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AMMJ<br />
<strong>April</strong> 2007 Issue<br />
Vol. 20 No.2<br />
AMMJ Contents:<br />
CMMS – 9 plus 50 questions 6<br />
What is Predictive Maintenance 12<br />
Enterprise Reliability 20<br />
The Partnership Organisations 30<br />
CMMS EAM Survey 34<br />
Utilising A CMMS 46<br />
Reliability Tools 50<br />
Selecting A CMMS 58<br />
Maintenance News 66<br />
Subscription Form 73<br />
AMMJ Apology:<br />
In the January 2007 issue of the AMMJ<br />
an error in the preparation of the journal<br />
resulted in poor image quality of the<br />
SKF and ARMS advertisements.<br />
The advertisements as supplied by<br />
SKF and ARMS were of high quality.<br />
The inferior images published in the<br />
AMMJ are solely the result of the AMMJ<br />
error and should in no way reflect on<br />
the very high standards delivered by<br />
SKF and ARMS.<br />
Cover Photo:<br />
See the article on<br />
“The New CMMS<br />
at Aviation Rescue<br />
& Fire Fighting<br />
Services”<br />
This page Photo:<br />
See the article on<br />
“What Is Predictive<br />
Maintenance”
AMMJ<br />
Asset Management and Maintenance Journal<br />
A journal for all those interested in the maintenance, asset management,<br />
monitoring, servicing and management of plant, equipment, buildings, facilities<br />
and infrastructure.<br />
Volume 20, No 2.<br />
<strong>April</strong> 2007<br />
Published by:<br />
Engineering Information Transfer Pty Ltd<br />
Publisher and Managing Editor:<br />
Len Bradshaw<br />
Publishing Dates:<br />
Published in January, <strong>April</strong>, July and October.<br />
Material Submitted:<br />
Engineering Information Transfer Pty Ltd accept<br />
no responsibility for statements made or opinions<br />
expressed in articles, features, submitted advertising,<br />
advertising inserts and any other editorial<br />
contributions.<br />
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Copyright:<br />
This publication is copyright. No part of<br />
it may be reproduced, stored in a<br />
retrieval system or transmitted in any<br />
form by any means, including electronic,<br />
mechanical, photocopying, recording or<br />
otherwise, without the prior written<br />
permission of the publisher.<br />
For all Enquiries Contact:<br />
Engineering Information Transfer Pty Ltd<br />
PO Box 703, Mornington,<br />
Victoria 3931, Australia<br />
Phone: (03) 5975 0083,<br />
Fax: (03) 5975 5735,<br />
E-mail: mail@maintenancejournal.com<br />
Web Site: www.maintenancejournal.com<br />
Submission of Articles or News<br />
* Do you wish to contribute maintenance articles, news or papers to the AMMJ?<br />
* Do you have something to say?<br />
* Is your company engaged in asset management and maintenance activities of interest to our readers?<br />
See our website at www.maintenancejournal.com for details of how to submit your articles or news<br />
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(Editors Note: This list is equally useful to those who already have a CMMS to perhaps show why your<br />
CMMS is not working to its full potential)<br />
Before implementing a Computerised Maintenance Management System (CMMS), as<br />
an organization, ask yourself the following 9 questions:<br />
1. Is there enough time, money and interest to involve all levels within the maintenance department and<br />
other stakeholders in the decision process to buy CMMS? Is there support from top management to<br />
see you through the inevitable ups and downs of the entire installation process? Management support<br />
is essential.<br />
2. Sufficient resources for a complete installation are also essential. The resources include training<br />
dollars, time replaced on the shop floor, and computer access. If necessary, can you get typing and<br />
basic computer skills training for your mechanics? Will management tolerate the initial research and<br />
keying of files by your mechanics and staffers? Can you get the budget authorization to replace the<br />
mechanic’s slot on the shop floor by overtime or by a contract worker?<br />
3. After the maintenance system is in operation will mechanics and supervisors have the training, knowledge,<br />
positive attitude and access into the CMMS files to investigate a problem? Is there continuing training<br />
in advanced concepts beyond `which key strokes to get which reports’ type classes? Is there regular<br />
time set aside for thinking and using the system for research into problem areas? Do mechanics and<br />
supervisors have easy access to terminals or PC’s? Are these devices hardened against the shop<br />
environment.<br />
4. Is there organizational willpower to ensure that garbage and faked data will be kept out of the system?<br />
Another way to put that is, is falsifying a work order to fill 8 hours viewed as a joke or a crime? Will the<br />
data coming out of the system be commonly held by management and the workers to be accurate and<br />
useful? Are maintenance records treated as seriously as payroll or other accounting records?<br />
5. Does anyone (including mechanics) have the time to investigate repair history to detect repeat repairs,<br />
trends, and new problems? Related to #3 above do they have the training to use the system to answer<br />
the questions that they have?<br />
6. Can you and your staff spend enough time designing the system’s categories to make meaningful<br />
comparisons between like machines, buildings and cost centers? This is a two step process. The first<br />
step is to have the vendor’s trainer conduct a class in the category model of that system and how<br />
things are commonly handled. The second step is to actually fight out the categories that you want to<br />
use. It is critical to understand and wrestle the decisions that you make at the early steps in the set-up<br />
of a system.<br />
7. If you have 100 pumps, probably 20 of them create the most maintenance load. This rule of management<br />
has tremendous application in maintenance. It is called the Pareto principle. Has the Pareto principle<br />
(the 80/20 rule) been taught and used to isolate the `bad actors’ (that is to identify the problem machines,<br />
craftspeople, or parts). Be sure you understand how to generate these Pareto analysis or exception<br />
reports in the system you chose.<br />
Vol 20 No 2<br />
Joel Levitt<br />
Springfield Resources, USA
SIRF Roundtables National Forums<br />
Who will benefit from attending?<br />
Those serious about delivering high<br />
reliability and cost effective<br />
maintenance, on time and on<br />
budget.<br />
National Forum<br />
on<br />
Planning Reliability<br />
4<br />
June 19 th & 20 th<br />
Carlton Crest Hotel, Melbourne<br />
Managing the Change From Reactive to Planned to Proactive, Shutdowns & Turnarounds,<br />
Maximising the Benefit from Your CMMS, Optimising Repeating Procedures,<br />
Spares Optimisation. How to Make RCM Work? Eliminating Defects to Drive Reliability.<br />
• Practical RCM<br />
• CMMS systems<br />
• Educating Planners<br />
• Safety in shutdowns<br />
• Scope management<br />
• Managing spare parts<br />
• Operator engagement<br />
• Decentralized planning<br />
• Use of bar-coding & PDA’s For Further information<br />
• Changing face of technology www.sirfrt.com.au<br />
• Best Practice in Scheduling +61 3 96971100<br />
• Managing the planning cycle<br />
• Sustaining a living PM System<br />
• Pushing from reactive to planned<br />
• Managing the ageing workforce<br />
Key note speaker<br />
& workshop by<br />
International<br />
Planning Specialist<br />
Joel Levitt<br />
Case studies from some of<br />
Australia's leading Companies;<br />
Rio Tinto, CS Energy,<br />
NewCrest, Xstrata, Kraft,<br />
Snowy Hydro, Caltex,<br />
Australian Air Services<br />
Stanwell Power, BH P Billiton<br />
International Power<br />
Learn from Australia's leading Industrial companies about<br />
best practices in<br />
Planning, Scheduling & Reliability<br />
www.sirfrt.com.au +61 3 9697 1100
10<br />
CMMS 9 plus 50 questions<br />
8. Will you have the support of a responsive data processing department (or a very responsive vendor)?<br />
You will want changes, fixes, and enhancements. In fact, your ability to handle technology and<br />
sophisticated systems will improve after the first 6 months. Many organizations out grow their first<br />
systems in a year or two.<br />
9. Does the longer range plan include CMMS integration with stores, MRP, purchasing, payroll, CAD/<br />
Engineering? The trend is toward company wide networks. Organizations want everyone discussing<br />
a problem to be working from the same data. This means linkages of the maintenance information<br />
system to the corporate information systems with all the links and hooks that that implies. Increasingly<br />
information systems are viewed as strategic advantages. Access to information makes a major<br />
difference.<br />
FIFTY QUESTIONS TO HELP YOUR CMMS SEARCH<br />
Questions to ask yourself and to ask vendors, how to avoid the most common pitfalls of choosing, purchasing<br />
and installing computer control and information systems. Both the Maintenance Fitness Questionnaire and<br />
the section on installing PM systems have additional ideas.<br />
A full function CMMS should be able to help in many areas. Many organizations purchase systems to solve<br />
specific problems. They don’t need other functions or don’t consider them important at the time of purchase.<br />
The following 50 questions will help you focus your attention in the various areas. They are not in priority<br />
order.<br />
Work Order<br />
1. Produce an easy to use work order that allows future conversion to bar codes, hand held terminals<br />
and other improvements to technology.<br />
2. Work Order classifies all work by some kind of repair reason code: PM, corrective, breakdown,<br />
management decision, etc.<br />
3. Easy way for a single person to screen work orders entered before authorization that work can begin.<br />
Some systems have a field that has to be checked by a supervisor or manager to release the job to<br />
the next processing step.<br />
4. Prints up-to-date lock-out procedure on all work orders automatically. Has the ability to access a lockout<br />
file and incorporate the right lock-out scheme (there might be only 10 variations for the whole<br />
plant). Less desirable by still OK would be an individual lock-out file for each machine.<br />
5. Automatically costs work orders. Can look-up the value of a part in the inventory and bring the cost<br />
across to the maintenance work order. Will also look up the charge rate for the individual mechanic.<br />
6. Provide status of all outstanding work orders. Allow sorts on different status codes. An example would<br />
be to print or display all work orders waiting for engineering.<br />
7. Record service calls (who, what, time stamp, where, how) which can be printed in a log format.<br />
8. Allows production to find out what happened (what status) to their work request without being able to<br />
make changes.<br />
9. Calculate backlog of work and display it by craft.<br />
10. Both open and closed work orders can be displayed or printed very easily. Keep work orders available<br />
for at least 5 years and preferably form birth to retirement of the equipment.<br />
11. Does the system facilitate labor scheduling with labor standards by task, ability to sort and re-sort the<br />
open work orders by location of work, craft, other ways.<br />
Stock room<br />
12. Will the system facilitate big ticket analysis by printing all parts over $500. Will it facilitate A-F analysis<br />
by printing the product of (in descending order) the unit cost times the annual usage.<br />
13. Does the store room part of the system have part location to help the mechanic or store keeper find<br />
infrequently used parts.<br />
Vol 20 No 2
10<br />
CMMS 9 plus 50 questions<br />
8. Will you have the support of a responsive data processing department (or a very responsive vendor)?<br />
You will want changes, fixes, and enhancements. In fact, your ability to handle technology and<br />
sophisticated systems will improve after the first 6 months. Many organizations out grow their first<br />
systems in a year or two.<br />
9. Does the longer range plan include CMMS integration with stores, MRP, purchasing, payroll, CAD/<br />
Engineering? The trend is toward company wide networks. Organizations want everyone discussing<br />
a problem to be working from the same data. This means linkages of the maintenance information<br />
system to the corporate information systems with all the links and hooks that that implies. Increasingly<br />
information systems are viewed as strategic advantages. Access to information makes a major<br />
difference.<br />
FIFTY QUESTIONS TO HELP YOUR CMMS SEARCH<br />
Questions to ask yourself and to ask vendors, how to avoid the most common pitfalls of choosing, purchasing<br />
and installing computer control and information systems. Both the Maintenance Fitness Questionnaire and<br />
the section on installing PM systems have additional ideas.<br />
A full function CMMS should be able to help in many areas. Many organizations purchase systems to solve<br />
specific problems. They don’t need other functions or don’t consider them important at the time of purchase.<br />
The following 50 questions will help you focus your attention in the various areas. They are not in priority<br />
order.<br />
Work Order<br />
1. Produce an easy to use work order that allows future conversion to bar codes, hand held terminals<br />
and other improvements to technology.<br />
2. Work Order classifies all work by some kind of repair reason code: PM, corrective, breakdown,<br />
management decision, etc.<br />
3. Easy way for a single person to screen work orders entered before authorization that work can begin.<br />
Some systems have a field that has to be checked by a supervisor or manager to release the job to<br />
the next processing step.<br />
4. Prints up-to-date lock-out procedure on all work orders automatically. Has the ability to access a lockout<br />
file and incorporate the right lock-out scheme (there might be only 10 variations for the whole<br />
plant). Less desirable by still OK would be an individual lock-out file for each machine.<br />
5. Automatically costs work orders. Can look-up the value of a part in the inventory and bring the cost<br />
across to the maintenance work order. Will also look up the charge rate for the individual mechanic.<br />
6. Provide status of all outstanding work orders. Allow sorts on different status codes. An example would<br />
be to print or display all work orders waiting for engineering.<br />
7. Record service calls (who, what, time stamp, where, how) which can be printed in a log format.<br />
8. Allows production to find out what happened (what status) to their work request without being able to<br />
make changes.<br />
9. Calculate backlog of work and display it by craft.<br />
10. Both open and closed work orders can be displayed or printed very easily. Keep work orders available<br />
for at least 5 years and preferably form birth to retirement of the equipment.<br />
11. Does the system facilitate labor scheduling with labor standards by task, ability to sort and re-sort the<br />
open work orders by location of work, craft, other ways.<br />
Stock room<br />
12. Will the system facilitate big ticket analysis by printing all parts over $500. Will it facilitate A-F analysis<br />
by printing the product of (in descending order) the unit cost times the annual usage.<br />
13. Does the store room part of the system have part location to help the mechanic or store keeper find<br />
infrequently used parts.<br />
Vol 20 No 2
12<br />
CMMS 9 plus 50 questions<br />
14. Can the system generate a parts catalog by type of part or by current vendor with yearly usage to<br />
facilitate blanket contract negotiation.<br />
15. Does the system recommend stock levels, order points, order quantities.<br />
Maintenance History and reporting<br />
16. Maintain maintenance history that is detailed enough to tell what happened years later.<br />
17. Provide information to track the service request-maintenance work order issue- work completecustomer<br />
satisfied cycle. Include elapsed time and other analysis factors.<br />
18. Provide reports for budgets, staffing analysis, program evaluation, performance.<br />
19. Provide information for work planning, scheduling, and job assignment. Have the capability to store<br />
and retrieve work plans, copy old work plans and modify existing plans when new information comes<br />
in.<br />
20. Be able to isolate all work done (sort, arrange, analyze, select, or list) by work order, mechanic, asset,<br />
building, process, product, division, floor, room, type of equipment or asset.<br />
21. Provide the ability to easily structure ad hoc (on the spur of the moment) reports to answer questions<br />
that come up. This is called a report writer.<br />
22. Have ability to generate equipment/asset history from birth (installation, construction, or connection)<br />
to present with all major repairs and summaries of smaller repairs.<br />
23. System reports are designed around Pareto principles where the system helps identify the few<br />
important factors and helps you manage the important few verses the trivial many.<br />
24. System reports on contractor verses in-house work. System can track contractor work in as much<br />
detail as in-house work.<br />
25. Provide reports charging back maintenance cost to department or cost center.<br />
26. Has reports with mean time between failures (MTBF) that show how often the unit has failed, how<br />
many days (or machine hours) lapsed between failures and the duration of each repair (MTTR).<br />
27. Will the system highlight repeat repairs when a technician needs some help.<br />
PM system<br />
28. Allows mechanics to easily write-up deficiencies found on PM inspection tours. System then<br />
automatically generates and tracks a planned maintenance work order.<br />
29. Automatically produce PM work orders on the right day, right meter reading, etc. PM system can sort<br />
work orders by location to minimize travel time.<br />
30. Be able to display PM work load for a future period such as a year by week or month by trade.<br />
31. Be able to record short repairs done by PM mechanic in addition to the PM and actual time spent.<br />
32. Does the system support multiple levels of PM on the same asset (such as a 30 day A level and a<br />
180 day B level on the same asset). Does it reset the clock if the high level is done (if you do a yearly<br />
rebuild does the monthly PM clock get reset). A resetting feature prevents a 30 day PM coming up a<br />
week after a rebuild.<br />
33. PM’s are generated by location by trade to facilitate efficient use of people and minimize travel.<br />
34. Allows the input of data from Predictive Maintenance sub-systems. This might include trending, days<br />
to alarm, baseline, and comparison to previous readings.<br />
35. Highlights situations where the PM activity is more expensive than the breakdown.<br />
36. Are there simple reports that relate the PM hours/materials to the corrective hours/materials to the<br />
emergency hours/materials. This will show the effectiveness of the PM program. These ratios become<br />
benchmarks for improvement.<br />
Vol 20 No 2
General<br />
CMMS 9 plus 50 questions 13<br />
37. System can the system handle 3-4 times more assets then you imagine having. Even medium sized<br />
and smaller companies go on acquisition hunts. A small successful manufacturer might find itself<br />
tripling or more in size overnight.<br />
38. System has a logical location system to locate assets and where work is done.<br />
39. System tracks the warranty for components and flags warranty work to recover funds.<br />
40. Be easy to use and learn for novices and quick to use for power users.<br />
41. System is integrated or can be integrated to purchasing, engineering, payroll/accounting<br />
42. Can the system easily handle a string PM such as a lube route, filter change route.<br />
43. System runs on standard computer hardware (not special hardware incompatible with everything<br />
else). The system is compatible with existing Local Area Networks (if it is a PC product).<br />
44. System vendor has the financial strength to complete the contract (and stay in business for several<br />
years after installation).<br />
45. Does the vendor have software support people, can you easily get through to a person. Once you get<br />
through do the people know the product and maintenance of factories.<br />
46. Can the vendor provide economical customization. Do they have on-going enhancement. Are the<br />
programmers employees of the vendor or contract workers.<br />
47. Does the vendor have a local installation organization.<br />
48. Are they experienced in management of installation projects of the size of your facility. Do they have<br />
start-up experience with projects this size.<br />
49. Are the vendor’s technical people well cross trained (software, hardware, and reality wear, like how a<br />
real machine works). It’s important that the installation people have experience with maintenance.<br />
50. Has the vendor been in business 5 years or more.<br />
For questions or further information Joel Levitt may be contacted at:<br />
JDL@Maintrainer.com www.Maintrainer.com<br />
SPECIAL FEATURE in the July 2007 AMMJ:<br />
Survey of Condition Monitoring<br />
Equipment and Services<br />
If your organisation is a provider of Condition Monitoring Equipment or<br />
Sevices and you wish to be included in the CM Survey you can obtain the<br />
survey forms by emailing:<br />
maint@bigpond.net.au<br />
Completed CM Survey forms must be returned by 21 May 2007<br />
Vol 20 No 2
14<br />
Brian Thorp<br />
This paper was presented at the IMC-2006. Proceedings of this conference are available from<br />
www.maintenanceconference.com<br />
“Behold the turtle. He makes progress only when he sticks his neck out,” James B. Conant. Sometimes<br />
you have to stick your neck out to see the benefits of having a predictive maintenance program; most of<br />
the time you have to continue sticking your neck out to maintain the benefits of a functional predictive<br />
maintenance program. It is my opinion that operating a large industrial facility without the benefits of<br />
predictive maintenance would be like a flamingo standing on one leg. While it can be done, there isn’t the<br />
stability of standing on two legs.<br />
So what is Predictive Maintenance? A couple of definitions I found list it as; “Predictive maintenance is to<br />
monitor equipment for changes that could be destructive in the future, but allow you to correct them before<br />
the destruction starts” or “To identify production equipment needing maintenance attention before product<br />
quality is reduced or an unplanned shut down occurs.” It’s sort of like a doctor monitoring your cholesterol<br />
levels and blood pressure, or as simple as watching your gas gage. These are all indicators of impending<br />
problems. Maybe nothing has failed or broken yet, but they are letting you know that something is not<br />
right and giving you the opportunity to fix it before it fails. I personally like to think of functional predictive<br />
maintenance as; making things run better, last longer, and therefore reduce operating costs.<br />
We have evolved a long way from the rudimentary reactive maintenance of when it broke or needed<br />
attention you worked on it. This method was not very effective and could be very costly. We progressed<br />
to preventive maintenance, a specific time or interval based maintenance schedule. If it fails every seven<br />
months, let’s service, repair, or replace it every six months. While this was a great improvement over<br />
the previous reactive maintenance it could be considered wasteful of both manpower and materials. You<br />
could have infant mortality on a piece of equipment before its service interval or you might be replacing or<br />
servicing a piece of equipment that only had a few hours run time on it.<br />
Early predictive maintenance; the human brain coupled with the sense of touch and hearing, is still one of<br />
the finest analyzers when properly trained. Drain a little oil, smell it, look at it, listen to a piece of equipment<br />
with a screw driver or broom handle if needed, feel it for unusual vibration or excessive temperatures.<br />
Where the human analyzer fails or falls short is in the area of consistency or time histories. For these we<br />
need to be able to attach numbers to collected data for recording and trending purposes.<br />
The evolution of predictive maintenance started in the early 1940’s with the railroad companies. Prompted<br />
by the purchase of a new fleet of locomotives simple spectrographic and physical tests where used on the<br />
lubricants to monitor them. By the 1980’s oil analysis was the primary basis of condition based maintenance<br />
(CBM) used by most railways in the USA.<br />
The first vibration meters were introduced in the 1950’s and measured an overall or broadband level of<br />
machine vibration. Tunable analog filters were added to these meters to allow discrimination between<br />
different frequency components and produce somewhat of a vibration spectrum. Modern analyzers coupled<br />
with computer software can now store, trend, and identify specific component failures within equipment.<br />
According to the Federal Energy Management Program, “A functional predictive maintenance program<br />
can provide savings of 8% to12% over a program utilizing only preventive maintenance strategies.” The<br />
Vol 20 No 2
What is Predictive Maintenance 15<br />
Energy Management Program also came up with the following industrial savings based on the initiation of<br />
a functional predictive maintenance program. Return on investment: 10%. Reduction in maintenance costs:<br />
25%to 30%. Elimination of breakdowns: 70% to 75%. Reduction in down time: 35% to 45%. Increase in<br />
production: 20% to 25%.<br />
So what constitutes a functional predictive maintenance program? While I am sure there are many thoughts<br />
on this subject, I feel it is as follows. There has to be champions who display ownership in the equipment<br />
they monitor and watch over. Here at Seminole Electric it consists of a few technicians tasked with collecting,<br />
analyzing, and trending data. In addition to these dedicated people, everyone at the plant contributes<br />
through observations, thoughts, and ideas. A totally functional predictive maintenance program isn’t just<br />
about monitoring and trending equipment. It requires involvement in seeing that the identified problem is<br />
taken care of in a timely manner before the damage occurs or that everything is ready for replacement if the<br />
decision is to run to failure. Once the equipment is removed for rebuild you need to let people know what<br />
they should expect to find damaged. This will build credibility for the program. You must also be involved<br />
with the root cause analysis to see if something can be changed or modified to avoid a repeat failure. Once<br />
you become involved with the total process of machine reliability you have crossed the line into a functional<br />
predictive maintenance program.<br />
Another key factor for a successful program is having support and belief in the program from management.<br />
To maintain this support or belief requires occasional reminding by showing them that their investment in<br />
the program is saving them money. Support from management isn’t always about money! It also involves<br />
an open mind and willingness to try something new or different. To agree to listen to and act upon the ideas<br />
of people who work with the equipment everyday. Albert Einstein once said, “The significant problems we<br />
face cannot be solved with the same level of thinking we were at when we created them.” All the people<br />
in the field should be utilized as additional eyes and ears on the equipment they work on or operate, on<br />
a daily basis. Ideas and improvements don’t always cost money. Sometimes it’s as simple as a change<br />
in routine, using a different lubricant, changing seal types, or installing a better breather. Networking is<br />
another invaluable tool for solving problems, yours or someone else’s. Whether it’s a co-worker or someone<br />
from another organization, you can never have too many contacts.<br />
Now that we have some history and some components of a functional predictive maintenance program, we<br />
can discuss some of the other benefits that our department strives to provide and some of the problems<br />
we have corrected over the years.<br />
Through our data collection routes we have redundant equipment placed in service to collect samples or<br />
data. While this equipment is scheduled for normal rotation, things don’t always happen as they should. By<br />
getting the equipment rotated we not only assure that it will run proving its reliable, we also identify potential<br />
problems so they can be corrected, thus making the equipment ready when needed.<br />
By being present when the equipment is taken apart and performing root cause failure analysis we have<br />
been able to recommend modifications and upgrades that might prevent reoccurrence of the same type<br />
of failure. As Henry Ford once said, “Failure is the opportunity to begin again more intelligently.” After all, it<br />
only remains a failure if you do not learn from it. We have found that sometimes the root cause cannot be<br />
equitably corrected. In cases like these you must take alternative measures, such as building a roof over it,<br />
or a splash guard to keep the problem away from the equipment.<br />
Condition based maintenance is another valuable asset that can be provided by a functional predictive<br />
maintenance program. By monitoring equipment conditions and lubricant quality, unnecessary time based<br />
rebuilds or oil changes can be avoided. This not only saves time and money, but reduces waste products<br />
and saves our natural resources. Since Seminole Electric incorporated CBM for oil changes, we have<br />
reduced our waste oil stream by 4,000 to 5,000 gallons annually. This equates to a $28,000 to $35,000<br />
per year actual cost or a calculated cost based on the industry average actual cost per gallon times 4, this<br />
is an annual savings of $112,000 to $140,000 per year. Through these cost savings we have been able to<br />
almost maintain our lubricants contract cost despite recent increases in lubricants. Another major factor<br />
in avoiding un-needed rebuilds is the human factor. At times more problems can be created in a perfectly<br />
operating piece of equipment through the rebuild process than if it where left alone. Infant mortality of<br />
incorrectly installed components, exposure to adverse atmospheric conditions, component damage during<br />
rebuild, or the accidental rag left in the reservoir, any of these could wreak havoc on a previously perfect<br />
running machine.<br />
Vol 20 No 2<br />
15
16<br />
What is Predictive Maintenance<br />
Some case histories:<br />
Vibration analysis identified a problem with unit one limestone ball mill which is driven by a 1250<br />
HP, 1200 RPM, greased, anti-friction bearing, 6.9kv motor. The motor was installed new in August of 2000<br />
and is monitored monthly. Data collection on September 26, 2006 looked normal with no problems noted<br />
(Figure 1). On November 02, 2006 the BPFI (ball pass frequency inner) for the SKF 6326 bearing, motor<br />
inboard, was identified in the spectrum in stage three failure mode (Figure 2). (Figure 3) shows how the<br />
motor was found before it was removed and sent to a motor shop for repair. Through this analysis and<br />
fortunate timing of route collection a costly repair was avoided. If this had not been caught we might have<br />
ended up with a damaged rotor or windings instead of the normal cleaning, bearings, seals, and paint job.<br />
Vol 20 No 2<br />
FIGURE 1<br />
This motor was originally equipped with bearing isolators from the manufacturer and this picture is living<br />
proof that they work. Normal lip type seals wouldn’t have stood a chance against this. As mentioned<br />
previously about follow up work with equipment teardown, the bearings and isolators where inspected after<br />
removal. (Figure 4) is the inner race from the inboard bearing that was identified through vibration analysis.<br />
This motor and drive train is one of those situations where the problem couldn’t be totally corrected so a<br />
roof over was built to protect the equipment.<br />
FIGURE 2
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1<br />
What is Predictive Maintenance<br />
Vol 20 No 2<br />
FIGURE 3 Motor Limestone Ball Mill FIGURE 4 Inner Race Damage<br />
Oil analysis identified a sleeve bearing problem on one of our forced draft fan motors. These are 3000 HP, oiled,<br />
sleeve bearing, 6.9kv motors. Oil samples are taken quarterly based on previous track record for this<br />
equipment. We had a spike to 35ppm tin in the sample of January 27, 2005 (Figure 5). A unit shut<br />
down would be required to remove this equipment from service, so a bleed and feed was performed<br />
until the oil tested clean (patch test). We increased sampling and patch tested for presence of tin. A<br />
5 micron patch didn’t reveal much, but tin was very evident with a 1.2 micron patch. We performed a<br />
couple more bleed and feeds before a scheduled shut down on February 19, 2005. Inspection of the<br />
removed bearing showed one area in the leading edge of the lower half with loose and missing<br />
babbitt (Figure 6). A repaired bearing was installed and the motor returned to normal service.<br />
A patch test was run after<br />
of couple weeks run time<br />
with no tin seen. Quarterly<br />
sampling was resumed with<br />
tin slightly trended up to<br />
9ppm by the September 05<br />
sample, by January 03, 2006<br />
the tin had jumped to 67ppm<br />
(Figure 5). These results<br />
came in a couple days before<br />
an un-scheduled shut down<br />
for a tube leak repair, so the<br />
bearing was replaced during<br />
that time.<br />
FIGURE 5 Tin Levels From Oil Sample<br />
This motor was removed for a 5 year rebuild in March 2006. During the inspection process the recently<br />
replaced inboard bearing was found to already have similar damage to it after less than three months run<br />
time. No external causes such as, water for hydrogen embrittlement, improper clearances, damaged shaft<br />
journals, or any other problems, could be found during the motor rebuild to have caused these bearing failures.<br />
FIGURE 6 Loose and Missing Babbitt<br />
During the run in of the rebuilt motor we experienced<br />
another bearing failure, this time on the outboard end. All<br />
4 of the failed bearings were almost identical in nature and<br />
all had been repaired at the same facility, this prompted<br />
some in depth conversations with the repair facility and<br />
their quality control measures.<br />
On the subject of sleeve bearing oiled motors, we have<br />
almost all of our oiled, 6.9kv motors equipped with sight<br />
glass oilers which are a bulls eye sight glass with a 4 oz<br />
make up oiler. This not only adds to the comfort zone over<br />
the bulls eye sight glass, it maintains the correct oil level<br />
as long as there is oil in the reservoir and reduces the
What is Predictive Maintenance 19<br />
need for operators to add oil as frequently to keep the<br />
oil level correct. The motor bearing reservoirs are also<br />
set up with mini mess oil sample fittings. These not only<br />
give a consistent sample point, but reduced sampling<br />
times per motor by 50%. About 95% of the equipment<br />
we collect oil samples from has sample fittings installed.<br />
Each sample point has an ID tag hanging on it as well<br />
as an oil tag with lubricant name and catalog number.<br />
We also have targets mounted for vibration collection<br />
which provide a consistent point and a good flat surface<br />
for the accelerometer to be placed. While oil analysis is<br />
primarily performed on the motors for equipment health,<br />
we have employed CBM on our oiled sleeve bearing<br />
motors. Even though some of the bearing reservoirs<br />
FIGURE 7 Sight Glass Oilers<br />
are only a couple quarts this has reduced manpower<br />
requirements and by not performing unneeded intrusive<br />
maintenance we have seen the ISO code drop 2 to 3 numbers, for an unfiltered system. See (Figure7)<br />
Numerous other proactive measures have been initiated on equipment based on root cause<br />
analysis. Single point lubricators have been installed on different types of equipment throughout<br />
the plant. These not only help level out the over/under lubricated cycles but help keep pivot<br />
points purged to keep debris from ingression and damaging the pins and bushings. (Figure 8)<br />
shows the installation of single point lubricators on the wheel chocks for our rotary coal dumper.<br />
FIGURE 8 Single Point Lubricators On<br />
Wheel Chocks Of Rotary Coal Dumper<br />
We also utilize single point lubricators on several bearings throughout the plant. (Figure 9) shows a motor driven<br />
single point lubricator being tested on a ball mill pinion bearing. This is being tried since the gas changed ones<br />
didn’t create enough pressure to push the grease around and through the grease channel of the outer bearing race.<br />
Another proactive measure was taken to up-grade the inlet air filtration on our oxidation blowers based on<br />
results of a root cause failure analysis. These are low pressure high volume (25,000 CFM) blowers used<br />
in our synthetic gypsum production. These blowers were experiencing inlet control vane binding due to<br />
(corrosion) acidic air and debris build up. See Figure 10<br />
FIGURE 10<br />
FIGURE 9 Motor Driven Single Point<br />
Lubricators On Pinion Bearing<br />
Vol 20 No 2
20<br />
What is Predictive Maintenance<br />
After identifying this problem a filter vendor was contacted to see what was available for better<br />
filtration and possible acidic air removal. A new 3 stage filtration replaced the current 2 stage. The new<br />
3 stage included a 12” activated carbon element, a 12” vee style filter with almost twice the previous<br />
surface area and a 1” pre-filter. Original set up See (Figure 11), new 3 stage set up (Figure 12)<br />
Vol 20 No 2<br />
FIGURE 11 FIGURE 12<br />
We are 6 months into testing the new filters with very positive results thus far. After 3 months the activated<br />
carbon filter was tested and showed a usage of about 4% of the activated carbon, the next test is scheduled for<br />
6 months run time. Even with the higher cost of the new filters, if the change out rate is reduced as planned the<br />
additional cost per year is less than $750. This is only filter cost which does not include the additional savings<br />
from the equipment running cleaner and not requiring more frequent rebuilds from binding inlet control vanes.<br />
In a plant upgrade to produce synthetic gypsum from our scrubber slurry, a lot of the equipment at our<br />
effluent processing facility was placed in different operating parameters. This process was well worth it<br />
though since it reduced our land fill use by up to 75%. One gear reducer was failing every 3 to 5 weeks<br />
from the ingress of fly ash which looked like lapping compound and was wearing the gears and bearings to<br />
failure. With some basic improvements such as bearing isolators, kidney loop filtration, and better breathers<br />
we have improved the time between failures to better than 3 years. Average cost per failure was $5,000.<br />
The total cost for up-grades was less than $5,000 and a replacement system ran about $100,000. See<br />
Figure 13 (Before and after shots)<br />
FIGURE 13<br />
Our coal ball mill reducers were also experiencing frequent failures. These are 1,000 HP gear reducers,<br />
powered by a 1,200 motor, turning a 145 ton Foster Wheeler D9F ball mill. This equipment runs 24/7 unless<br />
there’s a problem with it. Excessive operating temperatures, 225f to 265f, were causing problems with gear<br />
surface protection. A 3 GPM cooler / filtration unit was built and the gear reducer was modified to
What is Predictive Maintenance 21<br />
utilize the clean, cool, oil. The top lid of the gear reducer<br />
was drilled to allow fresh oil to flow over the bearings,<br />
then drain to the bottom for gear splash lubrication and<br />
return to the cooler. The average summer time operating<br />
temperatures now run 125f to 145f and we can generally<br />
run 1.5 to 2 years without an oil change, a savings of 45<br />
gallons per change X 12 reducers. See Figure 14.<br />
CONCLUSION:<br />
While most of the topics covered in this paper have dealt<br />
with oil and vibration analysis, we also utilize ultra sound,<br />
infrared, and the good ole human analyzer. In the power<br />
FIGURE 14 Modified gear reducer<br />
industry with load requirements and replacement power<br />
costs fluctuating continually it’s hard to put a price on a<br />
piece of equipment related to production. The fortunate thing is that management has seen, and continues<br />
to see, the value in our functional predictive maintenance program.<br />
Hopefully through some of the examples in this paper the difference between just practicing predictive<br />
maintenance and a functional predictive maintenance department has been made obvious. There are<br />
many benefits to be gained from predictive maintenance technologies but the true power of predictive<br />
maintenance lies in the functional part of the predictive maintenance department.<br />
So, do you just have a predictive maintenance program, or do you have a functional predictive maintenance<br />
program?<br />
Brian Thorp is a Predictive Maintenance Technician/ Supervisor, with Seminole Electric Cooperative .
