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AMMJ
Contents
July 2011 Issue Vol 24 No 3
Asset Management and Maintenance Journal
6
A Guide to Increasing Productivity of the
Maintenance Department
An approach to a higher level strategic planning process
that includes the grass-roots motivation and performance
evaluation of individuals. Plus a checklist of productivity
improvement methods.
30
Maintenance Decision Project
At A Chemical Plant
Investigates the use of a Maintenance
Decision Support tool and how it may
be used to improve reliability decisions
based upon failure prediction.
8
12
18
Improving SCADA Operations Using
Wireless Instrumentation
As the use of wireless instrumentation
networks increase, users will be faced
with challenges to ensure the reliability
& tight integration with existing
infrastructure.
Lubrication Reliability
Human Memory is no match for computerisation when
it comes to managing, performing and monitoring
lubrication. But is even a CMMS good enough to manage
the huge number of lubrication points in your plant?
Maintenance Planning Is
Too Hard In My Workplace
Hey stop the excuses. The
reasons why you should be
motivated to move towards world class maintenance
planning. Where are you now and moving forward.
37
38
45
46
Simple Solutions To Big Problems
Most organizations are looking for the “Silver Bullet”, or
a Simple Solution to increase reliability but there is none.
Let’s get back to the basics which will make a large impact
on Reliability.
Remaining Strength Prediction
For Corroded Steel Plates
Many steel bridge infrastructures of the world are getting
old and hence subjected to corrosion wastage, etc.
Are they safe to use?
Spares Criticality Has Many Dimensions
Most maintenance groups struggle with the issue of spare
parts criticality. Is spare parts criticality a multi-dimensional
issue?
Total Productive Maintenance 20 Years On
It is 20 years since TPM made its debut in the UK and this
article takes the opportunity to look back at the original
introduction of TPM and assess how it has progressed.
21
How long Should A Bearing Last
What bearing life does your machine need?
The short and long life needs of bearings in
your plant.
48
Maintenance Books
The latest Maintenance,
Reliability and Asset
Management Books
22
Condition Monitoring
Equipment and Services
The 2011 listing of providers of inspection and condition
monitoring equipment and condition monitoring Services.
54
59
60
Maintenance News
AMMJ Sponsors
Maintenance Seminars
Asset Management and Maintenance Journal
ISSN 1835-789X (Print) ISSN 1835-7903 (Online)
Published by:
Engineering Information Transfer Pty Ltd
Publisher and Managing Editor:
Len Bradshaw
Publishing Dates:
Published in January, April, July and October.
Material Submitted:
Engineering Information Transfer Pty Ltd accept no
responsibility for statements made or opinions expressed
in articles, features, submitted advertising, advertising
inserts and any other editorial contributions.
See website for details of how to submit articles or news.
Copyright:
This publication is copyright. No part of it may
be reproduced, stored in a retrieval system or
transmitted in any form by any means, including
electronic, mechanical, photocopying, recording or
otherwise, without the prior written permission of the
publisher.
For all Enquiries Contact:
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PO Box 703, Mornington, Victoria 3931, Australia
Phone: (03) 5975 0083 Fax: (03) 5975 5735
E-mail: mail@maintenancejournal.com
Web Site: www.maintenancejournal.com
COVER
SHOT
This issue’s cover
shot is courtesy of
Generation Systems
and LUBE-It.
See the article on
Lubrication Reliability
at Page 12.
To Subscribe to the AMMJ go to www.maintenancejournal.com to download the SUBSCRIPTION FORM. Annual Subscription is from $80.

A Guide To Increased Productivity Of The
Maintenance Department
David Berger david@wmc.on.ca (Canada)
(First Published in M&E Feb 2011)
The role of leadership is to provide a
strategic vision, with clear expectations
for achieving it. The following steps
describe a programmatic approach
to bridging the higher level strategic
planning process, with the grass-roots
motivation and performance evaluation
of individuals in light of the vision:
Set performance targets for the
department
The first step is for Maintenance to partner
with Operations and go through the strategic
planning process, setting goals and objectives
for the long term. Then, establish measures or
indices that will reflect the level of performance
regarding each goal and objective. The current
value of each measure is then determined.
Targets must be set which exhibit a graduated
improvement over the long term. Take care to
obtain ideas and commitment from all levels,
from shopfloor to management, in Maintenance
and Operations. Performance will be judged
based on how aggressive the targets are, and
how well the targets are met.
Prepare action plan to meet targets
To prevent targets from becoming simply
numbers pulled out of the air, action items are
created in light of strategic goals and objectives.
The action plan describes how targets will be
met. For example, if one target for this year
is to reduce downtime by 2%, action items
include setting up a more comprehensive PM
program, initiating a training program for key
equipment operators, and so on.
Determine tasks, skills, and occupations
required to implement the action plan
The action plan may change the quantity and
type of maintenance work that is required,
and thus demand different skill sets. As well,
new skills may be required to maintain new
or modified equipment. Therefore, it may be
beneficial to take an inventory of all the tasks
that are currently done and will be done by the
maintenance department. Then, classify each
task as to skills required to perform the task,
and the level of difficulty. Finally regroup the
tasks into logical jobs and occupations. This
exercise should be done jointly by workers and
management, to achieve a buy-in at all levels.
Establish quality & performance standards
For each task defined above, quality standards
must be set. The subjective nature of responses
to questions such as ‘How clean is clean?’ can
make this step difficult, but certainly possible.
Where applicable, time standards should then
be established.
Measure performance using your CMMS
Once tasks are defined and standards established, a CMMS can
be used to help track how well individuals, groups of individuals,
and the whole department are meeting those standards.
FINDING AND QUANTIFYING PRODUCTIVITY IMPROVEMENT
OPPORTUNITIES
Many managers have asked me over the years for a simple checklist
to use when looking for productivity improvement opportunities or
when preparing a cost/benefit analysis. The following are some
sample measures that may be useful in identifying and quantifying
cost, quality, and service improvement potential as a direct or
indirect result of better maintenance practices.
CHECKLIST OF PRODUCTIVITY IMPROVEMENT
MEASURES
1. Labour
a) labour rate (pounds/hour)
b) turnover (people/year)
c) absenteeism (hours/year)
d) lateness (hours/year)
e) utilisation (productive vs
idle time)
f) % time spent on non-value
added activities (eg, material
handling, excessive approvals)
g) training cost/employee
h) efficiency (variance to
standard time)
i) indirect or support hours (eg,
clerical)/direct labour hours
j) strike activity (dollar losses
due to strikes)
k) number and impact of
improvement suggestions
(ie, points to employee morale)
2. Material
2.1 Quality Problems due to
Poor Maintenance
a) scrap (can be sold)
b) waste (no resale value)
c) re-feed (item put back through
process)
d) re-work (item repaired off-line)
e) give-away (revenue leakage)
f) yield (% finished product
that can be sold for premium
pounds)
g) shrinkage (eg. product sold
by weight dries out during
process)
h) gain (eg. product sold by
weight absorbs water during
process)
i) losses (eg. fraud, pilferage)
j) returns (customer brings
product back for refund)
k) repairs (customer brings
product back for re-work)
l) % defective (% off-spec at
various stages of operation)
m) quality measures (variances
used to highlight extent of
deviations from quality spec)
2.2 Spare Parts
a) inventory level
b) inventory turns
c) storage costs
d) stockout % (service level)
e) fulfilment response time
2.3 Vendor Performance
a) late shipments
b) damaged goods
c) overshipments
d) delays
e) back orders
f) wrong orders
g) expediting cost
3. Capital
a) asset availability
b) utilisation
c) performance
d) reliability
e) quality of output
(see #2 above)
f) total cost of ownership
4. Facilities
a) maintenance cost/sq m
b) capacity utilisation
5. Energy
a) total energy consumption
b) peak consumption
c) efficiency
d) cost/unit
Vol 24 No 3

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Improving SCADA Operations Using
Wireless Instrumentation Hany Fouda Control Microsystems (Canada)
salessupport@controlmicrosystems.com
Introduction
Integrating wireless instrumentation with SCADA systems can drive operational efficiency and reduce deployment
costs. The use of wireless instruments in pipelines and gas production operations has been gaining momentum
over the past few years. Driven by cost cutting measures and the need to gain more operational visibility to meet
regulatory requirements, wireless instruments eliminate expensive trenching and cabling while providing access to
hard-to-reach areas using self-contained, battery-powered instruments.
However, SCADA engineers and operators are facing the challenge of integrating wireless instrumentation networks
with other communication infrastructure available in the field. Managing and debugging dispersed wireless networks
presents a new level of complexity to field operators that could deter them from adopting wireless instrumentation
despite the exceptional savings.
The Evolution of Wireless
Since Guglielmo Marconi sent the first telegraph signal across the Atlantic,
wireless became part of our everyday lives. However, the last ten years
have seen a dramatic change not only in the radio technology but more
importantly in how we use it as consumers and producers such as oil and
gas professionals. Gas producers and pipeline companies have relied for
many years on long range wireless technology to transmit and distribute
critical operational data using a wide range of technologies, including
satellite, VHF, UHF and license-free spread spectrum. As more consumers
lined up to acquire the latest Smart Phones with embedded Wi-Fi, Bluetooth
and broadband capabilities, the price of radio modules plummeted. This has
made it easy on industrial vendors to integrate radio modules into a long list
of devices and sensors.
As a result, the O&G industry has seen an increase in wireless instrumentation,
also broadly known as wireless sensor networks, offered from major process
control and SCADA suppliers. Wireless became the holy grail of the industry with editors and pundits predicting
double digit annual growth.
The business case behind deploying wireless instrumentation is a compelling one. By eliminating cabling and
trenching, you can dramatically reduce the cost of deployment by as much as 70%. Since wireless instrumentation
is battery powered, they are much easier to deploy in the field relative to their conventional counterparts. Wired
systems can take days or weeks to be properly installed. Wireless instruments require only the sensor to be installed
in the process, saving hours or days and valuable resources. Other instruments can be added as needed.
Safety and compliance with environmental requirements are major driving factors. In gas production, during the
initial flowback period, using wireless pressure sensors reduces the risk to personnel who would otherwise need to
be in close proximity to a volatile and toxic well in order to read manual pressure gauges and to report on production
readiness. During the flowback period before a wired solution can be installed, wireless pressure sensors put the
well analyst in touch with the well enabling remote trending and analysis. EPA regulations in many regions require
the use of a Vapour Recovery Unit (VRU) to burn off residual gases from separators & condensate tanks. An easy
to install wireless temperature sensor can monitor the VRU & report an alarm condition if the flame goes out.
Vol 24 No 3

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AMMJ
SCADA With Wireless Instrumentation 10
Wireless Instrumentation is a Different Game
So if the business case is that strong and the return on investment is solid, why are some still reluctant to deploy
wireless instrumentation in their facilities? There are three main reasons:
1. Reliability
In industrial applications, reliability is a major concern. Wireless instrumentation must be as reliable as conventional
wired units. Even in simple applications like remote monitoring, users come to expect a certain level of reliability
and network availability.
For example, the controls and communications for a
wastewater pump station, often located far from the central
control room, have to be reliable. If something goes wrong,
maintenance people have to be dispatched immediately.
South East Water Company in Melbourne, Australia,
had that problem. Their dual submersible pump control,
(Figure 1) required the local controller to cycle between two
pumps, ensuring that both pumps were used approximately
equally.
The local controller also had to report critical system data,
such as flow totals and pump running times to the central
SCADA system. Grundy’s Electrics, a systems integrator
in Melbourne, installed Control Microsystems SCADAPack
controllers, local display panels, and DNP3 optimized radios
at each pump station.
Wired systems are much easier to diagnose and trace
because the medium, the wire, is physically there or could
be dug out. Wireless, on the other hand, uses the invisible
free space as a medium. Radio signals are subject to free
space attenuation, where the signal loses strength at a rate
proportional to the square of the distance travelled. Radio
signals are subject to reflection as a result of structure, trees,
water bodies and buildings. Furthermore, interference from
near-by wireless systems such as cell towers adds more
challenges.
RF design is getting better in addressing many of these
issues. By designing highly sensitive radio receivers, using
the transmit power more efficiently and high gain antennas,
engineers were able to establish highly reliable RF point-tomultipoint
links.
Figure 1: Remote wastewater pump stations must have
reliable controls & communications. South East Water Company
in Melbourne uses SCADAPack controllers and wireless
communications.
2. Adaptability
Wireless instrumentation networks are required to adapt to the existing environment. It is not practical to move a
well head, a compressor, tank or a separator just to create a reliable wireless link. In long range SCADA networks,
it would be much easier to locate a 30 foot tower in the field to allow for line-of-sight consideration. It might also
be easier to increase the height of the tower to extend the range and avoid obstruction. Wireless instrumentation
networks do not have that luxury. It is sometimes difficult to find a location for an access point or base radio
that provides reliable communication with the wireless instruments. Relocating the access point or base radio to
improve the RF link with one sensor could result in degrading the links with other sensors in the same network.
Adaptability can be addressed by using lower frequency bands, such as the license-free 900 MHz, which tend
to provide better coverage, longer range and better propagation characteristics allowing the signal to penetrate
obstacles. Also, high gain external antennas that can be mounted as high as possible on a structure allow access
to hard-to-reach sensors which could be located at the bottom of a tank. Improved receive sensitivity of radio
modules also plays a crucial role in ensuring network adaptability to various industrial environments.
For example, the Beypazari water system in Turkey is spread out over 270 square miles of mountainous terrain.
They had problems with the distant locations of their alarm systems, so maintenance staff had to visit each pumping
station three times a day to check on system operation. Because of the high cliffs, a wireless system appeared to
be impractical.
Beypazari installed Control Microsystems SCADAPack controllers at each of the nine remote sites. Wireless radios
at each site and two wireless data concentrators—one on a hill overlooking the town—transmit critical data to the
central SCADA/HIM system. The communication network is a mixture of 2.4 GHz radio modems and conventional
UHF radio and line modems that are ideally suited to the mountainous locale in which they operate.
Also, GSM (a digital mobile telephone standard) was implemented at the central location to provide Short Message
Service (SMS) that sends alarms to operator cell phones.
Vol 24 No 3

AMMJ
SCADA With Wireless Instrumentation 11
3. Integration:
Managing and debugging
dispersed wireless networks
presents a new level of
complexity to field operators that
could deter them from adopting
wireless instrumentation despite
the exceptional savings. The
wireless network integration
dilemma is more apparent in
SCADA systems. Since wireless
instrumentation networks are
supposed to tie into the same
SCADA infrastructure available
at site to relay valuable operating
data to the SCADA host, having
the ability to manage the
complete infrastructure as one
network becomes essential.
Despite the abundance of tools
to capture, process and analyze
data in the process control
market, ensuring data integration
is still a major problem. Some
SCADA systems even have a
separate historian module that
must be purchased as an addon
to handle the flood of data
as a result of adding wireless
instrumentation networks.
A Coal Seam Gas (CSG) operation in Queensland, Australia, had that problem. CSG, abundant in Queensland,
is the same as natural gas and is collected from more than 700 well sites scattered across the state. Parasyn
Controls, based in Tingalpa, Queensland, is installing Control Microsystems’ SCADAPack controllers at each site
(Figure 2) to collect data, provide local and remote control, report events, and communicate with central SCADA
systems via radio links. Standardizing SCADA and wireless hardware from a single vendor made it simple to
connect the remote sites to the central SCADA systems.
Addressing the Wireless and Data Integration Challenges
A new breed of advanced wireless instrumentation base station radios or gateways is now emerging in the
marketplace. This new generation of gateways integrates both a wireless instrumentation base radio and a long
range industrial radio in the same device.
The integrated long range remote radio is configured as a remote device relaying information to a Master radio at
the main SCADA center. The available two serial ports on the radio are configured to tunnel Modbus polling and
diagnostic data simultaneously to the wireless instrumentation base radio. This allows operators to manage and
diagnose the wireless instrumentation network through the existing long range SCADA infrastructure. Live data
and status information for all field units are displayed in a separate view or integrated in the SCADA host.
On the data integration front, modern SCADA host software offers a fully integrated environment that includes an
integrated and scalable historian to handle more additional data without going through expensive and sometimes
lengthy upgrades. Developing the SCADA screens based on templates allow engineers to add data points easily
and rapidly in their systems.
Conclusion
Figure 2: Coal Seam Gas extraction in Queensland requires local control and
monitoring at 700 wells scattered across the state. The local SCADAPack controllers and
RTUs communicate via radio to centralized SCADA systems.
As the adoption of wireless instrumentation networks increase, users will be faced with a number of challenges
to ensure the reliability, adaptability and tight integration with their existing infrastructure. New RF and antenna
designs help to address reliability and adaptability challenges. This leaves wireless and data integration with the
existing SCADA infrastructure as one of the critical challenges to be resolved. Luckily, hybrid gateways, where
sensor network base radio and long range radio are integrated, allow users to view, manage and diagnose their
dispersed wireless systems from a single point. Similarly, advanced SCADA host software, with an integrated
historian and rapid development environment using templates, can facilitate the integration of new data points
generated by a growing network of wireless sensors.
About the Author
Hany Fouda is the VP of Marketing at Control Microsystems and is responsible for developing and executing global
marketing strategies across the brand portfolio to further drive growth.
Vol 24 No 3

Lubrication Reliability
Human Memory vs
Computerization
Eric Rasmusson Generation Systems Inc
www.GenerationSystems.com USA
Lubrication reliability is an extremely important and complex operation not being adequately addressed by corporations
world-wide. They give their focus to important operations such as accounts receivable, accounts payable, inventory
control, CRM, and a host of other functions. In fact, no corporation would dream of running these complex activities
without the advantages of software designed for the specific purpose. Yet these same organizations remain unaware
of industrial lubrication being another complex activity requiring specialized software.
Think about it for a moment. Most industrial plants consist of varied equipment numbering from the hundreds to the
thousands. Each one of these equipment pieces typically includes multiple component parts requiring lubrication,
such as a motor, drive-shaft and coupling. Multiple lube points per equipment result in thousands upon thousands
of individual points to be serviced. Yet lubrication is even more detailed.
Do The Maths
Each individual lubrication point often requires multiple and differing activities to be performed, each at its own
frequency. For example, proper care of just one lubrication point will require topping-off a reservoir each week,
drawing a lab-sample every quarter, and draining and refilling with fresh fluid once a year.
Several thousand lube-points, each with multiple tasks at varying frequencies - it easily works out to be hundreds
of thousands of activities needing to be performed annually. This means, to ensure ongoing performance and
reliability, many plants should be performing over 250,000 lubrication activities each year. In fact, a proactive and
successful paper plant reports performing over 700,000 lubrication activities annually.
Now consider the problem of so many lubrication points spread across several acres, numerous buildings, or multiple
stories. This is even further complicated by an array of required lubricants, and the fact that distinct procedures are
often required for each of the activities performed at a lubrication point.
How is this daunting task being handled? Unfortunately, it’s often left, in full or part, to human memory.
Common Wisdom
Relying on human memory
In some cases, lubrication maintenance personnel have been tending the equipment for years resulting in detailed
understanding of the needs. Hopefully, these experienced personnel are never sick or on leave. Or worse yet, what
are the consequences when just one resigns or retires? A missioncritical information asset is lost as they walk out
the door. This starts a long and costly program of reassembling details and knowledge lost. Meanwhile, lacking
experience, how does the new person on the block possibly lubricate without significant omission?
Relying on spreadsheets
Another widely used method is the computer spreadsheet. Typically this comprises a list of equipment along with
numerous columns for lubrication specific data fields such as lubrication points and type, required lubricant, lubricant
capacity and the frequencies at which to perform tasks. While able to convey the basics of what needs to be done
and how often, such spreadsheets fail in knowing or communicating what specifically needs to be done and when.
Most often lacking is the tracking of dates last completed—accurately entering this information for thousands of rows
is an impossibly arduous task. Yet while updating spreadsheets proves difficult, accidental changes and deletions
come all too easy. Knowledge of last-done is the key prerequisite to determining when individual tasks are “next
due” without which the all-important questions remain unanswered.
Which tasks are to be done this week?
Which were missed last week?
Also consider the hundreds of activities of longer duration, such as those performed every quarter, six-months, or
once every year. It’s simply not possible to correctly remember when each activity was last completed. Once again
the burden for proper lubrication is consigned to human memory.
Relying on standard CMMS/EAM systems
A third common approach is attempting to properly execute lubrication using the PM system of a CMMS or EAM
product. Focused on CM & PM work-order management, these systems perform the role well, and most maintenance
professionals are comfortable in their use.
Vol 24 No 3

AMMJ
Lubrication Reliability 13
Alas, comfort in a systems’ intended function is far from the best reason to apply it to other uses. Outside the
CMMS are hundreds of products supporting additional reliability disciplines such as vibration, IR and others. Why?
The work-order-centric design of a CMMS is incapable of supporting the unique data and activity requirements of
these disciplines. Understanding lubrication reliability to be a unique discipline is the first step toward gaining its
considerable benefits.
As mentioned above, CM & PM work-orders typically number
less than a few thousand annually, while annual lubrication
activities can range up over 700,000. While the typical CMMS
adeptly catalogs equipment at the nameplate level, these
systems lack a clear approach for cataloging the multiple
related lubrication points, let alone the multiple activities for
each of these points. Also missing are the many data elements
regularly found in the previously explained spreadsheets. The
fact that these discipline-specific details are missing from the
typical CMMS is the main reason such spreadsheets find
common use.
This lack of requisite details leads many into a minimalist,
work-order level approach to lubrication. Simple monthly PMs
are created for each equipment section or area, producing
work orders with generic instructions such as “Lubricate
stations 1 thru 8,” or “Check Levels in Bldg 12.”
Striving for more detail, one plant of an integrated forest products company was required by corporate to use one
of the large Enterprise Asset Management systems (EAM) to manage its lubrication program. The plant’s reliability
engineer invested months of effort on repetitive keyboard entry of lubrication details into long-text fields. Shortly
thereafter, and much to his dismay, it was decided to switch more than 200 reservoirs to synthetic lubricants, leaving
him to edit each individually. Furthermore, with his hands tied by data locked into non-actionable text-fields, he was
forced to answer with a definitive “NO,” when the plant manager asked him if his time and effort had resulted in an
accurate and consistent lubrication program.
Signing the order was easy...
Greg wondered why he had taken so long to get outside assistance. Perhaps it was the fact that
Maintenance consultants seemed to have a bad reputation – “Borrow your watch to tell you the time – then
sell you your watch”. Perhaps it was because they had a reputation for charging exorbitant fees. Perhaps
there was a little bit of pride involved – “It is my job to make this plant safe, efficient and reliable, and I am
going to do it – myself!”
But finally he had to admit that the challenges he faced were too great for any one person to deal with on
their own, and he had contacted Assetivity. It’s amazing how a series of equipment failures (including a
catastrophic conveyor pulley shaft failure that had caused a major safety incident and significant downtime)
can focus the mind, he thought, wryly.
At the initial meeting with the senior Assetivity consultant, Greg had been impressed by the way in which
his problems and issues had been listened to, considered, and absorbed. He had liked the way that, in the
course of their discussion, they had together been able to give focus to the complex network of issues and
opportunities that he faced, and put these in perspective. He been attracted to the down-to-earth and
practical discussion regarding implementation issues. And he was impressed by the focus on developing
and implementing solutions, rather than on selling specific products, tools or methodologies.
It had become clear, in the course of their discussion, that there was an urgent need to “get back to the
basics” – to ensure that the current Preventive Maintenance program was appropriate, and was being properly executed at shop floor level, and that failures
were being prevented, and the causes of those failures eliminated. They had agreed that the first step was to conduct a quick diagnostic review, focusing on
these areas, in order to develop a plan of action. Getting authorisation from the Plant Manager had been surprisingly easy, and Greg was signing the Purchase
Order for this review now. So far, it had been smooth sailing, but Greg knew that the real challenges lay ahead. But, with the involvement of Assetivity, he had
confidence that they were on the right track.
More than availability and reliability...
Perth, Brisbane, Melbourne
Ph +61 8 9474 4044
www.assetivity.com.au
Asset Management Consultants
Vol 24 No 3

AMMJ
Lubrication Reliability
14
Many CMMS products allow for inclusion of a list or block of items with a PM, which can be used to list the lubrication
points for an equipment area. Sounds simple doesn’t it? Unfortunately, the actual complexities of lubrication cannot
be overlooked.
Lubrication points within any equipment area are not identical. One key differentiator is the variation of frequency.
Examples of such variation include some points being done weekly or biweekly, others monthly, bimonthly, quarterly
or annually. A single PM can’t address this fact, this results in multiple PMs being created, one per frequency,
for each equipment area. Equally important variations include the lubricant required, number of lube fittings, and
activity type (top-off, change-out, sample, etc.). Further variation comes when activities require specific step-bystep
procedural instructions. With the CMMS offering no native support for lubrication, how is such information
conveyed using a single PM? How many PMs are needed to convey a bare minimum of these compulsory details?
Remember, give a CMMS more PMs and it will return the favor with increased work-orders and paperwork. More
importantly, within these numerous work orders and pieces of paper, there is no opportunity to bring optimization
and efficiency to lubrication.
What’s done is done. Or is it? Mark a work order as completed and the entire block of lubrication points share
the same status. A PM system unable to function below the work-order level can’t remember the relevant “ all
outstanding lubrication points” that must somehow be remembered over subsequent weeks until completed. It’s not
hard to see this problem compounding week after week.
Yes, having a multitude of detail deficient lubrication PMs might look and feel good on the surface, but it veils reality
with a false sense of security. Once again, details required for success are left to the imagination and memory of
lubrication personal. With such reliance upon manual effort, paperwork and human memory, it’s no surprise a recent
search across popular CMMS/EAM websites for the term “lubrication” returned zero pertinent results.
Customizing CMMS/EAM systems
The fourth and by far the most costly approach is customization of the CMMS / EAM product for lubrication. Gaining
rudimentary lubrication capability consumes hundreds of man hours, with one organization reporting having spent
nearly $1,000,000 USD to modify a large EAM system so that it was capable of lubrication-point level of functionality.
Even if successful, such customizations prove difficult and expensive to update. Personnel doing the original work are
often otherwise assigned or no longer part of the organization. With corporations working to eliminate maintenance
of in-house legacy systems, why should lubrication be any different?
Counting The Cost
Regardless of perception, it’s not a case of just the tin man with an oil can. In today’s competitive environment,
the good old “Oil is oil” mentality does not suffice. This results in lubrication points being consistently maintained
incorrectly, or worse yet, missed entirely. Yet management often declares or assumes lubrication to be in good
order. You don’t get immediate feed-back when a lube point is missed. Often times it takes months or even years
until the feed-back manifests as costly equipment failure and unplanned down time.
This points to why over 50% of all equipment failures are traced back to poor lubrication practices. Numerous longterm
studies in Canada, Germany, Russia, United Kingdom, and the United States declare this fact in unison.
So this begs the question, why are these four approaches to lubrication so often employed? Organizations tend
toward these approaches over a true lubrication reliability program for any of the following reasons:
1. Lubrication Reliability not being understood as its own discipline
2. Intuitive unease as to the detail and volume of activities required
3. Management failure to calculate the cost of poor lubrication practices
4. Management failure to calculate the payoff of lubrication reliability
5. Lack of awareness of effective alternatives
What is the net result of relying primarily on human memory? It is significant cost and loss. This includes unplanned
downtime, capital equipment replacement, poor use of human resources and environmental risk. This is in addition
to poor production quality and excessive energy consumption.
Gaining The Benefits
Responsibilities become clear and known
What are the features and benefits of a well designed lubrication reliability software solution? Headaches and
complexities are resolved. Maintenance planners and reliability professionals gain time to focus on other important
initiatives. Most importantly, all lubrication specific details are clearly presented to lubrication personnel, ensuring
lubrication is done right. That means: The right lubricant is used in the right place, at the right time, using the right
procedure. Abnormal machine conditions are also noted, recorded and tracked until these conditions improve.
Other important capabilities include: consumption tracking and trending, shutdown / outage planning and display of
lock-out / tag-out safety information.
Vol 24 No 3

