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April 2011 Vol 24 No 2
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2008 3.91 0.62 1.1 0 0 0.83 0.29 0.09 0.25 0.49 0.21
2007 1.8 2.1 1.78 2.56 1.4 1.81 2.17 1.93 1.66 5.56 0.88
2009 2008 2007
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20
22
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AMMJ
Maintenance Engineering and
Engineering Economics
Economics and engineering still live like worlds apart.
And yet, one needs the other. This must change. One
outstanding example of this long lived separation relates
to the maintenance function. What happens and why?
Impact of Reliability Centred
Maintenance
This paper contains a brief description
of potential areas of benefit of using
RCM. Some of the cashable and
non-cashable advantages that will
have a positive impact throughout an
enterprise.
Protection Of Drives
Microprocessor based electronics and data communication
networks are very common. Surge
Protection Devices helps preserving
these systems from damage. How
to properly stage these SPDs can
be as important as actually making
the decision to purchase them.
Lessons Learnt In 45 Years of
Condition Monitoring
The lessons learnt by one of the
World’s leaders in the field of
Condition Monitoring. This paper of
brief case studies in narrative style
is intended to entertain, inform and
even inspire.
2011 CMMS and EAMs Listing
The AMMJ’s annual listing of Computerised Maintenance
Management Systems and Enterprise Asset Management
Systems. What do CMMS and EAMs provide in 2011.
Asset Management and Maintenance Journal
ISSN 1835-789X (Print) ISSN 1835-7903 (Online)
Published by:
Engineering Information Transfer Pty Ltd
Publisher and Managing Editor:
Len Bradshaw
Publishing Dates:
Published in January, 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.
See website for details of how to submit articles or news.
Load parameter W’
Original
operation
Operation
when
bearings
modified
10
1.0
0.1
Lines of
increasing
constant b/d
Oil 71°C
Oil 40°C
Increased risk of halffrequency
whirl
0.1 0.5 0.9
Eccentricity ratio
Recommended
area
Bearing
too short
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
Contents
April 2011 Issue Vol 24 No 2
Asset Management and Maintenance Journal
COVER
SHOT
This issue’s cover
shot is courtesy of
SKF and shows
an impact spanner
for mounting larger
rolling element
bearings. Go to
page 53 for details.
To Subscribe to the AMMJ go to www.maintenancejournal.com to download the SUBSCRIPTION FORM. Annual Subscription is from $80.
38
44
51
52
55
56
Fit at 50 - Keeping Aging
Transformers Healthy For Longer
Keeping fit and “staying young”
are goals for many including
power transformers. Many of the
world’s transformers are reaching
an age where these goals are
becoming critical for their survival,
and for the survival of the operating companies.
The Role of Vibration Monitoring In
Predictive Maintenance - Part 2
Some Illustrative Examples of Vibration Monitoring
in Predictive Maintenance.
Vibration monitoring being used to
detect and diagnose problems on
rotating equipment ranging from
electric motors to large crushing
machines used for mining and
processing.
Machinery Troubleshooting - First
Impressions
When troubleshooting a machinery problem, whether
for an unusual vibration problem or a component failure
such as a bearing or seal, first impressions from the initial
machinery inspection are very important.
Maintenance News
The latest maintenance news, products & services.
AMMJ Sponsors and Supporters
Maintenance Seminars
The Len Bradshaw and Ricky Smith Maintenance
Seminars in Australia 2011.

Maintenance Engineering and
Engineering Economics
José Guilherme Pinheiro Côrtes 1 jgcortes@terra.com.br; (Brazil)
Arthur Wellington is recognized as the founder of Engineering Economics (EE) for having written
the seminal work “The Economic Theory of the Location of Railways” in 1877. In it, he showed
his disgust with his fellow engineers who took no account of the economic aspects of investment
decisions regarding engineering assets. More than a century later, economics and engineering still
live like worlds apart. And yet, one needs the other. This must change.
One outstanding example of this long lived separation relates to the maintenance function. What
happens and why? Let us see next.
Engineering Economics and Maintenance Engineering
One basic concept in EE is the capacity of an asset or group of assets to deliver an output of goods and/or services.
Suppose the case of having to decide whether to acquire or not a new machine. How much is it worth? Basic economics
tell us that any asset is worth the discounted value of its expected cash flow over its life cycle. However, the asset’s
ability to deliver goods or services and therefore to produce a healthy cash flow depends on the physical capacity it
puts at the organisation’s service.
And this capacity depends on the
maintenance services it gets. An
The One Hoss Shay Capacity Model
obvious connection, right? But not
Capacity (t/y)
to everybody, it seems.
Until now, most EE textbooks
implicitly assume that maintenance
activities “just happen” and
keep capacity constant until the
very last moment of an asset’s
existence. Then, they suffer
“sudden death” and thus stop
creating revenue and costs. This
extraordinary behaviour of an
asset’s capacity has been named
“the one hoss shay model of
physical depreciation”.
1200
1000
This approach is an obvious simplification of a problem that no doubt is much more complex. EE textbooks
devote many pages to describe different models of fixed assets depreciation that do not mirror physical reality. A
few pioneers, a long time ago, recognized the issue and tried to insert in their writings some useful information
concerning real depreciation, or still better, real capacity decay.
The theme has been recently brought again to discussion by some specialists in engineering asset management. It
certainly deserves more attention and can possibly stimulate the joining of forces of Engineering Asset Management
(EAM) – encompassing Maintenance Engineering (ME) – and EE 2 . There is a lot more to say about EE lack of
realism that could be cured by some injections of good engineering knowledge and practice. But now let us see
how ME interfaces with EE.
Maintenance Engineering Needs Engineering Economics
800
600
400
200
0
0 1 2 3 4 5 6 7
Year
Fig. 1: The One Hoss Shay Capacity Model
ME as an engineering function demands resources that cost money, at the same time that it promises benefits
that are badly needed by any organisation. Its worth derives from a positive balance between what it produces
(benefits) and what it costs (sacrifices). It therefore must be subjected to financial screening, just like any other
commitment of resources. An association of ME with EE is thus of extreme importance, be it to help to choose
among alternative maintenance programs or to gain proper recognition of how much it costs and produces.
To add tasks of financial planning, evaluation and control to the maintenance function is bound to face opposition.
Resistance to change is everywhere, why should it be different here? ME has already a long history of conflict with
operations management, to the point of being considered “a necessary evil”. Although entirely disagreeing with
this, I know it is a real and widely diffused prejudice. I am also convinced that every engineering function should be
more involved in the financials of its activities. To support this view, I will argue that:
1. All those who believe that any ME is worth more than it costs, please bring evidence.
2. It is time to improve the financial toolbox accepted and used by many authors in the ME field; it is embarrassing
to admit that many tools are being imported from EE textbooks which are behind the more advanced “state of
the art”. Take a look at the box opposite.
Vol 24 No 2

AMMJ
Maintenance Enginering and Engineering Economics
Maintenance Engineering Deserves Better Financial Tools
ME mixes old fashion with modern financial tools. Old stuff includes ROI (Return on Investment), a
coefficient that express a measure of gain (return as profit or cash flow) as a percentage of sacrifice
(investment); all these variables are measured in more than one way, to complicate matters still further.
Also, simple payback rule that ignores the time value of money is no adequate solution. EE and
Corporate Finance can offer better resources. What?
There are proven discounted cash flow methods – NPV (Net Present Value), IRR (Internal Rate of
Return), LCC (Life Cycle Cost), B/C (Benefit Cost Ratio) and DPB (Discounted Payback) – not to mention
the more refined Real Options tools. All those require two (hard to get) inputs: the investment expected
cash flow and the corresponding discount rate (adjusted by the systematic risk of the investment). This
toolbox can certainly be upgraded to better satisfy the needs of any area of application. There is no
reason to use old stuff.
Even if sharp tools are used, EE is not able to properly formulate the problems ME faces and to supply
the required inputs. None is more qualified to generate cash flow projections than the Maintenance
Engineer. Acquiring skills in forecasting methods and accounting is recommended, nothing so difficult
as to impede engineers to do the job. My favourite example is cost. ME cost is traditionally gauged by
how much it spends, what is just a fraction of the whole “cost iceberg”. There are many other costs,
including hidden ones such as loss of business reputation due to the deliver of poor quality goods, the
final outcome of faulty maintenance activities. It seems that current cost models ignore the costs of not
doing maintenance work. A rigorous cost model is still lacking.
Discount rates come next. The use of “hurdle rates” to appraise capital expenditure projects with no
justification of its value is common and undesirable practice in many engineering applications. Even
textbook authors in Corporate Finance and EE fail in this respect. Is that a surprise? Not so much. To
adjust a discount rate to the project level of risk is no easy task. But there are means to do it, starting
from the basic financial theory of asset pricing under conditions of risk. The corporate wide cost of
capital may be a good guess to begin with, because ME spending is much related to preserving the
current business capacity.
Engineering Economics Needs Maintenance Engineering
EE needs more engineering. Gradually, EE was pushed out the more technical university departments, being
restricted to industrial (or production) engineering departments. These may provide a better living environment
for Engineering Economists, but it certainly limits the scope and reach of their work. Take a look at the bestsellers
textbooks: there is ever less engineering content in them. I do not want to disrespect anyone’s intellectual
production, but this a sad truth. If you are sceptical, please search inside any EE textbook for engineering subjects
like innovation, maintenance and retrofit; you will find nothing.
From my thirty six years of experience teaching to undergraduate and graduate students of Engineering at
Universidade Federal do Rio de Janeiro (UFRJ), I learned that it is easier to teach Economics to them rather than
to teach Technology to students of Economics or Business Administration.
My students – they alone deserve credit for this – never offered any major resistance to become learned in
Economics. Although it was not my intention, some of them became very good economists… To my greatest
satisfaction, most of them became better engineers. Where I found some opposition was in the academic staff.
To many of them, Economics is not a necessary intellectual competence of the engineer. In Brazil, to the best
of my knowledge, engineers tend to reach high management positions and, also, many times become very
successful entrepreneurs. In the beginning of their professional careers they look for opportunities to strengthen
their intellectual capital, such as the MBA programmes, a clear recognition of the missing ingredients in their
undergraduate preparation.
What ME can supply that EE needs? Much, but I will draw the attention to only two themes:
1. First and foremost, ME is indispensable to shed light on the matter of production capacity. Once a
production facility is started up, ME enters the game to preserve its capacity. How do ME activities relate
to capacity levels? I assume that Maintenance Engineers can answer this question in their own language.
What we (Engineering Economists) need is to get this answer in a language that we understand. We,
on both sides, must therefore strive to understand each other. The financial health of private and public
organisations alike will much benefit from this. And, of course, we will be doing a much better job.
2. ME is a service that can be supplied in many ways. Different strategies and technologies make a host
of investment (and current spending) alternatives, with varying implications for the availability of production
capacity. We must explore this territory together.
Vol 24 No 2

AMMJ
The CAM-I Capacity Model
Maintenance Enginering and Engineering Economics
CAM-I is the acronym for Consortium of Advanced Manufacturing International, a not for profit private
organisation with valuable contribution to industrial management. It developed a capacity analysis tool,
a semaphoric model that divides one facility’s capacity into three major categories: green (productive
capacity, used to produce goods and to improve processes), yellow (unused capacity) and red (non
productive capacity, busy with sterile activities such as waiting, reprocessing and maintenance, among
others). Thus, to CAM-I maintenance is not a value adding activity. However, the same capacity model
takes a 24/7 (24 hours a day, 7 days a week) schedule as a world standard. How does this capacity
availability come by? What makes it possible? Maintenance, I guess…
Is the 24/7 regime possible? What is the best ME can do to deliver maximum productive time to a
particular facility? Thus, what would be, in the state of the world, the net available productive time, given
the best ME solution? I would love to see these questions answered.
There Comes Engineering Asset Management
Economists developed some interesting approaches to the analysis of business firms. Let me introduce two:
1. The Resource View of the Firm
It consists in viewing the firm as a pool of productive resources – labour, equipment, materials and so on. Resource
based concepts oppose long established view of firms as pools of products, therefore giving more importance to
marketing than to technology and operations, let alone maintenance engineering. In the eighties, it also represented
a different standing vis à vis the Japanese lead in many manufacturing fields.
2. The Process View of the Firm
This approach puts a coordinate set of process and activities between resources (basic inputs) and cost objects
(final outputs). Its heyday occurred in the nineties with the emergence of the radical proposals of reengineering
and activity based costing – sometimes wrapped together under the name of activity based management.
RESOURCES PROCESSES COST OBJECTS
If I had to choose, I would pick the process view of the firm. Why? Because it adds processes to resources, it asks
us to look at how resources are used by the firm. Resources flow to or are consumed by cost objects through
processes. Not every cost object is also a revenue object: some are (for instance, saleable goods), some not (such
as support of community activities).
However, and possibly, accountancy influence upon activity based costing has resulted in replacing costs of
resources for resources properly. People often speak of depreciation instead of fixed assets, salaries but not
labour etc. I strongly argue in favour of starting from physical resources, to only later translate their use in terms of
money spent. This leaves me very comfortable with Engineering Asset Management, as regards physical assets.
Not every resource in taken into account, but a very respectful share of them is.
What is good news here? First, physical assets mean high cost, low decision reversibility and technology choice.
After you have decided to buy a particular equipment, a lot of money must have been spent, you will have to keep
the item for many years and the choice of technology will spread its effects over other resources – labour, specially.
I could have added that buying a new machine is a manly source of pleasure… EAM comes to rescue all involved
in these decisions and consequences from a lack of a sound framework to analyse every business case.
Second, EAM invites EE to assist in every step conducive to more effective management of resources. If this
invitation is not yet loud and clear, let us make it. Economic sense has to be made of any decision that costs money
to both private and public bodies. Take the case of public infrastructure. Official reports abound giving us notice
that infrastructure swallow huge budgets just to get maintenance and yet display a very unsatisfactory state.
Third, EAM is a multidisciplinary field, where different eyes (and minds behind them) look at the same problem:
how to do the best with our physical assets. I hope EAM will in the near future become an interdisciplinary field,
where eyes will see others and minds will strive to think together. Engineers are problem solvers by nature. As
problems rise and get ever more difficult to tackle, engineers must improve their preparedness. Before managing
physical assets, they are defied to manage intellectual assets. Time is now.
Notes:
1. J. G. P. Côrtes recently retired from the Universidade Federal do Rio de Janeiro (UFRJ) and is presently working
as a private researcher and consultant.
2. As far as I can see, engineering economists are not aware of the rapid advancement of EAM. They should.
Vol 24 No 2

Locate electrical
problems
Detect plumbing

The Impact Of Reliability
Centred Maintenance
Daryl Mather Reliability Success P/L (Australia)
As a cornerstone of the maintenance discipline, Reliability Centred Maintenance - RCM can achieve
benefits in a vast number of areas depending on where and how it is applied.
When properly implemented, RCM provides companies with a tool for achieving lowest asset Net
Present Costs (NPC) for a given level of performance and risk.
This implies a cashable impact across a multitude of economic activities, covering both OPEX
(Operational Expenditure) and CAPEX (Capital Expenditure) .
However, RCM will also provide companies with a range of non-cashable advantages that will have a
positive impact throughout the enterprise.
This paper contains a brief description of potential areas of benefit; not the entire range of uses for
RCM. Along with these areas, the author has previously used RCM for capital submissions in regulated
industries,
• to reduce the risk of legal ramifications in management of environmental integrity,
• to establish a tool for contract negotiations related to outsourced maintenance,
• reduction of a company’s carbon footprint,
• and as a means of developing trouble shooting guides
The information in this paper helps alleviate some of the benefits anxiety that often surfaces in the
early implementation stages of large-scale RCM projects, and to provide guidelines for trainee RCM
Analysts.
THE CASHABLE RESULTS OF RCM
Direct cashable benefits from implementing RCM can emerge in every area where maintenance and operations
have an impact.
This can include such disparate areas as increased uptime, decreasing energy usage, reductions in chemical
utilization, or reductions in inventory holdings and routine maintenance spending.
Instead of trying to cover all the potential areas where the method can deliver financial impacts, this section will
focus more on how RCM influences the profit and loss of an enterprise.
This is evident in two principle areas, an increase in potential revenue, and direct cost reductions.
DIRECT COST REDUCTIONS
The main noticeable result of Reliability Centered Maintenance is a dramatic change to the maintenance regimes
that are in place.
John Moubray, a pioneer in this field until his passing, regularly stated that RCM would achieve “a reduction of
between 20% and 70% in routine maintenance where there is an existing scheduled maintenance program.”
Based on the experience of the author, this leads primarily to an increased level of cost-effectiveness of
maintenance, particularly in industries that are very asset intensive.
The team is able to claim benefits in these areas where there is a calculable reduction in the cost of labor,
materials or consumables to perform maintenance (refers to both routine and corrective or reactive activities)
over a reasonable amount of time. (Usually a year)
Logically, these are only potential benefits at the completion of the analysis, as it will take until the first omitted
routine, or the first breakdown requiring reduced resources, before savings begin to accrue.
However, once implemented they can easily be quantified through direct calculation. For this to be accurate there
is a need to quantify both the routine maintenance costs as well as the corrective maintenance costs.
There are some real world limitations on attempting to forecast cost reductions purely through accumulated
data.
The first issue the team can face is that current maintenance regimes often do not exist in the company’s ERP
or CMMS program, or they group them at a high level. Data losses, poor ERP management, and distrust of
10
The Impact Of RCM
AMMJ Vol 24 No 2

technology means that experienced technicians often keep
the knowledge of existing maintenance outside of corporate
systems.
Further compounding the issue is the disparate way that
maintenance routines are stored. At times, they are at an
asset level, a maintainable item level, and still other times
they can be at higher system or unit levels.
A second limitation is that on the occasions when RCM
proposes a more rigorous policy, there is a tendency to overlook
the change in reactive and corrective maintenance 1.
Still, some direct cost reduction cases are obvious and do not
require a detailed activity analysis.
Every task in an RCM analysis must be both applicable,
meaning it is physically possible to do the task, and effective,
worthwhile doing in terms of cost and/or risk, before selection
as an adequate failure management strategy.
When maintenance is developed using an unstructured
method there are common errors that can occur:
INEFFECTIVE MAINTENANCE
One of the great misleading statistics in asset maintenance today is the calculation of average life for bearings. The
effect of this is to support the outdated and almost mystical belief of the link between age and failure. Based on
this way of thinking, it is still common to find maintenance departments carrying out hard-time bearing replacement
programs as a means of managing risk.
However, it has been the experience of the
author that hard time bearing replacement
policies can increase, rather than decrease,
the likelihood of failure while at the same
time increasing the direct maintenance
costs.
This flies in the face of popular beliefs and is
an example of how RCM thinking can drive
reductions in routine maintenance levels.
The original Nowlan and Heap report 2
specifically spoke about bearings when
addressing failure in complex assets.
A complex item, as opposed to a simple
item, is one that is subject to many failure
modes. As a result, the failure processes
may involve a dozen different stress and
resistance considerations.
Even with complex items, failures related
to age will concentrate about an average
age for that mode. However, bearings have
many failure modes.
Where there is no dominant failure mode
(the most common cause of failure) , as is
the case in complex items such as most
bearings, then distribution of the average life
of all the failure modes is widely dispersed
along the entire exposure axis 3 . Therefore,
failure will be unrelated to operating age.
This is a unique feature of complex items.
When deciding maintenance policy for
bearings, this issue is further exacerbated by
the provision of the L 10 life by manufacturers.
This number represents the point at which
10% of the items may have failed, meaning
that 90% will have survived.
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12
Lieblein and Zelen, in their seminal work on the subject of bearing life 4 , found that the characteristic life, the
point where statistically 63.2% of the items will have failed, was roughly 5 times the L10 life.
They also found that the “life” forecasts had a median Weibull Beta value of 1.4, indicating a near constant
probability of failure. This means that the likelihood of failure at any point in the life of the bearings in their
study increased only marginally as the asset aged.
Other published analyses have quoted a beta of “1.3” for Ball and Roller Bearings, and a beta of “1” for sleeve
bearings 5 .
In process manufacturing industries, we find contaminated oil as one of frequent reasons for early life
failures. However, this is only one of the multitudes of stresses that bearings face as complex assets. Others
can include poor storage leading to false brinnelling and early corrosion, excessive heat and pressure,
overloading, exposure to vibration, abrasions and cracks. All of these could contribute to either early life
failures, or premature wear out.
Often, the L 10 life is mistaken for an end life point for bearings, thus used as a reference interval for replacement
tasks. However, as can be seen from the information above, it is not the end-life, rather a minimum guaranteed
life for 90% of bearings under specific load conditions.
This is in line with Nowlan and Heaps’ findings and shows that in many cases we are at best wasting a large
portion of the bearings useful life, making this an ineffective use of maintenance resources. Over one Machine
this appears to be a very small maintenance Cost item. However when applied throughout a plant, or on the
so-called “critical” assets, it amounts to a significant maintenance cost.
Increased bearing life and decreased labor costs are not the only potential savings.
Frequent replacing of bearings on, say, motor shafts we introduce the likelihood of a range of additional failure
modes.
For example, installation and frequent change out failures include:
• Wear of the motor shaft, decreasing the adequacy of the interference fit; leading to bearings spinning on
the shaft (A failure of the motor, not of the bearing)
• Over heating of the bearing during installation leading to early life failures and distortion of the inner race
• Excessive force (i.e. Hammers) instead of bearing pullers, damaging the races of the bearings and leading
to early life failures
• Bearing misalignment • Wrong bearing selection • Pre-failed bearings due to poor storage techniques
While we can manage some of these, others are a direct result of frequent bearing changes.
Therefore, if we use hard time bearing replacement as a maintenance policy then we are:
• reducing the maximum used life of the bearing, and
• increasing the likelihood of failure through the introduction of several additional failure modes
In the RCM decision algorithm 6 , a management policy for an Evident Operational and Non-Operational failure
mode must comply with the following:
“Over a period of time, the failure management policy must cost less than the cost of the operational
consequences (if any) plus the total cost of repair.”
Ineffective maintenance is more common than most professionals think, it can also include areas such as
maintenance out of context, where maintenance regimes are unaligned with how the asset is used, or practices
that decrease an assets efficient operations.
Using the decision algorithm in RCM, the first option available to the team is Predictive Maintenance. Where
this is both applicable and effective it will increase the effectiveness of maintenance in a range of areas:
• Predictive Maintenance detects the signs of the onset of failure. As such, it provides the capability to
manage all failures, including random failures.
• It can be done in-situ and often without interfering with the normal operation of the process.
• It will ensure that the asset utilizes all of its economically useful life. (As opposed
to hard-time replacements)
INAPPLICABLE MAINTENANCE
This mistaken belief that there is always a relationship between age and failure leads maintenance departments
to all sorts of policies that, in practice, are achieving nothing.
Often these occur during maintenance turnarounds. The opportunity to access items that are normally in a
running state drives people to inspect items just in case a life related failure mode has developed.
The Impact Of RCM
AMMJ Vol 24 No 2

