On-line surveillance: Bridging the gap

between portable data collectors and continuous monitoring, are the Enwatch online surveillance systems, a powerful yet extremely cost effective surveillance solution. Diagnosis and analysis tools: A wide range of on- and off-line data analysis and diagnostic solutions including the Emonitor Odyssey V3.0 complete machinery information software system, and the Emonitor Enshare advanced Plant Asset Management [PAM] system Data collectors and meters: A wide selection of condition monitoring data collectors and meters, from the low-cost Vistec portable data vibration meter through to the fully featured DataPAC 1500 and Enpac portable data collectors/analysers. Industrial sensors: A complete suite of industrial sensors including accelerometers, laser tachometers, and non-contact proximity probes for a range of industries.

Condition monitoring audits and analysis services: Our experienced

technical team are avaliable to provide a complete range of on-site or remote services.

The Entek product family - complete enterprise health is now a reality!

Leading automation technology company, Rockwell Automation, has developed the Entek product family into a comprehensive suite of condition-based monitoring solutions and services offering optimal scalability and flexibility. From hand-held vibration sensors to surveillance systems and plant-wide on-line protection networks, Rockwell Automation has you covered - now and in the future!

For more information, visit us at: www.entek.com or

www.rockwellautomation.com.au
or contact us on: Tel: +61 [0]3 9896 0300 Australia Tel: +64 [0]9 276 3070 New Zealand

On-line continuous machine monitoring and protection: Solutions

ranging from the configurable, single point Sentinel vibration monitor through to the fully scalable, modular Entek XM distributed protection system

The FACILITY MAINTENANCE MANAGEMENT SYSTEM from KDR Creative Software

FMMS can lift your companys performance, on the production line and the bottom line

O ONE would dispute that operating a regime of planned maintenance for your plant, equipment and assets is fundamental to profitable and efficient operation. Reactive or fire-fighting maintenance procedures are costly in terms of money and freight time as well as disruptive to a workforces morale.

The Facility Maintenance Management System is a software application that brings together a high level of functional sophistication Equipment Asset Register Condition Assessment & Monitoring Preventative Maintenance Libraries Work Order (Planning & Control) Performance & Maintenance History Maintenance Planning & Scheduling Resource Management (Materials, Resources, Facilities) Essential Component Tracking Maintenance Task Budgeting Statistical Analysis Performance Work flow Management

Now, a simple-to-use software system to efficiently manage it is within your reach.

Above: Railway maintenance team in action and screen dumps from KDRs FMMS software

FMMS is a powerful asset maintenance management tool that your personnel will want to use. FMMS is an application that brings together a high level of functional sophistication yet maintains a simplicity of operation that belies its far-reaching capabilities. To find out more about how FMMS can lift your companys performance, on the production line and the bottom line, call, or visit our web site: KDR Creative Software Suite 15, 85 Turner Street Port Melbourne Victoria 3207 Australia kdr@kdr.com.au www.kdr.com.au Telephone: +61 3 9646 1788 Fax: +61 3 9646 9680

Winner of Excellence in Rail Export 2004

Purchasing & Inventory management Contracts Management KPIs On-Line Reporting Multi-Lingual And More
GBDFMMS 2, 2005

Contents
A journal for all those interested in the maintenance, monitoring, servicing and management of plant, equipment, buildings and facilities.

October 2005

8 Maintenance In Iraq
Ricky Smith

Volume 18, No 4. October 2005

Published by: Engineering Information Transfer Pty Ltd Publisher and Managing Editor: Len Bradshaw Publishing Dates: Published in February, May, August and October. Material Submitted: Engineering Information Transfer Pty Ltd accept no responsibility for statements made or opinions expressed in articles, features, submitted advertising, advertising inserts and any other editorial contributions. Copyright: This publication is copyright. No part of it may be reproduced, stored in a retrieval system or transmitted in any form by any means, including electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher. For all Enquiries Contact: Engineering Information Transfer Pty Ltd PO Box 703, Mornington, Victoria 3931, Australia Phone: (03) 5975 0083, Fax: (03) 5975 5735, E-mail: mail@maintenancejournal.com Web Site: www.maintenancejournal.com

10 Asset Management
John Wilson

12 Maintenance Of PLCs
Don Fitchett

16 Metrics For Managing Maintenance

Raymond P. McFarland

28 Scheduling More Profit

Reliability Solutions, Inc.,

32 Survey 2005
Special Maintenance Applications Software Survey

48 Generating Failure Codes

Bill Keeter

54 Business End Of Maintenance

Deryk Anderson

60 Moving From Reactive To Proactive

Rod OConner Cover Shot: Helicopter Engine Replacement In Iraq This month s cover shot has been supplied by Ricky Smith who until recently was a company commander supporting maintenance operations in Iraq. See his article in this issue titled Maintenance in Iraq

Regular Features
70
Maintenance News
Current Maintenance and Product News

75

Subscription
Subscribe To Either The Print Or eMJ Versions of The Maintenance Journal

October

Editorial

Welcome to the October 2005 issue of the Maintenance Journal. We again have a wide variety of articles from around the World. The first article in this issue takes us to Iraq. Ricky Smiths article Maintenance In Iraq has perhap the unexpected viewpoint that maintenance in a war zone has much in common with maintenance of an industrial plant. The basic rules still apply - Military units that perform maintenance properly and on schedule didnt have untimely breakdowns. Without appropriate and timely maintenance those untimely breakdowns of a vehicle or helicopter in a war zone could have dire consequences. The October 05 issue includes the annual survey of Special Maintenance Applications Software. The survey report ,of over 10,000 words, has listed dozens of special maintenance software for such applications as Reliability Centred Maintenance, Failure Analysis, Parts Optimisation, Life Cycle Analysis and Costing, Maintenance Frequency Optimisation, Maintenance Modelling and Simulation, Reliability and Availability Analysis, and other applications. Also in this issue there are a number of articles orientated to the Business issues in Maintenance and these include articles on Asset Management, Metrics For Maintenance Management and The Business End Of Maintenance. Essential reading for all involved in maintenance. Wanted, your articles / case studies: The Maintenance Journal welcomes the submission of your maintenance related articles, papers and case studies. Contact Len Bradshaw, editor, at mail@maintenancejournal.com