Adver.indd 2
6/10/2011 4:57:13 PM
AMMJ
Lubrication Reliability
15
A good system will include an automatic lube-point / lube-task based work release. Tasks are released individually,
and only as needed, not as blocks of work. These lubrication work assignments are automatically pushed to those
responsible via footstep efficient routes. This frees maintenance planners from the detail of lubrication so they
can focus on PMs and corrective work. Such a lubrication reliability system will also provide automatic backlog
management. Individual lube-tasks, if not complete, are automatically marked past-due and brought forward each
week until they are done, with no user intervention required.
Mobile computing for accuracy
The best systems also provide for rugged handheld computers using Windows Mobile operating system. This
brings a great deal of efficiency to the system, with information literally at the finger tips of the lubrication specialist.
No paperwork and no clipboards. Fingertip data collection includes work accomplished, consumption volume, and
equipment problems and issues, all with no keyboard data entry. Mobile routes will also include provisions for
positive verification of tasks performed via Bar-Code or RFID, as desired.
Safety, energy savings and oversight
It’s the detailed management of lubrication which enables a system to provide a wide array of lubrication reliability
benefits. Benefits such as safety requirements accurately and clearly presented, right at the lube-point. Gains
in efficiency and elimination of backtracking by simple use of drag & drop to re-sequence tasks within a route.
Significant simplification of lubrication consolidation thanks to the system’s exact knowledge of lube product
usage. These lube-point details allow for the straightforward implementation of lubrication ODR (Operator Driven
Reliability). In addition, there will be a procedure library which provides task specific work-steps and eliminates
repetitive data-entry.
Equally important is detailed history for each lube-point as well as lubrication specific reporting. This detailed history
is required for KPI oversight as well as for process improvement and failure analysis. It also enables international
standards and audit accountability. Lubrication specific reporting brings forth information at both detailed and
management overview levels. Providing instant understanding of program status, reports will be in both tabular and
graphical formats.
Problem Solving Made Easy
For defect elimination, incident management & process improvement
Eliminate unnecessary failures by using a systematic approach to problem solving.
Teach your personnel how to identify the “root cause” of problems.
RCA Rt provides training and coaching programs
to grow a culture of defect elimination
and continuous improvement.
IncreaseProductivity
ReduceDowntime
Increase
Public Workshops
Onsite Workshops
Ongoing coaching
Instruction for internal trainers
RCA Rt facilitators are expert incident
investigators available to lead your team onsite
RCA Rt Software – www.rca2go.com
Maps 5 Why, RCA, FMECA, 6 Sigma’s DMAIC,
RCM & PMO
Contact Us
Melissa Cameron
Tel:+ 61 (0) 3 9697 1100
melissa.cameron@sirfrt.com.au
www.rcart.com.au / www.rca2go.com

AMMJ
Lubrication Reliability 16
An added bonus is energy management - experts having found improper lubrication to be a major contributor to
industrial energy consumption. Applying the right lubricant in the right amount consistently reduces friction with the
net result of using less energy. With proper lubrication practices they now report a 20% gain in energy efficiency.
Reality And Results
By addressing the number one cause of equipment failure, reactive maintenance work decreases and overall plant
reliability increases. Plants gain a focused and efficient lubrication reliability program including footstep reducing
lubrication routes. Each route directs personnel from point to point, showing needed information, including detailed
procedures. This eliminates the need for numerous PMs and the ongoing array of printed work-orders. All of which
result in an incredible increase in reliability and productivity.
In short, a lubrication reliability software solution will do the following:
• Reduce Costly Downtime and Failures
• Maintain Mission-Critical Knowledge Assets
• Mitigate Human Factors
• Maximize Employee Effectiveness
• Cut Soaring Energy Costs by up to 20%
Best of all, any one of these will quickly save more than the costs of the lubrication reliability solution. With these
benefits, and the rapid ROI, it is difficult to understand why corporations continue to ignore this profound opportunity
for increased competitiveness and profit year after year.
Top reasons for having a dedicated lubrication plan
It is generally accepted in the lubrication community that 60% of all mechanical failures are due
to inadequate or improper lubrication practices.
-- Kenneth Bannister, Lubrication for industry
Proactive maintenance has now received worldwide attention as the single most important
means of achieving savings unsurpassed by conventional maintenance techniques. A proper
lubrication plan is proactive maintenance.
-- James C. Fitch. P.E.
Over 50% of all bearings failures are due to inadequate lubrication practices.
-- Society of Tribologists and Lubrication Engineers
6-7% of the gross national product (240 billion) is required just to repair the damage caused by
mechanical wear. Wear occurs as a result of poor lubrication practices.
-- Massachusetts Institute of Technology
Much of the maintenance in most plants is performed in accordance to guesswork based on an
owners manual as opposed to the machine’s true condition and need.
-- A Forbes Magazine study
It is almost certain that equipment is either being over-lubricated or under lubricated, and with
most sites, management doesn’t know which.
-- Lubrication Engineer, UNOCAL Corp.
A lubrication/contamination control program was implemented plant wide that reduced the cumulative
frequency of all tribological failures (from wear & contamination) by 90%.
-- Nippon Steel
A study was done that concluded lubrication system cleanliness extended time between repairs
by 20-50 times depending on level of cleanliness.
-- The British Hydromechanics Research Assn.
International Paper reported a 90% reduction in bearing failures in just six months after they implemented
a lubrication/contamination control program in their Pine Bluff Paper Mill.
-- International Paper Company
Vol 24 No 3

Maintenance
2011 Seminars
Download the full seminar brochure from:
http://maintenancejournal.com/MaintenanceBrochure2011.pdf
Seminar 1
(1 Day)
The Why, What, How and Who
Of Maintenance
Maintenance Costs. What Maintenance Does Your
Organisation Need. Deciding What Maintenance Can
Be Applied To Your Assets. Planned Maintenance,
Preventive, Predictive, and Proactive Maintenance.
Maintenance People, Maintenance Skills & Structures.
Seminar 2
(1 Day)
Maintenance Planning and
Maintenance Management
Maintenance Planning, Scheduling and Control,
Maintenance Stores, Computerised Maintenance
Management Systems, EAM’s and ERP’s, Maintenance
History Collection, Using Maintenance Data. An Introduction
To Maintenance Management and Asset Management.
Who Should Attend:
Tradespersons, Technicians,
Planners, Schedulers,
Maintenance Supervisors,
Engineers, Managers and
Operations Personnel.
If your organisation is based
in the Asia / Pacific Region we
may be able to provide these
Seminars in your organisation.
Contact Len Bradshaw at
mail@maintenancejournal.com
Seminars 1 and 2 Presented By Len Bradshaw (Aust)
Workshop
(1 Day)
Applying Best Practices to
Maintenance Planning &
Control
Ricky Smith has worked in Maintenance for some of the Best companies in the World
and also was a Maintenance Company Commander in Iraq and Kuwait. Lessons
learned from this experience are identified and discussed in this Workshop.
Developing Effective Work Procedures. The Roles of a Planner. Planning Proactive
Work Process. Feedback on the Plan once it has been executed. Daily and Weekly
Scheduling. What to do about a low wrench time. Maintenance Planning effect on
Work Execution. Feedback to the planner and schedulers. Maintenance Metrics and
much more.
Venues
Brisbane
14 - 16 September 2011
Melbourne
19 - 21 September 2011
Workshop Presented By Ricky Smith (USA)
Organised By Engineering Information Transfer P/L and the Asset Management and Maintenance Journal

Maintenance Planning Is Too
Hard In My Workplace
Ricky Smith GP Allied USA
“Maintenance planning is too hard in my workplace.” I have heard this stated hundreds of times, and
in some ways I agree with it. If maintenance planning was easy, everyone would be World Class and
wrench time would be above 55% in all organizations. However, less than 2% of companies can honestly
say they are World Class – that’s a small club, wouldn’t you say?
Identify Where You Are
Let’s begin with a few questions so you can measure the effectiveness of your current maintenance planning
function.
1. Do you measure Mean Time Between Failures (MTBF)?
2. Do you have a maintenance planner?
3. Does your planner get involved in emergency or urgent work?
4. Does your planner have repeatable and effective work procedures for all critical or repeatable work?
Note: Repeatable and Effective Work Procedures have, at a minimum: Step by step repeatable instructions to
ensure everyone conducts Preventive, Corrective, and Lubrication maintenance following the same process and
procedures; parts are kitted or staged before the job is scheduled; coordination was defined in the work package;
and Specifications and Standards are defined.
5. Are the parts kitted or staged before the work can be moved to “Ready to Schedule” status?
6. Is the backlog estimated in labor hours?
7. Is the backlog broken down into categories by labor hours, “such as waiting on parts”, “waiting
on approval”, and “Ready to Schedule”? There are other possible categories, but these examples
should be enough to help you understand the concept.
Note: 4-6 weeks calculated in labor hours is a typical backlog of a World Class Organization.
Example: 10 maintenance technicians x 40 hours/week = 400 labor hours. This is one week of backlog.
8. Do you know the actual wrench time of your maintenance crew? If so, is it above 55%?
9. Are your emergency/urgent labor hours under 2%?
Moving Forward
How did you score on the questions above? The answers to these questions will help an organization identify the
start of the path towards World Class Planning.
Why should you be motivated to move to World Class Planning:
There is no rushing around to help everyone and save the day almost every day. Wow, what a relaxing job… and
it is when accomplished correctly.
The most serious issue one will face when developing a maintenance planning strategy is changing the culture of
maintenance technicians, maintenance supervisors, maintenance management, production, engineering, etc. If you
try to improve planning, you must address the culture first or you will never succeed. This is done through education
of what true planning really is.
Let’s take a look at what Albert Einstein had to say about change:
“The significant problems we face cannot be solved at the same level of thinking
we were at when we created them.”
The bottom line is that everyone must understand the value of maintenance planning and agree with the process.
Like a wise maintenance manager at a World Class facility told me,
“this isn’t about commitment, it is all about compliance.”
Why Is Maintenance Planning Sometimes Not Effective?
Most people, when not motivated or not led by a true leader, begin to stray like lost sheep. Leadership is the first
place to begin the education of true maintenance planning and also the rest of a proactive process. All the pieces
need to fit together in order to achieve success.
Let’s look at the results of proactive maintenance planning:
There are many measurements that should be taken and used to evaluate a maintenance planning strategy. If
they do not synchronize with your overall maintenance process, you will not see the results you expect. Other
measurements are an output of Maintenance Planning effectiveness or can cause maintenance planning to fail.
Vol 24 No 3

AMMJ
Maintenance Planning Is Too Hard 19
Listed below are some leading indicators for verifying maintenance planning effectiveness:
- 100% PM Compliance using the 10% Rule on critical assets
- Emergency labor hours are trending down and percent of Planned Work is trending up
- Vendor Efficiency is above 99%
Note: Vendor Efficiency is calculated as the percent of time parts are delivered on time x the percent of time parts are
ordered the same day x the percent of the time the right part and correct amount of parts are delivered.
- Stores Efficiency is above 98%
- Stores Stock Outs are less than 2%
- Most of the jobs that are planned come from Potential Failures
Note: A Potential Failure is an identifiable physical condition that indicates a functional failure is imminent and is
usually identified by a maintenance technician using Predictive or quantitative Preventive Maintenance.
- Rework is less than 2%
MTBF is one measurement
of maintenance planning
that should definitely be
required as it is a key
Lagging Indicator. I know
you are thinking, “does
effective planning really
correlate with MTBF?”
In the graph below Check
out the correlation of the
data from a World Class
Maintenance Organization,
which demonstrates it does
correlate. Optimize the
maintenance process and it
will change your life.
You may be asking yourself,
“How did this company
obtain this type of increase
in MTBF in such a short period of time just by focusing on maintenance planning?”
If someone tells you maintenance planning itself makes your equipment
more reliable and you believe them, then I have some property in
Antarctica I would like to sell you.
Maintenance planning cannot be successful without:
• Maintenance planners focusing most of their time and effort on
planning jobs for the future, or Potential Failures
• The right work being identified at the right time. Most work
should come into maintenance planning from Preventive
Maintenance(PM) and Condition Based Maintenance (CBM) Tasks:
o Execution of PM Tasks (includes lubrication) – 15% of total work
o Work coming from the PM inspections – 15% of total work
o Execution of CBM Tasks – 15%
o Work coming from CBM Task – 35%
• Storeroom and Purchasing adhering to specific guiding principles that were defined as a team with
maintenance management and maintenance planning.
• The Maintenance Schedule adhering to the time estimates of the maintenance plan;
• The maintenance crew following the maintenance plan, which includes repeatable procedures,
specifications, parts, etc.;
• Work Order Data being closed out accurately in the maintenance software so metrics and failure data can
determine if you are headed in the right direction;
• Reliability Engineering focusing on the reduction of failures through analysis and making recommendations
for changes in the maintenance strategy for specific equipment;
• Maintenance Supervisors handling emergency parts, etc. for emergency work;
• Leading and Lagging Indicators being posted for all to see.
Vol 24 No 3

AMMJ
Maintenance Planning Is Too Hard 20
The Proactive Work Flow Strategy illustration demonstrates how all areas must work in harmony or maintenance
planning will not be effective.
If you want to know if your maintenance
planning is effective, check out these
two key points:
1. Call your maintenance planner
and tell him or her that you have a
breakdown and need a part. If you
hear the dial tone, then you have a true
proactive maintenance planner.
2. If you have Self-Induced Failures
or Human-Induced Failures (which
account for 70-80% of equipment
failures) you surely do not have
effective maintenance planning & it
makes good maintenance planning
impossible. You need to remove or
reduce variation in your maintenance
work.
75% of Failures are Human-Induced Failures
“Creates an environment that is not conducive for successful maintenance planning”
The following actions will all result in a failure caused by the lack of a procedure or personnel not following the
procedure:
• Improperly greasing a motor
• Not using a torque wrench by mechanics and electricians
• Installing a new pump and not realigning the motor with a laser
• Not changing the Zinc Anode on a water cooled heat exchanger with copper tubes,
causing pitting in tubes and water intrusion in the oil
What Is the answer?
While working for Alumax Mt Holly, or Alcoa Mt Holly as it is called today, I learned what true planning was. This site
was benchmarked by hundreds of companies from around the world, and most of them came away saying, “that is
nice, but we do not perform planning or scheduling like they do. We are different.”
Below is the planning and scheduling process that was designed in 1980 for Alumax Mt Holly, and no, your
organization is not different.
Alumax (Alcoa) Mt Holly - Proactive Workflow Model (1980)
In today’s world, we
should be able to take
EVENT
USUALLY OCCURRENCE
maintenance planning
PM WO
PRODUCTION
to a new level where
INSPECTION
WEEKLY
PM
RESULTS
WORK
LUBRICATION
DAILY
PERFORMANCE
REQUEST
more of the work is
PREDICTIVE
SCHEDULE
EVALUATION
identified earlier in the
MATERIALS
failure process so that
PLANNING
WAREHOUSE
TOOLS
maintenance planning
PROBLEM
has time to plan a job
SOLVING
TEAM
PRODUCTION
effectively.
REQUESTED
Our focus is on the
early identification of
a Potential Failure
or defect and not to
reach the point of
functional failure. Early
detection of a defect
is key to successful
maintenance planning
and scheduling.
WORK
PERFORMANCE
HISTORY
WEEKLY
DAILY
SCHEDULE
PRODUCTION
CO-ORDINATION
MEETING
TIME
WORK ORDER
CORRECTIVE
PREVENTIVE
MODIFICATION
RESULTS
1. PERFORMANCE TO SPECIFICATION
2. MAINTAIN CAPACITY
3. CONTINUOUS IMPROVEMENT
EMERGENCY
WORK
ORDER
Vol 24 No 3

AMMJ
Maintenance Planning Is Too Hard 21
As an example of Proactive Planning and Scheduling the diagrams below show Ultrasound identifying a problem
early on the P-F Curve, which then provides plenty of time to plan the job effectively and schedule the repair or
replacement with little or no interruption to operations or production.
Ultrasound Detected A Defect
Proactive Planning and
Scheduling
Ricky Smith will be joining Len Bradshaw in Australia for the 2011 Maintenance Seminars:
Go to the following URL for more information: http://www.maintenancejournal.com/MaintenanceBrochure2011.pdf
Contact Ricky if you are struggling with maintenance planning: rsmith@gpallied.com
Technical Short Feature:
How Long Should A Bearing Last
The short answer:
“At least as long as the desired machine life.”
Design lives of bearings have always been quite conservative: the older “L10” life requirements assured that
there was never a more than 10% chance of a bearing failing during it’s design life - and the average bearing
should last 5 times longer. Bearing life has been extended greatly over the last several decades. SKF reinvests
about 2% of it’s operating budget back into R&D each year to continually push the envelope of what’s possible
with bearing life. We still fail bearings regularly in the lab to verify that our theories match reality.
Let’s get back to design life: some machines don’t need so much. A table saw might see
occasional use at home - an hour a week or so. That’s only 100 hours a year, so even
a bearing with a 1,000 hour life would satisfy a 10 year warranty. What happens when
I decide to use that saw industrially, say, in a shop running 24 hours a day, seven days
a week? The life requirement changes - dramatically. That same saw now needs the
bearing to last 24x7x365 or almost 9,000 hours a year. For most industrial customers,
you probably want that saw to last at least 5 years, meaning the design life is now
9,000 x 5 or 45,000 hours. You’re going to need a larger bearing in that saw to meet the
design life requirement.
Some machines have even longer life
needs. A machine making newsprint paper
for example, has over 400 bearings from
beginning to end - and almost every one can potentially shut
down production. The bearings are oversized, to give a 100,000 to
200,000 hour life with only a 10% chance of failure.
What bearing life does your machine need? Contact your local SKF
Bearing Application Engineering Service - they’ll be glad to help.
Content and pictures coutesy of SKF @ptitude Exchange
Vol 24 No 3

Condition Monitoring Equipment
Suppliers and Services
The 2011 Listing of Condition Monitoring Equipment and Services was compiled by Len Bradshaw, June 2011.The data given is as
received from the respondents. The AMMJ does not therefore accept any liability for actions taken as a result of information given in
this survey.
Alstom MSc
info.msc@alstom.com
www.alstommsc.com.au
CM PRODUCTS
Alstom MSc is a premium provider of machinery health monitoring
solutions to industry. The unique benefit that we offer is an integrated
package of leading technologies, expert consultancy skills, training and
customer support. This means we can tailor solutions to meet the
needs of our customers.
When dealing with Alstom MSc, you can be assured we have the
product range, technical know-how and resources to deliver and support
a condition monitoring package that works for you.
Our product range includes:
PORTABLE VIBRATION MONITORING - The Emerson CSI range has
a reputation second to none in portable vibration monitoring. Our range
includes CSI 2130 data collectors and analysers and AMS Machinery
Manager software, plus the training and customer support to ensure
the best program performance. For smaller plants and smaller CM
programs, we offer the VMI range of hand held vibration meters and
analysers.
ONLINE VIBRATION MONITORING - For critical plant applications,
online monitoring provides the best protection against machinery failure.
However, quality engineering and project execution is important for
success. Alstom MSc has a very well equipped team of online system
engineers, with comprehensive experience in mechanical applications
and instrumentation. Our product range includes full turbine supervisory
systems through to simple online devices for smaller machines.
SENSORS - Our extensive range of CTC accelerometers, cables
and mounting hardware for monitoring online or inaccessible plant
includes the PRO line of 4-20mA sensors for simple online monitoring
and proximity probes for turbo machinery. CTC offers an outstanding
UNCONDITIONAL LIFETIME WARRANTY on all products.
WIRELESS VIBRATION MONITORING - For many applications,
such as remote machinery monitoring, the costs of wired monitoring
systems can be prohibitive. Our latest wireless solutions from Emerson
dramatically reduce these costs, while providing reliability, security and
integration with control systems.
IR THERMOGRAPHY - We provide low cost thermal imagers through
to advanced portable and online cameras .
LUBRICATION ANALYSIS PRODUCTS - We offer Emerson CSI
oil analysers and laboratory data management software and UVLM
greasing monitoring devices.
MEASUREMENT AND TEST PRODUCTS - Our range includes shaft,
pulley and roll laser alignment systems, ultrasonic thickness meters,
strobes, tachometers and stainless steel shims.
CM SERVICES
Alstom MSc has a 20 strong technical team, with experienced condition
monitoring technicians and engineers in every mainland state providing
a variety of technical services.
TRAINING - We partner with the globally recognized Vibration Institute
to offer their certification program, as well as a range of courses on CM
other technologies.
CUSTOMER SUPPORT - Our entire range of products is backed up by
our dedicated direct support team. All of our support team members are
qualified and experienced CM practitioners.
ROTOR DYNAMICS - Multichannel monitoring, troubleshooting and
balancing on gas, steam, hydro and wind turbines.
VIBRATION MONITORING - Routine vibration surveys, advanced
troubleshooting and diagnostics.
ALIGNMENT AND BALANCING - In-situ balancing, shaft alignment and
pulley alignment.
IR THERMOGRAPHY - Electrical, refractory and mechanical routine
scanning and investigations.
OIL ANALYSIS- Full range of laboratory tests for contamination
detection, wear analysis and lubricant condition.
CM PROGRAM ASSISTANCE - Database tailoring, mentoring and
auditing.
SYSTEM DESIGN COMMMISIONING - Online system commissioning,
DCS integration and instrumentation testing.
REMOTE MONITORING & DIAGNOSTIC CENTRE (RMDC)
Alstom MSc can remotely monitor your critical machines from our
RMDC in Melbourne.
apt Group (of Companies)
info@aptgroup.com.au
www.aptgroup.com.au
CM PRODUCTS
Portable/On-line Products
The apt Group (of Companies) sell products incorporating advanced
techniques and fast resolve/prediction to failure for Mechanical &
Electrical plant diagnostics.
Products suit large and small industrial plants, production critical and
less critical machines, operator and service provider applications.
Equipment
Agency agreements for Pruftechnik, EuroPulse, Guide, APIPro, AlltestPro,
APT, amongst others.
Machine/Bearing Monitoring: predictive trending tools, Data Loggers,
FFT Analysers, Fixed Monitors & WEB based Surveillance – Vibration,
Eccentricity, Acoustics, Ultrasonic, Temperature.
Alignment/Laser Measurement: Shafts; Pulleys; Machines.
Dynamic Balancing: Rotors/Fans.
Battery Maintenance: Extend Life/Rejuvenate.
Electric Motor Monitoring: detect & measure the severity of AC motor
stator and rotor problems, DC motor field winding problems, power
problems and cable issues.
Motor Circuit Analysis (MCA): off-line static impedance based testing,
assesses the condition of AC/DC motors, providing in-depth analysis
of the motor circuits - turn-to-turn shorts, open turns/coils, reversed
coils, coil-to-coil shorts, connection defects, air gap defects, rotor
defects - broken bars, eccentricity and casting voids. Also, Electrical
Signature Analysis (ESA) for complete on-line dynamic Motor/Power
Diagnostics.
Infrared Cameras: Predictive Maintenance; Research Development;
Machine Vision; Surveillance.
Software
Asset Performance Tools: cost/risk evaluation.
Asset Efficiency Optimization: data management, display/analysis.
Knowledge Based: efficient diagnostics of machinery problems “rule
based”; justification/explanation.
Decision Support: facilitate reliability efforts, root cause failure analysis,
cost calculation/tracking.
Maintenance Management: resources, inspection/maintenance
routines; interface condition monitoring, finance, production.
CM SERVICES
The apt Group (of Companies) is an Independent Engineering
Consultancy – providing Condition Monitoring Services focusing on
Plant Reliability.
Contractual/one-off plant surveys, project engineering, advise in
system/component selection/implementation.
Highly qualified personnel, applying best practices, international
standards and corrective recommendations.
Vol 24 No 3

