & Reliability News
WANTED
Your maintenance & reliability News:
News items must be sent to the AMMJ at least 2
weeks before the publication date.
Submit News items as PDFs or Word Docs.

editor@theammj.com
After a thorough tendering and selection

process, Loc8.com was chosen to implement
its Loc8 Enterprise edition with intelligent asset
and damage management, at BHPBs Port
Hedland Ore Car Repair Shop (OCRS). The
Loc8 solution was seamlessly integrated with
existing rail management software, including
Rail Historian, resulting in an uninterrupted flow
of critical data for technicians, supervisors and
managers.
Following an exhaustive testing process, the
Loc8 solution has provided tangible benefits for
BHPBs OCRS, including:
intuitive and extensive component tracking
& asset lifecycle management;
responsive and effective monitoring,
reporting and actioning of asset specific
damage items;
customisable statistical report generation,
for proactive management of individual ore
wagons through the OCRS;
process efficiencies and productivity
improvements;
reduced asset downtime and greater
revenue generation.
Achieving continuous productivity improvements
in a dynamic industry, such as heavy haulage of
iron ore, is an ongoing challenge.
We are proud to assist BHP Billiton in
meeting this challenge, with the Loc8 solution
successfully producing tangible long-term
benefits.
Loc8 is a great application in all aspects

from training new users, simplicity and to
creating reliability reports for future Projects
and Management. says Andrea Strickland
Superviser OCRS, BHP Billiton.
Loc8 for rail owners, operators
and service providers
Building on the experience gained working with
BHP Billiton and other rail operators, Loc8.com
has configured a vertically focussed, industryspecific rail asset management solution: Loc8.
Leveraging the best practices and functionalities
available, Loc8 is configured to address the
unique requirements of rail asset owners,
operators and service providers.
The result is a powerful, cost effective product
that is used by customers to facilitate the
sustainable maintenance and management of
assets.
The Loc8 solution offers a range of powerful
asset-centric preventive & reactive maintenance
management tools, with a closed-loop mobility
solution for remote in-field use. Loc8.coms
specialist rail operations team provides a product
that is particularly tailored to the complexities
and technicalities encountered by rail asset
enterprises.
The solution delivers real world operational
and strategic benefits, helping rail industry
organisations with:
Rail asset lifecycle management, including

comprehensive component tracking using
RFID.
Preventive & reactive maintenance of
infrastructure items and rolling stock.
Fault management & tracking, through to
resolution.
Safety and maintenance audits.
Intuitive work scheduling and mobile
resource management.
Real-time, remote job dispatch to in-field
technicians & engineers.
Class leading mobile applications for iOS
and Android devices, for field use.
Historical failure reports and proactive
alerting across the asset maintenance
lifecycle.
Use of detailed statistical reporting for
network optimisation.
Complimentary integration with existing
enterprise systems, such as SAP & Oracle.
Increased efficiency, utilisation
and profitability.
With Loc8.coms tailored rail management
solution, industry enterprises can gain
profit uplift through increased operational
efficiencies and improved utilisation of
revenue-earning assets.
The Loc8 solution offers:
Effective cost control of assets under
management.
Intuitive management of preventive &
reactive maintenance for rolling stock,
track, signals, level crossing protection,
civil structures & other infrastructure items.
Overall visibility of network assets, allowing

systemwide fault control, damage analysis
and proactive delay management.
In-field technician mobility and real-time
remote work order dispatch.
Tracking of locomotives, wagons & carriages
and their components (e.g: wheelsets, brake
assemblies, engine components, etc).
Integration with other enterprise software
systems & data sources, such SAP, Oracle
and specialist rail management products.
Class-leading iOS and Android mobile
applications.
Loc8 heralds a much needed revolution in
the rail industry, through Loc8.coms Service
Supply ChainTM model. A vision for the future,
the Service Supply ChainTM encapsulates
a seamless platform of fully integrated,
comprehensive digital solutions encompassing
asset lifecycle, maintenance, fault service and
mobile workforce management tasks.
In the words of Owen Batt, Loc8.coms
Chief Information Officer:
The selection of Loc8 as the preferred
operational fault and asset management
tool by BHP Billiton Iron Ore is a great
reinforcement of Loc8s unique ability to help
companies deal with faults and maintenance
of assets across highly dispersed and remote
locations.
Rail has become a solid niche for our
products, and we find it exciting to be involved
with the mining sector both here in Australia,
and in our growing overseas markets.
For information about BHP Billiton (including the
Iron Ore business), visit www.bhpbilliton.com
www.loc8.com
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News
FLIR Systems Announces New T-Series Cameras

with UltraMax Resolution
FLIR T-Series cameras now feature UltraMax, a
unique image processing feature that significantly
improves the IR resolution and sensitivity of the
cameras. UltraMax images have four times the
thermal pixels, twice the resolution, and 50%
greater sensitivity than standard unprocessed
images. Images are viewed and processed in FLIR
Tools software for PCs. UltraMax images allow
users to zoom in on smaller heat anomalies, get
more accurate measurements and see more detail
than with previous un-processed images.
Select T-Series cameras also now come with
improved thermal sensitivity as low as 20mK
and improved temperature measurement accuracy.
The new T460 and the T660 include all of these
features plus temperature ranges expanded to
2,000C, continuous auto-focus, and onboard

recording of real-time radiometric video files.
Data can be played back and analyzed in FLIR
Tools and FLIR Tools+ software so thermal
changes over time can be studied in detail.
As the world leader in Thermography cameras,
FLIR is committed to continually pushing the
boundaries of the state of the art, and these
new cameras do just that, said Andy Teich,
President and CEO of FLIR. T-Series cameras
have been the most popular line of premium
cameras in the world for many years, and these
new features will enable Thermographers to
see more, get better results and work faster
than ever before.
www.FLIR.com
CALL FOR PAPERS

Keep and Grow Value!
10
th
World Congress on
Engineering Asset
Management
Tampere, Finland
28th 30th of September 2015

40
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News

Outstanding Outcome from CAMA Exam Launch - Announcing
the first 35 globally Certified Asset Management Assessors
October 2014 saw the successful Australian
launch of the first Certified Asset Management
Assessor exams. The Asset Management
Council is delighted to announce the results
and advise that the first Australian group of
35 CAMA professionals are currently being
issued with official certificates from World
Partners in Asset Management (WPiAM).
Globally acknowledged as a great step
forward for the asset management community,
this successful launch unequivocally shows
Australias leadership in global asset
management. CAMA is run and recognised
throughout Australia, Brazil, Canada, France
and the USA.
Exam candidates must have a minimum of
five years experience in asset management
and have a strong working knowledge of ISO
5500X.
Over three hundred questions, generated by
leading practitioners from across the globe,
now make up the CAMA Exam question
database, ensuring exam integrity through
question variation. Trial candidates in Australia
and Brazil provided valuable feedback on
suitability of exam content; and statistical
analysis of results for the trials set an initial
pass mark for the exam. Psychometric testing
and peer review of individual questions
further enhanced the quality of the exam for
candidates.
Observations to date show a good distribution
of results across the different combination
of exam questions amongst candidates
with industrial, geographical and cultural
diversity. This provides strong confidence
that the CAMA exam is an effective method

for identifying required asset management
knowledge for ISO 55001 Assessors.
About the exam
Based on GFMAMs (Global Forum on
Maintenance and Asset Management)
Competency Specification for an ISO 55001
Asset Management Auditor and Assessor
document, the CAMA Exam was developed
by leading not-for-profit asset management
organisations which form WPiAM and include:
ABRAMAN, the Asset Management Council,
IFRAMI, PEMAC and SMRP.
Compliance with the Competency Specification
for an ISO 55001 Asset Management Auditor
and Assessor; ensures that successful
applicants have the minimum required
knowledge to be an ISO 55001 assessor. This
requires compliance with the following:
ISO 55001: Asset management
Management systems Requirements
ISO 17021-5: Conformity assessment Requirements for bodies providing audit and
certification of management systems - Part 5:
Competence requirements for auditing and
certification of asset management systems
ISO 19011: Guidelines for auditing
management systems.
All of these are covered by the CAMA Exam.
The Asset Management Council is a Technical
Society of Engineers Australia and a leading
not-for-profit organisation dedicated to the
asset management community.
Email: publications@amcouncil.com.au,
The New and Improved Fixturlaser GO Pro Shaft