Maintenance Web Links

In the February 2006 issue of the Maintenance Journal will be published a listing of Web Links to important Web Sites around the world that provide information or services on Maintenance, Reliability, Asset Management, Condition Monitoring,. We are also clearing out all current links at our web site www.maintenancejournal.com Should your organisation wish to have your web site listed in the Feb 06 issue of the Maintenance Journal and added to our web site links please contact Len Bradshaw at: mail@maintenancejournal.com Entries for the new Web Links listing close on 14 November 2005.

Maintenance In Iraq
When it comes to asset care, a war zone and an industrial plant have much in common
Ricky Smith (USA)
This article first appeared in Plant Services Magazine www.plantservices.com

ntil recently, I was a company commander of a maintenance company stationed in Kuwait in support of Operation Iraqi Freedom. My specialty in civilian life is industrial and facility maintenance. My unit supports all U.S. military units (Army, Marine, Navy and Air Force) stationed in Kuwait, passing through to Iraq, and returning home. We supplied them with all types of maintenance, including vehicle recovery, vehicle repair, generator repair (to 1,000 kW), A/C repair (on vehicles and facilities), weapons repair, and fabrication and installation of armor plates on all types of U.S. Army vehicles. We provide support in Iraq to coalition forces (Polish, Czech, Mongolian and Bulgarian, among others). My soldiers entered Najaf by convoy when the big fight was going on there. In fact, the convoy in front of ours was attacked and the convoy behind was attacked. Ours wasnt hit. My unit operated under what we call guns up. That means we were ready to fight at all times. Most insurgents are looking for easy prey, not risky targets that may get them killed. Of course, flying our Jolly Roger flag didnt hurt our image. My unit hit the ground running. In April 2005, when all supply convoys in Iraq were being destroyed, we were ordered to repair more than 135 broken Military Police Humvees and to armor them for convoy security. During this time, my soldiers worked more than 35,000 labor-hours to accomplish this task in less than three weeks. We changed more than 3,000 parts, including engines, transmissions, brake systems and the like during the mission. Once these vehicles were sent back north, convoys could begin to roll again. During the year, my soldiers responded in one way or another to everything you saw on the news. We are one of two units involved with adding armor to vehicles going to Iraq. A few months ago, a soldier asked Secretary of Defense Rumsfeld about the vehicle armoring program in Iraq. The soldier, who was complaining about not having armor on military vehicles, didnt tell the whole story. What angered his unit was that they wanted more armor than what was being given to them. The problem is that the world doesnt have enough armor plate to provide every unit with all the armor they feel is needed.

Apache Helicopter Maintenance In Iraq

Major Smith with Musket!

9 The quantity of armor and where it goes has been based on reports from drivers whose vehicles were hit with small arms fire, RPGs and IEDs. If we gave this soldiers unit all the armor it wanted, other units might not get any armor at all. Also, the vehicles we armor have a maximum load limit. If we overload a vehicle with too much armor plating, it will suffer premature failure. I know, because we see it all the time. So, dont believe everything you hear. Something I have found to be true about working in a war zone with a focus mainly on vehicle maintenance is that maintenance is maintenance, no matter what maintenance field youre in. Typically, equipment isnt maintained very well in the absence of a strong management commitment to maintenance. More than 90% of the equipment we repaired had unnecessary failures that probably wouldnt have occurred if proper operation and maintenance procedures were followed (even in a war zone).

Completing Engine Changeout HMMWV

I know all of you have heard things like We dont have time to do all of this maintenance or Well get to maintenance after we complete all of the problems we have. If you hear those statements, youre not alone, but maybe you need to reexamine your maintenance process. Military units that performed maintenance properly and on schedule didnt have untimely breakdowns, such as during an ambush or firefight. Yes, I know your situation is different, but believe me maintenance is maintenance. If you learn one thing today, I hope its that in maintenance you arent alone, and many of us face the same issues you face on a daily basis. On my best day, I only had 40% of my mechanics available to work on equipment. The rest of them were on force protection or other additional duties. With a background in maintenance management, I understand the problem. My U.S. Army Reserve unit returned home recently, and Im looking forward to getting back to the technical training company I own. My unit appreciated support from all over the world during the past years deployment. I met many of my maintenance buddies in Iraq and Kuwait and, yes, maintenance is a small world. Ricky Smith, CMRP, is president of Maxzor in Charleston, S.C. You can contact him at ricky.smith@success-in-training.com. Military units that performed maintenance properly and on schedule didnt have untimely breakdowns.

