Maintenance Journal 174

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Contents
A journal for all those interested in the maintenance, monitoring, servicing and management of plant, equipment, buildings and facilities.
October 2004
6 8 16 18 20 24 26 31 48 52 54 56 64
Optimizing The Role Of The Maintenance Department

Joel Leonard
Volume 17, No 4. October 2004

Published by: Engineering Information Transfer Pty Ltd Publisher and Managing Editor: Len Bradshaw Publishing Dates: Published in February, May, August and October. Material Submitted: Engineering Information Transfer Pty Ltd accept no responsibility for statements made or opinions expressed in articles, features, submitted advertising, advertising inserts and any other editorial contributions. Copyright: This publication is copyright. No part of it may be reproduced, stored in a retrieval system or transmitted in any form by any means, including electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher. For all Enquiries Contact: Engineering Information Transfer Pty Ltd PO Box 703, Mornington, Victoria 3931, Australia Phone: (03) 5975 0083, Fax: (03) 5975 5735, E-mail: mail@maintenancejournal.com Web Site: www.maintenancejournal.com
RCM - Can It Deliver Performance

John Gallimore
Key Performance Indicators Leading Or Lagging And When To Use Them

Ricky Smith
Certification For Maintenance & Reliability Professionals

Terrence OHanlon
Improved Reliability Of Universal Joints On LPP Main Cooling Water Pump

Rahimi Md Sharip
The Importance Of CMMS In Schools

Oren Tirosh
The Strategic Importance Of Asset Management

Daryl Mather
2004 Survey Of Special Maintenance Applications Software

Ian Bradshaw
Plan For Maintenance Productivity

Tom Westerkamp
Unbelievable Resonances And Their Enormous Force

Mathias Luft
Hosted CMMS - Are You Ready For The Revolution?

Computerized Facility Integration, L.L.C.
Implementing Problem Solving Excellence Using Six Sigma

D Jenkins & P Townson
The Role Of Knowledge In Managing Maintenance For Business Success

Dr. Mousumi Samanta & Dr. Bimil Samanta
This issues cover shot is reprinted with permission from ABB Review Special Report - Industrial Services.
Regular Features
70
PM Corner
Condition Monitoring Standard - Steam Traps
74
Maintenance News
Current Maintenance and Product News
81
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October
Editorial
SURVEY FEATURE in the February 2005 issue
Bill Baker MESA Memorial Lecture In August 04 I attended the inaugural William (Bill) Baker MESA Memorial Lecture in memory of Bill who was a founding member of the Maintenance Engineering Society of Australia (MESA) and Director and Principal Consultant of MACE Consulting Group from 1988 to 2003. Bill was a key figure in the development of Maintenance, Reliability and Asset Management in Australia. He was a leader in the Maintenance field and will be sadly missed. Bill Baker spent many years in the Australian Department of Defence eventually leaving with the rank of Major. It was therefore appropriate that the first William (Bill) Baker MESA Memorial Lecture be presented by Major Dean Reyniers. Comments from the lecture are provided below by Ross Francis (Ross Francis Consulting):
Major Dean Reyniers, SO2 RAM, gave us an insight into his experience in Reliability and Maintainability Engineering in the Department of Defence (DMO). There is always much that private industry can learn from the armed forces. A few key points noted during his talk include: 95% of the Life Cycle Costs (LCC) of an asset is locked in before equipment enters service. Thus the armed services focus for R&M Engineering is on acquisition activities The opportunity to influence reliability diminishes rapidly once equipment is put into service A minimum of 80% (some would say 90+%) of the LCC are expended during operations (often over a life of 20 years) and less than 20% for acquisition / construction Reliability and maintainability issues must be dealt with at design and the emerging design managed Industry is focused on asset management from purely an in-service perspective and often invests in reliability through replacement and upgrades To focus purely on existing assets is to sub-optimise from a life cycle perspective Industry has many Maintenance Engineers and few Reliability Engineers Industry should give much more feedback to OEM suppliers on reliability and maintainability issues Aim must be to bring down the barriers between asset users, in-service managers and acquisition managers
Survey of Communication Tools Used In Maintenance Applications And/Or Used In CMMS/EAMs

(May include data collection/communication devices; GPS; GIS; bar-coding; transportation; Palm devices; etc.) If your organisation is a provider of such communication tools or you are a provider of CMMS/EAM systems that incorporate such communication tools and you wish to be included in this survey, then please obtain the survey form by contacting Len Bradshaw at:
mail@maintenancejournal.com
Completed survey forms must be returned by 29 October 2004

Joel Leonard
E-mail: leonard.joel@mpactlearning.com
Despite its often misconceived reputation, maintenance is more than a fix it when it breaksfunction. But because it is often treated as such, its not utilized to its full capacity. In order to avoid a just fix it maintenance department, plant managers must take responsibility. Unless the maintenance organization is given (or develops) a proactive list of goals and objectives, it will always be sub-optimized.
The third goal of maintenance is to reduce energy usage or energy consumption.Well-maintained equipment requires less energy to operate. The maintenance organization can have a large impact on the companys bottom line by ensuring that all energy-related equipment is up to standard performance levels.
Maintenance Goals
In order to determine the proper goals and objectives for the maintenance organization, it is first necessary to define its responsibilities. Close examination reveals that the true goal of maintenance is to maintain the capability of the companys assets to perform their designed function. When one views maintenance in this way, many of the negative stereotypical perceptions about maintenance will change. For example, determining the customer of the maintenance organization takes on a new focus. In many companies, there is a belief that maintenances customer is the operation or production group, but the real customers of the maintenance department are the shareholders of the company. By caring for assets in which the shareholders have invested, plants can be sold with production-ready, well-maintained assets worth more than poorly maintained ready-to-scrap assets. The second goal of maintenance is to be as efficient and effective as possible in carrying out the repairs and services that are required. By taking more responsibility for the costs within their department, maintenance personnel ultimately protect their jobs. Keeping costs down maximizes profitability and prevents wasted dollars while making a case against the idea that it is more economical to contract out maintenance functions.
Judicious Cost Cutting

in the Maintenance Department In order to compete in this hypercompetitive global economy, companies strive to become more efficient and effective. In order to do this, companies have taken to rolling out plans to elevate the bar of performance while again restricting available resources.Doing more with less has become a standard business mantra. Many companies have become so fanatical about cost cutting that many efforts have yielded disastrous and even dangerous consequences. Indiscriminate cost cutting can handicap companies ability to respond to new opportunities as well as to maintain and expand production capacity.
Typical Objectives
While the objectives of maintenance may vary from organization to organization, some typical maintenance objectives are defined as the following: 1. Maximize production at the lowest cost, the highest quality, and within the optimum safety standards. This statement is very broad, but it is important for maintenance to have a proactive vision to help focus its activities. In fact, this statement should be tied to any corporate objective.

2. Identifying and implementing cost reductions. This is sometimes an overlooked aspect of maintenance, but there are many ways a maintenance organization can help a company reduce costs.For example,a change in a maintenance policy may lengthen production run times without damaging the equipment. This reduces maintenance cost and,at the same time, increases production capacity. 3. Providing accurate equipment maintenance records allows a company to evaluate the performance metrics of equipment accurately in engineering terms such as mean time between failure or mean time to repair. Success in this endeavor, however, requires accurate documentation of each maintenance activity. That is why most organizations use some form of a computerized maintenance management system to track and report this information. But whether or not a computer is used, key information must be accurately tracked. This documentation provides legal defense to validate that proper maintenance on the assets are being performed. 4. Optimizing maintenance resources includes eliminating waste with effective planning and scheduling techniques. In reactive maintenance organizations, it is estimated that up to one-third of maintenance expenditures are wasted. By optimizing maintenance resources, organizations improve their effectiveness in eliminating this waste. For example, if an organization has a maintenance budget of one million dollars and operates in a reactive mode, it is possible that the organization is wasting more than $300,000. When 80 to 90 percent of all maintenance activities are planned and scheduled on a weekly basis, there is very little waste to the maintenance process.The goal for a reactive organization is to achieve this level of proficiency. 5. Optimizing the lifespan of capital equipment is another key function of the maintenance department. Properly maintained equipment will last 30 to 40 percent longer than poorly maintained equipment. A preventive maintenance program,properly designed, will ensure that the routine needs of the equipment are addressed. Minimizing energy usage is a natural result of well-maintained equipment. Well-maintained equipment requires 6 to 11 percent less energy to operate than poorly maintained equipment. For example, heat exchangers and coolers that are not cleaned at the proper frequency will consume more energy when heating or cooling. HVAC systems that are not properly maintained will require more energy to provide proper ventilation to a plant or facility. Even small things can have a dramatic impact on energy consumption, e.g., the alignment of couplings in a plant that has a large amount of rotating equipment. 6. Minimizing inventory on hand is another waste-eliminating objective for maintenance organizations. Approximately 50 percent of a maintenance budget is spent on spare parts and material consumption. In organizations that are reactive, up to 20 percent of spare parts cost may be waste. When organizations become more planned and controlled, this waste is eliminated. Some typical areas of waste in the inventory and purchasing function include: stocking too many spare parts; expediting spare part delivery; allowing shelf life to expire; single-line item purchase orders; and vanished spare parts. So, it is important for the maintenance organization to focus on controlling spare parts and their costs. spare parts over $1,000 could be purchased for on-hand inventory. Shortly after this policy was made, the companies major production line was shut down for three months to wait for a $1,200 replacement component to arrive from a German manufacturer. That cost savings edict resulted in over $900,000 in lost revenue. This is a more common event than many realize. Even though maintenance contributes significantly, many businesses budget decisions are made with minimal input from maintenance.
Taking Charge
How to Survive and Thrive in an Adverse Economic Environment: 1. Overcome shyness. Shyness has become recognized as a major inhibitor to maintenance performance. Many opportunities to present a case have been lost because maintenance personnel avoid speaking to groups. 2. Increase your credibility. The Association for Facilities Engineering (www.afe.org) has received numerous testimonials from those who challenged themselves by taking the Certified Plant Maintenance Manager exam. Many recipients report that managements perception of them increased and now have been invited to participate in key business meetings. 3.Value Proof your department. In this adverse economic environment every expense is up for review. Maintenance is very misunderstood and therefore has been an easy target for indiscriminant cost cuts. Maintenance perception is critical to your ability to receive appropriate resources. Do not hesitate to bring in maintenance experts to help educate management on the role of the maintenance department. Work to convince management and operations to attend a Maintenance Excellence Workshop. Several companies who have attended these types of events have become more sensitive and supportive to maintenance initiatives. 4. Be persistent.Take a lesson from some of the best sales people: your kids. Keep asking for key items until management gives in. Marketing statistics prove that it takes 21 exposures to an idea before gaining general acceptance. 5. Become a known value provider and cost cutting crusader. Constantly search for new methods to reduce costs and subtly inform management of your successes. For example,many states will allow you to deduct spare parts inventory from your taxes. Also try becoming a showcase account for key suppliers; provide testimonials and referrals to your key suppliers in exchange for priority service and special pricing. Submit to win an industry maintenance achievement award, or try keeping everyones eyes on the prize by creating a Maintenance Brag Board. Showcase key performance indicators and highlight department successes. Rex Gallaher, Director of Maintenance for USPS instructs his team, Become a leader first, become a businessman second and then become a maintenance resource. Companies will continue to employ cost cutting measures. It is our responsibility to provide information to facilitate judicious decisions and to improve the organizations ability to respond to current and future challenges. Implement these tips and you and your business will thrive.
An Easy Target
Maintenance has been an easy target of indiscriminate cost cutting because most organizations do not fully understand or appreciate its mission and value. For example, an ambitious accountant at a Maryland manufacturing plant, despite the maintenance departments passionate objections, dictated that no
RCM - Can It Deliver Performance?

John Gallimore
Director, GGR Associates Limited (UK) Published previously in The Maintenance and Asset Management Journal Vol 19 No 1
Abstract
Reliability Centred Maintenance has its advocates and detractors in fairly balanced numbers. This article shows how the industrial context is all important and that it is not a case of one methodology being good and others bad. There are industries, such as nuclear power, with potential for major disasters where standard RCM can do well. In other circumstances, particularly where the risk to the public is low and product variety is higher, the more recent developments of RCM provide a better option for improving plant performance and safety.
A focus on the consequences of failure rather than the failure itself A shift towards condition-based maintenance where the equipment is left undisturbed until early signs of failing can be detected Enforcement of a re-design or change in operating procedures if serious failure consequences cannot be prevented by maintenance Recognition of the importance of operating context - similar plant in different uses or configurations will have different failure consequences and will require different maintenance regimes. It looked as if a panacea for the maintenance professional had arrived that would lead easily to a step improvement in plant reliability throughout industry.
INTRODUCTION
So why is it necessary to write another paper on Reliability Centred Maintenance when so much has already been published? The reason is that previous papers have generally been written from a partial standpoint. They may, for example, have come from organisations whose sole reason for being is to promote standard RCM, or they may have been written to describe a particular application of the methodology. In the first case, exaggerated claims may have been made - certainly the weaker points will not get much coverage: in the second, the context of the paper is likely to be different from that of the reader and therefore of limited relevance. The aim of this paper is therefore to provide a balanced view of RCM and its more recent derivatives, and to indicate where each is applicable
WIDER APPLICATION OF RCM

Success with the early application of RCM in the airline industry led rapidly to the application of the RCM methodology to other forms of transport, nuclear power and military systems. These industries share characteristics that include being safety-critical involved with the public heavily regulated engineering dominated based on high technology. It seemed an entirely logical move to extend the application of RCM to general process and manufacturing industries. Harris and Moss [2] reported, however, on the difficulties being encountered when RCM was applied in power, process and manufacturing industries. In particular, they highlighted the difference in approach - from a prescriptive approach by specialists in aviation to a co-operative approach by facilitator-led teams of plant operators and engineers in these other industries. Once the safety issues have been dealt with, the RCM process is competing with several other techniques for improving the reliability and performance of plant. We will therefore look further at the characteristics of a range of industries and examine how well (or otherwise) RCM meets the requirements of a performance improvement methodology.
THE BACKGROUND TO RCM

Most readers will be familiar with the formulation of RCM in the 1970s in the USA aviation industry and its use in the development of scheduled maintenance programmes for aircraft including the Boeing 747. It was a huge success by any standard. So much so that equipment failure is now well down the list of reasons for aircraft disasters - after human error, extreme weather conditions and sabotage. RCM caused old beliefs to be questioned. Most noteworthy of these perhaps was the belief that there was a 'right time' when each item of equipment should be overhauled. The definitive text on RCM by Nolan and Heap [1] shows, in the initial maintenance schedules for the McDonnell Douglas DC8 and then for the DC10 and Boeing 747, how dramatically opinion changed - from a requirement for scheduled removal for maintenance of 339 items on the DC8 to as few as seven or eight on the newer and far more complex aircraft. RCM brought with it new concepts to guide the selection of a preventive maintenance (PM) regime. These included A rigorous logic for identifying possible failures and deciding what to do about them Recognition of six failure patterns, not just the "bath-tub" curve favoured by engineers Realisation that most failures occur randomly and cannot therefore be prevented by fixed interval overhauls or replacements
THE INDUSTRIAL CONTEXT

With the establishment of a standard for RCM [3] has come some hardening of attitudes towards assertion that unless a methodology complies with this standard it is of little value. This is indeed a strange irony considering how keen the RCM pioneers, Nowlan and Heap, were to ensure that any PM applied to plant should fully recognise the context in which it is required to operate. The failure of many RCM initiatives in industry derives from the attempt to apply a cumbersome and inflexible methodology in industrial contexts that differ widely from those obtaining in aviation.

A simple classification of plant or industries is able to separate out the obviously safety critical. These include, for example, aviation, nuclear power generation and the armed forces. Such sectors have developed to become highly proceduralised, documented and regulated. In turn, adherence to the documented procedures is closely monitored and any lapse or 'near miss' is subjected to extensive review and possible disciplinary action. In such contexts, where engineering and technology dominate, it is not surprising that a lengthy, documentation-intensive process such as RCM can be readily accepted. The industrial context for most commercial process and manufacturing industry is, however, quite different. Safety, while of serious concern to management, is not such a dominant factor. There are fewer realistic possibilities for major disasters and the public is not often put at risk. By comparison, cost effectiveness, operating efficiency and profit improvement come to the fore. Commonly, the characteristics of such industries are that they are led by Operations, not Engineering have thinly stretched management are focused on output, cost and productivity. Where safety is paramount, as in the nuclear industry, there is no option but to get the risk of critical failures as low as reasonably practical (ALARP). This objective leads inevitably to defined procedures and extensive training, supervision and monitoring. Effective managers in industries where failures are not so safetycritical such as food, drink, paper and board manufacture have to strive for a different form of optimisation while recognising that they will never achieve it - and that means accepting compromise. For example, costs may be reduced if manpower (including supervision) is cut and a minimum of training is provided. Cut too much, though, and costs will rise and output will fall. Managers must keep chipping away at waste, stoppages, changeovers, break-downs and so on, just to stand still in performance terms - let alone actually improve line efficiency. The reality for most manufacturing and process industries is that management is stretched (layers have been taken out), few management services specialists remain and the workforce is no better trained or behaved than in the past. Yet against this background the pressure for performance improvement is unrelenting.
PROBLEMS WITH RCM

RCM has great strengths as a methodology but it is unrealistic to expect a single standardised process to suit all situations. Features that may be valuable in some industries can be a problem for others. Table 1 shows how features of RCM may be both a strength and a weakness depending on the industrial context. These and other weaknesses associated with the application of RCM are outlined below under the headings, 'Excesses and Inflexibility' and 'Omissions'.
Excesses and Inflexibility

The RCM standard defines seven questions that must be answered in the set sequence in order to comply with the standard and to determine all significant failure modes, their consequences, and what preventive tasks or other actions should be taken. These questions require the following to be recorded: the functions of the equipment
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Table 1 Strengths and weaknesses of RCM

RCM Feature A standard defines the methodology Strength Managers and buyers know what they will get without having to check each methodology on offer Weakness Encourages a focus on following the methodology rather than obtaining benefits None
Required performance standards must be identified Functions and functional failures route to identifying failure modes RCM decision logic
An essential step
Managers and buyers know what they will get without having to check the suitability of the methodology Nothing comparable in any other non-RCM based improvement methodology
A cumbersome procedure often not well suited to shopfloor involvement Standard RCM logic has a narrow focus on maintenance tasks and equipment redesigns Misses the point that for most plant, breakdowns possibly account for only 5 to 10% of the plants lost time May be excessively time consuming
Focus on achieving the inherent reliability of the plant
Well suited to safety critical plant where reliability is of paramount importance
Documentation
Prescribes detailed descriptions at each step in the standar d methodology
functional failures all the failure modes associated with each functional failure and for each failure mode: the failure effects the consequences of failure preventive maintenance tasks if applicable and effective default actions if no appropriate preventive maintenance task can be set. RCM terminology can present a barrier to acceptance by its users. Design engineers are probably comfortable with terms such as 'functions', 'functional failures' and 'scheduled discard task' but they are a switch-off for shopfloor staff. Much better to ask questions such as 'What can cause this item of plant to run slow?' and to talk of fixed interval overhauls and replacements. Review meetings can get bogged down in semantic debate and a standard RCM vocabulary that is alien to those who need to be involved in the process - the operators and the engineers who know the plant best. The safety-critical industries have well documented failure information and the more academically minded can deduce what failure modes might occur. However, industrial processes, such as a bottling line, often have little by way of documentation. They are usually one-off designs and the main components are frequently altered or upgraded during their relatively short life. In such situations the risks to the public are near negligible and the employee is probably safer at work than at home. The standard RCM approach for identifying failure modes is unattractive in these circumstances. The information database may not exist outside the minds of the operators and engineers who run and look after the plant These people do not take readily to academic discussion about functional failures and whether 'bearing cage disintegrates' is a failure mode or a failure effect
Their common sense tells them that the ponderous process with its heavy documentation takes too long and does not provide the company with value for money. They do, however, have a wealth of undocumented but essential information to provide and will participate willingly and positively if asked questions they can relate to. The standard further defines what information must be gathered and how all the information and decisions are to be documented. This level of documentation can be a burden and at odds with the need of most commercial organisations for rapid, cost-effective improvements.
Omissions
Outside the safety-critical industries, breakdowns usually account for only a small proportion of production losses. Start-up, setting and changeover losses and variations in raw materials are likely to be much more significant. A project to raise plant performance will need to tackle these issues, yet they are largely ignored by standard RCM. Many plant failures can be traced back to inadequate cleaning regimes and lack of, or inappropriate, lubrication. Where the environment is harsh or the process involves aggressive, dusty or dirty materials, the associated failures may account for more than half of all failures. Again, little emphasis may be given to cleaning and lubrication tasks in RCM where they may need to be justified under the headings 'scheduled restoration' and 'scheduled discard'. Review team members readily accept a sound logic for introducing a cleaning or lubrication task, but RCM's talk of the scheduled restoration or replacement of the damaged oil film is a mental gymnastic too far for most people. Another omission concerns assessing the criticality of failure consequences. It is a great strength of RCM that it emphasises the consequences of failure rather than the failure itself. But it makes little sense to give the same weight to a 'safety failure' that is highly improbable as to one where there is a good chance of someone being killed. RCM does not distinguish between these two situations by assessing criticality.
11
Figure 1 Evolution of plant performance improvement methodologies

FMEA
RCM TPM
FMECA
SMED Review RCM Fast-track RCM
Although achieving success with standard RCM is frequently difficult, there are situations where it is either the norm (for example, aviation) or where it should be considered. Pointers for a successful application of standard RCM are provided below.
WHERE RCM SUCCEEDS

As noted by Harris and Moss [2], RCM (subsequently re-badged as an SAE standard) was originally and successfully applied in situations that included these characteristics the systems were clearly specified reliability data was generally available (or could be collected) the substantial cost of the exercise could be spread over a large population (eg a fleet of aircraft) the organisation was orientated towards design engineering rather than operations. A further characteristic that may be added is being safety critical, or having the potential to cause a major disaster (heavy pollution or numerous people killed) in the event of catastrophic malfunction of the plant. Examples of industries with some or all of these characteristics include aviation, other forms of public transport, nuclear power, chemicals (some), petrochemicals and the armed forces. Moubray [4] highlights regulatory issues to conclude that those involved in the management of physical assets '...need to take greater care than ever to ensure that every step they take in executing their official duties is beyond reproach'. Managers are reminded that they might face penalties of over $500,000 and seven years imprisonment if they fail to prevent workplace death or serious injury. His clear implication is that only those who have carried out a standard RCM analysis are likely to survive the subsequent enquiries. However, most responsible managers are aware of other effective risk assessment techniques and methodologies, such as HAZOPS [5] and Quantified
Risk Assessment, and use them where appropriate. Manufacturers and operators of aircraft and other plant with a potential for major disaster will no doubt take comfort from the presence of voluminous RCM analyses to demonstrate that they have not been negligent. They have the technical resources to undertake the work and they need to ensure that people are not put at risk by plant failure. Where the use of RCM has become the firmly established norm (as in airlines and the armed forces) it is not worth even considering an alternative to standard RCM. Any attempt to improve the methodology will be resisted. There will also be issues of compatibility with previous studies plus the comfort factor associated with the use of an established procedure. Managers and buyers of RCM services can get comparable quotations and a proven methodology and not have to argue the case for making a change to accepted practice.
ALTERNATIVES TO STANDARD RCM

It has already been shown that process and manufacturing industries face different challenges from those of the more safety critical industries such as airlines and nuclear power. As well as assuring safe operation, managers need to get the most out of their plant and people and be profitable. This inevitably calls for compromises and doing right for the conditions in which they find themselves. Results are needed quickly and before the focus shifts to dealing with other issues. The author's company, for example, offers assistance to organisations to improve the performance of their plant. This includes standard RCM where appropriate, but much more commonly a derivative of RCM provides a better solution. Managers are right to question whether the 'one size fits all' nature of standard RCM makes it appropriate for their particular industrial context. The following describes how the requirements for alternatives to standard RCM became apparent and two ways by which these needs have been met.
13
Fast-track RCM
This is a plant performance improvement methodology that covers preventive maintenance needs, for example, to identify hidden failures, to maintain protective systems, to take account of operating context, and to document the analyses properly. The author's Fast-track RCM does all of these. However, most managers require more than this. They need a methodology that addresses their plant performance objectives on a wide front (eg on waste, changeovers, materials) and they recognise that maintenance and reliability form only a part of the problem. Key requirements of a performance improvement methodology are therefore that it is easy to understand is easy to apply can tackle all aspects of plant performance, including preventive maintenance incorporates the rigorous RCM decision logic distinguishes between serious and minor faults and failures is adaptable to achieve performance improvement objectives cost effectively is quick to apply. Standard RCM meets only one of these requirements fully - hence the emergence of derivatives. Fast-track RCM brings in important features from other improvement methodologies in addition to the structured approach, attention to preventive maintenance, and decision logic of RCM. From Total Productive Maintenance (TPM) comes recognition of 'six losses of production': TPM's emphasis on cleaning and lubrication is given proper consideration for applicability
and effectiveness. Fast-track RCM also includes an assessment of the criticality of each failure mode along the lines of Failure Mode, Effect, and Criticality Analysis (FMECA). As a result, serious failures are highlighted and undue attention is not given to relatively trivial failures. In many industries, there is more loss of performance (throughput) at changeovers and start-ups than from plant breakdowns. The methodology that specifically addresses this problem is Single Minute Exchange of Dies (SMED). SMED works at several levels, from organisational improvement through to detailed activity recording and analysis, in order to reduce the waste of changeovers. Most of the benefits are usually obtained at the first level and Fast-track RCM therefore includes consideration of the problems and faults that waste time and materials at changeovers. The consequence of a key component failure in plant depends very much on the engineering spares situation. If the component is held in stock, downtime may be a matter of minutes. If a replacement has to come from abroad, it could be days or weeks. Fast-track RCM provides the logic for deciding whether spares need to be made available and at what level (eg held on site or held by the supplier). The end result is a methodology designed to identify and provide answers to the faults, failures and problems that impact plant safety and performance.
Review RCM
Review RCM starts with the existing maintenance schedules and uses RCM decision logic to see if they are appropriate and being carried out at the right frequency. The schedules are then amended accordingly. By comparison, standard RCM and Fast-track RCM take little or no account of existing PM routines during the initial equipment
14
Figure 2 Application of RCM and RCM derivatives

Potential for catastrophic Failure High Chernobyl (nuclear failure) Bhopal (chemicals failure)
RCM
Civil aviation Coal mining Variety of Products Iron & Steel Low Military equipment Glass Rail travel Cement Pulp & paper Plaster Water Plasterboard Packaging Low Petrochemicals Chemicals Pharmaceuticals High
RCM Derivatives
Food & Drink Vehicle Manufacturer
review process. In one company considering an RCM application, the maintenance schedules were clearly excessive and only a small proportion of the scheduled tasks were being completed. Engineers picked what they considered to be the most important jobs (or the ones they liked doing!). Adding RCM-based tasks into an environment where the printed schedules had no credibility would have been a disaster. Using the Review RCM approach, existing scheduled tasks were assessed against RCM decision logic and deleted or amended where appropriate. In addition, checks were made to ensure that any protective systems had been identified and were being maintained appropriately. In this case, a few days using Review RCM were sufficient to make the schedules achievable and restore credibility to the maintenance systems before a performance improving Fast-track RCM programme was started. Within two weeks, over 90% of scheduled tasks were being completed and throughput had increased. This is just one example of the effective and responsible use of a Review RCM application (sometimes referred to as 'Reverse RCM') that started with the existing maintenance tasks. At the other extreme, nuclear power plants have used a much more elaborate form of retrospective RCM to improve maintenance regimes that were formulated at a time when it was believed that more maintenance could only improve safety and reliability. This belief ignored the fact that perhaps a third of all maintenance tasks do some damage to the plant - often quite minor, but occasionally serious, as in leaving a protective system in a failed state after maintenance. It is hard to conclude that, with all the expertise and regulation present in the nuclear industry, these organisations are putting the public at risk by their use of a retrospective RCM methodology.
The other main source for plant performance improvement approaches has been Japan, with its Total Quality Manufacture, Total Productive Maintenance and SMED. Figure 1 illustrates the evolution, in the last ten years, of plant performance improvement methodologies from Failure Mode and Effect Analysis (FMEA) in the 1950s to derivatives of RCM. Only RCM and its derivatives include a rigorous logic for deciding what preventive maintenance tasks would be both applicable and worthwhile. Further information on RCM and its derivatives can be seen on the author's website [6].
QUESTIONS FOR MANAGERS

Standard RCM is suitable for safety critical industries and those that have traditionally used RCM. It does not follow, however, that standard RCM is the only way - or indeed the best way - to avoid serious consequences from plant failure. Before embarking on an RCM application, managers should ask some pertinent questions What are the key objectives? Improving plant performance, major safety issues, environmental protection? Can safe operation of the plant be assured without using standard RCM - more quickly and at lower cost? Is standard RCM the best process for identifying possible failures (failure modes)? Does the RCM process meet my objectives or is its 'inherent plant reliability' focus too narrow? Can a standard RCM project realistically be completed in an acceptable time and at an affordable cost? Can the necessary technical skills and resources be made available? Will the methodology be accepted by the workforce without undue coersion from management? The willing participation of review team members is important. It is
Evolution of RCM Derivatives

Reference has already been made to RCM's origins in the USA, and to its focus on equipment failure and preventive maintenance.
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commonly implied that the RCM process will always identify all significant failure modes and the correct actions will be taken to deal with them. In practice, the RCM analysis will only be as good as the review team and the ability of its members to work together. Where there is a high degree of prescription and a culture of conformance, staff will follow the procedure whether or not it is well matched to the organisation's requirements. But where meetings are facilitator-led and attendance is more voluntary, the methodology must be clear, to the point, and presented in a language and style appropriate for the participants. Moubray draws attention to possible weaknesses in streamlined RCM techniques. Such weaknesses undoubtedly exist in some of the techniques on offer but certainly not in all. Managers therefore need to understand any methodology being proposed and assure themselves that there are no deficiencies in important areas, particularly the achievement of safe operation of the plant. However, where safety issues have already been satisfactorily addressed, any plant performance improvement methodology only needs to be cost-effective. Figure 2 shows a range of industries positioned approximately according to their potential for disaster (eg major loss of life) and the variety of products or services provided. Candidates for RCM are typically in the top left sector, which is dominated by nuclear power and industries that are or were state-run or are heavily regulated; lower risk industries, often with greater product variety and facing greater commercial competition, require a more flexible approach to performance improvement as provided by derivatives of RCM. And all established organisations can point to management initiatives that have been introduced with a great fanfare only to be quietly buried a few weeks or months later. Improvements may be slow to materialise, managers may lose interest, or team members may simply find other things to do rather than attend review meetings. Such initiative failures can be avoided, particularly where the approach is cooperative, by closely matching the methodology to the objectives and ensuring that those involved are suitably trained and enthusiastic. If the initial appraisal and planning indicate that standard RCM is the best methodology for the project, it should be used; more likely, though, a derivative of RCM will offer a better, quicker and more costeffective solution. ?
REFERENCES
1. Nowlan F S and Heap H, Reliability-Centered Maintenance, National Technical Information Service, Springfield, Virginia, December 1978 2. Harris J and Moss R, Practical RCM Analysis and its Information Requirements, Maintenance, September 1994 3. RCM Standard, JA1011 - Evaluation Criteria for ReliabilityCentered Maintenance Processes, SAE Publications, Warrendale, Pennyslvania 4. Moubray J M, The Case against Streamlined RCM, Maintenance and Asset M a n a g e m e n t , Vol 16, No 3, 2001 5. HAZOPS, Hazard and Operability Study, methodology descriptions at www.rsc.org/pdf/ehsc/HAZOP.pdf and http://slp.icheme.org/hazops.html 6. GGR Associates Ltd, Plant Performance Improvement Methodologies, methodology descriptions at www.ggrassociates.co.uk
IN CONCLUSION
It is a truism that no two organisations are the same. Each will have different plant performance improvement objectives and different constraints in relation to the skills and resources that can be deployed.
Maintenance Spares Optimisation

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Key Performance Indicators Leading or Lagging and When to Use Them

By Ricky Smith
www.lce.com Life Cycle Engineering Inc.
or key processes. KPI for maintenance effectiveness have been discussed, defined and refined for as long as proactive maintenance has been around. KPI combine key metrics and indicators to measure maintenance performance in many areas. Metrics can be a two-edged sword. Metrics are essential for establishing goals and measuring performance. Metrics chosen or combined erroneously can produce misleading indicators that yield incorrect and/or low performance measures. Inaccurate measures produce bad management decisions. If you are involved in an equipment improvement program, such as Maintenance Excellence, you must have a thorough understanding of the financial metrics used by your company to measure results and track improvement. You will need to establish a direct link between improved equipment reliability and overall company operational performance. At the bottom line, your metrics must yield a KPI in terms of financial performance. Initiating major change, such as moving from a reactive maintenance operation to one, which is proactive and employs Best Maintenance Practices to achieve Maintenance Excellence, requires start-up support from top management. In order to continue the journey towards Maintenance Excellence, the continued support from management will need justification. Upper management will not be satisfied with statements like just wait until next year when you see all the benefits of this effort. They will want something a little more tangible if you are to gain further commitment from them. You will need to provide tangible evidence in the form of objective performance facts. Thats where metrics comes in. Metrics is just a term meaning to measure (either a process or a result). Combining several metrics yields indicators, which serve to highlight some condition or highlight a question that we need an answer to. Key Performance Indicators (KPI) combine several metrics and indicators to yield objective performance facts. They provide an assessment of critical parameters
Reliability vs Production
Production (as a percentage of full run capacity) Equipment Reliability (percentage operating availability)
Budget Performance
Projected Budget
Actual Cost
Time
Maintenance Improvement Initiative
Time
Maintenance Improvement Initiative FIGURE 1
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To determine maintenance strengths and weaknesses, KPI should be broken down into those areas for which you need to know the performance levels. In maintenance these are areas such as preventive maintenance, materials management process, planning and scheduling, and so on until two major Maintenance Department KPIs are defined: Maintenance Department Operating Costs (Budget Performance) Equipment Reliability In turn, equipment reliability must correlate to production - both production vs. capacity and cost per unit produced. On the other hand, operating costs must be carefully considered. Initiating change is going to initially increase maintenance department expenses. Accurately forecasting a budget centered on change is essential if KPI is going to accurately depict department budget performance. (See Figure 1) Depending on KPI values we classify them as either leading or lagging indicators. Leading indicators are metrics that are task specific. They respond faster than results metrics and are selected to indicate progress towards long term objectives. Leading indicators are indicators that measure and track performance before a problem arises. To illustrate this, think of a key performance indicators as yourself driving a car down a road. As you drive, you deviate from the driving lane and veer onto the shoulder of the road. The tires running over the out of lane indicators (typically a rough or corrugated section of pavement at the side of the road that serves to alert you to return to the driving lane before you veer completely off the pavement onto the shoulder of the road). These out of lane indicators are the KPI that you approaching a critical condition or problem. Your action is to correct your steering to bring you car back into the driving lane before you go off the road (proactive condition). If you did not have the indicators on the pavement edge, you would not be alerted to the impending crisis and you could veer so far out of the driving lane that you end up in the ditch. The condition of your car, sharply listing on the slope of the ditch, is a lagging indicator. Now you must call a wrecker to get you out of the ditch (reactive condition). Lagging indicators, such as your budget, yield reliability issues, which will result in capacity issues. The necessity for tracking KPI other than just Equipment Reliability and Budget Performance is to pinpoint areas responsible for negative trends (leading indicators). You would not want to scrap your Maintenance Excellence initiative when the only problem is that the Planner / Scheduler didnt receive adequate training. By observing and tracking Planned / Schedule Compliance and Planned Work as a percentage of total labor you should be able to detect non-improving or even negative performance early enough to identify and correct the training problem. The lower tier leading indicators are also necessary for establishing benchmarks (Best Maintenance Practices) and tracking departmental progress. For example, the benchmark for the KPI Planned / Schedule Compliance is generally accepted as 90%. The tracking and public display of positive leading KPI also provides significant motivational stimuli for maintenance department personnel. A manager must know if his department is squarely in the driving lane and that everything is under control, as long as possible before it approaches and goes into the ditch. A list of some of the key performance indicators of the leading variety are illustrated in Table 1. Note that some of these indicators could be both leading and lagging when combined with and applied to other KPIs (Key Performance Indicators). NOTE: KPIs must answer questions that you as a manager ask in order to control your maintenance process. Listed below is a sampling of recommended KPIs. They are listed by the areas in which a maintenance manager must ask questions
Key Performance Indicators