Alignment at the Heart of Profitable Maintenance
The new version of Fixturlaser GO Pro comes with a hardware and
software package that will save the maintenance professionals time and
hard work.
The adaptive user interface includes the VertiZontal Moves function that
calculates possible misalignment and tells you how much you need to add
or remove shims. But above all, there is no need for any remeasurements between the vertical and
horizontal adjustment. This will also save you time as in less walking around machines or climbing
up and down to make adjustments and remeasure and/or fewer times shimming, prying, lifting, etc.
The super slim sensor units with integrated 30 mm CCD sensors and line lasers, have virtually
eliminated both rough alignment and laser adjustment, even for big angular misalignments.
More time savers are for e.g. the Machine Defined Data function. It allows you to preload all
relevant parameters for a specific machine to be used the next time you check the machine for a
possible misalignment. Also, the sensor units instant battery check saves you trouble of starting up
the entire system in order to check the batterys power status.
Hans Svensson, CEO of ACOEM says: We have always had the needs of the maintenance
professional at heart when developing our products. To save time thanks to user friendly products
and to reduce the number of unplanned downtime are crucial in maintenance, our shaft alignment
systems are, therefore, developed specifically for these purposes.
http://www.fixturlaser.com/Shaft-Alignment/Fixturlaser-GO-Pro/
DMSI Releases New SQL Server based

MAINTelligence V5 Integrated Reliability System
Design Maintenance Systems Inc. (DMSI) has released its new SQL Server based MAINTelligence
V5.0 application software. MAINTelligence is designed for large industrial process operations,
discrete manufacturing, mining and other organizations whose operations rely on the health of their
physical assets.
MAINTelligence V5.0 now uses Microsoft SQL Server 2008 R2 (and higher) as the heart of its data
repository. This change provides users with considerably improved system performance, scalability
and data security. Other key new features include support for Windows 8/8.1, tools to simplify
migration to the new SQL Server database, improved grids and data displays, enhanced data query
capability, and a refreshed graphical user interface.
Steve Reilly, DMSI director and chief technical officer, states This is a watershed moment for
MAINTelligence. Over the last fifteen years, MAINTelligence has served hundreds of companies
managing programs for operator asset care, lubrication management, condition based maintenance
and maintenance management. With V5, MAINTelligence is now positioned to take on a larger role
as an enterprise asset performance management system that can manage your entire reliability
program from shop floor to boardroom.
The new design of MAINTelligence V5 preserves and enhances the versatility and capability of
MAINTelligence, while opening the door to exciting future developments. Over the next few months,
look for exciting new features in the areas of dashboards, mobile computing, resource scheduling &
asset reliability strategy management.
http://www.desmaint.com
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News
ABB launches new hoist

assessment service Hoist
Performance Fingerprint
ABB, the leading power and automation
technology group, has launched a new service
product called Hoist Performance Fingerprint
to help its customers assess and optimize the
condition of their mine hoists. It consists of a
structured audit of complete hoist systems
covering all electrical and mechanical parts to
ensure reliable and safe hoist operation.
Hoist Performance Fingerprint is a consulting
and audit service developed and performed by
highly experienced ABB service experts. The
entire hoist system is assessed, analyzed and
tested using high quality data collected from
over 20 pre-defined points and a structured
tailored analysis tool. This data forms the
backbone for any further analysis done after
leaving the site. All results, findings as well
as corresponding recommendations for
optimizations and improvements, are then
presented to the customer in a detailed report
for follow-up.
The Hoist Performance
Fingerprint is a costeffective service that
provides diagnostics,
key findings and
recommendations in
less than a week, said
Remy Lanoue, Global
Head of Service Mining,
By assessing and
analyzing all electrical
and mechanical parts
of the hoist system we
offer our customers a
comprehensive service
solution from a single
source. This holistic
concept is unique in the
underground mining
market.
PB Towage installs MPM on ASD

Harbour & Escort Tugs
A mine hoist system is an intensive and important
carrier in the mining process. It is not only
essential to keep production running, it also
transports mining staff below ground. Therefore,
its reliable and safe operation is key for mine
operators, particularly, as many countries
have special legislative requirements in place
defined by the respective mining authorities. The
expert concept of the new Hoist Performance
Fingerprint ensures that all these requirements
are met allowing customers to focus on their daily
business.
ABB has a proven expertise in the underground
mining business: ABB experts can engineer,
deliver, install and perform services for entire
mechanical and electrical mine hoist systems of
all types friction hoists, single- and doubledrum hoists. Since the first hoist system was
delivered in 1937, more than 700 ABB units have
been installed all over the world.
www.abb.com
www.abbaustralia.com.au
UK based Marine Software have recently

supplied PB Towage with the MPMWin
Marine Planned Maintenance system for
their 5600 BHP ASD Harbour & Escort Tugs
PB Daintree and PB Murrumbidgee.
Based in Brisbane, these Australian flagged
vessels are Lloyds Classed and offer full
harbour towage services for a multitude of
customers including international container,
dry bulk and tanker operators.
These latest software deliveries bring
the total number of PB Towage vessels
currently operating MPMWin to 30.
PB Towage Comments:
Following are a number of advantages
identified whilst working with MPMWin:
Simple to install ,easy to update, efficient from

user points of view, easy to navigate, etc
Easy to use by crew and minimal training required
Quick turnaround time by Marine Software
for support both via phone and emails
24/7 access to support website
Technical upgrade periodically by Marine Software
Administrator rights available to amend system
as required
Ability to build a centralised database in our
office and easy accessibility
No annual license renewal
www.marinesoftware.co.uk
Causelink Enterprise v2.0 RCA Software Now Available

Sologic is excited to announce the release of
Causelink Enterprise version 2.0, browserbased RCA software that makes it easier for
teams to collaborate across the globe, share
lessons learned, and spot systemic issues.
This release enables facilitators to be more
productive with their RCA efforts and makes it
easier for managers to obtain real-time updates
on active investigations.
Improvements included in the v2.0 release
include:
Charting and reporting is browser based
- no plug-ins or downloads required.
RCA workflow tracks the steps your team
needs to take to complete an RCA. The
workflow structure can be customized to align
with your work processes.
Solutions are tracked from conception until
validation, allowing managers to review and
approve before implementation.
Drag & drop evidence, solutions, notes, and

actions onto causes to form relationships.
Additional chart output capabilities allow
users to control details displayed on the chart.
Cause color definitions on the chart.
Ability to set themes and combine the report
and chart into one PDF.
Shared file attachments with RCA-level
security.
Action Tracking with e-mail notification.
Control of RCA view and edit capability at
the individual or group level.
Integrates with Google Maps to display open
RCAs, color-coded by severity level.
Improvements in charting experience, sidebar
interaction and working with large RCAs.
http://www.sologic.com/root-cause-analysissoftware/rca-enterprise-software
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Assets, Equipment,
Services & People
Articles
WANTED your articles and news on plant engineering,

assets, plant equipment, tools, energy, HVAC, plant
services, bearings, compressed air systems, lighting,
people issues, training, environment, etc..
Send to: editor@theammj.com
Thermal imaging allows for accurate &

time-saving inspections of electrical cabinets
inside aircraft cockpits.
www.flir.com
Aircraft cockpit inspections, both pre-flight and postflight, consist of a wide range of control routines that
need to ensure the safety of its passengers during a
flight. Next to that, it is essential that inspections are
carried out as efficiently as possible, because every
idle hour that is keeping an aircraft waiting on the
ground is time and money lost.
In that respect, Dutch technical inspection specialist
Thermografisch & Adviesbureau Uden BV found a
way to significantly speed up electrical inspections
inside the cockpit, while at the same time
guaranteeing accuracy and reliability. The secret:
thermal imaging technology from FLIR Systems.
Thermografisch & Adviesbureau Uden BV is
an experienced agency which is specialized
in independent inspections and supplies
recommendations to the industrial and construction
markets. The companys expertise ranges from building
inspections, over climate and mechanical installation
inspections, to process control and inspection of
electronic components. For all of these applications,
Thermografisch & Adviesbureau Uden BV heavily relies
on thermography.
We had a long history of performing inspections of
electrical cabinets for industrial applications by means
of thermal imaging cameras, but we had never applied
The FLIR P640 allows us to view the smallest electrical

parts and the smallest temperature differences.
Holland
this technology for the inspection of cockpit electronics,