Escort Security in Iraq

10

Asset Management
John Wilson (Malaysia)
Vice President, Kejuruteraan Bintai Kindenko Sdn. Bhd. www.bintai.com.my
sset Management is a process of guiding the acquisition, use and disposal of assets, to make the most of their service delivery potential and manage the related risks, and costs over the full life of the asset. In 2001 the management of the world famous Smithsonian Museums asked the US Congress for a staggering $1.5 billion to repair the buildings. The submission noted that the management had neglected and under-spent on repairs and maintenance for decades. In my own estimation I figured that had the properties been routinely maintained then the cost may have been $900m - a saving of $600m. The loss or waste of such a large sum, which could have been used for other public projects, is not just bad luck, its bad management - and the US Congress made that known and publicly admonished the Smithsonian Administration for its poor maintenance management. Similarly, the UK rail system is undergoing 30 billion repairs and modernisation. The assets have deteriorated to such an extent that major accidents and near misses are regular occurrences and the risks are increasing. Again, had the system been maintained effectively, particularly after privatisation, this massive injection of capital would have been much reduced. Recent scorecards by the Institution of Engineers, Australia showed that major infrastructure such as roads, rail, water systems, gas and ports are falling below acceptable stakeholders standards and the Government is facing huge expenditures for repairs and replacements in coming years. Much of the situation stems from under-funding routine refurbishment, maintenance and repairs. The Government is hoping that privatisation may help solve the problems but it rarely does. These are not new problems. They have been accumulating all over the world in almost every government and private sector for decades. The common factor is maintenance. Its a truism that maintenance can be deferred for many years. The managers of infrastructure have made the most of the savings resulting from deferring maintenance. In general, cuts to the maintenance budget have little or no obvious immediate effect. In some cases it can take 7-10 years before the impact is realised and by then the management can attribute the breakdowns and failures, and in some cases disasters, to simply bad luck. This situation is made worse by the current business practices of evaluating results on a quarterly basis. Of course, managers want to maximise profits and report positive quarterly results. Attempting to show growth each quarter leads to short-term management actions, not long-term strategies. The maintenance budget is an easy target and is one of the first attacked in any cost-cutting/profitmaximisation initiative. When mishap or disaster strikes, the CEO or CFO announces that some bad luck struck and effected profits. However, this mismanagement of asset maintenance is insidious and eventually affects the products and services delivery. Under these scenarios there is a dawning of a new business awareness called Asset Management or Sustainment Modeling. Many Governments, plus bodies such as the UN, now insist that before agencies are funded they must submit yearly Asset Management Plans. Asset Management policies force the agencies to detail and prioritise the services they are responsible for (usually the public expectations are considered in the process). The submissions must include a listing of the physical assets needed to deliver those services. The assets may be buildings, vehicles, office systems, parks and gardens, refuse dumps, etc. The service delivery criteria then becomes a function of the status or condition of the assets. If the assets are neglected then the level of service will decline. Each year the condition of the assets is inspected and appropriate replacement, repairs and maintenance strategies are implemented using the quality of service delivery as the benchmark. A high level of service requires assets that are reliable, effective and efficient. Under Asset Management rules any deferral of maintenance must have documented engineering and economic justifications that are transparent to all; acknowledging that any change to the quality of service delivery has social and political ramifications. People dont like paying for poor service and tend to get annoyed and complain right up to the ballot box. The Asset Management models have broader implications as they must also consider the skills available to properly care for the assets. This information leads to the analyses of the vocational training requirements that are needed in future. The holistic approach involved in the Asset Management model for service provision, asset care, stakeholders expectations and support services is far more rigid and more logical than arbitrary cuts to the maintenance budget. The US Government has adopted Asset Management or Sustainment Modeling out of need - it can no longer fund replacement of infrastructure on the scales that were looming plus maintain let alone improve service delivery. The Department of Defense alone has 517,000 buildings and structures with a replacement value of $650 billion; much of which is nearing the end of its economic life. Asset Management offers a systematic approach to realising the extent of the problem and providing a mechanism for improvement. Asset Management is the philosophy that guides facilities management and maintenance management because it addresses the front end of the issue that concerns everybody - what level of service is required?

12

Maintenance Management Of Your Companys PLC

(Programmable Logic Controller).
Don Fitchett
Business Industrial Network, USA bin95@bin95.com

Topics Covered In This Article:

What is a PLC? How many PLCs is your bottom line depending on? Do you have an up to date list of all PLC model types, part availability, program copies, and details for your company? Do you have at least one trained person per shift, to maintain and troubleshoot your plant PLCs? Does your maintenance personnel work with PLCs following written company or corporate policy, and procedures?

If you could not answer with confidence or you answered No to any of the above questions, you need to read this article on maintenance management of PLCs. Why? Because the PLCs (Programmable Logic Controllers) are the brains of your operation. When the PLC is not functioning properly, lines shut down, plants shutdown, even city bridges and water stations could cease to operate. Thousands to millions could be lost by one little PLC in an electrical panel that you never even knew existed. But most importantly, damage to machine and personnel could result from improper maintenance management of your companys PLCs.

What is a PLC?
First Id like to explain in the most non-technical terms possible, what a PLC is. As this article is not just for the maintenance technician, but for maintenance managers, plant managers and corporate managers. A PLC (Programmable Logic Controller) is the type of computer that controls most machines today. The PLC is used to control AND to troubleshoot the machine. The PLC is the brain of the machine. Without it, the machine is dead. The maintenance technicians we train, are the brain surgeons. That is how I explain it to my doctor any way. (His mouth drops open, ... you train brain surgeons?) Important Note: Just as a doctor asks the patient questions to figure out what is wrong, a maintenance technician asks the PLC questions to troubleshoot the machine. The maintenance technician uses a laptop computer to see what conditions have to be met in order for the PLC to cause an action to occur (like turn a motor on). In a reliable maintenance management environment, the maintenance technician will be using the PLC as a troubleshooting tool to reduce downtime. A little more detailed definition of a PLC: A programmable controller is a small industrial strength computer used to control real world actions, based on its program and real world sensors. The PLC replaces thousands of relays that were in older electrical panels, and allows the maintenance technician to change the way a machine works without having to do any wiring. The program is typically in ladder logic, which is similar to the wiring schematics maintenance electricians are already accustomed to working with. Inputs to a PLC can be switches, sensors, bar codes, machine operator data, etc. Outputs from the PLC can be motors, air solenoids, indicator lights, etc.

