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A journal for all those interested in the
maintenance, monitoring, servicing and
management of plant, equipment,
buildings and facilities.
Volume 17, No 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
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Phone: (03) 5975 0083,
Fax: (03) 5975 5735,
E-mail: mail@maintenancejournal.com
Web Site: www.maintenancejournal.com
This issue’s cover shot is
reprinted with permission
from ABB Review Special
Report - Industrial
Services.
Regular Features
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PM Corner
Condition Monitoring
Standard - Steam Traps
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Contents
Optimizing The Role Of The Maintenance Department
Joel Leonard
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 O’Hanlon
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
27 Research Drive, Croydon VIC 3136
ph 03 9761 5088 fax 03 9761 5090
email: sales@maintsys.com.au
web: www.maintsys.com.au
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web: www.infratherm.com.au

October
Editorial
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 there f o re appropriate that the first William (Bill) Baker MESA Memorial Lecture be
p resented 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
m a n a g e d
• 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 FEATURE
in the February
2005 issue
Survey of
Communication Tools Used
In Maintenance
Applications And/Or Used In
CMMS/EAM’s
(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
s u r v e y, then please obtain the survey
form by contacting Len Bradshaw at:
mail@maintenancejournal.com
Completed survey forms must be returned
by 29 October 2004

7
Optimizing The Role Of The Maintenance Department
Optimizing
The Role
Of The
Maintenance
Department
Joel Leonard
E-mail: leonard.joel@mpactlearning.com
Despite its often misconceived reputation, maintenance is more
than a “fix it when it breaks”function. But because it is often treated
as such, it’s not utilized to its full capacity. In order to avoid a “just fix
it” maintenance department, plant managers must take re s p o n s i b i l i t y.
Unless the maintenance organization is given (or develops) a pro a c t i v e
list of goals and objectives, it will always be sub-optimized.
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 company’s assets to
p e rf o rm their designed function. When one views maintenance in this
w a y, 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 maintenance’s 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 pro d u c t i o n - re a d y, well-maintained assets worth more
than poorly maintained ready-to-scrap assets.
The second goal of maintenance is to be as efficient and eff e c t i v e
as possible in carrying out the repairs and services that are re q u i re d .
By taking more responsibility for the costs within their depart m e n t ,
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.
The third goal of maintenance is to reduce energy usage or energ y
c o n s u m p t i o n . Well-maintained equipment re q u i res less energy to
operate. The maintenance organization can have a large impact on
the company’s bottom line by ensuring that all energ y - re l a t e d
equipment is up to standard performance levels.
Judicious Cost Cutting
in the Maintenance Department In order to compete in this
hypercompetitive global economy, companies strive to become more
e fficient and effective. In order to do this, companies have taken to
rolling out plans to elevate the bar of perf o rmance while again
restricting available re s o u rces.”Doing more with less” has become a
standard business mantra.
Many companies have become so fanatical about cost cutting that
many eff o rts have yielded disastrous and even dangero u s
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 org a n i z a t i o n
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.
An Easy Target
Maintenance has been an easy target of indiscriminate cost
cutting because most organizations do not fully understand or
a p p reciate its mission and value. For example, an ambitious
accountant at a Maryland manufacturing plant, despite the
maintenance depart m e n t ’s passionate objections, dictated that no
Optimizing The Role Of The Maintenance Department
s p a re 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 manufacture r. 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
management’s 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
everyone’s 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 re s o u rce.” Companies will continue to employ
cost cutting measures. It is our responsibility to provide inform a t i o n
to facilitate judicious decisions and to improve the org a n i z a t i o n ’s
ability to respond to current and future challenges. Implement these
tips and you and your business will thrive.
8

9
RCM - Can It Deliver Performance?
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
p o w e r, 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 perf o rmance and
safety.
INTRODUCTION
So why is it necessary to write another paper on Reliability Centre d
Maintenance when so much has already been published? The re a s o n
is that previous papers have generally been written from a part i a l
standpoint. They may, for example, have come from org a n i s a t i o n s
whose sole reason for being is to promote standard RCM, or they may
have been written to describe a particular application of the
m e t h o d o l o g y. 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 there f o re to provide a balanced view of
RCM and its more recent derivatives, and to indicate where each is
applicable
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
f a i l u re is now well down the list of reasons for aircraft disasters - after
human erro r, 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 re q u i rement 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
• 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
a rrived that would lead easily to a step improvement in plant re l i a b i l i t y
throughout industry.
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
p a rt i c u l a r, they highlighted the diff e rence in approach - from a
p rescriptive 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
p e rf o rmance of plant. We will there f o re look further at the characteristics
of a range of industries and examine how well (or otherwise) RCM meets
the re q u i rements of a perf o rmance improvement methodology.
THE INDUSTRIAL CONTEXT
With the establishment of a standard for RCM [3] has come some
h a rdening of attitudes towards assertion that unless a methodology
complies with this standard it is of little value. This is indeed a strange
i rony considering how keen the RCM pioneers, Nowlan and Heap,
w e re to ensure that any PM applied to plant should fully re c o g n i s e
the context in which it is re q u i red 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 fro m
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 pro c e d u res is closely
m o n i t o red 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
l e n g t h y, documentation-intensive process such as RCM can be re a d i l y
accepted.
The industrial context for most commercial process and
manufacturing industry is, however, quite diff e rent. Safety, while of
serious concern to management, is not such a dominant factor. There
a re fewer realistic possibilities for major disasters and the public is
not often put at risk. By comparison, cost effectiveness, operating
e fficiency 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 re a s o n a b l y
practical (ALARP). This objective leads inevitably to defined
p ro c e d u res and extensive training, supervision and monitoring.
E ffective 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
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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 perf o rmance 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 backgro u n d
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. Feature s
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 answere d
in the set sequence in order to comply with the standard and to
d e t e rmine all significant failure modes, their consequences, and what
p reventive tasks or other actions should be taken. These questions
require the following to be recorded: -
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10

11
RCM - Can It Deliver Performance?
Table 1
Strengths and weaknesses of RCM
RCM Feature Strength Weakness
A standard defines the Managers and buyers know Encourages a focus on
methodology what they will get without having following the methodology
to check each methodology on offer rather than obtaining
benefits
Required performance An essential step None
standards must be identified
Functions and functional Managers and buyers know what A cumbersome procedure
failures route to identifying they will get without having to check often not well suited to
failure modes the suitability of the methodology shopfloor involvement
RCM decision logic Nothing comparable in any other Standard RCM logic has
non-RCM based improvement a narrow focus on
methodology maintenance tasks and
equipment redesigns
Focus on achieving the Well suited to safety critical plant Misses the point that for
inherent reliability of the plant where reliability is of paramount most plant, breakdowns
importance possibly account for only
5 to 10% of the plant’s
lost time
Documentation Prescribes detailed descriptions May be excessively time
at each step in the standard consuming
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
a re 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
i n t e rval 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
i n f o rmation 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 fre q u e n t l y
a l t e red or upgraded during their relatively short life. In such situations
the risks to the public are near negligible and the employee is pro b a b l y
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 gathere d
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 impro v e m e n t s .
Omissions
Outside the safety-critical industries, breakdowns usually account
for only a small pro p o rtion of production losses. Start-up, setting and
changeover losses and variations in raw materials are likely to be much
m o re significant. A project to raise plant perf o rmance will need to tackle
these issues, yet they are largely ignored by standard RCM. Many plant
f a i l u res can be traced back to inadequate cleaning regimes and lack
of, or inappropriate, lubrication. Where the environment is harsh or the
p rocess involves aggressive, dusty or dirty materials, the associated
f a i l u res 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 re s t o r a t i o n '
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 concern s
assessing the criticality of failure consequences. It is a great stre n g t h
of RCM that it emphasises the consequences of failure rather than the
f a i l u re itself. But it makes little sense to give the same weight to a 'safety
f a i l u re' 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.

13
RCM - Can It Deliver Performance?
Figure 1
Evolution of plant performance improvement methodologies
FMEA
RCM
Review
RCM
Although achieving success with standard RCM is fre q u e n t l y
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 - b a d g e d
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
n u m e rous 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 forc e s .
Moubray [ 4 ] highlights re g u l a t o ry issues to conclude that those
involved in the management of physical assets '...need to take gre a t e r
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
FMECA
Fast-track
RCM
TPM
SMED
Risk Assessment, and use them where appropriate.
M a n u f a c t u rers and operators of aircraft and other plant with a
potential for major disaster will no doubt take comfort from the pre s e n c e
of voluminous RCM analyses to demonstrate that they have not been
negligent. They have the technical re s o u rces to undertake the work
and they need to ensure that people are not put at risk by plant failure .
W h e re the use of RCM has become the firmly established norm (as
in airlines and the armed forces) it is not worth even considering an
a l t e rnative to standard RCM. Any attempt to improve the methodology
will be resisted. There will also be issues of compatibility with pre v i o u s
studies plus the comfort factor associated with the use of an
established pro c e d u re. 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 diff e rent 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
c o m p romises 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
o rganisations to improve the perf o rmance of their plant. This includes
s t a n d a rd 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
s t a n d a rd RCM became apparent and two ways by which these needs
have been met.

Fast-track RCM
This is a plant perf o rmance improvement methodology that covers
p reventive maintenance needs, for example, to identify hidden failure s ,
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 re q u i re more than this.
They need a methodology that addresses their plant perf o rm a n c e
objectives on a wide front (eg on waste, changeovers, materials) and
they recognise that maintenance and reliability form only a part of the
p roblem. Key re q u i rements of a perf o rmance impro v e m e n t
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.
S t a n d a rd RCM meets only one of these re q u i rements fully - hence
the emergence of derivatives. Fast-track RCM brings in import a n t
f e a t u res from other improvement methodologies in addition to the
s t ru c t u red 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
RCM - Can It Deliver Performance?
and effectiveness. Fast-track RCM also includes an assessment of the
criticality of each failure mode along the lines of Failure Mode, Eff e c t ,
and Criticality Analysis (FMECA). As a result, serious failures are
highlighted and undue attention is not given to relatively trivial failure s .
In many industries, there is more loss of perf o rmance (thro u g h p u t )
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, fro m
o rganisational improvement through to detailed activity re c o rding 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
t h e re f o re 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 pro v i d e s
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

15
RCM - Can It Deliver Performance?
Figure 2
Application of RCM and RCM derivatives
Chernobyl (nuclear failure)
Bhopal (chemicals failure)
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
c o n s i d e red 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
a p p ropriate. In addition, checks were made to ensure that any
p rotective 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 perf o rmance improving Fast-track RCM pro g r a m m e
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 re f e rred 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 re t rospective RCM to improve maintenance re g i m e s
that were formulated at a time when it was believed that more
maintenance could only improve safety and re l i a b i l i t y. This belief
i g n o red 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.
Evolution of RCM Derivatives
R e f e rence has already been made to RCM's origins in the USA,
and to its focus on equipment failure and preventive maintenance.
Potential for
catastrophic Failure
Civil aviation
Coal mining
Petrochemicals
Chemicals
Variety of
Iron & Steel
Pharmaceuticals
Products Low
Military equipment
High
Rail travel
Water
RCM
Plaster
Cement
Glass
High
RCM Derivatives
Pulp & paper
Plasterboard
Low
Food & Drink
Vehicle Manufacturer
Packaging
The other main source for plant perf o rmance impro v e m e n t
a p p roaches has been Japan, with its Total Quality Manufacture, To t a l
Productive Maintenance and SMED.
F i g u re 1 illustrates the evolution, in the last ten years, of plant
p e rf o rmance 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
p reventive maintenance tasks would be both applicable and
w o rthwhile. Further information on RCM and its derivatives can be
seen on the author's website [6].
QUESTIONS FOR MANAGERS
S t a n d a rd RCM is suitable for safety critical industries and those
that have traditionally used RCM. It does not follow, however, that
s t a n d a rd 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

commonly implied that the RCM process will always identify all significant
f a i l u re 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 degre e
of prescription and a culture of conformance, staff will follow the
p ro c e d u re whether or not it is well matched to the org a n i s a t i o n ' s
re q u i rements. But where meetings are facilitator-led and attendance is
m o re voluntary, the methodology must be clear, to the point, and
p resented in a language and style appropriate for the part i c i p a n t s .
Moubray draws attention to possible weaknesses in stre a m l i n e d
RCM techniques. Such weaknesses undoubtedly exist in some of the
techniques on offer but certainly not in all. Managers there f o re 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
p e rf o rmance improvement methodology only needs to be cost-eff e c t i v e .
F i g u re 2 shows a range of industries positioned appro x i m a t e l y
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 re g u l a t e d ;
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.
IN CONCLUSION
It is a truism that no two organisations are the same. Each will have
d i ff e rent plant perf o rmance improvement objectives and diff e re n t
constraints in relation to the skills and re s o u rces that can be deployed.
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
l i k e l y, 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 Reliability-
Centered 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
Maintenance Spares Optimisation
Does your plant or process site have a business issue regarding the level of maintenance
spares held on site?
• Are there excess spares?
• Are there too few spares to properly support the maintenance effort?
• Are new equipment spares being acquired and correct levels are not clear?
• Are there insufficient resources to address these problems?
Sparesoptimization.com has the solution.
RCM - Can It Deliver Performance?
Utilising the world’s leading Spares Optimisation methodology SOS, trained engineers are provided on a weekly basis
and with minimal intrusion can address these and other spares issues.
Results are guaranteed and are based on the repeated outcomes obtained within our world-wide user base.
Futhermore, this is not a slash and burn approach. Recommended levels are established based on a detailed
criticality assessment, taking into account both business and technical failure characteristics based issues.
Any investment in Spares Optimisation Services will be immediately and measurably returned at the rate of 10-1 in
our experience.
Our dedicated web site for more information is:
www.sparesoptimization.com
No time to solve spares problems? We can assist.
Please call on 0 2 9 9 7 6 5 3 3 8 or 0 4 1 2 8 6 3 5 5 6 and ask for Mark Challender
Email: mark.challender@strategicorp.com
16