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In particular, this again is a common activity in relation to bearing management.
For example, a turbine turnaround occurs once every 3 years (say) for other failure management reasons.
The maintenance department has taken this opportunity to perform a dye penetrant check on the bearing to
see if any cracks are starting to form, requiring them to take action.
On the face of it, this appears to be a perfectly valid, even wise, use of the opportunity. However, on applying
the RCM logic a little closer this perception changes dramatically.
For the sake of this example, we will say that the P-F interval is about 3 months. Meaning once we detect
cracks in this particular bearing, we have around three months of time prior to functional failure.
If we test the bearing on a hard-time basis of every three years, and the P-F interval is three months, then the
following logic applies.
The dye penetrant test is only useful if the bearing failure is
occurring at the time of inspection.
This means it had to start developing at less than 3 months
prior to opening.
As we shutdown every 36 months, the likelihood of this
occurring at that exact moment (given the randomness of
bearing failure) is around 1:12.
Moreover, the likelihood of it not occurring is around 11:12.
This task does not satisfy the RCM applicability criteria and
is a waste of resources.
In addition, opening the bearing housing and interfering with the bearing, which presumably is operating fine,
we again introduce the possibility of human error 7 .
It is difficult to categorize this maintenance practice directly; but the closest match in RCM is Predictive
Maintenance. (PTIVE)
In the RCM decision algorithm, this means the team needs to answer all of the following questions before this
task is applicable:
• Is there a clear potential failure condition? • What is it?
• What is the P-F interval?
• Is the interval long enough to take action to avoid or minimise the consequences of failure?
• Is the P-F interval reasonably consistent?
• Is it practical to do the task at intervals less than the P-F interval?
The team would be able to answer all of the above questions positively except for the last one. For the task of
dye penetrant, testing it is not practical to do the task at intervals less than the P-F Interval, therefore the task
is not applicable.
Inapplicable maintenance practices are widespread and, in the experience of the author, often reflect the
underlying belief of a consistent relationship between age and failure.
Figure 3
INCREASES IN REVENUE
There are two specific areas where an
RCM team can claim savings.
Where an asset, or system, has
a history of failures leading to lost
production opportunities. Principally this
refers unplanned shutdowns, overrun
turnarounds, and start up issues of an
asset or system.
Where an asset, or system, has a history
of failures leading to reduced production
output. This includes areas such as
utilization, quality, and reduced availability. For example:
14
Turnaround Interval = 3 years
P-F Interval = 3 months
• Reduced turnaround times • Increased yield (quality)
• Increased availability for full production rates
The Impact Of RCM
Unplanned Shutdowns
Shutdown Overruns
Startup Failures
Off Spec. Production
Production Slow Down
Under-performance
Best Achievable
Rate
Downtime
Uptime
Figure 2
Likelihood of detection 1:12
Likelihood of non-detection 11:12
Planned
Capacity
AMMJ Vol 24 No 2

Do our people
get smarter when
they travel?
This can’t be true, however in
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come from overseas clients.
We want to reverse this number.
International clients:
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WHY OUR CLIENTS CHOOSE OUR PMO PROCESS
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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
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Our reliability improvement software, PMO2000, ®
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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
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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
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• Reduced reactive or emergency
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• Reduced costs of spares and overall
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Our Strategy
Our current strategy is to attract more local
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If you suffer more reactive maintenance
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Contact us
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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

16
The RCM team can claim these savings only where they can prove they have isolated the cause of the lost, or
reduced, production and have recommended a strategy that will mitigate it or prevent it in the future.
These are potential because it will take a reasonable amount of time, nominally one year, before effective
measurement can prove reduced production losses.
However, it is often the case that there are noticeable increases in available uptime after implementing RCM
maintenance policies.
Calculating benefits in this case requires the estimation the value of additional uptime, throughput or yield, as
well as the reduced costs of labor and materials.
As these are historic failures, issues such as quantification of lost production, direct maintenance costs, and
the frequency of failure are relatively easy to find out.
However, an alternative is to use sophisticated forecasting techniques such as Crow-AMSAA. This is time
proven as an accurate method for forecasting failure rates; enabling the team to then calculate savings from
the changes to asset maintenance. This is also a valid method for forecasting savings in direct costs.
OTHER CASHABLE BENEFITS
It is the experience of the author that CAPEX, as opposed to OPEX, benefits often represent the largest
cashable advantages to implementing RCM.
A delayed use of capital, compared to the pre-RCM scenario, allowing deployment elsewhere in the enterprise.
This occurs through life-extension, and through higher confidence decision making.
A reduction in operating losses, over the life of the asset base, attributable to correct timing of capital
refurbishment and replacement tasks. (Thus increasing NPV)
A potential reduction in the cost of capital and the cost of insuring assets, due to the increased confidence in
decision-making
Through the incorporation of risk into the budgeting process, the benefits of this are literally incalculable as
they depend on how the organization uses this information in the marketplace.
A calculable reduction in inventory holdings based on the RCM approach.
While there are other cashable benefits, the above listed items represent the most common and the least
debated among the reliability communities.
THE NON-CASHABLE RESULTS OF RCM
RCM will increase the teams’ awareness of the limitations and operational requirements of the physical assets
they study, often substantially. This results in the following intangible benefits:
• A reduction in the risk of safety and environmental integrity related failure modes.
• Increased knowledge of the assets, their functions and their failures
• Increased ability to trouble shoot failed assets
• Changes to P&IDs specifically, and at times to other process drawings
• Changes to operation procedures, training, purchasing, work practices and other related areas
• A tangible increase in the quality and integrity of asset data because of the focus of RCM
However, it is often difficult, if not impossible, to measure the extent of the impact or to link them to changes in
the profitability of the enterprise. At times, the effort to do this can actually distort or obscure the achievement
itself.
(Attempts to equate a reduction in the risk of loss of life to a monetary value, is an example of this)
However, it is possible to represent some non-cashable benefits in monetary terms. The most common of
these is cost avoidance.
RISK MITIGATION
When the mitigated risk is economic, it is often termed cost avoidance.
Where the team has implemented a policy for a reasonably likely failure mode where there was an inadequate
The Impact Of RCM
AMMJ Vol 24 No 2

existing strategy in place, the team is justified in claiming this as a potential benefit of RCM, even though the
failure has not occurred previously.
These benefits count as non-cashable for a number of reasons:
They will never appear as part of the profit and loss of any enterprise. Nor will they cause a change to
maintenance budgets or revenues.
The team requires estimates to calculate the cost
avoidance benefit. Some failure modes may have
similar consequences, affect similar assets, and
have overlapping impacts on production.
For example, RCM teams can find themselves
presenting benefits of several times the value of the
entire installation. If not explained correctly this is a
false representation, which can erode the credibility
of RCM, and of the team attempting to implement
it.
They are nevertheless valid and important benefits
for the RCM team to claim.
Note the emphasis on “an inadequate existing
strategy”. RCM did not invent maintenance, and often
there are adequate existing failure management
policies in place.
As an output, the team will find that some maintenance
regimes will disappear, some will remain, and they
will add some new, more sophisticated, regimes
(see Figure 4).
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Existing pre-RCM routines
New
Redundancy
Remaining pre-RCM
routines
Net maintenance
tasks
New
Pre-RCM Post-RCM
Figure 4
Risk Management
Part of the apt Group

This occurs because some of the maintenance policies in place are redundant, some are either inapplicable or
ineffective, yet others are adequate means of managing failure.
Thus, there is no justification for claiming benefits where there is an adequate existing strategy to manage the
failure mode.
Nor is there any justification for claiming benefits where failure modes are not reasonably likely.
Other areas of risk mitigation are failure modes that would affect either safety or environmental integrity.
In many cases, these will have direct economic consequences through regulatory penalties, or through
secondary economic damages caused by the failure. Where this is the case then the team can calculate the
value of the cost avoided in a similar method to economic only consequences 8 .
Where the failure mode will not have significant economic consequences, the delta between the discovered
risk and the managed risk can represent the benefit of risk mitigation.
THE PRINCIPAL BARRIER TO BENEFITS REALIZATION
The benefits of RCM are obvious to anybody who has studied it or to
any maintenance practitioner who can relate to the concepts espoused
in the method.
All levels within the corporation generally see different advantages to
RCM and there is rarely a lack of motivation for improvement.
Implementation problems commence due to fundamental
misunderstandings about maintenance and the functions of physical
asset management 9 . This leads maintenance departments to see
increased risk where it does not exist.
For example, a maintenance manager could face any of the following
recommendations: (Among others)
Elimination hard-time replacement policies where applicable and effective,
Elimination of invasive inspection while we have the opportunity on planned turnarounds.
This reluctance to change comes from the perception that this is risky, and instead of implementing the policy
changes, things stay as they are.
The result is more of the same.
• Risk of unplanned failure stays provably higher, and
• the effectiveness of maintenance stays provably lower.
Moreover, resources remain tight performing maintenance that is not required, or repairing problems caused
by the activities that are supposed to prevent them.
It is clear that before we can successfully implement the strategy outcomes of RCM, we first need to make sure
that there is a deep understanding within the company of modern reliability principles.
THE ROLE OF THE RCM FACILITATOR / ANALYST
In a time of continual change, the ability to implement is one of the most prized and sought after skill sets.
In all training we do we highlight the importance of momentum and the vital role of benefit awareness in
creating momentum.
RCM often requires the cooperation of a range of departments; including purchasing/stores, human resources/
training, operations, maintenance and the engineering department.
In the experience of the author, initiatives are not successful over the medium-long term when companies try
to order change. If you want to change the way an organization works fundamentally, then people have to want
to change.
For this to happen they need to understand the logic behind RCM, and they must understand what the benefits
are to them in their present role.
One of the useful tools for engaging people is a solid, fact based benefits cases for every analysis that is
completed.
18
The Impact Of RCM
Cashable Non-Cashable
Increased
Revenue
Reduced
Costs
Risk
Mitigation
Knowledge
Increases
AMMJ Vol 24 No 2

To be effective the task of calculating and promoting the benefits of any RCM effort should commence during
the analysis period itself, and presented before implementation.
REFERENCES and NOTES:
1. The issues surrounding RCM and WoL asset management are covered in more detail in “RCM-
WP-002 RCM and Whole-of-Life (WoL) Asset Management”
2 Reliability-centered Maintenance, F.S. Nowlan et al, United Airlines, San Francisco, Dec 1978
3 Reliability-centered Maintenance, F.S. Nowlan et al, United Airlines, San Francisco, Dec 1978
4 Statistical Investigation of the Fatigue Life of Deep Groove Bearings, J. Lieblen and M. Zelen,
Journal of Research of the National Bureau of Standards, Vol 57, No 5, November 1956.
5. Bloch, Heinz P. and Fred K. Geitner, 1994, Practical Machinery Management for Process Plants,
Volume 2: Machinery Failure Analysis and Troubleshooting, 2nd Edition, Gulf Publishing
Company, Houston, TX
6. Our RCM Decision Algorithm is based on Figure 17 – A Second Decision Diagram Example, page
49, SAE JA1012, 2002-01
7. Human error is discussed in detail in white paper RCM-WP-003 Introducing Human Error.
8. Cost avoidance calculation methods are available in Handout RCM-HO-002 Calculating Costs
Avoided, inspired by the work of Steve Soos from Meridium on this subject.
9. The Role of the Maintenance Manager, Daryl Mather, 2008: (RCM-WP-004)
• Design effective maintenance policy • Execute them as efficiently as possible
• Collect relevant data for higher confidence decisions
Daryl Mather is the Founder and Principal Consultant of Reliability Success Pty Ltd. He can be contacted on:
dmather@reliabilitysuccess.com, or via the website at www.reliabilitysuccess.com
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Protection Of Drives
Alltec Corporation www.allteccorp.com (USA)
Surge Protection Devices (SPDs)
Sophisticated and highly susceptible microprocessor based electronics and data communication networks are
integrated across every sector of today’s fast paced business world. Preserving these mission-critical systems
from the damages of surges, spikes, and transients ensures that these systems are protected from equipment
destruction, disruption in service, and from costly downtime. How to properly stage these SPDs can be as important
as actually making the decision to purchase them.
Protection of Drives
The use of various types of drives to control motors is very common. The purpose of the drive is to increase
the efficiency or to manage the speed of the motor being controlled. Through various processes and control
mechanisms, the drive often reshapes the sinewave to provide a signal to the motor that allows for greater
efficiency or varies the frequency of the signal to control the speed of the motor. Due to the action of the drive, the
power quality of the electrical environment can be compromised. That is, the drives can create voltage surges and
harmonics on the system.
There are various technologies available that aid in correcting these issues. This application note focuses on
applying surge protective devices (SPDs) to a drive system to mitigate the damage that can occur due to voltage
surges while considering the effects of the harmonics on the surge protective device.
Application of SPDs
Figure 1 One Line Diagram of a Typical Drive Layout
To aid in the description of the application of SPDs to
a drive system, please refer to Figure 1. This figure
illustrates a typical drive layout. The incoming power is
usually delta configured (3 phases and ground). Often
the incoming voltage is 480 V, but other voltages may be
used. The incoming power is usually stepped down to a
lower voltage (typically 120 Vac) that provides power to
the control circuit. The control circuit contains sensitive
electronics. Once the power is acted upon by the drive
the output is fed to the motor.
As noted, there are five opportunities for protecting the typical drive system – each are labeled with a circled
number and are described below.
1. Drive Input.
Protecting the drive input is an essential step in protecting the drive system. Providing protection at this location
prevents surge damage due to events propagated on the electrical system from upstream sources, external
events such as lightning and switching surges created by the utility, and the interaction of multiple drives on the
same system. At this location, a parallel connected, voltage responsive circuitry device is appropriate (one without
frequency responsive circuitry). Frequency responsive circuitry is not recommended for this location due to the
fact that this location is typically more susceptible to impulse transients as opposed to ring wave transients.
2. Inverter Input.
The inverter input is one of the most sensitive and critical areas of the drive itself. It is at this location that care must
be taken and the proper survey conducted. You may install a parallel connected, frequency responsive circuitry
device provided you have confirmation that within this drive that no additional capacitors have been installed to
mitigate harmonic currents. IF THEY HAVE, then at this location, a parallel connected, voltage responsive circuitry
device is appropriate (one without frequency responsive circuitry). Frequency responsive circuitry would not be
recommended for this location due to the high harmonic content that necessitated the installation of additional
capacitors. Installation of frequency responsive circuitry devices at this location will lead to failure of the SPD.
3. Control Circuit.
The control circuit contains sensitive electronics that can be damaged by the environment created by the drive
or by surges from external sources. Protection at this location is essential. Since this circuit is isolated by a step
down transformer and it feeds sensitive electronics, a series connected SPD with frequency responsive circuitry
is recommended for this location.
4. Drive Output.
Protecting the immediate drive output is recommended when the length of the connection between the drive and
the motor is longer than 50 ft (15 m) or if the connection is routed along an external wall or outdoors. One reason for
protecting at the immediate output when the length of the connection to the motor is long is due to reflected waves
that can occur as the signal (often higher frequency) from the output of the drive reaches the motor and is then reflect
back and forth between the drive and the motor. This action can create “voltage piling” – the reflected voltage adds
Vol 24 No 2

AMMJ Surge Protection Devices 21
to the nominal voltage and other reflected waves. The SPD will aid in reducing the voltage peaks of the reflected
waves. More importantly, if the connection between the drive and the motor extends outdoors, along a path that
is exposed to the environment or close to the building’s steel structure, protection at this location is important to
diminish the effects of direct lightning or induced voltage surges due to nearby lightning. These surges can cause
damage to the drive, even if protection is provided at the motor input. At this location, a parallel connected, voltage
responsive circuitry device is appropriate (one without frequency responsive circuitry). Frequency responsive
circuitry is not recommended for this location due to the high harmonic content of the signal due to the normal
operation of the drive. Installation of frequency responsive circuitry devices at this location will lead to failure of the
SPD. Utilizing a voltage responsive circuitry device at this location will eliminate this possibility.
5. Motor Input.
Protecting the motor input is an essential step in protecting the drive system. Providing protection at this location
prevents surge damage due to events propagated from the drive output to the motor input. Providing protection
at this location aids in extending the life of the motor as the SPD helps to prevent damage to the windings and
bearings of the motor due to surges. Further, if the connection between the drive and the motor extends outdoors,
along a path that is exposed to the environment or close to the building’s steel structure, protection at this location
is important to diminish the effects of direct lightning or induced voltage surges due to nearby lightning. These
surges can cause damage to the motor, even if protection is provided at the drive output.At this location, a parallel
connected, a voltage responsive circuitry device is appropriate (one without frequency responsive circuitry).
Frequency responsive circuitry is not recommended for this location due to the high harmonic content of the signal
due to the normal operation of the drive. Installation of frequency responsive circuitry devices at this location
will lead to failure of the SPD. Utilizing a voltage responsive circuitry device at this location will eliminate this
possibility.
Overall, properly installed surge protective devices reduce the magnitude of random, high energy, short
duration electrical power anomalies. These occurrences are typically caused by atmospheric phenomena
(such as lightning strikes), utility switching, inductive loads, and internally generated overvoltages. The
ultimate goal of our approach is to keep sites and systems operating safely and reliably. PowerTrip®
Surge Protection Devices incorporate “Frequency Responsive Circuitry” technology years ahead of any
other devices on the market today. Utilizing proprietary electro-chemical encapsulation, PowerTrip® SPDs
dissipate large amounts of surge energy to prolong service life.
Signing the order was easy...
Greg wondered why he had taken so long to get outside assistance. Perhaps it was the fact that
Maintenance consultants seemed to have a bad reputation – “Borrow your watch to tell you the time – then
sell you your watch”. Perhaps it was because they had a reputation for charging exorbitant fees. Perhaps
there was a little bit of pride involved – “It is my job to make this plant safe, efficient and reliable, and I am
going to do it – myself!”
But finally he had to admit that the challenges he faced were too great for any one person to deal with on
their own, and he had contacted Assetivity. It’s amazing how a series of equipment failures (including a
catastrophic conveyor pulley shaft failure that had caused a major safety incident and significant downtime)
can focus the mind, he thought, wryly.
At the initial meeting with the senior Assetivity consultant, Greg had been impressed by the way in which
his problems and issues had been listened to, considered, and absorbed. He had liked the way that, in the
course of their discussion, they had together been able to give focus to the complex network of issues and
opportunities that he faced, and put these in perspective. He been attracted to the down-to-earth and
practical discussion regarding implementation issues. And he was impressed by the focus on developing
and implementing solutions, rather than on selling specific products, tools or methodologies.
It had become clear, in the course of their discussion, that there was an urgent need to “get back to the
basics” – to ensure that the current Preventive Maintenance program was appropriate, and was being properly executed at shop floor level, and that failures
were being prevented, and the causes of those failures eliminated. They had agreed that the first step was to conduct a quick diagnostic review, focusing on
these areas, in order to develop a plan of action. Getting authorisation from the Plant Manager had been surprisingly easy, and Greg was signing the Purchase
Order for this review now. So far, it had been smooth sailing, but Greg knew that the real challenges lay ahead. But, with the involvement of Assetivity, he had
confidence that they were on the right track.
More than availability and reliability...
Perth, Brisbane, Melbourne
Ph +61 8 9474 4044
www.assetivity.com.au
Asset Management Consultants

Lessons Learnt In 45 Years
of Condition Monitoring
Ray Beebe Monash University Gippsland Campus (Australia)
The author was inspired by the concept of condition monitoring to help prevent unnecessary overhauls when
he started as a young engineer in power generation in 1964. In parallel with a general engineering and middle
management career in several power plants in Australia and the UK, he developed and applied vibration and
performance analysis for pumps, steam turbines, boilers and heat exchangers. His experience and passion for
sharing knowledge led to presentation of many in-house and public courses and his first book. That in turn led
him to Monash University in 1992 and a second award-winning book in 2003. In that role, he reflected on his
experiences and has written 70+ papers, many of which have been chosen for conferences and technical journals
around the world. The lessons learnt stand forever, but not all are well-known. This paper of brief case studies in
narrative style is intended to entertain, inform and even inspire.
Introduction: the starting years
Yallourn Power Station was initially built in the watch of Sir John Monash, citizen soldier (WW1 Lt-General) and
engineer. It was the biggest one in the State from 1924 up to 1966. Such places tended to have the best engineers
and I was fortunate to have two excellent bosses there. They had responded to a request from the manager of
maintenance. He was apparently holding a sheaf of fault reports, overtime returns, spare parts usage reports, on
a turbine that had just come back into service after a major stripdown. “There has to be a better way than this” was
his cry. Research in POWER and ASME papers led to the Valves Wide Open test being applied. My involvement
in testing 60MW and 120MW turbines there gave me the topic for my engineering course dissertation.
Performance tests were also performed on the boiler feed pumps and used as a guide to overhaul.
Measurement and analysis of machine vibration as a guide to its internal condition was very basic. We had a
Philips velocity transducer and a readout box that gave overall vibration in thousandths of an inch. For some
machines of rotation speed below 900 r/min, a multiplier of 1.5 was used: nobody explained why (later I learnt
that it was because velocity transducers have a natural frequency below about 900 c/min). We could examine the
output on a CRO, and tell if most of the vibration was at rotation frequency and if there was any “high frequency”
present. This was adequate as most of the problems were caused by unbalance due to wear.
Two methods were used for balancing in the field. The timed-oscillation method required only a stop watch and
graph paper (Beebe, 2001). The other used a manually tunable filter that fired a stroboscope to detect previously
chalked numbers around the rotor. The usual vector calculations followed.
Lesson #1 Choose your bosses well
Lesson #2 When a plant is new and/or the major asset makes it easier to get proposals
for monitoring etc. accepted.
After further training attachments, I was assigned to Hazelwood Power Station in 1966. It had three 200MW units in
service, but would grow by a unit each year to reach eight, its current size. The boilers were essentially identical,
but there were two makes of steam turbines and boiler feed pumps.
The vibration measurement program was as at Yallourn, but more use was made of the balancing instrument to
find relative phase angles of the 1X vibration to give a crude operation deflection shape. For routine monitoring of
the steam turbines, permanent numbers were painted around the rotor line at a visible section.
Case study 1
A strange vibration was experienced on the newest machine at the generator drive end bearing. When runup
following a shutdown, the machine vibration was unacceptably high. The operators tripped it and ran for some
hours on turning gear (low speed rotation at 30 r/min). Back on line, the vibration was now acceptable. This
happened repeatedly: sometimes all would be OK after a shutdown, sometimes not. Vibration measurements
with our crude instruments on line in both states showed that the vibration amplitude and phase angle differed on
every run! All I could say was “these symptoms indicate that there is something loose inside the generator rotor
around that end”.
Stripdown was arranged and the generator rotor examined closely. Nothing was found. Eventually, a message
came from the OEM saying that one of the rotors – this one - was non-standard. At the end of manufacture, the
rotor centres were bored out to about 100mm diameter, and the hole packed tightly with rubber bungs. Flaws
were found in one of the rotors and a length was bored to a bigger diameter…. but bungs of the same size were
inserted – see Figure 1. You can guess the effect of these masses moving around! They were removed -“no
longer our practice” - and after an expensive 38 weeks off line, all ran well.
Vol 24 No 2