22<br />
Changing the Game<br />
Admittedly, “changing the game” is a pretty bold statement. Can a company really transform its business<br />
results through transforming its approach to reliability? The answer to that can be found in the dozens of<br />
successful case studies we’ve compiled in the last several years, two of which we provide here.<br />
Case Study 1<br />
A large steel mill was on the verge of bankruptcy. They turned to reliability as a strategy to turn things around<br />
and worked with an outside party to implement an integrated, plant-wide reliability centered maintenance<br />
program. As a result, the plant became the most profitable steel producer in North America and was<br />
rated the #1 steel mill in the world by Dow Jones. This plant reduced reactive maintenance from 70% to<br />
20%, increased availability from 78% to 91%, improved First Run Yield from 76% to 91%, and decreased<br />
storeroom inventory by $40 million - all with fewer people.<br />
Case Study 2<br />
A drug patent from a major pharmaceutical supplier was about to expire, giving way to substantial competition<br />
from those providing a generically equivalent drug. Faced with these challenges, the plant responsible for<br />
manufacturing this drug would need to completely revamp its operations or be driven out of business<br />
through low-cost competition. Closure of the plant would affect thousands of employees. By instituting a<br />
holistic and aggressive reliability program and by working with a reliability partner to assist them, the plant<br />
was able to not just keep its doors open, but to maintain a leadership position for this particular drug, even<br />
in the face of stiff, low-cost competition.<br />
What is Reliability?<br />
Optimization of plant asset performance and reliability is essential to meeting the challenge of increased<br />
production and lower costs - a situation faced by many industries in increasingly competitive global markets.<br />
Successful plant asset optimization requires the strategic integration of proven technologies, maintenance<br />
best practices, and reliability methodologies in a coordinated, sustainable program that includes culture<br />
change. Reliability is the over-arching term that defines this program.<br />
By definition, reliability is: “The probability that a system, device or component will perform its prescribed<br />
duty without failure for a given time when operating correctly in a specified environment.”<br />
We term reliability as the strategy and resulting programs that need to be in place to make sure that the<br />
systems, devices, and components will indeed perform their prescribed duty without failure. When we talk<br />
about reliability, we are talking about the strategy, methodologies, and programs that will drive the actions<br />
required to achieve the optimization of your plant assets. A holistic approach to reliability brings all of these<br />
programs and initiatives together into a comprehensive, ground-up approach built around solid foundational<br />
elements. Without a solid foundation, many strategies and programs falter and ultimately fail to achieve<br />
their objectives.<br />
Reliability is more then condition monitoring and predictive technologies. Although they are integral<br />
Vol 20 No 2<br />
Robert DiStefano Larry Covino<br />
Management Resources Group Inc GE Energy
Enterprise Reliability 23<br />
components of most successful reliability programs, reliability, as defined above, encompasses much more<br />
as part of successful plant asset optimization. Reliability-focused strategies and program development will<br />
drive the use of the right mix of technologies (including condition monitoring and predictive tools) based<br />
upon the asset failure modes, impact of failure, and consequences of failure on customer-specific key<br />
business drivers.<br />
Why is Reliability Important?<br />
Comparison of actual operating results show that “Best in Class” reliability performers typically spend<br />
about 60% less on maintenance than industry averages while simultaneously achieving better results in<br />
every meaningful category - process uptime, labor efficiency, equipment availability, safety, environmental<br />
compliance, and of course profitability.<br />
Not surprisingly, many companies are now realizing that reliability is the “next frontier” for enhancing<br />
business results. Investment in enhanced reliability programs often yield mutli-year ROIs of 8:1 and can<br />
run as high as 50:1 in some instances. In short, many businesses are beginning to embrace reliability as a<br />
“game changer” in meeting increasing competitive pressures and in satisfying customer and shareholder<br />
demands.<br />
How is Reliability Measured?<br />
Every company has key business drivers that they actively measure and manage that can be directly<br />
influenced by improvements in their program around maintenance and reliability. These business drivers<br />
typically include environmental and regulatory compliance, employee and public safety, operational drivers<br />
such as availability and production, quality (such as first pass quality and yield), and of course operation<br />
and maintenance costs. Improvements in any of these areas can directly influence the bottom line financial<br />
statement for most industrial customers. A comprehensive, holistic approach to reliability focuses on<br />
developing a program that will raise the level of performance in all of these applicable business areas.<br />
Like most metrics, there are other parameters that are important to measure to assure that improvements<br />
are being made. These are typically called key Performance Indicators (KPIs), and are developed and<br />
implemented as part of the reliability program development, enabling progress to be tracked.<br />
Working with all the key stakeholders in developing these KPI’s is integral to gaining awareness and<br />
ultimately buy-in to achieving and exceeding the defined measures.<br />
Benchmarks are often used to evaluate a company’s performance against a set of industry-defined standards<br />
of achievement. For example, benchmarking maintenance spend as a percentage of Replacement Asset<br />
Value for an industrial facility is a good measure of how they might stack up against others in their industry<br />
segment. Many variables go into good benchmark performance measures, and databases that span<br />
various levels of performance are required in each segment in order to establish quartiles and sub-quartiles<br />
of performance measures. A comprehensive look at these benchmarks will help identify the entitlement<br />
an organization might enjoy if they were to achieve the performance of a top quartile performer. These<br />
benchmark statistics can clearly point out areas of focus where even well-established and comprehensive<br />
programs can achieve additional benefits. To date we have not found any organization that is 100% satisfied<br />
that they have achieved all of the benefits of a worldclass reliability program - there is always room for<br />
improvement.<br />
The Business Problem<br />
Recently, we studied statistics from the United States Department of Commerce, including their measurement<br />
of what they call “Net Stock of Private Fixed Assets” in various industries. This measurement is a close proxy<br />
of Replacement Asset Value (RAV). In 2003 (the latest statistics available from the USDOC), there were<br />
$4.9 trillion of physical assets on the ground in United States industry. We have a proprietary benchmarking<br />
system that measures actual maintenance spend (as a percentage of Replacement Asset Value (RAV))<br />
in about 10 different industries. As it turns out, the average spend is between 5% and 8%, with the best<br />
performers spending less than 2% to 3%. Again, this is actual performance data - not theoretical data - and<br />
the nearly two decades of reliability services data compiled by MRG through experience with over 400<br />
clients in 14 industries bears this out consistently.<br />
We applied our proprietary benchmarking system to the U.S. Department of Commerce statistics, and we<br />
dollarized the value of elevating Fourth, Third, and Second Quartile plants to First Quartile in maintenance<br />
Vol 20 No 2
24<br />
Enterprise Reliability<br />
spend. The results are shown in Figure 1 and suggests that industry wastes more than $180 billion in<br />
excess maintenance spend annually. This figure is even more sobering when you consider that it is just for<br />
the U.S.<br />
Just Spend Less?<br />
Vol 20 No 2<br />
Figure 1 – Annual Excess Maintenance Spend (in billion USD) by US Industry.<br />
Reducing the maintenance spend alone is not the answer. In fact many companies in the past 15 years<br />
have cut maintenance budgets fairly dramatically; however, performance in other aspects of the business<br />
has suffered - and in many cases, suffered dramatically. For example, efforts to cut overtime and use of<br />
contractors and materials costs have had unintended consequences, as summarized below.<br />
Unintended Consequences of Maintenance Spend Reductions without a Robust Reliability Program:<br />
• Increased downtime<br />
• Degraded equipment reliability/condition due to failure to perform preventive maintenance<br />
• Diminished product quality<br />
• Less-than-optimal asset utilization<br />
• Missed product deliveries<br />
• Reduced productivity<br />
• Downtime from stock-outs (not having the right spare parts when needed)<br />
• Increased energy consumption<br />
• Avoidable collateral damage due to catastrophic failures<br />
$184 Billion<br />
Annual Excess Maintenance Spend<br />
+<br />
$553 Billion<br />
Productivity Losses<br />
=<br />
$738 Billion<br />
Potential Annual Reliability Benefit<br />
Simply cutting the maintenance budget without a genuine reliability strategy will thus result in other costs that<br />
eclipse any savings in spending. The work done in the 1980’s and 1990”s by Rohm and Haas (a recognized<br />
leader in this area), as well as numerous published case studies, show consistently that the opportunities<br />
associated with these other performance deficiencies can represent 3X to 7X the maintenance spend<br />
reduction benefit. Taking the conservative end of that statistic (three times maintenance spend reductions),<br />
you can see from Figure 1 that another $550 billion in “Productivity Losses” can be re-claimed through the<br />
maintenance and reliability improvements, making the financial business case - again, in the United States<br />
alone - worth close to $740 billion in annual, recurring benefits. What is this number world-wide? Good<br />
question. We are currently trying to quantify that with good data; however, our preliminary reading is that,<br />
if the U.S. opportunity is conservatively estimated at $740 billion annually, the world-wide annual benefits<br />
are probably between $2 and $3 trillion.
Reliability Adoption<br />
Enterprise Reliability 25<br />
Approximately 25% of plants have achieved “best-in-class” reliability performance (i.e., top quartile<br />
performance). In other words, 75% of plants have improvements to make and work to do. These “best-inclass”<br />
plants are essentially pulling ahead of their competitors and enjoy the benefits of improved reliability<br />
until their competitors eventually are forced to respond in similar fashion. Those who adopt earlier accrue<br />
benefits for a longer period of time and with greater differentiation than those who wait until “late in the<br />
game” to make such adjustments.<br />
This is the situation when we look at plant-by-plant adoption. In contrast, when we look for an example<br />
of a company that has uniformly elevated their reliability practices enterprise-wide, rather than just plantby-plant,<br />
we find a different situation: there are no examples. In other words, we are still looking for the<br />
innovators. This is not because there is no perceived need or because there is no corresponding business<br />
case for enterprise-wide improvement versus simple plant-by-plant improvement. The issue is one of<br />
implementation. While there are numerous companies that have been able to achieve “best in class” at<br />
isolated plants, they simply haven’t been able to unlock the “recipe” for replicating this success uniformly<br />
and consistently across all of their plants. Nobody has done it because, without assistance, nobody has<br />
been able to. What are the benefits of enterprise-wide approach rather than plant-by-plant? There are<br />
several:<br />
• It leverages work done at one plant for reuse at other plants, eliminating the need for each and every<br />
plant in an enterprise to re-invent the wheel.<br />
• This results in a lower overall investment across an enterprise, making it easier to justify the expenditures<br />
for foundational and culture change work, enhance the Return on Investment, and speed the Rate of<br />
Return.<br />
Typical ROIs are from 8:1 to 16:1 and higher, with typical Internal Rates of Return of from 50% to 250%<br />
and higher.<br />
The Business Case<br />
As recently as five years ago, it is fair to say there was very little awareness at the corporate executive<br />
suite level regarding the contribution to financial and business performance improvements that can come<br />
from improved levels of physical asset reliability. In addition, five years ago we did not enjoy an accepted<br />
consensus among industry experts about what good maintenance and reliability practices look like. If we<br />
asked what are the characteristics exhibited by top performers who have increased operational performance<br />
of their physical assets - while reducing the overall cost of production (including reducing the cost of<br />
maintenance), we were likely to get varying answers depending on who was asked. In fact, as recently<br />
as five years ago, there were no true success stories in this arena. There were some spotty, incremental<br />
achievements, but no reliable success stories. Gladly, today we have much higher awareness at executive<br />
management levels, and we have consistent guidance from top performers and consensus among industry<br />
experts about the proven pattern of excellence.<br />
First lets discuss executive awareness. Today, the people in the executive suites of our industrial companies<br />
are beginning to understand that the business problem described earlier is solvable, and the solution<br />
represents the largest company performance improvement opportunity available. This is partly because<br />
corporate executives have read about or witnessed dramatic business performance improvements in the<br />
early adopter companies. The CEO of Chevron Corporation, Mr. Dave O’Reilly, said in a recent letter to<br />
employees that “Reliability, like safety, is a critical element of operational excellence and requires our<br />
constant attention.” The Vice President of Operations at Anheuser Busch, Michael Harding, said in a recent<br />
public speech to the Society of Maintenance and Reliability Professionals, that “As goes maintenance,<br />
so goes the business”. There are more and more examples of executives focusing on maintenance and<br />
reliability every day.<br />
Is there a financial business case for reliability in your plant or enterprise? Find out what initiative your CEO<br />
is concerned with, and we guarantee you that reliable assets will materially contribute to the results of that<br />
initiative - either directly or indirectly.<br />
Vol 20 No 2
26<br />
Enterprise Reliability<br />
This will be further explored later in this article. For now, suffice to say that this environment of increased<br />
awareness and understanding bodes well for a significant elevation of maintenance and reliability business<br />
practices. There is a lot of guidance that can be used to estimate the costs of closing gaps to achieve higher<br />
levels of performance and the associated financial gains. While such costs are not insignificant, they are<br />
almost always easily justifiable in light of the benefits.<br />
Today, although there are only a handful of companies that have, in fact, seriously elevated their maintenance<br />
and reliability practices, and improved business performance as a result, those few companies provide<br />
ample data that paints a very consistent picture of what good looks like and what results can be expected.<br />
Companies like Rohm and Haas (mentioned earlier), Allied Signal/ Honeywell, Dofasco Steel, and, more<br />
recently, Cargill Corporation, among a few others, have made dramatic shifts in their physical asset<br />
management strategies that have driven significant financial results in many parts of their businesses.<br />
Best-in-Class Traits<br />
The characteristics exhibited by these “best-in-class” are remarkably consistent regardless of the industry<br />
in which they operate. These characteristics allow at least six key lessons to be drawn that are widely<br />
applicable to any industry.<br />
1. They spend less on maintenance without sacrificing business results.<br />
Annual maintenance spends of these companies are typically less than 2-3% of Replacement Asset Value<br />
(RAV). Contrast this with an industry average maintenance spend of 5-8% RAV. In other words, best<br />
performers are spending about half of what industry average performers are spending.<br />
2. They employ a variety of Predictive Maintenance (PdM) and Condition Monitoring (CM) technologies<br />
on the majority of the candidate equipment population.<br />
Of note in the top performers is the depth into the asset population to which these multiple PdM and CM<br />
technologies are applied. For example,<br />
• From 63% to 95% of rotating machines (depending on the industry) are included in a robust vibration<br />
analysis program - not just the critical equipment.<br />
• 91% to 100% of electrical equipment is included in a robust thermography program (incidentally, 58%<br />
to 79% of mechanical equipment is also included in the thermography program at top performers,<br />
particularly smaller motors and gearboxes in packaging and similar operations).<br />
• Lubrication analysis and contamination control practices are extensive and comprehensive.<br />
• Use of Motor Circuit/Current Evaluation (MCE) technology for drivers is extensive.<br />
• Extensive use of ultrasonics (airborne and contact) and various non-destructive testing (NDT)<br />
technologies for piping and pressurized assets is also present at top performers.<br />
3. They employ time-based, invasive preventive maintenance (PM) on a relatively small percentage<br />
(usually only about 25%) of their equipment.<br />
These last two points are worth considerable emphasis. After World War II, it was believed in general<br />
industry (despite knowledge to the contrary in the aerospace industries and some branches of the United<br />
States military) that most equipment behaved in a time-based predictable pattern. That is, the probability<br />
of failure was relatively low and constant until a so-called “wear-out” zone was reached, at which time<br />
exponential increase in failure probability occurred. Traditional time-based Preventive Maintenance was<br />
designed to intervene into the equipment right before the wear-out zone was reached.<br />
In reality, a precious small percentage (only about 2%) of equipment actually behaves in this fashion.<br />
In fact, as shown in Table 1 (taken from RCM-II by John Moubray), there are many failure patterns of<br />
machinery behavior, but only about 11% of the equipment in a typical industrial plant exhibits a time-based<br />
predictable “wear-out” pattern.<br />
Vol 20 No 2
Table 1 - Modern View of Asset Wear<br />
Description Graphical Representation % of Assets Examples<br />
A. Traditional View.<br />
Random failure, then<br />
wear out zone<br />
B. Bathtub Curve.<br />
High infant mortality,<br />
then low level of random<br />
failure, then wear out<br />
zone<br />
C. Slow Aging.<br />
Steady increase in the<br />
probability of failure.<br />
D. Best New.<br />
Sharp increase in the<br />
probability of failure, then<br />
random failure<br />
E. Constant Random<br />
Failure. Truly random<br />
with no age-related<br />
failure pattern<br />
F. Worst New.<br />
High infant mortality and<br />
then random failure<br />
2%<br />
11%<br />
Enterprise Reliability 27<br />
Sprockets and chains<br />
4% Typically electromechanical<br />
items.<br />
Electronic components<br />
give rise to infant mortality<br />
on left side of curve, while<br />
mechanical components give<br />
rise to late-life failure.<br />
5% Brake pad linings or other<br />
friction-type mechanisms<br />
7%<br />
89%<br />
Hydraulic and compressed<br />
air systems<br />
14% Rolling element<br />
bearings<br />
68% Electronic<br />
instruments<br />
In Table 1, note the phenomenon of infant mortality, depicted in curves B and F by the initial high probability<br />
of failure upon commissioning an asset into service. This corresponds to about 72% of equipment in a<br />
typical industrial plant (this of course varies by industry) that experiences infant mortality, while, again, only<br />
about 11% has a time-based predictable wear-out pattern. Thus, by relying predominantly on calendarbased<br />
PM as a maintenance strategy for most of our assets, we are potentially adding value on only a small<br />
percentage of equipment, and potentially introducing infant mortality on a high percentage of our assets<br />
- unnecessarily - doing more harm than good.<br />
Have you ever been confronted by a school of thought that held “if it ain’t broke, don’t fix it?” While you may<br />
have thought anyone espousing this philosophy was unaware of the science of machinery behavior, it turns<br />
out that they really are expressing a knowledge based on their own experience that machine failure is very<br />
likely shortly after doing work on a machine. They may not have known the engineering principles behind<br />
the experience, but they were right!<br />
We are not suggesting that because most equipment does not observe a time-based predictable failure<br />
pattern we shouldn’t do anything to our machines until they fail. We are saying that despite the fact that<br />
most of our machines do not observe a time-based predictable wear-out pattern, failure is predictable on<br />
a large percentage of our equipment - using predictive maintenance and condition monitoring. Eliminating<br />
the unnecessary calendar-based PMs and introducing PdM enhances our ability to proactively manage our<br />
assets to be more reliable, and reduces the cost of maintenance at the same time.<br />
4. They allow their PdM technologies to be the primary driver of their work identification system.<br />
Here are some statistical highlights of top-quartile workflow practices:<br />
• Over 50% of the daily work order hours are related to the PdM program<br />
- 15% Collecting and Analyzing Condition Information<br />
Vol 20 No 2
2<br />
Enterprise Reliability<br />
- 35% Performing PdM “Results” Corrective Work (PdMr) (work resulting from the PDMs)<br />
• About 30% of the daily work order hours are related to the PM program<br />
- 15% Collecting and Analyzing Condition/Operating Parameters<br />
- 15% Performing PM “Results” Corrective Work (PMr) (work resulting from the PMs)<br />
• Less than 20% of the daily work orders were initiated via a traditional work request from equipment<br />
operators<br />
Keep in mind that the use of the PdM technologies objectively identifies corrective work based on real<br />
science and real data, and the early and objective identification of machine faults, if acted upon properly,<br />
should avoid catastrophic failure and collateral damage. This means that the repairs that are made are<br />
typically less extensive, using less labor and less parts. This all drives costs down.<br />
Traditional work identification based largely on the “five-senses” of the equipment operators provides<br />
inadequate time to effectively plan corrective work, which handicaps schedule compliance, in turn<br />
undermining the credibility of and trust in maintenance on the part of the operators, and so on. The domino<br />
effect is clearly present here if the root cause of the problem - work identification - is not addressed. A<br />
topquartile, objective work identification system, based on comprehensive PdM, allows the Planners to<br />
plan the PM and PdM corrective work orders. By virtue of early and objective machine fault identification,<br />
these work orders can be effectively planned because we have ample time. Once planned, these work<br />
orders can be advanced to a ready-to-schedule status - feeding a more effective scheduling process. This,<br />
in turn, allows wrench time of the maintenance workers to approach (and in some cases exceed) 50% (note<br />
that the average wrench-time in a typical industrial plant is less than 30%). This also eventually will allow<br />
the equipment operators to trust the schedule and actually prepare the work-site and the equipment for the<br />
scheduled repair.<br />
Vol 20 No 2<br />
$/HP/Year<br />
Run to<br />
Failure<br />
Figure 2 – Cost of maintenance<br />
versus maintenance practices<br />
employed, as summarized by<br />
an Electric Power Research<br />
Institute (EPRI) study.<br />
Of course, there are many studies that prove planned work is significantly less expensive than unplanned<br />
work. In addition, a work mix more heavily weighted toward PdM will drive costs down, as Figure 2 summarizing<br />
one study shows. In addition, a well-planned work order provides ample time for an experienced and skilled<br />
craftsperson to perform a precision repair that should result in more reliable operation once the machine<br />
is restored to service, not to mention more personal job satisfaction on the part of the craftsman who was<br />
given ample time to do the job right the first time.<br />
5. They treat reliability holistically.<br />
Preventive<br />
Maintenance<br />
Predictive<br />
Maintenance<br />
Proactive<br />
Condition<br />
Monitoring<br />
Types of Maintenance Programs<br />
Top performers all exhibit a holistic approach to changing practices, recognizing that the benefits cannot<br />
be unlocked by attacking individual components of the entire strategy. If only the maintenance people<br />
are involved in the process, it won’t drive results. The entire organization must be involved to unlock the<br />
benefits. And, all aspects of the strategy must be addressed simultaneously. You cannot piecemeal your<br />
way to prosperity. For example, planning and scheduling cannot improve if the work identification system<br />
is faulty. We can’t identify work objectively and early (before collateral and catastrophic damage occurs)
Enterprise Reliability 29<br />
without extensive use of PdM and condition monitoring. PdM generated work orders will never be slotted<br />
into the schedule unless the operators understand and trust the technology. This is just a small example<br />
of how every aspect of the strategy acts as a link in the chain. If any link is missing, or broken, the entire<br />
strength of the chain is compromised.<br />
6. They do not overlook the importance of culture change.<br />
The sixth critical lesson drawn from top performers is that the culture change required to accomplish success<br />
is recognized early as a significant impediment to success. These top performers incorporated all kinds<br />
of tools and methods to address culture change, including awareness training, consistent measurement<br />
systems, alignment of performance to rewards, etc. In fact, the top performers believe that the most<br />
challenging part of their journey was the “softer side” of the problem - not the technology and engineering<br />
side.<br />
If we think in terms of people, process, and technology (which many companies do today), not surprisingly<br />
it is the people aspect that is the most challenging. Despite our intuition that this is true, most companies<br />
fail to dedicate the proper amount of attention and resources to this aspect. For example, many companies<br />
complain that their Computerized Maintenance Management System (CMMS) has not delivered the<br />
promised results, but the CMMS alone cannot deliver reliability. Concentrating primarily on the process and<br />
technology does not result in sustainable higher performance. Research done on culture change over a<br />
twenty-year period inside GE revealed remarkable statistics. 100% of change initiatives that were considered<br />
successful had a sound technical solution. However, over 98% of change initiatives that were considered<br />
failures also had a sound technical solution! This amplifies the experience that a sound technical solution<br />
alone will not drive results.