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2011 CM Equipment and Services
Mechanical Discipline
Machinery Diagnostics; Vibration Analysis; Modeling; Alignment;
Balancing; NDT; Oil Analysis.
Electrical Discipline (LV & HV)
Motor Management/Diagnostics, Thermal Imaging, Switchboard
Inspections, Power Factor Correction/Condition Analysis.
Substations, Transformers, Circuit Breakers, Busbars, DC Systems,
Power Cable Testing & Diagnostics.
Support Services
Plant Surveys, Database Establishment/Management, Data Analysis,
Training/Seminar Programs.
On-site and remote data analysis/management services are available
“around the clock”.
The apt Group of companies, promote Precision Engineering /
Maintenance practices. Both in-house personnel and world-renowned
advisors are available to undertake site audits, review in-house
processes and assist with change as needed.
Aquip Systems
sales@aquip.com.au
www.aquip.com.au
CM PRODUCTS
PRÜFTECHNIK’s Condition Monitoring products include both online
and offline formats. The OMNITREND PC platform is common to all
systems, allowing you to create comprehensive databases and archives
along with flexibility and reliability
OFFLINE SYSTEMS: Data collectors and Analysers:
VIBXPERT II: a high performance, full-feature 1 or 2 channel FFT data
collector and signal analyzer for the monitoring & diagnosis of machine
condition. Full VGA colour screen for immediate analysis. Optional
features include Balancing and Orbits.
VIBSCANNER: Expandable mid-range data collector for vibration data,
temperature, speed and process parameters. Add-on modules available
for Full Spectrum, Time Waveform, Balancing & Laser Alignment.
VIBCODE: The breakthrough vibration transducer with automatic
measurement point identification for all systems, guaranteeing accuracy,
repeatability and measurement integrity.
OFF-LINE: Machine protection and Vibration Analysis
VIBNODE, VIBROWEB XP, VIBROWEB, VIBRONET SIGNAL
MASTER : Intelligent machine monitoring systems that can perform
measurements, evaluation, archiving & alarm warning. Very-fastmultiplexer
systems are available with up to 120 measurement channels.
The internal web server & email server within these systems provides
convenient remote access from any PC.
Prüftechnik Laser Alignment – 25 years of excellence from the
Inventors and Market Leaders!
Rotalign Ultra: The tool of choice for Service providers and OEMs,
the Rotalign Ultra is now capable of performing Vibration Acceptance
checks with the new VIBTOOL functionality. Measuring vibration levels
to ISO 10816-3 standards, the VIBTOOL sends data to Rotalign Ultra via
Bluetooth for storage along with Alignment data and report generation.
Many new features are now available including ; flatness, positional
displacement measurement, parallelism, and bore alignment.
New Modular Systems: Because one size does not fit all!
OPTALIGNsmart and SHAFTALIGN incorporate a range of Prüftechnik’s
patented features as standard along with the latest technology in
graphics and human interface. Systems are tailored to suit your needs
by selecting only the features you require. If your needs change in the
future and you wish to add-on, additional features are simply unlocked
with a password – no time off-site!
Training that really works.
Don’t miss out. Book today.
Motor Diagnostic
Workshop
by Bill Kruger of ALL-TEST TM
EAST COAST AUSTRALIA 10–14 Oct 2011
WEST COAST AUSTRALIA 17–21 Oct 2011
Presenting Motor Circuit Analysis (off-line testing)
& Electrical Signature Analysis (on-line testing).
Learn:
• how to improve motor system reliability and
reduce energy costs.
• motor theory and the latest techniques for testing
motors – all sizes & types.
• new software products and equipment from world
renowned ALL-TEST Pro.
For more information go to
www.aptgroup.com.au
or call 1300 700 002
ALL-TEST PRO TM
PREDICTIVE MAINTENANCE
The only
Complete System
for motor diagnostics
Online and Offline
EASY & SAFE MOTOR TESTING – fast, accurate and non destructive
PREDICTIVE MAINTENANCE – early detection and time to failure estimates
STATOR FAULTS – turn, coil, phase, ground and connection faults
ROTOR FAULTS – casting void, mechanical and rotor bar faults
POWER QUALITY – transformer, VSD, harmonics and cable fault detection
POWERFUL SOFTWARE – trending, analysing, writing reports and work orders
ASSET MANAGEMENT – motor database and energy efficiency calculations
COST EFFECTIVE – optimise motor availability and production
QUALITY ASSURANCE – motor faults quantified and repairs assured
LOCAL SUPPORT – training and technical backup
GREAT DEALS TO BUY OR LEASE
Risk Management
Part of the apt Group
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CM SERVICES
Aquip Systems provides expert ongoing condition monitoring services
as well as ad-hoc machine diagnosis. We provide a range of training
courses to suit all experience levels.
Condition monitoring and laser shaft alignment courses focus on
theoretical aspects and practical applications to suit the clients’ site
requirements.
We also operate the sole PRÜFTECHNIK certified service centre in
Australia, and are fully equipped to carry out services, repairs and
calibration checks on all PRÜFTECHNIK equipment.
FLIR Systems
Australia
info@flir.com.au
www.flir.com/thg
CM PRODUCTS
FLIR Systems is the world leader in infrared cameras, having the widest
range and offering the highest standard of any supplier for predictive
and preventative maintenance. The FLIR range includes:
• The low cost, powerful little revolutionary FLIR i3, producing
snapshots of temperature differences equal to 3,600 readouts from a
single spotmeter with the i5 and i7 producing even more.
• The ground-breaking FLIR E-Series extends performance and
affordability with features like Bluetooth® and industry-first Wi-Fi
connectivity, 3.5” touchscreen and iPhone/iPad App. Add to this
MeterLink, the pioneering wireless connection from FLIR, that connects
your infrared camera with your ClampMeter.
• The FLIR T-Series also has MeterLink and offers an optimum mix of
ergonomics and flexibility. The new T600-Series takes quality of image
to a whole new level and has a long list of impressive features, including
Wi-Fi connectivity, 4.3” touchscreen and iPhone/iPad App.
• The brilliant FLIR P660, featuring a 640 x 480 uncooled
microbolometer array with measurement and also possesses GPS.
• The A-Series, which can be installed almost anywhere to monitor
critical equipment and automation systems.
• FLIR’s GF-Series optical gas detection cameras letting you find
hydrocarbon, natural gas and SF6 leaks quickly, accurately and safely
without shutting systems down for inspection.
• A variety of software packages turning tools into solutions. All users
of FLIR’s thermal imaging camera systems can work more efficiently
and productively by utilising the most professional camera-software
combinations.
• Quality tested infrared windows
CM SERVICES
FLIR offers unsurpassed support in before and after sales service.
This includes demonstrations and advice on the right camera for the
application, training options, as well as rental systems and a dedicated
service department.
When you buy or rent an infrared camera from FLIR, it comes fully
guaranteed, and now many FLIR cameras are eligible for coverage
under FLIR’s industry-leading 2-year product and 10-year detector
warranties*. ( * Terms and conditions apply )
At FLIR we understand that turnaround times are critical, so we have
an in-house, dedicated service department offering full service, repairs
and re-calibration.
FLIR Systems’ certified service centre is headed by its factory trained
and experienced service manager.
FLIR also provides various levels of infrared training, from half day
introduction courses, onsite training through to FLIR’s ITC course.
The Infrared Training Center (ITC) offers the world’s leading infrared
training and thermographer certification programs.
Fluke Australia
sales@fluke.com.au
www.fluke.com.au
CM PRODUCTS
Fluke’s high performance thermal imagers have never been this rugged,
this reliable, and this easy to use until now! Fluke Thermal Imagers are
the ultimate tool for troubleshooting and maintenance.
Fluke, are never satisfied leaving the best tools in the hands of the elite.
The introduction of their P3 Series handily delivers on the promise to
offer the most tools for your money.
Joining the prestigious Ti32 Industrial and TiR32 Building Thermal
Imagers, the P3 range introduces the Ti27, TiR27, Ti29 and TiR29 to the
family. Each of these imagers boasts Fluke’s renowned qualities for:
Superior image quality
Industry-leading thermal sensitivity and spatial resolution combined with
a high definition display, creates the sharpest images in the industry.
Torture tested
Before a Fluke goes into your hands, we drop it from ours. Only Fluke
thermal imagers are designed from the inside out to withstand a 2 metre
drop.
Patented Fluke IR-Fusion®
(Picture-in-picture and auto blending) Precision visible and IR image
alignment allows Fluke to offer the only on-camera blended infrared and
visible image to better diagnose issues.
Optional Wide-Angle Infrared and Telephoto lenses are available with
Fluke thermal imagers. Not to mention all cameras include SmartView®
software with FREE software upgrades for LIFE!
Fluke redefines mechanical troubleshooting with a revolutionary product:
The Fluke 810 Vibration Tester, the most advanced troubleshooting tool
for mechanical maintenance teams who need an answer NOW! Control
unplanned downtime, prevent recurring problems, set repair priorities
and manage your resources with an entirely new approach to vibration
testing.
The Fluke 810 is designed specifically for maintenance professionals
who need to troubleshoot mechanical problems and quickly understand
the root cause of equipment condition.
You take pride in your facility, your team, and your work. You do what it
takes to keep things up and running, but sometimes there is not enough
time or resources to keep up with the workload, let alone be proactive
about mechanical maintenance. The Fluke 810 Vibration Tester puts
you one step ahead by using a simple step-by-step process to report
on machine faults the first time measurements are taken, without prior
measurement history. The combination of diagnoses, severity and repair
recommendations help you make informed maintenance decisions and
address critical problems first.
CM SERVICES
Thermal Imaging and Vibration training courses run throughout the year
by Fluke Australia.
Infratherm
info@infratherm.com.au
CM PRODUCTS
Infratherm is a premium supplier of Thermal Imaging Cameras and
attendant Report and Analysis Software for Preventative Maintenance
and Condition Monitoring applications.
With over 22 years experience & continuous service in the Thermal
Imaging Market, Infratherm can provide a range of services and
applications support that has become the bench mark in the industry.
Full maintenance and calibration services are provided along with
accredited training programs in infrared technology.
Infratherm offer equipment from the world’s leading manufacturers of
thermal imaging equipment, primarily NEC-Avio and have been their
Vol 24 No 3

Take a vibration
expert along
NEW Fluke 810 Vibration Tester:
When you need an answer now…
1
Control unplanned downtime, prevent recurring problems, set repair
priorities and manage your resources with an entirely new approach
to vibration testing. The new Fluke 810 helps you locate and diagnose
common mechanical problems and prioritise repair actions in three
simple steps:
1
SETUP
Vibration testing has never been easier.
The 810 asks for basic machine information you already know. Its onboard Info
feature gives you field tips for setting up and taking measurements like a pro.
2
2
MEASURE
Fluke 810 fits easily into your maintenance routine.
Use it to quickly troubleshoot problems or monitor machine conditions.
3
DIAGNOSE
No more guessing your machine’s condition.
With the press of a button, the Fluke 810 identifies the root cause, its
location, and how severe it is. Fix it right the first time.
3
The Fluke 810 is the most advanced troubleshooting tool for
mechanical maintenance teams.
See for yourself at www.fluke.com.au or
call +61 2 8850 3333
©2011 Fluke Corporation. Specifications are subject to change without notice.
Fluke. Keeping your world
up and running. ®

Vol 24 No 3
AMMJ
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2011 CM Equipment and Services
main distributor for 10 years.
NEC-Avio’s Latest offerings are:
• The F30 and G30 for the Electrician.
• G100/120 for the CM/ PM market,
• The H2640 & H2630 with 640 x 480 Arrays.
• The work horses of the Industry in the form of the TH9100 and
TVS 500/200 in 320 x 240 format
All with State of the Art Features.
Infratherm offers a well rounded range of Thermal Imaging Radiometers
& Imagers but are not limited to a single supplier or brand name. Our
focus is on customer needs and satisfaction and we back this up with
the best service in the industry.
In addition to Hand-Held units Infratherm also provide Process
Monitoring Radiometers & Imagers in Modular form for OEMs or can
set up & integrate cameras to suits the end users requirements.
CM SERVICES
Infratherm provide a range of Thermal Imaging Radiometric Cameras
for Conditioning Monitoring and Preventative Maintenance Applications.
Cameras are tailored to suit customer applications. e.g. jacketed /
cooled; environmentally protected; customized etc.
All cameras are supplied with Reporting and Analysis Software.
Software ranges from Static Analysis & report generation with Real-
Time Sequence Analysis to Real –Time monitoring with full data
analysis capability. Infratherm also provide accredited training courses
in Thermographic practices with emphasis on how to conduct Condition
Monitoring inspections. As an independent supplier of thermal inspection
equipment and training, the focus is on customer needs and support.
Machinery Vibration Specialists
Australia
mvsaust@ozemail.com.au
www.spminstrument.com.au
CM OVERVIEW
MVS Aust P/L is a specialist company supplying products, support
services and technical training for the maintenance and repair of
rotating machinery.
CM PRODUCTS
SPM Instrument - AB of Sweden:
Originator of the “True Shock Pulse Method” for bearing measurement
& analysis.
Innovator of the NEW SPM HD for low speed (1 to 20,000 rpm) bearing
measurements.
BearingChecker --- Low cost, pocket, bearing measurement &
evaluation instrument.
VibChecker ---- Low cost, pocket, vibration instrument to ISO 10816
with FFT spectrum.
Leonova Infinity ---- 2-Channel Bearing/ Vibration Analyser with
Balancing, Laser Shaft Alignment, Bump Tests, Orbit & Lubrication
Analysis and Order Tracking and Phase Analysis.
On-Line Machine Monitoring and Protection
Machine Guard -- single/multi channel with relays, Modbus, 4-20mA.
Intellinova --- Up to 32 Channels SPM HD, vibration, analogue in/out.
Intellinova Compact --- Units with 6,12 &18 channels very cost effective.
Uses SPM HD, vibration, analog in, 3G interface
All designed to monitor complex machines such as container cranes,
wind generators, rolling mills, paper machines, cement plant machinery
and mining conveyor and crushing systems. Especially Ultra Low
Speeds
CEMB SpA - Italy
Maintenance & Process Dynamic Balancing Machines.
True “Hard Bearing “ force measuring machines, horizontal & vertical.
Maintenance & Production for 10Kg to 50,000Kg.
IRD Balancing LLC - USA
Maintenance Dynamic Balancing Machines.
“Soft Bearing” motion measuring machines, horizontal
Transportable, from 10Kg to 200,000Kg.
Lexseco--- Motor Core Loss Testers form 10 to 300KVA.
Support Instruments.
Rayhome Ltd.------ High quality pre-cut SS shims in packets of 10 or
boxed kits.
Hilger u. Kern GmbH ----- Laser Belt Tension Instrument & Leak
Detectors.
MVS SUPPORT SERVICES
• Instrument and machine repair and calibration to NMI
standards.
• SPM CM Software installation and Commissioning
• Monitor and On-Line Startup Commisioning
• On-site machine trouble - shooting bearing & vibration
problems.
• Vibration / Balancing / Alignment Training Courses.
• Precision Dynamic Balancing service of rotors up to 3-5Kg.
NVMS Measurement
Systems
info@nvms.com.au
www.nvms.com.au
CM PRODUCTS
Noise & Vibration Measurement Systems PTY Ltd (NVMS) represents
only the world’s leading manufactures - Brüel & Kjær S&V, Brüel & Kjær
Vibro, Hottinger Baldwin Messtechnik (HBM), Sensear, FLIR Systems
– and our own world-class project engineering.
Compact Vibration Monitor - VIBROCONTROL 1500 (VC-500)
Ideal for monitoring on pumps, fans, motors, blowers,… it fills the gap
between high end vibration monitoring and ordinary vibration switches.
VC 1500 captures also trends casing vibrations, rolling-element bearing
and temperature condition and even provides frequency information in
one device.
Machine protection & CM VIBROCONTROL 6000 (VC-6000);
Offers the highest flexibility for machine protection and online condition
monitoring. The latest hardware platform ensures highest channel
density for hundreds of channels with the world fastest reaction time of
10ms in online machine condition monitoring.
Online Machine CM User interface - COMPASS 6000;
Is a modern windows based user platform for comprehensive conditionbased
machine monitoring and diagnostic on critical machines like
Turbines, Compressors, Generators,…tools like Envelope, FFT, CPB
spectra, Orbit, Waterfall plots … describe only a few of the capabilities
to detect machine failures in a very early stage.
Portable Vibration Analyser - VIBROTEST 60 (VT-60);
Is a combination of vibration Analyser, data collector and balancing
device.
Online CM in harsh environment - VDAU-6000:
This 16 channel powerful system comes in an IP65 enclosure and
provides Zone II ATEX Certification. Fits perfect in hazard areas as
required as on mine sides and offshore platforms. The installation
can be carryout close to the rotating equipment. Machine data can be
transfers wireless / hardwired into a server.Alarming and diagnostic
capabilities helps to plan maintenance ahead.
SENSORS and Accessories: for the various diagnostic & monitoring
tasks we have over 1000 products available including a large range
of transducers, accelerometers, velocity/displacement sensors and
probes.
Equipment for structural durability, stress analysis and testing:
HBM’s product range covers strain gauges, torque, pressure, load cells
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2011 CM Equipment and Services
noCrops
transducers, amplifiers and rugged data acquisition systems as well as
software for structural durability investigations, tests and analysis.
Thermal imaging cameras – Flir:
Detect problems on bearings, electrical circuits, fuses…with the world
leaders in thermal imaging.
CM Services
NVMS has developed it’s service and project support reputation through
a close partnerships with our valued clients and suppliers.
Each customer has unique requirements, so the “one size fits all”
product/service concept simply doesn’t apply to plant-wide monitoring
applications.
We provide extensive “full circle” service and support packages that
closely match the specific requirements of a wide range of industries
and machines, and these can be easily fine-tuned to the customer’s
specific application.
• Instrumentation for machine protection and condition based
monitoring
• Support and implementation of predictive maintenance
strategies
• Engineering and Design
• Project management
• Performance monitoring
• Installation and commissioning
• Test and Measurements solutions for structure Analysis and
durability
• Service and products in all industries Power/Oil & Gas
/Mining/Wind/Solar power
• Industry recognised training courses tailored to your
requirements in our own training facility in Perth.
• NATA accredited calibration lab
SIRF Roundtables
peter.todd@sirfrt.com.au
Web Page: www.sirfrt.com.au
CM SERVICES
SIRF Roundtables facilitates regional shared learning networks across
Australia and New Zealand for organisations seeking best business
performance.
Membership groups include the Industrial Maintenance Roundtable
(IMRt), Manufacturing Excellence Roundtable (MERt), Knowledge
Management Roundtable (KMRt) and Sustainability Roundtable (SARt).
Services related to condition monitoring include:
· Facilitates the sharing of Condition Monitoring best practice
between IMRt/ MERt members
· Coordinates the annual Condition Monitoring & Lubrication
Forum eg. October 17 & 18 2011 in Sydney
· Training on Management and Operation of CM & Inspection systems
for non-specialists
· Training on Basic Condition Monitoring for non-specialists
· Carrying out Predictive Maintenance Strategy Reviews
SIRF Roundtables annually runs a National Forum on Condition
Monitoring and Lubrication. It is an opportunity to listen to leading
industry practitioners on techniques and proven strategies they use in
their operation.
Attendees learn from the presentations & discussion groups and are
able to take back tips and ideas and adapt into their own environment.
The forum provides not only a learning platform but also many networking
opportunities amongst delegates with similar roles and challenges so
people can learn from one another.
Leadership has a class of its own
FLIR E-Series: Picture Perfect
A new generation of FLIR hand-held ‘point & shoot’
thermal imagers is here. Packed with class leading
features, the E-Series is designed for applications including
electrical, industrial, mechanical, HVAC and building.
Take your pick of three pixel resolutions – all with 60Hz
frame rate and a 3.0 Meg visual camera built in.
The new FLIR E-Series. It’s all class.
Get Connected!
Connect to iPhone or iPad via Wi-Fi
to use the FLIR ViewerApp for
processing and sharing results.
◊ Mobile Device Wi-Fi Connectivity
◊ Built-in Digital Camera & Laser Pointer
◊ Superior Point & Shoot
Thermal Imagery
◊ Large Bright Touchscreen
◊ Groundbreaking Performance
& Affordability
FLIR Systems Pty Ltd.
10 Business Park Drive, Notting Hill, VIC 3168, Australia
VIC: 03 9550 2800 NSW: 02 8853 7870 WA: 08 6263 4438
QLD: 07 3861 4862 SA: 08 8274 3747
Tel AU: 1300 729 987 NZ: 0800 785 492
Email: info@flir.com.au www.flir.com
ISO No. FLIR20837
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SKF Australia
R.S.Senthil.Vel@SKF.COM
www.skfcm.com/reliability
CM PRODUCTS
SKF is the leading supplier of condition monitoring and maintenance
diagnostic systems, hardware and software that enables us to monitor
operations and identify problems both mechanical and electrical faults.
1. Basic Condition Monitoring
SKF Basic condition monitoring kits combine instruments to enable a
“multi-parameter” approach to monitoring that includes vibration, oil
condition, temperature, speed, and more to help ensure the accurate
and reliable assessment of machine condition.
2. Portable data-collectors/Analyzers for Condition Monitoring
SKF offers a wide variety of portable data collectors/analyzers including
data collection, machinery vibration analysis and monitoring, early
detection of bearing defects or gear tooth wear, electric motor monitoring
and field machinery balancing. Easy menu selection and control enable
the user to quickly and efficiently perform a wide variety of operations.
3. Online Surveillance condition monitoring systems
SKF’s On-line surveillance systems complement the use of periodic
data collection instruments, facilitating a round-the-clock monitoring of
machinery that collects data 24 hours per day, 7 days per week from
permanently installed sensors.
4. On-Line Machinery Protection Systems
SKF Condition Monitoring offers a spectrum of machinery protection
and monitoring solutions backed by decades of experience and global
support that includes monitoring, protection, analysis and diagnosis of
critical machinery.
5. Baker Motor Testing and Diagnostic Systems:
SKF acquired Baker Instruments in June 2007. Baker Instruments
Company is dedicated in developing and manufacturing motor
reliability tools that offer a broad spectrum of capabilities. Dynamic
(on-line) monitoring combined with comprehensive static testing (offline),
enhances motor condition awareness including efficiency and
performance information
6. Measurement and Laser alignment Systems:
SKF is an exclusive distributor for Easy-Laser, precision laser alignment
system for industrial applications. SKF also offers a suite of other
complimentary products such as Online and Offline Thermography
systems, Ultrasonic Inspection kits, low cost vibration sensors etc.,
CM SERVICES
SKF RELIABILITY SYSTEMS
SKF offers Asset Efficiency optimization (AEO), a management process
designed to achieve maximum efficiency and effectiveness from
work management activities focused on business goals, increasing
profitability
1. SKF Energy and Sustainability Management (ESM)
This program provides benefits to a customer by establishing an
“opportunity map” of potential savings and improved practices, including
potential areas for:
1. Reducing energy consumption
2. Improving poorly operating energy-intensive systems
3. Improving facility economic performance
4. Improving facility environmental performance
2. Maintenance Strategy.
SKF can assist in developing and implementing maintenance strategies
using the following commonly applied techniques:
1. RCM: Reliability Centered Maintenance:
2. SRCM®: Streamlined Reliability Centered Maintenance:
3. RBM: Risk Based Maintenance
3. Work identification.
For increasing plant reliability SKF recommends following processes/
programs to identify appropriate maintenance tasks:
1. Operator Driven Reliability (ODR):
2. SKF Predictive maintenance (PdM)
3. SKF Proactive Reliability Maintenance (PRM)
4. Motor testing and diagnostics service
4. Work Execution.
SKF can assist by providing project management, supervision, and
inspection, mechanical installation skills where customers do not have
either the tools or specialized knowledge in these tasks.
1. Application knowledge: SKF has extensive application knowledge
through branch offices around Australia, as well as the industrial
specialists to draw on to solve customer problems with regards to
rotating equipments.
2. Reliability Training: SKF engineers are on hand to provide specialist
knowledge and training for our customers. We have offices both globally
and locally, as one of largest global suppliers of condition monitoring/
reliability services.
Vitech Reliability
info@vitechreliability.com
www.vitechreliability.com
Vitech Reliability has been providing a specialist approach to condition
monitoring and reliability based technologies in Australia since 1994.
We service Australia, New Zealand and South East Asia with offices in
Perth, Melbourne and Brisbane.
Vitech Reliability provides accurate, durable and cost effective
solutions designed to ensure customers improve overall reliability and
productivity.
CM PRODUCTS
Commtest
Developers of the revolutionary:
• Vb Series portable data collectors, analysers and balancing
systems.
• Vb Online multi-channel plant surveillance systems.
• Ascent analysis / data management software.
Fixturlaser
Leaders in laser shaft alignment and specialist measurement
solutions.
• XA - Shaft alignment system
• PAT - pulley alignment tool
• Dirigo - entry level alignment systems
• OL2R - dynamic movement measurement system
• Roll and Geometric alignment systems
Vibro-Meter CM Systems
Vibro-Meter provides advanced and highly reliable sensing, protection
and condition monitoring systems for thousands of high capital rotating
machines worldwide. Superior quality sensors for harsh environments
as well as high performance condition monitoring systems and software.
Vibro-Meter’s VM600 platform integrates all protection, condition and
performance monitoring functions in a single system.
Wilcoxon Research
For over 40-years manufacturers of accelerometers, vibration sensors,
and accessories for industrial condition
based monitoring (CBM) applications.
• Industrial accelerometers, cables and terminations solutions
• 4-20mA loop powered Transducers
• Signal Conditioners
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SDT Ultrasound Systems
Portable ultrasound instruments designed for predictive maintenance.
Mobius - iLearn Interactive
Innovative and interactive computer-based vibration and shaft alignment
training products, vibration analysis tools and vibration certification
courses.
• iLearn Vibration
• iLearn Alignment
• Distance Learning
FLIR Systems
The global leader in Infrared Cameras, offer a wide range of low
cost, innovative and high end Infrared Cameras for Predictive and
Preventative Maintenance. These include:
• InfraCam and InfraCam SD – Low cost portable infrared cameras
Beran Instruments
Manufacturers of online and portable turbine diagnostic and monitoring
solutions.
• 767 - 32-ch portable multi-channel diagnostic and motoring system
• 766 - 32-ch on-line multi-channel diagnostic and motoring system
Endevco
World leaders in extreme vibration and pressure sensing technologies.
• Extreme temperature industrial accelerometers
• Precision pressure transducers
• Test & measurement accelerometers
DMSI - Condition Based Maintenance Systems
Providers of integrated maintenance software solutions.
• Maintelligence Asset Management
• MAINTelligence Condition Monitoring
• Maintelligence / Inspect CE PDA portable inspection devices
PDMA
Electric motor and generator testing systems / asset management.
• MCE – Offline motor testing
• Emax – Online motor testing
• MCEmax – Combined tester
Artesis
Online motor condition monitoring systems
• MCM Online motor monitors
• MCM Scada motor management software
Baseline Series
Vibration tools and termination products.
• BLS-UVLA vibration listening amplifier for data collectors or
stand alone stethoscope use.
• BLS-TB series accelerometer termination boxes
• Assorted accelerometer mounting hardware.
CM SERVICES
Vitech Asia Pacific provides the following service:
• Product, VA and Alignment Training (class room & customised
on site)
• Installation & Commissioning of systems
Condition Monitoring and Lubrication National Forum
Turbo Charge your CM with Defect Elimination
This annual event is widely recognised for its role in best practice sharing
in the Australasian Reliability, CM & Lube community
Event Overview:
3 streams (Reliability, Lube, CM Case Studies) with 26 separate presentations
Networking activities including breakout discussions
3 day Post Forum Workshops on Lube Management & Vibration Analysis
(ISO VA Cat II Refresher & CMSkills Exams)
Over 20 exhibitors from the reliability and CM industry
Keynote Speakers:
Global Director, Hatch’s Operational Services group.
presents: Eliminate Future Failures through Defect Elimination
Founder of Mobius Institute and supports vibration analysis
training programs in 33 countries. Presents ‘Bringing Reliability into the Predictive
Maintenance Program’
17th and 18th October
Bankstown Sports
Conference Centre Sydney
Topics Presented by industry leaders
Vibration Analysis Case Studies
Reliability Improvement Techniques
Lube Contamination and Testing
Proven Defect Elimination Approaches
Lubrication Management
Program Management and KPI’s
Mechanical & Electrical Thermal Imaging
Integration of different CM techniques
Contact us:
Michelle Todd
Tel: + 61 (0) 0407 723 133
michelle.todd@sirfrt.com.au
www.sirfrt.com.au & select National Forums
Vol 24 No 3
Adver.indd 3
6/10/2011 4:57:13 PM

Maintenance Decision Support Project
At A Chemical Plant
Ron Jenkins of Orica Australia,
Murray Wiseman and Daming Lin of OMDEC Inc Canada
Abstract - Does condition monitoring deliver the results you expect. Can we sharpen the saw and make a more
informed reliability decision? This project investigated the use of a Maintenance Decision Support tool and how it
may be used to improve reliability decisions based upon failure prediction. Data collection and manipulation proved
to be the single most challenging issue. The accuracy with which failures are reported in the CMMS and the need to
understand which failure modes actually occurred and whether they really failed or were suspended was shown to be
of prime importance if reliability analysis was to succeed. The effort needed by the Reliability Engineer in performing
reliability analysis pales in comparison to that required for the cleansing of the data and for its transformation into
analyzable form. Once good data emerges from the anarchy of styles used within the CMMS, software makes light
of the task of detailed reliability analysis that will enable good maintenance decisions.
INTRODUCTION
This paper provides an insight into the challenges faced by the Reliability Engineer before he can exploit Maintenance
Decision Support software. The intent of this study is to apply such a tool (EXAKT© CBM Decision Optimization www.
omdec.com/wiki) to critical magnetic pumps at the Orica Laverton North Chloralkali Plant in Australia. Conditioning
Monitoring (CM) already existed. Nevertheless unexpected failures have occurred and the need to validate and
improve on the CM process was paramount. Reliability based decisions may be assisted with specific types of data
relating to equipment operation and maintenance. However, it is important to recognize that large volumes of CM data
are no guarantee of good condition based maintenance decision models unless that data reflects the deterioration of
failure modes that actually occur. How do we know what condition monitoring variables are significant? This project
will attempt to use a software tool that analyses CMMS failure data in conjunction with condition monitoring data in
order to identify those monitored variables that influence the probability of occurrence of the targeted failure modes.
The methodology applies a Proportional Hazard Model (PHM)(see Ref 8) to determine not only which monitored
variables are significant but also the precise probabilistic relationship between those variables and equipment failure.
The main objective of this study is to understand the nature
of the data required for this. The paper will discuss a data Tag
Pump Description
acquisition, cleansing and transformation philosophy for P12111A Catholyte Pump A
condition monitoring programs that supports practical
P12111B Catholyte Pump A
decision making in maintenance.
P13005 Caustic Evaporator Feed Pump
SCOPE
The study was limited to four pump sets over two years,
an admittedly small sample. These pumps are all Iwaki
magnetic pumps with Toshiba induction motors on caustic
service as detailed in Table 1 opposite.
RELIABILITY PREDICTION MODELS
There are many reliability prediction software tools on the
market. A basic search on the web reveals a number of
vendors [1], [2], [3] for example. This project aims to trial
one such program, EXAKT© because it is one of the few
that confronts the challenge of achieving verifiable dayto-day
decisions based upon the two principal available
maintenance data sources: the CBM database(s) and the
CMMS database.
Reliability prediction is not new. One of the most widely
recognised models was developed by Weibull in 1951
[4]. He developed a failure analysis method that provided
reliability predictions as well as the level of confidence with
which those predictions may be applied.
P13006 Intermediate Caustic Pump
P12111AM Catholyte Pump A Motor
P12111BM Catholyte Pump B Motor
P13005M Caustic Evaporator Feed Pump Motor
P13006M Intermediate Caustic Pump Motor
Table 1
EXAKT trial sample set
Weibull Distribution - Three of its forms
Weibull also showed that the shape parameter in his equation (above) relating reliability to age provides an indication
of likely failure behavior. For a shape parameter of