AMMJ Lessons Learnt In 45 Years of Condition Monitoring 23
Figure 1 Cross-section of 200MW generator that proved to have loose bore plugs
Lesson #3 Correct and confident diagnosis is often possible without complex instruments.
Lesson #4 Persist with the “5 Whys” until every possibility for a cause has been exhausted -
right back to the intimate detail of a component’s manufacture.
Case study 2
The coal mills (64 of them!) are essentially a large
heavy single-stage fan, driven through a fluid
coupling, The coal flow eroded the blades unevenly,
causing unbalance. Unlike the older much smaller
mills at the older Yallourn Power Station, timedoscillation
balancing was not workable and the
phase angle method is used.
A rough mill would be detected on routine vibration
checks, and arranged to be taken from service.
Next day, it was cold and isolated to be safe
for phase marks to be chalked around the drive
shaft. De-isolation was followed by an “original
run”. Shutdown and isolated, a trial weight was
attached, and a calibrating run made. Shutdown
and isolated, the balance correction could be made
at the blade chosen. De-isolated, a final check run
was made. Provided operators were available,
this took a day.
I decided to make permanent shaft marks, and
from records of our experience came the rule: “Cut
off 1 pound per thou of vibration 2 blades behind
the indicated high spot”. A table giving size of cut
and mass was provided. Balancing now took an
hour or so, as the initial reading was made online
when the high vibration was detected. The
next day with the mill isolated, open and cold, the
correction could be made and the machine closed
up for return to service.
Figure 2 Large lignite coal mill (8 per boiler)
Vol 24 No 2

AMMJ Lessons Learnt In 45 Years of Condition Monitoring 24
Case study 3
Routine testing of the boiler feed pumps was done as at
Yallourn, with throttling in on the outlet valve to get headflow
test points over the widest range allowable. This
took some time and much physical operator effort.
Reflecting that internal wear has a consistent effect to the
head-flow curve, I realised that throttling was unnecessary,
as one or two points around the normal operating area
were enough. Testing now takes 15 minutes each pump
(Beebe, 2003) and later plants take advantage of their
DCS – see Figure 3).
Lesson #5 Review test procedures regularly,
to find if a test or procedure is in fact still
needed, or can be simplified or have its interval
stretched.
The UK experience
Based on my proposal to learn more about condition
monitoring, I was successful in getting a 2-year
travelling scholarship to work in the UK. (500MW boiler
commissioning (Babcock), turbine design and dynamics
(Parsons), and tests and investigations with the then CEGB). Unlike my home situation with the world’s cheapest
fuel, thermal efficiency was the priority, but its engineering effort shares much with condition monitoring. Following
a shaft crack in a 500MW unit, vibration monitoring had been further developed.
I returned full of ideas, and wrote 11 reports. Only one had a specific recommendation to spend money: to enhance
our vibration analysis capability by obtaining a real-time analyser, accelerometers, vector filer phase meter, plotter,
tape recorders, etc. The Power Generation Manager approved the largest expenditure on test equipment that
the technical heads in the power stations had ever seen. He did so on the condition that each station proved an
engineer to work with me in applying the equipment. This proved to be very wise, and gained “buy-in” at each
place that a superstar would not have gained working alone!
Lesson #6 If you find that worthwhile learning for your organization can only be obtained
outside it (whether in another country or not), make the proposal, but ensure that it is only you
that can be selected to go!
Lesson # To get buy-in, involve locals deeply in any development.
Figure 3 Boiler feed pump (4500kW): head-flow
data logged by DCS (truncated diagram).
Documented test procedures and program operation
I was assigned to the newest plant - Yallourn W (now called just “Yallourn” ( then with 2 x 350MW steam units) and
set up the CM program. Part of this was my belief that documented test procedures are essential, not only for our
CM people, but to get operating staff on side. We wrote about 25 of these documents.
[In 1987, I returned as a member of the management team. The station now had 4 units - 2 x 375MW had been
added. What had happened to the CM work? I found that more test procedures had been added- there were now
58! The CM team was led by a keen technical officer.
We produced a regular newsletter summarising our test work and results. (Recommendations for urgent action did
not await its publication!). Never more than one page, 70 copies were sent throughout the plant. Operators in
particular commented favourably, as did the plant manager.
At privatisation in 1995, the new owners found that the CM team had better maintenance records than the official
CMMS! Later, they won the CSi award for best CM program].
Lesson #8 For staff training and for briefing of relevant staff, document the procedures (include
digital pictures) and make then available to all on the company intranet.
Lesson #9 To ensure continuity of the CM program, estimate costs/benefits and maintain a
running score sheet. Even if only done for a sample period each year, worthwhile payback will
be shown. Publicise your activities modestly, admitting any shortcomings.
Lesson #10 Initial development of CM applications is well done or managed by professional
engineers, but ongoing routine CM is better run by technical staff whose career expectations are
likely to be less ambitious. Trades/craft people can also find this a fulfilling career.
Vol 24 No 2

AMMJ Lessons Learnt In 45 Years of Condition Monitoring 25
In the meantime
It took some months to write specs, call for bids and then analyse them and place orders. In my absence, the
Yallourn (old station) people had bought a replacement balancing instrument. It had a significant advance on
the old ones – it had a frequency scale! Without them realising this capability, we had a way of finding vibration
signatures (spectra). Several intractable vibration problems were solved. (Beebe, 2001)
I recall the stores manager raising his eyebrows when asked to locate a large mill bearing and count the number
of rollers in it!
Lesson # 11 Check your cupboards – you may have under-utilised equipment with as yet
unknown capability! See again Lesson #3.
Putting the advanced vibration analysis equipment to work
No single supplier could provide all the items we needed (this was in 1975). Connection of vibration transducer
to signal conditioning to analyser to plotter was easy to get a one-off vibration signature. But as our aim was to
start routine signature analysis, repeatability was essential. After some experimenting with signal outputs, gain
and attenuation, this was achieved.
The operating instructions were apparently written by the electronics design engineers and were difficult to
understand by we mechanical types! I wrote a handbook of simple step-by-step instructions for applying all
the equipment. An example is shown in Figure 4 of the RTA front panel showing the required buttons and dial
settings.
Figure 4 Front panel of the analyser showing how to set it up (from the operating handbook we wrote).
We designed a special graph paper so that plots could be compared by holding sheets up to the light. Our intent
was to eventually have this comparison done by a computer, but in the pre-PC days….
As the equipment was to be shared around five power stations, we set up clearly labelled carry cases to facilitate
collection by any driver. Each case had the required connecting cables. Unfortunately, after some time cables got
lost. Locating the cases also took time.
In the ensuring years, more advanced FFT analysers, multi-channel tape recorders, later versions of other
instruments were obtained. A major re-organisation set up a central specialist group.
Lesson #12 Specialist test equipment needs to have a regular owner and full-time skilled
operator
Hand-portable analyser/collectors and associated computer packages have become commonplace, so our dream
was realised.
Vol 24 No 2

AMMJ Lessons Learnt In 45 Years of Condition Monitoring 26
Case study 4
The new graduate engineer hooked up the accelerometer via the long cable reel to the signal conditioning/
readout instrument. He reported that turbine vibration was 55mm/s rms – over 10 times greater than what might
be expected! Before panic set in, we found that he had used the cable to connect the accelerometer to the
instrument. It was an ordinary shielded co-axial type, intended to be used from the instrument to an analyser. Low
noise cables are required from charge output accelerometers to avoid tribo-electric boosting of the output to give
a spurious high vibration reading.
Case study 5
Lesson #13 Check, and recheck, critical data values if any look to be unusual.
Using an innovative approach, site trim balancing
was conducted on a 120MW generator rotor.
The coupling between turbine and generator
was unbolted, and faces held apart. The exciter
was connected to run as a motor, with the rolling
torque provided using the overhead crane and
a rope wrapped around the rotor. (Appropriate
design checks had been made).
After reassembly, run-up proceeded as normal,
until when nearing normal service speed
generator bearing vibration suddenly jumped
so much that the floor shook and dust fell from
the rafters! The operator tripped the machine.
Subsequent attempts at run-up were no different.
A challenge for the vibration team! The gear
was set up with the analyser set to PEAK HOLD
mode. The extreme vibration was revealed as at
19 Hz – the first critical speed of the rotor. It
was noticed that the vibration started soon after
the auxiliary oil pump was stopped, so it was
left running and the unit was eventually put into
service. The 19Hz vibration was still evident, and
could be varied in amplitude by changing the oil
temperature.
Bearing dimensions and clearances were found, and the bearing wedge pressures (giving shaft loading) and oil
temperatures noted to calculate the Load Parameter. The resulting plot on a bearing stability assessment chart
showed that the operating range was well outside the “recommended” area (ESDU 1966), as shown in Figure 5.
The only variable that could be changed permanently was the length of the bearings (to increase the specific
loading). Surprisingly, the spares in the store were found to be shorter, as were those on the adjacent “identical”
machine! Bearing changeover was the cure. This was a strange case, as this machine had operated 17 years
without this problem. The vibration team gained superhero status for this success. (Beebe, 2002).
CM by performance analysis – the big bucks
Case study 6
Fig 5 Bearing stability chart showing effect of oil viscosity
and bearing length
Load parameter W’
Original
operation
Operation
when
bearings
modified
I had developed performance tests for both types of 200MW machine at Hazelwood with useful outcomes and
continued this at Yallourn W. The methods followed had since been published (ASME, 1970). On one unit, our
tests were run before the official acceptance tests.
Routine tests on a 350MW unit showed a small but significant decline in performance. Prior to a planned outage, a
steam forced cool was conducted. This procedure is used to bring the machine to standstill more quickly by cooling
the turbine metal, rather than allowing slow natural cooling. The inlet steam temperatures were slowly decreased
over some hours during offloading. Testing after return to service showed that the performance has returned to its
initial level. Close examination of the data concluded that there was some restriction in the intermediate pressure
section, deduced to be from blade deposits (Beebe, 1978).
Soon afterwards, the OEM site manager met with the plant manager to tell him that as the first unit had
reached 2 years of service, it was time to arrange a major outage and stripdown. When asked the reason for the
recommendation he was told that an inspection after two years was standard practice in the OEM’s country. The
manager had been my boss and mentor in my initial job, so was well versed in CM! He did not support an overhaul
given our vibration and performance condition assessment, and the machine continued to operate for 17 years
before its high pressure section was opened.
Lesson #14 Take OEM recommendations into careful consideration,
but do not follow them blindly.
10
1.0
0.1
Oil 71°C
Oil 40°C
Lines of
increasing
constant b/d
Increased risk of halffrequency
whirl
0.1 0.5 0.9
Eccentricity ratio
Recommended
area
Bearing
too short
Vol 24 No 2

AMMJ Lessons Learnt In 45 Years of Condition Monitoring 2
Case study 7
In 1995, tests run on a 500MW turbine at the
latest plant (Loy Yang B) led to an overhaul to
remove metal debris carried from the boiler. Long
experience elsewhere had shown that accurate
special tests were needed to obtain CM data, as
plant instruments were not sufficiently accurate
nor repeatable.
As this plant had a DCS, opportunity had been
taken at each accurate (and high cost) Valves
Wide Open test to extract data from the plant
historian and compute the same condition
parameters. Although the same values were not
obtained, a directly comparable trend was clear
as shown in Figure 6, which shows the VWO
trend over its life from its initial acceptance test.
Lesson #15 Assess whether the plant instruments can be used to give a usable trend for CM.
If a DCS exists, then try data extraction and utilisation.
Case study 8
460
31-Jan-93 28-Oct-95 24-Jul-98 19-Apr-01 14-Jan-04
The superheater tubes in a series of large coal boilers of the same natural circulation drum type design leave the
furnace through spaces between roof tubes, and connect to later sections, often via headers. There are several
superheater sections in series. The platen superheater at the top of the furnace has 30 sections, each with 16
tubes in a U-shaped pendant loop, hanging through the roof tubes of the furnace. Unlike other designs where the
leading tube down has a kink so that it becomes an inner tube in the up direction, these pendants are laid out such
that the assembly would be flat, i.e the inner tubes are progressively shorter than the outer tube. The platen is
heated mainly by radiation, so the longest tubes on the outside of the array take up more heat than those on the
inner side.
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Figure 6 Comparison of accurate tests (upper plots) with results
calculated using DCS data (lower more numerous points)
Corrected VWO Output MW
530
520
510
500
490
480
470
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AMMJ Lessons Learnt In 45 Years of Condition Monitoring 2
These tubes are then led
out of the furnace space
through gaps in the roof
tubes into the dead space,
where they connect to
primary superheater inlet
tubes. There are 80 of these
superheater sections across
the gas path, so each has 6
tubes.
Excessive metal
temperatures lead to
considerable reduction in
creep rupture life. At these
temperatures, an increase of
only 11 C° can halve the life,
so operational monitoring is
important. Manufacturers
use thermocouples installed
in tube walls, sometimes in
special sections (BEI) to try
and measure the maximum
metal temperature. Such
sophistication was not
available when these boilers
were built, so at several
sections, 5 thermocouples
were fixed across the gas path
to primary superheater outlet
tubes in the dead space,
and the limits for operation
derived by calculation.
Two boilers built almost at
the same time exhibited quite different temperature behaviour at otherwise similar operating conditions. One
was often close to alarm limits, and operation was adjusted to keep within them. The other showed no such high
temperatures. After some years of service the “good” boiler suffered a spate of superheater tube failures due
to overheating and creep rupture, and the complete superheater had to be replaced. Why should two identical
boilers be so different?
Close investigation and painstaking tracing of tube path layouts showed that the hottest tubes from the outside of
the platen array led mostly to leading tubes, but sometimes to the tube behind it in the primary superheater, as the
number of platen tube banks is less than the number in the primary superheater. The monitoring thermocouples
were installed on leading tubes. Unfortunately, in the “good” boiler, the thermocouples were installed on leading
tubes that did not come from the hottest tubes out of the platen. Presumably, the installer was given set distances
in from the furnace wall rather than specific tube numbers. The lesson here is to check such points in detail if two
“identical” plant items show quite different behaviours.
Lesson #16 In critical cases, do not believe everything you read in the control room without
verification of labels and actuality at and inside the plant.
Conclusions and final lessons
Figure 7 Boiler cross-section above furnace.
Condition monitoring can be a key contributor to higher reliability and availability when set up properly and run by
trained and dedicated people. Some investment is needed in equipment but much useful work can be achieved
with simple instruments.
Lesson #1 Training is essential before starting CM work, followed by regular reinforcement
via courses, conferences. Consider getting certification to verify capability.
Lesson #1 Share your learning via on-line forums, conferences, articles in engineering
magazines.
Lesson #19 Make recommendations clear and concise: put the technical complexity in
appendices.
Lesson #20 THE MAJOR ONE. Condition monitoring is not an end in itself, and should be
applied along with other maintenance strategies as decide by an RCM or similar analysis.
Vol 24 No 2

AMMJ Lessons Learnt In 45 Years of Condition Monitoring 29
References
ASME (1970) Simplified procedures for routine performance tests of steam turbines ASME PTC 6S Report
(reaffirmed and revised 2003)
Beebe, Ray (1978) Recent Experience with Condition Monitoring of Steam Turbines by Performance Analysis -
IEAust Mechanical Engineering Transactions, 1978 pp 42 – 49
Beebe, Ray (2001) Machine condition monitoring MCM Consultants, Hazelwood
Beebe, Ray (2002) Diagnosis and solution of resonant whirl on a steam turbine generator Proceedings
ICOMS2002, Brisbane.
Beebe, Ray (2003) Predictive maintenance of pumps using condition monitoring Elsevier, London
Beebe, Ray (2008) Is your control room data telling you what you think it is? Proceedings MARCON2008 (and
several journals)
BEI (British Electricity International) Modern power station practice: incorporating modern power system practice.
3rd ed. Oxford Pergamon Press, 1990-1992
ESDU 66023 (1966) Calculation methods for steadily loaded pressure fed hydrodynamic journal bearings
Engineering Sciences Data Unit, IMechE London
About Ray Beebe
Senior Lecturer and Co-ordinator, Monash University School of Applied Sciences and Engineering
Ray Beebe has a passion for condition monitoring from 28 years in power generation, followed by 18 years at
Monash University, where he led the postgraduate programs in maintenance and reliability engineering (off campus
learning) up to 2011. Since retiring from tenured service, he continues teaching and speaking involvements and
is working on a third book. He was awarded Engineers Australia’s 2004 George Julius Medal for his second book
Predictive maintenance of pumps using condition monitoring. For 30 years, he has spoken at conferences worldwide,
and many papers have appeared in technical magazines.
Note: papers are available on request. A complete list of my papers can be found on: http://www.gippsland.
monash.edu.au/science/aboutus/people/academics/raybeebe.shtml

The 2011 Listing of CMMS and EAM’s
The 2011 Listing of Computerised Maintenance Management Systems (CMMS) and Enterprise Asset Management Systems (EAM’s) was compiled by
Len Bradshaw, March 2011.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.
AGILITY
SoftSols (Asia/Pacific) Pty Ltd
Australia
www.getagility.com.au
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
Australia, United Kingdom, China, Philippines and Poland
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY
GROUP:
Agility is a multi industry solution and is used in manufacturing, facilities
management, oil and gas, mining, health care, government, defence,
pharmaceutical, commercial office and fleet management industries.
TYPICAL COST OF THE CMMS/EAM SOFTWARE:
AUD$1650 per concurrent user
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 system: yes
CMMS/EAM DESCRIPTION
Agility is a simple and affordable CMMS/EAM solution. It provides all
the key features that managers need to generate a rapid return on
investment.
Browser-Based:
Completely configurable web browser system. Instant access from your
web browser, anywhere, at any time.
Flexible and Easy to Use:
Agility offers a user-friendly screen to ensure that both engineers and
operations staff find it incredibly easy to use and as a result Agility
will swiftly identify poor performing plant and opportunities to improve
reliability.
Asset Management
• Simplified screens providing a personalized
dashboard overview of your site(s)
• Graphical views of key KPI’s
• Unlimited attachments at asset levels
(Managing Health and Safety Risk).
• Work order/PPM scheduling
Work Order & Preventative Maintenance
• Full description of standard maintenance work.
• Breakdown Jobs
• Planned Preventative Maintenance (PPM).
• Help Desk and Work Requests
• Pictures, Documents, Unlimited Attachments, printable
• Inventory and Spare parts
• Work order costing.
Employee Allocation / Resourcing
• Graphical “drag & drop” scheduling tools
• Employee database
• Multiple skills, and Pay Rates.
• Shift patterns and availability.
Powerful Scheduling
• Skills/Individual scheduling.
• Employee drill down.
• Live feedback from mobile engineers, using our PDA
solution MOBILE EXPERT.
Customised Reporting
For a FREE demo, please contact us at ssap@softsolsgroup.com or
call +61 (0)8 9467 9800.
OTHER RELATED SERVICES
We also offer onsite/offsite services, including Industry Solution
Consulting Services; System Customsation; Bespoke Development;
Installation and General Implementation; Training Courses; Data
Integration; Reports writing, and Project Management.
Agility - Mobile Expert/Lite
SoftSols (Asia/Pacific) Pty Ltd
Australia
www.getagility.com.au
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
Australia, United Kingdom, China, Philippines, and Poland
IS CMMS/EAM DESIGNED FOR A PARTICULAR GROUP:
Mobile Expert/Lite can be used across all industries
TYPICAL COST OF THE CMMS/EAM SOFTWARE:
AUD$299 per user per annum
IS THIS CMMS/EAM available as a stand-alone system: NO
IS THIS CMMS/EAM part of or able to be integrated with a larger
management system: Yes, Mobile Expert/Lite is a PDA solution.
CMMS/EAM DESCRIPTION
Mobile Lite
Mobile Lite is a simple to use PDA application used for real time
processing of work orders including recording status updates, recording
of time spent and completion details.
Mobile Expert
Mobile Expert is a complete mobile maintenance management PDA
solution used for real time processing of work orders including status
updates, recording of time spent, recording of delays and lost time,
recording fault codes, issuing of spare parts, checking on spare parts
availability, signature capture on completion and creation of new work
orders.
Mobile Lite / Expert both use proven Microsoft.NET technologies, are
highly configurable and can be used in both online and offline modes
For a FREE demo, please contact us at ssap@softsolsgroup.com, or
call +61 (0)8 9467 9800.
OTHER RELATED SERVICES
We also offer onsite/offsite support services, including Industry Solution
Consulting Services; System Customization; Bespoke Development;
Installation and General Implementation; Training Courses; Data
Integration; Reports Writing and Project Management.
AMPRO
Third City Solutions Pty Ltd,
Australia
www.thirdcitysolutions.com.au
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
Australia, Europe, South Africa, Asia
TYPICAL COST OF CMMS/EAM SOFTWARE: AUD$4000
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’s modules are seamlessly integrated with each other as are the
add-on applications of AMPRO PE (PDA application) and Job Requests
(work request application that allows operating departments to request
work directly into the AMPRO).
Some benefits/features of AMPRO:
• AMPRO helps you to devote more maintenance man-hours

