April - Library

Vol 22
No 2
Setting Up An Asset Management System
Predictive Maintenance Crystal Ball
Journey From Reactive To Proactive
Enhanced Efficiencies Using PDAs
Setting Levels of Service
Lifecycle FMECA
CMMS - Who Is At Fault
Listing of CMMS & EAMs
Nuts To Keep Squirrel Stores
Overview of Vibration Analysis

Vol 22
No 2
Setting Up An Asset Management System
Predictive Maintenance Crystal Ball
Journey From Reactive To Proactive
Enhanced Efficiencies Using PDAs
Setting Levels of Service
Lifecycle FMECA
CMMS - Who Is At Fault
Listing of CMMS & EAMs
Nuts To Keep Squirrel Stores
Overview of Vibration Analysis

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AMMJ Contents
Asset Management and Maintenance Journal
April 2009 Issue
Why You Would Be Nuts To Keep Squirrel Stores 8
Phillip Slater (Australia)
The Journey From Reactive To Proactive - How Portland 12
Electric is Using RCM to Change Their Maintenance Culture
Cheryk Bryant, Paul Lennon and Jason Ballentine (USA)
Enhanced Efficiencies While Reducing Costs Using PDA’s 18
Naaman Shibi (Australia)
A Proposed Blueprint For Setting Up An 22
Asset Management System
Stewart Lawrence (Australia)
The Predictive Maintenance Crystal Ball 28
SEW Eurodrive (Australia)
Lifecycle FMECA 32
Rohit Banerji and Debajyoti Chakraborty (UK)
Importance of Setting Levels of 36
Service For M & E Plant Assets
Ibrahim, Vincent, Wood and Lau (Australia)
CMMS - Who Is At Fault 40
John Reeve (USA)
Overview of Vibration Analysis 42
Dr S J Lacey (UK)
2009 Listing of CMMS & EAM’s 54
Len Bradshaw (Australia)
Maintenance News 60
Subscription Form 67
COVER SHOT:
This issue’s cover image shows work on Rolls
Royce equipment. See the SKF Vibration
Analyser news item on page 60 of this issue.
AMMJ Vol 22 No 2
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Do our people
get smarter when
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This can’t be true, however in
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come from overseas clients.
We want to reverse this number.
International clients:
• Indonesia
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SAP ® Certified
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WHY OUR CLIENTS CHOOSE OUR PMO PROCESS
AND WHY YOU SHOULD TOO...
The PMO2000 ® (our unique approach)
Process has always been a simple and
effective means for you and your team
to understand the principles of reliability
and how to deploy them. Our systems are built
around simplicity, not complexity, but they work in
any capital intensive organisation. Our clients
range from the current holder of the North
American Maintenance Excellence awards to
companies that are yet to install a computerised
maintenance management system.
We help you create a culture of “Zero tolerance
to unexpected failure”. We are not a company
that just helps you write a maintenance strategy
- we assist you to deploy a reliability assurance
program which is a living program.
We will also assist you with a change of culture
not only in your maintenance departments, but
within the production areas as well. This is
because we view reliability and maintenance as
processes not as departments.
We are also highly experienced in assisting you
develop corporate reliability assurance initiatives.
Our reliability improvement software, PMO2000, ®
is now SAP ® certified and can seamlessly pass
information to and from SAP. ® All the other modules
of our full suite of Reliability Assurance software
packages can also be directly integrated with SAP. ®
How the process helps you
• Defines what maintenance is value adding and
what is not and keeps this up to date
• Trains and motivates your staff to build reliability
concepts into their daily activities
• Groups all your results into practical schedules
and works to quickly implement what has
been learned
• Creates a closed loop system that makes
investigations into losses very efficient and
highly effective
The Benefits
Put simply, successful implementation of our
program results in a reduction in maintenance
related downtime by one half. This can be
achieved site wide in 12 months.
• Reduced reactive or emergency
maintenance activities
• Increased workforce productivity while
providing greater job satisfaction
• Reduced costs of spares and overall
maintenance activity
Our Strategy
Our current strategy is to attract more local
business than overseas business.
If you suffer more reactive maintenance
than you should - contact us
For more information please contact our
Melbourne office and arrange for us to provide
you with a presentation.
Contact us
Steve Turner
Director and Principal Consultant
OMCS International
Email: steve@omcsinternational.com
Mobile 0419 397 035
Or contact any of our local or global
licensees through our website at
www.reliabilityassurance.com

AMMJ
Asset Management and Maintenance Journal
A journal for all those interested in the maintenance, asset management,
monitoring, servicing and management of plant, equipment, buildings, facilities
and infrastructure.
Volume 22, No 2
April 2009
Published by:
Engineering Information Transfer Pty Ltd
Publisher and Managing Editor:
Len Bradshaw
Publishing Dates:
Published in February, April, July and October.
Material Submitted:
Engineering Information Transfer Pty Ltd accept
no responsibility for statements made or opinions
expressed in articles, features, submitted advertising,
advertising inserts and any other editorial
contributions.
ISSN 1835-789X (Print)
ISSN 1835-7903 (Online)
Copyright:
This publication is copyright. No part of
it may be reproduced, stored in a
retrieval system or transmitted in any
form by any means, including electronic,
mechanical, photocopying, recording or
otherwise, without the prior written
permission of the publisher.
For all Enquiries Contact:
Engineering Information Transfer Pty Ltd
PO Box 703, Mornington,
Victoria 3931, Australia
Phone: (03) 5975 0083,
Fax: (03) 5975 5735,
E-mail: mail@maintenancejournal.com
Web Site: www.maintenancejournal.com
Submission of Articles or News
* Do you wish to contribute maintenance articles, news or papers to the AMMJ?
* Is your company engaged in asset management and maintenance activities of interest to our readers?
See our website at www.maintenancejournal.com for details of how to submit your articles or news
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Why You Would Be Nuts
To Keep Squirrel Stores
Phillip Slater Initiate Action Australia pslater@InitiateAction.com
“Breaking the locks was the only option. It was 2am and Line 1 had stopped completely.“
The good news was that we knew exactly what the problem was and how to fix it. We also knew that the
spare part we needed had been in the storeroom earlier in the day – I had seen it there myself.
The bad news was that it was no longer there and we didn’t know who had taken it or where they put it. We
were pretty sure that one of the dayshift crew had taken it and put it in his locker. Waiting was not an option
so locks had to be broken. We just hoped that we found the part before doing too much damage.
Sound familiar? This scene is played out in maintenance workshops all over the world. Maintenance team
members take parts and put them away in their own stores and sometimes, when really needed, the part
cannot be found. The team members do this either because they think it is ‘convenient’ or that it ‘saves time’.
Convenient and time saving for them but what about the rest of us!
Let’s face it, reliability and maintenance people are different. They have a unique position in the world. We
all know that when things go wrong maintenance gets the blame. But when things go right Production gets
the credit. As a result they hoard spare parts, like squirrels keeping nuts for the winter. That’s why these
unofficial stores are often referred to as ‘squirrel stores’. Look around almost any workshop and you will find
spare parts that are being held in private stores, ‘just in case’.
The problem with this, as demonstrated above, is that when parts are held outside of the official storeroom
or inventory management system they actually impact the rest of your inventory holding for that part. Not
only in the obvious ways of poor availability and access but also in less obvious ways relating to inventory
levels, operational expenditure and even your reliability program - more on that in a moment.
First, let’s understand why these stores exist. One reason is trust. That is, trust that your official store will
have the required parts when they are needed. If your storeroom management is unreliable this erodes trust
in the system. Also, if team members know that other team members are ‘squirreling away’ parts then they
might do the same – just in case. No one wants to be caught short. Not only does it let the plant down but
it is personally inconvenient.
Second, more than just being inconvenient, not having the spare part can be a real hassle. If the plant is
down at 2am and it is your job to fix it and there is no spare, then you get the hassle from production – even
though it is not your fault. Better to avoid all that and keep your own little emergency squirrel store – just in
case.
A third reason is a rationalization that squirrel stores improve service (or at least reduce downtime) by
reducing the time needed to go and get the spare from the official store. Squirrel stores are usually held
closer to the plant (or at least closer to the team member) than the official store, hence the time to access
the store is reduced.
No matter what the reason, squirrel stores are ultimately a cultural issue and they need to be managed on
that basis. This requires building trust in the system, communicating the negative impact of ‘squirreling’,
modeling and encouraging the right behavior, and not allowing any exceptions.
Now, how do squirrel stores really impact your inventory levels, operational expenditure, and
reliability program, and why would you be nuts to allow your team to keep squirrel stores? Here are
six reasons:
1. You will hold more inventory
Duplicating the parts being held in your official store by holding parts in a squirrel store obviously adds to
your inventory but it is the flow on effect that can be much, much worse. You might be surprised to realize
that in addition to duplicating your inventory, squirrel stores can also significantly increase the level of spares
held in your official store. How? Through a mechanism that I call Induced Demand Volatility (IDV).
IDV occurs when your team takes more spares than actually required so that they can put some into their
squirrel store. This behavior produces false data on usage and shows higher volatility than is really the
case. This higher volatility then results in a need to hold more safety stock – after all safety stock is held to
account for volatility. The breakout box shows a situation where induced demand volatility could increase
spares holdings by 264%!

2. You will spend more money
Obviously, the parts in the squirrel store and the extra parts in the official store have to be paid for. This therefore
ties up much more money than would otherwise be the case. What many people don’t consider is that this
diverts funds from other and more useful purposes. Still waiting for that tool to make your life easier? Perhaps
the money is tied up in your squirrel store!
3. You will spend more on your operating budget and skew your reporting
When your team removes more items from the store than they really need at that time the costs have to be
charged somewhere. Guess where – one of your operating budgets! Not only does this limit your ability to
manage and improve your reliability (with what will already be a tight or underfunded budget) but it skews your
reporting of costs by bringing forward costs that you could have incurred later. In many cases you may even be
paying for parts that never get used, which leads to the next point.
4. You will have increased obsolescence
Is anyone really keeping track of those squirrel stores? Of course not. So, you have spent the money and when
the item eventually becomes obsolete (as everything does) the squirrel stores will contain items that should have
been used or should not even have been purchased! The only time they will be cleaned out is when someone
decides to tidy up their squirrel store or workshop and you know that they will then just throw the parts in the
trash.
5. You will increase your downtime
This is perhaps the worst part of the squirrel stores phenomenon. If the ‘unofficial’ parts are held in a locker or
tool kit so that only the ‘owner’ can access them, then the rest of your team cannot access them. If you have a
breakdown and need that part right away you might not be able to get to it or might not even know that it is there!
The irony here is that the part was being held in order to improve service and the approach actually made things
worse. The result of this scenario is an increase in ‘official’ holdings, increasing expenditure even further.
6. Your reliability program will be endangered.
As mentioned previously, when your team keeps squirrel stores they skew the data on usage. But this doesn’t
just impact your expenditure. It also means that your official records will show higher demand than actual at some
times and lower demand than actual at others. If you are trying to perform any sort of analysis to understand your
failure patterns then this data will be useless, at best, and at worst, misleading. All that money spent on reliability
training, software, gadgets and cultural change could be wasted because of a failure to control squirrel stores.
Unfortunately squirrel stores are almost a fixture of maintenance departments. They result from the mindset
of reliability and maintenance professionals that are passionate about reducing downtime and take equipment
failure personally. This drives them to hoard items that they can use later and to ‘short cut’ the system to try to
improve response times. However, this approach does not work. Squirrel stores are a blight in your system and
can have a significant and detrimental impact on your expenditure and your reliability program. You would be
nuts to allow or endorse them.
Figure 1
HOW MUCH DO SQUIRREL STORES COST?
The following example demonstrates the
inventory effect of squirrel stores. For this
example let’s consider a part that is used weekly
and therefore has an average demand of 1 unit
per week. This type of part is a major target
for squirrel stores as holding them reduces the
number of trips to the storeroom.
Let’s compare two situations:
1. No Squirrel Store: The item is removed from
the storeroom as needed – 1 per week.
2. Squirrel Store: The item is removed two at a
time with movement every two weeks.
The demand data for these two situations is
shown in Figure 1.
Squirrel Stores
Usage Data from Official
Store
No Squirrel Squirrel Store
Week Store
1 1 2
2 1 0
3 1 2
4 1 0
5 1 2
6 1 0
7 1 2
And so on…
Vol 22 No 2 AMMJ
9

10
Squirrel Stores
The demand profile for these two different demand patterns is shown in Figures 2 & 3. It is clear from these
two figures that, while in each case the average is one demand per week, the demand profile is not just
different, it is completely opposite.
Now, one way to calculate the inventory needs in this situation is by using a Gaussian distribution. This
approach is familiar to most people as it can be represented by the formula:
Reorder Point = (Usage rate x lead time) + safety stock
Alternatively: RP = (D x LT) + csf x MAD X Sqrt(LT)
Where, RP = reorder point D = average demand per week (for our example this is 1 per week)
LT = Lead time in weeks (let’s assume 4 weeks) Sqrt = square root
csf = customer service factor (or availability factor)
(here we will use a csf of 2.56, this assumes a 98% availability)
MAD = Mean Average Deviation (a measure of demand variation)
In this example, with no squirrel store this is 0 (there is no variation) & with the squirrel store the MAD is 1.
RESULTS:
Figure 4 shows the results for scenario 1
Scenario 1: Using the above formula & data.
Measure No Squirrel Squirrel
It is a surprise to most people when they see that
Store Store
when you hold inventory in a squirrel store the Re order Point 4 10
Reorder Point in your official store can be MORE
Average
2.5 9.1
THAN DOUBLE the Reorder Point without the
squirrel store.
Inventory
This result then means that the average level of inventory held in your official store, if you allow a squirrel
store, is 264% greater than the average holding without the squirrel store (see Figure 5). This is not due
to the items held in the squirrel store but due to the Induced Demand Volatility (IDV) that the squirrel store
creates in your official store. The IDV changes the calculation of safety stock in the above formula and this
is why you hold too much inventory.
Scenario 2: Over ride the calculation and manually set your reorder point to 4 for both scenarios.
Let’s now assume that you understand
the impact of the IDV on your calculation
and decide to manually set the reorder
level for both situations to 4, knowing
that you only ever use 4 items during
the lead time for supply. In this case
the average inventory holding reduces
to 3.5 items (including the items held in
the squirrel store).
This is still 40% higher than the situation
without the squirrel store!
Do you still think that squirrel stores
don’t cost much?
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Portland General Electric has recently completed a number of Reliability Centered Maintenance studies at
their Boardman generating facility. Although the predicted results are impressive Portland General Electric
is simply using Reliability Centered Maintenance as the tool to initiate a change in their maintenance
culture. Each Reliability Centered Maintenance study is viewed as a model for change, an opportunity
to engage their workforce and promote the benefits of proactive maintenance. Indications that a shift in
maintenance culture is occurring are beginning to appear. Maintenance engineers are suggesting assets
for further Reliability Centered Maintenance studies; maintenance planners are willingly gathering data
and maintenance trades are openly providing information during facilitated sessions. News of the positive
results obtained from these initial studies is starting to now filter throughout the rest of the company and is
changing the mindset of those who had previously steered away from Reliability Centered Maintenance.
The changing mindset is also partially due to the simulation software that has been used which can
rapidly collect knowledge and show benefits for each maintenance task either from a cost point of view
or lower safety/environmental and operational risk. These optimal tasks are loaded electronically to
Maximo providing a rapid solution to what has been a major obstacle to implementing the results of
Reliability Centered Maintenance Studies. Portland General Electric is not successful just yet in achieving
an institutionalized and self sustaining culture of proactive maintenance but they are heading in the right
direction and the reliability journey continues.
Introduction
Setting out to shift an organizations culture towards proactive maintenance is certainly quite a goal. It is
one that most organizations strive for but many fail to achieve. At Portland General Electric (PGE) this
same goal is the desire and the same challenges exist.
What separates PGE is not commitment to the program at all levels of the organization although with constant
communication this is changing. It is not the quality of failure data; it is not even the IT infrastructure that is
in place. What separates PGE is that the reliability improvement program has been developed to empower
people. The program promotes the benefits of proactive maintenance and enables people to realize that
there are tools and methods available to get out of the reactive maintenance environment and become part
of a proactive maintenance culture. This self realization is being achieved through on-site presentations,
training, coaching and facilitated RCM studies. This self realization is used as a very powerful tool which
is supported when necessary by the reliability improvement team. The support provided includes leading,
mentoring, coaching and assisting people to achieve results. This kind of support is proving essential to
ensure that those people who are motivated to become proactive are engaged which in turn encourages
others to also become proactive. This snow ball effect is allowing PGE to shift the critical culture mass
towards a sustaining proactive maintenance environment.
Promoting
The Journey from Reactive to Proactive -
Using RCM to Change Maintenance Culture
Cheryl Bryant and Paul Lennon, Portland General Electric (USA)
Jason Ballentine, ARMS Reliability Engineers, (USA)
A Paper presented at POWER-GEN International 2008
Through the reliability improvement program a number of RCM studies have been completed at various
generating sites. These studies have purposely been small in nature often being less than 2 weeks duration.
The results are obtained quickly and presented in summary to the plant managers upon completion of the
study. The results alone are impressive however they primarily enable promotion of the benefits of a
applying a proactive maintenance culture at each generating site. The argument that “RCM will not work
here” or “proactive maintenance is not for us” can no longer be sustained. The results are so impressive
that they cannot be ignored.
Prior to the first RCM study being completed a small group of employees from the Boardman generating
facility and from the reliability improvement team undertook a 3 day intensive training workshop. The
workshop was focused on providing an understanding of the RCM method of maintenance task optimization.
The participants gained an understanding of the use of failure data analysis and failure forecasting and
how to choose optimum maintenance tasks that reduce the costs to the business. This workshop was the
first step at promoting the benefits of a proactive maintenance culture. By carrying out this training prior to
the RCM study it encouraged site employees to get involved in the study as they were able to understand
how valuable the RCM results would be.

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14
Reactive to Proactive
Figure 1: Total cost comparison over 50 year lifetime of
the maintenance strategy options
RCM Study #1
The soot blowers at the Boardman
generating facility were the focus
of the first RCM study. These were
chosen based on the very high
percentage of reactive maintenance
that was being done. In fact almost
no preventative maintenance
routines existed. The problem was
that only the costs associated with
completed plant shutdown were being
considered when making decisions
to justify planned maintenance
activities. Although the loss of one
or two soot blowers will not cause
a plant shutdown it is essential that
they be in working order to maintain
optimum fuel efficiency. The higher
operating costs due to efficiency
losses resulting from soot blower
failures were not being recognized as
an avoidable cost. The RCM study
promoted the benefits of reducing unplanned failures and reducing efficiency losses through the development
of an optimized maintenance plan. To develop the optimized maintenance plan the computer simulation
software (RCMCost) was used. This allowed rapid development of the RCM models, provided rapid feedback
on the effectiveness of the maintenance task decisions and provided facilities for objective decision making
and updating. The results generated include budget predictions, labor usage, spares usage, failure mode
criticality and asset strategy reports. It is the asset strategy reports that contain the maintenance plans and
maintenance tasks that were to be implemented electronically into Maximo.
To ensure management buy-in to the resulting optimized strategy a justification based on total cost was
developed. Using the simulator the total cost over the lifetime for the optimized strategy is calculated and
compared to the “run to fail” cost. This comparison is shown in figure 1.
Although there is an increase in the maintenance and spares cost for the optimized strategy the net benefit
is $267,000 annually. This is due completely to the reduction in efficiency losses caused by unplanned soot
blower outages. This comparison was used to justify the adoption of the optimized strategy. The predicted
maintenance budget is the second essential item to ensure management buy-in was received. This was also
developed as part of the RCM study and is shown in figure 2.
Figure 2 – Maintenance budget profile
The maintenance budget will vary over time as equipment ages and requires replacement/refurbishment. This
profile reflects a true zero based budget as it includes predicted breakdown maintenance costs, scheduled
maintenance costs and secondary action costs as a result of inspections.

Reactive to Proactive
This budget is easily challenged and justifiable against efficiency losses. The development of this maintenance budget
was the first time that expenditure on the soot blowers was able to be separated from the total plant maintenance
costs. These results were presented to plant managers who after only a few minutes into the presentation were
already discussing which assets to work on next and are starting to believe that proactive maintenance can provide
the results that they have been working so hard to reach and never achieving. Promotion of the results is one of the
keys to self realization.
RCM Study #2
On the back of the successful result of the soot blower RCM study the next RCM study was initiated through a
request from the Boardman generating station plant engineer. Previously this proactive thinking was unheard of.
The reliability improvement team saw this as an opportunity to promote RCM as a method for the plant engineer to
reduce his reactive day to day work load and enable him to focus on longer term proactive improvements.
The items studied this time were the coal pulverizers. There were eight (8) of these units. Six (6) of which were
identical. By carrying out the RCM study on one of the six identical pulverizers the benefit obtained would be multiplied
by six. The RCM study began by modeling the current maintenance practice. The goal in this case was not to
optimize the maintenance strategy during the first phase of the study but rather to develop inspection documentation
and a spares criticality listing. Phase 2 of the study which involved the optimization of the maintenance strategy was
initially planned to be carried out by those people trained in the RCM approach and used as a coaching exercise.
Instead of doing this it was decided that immediate results were required and a facilitated exercise to complete the
optimization would be better supported. Through the facilitation process site employee involvement was critical to
the success of the study and the overall reliability improvement program. The same business cost justification for
the optimized strategy was developed and is shown in figure 3.
The presentation of the results to the plant manager and the completion of this project were viewed as a critical
point in the desire of the Boardman generating station to adopt a proactive maintenance culture. The reliability
improvement team did not see continuing to facilitate RCM studies as the successful path forward. Instead it was
time to set-up a project team on-site and coach them through the RCM process.
15

16 Reactive to Proactive
RCM Study #3
Figure 3 – Total cost comparison over 10 year lifetime of the maintenance strategy options
Before the on-site team was in place at Boardman a RCM study was about to be undertaken at the Beaver
generating station. This would be the third study for PGE and the first at the Beaver generating station.
As with the first study at Boardman it was important to promote the benefits of a proactive maintenance
approach before commencing the study. Instead of the 3 day RCM workshop that was carried out at
Boardman a 4 hour introduction of reliability tools and the benefits of proactive maintenance was carried out.
This was attended by the plant and engineering managers, maintenance engineers, maintenance planners
and schedulers. After this simple 4 hour presentation all of the key stake holders were willing to provide
resources to the RCM study.
The asset chosen for this study was the clarifier. This asset was identified for the study due to a recent
change in the operating requirements and the criticality of operation. At the commencement of the study the
work order history was extracted from Maximo however the quality of this information was found to be poor.
To overcome this the failure and repair information was collected from the experienced craftsperson in the
area to develop the model. At Beaver the crafts and trades people were embraced as valuable sources of
reliability information and the RCM study provided a platform for them to provide this information. The model
was able to predict the benefit of the current maintenance philosophy by comparing this to the run to failure
philosophy. It turned out that the current maintenance is quite effective although further improvement was
possible by ensuring the critical spares were available on-site. The comparison based on total business
cost between the each of these scenarios is shown in figure 4.
Figure 4 – Total cost comparison over a 10 year lifetime of the maintenance strategy options.

The Journey Continues
Reactive to Proactive
The journey for PGE which commenced in 2006 continues to gain support in 2008. This support has now reached
the highest levels in the organization and signs are now evident that RCM is embedded as part of the maintenance
culture. These signs include the fact that each generating site manager has a goal to complete and implement a
minimum of two RCM studies. At one site in particular they are striving to complete four such studies.
This is in part due to the RCM simulation tool being embraced by this site and in part due to the realization that the
time to implement the resulting optimized maintenance strategy into Maximo is minimal. Other positive signs include
the fact that the RCM program and methodology continues to be supported even with changes to the personnel
make-up of the reliability improvement team.
This paper has presented only three of the studies undertaken in the journey from reactive to proactive maintenance
PGE has taken over the last two years. The total number of studies undertaken by PGE at the time of writing
has now reached fourteen. The type of assets and systems chosen for some of these studies have included a
boiler feedwater system, a circulating cooling water system, a hydro generating power train, a heat recovery steam
generator and an ammonia system. Each of these studies was selected to assist the plant engineers and managers
to develop an optimized asset strategy and to promote the benefits of RCM in achieving proactive maintenance.
The journey for PGE will not end in 2008. Instead the plan will be to further empower and engage their workforce
and continue to promote the benefits of proactive maintenance. The first stage of this plan has recently been
completed with each of the sites sending representatives to workshops entitled “Reliability Tools for Maintenance
Managers” and “Managing Reliability Centered Maintenance”.
These were designed to teach participants how to make asset management decisions to move from a reactive to
proactive behavior using reliability methods and how to develop optimized asset strategies using RCM simulation.
The future training plan involves the coaching of the participants to ensure all future reliability studies undertaken are
used as both learning experiences and as an opportunity to further empower plant personnel. Through this plan and
commitment to the reliability improvement PGE will be successful in becoming a proactive organization.
Cheryl Bryant, Portland General Electric , Cheryl.Bryant@pgn.com
Paul Lennon, Portland General Electric , Paul.Lennon@pgn.com
Jason Ballentine, ARMS Reliability Engineers, Jballentine@reliabilityusa.com www.reliabilityusa.com
17

Periods of economic downturn are a time for reflection and reassessment for most companies. Business focus
needs to be shifted to accomplishing core activities with smaller budgets while reducing inefficiencies in the
business environment.
How can you provide more services per staff member, reduce administrative costs while at the same time
providing quality work and delivering excellent customer service?
This article is intended to help the reader start the process of evaluation to explore where inefficiencies may
exist in your business environment.
The use of handheld devices (PDAs) in the context of a mobile workforce, field technicians, maintenance staff
and inspectors, is most often driven by the following seven common business motivations:
1. Increasing productivity: more tasks and service calls per staff member.
2. Efficiencies in communicating information between the office and the mobile workforce.
3. Efficiencies in planning and scheduling work based upon priorities, location, or expertise.
4. Reducing risks of safety hazards and Job Safety Analysis on the job.
5. Improving management visibility for work done in the field to ensure high quality services.
6. Improving decision making.
7. Reducing time consuming and error prone data entry activities in the office.
These business motivations become increasingly important during times of economic downturn . In growth
periods inefficiencies are often overlooked in a rush to keep up with the market and business growth, and are
hidden under the onslaught of new sales and new customers. However, when the economy slows down, it is
time for companies to re-evaluate business processes in order to eliminate the inefficiencies and bad practices
that have developed.
Let’s review some of the common inefficiencies:
Inefficiency #1:
Insufficient information is available to properly perform the required task. Field technicians and inspectors must
have access to a variety of information pertaining to their tasks:
- The exact location of the required task.
- An accurate and detailed description of the problem / task at hand.
- Information about requestor / originator / contact person.
- Detailed instructions.
Enhancing Efficiencies While
Reducing Costs Using PDA’s
Naaman Shibi, Techs4biz Pty Ltd www.pervidi.com.au Australia
- Historical information about prior work performed on that area/asset.
- Job Safety Analysis pertaining to the task.
Every manager knows the impact of re-doing work, spending unnecessary time rechecking facts, wasting
time when unnecessarily waiting for a person or an event in order to perform one’s activity, or unnecessarily
gathering information that should have been available in the first place.
Inefficiency #2:
Too much paperwork. Data collection is an integral part of any activity. While the information collected and
communicated to the office is very important, using actual paper for this purpose is very inefficient; as an
analogy, one may compare using paper to collect data to using sticks and stones to make fire.
The following is a quote from an email that we received from one of our clients, demonstrating how successful
and efficient a paperless data collection solution is:
“Paperwork… what paperwork? A few years ago I had a filing system to rival a library, with a two-year cycle of
paperwork for compliance.. We now upload the service/work orders to hand held devices, perform the work,
and complete the work orders. Upload the handheld, and maintenance is automatically scheduled for the next
event. This system has eliminated the need for paper, along with the effort involved in the filing, accessing
information, and purging of outdated files. A paperless office may be impossible; however, our new solution
reduced my paper consumption by 90%.”