Reliability/Maintainability
MTBF (mean time between failures) by total operation and by area and then by equipment. MTTR (mean time to repair) maintainability of individual equipment. MTBR (mean time between repairs) equals MTBF minus MTTR OEE (overall equipment effectiveness) Availability x Efficiency (slow speed) x Quality (all as a percentage)
Materials Management
Stores Service Level (% of stock outs) - Times a person comes to check out a part and receives a stock part divided by the number of times a person comes to the storeroom to check out a stocked part and the part is not available. Inventory Accuracy as a percentage
Skills Training (NOTE: A manager must notify maintenance craft personnel about the measurement of success of skills training
MTBF Parts Usage - this is based on a specific area of training such as bearings
Preventive Maintenance (includes predictive maintenance)

PPM labour hrs. divided by Emergency labor hrs. PPM WOs (work orders) divided by CM (corrective maintenance, planned/scheduled work) WOs as a result of PM inspections
Maintenance Supervision
Maintenance Control - a % of unplanned labor hours divided by total labour hours Crew efficiency - a % of the actual hours completed on scheduled work divided by the estimated time Work Order (WO) Discipline - the % of labour accounted for on WOs.
Planning and Scheduling

Planned / Schedule Compliance - (all maintenance labor hours for all work must be covered and not by blanket work orders) this a percentage of all labour hours actually completed to schedule divided by the total maintenance labor hours. Planned work - a % of total labour hours planned divided by total labor hours in scheduled.
Work Process Productivity

Maintenance costs divided by net asset value. Total cost per unit produced Overtime hours as % of total labour hours
TABLE 1
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Certification for Maintenance & Reliability Professionals

By Terrence OHanlon
CMRP, Director of Strategic Alliances and Joe Petersen, Business Manager, Society of the Maintenance and Reliability Professionals (SMRP) www.smrp.org info@smrp.org
If you would like to manage your maintenance program for better results, you should consider taking the CMRP exam. All that separates some competitive industries is operation cost. Maintenance has a dramatic effect on operational costs. By learning best practices for maintenance management through SMRP, your organization can improve productivity, reliability, profits, workplace and morale. To support this process, you should consider becoming involved with the Maintenance and Reliability Professional certification effort. Certification for maintenance and reliability professionals? How many times have you thought that nobody ever listens to the maintenance department? Perhaps you've learned that in your company the only time the maintenance department gains favorable recognition is when a disaster has occurred and maintenance gets the plant up and running in record time. Maybe youve also felt that there is no clear path for career advancement, or that maintenance and reliability do not hold bright futures. As SMRP embarks on over 12 years of promoting maintenance as a profession, a new certification program is being offered that changes the traditional paradigm of maintenance as fixing things to maintenance as a major enabler of profitable manufacturing and/or processes. Over 600 people have now completed the Certified Maintenance and Reliability Professional (CMRP) exam and they are achieving amazing results at their jobs as they transform maintenance traditions and perceptions. require a certification in your profession. He/she might count the fact that you have a certification as a key differentiation between you and another candidate. Just imagine going through 50 or more resumes of candidates for a job. Someone who has been certified in his or her profession will likely have an edge. They stand out above the others. Maintenance and reliability is a profession in which the principles in one industry, like petrochemicals, translate very well to other industries such as auto manufacturing. While the products that are produced might be different and the machines that produce them might be different, the maintenance and reliability principles for ensuring effective utilization of those assets are the same. Successfully completing a professional certifying examination ensures that you can move from industry to industry. This can be especially important in today's business environment, where complete industries could nearly disappear overseas in just a few years.
Benefits for Your Company

Companies gain benefits by employing and supporting professional certification as well. Having a maintenance and reliability organization made up of certified professionals who all know the correct theories and principles of maintenance will likely result in improved asset effectiveness, productivity and reliability. This ultimately will result in lower costs. Organizations are likely to see improvement in morale and productivity by recognizing those individuals who have successfully completed a certifying examination. If an organization supports its employees in their certification efforts toward maintenance and reliability, those employees know that they are valued individually by their organization and that the company values the maintenance and reliability function. Some companies, after adopting a policy of promoting certification for their employees, have seen an increase in the quality of candidates for new positions. These candidates say they want to work for a company that values maintenance and reliability. When selecting from possible candidates for a position within a company, management can have a greater degree of confidence in a new hire, if that candidate has successfully completed a professional certification.
Benefits for You

There are both individual and company benefits to having personnel certified in the maintenance and reliability profession. One of the most important benefits that certification can offer you, as an individual, is increased confidence. Knowing that youve passed a certifying examination can provide you with that little bit of extra poise, or empowerment, to more confidently propose your ideas and solutions to problems that you and your organization face. If you are more effective, you could be in line for a greater number of promotions and higher pay. Once other people in your organization know that you have successfully completed a professional certifying examination, they will likely respect what you have to say a little more. Again, that can increase your job effectiveness, resulting in improved visibility and recognition in your own organization-and possibly on a wider basis. By participating in a certifying examination, examinees often learn their strengths and weaknesses related to certain subject matter. This can provide valuable insight into future training opportunities for the individual to overcome and improve in those areas that might be sub-par. In the event that you want to change jobs, your new employer may
Real-World Certification
But, enough of all those "ivory tower" benefits. They sound great, don't they? Now, lets talk about the real world. Every single one of those benefits is available in the maintenance and reliability industry today. As you know, there are certifications in a variety of technical disciplines, including vibration, lubrication and infrared thermography, etc. Each of these maintenance and reliability segments has developed bodies of knowledge and certifying examinations to ensure that individuals in those specialties have at
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least a minimum amount of practical and theoretical knowledge about how those functions should be performed. These certifying efforts have been primarily accomplished by non-profit organizations related to those technical specialties. There are two types of certifications available in most markets, including maintenance and reliability. One type of certification involves attending a course or workshop, and sometimes multiple courses, then passing an examination based on that material. This type of certification is really an extension of the learning process. It allows the examinee and course provider the opportunity to determine how effectively the material has been presented and retained to that point in time. It should be noted that this doesn't mean the student/examinee has really learned the material. To really learn something it must be put into practice. There are a variety of studies that show how quickly the level of retention falls off after a course or workshop, and it falls off very quickly unless put into practice immediately. Examples of this type of certification might include software courses, safety procedures or perhaps training certifications on specific types of equipment. A second type of certification is based more upon accumulated knowledge and experience. Although there typically are many review courses available, this type of certification is almost impossible to study for. Thats because the necessary amount of accumulated knowledge and experience is so broad. Examples of this type of certification might include Professional Engineering Licensing exams, the Bar exam for attorneys or the CPA exam for accountants. The difference between these types of certifications relates to the level of professionalism accorded to them. While passing a safety course that certifies one to perform CPR is clearly important, this type of certification doesn't command the national or international respect that professional engineers, accountants or attorneys receive.
Becoming a CMRP
The Society for Maintenance and Reliability Professionals (SMRP), an international organization with approximately 2,000 members, has developed a certifying examination for maintenance and reliability professionals. Targeted toward engineers and managers in the maintenance and reliability function, successful completion of this exam results in the designation, Certified Maintenance and Reliability Professional (CMRP). The CMRP examination has been in existence for slightly more than two years and over 500 examinees have successfully completed it to date. Both individuals and companies are now citing the real benefits this type of certification provides. There are no formal education or experience requirements to sit for this certifying exam, which is offered at numerous venues each year. If individually, you would like gain confidence, improve your standing in your organization or improve your ability to move to a different position, you should consider taking the CMRP exam. If your organization would like to improve productivity, reliability, profits, workplace morale and quality of your work force, it should consider becoming involved with this certification effort for engineers and managers in maintenance and reliability. Regular readers of this magazine should note that IMC-2004, The 19th International Maintenance Conference in Bonita Springs Florida will be the site of a CMRP certification examination this December. Look for details concerning exact date, time and fees (including study guides) at www.maintenanceconference.com. In the meantime, for more information on the exam itself, log on to www.smrp.org or call (800) 950-7354. Examinations are also held outside of North America (ie. in Australia)
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Improved Reliability of Universal Joints on LPP Main Cooling Water Pump

Rahimi Md Sharip
Technical Support Group, Teknik Janakuasa Sdn Bhd, Lumut Power Plant, Perak, Malaysia
Abstract
Lumut Power Plant (LPP) has four (4) units ( 4 x 25% duty ) vertical axial flow submersible pumps working as main cooling water circulating pumps with rated capacity of 8.6m3/s each. These pumps are very critical in providing seawater for this 1303MW combined cycle power plant's once-through cooling condenser. Hence, high reliability is warranted to ensure optimum plant availability. Nevertheless, the main failure affecting the pump is the universal joints which connect the pump's coupling known as cardan shaft to the driver. This paper will outline the actions implemented on the universal joints in order to improve the overall pump reliability and eventually prevent the recurring defects.
Motor speed : Pump Flow Capacity : Shaft length & weight : Offset : Shaft Flange size : Operating Torque : Max. Allowable Torque : Lubricant used : Greasing Interval :
425 rpm 8.6 m3/s 1300mm & 420kg 50mm 435 mm 32,207 Nm (1434.5 x 9542/425) 136,000 Nm ( Manufacturer's data ) Grease EP 2 Once a month
1.0 Introduction
The universal joints as in this MCW pumps are a unique form of coupling. They are used to connect the shafts of two drive train members that have non-concentric centerlines. Basically the universal joints are connected at both end flanges of the cardan shaft. The complete assembly acts as a coupling in transmitting the torque from the driving ( motor ) to the driven ( pump ) unit. This configuration is applicable to the connection between two shafts arranged in out-ofline (parallel misalignment ) and allow angular deflection in changeable planes. Below are technical parameters of the cardan shaft and universal joints. Pump shaft power at rated capacity : 1434.5 KW
2.0 Description of Universal Joints

Each universal joint has 4 journal crosses. Rolling elements are 'sitting' on the running surfaces of the cross along the whole circumference and separated at the center by a flat washer of the cross into lower and upper position. There are 46 rolling elements on each cross. The enclosure or casing for these items is called the bearing cap and at the end of it, a grease nipple is fitted for the grease injection which can be viewed further in figure 6. Each universal joint will be connected at the both ends of the cardan shaft as shown in Figure 2. For universal joints to work efficiently, they need to operate at an angle and that is reason of the 50mm offset between the motor and pump.
21
Figure 1. A picture showing a universal joint with 4 crosses at 90deg each.
Figure 2. See how a universal joint is connected to the cardan shaft. Note the grease nipple installed on the bearing cap.
Figure 3. showing heavy wear on the one of journal crosses' running surfaces
Figure 4. Blackened rolling elements due to 'coked' grease and note some broken pieces of rolling elements and E.R.Booser in Machinery Lubrication Magazine, September 2003 issue. Straightforwardly, if good heat dissipation fails to occur, this will lead to varnish formation and then 'coke' to the grease at the elevated temperature. This 'coking' will destroy the ability of grease to lubricate the rolling elements. The ineffective lubrication will further increase the friction and heat and eventually weaken the rolling elements microstructure and might cause fracture at the worst case. Based on this scenario, it can be concluded that there is excessive load presence that cause the inefficient lubrication. So, where does this excessive load or force comes from? Another theory that is worth for consideration is the offset angle that is operating slightly less than the recommended value of 3 as " Offsets of less than three degrees can cause the bearings in the joints to rotate only partially. This causes uneven wear and can lead to premature failure, especially needle bearing designs. " ( Universal Drive Shaft Maintenance - Will E. Johns III and David M. Cline - The Pump Handbook Series ). The one installed at site has 2.2 only with offset of 50mm and length 1300mm ( sin = 50/1300 ). The paper suggested that optimal offset for proper operation of the shaft is 5 to insure that universal joints on the shaft get adequate lubrication.
3.0 Description of Typical Failures

Generally all installed cardan shaft experienced an average life of 1 1/2 years after being put into service which is way below the OEM expected lifetime of 50,000 operating hours ( ~ 5 years ). Table 1 highlights the failures record for all 4 pumps. Typically when failure occurred, all resembled very similar failure patterns as the followings; Some of the rolling elements from the opposite crosses were broken into several pieces Greased formed into black 'coke' and solidified Heavy wear on the journal crosses Pictures of typical failures can be viewed in Figures 3 and 4.
4.0 Theory of Failure Modes

From the heavy wear observed on the journal crosses, the most likely failure mode could be deduced as Adhesive Wear. The main reasons to substantiate this are the occurrence of two surfaces that are sliding and rubbing with each other and may or not be separated by lubricant. Rolling elements are always in sliding motion with the journal crosses and are not in pure rolling motion. It is believed that sliding under LOAD generate heat that must be dissipated usually by lubricant (grease). As similar to oil, bearings that operate at temperature above 70C cut grease life by a factor of 1.5 for each10C rise as found in 'Predicting Lube life - Heat and contaminants are the biggest enemies of Bearing grease and oil' by Michael Khonsari, LSU
5.0 Possible Origins Of Excessive Loads

In the bearing theory, load capacity is the main factor for the bearing life and hence its reliability. If we can use the simplest method of life calculation ( ISO equation ) for basic rating life which is L10 = (C/P)p where L10 = basic rating life, millions of revolutions, C= basic dynamic
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Table 1 - Defect history of cardan shaft that requires replacement

DATE 25.5.99 30.3.2000 Early May 2001 19.5.2001 17.7.2001 15.8.2001 3.9.2001 28.4.2002 20.6.2002 13.12.2002 PUMP Pump 4 Pump 1 Pump 3 Pump 4 Pump 4 Pump 4 (New UJ) Pump 1 Pump 4 Pump 1 Pump 3 REMARKS Bottom cardan shaft bearing at 150C. High vibration - 70mm/S High vibration Motor overhaul High vibration Open up to check whether synthetic grease is working well Open up to check the condition using new 'grease' due to pump shutdown. Line 1 gate lowered. -> GT12 - Reblading Temperature reported high 150C! Replacement of cardan shaft with complete balancing, temperature sticker and alignment. Reported knocking sound and temperature high UJ replaced with the over expump 4. Replacement done on 22.6.2002 Replaced due to elbow replacement. New UJ with balancing done.
* The highlighted row is the subject universal joint for this paper. load rating, N, P= equivalent bearing load, N, p= exponent of the life equation ( p=10/3 for roller bearings ).Clearly, from this basic formula , it's proven that load is a very important parameter for the bearing life. Calculation of dynamic bearing loads is a complex subject, not an easy quantifiable task. For this particular case, we evaluate the load imparted on the rolling elements by the qualitative basis. The loads acting on the bearing can be calculated according to the laws of mechanics if the external forces (e.g. forces from power transmission, work forces, inertia forces) are known or can be calculated plus the additional dynamic forces as a result of unbalance. The other source of 'extra load' might originated from the usage of Belleville spring washer (Figure 9) inside the bearing housing which could restrict the free sliding movement of the roller elements and hence provide the compressive forces that is detrimental. In order to prevent this high possibility, these washers are replaced with the flat washers to provide 'relaxation' to the rolling elements. The UJ is equipped with Four-Point Lubrication System where each bearing cap is fitted with the grease fitting, thus assuring that each bearing receives a proper amount of grease. by the following formula (1); F = UB ( gram-cm )x 0.01 x ( RPM/ 1000 )2 where ; F = Centrifugal force UB = unbalance RPM = shaft speed in rpm (Ref 1. Balancing - Identification and Correction, Lance Bisinger , Computational Systems Incorporated Knoxville.) Barry L. Ardell from Barry Ardell Technologies, Inc listed several causes for Universal joints problems in his article titled, ' Diagnosing Machines with Universal drives'. He mentioned that U-Joints installed without sufficient misalignment experience premature bearing failures and cause vibration when operated at an angle.
7.0 Modifications Implemented

Originally, the UJ lubrication system is a single -point lubrication where a tendency for lubricant not reaching each journal cross is high and lead to a premature failure. This type was replaced with a fourpoint lubrication system where a grease fitting is fitted at each journal cross cap. The new design will ensure that grease reaches each cross effectively and eventually improve its reliability. However, this is not the case since failures still occur.
6.0 Effect from Mass Imbalance?

So, what is the effect of unbalance on a rotating part? At one extreme, if mounted in a rigid suspension, a damaging force must exist at support bearings or mounting surface to constrain the part. In fact, it is one of the major contributors to premature bearing failure. The following formula (1) can be used to calculate the theoretical life of ball/roller bearings; H = (C/L + 6.7753 X 10 -5 MVF )3 X ( 16667/ RPM ) where, H = Bearing life in hours C = Capacity of bearing in Ibs ( OEM specs ) L = In service bearing load ( Ibs ) M = Unbalance mass opposing vibration ( Ibs ) V = Measured vibration in velocity ( inches per secs ) F = Frequency of vibration in CPM or RPM From the above, it can be said that unbalance mass will affect the life of the roller bearings in the UJs of MCW pumps. Also, the amount of the unbalance increases the effects of centrifugal forces as shown
The existing grease channel was plugged permanently
Grease grooves made with increased depth. New grooves perpendicular to the existing were made but not shown in the picture
Figure 5. Side view of journal cross showing the modification done on greasing channel
23

correction of unbalance. The masses are placed on the left end plane and the right end plane respectively. In this manner, the resultant centrifugal force is zero and opposite in sense, so that they cancel each other. This results in a shaft completely balanced, i.e., balanced statically and dynamically. If unbalance not rectified, this centrifugal force is balanced by reaction forces in the bearings, which tend to wear out the bearings with time. (Mark's Standard Handbook For Mechanical Engineers, 10th Edition, page 3-66 ).Presence of very high centrifugal forces could cause grease to separate into oils and soaps as mentioned in the article titled ' Grease Separation Under Centrifugal Forces' by M.M.Calistrat (ASME member),Power Transmission Development Section, Koppers Company, Inc. Another task was the laser alignment work on the motor and pump that was carried out on 11t h May 2002 by Total Solution Technology Sdn Bhd. For information, pump centerline is offset 'in front' of motor centerline by 50mm facing sea direction. Conclusion was the machine has been aligned to its best possible allowable tolerance.
Figure 6. - Exploded view of Universal joints. Note that rollers are installed in two -tiers in side the bearing casing
8.0 Conclusion
As of today ( July 2004 ), the balanced and modified cardan shaft has been installed in MCW pump No. 4 since 28th April 2002 which translated into more than 2 years in operation without failure. This signifies good improvement when previous average lifetime of universal joints is about 1 year or 1 1/2 years only compared to OEM's estimated one is 50,000 hrs ( 5 years ). Anyway, the target reliability for this particular changes is 3 years. Nevertheless, the frequency of re-greasing should be maintained at the current interval of once monthly. This is also in line with another manufacturer's recommendation from US, Cline Co. who stated that' recommended interval for re-greasing is every 3 months or 1000hrs in operation, whichever occurs first'. It can also be concluded that the lubricant used, EP 2 grade grease is a recommended one by other manufacturers as well and previous failures were not related to the unsuitability of lubricant.
Figure 7. Dimension drawing of complete assembly of cardan shaft The second minor modification was replacing the belleville spring washer that provide preload (compression ) to rolling elements.These items are located at the bottom and top of those bearing inside the journal cross. This type of washer was replaced with a flat washer instead. The most notable action taken was the sending of complete assembly of cardan shaft for the 2-plane dynamic balancing to check for any unbalance. It is mentioned in OEM's ( Clarke Transmissions, UK ) 'Installation and Maintenance of Universal shafts' document that 'unbalance will cause uneven running and premature wear of the universal shaft and the bearings of the connected units'. From the result an added mass of approximately 8kg is required for the
Figure 9. Belleville* spring washer was replaced with a flat washer. This one was located at the top. It's highly recommended that the following tasks should be carried out to ensure good reliability of the cardan shaft; 1.Complete assembly of cardan shaft need to be sent out for dynamic balancing to correct any presence of unbalance. This is substantiated by Cline Co. statement that ' any shaft that is normally operated above 300rpm must be dynamically balanced'. 2.Grease channel should be plugged and grease grooves to be made to ensure improved lubrication to the rollers 3. Grease meter to be sourced and installed at the grease gun. This will ensure more effective re-greasing since the amount is quantified. This is also in alignment with the best practice in maintenance.
Standard Lubrication System
Cline Four-Point Lubrication System
9. Acknowledgement
The author would like to extend his gratitude to the Mechanical Maintenance section for giving their cooperation and effort in making this modification works went through successfully.
Figure 8. Lubrication system in universal joint. Pictures courtesy from The Cline Company, US.
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Importance of CMMS in Schools

By Oren Tirosh
Techs4Biz Australia Pty Ltd www.pervidi.com.au
Retrieve and analyse information and produce operational and management reports based on the desired criteria Set up automatic alerts and triggers to notify of upcoming or missed activities, both through reports and emails. (For example: Receive a weekly report of all overdue service activities) Record time allocated to each task and automatically produce timesheets and job costing Utilise barcodes to improve data collection and processing Automate re-occurring tasks Provide staff with specific instructions regarding activities or equipment Create custom escalation procedures that alert management when activities are not completed Interface with other schools systems (building management system, general ledger, etc...) Current technologies allow software companies to develop packages with automation capabilities at affordable prices. Before making any investment decisions, however, it is important to acknowledge that a fully operational automation system must include three main components: 1) Desktop/server application, 2) Handheld Devices, and 2) Web Portal. Only the combination of these components will dramatically improve all aspects of inspection and maintenance activities. Computerised Maintenance Management Systems (CMMS) are now a standard tool for planning and tracking maintenance activities. The CMMS can provide a fast, effective and efficient way to manage resources, assets, services, and operations. In addition, with the rise in popularity of wireless connection that include Personal Digital Assistants (PDAs) and smart mobile phones, maintenance personals can now receive work orders and record project/inspection data via handheld devices. Although there are many commercial CMMS software on the market, there isnt one program that is specifically designed for school maintenance purposes. The schools property or business manager, instead, need to understand the unique challenges and goals the school maintenance team has before choosing the most suitable software package. Generally, maintenance management software is designed to help ensure that facilities are, and will be, cared for appropriately. Automation and electronic record keeping is an effective method of reducing operational costs , and enabling users to analyse information and identify trends that can impact on business planning, capital expenditures, and improved decision-making. According to the School Capital Maintenance Report (Victorian Independent Schools BGA, August 2000), 48% of survey participants were without established maintenance processes and all schools responding to this survey agreed that there was a need for a maintenance program. Outsource agencies offering maintenance services are more expensive and cause major interruptions to the every day running of a school. Applying appropriate technology such as Computerised Maintenance Management Systems would enable the management of such maintenance processes to be more efficient. School buildings and facilities are major parts of the educational environment and it is imperative that they are kept in good order. The need to protect and maintain school assets is part of the Victorian governments policy emphasised in the Building Act and relevant Legislations. The new building regulations indicate that existing public buildings must be inspected periodically ensuring they are well maintained structurally, and that all essential services such as safety equipment are regularly examined. According to the Victorian Governments Asset Management Series (January 1996), this effective management of assets will save money. CMMS should address the following facility managers daily activities: Plan and schedule activities, preventative maintenance, inspections, and service activities Incorporate templates for health and safety guidelines and regulation compliance Assign work to staff based on skills, time and geographical availabilities Record details about service activities with minimised key strokes data entry
Components of a Computerised Maintenance Management System

The Desktop / Server application The desktop/server application is the main component in the CMMS. It usually includes many functions, which allow sophisticated reporting and analysis. The CMMS server should store all the data and provide a variety of operational and management functions, such as: Work Order Manager: Record, track, manage, report, and analyse a variety of work orders and activities. Provide users with access to historical information, search engines, and trend analysis capabilities Scheduler: using a Graphic User Interface, display schedules, workloads and forecasting for dispatch personnel and service managers Equipment and Asset Tracker: providing a complete and up to date picture of the organisations assets and equipment, as well as delivering automatic reminders for related information such as warranty expiry dates and lease termination dates Event-driven and Automated Escalation Procedures: issuing emails, reminders, and reports based on user-defined criteria Every school has its own special needs and requirement. The CMMS software, therefore, must be flexible in a cost-effective
25

manner, addressing the schools exact requirements and business criteria, without making major adjustments to the school existing technology. To maximize utilisation and return-on-investment, desktop/server applications should not be stand-alone. They should be designed from the outset to transfer information to and from handheld devices, the Internet and other systems used by the school. Handheld Devices Handheld devices are designed to provide information that already exists on paper forms or on the desktop, improving ones ability to access and utilise the data. For example, if a user fills out a weekly inspection form providing specific information, the handheld device will fulfil the same function. A handheld user can pick from a checklist of possible choices writing or typing information, according to the schools requirements and preferences. Handheld devices make current, past, and future information accessible and easy to use. In contrast with manual or paper-based processes, there are many, additional benefits of using handheld devices. The handheld device can list all the information required by technicians, engineers, and maintenance personnel for performing their tasks and activities. It can provide easy to use navigational search capabilities, and quick access to information. Handheld devices can also include validations that allow or disallow data entry. They can also provide the user with historical information pertaining to previous service orders or particular pieces of equipment. Furthermore, by using barcodes and scanners attached to the handheld devices, quick identification of the equipment can improves efficiency, and minimizing human errors. Data recorded with the handheld device can then automatically be transferred to the desktop/server database without the need for further data entry or data reformulation. The means of data transfer between handheld devices and the database can be through a standard cradle, wired modem, infrared, Bluetooth, or wireless communications. The handheld software should be able to run on multiple hardware platforms, providing flexibility and utilisation of future technology without costly software upgrades. Web Portal A web portal for users, customers, or tenants, can enhance services and allow end-users to enter work requests for approval by the appropriate personnel. The application is host and managed by an Application Serviced Provider (ASP) at a data centre separate from your workplace. The web-based management tool helps businesses track and manage many classes of assets, each with unique requirements. The significant financial and operational benefits from an ASP solution are: 1. Access anytime and anywhere with a standard Internet connection. 2. Faster implementation. 3. Automatic receipt of most updateable upgrades. Good maintenance is essential to protect the school facilities, therefore avoiding the necessity of spending larger sums of money in the future on the continued use of equipment. A professional maintenance plan must be developed to include a computerised automation system that is tailored to the schools needs. A CMMS that is comprised of a desktop/server application, handheld devices, and web portal can dramatically improve all aspects of inspection and maintenance activities, therefore creating better efficiencies and saving the school large sums of money.
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26
The Strategic Importance of Asset Management

Daryl Mather
darylm@klaron.net Daryl Mather is an Author, Speaker and Management Consultant (United Kingdom.)
The intention of this paper is to provoke thought regarding some of the dramatic incidents that has occurred in the field of asset management in recent years. As well as some of their more immediate consequences and ramifications of changing societal attitudes regarding the failure of physical assets. In particular it examines the impact of these events on issues such as the selection and implementation of enterprise management software, the use of call centres and the outsourcing of asset management functions. There is also an overview of the evolution of asset management throughout the world that has brought us to this point. management and mitigation. Wide ranging fraud legislation by the federal government of Canada in response to the Westray disaster Legislation in response to the Longford disaster in Australia It is becoming obvious that in the future those responsible for the management of physical assets will be more likely to be called to account when there is a failure, and as can be seen by recent history, it is likely that it will not be companies but individuals. In extreme cases incidents can also mean irreversible damage to a companies public image. Think of such disasters as the ExxonValdez environmental incident, the Union Carbide disaster in Bhopal in India or more recently the linking of Powergen to the New York blackout. All of these incidents have remained chained to these companies in the public mind.
Introduction
The past few years have been a critical period in the discipline of Asset Management. This was a result of a handful of events, the implications of which reverberated around the world. All of these events were, in some manner, due to a failure of physical assets. The Colombia Space Shuttle Disaster The New York blackout, the London blackout and the blackout in Italy 6 people, responsible for the management and maintenance of the rail lines, charged with manslaughter regarding the Hatfield train disaster in the United Kingdom The global reaction to these events has been the culmination of a continuous series of changes in this area since the early 1970s. These changes have encompassed attitudes within society, heightened levels of understanding as well as the competitive market forces acting on the function of physical asset management.
Heightened Level of Understanding

The publication of the report Reliability Centred Maintenance,I prepared by Stan Nowlan and Howard Heap, has enabled a quantum leap in the way in which we understand how maintenance should be managed. Many of the findings of this report fly in the face of long-held, common-sense type beliefs and have exposed the true complex nature of asset management. They also force companies to look at their physical asset base in an entirely different manner. At a high level these can be summarised in the following points: Changes to our understanding of how maintenance contributes to a companys strategic advantage Changes to the way in which we understand equipment failures The maintenance department alone is not capable of developing a sustainable and adequate maintenance strategy regime Maintenance is not about preventing failures, it is about preventing the consequences of failure An understanding of the ability of operational maintenance to drive capital expenditure More protection is not necessarily better An understanding of new ways of maintaining items, particularly
Changing Attitudes
Society has become increasingly intolerant of industrial incidents, particularly in the areas of safety and environmental integrity. It is no longer considered acceptable to cause harm to either the environment or to people and the communities that they live in. In the past ten years this has been reflected in various changes in legislation and regulation in countries around the world. Some of the recent developments in these areas include: Changes to the regulations governing electricity providers in the United Kingdom. Now providing a high degree of focus on risk
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those that dont fail according to long-held views Extensive data is not required to take decisions on maintenance policies. Many of these new ways of thinking have challenged long held industry views. So much so that they are often difficult for industry professionals to easily assimilate. They are even less likely to be understood by those outside of the field of asset management. As we move into the 21st century many are beginning to look towards asset management as a source of strategic advantages. To achieve this the organization will need to have a deep understanding of these issues, and others like them, integrated into their thinking and corporate cultures. than it has ever been. One of the major factors behind this trend is that we are more dependent on machinery than at any time in the past. Where previously we would use people to do work, today we use machinery. This conflicting situation of pressures to increase the work done combined with pressures to reduce the costs of doing that work, has been one of the principal drivers behind many of the vast range of product and service solutions that have appeared over the past three decades. These have generally been focussed on appealing to this management concern over rising direct costs. This situation has unfortunately led to more poor decisions and misunderstandings in asset management than any other influencing factor. The results of decisions based on these concerns alone, while often bringing some short-term gains, are rarely sustainable and can even be dangerous in the medium to long term. Ad-hoc or isolated cost cutting often leads to the eradication of skills or activities that assist in achieving production goals. In worse case scenarios they impinge on the safe operating environments of assets. This does not mean that direct cost reductions are not achievable in asset management. Much of the maintenance that we do today either achieves very little, or is actively counter productive. As such there is always scope for reducing areas of redundancy. Added to that are other areas of inefficiency such as planning and scheduling, stores management and other key areas. The concept of direct cost reduction needs to be replaced with the focus on reducing maintenance unit costs. This requires a redirection of costs from the present activities towards activities that we truly
Competitive Market Forces

One of the key elements of the increasingly open global competitive environment is pressure on costs. Pressures to increase profit margins, or in worse case scenarios retain profit margins under lowering retail prices. As one of the largest elements of both operational and capital spending, asset management is often an obvious target for reductions in this area. Maintenance costs are high, in some cases artificially high. Not only are they high but there is increasing pressure on maintenance costs to rise. Areas such as increased regulation, complex and automated machinery, as well as rising costs of physical asset them selves are pushing maintenance operators to the wire. Pressures to do more are increasing while the pressure to spend less is greater
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that are particularly of concern. They are: Safety Costs Environment Legislation Production Asset Management Quality Capital Planning Regulation Enterprise Resource Planning / Enterprise Asset Management decision making and management Outsourcing of asset management functions The use of call-centres as a viable asset management tool
The E.A.M / E.R.P Market

Asset Management, or Enterprise asset management as it is often referred to within this industry, is one of the areas where there has been a definite decay in the decision making process. Although this area is by far the most expensive of the current range of solutions in asset management, it is easily the most misunderstood and counter-productive in many cases. Prior to 2003 many maintenance systems were implemented as a result of an ERP implementation. A logical follow on to what has been considered the main game. (Often financial, supply chain or information technology related) Decisions within this area have frequently been taken, or managed, by people with little or no true depth of knowledge in the asset management arena. Even in organizations where the importance of asset management is understood, those with a background in IT or finance, or other unrelated discipline, are often responsible for these types of projects. As has been explained earlier the area of maintenance management is an area that is complex and not guided by recognised common-sense judgements. It is not an area that is easily nor rapidly understood by those outside of the discipline. While the use of quasi-experts may be sufficient in other areas of corporate activity, in asset management the stakes are simply too high. Even in the most cavalier of boardrooms the corporate risk associated with this dangerous practice is becoming recognised. In the years that follow 2003, as accountability continues to be a marked factor of asset management, previous decisions will increasingly need to be revisited by those with the knowledge and depth of experience to do so. This marks a dramatic change in the structure of this market sector. Decisions regarding selection, implementation and postimplementation management must become more focussed on the true areas of asset management. Previously requirements were attached to processes currently in place, or more often a proposed future state of processes. As we move forward this will become driven more by the requirements that companies have of their physical asset base, in order to achieve strategic advantages within their market.
must do to achieve adequate performance levels. Any increase in attention, no matter where it comes from, is of course welcome. However it needs to be reinforced with knowledge of the true nature of asset management, as well as the strategic importance to many facets of corporate activity. This may include regulatory and legislative compliance, safety and environmental integrity as well as the standard economic requirements of quality, production and efficiency.
Implications for Asset Management

The implications of the changing attitudes, understandings of physical assets and market conditions bring a broad array of implications for those responsible for asset management. The majority of these can be explained as new accountabilities. Many of these are accountabilities levelled at, or within, corporations themselves. However many will also be directed at the individuals taking or overseeing these decisions, often with daunting consequences for failure.
New Levels of Accountability

As previously highlighted, asset managers are beginning to find themselves increasingly called to account for the decisions that have been taken. Decisions will increasingly be judged against: Higher standards for legislative and regulatory compliance Increased understanding of the role of assets in areas of productivity, cost and quality Risk of damage to the corporate image of the company Failures to adequately understand production needs Failure to accurately determine capital planning requirements, based on current physical assets and future requirements This leads to two conclusions. Firstly those responsible for taking decisions regarding physical assets need to have a deep understanding of all of the issues and implications of those decisions, as well as the necessary authority to act on them. Secondly it will re q u i re the ability to adequately defend decisions taken. Not only in terms of considerations internal to the company, but also in terms of defence in the case of potential legal actions. It is this second conclusion that has the most impact for maintenance managers of the future. The ability to state that asset management decisions are defendable is paramount. This means that they have been taken by people qualified and experienced enough to take them; in a manner that is in line with internationally accepted standards on the issue; and in a manner that provably complies with the first two premises. That is to say, a manner that is totally auditable. Although these may stretch into many areas of corporate management, there are three in vogue elements of todays market
Outsourcing in Asset Management