13

How many PLCs is your bottom line depending on?

My company has had an ongoing PLC related global maintenance survey ( www.bin95.com/survey/survey ) since the year 2000. The majority of the participants back in 2001, reported 3-6 PLCs in their facility, that they know of. Granted most participants are managers and don't open electrical panels much, but many of the participants are from fortune 500 companies having hundreds of employees. The odds are most of them have 12-30 PLCs in their facilities. Currently the average is 6-9 reported, so the good news is that industry as a whole is becoming more PLC aware. It is common to only learn about a PLC once the machine is down and the clock is ticking at a thousand dollars an hour, or more. Unfortunately, it is also common that after the fire is out, it's on to the next fire, without fully learning what can be done to avoid these costly downtimes in the future, and in other similar machines in a company or corporation. Some older electrical panels may only have relays in them, but most machines are controlled by a PLC. A bottleneck machine in your facility may have a PLC. Most plant air compressors have a PLC. How much would it cost if the bottleneck or plant air shut down a line, a section of your facility, or even the entire plant?

Do you have an up to date list of all PLC model types, part availability, program copies and details for your company?
The first step to take is to perform a PLC audit. Open every electrical panel, and write down the PLC brand, model, and other pertinent information. Then go the next two steps. Analyze the audit information and risk, then act on that analysis. To help you out, I want to share with you our company PLC audit form:(Ex = Example) Collected Information Machine or Area Name PLC Program Name Network Node Address Network Name PLC Brand PLC Model Number Is Spare Available Date Program Last Backed Up Discriptored Copy of program avail. Does PLC have EEPROM Last date Program Changed Last date EEPROM Burned Date battery last changed Other information you may need Recommended Action Ex: warehouse conveyor, pump station 3, Strapper 2, Line 7, Traffic signal west main, etc. Ex: 1789GAA1, P3, Strap2, 5872443, WestMainTL, etc. No two addresses will be the same. Ex: 2, 3, 17, 21 Common to be same as Program name, but not mandatory. Ex: Allen Bradley, Siemens, Schneider, Mitsubishi, DirectSoft, Omron Ex: PLC-5/25, SLC-504, SIMATIC S5, MELSEC FX1N, DL 405 Yes on shelf, or only in less critical machines or no Make program backups part of your semiannual PM program Without discriptored copy of program, troubleshooting and downtime are greatly increased. Or other method of storing backup program in a chip on PLC Remember to log when outside consultants or OEM make program changes too. Should be saved to EEPROM (Burned) after every successful program change. See manufacturers data for recommended change frequency. Might be facility location when corporate HQ is using this form.

Once you have collected the basic information in your Plant wide and/or corporate audit, you need to analyze the information to develop an action plan based on risk analysis. In the risk analysis, bottlenecks and other factors will help you assess priorities. Starting with the highest priority PLC, you will need to ask more important questions. Do we have the most common spares for the PLC? Is the OEM (Original Equipment Manufacturer) available 24/7? Or even in business any more? Do we have a back up copy of the PLC program? Does our program copy have descriptions so we can work with it reliably and efficiently? Do we have the software needed to view the PLC program? Are our maintenance personnel trained on that PLC brand? These are some of the questions our managers must ask, to avoid unnecessary risk and to insure reliability.

14

Do you have at least one trained person per shift to maintain & troubleshoot your plant PLCs?
Is your maintenance staff trained on the PLC? Silly to squander over a couple of thousand in maintenance training when the lack of PLC knowledge could cost you 10 thousand an hour. I can give you a couple of good reasons why you should have at least one trained person per shift, to work reliably with PLCs. You do not want to see greater downtime on off shifts because the knowledge base is on day shift only. Also with all the baby boomers (our core knowledge base in the industry) about to retire, it is not smart management to place all your eggs in one basket. Then the question should be asked, what should we look for in training? Well I have been training individuals for over a decade and could easily write another article on just PLC training alone. I can tell you here, that you should seek training with two primary objectives:1. The training you decide on, should stress working with PLCs in a Safe and Reliable way. (not just textbook knowledge or self learned knowledge) 2. Secondly, the training should be actually centered around the PLC products you are using or plan to use in your facility. I feel the two criteria above are the most important. Some other good ideas to get more out of your PLC training investment would be to get hands on training using the actual PLC programs and software the maintenance technician will be working with in the facility. Ensure your personnel have the software, equipment and encouragement to continue with self education. PLC Training CBT (Computer Based Training) CDs are a great way for employees to follow up 6 months after the initial training. Some other ideas you could do is to provide them with simulation software and/or a spare PLC off the shelf to practice with.

