DAY 1 - AMMJ

MANAGE AND MAINTAIN YOURASSETS WITH MICROSOFT-AWARD-WINNING SOFTWARE

Tough Times DemandSmart SolutionsDeliver real improvements in reliability and cost reductions withEXP Enterprise; the world’s first asset health management systemThis world-leading technology based solution has been developedby the Aladon Network to enable real benefits to be delivered quicklyand easily. It can be used to develop, implement and manage thewhole reliability improvement process or take activities from existingprogrammes that have failed to deliver the expected results.Benefits:MAKE IT HAPPEN!Contact: Stuart HyltonThe Asset PartnershipSuite 1, Culdees RoadBurwood NSW 2136, AustraliaAUS: T +61 (0)2 9715 1405 F +61 (0)2 9715 1043NZ: T +64 (0) 9625 7167 M +64 (0) 21 466 283E stuart.hylton@assetpartnership.com

AMMJ ContentsAsset Management and Maintenance JournalApril 2009 IssueWhy You Would Be Nuts To Keep Squirrel Stores 6Phillip Slater(Australia)The Journey From Reactive To Proactive - How Portland 12Electric is Using RCM to Change Their Maintenance CultureCheryk Bryant, Paul Lennon and Jason Ballentine (USA)Enhanced Efficiencies While Reducing Costs Using PDA’s 20Naaman Shibi (Australia)A Proposed Blueprint For Setting Up An 28Asset Management SystemStewart Lawrence (Australia)The Predictive Maintenance Crystal Ball 34SEW EurodriveJohn Woodhouse (Australia)Lifecycle FMECA 36Rohit Banerji and Debajyoti Chakraborty (UK)Importance of Setting Levels of 40Service For M & E Plant AssetsIbrahim, Vincent, Wood and Lau (Australia)CMMS - Who Is At Fault 44John Reeve (USA)Overview of Vibration Analysis 50Dr S J Lacey (UK)2009 Listing of CMMS & EAM’s 56Len Bradshaw (Australia)Maintenance News 62Subscription Form 67COVER SHOT:This issue’s cover image shows work on RollsRoyce equipment. See the SKF VibrationAnalyser news item on page 62 of this issue.www.infratherm.com.auImprove your bottom line.Distributors required forinfrared cameras.Infratherm Pty Ltd, the region's leading supplier ofinfrared thermal imaging cameras, is seeking distributorsthroughout Australia.Distributors will have the opportunity to broaden theirproduct range and share in the lucrative IR temperaturemeasurement market.Now, with the release of the revolutionary NEC-Avio F30model, high performance thermal imaging and radiometricmeasurement is truly affordable.For more information and the opportunity to enter thisrewarding market email Infratherm at info@infratherm.com.auAMMJ Vol 22 No 2

Do our peopleget smarter whenthey travel?This can’t be true, however inthe past twelve months morethan 70% of our work hascome from overseas clients.We want to reverse this number.WHY OUR CLIENTS CHOOSE OUR PMO PROCESSAND WHY YOU SHOULD TOO...International clients:• Indonesia• Malaysia• Philippines• Taiwan• New Zealand• North America• Chile• South Africa• Holland• Saudi ArabiaSAP ® CertifiedPowered by SAP NetWeaver ®The PMO2000 ® (our unique approach)Process has always been a simple andeffective means for you and your teamto understand the principles of reliabilityand how to deploy them. Our systems are builtaround simplicity, not complexity, but they work inany capital intensive organisation. Our clientsrange from the current holder of the NorthAmerican Maintenance Excellence awards tocompanies that are yet to install a computerisedmaintenance management system.We help you create a culture of “Zero toleranceto unexpected failure”. We are not a companythat just helps you write a maintenance strategy- we assist you to deploy a reliability assuranceprogram which is a living program.We will also assist you with a change of culturenot only in your maintenance departments, butwithin the production areas as well. This isbecause we view reliability and maintenance asprocesses not as departments.We are also highly experienced in assisting youdevelop corporate reliability assurance initiatives.Our reliability improvement software, PMO2000, ®is now SAP ® certified and can seamlessly passinformation to and from SAP. ® All the other modulesof our full suite of Reliability Assurance softwarepackages can also be directly integrated with SAP. ®How the process helps you• Defines what maintenance is value adding andwhat is not and keeps this up to date• Trains and motivates your staff to build reliabilityconcepts into their daily activities• Groups all your results into practical schedulesand works to quickly implement what hasbeen learned• Creates a closed loop system that makesinvestigations into losses very efficient andhighly effectiveThe BenefitsPut simply, successful implementation of ourprogram results in a reduction in maintenancerelated downtime by one half. This can beachieved site wide in 12 months.• Reduced reactive or emergencymaintenance activities• Increased workforce productivity whileproviding greater job satisfaction• Reduced costs of spares and overallmaintenance activityOur StrategyOur current strategy is to attract more localbusiness than overseas business.If you suffer more reactive maintenancethan you should - contact usFor more information please contact ourMelbourne office and arrange for us to provideyou with a presentation.Contact usSteve TurnerDirector and Principal ConsultantOMCS InternationalEmail: steve@omcsinternational.comMobile 0419 397 035Or contact any of our local or globallicensees through our website atwww.reliabilityassurance.com

AMMJAsset Management and Maintenance JournalISSN 1835-789X (Print)ISSN 1835-7903 (Online)A journal for all those interested in the maintenance, asset management,monitoring, servicing and management of plant, equipment, buildings, facilitiesand infrastructure.Volume 22, No 2April 2009Published by:Engineering Information Transfer Pty LtdPublisher and Managing Editor:Len BradshawPublishing Dates:Published in February, April, July and October.Material Submitted:Engineering Information Transfer Pty Ltd acceptno responsibility for statements made or opinionsexpressed in articles, features, submitted advertising,advertising inserts and any other editorialcontributions.Copyright:This publication is copyright. No part ofit may be reproduced, stored in aretrieval system or transmitted in anyform by any means, including electronic,mechanical, photocopying, recording orotherwise, without the prior writtenpermission of the publisher.For all Enquiries Contact:Engineering Information Transfer Pty LtdPO Box 703, Mornington,Victoria 3931, AustraliaPhone: (03) 5975 0083,Fax: (03) 5975 5735,E-mail: mail@maintenancejournal.comWeb Site: www.maintenancejournal.comSubmission of Articles or News* Do you wish to contribute maintenance articles, news or papers to the AMMJ?* Is your company engaged in asset management and maintenance activities of interest to our readers?See our website at www.maintenancejournal.com for details of how to submit your articles or newsSee thefuturenowLearn all about it at ourINHOUSE & PUBLIC WORKSHOPSALL-TEST PRO TMPREDICTIVE MAINTENANCEThe onlyComplete Systemfor motor diagnosticsOnline 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 LEASEPh +61 2 9318 0656 | www.aptgroup.com.auRisk ManagementElectrical Solutions

Why You Would Be NutsTo Keep Squirrel StoresPhillip Slater Initiate Action Australia pslater@InitiateAction.com“Breaking the locks was the only option. It was 2am and Line 1 had stopped completely.“The good news was that we knew exactly what the problem was and how to fix it. We also knew that thespare part we needed had been in the storeroom earlier in the day – I had seen it there myself.The bad news was that it was no longer there and we didn’t know who had taken it or where they put it. Wewere pretty sure that one of the dayshift crew had taken it and put it in his locker. Waiting was not an optionso locks had to be broken. We just hoped that we found the part before doing too much damage.Sound familiar? This scene is played out in maintenance workshops all over the world. Maintenance teammembers take parts and put them away in their own stores and sometimes, when really needed, the partcannot be found. The team members do this either because they think it is ‘convenient’ or that it ‘saves time’.Convenient and time saving for them but what about the rest of us!Let’s face it, reliability and maintenance people are different. They have a unique position in the world. Weall know that when things go wrong maintenance gets the blame. But when things go right Production getsthe credit. As a result they hoard spare parts, like squirrels keeping nuts for the winter. That’s why theseunofficial stores are often referred to as ‘squirrel stores’. Look around almost any workshop and you will findspare parts that are being held in private stores, ‘just in case’.The problem with this, as demonstrated above, is that when parts are held outside of the official storeroomor inventory management system they actually impact the rest of your inventory holding for that part. Notonly in the obvious ways of poor availability and access but also in less obvious ways relating to inventorylevels, operational expenditure and even your reliability program - more on that in a moment.First, let’s understand why these stores exist. One reason is trust. That is, trust that your official store willhave the required parts when they are needed. If your storeroom management is unreliable this erodes trustin the system. Also, if team members know that other team members are ‘squirreling away’ parts then theymight do the same – just in case. No one wants to be caught short. Not only does it let the plant down butit is personally inconvenient.Second, more than just being inconvenient, not having the spare part can be a real hassle. If the plant isdown at 2am and it is your job to fix it and there is no spare, then you get the hassle from production – eventhough it is not your fault. Better to avoid all that and keep your own little emergency squirrel store – just incase.A third reason is a rationalization that squirrel stores improve service (or at least reduce downtime) byreducing the time needed to go and get the spare from the official store. Squirrel stores are usually heldcloser to the plant (or at least closer to the team member) than the official store, hence the time to accessthe store is reduced.No matter what the reason, squirrel stores are ultimately a cultural issue and they need to be managed onthat basis. This requires building trust in the system, communicating the negative impact of ‘squirreling’,modeling and encouraging the right behavior, and not allowing any exceptions.Now, how do squirrel stores really impact your inventory levels, operational expenditure, andreliability program, and why would you be nuts to allow your team to keep squirrel stores? Here aresix reasons:1. You will hold more inventoryDuplicating the parts being held in your official store by holding parts in a squirrel store obviously adds toyour inventory but it is the flow on effect that can be much, much worse. You might be surprised to realizethat in addition to duplicating your inventory, squirrel stores can also significantly increase the level of sparesheld in your official store. How? Through a mechanism that I call Induced Demand Volatility (IDV).IDV occurs when your team takes more spares than actually required so that they can put some into theirsquirrel store. This behavior produces false data on usage and shows higher volatility than is really thecase. This higher volatility then results in a need to hold more safety stock – after all safety stock is held toaccount for volatility. The breakout box shows a situation where induced demand volatility could increasespares holdings by 264%!

Squirrel Stores92. You will spend more moneyObviously, the parts in the squirrel store and the extra parts in the official store have to be paid for. This thereforeties up much more money than would otherwise be the case. What many people don’t consider is that thisdiverts funds from other and more useful purposes. Still waiting for that tool to make your life easier? Perhapsthe money is tied up in your squirrel store!3. You will spend more on your operating budget and skew your reportingWhen your team removes more items from the store than they really need at that time the costs have to becharged somewhere. Guess where – one of your operating budgets! Not only does this limit your ability tomanage and improve your reliability (with what will already be a tight or underfunded budget) but it skews yourreporting of costs by bringing forward costs that you could have incurred later. In many cases you may even bepaying for parts that never get used, which leads to the next point.4. You will have increased obsolescenceIs anyone really keeping track of those squirrel stores? Of course not. So, you have spent the money and whenthe item eventually becomes obsolete (as everything does) the squirrel stores will contain items that should havebeen used or should not even have been purchased! The only time they will be cleaned out is when someonedecides to tidy up their squirrel store or workshop and you know that they will then just throw the parts in thetrash.5. You will increase your downtimeThis is perhaps the worst part of the squirrel stores phenomenon. If the ‘unofficial’ parts are held in a locker ortool kit so that only the ‘owner’ can access them, then the rest of your team cannot access them. If you have abreakdown and need that part right away you might not be able to get to it or might not even know that it is there!The irony here is that the part was being held in order to improve service and the approach actually made thingsworse. The result of this scenario is an increase in ‘official’ holdings, increasing expenditure even further.6. Your reliability program will be endangered.As mentioned previously, when your team keeps squirrel stores they skew the data on usage. But this doesn’tjust impact your expenditure. It also means that your official records will show higher demand than actual at sometimes and lower demand than actual at others. If you are trying to perform any sort of analysis to understand yourfailure patterns then this data will be useless, at best, and at worst, misleading. All that money spent on reliabilitytraining, software, gadgets and cultural change could be wasted because of a failure to control squirrel stores.Unfortunately squirrel stores are almost a fixture of maintenance departments. They result from the mindsetof reliability and maintenance professionals that are passionate about reducing downtime and take equipmentfailure personally. This drives them to hoard items that they can use later and to ‘short cut’ the system to try toimprove response times. However, this approach does not work. Squirrel stores are a blight in your system andcan have a significant and detrimental impact on your expenditure and your reliability program. You would benuts to allow or endorse them.Figure 1HOW MUCH DO SQUIRREL STORES COST?The following example demonstrates theinventory effect of squirrel stores. For thisexample let’s consider a part that is used weeklyand therefore has an average demand of 1 unitper week. This type of part is a major targetfor squirrel stores as holding them reduces thenumber of trips to the storeroom.Let’s compare two situations:1. No Squirrel Store: The item is removed fromthe storeroom as needed – 1 per week.2. Squirrel Store: The item is removed two at atime with movement every two weeks.The demand data for these two situations isshown in Figure 1.WeekUsage Data from OfficialStoreNo Squirrel Squirrel StoreStore1 1 22 1 03 1 24 1 05 1 26 1 07 1 2And so on…Vol 22 No 2AMMJ

10 Squirrel StoresThe demand profile for these two different demand patterns is shown in Figures 2 & 3. It is clear from thesetwo figures that, while in each case the average is one demand per week, the demand profile is not justdifferent, it is completely opposite.Now, one way to calculate the inventory needs in this situation is by using a Gaussian distribution. Thisapproach is familiar to most people as it can be represented by the formula:Alternatively:Reorder Point = (Usage rate x lead time) + safety stockRP = (D x LT) + csf x MAD X Sqrt(LT)Where, RP = reorder point D = average demand per week (for our example this is 1 per week)LT = Lead time in weeks (let’s assume 4 weeks)Sqrt = square rootcsf = customer service factor (or availability factor)(here we will use a csf of 2.56, this assumes a 98% availability)MAD = Mean Average Deviation (a measure of demand variation)In this example, with no squirrel store this is 0 (there is no variation) & with the squirrel store the MAD is 1.RESULTS:Scenario 1: Using the above formula & data.It is a surprise to most people when they see thatwhen you hold inventory in a squirrel store theReorder Point in your official store can be MORETHAN DOUBLE the Reorder Point without thesquirrel store.Figure 4 shows the results for scenario 1Measure No SquirrelStoreSquirrelStoreRe order Point 4 10AverageInventory2.5 9.1This result then means that the average level of inventory held in your official store, if you allow a squirrelstore, is 264% greater than the average holding without the squirrel store (see Figure 5). This is not dueto the items held in the squirrel store but due to the Induced Demand Volatility (IDV) that the squirrel storecreates in your official store. The IDV changes the calculation of safety stock in the above formula and thisis why you hold too much inventory.Scenario 2: Over ride the calculation and manually set your reorder point to 4 for both scenarios.Let’s now assume that you understandthe impact of the IDV on your calculationand decide to manually set the reorderlevel for both situations to 4, knowingthat you only ever use 4 items duringthe lead time for supply. In this casethe average inventory holding reducesto 3.5 items (including the items held inthe squirrel store).This is still 40% higher than the situationwithout the squirrel store!Do you still think that squirrel storesdon’t cost much?www.InitiateAction.com

info@infratherm.com.auIntroducing the new NEC-Avio F30Thermal Imaging Radiometric CameraFor the best price, service and product support on allNEC-Avio products, speak to Infratherm.At last, a thermal imaging camera that has the size, feel and performance of a digital camera.The NEC-Avio Thermo Shot F30 Series features an infrared thermal imager that weighsjust 300g (including batteries). What's more, it's currently the smallest hand-held thermalimaging radiometer on the market.Built to perform, the F30 is a true 'Point n Shoot' camera with a focus range of 10cm to infinity,guaranteeing that you will always be in focus.Designed with flexibility in mind, the F30 lets you take and store thermal as well as visible imagessimultaneously, ensuring that you have all the details of the task at your command.The F30 also boasts multiple colour palettes, movable point, delta measurement, and displayand colour alarms, making it a true professional's tool as well as a cost-effective solution forall working thermographers.For the best price, product support and service, speak to Infratherm, NEC-Avio's Australasianpartner and the region's leading supplier of thermal imaging solutions on 61 (0) 2 4579 7334 oremail info@infratherm.com.au

The Journey from Reactive to Proactive -Using RCM to Change Maintenance CultureCheryl Bryant and Paul Lennon, Portland General Electric (USA)Jason Ballentine, ARMS Reliability Engineers, (USA)A Paper presented at POWER-GEN International 2008Portland General Electric has recently completed a number of Reliability Centered Maintenance studies attheir Boardman generating facility. Although the predicted results are impressive Portland General Electricis simply using Reliability Centered Maintenance as the tool to initiate a change in their maintenanceculture. Each Reliability Centered Maintenance study is viewed as a model for change, an opportunityto engage their workforce and promote the benefits of proactive maintenance. Indications that a shift inmaintenance culture is occurring are beginning to appear. Maintenance engineers are suggesting assetsfor further Reliability Centered Maintenance studies; maintenance planners are willingly gathering dataand maintenance trades are openly providing information during facilitated sessions. News of the positiveresults obtained from these initial studies is starting to now filter throughout the rest of the company and ischanging the mindset of those who had previously steered away from Reliability Centered Maintenance.The changing mindset is also partially due to the simulation software that has been used which canrapidly collect knowledge and show benefits for each maintenance task either from a cost point of viewor lower safety/environmental and operational risk. These optimal tasks are loaded electronically toMaximo providing a rapid solution to what has been a major obstacle to implementing the results ofReliability Centered Maintenance Studies. Portland General Electric is not successful just yet in achievingan institutionalized and self sustaining culture of proactive maintenance but they are heading in the rightdirection and the reliability journey continues.IntroductionSetting out to shift an organizations culture towards proactive maintenance is certainly quite a goal. It isone that most organizations strive for but many fail to achieve. At Portland General Electric (PGE) thissame goal is the desire and the same challenges exist.What separates PGE is not commitment to the program at all levels of the organization although with constantcommunication this is changing. It is not the quality of failure data; it is not even the IT infrastructure that isin place. What separates PGE is that the reliability improvement program has been developed to empowerpeople. The program promotes the benefits of proactive maintenance and enables people to realize thatthere are tools and methods available to get out of the reactive maintenance environment and become partof a proactive maintenance culture. This self realization is being achieved through on-site presentations,training, coaching and facilitated RCM studies. This self realization is used as a very powerful tool whichis supported when necessary by the reliability improvement team. The support provided includes leading,mentoring, coaching and assisting people to achieve results. This kind of support is proving essential toensure that those people who are motivated to become proactive are engaged which in turn encouragesothers to also become proactive. This snow ball effect is allowing PGE to shift the critical culture masstowards a sustaining proactive maintenance environment.PromotingThrough the reliability improvement program a number of RCM studies have been completed at variousgenerating sites. These studies have purposely been small in nature often being less than 2 weeks duration.The results are obtained quickly and presented in summary to the plant managers upon completion of thestudy. The results alone are impressive however they primarily enable promotion of the benefits of aapplying a proactive maintenance culture at each generating site. The argument that “RCM will not workhere” or “proactive maintenance is not for us” can no longer be sustained. The results are so impressivethat they cannot be ignored.Prior to the first RCM study being completed a small group of employees from the Boardman generatingfacility and from the reliability improvement team undertook a 3 day intensive training workshop. Theworkshop was focused on providing an understanding of the RCM method of maintenance task optimization.The participants gained an understanding of the use of failure data analysis and failure forecasting andhow to choose optimum maintenance tasks that reduce the costs to the business. This workshop was thefirst step at promoting the benefits of a proactive maintenance culture. By carrying out this training prior tothe RCM study it encouraged site employees to get involved in the study as they were able to understandhow valuable the RCM results would be.

Computerised Maintenance Management Software,that’s easier to use, than it is to say.John Patrick, 51 – Welder & MEX ExpertYou don’t need an IT degree to get our maintenance software working for your business. MEX Maintenance Software’s user-friendly interface makesit easy for any staff member to operate, helping your company to run more efficiently, at a price your business can afford. From logging work orders tomanaging your asset register, maintenance reports and inventory, MEX’s intuitive format will assist you in monitoring your equipment, reducingbreakdowns, keeping costs in check and giving you complete control of your assets. Put simply, MEX gets the job done.See why MEX is Australia’s top selling and best value for money maintenance software by downloading a free trial at mex.com.au, oremail sales@mex.com.au, or call Chris Carter for an obligation free chat on +61 7 3392 4777.

14Reactive to ProactiveFigure 1:Total cost comparison over 50 year lifetime ofthe maintenance strategy optionsRCM Study #1The soot blowers at the Boardmangenerating facility were the focusof the first RCM study. These werechosen based on the very highpercentage of reactive maintenancethat was being done. In fact almostno preventative maintenanceroutines existed. The problem wasthat only the costs associated withcompleted plant shutdown were beingconsidered when making decisionsto justify planned maintenanceactivities. Although the loss of oneor two soot blowers will not causea plant shutdown it is essential thatthey be in working order to maintainoptimum fuel efficiency. The higheroperating costs due to efficiencylosses resulting from soot blowerfailures were not being recognized asan avoidable cost. The RCM studypromoted the benefits of reducing unplanned failures and reducing efficiency losses through the developmentof an optimized maintenance plan. To develop the optimized maintenance plan the computer simulationsoftware (RCMCost) was used. This allowed rapid development of the RCM models, provided rapid feedbackon the effectiveness of the maintenance task decisions and provided facilities for objective decision makingand updating. The results generated include budget predictions, labor usage, spares usage, failure modecriticality and asset strategy reports. It is the asset strategy reports that contain the maintenance plans andmaintenance tasks that were to be implemented electronically into Maximo.To ensure management buy-in to the resulting optimized strategy a justification based on total cost wasdeveloped. Using the simulator the total cost over the lifetime for the optimized strategy is calculated andcompared to the “run to fail” cost. This comparison is shown in figure 1.Although there is an increase in the maintenance and spares cost for the optimized strategy the net benefitis $267,000 annually. This is due completely to the reduction in efficiency losses caused by unplanned sootblower outages. This comparison was used to justify the adoption of the optimized strategy. The predictedmaintenance budget is the second essential item to ensure management buy-in was received. This was alsodeveloped as part of the RCM study and is shown in figure 2.Figure 2 – Maintenance budget profileThe maintenance budget will vary over time as equipment ages and requires replacement/refurbishment. Thisprofile reflects a true zero based budget as it includes predicted breakdown maintenance costs, scheduledmaintenance costs and secondary action costs as a result of inspections.