30<br />
Enterprise Reliability<br />
Why do reliability programs/initiatives fail?<br />
Despite the success stories that should guide us with their consistent practices, even the successful<br />
companies that have achieved great results have done so only in the context of individual plants or business<br />
units. None of the case studies for success have demonstrated uniform elevation of these practices<br />
enterprise-wide, at every single plant. In addition, the success that is evident is still somewhat (if not<br />
highly) dependent on influential leaders without whom the performance is not sustainable. In other words,<br />
in some of these companies, the changes have yet to be institutionalized for sustainable performance<br />
and continuous improvement. This, of course, takes time, resources, and perseverance, and it should be<br />
pointed out that some of the companies recognize this and are actively addressing it.<br />
Reliability needs to become knitted into the fabric of our companies much like safety has. Why? Consider<br />
that every corporate improvement initiative, whether it is related to Lean Manufacturing, TPM®, Six<br />
Sigma®, Quality Circles, Supply Chain Optimization, Market Share Increase, Cost-of-Goods Reduction,<br />
Value-added Services, Increase in Sales, Asset Utilization Leverage - no matter what it is - success in these<br />
initiatives is either directly or indirectly enabled and enhanced by the reliability, stability, and dependability<br />
of the physical assets. So business performance can actually degrade if “Lean” is implemented in the<br />
absence of establishing a reliable and stable asset base. In any event, if the reliability foundation is in<br />
place, incremental benefits for the corporation can be unlocked and the performance of the company, in<br />
whatever part of the business the executive suite is focused on, will improve. Nonetheless, some obvious<br />
impediments stand in the way of uniform, enterprise-wide performance, including:<br />
• No business case developed to frame the opportunity in financial and business terms<br />
• Lack of executive initiating sponsorship<br />
• Lack of executive sustaining sponsorship<br />
• No defined standards at the corporate or division level<br />
• Failure to recognize the need for careful integration of all the elements in a<br />
top-quartile asset management practice<br />
• Insufficient attention to addressing culture change<br />
• Tepid application of PdM and CM as primary work identifiers<br />
• Inordinate reliance on calendar-based PM<br />
• No ties between performance and rewards<br />
• Missing systems/tools to efficiently leverage work done at<br />
one plant to similar equipment at other plants<br />
• Failure to employ outside resources for special expertise, leadership,<br />
guidance, and actual heavylifting work necessary to close gaps rapidly<br />
There are others as well, but these are the major ones.<br />
What are the benefits of seeking outside assistance?<br />
As was mentioned in the previous section, one of the impediments to success is failure to recognize the<br />
need for specialized expertise and experience from outside the company. There are several reasons why<br />
outside assistance can be particularly beneficial:<br />
1. Overcoming Myopia<br />
It is often difficult to assess our own shortcomings and weaknesses objectively. Conversely, we may tend<br />
to overestimate our strengths. While the role of an outside party is not to curb enthusiasm, it can provide a<br />
more realistic assessment of a company’s performance relative to its industry peers. An outside entity can<br />
usually bring a more accurate appraisal of a company’s reliability performance than can be achieved from<br />
the inside out.<br />
Vol 20 No 2
2. Time to Results<br />
Enterprise Reliability 31<br />
The longer it takes to assess reliability practices and implement necessary improvements, the greater<br />
the likelihood that a company will lose focus and incentiveto change. While speed alone is not the only<br />
determinant in program success, the ability for an outside party to tackle reliability as a defined “project”<br />
has proven time and time again to be helpful in getting companies to their goals than when employing a<br />
purely “do it yourself” approach. It is important to note, however, that reliability is not something that is<br />
“outsourced.” The goal of any project is to create a sustainable program that fully involves the customer at<br />
every step so that it is the customer’s program - not the consultant’s.<br />
3. Experience<br />
An outside party brings the benefit of experience that crosses many disciplines and industries. Typically,<br />
they’ve seen the same problems over and over again and have been trained to not just identify them, but<br />
correct them. An entirely do-it-yourself approach often destines a company to reinvent the wheel, typically<br />
at great expense in terms of both money and time. Admittedly, the concept of a “consultant” often has<br />
negative connotations. They waltz in, make their Changing Results, Not Just Activities<br />
At the end of the day, reliability is about business results. If “changing the game” simply means different<br />
activities without correspondingly different results, it isn’t really changing the game at all. Fortunately, there<br />
is an abundance of success stories - some quite dramatic - that attest to the effectiveness of reliability<br />
in its ability to transform business results, not just business activities. We provided two such examples<br />
of companies that were able to “change the game” through changing their approach to reliability at the<br />
beginning of this article. In our experience, these are not isolated examples that only a few companies can<br />
hope to achieve. Instead, they represent the benefits that are readily available to any company willing to<br />
seriously apply a rigorous and holistic reliability approach to their operations and maintenance activities.<br />
This article was originally published in GE Energy’s ORBIT magazine and is being reprinted by permission.<br />
Copyrights remain the property of General Electric Company.
32<br />
In poorly performing plants it is typical that production, maintenance and engineering organizations work<br />
in silos without much cooperation. The traditional view in these plants is that the maintenance organization<br />
delivers service to its customer which is the production organization and the engineering organization<br />
is called “the black hole” where requests for drawing and other documentation updates disappear, and<br />
maintenance and operations input on design are not included when new equipment is specified and<br />
procured. This traditional view has never made sense to me because the results of maintenance work are<br />
not a service. Services are the resources the organization has available to deliver equipment reliability and<br />
asset preservation.<br />
One common observation in best manufacturing organizations is that Operations, Maintenance and<br />
Engineering work in a close partnership. They view Reliable production as their common goal. The<br />
Maintenance organization delivers Equipment Reliability; The Operations organization delivers Process<br />
Reliability in an equal partnership. The Engineering organization designs and procures equipment based<br />
on lowest Life Cycle Cost (LCC) instead of lowest purchase price. LCC includes total cost of ownership for<br />
acquisition, installation, operations and maintenance, energy, scrapping etc. Reliability and Maintainability<br />
requirements are included in early specifications with involvement from the operations and maintenance<br />
organizations.<br />
The picture opposite shows a<br />
good example on LCC design.<br />
The portable lifting arm, jacking<br />
bolts for motor alignment, drain<br />
valve to drain pump house, and<br />
fixed pick up points for vibration<br />
analysis will cost a little more<br />
initially but will save much more<br />
during the life of the pump.<br />
Good instructions and a bill of<br />
material specifying all original<br />
manufacturers’ data on all<br />
components in the pump shall<br />
also be delivered with the pump.<br />
Picture courtesy of ABS Pump.<br />
All organizations I talk with about the principles of a partnership work system agree but seldom implement<br />
the changes aggressively enough to harvest the benefits. Most organizations are under the illusion that<br />
they already work as partners and therefore do nothing to implement it.<br />
Today industrial plant can not afford not to implement a partnership work system, the saving opportunities<br />
are too big to be ignored and the decision to implement a partnership work system has to come from the<br />
plant manager or above him/her. The rest of the organization is often gridlocked and protective of their old<br />
roles.<br />
Vol 20 No 2<br />
Christer Idhammer<br />
President and CEO IDCON, INC www.idcon.com
Partnership Organisations 33<br />
The table below summarizes some maintenance related differences between traditional service<br />
focused organizations and organizations based on a partnership work system driven by reliability<br />
performance.<br />
Constituent Service Focused<br />
Organization<br />
Key Performance<br />
Indicator<br />
Partnership Work<br />
System<br />
Maintenance Cost/ton Prime Quality Tons/<br />
Manufacturing Cost<br />
Engineering Specification and<br />
procurement of new<br />
equipment done<br />
without reliability<br />
and maintainability<br />
specifications and<br />
enough involvement<br />
by users. Procurement<br />
primarily based on<br />
lowest cost to acquire.<br />
Reliability Seen as a maintenance<br />
responsibility and deals<br />
with equipment only.<br />
Sometimes related<br />
solely to predictive<br />
maintenance.<br />
Production Reports Documents lost<br />
production per<br />
department. For<br />
example Mechanical<br />
Maintenance, Electrical,<br />
Instrumentation and<br />
Operations.<br />
Root Cause<br />
Analysis<br />
Often called Failure<br />
Analysis.<br />
Flexibility Operators operate and<br />
maintenance people<br />
maintain.<br />
Priorities of<br />
Maintenance work<br />
Priorities are decided<br />
by the requestor which<br />
often represents the<br />
operations organization.<br />
Priorities are often<br />
emotional.<br />
Procurement based<br />
on lowest Life Cycle<br />
Cost. Specifications<br />
include reliability<br />
and maintainability<br />
requirements.<br />
Reliability is the<br />
total performance<br />
measurement for the<br />
whole organization.<br />
Encompasses process<br />
and equipment<br />
reliability.<br />
Describes the problem,<br />
selects problems to be<br />
solved, assign problem<br />
owner, eliminates the<br />
problem and train rest of<br />
the organization in the<br />
solution.<br />
Called Problem<br />
Elimination<br />
As a minimum operators<br />
do basic inspections of<br />
equipment and process.<br />
They are trained in how<br />
to do inspections.<br />
A priority guideline<br />
is agreed upon and<br />
respected by both<br />
operations and<br />
maintenance.<br />
Comments<br />
Drives the organization to focus<br />
on competitiveness and total<br />
results. The focus must be on<br />
what drives cost, not cost alone.<br />
To be successful investments<br />
must change from short term<br />
cost focus to long term total<br />
cost of ownership. Privately<br />
held companies can be more<br />
successful to implement this<br />
strategy than public companies.<br />
Improved manufacturing<br />
reliability drives down cost. One<br />
common performance indicator<br />
helps build the partnership work<br />
system.<br />
A change from asking who?<br />
To asking Why? strengthen<br />
partnership work practices.<br />
The term “Failure” often<br />
relates to equipment and<br />
thus maintenance. The term<br />
“Problem” includes everything<br />
and supports the partnership<br />
work practices.<br />
Operators can often do 50% of<br />
all basic equipment inspections.<br />
This will significantly lower costs<br />
for preventive maintenance. It is<br />
the first step towards expanded<br />
operator and maintenance work<br />
flexibility.<br />
The most common reason why<br />
planners do not plan is frequent<br />
interruptions by emotional<br />
priorities. A service focused<br />
maintenance organization will<br />
encourage a “Yes Sir” mentality.<br />
In a partnership the priorities<br />
will be set on the basis of what<br />
is most important for the whole<br />
organization.<br />
Vol 20 No 2
34<br />
Partnership Organisations<br />
Planning and<br />
Scheduling.<br />
-Shutdown work.<br />
Planning and<br />
Scheduling.<br />
- Daily work.<br />
Maintenance cost<br />
Responsibility.<br />
Maintenance craft<br />
People on shift.<br />
Implementation<br />
Vol 20 No 2<br />
Maintenance and<br />
Operations work<br />
scheduled in separate<br />
schedules. Schedules<br />
can easily be changed.<br />
Work frequently added<br />
to schedule in the<br />
morning of the day<br />
it is requested to be<br />
done. This practice<br />
is accepted by<br />
maintenance because<br />
operations is the<br />
customer.<br />
Operations request 70%<br />
of work. Maintenance<br />
manager is blamed for<br />
budget over runs.<br />
Many people on shift to<br />
cover for possible break<br />
downs. Craft People<br />
often poorly utilized.<br />
One schedule for<br />
all work. Schedule<br />
changes are done jointly<br />
between operations<br />
and maintenance. Shut<br />
down project manager<br />
represents operations.<br />
Schedule for next<br />
days work is closed at<br />
11.00 a.m. day before<br />
execution. Work is<br />
assigned to crafts<br />
people end of day<br />
before execution of<br />
schedule. Less than 5%<br />
changes in schedules.<br />
Joint responsibility for<br />
Manufacturing costs.<br />
Very few or no<br />
maintenance craft<br />
people on shift.<br />
A partnership will easier<br />
overcome old and very costly<br />
practices. Improves reliability<br />
and Production throughput.<br />
Drives a change in behavior.<br />
Increases maintenance<br />
productivity.<br />
Drives partnership work<br />
practices<br />
Fewer maintenance craft people<br />
on shift will result in more<br />
maintenance work done by<br />
operators.<br />
First of all your plant manager must believe that to implement partnership work practices is the right thing<br />
to do because it improves the plants’ competitiveness and you can not afford not to do it.<br />
It is imperative to understand that the change to partnership practices is not a revolution it is more of an<br />
evolution through implementation of a lot of common sense. So it does not need to take a long time and it<br />
does not have to cost a lot of capital dollars.<br />
Recommended Implementation Steps<br />
If most of what you have read in this article makes sense you need to sell these ideas to key people in your<br />
organization. Often you can speed up this process by assemble operations, maintenance and engineering<br />
to present and discuss these ideas. Because the principles are common sense there is a very good chance<br />
that acceptance will be very high.<br />
Mission Statement<br />
It will help you to first agree on a joint mission statement between operations and maintenance for your<br />
production organization. Key operations and maintenance leaders must together work out this statement.<br />
You can start by listing some key words that should be included in statement E.g. Reliable Production,<br />
Safety, Partnership. Split this up into a couple of groups to work out the statement. Review the statements<br />
you come up with a couple of times and you will most probably come up with a mission statement you all<br />
agree to. An example could be;<br />
“In a partnership between operations and maintenance we shall safely deliver<br />
continuously improved production reliability through long term implementation of best<br />
practices”<br />
Belief: Improved production reliability will decrease manufacturing costs.
Partnership Organisations 35<br />
The mission statement for maintenance and operations must be tied with the above statement. For the<br />
maintenance organization the mission statement could say:<br />
“As an equal partner with operations we shall safely deliver continuously improved<br />
equipment reliability through long term implementation of best practices.”<br />
Belief: Improved equipment reliability will decrease maintenance costs.<br />
The application and true use of this statement will drive very different work practices than if the statement<br />
would say as following actual statement from a maintenance organization;<br />
“As a service organization to production we will safely provide effective services at lowest cost.”<br />
This organization became very cost driven. The maintenance manager focused on cutting the cost of<br />
maintenance over many years. He had done exactly what was asked by his manager and followed the<br />
mission statement. The easiest way to cut maintenance costs is to defer maintenance work and that was<br />
what he did, so after two years maintenance costs started to go up drastically and reliability was decreasing<br />
so he was fired.<br />
What Good Organisations Look Like and How Good Is Your Organization<br />
You might also want to do a structured educational evaluation of your maintenance performance in order to<br />
increase awareness and to let your organization discover the gap between best practices and your actual<br />
practices. This evaluation should describe your new work practices in such a way that improvements, or<br />
the lack thereof, can be measured.<br />
Christer Idhammar can be reached at info@idcon.com attn. Christer Idhammar
2007 Survey of<br />
4Site<br />
Submitted by: 4Site by fsc Limited USA<br />
Web: www.4site.com<br />
IN-COUNTRY SUPPORT: USA , Canada and Australia<br />
DESIGNED FOR A PARTICULAR INDUSTRY: 4Site is applicable<br />
across all “Asset Intensive” industries<br />
TYPICAL COST OF THE CMMS/EAM SOFTWARE:<br />
Small site: $35000 Medium Site: $75000<br />
Large Site: $150000 US Dollars<br />
Available as a stand-alone system: YES<br />
Part of larger management/corporate system: NO<br />
DESCRIPTION<br />
4Site, by fsc Limited, helps deliver optimum bottom line results<br />
to asset intensive companies by driving optimization, availability,<br />
reliability and productivity of production assets through superior<br />
equipment management, maintenance and monitoring, supply chain<br />
and materials management optimization, project management<br />
and execution, and financial management, analysis and reporting<br />
capability. 4Site delivers superior return on investment with ease of<br />
use and rapid implementation leading to quick realization of financial<br />
benefits and lowering total cost of ownership.<br />
Agility<br />
Submitted by: SOFTSOLS(ASIA/PACIFIC) Australia<br />
Email: Shane.Diprose@softsolsgroup.com<br />
Web: www.Getagility.com<br />
IN-COUNTRY SUPPORT: UK, USA, Auatralia, Singapore, Malaysia,<br />
Indonesia, Philippines, India, Sri Lanka, South Africa, Spain,<br />
Portugal, Italy, Russia.<br />
DESIGNED FOR A PARTICULAR INDUSTRY:<br />
Agility is a generic solution; Agility is 100% customisable so it can<br />
be custom built for areas like Manufacturing, Facilities Management<br />
& Service industry.<br />
TYPICAL COST OF THE CMMS/EAM SOFTWARE:<br />
Small system: $3,000 Medium system: $6,000 Large system:<br />
$30,000 Australian Dollars<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: No.<br />
DESCRIPTION<br />
Agility is a state of the art Microsoft .NET maintenance management<br />
system that gives you the functionality you want at a price you<br />
can afford. Completely configurable web browser system. Zero<br />
footprint, instant access from your web browser. No client set-up or<br />
downloads. Just connect and go. Allocate jobs and work orders to<br />
engineers on their Pocket PC using GPRS or wireless networking<br />
Equipment & Asset Management:<br />
• Easy management. Agility has data-driven templates to make<br />
managing your equipment and assets easy<br />
Work Order & Preventative Maintenance<br />
• Templates. Agility’s work order templates create a full description<br />
of standard maintenance work.<br />
• Assets. Templates can be defined for each type of asset or<br />
common fault<br />
• Preventative maintenance.<br />
• Help Desk and work requests<br />
• Route sheets. Multiple equipment items can be associated with<br />
one work order.<br />
Employee Allocation and Resourcing<br />
• Employee database Multiple skills. Shift patterns and<br />
CMMS & EAMs<br />
Compiled by Len Bradshaw, March 2007.The data given in this 2007 Survey is extracted, as received, from<br />
the respondents. EIT does not therefore accept any liability for actions taken as a result of information given<br />
in this Survey.<br />
availability.<br />
Powerful scheduling<br />
• Skills scheduling. Employee drill down. Individual scheduling<br />
• Live feedback from mobile engineers.<br />
Agility provides you with cutting-edge technology at the right price.<br />
No more over-complex, needless technology that you’ll never use<br />
for day—to-day maintenance management tasks.<br />
AIMS.NET<br />
Submitted by PHOENIX DATA SYSTEMS Inc USA<br />
Email: sales@goaims.com<br />
Web: www.goaims.com<br />
IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:<br />
USA, United Kingdom, United Arab Emirates, Malaysia<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:<br />
Healthcare, Hospitals – Biomedical /Clinical Engineering and Plant/<br />
Facilities<br />
TYPICAL COST OF THE CMMS/EAM SOFTWARE:<br />
Small site: $3,995 Medium Site: $15,995 Large Site: $30,995<br />
US Dollars<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: No<br />
DESCRIPTION<br />
AIMS.NET provides real time access to your data from anywhere<br />
using Internet Explorer 5.5. Fast, web-based CMMS resides on your<br />
server or can be hosted as an ASP. AIMS.NET components are fully<br />
integrated to help manage your equipment, work orders, contracts,<br />
parts inventory and more; Dispatch Center assigns work orders from<br />
a central location while Digital Dashboard provides management<br />
with real-time gauge-style key performance indicators. Over 130<br />
reports help you meet management objectives and requirements.<br />
Phoenix Data has over 22 years of experience serving equipment<br />
maintenance needs for healthcare.<br />
AMPRO<br />
Submitted by: Third City Solutions Pty Ltd Australia<br />
Email: info@thirdcitysolutions.com.au<br />
Web: www.thirdcitysolutions.com.au<br />
IN-COUNTRY SUPPORT: Australia, Great Britain,<br />
TYPICAL COST OF THE CMMS/EAM SOFTWARE:<br />
Small site: $2500 Med Site: $6500 Large Site: POA Aus$<br />
Available as a stand-alone system: YES<br />
DESCRIPTION<br />
AMPRO is a software application that allows the structuring of your<br />
assets (plant, equipment, vehicles etc) in an organised and logical<br />
manner. Prepare and document the maintenance history, schedule<br />
work that needs to be done on a routine basis, prepare unscheduled<br />
jobs that need to be carried out, and record work already completed.<br />
Whether you want to maintain a fleet of vehicles or a hotel chain,<br />
AMPRO will do this with ease. Modules are seamlessly integrated<br />
with each other.<br />
1. The ability to export reports easily.<br />
2. The same ‘look and feel’ throughout makes the application<br />
intuitive for users.<br />
AMPRO PE [Portable Edition]<br />
Submitted by: Third City Solutions Pty Ltd Australia<br />
Email: info@thirdcitysolutions.com.au<br />
Web: www.thirdcitysolutions.com.au
IN-COUNTRY SUPPORT: Australia, Great Britain,<br />
TYPICAL COST: Small site: $3400 Med Site:$3400 Large Site:<br />
POA Aus$<br />
Available as a stand-alone system: No Requires AMPRO<br />
Part of larger management/corporate system: NO<br />
DESCRIPTION<br />
AMPRO PE is an application that runs on a PDA to perform various<br />
tasks related to asset maintenance. Use a barcode scanner,<br />
attached or built-in, to simplify and speed up the entering of data<br />
and ensure accuracy. AMPRO PE is made up of a number of easy<br />
to use modules that will run on Windows Mobile based PDA’s.<br />
Within AMPRO, data can be filtered, based on your criteria, before<br />
being uploaded to the PDA. This allows you, for example, to select<br />
only the assets that are to be inspected this week.<br />
AMPS<br />
Submitted by: Eden Technology Australia<br />
Email: business@eden.com.au<br />
Web: http://www.eden.com.au<br />
IN-COUNTRY SUPPORT: Australia, Malaysia, NZ, UK<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:<br />
Naval Defence/Maritime<br />
TYPICAL COST: Available on Request<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: Yes<br />
DESCRIPTION<br />
AMPS is a fully integrated vessel-shore logistics management<br />
solution that includes modules for the planning and management of<br />
equipment maintenance activities, inventory management, document<br />
and data management, integration with Configuration Management<br />
systems for the maintenance of configuration baselines, mobile<br />
device functions and logistics management reporting. It also<br />
supports the full deployment of vessels, allowing the vessel to<br />
synchronise information related to its logistics activity with the shore<br />
on as “as required” basis to ensure complete configuration control<br />
is maintained. AMPS is unique in that it meets all of the business<br />
requirements of a fleet management organisation, allowing for the<br />
full integration of the logistics needs of the vessel and its shore<br />
support operation, including contractors who may be involved in a<br />
range of support activities for all or a part of the vessel.<br />
Antero<br />
Submitted by: AllMax Software, Inc. USA<br />
Email: roy.meade@allmaxsoftware.com<br />
Web: www.allmaxsoftware.com<br />
IN-COUNTRY SUPPORT: USA<br />
TYPICAL COST:<br />
Small site: $2,200 Med Site: $5,200 Large Site: $9,100 US$<br />
Available as a stand-alone system: YES<br />
Part of larger management/corporate system: CAN BE<br />
DESCRIPTION<br />
Antero maintenance data management software will help assure<br />
industry standard and government compliance, allow users to<br />
build preventive maintenance schedules, monitor tasks, generate<br />
corrective and scheduled work orders, track equipment, inventory,<br />
parts, contractors, back up and store data, track sub-contractors’<br />
costs, analyze costs and information by departments. Other key<br />
features include custom defined fields and enable linking external<br />
files to specific items, PM linking and the ability to track purchase<br />
orders, consumables usage and expense. Antero simplifies print<br />
and electronic documentation, allows for meter/gauge tracking,<br />
provides user security, historical, cost and custom reporting and is<br />
barcode capable and hand-held compatible.<br />
Asset Guardian<br />
Submitted by: SKILLED Group Limited Australia<br />
Email: gkastes@skilled.com.au<br />
Web: http://www.skilled.com.au/clients/maintenance-trades.<br />
aspx#AssetGuardian
IN-COUNTRY SUPPORT: Australia, Canada, USA<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: NO<br />
TYPICAL COST: Small site: $2,000 Med Site: $10,000 Large Site:<br />
$30,000 AUS$<br />
Available as a stand-alone system: YES<br />
Part of larger management/corporate system: NO<br />
DESCRIPTION<br />
SKILLED Asset Guardian is a complete Maintenance Management<br />
solution that provides Maintenance Professionals with a simple<br />
method of effectively managing their Maintenance and Procurement<br />
operations. Standard features include: Equipment Register<br />
(unlimited), PM Scheduling, Work Order Management, Planning<br />
& Scheduling, Purchasing, Parts Catalog, Inventory Control with<br />
Automatic Reordering, Costing and Reporting. Optional modules<br />
include: Drawing and Document Management, Web-Based Work<br />
Request System, Invoice Matching, Tool Crib Management and<br />
Web-Based Shift Log Manager. Integration to a number of popular<br />
accounting systems is also available.<br />
Avantis.PRO EAM Software<br />
Submitted by Avantis Canada<br />
Email: Maria.Carapina@ips.invensys.com<br />
Web: www.avantis.net<br />
IN-COUNTRY SUPPORT: ALL<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Applicable<br />
in all process industries<br />
TYPICAL COST: POA<br />
Available as a stand-alone system: YES<br />
Part of larger management/corporate system: NO<br />
DESCRIPTION<br />
Avantis.PRO Enterprise Asset Management software enables you to<br />
organize, track and understand your asset utilization, performance,<br />
and availability, as well as the scope of the effort and costs incurred<br />
over time to maintain these assets. The broad range of functions<br />
enable you to see where and how to focus your efforts in order to<br />
lower downtime, improve quality, increase asset utilization, improve<br />
maintenance productivity, and ultimately, make your business more<br />
competitive. Avantis.PRO is a complete suite of integrated software<br />
modules designed to give you immediate access to everything<br />
you need for managing your Maintenance, MRO Inventory, and<br />
Procurement operations.<br />
CO-FIXS<br />
Submitted by: Facility Resource Services LLC USA<br />
Email: Sales@COFIXS.com<br />
Web: www.COFIXS.com<br />
IN-COUNTRY SUPPORT: USA<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Open<br />
TYPICAL COST: Small site:$4,995 Med Site:$9.995 Large<br />
Site:$25,000 US$<br />
Available as a stand-alone system: YES<br />
Part of larger management/corporate system: NO<br />
DESCRIPTION<br />
CO-FIXS! This powerful CMMS/EAM tool is designed to provide a<br />
very professional and comprehensive data collection and retrieval<br />
system. PM task scheduling, Work orders, Part inventory control,<br />
Bar coding, Remote request system, and much more. WWW.<br />
COFIXS.COM<br />
CWorks CMMS<br />
Submitted by CWorks Systems Berhad Malaysia<br />
Email: info@cworks.com.my<br />
Web: www.cworks.com.my<br />
IN-COUNTRY SUPPORT: Malaysia, United States of America,<br />
China and Indonesia.<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Suitable for<br />
plants and facilities.<br />
TYPICAL COST: Small site: USD 599 Medium Site: USD 899<br />
Large Site: USD 899.00* onwards US$<br />
Available as a stand-alone system : Yes.<br />
Part of larger management/corporate system : NO, its specific for<br />
asset and maintenance management<br />
DESCRIPTION<br />
CWorks computerized maintenance management systems is<br />
truly fit for purpose designed and developed by practitioners for<br />
practitioners. CWorks FREE allows one to test drive and evaluate<br />
the system prior to deciding if it is fit for their operation. An open<br />
source option allows users to have full control of the system. All<br />
these are a sensible and practical approach to maintenance system.<br />
Installed in over 1000 sites in 66 countries and ranked 107 in the<br />
Deloitte Technology Fast 500 Asia Pacific 2006 Program. Visit us at<br />
www.cworks.com.my for more info.<br />
CWorks NETMain<br />
Submitted by CWorks Systems Inc USA<br />
Email: info@cworkssystems.com<br />
Web: www.cworkssystems.com<br />
IN-COUNTRY SUPPORT: USA, Canada, Mexico, Carribean,<br />
Europe, Far East<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:<br />
Manufacturing, Facilitiies, Services<br />
TYPICAL COST: Small site: US$3000 Medium Site:US$5000<br />
Large Site: US$9000<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: No<br />
DESCRIPTION<br />
Fully featured multi-user system for use on an Intranet Server or as<br />
an ASP in any plant(s) or facility(ies). In active use at many facilities<br />
& manufacturing sites world wide. Includes a complete Purchasing<br />
module with multi-currencies. Support from USA and Malaysia.<br />
Can be provided as a purchase or on an ASP basis. Written in<br />
MYSQL<br />
CWorks Plus<br />
Submitted by CWorks Systems Inc USA<br />
Email: info@cworkssystems.com<br />
Web: www.cworkssystems.com<br />
IN-COUNTRY SUPPORT: USA, Canada, Europe, Carribean,<br />
Australia, Far East<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:<br />
Manufacturing, Facilities<br />
TYPICAL COST: Small site: US$599 Medium Site: US599<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: No<br />
DESCRIPTION<br />
Fully featured multi-user system in active use at many facilities<br />
& manufacturing sites world wide. Premium Support includes the<br />
WorkLog feature for easy use by Technicians, including lookup<br />
of maintenance history for any Asset. Support from USA and<br />
Malaysia.<br />
Access-Based. Source code available<br />
CWorks SQL<br />
Submitted by CWorks Systems Inc USA<br />
Email: info@cworkssystems.com<br />
Web: www.cworkssystems.com<br />
IN-COUNTRY SUPPORT: USA, Canada, Mexico, Carribean,<br />
Europe, Far East<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:<br />
Manufacturing, Facilitiies, Services<br />
TYPICAL COST: Small site: US$3000 Medium Site:US$5000 Large<br />
Site: US$9000<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: No<br />
DESCRIPTION<br />
Fully featured multi-user system for use on a WAN or larger plant or<br />
facility. In active use at many facilities & manufacturing sites world<br />
wide. Internet-based Work Requests available. Includes a complete<br />
Purchasing module with multi-currencies. Support from USA and<br />
Malaysia.<br />
Davison CMMS / PredictMate / Shaft Alignment<br />
Submitted by Davison Systems, LLC USA<br />
Email: support@davisonsoftware.com<br />
Web: www.davisonsoftware.com<br />
IN-COUNTRY SUPPORT: USA<br />
TYPICAL COST OF: Small site: $750 Medium Site: 1550<br />
Large Site: $6000 US$<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: No<br />
DESCRIPTION<br />
Davison Maintenance CMMS is affordable and easy to use.<br />
Manage work by personnel on equipment or other facility assets<br />
for corrective and preventive maintenance. Check personnel time<br />
and equipment costs. Work Request module. Flexible preventive<br />
maintenance scheduling.<br />
PredictMate software helps you prevent equipment failure.<br />
PredictMate prints alarm reports using data from simple
measurements. Receive data from SCADA, handheld PDA, and<br />
printouts. The PredictMate alarm report can export to work order<br />
requests for any CMMS.<br />
Shaft Alignment software calculates and records the correction of<br />