Outsourcing has become one of the catchcries of those offering solutions and regimes aimed at lowering direct costs. In some areas this may be relevant. Within the area of physical assets there are some major considerations that first need to be taken into account. Regardless of who has been delegated the responsibility for maintaining the asset base, there is still only one asset owner. That is the corporation that operates and owns them. So while there it remains possible to delegate responsibility, it is still not possible to delegate legal ramifications of these responsibilities. This has been shown dramatically in the recent events, previously mentioned, in the United Kingdom. This indicates that there are at least two areas of asset management that need to be retained under the strict control of the asset owners. Firstly is the judgement as to what should be done. The determination of exactly what maintenance regimes should be applied in order to comply with the corporate requirements of the physical assets. The asset owners are the only ones that can do this successfully as they are the only ones with full knowledge of the
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corporate objectives in this area. Secondly there is a need to retain control, in some form or other, over how things should be done. This can better be explained as the standards to which a task must be completed, as well as the dates within which a task must be completed. Contracts for outsourced maintenance cannot be managed on the basis of merely handing over assets or a series of tasks to be managed. The execution of many tasks, derived in response to the asset requirements, have small tolerances for execution They are driven by the way in which a piece of equipment fails as well as the consequences of that failure. A failure to carry out these tasks within the timeframes that are required is a failure of the asset management function. This carefully balanced combination of doing the right job and doing the job right is the essence of responsible asset stewardship and will be the basis on which asset managers, will be judged in the future, regardless of who they have delegated responsibility to for executing this plan. centres such as these as points where work can be prioritised and dispatched for execution. Again the situation develops whereby people with little or no depth of understanding of the area of asset management are taking decisions that could have potentially disastrous consequences. This is often on the recommendations of other people with dubious levels of understanding of the ramifications and importance of asset management. All engineering judgement needs to take as its base current operating conditions. These can often be intangible and changeable. This only increases the level of corporate exposure to risk. This situation is neither defendable nor is it logical. These are merely a few of the areas that are affected by the changes in perceptions regarding maintenance. There are, of course, many others throughout the entire range of activities and decisions that are taken on the subject.
A New Framework for Asset Management

As the level of understanding of these areas begins to rise, so to do the expectations that managers and companies will be able to meet modern requirements. In the past maintenance strategy has frequently been treated in a highly reactive manner. Maintenance regimes are often created in response to machine breakdowns or incidents. Often, in the aftermath of disasters, there are public statements made demanding, or promising, more intensive maintenance. While the intention is laudable, the result is often of such reactive actions is either noneffective or counter productive. Either way it is too late to stop the original incident from having occurred.
The Use of Call-Centres

The use of call centres for asset management is an extremely disturbing development and one that is increasing in popularity. People with some form of engineering background often staff these initially, but more often than not they become operated by data management and clerical type employees. If these are used only as a means of data capture then the situation is manageable. Yet in more extreme cases there have been efforts to almost fully automate the scheduling decision making process, using
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Managing assets needs to be done in a truly proactive approach, one that ties the management of physical assets to the corporate objectives. A modern approach to asset management can be visualised as a series of dominoes. Each domino needs the momentum from the previous area, and then proceeds to pass this momentum to the next domino in the line. Starting at any point other than the beginning will leave some dominoes standing. Modern asset management can be seen in the same way. Each of the dominoes represents one of the decision-making areas that are required to adequately manage assets. The initial momentum to begin the sequence comes from the vision of a future state. This needs to clearly represent the corporate objectives and goals, and expressing how asset management can play a part in achieving these goals. This energy is then carried forward to impact on the remaining areas of decision making. As with the dominoes, a decision to begin in the middle of this chain reaction will omit areas important to the end result.
Applying Maintenance Strategy

As work on maintenance strategy gets underway, work can begin on the steps relating to the application of maintenance strategy. This means taking the strategies and determining what are the supporting business needs and processes that will be required to execute them. As the strategies are developed information regarding the clear requirements of the materials and human resources functions will begin to emerge. This give a company the ability to totally plan and control the maintenance efforts and spending, from the strategies through to the materials and human resources dimensions all aligned with the true asset requirements. Similarly, as these fundamental issues are addressed, there begins to be an understanding of what the business processes need to be. Quite often this can mean a radical change to existing processes. These can range from processes governing acquisition, installation and enhancements, through to the operational processes. In some cases it may require different maintenance scheduling frequencies, in others it may require whole new skill bases to be developed or it may lead to changes in the ways that we plan, perform and record works that are done. In stark contrast to conventional thinking in field of asset management systems, it becomes clear that business processes do not drive requirements. In fact business processes, and the systems that are used to manage them, are driven by asset requirements. This is one of the key misconceptions to have emerged regarding enterprise asset management in recent years.
The Corporate Viewpoint

Perhaps more than any other management initiative, asset management is heavily driven by the corporate requirements and objectives. Yet it is often overlooked or summed up in global statements regarding improved efficiency or improved quality. One of the more recent tools in the managers arsenal is the balanced scorecard. This proven tool has been used successfully throughout the world as a means of communicating corporate strategy, and converting strategy into results. However specific asset management goals and causality links are rarely included in corporate scorecards. By including asset management at this level of setting corporate objective this sets two powerful dynamics in motion. Firstly it raises the level of understanding throughout the company of this area and its importance. Secondly it provides guidelines for future decisions that will need to be taken regarding the following steps in the chain reaction.
Administering Maintenance Strategy

With the asset requirements, supporting business needs and work processes defined, attention can now turn to the use of an existing or future computerised maintenance management system. It sometimes becomes clear that the systems in place are either inadequate for managing the asset portfolio or that it is being used in a manner that does not align with the newly defined business processes. This is often a startling revelation to companies expecting to be able to merely roll out the maintenance modules of their existing ERP that was bought for financial or other business reasons. This can often be a rude awakening when the amounts of money that are sometimes involved are taken into account.
Developing Maintenance Strategy

The corporate objectives, once clearly defined and linked to asset management, act as requirements in the creation of the strategy regimes. An example of this can be found in the linking of corporate objective regarding quality to asset performance. Determining exactly what the future acceptable level of poor quality will be immediately provides a guide for the performance standards required of the assets in the production lines. These then need to be considered along with all other requirements that the company may have of its assets. There are a large number of areas that contribute to the companys requirements of its assets, and all of these need to be considered in the resulting analysis. When there is a clear definition of what it is that companies need from their asset base it will allow them to a) Understand if their assets are able to achieve these objectives in the first place and b) Determine the maintenance strategies required to ensure that they do or c) Determine what enhancement actions are required to meet corporate requirements Working through these two steps not only forces a radical change in the manner in which companies view their assets, it also leads to a radical change in the way that the assets are managed and that decisions are taken in this area.
Conclusions
There can be no doubt that the perceived importance of physical asset management has risen substantially during 2003. There can also be no doubt that this trend will continue into the future as it has done over the past three decades. It is beginning to become more widely understood that asset management is a complex and specialist area. One which can be a source of strategic advantages, but also one in which the implications of misjudgement can be extremely serious. Not only from a financial perspective but also in many areas of corporate activity. In order to exploit the advantages available in asset management, and ensure their responsible stewardship, will need to be based around three basic tenets: 1. 2. 3. Using the correct people; With the correct knowledge; To make decisions in the cor rect way
Bibliography
1. Reliability-centred Maintenance report - Dolby Access Press 2. Maintenance - A New Paradigm, John Moubray, available from www.aladon.com 3. The case Against Streamlined RCM, John Moubray, available from www.aladon.com
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Survey 2004

Compiled by Ian Bradshaw , August 2004. The data given in this 2004 Special Maintenance Applications Survey Survey (SMAS) is extracted, as received, from the respondents. EIT does not therefore accept any liability for actions taken as a result of information given in this Survey. Web:
@ptitude (SKF Reliability Systems)

@ptitude is an embedded knowledge based system that Integrates asset data; identifying symptoms and faults for use within cor rective actions.
http://www.reliability-safetysoftware.com
Company Information:
Name: Address: Asset Performance Tools Ltd Prince Henry House, Kingsclere Business Park, Kingsclere, Hampshire, RG20 4SW Bert Montgomery +44(0)1635 299200 Email: bert.montgomery@aptools.co.uk www.aptools.co.uk
Software Details: AIMSS puts all the technical information you need to maintain complex systems at your fingertips. The Advanced Integrated Maintenance Support System (AIMSS) is an interactive electronic technical manual (IETM) authoring tool set. AIMSS uses state-of-the-art object database technology that enables you to generate, display, store, retrieve, automate, and deliver Class 4 and 5 IETM formatted projects from your workstation or personal computer. AIMSS is Windows? based software. Its graphical authoring environment requires no programming skills.
Contact: Phone: Web:
Name: Address: Contact: Phone: Fax: Email: Web: Apt Group Suite 22, 450 Elizabeth Street Sur ry Hills NSW 2010 Ian Jones 02 9318 0213 02 9318 0776 info@aptgroup.com.au http://www.aptgroup.com.au
Software Details: It provides sophisticated modeling of deterioration and rapid economic evaluation of renewal, upgrade or disposal options. Lifespan will optimize the combination of capital investment, equipment reliability, performance, operating and maintenance costs, risk exposure and life expectancy. It provides rapid What-If analysis comparing different scenarios. The costs start at 5280.00 for a single user licence. (Multi user licence is also available).
Software Details: @ptitude is modular solution that helps improve overall plant efficiency by replacing labour intensive data collection analysis with an automatic process for fault resolution. @ptitude provides the means to capture and retain knowledge of your most seasoned professional for use by everyone. The systems functions are oriented towards using collected plant data such as: Condition Monitoring Alarms to determine the best possible method to maintain plant life expectancy. Asset data capture, Symptom Resolution, Corrective Plant maintenance. Implement Proactive Reliability Maintenance Programs. Establish Risk based Preventative Maintenance Routines. Determine Reliability Centred Maintenance Inspection Routines Analyse asset failure (FMECA).
APT INSPECTION
APT-INSPECTION: calculates the best inspection, monitoring or test interval and quantifies the economics of risk-based inspection methods.
Name: Address: Asset Performance Tools Ltd Prince Henry House, Kingsclere Business Park, Kingsclere, Hampshire, RG20 4SW Bert Montgomery +44(0)1635 299200 bert.montgomery@aptools.co.uk www.aptools.co.uk
APT MAINTENANCE
APT-MAINTENANCE calculates the best preventive maintenance interval or equipment replacement point and puts numbers to the costs, benefits and risks of alternative maintenance strategies.
Contact: Phone: Email: Web:
Name: Address: Asset Performance Tools Ltd Prince Henry House, Kingsclere Business Park, Kingsclere, Hampshire, RG20 4SW Bert Montgomery +44(0)1635 299200 Email: bert.montgomery@aptools.co.uk www.aptools.co.uk
Software Details: Provides evidence of the correct inspection/testing strategies, giving auditable justification for compliance with safety or inspection requirements. It can show what the cost implications are of testing more or less often and how technical integrity is achieved by a particular monitoring programme. It can evaluate inspection and testing activities with combinations of benefits. The costs start at 4180.00 for a single user licence. (Multi user licence is also available
Contact: Phone: Web:
Software Details: It identifies the cost and risk optimal strategies, tests for sensitivity to weak and range estimated data and quantifies the impact of constraints or intangibles. Based on cost, risk performance optimisation it puts figures to the cost and benefits of alternative maintenance strategies. It allows you to select optimum combinations of preventive, condition-based and on-failure methods. The costs start at 5280.00 for a single user licence. (Multi user licence is also available).
AIMSS Authoring Tool

AIMSS authoring tool set puts all the technical information you need to maintain complex systems at your fingertips.
Name: Address: Contact: Phone: Fax: Email: RELIASS Cams Hall, Cams Hill, FAREHAM, UK, PO16 8AB Mr Kouroush Fassihi +44 1329 227 448 +44 1329 227 449 info@reliass.com
APT LIFESPAN
APT LIFESPAN: calculates the best life cycle for any asset and put numbers to the costs and benefits of alternative replacement, refurbishment and maintenance options.
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Survey 2004

Business Park, Kingsclere, Hampshire, RG20 4SW Bert Montgomery +44(0)1635 299200 bert.montgomery@aptools.co.uk www.aptools.co.uk
APT PROJECT
APT PROJECT evaluates why some proposals/projects are not worthwhile. It provides a ranked listing of competing options, each evaluated for cost, risk and payback.
Software Details: Determine which spares are worth holding, and in what numbers. Reduce stock-holding and/or risk exposure to downtime and unavailability costs. Evaluate 'pooling' options and shared stock strategies. Compare alternative vendors and supply routes. Discover what data is worth collecting, for what reason. The costs start at 3080.00 for a single user licence. (Multi user licence is also available).
Name: Address: Asset Performance Tools Ltd Prince Henry House, Kingsclere Business Park, Kingsclere, Hampshire, RG20 4SW, UK Bert Montgomery +44(0)1635 299200 bert.montgomery@aptools.co.uk www.aptools.co.uk
a Gantt chart program. ATC Professional incorporates procedures that involve the entire turnaround management team to promote ownership and visibility of the plan, and objectivity and communication in the reporting cycle for successful project management towards your time and budget goals. It encourages cooperation and allows all team members to contribute and succeed.
BETAPLUS
A new generation Common Cause Failure (CCF) partial beta model that takes account of proof-test intervals and involves positive scoring of CCF related features rather than a subjective "range score".
Software Details: Evaluate and demonstrate why some proposals are not worthwhile. Compare and prioritise dissimilar projects or modifications. Use range estimates and engineering knowledge to the full. Discover what data is worth collecting and for what reason. Calculate the premium paid for safety, legal compliance, public image and other intangibles. Record the assumptions about anticipated benefits at the time of justification. The costs start at 3080.00 for a single user licence. (Multi user licence is also available).
Name: Address: Maintenance 2000 Limited Broadhaugh Building Suite 110 Camphill Road Broughty Ferry Dundee DD5 2ND Scotland Dr. David Smith +44 (0) 1382 803070 +44 (0) 1382 737736 david@maint2k.com www.maint2k.com
ASENT Toolkit
ASENT is a comprehensive modular set of software tools that enables you to manage design tasks with ease.
Name: Address: Contact: Phone: Fax: Email: Web: RELIASS Cams Hall, Cams Hill, FAREHAM, UK, PO16 8AB Mr Kouroush Fassihi +44 1329 227 448 +44 1329 227 449 info@reliass.com http://www.reliability-safetysoftware.com
Contact: Phone: Fax: Email: Web:
Software Details: BETAPLUS is a Common Cause Failure (partial Beta model) assessment technique that develops the partial Beta model beyond the currently available theories to include: Recognising that proof test and auto-test intervals influence the value of Beta. A positive calibration of the model using common mode/cause failure data. Positive scoring of Beta related sub-factors rather than subjective assessment of a variable for each group of factors. The facility of testing the effect, on Beta, of alternative design proposals and modifications. The opportunity to add scoring criteria and re-calibrate against new common mode/cause failure data. The opportunity to alter the weightings of each group of factors. http://www.maint2k.com/reliability-maintenanceoptimization-software.htm for further functional details and costs.
APT SCHEDULE
APT SCHEDULE: Offers a unique opportunity to provide a comprehensive and fully quantified analysis of optimal shutdown and work scheduling strategy.
Software Details: ASENT provides leading-edge reliability and maintainability computer-aided engineering solutions. ASENT is a comprehensive modular set of software tools that enables you to manage design tasks with ease. ASENT's tools, which are fully described in the ASENT Brochure allow engineers to turn data into useful, designimpacting information. ASENT stores all the analysis, performance, and manufacturing data for your entire company, and makes it available for use with any ASENT tool. And because you enter data once, but reuse it many times, ASENT provides a significant productivity boost for your company.
Name: Address: Asset Performance Tools Ltd Prince Henry House, Kingsclere Business Park, Kingsclere, Hampshire, RG20 4SW Bert Montgomery +44(0)1635 299200 bert.montgomery@aptools.co.uk www.aptools.co.uk
Software Details: APT SHCEDULE provides sophisticated and rapid what-if? Analysis of different task combinations. It can support decisions concerning the right time to shut down a plant or process for maintenance work. IT identifies the optimum combination and the cost/risk/performance impact of work programmes. The costs start at 5280.00 for a single user licence. (Multi user licence is also available).
ATC Professional
Shutdown/Turnaround Management System Management system designed specifically for oil refinery and petrochemical plant shutdowns/turnarounds.
CATLOC
CATLOC is a sophisticated life cycle costing tool with a new unique flexible approach to LCC modeling.
Name: Address: Contact: Phone: Fax: Email: Web: InterPlan Systems Inc. P.O. Box 590131 Bernard Ertl 281-482-7126 281-648-1821 info@interplansystems.com http://www.interplansystems.com/
Name: Address: SYSTECON AB BOX 5205 SE10245 STOCKHOLM SWEDEN Oskar Tengo systecon@systecon.se www.systecon.se
APT SPARES
APT SPARES shows you which slow moving or insurance spares to hold, and in what numbers.
Name: Address: Asset Performance Tools Ltd Prince Henry House, Kingsclere
Software Details: ATC Professional is a proactive turnaround management system that is much more than just
Contact: Email: Web:
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Software Details: CATLOC is a new whole life costing tool for calculations and comparative analyses of costs for development, production, operation and maintenance of technical systems throughout their life cycle. CATLOC offers a unique flexible approach to LCC modelling. Firstly, it allows cost equations and cost break down structures to be fully defined by the user. Secondly, in the analysis, it allows the user to categorize, slice and dice costs in almost any dimension including time. CATLOC has intuitive input views as well as flexible graphical result views for accurate analysis and interpretation of results. It is ideal for identifying cost drivers.
Contact: Phone: Fax: Email: Web: Dr. David Smith +44 (0) 1382 803070 +44 (0) 1382 737736 david@maint2k.com www.maint2k.com
Software Details: COMPARE (Calculating Optimum Maintenance PARamEters) is a Reliability Centred Maintenance software package that enables significant cost savings to be made in spares and maintenance resources. Having too many spares carries a cost penalty. Too few spares incurs expensive outage time. Using Markov analysis, COMPARE enables the optimum number of spares to be chosen for any combination of lead time, repair time, failure rate, number of active items and the degree of redundancy for that item. Coincident dormant failures, otherwise protected by redundant configurations, will lead to costly outage. Too frequent proof testing, to reveal failed redundant units, will incur a waste of maintenance resource. COMPARE enables the optimum proof test interval to be calculated for a given outage cost, proof test cost, down time and failure rate. The cost of an unplanned replacement may be much greater than the planned replacement of a part despite its not having failed. There will be an optimum replacement time for parts having a wearout characteristic. COMPARE enables the Weibull parameters of parts to be assessed from field or test data in order for the optimum time to be calculated.
The COMPARE user manual covers the basic theory behind these techniques. It also includes reliability theory and the application of these techniques. Graphical outputs for use in word processing packages. FARADIP (FAilure RAte Data In Perspective) provides a failure rate data benchmark which can be used to review the field data which users apply to COMPARE or as a source of data where generic figures are required.
D-LCC
D-LCC is a powerful yet flexible Life Cycle Costing Program
COMPARE (Calculating Optimum Maintenance Parameters)

A Reliability Centered Maintenance package that enables optimum spares levels, optimum proof test intervals and optimum replacement times to be obtained.
Name: Address: Maintenance 2000 Limited Broadhaugh Building Suite 110 Camphill Road Broughty Ferry Dundee DD5 2ND Scotland
Software Details: D-LCC is a powerful yet flexible Life Cycle Costing Program. D-LCC (Decision by Life Cycle Cost) makes the LCC analysis easy and comprehensive. D-LCC is a key tool for managers, decision-makers, engineers, ILS personnel, and other staff involved in system
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acquisition, proposal writing, management, development, production and through-life support.
Victoria 3226 Michael Drew 0352 555 357 0352 555 778 arms@reliability.com.au www.reliability.com.au
FARADIP (FAilure RAte Data In Perspective)

FARADIP (FAilure RAte Data In Perspective) is one of the largest failure rate and failure mode data banks in the reliability profession.
Contact: Phone: FAX: Email: Web:
EAGLE Toolkit
EAGLE presents a complete logistics solution, from building logistics data and maintaining existing databases to providing reports, and other postproduction support.
Software Details: FaultTree+ is a fully interactive graphics and analysis program for performing probabilistic risk assessment using integrated fault tree, event tree and Markov analyses. The program runs under Microsoft Windows 95/98/2000, NT and Me and is capable of analysing large and complex fault and event trees producing the full minimal cut representation for fault tree TOP events and event tree consequences. FaultTree+ is used by many organisations as part of their implementation of IEC 61508. FaultTree+ provides CCF analysis, importance analysis, uncertainty and sensitivity analysis facilities. The program allows users to construct a single project database containing generic data and event tables, fault trees with multiple TOP events, event trees originating from different initiating events, CCF tables and consequence tables. Fault and event tree pagination is automatically controlled by the program. Fault tree TOP events may be used to represent specific nodes in the event tree. Multiple branches are also handled to allow for partial failures. FaultTree+ uses efficient minimal cut set generation algorithms to analyse large and complex fault and event trees. NOT logic may be included in the fault and event trees at any level and event success states retained in the analysis results as an option. Faultree is used by a variety of industries worldwide, including aerospace, defence, automotive, nuclear, rail, chemical process plant, oil & gas and medical amongst many others. For a free demonstration of version 10.1 please call ARMS Reliability Engineers on 52542922 or access us on the web at www.reliability.com.au
Software Details: FARADIP is one of the largest failure rate and failure mode data banks in the reliability profession, based on over 40 published data sources together with M2K's own reliability data collection. FARADIP has been available for 10 years and is now widely used as a data reference. It provides failure rate data ranges for a nested hierarchy of items covering electrical, electronic, mechanical, pneumatic, instrumentation and protective devices. Failure mode percentages are also provided. Nested menus of failure rates and failure modes from over 40 diverse data sources including military, telecommunications, offshore operations, process and aerospace industries. Ranges of failure rates spanned by the majority of published sources and an indication of the most common values. FMEA's for two system failure modes together with parts count and MTBF calculations. Full editing facilities for global files and component entries. Equipment included: Microelectronics (logic, linear & memory). Discrete semiconductors, tubes, lamps. Passive electrical components. Instruments and analysers. Connectors, switches, PCBs, cables. Electromechanical and rotating machinery. Power supplies, sources and transformers. Mechanical items (incl. pumps and valves). Pneumatic and hydraulic equipment. Computers, DP and Comms. Alarms, fire protection, arrestors, fuses. See http://www.maint2k.com/reliability-maintenanceoptimization-software.htm for further functional details and costs.
Software Details: EAGLE Toolkit presents a complete logistics solution, from building logistics data and maintaining existing databases to providing reports, technical manuals, and other postproduction support. EAGLE is an enhanced integrated logistics support software system. Its LSAR (Logistic Support Analysis Record) relational database, based on and fully compatible with MIL-STD1388-2B, provides a complete logistics architecture EAGLE goes beyond 1388-2B's specifications by adding engineering drawings, technical manuals, video support, and other functions. Current1388-2A and 1388-2B databases can easily be migrated to the EAGLE structure.
eTaskMaker Project Planning System

Flexible tool for standardizing and improving best practices in estimating, planning and scheduling maintenance work.
Name: Address: Contact: Phone: Fax: Email: Web: InterPlan Systems Inc. P.O. Box 590131 Bernard Ertl 281-482-7126 281-648-1821 info@interplansystems.com http://www.interplansystems.com/
FavoWeb - Failure Reporting Analysis & Corrective Action System

FavoWeb is a Web based Failure Reporting Analysis & Corrective Action System
Software Details: eTaskMaker generates detailed, customized project schedules (including tasks, durations, resources and PDM schedule logic) for export to leading project management systems based upon quantities, dimensions and answers to multiple choice questions. Supported project management exports include ATC Professional, Primavera P3, P3e & P3e/c, Microsoft Project, Microsoft Excel (for cost estimating) and more. eTaskMaker includes over 100 estimating modules related to plant maintenance (including piping demolition, fabrication and installation). The eTaskMaker Module Editor allows you to edit/customize any module or easily build new ones.
Software Details:
Faultree Plus Version 10.0

Reduce risk and improve safety with the worlds most popular faultree, event tree and markov analysis software package FaultTree+.
The FavoWeb system is a logistic application allowing collection of failure information and other types of data like corrective action and testing from processes related to different activities of a product in an organization. The application supports activities in different Life Cycle Phases like production, development and maintenance. One of the most important characteristics
Name: Address: ARMS Reliability Engineers PO Box 501 Ocean Grove
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FavoWeb has is its Definition Flexibility. No matter what industry the organization belongs to, the application can be customized to fit the requirements. This is done with the help of an administration utility. This utility helps the company's administrator to define each functional module (Failure reporting for instance), to include different input forms, userdefined fields for each input form, design and style output reports and even select interface language. planning. In addition to export capabilities for HTML, PDF and Microsoft?Word, this FMEA software includes FMEA 3rd Edition (QS-9000) revisions for Design and Process FMEAs. can be constructed to any level of complexity. Failure and repair reports are assigned to a particular piece of equipment with its movements to other locations recorded. Corrective Actions and Failure modes, along with personnel data details can then be assigned to each specific part of the failure report. The advantage of FRACAS over other systems is that as field failure and other maintenance data is entered in to the FRACAS system the data is automatically analyzed. The analyzed FRACAS data may then be used to optimize planned maintenance schedules, inspections and design changes using Isographs powerful availability simulation, reliability centred maintenance and Weibull software.
FRACAS+
Collect, record and analyze system failures across multiple sites, using The Failure Reporting Analysis and Corrective Action System (FRACAS).
FMEA-Pro 6
FMEA-Pro 6 simplifies Failure Modes and Effects Analysis for automotive, aerospace and defense, electronics and general manufacturers
Name: Address: Contact: Phone: FAX: Email: Web:
ARMS Reliability Engineers PO Box 501 Ocean Grove Victoria 3226 Michael Drew 0352 555 357 0352 555 778 arms@reliability.com.au www.reliability.com.au
Hazop Plus Version 2

HazopPlus provides a visual environment in which to design and use the study and action forms that are the basis for entering Hazop information.
Software Details: A major problem facing organizations today is there ability to record, analyze and control a variety of similar failures at various sites. The Failure Reporting Analysis and Corrective Action System (FRACAS) is the latest installment from English based software leader Isograph. Isograph have developed the FRACAS+ tool to compliment its current reliability, availability and maintainability analysis software suite. The recording of equipment or system failure is broken down by site and functional location in a hierarchical structure that can be easily understood. Beneath this, the hierarchical tree
Name: Address: Contact: Phone: FAX: Email: Web: ARMS Reliability Engineers PO Box 501 Ocean Grove Victoria 3226 Michael Drew 0352 555 357 0352 555 778 arms@reliability.com.au www.reliability.com.auSoftware Details:
Software Details: FMEA-Pro 6 simplifies Failure Modes and Effects Analysis for automotive, aerospace and defense, electronics and general manufacturers. FMEA-Pro includes a FMECA template for criticality analysis and a Control Plan for quality
Hazop+ Version 2.0 helps you to customise your Hazop study, it provides a very
A year had passed since Greg had initially called Assetivity - and when he thought back to how things had been when he had made that call, he was pleasantly surprised by the improvements in Maintenance performance that Assetivity had been able to help implement. 12 months ago, breakdown maintenance was rampent. The maintenance crew spent most of their time lurching from one crisis to another. Production targets werent being met, and most of the time Maintenance was to blame. The plant manager was putting pressure on Greg to improve the situation, and it wasnt a pleasant place to work. The improvement had been dramatic, Greg reflected, and had been achieved in a remarkably short time frame, considering the huge cultural change that had occurred. Now, although occasional breakdowns still occurred, they were rare, and were treated as opportunities for improvement. Teamwork between Maintenance and Production had never been better, and the plant operators were taking on more responsibility for performing some tasks that had previously been considered to be maintenance tasks. Plant performance had improved, and not only were production targets now being constantly met, but quality and safety performance had also improved. But above all, the most dramatic change had been in the people. No longer did people park their brains at the gate on their way to work - the latent talents of the entire workforce were no longer hidden, everyone had the opportunity to contribute to the best of their ability. And they enjoyed doing so - a quick walk through the plant showed that you were far more likely to see people with a smile on their face than 12 months ago. Greg, too, was getting far more enjoyment from his work, and this had followed on to his family life also. Greg wondered briefly whether he would have been able to achieve these gains in the given timeframe without Assetivitys assistance but he already knew the answer
Assetivity Pty Ltd, Operations and Maintenance Consultants, PO Box 1315, Booragoon WA 6154 Ph 08 9474 4044 www.assetivity.com.au
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convenient way to enter and store the Hazop study information which speeds up the process of recording and managing the potentially large amounts of information gathered, and it offers a powerful report generator for the creation and printing of professional quality reports. Create list of Hazop participants and details Create list of items in the system under study Create list of parameters Create list of guide words Associate guide words with appropriate parameters Associate parameters with appropriate items Create the study form headings Create the action form headings Define risk ranking matrices, multiple matrices upto nine dimensions Project Wizard The project wizard simplifies the creation of new projects. The wizard is allows the user to select study headings, action headings, parameters and guide words from the current library. Library Facility The supplied library contains all the study headings, action headings, parameters and guide words. The user may add their own study headings, action headings, parameters and guide words to this category or create their own category and add items to that. In addition to modifying the supplied library the user may create their own libraries. Company Information:
Name: Address: Contact: Phone: FAX: Email: Web: ARMS Reliability Engineers PO Box 501 Ocean Grove Victoria 3226 Michael Drew 0352 555 357 0352 555 778 arms@reliability.com.au www.reliability.com.au
LOGAN Monte Carlo Simulation Tool

The LOGAN Monte Carlo analysis module is suitable for the evaluation of the availability of complex systems or processes.
Software Details: Life cycle costing is a methodology for calculating the whole cost of a system from inception to disposal. The system will vary from industry to industry and could for instance be a building, a ship, a weapon system or a power station. Whatever the system, the life cycle costing technique will be the same, the major items of cost will be defined through its life. These items could include research and development, construction, operation and maintenance and disposal. The items may be further subdivided until the cost of each element can be defined as a mathematical equation. At a simple level this may be the number of manhours multiplied by a cost rate. The elements of cost will then be added together to give the total cost for each item and a grand total for the system through its full life. As the project develops you will want to alter your life cycle cost analysis model accordingly and you will also want to carry out sensitivity studies and cost trade off studies. Each of these will be require a recalculation of the model. lccWare gives you the power to create and develop a life cycle cost model in a familiar interactive visual environment. lccWare also provides you with professional quality reports. For a free demonstration of the software please call ARMS Reliability Engineers on 52542922 or access us on the web at www.reliability.com.au
Software Details: The LOGAN Monte Carlo analysis module is suitable for the evaluation of the availability of complex systems or processes. It allows the effects to be assessed of different levels of redundancy, standby arrangement, spares holdings, levels of manning, etc. It also enables time-dependent failure probabilities
MaDCAT
MaDCAT is a tool for categorization and analysis of experience data from the maintenance process.
For a free demonstration of the software please call ARMS Reliability Engineers on 52542922 or access us on the web at www.reliability.com.au
Ivara EXP
Asset reliability software providing real-time asset health management, performance analysis, and identification of the right work at the right time.
Software Details:
Name: Address: Ivara Corporation 935 Sheldon Court Burlington, Ontario L7L 5K6 Canada Ann Christie ann.christie@ivara.com www.ivara.com
LOGAN Fault & Event tree Analysis Tool

LOGAN FT&ET enables the construction and evaluation of fault and/or event trees and is widely used for Quantified Risk Assessment (QRA).
MaDCAT (Maintenance Data Categorization and Analysis Tool) has special emphasis on analysing development of reliability, cost and system performance over time. For breakdown and accumulation of data (cost, number of events etc), MaDCAT uses a unique flexible combination of user-defined hierarchical structures, cost elements and information categories. MaDCAT analyses events as a function of time or any other time-based parameter. Trend analysis is used to discover changes in event flows. Sequential test plans can be applied to verify failure flows. Analysis of failure intensity is used to determine maintenance intervals. Data is easily imported and exported from customers data sources.
Software Details: EXP reliability software enables you to implement an asset reliability strategy. This innovative and easy-to-use software supports a reliability-based approach to asset management. EXP is a system that Maintenance and Operations use, day-to-day, to manage the health of their assets and to identify the right work at the right time to optimize asset reliability and drive business results - fast. The financial and business benefits of a reliability-driven approach to asset management are huge. Increased asset reliability reduces costs and increases output. Within three years, customers realize, on average, a recurring annual improvement of 20% of the maintenance budget.
Name: Address: RELIASS Cams Hall, Cams Hill, FAREHAM, UK, PO16 8AB Mr Kouroush Fassihi +44 1329 227 448 +44 1329 227 449 info@reliass.com http://www.reliability-safetysoftware.com
MaintenanceMax
MaintenanceMax is the performance support system for maintenance personnel: a web-enabled tool that integrates procedures, schematics, training, forms, and more
Software Details: The well-established LOGAN Fault and Event Tree module enables the construction and evaluation of fault and/or event trees and is widely used for Quantified Risk Assessment (QRA). It allows the results from fault tree analysis to be incorporated into an event tree to provide a complete evaluation of the probability of hazards of various severities.
LCC Ware Version 3.0

lccWare allows the user to define the cost elements of a system during its lifetime, from inception to disposal.
Name: Address: Contact: REI Systems, Inc. 7620 Little River Turnpike, Suite 500, Annandale, Virginia 22003 USA Anna Liisa Van Mantgem
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Phone: Email: Web: 1-703-256-2245 Fax: 1-703-256-9372 avanmantgem@reisys.com www.maintenancemax.com Contact: Email: Web: Stephen Young mail@assetpartnership.com www.assetpartnership.com
Software Details: Masterpiece is sparesFinders award-winning system for cleaning and managing large engineering inventory databases. Masterpiece delivers a cost effective, web-based solution to a long standing problem of poor quality data in large inventory databases. The system has been designed to address the needs of large, complex organisations, particularly where improving and then maintaining data quality to a common standard will allow them to properly leverage ERP software investments. As well as a multi-lingual user interface, the system is designed to process legacy data supplied in many languages to produce a descriptive output in the desired language and format. Masterpiece operates independently of private cataloguing schemes and standards, and allows you to choose the approach which best suits your business needs. Masterpiece enables each line of your data to be cleaned in the most cost effective way. The sophisticated cleaning tools, pattern recognition capabilities and inventory dictionaries automate the task wherever 100% certainty of output is possible. Where manual intervention is required, the system provides a sophisticated interface to structure definitions and control the workflow and approval process. Masterpiece encourages a focus on value, allowing you to get data cleaned in the way which gives you most business benefit.
Software Details: MaintenanceMax is a portable, rugged, webenabled job aid that integrates procedures, schematics, training, illustrated parts breakdowns, forms, and other maintenance data into one user-friendly kit. Data is presented how maintenance technicians want it: task-based, with diagrams, references, part ordering, and more just a click or two away. MaintenanceMax is a complimentary technology for your CMMS/EAM. Features include: annotation capability, 3D equipment breakdown animations, wire tracing diagrams, automated work order completion, drag-and-drop content authoring, and more. Cost varies; site survey and pilot usually $30K-$100K (USD); ROI is easily achieved for organizations with 10+ maintainers. Microsoft XP or NT operating system required.
MEADEP - MeasurementBased Dependability Analysis Tool.