Vol 24 No 2 AMMJ
to preventative maintenance or planned inspections rather
than to unplanned/breakdown work.
• AMPRO helps your business cut costs while maximizing the value
of your investments.
• Minimise downtime by using AMPRO maintenance software
to schedule the preventive maintenance of your assets.
Reduced downtime means reduced costs and greater output
achieving a significant ROI (Return on Investment) for AMPRO.
• Use AMPRO to help budget for maintenance and repair
costs by analysing previous period’s costs (actuals versus
estimates) and projected costs (labour and materials) for upcoming
maintenance.
• The ability to export reports easily.
• The same ‘look and feel’ throughout makes the application intuitive
for users.
• Save time looking for spare parts and materials by setting up
your inventory in AMPRO. AMPRO provides a quick
reference for location, stock on hand.
RELATED SERVICES
Third City Solutions is your one stop shop for your CMMS needs, we
can assist in the implementation, online or on-site training, consulting
and follow up for your system. We can assist with the purchasing of
PDA hardware and accessories and the creation of AMPRO operational
manuals that are specific to your needs. We work with you to develop
the best way of using AMPRO.
AMPRO Job Requests
Third City Solutions Pty Ltd,
Australia
www.thirdcitysolutions.com.au
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
Australia, Europe, South Africa, Asia
TYPICAL COST OF THE CMMS/EAM SOFTWARE: UD$1,800
IS THIS CMMS/EAM available as a stand-alone system: No
IS THIS CMMS/EAM part of or able to be integrated with a larger
management system: Yes
CMMS/EAM DESCRIPTION
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.
Remove the worry and drama out 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. This easy to use,
yet powerful and functional software makes light work of organising
your day to day job requests.
Some benefits/features of Job Requests:
• Job Requests has been designed to be simple and easy to use
allowing anyone in your organisation to quickly enter
work requests.
• Let your users monitor their work requests progress through each
stage right up to completion.
• Have control over who is authorised to create jobs from
the job requests. This feature will ensure double-up work
is reduced and trades have a single point of access to ensure they
get the correct information when carrying out job requests.
• Have AMPRO automatically notify you when new job requests have
been added and email the requester when changes
are made to their job request. All correspondence between AMPRO
and Job Requests is recorded.
• Use the built-in filters to show job requests at the various stages of
completion (not actioned, to be authorised, job raised etc.). You also
have the ability to view only your job requests, your department’s
job requests, or all job requests.
CMMS/EAM RELATED SERVICES
Third City Solutions is your one stop shop for your CMMS needs, we
can assist in the implementation, online or on-site training, consulting
and follow up for your system. We can assist with the purchasing of
PDA hardware and accessories and the creation of AMPRO operational
manuals that are specific to your needs. We work with you to develop
the best way of using AMPRO.
31
AMRPO Portable Edition
Third City Solutions Pty Ltd,
Australia
www.thirdcitysolutions.com.au
2011 Listing of CMMS and EAM’s
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
Australia, Europe, South Africa, Asia
TYPICAL COST OF THE CMMS/EAM SOFTWARE: AUD$1650
IS THIS CMMS/EAM available as a stand-alone system: No
IS THIS CMMS/EAM part of or able to be integrated with a larger
management system: Yes
CMMS/EAM DESCRIPTION
AMPRO PE is an add-on module to AMPRO that runs on a PDA
(Personal Digital Assistant - a small mobile hand-held device that
provides computing and information storage and retrieval capabilities
for personal or business use) to perform various tasks related to asset
maintenance.
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, Readings, Inventory and Job Requests.
Within AMPRO, data can be filtered, based on your criteria, before
being uploaded to the PDA.
Use a barcode scanner, attached or built-in to the PDA, to simplify and
speed up the entering of data and ensure accuracy.
Some benefits/features of AMPRO PE:
• Reduce the amount of paper based work that you need to carry
around by storing it electronically in AMPRO PE.
• Reduce the amount of data entry back at the office as staff enter
their work directly into the PDA.
• AMPRO PE has been designed to be simple and easy to use
allowing anyone in your organisation to perform maintenance
related tasks virtually anywhere.
• AMPRO PE is quick and direct, yet powerful and
functional and makes light work of organising your day to day
maintenance tasks.
• 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.
Listen to what our customers say - ‘AMPRO PE has proved to be a
huge advantage for our asset management and audit compliance
data gathering, it has allowed us to greatly improve our data entry and
data accuracy, while allowing us to operate remotely from our main
facilities’.
CMMS/EAM RELATED SERVICES
Third City Solutions is your one stop shop for your CMMS needs, we
can assist in the implementation, online or on-site training, consulting
and follow up for your system. We can assist with the purchasing of
PDA hardware and accessories and the creation of AMPRO operational
manuals that are specific to your needs. We work with you to develop
the best way of using AMPRO.
API Pro
apt Group (of Companies)
Australia
www.aptgroup.com.au
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
API Pro is sold & supported world-wide.
TYPICAL COST OF THE CMMS/EAM SOFTWARE: Small site: $3000,
Medium Site: $20,000 Large Site: $80,000
CMMS/EAM available as a stand-alone system: Yes
IS CMMS/EAM part of or able to be integrated with larger system:
API Pro can be integrated into ERP & CRM systems.
CMMS/EAM 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 • Data Loggers
• ERP systems • Financial systems
Technology: System Security: API is controlled by the system
supervisor who assigns users access to specific zones.

2011 Listing of CMMS and EAM’s 32 Vol 24 No 2 AMMJ
Systems Structure: API Pro is powered by Progress providing multitier
client/server technology. Its query tools allow for advanced reporting
and statistical analysis.
CMMS/EAM 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.
AssetMetric
Paradigm Designs Australia P/L
Australia
www.Parasoft.com.au
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
Australia and China
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY
GROUP: Manufacturing, Pulp and Paper, Mining, Engineering and
Asset management consulting service providers.
TYPICAL COST OF THE CMMS/EAM SOFTWARE:
As low as AUD$1,000 per user per month, price varies depending on
total number of uses and setup fees
IS THIS CMMS/EAM available as a stand-alone system: NO
IS THIS CMMS/EAM part of or able to be integrated with a larger
management system: YES, PBS8,
CMMS/EAM DESCRIPTION:
AssetMetric is the next generation “whole of business” optimization
system that dynamically models and optimizes PMs and related
Tasks, Spares, Risk, Lifecycles, Replacement Intervals, Budgets and
Resource Allocations based on production, reliability, management risk
profiles, business life, taxation and financial inputs. Scenarios can then
be tested based on various inputs to provide economic and engineering
management decision support, which can then be easily implemented
within EAM/ERP.
AssetMetric addresses Board level objectives as it insures Corporate
Governance and Compliance because it provides a comprehensive risk
identification methodology within a Risk Mitigation Strategy Change
Management System that then can be downloaded to the ERP/CMMS.
Carbon, resources and energy usages modeling is provided and can be
used to model improvement or measurements for ”Triple Bottom-line”
accounting variables. AssetMetric is the ultimate economic, engineering
and environment continuous improvement tool for business and
shareholders.
Key Features:
• Dimensional Plant reference and risk model (Asset registers);
• Risk mitigation strategies (PAS55, AS4360);
• PM optimization based on production, reliability, risk and resourcing
levels;
• Lean PMs can be exported to CCMS/ERP;
• Identifies and optimizes insurance spares and projected Inventory
demand;
• Creates dynamic OPEX and CAPEX budgets based on production,
revenue,
financial, taxation and asset management scenarios;
• Life cycle costing;
• Carbon, Water, Energy Accounting;
• Fully Integrated with PBS8
PDA’s software development and Asset Management experience
and competencies assure boutique services to clients that have high
expectations. We also assure our certified 3rd party Asset Management
professionals who are fully supported by Paradigm.
CMMS/EAM RELATED SERVICES:
• Strategy Coaching
• High level implementation and Customisation services
• Training and Online training systems
Other related services: Product is delivered as a hosted service
Bigfoot CMMS
Smartware Group, Inc
USA
www.bigfootcmms.com
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
Bigfoot is available and supported in North America, with resellers in
Australia, Qatar, and Saudi Arabia.
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY:
Bigfoot CMMS is designed for Manufacturers, Education, Financial
Services, Food/Beverage Processors, Government, Healthcare,
Hospitality, Retail, Stadiums, Arenas, Convention Centers, Property
Management, Construction, Transportation, Distribution, and Utilities
with single or multiple plant facilities.
TYPICAL COST OF THE CMMS/EAM SOFTWARE: Pricing can be
as low as $33 USD/user/month for Bigfoot CMMS. Services include
training, customization, hosting, and data conversion.
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 system: Yes, it can be integrated with third-party
applications, such as ERP and Accounting Systems.
DESCRIPTION
With over 1,400 customers worldwide, Bigfoot Computerized
Maintenance Management Software (CMMS) has a proven track record
of managing the maintenance needs of organizations. Bigfoot CMMS’s
full functionality paired with its intuitive design allows you to implement
the solution and get results quickly, often in a matter of weeks. Native
Bigfoot functionality includes preventive/predictive maintenance, work
orders, inventory, maintenance requests, tool crib management, and
reporting, allowing you to:
- Maintain detailed security, site, and user management control
access throughout your enterprise
- Utilize the same CMMS for an unlimited number of facilities
- Access Bigfoot CMMS worldwide, in real-time, with multi-language
capabilities
- Predict your IT budget
- Undergo a minimal & quick implementation, often in a matter of
weeks
- No need for software upgrades or server backup/maintenance
- Schedule unlimited preventive maintenance tasks and procedures
with automatic reminders
- Create, manage, and analyze work orders
- Track and analyze equipment information and history
- Request maintenance from anywhere in your company
- Manage and track asset and parts inventory
- Analyze historical maintenance issues and help predict future
events
- Notify people of maintenance events with the automated e-mail
system
- Locate maintenance “hot spots” in your facility
Bigfoot Benefits
- Minimize equipment and repair costs

Vol 24 No 2 AMMJ
- Reduce equipment downtime
- Maximize equipment reliability
- Increase equipment efficiency
- Prolong equipment life cycles
- Boost capacity utilization
- Increase labor productivity
- Lower your Cost of Ownership
- Improve deployment of assets and personnel
- Optimize overall maintenance efficiency
Visit www.bigfootcmms.com to download a free trial, and see how you
can increase staff productivity and reduce maintenance costs today.
Concept Evolution
FSI (FM Solutions) APAC P/L
Australia
www.fsifm.com
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
UK, Middle East, Australia, South Africa, Nigeria, Hong Kong,
Singapore, Malaysia
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY
GROUP: No, Concept Evolution is a highly configurable, feature
rich application used by more than 850 clients internationally across all
market sectors.
TYPICAL COST OF THE CMMS/EAM SOFTWARE: Software cost
for single user Asset Register and Planned Maintenance functionality
can start from AUD 6K. Optional modules range from AUD 2K upwards.
Implementation, Support and Training services and cost depend on
scope of project as agreed.
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 system: Yes, Concept Evolution is integrated with
Finance, HR or other incumbent systems in most medium to large
projects.
CMMS/EAM DESCRIPTION
FSI, Microsoft Gold Partners, have been designing, developing and
implementing Concept Facilities and Maintenance Management
Software since 1990. Concept is widely regarded as leading the market
and FSI is noted for innovation within the industry. With Headquarters
in the UK, offices in Australia and Dubai, and an international partner
network, FSI is a global-leader in the design and delivery of Facilities
and Maintenance Management Software.
Concept Evolution from FSI is a fully web-enabled, complete Facilities
Management/CMMS solution, and the next generation of the multi
award-winning Concept range. Concept Evolution is accessible
from anywhere through a standard web browser. Deployable regardless
of borders, Concept Evolution removes the costs and complexities of
alternative solutions.
Easy and cost-effective to deploy and sustain, Concept Evolution
is in use by many major Service Providers and direct organisations,
from a single-property to enterprise basis. Solutions are scalable
and can range from single user “helpdesk only” or “asset register
plus maintenance only” systems, to large national or multi-national
full functionality solutions, including PPP solutions with automated
abatement mechanisms.
Concept provides clients with a total platform for the design,
development and implementation of their rapidly evolving strategies,
and delivers vital information to professionals and colleagues
responsible for the provision of a wide variety of building services and
asset management.
Core functions include:
• Asset Register and Planned Maintenance
• Helpdesk and Reactive Maintenance
• Task Management
• PPM Planner
• Hazards and warnings
• Resource Scheduler
• Buildings and Locations Property Register
• Financial Control
• Document Management
• Self Service Portal
33
2011 Listing of CMMS and EAM’s
• Contact Register
• Contract Management
• Reports and Statistics
• Customer Satisfaction
• Task and Financial authorisation model
• Work Permits
Some modules include:
• Projects
• Stores
• Purchase Orders
• Quotes
• BMS Integration
• PDA mobile
• Radio Integration
• Facilities Booking
• Digital Dashboard
• Workflow automation/integration engine
CMMS/EAM RELATED SERVICES
FSI’s software implementation services are aimed at enhancing and
supporting the operating processes of organisations managing hard
and soft services.
Our Implementation team consists of industry specialists and highly
skilled technical experts with practical experience in managing clients
of different sizes and backgrounds. From stand-alone systems that
address immediate operational needs to enterprise-wide strategic
solutions, we can help you achieve your optimum solution tailored to
your business requirements.
Services include:
• Project Scoping/Needs Analysis
• Project Management Services
• System Configuration
• Management Reporting Specification & Development
• Post Implementation Services
• Custom Development
• Support and Maintenance
• Training
OTHER RELATED SERVICES
FSI offers hosting of Concept Evolution and all services related to the
successful implementation of our systems.
eMaint X3
eMaint Enterprises, LLC
USA
www.eMaint.com
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
United State, United Kingdom, Portugal, Brazil
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY
GROUP: Designed for Manufacturers, Facilities & Property Managers,
Fleet Owners, Mining and Construction, Service Providers, Municipalities,
Health Care Providers, Utilities, Schools and Food Processors
TYPICAL COST OF THE CMMS/EAM SOFTWARE: Pricing starts at
$40/user/month. Average first year investment of $5,000 to $10,000 for
the system and implementation services. (U.S. Dollars )
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 system: Yes – It can be integrated with third party
applications including ERP and Financial Systems
CMMS/EAM DESCRIPTION
eMaint X3 is a versatile CMMS/EAM system that is equally suited to
the needs of manufacturing, facilities, property management, fleet
operations, municipalities, educational institutions, healthcare providers,
utilities, mining and construction, and service providers.
Use it to schedule and plan service and maintenance, track work orders
and work requests, control inventory, manage assets, perform and track
condition monitoring (predictive maintenance), track maintenance spend,
and analyze data through reports and dashboards to make informed
business decisions that help improve productivity and profitability.
System supports use of mobile and barcode technologies.

2011 Listing of CMMS and EAM’s 34 Vol 24 No 2 AMMJ
The eMaint X3 system is fully configurable – from screen layouts to
field selections to workflows to reports and dashboards – so that it can
match your precise business requirements.
Emaint has been providing CMMS and EAM software solutions to
customers world-wide for over 25 years through both on-demand (webhosted)
and on-site deployment.
Key components include:
• Asset Management - including warranty tracking and multi-location
support
• Inventory Management – includes FIFO/LIFO and mobile support
• Preventive Maintenance – calendar-based, meter-based or condition
monitoring and auto-generation options
• Work Scheduling – easily manage work schedules through drag-and-
drop calendar views
• Reporting & Dashboards – over 95 pre-loaded reports and fully
customizable KPIs and dashboards in graphical format
• Fluid Analysis Integration – Integration available with selected fluid
analysis/lab systems
CMMS/EAM RELATED SERVICES
eMaint offers the following Professional Services:
• Implementation and Project Management
• Configuration and Customization
• Data Conversion and Data Integration
• On-site and On-Demand Training
• CMRP Consulting
Maintenance Connection
Maintenance Connection
Australia
www.mcaus.com.au
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
Australia, America, Canada, UK
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY
GROUP: Maintenance Connection is able to adapt to almost any
industry. Our current customer industries include; Manufacturing,
Schools & Universities, Oil & Gas, Hotels & Resorts, Distribution &
Warehousing, Buildings & Facilities to name a few.
TYPICAL COST OF THE CMMS/EAM SOFTWARE: Starting from
AUD$9995 (includes all modules and 3 concurrent user licenses).
Pricing is also dependant on implementation and support agreements.
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 system: Yes, Maintenance Connection’s web-based
open architecture allows the system to be very easily integrated within
ERP systems.
CMMS/EAM DESCRIPTION
Maintenance Connection has been developing and delivering quality
Computerised Maintenance Management Software (CMMS/EAM
Software) to organisations around the world for over 10 years. Our
Facility Maintenance and Asset Management Software (Browser-
Based CMMS/EAM) is designed to help your organisation manage
maintenance, not software. Packaged in a simple, user-friendly, yet
powerful application, Maintenance Connection connects maintenance
professionals to their operations with a unique style that continues to
revolutionise the way maintenance is performed.
The technology framework Maintenance Connection is built upon
remains to be cutting edge – a full featured and entirely browser-based
application without the need for plug-ins or propriety code, and without
having to install anything on client machines. This means you can get
up and running quickly, and allows you to manage maintenance, not
software. Combine that with software uniquely built for all the various
roles within a maintenance operation, and you have a powerful solution
that is easy to use, whether the end user is a Manager, Technician, or
Requester.
Maintenance Connection places a priority on providing customers with
the service, support and a product second-to-none all combined to deliver
a package unique to your individual needs. Ask our customers – service
excellence is the foundation on which all of Maintenance Connection’s
customer relationships are built. The maintenance software industry
provides our customers many options, but what keeps them committed
to Maintenance Connection is the relationship and the level of attention
each of our customers receives. Just ask them!
Key features include: Work Order Tracking, Asset Management,
Preventative Maintenance, Spare Parts Inventory, Service Requests,
Calendar Scheduling, Security Access Groups, Mobile Workflow, KPI
Dashboards, and Custom Report Writer.
CMMS/EAM RELATED SERVICES
Maintenance Connection can provide additional services including
data collection, consultation, implementation and training to help you
implement Maintenance Connection to produce yet another Maintenance
Connection Success Story. Our CMMS community service allows you
to learn from the best practices of other users and share reports and
KPIs with individuals or the Maintenance Connection community.
OTHER RELATED SERVICES
Maintenance Connection offers its customers a fully managed option
to host their software online in a Secure Data Centre. This allows our
customers to focus on the business of maintaining their assets rather
than worrying if their server has the latest software or if the backups
have been performed. This service comes with an SLA to guarantee
network and server uptime.
MaintiMizerBlackBox
Ashcom Technologies Inc.
USA
www.ashcomtech.com
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
United States, United Kingdom, Canada, Malaysia
TYPICAL COST OF THE CMMS/EAM SOFTWARE: $2995USD for a
3 user system, $4995USD for a 5 user system.
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 system: Yes
CMMS/EAM DESCRIPTION
MaintiMizer BlackBox is the first self-contained CMMS network
appliance on the market. MaintiMizer BlackBox is perfect for
companies with small or non-existent IT departments because Ashcom
provides technical support so you can focus on what’s most important,
your business. Simply plug it in and gain access to MaintiMizer’s 5
modules, including:
• Work Order—Allowing you to submit and approve work orde requests,
track everything associated with that WO from costs to time loss/
spent, and delegate WO’s to specific employees or
departments.
• Preventative Maintenance/Equipment—Know what’s going on with
your equipment & make sure your scheduled maintenance is done in
a timely manner. Keep tabs on the amount of time down, the upkeep
costs, warranties, and location of your equipment.
• Inventory—Know what you have and where it’s at!
• Vendor/PO—Maintain supplier records and easily create purchase
orders.
• Timecard—Keep track of employee hours and rates.
CMMS/EAM RELATED SERVICES
Training, Coaching & Mentoring:
Ashcom knows making a CMMS implantation successful is directly
affected by the quality of practical training a user receives. Ashcom offers
a broad range of tested training methods to fit your needs. Choose to
be trained on-site at your facility, at our state-of-the-art training facility
or web training. Ashcom offers tried & true basic software training or
customized training tailored to your specific needs. Ashcom also offers
coaching & mentoring services where an industry expert visits your
facility, observes your current practices and use of MaintiMizer, and
make suggestions to improving your current processes.
OTHER RELATED SERVICES
Technical Support, Customization, Data Integration, & Analysis:
• Every purchase comes standard with a maintenance agreement;
giving you access to skilled support technicians when you need them
most. Ashcom’s support technicians are reliable, knowledgeable
and friendly.