comments Mr. Ralf Grispen, owner of Thermografisch &
Adviesbureau Uden BV. In fact, that particular question came
directly from Thermografisch & Adviesbureau Uden BVs
long-term customer Star Air, a Danish cargo airline, part of
the A.P.Moller-Maersk Group, specialized in providing highly
reliable cargo lift capacity.
Thermal imaging for cockpit inspections
Star Air knew that we could successfully perform inspections

of water ingress in composite materials of airplanes by means
of thermal imaging cameras, comments Mr. Grispen. But
technicians of the airline company wanted to know if we could
use the same technology for the inspections of wiring and
cabling inside the cockpit as well.We decided to give that a
try.
Mr. Grispen and Mr. Rob Huting, co-owner of the company,
traveled to Cologne Airport, where Star Airs aircraft fleet is
located. Technicians of the airline company made the cockpit
of a Boeing 767-200 ready for electrical inspections, and
the Thermografisch & Adviesbureau Uden BV team started
its routines. The inspection job was a success: the thermal
imaging cameras showed the temperature differences of
the cockpits electrical cabinets in the greatest detail and
the team was indeed able to detect an initial defect in a
resistor. In addition, the test resulted in a contract award to
Thermografisch & Adviesbureau Uden BV by Star Air for the
maintenance inspection of 11 Boeing 767-200 freight aircraft.
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Time-saving inspections
Faulty resistors heat up, and thats exactly the reason why thermal imaging technology
can easily detect such defects, even very small problems in an early phase, comments
Mr. Grispen. In the case of Star Air, this technology proved to be a perfect fit for
preventive maintenance and electrical inspections inside the cockpit in general. Especially
with older aircraft, which are subject to wear, it is critical to inspect connections and
fittings on a regular basis. With thermal imaging cameras from FLIR, we can get this job
done in a fast, accurate and cost-effective way.
Cockpit inspections with thermal imaging technology are very accurate and time-saving.
The main advantage of thermal imaging is that you can locate electrical problems very
quickly and accurately. With thermal imaging you are able to immediately see which
component is causing the problem.
The FLIR thermal imaging camera was able to detect a temperature increase in the
electrical wiring and components.
The FLIR thermal imaging camera was able to detect a temperature

increase in the electrical wiring and components.
We encourage the use of thermal imaging for cockpit inspections, because it gives us
an accurate view of the condition our aircraft is in, comments Mr. Carsten Holm, Vice
president technical at Star Air. As a dedicated provider of quality air cargo services, Star
Air does everything in its power to guarantee that all equipment is in perfect state and
that cargo and crew can enjoy a safe flight. We are glad that thermal imaging technology
from FLIR Systems helps us achieve that.
Seeing the smallest details
Thermografisch & Adviesbureau Uden BV is using the FLIR P640 thermal imaging
camera, a high-resolution thermal and visual camera that has a host of advanced
features, which makes it a smart choice for thermal imaging surveys.
The camera provides us with a very high resolution, which enables us to view the
smallest electrical parts as well as the smallest temperature differences, comments Mr.
Grispen. An additional benefit of the FLIR P640s

large color LCD is that you can simultaneously
share your images with your customer or your
colleagues. For us, this is a feature that cannot be
underestimated, because it allows us to reassure our
customers and show them that we do a good job.
Also the possibility to make short movies with the
FLIR P640 makes this camera a very handy tool to
have. And finally, I think the camera finds a very good
balance between robustness and ergonomics, Mr.
Grispen continues.
The FLIR reporting software delivers a perfectly
documented and detailed report of our findings to the
technical staff that will do the actual repairs.
FLIR P640 thermal imaging camera
The FLIR P640 camera is easy to operate and
delivers accurate temperature measurements at safe
distances. The FLIR P640 provides professional
users, including infrared consultants and professional
thermographers, with a unique competitive
advantage.
The P640 presents more pixels, which means greater
temperature measurement accuracy, particularly for
small objects. To the professional thermographer,
this means clear, practical benefits and a strong
competitive advantage. With the P640, you can now
resolve smaller objects from further away and still get
accurate temperature measurements.
Extensive reporting capabilities
The FLIR reporting software delivers

a perfectly documented and detailed
report of our findings to the technical
staff that will do the actual repairs
The reporting software that comes with the FLIR P640 is very easy to use and allows us to
deliver a perfectly documented and detailed report of our findings to the technical staff that will
do the actual repairs. We regularly receive the latest updates from the FLIR software so we
can enjoy extra features.
FLIR certified
Thermografisch & Adviesbureau Uden BV also makes use of the services of the FLIR Infrared
Training Center (ITC). We have a team of three people that are fully FLIR ITC certified,
comments Mr. Grispen. We regularly attend trainings organized by FLIR Systems, so we are
always up to date with the latest developments of the companys product portfolio. As with
all FLIR after-sales services, we are very pleased with these trainings, because they help us
apply thermal imaging technology in real life applications.
Disclaimer: Images for illustrative purposes only and may not be representative of the actual resolution of the
camera shown. Technical specifications subject to change without notice.
Email: info@flir.com.au
www.flir.com
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Now more than ever:

The Importance of
Machine Base Flatness
John Lambert
Benchmark Maintenance Services Inc
Canada
Now more than ever Im convinced that many machines are installed on bases
that are not flat especially large, newer and more flexible machines on old bases.
Recently, while doing some training for one of our customers (KSB Pumps Inc.), we had an
opportunity to do a little experiment with a base and motor. KSB Pumps Inc. is a large well
known pump manufacturer who provides the complete units of base, motor and pump. For
many of their customers they do the initial installation work. They also do pump overhaul
work which in many cases includes the re-installation. They use an Easy-Laser E710 for
shaft alignment and now they have added a D22 Swivel laser transmitter that will allow them
to also measure the base for Flatness. Many customers request complete units with the
coupling installed and aligned before they are shipped. This makes sense because if it is out
of alignment it could be damaged during shipping. Many more customers are now also asking
that the bases be measured for flatness as well as being leveled during installation. The base
that we are going to measure for flatness is a two level steel bed (Photo 1).
We start on the upper level by establishing a flat plane by adjusting the laser beam at three
points to zero. This is a machined area and there is no surprise that when we measure the
fourth point, it is also zero. This means we know that the upper level is flat.
Photos 2
PHOTO (left) - Zero laser beam to first position. PHOTO (middle, right)
- Adjust laser beam to second and third positions to find reference.
Next we measure the lower level in relation to the flat upper plane we have established. For
speed we will only take one measurement per mounting area. However, normally we would
take four readings to map out the complete foot pad area.
Photo 3
Photo 1
Base Specs:
Length - 104 inches;
Width - 38 inches;
Height (UL) - 16 ins;
Height (LL) - 10 ins;
Weight - 8915 lbs;
Motor RPM - 3600.
Note: Base is sitting
on adjustable chucks.
It has been roughly
leveled.
The procedure is simple and we finish quickly finding that the base does have a very small
amount of twist. We have measured over the actual bolt hole and we easily place the small
amount of shim on the low points to make the base flat in relation to the upper level.
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We are now in a position to install the pump and motor. (Note: Their customer could
have requested a fully machined base which would have been flat but they have chosen
a welded plate construction and we all know that welded plate is not precise when it
comes to flatness.)
Photo 4 below - Before we do the installation, we conduct a little experiment. We know
the base is flat so if we place three 10 thou shims under three feet we will be creating a
twist in the motor because it is not on a flat surface. We are actually creating an offset
between the bearing something I call internal misalignment. Once the pump and motor
have been installed, we have misalignment because we have used 10 thou shim on
three pads only, giving it 5 thou offset at the centre (bearing housing).
Photo 4
Photo 5 - The motor is now sitting down on the base with the bolts loose and we
do have a small gap of less than 2 thou shown in the display unit. However, we
cannot measure right across the foot pad. So we tighten the hold down bolts then
do a traditional measurement for Softfoot loosening each bolt checking for a gap
under the foot with a feeler gauge. There is no gap detected with feeler gauge so
we use the laser system to measure and the laser gives us a result of 1.5 thou gap
across the diagonal plane where the 10 thou was missing.
Photo 5
Conclusions
With all laser systems, the

softfoot measurement result
is based on shaft movement/
deflection. Although we use
it and recommend it as a
guide, you may not see a
true result because the shaft
movement is transferred
through the machines casing
which is flexible then through
the bearing which has play
to the shaft. The feeler did
not work because the sheer
weight of the machine pulled
it down onto the base. Yes, on
smaller stiffer machines the
foot may spring up. But will it
measure all of the twist that
is in the base or just a portion
of it? I think the only way to
know for sure is to measure
the base with the machines
removed using an Easy-Laser
D22 Swivel laser.
info@benchmarkpdm.com
www.benchmarkpdm.com
46
AMMJ
January 2015
Go To Contents Page
Go To Last Page
e
r
a
s
O
T
S
!
l
a
i
c
e
p
S
Dick Ertl, InterPlan Systems