Do your maintenance personnel work with PLCs following written company or corporate policy and procedures?
It seems that in our industrial culture, if policy and procedures are not written and enforced, we eventually stray back to the old unreliable ways. I have reviewed many policy and procedures as well as books on the topic matter and hardly ever see maintenance management of the PLCs included. It amazes me how an organization can write guidelines for what they believe is the health of the entire organizations body, and leave out the brain (the PLC ). Once again, a complete PLC policy and procedure manual is out of the scope of this article. However, I will donate a few random items below to get you started:1. Write PLC policies and procedures into your existing maintenance policy and procedures. (SOP) 2. All personnel working with PLCs will be trained on that PLC equipment. 3. Backup copies of the PLC programs will be made every 6 months regardless of change status. 4. If a PLC program has been changed ... It will be documented in the software copy, in the printed copy and in the CMMS program. Copies of the PLC program will be stored on a media more reliable than floppy disk (CD, USB, etc.). Multiple copies will be stored on laptop, maintenance managers office and off site (corporate). If available, EEPROM will be updated with new changed program. - If outside vendor changes, a-d will be performed by maintenance personnel 5. Future equipment purchases ... A common PLC brand in all equipment will be sought out (Standardization of PLC types) OEM will be required to provide a descriptor copy of PLC programs in the customers native language. All PLC 110v control voltage will have a line filter on it. All PLCs will have the backup EEPROM option for zero downtime in some failure modes. 6. Forcing inputs and outputs on or off shall be treated as a Safety issue. (See safety SOP) 7. Inputs and outputs shall not be forced on or off with out a clear understanding of complete effect on PLC program and a second opinion. If forces are installed, they shall be removed within 24 hours and a more permanent solution found. All forces should be documented in software and a written log before being enabled. 8. Online programming is somewhat of a safety risk, normal procedure is to change offline and download to the PLC.

Hope this helps, if you have a specific question you can find me in our PLC discussion area at the www.idcon.com/toastforum6503/toast/toast.asp?sub=show&action=topics&fid=10 Business Industrial Network www.bin95.com

THE LATEST INFRARED CM/PM PACKAGE FROM NEC

FULL 320 X 240 UNCOOLED FPA DETECTOR IN-BUILT VISIBLE CAMERA & LASER POINTER STORES OVER 1000 IMAGES INTERNALLY LIGHT-WEIGHT AND SMALL PACKAGE STRONG & ROBUST TO IP54 FLIP-UP 3.5 INCH LCD SCREEN NEC QUALITY AND RELIABILITY ALL FOR UNDER AU$ 25,000

Infratherm Pty. Limited

Infratherm Pty Ltd PO Box 117, NORTH RICHMOND, NSW 2756 AUSTRALIA
Tel:+ 61 2 4579 7334 or +61 2 4322 2100 Fax: +61 2 4579 6333 or +61 2 4323 7439

E-mail: jrobinson@infratherm.com.au - mratne@infratherm.com.au

web: www.infratherm.com.au

16

Metrics For Managing Maintenance

Raymond P. McFarland (USA)
Recently published in the Reliability Magazine, Vol 10 Issue 3. This paper was originally presented at the 2003 SMRP conference. he Maintenance Manager is faced with the challenge of offsetting or moderating increased cost through better use of cost control techniques. The principal shortcoming in cost control methodologies is the absence of measurements that relate value received to maintenance dollars spent. There are two primary metric types, lead metrics and lag metrics. The lag metric the Maintenance Manager is most familiar with; performance to budget. But if the emphasis is placed on the lead metrics the lag metric will generally turn out as desired. The emphasis should be to improve the Maintenance Managers ability to measure value received, and this paper provides some criteria that can be used to measure value received in maintenance activities. The maintenance metrics not only serve as the basis for evaluating benefits received, but they also serve as the measure of achievement towards goals. Each metric should have a target goal the Maintenance Manager is striving to achieve. The goals acts like the par rating for each hole on the golf course. They are goals that can be achieved with very good performance, but must be combined together to measure the total effectiveness of the maintenance operation. One metric by itself is not enough; they must be brought together to give the complete picture of the maintenance operation. At the end of this paper is a table of representative values for each of the 30 metrics presented. The following paragraphs provide the metrics that allow the Maintenance Manger to assess the effectiveness of the maintenance operation. The paragraphs describe the periodic charts and metrics prepared for the Maintenance Manager to allow a quick overview of the health of the Maintenance organization.

Planning & Scheduling Metrics

Unreported Man-hours
The Maintenance Supervisor records on the daily work schedule the actual hours expended by the maintenance crew each day. The first metric is therefore, the relationship between the actual hours reported by the Maintenance Supervisor and the direct worked hours paid to the craftspeople. This is critical information because all other reports and metrics are based on the hours and information reported by the Maintenance Supervisor. The metrics that follow in this paper depend upon the values derived from the work order system data, and it is important for all maintenance work to flow through the work order system. A wide variance between paid hours and reported hours on the daily work schedule will discount the reliability of all other reports. The Maintenance Supervisor must account for every hour worked by the crew, including all overtime. Unreported man-hours represent the difference between hours reported on the daily work schedule and the man-hours-paid. The control metric is unreported hours as a percent of total hours paid, and the target figure is zero percent (See Figure 1).

Figure 1

The metric is calculated as follows: Total Craft Hours Posted to Work Orders ------------------------------------------------------ X 100% Total Craft Hours Paid

17

Unreported Time % =

Unscheduled Man-hours
In the Planning and Scheduling arena, the second most important metric is the percentage of available man-hours scheduled each week. The maintenance workforce is normally available to work for a known number of hours per week. There should be a full day of planned work that is scheduled for every maintenance person expected to be at work each workday. This metric tries to determine if this goal is being meet within reasonable limits. The difference between regular hours available and man-hours scheduled is reported as a percent of regular hours available (See Figure 2). The target is zero plus or minus 5 percent. Figure 2

The metric is calculated as follows: Total Hours Available - Total Hours Scheduled ----------------------------------------------------------------- X 100% Total Hours Available

Unscheduled Man-hours% =

A zero percentage cannot be consistently achieved, because the difference between available man-hours and scheduled manhours is affected by unexpected absences or workers returning from absences. The Planner/Scheduler anticipates the return of workers from planned absences, such as vacations, and schedules them on the day they are expected to return to work. Any reading that exceeds the control limits of 3% must be investigated by the Maintenance Manger. The benefits of the planning and scheduling program can only be realized when each maintenance craftsperson is scheduled for a full day of planned work every workday. This must be fully planned work to be effective.