17
Key Performance Indicators Leading or Lagging and When to Use Them
Key Performance
Indicators
Leading or Lagging
and When to Use
Them
By Ricky Smith
www.lce.com Life Cycle Engineering Inc.
Initiating major change, such as moving from a re a c t i v e
maintenance operation to one, which is proactive and employs Best
Maintenance Practices to achieve Maintenance Excellence, re q u i re s
s t a rt-up support from top management. In order to continue the journ e y
t o w a rds Maintenance Excellence, the continued support fro m
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 eff o rt.” 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 perf o rmance facts.
That’s where metrics comes in. Metrics is just a term meaning “to
m e a s u re” (either a process or a result). Combining several metrics
yields i n d i c a t o r s, which serve to highlight some condition or highlight
a question that we need an answer to. Key Perf o rmance Indicators
(KPI) combine several metrics and indicators to yield objective
p e rf o rmance facts. They provide an assessment of critical parameters
Time
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 perf o rmance. Metrics chosen or
combined erroneously can produce misleading indicators that yield
i n c o rrect and/or low perf o rmance measures. Inaccurate measure s
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
i m p roved equipment reliability and overall company operational
p e rf o rmance. At the bottom line, your metrics must yield a KPI in term s
of financial performance.
Reliability vs Production Budget Performance
Production (as a percentage of full run
capacity)
Equipment Reliability (percentage operating
availability)
Time
Projected Budget
Actual Cost
Maintenance Improvement Initiative Maintenance Improvement Initiative
FIGURE 1

To determine maintenance strengths and weaknesses, KPI should
be broken down into those areas for which you need to know the
p e rf o rmance levels. In maintenance these are areas such as
p reventive 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
p roduction 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 perf o rm a n c e .
(See Figure 1)
Depending on KPI values we classify them as either l e a d i n g o r
l a g g i n g indicators. Leading indicators are metrics that are task
specific. They respond faster than results metrics and are selected to
indicate pro g ress towards long term objectives. Leading indicators
are indicators that measure and track performance before a problem
arises. To illustrate this, think of a key perf o rmance 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 ‘corru g a t e d ’
section of pavement at the side of the road that serves to alert you to
re t u rn 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
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)
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
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.
Key Performance Indicators Leading or Lagging and When to Use Them
Key Performance Indicators
TABLE 1
of the driving lane that you end up in the ditch. The condition of your
c a r, 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 Perf o rmance is to pinpoint areas responsible for negative
t rends (leading indicators). You would not want to scrap your
Maintenance Excellence initiative when the only problem is that the
Planner / Scheduler didn’t receive adequate training. By observ i n g
and tracking Planned / Schedule Compliance and Planned Work as a
p e rcentage of total labor you should be able to detect “non-impro v i n g ”
or even negative perf o rmance early enough to identify and corre c t
the training problem. The “lower tier” leading indicators are also
n e c e s s a ry 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
o rder 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
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
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.
Work Process Productivity
• Maintenance costs divided by net asset value.
• Total cost per unit produced
• Overtime hours as % of total labour hours
18

19
C e rtification for Maintenance & Reliability Pro f e s s i o n a l s
C e rtification for
Maintenance &
Reliability Pro f e s s i o n a l s
By Terrence O’Hanlon
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 learn i n g
best practices for maintenance management through SMRP, your
o rganization can improve pro d u c t i v i t y, re l i a b i l i t y, profits, workplace
and morale. To support this process, you should consider becoming
involved with the Maintenance and Reliability Pro f e s s i o n a l
certification effort.
Certification for maintenance and reliability professionals?
How many times have you thought that nobody ever listens to the
maintenance department?
P e rhaps 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 re c o rd
time. Maybe you’ve also felt that there is no clear path for care e r
advancement, or that maintenance and reliability do not hold bright future s.
As SMRP embarks on over 12 years of promoting maintenance as
a profession, a new certification program is being off e red that
changes the traditional paradigm of maintenance as “fixing things”
to maintenance as a major enabler of profitable manufacturing and/or
p rocesses. Over 600 people have now completed the Cert i f i e d
Maintenance and Reliability Professional (CMRP) exam and they are
achieving amazing results at their jobs as they transform maintenance
traditions and perceptions.
Benefits for You
T h e re 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 you’ve passed a
c e rtifying 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 eff e c t i v e ,
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 incre a s e
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
re q u i re a certification in your profession. He/she might count the fact
that you have a certification as a key diff e rentiation between you and
another candidate. Just imagine going through 50 or more re s u m e s
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
p roduced might be diff e rent and the machines that produce them
might be diff e rent, the maintenance and reliability principles for
ensuring effective utilization of those assets are the same.
Successfully completing a professional certifying examination ensure s
that you can move from industry to industry. This can be especially
i m p o rtant 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 pro f e s s i o n a l
c e rtification as well. Having a maintenance and reliability org a n i z a t i o n
made up of certified professionals who all know the correct theories and
principles of maintenance will likely result in improved asset eff e c t i v e n e s s ,
p roductivity and re l i a b i l i t y. This ultimately will result in lower costs.
O rganizations 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 eff o rts 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 pro f e s s i o n a l
certification.
Real-World Certification
But, enough of all those "ivory tower" benefits. They sound great,
don't they? Now, let’s 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
i n f r a red therm o g r a p h y, etc. Each of these maintenance and re l i a b i l i t y
segments has developed bodies of knowledge and cert i f y i n g
examinations to ensure that individuals in those specialties have at

least a minimum amount of practical and theoretical knowledge about
how those functions should be perf o rmed. These certifying eff o rt s
have been primarily accomplished by non-profit organizations re l a t e d
to those technical specialties.
T h e re are two types of certifications available in most markets,
including maintenance and re l i a b i l i t y. 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
c e rtification is really an extension of the learning process. It allows
the examinee and course provider the opportunity to determine how
e ffectively 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
v e ry quickly unless put into practice immediately. Examples of this type
of certification might include software courses, safety pro c e d u res or
p e rhaps 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 re v i e w
courses available, this type of certification is almost impossible to
study for. That’s because the necessary amount of accumulated
knowledge and experience is so broad. Examples of this type of
c e rtification might include Professional Engineering Licensing exams,
the Bar exam for attorneys or the CPA exam for accountants.
The diff e rence between these types of certifications relates to the
level of professionalism accorded to them. While passing a safety
course that certifies one to perf o rm CPR is clearly important, this type
of certification doesn't command the national or international re s p e c t
that professional engineers, accountants or attorneys receive.
C e rtification for Maintenance & Reliability Pro f e s s i o n a l s
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 re l i a b i l i t y
p rofessionals. Ta rgeted 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.
T h e re are no formal education or experience re q u i rements to sit
for this certifying exam, which is off e red at numerous venues each
y e a r. If individually, you would like gain confidence, improve your
standing in your organization or improve your ability to move to a
d i ff e rent position, you should consider taking the CMRP exam. If your
o rganization would like to improve pro d u c t i v i t y, re l i a b i l i t y, pro f i t s ,
workplace morale and quality of your work force, it should consider
becoming involved with this certification eff o rt 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 w w w. m a i n t e n a n c e c o n f e re n c e . c o m . 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)
20

21
Improved Reliability of Universal Joints on LPP Main Cooling Water Pump
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 8.6m 3 /s each. These pumps
a re 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.
N e v e rtheless, 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.
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 fro m
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 card a n
shaft and universal joints.
Pump shaft power at rated capacity : 1434.5 KW
Motor speed : 425 rpm
Pump Flow Capacity : 8.6 m 3 /s
Shaft length & weight : 1300mm & 420kg
Offset : 50mm
Shaft Flange size : 435 mm
Operating Torque : 32,207 Nm (1434.5 x 9542/425)
Max. Allowable Torque : 136,000 Nm ( Manufacturer's data )
Lubricant used : Grease EP 2
Greasing Interval : Once a month
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
c i rc u m f e rence 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 gre a s e
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.

Figure 1. A picture showing a universal joint with 4 crosses at
90deg each.
Figure 3. showing heavy wear on the one of journal crosses'
running surfaces
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 re c o rd for all 4 pumps. Typically when failure
o c c u rred, 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
F rom the heavy wear observed on the journal crosses, the most
likely failure mode could be deduced as Adhesive We a r. 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
t e m p e r a t u re above 70˚C cut grease life by a factor of 1.5 for each10˚C
rise as found in 'Predicting Lube life - Heat and contaminants are the
biggest enemies of Bearing grease and oil' by Michael Khonsari, LSU
Improved Reliability of Universal Joints on LPP Main Cooling Water Pump
Figure 2. See how a universal joint is connected to the cardan shaft.
Note the grease nipple installed on the bearing cap.
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. Straightforw a rd l y, 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 furt h e r
i n c rease the friction and heat and eventually weaken the ro l l i n g
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 "
O ffsets of less than three degrees can cause the bearings in the joints
to rotate only part i a l l y. This causes uneven wear and can lead to
p re m a t u re 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
o ffset of 50mm and length 1300mm ( sinø = 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.
5.0 Possible Origins Of Excessive Loads
In the bearing theory, load capacity is the main factor for the bearing
life and hence its re l i a b i l i t y. If we can use the simplest method of life
calculation ( ISO equation ) for basic rating life which is L10 = (C/P)p
w h e re L10 = basic rating life, millions of revolutions, C= basic dynamic
22

23
Improved Reliability of Universal Joints on LPP Main Cooling Water Pump
Table 1 - Defect history of cardan shaft that requires replacement
DATE PUMP REMARKS
25.5.99 Pump 4 Bottom cardan shaft bearing at 150˚C. High vibration - 70mm/S
30.3.2000 Pump 1 High vibration
Early May 2001 Pump 3 Motor overhaul
19.5.2001 Pump 4 High vibration
17.7.2001 Pump 4 Open up to check whether synthetic grease is working well
15.8.2001 Pump 4 (New UJ) Open up to check the condition using new 'grease' due to pump shutdown.
Line 1 gate lowered. -> GT12 - Reblading
3.9.2001 Pump 1 Temperature reported high 150˚C!
28.4.2002 Pump 4 Replacement of cardan shaft with complete balancing, temperature
sticker and alignment.
20.6.2002 Pump 1 Reported knocking sound and temperature high UJ replaced with the over expump
4. Replacement done on 22.6.2002
13.12.2002 Pump 3 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 (F i g u re 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.
6.0 Effect from Mass Imbalance?
So, what is the effect of unbalance on a rotating part? At one
e x t reme, 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 pre m a t u re 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
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.)
B a rry 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 pre m a t u re bearing failure s
and cause vibration when operated at an angle.
7.0 Modifications Implemented
Originally, the UJ lubrication system is a single -point lubrication
w h e re 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 journ a l
c ross cap. The new design will ensure that grease reaches each cro s s
effectively and eventually improve its reliability. However, this is not
the case since failures still occur.
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

Figure 6. - Exploded view of Universal joints. Note that rollers are
installed in two -tiers in side the bearing casing
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
j o u rnal 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 Tr a n s m i s s i o n s ,
UK ) 'Installation and Maintenance of Universal shafts' document that
'unbalance will cause uneven running and pre m a t u re wear of the
universal shaft and the bearings of the connected units'. From the
result an added mass of approximately 8kg is re q u i red for the
Standard Lubrication
System
Cline Four-Point
Lubrication System
Figure 8. Lubrication system in universal joint. Pictures courtesy
from The Cline Company, US.
Improved Reliability of Universal Joints on LPP Main Cooling Water Pump
c o rrection of unbalance. The masses are placed on the left end plane
and the right end plane re s p e c t i v e l y. In this manner, the re s u l t a n t
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
f o rce 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 ) . P resence of very high
centrifugal forces could cause grease to separate into oils and soaps
as mentioned in the article titled ' G rease 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 11 t h May 2002 by Total Solution Te c h n o l o g y
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.
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 re l i a b i l i t y
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 - g reasing is every 3 months or 1000hrs
in operation, whichever occurs first'.
It can also be concluded that the lubricant used, EP 2 grade gre a s e
is a recommended one by other manufacturers as well and previous
failures were not related to the unsuitability of lubricant.
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 carr i e d
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.
9. Acknowledgement
The author would like to extend his gratitude to the Mechanical
Maintenance section for giving their cooperation and eff o rt in making
this modification works went through successfully.
*
24

25
Importance of CMMS in Schools
Importance of
CMMS in
Schools
By Oren Tirosh
Techs4Biz Australia Pty Ltd www.pervidi.com.au
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 isn’t one program that is specifically designed for school
maintenance purposes. The schools pro p e rty 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
a p p ro p r i a t e l y. Automation and electronic re c o rd 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.
A c c o rding to the School Capital Maintenance Report (Vi c t o r i a n
Independent Schools BGA, August 2000), 48% of survey participants
w e re 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
s e rvices 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 eff i c i e n t .
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 Vi c t o r i a n
g o v e rnments policy emphasised in the Building Act and re l e v a n t
Legislations. The new building regulations indicate that existing public
buildings must be inspected periodically ensuring they are well
maintained stru c t u r a l l y, and that all essential services such as safety
equipment are regularly examined. According to the Vi c t o r i a n
G o v e rn m e n t ’s Asset Management Series (January 1996), this eff e c t i v e
management of assets will save money.
CMMS should address the following facility manager’s 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
• 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 school’s systems (building management
system, general ledger, etc...)
C u rrent technologies allow software companies to develop
packages with automation capabilities at aff o rdable prices. Before
making any investment decisions, however, it is important to
acknowledge that a fully operational automation system must include
t h ree 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.
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
re p o rting and analysis. The CMMS server should store all the data and
p rovide 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 organisation’s 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
E v e ry school has its own special needs and re q u i rement. The
CMMS software, there f o re, must be flexible in a cost-eff e c t i v e

m a n n e r, addressing the school’s exact re q u i rements and business
criteria, without making major adjustments to the school existing
technology.
To maximize utilisation and re t u rn-on-investment, desktop/serv e r
applications should not be stand-alone. They should be designed fro m
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
a l ready exists on paper forms or on the desktop, improving one’s 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
s c h o o l ’s re q u i rements and pre f e rences. 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 re q u i red by technicians, engineers, and
maintenance personnel for perf o rming their tasks and activities. It can
p rovide 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 re c o rded with the handheld device can then automatically
be transferred to the desktop/server database without the need for
ARMS Reliability Engineers: Providing Asset Management Solutions To Drive Business
Performance.
Uncertain how to approach equipment reliability and how to reduce the cost of failure?
ARMS Reliability Engineers can help.
IMPROVING YOUR BUSINESS RESULTS IS OUR GOAL
With simple methods, powerful software and a proven delivery approach, many
of the worlds leading companies are improving business profitability with:
• Improved Asset Performance
• Reduced risk of catastrophic incidents
• Repetitive failures eliminated
• Lower maintenance costs
• Less plant downtime
Whether you have a new project that is still being designed or an existing
facility that you wish to improve, our simple to use reliability techniques
coupled with proven software and powerful delivery approach, provide
solutions so your operation can realize outstanding results.
further data entry or data reformulation. The means of data transfer
between handheld devices and the database can be through a
s t a n d a rd cradle, wired modem, infrared, Bluetooth, or wire l e s s
communications. The handheld software should be able to run on
multiple hard w a re 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 fro m
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,
t h e re f o re avoiding the necessity of spending larger sums of money in
the future on the continued use of equipment. A pro f e s s i o n a l
maintenance plan must be developed to include a computerised
automation system that is tailored to the school’s 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, there f o re creating better efficiencies and
saving the school large sums of money.
PROVEN OUTCOMES
For further information view us on the web at
www.reliability.com.au or call us for a free
appraisal of your needs call us on +61 3 5255 5357
Importance of CMMS in Schools
Make decisions to eliminate the root cause of failures
Implement optimum strategies to maintain equipment at:
- Reduced risk, Minimum Cost, Maximum Contribution to bottom line levels.
Optimise system design to maximise:
- Availability, Plant Production
- Ensure Optimum balance of equipment reliability and maintainability.
Identify hazards and find effective risk mitigation plans
Proactively, manage the lifecycle performance of equipment
26