Vol 24 No 2 AMMJ
• MaintiMizer is fully customizable; screens can be edited to provide
only the information you want and fields can be named with the terms
your work-force use & know.
• Data specialists help move your old data into MaintiMizer as
painlessly as possible. Your data can be analyzed, giving you expert
opinions on changes that will push your business forward.
MaintiMizer.com
Ashcom Technologies Inc.
USA
www.ashcomtech.com
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
United States, United Kingdom, Canada, Malaysia
TYPICAL COST OF THE CMMS/EAM SOFTWARE:
As low as $30USD per month with a year contract.
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 system: Yes
CMMS/EAM DESCRIPTION
MaintiMizer.com—The SaaS, Software as a Service, version of
MaintiMizer is an online edition that allows you to minimize the capital
investment of implementing new software and utilize MaintiMizer
for a low monthly fee. MaintiMizer.com is great for companies that
are unsure if CMMS software is right for them or for small companies
just getting started with CMMS software. MaintiMizer.com comes
complete with 5 modules including:
• Work Order Allowing you to submit and approve work order
requests, track everything associated with that WO from costs
to time loss/spent, and delegate WO’s to specific employees or
departments.
• Preventative Maintenance/Equipment—Know what’s going on wit
your equipment & make sure you scheduled maintenance is
done in a timely manner. Keep tabs on the amount of time down,
the upkeep costs, warranties,and location of your equipment.
• Inventory—Know what you have and where it’s at!
• Vendor/PO—Maintain supplier records and easily create purchase
orders.
• Timecard—Keep track of employee hours and rates.
CMMS/EAM RELATED SERVICES
Training, Coaching & Mentoring:
Ashcom knows making a CMMS implantation successful is directly
affected by the quality of practical training a user receives. Ashcom
offers a broad range of tested training methods to fit your needs.
Choose to be trained on-site at your facility, at our state-of-theart
training facility or web training. Ashcom offers tried & true basic
software training or customized training tailored to your specific
needs. Ashcom also offers coaching & mentoring services where an
industry expert visits your facility, observes your current practices and
use of MaintiMizer, and make suggestions to improving your current
processes.
OTHER RELATED SERVICES
Technical Support, Customization, Data Integration, & Analysis:
• Every purchase comes standard with a maintenance agreement;
giving you access to skilled support technicians when you need
them most. Ashcom’s support technicians are reliable,
knowledgeable and friendly.
• MaintiMizer is fully customizable; screens can be edited to provid
only the information you want and fields can be named with the
terms your work-force use & know.
• Data specialists help move your old data into MaintiMizer as
painlessly as possible. Your data can be analyzed, giving you expert
opinions on changes that will push your business fo
MaintiMizer Web Edition
Ashcom Technologies Inc.
USA
www.ashcomtech.com
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: United States,
United Kingdom, Canada, Malaysia
35
2011 Listing of CMMS and EAM’s
TYPICAL COST OF THE CMMS/EAM SOFTWARE:
MaintiMizer Web Edition pricing is based on number of users, on
average a 3 user system runs $6500USD. Please contact Ashcom for
more specific pricing based on your needs.
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 system: Yes
CMMS/EAM DESCRIPTION
MaintiMizer Web Edition—hosted on the internet or your intranet, making
upgrades and technical support virtually hassle free. MaintiMizer Web
Edition is fluid and has the ability to change and grow with you. Ideal for
companies that have multiple locations or for those that need access
to the system when they are away from the facility, MaintiMizer Web
Edition comes standard with 5 user-friendly modules to get things done
including:
• Work Order—Allowing you to submit and approve work order requests,
track everything associated with that WO from costs to time loss/spent,
and delegate WO’s to specific employees or departments.
• Preventative Maintenance/Equipment—Know what’s going on with
your equipment & make sure your scheduled maintenance is done in
a timely manner. Keep tabs on the amount of time down, the upkeep
costs, warranties, and location of your equipment.
• Inventory - Know what you have and where it’s at!
• Timecard - Keep track of employee hours and rates.
• Vendor/PO - Maintain supplier records and easily create purchase
orders.
CMMS/EAM RELATED SERVICES
Training, Coaching & Mentoring:
Ashcom knows making a CMMS implantation successful is directly
affected by the quality of practical training a user receives. Ashcom offers
a broad range of tested training methods to fit your needs. Choose to be
trained on-site at your facility, at our state-of-the-art training facility or web
training. Ashcom offers tried & true basic software training or customized
• Work Order
• PM/Equipment
• Inventory
• Vendor/PO
• Timecard
• Utility
Maintenance Management Solutions
Reducing Costs
Increasing Productivity
Improving Quality
We’ve been in this business for
over 25 years. We know what you
need and want in a CMMS/EAM
system. MaintiMizer comes
standard with 6 user-friendly
modules to get the job done on
time, on task & on budget.
Contact us for more information—
web: www.ashcomtech.com
email: info@ashcomtech.com
phone: +1 734 665 1780
fax: +1 734 665 6074

2011 Listing of CMMS and EAM’s 36 Vol 24 No 2 AMMJ
training tailored to your specific needs. Ashcom also offers coaching &
mentoring services where an industry expert visits your facility, observes
your current practices and use of MaintiMizer, and make suggestions
to improving your current processes.
OTHER RELATED SERVICES
Technical Support, Customization, Data Integration, & Analysis:
• Every purchase comes standard with a maintenance agreement;
giving you access to skilled support technicians when you need
them most. Ashcom’s support technicians are reliable, knowledgeable
and friendly.
• MaintiMizer is fully customizable; screens can be edited to provide
only the information you want and fields can be named with the terms
your work-force use & know.
• Data specialists help move your old data into MaintiMizer as
painlessly as possible. Your data can be analyzed, giving you expert
opinions on changes that will push your business forward.
PBS Paradigm Business System ver
Paradigm Designs Australia P/L
www.Parasoft.com.au
Product Supported: Australia and China
Industry Groups: Manufacturing, Pulp and Paper, Mining, Engineering
and Asset management consulting service providers.
Now with 20 years of history in CMMS software, PBS8 operates as a
core system providing clients with proven technology that operates within
corporate landscape and requirements. PBS8 is a product for Clients
that require an Industrial strength system whose life cycle continues
well into the future and that delivers expected core functionality and
meets the challenging user acceptance requirements but with a cost
of ownership. With Thousands of users PBS is a proven system that
requires minimal training.
Strategies and Standards are critical success factors that any CMMS
system must support if the business is to achieve worlds best practice.
So whether you adopt “On Condition”, “Risk Based”, “Operator Driven”,
“Six Sigma”, etc or all of these strategies it is of great benefit if the
CMMS system support the delivery of these strategies.
Mature, Strategic Clients need a solution that serves the business,
leverages efforts and delivers competitive advantage, at a reasonable
cost. PBS is a unique to quickly and reliably generate forms, interoperate
with other SOA products and is architected to manage core and custom
code. What this means is Clients can throw away those unsupported
access databases and build from a proven base system that provides
95% of business functions and then add functionality that will seamlessly
integrate other core systems to secure business process through robust
technology.
A special note for Global organizations which will benefit from a unique
“trans-Lingual’ capabilities which enable the system to be used in
multiple languages concurrently in a single data silo. All forms are
generated to support this mode which is a built in feature that is fully
Unicode compliant supporting for example Chinese character set.
Finally, Clients are supported by our experienced system architects
that have extensive experience in Asset management, Business
requirements, System Integration (Including SAP) and System
development. To be able to truly assess this opportunity you need to
organize a consultant with specific details.
CMMS/EAM RELATED SERVICES:
• Strategy Coaching • High level implementation and Customisation
services • Training and Online training systems
Other related services: Product is delivered as a hosted service or
Managed service or Supported onsite system
Pirana
Shire Systems (South Pacific) Ltd
New Zealand
www.shiresystems.com
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: Australia, New
Zealand, United Kingdom
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY
GROUP: Pirana’s functionality was specified by maintenance
professionals across all sectors of industry so it is a near, dovetail-fit
with the real world needs of maintenance management practitioners.
TYPICAL COST OF THE CMMS/EAM SOFTWARE:
Single user maintenance system Aud$3,250. A six user system running
maintenance, stores less than Aud$10,000.
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 system: YES
CMMS/EAM DESCRIPTION
With over 10,000 customers, Shire Systems is the UK’s No.1 provider
of CMMS solutions. Locally supported in Australia and NZ by Shire
Systems (South Pacific) the new Pirana system raises the bar for ease
of use and affordability.
Pirana is the revolutionary browser-based system for the integrated
management of maintenance, materials, services and more. Streets
ahead of the rest, Pirana sets new benchmark standards for CMMS
simplicity, usability and affordability. Whatever the size of your
organisation - micro-small to mega-multinational - Pirana can fit your
needs like a glove. Pirana schedules, tracks and reports on any type
of task, supporting the real world need for getting things done in an
organised, fast and effective way. Internet, intranet and mobile phone
deployment means you can access your system from anywhere.
With ferocious power, supreme ease-of-use and an unbeatable price,
Pirana is set to tear shreds off its inferior rivals.
Don’t ask us why Pirana is so affordable – ask the other CMMS providers
why their software is not!
Full functional maintenance software like this can only come from Shire
– since 1982 the leaders in CMMS systems.
Ask for your free evaluation system today and try for yourself the power
and full functionality of Pirana.
CMMS/EAM RELATED SERVICES
Shire is not just an IT company like other CMMS providers. We’re about
much more than software supply and support.
Shire offers a comprehensive range of multidisciplinary professional
services to help time-poor organisations and maintenance professionals
achieve their CMMS implementation and performance aspirations
– FAST.
We customize our services to respond exactly to your pinpointed
needs including system training, system implementation, System
performance review, asset policy and maintenance strategy formulation,
compliance and preventative maintenance plan development, asset
registration, asset identification labelling, and software installation and
customization.
OTHER RELATED SERVICES
Pirana On-TapTM is Software-as-a-Service and with it you can be up
and running with professional CMMS in a flash. For a small monthly
fee Shire will host Pirana for you in a secure data centre, managing
the whole service, not least data preservation and disaster avoidance.
Shire also automatically upgrades the system-in-use. To get going at
your end, you only need an Internet-connnectable computer with a web
browser.
PRONTO-Xi Maintenance Management
Pronto Software
Australia
www.pronto.com.au
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:
Australia, New Zealand, South-East Asia, Africa, Europe and North
America.
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY
GROUP:
PRONTO-Xi is designed for Companies requiring an ERP solution with
Maintenance Management functionalities , such as the mining and
facilities managementorganisations.
IS THIS CMMS/EAM available as a stand-alone system: No
IS THIS CMMS/EAM part of or able to be integrated with a larger
management system:
PRONTO-Xi Maintenance Management is a module of Pronto Software’s
flagship ERP solution, PRONTO-Xi.

Vol 24 No 2 AMMJ
CMMS/EAM DESCRIPTION
Using PRONTO-Xi Maintenance Management as your central
Equipment Register will lead to improvements in asset utilisation and
resource productivity, as well as reducing disruptive breakdowns. This
effective tool will assist businesses in improving equipment performance
and minimising stock holdings while ensuring that the right parts and
manpower are available when required.
PRONTO-Xi Maintenance Management is also useful for assisting with
reducing a company’s maintenance and operating costs. It is designed
to maximise planning and control of a business’ plant maintenance
activities. With Maintenance Management, companies can easily
monitor their preventative and predictive maintenance, project costing,
plant downtime, fault repair and equipment repair costs.
A key benefit from Maintenance Management is the ability to
automatically collate information on equipment repair and maintenance
costs, by plant, work order, equipment and cost centre. In addition,
key performance indicators (KPIs) such as Mean Time Between
Failures (MTBF) are automatically calculated; fault analysis reporting
on equipment failures allows maintenance improvement opportunities;
and full maintenance history and cost reporting are linked via the work
order.
Maintenance Management enables businesses to budget, schedule,
plan, execute and report all maintenance activities and is fully
integrated with PRONTO-Xi Inventory and Purchase Orders.
Advanced functionality like automatic spare parts replenishment, parts
valuation, inventory allocation against current and future jobs, usage
reports, inventory movements and stocktaking really set PRONTO-Xi
Maintenance Management apart.
PRONTO-Xi Maintenance Management functionalities include:
• Full equipment detail and technical recording;
• Priority plant work order allocation;
• Condition monitoring;
• Automatic inventory allocation;
• Work order forecasting;
• Defect work order recording;
• Export to Microsoft Project;
• Resource management;
• Stock purchasing;
• Ful integration with PRONTO-Xi;
• Customer invoicing for completed work.
CMMS/EAM RELATED SERVICES
As a fully integrated, real time system, PRONTO-Xi allows companies
to focus on management capabilities, by providing the tools to deliver
business objectives by optimising staff, processes, assets and the work
environment. It encompasses multiple disciplines ranging from Project
Delivery Management, Operations Management and Capital Asset
Management.
Our Facilities Management modules include:
• PRONTO-Xi Project Costing Management;
• PRONTO-Xi Rental;
• PRONTO-Xi Maintenance Management System;
• PRONTO-Xi Service Management;
• PRONTO-Xi Mobile Service;
• PRONTO-Xi Service Scheduler;
• PRONTO-Xi Service Connect;
• PRONTO-Xi Financials;
• PRONTO-Xi Distribution;
• PRONTO-Xi Business Intelligence with IBM Cognos 10;
• PRONTO-Xi Manufacturing;
• PRONTO-Xi Manufacturing Scheduler.
OTHER RELATED SERVICES
Pronto Hosted Services, a division of Pronto Software, offers fully
customised, flexible solutions, with years of experience providing
Software as a Service (SaaS) or on-demand software.
With Pronto Hosted Services, Pronto Software manages the
maintenance and upkeep of a company’s IT infrastructure and critical
applications, delivering strategic value and business benefits for
growing companies.
Pronto Hosted Services give customers the option to rent their business
software for a low monthly fee, outsource their IT infrastructure or
have their systems managed, monitored and maintained by Pronto
consultants.
37
SmartAsset
The Online Workshop P/L
Australia
www.theonlineworkshop.com.au
2011 Listing of CMMS and EAM’s
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: Australia, New
Zealand, North America, South Africa.
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY
GROUP: Whilst SmartAsset suits all sectors, it is focused on:
Manufacturing, Energy, Gas and Oil Resources, Defense, Utilities,
Water Resources and Local Government.
TYPICAL COST OF THE CMMS/EAM SOFTWARE:
SmartAsset pricing is based upon the number of users or terminals. A
single user can be purchased from AUD$3,000.
IS THIS CMMS/EAM available as a stand-alone system: Yes.
SmartAsset Office Deployment Capability can either be overlaid on
your existing ERP/CMMS/EAM product or delivered on its own as a
fully functional EAM application suite.
IS THIS CMMS/EAM part of or able to be integrated with a larger
management system: The SmartAsset product adopts the latest
Software + Services approach in its design and deployment and
adheres to worldwide standards for Service oriented Architecture (SOA)
and as such can be seamlessly integrated with other products that have
adopted this architecture.
CMMS/EAM DESCRIPTION
SmartAsset is an award winning product. It recently won the Microsoft
OBA Solution of the Year 2008.
In a crowded asset maintenance market place, the SmartAsset product
is the most comprehensive and user-friendly tool available for effectively
managing your assets. Differentiated by its scalability, SmartAsset can
be implemented as a standalone basic CMMS or a comprehensive Asset
Management solution. Additionally the Microsoft Office deployment
allows SmartAsset to overlay an existing ERP implementation.
Of the several deployment options provided which include web hosting,
browser and mobile computers, the deployment method offering the
most significant benefits to users is SmartAsset ODC.
SmartAsset ODC provides sophisticated functionality delivered via tools
with which the user is already familiar. For example, upon receiving an
email notification of an equipment fault in MS Outlook, the SmartAsset
user can review details of the fault by clicking a document review
button added to the Email ribbon. The subsequent repair job can be
prepared and assigned without leaving the Outlook Calendar. Complex
asset-related activities such as construction or refurbishment can be
seamlessly loaded into MS Projects for critical path analysis with the
resultant activity dates recorded in SmartAsset for subsequent planning,
assignment and detailed monitoring. Capital replacement projects can
be registered and reviewed in SmartAsset from within the same Excel
spreadsheet that is used to perform the related financial calculations.
SmartAsset offers its users:
• access to comprehensive asset management
functionality
• reduced training and retraining costs
• increased productivity
• heightened user acceptance
• reduced deployment costs
• ease of upgrade implementation
CMMS/EAM RELATED SERVICES
The online Workshop also provides:
• Comprehensive project management
• Installation, implementation and training services.
• Consultation
• Interface development
• Asset Management tools such as Asset Depreciation,
Risk Analysis and Enterprise Reports
• Reports Development
• Post implementation audit services.
OTHER RELATED SERVICES SmartAsset is deployed via a choice
of web browser, mobile devices, web hosting and MS Office.

Fit at 50
Keeping
Aging
Transformers
Healthy For Longer
Thomas Westman, Pierre Lorin and Paul A. Ammann ABB Power Products (Switzerland)
The consequences of a transformer failure can
be catastrophic. This is why operators demand
high availability and a rapid recovery time after
an outage. With an aging fleet of transformers
and tight maintenance budgets, transformers
remain in service well past their optimal life
spans. The assumption that all are fit for an
extended working life can be a dangerous
gamble.
When it comes to transformer asset
management, an operator’s main objectives are
to reduce the risk of a failure and minimize the
impact if a failure does occur. ABB’s TrafoAsset
Management TM provides just the support
operators need to make intelligent maintenance
decisions to face these challenges.
Power transformers, which are often the most valuable
asset in a substation or plant, are indispensable
components of high-voltage equipment for power
generation plants, transmission systems and large
industrial plants. Unexpected failures cause major
disturbances to operating systems, resulting in
unscheduled outages and power delivery problems.
Such failures can be the result of poor maintenance,
poor operation, poor protection, undetected faults, or
even severe lightning or short circuits (Figures 1 and
2). Outages affect revenue, incur penalties and can
cost a company its reputation and its customers.
The Institute of Nuclear Power Operations stated
in 2002 that more than 70 events had been
associated with large, main auxiliary or step-up
power transformers (since 1996) [1] . Significant
station impact occurred during several events and
in addition over 30 reactor scrams (ie, emergency
reactor shutdowns) as well as plant shutdowns and
reductions in power delivery were associated with
transformer events. The result: in many cases, lost
production and expensive repairs.
Keeping fit and
“staying young” are
goals for many –
including power transformers.
Many of the world’s transformers are
reaching an age where these goals are
becoming critical for their survival, and for
the survival of the operating companies.
Figure 1 A nearly catastrophic failure damaged a transformer
Figure 2 The transformer in (1) has been remanufactured
to a fully functional state
Vol 24 No 2

AMMJ Fit at 50 39
The enormous costs of power transformer failures
provide ample incentive for electric companies to
ensure reliability and availability throughout the
life cycle of these key assets. Transformers cost
anywhere from $2 million to $4 million, and on the
rare occasions they do fail, the financial impact can
be even more significant – in extreme cases, they
can leave a company facing financial ruin (Figure
3 ). In addition, as most countries have strict laws in
place that control and regulate power supply, nondelivery
penalties can be as high as 100 times the
price of the energy itself.
An Aging Fleet
Although transformers are regarded as highly
dependable equipment, the world’s current
transformer fleet is quite old. The average age for
those in industrial plants is 30 years, and 40 years
for those used by utilities. While aging transformers
are generally not “ticking time bombs,” their failure
rates as well as their replacement and repair costs
are steadily – albeit slowly – increasing.
Figure 4 shows the development of the failure
rate of transformers installed in industrial plants
(dark orange), generation plants (light orange) and
transmission networks (gray). The risk development
curves are steeper for industrial and power generation
plants as the transformers in these installations
tend to be used more intensively. While age alone
does not increase the risk of unexpected failures, it
generally is an indication of this risk. Risk of failure
is heightened by other factors, including type of
application and the tendency to load transformers to
their maximum to meet the economic needs of the
deregulated environment and competitive markets.
Figure 5 shows the investment
peak in the 1960s and 70s for
many companies in Europe and
the United States.
The cost burden when replacing
aging equipment has forced
many companies to keep
transformers operating beyond
their recommended life span in
order to smooth the investment
peak. This is only possible by
optimizing the maintenance
of the transformers and by
implementing measures that
extend their use.
At the same time, financial
constraints demand an increased
return on investment under
reduced maintenance budgets
and spending.
Figure 3 Cost estimates of an unplanned replacement
of a typical generator step-up transformer
Environmental cleanup $500,000
Lost revenue ($500,000/day) $10 million
Installation labor and processing $100,000 – $300,000
Additional modifications and site work $300,000
New transformer unit $2 million – $4 million
Transformer failures can cost up to $15 million, in addition to an
operator’s reputation. Source: Doble Life of a Transformer Seminar.
Clearwater, FL, United States
Figure 4 Development of the transformer failure rate in
three different applications
Figure 5 Transformer investment then and now
5a Investment in new transformers peaked in the
1960s and 70s. Without optimized maintenance
strategies and extended lifetimes, there will be
another investment peak some 50 years later.
5b Implementing ABB’s TrafoAsset
Management program can help smooth
the potential investment peak.
The maintenance budgets are under increased pressure due to liberalization and deregulation, which have
created a more finance-based focus. As a result, operators can no longer follow a simple time-based maintenance
strategy that mitigates risks by doing everything, every year, for all transformers. Instead, they must implement
a more sophisticated condition-based maintenance strategy: doing more maintenance for high-risk transformers
than for low-risk transformers (High risk means high probability of failing and/or high impact of a failure on
business results). This requires reliable information about the status of the transformers.
Vol 24 No 2

AMMJ Fit at 50 40
ABB TrafoAsset Management
Proactive Services
Operational managers require special tools to support their strategic and
day-to-day decisions, which address the above challenges and result in
the right maintenance actions at the right time. Here, a clear trend has
emerged: Managers are moving from using time-based maintenance
to implementing condition-based maintenance, where decisions are no
longer driven by an average timeframe defined by past experience and observations, but instead take into account
the actual condition of the equipment and the level of reliability required to fulfill its function. TrafoAsset Management
supports this trend by focusing on three elements: analysis, risk assessment, and planning of maintenance actions
based on asset management scenarios (Figure 6).
Analysis
The design data, the information in the installed base
system, the results of the condition assessment and
the maintenance history provide ABB with a 360-degree
view of a transformer fleet. This data plays a pivotal
role for ABB in the assessment management process.
Not only is it important for minimizing the risk of failure,
but it also provides valuable information for initiating
maintenance work should a problem occur – that means
quick maintenance and short downtimes.
Design analysis
ABB has access to original designs for more than 30
legacy brands and design knowledge of nearly 75 percent
of the installed base of large power transformers in North
America – including those from Westinghouse, GE,
ASEA and BBC – and other predecessor technologies.
All new ABB transformers are built using the same design
concept, which incorporates standardized, serviceproven
components and modules, ensuring flexible,
dependable and adaptable transformer designs.
Historical review
ABB’s installed data system
monitors a wide range of the
company’s products. A plethora of
data on transformers is available
and is continuously updated, eg,
current owner details and history.
The system provides an important
basis for the proactive detection of
problems. For example, an analysis
revealed about 700 potential cooler
problems in the installed base of
transformers. The search focused
on 10 to 600 MVA transformers that
were over 20 years old and had oil-
and water-type coolers. Many failed
completely due to leakages in these
cooling systems, and one such failure
resulted in a three-month production
shutdown and lost revenue for the
operator. Using the information in
the installed base system, operators
were contacted proactively and the
systems could then be checked
regularly.
Operators can no longer follow a
simple time-based maintenance
strategy that mitigates risks by
doing everything, every year, for
all transformers.
Figure 6 Overview of ABB TrafoAsset Management
Proactive Services
Figure 7 Structure of a transformer monitoring system
Transformer monitoring
Transformer monitoring is becoming an essential component of transformer management. It serves as an early
warning system for any fault developing in the main tank and in the accessories, allowing an operator to evaluate
the severity of the situation. Multiple transformers are connected to the operator’s network and can be monitored
from a local control room or from remote working stations (Figure 7). Sensors measuring dissolved gases,
moisture in oil, oil temperature, load current for each unit, and ambient temperature send data to the system via
Vol 24 No 2

AMMJ Fit at 50 41
analog signals. The interface provides exact status
information by generating a model of the transformer
and its working condition and then comparing the
measured parameters with the simulated values
(Figure 8). Discrepancies are detected and potential
malfunctions and normal wear in the transformer and
its ancillaries are indicated. The monitoring system
also tracks transformer alarms, recording an actual
event as well as the sequence leading up to the alarm
to assist operators in determining the root cause. The
benefits of monitoring are substantial. A CIGRE study
has shown that transformer monitoring can reduce the
risk of catastrophic failures by 50 percent (The risk of
catastrophic failures can be reduced statistically from
0.07 percent to 0.03 percent through transformer
monitoring) [2] . Furthermore, it has been shown that
early detection of problems can reduce repair costs
by 75 percent and loss of revenue by 60 percent, and
that annual cost savings equal to 2 percent of the price
of a new transformer – ie, approximately $40,000 to
$80,000 – can be achieved [3] . The strength of ABB’s
Transformer Electronic Control, or TEC, monitoring system is that it receives all the relevant information from just
a few multipurpose sensors. Other necessary parameters are calculated, adding only minimal complexity to the
transformer. The end user is no longer forced to spend a lot of time sorting and interpreting data. In addition, the
maintenance manager receives important information indicating the necessary actions for first-level maintenance
(First-level maintenance is the first line of problem management where information is gathered and symptoms
analyzed to determine the underlying causes. Clear-cut problems are typically handled with first-level maintenance
by personnel who have a general understanding of the products).
Condition assessment
ABB is the pioneer in highly customized condition assessment
offerings. Its MTMP (Mature Transformer Management Program)
is a state-of-the-art minimally invasive condition assessment
process used to evaluate the power transformers in a customer’s
fleet and to identify which units need to be replaced or refurbished
and when.
This process is implemented in three steps (Figure 9). It starts with
a high-level fleet assessment based on easily accessible data,
such as unit nameplate data, oil and dissolved-gas-in-oil data,
load profile and history of the unit (transformer fleet screening)
(Figure 9a). Next, a subset of the transformers identified in step
one is examined in more detail (transformer design and condition
assessment) (Figure 9b). Modern design rules and tools are
Figure 8 Transformer monitoring interface showing the status
of important parts of the transformer
Figure 9 Typical output results of ABB’s Mature Transformer Management ProgramTM (MTMP)
9a Step 1: Transformer fleet screening (of the
whole transformer fleet) provides a risk assessment.
9b Step 2: Transformer design and condition assessment (of a subset of high-risk
transformers) suggests concrete actions for each transformer.
9c Step 3: Life assessment/profiling (of a few transformers
that had unusual results in steps 1 and 2) uses in-depth
analysis to show the status of the transformers. The circled
area indicates the need for immediate action.