Schedule Compliance
In addition to scheduling a full day for each maintenance craftsperson, the Maintenance Manager must make sure that jobs are being worked and completed as they have been planned and scheduled. This is illustrated in the chart shown in Figure 3. The chart shows the percent of man-hours worked as scheduled and the percentage or jobs completed as scheduled. The target is 90% or better for world-class maintenance organizations.

Figure 3

18 The metric is calculated as follows: Total Hours Worked as Scheduled ---------------------------------------------- X 100% Total Hours Scheduled

Man-hours Schedule Compliance %

Jobs Schedule Compliance % =

Total Jobs Worked as Scheduled ---------------------------------------------- X 100% Total Jobs Scheduled

When jobs are not worked or completed as scheduled, the maintenance work force is not being utilized to its most effective level. The Maintenance Manager has delegated the responsibility for weekly work scheduling to the Maintenance Planner/Scheduler. The Planner/Scheduler prepares a recommended plan of action for the following week in the form of a weekly work schedule for each Maintenance Supervisor. The weekly work schedule is reviewed and modified if necessary, and once the Operations and Maintenance Managers approve the schedule it becomes the plan of action for the following workweek. Therefore, the Maintenance Manager is expecting the work execution forces to complete the weekly work schedule as it was approved except for true emergency interruptions. The Maintenance Manager monitors the compliance to the weekly schedule by reviewing the percentage of manhours and jobs completed within the target range.

Performance on Completed Jobs

The next important planning and scheduling metric is the performance of the maintenance workforce against the job estimates on jobs that were completed during the week. Estimates serve three prime functions. First, they help the equipment owner decide if the job is worth the cost of doing it. Second, and more importantly, they help the Planner/Scheduler in scheduling jobs to properly align jobs with available manpower. Finally, estimates are used to measure performance. This last part can be like a two edged sword that cuts both ways, because there are many variables that adversely affect the ultimate outcome of the job. Failure to meet estimates by the maintenance workforce is just an indication that further analysis is required to uncover the cause of the problem. Extenuating circumstances can greatly affect maintenance jobs because the extent of repairs cannot be determined until the workforce is well into the job. Internal wear and damage is a prime example of this particular case, but the recent use of Predictive Maintenance techniques helps control this problem. Other reasons for not meeting estimates include the inability of the Planner/Scheduler to anticipate the job requirements. The scope of the job can change as the job progresses. The workforce may not work effectively, and the job takes longer to complete than originally estimated. Small jobs of 4 man-hours or less can play havoc with performance against estimates, because small time differences make large percentage changes on the performance chart. This is particularly true if the predominance of work falls in the small-job category. The trend pattern of the indicators is what the Maintenance Manager monitors on all metric charts, and this is particularly true for performance against estimate. Figure 4 illustrates the type of chart useful for reporting performance on completed jobs. Initially the Maintenance Manager should seek a percentage level where all jobs are completed at 100% plus or minus 20 percent. The range should be reduced to 15% and then 10% as the Maintenance organization and planning/scheduling operations mature. Performance is judged on a total jobs basis and not on just one or two keys jobs that have management attention.

Figure 4

The metric is calculated as follows: Total Hours charged to Completed Jobs ----------------------------------------------------------- X 100% Total Hours Estimated for Completed Jobs

Estimate Performance % =

Backlog
Backlog is one of the key metrics that indicates how well the maintenance organization stays on top of its workload level. A backlog of demand driven jobs gives the Planner/Scheduler the opportunity to properly balance and distribute the workforce to meet all operational requirements. A backlog that is too high means that the workforce cannot do the work within a reasonable period and that some important jobs, such as preventive maintenance, are not done. On the other hand, a backlog that is too low means that the workforce cannot be effectively utilized and the probability of excessive manpower is fairly high. A backlog of 2 to 4 week of ready to work jobs is a reasonable level to keep the workforce occupied and still meet the equipment demands. Backlog is derived by dividing the total estimated man-hours on all ready to work jobs by the available man-hours for the week. The backlog trend is the key factor, and a chart such as shown in Figure 5 will help the Maintenance Manager make personnel adjustments as necessary. If the backlog has a tendency to peak during short intervals, outside contracting is the best way to stabilize the backlog trend. The backlog trend also indicates where to schedule preventive maintenance jobs to best take advantage of dips in the workload level. While Figure 5 only shows total backlog, the Maintenance Manager would find it advantageous to show backlog by individual crafts or areas of the plant.

Figure 5 The metric is calculated as follows: Total Estimated Hours Ready to Work -----------------------------------------------------Total Hours Available for Week

Backlog in Crew Weeks =

A long-term rise in the backlog indicates the need for additional craftspeople; conversely, a long-term drop in the backlog indicates the possible need to reduce staff. Decisions of this magnitude must take into consideration future expansion or alterations plans of the facility or production operations. A second helpful backlog figure is the total crew weeks of work waiting to be executed, including those jobs for which all the resources are not yet available. This backlog should average between 5 to 6 crew weeks of work.

Emergencies and Overtime

The percent of emergencies and the percent of overtime are key factors in judging the performance of the maintenance organization. The chart shown in Figure 6 shows these metrics. Overtime should be kept within 5% of all regular hours worked. Emergencies represent an interruption to the weekly work schedule and work efficiency is decreased. Therefore, jobs classified as emergencies should be kept to less than 10% of all work executed by the maintenance organization. Otherwise, the benefits of the planning and scheduling process cannot be achieved. (It is decidedly unlikely that true emergencies will routinely amount to more than 10% of all work, otherwise there are reliability issues that need to be addressed).