dick@interplansystems.com
STOs:
Lets take a look at two very different

events Projects and STOs.
Some folks think they are basically the same

- but are they? Or are they as different as
apples and oranges?
Projects:
STOs are planned, scheduled and

executed by process plant maintenance
personnel and maintenance companies, and
organized by AFE and Work Order.
STOs only have a partially defined work
scope. A significant portion of the work
scope will be developed during the STO and
based on inspection discovery.
STOs have a short timescale, in days or
weeks. Tasks (Activities) are estimated in
hours or shifts NOT days or weeks! The
resources are available from the start to the
end of the turnaround no gradual buildup
as in construction projects.
STOs have an unforgiving time scale, since
most turnarounds are scheduled on a sevenday, two shift work week.
Resources are scheduled on much flatter
curve than projects, with all of the crafts
available from the start of the turnaround,
with a few crafts being scheduled at different
times (hydro cleaning, specialty repairs,
refractory, catalyst, etc.).
STOs must be updated every shift, every
day, during the entire turnaround, otherwise
delays may not be detected in time to react.
If the STO schedule slips (is extended),
there are no extra days available to make up
for the lost time.
Since STOs are different from Projects, the
right tools and procedures must be used if
it is desired to complete them on time and
within budgetary limits. For more information
you can contact the author.
Projects are usually designed, planned and

executed by engineering and construction
companies, and organized by Cost Code and/
or Work Breakdown Structure (WBS US
Department of Defense/NASA coding).
Projects have a well-defined scope of work.
There are few surprises as far as what the
final result is going to be.
Projects have usually an extended
timescale, in months, sometimes in years.
Construction projects sequence resource
build-up and taper-off in a well-defined
manner, usually by cost code (civil, structural,
mechanical, piping, electrical, instruments,
etc.) The resources are scheduled in a
staggered, sequenced manner.
Tasks (Activities) are estimated in days or
weeks. Projects are usually updated on a
weekly or monthly basis.
Projects usually have a forgiving schedule
since most projects proceed on a five work
days per week calendar.
If a project schedule becomes delayed for
whatever reason (late deliveries, weather,
etc.), weekends provide a convenient time to
make up for lost days.
[ STO = Shutdowns / Turnarounds / Outages ]
Not
My Job
Jeff Shiver
www.jeffshiver.com
People and Processes
How many times a week across the organization do you hear Its not my job! when
asking about something? To me, this is a clear indicator of the lack of partnership
between the various groups in the organization.
As many of you know, Tammi Pickett and I work together at People and Processes.
Recently, Tammi was traveling to Houston for a trade conference and caught a shuttle
from the airport to the hotel. If you know Tammi, she is quite observant; especially when
it comes to safety. As she boarded the shuttle, she noticed some of the tires appeared
rather low on air. As the shuttle departs the airport, the operator alarm indicating low tire
pressures starts sounding. The driver is rounding curves at high speeds and shuttle is
swaying back and forth. Her hotel was probably the 5th or 6th stop for the shuttle after
leaving the airport. Finally reaching the tipping point, she tells the driver You know that
if you put air in the tires, the shuttle will handle better and we wont have to listen to the
alarm. His response was Thats maintenances job, not mine. He goes on to say that
he had the same problem the day prior but again, it was not his job to fill tires with air.
We can speculate as to where the fault lies, either with the operator, maintenance, the
processes, or the communication. In the end, it doesnt matter because the shuttle
company failed the CUSTOMER. Collectively, both groups within the company put
the safety and riding experience of the customer at risk. The point also highlights that
Operations is not a customer of Maintenance. The customer in this case was Tammi. All
groups within the shuttle company have to work in partnership to ensure the safety and
customer satisfaction. Is your organization working in partnership to do something similar
for your end users? Where do you find the greatest hurdles?
Shutdown - Turnaround - Outage Management solutions

Estimating - Planning - Scheduling - Cost Control
info@interplansystems.com
1-281-482-7126
47
AMMJ
January 2015
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Plant
Cleanliness
Takes Less
Work
Originally posted by GeerBoxx at
http://www.geerboxx.com
Earlier in the year (it was a sunny spring

day), I was driving around the plant
on my way to my project site. It was a
routine drive except this time, my eye
caught something in the distance. It was
protruding from under the snow. As I
drove closer, I realized it was a bunch of
small bore pipes that had been thrown
into the field before the snow hit last
autumn.
I stopped my vehicle and started to
clean up the mess. Now, I had two
choices, and it could have gone the
other way.
So, what motivated me to clean? Simple,
its more work to be dirty.
Those pipes lying in the field were safety

hazards. I could have run over the protruding
pipes if the snow wasnt melted. This would
have caused financial damage to the
vehicle, and in a freak incident, it could have
jeopardized me. Think of the incident reports
and investigations Id have to go through
or worst yet, the loss-time incident. Did I
mention the (unpaid) work involved with
being laid up due to an injury? Dirty sites are
more likely to be unsafe, and unsafe sites
lead to more work for everyone.
Operating a piece of machinery or getting
around the plant can be more difficult in a
dirty environment. This environment can
lead workers to take shortcuts in a process.
This may seem like less work at first, but in
reality the shortcuts actually lead to more
work because theres an equipment failure
or off-spec products get produced.
Time, money, and productivity are wasted

while the company puts in more work hours
to fix whatever went wrong.
Its also more work to make a dirty plant
suddenly clean, especially when your
company has a quality image it wants to
maintain on a long-term basis. Important
clients or investors show up from time to
time. Instead of spending so much time and
effort just before their visit trying to clean
the plant, you could eliminate all that extrastressful work by keeping it clean from day
one. Less work with so much more benefit
consistent cleanliness enhances the
customers perception of a quality product
and well-managed organization.
A dirty environment can bring people
down. Employees dont like working in
dirty environments, and if they dont like it,
theyre less motivated to work. The reason?
They may not feel good when theyre there,
emotionally and physically. This creates
more work because you have to put in more
effort, whether its time, money, or both, to

bring their mood back up to a happier (a.k.a.,
more productive) level. When a plants clean,
equipment and environment ownership
starts to occur. People take pride when they
work around clean machinery and a clean
environment.
If you compare the work involved with
keeping a clean plant versus a dirty one,
it makes sense to be clean. But plant
cleanliness is a culture and mindset. Although
I can say that cleanliness starts at the top, it
really starts with anyone. You could improve
your environment by taking the first step
and cleaning whats around you. Talk about
a cleaner environment with your peers and
colleagues, and challenge them to have that
mindset. This minimal effort you put in at the
start will help make that choice to be clean or
dirty a lot easier later on.
Check out the Q&A forum and other blogs by
GeerBoxx.com at
http://www.geerboxx.com
48
AMMJ
January 2015
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News
Assets, Equipment, Services and People
Assets, Equipment,
Services & People - News
See the
Heat
with FLIR ONE
See
the
Heat
The first personal thermal
with
FLIR
ONE
imaging
device
for the iPhone
TM
see the
world inin
a new
light, you
dont need
light at all
To seeTothe
world
a new
light,
youanydont
just FLIR ONE.
need any light at all - just FLIR ONE.
FLIR ONE places powerful thermal imaging technology in the
FLIR ONE
places powerful thermal imaging
hands of mainstream consumers. As the first personal thermal
technology
in the
hands
of mainstream
imaging device
on the
market targeted
at cell phone users, FLIR
ONE
is
affordable
and
easy-to-use,
and
because
its compatible
consumers. As the first personal
thermal
with the iPhone5 and 5s, this exciting technology is always within
imaging
device on the market targeted at cell
reach.
phone users, FLIR ONE is affordable and
How FLIR ONE Works
easy-to-use,
and because its compatible with
Infrared
imaging
the limits
of human sight
by translating
the iPhone5 andextends
5s, this
exciting
technology
invisible heat energy into dynamic thermal images. Even in
is always
within reach.
complete darkness, infrared imaging can distinguish an objects
heat signature
tiny differences in temperature.
How FLIR
ONEandWorks
The imaging
device slides onto
an iPhone5the
and 5s
like a protective
case.
Infrared
extends
limits
of human
Once mounted, it displays the world of infrared right on the
sight by translating invisible heat energy into
phones screen.
dynamic thermal images. Even in complete
darkness, infrared imaging can distinguish an
objects heat signature and tiny differences in
temperature.
The device slides onto an iPhone5 and 5s like
a protective case. Once mounted, it displays
the world of infrared right on the phones
screen.
FLIR ONE: A Look at What It Can Do
FLIRs powerful thermal imaging has
evolutionized modern military operations,
2014 FLIR Systems Inc. All Rights Reserved