AMMJ Fit at 50 42
used to evaluate the original design, and advanced diagnostic tests are performed to assess each of the principal
properties of the transformer in a structured way. These include mechanical status, thermal status (aging of the
insulation), electrical status of the active part and the condition of the accessories, such as tap changers, bushings,
overpressure valves, air-dryer system, pumps and relays. The number of units identified for further analysis is
typically limited to two or three out of a population of 100. At this stage (life assessment/profiling) (Figure 9c), highly
specialized experts analyze the units using simulation tools. Detailed data is then sent to the end users’ operational
managers, providing concrete information about whether a transformer can be overloaded, its nominal power or
voltage rating increased or its lifetime extended [4] .
Risk assessment
The risk assessment (Figure 6) is based on two variables. The first, risk of failure, is estimated using the input from
the analysis phase, ie, age or time in service, transformer’s nameplate data (kV, MVA, etc.), application and loading
practices, operational problems or issues, latest field-test data (eg, dissolved gas and oil analyses), availability of a
spare transformer and spare parts. The second variable is the importance of a transformer in a network, indicating
how much of the operator’s system will be out of service if a particular transformer fails. By comparing these two
variables, different levels of urgency for maintenance actions can be defined (Figure 9a). The asset manager can
then ensure that maintenance of high-risk transformers is prioritized.
Asset management scenarios
The risks for a transformer operator include not only the inherent technical risks but also the economic consequences
of a possible fault, eg, the cost of non-delivered energy. With this in mind, ABB and a large operator co-developed
an economical model that evaluates the life-cycle costs of a transformer fleet over a given period (Figure 6). The
model takes into account four categories of costs related to the cost of ownership over the lifetime: investment,
maintenance, operational and consequential costs. Comparative investment scenarios and sensitivity studies can
be run by varying the replacement year or maintenance of the unit. For each scenario, the process shows the
associated net present value. An optimization routine can also be used to automatically minimize the life-cycle
costs of the population. The process outputs a list presenting the optimum time to maintain or replace the individual
transformers or transformer groups. The net present value of the whole population of transformers is determined
by looking at the condition of each unit and the maintenance actions selected to improve their condition. The
operational manager can then evaluate different maintenance scenarios and obtain a summary of the payback of
planned maintenance actions. The novel aspect of the method is that not only are maintenance costs considered
but economical benefits related to the impact of maintenance on reliability are considered as well [5] .
Maintenance packages
ABB provides personalized recommendations and support using available data and state-of-the-art tools and
maintenance packages, as shown in Figure 6. These include regular asset services, early-life inspection, midlife
refurbishment and remanufacturing. For many operators midlife refurbishment has become very important as their
transformers are aging. Midlife refurbishment is an extensive overhaul of a transformer to extend the remaining
lifetime and increase reliability, and is typically performed after half of the expected lifetime. It involves several
maintenance steps, including advanced diagnostics to check mechanical, thermal and electrical conditions. New or
refurbished accessories such as on-load tap changers, bushings, pumps, temperature sensors, valves, gaskets and
water coolers might be used. Refurbishment of the active part through, for example, cleaning, winding reclamping,
connection retightening and installation of new parts, is often an aspect of a midlife refurbishment.
The benefits
Not knowing the risk structure of its fleet, a company tends to overspend on the maintenance of its low-risk transformers
and underspend on the high-risk transformer (Figure10). Overspending on low-risk transformers is a “high-risk
activity,” as approximately 30 to 50 percent of maintenance actions are unnecessary [6] . But needless maintenance
work can be avoided by implementing regular fleet assessments. The use of preventive or predictive maintenance
is improving the transformer economy, which has been challenged by the limited maintenance resources associated
with utility deregulation. Focusing the personnel and capital resources to the prioritized needs – with the priority
based on the condition assessment ranking – can provide improved reliability at a fraction of the cost of traditional
time-based maintenance programs.
It is estimated that life extension of five to 15 years can be achieved with properly focused preventive maintenance
programs. The economic advantage related to preventive maintenance work and corrective actions can also be
expressed in terms of extended life of the transformer assets – this is achieved by eliminating failures that might
have occurred due to the lack of timely critical maintenance.
A proactive approach
ABB TrafoAsset Management provides operators with the information, expertise and maintenance tools they need
to face the challenge of managing their transformer fleets. The result is improved asset management and lower risk
of unexpected failures. In addition, the comprehensive range of data collected, from design to condition assessment,
helps reduce the impact of a failure by enabling the transformer to quickly return to normal operating conditions. By
performing proactive maintenance based on the TrafoAsset Management method, operators benefit from a lower
risk of unexpected failures as well as fewer penalties (for utilities) and loss of revenue (for industry) (Figure 10).
Vol 24 No 2

AMMJ Fit at 50 43
Figure 10 ABB TrafoAsset ManagementTM – Proactive Services in practice
One of ABB’s customers, a major transformer operator, had been using a time-based maintenance strategy,
which meant that it did not know whether the maintenance done on each transformer was adequate for its risk
profile. In addition, the maintenance budget was under pressure due to market liberalization and it was unclear
whether it would be sufficient for the risk structure of the transformer fleet.
ABB thus undertook a fleet assessment study of 128 individual transformers at 54 different substations to
determine the risk of failure of each of the transformers in the entire fleet. The result was a prioritization of the
fleet based on corrective measures, such as detailed design or condition assessment, diagnostic evaluation,
inspection, repair, or replacement. With this information, the customer could then reallocate its resources to
the high-risk transformers and reduce costs in the process.
The benefit of a condition-based maintenance approach is shown clearly in this example. The customer
benefits from an optimized use of time and resources, which results in increased fleet reliability. Much more
of the maintenance budget is now concentrated on the transformers that show a high risk of failure or are of
high importance in the network. These transformers are maintained proactively in order to lower the risk of an
unexpected failure.
Unit Budget prior to fleet assessment Budget after fleet assessment
11 high-risk transformers $110,000 (9% of budget) $245,500 (25% of budget)
47 medium-risk transformers $470,000 (37% of budget) $434,000 (45% of budget)
70 low-risk transformers $700,000 (54% of budget) $294,500 (30% of budget)
Total: 12 transformers $1.2 million maintenance budget $9 4,000 maintenance budget
Distribution of maintenance budget before and after ABB fleet assessment.
The result of the optimized maintenance solution is a savings of 24 percent of the customer’s maintenance
budget ($306,000 annually) as well as having better maintained high-risk transformers.
The importance of asset management and proactive services based on condition assessments of transformers is
paramount due to the increasing average age of the worldwide transformer fleet and the more demanding conditions
regarding quality of uninterrupted energy delivery. ABB’s integrated modular asset-management approach provides
a clear picture of the risk structure and the maintenance required to deliver needed asset reliability and availability.
This allows operation managers to make the best use of maintenance and replacement budgets, allocating funds
to high-risk units.
By reducing the risk of failure within given financial constraints and by minimizing the impact of a failure when it does
occur, ABB’s TrafoAsset Management is providing a powerful service.
For more information on ABB’s transformer offerings, please visit www.abb.com/transformers.
Thomas Westman ABB Power Products Zurich, Switzerland
Pierre Lorin ABB Power Products Geneva, Switzerland
Paul A. Ammann ABB Power Products Baden, Switzerland
References
[1] Institute of Nuclear Power Operations (INPO). (2002, Sept 18). Significant Operating Experience Report, Ref. SOER02-3.
[2] CIGRE Technical Brochure 248. (2004, June). Economics of transformer management.
[3] Boss P., Lorin P., Viscardi A., et al. (2000). Economical aspects and experiences of power transformer on-line
monitoring. CIGRE Session.
[4] Boss P., Horst T., Lorin P., et al. (2002). Life assessment of power transformers to prepare rehabilitation based on technical-
economical analysis. CIGRE Session.
[5] Lorin P. (2004). Lifetime decisions: Optimizing lifetime costs for transformers through informed decisions.
ABB Review Special Report Power Services, 10–15.
[6] IEEE PES Transformers Committee. (2007, March). Tutorial: Transformer fleet health and risk assessment, Dallas, TX.
Further reading
– Eklund L,. Lorin P., Koestinger P., et al. On-site transformation: TrafoSiteRepairTM combines the old with the new
to improve power transformer availability. ABB Review 4/2007, 45–48.
– Jonsson L. Transforming Transforming: Advanced transformer control and monitoring with TEC.
ABB Review 4/2002, 50–54.
– Lorin P. (2005, April/May). Forever young (long-lasting transformers). IET Power Engineer, 19(2), 18–21.
– Lorin P., Fazlagic A., Pettersson L. F., Fantana N. Dedicated solutions for managing an aging transformer
population. ABB Review 3/2002, 41–47.
– Potsada S., Marcondes R., Mendes J.-C. (2004). Extreme maintenance: No location too challenging for an
on-site repair! ABB Review Special Report Power Services, 59–62.
– Westman T. (2009). ABB Transformer Service Marketing and Sales Presentation Pack.
– ABB Transformer Experts. (2006). Transformer Service Handbook.
Vol 24 No 2

The Role of Vibration Monitoring In
Predictive Maintenance
Steve Lacey Schaeffler UK steve.lacey@schaeffler.com
Part 2: Some Illustrative Examples of Vibration Monitoring
in Predictive Maintenance
This is the second of a 2 Part series on Vibration Monitoring. Part 1 Principles and Practice
was published in the January 2011 issue of the AMMJ . Part 1 looked at the basic principles and
techniques of Vibration Monitoring and the economics of Condition Monitoring (CM).
Some Examples Of Vibration Monitoring
As will be shown, vibration monitoring can be used to detect and diagnose problems on rotating equipment
ranging from electric motors to large crushing machines used for mining and processing.
1 - Electric Motor
An example of a vibration spectra
measured axially on the DE (Drive
End) of a 250kW electric motor is
shown in Figure 1.
The nominal rotational speed was 3000
rpm and the rotor was supported by
two radial ball bearings of type 6217 C4
(85mm bore) with grease lubrication.
The vibration spectra are dominated
by vibration at both harmonics and sub
harmonics of the rotor speed (49.7Hz).
The spectrum 0-1kHz shows a number
of harmonics and sub harmonics
of the rotor speed with no bearing
characteristic frequencies being
evident.
In the 0-5kHz spectrum there is a
dominant discrete peak at 1141.8Hz
which neither corresponds with a
harmonic of the rotor speed i.e.
1141.8/49.98 = 22.84 nor with any of
the bearing generated frequencies.
On either side of 1141.8Hz peak are
sidebands spaced at the rotor speed
(49.98Hz) i.e. the 1141.8Hz frequency
is amplitude modulated at the rotor
speed.
This is shown clearly in Figure 2(a),
which shows that in the range 0-650ms
the signal is amplitude modulated at
20.2 ms which, within the measurement
accuracy, corresponds to 49.98Hz, i.e.
the rotor speed. Expanding the time
scale from 500-600ms, Figure 2(b),
shows that the time between peaks is
Figure 1 Vibration acceleration spectra measured axially
on the Drive End (DE) of a 250kW electric motor
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AMMJ
0.87ms i.e. 13.051ms divided by 15
cycles which corresponds to a carrier
frequency of approximately 1149Hz.
Within the measurement accuracy
of 0.0796ms, this corresponds to the
frequency of 1141.8Hz (0.876ms)
shown in Figure 1.
Dividing 1141.8Hz by the rotational
speed of 49.98Hz gives 22.85,
which is not close enough for the
frequency to be a harmonic of the
rotational speed.
One of the extensional vibration
modes of the outer ring was
estimated to be 1158Hz, which is
very close to the measured value of
1141.8Hz. One possible explanation
is that the discrete peak at 1141.8Hz
is an excited natural frequency of
the outer ring.
The dominance of vibration at rotor
speed and the absence of any
frequencies related to the rolling
bearings suggest that the bearings
have experienced such severe
damage to the rolling contact
surfaces that this has resulted in an
increase in radial internal clearance,
allowing significant radial movement
of the rotor.
The envelope spectrum, Figure 3,
shows a dominance of peaks related
to the rotor speed with no evidence
of any bearing characteristic
frequencies.
When the bearings were removed
from the motor and examined the
None Drive End (NDE) bearing had
a ball running path offset from the
centre of the raceway towards the
shoulder.
The DE bearing had significant
damage all around both raceways
and the rolling elements shows
signs of severe distress. It was clear
from the NDE bearing, however,
that the cause of the failure was too
tight a fit between the outer ring and
housing.
This resulted in the bearing being
unable to move in the housing
and compensate for axial thermal
expansion of the rotor, leading to a
high axial load.
During a “run up” test prior to
installation in the plant, the RMS
vibration level of the motor in the
frequency range 0-1kHz before and
after fitting the new bearings was
0.304g and 0.335g respectively.
Role of Vibration Monitoring in Predictive Maintenance
Figure 2. Time signals of vibration acceleration measured
axially on the Drive End (DE) of a 250kW electric motor.
(a) Vibration acceleration 0-650ms
(b) Vibration acceleration 500-600ms
Figure 3 Envelope spectrum of vibration acceleration measured
axially on the DE of a 250kW electric motor.
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AMMJ
2 - Generator
During the initial running-in phase
of a 2MW generator on a test
bed, an intermittent rattling noise
was evident. The generator was
fitted with a radial ball bearing
(type 6232) at the drive end (DE)
and a cylindrical roller bearing at
the non-drive end (NDE).
Both bearings were grease
lubricated. The initial suspicion
was that the rattling noise was
related to the cage because it
was intermittent and became
worse as the bearings reached
operating temperature. Vibration
measurements obtained from the
DE of the generator are shown in
Fig. 4.
The acceleration time signal
shows what appears to be
random bursts of high frequency
vibration but, on closer inspection,
this was in fact modulation at the
cage rotational frequency.
The time period between the
pulses corresponds to the
revolution of the cage, 84ms
(f c/o=11.9Hz). Also present are
pulses spaced at 9.3ms which
correspond to the BPFO - Ball
Pass Frequency Outer Ring (f b/o
=107.9Hz) of the type 6232 ball
bearing. Dividing the time period
for one revolution of the cage,
84ms, by 9.3ms gives the number
of rolling elements 84/9.3 = 9
Although vibration at cage speed
is evident in the time signal,
there are no peaks evident in
the spectrum at cage speed,
Figure 5(a). This is because the
energy produced by the cage is
very small and evidence of any
vibration related to the cage
is contained within the overall
carpet levels of the spectrum.
By reducing the amplitude scale,
Figure 5(b), some evidence of
cage vibration starts to appear
with discrete peaks becoming
just noticeable at 11.9, 24, 36Hz
i.e. the first three harmonics of
the cage speed. The 6th (72Hz)
and 7th (84Hz) harmonics of the
cage speed are also evident.
Role of Vibration Monitoring in Predictive Maintenance
Figure 4 Radial vibration acceleration measured at the DE end cap
Figure 5 Vibration acceleration measured radially at the DE of a generator
(a) Base spectrum
(b) Base spectrum with zoomed amplitude
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AMMJ
Figure 6 Envelope spectrum obtained from the DE
end cap of a 2MW generator with rattling noise present
While the base spectrum shows evidence of cage vibration, on closer examination vibration at the cage speed
is readily seen in the envelope spectrum at 10.9Hz along with the BPFO, which was not evident in the base
spectrum, Figure 6. The envelope spectrum was obtained by using a higher sampling frequency giving a
frequency resolution of 1.56Hz and the cage frequency of 10,9Hz is within the measurement accuracy.
Vibration measurements
were also obtained when the
rattling noise was absent and
vibration at both the cage
rotational frequency and BPFO
(Ball Pass Frequency Outer
Ring) were not evident in the
envelope spectrum, Figure 7.
The presence of vibration at
the cage speed and BPFO
does not necessarily mean the
bearing is in distress. Even a
geometrically perfect bearing
will generate vibration 1.
Cage noise, which can be
loosely described as rattling, is
not uncommon in ball bearings
fitted with pressed steel cages.
This is particularly true under
minimal lubrication conditions,
where the lubricant cannot
provide sufficient damping
as the cage interacts with the
rolling elements and, in the
case of ring guided cages, with
the cage guiding surface as
the rolling elements speed up
and slow down when entering
and leaving the load zone.
The cage motion is often
erratic; the cage may rise and
fall in slow running bearings
while it may run eccentrically
in high speed bearings due to
the effects of centrifugal force.
The first bending mode of
the cage may also be excited
giving rise to a squeal or
squeak which may be in the
low kilohertz range for a 25mm
bore bearing.
Role of Vibration Monitoring in Predictive Maintenance
Figure 7 Envelope spectrum obtained from the DE end
cap of a 2MW generator when the rattling noise was absent
Figure 8 Radial vibration acceleration spectrum on the
housing of a vertical impact crusher
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AMMJ
Cage noise is not uncommon especially
in grease lubricated bearings and is often
symptomatic of the running-in process
as the grease is worked or “milled”
and disperses itself within the bearing.
Similarly, the presence of vibration at the
BPFO does not necessarily indicate a
problem and may be a result of variable
compliance (see “Variable compliance”
section of Part 1).
3 - Vertical Impact Crusher
A vibration assessment was made on a
vertical impact crusher prior to undergoing
field trials. The main aim was to verify
that the new bearing arrangement,
comprising a cylindrical roller bearing
(type NU2230E) and duplex bearing
(type QJ326) at the DE and a cylindrical
roller bearing (type NU2230E) at the
NDE, was operating satisfactorily.
The shaft rotational speed was 1750 rpm
and it was driven by a pair of bevel gears
with a ratio of 1:1(36 teeth), giving a gear
mesh frequency of 1050Hz.
Vibration acceleration was measured
radially on the rotor gear drive housing,
Figure 8.
Vibration at shaft rotational frequency
(29.2Hz) is evident along with a number
of harmonics. Vibration is also present
at 237Hz, which corresponds to the
BPFO of the cylindrical roller bearing,
along with harmonics at 474Hz and
711Hz which are just evident on the
linear amplitude scale.
The predominant vibration is at the gear
mesh frequency, f gm, of 1048Hz, along
with a number of sidebands at the shaft
rotational frequency, f s. The presence
of sidebands at rotational frequency is
not unusual, especially in the case of
sidebands at f gm ± f s.
As more sidebands appear at higher
amplitude, however, this is normally
an indication of gear eccentricity or
backlash. It was therefore decided
to remove the drive shaft, inspect the
bearings and adjust the gear backlash.
All the bearings appeared in generally
good condition, although it should be
emphasised that because the bearings
were not removed from the housing it
was not possible to inspect the outer
ring raceways, especially those of the
cylindrical roller bearings where vibration
at f b/o had been detected albeit at a
relatively low amplitude.
Role of Vibration Monitoring in Predictive Maintenance
Figure 9 Radial vibration acceleration spectrum on the housing
of a vertical impact crusher after adjustment of gear backlash
Figure 10 Comparison of sidebands around gear mesh frequency
(a) Before adjustment of gear backlash
(b) After adjustment of gear backlash
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AMMJ
Due to variable compliance effects,
bearings will always exhibit vibration
at their characteristic frequencies,
so the detection of a discrete peak
is not necessarily an indication of a
problem.
Conversely, a bearing in an advanced
failure condition will not necessarily
generate vibration at the characteristic
frequencies. It is therefore important
to interpret vibration data with a great
deal of caution until experience has
been built up.
After reassembly, the vibration
measurements were repeated and the
results are shown in Figure 9.
After resetting of the machine, the
gear backlash was reduced and the
running speed sidebands around the
gear mesh frequency were significantly
reduced in both number and amplitude,
Figure 10.
Figure 11 shows the corresponding
time signals, both modulated at the
rotational frequency, 29Hz (34.4ms);
the RMS of the raw signal and
enveloped signal decreased from
1.08g and 1.59g to 0.70g and 1.06g
respectively after resetting of the
machine.
4 - Wind Turbines
Wind power is a rapidly growing form of renewable energy in many parts of the world. As an established
source of renewable electricity generation, they are set to play an important role in future energy supply around
the world. In the UK, there is increasing interest in placing wind turbines offshore, which offers a number of
advantages including improved wind conditions and reduced planning restrictions. However, the environment
in which offshore wind turbines must operate is more demanding and often extreme, demanding a higher
degree of integrity and reliability if costs are to be minimised.
Due to the remote location and poor accessibility of wind turbines, it is important that faults are detected
early and consequential damage reduced or avoided and repair costs minimised. This will lead to shorter
downtimes and reduced loss of revenue. Detecting bearing damage early could mean the difference between
replacing the gearbox at a cost of around €250000 and replacing the bearing at a cost of €5000.
Wind turbine gearboxes are subject to high dynamic
loads and, due to changing wind conditions, the
load spectrum varies greatly and includes high
peak loads and low load operating conditions. The
high static safety required for maximum load means
that bearings with high load carrying capacity are
required. When there is little wind, however, loads
are low and this can lead to damage due to sliding
of the rolling element set. As a result, many field
operating failures are a consequence of gearbox
bearing failure. Misalignment, poor lubrication and
maintenance also contribute towards this trend.
Figure 12 shows the spectrum from a gearbox
output shaft where the BPFO, 183Hz, and the
harmonics are clearly evident. Sidebands at the
rotational speed, 18.7Hz, are also present.
Role of Vibration Monitoring in Predictive Maintenance
Figure 11 Acceleration time signal on the housing
before and after resetting of the gear backlash
(a) Before resetting of gear backlash
(b) After resetting of gear backlash
49
Figure 12 Frequency spectrum from gearbox output shaft
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AMMJ
The gearbox was taken out of
service for inspection and a
photograph of the damaged inner
ring raceway of the cylindrical roller
bearing located on the high speed
shaft is shown in Figure 13.
Role of Vibration Monitoring in Predictive Maintenance
Figure 13 Damage on the bearing inner ring raceway of a gearbox output shaft
An example of an envelope
spectrum obtained from a wind
turbine gearbox is shown in Figure
14. Vibration at 227.1Hz, which
corresponded to the BPFI of type
NU2326 cylindrical roller bearing
located on the gearbox output
shaft, is clearly evident along with
sidebands at the shaft rotational
speed. Inspection of the bearing
revealed an inner ring raceway
defect. This data was obtained
from the FAG WiPro online
Condition Monitoring system
which was monitoring a VESTAS
V90 turbine.
Figure 14 Envelope spectrum obtained from the gearbox output shaft of a wind turbine
Summary
In some industries, maintenance is the second largest or even the largest element of operating costs and as
such as becomes a cost control priority. Equipment failure not only affects plant availability but also safety, the
environment and product quality. It can also impact on customer service in terms of missed deadlines and loss
of confidence.
The complexity and cost of modern day plant and equipment means that plant condition monitoring is now
becoming a much more cost-effective option. Although many industries have and still do take a reactive approach
to maintenance, since there are no upfront costs, they pay the price in terms of increased plant downtime or lost
production.
Vibration monitoring is still probably the most widely used predictive maintenance technique and, with few
exceptions, can be applied to a wide variety of rotating equipment. Vibration monitoring allows the condition of
machinery to be determined as it operates and detects those elements which start to show signs of deterioration
before they actually fail, sometimes catastrophically. With this type of approach, unplanned downtime is reduced
or eliminated, thereby increasing plant availability and efficiency and reducing costs.
Rolling bearings are a critical element in many rotating machines and generate characteristic vibration frequencies
which can combine to give complex vibration spectra which at times may be difficult to interpret other than by
an experienced vibration analyst. In the case of rolling bearings, however, characteristic vibration signatures
are often generated in the form of modulation of the fundamental bearing frequencies. This can be used to
advantage and vibration condition monitoring software is often designed to identify these characteristic features
and provide early warning of an impending problem. This usually takes the form of signal demodulation and the
envelope spectrum which indicates early deterioration of the rolling/sliding contact surfaces.
References
1. Lacey S J. An Overview of Bearing Vibration Analysis, Schaeffler (UK) Technical Publication.
First Published in the Maintenance and Engineering Magazine (2010)
50
Vol 24 No 2