Reactive to Proactive15This budget is easily challenged and justifiable against efficiency losses. The development of this maintenance budgetwas the first time that expenditure on the soot blowers was able to be separated from the total plant maintenancecosts. These results were presented to plant managers who after only a few minutes into the presentation werealready discussing which assets to work on next and are starting to believe that proactive maintenance can providethe results that they have been working so hard to reach and never achieving. Promotion of the results is one of thekeys to self realization.RCM Study #2On the back of the successful result of the soot blower RCM study the next RCM study was initiated through arequest from the Boardman generating station plant engineer. Previously this proactive thinking was unheard of.The reliability improvement team saw this as an opportunity to promote RCM as a method for the plant engineer toreduce his reactive day to day work load and enable him to focus on longer term proactive improvements.The items studied this time were the coal pulverizers. There were eight (8) of these units. Six (6) of which wereidentical. By carrying out the RCM study on one of the six identical pulverizers the benefit obtained would be multipliedby six. The RCM study began by modeling the current maintenance practice. The goal in this case was not tooptimize the maintenance strategy during the first phase of the study but rather to develop inspection documentationand a spares criticality listing. Phase 2 of the study which involved the optimization of the maintenance strategy wasinitially planned to be carried out by those people trained in the RCM approach and used as a coaching exercise.Instead of doing this it was decided that immediate results were required and a facilitated exercise to complete theoptimization would be better supported. Through the facilitation process site employee involvement was critical tothe success of the study and the overall reliability improvement program. The same business cost justification forthe optimized strategy was developed and is shown in figure 3.The presentation of the results to the plant manager and the completion of this project were viewed as a criticalpoint in the desire of the Boardman generating station to adopt a proactive maintenance culture. The reliabilityimprovement team did not see continuing to facilitate RCM studies as the successful path forward. Instead it wastime to set-up a project team on-site and coach them through the RCM process.

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

Reactive to Proactive17The Journey ContinuesThe journey for PGE which commenced in 2006 continues to gain support in 2008. This support has now reachedthe highest levels in the organization and signs are now evident that RCM is embedded as part of the maintenanceculture. These signs include the fact that each generating site manager has a goal to complete and implement aminimum of two RCM studies. At one site in particular they are striving to complete four such studies.This is in part due to the RCM simulation tool being embraced by this site and in part due to the realization that thetime to implement the resulting optimized maintenance strategy into Maximo is minimal. Other positive signs includethe fact that the RCM program and methodology continues to be supported even with changes to the personnelmake-up of the reliability improvement team.This paper has presented only three of the studies undertaken in the journey from reactive to proactive maintenancePGE has taken over the last two years. The total number of studies undertaken by PGE at the time of writinghas now reached fourteen. The type of assets and systems chosen for some of these studies have included aboiler feedwater system, a circulating cooling water system, a hydro generating power train, a heat recovery steamgenerator and an ammonia system. Each of these studies was selected to assist the plant engineers and managersto develop an optimized asset strategy and to promote the benefits of RCM in achieving proactive maintenance.The journey for PGE will not end in 2008. Instead the plan will be to further empower and engage their workforceand continue to promote the benefits of proactive maintenance. The first stage of this plan has recently beencompleted with each of the sites sending representatives to workshops entitled “Reliability Tools for MaintenanceManagers” and “Managing Reliability Centered Maintenance”.These were designed to teach participants how to make asset management decisions to move from a reactive toproactive behavior using reliability methods and how to develop optimized asset strategies using RCM simulation.The future training plan involves the coaching of the participants to ensure all future reliability studies undertaken areused as both learning experiences and as an opportunity to further empower plant personnel. Through this plan andcommitment to the reliability improvement PGE will be successful in becoming a proactive organization.Cheryl Bryant, Portland General Electric , Cheryl.Bryant@pgn.comPaul Lennon, Portland General Electric , Paul.Lennon@pgn.comJason Ballentine, ARMS Reliability Engineers, Jballentine@reliabilityusa.com www.reliabilityusa.com

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

Efficiencies While Reducing Costs Using PDA’s19Inefficiency #3:Unnecessary administrative costs. You can reduce the costs of administrative tasks performed at the office :- Automating the creation and scheduling of repeat activities such as preventative maintenance,service calls, inspections, and periodic audits.- Eliminating the manual process of going through drawers of outdated information toschedule next month’s activities.- Automating the dispatch process by using wireless work orders that are integrated directlywith your management system.- Accessing information quickly; providing timely and accurate information; and addressingcustomer queries quickly and efficiently.Inefficiency #4:Missed opportunities. Lewis Platt, the former CEO of Hewlett-Packard, once famously said:“If HP knew what HP knows, we would be three times as profitable!”Missed opportunities resulting from lack of timely or accurate information include the inability to sell more servicesor equipment to customers; unnecessarily increasing costs by not utilizing economies of scales; and makingmisinformed business decisions that are not based on available data.For example, pricing a flat fee maintenancecontract; if management is not aware that the average time of a monthly task has doubled over the past fewmonths, and then management is not aware of the need to renegotiate the fee for this task, hence potentiallylosing money on such contracts.Inefficiency #5:Poor scheduling; Better time management.• Can you schedule your technicians based on geographic location or expertise?• Can a field technician complete more tasks in a day if they are routed more efficiently?

Efficiencies While Reducing Costs Using PDA’s21Spending Money to Save MoneyWhen hearing the phrase “spending money to save money”, one may just assume that people are just haphazardlytrying to justify their latest big budget project. However, in my travels to visit many of our customers, it became veryclear that the higher stature a person holds in an organization, the more attention is paid to how money is beingallocated to gain significant return on investments.It is important to address the issue of the cost of electronic work orders and inspections, and the return on investment.Is it something that you want to investigate at this time? Shouldn’t you simply wait until the economy gets better?The answer is simple: Yes and No!Since during slow economic times many businesses cannot increase their revenues, it is in their best interest toreduce their operational costs while improving services. This will keep your organization profitable while creatinga solid foundation for future growth. New systems that automate field activities should be able to demonstrate ROIwithin six to twelve months. Furthermore, some vendors are offering financing or monthly payment plans, whichcan make the proposition of improving your business – demonstrate an immediate return on investment.Quick visible paybacks affirm investment in electronic field activity solutions. These decisions also minimizeand eliminate the six inefficiencies described earlier in this article: insufficient information availability, too muchpaperwork, too large of administrative costs, missed opportunities, poor scheduling, and poor cash management,and therefore generate a competitive advantage and better customer service.With proper implementation, all of the above attributes createvery incising and very appealing means for you to “spend moneyto save money!”Distinguishing factors when selecting a vendor:• Applicable experience from other similar customers• Applying a healthy balance between technologyand human intervention• Tailoring a solution for specific business needs• Scalability and flexibility of the product

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

Setting Up An Asset Management System23Propose the ChangeOnce the need is identified, it may be necessary to develop a business case for the analysis of the need and todetermine if it is a real need or if process changes may actually provide a better end result. Where the need is theresult of a system being implemented as a part of a larger enterprise system, this step is not required as the decisionhas been made. Hopefully the actual implementation is left to Asset Management Professionals and not to a bunchof IT Geeks!So why do we go to the trouble of putting up a business case for the analysis of a systemic change? The reason is toraise awareness of the importance of what we are doing. An Asset Management System is not the same as an officeproductivity suite. Updating an Asset Management System is not as simple as moving from Microsoft Office to LotusNotes. These products provide an open framework for the development of documentation in support of a business.An Asset Management System is a prescriptive environment designed to operate in support of the assets undermanagement and the processes that support this are far more important than the software platform itself. With thisin mind, however, it becomes obvious that the system must operate in a manner that is supportive of the businessprocesses. Many systems are flexible and operate through the use of work flows that are designed by the user totailor the operation of the system to that of the business. It is important to reflect this to management, showing thatthis is of direct importance to the physical assets that are usually the reason for the organisation’s existence.This phase is a high level sell to upper management for permission to take the investigation of the need further.This phase is not an approval to proceed with an implementation. It is simply permission to assess the need andto gather information. This phase also serves to obtain in-principle support from upper management that will be ofgreat benefit as the project progresses.Investigate the Need and Establish the BenefitsOnce approval of the business case to proceed with further investigation has been granted, then the original needmust be mapped to the business benefits of the change. (Change here refers to renewing the software programmeor changing from a manual system). It is important at this time to quantify what the change of system will dofinancially for the business. Since little relative expense has been outlaid, this is the time to decide if the project willactually go ahead, based upon the results of the investigation.Assuming that the need for change has been verified, then establishing the benefits of such a change in systemimplies the development of a business case for approval to proceed with an implementation. The needs analysis willhave included establishing a broad procedure for the implementation as it will be necessary to understand what willbe involved in the change so that the impact of the change is also understood. The business case developed in thisphase will need to have provision for the development of a detailed implementation plan.When the business case is accepted and the project moves toward implementation, the detailed project implementationplan may be put into action. The next few steps assume that the approval to proceed has been granted and suggestthe steps that will require attention in the project plan.Perform a Rigorous Analysis of the needs of all StakeholdersA Rigorous needs analysis for all stakeholders is the most crucial part of the implementation process. Don’t deliveron your stakeholder’s requirements or expectations and the project is sunk. There is no return from this as vital assetmanagement data will not be collected if it is not possible to do so with the new system design and other activitiesthat rely upon the outcomes of this information will not be served. Consideration must also be given to the dataalready collected under the incumbent regime, be this a manual or computerised system. Most asset managingorganisations will have a method or methods for capturing asset management information. It is imperative that thenew system is sensitive to this and complements data already gathered.Fully understanding the needs and expectations of the stakeholders will facilitate a far better system design. Thereare numerous methods of obtaining this information. One-on-one discussions, group workshops and participationin everyday activities are valid methods of learning these requirements. The method chosen by any particularimplementation team will be entirely up to the team and should be chosen to suit the organisation. The mostimportant point is to perform this activity rigorously and ensure that all affected levels of the organisation are includedin the discussions.A significant amount of thought should go into choosing and resourcing the implementation team. The teamshould comprise subject matter experts from all affected areas of the organisation. These people may not berequired for the entire implementation process and may be called upon only when necessary. All members of theimplementation team, however should receive the same information and training. In this way, a common approachto the implementation is more likely.Case StudyA client recently moved from SAP R/3 4.5 to 4.7. Engineering were told that they would not get their work orderhistory in the upgrade. After some harsh words, Engineering were told that the old system would be made available,but only for twelve months and then data warehoused thereafter. That’s Ok, isn’t it? After all, it’s only history, right?Vol 22 No 2AMMJ

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

Setting Up An Asset Management System25ADDITIONAL THOUGHTS AND CONCEPTSListed below are a number of additional thoughts, concepts and suggestions that are useful in the development ofan Asset Management System and may be considered when planning such an activity. These are presented in noparticular order of time nor importance.Implementation Team Training in the chosen Software ToolTraining for the implementation team in the use and features of the Asset Management tool chosen should bean imperative so that the people driving the implementation are fully aware of the capabilities of the system. Thisensures that all personnel are fully versed in the possibilities available from the system. When it comes to thedesign phase, a design that takes advantage of the inbuilt features of the system may be developed more easilyand with much greater purpose than without this training and systemic knowledge.Test SystemsProvide as many test systems as practicable or necessary to prove the data against the current system and toensure that the data is synchronised with the incumbent system. This is particularly important in Preventative orRoutine Maintenance generation and most especially for statutory tasks and critical calibrations. These may alsobe used to test alternative configurations and system modifications. One criticism often leveled at the installation orreplacement of an Asset Management System is that the personnel expected to operate the system do not get theopportunity to use the system and to test it for compliance and data accuracy. Provide as many test environmentsas possible to allow the users to “Play” with the system.CommunicationIf there is one key ingredient that will help to make an implementation go smoothly it would have to be communication.Ensuring that all stakeholders are kept informed and that users are involved and informed will ensure that thesystem has the best chance of moving from rollout to implementation. How will communication prevent the systemfrom failing? Communication in itself will not prevent the system from failing. Communication does, however,ensure that all stakeholders are kept abreast of the design and implementation process. Where difficulties do arise,having open communication will assist in resolving issues as they occur. This allows the design and implementation

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

Setting Up An Asset Management System27issues. To quote an adage, look after the cents and the dollars will take care of themselves. In other words, getthe basics right and this will mean that the high level issues will be supported. It is pointless having a system thatwill cost assets down to the last cent and predict lifecycle costs if it is impossible to easily collect information aboutbreakdowns that have occurred and the time spent returning the equipment to service as it is this upon which thehigh level features rely.CONCLUSIONSNow that we have been through the “whys and wherefores” and on the basis that no asset managementprofessional should have learned anything, why have you just spent time reading this paper? It is the author’shope that this paper will stand as a confirmation of what the asset manager has been touting all this time andprovide an independent reference for people on the business side of the corporate fence. In other words, whereassistance is required in convincing the holders of the organisation’s purse strings as to why that much time andthat much money is required to put in a ‘simple’ Asset Management System, that referral to this paper may bemade as an independent voice, echoing the Asset Manager’s sentiments. To think that all asset managementsystem implementations will go smoothly if one takes up the suggestions in this paper is folly. A successfulimplementation takes hard work and serious commitment. A short paper such as this can not hope to cover all ofthe issues involved in any sort of detail. It is the author’s hope that this paper will assist organisations to make astart and offer some guidance along the way.ACKNOWLEDGEMENTSThis paper has been prepared with the assistance of a large number of companies and people representing them.It is impossible to acknowledge all contributors as the experiences have been gathered over a long period of time.Some of the companies have not been shown in the most complimentary ways and so the author will not mentionthem by name. Suffice to say that all readers of this paper will most likely see a little of companies with whomthey may have been involved and personalities within those companies. This paper is concerned with the analysisof daily production data from industrial plant as an aid to the management of production assets. A method ofanalysis by means of a cumulative plot of production levelMAINTENANCE MANAGEMENTSOFTWAREAMPROAMPRO helps you to devote more maintenance man-hours to preventivemaintenance or planned maintenance inspections rather than tounplanned/breakdown work.Does your company want to save money? By implementing AMPRO you WILL save money inyour maintenance activities both internal and external.AMPRO will help you to prepare, document, and track your maintenance activities and costs.AMPRO is an asset maintenance management solution that helps you to reduce downtimeand streamline your operations.AMPRO helps you to cut costs while maximising the value of your investment in infrastructureand people.REDUCE DOWNTIMEFor more information and to download or request a free, fully functionaldemo, visitwww.thirdcitysolutions.com.au16 Bramcote Street Ph: +61 7 3359 2488 www.thirdcitysolutions.com.auChermside West Qld 4032 Australia Fax: +61 7 3359 1550 info@thirdcitysolutions.com.au

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

The Predictive Maintenance Crystal Ball29PlannedPredictiveReactiveFigure 1 Predictive maintenance strategies are more cost-effectivewhen compared with reactive and planned maintenance schemes.FrequencyInverterPLCSCADAand lubricating oil gives technicians a detailed understandingof what maintenance tasks need to be carried out in order toextend the gear-unit life and keep it online longer.”Such field-mounted devices monitor a number of gear unitparameters, including vibration, oil level and temperature, andbrake-wear. “By monitoring these gear-unit parameters, on-sitetechnicians can accurately plan maintenance activities,” explainsSchmidt. “It means maintenance is carried out only whenand where it is required which maximisescomponent life and sees maintenanceresources utilised efficiently.”Predict to protect profitPredictive maintenance programs effectivelyaddress two primary considerations--theyprotect expensive process equipment, as wellas entire critical process lines.”While there ismerit in monitoring individual gear-units forthe sole purpose of avoiding costly repairbills, often it is the protection of the processas a whole that is more important,” saysKlonowski. “The gear-unit being monitoredmay be relatively inexpensive, but it mightbe responsible for driving a production linewith a high throughput rate. If this line goesoffline, the business can lose money at analarming rate.”“It’s not just the gear-unit that should belooked at,” adds Schmidt. “It’s the role ofthe piece of equipment in the process. Thecost, production impact and flow-on affectsassociated with that piece of equipment goingoffline must be considered. A less-expensivegear unit might be responsible for driving aprocess that has a production output rate of$50,000/hr. Predictive maintenance programsgo a long way to ensuring these process stayonline, while saving money”According to Klonowski, predictivemaintenance strategies are more costeffectivewhen compared with reactive andplanned maintenance schemes (See Figure1). “Reactive maintenance results in periodsof minimal maintenance followed by periodsof extreme activity when urgent or emergencyrepairs are carried out--usually at an inflatedrate,” he says. “Planned maintenancedelivers some cost benefits, but can result inunnecessary and costly maintenance beingperformed.”Field-mounted sensors• Vibration• Oil• Motor temperature• Brake wear/liftFig 2 Typical condition monitoringnetwork architectureAdvanceyour careerand companyEquip yourself and your staff via our proven off-campus learningprograms in Maintenance Management and ReliabilityEngineering: masters, graduate diploma and graduatecertificates.‘Our mill will save $US84,000 as an outcome from studyingjust one Monash unit’. Perry Pearman, Ponderay Newsprint,Washington State.Mid-year entry 1 June 2009.For details contact: mre@sci.monash.edu.aucall +61 3 5122 6431 fax +61 3 5122 6738or visit www.gippsland.monash.edu/science/mre

30The Predictive Maintenance Crystal BallDetect, diagnose, actAt the heart of predictive maintenance installations lies a network of field-mounted condition monitoringdevices or sensors linked via I/O to an on-board frequency inverter or central programmable logiccontroller (PLC). Each inverter or PLC can be connected to the plant-wide supervisory control and dataacquisition (SCADA) system, and internet mail server via an Ethernet link (Figure 2).“Such a system architecture provides real flexibility,” says Schmidt. “It allows machine performanceand condition data to be easily detected, diagnosed and acted on. It can be configured to alert keypersonnel, once a pre-determined alarm-point or milestone has been reached. The alarm can be sent toan on-site HMI (Human-Machine Interface), SCADA or PC, or alternatively to an off-site control centre,mobile phone or pager.”Predictive maintenance strategies are especially valuable in remote locations where gear-unit breakdownand unplanned downtime can take extended periods of time to remedy.“By remotely monitoring applications in isolated or unsupervised areas, technicians can accuratelypredict maintenance requirements and plan ahead” says Schmidt. “It means maintenance resourcescan be deployed at a time that permits repairs and upkeep to be carried out on multiple pieces ofequipment at the same location.”In addition to being integrated into plant-wide communications and control systems, many field-mountedsensors are equipped with onboard displays and indicators. “Visual indicators provide maintenancestaff with an immediate indication of the gear-unit condition,” says Schmidt. “Some devices actuallyshow the ‘hours to next service’ of the gear-unit. More sophisticated devices, such as vibration analysissensors, allow the early detection of roller bearing and gearing damage, as well as gear-unit unbalanceand resonance problems.”As pressure mounts to keep industrial wheels turning around the clock, predictive maintenance isemerging as vital factor in efficient industrial processes. With the ability to establish the current andfuture condition of in-service process equipment, predictive maintenance is set to become more than amaintenance option, but rather a necessity.Predictive maintenance with SEWSEW-Eurodrive offers an evolving portfolio of gear-unit predictive maintenance solutions to assist in theprevention of unplanned gear-unit downtime. These include:• The DUO10A oil analysis sensor• The DUV10A vibration analysis sensor• The DUB10A brake wear and function sensorKey elements of any effective predictive maintenance program, the SEW-Eurodrive sensor rangepermits the early detection of gear-unit component wear and damage, enabling site engineers toaccurately predict and plan gear-unit maintenance.Figure 3 SEW-Eurodrive’s evolving portfolio of gear-unit predictive maintenance solutions:(L to R) Brake Wear and Function sensor, Oil Analysis sensor, and Vibration Analysis sensor

2009Condition Monitoring and Diagnostic Engineering ManagementJ u n e 9 – 11, 2 0 0 922 nd International CongressREGISTRATIONI S N OW O P E N !www.comadem2009.orgWhereas requirements in availability and reliability of assets and operations increase, maintenance is starting to be acceptedas a profit centre and an advantage over competitors. The key to success is the deployment of the right strategies managedwith a skilled team supported by the right technologies. COMADEM 2009 is the ideal place to find out how to implementthe latest tools and techniques in the multidisciplinary field of condition monitoring. Nearly 150 contributions will be presentedand discussed at the Conference, Workshops and Poster sessions. There will be ample opportunities to raise a number ofcurrent issues with many learned and experienced speakers, representing both the industrial and University sectors.SCIENTIFIC KEYNOTE SPEAKERSProf. Jay LeeOhio Eminent Scholar and L.W. Scott Chair Professor inAdvanced Manufacturing & Director of NSFIndustry/University Cooperative Research Center IntelligentMaintenance Systems (IMS). Univ. of CincinnatiProf. Andrew K.S.JardineCentre for Maintenance Optimization and ReliabilityEngineeringDepartment of Mechanical and Industrial EngineeringUniversity of TorontoProf. Kenneth HolmbergResearch Professor in Tribology, Condition monitoring andOperational reliabilityVTT Technical Research Centre of FinlandTOPICSE-maintenanceProactive strategiesTribologyWireless TechnologiesSmart SensorsMaintenance Engineering and ManagementLubrication ExcellenceData and information fusionIntelligent Signal ProcessingReliabilityRisk, Health and Safety ManagementHuman factorsStructural health monitoringMachine Vision and RoboticsSPONSORSASSOCIATED WORKSHOPS AND TUTORIALSTUTORIAL - JAY LEEDesign of Prognostics and Intelligent Maintenance Toolsor Zero-Breakdown SystemsWORKSHOP 1Safety Integrated Systems and Applications for ConditionMonitoring and DiagnosisWORKSHOP 2E-maintenance: Dynamic decissions in maintenanceWORKSHOP 3ENIWEP: Predicting the increase of lifetime of yourcomponentsWORKSHOP 4Optimum condition monitoring for new generation lubricantsCost-effective strategiesStandardization and certificationPrognosisData qualityDynamic decision supportPerformance optimization and controlEconomic and Environmental Analysis toolsMINISTERIODE CIENCIAE INNOVACIÓNINDUSTRIA, MERKATARITZA ETATURISMO SAILADEPARTAMENTO DE INDUSTRIA,COMECIO Y TURISMOACREDITADO POR ENAC

LIFECYCLE FMECARohit Banerji and Debajyoti Chakraborty Tata Consultancy Services (UK)Failure Modes, Effects and Criticality Analysis (FMECA) is a procedure to assess the impact of failureson a system. It has been in use as an asset management tool for over six decades. It is generally used tosurgically analyse specific problems rather than an entire asset base, which would be ideal. It falls short ofanalysing the long term, risk based or economic perspectives of a problem in its present form, all of whichare vital to utility companies.This paper discusses Lifecycle FMECA , an enhanced version of FMECA that focuses on forward lookingrisk-based analysis.. It develops robust operational and financial profiles of assets as they live through theiroperate-and-maintain phase. The real benefit of lifecycle FMECA is that it is fundamentally simple and canbe automated for all assets with relative ease. Once applied to all assets, Lifecycle FMECA can generatesome amazing results:• It can predict:• The condition of assets now and in the future• Problems waiting to happen• The value for money of remedial options• The year in which an option would achieve the lowest whole-lifecycle cost for an asset.• It defines asset performance in units of risk and tangibly links it to business targetsA lot of analysis embedded within Lifecycle FMECA is in fact done on innumerable spreadsheets everydayby people trying to make similar decisions. It goes a long way in driving proactive maintenance and complieswith regulation governing cost benefit planning. When applied to all assets, it also standardises risk analysisacross the business. Lifecycle FMECA has been applied to good effect by at least one water and wastewatercompany in the United Kingdom.WHAT IS FMECA?Failure Modes, Effects and Criticality Analysis (FMECA) is a procedure to assess the impact of failures ona system. Developed by the US Armed Forces in the late 1940s, the technique shot to industrial fame whenit was used in the Apollo programme to put man on the moon. Over time, FMECA has gained popularityas a best practice to optimise maintenance programmes and to design defect free products and processesespecially in the manufacturing sector. In fact FMECA is often required to comply with quality standards, suchas ISO 9001, QS 9000 and Six Sigma. PAS 55-2, the publically available specification for asset intensiveindustries, specifically recommends it to identify potential risks in asset systems.Figure 1: Standard components of a FMECAFunctionsFailuremodesEffectsCriticality (xy)Severity FrequencyxxxxyyyyOptionsFor all the hype, FMECAis in fact a very simpletechnique. It prescribes astructure (see figure 1) toidentify the root cause ofasset failure by analysingthe ways they can fail, theeffects (or consequences)of failures on a system andthe severity and frequency(criticality) with which theyoccur. The analysis canthen be used to developproactive options to managethe risk of asset failure andprioritise options.Utility industries that own networks, must handle an additional layer of complexity while managing theirassets; to understand the impact of an asset’s failure on the network to truly get a sense of the risk itrepresents. FMECA is an especially useful tool to trace network failures (or risks) back to asset failures.Although FMECA is more popular in the manufacturing industry, it probably holds greater promise for theutility industry for which the management of risk is a fundamental function.