27
The Strategic Importance of Asset Management
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 re g a rding 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
s o f t w a re, 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.
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 1970’s. These
changes have encompassed attitudes within society, heightened
levels of understanding as well as the competitive market forc e s
acting on the function of physical asset management.
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 enviro n m e n t
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
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 Exxon-
Valdez environmental incident, the Union Carbide disaster in Bhopal
in India or more recently the linking of Powergen to the New Yo r k
blackout. All of these incidents have remained chained to these
companies in the public mind.
Heightened Level of Understanding
The publication of the re p o rt 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 re p o rt fly in the face of long-held,
“common-sense” type beliefs and have exposed the true complex
n a t u re 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 company’s 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

those that don’t 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
i n d u s t ry 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.
Competitive Market Forces
One of the key elements of the increasingly open global competitive
e n v i ronment is pre s s u re on costs. Pre s s u res to increase pro f i t
m a rgins, 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 re d u c t i o n s
in this area.
Maintenance costs are high, in some cases artificially high. Not
only are they high but there is increasing pre s s u re 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 pre s s u re to spend less is gre a t e r
The Strategic Importance of Asset Management
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
p reviously 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
p roduct 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
f a c t o r. 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 re d u n d a n c y. Added to that are other areas of
i n e fficiency 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 re q u i res a re d i re c t i o n
of costs from the present activities towards activities that we tru l y
MainPlan
Maintenance Management System
Features include:
• Windows 95/98/NT4/2000 Compliant
• Easy to install and use
• Powerful graphical report writer
• LAN and WAN compatible
• Citrix Metaframe certified
• Training and Support throughout
Australia by Dbase Developments
From only $1,100 inc. GST
For a FREE evaluation copy of MainPlan please contact Dbase Developments on 0500 59 59 55, fax this
coupon to 03 9502 0250, send an email to sales@mainplan.com or visit us at www.mainplan.com
Name: ____________________________________ Company:____________________________
Address: ________________________________________________________________________
Phone: _________________ Fax:__________________ Email:__________________________
28

29
The Strategic Importance of Asset Management
Safety
Production
Costs Environment
Asset Management
Capital Planning Regulation
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 re g u l a t o ry and legislative compliance, safety and
e n v i ronmental 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
Legislation
Quality
• 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 re g a rding 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 i n t e rnal to the
c o m p a n y, 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 pre m i s e s .
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 today’s market
that are particularly of concern.
They are:
• 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
re f e rred 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
c o n s i d e red the “main game”. (Often financial, supply chain or
i n f o rmation technology related) Decisions within this area have
f requently been taken, or managed, by people with little or no tru e
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
u n related 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 re c o g n i s e d
“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 board rooms 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 stru c t u re of this market sector.
Decisions re g a rding selection, implementation and postimplementation
management must become more focussed on the tru e
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.
Outsourcing in Asset Management
O u t s o u rcing has become one of the catchcries of those off e r i n g
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.
R e g a rdless 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 re s p o n s i b i l i t y, 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. T h e
d e t e rmination of exactly what maintenance regimes should be applied
in order to comply with the corporate re q u i rements 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

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
s t a n d a rds 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 re q u i rements, 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 a n d
doing the job right is the essence of responsible asset steward s h i p
and will be the basis on which asset managers, will be judged in the
f u t u re, re g a rdless of who they have delegated responsibility to for
executing this plan.
The Use of Call-Centres
The use of call centres for asset management is an extre m e l y
disturbing development and one that is increasing in popularity.
People with some form of engineering background often staff these
i n i t i a l l y, 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
The Strategic Importance of Asset Management
c e n t res 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 curre n t
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 re g a rding 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 afterm a t h
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.
30

31
The Strategic Importance of Asset Management
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 re p resents 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 re p resent the corporate
objectives and goals, and expressing how asset management can play
a part in achieving these goals.
This energy is then carried forw a rd to impact on the remaining are a s
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 re s u l t .
The Corporate Viewpoint
P e rhaps more than any other management initiative, asset
management is heavily driven by the corporate re q u i rements 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 score c a rd. This proven tool has been used successfully
t h roughout the world as a means of communicating corporate
s t r a t e g y, 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
i m p o rtance. Secondly it provides guidelines for future decisions that
will need to be taken re g a rding the following steps in the chain
re a c t i o n .
Developing Maintenance Strategy
The corporate objectives, once clearly defined and linked to asset
management, act as “re q u i rements” in the creation of the strategy
regimes.
An example of this can be found in the linking of corporate
objective re g a rding quality to asset perf o rmance. Determining exactly
what the future acceptable level of poor quality will be immediately
p rovides a guide for the perf o rmance standards re q u i red of the assets
in the production lines.
These then need to be considered along with all o t h e r
re q u i rements that the company may have of its assets. There are a
large number of areas that contribute to the company’s requirements
of its assets, and all of these need to be considered in the re s u l t i n g
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.
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 support i n g
business needs and processes that will be required to execute them.
As the strategies are developed information re g a rding the clear
re q u i rements of the materials and human re s o u rces 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.
S i m i l a r l y, 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 re q u i re diff e rent maintenance scheduling fre q u e n c i e s ,
in others it may re q u i re whole new skill bases to be developed or it
may lead to changes in the ways that we plan, perf o rm and re c o rd
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 “re q u i rements”. 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.
Administering Maintenance Strategy
With the asset re q u i rements, supporting business needs and work
p rocesses 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.
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
s o u rce 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. Using the correct people;
2. With the correct knowledge;
3. To make decisions in the correct 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

Survey 2004
2004 Survey Of Special Maintenance Applications Software
2004 Survey Of
Special Maintenance
Applications Software
Compiled by Ian Bradshaw , August 2004. The data given in this 2004 Special Maintenance Applications Survey Survey (SMAS) is extracted, as received, from the re s p o n d e n t s .
EIT does not there f o re accept any liability for actions taken as a result of information given in this Surv e y.
@ptitude (SKF Reliability
Systems)
@ptitude is an embedded knowledge based system
that Integrates asset data; identifying symptoms
and faults for use within corrective actions.
Company Information:
Name: Apt Group
Address: Suite 22, 450 Elizabeth Street Surry
Hills NSW 2010
Contact: Ian Jones
Phone: 02 9318 0213
Fax: 02 9318 0776
Email: info@aptgroup.com.au
Web: http://www.aptgroup.com.au
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 A l a r m s
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).
AIMSS Authoring Tool
AIMSS authoring tool set puts all the technical
information you need to maintain complex systems
at your fingertips.
Company Information:
Name: RELIASS
Address: Cams Hall, Cams Hill, FAREHAM, UK,
PO16 8AB
Contact: Mr Kouroush Fassihi
Phone: +44 1329 227 448
Fax: +44 1329 227 449
Email: info@reliass.com
Web: http://www.reliability-safetysoftware.com
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.
APT INSPECTION
APT-INSPECTION: calculates the best inspection,
monitoring or test interval and quantifies the
economics of risk-based inspection methods.
Company Information:
Name: Asset Performance Tools Ltd
Address: Prince Henry House, Kingsclere
Business Park, Kingsclere, Hampshire,
RG20 4SW
Contact: Bert Montgomery
Phone: +44(0)1635 299200
Email: bert.montgomery@aptools.co.uk
Web: 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
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.
Company Information:
Name: Asset Performance Tools Ltd
Address: Prince Henry House, Kingsclere
Business Park, Kingsclere, Hampshire,
RG20 4SW
Contact: Bert Montgomery
Phone: +44(0)1635 299200 Email:
bert.montgomery@aptools.co.uk
Web: www.aptools.co.uk
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).
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.
Company Information:
Name: Asset Performance Tools Ltd
Address: Prince Henry House, Kingsclere
Business Park, Kingsclere, Hampshire,
RG20 4SW
Contact: Bert Montgomery
Phone: +44(0)1635 299200 Email:
bert.montgomery@aptools.co.uk
Web: www.aptools.co.uk
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).
32

33
Survey 2004
2004 Survey Of Special Maintenance Applications Software
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.
Company Information:
Name: Asset Performance Tools Ltd
Address: Prince Henry House, Kingsclere
Business Park, Kingsclere, Hampshire,
RG20 4SW, UK
Contact: Bert Montgomery
Phone: +44(0)1635 299200
Email: bert.montgomery@aptools.co.uk
Web: www.aptools.co.uk
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).
APT SCHEDULE
APT SCHEDULE: Offers a unique opportunity to
provide a comprehensive and fully quantified
analysis of optimal shutdown and work scheduling
strategy.
Company Information:
Name: Asset Performance Tools Ltd
Address: Prince Henry House, Kingsclere
Business Park, Kingsclere, Hampshire,
RG20 4SW
Contact: Bert Montgomery
Phone: +44(0)1635 299200
Email: bert.montgomery@aptools.co.uk
Web: www.aptools.co.uk
Software Details:
APT SHCEDULE provides sophisticated and
rapid ìwhat-ifî? 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).
APT SPARES
APT SPARES shows you which ‘slow moving’ or
insurance spares to hold, and in what numbers.
Company Information:
Name: Asset Performance Tools Ltd
Address: Prince Henry House, Kingsclere
Business Park, Kingsclere, Hampshire,
RG20 4SW
Contact: Bert Montgomery
Phone: +44(0)1635 299200
Email: bert.montgomery@aptools.co.uk
Web: www.aptools.co.uk
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).
ASENT Toolkit
ASENT is a comprehensive modular set of software
tools that enables you to manage design tasks with
ease.
Company Information:
Name: RELIASS
Address: Cams Hall, Cams Hill, FAREHAM, UK,
PO16 8AB
Contact: Mr Kouroush Fassihi
Phone: +44 1329 227 448
Fax: +44 1329 227 449
Email: info@reliass.com
Web: http://www.reliability-safetysoftware.com
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.
ATC Professional
Shutdown/Turnaround Management System
Management system designed specifically for oil
refinery and petrochemical plant
shutdowns/turnarounds.
Company Information:
Name: InterPlan Systems Inc.
Address: P.O. Box 590131
Contact: Bernard Ertl
Phone: 281-482-7126
Fax: 281-648-1821
Email: info@interplansystems.com
Web: http://www.interplansystems.com/
Software Details:
ATC Professional is a proactive turnaround
management system that is much more than just
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".
Company Information:
Name: Maintenance 2000 Limited
Address: Broadhaugh
Building
Suite 110
Camphill Road
Broughty Ferry
Dundee DD5 2ND
Scotland
Contact: Dr. David Smith
Phone: +44 (0) 1382 803070
Fax: +44 (0) 1382 737736
Email: david@maint2k.com
Web: www.maint2k.com
Software Details:
B E TAPLUS 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.
h t t p : / / w w w. m a i n t 2 k . c o m / r e l i a b i l i t y - m a i n t e n a n c e -
optimization-software.htm for further functional
details and costs.
CATLOC
CATLOC is a sophisticated life cycle costing tool
with a new unique flexible approach to LCC
modeling.
Company Information:
Name: SYSTECON AB
Address: BOX 5205
SE10245
STOCKHOLM
SWEDEN
Contact: Oskar Tengo
Email: systecon@systecon.se
Web: www.systecon.se

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.
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.
Company Information:
Name: Maintenance 2000 Limited
Address: Broadhaugh Building
Suite 110
Camphill Road
Broughty Ferry
Dundee DD5 2ND
Scotland
Contact: Dr. David Smith
Phone: +44 (0) 1382 803070
Fax: +44 (0) 1382 737736
Email: david@maint2k.com
Web: www.maint2k.com
Software Details:
C O M PARE (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.
Survey 2004
2004 Survey Of Special Maintenance Applications Software
• 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
Company Information:
Name: RELIASS
Address: Cams Hall, Cams Hill, FAREHAM, UK,
PO16 8AB
Contact: Mr Kouroush Fassihi
Phone: +44 1329 227 448
Fax: +44 1329 227 449
Email: info@reliass.com
Web: http://www.reliability-safetysoftware.com
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.
EAGLE Toolkit
EAGLE presents a complete logistics solution, from
building logistics data and maintaining existing
databases to providing reports, and other postproduction
support.
Company Information:
Name: RELIASS
Address: Cams Hall, Cams Hill, FAREHAM, UK,
PO16 8AB
Contact: Mr Kouroush Fassihi
Phone: +44 1329 227 448
Fax: +44 1329 227 449
Email: info@reliass.com
Web: http://www.reliability-safetysoftware.com
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-STD-
1388-2B, 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.
Company Information:
Name: InterPlan Systems Inc.
Address: P.O. Box 590131
Contact: Bernard Ertl
Phone: 281-482-7126
Fax: 281-648-1821
Email: info@interplansystems.com
Web: http://www.interplansystems.com/
Software Details:
e TaskMaker 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.
e TaskMaker 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.
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.
Company Information:
Name: Maintenance 2000 Limited
Address: Broadhaugh Building
Suite 110
Camphill Road
Broughty Ferry
Dundee DD5 2ND
Scotland
Contact: Dr. David Smith
Phone: +44 (0) 1382 803070
Fax: +44 (0) 1382 737736
Email: david@maint2k.com
Web: www.maint2k.com
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
h t t p : / / w w w. m a i n t 2 k . c o m / r e l i a b i l i t y - m a i n t e n a n c e -
optimization-software.htm for further functional
details and costs.
Faultree Plus Version 10.0
Reduce risk and improve safety with the worlds
most popular faultree, event tree and markov
analysis software package FaultTree+.
Company Information:
Name: ARMS Reliability Engineers
Address: PO Box 501 Ocean Grove
Victoria 3226
Contact: Michael Drew
Phone: 0352 555 357
FAX: 0352 555 778
Email: arms@reliability.com.au
Web: www.reliability.com.au
Software Details:
Fa u l t Tree+ 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.
Fa u l t Tree+ is used by many organisations as part
of their implementation of IEC 61508.
Fa u l t Tree+ 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. Fa u l t
tree TOP events may be used to represent
specific nodes in the event tree. Multiple
branches are also handled to allow for partial
failures. Fa u l t Tree+ 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. Fo r
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
FavoWeb - Failure Reporting
Analysis & Corrective Action
System
FavoWeb is a Web based Failure Reporting
Analysis & Corrective Action System
Company Information:
Name: RELIASS
Address: Cams Hall, Cams Hill, FAREHAM, UK,
PO16 8AB
Contact: Mr Kouroush Fassihi
Phone: +44 1329 227 448
Fax: +44 1329 227 449
Email: info@reliass.com
Web: http://www.reliability-safetysoftware.com
Software Details:
The Fa v o Web 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