shaft alignment. Relates to the CMMS. Base or flange-mounted.<br />
EAMO5<br />
Submitted by Mechatricity Pty Ltd Australia<br />
Email: mbennett@rylson.com.au<br />
Web: www.EAMO5.com<br />
IN-COUNTRY SUPPORT: Asia Pacific<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: EAMO5 is<br />
suited to all industry sectors.<br />
Available as a stand-alone system: EAMO5 is available as a stand<br />
alone system or can be interfaced with your existing CMMS/EAM<br />
software.<br />
Part of larger management/corporate system: EAMO5 is a module<br />
of pbs5 that allows for seamless integration, but can be fully and<br />
seamlessly integrated with solutions from SAP, Maximo, Mincom,<br />
etc.<br />
DESCRIPTION<br />
EAMO5 is the next generation software solution offering the<br />
only comprehensive approach to Total Life Cycle Planning in an<br />
enterprise Grade system.<br />
EAMO5 is designed and built around proven methodologies to assist<br />
your organisation to maximise the life of your assets and ultimately<br />
your bottom line.<br />
EAMO5 can be provided as a complete package or on a module<br />
by module basis.<br />
Key Benefits to your organisation: Improved return on investment<br />
through; Optimal asset utilisation and productivity, Improved revenue<br />
to cost ratios, Improved reliability and therefore repeatability of<br />
performance, Optimized inventory costs, Predictable equipment life,<br />
More accurate prediction of Opex and CRP budgets of asset life<br />
FMMS Facilities Maintenance Management Syst<br />
Submitted by: KDR Creative Software Pty Ltd Australia<br />
Email: geoff.m@kdr.com.au<br />
Web: www.kdr.com.au<br />
IN-COUNTRY SUPPORT: Australia, New Zealand, Singapore,<br />
USA, South Africa, China.<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: No, it is<br />
designed for all industry types.<br />
TYPICAL COST OF: Small site: $15,000 Medium Site:<br />
$30,000 Large Site: $100,000 Australian$<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: No<br />
DESCRIPTION<br />
Additional to being a comprehensive stand alone CMMS, FMMS<br />
compliments Corporate ERP Systems by utilizing a library of interface<br />
procedures in order to access data that resides outside of the core<br />
application. A number of such interface libraries have already<br />
been built by KDR for existing customers with the predominant<br />
ones enabling bi-directional access with ERPS such as SAP and<br />
Oracle Financials. Interfaces to other external product types include<br />
Condition Monitoring, SCADA, Configuration Management, GIS,<br />
Supply Logistics and Project Management.<br />
FMMS has been designed and purpose-built to accommodate the<br />
following key functional areas of Asset Management:<br />
• Definition and Navigation of Asset Hierarchy •<br />
Preparation of Standard Activity Libraries<br />
• Initiation, Monitoring, Feedback and Recording of Maint.<br />
Activities<br />
• Maintenance Planning, including Resource Capacity,<br />
Prioritization<br />
• Business Metrics, report writing and user-defined KPIs<br />
• Serial Number Tracking of Essential Components and Certified<br />
Items<br />
• Spare Parts Cataloguing, Purchasing, and Inventory<br />
Management<br />
• Contracts and Project Management
• Timesheet Recording<br />
• Budget/Forecast Preparation, Review and Monitoring<br />
• Workflow Definition and Management<br />
• Field Deployment via Mobile Devices<br />
• Real-time Wireless access<br />
• Work Packaging<br />
• Certified Items<br />
FaciliWorks Maintenance Management Software<br />
CyberMetrics Corporation USA<br />
Email: sales@cybermetrics.com<br />
Web: www.cybermetrics.com<br />
IN-COUNTRY SUPPORT: USA<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: No<br />
TYPICAL COST: Dependent upon number of licenses and version<br />
purchased.<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: No<br />
DESCRIPTION<br />
FaciliWorks Maintenance Management Software<br />
CyberMetrics Corporation brings you the FaciliWorks line of CMMS<br />
solutions. Available in both desktop and web-based versions,<br />
FaciliWorks will help your company reduce downtime, optimize<br />
inventory and purchasing, process tasks and schedules, implement<br />
standards and compliance, store and retrieve records, and improve<br />
the overall reliability of your maintenance management program.<br />
FastMaint CMMS<br />
Submitted SMGlobal Inc. USA<br />
Email: sales@smglobal.com<br />
Web: www.smglobal.com<br />
IN-COUNTRY SUPPORT: USA<br />
DESIGNED FOR A PARTICULAR INDUSTRY: Plant & facilities<br />
maintenance<br />
TYPICAL COST: Small site:< US $1000 Med Site:< US$ 5000<br />
USD<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: No<br />
DESCRIPTION<br />
FastMaint CMMS is preventive maintenance management software<br />
for small to midsize maintenance teams that need to perform<br />
plant, facility and other equipment maintenance. Designed to be<br />
fast to setup & use with minimal training. Features - equipment<br />
register; task templates for planned & breakdown jobs; plan work;<br />
track & update work status; embed pictures and hyperlinks to<br />
other documents; manage inventory; calculate costs; a variety of<br />
analysis & audit reports and more. Add on bar code support & web<br />
based work request modules also available. A trial version can be<br />
downloaded from the company website.<br />
Firstchoice<br />
Submitted by - OmegaTechnology:<br />
Email: info@omegagroups.com<br />
Web: Omegagroups.com<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: maintenance<br />
management in small business<br />
TYPICAL COST:Small site: FREE – Usd$99 US$<br />
Available as a stand-alone system: yes<br />
Part of larger management/corporate system: no<br />
DESCRIPTION<br />
Designed for small organizations that desire automatic PM<br />
scheduling with checksheet printing, and comprehensive spare<br />
parts management. Print PM calendars and send work requisitions<br />
with a few clicks. Download Free version of this program, get free<br />
over the phone support from info@omegagroups.com, and you will<br />
be up and running within minutes<br />
FleetMEX<br />
Submitted By: Maintenance Experts Pty Ltd Australia<br />
Email: sales@mex.com.au Web: www.mex.com.au<br />
IN-COUNTRY SUPPORT: Australia, New Zealand, Malaysia, China<br />
and Indonesia<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:<br />
FLEETMEX is utilised in a number of industry sectors including<br />
bus and transport companies, local councils, workshops and heavy<br />
machinery operators.<br />
TYPICAL COST : Small Site: $2000 Medium Site: $8000 Large<br />
Site: $20,000 Australian$<br />
AVAILABLE AS A STAND-ALONE SYSTEM? YES<br />
PART OF LARGER MANAGEMENT/CORPORATE SYSTEM?<br />
No. It has additional inventory module and can interface with other<br />
systems.<br />
DESCRIPTION<br />
FleetMEX is a Microsoft compatible maintenance management<br />
system design for companies looking to improve the efficiency and<br />
effectiveness of their vehicle performance. FleetMEX is particularly<br />
effective in implementing preventative maintenance strategies.<br />
FleetMEX is utilized in a number of industry sectors including bus<br />
and transport companies, local councils and heavy machinery<br />
operators.<br />
Equipment Register – record all of your equipment in this register.<br />
Include details such as suppliers, costs, purchase dates, warranty<br />
dates, dimensions, vins, chassis number, registration and tyres.<br />
Work Orders – create Work Orders for work to be done. Include<br />
start dates, departments, trades people, costs, parts, tasks, safety<br />
information etc.<br />
Maintenance Policies – create preventative maintenance work to be<br />
carried out on equipment. Schedule the work based on conditions,<br />
hours used, km, months etc.<br />
History – access a complete history on all works ever carried out on<br />
a piece of equipment.<br />
Reports – accurately measure and analyse your equipment and<br />
operation performance.<br />
Invoicing – invoice all work completed including a complete<br />
breakdown of costs, labour and parts.<br />
The modular configuration of FleetMEX enables companies to<br />
implement additional functionality as required. These modules<br />
provide an extra level of system integration including requests,<br />
mobile palm applications and stores.<br />
MEX Ops<br />
MEX Ops is a Web enabled job requesting system. It allows<br />
requests to be made anywhere at anytime and maintenance staff<br />
can easily prioritise and schedule work. It also allows the requester<br />
to track jobs.<br />
FuelMEX<br />
FuelMEX allows you to integrate your Fuel Data system with<br />
FleetMEX. With FuelMEX, data from fuel charge cards is<br />
electronically transferred into the FleetMEX system. Fuel data<br />
is automatically allocated to the correct vehicle, with odometer<br />
readings, date, fuel type and other relevant information.<br />
FM Works<br />
Submitted by Facilities Management Resource Group USA<br />
Email: sales@fmworks.com Web: www.fmworks.com<br />
IN-COUNTRY SUPPORT: USA, Canada, UK, Africa, Australia<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Yes<br />
TYPICAL COST: Small site: $ 9,000 Medium Site:$ 25,000<br />
Large Site: $ 50,000 US$<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: Yes<br />
DESCRIPTION<br />
FM Works - this powerful work order/maintenance management<br />
system offers: Web-based components; Outlook/Explorer-style<br />
interface; full scalability from entry to full enterprise-level; combined<br />
with outstanding, cost-effective performance. FM Works Mobile<br />
brings the power, productivity and the world-renowned userfriendliness<br />
of our Work Order Express and Parts Manager modules<br />
to a state-of-the-art handheld/mobile environment. The Preventive<br />
Maintenance module is very flexible and powerful for scheduling<br />
work for equipment, grounds, or space assets. The Resource<br />
Leveling module provides drag and drop capability to balance work<br />
and labor resources. Work Router lets you apply business rules to<br />
automate work assignment and dispatch.<br />
GP MaTe<br />
Submitted by: GP Solutions, Inc. USA<br />
Email: information@gpsonline.com Web: www.gpsonline.com<br />
IN-COUNTRY SUPPORT: USA / China /Thailand / Italy<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Power<br />
Production / Chemicals / Manufacturing<br />
TYPICAL COST: Small site: $8,000 Med Site: $20,000 Large<br />
Site: > $40,000 USD<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: Integrations exist to<br />
SAP, Great Plains, AccPac, Lawson, JDEdwards<br />
DESCRIPTION<br />
GP MaTe is a completely integrated Enterprise Asset Management<br />
System designed for sophisticated maintenance operations. The<br />
system is fully scalable and works well for plants with only a few
maintenance staff to those with hundreds of staff and multiple<br />
facilities. Optional modules are available to extend the system to<br />
meet unique needs of various industries, including document control,<br />
calibrations, management of change, portable PDA devices and bar<br />
code support, operator tours, etc. Tools are included to support the<br />
customization of the system to meet your specific requirements.<br />
IBM Maximo Asset Management Solution<br />
Submitted by: MRO Software, An IBM Company Australia<br />
Email: maximo@au1.ibm.com Web: www.mro.com<br />
IN-COUNTRY SUPPORT: Globally<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: All<br />
industries:<br />
TYPICAL COST: Prices vary.<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: IBM Maximo<br />
Asset Management is able to fully integrate into most existing IT<br />
infrastructure.<br />
DESCRIPTION<br />
IBM Maximo® Asset Management provides a comprehensive<br />
solution for companies seeking increased business performance<br />
from improved asset and service management. IBM Maximo<br />
Asset Management is built on a single software platform and<br />
delivers a comprehensive view of all asset types — production,<br />
facilities, transportation and IT. It combines IT and Enterprise Asset<br />
Management functionality with service management capabilities<br />
that together improve the effectiveness of asset management<br />
strategies. This holistic perspective gives visibility of all assets, as<br />
well as identifying the untapped potential within them. This offers<br />
knowledge and the control to closely align an organization’s goals<br />
with the overall goals of the business.<br />
IBM Maximo Asset Management Solution consists of six key<br />
management modules — asset, work, service, contract, materials<br />
and procurement management and is the only solution needed to<br />
optimize the performance of every asset. To help maximize return<br />
on assets, IBM Maximo Asset Management enables managers to<br />
develop comprehensive programs for preventive, predictive, routine<br />
and unplanned maintenance. Together, these programs contribute<br />
to goals of reducing costs and increasing asset uptime.<br />
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This allows customers to consolidate the number of smaller<br />
niche applications that they have to support. Achieving system<br />
consolidation while adding functionality will result in lower IT costs<br />
and improves asset management efficiencies.<br />
iMaint<br />
Submitted By: DPSI USA<br />
Email: marion.seaman@dpsi.com Web: www.dpsi.com<br />
IN-COUNTRY AGENTS: Many countries<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: NO<br />
TYPICAL COST: Small site: $10,000 Medium Site: $30,000<br />
Large Site: $80,000 US$<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: No<br />
DESCRIPTION<br />
iMaint enterprise asset management (EAM) software combines stateof-the-art<br />
maintenance practices with state-of-the-art technology<br />
to plan, control, and monitor all maintenance activities. This EAM<br />
system provides accurate and timely maintenance tracking, costeffective<br />
inventory control, and in-depth reporting and analysis.<br />
Major capabilities include asset management, maintenance<br />
scheduling, labor management, work order management, cost<br />
tracking, parts inventory management, and purchasing. iMaint uses<br />
ActiveReports, integrates with Microsoft Great Plains, and has the<br />
optional iMaint Integrator which allows import and export of data<br />
from other applications. iMaint has Web interface, a mobile PDA<br />
option, and FDA compliance check for 21 CFR Part 11 is available.<br />
INFOR EAM Business Edition (BE)<br />
Submitted by: INFOR Australia<br />
Email: steve.shorten@Infor.com Web: www.infor.com<br />
IN-COUNTRY SUPPORT: Infor has Support Centres in 50+ Cities,<br />
and Implementations in 100+ countries around the world.<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Standard<br />
Version across multiple industry groups, with templated offering for<br />
small medium size enterprises<br />
TYPICAL COST: Small site: $A 15,000 Medium Site: $A35,000<br />
Large Site: $A65,000
Available as a stand-alone system: YES<br />
Part of larger management/corporate system: NO<br />
DESCRIPTION<br />
Infor EAM Business Edition provides users a powerful 100% web<br />
based enterprise asset management solution with all of the features<br />
needed to manage critical functions. Implementation is simple,<br />
thanks to its web architecture and easy-to-use graphical user<br />
interface. Users can be up and running in as little as two weeksincluding<br />
training. Infor EAM Business Edition is a pre-packaged<br />
solution built on the web architected Datastream 7i framework, that<br />
has been preconfigured and packaged to suit the needs of small to<br />
medium sized maintenance needs, or as a starter system that could<br />
be upgraded to the full enterprise edition at a later date with the flick<br />
of a switch.<br />
Infor EAM Business Edition includes Equipment & Asset<br />
Management, Inventory, Purchasing and Requisitions, Work Order<br />
and PPM Management. Standard KPI and Inbox Management<br />
for Forecast Planning and Graphical Analysis are included.<br />
Hosted options are also available to remove the need to buy any<br />
hardware.<br />
INFOR EAM Enterprise Edition (7i)<br />
Submitted by INFOR Australia<br />
Email: steve.shorten@Infor.com Web: www.infor.com<br />
IN-COUNTRY SUPPORT: Infor has Support Centres in 50+ Cities,<br />
and Implementations in 100+ countries around the world.<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Standard<br />
Version across multiple industry groups, with templated offerings<br />
for Regulated Industries (eg Pharmaceuticals) , Government,<br />
Utilities, Transportation & Logistics, Manufacturing & Energy, FM<br />
Management and 3rd Party Maintenance Management.<br />
TYPICAL COST: Small site: $A50K Med Site: $A100K<br />
Large Site: $A 250K<br />
Available as a stand-alone system: YES<br />
Part of larger management/corporate system: Infor EAM EE is<br />
available to run integrated with all ERP using Databridge.<br />
DESCRIPTION<br />
Infor EAM EE ( Datastream 7i) is one of the most widely deployed<br />
Web-architected enterprise asset management system in the<br />
world.<br />
Infor EAM includes Asset Management, Work Requests,<br />
Purchasing, Inventory, Call Centre, Fleet Management, Electronic<br />
Signature, Advanced Reporting, Linear Asset Management,<br />
Budget management, Inbox and scorecards with KPI’s. Inspection<br />
Management, Invoicing, Preventive Maintenance, Repairable<br />
Spares, Project Management, Warranties and Claim Management<br />
as well as Web Services, API’s, Databridge and Upload facility for<br />
integration with external systems.<br />
Drill down Management for Forecast Planning and Graphical Analysis<br />
are available. Management by exception is standard practice<br />
using Screen designer and Business Rule Writer. Management of<br />
information feedback is automated with Email Messenger, Business<br />
Management Overview and Automated reporting. Hosted and<br />
Mobile options are also available to make the load on Internal IT<br />
resources a minimum.<br />
The robust features of Infor EAM meet the demanding requirements<br />
of customers from a wide variety of industries, and its zero-footprint<br />
architecture and HTML user-interface make Infor EAM EE one of<br />
the most easily deployable solutions in the market.<br />
INFOR EAM MP2<br />
Submitted by: INFOR Australia<br />
Email: steve.shorten@Infor.com Web: www.infor.com<br />
IN-COUNTRY SUPPORT: Support Centres in 50+ Cities, and<br />
Implementations in 100+ countries around the world.<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Standard<br />
Version across multiple industry groups<br />
TYPICAL COST OF: Small site: $A 7,500 Med Site: $A 15,000<br />
Large Site: $A 30,000<br />
Available as a stand-alone system: YES<br />
Part of larger management/corporate system: NO<br />
DESCRIPTION<br />
Infor EAM MP2® provides a powerful asset management solution<br />
(CMMS) for small- to medium-sized businesses worldwide. Its latest<br />
version, version 6.1, includes enhancements designed to ease<br />
the transition to Microsoft-based servers and operating systems,<br />
including support for the next-generation Microsoft operating<br />
system, Windows Vista.<br />
Infor EAM MP2® standard modules include Equipment & Asset<br />
Management, Inventory, Purchasing and Requisitions, Work Order<br />
and PPM Management, TREND analysis and Forecast Planning.<br />
Graphical Tools provide 3 way analysis. Mobile Solutions and Web<br />
Based Requests are optional enhancements.<br />
Infor EAM MP2® delivers the functionality that businesses need to<br />
keep their assets operating at peak performance while minimizing<br />
operational costs. This exceptional offering comes in an affordable,<br />
quick to install, easy to maintain, and simple to use client/server<br />
package. The latest version of Infor EAM MP2® is a direct result<br />
of customer feedback, enabling Infor to extend the long history<br />
of helping our customers improve plant performance and reduce<br />
operating expenses.<br />
INTERAL Maintenance<br />
Submitted by: Conception INTERAL Inc. Canada<br />
Email: cleduc@interal.com Web: www.interal.com<br />
IN-COUNTRY SUPPORT: North America, Africa, Europe<br />
TYPICAL COST: Small site: less than 10k Med Site: 10k to 25k<br />
Large Site: 25K + US$<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: Yes<br />
DESCRIPTION<br />
One of the most appreciated aspects of our maintenance module is<br />
the Maintenance Planning Board, which really gives maintenance<br />
planning a whole new look. It presents maintenance planning in a<br />
simple, yet efficient board, which is all but static. The data presented<br />
can be filtered to include only what the user needs to see. Users<br />
can drag and drop work orders to reschedule maintenance without<br />
having to open up any file whatsoever. It also gives access to all<br />
kinds of useful information (such as work order files, equipment<br />
files, meters, etc.), simply by right-clicking on the board.<br />
Lawson Enterprise Asset Management<br />
Submitted by: Lawson Software Australia & New Zealand<br />
Email: marketing@au.lawson.com Web: www.lawson.com<br />
IN-COUNTRY SUPPORT: Australia, Malaysia, Singapore, Hong<br />
Kong, China, Japan, India, Indonesia, Korea, New Zealand,<br />
Philippines, Taiwan, Vietnam, Europe, USA.<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:<br />
General covering Manufacturing, Utilities, Facilities, Mining, Metal &<br />
Chemical Processing, Oil & Gas, Food & Beverage, Healthcare and<br />
Government/Education, Aviation/Aerospace, Rail & Shipping.<br />
Aavailable as a stand-alone system: YES<br />
Part of larger management/corporate system: YES<br />
DESCRIPTION<br />
Lawson EAM is a fully integrated CMMS system designed to increase<br />
reliability and therefore the availability of critical operational assets.<br />
Lawson’s applications have built-in support for RCM, covering<br />
criticality, failure modes, failure effects, consequence analysis<br />
and preventative strategy planning. Key capabilities: Asset and<br />
Component Data - detailed asset information in a drill-down display,<br />
with parts explosions, electronic documents, asset tracking and<br />
warranty management; Preventive Maintenance - comprehensive<br />
preventive and predictive maintenance with scheduling; Work<br />
Order Processing - fast work requesting with work estimation<br />
and planning functions; Maintenance Performance & Costing -<br />
including Reliability, Mean Time Between Failures, maintainability,<br />
labour hours and costs, spare parts costs, delay costs; Diagnostic<br />
Management - failure characteristics, causes & effect, corrective<br />
actions, cost of the failure versus cost of prevention simulation,<br />
automated notification of failures.<br />
MainPlan<br />
Submitted by: Dbase Developments AUSTRALIA<br />
Email: tracey@mainplan.co Web: www.mainplan.com<br />
IN-COUNTRY SUPPORT: Australia<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:<br />
Manufacturing & Facilities Management<br />
TYPICAL COST: Small site: $1,000Std, $3,000Gold+ Med Site:<br />
$2,500Std, $6,000Gold+ Large Site: $10,000+ $AU<br />
Available as a stand-alone system: YES<br />
Part of larger management/corporate system: NO<br />
DESCRIPTION<br />
MainPlan is an asset and maintenance management system for<br />
manufacturing, engineering, facilities maintenance, equipment<br />
service and similar operations.<br />
MainPlan Standard provides all the CMMS functionality required by<br />
an organisation implementing its first system including automated<br />
scheduling of routine preventative maintenance by both fixed
calendar intervals and plant condition, asset register, labour register,<br />
suppliers register, work procedures and safety procedures registers<br />
and full access to all maintenance history. Fixed and user defined<br />
reports are available. A report writer is included so there is nothing<br />
more to pay once the system has been purchased<br />
MainPlan Gold+ provides all the features required in a CMMS and<br />
is suitable for both small and large organisations. Includes all<br />
Standard features plus spares purchasing, receival and inventory<br />
management. Barcodes are used for spares tracking and work<br />
order closeout. Faults/remedies, documents and rotables registers<br />
are also available. Links to SCADA systems are available to provide<br />
work orders based on real-time conditions.<br />
Reports: A powerful graphical report writing and editing facility is<br />
included with MainPlan and a specialised graphical reporting tool is<br />
also available.<br />
Job Request (for both Standard and Gold+) makes the requesting<br />
of work a completely paperless function. Job Request can also be<br />
used as a Help Desk front end for logging of work requests and<br />
tracking repair progress.<br />
MaintSmart<br />
Submitted by: MaintSmart Software, Inc. USA<br />
Email: sales@maintsmart.com Web: www.maintsmart.com<br />
IN-COUNTRY SUPPORT: Indonesia, Australia, Malaysia,<br />
Philippines, Egypt, Taiwan, Bahrain, Kenya, USA.<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Any<br />
equipment maintenance or facilities maintenance.<br />
TYPICAL COST: Small site: $1595 Med Site: $2995-$5845<br />
Large Site: $5845-$50000 US$<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: NO<br />
DESCRIPTION<br />
Equipment maintenance for any small-large maintenance operation.<br />
Work orders, PMs, Purchasing, Equipment failures. Reliability<br />
analysis is used to optimize PM task lists. Currently in use in 24<br />
countries worldwide. Meters may be used to create work orders<br />
automatically. Powerful automatic print scheduler too.<br />
Mantra<br />
Submitted by: BMS Technology England<br />
Email: info@bmstech.com Web: www.bmstech.com/mantra/<br />
IN-COUNTRY SUPPORT: Worldwide (via Internet). Provision for<br />
training and customization visits.<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:<br />
All industries<br />
TYPICAL COST: FREE<br />
Available as a stand-alone system: YES<br />
DESCRIPTION<br />
Asset register; job control; flexible planned maintenance scheduling;<br />
job tracking; job<br />
history; breakdowns; job statistics; issue jobs sorted by resource,<br />
location, item; stock control; optional support for equipment in<br />
flammable atmospheres (North America, ATEX, IEC).<br />
MEX<br />
Submitted By: Maintenance Experts Pty Td Australia<br />
Email: sales@mex.com.au Web: www.mex.com.au<br />
IN-COUNTRY SUPPORT: Australia, New Zealand, Malaysia, China<br />
and Indonesia<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP? No. It suits<br />
facilities, factories, fleet and contract maintenance<br />
TYPICAL COST: Small Site: $2000 Medium Site: $8000 Large<br />
Site: $20.000 Australian$<br />
AVAILABLE AS A STAND-ALONE SYSTEM? YES<br />
PART OF LARGER MANAGEMENT/CORPORATE SYSTEM?<br />
No. It has additional inventory module and can interface with other<br />
systems.<br />
DESCRIPTION<br />
Mex is Australia’s #1 CMMS with over 4000 users. MEX is an<br />
easy to use CMMS with extensive functionality and intuitive to<br />
maintenance environments. Designed for companies looking to<br />
optimize equipment performance and improve the efficiency and<br />
effectiveness of their maintenance operation.<br />
Flexible functionality ensures that MEX delivers benefits to any<br />
size company, from stand alone installations through to multi-site<br />
regionalized organizations, MEX delivers functionality, simplicity<br />
and the ability to save time and money, and meet reporting<br />
requirements.<br />
Core Functionality - Asset/Equipment Register; Work Orders;<br />
Maintenance Policies; Regions (SQL only); History; Inspections;<br />
Work Permits; Reporting; Invoicing; Readings; To Do List; Security;<br />
Downtime; Key Register; Drawing Register; KPI’s.<br />
The modular configuration of MEX enables companies to implement<br />
additional functionality as required. These modules provide an extra<br />
level of system integration including web requests, mobile plan<br />
applications and stores.<br />
Stores Functionality – Catalogue; Purchasing; Suppliers; Reporting<br />
Mex Ops<br />
Mex Ops is a Web enabled job requesting system. It allows requests<br />
to be made anywhere at anytime and maintenance staff can easily<br />
prioritise and schedule work. It also allows the requester to track<br />
jobs.<br />
MicroMain XM<br />
Submitted by: MicroMain Corporation United States<br />
Email: info@micromain.com Web:www.micromain.com<br />
IN-COUNTRY SUPPORT: USA, Canada, China, Germany,<br />
Switzerland, Other European countries, Mexico and South America,<br />
Lebanon, Africa<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: MicroMain<br />
XM is used by all industries. Customers include government,<br />
education, healthcare, property management, office buildings,<br />
manufacturing, utility, retail, hospitality, recreation, airports, research<br />
labs, transit and housing authorities, insurance companies, banks,<br />
and more.<br />
TYPICAL COST: Small site: $5,000 Medium Site: $18,500 Large<br />
Site: $80,000+ US$<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system:<br />
No, but can be integrated into a larger management/corporate<br />
system.<br />
DESCRIPTION<br />
MicroMain is the first company to develop a fully-integrated CMMS,<br />
CAFM, and Capital Planning suite. MicroMain XM is the easiestto-use,<br />
most comprehensive CMMS system available. Customers<br />
reduce costs with automated work orders, preventive maintenance<br />
scheduling, and asset tracking/inventory control. Key features<br />
include: automatic alerts, fleet management, corrective work orders<br />
from failed inspections, contract management, and maintenance<br />
priorities. Over 400 standard reports are easily accessible and easily<br />
customized. Add-on modules offer Pocket PC-based work orders<br />
and inspections, Web- or network-based work requests, executive<br />
management, key control, labor time entry, and tool management.<br />
Shipped with source code, MicroMain products are completely usercustomizable.<br />
OEE Manager<br />
Submitted by: PRIME Engineering Services UK<br />
Email: prime00@onetel.com Web: www.zerofailures.co.uk<br />
IN-COUNTRY SUPPORT: UK<br />
TYPICAL COST: Small site: £250 Medium Site: £250 Largee:<br />
£250<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: No<br />
DESCRIPTION<br />
OEE Manager is a complete package for continuous improvement.<br />
It comprises Asset Register, Work Orders, PPM, Tooling and<br />
Stores management features. Also includes full OEE management<br />
functionality with graphs & reports, Downtime analysis, FMEA,<br />
Root Cause Elimination and Projects functions. Single/multi-site<br />
operation. Very simple to use, with tailored menus for craftsmen,<br />
planners and operators. All setup is user-defined. External<br />
documents link for Asset data and PPM tasks if required.<br />
OEE Manager is supplied free of charge to clients of PRIME, and<br />
at a low cost to non-clients. Self-implementation guides provided for<br />
non-supported implementations.<br />
OPRA - Order Processing & Requisition Accelerator<br />
Submitted by: Package Products & Services, Inc. USA<br />
Email: sales@opras.net Web: www.opras.com<br />
IN-COUNTRY SUPPORT: USA<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Government<br />
& Private IndustryTYPICAL COST: Small site:$300 Month Med<br />
Site :$600 Month Large Site: Call US$<br />
Available as a stand-alone system:<br />
Yes – May run on clients server.<br />
Part of larger management/corporate system:<br />
Additional modules available<br />
DESCRIPTION
The Work Order Module is the flagship of the growing suite of OPRA<br />
Internet based CMMS tools. OPRA provides the quickest pathway<br />
to implementing an eloquent/intuitive CMMS solution without weeks,<br />
months or years of frustration. “If a system is not easy to use, it’s<br />
not worth using”.<br />
-PM events can be queued up to 10 years. -PM reminders,<br />
emergencies, closed order notifications automatically delivered to<br />
stakeholders via email/text message. -Real time status, costs and<br />
labor information. -Comprehensive approval schema. -Automated<br />
reporting distributed via email. –Attach documents, pictures,<br />
manuals to any order. -Tie in with fixed asset module makes asset<br />
history a breeze.<br />
Paradigm Business System v5 (PBS.5)<br />
SUBMITTED BY: Mechatricity Pty Ltd Australia<br />
Email: admin@mechatricity.com Web: www.mechatricity.com<br />
IN-COUNTRY AGENTS: Australia/China<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: PBS.5 is<br />
suited to all industry sectors. TYPICAL COST: POA<br />
Available as a stand-alone system: PBS.5 is available as a stand<br />
alone system with a security model which enables the system to<br />
scale from a small team(s) to a distributed system providing a portal<br />
to production, management, third party providers.<br />
Part of larger management/corporate system: PBS.5 links to third<br />
party corporate ERP systems. A number of different options exist<br />
that enables PBS.5 to interface its proven, unique, user friendly,<br />
cognitive Interface(s) and engineering specific functions to add<br />
value to corporate systems and to lower costs.<br />
DESCRIPTION<br />
Databases: MS SQL Server. Oracle.<br />
PBS.5 is a highly advanced Trans-lingual EAM system designed<br />
to manage your firm’s maintenance, operations and facilities<br />
assets. PBS.5’s functions include, but are not limited to; Asset<br />
Management, Production, Logistics/Inventory, Purchasing, Safety,<br />
Document Management, HyperGrafica, PBS.5 Linguist, Training.<br />
PBS.5 has the capability to effectively account for, maintain and<br />
extend the useful life of your physical assets throughout their entire<br />
lifecycle, from Purchase through to disposal.<br />
PCMAINT<br />
Submitted by: Dbase Developments AUSTRALIA<br />
Email: greg@pcmstore.com Web: www.pc-maint.com<br />
IN-COUNTRY SUPPORT FOR: Australia<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP:<br />
Manufacturing & Facilities Management<br />
TYPICAL COST: Small site: $1,000Std, $3,000Gold+ Medium<br />
Site: $2,500Std, $6,000Gold+ Large Site: $10,000+ $AU<br />
Available as a stand-alone system: YES<br />
Part of larger management/corporate system: NO<br />
DESCRIPTION<br />
PCMAINT is an asset and maintenance management system for<br />