Measurement-Based Dependability Analysis Tool. Sophisticated System Reliability - Availability Modelling Made Simple
Software Details: Measurement-Based Dependability Analysis Tool. Sophisticated System Reliability - Availability Modelling Made Simple! MEADEP consists of four modules. These modules are: Data Pre-Processor (DPP) Data Editor and Analyzer (DEA) Model Generator (MG) Model Evaluator (ME)
Masterpiece
Award winning software Masterpiece, cleans and manages large engineering databases. Masterpiece provides a cost effective solution to cleaning dirty data.
Name: Address: The Asset Partnership Pty Ltd Suite 1, 2 Culdees Road, BURWOOD NSW, 2136
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Contact: Phone: FAX: Email: Web: Michael Drew 0352 555 357 0352 555 778 arms@reliability.com.au www.reliability.com.au
ME Analyst
ME Analyst is a maintenance engineering software suite that assists maintainers to conduct various maintenance analysis methodologies such as FMECA and RCM.
Software Details: The Network Availability Program (NAP) enables users to predict the availability and reliability of communication networks. The NAP network availability model utilizes an extended Reliability Block Diagram (RBD) methodology that addresses the specific characteristics of network elements and their connections. Some of the extra features of NAP include: Criticality Ranks Parts Library allowing easy importing of parts data in their conveinient groups Network Element Library allows easy construction of common network element diagrams Complex or simple networks may be modeled using NAP. Network elements may be logically modeled right down to part level using the powerful NAP pagination facility. Individual network elements diagrams have been extended beyond traditional RBDs to allow users to model multiple interfaces and their interactions with common equipment. Users may also restrict the analysis to network paths traversing a limited number of network elements (limiting the hop number). This useful feature eliminates unrealistic snake like paths in complex networks.
Name: Address: Contact: Phone: Fax: Email: GHD Level 8, 180 Lonsdale St. Melbourne 3000 Nicholas Phillips 613 8687 8000 613 8687 8111 maintenance_engineering@ghd.com.au
Software Details: PHA-Pro 6 is the best-selling PHA software tool in the world, empowering process and allied industries to consistently document HAZOP, What If, Checklist, FMEA, SIL, LOPA, SVA, PrHA and many other risk studies. Data analysis statistics, charting capabilities, and Microsoft Visio?integration make this an indispensable tool for almost any type of hazard analysis. Feature by feature, no other PHA software or HAZOP software compares to PHA-Pro..
Software Details: Reliability Centered Maintenance (RCM) Failure Mode, Effects and Criticality Analysis (FMECA) Maintenance Task Analysis (MTA) System lead step-by-step decision process Automatic calculation of failure mode criticality, item criticality and task intverval Complete history of original and subsequent analysis Training is available
PMO2000
Manages the initial review and creation of a maintenance strategy and the continuous improvement process that follows in a Reliability Assurance program.
MINCOM LinkOne
LinkOne is an illustrated parts catalogue and documentation software which allows users to identify parts and maintain the equipment quickly and efficiently.
Name: Address: Contact: Phone: Email: Web: OMCS International 7 / 92 Railway St Sth Steve Turner / Cameron Russell 61 3 9315 0330 steve@omcs.bz www.reliabilityassurance.com
Name: Address: Contact: Phone: Fax: Email: GHD Level 8, 180 Lonsdale St. Melbourne, 3000 Hakim Mentes 03-8687 8000 03-8687 8111 maintenance_engineering@ghd.com.au
OPUS10
OPUS10 is a comprehensive and flexible tool for spares optimisation and logistics support analysis, enabling maximum availability at minimum cost.
Software Details: Planned Maintenance Optimisation (PMO) has become the preferred approach for defining the maintenance requirements of the physical assets of many of the worlds major companies. It has replaced RCM in these organizations because of its speed and the fact that PMO2000TM produces the same maintenance program as RCM in one sixth of the time with one sixth of the resource requirements. Together with our other tools, a typical outcome of our programs is that maintenance related downtime can be reduced by half in between 6 to 12 months. PMO2000TM is the software that supports the initial analysis and the subsequent continuous improvement of the maintenance activity. Combined with RIMSys and your downtime data collection system, PMO2000TM creates the baseline for your complete asset management and reliability assurance program. Key features: Creates a comprehensive FMEA for reviewing. Outputs schedules into Word or Adobe pdf documents that link seamlessly with modern CMMS. Full import and export capability. Performs labour balancing and resource budgeting functions. Cuts grouping and review of RCM outputs by 90% over traditional methods. Can perform both PMO and RCM analysis. Fully networked with users access levels controlled by password. Allows for the use of libraries to develop generic strategies.
Software Details: Easy identification of parts by linking items on parts list to call outs on drawings. Incorporating parts lists to manuals (html, pdf, doc) Integration to major asset management software such as MINCOM Ellipse, SAP, etc Web based viewer or stand alone viewer Comes in two parts; LinkOne Viewer and Publisher System Requirement Windows ME, 2000 or XP 64 MB of RAM 20 MB of space on hard disc (60 MB space for Publisher) Microsoft IE 5.5 or higher
Software Details: OPUS10 is the world-leading tool for cost effective spares optimisation, life support costing and evaluation of maintenance and supply concepts. Furthermore it includes the powerful LORA XT for system based, optimal allocation of repair resources. OPUS10 features a very flexible multi indenture, multi echelon model that accommodates any technology or support organisation. It can model flexible/lateral re-supply/backorder priority, preventive/ corrective maintenance as well as repairables, discardables and partly repairables. The optimisation is made from a system perspective and will facilitate increased availability combined with savings of 20-40% compared with other methods.
NAP
The Network Availability Program (NAP) enables users to predict the availability and reliability of communication networks.
Name: Address: ARMS Reliability Engineers PO Box 501 Ocean Grove Victoria 3226
PHA-Pro 6
PHA-Pro 6 is the best-selling PHA software tool in the world.
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Now built on MSSQL database and available in Chinese. Used by nearly 100 sites around the world. Get your free evaluation copy available from www.reliabilityassurance.com. assessment, even when hard data is not available. The qRA Toolkit leads the risk analysis facilitator through the risk identification and management process as defined by AS/NZS 4360, 3931 (IEC 60300-3-9) and MDG 1010. This software was developed in Australia specifically for Australian and New Zealand Industry and is fully supported with comprehensive training. The software is available in stand-alone and network versions. The qRA Toolkit features a report generator which provides the complete risk analysis report in the right order in addition to: Documentation of the analysis systems and sub-systems Documentation of hazards, effects and existing controls Selection and analysis of hazards requiring additional controls Relative risk calculations using the probability/consequence matrix Documentation of additional control, their cost/benefit and associated action plans Automated sorting in risk, consequence, person responsible and required date Common secure database for all risks Built in audit and review capability Company Information:
qRA Toolkit
qRA Toolkit is locally developed software for qualitative Risk Analysis in accordance with AS/NZS 4360, 3931 and MDG 1010
Software Details: RAM Commander is a Reliability and Maintainability software for reliability professionals and design engineers. This powerful software program covers the entire scope of engineering tasks related to reliability of electronic, electro-mechanical, and mechanical systems. Modules cover: Reliability Prediction Reliability Block Diagram Maintainability Spare Parts Analysis & Optimisation Derating Guidelines and Reports FMECA Analysis
Name: Address: Contact: Email: Web: The Asset Partnership Pty Ltd Suite 1, 2 Culdees Road, BURWOOD NSW, 2136 Shane Chiddy mail@assetpartnership.com www.assetpartnership.com
Software Details: Risk is an inherent part of everything we do and the qRA Toolkit is a unique software program to make possible the management of risk in a structured, systematic and defensible manner. As organisations face risks from all directions, a formal approach to Risk Management is essential. An organisation that has learned how to manage risks effectively will be able to make informed decisions and operate safely and efficiently. The qualitative approach does not require group members to be skilled in mathematics and is designed to create a valid and defensible risk
RAM Commander R & M Tool

RAM Commander is a Reliability and Maintainability software for reliability professionals and design engineers.
Testability Analysis Process & design FMEA Fault Tree Analysis
Wells Work Scheduler
Makeover your work planning and scheduling with Wells Work Scheduler
Automatically Schedule work around equipment availability, work priority and maintenance Resources.
This Advanced scheduling application provides the missing link between Maintenance and Operations so that jobs can be easily scheduled around the availability of equipment. It also enables the maintenance schedule to react quickly to windows of unexpected equipment availability to optimise maintenance utilisation and reduce future downtime. The Wells Work Scheduler will vastly improve maintenance scheduling in order to maximise resource utilisation and minimise equipment downtime. The Wells Work Scheduler comes with a 30 day money back guarantee, so can you afford not to try! Take Control. Gantt and Resource Usage views clearly shows the automatically generated task schedule and resource utilisation. Tweak the schedule with manual overrides to control specific tasks, if required. Ideal for Shutdown planning! Work can be broken-down hierarchically, as required, to efficiently schedule and allocate work packages. Work can be structured on attributes including: Equipment Group, Location, Responsibility and Task Type. Manage resources graphically by setting calendar rules and resource availability. Adding extra shifts or contract resources can be accomplished in seconds.
Link Operations and Maintenance to maximise resource utilisation and minimise equipment downtime. Ideal for Shutdown Planning to efficiently schedule and allocate work packages. Integration with CMMS applications for seamless generation and scheduling of maintenance task
Phone 0419 413 139 Fax 02 9402 4532 www.thesoftwarewell.com.au info@thesoftwarewell.com.au
Save Time Save Money with Wells Work Scheduler

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MEX operates on all current Windows platforms including 95 98 00 NT & XP. It also allows the user to report directly into Word, Excel and Access. It is recommended that you have at least 32 Mb Ram, 152 Mb Hard Disk space and an 800 x 600 display option with 256 colours.
Other solutions available from Maintenance Experts include: FLEETMEX, MEX OPS, MEX STORES, EASYTIME, FUEL MEX, MEX LINKS & MEX INSPECTIONS.
Your Maintenance - Our Expertise. Over 2400 Users Worldwide
Equipment Register
View add and update all details from within a selected record Record and report on details of supplier, costs, purchases date etc Equipment movement tracking Location hierarchy to any branch of equipment Region/department hierarchy Inclusion of all equipment details including graphics/pictures Security and User access levels
MEX
Equipment Register A complete asset register, accurately tracking the value and status of all of your equipment. Work Orders Increase efficiency and profits, know who did what work, what it cost and when it was completed. Schedule and utilize your resources effectively. Equipment Usage/Performance Condition reporting. Record and monitor readings by any type including hours used, Kpa, km etc Maintenance Policies Reduce breakdowns and control routine preventive maintenance with automatic work orders and standard jobs. Reporting Essential and accurate information immediately. Customise your reports and graphs, and export to third party applications.
MAINTENANCE MANAGEMENT SOFTWARE
Work Orders
Multiple jobs for a work order Resource and plan Labour, Materials and time Prioritise, report on and control work in progress Estimated and actual job costs Internet and Intranet Work Requesting Graphical schedules & tracking of work
Reduce Costs, Improve efficiency and help harness the full potential of your maintenance operation. MEX gives companies all the power to take
control of their maintenance operation. Whether you are managing the maintenance of a Processing Plant, Factory, Building Facility or even providing Contract Maintenance services, MEX has the flexibility to accommodate any situation. Let MEX launch your operation towards significant improvements in efficiency and productivity.
MEXS Powerful Features Include:

History All your equipment history for performance and comparative analysis and life cycle costing. Stores Complete inventory management from issuing spares to vital information on parts availability and consumption. Invoicing Simple invoicing for customer maintenance work completed direct from your work orders. Inspections Utilise MEX and hand held devices to address risk management and safety obligations. Perform routine inspections and upload results into MEX with a press of a button. Work Requests Save time and eliminate paperwork. Remote requesting module to accurately track, approve, and monitor work requests.
Readings
Monitor plant readings Track plant usage times Graph results
Equipment usage/Performance
Record and report on any reading type Calculate average usage rates for equipment Report on equipment performance
Maintenance Policies
Schedule work by conditions, hours used, km, months etc Automatic work order creation Standard jobs Allocation and management of job spares, people and costs Attach files to Policies
Invoicing
Invoicing of work completed Create invoices directly from Work Orders Complete breakdown of costs, labour and parts Invoice matching to line item level Customer specific pricing
MEX FROM $2178*

FREE CD DEMONSTRATION COPY OF MEX
www.mex.com.au
Drawings
Complete Drawings register Store equipment listing for each drawing
Just fax this form to Maintenance Experts +61 7 3392 4888 or mail to: MEX Maintenance Experts PO BOX 6118 Buranda Qld Australia 4102
Name/Position: Company: Address:
History
Life cycle of costing and comparative analysis Failure analysis codes Full work details including description, labour parts Account code charges Down time/Repair time
Reports
Fax:
Phone:
Ease of data capture User customizable reports Export data quickly and accurately
Survey 2004

Company Information: The RCM II process is designed to develop the most appropriate processes to manage the consequences of equipment failure and this software, developed to support complaint RCM analysis, quickly leads the RCM facilitator through the analysis process to determine the most appropriate maintenance at the right balance of risk, cost and performance. A particular feature of this software is the way in which the most appropriate management policies are developed using the Failure Finding Interval (FFI) calculator. This software provides all the features expected of an SAE JA1011 compliant RCM analysis in addition to a wide range of standard and user created reports to support your maintenance process including RCM worksheets in standard format, work packages sorted by task, frequency and skill set, fault finding guide (which allows for easy system fault diagnosis and hence a faster return to service), analysis statistics plus many more. The user can also easily merge maintenance tasks and create maintenance task packages for migration to your CMMS while maintaining the all important audit trail. The software is fully supported by a proven and world class training program and unlimited technical support. Available as standalone, network and internet versions.
RAMP - Plant Availability Modelling Tool

RAMP is a powerful availability modelling package developed specifically for the analysis of process systems.
Name: Address: Contact: Phone: Fax: Email: Web:
RCA Rt Pty Ltd GPO Box 407, Melbourne 3001 Melissa Cameron 03 9248 1381 03 9248 1388 Melissa.cameron@sirfrt.com.au www.rcart.com.au
Software Details: RCA Rt is a comprehensive incident management system that is integrated with a thorough Root Cause Analysis process. RCA Rt is a straightforward and intuitive process. It is powerful productivity improvement tool that: Enhances a culture of continuous improvement Encourages better use of resources Improves problem solving skills Reduces recurring problems Improves job satisfaction Reduces operating cost Entirely suited for the shop floor The RCA process may be enhanced by software to create a system to manage and analyse incidents and promote defect elimination. The software is a flexible package that guides users through the problem solving process in easy to follow steps. Use of this software: Greatly enhances the speed and the depth of the RCA process, Displays the cause tree as it grows Allows easy amendment of the cause tree, Ensures that no important information source is overlooked, Incorporates information gained from brainstorming, practical investigations or other sources. Facilitates follow up with action plans clearly identified Records data, information and logic for future reference, and Provides a simple and professional reporting tool. The corporate version has an administration module that enables management of incidents and conditions and provides a powerful search tool that assists with the identification of trends and repeating problems. Suitable for use on a site wide network or stand alone PCs. RCA Rt is an Australian product with local software support that may be implemented with significant cost savings.
Software Details: Do you know what are the most critical items of equipment on your plant? Do you know how often they fail and what the consequences on production are when they do? The answers to these questions can have a dramatic effect on your operations and maintenance strategies and also on bottom line performance. RAMP is a powerful availability modelling package developed specifically for the analysis of process systems. RAMP models the effects of scheduled and unscheduled downtime on process throughput, establishing relationships between equipment reliability, configuration, maintenance strategy, spares and resources.
RCM Turbo
Leading expert decision support methodology for the implementation of the principles of reliability centred maintenance and development of new, optimised maintenance schedules.
Raptor Reliability Simulation Tool

The graphical user interface and strong emphasis on human factors make Raptor the pre-eminent reliability analysis tool.
Name: Address: Contact: Phone: Fax: Email: Web: Strategic Corporate Assessment Systems Pty Ltd P.O. Box 427 Heidelberg, Vic, 3084 Australia Chris Kelly 03 9455 2211 03 9455 2233 chris.kelly@strategicorp.com http://www.strategicorp.com
Software Details: RCM Turbo was developed by and for maintenance professionals. Its process incorporates the established principles of reliability centred maintenance, with a strong business-based approach. It is a sound platform for the development of revised maintenance practice and evolution from reactive environments through to planned, lower cost, higher process reliability environments. The thrust of an RCM Turbo assessment is to put before assessors all the best available information required to facilitate and justify decisions. A number of expert components are combined to provide an information flow which leads directly to new, optimised maintenance schedules ready for export and implementation in the existing computerised maintenance management system. These include a criticality assessment, which prioritises equipment for assessment and strongly contributes to the 'thoughtware' component of a reliability analysis. The detailed failure modes and effects analysis component of an RCM Turbo assessment
Software Details: Raptor software allows a reliability novice to quickly model a system. The graphical user interface and strong emphasis on human factors make Raptor the pre-eminent reliability analysis tool. Because Raptor is so easy to use, there has been an explosion of requests from academic institutions for the tool; however, educators are not the only users. More than 2,500 commercial and government organizations also have copies of this tool. In addition, hundreds of customers in more than 75 countries use Raptor.
RCM Toolkit
Specifically designed to support SAE JA1011 compliant RCM, this proven and robust software makes your RCM analysis easy and fast.
Name: Address: Contact: Email: Web: The Asset Partnership Pty Ltd Suite 1, 2 Culdees Road, BURWOOD NSW, 2136 Stephen Young mail@assetpartnership.com www.assetpartnership.com
RCA Rt - Root Cause Analysis

RCA Rt software guides users through the problem solving process. It incorporates a management system where data, logic and solution history can be referenced to identify patterns and trends.
Software Details: This software supports an RCM II process that complies with SAE JA 1011 and is used by the world leaders in the application of RCM.
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encourages assessors to explore alternative scenarios in order to gauge the resultant effects on both reliability and cost to the business. RCM Turbo seeks first to explore whether any predictive maintenance is technically (then on a cost basis) effective. If a predictive task cannot be found, then any preventative actions are explored. The full implication of doing no maintenance (or operate to failure) is then examined, so that in every significant decision there is a clear comparison between any new, planned environment and a scenario of operating to failure. RCM Turbo then provides a primary task optimisation module to support the decision on how often to perform these cost effective inspections. All the assessment is aimed at the minimisation of business consequence in the event of both operational and safety/environmental failure. Final optimised schedules are generated by RCM Turbo after a process of automatic generation of userdefined workgroups along with a workflow smoothing facility which matches the newly optimised activities to available maintenance resources. The successful usage of RCM Turbo is dependent on the level of assessor knowledge and understanding of reliability principles. RCM Turbo is not just a piece of software, it is a platform underpinning the methodology. Thus an implementation of RCM Turbo is carefully planned in the format of a high profile project, with defined deliverables and expected outcomes. Appropriate end user training is always scheduled as part of the project. The importance of local ownership, buy-in and commitment cannot be underestimated in an implementation of a project aimed at a review of maintenance strategy across a site. Strategic provides support services at all stages of a reliability project, carefully balancing local ownership implications with the need to provide the required deliverable. RCM Turbo is a 32 bit Windows (9x, NT, XP) application provided on CD-ROM for standalone or network use. Licences are provided on a perpetual basis, for unlimited users. Hardware required is Pentium level or better. Costings including training, implementation, audit, review and corporate licences are provided on application. Software Details: RCM Pro will hold any number of projects, with only one being open for input at any one time. A project may be of any size, from a single function with an associated functional failure and failure mode, to (for example) the safety systems on an oil platform. FREE evaluation trial (full program plus sample analysis) available. http://www.snoino.com/reliability-maintenanceoptimization-software.htm for further functional details and costs.
RCMCost Version 4.0 RCM Professional 3.0

RCM Pro 3.0 is an easy-to-use yet powerful reliability software program designed to hold, manipulate, and analyze Reliability-Centered Maintenance or FMEA data in an intuitive, structured, and flexible way. RCMCost helps oragnisations minimize costs, reach operational and environmental goals by providing a visual environment to decide the optimum preventive and inspection maintenance actions through a FMECA and powerful simulation facility.
Name: Address: SNOINO.com Broadhaugh Building Suite 110 Camphill Road Broughty Ferry Dundee DD5 2ND Scotland Mr. V. Narayan +44 (0) 1382 803070 +44 (0) 1382 737736 vee@snoino.com www. snoino.com
Software Details: RCMCost is a 32-bit application which runs
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Survey 2004

under Microsoft Windows and provides the data management, reporting andanalytical facilities for developing and maintaining a Reliability-Centred Maintenance (RCM) programme. These facilities include : Graphically constructed system hierarchy diagram Failure Mode Effects and Criticality Analysis (FMECA) Identification of critical failure modes Advice for decision making based on performance simulation Redundancy modelling Weibull analysis of field data Optimisation plots for alternative maintenance strategies Group maintenance modelling Flexible reporting providing customised worksheets Copy and paste facilities for data transfer Import/Export to databases and spreadsheets The RCMCost computer program provides the full framework for building the RCM model to represent your plant. It provides facilities for storing RCM data and analysing maintenance alternatives. It provides simulation algorithms to predict lifetime maintenance costs, spares costs and usage, maintenance crew manning requirements, safety and environmental risks and operational performance. In addition RCMCost identifies critical failure modes and compares the cost, safety and operational benefits of different maintenance intervals. The program is designed to combine well-established reliability prediction techniques with engineering experience. The program does not decide on which maintenance policy or combination of policies to adopt. Instead it advises the individual user or workgroup based on the operational data provided. The program may be used to filter the most critical item (component) failures before detailed maintenance decisions are made. For a free demonstration of the recently released Version 4.1 please call ARMS Reliability Engineers on 52542922 or access us on the web at www.reliability.com.au strategy plan for the organisation. The RCMeasy approach can be used for existing processes and equipment or when developing maintenance plans for new sites or processes. A typical project involves a knowledgeable person acting as facilitator, and staff drawn from the engineering, operational and production departments. The project team use their experience to determine the most critical items of equipment in the process and apply the RCMeasy technique to identify the most effective means of maintenance. The project data is captured and analysed using the RCMeasy software. RCMeasy can import equipment register data for an existing system, guides the user through criticality analysis and supports Failure Mode Analysis to produce maintenance tasks, times, frequency and resource requirements. Information produced can them be uploaded directly into your Computer Maintenance Management System. Windows Based MS Access database, stand-aloan or net workable Training and support available Site wide licence AUD$4,995.00
Reliability WorkBench Version 9.1 Prediction Module

The prediction software carries out the failure rate calculation as defined by the chosen standard and gives you the result.
Software Details: The Telcordia (Bellcore) standard predicts the failure rates for mainly electronic components and is based on research on telecommunications applications. The MIL-HDBK-217 standard predicts failure rates for electronic equipment based on work carried out for the US DoD. The RDF 2000 standard predicts failure rates for electronic equipment based on the reliability data handbook published by UTE (Union Technique de l'Electricite). The NSWC handbook deals with mechanical components and is based on research carried out for the United States Navy. The components that make up a system can be defined in a tree structure. The tree may be composed entirely of components or it could be subdivided into blocks each of which could hold other blocks or components. In this way you can easily represent your system and sub-systems. The failure rate model for each component is made up of a base failure rate for that particular type of component and multiplying factors known as pi-factors. These factors depend on the operating conditions experienced by the component. You can input these conditions through simple dialogs and life is made even easier by providing default values for the parameters. If you don't like the default values you change them! The failure rates of components are calculated immediately and displayed on the tree diagram. The contributions of components failure rates to blocks and systems failure rates is also displayed. You can examine the effects of stresses caused by the various environmental conditions by displaying the base failure rates and pi-factors for each component.
RCS Toolkit
Reliability-centred Spares (RCS) Toolkit is the leading edge technology for accurately matching spare parts holdings to maintenance and operational needs.
Name: Address: Contact: Email: Web: The Asset Partnership Pty Ltd Suite 1, 2 Culdees Road, BURWOOD NSW, 2136 Stephen Young mail@assetpartnership.com www.assetpartnership.com
Software Details: RCS Toolkit is applicable to any engineering inventory whether it is fast moving consumables or slow moving insurance spares. The software algorithms reflect the true reality of maintenance spares holdings and are configurable to reflect your operating context. Because the RCS logic takes into account both commercial and maintenance requirements, the outputs are defensible justifications for the holding of key items that the Asset Manager, the Finance Manager and the Inventory Manager can all understand. While best results are achieved by using your RCM analysis outputs, if you wish to assume your current maintenance strategy is correct, then RCS Toolkit provides a quick and definitive answer to the question of what engineering stocks should be held and where, as well as allowing you to you see the effect of uncertainties in downtime costs, part costs and lead times. Seeing the impact allows you to better manage your inventory and understand the risks. RCS Toolkit allows you to effectively manage the risk inherent in holding engineering spares and takes the guesswork out of deciding what to hold presented in table, text recommendations or graphical format. This software is fully supported by training and technical support.
RCMeasy
RCMeasy automates a re-defined RCM process with a strong emphasis on failure mode effect analysis, which it does very well.
Name: Address: Contact: Phone: Fax: Email: Web: MCP AMIS Pty Ltd 21 Activity Crescent, Ernest QLD 4214 Tony Osborn 07 55646637 07 55646638 enquiries@mcp-cg.com www.mcp-cg.com
Reliability WorkBench Version 9.1

An integrated visual environment in which failure rate prediction, FMECA, Reliability Block Diagram, Fault Tree, Event Tree and Markov analysis ar e combined.
Software Details: The management of maintenance has become a central focus in the improvement of business performance. The need to reduce the cost of maintenance whilst maintaining high levels of plant reliability and availability is the key objective of RCMeasy. The RCMeasy technique involves the analysis of plant, machinery, equipment, buildings or other assets to develop the most effective maintenance
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Survey 2004

Software Details: The Reliability Workbench is a fully integrated reliability prediction software toolkit which includes the following elements: Reliability Prediction o MIL-217 F Notice 2 o Telcordia (Bellcore) TR-332 Issue 6 and SR-332 Issue 1 o NSWC standard 98/LE1 o RDF 2000 MTTR Prediction RAC Prism Link FMECA, Process and Design FMEA o MIL-STD-1629A o QS-9000 o SAE J1739 o SAE ARP5580 o BS 5760 o EFA Format o Commercial Aircraft Format RBD Analysis Fault Tree Analysis Event Tree Analysis Markov Analysis Maintainability All these powerful reliability analysis methods can be applied from within a single, fully integrated, program. You can now automatically generate fault trees from your prediction or FMECA project and share data in this fully integrated environment. For further information or a demonstration of Reliability Workbench Version 9.1. you can contact ARMS on 035255 5357 or via email arms@reliability.com.au. requirements. 2. Calculate the best preventive replacement interval for components subject to wear-out. Calculate spares requirements related to the resulting policy. 3. Determine inspection intervals. 4. Apply Weibull and Bi-Weibull distribution fitting to any data, e.g. as a building block in simulation models. Input: RelCode can work from either numerical data supplied by the user or from estimates made by a person with experience with the relevant components. Output: Tabular and graphical outputs indicating Weibull parameters, Reliability plot against age, Failure rate plot against age, Cost against preventive replacement age, Availability against inspection interval for hidden failures, Probability of detection against monitoring interval for condition monitoring. Runs on IBM-PC. Site license cost $4400. Current version 9.04. Developed continuously since 1975.
RelCode
Weibull analysis of failure data to determine burnin, random or wear-out pattern, preventive replacement intervals, inspection intervals and spares requirements.
Name: Address: Contact: Email: Web: Albany Interactive Pty Ltd 16 Wellesley Road Ringwood North Victoria 3134 Australia Nick Hastings Albany.interactive@bigpond.com www.albanyint.com.au
Software Details: Functional capabilities: Analysis of failure and successful performance data using the Weibull distribution, including Bi-Weibull; Preventive replacement interval analysis; Estimation of MTBF including confidence limits; Inspection and Condition Monitoring Intervals; Spare parts requirements projection; Data entry direct or from spreadsheet; Results to screen, printer or file in spreadsheet compatible format. Description: RelCode software is designed to assist maintenance and reliability managers to: 1. Assess the failure pattern and mean life of components. This helps you to determine the root cause of failure and to select the most appropriate maintenance policy. Assessing the Mean Life helps to measure reliability and to determine spares
RIMSys - Reliability Incident Management System

Manages the administration, storage, retrieval of investigations into reliability problems and incidents as well as minor projects. Interfaces with RCA, CMMS and PMO/RCM software.
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Survey 2004

Name: Address: Contact: Phone: Email: Web: OMCS International 7 / 92 Railway St Sth Steve Turner / Cameron Russell 61 3 9315 0330 steve@omcs.bz www.reliabilityassurance.com Contact: Email: Web: Oskar Tengo systecon@systecon.se www.systecon.se
Software Details: SIMLOX is a powerful and versatile tool for simulation and analysis of complex operational and logistic support scenarios. It will simulate how performance varies over time given certain operational profile, support structure, spares assortment and maintenance resources. SIMLOX is ideal for capability assessments. Accurate simulations will identify and correct problems, bottlenecks and shortages before real world operations are compromised. SIMLOX provides graphs on system availability, resource utilisation, actual vs requested mission time etc. SIMLOX handles any technology or organisation. It will accommodate for robbing, battle damages, batched transports, lateral support, scheduled transfers (of systems, items or resources) and more.
alternative lead times, usage and repairability implications. This functionality can clarify the path to new, vendor arrangements while quantifying the effects. SOS is a 32 bit Windows (9x, NT, XP) application provided on CD-ROM for standalone or network use. Licences are provided on a perpetual basis, for unlimited users. Hardware required is Pentium level or better. Costings including training, implementation and corporate licences are provided on application. Strategic also offers spares optimisation services through its affiliate Sparesoptimization.com. See www.sparesoptimization.com
Software Details: This is the first system of its kind - a must for organisations that are serious about eliminating failures. Many organisations initiate investigations into infrequent, high consequence plant failures or frequent, medium to low cost incidents. However, many times they: fail to complete the investigation; fail to implement the solution; or have a poor system for storing, referencing or searching investigation reports. This situation leads to a cycle of repeated instances of the same failure and a waste of effort when investigations are half done or not implemented. Key Features RIMSys is a system that supports the incident management process of: o recording, o allocating responsibilities, o investigating, o recommending actions, o approving, o implementing, and o closing. Is network based allowing unlimited incident raisers. Has definable staff access levels. Stores records in formal database environment where records cannot be lost and status can be reviewed simply and quickly. Allows grouping, filtering and reporting of the status of incidents including 'time in stage'. Has extensive reporting capability. Can be configured to automatically email people at different stages of the investigation / resolution process. Allows linking to electronic documents including photographs. User definable risk matrix. Rapid risk ranking. User definable incident consequence categories. Can be used to manage Occupational Health and Safety (OH&S). Can be interfaced with other systems such as CMMS, PLC, SCADA, CITECT or DCS. Get your free evaluation copy available from www.reliabilityassurance.com
SVA-Pro
SVA-Pro is a comprehensive and innovative software tool for conducting Security Vulnerability Analysis.
Name: Address: RELIASS Cams Hall, Cams Hill, FAREHAM, UK, PO16 8AB Mr Kouroush Fassihi +44 1329 227 448 +44 1329 227 449 info@reliass.com http://www.reliability-safetysoftware.com
Spares Optimisation System (SOS)

Unique expert decision support methodology for establishing whether or not to hold a spare and if so, in what max/min quantities
Name: Address: Contact: Phone: Fax: Email: Web: Strategic Corporate Assessment Systems Pty Ltd P.O. Box 427 Heidelberg, Vic, 3084, Australia Chris Kelly 03 9455 2211 03 9455 2233 chris.kelly@strategicorp.com http://www.strategicorp.com
Software Details: SVA-Pro 6 is a comprehensive and innovative software tool for conducting Security Vulnerability Analysis. This product is designed with the specific needs of security specialists in mind. It provides expert guidance for studying a full range of facilities to help companies identify critical assets and potential adversaries in order to eliminate threats and reduce vulnerability through improved countermeasures.
Software Details: SOS is a Windows based software application which provides users with a consistent, auditable platform for deciding whether or not to hold a spare part. If the decision is to hold, then SOS will recommend an appropriate max/min quantity. SOS is unique in that it utilises an expert approach to the decision making process. Through a criticality assessment taking consideration of a combination of technical and business implications, SOS will make a holding recommendation ready for export to the existing computerised maintenance management system, or will justify the introduction of new items to the store. SOS does not rely on the mathematical manipulation of movement history, thus it can be applied to new equipment spares and equally to slow moving items. A final decision will be a direct reflection of current maintenance practice. Developed by and for maintenance engineers, SOS is an optimising tool, not a 'slash and burn ' approach. Where the business is exposed to risk through insufficient holdings, SOS will clearly indicate the implications. A cost/risk module is provided for the assessment of contentious, expensive and capital/insurance items, where the cost and risk of stockout is graphically compared to the holding costs of the item. SOS is also a 'what if ?' tool. Users can explore the effect on recommended holdings based on
trim
Using streamlined methods, trim ranks equipment risk, applies predeveloped maintenance templates, and generates complete CMMS equipment PM work orders.
Name: Address: Contact: Phone: Fax: Email: Web: CORE, Inc. 5915 Braun Way J. K. August +1 (303) 425-7408 +1 (303) 425-0861 jkaugust@msn.com www.rcmtrim.com
Software Details: Trim users pre-qualify equipment PM by risk, to apply equipment templates. They customapply template tasks on downloaded master CMMS equipment using simple, lookup selection methods. Knowledgeable staff has reports to review, verify and audit analysis, validate results and upload completed work. CMMS, Rounds, PDA's or other implementation system receives end products. Flexible workorder products trace tasks to standard, approved templates. Automatic computer software makes change update easy. Repetitive
SIMLOX
SIMLOX is a powerful and versatile tool for event based simulation and analysis of complex operational and logistic support scenarios.
Name: Address: SYSTECON AB BOX 5205 SE10245 STOCKHOLM SWEDEN
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Survey 2004

changes provide living maintenance, with change justification basis. Trim? automates PM development in complex maintenance environments like power plants tasks The Technis Beta + method for taking account of common cause failure. Facilities for one-shot probability such as human error. http://www.maint2k.com/reliability-maintenanceoptimization-software.htm for further functional details and costs. generated task schedule and resource utilization. Manual overrides can be used to tweak the schedule as required. Ideal for shutdown planning to efficiently schedule and allocate work packages based on a user definable work breakdown structure. Wells Work Scheduler includes the following
TTREE
A highly user friendly Fault Tree Analysis package that, unlike more complicated products, can be assimilated in less than an hour.
Wells Work Scheduler

Advanced scheduling application that links Maintenance and Operations so that maintenance work can be easily scheduled around resource and equipment availability.
features: o User Defined resource calendars o Scheduling based on Constraints, Priorities and Predecessors o Scheduling based on Resource and Equipment availability o Drag and drop task linking o Flexible sorting and filtering of work tasks o Printing of Schedule in Gantt format o Flexible project hierarchy o Manage stand alone projects o Integration with CMMS applications (optional) The Wells Wok Scheduler will vastly improve most maintenance scheduling applications and, as a result, maximize resource utilization and minimize equipment downtime.
Name: Address: Contact: Phone: Fax: Email: Web: The Software Well Pty Ltd 47 Epping Dr Frenchs Forest 2086 NSW Steve Sydenham 0419 413 139 02 9402 4532 info@thesoftwarewell.com.au www.thesoftwarewell.com.au
Software Details: TTREE is a straightforward and fast Fault Tree Analysis package that caters for the majority of Fault Tree sizes encountered in practice. It provides: A simple and logical tree input method that enables tree logic to be verified. Clear outputs providing cut set ranking by unavailability and failure rate (six measures of cut-set and event importance). Clear graphics, which can be easily imported into a word processing package (gate suppression facility).
Software Details: This advanced scheduling application integrates with CMMS applications to provide a seamless environment for generating maintenance tasks and then optimizing the maintenance schedule around task priority, resource availability and equipment availability to maximize resource utilization and minimize equipment downtime. The Gantt based graphical view of the work schedule clearly shows the automatically
Infrared Thermography
.... find temperature problems before they find you!
Affordable Portable Thermal Imaging cameras and software start from under Aud $5,000.
P roduct of the year 2003