AMMJ
Maintenance Decision Support Project 31
material quality, incorrect installation, or faulty start up procedures. If =1 the failure behavior is random, meaning
that the failure rate (or conditional probability of failure) is constant and does not change with age or usage. Finally,
for >1, the Weibull model predicts that the failure rate will increase with age due to wear out. Based on the
Weibull model having determined that =< 1 it may be concluded that age based replacement programs, rather
than improve performance, could, on the contrary, lead to unnecessary costs, downtime, and poor reliability. If a
maintenance strategy called for a randomly failing component (with = 1) to be replaced preventively at an interval
equal to its MTBF = , then 63% of the time that component would fail prior to PM.
To develop a Weibull model we need only determine (estimate from historical data) values for the parameters
and . The model will yield a variety of data points revealing of the relationship between age and reliability. These
relationships when represented graphically help us understand the age based failure behaviour of items and, more
usefully, their failure modes.
The problem with age
based analysis
With basic Weibull (age
based) analysis practical
decision making will
often be problematic if
populations are mixed
or varying conditions
influence individual units
in the sample. In those
cases basic Weibull
analysis will tend to
underestimate the shape
parameter leading to
underestimation of the
equipment life. Figure 1
and Figure 2 illustrate a
general problem when
maintenance engineers
use an age-based
analysis for proactive
decision making.
The analysis can often
lead to higher than
necessary preventive
replacement frequencies
and costs. Apart from
the problem of mixed
populations, making
individual unit repair-now
or continue-to-operate
decisions armed only
with an item’s age is of
little value in day-to-day
operations. Age in the
age-reliability plot is, in
essence, a mixture that
averages out the effects
of other influential yet
unspecified variables.
Age alone, therefore,
obscures the influence
of a unit’s individual
operating conditions
and its current state as
reflected by its condition
monitored data. This
reality has lead to a
maintenance strategic
approach known as
Condition Based
Maintenance (CBM).
Figure 1
Weibull analysis of individual and combined data sets.
Figure 2 Early life probability graphs of individual and mixed populations – 3 sets of data
each yielding a Weibull shape factor of 4.51. The Weibull analysis of the mixed population,
however, yields a lower shape factor of 2.46, with significant impact on predicted life. (Ref 7).
Vol 24 No 3

AMMJ
Maintenance Decision Support Project 32
How can Weibull analysis be extended to cover CBM?
Proportional Hazard Modelling (PHM) extends the Weibull method to cover today’s CBM reality. It resolves the
problem of mixed populations by including, not only age, but also other significant differentiating factors (operational
and monitored) in the analysis. The procedure makes use of today’s inexpensive personal computers to handle the
intensive computational requirements
PHM attempts to “sharpen the saw” by using all available significant prediction factors. These include other plant data
obtained from condition monitoring and operational records. The modelling process tests for failure predictability from
each available data source. It attempts to identify the significant variables that influence the probability of occurrence
of the failure modes of interest.
The outcomes from this approach would typically reduce the Weibull shape parameter such that age based
decisions will be superseded gradually (as information management procedures improve) by condition based
decisions. Such an evolution in maintenance practice is desirable because condition based decisions tend to be
more N1 conservative and less costly in the long run than age based decisions. This is due primarily to the fact
that CBM tasks (when executed using a decision model based on significant variables) detect potential failures
whereas age based preventive maintenance tasks, even if performed excessively frequently, do not totally exclude
the possibility that some items will fail functionally. The consequences are higher costs.
Confidence in CBM prediction is a function of how correlated the condition monitoring variables are to the failure
modes’ deteriorations. The existence of such correlations can be determined when failures and suspensions N2 are
accurately distinguished from one another in the CMMS.
Figure 3A
Business factors when combined with the proportional hazard model yield an optimal
decision chart (Figure 3A). The chart plots the progressive likelihood of failure and
of risk. “Risk” combines both probability and cost. A “crossover” point suggests the
optimal moment for repair. The user may set his optimizing objectives in the model.
For example, the objective (of a given CBM task relevant to a given failure mode)
may be set for maximum cost, availability, profitability or a desired mix of all three.
The method also provides a remaining useful life (RUL) estimate and confidence
interval (Figure 3B) independently of economic factors.
Figure 3A Optimal decision chart: Vertical axis: the weighted
sum of the values of each CBM variable determined to be significant
in the model. Horizontal axis: the current age of the item. Green
area: No action. Yellow area (small area between the green and red
boundaries): Action required in a specified time. Red area: Action
recommended as soon as possible (Item is in a “Potential Failure”
state).
Figure 3B Conditional Probability Density: Provides estimation
of Remaining Useful Life (RUL) and confidence (standard deviation)
based solely on probability.
A decision model, such as that illustrated in Figure 3, which is based
both on cost and probability will identify the most cost effective
moment of intervention (given the current working age and the most
recent levels of the significant monitored variables).
The two most important organizational requirements for CBM modelling (or for any form of data based reliability
analysis for that matter) are that:
1. The failure modes be well identified on the completed work orders, and that
2. The distinction be made between failure (or impending failure) and preventive replacement (suspension of a
component’s life cycle).
Figure 4
In a “proportional hazard model (PHM) analysis, the
equation of Figure 4 is numerically solved.
The Weibull model containing the shape and scale
parameters is extended by an exponential factor that
contains the parameters associated with each
significant CBM monitored variable in the vector
Z i (t).
Figure 3 B
The software applies statistical tests for the model fit and for the significance of variables associated with the failure
modes and for the overall model’s goodness of fit.
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AMMJ
Maintenance Decision Support Project 33
DATA COLLECTION & SCREENING
The phrase “rubbish in equals rubbish out” could not be more applicable when attempting to analyse data using a
software reliability analysis tool. With PHM based analysis data quality is of great concern for the reason that the
results of the analysis are intended to be used day-to-day for practical decision making.
The user of the software must have a good understanding of the equipment under analysis, its failure modes, and
the monitored variables likely to be influential factors that reflect failure mode deterioration. The software confirms or
refutes such assumptions using intensive computations based on statistical techniques. If the hypothesis that a CM
variable is significant is confirmed (not rejected at the 5% significance level) by the software, the reliability engineer
will obtain a probabilistic relation among:
1. significant variables, 2. working age, and 3. component failure probability.
Subsequently, the method applies a “predictive” algorithm N3 in combination with the PHM to generate a Remaining
Useful Life Estimation (RULE) model. Once developed and accepted the model will be deployed as an agent
“watchdog” silently scanning condition monitoring data as it appears in designated database locations. The agent
writes the results into a database table accessible to the Reliability Engineer and the Maintenance Manager via the
normal CMMS reporting system.
Failure data
At the Laverton site a computerised maintenance management system (CMMS) is used to raise work orders, issue
permit to work forms and report equipment failure history. Fields available to be completed on work order closeout
include “observations, cause, components and comments”.
The data extraction process for the pumps found comments ranging from general statements such as “removeddamaged”
to observations like “OK”. In many cases there was no attempt to identify failure modes or causes (e.g.
dry running or cavitation) or to distinguish between a potential failure and a suspension. We at Orica hasten to
point out that the technicians themselves are not to “blame” for such communication gaps. CMMS trainers focus on
the mechanics of manipulating the software rather than on encouraging precise RCM styles of expression of field
observations into readable descriptions of as-found equipment state. As a result, given the pride in their work held
by technicians, their commentary text includes largely descriptions of “what I did” and fewer descriptions of “what I
found”. Both, of course, are required for Reliability Analysis.
The data available from the CMMS was, therefore, unsuitable for loading directly into the reliability analysis software.
Two obstacles were encountered. Firstly, the structure of the CMMS data is not that which is needed for generating
a sample. A sample of life cycles (discriminating between ending-by-failure and ending-by-suspension) is necessary
before reliability analysis can be performed. The issue was resolved relatively easily using data mapping and
transformation algorithms (illustrated in Figure 5).
Figure 5 Transformation of CMMS data to a
Because a sample is a collection of life cycles it is
Sample for Reliability Analysis
impossible to develop a sample directly from the
CMMS’s structural representation of work order
history. Figure 5 indicates that the data in the
CMMS must be transformed to a structure wherein
life cycles are identifiable and countable.
Both complete and partial (suspended) life
cycles in the sample must be accounted for by
the reliability analysis procedure or software.
Furthermore the best way to ensure an unbiased
sample is to select two points in calendar time that
define the sample window. One selects the window
width such that there are a sufficient number of life
cycles for analysis.
Sufficiency depends on several factors one of
which is how closely the condition monitoring data
reflects the true health state of a given failure mode.
External variables reflecting operating context
within mixed populations should be identified and
accounted for in the model.
The second obstacle, on the other hand, is far more daunting. In some cases it was difficult to determine if the pump
had failed or if the work order represented a suspension. Mistaking a suspension for a failure will mislead the analysis
and modelling into mistakenly associating preventive repair with failure. That is, the model will “try” to correlate values
of condition monitoring variables occurring at a time when the component is actually in good condition, with, a failure
event. This will have the effect of introducing scatter (i.e. lowering confidence) in the model’s predictive capability.
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AMMJ
Maintenance Decision Support Project 34
The most basic data requirement, therefore, of reliability analysis (Weibull, PHM, and most others) is to distinguish
between failure and suspension when reporting the as-found condition of each significant failure mode encountered
during the execution of a work order.
In any reliability study the working age of the equipment is important. Working age is a reference line measuring the
accumulated usage of, or stress on, a component. The engineering units selected for working age should reflect the
accumulated normal wear and tear on the component. Calendar age is appropriate when the equipment operates
more or less uniformly. Energy consumed or production units delivered often provide a better indication of true
working age. Pump operating hours were not easily available and had to be estimated based on the date of the work
order and known operating practices for the pumps. For example, the two catholyte pumps shared the same duty
and swapped from online to standby every two weeks. Knowing this, the working age could be estimated based on
calendar dates, average plant uptime, and 50% run time. The other two pumps ran continuously and the working life
was based directly on the work order’s date.
Vibration data
Condition monitoring (CM) on site has been used for over 9 years. This includes vibration analysis (VA) of all pump
sets, fans and compressors. The CM is conducted by a specialist external contractor. Critical drives that have standby
redundancy are changed over regularly to ensure that they still run. Standby units are started up to perform VA. The
VA data is compiled by the Contractor and an executive summary forwarded to Laverton each fortnight.
The VA report attributes to each of the rotating machines a performance rating of “1” to “5”. When machines reach
level 3 we begin to monitor closely, at level 4 we plan to replace at next opportunity and if level 5 we would replace
immediately. No “scoreboard” is kept to tally hits, misses, and false alarms by this condition monitoring program.
(Doing so, in a “Living RCM” N4
project, is an important conclusion of this study.)
If the VA reported equipment condition is so severe and a decision to replace is made, it will have significant production
impact. An example is a magnetic drive pump motor on the Catholyte system that was exhibiting excessive noise. A
decision was made to replace the motor rather than risk an unplanned trip (potentially occurring only hours later).
When faced with a decision to shutdown and replace an item the level of confidence in making that decision is, for the
aforementioned reasons, not known. Some pumps have been known to run for extended periods at high vibration
levels without the need for replacement. This implies that factors, others than those reported by VA, influence failure
probability. It is incumbent then, upon the organization and its reliability engineers, to identify, through observation
and analysis, those internal and external factors likely to influence production and profitability.
Operational History
Another source of information was obtained from the plant Distributed Control System (DCS) alarm history logs. This
source of data assisted with confirming pump working ages by flagging stop and start events.
DATA CLEANSING & TRANSFORMATION
Data Cleansing
Before using reliability analysis software a number of steps are required to cleanse and transform the data.
1) Prepare or update the FMEA for pump and motor. The FMEA constitutes a “knowledge base” each record
of which describes a failure mode whose behavior is to be determined by the “counting up” (i.e. basic reliability
analysis) of the work order instances of that failure mode.
2) Identify the failure modes from the work orders and link them to the FMEA. Each link represents an ending
and beginning event in the sample.
3) Correlate VA data to the pump failure and suspension events using a technique such as PHM.
4) Ensure that any PM activities are properly allocated to either suspension or failure events of the pumps.
5) Use the DCS recorded stop/start events, if necessary, to determine pump working age at each life event (i.e.
work order).
6) Before modelling use the data validation function in the software to locate, repair or eliminate erroneous and
illogical data. A common example of the latter would be an Event or Inspection record containing a working
age at a later date that is lower than a working age at an earlier date.
7) Create beginning events where life cycles began prior to start date of the sample window.
8) Ensure that failures and suspensions are accurately identified and distinguished. Confirmed “potential”
failures should be counted as failures. Well discussed maintenance department standards should distinguish
failures from suspensions.
Surprisingly, Failure Mode Effects Analysis (FMEA) for the basic magnetic pump and even the standard induction
motor were difficult to find in public sources. Many references to the method are available however no specific
analysis could be found. The study developed a FMEA model (by mining the work order history) for the pumps and
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AMMJ
Maintenance Decision Support Project 35
motors and this was used to identify the significant failure modes of interest. One of the surprising outcomes from the
pump analysis was that pump failures were largely related to operational factors rather than to intrinsic mechanical
defects.
The next step was to link the CMMS data associated with failures with the different failure modes from the FMEA.
Refer Table 2. One important step is to assign the work order history with beginning and end dates for pump or motor
events, paying particular attention to failures or suspensions. Refer Table 4. This step including preparation of the
Events table should be automated through a “living” RCM process and supporting software. Ref. 6
Table 2
Some failure mode data from the work orders
RCM REF ITEM EFFECTS CONSEQ W.ORDER
LRR Pump A See service report filed in planning office
Pump PM
O 28618
FMM1 Motor A Ageing wear Replaced motor. Tested ok. O 24115
FMM1 Motor A Possible problem was found with the magnetic coupling lose on the
motor shaft. The coupling and pump case was found with scuff marks
showing that the coupling was or had been touching the casing.12/3
Isolated and disconnected motor. Bolted and bagged tails. Motor sent
to Bob White Electrics for bearing change ane inspection. 13/3
Reconnected motor and Meggered motor, cable and checked earth
return ..all ok ...R Bennett
O 12772
NRRM Motor A Motor noisy Greased & monitored - OK O 35076
FMP1 Pump B Removed pump & found that the PTFE had worn off behind the
impellor & coursed a leak path past the split plate, Replace split plate,
impellor & bearings, Reassemble & reinstalled back to service.
FMP6 or S Pump B Pump body gasket leaking Gasket looked to be OK with no obvious
leak path
O 17885
O 23271
FMP2 Pump B Leak Caustic was leaking out of the drain hole in the pump housing.
repaired Including electrical disconnection of pump motor. - pumps
impellors front face had sheared off completely and the PTFE had got
into the mag drive and seized the pump up causing a h
O 31096
Table 3
Vibration data
Table 4
Some work order records with RCM reference and Event type indicated
Vol 24 No 3

AMMJ
Maintenance Decision Support Project 36
RESULTS
The study did not identify any vibration variables that had strong association with the failures reported. In fact the
results indicate that most failures were due to operational techniques, rather than to mechanical deterioration. This is
considered a valuable finding of the study as it does indicate the area on which to focus asset management training
as well as the CBM program itself. For the former, a lesson is to spend more time in training operators on correct
pump operation. For the latter, we may examine the returned value of the VA program. It is recommended to track
(through a living RCM process) VA’s good and bad calls in order to have an evaluation of the program’s predictive
performance. Such an evaluation, consistent with continuous improvement, will result in more a more effective CBM
program. The objectives of improvement are
1) Discrimination of failure and suspension leading to more dependable decision models, and
2) determination of vibration or other condition monitoring extracted features that reflect actually occurring
failure modes.
CONCLUSIONS
This was a preliminary study based on a small sample of pumps operating over only a two year period. The authors
intend to expand the sample and to apply the lessons learned relative to the management of failure and suspension
data, particularly the following:
1. Improve the management of the work order to RCM relationship by identifying both the failure mode and
the Event type (either PF, FF, or S) on the work order.
2. Report the failure mode as a reference to a FMEA record where it is defined in the context of the
Function, Functional failure, and Effects.
3. Include in the free text field of the work order both “what was found” as well as “what was done”.
4. Update the FMEA dynamically, based on day-to-day observations surrounding the execution of a work
order. The work order free text should, to the extent justified, support updates to the Effects text field of
a FMEA/RCM record in a continuous process of knowledge refinement. The work order free text should
be examined by the reliability engineer in order to expand the Effects text of the RCM knowledge base
to cover all reasonably likely situations that may arise in the course of the enterprise’s operations.
Feedback and exchange of these concepts with the technicians should occur regularly.
5. Understand the requirements for an unbiased sample before attempting Reliability Analysis. The
characteristics of a sample for reliability analysis are illustrated in Figure 5.
6. Perform Reliability Analysis. This is, relatively speaking, the easiest part of the entire process as long as
the considerations discussed thus far have been understood and respected by the reliability engineer
and maintenance personnel involved in the work order process.
ACKNOWLEDGEMENT
This paper acknowledges the following people:
For support and encouragement provided by co-authors M Wiseman and Dr D Lin (OMDEC),
For assistance from C Hill (CMA) and S Mustadanagic (Iwaki)
For suggestions from Dr. Naaman Gurvitz (Clockwork Solutions)
REFERENCES
[1] http://www.reliasoft.com/products.htm
[2] http://www.plant-maintenance.com/
[3] http://www.isograph-software.com/
[4] Weibull, W. (1951), “A statistical distribution function of wide applicability”,
J. Appl. Mech.-Trans.ASME 18 (3): 293–297 .
[5] Jardine A.K.S., Banjevic D., Wiseman M.., Buck S. and Joseph T. “Optimising a Mine Haul Truck Wheel
Motors’ Condition Monitoring Program: Use of Proportional Hazards Modelling”,
http://www.omdec.com/moxie/About/cases/
[6] Living RCM and EXAKT forums, http://www.omdec.com/wiki/tiki-forums.php
[7] Mixed Populations Mathematical Basis, Naaman Gurvitz, Clockwork Solutions Inc.
http://www.clockwork-solutions.com
[8] http://www.omdec.com/wiki/tiki-index.php?page=The+elusive+PF+interval
NOTES
N1. “More conservative” in the sense that because CBM (assuming that the CBM detection confidence is high enough) detects “potential”
failures, which, by definition, have few or minor consequences. Hence fewer functional failures, having severe consequences, will slip through.
N2. A suspension is a renewal of a part or component (failure mode) for any reason other than failure. Without making the distinction between
failure and suspension on the completed work order, no data based reliability analysis will be possible.
N3 From the historical records of condition monitoring data, the past transitions from each state to all other states can be compiled in a matrix
and the probabilities of each transition can be thus determined. These probabilities when combined with the Proportional Hazard Model will yield
a failure prediction. For a detailed explanation and more information see Ref 8.
N4 “Living” RCM (LRCM) is a dynamic process whereby work orders are linked to RCM/FMEA knowledge records, each link constituting a data
point in a sample for reliability analysis. Secondly, the RCM/FMEA records should be updated as each work order reveals new knowledge about
a failure and its effects. Ref 6.
Vol 24 No 3

Simple Solutions to Big Problems
Stop The Insanity “TOOL BOX TALK” Courtesy of Ricky Smith
Impact Reliability of your Assets NOW:
Most organizations are looking for the “Silver Bullet”, or a Simple Solution to increase reliability but there is
none. Let’s get back to the basics which will make a large impact on Reliability. Here are some ideas I hope
helps your company increase reliability, lower cost, and save jobs.
Optimizing a company’s lubrication program should be the highest priority.
1. Hire a Professional to come in and conduct a lubrication assessment. Once completed, develop a plan to
implement a world class lubrication program. Ask the lubrication expert to provide training to your people.
2. Ask the expert to come back often until your
lubrication program is in place and effective.
3. Ensure repeatable lubrication procedures
have been written & are being followed by all.
4. Develop a RACI Model for roles and
responsibilities for Lubrication Best Practices.
5. Measure Mean Time Between Failure of your
rotating equipment and watch as reliability
begins to increase quickly. Go to MTBF Users
Guide: www.box.net/shared/1i9v16aq8z
6. Periodically inspect the lubrication program
to ensure the work is performed correctly.
Ensure all maintenance work is performed to a standard.
1. Have repeatable procedures in place for most maintenance work.
Read “Procedure Based Maintenance”at: www.box.net/shared/ke70hvu06f
2. Insure mechanical and electrical technicians use a torque wrench when tightening fasteners and ensure
the correct fastener is used. Use this as a training aid: www.box.net/shared/jrn4tzriyl
3. Every piece of equipment should have work performed to manufacture’s specifications. If not known then
a Reliability Engineer or outside engineer should assist with these specifications.
4. Maintenance supervisors should perform checks on all critical work and at least 10% of non-critical work
each day.
Additional Duty Assignments
1. All maintenance technicians will be given an extra duty every week that enhances the capability of the
crew and should be rotated weekly. (30 minutes at the end of a shift)
2. These duties include:
a. Ensure shop is cleaned at the end of shift.
b. Ensure all special tools are returned to the appropriate place at the end
of the shift and in good working condition
c. Writing Repeatable Procedures will be assigned as an extra duty to a maintenance technician and
will work with the planner to conduct this task. The Reliability Engineer and maintenance supervisor
will approve all procedures before they are to be executed. For help review:
www.alliedreliability.com/gpalliedtraining/details.asp?eventid=46
“TOOL BOX TRAINING” rsmith@gpallied.com Copyright GPAllied www.gpallied.com
Ricky Smith will be joining Len Bradshaw in Australia for the 2011 Maintenance Seminars:
Brisbane 14 – 16 September 2011, Melbourne 19 – 21 September 2011
Go to the following URL for more information: www.maintenancejournal.com/MaintenanceBrochure2011.pdf
Vol 24 No 3

Estimation of Effective Thickness of Corroded
Steel Plates for Remaining Strength Prediction
T. Kaita 1 , J.M.R.S. Appuhamy 2 , M. Ohga 2 and K. Fujii 3
1 Department of Civil Engineering & Architecture, Tokuyama College of Technology, Gakuendai, Japan
2 Department of Civil & Environmental Engineering, Ehime University, Japan
3 Department of Social & Environmental Engineering, Hiroshima University, Japan
Many steel bridge infrastructures of the world are getting old and hence subjected to age-related
deterioration such as corrosion wastage, fatigue cracking, or mechanical damage during their
service life. These forms of damage can give rise to significant issues in terms of safety, health,
environment, and life cycle costs. Since it is not possible to retrofit or rebuild those aged bridges
at the same time, it is necessary to develop advanced technologies which can be used to assist
proper maintenance of highway and railway infrastructures and evaluate the remaining strength
capacities of those bridges, in order to keep them in-service until they required necessary retrofit
or rebuild in appropriate time.
This paper describes a simple method to estimate the remaining yield and tensile strength of
corroded steel members by using a concept of representative effective thickness (t eff ) with the
correlation of initial thickness (t 0 ) and the maximum corroded depth (t c ,max), based on the results
of many tensile coupon tests of corroded plates obtained from a steel plate girder used for about
100 years with severe corrosion.
1.0 Introduction
Corrosion is a time-based process of deterioration of a material as a result of a reaction with its environment. In this
electrochemical process, initial attack occurs at anodic areas on the surface, where ferrous ions go into solution.
Electrons are released from the anode and move through the metallic structure to the adjacent cathodic sites on the
surface, where they combine with oxygen and water to form hydroxyl ions. These react with the ferrous ions from
the anode to produce ferrous hydroxide, which itself is further oxidized in air to produce hydrated ferric oxide (i.e.
red rust). The sum of these reactions can be represented by the following equation:
4Fe + 30 2
+ 2H 2
0 = 2Fe 2
0 3
.H 2
0 (1)
(Steel) + (Oxygen) + (Water) = Hydrated ferric oxide (Rust)
This process requires the simultaneous presence of water and oxygen. In the absence of either, corrosion does
not occur. The consequences of corrosion are many and varied and the effects of these on the safe, reliable and
efficient operation of structures are often considered than simply losing a volume of metal. One of the major harmful
effects of corrosion is the reduction of metal thickness leading to loss of mechanical strength and structural failure,
causing severe disastrous and hazardous injuries to people.
There are more than 50,000 steel railway bridges in Japan, where more than half of them have been used over
60 years and some bridges are aged over 100 years (Sugimoto, 2006). With aging, Corrosion becomes one of the
major causes of deterioration of steel bridges, and its’ damages seriously affect on the durability of steel bridges
(Fujii 2003 and Rahgozar, 2009).
Recently, there are many damage examples reported due to corrosion and fatigue around the world. Though it’s a
maintenance issue, it can be addressed appropriately by specification of a proper corrosion system in the design
phase. It has been proved that the corrosion played a significant role in the catastrophic collapse of both the Silver
Bridge (Point Pleasant, WV) in 1967 and the Mianus River Bridge (Connecticut) in 1983, USA (Steel Bridge Design
Handbook). Those collapses indicated the paramount importance of attention to the condition of older bridges,
leading to intensified inspection protocols and numerous eventual retrofits or replacements. Therefore corrosion is
not an issue to be taken lightly either in design phase or in maintenance stage. Further, as some recent earthquakes
demonstrated the potential seismic vulnerability of some types of steel bridges (Bruneau, 1997 and Zahrai, 2003),
it would be very important to understand the behaviour of existing steel bridges which are corroding for decades, in
future severe seismic events as well.
To assure adequate safety and determine the ongoing maintenance requirements, thorough regular inspections
are required. These inspections should form the essential source of information for carrying out a comprehensive
evaluation of its current capacity. The accurate estimation of remaining strength of steel members will give the
necessary information on establishing the performance recovery methods and necessary retrofitting techniques
or replacements of severe corroded members. Therefore, establishment of more accurate remaining strength
estimation method will be the core part in all maintenance tasks.
It is known that the corrosion wastage and the stress concentration caused by the surface irregularity of the corroded
steel plates influence the remaining strength of the corroded steel plates (Kariya, 2005). Therefore this study of the
effect of different forms of corrosion on the remaining strength capacities of the existing structure is a vital task for
the maintenance management of steel highway and railway infrastructures.
Vol 24 No 3

AMMJ
Effective Thickness of Corroded Steel Plates 39
2.0 Problem Statement
Some researchers have done some experimental studies and detailed investigations of the corroded surfaces
to introduce methods for estimating the remaining strength capacities of corroded tensile steel plates. Namely,
Matsumoto et al. (1989) investigated the tensile strength, using tensile coupons with corrosion and predict the
remaining tensile strength of the corroded plates, using the minimum value of average thickness (t sa ) of the cross
section perpendicular to the loading axis as a representative thickness. Further, Muranaka et al. (1998) and Kariya
et al. (2003) proposed different representative thickness parameters with a correlation of average thickness (t avg )
and standard deviation of thickness ( st), to estimate the tensile strength of corroded members based on te
many _ y
tensile tests.
Thus, it is very clear that, many researchers usually use representative thickness based on several statistical
parameters to estimate the remaining strength. The all above described representative thickness concepts were
derived with relation to the average thickness of the corroded plate (t avg ) which eventually depends on the accuracy
of the thickness measurements. But, it is not easy to conduct bridge inspections with detailed investigations for each
and every structure in regular basis as the number of steel bridge infrastructures in the world is steadily increasing
as a result of building new steel structures and extending the life of older structures. Therefore, it is important to
establish a simple and accurate procedure to predict the remaining strength capacities of a corroded steel member
by measuring lesser number of points with an acceptable accuracy level. So, the objective of this paper is to present
a remaining strength estimation method by using a representative effective thickness which is related with an easily
measurable dimension like initial thickness (t 0 ), minimum thickness (t min ), etc.
3.0 Experimental Investigation
3.1 Measurement of Corroded Surface
Py
( yn / y ) ( bn / b ) yn y t eff = t 0 + (1-) t min ()
B
y
In this study, 42 specimens (21 each from web and flange) cut out from a girder of Ananai River in Kochi Prefecture
on the shoreline of the Pacific Ocean, which had been used for about hundred years. It was constructed as a railway
bridge in 1900, and in 1975 changed to a pedestrian bridge, when the reinforced concrete slab was cast on main
girders. The bridge was dismantled due to serious corrosion damage in year 2001. Further, four corrosion-free
specimens were cut down smoothly from both sides of corroded steel plate also fabricated in order to clarify the
material properties. The JIS No.5 test specimen is shown in Figure 1.
Figure 1
JIS No. 5 Specimen for tensile test
Before conducting the thickness measurements, the
rust and paint on the surface were removed by using
a steel wire brush and then applying high pressure
water carefully in order to not change the condition
of the corrosion irregularity. Then the thicknesses of
all scratched specimens were measured by using
a laser displacement gauge and the intervals of
measurement data are 1mm and 0.3 mm in X and Y
directions respectively. The measurement performed
shaded area (70mm x 25mm) is shown in Figure
1 and the condition of thickness measurement is
shown in Figure 2. Then, the statistical parameters
such as average thickness (t avg ), minimum thickness
(t min ), standard deviation ( st ) and coefficient
of variability (CV) were calculated from the
measurement results.
3.2 Outline of Tensile Test
Py
( yn / y ) ( bn / b ) yn y t eff = t 0 + (1-) t min () te
_ y
By
The extensometer which can be used to measure
elongation until maximum load was set between two
marked points as shown in Figure 3 for all 42
Figure 2
Condition of thickness measurement
Vol 24 No 3
te _ b