Technical Short Feature:
Machinery Troubleshooting - First Impressions
When troubleshooting a machinery problem, whether for an
unusual vibration problem or a component failure such as a bearing
or seal, first impressions from the initial machinery inspection are
very important. Any troubleshooting exercise should begin with
a thorough investigation of machine history - process, design,
operation, maintenance, and all available machine details. These
first impressions are necessary to make sure the troubleshooting
team is fully armed with important data and minimize the chances
of a misdiagnosis.
Many people new to the troubleshooting process have a
tendency to immediately pick up tools and start working. A better
approach is to put the tools down and collect first impressions.
While they might not immediately reveal the problem, they may
identify a number of issues that are impacting overall reliability.
Recommendations for these initial inspections include:
1. Overall cleanliness - Good housekeeping often reveals that machinery maintenance practices are held
to a higher standard. Look beyond dust to the condition of the base and foundation, piping supports, seal
leaks, etc., for evidence of maintenance practices or environmental factors that negatively impact reliability.
What are the expectations that a field repair can be conducted without introducing contaminants that will
shorten the life of the replacement parts?
2. More detailed machine inspection - Start with the machine base and look for obvious signs of decay
or improper anchoring. Move up to the feet and inspect the shims and hold-down bolts. Poor practices at
the base often reveal a lack of quality of other repairs. Move to the shaft and drive (i.e., couplings, belts,
etc.) and look for evidence of shaft damage, improper coupling assembly, and incorrect key length. While
issues with these areas may not be the cause of the current problem, improvements made with the required
repairs will improve machinery reliability.
3. If running, perform a basic vibration check - Use a simple tool such as a coin with serrated edges to obtain
an impression of relative machinery movement if the machine is still running. While vibration measurements
tend to focus on the bearings, with coin in hand, start at the base and work up to the bearing locations to feel
for unusual movement. Pay close attention to boundaries and connections such as the base-to-foundation,
machine feet-to-base, and all piping and conduit. A simple condition such as a loose base-bolt can have a
dramatic impact on the machine.
4. Keep detailed notes of the initial impressions – They will provide a comprehensive and professional report
on improvements that will impact the life and reliability of the machine. While at the machine site, inspect
other equipment in the area for similar issues and carefully present this information to the stakeholders.
While no one likes to have their flaws revealed, a good presentation of steps that can be followed to
positively impact machinery will be well received.
Motor Feet Outside Base - Poor Support
Content and pictures courtesy of SKF @ptitude Exchange
Base Not Flat
Vol 24 No 2

Maintenance News
Dr Gunawan Joins Monash University to Lead MRE
Dr Indra Gunawan has joined Monash University to lead and
teach in the postgraduate programs in maintenance and reliability
engineering. He joins following 5 years at New Zealand’s
Auckland University of Technology.
Indra graduated in Civil Engineering from Parahyangan
University, Indonesia, and gained his master’s degree in
Construction Management and a PhD in Industrial Engineering
from Northeastern University, USA. His research interests
include project management, reliability engineering and
operations management.
He replaces Ray Beebe, who has led these off-campus programs
since 1996 and seen them grow to reach students in many
continents. Ray retired from tenure in 2010, but continues parttime
with teaching in condition monitoring. He continues to be
available for speaking engagements and is writing his third book,
provisionally titled “Condition monitoring of steam turbines”.
www.gippsland.monash.edu/science/mre
Bermuda Electric Light Company Selects Oniqua
Oniqua Enterprise Analytics, the leading provider of MRO
(maintenance, repair and operations) analytics software
solutions for asset-intensive organizations, has announced that
Bermuda Electric Light Company Limited (BELCO) has selected
Oniqua Analytics Solution (OAS) to optimize its inventory levels,
increase operational efficiency and ensure reliable delivery of
electric service to the residents and businesses of Bermuda.
BELCO is Bermuda’s sole supplier of electricity, operating a
generating plant and transmission and distribution system.
OAS will help ensure the right MRO materials are available
when needed to perform planned and corrective maintenance
for BELCO’s power supply team.
“Our analysis indicated that by maintaining its current material
management processes without taking any corrective actions,
BELCO would continue to increase inventory value and costs
without making any positive service level impact on the critical
spares necessary for the maintenance operation,” stated Lindsay
Clarke, President of Oniqua Americas.
“OAS, supported by Oniqua professional services, will help
BELCO eliminate unnecessary inventory; improve and maintain
the data integrity of its parts catalog; generate accurate,
business-critical reporting; and rapidly develop critical inventory
analyst expertise.”
OAS is an advanced and comprehensive analytics solution for
inbound MRO optimization. OAS provides the unique capability
to perform end-to-end analyses of MRO inventory, maintenance
and procurement activities, and then transform raw data into
actionable information for smarter decision making.
In a recent research report entitled, Utilities Improve Financial
Performance for MRO Inventory, Maintenance, and Procurement:
Ralph Rio, Research Director Enterprise Software, ARC Advisory
Group, stated, “With a utility’s sizable and widely distributed
MRO inventory, the investment in OAS can provide significant
returns... OAS provides utilities with a comprehensive solution
for optimizing MRO inventory, maintenance and procurement
activities. It uses analytical tools to determine what materials
are needed, when they should be ordered, how much stock to
maintain, and what suppliers to use. This provides an opportunity
to improve asset availability and materials costs... and improve
the P&L statement and balance sheet.”
www.oniqua.com
Thermal Cameras Play Their Part In
Flood Recovery
Deadly floods on Australia’s eastern seaboard have left a trail
of destruction with thousands of properties in need of damage
assessment and repair in coming months.
At the forefront of the road back to recovery will be an army of
building inspectors and professional thermographers armed with
no more than an infrared camera.
These hi-tech cameras can detect, spot and measure temperature
differences over entire surfaces.
Residual moisture, mould or dampness problems can be easily
identified by thermal imaging cameras. For many flood victims,
IR images will be required as buildings and property are able
to be assessed by thermal image without the need for further
damage or demolition.
Newly released FLIR E-Series handheld thermal imagers from
FLIR Systems, have further refined the skill in ‘moisture-spotting’
through the use of MeterLiNK which frees the thermographer
from the manual process of collecting field data.
Using WI-FI and Bluetooth® technologies, MeterLiNK enables
the thermographer to wirelessly transmit diagnostic data from
clamp and moisture meters directly to the camera and associate
these readings with the corresponding targets stored in an
infrared image for accurate, coordinated documentation.
Voice comments can be added via Bluetooth headset and text
notes from the touch-screen keypad.
For building-related professionals concerned with tracking
moisture and water entry, MeterLiNK works with the Extech
InspectorPro MO297 multi-function moisture meter and
psychrometer. Using Wi-Fi, images and data can be sent to an
iPhone(R) or iPad(R) to share reports and critical information
quickly.
Roger Christiansz, General Manager FLIR Systems Australia
said: ‘MeterLiNK enables FLIR customers to integrate valuable
readings from advanced, multifunction Extech meters into one
format, infrared image.
‘MeterLink and the related connectivity features we are
introducing represent FLIR’s commitment to driving innovation
and leadership in the infrared camera industry.’
FLIR SYSTEMS Australia P/L www.flir.com
VAM Handheld Vibration Analyzer
Datastick Systems, Inc., has announced the immediate
availability of its VAM Vibration Acoustic Monitoring package
for its VSA(TM) line of handheld Vibration Spectrum Analyzers,
which are used in the maintenance of machinery, such as pumps,
fans, motors, and compressors.
The package includes industrial noise-canceling headphones
with safety earmuffs and both Passive and Active Noise
Cancelation. The package also includes an in-line amplifier for
adjusting the sound level, as well as cabling and connector.
“Many vibration experts will use headphones as electronic
stethoscopes in the normal signal acquisition process, so they
can simultaneously ‘listen’ to the sensor output while observing
the time or frequency spectrum displays,” said John Visotsky,
Chairman of the Atlanta Chapter of the Vibration Institute. “This
additional capability helps distinguish between bearing faults,
race defects, lubrication requirements, gear mesh faults, rubbing
and other defects. Vibration novices will learn the sounds of
the problems they are finding, and gain greater certainty with
their tools. Audio signal output adds one more perception to a
vibration analyst’s toolset.”
Vol 24 No 2

Maintenance News
Penny Melrose, Datastick CEO, said that the new accessory
package was the direct result of requests from customers.
“Analysis of the waveforms and frequency spectra of the vibration
from machines with problems can prevent costly, unpredicted,
and sometimes dangerous breakdowns. The VAM Vibration
Acoustic Monitoring package gives maintenance and reliability
managers and technicians an extra dimension in their analysis
of vibration signals.” www.datastick.com
Simple Tools Are Often The Best
Mounting larger rolling element bearings is a technical job that
can be frustrating without the proper tools. In one case, the
mechanics on a job were attempting to mount two 22244 spherical
roller bearings on a vertical pinion gear shaft. The bearings had
to be driven up a tapered adapter sleeve to properly reduce the
clearance. The problem? They didn’t have the right tool for the
job. This bearing was to be mounted on a SNW44 series Sleeve/
Nut/Washer. The AN44 size nut is approximately 8.5” (216 mm)
in diameter at the threads.
The workers had been trying for
three days to advance the nut
on the threaded adapter sleeve.
When they finally called for help,
the problem was obvious. They
were trying to advance the nut
using a home-made piece of
key stock! The existing nuts
were quite bashed up and had
to be replaced. A quick visit to
the trunk of the local SKF Field
rep produced the proper tool: an
Impact Spanner. Both bearings
were properly mounted within
an hour after the right tool was
applied.
The impact spanner is the “big brother” to the standard hook
spanner. It’s made of special iron that takes a solid hit and
doesn’t chip. The most important item to remember is that this
spanner is designed to be hammered right on the head of the
tool, NOT on the handle. Hitting the handle usually breaks it off.
The TMFN series is available in several sizes to fit nuts from
about 5” - 30” (125mm - 750mm.)
Contents and pictures courtesy of SKF @ptitude Exchange.For
assistance with mounting procedures, go to:
www.skf.com/mount.
MESPAS launches Release R5.13 of its Fleet
Management Software mespas R5
MESPAS AG has released version 5.13 of its fleet management
software mespasR5. With morethan 80 new functionalities and
modifications, this software upgrade is the most complex and
largest ever released by MESPAS. It contains enhancements
and innovations to benefit the operational as well as the
management side of a shipping company’s business. The
most important innovations relate to the mespas Cube and
mespas Reporting Engine. Over 80 new functionalities and
enhancements MESPAS announced that it has released in its
new software upgrade mespasR5.13 on January 15, 2011.
New features include a complete redesign of the Planned
Maintenance System (PMS) – now called Asset Management
System – which is further improving the system’s architecture as
well as the functionality and look & feel of the user interface.
Additional enhancements were implemented in part
management, procurement, and maintenance. For example:
simplified recording of jobs; enhanced part management
functionalities including location history; easy categorization of
53
recurring jobs; and many others. All software enhancements
and new functionalities in mespas R5 come free of charge to
MESPAS customers. Two major innovations are the mespas
Cube and mespas Reporting Engine:
The mespas Cube, installed on board the ships, is a small
offshore server (see attached picture). It acts as the hub between
the vessel’s PCs and the central database ashore.
With the Cube, the vessel
client architecture was
changed from a “single
user/single PC” to a
“client/server” architecture,
which is fully network and
multi-user capable. This
means, the software can
be run on multiple PCs on board the ship, without impinging on
the software’s ability to synchronize and work with the central
database ashore. Since everything is pre-installed and preconfigured
on the mespas Cube, there is no IT knowledge or
intervention needed on board the ships to ensure the safe and
robust running of the software. In addition, the mespas Cube
allows automating certain processes.
Ship owners and ship managers require accurate and timely
information on the performance of their fleet as the basis for
informed decisions. The new mespas Reporting Engine was
developed with this need in mind. “Those responsible for the
cost-efficient running of a whole fleet need a tool that gives them,
at the push of a button, the ability to review critical performance
indicators, purchasing analyses, budgeting information as well
as a variety of technical overviews“, says Daniel Gsponer,
Chief Technology Officer of MESPAS AG. “All this information is
available within the Reporting Engine.”
The overviews, comparisons and analyses can be run on
single vessel level as well as across products or even the entire
fleet, thanks to the centralized database. With the mespas
Reporting Engine, the huge amount of data that is recorded and
documented every day can be analysed and made available to
relevant internal and external stakeholders.
www.mespas.com
FLIR E-Series Creates New Class
For IR Handheld Cameras
FLIR Systems has unveiled its new-generation E-Series range
of compact thermal imaging cameras - packed with new features
like WiFi and Bluetooth®. connectivity, Touch-Screen and
iPhone App – to maintain its leadership status in the predictive
maintenance and building inspection IR markets.
Available in three different ‘point and shoot’ models – E40, E50
or E60 for electrical and industrial and a bx range for building
- the totally re-designed handheld cameras are lightweight and,
according to FLIR, ‘very competitively priced.’
FLIR is describing the new range as ‘the best performing
and value for money compact thermal imaging cameras ever
produced that are designed to fit both your IR inspection program
and neatly in the palm of your hand.’
Designed for those looking for high quality resolution, FLIR E-
Series has more user-friendly features like MeterLiNK, large 3.5”
LCD screen and the ability to communicate findings efficiently
and easily using Bluetooth®.
Weighing in at 800g (lightest in class) and tested to survive and
maintain accuracy after a 2m fall to concrete, FLIR says the ‘E-
Series range is the best performing value-for-money IR cameras
available, made ‘tough’ to stand the rigors, shocks and vibrations
of daily use’.
Roger Christiansz, Managing Director FLIR Systems Australia:
‘ The E-Series are new-generation IR cameras with all the mod-
Vol 24 No 2

cons and class-leading features you would expect from FLIR.’
E-Series is a successful combination of strong industrial
design and lightweight materials. The result is a camera that is
ergonomically a pleasure to use and one that will not weigh you
down as you go about your business, whatever the application.
‘We expect demand for the E-Series to come from a wide
spectrum of sectors including manufacturing, R & D, automotive,
electronics, logistics, renewable energy, construction and HVAC
all looking for value for money, user-friendly thermal imager
rugged enough to take it and still deliver superior image quality.’
FLIR E-Series boasts a host of new
features including:
• Thumbnail JPEG image gallery
• High thermal sensitivity Accuracy
± 2% and 0.1°C
• Long life battery 4 hours
• Fusion Picture-in-Picture (P-I-P)
• Copy images to USB
• Thermal fusion (E40/E50)
• Instant reports (E60)
• Text and voice annotations
• Transmit images to smart iphone
or tablet PC
www.flir.com
Maintenance News
Marine Software’s PM Job Lock
U.K. based Marine Software Ltd have successfully supplied their
MPM - Marine Planned Maintenance solution to Swedish based
Rederi AB Uman. These PMS systems will be installed on three
Gibraltar flagged self-discharging general cargo vessels, which
operate mainly in the Baltic and North Sea regions.
Marine Software also delivered a central OPM – Office Planned
Maintenance system for Rederi AB Uman’s Karlshamn office.
This provides all shore side technical staff the ability to monitor
fleet maintenance status ashore.
Reederei AB Uman were very interested in the “PM Job Lock”
module, to ensure once the MPM database was operational onboard,
that no crew member would be able to make Job Card
amendments to job instructions or interval periods, even as the
system administrator.
The central office OPM users could then control these changes
ashore and submit simple job card update files to the vessels
for the reflective changes to be made. This type of control is
becoming increasingly popular throughout Marine Software’s
client base, as it ensures on-going database integrity especially
for same class sister vessels.
Mr Björn Holm, Fleet Manager Comments:
“For us the choice of planned maintenance system was simple;
a user-friendly program with a lot of module functions that can be
built on to fit just our organisation, and a great support function
as well.“ www.marinesoftware.co.uk
Guohua Wind Turbines Choose SKF Remote
Monitoring
When the fourth biggest wind farm operator in China increases
their installed capacity by 50% within one year, that indicates
a company that knows its business. And one of the business
aspects that all wind farm operators need to take care of is “turbine
reliability” – keeping the turbines turning as much as possible
and keeping maintenance activities down to a minimum.
Reduced or controlled maintenance is always a valuable
contribution to bottom line profitability, but when you’ve got
2000 MW of installed capacity then you are talking about huge
54
amounts of money. That is why Mr. Zhou Weihua, Deputy General
Manager of the Production Department, took a decision in 2008
to evaluate his maintenance strategy and the technology to be
applied within that strategy. A critical decision was to look for the
most reliable and experienced way to determine the health of his
turbines in the fastest and most effective way.
With a few different turbine designs and sizes out in the field
he needed the best possible way to get reliable and regular
information about the general condition of selected turbines of
these designs and types. At the same time he wanted identify
any typical negative trends that might occur in the various, but
differing, field operating conditions that the turbines would be
deployed to.
Not being satisfied with his previous assessment process of
only using temperature readings of gearbox oil and generator
bearing housings, he wanted to investigate on-line monitoring,
where vibration signals from critical components are collected
24 hours a day and analysed to determine exactly if and where
problems are developing, and how severe any problems were.
This type of monitoring would also provide valuable knowledge
that could allow critical maintenance to be planned and avoid
unexpected and very costly breakdowns.
His first step was to make a deep investigation of what technology
was available and the quality and knowledge of the suppliers.
These investigations covered all the key suppliers of such
technology but contacts with other wind farm operators in China
quickly brought him to consider SKF and their turbine monitoring
system for further discussions. After direct contact with SKF, I
heard that they had recently been successful with remote online
monitoring, where data from the monitored turbine in the
wind farm were transmitted by Internet to their specialists for
analysis.
In order to get first hand experience of their remote on-line
capability he visited their Intelligence Centre Wind (ICW), their
major wind turbine diagnostic centre in Hamburg, Germany”.
“In Hamburg I saw examples of almost all the capabilities
of a SKF WinCon system, because there were so many
systems deployed in so many wind farms. The level of detail
that the system could give was clearly demonstrated, and the
explanations by the people making the analysis clearly indicated
that they knew all about wind turbines and the critical machinery.
The Hamburg visit gave me the confidence to set up a field trial
on some turbines in Guohua wind farms in 2009”.
The field trial involved 11 SKF WindCon systems to be deployed
across 3 wind farms; one in Jiangsu province, one in Shadong
province and one in Inner Mongolia. Around the time SKF were
installing their systems in the Guohua turbines SKF had opened
a Remote Condition Monitoring Centre in Shanghai. Having SKF
experts so close was an added benefit to Mr. Zhou and he was
anxious to get the systems operating and see what the results
would be.
The data was collected on
a local server at each wind
farm and transmitted to an
SKF server in Shanghai for
analysis. Any immediate
emergency situation would
be reported at once but an
‘emergency situation’ was
not detected at start up of
the monitoring, and a report was issued once per month to the
wind farm site managers and Mr Zhou.
The reports contained the detailed vibration spectra for the key
components being monitored, together with a brief statement that
summarised the analysis of the data in terms of the condition of
the component. But there was also a “report grid” that indicated
the components being monitored and each one had one of 3
colours; green, yellow or red to give immediate indication of the
condition, with green being OK, yellow being a slight to major
Vol 24 No 2