Inefficiency #3:
Unnecessary administrative costs. You can reduce the costs of administrative tasks performed at the office :
- Automating the creation and scheduling of repeat activities such as preventative maintenance,
service calls, inspections, and periodic audits.
- Eliminating the manual process of going through drawers of outdated information to
schedule next month’s activities.
- Automating the dispatch process by using wireless work orders that are integrated directly
with your management system.
- Accessing information quickly; providing timely and accurate information; and addressing
customer queries quickly and efficiently.
Inefficiency #4:
Missed opportunities. Lewis Platt, the former CEO of Hewlett-Packard, once famously said:
“If HP knew what HP knows, we would be three times as profitable!”
Missed opportunities resulting from lack of timely or accurate information include the inability to sell more services
or equipment to customers; unnecessarily increasing costs by not utilizing economies of scales; and making
misinformed business decisions that are not based on available data.For example, pricing a flat fee maintenance
contract; if management is not aware that the average time of a monthly task has doubled over the past few
months, and then management is not aware of the need to renegotiate the fee for this task, hence potentially
losing money on such contracts.
Inefficiency #5:
Poor scheduling; Better time management.
• Can you schedule your technicians based on geographic location or expertise?
Efficiencies While Reducing Costs Using PDA’s
• Can a field technician complete more tasks in a day if they are routed more efficiently?
19

20
Efficiencies While Reducing Costs Using PDA’s
• Can you dynamically and quickly review all upcoming activities so you can improve?
• Time allocation and scheduling?
• Can you realistically estimate, on average, how much time your tasks actually take?
Inefficiency #6:
Poor cash management and collection processes.
• How long does it take for information to reach your Accounts Receivables department?
• Are you wasting time, paper and postage mailing out invoices weeks after the work
was completed?
Most companies, upon self-evaluation, are able to identify additional inefficiencies that can be corrected and
reduced. Many of the costly inefficiencies can be significantly improved by automating and mobilizing field
technicians and related business processes.
Electronic Work Orders and Inspections
What does an automated and electronic work order system or inspection management system looks like?
Here is a possible scenario:
A customer (external or internal customer) calls in to report a broken heating system.
The office staff can immediately view the customer’s information including pending and previous activities,
enter the relevant information into the work order system, and create a work order.
Depending on specific internal approval processes, the work order can be immediately scheduled and
assigned to the appropriate technician. If the business deploys a wireless PDA system, then the work order
is dispatched electronically to the PDA used by the desired service technician. The electronic work order
includes all the required information including customer information, exact address/location for the task,
description of the problem, instructions, required actions, safety requirements, etc.
For non-wireless implementations, a technician can electronically retrieve their work orders using a cradle,
or dynamically add a new work order in the field using their PDAs.
On-site, the technician can view the information on their PDA, make modifications, record results, parts,
effort (labor), observations, recommendations, and any other information pertaining to the work performed.
Additional features may include using barcodes, capturing automatic date/time stamps and electronic
signatures, as well as taking pictures (and even ‘doodling’ on the images to highlight problem areas). A
voice recorder can record sounds or a short conversation which will be attached to the work order.
Once the work order is completed, information is sent back to the database (wirelessly or via a cradle). The
database is updated with all the appropriate information and management can focus on the next steps:
review the work, issue an invoice, automatically email a report, etc. Querying data and producing operational
and management reports is easy, since the information is homogenous, timely, accurate, and can be easily
accessed.
It is important to note that while every business incorporates specific business processes, automation can
quickly adjust, improve, and address your specific processes by:
- Applying experience gained from other customers using similar business processes, including
proposing and incorporating adjustments to manual processes to accommodate automation.
- Providing a healthy balance between technology, human intervention, and common sense. Many
implementations are managed by technical ‘propeller heads’ who want to automate every little detail.
Proper implementations combine human decision-making with automation which results in improved
efficiencies and reduced costs.
- Tailoring a solution to accommodate unique business processes: Systems that offer cost-effective
tailoring and configurations to accommodate specific business environments will fit your organization
much better than solutions that promote ‘one size fits all’.
- Scalability and flexibility is a key feature that must be considered: If a single system can automate
a variety of activities including work orders, inspections, PMs, audits, QA questionnaires, etc., than
you get a much ‘bigger bang for your buck’ – which is the main reason for you reading this article in
the first place.
“Information is power” is an old adage, but one that rings true in every situation. Information capture and
knowledge management is fast becoming the true competitive advantage of any company, especially in
these economic circumstances.

Spending Money to Save Money
When hearing the phrase “spending money to save money”, one may just assume that people are just haphazardly
trying to justify their latest big budget project. However, in my travels to visit many of our customers, it became very
clear that the higher stature a person holds in an organization, the more attention is paid to how money is being
allocated to gain significant return on investments.
It is important to address the issue of the cost of electronic work orders and inspections, and the return on investment.
Is it something that you want to investigate at this time? Shouldn’t you simply wait until the economy gets better?
The answer is simple: Yes and No!
Since during slow economic times many businesses cannot increase their revenues, it is in their best interest to
reduce their operational costs while improving services. This will keep your organization profitable while creating
a solid foundation for future growth. New systems that automate field activities should be able to demonstrate ROI
within six to twelve months. Furthermore, some vendors are offering financing or monthly payment plans, which
can make the proposition of improving your business – demonstrate an immediate return on investment.
Quick visible paybacks affirm investment in electronic field activity solutions. These decisions also minimize
and eliminate the six inefficiencies described earlier in this article: insufficient information availability, too much
paperwork, too large of administrative costs, missed opportunities, poor scheduling, and poor cash management,
and therefore generate a competitive advantage and better customer service.
With proper implementation, all of the above attributes create
very incising and very appealing means for you to “spend money
to save money!”
Distinguishing factors when selecting a vendor:
• Applicable experience from other similar customers
• Applying a healthy balance between technology
and human intervention
• Tailoring a solution for specific business needs
• Scalability and flexibility of the product
Efficiencies While Reducing Costs Using PDA’s
21

A PROPOSED BLUEPRINT FOR SETTING UP
AN ASSET MANAGEMENT SYSTEM
Setting up a system designed to assist with the Management of Physical Assets is a complex operation and
this requires significant and rigorous attention to detail. Unfortunately this process is not always given due
care resulting in a poor choice of system and / or a poorly implemented solution. This paper explores some
of the trials and tribulations in achieving the application of an Asset Management “System” by discussing a
number of case studies and some anecdotes of the authors experiences in selling, supporting, developing,
configuring, populating and using various Computerised Maintenance Management Systems (CMMS’s) and
Asset Management Tools. The paper then highlights some generic ideas and considerations for approaching
such a system implementation.
INTRODUCTION
The paper proposes a blueprint for the implementation of an Asset Management System either as a green
fields installation or more especially via migration of an existing system or systems. The blueprint proposed is
no surprise as it suggests a rigorous approach from the identification of the need right through ‘Go-Live’ to full
implementation and all phases in between.
The process for selecting an Asset Management System is a paper in itself. This paper deals with the process
of deciding to implement and on the process of implementation rather than the selection of the most suitable
system, however some points are suggested for applying to the selection of such a system. This paper should
not teach an Asset Management Professional anything new, instead this paper should be used as the basis
for the design of an Asset Management System procurement and installation procedure.
BACKGROUND
All too often an enterprise will implement an Asset Management System that is considered to be the state of the
art and wonder why it fails to improve the state of the enterprises physical assets. It has been the experience of
the author that there is no difference between large, small, old, new, elegantly developed or poorly put together
systems. All adhere to the basic rule of any system – GIGO: Garbage In; Garbage Out.
An associate, referring to “beer”, suggests that there is no such thing as a bad one, just some are better than
others. This is similar to Asset Management Systems. Almost all of the systems on the market do the basics.
They store information about physical assets, schedule work, print work orders and many of the other normal
Asset Management activities. Some will achieve this in an elegant and easy to use fashion, others will be more
cumbersome to operate. Some will suit one organisation and not another because of the particular way that an
activity is achieved or because of a particular feature or features that enhance the organisations achievement
of their Asset Management goals.
Despite the perceived quality of an Asset Management System, the key ingredient is the way that the system
is configured and the way that this configuration is utilised along with the processes and procedures employed
by the organisation to administer its Asset Management Strategies. It has been the author’s experience that
state of the art systems can be set up very poorly and do not support the activities of the enterprise, whilst
systems of lesser sophistication are set up very well and compliment the organisation.
The impetus for putting this paper together is an attempt to assist organisations in the earliest phases of
implementing an Asset Management System to genuinely consider their approach.
PROCESS STEPS
There are a number of general steps in the process of installing and configuring an Asset Management System.
This section lists a number of distinct steps that are generic in nature. Actual installations will include many
sub-steps that will characterize the specific installation, tailored to the needs of the enterprise. The steps listed
here should not be treated as project milestones or a comprehensive checklist for the success of such an
endeavor. Instead they should be treated as guiding points in the planning stages of an Asset Management
System installation.
Identify the Need
Stewart Lawrence, indeptec@bigpond.net.au (Australia)
A Paper Presented at ICOMS Asset Management Conference 2008
The process starts with the identification of a need to change Asset Management Systems. The need may
arise in a number of ways. It may be related to the implementation of a more broad business system. The
enterprise may have outgrown its present system. This may be a green fields site that requires a system for
start up. It may simply be at the direction or whim of management. What ever the reason, a need, perceived or
real, is identified. This is the crucial point where a need for change is identified. It is important to confirm that
a real need exists and that benefits can be nominated if not actually substantiated. It is the real or perceived
benefits that form the basis for the next phase.

Propose the Change
Once the need is identified, it may be necessary to develop a business case for the analysis of the need and to
determine if it is a real need or if process changes may actually provide a better end result. Where the need is the
result of a system being implemented as a part of a larger enterprise system, this step is not required as the decision
has been made. Hopefully the actual implementation is left to Asset Management Professionals and not to a bunch
of IT Geeks!
So why do we go to the trouble of putting up a business case for the analysis of a systemic change? The reason is to
raise awareness of the importance of what we are doing. An Asset Management System is not the same as an office
productivity suite. Updating an Asset Management System is not as simple as moving from Microsoft Office to Lotus
Notes. These products provide an open framework for the development of documentation in support of a business.
An Asset Management System is a prescriptive environment designed to operate in support of the assets under
management and the processes that support this are far more important than the software platform itself. With this
in mind, however, it becomes obvious that the system must operate in a manner that is supportive of the business
processes. Many systems are flexible and operate through the use of work flows that are designed by the user to
tailor the operation of the system to that of the business. It is important to reflect this to management, showing that
this is of direct importance to the physical assets that are usually the reason for the organisation’s existence.
This phase is a high level sell to upper management for permission to take the investigation of the need further.
This phase is not an approval to proceed with an implementation. It is simply permission to assess the need and
to gather information. This phase also serves to obtain in-principle support from upper management that will be of
great benefit as the project progresses.
Investigate the Need and Establish the Benefits
Once approval of the business case to proceed with further investigation has been granted, then the original need
must be mapped to the business benefits of the change. (Change here refers to renewing the software programme
or changing from a manual system). It is important at this time to quantify what the change of system will do
financially for the business. Since little relative expense has been outlaid, this is the time to decide if the project will
actually go ahead, based upon the results of the investigation.
Assuming that the need for change has been verified, then establishing the benefits of such a change in system
implies the development of a business case for approval to proceed with an implementation. The needs analysis will
have included establishing a broad procedure for the implementation as it will be necessary to understand what will
be involved in the change so that the impact of the change is also understood. The business case developed in this
phase will need to have provision for the development of a detailed implementation plan.
When the business case is accepted and the project moves toward implementation, the detailed project implementation
plan may be put into action. The next few steps assume that the approval to proceed has been granted and suggest
the steps that will require attention in the project plan.
Perform a Rigorous Analysis of the needs of all Stakeholders
A Rigorous needs analysis for all stakeholders is the most crucial part of the implementation process. Don’t deliver
on your stakeholder’s requirements or expectations and the project is sunk. There is no return from this as vital asset
management data will not be collected if it is not possible to do so with the new system design and other activities
that rely upon the outcomes of this information will not be served. Consideration must also be given to the data
already collected under the incumbent regime, be this a manual or computerised system. Most asset managing
organisations will have a method or methods for capturing asset management information. It is imperative that the
new system is sensitive to this and complements data already gathered.
Fully understanding the needs and expectations of the stakeholders will facilitate a far better system design. There
are numerous methods of obtaining this information. One-on-one discussions, group workshops and participation
in everyday activities are valid methods of learning these requirements. The method chosen by any particular
implementation team will be entirely up to the team and should be chosen to suit the organisation. The most
important point is to perform this activity rigorously and ensure that all affected levels of the organisation are included
in the discussions.
A significant amount of thought should go into choosing and resourcing the implementation team. The team
should comprise subject matter experts from all affected areas of the organisation. These people may not be
required for the entire implementation process and may be called upon only when necessary. All members of the
implementation team, however should receive the same information and training. In this way, a common approach
to the implementation is more likely.
Case Study
Setting Up An Asset Management System
A client recently moved from SAP R/3 4.5 to 4.7. Engineering were told that they would not get their work order
history in the upgrade. After some harsh words, Engineering were told that the old system would be made available,
but only for twelve months and then data warehoused thereafter. That’s Ok, isn’t it? After all, it’s only history, right?
Vol 22 No 2 AMMJ
23

24
Setting Up An Asset Management System
Also, many of the customisations from the older system would not work in the new version. With that, SAP
at this company became, from an asset management perspective at least, a method of printing work orders.
The lessons learned from this were many. Obviously there was insufficient scoping and therefore resourcing
of the project. There was a lack of real attention given to the requirements of Engineering and because of
that, a lack of focus on the correct activities. A part of the problem was that one of the key people on the
implementation team for engineering was a contractor. This person had impeccable knowledge of SAP and of
the engineering requirements thereof, but lacked the corporate clout to influence decisions. This person was
chosen because their knowledge and expertise surpassed that of most others in the organisation in relation
to SAP Plant Maintenance.
The needs of the engineering stakeholders were not given the credence due them and this led to a poor
system upgrade process. Some of the main flaws in the process included not having the right mix of resources
in the right proportions to fully implement the upgrade. As a result, corners were cut. The largest corner being
Engineering. The project had lacked an understanding of the scope of the changes involved, system wide, in
the upgrade and how these changes would affect the incumbent data. This led to understating the resource
requirements meaning that savings had to be made somewhere. As the engineering application was last to
be migrated, savings were made in this area.
Develop a set of achievable deliverables
It is important that the deliverables be exactly that - deliverable. At this point, a system may or may not
have been chosen. In either case, the deliverables must be realistic. Often expectations are raised and
promises made that are either simply not deliverable or are not delivered in the manner expected. Often this
involves managing the expectations of the stakeholders. Document the design decisions and follow this up
with thorough research. If any aspect of the design can not be achieved or the proposed implementation is
not viable, then it is important to keep the stakeholders informed of this and to allow for a level of process reengineering
to ensure that the result will be bought into by all stakeholders.
Involve stakeholders in the design process but minimise impost to their time
It may sound like an oxymoron to involve the stakeholders in the design process without imposing on their
time to do so, however there are a number of ways to achieve this. If necessary employ additional resources
to back-fill for the stakeholders. Often this might not be direct resource replacement and some thought can
go into this. Examples of such are to have some part of a stakeholders role taken on by others. By way of
example, where the maintenance planner also performs supervision, it may be appropriate to have a leading
hand step up and take on the supervision activity. The planner is then freed to participate in the project. The
leading hand also gains valuable additional experience.
Going live
Where the system implementation is replacement of an existing system there is often a temptation to run the
incumbent system in parallel with the new system. This will mean that data entered to one system must be
mirrored in the other. Go-live with the new system should not involve running two systems in parallel. This
should be done prior to the official go-live to prove the integrity of the data migration and the correct operation
of the system in support of the organisations processes. Especially where resources are limited, the parallel
validation should not be carried out live. Instead the implementation team should carry out the validation offline.
This validation must be done with realistic circumstances. One criticism often levelled at new systems
is usability in the full production environment. It seemed Ok in testing however those few extra clicks or key
strokes now make a difference over the number of transactions that occur under full production.
System Implementation
A rollout may be defined as the event of delivering the application to the end user. Implementation further
enhances that definition to include the ongoing application of the Asset Management System to the operations
of the business. Unfortunately, it is often the rollout that receives the focus and not the ongoing system
implementation. This frequently results in the delivery of a substandard product. The reason for this is that
the end result is often viewed as being the delivery of the application to the operators computer, not the ongoing
application of this computer program to the operations of the business. “There it is, now use it” is not an
appropriate implementation approach, however it has been used in many a rollout.
Once the system is fully implemented and is accepted as the system for the operation of the organisation, it is
important to “Grandfather” the project and allow the system to function in support to the organisation. In this
way the systems, processes and procedures have an opportunity to settle in and mature. The organisation
may also concentrate upon its core business delivery. Often there is a temptation to “fiddle” with the system
delivering minor changes that take the focus from the core business. Performing such changes should be
planned and delivered in an organised fashion.
Eventually a time will come to repeat the process of replacing the Asset Management System and for the
concepts developed in this paper to be reapplied. Lessons learned from the current exercise should also be
applied to the next system update or replacement.

ADDITIONAL THOUGHTS AND CONCEPTS
Listed below are a number of additional thoughts, concepts and suggestions that are useful in the development of
an Asset Management System and may be considered when planning such an activity. These are presented in no
particular order of time nor importance.
Implementation Team Training in the chosen Software Tool
Training for the implementation team in the use and features of the Asset Management tool chosen should be
an imperative so that the people driving the implementation are fully aware of the capabilities of the system. This
ensures that all personnel are fully versed in the possibilities available from the system. When it comes to the
design phase, a design that takes advantage of the inbuilt features of the system may be developed more easily
and with much greater purpose than without this training and systemic knowledge.
Test Systems
Provide as many test systems as practicable or necessary to prove the data against the current system and to
ensure that the data is synchronised with the incumbent system. This is particularly important in Preventative or
Routine Maintenance generation and most especially for statutory tasks and critical calibrations. These may also
be used to test alternative configurations and system modifications. One criticism often leveled at the installation or
replacement of an Asset Management System is that the personnel expected to operate the system do not get the
opportunity to use the system and to test it for compliance and data accuracy. Provide as many test environments
as possible to allow the users to “Play” with the system.
Communication
Setting Up An Asset Management System
If there is one key ingredient that will help to make an implementation go smoothly it would have to be communication.
Ensuring that all stakeholders are kept informed and that users are involved and informed will ensure that the
system has the best chance of moving from rollout to implementation. How will communication prevent the system
from failing? Communication in itself will not prevent the system from failing. Communication does, however,
ensure that all stakeholders are kept abreast of the design and implementation process. Where difficulties do arise,
having open communication will assist in resolving issues as they occur. This allows the design and implementation
25

26 Setting Up An Asset Management System
processes to be altered and changed to account for the issues and keeps the stakeholders informed so
that there are no surprises. Most people are accommodating of changes provided there has been adequate
communication and alternatives are able to be discussed.
Case Study
A client had numerous incumbent systems that were meeting the greater number of their requirements. It
was decided to revamp the systems without buy-in from, nor consultation with the majority of stakeholders.
Despite some of the ‘dissenters’ being involved in the design process and the subsequent rollout, the
system continues to provide a poor replacement for the former systems. The replacement system required
significant development to enable it to meet the operational capabilities of the incumbent systems. For a
host of reasons, the stakeholders were not kept updated with issues and design problems. The result was
that the main dissenters would not accept the system, even after significant effort by the now dwindling
implementation team. The lessons taken from this are to provide the right people, enough of them and to
give solid direction. A healthy serving of communication would have gone a long way to assisting in the
success of this system implementation. Good two way communication from the outset (including prior to
the decision to change systems) would have assisted in the delivery of a system that could be used by all.
Instead a substandard system was delivered that has made a significant negative contribution to the overall
atmosphere of the work place and upon the delivery of Asset Management.
Choosing an Asset Management System
The actual process of choosing an asset management system is outside the scope of this paper, however,
in line with the spirit of the paper, a few points of view are offered as items of interest.
Assess a prospective system in terms of its intended usage; for its ability to allow the operator to perform
tasks quickly and easily. This will need to include all operators of the system from the Maintenance Planner
to the Administration Clerk to the Tradesperson to the Reliability Engineer to the Production Leader to the
Chief Accountant. All must be able to perform their tasks easily and efficiently. This of course implies the
need to involve these people and to have modelled their requirements.
Looking outside of the square it may be that traditional processes can be modified to take advantage of
system features.Examples may include:
• The use of PDA’s to record a tradespersons time.
• Allowing trades people to raise work orders for small jobs instead of the planner or administration clerk
having to do so.
• Rapid data entry screens where mass data entry is required.
• The ability to import data from a system that is easier to manipulate such as a spreadsheet or
as an export from a timecard system.
In suggesting these items, it is important not to allow the technology to drive the Asset Management System.
The technology is a tool to assist the enterprise in its Asset Management strategies. Where the technology is
complimentary to the process then it is of benefit and should be used. Where the technology is a distraction
to the organisations Asset Management strategies, it should not be used.
One pitfall that often sours an implementation is that we assume that we can not improve our processes
and so the asset management system must fit our model. If we look at it from a more relaxed viewpoint,
it may be possible to leverage some sort of advantage from systemic features or from the combination of
systemic features and innovative process redevelopment. Where this is the intended path, it is imperative
that the design and redevelopment of the processes and procedures be done with the full co-operation of
all stakeholders. This implies good open communication and detailed planning. It has been the author’s
experience that the communication process is often down played in favour of expedition of the design.
This often leads to a lack of acceptance of the system later in the process and further delays the full
implementation.
Consultant Accountability
One extremely important point is to never engage a contractor or consultant to do anything that you would
not or could not do yourself. In other words, the organisation should collectively have the knowledge and
expertise to keep contractors and consultants appropriately accountable. This point has seen many an
implementation fail to meet expectations because the consultants breeze in and breeze out and have little
if any accountability. The organisation must understand what it is receiving and be capable of monitoring
progress.
A Final Word
Unfortunately, all of this is costly. This is why it is important to develop a well researched business case that
includes all of the advantages as well as the disadvantages. Often a business case is developed through the
proverbial rose coloured glasses. The minor inconveniences are often overlooked in favour of the big picture

Setting Up An Asset Management System
issues. To quote an adage, look after the cents and the dollars will take care of themselves. In other words, get
the basics right and this will mean that the high level issues will be supported. It is pointless having a system that
will cost assets down to the last cent and predict lifecycle costs if it is impossible to easily collect information about
breakdowns that have occurred and the time spent returning the equipment to service as it is this upon which the
high level features rely.
CONCLUSIONS
Now that we have been through the “whys and wherefores” and on the basis that no asset management
professional should have learned anything, why have you just spent time reading this paper? It is the author’s
hope that this paper will stand as a confirmation of what the asset manager has been touting all this time and
provide an independent reference for people on the business side of the corporate fence. In other words, where
assistance is required in convincing the holders of the organisation’s purse strings as to why that much time and
that much money is required to put in a ‘simple’ Asset Management System, that referral to this paper may be
made as an independent voice, echoing the Asset Manager’s sentiments. To think that all asset management
system implementations will go smoothly if one takes up the suggestions in this paper is folly. A successful
implementation takes hard work and serious commitment. A short paper such as this can not hope to cover all of
the issues involved in any sort of detail. It is the author’s hope that this paper will assist organisations to make a
start and offer some guidance along the way.
ACKNOWLEDGEMENTS
This paper has been prepared with the assistance of a large number of companies and people representing them.
It is impossible to acknowledge all contributors as the experiences have been gathered over a long period of time.
Some of the companies have not been shown in the most complimentary ways and so the author will not mention
them by name. Suffice to say that all readers of this paper will most likely see a little of companies with whom
they may have been involved and personalities within those companies. This paper is concerned with the analysis
of daily production data from industrial plant as an aid to the management of production assets. A method of
analysis by means of a cumulative plot of production level
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27