AMMJ
Effective Thickness of Corroded Steel Plates 40
Table 1: Material properties
Table 1: Material properties
Specimen
Elastic
modulus
/(GPa)
Poisson’s
ratio
Yield
stress
/(MPa)
Tensile
strength
/(MPa)
Elongation at
maximum
load /(%)
Elongation
after
breaking
/(%)
Corrosion-free plate (flange) 198.9 0.272 308.7 418.7 19.28 40.12
Corrosion-free plate (web) 192.7 0.284 291.1 415.4 20.82 39.65
SS400 JIS 200.0 0.300 245~ 400~510 21.00 –
corroded specimens and the yield strength, tensile
strength and elongation were obtained from the
load-elongation curves. The tensile test was
performed very carefully at the loading velocities
of 0.2 mm/min at elastic region and 0.5 mm/min at
plastic region.
First, the tensile test was performed for the four
corrosion-free specimens (each two from flange
and web) cut down smoothly from both sides of
corroded steel plate.
The fundamental mechanical properties of the
material, such as elastic modulus, Poisson’s ratio,
yield stress, tensile strength and the elongation
were obtained as shown in Table 1. The standard
values by JIS are also indicated in the table as the
reference. It can be seen that these specimens
have the equality with the SS400 Japanese
Industrial Standards. And also the web and flange
have almost the same properties.
Then, the tensile tests were carried out for all
flange and web specimens in order to clarify the
relationship between the representative effective
thickness which was used to estimate the remaining
mechanical strength properties of the corroded
plate and the degree of the corrosion state.
3.3 Classification of Corrosion Levels
Various types of corrosion conditions in actual steel
structures can be seen as the corrosion damage
can take place in many shapes and forms. But, it
would be important to categorize those different
corrosion conditions to few general types for better
understanding of their remaining
strength capacities considering their
visual distinctiveness and the features
of histograms, amount of corrosion
and their expected mechanical and
ultimate behaviors.
Here, it is important that these
corrosion levels could easily identified
through few thickness measurements
at the site and they represent not only
the amount of corrosion, but also the
remaining strength capacities for a
brisk assessment of condition of the
structure.
Nominal Ultimate Stress Ratio, ( bn / b )
1
0.8
0.6
Figure 3
Figure 4: Relationship of ultimate stress ratio & minimum thickness ratio ()
0.4
0.2
Experimental set up of the corroded specimen
Level I (Minor Corrosion)
Level II (Moderate Corrosion)
Level III (Severe Corrosion)
The Figure 4 shows the relationship
Severe
Moderate
Minor
between the nominal ultimate stress
Py
Pb
( yn ratio / y ) ( bn / b ) & yn the y minimum t eff = t 0 thickness + (1-) t min () te
_ y
0 te
_ b
0.25 0.5 Py0.75 1
b
ratio ( ), where bn (is yn / the y ) nominal ( bn / b ) yn y t eff
= Bt
P
y
0 + Py
(1-) t min
B() b
Pb
( yn / y ) ( bn / b ) yn y t eff = t 0 + (1-) t min () te
_ y te
_ b te
_ y te
_ b
ultimate stress and b is (the yn /ultimate
y ) ( bn / b ) yn y t eff = t 0 + (1-) t min () , (t min / 0 )
B
y
B
P
y
B b
te
_ y y B
b
P
b
te
_ b
stress of corrosion-free plate.
By
B b
Figure 4 Relationship of ultimate stress ratio & minimum thickness ratio ( ) ( yn /
Vol 24 No 3

Frequency, (%)
Effective Thickness 41
AMMJ
Severe of Corroded Corrosion Steel Plates ; < 0.5
tmin
Here, the minimum thickness ratio ( ) is defined as:
Py
( yn / y ) ( bn / b ) yn y t eff = t 0 + (1-) (2) t min () te
_ y
t0
By
In this study, three different types of corrosion levels were introduced according to their severity of corrosion, and
which can be used for reliable remaining strength estimation ( bn of / b actual ) corroded steel structures. They are;
Py
Minor Corrosion ; > 0.75 ( yn / y ) ( bn / b ) yn y t eff = t 0 + (1-) t min () te
_ y
bn
By
Py
Moderate Corrosion ; 0.75 ≥ ≥ 0.5 ( yn / y ) ( bn / b ) yn y t eff = t 0 + (1-) t min () te
_ y
Py
By
Severe Corrosion ; < 0.5( yn / y ) ( bn / b ) yn y t eff = t 0 + (1-) t min () te
_ y te
By
Further, the following Figure 5 shows the thickness histograms of three members which are classified in to the above
mentioned corrosion categories. There, the significance of these three corrosion categories can be recognized from
the features of those thickness histograms as well.
Usually in minor corrosion members, many tiny corrosion pits (less than 3mm depth) can be seen through out the
specimen. Figure 5(a) shows that the peak of thickness histogram is almost the same as its average thickness for
the minor corrosion type members. Further, it can be seen that the distribution width of the thickness histogram is
very narrow.
In moderate corrosion type members, though there are few considerable corroded pits (depth of 3-5 mm) exist
in some places, many non-corroded portions also remain widely. Further, as it can be seen from Figure 5(b), the
thickness distribution is larger than that of the minor corrosion members and the peak of thickness histogram is not
the same as the average thickness of the member.
60
50
40
30
20
10
Average thickness (t avg ) : 9.40 mm
Standard deviation ( st ) : 0.11 mm
Minimum thickness (t min ) : 8.68 mm
Minimum thickness ratio (
(a)
0 2 4 6 8 10
Thickness [mm]
Figure 5
When the corrosion is more progressed, severe corrosion type can be seen with several extensive corroded regions
(maximum corrosion depth over 5mm and the diameter of the corroded pits are exceeding 25mm) on the member.
Usually in severe corroded members, few peaks of the thickness histogram can be seen as shown in Figure 5(c),
and the highest peak is widely different from the average thickness as well.
So, it is clear that the average thickness could not be able to use for the strength estimations of members with
moderate or severe corrosion conditions.
100
3.4 Experimental Results
Load-elongation curves for three different corroded
specimens and one corrosion-free plate are shown in 80
Figure 6.
FT-22 and FT-18 have comparatively larger minimum
Py
thickness ratio ( = 0.827 ( yn /and y ) (0.632 bn / b ) respectively) yn y t eff = tand 0 + (1-) the t min () te
_ y
specimen FT-15 has comparatively lesser value of it ( =
60 By
0.469). Further it can be seen that the steel plate FT-5,
in which the corrosion progression was more severe, the
minimum thickness ratio is also diminutive ( =0. 231). 40
Herein, the specimen (FT-22) with minor corrosion has
almost the same mechanical properties (such as apparent
yield strength and load-elongation behavior etc.) as the
20
corrosion-free specimen (FM-5).
On the other hand, the moderately corroded specimen
(FT-18) and the severe corroded (in this case, locally)
specimen (FT-15) show obscure yield strength (Figure
6). And the elongation of the specimen FT-15 decreases
significantly. The reason for this is believed to be that the
local section with a small cross-sectional area yields
Frequency, (%)
60
50
40
30
20
10
Average thickness (t avg ) : 9.01 mm
Standard deviation ( st ) : 0.60 mm
Minimum thickness (t min ) : 6.64 mm
Minimum thickness ratio (
(b)
Minor Corrosion ; > 0.75
Moderate Corrosion ; 0.75 0.5
0 2 4 6 8 10
Thickness [mm]
Frequency, (%)
60
50
40
30
20
10
Average thickness (t avg ) : 7.77 mm
Standard deviation ( st ) : 0.97 mm
Minimum thickness (t min ) : 4.92 mm
Minimum thickness ratio (
(c)
0 2 4 6 8 10
Thickness [mm]
Thickness histigrams of (a) Minor corrosion type FT-22, (b) Moderate corrosion type (FT-18)
and (c) Sever corrosion type (FT-15)
Load (kN)
Py
( yn / y ) ( bn / b ) yn y t eff = t 0 + (1-) t min () te
_ y
By
FM-5 (Corrosion-free plate)
FT-22 (Minor Corrosion)
FT-18 (Moderate Corrosion)
FT-15 (Severe Corrosion)
0 5 10 15 20
Elongation, (%)
Figure 6
Load - elongation curves
t
_ b
Vol 24 No 3
e
Pb
B b
Pb
te
_ b
B b
( yn / y ) ( bn / b ) yn y t eff = t 0 + (1-) t min Py
() te
_ y
By
t
e
_ b
te _ b
_ b
te
Pb
B b

Effective Thickness of Corroded Steel Plates
42
AMMJ
at an early load stage because of the
stress concentration due to irregularity
of corroded steel plate. And this will
lead the moderate and severe corrosion
members to elongate locally and reach
to the breaking point.
Further, it was noted that the most of
the corroded specimens had been
broken either in a section of minimum
thickness (t min ) or near the smallest
average thickness (t sa ). Therefore, the
local statistical parameters with the
influence of stress concentration should
be used for the yield and tensile strength
estimations.
Even though 42 specimens were tested
in this study some of the specimens
were broken outside the gauge length.
Therefore only the successful specimens
were considered for this research study
& their corroded surface measurements,
experimental yield and tensile loads
and corrosion level classification are
shown in Table 2. There, the initial
thickness(t 0 ) of the flange specimens
and web specimens are 10.5mm and
10.0 mm respectively.
Table 2 Measurement, experimental results and categorization of specimens
Table 2: Measurement, experimental results and categorization of specimens
Member
t avg
t min
t sa
st
Experimental
Corrosion
/(mm)
/(mm)
/(mm)
/(mm)
Results
P y /(kN)
P b /(kN)
(t min/t 0)
Type
FT-1 9.25 7.90 9.03 0.21 60.89 92.20 0.752 Minor
FT-2 9.86 9.04 9.73 0.21 67.82 96.08 0.861 Minor
FT-5 7.54 2.43 4.10 2.01 26.78 35.82 0.231 Severe
FT-6 9.25 6.90 8.69 0.56 59.57 87.19 0.657 Moderate
FT-8 9.16 8.47 9.02 0.20 64.10 91.39 0.807 Minor
FT-9 9.39 8.34 9.16 0.26 62.32 91.04 0.794 Minor
FT-10 9.03 8.29 8.88 0.21 65.75 91.24 0.790 Minor
FT-11 8.97 7.50 8.41 0.47 61.88 87.42 0.714 Moderate
FT-12 8.73 8.00 8.51 0.18 64.83 91.29 0.762 Minor
FT-13 8.76 7.93 8.50 0.27 61.40 89.92 0.755 Minor
FT-14 8.82 7.97 8.53 0.23 62.50 89.52 0.759 Minor
FT-15 7.77 4.92 6.50 0.97 47.09 63.64 0.469 Severe
FT-18 9.01 6.64 7.72 0.60 59.85 83.64 0.632 Moderate
FT-22 9.40 8.68 9.25 0.11 67.75 93.96 0.827 Minor
WT-1 9.26 8.42 8.89 0.22 63.91 89.54 0.842 Minor
WT-2 9.41 8.31 8.96 0.37 65.45 90.53 0.831 Minor
WT-3 9.46 8.07 9.24 0.27 65.41 91.38 0.807 Minor
WT-4 9.26 8.35 9.00 0.20 64.46 92.00 0.835 Minor
WT-5 9.16 7.88 8.71 0.31 62.87 91.21 0.788 Minor
WT-6 9.48 8.55 9.22 0.22 64.75 91.68 0.855 Minor
WT-7 9.32 7.86 9.04 0.43 64.23 87.19 0.786 Minor
WT-8 9.27 7.92 8.89 0.25 64.78 91.19 0.792 Minor
WT-9 9.09 8.11 8.87 0.29 61.30 87.00 0.811 Minor
WT-11 9.31 8.13 8.90 0.25 63.24 90.96 0.813 Minor
WT-12 9.31 8.47 9.00 0.18 64.15 92.72 0.847 Minor
WT-13 8.82 7.61 8.33 0.29 63.74 90.78 0.761 Minor
WT-15 9.22 8.14 9.01 0.24 61.86 88.71 0.814 Minor
WT-16 9.02 8.14 8.79 0.24 62.78 89.36 0.814 Minor
WT-17 9.13 8.18 8.94 0.24 62.16 90.03 0.818 Minor
WT-18 9.17 8.20 8.94 0.16 65.23 92.03 0.820 Minor
WT-19 8.86 7.70 8.49 0.38 63.46 87.41 0.770 Minor
WT-21 9.16 8.03 8.89 0.19 69.64 91.03 0.803 Minor
4.0 Residual Strength Estimation
4.1 Estimation of Yield and Tensile Strength
Py
te
_ y
The two basic definitions can be expressed for the experimentally predicted parameters By
for the yield effective
thickness (t e_y ) and the tensile effective thickness (t e_b ) as follows:
Py
(3) b
t
P (4)
e _ y
te
_ b
By
B b
Where, P y : yield load, P b : tensile load, B: width of the specimen for the corroded state and y and ( yn /b y are )( yn ( yield / bn y / ) and b )( bn yn / b ) y yn t
tensile stress of corrosion-free plate Pb
respectively.
te
_ b
But the above defined effective B thickness b parameters cannot be obtained for the in-service structures. So, a
measurable statistical parameter with a high correlation with the effective thickness parameter will be essential for
remaining strength estimation of those structures. Therefore, the correlations between the effective thickness (t eff )
and measureable statistical parameters (such as average thickness t avg , minimum thickness
Pt min , standard deviation
y Pb
of thickness st etc.) ( yn / were y ) examined ( bn / b ) and yn a y better t eff relationship = t 0 + (1-) was t min found () with the teminimum _ y thickness. Hence, te
_ b in this
study, a representative effective thickness (t eff ) based on the initial thickness (t 0 ) and the Bminimum y
thickness (t B min )
b
was introduced as a new trial. So the aim is to use minimum thickness as the only variable parameter to represent
the condition of corrosion in the process of estimating remaining strength capacities.
Py
The x-axis of Figure 7 is the minimum thickness ratio ( ) and (the yn / y ) y-axis ( bn /shows b ) yn the y t eff nominal = t 0 + (1-) stress t min ratio () normalized t e _ y te
P
y P
y
BP
by
by yield stress ( P
b
yn/ ( y yn ) / in ( y Figure yn ) /( y ) bn 7(a) / ( b bn ) and / b yn ) tensile yn y stress t eff y = t eff t ( 0 = + bn/ t ( (1-) 0 yn + b) / (1-) ( in t y min ) yn Figure /( t y min ) bn () / 7(b) ( b )() bn / respectively. yn b t) e _ y y yn t
e _ t y
eff y Figures = t eff t 0 = + t 7(a) (1-) 0 + teand _(1-) tb
min t
7(b) e _ bt min () ()
t shows a good linear relationship between the minimum thickness ratio in both yield and tensile B
By
stress y
conditions. B
Bb
b
Also it is noted that an average unique relationship for both yield and tensile stress conditions can be obtained.
From this relationship, a formula for representative effective thickness (t eff ) can be obtained as described below.
From Figure 7(a),
yn yn
0.204
0.795
yy
t eff = 0.204t 0 + 0.795t min (5)
t
In same way from Figure 7(b), eff
t eff = 0.204t 00 + 0.795t min min
t eff = 0.185t 0 0.839tmin (6)
t
So, a generalized equation for the eff
t eff = 0.185t representative 00 + 0.839t effective min min
thickness parameter, which satisfies the non corrosion
condition, where, t min is equal to t 0 and the value of t eff should be equal to t 0 as well, can be expressed as:
t eff
t eff = t t 00 + (1-) t min
t min
(7)
t eff
t eff = 0.2 0.2 t 0
t 0 + 0.8 0.8 t min
t min
Vol 24 No 3

Effective Thickness of Corroded Steel Plates
43
AMMJ
1
1
0.8
0.8
( yn / y )
0.6
0.4
Y = 0.204 + 0.795 X
R 2 = 0.911
( bn / b )
0.6
0.4
Y = 0.185 + 0.839 X
R 2 = 0.943
0.2
0.2
0 0.2 0.4 0.6 0.8 1
, (t min / t 0 )
0 0.2 0.4 0.6 0.8 1
, (t min / t 0 )
Figure 7 Relationship of (a) yield stress ratio, (b) tensile stress ratio and minimum thickness ratio ( )
Considering both yield and tensile stress conditions, it was found that the λ =0.2 gives the best agreement and
hence the representative effective thickness parameter can be defined as:
t eff = 0.2 t 0 + 0.8 t min (8)
Now, the maximum corroded depth (t c,max ) can be expressed as:
t c,max = t 0 - t min (9)
So, considering Eq. 8 and Eq. 9, the following relationship can be obtained for representative effective thickness
(t eff ), which can be used to estimate the remaining yield and tensile strengths of a corroded steel plate.
t eff = t 0 - 0.8 t c,max (10)
A further detailed study comprises with experimental and numerical analysis of more specimens with moderate and
severe corrosion is deemed necessary to understand the significance of this λ value and verify this for different
corrosion levels and environmental conditions.
10
10
( yn / y ) ( bn / b )
8
(a) Matsumoto et al. 1989
8
(b) Muranaka et al. 1998
t Matsumoto
6
4
t Muranaka
6
4
2
2
Coefficient of Correlation: R 2 = 0.88
0 2 4 6 8 10
t e_b
10
Coefficient of Correlation: R 2 = 0.04
0 2 4 6 8 10
t e_b
10
8
(c) Kariya et al. 2003
8
(d) Proposed
t Kariya
6
4
t eff (Proposed)
6
4
2
Coefficient of Correlation: R 2 = 0.81
2
Coefficient of Correlation: R 2 = 0.90
0 2 4 6 8 10
0 2 4 6 8 10
t e_b
t e_b
Figure 8 Relation between different predicted effective thickness parameters with te_b
Vol 24 No 3

Effective Thickness of Corroded Steel Plates
44
AMMJ
4.2 Comparison of Proposed Effective Thickness
The experimentally predicted thickness (Eq. 3 and Eq. 4) and the representative thickness which were valued
by different methods were examined and compared to understand the effectiveness of the proposed method of
estimating the remaining strength capacities of corroded steel plates. The following Figure 8 shows the behavior of
representative thickness, valued by different methods and the experimental tensile effective thickness (t e_b ).
Figure 8 shows that the strength estimations obtained by the effective thickness values proposed by all Matsumoto
et al 1989, Muranaka et al 1998 and Kariya et al 2003 are rather overestimated. So, this could lead the corroded
structures to be at risk as their actual remaining capacities are lesser than that of the predicted. But, the “Proposed”
method is much closer to the actual conditions.
The Table 3 shows the coefficient
of correlation values of the
available different methods and
the proposed method of effective
thickness in estimating remaining
yield and tensile strengths. It
clearly shows that the proposed
effective thickness parameter
gives more reliable and better
prediction with the experimentally
analyzed results than other
available methods.
5.0 Conclusions
The 42 specimens taken out of the scrapped plate girder which had been used for about 100 years with severe
corrosion, was used to perform the tensile tests to clarify the relationship between the representative effective
thickness (t eff ) to estimate the mechanical properties of corroded plates and their level of corrosion. A representative
effective thickness equation derived by using initial thickness and maximum corroded thickness (derived with
minimum thickness) to estimate their remaining yield and tensile strengths is discussed from those experimental
results.
The main conclusions are as follows:
1. The corrosion causes strength reduction of steel plates and minimum thickness ratio ( ) can ( yn be / y ) used ( bn /as b ) a
yn y t eff =
measure of the level of corrosion and their strength degradation. Therefore, three basic corrosion P categories can be
y Pb
defined, Minor Corrosion ( > 0.75), ( yn /Moderate y ) ( bn b ) Corrosion yn y t eff = (0.75 t 0 + ≥ (1-) ≥ t min 0.5) ( yn () and / y ) Severe (t
bn e _/ y b ) Corrosion yn y t eff = ( t < 0.5) according
B
to their severity of corrosion.
e t _
b 0 + (1-) ( yn / t min y ) ( () bn / b ) t
e yn _ y
y t
y
B b
B
2. A representative effective thickness (t eff ), based on the initial thickness (t 0 ) and maximum corroded thickness
(t c,max ) can be used to estimate the remaining yield and tensile strength of corroded steel plates. In estimation of
both remaining yield strength and tensile strength, the proposed relationship revealed a good comparison with the
experimental results and the derived equation is as follows:
t eff = t 0 - 0.8 t c,max
As the proposed effective thickness equation has only a single variable, maximum corroded thickness (t c,max ), which
is an easily measurable parameter and the value of initial thickness (t 0 ) is a well known parameter, it will reduce the
contribution of errors occurring during the practical investigation of a corroded member. Also it is necessary to note
that the t max should be applied for very old bridges in which t 0 may not be known in very rare situations. Further this
method is simple and gives more reliable and closer results compared to the other available methods.
References
Table Table 3: Comparison 3 Comparison of correlation of correlation coefficients coefficients of different of representative different representative
thickness prediction
methods
thickness prediction methods
Method
Matsumoto
et al. 1989
Muranaka
et al. 1998
Kariya
et al. 2003
Proposed,
Equation of thickness t sa t avg – 0.7 st t avg – 1.3 st t 0 - 0.8 t c,max
Correlation
Yield - - - 0.89
Coefficient Tensile 0.88 0.04 0.81 0.90
[1] A. Kariya, K. Tagaya, T. Kaita and K. Fuji [2003], ‘Basic study on effective thickness of corroded steel plate and
material property’, Annual conference of JSCE, pp 967-968. (In Japanese)
[2] A. Kariya, K. Tagaya, T. Kaita and K. Fuji [2005], ‘Mechanical properties of corroded steel plate under tensile
force’, Proceedings of the 3rd International Structural Engineering and Construction Conference (ISEC-03), Japan,
pp 105-110.
[3] A. Muranaka, O. Minata and K. Fujii [1998], ‘Estimation of residual strength and surface irregularity of the
corroded steel plates’, Journal of Structural Engineering, vol. 44A, pp 1063-1071 (In Japanese).
[4] ‘Corrosion Protection of Steel Bridges’, Steel Bridge Design Handbook, Chapter 23, National Steel Bridge
Alliance.
[5] I. Sugimoto, Y. Kobayashi and A. Ichikawa [2006], ‘Durability Evaluation Based on Buckling Characteristics of
Corroded Steel Deck Girders’, QR of RTRI, Vol. 47, No.3, pp 150-155.
[6] K. Fuji, T. Kaita, H. Nakamura and M. Okumura [2003], ‘A Model Generating Surface Irregularities of Corroded
Steel Plate for Analysis of Remaining Strength in Bridge Maintenance’, The 9th East Asia-Pacific Conference on
Structural Engineering and Construction (EASEC-9), Vol. 9, pp 32-38.
[7] M. Bruneau and S.M. Zahrai [1997], ‘Effect of Severe Corrosion on Cyclic Ductility of Steel’, Journal of Structural
Engineering, Vol. 123, No.11 pp 1478-1486.
t eff
Vol 24 No 3

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45
[8] M. Matsumoto, Y. Shirai, I. Nakamura and N. Shiraishi [1989], ‘A Proposal of effective Thickness Estimation
Method of Corroded Steel Member’, Bridge Foundation Engineering, Vol. 23, No. 12, pp 19-25. (In Japanese)
[9] R. Rahgozar [2009], ‘Remaining Capacity Assessment of Corrosion Damaged Beams using Minimum Curves’,
Journal of Constructional Steel Research, Vol. 65, pp 299-307.
[10] S.M. Zahrai [2003], ‘Cyclic Strength and Ductility of Rusted Steel Members’, Asian Journal of Civil Engineering,
Vol. 4, Nos. 2-4, pp 135-148.
[11] T. Kaita, K. Tagaya, K. Fuji, M. Miyashita and M. Uenoya [2005], ‘A simple estimation method of bending
strength for corroded plate girder’, Proceedings of the 3rd International Structural Engineering and Construction
Conference (ISEC-03), Japan, pp 89-97.
Spares Criticality Has Many Dimensions
Phillip Slater Materials and Spare Parts Management Specialist (Australia)
One of the things that most maintenance and reliability groups struggle with is the issue of spare parts criticality.
It seems that criticality is often seen as a single dimension issue, that is, an item either is, or isn’t, critical. But
I don’t think that is right. I think spare parts criticality is a multi-dimensional issue.
What do I mean by multi-dimensional? Not that criticality exists in some science fiction space-time continuum
but rather that it has a number of characteristics that need to be considered before deciding what to hold in
inventory.
For example, is the item in question machine critical or operationally critical? By machine critical I mean, will
failure of the item stop the piece of equipment of which it is a part? By operationally critical, I mean, will failure
of the item stop production? These two characteristics are quiet different and have a different impact on what
to do next.
For example, the globe in a headlight on my car is machine critical to the light. Obviously, the light will not work
without the globe. But my car will still operate. In fact, in daylight hours there is no noticeable difference. If
the globe fails at night I would notice the difference but would still be able to operate the car until I can get the
globe replaced. Yes, safety will be slightly reduced but I think that this is, in this specific case, acceptable for
a short period.
Compare the globe failure with a fan belt failure. If you break a fan belt you won’t be able to drive for more
than a few minutes before the vehicle starts to overheat and be un-drivable. The fan belt is not only machine
critical it is also operationally critical. Yet, how many people carry spare fan belts for their cars? Not many.
Why: because the failure is rare and the result may be inconvenient but in most cases tolerable (catch a taxi,
get the car towed, call the auto club etc.). If you live in a city you are unlikely to carry a fan belt. If you live in
or are driving through a remote area you probably would carry a fan belt. The decision (and quantity to hold)
is dependent upon the situation.
What about brakes. Everyone would agree that brakes are pretty important but who carries spare brake pads?
No-one. Why: because inspections will identify pad wear so that you replace the pads before they become
dangerous (plus the occasional grinding noise is a bit of a giveaway!) Everyone would argue that brake pads
are operationally critical, but no-one would carry brake pads.
Here we have three items. Each is machine critical, two are operationally critical, yet none are carried as spares,
except in specific (for most of us unusual) circumstance. Spare parts criticality is definitely multi-dimensional
and the inventory that we hold should be a function of the situation. For some critical spare parts we can still
operate until we get the spare, for some we can wait until the spare arrives, for some we can manage through
condition monitoring.
Of course there are some items that we just can’t live without. Just don’t think that all items identified as critical
will fall into that final category.
Phillip Slater is a leading authority on materials and spare parts management and is currently celebrating ten
years as an independent consultant, where he has assisted 297 companies, with more than 1,000 storerooms,
holding $3.5bn in inventory. He is also the author of four operations management books, including Smart
Inventory Solutions, now in its second edition and a recent finalist in the RGVA 2011 book awards. For more
information on spare parts management visit Phillip’s website www.PhillipSlater.com.
Vol 24 No 3