Maintenance News
deviation from the “acceptable levels or trends”, and red being
something requiring immediate attention.
The first results were good, because Mr Zhou could “see” for the
first time what was really happening with his critical machinery.
The SKF WindCon systems delivered the vibration spectra,
similar to those he saw in Hamburg, and the SKF experts in
Shanghai interpreted the data in terms of the condition of the
bearings, potential misalignment, gear damage etc.
During the six months to January 2010, the SKF WindCons
provided good information on the turbines allowing Mr. Zhou to
determine if and what maintenance would be required. In that
period one of the installed SKF WindCons identified a severely
damaged generator gearbox bearing at the Inner Mongolia wind
farm.
“The SKF WindCons did their job, said Mr. Zhou, they kept
me informed and the early identification of the severity of the
damaged bearing in Inner Mongolia was enough to allow us to
plan for replacement at minimum cost and disturbance to the
planned electricity supply from the turbine”.
Since the tests Guohua have installed another 58 SKF WindCons
and a further 280 have been ordered.
www.skf.com
Logica Australia Partners With IBM
Logica Australia, a leading IT and business services provider,
has announced it has expanded its asset management offering
by signing a new agreement with IBM to resell, deliver and
support Maximo® Asset Management.
“Logica already has a very strong asset management practice
in Australia,” said Paul Sargeant, Director, Enterprise Asset
AMMJ Sponsors and Supporters
55
Management. “We have been working closely with our clients
over the past 20 years to design, build and manage enterprise
asset management solutions that help them gain maximum
value from their asset life cycles.”
“Our clients will now be able to procure this best of breed asset
management software directly from Logica, packaged with
certified professionals who understand the core benefits and
challenges of integrating Maximo with exiting systems to simplify
their processes,” added Sargeant.
Maximo is asset management software that provides lifecycle
and maintenance management for all asset types to help
companies gain maximum value from their investment, business
and IT assets within their lifecycle. The software provides a
single platform to track enterprise assets, ICT assets, and
mobility assets, and is a critical application for Logica’s clients
in the energy and utilities, transport and logistics, engineering
services, retail and public sectors.
Logica is one of the few organisations that has IBM Maximo
certified professionals working across both its sales and delivery
teams. Logica’s skilled team supports clients with planning,
implementation and the ongoing management of Maximo to
remove the complexity and ensure a smooth transition.
“The most effective asset management solutions are those that
track assets across the whole enterprise, rather than taking a
siloed approach for individual departments. We help our clients
take this philosophy one step further by showing them where
they can achieve additional benefits by integrating Maximo with
other critical business systems and supporting this rollout,” said
Sargeant.
For more information on Maximo please visit: http://www-01.ibm.
com/software/tivoli/products/maximo-asset-mgmt/
www.logica.com
The AMMJ has been published since 1988 (originally as the Maintenance Journal). Our survival over
those years has depended on the support given by our Advertisers. In these days of multi media options
the AMMJ particularly wish to thank our major current Advertisers who have advertised with the AMMJ
over many issues:
PLATINUM Sponsor and Supporter (Inserts and Multiple Page Advertising)
SKF Reliability Systems rs.marketing@skf.com www.skf.com.au www.skf.com.au/training
GOLD Sponsors and Supporters (Full Page Advertising)
ARMS Reliability www.globalreliability.com
FLIR info@FLIR.com.au www.FLIR.com.au
Infratherm info@infratherm.com.au www.infratherm.com.au
OMCS International steve@omcsinternational.com www.reliabilityassurance.com
SIRF Rt www.sirfrt.com.au www.rcart.com.au
The Asset Partnership mail@assetpartnership.com www.assetpartnership.com
SILVER Sponsors and Supporters (Half Page Advertising)
Apt Risk Management www.aptgroup.com.au
Assetivity www.assetivity.com.au
You can show your support for the AMMJ by taking a look at the advertising in this issue
and by visiting the advertiser’s web sites.

Maintenance
2011 Seminars
Seminar 1 (1 Day)
The Why, What, How and Who
Of Maintenance
Maintenance Costs. What Maintenance Does Your
Organisation Need. Deciding What Maintenance Can
Be Applied To Your Assets. Planned Maintenance,
Preventive, Predictive, and Proactive Maintenance.
Maintenance People, Maintenance Skills & Structures.
Seminar 2 (1 Day)
Maintenance Planning and
Maintenance Management
Maintenance Planning, Scheduling and Control,
Maintenance Stores, Computerised Maintenance
Management Systems, EAM’s and ERP’s, Maintenance
History Collection, Using Maintenance Data. An Introduction
To Maintenance Management and Asset Management.
Seminars 1 and 2 Presented By Len Bradshaw (Aust)
Workshop (1 Day)
Applying Best Practices to
Maintenance Planning &
Control
Ricky Smith has worked in Maintenance for some of the Best companies in the World
and also was a Maintenance Company Commander in Iraq and Kuwait. Lessons
learned from this experience are identified and discussed in this Workshop.
Developing Effective Work Procedures. The Roles of a Planner. Planning Proactive
Work Process. Feedback on the Plan once it has been executed. Daily and Weekly
Scheduling. What to do about a low wrench time. Maintenance Planning effect on
Work Execution. Feedback to the planner and schedulers. Maintenance Metrics and
much more.
Workshop Presented By Ricky Smith (USA)
Who Should Attend:
Tradespersons, Technicians,
Planners, Schedulers,
Maintenance Supervisors,
Engineers, Managers and
Operations Personnel.
Venues
Brisbane
14 - 16 September 2011
Melbourne
19 - 21 September 2011
Organised By Engineering Information Transfer P/L and the Asset Management and Maintenance Journal

Seminar 1 Duration - 1 Day
The Why, What, How and Who
Of Maintenance
Presented by Len Bradshaw
1. Consequences of Good or Bad Maintenance
• The direct and indirect costs of Maintenance.
• The real cost of failures and cost of downtime.
• Do you identify and record real maintenance costs.
• What do you cost and what are you worth.
Displaying your value to your organisation.
• Maintenance as a profit creator.
• Short term and long term impact of insufficient
resources in Maintenance
• Effect of too little or too much planned maintenance.
• Your Impact on Safety, Insurance and Legal Costs.
2. Maintenance Activities
• The different activities performed in maintenance.
• Emergency, corrective, preventive, predictive,
condition based, and Proactive 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.
3. Improving Maintenance Activities
• Introduction to maintenance plan development.
PM’s and repair proceedures.
• Moving through Preventive / Predictive to Proactive
Maintenance.
4. 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
• Visual inspections, oil analysis, vibration monitoring,
thermography, acoustic emission, boroscopes, fibre
optics, alignment techniques, residual current.
5. The People and Structures In Maintenance
• 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.
• Maintenance Outsourcing/Contracting - for and
against.
• Introduction to what the best do: Leadership,
recruitment, training, flexibility, motivation,
teams, TPM, performance, rewards, core skills
and outsourcing.
Seminar 2 Duration - 1 Day
Maintenance Planning and
Maintenance Management
Presented by Len Bradshaw
1. Computerised Maintenance Management
Systems
• The different techniques involved with
maintenance planning and use of a CMMS
• The move towards Asset Management Systems
and beyond the basic CMMS.
• Links to other management systems, GIS, GPS,
Internet, Intranet, Web based systems.
• Who should be the planner. Responsibilities/
duties of the planner.
2. Maintenance Planning - The Details
• Equipment coding, inventory and asset registers.
Asset technical databases. Rotables.
• Asset and task priority or criticallity.
• Maintenance requests. Quick work request.
• A PM becoming a Corrective task. The small job.
• Backlog and frontlog files.Opportunity
maintenance. Backlog file management.
• Planning PM routines and corrective work.
• Determining the weekly work. How much work?
• Maintenance planning coordination meeting.
• Work order issue, work in progress.
• Feedback and history.
• Performance measures for plant,
maintenance, people and planning.
3. Maintenance Stores
• Store objectives and stock control.
• Impact of maintenance type on stock held.
• Who owns the stores? Who owns the parts?
• Maintenance of parts in the store.
• Vendor and user alliances. Consignment stock.
• Monitoring service levels from your store.
• Location of the stores.
• Internet spares, parts optimisation,
4. Maintenance Management
• Using downtime data to minimise the impact of
downtime.
• Examples of how to collect, use, and understand
maintenance data.
• Maintenance - Using MTBF? Histograms, Pareto
Analysis, Simulation.
5. Asset Management
• Introduction to Asset Management and
Maintenance Excellence.
• Introduction to life cycle costing of assets.
• Introduction to Setting Strategies: Audits,
Benchmarking, and KPI,s
Who should attend these 1 day seminars?
Tradespersons, Technicians, Planners, Schedulers, Engineers, Supervisors and Managers, plus Operations Personnel
and others interested in maintenance of plant and assets.

Workshop Duration - 1 Day
Applying Best Practices to
Maintenance Planning & Control
Presented by Ricky Smith
1. What does World Class Maintenance Planning look like?
• Alcoa, Mt Holly – recognized worldwide as one of the best in the world.
• Lessons learned from this experience are identified and discussed.
2. Developing Effective Work Procedures
• Why work procedures are necessary and becoming more critical
• What the Work Procedure hierarchy is and why it is important
• The difference between ranking jobs for execution and jobs for work procedure development
• How to effectively map a work procedure
• How to write clear and meaningful Warnings, Cautions and Notes for work procedures
• How to identify and document constraints, impediments and resources for work procedures
• Basic rules for work procedures
• How to design and construct effective work procedures
• Basic metrics for work procedure development and usage
3. Proactive Work
• Proactive Work Flow Model Attributes
• The Roles of a Planner
• The Roles of a Maintenance Supervisor
• Planning Proactive Work Process
• Kitting Parts
• Managing the Backlog Overview
• Feedback on the Plan once it has been executed
4. Maintenance Scheduling
• Daily and Weekly Scheduling
• Wrench Time
• Measuring Wrench Time
• What to do about a low wrench time?
• Scheduling one week of work load for your crew
5. Maintenance Execution
• Maintenance Planning effect on Work Execution
• Maintenance Scheduling effect on Work Execution
• Lack of / use of Effective Work Procedures
effect on Work Execution
• Feedback to the planner and schedulers
• Work Order Close Out
• Rework – how to eliminate it
6. Maintenance Program Metrics
• Metrics and Key Performance Indicators
• Department Level Measures
• Equipment or System Level Measures
RICKY SMITH - Workshop
Ricky Smith is renowned in the world of
reliability and maintenance. He has more
than 30 years of experience working in
hundreds of plants world wide in reliability,
maintenance management and training.
Ricky has worked in maintenance at some
of the World’s great companies including
Alumax Mt Holly (now Alcoa Mt holly).
Ricky spent one year in Kuwait and Iraq as
a maintenance company commander for
the US Army Reserve, where he provided
maintenance to US and Coalition Forces.
Ricky has developed an insight applicable
to every maintenance facet.
Ricky is also a well-respected author
with his published books, “Lean
Maintenance” and “Industrial Repair, Best
Maintenance Repair Practices” with his
latest book, “Rules of Thumb in Reliability
Engineering”.
Who should attend this 1 day workshop?
Tradespersons, Technicians, Planners, Schedulers, Engineers, Supervisors and Managers, plus Operations Personnel
and others interested in maintenance of plant and assets.

Len Bradshaw - Seminars 1 & 2
Len Bradshaw is a specialist in maintenance
management and maintenance planning/control. He
is currently a Director of the Australasian Maintenance
Excellence Awards. He is the Publisher/Editor of
the AMMJ (Asset Management and Maintenance
Journal) that reaches over 120 countries. He has
a Masters Degree in Terotechnology (Maintenance
Management).
He has conducted maintenance seminars for all
levels of maintenance staff from trades personnel
to executive management. Len has conducted over
320 courses for in excess of 9,000 maintenance
personnel, both in Australia and overseas.
Seminar and Worshop Fees AUD $750 per delegate (per day)
The course fees are inclusive of GST and also include Seminar/Workshop 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 for each delegate.
Times The courses start at 8:00am and end at 3:45pm, each day.
Arrival/Signing-in is from 7:40am on the first day the delegate attends.
REGISTRATION FORM
Course One: AUD $750
The Why What When & Who of Maintenance
Course Two: AUD $750
Maintenance Planning & Maintenance Management
Workshop: AUD $750
Applying Best Practices to Maintenance Planning
____________________________________________________________________________________________________________________________________________________________
Name of delegate Position
Name of approving officer Position
Company/Address
Phone Email
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2011 VENUES
Brisbane: 14 - 16 Sept 2011
Hotel Grand Chancellor
23 Leichhardt St,
Brisbane QLD
Web: www.ghihotels.com
Melbourne: 19 - 21 Sept 2011
Rydges On Swanston Hotel
701 Swanston St,
Melbourne VIC
Web: www.rydges.com
How do I Register
1. Mail the completed registration form together with your cheque made
payable to: Engineering Information Transfer Pty Ltd,
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2. Scan form & email to: mail@maintenancejournal.com
3. Email and Indicate courses/ dates/venue required/ personnel to
attend and provide details of method of payment then email to:
mail@maintenancejournal.com 4. Fax to: 03 59755735
5. Or post/email a formal company Purchase Order/Purchase Order
number and we will invoice your organisation on that Purchase Order.
For Further Information
Engineering Information Transfer P/L (ABN 67 330 738 613)
Ph: Aus 03 5975 0083 Fax: 03 59755735
Email: mail@maintenancejournal.com
P.O. Box 703, Mornington, VIC 3931, Australia
www.maintenancejournal.com
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.
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Prices are in Australian Dollars and are valid until 1 December 2011. This form may be photocopied.
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And you thought
we just made bearings
SKF Reliability Systems
2010
Australia Day
New Years Day
Labour Day (WA)
Easter Monday ANZAC Day
Good Friday
Labour Day (VIC)
Adelaide Cup (SA)
Canberra Day (ACT)
IR1 BTM LB1 IR1
BTM
BTM IR1 RCF
BTM LB1 IR1
OA1
BTM
IR1
BTM IR1 RCF
BTM BTM BTM
OA1
PT
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OA1 BTM BTM BTM DB
PT
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Foundation Day (WA) Queens Birthday
CR LB1
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UT
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FMC
UT BTM PME
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IR1 OA1 ESA PMS MIC RCF
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LB1 RCF
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PT
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BTM ML1 VA1 FMC PMS BTM CR
OAM BTM ML1
MSR
ESA
BTM
BTM ML1 VA1 FMC PMS BTM MSR OAM BTM ML1
May Day (NT)
Labour Day (QLD)
PMS
MSR OAM
Bank Holiday (NSW)
Picnic Day (NT)
SPM UT UT
PMS IR1 OA1
PMS
Melb Cup (VIC)
Labour Day
(NSW, ACT & SA)
Christmas Day
Boxing Day
Family & Community
Day (ACT)
OA1 VA1
BTM ESA ML1 RCF VA2 BTM PME PT OA1 BTM ESA
RCF
BTM
OA1 VA1
BTM BTM ML1
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ML1 ESA RCF SPM BTM SRM
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RCF
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BTM SRM
PMS ML1 FMC PT BTM MIC RCF
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VA2 RCF PT
VA3 BTM RCM
PMS BTM SRM RCF
ML1 RCM
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PMS ML1 FMC
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RCM
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PMS BTM
BTM ML1
BTM BTM PME RCF
PMS BTM
VA1
MAR
BTM BTM
BTM
VA1
BTM ML1
BTM ESA BTM PME RCF PMS BTM CR
VA3 BTM ESA
BTM RCF
BTM
BTM
VA1
BTM ML1
BTM BTM
PMS PT CR
VA3 BTM
BTM RCF
BTM
BTM
PMS PT
VA3
OA1
VA2
SOUTH AUSTRALIA
WESTERN AUSTRALIA
(WE201) 9-11 March
NEW SOUTH WALES 16-18 November
15 September
9 November
9-12 February
QUEENSLAND
VICTORIA
NEW ZEALAND
NEW SOUTH WALES SOUTH AUSTRALIA
20-22 July
22-24 June
23 November
8 July
4-8 October
21-22 September
10-12 May
10-12 August
16-18 February
WESTERN AUSTRALIA
VICTORIA
25-27 May
9 February
27-28 July
13-15 April
3-5 August
22 September
NORTHERN TERRITORY 22-24 November
26-28 October
12 February
8-10 June
PAPUA NEW GUINEA
25-26 May
30 Nov-2 Dec
12 August
QUEENSLAND
QUEENSLAND
24-26 August
SOUTH AUSTRALIA
QUEENSLAND
23-25 February
FIJI
NEW SOUTH WALES 22-26 March
16-17 February
14-16 September
12 October
WESTERN AUSTRALIA
6-10 September
7-9 July
VICTORIA
28-29 January
4-5 May
WESTERN AUSTRALIA
23-25 March
QUEENSLAND
23-27 August
25-27 May
13-15 July
25 February
NEW ZEALAND
28-29 October
30 August-3 September
19-21 October
NEW ZEALAND
1 September
10-11 August
WESTERN AUSTRALIA
SOUTH AUSTRALIA
23-25 February
2-3 February
22-24 June
9-11 February
NORTHERN TERRITORY
4 May
14-15 July
NEW SOUTH WALES
2-4 March
VICTORIA
12-13 July
23-25 February
26 October
SOUTH AUSTRALIA
23-25 February
QUEENSLAND
23-25 March
3-4 February
NEW SOUTH WALES
QUEENSLAND
13 May
WESTERN AUSTRALIA
23-24 November
11-13 May
20-22 April
5 November
7-8 September
TASMANIA
22-24 June
12-14 October
NEW ZEALAND
19-20 April
QUEENSLAND
QUEENSLAND
12-13 October
11-13 May
13-14 July
VICTORIA
13-15 July
7-9 December
24 March
SOUTH AUSTRALIA
SOUTH AUSTRALIA
15-17 June
16-17 March
1-3 June
20 July
NEW SOUTH WALES 15-16 June
10-12 August
20-22 July
13-15 April
VICTORIA
17-18 August
VICTORIA
17-19 August
21-23 September
WESTERN AUSTRALIA
22-24 June
QUEENSLAND
19-20 October
5-7 October
7-9 September
NEW SOUTH WALES
WESTERN AUSTRALIA 1-2 September
WESTERN AUSTRALIA
23-25 March
9-11 March
19-21 October
13-15 October
16-17 March
23-24 March
15-16 June
9-11 March
13-15 July
8-9 December
NEW ZEALAND
27-29 July
2-4 November
10-11 August
NEW ZEALAND
QUEENSLAND
1-3 June
13-15 October
23-25 February
23-25 November
SOUTH AUSTRALIA
NEW SOUTH WALES 13-14 April
28-29 January
2-4 March
14-16 December
4-6 May
21-25 June
9-10 November
7-9 September
23-24 June
TASMANIA
QUEENSLAND
VICTORIA
SOUTH AUSTRALIA
19-21 April
16-19 February
26-30 July
8-12 November
19-20 August
VICTORIA
SOUTH AUSTRALIA
WESTERN AUSTRALIA
16-18 March
NEW SOUTH WALES WESTERN AUSTRALIA
NEW SOUTH WALES
23-25 November
17-19 August
15-19 March
26-30 July
SOUTH AUSTRALIA
9 February
23-24 February
9-10 November
NEW ZEALAND
QUEENSLAND
18-20 May
13-17 September
QUEENSLAND
25-27 May
WESTERN AUSTRALIA
VICTORIA
18-22 October
4 February
12-13 August
12-14 October
VICTORIA
NEW SOUTH WALES 12-14 October
20-24 September
SOUTH AUSTRALIA
NEW ZEALAND
WESTERN AUSTRALIA
28-30 April
11 February
12-16 April
12-13 July
VICTORIA
16-18 August
WESTERN AUSTRALIA
QUEENSLAND
23-25 March
17-21 May
VICTORIA
7-9 December
29 Nov-3 Dec
TASMANIA
2 February
19-23 April
31 August-2 September
22-26 November
24-25 June
NEW ZEALAND
WESTERN AUSTRALIA
WESTERN AUSTRALIA
15-20 November
10-12 August
13-17 September
21-22 April
VICTORIA
NEW SOUTH WALES
NEW SOUTH WALES
NEW ZEALAND
NEW SOUTH WALES
11-13 May
28 October
17-19 March
NEW ZEALAND
18-19 May
QUEENSLAND
QUEENSLAND
QUEENSLAND
8 February
20-22 April
QUEENSLAND
9-11 March
19-20 October
24 August
25 May
30 August-1 September
12-14 October
SOUTH AUSTRALIA
21 October
5 February
18-20 May
WESTERN AUSTRALIA
VICTORIA
7-9 September
3 March
27-29 July
VICTORIA
29 June
NEW SOUTH WALES 12 February
NEW SOUTH WALES
23-25 March
21 September
WESTERN AUSTRALIA
24-26 August
20-23 April
15-16 March
21-23 June
29 April
QUEENSLAND
1 February
QUEENSLAND
21-23 September
16-18 November
WESTERN AUSTRALIA
WESTERN AUSTRALIA
NEW SOUTH WALES 14-17 September
2-3 September
20-22 October
21 July
SOUTH AUSTRALIA
SOUTH AUSTRALIA
14-16 September
24 August
QUEENSLAND
21-23 April
QUEENSLAND
26-29 October
13-14 May
NEW SOUTH WALES
VICTORIA
17-19 November
VICTORIA
20-22 July
26 May
WESTERN AUSTRALIA
9 June
27-30 July
25-26 November
5-7 May
WESTERN AUSTRALIA
1 December
3-4 May
BTM BTM ESA NORTHERN TERRITORY MIC
CAF
DB
ESA
For further information on
Public, On site or future courses:
03 9269 0763 rs.marketing@skf.com
www.skf.com.au/training
CR
IR
MAR
MIC
LB1
NEW PLYMOUTH
ON NORTH
2010 SKF Training Handbook
ML1
MSR
SKF Reliability Systems
OA1
OA1
OAM
PME
PMS
SKF Reliability Systems
PSF
RCM
RCF
The Power of Knowledge Engineering
PT
SPM
SRM
UT
VA1
Reliability and maintenance training from SKF
The development and knowledge path for your staff to
promote a productive, safe and innovative work environment
VA2
VA3
FMC