THE PREDICTIVE MAINTENANCE
“CRYSTAL BALL”
Predictive maintenance programs provide businesses with valuable insight into the condition of their
in-service process equipment, and are crucial in keeping industrial processes online, streamlining
maintenance schedules, and minimising repair expenses. Today’s industrial environment can be
unforgiving, driven by the quest for quality, throughput and arguably most importantly, profit. With many
businesses operating 24 hours a day seven days a week,
it is crucial that their industrial processes are kept online, and free from interruption. To achieve this,
individual process equipment elements and machinery units must perform at an optimum level across a
range of demanding operating conditions, all while remaining fault-free. Here, the expectation from the
industrial sector has never been higher.
An unavoidable by-product of any industrial process is the wear and tear on individual pieces of process
equipment and their internal components. Breakages, leaks, overheating and complete breakdowns
can lead to lengthy process shutdowns and lost revenue. These ‘worse-case-scenario’ breakdowns
become more prevalent when process equipment is neglected or poorly maintained. To ensure process
equipment and machinery are kept in optimum working order, a systematic maintenance program is vital.
The ability to accurately predict, and then address, the maintenance requirements of individual pieces
of equipment goes a long way to maximising uptime and avoiding costly process shutdowns. Here,
predictive maintenance strategies lead the way. Offering ‘crystal ball’-like insight into the condition of onsite
process equipment, predictive maintenance programs are fast becoming an essential component
of modern industrial processes.
React, plan or predict?
The ongoing maintenance of process equipment is a necessary operating overhead experienced across
nearly every application in the industrial sector. Equipment, such as motor gear-units, drive some of
industry’s most vital processes and, as a result, need to be kept in good working order. This is often
easier said than done.
According to SEW-Eurodrive applications engineer, Luke Schmidt, gear-unit maintenance has traditionally
been carried out three different ways--reactive, planned or predictive. “Reactive maintenance is the least
efficient maintenance strategy,” he says. “Addressing system faults and breakdowns after they occur,
means processes can be offline for long periods while spare parts are procured and repairs made.
Usually, going offline for any period of time means loss of revenue, which is unacceptable. Furthermore,
specialist service staff can be expensive, especially at short notice or unusual times.”
Planned maintenance programs go some way to ensuring the wellbeing of gear-units, but can be viewed
as unnecessary or wasteful, depending on the application. “Regular planned maintenance can be
beneficial, but is often not very cost-effective,” says Schmidt. “It can result in unnecessary maintenance
being carried out, which wastes time, materials, labour resources and money. Unwarranted oil changes
and parts replacement, in particular, can have significant environmental impact.”
Further difficulties can be encountered, as planned maintenance activities are often carried out over
summer shutdown periods--busy peak periods for maintenance staff. According to SEW-Eurodrive
Strategic Marketing and Product Manager, Darren Klonowski, more sophisticated maintenance strategies,
such as a predictive maintenance program offer clear advantages. “Predictive maintenance allows
businesses to monitor their process equipment, determine the condition and schedule maintenance
accordingly,” he says. “It ensures equipment life is maximised, and helps keep machinery online,
preventing unplanned downtime.”
Condition prediction
SEW-Eurodrive (Australia) http://www.sew-eurodrive.com.au
Predictive maintenance programs are centred around condition monitoring processes. Here, fieldmounted
sensors continuously detect and collect an array of performance parameters unique to
individual machines. The collected data is then used to establish the ‘real’ condition of the machine and
its components. This kind of insight allows maintenance technicians to take preventative action before
a failure occurs, therefore avoiding the consequences of that failure.
“Condition monitoring permits the early detection of the initial stages of component wear, which if left
unaddressed, can lead to catastrophic failures,” says Klonowski. “This level of foresight is obviously a real
benefit, particularly with respect to gear-units, which are often subjected to continuous operation under
extremely demanding conditions. Being able to monitor the condition of bearings, gears, drive shafts

and lubricating oil gives technicians a detailed understanding
of what maintenance tasks need to be carried out in order to
extend the gear-unit life and keep it online longer.”
Such field-mounted devices monitor a number of gear unit
parameters, including vibration, oil level and temperature, and
brake-wear. “By monitoring these gear-unit parameters, on-site
technicians can accurately plan maintenance activities,” explains
Schmidt. “It means maintenance is carried out only when
and where it is required which maximises
component life and sees maintenance
resources utilised efficiently.”
Predict to protect profit
Predictive maintenance programs effectively
address two primary considerations--they
protect expensive process equipment, as well
as entire critical process lines.”While there is
merit in monitoring individual gear-units for
the sole purpose of avoiding costly repair
bills, often it is the protection of the process
as a whole that is more important,” says
Klonowski. “The gear-unit being monitored
may be relatively inexpensive, but it might
be responsible for driving a production line
with a high throughput rate. If this line goes
offline, the business can lose money at an
alarming rate.”
“It’s not just the gear-unit that should be
looked at,” adds Schmidt. “It’s the role of
the piece of equipment in the process. The
cost, production impact and flow-on affects
associated with that piece of equipment going
offline must be considered. A less-expensive
gear unit might be responsible for driving a
process that has a production output rate of
$50,000/hr. Predictive maintenance programs
go a long way to ensuring these process stay
online, while saving money”
According to Klonowski, predictive
maintenance strategies are more costeffective
when compared with reactive and
planned maintenance schemes (See Figure
1). “Reactive maintenance results in periods
of minimal maintenance followed by periods
of extreme activity when urgent or emergency
repairs are carried out--usually at an inflated
rate,” he says. “Planned maintenance
delivers some cost benefits, but can result in
unnecessary and costly maintenance being
performed.”
Planned
Predictive
Reactive
Figure 1 Predictive maintenance strategies are more cost-effective
when compared with reactive and planned maintenance schemes.
The Predictive Maintenance Crystal Ball
Frequency
Inverter
Field-mounted sensors
• Vibration
• Oil
• Motor temperature
• Brake wear/lift
PLC SCADA
Fig 2 Typical condition monitoring
network architecture
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30
The Predictive Maintenance Crystal Ball
Detect, diagnose, act
At the heart of predictive maintenance installations lies a network of field-mounted condition monitoring
devices or sensors linked via I/O to an on-board frequency inverter or central programmable logic
controller (PLC). Each inverter or PLC can be connected to the plant-wide supervisory control and data
acquisition (SCADA) system, and internet mail server via an Ethernet link (Figure 2).
“Such a system architecture provides real flexibility,” says Schmidt. “It allows machine performance
and condition data to be easily detected, diagnosed and acted on. It can be configured to alert key
personnel, once a pre-determined alarm-point or milestone has been reached. The alarm can be sent to
an on-site HMI (Human-Machine Interface), SCADA or PC, or alternatively to an off-site control centre,
mobile phone or pager.”
Predictive maintenance strategies are especially valuable in remote locations where gear-unit breakdown
and unplanned downtime can take extended periods of time to remedy.
“By remotely monitoring applications in isolated or unsupervised areas, technicians can accurately
predict maintenance requirements and plan ahead” says Schmidt. “It means maintenance resources
can be deployed at a time that permits repairs and upkeep to be carried out on multiple pieces of
equipment at the same location.”
In addition to being integrated into plant-wide communications and control systems, many field-mounted
sensors are equipped with onboard displays and indicators. “Visual indicators provide maintenance
staff with an immediate indication of the gear-unit condition,” says Schmidt. “Some devices actually
show the ‘hours to next service’ of the gear-unit. More sophisticated devices, such as vibration analysis
sensors, allow the early detection of roller bearing and gearing damage, as well as gear-unit unbalance
and resonance problems.”
As pressure mounts to keep industrial wheels turning around the clock, predictive maintenance is
emerging as vital factor in efficient industrial processes. With the ability to establish the current and
future condition of in-service process equipment, predictive maintenance is set to become more than a
maintenance option, but rather a necessity.
Predictive maintenance with SEW
SEW-Eurodrive offers an evolving portfolio of gear-unit predictive maintenance solutions to assist in the
prevention of unplanned gear-unit downtime. These include:
• The DUO10A oil analysis sensor
• The DUV10A vibration analysis sensor
• The DUB10A brake wear and function sensor
Key elements of any effective predictive maintenance program, the SEW-Eurodrive sensor range
permits the early detection of gear-unit component wear and damage, enabling site engineers to
accurately predict and plan gear-unit maintenance.
Figure 3 SEW-Eurodrive’s evolving portfolio of gear-unit predictive maintenance solutions:
(L to R) Brake Wear and Function sensor, Oil Analysis sensor, and Vibration Analysis sensor

22 nd International Congress
Condition Monitoring and Diagnostic Engineering Management
MINISTERIO
DE CIENCIA
E INNOVACIÓN
2009
INDUSTRIA, MERKATARITZA ETA
TURISMO SAILA
DEPARTAMENTO DE INDUSTRIA,
COMECIO Y TURISMO
J u n e 9 – 11, 2 0 0 9
SCIENTIFIC KEYNOTE SPEAKERS ASSOCIATED WORKSHOPS AND TUTORIALS
Prof. Jay Lee
Ohio Eminent Scholar and L.W. Scott Chair Professor in
Advanced Manufacturing & Director of NSF
Industry/University Cooperative Research Center Intelligent
Maintenance Systems (IMS). Univ. of Cincinnati
Prof. Andrew K.S.Jardine
Centre for Maintenance Optimization and Reliability
Engineering
Department of Mechanical and Industrial Engineering
University of Toronto
Prof. Kenneth Holmberg
Research Professor in Tribology, Condition monitoring and
Operational reliability
VTT Technical Research Centre of Finland
TOPICS
SPONSORS
REGISTRATION
I S N OW O P E N !
www.comadem2009.org
Whereas requirements in availability and reliability of assets and operations increase, maintenance is starting to be accepted
as a profit centre and an advantage over competitors. The key to success is the deployment of the right strategies managed
with a skilled team supported by the right technologies. COMADEM 2009 is the ideal place to find out how to implement
the latest tools and techniques in the multidisciplinary field of condition monitoring. Nearly 150 contributions will be presented
and discussed at the Conference, Workshops and Poster sessions. There will be ample opportunities to raise a number of
current issues with many learned and experienced speakers, representing both the industrial and University sectors.
E-maintenance
Proactive strategies
Tribology
Wireless Technologies
Smart Sensors
Maintenance Engineering and Management
Lubrication Excellence
Data and information fusion
Intelligent Signal Processing
Reliability
Risk, Health and Safety Management
Human factors
Structural health monitoring
Machine Vision and Robotics
TUTORIAL - JAY LEE
Design of Prognostics and Intelligent Maintenance Tools
or Zero-Breakdown Systems
WORKSHOP 1
Safety Integrated Systems and Applications for Condition
Monitoring and Diagnosis
WORKSHOP 2
E-maintenance: Dynamic decissions in maintenance
WORKSHOP 3
ENIWEP: Predicting the increase of lifetime of your
components
WORKSHOP 4
Optimum condition monitoring for new generation lubricants
Cost-effective strategies
Standardization and certification
Prognosis
Data quality
Dynamic decision support
Performance optimization and control
Economic and Environmental Analysis tools
ACREDITADO POR ENAC

Failure Modes, Effects and Criticality Analysis (FMECA) is a procedure to assess the impact of failures
on a system. It has been in use as an asset management tool for over six decades. It is generally used to
surgically analyse specific problems rather than an entire asset base, which would be ideal. It falls short of
analysing the long term, risk based or economic perspectives of a problem in its present form, all of which
are vital to utility companies.
This paper discusses Lifecycle FMECA , an enhanced version of FMECA that focuses on forward looking
risk-based analysis.. It develops robust operational and financial profiles of assets as they live through their
operate-and-maintain phase. The real benefit of lifecycle FMECA is that it is fundamentally simple and can
be automated for all assets with relative ease. Once applied to all assets, Lifecycle FMECA can generate
some amazing results:
• It can predict:
• The condition of assets now and in the future
• Problems waiting to happen
• The value for money of remedial options
• The year in which an option would achieve the lowest whole-lifecycle cost for an asset.
• It defines asset performance in units of risk and tangibly links it to business targets
A lot of analysis embedded within Lifecycle FMECA is in fact done on innumerable spreadsheets everyday
by people trying to make similar decisions. It goes a long way in driving proactive maintenance and complies
with regulation governing cost benefit planning. When applied to all assets, it also standardises risk analysis
across the business. Lifecycle FMECA has been applied to good effect by at least one water and wastewater
company in the United Kingdom.
WHAT IS FMECA?
LIFECYCLE FMECA
Rohit Banerji and Debajyoti Chakraborty Tata Consultancy Services (UK)
Failure Modes, Effects and Criticality Analysis (FMECA) is a procedure to assess the impact of failures on
a system. Developed by the US Armed Forces in the late 1940s, the technique shot to industrial fame when
it was used in the Apollo programme to put man on the moon. Over time, FMECA has gained popularity
as a best practice to optimise maintenance programmes and to design defect free products and processes
especially in the manufacturing sector. In fact FMECA is often required to comply with quality standards, such
as ISO 9001, QS 9000 and Six Sigma. PAS 55-2, the publically available specification for asset intensive
industries, specifically recommends it to identify potential risks in asset systems.
Figure 1: Standard components of a FMECA For all the hype, FMECA
is in fact a very simple
Functions Failure
modes
Effects Criticality (xy) Options
Severity Frequency
x
x
x
x
y
y
y
y
technique. It prescribes a
structure (see figure 1) to
identify the root cause of
asset failure by analysing
the ways they can fail, the
effects (or consequences)
of failures on a system and
the severity and frequency
(criticality) with which they
occur. The analysis can
then be used to develop
proactive options to manage
the risk of asset failure and
prioritise options.
Utility industries that own networks, must handle an additional layer of complexity while managing their
assets; to understand the impact of an asset’s failure on the network to truly get a sense of the risk it
represents. FMECA is an especially useful tool to trace network failures (or risks) back to asset failures.
Although FMECA is more popular in the manufacturing industry, it probably holds greater promise for the
utility industry for which the management of risk is a fundamental function.

IMPEDIMENTS TO WIDESPREAD USE IN THE UTILITIES SECTOR
Utilities asset managers need to view asset performance with a risk perspective so that they can direct resources
in a way that offsets the maximum risk. FMECA links consequences such as interruptions to supply and the
performance of assets on which corrective action is to be applied. Service providers such as the gas, power or
water utilities spend significant effort modelling these relationships to guide decision-making. It is a wonder then,
that the use of FMECA is not so widespread in them.
A look at the way FMECA is generally applied may provide some answers.
• Commonly used risk scoring mechanisms like a risk dilute the link between an asset’s failure and its
consequences as they are neither entirely objective, nor do the respond adequately to changing costs
and priorities.
• Most FMECA formats do not support asset whole-lifecycle analysis, a must for long lived assets.
• FMECA by itself does not include the economic (cost-benefit) analysis necessary to underpin
decision-making.
• Applied manually as it often is, FMECA is limited to a small proportion of the asset base, hardly a
solution for utility companies that own millions of pipes, pumps or transformers.
Hundreds of spreadsheets sitting on desktops are evidence that people do in fact analyse risk as a part of their
daily jobs. Done as individual endeavours, it is hardly likely that the analyses would have been done with a high
degree of efficiency or consistency. Lifecycle FMECA could do the same for all assets as a single integrated
process. There is an opportunity to apply FMECA through corporate systems if it can be enhanced to overcome
these shortcomings.
LIFECYCLE FMECA
Lifecycle FMECA enhances the traditional form of FMECA while preserving its basic logic.
The stretched version is:
• Risk-based: The consequences of asset failure are defined in terms of risk. Such consequences
capture the effects of asset failure on consumers (such as interruptions), the environment (such as pollution),
network (on other connected assets) and most importantly its own future (such as increased vulnerability
due to quick fixes).
• Includes economic analysis by mapping consequences to options and cost i.e., what failures and
consequences would be averted by exercising an option, and what would that mean in terms of long
term costs.
• Develops asset lifecycle profiles (see figure 2) by projecting forward failures.
• Designed for automation as an information system slave to the company’s corporate systems. Any business
intelligence tool can be used to do it.
Figure 2: Basic components of a Lifecycle FMECA
Functions Failure
modes
Effects Criticality (xy) Options
Severity Frequency
x
x
x
x
y
y
y
y
Lifecycle Profiles
Failures Consequences
Lifecycle FMECA
Options
costs
Economic
point
Risk Based: Risk is the product of the probability of, and the severity with which a consequence might jeopardise
a business objective. Defined in this way, risk becomes a measure of an asset failure’s impact on the company’s
performance. For utility companies that measure themselves on the reliability with which they supply water, gas or
power to customers, interruptions to supply can be a risk worth including in the FMECA. Over the entire network,
interruptions of varying severity might be caused by assets failing in different ways at different frequencies.
2011
2017
2015
2030
Vol 22 No 2 AMMJ
33

34
Working the logic backwards, FMECAs for all assets taken together could predict the risk of interruptions
anywhere in the network. Moreover the contribution of a plan to company objectives can be calculated by
assessing the amount of risk reduced by its constituent projects.
Economic Analysis: Often point based risk scoring mechanisms lose the long term monetary impact of
an asset’s failure. The cost of failure can be significant for a long lived asset (like underground pipeline)
over its lifetime. Taking FMECA a step further by linking costs to consequences makes it a hugely useful
tool for economic analysis. The cost and consequences of failures are predictable to a degree and can
be estimated if the failure is known. A cost benefit ratio (or the net present value) can be worked out for
any option by comparing the cost of the option with the benefit of averting future failures. In fact it is also
possible to predict the most economic point (see figure 2) of exercising the option in cases where asset
deterioration can be modeled.
Whole-lifecycle Analysis: The biggest challenge of course is building in asset lifecycle analysis so that
cost benefit analysis can be used to reach that holy grail of asset management efficiency - least whole
lifecycle cost of ownership. This can be done simply by projecting forward failures (and consequences)
using deterioration models.
Deterioration models predict the failure frequencies of assets with age quite accurately on the basis of
group behaviour. Economic analysis can then be extended to an asset’s lifecycle by costing up projected
failures and consequences. Using Net Present Value (NPV) analysis, managers can assess the lifetime
value of remedial options (shown as option costs in figure 2). FMECA extended to include lifecycle analysis
can literally act as an asset’s horoscope providing enormous decision support.
Automation: Last but not the least is the need to automate the Lifecycle FMECA. Experience shows that an
FMECA can be customised for every kind of asset owned by a utility company, since a limited number are
repeated over and over again across networks. Most utility companies have the data necessary to support
it, though maybe not in one place.
ADVANTAGES
Lifecycle FMECA
Lifecycle FMECA is a potent weapon to have in the asset management arsenal for several reasons:
• It provides a long term view: Utility companies have more jobs than there is time or money to do. Long
term benefits are often overlooked while evaluating options that deliver benefits over different time horizons.
Lifecycle FMECA compares lifetime trade-offs on a level playing field and gives some useful answers:
• Which option offers more value for money.
• The best time to exercise an option to reach the lowest whole-lifecycle cost for the asset.
• Impact on future risk, were any or none of the options exercised. More importantly, which high risk
problems are waiting to happen?
• It links asset performance to business targets. Failures linked to risk for every asset can be aggregated to
predict overall performance for the company.
• Lifecycle analysis is the only way to optimise between short term and long term investment. However both
FMECA and lifecycle analysis are fairly resource intensive unless automated and rolled out to the entire
asset base.
CONCLUSIONS
FMECA has proven its worth in the manufacturing world. However in its present form, it does not meet
the needs of utility companies namely; making tradeoffs between long term and short term investments,
focusing asset management on reducing risk and breaking out of a reactive cycle that limits the scope of
planning to a few assets with known problems.
Lifecycle FMECA is based on risk and forward looking analysis and meets the requirement. It provides
robust operational and financial perspectives of assets through their operate-and-maintain phase. The
concept has been adopted successfully by at least one utility company.
About the Authors
1) Rohit Banerji is a business consultant in the utility industry. He works for Tata Consultancy Services
Limited. He can be reached at rohit.banerji@tcs.com
2) Debajyoti Chakraborty is a utility industry business consultant. He belongs to the Enterprise Asset
Management practice of Tata Consultancy Services Limited. He can be reached at :
debajyoti.chakraborty@tcs.com

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Summary: This paper outlines significance of setting level of service using strategic asset
management planning process. The paper also focuses on the benefits of strategic asset
management and demonstrates where the level of service fits from a strategic perspective. The level
of service is described from theoretical and practical point of view with emphasis on mechanical
and electrical plant assets. A case study is presented, which provides information on Melbourne
Water’s experience of defining levels of service for mechanical and electrical assets of its largest
sewerage treatment plants (the Eastern Treatment Plant) through the development of strategic
asset management plans. This paper was presented at ICOMS 2008.
INTRODUCTION
IMPORTANCE OF SETTING LEVELS OF
SERVICE FOR M & E PLANT ASSETS
THROUGH STRATEGIC ASSET MANAGEMENT
Farshad Ibrahimi, farshad.ibrahimi@ghd.com.au Don Vincent, don.vincent@ghd.com.au
Tim Wood, tim.wood@melbournewater.com.au Robert Lau, robert.lau@melbournewater.com.au
Successful and continuous operation of complex wastewater treatment plants such as Melbourne Water
Corporation’s (MWCs) Eastern Treatment Plant (ETP), depend largely on the mechanical and electrical (M &
E) plant assets and the service they provide over their effective lives. MWCs ETP is a conventional activated
sludge wastewater treatment plant, which was commissioned in 1975. The plant treats approximately 350
ML/d of sewage flows in Melbourne. The plant contains and is heavily reliant on a significant portfolio of M
& E assets that are nearing the end of their effective lives.
Integral to the plant operations is the development of strategic asset management plans for the current
and future management of these assets, which can be a complicated and challenging task in its own right.
Strategic Asset Management Plans (SAMPs) are the “front line” of the Asset Management Systems as
they encapsulate the asset scope, identify required levels of service, (LoS) develop risk profiles, outline
the operating context and management regimes and outline performance monitoring requirements for the
entire plant or individual systems within the plant.
The asset management framework defines the requirement for development of SAMPs and subsequently,
the LoS is a requirement within the SAMP framework. LoS has been identified as the most critical element in
the SAMP framework as it helps determine the driver for all other aspects of the strategic planning process,
such as risk assessments, defining operational regimes, measurement of performance, compliance with
regulatory, OHS and environmental targets, and incident management through emergency response
planning. To this effect, defining LoS clearly will facilitate Asset Strategy and Operations in delivering the
required LoS. That is; ‘Understanding WHAT service is required from the asset or system and subsequently
determining HOW that LoS can be delivered’.
There are direct and indirect benefits associated with defining LoS, particularly those related to M & E
type plants. The development of SAMP framework is one of the key initiatives in meeting the MWCs asset
management objectives This paper will discuss the importance of defining LoS, and highlight experiences
from the development of SAMPs for the M & E assets of MWC’s ETP.
BENEFITS OF STRATEGIC ASSET MANAGEMENT
Strategic Asset Management enables effective management of assets by defining structured and controlled
activities associated with lifecycle costing, maintenance, operations and management of residual business
risk exposure, to achieve dedicated or agreed LoS. SAMPs facilitate the link between the objectives defined
in the Asset Management Framework and the day-to-day management of assets, through:
• Understanding of required LoS.
• Identification and mitigation of risks.
• Development of appropriate operational and maintenance strategies.
• Awareness of regulatory, OH & S requirements and legislations.
• Management of incidents through adequate emergency response planning.
A number of benefits associated with development of SAMPs, particularly those related to M & E type
assets, are highlighted below:

Asset life extension
Optimising maintenance
• Use of reliability centred maintenance (RCM) or failure mode effects and causes analysis (FMECA)
techniques to improving system reliability by identifying mean time between failures (MTBF) and reducing
the mean time to repair (MTTR).
Improving Operational Efficiency
• Improve inefficient work practices to reduce the cost of individual activities and benchmark the activities
driving efficiencies where warranted.
• Automation of plant and the expansion of the SCADA control and data acquisition systems.
• Energy management and optimization.
Management Effectiveness / Efficiency
• Enabling gains in productivity and managerial effectiveness through the use of sophisticated asset
management information systems (AMIS).
• The ability to develop long-term strategy plans for asset replacement or rehabilitation.
Risk Mitigation
• Identifying and understanding the whole business risk exposures including Operational and Environmental
risks, lifecycle investment risks and vandalism or terrorism risks.
Intangible Benefits
• Corporate image, demonstration of proper stewardship of the assets, due diligence.
• Improvement to overall productivity through the greater coordination/cooperation, and knowledge of
documentation and what corporate knowledge is available and accessible.
• The work done in the plant maybe used as a model to roll out improved asset management practices to
other parts of the business.
• The ability to work well with all stakeholders in negotiating LoS and associated cost trade offs, agreements
and having common understanding of views.
LEVEL OF SERVICE
LoS is the service quality for a particular activity or service area against which service performance may be
measured (International Infrastructure Management Manual, 2006).
One way of describing LoS is ‘measurement of the asset performance in relation to the number of incidents,
outages or breakages it experiences per unit time, which influence the service it provides to the customers. LoS
can be measured on how the customer and the stakeholder receives the service or how the organisation provides
the service. Therefore, if we consider LoS related to customers and stakeholders, then its important to define, who
the customers and stakeholders are.
The stakeholder can be within the organisation or on the outside. For instance, in the case of M & E assets,
particularly for wastewater treatment plants, the Board and Senior Management as well as the Environment
Protection Agency (EPA) can be stakeholders.
Customer on the other hand is usually external and on the receiving end of the service. However, customer can
also be within the organisation and its definition will depend on the service being delivered to the customer. For
instance, if we consider the LoS for the entire plant in terms of its output, then the EPA is effectively the customer
as well as a stakeholder, who would have a vested interest in the quality of the treated wastewater. On the other
hand, where we consider a sub-system within the plant (i.e. Activated Sludge System), then the ‘customer’ can be
Operations, who may require a particular LoS to enable them to operate the plant to a particular standard. Each
asset within the plant can have its own LoS, which contribute towards the delivery of the overall LoS for the entire
plant.
Significance of Defining Levels of Service
LoS, agreed by customers and stakeholders, are key business drivers and influence asset management decisionmaking.
Defining LoS is important as it allows the organisation to:
• Concentrate and focus efforts, resources.
• Communicate service expectations and choices, discuss trade offs and risks.
Setting Levels Of Service
• Negotiate service levels, costs, budgets, rate impacts and reinvestments for renewal and replacements.
Vol 22 No 2 AMMJ
37

38
Setting Levels Of Service
Defining LoS can drive operational efficiencies and ensure availability and reliability. For instance, the LoS
for a Chilled Water System may be defined as ‘One Chiller available and operational 95% of the time’. If
this is not clearly understood and for instance the operators have aimed for the asset to be operational 100%
of the time (over many years of operations), then this may have resulted in extra operational costs, use of
resources and adverse effects on asset reliability due to asset being pushed beyond limits.
Also, for example with treatment plants, if the LoS is clearly defined at the plant level and the sub system levels
such as Anaerobic Digestion, Chlorination System etc, then the resources required to deliver the required LoS
can be allocated accordingly. This will result in a process optimization, ensure efficient use of resources and
potential cost savings.
Defining Level of Service
Defining the LoS comprises of a
logical process, which initially requires
the asset owner to determine whether
it is an ‘internal’ or an ‘external’ LoS
Target
(Interim)
LoS
What
Will This
Cost
being defined? There are internal
and external LoS and LoS targets.
External LoS is typically strategic or
“KPI” outcomes, which are driven by
customers/user demands determined
by the appropriate legislative body
in a political arena. Internal LoS and
Start
Recording
KPI
Verify
It Is
Achievable
targets are typically tactical and geared toward focusing activities.
Defining the LoS can be an iterative process, incorporating issues of cost, affordability and whether its possible
to achieve the LoS. The Figure above illustrates the iterative process for defining LoS.
In determining the LoS, it is important to take into consideration the following key issues:
• Regulatory requirements governing the LoS targets.
• Evaluation of existing LoS (where are we at?).
• Ability to deliver the required LoS with respect to the capacity of operation and maintenance personnel,
availability of resources, capabilities, systems and budget.
• Ability to measure the services delivered by the plant or asset with respect to appropriate processes,
procedures and information systems.
• Determination of service delivery needs through rigorous stakeholder consultation processes and their
active engagement and acceptance of the LoS being defined.
• Determination of system / asset integrity and reliability to deliver required LoS.
• Evaluation of appropriate strategies (i.e reactive or pro-active) to deal with situations where LoS has
not met the service target.
CASE STUDY – ETP M & E SAMP
Background
In moving towards MWCs “Sustainable Water” - Strategic framework, MWCs Asset Management System has
been reviewed and further developed to ensure alignment with, and to assist in meeting the sustainability
principles, values and goals set out within the strategic framework.
The development of SAMP framework is one of the key initiatives in meeting MWCs asset management
objectives. The asset management objectives have been developed to act as a “bridge” between MWCs
Sustainability Framework and the operational aspects of its Asset Management System.
This case study relates to the implementation of a SAMP at MWCs ETP. GHD was engaged to provide
assistance in the development and implementation of this SAMP.
The Requirement
Can We
Afford It
Adopt The
The ETP is a significant asset for MWC, which has been operational for over 30 years. It is capable of treating
over 40% of Melbourne’s daily sewerage. While the plant was designed with redundancy and future expansion
capabilities, this has been reduced over time due to growth. Upgrades at the plant have occurred in relation
to increased capacity as well as meeting increasing regulatory requirements and stakeholder objectives (e.g.
ammonia reduction and energy efficiency targets). These upgrades have resulted in either new or altered LoS
requirements for ETP.
No
Reset The
LoS To
Suit
Yes
Target