European Electronics Industry Awards
27 Research Drive, Croydon VIC 3136 Contact MSc for further details on our range of infrared Camera Systems or list of our authorised distributers.
ph 03 9761 5088 fax 03 9761 5090 email: sales@maintsys.com.au web: www.maintsys.com.au
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Plan for maintenance productivity

By Tom Westerkamp
Reprinted with the permission of the Institute of Industrial Engineers, 3577 Parkway Lane, Suite 200, Norcross, GA 30092, 770-449-0461. Copyright2001
Increase Maintenance Productivity With Finite-capacity Planning

Based on daily scheduling, comprehensive planning, and engineered standards, maintenance finite-capacity planning can provide full utilization of the maintenance workforce and continuous skill development. Results of using finite-capacity planning for this application are a 20 percent to 40 percent increase in work completed with the same amount of staff, better customer service, improved quality, and reduced cost per unit of maintenance service. Conventional maintenance departments receive requests and immediately route them to supervisors or technicians for action. Technicians respond by checking the job site, planning the work, deciding what materials and tools to bring to the job, and then returning to the shop to gather parts and tools. They return to the job, perhaps several times, to do the work. They make repairs when necessary, often under emergency conditions. They perform periodic preventive maintenance on a regular annual schedule. They also do projects that involve modification or additions to the physical plant. These varying, random demands create peaks and valleys in the workload; consequently, the peaks require overtime (higher costs) and the valleys result in unutilized time (higher costs through lower output). Complicating this scenario is the usual result that, for a shop made up of, say, 100 technicians, there are easily several thousand open work orders in various stages of planning, waiting for materials, in progress, and so on. There is no control valve that adjusts random work requests automatically with the fairly constant available staff hours. Result: too many jobs in progress and too few being completed; many late completions; equipment unavailable when needed, causing late customer deliveries; and too many work orders lost in desk drawers, tool boxes, and lockers waiting for action. Not a pretty picture. This situation is usually not the fault of maintenance technicians even if they are seen in the break room too often by higher management. Poor maintenance service is usually caused by the lack of up-todate management tools in the maintenance department. But we just installed the latest version of our top-of-the-line computerized maintenance management system. We have the right tools! you say. But what business process did you use when you installed the software? In many cases, its the same performance management process that has been producing low productivity all along. So you automate a low-productivity system. The software cannot deliver any results without a good shop floor productivity management system integrated into the business process. Ask yourself these questions: What are the savings that resulted from our new software upgrade? How much productivity improvement has resulted? What is the payback period (when savings equals cost)? What is the return on investment? If you cant answer these questions, you probably are getting only 10 percent or 20 percent of the value out of your CMMS.
A new option
Maintenance finite-capacity planning is a maintenance productivity management tool used by supervisors and planners to plan, schedule, and dispatch sufficient work to utilize the full staff capacity every day. The purpose of maintenance finite-capacity planning is to control the release of only a well-planned amount of work that the staff can manage each day. It is based on the scientific management principle defined by Frederick Taylor as follows: The best productivity results when each individual has a definite job to do, in a definite way, and in a definite time. The organization in conventional maintenance departments is usually composed of supervisors who direct the work and technical staff who plan and perform the work. There are many administrative responsibilities associated with this arrangement that are no ones responsibility, so they fall on the shoulders of the supervisor and technician. For example, they must do their own field checks, job planning, and deciding on the work content. They must do the material requisitioning and often have to hunt for in-stock material. They sort through many work orders each day to find the ones they can work on; technicians schedule their own day. By contrast, the department using maintenance finite-capacity planning has a planning function (about one dedicated planner for every 30 technicians). The planners are skilled technicians, so their plans affect the productivity of all technicians, not just their own. Staff or a consultant trains the planners in formal planning of all types of maintenance work. The training also introduces work measurement to maintenance workers specifically, how to establish realistic times for the different maintenance work. The planners determine work content of the job, priority, tools and materials needed, safety requirements, skills needed, and crew size. They requisition non-stock material and keep supervisors informed about the status of the backlog what jobs are high priority, what jobs are ready-to-work. The planners relieve supervisors and technicians from these planning tasks so they can do more work. The introduction of maintenance time standards is an essential part of the process since the time standards are the means to establish consistent, realistic job methods, and times. Standards are the yardstick by which management measures backlog of work, by skill, for staffing decisions and budget preparation.
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The 15-step process

The following 15 steps constitute a sequenced plan to implement maintenance finite-capacity planning.
1. Operations managers, project managers, facilities managers, customer service personnel, supervisors, and planners submit work requests according to proper standard procedures. They document work on work orders and enable the enterprise to develop two to four weeks of backlog. There are four types of maintenance work: emergency repair, preventive maintenance, routine corrective maintenance, and projects (modification, additions, and other construction work). These jobs come into the maintenance department randomly sometimes not enough work requests to keep the available workforce busy, and sometimes too much. When too much work comes in, the solution is to use overtime, contractors, or to expand the workforce if the need is seen as a continuing one. Insufficient work results in idle time and high costs; too much work results in delays, incomplete jobs, and high costs. 2. Prioritize the work. Sufficient leadtime is the key to on-time completion. An effective maintenance work order priority system is time-sensitive. Each of the four priority categories listed below has a specific, pre-established response time. This concept gives maintenance managers the tools to respond quickly to urgent work and time to evaluate the backlog of routine work. They can determine how much work is due during each future time period. This ensures that sufficient lead-time exists to take corrective action if the workload and workforce get out of balance. Four levels of priority are used to ensure that response to a work request for maintenance service is made according to the urgency of the request: Priority 1: Emergency. Includes emergency work needed to ensure personnel safety, to return mission-critical equipment to service, or to prevent major damage. Response is immediate and overtime is automatic if needed. Priority 2: Urgent. Must be completed during this shift as soon as a maintenance person is available but does not interrupt other work. Overtime approval is automatic. Priority 3: Service is needed within 24 hours. Specify that service is needed before the end of a certain shift by entering (1) for the night shift, (2) for the day shift, or (3) for the afternoon shift.
Priority 4: Scheduled work. This work can wait more than 24 hours. It includes routine repairs, preventive maintenance scheduled annually, and projects such as overhauls, installations, and modifications. The request must include a date when the equipment will be available and when work is to be completed. Safety requirements are extremely important and should receive careful and continuing attention. These requirements will fall into all four categories shown above, from a safety guard missing (Priority 1) to a gradually wearing stair tread (Priority 4). Priorities should be established for safety work according to the circumstances of each situation. The service request should be clearly marked Safety.
3. Plan each routine work order. Planning may be done informally or formally. The supervisor or technician may now do this informally as part of the job, but full-time planners could do it to free up time for supervisors and technicians. A good planning system includes defining the work content and scope, determining materials needed versus what is available, identifying skills needed and crew size, applying a standard time to the job, planning safety requirements, and deciding what special tools or equipment may be required. This planning is a complex activity. It takes a lot of time. If the planning is all done by supervisors and technicians, they are very likely going to spend no more than a third of their time directing and doing the work, respectively. The other two-thirds will be time spent checking jobs, planning them, locating tools and materials, and sometimes hopping in the company truck and going to the hardware store for out-of-stock or nonstock items. 4. The supervisor organizes the next days work. Only enough work to make full use of available staff, plus a small cushion, is released each day. Current excess work orders should be collected and reissued as the maintenance finite-capacity planning system is introduced. As work orders are completed, new work orders are released. 5. Load a job assignment board every day with enough work to utilize the full staff of technicians (see Using the job assignment board). The maintenance work order system does not start action on a job until the work order is assigned to a maintenance person. The maintenance supervisors use the job assignment board to assign preplanned routine corrective work, preplanned preventive maintenance work, and project work to each member of the crew.
Using the job assignment board

1. The supervisor loads the To start slot each day with enough work orders to make full use of each member of the crew all day plus 10 percent (or other amount based on experience) for unexpected circumstances. For example, customer-driven changes may mean that equipment scheduled for repair is unavailable; therefore, an alternate job is needed so that the maintenance person can be rescheduled with a minimum of lost time. Full To start and In progress slots indicate at a glance that the maintenance person has a job (so the crew leader knows where the person is) and has other work assigned ahead. 2. When loading the job assignment board, the crew leader places the first job to be done in front, the second in back of the first, and so on. This ensures that work will be completed according to the priority set by the crew leader. 3. When getting assignments, the maintenance person performs the work in the order that work orders are loaded in the job assignment board. The current job is moved to the In progress slot. After the technician completes the job, he or she notes comments, delays, and actual hours and places the completed work order in the Complete slot. If the job is not completed due to an interruption or lack of material, the work order is placed in the Delayed slot. When any work orders are in the Delayed slot, the crew leader knows at a glance that some action is required due to a condition not controllable by the maintenance person. 4. The supervisor who checks the work orders for completeness and quality picks up completed jobs during the day and at the end of the day. Some jobs may necessitate visits to the job site to ensure that work is satisfactory to the requester. All jobs completed during the shift are turned in to the data entry clerk by the end of the shift so that closings can be kept current in the computer system. This ensures that the system reports are up to date. 5. Complete procedures for filling out the work order are explained to each technician by the supervisor before the system is implemented.
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Figure 1. Cost per standard hour trend.
Figure 2. Cumulative savings vs. cost resulting from productivity improvement..
Figure 3. Backlog trend for planning next weeks work and future staffing.
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6. The supervisor monitors work order progress daily and adjusts assignments for emergencies, delays, and completions. These conditions are part of the typical maintenance departments experience, so the system must be flexible enough to roll with these minute-to-minute changes. If there are plenty of planned work orders ready for assignment, they can be staged and ready when the rush work is done. 7. The supervisor checks completed work orders for quality and completeness of work every day. The supervisor selects a sample of work orders each day, goes to the job site, and inspects the work. The site inspection may include discussion with the requester to ensure that the work is satisfactory from the users point of view. 8. Every day, the supervisor checks completed work orders for
quality and completeness of reporting. In the typical maintenance shop, not all work is recorded on work orders. Some jobs may have been done on verbal authority. Some time may have been spent waiting for an assignment and not recorded anywhere.
the system was set up. This integrated approach is essential for a completely paperless system and an effective use of hand-held technology.
15. Get all hours worked accounted for in the CMMS work order system. This may seem obvious. In fact, the assumption is frequently We already do that. It is wise to check again. Unless you are already doing maintenance finite-capacity planning, no daily check is made to account for all hours worked, so it is up to chance. There are many ways actual hours worked can be overlooked when you try to reconcile them with hours reported on work orders:
Verbal assignments or technician initiated work orders, no hours reported. Lunch and breaks, if paid, not included in reported hours. Vacations, holidays, absence, but no reduction in available hours on report. Training and meetings unreported. Time spent due to delays not included on the control report.
9. Completed work orders are turned in by the supervisor every day to ensure completeness of equipment histories and control reports and to verify that all hours worked are accounted for. 10. Once a week, the supervisor reviews the previous weeks work, performance report results (Figures 1 and 2), and organizes the next weeks work (Figure 3) with the planner. 11. Planners identify and obtain needed as-built drawings and
manuals for vendor troubleshooting, preventive maintenance, corrective maintenance, and parts. Missing information is often a cause of delay. If critical information such as an equipment repair manual is unavailable, several hours can be spent in wasted activity or hunting for the information. Ideally, all of this information should be online so that it can easily be obtained from a database using a search engine. If technicians have access to the database from a portable, wireless computer, they can look at the information on a heads-up display while working.
Assisting contractor or vendor not reported and unplanned. Field checking jobs and contacting the customer not reported. Not all crewmembers hours reported on multi-person jobs. Unscheduled time (time between assignments), no work order to report on. Should be reported as a delay on the next assignment. Missing as-builts, manuals, and guides. On-the-job-training time unreported. Both trainee and trainer actual time should be reported as work time. Note that you can run a report in the CMMS that shows the total hours for each technician on work orders for a period. By comparing this total with the total time each technician was available, you can determine the source of any shortfall in time on work orders. Finite-capacity planning starts with organizing a dedicated planning function and introducing predetermined maintenance time standards. It includes daily scheduling of all labor hours available, even if the schedule has to be adjusted several times due to inevitable changes in priorities. It ends with a continuous improvement system that pays back the investment many times over. It increases the workforce size without any hiring authority since each individual works more productively and with increasing skill. It frees supervisors from planning so they have more time to be at the job sites ready to carry out their two most important responsibilities fully utilizing the workforce and developing the skills of their staff.
12. Convert troubleshooting into preventive maintenance or redesign of mission-critical equipment. Analysis of the failure information by the planning group can reveal the reasons for equipment failure or diminished capability. With this information, management and the vendor can assess the problem and either adjust preventive maintenance tasks and frequency or look for more robust design to eliminate or reduce the problems. 13. The maintenance engineer checks year-to-date equipment
repair costs to see where the most improvement can be made. Focus attention there. Often, the work orders only distribute costs and seldom capitalize on the most important advantage - analyzing the costs to find out which equipment or locations are absorbing the most labor and material costs. Many computerized maintenance management systems have Pareto analysis reports or SQL query capability. These tools can be used to sort costs by equipment or location in descending order of cost. Often the 80/20 rule 80 percent of costs are concentrated on 20 percent of the equipment reveals where management attention will yield the greatest results.
For further reading

1. Karger, Delmar W. and Franklin H. Bayha, Engineered Work Measurement, 4th ed., Industrial Press, 1987. 2. Taylor, Frederick Winslow, The Principles Scientific Management, Dover Publications, 1998 (republication of the original vol. published by Harper & Bros., 1911). 3. Westerkamp, Thomas A., Maintenance Managers Standard Manual, 2nd ed., Prentice-Hall, 1997. 4. Zandin, Kjell B., editor-in-chief, Maynards Industrial Engineering Handbook, 5th ed., McGraw-Hill, 2001. 5. Zandin, Kjell B., MOST Work Measurement Systems, 2nd Ed., Marcel Dekker, 1990.
14. Integrate the scheduling into the CMMS by activating the work order scheduling application. Many computerized maintenance management systems have no scheduling function built in or have it but it is inactive. If daily scheduling had not been done in the past, there would have been no need to install the scheduling function when
Tom Westerkamp is a consultant, author, and speaker. He is founder and CEO of Productivity Network Inc., a productivity improvement consulting firm specializing in maintenance management, health care business office management, and telecom technology. Copyright2001 52
Unbelievable: Resonances And Their Enormous Force

Mathias Luft,
PRFTECHNIK
PRFTECHNIK was called in to evaluate damage on a supply air ventilator. The site was a scene of destruction and devastation. Both pedestal bearings of the ventilator shaft had been torn off and hurled away. The 80 mm thick shaft was bent by approx. 30 degrees on both sides of the impeller. The impeller itself had run into the left and right suction cones, completely destroying them and was itself badly dented. All fan belts were torn - in short, this aggregate was a total write-off. What had happened? An important clue was the evidence from the operator who said the damage had occurred during the startup of the ventilator. As a ventilator of the same type was in operation nearby, it was possible to record a so-called Bode diagram or run up curve. This measurement records the amplitude of the rotational frequency vibrations (i.e. the part of the vibration caused by imbalance) as a function of the speed. It revealed a trend that indicated the crucial circumstantial evidence for the reconstruction of the damage progression (Fig. 1, right). At approx. 1130 rpm, and thus below the operating speed of 1300 rpm, a sudden rise in the rotational frequency vibration amplitude to more than 80 mm/s (!!) appeared which then abruptly fell again above this critical speed. Consequently, the signal path corresponds precisely to the behavior of a rotor when passing through its 1st flexing intrinsic vibration (Fig. 2). In addition to the distinctive rise in the rotational frequency vibrations, the phase rotation of 180 is especially typical. It was clear from this that only a rotor resonance could have been the underlying cause of the damage. However, the actual cause could have been increased imbalance of the impeller that could still have been absolutely permissible at the operational speed, but caused too large a vibration excitation when passing through the resonance point. How high the vibration increases at the resonance point depends mainly on the damping of the rotor and on the dwell time in the area close to the point of resonance. Heavy rotors such as the turbine rotors of large steam turbines require more time to build up to high vibration amplitudes than, for example, light impellers. Thus, in addition
to the optimum balance of the rotor, rapidly passing through the point of resonance is also a key factor in avoiding unacceptable vibrations near the point of resonance. Anyway, if the resonance point of the rotor is to be shifted, constructive changes are essential. In this case, the changing of the rigidity, the mass or the bearing spacing are the most important parameters although such measures are often not possible for cost reasons. However, as an additional measure in variable- speed aggregates, at least the speed range close to the resonant frequency must be blocked in the converter control unit.
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Resonance point 1. Bending intrinsic form A= 82.6 mm/s n= 1132 rpm
Figure 1. Amplitude Curve
Resonance Rise In Resonance
Figure 2a. Bode Diagram / Startup Curve
Resonance
Phase Shift by 180
Figure 2b. Bode Diagram / Startup Curve
Figure 3. Vibration From A Rotor 54
Hosted CMMS Are You Ready For The Revolution?

Computerised Facility Intergration, L.L.C,
Well, are all of you ready for a shift in software distribution? For those of you who dont know, a revolution in the way software is distributed is at hand. It is changing the way your vendors and service providers procure, distribute, deploy, manage, and bill for software applications. What am I talking about? One of the most rapidly growing areas of the software industry, that of Application Service Providers (ASP) or hosted solutions. ASPs are comprehensive software and support services, developed to deliver state-of-the-art and world class computerized maintenance management systems (CMMS) right to your door via the Internet. The ASP companies allow you to access maintenance applications that are stored on servers, which are centrally managed and maintained. The ASP maintains your entire system, giving you access to it through a Web browser. Anything you could do with an in-house application can be done through the Net in exchange for a monthly service charge. So, what does this mean to you, the maintenance professional that has to live with the latest trend? Relief, is the word that comes to mind. How? Think of this all too familiar scenario: The maintenance department has again become the target for management improvements. You have been asked to improve productivity; increase PM completion; reduce inventory levels; get software, hardware, associated support costs under control; and, oh yeah, do not burden the IT department while your at it. Since the IT department doesnt possess the resources and/or technical expertise to support your effort, you are left with the same old questions. Do you have the necessary know how, budget, labor or software systems to implement the solutions? So here you are again. To get all the functionality you need, you purchase one-time software product licenses (based on the number of users and/or the size of your company) and high annual service contracts. You have to buy new hardware and also hire outside service professionals to help implement the application, configure the hardware, migrate the data and finally train your people. All the while, trying to figure out how to pay for all these up-front costs out of current operating budgets. Not to mention, Im sure all of you are tired of writing large checks to consulting firms for projects that never seem to be finished or end in disillusionment. Well, the hosted industry is going to change all that. They are going to allow a business to have access to specialized, high quality, and complex software applications, such as CMMS, CAFM, and document management. The hosted companies manage updates and changes to the application, the database, the security, and the hardware. They offer training, setup, 24X7 help desk, data management and analytical support as part of standard packages. In addition, weigh-in the fact that your staff will have access to maintenance information at anytime and from anywhere, all they need is a browser, no special workstations. All this for a known, fixed monthly fee. CFI recently did an analysis for a CMMS client based on the following: 30 power users (supervisors, clerks, planners, scheduler, etc.), 90 work reporting only users (technicians), 50 PCs that need to be upgraded, Internet cost of $20 per month per user, average IT loaded salary of $100,000 per year, CMMS license cost $2,850 per user with a 20% Software Annual customer service plan, and a Hosted cost of $207 per month per user. Lets run their numbers. In dollars and cents, it takes an average of about $127,000 a year to set up and operate a CMMS application over 5 years, (see Table 1.) At the end of the five year period, hardware and software will probably have to be updated, so the cycle starts again. In contrast, the annual cost for a browser enabled hosted application is about $87,000 per year, (see Table 2.) So when all the numbers are run, the ASP approach winds up eliminating an average of 32% of the total cost of ownership of the application per year (Figure 1.) With a company profit margin of 5%, that extra cost translates into a requirement of $800,000 in extra sales. Another factor to consider is the up front cost. Looking at Table 1 again, the first year of in-house operation is $369,000 compared to a hosted of $97,000. That is a whopping 380% difference. When you look at that, why would you go another way? Table 1: In-house application cost for 5 year period (estimated). Table 2: Host application cost for 5 year period (estimated). Figure 1: Cumulative Cost comparison. ASPs utilize standardized software setup packages and templates, this reduces customization by cutting out some of the bells and whistles you have come to expect (but which most companies dont utilize anyway). Secondly, Internet data transfers are not yet reliable enough everywhere to support all mission-critical data exchanges, they are getting better but not quite everywhere yet. The choice is yours. Realize, though that if your department is a target for improvement, an ASP may be the answer. Computerized Facility Integration, L.L.C. (CFI) is an Application Service Provider (ASP) dedicated to leveraging the capabilities of web-based facilities management technology.
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Hosted vs In-House Analysis

$700.000 $600.000 $500.000 $400.000 $300.000 $200.000 $100.000 $0 Year 1 In-house Hosted $369,112 $96,720 Year 2 $427,792 $181,440 Year 3 $486,472 $266.160 Year 4 $545,151 $350,880 Year 5 $635,506 $435,600
Figure 1. Cumulative Cost Comparison. Total Cost Of Application

Traditional Cost Component Hardware Database Server Application Server Web Server Report Server Upgrade PCs Software Application Fees - MRO Database Fees - SQL Report Writer Server Support Initial Configuration - 4 weeks Set Up - 4 weeks Database - 2 weeks Web Install - 1 week Security Setup - 4 weeks On-going Maint. Client Server - (10 weeks p/yr) Web Server - (5 weeks p/yr) Communication Maint & Support Internet Fees Software - ACSP Hardware - 10% p/yr Upgrades Software Install (4 weeks p/yr) Hardware (2 weeks p/yr) Depreciation Yearly Cost Cumulative Total Capital Cost (35%) $369,112 $369,112 Year 1 $7,000 $7,000 $7,000 $7,000 $62,500 $168,600 $9,600 $1,800 $7,692 $7,692 $3,846 $1,923 $7,692 $19,231 $9,615 $7,200 $33,720 $19,231 $9,615 $7,200 $33,720 $9,615 $7,692 $3,846 -$31,675 $58,680 $427,472 $19,231 $9,615 $7,200 $33,720 $9,615 $7,692 $3,846 -$31,675 $58,680 $486,472 $19,231 $9,615 $7,200 $33,720 $9,615 $7,692 $3,846 -$31,675 $58,680 $545,151 $19,231 $9,615 $7,200 $33,720 $9,615 $7,692 $3,846 -$31,675 $90,355 $635,506 Year 2 Year 3 Year 4 Year 5 5 Year Total $7,000 $7,000 $7,000 $7,000 $62,500 $168,600 $9,600 $1,800 $7,692 $7,692 $3,846 $1,923 $7,692 $96,154 $48,077 $36,000 $168,600 $36,200 $30,769 $15,385 ($95.025) $635,506
Table 1. In-House application cost for 5 year period (estimated) Hosted

ASP Software Communication Hardware Depriciation Yearly Cost Lease EN2Max Internet Upgrade PCs Capital Cost (35%) Cumulative Total $74,520 $15,000 $7,200 $62,500 $96,720 $96,720 $74,520 $3,000 $7,200 -$21,875 $84,720 $181,440 $74,520 $3,000 $7,200 -$21,875 $84,720 $266,160 $74,520 $3,000 $7,200 -$21,875 $84,720 $350,880 $74,520 $3,000 $7,200 $372,600 $27,000 $36,000 $62,500 ($65,625) $435,600
$84,720 $435,600
Table 2. Host application cost for 5 year period (estimated)
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IMPLEMENTING PROBLEM SOLVING EXCELLENCE USING SIX SIGMA

D Jenkins1 & P Townson2
1 2
Maintenance Hatch Associates Pty Ltd Global Maintenance Network Full time member - BHP Billiton
Summary
To operate excellently, businesses must be faster and more effective at solving problems than their competitors. Hence, our purpose is to build a superior problem solving capability within BHP Billiton which we have called PSE (Problem Solving Excellence), one where problems are identified early, the knowledge and experience of our people are applied to properly determine the root cause, and where team action is taken to improve the business performance by eliminating problem root causes. To date 17 PSE workshops have been facilitated around the world at businesses focused on mining and mineral processing. We have found some of the businesses have been successful in building a superior problem solving capability and produced real benefits, while others have been less successful. To understand the key success factors and learnings a review of the workshops was undertaken using the Six-sigma process for accelerated change. This process provides a framework of seven change elements that are required to make an effective change and include: Leading the way: Creating a shared urgency: Building coalitions and commitment: Focusing the vision: Chartering a transition road map: Aligning systems and structures: and Sustaining momentum. The review reinforced that to develop an effective problem solving culture we need to think beyond a process for solving problems (of which there are many proven effective problem solving processes out there) and move into the more difficult areas of people and change which most of us resist. After reading this paper it is obvious that we are well on the way to building a superior problem solving capability within BHP Billiton. We also have a real challenge in front of us to tackle some of the change elements that focus on people to realize the full benefit of PSE. If we can do this effectively and can get there before our competitors we will have a substantial competitive advantage and achieved
something truly great. The good news is as a result of the review we now have a clear direction and we know what has to be done. Keywords: Problem solving, change management, improvement process, data analysis
1 WHAT IS PROBLEM SOLVING EXCELLENCE AND WHY WAS IT DEVELOPED?

To operate excellently, businesses must be faster and more effective at solving problems than their competitors. Hence, our purpose is to build a superior problem solving capability within BHP Billiton, one where problems are identified early, the knowledge and experience of our people are applied to properly determine the root cause, and where team action is taken to improve the business performance by eliminating problem root causes. PSE (Problem Solving Excellence) is a key global strategy that the Global Maintenance Network is rolling out across BHP Billiton to contribute to our company operating excellently. It is aligned with our Operating Excellence and Six Sigma Plus improvement programs. Our goal is to up-skill the majority of our people in team problem solving. Experience has shown strongly that the best way to achieve this is via a process of application learning and coaching in small teams to solve real problems at site. With support and follow-up the practices become natural for the work groups and the site as a whole, then the improvements become sustainable. In doing this our people become capable rather than trained. The PSE workshop process is designed to build a superior problem solving capability and doing so move a site from their current state to their desired result through a transition and learning phase as shown below (refer figure 1). The current state in which most businesses find themselves includes: they are experiencing ever increasing competition: margins are being squeezed: plant reliability could be better: and they know they have lots of problems although are not sure
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Figure 1: Problem solving excellence process
where to start. There are also differing levels of knowledge and understanding of problem solving as well as differing opinions on the relevance and importance of eliminating these problems. With so many differing opinions and people going in different directions it is not surprising that effective team based problem solving over the long term is difficult to achieve. A vision of a desired result that most businesses are driving for includes: they want to be proactive in addressing problem areas: use the knowledge of their people to solve problems: fully utilise their system to identify and monitor problems: and improve business performance by reducing losses. To achieve this the businesses would like a strategy to improve the plant reliability and performance that all parties have agreed to, are aligned to and own. With our PSE vision clear the question is, how effective have our efforts been to date?
2 HOW EFFECTIVE HAVE OUR EFFORTS BEEN?

To date 17 PSE workshops have been facilitated across a number of businesses around the world including North America (1), South America (2), South Africa (5) and Australia (9). The businesses are focused on mining and mineral processing. 250 people have attended the workshops, key site people coached to provide ongoing problem solving support to drive the improvements, 60 problems impacting the businesses bottom line were analysed for root cause including cost justifications. We have found some of the businesses have been successful in moving from their current state to their desired result and produced real benefits to their business, while others have been less successful. To understand the key success factors a review of the workshops was undertaken. To help us analyse the outcomes we used the Six-
sigma process for accelerated change as shown by the large arrow in figure 1 under the transition and learning phase. This process provides a framework of seven change elements shown either side of the centerline, which are: Leading the way Creating a shared urgency Building coalitions and commitment Focusing the vision Chartering a transition road map Aligning systems and structures Sustaining momentum These elements help us to move from our current state to our desired result through a transition and learning phase. The change elements adjacent to the centerline do not need to be addressed in any order, rather they all need to be considered at the same time to ensure we can effectively move through the transition and learning phases of change. Managing these elements is like spinning plates - we have to start each one and continually go back to keep them moving. The change elements furthest from the centerline (ie: Leading the way and Sustaining momentum) require constant attention all the time from the start of process through to the end, as these are fundamental to making any change happen successfully. The PSE workshop has a distinct step at the end of the process that captures the participants key learnings and perceived barriers preventing the site from moving from their current state to the desired result. These captured thoughts were mapped against the change elements and provided us with a real insight into the PSE process. The remainder of this paper explores our findings and discusses our success factors and learnings.
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2.1 Leading the way

For a change to be successful the change element leading the way requires constant attention. The accelerated change transition model defines leading the way within figure 2. Leading the way Having a champion who actively engages in and sponsors the change in an enduring way. Making a visible, relentless commitment via face-to-face communication, modeling change, and setting aggresive expectations for oneself and others Success Factors: Participants made personal Commitment to leading the way Developed a thorough approach to engage management Participants Quotes:
Our bosses behaviours dont match their expectations, they shift their goals before completing an initiative (another initiative which never gets finished)
Building coalitions & commitments There is a strong commitment from key constituents to invest the change, make it work, and demand and receive management attention. Also consider what coalitions to build and what resistance is inevitable Success Factors: Learnings
Learnings The business needs to lead the way to support participants Our expectations of the site were not always clear
Having natural workgroups in These same coalitions and the workshop builds coalitions commitment needs to happen and commitment outside the workshop Learning by doing methodology makes problems solving relevant, fun and builds teamwork Participants Quotes:
If we want to get the root cause we need operations and production. Otherwise we will continue to blame each other and not solve the problem
We need to work with the resistance and dont underestimate it
Figure 3: Building coalitions and commitment
Figure 2: Leading the way This definition certainly challenges us and asks for a serious commitment to effect a successful change. We identified that the PSE workshop engaged the participants and certainly got them leading the way, which was a real success factor. Conversely a learning was that even with the participants keen and ready to lead the change and solve problems, without the managers and the business also leading the way (as shown in the above participants quote) effective change will be a real challenge. Another success factor was that over the duration of the 17 PSE workshops a detailed engagement process has been developed to get managers on board and committed to the workshop. There is also a learning to raise the profile of the leading the way within the engagement process so as to set the correct expectations up front.
2.2 Building coalitions & commitment

Effective problem solving cannot happen in isolation as the causes and solutions impact all parts of the business. To be successful a site must Build Coalitions & Commitment. The accelerated change transition model is defined in figure 3. A key objective of the PSE workshop is to coach the participants to identify real issues and develop effective solutions on their own site-specific problems, using a learning by doing methodology. This approach has proved a real success factor, as the take up on the problem solving concepts has been extremely high. Having a cross functional team from a natural work area has ensured that actual causes are identified and effective solutions are developed providing real benefits. Automatically building collations and commitment and also solving real problems to kick start the business improvement initiative. As with leading the way the same coalitions and commitment is needed to happen outside the workshop to ensure managers and the business are supporting PSE. Another good pick up was that we should not always accept the resistance to change, we should work this resistance and bring it out into the open and deal with it otherwise we will not get people truly committed.
Some key success factors of the PSE include: completing data analysis on the business systems (eg: SAP, downtime) provided a great understanding of the businesss current state and a feedstock of problems for the workshop process (refer figure 5). The construction of the Uptime model provided a picture of how the plant is performing over a period of time. The uptime model helps the participants in the workshop to see the bigger picture and focus on whats preventing the business from being competitive or making the best return on investment. This approach deliberately looks at all losses holistically to challenge the site review their performance as shown in figure 6. As with the other previous change elements there needs to be a sense of urgency outside the workshop to focus the businesss drive. To create this urgency requires trust in the message the business analysis is sending (not Peter cried wolf) and strong leadership in conveying this message, if this is done well the site can start to build a coalition of commitment.
Creating a shared urgency: The keyword is shared - not by one leader, but all stakeholders. The reason to change now (not next year), whether driven by threat or opportunity, is instilled within the organisation and widely shared through data, demonstration, demand or diagnosis. The urgent need for change must exceed its resistance Success Factors: Workshop data analysis focused participants on business opportunity Uptime model provides a holistic view to business losses Participants Quotes:
The business says everything is urgent, even if we are not in trouble they are always crying wolf.
Learnings This same shared urgency needs to happen outside the workshop The business needs to be open and honest so people own the urgency
2.3 Creating a shared urgency

Research has shown that the number one reason for change not being successful is the failure to create a shared urgency, for this reason we need to get it right. The accelerated change transition model is defined in figure 4. Figure 4: Creating a shared urgency
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Figure 5: Participant discussing their data to create a shared urgency
Figure 6: Uptime to focus on business losses to create a shared urgency
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Most of the businesses that have completed a PSE workshop have a strategic plan. A success factor was leveraging off this good work already done by providing a great opportunity to raise the profile of the strategic plan and make it real to the participants by showing them how they can contribute to making it effective. By doing this the participants can see the bigger picture and broaden their perspective. Supporting this plan some businesses had a clear vision as shown in figure 8. This business used the Uptime model and made it part of their measures for reliability and performance improvement. This picture provides them with some clear goals over the next five years to reduce their losses and increase production. The key focus for the business was to reduce unscheduled losses (breakdowns, urgent work, no operators etc) as these were compromising their market position by preventing the site from being a reliable supplier. A key learning was to share these good examples with other businesses as PSE is rolled out.
2.4 Focusing on the vision

Our desired state provides a vision for the business. The accelerated change transition model defines this within the following slide figure 7: Focusing the vision The desired outcome of change is clear, legitimate, widely understood and shared. A vision must be compelling and vivid enough to create action. Way beyond posters and plaques - a vision defines a future state clearly enough so people understand it and know whether they want to get on board. Success Factors: Some businesses using uptime targets to reduce losses over the next 5 years Starting to integrate PSE working into business strategic plans Participants Quotes:
Our vision should stop the breakdown cycle, we are not doing PMs because we have breakdowns and we have breakdowns because we are not doing our PMs. Solving problems will break this cycle
Learnings Take good uptime examples and share with other businesses
2.5 Sustaining momentum

The PSE workshop aims to sustain momentum although we recognize we are not around when the site is trying to do this. This is a key area that the workshop needs to develop to ensure there is constant follow up with the site to help them sustain momentum. The accelerated change transition model defines this within the following slide (figure 9). Some of the success factors included using data analysis and prioritising to find simple problems with a cost benefit. The problems we looked for had to impact on the business, be easy to solve with little effort (minimal capital as this will always slow down improvement) and we need to be confident that a solution existed. This approach ensured we got some early successes as shown in figure 10.
Figure 7: Focusing the vision
Figure 8: Uptime providing a clear vision to reduce losses
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Sustaining Moments: The transition zone of changes requires constant attention to fueling the energy for forward action. Fueling means planning to ensure early wins, publicising victories, celebrating early adopters, monitoring resource requirements, and vigorously communicating the known and unknown Success Factors: Using data analysis we find simple problems Learnings We need to integrate the PSE with other site initiatives PSE workshops. We have struggled to develop an effective followup process due to the geographical locations and resources required to support the businesses. The approach of running follow-up workshops at businesses rather than single workshops at multiple businesses looks to provide better results all round.
2.6 Aligning systems and structures

Of the seven change elements the PSE workshop and the businesses addressed, aligning systems and structures was the best catered for. The accelerated change transition model is defined within the following slide figure 11. Key success factor is that the majority of businesses have adequate staffing, training, organization design, communication and information technology. Some businesses had detailed measures in place and rewards varied from individual performance goals to production bonuses. The PSE workshop problem solving process has been refined over many years and is working well and delivering results, the process is shown in figure 12. The process has a number of key steps that the participants work through over 2 days, these steps include build understanding (identify problems), measure and analyse (root cause analysis), improve and monitor (implement solutions) and institutionalise (lock in the results). A key learning was to focus our efforts on the more difficult people and change elements, as this will give us the biggest return on our investment. Aligning systems and structures: There are seven processes or systems that enable people and change efforts to succeed - staffing, training, measuring, rewarding, organisation design, comunication and information technology. These seven must be evaluated to determine which need to be modified to align them with the desired future state. These are powerful levers to help initiate and sustain change Success Factors: Most businesses have this element covered The PSE process is working well delivering resullts which are measured Participants Quotes:
When the workshop finished we had all this energy and once we went back to the day to day grind nothing happened. Is this just another initiative
We have early successes as Running follow up workshops we chose simple and easy at the same business is problem to work with producing better results than Using facilitators speed up the multiple work shops at many process business Participants Quotes:
When the workshop finished we had all this energy and once we went back to the day to day grind nothing happened. Is this just another initiative
Figure 9: Sustaining momentum
Sustaining Momentum: Get some early wins - and keep on winning

Pick some easy problems to start on - eg: Simple, clear definition of problem easy to analyse confident in being able to solve of benefit to the people involved
List of Improvement opportunities
Use a facilitator to drive the analysis and solution development process: to speed up the process to ensure its success to coach our own people
Learnings We do not need to focus our efforts on this element as there are bigger fish in the other elements
Keep on winning through a shared understanding and ownership of the problem
Achieve some good results: benefits to the business benefits for the people involved
Publish the results to spread the news and encourage more improvement activities and leverage more people into the process.
Figure 11: Aligning systems and structures Figure 10: Early success factors Some key learnings included integrating the PSE with other business initiatives as most businesses feel initiative overload and then the PSE arrives simply adding to list. By doing our homework we can demonstrate how the PSE supports the other business initiatives rather than being new. We have also found that businesses completing two or three of the PSE workshops over a 6-12 month period have produced significantly better results. By returning for the second workshop we were able to catch up with participants and management and review the initial workshop. This continued dialogue has ensured that team based problem-solving stays on the businesses radar and helps to sustain momentum. This approach also provides an opportunity to revisit the data and look for new problems that can be targeted as part of the workshop, which provides a second kick-start for the site. The businesses have been calling for this follow-up support since the initial
2.7 Chartering a transition roadmap

A Transition Roadmap enhances our ability to reward key events and milestones and builds momentum and commitment. It provides us an accurate measure of the change initiative and provides focus and direction. The accelerated change transition model defines this within figure 13. To effectively implement PSE, we have developed a technical strategy (Q) as well as an acceptance strategy (A). The PSE workshop process focused heavily on the technical strategy: developing solutions, writing up action plans, developing some measures, setting up some dates and arranging follow meetings and workshops etc. Our approach also considered the cultural and organizational change strategy (A) for enrolling the hearts and minds of those who must implement or will be impacted by the technical strategy. Without their acceptance of the solution, we will not get the behaviors, action, and urgency that impact the effectiveness of the strategy and its ability
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Figure 12: PSE process map to get the desired results. A key learning is that we must spend more time developing an organizational and cultural strategy to achieve and sustain the results we want. It doesnt mean we compromise the quality of the technical strategy in order to get acceptance. However we delude ourselves if we think we can get excellent results with only a technical strategy to the change. Often a less perfect solution combined with commitment and enthusiasm by those who have to implement it will help overcome the unforeseen bugs or flaws as people want it to work. Charting a transition roadmap: A project plan for building the A must be as real as the plan for implementing the Q. Are milestones set and realised? Are there plans that establish accountability? What are the measures and feedback mechanisms to monitor progress and give early warnings when the plan is off target? Success Factors: We have implemented some solutions leading to business benefits We are starting to track problems solved in the workshop and monitor for results Participants Quotes:
We can design out our problems, the operators will pick it up as we go along (we all know this is not the case, our research has shown 95% of simple problems dont require capital, it is about how we work together
3 WHAT HAVE WE LEARNT?