Figure 6

20

21

The metric is calculated as follows: Total Overtime Hours for Week ----------------------------------------------------- X 100% Total Regular Hours Worked for Week

Overtime %

Emergency %

Total Hours Worked on Emergencies ----------------------------------------------------- X 100% Total Hours Worked for the Week

Every effort possible is required by each company employee to anticipate maintenance work requirements as far in advance as possible if the Maintenance Department is to be efficient and effective. Fewer emergencies means the Maintenance Department can do more jobs with the same workforce, and everybody reaps the benefits.

Unplanned Work Orders

For the maintenance organization to be effective in the planning and scheduling of work, the work orders need to be planned in a timely manner. One way to measure this is to determine how many unplanned work orders are greater than one week old. This metrics gauges how well the Planner/Scheduler is staying on top of the planning workload. The metric is calculated as follows: Unplanned Work Orders = Number of Unplanned Work Orders Greater than Seven Days Old

Craft Time Posted to Blanket Work Orders

Many organizations find it convenient, particularly in the early stages of the work order system implementation, to create administrative devices to absorb craft time. These devises, collectively referred to here as blanket orders, reduce the administrative labor required to assign and account for maintenance labor. However, they also proportionally reduce the resolution and thereby the value of the equipment history data collected by the work order system. Because Metric Calculations, Failure Analysis, and Engineered Maintenance activities all depend on the equipment history stored in the work order system, it is important that the use of blanket orders be limited initially and reduced to a minimum over time. The metric is calculated as follows: Total Craft Hours Posted to Blanket Orders ----------------------------------------------------------- X 100% Total Craft Hours Posed to W/O System

Blanket W/O % =

PdM Work Order Execution

The greatest benefit of the various predictive maintenance programs is their ability to indicate impending failures far enough in advance that the work can be properly planned and scheduled. A key indicator in this regard is the turnover rate of work orders generated as the result of predictive maintenance finds. This metric looks at several things; the number of PdM generated work orders per week, the number of PdM generated work orders completed per week, and the total number of PdM work orders still open for the week. The number of PdM work orders open should trend down or be steady at a fairly low level.

Figure 7

22

Proactive Maintenance Metrics

PM and PdM Schedule Compliance
The goal is to determine the portion of PM and PdM work orders that were completed on or before the due date and had labor charges posted to them. First determine the number of PM and PdM work orders that were completed by the due date. Also a reasonable amount of labor has to be charged to the completed PM and PdM work order. Reduce the number of PMs completed on time by the number completed on time without labor charges. The PM Compliance percentage should be 95% or more, and the PdM Compliance percentage should be 100%. The metric are calculated as follows: # of PMs completed on time with a reasonable amount of time charged PM Schedule Compliance = --------------------------------------------------------------------------------------- X 100% Total number of PMs due during the period

PdM Schedule Compliance =

# of PdMs completed on time -------------------------------------------------------- X 100% Total number of PdMs due during the period

Proactive to Reactive Ratio

This metric denotes the portion of maintenance work dedicated to preventing or mitigating equipment failures as opposed to work dedicated to restoring failed equipment to operation. The numerator is the sum of the craft hours consumed by PM and PdM work plus the craft hours consumed for planned corrective work that originates as a direct result of the PM and PdM activities. The denominator is craft hours consumed by all other unplanned maintenance work (i.e. breakdowns, emergencies, and call-ins for maintenance). The world-class maintenance organizations have a ratio of 7:1. The metric is calculated as follows: PM & PdM Craft Hours + Planned Corrective Work Hours -------------------------------------------------------------------------------------------Craft Hours spent on Breakdown, Emergencies, Call-ins, and Other Unplanned Work

Proactive to Reactive Ratio =

Overall Vibration Level

A key indicator of the health of rotating equipment is the overall vibration level of the equipment in the vibration analysis program. This metric needs to be reported on a monthly basis by the Vibration Analyst in chart form. It should be reported for all the equipment in the vibration analysis program plant wide, and by individual production units if the plant is broken up into such units. The vibration analysis software should allow this metric to be easily generated. For world-class organizations the overall vibration level across the plant is less than 0.09 inch per second in velocity.

Percent of Maintenance Performed by Operators

In the world of Total Productive Maintenance (TPM) the concept is to have operators perform minor adjustments and maintenance activities. This metric denotes the portion of the total maintenance related man-hours that are recorded by operators in the performance of maintenance related tasks within a given period. The metric is calculated as follows: Operator Maintenance Hours -------------------------------------------------------------------- X 100% Maintenance Craft Hours + Operator Maintenance Hours

% Operators Maintenance Work =

Failure Analysis Percentage

This metric assumes that failures which stop or slow down the production process to some predetermined threshold receive some type of formal failure analysis. An example of an established threshold would be a policy that calls for failure analysis to be performed whenever there is an equipment issue that stops production for over 30 minutes. Select an appropriate time period and compare the number of failure analyses performed during the period with the number of equipment related process interruptions that exceeded the established threshold during the period. The metric is calculated as follows for the given period: # of Failure Analyses Performed -------------------------------------------------------------------------------------- X 100% # of Equipment Related Process Inter ruptions that exceeded the threshold

Failure Analysis % =

23

Maintenance Rework Percentage

The Maintenance Rework percentage is an indicator of the quality of the maintenance work performed It calculates the percentage of hours spent on jobs that were not performed right the first time. Most work order systems have some method of flagging work orders as rework. The Maintenance Rework percentage is calculate as follows: Sum of the Maintenance Hours Spent in Rework ------------------------------------------------------------------ X 100% Sum of Maintenance Hours Paid

Rework % =

Note that the denominator requires hours paid, this is to exclude errors stemming from incomplete time posting to the work order system. If the work order system captures near 100% of the time paid then time posted in the work order system may be used instead of time paid.