Lifecycle FMECA33IMPEDIMENTS TO WIDESPREAD USE IN THE UTILITIES SECTORUtilities asset managers need to view asset performance with a risk perspective so that they can direct resourcesin a way that offsets the maximum risk. FMECA links consequences such as interruptions to supply and theperformance of assets on which corrective action is to be applied. Service providers such as the gas, power orwater utilities spend significant effort modelling these relationships to guide decision-making. It is a wonder then,that the use of FMECA is not so widespread in them.A look at the way FMECA is generally applied may provide some answers.• Commonly used risk scoring mechanisms like a risk dilute the link between an asset’s failure and itsconsequences as they are neither entirely objective, nor do the respond adequately to changing costsand priorities.• Most FMECA formats do not support asset whole-lifecycle analysis, a must for long lived assets.• FMECA by itself does not include the economic (cost-benefit) analysis necessary to underpindecision-making.• Applied manually as it often is, FMECA is limited to a small proportion of the asset base, hardly asolution for utility companies that own millions of pipes, pumps or transformers.Hundreds of spreadsheets sitting on desktops are evidence that people do in fact analyse risk as a part of theirdaily jobs. Done as individual endeavours, it is hardly likely that the analyses would have been done with a highdegree of efficiency or consistency. Lifecycle FMECA could do the same for all assets as a single integratedprocess. There is an opportunity to apply FMECA through corporate systems if it can be enhanced to overcomethese shortcomings.LIFECYCLE FMECALifecycle FMECA enhances the traditional form of FMECA while preserving its basic logic.The stretched version is:• Risk-based: The consequences of asset failure are defined in terms of risk. Such consequencescapture the effects of asset failure on consumers (such as interruptions), the environment (such as pollution),network (on other connected assets) and most importantly its own future (such as increased vulnerabilitydue to quick fixes).• Includes economic analysis by mapping consequences to options and cost i.e., what failures andconsequences would be averted by exercising an option, and what would that mean in terms of longterm costs.• Develops asset lifecycle profiles (see figure 2) by projecting forward failures.• Designed for automation as an information system slave to the company’s corporate systems. Any businessintelligence tool can be used to do it.Figure 2: Basic components of a Lifecycle FMECAFunctions FailuremodesEffectsCriticality (xy)Severity FrequencyOptionsLifecycle ProfilesFailures ConsequencesOptionscostsEconomicpointxxxxyyyy2011201720152030Risk Based: Risk is the product of the probability of, and the severity with which a consequence might jeopardisea business objective. Defined in this way, risk becomes a measure of an asset failure’s impact on the company’sperformance. For utility companies that measure themselves on the reliability with which they supply water, gas orpower to customers, interruptions to supply can be a risk worth including in the FMECA. Over the entire network,interruptions of varying severity might be caused by assets failing in different ways at different frequencies.Vol 22 No 2AMMJ

34 Lifecycle FMECAWorking the logic backwards, FMECAs for all assets taken together could predict the risk of interruptionsanywhere in the network. Moreover the contribution of a plan to company objectives can be calculated byassessing the amount of risk reduced by its constituent projects.Economic Analysis: Often point based risk scoring mechanisms lose the long term monetary impact ofan asset’s failure. The cost of failure can be significant for a long lived asset (like underground pipeline)over its lifetime. Taking FMECA a step further by linking costs to consequences makes it a hugely usefultool for economic analysis. The cost and consequences of failures are predictable to a degree and canbe estimated if the failure is known. A cost benefit ratio (or the net present value) can be worked out forany option by comparing the cost of the option with the benefit of averting future failures. In fact it is alsopossible to predict the most economic point (see figure 2) of exercising the option in cases where assetdeterioration can be modeled.Whole-lifecycle Analysis: The biggest challenge of course is building in asset lifecycle analysis so thatcost benefit analysis can be used to reach that holy grail of asset management efficiency - least wholelifecycle cost of ownership. This can be done simply by projecting forward failures (and consequences)using deterioration models.Deterioration models predict the failure frequencies of assets with age quite accurately on the basis ofgroup behaviour. Economic analysis can then be extended to an asset’s lifecycle by costing up projectedfailures and consequences. Using Net Present Value (NPV) analysis, managers can assess the lifetimevalue of remedial options (shown as option costs in figure 2). FMECA extended to include lifecycle analysiscan literally act as an asset’s horoscope providing enormous decision support.Automation: Last but not the least is the need to automate the Lifecycle FMECA. Experience shows that anFMECA can be customised for every kind of asset owned by a utility company, since a limited number arerepeated over and over again across networks. Most utility companies have the data necessary to supportit, though maybe not in one place.ADVANTAGESLifecycle FMECA is a potent weapon to have in the asset management arsenal for several reasons:• It provides a long term view: Utility companies have more jobs than there is time or money to do. Longterm benefits are often overlooked while evaluating options that deliver benefits over different time horizons.Lifecycle FMECA compares lifetime trade-offs on a level playing field and gives some useful answers:• Which option offers more value for money.• The best time to exercise an option to reach the lowest whole-lifecycle cost for the asset.• Impact on future risk, were any or none of the options exercised. More importantly, which high riskproblems are waiting to happen?• It links asset performance to business targets. Failures linked to risk for every asset can be aggregated topredict overall performance for the company.• Lifecycle analysis is the only way to optimise between short term and long term investment. However bothFMECA and lifecycle analysis are fairly resource intensive unless automated and rolled out to the entireasset base.CONCLUSIONSFMECA has proven its worth in the manufacturing world. However in its present form, it does not meetthe needs of utility companies namely; making tradeoffs between long term and short term investments,focusing asset management on reducing risk and breaking out of a reactive cycle that limits the scope ofplanning to a few assets with known problems.Lifecycle FMECA is based on risk and forward looking analysis and meets the requirement. It providesrobust operational and financial perspectives of assets through their operate-and-maintain phase. Theconcept has been adopted successfully by at least one utility company.About the Authors1) Rohit Banerji is a business consultant in the utility industry. He works for Tata Consultancy ServicesLimited. He can be reached at rohit.banerji@tcs.com2) Debajyoti Chakraborty is a utility industry business consultant. He belongs to the Enterprise AssetManagement practice of Tata Consultancy Services Limited. He can be reached at :debajyoti.chakraborty@tcs.com

Maintenance2009 SeminarsSpecial DiscountsNow AvailableIf your organisation books for 7 or more days of training the cost is only $595per person per day for all delegates that you register on these seminarsDAY 1 - Course OnePlanned Maintenance & Maintenance PeopleThe What, When & Who of Maintenance(For Maintenance & Non Maintenance Personnel)DAY 2 - Course TwoMaintenance Planning, Control and SystemsMaintenance Planning, Work Management and Execution,Reporting and History, Asset Data Management, Stores, & CMMS/EAM’s/ERP’s(For all maintenance personnel and others associated with maintenance planning/work control/work performance/reporting etc)DAY 3 - Course ThreeMaintenance Management and Asset ManagementAn Introduction To Maintenance and AssetManagement Activities & Techniques.New Topic for 2009 of “Mean Maintenance”(For Maintenance & Non Maintenance Personnel)VenuesMelbourne18-20 May 2009Brisbane3-5 August 2009Sydney19-21 October 2009Presented ByLen BradshawOrganised ByEngineering InformationTransfer Pty Ltdand the Asset Managementand Maintenance JournalEach Delegate Receives:• Detailed Seminar Slides inHard Copy• A CD of Hundreds of mb ofMaintenance Related Facts,Techniques, Products, Systemsand Software.• Dozens of back issues ofthe Asset Management andMaintenance Journal• The CD Includes CMMS,EAM, and Reliabilityconference proceedings fromreliabilityweb.com and IMMCconferences.THE MOST SUCCESSFUL AND MOSTRECOGNISED MAINTENANCE RELATED SEMINARS* As well as Maintenance Personnel, why not also send your “Operations Personnel”* For further information contact Ph 61 (3) 59750083 or email mail@maintenancejournal.com

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

Setting Levels Of Service37Asset life extensionOptimising maintenance• Use of reliability centred maintenance (RCM) or failure mode effects and causes analysis (FMECA)techniques to improving system reliability by identifying mean time between failures (MTBF) and reducingthe mean time to repair (MTTR).Improving Operational Efficiency• Improve inefficient work practices to reduce the cost of individual activities and benchmark the activitiesdriving efficiencies where warranted.• Automation of plant and the expansion of the SCADA control and data acquisition systems.• Energy management and optimization.Management Effectiveness / Efficiency• Enabling gains in productivity and managerial effectiveness through the use of sophisticated assetmanagement information systems (AMIS).• The ability to develop long-term strategy plans for asset replacement or rehabilitation.Risk Mitigation• Identifying and understanding the whole business risk exposures including Operational and Environmentalrisks, lifecycle investment risks and vandalism or terrorism risks.Intangible Benefits• Corporate image, demonstration of proper stewardship of the assets, due diligence.• Improvement to overall productivity through the greater coordination/cooperation, and knowledge ofdocumentation and what corporate knowledge is available and accessible.• The work done in the plant maybe used as a model to roll out improved asset management practices toother parts of the business.• The ability to work well with all stakeholders in negotiating LoS and associated cost trade offs, agreementsand having common understanding of views.LEVEL OF SERVICELoS is the service quality for a particular activity or service area against which service performance may bemeasured (International Infrastructure Management Manual, 2006).One way of describing LoS is ‘measurement of the asset performance in relation to the number of incidents,outages or breakages it experiences per unit time, which influence the service it provides to the customers. LoScan be measured on how the customer and the stakeholder receives the service or how the organisation providesthe service. Therefore, if we consider LoS related to customers and stakeholders, then its important to define, whothe customers and stakeholders are.The stakeholder can be within the organisation or on the outside. For instance, in the case of M & E assets,particularly for wastewater treatment plants, the Board and Senior Management as well as the EnvironmentProtection Agency (EPA) can be stakeholders.Customer on the other hand is usually external and on the receiving end of the service. However, customer canalso be within the organisation and its definition will depend on the service being delivered to the customer. Forinstance, if we consider the LoS for the entire plant in terms of its output, then the EPA is effectively the customeras well as a stakeholder, who would have a vested interest in the quality of the treated wastewater. On the otherhand, where we consider a sub-system within the plant (i.e. Activated Sludge System), then the ‘customer’ can beOperations, who may require a particular LoS to enable them to operate the plant to a particular standard. Eachasset within the plant can have its own LoS, which contribute towards the delivery of the overall LoS for the entireplant.Significance of Defining Levels of ServiceLoS, agreed by customers and stakeholders, are key business drivers and influence asset management decisionmaking.Defining LoS is important as it allows the organisation to:• Concentrate and focus efforts, resources.• Communicate service expectations and choices, discuss trade offs and risks.• Negotiate service levels, costs, budgets, rate impacts and reinvestments for renewal and replacements.Vol 22 No 2AMMJ

38 Setting Levels Of ServiceDefining LoS can drive operational efficiencies and ensure availability and reliability. For instance, the LoSfor a Chilled Water System may be defined as ‘One Chiller available and operational 95% of the time’. Ifthis is not clearly understood and for instance the operators have aimed for the asset to be operational 100%of the time (over many years of operations), then this may have resulted in extra operational costs, use ofresources and adverse effects on asset reliability due to asset being pushed beyond limits.Also, for example with treatment plants, if the LoS is clearly defined at the plant level and the sub system levelssuch as Anaerobic Digestion, Chlorination System etc, then the resources required to deliver the required LoScan be allocated accordingly. This will result in a process optimization, ensure efficient use of resources andpotential cost savings.Defining Level of ServiceTargetWhatDefining the LoS comprises of a(Interim)Will Thislogical process, which initially requiresLoSCostthe asset owner to determine whetherit is an ‘internal’ or an ‘external’ LoSbeing defined? There are internalStartVerifyand external LoS and LoS targets.RecordingIt IsExternal LoS is typically strategic orKPIAchievable“KPI” outcomes, which are driven bycustomers/user demands determinedby the appropriate legislative bodyin a political arena. Internal LoS andtargets are typically tactical and geared toward focusing activities.Defining the LoS can be an iterative process, incorporating issues of cost, affordability and whether its possibleto achieve the LoS. The Figure above illustrates the iterative process for defining LoS.In determining the LoS, it is important to take into consideration the following key issues:• Regulatory requirements governing the LoS targets.• Evaluation of existing LoS (where are we at?).• Ability to deliver the required LoS with respect to the capacity of operation and maintenance personnel,availability of resources, capabilities, systems and budget.• Ability to measure the services delivered by the plant or asset with respect to appropriate processes,procedures and information systems.• Determination of service delivery needs through rigorous stakeholder consultation processes and theiractive engagement and acceptance of the LoS being defined.• Determination of system / asset integrity and reliability to deliver required LoS.• Evaluation of appropriate strategies (i.e reactive or pro-active) to deal with situations where LoS hasnot met the service target.CASE STUDY – ETP M & E SAMPBackgroundIn moving towards MWCs “Sustainable Water” - Strategic framework, MWCs Asset Management System hasbeen reviewed and further developed to ensure alignment with, and to assist in meeting the sustainabilityprinciples, values and goals set out within the strategic framework.The development of SAMP framework is one of the key initiatives in meeting MWCs asset managementobjectives. The asset management objectives have been developed to act as a “bridge” between MWCsSustainability Framework and the operational aspects of its Asset Management System.This case study relates to the implementation of a SAMP at MWCs ETP. GHD was engaged to provideassistance in the development and implementation of this SAMP.The RequirementCan WeAfford ItAdopt TheThe ETP is a significant asset for MWC, which has been operational for over 30 years. It is capable of treatingover 40% of Melbourne’s daily sewerage. While the plant was designed with redundancy and future expansioncapabilities, this has been reduced over time due to growth. Upgrades at the plant have occurred in relationto increased capacity as well as meeting increasing regulatory requirements and stakeholder objectives (e.g.ammonia reduction and energy efficiency targets). These upgrades have resulted in either new or altered LoSrequirements for ETP.NoReset TheLoS ToSuitYesTarget

Setting Levels Of Service39At the highest level, the LoS requirements for the facility were well known. A clear understanding of the LoS foreach process stream and/or function throughout the plant needed to be further defined to ensure each area of theplant contributed efficiently and effectively to the overall facility LoS. The numerous upgrades and changes appliedthroughout the plant have necessitated the need to develop a detailed service level requirement for each processstream and/or function.ImplementationTo develop the SAMP, the existing LoS were reviewed and compared to the equipment capabilities. Informationfrom various operational and asset information sources (e.g. risk assessment and incident data bases) werecollated.Whilst operators and maintainers have a ‘local’ perceived understanding of the LoS requirements, these are oftennot always clearly documented or understood in the context of the impact on the facility as a whole. This informationwas required to be captured, challenged and collated.The information was then discussed in multiple workshops with operations, process, and asset managementdepartments in order to validate the information and to determine the ultimate LoS requirements.The SAMP for ETP was broken down into a series of systems that is directly related to the plant layout andstructure used for other information systems. This allowed the data to be relevant to Operations, process, andinfrastructure.Once the SAMP was developed, multiple follow up workshops and discussions were held with the different areasto review and confirm the outcomes of the SAMP development.OutcomesThe development of a SAMP has allowed MWC to have the LoS requirements for ETP and its systems clearlydefined. Understanding of these levels of service has provided the opportunity to optimise maintenance andoperations regimes to more efficiently and effectively meet the LoS requirements.The SAMP is now an important tool for ETP as it is a powerful reference that provides access to all plant information.This assists in identifying and monitoring efficiency for regulatory purposes and allows implementation of MWCssustainability principles, values and goals set out within MWCs “Sustainable Water” - Strategic framework throughasset management.CONCLUSIONSDefining LoS has been highlighted as a key element in the development of SAMPs. This article presenteddiscussions on the significance of defining LoS, in particular making reference to M & E assets of wastewatertreatment plants.GHD was engaged by MWC to provide assistance with the development and implementation of SAMPs for itsETP M & E assets. The ETP is a significant asset for MWCs, treating over 40% of Melbourne’s daily sewerage.Development of strategic asset management plans was a key initiative in meeting MWCs corporate objectives andprovided a strategic link between its sustainability framework and its operational activities. A case study based onthe development of the SAMPs for the ETP M & E highlighted that defining the LoS provided the opportunity tooptimise maintenance and operational regimes of the plant,particularly in delivering the required levels of service and meeting its corporate objectives. As well as this, theSAMPs allow access to critical information relating to all strategic aspects of the plant and will assist MWC inimplementation of its asset management practices and sustainability principles.ACKNOWLEDGEMENTSThe authors would like to express their appreciation to all Melbourne Water Corporation Staff, particularly Operationsand Maintenance personnel at the ETP, for their patience, invaluable input and support in the development of theStrategic Asset Management Plans for all M & E systems. We would also like to thank Melbourne Water CorporationManagement for their consent to use information from the ETP SAMP Project in this article and sharing GHDsviews in enhancing the industry awareness on significance of setting levels of service and development of strategicasset management plans.REFERENCES1 International Infrastructure Management Manual Version 3.0, pp xv, Thames New Zealand, International Edition2006, Association of Local Government Engineering NZ Inc (INGENIUM) and Institute of Public Works Engineeringof Australia (IPWEA), ISBN 0 473 10685 X, (2006)Vol 22 No 2AMMJ

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

CMMS - Who Is At Fault41d. Initiate your own on-site user group – formal or informal. Survey the users. Write down theircomplaints – and also their ideas for improvement. Enter these into a punchlist and categorize.Ask user group to meet and review this list – and then prioritize each. Make note of those itemsyou can do yourself internally – and vice versa.e. Perhaps if you had some additional training you could alter the system internally, i.e. setup workflow,or modify a screen or write a report. Take this list – and your team – to the doorstep of managementand present this punchlist.5. What should you do if every time you make a suggestion to maintenance trades/supervisionregarding changing process they respond by saying, “we need more staff”?a. When times are tough is the best time to implementing process improvement.b. Process improvement means efficiencies. And efficiencies mean cost savings.c. Work force efficiency is the primary result of advanced planning and scheduling techniques. Byimplementing formal planning – and scheduling – you are essentially increasing your FTEheadcount. And you never hired anyone.d. In addition, by focusing on reducing reactive maintenance, you should have fewer unplannedbreakdowns, which in turn provides “cost avoidance”.e. Bad practice: Some maintenance organizations have established independent groups ofmaintenance staff. This concept is sometimes called “silo maintenance”. If Silo “A” completes theirwork for the week they are not obligated to assist Silo “B” – even though they have the same skillsetsand are geographically close. This practice may have seemed necessary before thedevelopment of advanced scheduling techniques, but is no longer a best practice.6. You can’t always blame the software vendor. They are in the business of selling software. Youshould have known that they may not be the best group to implement your system. The goodnews is, it is never too late to improve process.a. But, you need an in-house champion and sponsor to start with.b. Then, you need to put together a strong user group – also called Core Team.c. The Core team leader may be in the IT department or the Maintenance department. But the latteris an absolute must in terms of Core Team participation. In fact, there should be more members fromoutside of IT than inside.d. Your Core Team should be proactive. Don’t wait for complaints. Go out and interview the users.7. Process re-engineering is exciting stuff.a. Lean on your sponsor to help “shake and rattle” - looking for opportunities.b. Think outside the box. Just because you’ve always done it that way doesn’t justify continuingthat way.c. You might be surprised to find out that very few companies have anyone who fully understandsthe whole process – start to finish. This is the time to draw out entire process and evaluate.d. Business process re-engineering (BPR) is at the macro level and provides a big bang for the buck.BPR can take awhile to perform – but definitely a good thing if you can afford it.e. Continuous improvement, however, can be a daily adventure. Ask yourself each day you comeinto work what you can do better. And challenge your peers to do the same.8. Key features: There are several key process/functions of your CMMS/EAM system which you shouldbe familiar with. The knowledge you have in these areas will determine how well you use the software.a. Backlog management. e. Weekly scheduling.b. Setting up a PM program. f. Basic Failure Analysis.c. Procedure: How to define & reduce reactive maintenance. g. Inventory management best practices.d. Procedure: New work categorization – and work “closeout”. h. Analytical reports and periodic data reviews.9. How do you track savings – and identify benefit? Some measurements are more important than others.It is important to know where you have been and where you are going. From that, how can we reducemaintenance costs? Can you measure (your) reactive maintenance?a. How do you reduce reactive maintenance? d. Why does one review the backlog?b. How do you setup weekly scheduling? e. How do you track maintenance delays?c. What periodic data reviews do you recommend?At the end of the day you are responsible. You can’t (always) blame the software. And you can’t blame the implementationteam. You, as a CMMS user/administrator, have a responsibility. And using the above techniques you now have aroadmap to move forward. You can hire consultants or “go it alone”. The time is now, and you are in charge.Vol 22 No 2AMMJ