The competitive market place is forcing us to be smarter at what we do and be more efficient in the process. Having an effective team based problem solving culture can provide a significant differentiator between us and our competitors. To develop an effective problem solving culture we need to think beyond a process for solving problems (of which there are many proven effective problem solving processes out there) and move into the more difficult areas of people and change which most of us resist. The PSE (Problem Solving Excellence) workshops to date have produced some good results. Some of the success factors and learnings are tabled below:
Success factors
Participants made personal commitment to leading the way Developed a thorough approach to engage management and the business Workshop data analysis focused participants on business opportunities Uptime model provided a holistic view to business losses Some businesses using uptime targets to reduce losses over the next 5 years Starting to integrate PSE workshop into business strategic plans Having natural workgroups in the workshop builds coalitions and commitment Learning by doing methodology makes problem solving relevant, fun and builds teamwork
Learnings Focusing on the technical solution alone will not lead to success We must work more on the acceptance strategy if we are to realise the total benefit
Figure 13: Chartering a transition road map
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Most businesses have aligning system and structures change element covered Using data analysis we find simple problems We have early successes as we chose simple and easy problems to work with The business needs to lead the way to support participants
Learnings
Our expectations of the site were not always clear This same shared urgency needs to happen outside the workshop The business needs to be open and honest so people own the urgency This same coalitions and commitment needs to happen outside the workshop We need to work with the resistance to change and don't underestimate it Focusing on the technical solution alone will not lead to success We must work more on the acceptance strategy if we are to realise the total benefit We need to integrate the PSE with other site initiatives. Running follow-up workshops at the same business is producing better results than multiple workshops at many businesses
On completing this paper it become obvious that we are well on the way to building a superior problem solving capability within BHP Billiton, one where problems are identified early, the knowledge and experience of our people are applied to properly determine the root cause, and where team action is taken to improve the business performance by eliminating problem root causes. We also have a real challenge in front of us to tackle some of the change elements that focus on people to realise the full benefit of PSE. If we can do this effectively and can get there before our competitors we will have a substantial competitive advantage and achieved something truly great. The good news is as a result of the review we now have a clear direction and we know what has to be done. The authors would like to acknowledge the value of working with our colleagues Phil St Baker, Ian King, Craig Hurkett, Richard Blayden and the numerous site participants who actively commited themselves to team based problem solving. Over the past years we have all worked hard to help people develop the skills and processes required to eliminate losses from their businesss bottom line. David Jenkins is a Senior Consultant with Hatch Consulting located in Brisbane (www.hatch.com.au) while Peter Townsend is a Full Time member of BHP Billitons Global Maintenance Network and is also located in Brisbane.
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Extracts from a paper by the following authors:
Dr. Mousumi Samanta

Lecturer, B.K.C. College, Kolkata, India
Dr. Bimal Samanta

Lecturer, Mine Survey Dept., Asansol, West Bengal, India
1. Knowledge
In an increasingly competitive business environment, there is an upsurge of interest in the business community about the importance of managing knowledge. Knowledge is regarded as a most valuable and strategic resource for creating sustainable competitive advantage. It is considered to be the capability for effective action.
Definition of Knowledge
In making an attempt to define ' knowledge' we are rather compelled to use such terms as 'consciousness', 'cognition', 'awareness', 'experience' etc. which have more or less the same sense as the former and we are also confronted with the same situation if we attempt to define any of these terms themselves. Though it is somewhat difficult to define ' knowledge', yet it is not impossible to characterise knowledge in such a way that we can understand what it is as a form of consciousness as distinguished from other forms such as opinions, belief, doubt, emotions, desires and volition etc. Knowledge as a form of consciousness can be defined as complete justified true belief. To say that 'we know' is to say that (a) what we are conscious of is true, (b) we believe that it is true and (c) we have adequate evidence to believe that it is true and obviously the above three are the main constituents of knowledge[Samanta, 1995].
2. Data, Information and Knowledge

Leaving behind the philosophical part of knowledge most
researchers in KM literature agree in presuming that knowledge is something different from data and information. While the distinction between data and information may be clear-cut, that between information and knowledge is often less obvious. This is partly due to the human habit of taking information, accepting it and treating it as knowledge. In order to effectively apply and to understand KM, it is important to distinguish between knowledge and information and think of how knowledge and information relate. There are three main schools of thought in defining knowledge. One group of researchers argues that data, information and knowledge focus on different parts of a value chain or hierarchical structure as shown in fig. 1a. The other focuses on the analysis of 'process' of knowing through which the knowledge is created, processed and disseminated (Fig. 1b). The third group regards knowledge as 'thing' or 'object'. According to value chain, data are raw facts, figures or observation and information is data organised so that it has meaningful context, and knowledge is meaningfully organised accumulation of actionable information applicable to problem solving[11]. According to process viewpoint, knowledge can be identified with both justified belief in mind (personalised information or the cognitive status of knowing) and commitment anchored to the overall epistemological structure(Sveiby1997, Malhotra1998, Nonaka& Takeuchi1995,). Data is uninterpreted material on which a decision is to be based, information is data interpreted in a given context. Knowledge is the cognitive ability to generate insight based on information and data[15]. Knowledge can also be considered as the end
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of chain that begins with data as a commodity, while value is added to data when they are processed into information and inturn information gains further value when it is applied in meaning context becoming and transformed into knowledge. However, within the value chain approach, some researchers regard knowledge as a thing or object that we can manage, store and manipulate[11]. There are two types of knowledge: Tacit and Explicit. This distinction between tacit and explicit is increasingly recognised by scholars, subject of discussion and fundamental to the concept of KM. This important distinction between tacit and explicit knowledge with regard to forms of knowledge is introduced by the chemist-turned philosopher M. Polanyi and used by Nonaka to formulate a theory of organisational learning that focuses on the conversion/ creation of knowledge between tacit and explicit forms. Explicit knowledge or know-what (sometimes referred to as formal knowledge) is explicit and discrete types and most common type of knowledge. It is very often codified and stored in a written form such as manuals, brochures, technical drawings, scientific formula, patents; and readily communicated in symbolic form or in formal and systematic language and shared through print, electronic method and other formal means. It can be gained through education or structured study. Tacit knowledge (also informal knowledge), on the contrary, is primarily more tacit and hard to articulate with formal language. It is highly personal, and deeply rooted in an individual's experience, actions, understanding and involves personal belief, values, perspectives, insights and assumptions. It is highly contextual and culture-bound. It involves both cognitive and technical elements and is non-transferable without direct personal interaction( either physical or virtual). Therefore it is not found in manuals, books, documents or databases. Tacit dimensions of knowledge build-up overtime in peoples' heads, hands and relationships. People generally use stories, metaphors, analogies and demonstrations to convey their tacit knowledge to others. Polanyi( 1967) encapsulates the meaning of tacit knowledge as ' we are more than we can tell' e.g. swimming, ride a bicycle. It is assumed that tacit knowledge has more value than explicit knowledge. According to Nonaka( 1995) ' the key to knowledge creation lies in the mobilisation and conversion of tacit knowledge'. However, Bohn( 1994) advocates that knowledge is only valuable when it can be explicit. Even in philosophy this point is emphasised, since the question of knowledge does arise when there is proposition and only a proposition can be true or false. Actually, both forms of knowledge are important for maintenance effectiveness. The task of KM for maintenance effectiveness is, therefore, to identify and facilitate the application of valuable tacit knowledge that is potentially useful when it becomes explicit. The dimension of tacit knowledge is divided into two categories: technical and cognitive. Technical tacit knowledge(TTK) consists of informal personal skills or craft, sometime referred to as 'know-how'. Cognitive tacit knowledge(CTK)encompasses implicit mental models, perceptions, beliefs and values. Information becomes knowledge once it is processed in the peoples mind( tacit knowledge as per Nonake'95 , Prusak,97) which then becomes information ( explicit knowledge as per Nonaka) once it is articulated or communicated to others in the form of spoken or written words, text, computer output or other means. There are some definition of knowledge as justified personal belief that increases an individual's capacity to take effective action.(Alavi& Leinder,). Davenport & Prusak ( 1998) describe knowledge as" a fluid of framed experience, values, contextual information and expert insight that provides a framework for evaluation and incorporating new experiences and information".
3. Knowledge and Maintenance

Information + (Experience, values, patterns, implicit rules) Data + (Attribute, relevance, context) Raw facts, Figures, Observation
Knowledge
Information Data
Quantity
Fig. 1a Data, Information and Knowlegde
Maintenance effectiveness depends upon the interplay of many factors. These are decision making capability, the ability to deliver desired maintenance by individuals and by department, technical and managerial capability i.e. design, fault prognosis and diagnosis etc., the ability to act in time, and better co-ordination, communication, commitment, co-operation between, and joint effort of, maintenance and operation, or the equipment designer, manufacturer and user. All the above factors depend to significant degrees on effective availability, creation, share and application of good knowledge and clear understanding and consequently, broad and systematic management of knowledge. Maintenance knowledge is both explicit (engineering principles and technical drawing etc.), and tacit (in one's knowledge of organisations or location). There is a significant positive correlation between measure of tacit knowledge and job performance for all levels of management [20].
Acquire Data
Process Information
Analyzed or Knowledge Relevant and actionable Apply for
Result Implementation
Action Formulate
Decision Making Strategic Formulation Problem Solving Inovation, Creativity
Fig. 1b Data, Information, Knowledge and Decision making
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to the desired performance of machine. Complete Knowledge
4. Knowledge Management
KM is concerned with two aspects, identifying and managing the knowledge that already exist in the organisation and enhancing the ability to create new knowledge to meet maintenance objectives. There is not yet a clear, consensus and universally accepted definition of KM. There are several working definition of KM found at conference, in print and on Webs. Some of the best definitions of KM come from current researchers, whom are widely consulted practitioners and specialists in the field. The following are a representative sample. Sveiby(1997) defines KM as ' art of creating value from an organisation's intangible assets. Ruggles( 1998) describes KM as "an approach to adding or creating value by more actively leveraging the know-how, experience, and judgement resident within and, in many cases, outside of an organisation." KM is the "process of collecting, organising, classifying and disseminating information throughout an organisation, so as to make it purposeful to those who need it." (Albert, 1998). KM deals with the process of creating value from an organisation's intangible assets(Liebowitz,1999). Beckman(1997) defines as "the formalisation of and access to experience, knowledge, and expertise that create new capabilities, enable superior performance, encourage innovation, and enhance customer value."[21-22] According to Yogesh Malhotra(1997), "knowledge management caters to the critical issues of organisational adaption, survival and competence in face of increasingly discontinuous environmental change. Essentially, it embodies organisational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings". Malhotra argues that this is a strategic view of KM that takes into account the synergy between technological and behaviour aspects as necessary for survival in ' wicked environments'. The need for synergy of technological and human capabilities is based on the distinction between the 'old world' of business and the 'new world' of business. Some have defined KM as getting the right information to the right people at right time so that they can make the best decision. However, Malhotra advocates that in a world of radical discontinuous change, it is impossible for a system to predict in advance what the right information, right person or the right time will be at any given point in the future. KM focuses on 'doing the right thing'(effectiveness) instead of 'doing things right' ( efficiency). KM is a framework within which the organisation views all its processes as knowledge processes. So it is found that there are several schools in the subject of KM till now. However, most gurus consider that KM is a process. This is based on the understanding organisation as a KM system. With this view, KM can be defined as a specified business process through which organisations systematically and comprehensively identify, create, store, share, and apply their institutional or collective knowledge to improve overall organisational effectiveness(OOE) or overall maintenance effectiveness(OME).
Incomplete Knowledge
Under Certainty
Under Risk Decision Making Condition
Under Uncertainty
Figure 2 The zones of decision making A decision is the selection of an alternative out of the several number of alternatives available at hand considering different related criteria. Successful organisations get competitive advantage at least in three ways: by making right decisions, by making decisions in time, and by implementing decisions timely & rightly. Maintenance decision constitutes the most important thing that engineers do. One of the primary roles of an engineer is to evaluate alternatives and choose the most appropriate. The more they know, better is their judgement[4]. In fact, decision making may be assumed as a process synonymous with the whole process of management. Again, one of the key skills required of a maintenance engineer is the ability to deliver machines that satisfy users' requirements, by the correct configuration, reliability, integration, operation and control and performance. In order to determine an appropriate maintenance policy for machinery, management boils down to making a series of decisions concerning the following (i)why perform maintenance(ii) which equipment are to be maintained (iii) the average interval between component failures or when to perform preventive maintenance(iv)which actions are required or what to do on the machine(v) what level of maintenance mix will be applied in each case (vi) how to do it and where to do it(vii) how is the maintenance work to be organised (viii)how long it takes. Outcome of the decision or choice/ solution depends on what the decision maker knows or believes(Turban'1988). Lack of knowledge is a major shortcoming of the above important decision. Figure 3 classifies knowledge into three categories ranging from complete knowledge to ignorance[15]. Decision making under certainty (with complete knowledge) implies that consequences/outcomes that will follow are already known; decision making under risk(less than complete knowledge) means a probabilistic or stochastic decision situation and decision making under uncertainty (ignorance/ least knowledge) means the probability of occurrence of the possible outcome not known. We have already described that data are facts and figures(fig. 1b).Collection of quality failure/ operation/cost data are usually necessary in machine capability or effectiveness analysis for getting reliable and accurate results. Data collected from the field are assumed to be the best. Again, data are required to be collected over a period of time for providing satisfactory representation of the true failure characterisation of the machine. Data is of paramount importance to determine facts, causes and failure rate, availability etc. Technical data are required for design and operational assessment. Data are processed or organised for meaningful analysis. Numeric data can be entered into spreadsheet, and trend, chart, qualitative and quantitative analysis drawn. During the analysis phase, information is transformed into knowledge. This knowledge is now context specific, relevance and actionable for planing, scheduling and executing machine maintenance decision making, problem solving, prognosis/diagnosis, creativity and innovation(fig.2b). Moubray '97 advocates that knowledge enhances clear understanding of the nature of equipment failure as well as its design capability in relation
5. KM Framework for Maintenance Management

There are several frameworks for KM developed by scholars. KM frameworks have been described differently by different authors. In characterising the nature of KM phenomena, frameworks differ not only in their focus, but also in their breath and depth. In their reviews Holsapple and Joshi 1999; Lai and Chu, 2000 and Rubestein-Montano et al. 2001 discuss the components and assumptions in the existing frameworks for organisation context. There appears to be a consensus on the need for a more specific framework for the maintenance management context. We have developed a KM framework for maintenance purpose(Fig.3). Even though the existing and the suggested frameworks recognise varying organisational contexts, they generally appear to ignore the differences in the operating environmental contexts. The working of KM framework depends on individual knowledge capabilities(IC) or competencies,
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organisational knowledge capabilities(OC) and environmental influences(EI). The structure of the framework is as follows: first layerEnvironmental influence, second layer-Organisational and Individual capabilities or competencies, third - KM process/ life cycle and finally Maintenance process. Environmental factors generally influence the KM process for uncertain future through employee and organisation. Environment can be viewed from different dimensions like sociocultural, political, Governmental, legal, economic, customer, supplier, competitors, product/ market change, design complexity, technology and community etc. Individual knowledge capabilities comprise of individual skill, knowledge, value, norm, education, experience, time and motivation. A person working in or with an organisation is the main actor of the KM process. On the other hand, organisational knowledge capabilities include organisational culture, structure & strategy, infrastructure & technology particularly IT, human resource development, objectives, leadership, knowledge asset etc. The successful organisations are those that consistently manage the continuous and ongoing KM process of identifying, creating, storing, distributing and applying their knowledge that define the ' core competency'. In fact, an organisation requires knowledge for organising and maintaining itself as a functioning enterprise. Organisation and environment interact with one another, as a result of which information is absorbed and knowledge originates and action is taken on the basis of its combination with the experience, values and internal rules (Davenport and Prusak). KM generally deals with a number of different core knowledge process activities. KM activities have also been described differently by different authors. From research and experience and reviewing a broad range of KM process described in literature it is found that the following five basic knowledge process activities are sufficient and appropriate: (1)Identify (2) Create (3) Store (4) Share and (5) Apply. These are also called as knowledge life cycle. Though some approaches have additional activities, they still include in our five basic activities. Identify: The first phase of KM process is the identification of knowledge available within the organisation. Every organisation has some maintenance objectives. To reach any destination we must know where we are. Similarly, to achieve the maintenance objective, organisations need to identify what knowledge they possess and what they are lacking. It is necessary to assess continuously the 'best practices'. It includes an analysis of requirements of machine, organisational core capabilities and knowledge requirements. In order to avoid the reuse of knowledge to reinvent the wheel, the identification steps should be done before creating new knowledge. Create: The next phase is the creation of new knowledge to improve maintenance performance and sustainable competitive advantage. Nonaka and Takeuchi(1995)in their dynamic model of knowledge creation suggest that knowledge is created and transferred through social interaction amongst individuals and organisations. Nonaka and Takeuchi also propose four different modes of knowledge conversion between tacit knowledge and explicit
Environmental Influence
Equipment: Business: Availability: Change:
Design complexity, cost of procurement, maintenance and spare parts Threat, opportunity, competition and globalization. Maintenance alternatives, quality manpower and technology. Culture, technology, economy, product market, customer requirements.
Organisational Capability And Individual Capabilities
Identify
KM Process
Usable Machine
Maintenance Implementation
Maintenance Choice
Maintenance Alternatives e.g. corrective, preventive, RCM or TPM
Maintenance Problem e.g. machine breakdown or likely to fail
Feedback Figure 3 KM framework for maintenance
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Tacit Knowledge
To
Explicit Knowledge
Tacit Knowledge From Explicit Knowledge
Socialisation
Externalisation
Internalisation
Combination
Figure 4 Knowledge created by four modes of knowledge conversion (after Nonaka and Takeuchi, 1995)
knowledge(Fig. 5) in a matrix : Socialisation (from tacit to tacit): an individual acquires tacit knowledge directly from others through shared experience, imitation, observation, practice, on job training, brainstorming and becomes 'socialised' into a specific way of doing things. Externalisation (from tacit to explicit): It is a knowledge creation process. By its nature, the conversion of tacit knowledge into explicit knowledge is somewhat difficult. Tacit knowledge is converted into explicit form with the help of stories, metaphors, analogies, demonstrations, concepts, hypothesis or models e.g. writing a report after attending a maintenance conference or workshop, dialog among teams members. Combination (from explicit to explicit): combines discrete pieces of explicit knowledge into a new whole, e.g. compiling data from numerous source to write a report. The report is constituted by this new explicit knowledge. Internalisation (from explicit to tacit): It is a process of ' learning by doing' and a verbalisation and documentation of maintenance experience. Individuals have to understand and internalise information which involves creating their own tacit knowledge so that they can act on it. These processes do not occur in isolation, but work together in different combinations in typical business situations. Knowledge is shared, articulated, and made available to others when as a result of the individuals' participation in these process organisational learning takes place. Creation of new knowledge takes place through the processes of combination and internalisation. Socialisation and externalisation are complex and human interactive process. Store: The next phase is the storage of above newly created knowledge in individual and organisational memory in order to build up knowledge assets for future benefit. This also includes storing it in the form of documents, data-based and records. Share: The purpose of this step is to distribute the new knowledge with the members of the organisation. Knowledge is transferred and made accessible to workers throughout the organisation through collaboration, training, coaching and workshops. In fact, if knowledge of any persons be not shared by others that will have only a limited organisational value. Again, unlike tangible assets knowledge grows when it is only shared, after all " a candle loses nothing by lighting another candle". Apply: Knowledge becomes valuable if it is practically applied in the machine maintenance. On the other hand, if it is not so used, the same purpose is defeated. In fact, the firm's ability to create and sustain competitive advantage through maintenance should be fundamentally based on integration and application of specified knowledge of the members of the organisation. Valuable human and knowledge resources will be lost unless organisations make better use of their critical resources. As Knowledge is context specific, it depends on a particular time and space. In the fast changing business environment, knowledge also becomes obsolete over time unless organisations make better use of their creative workers who desire to apply their knowledge for value addition. Use of knowledge, therefore, becomes an input for knowledge identification phase. In this way, each KM process step paves the input for the next step and that again for the next and so on. Since thus the cycle of knowledge is built upon itself, it becomes a knowledge spiral in the organisation as describe by Nonaka and Takeuchi(1995). However, an organisation cannot create knowledge without individuals. The output of such new knowledge will become the basis of all work done by the maintenance department. The maintenance engineers are required to translate the output of putting knowledge in practice to work into day to day activities that can be performed by the maintenance staff. In order to support proactive maintenance management, it is necessary first to know what events are likely to occur. Knowledge of employees of the organisation substantially influences efficiency of its activity, the achievements of its goals and adaptation to complex changing conditions. In fact if the employees of an organisation have wide and deep knowledge the organisation works better and will have greater potentiality for work in the future. For machine diagnosis a large amount of knowledge is also required, viz, knowledge of equipment and how it normally operates, knowledge about the failed equipment and its fault systems etc. In this context it may be said that Reliability Centred Maintenance( RCM) strategy is concerned with the technical aspects of the machine where as in Total Productive Maintenance(TPM) importance is given to human aspects of the implementation process. TPM is sensitive to the organisational culture and people's knowledge, where as RCM demands a higher level of technical knowledge about the systems/ equipment under consideration. TPM aims at improving the organisational knowledge capabilities by enhancing the problem solving skills of individuals and enabling them to learn whatever they
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have to learn in various functional areas[26]. People who operate and maintenain the equipment on a day-to-day basis, they tend to know how the equipment works, what goes wrong with it, how much each failure matters and what must be done to fix it- and if they don't know, they are the ones who have the most reason to find out[4]. History, experience and a precise knowledge of how a system operates regulates and controls the eventual success of maintenance strategy implementation. So TPM (people), RCM(technology) and content( knowledge) can be integrated for getting overall maintenance effectiveness( OME). critical survey, unpublished Ph.D. Dissertation, Calcutta University, Kolkata. 11. Shin, M., Holden, T. and Schmidt, R.A.(2001): From knowledge theory to management practice: towards an integrated approach, Information Processing and Management, Vol. 37,pp 335-355 12. Sveiby, K.E. (1997):The New Organizational Wealth: Managing and Measuring Knowledge-Based Assets, Berrett-Koehler, San Francisco, CA. 13. Malahota, Y.(1998): Knowledge management, knowledge organisations & knowledge workers: A View from the Front Lines. URL: http://www.brint.com/interview/maeil.htm 14. Nonaka, I. Takeuchi, I. (1995): The Knowledge Creating Company. How Japanese Companies create the dynamics of innovation, Oxford University Press, Oxford. 15. Turban, E.(1988): Decision Support and Expert systemsManagerial Perspectives, Macmillan Publishing Co. New York. 16. Polanyi, M(1967): The Tacit Dimension. Doubleday. 17. Bohn, R. E. (1994), Measuring and managing technological knowledge. Sloan Management Review, Vol.26, no.1,pp 61-73. 18. Alavi, M. , Leidner, D.( 1999): Knowledge Management Systems: emerging views and practices from the field, In Proceedings of the 32nd Annual Hawaii International Conference on Systems Sciences, Los Alamitos, CA, USA, IEEE Computer Society. 19. Davenport, T.H. and Prusak, L. (1998): Working Knowledge: How Organizations Manage What They Know, Harvard Business School Press, Boston, MA. 20. Smith, E.A.( 2001): The role of tacit and Explicit knowledge in the workplace, Journal of Knowledge Management, Vol. 5, No. 4, pp311-321. 21. Shukla1,M(2003): Revisiting Knowledge Management: Integrating "Knower" with the Knowledge Processes, from Web 22. Jinxi, W., Jisheng, L.(2003): Knowledge Chain Management:Emerging Models and Practices from the Field, from Web. 23. Holsapple, C., Joshi, K. (1999): Description and analysis of existing knowledge management frameworks, In proceeding of the 32nd Hawail International conference on system science, Los Alamitos, CA, USA, IEEE Computer Society. 24. Lai, H. and Chu, T.(2000): Knowledge Management: a theoretical frameworks and industrial cases, Proceedings of the 33rd Hawaii International Conference on System Sciences 25. Rubenstein- Montano, B., Liebowitz, J., Buchwalter, J., McCaw, D., Newman, B., and Rebeck, K.and TKMM Team (2001): A Systems thinking Framework for Knowledge Management, Decision Support Systems, vol. 31,no 1, pp. 5-16. 26. Samanta,B., Sarkar,B.and Mukherjee,S.K.(2001): Maintenance management- a key factor to success in mechanized coal mines. Coal Mining Technology and Management, Vol 6,No 2, pp 5-10.
6. Concluding Remarks
KM is not new. It is an evolutionary development rather than a revolutionary. Even before the term KM coined in the early 1990s, many organisations have a well-established system to manage and generate knowledge in a variety of approaches for upgrading the knowledge base of their employees. Prusak(2001) looks at " knowledge management like any system of thought that has value, is both old and new, and its combination of new ideas with ideas that everyone has known all along. However, under increasing competitive pressure many companies are recognised KM as a strategic weapon in the market place for business or maintenance success either through knowledgeable people delivering task more effectively or through managing the intellectual capital wisely. Again, due to global competition and turbulent business environment, there has been an increasing amount of interest shown to create, store, share and apply knowledge in all organisations. So in the digital age, knowledge plays an important role. It is found that an essential part of KM is, of course, knowledge itself. The questions of origin and nature of knowledge has been explored from philosophical and KM perspective. Knowledge is something that resides in the head of a person rather than in computers and is revealed in skill and ability to operate in certain conditions. Knowledge is something different from data and information. It is, however, more than information. There is a difference between two main types knowledge: tacit and explicit knowledge. KM cannot be viewed as the implementation of technology alone; rather it is a multidiscipline approach that integrates business strategy, cultures, value and maintenance work processes. Creation of KM requires the processes of social interaction. The unique configuration of individuals that make up the organisation is therefore, paramount to KM's long-term viability and its value to maintenance. So organisation environment should be such that where workers readily transfer and share what they know, internalise it and apply it to create new knowledge for overall maintenance effectiveness.
Selected References:
1. Samanta, B. (2003): Some aspects of optimising maintenance strategy for mining machinery, Unpublished Ph.D. Dissertation, Jadavpur University, Kolkata. 2. Drucker P. (1993): Post-Capitalist Society, Oxford. 3. Malahota, Y (2003): Is knowledge the ultimate competitive advantage? Business Management Asia, September, URL: http://www.brint.com/interview/maeil.htm 4. Moubray, J.(1997): Reliability Centred Maintenance .2nd Ed. Butterworth-Heinemann. 5. Nonaka, I,(1991): The knowledge-creating company, Harvard Business Review, (November-December), 96-104 6. Prusak, L.(1997): Knowledge in Organizations, ButterworthHeinemann. 7. Prusak, L(2001): Where did knowledge management come from? IBM Systems Journal,Vol. 40,no 4, pp 1002-07. 8. Wah, L. (1999): Knowledge Management- Behind the buzz, Management Review, April, pp. 17-26. 9. Samanta, M. (1995): Knowledge and Certainty, unpublished Ph.D. Dissertation, Jadavpur University, Kolkata. 10. Samanta, S. C.( 1975): The problem of a Priori Knowledge: A
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Planned Maintenance Corner

Each issue of the MJ will have a sample Condition Monitoring routine. This issues sample is provided from IDCONs 3 volume series of books on Condition Monitoring Standards. This excellence series contains a useful range of Condition Monitoring / Planned Maintenance routines and is available from:
IDCON: info@idcon.com
www.idcon.com
or for the Asia Pacific region: mail@maintenancejournal.com www.maintenancejournal.com
Condition Monitoring Standard Steam Trap - Mechanical

Basic Principal
The purpose of a steam trap is not as the name may indicate to trap steam, but rather to trap condensate in a steam line. The trap is mounted on or adjacent to a steam line. The trap should open and capture condensate when there is condensate in the steam line. The trap should be closed when steam is present in the line. It is usually important that the traps perform closing and opening quickly to reduce steam and condensate losses. Condensate trapped in the steam trap may be purged into a condensate return system or may be purged to the atmosphere depending on system design.
There are three types of steam traps, they are: 1. Ball float & bucket traps are mechanical steam traps. They operate be response to the difference density between and steam and condensate. 2. Thermostatic steam traps operate by noticing the temperature difference between condensate and steam, see CMS for thermostatic steam traps for more information. 3. Thermodynamic traps operate by the difference in thermodynamic energy between steam and condensate, see CMS for thermodynamic steam traps for more information.
Ball Float Trap

In the simplest form of the ball float trap, the float (B) is attached to the end of a rod (C). The opposite end of the rod is attached to a discharge valve (D). When condensate fills the body of the trap the float rises, gradually opening the discharge valve. This trap is seldom used today without a thermostatic or bi-metallic plate to control discharge.
Ball float steam trap

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Ball float steam trap principle of operation
Open Bucket Float

The open bucket trap consists of a float (A) that is open at the top, a valve rod (D) extending through a discharge tube (E). The discharge valve (F) seats the orifice (G). Other parts are the fulcrum (C) and the body (B). In some designs the bucket surrounds the discharge tube, (see right picture), but operation is essentially the same.
When condensates enter the trap, it gradually fills up and the bucket floats, causing it to push the valve close. The condensate will finally spill into the bucket, and the bucket sinks due to the added weight and pulls the valve open. The pressure inside the trap will force the condensate through the discharge tube. As soon as the bucket has emptied it floats again and pushes the valve close.
Inverted Bucket Float

A newer and more commonly used mechanical steam trap is the inverted bucket steam trap. The top of the bucket is attached to a valve rod (B), which permits the discharge valve (C) to open and close as the bucket falls and raises. When the bucket is at rest it hangs downward with the valve open. Condensate enters the trap from the passage (D). As long as condensate is present the bucket stays down, but as soon as steam enters the trap, the bucket floats and rises causing the valve to close. Steam slowly condensates and also bleeds off through the small vent (F) at the top of the bucket. Another important purpose of the vent (F is to permit gases to escape. If it were not for the vent, the bucket would become filled with air and keep the valve closed all the time.
KEY
WHAT
Before checking the steam traps in a system, start by checking that steam pressure and temperature at the inlet of the system in the normal operating range. Always have in mind that some traps may have been installed incorrectly or have been poorly designed. For example: 1. Supply line may be too small 2. Condensate connection should be taken at lowest point in the apparatus. 3. Condensate line should be sloped towards the trap. 4. Is discharge line large enough to carry off the condensate? 5. Is the backpressure in the return line higher than anticipated? 6. Is there a check valve in the system, does it have the right capacity and does it function properly?
WHY
There is little point in checking all traps in a system before you know the system is running at normal operating parameters.
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KEY
WHAT
If the trap has a discharge to the atmosphere, a visual check can be done easily. If the condensate is transported in a condensate return system there should be a sample valve or a sight glass installed in order to do a visual check.
WHY
Condensate discharge will tell you if the trap is working properly. Probable causes for improper discharge: Orifice worn Malfunctioning trap Plugged inlet line Trap filled with dirt Too high pressure Inv. bucket: bucket vent filled with dirt
The ball float valve is usually designed with a thermostatic or bi-metallic disc element today. Discharge will therefore be almost continuous, but the discharge will be condensate not steam. The bucket steam trap is easier to evaluate visually. If you can see the discharge and the trap discharges intermittently, the trap is working properly. Look for obvious leaks to the atmosphere on piping coming to and from the trap and on the trap itself. Continuous discharge to the atmosphere from a steam trap usually indicates a failed trap.
Safety First! Steam systems can be extremely hot; do not touch any part of steam system.
It takes experience to learn to evaluate a steam trap. Different traps operate differently, and therefore have different sound characteristics. You should listen to the sound of the steam trap as you are watching the discharge. If you have a closed system (condensate return) watch the installed sight glass or use the nearby test valve. If neither test valve or sight glass is in place, make sure to install at next opportunity. Preferably use an ultrasonic listening device. An ultrasonic listening device will let you listen to specific frequencies without interference from nearby equipment. If you dont have an ultrasonic listener, use an industrial stethoscope. The instructions below are based on the following assumptions: 1. Sound from the steam trap can be isolated, meaning there isnt other steam traps close enough to distort the sound impression. 2. The steam trap is designed right for the application. When inspecting, realize that all traps may not be perfectly sized for the operations, the guidelines below may therefore have to be tweaked to fit the application.
Listening to the cycle sound of a trap is a good indicator for evaluating the condition of the trap. A failed trap will have a different cycle sound than a well functioning trap.
BALL STEAM TRAP

At low loads the ball float traps have a tendancy to discharge continuously, but at high pressures the discharge sound will be intermittent. If you hear a rythmic intermittent discharge the trap is working properly.
Ball float with thermostatic element

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KEY
WHAT
BUCKET STEAM TRAP
When the trap is working properly a hissing sound will be heard during discharge. When the trap closes the hissing sound stops. Continuous hissing indicates failure. If you can see the discharge and the trap discharges intermittently, the trap is working properly.
WHY
INVERTED BUCKET STEAM TRAP When the trap is working properly a hissing sound will be heard during discharge. When the trap closes a tiny hissing sound will be heard since the trap may bleed through the small vent (F), see above. Continuous loud hissing indicates failure. Often a rattling sound from the bucket can be heard when a trap has failed. If you can see the discharge and the trap discharges intermittently, the trap is working properly.
Temperature of the steam trap, discharge line and the inlet line usually has to be used conjunction with the methods above to be meaningful. Use an Infrared temperature gun for checking temperature.
Cool trap is indicating failure. Cool inlet line indicates blockage in line Temperature in conjunction with ultrasonic can sometime help monitor the condition of the trap, but dont rely on thermography by itself.
Cold inlet line can obviously tell you that the line is plugged or the system is down. The outlet line temperature is not a good indicator to draw any conclusions from unless you know the exact temperature of the steam, and the exact temperature of the condensate. Even though you know these temperatures, the outlet temperature may mislead you if a trap has failed closed since we dont know the portion of condensate and steam in the line at the point we are measuring the temperature. A cold steam trap also indicates failure, but different traps may have different operating temperature depending of type and system parameters. A trap that is somewhat cooler than the system has not necessarily failed.
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maintenancenews
Skilled launches new Asset Management System Skilled ASSET GUARDIAN Skilled Engineering recently launched - Skilled ASSET GUARDIAN, a Computerised Maintenance Management System (CMMS) that assists companies in managing all aspects of their plant and facility maintenance operations. Along with maintenance-related tasks, the system can also be used for tracking assets of any type, such as: computers, audio visual equipment, vehicles, tools, dies, etc. It can even be used by service providers for tracking jobs on their client base. Skilled believes this new product is the perfect compliment to its contract maintenance and labour hire services and will allow it to provide a complete turnkey maintenance solution to companies - whether they simply require a CMMS, need some labour resources and a CMMS, or are looking to outsource their entire maintenance operation. The software is the result of a partnership with Canadian-based software developer Western Software Solutions and provides Skilled with a cutting edge CMMS that has the backup of a well established software development company. Greg Kastes, a Canadian who moved to Australia to further develop the market for the software, says Skilled ASSET GUARDIAN can be tailored to suit the maintenance operations of many different industries. The software will track what has been done, notify of what needs to be done and will provide valuable tools such as spare parts lists and all maintenance costs with links to the source of the costs. The value of the system is the history it builds up, he said There is also a huge benefit for Australian companies in that the support is right here should you need it. Mr Kastes said, unlike some of its competitors, the software is thought out from a maintenance perspective and not a finance perspective, which means it provides everything you need plus some extras that are unique to maintenance situations. The software is easy to use and implement and provides all of the features that maintenance professionals expect. You can also cherry pick the features that you want to use and not be burdened by all the other features available in the system.
If you would like more information about Skilled ASSET GUARDIAN please contact: Greg Kastes at Skilled Engineering on (03) 9924 2214.
the flow of information from operations to all interfacing functions driving reduced costs and turn times. "Studies have shown that 20-30% of a workers production time is wasted on manual and inefficient tasks. Avexus' mobile solutions respond to our customers' growing need to extend operational efficiencies to point of work locations in the hanger or in the field," said Avexus CEO and president, Richard Bergmann. "Operators, third-party repair facilities and OEMs will now be able to use Avexus' MRO solutions with ruggedized mobile computing devices to increase efficiencies and productivity." The ability to use mobile computing at the point of work will ensure that on-wing or field work, such as that performed on aircraft during a non-routine inspection, is performed in the same consistent manner as off-wing work completed at a repair facility. Extending work management and execution to the point of work will also speed decision making concerning service and parts ordering; enable remote labor attendance monitoring and work order execution; ensure faster, more accurate material procurement; and enable integration of adaptive planning data with routine maintenance tasks. "Being able to climb onto an aircraft during an inspection and input codes for non-routine repair work will be a real boon to the enterprise that wants to reduce turn times and improve productivity," said Bergmann. "Data can be immediately transferred from the mobile device in the hanger to an engineer or production control specialist who can make quicker decisions about how to proceed most effectively based on other inputs and scheduled maintenance activities. These new efficiencies will speed assignment of resources, capacity planning and materials procurement. The ultimate benefit of these solutions is an overall increase in work productivity, work capacity and asset uptime. www.avexus.com.
Barcode or RFID tags for asset tracking?