manufacturing, engineering, facilities maintenance, equipment<br />
service and similar operations.<br />
PCMAINT Standard provides all the CMMS functionality required by<br />
an organisation implementing its first system including automated<br />
scheduling of routine preventative maintenance by both fixed<br />
calendar intervals and plant condition, asset register, labour register,<br />
suppliers register, work procedures and safety procedures registers<br />
and full access to all maintenance history. Fixed and user defined<br />
reports are available. A report writer is included so there is nothing<br />
more to pay once the system has been purchased<br />
PCMAINT Gold+ provides all the features required in a CMMS<br />
and is suitable for both small and large organisations. Includes all<br />
Standard features plus spares purchasing, receival and inventory<br />
management. Barcodes are used for spares tracking and work<br />
order closeout. Faults/remedies, documents and rotables registers<br />
are also available. Links to SCADA systems are available to provide<br />
work orders based on real-time conditions.Reports: A powerful<br />
graphical report writing and editing facility is included with PCMAINT<br />
and a specialised graphical reporting tool is also available.<br />
Job Request (for both Standard and Gold+) makes the requesting<br />
of work a completely paperless function. Job Request can also be<br />
used as a Help Desk front end for logging of work requests and<br />
tracking repair progress.<br />
PEMAC<br />
Submitted by PMI Software Ltd UK<br />
Email: donagh.oshea@pmisoftware.com<br />
Web: www.pmisoftware.com<br />
IN-COUNTRY SUPPORT: Ireland, UK, Poland<br />
TYPICAL COST: Small site: €10,000 Medium Site:<br />
€19,500Large Site: €30,000 Euro<br />
Available as a stand-alone system: Yes<br />
DESCRIPTION<br />
PEMAC is a user customizable Maintenance Management System<br />
designed to control and manages all aspects of the Maintenance and<br />
Asset Management Functions. The system is designed to provide<br />
end users with a functionally advanced system focusing on providing<br />
key management reports to enable dramatic improvements in asset<br />
lifecycle management.<br />
Pervidi<br />
Submitted By: Techs4Biz Australia Pty Ltd Australia<br />
Email: australia@techs4biz.com Web: www.pervidi.com.au<br />
IN-COUNTRY AGENTS: Australia ,New- Zealand , USA, Canada,<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: All<br />
equipment/asset and facility maintenance as well as industries<br />
focused on Inspections<br />
TYPICAL COST: Small site: Startup (“Lite”) $3,995 +<br />
Medium Site: $12,000 + Large Site: $100,000 + Aus$<br />
Available as a stand-alone system: Yes (Stand alone or integrated<br />
with downstream applications)<br />
Part of larger management/corporate system: No, However has<br />
been seamlessly interfaced to several corporate ERPs.<br />
DESCRIPTION<br />
Client-Server software that resides on LAN/WAN or accessed via<br />
the Internet (Citrix or Terminal services)<br />
Handheld software for Palm-OS, PocketPC, or BlackBerry (cradlebased<br />
or wireless)<br />
Web Portal (ASP.net ) enabling unlimited authorized users to record<br />
and view work requests, enter exceptions and print reports. Allow<br />
technicians to close Work order via their web browser.<br />
Automated trigger mechanisms that send email reports and alerts<br />
based on dynamic customisable criteria.<br />
Applications (developed in C++) are table driven including dynamic<br />
field aliases and ODBC connectivity to SQL Server, MS/Access, etc.<br />
Pervidi PDA<br />
Submitted By: Techs4Biz Australia Pty Ltd Australia<br />
Email: info@techs4biz.com Web: www.pervidi.com.au<br />
IN-COUNTRY AGENTS: Australia ,New- Zealand , USA, Canada,<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: All<br />
equipment/asset and facility maintenance as well as industries<br />
focused on Inspections & Services<br />
TYPICAL COST: Small site: Startup (“Lite”) $3,995 +<br />
Medium Site: $12,000 + Large Site: $100,000 + Aus$<br />
Available as a stand-alone system: Yes (Stand alone or integrated<br />
with downstream applications)<br />
Part of larger management/corporate system:<br />
No, However has been seamlessly interfaced to several corp.<br />
ERPs.<br />
DESCRIPTION<br />
A handheld component that operates (wireless or cradle) on Pocket<br />
PC devices:<br />
Provides all the functionality required for comprehensive asset and<br />
maintenance/service management while on the field. Powerful<br />
mobile work order /maintenance/inspection module that is easy to<br />
use with minimum keystrokes. The handhelds include:<br />
EAM- Full /Equipment Register including add/edit functions and<br />
Equipment Readings WORK ORDERS- Programmed and reactive<br />
maintenance, inspection, service and route manager, Follow up<br />
function;<br />
INVENTORY- spare parts, costing; TIMESHEETS- costing,<br />
labour.<br />
Australian & International Standards templates, Policies and<br />
Procedures, Task library. Audits, work safety, History, Costing,<br />
Reporting. Full list of customers/suppliers.<br />
Pronto Software<br />
Australia Email: info@pronto.com.au Web: www.pronto.com.au/fm<br />
IN-COUNTRY SUPPORT: Australia, New-Zealand, PNG, Singapore,<br />
Malaysia, China, India, Sri Lanka<br />
IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY<br />
GROUP? PRONTO-Xi Maintenance Management is designed to<br />
fit multiple industry groups including Mining, Manufacturing and<br />
Facility Management.<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system:
PRONTO-Xi is part of the PRONTO-Xi ERP suite.<br />
DESCRIPTION<br />
PRONTO-Xi Maintenance Management is a comprehensive<br />
software solution that leads to improvements in asset utilisation,<br />
resource productivity, a well as reducing disruptive breakdowns<br />
and maintenance costs. It is an effective tool to minimise inventory<br />
holdings while ensuring that the right parts and manpower are<br />
available when required. PRONTO-Xi comprehensively manages<br />
the work order process, accurately estimating costs, tracking work<br />
status and ranking according to priority. Information relating to<br />
process performance measures like planned vs. unplanned work,<br />
Preventative Maintenance schedule and work order efficiency are<br />
readily obtained using standard reports. PRONTO-Xi Maintenance<br />
Management enables you to prioritise, plan and execute<br />
proactively.<br />
Sabre32 Maintenance Management Software<br />
Submitted by Rushton International USA<br />
Email: admin@rushtonintl.com<br />
Web: www.rushtonintl.com/sabre32overview.html<br />
IN-COUNTRY SUPPORT: USA<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Originally<br />
designed for the mining industry, but effective for any mobile or fixed<br />
maintenance environment.<br />
TYPICAL COST: $10,000- $40,000 US$<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: No.<br />
DESCRIPTION<br />
Sabre32 is a complete maintenance management tool that improves<br />
preventive maintenance planning and scheduling, work order creation<br />
and tracking, tire management, equipment performance monitoring,<br />
inventory and purchasing management, fuel management,<br />
component management etc. Software packages are customized to<br />
fit each individual client’s needs. Rushton International knows each<br />
client by name, and provides ongoing, personal support. Sabre32<br />
works in a variety of industries, for mobile or fixed maintenance.<br />
View online demo at website.<br />
SmartAsset Office 2007 Extensions<br />
Submitted by The Online Workshop Pty Ltd Australia<br />
Email: kevin.r@TheOnlineWorkshop.com.au<br />
Web: www.TheOnlineWorkshop.com.au<br />
IN-COUNTRY SUPPORT FOR: Australia, China, North America,<br />
South America, South Africa<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Yes.<br />
SmartAsset can be automatically configured for specific industries.<br />
TYPICAL COST OF:$699 Per Seat over your own CMMS<br />
$AUD<br />
Available as a stand-alone system: ES. SmartAsset Office 2007<br />
Extensions can either be overlaid on your existing ERP/CMMS/EAM<br />
product or delivered with its own fully functional EAM application<br />
suite.<br />
Part of larger management/corporate system:<br />
The SmartAsset product adheres to worldwide standards<br />
for Service Oriented Architecture (SOA) and as such can be<br />
seamlessly integrated with other products that have also adopted<br />
this architecture.<br />
DESCRIPTION<br />
The SmartAsset Office 2007 Extensions enable deployment of<br />
key asset management functions including asset navigation and<br />
monitoring, maintenance and project planning, task assignment,<br />
execution and feedback via the Microsoft Office 2007 products<br />
where the data source for such functionality can be from your own<br />
installed ERP/EAM/CMMS product or from the SmartAsset core<br />
database.<br />
For example, the Task and Calendar functions of Outlook can be<br />
overlaid with SmartAsset functions in order to navigate the asset<br />
hierarchy, display planned maintenance jobs as tasks and to<br />
show them in the Calendar based on their due dates. Additionally,<br />
maintenance jobs can be selected into Excel worksheets for<br />
subsequent analysis and presentation.<br />
Key functionality:<br />
• Asset navigation & monitoring<br />
• Maintenance & project planning<br />
• Task assignment & monitoring<br />
• Task planning, execution and feedback<br />
• Reporting and presentationBenefits:<br />
• Reduced training costs<br />
• Increased productivity<br />
• Reduced context switching<br />
• Heightened user acceptance<br />
• Reduced deployment costs<br />
• Ease of upgrade implementation<br />
TMS Enterprise<br />
Submitted by Four Rivers Software, Inc. USA<br />
Email: sales@frsoft.com Web: http://www.frsoft.com<br />
IN-COUNTRY SUPPORT: USA<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Healthcare<br />
TYPICAL COST: Medium Site: $40,000 Large: $60-100k+ US$<br />
Available as a stand-alone system: Yes<br />
DESCRIPTION<br />
TMS Enterprise®, the best Web-based CMMS for the healthcare<br />
industry. TMS Enterprise gives you access to your CMMS data from<br />
any computer on the Internet or your Intranet. Eliminates costs and<br />
paperwork, improves efficiency and responsiveness, produces more<br />
accurate and timely data, and makes administration quick and easy.<br />
With TMS Enterprise Reporting, your data is easily transformed<br />
into meaningful information to manage your business. The system<br />
works for you by providing a 24 x 7 monitor, analyzing your data and<br />
producing automatic Email Reports. TMS Enterprise alerts you to<br />
trouble long before it would have otherwise been observed.<br />
TMS Online<br />
Submitted by Four Rivers Software, Inc. USA<br />
Email: sales@frsoft.com Web: http://www.frsoft.com<br />
IN-COUNTRY SUPPORT: USA<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Healthcare<br />
TYPICAL COST: Small site: $200 Med Site: $1,000<br />
Large Site: $2,000 US$ monthly<br />
Available as a stand-alone system: Yes<br />
DESCRIPTION<br />
Enjoy the benefits of TMS Enterprise without up-front expenditures<br />
in hardware and software. With TMS OnLine, a fully hosted solution,<br />
there is nothing to install so you can get started in days. All you<br />
need is a connection to the Internet, Internet Explorer and a printer.<br />
All of the technical details such as the server, operating system,<br />
database license, systems administration, backups and software<br />
maintenance are taken off your plate and handled by Four Rivers.<br />
Access your data from any Internet connected computer. Eliminate<br />
costs and paperwork, improve efficiency and responsiveness, and<br />
produce more accurate and timely data.<br />
TMS WorkGroup<br />
Submitted by Four Rivers Software, Inc. USA<br />
Email: sales@frsoft.com Web: http://www.frsoft.com<br />
IN-COUNTRY SUPPORT: USA<br />
DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Healthcare<br />
TYPICAL COST: Small site: $5k Med: $20k<br />
Large Site: See TMS Enterprise US$<br />
Available as a stand-alone system: Yes<br />
DESCRIPTION<br />
TMS WorkGroup is optimized for a single site LAN-based campus.<br />
Providing the power and flexibility to support one or many<br />
departments through your choice of the Microsoft MSDE or SQL<br />
database. Generating reports that conform to Joint Commission<br />
regulations and other governing bodies, the real power of TMS<br />
WorkGroup comes from the flexibility to manage information in a<br />
way that fits your organization. Whether data is coming from your<br />
Healthcare Information System or a technician’s Pocket PC data<br />
flows efficiently and in real-time.<br />
Web Work<br />
Tero Consulting Ltd. Canada<br />
Email: sales@tero.ca Web: www.tero.ca<br />
IN-COUNTRY AGENTS: Canada, US, Europe, Asia, Africa<br />
TYPICAL COST: Small site: $50k Med: $100k Large: $500k us$<br />
Available as a stand-alone system: Yes<br />
Part of larger management/corporate system: Yes<br />
DESCRIPTION<br />
Web Work modules include:<br />
• Work Order & Work Request Management<br />
• Procedures Management - Tasks, Labor, Materials, Tools,<br />
Lockout/Tagout )<br />
• Preventive Maintenance<br />
• Asset & Equipment Life Cycle Management<br />
• Location & Equipment Hierarchy Management (• Labor<br />
Management (Craft, Crew, Contractors, Vendors)<br />
• Inventory / Spare Parts Management<br />
• Purchasing & Receiving/Invoicing AND MORE<br />
Web Work is 100% W3C compliant and available in any language.
4<br />
From the demands of OH&S through to the reduction in maintenance costs and downtime of an operation,<br />
maintenance systems are an integral part of the business operation for the majority of companies in<br />
Australia.<br />
For various reasons such as a low budget or few personnel, compliance with auditor requirements can<br />
be difficult to meet. Aviation Rescue and Fire Fighting (ARFF) Services, a business group of Airservices<br />
Australia, have overcome this situation by implementing a Computerised Maintenance Management<br />
System (CMMS), MEX.<br />
The following article is a case study on ARFF Services and how they overcame their non compliance<br />
issues, resulting in a completely compliant organization.<br />
Introduction<br />
Airservices Australia is a government-owned corporation providing safe and environmentally sound air traffic<br />
control management and related Aviation services to the aviation industry. The Australian Flight Information<br />
region covers 11 percent of the earth’s surface of not only Australian airspace but also international airspace<br />
over the Pacific and Indian Oceans.<br />
ARFF Services, a business group of<br />
Airservices Australia, provides services to 19<br />
of the nation’s busiest airports. The services<br />
they provide are:<br />
Aviation rescue and fire fighting response;<br />
• First aid response;<br />
• Airport building alarm monitoring;<br />
• Risk assessment and response<br />
planning;<br />
• Operational and business assessment<br />
of safety and emergency functions;<br />
• Emergency vehicle fleet management<br />
& maintenance;<br />
• Rescue and fire fighting recruitment<br />
and training; and<br />
• First emergency response training.<br />
Vol 20 No 2<br />
Stephen Ninnes<br />
Director, Maintenance Experts
Using A CMMS 49<br />
From a fire fighting perspective, each airport is classified by the type and number of aircraft that land<br />
there. This classification then stipulates the requirements for the service provision, which is provided<br />
in accordance with Australian Civil Aviation Safety Regulations (CASRs) and International Civil Aviation<br />
Organisation (ICAO) standards and recommended practices.<br />
The fleet at each station must be able to deliver to the requirements of the standards and regulations. In<br />
addition to this reserve stock levels for fighting agents (foam concentrate and dry chemical powder) are<br />
stipulated.<br />
ARFF are responsible not only for the airport but an area 1 kilometre from the end of the runway, which<br />
invariably means the ocean, rivers and mudflats.<br />
ARFF Services are responsible for managing and maintaining all equipment, plant and facilities for the<br />
rescue and fire fighting services at all 19 fire stations.<br />
The Equipment<br />
The equipment that ARFF Services are required to maintain are primarily Aviation Fire Vehicles specifically<br />
made for the aviation industry. To meet its response requirements, the fleet also includes sea rescue<br />
equipment, (such as Boats) and difficult terrain vehicles.<br />
The Aviation Fire Vehicle is a very specialised piece of equipment. In short, each vehicle must carry all of its<br />
own water and be able to discharge a water / foam mix from one end of an aircraft fuselage to the other, and<br />
as a Fire Vehicle its response time is critical. But with the added burden of full water / foam tanks the power<br />
and torque needed to be generated by these units is significantly different to a standard Fire Vehicle. As<br />
an example, one vehicle type in the fleet weighs 33 tonnes, accelerates form 0-80 km/h within 30 seconds.<br />
Upon arrival at the scene, the vehicle has to be able to deliver the water / foam mix a distance of 70 metres<br />
through its roof mounted monitor (water cannon on the cabin roof) at a rate of 4500 litres per minute.<br />
With the advent of the A380 from Airbus, the new double deck passenger aircraft, the existing equipment in<br />
the fleet will need to be upgraded and this is currently under review.<br />
Systems<br />
The service must adhere to regulations prescribed by the Civil Aviation Safety Authority (CASA), and has<br />
a number of internal and external audit processes in place to ensure a high level of compliance to both<br />
international standards and Australian regulations.<br />
In the early days there was the manual system. While this worked, it was hard to get any meaningful<br />
information out of the system, as reporting was a time consuming manual operation. And, because<br />
they were regularly audited, the auditors would often find holes in their system as it was difficult to track<br />
everything.<br />
So, in the late 80’s and early 90’s Mark Parsons, now the Assistant Director of Engineering & Maintenance<br />
at ARFF Services wrote a system in a language called Recital on a VAX VMS. In today’s terms it was<br />
antiquated, but at the time it was right up there with the best. This system was initially used as a maintenance<br />
management system, but eventually was introduced for incident reporting as well.<br />
In the 90’s Gary Fleming, now the Fleet Business Specialist, took over from Mark and continued with the<br />
growth of this system. It did the job, but auditors could still find faults with their maintenance. The system<br />
produced the work orders as needed for the Preventative Maintenance Program and for rectification work.<br />
However, the completion of the work and the date and time it was done was difficult to report on. The<br />
inflexibility of the system and the time required to make any changes to it made the system hard to get<br />
information out of it. This, in turn, led to auditors often finding non-compliances with the work being done.<br />
From a Preventative Maintenance perspective ARFF Services have always been a very comprehensive and<br />
systemised operation. Self regulation and the introduction of the CASRs (Australian Aviation regulations)<br />
have required a much more rigorous approach to the maintenance performed on all plant and equipment<br />
in use within ARFF Services.<br />
Vol 20 No 2
50<br />
Using A CMMS<br />
In 2001, ARFF introduced a new Computerised Maintenance Management System, MEX for use by<br />
Technical staff. Since the introduction of this system there has not been a non-compliance found by the<br />
auditors for maintenance.<br />
The purchase of MEX was as a result of decommissioning the Recital based system. MEX was chosen for<br />
its many features, ability to overcome the non-compliance issues, ease of use and integration with another<br />
custom system used by the operational staff. MEX has not only been able to provide to ARFF Services<br />
everything they wanted, but has exceeded their expectations.<br />
The Benefits<br />
One of these issues was configuration management. Each and every fire vehicle in service should be as<br />
similar as possible to the next one. Because the equipment being used is specialised, a unit delivered one<br />
year may have many subtle differences compared to one that is delivered the next year. This is normal as<br />
the continual feedback loop of user to manufacturer introduces improvements to the equipment.<br />
These differences however, cause major problems for ARFF. Operational fire crew members must be rated<br />
(certified) on each type of unit to ensure that the safety and service provided is of the highest level. The<br />
differences between one vehicle and the next can cause problems and if a fire fighter moves from one<br />
station to another they may not be rated on the fire vehicle which they are to work on.<br />
Now with the use of MEX nationwide, any new vehicle delivered is compared to all the changes that have<br />
been made to the other vehicles of the same model. Variations are reported to the supplier and changed<br />
at the supplier’s costs instead of their own. These are tracked via standard jobs and the progress of the<br />
implementation is easily reported on.<br />
Also, if a change is made to a vehicle, this is then relayed around Australia to all the other fire stations<br />
and the same modification is made. The training programs that relate to this equipment are also updated<br />
if required. To follow on from this, MEX has enabled these modifications to then be forwarded to the<br />
manufacturer for inclusion in the next unit purchased.<br />
As a testament to this success, ARFF still has 32 older vehicles of a similar make in its fleet. Of these 32,<br />
there are 32 differently configured vehicles.<br />
Recently, ARFF Services purchased 18 new fire vehicles, and even though many operational improvements<br />
have been implemented, all 18 are identical.<br />
Another benefit achieved from the use of MEX has been the management of engineering problems found<br />
on any Tenders or other equipment. If a crack in a component is found in Brisbane, the engineer then<br />
creates work orders for all the vehicles of similar type to see if the same potential problem exists elsewhere.<br />
The progress of inspections can be easily monitored.<br />
On Preventative Maintenance, it is a requirement that servicing and routine maintenance is never deferred<br />
as this is a non compliance – particularly the 6 monthly performance tests (a compliance verification check).<br />
With the old VMS system, PM’s would occasionally not get done by the due date. But since the advent<br />
of the new CMMS MEX, the visibility of jobs getting close to being overdue has made the management<br />
process of the work to be done easy, quick and simple.<br />
As with many organisations, the old PM scheduling system was a whiteboard. It is always funny to think<br />
that the health of a PM program hinges on a cleaner not being too diligent, and wiping clean the board<br />
during their rounds. Many people in the maintenance world have been in this situation. The CMMS now<br />
has an in built maintenance schedule, updated automatically every day, making the schedule not only safe<br />
and secure, but accurate and visible to staff nationwide.<br />
Other Uses<br />
Since the introduction of MEX at ARFF many other additional systems have been introduced such as an<br />
online job request system, MEXOps from Maintenance Experts, to handle all requests for maintenance<br />
work.<br />
Vol 20 No 2
Using A CMMS 51<br />
Initially, the CMMS was utilised only for Maintenance. However, the operational staff manning the fire<br />
stations have gone across to using MEX. Why? Because operations noticed that maintenance were<br />
receiving no RCA’s (Request for Corrective Action) when audits were performed. And they were. So, they<br />
investigated the use of MEX for their own purposes and implemented it Nationwide.<br />
Operations now perform all their routine tasks with the use of MEX. Including non engineering equipment<br />
checks through to the management of the fire fighting agent and fuel stock levels to ensure compliance with<br />
requirements. An incident management system, called Operations Reporting System (ORS) supplied by<br />
Maintenance Experts, has also been included with these systems to record and document any incidents<br />
that ARFF Services respond to.<br />
The Approach<br />
The initial implementation of the MEX system was handled by a team of 5 from ARFF with very little<br />
involvement from the vendor. The implementation team installed, configured and trained for MEX.<br />
The Future<br />
The engineering strategy of ARFF is two fold:<br />
The Job Request system and the Incident reporting system also work<br />
off the same database as MEX. The system supports on average 23<br />
users of MEX at any one time. MEX operates 24 hours a day and is<br />
run from one server utilising Citrix Metaframe running on an SQL Server<br />
database.<br />
Support is required on a part time basis only, and this is provided by one<br />
person for the entire business, and that is Gary Fleming. If Gary has a<br />
problem that cannot be rectified, or needs advice then he contacts the<br />
supplier directly.<br />
ARFF has 35 maintenance personnel Australia wide, and now there are<br />
the additional users of the CMMS from the firemen. To train all of these<br />
personnel was a task in itself due to the different locations and skill sets.<br />
ARFF produced a training program, presented this nationwide and have<br />
instigated a MEX Accountable Officer at each station to continue with the<br />
training through their training officers. The initial training was a period of<br />
2 days for all Engineering & Maintenance staff.<br />
• Maximise the life and get value for money from the assets that are purchased; and used.<br />
• To comply with regulatory requirements.<br />
Any airport that handles more than 350,000 passengers annually will require an ARFF service. Passenger<br />
numbers are climbing and in the last 3 years the following airports have now had their service levels<br />
upgraded; Ayers Rock, Avalon, Hamilton Island, Townsville and Maroochydore.<br />
As the use of airlines increases, so will the requirements for Aviation Rescue and Fire Fighting Services.<br />
The future is growth for this organisation and with the systems in place; the public’s safety is in good<br />
hands.<br />
About Airservices Australia<br />
Each year, Airservices manages air traffic operations for more than three million domestic and international<br />
flights carrying some 47 million passengers.<br />
The corporation has a fixed asset base of $493 million across 600 sites and about 3000 employees,<br />
including 1000 air traffic controllers working from two major centres in Melbourne and Brisbane and 26<br />
towers at international and regional airports.<br />
Their motto is “Airspace and airside, we do it all – from the ground up”.<br />
Vol 20 No 2
52<br />
Although reliability engineering techniques have been around for many years, and some simple techniques<br />
for calculating Mean Time Between Failures (MTBF), and Availability are readily available, the techniques<br />
involving time dependent data and system (RAM) modelling are not so commonly exploited within the area<br />
of maintenance. The major reasons are that (i) the necessary data may not be available, and (ii) it is all too<br />
readily assumed that a high level of maths may be required. We agree with the first point but believe that<br />
modern reliability software tools have removed much of the need for advanced mathematics.<br />
Reliability Engineering can support the production and maintenance function throughout the plant or<br />
equipment’s life by answering such questions as:<br />
• What is the best design?<br />
• Should we install redundancy?<br />
• Can we decommission items?<br />
• Should we stock the high value of spares and if so how many?<br />
• What is optimum time to carry out maintenance?<br />
• What will be the cost for the next 5 years?<br />
• Where shall we focus attention?<br />
• What should be done in order to improve availability by 2 % ? etc etc<br />
DATA COLLECTION ASPECTS<br />
In maintenance we often find that at the outset, data quality is a fundamental issue and that we have:<br />
• Bad Data • Worse Data • No Data • Bias Data<br />
Frequently, also when there is reasonable data available there is little or no reliability analysis carried<br />
out. The purpose of collecting and analysing data is to support the decision making process in order to<br />
take action to achieve improvement in plant performance - measured as improved reliability, improved<br />
availability or reduced total costs of maintenance or spares inventory.<br />
Our first examples of poor data concerns incorrect work reporting. Table 1 shows an extract from the<br />
history of a single vehicle in a remote mining operation. The history indicates that five gearbox overhauls<br />
have been carried out during a 6 month period, representing Mean Time To Overhaul (MTTO) of 1436kms<br />
(5746/4). Further investigation revealed the truth, viz. that actually only temporary repairs had been carried<br />
out with “used” parts. This example also shows that the data was entered into history without review by a<br />
supervisor/planner.<br />
Vol 20 No 2<br />
David Thompson<br />
RAMsoft, UK
Date Kms Run Work performed<br />
17/Jan ? Gearbox overhauled<br />
21/Feb 1174 Gearbox overhauled<br />
29/Feb 213 9000km service<br />
05/Mar 329 Clutch plate replaced<br />
24/Mar 660 Gearbox overhauled<br />
12/<strong>April</strong> 354 Gearbox overhauled<br />
21/June 2580 12,000 km service<br />
04/July 436 Gearbox overhauled<br />
Table 1 Off-road vehicle history<br />
Reliability Tools 53<br />
Figure 1 is an example of a CMMS Work Order for a pump failure which had been allocated to the System<br />
Tag Number (SYS-46) instead of to the pump Tag No. If the analyst were to query the database for failures<br />
of this pump, the query would show no failures. The result of this poor reporting is to indicate incorrect<br />
MTBFs and equipment costs, etc and could lead to incorrect decisions on maintenance strategy.<br />
Figure 1 Incorrect tag number<br />
We have seen many other examples of poor work order reporting, sometimes the maintainer have been so<br />
concerned with justifying their time, that it seems they have written a novel, but they have failed to record<br />
what really caused the failure and what they did to rectify the fault.<br />
Fig 2 is an example of bias. The diagram shows downtime caused by each system of a large electrical<br />
excavator. Without any formal analysis the Chief Engineer was convinced that area CRW was a significant<br />
contributor to low availability. An analysis showed this was not the case; unscheduled downtime alone as<br />
a result of extended overhaul times was eight times more than the unscheduled downtime for the CRW<br />
system. The result of this bias was an inability to focus on the real problem area, being an excessive level<br />
of scheduled maintenance and an over estimation of equipment availability.<br />
800<br />
700<br />
600<br />
500<br />
400<br />
300<br />
200<br />
100<br />
0<br />
The REAL Problem -<br />
too much time on overhauls<br />
Figure 2 Excavator shovel downtime<br />
Perceived<br />
Problem Area<br />
OV EL WKC CAB BUK RPE UND CRW PRP PNU<br />
Equipment Area code<br />
Vol 20 No 2
54<br />
Reliability Tools<br />
Our last example of failure in data handling is a case of no analysis being carried out even though relatively<br />
good data had been recorded. The Process Engineer had recorded the start-up and shut-down times<br />
for each of the 18 installed chemical reactors, but had never carried out any analysis to quantify actual<br />
performance. The author was asked to study why the performance in this section of the plant was poor.<br />
The target run time before a reactor was taken off line for refurbishment was 125 days. The first task was<br />
to take the data recorded in MS Excel and to plot a cumulative histogram, Figure 3, to show the percentage<br />
of runs resulting in failures against run time. This showed that 70% of the Reactor runs had failed by the<br />
performance criteria of 125 days. From this base data we could then start to look into root causes of these<br />
outages and form a basis to measure the effectiveness of the improvement programme.<br />
Vol 20 No 2<br />
Figure 3 Chemical Reactor Performance<br />
The main elements in achieving an effective data collection and analysis system are:<br />
• good asset coding and discipline in its use<br />
• comprehensive failure coding system<br />
• well written company data collection and analysis guide, covering all aspects<br />
• adequate training based on responsibilities provided to all levels of staff, including technicians<br />
• effective reporting of work by tradesmen<br />
• monitoring of work order completion quality this can be a KPI e.g. 10% reviewed per month<br />
• continual Mentoring to people who provide failure data<br />
• consideration of total costs of failure<br />
• agreed RAM targets for key equipment<br />
• regular analysis of data using appropriate tools<br />
• continually seeking root causes and identification of solutions<br />
The latest generation of data analysis tools, such as those that will be referred to in this paper, have many<br />
more features than can be touched on here. However, we will show some examples of what is possible,<br />
under three main areas of analysis, and when good data is available. Even with no data there are still<br />
techniques that allow a company to make educated decisions in selecting the right maintenance strategy.<br />
LIFE DATA ANALYSIS<br />
Life data analysis is the process of fitting a statistical model (an analytical probability distribution, or<br />
probability density function - pdf) to the data set. Once we have the model described by its parameters<br />
we can then determine various metrics of interest. The best known example is the Normal Probability<br />
Distribution, described by its mean and standard deviation. In maintenance, however, the most widely used<br />
is the Weibull probability distribution.