Total Productive Maintenance -
20 Years On In The UK
Roy Davis MCP Consulting and Training UK
It is now a little over 20 years since TPM made its debut in the UK and this article takes the opportunity
to look back at the original introduction of TPM to the western world and in particular UK industry and
to try and assess how it has progressed, evolved, succeeded and failed during the period.
Background
The significant event that bought Total Productive Maintenance
to the notice of industrialist and academics within the UK was
the publication of Seiichi Nakajima’s book ‘Introduction to TPM’
that was translated into English and published by Productivity
Press in 1988.
Although the concepts of TPM had been developed in Japan
from as early as 1971, the publication of Nakajima’s book was
the first that people within the UK had heard about TPM. In fact,
the book was not published in Japan until 1984.
The emergence of TPM coincided with the major influx of
Japanese manufacturing philosophies and approaches of the
late 1980’s and early 1990’s that threatened to spark a revolution
in the way in which manufacturing businesses were configured
and operated. The introduction of Just in Time, Kan Ban, Total
Quality, Cellular Manufacturing, Single Piece Flow, Poka Yoke
Devices, Single Minute Exchange of Die and problem solving
tools such as Taguchi Design of Experiments, Ishikawa Diagrams, Quality Function Deployment, etc. were at the
time quite overwhelming for us Westerners especially as were also at the time grappling with the requirements of
Statistical Process Control and the move from quality control to quality assurance. For all of us involved in change
management within our factories, this was a very challenging but exciting period.
My first glimpse of TPM was a brochure advertising a training course that was to be provided by the publishers of
Nakajima’s book at a venue in Manchester which I decided to attend as my brief at the time was to ‘improve the
way in which we go about maintenance’ for the multi-national manufacturing company for which I worked at that
time. I attended the course and although the presenters did not appear to be experienced TPM implementers,
the explanation of the basic principles and philosophy behind TPM made me realise that this was something very
different from the rest of the maintenance approaches and techniques that I had hitherto studied.
My interest in TPM gradually increased, particularly as I became project manager of a major DTI sponsored
maintenance improvements project (Maintenance Systems for Modern Manufacturing Businesses) and I was
fortunate enough to attend what I believe was one of the first TPM based study tours of Japan which took place in
1991 and included attendance at the TPM World Congress in Tokyo which had been organised by the Japan Institute
of Plant Maintenance (JIPM). Through listening to the papers presented (many of which were not actually related to
TPM but other maintenance approaches) and especially visiting demonstrator sites in and around Tokyo and Kyoto,
& discussion with my fellow industrialists taking part in the tour, our understanding of TPM began to gel.
Once we had returned to the UK, myself and a number of my fellow travellers, worked within our own organisations
to try and introduce and establish TPM within our factories. A ‘TPM Club’ was set up under the auspices of the
Institution of Mechanical Engineers and a committee was formed which included ‘TPM minded’ people from across
a wide range of industry, training and consultancy organisations. Visits were arranged to UK and European sites
that were starting to implement TPM and seminars were organised, some featuring prominent Japanese speakers
who were associated with the (JIPM) including Professor Yamashina
The Five Pillars of TPM
It is important to remind ourselves of the basic principles and philosophy of TPM which is as relevant now as it was
20 years ago and is encapsulated by the original ‘Five Pillars of TPM’ i.e.
• Maximize Overall Equipment Effectiveness (it is implied that we are measuring OEE)
• Establish a thorough system of preventive maintenance for the equipment’s entire life span
• Implement TPM by involving all departments (e.g. Engineering, Operations, maintenance)
Measure and Maximise OEE
The 5 Pillars of TPM
Establish a system of PM
New Systems
and Procedures
Involve all Departments
Involve all Employees
Promote TPM Through SGA
Cultural Change:
Involvement, Motivation,
Behaviour
Minimum 3 years implementation
Vol 24 No 3

AMMJ
TPM - 20 Years On In The UK 47
• Involve every single employee, from top management to workers on the floor
• Promote TPM through motivation management: autonomous small group activities (1)
The original book suggested a 3 year programme for TPM implementation.
Where are we Now?
The UK TPM Time Line
A glance at the list of the JIPM, TPM prize winners
for the last 2 years seems to indicate that there
are very few examples of UK companies that have
implemented and sustained a comprehensive
TPM programme (with the notable exception of
Tetrapak and Unilever). The situation may be
slightly distorted by the fact that JIPM awards
are usually only awarded to companies that have
used their consultancy services either directly
or via one of their approved partners. This
does however, bear out my own perception that
although TPM was extremely popular in the early
to mid 1990’s, very few UK organisations had the
determination or support to introduce and then
sustain a long term TPM programme.
There have been some positive influences as a
result of UK industry’s exposure to TPM over the
years though, for example:
1980’s 1990’s 2000’s
2010’s
TPM Awareness &
Awakening of Interest
TPM development,
pilot applications
TPM becomes very
popular, many companies
try to implement
Some successes, many
failures, TPM becomes
less popular
• Overall Equipment Effectiveness (OEE) is now used an important Key performance Indicator (KPI)
by many manufacturing businesses
• The use of OEE (whether it is calculated correctly or not) has provided more focus on the major
losses encountered within manufacturing areas
• Small group activity involving production operators and maintenance personnel has increased and
although they are not always referred to as autonomous TPM teams, in many cases, that is exactly
what they are
• There is much more emphasis on workplace organisation and cleanliness in many companies
who run 5S or CAN DO (2) activities and carry out regular shop floor based audits and improvement
activities
• The recording and analysis of downtime information (usually as a part of the OEE measurements)
has helped companies to identify the contribution to operational performance that good maintenance
practice can make.
• Some Operator Asset Care programmes do encapsulate many of the good principles of Autonomous
Maintenance, especially when they are not just seen as a means of moving Technician jobs to
operators but also as a means of engaging Production Operators in continuous improvement
activities and developing ownership of their facilities
• TPM is a familiar acronym these days, most people working within manufacturing have heard of
TPM, although I would question whether many really understand its core philosophy and principles.
Conclusion
Returning to the original 5 pillars of TPM it is true to say that the first two that are related to OEE and PM systems
have been the least difficult to implement and that is why many manufacturing businesses have embraced these
pillars.
The other three pillars relate to people issues including involvement, motivation, changing behaviour and overall
culture change are much more difficult and take longer to implement. That is why TPM programmes take many
years to bring about change and so it should not be surprising that these have not been either attempted or if
attempted, sustained in many companies as in general, Senior and Middle managers do not have the will, the longer
term vision or the determination to make TPM succeed.
References:
1. An Introduction to TPM, Total Productive Maintenance. Seiichi Nakajima – Productivity Press
2. Productivity Improvements Through TPM. Roy Davis – Prentice Hall
OEE, 5S’s, OAC, SGA very
common, Total TPM system
very rare
Roy Davis, MCP Consulting and Training rdavis@mcpeurope.com
(First Published in the M&E Magazine Vol10 No6)
Vol 24 No 3

AMMJ - Maintenance Books
Asset Management and Maintenance Journal’s Book List
Prices are valid until 30th September 2011. All prices are Australian Dollars. Prices for Australia Include Postage and GST.
Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$25.
1. Engineering Asset Management Review
(Eds) Amadi-Echendu, Brown, Willett, Mathew.
2011 394pp $260
Engineering Asset Management Review (EAMR) is
published under the auspices of the International
Society of Engineering Asset Management
(ISEAM). Engineering Asset Management focuses
on life-cycle management of the physical assets
required by a private or public firm, for the purpose
of making products, and/or for providing services
in a manner that satisfies various business performance rationales.
In exploring the wide ranging issues involved in the management of
engineered assets constituting our built environment, EAMR takes a
broad view of the inter- and multi-disciplinary approach which combines
science, engineering, and technology principles with human behavior
and business practice.
2. Reliability Maintainability and Risk 8th Edition
David Smith
2011 352pp $145
Practical Safety-Related Systems Engineering
Methods:
This book provides engineers with the safety and
risk assessment tools and techniques they need
to work effectively in any safety or reliability critical
environment. These tools are primarily statistical.
Where David Smith’s book succeeds is by meeting
the needs of an applied audience by setting these
tools in the context of the design and operation of safety related
processes and systems. Now in its Eighth Edition, this is regarded
as the core reference in this field, and the success of its approach is
reflected in the popularity of this standard work.
It deals with all aspects of reliability, safety-related systems, and the
assessment and management of risk in a simple and straightforward
way, pre-supposing no prior knowledge and dealing simply and
realistically with numerical data by using the minimum of mathematical
and technical jargon.
3. Complete Guide to Predictive and
Preventive Maintenance 2nd Edition
Joel Levitt
2011 250pp $95
This book shares the best practices, mistakes,
victories, and essential steps for success which the
author has gleaned from working with countless
organizations. Unlike other books that only focus
on the engineering issues (task lists) or management issues (CMMS),
this in-depth resource is the first to give true emphasize to the four
aspects of success in preventive maintenance systems--engineering,
management, economic, and psychological -- thereby enabling readers
to have a balanced view and understanding of what is happening in
their organizations. Additionally, it blends concrete actionable steps
and structures with the theory behind the steps.
• Includes check sheets, history of PM, stories, photographs, and
case histories.
• Contains a glossary of terms.
• Provides sample task lists for a variety of equipment with some of
the logic behind each task.
• Offers templates for developing your own tasking.
• Includes protocols for detailed economic analysis with examples.
4. Design for Reliability
Daniel T. Daley
2011 238pp $85
None of the few Design for Reliability (DFR) books currently available
addresses the process from the owner’s (or buyer’s) perspective.
Instead, they approach DFR strictly from the seller’s (or manufacturer’s)
viewpoint. As a result, few assets are designed and developed with the
intent to meet the future owner’s specific needs for
reliability, availability, and maintainability over the
life of the asset. In this groundbreaking new book,
Dan Daley intends to correct the imbalance in how
DFR is often implemented by providing owners with
the tools they need to ensure that their requirements
(not the seller’s) are followed in developing new
assets. This book will be an invaluable guide to
everyone involved in the design, development, or
purchase of new assets. It will help owners take the
necessary steps to get what they really need, and it will help sellers
“deliver the goods” that their customers (the owners ) actually want.
• Explains how to properly integrate DFR activities with conventional
design activities.
• Provides a simple system to ensure DFR activities are completed
on time.
• Provides spreadsheets and forms needed to portray design results
in a clear and usable format.
• Includes the tables and forms needed to support the design
processes and procedures presented in each chapter.
• Includes appendices that provide an example specification that
owners can modify when procuring a new asset and example tables
useful in assessing how well the DFR process has met the owner’s
needs.
5. Physical Asset Management
Nicholas A J Hastings
2010 370pp $345
Physical asset management is the management
of fixed or non-current assets such as equipment
and plant. Physical Asset Management presents a
systematic approach to the management of these
assets from concept to disposal.
Historically, asset management has not been
seen as a specific professional activity, but now perceptions are
changing. Many organizations are introducing senior positions in
asset management, and universities are introducing courses in asset
management at graduate and advanced undergraduate level. The broad
reach of this book means that it will be applicable to professionals and
future professionals across a wide variety of industries, ranging from
manufacturing and distribution, to local government.
Physical Asset Management addresses the needs of existing and
potential asset managers, and provides an introduction to asset
management for professionals in related disciplines, such as finance.
The book provides both an introduction and a convenient reference
work, covering all the main areas of physical asset management.
6. Asset Data Integrity Is Serious Business
Robert DiStefano and Stephen Thomas
2010 224pp $90
If your asset data is not reliable, you need to
convince the organization of the enormous
potential that is locked away. To accomplish this,
you need to understand the breadth of the problem
and the value of solving it. A viable business case
for action is needed-so let’s get started!
Physical asset data integrity is a critical aspect of
every business, often the most valuable asset on
the balance sheet, yet it is often overlooked. The
data that we have about our assets collectively creates information,
provides for accurate analysis and facilitates sound business decisions.
Without accuracy of asset data there is a strong potential for poor
decisions and their negative consequences. This book will not only
provide an appreciation of this fact, it will also provide a road map to
achieving value out of something most CEOs, managers, and workers
often overlook.
• Relies on the authors’ decades of experience and hands-on expertise
that cannot be obtained elsewhere.
• Includes an assessment tool enabling the reader to easily recognize
areas of improvement once a problem is detected.
Vol 24 No 3

• Features a valuable practical “how to” information.
• Focuses on the entire management spectrum, allowing everyone
to see the value of data integrity within the context of their own
responsibilities.
7. E-Maintenance
Holmberg, K.; Adgar, A.; Arnaiz, A.;
Jantunen, E.; Mascolo, J.; Mekid, S. (Eds.)
2010 511pp $260
E-maintenance is the synthesis of two major
trends in today’s society: the growing importance
of maintenance as a key technology and the rapid
development of information and communication
technology. E-maintenance gives the reader an
overview of the possibilities offered by new and
advanced information and communication technology to achieve
efficient maintenance solutions in industry, energy production and
transportation, thereby supporting sustainable development in society.
Sixteen chapters cover a range of different technologies, such as: • new
micro sensors; • on-line lubrication sensors; • smart tags for condition
monitoring; • wireless communication; and • smart personal digital
assistants. E-maintenance also discusses semantic data-structuring
solutions; ontology structured communications; implementation of
diagnostics and prognostics; and maintenance decision support by
economic optimisation. It includes four industrial cases that are both
described and analysed in detail, with an outline of a global application
solution. E-maintenance is a useful tool for engineers and technicians
who wish to develop e-maintenance in industrial sites. It is also a
source of new and stimulating ideas for researchers looking to make
the next step towards sustainable development.
8. Benchmarking Best Practices 2nd Edition
Terry Wireman
2010 256pp $90
Thoroughly revised and updated, this best selling book
presents a logical, step-by-step methodology that
will enable any company to conduct a cost-effective
benchmarking effort. It presents an overview of the
benchmarking process, a detailed form for surveying
and “grading” maintenance management, and a
database of the results of more than 100 companies that have used
this survey.
• Provides a clear, concise benchmarking methodology.
• Clearly explains and interprets the most current maintenance
benchmarks.
• Benchmarking database from more than 100 companies.
• Features current maintenance/asset management philosophies.
• Offers more information on self-analysis.
9. Maintenance Planning, Coordination & Scheduling
Don Nyman and Joel Levitt
2010 300pp $85
Based on real-world experience this invaluable guide
and reference tells the whole story of maintenance
planning from beginning to end in a concise and
easy-to-follow manner. Written by well-known
professionals this new edition focuses specifically
on the preparatory tasks that lead to effective
utilization and application of maintenance resources
in the interest of the reliability essential to business
objectives. It comprehensively examines the job
preparation process from job scoping and planning,
to determination of material requirements, estimation of labor
requirements and job duration, coordination of all involved parties,
and job scheduling. And it includes essential metrics for measuring
performance of all contributing functions. It is a vital training document
for planners, an educational document for those to whom planners
are responsible, and a valuable guide for those who interface with the
planning and scheduling function and are dependent upon the many
contributions of planning and scheduling operational excellence.
• Expanded coverage of the proactive culture and environment tha
senior management must nurture throughout the organization,
and the essential supportive roles of other functions essential to the
preparatory process.
• A new chapter that enumerates prerequisites to effective Planning,
Coordination and Scheduling.
• The Scheduling chapter has been expanded to include a debate
comparing two popular approaches to the scheduling & achievement
of Schedule Compliance.
• The Material Support chapter is significantly expanded.
10. Smart Inventory Solutions
Phillip Slater
2010 180pp $70
Smart Inventory Solutions is the result of the
author’s time spent working with clients and studying
the issues people face in trying to achieve their
inventory reduction. This landmark manual shows
you the seven Actions for Inventory Reduction so
you can easily, efficiently and sustainably achieve
your inventory reduction, free up cash, and reduce your costs without
risk and impact on your capability. Additionally, it shows you the
author’s self-developed Inventory cash release process to follow,
the mistakes to avoid and a sure fire approach that minimizes your
workload. In fact you’ll learn how to generate better results for these
types of inventory.
Features
• Shows you how to eliminate 100% excess of inventory and reduce
inventory related working capital by up to 40%.
• Illustrates how to reduce your ongoing inventory management
costs.
• Helps you develop the skills of your team to enable ongoing inventory
management and independence.
• Provides 20 exclusive case studies and real life examples.
• Can be applied to all ‘bought in’ inventories such as parts and
components, finished goods, OEM spares, MRO inventory
engineering spares, and industrial supplies.
• Includes a data collection guide.
11. All-In-One Manual of Piping Practice
and Maintenance
K.K.Murty
2010 384pp $95
Books on design of pipelines, and equipment such
as pumps and compressors are available but almost
none on the piping that carries fluid to and fro. This
practical, no-frills book offers complete coverage
of piping practices and maintenance all in one place. Written by a
professional with 35 years of hands-on knowledge and experience in
pipeline building, operating, and maintenance, this manual is designed
to be kept at the ready, on the shop floor. Maintenance engineers and
managers will wonder how they’ve survived so long without it!
• Features practical insight and valuable notes.
• Uses charts and spec sheets wherever necessary instead of
calculations and formulas.
• Provides problems, precautions, and troubleshooting tips.
• Extensive use of photos enables users to understand what they
need to know.
12. TPM Reloaded
Joel Levitt
2010 223pp $70
This is a challenging, innovative, and timely new
look at implementing Total Productive Maintenance
(TPM) by one of the field’s leading trainers and
authors. The book takes into account the economic
upheavals of recent years and demonstrates that
TPM is less about moving maintenance tasks to
operations than moving accountability for aggregate output of the plant
to operators. The author goes on to show that effective TPM - TPM
reloaded -- requires a radical difference in management’s view of the
worker and even tougher, a radical change in the way workers view
their own role.
13. Handbook of Maintenance Management
and Engineering
Ben-Daya; Duffuaa; Raouf;
KnezevicJ; Ait-Kadi. (Eds.)
2009 741pp $445
This handbook covers a wide range of topics in
maintenance management and engineering. It
includes extensive references to the theoretical
foundations, recent research and future directions
of this important subject.
Using applications and examples which reflect the growing importance
of maintenance, this book presents readers with an inter-disciplinary
perspective on topical issues which affect any organization engaged
Vol 24 No 3
49

in manufacturing, process, or service industry, no matter how large
or small. Contributors to the book are maintenance experts with
both academic and industrial backgrounds, who are able to offer
a comprehensive analysis of the subject matter, including both
quantitative treatment and discussion of management issues.
This handbook features both fundamental and applied works from
across the whole maintenance spectrum. It will provide professionals
with the solutions and management skills needed to evaluate and to
continuously improve maintenance systems. This handbook will also
be an invaluable resource for researchers and graduate students
working in this area.
14. Maintenance and Reliability Best
Practices
Ramesh Gulati and Ricky Smith
2009 420pp $100
To truly realize a best practice requires learning, relearning,
benchmarking and implementing better
ways of ensuring high reliability and availability of
equipment and systems.
Maintenance & Reliability Best Practices is designed to support
that learning process. Written by professionals with 60 plus years
of shop floor and management experience in a variety of industries,
this practical resource will help seasoned professionals and novices
understand the basic principles of maintenance and reliability. Written
in an easy-to-read format, each chapter discusses the concepts with
specific questions and answers. Each topic answers the what, why or
how of the topic being presented. Understanding and implementing
M&R practices in a cost-effective way is essential. This is the perfect
book for all in the work force of an organization who need to have a solid
understanding of M&R. Many years experience packed into one book.
Useful to both the novice and seasoned professionals. Topics include
Best Practices; Culture and Leadership; Understanding Maintenance;
Work Management, Planning and Scheduling; Inventory Management;
Measuring and Design for Reliability and Maintainability; Role of
Operations; PM Optimization; Managing Performance; Workforce
Management; M & R Analysis Tools,
15. Handbook of Maintenance
Management 2nd Edition
Joel Levitt
2009 455pp $110
Now in its second edition and written by a highly
acclaimed maintenance professional, this
comprehensive and easy-to-understand resource
provides a short review of all the major discussions
going on in the management of the maintenance
function. This revision of a classic has been thoroughly updated to
include advances in technology and thinking and is sure to be found
useful by maintenance professionals everywhere. It’s the perfect
reference for any maintenance professional that needs a quick update
on any specific area within the subject.
• Contains five entirely new chapters, including Dealing with
Contracts, 5S, Lean Maintenance, PM Optimizing, and Fire Fighting.
• Offers a complete survey of the field, an introduction to maintenance
and a review of maintenance management.
* Provides a manual for cost reduction & a primer for the stockroom.
• Includes a training regime for new supervisors, managers, planners.
16. Mining Equipment Reliability,
Maintainability and Safety
Balbir S Dhillon
2008 201pp $210
The mining industry makes use of various types of
complex and sophisticated equipment, for which
reliability, maintainability and safety has become
an important issue. Mining Equipment Reliability,
Maintainability, and Safety is the first book to
cover these three topics in a single volume.
Mining Equipment Reliability, Maintainability, and Safety will be
useful to a range of individuals from administrators and engineering
professionals working in the mining industry to students, researchers
and instructors in mining engineering, as well as design engineers
and safety professionals. All topics covered in the book are treated
in such a manner that the reader requires no previous knowledge to
understand the contents. Examples, solutions and test problems are
also included to aid reader comprehension.
17. Maintenance Engineering
Handbook 7 th Edition
L.R. Higgins, K. Mobley and D.J. Wikoff
2008 1200pp $290
A valuable source of information for Maintenance
Engineers, Managers, Plant Engineers, Supervisors
and Maintenance technicians. The most
comprehensive resource of its kind, Maintenance
Engineering Handbook has long been a staple
for engineers, managers, and technicians seeking current advice on
everything from tools and techniques to planning and scheduling. This
brand-new edition brings you up to date on the most pertinent aspects
of identifying and repairing faulty equipment.
Maintenance Engineering Handbook has been advising plant and
facility professionals for more than 50 years. Whether you’re new
to the profession or a practiced veteran, this updated edition is an
absolute necessity.
18. Corrosion Inspection and Monitoring
Pierre R Roberge and R. Winston Revie
2007 383pp $180
The comprehensive reference on modern
techniques and methods for monitoring and
inspecting corrosion:
• The impact of corrosion on the economy and the
safe operation of systems in diverse operational
environments
• The various forms of corrosion, with a focus on the detectability of
corrosion damage in the real world
• The principles of risk-based inspection and various risk assessment
methodologies (HAZOP, FMECA, FTA, and ETA), with examples
from industry
• The monitoring of microbiologically induced corrosion (MIC),
cathodic protection (CP) systems, and atmospheric corrosion
• Non-destructive evaluation (NDE) techniques, including visual,
ultrasonic, radiogr., electromagnetic, & thermographic inspection
• Roadmaps used by various industries and organizations for
carrying out complex inspection and monitoring schedules
19. Rules of Thumb for Maintenance &
Reliability Engineers
Ricky Smith and R Keith Mobley
2007 336pp $160
Rules of Thumb for Maintenance and Reliability
Engineers will give the engineer the “have to
have” information. It will help instill knowledge on
a daily basis, to do his or her job and to maintain
and assure reliable equipment to help reduce
costs.
This book will be an easy reference for engineers and managers
needing immediate solutions to everyday problems. Most civil,
mechanical, and electrical engineers will face issues relating to
maintenance and reliability, at some point in their jobs. This will become
their “go to” book. Not an oversized handbook or a theoretical treatise,
but a handy collection of graphs, charts, calculations, tables, curves,
and explanations, basic “rules of thumb” that any engineer working
with equipment will need for basic maintenance and reliability of that
equipment.
20. Asset Management and
Maintenance - The CD
Nicholas A Hastings
2007 Edition
Over 2000 PPT slides $195
50
Asset Management and Asset Management
Overview; Life Cycle Costing; Maintenance
Organisation & Control; Spares & Consumables Management; Failure
Mode and Effects Analysis; Risk Analysis and Risk Management;
Reliability Data Analysis; Age Based Replacement Policy Analysis;
Availability and Maintainability; Measuring Maintenance Effectiveness;
Reliability of Systems; Condition Monitoring: Job and Shutdown
Planning: Continuous Improvement: Financial Analysis: Forecasting:
Budgeting and Planning: Strategic Asset Management: Team Plan
Method: Cost benefit Analysis: Exercises: References: Form and
Spreadsheet Templates .
Vol 24 No 3

51
MAINTENANCE STRATEGY
SERIES
Terry Wireman
21.1 Preventive Maintenance (Vol 1)
2007 220pp $90
The first volume in this series, Preventive
Maintenance, begins by detailing the importance of
preventive maintenance to an overall maintenance
strategy. The text clearly illustrates how the
components of any maintenance strategy are
interlinked with dependencies and the performance
measures necessary to properly manage the preventive maintenance
program. A process flow diagram details the steps of developing
the preventive maintenance program, and the appendixes contain
numerous examples of preventive maintenance inspections for the
reader to begin applying to their program immediately.
• Shows how to tactically develop a preventive maintenance program,
answering questions, such as “What equipment to include?, What skill
level of the technicians are required?, How to actually perform basic
PM tasks?”, and many others.
• Does not over-emphasize the value of preventive maintenance to
the exclusion of other components of a maintenance strategy.
21.2 MRO Inventory & Purchasing (Vol 2)
2007 150pp $90
The second volume in the series, Inventory and
Purchasing, shows the reader how to develop
an inventory and purchasing program for
MRO spares and supplies as part of an overall
strategy. Specifically, the text focuses on the
importance of a well organized storage location
and part inventory numbering system detailing
to the reader the most effective ways to accomplish this goal.
The receiving and parts issues disciplines are discussed in detail
with a focus on the value proposition for spare parts controls and
justification of storeroom overhead. In addition, the appendixes
provide examples of parts and detail storage conditions that
can be utilized in developing or refining an inventory storage
location.
21.3 Maintenance Work Management Processes (Vol 3)
2007 200pp $90
Work Management Processes, focuses on developing a work
management process that will support the maintenance strategy
components. It outlines a financially cost effective process that
collects the data to use advanced strategies such as RCM and
TPM. The text extensively details the maintenance organizational
development process and then outlines nine basic work management
flows. The nine flows are then detailed and the potential problems
with executing the flows are examined along with solutions to the
most common problems.
• The Business of Maintenance
• Work Identification Process
• Emergency – Breakdown Work Process
• Work Request Process
• The Simple Planning Process
• The Complex Planning Process
• The Preventive Maintenance Process
• Project Planning Process
• The Weekly Scheduling Process
• The Work Closure and Analysis Process
21.4 Successfully Utilizing CMMS/EAM Systems (Vol 4)
2008 238pp $90
Shows how CMMS/EAM systems are necessary to support a
maintenance and reliability organization in companies today. The
proper methodologies for selecting and implementing a CMMS/EAM
system. How to properly utilize the system to gain a maximum return
on the system investment.The organization and methodology to truly
achieve Enterprise Asset Management - an elusive goal for most
organizations.
Contents:
• Introduction to CMMS/EAM
• Maintenance Strategy Assessment
• CMMS/EAM Systems
• The Selection Process
• The CMMS/EAM System Implementation Process
• Utilization of the CMMS/EAM System
• CMMS/EAM System Optimization
• Return on Investment
• The Future of CMMS/EAM Systems
• Performance Indicators for CMMS/EAM Systems
22. Facility Manager’s Maintenance
Handbook 2 ND Edition
B. Lewis and R Payant
2007 560pp $240
An essential on-the-job resource, Facility Manager’s
Maintenance Handbook presents step-by-step
coverage of the planning, design, and execution
of operations and maintenance procedures for
structures, equipment, and systems in any type of
facility.
This career-building reference provides the tools needed to streamline
facility management processes?reduce operational costs?and ensure
the effective utilization, maintenance, repair, and renovation of existing
physical assets.
Now with 40% new information, this Second Edition includes brand-new
chapters on emergency response procedures, maintenance operations
benchmarking,capital and operational budgets management, boiler
and steam plant operations... and other vital topics.
The only book of its kind to cover both operations and maintenance,
the updated Facility Manager’s Maintenance Handbook features:
• Updated information on mechanical equipment and systems
maintenance
• The latest fire protection procedures
• A comprehensive account of building codes
• Guidance on hazardous materials handling
• Excellent preparation for the IFMA Certified Facility Manager (CFM)
qualification
23. Maintenance Planning &
Scheduling Handbook 2nd Ed
Richard D Palmer
2006 544pp $180
Many readers already regard the Maintenance
Planning and Scheduling Handbook as the chief
authority for establishing effective maintenance
planning and scheduling in the real world. The
second edition adds new sections and further
develops many existing discussions to make the
handbook more comprehensive and helpful.
In addition to practical observations and tips on such topics as creating
a weekly schedule, staging parts and tools, and daily scheduling, this
second edition features a greatly expanded CMMS appendix which
includes discussion of critical cautions for implementation, patches,
major upgrades, testing, training, and interfaces with other company
software. Readers will also find a timely appendix devoted to judging
the potential benefits and risks of outsourcing plant work. A new
appendix provides guidance on the “people side” of maintenance
planning and work execution.
The second edition also has added a detailed aids and barriers
analysis that improves the appendix on setting up a planning group.
The new edition also features “cause maps” illustrating problems with
a priority systems and schedule compliance. These improvements
and more continue to make the Maintenance Planning and Scheduling
Handbook a maintenance classic.
Vol 24 No 3