Fa v o Web 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.
FMEA-Pro 6
FMEA-Pro 6 simplifies Failure Modes and Effects
Analysis for automotive, aerospace and defense,
electronics and general manufacturers
Company Information:
Name: RELIASS
Address: Cams Hall, Cams Hill, FAREHAM, UK,
PO16 8AB
Contact: Mr Kouroush Fassihi
Phone: +44 1329 227 448
Fax: +44 1329 227 449
Email: info@reliass.com
Web: http://www.reliability-safetysoftware.com
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
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.
FRACAS+
Collect, record and analyze system failures across
multiple sites, using The Failure Reporting Analysis
and Corrective Action System (FRACAS).
Company Information:
Name: ARMS Reliability Engineers
Address: PO Box 501 Ocean Grove Victoria
3226
Contact: Michael Drew
Phone: 0352 555 357
FAX: 0352 555 778
Email: arms@reliability.com.au
Web: www.reliability.com.au
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 A c t i o n
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
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 weren’t being met, and most of the time
Maintenance was to blame. The plant manager was putting pre s s u re on Greg to improve the situation,
and it wasn’t 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.
N o w, although occasional breakdowns still occurred, they were rare, and were treated as
o p p o rtunities for improvement. Teamwork between Maintenance and Production had never been
b e t t e r, and the plant operators were taking on more responsibility for perf o rming some tasks that had
p reviously been considered to be “maintenance” tasks. Plant perf o rmance had improved, and not
only were production targets now being constantly met, but quality and safety performance had also
improved.
Survey 2004
2004 Survey Of Special Maintenance Applications Software
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 Isograph’s powerful availability
simulation, reliability centred maintenance and
Weibull software.
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.
Company Information:
Name: ARMS Reliability Engineers
Address: PO Box 501 Ocean Grove Victoria
3226
Contact: Michael Drew
Phone: 0352 555 357
FAX: 0352 555 778
Email: arms@reliability.com.au
Web: www.reliability.com.auSoftware Details:
• Hazop+ Version 2.0 helps you to customise
your Hazop study, it provides a very
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 Assetivity’s
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.
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.
Company Information:
Name: Ivara Corporation
Address: 935 Sheldon Court
Burlington, Ontario
L7L 5K6 Canada
Contact: Ann Christie
Email: ann.christie@ivara.com
Web: www.ivara.com
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.
LCC Ware Version 3.0
lccWare allows the user to define the cost
elements of a system during its lifetime, from
inception to disposal.
Company Information:
Name: ARMS Reliability Engineers
Address: PO Box 501 Ocean Grove Victoria
3226
Contact: Michael Drew
Phone: 0352 555 357
FAX: 0352 555 778
Email: arms@reliability.com.au
Web: www.reliability.com.au
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 A R M S
Reliability Engineers on 52542922 or access us
on the web at www.reliability.com.au
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).
Company Information:
Name: RELIASS
Address: Cams Hall, Cams Hill, FAREHAM, UK,
PO16 8AB
Contact: Mr Kouroush Fassihi
Phone: +44 1329 227 448
Fax: +44 1329 227 449
Email: info@reliass.com
Web: http://www.reliability-safetysoftware.com
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 A s s e s s m e n t
(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.
LOGAN Monte Carlo
Simulation Tool
The LOGAN Monte Carlo analysis module is
suitable for the evaluation of the availability of
complex systems or processes.
Company Information:
Name: RELIASS
Address: Cams Hall, Cams Hill, FAREHAM, UK,
PO16 8AB
Contact: Mr Kouroush Fassihi
Phone: +44 1329 227 448
Fax: +44 1329 227 449
Email: info@reliass.com
Web: http://www.reliability-safetysoftware.com
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
r e d u n d a n c y, 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.
Company Information:
Name: SYSTECON AB
Address: BOX 5205
SE10245 STOCKHOLM
SWEDEN
Contact: Oskar Tengo
Email: systecon@systecon.se
Web: www.systecon.se
Software Details:
M a D CAT (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. Tr e n d
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
customer’s data sources.
MaintenanceMax
MaintenanceMax is the performance support
system for maintenance personnel: a web-enabled
tool that integrates procedures, schematics,
training, forms, and more
Company Information:
Name: REI Systems, Inc.
Address: 7620 Little River Turnpike, Suite 500,
Annandale, Virginia 22003 USA
Contact: Anna Liisa Van Mantgem

Phone: 1-703-256-2245
Fax: 1-703-256-9372
Email: avanmantgem@reisys.com
Web: www.maintenancemax.com
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
c a p a b i l i t y, 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.
Masterpiece
Award winning software Masterpiece, cleans and
manages large engineering databases. Masterpiece
provides a cost effective solution to cleaning ‘dirty’
data.
Company Information:
Name: The Asset Partnership Pty Ltd
Address: Suite 1, 2 Culdees Road, BURWOOD
NSW, 2136
Contact: Stephen Young
Email: mail@assetpartnership.com
Web: www.assetpartnership.com
Software Details:
Masterpiece is sparesFinder’s 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.
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2004 Survey Of Special Maintenance Applications Software
MEADEP - Measurement-
Based Dependability Analysis
Tool.
Measurement-Based Dependability Analysis Tool.
Sophisticated System Reliability - Availability
Modelling Made Simple
Company Information:
Name: RELIASS
Address: Cams Hall, Cams Hill, FAREHAM, UK,
PO16 8AB
Contact: Mr Kouroush Fassihi
Phone: +44 1329 227 448
Fax: +44 1329 227 449
Email: info@reliass.com
Web: http://www.reliability-safety-
software.com
Software Details:
Measurement-Based Dependability A n a l y s i s
Tool.
Sophisticated System Reliability - Av a i l a b i l i t y
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)
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ME Analyst
ME Analyst is a maintenance engineering software
suite that assists maintainers to conduct various
maintenance analysis methodologies such as
FMECA and RCM.
Company Information:
Name: GHD
Address: Level 8, 180 Lonsdale St.
Melbourne 3000
Contact: Nicholas Phillips
Phone: 613 8687 8000
Fax: 613 8687 8111
Email: maintenance_engineering@ghd.com.au
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
MINCOM LinkOne
LinkOne is an illustrated parts catalogue and
documentation software which allows users to
identify parts and maintain the equipment quickly
and efficiently.
Company Information:
Name: GHD
Address: Level 8, 180 Lonsdale St.
Melbourne, 3000
Contact: Hakim Mentes
Phone: 03-8687 8000
Fax: 03-8687 8111
Email: maintenance_engineering@ghd.com.au
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
NAP
The Network Availability Program (NAP) enables
users to predict the availability and reliability of
communication networks.
Company Information:
Name: ARMS Reliability Engineers
Address: PO Box 501 Ocean Grove Victoria
3226
Contact: Michael Drew
Phone: 0352 555 357
FAX: 0352 555 778
Email: arms@reliability.com.au
Web: www.reliability.com.au
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.
OPUS10
OPUS10 is a comprehensive and flexible tool for
spares optimisation and logistics support analysis,
enabling maximum availability at minimum cost.
Company Information:
Name: SYSTECON AB
Address: BOX 5205
SE10245 STOCKHOLM
SWEDEN
Contact: Oskar Tengo
Email: systecon@systecon.se
Web: www.systecon.se
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.
PHA-Pro 6
PHA-Pro 6 is the best-selling PHA software tool in
the world.
Company Information:
Name: RELIASS
Address: Cams Hall, Cams Hill, FAREHAM, UK,
PO16 8AB
Contact: Mr Kouroush Fassihi
Phone: +44 1329 227 448
Fax: +44 1329 227 449
Email: info@reliass.com
Web: http://www.reliability-safetysoftware.com
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..
PMO2000
Manages the initial review and creation of a
maintenance strategy and the continuous
improvement process that follows in a Reliability
Assurance program.
Company Information:
Name: OMCS International
Address: 7 / 92 Railway St Sth
Contact: Steve Turner / Cameron Russell
Phone: 61 3 9315 0330
Email: steve@omcs.bz
Web: www.reliabilityassurance.com
Software Details:
Planned Maintenance Optimisation (PMO) has
become the preferred approach for defining the
maintenance requirements of the physical assets
of many of the world’s 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 user’s access levels
controlled by password.
• Allows for the use of libraries to develop
generic strategies.

• 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.
qRA Toolkit
qRA Toolkit is locally developed software for
qualitative Risk Analysis in accordance with
AS/NZS 4360, 3931 and MDG 1010
Company Information:
Name: The Asset Partnership Pty Ltd
Address: Suite 1, 2 Culdees Road, BURWOOD
NSW, 2136
Contact: Shane Chiddy
Email: mail@assetpartnership.com
Web: 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
Wells Work Scheduler
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 A u s t r a l i a
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
RAM Commander R & M Tool
RAM Commander is a Reliability and
Maintainability software for reliability
professionals and design engineers.
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 aff o rd 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.
Survey 2004
2004 Survey Of Special Maintenance Applications Software
Company Information:
Name: RELIASS
Address: Cams Hall, Cams Hill, FAREHAM, UK,
PO16 8AB
Contact: Mr Kouroush Fassihi
Phone: +44 1329 227 448
Fax: +44 1329 227 449
Email: info@reliass.com
Web: http://www.reliability-safety-
software.com
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
• Testability Analysis
• Process & design FMEA
• Fault Tree Analysis
Makeover your work
planning and scheduling
with Wells Work Scheduler
Automatically Schedule work around
equipment availability, work priority and
maintenance Resources.
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
40

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

M E X
M A I N T E N A N C E
M A N A G E M E N T
S O F T W A R E
Reduce Costs, Improve efficiency and help harness the full potential
of your maintenance operation. MEX gives companies all the power to take
c o n t rol 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 pro d u c t i v i t y.
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.
MEX’S Powerful Features Include:
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.
MEX FROM $2178*
FREE CD DEMONSTRATION
COPY OF MEX
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.
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:
✂
Phone: Fax:
www.mex.com.au
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
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
Readings
• Monitor plant readings
• Track plant usage times
• Graph results
Equipment usage/Performance
• R e c o rd and re p o rt 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
Drawings
• Complete Drawings register
• Store equipment listing for each
drawing
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
• Ease of data capture
• User customizable reports
• Export data quickly and accurately

43
Survey 2004
2004 Survey Of Special Maintenance Applications Software
RAMP - Plant Availability
Modelling Tool
RAMP is a powerful availability modelling package
developed specifically for the analysis of process
systems.
Company Information:
Name: RELIASS
Address: Cams Hall, Cams Hill, FAREHAM, UK,
PO16 8AB
Contact: Mr Kouroush Fassihi
Phone: +44 1329 227 448
Fax: +44 1329 227 449
Email: info@reliass.com
Web: http://www.reliability-safetysoftware.com
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.
Raptor Reliability Simulation
Tool
The graphical user interface and strong emphasis
on human factors make Raptor the pre-eminent
reliability analysis tool.
Company Information:
Name: RELIASS
Address: Cams Hall, Cams Hill, FAREHAM, UK,
PO16 8AB
Contact: Mr Kouroush Fassihi
Phone: +44 1329 227 448
Fax: +44 1329 227 449
Email: info@reliass.com
Web: http://www.reliability-safetysoftware.com
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.
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.
Company Information:
Name: RCA Rt Pty Ltd
Address: GPO Box 407, Melbourne 3001
Contact: Melissa Cameron
Phone: 03 9248 1381
Fax: 03 9248 1388
Email: Melissa.cameron@sirfrt.com.au
Web: www.rcart.com.au
Software Details:
R CA 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.
RCM Toolkit
Specifically designed to support SAE JA1011
compliant RCM, this proven and robust software
makes your RCM analysis easy and fast.
Company Information:
Name: The Asset Partnership Pty Ltd
Address: Suite 1, 2 Culdees Road, BURWOOD
NSW, 2136
Contact: Stephen Young
Email: mail@assetpartnership.com
Web: www.assetpartnership.com
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.
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.
RCM Turbo
Leading expert decision support methodology for
the implementation of the principles of reliability
centred maintenance and development of new,
optimised maintenance schedules.
Company Information:
Name: Strategic Corporate Assessment
Systems Pty Ltd
Address: P.O. Box 427 Heidelberg,
Vic, 3084 Australia
Contact: Chris Kelly
Phone: 03 9455 2211
Fax: 03 9455 2233
Email: chris.kelly@strategicorp.com
Web: 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