Reliability Analysis<br />
Reliability Tools 55<br />
The first example concerns the times to failure of 100 control valves, this example first appeared on a geocity<br />
web site a few years ago. The paper used the mathematical approach and took 6 pages of calculations to<br />
determine:<br />
- the Weibull parameters to describe the distribution.<br />
- the probability of failure by a certain time t.<br />
- the optimum replacement time given the costs of unplanned and planned replacements.<br />
If you have a PhD in Mathematics, the solution to these problems is easy, but laborious and time consuming.<br />
For the non-mathematician there is an alternative; we can use a graphical approach using Weibull twocycle<br />
graph paper (free download from www. weibull.com).<br />
The third and easiest solution, however, is to enter and analyse the data into a Life Data Analysis tool, such<br />
as Weibull++ 7, as illustrated in Figure 4.<br />
Figure 4 Weibull ++7: Data entry and Weibull parameters<br />
The calculated values for the Weibull 3 parameter distribution are shown, with their meaning given in Table 2.<br />
Date Value Meaning<br />
Beta 3.59 Shape factor greater than 1 indicates an age related failure and<br />
scheduled maintenance is appropriate<br />
Eta 596 The scaling factor indicates that 63.2% of the items have failed. The<br />
true time is the Eta plus Gamma value, i.e. 596 + 898 hours<br />
Gamma 898 The location parameter indicates that there is a safe life<br />
Table 2 Weibull parameters<br />
The optimum replacement frequency is easily determined using the built-in template. As indicated in Figure<br />
5, the optimum frequency, giving the lowest cost per unit time, is 1150 hours for this example. If the repair<br />
cost were higher the plot would show that we would need to conduct maintenance more frequently - and<br />
vice versa.<br />
In practice the selected frequency will be a compromise, of course, between the calculated value and that<br />
which is practical to schedule. This example shows how we can reduce costs by selecting a frequency that<br />
provides minimum unit cost.<br />
Vol 20 No 2
56<br />
Reliability Tools<br />
Figure 6 Pdf with two failure modes<br />
Vol 20 No 2<br />
Figure 5 Optimising maintenance<br />
The Weibull++7 tool can easily handle data in different<br />
formats, e.g. grouped data, complete data, censored<br />
data and data sets from more than one population.<br />
Figure 6 shows a pdf where the analysis identifies that<br />
the data is made up of two failure modes, one an earlylife<br />
occurrence and the other age-related. The agerelated<br />
failures can be managed by a PM strategy while<br />
the early life failures need investigation of their cause.<br />
Is it a design problem, repair problem, etc?.<br />
A good reliability analysis chart is the Run Log. This<br />
chart can be compiled easily in Excel to provide MTBF<br />
and MTTRs as static data. Analysis tools such as<br />
Weibull++ 7, however, can calculate the failure and<br />
repair parameters as time dependent data by using<br />
a single function key see Figure 7. The data can be<br />
entered in a hierarchical structure such as System,<br />
Sub System, Item, and Component; the software will<br />
calculate the parameters at each level.<br />
Figure 7 Run Log<br />
What if there are no history data, or the item is new to the facility? All is not lost; we can use another<br />
worksheet from this software (see Figure 8). All we need to do is ask the engineer or operators what they<br />
feel is the minimum life, maximum life and the most likely. The Weibull parameters can then be estimated<br />
as shown, and using the Quick Calculation Pad (QCP) we can estimate other parameters of interest, (e.g.<br />
MTBF, B10 life), or calculate the optimum maintenance life, etc.
Maintainability Analysis<br />
Maintainability studies are concerned with<br />
carrying out a critical analysis of past repairs or<br />
downtimes and to identify opportunities to reduce<br />
these times in the future, e.g. providing better<br />
access, spares holding, training, fault finding<br />
guides, etc. A structured maintainability study<br />
involves the identification of current metrics<br />
such as Mean Time To Repair (MTTR) or Mmax<br />
(the 95% percentile i.e. the time when 95% of<br />
the repairs will be completed). Mmax becomes<br />
important when prolonged downtime causes<br />
additional downtime, e.g. if the product quality<br />
changes and the product has to be discarded.<br />
Repair times are usually log normally distributed<br />
see (Figure 9).<br />
Figure 8 Estimating Weibull parameters<br />
Reliability Tools 57<br />
Figure 9 Repair time pdf (Log Normal Distribution)<br />
Figure 10 shows the probability plot for historical repair times with an MTTR of 228 hours. If we know the<br />
MTBF and are set a target Availability by the Plant Manager we can calculate the required MTTR, in this<br />
case 135 hours. If we then draw a line representing this new target on the probability plot we have a basis<br />
to analyse each past repair. We then critically look at each repair by sub-dividing the repair time into its sub<br />
elements, e.g. access time, fault finding time, etc. and ask how we can reduce this historical repair time to<br />
achieve the new target time.<br />
Figure 10 Repair time study<br />
Vol 20 No 2
5<br />
Reliability Tools<br />
SYSTEM ANALYSIS<br />
Vol 20 No 2<br />
Another interesting example is given in Andrews<br />
and Moss’s well written book, “Reliability and Risk<br />
Assessment” (first published in 1993 but note that<br />
this text has recently been revised). The data set<br />
concerns repair times for four gas compressors.<br />
The probability plot, Figure 11, indicates that the<br />
data are from three different populations (failure<br />
types). In this case if we identify the cause of<br />
each failure, a software tool such as Weibull ++7<br />
can easily calculate automatically the parameters<br />
of each cause. In this example the repairs were<br />
caused by instrument problems, external skid<br />
problems and internal compressor problems.<br />
Figure 11<br />
Compressor Data from 3 populations<br />
A tool such as ReliaSofts BlockSim 6 can be used to analyse plant systems using Reliability Block Diagrams<br />
(RBDs) or Fault Tree Diagrams (FTDs). In an RBD the blocks (representing sub-units of the system) in the<br />
diagram can be populated with either steady state or time dependent data. With steady state data the type<br />
of analysis is limited to the system reliability or actually “long-term average” availability, e.g. 95%. With<br />
time-dependent data, much more comprehensive results are available for optimising the cost drivers. .<br />
Depending on the scope of the study an RBD model can also indicate effects of changes to the cost drivers,<br />
e.g. PM’s, Inspections, Spare parts or crew size.<br />
The modelling process including use of Monte Carlo simulation, is shown in Figure 12<br />
Figure 12 Modelling using Monte Carlo Simulation
Reliability Tools 59<br />
The results of the simulation are summarised in a report which can be exported to Excel for additional<br />
analysis, e.g. assigning loss of production costs. The metrics available is shown in the right hand table in<br />
Figure 12.<br />
Effects of design changes e.g. the cost benefits of additional redundancy can easily be quantified. Similarly<br />
we can also model the effects of decommissioning equipment by simply deactivating a block where Block A<br />
has been treated as decommissioned. The node is used to set the number of items for system success.<br />
RELIABILITY GROWTH ANALYSIS<br />
A tool such as ReliaSoft’s RGA6 tool can be used not only to measure Reliability Growth but also can<br />
analyse systems performance and predict future performance based on the same level of improvement or<br />
degradation. Reliability Growth being defined as the positive improvement in reliability metric over a period<br />
of time through improved maintenance management. The metric can be MTBF or Number of defects, etc<br />
There are several ways to measure trends and we introduce one simple example using RGA 6. Let us<br />
assume that, we have recorded emergency work orders per month. The monthly values are entered into the<br />
software, the analysis carried out and the results reviewed. Figure 13 shows the work orders per month.<br />
Figure 13 Monthly Emergency Work Orders<br />
Analysing the data and obtaining a Beta value of less than 1 indicates that the work order rate is decreasing.<br />
Figure 14 shows the WO rate per month with the growth or trend line.<br />
Note as well as quantifying the growth trend we can also predict (assuming the same growth) the value of<br />
the metric in the future.<br />
CONCLUSION<br />
This article has demonstrated the simplicity and power of the reliability software tools. Analysis that previously<br />
took hours can be solved in minutes. Armed with this kind of information the design or maintenance engineer<br />
can make informed decisions for improving the performance and cost effectiveness of his plant.<br />
Any questions relating to this article, please contact the author at dave@ramsoftuk.com or visit www.<br />
ramsoftuk.com.<br />
This article first appeared in Maintenance and Asset Management (UK) Vol 21 No 4.<br />
Figure 14 WO rate growth plot<br />
Vol 20 No 2
60<br />
The Significance of Selecting the Right CMMS<br />
The main reason for selecting and implementing the right CMMS is to improve maintenance productivity,<br />
reduce maintenance expenses and to enhance reliability and maintainability of equipments through effective<br />
planning, scheduling, executing, tracking and controlling the maintenance activities.<br />
CMMS have evolved over the years from simple maintenance documentation software to Enterprise<br />
Maintenance Management System. When properly selected and implemented, CMMS can greatly assist<br />
in maintenance planning and scheduling, manage personnel and materials, track maintenance work order<br />
and history, generate detail cost reporting, budgeting and much more. In general, these systems provide<br />
comprehensive features and functionality to efficiently manage and track all maintenance related activities<br />
in the organization.<br />
When properly selected and implemented, CMMS is one of the most powerful cost-reduction tools in<br />
any organization. However, in reality, many CMMS implementations fail, rather than achieve success. It<br />
has been estimated that nearly 70% of all CMMS efforts fail, many within the first year. While there are<br />
many contributing factors (like ineffective maintenance procedures, lack of adequate training, etc.) several<br />
implementation failures can be traced back to ineffective selection process (Vujicic, 2005; Weir, 2004;<br />
Singer, 2000).<br />
Selecting the right CMMS system can greatly influence the overall success of CMMS implementation.<br />
However, selecting and implementing a CMMS is not a simple or an easy task. Unfortunately, the results of<br />
an ineffective selection process are usually not seen until well into implementation. Quite often, it is not until<br />
after the installation is complete, that many users realize their new system does not meet their requirements<br />
and at this stage, it is already too late to make any changes. In addition, once a CMMS is implemented,<br />
a huge investment has already been committed. With the implementation of the wrong CMMS system,<br />
maintenance will not be in a position to show the return on investments, which can greatly damage the<br />
reputation of the maintenance department. In turn, this will make it difficult for maintenance to promote itself<br />
as a profit making business unit.<br />
CMMS Selection Guidelines<br />
With more than 200 CMMS systems to choose from, selecting and implementing the right CMMS based on<br />
the operations and maintenance requirements of a company can be a daunting task. However, by selecting<br />
the right features and functions in every CMMS modules, that compliment the company’s operations and<br />
maintenance processes, one can ensure the best fit. This approach reduces the need to customize the<br />
software, and the return on investment can be faster as the system is implemented with greater opportunities<br />
for full usage. There is little room for surprises, as every possible feature of the software has been carefully<br />
scrutinized before selection. This approach also helps acceptance by all employees who would ultimately<br />
be in charge of using the system to improve and enhance maintenance productivity.<br />
The first and a very important step during the selection of any CMMS system, is to clearly define and justify<br />
the need for a CMMS and the benefits of implementing this system. During this process, it is also important to<br />
determine the expectations of implementing a CMMS system and the return on investment. Many problems<br />
can be avoided by clearly defining the need and anticipated benefits of implementing CMMS at the company.<br />
Vol 20 No 2<br />
D. Kamalapurka, A. Houshyar, B. White, and L. Lamberson<br />
Western Michigan University, USA, d2kamala@wmich.edu
Selecting A CMMS 61<br />
CMMS systems can be extremely expensive to implement and so it is very important that all stakeholders are<br />
fully aware of what they will get in return for the investment (both in terms of time and money).<br />
The need for CMMS should be based on realistic expectations on how it will meet the maintenance,<br />
operations and business needs of the company. A CMMS selection team should be formed and the team<br />
members must communicate effectively to understand the details on how the maintenance, operations,<br />
inventory, purchasing, and other relevant departments work and interact with each other. The senior<br />
management should be consulted and their input should be taken into account in order to get their buy-in<br />
into the system.<br />
Detail functional requirements and total system requirements should be clearly defined and agreed upon by<br />
the selection team. The selection team must understand the existing maintenance practices and procedures,<br />
the maintenance and process workflow in the company and all business processes that interact with the<br />
maintenance department. In addition, the selection team should always be open to new ideas and look for<br />
ways on improving the existing process workflow and maintenance procedures.<br />
There are several reasons why an organization may want to implement a CMMS system. However, it is<br />
extremely important to clearly define them, so that these reasons are going to be the focal point not only<br />
during the selection process, but also during implementation phase. Table 1 lists some of the reasons for<br />
implementing a CMMS in any organization.<br />
Reasons for Implementing CMMS<br />
1 Improve the reliability, availability and maintainability of equipment<br />
2 Increase the working life of the equipments and other assets<br />
3 Setup an efficient Preventive and/or Predictive Maintenance programs<br />
4 Reduce the percentage of corrective maintenance work orders<br />
5 Setup and maintain an efficient RCM and/or TPM programs<br />
6 Increase the percentage of preventive maintenance work orders<br />
7 Reduce maintenance expenses and enhance maintenance productivity<br />
8 Have better control over inventory and reduce inventory expenses<br />
9 Have better control over short term and long term maintenance schedule<br />
10 Able to predict and manage the maintenance budget accurately<br />
Table 1: Reasons for Implementing CMMS<br />
CMMS Main Modules<br />
In a CMMS system, many different “Modules” are utilized to plan, schedule, execute, track and control<br />
the equipment maintenance, including the personnel, inventory and purchasing management. The Main<br />
Modules in many CMMS systems are:<br />
1. Work Request Module<br />
2. Work Order Module<br />
3. Equipment Module<br />
4. Personnel Module<br />
5. Preventive Maintenance Module<br />
6. Inventory Module<br />
7. Purchasing Module<br />
8. Reporting Module<br />
CMMS Optional Modules<br />
There are many optional modules, which help enhance the effectiveness of the CMMS system. Very<br />
few CMMS systems currently available in the market contain all these optional modules. In a few CMMS<br />
systems, some of these optional modules are integrated with the main modules. (E.g. Warranty Module is<br />
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62<br />
Selecting A CMMS<br />
integrated into Equipment Module; Security Module is integrated into Personnel Module, etc.). The different<br />
optional modules commonly used in many CMMS systems are:<br />
1. Analysis Module, 2. PDA InterfaceModule<br />
3. Security Module 4. Scheduling Module<br />
5. Vendors Module 6. Customers Module<br />
7. Document Module 8. History Module<br />
9. Warranty Module<br />
CMMS General Requirements<br />
Apart from evaluating different CMMS modules, some of these general requirements should be carefully<br />
evaluated for CMMS selection. Table 2 lists some of the general requirements that should be considered<br />
and evaluated.<br />
Vol 20 No 2<br />
Topic Sub-Topic<br />
1 Hardware Requirements - Minimum<br />
- Recommended<br />
2 Operating Systems - Minimum<br />
- Recommended<br />
3 Database Systems - Microsoft Access<br />
- SQL Server<br />
- Oracle System<br />
- Other Systems<br />
4 Number of Users - Stand Alone<br />
- Client/Server<br />
5 Interface with other systems - ERP Interface<br />
- PDA Interface<br />
- Barcode Interface<br />
- Web Interface<br />
- MS Project<br />
- Other Systems<br />
6 Ease of Use - Ease of Navigation<br />
- Ease of Customization<br />
Table 2: CMMS General Requirements<br />
Additionally, some of these details should also be reviewed during the selection and implementation of the<br />
CMMS system.<br />
o Multiple Site Capability o Multiple Language Support<br />
o Different Currency Support o Multiple Database Support<br />
o Security of the System o Regulatory Compliance<br />
o Implementation Support o Training provided<br />
o Support and Service o Years in Business<br />
o Future Enhancements<br />
CMMS Features and Functionality<br />
Every Module in a CMMS system has several features and functions that determine how efficiently a CMMS<br />
system can be utilized for cost effective maintenance. Depending on the operations and maintenance<br />
requirements of the company, many features in each of these modules should be carefully evaluated.
Selecting A CMMS 63<br />
For most organizations, the main areas of focus are work request module, work order module, equipment<br />
module, personnel module, preventive maintenance module, inventory module, purchasing module<br />
and reporting module. In addition, system security, system integration (with existing systems), software<br />
compatibility, database system, implementation support, training and ease of use are some other factors<br />
that need attention. Virtually all aspects of maintenance organizations activities can be managed by<br />
the integrated CMMS systems. There are many options, which may be chosen according to the user’s<br />
requirements. Typically most CMMS systems offer modular design. Companies can then select only those<br />
“Modules”, which are suitable for their organization.<br />
These are some questions that should be carefully evaluated before selecting various features and functions<br />
needed in each CMMS modules.<br />
o Is CMMS used for one location or Enterprise wide?<br />
o What types of equipments and or assets need maintenance?<br />
o How sophisticated are the equipments in the organization?<br />
o What kind of experience and skills do maintenance employees have?<br />
o Is any maintenance work contracted to outside companies?<br />
o How are work requests created, routed and approved?<br />
o How are work orders created, assigned and updated?<br />
o How are schedules of employees generated and balanced?<br />
o How are priorities of maintenance decided and by whom?<br />
o How are preventive maintenance tasks decided and setup?<br />
o How often is preventive maintenance program reviewed and updated?<br />
o How is maintenance work performed and how is the information updated?<br />
o How the inventory spare parts are managed and kept updated?<br />
o What kinds of reports and charts does the management need?<br />
o What types of maintenance histories are maintained and reported?<br />
o What kind of analysis is performed to enhance equipment reliability?<br />
An Example of the Selection Process for a CMMS Module - Selecting the Work Order Module<br />
As mentioned earlier, there are several modules that are used in a CMMS for cost effective maintenance.<br />
Although it is not possible in this article to cover the selection process for all CMMS modules a brief<br />
description is provided for selecting the “work order module”.<br />
Many different features and functions are available in the work order module, which are used to generate a<br />
work order from a submitted work request or based on the preventive maintenance schedule.<br />
The “Work Order Module” is the heart of any CMMS system, which provides the tools, required for efficient<br />
planning, scheduling, controlling and tracking of all maintenance work (both preventive and corrective<br />
maintenance) performed in the organization. It interacts with all other modules in the CMMS system, to<br />
efficiently manage, track and control all maintenance activities in the organization.<br />
A work order should be used for all maintenance related work, whether it is an emergency (corrective) or<br />
planned (preventive) maintenance. This will help to correctly identify the work to be performed, provide<br />
start and end dates, assign appropriate maintenance personnel, assign components or parts to be used for<br />
maintenance, list any safety requirements (lockout/tagout procedure), store maintenance history (for future<br />
reference) and also generate detail documentation. The documentation should clearly identify the technician<br />
(or technicians) who performed the work, duration of the work, worker comments, repair methods used,<br />
components used for the work, cost and quantity of each component and finally acceptance of maintenance<br />
work by the person or team who requested this work.<br />
There are many different formats and methods used to create a work order. The company selecting the<br />
Vol 20 No 2
64<br />
Selecting A CMMS<br />
CMMS should clearly understand their maintenance requirements (for example: size of the company,<br />
types and complexity of equipments, maintenance employees experience, contract maintenance, etc.)<br />
and depending on the maintenance procedures, type of industry, amount of information needed on the<br />
work order, files or drawing attachments needed, etc., select the best format and method to use to create<br />
a work order. These are some of the important questions that need to be answered, before selecting the<br />
appropriate features needed in the Work Order module.<br />
o How are work orders created and approved?<br />
o How are work orders scheduled and prioritized?<br />
o What type of work instructions, are provided with work order?<br />
o How are personnel and materials assigned to work orders?<br />
o Are any outside contractors assigned to the work orders?<br />
o How is the workload balanced among all employees?<br />
o How are employees notified about their work schedule?<br />
o How do the employees update work order after performing work?<br />
o What kind of information is entered to update the work order?<br />
o Is PDA Interface module used to access and update work orders?<br />
o Is estimated cost and actual cost to perform the work compared?<br />
o What kind of work order histories are stored and maintained?<br />
o What kind of work order reports are needed by the management?<br />
Many organizations use a single CMMS system for several maintenance purposes (Example: Equipment<br />
maintenance, Facilities maintenance, Vehicle maintenance, etc.). So different work order formats should be<br />
available to schedule these different maintenance activities. In addition, detailed work instructions in various<br />
formats (Example: Word document, CAD drawing, Excel file, etc.) can be attached to the work order. To<br />
save time and avoid any mistakes, the Work Order module should automatically create a work order using<br />
all the information provided in the work request. Many work orders need more then one technician to be<br />
assigned to complete the work. The planner responsible to assign technicians to the work orders should<br />
be able to choose the appropriate technician from the drop down list. This drop down list should be able to<br />
filter and display only the technicians based on their specialty (for example: PLC programmer, Welder, etc.).<br />
Additionally, the schedule and availability of these technicians should be clearly displayed to efficiently<br />
balance their schedule. In order to efficiently manage the maintenance budget, it should be able to correctly<br />
distinguish between Preventive maintenance and Corrective maintenance work orders. By keeping the<br />
preventive and corrective maintenance work orders separate, it will be able to identify where resources<br />
(personnel and materials) are being used and can be tracked effectively. Once a work order is completed,<br />
it should be stored in the history folder to be used to create user-defined reports and perform analysis to<br />
enhance equipment reliability. It is extremely important that the Work Order module have the ability to store<br />
and maintain a historical data of critical maintenance related information that enables the users to manage<br />
maintenance process as a profit making business activity.<br />
A CMMS selection tool known as SELECTCMMS has been developed by the authors to help companies<br />
to select the right features, based on their requirements. Some of the features listed in SELECTCMMS for<br />
the “Work Order Module” are shown below. The selection team should carefully review all these features<br />
and select the appropriate response (Must Have, Important, Nice to Have, Not Important) based on their<br />
company’s requirements.<br />
Features Needed to Create Work Order<br />
o Able to automatically create work order based on information provided in the work request<br />
o Able to create work order by selecting valid data from the drop down boxes<br />
o Able to attach detail instructions to the work order, to assist the maintenance craftsman<br />
o Able to attach unlimited drawings, files, pictures and other details to the work order<br />
o Able to correctly define the shift hours, day and time to perform maintenance work<br />
Vol 20 No 2
A journey of a thousand miles<br />
begins with a single step.<br />
Lao-tzu (604 BC - 531 BC)<br />
Regardless of where you are on the journey from reactive maintenance to predictive maintenance<br />
to reliability asset optimization, Reliabilityweb.com offers opportunities to meet peers, subject<br />
matter experts and solution providers who can make a difference in your program. Over 90% of<br />
past participants report making immediate improvements at work as a result of attending.<br />
The Community of Learning at a Reliabilityweb.com conference provides an opportunity for a<br />
new attitude, new ideas, practical solutions and powerful inspiration from networking with others<br />
who are already on their journey to reliability.<br />
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Vibration Monitoring and Analysis, Infrared Thermography, Motor Testing, Ultrasonics, Non-Destructive Evaluation<br />
LubricationWorld<br />
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Practical Plant Machinery Lubrication, Contamination Control, Oil and Fluid Analysis<br />
IMC-2007 – The 22nd International Maintenance Conference<br />
December 4-7, 2007 Hilton Daytona Beach/Ocean Walk Village Daytona Beach, FL<br />
Reliability, Maintenance Management, Planning & Scheduling, Business & Financial Aspects of Maintenance,<br />
Root Cause Analysis, Technology Innovations<br />
CMMS-2007 - The Computerized Maintenance Management Summit<br />
December 4-7, 2007 Hilton Daytona Beach/Ocean Walk Village Daytona Beach, FL<br />
Computerized Maintenance Management Systems for Small to Midsize Companies<br />
RCM-2007 - The Reliability Centered Maintenance Managers’ Forum<br />
March 18-20, 2008 The Orleans Hotel & Casino Las Vegas, NV<br />
Reliability Centered Maintenance (RCM), Reliability Analysis, Failure Analysis, PM Optimization, Reliability Incident Management<br />
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March 18-20, 2008 The Orleans Hotel & Casino Las Vegas, NV<br />
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www.maintenanceconference.com
66<br />
Selecting A CMMS<br />
o Able to add lockout/tagout and other safety procedures in the work order<br />
o Able to attach unlimited links to drawings, parts and vendors to the work order<br />
o Able to assign user definable work order numbers to the work order<br />
o Able to develop customized work order template, to create different types of work order<br />
o Able to customize or modify existing work order templates based on company’s requirements<br />
o Able to provide extensive filtering (for the dropdown boxes) in the work order module<br />
o Able to identify the actual cause of the equipment failure (from work request or drop down list)<br />
o Able to modify the work order after it has been assigned<br />
o Able to prevent modification to the work order by unauthorized persons<br />
o Able to clearly identify the contract maintenance (outsourced) on the work order<br />
o Able to combine both in-house maintenance and contract maintenance on one work order<br />
o Able to provide information on when equipment will be available for maintenance work<br />
o Able to provide links to the needed drawings to be retrieved directly from the work order screen<br />
o Able to edit drawings within the work order screen after performing maintenance work<br />
o Able to electronically submit the work order to the appropriate person or department for approval<br />
o Several levels of work order hierarchy can be scheduled separately<br />
o Able to get electronic signatures on the work order and maintain an audit trail<br />
o Able to assign persons or parts not initially assigned to the work order<br />
Features Needed to Assign Personnel<br />
o Able to match personnel skills to the tasks to be performed on the work order<br />
o Able to add unlimited number of employees (craftsmen) needed to complete the work order<br />
o Able to automatically update employee schedule once their name is added to work order<br />
o Able to link employee time sheet hours and their detail schedule to the work order<br />
o Able to automatically notify employees, once their name is added to the work order<br />
o Able to automatically assign the work orders to appropriate people<br />
o Able to add maintenance employees pictures to the work order<br />
o Able to assign employees based on their schedule and availability<br />
o Able to see employee schedule and balance workload using graphical interface<br />
Features Needed to Reserve Materials<br />
o Able to list and reserve all materials and spare parts needed for the work order<br />
o Able to flag certain spare parts as ‘critical spare parts’ in the work order<br />
o Able to flag certain parts or materials as ‘hazardous material’ in the work order<br />
o Able to see parts status from the work order screen before/after reserving parts for the work order<br />
o Able to select new, used or reconditioned parts from within the work order screen<br />
o Able to view the stock levels of each part from within the work order screen<br />
o Able to select parts from multiple warehouses from within the work order screen<br />
o Able to receive parts back into the stores/warehouses for any part that needs to be repaired<br />
o Able to receive unused parts back to the stores/warehouses and stock levels can be adjusted<br />
o Able to notify any part that is not available in stores and that needs to be ordered immediately<br />
Features needed to Estimate/Actual Cost<br />
o Total estimated dollar value of the work order is clearly identified on the work order<br />
Vol 20 No 2
o Total estimated dollar value of the work order are used in establishing approval levels<br />
o Able to automatically assign inventory costs of the materials used for this work order<br />
o Able to automatically assign labor costs based on the labor hours for this work order<br />
Selecting A CMMS 67<br />
o Able to automatically calculate the total cost of work order based on labor, parts and all other details<br />
o Able to correctly charge the cost of the work order to the appropriate cost center<br />
o Able to prohibit the user to charge the cost of this work order to other’s cost center<br />
o Able to update the work order to reflect the actual cost of the work order after maintenance work<br />
o Able to keep the estimated cost and actual cost of work order for comparison<br />
Features Needed to Track Work Order<br />
o Able to track work orders by dates, weeks, months, years, etc.<br />
o Able to track work orders by plant, area, department, equipment, etc.<br />
o Able to track work orders by individual maintenance employees<br />
o Able to track work orders by individual contract employees<br />
o Able to track start and end time for every employee working on work order<br />
o Able to track work orders by type as safety, inspection, PM, etc.<br />
o Able to track work orders that are being completed on time, being late, etc.<br />
o Able to track work orders by billable work or non-billable work<br />
o Able to track work orders being complete, active, yet to start, etc.<br />
Features Needed to Close Work Order<br />
o Able to update the work order (by authorized persons) after maintenance work is completed<br />
o Able to open the work order after it has been closed (to update additional information)<br />
o Able to charge labor (or any cost) to a closed work order (further work may have been performed)<br />
Features for Other Work Order Details<br />
o Able to create bar codes for all the work orders created (easy to retrieve the information)<br />
o Able to identify and track equipments that are required to be off-line prior to maintenance work<br />
o Able to identify hazards which need to be removed prior work being performed<br />
o User can access information referencing the last work performed on the equipment<br />
o User can access information referencing all the work performed on the equipment<br />
When selecting a CMMS, considerable attention must be devoted to assure that the software features and<br />
functions can support all maintenance related activities. The maintenance process and the software features<br />
must be compatible to perform the maintenance function smoothly and effectively. It is also important that<br />
the CMMS selected is user friendly and helpful to all maintenance employees and all others who will use<br />
or interact with the CMMS system.<br />
To assist in selecting the right features and functions in a CMMS system, “SELECTCMMS”, a CMMS<br />
Selection Tool has been developed. Please contact the author if you require further information on the<br />
SELECTCMMS software and for more details on the selection process for other modules of a CMMS.<br />
References<br />
1. Singer, T., (2000), “Information Engineering: How to select a CMMS/EAM,” Plant Engineering, Vol. 54,<br />
No. 11, pp. 44-48<br />
2. Vujicic, A., (2005), “How to avoid becoming another CMMS implementation failure statistic,” Retrieved<br />
from http://www.pop-ware.com/pdfs/Article_Avoid_CMMS_Failure.pdf<br />
3. Weir, B., (2004), “An impartial view of CMMS functions, selection and implementation,” Retrieved from<br />
http://www.plant-maintenance.com/articles/CMMS_systems.shtml<br />
Vol 20 No 2
68<br />
maintenancenews<br />
maintenancenews<br />
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••<br />
Infrared Cameras for Industrial Maintenance<br />
Imagine if you could find and fix mechanical and electrical problems in your plant before they occur, saving<br />
your company the exorbitant costs incurred in downtime and avoiding damage to expensive machinery.<br />
Infrared cameras are gaining recognition as an effective way to discover potential problems before they<br />
happen. Using heat anomalies, you can use infrared cameras to “see” unusual heat patterns on machinery<br />
and equipment.<br />
In all plants there are diverse collections of equipment that can be successfully inspected using infrared<br />
thermography such as:<br />
Mechanical Systems - Infrared cameras can detect heat anomalies, usually caused by friction due to<br />
improper lubrication, misalignment, worn components or mechanical loading anomalies.<br />
Pipework and Insulation Systems - Abnormal heat patterns may indicate missing or deteriorated materials<br />