AN OVERVIEW OF VIBRATIONANALYSISDr. S. J. Lacey, Engineering Manager, Schaeffler UKFirst Published in the Maintenance and Egineering Magazine Vol8 No6 2008 (UK)Vibration produced by rolling bearings can be complex and can result from geometrical imperfectionsduring the manufacturing process, defects on the rolling surfaces or geometrical errors in associatedcomponents. Noise and vibration is becoming more critical in all types of equipment since it isoften perceived to be synonymous with quality and often used for predictive maintenance. In thisarticle the different sources of bearing vibration are considered along with some of the characteristicdefect frequencies that may be present. Some examples of how vibration analysis can be used todetect deterioration in machine condition are also given.INTRODUCTIONRolling contact bearings are used in almost every type of rotating machinery whose successful and reliableoperation is very dependant on the type of bearing selected as well as the precision of all associatedcomponents i.e. shaft, housing, spacers, nuts etc. Bearing engineers generally use fatigue as the normalfailure mode on the assumption that the bearings are properly installed, operated and maintained. Today,because of improvements in manufacturing technology and materials, generally bearing fatigue life, whichis related to sub surface stresses, is not the limiting factor and probably accounts for less than 3% of failuresin service.Unfortunately though, many bearings fail prematurely in service because of contamination, poor lubrication,misalignment, temperature extremes, poor fitting/fits, unbalance and misalignment. All these factors lead toan increase in bearing vibration and condition monitoring has been used for many years to detect degradingbearings before they catastrophically fail with the associated costs of downtime or significant damage toother parts of the machine.Rolling element bearings are often used in noise sensitive applications e.g. household appliances, electricmotors which often use small to medium size bearings. Bearing vibration is therefore becoming increasinglyimportant from both an environmental consideration and because it is synonymous with quality.It is now generally accepted that quiet running is synonymous with the form and finish of the rolling contactsurfaces. As a result bearing manufacturers have developed vibration tests as an effective method formeasuring quality. A common approach is to mount the bearing on a quiet running spindle and measurethe radial velocity at a point on the bearing’s outer ring in three frequency bands, 50-300, 300-1800 and1800-10000Hz. The bearing must meet RMS velocity limits in all three frequency bands.Vibration monitoring has now become a well accepted part of many planned maintenance regimes and relieson the well known characteristic vibration signatures which rolling bearings exhibit as the rolling surfacesdegrade. However, in most situations bearing vibration cannot be measured directly and so the bearingvibration signature is modified by the machine structure and this situation is further complicated by vibrationfrom other equipment on the machine i.e. electric motors, gears, belts, hydraulics, structural resonancesetc. This often makes the interpretation of vibration data difficult other than by a trained specialist and canin some situations lead to a misdiagnosis resulting in unnecessary machine downtime and costs.This article discusses the sources of bearing vibration along with the characteristic vibration frequencies thatare likely to be generated.SOURCES OF VIBRATIONRolling contact bearings represents a complex vibration system whosecomponents i.e. rolling elements, inner raceway, outer raceway andcage interact to generate complex vibration signatures. Although rollingbearings are manufactured using high precision machine tools and understrict cleanliness and quality controls, like any other manufactured partthey will have degrees of imperfection and generate vibration as thesurfaces interact through a combination of rolling and sliding. Nowadays,although the amplitudes of surface imperfections are in the order ofnanometers, significant vibrations can still be produced in the entireaudible frequency range (20Hz - 20kHz). The level of the vibration willdepend upon many factors including the energy of the impact, the pointat which the vibration is measured and the construction of the bearing.Figure 1. Simple bearing modelRadial Load

An Overview Of Vibration Analysis43Variable ComplianceUnder radial and misaligning loads bearing vibration is an inherent feature of rolling bearings even if the bearing isgeometrically perfect and is not therefore indicative of poor quality. This type of vibration is often referred to asvariable compliance and occurs because the external load is supported by a discrete number of rolling elementswhose position with respect to the line of action of the load continually changes with time, Figure 1.As the bearing rotates, individual ball loads, hence elastic deflections at the rolling element raceway contacts,change to produce relative movement between the inner and outer rings. The movement takes the form of a locuswhich under radial load is two dimensional and contained in a radial plane whilst under misalignment it is threedimensional. The movement is also periodic with base frequency equal to the rate at which the rolling elementspass through the load zone. Frequency analysis of the movement yields the base frequency and a series ofharmonics. For a single row radial ball bearing with an inner ring speed of 1800rev/min a typical ball pass rate is100Hz and significant harmonics to more than 500Hz can be generated.Variable compliance vibration is heavily dependant on the number of rolling elements supporting the externallyapplied load; the greater the number of loaded rolling elements, the less the vibration. For radially loaded ormisaligned bearings “running clearance” determines the extent of the load region, and hence, in general variablecompliance increases with clearance. Running clearance should not be confused with radial internal clearance(RIC), the former normally being lower than the RIC due to interference fit of the rings and differential thermalexpansion of the inner and outer rings during operation. Variable compliance vibration levels can be higher thanthose produced by roughness and waviness of the rolling surfaces, however, in applications where vibration iscritical it can be reduced to a negligible level by using ball bearings with the correct level of axial preload.Geometrical ImperfectionsBecause of the very nature of the manufacturing processesused to produce bearing components geometrical imperfectionswill always be present to varying degrees depending on theaccuracy class of the bearing. For axially loaded ball bearingsoperating under moderate speeds the form and surface finishof the critical rolling surfaces are generally the largest sourceof noise and vibration. Controlling component waviness andsurface finish during the manufacturing process is thereforecritical since it may not only have a significant effect on vibrationbut also may affect bearing life.It is convenient to consider geometrical imperfections in termsof wavelength compared with the width of the rolling elementracewaycontacts. Surface features of wavelength of the orderof the contact width or less are termed roughness whereaslonger wavelength features are termed waviness, Figure 2.Surface RoughnessFigure 2.Waviness and roughnessof rolling surfacesSurface roughness is a significant source of vibration when its level is high compared with the lubricant filmthickness generated between the rolling element-raceway contacts (Figure 2). Under this condition surfaceasperities can break through the lubricant film and interact with the opposing surface, resulting in metal-to-metalcontact. The resulting vibration consists of a random sequence of small impulses which excite all the naturalmodes of the bearing and supporting structure.Surface roughness produces vibration predominantly at frequencies above 60 times the rotational speed of thebearing, thus the high frequency part of the spectrum usually appears as a series of resonances.A common parameter used to estimate the degree of asperity interaction is the lambda ratio (Λ). This is the ratio oflubricant film thickness to composite surface roughness and is given by:2 2Λ = h ( σ b+ σ r) 0.5Λ = degree of asperity interaction h = the lubricant film thicknessσ b= RMS roughness of the ball σ r= RMS roughness of the racewayIf we assume that the surface finish of the raceway is twice that of rolling element, then for a typicallubricant film thickness of 0,3μm surface finishes better than 0,06μm are required to achieve a Λ valueof three and a low incidence of asperity interaction. For a lubricant film thickness of 0,1μm surface finishesbetter than 0,025μm are required to achieve Λ=3. The effect of Λ on bearing life is shown in Figure 3 (1).If Λ is less than unity it is unlikely that the bearing will attain its estimated design life because of surface distresswhich can lead to a rapid fatigue failure of the rolling surfaces. In general Λ ratios greater than three indicatecomplete surface separation. A transition from full EHL (elastohydrodynamic lubrication) to mixed lubrication(partial EHL film with some asperity contact) occurs in the Λ range between 1 and 3.Vol 22 No 2 AMMJ

44 An Overview Of Vibration AnalysisFigure 3% film versus Λ (function of film thickness & surface roughness)Figure 4. Attenuation due to contact widthBallRaceway WavinessContact WidthWavinessFor longer wavelength surfacefeatures, peak curvatures arelow compared with that of theHertzian contacts and rollingmotion is continuous with therolling elements followingthe surface contours. Therelationship between surfacegeometry and vibration levelis complex being dependentupon the bearing andcontact geometry as well asconditions of load and speed.Waviness can producevibration at frequenciesup to approximately 300times rotational speed but is usually predominant atfrequencies below 60 times rotational speed. Theupper limit is attributed to the finite area of the rollingelement raceway contacts which average out the shorterwavelength features. In the direction of rolling, elasticdeformation at the contact attenuates simple harmonicwaveforms over the contact width, Figure 4.The level of attenuation increases as wavelengthdecreases until in the limit, for a wavelength equal to thecontact width, waviness amplitude is theoretically zero.The contact length also attenuates short wavelengthsurface features. Generally poor correlation can existbetween parallel surface height profiles taken at differentpoints across the tracks and this averages measured waviness amplitudes to a low level. For typical bearingsurfaces poor correlation of parallel surface heights profiles only exists at shorter wavelengths.Even with modern precision machining technology waviness cannot be eliminated completely and an elementof waviness will always exist albeit at relatively low levels. As well as the bearing itself the quality of theassociated components can also affect bearing vibration and any geometrical errors on the outside diameterof the shaft or bore of the housing can be reflected on the bearing raceways with the associated increasein vibration. Therefore, careful attention is required to the form and precision of all associated bearingcomponents.Figure 5(a). Signal from a good bearingAttenuation due to ElasticDeformationFigure 5(b). Signal from a damaged bearing5050Velocity μm/sVelocity μm/s40 ms40 msDiscrete DefectsWhereas surface roughness and waviness result directly from the bearing component manufacturing processesdiscrete defects refers to damage of the rolling surfaces due to assembly, contamination, operation, mounting,poor maintenance etc. These defects can be extremely small and difficult to detect and yet can have asignificant impact on vibration critical equipment or can result in reduced bearing life. This type of defect cantake a variety of forms: indentations, scratches along and across the rolling surfaces, pits, debris and particlesin the lubricant.Bearing manufacturers have adopted simple vibration measurements on the finished product to detect suchdefects but these tend to be limited by the type and size of bearing. An example of this type of measurementis shown in Figure 5, where compared to a good bearing, the discrete damage on a bearing outer ring racewayhas produced a characteristically impulsive vibration which has a high peak/RMS ratio.

An Overview Of Vibration Analysis45Where a large number of defects occur, individual peaks are not so clearly defined but the RMS vibration level isseveral times greater than that normally associated with a bearing in good condition.BEARING CHARACTERISTIC FREQUENCIESAlthough the fundamental frequencies generated by rolling bearings are related to relatively simple formulas theycover a wide frequency range and can interact to give very complex signals. This is often further complicated bythe presence of other sources of mechanical, structural or electromechanical vibration on the equipment.For a stationary outer ring and rotating inner ring, from the bearing geometry the fundamental frequencies arederived as follows:f c/o= f r/2 [1 – d/D Cos α ]f c/i= f r/2 [1 + d/D Cos α ]f b/o= Z f c/of b/i= Z f c/if b= D/2d f r[1 – (d/D Cos α) 2 ]f r= inner ring rotational frequencyf c/o= fundamental train (cage) frequency relative to outer ringf c/i= fundamental train frequency relative to inner ring f b/o= ball pass frequency of outer ringf b/i= ball pass frequency of inner ring f b= rolling element spin frequencyD = Pitch circle diameterd = Diameter of roller elementsZ = Number of rolling elements α = Contact angleThe bearing equations assume that there is no sliding and that the rolling elements roll over the raceway surfaces.However, in practice this is rarely the case and due to a number of factors the rolling elements undergo a combinationof rolling and sliding. As a consequence the actual characteristic defect frequencies may differ slightly fromthose predicted, but this is very dependent on the type of bearing, operating conditions and fits. Generally thebearing characteristic frequencies will not be integer multiples of the inner ring rotational frequency which helps todistinguish them from other sources of vibration.Since most vibration frequencies are proportional to speed, it is important when comparing vibration signaturesthat data is obtained at identical speeds. Speed changes, will cause shifts in the frequency spectrum causinginaccuracies in both the amplitude and frequency measurement. In variable speed equipment sometimes spectralorders may be used where all the frequencies are normalized relative to the fundamental rotational speed. This isgenerally called “order normalisation” where the fundamental frequency of rotation is called the first order.The bearing speed ratio (ball pass frequency divided by the shaft rotational frequency) is a function of the bearingloads and clearances and can therefore give some indication of the bearing operating performance. If the bearingspeed ratio is below predicted values it may indicate insufficient loading, excessive lubrication or insufficient bearingradial internal clearance which could result in higher operating temperatures and premature failure. Likewisea higher than predicted bearing speed ratio may indicate excessive loading, excessive bearing radial internalclearance or insufficient lubrication. A good example of how the bearing speed ratio can be used to identify apotential problem is shown in Figure 6 which shows a vibration acceleration spectrum measured axially on the endcap of a 250kW electric motor.In this case the type6217 radial ball bearingswere experiencing ahigh axial load as aresult of the non locatingbearing failing to slidein the housing (thermalloading). For a nominalshaft speed of 3000rev/min the estimated outerring ball pass frequency,f b/o, was 228.8Hz givinga bearing speed ratio of4.576. The actual outerring ball pass frequencywas 233.5Hz giving aball speed ratio of 4.67,an increase of 2%.Figure 6 Axial vibration acceleration spectrum on end cap of a 250kW electric motorVol 22 No 2AMMJ

46 An Overview Of Vibration AnalysisFigure 7. Photograph oftype 6217 inner ring showingrunning path offset fromcentre of raceway.A photograph of the inner ring is shown in Figure 7 showing the ball running pathoffset from the centre of the raceway towards the shoulder.Eventually this motor failed catastrophically and thermal loading (cross location)of the bearings was confirmed. A number of harmonics and sum and differencefrequencies are also evident in the spectrum.Ball pass frequencies can be generated as a result of elastic properties of theraceway materials due to variable compliance or as the rolling elements passover a defect on the raceways. The frequency generated at the outer and innerring raceway can be estimated roughly as 40% (0.4) and 60% (0.6) of the innerring speed times the number of rolling elements respectively.Unfortunately bearing vibration signals are rarely straight forward and are furthercomplicated by the interaction of the various component parts but this can beoften used to our advantage in order to detect a deterioration or damage to therolling surfaces.Imperfections on the surface of raceways and rolling elements, as a result ofthe manufacturing process, interact to produce other discrete frequencies andsidebands which are summarised in Table 1.Table 1. Frequencies related to surface imperfectionsComponentInnerRacewayOuterRacewayRollingElementSurface DefectImperfectionEccentricityWavinessDiscrete DefectWavinessDiscrete DefectDiameterVariationf rFrequencynZf c/i ±f rnZf c/i ±f rnZf c/onZf c/o ±f r;nZf c/o ±f c/oZf c/oAnalysis of bearing vibration signals is usuallycomplex and the frequencies generated will addand subtract and are almost always present inbearing vibration spectra. This is particularly truewhere multiple defects are present. However,depending upon the dynamic range of theequipment, background noise levels and othersources of vibration bearing frequencies can bedifficult to detect in the early stages of a defect.However, over the years a number of diagnosticalgorithms have been developed to detect bearingfaults by measuring the vibration signatures onthe bearing housing. Usually these methods takeadvantage of both the characteristic frequenciesand the “ringing frequencies” (i.e. naturalfrequencies) of the bearing. This is described inmore detail in a later section.Raceway DefectWaviness 2nf b ±f c/oA discrete defect on the inner raceway willDiscrete Defect2nf b ±f c/ogenerate a series of high energy pulses at a rateequal to the ball pass frequency relative to theinner raceway. Because the inner ring is rotating,the defect will enter and leave the load zone causing a variation in the rolling element-raceway contact force,hence deflections. While in the load zone the amplitudes of the pulses will be highest but then reduce asthe defect leaves the load zone resulting in a signal which is amplitude modulated at inner ring rotationalfrequency. In the frequency domain this not only gives rise to a discrete peak at the carrier frequency (ballpass frequency) but also a pair of sidebands spaced either side of the carrier frequency by an amount equalto the modulating frequency (inner ring rotational frequency), Figure 8. Generally as the level of amplitudemodulation increases so will the sidebands.As the defect increases in size more sidebands are generated and at some point the ball pass frequency mayno longer be generated, but instead a series of peaks spaced at the inner ring rotational frequency.A discrete fault on the outer raceway will generate a series of high energy pulses at a rate equal to the ball passfrequency relative to the outer ring. Because the outer ring is stationary the amplitude of the pulse will remaintheoretically the same hence will appear as a single discrete peak within the frequency domain.An unbalanced rotor will produce a rotating load, so as with an inner ring defect, the resulting vibration signalcan be amplitude modulated at inner ring rotational frequency.Likewise the ball pass frequency can also be modulated at the fundamental train frequency. If a rollingelement has a defect it will enter and leave the load zone at the fundamental train frequency causing amplitudemodulation and result in sidebands around the ball pass frequency. Amplitude modulation at the fundamentaltrain frequency can also occur if the cage is located radially on the inner or outer ring.

An Overview Of Vibration Analysis47Figure 8. Amplitude modulation (AM)(a) Amplitude modulated time signalFigure 8. Amplitude modulation (AM)(b) Spectrum of amplitude modulated signal.AmplitudeA c/2A m/4f c- f mf c+ f mf cfrequencyAlthough defects on the inner and outer raceways tend to behave in the similar manner, for a given size defect theamplitude of the spectrum of an inner raceway defect is generally much less. The reasons for this might be thata defect on the inner ring raceway only comes into the load zone once per revolution and the signal must travelthrough more structural interfaces before reaching the transducer location i.e. rolling element, across an oil film,through the outer ring and through the bearing housing to the transducer position. The more difficult transmissionpath for an inner raceway fault probably explains why a fault on the outer raceway tends to be easier to detect.Rolling Element DefectDefects on the rolling elements can generate a frequency at twice ball spin frequency and harmonics and thefundamental train frequency. Twice the rolling element spin frequency can be generated when the defect strikesboth raceways, but sometimes the frequency may not be this high because the ball is not always in the load zonewhen the defect strikes and energy is lost as the signal passes through other structural interfaces as it strikes theinner raceway.Also, when a defect on a ball is orientated in the axial direction it will not always contact the inner and outer racewayand therefore may be difficult to detect. When more than one rolling element is defective sums of the ball spinfrequency can be generated. If these defects are large enough then vibration at fundamental train frequency canbe generated.Cage DefectAs we have already shown the cage tends to rotate at typically 0.4 times inner ring speed, generally have a lowmass and therefore, unless there is defect from the manufacturing process is generally not visible.Unlike raceway defects, cage failures do not usually excite specific ringing frequencies and this limits the effectivenessof the envelope spectrum. In the case of cage failure, the signature is likely to have random bursts of vibration asthe balls slide and cage starts to wear or deform and a wide band of frequencies is likely to occur.As a cage starts to deteriorate for example from inadequate lubrication, wear can start to occur on the slidingsurfaces i.e. in the cage pocket or in the case of a ring guided cage on the cage guiding surface. This may givesrise to a less stable rotation of the cage or a greater excursion of the rolling elements, resulting in increasedsideband activity around the other bearing fundamental frequencies e.g. ball spin frequency.Excessive clearance can cause vibration at the fundamental train frequency (FTF) as the rolling elements accelerateand decelerate through the load zone which can result in large impact forces between the rolling elements and cagepockets. Also outer race defects and roller defects can be modulated with the FTF fundamental frequency.Other Sources of VibrationContamination is a very common source of bearing deterioration and premature failure and is due to the ingress offoreign particles, either as a result of poor handling or during operation. By its very nature the magnitude of thevibration caused by contamination will vary and in the early stages may be difficult to detect, but this depends verymuch on the type and nature of the contaminants.Contamination can cause wear and damage to the rolling contact surfaces and generate vibration across a broadfrequency range. In the early stages the crest factor of the time signal will increase, but it is unlikely that this will bedetected in the presence of other sources of vibration.With grease lubricated bearings, vibration may be initially high as the bearing “works” and distributes the grease.The vibration will generally be irregular but will disappear with running time and generally for most applicationsdoesn’t present a problem. For noise critical applications special low noise producing greases are often used.Vol 22 No 2AMMJ

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

An Overview Of Vibration Analysis49Envelope SpectrumWhen a bearing starts to deteriorate the resulting time signal often exhibits characteristic features which can be usedto detect a fault. Also, bearing condition can rapidly progress from a very small defect to complete failure in a relativelyshort period of time, so early detection requires sensitivity to very small changes in the vibration signature. As wehave already discussed the vibration signal from the early stage of a defective bearing may be masked by machinenoise making it difficult to detect the fault by spectrum analysis alone. The main advantage of envelope analysis is itsability to extract the periodic impacts from the modulated random noise of a deteriorating rolling bearing. This is evenpossible when the signal from the rolling bearing is relatively low in energy and “buried” within other vibration from themachine.Like any other structure with mass and stiffness the bearing inner and outer rings have their own natural frequencieswhich are often in the kilohertz range. However, it is more likely that the natural frequency of the outer ring will bedetected due to the small interference or clearance fit in the housing.If we consider a fault on the outer ring, as the rolling element hits the fault the natural frequency of the ring will beexcited and will result in a high frequency burst of energy which decays and then is excited again as the next rollingelement hits the defect. In other words the resulting time signal will contain a high frequency component amplitudemodulated at the ball pass frequency of outer ring. In practice this vibration will be very small and almost impossibleto detect in a raw spectrum so a method to enhance the signal is required.By removing the low frequency components through a suitable high pass filter, rectifying and then using a low passfilter the envelope of the signal is left whose frequency corresponds to the repetition rate of the defect. This techniqueis often used to detect early damage in rolling element bearings and is also often referred to as the High FrequencyResonance Technique (HFRT) or Envelope Spectrum.EXAMPLES OF VIBRATION SPECTRUMCage DamageThe vibration spectrum shown in Figure 9 was measured on the spindle housing of an internal grinding machine whichwas grinding the raceways of bearing outer rings. Although the machine was producing work to the required qualitythe routine vibration measurement immediately raised some concerns on the condition of the spindle.Figure 9. Vibration acceleration measured on the spindlehousing of an internal grinding machine.The spindle was rotating at19200rev/min (320Hz) andthe most unusual aspectof the spectrum is thepresence of a large numberof discrete peaks spaced at140Hz which related to thefundamental train frequency(cage) of the angularcontact ball bearings whichhad a plastic cage and waslubricated with oil mist.Upon examination of thebearing, the cage outerdiameter showed clearsigns of damage with somefragments of plastic materialwhich had broken away, butstill attached too, the outer diameter. As a result the spectrum had sum and difference frequencies related to the shaft(f r) and cage (f c) e.g. 1740Hz (5f r+f c). As we have already discussed, the deterioration of rolling element bearings willnot necessarily show at the bearing characteristic frequencies, but that the vibration signals are complex and producesum and difference frequencies which are almost always present in the spectra.Roller DeteriorationAn example of a taper roller bearing with a 432mm diameter bore rotating at 394rev/min (6.56Hz) is shown in Figure10. The shaft was gear driven with a drive shaft speed of 936rev/min (2.375 reduction) giving a theoretical gear meshfrequency of 374.4Hz. Vibration at shaft speed 6.56Hz and harmonics is clearly evident along with its harmonics.Evident in the spectra is vibration at 62.4Hz, which corresponds with twice the rotational frequency of the roller, plus anumber of harmonics e.g. 186.5(x3), 497(x8), 560(x9), 748(x12), 873(x14) and 936Hz (x15).This would suggest some deterioration in the condition of the roller(s) which was confirmed upon examination of thebearing. The spectrum also shows discrete peaks spaced at cage speed, 2.93Hz, which again is consistent withdeterioration in the condition of the rollers. The 374.4Hz component is related to the gear mesh frequency withsidebands at rotational speed, 6.56Hz.Vol 22 No 2 AMMJ