At the highest level, the LoS requirements for the facility were well known. A clear understanding of the LoS for
each process stream and/or function throughout the plant needed to be further defined to ensure each area of the
plant contributed efficiently and effectively to the overall facility LoS. The numerous upgrades and changes applied
throughout the plant have necessitated the need to develop a detailed service level requirement for each process
stream and/or function.
Implementation
To develop the SAMP, the existing LoS were reviewed and compared to the equipment capabilities. Information
from various operational and asset information sources (e.g. risk assessment and incident data bases) were
collated.
Whilst operators and maintainers have a ‘local’ perceived understanding of the LoS requirements, these are often
not always clearly documented or understood in the context of the impact on the facility as a whole. This information
was required to be captured, challenged and collated.
The information was then discussed in multiple workshops with operations, process, and asset management
departments in order to validate the information and to determine the ultimate LoS requirements.
The SAMP for ETP was broken down into a series of systems that is directly related to the plant layout and
structure used for other information systems. This allowed the data to be relevant to Operations, process, and
infrastructure.
Once the SAMP was developed, multiple follow up workshops and discussions were held with the different areas
to review and confirm the outcomes of the SAMP development.
Outcomes
The development of a SAMP has allowed MWC to have the LoS requirements for ETP and its systems clearly
defined. Understanding of these levels of service has provided the opportunity to optimise maintenance and
operations regimes to more efficiently and effectively meet the LoS requirements.
The SAMP is now an important tool for ETP as it is a powerful reference that provides access to all plant information.
This assists in identifying and monitoring efficiency for regulatory purposes and allows implementation of MWCs
sustainability principles, values and goals set out within MWCs “Sustainable Water” - Strategic framework through
asset management.
CONCLUSIONS
Defining LoS has been highlighted as a key element in the development of SAMPs. This article presented
discussions on the significance of defining LoS, in particular making reference to M & E assets of wastewater
treatment plants.
GHD was engaged by MWC to provide assistance with the development and implementation of SAMPs for its
ETP M & E assets. The ETP is a significant asset for MWCs, treating over 40% of Melbourne’s daily sewerage.
Development of strategic asset management plans was a key initiative in meeting MWCs corporate objectives and
provided a strategic link between its sustainability framework and its operational activities. A case study based on
the development of the SAMPs for the ETP M & E highlighted that defining the LoS provided the opportunity to
optimise maintenance and operational regimes of the plant,
particularly in delivering the required levels of service and meeting its corporate objectives. As well as this, the
SAMPs allow access to critical information relating to all strategic aspects of the plant and will assist MWC in
implementation of its asset management practices and sustainability principles.
ACKNOWLEDGEMENTS
The authors would like to express their appreciation to all Melbourne Water Corporation Staff, particularly Operations
and Maintenance personnel at the ETP, for their patience, invaluable input and support in the development of the
Strategic Asset Management Plans for all M & E systems. We would also like to thank Melbourne Water Corporation
Management for their consent to use information from the ETP SAMP Project in this article and sharing GHDs
views in enhancing the industry awareness on significance of setting levels of service and development of strategic
asset management plans.
REFERENCES
Setting Levels Of Service
1 International Infrastructure Management Manual Version 3.0, pp xv, Thames New Zealand, International Edition
2006, Association of Local Government Engineering NZ Inc (INGENIUM) and Institute of Public Works Engineering
of Australia (IPWEA), ISBN 0 473 10685 X, (2006)
Vol 22 No 2 AMMJ
39

CMMS - Who Is At Fault
By John Reeve Technology Associates International Corporation planschd@yahoo.com (USA)
Every so often the trade magazines will do a survey asking users of CMMS (Computerised Maintenance
Management System) to rate and evaluate their CMMS. What this question really means is “…rate and evaluate
the use of the CMMS”. In most every case, CMMS users will answer the same question the same way….”Yes,
we failed to achieve the desired benefits”. And this statistic may apply to 80% of all sites. I must say however
that this is certainly not the fault of the software. I have yet to see the client site that fully understands the
potential of this system or how best to use it.
The reasons for this lack of vision are numerous.
1. The maintenance management team needs a vision statement which emphasizes asset reliability
and work force efficiency.
a. Asset reliability means having a plan in place to find and eliminate recurring breakdowns. Predict and
preserve as opposed to fail and fix.
b. Work force efficiency means they have a goal to plan and schedule work
c. Both of the above form a strategy for reducing reactive maintenance
d. Note: All too often we discover maintenance organizations purposefully performing routine
maintenance in reactive mode. This may seem like an obvious point but then again why is it an
accepted process found at majority of all client sites?
e. Many clients install software - and then stop. There may be a feeling of empowerment
based on the product being there, i.e. we can logon and insert a record. The management
team may not have a vision for success based on continuous improvement.
My best analogy is like purchasing an expensive sports car and then parking it in the garage.
2. But what should you do if your management team does not have this vision or
awareness and understanding?
a. You need to figure out a way to politely influence the thinking of management. You prepare
a power point presentation stating/describing the opportunities at hand. The first slide should
be titled, “Software, Process and Organization”. All three elements are necessary to make
a successful system. And if any one leg is missing, then the stool will fall over.
b. I suggest you, and company management, attend a user group, forum or conference which
includes other software users but more importantly has speakers discussing better or
best practices
c. Perform a benchmarking visit (day trip) to nearby facility using a CMMS/EAM product
d. Become an avid reader of various on-line industry forums. Subscribe to related trade magazines.
Make notes. Identify points that would help your organization.
e. Contact a CMMS/EAM consulting organization and ask them to make a free 1-day visit to
discuss better/best practices. If they can’t do this, they probably don’t have the expertise.
3. Do not be afraid of consultants.
a. Consultants are expensive. But the knowledge you can quickly acquire can be substantial.
b. 10-15 years in one place as a client is not the same as the experiences garnered by a full-time consultant
over the same period of time. A consultant picks up valuable information on every client visit. The
different client environments strengthen the overall consultant knowledge. This body of knowledge
includes tips and tricks, plus, “things to avoid”.
c. If you are lucky and choose the right consultant you will find someone who not only knows the software
but more importantly knows the surrounding better/best practices.
4. No budget? What should you do if every time the budget process is performed, no money is ever
set aside for “process evaluation and re-engineering”?
a. Get a good understanding of your current client site budget process
b. Recognize that a complete (EAM) system consists of software, process and organization. Anyone can
install (upgrade) software but few can influence change and improve process. The magic is in the
surrounding process & procedure. Some say, up to 80% of all potential improvement lies in this area.
c. Start asking questions of both IT department, Maintenance/Operations and Engineering. Continuous
improvement is just that – continuous. If the IT department budgets for periodic (software) upgrades,
ask them to also include BPR (business process re-engineering activities). If Maintenance or
Engineering has funding, then go there. If you do not suggest this, most likely it will never happen.

CMMS - Who Is At Fault
d. Initiate your own on-site user group – formal or informal. Survey the users. Write down their
complaints – and also their ideas for improvement. Enter these into a punchlist and categorize.
Ask user group to meet and review this list – and then prioritize each. Make note of those items
you can do yourself internally – and vice versa.
e. Perhaps if you had some additional training you could alter the system internally, i.e. setup workflow,
or modify a screen or write a report. Take this list – and your team – to the doorstep of management
and present this punchlist.
5. What should you do if every time you make a suggestion to maintenance trades/supervision
regarding changing process they respond by saying, “we need more staff”?
a. When times are tough is the best time to implementing process improvement.
b. Process improvement means efficiencies. And efficiencies mean cost savings.
c. Work force efficiency is the primary result of advanced planning and scheduling techniques. By
implementing formal planning – and scheduling – you are essentially increasing your FTE
headcount. And you never hired anyone.
d. In addition, by focusing on reducing reactive maintenance, you should have fewer unplanned
breakdowns, which in turn provides “cost avoidance”.
e. Bad practice: Some maintenance organizations have established independent groups of
maintenance staff. This concept is sometimes called “silo maintenance”. If Silo “A” completes their
work for the week they are not obligated to assist Silo “B” – even though they have the same skillsets
and are geographically close. This practice may have seemed necessary before the
development of advanced scheduling techniques, but is no longer a best practice.
6. You can’t always blame the software vendor. They are in the business of selling software. You
should have known that they may not be the best group to implement your system. The good
news is, it is never too late to improve process.
a. But, you need an in-house champion and sponsor to start with.
b. Then, you need to put together a strong user group – also called Core Team.
c. The Core team leader may be in the IT department or the Maintenance department. But the latter
is an absolute must in terms of Core Team participation. In fact, there should be more members from
outside of IT than inside.
d. Your Core Team should be proactive. Don’t wait for complaints. Go out and interview the users.
7. Process re-engineering is exciting stuff.
a. Lean on your sponsor to help “shake and rattle” - looking for opportunities.
b. Think outside the box. Just because you’ve always done it that way doesn’t justify continuing
that way.
c. You might be surprised to find out that very few companies have anyone who fully understands
the whole process – start to finish. This is the time to draw out entire process and evaluate.
d. Business process re-engineering (BPR) is at the macro level and provides a big bang for the buck.
BPR can take awhile to perform – but definitely a good thing if you can afford it.
e. Continuous improvement, however, can be a daily adventure. Ask yourself each day you come
into work what you can do better. And challenge your peers to do the same.
8. Key features: There are several key process/functions of your CMMS/EAM system which you should
be familiar with. The knowledge you have in these areas will determine how well you use the software.
a. Backlog management. e. Weekly scheduling.
b. Setting up a PM program. f. Basic Failure Analysis.
c. Procedure: How to define & reduce reactive maintenance. g. Inventory management best practices.
d. Procedure: New work categorization – and work “closeout”. h. Analytical reports and periodic data reviews.
9. How do you track savings – and identify benefit? Some measurements are more important than others.
It is important to know where you have been and where you are going. From that, how can we reduce
maintenance costs? Can you measure (your) reactive maintenance?
a. How do you reduce reactive maintenance? d. Why does one review the backlog?
b. How do you setup weekly scheduling? e. How do you track maintenance delays?
c. What periodic data reviews do you recommend?
At the end of the day you are responsible. You can’t (always) blame the software. And you can’t blame the implementation
team. You, as a CMMS user/administrator, have a responsibility. And using the above techniques you now have a
roadmap to move forward. You can hire consultants or “go it alone”. The time is now, and you are in charge.
Vol 22 No 2 AMMJ
41

Vibration produced by rolling bearings can be complex and can result from geometrical imperfections
during the manufacturing process, defects on the rolling surfaces or geometrical errors in associated
components. Noise and vibration is becoming more critical in all types of equipment since it is
often perceived to be synonymous with quality and often used for predictive maintenance. In this
article the different sources of bearing vibration are considered along with some of the characteristic
defect frequencies that may be present. Some examples of how vibration analysis can be used to
detect deterioration in machine condition are also given.
INTRODUCTION
AN OVERVIEW OF VIBRATION
ANALYSIS
Dr. S. J. Lacey, Engineering Manager, Schaeffler UK
First Published in the Maintenance and Egineering Magazine Vol8 No6 2008 (UK)
Rolling contact bearings are used in almost every type of rotating machinery whose successful and reliable
operation is very dependant on the type of bearing selected as well as the precision of all associated
components i.e. shaft, housing, spacers, nuts etc. Bearing engineers generally use fatigue as the normal
failure mode on the assumption that the bearings are properly installed, operated and maintained. Today,
because of improvements in manufacturing technology and materials, generally bearing fatigue life, which
is related to sub surface stresses, is not the limiting factor and probably accounts for less than 3% of failures
in service.
Unfortunately though, many bearings fail prematurely in service because of contamination, poor lubrication,
misalignment, temperature extremes, poor fitting/fits, unbalance and misalignment. All these factors lead to
an increase in bearing vibration and condition monitoring has been used for many years to detect degrading
bearings before they catastrophically fail with the associated costs of downtime or significant damage to
other parts of the machine.
Rolling element bearings are often used in noise sensitive applications e.g. household appliances, electric
motors which often use small to medium size bearings. Bearing vibration is therefore becoming increasingly
important from both an environmental consideration and because it is synonymous with quality.
It is now generally accepted that quiet running is synonymous with the form and finish of the rolling contact
surfaces. As a result bearing manufacturers have developed vibration tests as an effective method for
measuring quality. A common approach is to mount the bearing on a quiet running spindle and measure
the radial velocity at a point on the bearing’s outer ring in three frequency bands, 50-300, 300-1800 and
1800-10000Hz. The bearing must meet RMS velocity limits in all three frequency bands.
Vibration monitoring has now become a well accepted part of many planned maintenance regimes and relies
on the well known characteristic vibration signatures which rolling bearings exhibit as the rolling surfaces
degrade. However, in most situations bearing vibration cannot be measured directly and so the bearing
vibration signature is modified by the machine structure and this situation is further complicated by vibration
from other equipment on the machine i.e. electric motors, gears, belts, hydraulics, structural resonances
etc. This often makes the interpretation of vibration data difficult other than by a trained specialist and can
in some situations lead to a misdiagnosis resulting in unnecessary machine downtime and costs.
This article discusses the sources of bearing vibration along with the characteristic vibration frequencies that
are likely to be generated.
SOURCES OF VIBRATION Figure 1. Simple bearing model
Rolling contact bearings represents a complex vibration system whose
components i.e. rolling elements, inner raceway, outer raceway and
cage interact to generate complex vibration signatures. Although rolling
bearings are manufactured using high precision machine tools and under
strict cleanliness and quality controls, like any other manufactured part
they will have degrees of imperfection and generate vibration as the
surfaces interact through a combination of rolling and sliding. Nowadays,
although the amplitudes of surface imperfections are in the order of
nanometers, significant vibrations can still be produced in the entire
audible frequency range (20Hz - 20kHz). The level of the vibration will
depend upon many factors including the energy of the impact, the point
at which the vibration is measured and the construction of the bearing.
Radial Load

Variable Compliance
Under radial and misaligning loads bearing vibration is an inherent feature of rolling bearings even if the bearing is
geometrically perfect and is not therefore indicative of poor quality. This type of vibration is often referred to as
variable compliance and occurs because the external load is supported by a discrete number of rolling elements
whose position with respect to the line of action of the load continually changes with time, Figure 1.
As the bearing rotates, individual ball loads, hence elastic deflections at the rolling element raceway contacts,
change to produce relative movement between the inner and outer rings. The movement takes the form of a locus
which under radial load is two dimensional and contained in a radial plane whilst under misalignment it is three
dimensional. The movement is also periodic with base frequency equal to the rate at which the rolling elements
pass through the load zone. Frequency analysis of the movement yields the base frequency and a series of
harmonics. For a single row radial ball bearing with an inner ring speed of 1800rev/min a typical ball pass rate is
100Hz and significant harmonics to more than 500Hz can be generated.
Variable compliance vibration is heavily dependant on the number of rolling elements supporting the externally
applied load; the greater the number of loaded rolling elements, the less the vibration. For radially loaded or
misaligned bearings “running clearance” determines the extent of the load region, and hence, in general variable
compliance increases with clearance. Running clearance should not be confused with radial internal clearance
(RIC), the former normally being lower than the RIC due to interference fit of the rings and differential thermal
expansion of the inner and outer rings during operation. Variable compliance vibration levels can be higher than
those produced by roughness and waviness of the rolling surfaces, however, in applications where vibration is
critical it can be reduced to a negligible level by using ball bearings with the correct level of axial preload.
Geometrical Imperfections
Because of the very nature of the manufacturing processes
used to produce bearing components geometrical imperfections
will always be present to varying degrees depending on the
accuracy class of the bearing. For axially loaded ball bearings
operating under moderate speeds the form and surface finish
of the critical rolling surfaces are generally the largest source
of noise and vibration. Controlling component waviness and
surface finish during the manufacturing process is therefore
critical since it may not only have a significant effect on vibration
but also may affect bearing life.
It is convenient to consider geometrical imperfections in terms
of wavelength compared with the width of the rolling elementraceway
contacts. Surface features of wavelength of the order
of the contact width or less are termed roughness whereas
longer wavelength features are termed waviness, Figure 2.
Surface Roughness
An Overview Of Vibration Analysis
Figure 2. Waviness and roughness
of rolling surfaces
Surface roughness is a significant source of vibration when its level is high compared with the lubricant film
thickness generated between the rolling element-raceway contacts (Figure 2). Under this condition surface
asperities can break through the lubricant film and interact with the opposing surface, resulting in metal-to-metal
contact. The resulting vibration consists of a random sequence of small impulses which excite all the natural
modes of the bearing and supporting structure.
Surface roughness produces vibration predominantly at frequencies above 60 times the rotational speed of the
bearing, thus the high frequency part of the spectrum usually appears as a series of resonances.
A common parameter used to estimate the degree of asperity interaction is the lambda ratio (Λ). This is the ratio of
lubricant film thickness to composite surface roughness and is given by:
2 2 0.5
Λ = h ( σ + σr ) b
Λ = degree of asperity interaction h = the lubricant film thickness
σ = RMS roughness of the ball σ = RMS roughness of the raceway
b r
If we assume that the surface finish of the raceway is twice that of rolling element, then for a typical
lubricant film thickness of 0,3μm surface finishes better than 0,06μm are required to achieve a Λ value
of three and a low incidence of asperity interaction. For a lubricant film thickness of 0,1μm surface finishes
better than 0,025μm are required to achieve Λ=3. The effect of Λ on bearing life is shown in Figure 3 (1).
If Λ is less than unity it is unlikely that the bearing will attain its estimated design life because of surface distress
which can lead to a rapid fatigue failure of the rolling surfaces. In general Λ ratios greater than three indicate
complete surface separation. A transition from full EHL (elastohydrodynamic lubrication) to mixed lubrication
(partial EHL film with some asperity contact) occurs in the Λ range between 1 and 3.
Vol 22 No 2 AMMJ
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44
An Overview Of Vibration Analysis
Figure 3 % film versus Λ (function of film thickness & surface roughness)
Figure 4. Attenuation due to contact width
Waviness
For longer wavelength surface
features, peak curvatures are
low compared with that of the
Hertzian contacts and rolling
motion is continuous with the
rolling elements following
the surface contours. The
relationship between surface
geometry and vibration level
is complex being dependent
upon the bearing and
contact geometry as well as
conditions of load and speed.
Waviness can produce
vibration at frequencies
up to approximately 300
times rotational speed but is usually predominant at
frequencies below 60 times rotational speed. The
upper limit is attributed to the finite area of the rolling
element raceway contacts which average out the shorter
wavelength features. In the direction of rolling, elastic
deformation at the contact attenuates simple harmonic
waveforms over the contact width, Figure 4.
The level of attenuation increases as wavelength
decreases until in the limit, for a wavelength equal to the
contact width, waviness amplitude is theoretically zero.
The contact length also attenuates short wavelength
surface features. Generally poor correlation can exist
between parallel surface height profiles taken at different
points across the tracks and this averages measured waviness amplitudes to a low level. For typical bearing
surfaces poor correlation of parallel surface heights profiles only exists at shorter wavelengths.
Even with modern precision machining technology waviness cannot be eliminated completely and an element
of waviness will always exist albeit at relatively low levels. As well as the bearing itself the quality of the
associated components can also affect bearing vibration and any geometrical errors on the outside diameter
of the shaft or bore of the housing can be reflected on the bearing raceways with the associated increase
in vibration. Therefore, careful attention is required to the form and precision of all associated bearing
components.
Figure 5(a). Signal from a good bearing Figure 5(b). Signal from a damaged bearing
50
Velocity μm/s
Ball
Raceway Waviness
Discrete Defects
Contact Width
40 ms
Attenuation due to Elastic
Deformation
Whereas surface roughness and waviness result directly from the bearing component manufacturing processes
discrete defects refers to damage of the rolling surfaces due to assembly, contamination, operation, mounting,
poor maintenance etc. These defects can be extremely small and difficult to detect and yet can have a
significant impact on vibration critical equipment or can result in reduced bearing life. This type of defect can
take a variety of forms: indentations, scratches along and across the rolling surfaces, pits, debris and particles
in the lubricant.
Bearing manufacturers have adopted simple vibration measurements on the finished product to detect such
defects but these tend to be limited by the type and size of bearing. An example of this type of measurement
is shown in Figure 5, where compared to a good bearing, the discrete damage on a bearing outer ring raceway
has produced a characteristically impulsive vibration which has a high peak/RMS ratio.
50
Velocity μm/s
40 ms

Where a large number of defects occur, individual peaks are not so clearly defined but the RMS vibration level is
several times greater than that normally associated with a bearing in good condition.
BEARING CHARACTERISTIC FREQUENCIES
Although the fundamental frequencies generated by rolling bearings are related to relatively simple formulas they
cover a wide frequency range and can interact to give very complex signals. This is often further complicated by
the presence of other sources of mechanical, structural or electromechanical vibration on the equipment.
For a stationary outer ring and rotating inner ring, from the bearing geometry the fundamental frequencies are
derived as follows:
f c/o = f r /2 [1 – d/D Cos α ]
f c/i = f r /2 [1 + d/D Cos α ]
f b/o = Z f c/o
f b/i = Z f c/i
f b = D/2d f r [1 – (d/D Cos α) 2 ]
f r = inner ring rotational frequency f c/o = fundamental train (cage) frequency relative to outer ring
f c/i = fundamental train frequency relative to inner ring f b/o = ball pass frequency of outer ring
f b/i = ball pass frequency of inner ring f b = rolling element spin frequency
D = Pitch circle diameter d = Diameter of roller elements
Z = Number of rolling elements α = Contact angle
The bearing equations assume that there is no sliding and that the rolling elements roll over the raceway surfaces.
However, in practice this is rarely the case and due to a number of factors the rolling elements undergo a combination
of rolling and sliding. As a consequence the actual characteristic defect frequencies may differ slightly from
those predicted, but this is very dependent on the type of bearing, operating conditions and fits. Generally the
bearing characteristic frequencies will not be integer multiples of the inner ring rotational frequency which helps to
distinguish them from other sources of vibration.
Since most vibration frequencies are proportional to speed, it is important when comparing vibration signatures
that data is obtained at identical speeds. Speed changes, will cause shifts in the frequency spectrum causing
inaccuracies in both the amplitude and frequency measurement. In variable speed equipment sometimes spectral
orders may be used where all the frequencies are normalized relative to the fundamental rotational speed. This is
generally called “order normalisation” where the fundamental frequency of rotation is called the first order.
The bearing speed ratio (ball pass frequency divided by the shaft rotational frequency) is a function of the bearing
loads and clearances and can therefore give some indication of the bearing operating performance. If the bearing
speed ratio is below predicted values it may indicate insufficient loading, excessive lubrication or insufficient bearing
radial internal clearance which could result in higher operating temperatures and premature failure. Likewise
a higher than predicted bearing speed ratio may indicate excessive loading, excessive bearing radial internal
clearance or insufficient lubrication. A good example of how the bearing speed ratio can be used to identify a
potential problem is shown in Figure 6 which shows a vibration acceleration spectrum measured axially on the end
cap of a 250kW electric motor.
Figure 6 Axial vibration acceleration spectrum on end cap of a 250kW electric motor
An Overview Of Vibration Analysis
In this case the type
6217 radial ball bearings
were experiencing a
high axial load as a
result of the non locating
bearing failing to slide
in the housing (thermal
loading). For a nominal
shaft speed of 3000rev/
min the estimated outer
ring ball pass frequency,
f b/o , was 228.8Hz giving
a bearing speed ratio of
4.576. The actual outer
ring ball pass frequency
was 233.5Hz giving a
ball speed ratio of 4.67,
an increase of 2%.
Vol 22 No 2 AMMJ
45

46 An Overview Of Vibration Analysis
Figure 7. Photograph of
type 6217 inner ring showing
running path offset from
centre of raceway.
Table 1. Frequencies related to surface imperfections
Surface Defect
Component Imperfection
Inner
Raceway
Outer
Raceway
Rolling
Element
Eccentricity
Waviness
Discrete Defect
Waviness
Discrete Defect
Diameter
Variation
A photograph of the inner ring is shown in Figure 7 showing the ball running path
offset from the centre of the raceway towards the shoulder.
Eventually this motor failed catastrophically and thermal loading (cross location)
of the bearings was confirmed. A number of harmonics and sum and difference
frequencies are also evident in the spectrum.
Ball pass frequencies can be generated as a result of elastic properties of the
raceway materials due to variable compliance or as the rolling elements pass
over a defect on the raceways. The frequency generated at the outer and inner
ring raceway can be estimated roughly as 40% (0.4) and 60% (0.6) of the inner
ring speed times the number of rolling elements respectively.
Unfortunately bearing vibration signals are rarely straight forward and are further
complicated by the interaction of the various component parts but this can be
often used to our advantage in order to detect a deterioration or damage to the
rolling surfaces.
Imperfections on the surface of raceways and rolling elements, as a result of
the manufacturing process, interact to produce other discrete frequencies and
sidebands which are summarised in Table 1.
fr
Frequency
nZfc/i ±fr
nZfc/i ±fr
nZfc/o
nZfc/o±fr;
nZfc/o±fc/o
Zfc/o
Analysis of bearing vibration signals is usually
complex and the frequencies generated will add
and subtract and are almost always present in
bearing vibration spectra. This is particularly true
where multiple defects are present. However,
depending upon the dynamic range of the
equipment, background noise levels and other
sources of vibration bearing frequencies can be
difficult to detect in the early stages of a defect.
However, over the years a number of diagnostic
algorithms have been developed to detect bearing
faults by measuring the vibration signatures on
the bearing housing. Usually these methods take
advantage of both the characteristic frequencies
and the “ringing frequencies” (i.e. natural
frequencies) of the bearing. This is described in
more detail in a later section.
Raceway Defect
Waviness 2nfb ±fc/o
A discrete defect on the inner raceway will
Discrete Defect
2nfb ±fc/o
generate a series of high energy pulses at a rate
equal to the ball pass frequency relative to the
inner raceway. Because the inner ring is rotating,
the defect will enter and leave the load zone causing a variation in the rolling element-raceway contact force,
hence deflections. While in the load zone the amplitudes of the pulses will be highest but then reduce as
the defect leaves the load zone resulting in a signal which is amplitude modulated at inner ring rotational
frequency. In the frequency domain this not only gives rise to a discrete peak at the carrier frequency (ball
pass frequency) but also a pair of sidebands spaced either side of the carrier frequency by an amount equal
to the modulating frequency (inner ring rotational frequency), Figure 8. Generally as the level of amplitude
modulation increases so will the sidebands.
As the defect increases in size more sidebands are generated and at some point the ball pass frequency may
no longer be generated, but instead a series of peaks spaced at the inner ring rotational frequency.
A discrete fault on the outer raceway will generate a series of high energy pulses at a rate equal to the ball pass
frequency relative to the outer ring. Because the outer ring is stationary the amplitude of the pulse will remain
theoretically the same hence will appear as a single discrete peak within the frequency domain.
An unbalanced rotor will produce a rotating load, so as with an inner ring defect, the resulting vibration signal
can be amplitude modulated at inner ring rotational frequency.
Likewise the ball pass frequency can also be modulated at the fundamental train frequency. If a rolling
element has a defect it will enter and leave the load zone at the fundamental train frequency causing amplitude
modulation and result in sidebands around the ball pass frequency. Amplitude modulation at the fundamental
train frequency can also occur if the cage is located radially on the inner or outer ring.