iPhone is a trademark of Apple Inc., registered in the U.S. and other countries.
W H AT I T C A N D O
FLIR.COM/FLIRONE
law enforcement, search and rescue, and

more. Now, with FLIR ONE, consumers can
harness that power for a broad range of
applications, including:
Home improvement: Homeowners can
use the thermal camera to observe slight
differences in temperature in buildings
and structures that may indicate heat loss
and, in turn, make adjustments to optimize
energy efficiency. The device can also help
locate ceiling joists, wall studs, leaking
pipes, differentiate between hot and cold
pipes, and spot overloaded circuits.
Security and surveillance: With FLIR
ONEs ability to see in the dark, people
will have a powerful new tool to help them
protect their homes and families.
Safety: FLIR ONE can also help users
cope with emergency conditions, giving
them a picture of the situation, even in light
fog and smoke. If theres a power outage,
the device can help them safely find their
way in the dark.
Much more: These applications are only
the beginning. With FLIR ONE, consumers
will find new and innovative ways to use
thermal imaging, driving the development of
apps that extend the power of the personal
thermal imaging.
FLIR ONE is the first personal thermal
imaging device for the iPhone, available
only through Apple stores. FLIR ONE is now
available.
For more information on FLIR ONE, please
visit www.FLIR.com/FLIRONE
Roadside and construction site

protection with Ironman Hybrid
Temporary barriers around construction
sites and other work areas must prevent
out of control vehicles entering work zones
and threatening the lives of workers, but
at the same time not restrict everyday
activities in the area. Some common types
of barriers, such as water-filled plastic
units, provide inadequate protection from
potential injury or death, and in some cases
may even increase damage and injury to
drivers and workers.
The Ironman Hybrid steel and concrete
safety barrier system is the first fully
crash-tested and approved, non-anchored
temporary barrier system available in
Australia. Ironman Hybrid is economical
and simple to deploy with individual
sections that easily connect together. Two
men can unload a truck using a forklift,
front-end loader or crane to deploy a full
load in less than 45 minutes. With up
to one hundred metres of barrier easily
transported to site on the back of a semi
trailer, the logistics cost for operators and
hire companies is greatly reduced as the
number of trucks required is one third that
of the number required for concrete style
barriers.
Ironman Hybrid is a concrete ballasted
steel barrier system that requires no
anchoring. The design has been tested
to NCHRP350 TL-3 (100km/h) and the
results show that it has similar deflection

performance to concrete systems, but
with the durability and portability of steel.
The barrier system has been assessed
and accepted by Austroads Safety Barrier
Assessment Panel (ASBAP) as well as
each of the state based road authorities.
Ironman Hybrid demonstrated excellent
impact vehicle stability during testing at
different speeds and impact angles.
Videos of the impact testing can be viewed
on the Saferoads YouTube channel:
http://www.youtube.com/channel/
UCMJA1l6zuUm_F01ZazM7Frg
The Ironman Hybrid is an attractive
alternative to the existing temporary safety
barrier solutions for mainstream work
zones as it is the first temporary barrier
system made from a combination of steel
and concrete, said Mr. Darren Hotchkin,
CEO of Saferoads.
There are a number of clear advantages
to this system over its competitors,
including its low deflection, its durability, its
efficiency to transport and its non-invasive
deployment.
www.saferoads.com.au
49
AMMJ
January 2015
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News
Assets, Equipment, Services & People - News
Ensuring business continuity in

the borderless enterprise in 2015
The borderless enterprise phenomenon
is being driven by the adoption of cloud,
mobile devices and wireless access.
These technologies have opened up what
has traditionally been thought of as the
enterprise network. As far as the enterprise
itself is concerned, the perimeters are
disappearing.
Bruce Kosbab, CTO, Fluke Networks,
said, This expansion of the borderless
enterprise is increasing the difficulty for
IT to ensure the end-user experience and
business of its workforce.
Cloud technology, particularly Softwareas-a-Service (SaaS) applications, have
enabled groups within the enterprise to
treat the cloud as an IT vending machine.
In a borderless enterprise, business
operations teams, sales, marketing,
manufacturing, HR and the line of business
(LOB) groups, can procure and implement
their own applications, often without IT
involvement.
This dynamic is a blessing and a curse
for IT in the enterprise because this agility
comes at a cost and impact to what IT must
do.
We now have an enterprise in which
business users are accessing applications,
hosted in the cloud and purchased by
enterprise business executives (not IT),
while using their own devices to access
those applications, over third-party
infrastructure, which IT neither owns nor
manages. However, IT is still responsible
for ensuring the end-user experience of all
of those users regardless of how, when,
where and what applications they are
using.
50
AMMJ
January 2015
Five challenges in ensuring the end-user

experience in a borderless enterprise
1. IT is caught unaware.
Once upon a time new application

deployments were well-planned,
including change management, user
acceptance testing and organisation-wide
communications. Some deployments are still
executed this way. In the SaaS economy,
this has changed. End users bypass the
traditional IT process because they can,
resulting in faster deployment and, arguably,
increased business efficiency. Yet when
problems occur IT is still required to solve
them even though they may not have
anything to do with the infrastructure being
used.
2. The blame game intensifies.
Organisations often look for someone to
blame when things go wrong. In a borderless
enterprise, finding someone to blame
becomes more complex because business
users are now involved in choosing and
deploying applications and services without
input from IT. This leads to longer problem
resolution time and greater business impact.
3. Increased enterprise IT complexity.
Current technology trends, and user mobility
and behaviour drive IT complexity. While the
cloud can simplify the enterprise, the ease
with which business users can deploy new
technology introduces much more complexity
in the delivery chain than ever before.
4. Reduced visibility.
IT does not have the same level of visibility
in managing the end-user experience of
cloud applications compared with on-premise
applications. Applications that once ran
inside a controlled corporate network are
now running in any number of locations in
the cloud. Their performance relies on the

best-effort nature of the Internet, making
it difficult for IT to gather data to diagnose
application and network problems.
Contributing to the blindness is that mobile
users use third-party networks, which IT
has no visibility into.
5. Many problems cant be solved
with a product.
Many problems cant be solved with just
the product. This is a shift in the way
the IT work is required. Instead of just
improving the speed at which problems
are found and fixed, organisations
need to reduce the occurrence of them
happening in the first place. This involves
strategically choosing tool vendors and
service providers, creating processes
for adopting cloud applications, instilling
proactive management processes,
changing the design of the enterprise
architecture and acquiring new IT skillsets.
Bruce Kosbab said, To get smart
in the borderless enterprise in 2015
organisations must look at measuring
the true end-user experience
regardless of location, measuring
service level agreements (SLAs) of
SaaS providers, establishing standard
operating procedures for adopting
cloud technologies and applications
and choosing tools that work together,
participate in their ecosystem and serve
their IT objectives.
A smarter approach, Application Aware
Network Performance Management
(AANPM) is being rapidly adopted by IT
professionals to address this issue. By
leveraging data from both application and
network performance methodologies,
AANPM helps organisations overcome
the visibility challenges presented by
Go To Contents Page
virtualisation, BYOD and cloud-based

services and identify problems anywhere
along the network path. It also provides
application performance data to identify
when a user is experiencing poor response
times and which application component is
contributing to the delay.
About Fluke Networks
Fluke Networks is the world-leading provider
of network test and monitoring solutions
to speed the deployment and improve the
performance of networks and applications.
Fluke distributes products in more than 50
countries. For more information, visit
www.FlukeNetworks.com