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

An Overview Of Vibration Analysis51Figure 12Vibration acceleration measured axially on DE of 250kW Motor.When the bearings were removed from the motor and examined, the ball running path was offset from thecentre of the raceways towards the shoulders of the both the inner and outer rings, indicative of high axial loads.The cause of the failure was thermal preloading as a result of the non locating bearing not sliding in the housingto compensate for axial thermal expansion of the shaft; this is often referred to as “cross location”. The nondrive end bearing had severe damage to the raceways and the rolling elements which was consistent with thehighly modulated signal and high amplitude of vibration at 5f b/o. The overall RMS vibration level of the motorincreased from typically 0.22g to 1.64g.Figure 13. Vibration acceleration measured radially on the housing of atype 23036 spherical roller bearing.Figure 14. Type 230336 sphericalroller bearing outer ring racewayshowing black corrosion stains.Another example of a vibration acceleration spectrum obtained fromthe housing of a type 23036 (180mm bore) spherical roller bearing,located on the main drive shaft of an impact crusher is shown in Figure13. The spectrum shows a number of harmonics of the outer racewayball pass frequency, 101Hz, with a dominant peak at 404Hz (4f b/o)with sidebands at shaft rotational frequency, 9Hz. When the bearingwas removed from the machine and examined one part of the outerraceway had black corrosion stains as a result of water ingress whichhad occurred during external storage of the machine, Figure 14.Also a number of the rollers had black corrosion stains which wasconsistent with the vibration at cage rotational frequency, f c=4Hz, inthe envelope spectrum, Figure 15. The modulation of the time signalat cage rotational frequency can be clearly seen in the time signal,Figure 16.Vol 22 No 2AMMJ

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

An Overview Of Vibration Analysis53Figure 17. Vibration spectrum and roundness before replacing wheel head drive motor bearings.(a) Vibration spectrum on spindle housing(b) Roundness of racewayFigure 18. Vibration spectrum and roundness after replacing wheel head drive motor bearings.(a) Vibration spectrum measured on spindle housing(b) Roundness of racewayCONCLUSIONSThe various sources of bearing vibration have been discussed and how each can generate characteristic vibrationfrequencies which can combine to give complex vibration spectra which at times may be difficult to interpret otherthan to the experienced vibration analyst. However, with rolling bearings characteristic vibration signatures areoften generated usually in the form of modulation of the fundamental bearing frequencies. This can be used toour advantage and vibration conditioning monitoring software is often designed to identify these characteristicfeatures and provide early detection of an impending problem. This usually takes the form of signal demodulationand the envelope spectrum where the early indications of sideband activity, hence bearing deterioration can bemore easily detected.As long as there is natural frequencies of the bearing and its nearby structures, which occurs in the case of alocalized defect on the outer raceway, the inner raceway, or a rolling element, the envelope spectrum works well.However, cage failures do not usually excite specific natural frequencies. The focus of demodulation is on the“ringing” frequency (carrier frequency) and the rate it is being excited (modulating frequency).Simple broad band vibration measurements also have their place but offer a very limited diagnostic capability andgenerally will not give an early warning of incipient damage or deterioration.REFERENCES1. Tedric A. Harris. Rolling Bearing Analysis.2. S. J. Lacey. Vibration monitoring of the internal centreless grinding process Part 1: mathematical models.Proc Instn Mech Engrs Vol 24. 19903. S. J. Lacey. Vibration monitoring of the internal centreless grinding process Part 2: experimental results.Proc Instn Mech Engrs Vol 24. 19904. F. P. Wardle & S.J. Lacey. Vibration Research in RHP. Acoustics Bulletin.Vol 22 No 2AMMJ

The 2009 Listing ofCMMS and EAM’sThe 2009 Listing of Computerised Maintenance Management Systems (CMMS) and Enterprise Asset ManagementSystems (EAM’s) was compiled by Len Bradshaw, March 2009.The data given is as received from the respondents. TheAMMJ does not therefore accept any liability for actions taken as a result of information given in this survey.AMPROThird City Solutions Pty Ltd, Australia www.thirdcitysolutions.com.auIN-COUNTRY SUPPORT FOR THIS CMMS/EAM: UK, Europe, AustraliaTYPICAL COST OF THE CMMS/EAM SOFTWARE: Small Companies AUD$2675,CMMS/EAM available as a stand-alone system: YESPart of or able to be integrated with a larger management/corporate system: NODESCRIPTIONAMPRO is a software application that allows the structuring of your assets (plant, equipment, vehicles etc) in an organised and logicalmanner. AMPRO is a robust, intuitive and user friendly system based on the familiar Microsoft® Outlook® interface. This helps to minimisethe learning process and help your organisation successfully navigate today’s difficult business landscape by eliminating errors andredundancy, and improving competitiveness.Prepare and document the maintenance history, schedule work that needs to be done on a routine basis, prepare unscheduled jobs thatneed to be carried out, and record work already completed. Whether you want to maintain manufacturing equipment, a fleet of vehicles or ahotel chain, AMPRO will do this with ease. AMPRO has the ability to link up with PDA devices, as well as a Job Requests that allow operatingdepartments to request work directly into the AMPRO.Modules are seamlessly integrated with each other.• The ability to export reports easily.• The same ‘look and feel’ throughout makes the application intuitive for users.AMPRO helps you to devote more maintenance man-hours to preventative maintenance or planned maintenance inspections rather thanto unplanned/breakdown work.AMRPO RequestsTYPICAL COST OF THE CMMS/EAM SOFTWARE: Small Companies AUD$1800CMMS/EAM available as a stand-alone system: NOPart of or able to be integrated with a larger management/corporate system: YESDESCRIPTION1. This easy to use, yet powerful and functional software makes light work of organising your day to day job requests.2. Job Requests is an add-on module to AMPRO that allows operating departments around your company to request work directly intoAMPRO, where Engineering/Maintenance will create Jobs if required.3. Remove the worry and drama of a paper based system where your job requests go missing, get forgotten about, or the “I phoned themyesterday with that problem” syndrome. Job Requests is quick and direct. Follow the status of all job requests from the easy to useinterface. Make notes and/or comments about the Job Request and/or Job which are added as Journals.4. Job Requests has been designed to be simple and easy to use allowing anyone in your organisation to quickly enter workrequests5. Let your users monitor their work requests progress through each stage right up to completion.6. Easy to read reports on the status of requests includedAMRPO Portable EditionCOUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: UK, Europe, AustraliaTYPICAL COST OF THE CMMS/EAM SOFTWARE: AUD$3400IS THIS CMMS/EAM available as a stand-alone system: NoPart of or able to be integrated with a larger management/corporate system: YES (AMPRO)DESCRIPTIONAMPRO PE is made up of a number of easy to use modules that runs on Windows Mobile based PDA’s. The modules included are Assets,Inspections, Jobs, and Readings. Assign Inventory to the Jobs directly by scanning the item or adding through the Inventory page of theJob. Avoid reading errors by entering the reading into the Readings module. It will show you the previous reading to compare. Reduce theamount of paper based work that you need to carry around by storing it electronically in AMPRO PE.AMPRO PE is quick and direct, yet powerful and functional and makes light work of organising your day to day maintenance tasks.Reduce the amount of data entry back at the office as staff enters their work directly into the PDA. User level security integrated with thesecurity module in AMPRO. Listen to what our customers say, ‘AMPRO PE has proved a huge advantage for our asset management andaudit compliance data gathering, it has allowed us to greatly improve our data input and update efficiency and data accuracy, while allowingus to operate remote from our main facilities.’RELATED SERVICESThird City Solutions is your one stop shop for your CMMS needs. From the evaluation stage through to the implementation, we will assist inthe implementation, training, consulting and follow up of your system, including purchasing of the PDA hardware and accessories. Creationof AMPRO operational manuals specific to for your needs, where we work with you to develop the way you want to use AMPRO.

2009 Listing of CMMS and EAM’s55API Proapt Group (of Companies) Australia www.aptgroup.com.auCOUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:API Pro is sold & supported world-wide.IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP:No; API Pro suits a wide cross section of industry.TYPICAL COST OF THE CMMS/EAM SOFTWARE: Small site: AUD$3000, Medium Site: AUD$20,000Large Site: AUD$80,000IS THIS CMMS/EAM available as a stand-alone system: YesIS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system: API Pro can be integrated into ERP &CRM systems.DESCRIPTIONAPI’s design structure is tailored to suit industry IT systems and major database structures, Progress, Oracle, MS SQL Server, DB2/400.Interfacing to:• Condition Monitoring • Palm Pilot• Bar Code • Data Loggers• ERP systems • Financial systemsTechnology: System Security: API is controlled by the system supervisor who assigns users access to specific zones.Systems Structure: API Pro is powered by Progress providing multi-tier client/server technology. Its query tools allow for advanced reportingand statistical analysis.RELATED SERVICESAPI Pro is used within 500 leading companies worldwide in a variety of industries maintaining high-value capital assets, plant, facilities,building & equipment.API Pro is designed to generate continuous management improvements within your company by optimising production output, utilisation ofhuman & financial resources.Example of Modules:• Plant Documentation & Information Searching • Maintenance, Inspection• Stock Control • Purchase Management• Job Ordering • Internal Purchase Requests• Drawing and Documents and Graphical Navigator • Production Calendar• Project Management • Resource Planning• WEB • Analysis & Performance• Palm Pilot • Condition Monitoring Interface, SKF @ptitude• Documentation validation (FDA) • Standard interface to SAP, MFG/Pro + othersAPI Pro is supported with Professional Services – Implementation (porting data & seamless integration), Training, Software MaintenanceAgreements.FleetMEXMaintenance Experts Pty Ltd Australia www.mex.com.auCountries where there is in-country support for this CMMS: Australia, New Zealand, Malaysia, China andIndonesiaIs this CMMS designed for a particular industry group? FLEETMEX is utilised in a number of industry sectorsincluding bus and transport companies, local councils, workshops and heavy machinery operators.Typical cost of the CMMS Software Small Site: AUD$2,000, Medium Site: AUD$8,000 Large Site: AUD$20,000Is this CMMS available as a stand-alone system? YESIs this CMMS part of larger management/corporate System? No. It has additional inventory module and can interface with other systems.DESCRIPTIONFleetMEX is a Microsoft compatible maintenance management system design for companies looking to improve the efficiency andeffectiveness of their vehicle performance. FleetMEX is particularly effective in implementing preventative maintenance strategies.It is utilized in a number of industry sectors including bus and transport companies, local councils and heavy machinery operators.Equipment Management – complete record of every Asset/Equipment. Include details such as suppliers, costs, purchase dates, warrantydates, dimensions, store and view graphics, Up to 7 levels of Hierarchy to any branch of equipment, registration, tyres and accidents.Work Orders – can be created for every job done, estimated and actual labour, Include start dates, departments, trades people, costs, parts,tasks, safety information, post orders, add priority etc.Preventative Maintenance – create preventative maintenance work to be carried out on equipment. Schedule the work based on hours,weeks, years, kilometers etc, automatically create work orders and handle multiple PM’s.History – life cycle costing and comparative analysis and full work details including description, FMEA Failure analysis codes and full workdetails.Reports – Ease of data capture, Export data quickly and accurately, create your own queries and reports with MS Access and import toFLEETMEX.Hiring & Invoicing – invoice all work completed, create invoices from work orders, hiring of equipment to your customers.RELATED SERVICESMEX Ops – MEX Ops is a Web enabled job requesting system. It allows requests to be made anywhere at anytime and maintenance staffcan easily prioritise and schedule work. It also allows the requester to track their job.FuelMEX - FuelMEX module allows you to integrate your Fuel Data with the FLEETMEX readings module. You can quickly import data fromall major fuel cards and fuel dispensing systems.Vol 22 No 2AMMJ

56 2009 Listing of CMMS and EAM’sFacilities Maintenance Management System (FMMS)KDR Creative Software Pty Ltd Australia www.kdr.com.auIN-COUNTRY SUPPORT FOR THIS CMMS: Australia, New Zealand, North America, South Africa, China.IS CMMS/EAM IS DESIGNED FOR A PARTICULAR INDUSTRY GROUP: FMMS is applicable to all industrysectors, including Defense, Resources, Manufacturing, Mining, Facilities Management.TYPICAL COST OF THE CMMS/EAM SOFTWARE: Small Site: AUS$15,000 Medium Site: AUS$30,000Large Site: +AUS$100,000.IS THIS CMMS/EAM available as a stand-alone system: FMMS can be used as a fully standalone system, or integrated with clients ERP.IS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system:Yes, FMMS can be seamlessly integrated with an ERP.DESCRIPTIONAdditional to being a comprehensive stand alone CMMS, FMMS compliments Corporate ERP Systems by utilizing a library of interfaceprocedures in order to access data that resides outside of the core application. A number of such interface libraries have already been builtby KDR for existing customers with the predominant ones enabling bi-directional access with ERPS such as SAP and Oracle Financials.Interfaces to other external product types include Condition Monitoring, SCADA, Configuration Management, GIS, Supply Logistics andProject Management.FMMS has been designed and purpose-built to accommodate the following key functional areas of Asset Management:• Definition and Navigation of Asset Hierarchy• Preparation of Standard Activity Libraries• Initiation, Monitoring, Feedback and Recording of Maintenance Activities• Maintenance Planning, including Resource Capacity, Prioritization and Criticality Indicators• Business Metrics via on-line inquiries, report writing and user-defined Key Performance Indicators• Serial Number Tracking of Essential Components and Certified Items• Spare Parts Cataloguing, Purchasing, and Inventory Management• Contracts and Project Management• Timesheet Recording• Budget/Forecast Preparation, Review and Monitoring• Workflow Definition and Management• Field Deployment via Mobile Devices• Real-time Wireless acces • Work Packaging• Certified Items • Risk ManagementRELATED SERVICESFMMS can be deployed from a client’s local server or deployed as a web hosted application. KDR Creative Software provides comprehensiveproduct installation, implementation and training services, with ongoing support and auditing activities.GP MateGP Solutions, INC USA www.gpsonline.comCOUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: USA, Hong KongIS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Energy, Oil, Utilities, ManufacturingTYPICAL COST of CMMS SOFTWARE: Priced per concurrent users, base package US$1995 plus optional modules and servicesIS THIS CMMS/EAM available as a stand-alone system: YesIS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system: Can be integrated with other packagesDESCRIPTIONGP MaTe makes information easily accessible across five major modules:- Equipment configuration/history - Maintenance - Parts inventory - Maintenance personnel - Purchasing.Integration that goes with the flow - GP MaTe’s integration makes it possible to locate information from any module without leaving thescreen/module you may have started from, such as a work order. You can also look up and retrieve information in a multitude of ways, withno need to close menus and open others. You’ll quickly be navigating through the system like a pro. And it will be just as quick and easy totrain new people.Reporting in GP MaTe is managed via Crystal Reports. Reporting data can be exported to various external applications. The system’s adhocquery makes it easy to get information required for any equipment, job, work order or procedure without manually searching throughstandard reports.GP MaTe’s major functional modules are:- Work Order Control - Preventive and Predictive Maintenance- Calibrations and Inspections - Asset Information- Repairable Asset Tracking - Parts Lists- Inventory and Material Control - Purchasing- Receiving and Invoice Matching - Vendor Management- Personnel and Training/Skills - Analysis and ReportingOptional Modules:- E-Commerce Integration - Financial System Interfaces- Document and Drawing Management - Management of Change- Project Budgeting - Interface to Project Management Software- Bar Code/PDA Support - Multi-Plant ControlRELATED SERVICESGP MaTe Version 6 takes a revolutionary track to substantially increase user support, by making available both web-based and desktopuser interfaces. It offers the convenience of a web-based user interface that will support all your users, anywhere and anytime, plus a highperformance desktop interface for your power users. In addition, many functions are available for portable PDA devices in a wireless orbatch mode.GPS offers ASP & hosting Implementation Support, Customizations, System Integration,Training and Project Management

2009 Listing of CMMS and EAM’s57InforInfor EAM ASE (Asset Sustainability Edition)Infor Global Solutions Pty Ltd Australia www.infor.com/goinggreen/solutions/greeneam/as/COUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: AustraliaIS EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Infor EAM ASE is designed with pre determined maintenance standards foroff the shelf installation saving on implementation time. Verticals covered are Manufacturing, Mining, Facilities Management, Utilities.TYPICAL COST OF THE CMMS/EAM SOFTWARE: AUS$125k – AUS$600k for Single or Multi Sites.IS THIS CMMS/EAM available as a stand-alone system: YesIS THIS CMMS/EAM able to be integrated with a larger corporate system:EAM comes with XML integration Tool Sets as standard.DESCRIPTIONInfor is the world’s third largest business software company. We develop and acquire proven software products that have rich, built-infunctionality. Then we make them better. We invest resources into product innovation and enhancement. We work hard to simplify and shortenimplementation times. We enable our software, services, and support globally. And we provide more flexible buying options.Infor EAM Asset Sustainability Edition: Asset Performance at a Lower Energy CostAs businesses and government begin taking action to reduce greenhouse gases, how do you know what approach makes the best financialsense for you? Businesses worldwide are focusing on reducing their energy consumption to promote environmental sustainability. State andnational restrictions, either already in place or pending, aim to curb greenhouse gas emissions. The result is that your company will most likelyeither be forced to alter its consumption behavior (demand) or incur even higher energy charges or emission “taxes” moving forward.Addressing the issue of demand, the U.S. Department of Energy has concluded that an organization can reduce its monitored assets energyconsumption by up to 20%. Industry benchmarks agree, stating 6%-11% savings in energy costs are attainable by incorporating energy intoasset management practices.The opportunity to address energy consumption, as well as greenhouse gas emissions, through Enterprise Asset Management is worthconsidering. It’s not just good for the environment; it’s good for your bottom line, as well.Infor EAM BE (Business Edition)Infor Global Solutions Pty Ltd Australia www.infor.com.au/solutions/eam/maintenance/COUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: AustraliaIS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Infor EAM BE is designed with pre determined maintenancestandards for off the shelf installation saving on implementation time. Verticals covered are Manufacturing, Mining, Facilities Management,Utilities.TYPICAL COST OF THE CMMS/EAM SOFTWARE:AUS$10k – AUS$100k for Single or Multi Sites or AUS$600 - AUS$1800 per month for Saas.IS THIS CMMS/EAM available as a stand-alone system: YesIS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system: EAM comes with XML integration Tool Setsas standard.DESCRIPTIONInfor is the world’s third largest business software company. We develop and acquire proven software products that have rich, built-infunctionality. Then we make them better. We invest resources into product innovation and enhancement. We work hard to simplify and shortenimplementation times. We enable our software, services, and support globally. And we provide more flexible buying options.Infor EAM (Enterprise Asset Management) maintenance solutions help organizations increase profitability through improved asset reliability,efficient asset utilization, and reduced asset-related operating costs. EAM software from Infor is the tool enterprising companies use to driveasset performance and ensure the delivery of projected financial results.Infor’s enterprise asset management and maintenance solutions helps companies like yours:• Deploy maintenance resources effectively• Manage maintenance-related work order processes efficiently• Schedule maintenance based on asset condition rather than on arbitrary dates• Model scenarios to determine optimum preventive maintenance• Create customized reports to meet business-specific asset management needsInfor EAM EEInfor Global Solutions Pty Ltd Australia www.infor.com.au/solutions/eam/maintenance/COUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: AustraliaIS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Manufacturing, Mining, Facilities Management, Utilities,Pharmaceutical, Fleet Maintenance, Public Sector.TYPICAL COST OF THE CMMS/EAM SOFTWARE: AUS$100k – AUS$500k for Multi SitesIS THIS CMMS/EAM available as a stand-alone system: YesIS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system: EAM comes with XML integration Tool Setsas standard.DESCRIPTIONInfor is the world’s third largest business software company. We develop and acquire proven software products that have rich, built-infunctionality. Then we make them better. We invest resources into product innovation and enhancement. We work hard to simplify and shortenimplementation times. We enable our software, services, and support globally. And we provide more flexible buying options.Infor EAM solutions enable enterprising companies like yours to optimize asset management and maintenance so you can realize your fullprofit potential. Our industry experts have a deep understanding of the specific resource and productivity issues you face, and they use thisknowledge to develop enterprise asset management and maintenance software with the built-in, tailored functionality that is critical to yoursuccess.Infor’s world-class EAM software solutions are particularly effective in the following industries:• Manufacturing • Life Sciences • Facilities Management• Public Sector• TransportationInfor has been providing enterprise asset management and maintenance software to enterprises worldwide, including more than 60 percent ofthe Fortune 500 , for over 20 years. More than just computerized maintenance management software (CMMS), Infor EAM software solutionsand services help customers maintain, manage, and improve the performance of their capital asset infrastructure. The results are savingsof time and money by optimizing maintenance resources, improving equipment and staff productivity, increasing inventory efficiency, andenabling better decision-making.Vol 22 No 2AMMJ