Figure 8. Amplitude modulation (AM) Figure 8. Amplitude modulation (AM)
(a) Amplitude modulated time signal (b) Spectrum of amplitude modulated signal.
Although defects on the inner and outer raceways tend to behave in the similar manner, for a given size defect the
amplitude of the spectrum of an inner raceway defect is generally much less. The reasons for this might be that
a defect on the inner ring raceway only comes into the load zone once per revolution and the signal must travel
through more structural interfaces before reaching the transducer location i.e. rolling element, across an oil film,
through the outer ring and through the bearing housing to the transducer position. The more difficult transmission
path for an inner raceway fault probably explains why a fault on the outer raceway tends to be easier to detect.
Rolling Element Defect
Defects on the rolling elements can generate a frequency at twice ball spin frequency and harmonics and the
fundamental train frequency. Twice the rolling element spin frequency can be generated when the defect strikes
both raceways, but sometimes the frequency may not be this high because the ball is not always in the load zone
when the defect strikes and energy is lost as the signal passes through other structural interfaces as it strikes the
inner raceway.
Also, when a defect on a ball is orientated in the axial direction it will not always contact the inner and outer raceway
and therefore may be difficult to detect. When more than one rolling element is defective sums of the ball spin
frequency can be generated. If these defects are large enough then vibration at fundamental train frequency can
be generated.
Cage Defect
As we have already shown the cage tends to rotate at typically 0.4 times inner ring speed, generally have a low
mass and therefore, unless there is defect from the manufacturing process is generally not visible.
Unlike raceway defects, cage failures do not usually excite specific ringing frequencies and this limits the effectiveness
of the envelope spectrum. In the case of cage failure, the signature is likely to have random bursts of vibration as
the balls slide and cage starts to wear or deform and a wide band of frequencies is likely to occur.
As a cage starts to deteriorate for example from inadequate lubrication, wear can start to occur on the sliding
surfaces i.e. in the cage pocket or in the case of a ring guided cage on the cage guiding surface. This may gives
rise to a less stable rotation of the cage or a greater excursion of the rolling elements, resulting in increased
sideband activity around the other bearing fundamental frequencies e.g. ball spin frequency.
Excessive clearance can cause vibration at the fundamental train frequency (FTF) as the rolling elements accelerate
and decelerate through the load zone which can result in large impact forces between the rolling elements and cage
pockets. Also outer race defects and roller defects can be modulated with the FTF fundamental frequency.
Other Sources of Vibration
Amplitude
Contamination is a very common source of bearing deterioration and premature failure and is due to the ingress of
foreign particles, either as a result of poor handling or during operation. By its very nature the magnitude of the
vibration caused by contamination will vary and in the early stages may be difficult to detect, but this depends very
much on the type and nature of the contaminants.
Contamination can cause wear and damage to the rolling contact surfaces and generate vibration across a broad
frequency range. In the early stages the crest factor of the time signal will increase, but it is unlikely that this will be
detected in the presence of other sources of vibration.
With grease lubricated bearings, vibration may be initially high as the bearing “works” and distributes the grease.
The vibration will generally be irregular but will disappear with running time and generally for most applications
doesn’t present a problem. For noise critical applications special low noise producing greases are often used.
A c /2
A m /4
An Overview Of Vibration Analysis
f c - f m
f c
f c + f m
frequency
Vol 22 No 2 AMMJ
47

48 An Overview Of Vibration Analysis
VIBRATION MEASUREMENT
Vibration measurement can be generally characterised as falling into one of three categories – detection,
diagnosis and prognosis.
Detection generally uses the most basic form of vibration measurement, where the overall vibration level is
measured on a broadband basis in a range for example, 10-1000Hz or 10-10000Hz. In machines where
there is little vibration other than from the bearings, the spikiness of the vibration signal indicated by the
Crest Factor (peak/RMS) may imply incipient defects, whereas the high energy level given by the RMS level
may indicate severe defects.
Generally other than to the experienced operator, this type of measurement gives limited information but
can be useful when used for trending, where an increasing vibration level is an indicator of a deteriorating
machine condition. Trend analysis involves plotting the vibration level as a function of time and using this to
predict when the machine must be taken out of service for repair. Another way of using the measurement
is to compare the levels with published vibration criteria for different types of equipment.
Although broadband vibration measurements may provide a good starting point for fault detection it has
limited diagnostic capability and although a fault may be identified it may not give a reliable indication of
where the fault is i.e. bearing deterioration/damage, unbalance, misalignment etc. Where an improved
diagnostic capability is required frequency analysis is normally employed which usually gives a much earlier
indication of the development of a fault and secondly the source of the fault.
Having detected and diagnosed a fault the prognosis i.e. what is the remaining useful life and possible failure
mode of the machine or equipment, is much more difficult and often relies on the continued monitoring of
the fault to determine a suitable time when the equipment can be taken out of service or relies on known
experience with similar problems.
Generally rolling bearings produce very little vibration when they are fault free and have distinctive
characteristic frequencies when faults develop. A fault that begins as a single defect e.g. a spall on the
raceway, is normally dominated by impulsive events at the raceway pass frequency resulting in a narrow
band frequency spectrum. As the damage worsens there is likely to be an increase in the characteristic
defect frequencies and sidebands followed by a drop in these amplitudes and an increase in the broadband
noise with considerable vibration at shaft rotational frequency. Where machine speeds are very low, the
bearings generate low energy signals which again may be difficult to detect. Also bearings located within a
gearbox can be difficult to monitor because of the high energy at the gear meshing frequencies which can
mask the bearing defect frequencies.
Overall Vibration Level
This is the simplest way of measuring vibration and usually consists of measuring the RMS(Root Mean
Square) vibration of the bearing housing or some other point on the machine with the transducer located as
close to the bearing as possible. This technique involves measuring the vibration over a wide frequency
range e.g. 10-1000Hz or 10-10000Hz. The measurements can be trended over time and compared with
known levels of vibration or pre-alarm and alarm levels can be set to indicate a change in the machine
condition. Alternatively measurements can be compared with general standards. Although this method
represents a quick and low cost method of vibration monitoring, it is less sensitive to incipient defects i.e.
detects defects in the advanced condition and has a limited diagnostic capability. Also it is easily influenced
by other sources of vibration e.g. unbalance, misalignment, looseness, electromagnetic vibration etc.
In some situations, the Crest Factor (Peak-to-RMS ratio) of the vibration is capable of giving an earlier
warning of bearing defects. As a local fault develops this produces short bursts of high energy which
increase the peak level of the vibration signal, but have little influence on the overall RMS level. As the fault
progresses, more peaks will be generated until finally the crest Factor will reduce but the RMS vibration will
increase. The main disadvantage of this method is that in the early stages of a bearing defect the vibration
is normally low compared with other sources of vibration present and is therefore easily influenced, so any
changes in bearing condition difficult to detect.
Frequency Spectrum
Frequency analysis plays an important part in the detection and diagnosis of machine faults. In the time
domain the individual contributions e.g. unbalance, gears etc to the overall machine vibration are difficult
to identify. In the frequency domain they become much easier to identify and can therefore be much more
easily related to individual sources of vibration.
As we have already discussed, a fault developing in a bearing will show up as increasing vibration at
frequencies related to the bearing characteristic frequencies making detection possible at a much earlier
stage than with overall vibration.

Envelope Spectrum
An Overview Of Vibration Analysis
When a bearing starts to deteriorate the resulting time signal often exhibits characteristic features which can be used
to detect a fault. Also, bearing condition can rapidly progress from a very small defect to complete failure in a relatively
short period of time, so early detection requires sensitivity to very small changes in the vibration signature. As we
have already discussed the vibration signal from the early stage of a defective bearing may be masked by machine
noise making it difficult to detect the fault by spectrum analysis alone. The main advantage of envelope analysis is its
ability to extract the periodic impacts from the modulated random noise of a deteriorating rolling bearing. This is even
possible when the signal from the rolling bearing is relatively low in energy and “buried” within other vibration from the
machine.
Like any other structure with mass and stiffness the bearing inner and outer rings have their own natural frequencies
which are often in the kilohertz range. However, it is more likely that the natural frequency of the outer ring will be
detected due to the small interference or clearance fit in the housing.
If we consider a fault on the outer ring, as the rolling element hits the fault the natural frequency of the ring will be
excited and will result in a high frequency burst of energy which decays and then is excited again as the next rolling
element hits the defect. In other words the resulting time signal will contain a high frequency component amplitude
modulated at the ball pass frequency of outer ring. In practice this vibration will be very small and almost impossible
to detect in a raw spectrum so a method to enhance the signal is required.
By removing the low frequency components through a suitable high pass filter, rectifying and then using a low pass
filter the envelope of the signal is left whose frequency corresponds to the repetition rate of the defect. This technique
is often used to detect early damage in rolling element bearings and is also often referred to as the High Frequency
Resonance Technique (HFRT) or Envelope Spectrum.
EXAMPLES OF VIBRATION SPECTRUM
Cage Damage
The vibration spectrum shown in Figure 9 was measured on the spindle housing of an internal grinding machine which
was grinding the raceways of bearing outer rings. Although the machine was producing work to the required quality
the routine vibration measurement immediately raised some concerns on the condition of the spindle.
Figure 9. Vibration acceleration measured on the spindle
housing of an internal grinding machine.
49
The spindle was rotating at
19200rev/min (320Hz) and
the most unusual aspect
of the spectrum is the
presence of a large number
of discrete peaks spaced at
140Hz which related to the
fundamental train frequency
(cage) of the angular
contact ball bearings which
had a plastic cage and was
lubricated with oil mist.
Upon examination of the
bearing, the cage outer
diameter showed clear
signs of damage with some
fragments of plastic material
which had broken away, but
still attached too, the outer diameter. As a result the spectrum had sum and difference frequencies related to the shaft
(f r ) and cage (f c ) e.g. 1740Hz (5f r +f c ). As we have already discussed, the deterioration of rolling element bearings will
not necessarily show at the bearing characteristic frequencies, but that the vibration signals are complex and produce
sum and difference frequencies which are almost always present in the spectra.
Roller Deterioration
An example of a taper roller bearing with a 432mm diameter bore rotating at 394rev/min (6.56Hz) is shown in Figure
10. The shaft was gear driven with a drive shaft speed of 936rev/min (2.375 reduction) giving a theoretical gear mesh
frequency of 374.4Hz. Vibration at shaft speed 6.56Hz and harmonics is clearly evident along with its harmonics.
Evident in the spectra is vibration at 62.4Hz, which corresponds with twice the rotational frequency of the roller, plus a
number of harmonics e.g. 186.5(x3), 497(x8), 560(x9), 748(x12), 873(x14) and 936Hz (x15).
This would suggest some deterioration in the condition of the roller(s) which was confirmed upon examination of the
bearing. The spectrum also shows discrete peaks spaced at cage speed, 2.93Hz, which again is consistent with
deterioration in the condition of the rollers. The 374.4Hz component is related to the gear mesh frequency with
sidebands at rotational speed, 6.56Hz.
Vol 22 No 2 AMMJ

50 An Overview Of Vibration Analysis
Figure 10. Spectrum obtained from the housing of a taper roller bearing.
As previously mentioned, bearing defects normally produce a signal which is amplitude modulated so by
demodulating the signal and analysing the envelope provides a useful technique for early fault detection.
Figure 11 shows the envelope spectrum where discrete peaks are present at 62.5Hz and its harmonics which
correspond with the roller defect frequency and clearly shows how demodulation can in some circumstances
be used to provide a convenient and early detection of deterioration in rolling bearings.
Figure 11. Envelope spectrum from the housing of a taper roller bearing
Raceway Damage High Axial Load
An example of a vibration spectrum measured axially on the drive side end cap of a 250kW electric motor
is shown in Figure 12. The rotational speed was approximately 3000rev/min (50Hz) and the rotor was
supported by two type 6217 C4 (85mm bore) radial ball bearings, grease lubricated. The vibration spectrum
shows dominant peaks between 1kHz and 1.5kHz which can be related to the outer raceway ball pass
frequency. The calculated outer raceway ball pass frequency, f b/o , is 229Hz and the frequency of 1142Hz
relates to 5f b/o with a number of sidebands at rotational frequency, f r .

Figure 12 Vibration acceleration measured axially on DE of 250kW Motor.
When the bearings were removed from the motor and examined, the ball running path was offset from the
centre of the raceways towards the shoulders of the both the inner and outer rings, indicative of high axial loads.
The cause of the failure was thermal preloading as a result of the non locating bearing not sliding in the housing
to compensate for axial thermal expansion of the shaft; this is often referred to as “cross location”. The non
drive end bearing had severe damage to the raceways and the rolling elements which was consistent with the
highly modulated signal and high amplitude of vibration at 5f b/o . The overall RMS vibration level of the motor
increased from typically 0.22g to 1.64g.
Figure 13. Vibration acceleration measured radially on the housing of a
type 23036 spherical roller bearing.
Figure 14. Type 230336 spherical
roller bearing outer ring raceway
showing black corrosion stains.
An Overview Of Vibration Analysis
Another example of a vibration acceleration spectrum obtained from
the housing of a type 23036 (180mm bore) spherical roller bearing,
located on the main drive shaft of an impact crusher is shown in Figure
13. The spectrum shows a number of harmonics of the outer raceway
ball pass frequency, 101Hz, with a dominant peak at 404Hz (4f b/o )
with sidebands at shaft rotational frequency, 9Hz. When the bearing
was removed from the machine and examined one part of the outer
raceway had black corrosion stains as a result of water ingress which
had occurred during external storage of the machine, Figure 14.
Also a number of the rollers had black corrosion stains which was
consistent with the vibration at cage rotational frequency, f c =4Hz, in
the envelope spectrum, Figure 15. The modulation of the time signal
at cage rotational frequency can be clearly seen in the time signal,
Figure 16.
Vol 22 No 2 AMMJ
51

52 An Overview Of Vibration Analysis
Figure 15 Envelope spectrum of the type 23036 spherical roller bearing
Figure 16. Acceleration time signal of the type 23036 spherical roller bearing.
Effect of Bearing Vibration on Component Quality
Even low levels of vibration can have a significant impact on critical equipment such as machine tools
that are required to produce components whose surface finish and form are critical.
A good example of this is during the manufacture of bearing inner and outer rings. One of the most
critical operations is grinding of the bearing raceways which have to meet very tight tolerances of
roundness and surface finish and any increase in machine vibration can result in a severe deterioration
in workpiece quality.
Figure 17, which shows the vibration acceleration spectrum, 0-500Hz, measured on the spindle housing
of an external shoe centreless grinding machine during the grinding of an inner ring raceway where the
typical values for out-of-roundness and surface roughness were >4μm and 0,3μmRa respectively.
The most distinctive feature on the finished raceway was the presence of 21 lobes which when multiplied
by the workpiece rotational speed, 370rev/min (6.2Hz) corresponded to a frequency of 129.5Hz. This was
very close to the 126Hz component in the spectrum which was associated with the ball pass frequency
relative to outer raceway of a ball bearing in the drive head motor. Also present are harmonics at 256
and 380Hz. The discrete peaks at 38, 116 and 190Hz correspond to the spindle rotational speed and
its harmonics.
Figure 18, shows that after replacing the motor bearings, the vibration at 126Hz reduced from 0.012g
to 0.00032g and the associated harmonics are no longer dominant. This resulted in a dramatic
improvement in workpiece out-of-roundness of

Figure 17. Vibration spectrum and roundness before replacing wheel head drive motor bearings.
(a) Vibration spectrum on spindle housing (b) Roundness of raceway
Figure 18. Vibration spectrum and roundness after replacing wheel head drive motor bearings.
(a) Vibration spectrum measured on spindle housing (b) Roundness of raceway
CONCLUSIONS
An Overview Of Vibration Analysis
The various sources of bearing vibration have been discussed and how each can generate characteristic vibration
frequencies which can combine to give complex vibration spectra which at times may be difficult to interpret other
than to the experienced vibration analyst. However, with rolling bearings characteristic vibration signatures are
often generated usually in the form of modulation of the fundamental bearing frequencies. This can be used to
our advantage and vibration conditioning monitoring software is often designed to identify these characteristic
features and provide early detection of an impending problem. This usually takes the form of signal demodulation
and the envelope spectrum where the early indications of sideband activity, hence bearing deterioration can be
more easily detected.
As long as there is natural frequencies of the bearing and its nearby structures, which occurs in the case of a
localized defect on the outer raceway, the inner raceway, or a rolling element, the envelope spectrum works well.
However, cage failures do not usually excite specific natural frequencies. The focus of demodulation is on the
“ringing” frequency (carrier frequency) and the rate it is being excited (modulating frequency).
Simple broad band vibration measurements also have their place but offer a very limited diagnostic capability and
generally will not give an early warning of incipient damage or deterioration.
REFERENCES
1. Tedric A. Harris. Rolling Bearing Analysis.
2. S. J. Lacey. Vibration monitoring of the internal centreless grinding process Part 1: mathematical models.
Proc Instn Mech Engrs Vol 24. 1990
3. S. J. Lacey. Vibration monitoring of the internal centreless grinding process Part 2: experimental results.
Proc Instn Mech Engrs Vol 24. 1990
4. F. P. Wardle & S.J. Lacey. Vibration Research in RHP. Acoustics Bulletin.
Vol 22 No 2 AMMJ
53

The 2009 Listing of
CMMS and EAM’s
The 2009 Listing of Computerised Maintenance Management Systems (CMMS) and Enterprise Asset Management
Systems (EAM’s) was compiled by Len Bradshaw, March 2009.The data given is as received from the respondents. The
AMMJ does not therefore accept any liability for actions taken as a result of information given in this survey.
AMPRO
Third City Solutions Pty Ltd, Australia www.thirdcitysolutions.com.au
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: UK, Europe, Australia
TYPICAL COST OF THE CMMS/EAM SOFTWARE: Small Companies AUD$2675,
CMMS/EAM available as a stand-alone system: YES
Part of or able to be integrated with a larger management/corporate system: NO
DESCRIPTION
AMPRO is a software application that allows the structuring of your assets (plant, equipment, vehicles etc) in an organised and logical
manner. AMPRO is a robust, intuitive and user friendly system based on the familiar Microsoft® Outlook® interface. This helps to minimise
the learning process and help your organisation successfully navigate today’s difficult business landscape by eliminating errors and
redundancy, and improving competitiveness.
Prepare and document the maintenance history, schedule work that needs to be done on a routine basis, prepare unscheduled jobs that
need to be carried out, and record work already completed. Whether you want to maintain manufacturing equipment, a fleet of vehicles or a
hotel chain, AMPRO will do this with ease. AMPRO has the ability to link up with PDA devices, as well as a Job Requests that allow operating
departments to request work directly into the AMPRO.
Modules are seamlessly integrated with each other.
• The ability to export reports easily.
• The same ‘look and feel’ throughout makes the application intuitive for users.
AMPRO helps you to devote more maintenance man-hours to preventative maintenance or planned maintenance inspections rather than
to unplanned/breakdown work.
AMRPO Requests
TYPICAL COST OF THE CMMS/EAM SOFTWARE: Small Companies AUD$1800
CMMS/EAM available as a stand-alone system: NO
Part of or able to be integrated with a larger management/corporate system: YES
DESCRIPTION
1. This easy to use, yet powerful and functional software makes light work of organising your day to day job requests.
2. Job Requests is an add-on module to AMPRO that allows operating departments around your company to request work directly into
AMPRO, where Engineering/Maintenance will create Jobs if required.
3. Remove the worry and drama of a paper based system where your job requests go missing, get forgotten about, or the “I phoned them
yesterday with that problem” syndrome. Job Requests is quick and direct. Follow the status of all job requests from the easy to use
interface. Make notes and/or comments about the Job Request and/or Job which are added as Journals.
4. Job Requests has been designed to be simple and easy to use allowing anyone in your organisation to quickly enter work
requests
5. Let your users monitor their work requests progress through each stage right up to completion.
6. Easy to read reports on the status of requests included
AMRPO Portable Edition
COUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: UK, Europe, Australia
TYPICAL COST OF THE CMMS/EAM SOFTWARE: AUD$3400
IS THIS CMMS/EAM available as a stand-alone system: No
Part of or able to be integrated with a larger management/corporate system: YES (AMPRO)
DESCRIPTION
AMPRO PE is made up of a number of easy to use modules that runs on Windows Mobile based PDA’s. The modules included are Assets,
Inspections, Jobs, and Readings. Assign Inventory to the Jobs directly by scanning the item or adding through the Inventory page of the
Job. Avoid reading errors by entering the reading into the Readings module. It will show you the previous reading to compare. Reduce the
amount of paper based work that you need to carry around by storing it electronically in AMPRO PE.
AMPRO PE is quick and direct, yet powerful and functional and makes light work of organising your day to day maintenance tasks.
Reduce the amount of data entry back at the office as staff enters their work directly into the PDA. User level security integrated with the
security module in AMPRO. Listen to what our customers say, ‘AMPRO PE has proved a huge advantage for our asset management and
audit compliance data gathering, it has allowed us to greatly improve our data input and update efficiency and data accuracy, while allowing
us to operate remote from our main facilities.’
RELATED SERVICES
Third City Solutions is your one stop shop for your CMMS needs. From the evaluation stage through to the implementation, we will assist in
the implementation, training, consulting and follow up of your system, including purchasing of the PDA hardware and accessories. Creation
of AMPRO operational manuals specific to for your needs, where we work with you to develop the way you want to use AMPRO.

API Pro
apt Group (of Companies) Australia www.aptgroup.com.au
COUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
API Pro is sold & supported world-wide.
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP:
No; API Pro suits a wide cross section of industry.
TYPICAL COST OF THE CMMS/EAM SOFTWARE: Small site: AUD$3000, Medium Site: AUD$20,000
Large Site: AUD$80,000
IS THIS CMMS/EAM available as a stand-alone system: Yes
IS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system: API Pro can be integrated into ERP &
CRM systems.
DESCRIPTION
API’s design structure is tailored to suit industry IT systems and major database structures, Progress, Oracle, MS SQL Server, DB2/400.
Interfacing to:
• Condition Monitoring • Palm Pilot
• Bar Code • Data Loggers
• ERP systems • Financial systems
Technology: System Security: API is controlled by the system supervisor who assigns users access to specific zones.
Systems Structure: API Pro is powered by Progress providing multi-tier client/server technology. Its query tools allow for advanced reporting
and statistical analysis.
RELATED SERVICES
API Pro is used within 500 leading companies worldwide in a variety of industries maintaining high-value capital assets, plant, facilities,
building & equipment.
API Pro is designed to generate continuous management improvements within your company by optimising production output, utilisation of
human & financial resources.
Example of Modules:
• Plant Documentation & Information Searching • Maintenance, Inspection
• Stock Control • Purchase Management
• Job Ordering • Internal Purchase Requests
• Drawing and Documents and Graphical Navigator • Production Calendar
• Project Management • Resource Planning
• WEB • Analysis & Performance
• Palm Pilot • Condition Monitoring Interface, SKF @ptitude
• Documentation validation (FDA) • Standard interface to SAP, MFG/Pro + others
API Pro is supported with Professional Services – Implementation (porting data & seamless integration), Training, Software Maintenance
Agreements.
FleetMEX
Maintenance Experts Pty Ltd Australia www.mex.com.au
2009 Listing of CMMS and EAM’s
Countries where there is in-country support for this CMMS: Australia, New Zealand, Malaysia, China and
Indonesia
Is this CMMS designed for a particular industry group? FLEETMEX is utilised in a number of industry sectors
including bus and transport companies, local councils, workshops and heavy machinery operators.
Typical cost of the CMMS Software Small Site: AUD$2,000, Medium Site: AUD$8,000 Large Site: AUD$20,000
Is this CMMS available as a stand-alone system? YES
Is this CMMS part of larger management/corporate System? No. It has additional inventory module and can interface with other systems.
DESCRIPTION
FleetMEX is a Microsoft compatible maintenance management system design for companies looking to improve the efficiency and
effectiveness of their vehicle performance. FleetMEX is particularly effective in implementing preventative maintenance strategies.
It is utilized in a number of industry sectors including bus and transport companies, local councils and heavy machinery operators.
Equipment Management – complete record of every Asset/Equipment. Include details such as suppliers, costs, purchase dates, warranty
dates, dimensions, store and view graphics, Up to 7 levels of Hierarchy to any branch of equipment, registration, tyres and accidents.
Work Orders – can be created for every job done, estimated and actual labour, Include start dates, departments, trades people, costs, parts,
tasks, safety information, post orders, add priority etc.
Preventative Maintenance – create preventative maintenance work to be carried out on equipment. Schedule the work based on hours,
weeks, years, kilometers etc, automatically create work orders and handle multiple PM’s.
History – life cycle costing and comparative analysis and full work details including description, FMEA Failure analysis codes and full work
details.
Reports – Ease of data capture, Export data quickly and accurately, create your own queries and reports with MS Access and import to
FLEETMEX.
Hiring & Invoicing – invoice all work completed, create invoices from work orders, hiring of equipment to your customers.
RELATED SERVICES
MEX Ops – MEX Ops is a Web enabled job requesting system. It allows requests to be made anywhere at anytime and maintenance staff
can easily prioritise and schedule work. It also allows the requester to track their job.
FuelMEX - FuelMEX module allows you to integrate your Fuel Data with the FLEETMEX readings module. You can quickly import data from
all major fuel cards and fuel dispensing systems.
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56
2009 Listing of CMMS and EAM’s
Facilities Maintenance Management System (FMMS)
KDR Creative Software Pty Ltd Australia www.kdr.com.au
IN-COUNTRY SUPPORT FOR THIS CMMS: Australia, New Zealand, North America, South Africa, China.
IS CMMS/EAM IS DESIGNED FOR A PARTICULAR INDUSTRY GROUP: FMMS is applicable to all industry
sectors, including Defense, Resources, Manufacturing, Mining, Facilities Management.
TYPICAL COST OF THE CMMS/EAM SOFTWARE: Small Site: AUS$15,000 Medium Site: AUS$30,000
Large Site: +AUS$100,000.
IS THIS CMMS/EAM available as a stand-alone system: FMMS can be used as a fully standalone system, or integrated with clients ERP.
IS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system:
Yes, FMMS can be seamlessly integrated with an ERP.
DESCRIPTION
Additional to being a comprehensive stand alone CMMS, FMMS compliments Corporate ERP Systems by utilizing a library of interface
procedures in order to access data that resides outside of the core application. A number of such interface libraries have already been built
by KDR for existing customers with the predominant ones enabling bi-directional access with ERPS such as SAP and Oracle Financials.
Interfaces to other external product types include Condition Monitoring, SCADA, Configuration Management, GIS, Supply Logistics and
Project Management.
FMMS has been designed and purpose-built to accommodate the following key functional areas of Asset Management:
• Definition and Navigation of Asset Hierarchy
• Preparation of Standard Activity Libraries
• Initiation, Monitoring, Feedback and Recording of Maintenance Activities
• Maintenance Planning, including Resource Capacity, Prioritization and Criticality Indicators
• Business Metrics via on-line inquiries, report writing and user-defined Key Performance Indicators
• Serial Number Tracking of Essential Components and Certified Items
• Spare Parts Cataloguing, Purchasing, and Inventory Management
• Contracts and Project Management
• Timesheet Recording
• Budget/Forecast Preparation, Review and Monitoring
• Workflow Definition and Management
• Field Deployment via Mobile Devices
• Real-time Wireless acces • Work Packaging
• Certified Items • Risk Management
RELATED SERVICES
FMMS can be deployed from a client’s local server or deployed as a web hosted application. KDR Creative Software provides comprehensive
product installation, implementation and training services, with ongoing support and auditing activities.
GP Mate
GP Solutions, INC USA www.gpsonline.com
COUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: USA, Hong Kong
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Energy, Oil, Utilities, Manufacturing
TYPICAL COST of CMMS SOFTWARE: Priced per concurrent users, base package US$1995 plus optional modules and services
IS THIS CMMS/EAM available as a stand-alone system: Yes
IS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system: Can be integrated with other packages
DESCRIPTION
GP MaTe makes information easily accessible across five major modules:
- Equipment configuration/history - Maintenance - Parts inventory - Maintenance personnel - Purchasing.
Integration that goes with the flow - GP MaTe’s integration makes it possible to locate information from any module without leaving the
screen/module you may have started from, such as a work order. You can also look up and retrieve information in a multitude of ways, with
no need to close menus and open others. You’ll quickly be navigating through the system like a pro. And it will be just as quick and easy to
train new people.
Reporting in GP MaTe is managed via Crystal Reports. Reporting data can be exported to various external applications. The system’s adhoc
query makes it easy to get information required for any equipment, job, work order or procedure without manually searching through
standard reports.
GP MaTe’s major functional modules are:
- Work Order Control - Preventive and Predictive Maintenance
- Calibrations and Inspections - Asset Information
- Repairable Asset Tracking - Parts Lists
- Inventory and Material Control - Purchasing
- Receiving and Invoice Matching - Vendor Management
- Personnel and Training/Skills - Analysis and Reporting
Optional Modules:
- E-Commerce Integration - Financial System Interfaces
- Document and Drawing Management - Management of Change
- Project Budgeting - Interface to Project Management Software
- Bar Code/PDA Support - Multi-Plant Control
RELATED SERVICES
GP MaTe Version 6 takes a revolutionary track to substantially increase user support, by making available both web-based and desktop
user interfaces. It offers the convenience of a web-based user interface that will support all your users, anywhere and anytime, plus a high
performance desktop interface for your power users. In addition, many functions are available for portable PDA devices in a wireless or
batch mode.
GPS offers ASP & hosting Implementation Support, Customizations, System Integration,
Training and Project Management