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.
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.
Company Information:
Name: SNOINO.com
Address: Broadhaugh Building Suite 110
Camphill Road Broughty Ferry
Dundee DD5 2ND Scotland
Contact: Mr. V. Narayan
Phone: +44 (0) 1382 803070
Fax: +44 (0) 1382 737736
Email: vee@snoino.com
Web: www. snoino.com
Survey 2004
2004 Survey Of Special Maintenance Applications Software
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.
h t t p : / / w w w. s n o i n o . c o m / r e l i a b i l i t y - m a i n t e n a n c e -
optimization-software.htm for further functional
details and costs.
RCMCost Version 4.0
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.
Company Information:
Name: ARMS Reliability Engineers
Address: PO Box 501 Ocean Grove
Victoria 3226
Contact: Michael Drew
Phone: 0352 555 357
FAX: 0352 555 778
Email: arms@reliability.com.au
Web: www.reliability.com.au
Software Details:
RCMCost is a 32-bit application which runs
44

45
Survey 2004
2004 Survey Of Special Maintenance Applications Software
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
RCMeasy
RCMeasy automates a re-defined RCM process
with a strong emphasis on failure mode effect
analysis, which it does very well.
Company Information:
Name: MCP AMIS Pty Ltd
Address: 21 Activity Crescent, Ernest QLD 4214
Contact: Tony Osborn
Phone: 07 55646637
Fax: 07 55646638
Email: enquiries@mcp-cg.com
Web: www.mcp-cg.com
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
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
f a c i l i t a t o r, 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
RCS Toolkit
Reliability-centred Spares (RCS) Toolkit is the
leading edge technology for accurately matching
spare parts holdings to maintenance and
operational needs.
Company Information:
Name: The Asset Partnership Pty Ltd
Address: Suite 1, 2 Culdees Road, BURWOOD
NSW, 2136
Contact: Stephen Young
Email: mail@assetpartnership.com
Web: 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.
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.
Company Information:
Name: ARMS Reliability Engineers
Address: PO Box 501 Ocean Grove
Victoria 3226
Contact: Michael Drew
Phone: 0352 555 367
FAX: 0352 555 778
Email: arms@reliability.com.au
Web: www.reliability.com.au
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
c o m p o n e n t .
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 are
combined.
Company Information:
Name: ARMS Reliability Engineers
Address: PO Box 501 Ocean Grove
Victoria 3226
Contact: Michael Drew
Phone: 0352 555 357
FAX: 0352 555 778
Email: arms@reliability.com.au
Web: www.reliability.com.au

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
F M E CA project and share data in this fully
integrated environment. For further information
or a demonstration of Reliability Wo r k b e n c h
Version 9.1. you can contact ARMS on 035255
5357 or via email arms@reliability.com.au.
RelCode
Weibull analysis of failure data to determine burnin,
random or wear-out pattern, preventive
replacement intervals, inspection intervals and
spares requirements.
Company Information:
Name: Albany Interactive Pty Ltd
Address: 16 Wellesley Road Ringwood North
Victoria 3134 Australia
Contact: Nick Hastings
Email: Albany.interactive@bigpond.com
Web: www.albanyint.com.au
Software Details:
Functional capabilities: Analysis of failure and
successful performance data using the We i b u l l
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
Survey 2004
2004 Survey Of Special Maintenance Applications Software
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.
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.
46

47
Survey 2004
2004 Survey Of Special Maintenance Applications Software
Company Information:
Name: OMCS International
Address: 7 / 92 Railway St Sth
Contact: Steve Turner / Cameron Russell
Phone: 61 3 9315 0330
Email: steve@omcs.bz
Web: www.reliabilityassurance.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
SIMLOX
SIMLOX is a powerful and versatile tool for event
based simulation and analysis of complex
operational and logistic support scenarios.
Company Information:
Name: SYSTECON AB
Address: BOX 5205 SE10245
STOCKHOLM SWEDEN
Contact: Oskar Tengo
Email: systecon@systecon.se
Web: 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 ìrobbingî, battle
damages, batched transports, lateral support,
scheduled transfers (of systems, items or
resources) and more.
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
Company Information:
Name: Strategic Corporate Assessment
Systems Pty Ltd
Address: P.O. Box 427 Heidelberg, Vic, 3084,
Australia
Contact: Chris Kelly
Phone: 03 9455 2211
Fax: 03 9455 2233
Email: chris.kelly@strategicorp.com
Web: http://www.strategicorp.com
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
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
SVA-Pro
SVA-Pro is a comprehensive and innovative
software tool for conducting Security Vulnerability
Analysis.
Company Information:
Name: RELIASS
Address: Cams Hall, Cams Hill, FAREHAM, UK,
PO16 8AB
Contact: Mr Kouroush Fassihi
Phone: +44 1329 227 448
Fax: +44 1329 227 449
Email: info@reliass.com
Web: http://www.reliability-safetysoftware.com
Software Details:
S VA-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.
trim
Using streamlined methods, trim ranks
equipment risk, applies predeveloped maintenance
templates, and generates complete CMMS
equipment PM work orders.
Company Information:
Name: CORE, Inc.
Address: 5915 Braun Way
Contact: J. K. August
Phone: +1 (303) 425-7408
Fax: +1 (303) 425-0861
Email: jkaugust@msn.com
Web: 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

changes provide living maintenance, with change
justification basis. Trim? automates PM
development in complex maintenance
environments like power plants tasks
TTREE
A highly user friendly Fault Tree Analysis package
that, unlike more complicated products, can be
assimilated in less than an hour.
Company Information:
Name: Maintenance 2000 Limited
Address: Broadhaugh Building Suite 110
Camphill Road Broughty Ferry
Dundee DD5 2ND Scotland
Contact: Dr. David Smith
Phone: +44 (0) 1382 803070
Fax: +44 (0) 1382 737736
Email: david@maint2k.com
Web: www.maint2k.com
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).
• The Technis Beta + method for taking
account of common cause failure.
• Facilities for one-shot probability such as
human error.
h t t p : / / w w w. m a i n t 2 k . c o m / r e l i a b i l i t y - m a i n t e n a n c e -
optimization-software.htm for further functional
details and costs.
Wells Work Scheduler
Advanced scheduling application that links
Maintenance and Operations so that maintenance
work can be easily scheduled around resource and
equipment availability.
Company Information:
Name: The Software Well Pty Ltd
Address: 47 Epping Dr
Frenchs Forest 2086 NSW
Contact: Steve Sydenham
Phone: 0419 413 139
Fax: 02 9402 4532
Email: info@thesoftwarewell.com.au
Web: www.thesoftwarewell.com.au
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
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Electronics
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Contact MSc for further details on our range of infrared
Camera Systems or list of our authorised distributers.
Survey 2004
2004 Survey Of Special Maintenance Applications Software
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
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.
27 Research Drive, Croydon VIC 3136
ph 03 9761 5088 fax 03 9761 5090
email: sales@maintsys.com.au
web: www.maintsys.com.au
48

49
Plan for maintenance productivity
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. Copyright©2001
Increase Maintenance Productivity
With Finite-capacity Planning
Based on daily scheduling, comprehensive planning, and
e n g i n e e red 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, impro v e d
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,
p e rhaps several times, to do the work. They make repairs when
n e c e s s a ry, often under emergency conditions. They perf o rm periodic
preventive maintenance on a regular annual schedule. They also do
p rojects that involve modification or additions to the physical plant.
These varying, random demands create peaks and valleys in the
workload; consequently, the peaks re q u i re 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
p ro g ress, 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 pro g ress 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 pre t t y
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
s o f t w a re? In many cases, it’s the same perf o rmance management
p rocess 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
f rom our new software upgrade? How much productivity impro v e m e n t
has resulted? What is the payback period (when savings equals cost)?
What is the re t u rn on investment? If you can’t 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 pro d u c t i v i t y
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 re s u l t s
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 one’s
re s p o n s i b i l i t y, 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
t h rough 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
e v e ry 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,
p r i o r i t y, tools and materials needed, safety re q u i rements, 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 re l i e v e
s u p e rvisors and technicians from these planning tasks so they can do
more work.
The introduction of maintenance time standards is an essential
p a rt 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.

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 pro c e d u res. They document
work on work orders and enable the enterprise to develop two to four
weeks of backlog.
T h e re are four types of maintenance work: emergency re p a i r,
p reventive maintenance, routine corrective maintenance, and pro j e c t s
(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 determ i n e
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.
Using the job assignment board
Plan for maintenance productivity
• 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 re q u i rements are extremely important and should re c e i v e
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
s u p e rvisors 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 re q u i rements, and
deciding what special tools or equipment may be re q u i red. 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,
re s p e c t i v e l y. 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 hard w a re store for out-of-stock
or nonstock items.
4. The supervisor organizes the next day’s work. Only enough work
to make full use of available staff, plus a small cushion, is re l e a s e d
each day. Current excess work orders should be collected and
reissued as the maintenance finite-capacity planning system is
i n t roduced. 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
b o a rd”). 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
p replanned routine corrective work, preplanned pre v e n t i v e
maintenance work, and project work to each member of the crew.
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 pro c e d u res for filling out the work order are explained to each technician by the supervisor before the system is implemented.
50

51
Plan for maintenance productivity
Figure 1. Cost per standard hour trend.
Figure 2. Cumulative savings vs. cost resulting from productivity improvement..
Figure 3. Backlog trend for planning next week’s work and future staffing.

6. The supervisor monitors work order progress daily and adjusts
assignments for emergencies, delays, and completions. These
conditions are part of the typical maintenance depart m e n t ’s
experience, so the system must be flexible enough to roll with these
minute-to-minute changes. If there are plenty of planned work ord e r s
ready for assignment, they can be staged and ready when the ru s h
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 user’s point of view.
8. E v e ry day, the supervisor checks completed work orders for
quality and completeness of re p o rting. 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.
9. Completed work orders are turned in by the supervisor every
day to ensure completeness of equipment histories and control re p o rt s
and to verify that all hours worked are accounted for.
1 0. Once a week, the supervisor reviews the previous week’s work,
performance report results (Figures 1 and 2), and organizes the next
week’s work (Figure 3) with the planner.
1 1. Planners identify and obtain needed as-built drawings and
manuals for vendor troubleshooting, preventive maintenance,
c o rrective maintenance, and parts. Missing information is often a
cause of delay. If critical information such as an equipment re p a i r
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 searc h
engine. If technicians have access to the database from a portable,
w i reless computer, they can look at the information on a heads-up
display while working.
1 2. C o n v e rt troubleshooting into preventive maintenance or re -
design of mission-critical equipment. Analysis of the failure
i n f o rmation by the planning group can reveal the reasons for
equipment failure or diminished capability. With this inform a t i o n ,
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.
1 3. 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 re p o rts or SQL query
c a p a b i l i t y. 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 re v e a l s
where management attention will yield the greatest results.
1 4. Integrate the scheduling into the CMMS by activating the work
o rder 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,
t h e re would have been no need to install the scheduling function when
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 alre a d y
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.
• 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.
Plan for maintenance productivity
• On-the-job-training time unreported. Both trainee and trainer
actual time should be re p o rted 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
d e t e rmine the source of any shortfall in time on work ord e r s .
Finite-capacity planning starts with organizing a dedicated
planning function and introducing pre d e t e rmined maintenance time
s t a n d a rds. 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
w o r k f o rce size without any hiring authority since each individual
works more productively and with increasing skill. It frees superv i s o r s
from planning so they have more time to be at the job sites ready to
c a rry out their two most important responsibilities fully utilizing the
workforce and developing the skills of their staff.
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
Manager’s Standard Manual, 2nd ed., Prentice-Hall, 1997.
4. Zandin, Kjell B., editor-in-chief, Maynard’s
Industrial Engineering Handbook, 5th ed., McGraw-Hill, 2001.
5. Zandin, Kjell B., MOST Work Measurement
Systems, 2nd Ed., Marcel Dekker, 1990.
Tom Westerkamp is a consultant, author, and speaker. He is
founder and CEO of Productivity Network Inc., a pro d u c t i v i t y
i m p rovement consulting firm specializing in maintenance
management, health care business office management, and telecom
technology. Copyright©2001
52

53
Unbelievable: Resonances And Their Enormous Force
Unbelievable:
Resonances
And Their
Enormous Force
Mathias Luft,
PRÜFTECHNIK
PRÜFTECHNIK 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 re c o rd a so-called Bode diagram or run up curve. This
m e a s u rement re c o rds the amplitude of the rotational fre q u e n c y
vibrations (i.e. the part of the vibration caused by imbalance) as a
function of the speed. It revealed a trend that indicated the cru c i a l
c i rcumstantial evidence for the re c o n s t ruction of the damage
p ro g ression (Fig. 1, right). At approx. 1130 rpm, and thus below the
operating speed of 1300 rpm, a sudden rise in the rotational fre q u e n c y
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
t h rough 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
l a rge 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 re q u i re more time to build up to high
vibration amplitudes than, for example, light impellers. Thus, in addition
to the optimum balance of the ro t o r, rapidly passing through the point
of resonance is also a key factor in avoiding unacceptable vibrations
near the point of resonance.
A n y w a y, if the resonance point of the rotor is to be shifted,
constructive changes are essential. In this case, the changing of the
r i g i d i t y, the mass or the bearing spacing are the most import a n t
parameters although such measures are often not possible for cost
reasons. However, as an additional measure in variable- speed
a g g regates, at least the speed range close to the resonant fre q u e n c y
must be blocked in the converter control unit.

Rise In Resonance
Figure 1. Amplitude Curve
Figure 2a. Bode Diagram / Startup Curve
Phase Shift by 180˚
Resonance point
1. Bending intrinsic form
A= 82.6 mm/s
n= 1132 rpm
Figure 2b. Bode Diagram / Startup Curve
Figure 3. Vibration From A Rotor
Unbelievable: Resonances And Their Enormous Force
Resonance
Resonance
54

55
Hosted CMMS - Are You Ready For The Revolution?
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 don’t know, a revolution in the way software is
distributed is at hand. It is changing the way your vendors and serv i c e
p roviders pro c u re, distribute, deploy, manage, and bill for software
applications. What am I talking about? One of the most rapidly gro w i n g
areas of the software industry, that of Application Service Providers
(ASP) or hosted solutions.
A S P ’s are comprehensive software and support serv i c e s ,
developed to deliver state-of-the-art and world class computerized
maintenance management systems (CMMS) right to your door via the
I n t e rnet. 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 bro w s e r. 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 impro v e
p roductivity; 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
d e p a rtment doesn’t possess the re s o u rces and/or technical expert i s e
to support your eff o rt, 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 serv i c e
contracts. You have to buy new hard w a re and also hire outside
s e rvice professionals to help implement the application, configure the
h a rd w a re, migrate the data and finally train your people. All the while,
t rying to figure out how to pay for all these up-front costs out of
c u rrent operating budgets. Not to mention, I’m sure all of you are tire d
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 hard w a re. They
o ffer training, setup, 24X7 help desk, data management and analytical
s u p p o rt 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 bro w s e r, 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 PC’s 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.
L e t ’s 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, hard w a re
and software will probably have to be updated, so the cycle start s
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% diff e rence. 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.
A S P ’s 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 don’t
utilize anyway). Secondly, Internet data transfers are not yet reliable
enough every w h e re 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
S e rvice Provider (ASP) dedicated to leveraging the capabilities of
web-based facilities management technology.