58 2009 Listing of CMMS and EAM’sInfor RELATED SERVICESIn today’s fast-changing, demanding business environment, implementing and maintaining enterprise-wide systems has become one of thegreatest challenges organizations face. That is why Infor offers a Software-as-a-Service (SaaS) option to our Infor EAM Enterprise Editionand Business Edition customers. This solution, called Infor EAM SaaS, is used by more than 250 customers who avoid capital costs, reducethe setup time associated with implementation, and benefit from the enhanced functionality made available through the ongoing delivery ofsoftware upgrades included as part of the service.Through Infor EAM SaaS, companies can now have the same industry-leading EAM functionality available in on-premises software or inon-demand access through licensed or subscription-based hosting services:• On-premises —traditional perpetual software license operated by the customer on-site• SaaS Hosted License —traditional perpetual software licensing with hosting from Infor• SaaS Subscription for Infor EAM Business Edition —customer subscription for on demand usage of Infor EAM Business EditionLoc8Smartpath Australia www.smartpath.com.auCOUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: AustraliaIS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: All Industries and company sizes with specialized configurationsfor Health, Utilities, Local Government and Councils, Heavy Industry, Mining, Fire Management and IT and Facilities Service Providers.TYPICAL COST OF THE CMMS/EAM SOFTWARE: AUD$12,000 - AUD$50,000IS THIS CMMS/EAM available as a stand-alone system: YesIS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system: Yes (financial back end systems)DESCRIPTIONOur flagship software suite provides comprehensive solutions for asset management, maintenance management, workforce management,help desk and mobility applications. Loc8 also includes integration options with GIS systems, ERP and financial applications from globallyrecognised vendors Our software is a Web 2.0 application delivered under perpetual licence and Software-as-a-Service models. ApplicationCategories include: IT and Physical Asset Management, Network, Software License Compliance, Fixed Asset Management, Compliance &Risk, Help Desk, Service Desk and Contract Management, Maintenance Management.RELATED SERVICESOther related services Smartpath’s SaaS software is a unique, powerful, scalable Asset Management, Maintenance and integrated Help-Desk solution. Capable of meeting the most challenging support environments for small to medium sized organisations, the SaaS Help-Deskand Asset Management software provides an immediate, cost effective business solution. Loc8 is suited to Managed Service Providers whomanage multiple customers and customer sites. The architecture allows for the management of multiple customers and customer sites.This is achieved by Loc8’s:• Multi-Tenanted common database and separate tables• Common database, shared tables; and• Separate databases with common user experience.Mainpac EnterpriseMainpac Pty Ltd Australia www.mainpac.com.auCOUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: World-wide pre- and post-sales services and supportthrough accredited partners.IS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: Mainpac Enterprise is suited for use across a wide range ofoperational asset types and can be used in Manufacturing, Mining and Resources and Facilities Management.TYPICAL COST OF THE CMMS/EAM SOFTWARE: Approx AUD$50K to AUS$500K depending on specific requirements.IS THIS CMMS/EAM available as a stand-alone system: YesIS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system:YesDESCRIPTIONMainpac Enterprise is highly flexible and can be used on single-site or multi-site installations. Mainpac Enterprise offers:• Work orders – automated work order forecasting, synchronisation of all work orders relating to a single operational asset, schedulingbased on time intervals, usage or other synchronised work, kit lists• Round work orders – create a single work order for multiple assets: meter reading rounds, lubrication rounds, inspection rounds• Labour resource scheduling – find resources based on inductions, certificates and other qualifications, shift rosters• Work recording – time taken for individual work order activities, resources used, value-add activities, safety incident recording• Operational assets – define parent/child structures, record ownership and warranty details, spare parts lists• Financial assets – define asset structures, depreciation methods (including usage-based depreciation), up to three books, link tooperational assets for flow-through of maintenance costs• Inventory – define warehouses, stocked items, bin locations, stock allocations, goods in transit• Purchasing – bulk receipting and invoicing, part receiving of bulk items• Reports – use standard reports or create custom reports to review maintenance activities• Operational Sites – a highly flexible means of creating a hierarchy of sites to reflect your business structure, e.g. a single site or multiplesites to define areas of maintenance responsibility, warehouses, financial structures• Information Sharing – set up permissions across operational sites for effective and secure information sharing• Technology - .NET platform and SOA, facilitating remote access, interoperability with other applications to reflect business processesand technological longevityMaintScapeGrandRavine Software Limited Canada www.maintscape.comCOUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: WorldwideTYPICAL COST OF THE CMMS/EAM SOFTWARE: US$1000 to US$10,000IS THIS CMMS/EAM available as a stand-alone system: YesIS CMMS/EAM part of or able to be integrated with a larger system: Depends on corporate system and type of integration required.DESCRIPTIONMaintScape is a full featured CMMS that is differentiated by its flexibility, consistency and power –all resulting in significant ease-of-use.Customers find their appreciation of MaintScape grows over time. A well designed SQL database structure further supports a robustapplication, and permits powerful custom reporting possibilities. MaintScape core modules include: equipment, work orders, proceduresand maintenance schedules, parts, staff and external resources, reporting, data export and import (select data), and system administrationand security. Optional modules include multi-site capability, parts inventory control, purchasing, service requests, bar coding, calibration,and predictive maintenance. Special features to MaintScape include the “Today’s Status” module (configurable statistics-at-a-glance with

2009 Listing of CMMS and EAM’s59drill-down to details), the MaintScape Explorer (configurable tree view of facility and its contents), flexible MaintScape Collections (powerfulmeans to group and communicate information), and our drag-and-drop labor scheduler (optional). MaintScapeWeb is a complementaryweb application for wide-audience functionality. We are told that MaintScape is inexpensive compared to other CMMS programs of similarfunctionality.RELATED SERVICESGrandRavine Software first offers peerless support to its customers. We also provide remote or on-site training, and assistance from theall-important setup phase through to the stage of defining and tuning operational procedures. We also offer custom reporting assistance,and often integrate customer equests into the standard product.MEXMaintenance Experts Pty Ltd Australia www.mex.com.auCOUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM:Australia. However we support New Zealand from Australian and have agents in Indonesia, Malaysia, ChinaIS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: MEX can be used by an infinitevariety of industries some of which include facility management, manufacturing, mining, fleet and contractmaintenanceTYPICAL COST OF THE CMMS/EAM SOFTWARE:Small Site: AUS$2,800 Medium Site: AUS$8,000 Large Site: AUS$20,000IS THIS CMMS/EAM available as a stand-alone system: YesIS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system: No however it has additional inventory/stores module and can interface with other systems.DESCRIPTIONMex is Australia’s #1 CMMS with over 4500 users worldwide. MEX is an easy to use CMMS with extensive functionality and intuitive usagestyle to suit maintenance environments. Designed for companies looking to optimize equipment performance and improve the efficiencyand effectiveness of their maintenance operation. Flexible functionality ensures that MEX delivers benefits to any size company, from standalone installations through to multi-site regionalized organizations, MEX delivers functionality, simplicity and the ability to save time andmoney, and meet reporting requirements. Core Functionality – Written in .Net Technology with an SQL Database, with the option of beingweb based – Commercial or complementary express versionThe system includes: Asset/Equipment Register; Work Orders; Preventative Maintenance; Regions; Inspections; Reporting; Invoicing;Readings; To Do List; Security; Downtime; Key Register; Drawings; Accidents; Easytime; Web Enabled; History; Control FilesThe modular configuration of MEX enables companies to implement additional functionality as required. These modules provide an extralevel of system integration including web requests, mobile plan applications and stores.Stores Functionality – Catalogue; Purchasing; Suppliers; Reporting, Reservations; Requisitions; Replenishment of Stock; Stock takes;TransactionsRELATED SERVICESMex Ops - Mex Ops is a Web enabled job requesting system. It allows requests to be made anywhere at anytime and maintenance staffcan easily prioritise and schedule work. It also allows the requester to track their job.MEX Mobile - Mex Mobile is the handheld version of MEX, operating on any handheld unit that runs the Windows Mobile operatingsystem.Rylson8Rylson Group Australia www.rylson.com.auCOUNTRIES WHERE THERE IS IN-COUNTRY SUPPORT FOR THIS CMMS/EAM: AustraliaIS THIS CMMS/EAM DESIGNED FOR A PARTICULAR INDUSTRY GROUP: NoTYPICAL COST OF THE CMMS/EAM SOFTWARE: AUD$50,000IS THIS CMMS/EAM available as a stand-alone system: YesIS THIS CMMS/EAM part of or able to be integrated with a larger management/corporate system: YesDESCRIPTIONThe Rylson8 system is a next generation software solution offering a comprehensive approach to Total Lifecycle Planning in an enterprisegrade system. Rylson8 is designed and built around proven methodologies to enable an organisation to maximise the life of its assets andultimately the bottom line.The Rylson8 modules address the key elements of:The Rylson8 system enables the optimisation of :• Total Cost of Ownership• Operating Budget Forecasting• Capital Replacement Forecasting• Asset Economic Life Determination• Asset Life Cycle Planning• System Capability Analysis• Criticality Analysis• Maintenance Strategy Optimisation• Resource Forecasting• Spares Analysis• Lifecycle AnalysisScenario and sensitivity analysis using Rylson8 enables the determination of the impact on asset lifecycle cost of various risks such aschanging revenues, costs of capital, fuel, operations, maintenance, spares, discount and tax rates.RELATED SERVICESThe Rylson Group offers various services in conjunction with Rylson8 :• Consulting:Asset Management, Maintenance Strategy Development and Optimisation, Reliability Engineering and Work Management, MaintenanceSoftware Tools and CMMS, Logistics and Materials Management, Business Improvement Solutions and Workforce Development.• Workforce Development:Needs Analysis, Program Development, On- and Off-site Training and Auditing.• Engineering:Plant Capacity upgrades, Shutdown Planning and Management, Design Out Solutions, Failure Studies, Project Management, FeasibilityStudies and Capital Cost Estimating.• Technical Writing:Reporting, Manual Development and Production, Operating and Maintenance Procedures, Purpose-Built Web Based Training and WebDesign and Development.Vol 22 No 2AMMJ

Maintenance NewsVibration Analyser Ensures Bearing Reliability in Gearbox RefurbishingFifty years of on-going development has given SKF a BearingVibration Analyser that can probe deep into rotating bearingswhile they are under load. Initially used as a production linetester it’s now proving invaluable during the maintenance andrefurbishment of gearboxes and other critical units in demandingapplications such as aerospaceSKF vibration testing equipment is released by Rolls-Roycefor noise testing of bearings during gearbox servicing. Releasebecame necessary when Rolls Royce Deutschland decidedto transfer service work on gearboxes for secondary powersystems to the sub-contractor Vector Aerospace in Almondbank,Scotland. Overhaul of these gearboxes requires detailedinspection of more than 3,000 components some of which requiretesting with special equipment. This includes the various types ofrolling bearings used in the gearbox that require stringent noiseand vibration testing and measurement of the radial and axialclearances.Vector Aerospace selected SKF as the best suitable supplierof test equipment for the bearing tests but before putting theequipment to use it was necessary to run a release process withRolls-Royce Deutschland. A detailed test and acceptance programme was developed by Rolls-Royce Deutschlandusing reference and series bearings of different manufacturers to confirm the usability of the noise-test equipment afterits installation at Vector Aerospace site.Development of SKF vibration testing equipmentA good first step towards solving any problem is to get the facts. And that’s exactly what a group of senior engineers atSKF did in the early 1950s. SKF already had a proven reputation as the world’s leading rolling bearings manufacturer.Its bearings were used successfully in countless applications all around the world. They were made from the finestmaterials, using the most up-to-date production processes and carefully checked before packaging. So what was theproblem?A need to knowIt was said that collectively the group members knew everything there was to know about bearing materials, bearingdesign, bearing manufacture and bearing applications. But still the SKF engineers had a problem. They were concernedabout the causes of failure that bearings from all manufacturers were exhibiting. Minute exterior examination of bearingcomponents and bearing assemblies could only take them so far. They wanted more facts. They wanted to probe deepinside a bearing while it was rotating, and while it was under loads similar to those it would experience in service.Intuitively they knew that vibrations caused by the rotating and flexible parts in a bearing caused noise and could bea source of wear and bearing damage. But they also felt that understanding the vibrations better could tell them evenmore. Perhaps even tell them what caused the vibration in the first place and how to design and manufacture in order toreduce the vibrations and the corresponding wear. And so SKF set off on a path to develop an understanding of vibrationphenomena in bearings as well as a method of measuring vibrations and connecting this back to distinct causes, asspecific as rolling elements induced vibration or damaged ring induced vibration etc.By the mid-1950s the group had successfully created their first vibration testing equipment for analysing structure-bornenoise and vibration in bearings. They went on to develop equipment that would reveal problems hidden within a bearingsuch as: dirt particles, cage noise, or form deviations in a component. Their search had revealed the factors that couldlead to bearing failure and customer dissatisfaction.Early milestoneEarly versions of the equipment were introduced into production line testing but the group continued to probe further untilin 1965 one of the group, E. Yhland, reached a milestone in the understanding of the quasi-static problem of bearingvibration.His work became a contribution to establishing national standards such as AFBMA 13-1987 and DIN 5426 (draft).These standards define and specify the physical quantities to be measured and the test conditions to be applied. Theequipment became of extreme importance for high quality bearing production.Today, SKF equipment such as the MVH Vibration Tester is used to analyse precisely the structure-borne noise andvibration of deep groove ball bearings, angular contact ball bearings, self-aligning ball bearings, and spherical rollerbearings. The MVH is also used as the SKF reference equipment for these measurements.

Maintenance News61Operation of the MVH 90C/200C Vibration Tester is semi-automatic, so when a bearing is to be tested the only things to bedone by hand are: the loading of the bearing on the test spindle; the pressing of the two-handed start; and removal of thebearing after the test. The extremely precise sliding bearing spindle drives the inner ring of the bearing at a constant setspeed while loading is provided by an adjustable, pneumatic axial loading unit. When the automatic test cycle begins, theaxial loading unit applies an axial load to the outer ring and moves the bearing against the testing spindle.A pickup is applied to the stationary outer ring of the bearing and any bearing noise is measured, analysed and displayed.After a pre-determined time the axial loading unit returns to its rest position and the machine is ready for the next test cycle.Resetting for another type of bearing can be done quickly and simply. The tip of the pickup rests against the outer ring andconverts the radial vibration of the bearing into an electrical signal that is proportional to the velocity of the pickup tip. Whenthe signal is amplified and analysed the vibration level is measured in three frequency bands. The result identifies one ormore of a possible number of defect types as well as detecting dirt particles, cage noise and form deviations.Reducing costs and ensuring reliabilityThe great success of vibration measuring equipment in bearing refurbishment for the aerospace industry has lead toincreasing interest from other areas of industry. There is also increasing awareness of the savings to be made from the reuseof bearings that have been tested and meet quality and reliability standards.Other examples of the Vibration Tester’s versatility are its use in manufacturing companies where the equipment can beused to inspect incoming components; its use in research departments to support R&D activities or act as a test rig for gears,motors or steering units etc. The equipment is equally useful for grease noise testing.Continued developmentAlthough the bearing vibration analyser has come a long way since the 1950s its development continues at SKF wherethe search is on for even more accurate measurements and analysis. At the present time research is focusing on threeinteresting areas: the application of different sensor technologies; the use of a detailed noise map; and the introduction of anexpert system.SKF Group Technical PressIR imaging in building saves dollars, makes senseSkyrocketing costs of heating and cooling – coupled with environmental concernsof escaping greenhouse gases and climate change – is combining to force thebuilding and construction industry to look for new ways to make buildings moreenergy efficient. Leading the way in detecting energy losses is the newly releasedB400 infrared camera from FLIR – the world leader in infrared cameras – specificallydesigned for the building industry. Thermal imaging is the most economical way todiscover construction failures and to communicate them. By detecting anomalies ofteninvisible to the naked eye, thermography allows corrective action before costly systemfailures occur. It also improves operational safety in many industrial environments andincreases building efficiency.The B400 can be used to perform a building energy audit covering:• Building envelope thermography• Door seal inspection• Leak, humidity detection• Heating thermography inspections• Roof moisture thermography• Air tightness testing• Wall seal heat loss inspection• Floor heating thermography• Moisture thermography inspections• Dew point thermography inspection• Ceiling and wall insulation failure • Minimise energy loss • Save large amounts of money.Image is everything! The B400’s high-resolution 320 x 240 infrared detector (76,800 pixels) delivers smooth images.FLIR’s exclusive Advanced Signal Processing, reduces image “noise” and produces razor-sharp thermal images with fourtimes the resolution of competing brands that use a 160 x 120 array.FLIR Systems operates direct sales and service offices in Belgium, France, Germany, Italy, the United Kingdom, Sweden,US, Brazil, Canada, China, Japan and Australia. The company has more than 1400 dedicated infrared specialists and servesinternational markets through a network of 60 regional offices providing sales and support functions. www.flir.com.auARC LAUNCHES ADVISORY SERVICE FOR ASSET LIFECYCLE MANAGEMENTARC Advisory Group has launched an important new advisory service dedicated exclusively to improving the design,construction, commissioning, operation, and maintenance of asset-intensive facilities. ARC’s Asset Lifecycle Management(ALM) Service can help companies in the energy, manufacturing, utility, and other asset-intensive industries to improve theeffectiveness of their manufacturing/production, information technology (IT), and human assets and reduce asset-relatedcosts across all asset stages: design, build, operate, and maintain. The service also focuses on effective asset informationmanagement (AIM) across all stakeholders in the capital asset value chain.Vol 22 No 2 AMMJ

62 Maintenance News“Studies highlight the staggering losses that asset-intensive organizations suffer each year as a result of poor assetlifecycle management and this has spawned new practices and technology solutions,” said Sid Snitkin, VP & GM ofEnterprise Advisory Services at ARC. “Global companies have used ARC reports on both of these fronts to justify ALMinvestments that have improved project costs and schedules, & their plant availability, throughput, & operating costs.”Subscribers to ARC’s ALM Advisory Service receive relevant insights, newsletters, reports, and other materials intendedto keep them informed on the latest concepts, trends, technology, and best practices in the field. These materials areprepared by ARC analysts with deep domain knowledge in the appropriate disciplines, including asset informationmanagement, IT solutions and technologies for design and build, and IT solutions and technologies for operations andmaintenance. These same analysts are available to provide ARC’s ALM Advisory Service clients with a personal pointof contact, answer specific questions, and provide customized consulting. Finally, a subscription to ARC’s new ALMAdvisory Service includes tickets to ARC’s highly regarded industry workshops and events, such as the recent ALMWorkshop in Houston, TX and 2009 Orlando Forum, in which leading global energy, manufacturing, and engineeringcompanies participated. For more information on ARC’s Asset Lifecycle Management Advisory Service, readers cancontact their ARC representative, visit www.arcweb.com/Services/Pages/ALM.aspxThe Asset Partnership Announces Australasian EXP Enterprise Reseller Partnership with Ivara“The current difficult economic climate is seeing a major business refocus on internal cost control and operating systemsperformance”, according to Stuart Hylton, The Asset Partnership’s General Manager Reliability Solutions. “As profitlevels drop managers are changing from a “production increase at any cost” to a paradigm of “cost reduction andproduction efficiency”,” Mr Hylton said. Without the luxury of time and strong profits, company’s need to use smartsolutions to reduce costs and improve asset reliability. We are seeing urgency and a mind set of ‘make it happen now’.“We are excited to partner with Ivara, the recognised leader in reliability software, process and methodology. Webelieve Ivara has developed the world’s leading technology-based asset health monitoring system which enables realbenefits to be delivered quickly and easily from new or past reliability initiatives. All companies and organisations cannow confidently Make it Happen!”The Asset Partnership, the industry leader and innovator in asset performance management solutions today announceda reseller partnership with Ivara Corporation, the world leading reliability solutions provider. The Asset Partnership willresell and provide implementation services and support for Ivara® EXP Enterprise asset performance managementsoftware to the Australasian manufacturing and process industries. EXP Enterprise provides a cohesive and integratedplatform built around The Aladon® Network’s renowned proactive asset performance management processes.SPM delivers online monitoring to Pohjolan Voima’s new biopower plant in FinlandThe new power plant at Pori, owned and operated by Porin Prosessivoima, a subsidiary of Pohjolan Voima Oy, wasconnected to the Finnish national grid for the first time in November 2008. The Pori power plant supplies 70 MW ofdistrict heat to Pori Energia’s district heat network, 65 MW of electricity and 140 MW of process steam for industrialneeds. The plant is fuelled by wood, peat, coal and recovered fuels. Main fans and pumps are equipped for onlinecondition monitoring with twelve MG4 measuring units for each fan, pump and electric motor. RMS vibration monitoringis done on each machine and in addition, dBm/dBc shock pulse measurement is used to monitor bearing conditionand lubrication on all bearings. The portable instrument Leonova Infinity, with basic analysis functions and 1-planebalancing, is used together with the Condmaster Nova software, where measuring results can be saved and furtheranalyzed. For further information about Leonova Infinity, please visit www.leonovabyspm.comIntelliCom launch online management portal for remote devicesIntelliCom has launched an online management portal for remote devices. NetBiter.net offers monitoring, control,trending and alarm management of your remote devices anywhere in the world, whenever you want. The serviceconstantly monitors the health, readiness and geographical position of remote devices 24 hours a day, 365 days a year.The online management portal solves today’s common remote management issues;- Fast and easy deployment of remote devices (using plug’n’play thinking)- Access to objects that are behind firewalls- Solving common problems with public IP addresses- Management large installations at one locationThe online management portal has features like;- Monitoring and control (read / write) of data on the remote device- Alarm management tool supporting alerts through email, SMS etc- Data logging and trend graphs presentation- Positioning on a map, support for moving objects- Reports and analysis with graphical presentation- Full administration of machines, users, projects, documentation etc Read more at www.netbiter.net

Maintenance News63ISO 23045:2008, Building environment design – Guidelines to assess energy efficiency of new buildingsThe objectives of the standard are to assist designers and practitioners when collecting and providing the useful data that arerequired at different stages of the design process and to fulfill building design objectives. ISO 23045:2008 applies to new buildingsand is also applicable to systems for heating, cooling, lighting, domestic hot water, service water heating, ventilation and relatedcontrols. Introducing energy efficiency in the design process leads to a reduction in energy demand through a global approachto the building, including analysis of the building location, definition of the building envelope, energy systems and products. MrStephen Turner, leader of the ISO group that developed the standard, comments: “Today’s worldwide increase in efforts towardrational use of natural resources is increasing the markets for energy-efficient buildings and building equipment. The buildingsector holds great prospects for energy saving through the design of buildings with improved thermal performance and increasedefficiency of mechanical equipment, as well of course through the entire range of buildings’ lifecycles. ISO 23045:2008 will helpthe building sector design buildings to a specified level of efficiency. It is an invaluable addition to the growing group of ISOstandards for building environment design organized within the framework of ISO 16813, Building environment design — Indoorenvironment — General principles.”Tackling ‘fugitive’ greenhouse gases with FLIR GasFindIRFLIR Systems has released its latest GasFindIR LW camera now capable of imaging ‘fugitive’ potent greenhouse gases such asSF6 & NH3. The highly specialised GasFindIR LW is capable of rapid scanning delivering real-time thermal images of gas leaks.The leaks stand out allowing thermographers to ‘see’ the fugitive gas emissions. A most potentially dangerous greenhousegas, Sulfur Hexafluoride (SF6), is an effective insulator that prevents arcing in high-voltage circuit breakers and gas-insulatedsubstation equipment. When used properly, the gas enables safe and efficient utility operations. Environmentally however, SF6is one of the most potent greenhouse gas ever tested. If it leaks into the atmosphere from faulty or ageing equipment, it canbecome a contributor to global warming. Voluntary efforts to curb SF6 emissions are underway. In fact, there are now morethan 80 utilities worldwide working together to develop innovative ways to detect SF6 gas leaks. The GasFindIR LW cameratakes advantage of an advanced cooled QWIP (Quantum Well Infrared Photon) detector and optical systems that are tuned to avery narrow spectral infrared waveband specific to SF6 detection. info@flir.com.au www.flir.com.auMarine Software Lay-up Maintenance SystemU.K based Marine Software Limited announces the launch of a vessel “Lay-up” maintenance system which can be purchased,either as an additional module for existing Marine Planned Maintenance equipped vessels, or as a stand alone system for anyother vessel. The first system has been delivered to Bluewater Ship Management for UND BIRLIK.Typically, maintenance requirements for laid up vessels with idle machinery differ from the normal running maintenance andso special Lay-up JobCards can be created covering this. These PM JobCards only become active when the system is putinto lay-up mode, when they are automatically scheduled. All normal completed maintenance is suspended but any overduemaintenance remains active unless it is completed during the lay-up period. Class Survey remains unaffected and live whilst thevessel is laid-up. Depending on the type of lay-up Hot Ship or Cold Ship and normal maintenance covering running machinerysuch as Diesel Alternators, Boilers etc can be tagged to remain live during the lay-up period.On reactivation of the vessel, the normal PM system can be reactivated giving the operator the option to continue with thesuspended calendar based maintenance schedule from the date of suspension, or to shift it forward re-commencing from thereactivation date. The specific lay-up PM Cards are deactivated on reactivation of the vessel. Once again, Class Survey’sremain unaffected.www.marinesoftware.co.ukVol 22 No 2AMMJ