Engineering by on-line
Distance Learning
Thousands around the world have graduated
from one or more of the postgraduate
programs (Graduate Certificates, Gradate
Diploma or Masters degree) offered by
Monash University since the late 1980s.
The same programs continue, with the
same staff, but are now run by Federation
University. FedUni was formed on 1 Jan
2014 when Monash gave its Gippsland
Campus to combine with the University of
Ballarat (founded 1870) to form the new
Federation University Australia.
The MRE Co-ordinator is Dr Indra Gunawan
(indra.gunawan@federation.edu.au).
Details of the programs can be found on
www.federation.edu.au Search on Courses
to study using keywords maintenance and
then separately, reliability.
Go To Last Page
News
Sewer technology brings international

honour for UQ-led research team
A University of Queensland-led research

team that is radically improving sewer
design and management last night won a
prestigious international prize in Portugal.
The teams $21 million project, Sewer
Corrosion and Odour: Putting Science
in Sewers, is believed to be the worlds
largest sewer-related research program.
In Lisbon, the International Water
Association awarded the team with the
2014 Global Project Innovation Award
(Applied Research).
UQ Vice-Chancellor and President
Professor Peter Hj said the groups
discoveries already had saved the industry
partners several hundred million dollars.
This work is delivering advances in
science as well as tangible, practical
outcomes, Professor Hj said.
The strong partnership between the
researchers and the industry organisations
has been central to this projects success.
Program leader Professor Zhiguo Yuan,
from UQs Advanced Water Management
Centre, said sewerage system corrosion
and odour was a huge problem for water
utilities globally.
Our research has uncovered a

substantial level of new knowledge,
highly advantageous tools and
innovative technologies to address
these problems, Professor Yuan said.
The five-year research project brought
together researchers from five
Australian universities and 11 industry
partners, and was supported by the
Australian Research Council.
This was the largest ARC Linkage
Program grant for research in the water
industry, Professor Yuan said.
The utility participants collectively
provide wastewater services to about twothirds of the Australian population.
Our world-class engineers, microbiologists,
materials scientists, analytical chemists and
mathematical modellers have developed
sustainable solutions to support the costeffective management of complex sewer
corrosion and odour problems.
This project will have an enduring impact on
the global water industry.
The project partners are:
The University of New South Wales, The
University of Newcastle, The University of
Sydney, Curtin University of Technology,
Sydney Water Corporation, Barwon Region
Water Corporation, CH2MHILL, City of Gold
Coast, Hunter Water Corporation, Melbourne
Water Corporation, South Australian Water
Corporation, South East Water Limited,
Veolia Water Australia and New Zealand,
Water Research Australia Limited, and Water
Corporation WA.
Contact:
Prof Zhiguo Yuan, zhiguo@awmc.uq.edu.au,
Dr Sandra Hall, s.hall@awmc.uq.edu.au,
Photo: Dr Barry Cayford, who completed
his PhD at UQ, at work on sewer research
Bentley Systems and Siemens PLM Software advance manufacturing

process productivity through reality modeling of industrial facilities
Bentley Systems and Siemens PLM
Software have integrated Bentleys pointcloud building information modeling
(BIM) advancement with the state-of-the
art process simulation tools in Siemens
Tecnomatix software for 3D digital factory
automation.
This will enable users of Siemens product
lifecycle management (PLM) software
solutions to work from enhanced 3D digital
models of existing factories in their asoperated conditions by leveraging the
models created from point clouds captured
through scanning.
As a result of the new integrated solution,
manufacturers can benefit from:
an earlier start of production, by avoiding
construction or production line
interferences;
better quality designs with increased
production throughput, reached through
accurate simulations of all potential factory
layout configurations;
the rapid creation of as-built plant models,
reducing the time and costs associated
with modeling the digital factory;
the ability of the point-cloud model to serve
as the as-built/as-operating record of the
line, enabling improvements to operational
performance through the factory and
product and process lifecycle.
To enable these benefits, information
mobility, and work process breakthroughs,
Bentley and Siemens PLM Software
expanded their existing relationship.
Bentleys industrial BIM applications
already leverage several of Siemens
PLM Component software tools including
Parasolid software, D-Cubed software,
and the JT data format. As a result of

this agreement Siemens PLM Software will
now leverage Bentleys Vortex point-cloud
technology and incorporate it into other
appropriate Siemens applications as the
opportunities continue to expand.
Dick Slansky, Senior Analyst, PLM Research
Director, ARC Advisory Group, said,
Since the announcement of their strategic
collaboration in November 2012, I have been
following the collaboration between Siemens
and Bentley closely and have been very
excited with what I have been seeing from
these two companies working together. They
are now delivering a solution for integrating
product, process, and production design with
the factory infrastructure that significantly
benefits manufacturing OEMs and their
suppliers. Through the shared knowledge
of product and factory/plant lifecycles,
EPCs and line builders have access to
higher quality information provided by the
OEMs. In turn, OEMs and suppliers can
expect a reduction in launch time and costs,
improved validation of the digital factory, and
predictable asset design and installation.
Faraz Ravi, Bentley Fellow, Bentley Platform
Solutions, said, At Bentley we are gratified
to be seeing what we call reality modeling
yielding such benefits for product and
production lifecycles. In industrial plants,
occasional surveying can now become
almost continuous immersive scanning.
Project and asset performance are both
improved through information mobility of
point clouds by way of Vortex technology.
Most significantly, this can now increase
industrial agility and quality by enabling
shorter product and process design cycles.
www.siemens.com/plm
www.bentley.com.
51
AMMJ
January 2015
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News
A new product from Trelleborg Sealing Solutions turns

conventional thinking on cassette seals upside down.
Unconventional Thinking
Originally engineered for the arduous
environments that agricultural and
construction machinery have to operate in
every day, the CSL 1500 cassette seal from
Trelleborg Sealing Solutions stands above
its competition. Incorporating innovative
solutions such as opposing sprung lips,
this seal offers exceptional contaminant
exclusion, as well as reduced wear and
friction, leading to a de sign that runs cooler
and longer.
Cassette seals have typically been used
in the construction and agriculture markets
for many years, operating as an all-inone lubricant seal, wear sleeve and dust
protector. Their main function is to seal in
lubricants while keeping out contaminants,
and so must be incredibly robust and display
a high level of reliability.
Innovative features
Leveraging 40 years of experience in seal
design, Trelleborg engineers created a new
seal that holds a much larger volume
of grease internally, with a metal case
and a new stacked design that allows
more space for the components. These
innovations reduce ingress of external
contaminants, ease installation and
reduce friction and heat generation - all
leading to improved product life.
But theory wasnt enough for Trelleborg
Sealing Solutions. When you have
seals designed for this type of
heavy-duty application, which could
be in environments where seals
are regularly dealing with grueling
conditions for hours a day, extensive
testing is essential, says Bill Bishop
of Trelleborgs Rotary Center of
Excellence.
Thorough testing
The CSL 1500 endured 1,500 hours of slurry
testing and 3,000 hours of hot oil testing
without leakage in the lab.
We were confident in its abilities and
performance, so we then conducted realworld testing in field conditions. In these
applications, the seals have been running for
over a year without leakage, says Bill.
The benefits of the new seal will not stop with
the CSL 1500. Weve developed some new
techniques and technologies while working
on the CSL 1500 that were now applying
to other sealing solutions and are seeing
favorable results already, finishes Bill.
About the gasket
The Trelleborg Sealing Solutions precision
gasket for the Continental TCU, is
manufactured in AEM (ACT170) material
and is capable of withstanding temperatures
from -40 degrees C to +140 degrees C / -40
degrees F to + 284 degrees F.
news@trelleborg.com
Assets, Equipment, Services & People - News

Navman Wireless Launches Lone Worker Solution To Improve
Safety and Communication for Even the Most Secluded Worker
Navman Wireless, a global leader in GPS

fleet management, has announced the
launch of the new Navman Wireless Lone
Worker solution in Australia and New
Zealand. Developed from the ground up
by Navman Wireless, the Lone Worker is a
solution that helps address the safety needs
of workers in remote regions of Australia
and beyond. The two-way communication
device remotely connects workers to their
managers via the Telstra Mobile Network or
Iridium satellite communication network.
Lone workers often face harsh and high-risk
conditions such as extreme temperatures,
dangerous wildlife, unstable landscapes
and have limited or no access to cellular
communications. The Lone Worker enables
on-duty workers in remote areas to checkin with their managers or signal for help if
needed, providing an extra layer of safety.
The Navman Wireless Lone Worker solution
includes a small, lightweight pendant
that workers carry at all times, which
connects back to their vehicle. It utilises the
Navman Wireless tracking unit and satellite
communications device to send notifications.
The Lone Worker solution enables