Traditional
$700.000
$600.000
$500.000
$400.000
$300.000
$200.000
$100.000
$0
In-house
Hosted
Hosted vs In-House Analysis
Year 1 Year 2 Year 3 Year 4 Year 5
$369,112 $427,792 $486,472 $545,151 $635,506
$96,720 $181,440 $266.160 $350,880 $435,600
Figure 1. Cumulative Cost Comparison.
Total Cost Of Application
Cost Component Year 1 Year 2 Year 3 Year 4 Year 5 5 Year Total
Hardware Database Server $7,000 $7,000
Application Server $7,000 $7,000
Web Server $7,000 $7,000
Report Server $7,000 $7,000
Upgrade PCs $62,500 $62,500
Software Application Fees - MRO $168,600 $168,600
Database Fees - SQL $9,600 $9,600
Report Writer $1,800 $1,800
Server Support Initial Configuration - 4 weeks $7,692 $7,692
Set Up - 4 weeks $7,692 $7,692
Database - 2 weeks $3,846 $3,846
Web Install - 1 week $1,923 $1,923
Security Setup - 4 weeks $7,692 $7,692
On-going Maint. Client Server - (10 weeks p/yr) $19,231 $19,231 $19,231 $19,231 $19,231 $96,154
Web Server - (5 weeks p/yr) $9,615 $9,615 $9,615 $9,615 $9,615 $48,077
Communication Internet Fees $7,200 $7,200 $7,200 $7,200 $7,200 $36,000
Maint & Support Software - ACSP $33,720 $33,720 $33,720 $33,720 $33,720 $168,600
Hardware - 10% p/yr $9,615 $9,615 $9,615 $9,615 $36,200
Upgrades Software Install (4 weeks p/yr) $7,692 $7,692 $7,692 $7,692 $30,769
Hardware (2 weeks p/yr) $3,846 $3,846 $3,846 $3,846 $15,385
Depreciation Capital Cost (35%) -$31,675 -$31,675 -$31,675 -$31,675 ($95.025)
Yearly Cost $369,112 $58,680 $58,680 $58,680 $90,355 $635,506
Cumulative Total $369,112 $427,472 $486,472 $545,151 $635,506
Table 1. In-House application cost for 5 year period (estimated)
Hosted
ASP
Software Lease $74,520 $74,520 $74,520 $74,520 $74,520 $372,600
Communication EN2Max $15,000 $3,000 $3,000 $3,000 $3,000 $27,000
Internet $7,200 $7,200 $7,200 $7,200 $7,200 $36,000
Hardware Upgrade PCs $62,500 $62,500
Depriciation Capital Cost (35%) -$21,875 -$21,875 -$21,875 ($65,625)
Yearly Cost $96,720 $84,720 $84,720 $84,720 $84,720 $435,600
Cumulative Total $96,720 $181,440 $266,160 $350,880 $435,600
Table 2. Host application cost for 5 year period (estimated)
Hosted CMMS - Are You Ready For The Revolution?
56

57
IMPLEMENTING PROBLEM SOLVING EXCELLENCE USING SIX SIGMA
IMPLEMENTING
PROBLEM SOLVING
EXCELLENCE USING
SIX SIGMA
D Jenkins 1 & P Townson 2
1 Maintenance Hatch Associates Pty Ltd
2 Global Maintenance Network Full time member - BHP Billiton
Summary
To operate excellently, businesses must be faster and more
e ffective 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
w h e re 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 stru c t u res: and Sustaining
momentum.
The review re i n f o rced that to develop an effective problem solving
c u l t u re we need to think beyond a process for solving problems (of
which there are many proven effective problem solving processes out
t h e re) 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.
K e y w o rds: Problem solving, change management, impro v e m e n t
process, data analysis
1 WHAT IS PROBLEM SOLVING
EXCELLENCE AND WHY WAS IT
DEVELOPED?
To operate excellently, businesses must be faster and more
e ffective 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 pro b l e m
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 incre a s i n g
competition: margins are being squeezed: plant reliability could be
better: and they know they have lots of problems although are not sure

w h e re 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 diff e rent 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
p e rf o rmance 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 eff o rts 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 re s u l t
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-
IMPLEMENTING PROBLEM SOLVING EXCELLENCE USING SIX SIGMA
Figure 1: Problem solving excellence process
sigma process for accelerated change as shown by the large arrow
in figure 1 under the transition and learning phase. This pro c e s s
p rovides 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
d e s i red 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
e n s u re we can effectively move through the transition and learn i n g
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) re q u i re 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 pro c e s s
that captures the part i c i p a n t ’s key learnings and perceived barr i e r s
p reventing the site from moving from their current state to the desire d
result. These captured thoughts were mapped against the change
elements and provided us with a real insight into the PSE pro c e s s .
The remainder of this paper explores our findings and discusses our
success factors and learnings.
58

59
IMPLEMENTING PROBLEM SOLVING EXCELLENCE USING SIX SIGMA
2.1 Leading the way
For a change to be successful the change element “leading the
way” re q u i res 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: Learnings
• Participants made personal • The business needs to lead the
Commitment to leading the way to support participants
way
• Developed a thorough • Our expectations of the site
approach to engage were not always clear
management
Participants Quotes:
Our bosses behaviours don’t match their expectations, they shift their
goals before completing an initiative
(another initiative which never gets finished)
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
w a y, 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 corre c t
expectations up front.
2.2 Building coalitions & commitment
E ffective 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
a p p roach 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 pro v i d i n g
real benefits. Automatically building collations and commitment and
also solving real problems to kick start the business impro v e m e n t
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 otherw i s e
we will not get people truly committed.
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 urg e n c y, for this
reason we need to get it right. The accelerated change transition
model is defined in figure 4.
Building coalitions & commitments
“ T h e re 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
• Having natural workgroups in • These same coalitions and
the workshop builds coalitions commitment needs to happen
and commitment outside the workshop
• “Learning by doing” • We need to work with the
methodology makes problems resistance and don’t
solving relevant, fun and underestimate it
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
Figure 3: Building coalitions and commitment
Some key success factors of the PSE include: completing data
analysis on the business systems (eg: SAP, downtime) provided a gre a t
understanding of the business’s current state and a feedstock of
p roblems for the workshop process (refer figure 5). The constru c t i o n
of the Uptime model provided a picture of how the plant is perf o rm i n g
over a period of time. The uptime model helps the participants in the
workshop to see the bigger picture and focus on what’s pre v e n t i n g
the business from being competitive or making the best re t u rn 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 business’s drive.
To create this urgency re q u i res 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 thre a t
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: Learnings
• Workshop data analysis • This same shared urgency
focused participants on needs to happen outside the
business opportunity workshop
• Uptime model provides a • The business needs to be open
holistic view to business and honest so people own the
losses urgency
Participants Quotes:
The business says everything is urgent, even if we are not in trouble they
are always crying wolf.
Figure 4: Creating a shared urgency

IMPLEMENTING PROBLEM SOLVING EXCELLENCE USING SIX SIGMA
Figure 5: Participant discussing their data to create a shared urgency
Figure 6: Uptime to focus on business losses to create a shared urgency
60

61
IMPLEMENTING PROBLEM SOLVING EXCELLENCE USING SIX SIGMA
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: Learnings
• Some businesses using • Take good uptime examples
uptime targets to reduce and share with other
losses over the next 5 years businesses
• Starting to integrate PSE
working into business
strategic plans
Participants Quotes:
Our vision should stop the breakdown cycle, we are not doing PM’s
because we have breakdowns and we have breakdowns because we are
not doing our PM’s. Solving problems will break this cycle
Figure 7: Focusing the vision
Figure 8: Uptime providing a clear vision to reduce losses
Most of the businesses that have completed a PSE workshop have
a strategic plan. A success factor was leveraging off this good work
a l ready 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
p a rticipants 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
m e a s u res for reliability and perf o rmance improvement. This picture
p rovides them with some clear goals over the next five years to re d u c e
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.
2.5 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 eff o rt (minimal capital as this will always slow down
i m p rovement) and we need to be confident that a solution existed.
This approach ensured we got some early successes as shown in
figure 10.

Sustaining Moments:
“The transition zone of changes re q u i res constant attention to
fueling the energy for forw a rd action. Fueling means planning to
e n s u re early wins, publicising victories, celebrating early adopters,
monitoring re s o u rce re q u i rements, and vigorously communicating the
known and unknown”
Success Factors: Learnings
• Using data analysis we find • We need to integrate the PSE
simple problems with other site initiatives
• 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
List of Improvement
opportunities
Keep on winning through a
shared understanding and
ownership of the problem
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
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
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 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 re t u rning 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
p roblem-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
IMPLEMENTING PROBLEM SOLVING EXCELLENCE USING SIX SIGMA
PSE workshops. We have struggled to develop an effective followup
process due to the geographical locations and re s o u rces re q u i re d
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
c a t e red 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 re w a rds varied from individual perf o rmance goals to
p roduction 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 eff o rts on the more difficult people
and change elements, as this will give us the biggest re t u rn on our
investment.
Aligning systems and structures:
“ T h e re are seven processes or systems that enable people and
change efforts to succeed - staffing, training, measuring, rewarding,
o rganisation 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: Learnings
• Most businesses have this • We do not need to focus our
element covered e ff o rts on this element as there
• The PSE process is working
well delivering resullts which
are measured
a re bigger fish in the other
elements
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 11: Aligning systems and structures
2.7 Chartering a transition roadmap
A Transition Roadmap enhances our ability to reward key events
and milestones and builds momentum and commitment. It pro v i d e s
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 org a n i z a t i o n a l
change strategy (A) for enrolling the hearts and minds of those who
must implement or will be impacted by the technical strategy. Wi t h o u t
their acceptance of the solution, we will not get the behaviors, action,
and urgency that impact the effectiveness of the strategy and its ability
62

63
IMPLEMENTING PROBLEM SOLVING EXCELLENCE USING SIX SIGMA
to get the desired results.
A key learning is that we must spend more time developing an
o rganizational and cultural strategy to achieve and sustain the re s u l t s
we want. It doesn’t 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 pro g ress and give early warnings when the
plan is off target?”
Success Factors: Learnings
• We have implemented some • Focusing on the technical
solutions leading to business solution alone will not lead to
benefits success
• We are starting to track • We must work more on the
problems solved in the acceptance strategy if we are
workshop and monitor for to realise the total benefit
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 don’t require capital, it is about how we work together
Figure 13: Chartering a transition road map
Figure 12: PSE process map
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 diff e re n t i a t o r
between us and our competitors. To develop an effective pro b l e m
solving culture we need to think beyond a process for solving
problems (of which there are many proven effective problem solving
p rocesses 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
p roduced 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

• 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 re q u i re d
to eliminate losses from their business’s bottom line.
David Jenkins is a Senior Consultant with Hatch Consulting located
in Brisbane (www.hatch.com.au) while Peter Townsend is a Full Ti m e
member of BHP Billiton’s Global Maintenance Network and is also
located in Brisbane.”
Maintenance 2005 Seminars
Course One
Planned Maintenance & Maintenance People
The What, When & Who of Maintenance
Course Two
Maintenance Planning
Advances In Maintenance Planning, Maintenance Control & Feedback
Course Three
Maintenance Management
Success & Excellence In Maintenance & Asset Management
For more information see: www.maintenancejournal.com
or Email: mail@maintenancejournal.com Phone: 03 5975 0083
IMPLEMENTING PROBLEM SOLVING EXCELLENCE USING SIX SIGMA
Attend Just one, two
or all three of these
one-day course
PRESENTED BY
Len Bradshaw
Melbourne
18-20 May 2005
Townsville
18-20 July 2005
Sydney
29-31 Aug 2005
In-house presentation of these seminars will only be considered for organisations outside of Australia
64

65
The Role Of Knowledge In Managing Maintenance For Business Success
The Role Of
Knowledge In
Managing
Maintenance For
Business Success
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 re s o u rce 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',
' a w a reness', '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
f rom other forms such as opinions, belief, doubt, emotions, desire s
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
re s e a rchers 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
i m p o rtant to distinguish between knowledge and information and think
of how knowledge and information relate.
T h e re are three main schools of thought in defining knowledge.
One group of re s e a rchers argues that data, information and
knowledge focus on diff e rent parts of a value chain or hierarc h i c a l
s t ru c t u re as shown in fig. 1a. The other focuses on the analysis of
' p rocess' of knowing through which the knowledge is cre a t e d ,
p rocessed and disseminated (Fig. 1b). The third group re g a rd s
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
o rganised accumulation of actionable information applicable to
problem solving [11] .
A c c o rding 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 stru c t u re(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
i n f o rmation and data [ 1 5 ] . Knowledge can also be considered as the end

of chain that begins with data as a commodity, while value is added
to data when they are processed into information and inturn
i n f o rmation gains further value when it is applied in meaning context
becoming and transformed into knowledge. However, within the value
chain approach, some re s e a rchers re g a rd knowledge as a thing or
object that we can manage, store and manipulate [11] .
T h e re 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
re g a rd to forms of knowledge is introduced by the chemist-turn e d
philosopher M. Polanyi and used by Nonaka to formulate a theory of
o rganisational learning that focuses on the conversion/ creation of
knowledge between tacit and explicit forms. Explicit knowledge or
know-what (sometimes re f e rred 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,
b ro c h u res, technical drawings, scientific formula, patents; and re a d i l y
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
Acquire
Information +
∑ (Experience,
values, patterns,
implicit rules)
Data + ∑ (Attribute,
relevance, context)
Raw facts, Figures,
Observation
Fig. 1a Data, Information and Knowlegde
Data
Quantity
Process
Knowledge
Information
Data
Result Action
The Role Of Knowledge In Managing Maintenance For Business Success
Fig. 1b Data, Information, Knowledge and Decision making
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'.
H o w e v e r, 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, there f o re, 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
i n f o rmal personal skills or craft, sometime re f e rred to as ' k n o w - h o w '.
Cognitive tacit knowledge(CTK)encompasses implicit mental models,
perceptions, beliefs and values.
I n f o rmation becomes knowledge once it is processed in the
people’s 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
p rovides a framework for evaluation and incorporating new
experiences and information".
3. Knowledge and Maintenance
Maintenance effectiveness depends upon the interplay of many
factors. These are decision making capability, the ability to deliver
d e s i red 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 eff e c t i v e
a v a i l a b i l i t y, 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
c o rrelation between measure of tacit knowledge and job perf o rm a n c e
for all levels of management [20] .
Analyzed or
Information Knowledge
Relevant and actionable
Implementation Formulate
Apply
for
• Decision Making
• Strategic Formulation
• Problem Solving
• Inovation, Creativity
66