64 Maintenance NewsGuard the safety of the critical bolted connections in your applicationsAt critical bolted connections regular maintenance is required.The bolt must be tight tightened at the same torque as allother bolts for maximal strength of the connection. Definitively,the weakest link determines the strength of the completeconnection. However, critical bolted connections can be liableto vibrations or temperature fluctuations which can cause thebolt load to decrease and deviate from the other bolts. Whenthe bolt load has decreased too much, the connection is notstrong enough anymore so incidents can happen, like a bridgeto collapse.With the BoltSafe system you can monitor simply and easy your bolted connections. The BoltSafe washers measurethe bolt load and transfer the data by cable to the Power Data Interface-New Technology (PDI-NT). The PDI-NT is aconnection box for interfacing the BoltSafe network. The box can be adjusted so that it gives an alarm signal if therequired bolt load becomes too low in a bolted connection. In this way, the possibility of a weak bolted connection canbe prevented.How does the BoltSafe system work?Place a BoltSafe washer between the nut/bolt head and the flange surface, and measure with the PDI-NT the actualbolt load during the assembly. This way the correct residual bolt load bolted joint is ensured. After assembly, the actualbolt load can be monitored so under/overload and expensive check ups can be avoided.ApplicationsMeasure the load of different joints, & guard the tension Monitor and guard the bolt load of the anchor boltsBolt calibration Bridge and tunnels Petrochemical plants Wind energyHydro energy Bolting contractors Attraction parksAdvantages- Required tension can be achieved exactly, and can be checked at all times- Guard the condition of the application- Save in maintenance costs in time and money (work faster, plug on the reader and read out the data)- Monitoring of the application from a distance so that maintenance can be done aimedFor further information contact AMS Instrumentation & Calibrationwww.ams-ic.com.auContinuing best practice in electrical maintenanceSIRF Roundtables has been established to enhance the effectiveness of its member companies through collaborativeprograms to support implementation of international best practice and to develop improved technologies.SIRF Roundtables provides opportunities for representatives from member organisations to come together to meetand learn from each other. SIRF Rt does this through a number of forums and events conducted throughout the yearacross Australia and New Zealand. These forums and events include Roundtable meetings, Common Interest WorkGroup meetings (CIWGs), National Forums and other events like the Australian Maintenance Excellence Awards, andWorkshops conducted by visiting experts.5 National Forums are put on for both the members and non members whereby people can meet and share casestudies. Leading industry practitioners present case studies demonstrating proven methods and techniques. Delegatescan learn from these and are able to take back tips and tricks and apply in their own workplace. As these forums playa significant role to industry by promoting best practices and advancements in technologies and processes we believeit is important to continue running them even in the current business climate. The forums have been going strongfor the last few years, they have built a good reputation and significant savings are offered. Support remains strongfor our events with the intention to maintain a very high standard of content that will continue to attract and satisfyattendees.The Electrical Maintenance Management National Forum now in its 5th year will see hot topics in the areas of• energy reduction, • power quality monitoring,• battery installation and maintenance, • lockout systems and much more.With a line up of great speakers from industry we are looking forward to learning new techniques and updating theknowledge of the many attendees that come to the forum. To be hosted in Melbourne we invite you to attend. Over 2day of learning and networking in a casual environment. Dates: 15 & 16 June 2009 Location: Melbourne,Hilton on the Park. For further information contact Anna Civiti on 03 9697 1103 / 0417 514 170. Event details will beposted on our website www.sirfrt.com.au in the coming weeks. Stay tuned...

Maintenance News65FMA Australia Adopts IFMA’s CFM, FMP CredentialsThe International Facility Management Association is pleased to announce that the Facility Management Association of Australiahas replaced its accreditation system with IFMA’s Certified Facility Manager and Facility Management Professional credentialingprograms. The change, which took effect Jan. 1, 2009, revises the credentials FMA Australia has had in place since 2000 andis in line with the collaborative goals outlined in the two associations’ Partners in FM Excellence agreement. Transitionaryarrangements for those who received credentials through FMA Australia’s accreditation system have been negotiated with IFMAand the International Credentials Committee, the governing body that oversees the CFM and FMP programs.“Our organizations have been working together for many years, and FMA Australia’s decision to adopt our credentials is oneof the fruits of that partnership,” said IFMA President and CEO David J. Brady. “We think this says a lot about the strength andvalidity of our credentials in the global marketplace and is the next step forward in expanding our Partners in FM Excellenceagreement.”“FMA Australia is very pleased to be adopting IFMA’s credentialing programs within the Australian marketplace,” said DavidDuncan, CEO of FMA Australia. “The currency, international recognition, rigor and continuous professional developmentrequirements make the CFM and FMP programs highly relevant in Australia. FMA Australia is looking forward to working closelywith IFMA and the ICC to ensure that these programs maintain their relevance and value in Australia and across the globe.”www.ifma.orgPROACT from Meridium Chosen as Root Cause Analysis Solution at Manitoba HydroManitoba Hydro has licensed Meridium’s root cause analysis software, PROACT for Meridium, in its HVDC Division (HighVoltage Direct Current), which states they have already experienced benefits from PROACT and the methodology. Accordingto David Zhang, Supervisor of Asset Maintenance Management Systems for Manitoba Hydro, “In keeping with our number onecorporate goal of improving safety in the work environment, it is critical for Manitoba Hydro to not only discover the root causeof the failures that we experience, but also to implement technology like PROACT for Meridium that can track those analyses tomake sure that we take corrective steps. PROACT® for Meridium will ensure that we maintain a comprehensive history of thoseanalyses so that all our findings can potentially be applied to other RCAs.”By using PROACT® for Meridium, Manitoba Hydro can identify existing defects in a proactive manner and can begin to eliminatedefects in a structured and systematic way. Lowering lost profit opportunities and equipment maintenance costs has a directeffect their corporate goal of striving to be the lowest cost provider of domestic electricity rates in Canada. www.meridium.comThermo Shot NEC F30 – a truly portable user-friendly thermography camera.Thermal imaging technology has earned its place in a tool box of AustralianMaintenance and Pest Control professionals but there was always a tradeoffbetween price and quality. Now you have an option to use a trulyportable, digital camera like thermal imager which cost just over 9,700 ex.GST (lease available) and it is based on a very stable high performance160 x 120 pixels Vanadium Oxide detector with thermal resolution betterthan 0.1 deg. C. The F30 thermal imager is manufactured by NEC AVIOInfrared Technologies (Japan) who earned excellent reputation in Australiaand around the world. Their thermal imaging cameras (including detectors)are made in Japan under strict quality control and using Japanese components. The F30 is available from Applied InfraredSensing, an Australian supplier of infrared technologies (they hold prestigious Defence Recognised Supplier status).www.applied-infrared.com.au/research-industrial/preventative-maintenance.htmlShutdown/Turnaround Planning and Management SoftwareRevere, Inc. has released the IMMPOWER SP 5.1 (SP 5.1), a new version of its flagship shutdown/turnaround planning andmanagement software. IMMPOWER SP is an integral part of the comprehensive Revere solutions suite for asset managementoperations. New features and functionality in SP 5.1 include:• Fully compatible with Oracle ® 11g and Microsoft ® Windows ® Vista, as well as earlier versions of Oracle andMicrosoft Windows.• Multiple calendars: Each phase of a shutdown can have its own calendar and schedule within the same scenario.• Transaction auditing: Use auditing to track the users whom have made changes to estimates and changes in hours,• Tools and materials lists: Maintain tools and materials lists with rates and quantities for enhanced cost functionality.• Additional cost fields: Eighteen cost fields are now available for resources, tools, and materials.• Work order validation: Optional validation of work order numbers.• Enhanced Gantt chart: More fields and description are available for SP Gantt chart.• Critical jobs: Allows users to have the shift schedule display highlight the critical jobs. And much more ---For more information, visit www.revereinc.comVol 22 No 2AMMJ

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

AMMJ Subscription FormAsset Management and Maintenance JournalMail this form to: Engineering Information Transfer P/L, PO Box 703, Mornington, VIC 3931 Australia or Fax 03 59755735or email: mail@maintenancejournal.com ABN: 67 330 738 613 Phone: 03 59750083 www.maintenancejournal.comPrices are in Australian Dollars and are valid until Dec 2009. For Australia prices are inclusive of GST taxes. This form may be photocopied.AMMJ PRINT Version Please Tick Required Box 1 year 2 yearsPrint Version Subscription (includes postage anywhere in the World): Aus$170 Aus$300(Please note that due to delivery difficulties we are unable to take PRINT AMMJ subscriptions for India)Special Offer (Australia Only)For the cost of a single subscription to the PRINT version of the AMMJ we will send to Australian subscribers, at no extra cost, up to5 copies of the Journal that you can distribute to other staff in your organisation.Please circle total No. of PRINT copies required per issue:(Up to 5 copies for Australian subscribers only)1 2 3 4 5eAMMJ ELECTRONIC Version 1 year 2 yearseAMMJ Annual Subscription for Single Site Usage: Aus$100 Aus$180May be distributed throughout a single site of your organisationeAMMJ Annual Subscription for Multiple Sites: Aus$300 Aus$560May be distributed to any site within your World wide corporationEmail Address for delivery of eAMMJ: ______________________________________________________________________Start Issue:For new subscriptions please indicate when you wish to start your subscriptionFebruary April July OctoberName:Company Name:Position:Address:Phone:Fax:Method of payment Cheque - Made payable to Engineering Information Transfer P/L Electronic funds transfer - Please email to obtain eft details(Aus$18 will be added to all eft payments made from outside of Australia)Total to pay: Aus$_____________ Charge to credit card - Mastercard Visa CardExpiry Date _____________Name on cardSignature

Machinery Fault Prediction & ProtectionNEWNew Products for 2009CSI 9210Machinery HealthTransmitterA revolutionary four wire, fieldmountable, intelligent device, thattightly integrates machinery healthinto the process automationenvironment.• 4, 8 or 12 channel• User configurable alarms• Event capture• Peakvue technologyCSI 9420Wireless Vibration TransmitterA wireless Vibration Transmitter that connects quickly,easily and economically to any machine. It deliversvibration information over a highly reliable, selforganizing wireless network for use by operations andmaintenance personnel.• Connects to plantcontrol system (DCS)• 2 channel (vib or temp)• Peakvue TechnologyNEWCheckline TI-CMXDual Coating andThickness GaugeCheckline TI-25SUltrasonic WallThickness GaugeNEWThe new Checkline TI-CMX measuresboth coating and wall thickness quicklyand accurately from only one side.When switched to Pulse-Echo mode,the TI-CMX automatically measures andeliminates the coating from the wallthickness measurement, enabling theuser to locate the finest corrosion andpitting - without removing the coating.NEWThe TI-25S provides fast accuratereadings of wall thickness up to200mm. It Contains 8 presetvelocities of the most commonmaterials and has the facility tostore 2 custom velocities forspecific site requirements.Exceptional Value at $2490CTC MMX–MOD3Expandable MAXXbox modulesCSI 9830High ResolutionInfrared CameraNEWBuy the modular MAXX boxwith 3,6,9 or 12 inputs andadd more in the future withthe quick release DIN Rail.3 inputs per module(+ve, -ve and shield).NEW• 640x480 resolution detector• LasirX sighting technology• Video out jack• High resolution visible image• Brighter flash/Torch• IR/Visible image Fusion• Routing in camera• Visual and IR image alignmentVibration l Alignment & Shims l Ultrasonics l Measure & Test l Oil Analysis l BalancingInfrared Thermography l Strobes & Tachs l Transducers l Thickness GaugesVIC OFFICEPhone: 03 9237 7577Fax: 03 9761 5090QLD OFFICEPhone: 07 3902 9900Fax: 07 3390 7212NSW OFFICEPhone: 02 4951 8455Fax: 02 4953 8266WA OFFICEPhone: 08 9318 8904Fax: 08 9318 8914SA OFFICEPhone: 0400 113 607info.msc@sigenergy.comwww.maintsys.com.au

AMMJ - Maintenance BooksAsset Management and Maintenance Journal’s 2009 Book ListPrices are valid until 30th September 2009. All prices are Australian Dollars. Prices for Australia Include Postage and GST.Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$25.1. MAINTENANCE and RELIABILITY BEST PRACTICESRamesh Gulati and Ricky Smith 2009 420pp $140 NEW LISTINGMany years experience packed into one book. Useful to both the novice and seasoned professionals. Topics include Best Practices; Cultureand Leadership; Understanding Maintenance; Work Management, Planning and Scheduling; Inventory Management; Measuring and Design forReliability and Maintainability; Role of Operations; PM Optimization; Managing Performance; Workforce Management; M & R Analysis Tools; etc.2. FAILURE MAPPINGDaniel T Daley 2009 165pp $115 NEW LISTINGA new powerful tool for improving reliability and maintenance. Failure Maps help describe past failures accurately and succinctly. Recording failurehistories in a manner that will make the records useful in the future. Using failure Maps to improve reliability by identifying failure mechanisms.Improving the effectiveness of diagnostic and troubleshooting processes. Improving the effectiveness of “triage” as part of failure response.3. THE 15 MOST COMMON OBSTACLES TO WORLD-CLASS RELIABILITYDon Nyman 2009 150pp $85 NEW LISTINGThis book is intended as a wake up call to those wishing to implement World-Class Reliability. The main obstacles that must be addressed bymiddle managers, engineers and functional specialists in the pursuit of Maintenance and Reliability excellence. It focuses on the managerialleadership, cultural change, organization-wide commitment, and perseverance required to transform from a reactive to proactive system.4. MAINTENANCE ENGINEERING HANDBOOK 7 th EditionL.R. Higgins, K. Mobley and D.J. Wikoff 2008 1200pp $290This handbook is a one stop source of answers on all maintenance engineering functions, from managing, planning, and budgeting to solvingenvironmental problems. The Seventh Edition has been thoroughly revised with eleven all new chapters along with complete updates of keysections. A valuable source of information for Maintenance Engineers, Managers, Plant Engineers, Supervisors and Maintenance technicians.5. MAINTENANCE STRATEGY SERIES (5 Volumes)Terry Wireman5.1 Preventive Maintenance (Vol 1) 2007 220pp $125Details the importance of preventive maintenance to an overall maintenance strategy. The text illustrates how the components of any maintenancestrategy are interlinked with dependencies and the performance measures necessary to properly manage the preventive maintenance program.5.2 MRO Inventory and Purchasing (Vol 2) 2007 150pp $125Shows how to develop an inventory and purchasing program for MRO spares and supplies as part of an overall strategy. Specifically, the textfocuses on the importance of a well organized storage location and part inventory numbering system detailing to the reader the most effective waysto accomplish this goal. The receiving and parts issues disciplines are discussed in detail.5.3 Maintenance Work Management Processes (Vol 3) 2007 200pp $125Focuses on developing a work management process that will support the maintenance strategy components. It outlines a financially cost effectiveprocess that collects the data to use advanced strategies such as RCM and TPM. The text extensively details the maintenance organizationaldevelopment process and then outlines nine basic work management flows. The nine flows are then discussed in detail.5.4 Successfully Utilizing CMMS/EAM Systems (Vol 4) 2008 200pp $125 NEW LISTINGShows how CMMS/EAM systems are necessary to support a maintenance and reliability organization in companies today. The propermethodologies for selecting and implementing a CMMS/EAM system. How to properly utilize the system to gain a maximum return on the systeminvestment.The organization and methodology to truly achieve Enterprise Asset Management - an elusive goal for most organizations.5.5 Training Programs for Maintenance Organizations (Vol 5) 2009 200pp $125 NEW LISTINGHighlights the need for increased skills proficiency in maintenance and reliability organizations today. Skills shortages. Developing cost-effective andefficient skills training programs. Modern tools for duty, task, and needs analysis - creating a complete skills development initiative. The reader willbe able to use information in this text to develop or enhance a skills training program in their company6. FACILITY MANAGER’S MAINTENANCE HANDBOOK 2 ND EditionB. Lewis and R Payant 2007 560pp $240This essential on-the-job resource presents step-by-step coverage of the planning, design, and execution of operations and maintenanceprocedures for structures, equipment, and systems in any type of facility. Now with 40% new information, this Second Edition includes brand-newchapters on emergency response procedures, maintenance operations benchmarking and more. This book covers both operations & maintenance.7. IMPROVING RELIABILITY & MAINTENANCE FROM WITHINStephen J. Thomas 2007 350pp $125This unique book is perfect for those who are internal consultants…and may not know it. This practical resource does more than start internalconsultants on the road to improvement, it accompanies them on the journey! Upper management looking to understand internal consulting, middletier reliability and maintenance management, and those who hold “special projects” positions will find this reference extremely useful.8. PLANT MAINTENANCE MANAGEMENT ( 3 Volumes)Anthony Kelly 2006 3 Volume Set $2958.1 Strategic Maintenance Planning Individual Book Price $140Imparts an understanding of the concepts, principles and techniques of preventive maintenance and showshow complexity can be resolved by a systematic ‘Top-Down Bottom-Up’ approach.8.2 Managing Maintenance Resources Individual Book Price $140Shows how to reduce the complexity of organizational design through a unique way of modeling themaintenance-production organization along with organizational guidelines to provide solutions to identified problems.8.3 Maintenance Systems and Documentation Individual Book Price $140Addresses the main systems necessary for the successful operation of a maintenance organization, such as performance control,work control and documentation, and shows how they can be modelled, their function and operating principles.

9. MAINTENANCE BENCHMARKING & BEST PRACTICESRalph W Peters 2006 566pp $165This guide provides benchmarking tools for the successful design and implementation of a customer-centered strategy for maintenance. Includedin this guide is the author-devised “Maintenance Operations Scoreboard”. This has been used to perform over 200 maintenance evaluations in over5,000 profit centered maintenance organizations.10. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS MADE EASYKishan Bagadia 2006 267pp $180Written by a world-renowned CMMS expert, Computerized Maintenance Management Systems Made Easy presents a clear, step-by-step approachfor evaluating a company’s maintenance, then selecting the right CMMS and implementing the system for optimal efficiency and cost-effectiveness.11. PLANT AND MACHINERY FAILURE PREVENTIONA A Hattangadi 2005 458pp $230Plant and Machinery Failure Prevention is based on the premise of “Zero-Failure Performance”. The book introduces the general features andinvestigative methods at the design phase for determining failures in mechanical components such as: Flat Belt Failures, Vee-belt Failures, PulleyFailures, Gear Failures, Steel Wire Rope Failures, Spring Failures, and Gasket Failures. Includes numerous case studies.12. MAINTENANCE PLANNING & SCHEDULING HANDBOOK 2nd editionRichard D Palmer 2005 544pp $185Written by an author with over two decades of experience, this classic handbook provides proven planning and scheduling strategies andtechniques that will take any maintenance organization to the next level of performance. This book is regarded as the chief authority for establishingeffective maintenance planning and scheduling in the real world. The second edition has important new sections.13. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly DowntimeSteven Borris 2006 448pp $180With equipment downtime costing companies thousands of dollars per hour, many turn to Total Productive Maintenance as a solution. Short ontheory and long on practice, this book provides examples and case studies, designed to provide maintenance engineers and supervisors with aframework for strategies, day-to-day management and training techniques that keep their equipment running at top efficiency.14. PRODUCTION SPARE PARTS – Optimizing the MRO Inventory AssetsEugene C Moncrief 2006 307pp $125Spare parts stocking theory and practice. Uses the Pareto Principal to achieve superior results with a minimum of investment of time. Includesthe following topics: the risks inherent in setting inventory stocking levels, setting the reorder point, setting the reorder quantity, determining excessinventory, how to avoid unnecessary purchases of spares, and how to set and monitor goals for inventory improvement.15. MANAGING FACTORY MAINTENANCE 2nd EdJoel Levitt 2005 320pp $125This second edition tells the story of maintenance management in factory settings. . World Class Maintenance Management revisited and revised,evaluating current maintenance practices, quality improvement, maintenance processes, maintenance process aids, maintenance strategies,maintenance interfaces, and personal development and personnel development.16. THE MAINTENANCE SCORECARD – Creating Strategic AdvantageDaryl Mather 2005 257pp $125Provides the RCM Scorecard, which is unique to this book and has not been done previously to this level of detail. Includes information and hintson each phase of the Maintenance Scorecard approach. Focuses at length on the creation of strategy for asset management and details thedifferences between various industry types, sectors and markets.17. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGEStephen J Thomas 2005 356pp $125This unique and innovative book explains how to improve maintenance and reliability performance at the plant level by changing the organization’sculture. This book demystifies the concept of organizational culture and links it with the eight elements of change: leadership, work process,structure, group learning, technology, communication, interrelationships, and rewards.18. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCEScheffer & Girdhar 2004 272pp $150Develop and apply a predictive maintenance regime for machinery based on the latest vibration analysis and fault rectification techniques.Build a working knowledge of the detection, location and diagnosis of faults in rotating and reciprocating machinery using vibration analysis.Gain an understanding of the latest techniques of predictive maintenance including oil and particle analysis, ultrasound & thermography.19. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market ShareR Smith & B Hawkins 2004 304pp $160This Handbook provides detailed, step-by-step, fully explained processes for each phase of Lean Maintenance implementation providing examples,checklists and methodologies of a quantity, detail and practicality that no previous publication has even approached. It is required reading, and arequired reference, for every plant and facility that is planning, or even thinking of adopting ‘Lean’ as their mode of operation.20. MANAGING MAINTENANCE SHUTDOWNS & OUTAGESJoel Levitt 2004 208pp $125Brings together the issues of maintenance planning, project management, logistics, contracting, and accounting for shutdowns. Includes hundredsof shutdown ideas gleaned from experts worldwide. Procedures and strategies that will improve your current shutdown planning and xecution.21. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies for Optimizing PerformanceV Narayan 2004 288pp $130Providing readers with a clear rationale for implementing maintenance programs. This book examines the role of maintenance in minimizing therisks relating to safety or environmental incidents, adverse publicity, and loss of profitability. Bridge the gap between designers/maintainers andreliability engineers, this guide is sure to help businesses utilize their assets effectively, safely, and profitably.22. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd EdBloch & Geitner 2004 650pp $255The names Bloch and Geitner are synonymous with machinery maintenance and reliability for process plants. They have saved companies millionsof dollars a year by extending the life of rotating machinery in their plants. Extending the life of existing machinery is the name of the game in theprocess industries, not designing new machinery. This book was the first and is still the best in its field.23. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2 nd EditionTerry Wireman 2004 288pp $120While the previous edition concentrated on the basic indicators for managing maintenance and how to link them to a company’s financials, thesecond edition addresses further advancements in the management of maintenance. One of only a few comprehensive collections of performanceindicators for managing maintenance in print today.