the worker to manually send high
priority alerts, automatic man down
alerts and low priority worker check
in confirmations. In addition, should
workers venture too far so that
the pendant loses contact with the
vehicle (range is up to 500 metres
with clear line of sight, but varies
based on terrain), the solution
automatically sends an out of range
alert to the pendant to notify the
worker to return to a safe operational
range or move the vehicle closer to their
working location. After three alerts without
any response, the Navman Wireless
Lone Worker vehicle device will notify
headquarters that the worker is out of
range and could be at risk.
Another key feature of the Lone Worker is
its two-way communication system. While
most duress systems only allow one way
communication where workers send a
distress message and have no confirmation
whether it has been received, the Lone
Worker sends a confirmation signal when it
has been received by the server.
Navman Wireless identified a gap in the
market in managing the safety of workers
in remote locations. For these workers,
life-threatening situations can be a daily
occurrence, yet they usually work in areas
that have no mobile phone reception or
other means of communicating. This
increases risk levels, particularly in
situations which could require immediate
attention, such as a worker fall or serious
injury, said Andrew Hintz, Director
Resources Vertical at Navman Wireless.
52
AMMJ
January 2015
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News
Assets, Equipment,
Services & People News
The Lone Worker sends out automated
high priority alert notifications to the worker
if, for example, it detects a fall or sudden
movement which could indicate the worker
has tripped, or a possible health issue and
is unable to respond. If the worker does
not respond within ten seconds, an alert
will be sent to headquarters for immediate
attention, said Hintz.
Key features of the Lone Worker include:
An additional layer of protection aligned
with Work, Health and Safety legislation
including duty of care for mobile workers
& employers
In-vehicle call/emergency button
Two-way wireless communication with
confirmation signal
Automated high priority alert notification
Manually activated high priority alert
notification
Out of range alert notification
Manually activated worker check in
The Lone Worker has been designed
to revolutionise the level of remote
communication, safety and care that can
be provided to mobile workers in remote
regions. It is the newest addition to
Navman Wireless portfolio of products and
solutions that help businesses adhere to
workplace health and safety legislation and
duty of care for mobile staff. We are proud
to be taking this solution to market to help
raise the safety of mobile workers across
Australia, said Hintz.
www.navmanwireless.com.au
Elliotts Mec-Flex Gloves another

Australian first in workplace safety
A snapshot of the
construction, manufacturing
and mining industries in
Queensland, identifies
young males aged 15-34
as being the most at risk
to hand injuries, reveals
a report commissioned by Elliotts Australia
last month. In fact, according to the report
by the Queensland Injury Surveillance Unit,
Mater Health Service*, between the period of
July 2011 and June 2013, this demographic
accounts for over half of the 1182 total
number of hand injuries cases recorded
from the in that time. Significantly to the
construction industry - this group made up
33.5% of the total recorded cases.
Clearly something needs to be done!
So, Australias Quality Safety Gear specialists
Elliotts have developed the Mec-Flex
range of gloves for specific application within
the construction, mining, manufacturing,
oil and gas industries and which will be
instrumental in cutting down the high
incidence of hand injuries.
These safety gloves are both impact and
cut resistance, and are certified to the
standard *AS/NZS2161.3:2005 Occupational
protective gloves, which provides protection
against mechanical risks and CE Standards
that is European Standards. The Mec-Flex
range follows Elliotts earlier launch of their
cut specific G-Flex range and so now provide
many Australian certified glove options for
the safety conscious no matter what the
application! The new Mec-Flex is a glove no
one in the industry should be without their
hands, and their livelihood could depend
upon it!
http://www.elliottaustralia.com/
53
AMMJ
January 2015
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Articles
Stores Purchasing Parts & Materials
Stores, Purchasing, Parts

and Materials.
Inventory:
Storage or Hoarding?
Phillip Slater
www.PhillipSlater.com
In almost every facility on earth (and I
dont think that I am exaggerating) there

is a place in which equipment and spare
parts are kept that someone thinks is
important to keep but that is not part of
any system of control.
These are not just the squirrel stores
that individuals might keep but often are
company sanctioned areas for keeping
these items.
In a plant that I joined as a young
engineer this place was out the back of
the factory, far from scrutiny, in a place
that only the occasional warehouse
visitor found if they took a wrong turn.
This was a landscape of brown rust, a
weed covered paddock that was in effect
a graveyard for plant and equipment. By
any reasonable analysis this equipment
was junk.
Yet there were people on site who thought
that this was a valid means of storage and
even referred to this junk as inventory.
That was more than two decades ago
but with all of the technological progress
in the intervening years it seems that

nothing much has changed in this area of
spare parts management. It seems that
almost every site that I visit in my work
has this type of, so called, storage. It may
not be open to the weather, but is almost
always hidden, and that, by definition,
really means that this is not inventory, it is
hoarding.
If we think of storage as the act of keeping
goods (in this case spare parts and
equipment) for future use, then the key
differentiators that take this behavior to the
level of hoarding is:
1 The supply is largely hidden from
authorities usually for fear that it will be
exposed for what it is. Being hidden doesnt
just mean physically hidden by being out
of sight and out of mind but also financially
hidden by being largely off the books.
In this case the authorities are senior
management and finance.
2 There is no means of control. That
is, there are no criteria for deciding
what should or should not be kept. No
54
AMMJ
January 2015
Go To Next Item
WANTED your articles, news and case studies relating

to the management, procurement and use of spare
parts & materials in the world of asset management &
maintenance. Contact Phill Slater at:
Phill@PhillipSlater.com
mechanism for deciding the quantity to

hold. No review process to ensure that
obsolete or no longer functional items are
removed.
In short, the items kept in the
rear yard are uncontrolled junk.
So what, I will hear many people say, it
does no harm (as long as you keep down
the rats). But is that really true?
Everything that we do
in our work, all of our
behaviors, the things
that we make important
and the things that we
ignore, help create the
culture of the workplace.
Many companies
say that spare parts
management and
control is important but
very few really live it.
Very few ensure that all
parts are controlled in
their purchase, storage
and use. In the plant
that I joined 25 years
ago, we cleared out that
junk, took control of our
spares and drove the
plant to new heights of
performance.
Go To Contents Page
Phillip Slater - Editor SPP & M
So if you think that the hoarding of

broken old rusty parts is going to be
good for your plant because you might
just need some part one day, then you
are kidding yourself. All you are doing is
setting a bad example of how to manage
this critical element of your operational
support and setting your plant up for
failure.
Go To Last Page
Stores Purchasing Parts & Materials - News
Stores Purchasing Parts

& Materials News
Drax Power Station Supporting the future

of the business with up to GBP5 million in
operational cost savings
Overview
The need
To support its long-term business
strategy, Drax wanted to boost
operational cost-efficiency by
ensuring that it was not overstocking high-value components
but how?
The solution
Drax worked with BPD Zenith to
refresh its supply chain, asset
and work management processes
with IBM Maximo solutions
providing clear visibility of stock
levels and the historical data
needed to forecast requirements.
The benefit
Tracking stock usage over time will
enable Drax to forecast optimal
stock levels, reduce over-stocking
and support the future of the
business with up to GBP5 million in
cost savings.
Part of the Drax Group, Drax Power

Station in Selby, England, employs 830
people. The largest of the UKs power
stations, Drax Power Stations six units
have a total capacity of approximately
4,000 MW typically producing enough
power to meet seven to eight percent of
the UKs electricity requirements.
Supporting the future
of the business
Drax is driving a major transformation
project to convert three of the six
generating units at its power station
to burn sustainable biomass in place
of coal. To help support its futurelooking business strategy, the company
targeted both operational cost savings
and greater maintenance efficiency
but existing processes and systems
presented a challenge.
Richard Barber, Maintenance Systems
Section Head at Drax, explains:
Our previous asset management
solution had met our operational needs
for many years, but we had outgrown
the limited range of capabilities it
offered.
55
AMMJ
January 2015
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For example, we could not easily manage

maintenance dependences, which include
crucial infrastructure such as scaffolding.
This sometimes meant that craftsmen
could travel all the way out to a scheduled
job, only to find that they were unable to
gain access with obvious consequences
for operational efficiency, and frustrating
the team.
Targeting millions in
cost savings
The companys previous approach to
asset management also presented
challenges for the supply chain
organization.
Lisa Bower, Head of Procurement and
Facilities at Drax, says:
The lack of clear information on stock
levels and utilization made it challenging
to calculate the optimal quantity of each
component to carry. Our critical stock
is worth more than GBP35 million, so
optimization in this area could be very
valuable to the business.
Selecting the right
partner
To help achieve its objectives, Drax
engaged trusted IBM Business Partner
BPD Zenith to deploy IBM Maximo Asset
Management solutions.
We selected IBM Maximo software
Go To Contents Page
because it combines the advanced