67
The Role Of Knowledge In Managing Maintenance For Business Success
Complete Knowledge
Under
Certainty
Under
Risk
Decision Making Condition
Incomplete Knowledge
Figure 2 The zones of decision making
Under
Uncertainty
A decision is the selection of an alternative out of the several
number of alternatives available at hand considering diff e rent re l a t e d
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
p r i m a ry 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' re q u i rements, by the correct configuration,
re l i a b i l i t y, integration, operation and control and perf o rmance. In ord e r
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 perf o rm 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 [ 1 5 ] . 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 figure s ( f i g .
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 re q u i red to be collected over
a period of time for providing satisfactory representation of the true
f a i l u re characterisation of the machine. Data is of paramount
i m p o rtance to determine facts, causes and failure rate, availability
etc. Technical data are re q u i red 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,
i n f o rmation is transformed into knowledge. This knowledge is now
context specific, relevance and actionable for planing, scheduling and
executing machine maintenance decision making, problem solving,
p rognosis/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
to the desired performance of machine.
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.
T h e re 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 re s e a rchers, whom are widely consulted
practitioners and specialists in the field. The following are a
re p resentative sample. Sveiby(1997) defines KM as ' art of cre a t i n g
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
i n f o rmation throughout an organisation, so as to make it purposeful
to those who need it." (Albert, 1998). KM deals with the process of
c reating value from an organisation's intangible
assets(Liebowitz,1999). Beckman(1997) defines as "the formalisation
of and access to experience, knowledge, and expertise that cre a t e
new capabilities, enable superior perf o rmance, encourage innovation,
and enhance customer value." [ 2 1 - 2 2 ] A c c o rding to Yo g e s h
Malhotra(1997), "knowledge management caters to the critical issues
of organisational adaption, survival and competence in face of
i n c reasingly discontinuous environmental change. Essentially, it
embodies organisational processes that seek synergistic combination
of data and information processing capacity of inform a t i o n
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 inform a t i o n
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
t h i n g ' ( e ffectiveness) 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
p rocess through which organisations systematically and
c o m p rehensively identify, create, store, share, and apply their
institutional or collective knowledge to improve overall org a n i s a t i o n a l
effectiveness(OOE) or overall maintenance effectiveness(OME).
5. KM Framework for Maintenance
Management
There are several frameworks for KM developed by scholars. KM
frameworks have been described diff e rently by diff e rent 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 org a n i s a t i o n a l
contexts, they generally appear to ignore the diff e rences in the
operating environmental contexts. The working of KM framework
depends on individual knowledge capabilities(IC) or competencies,

o rganisational knowledge capabilities(OC) and enviro n m e n t a l
influences(EI). The stru c t u re of the framework is as follows: first layer-
Environmental 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.
E n v i ronment can be viewed from diff e rent 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, org a n i s a t i o n a l
knowledge capabilities include organisational culture, stru c t u re &
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 re q u i res knowledge for
o rganising 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 diff e rent core knowledge
Environmental Influence
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
a p p ropriate: (1)Identify (2) C reate (3) S t o re (4) S h a re and (5) A p p l y.
These are also called as knowledge life cycle. Though some
a p p roaches have additional activities, they still include in our five
basic activities.
Identify: The first phase of KM process is the identification o f
knowledge available within the organisation. Every organisation has
some maintenance objectives. To reach any destination we must know
w h e re we are. Similarly, to achieve the maintenance objective,
o rganisations 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 re q u i rements of machine,
o rganisational core capabilities and knowledge re q u i rements. In ord e r
to avoid the reuse of knowledge to reinvent the wheel, the
identification steps should be done before creating new knowledge.
C reate: The next phase is the c reation of new knowledge to
i m p rove maintenance perf o rmance and sustainable competitive
advantage. Nonaka and Takeuchi(1995)in their dynamic model of
knowledge creation suggest that knowledge is created and
t r a n s f e rred through social interaction amongst individuals and
o rganisations. Nonaka and Takeuchi also propose four diff e rent modes
of knowledge conversion between tacit knowledge and explicit
Equipment: Design complexity, cost of procurement, maintenance and spare parts
Business: Threat, opportunity, competition and globalization.
Availability: Maintenance alternatives, quality manpower and technology.
Change: Culture, technology, economy, product market, customer requirements.
Usable
Machine
Maintenance
Implementation
Organisational Capability
And Individual Capabilities
Maintenance
Choice
The Role Of Knowledge In Managing Maintenance For Business Success
Identify
KM
Process
Maintenance
Alternatives e.g.
corrective, preventive,
RCM or TPM
Figure 3 KM framework for maintenance
Feedback
Maintenance
Problem e.g.
machine breakdown
or likely to fail
68

69
The Role Of Knowledge In Managing Maintenance For Business Success
Tacit Knowledge
From
Explicit Knowledge
Tacit Knowledge
knowledge(Fig. 5) in a matrix :
Socialisation ( f rom tacit to tacit): an individual acquires tacit
knowledge directly from others through shared experience, imitation,
o b s e rvation, 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
p rocess. 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.
C o m b i n a t i o n ( f rom explicit to explicit): combines discrete pieces
of explicit knowledge into a new whole, e.g. compiling data fro m
n u m e rous source to write a re p o rt. The re p o rt 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 inform a t i o n
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 learn i n g
takes place. Creation of new knowledge takes place through the
p rocesses of combination and internalisation. Socialisation and
externalisation are complex and human interactive process.
S t o re: The next phase is the s t o r a g e of above newly cre a t e d
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.
S h a re: 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 thro u g h
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
Socialisation Externalisation
Internalisation
To
Explicit Knowledge
Combination
Figure 4 Knowledge created by four modes of knowledge conversion (after Nonaka and Takeuchi, 1995)
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 re s o u rces 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, there f o re, 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 re q u i red to translate the output of putting knowledge
in practice to work into day to day activities that can be perf o rmed by
the maintenance staff. In order to support proactive maintenance
management, it is necessary first to know what events are likely to
o c c u r. 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 org a n i s a t i o n
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
c o n c e rned 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
o rganisational 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
o rganisational knowledge capabilities by enhancing the pro b l e m
solving skills of individuals and enabling them to learn whatever they

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
f a i l u re 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).
6. Concluding Remarks
KM is not new. It is an evolutionary development rather than a
re v o l u t i o n a ry. Even before the term KM coined in the early 1990s, many
o rganisations 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”.
H o w e v e r, under increasing competitive pre s s u re many companies
a re 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
o rganisations. So in the digital age, knowledge plays an important ro l e .
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
f rom 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 diff e rence between two main types
knowledge: tacit and explicit knowledge. KM cannot be viewed as the
implementation of technology alone; rather it is a multidiscipline
a p p roach that integrates business strategy, cultures, value and
maintenance work processes. Creation of KM re q u i res the pro c e s s e s
of social interaction. The unique configuration of individuals that make
up the organisation is there f o re, 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,
i n t e rnalise 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, Butterworth-
Heinemann.
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
The Role Of Knowledge In Managing Maintenance For Business Success
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 systems-
Managerial 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.
70

71
Planned Maintenance Corner
Each issue of the MJ will have a sample Condition Monitoring routine. This issues’ sample is provided from IDCON’s 3 volume series of books
on “Condition Monitoring Standards”. This 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
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 perf o rm 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:
Condition Monitoring Standard
Steam Trap - Mechanical
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
d i s c h a rge 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 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 pre s s u re 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 invert e d
bucket steam trap. The top of the bucket is attached to a valve rod (B), which
p e rmits 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
p resent 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 WHY
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?
T h e re is little point in checking all
traps in a system before you
know the system is running at
normal operating parameters.
72

73
KEY WHAT WHY
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.
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.
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 interf e rence from nearby equipment. If you don’t
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 isn’t 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.
Ball float with thermostatic element
BALL STEAM TRAP
At low loads the ball float
traps have a tendancy to
d i s c h a rge continuously, but
at high pre s s u res the
d i s c h a rge sound will be
i n t e rmittent. If you hear a
rythmic interm i t t e n t
d i s c h a rge the trap is working
properly.
Condensate discharge will tell
you if the trap is working pro p e r l y.
P robable causes for impro p e r
discharge:
• Orifice worn
• Malfunctioning trap
• Plugged inlet line
• Trap filled with dirt
• Too high pressure
• Inv. bucket: bucket vent filled
with dirt
Safety First!
Steam systems can
be extremely hot;
do not touch any
part of steam
system.
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.

KEY WHAT WHY
BUCKET STEAM TRAP
When the trap is working
properly a hissing sound will
be heard during discharg e .
When the trap closes the
hissing sound stops.
Continuous hissing indicates
failure.
If you can see the discharge
and the trap discharg e s
i n t e rm i t t e n t l y, the trap is
working properly.
I N V E RTED BUCKET STEAM
TRAP
When the trap is working
properly a hissing sound will
be heard during discharg e .
When the trap closes a tiny
hissing sound will be heard
since the trap may bleed
t h rough the small vent (F),
see above. Continuous loud
hissing indicates failure .
Often a rattling sound fro m
the bucket can be heard
when a trap has failed. If you
can see the discharge and
the trap discharg e s
i n t e rm i t t e n t l y, the trap is
working properly.
Safety First! Steam systems can be extremely hot;
do not touch any part of steam system.
Te m p e r a t u re 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.
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 don’t 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.
Safety First!
Steam systems can
be extremely hot;
do not touch any
part of steam
system.
Cool trap is indicating failure.
Cool inlet line indicates blockage
in line
Te m p e r a t u re in conjunction with
ultrasonic can sometime help
monitor the condition of the trap,
but don’t rely on thermography by
itself.
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75
m a i n t e n a n news c e
Skilled launches new Asset
Management System -
Skilled ASSET GUARDIAN
Skilled Engineering recently launched - Skilled A S S E T
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
G UARDIAN please contact: Greg Kastes at Skilled
Engineering on (03) 9924 2214.
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
the flow of information from operations to all interfacing
functions driving reduced costs and turn times.
"Studies have shown that 20-30% of a worker’s
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.”
w w w. a v e x u s . c o m .
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

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
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 Engineô, 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 ëout- of-the-box’ solution to market,” said
Steven Taylor, President of Cathexis Innovations Inc.
“This fully integrated solution is a marriage of Cathexis’
cutting-edge RFID Engine middleware and MicroMain’s
proven asset management suite,” he added. “The RFID
Engine allows virtually any RFID or other A I D C
(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 ëfirsts,’ and now in
partnering with Cathexis we are the first major vendor
to offer an RFID-enabled CMMS,” said Pat Conroy,
President of
w w w. m i c r o m a i n . c o m
FLUOR EARNS WORK ON
AUSTRALIA’S 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 Fluor’s Operations & Maintenance group
in Australia. “It is a rare example of pure alliance
b e h a v i o r, 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.”
F M S ’s 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. w w w. f l u o r. c o m .
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77
500,000 JOBS A MATER-NANCE
MILESTONE
B r i s b a n e ’s Mater Health Services has recorded its
500,000th maintenance job in 13 years with the
software package MAINPAC.
Neil McMahon of the Mater’s 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 Hospital’s 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
i n d u s t r y, 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 McMahon’s department has continually developed
new expectations and demands for improvement of the
software. A Job Request module and functions to export
data into the Mater’s 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 Mater’s 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
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
• 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.
D ownload a free Evaluation version Now :
h t t p : / / m 1 e . n e t / c ? 3 0 8 5 4 3 7 5 - O K U u M 0 Y b J 5 K N M % 4 0 6 0 1 2 1 4 -
Q . U k I r Q Y d n h M E
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 A u t o m a t i o n
Australia distributors throughout NSW, Queensland, South
Australia, Victoria and Western A u s t r a l i a .
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 A u t o m a t i o n
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
ëstarter 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 Rock well Automation Australia distributor,
w h i ch can be located by visiting

MARK YOUR CALENDAR!
DECEMBER 5 - 8, 2004
19TH INTERNATIONAL MAINTENANCE CONFERENCE
LEARN HOW MAINTENANCE & RELIABILITY
PROFESSIONALS JUST LIKE YOU
ARE CREATING SUCCESSFUL RESULTS

79
w w w. r o ck we l l a u t o m a t i o n . c o m . a u .A l t e r n a t ive ly, p l e a s e
contact Adem Adil on 0411 260 667.
TechConnect--Rockwell’s 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 customer’s technical support needs.
Developed from Rockwell Automation Australia’s wellestablished
customer service program, the new
TechConnect program leverages the company’s 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 site’s automation
system, rather than tying the support to individual
product items.
The centrepiece to the program is the A u s t r a l i a n - b a s e d
technical support centre--one of five such ëSupport
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 Te c h C o n n e c t
program should be seen as less of a safety-net and more
as an extension to the customer’s own maintenance and
IT departments.” This is reflected in the program’s
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.
h t t p : / / s u p p o r t . r o ck we l l a u t o m a t i o n . c o m / s u p p o r t p r o g r a m . s
Online Monitoring - intelligent
and flexible
PRÜFTECHNIK 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
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
p o w e r, 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.
w w w. p r u f t e ch n i k . c o m
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
p r o d u c t s, please see the company's website at
w w w. w h i t e s t o n e r e s e a r ch . c o m .
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 appro v e d
M A I N Telligence from Design Maintenance Systems Inc.
(DMSI), (www.desmaint.com), which allows all ship
maintenance re q u i rements to be managed by a single
system using a single database. MAINTelligence's single
system and database approach greatly simplifies the
p rocess that ship operators must follow to avoid opening up