Infor
Infor EAM ASE (Asset Sustainability Edition)
Infor Global Solutions Pty Ltd Australia www.infor.com/goinggreen/solutions/greeneam/as/
COUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: Australia
IS EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Infor EAM ASE is designed with pre determined maintenance standards for
off the shelf installation saving on implementation time. Verticals covered are Manufacturing, Mining, Facilities Management, Utilities.
TYPICAL COST OF THE CMMS/EAM SOFTWARE: AUS$125k – AUS$600k for Single or Multi Sites.
IS THIS CMMS/EAM available as a stand-alone system: Yes
IS THIS CMMS/EAM able to be integrated with a larger corporate system: EAM comes with XML integration Tool Sets as standard.
DESCRIPTION
Infor is the world’s third largest business software company. We develop and acquire proven software products that have rich, built-in
functionality. Then we make them better. We invest resources into product innovation and enhancement. We work hard to simplify and shorten
implementation times. We enable our software, services, and support globally. And we provide more flexible buying options.
Infor EAM Asset Sustainability Edition: Asset Performance at a Lower Energy Cost
As businesses and government begin taking action to reduce greenhouse gases, how do you know what approach makes the best financial
sense for you? Businesses worldwide are focusing on reducing their energy consumption to promote environmental sustainability. State and
national restrictions, either already in place or pending, aim to curb greenhouse gas emissions. The result is that your company will most likely
either be forced to alter its consumption behavior (demand) or incur even higher energy charges or emission “taxes” moving forward.
Addressing the issue of demand, the U.S. Department of Energy has concluded that an organization can reduce its monitored assets energy
consumption by up to 20%. Industry benchmarks agree, stating 6%-11% savings in energy costs are attainable by incorporating energy into
asset management practices.
The opportunity to address energy consumption, as well as greenhouse gas emissions, through Enterprise Asset Management is worth
considering. It’s not just good for the environment; it’s good for your bottom line, as well.
Infor EAM BE (Business Edition)
Infor Global Solutions Pty Ltd Australia www.infor.com.au/solutions/eam/maintenance/
COUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: Australia
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Infor EAM BE is designed with pre determined maintenance
standards for off the shelf installation saving on implementation time. Verticals covered are Manufacturing, Mining, Facilities Management,
Utilities.
TYPICAL COST OF THE CMMS/EAM SOFTWARE:
AUS$10k – AUS$100k for Single or Multi Sites or AUS$600 - AUS$1800 per month for Saas.
IS THIS CMMS/EAM available as a stand-alone system: Yes
IS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system: EAM comes with XML integration Tool Sets
as standard.
DESCRIPTION
Infor is the world’s third largest business software company. We develop and acquire proven software products that have rich, built-in
functionality. Then we make them better. We invest resources into product innovation and enhancement. We work hard to simplify and shorten
implementation times. We enable our software, services, and support globally. And we provide more flexible buying options.
Infor EAM (Enterprise Asset Management) maintenance solutions help organizations increase profitability through improved asset reliability,
efficient asset utilization, and reduced asset-related operating costs. EAM software from Infor is the tool enterprising companies use to drive
asset performance and ensure the delivery of projected financial results.
Infor’s enterprise asset management and maintenance solutions helps companies like yours:
• Deploy maintenance resources effectively
• Manage maintenance-related work order processes efficiently
• Schedule maintenance based on asset condition rather than on arbitrary dates
• Model scenarios to determine optimum preventive maintenance
• Create customized reports to meet business-specific asset management needs
Infor EAM EE
Infor Global Solutions Pty Ltd Australia www.infor.com.au/solutions/eam/maintenance/
2009 Listing of CMMS and EAM’s
COUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: Australia
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Manufacturing, Mining, Facilities Management, Utilities,
Pharmaceutical, Fleet Maintenance, Public Sector.
TYPICAL COST OF THE CMMS/EAM SOFTWARE: AUS$100k – AUS$500k for Multi Sites
IS THIS CMMS/EAM available as a stand-alone system: Yes
IS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system: EAM comes with XML integration Tool Sets
as standard.
DESCRIPTION
Infor is the world’s third largest business software company. We develop and acquire proven software products that have rich, built-in
functionality. Then we make them better. We invest resources into product innovation and enhancement. We work hard to simplify and shorten
implementation times. We enable our software, services, and support globally. And we provide more flexible buying options.
Infor EAM solutions enable enterprising companies like yours to optimize asset management and maintenance so you can realize your full
profit potential. Our industry experts have a deep understanding of the specific resource and productivity issues you face, and they use this
knowledge to develop enterprise asset management and maintenance software with the built-in, tailored functionality that is critical to your
success.
Infor’s world-class EAM software solutions are particularly effective in the following industries:
• Manufacturing • Life Sciences • Facilities Management
• Public Sector • Transportation
Infor has been providing enterprise asset management and maintenance software to enterprises worldwide, including more than 60 percent of
the Fortune 500 , for over 20 years. More than just computerized maintenance management software (CMMS), Infor EAM software solutions
and services help customers maintain, manage, and improve the performance of their capital asset infrastructure. The results are savings
of time and money by optimizing maintenance resources, improving equipment and staff productivity, increasing inventory efficiency, and
enabling better decision-making.
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58 2009 Listing of CMMS and EAM’s
Infor RELATED SERVICES
In today’s fast-changing, demanding business environment, implementing and maintaining enterprise-wide systems has become one of the
greatest challenges organizations face. That is why Infor offers a Software-as-a-Service (SaaS) option to our Infor EAM Enterprise Edition
and Business Edition customers. This solution, called Infor EAM SaaS, is used by more than 250 customers who avoid capital costs, reduce
the setup time associated with implementation, and benefit from the enhanced functionality made available through the ongoing delivery of
software upgrades included as part of the service.
Through Infor EAM SaaS, companies can now have the same industry-leading EAM functionality available in on-premises software or in
on-demand access through licensed or subscription-based hosting services:
• On-premises —traditional perpetual software license operated by the customer on-site
• SaaS Hosted License —traditional perpetual software licensing with hosting from Infor
• SaaS Subscription for Infor EAM Business Edition —customer subscription for on demand usage of Infor EAM Business Edition
Loc8
Smartpath Australia www.smartpath.com.au
COUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: Australia
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: All Industries and company sizes with specialized configurations
for Health, Utilities, Local Government and Councils, Heavy Industry, Mining, Fire Management and IT and Facilities Service Providers.
TYPICAL COST OF THE CMMS/EAM SOFTWARE: AUD$12,000 - AUD$50,000
IS THIS CMMS/EAM available as a stand-alone system: Yes
IS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system: Yes (financial back end systems)
DESCRIPTION
Our flagship software suite provides comprehensive solutions for asset management, maintenance management, workforce management,
help desk and mobility applications. Loc8 also includes integration options with GIS systems, ERP and financial applications from globally
recognised vendors Our software is a Web 2.0 application delivered under perpetual licence and Software-as-a-Service models. Application
Categories include: IT and Physical Asset Management, Network, Software License Compliance, Fixed Asset Management, Compliance &
Risk, Help Desk, Service Desk and Contract Management, Maintenance Management.
RELATED SERVICES
Other related services Smartpath’s SaaS software is a unique, powerful, scalable Asset Management, Maintenance and integrated Help-
Desk solution. Capable of meeting the most challenging support environments for small to medium sized organisations, the SaaS Help-Desk
and Asset Management software provides an immediate, cost effective business solution. Loc8 is suited to Managed Service Providers who
manage multiple customers and customer sites. The architecture allows for the management of multiple customers and customer sites.
This is achieved by Loc8’s:
• Multi-Tenanted common database and separate tables
• Common database, shared tables; and
• Separate databases with common user experience.
Mainpac Enterprise
Mainpac Pty Ltd Australia www.mainpac.com.au
COUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: World-wide pre- and post-sales services and support
through accredited partners.
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Mainpac Enterprise is suited for use across a wide range of
operational asset types and can be used in Manufacturing, Mining and Resources and Facilities Management.
TYPICAL COST OF THE CMMS/EAM SOFTWARE: Approx AUD$50K to AUS$500K depending on specific requirements.
IS THIS CMMS/EAM available as a stand-alone system: Yes
IS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system:Yes
DESCRIPTION
Mainpac Enterprise is highly flexible and can be used on single-site or multi-site installations. Mainpac Enterprise offers:
• Work orders – automated work order forecasting, synchronisation of all work orders relating to a single operational asset, scheduling
based on time intervals, usage or other synchronised work, kit lists
• Round work orders – create a single work order for multiple assets: meter reading rounds, lubrication rounds, inspection rounds
• Labour resource scheduling – find resources based on inductions, certificates and other qualifications, shift rosters
• Work recording – time taken for individual work order activities, resources used, value-add activities, safety incident recording
• Operational assets – define parent/child structures, record ownership and warranty details, spare parts lists
• Financial assets – define asset structures, depreciation methods (including usage-based depreciation), up to three books, link to
operational assets for flow-through of maintenance costs
• Inventory – define warehouses, stocked items, bin locations, stock allocations, goods in transit
• Purchasing – bulk receipting and invoicing, part receiving of bulk items
• Reports – use standard reports or create custom reports to review maintenance activities
• Operational Sites – a highly flexible means of creating a hierarchy of sites to reflect your business structure, e.g. a single site or multiple
sites to define areas of maintenance responsibility, warehouses, financial structures
• Information Sharing – set up permissions across operational sites for effective and secure information sharing
• Technology - .NET platform and SOA, facilitating remote access, interoperability with other applications to reflect business processes
and technological longevity
MaintScape
GrandRavine Software Limited Canada www.maintscape.com
COUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: Worldwide
TYPICAL COST OF THE CMMS/EAM SOFTWARE: US$1000 to US$10,000
IS THIS CMMS/EAM available as a stand-alone system: Yes
IS CMMS/EAM part of or able to be integrated with a larger system: Depends on corporate system and type of integration required.
DESCRIPTION
MaintScape is a full featured CMMS that is differentiated by its flexibility, consistency and power –all resulting in significant ease-of-use.
Customers find their appreciation of MaintScape grows over time. A well designed SQL database structure further supports a robust
application, and permits powerful custom reporting possibilities. MaintScape core modules include: equipment, work orders, procedures
and maintenance schedules, parts, staff and external resources, reporting, data export and import (select data), and system administration
and security. Optional modules include multi-site capability, parts inventory control, purchasing, service requests, bar coding, calibration,
and predictive maintenance. Special features to MaintScape include the “Today’s Status” module (configurable statistics-at-a-glance with

drill-down to details), the MaintScape Explorer (configurable tree view of facility and its contents), flexible MaintScape Collections (powerful
means to group and communicate information), and our drag-and-drop labor scheduler (optional). MaintScapeWeb is a complementary
web application for wide-audience functionality. We are told that MaintScape is inexpensive compared to other CMMS programs of similar
functionality.
RELATED SERVICES
GrandRavine Software first offers peerless support to its customers. We also provide remote or on-site training, and assistance from the
all-important setup phase through to the stage of defining and tuning operational procedures. We also offer custom reporting assistance,
and often integrate customer equests into the standard product.
MEX
Maintenance Experts Pty Ltd Australia www.mex.com.au
COUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
Australia. However we support New Zealand from Australian and have agents in Indonesia, Malaysia, China
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: MEX can be used by an infinite
variety of industries some of which include facility management, manufacturing, mining, fleet and contract
maintenance
TYPICAL COST OF THE CMMS/EAM SOFTWARE:
Small Site: AUS$2,800 Medium Site: AUS$8,000 Large Site: AUS$20,000
IS THIS CMMS/EAM available as a stand-alone system: Yes
IS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system: No however it has additional inventory/
stores module and can interface with other systems.
DESCRIPTION
Mex is Australia’s #1 CMMS with over 4500 users worldwide. MEX is an easy to use CMMS with extensive functionality and intuitive usage
style to suit maintenance environments. Designed for companies looking to optimize equipment performance and improve the efficiency
and effectiveness of their maintenance operation. Flexible functionality ensures that MEX delivers benefits to any size company, from stand
alone installations through to multi-site regionalized organizations, MEX delivers functionality, simplicity and the ability to save time and
money, and meet reporting requirements. Core Functionality – Written in .Net Technology with an SQL Database, with the option of being
web based – Commercial or complementary express version
The system includes: Asset/Equipment Register; Work Orders; Preventative Maintenance; Regions; Inspections; Reporting; Invoicing;
Readings; To Do List; Security; Downtime; Key Register; Drawings; Accidents; Easytime; Web Enabled; History; Control Files
The modular configuration of MEX enables companies to implement additional functionality as required. These modules provide an extra
level of system integration including web requests, mobile plan applications and stores.
Stores Functionality – Catalogue; Purchasing; Suppliers; Reporting, Reservations; Requisitions; Replenishment of Stock; Stock takes;
Transactions
RELATED SERVICES
Mex Ops - Mex Ops is a Web enabled job requesting system. It allows requests to be made anywhere at anytime and maintenance staff
can easily prioritise and schedule work. It also allows the requester to track their job.
MEX Mobile - Mex Mobile is the handheld version of MEX, operating on any handheld unit that runs the Windows Mobile operating
system.
Rylson8
Rylson Group Australia www.rylson.com.au
COUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: Australia
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: No
TYPICAL COST OF THE CMMS/EAM SOFTWARE: AUD$50,000
IS THIS CMMS/EAM available as a stand-alone system: Yes
IS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system: Yes
DESCRIPTION
The Rylson8 system is a next generation software solution offering a comprehensive approach to Total Lifecycle Planning in an enterprise
grade system. Rylson8 is designed and built around proven methodologies to enable an organisation to maximise the life of its assets and
ultimately the bottom line.
The Rylson8 modules address the key elements of:
The Rylson8 system enables the optimisation of :
• Total Cost of Ownership
• Operating Budget Forecasting
• Capital Replacement Forecasting
• Asset Economic Life Determination
• Asset Life Cycle Planning
2009 Listing of CMMS and EAM’s
• System Capability Analysis
• Criticality Analysis
• Maintenance Strategy Optimisation
• Resource Forecasting
• Spares Analysis
• Lifecycle Analysis
Scenario and sensitivity analysis using Rylson8 enables the determination of the impact on asset lifecycle cost of various risks such as
changing revenues, costs of capital, fuel, operations, maintenance, spares, discount and tax rates.
RELATED SERVICES
The Rylson Group offers various services in conjunction with Rylson8 :
• Consulting:
Asset Management, Maintenance Strategy Development and Optimisation, Reliability Engineering and Work Management, Maintenance
Software Tools and CMMS, Logistics and Materials Management, Business Improvement Solutions and Workforce Development.
• Workforce Development:
Needs Analysis, Program Development, On- and Off-site Training and Auditing.
• Engineering:
Plant Capacity upgrades, Shutdown Planning and Management, Design Out Solutions, Failure Studies, Project Management, Feasibility
Studies and Capital Cost Estimating.
• Technical Writing:
Reporting, Manual Development and Production, Operating and Maintenance Procedures, Purpose-Built Web Based Training and Web
Design and Development.
Vol 22 No 2 AMMJ
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Maintenance News
Vibration Analyser Ensures Bearing Reliability in Gearbox Refurbishing
Fifty years of on-going development has given SKF a Bearing
Vibration Analyser that can probe deep into rotating bearings
while they are under load. Initially used as a production line
tester it’s now proving invaluable during the maintenance and
refurbishment of gearboxes and other critical units in demanding
applications such as aerospace
SKF vibration testing equipment is released by Rolls-Royce
for noise testing of bearings during gearbox servicing. Release
became necessary when Rolls Royce Deutschland decided
to transfer service work on gearboxes for secondary power
systems to the sub-contractor Vector Aerospace in Almondbank,
Scotland. Overhaul of these gearboxes requires detailed
inspection of more than 3,000 components some of which require
testing with special equipment. This includes the various types of
rolling bearings used in the gearbox that require stringent noise
and vibration testing and measurement of the radial and axial
clearances.
Vector Aerospace selected SKF as the best suitable supplier
of test equipment for the bearing tests but before putting the
equipment to use it was necessary to run a release process with
Rolls-Royce Deutschland. A detailed test and acceptance programme was developed by Rolls-Royce Deutschland
using reference and series bearings of different manufacturers to confirm the usability of the noise-test equipment after
its installation at Vector Aerospace site.
Development of SKF vibration testing equipment
A good first step towards solving any problem is to get the facts. And that’s exactly what a group of senior engineers at
SKF did in the early 1950s. SKF already had a proven reputation as the world’s leading rolling bearings manufacturer.
Its bearings were used successfully in countless applications all around the world. They were made from the finest
materials, using the most up-to-date production processes and carefully checked before packaging. So what was the
problem?
A need to know
It was said that collectively the group members knew everything there was to know about bearing materials, bearing
design, bearing manufacture and bearing applications. But still the SKF engineers had a problem. They were concerned
about the causes of failure that bearings from all manufacturers were exhibiting. Minute exterior examination of bearing
components and bearing assemblies could only take them so far. They wanted more facts. They wanted to probe deep
inside a bearing while it was rotating, and while it was under loads similar to those it would experience in service.
Intuitively they knew that vibrations caused by the rotating and flexible parts in a bearing caused noise and could be
a source of wear and bearing damage. But they also felt that understanding the vibrations better could tell them even
more. Perhaps even tell them what caused the vibration in the first place and how to design and manufacture in order to
reduce the vibrations and the corresponding wear. And so SKF set off on a path to develop an understanding of vibration
phenomena in bearings as well as a method of measuring vibrations and connecting this back to distinct causes, as
specific as rolling elements induced vibration or damaged ring induced vibration etc.
By the mid-1950s the group had successfully created their first vibration testing equipment for analysing structure-borne
noise and vibration in bearings. They went on to develop equipment that would reveal problems hidden within a bearing
such as: dirt particles, cage noise, or form deviations in a component. Their search had revealed the factors that could
lead to bearing failure and customer dissatisfaction.
Early milestone
Early versions of the equipment were introduced into production line testing but the group continued to probe further until
in 1965 one of the group, E. Yhland, reached a milestone in the understanding of the quasi-static problem of bearing
vibration.
His work became a contribution to establishing national standards such as AFBMA 13-1987 and DIN 5426 (draft).
These standards define and specify the physical quantities to be measured and the test conditions to be applied. The
equipment became of extreme importance for high quality bearing production.
Today, SKF equipment such as the MVH Vibration Tester is used to analyse precisely the structure-borne noise and
vibration of deep groove ball bearings, angular contact ball bearings, self-aligning ball bearings, and spherical roller
bearings. The MVH is also used as the SKF reference equipment for these measurements.

Operation of the MVH 90C/200C Vibration Tester is semi-automatic, so when a bearing is to be tested the only things to be
done by hand are: the loading of the bearing on the test spindle; the pressing of the two-handed start; and removal of the
bearing after the test. The extremely precise sliding bearing spindle drives the inner ring of the bearing at a constant set
speed while loading is provided by an adjustable, pneumatic axial loading unit. When the automatic test cycle begins, the
axial loading unit applies an axial load to the outer ring and moves the bearing against the testing spindle.
A pickup is applied to the stationary outer ring of the bearing and any bearing noise is measured, analysed and displayed.
After a pre-determined time the axial loading unit returns to its rest position and the machine is ready for the next test cycle.
Resetting for another type of bearing can be done quickly and simply. The tip of the pickup rests against the outer ring and
converts the radial vibration of the bearing into an electrical signal that is proportional to the velocity of the pickup tip. When
the signal is amplified and analysed the vibration level is measured in three frequency bands. The result identifies one or
more of a possible number of defect types as well as detecting dirt particles, cage noise and form deviations.
Reducing costs and ensuring reliability
The great success of vibration measuring equipment in bearing refurbishment for the aerospace industry has lead to
increasing interest from other areas of industry. There is also increasing awareness of the savings to be made from the reuse
of bearings that have been tested and meet quality and reliability standards.
Other examples of the Vibration Tester’s versatility are its use in manufacturing companies where the equipment can be
used to inspect incoming components; its use in research departments to support R&D activities or act as a test rig for gears,
motors or steering units etc. The equipment is equally useful for grease noise testing.
Continued development
Although the bearing vibration analyser has come a long way since the 1950s its development continues at SKF where
the search is on for even more accurate measurements and analysis. At the present time research is focusing on three
interesting areas: the application of different sensor technologies; the use of a detailed noise map; and the introduction of an
expert system. SKF Group Technical Press
IR imaging in building saves dollars, makes sense
Skyrocketing costs of heating and cooling – coupled with environmental concerns
of escaping greenhouse gases and climate change – is combining to force the
building and construction industry to look for new ways to make buildings more
energy efficient. Leading the way in detecting energy losses is the newly released
B400 infrared camera from FLIR – the world leader in infrared cameras – specifically
designed for the building industry. Thermal imaging is the most economical way to
discover construction failures and to communicate them. By detecting anomalies often
invisible to the naked eye, thermography allows corrective action before costly system
failures occur. It also improves operational safety in many industrial environments and
increases building efficiency.
The B400 can be used to perform a building energy audit covering:
• Building envelope thermography • Air tightness testing
• Door seal inspection • Wall seal heat loss inspection
• Leak, humidity detection • Floor heating thermography
• Heating thermography inspections • Moisture thermography inspections
• Roof moisture thermography • Dew point thermography inspection
• Ceiling and wall insulation failure • Minimise energy loss • Save large amounts of money.
Image is everything! The B400’s high-resolution 320 x 240 infrared detector (76,800 pixels) delivers smooth images.
FLIR’s exclusive Advanced Signal Processing, reduces image “noise” and produces razor-sharp thermal images with four
times the resolution of competing brands that use a 160 x 120 array.
FLIR Systems operates direct sales and service offices in Belgium, France, Germany, Italy, the United Kingdom, Sweden,
US, Brazil, Canada, China, Japan and Australia. The company has more than 1400 dedicated infrared specialists and serves
international markets through a network of 60 regional offices providing sales and support functions. www.flir.com.au
ARC LAUNCHES ADVISORY SERVICE FOR ASSET LIFECYCLE MANAGEMENT
Maintenance News
ARC Advisory Group has launched an important new advisory service dedicated exclusively to improving the design,
construction, commissioning, operation, and maintenance of asset-intensive facilities. ARC’s Asset Lifecycle Management
(ALM) Service can help companies in the energy, manufacturing, utility, and other asset-intensive industries to improve the
effectiveness of their manufacturing/production, information technology (IT), and human assets and reduce asset-related
costs across all asset stages: design, build, operate, and maintain. The service also focuses on effective asset information
management (AIM) across all stakeholders in the capital asset value chain.
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62 Maintenance News
“Studies highlight the staggering losses that asset-intensive organizations suffer each year as a result of poor asset
lifecycle management and this has spawned new practices and technology solutions,” said Sid Snitkin, VP & GM of
Enterprise Advisory Services at ARC. “Global companies have used ARC reports on both of these fronts to justify ALM
investments that have improved project costs and schedules, & their plant availability, throughput, & operating costs.”
Subscribers to ARC’s ALM Advisory Service receive relevant insights, newsletters, reports, and other materials intended
to keep them informed on the latest concepts, trends, technology, and best practices in the field. These materials are
prepared by ARC analysts with deep domain knowledge in the appropriate disciplines, including asset information
management, IT solutions and technologies for design and build, and IT solutions and technologies for operations and
maintenance. These same analysts are available to provide ARC’s ALM Advisory Service clients with a personal point
of contact, answer specific questions, and provide customized consulting. Finally, a subscription to ARC’s new ALM
Advisory Service includes tickets to ARC’s highly regarded industry workshops and events, such as the recent ALM
Workshop in Houston, TX and 2009 Orlando Forum, in which leading global energy, manufacturing, and engineering
companies participated. For more information on ARC’s Asset Lifecycle Management Advisory Service, readers can
contact their ARC representative, visit www.arcweb.com/Services/Pages/ALM.aspx
The Asset Partnership Announces Australasian EXP Enterprise Reseller Partnership with Ivara
“The current difficult economic climate is seeing a major business refocus on internal cost control and operating systems
performance”, according to Stuart Hylton, The Asset Partnership’s General Manager Reliability Solutions. “As profit
levels drop managers are changing from a “production increase at any cost” to a paradigm of “cost reduction and
production efficiency”,” Mr Hylton said. Without the luxury of time and strong profits, company’s need to use smart
solutions to reduce costs and improve asset reliability. We are seeing urgency and a mind set of ‘make it happen now’.
“We are excited to partner with Ivara, the recognised leader in reliability software, process and methodology. We
believe Ivara has developed the world’s leading technology-based asset health monitoring system which enables real
benefits to be delivered quickly and easily from new or past reliability initiatives. All companies and organisations can
now confidently Make it Happen!”
The Asset Partnership, the industry leader and innovator in asset performance management solutions today announced
a reseller partnership with Ivara Corporation, the world leading reliability solutions provider. The Asset Partnership will
resell and provide implementation services and support for Ivara® EXP Enterprise asset performance management
software to the Australasian manufacturing and process industries. EXP Enterprise provides a cohesive and integrated
platform built around The Aladon® Network’s renowned proactive asset performance management processes.
SPM delivers online monitoring to Pohjolan Voima’s new biopower plant in Finland
The new power plant at Pori, owned and operated by Porin Prosessivoima, a subsidiary of Pohjolan Voima Oy, was
connected to the Finnish national grid for the first time in November 2008. The Pori power plant supplies 70 MW of
district heat to Pori Energia’s district heat network, 65 MW of electricity and 140 MW of process steam for industrial
needs. The plant is fuelled by wood, peat, coal and recovered fuels. Main fans and pumps are equipped for online
condition monitoring with twelve MG4 measuring units for each fan, pump and electric motor. RMS vibration monitoring
is done on each machine and in addition, dBm/dBc shock pulse measurement is used to monitor bearing condition
and lubrication on all bearings. The portable instrument Leonova Infinity, with basic analysis functions and 1-plane
balancing, is used together with the Condmaster Nova software, where measuring results can be saved and further
analyzed. For further information about Leonova Infinity, please visit www.leonovabyspm.com
IntelliCom launch online management portal for remote devices
IntelliCom has launched an online management portal for remote devices. NetBiter.net offers monitoring, control,
trending and alarm management of your remote devices anywhere in the world, whenever you want. The service
constantly monitors the health, readiness and geographical position of remote devices 24 hours a day, 365 days a year.
The online management portal solves today’s common remote management issues;
- Fast and easy deployment of remote devices (using plug’n’play thinking)
- Access to objects that are behind firewalls
- Solving common problems with public IP addresses
- Management large installations at one location
The online management portal has features like;
- Monitoring and control (read / write) of data on the remote device
- Alarm management tool supporting alerts through email, SMS etc
- Data logging and trend graphs presentation
- Positioning on a map, support for moving objects
- Reports and analysis with graphical presentation
- Full administration of machines, users, projects, documentation etc Read more at www.netbiter.net