or improper installation.<br />
Electrical Systems - Abnormal heating associated with high resistance or excessive current flow can be discovered<br />
quickly and easily by infrared cameras and is the main cause of many problems in electrical systems.<br />
Integrated into a maintenance program, or used on an as needed basis, infrared cameras can provide your<br />
organization with a non destructive testing tool that allows you to evaluate the condition of the target while it<br />
is working. This is particularly useful when the target is too hot to be touched, out of reach or the target is a<br />
moving part.<br />
Where temperature is an integral part of the process, Infrared cameras can also be used for process<br />
monitoring, providing constant feedback. Often used in the food and diary industries or as a safeguard<br />
against temperatures in a process going out of specification, infrared cameras can be set to raise an alarm<br />
if a temperature above a set point is recorded.<br />
With over ten years experience in selling, servicing and using infrared cameras, Industrial Precision<br />
Instruments carries a wide range of infrared cameras, starting from under $10,000 through to high end<br />
cameras for professional thermographers. Please call one of our sales consultants to determine how infrared<br />
can help your business on Freecall (Aust) 1300 781 701. www.ipi-infrared.com<br />
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MAINET Ushers In New Era Of Enterprise Asset Management For Golden<br />
Circle<br />
Iconic Queensland food manufacturer Golden Circle Limited is to implement an information system based on<br />
Mainpac’s Mainet, the Microsoft .NET-based enterprise asset management software package.<br />
A 15 month project will see Mainet’s maintenance, inventory and purchasing modules, underpinned by its<br />
financial assets module, combining operational and financial asset management support for Golden Circle<br />
which, this year, celebrates its 60th anniversary.<br />
A new information system, the hub of which is Microsoft’s BizTalk server, integrates Mainet with Golden<br />
Circle’s other key applications: the financial, manufacturing, supply chain and customer management system<br />
MFG/PRO and MoveX, the Hagemeyer inventory system which manages the maintenance store and stock.<br />
In 2005, the maintenance management team at Golden Circle’s Brisbane headquarters acknowledged that<br />
an in-house developed database was no longer providing adequate management information. Concurrently<br />
at the Northgate plant, the company’s accountants had encountered shortcomings in their fixed asset system<br />
which wouldn’t allow the writing off of an obsolete piece of plant in line with good accounting practice.<br />
Fixed asset functionality was pivotal in Golden Circle’s decision to select Mainet after both the maintenance<br />
and accounting departments independently concluded the software was the best solution available.<br />
Golden Circle maintenance systems and inventory area owner Kerry Gilliland said, “We recognised the need<br />
for a system to provide easy access to information on maintenance and asset management issues and to<br />
eliminate double handling of data between maintenance and purchasing/inventory systems.”<br />
“Implementation will be on-going over the next twelve months. The success of the project will be measured<br />
against defined outcomes during that time.”<br />
Mainpac provided a comprehensive range of services to Golden Circle, beginning with the production of a
project plan, task allocation and agreement of a go live date. Mainpac then managed the implementation of<br />
Mainēt in close collaboration with Golden Circle’s accounting, maintenance and production and IT staff.<br />
Mainet will also be introduced later this year to the plant in Mill Park, Victoria, owned by Golden Circle, which<br />
produces beverages under the Original Juice brand.<br />
Mainpac Pty Ltd is a Gold Certified partner of Microsoft in the category of independent software vendor (ISV).<br />
Microsoft’s .NET environment and web services are the new foundation of Mainpac’s product offerings.<br />
www.mainpac.com.au<br />
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Rockwell Automation appoints new customer support manager<br />
After spending 12 months in New Zealand in a product management role, Rockwell Automation’s Michael<br />
Cahill has returned to Australia to take on the role of customer support manager. Cahill has more than a<br />
decade’s experience with the leading industrial automation group, and an 18-year career within the industrial<br />
automation sector. He joined Rockwell Automation Australia as a field support engineer, later moving into<br />
software engineering, and then to New Zealand as product marketing manager.<br />
In his new role, Cahill heads up Rockwell Automation Australia’s customer support teams, which encompass field<br />
support engineers, embedded engineers (Rockwell Automation field support engineers on-site for an uninterrupted<br />
period), and TechConnect support programs (incorporating a 24-hour dial-up technical support centre).<br />
“My varied positions within the company have all shared an important common goal--to focus on the customer<br />
and the best outcomes for them,” he said. “It’s that simple--and that’s exactly how I view this new position.”<br />
When providing a strategic service, responsiveness is critical, Cahill believes. “My having experience in all tiers<br />
of automation and information systems--from the plant floor, right up to enterprise level systems--has helped me<br />
to understand the service role ‘from all sides’ and more closely align the automation processes to the production<br />
environment,” he said. “We have a great team of people with an outstanding customer focus; I’m looking forward<br />
to renewing my relationships with the Australian industrial automation community,” said Cahill.<br />
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Power monitoring goes portable<br />
Adding to the widening range of power and energy management systems from Rockwell Automation, is the<br />
Allen-Bradley PowerPad. This portable power monitor allows power to be monitored anywhere in a facility<br />
with superior functionality and accuracy.<br />
The Allen-Bradley PowerPad’s integrated LCD display provides access to numerous parameters: all realtime<br />
and accumulated power parameters; power quality measurements, including harmonics up to the fiftieth<br />
order; transient detection and capture; device status and configuration; set-point status and configuration;<br />
and various alarm options. PowerPad can store up to 12 screen snapshots. The unit can also hold up to 50<br />
captured transients, containing four cycles for each active input, and 4096 alarm events. Information can<br />
be recorded for days, weeks, or months to provide specific trend data. The monitor’s high-speed sample<br />
rate--256 samples per cycle--provides excellent fidelity in reproducing waveforms and capturing transients<br />
happening as fast as 62.5µs.<br />
Dean Tresidder, Rockwell Automation Australia Ltd dtresidder@ra.rockwell.com<br />
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AssetPerformance Tools releases its Asset Management Optimisation<br />
Integrated ToolkitV3.3<br />
AssetPerformance Tools Ltd., invites you to download the new version of its Asset Management Optimisation<br />
Integrated Toolkit. Download it now and apply for a time limited demo licence to try before you buy the latest<br />
version. Quick-start guides are available to help new users experience this powerful Asset Management<br />
Toolkit. Find out how these solutions can benefit your company at www.aptools.co.uk.<br />
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ABB launches Regional Asia Pacific Consulting group<br />
ABB has established a dedicated Regional Asia Pacific Consulting (RAC) group, to serve its customers in the<br />
rapidly growing Asia Pacific market. The RAC performs as a satellite of UK based ABB Engineering Services,<br />
formerly part of the global chemical company, ICI, providing a wide range of professional engineering services<br />
to a broad spectrum of industries including Chemicals, Oil & Gas, Pulp and Paper, Ferrous and Non Ferrous<br />
Metals, Glass and other manufacturing operations.<br />
The RAC group enables customers to have local access to ABB’s global methodologies and network of experts.<br />
Operating as a virtual consulting organisation, the RAC uses ABB’s Engineering Services organisation to<br />
provide technical support to local resources. The group was established late 2006, coming into full operation<br />
on January 1 2007, with resources established in China, Indonesia, Singapore, Malaysia, Australia and New<br />
Zealand.<br />
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The RAC group provides a wide range of specialised global service solutions that encompass Safety<br />
Systems, Integrity Management, Validation, Operational & Maintenance Improvement and Environmental<br />
Improvement, available to both new and existing clients. The RAC can provide customers with engineering<br />
procedures, distinct methodologies, asset performance assessments, life extension methods, regulatory and<br />
environment assurance, consultancy solutions and local ongoing support in the Asia Pacific region.<br />
“Globalisation has had a huge impact on the rapid development in Asia Pacific. New industrial plants are<br />
being built to the highest of standards, with existing older assets having to compete in the global marketplace<br />
and perform at higher levels of safely and reliability. The RAC will bring the processes, procedures and<br />
technologies from our parent organisation that have been developed and refined over many years. Having<br />
experience and knowledge gained from helping companies across the globe, clients in the Asia Pacific will<br />
benefit through increased responsiveness and accurate diagnosis. ABB understand that local delivery is<br />
vital in this new age of rapid development and have responded with the formation of the RAC.” said Maurice<br />
Pattison, Vice President, ABB Asia Pacific Consulting<br />
www.abb.com christina.burger@au.abb.com andrew.wilson@au.abb.com<br />
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APM solution at Dow Chemical<br />
In the coming months, Meridium will provide software and services to implement its APM solution at Dow<br />
Chemical across the enterprise, allowing Dow to improve its equipment availability and overall reliability<br />
and reduce maintenance and operating costs, providing continuous improvement of asset performance and<br />
predictable production delivery.<br />
“After completing a comprehensive evaluation, Dow chose Meridium because of two key drivers: their<br />
alignment with our reliability-improvement work process and established integration with SAP. Additionally,<br />
their solution includes a strong suite of analysis tools to evaluate asset and system reliability performance<br />
in order to identify and quantify reliability improvement opportunities,” said Kevin Bauman, Dow Chemical,<br />
MaintenanceNEXT Partner Project Manager. “In the competitive chemicals industry, asset performance is<br />
critical to our continued success in the marketplace. As part of our MaintenanceNext project, our pursuit to<br />
drive improvements in asset performance encourages us to seek opportunities that leverage new tools to<br />
further enable our efforts.”<br />
As part of Dow Chemical’s “MaintenanceNEXT” initiative, Meridium will centralize data to provide easy access<br />
across the enterprise for reporting and decision making and provide tools and methodologies for data analysis<br />
and decision support. The Meridium solution will allow users to capture data to be easily analyzed to drive<br />
business decisions based on facts. Dow is pursuing this integrated maintenance and reliability management<br />
system in order to position the company to achieve improvements in reliability, as well as productivity.<br />
Dow Chemical will use the following Meridium solutions:<br />
* Scorecards and KPIs (Metrics) * Statistical Analysis<br />
* Modeling and Simulation * Inspection Management<br />
* Thickness Monitoring * Risk Based Inspection (Mechanical Integrity)<br />
* Reliability Centered Maintenance<br />
* Spare Parts Optimization<br />
* Failure Modes and Effects Analysis<br />
According to Bonz Hart, Meridium founder and CEO, “We’re pleased to be working with an industry leader<br />
such as Dow Chemical that puts a high priority on operational excellence. Dow recognizes that reliability,<br />
availability and safety initiatives must align with business objectives and be supported by effective technology<br />
in order to be successful and profitable.” www.meridium.com<br />
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Fixturlaser XA Voted Product of the Year in US<br />
Subscribers of the American magazine Plant Engineering have voted Fixturlaser’s new shaft alignment<br />
system, Fixturlaser XA, as the Product of the Year in the Maintenance Products category.<br />
To facilitate alignment of machinery, Fixturlaser AB has developed a new user interface in which Flashanimated<br />
color imagery assists users throughout alignment. This in combination with the integration of CCD<br />
technology (which is also used in digital cameras) radically shorten some of the most time consuming steps<br />
of the alignment process.<br />
‘Considering all of the work we have put into development of Fixturlaser XA and all the pride we feel in the<br />
product, it feels especially nice to win the prize again,’ says Fixturlaser’s MD Hans Svensson. ‘The market’s<br />
positive response to our new product has been reflected in the form of substantial demand, both for the<br />
system and the accessories for wireless transfer.’ www.fixturlaser.com
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WORLD’S FIRST PORTABLE, RADIOMETRIC 640 X 480 CAMERA<br />
… with four times the resolution of any other model on the market<br />
FLIR Systems latest handheld infrared camera, the ThermaCAM® P640, heralds the arrival of a new<br />
generation whose picture quality is unmatched outside the scientific community. Its superior performance<br />
is thanks to the best-yet detector/lens/software combination and a host of innovative standard features.<br />
Flexible interfaces provide fast access to composite video connection, USB, Firewire and irDA.<br />
The ThermaCAM® P640 provides the professional thermographer with the means to accomplish infrared<br />
inspections more thoroughly, efficiently and quickly. It is the first ever plant maintenance camera to have a<br />
640 x 480 pixels uncooled detector. This provides an image resolution that is four times greater than that of<br />
a 320 x 240 model. It also allows the thermographer to take an image at twice the distance away from the<br />
target as its forerunner without any loss of accuracy. As more pixels cover the target the powerful analysis<br />
tools can be used with even greater potency. info@newriver.co.uk www.newriver.co.uk<br />
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New streamlined solution for improving corporate best practices in<br />
estimating, planning and scheduling in SAP® PM.<br />
The new eTaskMaker and SAP R/3 integrated solution allows planners to estimate and plan facility<br />
maintenance work in eTaskMaker and seamlessly export the plans into SAP R/3’s PM module. Exported<br />
plans include resource requirements and scheduling logic - saving planners the time and burden of navigating<br />
SAP PM’s scheduling interface.<br />
“SAP PM clients, like oil refineries, chemical and power generation plants, and pulp and paper mills,<br />
realize the benefits of SAP’s integrated approach to organizing and managing their business, including<br />
daily facility maintenance. Our eTaskMaker integration expands the benefits of standardized estimating and<br />
planning according to corporate best practices from the turnaround maintenance business, which is typically<br />
separate from the daily maintenance function, to the whole maintenance organization.” said Bernard Ertl,<br />
Vice President of InterPlan Systems. “SAP PM clients can now leverage cutting edge technology for greater<br />
efficiencies and quality, affording them a significant competitive advantage.” www.interplansystems.com<br />
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Leading Utility Entrusts Asset Reliability to Ivara<br />
Ivara Corporation has announced that AES Somerset LLC, a 675 MW coal fired plant located in Barker, New<br />
York has selected the Ivara Reliability Solution. The Ivara Reliability Solution combines advanced practices<br />
and technology, Ivara EXP, to enable a proactive asset reliability process. Ivara’s WorkSmart implementation<br />
methodology implements improved asset reliability, one system at a time, ensuring the right maintenance<br />
work is executed on the right equipment, at the right time.<br />
“With Ivara, AES Somerset will adopt a proactive maintenance process to optimize the reliability of our<br />
generating assets and help improve plant performance to better serve our customers,” said Kevin Pierce,<br />
President, AES Somerset LLC. “After attending the Ivara Reliability Leadership Summit, we met with several<br />
customers and heard first hand the value they achieved with the Ivara solution. We were impressed with<br />
Ivara’s track record of success in the power industry.”<br />
Ivara EXP is an enterprise system that supports the Ivara Asset Reliability Process. EXP consolidates,<br />
analyzes and manages all asset health information. As inspection data is collected, EXP identifies potential<br />
failures and recommends the right maintenance task to be executed at the right time. AES Somerset will<br />
utilize the new Ivara EXP Integration with Maximo® - MRO Software’s leading EAM System.<br />
“In the highly competitive power industry, utilities must continuously find ways to maximize the performance<br />
of their generating assets to ensure uninterrupted and reliable power delivery, without increasing costs.” says<br />
Gerry Bleau, president and CEO, Ivara Corporation. “By selecting Ivara, AES is reinforcing its commitment<br />
to maintaining the best run and most efficient operations in the power business. We are pleased to be their<br />
strategic reliability partner.” www.ivara.com<br />
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ABB launches MNSiS - the first integrated system for Low Voltage MCC<br />
applications<br />
MNSiS includes comprehensive motor control, monitoring, protection, and communication capabilities to<br />
higher-level control systems. MNSiS also provides flexibility for engineers, system integrators and end<br />
users by way of configurable control modules which allow ongoing modifications and enhancements. MNSiS<br />
is also uniquely safe and simple to operate.<br />
“The entire ABB team is delighted that the motor control center MNSiS is currently being released to the<br />
Australian market” says Regina Roos, Sales Manager, Low Voltage Systems, Australia. “We are committed<br />
to provide smarter solutions that help our customers be more successful.”<br />
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MNSiS is one integrated MCC system configurable for all possible customer specifications. It can be provided<br />
based on conventional up to sophisticated Intelligent Motor Control System requirements. MNS iS makes<br />
modifications / enhancement of control and protection functions possible at any time and at any project stage<br />
during the complete project life cycle. It provides much needed flexibility for engineers, system integrators and<br />
end users. MNS iS secures customer investments as it provides step-up possibilities with future technology<br />
developments with the same system. MNS iS enables flexible usage of spare parts as a result of the system<br />
standardization. A very few standard motor starter variants are needed for a complete plant. MNS iS is<br />
uniquely safe and simple to operate. Power modules and control devices are physically separated and<br />
situated in separate compartments. The installation of power cables is possible without adverse effect on<br />
control and communication equipment. On the other hand all installation jobs in the control compartment can<br />
be carried out without the danger of touching live power cables. www.abb.com<br />
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More than just IT asset tracking!<br />
The Hardcat fixed asset management solution is so flexible, it can be used to track and report details for just<br />
about any type of asset item imaginable, including battle tanks! Our more typical customers who use Hardcat<br />
to manage a fleet of IT or office equipment might be interested to see how the very same database solution<br />
is used by the British Ministry of Defence to track high value equipment items ranging from Land Rovers<br />
through to Challenger battle tanks, as reported recently by Defence Director magazine.<br />
Using Hardcat as a backend, the MoD has built a system (dubbed TIGER) that allows for comprehensive<br />
management and reporting of military assets in operations by the British Armed Forces. In early 2005,<br />
for example, the Ministry of Defence had approximately 12,000 assets tracked by Hardcat in Iraq using<br />
Symbol mobile computers. The system has also been used in other MoD operations in Bosnia, Kosovo, and<br />
Afghanistan.<br />
The accurate recording of asset deployment has enabled far greater cost control and improved financial<br />
management of asset resources. According to a National Audit Office report, in Bosnia alone, Hardcat enabled<br />
the department to recover more than £75 million from the United Nations. ddrum@hardcat.com.au<br />
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Remote web based I/O server - Active event management<br />
IntelliCom announces updates to the NetBiter product for active event / alarm management, together with<br />
data logging and web based data access. The NetBiter product provides event management where the<br />
device itself can detect and send event information to users as email, SNMP, Modbus TCP or SMS to mobile<br />
phones. Events can be configured to appear on I/O changes or at specific Modbus register changes.<br />
The built-in data logger can display trend graphs right on the web pages or simply email the log files to an<br />
authorized email address. The NetBiter I/O Extender provides a range of I/O possibilities: 4 Digital Inputs; 4<br />
Digital Outputs; 2 Analog Inputs; 1 analog Output; 2 RTD (Temperature) http://www.netbiter.com<br />
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Release of FastMaint Web CMMS 5.0 software<br />
FastMaint Web is the web browser version of FastMaint. It adds to the stand-alone & networked editions of<br />
FastMaint. FastMaint Web is built on the latest Microsoft technology - the Microsoft .Net framework, ASP.Net<br />
and C#. Customers have a choice of using a built-in web server or<br />
Microsoft’s Internet Information Server.<br />
All editions of FastMaint are designed to be “fast” and easy to install and use so that users can become<br />
productive soon. Both planned and preventive maintenance tasks can be scheduled, managed and tracked.<br />
An integrated inventory system allows one to track inventory use and when<br />
to reorder parts. Maintenance managers can plan ahead and budget work for the week, month, quarter, year<br />
or any defined period. One can easily create work orders and collect feedback on jobs done. FastMaint Web<br />
also integrates work request management. Users rights to view or change<br />
information can be restricted to protect maintenance data. It can work with Microsoft’s Access or SQL Server<br />
database. Prices start at US$995 for the single user FastMaint Standard. For demos or to download a 30-day<br />
trial of FastMaint, please visit http://www.smglobal.com.<br />
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Australian Maintenance Excellence Awards<br />
Bonlac at Cororooke and Cobden, Esso at Long Island Point, Copper Mines of Tasmania, PBR and TruEnergy<br />
all received Awards for Excellence in Maintenance through the Australian Maintenance Excellence Awards.<br />
The Awards are facilitated by SIRF Roundtables and seek to;<br />
• Recognise maintenance excellence based on evaluation of performance, practices, people and<br />
business impact;<br />
• Provide peer assessment of maintenance management systems against award criteria;<br />
• Promote amongst business leadership an understanding of the impact of maintenance upon the<br />
sustained profitability of individual operations; and<br />
• Provide a maintenance excellence recognition process of high integrity and international<br />
quality.<br />
The awards encourage excellence in maintenance practices and performance and provide extensive<br />
guidelines, self assessment and resource material. The process is however not prescriptive as it wishes to<br />
encourage organizations to seek their own improvement path that matches their own particular business<br />
needs.<br />
Bonlac has participated in the Awards in 2001, 2004 and again in 2006. The Cobden site was recognized<br />
at the Achiever level and the Cororooke site at the Finalist level. Randall Ferguson, Regional Maintenace<br />
Manager for Bonlac commented;<br />
“The AMEA’s process has been great for development of maintenance processes. The staff at both<br />
Cobden and Cororooke place great importance on maintenance practices and are committed to continuous<br />
improvement and this has been a great result for the two sites.”<br />
The TRUenergy Power Station Alliance at Yallourn was recognized at the Finalist level. Sue Tulau, Reliability<br />
Engineer, reported “The self audit / external audit aspect of the AMEA process was key to helping us evaluate<br />
where we are across the range of maintenance categories , and helped develop improvement opportunities<br />
for input into our future business planning processes. It is also an ideal opportunity to acknowledge our<br />
people and the good work and progress already made in continuing towards out maintenance excellence<br />
Journey.”<br />
2006 was the second time that PBR participated and on this occasion they received the Finalist level award.<br />
Shane van Harten, Team Leader in PBR’s casting plant found that “Whilst going through the process of<br />
preparing our submission, we found it to be a good time to self audit our practices and procedures. Since<br />
completing our submission and receiving our award, the level of enthusiasm from the Reliability Management<br />
/ Team and shop floor employees has increased, making this a very worth while journey.”<br />
Participants regularly report that the process of assessment by peers is perhaps the most rewarding of the<br />
benefits gained through the review process. The Awards organizers are particularly grateful to the 2006<br />
assessor team made up of Gordon Russell – Loy Yang Power, Noel Judd – Hydro, Brian Gover – Powerlink,<br />
Trevor Robinson - Loy Yang B, Tony Watson - Sunrice, Wayne Moore - Warrnambool Cheese & Butter,<br />
Glenn Ingram – Newcrest, Nigel West – Oilsearch, Paul Stafford – Sunrice, and Trevor Salmon – Qenos.<br />
Contact Terry Blackman at SIRF Roundtables terry.blackman@sirfrt.com.au for information regarding<br />
participation in 2007. The successful Teams mentioned above are shown below:<br />
Copper Mines of Tasmania Esso Long Island Point Team PBR Team<br />
Bonlac Cobden Team Bonlac Cororooke Team TruEnergy at Yallourn Team<br />
73<br />
maintenancenews
AMMJ - Maintenance Books<br />
Prices are valid until 30th June 2007. All prices are AUSTRALIAN DOLLARS. Prices for Australia Include Postage and GST.<br />
Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$20.<br />
1. PLANT MAINTENANCE MANAGEMENT ( 3 Volumes)<br />
Anthony Kelly 2006 3 Volume Set $300<br />
The most comprehensive guide to all aspects of managing and executing maintenance<br />
1.1 Strategic Maintenance Planning Individual Book Price $133<br />
Imparts an understanding of the concepts, principles and techniques of preventive maintenance and shows<br />
how complexity can be resolved by a systematic ‘Top-Down Bottom-Up’ approach.<br />
1.2 Managing Maintenance Resources Individual Book Price $133<br />
Shows how to reduce the complexity of organizational design through a unique way of modeling the<br />
maintenance-production organization along with organizational guidelines to provide solutions to identified problems.<br />
1.3 Maintenance Systems and Documentation Individual Book Price $133<br />
Addresses the main systems necessary for the successful operation of a maintenance organization, such as performance control,<br />
work control and documentation, and shows how they can be modelled, their function and operating principles.<br />
2. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime<br />
Steven Borris 2006 448pp $210<br />
With equipment downtime costing companies thousands of dollars per hour, many turn to Total Productive Maintenance as a<br />
solution. Short on theory and long on practice, this book provides examples and case studies, designed to provide maintenance<br />
engineers and supervisors with a framework for strategies, day-to-day management and training techniques that keep their<br />
equipment running at top efficiency.<br />
3. PRODUCTION SPARE PARTS – Optimizing the MRO Inventory Assets<br />
Eugene C Moncrief 2006 307pp $110<br />
Spare parts stocking theory and practice. Uses the Pareto Principal to achieve superior results with a minimum of investment<br />
of time. Includes the following topics: the risks inherent in setting inventory stocking levels, setting the reorder point, setting the<br />
reorder quantity, determining excess inventory, how to avoid unnecessary purchases of spares, and how to set and monitor goals<br />
for inventory improvement.<br />
4. IMPROVING EQUIPMENT PERFORMANCE – Reliability and Maintainability of Tooling & Equipment<br />
Mark A Morris 2006 288pp $110<br />
This book contains essential information necessary to achieve improvements in reliability and maintainability to support costeffective<br />
and competitive processes. It addresses the needs of the manufacturing community, suppliers, and their component<br />
suppliers. People who buy machines, or build machines, or use machines, or make machinery components, will benefit greatly<br />
from the information in this book.<br />
5. MAINTENANCE MANAGEMENT AUDITING - In Search Of Maintenance Management Excellence<br />
Anthony Kelly 2006 328pp $120<br />
Auditing the management of the maintenance of both productive plant and infrastructures. Case studies demonstrate the<br />
application of this procedure to comprehensive audits of several weeks duration, to ‘fingerprint’ audits taking perhaps a day or<br />
so, and to benchmarking exercises. Contains a questionnaire of over 1000 questions that is based on the ideas and concepts of<br />
business centered maintenance.<br />
6. MANAGING FACTORY MAINTENANCE 2nd Ed<br />
Joel Levitt 2005 320pp $110<br />
This second edition tells the story of maintenance management in factory settings. . World Class Maintenance Management<br />
revisited and revised, evaluating current maintenance practices, quality improvement, maintenance processes, maintenance<br />
process aids, maintenance strategies, maintenance interfaces, and personal development and personnel development.<br />
7. THE MAINTENANCE SCORECARD – Creating Strategic Advantage<br />
Daryl Mather 2005 257pp $110<br />
Provides the RCM Scorecard, which is unique to this book and has not been done previously to this level of detail. Includes<br />
information and hints on each phase of the Maintenance Scorecard approach. Focuses at length on the creation of strategy for<br />
asset management and details the differences between various industry types, sectors and markets.<br />
8. RELIABILITY CENTRED MAINTENANCE – Implementation Made Simple<br />
Neil Bloom 2005 448pp $175<br />
This book introduces innovative approaches to simplify implementing and managing the RCM process and shows Plant,
Mechanical, and Maintenance Engineers how to: Identify systems functions, functional failures, and the consequences of those<br />
failures. Understand how to functionally analyze a system. Identify Run-to-Failure components and their limitations. Understand<br />
hidden failure modes.<br />
9. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE<br />
Stephen J Thomas 2005 356pp $115<br />
This unique and innovative book explains how to improve maintenance and reliability performance at the plant level by changing<br />
the organization’s culture. This book demystifies the concept of organizational culture and links it with the eight elements of change:<br />
leadership, work process, structure, group learning, technology, communication, interrelationships, and rewards.<br />
10. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE<br />
Scheffer & Girdhar 2004 272pp $135<br />
Develop and apply a predictive maintenance regime for machinery based on the latest vibration analysis and fault rectification<br />
techniques. Build a working knowledge of the detection, location and diagnosis of faults in rotating and reciprocating machinery<br />
using vibration analysis. Gain an understanding of the latest techniques of predictive maintenance including oil and particle<br />
analysis, ultrasound & thermography.<br />
11. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share<br />
R Smith & B Hawkins 2004 304pp $125<br />
This Handbook provides detailed, step-by-step, fully explained processes for each phase of Lean Maintenance implementation<br />
providing examples, checklists and methodologies of a quantity, detail and practicality that no previous publication has even<br />
approached. It is required reading, and a required reference, for every plant and facility that is planning, or even thinking of<br />
adopting ‘Lean’ as their mode of operation.<br />
12. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES<br />
Joel Levitt 2004 208pp $110<br />
Brings together the issues of maintenance planning, project management, logistics, contracting, and accounting for shutdowns.<br />
Includes hundreds of shutdown ideas gleaned from experts worldwide. Contains procedures and strategies that will improve your<br />
current shutdown planning and execution.<br />
13. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies for Optimizing Performance<br />
V Narayan 2004 288pp $110<br />
Providing readers with a clear rationale for implementing maintenance programs. This book examines the role of maintenance in<br />
minimizing the risks relating to safety or environmental incidents, adverse publicity, and loss of profitability. Bridge the gap between<br />
designers/maintainers and reliability engineers, this guide is sure to help businesses utilize their assets effectively, safely, and<br />
profitably.<br />
14. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed<br />
Bloch & Geitner 2004 650pp $250<br />
The names Bloch and Geitner are synonymous with machinery maintenance and reliability for process plants. They have saved<br />
companies millions of dollars a year by extending the life of rotating machinery in their plants. Extending the life of existing<br />
machinery is the name of the game in the process industries, not designing new machinery. This book was the first and is still the<br />
best in its field.<br />
15. LEAN TPM - A blueprint For Change<br />
S McCarthy & Rich 2004 224pp $170<br />
Lean TPM accelerates the benefits of continuous improvement activities by challenging wasteful working practices, releasing the<br />
potential of the workforce, targeting effectiveness and making processes work as planned. Unites world-class manufacturing, Lean<br />
Thinking and Total Productive Maintenance [TPM]; Shows how to achieve zero breakdowns; Delivers benefit from continuous<br />
improvement activities quickly.<br />
16. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd Ed<br />
Terry Wireman 2004 288pp $110<br />
While the previous edition concentrated on the basic indicators for managing maintenance and how to link them to a company’s<br />
financials, the second edition addresses further advancements in the management of maintenance. One of only a few<br />
comprehensive collections of performance indicators for managing maintenance in print today.<br />
17. RELIABILITY DATA HANDBOOK<br />
Robert Moss 2004 320pp $275<br />
Focusing on the complete process of data collection, analysis and quality control, the subject of reliability data is covered in great<br />
depth, reflecting the author’s considerable experience and expertise in this field. Analysis methods are not presented in a clinical<br />
way – they are put into context, considering the difficulties that can arise when performing assessments of actual systems.