Hardcat's Dan Drum suggests that it is important for the customer to be aware of both what it is they require in a tracking solution, as well as the many different variants of RFID tag currently fighting for market supremacy. "There are many RFID offerings on the market, and many more coming. The complexity varies from the selection of the tag, which could be active or passive. Then on top of that, is it LF, HF, UHF or GHz. That is followed by consideration of whether a fixed mounted or handheld reader required" says Mr Drum. A key consideration is that different readers are required to read the various tags available. Whereas it is possible to buy a barcode reader capable of reading the complete range of commonly available barcode formats, the same is not true for RFID. Whatever technology the customer chooses to tag their assets, they need to have some certainty that the
Avexus Showcases Mobile Computing MRO Solution was at Farnborough Airshow 2004
Avexus Inc., has announced a new mobile computing capabilities that quickly and accurately capture critical data in point of work processes. This functionality speeds
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technology represents the best choice not only today, but in future. Also of importance is to be certain that the solution is ideal for tracking assets, as distinct from other tagged items such as warehouse pallets or supermarket goods, as there are important logistical considerations regarding the life of the tag, its sensitivity, and the cost of the infrastructure needed to read it. RFID technologies boast advantages that barcodes cannot deliver, such as active tags that allow movement of portable and attractive assets to be automatically detected, or embedded tags that are unlikely to risk tampering. However, barcoding retains key advantages for asset tracking - the technology is established and universal, and the label cost is very low, and the label is permanent and may potentially last for decades. Mr Drum suggests the consumer should weigh up the costs and benefits associated with either technology when making their decision. It is important also to remember that asset tags, whether barcode or RFID, should not be seen as the solution itself. They exist as a link between the physical asset item and the asset database. Mr Drum suggests that the most important consideration remains the functionality of the database software that forms the base of the solution. The Hardcat solution can be readily used with either RFID or barcode labels. Dan Drum www.hardcat.com
This fully integrated solution is a marriage of Cathexis cutting-edge RFID Engine middleware and MicroMains proven asset management suite, he added. The RFID Engine allows virtually any RFID or other AIDC (Automatic Identification and Data Capture) technology, such as bar codes, to be integrated into a software application. Users of the RIFD Engine typically experience reduction in development time, cost and complexity up to 75%. We are confident that this blend of innovative technology with a proven, reliable product like MicroMain XM, addresses a significant need in the market and offers tremendous value to end-users. MicroMain has achieved many firsts, and now in partnering with Cathexis we are the first major vendor to offer an RFID-enabled CMMS, said Pat Conroy, President of www.micromain.com
FLUOR EARNS WORK ON AUSTRALIAS NEWEST ALUMINA REFINERY

Fluor Corporation has today announced that it has been contracted to provide asset management support services to Australia's newest alumina refinery with its joint venture partner Monadelphous Engineering Pty. Ltd. The Fluor Monadelphous Services team will provide integrated maintenance and shutdown services for the Comalco Alumina Refinery (CAR) owned by Comalco Alumina Ltd. The duration of the contract is five years. "We are really looking forward to combining the strengths of CAR and FMS in a positive relationship that will help us achieve a world-class refinery," said Maurice Schneider, Comalco superintendent of contract management. The refinery is planned for development in three stages and will operate using the Bayer process, the most economic means of producing alumina from bauxite. The plant initially will produce nearly one and one-half million tons of alumina annually, which will be shipped to other sites for further processing into aluminum metal. "This alliance is an example of true resource and systems integration, said Matthew Langmaid, general manager of Fluors Operations & Maintenance group in Australia. It is a rare example of pure alliance behavior, where we have removed all traditional barriers to cooperation and apply daily the principles of openness, best for role, no duplication and sharing of best practice methods in everything we do. FMSs services are designed to enable the refinery to effectively and efficiently manage its long-term reliability support, especially during times of peak workload, and provide an effective mechanism for supplying ongoing shutdown and routine maintenance support services. FMS is a joint venture of Fluor Australia Pty. Ltd., and Monadelphous Engineering Pty. Ltd, a leading Australian engineering construction, maintenance and industrial services company with a long-term presence in the Gladstone community. Together FMS and CAR are committed to supporting the development of local business and industry. www.fluor.com.
Companies Launch First CMMS with Radio Frequency Identification

Cathexis Innovations and MicroMain Corporation have announced their new strategic partnership. This partnership includes the launching of the first RFIDenabled computerized maintenance management system by a major CMMS vendor. With this new partnership, Cathexis and MicroMain have developed a fully integrated RFID-enabled version of MicroMain XM. This version incorporates Cathexis RFID middleware solution, the RFID Engine, so that assets can be managed with radio frequency identification in addition to or instead of bar codes. RFID improves asset identification, tracking and management through automation of the data collection and entry process. The RFID tags allow users to store information relevant to the asset directly on the tag itself. Customers then place RFID tags on their assets and use handheld RFID readers to immediately access and modify the information. This data typically includes make, model, serial number, owner, and maintenance history. Unlike bar codes, RFID does not require line of sight between the tag and reader, which increases speed in completing maintenance tasks or inspections. The benefits of RFID also include unique identification of assets in the field, on-asset maintenance history, and enhanced data integrity and accessibility for management and auditing. Because RFID minimizes data entry errors, accuracy is also improved. The benefit of RFID technology in the domain of asset management is tremendous, and Cathexis is excited to be working with an industry leader like MicroMain to bring this out- of-the-box solution to market, said Steven Taylor, President of Cathexis Innovations Inc.
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500,000 JOBS A MATER-NANCE MILESTONE

Brisbanes Mater Health Services has recorded its 500,000th maintenance job in 13 years with the software package MAINPAC. Neil McMahon of the Maters engineering and environmental services group, says the milestone in the maintenance of buildings, infrastructure and even biomedical equipment, points to the need for appropriate information systems to support the emerging discipline of Enterprise Asset Management. "Immediate throughput of job costs and other relevant data to the plant and asset registers is essential to increase the accuracy of the Hospitals financial and corporate reporting," Mr McMahon said. He predicts significant changes, beginning with a trend towards more "cost effective" maintenance. "It is becoming more common to replace or upgrade an item of equipment, rather than fix it continually. Hospital accreditation organisations are beginning to expect that benchmarking of activities with peer organisations occur on a regular basis. "There is a lot greater requirement for safe environments and more maintenance is being driven by workplace health and safety concerns. In the healthcare industry, accreditation and certification to certain external standards is a common event. More certification bodies are expecting specific areas within an entity to be able to report on the programmed maintenance for a period into the future to meet mandatory certification, so they can continue to provide services to the public," Mr McMahon said. By involving all levels of staff in the use of MAINPAC Mr McMahons department has continually developed new expectations and demands for improvement of the software. A Job Request module and functions to export data into the Maters finance system are examples of these improvements. The job request module can now give the entire 4500 staff of Mater Health Services access to at least some part of MAINPAC. The job request and asset registration modules provide immediate feedback on plant or assets needing repair and work completed across the Maters 3 public and 4 private co-located hospitals across greater Brisbane.
For further information please contact: Mr Peter Bates, Mainpac Pty Ltd, Telephone: 08 8130 7711
details screens for specifics, searching, filtering, data extraction and reporting each incident is assigned a status in each step of the process user definable consequences can be assigned to each incident to aid prioritising RIMSys(TM) also provides advanced functions of; an email based notification system that can be configured to notify individuals and groups of certain events in the investigation resolution process interfacing with PMO2000(TM) allowing quick retrieval of planned maintenance tasks associated with the equipment being investigated a configurable Risk Assessment calculator attachment of any type of file to each incident for archiving formal reports and including photographs RIMSys(TM) is designed to take the administrative effort out of investigation. Gone are the days when you can't find that piece of paper or when you cannot respond in seconds on the status of a specific investigation.
Download a free Evaluation version Now: http://m1e.net/c?30854375-OKUuM0YbJ5KNM%40601214Q.UkIrQYdnhME
CBM workshops cover all bases

Effective use of condition based monitoring (CBM) contributes to increased plant uptime and reduced maintenance costs, which combine to increase the return on net assets of a manufacturing operation. To bring familiarity to this concept, and in particular that of vibration monitoring, Rockwell Automation Australia is running a series of hands-on workshops displaying its Entek XM Products. From July 2004 through to November, these Entek XM seminars will be held by Rockwell Automation Australia distributors throughout NSW, Queensland, South Australia, Victoria and Western Australia. Each Entek XM seminar introduces the new Entek XM suite of on-line vibration monitoring modules, designed to monitor and protect machinery. The XM series is a family of relay and communications modules that may be applied as a stand-alone system, or integrated directly with control systems using the DeviceNet open standard communications network to provide key diagnostic information. According to Chris Baker, Rockwell Automation Australia business manager asset management, the Entek XM workshops already run have generated an excellent response from customers. This seminar provides all the information needed to get started with true integrated condition monitoring, he said. The free four-hour workshops consist of theory and product information supported by some hands-on, online simulation practice. On completion, participants have the option of purchasing a half-price XM 120 starter kit consisting of the XM module and all necessary componentry to start real-time condition based monitoring.
For further information or to register, contact your nearest authorized Rockwell Automation Australia distributor, which can be located by visiting
Reliability Incident Management System

During the last year, OMCS International has been quietly developing a new software product, RIMSys(TM) or Reliability Incident Management System. RIMSys(TM) is used to manage incidents deemed important enough to require formal investigation. It provides the following management functions: a defined process of investigation, action, implementation and archive incident recording a summary screen for an overview
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MARK YOUR CALENDAR!

DECEMBER 5 - 8, 2004 19TH INTERNATIONAL MAINTENANCE CONFERENCE
LEARN HOW MAINTENANCE & RELIABILITY PROFESSIONALS JUST LIKE YOU ARE CREATING SUCCESSFUL RESULTS
www.rockwellautomation.com.au.Alternatively, please contact Adem Adil on 0411 260 667.
TechConnect--Rockwells site-wide scalable support solution

An innovative, multi-tiered technical support program-know as TechConnect--is now available to Australian customers of Rockwell Automation. TechConnect is a fully integrated program of phone support, software updates, technical reference tools, and support management services. Providing site-wide coverage for the Rockwell Automation hardware and software products, TechConnect offers unrivalled levels of flexibility and scalability, ensuring an optimal match with each customers technical support needs. Developed from Rockwell Automation Australias wellestablished customer service program, the new TechConnect program leverages the companys realtime support model. This ensures immediate connection to a technical expert in over 90 per cent of calls, and first time resolution of problems in 50 per cent of cases. This uniquely flexible support program now provides coverage for an entire industrial sites automation system, rather than tying the support to individual product items. The centrepiece to the program is the Australian-based technical support centre--one of five such Support Center Practices (SCP)-certified facilities located around the globe. Operating as a network, the five support centres ensure that control on delivery is tight, and underpin an optional 24-hour everyday support service offering. According to Breekveldt, TechConnect is most effectively used as a proactive maintenance tool, where customers are encouraged to pick up the telephone at the earliest signs of a problem. The TechConnect program should be seen as less of a safety-net and more as an extension to the customers own maintenance and IT departments. This is reflected in the programs pricing structure, which allows unlimited calls and queries. In this way, the service can be used as a means of helping maintain plant up-time, rather than as a last resort to merely support breakdown repair activities.
http://support.rockwellautomation.com/supportprograms.
are simple to replace as and when required. Of the 32 analog measurement channels, two can be measured simultaneous, with other channels available for rpm measurements (8x) and for digital inputs and outputs (each 4x). As all the sensors are constantly supplied with power, the channel changeover times and thus also the duration of a measurement cycle are minimal. VIBROWEB applications include all machines with rotating parts, especially aggregates that work with variable rpm or under varying load conditions. If the measured values are too high, VIBROWEB carries out the necessary diagnostic measurements itself, where the system takes different operating states into account. If an alarm condition is detected, VIBROWEB promptly informs the maintenance technician by eMail or SMS and attaches the relevant measured data to the eMail. The evaluation and archiving of the data is carried out with the OMNITREND PC software. For tele diagnosis, the specialist logs onto the system via an online connection and Internet-capable browser.
www.pruftechnik.com
Whitestone awarded $1.4 million DOE Contract for the Parametric Estimation of Deferred Maintenance at Eight National Laboratories
Whitestone Research Corporation has been awarded a Department of Energy (DOE) contract for the parametric estimation of deferred maintenance at eight sites administered by the National Nuclear Security Administration. The award follows a demonstration project in which Whitestone's MARST cost forecast system was used to estimated deferred maintenance at Lawrence Livermore National Laboratory. MARST estimates were within 6 percent of the actual costs determined by facility inspectors, and more accurate than a competing methodology also evaluated. The Whitestone approach costs less than half of traditional condition assessments. The value of the contract is $1.4 million. Whitestone Research, with headquarters in Santa Barbara, California, specializes in applied economic research and software development. Whitestone products and services are used every year by hundreds of major corporations, government agencies, and public and private institutions.
For more information on Whitestone services and products, please see the company's website at www.whitestoneresearch.com.
Online Monitoring - intelligent and flexible

PRFTECHNIK Condition Monitoring presents the VIBROWEB; a new, automated monitoring and diagnosis system for production-critical machines and systems. VIBROWEB is completely autonomous, running without PC connection which makes it particularly suitable for applications in distributed and out-of-the-way machine parks (pump stations, pipelines,...). The modular and flexible system configuration keeps investment and installation costs low and also enables the economic integration of VIBROWEB into existing monitoring infrastructures. VIBROWEB is designed to allow the logical connection of almost every type of sensor (ICP, DMS, LineDrive,...). The signal conditioning for each channel is carried out with the aid of special plug-in cards that
Advance in Planned Maintenance Systems

Det Norske Veritas (DNV) has approved a Planned Maintenance System (PMS) that offers a significant advance to the marine industry. It has approved MAINTelligence from Design Maintenance Systems Inc. (DMSI), (www.desmaint.com), which allows all ship maintenance requirements to be managed by a single system using a single database. MAINTelligence's single system and database approach greatly simplifies the process that ship operators must follow to avoid opening up
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components for class survey. "This is truly a significant advance in marine condition monitoring," said Paul Jamer, MarEng, VP Technical & Product Development, AKA Group. "Marine companies that use MAINTelligence can now more easily leverage their programs to assist in reducing the costs associated with class inspections." Users of MAINTelligence may apply to DNV for a PMS Implementation Survey where machinery components are assessed based on the documented maintenance history contained in MAINTelligence, rather than through mandatory physical inspection. The approval, described as "an impressive accomplishment" by Mark Cusack, former Director of Operations and Technical Services, Department of Fisheries and Oceans (DFO) Canada, provides the marine industry with a important innovation in Planned Maintenance Systems. It gives an approved tool for simplifying the process of class surveys, planning the maintenance management functions and implementing a predictive maintenance program all in one system and in one database. "Finally, the shipping industry has the proper software tool for planned maintenance management function (PM)," said Ian Liddle, DMSI President, "that provides for PMS Implementation Surveys and has all the tools for a full predictive maintenance (PdM) program, covering vibration, oil, thermography and engine analysis in one system and one database." MAINTelligence can also manage engine room data logging requirements, using intrinsically safe handheld computers.
For more information, contact: Michelle Poitras, Design Maintenance Systems Inc. at +1-604-984-3674 or michellep@desmaint.com http://www.desmaint.com
This ensures the ease of connecting to other databases and the ability to tailor the software for specific users, organisations and industries. The opportunity to put Australia at the forefront of R&D for enterprise maintenance systems and expand the countrys export base has been recognised by the Australian Government. Earlier this year AusIndustry made a significant grant to Mainpac under the R&D Start scheme to help fund this highly innovative R&D project. The R&D Start Program, available to Australian companies, is a merit-based program designed to assist Australian industry to undertake research and development and commercialisation through a range of grants and loans. Mainpac has also partnered with CIEAM (Cooperative Research Centre for Integrated Engineering Asset Management) based at the Queensland University of Technology. This part of the R&D program aims to integrate an advanced data acquisition system prototype and intelligent fault diagnosis and prognosis models with the Mainpac software system, using an open system architecture and the MIMOSA standard. The project will capitalise on the services based architecture of Longbow to demonstrate end to end integration of business process in a utility maintenance environment. The project will significantly reduce maintenance cost by more accurately predicting preventative maintenance requirements for routable equipment. The Longbow project aims to create a world benchmark in asset management processes to SMEs, scalable to large enterprise. The project will create a software environment that will continually adapt itself to seamlessly align with and support the most desired business process. Initially the project is being built on the .NET platform which provides the flexibility to not only use the Microsoft environment but also connect to any device, platform or database. Given that the open source community is now enabling the .NET environment, subsequent releases of the program will also cater for open source operating environments. Longbow uses the latest industry trends of business process flexibility, web services, services oriented architectures, component delivery and XML technology. To take full advantage of this new technology Mainpac is developing a completely new architecture that will not be constrained by legacy design limitations. A cornerstone of the project is the services oriented model which is a powerful means of creating a new functional user experience. Mainpacs 20 years of expertise and customer input will feed into a detailed process model of best practice EAM. This allows the problem to be looked at from the user point of view and the solution broken into discrete components of functional services. These services can be easily assembled in different ways as a business changes its processes. The use of webservices and XML technology based on open standards will allow Mainpac and third party services and to be sourced from any server on the Internet. The result is reusable software process services for asset management that can be loosely coupled with other components to accommodate new business processes on demand anywhere, any place, anytime. Events will be created and captured via a wide range of interfaces including electronic monitoring devices on assets, PDAs, phones, GPS aware devices, internet browser devices etc. The framework will manage the
NEW DEVELOPMENTS REFLECTS COMING OF AGE FOR EAM

Mainpac Pty Ltd, has stepped up its research and development activities by an order of magnitude with the aim of positioning itself at the forefront of information systems and methods to support the asset and maintenance discipline. The companys Adelaide development centre is overseeing the most radical redesign of the software in its 20 year history while playing a pivotal role in a project code-named Longbow, the objective of which is to develop new methods for Enterprise Asset Management (EAM) process on demand. The Longbow project outcome is a process manufacturing environment for EAM that allows businesses to shape their processes themselves, perform continuous and incremental process improvements without impediment from technology while simultaneously exploiting low cost best of breed application component objects. Responding to events from sensors in the EAM environment, processes will be able to evolve and adapt in real time. Reflecting the significant changes in software technology that have occurred in the 20 years since John Cruickshank first unveiled a modest computerised maintenance management system, the newest software, Version 7 which is due to roll out in the next month is n- or multi-tiered. This means that the database, business rules and presentation layers of the software are no longer monolithic but for the first time are separated.
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discrete events within the context of an organisations changing business processes. The system will achieve flexibility by creating EAM processes on demand through an architecture based on agility, dynamically linked services, event management and, asset management process repository.
For further information please contact: Mr Peter Bates, Mainpac Pty Ltd, Telephone: 08 8130 7711
(MSc) on: Tel: (03) 9761 5088 Fax: (03) 9761 5090 Email: info@maintsys.com.au
IMPACT.Net - the most deployable system on the market

SoftSols Group has announced the next generation of its internationally recognised IMPACTxp Maintenance and Enterprise Asset Management System. IMPACT.Net is a zero footprint web browser based solution that can literally be accessed from anywhere at anytime via the Internet. All that is required is a standard browser on a PC, laptop or PDA. There are no initial downloads - just login and start processing. This pure simplicity of deployment means the system can be used by anyone in the organisation with a need to review or update work order, asset or maintenance related information. However, simplicity does not mean compromise in functionality or performance, far from it, as IMPACT.Net provides unique features that mean the screen layouts, reports and menu options can be configured for every user to meet their specific requirements - ON LINE. No more waiting for the supplier to change the screen, no more waiting for the consultant to reconfigure the report - do it HERE and NOW. This unique facility makes IMPACT.Net accessible to all in the organisation in the format they require. New fields can even be added to the database as required without affecting the integrity of the system or the need for programming skills. Customised validation and data look up features can be attached to the new field providing the richest possible functionality for an Enterprise Asset Management System with real-time flexibility. The look and feel of the system is driven by style sheets allowing you to incorporate your company logo and use in-house design guidelines to seamlessly integrate IMPACT.NET with other corporate solutions. Each user can be presented with their own live Key Performance Indicator charts (KPIs) as they log into the system bringing critical business intelligence to their attention and promoting rapid resolution of issues. The users own unique view of the system can be configured to make their tasks as simple as possible, with the ability to attach photographs, documents, images, drawings and videos to any record. The information they need is at hand in the format they need, when they need it. Whats more any reconfiguration of their view of the system can simply be done on-line as they need the change, without even logging out of their session. IMPACT.Net can work with multiple databases including Microsoft SQL Server, Oracle and Progress. It uses Crystal Reports or Microsoft Reporting Services to provide on-line reporting and graphical analysis capabilities. This is the new generation of Asset Maintenance Management systems. You access it wherever you want, whenever you want, with the information you want, in the format you want. Why use a system that dictates how your information is displayed when you can implement IMPACT.Net, which lets you decide.
Make it your own Asset Maintenance Management System with IMPACT.Net. Contact SoftSols Group now and get what you want at www.softsolsgroup.com or sales@softsolsgroup..com
Highly popular Irisys Handheld Thermal Imaging camera

Maintenance Systems Consolidated P/L (MSc) have experienced tremendous success with the low cost Irisys IRI 1011 thermal imaging camera. Since its launch in Australia and New Zealand in late 2003, the Irisys Thermal Imager has been purchased by large multi-site companies right through to small electrical contractors. All these companies find the Irisys ideally suited to finding hot spots on electrical switch boards and componentry as well as for checking motors, pumps, gearboxes and other mechanical equipment. After all, over 100 users cant be wrong !! The Irisys is also available in both high temperature (3000C and 10000C) options and increased FOV - field of view (100 and 200) options. The device allows non-contact temperature measurement for industrial applications and is suitable as a diagnostic tool for workshop personnel, field service technicians and tradespeople. Use of the system ranges from the traditional industrial predictive maintenance applications such as the inspection of electrical and mechanical plant, through the design, troubleshooting and maintenance of domestic and commercial heating, air conditioning and electrical installations, to vehicle maintenance and automotive engineering. In real-time, equipment can be thermally imaged and component temperatures accurately measured. Similar in size and appearance to a small digital still camera, the ergonomically designed, lightweight, handheld imager incorporates complete optical imaging and microprocessor systems, built-in visual laser aiming device and one-hand control. The optional handle and slot-in Pocket PC can either be click-fixed to the imager to form a single, one-hand operated unit with an integrated display, or can be detached for two-handed operation of the system. This latter configuration enables the imager to be pointed at awkward angles or used in very small spaces, allowing the Pocket PC to be comfortably held in the handle for ease of viewing. It can also be used as a complete freestanding static unit using the tripod mounting point; this enables accurate positioning for remote imaging and temperature measurement, which can then be displayed in large format on a PC screen. The integrated circuit-mounted ceramic detector generates a 256 pixel realtime temperature display. An optical system projects the external scene onto the detector array, enabling the temperature at each of the 256 pixels to be accurately measured at a rate of eight times every second.
Full product specifications available at MSc website: www.maintsys.com.au Contact Bret Jones, Maintenance Systems Consolidated
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Annual Subscription Form

The Maintenance Journal is now available in both a PRINT version and ELECTRONIC version. Publishing dates are: February, May, August and October Prices are in Australian dollars (approx. Aus$1.00 = US$0.75).For Australia prices are inclusive of GST taxes Print Version: Includes postage anywhere in the world Print Version annual subscription is Aus$120 Downloaded as a zipped PDF file eMJ Annual Subscription for Single Site Usage Aus$80 May be distributed throughout your site intranet eMJ Annual Subscription for Multiple Sites Aus$300 May be distributed to any sites within your world wide corporation Print plus eMJ: To receive both the Electronic and Print Maintenance Journal Annual Subscription for both Print and eMJ is Aus$154
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Maintenance Publications
The following Maintenance Publications, available from EIT Pty Ltd, may be ordered by: Fax: 03 5975 5735 Email: mail@maintenancejournal.com Web: www.MaintenanceJournal.com ALL PRICES ARE IN AUSTRALIAN DOLLARS. / PRICES for AUSTRALIA INCLUDE POSTAGE COSTS AND GST ADD Aus$40 PER TOTAL ORDER FOR ALL DELIVERIES OUTSIDE OF AUSTRALIA.
CDS:
MAINTENANCE - COMPUTER BASED TRAINING WIREMAN SEMINARS - PPT SLIDES
For the first time anywhere in the world we are able to offer for sale CDs of hundreds of Power Point Slides from Terry Wiremans series of Maintenance Seminars. These CDs are an invaluable training and learning tool for your maintenance personnel. EIT P/L are pleased to offer in Australia the New Standard Institutes range of e-Learning Products. The training products listed below are available to you as CDs. Feature-packed, New Standard Institute's electronic bench references are enhanced with Pop-up Definitions, Enlargeable Graphics, Animation and interactive exercises. All the products listed below include narrated text. For full details of each CD see our web site at: www.maintenancejournal.com/maintenancebooks.htm
1. BENCHMARKING MAINTENANCE MANAGEMENT

CD Version Aus $295.00 Benchmarking Introduction and Generic Benchmarks - 151 slides Organizational Considerations, Education Problems, Work Order Systems, Maintenance Planning, Maintenance Scheduling, Preventive Maintenance, Maintenance Materials - 455 slides Benchmarking Best Practices and Benchmarking Survey - 256 slides. TOTAL: 863 SLIDES
6. MAINTENANCE STOREROOMS
NEW LISTING CD Version 2004 Aus $450.00 The Maintenance Storerooms computer based training (CBT) is taken from New Standard Institute's two-day seminar for Storeroom and Parts Managers and provides a comprehensive approach to the mechanics and mathematics of a well-run storeroom. CBT has full narrated text. Program also includes the Reorder Point Calculator.
2. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS

CD Version Aus $295.00 Successfull CMMS - 31 slides Maintenance Practice Assessment - 53 slides Organizational Assessment - 18 slides CMMS Selection, CMMS Implementation, CMMS Usage - 264 slides Cost Justification and ROI - 32 slides CMMS, ERP and EAM, CMMS Issues - 70 slides. TOTAL: 468 slides
7. GASKETS & BOLTED FLANGES CONNECTIONS

NEW LISTING CD Version 2004 Aus $190.00 Containing fluids (liquids and gases) is essential to both safe and efficient process operation. Leaky systems can be costly as well as dangerous. The US EPA has set down regulations aimed at limiting emissions of volatile organic compounds (VOC) in pumps, compressors, valves, and flanged equipment. This training shows you how to achieve a good flanged connection as well as the essentials of studs, bolts and nuts.
3. MAINTENANCE PERFORMANCE INDICAT0RS

CD Version Aus $295.00 Introduction - Performance Indicators - 125 slides Preventive Maintenance Indicators, Inventory & Purchasing Indicators, Work Flow Systems Indicators, CMMS/EAM Systems Indicators, Training Indicators, Operations/Facility Involvement PIs, Predictive Maintenance Indicators, RCM Indicators, TPM Indicators, Statistical/Financial Optimization PIs, Cont. Improv. PIs - 335 slides Building the Pyramid &The Future - 33 slides. TOTAL: 493 Slides
8. SHUTDOWN, TURNAROUNDS & OUTAGES

CD Version 2003 Aus $450.00 A shutdown, turnaround, or outage can be the biggest and most complicated demand on maintenance resources. Modern project management methods can enable a maintenance professional to identify, plan, staff and coordinate the effort of hundreds of workers and their support equipment while minimizing downtime and costs. This e-Learning tool includes interactive critical path method training.
4. TOTAL PRODUCTIVE MAINTENANCE

CD Version Aus $295.00 Introduction to TPM - 60 slides TPM Organizational Considerations - 100 slides Best Practices and TPM, Preventive Maintenance & TPM, TPM & Stores & Purchasing, TPM & Work Orders, TPM & CMMS, Zero Breakdown Strategies & TPM - 328 slides Financial Benefits of TPM - 66 slides TPM Conclusions - 37 slides. TOTAL: 591 Slides
9. MAINTENANCE PLANNING & SCHEDULING

CD Version 2003 Aus $370.00 This easy-to-use training is a solid MP&S reference. The CD-format of the Maintenance Planning and Scheduling electronic training resource contains all of the enhancements of our downloadable material: Pop-up Definitions, Word Search functionality, Enlargeable Graphics, Animation and interactive exercises with the addition of voice-over narration. Provides the basics of Maintenance Planning and Scheduling training without leaving your facility.
10. LUBRICATION
CD VERSION 2003 Aus $130.00 This material will provide you with a thorough understanding of lubricant choices. Several interactive aids have been added to make this a solid tool. Learn proper lubrication methods and how to analyze oil test results.
5. ZERO BREAKDOWN STRATEGIES

CD Version Aus $295.00 Achieving Zero Breakdown A Reality - 36 slides Improved Equipment Effectiveness - 314 slides Introduction, What Causes Failures? Understanding Basic Component Design Five Steps: Maintain Basic Conditions, Maintain Operating Standards, Deterioration Prevention, Improving Design Weaknesses Preventing Human Error, Beyond the Basics. TOTAL: 350 Slides
11. AC MOTOR CONTROLS

CD VERSION 2003 Aus $130.00 Most AC motors are started through a standardized control system designed to protect the motor, the circuit, and operating personnel. This training tool focuses on ladder diagrams, wiring, and troubleshooting techniques for the most common motor used in industry, the AC induction motor. New interactive exercises and quizzes help you hone your troubleshooting skills.
TEXTS:
17. MANAGING MAINTENANCE SHUTDOWNS AND OUTAGES

NEW LISTING. Joel Levitt 2004, 208 pp $95.00 Now you can have the ability of saving money immediately just from reading and using this unique guide! Managing Maintenance Shutdowns and Outages will provide a deeper understanding of how to effectively manage large maintenance jobs such as power plant outages, refinery refits and many more. With this, users will have increased ability to plan and manage such projects.
Condition Monitoring Standards Volume I, II & III

Condition Monitoring Standards [CMS] are the building blocks for setting up and running a preventive maintenance, and condition monitoring [PM/ECCM] system. The CMS documents have full color pictures to explain the function, condition monitoring as well as why and how each of these tasks should be executed. Each CMS contains brief inspection points, detailed instructions and suggested intervals for each on-the-run and shutdown inspection.
18. EFFECTIVE MAINTENANCE MANAGEMENT