ISO 23045:2008, Building environment design – Guidelines to assess energy efficiency of new buildings
The objectives of the standard are to assist designers and practitioners when collecting and providing the useful data that are
required at different stages of the design process and to fulfill building design objectives. ISO 23045:2008 applies to new buildings
and is also applicable to systems for heating, cooling, lighting, domestic hot water, service water heating, ventilation and related
controls. Introducing energy efficiency in the design process leads to a reduction in energy demand through a global approach
to the building, including analysis of the building location, definition of the building envelope, energy systems and products. Mr
Stephen Turner, leader of the ISO group that developed the standard, comments: “Today’s worldwide increase in efforts toward
rational use of natural resources is increasing the markets for energy-efficient buildings and building equipment. The building
sector holds great prospects for energy saving through the design of buildings with improved thermal performance and increased
efficiency of mechanical equipment, as well of course through the entire range of buildings’ lifecycles. ISO 23045:2008 will help
the building sector design buildings to a specified level of efficiency. It is an invaluable addition to the growing group of ISO
standards for building environment design organized within the framework of ISO 16813, Building environment design — Indoor
environment — General principles.”
Tackling ‘fugitive’ greenhouse gases with FLIR GasFindIR
FLIR Systems has released its latest GasFindIR LW camera now capable of imaging ‘fugitive’ potent greenhouse gases such as
SF6 & NH3. The highly specialised GasFindIR LW is capable of rapid scanning delivering real-time thermal images of gas leaks.
The leaks stand out allowing thermographers to ‘see’ the fugitive gas emissions. A most potentially dangerous greenhouse
gas, Sulfur Hexafluoride (SF6), is an effective insulator that prevents arcing in high-voltage circuit breakers and gas-insulated
substation equipment. When used properly, the gas enables safe and efficient utility operations. Environmentally however, SF6
is one of the most potent greenhouse gas ever tested. If it leaks into the atmosphere from faulty or ageing equipment, it can
become a contributor to global warming. Voluntary efforts to curb SF6 emissions are underway. In fact, there are now more
than 80 utilities worldwide working together to develop innovative ways to detect SF6 gas leaks. The GasFindIR LW camera
takes advantage of an advanced cooled QWIP (Quantum Well Infrared Photon) detector and optical systems that are tuned to a
very narrow spectral infrared waveband specific to SF6 detection. info@flir.com.au www.flir.com.au
Marine Software Lay-up Maintenance System
Maintenance News
U.K based Marine Software Limited announces the launch of a vessel “Lay-up” maintenance system which can be purchased,
either as an additional module for existing Marine Planned Maintenance equipped vessels, or as a stand alone system for any
other vessel. The first system has been delivered to Bluewater Ship Management for UND BIRLIK.
Typically, maintenance requirements for laid up vessels with idle machinery differ from the normal running maintenance and
so special Lay-up JobCards can be created covering this. These PM JobCards only become active when the system is put
into lay-up mode, when they are automatically scheduled. All normal completed maintenance is suspended but any overdue
maintenance remains active unless it is completed during the lay-up period. Class Survey remains unaffected and live whilst the
vessel is laid-up. Depending on the type of lay-up Hot Ship or Cold Ship and normal maintenance covering running machinery
such as Diesel Alternators, Boilers etc can be tagged to remain live during the lay-up period.
On reactivation of the vessel, the normal PM system can be reactivated giving the operator the option to continue with the
suspended calendar based maintenance schedule from the date of suspension, or to shift it forward re-commencing from the
reactivation date. The specific lay-up PM Cards are deactivated on reactivation of the vessel. Once again, Class Survey’s
remain unaffected. www.marinesoftware.co.uk
Vol 22 No 2 AMMJ
63

64 Maintenance News
Guard the safety of the critical bolted connections in your applications
At critical bolted connections regular maintenance is required.
The bolt must be tight tightened at the same torque as all
other bolts for maximal strength of the connection. Definitively,
the weakest link determines the strength of the complete
connection. However, critical bolted connections can be liable
to vibrations or temperature fluctuations which can cause the
bolt load to decrease and deviate from the other bolts. When
the bolt load has decreased too much, the connection is not
strong enough anymore so incidents can happen, like a bridge
to collapse.
With the BoltSafe system you can monitor simply and easy your bolted connections. The BoltSafe washers measure
the bolt load and transfer the data by cable to the Power Data Interface-New Technology (PDI-NT). The PDI-NT is a
connection box for interfacing the BoltSafe network. The box can be adjusted so that it gives an alarm signal if the
required bolt load becomes too low in a bolted connection. In this way, the possibility of a weak bolted connection can
be prevented.
How does the BoltSafe system work?
Place a BoltSafe washer between the nut/bolt head and the flange surface, and measure with the PDI-NT the actual
bolt load during the assembly. This way the correct residual bolt load bolted joint is ensured. After assembly, the actual
bolt load can be monitored so under/overload and expensive check ups can be avoided.
Applications
Measure the load of different joints, & guard the tension Monitor and guard the bolt load of the anchor bolts
Bolt calibration Bridge and tunnels Petrochemical plants Wind energy
Hydro energy Bolting contractors Attraction parks
Advantages
- Required tension can be achieved exactly, and can be checked at all times
- Guard the condition of the application
- Save in maintenance costs in time and money (work faster, plug on the reader and read out the data)
- Monitoring of the application from a distance so that maintenance can be done aimed
For further information contact AMS Instrumentation & Calibration www.ams-ic.com.au
Continuing best practice in electrical maintenance
SIRF Roundtables has been established to enhance the effectiveness of its member companies through collaborative
programs to support implementation of international best practice and to develop improved technologies.
SIRF Roundtables provides opportunities for representatives from member organisations to come together to meet
and learn from each other. SIRF Rt does this through a number of forums and events conducted throughout the year
across Australia and New Zealand. These forums and events include Roundtable meetings, Common Interest Work
Group meetings (CIWGs), National Forums and other events like the Australian Maintenance Excellence Awards, and
Workshops conducted by visiting experts.
5 National Forums are put on for both the members and non members whereby people can meet and share case
studies. Leading industry practitioners present case studies demonstrating proven methods and techniques. Delegates
can learn from these and are able to take back tips and tricks and apply in their own workplace. As these forums play
a significant role to industry by promoting best practices and advancements in technologies and processes we believe
it is important to continue running them even in the current business climate. The forums have been going strong
for the last few years, they have built a good reputation and significant savings are offered. Support remains strong
for our events with the intention to maintain a very high standard of content that will continue to attract and satisfy
attendees.
The Electrical Maintenance Management National Forum now in its 5th year will see hot topics in the areas of
• energy reduction, • power quality monitoring,
• battery installation and maintenance, • lockout systems and much more.
With a line up of great speakers from industry we are looking forward to learning new techniques and updating the
knowledge of the many attendees that come to the forum. To be hosted in Melbourne we invite you to attend. Over 2
day of learning and networking in a casual environment. Dates: 15 & 16 June 2009 Location: Melbourne,
Hilton on the Park. For further information contact Anna Civiti on 03 9697 1103 / 0417 514 170. Event details will be
posted on our website www.sirfrt.com.au in the coming weeks. Stay tuned...

FMA Australia Adopts IFMA’s CFM, FMP Credentials
Maintenance News
The International Facility Management Association is pleased to announce that the Facility Management Association of Australia
has replaced its accreditation system with IFMA’s Certified Facility Manager and Facility Management Professional credentialing
programs. The change, which took effect Jan. 1, 2009, revises the credentials FMA Australia has had in place since 2000 and
is in line with the collaborative goals outlined in the two associations’ Partners in FM Excellence agreement. Transitionary
arrangements for those who received credentials through FMA Australia’s accreditation system have been negotiated with IFMA
and the International Credentials Committee, the governing body that oversees the CFM and FMP programs.
“Our organizations have been working together for many years, and FMA Australia’s decision to adopt our credentials is one
of the fruits of that partnership,” said IFMA President and CEO David J. Brady. “We think this says a lot about the strength and
validity of our credentials in the global marketplace and is the next step forward in expanding our Partners in FM Excellence
agreement.”
“FMA Australia is very pleased to be adopting IFMA’s credentialing programs within the Australian marketplace,” said David
Duncan, CEO of FMA Australia. “The currency, international recognition, rigor and continuous professional development
requirements make the CFM and FMP programs highly relevant in Australia. FMA Australia is looking forward to working closely
with IFMA and the ICC to ensure that these programs maintain their relevance and value in Australia and across the globe.”
www.ifma.org
PROACT from Meridium Chosen as Root Cause Analysis Solution at Manitoba Hydro
Manitoba Hydro has licensed Meridium’s root cause analysis software, PROACT for Meridium, in its HVDC Division (High
Voltage Direct Current), which states they have already experienced benefits from PROACT and the methodology. According
to David Zhang, Supervisor of Asset Maintenance Management Systems for Manitoba Hydro, “In keeping with our number one
corporate goal of improving safety in the work environment, it is critical for Manitoba Hydro to not only discover the root cause
of the failures that we experience, but also to implement technology like PROACT for Meridium that can track those analyses to
make sure that we take corrective steps. PROACT® for Meridium will ensure that we maintain a comprehensive history of those
analyses so that all our findings can potentially be applied to other RCAs.”
By using PROACT® for Meridium, Manitoba Hydro can identify existing defects in a proactive manner and can begin to eliminate
defects in a structured and systematic way. Lowering lost profit opportunities and equipment maintenance costs has a direct
effect their corporate goal of striving to be the lowest cost provider of domestic electricity rates in Canada. www.meridium.com
Thermo Shot NEC F30 – a truly portable user-friendly thermography camera.
Thermal imaging technology has earned its place in a tool box of Australian
Maintenance and Pest Control professionals but there was always a tradeoff
between price and quality. Now you have an option to use a truly
portable, digital camera like thermal imager which cost just over 9,700 ex.
GST (lease available) and it is based on a very stable high performance
160 x 120 pixels Vanadium Oxide detector with thermal resolution better
than 0.1 deg. C. The F30 thermal imager is manufactured by NEC AVIO
Infrared Technologies (Japan) who earned excellent reputation in Australia
and around the world. Their thermal imaging cameras (including detectors)
are made in Japan under strict quality control and using Japanese components. The F30 is available from Applied Infrared
Sensing, an Australian supplier of infrared technologies (they hold prestigious Defence Recognised Supplier status).
www.applied-infrared.com.au/research-industrial/preventative-maintenance.html
Shutdown/Turnaround Planning and Management Software
Revere, Inc. has released the IMMPOWER SP 5.1 (SP 5.1), a new version of its flagship shutdown/turnaround planning and
management software. IMMPOWER SP is an integral part of the comprehensive Revere solutions suite for asset management
operations. New features and functionality in SP 5.1 include:
• Fully compatible with Oracle ® 11g and Microsoft ® Windows ® Vista, as well as earlier versions of Oracle and
Microsoft Windows.
• Multiple calendars: Each phase of a shutdown can have its own calendar and schedule within the same scenario.
• Transaction auditing: Use auditing to track the users whom have made changes to estimates and changes in hours,
• Tools and materials lists: Maintain tools and materials lists with rates and quantities for enhanced cost functionality.
• Additional cost fields: Eighteen cost fields are now available for resources, tools, and materials.
• Work order validation: Optional validation of work order numbers.
• Enhanced Gantt chart: More fields and description are available for SP Gantt chart.
• Critical jobs: Allows users to have the shift schedule display highlight the critical jobs. And much more ---
For more information, visit www.revereinc.com
Vol 22 No 2 AMMJ
65

66 Maintenance News
SKF technology helps increase production at a Chinese steel mill
With a design capacity of 500,000 tons per year the Rizhao Steel H beam mill in Rizhao City, China was delivering
exceptionally well as it regularly got close to this figure in annual output. But, Mr Liu Yongsheng, Vice General
Manager for the entire operations at the Rizhao mill is a visionary man and he believed it was possible to extract
a lot more from the plant. In fact his ambitions were extraordinary ….to double the production with some capacity
expansion of a heating furnace and cooling bed !!
Together with his Vice Director of the H beam plant Mr. Yuehua Xue they planned their production expansion strategy
and in 2007 actually reached 1.3 million tons !!
Now they intend to go one step further and deliver 1.4 million tons with no capacity additions. One critical feature to
this ultimate goal was to enlist the assistance of maintenance specialists outside Rizhao Steel, because they knew
that to reach their goal they will have to push the machinery and process equipment to an absolute limit. And to do
that the plant machinery has to be in its best possible condition……and stay that way with a minimum of maintenance
and unexpected production stops.
Their attention focused on companies that had an
integrated set of technology, experience, strategic
understanding and record of success in such large
scale maintenance/productivity projects.
In their assessment phase Rizhao Steel invited SKF
to describe their Integrated Maintenance Service
(IMS) and how SKF felt it could be applied at the H
beam mill. The SKF IMS was known to Rizhao but
they had never used it before. Similarly, they believed
they would have install quite a lot of on-line monitoring
systems, of which SKF claimed to have some of the
very best available, but they had never used such
systems before.
Together with SKF experts from Brazil and Argentina,
SKF China carried out a thorough pre-contract analysis
of the H beam mill and delivered an 80 page report
identifying how the IMS contact would be applied, what
machinery was involved, what kind of monitoring would be applied……and, what kind of maintenance improvements
could be made that could contribute to increased productivity. An additional comforting factor in the IMS proposal is
that it was based on a ‘pay for performance’ model. SKF would commit to delivering specific machine maintenance
and availability improvements and, if those targets were not made, no payment would be made by Rizhao Steel.
The Rizhao Steel H beam plant is part of a privately owned steel company with around 10 million tons output, and
produces H beams mainly in H sizes from 100 – 400 mm. Its major customers are in the building and construction
industry.
The scope of the IMS contract covers the whole mill and includes furnaces, roller tables, flying cutter, finishing rollers
cooling bed, saws and stamping machines. Also included is involvement and training of local rod mill maintenance
staff to ensure that the activity is integrated into their daily activity for continuous benefit to the company.
At the beginning of such IMS projects SKF does not specify exactly everything that will be applied to deliver the end
results. What it does do is to apply standard products and systems, new products, and new solutions that will be a
combination of SKF know-how, and specifics of the plant’s machinery and work processes. In the case of the rod mill,
the following were key features that are being applied; on-line vibration monitoring of 387 points, offline monitoring
of vibration, oil and temperature (using thermographic technology), strategy development, PdM services, root cause
failure analysis and an on-site team of four SKF engineers.
The data collection routines are based on machine criticality and weekly meetings between SKF and the rod mill’s
engineer’s ensure that all key issues are known and discussed in order to acknowledge progress being made or plan
inspection or repair actions. Monthly meetings with rod mill management review progress against targets
“With such regular meetings, we are fully aware of the progress and what is happening in our plant”, said Mr Xue.
“To know how the SKF people are working with our plant personnel and what activities are planned, is essential to a
smooth operation of such a large scale project. In fact, I can say that these days we all consider the SKF team that
work on-site a part of the rod mill workforce. That’s how good the cooperation is !!”
To date the results of the project are well ahead of the target of 1.4% monthly unplanned downtime and this will also
mean energy savings that will be calculated at year end.
Mr Xue comments “ I am very happy with these results and have every confidence that with the help of SKF the
extremely demanding targets that Rizhao Steel have set will be met”. SKF Group Technical Press

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Machinery Fault Prediction & Protection
NEW
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CSI 9210
Machinery Health
Transmitter
A revolutionary four wire, field
mountable, intelligent device, that
tightly integrates machinery health
into the process automation
environment.
• 4, 8 or 12 channel
• User configurable alarms
• Event capture
• Peakvue technology
Checkline TI-CMX
Dual Coating and
Thickness Gauge
The new Checkline TI-CMX measures
both coating and wall thickness quickly
and accurately from only one side.
When switched to Pulse-Echo mode,
the TI-CMX automatically measures and
eliminates the coating from the wall
thickness measurement, enabling the
user to locate the finest corrosion and
pitting - without removing the coating.
CTC MMX–MOD3
Expandable MAXX
box modules
Buy the modular MAXX box
with 3,6,9 or 12 inputs and
add more in the future with
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3 inputs per module
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CSI 9420
Wireless Vibration Transmitter
A wireless Vibration Transmitter that connects quickly,
easily and economically to any machine. It delivers
vibration information over a highly reliable, self
organizing wireless network for use by operations and
maintenance personnel.
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control system (DCS)
• 2 channel (vib or temp)
• Peakvue Technology
Checkline TI-25S
Ultrasonic Wall
Thickness Gauge
The TI-25S provides fast accurate
readings of wall thickness up to
200mm. It Contains 8 preset
velocities of the most common
materials and has the facility to
store 2 custom velocities for
specific site requirements.
Exceptional Value at $2490
CSI 9830
High Resolution
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• 640x480 resolution detector
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Vibration l Alignment & Shims l Ultrasonics l Measure & Test l Oil Analysis l Balancing
Infrared Thermography l Strobes & Tachs l Transducers l Thickness Gauges
VIC OFFICE
Phone: 03 9237 7577
Fax: 03 9761 5090
QLD OFFICE
Phone: 07 3902 9900
Fax: 07 3390 7212
NEW
NSW OFFICE
Phone: 02 4951 8455
Fax: 02 4953 8266
WA OFFICE
Phone: 08 9318 8904
Fax: 08 9318 8914
SA OFFICE
Phone: 0400 113 607
info.msc@sigenergy.com
www.maintsys.com.au

AMMJ - Maintenance Books
Asset Management and Maintenance Journal’s 2009 Book List
Prices are valid until 30th September 2009. All prices are Australian Dollars. Prices for Australia Include Postage and GST.
Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$25.
1. MAINTENANCE and RELIABILITY BEST PRACTICES
Ramesh Gulati and Ricky Smith 2009 420pp $140 NEW LISTING
Many years experience packed into one book. Useful to both the novice and seasoned professionals. Topics include Best Practices; Culture
and Leadership; Understanding Maintenance; Work Management, Planning and Scheduling; Inventory Management; Measuring and Design for
Reliability and Maintainability; Role of Operations; PM Optimization; Managing Performance; Workforce Management; M & R Analysis Tools; etc.
2. FAILURE MAPPING
Daniel T Daley 2009 165pp $115 NEW LISTING
A new powerful tool for improving reliability and maintenance. Failure Maps help describe past failures accurately and succinctly. Recording failure
histories in a manner that will make the records useful in the future. Using failure Maps to improve reliability by identifying failure mechanisms.
Improving the effectiveness of diagnostic and troubleshooting processes. Improving the effectiveness of “triage” as part of failure response.
3. THE 15 MOST COMMON OBSTACLES TO WORLD-CLASS RELIABILITY
Don Nyman 2009 150pp $85 NEW LISTING
This book is intended as a wake up call to those wishing to implement World-Class Reliability. The main obstacles that must be addressed by
middle managers, engineers and functional specialists in the pursuit of Maintenance and Reliability excellence. It focuses on the managerial
leadership, cultural change, organization-wide commitment, and perseverance required to transform from a reactive to proactive system.
4. MAINTENANCE ENGINEERING HANDBOOK 7 th Edition
L.R. Higgins, K. Mobley and D.J. Wikoff 2008 1200pp $290
This handbook is a one stop source of answers on all maintenance engineering functions, from managing, planning, and budgeting to solving
environmental problems. The Seventh Edition has been thoroughly revised with eleven all new chapters along with complete updates of key
sections. A valuable source of information for Maintenance Engineers, Managers, Plant Engineers, Supervisors and Maintenance technicians.
5. MAINTENANCE STRATEGY SERIES (5 Volumes)
Terry Wireman
5.1 Preventive Maintenance (Vol 1) 2007 220pp $125
Details the importance of preventive maintenance to an overall maintenance strategy. The text illustrates how the components of any maintenance
strategy are interlinked with dependencies and the performance measures necessary to properly manage the preventive maintenance program.
5.2 MRO Inventory and Purchasing (Vol 2) 2007 150pp $125
Shows how to develop an inventory and purchasing program for MRO spares and supplies as part of an overall strategy. Specifically, the text
focuses on the importance of a well organized storage location and part inventory numbering system detailing to the reader the most effective ways
to accomplish this goal. The receiving and parts issues disciplines are discussed in detail.
5.3 Maintenance Work Management Processes (Vol 3) 2007 200pp $125
Focuses on developing a work management process that will support the maintenance strategy components. It outlines a financially cost effective
process that collects the data to use advanced strategies such as RCM and TPM. The text extensively details the maintenance organizational
development process and then outlines nine basic work management flows. The nine flows are then discussed in detail.
5.4 Successfully Utilizing CMMS/EAM Systems (Vol 4) 2008 200pp $125 NEW LISTING
Shows how CMMS/EAM systems are necessary to support a maintenance and reliability organization in companies today. The proper
methodologies for selecting and implementing a CMMS/EAM system. How to properly utilize the system to gain a maximum return on the system
investment.The organization and methodology to truly achieve Enterprise Asset Management - an elusive goal for most organizations.
5.5 Training Programs for Maintenance Organizations (Vol 5) 2009 200pp $125 NEW LISTING
Highlights the need for increased skills proficiency in maintenance and reliability organizations today. Skills shortages. Developing cost-effective and
efficient skills training programs. Modern tools for duty, task, and needs analysis - creating a complete skills development initiative. The reader will
be able to use information in this text to develop or enhance a skills training program in their company
6. FACILITY MANAGER’S MAINTENANCE HANDBOOK 2 ND Edition
B. Lewis and R Payant 2007 560pp $240
This essential on-the-job resource presents step-by-step coverage of the planning, design, and execution of operations and maintenance
procedures for structures, equipment, and systems in any type of facility. Now with 40% new information, this Second Edition includes brand-new
chapters on emergency response procedures, maintenance operations benchmarking and more. This book covers both operations & maintenance.
7. IMPROVING RELIABILITY & MAINTENANCE FROM WITHIN
Stephen J. Thomas 2007 350pp $125
This unique book is perfect for those who are internal consultants…and may not know it. This practical resource does more than start internal
consultants on the road to improvement, it accompanies them on the journey! Upper management looking to understand internal consulting, middle
tier reliability and maintenance management, and those who hold “special projects” positions will find this reference extremely useful.
8. PLANT MAINTENANCE MANAGEMENT ( 3 Volumes)
Anthony Kelly 2006 3 Volume Set $295
8.1 Strategic Maintenance Planning Individual Book Price $140
Imparts an understanding of the concepts, principles and techniques of preventive maintenance and shows
how complexity can be resolved by a systematic ‘Top-Down Bottom-Up’ approach.
8.2 Managing Maintenance Resources Individual Book Price $140
Shows how to reduce the complexity of organizational design through a unique way of modeling the
maintenance-production organization along with organizational guidelines to provide solutions to identified problems.
8.3 Maintenance Systems and Documentation Individual Book Price $140
Addresses the main systems necessary for the successful operation of a maintenance organization, such as performance control,
work control and documentation, and shows how they can be modelled, their function and operating principles.