52
PLANT MAINTENANCE
MANAGEMENT SERIES
Anthony Kelly
3 Volume Set Price is $210
24.1 Strategic Maintenance
Planning (Vol 1)
2006 304pp $105
Strategic Maintenance Planning deals with
the concepts, principles and techniques of
preventive maintenance, and shows how
the complexity of maintenance strategic
planning can be resolved by a systematic
`Top-Down-Bottom-Up? approach. It explains
how to establish objectives for physical assets and maintenance
resources, and how to formulate an appropriate life plan for
plant. It then shows how to use the life plans to formulate a
preventive maintenance schedule for the plant as a whole, along
with a maintenance organization and a budget to ensure that
maintenance work can be resourced. This is one of three standalone
volumes designed to provide maintenance professionals
in any sector with a better understanding of maintenance
management, enabling the identification of problems and the
delivery of effective solutions.
24.2 Managing Maintenance Resources (Vol 2)
2006 312pp $105
Managing Maintenance Resources shows how to reduce
the complexity involved in engineering, or re-engineering, a
maintenance organization. It recognises that this is a complex
problem involving many inter-related decisions – such as
whether or not resources should be centralized,
contractor alliances be entered into or flexible
working be adopted. This book provides a
unique approach to modeling maintenanceproduction
organizations. It enables the
identification of problems and delivers
guidelines to develop effective solutions. This
is one of three stand-alone volumes designed
to provide maintenance professionals in
any sector with a better understanding of
maintenance management, enabling the identification of problems
and the delivery of effective solutions.
24.3 Maintenance Systems and
Documentation (Vol 3)
2006 264pp $105
Managing Systems and Documentation
addresses the main systems necessary for
the successful operation of a maintenance
organization, such as performance control, work
control and documentation.
It shows how they can be modelled, their
function and operating principles, and the main
problems encountered in operation. It is the third of three stand-alone
companion books with the aim of providing better understanding of
maintenance operations, in order to identify problems and prescribe
effective solutions. This is one of three stand-alone volumes
designed to provide maintenance professionals in any sector with
a better understanding of maintenance management, enabling the
identification of problems and the delivery of effective solutions.
25. Maintenance Benchmarking & Best Practices
Ralph W Peters
2006 566pp $150
Over the past decade, companies have
redirected their maintenance operational focus
from internal cost-cutting to profit-maximization.
This approach is referred to as profit centered
maintenance. Peters provides maintenance
supervisors and managers with a benchmarking/
best practices road-map called the Maintenance
Operations Scoreboard. The Scoreboard will
allow maintenance managers to: a) determine and quantify benefits
and savings, b) improve craft productivity and c) define a strategy to
improve efficiency and productivity. These things are at the heart of
a successful Profit Centered Maintenance organization. The authordevised
Maintenance Operations Scoreboard is used to perform
over 200 maintenance evaluations in over 5,000 profit centered
maintenance organizations. For example, at Honda of America,
it was used extensively to direct maintenance strategy. It was later
translated into Japanese for presentation to key Japanese executives.
Another excellent example is Boeing Commercial Aircraft Inc. Over 60
facility maintenance work units, at region, group and team levels, are
evaluated at on-site visits using the Scoreboard criteria.
26. Maximizing Machinery Uptime
Heinze P Bloch and Fred K Geitner
2006 672pp $180
The authors use their decades of experience and
draw upon real-world examples to demonstrate
that the application of their techniques provides
a basis for equipment management, uptime
maximization, and reduced maintenance costs.
The text explores reliability assessment techniques
such as Failure Mode, Effect Analysis, and Fault Tree Analysis of
commonly encountered rotating machinery. These are all highly
effective techniques that the engineer can apply to maximize uptime
and thereby maximize production and profitability.
27. Improving Maintenance & Reliability
Through Cultural Change
Stephen J Thomas
2005 356pp $90
This unique and innovative book explains how
to improve your maintenance and reliability
performance at the plant level by changing the
organizations culture. It is specifically intended for
middle managers in the manufacturing and process
industries. This book demystifies the concept of
organizational culture and links it with the eight elements of change:
leadership, work process, structure, group learning, technology,
communication, interrelationships, and rewards. If you want to break
the cycle of failed improvement programs and instead use cultural
change to help make significant and lasting improvements in plant
performance, this book will show you how.
* Explains in-depth the eight elements of change and how they relate
to cultural change.
* Discusses cultural change with a reliability focus. Includes a
PowerPoint presentation with audio on the enclosed CD-ROM, together
with a web survey model, the Web of Organizational Change.
28. Turnaround, Shutdown & Outage Management
Tom Lenahan
2005 256pp $110
Shutdown management is project management
of a special kind: managing the repair,
replacement or maintenance of critical systems.
Manufacturing and process plants, computer
systems, airliners, and many other systems
must be regularly closed down or taken out of
service for planned maintenance operations.
This book provides a complete shutdown project
planning guide along with a new, detailed model
of excellence and step-by-step project guide. In a critical field, this
book shows the maintenance manager or project leader how to get
the job done correctly.
Vol 24 No 3

MAINTENANCE BOOKS – ORDER FORM
Prices are valid until 30 September 2011. All prices are Australian Dollars. Prices for Australia Include Postage and GST.
Prices for the rest of the World add the following shipping charges: One book add AUD$40; Each additional book add AUD$25
Engineering Information Transfer P/L, 7 Drake Street, Mornington, Vic 3931 Australia
Ph: 03 5975 0083 Fax: 03 5975 5735 Email: mail@maintenancejournal.com
Item Book Title Quantity $
1. Engineering Asset Management Review 260
2. Reliability Maintainability and Risk 8th Edition 145
3. Complete Guide to Predictive and Preventive Maintenance 2nd Edition 95
4. Design for Reliability 85
5. Physical Asset Management 345
6. Asset Data Integrity Is Serious Business 90
7. e- Maintenance 260
8. Benchmarking Best Practices 2nd Edition 90
9. Maintenance Planning, Coordination and Scheduling 85
10. Smart Inventory Solutions 70
11. All-in-One Manual of Piping Practice and Maintenance 95
12. TPM Reloaded 70
13. Handbook of Maintenance Management and Engineering 445
14. Maintenance and Reliability Best Practices 100
15. Handbook of Maintenance Management 2nd Edition 110
16. Mining Equipment Reliability Maintainability and Safety 210
17. Maintenance Engineering Handbook 7th Edition 290
18. Corrosion Inspection and Monitoring 180
19. Rules of Thumb for Maintenance and Reliability Engineers 160
20. Asset Management and Maintenance - The CD (2000 PPT Slides) 195
21.1 Maintenance Starategy Series Vol 1 - Preventive Maintenance 90
21.2 Maintenance Starategy Series Vol 2 - MRO Inventory & Purchasing 90
21.3 Maintenance Starategy Series Vol 3 - Maintenance Work Management Processes 90
21.4 Maintenance Starategy Series Vol 4 - Successfully Utilizing CMMS/EAM Systems 90
22. Facility Manager’s Maintenance Handbook 2nd Edition 240
23. Maintenance Planning and Scheduling Handbook 2nd Edition 180
24. Plant Maintenance Management Series 3 Volume Set 210
24.1 Plant Maintenance Management Series Vol 1 - Strategic Maintenance Planning 105
24.2 Plant Maintenance Management Series Vol 2 - Managing Maintenance Resources 105
24.3 Plant Maintenance Management Series Vol 3 - Maintenance Systems and Documentation 105
25. Maintenance Benchmarking and Best Practices 150
26. Maximizing Machinery Uptime 180
27. Improving Maintenance and Reliability Through Cultural Change 90
28. Turnaround, Shutdown and Outage Management 110
53
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Vol 24 No 3

Maintenance News
Effective collision avoidance technology from AIS
Growing productivity of mining sites results in significant
dependence on heavy vehicles and automated equipment in
open cut and underground mines. Drivers of those massive
vehicles struggle with limited visibility and especially in conditions
of heavy dust and smoke. This moving machinery poses a real
risk to life or damage through collisions.
TAVOR is one of our best safety solutions for mining sites.
Originally designed for military armoured vehicles, the system,
manufactured by Opgal (Israel), is based on thermal imaging
technology. It can be easily installed on heavy machinery and is
created to work reliably in harsh operating conditions including
strong shock and vibration, high temperature, rain and dust.
This cost-effective thermal imaging kit has powerful and
proprietary algorithms which enable driving in complete
darkness. It enables seeing through smoke, dust and dirt; antiblooming
mechanism prevents dazzle when pointed at high heat
sources. AIS (Applied Infrared Sensing) web-site:
www.applied-infrared.com.au
SKF knowledge to create leadership in maintenance
efficiency in Chinese heat and power generation
“I selected SKF in order to make the Jiaxing New Jies plant one
of the leaders and an industry standard in combined heating and
power (CHP) generation, regarding maintenance efficiency”.
This ambitious statement came from Mr. Ji Rong Lin, Executive
General Manager, whose plant, in the Zhejiang province
southwest of Shanghai, supplies approximately 112,000 KWh/
hour of electricity into the national electricity grid and 400 tons/
hour of steam for central heating to local community houses, as
well as to a hospital, a government building and many factories,
in a 15 km radius of the power plant.
Maintenance efficiency is a relatively young science in many
parts of the world and in many industries. China belongs to
a large number of countries where opportunity is high, and
ambition is high to reap the rewards that an experienced and
professional approach can bring.
Local Chinese companies active in maintenance services could
provide some of the support that Mr Ji envisaged, but he felt
there was more to be achieved. He wanted a partner that could
handle the management objectives from a single perspective with
regard to his total plant assets and a total advanced maintenance
approach, and not in a series of separate and uncoordinated
projects. In addition he wanted to engage a company using the
very latest maintenance practices, from which his own personnel
could learn, because part of his own business philosophy is
to develop into a knowledge-based company with continuous
improvement as a core activity.
His search brought him in contact with Dr. Liang Dong, Asset
Management Services Manager, SKF China, part of the worldwide
SKF Group. Dr Dong had presented at a maintenance conference
attended by one of Mr Ji’s senior managers. Impressed by the
‘total and modern approach’ described in the SKF presentation,
the manager set up a first meeting at the New Jies plant.
“Directly after our first meeting I knew SKF could provide what
we needed”, said Mr. Ji. “The scope of the proposal made by
Dr. Dong covered all my areas of concern, and even some that
were new to me. It was apparent that SKF had deep professional
experience how to enter an organisation like mine and transform
the entire maintenance philosophy from the traditional one,
where long-serving people were the knowledge sources, into
one where processes, new maintenance practices, benchmark
comparisons, well documented data, knowledge sharing etc
provide the basis for progress. Of course we have a good level
of traditional time-based maintenance operations, but I want
that level to be pushed continually higher! By working with SKF
my people will get exposure to proven and applied advanced
concepts and methodologies in the area of condition based
maintenance, root cause failure analysis and reliability centered
maintenance”.
The scope of the project involves the setting up of a fully
computerized Enterprise Asset Management system (EAM),
setting up data gathering methods and routines, training and
supporting the New Jies personnel in the use of the new system,
reviewing and updating the maintenance strategy to improve
work efficiency, defining damage and failure levels of all assets
- especially critical items - defining spare parts and inventory
needs, and developing Key Performance Indicators (KPIs).
All machinery and equipment requiring maintenance, including
linear assets such as steam transmission piping, will be identified
and ‘tagged’ according to the Power Plant Industry standard
KKS coding, and entered into a new computerized maintenance
management system (CMMS). The electronic storing of data
and the coding structure allows faster and consistent access and
tracking of all maintainable plant assets and their maintenance
history, by any authorized personnel at the New Jies plant.
Compared to the current paper-based, manual system for storing
and retrieving data this will increase tremendously the speed
of maintenance operations and give much greater guarantee
of always having the latest information available on any asset
– which leads to better decision making regarding maintenance.
And, faster and more efficient maintenance decisions and
actions have a large and direct positive affect on the financial
performance of all manufacturing and process industries,
including Thermal Power.
The project is run with very close cooperation between the SKF
team and the New Jies maintenance team. Five SKF persons
are involved in the project and, on average, 2-3 SKF persons
are on-site every day. The close proximity of the SKF team and
the New Jies team maintains the pace of progress and allows all
questions and concerns to be immediately attended to. Weekly
project reports from SKF keep everyone updated, and documents
generated during the project are uploaded to a shared file server
at the plant, for further detailed inspection, discussion or action.
A monthly meeting covers all ‘progress against plan’ issues and
looks into any aspect where mutual discussion is needed to
decide the next steps.
The project is running on schedule and Mr Ji said; “I am very
happy with the progress so far. While it will take time before we
can assess the effect of the new maintenance approach, I am
convinced it will deliver everything we expect.
As well as the range of results Mr Ji expects for his company
in the short term he is looking ahead. His company plan to
install two more boilers and another turbo-generator set that will
increase annual capacity by 160 million KWh of electricity and
500,000 tons of steam, and allow more of the local community to
utilize the power plant output.
“I am very keen to complete this maintenance project and
see my people applying the new systems, methodologies and
knowledge. That will deliver our short term goals but also put
us in an excellent position to more efficiently operate the plant
after our planned capacity expansion. By the time the added
capacity is available everything will be in place, my people will be
experienced and the whole transition to the larger maintenance
demands will be offset by the increased level of professionalism
and efficiency that my team will have built up. We will make even
bigger nett savings due to their ability to apply the new approach
to an increased output.
www.skf.com
Vol 24 No 3

Maintenance News 55
1-Million Pounds award to new centre of excellence
for asset maintenance to benefit many industries
The Lloyd’s Register Educational Trust (The LRET) has awarded
Holland’s University of Twente £1 million over the next five years
to establish The LRET Maintenance Research and Education
Programme, which will be at the core of the university’s new
Centre of Excellence in Maintenance Engineering.
Maintenance is a technical field which plays a key role in assuring
the health of industry and public services such as transportation.
The University of Twente estimates that there is as much as
€400bn presently invested in public and private sector assets in
The Netherlands alone, requiring €18bn to be spent each year
on maintenance, and creating jobs for about 150,000 people.
Funding from The LRET will be used to set up three elements of
the programme: a Master of Science in Maintenance Engineering;
an International Master of Science in Maintenance Management
(involving two other Dutch universities, the Technical University
of Eindhoven and the Technical University of Delft); and research
on the fundamental principles of maintenance, which will be
aligned with the post-graduate teaching programme.
“Maintenance is a key discipline for anyone who aspires to
deliver sustainable industrial services to society. To guarantee
safe, clean, reliable and affordable operations, capital assets
require state-of-the-art strategies for their maintenance, repair
and overhaul. Those strategies increasingly underpin the
effective identification and management of any risks to safety,
health and the environment,” said Director of The LRET, Michael
Franklin. “This sponsorship therefore fulfils our mission to
support advances in transportation, science, engineering and
technology-related education.”
ABB acquires Mincom to expand enterprise
software business
ABB, the global power and automation technology group, has
agreed to acquire Mincom to broaden its software portfolio and
establish the Group as a leader in enterprise asset management
(EAM) software and services.
Mincom brings expertise and experience in a range of industries,
and a comprehensive set of solutions for applications such as
EAM, mining operations and mobile workforce management.
Mincom has nearly 1,000 employees and annual revenues of
approximately $200 million. With a distribution network in 19
countries, the company is a leading software player in the Asia-
Pacific and Latin America regions, with customers including 17
of the top 20 global mining groups, as well as businesses in the
energy sector, defense and other asset-intensive industries.
“The acquisition of Mincom is part of our strategy to continuously
broaden our software offering, “ said Joe Hogan, CEO of ABB.
“Mincom helps us to increase the depth of our enterprise asset
management offering, building our position as a leader in the
key growth sectors of natural resources and energy. For our
customers this means extending the life of their infrastructure,
optimizing asset management and reducing the overall cost of
ownership.”
“Joining forces with ABB is a logical next step in the development
of our company and a strong validation of the business, our
people and our products,” said Greg Clark, CEO of Mincom. “It
will expand our global reach and service capabilities, enabling
us to continue building on the business we have fostered over
the past three decades.”
ABB is a leader in power and automation technologies. The
ABB Group of companies operates in around 100 countries and
employs about 124,000 people.
www.abb.com
New best-in-class T-Series models from FLIR.
More choice for professional thermographers.
Newly released T-Series models
from FLIR Systems will result in
greater choice for professional
thermographers with T620/T640
cameras boasting the highest
307,200 (640 x 480) infrared
pixel resolution available and
a host of new features at an
industry-leading price. These
advanced models give expert
thermographers the tools they
need to work quickly, accurately, and efficiently in industrial,
utility, heating, ventilation, and air conditioning (HVAC) and
building diagnostics settings.
The new leading-edge T-Series cameras combine high resolution
imaging with flexible ergonomics, a large 4.3” touch-screen and
viewfinder, Wi-Fi connectivity to iPhone® and iPad®, 8x digital
zoom, a 5 MP visible light digital camera and all of the advanced
analytics features FLIR’s professional customers have come to
expect. FLIR has also given its T335/365 and T425 cameras new
high infrared resolution options up to 76,800 pixels (320 x 240) for
increased accuracy over greater distances. Among many other
new features these cameras also now get Wi-Fi connectivity,
3.5” touch-screen, advanced rotating lens ergonomics, P-i-P
and thermal fusion overlays.
“The release of these new T620/640-Series cameras
demonstrates FLIR’s unwavering commitment to our customer
base, where we continually provide the best technology, most
innovative features, and quality cameras at an affordable
price,” said FLIR Systems Australia Managing Director, Roger
Christiansz.
The new FLIR T640/620 cameras give professional
thermographers the highest thermal resolution and sensitivity
for the best-looking images and most accurate temperature
measurements. Coupled with the 5 megapixel digital camera
and LED lamp, you’ll get the sharpest visible light and thermal
images you need to create the most effective documentation.
See the results jump off the screen.The imagers offer 2%
accuracy,

Maintenance News 56
Mainpac partners with CIEAM to deliver better asset
management software for mining & manufacturing
Software developer Mainpac Pty Ltd has become the Australian
software participant with the Australian Cooperative Research
Centre for Infrastructure and Engineering Asset Management
(CIEAM).
The alliance will develop solutions aimed at improving the
efficiency and sustainability of infrastructure and engineering
asset management. These solutions will permit mining,
manufacturing and other asset intensive industries to formulate
long term strategies to optimise asset use and sustainability.
Under the partnership the results of research conducted by CIEAM
will find their way into future Mainpac software solutions.
Research now underway will address the application of standards
such as ISO 15926 and MIMOSA to provide interoperability of
asset management information systems, a consistent asset
management information auditing and assessment methodology,
support for infrastructure management through the combination
of sensors and asset information models and multi-criteria
decision support systems.
Mainpac chairman James Kirk, who with CIEAM chief executive
officer Professor Joe Mathew, is driving the partnership
arrangement, said the new Mainpac software will help enable
asset management strategies so that company directors can
achieve stronger financial and operational performance of their
assets and consequently better corporate governance.
Mainpac’s engagement is significant. With James Kirk now
a CIEAM board member, the head of Mainpac’s development
division in Adelaide, Michael Töns, has been appointed an
industry advisor to CIEAM, as well as being on the Centre’s
research committee.
Mr.Töns is also project leader responsible for CIEAM’s input to a
new suite of Mainpac software solutions which will be launched
in July.
www.mainpac.com.au
TransGrid Adopts Mincom’s Next-Generation
Solution for Enterprise Asset Management
Mincom, a global provider of software solutions and services for
asset-intensive industries, has announced a significant new deal
worth $7.2 million with TransGrid, one of the largest high-voltage
electricity transmission network operators in Australia.
Under the agreement, TransGrid will implement Mincom Ellipse
8, a comprehensive and modern Enterprise Asset Management
(EAM) solution for asset-intensive industries, as well as
Mincom applications for human resources and supply chain
management.
The organisation will also deploy the Mincom Mobility suite of
integrated field-enablement applications, including Mincom
Mobile Worker and Mincom Mobile Inspector, to improve the
efficiency and productivity of its dynamic workforce.
With Mincom’s enterprise solutions, TransGrid can achieve
greater visibility, improved availability and increased return
on nearly $6 billion worth of electricity assets, which provide
electricity to more than three million households and businesses
across New South Wales (NSW) and the Australian Capital
Territory (ACT). TransGrid’s assets include 91 substations;
12,600 kilometres of transmission lines; 36,000 transmissionline
structures; and a workforce of more than 1,000 employees.
“TransGrid is committed to supplying an efficient, safe and
reliable supply of electricity – now and in the future,” said Mr.
Tony Meehan, Executive General Manager of Finance and
Information Systems. “Maximising the performance of our
physical infrastructure and workforce is critical to meeting this
objective,” said Mr. Meehan.
“We selected Mincom Ellipse 8 as we believe it is currently
the most robust and fully modern platform for enterprise asset
management, designed specifically to meet the needs of assetintensive
businesses like ours,” he said.
“Mincom’s field-enablement applications are tightly integrated
with Ellipse 8, which will assist TransGrid’s asset and work
management processes in the field, where the work is being
done.”
Mincom Mobility is a suite of end-to-end field-enablement
applications that improves the decision-making and productivity
of field-force operations using mobile devices such as laptops,
tablets, PDAs and more. Fully integrated with Mincom’s Ellipse
solution for EAM, Mincom’s mobile workforce management
solutions allow field personnel to perform the right job, with the
right resources, wherever they are.
“Utility companies around the world face significantly greater
demand for energy due to rapid population growth, and must
maximise the performance of their physical infrastructure and
workforce to ensure continued reliability of service,” said Greg
Clark, Mincom CEO.
“We’re pleased that a recognised energy leader such as
TransGrid has adopted Mincom Ellipse 8, integrated with our
field-enablement applications, for this important function,” said
Mr. Clark.
www.mincom.com.
Korsnäs Gävle chooses Intellinova with SPM HD for
its fiber line
The SPM HD measuring method has gained wide acclaim in
the pulp and paper industry. Korsnäs, one of Sweden’s leading
producers in consumer packaging, now invests in the Intellinova
online system with SPM HD for condition monitoring on the fiber
line of its production facility in Gävle.
Korsnäs is a leading producer of fresh fiber-based packaging
materials, mainly in consumer packaging. Production, with
integrated pulp manufacturing, takes place at the company’s
three facilities in Gävle, Frövi and Rockhammar. The production
facility in Gävle, on the east coast of Sweden some 170 km north
of Stockholm, has a total production capacity of 700,000 tons
of paper and paper board annually on its three paper machines
PM2, PM4 and PM5.
Shortly after the launch of SPM HD in 2010, SPM was contracted
to measure bearing condition on the preimpregnation vessel,
using portable measuring equipment. At this point, before an
upcoming maintenance stop, it was feared there was a bearing
damage in the vessel. SPM HD measurements however showed
there was no damage on the vessel bottom bearing. During
a maintenance stop shortly after the measurements, it was
confirmed that the disturbances detected earlier originated from
other parts of the machine.
Gunnar Rönning, maintenance engineer at Korsnäs, says the
decision to invest in online condition monitoring was taken as
a consequence of the successful measurements, and Korsnäs
have high expectations for the SPM HD measuring method and
its suitability for low speed machinery such as those in the fiber
line.
Installation on two continuous digesters, preimpregnation tower,
high pressure feeder and wash press will take place during
planned stops in May and June, 2011. This machinery normally
runs at about 3-10 RPM.
The fiber line in chemical pulp manufacturing covers the
processes from wood to pulp: boiling, washing, filtering and
bleaching.
www.spminstrument.com/products/intellinova/
Vol 24 No 3

Maintenance News
57
LogbooksOnline from OMCS International
Web-based logbooks are the way of the future and OMCS
International is leading the way, offering users a configurable
system which can be used for any form of operation.
Imagine the capability to design your own logbooks… for every
part of your business… without the costly overhead of professional
developers to keep it up to date as your requirements change!
Using LogbooksOnline is like using a whiteboard…. Users can
create their own fields, data types, calculations, trigger points
and trigger functions!
LogbooksOnline is a result of over a decade of research across
all industry types. It is a simple and effective tool for improving
methods of data collection and loss reconciliation and is designed
to sustain any reliability initiative.
LogbooksOnline is a module of one of the best reliability
assurance software available, PMO2000®.
For more information visit:
www.omcsinternational.com/downloads/Production Log DemoV3_r1.pdf
or www.reliabilityassurance.com
or call OMCS International on 03 9315 0330
IFS Applications selected by Brookfield Asset
Management
IFS has announced a contract with Brookfield Asset Management,
a global asset manager focused on property, renewable power
and infrastructure assets with over $100 billion of assets under
management. Brookfield’s holdings include equity investments
in commercial and residential real estate, pulp and paper mills,
rail and port facilities, electric utilities and energy companies in
virtually every country in the world.
Brookfield will implement IFS Applications to streamline its
business processes worldwide. With Brookfield Renewable
Power having already implemented IFS Applications, their
success was something the parent company and its various
other divisions wanted to emulate. The company is licensing a
broad suite of enterprise resource planning (ERP) and enterprise
asset management (EAM) functionality including IFS Financials,
Distribution, Maintenance, Project Management, Document
Management and Human Resources.
“Our affiliate, Brookfield Renewable Power, which had selected
IFS for their ERP requirements, along with our own independent
evaluation of available providers, led us in selecting IFS as our
preferred strategic partner for an ERP platform for standardising
our global operations,” Brookfield Corporate Operations Vice
President of Global Strategic Sourcing Roman Kruczaj said.
“Furthermore, their comprehensive financial management, strong
projects functionality, and broad asset management features
have the capabilities to meet our global requirements. IFS will
provide us best-in-class applications to manage the diverse set
of businesses we operate around the globe, including those that
manage financial assets, ports, construction projects, power
generation assets, and office properties.”
The company offers a complete and integrated business
solution that manages the entire asset lifecycle -design, procure,
manufacture, build, construct and install, commission, maintain
and service, spares and supply chain, repair, refurbish, and
disposal. IFS Applications includes functionality for contract and
project management, risk management, project budgeting and
forecasting, finance and project accounting, resource planning,
scheduling and optimization, asset and service management,
spares management, mobile solutions for site work, call and
case management including SLA, all fully integrated with human
resources and document management.
www.ifsworld.com
PAC for compressor peace-of-mind
The R-Series 90-160kW
rotary screw air compressors,
manufactured by Ingersoll Rand,
offer the very best of time proven
designs & technologies. Coupled
with these, the compressors
have many advanced features
that ensure the highest levels
of reliability, efficiency and
productivity.
The R-Series compressors utilise Progressive Adaptive Control
(PAC) to protect the equipment and prevent unnecessary or
emergency shutdowns of production lines caused by extreme
situations or maintenance oversights. An integrated, intelligent
system, PAC continually monitors key components and operating
parameters and adjusts these to prevent unexpected downtime.
For example, on a variable speed unit, should the filtration system
start to clog or foul, the PAC will immediately display a real time
warning and maintenance indicator. But unlike conventional
compressor controls, should the situation deteriorate, the PAC
will not shut down the compressor completely. Instead, the PAC
will reduce the airflow so as to not overload the compressor
cooling system. This protects the equipment, whilst giving the
end-user time to rectify the problem, and maintain production
without shutdown. An exciting innovation that saves time and
money.
The R-Series comes in four standard variants, designed to suit
the load profile and duty required. The Fixed Speed version
is available with single-stage or two-stage airend, giving up to
15 per cent improved efficiency. For applications where there
is significant variation in the air demand, the Variable Speed
version is also available in single- and two-stage airend driven by
the world-renowned Nirvana Hybrid Permanent Magnet motor.
Typically, a Nirvana motor can save up to 35 per cent in power
costs. Incorporating a two-stage airend can potentially add a
further 15 per cent saving.
CAPS Australia is confident that the R-Series gives world beating
performance and no other compressor series in the market
place is able to give a customer such exceptionally high levels of
reliability and efficiency.
www.capsaust.com.au/
Photoelectric Sensors Cope With Washdown
W Rockwell Automation
has announced the release
of the Allen-Bradley 42CS
family of sensors, specifically
engineered to address highpressure
and harsh chemical
cleaning conditions.
These IP69K-rated sensors offer a wide range of sensing modes
in a smooth or threaded 316L robust, stainless steel housing with
hardened PMMA lenses. Smooth-barrel models, free of threads
and seams, are designed to minimize the accumulation of
undesired particles on the sensor and allow for an easy cleanup
making it ideal for the food and beverage industry.
Incorporated into the sensor is an innovative teach function that
enables the user to easily optimise the sensitivity by placing a
ferromagnetic metal object in the teach notch. In addition to the
standard and precision teach modes, a lock-out feature prevents
unauthorised users from changing the settings.
www.rockwellautomation.com.au
www.rockwellautomation.co.nz
Vol 24 No 3