asset management capabilities we were
looking for with built-in bestpractices,
helping to ensure compliance with
stringent health and safety regulations,
says Richard Barber.
Lisa Bower adds: When it came to
selecting an implementation partner,
BPD Zenith was an excellent fit for
Drax. The BPD Zenith teams business
culture, technical expertise and deep
understanding of our industry made it
clear that they had performed complex
work of this kind before. Their guidance
throughout the implementation proved
invaluable.
Gaining tighter control of
asset management
In the first stage of the project,
Drax replaced multiple legacy stock
management and procurement systems
with IBM Maximo Supply Chain
Management, and migrated 18 months
of historical data on active suppliers and
purchase orders into the solution.
Lisa Bower comments: We completed
the first phase of the IBM Maximo
project within just nine months an
extremely tight deadline for a project of
this scale and scope.
Next, the company implemented the
Maximo Work Management System,
Scheduler and Health, Safety and
Go To Last Page
Stores Purchasing Parts & Materials - News
Keeping energy plants

running smoothly demands
tight control of a wide range
of assets.
With IBM Maximo Asset
Management, we can
determine the optimal
approaches to maintenance
enabling us to deliver
the highest levels of asset
availability without driving up
operational costs,
Richard Barber, Maintenance
Systems Section Head, Drax.
Environment Manager modules, enabling

a graphical view of human resources and
open work orders, in addition to automated
work planning capabilities. By using the
IBM Maximo Risk Assessment module
to assign the correct safety processes
according to the status of every work order,
Drax ensures compliance with workplace
safety requirements.
Richard Barber says: Today, IBM Maximo
is fully integrated into our business
processes. Practically everyone in the
business now interacts with the Maximo
solution to some degree from our finance
and procurement departments to our
operations managers and engineering
teams.
56
Targeting GBP5 million in cost savings

Drax is now using its IBM solutions to
identify and drive efficiencies, and is on
target to realize its business goals.
With Maximo at the heart of our supply
chain, we have replaced an almost ad
hoc approach to procurement with an
unprecedented degree of central control,
AMMJ
January 2015
says Lisa Bower. By implementing a

strict maximum spend per employee, the
solution enables a level of transparency in
the procurement process that was simply
not possible before.
We are now collecting accurate data on
our stock including the number of times
a given type of component is used within
a year.
After we have around 12 months
of historical data, we plan to utilize
forecasting capabilities in Maximo to
calculate the optimal stock levels for each
high-value component. We predict that
reducing our stock down to more optimal
levels will enable us to drive cost savings
of up to GBP5 million within three years,
which could be redirected elsewhere in
the business.
Preparing for strategic procurement

IBM Maximo enables Drax to gain
tighter control of an extensive network of
suppliers.
Regulations in the energy industry
are stringent, and it is vital that we
can ensure all of our suppliers are
compliant, says Lisa Bower. Maximo
helps us to ensure that suppliers have
the appropriate insurance in place for
on-site work, minimizing our business
risk.
In addition, the supplier visibility we
gain from Maximo has helped us to
develop a comprehensive audit process
for our tier-one suppliers. These

suppliers represent 85 percent of all our
procurement, and developing strategic
relationships with them is a priority.
IBM Maximo
To learn more about IBM Maximo
solutions, visit the following website:
www.ibm.com/software/products/
maximoassetmanagement
About BPD Zenith Limited
To learn more about products, services
and solutions from BPD Zenith, please
visit
www.bpdzenith.com
Boosting efficiency for plant

maintenance
Lisa Bower says: We have been striving
for an asset management interface that
delivers the information we need at a
glance and IBM Maximo offers us
exactly that. Today, we can automatically
integrate information on stock levels,
repair priorities and dependences to
determine the best times to schedule
essential work. As a next step, we will
use the single source of accurate data
offered by Maximo to generate reports
that show exactly how long each type of
maintenance task takes to complete.
In the long term, reporting in Maximo will
enable us to refine the accuracy of our
maintenance schedules, and help our
engineering teams to perform their roles
with even greater efficiency. We anticipate
that this will be a significant benefit to the
business.
Go To Contents Page
Go To Last Page
Research Papers and

Detailed Technical
Reports
Each issue of the AMMJ includes a section dedicated
to research and new technology in the fields of asset
management, maintenance, maintenance engineering,
reliability, condition monitoring, plant engineering, general plant
equipment, tools, energy, HVAC, plant services, bearings,
compressed air systems, lighting, training, environment, etc..
The publication of technical reports, thesis and project reports
in the fields of maintenance and reliability has in the past been
very much neglected.
The AMMJ can now provide an outlet for your work in these
fields. Each selected Paper or Report will be published in full
(as received) in the form of a Downloadable PDF.
The AMMJ does not ask for exclusivity and you are free to
publish your papers in other publications as well as the AMMJ.
To Submit your Research Paper or Technical Report to the AMMJ email
as a PDF to: editor@theammj.com
The 10 Skills You Need To Succeed

In Asset Management
Download
By Cliff Williams
32 Pages
(This article is from Mainstreams Blog at:
PDF Size 750kb
www.blog.mainstreamconference.com ).
The 10 Skills that Cliff identifies will not be the ones you
would normally think of. This article will give you a very
different perspective on what skills are really needed in an
Asset Manager.
Cliff Williams is the author of the best-selling maintenance
novel People A Reliability Success Story . He is a
maintenance educator and a keynote speaker at conferences
around the world
Evaluating Asset Health:

Prioritizing and Optimizing Asset
Management
Download
17 Pages
PDF Size 400Kb
Today, with widespread communications,

low processing costs and continued deployment of intelligent
equipment, businesses can collect and analyze far more
data from the field than ever before.
When coupled with the right software tools & some targeted
integration, this operational data can be utilized to enhance
asset management business processes, reducing translation
errors and enhancing asset-intensive companies ability to
maintain and plan for the replacement of equipment.
Implementation of these systems can reduce costly critical
asset failures that can cause injury, millions of dollars in
property damage, service delays and loss of stakeholder
goodwill.
The AMMJ publishes these papers as received and does not accept
any liabilities in regards to the contents of the above papers.
57
AMMJ
January 2015
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ISSN 1835-7903 (Online)
Articles and News From Around The World of

Maintenance, Reliability, Asset Management,
Plant Engineering, MRO and Stores. Readers
from Over 130 Countries.
Maintenance and Asset Management, Reliability and

Maintainability, Maintenance Research, Design, Condition
Monitoring, CMMS, Plant Engineering, Services, Factory
Services, Stores and Parts Management, Building
Maintenance, Tools and Equipment, People & Recruitment,
Spares & Stores.
Send to editor@theammj.com
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Editor
The AMMJ will has

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MRO & Spare Parts Management
Stores, Purchasing,
Parts & Materials
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AMMJ

January 2015 Issue

Asset Management And Maintenance Journal

See the Heat

2014 FLIR Systems Inc. All Rights Reserved

SKF Training Solutions

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Click On The Page Number/Title

43 Thermal Imaging Inside

45 Now more than ever: The Importance

47 STOs Are Special

Important Changes for the AMMJ

Decisions In Asset Management

48 Plant Cleanliness Takes Less Work

Reducing Maintenance Costs on

10 The Power Of Intelligence

15 Maintenance Key Performance

54 Inventory Storage or Hoarding?

19 Is Lubrication Data Missing

20 5 Keys to Lean Maintenance and

57 TECHNICAL REPORTS AND

- The 10 Skills You Need To Succeed

36 Moving Towards Self

38 Maintenance & Reliability News

58 Become an AMMJ member

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AMMJ Special Features

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Download the Full AMMJ Media Kit From www.theammj.com/advertising.pdf

Different asset life cycle stages represent very different decision-making

Beginning of life stage:

engineering or construction projects based

Figure 1. Different decision-making environments in asset life cycles

Normal Operation and

Furthermore, there is often a time-lag

3 End-of-life Decision-making Stage

No matter how well assets are maintained,

Before identifying the methods for

One piece of equipment can

YOU CAN DO THAT

Business and communications

Hard evidence today (costs, asset

Fire-fighting behaviour can be a cultural

Efficiency Versus Effectiveness

For many years organisations have been

skills for engineers

Nearly all asset management decisions

The whole subject of data, information

All of these issues have to be

SALVO Process: bridging the gap between

Step-by-step technical playbook: commercially licensed