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
p rograms 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 impre s s i v e
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
s u rveys, planning the maintenance management functions
and implementing a predictive maintenance program all in
one system and in one database.
" F i n a l l y, 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
p redictive maintenance (PdM) program, covering vibration,
oil, thermography and engine analysis in one system and
one database." MAINTelligence can also manage engine
room data logging re q u i rements, using intrinsically safe
handheld computers.
For more information, contact: Michelle Po i t r a s, D e s i g n
Maintenance Systems Inc. at +1-604-984-3674 or
m i chellep@desmaint.com http://www. d e s m a i n t . c o m
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 companyís 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 A s s e t
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.
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 countryís 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 A s s e t
Management) based at the Queensland University of
Te c h n o l o g y. 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. Mainpacís 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
80

81
discrete events within the context of an organisationís
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
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 canít 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 we b s i t e :
w w w. m a i n t s y s.com.au
Contact Bret Jo n e s, Maintenance Systems Consolidated
(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.
I M PA C T.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 IMPA C T.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 IMPA C T.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 A s s e t
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 (KPIís) as they log into
the system bringing critical business intelligence to their
attention and promoting rapid resolution of issues. The
userís 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.
Whatís 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.
I M PA C T.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.
M a ke it your own Asset Maintenance Management
System with IMPAC T. N e t . Contact SoftSols Group now
and get what you want at www. s o f t s o l s g r o u p.com or
s a l e s @ s o f t s o l s g r o u p..com

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The Maintenance Journal is now available in both a PRINT version and ELECTRONIC version.
Publishing dates are: February, May, August and October
Prices are in Australian dollars (approx. Aus$1.00 = US$0.75).For Australia prices are inclusive of GST taxes
Print Version: Includes postage anywhere in the world
Print Version annual subscription is Aus$120
Electronic Version - eMJ: Downloaded as a zipped PDF file
Method of Payment (Please ✘ preferred box) FEE PAYA B L E AUS$
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eMJ Annual Subscription for Single Site Usage Aus$80
May be distributed throughout your site intranet
eMJ Annual Subscription for Multiple Sites Aus$300
May be distributed to any sites within your world wide corporation
Print plus eMJ: To receive both the Electronic and Print Maintenance Journal
Annual Subscription for both Print and eMJ is Aus$154
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Past Issues Cost of Past Issues is: Aus$44
Price is inclusive of postage and local taxes. To see a listing of past issues go to: www.maintenancejournal.com
All past issues are available in the Print format. Electronic version only available from the February 2003 issue onwards.
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Maintenance
Publications
The following Maintenance Publications, available from EIT Pty Ltd, may be ordered by:
Fax: 03 5975 5735 Email: mail@maintenancejournal.com Web: www.MaintenanceJournal.com
ALL PRICES ARE IN AUSTRALIAN DOLLARS. / PRICES for AUSTRALIA INCLUDE POSTAGE COSTS AND GST
ADD Aus$40 PER TOTAL ORDER FOR ALL DELIVERIES OUTSIDE OF AUSTRALIA.
CD’S:
WIREMAN SEMINARS - PPT SLIDES
For the first time anywhere in the world we are able to offer for sale CD’s
of hundreds of Power Point Slides from Te rry Wi re m a n ’s series of Maintenance
Seminars. These CD’s are an invaluable training and learning tool for your
maintenance personnel.
1. BENCHMARKING MAINTENANCE MANAGEMENT
CD Version Aus $295.00
Benchmarking Introduction and Generic Benchmarks - 151 slides
O rganizational Considerations, Education Problems, Work Order Systems,
Maintenance Planning, Maintenance Scheduling, Preventive Maintenance,
Maintenance Materials - 455 slides
Benchmarking Best Practices and Benchmarking Survey - 256 slides. TOTAL:
863 SLIDES
2. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS
CD Version Aus $295.00
Successfull CMMS - 31 slides
Maintenance Practice Assessment - 53 slides
Organizational Assessment - 18 slides
CMMS Selection, CMMS Implementation, CMMS Usage - 264 slides
Cost Justification and ROI - 32 slides
CMMS, ERP and EAM, CMMS Issues - 70 slides.
TOTAL: 468 slides
3. MAINTENANCE PERFORMANCE INDICAT0RS
CD Version Aus $295.00
Introduction - Performance Indicators - 125 slides
P reventive Maintenance Indicators, Inventory & Purchasing Indicators, Wo r k
Flow Systems Indicators, CMMS/EAM Systems Indicators, Training Indicators,
Operations/Facility Involvement PI’s, Predictive Maintenance Indicators, RCM
Indicators, TPM Indicators, Statistical/Financial Optimization PI’s, Cont. Impro v.
PI’s - 335 slides
Building the Pyramid &The Future - 33 slides. TOTAL: 493 Slides
4. TOTAL PRODUCTIVE MAINTENANCE
CD Version Aus $295.00
Introduction to TPM - 60 slides
TPM Organizational Considerations - 100 slides
Best Practices and TPM, Preventive Maintenance & TPM,
TPM & Stores & Purchasing, TPM & Work Orders, TPM & CMMS,
Zero Breakdown Strategies & TPM - 328 slides
Financial Benefits of TPM - 66 slides
TPM Conclusions - 37 slides.
TOTAL: 591 Slides
5. ZERO BREAKDOWN STRATEGIES
CD Version Aus $295.00
Achieving Zero Breakdown A Reality - 36 slides
Improved Equipment Effectiveness - 314 slides
Introduction, What Causes Failures?
Understanding Basic Component Design
Five Steps: Maintain Basic Conditions, Maintain Operating Standard s ,
Deterioration Prevention, Improving Design Weaknesses
Preventing Human Error, Beyond the Basics.
TOTAL: 350 Slides
MAINTENANCE - COMPUTER BASED TRAINING
EIT P/L are pleased to offer in Australia the New Standard Institute’s range of
‘e-Learning’ Products. The training products listed below are available to you
as CDs.
F e a t u re-packed, New Standard Institute's electronic bench re f e rences are
enhanced with Pop-up Definitions, Enlargeable Graphics, Animation and
interactive exercises.
All the products listed below include narrated text.
For full details of each CD see our web site at:
www.maintenancejournal.com/maintenancebooks.htm
6. MAINTENANCE STOREROOMS
NEW LISTING CD Version 2004 Aus $450.00
The Maintenance Store rooms computer based training (CBT) is taken fro m
New Standard Institute's two-day seminar for Store room and Parts Managers
and provides a comprehensive approach to the mechanics and mathematics
of a well-run storeroom. CBT has full narrated text. Program also includes the
Reorder Point Calculator.
7. GASKETS & BOLTED FLANGES CONNECTIONS
NEW LISTING CD Version 2004 Aus $190.00
Containing fluids (liquids and gases) is essential to both safe and eff i c i e n t
p rocess operation. Leaky systems can be costly as well as dangerous. The US
EPA has set down regulations aimed at limiting emissions of volatile organic
compounds (VOC) in pumps, compressors, valves, and flanged equipment. This
training shows you how to achieve a good flanged connection as well as the
essentials of studs, bolts and nuts.
8. SHUTDOWN, TURNAROUNDS & OUTAGES
CD Version 2003 Aus $450.00
A shutdown, turnaround, or outage can be the biggest and most complicated
demand on maintenance re s o u rces. Modern project management methods
can enable a maintenance professional to identify, plan, staff and coordinate
the eff o rt of hundreds of workers and their support equipment while minimizing
downtime and costs.
This e-Learning tool includes interactive critical path method training.
9. MAINTENANCE PLANNING & SCHEDULING
CD Version 2003 Aus $370.00
This easy-to-use training is a solid MP&S re f e rence. The CD-format of the
Maintenance Planning and Scheduling electronic training resource contains
all of the enhancements of our downloadable material: Pop-up Definitions,
Wo rd Search functionality, Enlargeable Graphics, Animation and interactive
e x e rcises with the addition of voice-over narration. Provides the basics of
Maintenance Planning and Scheduling training without leaving your facility.
10. LUBRICATION
CD VERSION 2003 Aus $130.00
This material will provide you with a thorough understanding of lubricant
choices. Several interactive aids have been added to make this a solid tool.
Learn proper lubrication methods and how to analyze oil test results.
11. AC MOTOR CONTROLS
CD VERSION 2003 Aus $130.00
Most AC motors are started through a standardized control system designed
to protect the motor, the circuit, and operating personnel. This training tool
focuses on ladder diagrams, wiring, and troubleshooting techniques for the
most common motor used in industry, the AC induction motor. New interactive
exercises and quizzes help you hone your troubleshooting skills.

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

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

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

Maintenance
2005 Seminars
Course One
Planned Maintenance & Maintenance People
The What, When & Who of Maintenance
Course Tw o
Maintenance Planning
Advances in Maintenance Planning,
Maintenance Control & Feedback
Course Thre e
Maintenance Management
Success & Excellence in
Maintenance & Asset Management
Attend just one, two or all
t h ree of these one-day courses.
Venues
Melbourne
18-20 May 2005
Townsville
18-20 July 2005
Sydney
29-31 Aug 2005
● Revisions & Updates for the 2005 Maintenance
Seminars
● Detailed Seminar Slides in Hard Copy
● Plus a CD of Hundreds of Pages of Case
Studies, Maintenance Related Facts, and
Seminar Notes (400mb of Information)
● Each seminar provides opportunities to discuss
with other practisioners improved ways of
managing and performing maintenance activities
PRESENTED BY
Len Bradsha w
ORGANISED BY
ENGINEERING INFORMATION
TRANSFER PTY LTD
AND
THE MAINTENANCE JOURNAL
THE MOST SUCCESSFUL AND MOST
RECOGNISED MAINTENANCE RELATED SEMINARS
★ As well as Maintenance Personnel, why not also send “Operations Personnel” to Course 1 ★
In-house presentation of these seminars will only be considered for organisations outside of Australia

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

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

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

The seminar is presented by Len Bradshaw
Len Bradshaw is a specialist in maintenance management and maintenance planning
control and an international consultant in this field.Len has conducted over 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.
Seminar Fees AUS $660 per person per day (Inclusive of GST)
The course fees given above also include Seminar notes as well as lunch and
refreshments.Course fee does not include accommodation,which if required is the
delegates own responsibility.
C o n f i rm a t i o n
A confirmation letter will be sent to each person on receipt of their re g i s t r a t i o n
fo r m .
Ti m e s
The seminars start at 8:00am and end at 3:30pm, each day. Registration and coffee is
f rom 7:45am each day.
For Further Inform a t i o n
Phone EIT (03) 5975-0083 or Fax Australia (03) 5975-5735,
or email to: m a i l @ m a i n t e n a n c e j o u r n a l . c o m
w w w. m a i n t e n a n c e j o u rn a l . c o m
REGISTRATION FORM
■ Course One: Aus$660 (Inclusive of GST)
Planned Maintenance and Maintenance People
■ Course Two: Aus$660 (Inclusive of GST)
Maintenance Planning
■ Course Three: Aus$660 (Inclusive of GST)
Maintenance and Asset Management
● 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
Course One:18 July 2005
Course Two:19 July 2005
Course Three:20 July 2005
Southbank Hotel &
Convention Center
23 Palmer St,QLD 4810
Web:www.southbankhotel.com.au
● Sydney: 29 - 31 August 2005
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
Course
Name of delegate ________________________________________________________________ Position ______________________________
Company _______________________________________________________________________________________________________________________
Address_________________________________________________________________________________________________________________________
1 . Fax the completed registration and
p rovide credit card pay m e n t
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Email_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ d _ e _t
a i l s .
Fax: 03 59 755735
Telephone _____________________________________________________________Fax____________________________________________________
Name of approving officer ________________________________________________________________________________________________
Position _________________________________________________________________________________________________________________________
Method of payment Fee payable $_________________
★ Cheque enclosed made payable to Engineering Information Transfer Pty Ltd
✓ Please Tick Course
★ Charge to my credit card American Express Mastercard Visa Card
Name on credit card _________________________________ Expiry Date _______________
ENGINEERING INFORMATION TRANSFER ABN 67 330 738 613
C a n c e l l a t i o n s : Should you (after having re g i s t e red) be unable to attend, a substitute delegate is alw ays we l c o m e.A l t e r n a t i ve ly, a full refund will be made for cancellations
re c e i ved in writing 14 days befo re the seminar start s .Cancellations 7 to 14 days prior to the seminar dates will be refunded 40% of the registration fe e, in addition to a set of
seminar notes.T h e re will be no refund for cancellations within 7 days of the seminar dates.This registration form may be photocopied.
Venue
✓ Please Tick Venue
Melbourne
Townsville
Sydney
How Do I Register?
2. Mail the completed registration
form together with your cheque
made payable to:
Engineering Information
Transfer Pty Ltd
P.O. Box 703, Mornington
VIC 3931, Australia
3. Email Indicate courses/ dates/
venue required and provide details
of method of payment to
m a i l @ m a i n t e n a n c e j o u rn a l . c o m
You may also register via
our website:
w w w. m a i n t e n a n c e j o u rn a l . c o m

Group of Companies NOVEMBER 2004
Presents a 4 day Course, entitled:
“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 learning’s. 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.
1. How to extend Bearing and Seal Life.
COURSE CONTENT
Film thickness vs. friction and load wear vs. machinery life.
Establishing an on site oil analysis program.
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.
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.
4. Separating Sources occurring at 1X running speed.
Identifying & preventing unbalance, misalignment, bent
shaft, eccentricity and resonance.
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.
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 NOVEMBER 2004
Presents a 4 day Course, entitled:
“Fundamentals of Precision Maintenance”
Integrating practical Bearing Assembly, Oil Analysis & Dynamic Analysis to extend your machines lives
Please select Venue
SYDNEY
MONDAY 15-18 NOVEMBER 2004
REGISTRATION DETAILS
PERTH
MONDAY 22-25 NOVEMBER 2004
Registration 8:15am – Finish 4:30pm daily. Accommodation booking required?
Participant Details:
NAME: ________________________________________________ POSITION: _____________________________
COMPANY: ____________________________________________ DEPARTMENT: _________________________
ADDRESS: _______________________________________________________________________________________
STATE: ________ POSTCODE: ____________ EMAIL: ______________________________________________
TELEPHONE: ___________________________________ FAX: __________________________________________
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 MASTERCARD BANKCARD CHEQUE ENCLOSED
NUMBER: 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