18. ENGINEERING DISASTERS – Lessons To Be Learned<br />
Don Lawson 2004 272pp $255<br />
Thoroughly researched accounts of well known disasters and failures and draws out the lessons to be learned in each case.<br />
Engineers have to take into account all the potential failures of people, including other engineers, as well as failures of equipment<br />
and materials. Design engineering is a structured process using both art and science to create new or improved products and<br />
building on experience.<br />
19. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS – Pressure Vessels & Mechanical Plant<br />
Clifford Matthews 2003 690pp $430<br />
This comprehensive volume gives detailed coverage of pressure equipment and other mechanical plant such as cranes and<br />
rotating equipment. There is a good deal of emphasis on the compliance [UK standards] aspects and the duty of care requirements<br />
placed on plant owners, operators, and inspectors.<br />
20. COMPUTERIZED WORK MANAGEMENT SYSTEMS FOR UTILITY & PLANT OPERATIONS<br />
Roop Lutchman 2003 207pp $180<br />
The author demonstrates step-by-step the justification, selection, and implementation of CWM systems. The book gives managers<br />
the know-how to make the right decisions in applying CWMS techniques. Case studies and troubleshooting guidelines are included<br />
for managers and maintenance professionals in water, wastewater, electrical generation, solid waste, and other public facilities.<br />
21. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT<br />
Terry Wireman 2003 228pp $110<br />
This book will provide users with all the necessary tools to be successful in benchmarking maintenance management. It presents<br />
a logical step-by-step methodology that will enable a company to conduct a cost-effective benchmarking effort. It presents an<br />
overview of the benchmarking process, a self analysis, and a database of the results of more than 100 companies that have used<br />
the analysis.<br />
22. RCM - GATEWAY TO WORLD CLASS MAINTENANCE<br />
A Smith & G Hinchcliffe 2003 337pp $125<br />
Includes detailed instructions for implementing and sustaining an effective RCM program; Presents seven real-world successful<br />
case studies from different industries that have profited from RCM; Provides essential information on how RCM focuses your<br />
maintenance organization to become a recognized ‘center for profit’. It provides valuable insights into preventive maintenance<br />
practices and issues.<br />
23. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide<br />
R Smith, R K Mobley 2003 537pp $100<br />
The new standard reference book for industrial and mechanical trades. Industrial Machinery Repair provides a practical reference<br />
for practicing plant engineers, maintenance supervisors, physical plant supervisors and mechanical maintenance technicians. It<br />
focuses on the skills needed to select, install and maintain electro-mechanical equipment in a typical industrial plant or facility.<br />
24. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd Ed<br />
Keith Mobley 2002 337pp $190<br />
This second edition of An Introduction to Predictive Maintenance helps plant, process, maintenance and reliability managers<br />
and engineers to develop and implement a comprehensive maintenance management program, providing proven strategies for<br />
regularly monitoring critical process equipment and systems, predicting machine failures, and scheduling maintenance accordingly.<br />
25. MAINTENANCE PLANNING, SCHEDULING & COORDINATION<br />
Dan Nyman and Joel Levitt 2001 228pp $130<br />
Planning, parts acquisition, work measurement, coordination, and scheduling. It also addresses maintenance management,<br />
performance, and control; and it clarifies the scope, responsibilities, and contributions of the Planner/Scheduler function and the<br />
support of other functions to Job Preparation, Execution, and Completion. This book tells the whole story of maintenance planning<br />
from beginning to end.<br />
26. COMPUTER-MANAGED MAINTENANCE SYSTEMS 2nd Ed<br />
Mobley and Cato 2001 200pp $150<br />
A comprehensive, practical guide that covers selection, justification, and implementation of an effective CMMS in any facility. In this<br />
new edition, the authors have added a chapter specifically on the latest technology, Application Service Providers [ASPs], that has<br />
revolutionized the way computer- managed maintenance systems are used and the benefits they can offer to a business.<br />
27. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed<br />
David Smith 2001 336pp $145<br />
Reliability, Maintainability and Risk has been updated to ensure that it remains the leading reliability textbook - cementing the<br />
book’s reputation for staying one step ahead of the competition. Includes material on the accuracy of reliability prediction and<br />
common cause failure . This book deals with all aspects of reliability, maintainability and safety-related failures in a simple and<br />
straightforward style.
28. ASSET MANAGEMENT AND MAINTENANCE - THE CD<br />
Nicholas A Hastings 2000 820 slides $190<br />
Asset Management and Asset Management Overview; Life Cycle Costing; Maintenance Organisation & Control; Spares &<br />
Consumables Management; Failure Mode and Effects Analysis; Risk Analysis and Risk Management; Reliability Data Analysis; Age<br />
Based Replacement Policy Analysis; Availability and Maintainability; Measuring Maintenance Effectiveness; Reliability of Systems;<br />
etc.<br />
29. ENGINEERING MAINTAINABILITY – How To Design For Reliability & Easy Maintenance<br />
B S Dhillon 1999 254pp $215<br />
Maintainability Management; Maintainability Measures, Functions, and Models; Maintainability Tools; Specific Maintainability Design<br />
Considerations; Human Factors Considerations; Safety Considerations; Cost Considerations; Reliability-Centred Maintenance;<br />
Maintainability Testing, Demonstration, and Data; Maintenance Models.<br />
30. TURNAROUND MANAGEMENT<br />
Tom Lenahan 1999 183pp $180<br />
This text looks at those unique aspects of turnaround management. Initiating the turnaround; validating the work scope; preshutdown<br />
work; contractor packages; planning the turn a round; the turn a round organization; site logistics; the cost profile; the<br />
safety plan; the quality plan; the communications package; executing the turnaround; terminating the turnaround.<br />
31. MAINTENANCE PLANNING & SCHEDULING MANUAL<br />
Richard D Palmer 1999 400pp $210<br />
This text enables maintenance managers and maintenance planners to dramatically improve the productivity of their maintenance<br />
plan; Identifies the six basic principles of planning and the six associated principles of scheduling; Provides how-to information on<br />
implementing a planning function, using work orders, and performing in-house work sampling. An excellent hands-on text.<br />
32. HANDBOOK OF MAINTENANCE MANAGEMENT<br />
Joel Levitt 1997 476pp $180<br />
This unusually comprehensive book is designed as a complete survey of the field for students or maintenance professionals, as an<br />
introduction to maintenance for non maintenance people, as a review of the most advanced thinking in maintenance management,<br />
as a manual for cost reduction, a primer for the stockroom, and as an element of a training regime for new supervisors, managers<br />
and planners.<br />
33. RELIABILITY CENTRED MAINTENANCE 2nd Ed<br />
John Moubray 1997 448pp $165<br />
Reliability-centred maintenance is a process used to determine, systematically and scientifically, what must be done to ensure that<br />
physical assets continue to do what their users want them to do and is widely recognized by maintenance professionals as the<br />
most cost-effective way to develop world-class maintenance strategies. The second edition has been comprehensively revised to<br />
incorporate more than 100 pages of new material on condition monitoring, the analysis of functions and failures, human error, the<br />
management of risk.<br />
Condition Monitoring Standards Volume I, II & III<br />
The CMS documents (color pictures) explain the condition monitoring actions as well as why and how each of these tasks should<br />
be executed. Each CMS contains brief inspection points, detailed instructions and suggested intervals.<br />
34. CONDITION MONITORING STANDARDS VOLUME 1<br />
Torbjorn Idhammar 2001 124pp [Colour] $330<br />
CMS: Motor AC; Coupling Tire; Coupling Sure flex; Coupling Grid; Coupling Thomas; Coupling Wrap flex/Atra flex; Coupling<br />
Gear; Coupling Jar; Coupling Magnetic; Coupling Torus; Pump Vacuum Nash; Pump - Vertical - Multistage; Tank ; Conveyor<br />
Screw; Valve solenoid; Air Breather - Des Case; Flinger; Gear Reducer; Conveyor Belt; Conveyor Drag; Fan Axial; Agitator/Mixer;<br />
Compressor<br />
Rotary Screw - Quincy; Dryer System - Air desiccant; Steam Joint – Valmet<br />
35. CONDITION MONITORING STANDARDS VOLUME II<br />
Torbjorn Idhammar 2001 130pp [Colour] $330<br />
CMS: Motion Detector; Backstop; Pump, Centrifugal; Heat Exchanger; Bearing, Pillow Block; Chain Drive; Hydraulic Unit;<br />
Feeder; Mech. Seal; Packing; Check Valves; Screen Reciprocating; V Belt Drive; Screen – Vibrating; Screen - Disc; Screen<br />
- Centrifugal; Lubrication Reservoir; Fan Radial; Pump Vane; Pump Gear; Pump Piston; Steam Trap Mechanical; Steam Trap<br />
Thermostatic; Steam Trap<br />
Thermodynamic; Valve with Actuator.<br />
36. CONDITION MONITORING STANDARDS VOLUME III<br />
Torbjorn Idhammar 2003 115pp [Colour] $330<br />
CMS: Universal Joint; Rope Sheaves; Regulator - Air; Pump - Progressive Cavity; Blower - Rotary Lobe; Belt - Cog; Brake Disc;<br />
Bolts and Nuts; Cylinder - Air; Pump - Diaphragm; Motor DC; Valve; Clutch Centrifugal; Expansion Joint; Coupling - Fluid; Cylinder<br />
Hydraulic; Bearing - Oil Cooled; Hydraulic Motors; Pump - Multistage; Governor; Pneumatic Filter; Piping and Pipe Hangers; Steam<br />
Turbine [Small].
AMMJ Maintenance Books – ORDER FORM<br />
Prices are valid until 30th June 2007. All prices are AUSTRALIAN DOLLARS. Prices for Australia Include Postage and GST.<br />
Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$20<br />
Engineering Information Transfer P/L, 7 Drake Street, Mornington, Vic 3931 Australia Ph: 03 5975 0083 Fax: 03 5975 5735<br />
Email: mail@maintenancejournal.com Web: www.maintenancejournal.com Please indicate quantity required.<br />
Item Title Aus$ Qty<br />
1. PLANT MAINTENANCE MANAGEMENT - Kelly’s 3 Volume Set $300<br />
1.1 STRATEGIC MAINTENANCE PLANNING - Individual Book $133<br />
1.1 MANAGING MAINTENANCE RESOURCES - Individual Book $133<br />
1.1 MAINTENANCE SYSTEMS & DOCUMENTATION - Individual Book $133<br />
2. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime $210<br />
3. PRODUCTION SPARE PARTS – Optimizing the MRO Inventory Assets $110<br />
4. IMPROVING EQUIPMENT PERFORMANCE – Reliability and Maintainability of Tooling & Equipt. $110<br />
5. MAINTENANCE MANAGEMENT AUDITING - In Search Of Maintenance Management Excellence $120<br />
5. MANAGING FACTORY MAINTENANCE 2nd Ed $110<br />
7. THE MAINTENANCE SCORECARD – Creating Strategic Advantage $110<br />
8. RELIABILITY CENTRED MAINTENANCE – Implementation Made Simple $175<br />
9. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE $115<br />
10. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE $135<br />
11. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share $125<br />
12. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES $110<br />
13. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies $110<br />
14. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed $250<br />
15. LEAN TPM - A blueprint For Change $170<br />
16. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd Ed $110<br />
17. RELIABILITY DATA HANDBOOK $275<br />
18. ENGINEERING DISASTERS – Lessons To Be Learned $255<br />
19. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS – Mechanical Plant $430<br />
20. COMPUTERIZED WORK MANAGEMENT SYSTEMS FOR UTILITY & PLANT OPERATIONS $180<br />
21. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT $110<br />
22. RCM - GATEWAY TO WORLD CLASS MAINTENANCE $125<br />
23. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide $100<br />
24. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd Ed $190<br />
25. MAINTENANCE PLANNING, SCHEDULING & COORDINATION $130<br />
26. COMPUTER-MANAGED MAINTENANCE SYSTEMS 2nd Ed $150<br />
27. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed $145<br />
28. ASSET MANAGEMENT AND MAINTENANCE - THE CD $190<br />
29. ENGINEERING MAINTAINABILITY – How To Design For Reliability & Easy Maintenance $215<br />
30. TURNAROUND MANAGEMENT $180<br />
31. MAINTENANCE PLANNING & SCHEDULING MANUAL $210<br />
32. HANDBOOK OF MAINTENANCE MANAGEMENT $180<br />
33. RELIABILITY CENTRED MAINTENANCE 2nd Ed $165<br />
34. CONDITION MONITORING STANDARDS VOLUME 1 $330<br />
35. CONDITION MONITORING STANDARDS VOLUME II $330<br />
36. CONDITION MONITORING STANDARDS VOLUME III $330<br />
NAME & ADDRESS:<br />
Phone: Fax: Email:<br />
METHOD OF PAYMENT TOTAL PAYABLE: AUS$ _______________<br />
1. CHEQUE ENCLOSED PAYABLE TO : ENGINEERING INFORMATION TRANSFER P/L<br />
2. CHARGE MY CREDIT CARD: AMEX, MASTERCARD, DINERS VISA (circle)<br />
CARD NO: EXPIRY DATE:__________<br />
SIGNATURE: NAME ON CARD:
Maintenance<br />
2007 Seminars<br />
If your organisation books for two or more days of training the cost is $660 per<br />
person per day for all delegates that you register on these seminars<br />
Course One<br />
Planned Maintenance & Maintenance People<br />
The What, When & Who of Maintenance<br />
(For Maintenance & Non Maintenance Personnel)<br />
Course Tw o<br />
Maintenance Planning, Control & Systems<br />
Maintenance Planning,<br />
Maintenance Planners & CMMS/EAM’s<br />
Course Thre e<br />
Maintenance Management and Asset Management<br />
An Introduction To Maintenance and Asset<br />
Management Activities & Techniques<br />
(For Maintenance & Non Maintenance Personnel)<br />
Venues<br />
Melbourne<br />
21-23 May 2007<br />
Brisbane<br />
23-25 July 2007<br />
Sydney<br />
20-22 August 2007<br />
PRESENTED BY<br />
Len Bradsha w<br />
ORGANISED BY<br />
ENGINEERING INFORMATION<br />
TRANSFER PTY LTD<br />
AND<br />
THE MAINTENANCE JOURNAL<br />
● Revisions & Updates for 2007<br />
✫Special<br />
Discounts<br />
Now<br />
Available<br />
● Detailed Seminar Slides in Hard Copy<br />
● Each Delegate Recieves a CD of Hundreds<br />
of Pages Maintenance Related Facts, and<br />
Seminar Notes (400mb)<br />
The CD Includes CMMS, EAM, and<br />
Reliability conference proceedings from<br />
IMMC and reliabilityweb.com conferences<br />
held in USA and Australia 2001 to 2006.<br />
THE MOST SUCCESSFUL AND MOST<br />
RECOGNISED MAINTENANCE RELATED SEMINARS<br />
* As well as Maintenance Personnel, why not also send your “Operations Personnel”<br />
* In-house presentation of these seminars will only be considered for organisations outside of Australia<br />
Further Information: www.maintenancejournal.com Ph 61 3 59750083 mail@maintenancejournal,com
Course One<br />
Planned Maintenance And Maintenance People<br />
The What, When and Who of Maintenance<br />
1 . Consequences of Good or<br />
Bad Maintenance<br />
• The direct and indirect costs of Maintenance. The real cost of failures and cost of downtime.<br />
• What do you cost and what are you worth.The cost and value of maintenance personnel.<br />
• Effect of too little or too much planned maintenance.<br />
• The need to provide and prove due care of your assets.<br />
• Are “competent” people planning and doing the maintenance work.<br />
Discussion 1: Do you identify/re c o rd real maintenance costs and how do you respond/ control<br />
respond to those costs.<br />
Who should attend this 1 day seminar?<br />
Planners,Team Leaders,Team Members,Supervisors,Tradesmen,Operations Personnel,Technicians,Engineers,Systems Managers,<br />
and others interested in maintenance of plant and assets.<br />
Each course costs from AUS $660.00 per delegate per day (Inclusive of GST)<br />
1<br />
2 . Maintenance Activities<br />
• The different activities performed in maintenance - emergency, corrective, preventive, predictive, condition based,detective,<br />
proactive maintenanc, and designing for maintenance. Problems associated with fixed time replacement of components.<br />
• Understanding what are failures in maintenance.The diffe rent failure types and how they affect what maintenance should be used.<br />
• What maintenance is needed. Setting inspection and PM fre q u e n c i e s .<br />
• A brief introduction to maintenance planning,control and systems<br />
3 .Inspections & Condition<br />
Based Maintenance<br />
• What inspection and preventive/predictive techniques are now available in maintenance.<br />
• A look at the wide range of inspection and condition monitoring techniques now available - basic visual inspections,oil analysis,<br />
vibration monitoring,thermography, acoustic emission,boroscopes,fibre optics,alignment techniques, residual current, etc.<br />
Discussion 2: What maintenance types do you perform? Is it what your plant really needs? What techniques for repair,<br />
inspections & Condition Monitoring are used in your plant. Are they successful? If not why not.<br />
4 .The People and Stru c t u res<br />
In Maintenance<br />
• People - The most important assets in maintenance or are they ?<br />
• The different organisational structures used for maintenance activities.<br />
• Restructured maintenance;flexibility, multiskilling and team based structures.<br />
• What motivates people to work with the company rather than against it.<br />
• Are teams achievable in your organization? How far can you go.<br />
• Utilising non maintenance resources.<br />
• TPM - Total Productive Maintenance.<br />
• Administrative responsibilities for teams.<br />
• Recruitment and Reward methods.<br />
• Maintenance Outsourcing/Contracting - for and against.<br />
Discussions 3: Are your organisations using the right people and structures in maintenance.<br />
Your successes and failures with people issues
Course Two<br />
Maintenance Planning, Control and Systems<br />
Maintenance Planning, Planners and Computerised Maintenance Management Systems/EAMs<br />
1 . Maintenance Planning<br />
and Control - The Overv i e w<br />
• The different processes and techniques involved with maintenance planning,control,and use of a CMMS.<br />
• The move towards Asset Management Systems and beyond the traditional CMMS.<br />
• Links to other management systems,control systems,GIS,GPS,Internet, Intranet,Web based systems.<br />
• Benefits & Problems associated with implementation and use of a CMMS/EAM.<br />
Discussion 1: The Planning/CMMS in your organisation - its strengths & weaknesses.<br />
2 . Maintenance Planning<br />
and Control - The Details<br />
• Equipment coding,inventory and asset registers.Using the asset technical database. Identifying & controlling rotables.Asset and<br />
task priority or criticallity<br />
• Introduction to maintenance plan development. PM’s and repair proceedures.<br />
• Maintenance requests. Quick work request/work order logging.A PM becoming a Corrective task.The small job.<br />
• Backlog and frontlog files.Opportunity maintenance. Resource justification.Backlog file management.<br />
• PM routines. Scheduling PM’s and corrective maintenance.Allocating time and resources.<br />
• Determining the weekly work. Planning coordination meeting. Planner-Supervisor co-operation.<br />
Work order issue, work in progress. reporting back - automating this process.Planner-Technician/Trades cooperstion.<br />
• Feedback and history required.Automating the reporting process.<br />
• Reports and performance measures. Performance measures for plant,maintenance, people and planning.<br />
Discussion 2: Group discussion on the different sections of Planning,Control and CMMS Systems<br />
3 . Maintenance Planning<br />
and Planners<br />
• An Example of how the best plan and their Maintenance Activities. Pro-active Maintenance Planning.<br />
• Who should be the planner. Responsibilities/duties of the planner. Full time or part time planners.Planner to Maintenance<br />
Personnel ratio.Value of effective planning and planners.<br />
Discussion 3: Who are the planners in your organisation.Strengths & Weaknesses.<br />
4 . Maintenance Store s<br />
• S t o re objective s .I n t roduction to stock control methods. Impact of maintenance type on stock re q u i re m e n t s .Who owns the store s ?<br />
Who owns the parts? User alliances. Consignment stock.<br />
• I m p roving and monitoring service levels from your maintenance store. Location of the store s .Maintenance of parts in the store.<br />
Discussions 3: Stores and parts management in your organisations - strengths & weaknesses.<br />
Who should attend this 1 day seminar?<br />
Planners,Team Leaders,Team Members,Supervisors,Tradesmen,Operations Personnel,Technicians,Engineers,Systems Managers,Stores Personnel,and others interested in maintenance of<br />
plant and assets.<br />
Each course costs from AUS $660.00 per delegate per day (Inclusive of GST)<br />
2
Course Three<br />
Maintenance Management<br />
and Asset Management<br />
This seminar introduces the wide range of Maintenance Management activities/techniques that may be applied within<br />
your organisation and the contribution Maintenance can make to company profitability and competative advantage.<br />
Even if you are not directly involved in the use of these techniques it is still important that you have an understanding of<br />
what can be done and what can be achieved.<br />
1 . Business & Organisational Success Via Better Maintenance<br />
• The key role that maintenance plays in achieving business success.Maintenance as a profit creator.<br />
• Justifying maintenance resources.Proving your worth.Reducing Direct or Indirect maintenance costs.<br />
• Maintenance Impact on Safety, Insurance and Legal Costs. Risks of poor or under resoursed maintenance.<br />
• Maintenance based on corporate objectives.<br />
Discussion1: Business approach to maintenance and Management’s understanding of Maintenance.<br />
2 . Achieving Better Maintenance<br />
• Common features of the best maintenance organizations in the world.What is Maintenance Excellence.<br />
• Maintenance excellence awards in Australia and overseas<br />
2.1 The Best People:<br />
• Leadership, recruitment,training, flexibility, motivation,teams,TPM,performance, rewards,core skills and outsourcing<br />
2.2 The Best Parts Management:<br />
• Stores management,stores objectives,alliances, internet spares,parts optimisation, improved parts specifications, automated<br />
stores,stores personnel..<br />
2.3 The Best Maintenance Practices:<br />
• Better Corrective, Preventive, Predictive, and Proactive maintenance.<br />
• Using downtime data to minimise the impact of downtime.<br />
• Using failure data to optimise maintenance activities using Weibull analysis.<br />
• Moving through Preventive / Predictive to Proactive Maintenance. Earning time to think and develope.<br />
Discussion 2: Discussions on Maintenance Part s ,People and Practices<br />
3 . Maintenance Strategies For The Future<br />
• Setting Strategies: From Policy Statements,Audits,Benchmarking,Gap Analysis and Objectives through to Maintenance<br />
Performance Measures.<br />
• Examples of Maintenance Objectives and Performance Measures.<br />
Discussion 3: Strategy development,setting of objectives & performance measures.<br />
4 . Analytical Methods In Maintenance<br />
• Maintenance Plan Development and Optimisation Software.<br />
• Example of how to collect, use, and understand maintenance data.<br />
• Fine tuning PM activities.Can we use MTBF? Timelines,Histograms,Pareto Analysis,Scatterplots,to Simulation.<br />
5 . Asset Life Issues<br />
• Introduction to Plant Design considerations that improve reliability, availability and maintainability.<br />
• Introduction to life cycle costing of assets.<br />
• Plant replacement strategies;software tools.<br />
• Better maintenance specifications of machines.<br />
Who should attend this 1 day seminar?<br />
Maintenance Team Members,Technicians,Planners,Engineers,Supervisors and Managers;plus Production Supervisors/Managers & Accounts/Financial Managers,and others interested in<br />
maintenance of plant and assets.<br />
Each course costs from AUS $660.00 per delegate per day (Inclusive of GST)<br />
3
The seminar is presented by Len Bradshaw<br />
Len Bradshaw is a specialist in maintenance management and maintenance planning<br />
control and an international consultant in this field.Len has conducted over 286<br />
courses for in excess of 8,600 maintenance personnel,both in Australia and<br />
overseas.He is managing editor of the Maintenance Journal.He has a Masters<br />
Degree in Terotechnology (Maintenance Management) and has held several positions<br />
as Maintenance Engineer in the UK and other overseas nations.He is the author of<br />
four texts on maintenance management.Len has conducted maintenance<br />
management courses for all levels of maintenance staff from trades personnel to<br />
executive management.<br />
Seminar Fees<br />
AUS $660 per person per day for organisations that book for two or<br />
m o re days of training.<br />
For Example, one person attending 2 or more of the seminars or multiple people<br />
from the same organisation attending one or more of the seminars are eligible for<br />
this discount.<br />
AUS $770 For organisations only booking a total of one day of training.<br />
This rate only applies if you are only sending one person on one day of the seminars.<br />
The course fees are inclusive of GST and also include Seminar notes as well as lunch<br />
and refreshments.Course fee does not include accommodation,which if required is<br />
the delegates own responsibility.<br />
C o n f i rm a t i o n<br />
A confirmation letter will be sent to each person on receipt of their re g i s t r a t i o n .<br />
Ti m e s<br />
The seminars start at 8:00am and end at 3:30pm, each day. Registration from 7:45am.<br />
REGISTRATION FORM<br />
■ Course One:<br />
Planned Maintenance and Maintenance People<br />
■ Course Two:<br />
Maintenance Planning Control and Systems<br />
■ Course Three:<br />
Maintenance and Asset Management<br />
2007 VENUES AUSTRALIA<br />
● Melbourne: 21 - 23 May 2007<br />
Rydges Carlton Hotel<br />
701 Swanston St,Melbourne<br />
Web:www.rydges.com<br />
● Brisbane: 23 - 25 July 2007<br />
Royal On The Park Hotel<br />
Cnr Alice & Albert Street<br />
Brisbane, QLD<br />
● Sydney: 20 - 22 August 2007<br />
Swiss-Grand Hotel,Bondi Beach<br />
Beach Road,Bondi Beach NSW<br />
Course<br />
Name of delegate ________________________________________________________________ Position ______________________________<br />
Company _______________________________________________________________________________________________________________________<br />
Address_________________________________________________________________________________________________________________________<br />
1 . Fax the completed registration and<br />
p rovide credit card pay m e n t<br />
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Email_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ d _ e _t<br />
a i l s .<br />
Fax: 03 59 755735<br />
Telephone _____________________________________________________________Fax____________________________________________________<br />
Name of approving officer ________________________________________________________________________________________________<br />
Position _________________________________________________________________________________________________________________________<br />
Method of payment Fee payable $_________________<br />
★ Cheque enclosed made payable to Engineering Information Transfer Pty Ltd<br />
★ Charge to my credit card American Express Mastercard Visa Card<br />
Expiry Date<br />
✓ Please Tick Course<br />
Name on card_______________________________________Signature ____________________<br />
★ Electronic funds transfer - Please email to obtain details from:mail@maintenancejournal.com<br />
C a n c e l l a t i o n s : Should you (after having re g i s t e red) be unable to attend, a substitute delegate is alw ays we l c o m e. A l t e r n a t i ve ly, a full refund will be made for cancellations<br />
re c e i ved in writing 14 days befo re the seminar start s . Cancellations 7 to 14 days prior to the seminar dates will be refunded 40% of the registration fe e, in addition to a set of<br />
seminar notes.T h e re will be no refund for cancellations within 7 days of the seminar dates.This registration form may be photocopied.<br />
For Further Inform a t i o n<br />
Phone EIT (03) 5975 0083 or Fax Australia (03) 5975 5735,<br />
or email to: m a i l @ m a i n t e n a n c e j o u r n a l . c o m<br />
w w w. m a i n t e n a n c e j o u rn a l . c o m<br />
ENGINEERING INFORMATION TRANSFER<br />
ABN 67 330 738 613<br />
Venue<br />
✓ Please Tick Venue<br />
Melbourne<br />
Brisbane<br />
Sydney<br />
How Do I Register?<br />
2. Mail the completed registration<br />
form together with your cheque<br />
made payable to:<br />
Engineering Information<br />
Transfer Pty Ltd<br />
P.O. Box 703, Mornington<br />
VIC 3931, Australia<br />
3. Email Indicate courses/ dates/<br />
venue required and provide details<br />
of method of payment to<br />
m a i l @ m a i n t e n a n c e j o u rn a l . c o m<br />
You may also register via<br />
our website:<br />
w w w. m a i n t e n a n c e j o u rn a l . c o m