Maintenance News 58
IFCS partners with MatrikonOPC. Secure OPC
connectivity for Building Automation Customers
MatrikonOPC has announced that IFCS is the newest member
to join its Global Partner Network. IFCS will be integrating
MatrikonOPC’s full range of OPC Servers with its DABO
(Buildings Diagnostic Agent for Building Operation) – a powerful
tool that analyzes and stores all data read by the centralized
control system. The DABO also suggests corrective actions
that can be implemented by the maintenance team even before
problems manifest themselves. With MatrikonOPC’s secure and
reliable OPC Servers, the DABO product can now be easily
embedded into building automation networks around the world.
MatrikonOPC solutions enable IFCS to configure all data
transmission parameters by embedding the OPC Servers
right into the IFCS solution. This capability allows for secure
communication with all kinds of data sources – providing
seamless integration across all building management systems
and access to data wherever and whenever it is needed.
“Secure access to real-time data is critical in building automation
systems and data center applications - MatrikonOPC understands
this need,” said Drew Brydon, vendor partner program manager-
MatrikonOPC. “MatrikonOPC servers provide maximum security
and connectivity to help users run their buildings and data
centers more efficiently. Since IFCS’s primary focus is delivering
effective, innovative asset management software that aims at
enhancing buildings’ operations and efficiency, this partnership
is a natural fit.”
“MatrikonOPC’s solution is opening new opportunities for our
products. Using OPC, we are now able to access and transfer
any BAS data to our software regardless of the vendor. Thanks
to MatrikonOPC our clients can now monitor and control buildings
around the world,” said Xavier Bonifay, President, IFCS inc.
Learn more about the MatrikonOPC Vendor Program here:
www.matrikonopc.com/partners/oem.aspx
Infor and KernMobile Increase Their Public Sector
Capabilities with a Partnership
Infor, a leading provider of business application software serving
over 70,000 customers, and KernMobile, an Australian and New
Zealand based company that provides a works management
system for organisations with a mobile workforce, signed a
reseller agreement across Australia and New Zealand.
Under this partnership agreement, Infor will resell the KernMobile
solution to extend the value of Infor Hansen Enterprise Asset
Management that is used internationally within local government
and utilities organisations.
• The KernMobile solution integrates with both Infor Hansen 7
& Infor Hansen 8 and is the mobile solution of choice for the
Hansen product across Australia & New Zealand. It will provide
added value to Infor clients by reducing their data management
costs whilst at the same time, efficiently scheduling and recording
field staff work orders.
• The solutions is ideal for organisations dealing with off-site
infrastructure or services as KernMobile provides an automated,
paperless mobile data capture and works management system
that links field staff with back office databases.
• KernMobile has expertise in delivering data capture, asset and
equipment maintenance, work crew scheduling and customer
care, providing organisations with a big picture view of the
company. It has been very successful at growing a client base
in New Zealand and Australia. This partnership provides even
greater local and global market reach.
www.kernmobile.com www.infor.com
Used CATs go mobile
Leading UK business publisher The Moffat Group has developed
an application for Apple’s iPhone and mobile-friendly website
for Caterpillar, the world’s largest manufacturer of construction
equipment.
A new iPhone ‘app’ and
mobile-friendly website
from Caterpillar (CAT)
has been launched.
Updated in real time,
the system provides
pricing, specification,
dealer location, machine comparison and contact information on
approx 40,000 used CAT machines located across the globe. It
also enables users to browse Cat Certified Used ®, which is only
available from Cat dealers.
www.resaleweekly.com/About-Us-Company-Profile
International Society for CM (ISCM)
In 2010 was launched the International Society for Condition
Monitoring (ISCM) and many delegates at the CM2010 Condition
Monitoring Conference showed an interest in joining. BINDT
and the ISCM Interim Management Committee have been
developing the terms and conditions of the ISCM, together with
the membership benefits, and are now in a position to formalise
membership and induction into the Society. The benefits of
membership include:
• facilitating a worldwide network for interchange of knowledge
• encouraging and supporting national & international seminars
and conferences
• providing input in the development of training, qualification and
certification programmes
• contributing to the development of international standards
• encouraging and supporting publishing initiatives
• liaison with other national and international bodies
• timely strategic planning
• establishing sub-committees and working groups where
appropriate
The Chairman of the ISCM, Professor Len Gelman, wishes
to invite you to join the International Society for Condition
Monitoring.
An application form and ISCM leaflet can be downloaded from:
www.bindt.org/downloads/ISCM_Membership_Form.pdf
www.bindt.org/downloads/ISCM_Leaflet_2011.pdf
Singleton Council automates As-Built
Open Spatial Australia has announced that Singleton Council
has selected their As Constructed Design Certification Solution.
By automating the As-Built / As Constructed / Work as Executed
process, Council expects to be able to provide faster turnaround
times to private developers submitting their Work as Executed
drawings digitally.
The Solution is will allow Council to accept electronic As-
Built submissions from private developers to meet its digital
requirements. Private developers will have access to published
templates that describe the information needed by Council when
at the end of the development phase. As-Built drawings, being
a record of the design that was built, will contain the drawing
and necessary attribute information to populate Council’s Asset
Management system and its Geographical Information System
(GIS) to help them better manage their infrastructure. Currently
Vol 24 No 3

Maintenance News 59
the process, validating the as-built to assure completeness and
correctness and transferring the data from each submission into
Asset Management and GIS, is largely manual. It is envisaged
that by automating these submissions, Council will improve its e-
services to its residents and developers working in the Singleton
area, as well as allowing Council to do more with the same
resources.
Efficiencies gained by implementing this system will mean that
the time that we previously spent re-capturing asset attributes
and digitising as-built drawings can be used to further improve
and enhance our asset management systems and practices.
www.openspatial.com.au
Infrared Windows for Switchboard Inspections
To complement the range of thermal imaging equipment AIS
introduces its innovative solution for switchboard inspections.
Infrared Windows are widely used for thermal imaging inspections
of switchboards and other industrial equipment without opening
the covers.
An infrared window assembly (composed of optics, O-ring, metal
holder, and protecting cover) is installed as the viewport window
for thermal imaging cameras. The critical part of the assembly,
optics, is made of CaF2, which allows thermal imaging cameras
to operate through it at different wavelength ranges. Our infrared
windows are suitable for 3 wavelength ranges: 0.2-7um, 0.2-
14um, and 3-16um. This window is also transparent for human
eye for conducting visual inspections.
An O-ring used in windows design meets the requirements of the
dust protection standard IP67.
www.applied-infrared.com.au
LED Performance Benefits MRO Technicians
G Designed for industrial maintenance technicians, the Pocket
Floodlight combines the convenience and compact size of a
penlight with the light output of a work light.
Plant and equipment maintenance technicians often try to use
a penlight-style flashlight instead of a work light when working
in confined spaces since the flashlights are smaller, and are not
tethered to an AC power outlet
by an extension cord. However, a
flashlight has a very narrow light
beam with hot and dark spots
which make it difficult to see
what is being inspected. Also,
the amount of light produced is
far less than the amount of light
produced by a work light. Maxxeon claims to have overcome all
of these issues with their Pocket Floodlight which combines
the size of a penlight with the performance of a work light.
According to company spokesman John Schira, “This light is
ideal for techs… they will be amazed at the massive amount of
light that this tool produces. ”.
The company claims that the light output of 120 lumens is up to
20 times the amount of light produced by many penlights. The
state-of-the-art LED has a special wide-angle light beam making
it an ideal light for up close use. The special design provides
a clear, uniform light pattern, without the “hot spots” and “dark
spots” that are common to most flashlights.
The Pocket Floodlight is also available with a UV LED for use
in dye leak detection and red LED for night readings.
www.maxxeon.com/led_pocket_floodlight_workstar_220.html
AMMJ Sponsors and Supporters
The AMMJ has been published since 1988 (originally as the Maintenance Journal). Our survival over
those years has depended on the support given by our Advertisers. In these days of multi media options
the AMMJ particularly wish to thank our major current Advertisers who have advertised with the AMMJ
over many issues:
PLATINUM Sponsor and Supporter (Inserts and Multiple Page Advertising)
SKF Reliability Systems rs.marketing@skf.com www.skf.com.au www.skf.com.au/training
GOLD Sponsors and Supporters
(Full Page Advertising)
ARMS Reliability www.globalreliability.com
FLIR info@FLIR.com.au www.FLIR.com.au
Infratherm info@infratherm.com.au www.infratherm.com.au
OMCS International steve@omcsinternational.com www.reliabilityassurance.com
SIRF Rt www.sirfrt.com.au www.rcart.com.au
The Asset Partnership mail@assetpartnership.com www.assetpartnership.com
SILVER Sponsors and Supporters
Apt Risk Management
Assetivity
www.aptgroup.com.au
www.assetivity.com.au
(Half Page Advertising)
You can show your support for the AMMJ by taking a look at the advertising in this issue
and by visiting the advertiser’s web sites.

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

Seminar 1 Duration - 1 Day
The Why, What, How and Who
Of Maintenance
Presented by Len Bradshaw
Brisbane 14 September 2011 Melbourne 19 September 2011
Seminar 2
Duration - 1 Day
Maintenance Planning and
Maintenance Management
Presented by Len Bradshaw
Brisbane 15 September 2011 Melbourne 20 September 2011
1. Consequences of Good or Bad Maintenance
• The direct and indirect costs of Maintenance.
• The real cost of failures and cost of downtime.
• Do you identify and record real maintenance costs.
• What do you cost and what are you worth.
Displaying your value to your organisation.
• Maintenance as a profit creator.
• Short term and long term impact of insufficient
resources in Maintenance
• Effect of too little or too much planned maintenance.
• Your Impact on Safety, Insurance and Legal Costs.
2. Maintenance Activities
• The different activities performed in maintenance.
• Emergency, corrective, preventive, predictive,
condition based, and Proactive maintenance.
• Possible problems associated with fixed time
replacement of components.
• Understanding what are failures in maintenance.
• The different failure types and how they affect what
maintenance should be used.
• What maintenance is needed. Basic rules in setting
inspection and PM frequencies.
3. Improving Maintenance Activities
• Introduction to maintenance plan development.
PM’s and repair proceedures.
• Moving through Preventive / Predictive to Proactive
Maintenance.
4. Inspections & Condition Based Maintenance
• What inspection and preventive/predictive techniques
are now available in maintenance.
• A look at the wide range of inspection and condition
monitoring techniques
• Visual inspections, oil analysis, vibration monitoring,
thermography, acoustic emission, boroscopes, fibre
optics, alignment techniques, residual current.
5. The People and Structures In Maintenance
• The different organisational structures used for
maintenance activities.
• Restructured maintenance, flexibility, multiskilling
and team based structures.
• What motivates people to work with the company
rather than against it.
• Maintenance Outsourcing/Contracting - for and
against.
• Introduction to what the best do: Leadership,
recruitment, training, flexibility, motivation,
teams, TPM, performance, rewards, core skills
and outsourcing.
1. Computerised Maintenance Management
Systems
• The different techniques involved with
maintenance planning and use of a CMMS
• The move towards Asset Management Systems
and beyond the basic CMMS.
• Links to other management systems, GIS, GPS,
Internet, Intranet, Web based systems.
• Who should be the planner. Responsibilities/
duties of the planner.
2. Maintenance Planning - The Details
• Equipment coding, inventory and asset registers.
Asset technical databases. Rotables.
• Asset and task priority or criticallity.
• Maintenance requests. Quick work request.
• A PM becoming a Corrective task. The small job.
• Backlog and frontlog files.Opportunity
maintenance. Backlog file management.
• Planning PM routines and corrective work.
• Determining the weekly work. How much work?
• Maintenance planning coordination meeting.
• Work order issue, work in progress.
• Feedback and history.
• Performance measures for plant,
maintenance, people and planning.
3. Maintenance Stores
• Store objectives and stock control.
• Impact of maintenance type on stock held.
• Who owns the stores? Who owns the parts?
• Maintenance of parts in the store.
• Vendor and user alliances. Consignment stock.
• Monitoring service levels from your store.
• Location of the stores.
• Internet spares, parts optimisation,
4. Maintenance Management
• Using downtime data to minimise the impact of
downtime.
• Examples of how to collect, use, and understand
maintenance data.
• Maintenance - Using MTBF? Histograms, Pareto
Analysis, Simulation.
5. Asset Management
• Introduction to Asset Management and
Maintenance Excellence.
• Introduction to life cycle costing of assets.
• Introduction to Setting Strategies: Audits,
Benchmarking, and KPI,s
Who should attend these 1 day seminars?
Tradespersons, Technicians, Planners, Schedulers, Engineers, Supervisors and Managers, plus Operations Personnel
and others interested in maintenance of plant and assets.

Workshop Duration - 1 Day
Applying Best Practices to
Maintenance Planning & Control
Presented by Ricky Smith
Brisbane 16 September 2011 Melbourne 21 September 2011
1. What does World Class Maintenance Planning look like?
• Alcoa, Mt Holly – recognized worldwide as one of the best in the world.
• Lessons learned from this experience are identified and discussed.
2. Developing Effective Work Procedures
• Why work procedures are necessary and becoming more critical
• What the Work Procedure hierarchy is and why it is important
• The difference between ranking jobs for execution and jobs for work procedure development
• How to effectively map a work procedure
• How to write clear and meaningful Warnings, Cautions and Notes for work procedures
• How to identify and document constraints, impediments and resources for work procedures
• Basic rules for work procedures
• How to design and construct effective work procedures
• Basic metrics for work procedure development and usage
3. Proactive Work
• Proactive Work Flow Model Attributes
• The Roles of a Planner
• The Roles of a Maintenance Supervisor
• Planning Proactive Work Process
• Kitting Parts
• Managing the Backlog Overview
• Feedback on the Plan once it has been executed
4. Maintenance Scheduling
• Daily and Weekly Scheduling
• Wrench Time
• Measuring Wrench Time
• What to do about a low wrench time?
• Scheduling one week of work load for your crew
5. Maintenance Execution
• Maintenance Planning effect on Work Execution
• Maintenance Scheduling effect on Work Execution
• Lack of / use of Effective Work Procedures
effect on Work Execution
• Feedback to the planner and schedulers
• Work Order Close Out
• Rework – how to eliminate it
6. Maintenance Program Metrics
• Metrics and Key Performance Indicators
• Department Level Measures
• Equipment or System Level Measures
RICKY SMITH - Workshop
Ricky Smith is renowned in the world of
reliability and maintenance. He has more
than 30 years of experience working in
hundreds of plants world wide in reliability,
maintenance management and training.
Ricky has worked in maintenance at some
of the World’s great companies including
Alumax Mt Holly (now Alcoa Mt holly).
Ricky spent one year in Kuwait and Iraq as
a maintenance company commander for
the US Army Reserve, where he provided
maintenance to US and Coalition Forces.
Ricky has developed an insight applicable
to every maintenance facet.
Ricky is also a well-respected author
with his published books, “Lean
Maintenance” and “Industrial Repair, Best
Maintenance Repair Practices” with his
latest book, “Rules of Thumb in Reliability
Engineering”.
Who should attend this 1 day workshop?
Tradespersons, Technicians, Planners, Schedulers, Engineers, Supervisors and Managers, plus Operations Personnel
and others interested in maintenance of plant and assets.

Len Bradshaw - Seminars 1 & 2
Len Bradshaw is a specialist in maintenance
management and maintenance planning/control. He
is currently a Director of the Australasian Maintenance
Excellence Awards. He is the Publisher/Editor of
the AMMJ (Asset Management and Maintenance
Journal) that reaches over 120 countries. He has
a Masters Degree in Terotechnology (Maintenance
Management).
He has conducted maintenance seminars for all
levels of maintenance staff from trades personnel
to executive management. Len has conducted over
320 courses for in excess of 9,000 maintenance
personnel, both in Australia and overseas.
Seminar and Worshop Fees
AUD $750 per delegate (per day)
The course fees are inclusive of GST and also include Seminar/Workshop material
as well as lunch and refreshments. Course fee does not include accommodation,
which if required is the delegates own responsibility.
Confirmation A confirmation letter will be sent for each delegate.
Times The courses start at 8:00am and end at 3:45pm, each day.
Arrival/Signing-in is from 7:40am on the first day the delegate attends.
2011 VENUES
Brisbane: 14 - 16 Sept 2011
Hotel Grand Chancellor
23 Leichhardt St,
Brisbane QLD
Web: www.ghihotels.com
Melbourne: 19 - 21 Sept 2011
Rydges On Swanston Hotel
701 Swanston St,
Melbourne VIC
Web: www.rydges.com
How do I Register
1. Mail the completed registration form together with your cheque made
payable to: Engineering Information Transfer Pty Ltd,
P.O. Box 703, Mornington, VIC 3931, Australia
2. Scan form & email to: mail@maintenancejournal.com
3. Email and Indicate courses/ dates/venue required/ personnel to
attend and provide details of method of payment then email to:
mail@maintenancejournal.com 4. Fax to: 03 59755735
5. Or post/email a formal company Purchase Order/Purchase Order
number and we will invoice your organisation on that Purchase Order.
For Further Information
Engineering Information Transfer P/L (ABN 67 330 738 613)
Ph: Aus 03 5975 0083 Fax: 03 59755735
Email: mail@maintenancejournal.com
P.O. Box 703, Mornington, VIC 3931, Australia
www.maintenancejournal.com
Cancellations: Should you (after having registered) be unable to attend, a substitute delegate is always welcome. Alternatively, a full refund will be made for cancellations received
in writing 14 days before the seminar starts . Cancellations 7 to 14 days prior to the seminar dates will be refunded 40% of the registration fee, in addition to receiving a set of seminar
notes. There will be no refund for cancellations within 7 days of the seminar dates.
This registration form may be photocopied.
REGISTRATION FORM
Course One: AUD $750
The Why What When & Who of Maintenance
Course Two: AUD $750
Maintenance Planning & Maintenance Management
Workshop: AUD $750
Applying Best Practices to Maintenance Planning
Course
Please Tick Course
Venue
Please Tick Venue
Brisbane
Melbourne
____________________________________________________________________________________________________________________________________________________________
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Name of approving officer
Position
Position
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Phone
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____________________________________________________________________________________________________________________________________________________________
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Fee payable $_________________
Cheque - enclosed made payable to Engineering Information Transfer Pty Ltd
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Other Cards are accepted but a 2% fee applies.
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BTM
IR1
BTM IR1 RCF
BTM BTM BTM
OA1
PT
IR1
BTM IR1
OA1 BTM BTM BTM DB
PT
IR1 OA1 BTM IR1 BTM
ML1 ESA RCF SPM BTM SRM
ML1 FMC PT
ML1 RCM RCF
BTM SRM
ML1 FMC PT
ML1 RCM
BTM ESA SPM
ML1 FMC
RCM
PMS SPM
SPM
PMS
RCF
MSR
BTM BTM PME RCF
BTM PME
BTM BTM
SPM
OAM
OAM
CR
CR
PMS BTM
LB1
LB1
PMS BTM
VA1
BTM
VA1
PMS BTM CR
BTM
VA1
PMS PT CR
BTM
PMS PT
MAR RCF
MIC RCF
MAR
Bank Holiday (NSW)
Picnic Day (NT)
BTM
BTM
BTM
BTM
ML1 RCF MSR ESA
BTM
BTM
BTM
ESA
BTM MIC
BTM
ML1 RCF SPM UT
SPM UT
BTM CR LB1 VA1
VA3 BTM
VA3 BTM
VA3
Labour Day
(NSW, ACT & SA)
PMS
RCF PT
VA2
VA1
PT PMS FMC
ML1 RCF
BTM ESA
OA1 RCF
BTM
PME VA2 BTM
VA1
PMS FMC
ML1 LB1 PME BTM DB
OA1 RCF
BTM
VA2 BTM
VA1 PMS FMC
ML1 LB1
BTM
OA1
BTM
VA2 BTM
PMS
OA1
VA2
BTM
BTM BTM
BTM CR LB1 VA1 BTM BTM ML1 RCF
BTM ESA PT VA1 CR BTM ML1
UT
UT BTM PME
UT BTM PME
UT BTM
UT
OA1
PT
OA1 VA1
OA1 VA1
OA1 VA1
VA2
VA2 RCF
VA2 RCF
VA2
VA2
PT
PT
CR
PMS IR1
PMS
PMS
IR1 OA1
BTM
PMS
IR1 OA1 ESA
BTM
PMS
IR1 OA1
BTM
PMS IR1 OA1
PMS
MIC
RCF
VA3 BTM
FMC
PMS MAR RCF
ML1
FMC
PMS MIC RCF
ML1
FMC
PMS
ML1
Family & Co munity
Day (ACT)
BTM ESA ML1 RCF VA2 BTM PME PT OA1 BTM ESA
RCF
BTM BTM ML1
VA1
BTM BTM ML1 VA1
VA3
BTM
VA3 BTM RCM
VA3 BTM RCM
VA3
BTM BTM
BTM BTM
BTM RCF
BTM
OAM
FMC
OAM
BTM
FMC
OAM
BTM
FMC
OAM
BTM
OAM
VA1
RCM
VA2
MSR UT
BTM
VA2 PME PT
FMC
BTM
VA2 MAR
FMC
VA2 FMC
MSR UT ML1
ESA
SRM
RCF
SRM RCF
SPM
SPM
OA1 BTM
OA1 BTM RCF DB
OA1
VA3
VA3 BTM
RCF
(WE201)
NEW SOUTH WALES
20- 2 July
10-12 August
13-15 April
8-10 June
30 Nov-2 Dec
23-25 February
14-16 September
23-25 March
25-27 May
19-21 October
2-24 June
NORTHERN TE RITORY
23-25 February
QU ENSLAND
1-13 May
12-14 October
7-9 December
1-3 June
13-15 April
2-24 June
23-25 March
19-21 October
27-29 July
23-25 February
2-4 March
7-9 September
19-21 April
16-18 March
23-25 November
SOUTH AUSTRALIA
25-27 May
12-14 October
28-30 April
16-18 August
7-9 December
TASMANIA
10-12 August
VICTORIA
1-13 May
20- 2 April
12-14 October
7-9 September
23-25 March
21-23 June
16-18 November
WESTERN AUSTRALIA
14-16 September
21-23 April
20- 2 July
9- 1 March
16-18 November
26-28 October
PAPUA NEW GUINEA
24-26 August
FIJI
7-9 July
13-15 July
NEW ZEALAND
9- 1 February
2-4 March
23-25 March
20- 2 April
CAF
1-13 May
15-17 June
20- 2 July
17-19 August
DB
7-9 September
13-15 October
2-4 November
23-25 November
14-16 December
NEW SOUTH WALES
9 February
QU ENSLAND
4 February
VICTORIA
1 February
WESTERN AUSTRALIA
ESA
ESA
2 February
NEW SOUTH WALES
28 October
QU ENSLAND
24 August
SOUTH AUSTRALIA
3 March
VICTORIA
29 April
WESTERN AUSTRALIA
21 July
NEW SOUTH WALES
9 June
1 December
15 September
QU ENSLAND
23 November
9 February
CR
12 February
12 August
SOUTH AUSTRALIA
12 October
VICTORIA
25 February
1 September
WESTERN AUSTRALIA
4 May
26 October
IR
13 May
5 November
NEW ZEALAND
24 March
20 July
NEW SOUTH WALES
16-17 March
10- 1 August
QU ENSLAND
28-29 January
MAR
23-24 June
SOUTH AUSTRALIA
19-20 August
WESTERN AUSTRALIA
23-24 February
MIC
MIC
NEW PLYMOUTH
ON NORTH
LB1
NEW SOUTH WALES
12-16 April
QU ENSLAND
19-23 April
WESTERN AUSTRALIA
13-17 September
QU ENSLAND
25 May
21 October
WESTERN AUSTRALIA
29 June
21 September
NEW SOUTH WALES
24 August
QU ENSLAND
26 May
SOUTH AUSTRALIA
9 November
VICTORIA
8 July
WESTERN AUSTRALIA
ML1
2 September
NEW SOUTH WALES
28-29 January
QU ENSLAND
10- 1 August
SOUTH AUSTRALIA
14-15 July
VICTORIA
3-4 February
WESTERN AUSTRALIA
MSR
19-20 April
NEW SOUTH WALES
21-23 September
QU ENSLAND
9- 1 March
13-15 July
1-3 June
SOUTH AUSTRALIA
4-6 May
TASMANIA
16-19 February
VICTORIA
17-19 August
18-20 May
WESTERN AUSTRALIA
12-14 October
NEW ZEALAND
OA1
23-25 March
OA1
OAM
PME
31 August-2 September
NEW SOUTH WALES
17-19 March
QU ENSLAND
30 August-1 September
NEW SOUTH WALES
20-23 April
QU ENSLAND
14-17 September
SOUTH AUSTRALIA
26-29 October
VICTORIA
27-30 July
WESTERN AUSTRALIA
9-12 February
NEW ZEALAND
4-8 October
QU ENSLAND
2-26 March
WESTERN AUSTRALIA
23-27 August
NEW ZEALAND
23-25 February
PMS
PSF
NEW SOUTH WALES
7-8 September
QU ENSLAND
13-14 July
SOUTH AUSTRALIA
15-16 June
VICTORIA
19-20 October
WESTERN AUSTRALIA
23-24 March
NEW SOUTH WALES
21-25 June
QU ENSLAND
26-30 July
SOUTH AUSTRALIA
15-19 March
13-17 September
VICTORIA
20-24 September
WESTERN AUSTRALIA
17-21 May
RCM
2-26 November
NEW SOUTH WALES
8 February
QU ENSLAND
5 February
VICTORIA
12 February
WESTERN AUSTRALIA
1 February
QU ENSLAND
17-19 November
WESTERN AUSTRALIA
5-7 May
RCF
NEW SOUTH WALES
21- 2 September
27-28 July
NORTHERN TE RITORY
25-26 May
QU ENSLAND
16-17 February
4-5 May
28-29 October
PT
SPM
2-3 February
12-13 July
SOUTH AUSTRALIA
23-24 November
TASMANIA
12-13 October
VICTORIA
16-17 March
17-18 August
WESTERN AUSTRALIA
1-2 September
15-16 June
8-9 December
NEW ZEALAND
13-14 April
9-10 November
NEW SOUTH WALES
9-10 November
QU ENSLAND
12-13 August
SOUTH AUSTRALIA
12-13 July
VICTORIA
24-25 June
WESTERN AUSTRALIA
21- 2 April
NEW ZEALAND
18-19 May
19-20 October
NEW SOUTH WALES
15-16 March
QU ENSLAND
2-3 September
SOUTH AUSTRALIA
13-14 May
VICTORIA
25-26 November
WESTERN AUSTRALIA
3-4 May
SRM
UT
VA1
SOUTH AUSTRALIA
10-12 May
VICTORIA
2-24 November
QU ENSLAND
6-10 September
WESTERN AUSTRALIA
30 August-3 September
NEW SOUTH WALES
23-25 February
QU ENSLAND
2-24 June
QU ENSLAND
VA2
VA3
13-15 July
SOUTH AUSTRALIA
10-12 August
VICTORIA
5-7 October
WESTERN AUSTRALIA
9- 1 March
NEW ZEALAND
13-15 October
VICTORIA
8-12 November
WESTERN AUSTRALIA
FMC
26-30 July
NEW ZEALAND
18- 2 October
VICTORIA
29 Nov-3 Dec
NEW ZEALAND
15-20 November
NEW ZEALAND
9- 1 March
18-20 May
27-29 July
24-26 August
21-23 September
20- 2 October
And you thought
we just made bearings
SKF Reliability Systems
2010
Australia Day
New Years Day
Labour Day (WA)
Easter Monday ANZAC Day
G od Friday
Foundation Day (WA) Qu ens Birthday
BTM CAF ML1 ML1
DB MIC
SRM PMS PMS SRM
Melb Cup (VIC)
PMS BTM PMS BTM
PMS BTM PMS BTM
PMS BTM PMS BTM
PMS PMS
BTM ESA RCF ESA
RCF
Christmas Day
Boxing Day
BTM BTM NORTHERN TE RITORY
2-24 June
16-18 February
25-27 May
3-5 August
2010 SKF Training Handbook
For further information on
Public, On site or future courses:
03 9269 0763 rs.marketing@skf.com
www.skf.com.au/training
SKF Reliability Systems
SKF Reliability Systems
Reliability and maintenance training from SKF
The development and knowledge path for your sta f to
promote a productive, safe and innovative work environment
The Power of Knowledge Engineering