24. RELIABILITY DATA HANDBOOKRobert Moss 2004 320pp $315Focusing on the complete process of data collection, analysis and quality control, the subject of reliability data is covered in great depth, reflectingthe author’s considerable experience and expertise in this field. Analysis methods are not presented in a clinical way – they are put into context,considering the difficulties that can arise when performing assessments of actual systems.25. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS – Pressure Vessels & Mechanical PlantClifford Matthews 2003 690pp $495This comprehensive volume gives detailed coverage of pressure equipment and other mechanical plant such as cranes and rotating equipment.There is a good deal of emphasis on the compliance [UK standards] aspects and the duty of care requirements placed on plant owners, operators,and inspectors.26. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENTTerry Wireman 2003 228pp $130This book will provide users with all the necessary tools to be successful in benchmarking maintenance management. It presents a logical step-bystepmethodology that will enable a company to conduct a cost-effective benchmarking effort. It presents an overview of the benchmarking process,a self analysis, and a database of the results of more than 100 companies that have used the analysis.27. RCM - GATEWAY TO WORLD CLASS MAINTENANCEA Smith & G Hinchcliffe 2003 337pp $145Includes detailed instructions for implementing and sustaining an effective RCM program; Presents seven real-world successful case studies fromdifferent industries that have profited from RCM; Provides essential information on how RCM focuses your maintenance organization to become arecognized ‘center for profit’. It provides valuable insights into preventive maintenance practices and issues.28. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket GuideR Smith, R K Mobley 2003 537pp $105The new standard reference book for industrial and mechanical trades. Industrial Machinery Repair provides a practical reference for practicingplant engineers, maintenance supervisors, physical plant supervisors and mechanical maintenance technicians. It focuses on the skills needed toselect, install and maintain electro-mechanical equipment in a typical industrial plant or facility.29. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2 nd EditionKeith Mobley 2002 337pp $195This second edition of An Introduction to Predictive Maintenance helps plant, process, maintenance and reliability managers and engineers todevelop and implement a comprehensive maintenance management program, providing proven strategies for regularly monitoring critical processequipment and systems, predicting machine failures, and scheduling maintenance accordingly.30. MAINTENANCE PLANNING, SCHEDULING & COORDINATIONDan Nyman and Joel Levitt 2001 228pp $115Planning, parts acquisition, work measurement, coordination, and scheduling. It also addresses maintenance management, performance, andcontrol; and it clarifies the scope, responsibilities, and contributions of the Planner/Scheduler function and the support of other functions to JobPreparation, Execution, and Completion. This book tells the whole story of maintenance planning from beginning to end.31. RELIABILITY, MAINTAINABILITY AND RISK 7th EdDavid Smith 2005 368pp $170Reliability, Maintainability and Risk has been updated to ensure that it remains the leading reliability textbook - cementing the book’s reputation forstaying one step ahead of the competition. Includes material on the accuracy of reliability prediction and common cause failure .This book deals with all aspects of reliability, maintainability and safety-related failures in a simple and straightforward style.32. ASSET MANAGEMENT AND MAINTENANCE - THE CDNicholas A Hastings 2000 820 slides $150Asset Management and Asset Management Overview; Life Cycle Costing; Maintenance Organisation & Control; Spares & ConsumablesManagement; Failure Mode and Effects Analysis; Risk Analysis and Risk Management; Reliability Data Analysis; Age Based Replacement PolicyAnalysis; Availability and Maintainability; Measuring Maintenance Effectiveness; Reliability of Systems; etc.33. ENGINEERING MAINTAINABILITY – How To Design For Reliability & Easy MaintenanceB S Dhillon 1999 254pp $265Maintainability Management; Maintainability Measures, Functions, and Models; Maintainability Tools; Specific Maintainability Design Considerations; HumanFactors Considerations; Safety Considerations; Cost Considerations; Reliability-Centred Maintenance; Maintainability Testing, Demonstration, and Data;Maintenance Models.34. CONDITION MONITORING STANDARDS VOLUMES I, II, III and IV Torbjorn IdhammarThe CMS documents (in colour) explain the condition monitoring actions, brief inspection points, detailed instructions and suggested intervals.34.1 CONDITION MONITORING STANDARDS VOLUME 1 2001 124pp $295CMS: Motor AC; Coupling Tire; Coupling Sure flex; Coupling Grid; Coupling Thomas; Coupling Wrap flex/Atra flex; Coupling Gear; Coupling Jar;Coupling Magnetic; Coupling Torus; Pump Vacuum Nash; Pump - Vertical - Multistage; Tank ; Conveyor Screw; Valve solenoid; Air Breather - DesCase; Flinger; Gear Reducer; Conveyor Belt; Conveyor Drag; Fan Axial; Agitator/Mixer; Compressor Rotary Screw - Quincy; Dryer System - Airdesiccant; Steam Joint – Valmet34.2 CONDITION MONITORING STANDARDS VOLUME II 2001 130pp $295CMS: Motion Detector; Backstop; Pump, Centrifugal; Heat Exchanger; Bearing, Pillow Block; Chain Drive; Hydraulic Unit; Feeder; Mech. Seal;Packing; Check Valves; Screen Reciprocating; V Belt Drive; Screen – Vibrating; Screen - Disc; Screen - Centrifugal; Lubrication Reservoir; FanRadial; Pump Vane; Pump Gear; Pump Piston; Steam Trap Mechanical; Steam Trap Thermostatic; Steam Trap Thermo; Valve with Actuator.34.3 CONDITION MONITORING STANDARDS VOLUME III 2003 115pp $295CMS: Universal Joint; Rope Sheaves; Regulator - Air; Pump - Progressive Cavity; Blower - Rotary Lobe; Belt - Cog; Brake Disc; Bolts and Nuts;Cylinder - Air; Pump - Diaphragm; Motor DC; Valve; Clutch Centrifugal; Expansion Joint; Coupling - Fluid; Cylinder Hydraulic; Bearing - Oil Cooled;Hydraulic Motors; Pump - Multistage; Governor; Pneumatic Filter; Piping and Pipe Hangers; Steam Turbine [Small].34.4 CONDITION MONITORING STANDARDS VOLUME IV 2009 115pp $295NEW LISTINGCMS: – Pump, Double Suction Centrifugal – Pulp Refiner, Conical-disc – Pulp Refiner, Classic Conical – Pulp Refiner, Single Disc – Pulp Refiner,Beloit Double Disc – Debarker, Drum – Proximity Switch, Capacitive – Proximity Switch, Acoustic – Proximity Switch, Inductive – Coupling, Safeset– Coupling, ELCO – Gauge, Magnetic Flow – Pump, Peristaltic – Pump, Diaphragm Metering – Pump, Vertical Sump – Conveyor, Small Production– Index Drive, Rotary – Accumulator, Hydraulic – Accumulator, Compressed Air – Motor Starter – Limit Switch, Linear – Limit Switch, Rotary– Strander, Disc (On-the-run) – Strander, Disc (Shutdown) – Lubrication, Single Point Units

MAINTENANCE BOOKS – ORDER FORMPrices are valid until 30 September. All prices are Australian Dollars. Prices for Australia Include Postage and GST.Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$25Engineering Information Transfer P/L, 7 Drake Street, Mornington, Vic 3931 Australia Ph: 03 5975 0083 Fax: 03 5975 5735 Email: mail@maintenancejournal.comPlease indicatequantity required.1. MAINTENANCE AND RELIABILITY BEST PRACTICES $140Item Title Aus$2. FAILURE MAPPING $1153. THE 15 MOST COMMON OBSTACLES TO WORLD-CLASS RELIABILITY $854. MAINTENANCE ENGINEERING HANDBOOK 7th Edition $2905.1 PREVENTIVE MAINTENANCE - MAINTENANCE STRATEGY SERIES (Volume 1) $1255.2 MRO INVENTORY AND PURCHASING - MAINTENANCE STRATEGY SERIES (Volume 2) $1255.3 MAINTENANCE WORK MANAGEMENT PROCESSES - MAINTENANCE STRATEGY SERIES (Vol 3) $1255.4 SUCCESSFULLY UTILIZING CMMS/EAM SYSTEMS - MAINTENANCE STRATEGY SERIES (Vol 4) $1255.5 TRAINING PROGRAMS FOR MAINTENANCE ORGANIZATIONS - MAINT. STRATEGY SERIES (Vol 5) $1256. FACILITY MANAGER’S MAINTENANCE HANDBOOK 2nd Ed $2407. IMPROVING RELIABILITY AND MAINTENANCE FROM WITHIN $1258. PLANT MAINTENANCE MANAGEMENT - Kelly’s 3 Volume Set $2958.1 STRATEGIC MAINTENANCE PLANNING - Individual Book $1408.2 MANAGING MAINTENANCE RESOURCES - Individual Book $1408.3 MAINTENANCE SYSTEMS & DOCUMENTATION - Individual Book $1409. MAINTENANCE BENCHMARKING & BEST PRACTICES $16510. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS MADE EASY $18011. PLANT AND MACHINERY FAILURE PREVENTION $23012. MAINTENANCE PLANNING & SCHEDULING HANDBOOK 2ND EDITION R D Palmer $18513. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime $18014. PRODUCTION SPARE PARTS – Optimizing the MRO Inventory Assets $12515. MANAGING FACTORY MAINTENANCE 2nd Ed $12516. THE MAINTENANCE SCORECARD – Creating Strategic Advantage $12517. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE $12518. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE $15019. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share $16020. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES $12521. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies $13022. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed $25523. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd Ed $12024. RELIABILITY DATA HANDBOOK $31525. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS – Mechanical Plant $49526. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT $13027. RCM - GATEWAY TO WORLD CLASS MAINTENANCE $14528. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide $10529. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd Ed $19530. MAINTENANCE PLANNING, SCHEDULING & COORDINATION $11531. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed $17032. ASSET MANAGEMENT AND MAINTENANCE - THE CD $15033. ENGINEERING MAINTAINABILITY – How To Design For Reliability & Easy Maintenance $26534.1 CONDITION MONITORING STANDARDS VOLUME 1 $29534.2 CONDITION MONITORING STANDARDS VOLUME II $29534.3 CONDITION MONITORING STANDARDS VOLUME III $29534.4 CONDITION MONITORING STANDARDS VOLUME IV $295NAME & ADDRESS:Phone: Fax: Email:PAYMENT: TOTAL PAYABLE: AUS$ ________________1. CHEQUE ENCLOSED PAYABLE TO : ENGINEERING INFORMATION TRANSFER P/L2. CHARGE MY CREDIT CARD: MASTERCARD VISACARD NO:EXPIRY DATE:____________SIGNATURE:NAME ON CARD:

Maintenance2009 SeminarsSpecial DiscountsNow AvailableIf your organisation books for 7 or more days of training the cost is only $595per person per day for all delegates that you register on these seminarsDAY 1 - Course OnePlanned Maintenance & Maintenance PeopleThe What, When & Who of Maintenance(For Maintenance & Non Maintenance Personnel)DAY 2 - Course TwoMaintenance Planning, Control and SystemsMaintenance Planning, Work Management and Execution,Reporting and History, Asset Data Management, Stores, & CMMS/EAM’s/ERP’s(For all maintenance personnel and others associated with maintenance planning/work control/work performance/reporting etc)DAY 3 - Course ThreeMaintenance Management and Asset ManagementAn Introduction To Maintenance and AssetManagement Activities & Techniques.New Topic for 2009 of “Mean Maintenance”(For Maintenance & Non Maintenance Personnel)VenuesMelbourne18-20 May 2009Brisbane3-5 August 2009Sydney19-21 October 2009Presented ByLen BradshawOrganised ByEngineering InformationTransfer Pty Ltdand the Asset Managementand Maintenance JournalEach Delegate Receives:• Detailed Seminar Slides inHard Copy• A CD of Hundreds of mb ofMaintenance Related Facts,Techniques, Products, Systemsand Software.• Dozens of back issues ofthe Asset Management andMaintenance Journal• The CD Includes CMMS,EAM, and Reliabilityconference proceedings fromreliabilityweb.com and IMMCconferences.THE MOST SUCCESSFUL AND MOSTRECOGNISED MAINTENANCE RELATED SEMINARS* As well as Maintenance Personnel, why not also send your “Operations Personnel”

Course OnePlanned Maintenance AndMaintenance PeopleThe What, When and Who of Maintenance1 . Consequences of Good orBad Maintenance• The direct and indirect costs of Maintenance. The real cost of failures and cost of downtime.What do you cost and what are you worth.• Effect of too little or too much planned maintenance.• The need to provide and prove due care of your assets.• Do you identify/record real maintenance costs and how do you respond and control those costs.2 . Maintenance Activities• The different activities performed in maintenance - emergency, corrective, preventive,predictive, condition based,detective, proactive maintenance, and designing for maintenance.• Possible problems associated with fixed time replacement of components.• Understanding what are failures in maintenance.The different failure types and howthey affect what maintenance should be used.• What maintenance is needed. Basic rules in setting inspection and PM frequencies.• A brief introduction to maintenance planning,control and systems3 . Inspections & ConditionBased Maintenance• What inspection and preventive/predictive techniques are now available in maintenance.• A look at the wide range of inspection and condition monitoring techniques• Basic visual inspections, oil analysis, vibration monitoring, thermography, acoustic emission,boroscopes, fibre optics, alignment techniques, residual current, etc.Discussion 1:What techniques for repair, inspections & Condition Monitoring are usedin your plant. Are they successful? If not why not?4 . The People and StructuresIn Maintenance• People - The most important assets in maintenance or are they ?• The different organisational structures used for maintenance activities.• Restructured maintenance;flexibility, multiskilling and team based structures.• What motivates people to work with the company rather than against it.• Are “competent” people managing, supervising, planning and doing the maintenance work.• Are teams achievable in your organization? How far can you go.• Utilising non maintenance resources.• TPM - Total Productive Maintenance.• Administrative responsibilities for teams.• Recruitment and Reward methods.• Maintenance Outsourcing/Contracting - for and against.• Is this the time for “MEAN Maintenance”?Discussions 2:Are your organisations using the right people and structures in maintenance?People issues in 2009 and beyond.Who should attend this 1 day seminar?Planners, Team Leaders, Team Members, Supervisors,Tradesmen, Operations Personnel,Technicians, Engineers,Systems Managers, and others interested in maintenance of plant and assets.

Course TwoMaintenance Planning, Controland SystemsMaintenance Planning, Planners and ComputerisedMaintenance Management Systems/EAMs/ERP’s1 . Maintenance Planning andControl - The Overview• The different processes and techniques involved with maintenance planning,control,and use of a CMMS.• The move towards Asset Management Systems and beyond the traditional CMMS.• Links to other management systems,control systems, GIS, GPS, Internet, Intranet,• Web based systems. Asset Service Providers and Managed Service Providers.• Benefits & Problems associated with implementation and use of a CMMS/EAM/ERP’s.• Systems and Devices that improve maintenance information, control and analysis.2 . Maintenance Planning and Control - The Details• Equipment coding,inventory and asset registers.Using the asset technical database.Identifying & controlling rotables.Asset and task priority or criticallity• Introduction to maintenance plan development. PM’s and repair proceedures.• Maintenance requests. Quick work request/work order logging.• A PM becoming a Corrective task. The small job.• Backlog and frontlog files.Opportunity maintenance.• Resource justification.Backlog file management.• PM routines. Scheduling PM’s and corrective maintenance.• Determining the weekly work. How much work?• Maintenance planning coordination meeting. Who attends and what is decided.• Work order issue, work in progress. reporting back - automating this process.• Feedback and history required. Automating the reporting process.• Reports and performance measures.• Performance measures for plant,maintenance, people and planning.Discussion 1:The Planning and the CMMS/EAM/ERP in your organisation - its strengths & weaknesses.3 . Maintenance Planningand Planners• An Example of how the best plan and their Maintenance Activities.• Pro-active Maintenance Planning.• Who should be the planner. Responsibilities/duties of the planner.• Full time or part time planners. Planner to Maintenance Personnel ratio.• Planner’s interaction with Supervisors, Technicians, etc.• Value of effective planning and planners.• Planning in different environments - failure response, team structures, etc.4 . Maintenance Stores• Store objectives. Introduction to stock control methods.• Impact of maintenance type on stock requirements.• Who owns the stores? Who owns the parts? User alliances. Consignment stock.• Improving and monitoring service levels from your maintenance store.Who should attend this 1 day seminar?Planners, Team Leaders, Team Members, Supervisors, Tradesmen, Operations Personnel,Technicians, Engineers, Systems Managers, Stores Personnel and others interested in maintenance of plant and assets.

Course ThreeMaintenance Managementand Asset ManagementThis seminar introduces the wide range of Maintenance Management activities and techniquesthat may be applied within your organisation and the contribution Maintenance can make tocompany profitability and competative advantage. Even if you are not directly involved in the use ofthese techniques it is still important that you have at least an understanding of what can be done andwhat can be achieved. Entirely new topic for 2009 is “Mean Maintenance”.1 . Business & Organisational Success Via Better Maintenance• The key role that maintenance plays in achieving business success.Maintenance as a profit creator.• Maintenance in Good or Bad business times. Proving your worth. Reducing Direct or Indirect maintenance costs.• “Mean Maintenance” - beyond “Lean Maintenance” to the new topic for 2009 of Mean Maintenance.• Maintenance Impact on Safety, Insurance and Legal Costs. Risks of poor or under resoursed maintenance.• Maintenance based on corporate objectives.Discussion1:Business approach to maintenance and Management’s understanding of Maintenance.2 . Achieving Better Maintenance• Common features of the best maintenance organizations in the world. What is Maintenance Excellence.• Maintenance excellence awards in Australia and overseas2.1 The Best People:• Leadership, recruitment, training, flexibility, motivation, teams, TPM, performance,rewards, core skills and outsourcing. Matching people and structures to your organisation.2.2 The Best Parts Management:• Stores management, stores objectives, vendor and user alliances, internet spares, parts optimisation,improved parts specifications, automated stores, stores personnel..2.3 The Best Maintenance Practices:• Better Corrective, Preventive, Predictive, and Proactive maintenance.• Using downtime data to minimise the impact of downtime.• Using failure data to optimise maintenance activities using Weibull analysis.• Moving through Preventive / Predictive to Proactive Maintenance. Earning time to think and develope.Discussion 2:Discussions on Maintenance Parts, People and Practices3 . Analytical Methods In Maintenance• Maintenance Plan Development and Optimisation Software. What they do and what can be acheived.• Example of how to collect, use, and understand maintenance data.• Fine tuning PM activities. Can we use MTBF? Timelines, Histograms, Pareto Analysis, Simulation.4 . Asset Life Issues• Introduction to Plant Design considerations that improve reliability, availability and maintainability.• Introduction to life cycle costing of assets.• Plant replacement strategies; LCC strategies - software tools.• Better maintenance specifications of machines.5 . Maintenance Strategies For The Future• Setting Strategies: From Policy Statements, Audits, Benchmarking, Gap Analysis and Objectives through toMaintenance Performance Measures.• Examples of Maintenance Objectives and Performance Measures.• Sources of information on maintenance and reliability performance measures/standards.Who should attend this 1 day seminar?Maintenance Team Members,Technicians,Planners,Engineers,Supervisors and Managers;plus Production Supervisors/Managers &Accounts/Financial Managers,and others interested in maintenance of plant and assets.

The seminar is presented by Len BradshawLen Bradshaw is a specialist in maintenance management and maintenanceplanning control and an international consultant in this field. Len hasconducted over 300 courses for in excess of 9,000 maintenance personnel,both in Australia and overseas. He is managing editor of the AMMJ. He hasa Masters Degree in Terotechnology (Maintenance Management) and hasheld several positions as Maintenance Engineer in the UK and other overseasnations. Len has conducted maintenance management courses for all levelsof maintenance staff from trades personnel to executive management.Seminar FeesAUS $695 for booking one day of training.NEW SPECIAL DISCOUNT RATESAUS $660 per person per day for organisations that book for 2 to 6days of training. Example - one person attending all 3 seminars.AUS $595 per person per day for organisations that book for 7 ormore days of training. Example - three persons attending all threeseminars will be eligible for this great discount.The course fees are inclusive of GST and also include Seminar material as wellas lunch and refreshments. Course fee does not include accommodation, which ifrequired is the delegates own responsibility.Confirmation A confirmation letter will be sent to each delegate.Times The seminars start at 8:00am and end at 3:45pm, each day.Registration is from 7:45am on the first day the delegate attends the seminars.How do I Register?1 . Fax the completed registrationand provide credit card paymentdetails. Fax: 03 59 7557352009 VENUES AUSTRALIAMelbourne: 18 - 20 May 2009Rydges On Swanston Hotel701 Swanston St,Melbourne VICWeb: www.rydges.comBrisbane: 3 - 5 August 2009Royal On The Park HotelCnr Alice & Albert StreetBrisbane, QLDwww.royalonthepark.com.auSydney: 19 - 21 October 2009Swiss-Grand Resort and SpaCorner Beach Road and Campbell ParadeBondi Beach NSWwww.swissgrand.com.auFor Further InformationPhone EIT (03) 5975 0083 Fax (03) 5975 5735or email to: mail@maintenancejournal.comor visit www.maintenancejournal.comEngineering Information Transfer P/L ABN 67 330 738 613REGISTRATION FORM Course VenuePlease Tick CoursePlease Tick Venue• Course One:Planned Maintenance and Maintenance People• Course Two:Maintenance Planning Control and Systems• Course Three:Maintenance and Asset ManagementName of delegate ________________________________________ Position _________________________________Company______________________________________________________________________________________Address____________________________________________________________________________________________________________________________________________________________________________________Email _________________________________________________________________________________________Name of approving officer ____________________________________Phone _________________________________Position _________________________________________________ Fax __________________________________Method of payment2. Or mail the completed registration form togetherwith your cheque made payable to:Engineering Information Transfer Pty LtdP.O. Box 703, Mornington, VIC 3931, AustraliaeCheque - enclosed made payable to Engineering Information Transfer Pty LtdeElectronic funds transfer - Please email to obtain details from:3. Or Email and Indicate courses/ dates/venue required/ personnel to attend andprovide details of method of payment to:mail@maintenancejournal.comFee payable $_________________mail@maintenancejournal.com4. Or send a formal companyPurchase Order and we will invoiceyour organisation on that PurchaseOrder.Cancellations: Should you (after having registered) be unable to attend, a substitute delegate is always welcome. Alternatively, a full refund will be made for cancellationsreceived 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 ofseminar notes. There will be no refund for cancellations within 7 days of the seminar dates.This registration form may be photocopied.MelbourneBrisbaneSydneyeCharge to my credit card Mastercard Visa CardExpiry Date_______________Name on card___________________________________Signature ___________________________