9. MAINTENANCE BENCHMARKING & BEST PRACTICES
Ralph W Peters 2006 566pp $165
This guide provides benchmarking tools for the successful design and implementation of a customer-centered strategy for maintenance. Included
in this guide is the author-devised “Maintenance Operations Scoreboard”. This has been used to perform over 200 maintenance evaluations in over
5,000 profit centered maintenance organizations.
10. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS MADE EASY
Kishan Bagadia 2006 267pp $180
Written by a world-renowned CMMS expert, Computerized Maintenance Management Systems Made Easy presents a clear, step-by-step approach
for evaluating a company’s maintenance, then selecting the right CMMS and implementing the system for optimal efficiency and cost-effectiveness.
11. PLANT AND MACHINERY FAILURE PREVENTION
A A Hattangadi 2005 458pp $230
Plant and Machinery Failure Prevention is based on the premise of “Zero-Failure Performance”. The book introduces the general features and
investigative methods at the design phase for determining failures in mechanical components such as: Flat Belt Failures, Vee-belt Failures, Pulley
Failures, Gear Failures, Steel Wire Rope Failures, Spring Failures, and Gasket Failures. Includes numerous case studies.
12. MAINTENANCE PLANNING & SCHEDULING HANDBOOK 2nd edition
Richard D Palmer 2005 544pp $185
Written by an author with over two decades of experience, this classic handbook provides proven planning and scheduling strategies and
techniques that will take any maintenance organization to the next level of performance. This book is regarded as the chief authority for establishing
effective maintenance planning and scheduling in the real world. The second edition has important new sections.
13. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime
Steven Borris 2006 448pp $180
With equipment downtime costing companies thousands of dollars per hour, many turn to Total Productive Maintenance as a solution. Short on
theory and long on practice, this book provides examples and case studies, designed to provide maintenance engineers and supervisors with a
framework for strategies, day-to-day management and training techniques that keep their equipment running at top efficiency.
14. PRODUCTION SPARE PARTS – Optimizing the MRO Inventory Assets
Eugene C Moncrief 2006 307pp $125
Spare parts stocking theory and practice. Uses the Pareto Principal to achieve superior results with a minimum of investment of time. Includes
the following topics: the risks inherent in setting inventory stocking levels, setting the reorder point, setting the reorder quantity, determining excess
inventory, how to avoid unnecessary purchases of spares, and how to set and monitor goals for inventory improvement.
15. MANAGING FACTORY MAINTENANCE 2nd Ed
Joel Levitt 2005 320pp $125
This second edition tells the story of maintenance management in factory settings. . World Class Maintenance Management revisited and revised,
evaluating current maintenance practices, quality improvement, maintenance processes, maintenance process aids, maintenance strategies,
maintenance interfaces, and personal development and personnel development.
16. THE MAINTENANCE SCORECARD – Creating Strategic Advantage
Daryl Mather 2005 257pp $125
Provides the RCM Scorecard, which is unique to this book and has not been done previously to this level of detail. Includes information and hints
on each phase of the Maintenance Scorecard approach. Focuses at length on the creation of strategy for asset management and details the
differences between various industry types, sectors and markets.
17. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE
Stephen J Thomas 2005 356pp $125
This unique and innovative book explains how to improve maintenance and reliability performance at the plant level by changing the organization’s
culture. This book demystifies the concept of organizational culture and links it with the eight elements of change: leadership, work process,
structure, group learning, technology, communication, interrelationships, and rewards.
18. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE
Scheffer & Girdhar 2004 272pp $150
Develop and apply a predictive maintenance regime for machinery based on the latest vibration analysis and fault rectification techniques.
Build a working knowledge of the detection, location and diagnosis of faults in rotating and reciprocating machinery using vibration analysis.
Gain an understanding of the latest techniques of predictive maintenance including oil and particle analysis, ultrasound & thermography.
19. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share
R Smith & B Hawkins 2004 304pp $160
This Handbook provides detailed, step-by-step, fully explained processes for each phase of Lean Maintenance implementation providing examples,
checklists and methodologies of a quantity, detail and practicality that no previous publication has even approached. It is required reading, and a
required reference, for every plant and facility that is planning, or even thinking of adopting ‘Lean’ as their mode of operation.
20. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES
Joel Levitt 2004 208pp $125
Brings together the issues of maintenance planning, project management, logistics, contracting, and accounting for shutdowns. Includes hundreds
of shutdown ideas gleaned from experts worldwide. Procedures and strategies that will improve your current shutdown planning and xecution.
21. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies for Optimizing Performance
V Narayan 2004 288pp $130
Providing readers with a clear rationale for implementing maintenance programs. This book examines the role of maintenance in minimizing the
risks relating to safety or environmental incidents, adverse publicity, and loss of profitability. Bridge the gap between designers/maintainers and
reliability engineers, this guide is sure to help businesses utilize their assets effectively, safely, and profitably.
22. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed
Bloch & Geitner 2004 650pp $255
The names Bloch and Geitner are synonymous with machinery maintenance and reliability for process plants. They have saved companies millions
of dollars a year by extending the life of rotating machinery in their plants. Extending the life of existing machinery is the name of the game in the
process industries, not designing new machinery. This book was the first and is still the best in its field.
23. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2 nd Edition
Terry Wireman 2004 288pp $120
While the previous edition concentrated on the basic indicators for managing maintenance and how to link them to a company’s financials, the
second edition addresses further advancements in the management of maintenance. One of only a few comprehensive collections of performance
indicators for managing maintenance in print today.

24. RELIABILITY DATA HANDBOOK
Robert Moss 2004 320pp $315
Focusing on the complete process of data collection, analysis and quality control, the subject of reliability data is covered in great depth, reflecting
the author’s considerable experience and expertise in this field. Analysis methods are not presented in a clinical way – they are put into context,
considering the difficulties that can arise when performing assessments of actual systems.
25. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS – Pressure Vessels & Mechanical Plant
Clifford Matthews 2003 690pp $495
This comprehensive volume gives detailed coverage of pressure equipment and other mechanical plant such as cranes and rotating equipment.
There is a good deal of emphasis on the compliance [UK standards] aspects and the duty of care requirements placed on plant owners, operators,
and inspectors.
26. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT
Terry Wireman 2003 228pp $130
This book will provide users with all the necessary tools to be successful in benchmarking maintenance management. It presents a logical step-bystep
methodology that will enable a company to conduct a cost-effective benchmarking effort. It presents an overview of the benchmarking process,
a self analysis, and a database of the results of more than 100 companies that have used the analysis.
27. RCM - GATEWAY TO WORLD CLASS MAINTENANCE
A Smith & G Hinchcliffe 2003 337pp $145
Includes detailed instructions for implementing and sustaining an effective RCM program; Presents seven real-world successful case studies from
different industries that have profited from RCM; Provides essential information on how RCM focuses your maintenance organization to become a
recognized ‘center for profit’. It provides valuable insights into preventive maintenance practices and issues.
28. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide
R Smith, R K Mobley 2003 537pp $105
The new standard reference book for industrial and mechanical trades. Industrial Machinery Repair provides a practical reference for practicing
plant engineers, maintenance supervisors, physical plant supervisors and mechanical maintenance technicians. It focuses on the skills needed to
select, install and maintain electro-mechanical equipment in a typical industrial plant or facility.
29. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2 nd Edition
Keith Mobley 2002 337pp $195
This second edition of An Introduction to Predictive Maintenance helps plant, process, maintenance and reliability managers and engineers to
develop and implement a comprehensive maintenance management program, providing proven strategies for regularly monitoring critical process
equipment and systems, predicting machine failures, and scheduling maintenance accordingly.
30. MAINTENANCE PLANNING, SCHEDULING & COORDINATION
Dan Nyman and Joel Levitt 2001 228pp $115
Planning, parts acquisition, work measurement, coordination, and scheduling. It also addresses maintenance management, performance, and
control; and it clarifies the scope, responsibilities, and contributions of the Planner/Scheduler function and the support of other functions to Job
Preparation, Execution, and Completion. This book tells the whole story of maintenance planning from beginning to end.
31. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed
David Smith 2005 368pp $170
Reliability, Maintainability and Risk has been updated to ensure that it remains the leading reliability textbook - cementing the book’s reputation for
staying one step ahead of the competition. Includes material on the accuracy of reliability prediction and common cause failure .
This book deals with all aspects of reliability, maintainability and safety-related failures in a simple and straightforward style.
32. ASSET MANAGEMENT AND MAINTENANCE - THE CD
Nicholas A Hastings 2000 820 slides $150
Asset Management and Asset Management Overview; Life Cycle Costing; Maintenance Organisation & Control; Spares & Consumables
Management; Failure Mode and Effects Analysis; Risk Analysis and Risk Management; Reliability Data Analysis; Age Based Replacement Policy
Analysis; Availability and Maintainability; Measuring Maintenance Effectiveness; Reliability of Systems; etc.
33. ENGINEERING MAINTAINABILITY – How To Design For Reliability & Easy Maintenance
B S Dhillon 1999 254pp $265
Maintainability Management; Maintainability Measures, Functions, and Models; Maintainability Tools; Specific Maintainability Design Considerations; Human
Factors Considerations; Safety Considerations; Cost Considerations; Reliability-Centred Maintenance; Maintainability Testing, Demonstration, and Data;
Maintenance Models.
34. CONDITION MONITORING STANDARDS VOLUMES I, II, III and IV Torbjorn Idhammar
The CMS documents (in colour) explain the condition monitoring actions, brief inspection points, detailed instructions and suggested intervals.
34.1 CONDITION MONITORING STANDARDS VOLUME 1 2001 124pp $295
CMS: Motor AC; Coupling Tire; Coupling Sure flex; Coupling Grid; Coupling Thomas; Coupling Wrap flex/Atra flex; Coupling Gear; Coupling Jar;
Coupling Magnetic; Coupling Torus; Pump Vacuum Nash; Pump - Vertical - Multistage; Tank ; Conveyor Screw; Valve solenoid; Air Breather - Des
Case; Flinger; Gear Reducer; Conveyor Belt; Conveyor Drag; Fan Axial; Agitator/Mixer; Compressor Rotary Screw - Quincy; Dryer System - Air
desiccant; Steam Joint – Valmet
34.2 CONDITION MONITORING STANDARDS VOLUME II 2001 130pp $295
CMS: Motion Detector; Backstop; Pump, Centrifugal; Heat Exchanger; Bearing, Pillow Block; Chain Drive; Hydraulic Unit; Feeder; Mech. Seal;
Packing; Check Valves; Screen Reciprocating; V Belt Drive; Screen – Vibrating; Screen - Disc; Screen - Centrifugal; Lubrication Reservoir; Fan
Radial; Pump Vane; Pump Gear; Pump Piston; Steam Trap Mechanical; Steam Trap Thermostatic; Steam Trap Thermo; Valve with Actuator.
34.3 CONDITION MONITORING STANDARDS VOLUME III 2003 115pp $295
CMS: Universal Joint; Rope Sheaves; Regulator - Air; Pump - Progressive Cavity; Blower - Rotary Lobe; Belt - Cog; 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; Piping and Pipe Hangers; Steam Turbine [Small].
34.4 CONDITION MONITORING STANDARDS VOLUME IV 2009 115pp $295
NEW LISTING
CMS: – Pump, Double Suction Centrifugal – Pulp Refiner, Conical-disc – Pulp Refiner, Classic Conical – Pulp Refiner, Single Disc – Pulp Refiner,
Beloit Double Disc – Debarker, Drum – Proximity Switch, Capacitive – Proximity Switch, Acoustic – Proximity Switch, Inductive – Coupling, Safeset
– Coupling, ELCO – Gauge, Magnetic Flow – Pump, Peristaltic – Pump, Diaphragm Metering – Pump, Vertical Sump – Conveyor, Small Production
– Index Drive, Rotary – Accumulator, Hydraulic – Accumulator, Compressed Air – Motor Starter – Limit Switch, Linear – Limit Switch, Rotary
– Strander, Disc (On-the-run) – Strander, Disc (Shutdown) – Lubrication, Single Point Units

MAINTENANCE BOOKS – ORDER FORM
Prices are valid until 30 September. All prices are Australian Dollars. Prices for Australia Include Postage and GST.
Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$25
Engineering Information Transfer P/L, 7 Drake Street, Mornington, Vic 3931 Australia Ph: 03 5975 0083 Fax: 03 5975 5735 Email: mail@maintenancejournal.com
Please indicate
quantity required.
1. MAINTENANCE AND RELIABILITY BEST PRACTICES $140
Item Title Aus$
2. FAILURE MAPPING $115
3. THE 15 MOST COMMON OBSTACLES TO WORLD-CLASS RELIABILITY $85
4. MAINTENANCE ENGINEERING HANDBOOK 7th Edition $290
5.1 PREVENTIVE MAINTENANCE - MAINTENANCE STRATEGY SERIES (Volume 1) $125
5.2 MRO INVENTORY AND PURCHASING - MAINTENANCE STRATEGY SERIES (Volume 2) $125
5.3 MAINTENANCE WORK MANAGEMENT PROCESSES - MAINTENANCE STRATEGY SERIES (Vol 3) $125
5.4 SUCCESSFULLY UTILIZING CMMS/EAM SYSTEMS - MAINTENANCE STRATEGY SERIES (Vol 4) $125
5.5 TRAINING PROGRAMS FOR MAINTENANCE ORGANIZATIONS - MAINT. STRATEGY SERIES (Vol 5) $125
6. FACILITY MANAGER’S MAINTENANCE HANDBOOK 2nd Ed $240
7. IMPROVING RELIABILITY AND MAINTENANCE FROM WITHIN $125
8. PLANT MAINTENANCE MANAGEMENT - Kelly’s 3 Volume Set $295
8.1 STRATEGIC MAINTENANCE PLANNING - Individual Book $140
8.2 MANAGING MAINTENANCE RESOURCES - Individual Book $140
8.3 MAINTENANCE SYSTEMS & DOCUMENTATION - Individual Book $140
9. MAINTENANCE BENCHMARKING & BEST PRACTICES $165
10. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS MADE EASY $180
11. PLANT AND MACHINERY FAILURE PREVENTION $230
12. MAINTENANCE PLANNING & SCHEDULING HANDBOOK 2ND EDITION R D Palmer $185
13. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime $180
14. PRODUCTION SPARE PARTS – Optimizing the MRO Inventory Assets $125
15. MANAGING FACTORY MAINTENANCE 2nd Ed $125
16. THE MAINTENANCE SCORECARD – Creating Strategic Advantage $125
17. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE $125
18. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE $150
19. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share $160
20. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES $125
21. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies $130
22. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed $255
23. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd Ed $120
24. RELIABILITY DATA HANDBOOK $315
25. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS – Mechanical Plant $495
26. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT $130
27. RCM - GATEWAY TO WORLD CLASS MAINTENANCE $145
28. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide $105
29. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd Ed $195
30. MAINTENANCE PLANNING, SCHEDULING & COORDINATION $115
31. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed $170
32. ASSET MANAGEMENT AND MAINTENANCE - THE CD $150
33. ENGINEERING MAINTAINABILITY – How To Design For Reliability & Easy Maintenance $265
34.1 CONDITION MONITORING STANDARDS VOLUME 1 $295
34.2 CONDITION MONITORING STANDARDS VOLUME II $295
34.3 CONDITION MONITORING STANDARDS VOLUME III $295
34.4 CONDITION MONITORING STANDARDS VOLUME IV $295
NAME & ADDRESS:
Phone: Fax: Email:
PAYMENT: TOTAL PAYABLE: AUS$ ________________
1. CHEQUE ENCLOSED PAYABLE TO : ENGINEERING INFORMATION TRANSFER P/L
2. CHARGE MY CREDIT CARD: MASTERCARD VISA
CARD NO: EXPIRY DATE:____________
SIGNATURE: NAME ON CARD:

Maintenance
2009 Seminars
Special Discounts
Now Available
If your organisation books for 7 or more days of training the cost is only $595
per person per day for all delegates that you register on these seminars
DAY 1 - Course One
Planned Maintenance & Maintenance People
The What, When & Who of Maintenance
(For Maintenance & Non Maintenance Personnel)
DAY 2 - Course Two
Maintenance Planning, Control and Systems
Maintenance Planning, Work Management and Execution,
Reporting and History, Asset Data Management, Stores, & CMMS/EAM’s/ERP’s
(For all maintenance personnel and others associated with maintenance planning/work control/work performance/reporting etc)
DAY 3 - Course Three
Maintenance Management and Asset Management
An Introduction To Maintenance and Asset
Management Activities & Techniques.
New Topic for 2009 of “Mean Maintenance”
(For Maintenance & Non Maintenance Personnel)
Each Delegate Receives:
• Detailed Seminar Slides in
Hard Copy
Venues
Melbourne
18-20 May 2009
Brisbane
3-5 August 2009
Sydney
19-21 October 2009
Presented By
Len Bradshaw
Organised By
Engineering Information
Transfer Pty Ltd
and the Asset Management
and Maintenance Journal
• A CD of Hundreds of mb of
Maintenance Related Facts,
Techniques, Products, Systems
and Software.
• Dozens of back issues of
the Asset Management and
Maintenance Journal
• The CD Includes CMMS,
EAM, and Reliability
conference proceedings from
reliabilityweb.com and IMMC
conferences.
THE MOST SUCCESSFUL AND MOST
RECOGNISED MAINTENANCE RELATED SEMINARS
* As well as Maintenance Personnel, why not also send your “Operations Personnel”

Course One
Planned Maintenance And
Maintenance People
The What, When and Who of Maintenance
1 . Consequences of Good or
Bad Maintenance
• The direct and indirect costs of Maintenance. The real cost of failures and cost of downtime.
What do you cost and what are you worth.
• Effect of too little or too much planned maintenance.
• The need to provide and prove due care of your assets.
• Do you identify/record real maintenance costs and how do you respond and control those costs.
2 . Maintenance Activities
• The different activities performed in maintenance - emergency, corrective, preventive,
predictive, condition based,detective, proactive maintenance, and designing for maintenance.
• Possible problems associated with fixed time replacement of components.
• Understanding what are failures in maintenance.The different failure types and how
they affect what maintenance should be used.
• What maintenance is needed. Basic rules in setting inspection and PM frequencies.
• A brief introduction to maintenance planning,control and systems
3 . Inspections & Condition
Based Maintenance
• What inspection and preventive/predictive techniques are now available in maintenance.
• A look at the wide range of inspection and condition monitoring techniques
• Basic visual inspections, oil analysis, vibration monitoring, thermography, acoustic emission,
boroscopes, fibre optics, alignment techniques, residual current, etc.
Discussion 1: What techniques for repair, inspections & Condition Monitoring are used
in your plant. Are they successful? If not why not?
4 . The People and Structures
In Maintenance
• People - The most important assets in maintenance or are they ?
• The different organisational structures used for maintenance activities.
• Restructured maintenance;flexibility, multiskilling and team based structures.
• What motivates people to work with the company rather than against it.
• Are “competent” people managing, supervising, planning and doing the maintenance work.
• 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 - for and against.
• Is this the time for “MEAN Maintenance”?
Discussions 2: Are your organisations using the right people and structures in maintenance?
People issues in 2009 and beyond.
Who should attend this 1 day seminar?
Planners, Team Leaders, Team Members, Supervisors,Tradesmen, Operations Personnel,
Technicians, Engineers,Systems Managers, and others interested in maintenance of plant and assets.

Course Two
Maintenance Planning, Control
and Systems
Maintenance Planning, Planners and Computerised
Maintenance Management Systems/EAMs/ERP’s
1 . Maintenance Planning and
Control - The Overview
• The different processes and techniques involved with maintenance planning,control,and use of a CMMS.
• The move towards Asset Management Systems and beyond the traditional CMMS.
• Links to other management systems,control systems, GIS, GPS, Internet, Intranet,
• Web based systems. Asset Service Providers and Managed Service Providers.
• Benefits & Problems associated with implementation and use of a CMMS/EAM/ERP’s.
• Systems and Devices that improve maintenance information, control and analysis.
2 . Maintenance Planning and Control - The Details
• Equipment coding,inventory and asset registers.Using the asset technical database.
Identifying & controlling rotables.Asset and task priority or criticallity
• Introduction to maintenance plan development. PM’s and repair proceedures.
• Maintenance requests. Quick work request/work order logging.
• A PM becoming a Corrective task. The small job.
• Backlog and frontlog files.Opportunity maintenance.
• Resource justification.Backlog file management.
• PM routines. Scheduling PM’s and corrective maintenance.
• Determining the weekly work. How much work?
• Maintenance planning coordination meeting. Who attends and what is decided.
• Work order issue, work in progress. reporting back - automating this process.
• Feedback and history required. Automating the reporting process.
• Reports and performance measures.
• Performance measures for plant,maintenance, people and planning.
Discussion 1: The Planning and the CMMS/EAM/ERP in your organisation - its strengths & weaknesses.
3 . Maintenance Planning
and Planners
• An Example of how the best plan and their Maintenance Activities.
• Pro-active Maintenance Planning.
• Who should be the planner. Responsibilities/duties of the planner.
• Full time or part time planners. Planner to Maintenance Personnel ratio.
• Planner’s interaction with Supervisors, Technicians, etc.
• Value of effective planning and planners.
• Planning in different environments - failure response, team structures, etc.
4 . Maintenance Stores
• Store objectives. Introduction to stock control methods.
• Impact of maintenance type on stock requirements.
• Who owns the stores? Who owns the parts? User alliances. Consignment stock.
• Improving and monitoring service levels from your maintenance store.
Who should attend this 1 day seminar?
Planners, Team Leaders, Team Members, Supervisors, Tradesmen, Operations Personnel,
Technicians, Engineers, Systems Managers, Stores Personnel and others interested in maintenance of plant and assets.

Course Three
Maintenance Management
and Asset Management
This seminar introduces the wide range of Maintenance Management activities and techniques
that may be applied within your organisation and the contribution Maintenance can make to
company profitability and competative advantage. Even if you are not directly involved in the use of
these techniques it is still important that you have at least an understanding of what can be done and
what can be achieved. Entirely new topic for 2009 is “Mean Maintenance”.
1 . Business & Organisational Success Via Better Maintenance
• The key role that maintenance plays in achieving business success.Maintenance as a profit creator.
• Maintenance in Good or Bad business times. Proving your worth. Reducing Direct or Indirect maintenance costs.
• “Mean Maintenance” - beyond “Lean Maintenance” to the new topic for 2009 of Mean Maintenance.
• Maintenance Impact on Safety, Insurance and Legal Costs. Risks of poor or under resoursed maintenance.
• Maintenance based on corporate objectives.
Discussion1: Business approach to maintenance and Management’s understanding of Maintenance.
2 . Achieving Better Maintenance
• Common features of the best maintenance organizations in the world. What is Maintenance Excellence.
• Maintenance excellence awards in Australia and overseas
2.1 The Best People:
• Leadership, recruitment, training, flexibility, motivation, teams, TPM, performance,
rewards, core skills and outsourcing. Matching people and structures to your organisation.
2.2 The Best Parts Management:
• Stores management, stores objectives, vendor and user alliances, internet spares, parts optimisation,
improved parts specifications, automated stores, stores personnel..
2.3 The Best Maintenance Practices:
• Better Corrective, Preventive, Predictive, and Proactive maintenance.
• Using downtime data to minimise the impact of downtime.
• Using failure data to optimise maintenance activities using Weibull analysis.
• Moving through Preventive / Predictive to Proactive Maintenance. Earning time to think and develope.
Discussion 2: Discussions on Maintenance Parts, People and Practices
3 . Analytical Methods In Maintenance
• Maintenance Plan Development and Optimisation Software. What they do and what can be acheived.
• Example of how to collect, use, and understand maintenance data.
• Fine tuning PM activities. Can we use MTBF? Timelines, Histograms, Pareto Analysis, Simulation.
4 . Asset Life Issues
• Introduction to Plant Design considerations that improve reliability, availability and maintainability.
• Introduction to life cycle costing of assets.
• Plant replacement strategies; LCC strategies - software tools.
• Better maintenance specifications of machines.
5 . Maintenance Strategies For The Future
• Setting Strategies: From Policy Statements, Audits, Benchmarking, Gap Analysis and Objectives through to
Maintenance Performance Measures.
• Examples of Maintenance Objectives and Performance Measures.
• Sources of information on maintenance and reliability performance measures/standards.
Who should attend this 1 day seminar?
Maintenance Team Members,Technicians,Planners,Engineers,Supervisors and Managers;plus Production Supervisors/Managers &
Accounts/Financial Managers,and others interested in maintenance of plant and assets.

The seminar is presented by Len Bradshaw
Len Bradshaw is a specialist in maintenance management and maintenance
planning control and an international consultant in this field. Len has
conducted over 300 courses for in excess of 9,000 maintenance personnel,
both in Australia and overseas. He is managing editor of the AMMJ. He has
a Masters Degree in Terotechnology (Maintenance Management) and has
held several positions as Maintenance Engineer in the UK and other overseas
nations. Len has conducted maintenance management courses for all levels
of maintenance staff from trades personnel to executive management.
Seminar Fees NEW SPECIAL DISCOUNT RATES
AUS $695 for booking one day of training.
AUS $660 per person per day for organisations that book for 2 to 6
days of training. Example - one person attending all 3 seminars.
AUS $595 per person per day for organisations that book for 7 or
more days of training. Example - three persons attending all three
seminars will be eligible for this great discount.
The course fees are inclusive of GST and also include Seminar material as well
as lunch and refreshments. Course fee does not include accommodation, which if
required is the delegates own responsibility.
Confirmation A confirmation letter will be sent to each delegate.
Times The seminars start at 8:00am and end at 3:45pm, each day.
Registration is from 7:45am on the first day the delegate attends the seminars.
How do I Register?
1 . Fax the completed registration
and provide credit card payment
details. Fax: 03 59 755735
2. Or 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
2009 VENUES AUSTRALIA
Melbourne: 18 - 20 May 2009
Rydges On Swanston Hotel
701 Swanston St,
Melbourne VIC
Web: www.rydges.com
Brisbane: 3 - 5 August 2009
Royal On The Park Hotel
Cnr Alice & Albert Street
Brisbane, QLD
www.royalonthepark.com.au
Sydney: 19 - 21 October 2009
Swiss-Grand Resort and Spa
Corner Beach Road and Campbell Parade
Bondi Beach NSW
www.swissgrand.com.au
For Further Information
Phone EIT (03) 5975 0083 Fax (03) 5975 5735
or email to: mail@maintenancejournal.com
or visit www.maintenancejournal.com
Engineering Information Transfer P/L ABN 67 330 738 613
REGISTRATION FORM Course Venue
Please Tick Course Please Tick Venue
• Course One:
Planned Maintenance and Maintenance People
• Course Two:
Maintenance Planning Control and Systems
• Course Three:
Maintenance and Asset Management
Name of delegate ________________________________________ Position _________________________________
Company______________________________________________________________________________________
Address_______________________________________________________________________________________
_____________________________________________________________________________________________
Email _________________________________________________________________________________________
Name of approving officer ____________________________________Phone _________________________________
Position _________________________________________________ Fax __________________________________
Method of payment Fee payable $_________________
eCheque - enclosed made payable to Engineering Information Transfer Pty Ltd
eElectronic funds transfer - Please email to obtain details from: mail@maintenancejournal.com
eCharge to my credit card Mastercard Visa Card
3. Or Email and Indicate courses/ dates/
venue required/ personnel to attend and
provide details of method of payment to:
mail@maintenancejournal.com
4. Or send a formal company
Purchase Order and we will invoice
your organisation on that Purchase
Order.
Cancellations: Should you (after having registered) be unable to attend, a substitute delegate is always welcome. Alternatively, a full refund will be made for cancellations
received in writing 14 days before the seminar starts . Cancellations 7 to 14 days prior to the seminar dates will be refunded 40% of the registration fee, in addition to receiving a set of
seminar notes. There will be no refund for cancellations within 7 days of the seminar dates. This registration form may be photocopied.
Melbourne
Brisbane
Sydney
Expiry Date_______________
Name on card___________________________________Signature ___________________________