Risk and Reliability Strategies for Optimizing Performance NEW LISTING. V Narayan 2004, 288 pp $95.00 Providing readers with a clear rationale for implementing maintenance programs, this unique guide is written in a language and style that practicing engineers and managers can understand and apply easily. Effective Maintenance Management examines the role of maintenance in minimizing the risks relating to safety or environmental incidents, adverse publicity, and loss of profitability. Bridge the gap between designers/maintainers and reliability engineers, this guide is sure to help businesses utilize their assets effectively, safely, and profitably.
12. CONDITION MONITORING STANDARDS VOLUME 1

Torbjorn Idhammar, 2001, 124pp [Colour], $330.00 Section 1 - Preventive Maintenance Task List Section 2 - Condition Monitoring Standards Motor AC; Coupling Tire; Coupling Sure flex; Coupling Grid; Coupling Thomas; Coupling Wrap flex/Atra flex; Coupling Gear; Coupling Jar; Coupling Magnetic; Coupling Torus; Pump Vacuum Nash; Pump - Vertical - Multistage; Tank; Conveyor Screw; Valve solenoid; Air Breather - Des Case; Flinger; Gear Reducer; Conveyor Belt; Conveyor Drag; Fan Axial; Agitator/Mixer; Compressor Rotary Screw - Quincy; Dryer System - Air desiccant; Steam Joint - Valmet
19. BENCHMARK BEST PRACTICES IN MAINT. MANAGEMENT

NEW LISTING. Terry Wireman 2003, 228 pp $105.00 As the only reference that provides vital information in a concise and easy-touse format, Benchmarking Best Practices in Maintenance Management will provide users with all the necessary tools to be successful in benchmarking maintenance management. It presents a logical step-by-step methodology that will enable a company to conduct a cost-effective benchmarking effort. It presents an overview of the benchmarking process, a self analysis, and a database of the results of more than 100 companies that have used the analysis.
13. CONDITION MONITORING STANDARDS VOLUME II

Torbjorn Idhammar, 2001, 130 pp [Colour], $330.00 Section 1 - Preventive Maintenance Task List Section 2 - Condition Monitoring Standards Motion Detector; Backstop; Pump, Centrifugal; Heat Exchanger; Bearing, Pillow Block; Chain Drive; Hydraulic Unit; Feeder; Mechanical Seal; Packing; Check Valves; Screen Reciprocating; V Belt Drive; Screen - Vibrating; Screen - Disc; Screen - Centrifugal; Lubrication Reservoir; Fan Radial; Pump Vane; Pump Gear; Pump Piston; Steam Trap Mechanical; Steam Trap Thermostatic; Steam Trap Thermodynamic; Valve with Actuator [S=Shutdown].
20. RCM - GATEWAY TO WORLD CLASS MAINTENANCE

A Smith & G Hinchcliffe 2003, 337 pp, $120.00 Includes detailed instructions for implementing and sustaining an effective RCM program; Presents seven real-world successful case studies from different industries that have profited from RCM; Provides essential information on how RCM focuses your maintenance organization to become a recognized center for profit. It provides valuable insights into current preventive maintenance practices and issues, while explaining how a transition from the current preserve equipment to preserve function mindset is the key ingredient in a maintenance optimization strategy. This book defines the four principal features of RCM and describes the nine essential steps to achieving a successful RCM program.
14. CONDITION MONITORING STANDARDS VOLUME III

Torbjorn Idhammar, 2003, 115 pp [Colour], $330.00 Condition Monitoring Standards Universal Joint; Rope Sheaves; Regulator - Air; Pump - Progressive Cavity; Blower - Rotary Lobe; Belt - Cog; Doctor Blade; Brake Disc; Bolts and Nuts; Cylinder - Air; Pump - Diaphragm; Motor DC; Valve; Clutch Centrifugal; Expansion Joint; Coupling - Fluid; Cylinder Hydraulic; Bearing - Oil Cooled; Hydraulic Motors; Pump - Multistage; Governor; Pneumatic Filter and Oil Most; Piping and Pipe Hangers; Steam Turbine [Small].
21. CMMS A TIME SAVING IMPLEMENTATION PROCESS

Daryl Mather, 2003, 320 pp, $225.00 Computerised Maintenance Management System [CMMS] is now penetrating moderate to small corporations on an international level. These corporations need an efficient method to implement this effective but complicated system, but most of the currently available texts are written by theorists and involve complex approaches. In CMMS: A Time Saving Implementation Process, a practitioner-turned-consultant presents his field proven, practical approach that can dramatically reduce the amount of time and cost needed to implement and maintain CMMS in any corporation.
15. LEAN MAINTENANCE

Reduce Costs, Improve Quality, and Increase Market Shar e NEW LISTING. R Smith, B Hawkins 2004, 304 pp $120.00 Moving the maintenance operation well into its own lean transformation is a must-do-prerequisite for successful manufacturing plant - or any process plant - Lean Transformations. This Handbook provides detailed, step-by-step, fully explained processes for each phase of Lean Maintenance implementation providing examples, checklists and methodologies of a quantity, detail and practicality that no previous publication has even approached. It is required reading, and a required reference, for every plant and facility that is planning, or even thinking of adopting Lean as their mode of operation.
22. INDUSTRIAL MACHINERY REPAIR

Best Maintenance Practices Pocket Guide R Smith, R K Mobley 2003, 537 pp $90.00 The new standard reference book for industrial and mechanical trades. Accessible pocketbook format facilitates on-the-job use. Industrial Machinery Repair provides a practical reference for practicing plant engineers, maintenance supervisors, physical plant supervisors and mechanical maintenance technicians. It focuses on the skills needed to select, install and maintain electro-mechanical equipment in a typical industrial plant or facility which will keep equipment operating at peak reliability and companies functioning more profitably through reduced maintenance costs and increased productivity and capacity.
16. PREDICTIVE MAINTENANCE OF PUMPS USING CM

NEW LISTING . R S Beebe 2004, 181 pp $305.00 The first book devoted to condition monitoring and predictive maintenance in pumps. Explains how to minimize energy costs, limit overhauls and reduce maintenance expenditure. This book show how condition monitoring can be applied to detect internal degradation in pumps so that appropriate maintenance can be decided upon based on actual condition rather than arbitrary time scales. The book focuses on the main condition monitoring techniques particularly relevant to pumps. Field examples show how condition monitoring is applied to detect internal degration in pumps.
23. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2ND Ed

Keith Mobley 2002, 337 pp, $180.00 This second edition of An Introduction to Predictive Maintenance helps plant, process, maintenance and reliability managers and engineers to develop and implement a comprehensive maintenance management program, providing proven strategies for regularly monitoring critical process equipment and systems, predicting machine failures, and scheduling maintenance accordingly.
MAINTENANCE PUBLICATIONS
24. MAINTENANCE EXCELLENCE OPTIMIZING EQUIPMENT LIFE CYCLE DECISION
J Campbell & A Jardine 2001, 536pp $190.00 Maintenance Management Fundamentals; Maintenance Management Methodologies; Measurement in Maintenance Management; Data Acquisition; Materials Management Optimisation; Managing Equipment Reliability; Assessing and Managing Risk; Reliability By Design: Reliability Centred Maintenance; Reliability by Operator: Total Productive Maintenance; Optimising Maintenance Decisions; Reliability Management and Maintenance Optimisation: Basic Statistics and Economics; Maintenance Optimisation Models; Optimising Maintenance and Replacement Decisions Optimising Condition Based Maintenance; Conclusion: Achieving Maintenance Excellence; Condition Monitoring teaches the reader how to organize condition monitoring, lubrication, alignment, cleaning, and other preventive maintenance systems into one orchestrated process.
30. ENGINEERING MAINTAINABILITY: HOW TO DESIGN FOR REALIBILIITY AND EASY MAINTENANCE
By B S Dhillon, PhD 1999, 254pp $205.00 This book provides the guidelines and fundamental methods of estimation and calculation needed by maintainability engineers. It also covers the management of maintainability efforts, including issues of organizational structure, cost, and planning processes. Questions and problems conclude each chapter. Contents: Introduction; Maintainability Management; Maintainability Measures, Functions, and Models; Maintainability Tools; Specific Maintainability Design Considerations; Human Factors Considerations; Safety Considerations; Cost Considerations; Reliability-Centred Maintenance; Maintainability Testing, Demonstration, and Data; Maintenance Models.
25. COMPUTER-MANAGED MAINTENANCE SYSTEMS 2nd Ed.

By Mobley/Cato 2001, 200pp $140.00 A comprehensive, practical guide that covers selection, justification, and implementation of an effective CMMS in any facility. In this new edition, the authors have added a chapter specifically on the latest technology, Application Service Providers [ASPs], that has revolutionized the way computer-managed maintenance systems are used and the benefits they can offer to a business. This solution provides integrated software, hardware, and networking technology along with Information Technology [IT] consulting services into an outsourced package. A new appendix on Key Performance Indicators has also been added.
31. ROOT CAUSE FAILURE ANALYSIS

By R Keith Mobley 1999, 333pp $186.00 Root Cause Failure Analysis provides the concepts needed to effectively perform industrial troubleshooting investigations. It describes the methodology to perform Root Cause Failure Analysis [RCFA], one of the hottest topics currently in maintenance engineering. It also includes detailed equipment design and troubleshooting guidelines, which are needed to perform RCFA analysis on machinery found in most production facilities. This information will therefore be invaluable to maintenance and plant managers wanting to increase their own knowledge, plan or provide training [and use this book in doing so], and to operators needing to improve their skills.
26. RELIABILITY, MAINTAINABILITY AND RISK 6th Ed.

David Smith 2001. 336pp $135.00 Reliability, Maintainability and Risk has been updated to ensure that it remains the leading reliability textbook - cementing the books reputation for staying one step ahead of the competition. This sixth edition incorporates brand new material on the accuracy of reliability prediction and common cause failure. This book has now been established for over 20 years. It deals with all aspects of reliability, maintainability and safety-related failures in a simple and straightforward style, explaining technical terms and jargon and handling the limitations of reliability parameters
32. TURNAROUND MANAGEMENT

By Tom Lenahan 1999, 183pp $170.00 There are thousands of plants around the world that each require regular shutdown or turnaround maintenance but until now there has been almost nothing published in this specialized area. Turnaround management is project management - it has all its main elements. It also has a number of features which make it unique. This text for the first time looks at those unique aspects of turnaround management. Contents include : Initiating the turnaround; validating the work scope; pre-shutdown work; contractor packages; planning the turnaround; the turnaround organization; site logistics; the cost profile; the safety plan; the quality plan; the communications package; executing the turnaround; terminating the turnaround.
27. TPM A ROUTE TO WORLD CLASS PERFORMANCE

Peter Willmott & Dennis McCarthy 2000, 264pp $190.00 This title builds on Peter Willmotts earlier book, TPM the Western Way, updating the scope of applications and tools. The TPM route map is updated to include the journey to zero breakdowns & beyond. CONTENTS: From total productive maintenance to Total Productive Manufacturing; Designing the TPM umbrella; TPM top down & bottom up roles; The TPM improvement PLAN TOOLBOX; standardizing best practice; TPM analysis, TPM in non manufacturing; TPM for design; Planning and launching TPM; Sustaining life after pilot; Case Studies.
33. MAINTENANCE PLANNING & SCHEDULING MANUAL

Richard D Palmer 1999, 400pp $195.00 Must rate as one of the best texts ever published on Maintenance Planning. This text enables maintenance managers and maintenance planners to dramatically improve the productivity of their maintenance plan; Clearly identifies the six basic principles of planning and the six associated principles of scheduling; Provides how-to information on implementing a planning function, using work orders, and performing in-house work sampling. An excellent hands-on text and one of the few published on maintenance planning.
28. ASSET MANAGEMENT AND MAINTENANCE - THE CD

By Nicholas A Hastings 2000, 820 slides $180.00 This compact disk contains 19 PowerPoint presentations containing over 820 slides dealing with Asset Management and Maintenance. Asset Management Overview; Life Cycle Costing; Maintenance. Organisation & Control; Spares & Consumables Management; Reliability Centered Maintenance; Total Productive Maintenance; Failure Mode and Effects Analysis; Risk Analysis and Risk Management; Reliability Statistics & Life Distributions; Reliability Data Analysis; Age Based Replacement Policy Analysis; Case Study - Axle Bushes; Availability and Maintainability; Measuring and Improving Maintenance Effectiveness; Reliability of Systems; Condition Monitoring; Job and Shutdown Planning; Continuous Improvement.
34. HANDBOOK OF MAINTENANCE MANAGEMENT

By Joel Levitt [USA] 1997, 476pp $172.00 This unusually comprehensive book is designed as a complete survey of the field for students or maintenance professionals, as an introduction to maintenance for non maintenance people, as a review of the most advanced thinking in maintenance management, as a manual for cost reduction, a primer for the stockroom, and as an element of a training regime for new supervisors, managers and planners.
29. PREVENTIVE MAINTENANCE, ESSENTIAL CARE AND CONDITION MONITORING

Idhammar, Et Al. 1999, 337 pp, $390.00 It is a unique resource for improving maintenance processes and learning smart inspection and trouble shooting techniques on a wide variety of components including, fasteners, pumps, conveyors, motors, gears, bearing, chain, pipes and valves, couplings, seals, fans, lubrications, lifting equipment, hydraulics, pneumatics, compressors, steam, electrical systems, etc. The inspection techniques are presented in the book together with inspection tools and examples of how to inspect a number of standard components. The book carefully explains how to set up and improve a preventive maintenance system or process in any industry. Preventive Maintenance/Essential Care and
35. INFRASTRUCTURE MANAGEMENT

By W R Hudson, R Haas & W Uddin, 1997, 416pp $150.00 The principles and the overall concept of effective infrastructure management discussed in this book have never before been treated in such detail. All the varied tools and techniques that are used in planning, building, maintaining, and fixing our nations roads, bridges, airports, utilities, water and waste water facilities, parks, buildings, and sports complexes are thoroughly examined. Numerous examples of the technologies available for various uses are included. The book also discusses a host of high interest topics such as life cycle analysis of structures, decision support systems, database management, and analysis and modeling methods.
MAINTENANCE PUBLICATIONS - ORDER FORM

All prices are AUSTRALIAN DOLLARS. PRICES for AUSTRALIA INCLUDES POSTAGE & GST. ADD Aus$40 PER TOTAL ORDER FOR ALL DELIVERIES OUTSIDE OF AUSTRALIA.
PH: 61(3) 5975 0083 FAX: 61(3) 5975 5735 Email: mail@maintenancejournal.com
ENGINEERING INFORMATION TRANSFER P/L, P O BOX 703, MORNINGTON, VIC 3931 AUSTRALIA
Item 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. NAME: ADDRESS: PHONE:
Title Benchmarking Maintenance Management Course PPTs - CD Computerised Maintenance Management Systems Course PPTs - CD Maintenance Performance Indicators Course PPTs - CD Total productive Maintenance Course PPTs - CD Zero Breakdown Strategies Course PPTs - CD Maintenance Storerooms - Training CD Gaskets & Bolted Flanges Connections - Training CD Shutdowns, Turnarounds & Outages - Training CD Maintenance Planning & Scheduling - Training CD Lubrication - Training CD AC Motor Controls - Training CD Condition Monitoring Standards Volume I Condition Monitoring Standards Volume II Condition Monitoring Standards Volume III Lean Maintenance Predictive Maintenance of Pumps Using Condition Monitoring Managing Maintenance Shutdowns and Outages Effective Maintenance Management Benchmarking Best Practices in Maintenance Management RCM Gateway To World Class Maintenance CMMS A Timesaving Implementation Process Industrial Machinery repair Introduction To Predictive Maintenance 2nd Edition Maintenance Excellence Optimising Equip. Life Cycle Decisions Computer-Managed Maintenance Systems 2nd Edition Reliability, Maintainability & Risk TPM - A Route to World Class Performance Asset Management and Maintenance - the CD Preventive Maintenance, Essential Care and Condition Monitoring Engineering Maintainability: Design for Reliability & Easy Maintenance Root Cause Failure Analysis Turnaround Management Maintenance Planning & Scheduling Manual Handbook of Maintenance Management Infrastructure Management COMPANY:
Aus $ $295.00 $295.00 $295.00 $295.00 $295.00 $450.00 $190.00 $450.00 $370.00 $130.00 $130.00 $330.00 $330.00 $330.00 $120.00 $305.00 $95.00 $95.00 $105.00 $120.00 $225.00 $90.00 $180.00 $190.00 $140.00 $135.00 $190.00 $180.00 $390.00 $205.00 $186.00 $170.00 $195.00 $172.00 $150.00
QTY
FAX:
Email: TOTAL FEE PAYABLE: AUS$
METHOD OF PAYMENT
1. 2. CARD NO: SIGNATURE: This form may be photocopied
CHEQUE ENCLOSED PAYABLE IN AUSTRALIAN DOLLARS TO : ENGINEERING INFORMATION TRANSFER P/L CHARGE MY CREDIT CARD:: EXPIRY DATE: NAME ON CARD:
Maintenance
2005 Seminars
Course One Course Two
Advances in Maintenance Planning, Maintenance Control & Feedback
Planned Maintenance & Maintenance People
The What, When & Who of Maintenance
Course Three
Success & Excellence in Maintenance & Asset Management

Attend just one, two or all three of these one-day courses.
Venues
G Revisions & Updates for the 2005 Maintenance Seminars
Melbourne
18-20 May 2005
G Detailed Seminar Slides in Hard Copy G Plus a CD of Hundreds of Pages of Case Studies, Maintenance Related Facts, and Seminar Notes (400mb of Information) G Each seminar provides opportunities to discuss with other practisioners improved ways of managing and performing maintenance activities
PRESENTED BY
Townsville
18-20 July 2005
Len Bradsha w
ORGANISED BY ENGINEERING INFORMATION TRANSFER PTY LTD AND THE MAINTENANCE JOURNAL
Sydney
29-31 Aug 2005
THE MOST SUCCESSFUL AND MOST RECOGNISED MAINTENANCE RELATED SEMINARS

# As well as Maintenance Personnel, why not also send Operations Personnel to Course 1 #
In-house presentation of these seminars will only be considered for organisations outside of Australia
Planned Maintenance And Maintenance People

The What, When and Who of Maintenance
Course One
1. Maintenance Activities
The different activities performed in maintenance emergency, corrective, preventive, predictive, condition based, proactive, and designing for maintenance. The pre-planning process in maintenance Shutdown Maintenance - the dangers
2. Consequences of Good or Bad Maintenance

The direct and indirect costs of Maintenance. What do you cost and what are you worth. Effect of too little or too much planned maintenance. Duties of proving due care of your assets. Are competent people planning and doing the maintenance work. Have your organisations the correct mix of maintenance activities. Do you identify real maintenance costs and respond to those costs
Discussion 1:
3. Inspections & Condition Based Maintenance

What inspection and preventive/predictive techniques are now available in maintenance. How often should you perform inspections and condition based maintenance activities. Increasing the effectiveness of inspection and condition based maintenance activities. What techniques for inspections & Condition Monitoring are used in your plant. Are they successful. If not why not.
Discussion 2:
4. Maintenance Planning and Control

The different processes and techniques involved with maintenance planning and control. The functions performed by a computerised maintenance management system.
5. The People and Structures In Maintenance

People - The most important assets in maintenance. The different organisational structures used for maintenance activities. Restructured maintenance;flexibility and team based structures. What motivates people to work with the company rather than against it. Are teams achievable in your organization? How far can you go. Utilising non maintenance resources. TPM - Total Productive Maintenance. Administrative responsibilities for teams. Recruitment and Reward methods. Maintenance Outsourcing/Contracting. A range of Case Studies on people issues in Maintenance. Discussions 3: Are your organisations using the right people and structures in maintenance? Successes and failures in people issues.
Who should attend?

Planners,Team Leaders,Team Members,Supervisors,Tradesmen,Operations Personnel,Technicians,Engineers,Systems Managers, and others interested in maintenance of plant and assets.
Each course costs AUS $660.00 per delegate per day (Inclusive of GST)
Course Two
Advances in Maintenance Planning, Maintenance Control and Feedback
1. Maintenance Planning in Different Structures

From chasing breakdowns to total productive and proactive maintenance. How does the Maintenance organisational structure affect the roles of planner and supervisor. Maintenance Planning in team structures, or for outsourced maintenance. Who should be the Planner. Recruitment and Responsibilities/duties of the Planner.Who should not be the Planner. Full time or part time planners. Planner to Maintenance Personnel ratio. Value of effective planning and planners.
2. Maintenance Planning: Examples Of The Best

Examples of how the best plan and schedule their Maintenance Activities.Moving from Reactive Planning to Pro-active Maintenance Planning. Improving Communication in the Planning process. How is maintenance work Planned and Scheduled in your organisations. Planning strengths and weaknesses
Discussion 1:
3. Developing Maintenance Plans

Developing maintenance plans.Introducing the various methods currently used. Sources of information and expertise.Who should be involved.Using a generic approach.Resources needs. The Plan Development Methods in your organizations.Who does it & is it successful
Discussion 2:
4. Computerised Maintenance Management Systems

CMMS currently available and a demonstration of some of the improved features of modern CMMS. The maintenance planning and control process and how computer systems help improve that process. Automating the issue of work and reporting to history. Improving communication and quality of data. The move towards Asset Management Systems and beyond the traditional CMMS. Linkage to other management systems,control systems,GIS,GPS, Internet,etc. Benefits & Problems associated with the use/implementation of a CMMS. What makes for successful Maintenance Planning and a successful CMMS.What motivates people to work with the system rather than against it. What factors need to be in place if we are to have a functioning system.What factors are required for the BEST functioning systems. How well have your organisations selected,implemented and used your Planning Systems and CMMS.
Discussion 3:
5. Maintenance Stores
Who owns the store? Stores objectives. Introduction to stock control methods for standard,expensive or consumable stock items. Improving service levels from your store. Maintenance of parts in the stores.
Who should attend?

Planners, Team Leaders,Team Members,Supervisors, Tradesmen,Operations Personnel, Technicians,Engineers,Systems Managers,Stores Personnel,and others interested in maintenance of plant and assets.
Course Three
Success & Excellence in Maintenance and Asset Management
1. Business Success Via Better Maintenance

The key role that maintenance plays in achieving business success.Maintenance as a profit creator. Justifying maintenance resources. Proving your worth. Maintenance Impact on Safety and Legal Costs. Maintenance contributing to long-term competitive advantage.
2. Achieving Maintenance Excellence

Maintenance excellence - the common features of the best maintenance organizations in the world. Excellence in People, Parts and Practices. Leadership, recruitment,training,flexibility, motivation,teams,TPM, performance, rewards, core skills and outsourcing Stores management,stores objectives,alliances, internet spares, parts optimisation, improved parts specifications,automated stores,stores personnel. How well are you moving towards
2.1 People excellence: 2.2 Parts excellence:
Discussion 1:
excellence in people and parts.
2.3 Practices excellence:

Better corrective Preventive, Predictive, and Proactive maintenance. Strategies for reducing down time / repair time. Case study on Failure & Replacement analysis. Moving through Preventive / Predictive to Proactive Maintenance. Improving profits via Proactive Maintenance. Discussions on Excellence in Maintenance Practices and introducing the Maintenance Excellence Survey.
Discussion 2:
3. Maintenance Strategies For The Future

Setting Strategies: From Policy Statements,Audits,Benchmarking,Gap Analysis and Objectives through to Maintenance Performance Measures and KPIs. Examples of Maintenance Objectives and Performance Measures. What strategy development,setting of objectives & performance measures are used in your organisation.
Discussion 3:
4. Analytical Methods In Maintenance

Maintenance Plan Development and Optimisation Software. Examples of how to collect, use, and understand maintenance data. Fine tuning PM activities.
5. Asset Life Issues

Introduction to Plant Design considerations that improve reliability, availability and maintainability. Introduction to life cycle costing of assets and terotechnology. Plant replacement strategies;software tools. Better maintenance specifications of machines and assemblies.
Who should attend?

Maintenance Team Members,Technicians,Planners,Engineers,Supervisors and Managers;plus Production Supervisors/Managers & Accounts/Financial Managers,and others interested in maintenance of plant and assets.
The seminar is presented by Len Bradshaw

Len Bradshaw is a specialist in maintenance management and maintenance planning control and an international consultant in this field.Len has conducted over 280 courses for in excess of 8,400 maintenance personnel,both in Australia and overseas.He is managing editor of the Maintenance Journal.He has a Masters Degree in Terotechnology (Maintenance Management) and has held several positions as Maintenance Engineer in the UK and other overseas nations.He is the author of four texts on maintenance management.Len has conducted maintenance management courses for all levels of maintenance staff from trades personnel to executive management. AUS $660 per person per day (Inclusive of GST) The course fees given above also include Seminar notes as well as lunch and refreshments.Course fee does not include accommodation,which if required is the delegates own responsibility.
G
Melbourne:
18 - 20 May 2005
Course One:18 May 2005 Course Two:19 May 2005 Course Three:20 May 2005
Rydges Carlton Hotel

701 Swanston St,Melbourne Web:www.rydges.com
Townsville:
18 - 20 July 2005
Seminar Fees
Course One:18 July 2005 Course Two:19 July 2005 Course Three:20 July 2005
Confirmation
A confirmation letter will be sent to each person on receipt of their registration form.
Southbank Hotel & Convention Center

23 Palmer St,QLD 4810 Web:www.southbankhotel.com.au
Times
The seminars start at 8:00am and end at 3:30pm, each day. Registration and coffee is from 7:45am each day.
Sydney:
29 - 31 August 2005
For Further Information

Phone EIT (03) 5975-0083 or Fax Australia (03) 5975-5735, or email to: mail@maintenancejournal.com
Course One:29 August 2005 Course Two:30 August 2005 Course Three:31 August 2005
Swiss-Grand Hotel,Bondi Beach

Beach Road,Bondi Beach NSW Web:www.swissgrand.com.au
www.maintenancejournal.com
REGISTRATION FORM
I Course One: I Course Two: I Course Three:
Aus$660
(Inclusive of GST)
Course
Please Tick Course
Venue
Please Tick Venue
Planned Maintenance and Maintenance People

Aus$660
(Inclusive of GST)
Melbourne Townsville Sydney
Aus$660
(Inclusive of GST)
Maintenance and Asset Management

Name of delegate ________________________________________________________________ Position ______________________________ Company _______________________________________________________________________________________________________________________ Address _________________________________________________________________________________________________________________________
___________________________________________________________________________________
How Do I Register?
1. Fax the completed registration and
Email_______________________________________________________
provide credit card payment details. Fax: 03 59 755735
Telephone _____________________________________________________________Fax____________________________________________________ Name of approving officer ________________________________________________________________________________________________ Position _________________________________________________________________________________________________________________________

2. Mail the completed registration form together with your cheque made payable to: Engineering Information Transfer Pty Ltd P.O. Box 703, Mornington VIC 3931, Australia
Method of payment
# Charge to my credit card
Fee payable $_________________
# Cheque enclosed made payable to Engineering Information Transfer Pty Ltd

American Express Mastercard Visa Card
3. Email Indicate courses/ dates/ venue required and provide details of method of payment to
mail@maintenancejournal.com
Name on credit card _________________________________

ENGINEERING INFORMATION TRANSFER
Cancellations:
Expiry Date _______________
You may also register via our website:

www.maintenancejournal.com
ABN 67 330 738 613
Should you (after having registered) be unable to attend, a substitute delegate is always welcome.Alternatively, a full refund will be made for cancellations received in writing 14 days before the seminar starts. Cancellations 7 to 14 days prior to the seminar dates will be refunded 40% of the registration fee, in addition to a set of seminar notes.There will be no refund for cancellations within 7 days of the seminar dates.This registration form may be photocopied.
Group of Companies
Presents a 4 day Course, entitled:
NOVEMBER 2004
Fundamentals of Precision Maintenance

Integrating practical Bearing Assembly, Oil Analysis & Dynamic Analysis to extend your machines lives
By World Renowned: Bill Kruger SYDNEY MONDAY 15-18 NOVEMBER 2004 PERTH MONDAY 22-25 NOVEMBER 2004
Who should Attend?
Designed for plant personnel that seek a basic understanding of Precision Maintenance to reduce maintenance costs and improve plant Reliability. The course is specially designed for maintenance and operations supervisors, engineers, predictive maintenance personnel, tradesman and operations personnel; in fact, anyone who is interested improving plant operation. This course provides the fundamentals necessary to implement precision maintenance in your facility and to ensure maximum payback is obtained from your equipment investments.
Biography - Bill Kruger combines 29 years of practical field experience with proven instructional techniques, including
visual aids and demonstrations. Participants return to the plant able to immediately apply their learnings. Those who understand the power of the solutions provided are best able to utilise equipment and significantly reduce unnecessary machinery problems.
What is it about?
Lowering maintenance costs and maximizing machine reliability using field proven Precision Maintenance methods and procedures. Learn how to extend machinery life and prevent most machine failures from occurring, through: Common Sense on-site oil analysis. Understanding threats to bearing reliability. Problem identification using vibration analysis. Applying the various vibration, balance and alignment standards. Taking & verifying reliable data through practical understanding and proper use of sensor types and limits. Actual Case histories are used to teach Root Cause Analysis Techniques, also, frequent misinterpretation and misapplication of industry standards are explored as major causes of machinery problems.
COURSE CONTENT
1. How to extend Bearing and Seal Life.
Film thickness vs. friction and load wear vs. machinery life. Establishing an on site oil analysis program.
4. Separating Sources occurring at 1X running speed.

Identifying & preventing unbalance, misalignment, bent shaft, eccentricity and resonance.
2. Creating the Mental Model.

Rotor behaviour, bearing clearances, orbits, energy waste, seal wear and bearing life. Vibration terminology, why & how machinery behaviour creates the vibration pattern and how to relate them.
5. How to fix them forever.

Proper-bearing installation and maintenance techniques. On-site analysis to maximize bearing and seal life.
6. Real World Program Considerations.

How to establish goals and objectives. Financial considerations. How to recognize and correct troublesome equipment. How to determine if you are getting the most from your condition monitoring equipment or program.
3. How to find most common failures.

Resonance: Mass/Stiffness relationships, effects of resonance (fatigue, energy loss). Unbalance: Cause/Effect, shop field balance considerations and limitations. Misalignment: Cause/Effect, foundations & bases, determining thermal growth, precision alignment tolerances.
To all who complete the training, a certificate will be issued for Professional Development Record Purposes SEE OVER FOR ENROLMENT FORM
apt Group
Head Office: Level 1, Suite 22, 450 Elizabeth Street, Surry Hills NSW 2010. Australia
www.aptgroup.com.au info@aptgroup.com.au Tel: 61 2 9318 0656 Fax: 61 2 9318 0776
Group of Companies
Presents a 4 day Course, entitled:
NOVEMBER 2004
Fundamentals of Precision Maintenance

Integrating practical Bearing Assembly, Oil Analysis & Dynamic Analysis to extend your machines lives
REGISTRATION DETAILS Please select Venue

SYDNEY
MONDAY 15-18 NOVEMBER 2004
PERTH
MONDAY 22-25 NOVEMBER 2004
Registration 8:15am Finish 4:30pm daily.
Accommodation booking required?
Participant Details:
NAME: ________________________________________________ COMPANY: ____________________________________________ POSITION: _____________________________ DEPARTMENT: _________________________
ADDRESS: _______________________________________________________________________________________ STATE: ________ POSTCODE: ____________ EMAIL: ______________________________________________ FAX: __________________________________________
TELEPHONE: ___________________________________
FEES: AUD$1,790.00 (Ex. GST) per participant.
FEES INCLUDE: Lunch, refreshments & course material.
Notes 1/ To ensure seat allocation, an official company purchase order should be lodged upon enrolment; cheques made payable to Apt Technology P/L and mailed to the address below; alternatively credit card payment is acceptable. 2/ Cancellation policy: a 50% refund will be made for cancellations 10 or more working days before commencement of the course. If less than 10 working days, no refund can be given. For fees already paid, you may send a replacement participant.
Please select method of payment:

VISA NUMBER: MASTERCARD BANKCARD CHEQUE ENCLOSED EXPIRY DATE: ___________
NAME ON CARD: _____________________________________
SIGNATURE: ______________________________
Please either fax or post the registration form to secure a place now (duplicate form as required) Do you have Interest in any of our other training courses, educational tools or services?
Precision Maintenance for Management - 1 day: public or in-house Precision Maintenance for Tradesman - 3 day: in-house (only) Advanced Machinery Inspection and Analysis - 5 day: public or in-house Lubricant Analysis for Condition Monitoring - 2 day: public or in-house Precision Alignment - 4 day Precision Balancing 3 day (comb. 5 day): in-house (only) Electrical Plant Reliability release 2005 Computer Based Training products & distance learning Machinery and Equipment Assessment Programs and Consulting Services (Mech. Elec. IT)
apt Group
Head Office: Level 1, Suite 22, 450 Elizabeth Street, Surry Hills NSW 2010. Australia
www.aptgroup.com.au info@aptgroup.com.au Tel: 61 2 9318 0656 Fax: 61 2 9318 0776

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On-line surveillance: Bridging the gap

Condition monitoring audits and analysis services: Our experienced

The Entek product family - complete enterprise health is now a reality!

For more information, visit us at: www.entek.com or

On-line continuous machine monitoring and protection: Solutions

Optimizing The Role Of The Maintenance Department

Volume 17, No 4. October 2004

RCM - Can It Deliver Performance

Key Performance Indicators Leading Or Lagging And When To Use Them

Certification For Maintenance & Reliability Professionals

Improved Reliability Of Universal Joints On LPP Main Cooling Water Pump

The Importance Of CMMS In Schools

The Strategic Importance Of Asset Management

2004 Survey Of Special Maintenance Applications Software

Plan For Maintenance Productivity

Unbelievable Resonances And Their Enormous Force

Hosted CMMS - Are You Ready For The Revolution?

Implementing Problem Solving Excellence Using Six Sigma

The Role Of Knowledge In Managing Maintenance For Business Success

A GREAT NEW INFRARED CAMERA FROM NEC FROM ANY VIEW!

Thermo Tracer TH6100

Infratherm Pty. Limited

E-mail: jrobinson@infratherm.com.au - mratne@infratherm.com.au

Survey of Communication Tools Used In Maintenance Applications And/Or Used In CMMS/EAMs

Optimizing The Role Of The Maintenance Department

Optimizing The Role Of The Maintenance Department

Judicious Cost Cutting

Optimizing The Role Of The Maintenance Department

RCM - Can It Deliver Performance?

RCM - Can It Deliver Performance?

WIDER APPLICATION OF RCM

THE BACKGROUND TO RCM

THE INDUSTRIAL CONTEXT

RCM - Can It Deliver Performance?

PROBLEMS WITH RCM

Excesses and Inflexibility

Third City Solutions Pty Ltd

Priced from AU$2170

52 Hill Pde Clontarf QLD 4019 Australia

Ph: +61 7 3885 2019 Fax: +61 7 3885 2099

RCM - Can It Deliver Performance?

Table 1 Strengths and weaknesses of RCM

Focus on achieving the inherent reliability of the plant

Well suited to safety critical plant where reliability is of paramount importance

Prescribes detailed descriptions at each step in the standar d methodology

RCM - Can It Deliver Performance?

Figure 1 Evolution of plant performance improvement methodologies

SMED Review RCM Fast-track RCM

WHERE RCM SUCCEEDS

ALTERNATIVES TO STANDARD RCM

RCM - Can It Deliver Performance?

RCM - Can It Deliver Performance?

Figure 2 Application of RCM and RCM derivatives

QUESTIONS FOR MANAGERS

Evolution of RCM Derivatives

RCM - Can It Deliver Performance?

Maintenance Spares Optimisation

Sparesoptimization.com has the solution.

Our dedicated web site for more information is:

Key Performance Indicators Leading or Lagging and When to Use Them

Key Performance Indicators Leading or Lagging and When to Use Them

Key Performance Indicators Leading or Lagging and When to Use Them