Engineered Maintenance Percentage

The Engineered Maintenance percentage denotes that portion of the equipment for which the PM program has under gone some type of formal analysis such as Reliability Centered Maintenance (RCM), Failure Modes and Effects Analysis (FMEA), or Failure Cause Analysis (FCA). While most plants have some form of a PM program, plants with a reactive culture typically have PMs that originated as a reaction to a failure event and were instituted without the benefit of an overall maintenance strategy. The result is a PM program that risks over-maintenance and may not be as effective in preventing or mitigating failure as generally believed. Conversely, lean organizations tend to have Engineered PM and PdM programs, which tailor the level of service to the demand exerted from the equipment. The Engineered Maintenance percentage is calculated as follows: Count of Equipment* for Which Engineered PM & Engineered Maintenance % = PdM Programs Have Been Developed ------------------------------------------------------------ X 100 Total Equipment Count*

*Note: It is likely that not every entry in the master equipment list should count as a piece of equipment. For example, a pump assembly may be listed as not only the pump assembly but may also have a listing for the motor, pump proper, and possibly a gearbox. For this reason care must be exercised in determining the equipment count for both the numerator and the denominator. For the purpose of this calculation, a piece of equipment is defined as an equipment group that performs a specific function in the production process, i.e. a pump includes the motor, gearbox, and motor starter, etc.

Financial Metrics
Ratio of Total Maintenance Budget to Asset Replacement Value (MB/ARV)
Typically the maintenance budget is readily available, however, the Asset Replacement Value (ARV) will likely have to be estimated. There are two methods for estimating the ARV. 1. The insurance carrier may have already estimated the replacement value of the assets as part of providing insurance coverage. If this is the case then the insured value of the facility may suffice as the ARV. Annual Maintenance Budget --------------------------------------Insured Replacement Value

MB:ARV =

2. If an insurance value is not available or found not to be relevant, then the ARV may be approximated by taking the annual total sales of the facility and dividing by the firms stated Return on Assets (ROA), which is typically around 15%. Algebraically these relationships simplify to the equation shown below. Annual Maintenance Budget --------------------------------------Annual Sales Stated ROA

MB:ARV =

Maintenance Stock Inventory Turns

This is the average number of times that maintenance parts, spares, and consumables are replaced in inventory within the span of a year. The metric is calculated as follows: Total Inventory Issues (in dollars) During the Year ------------------------------------------------------------------Total Inventory Value (in dollars) at End of Year

Inventory Turns =

For world-class maintenance organizations the inventory turn over rate is three times per year or more.

24

Vendor Stocked Maintenance Inventory Percentage

This metric denotes the portion of the total maintenance inventory (i.e. parts, spares, consumables) that are stocked and managed by vendors such that it does not become part of the companys inventory system. These are generally small parts that are stocked on site by the vendor. Items that are not kept on site may be counted in the numerator, providing that they are not held in the vendors inventory specifically to address a potential demand by the company, such as critical spares. The metric is calculated as follows: Number of Maintenance Items Stocked and Managed by Vendors ---------------------------------------------------------------------------- X 100% Total Number of Maintenance Items Inventoried

Vendor Stock % =

Out of Stock Percentage

One thing that slows down the maintenance scheduling process is stock outages when the job needs to be scheduled. This metrics highlights the percent of time material is out-of-stock when it is requested by the Maintenance Planner/Scheduler or Maintenance Craftspeople during emergency jobs. The metric is calculated as follows: Number of line items for which material was not in stock --------------------------------------------------------------------Total line items requisitioned for the period

Out-of Stock % =

X 100%

Percent of Maintenance Inventory Showing No Movement in 12 Months

Once a year the Stores Department should published a list of all maintenance stock items that showed no movements for the last 12 months. This list must be reviewed by the Maintenance Department to determine if the non-movement items can be eliminated from stock. Under no circumstance should the Store Department unilaterally eliminate a non-active stock item. Many times there are highly critical stock items that dont move annually. These items must be keep in stock to support the on going operations of the plant, but consideration might be made to having these items vendor stocked at the vendors warehouse. The metric is calculated as follows: Number of maintenance line items showing no movement in 12 months ------------------------------------------------------------------------------------Total Maintenance line items

Non-Active Stock %

X 100%

Maintenance Costs as Percent of Production

This metric should be reviewed on an annual basis with a downward trend as the desired direction of the indicator. It indicates what percent of the production cost is contributable by the Maintenance Department. It can be positively influenced by Maintenance in two ways. First and foremost, the reliability of the production equipment is improved to allow greater production. Second, the cost of maintenance services can be reduced to lower the percentage the Maintenance Department contributes to cost of production. The metric is calculated as follows: Maintenance Costs as % of Production Costs = Total Cost of the Maintenance Department for the Year ---------------------------------------------------------------Total Cost of Production including Maintenance

X 100%

Maintenance Cost per Unit Produced

This metric should be reviewed on an annual basis with a downward trend as the desired direction of the indicator. It is similar to the Maintenance Costs as a Percent of Production, and indicates the maintenance cost per unit of product produced during the year. Like the metric above, it can be positively influenced by Maintenance in two ways. First and foremost, the reliability of the production equipment is improved to allow greater production. Second, the cost of maintenance services can be reduced to lower the cost of maintenance per unit produced. The metric is calculated as follows: Maintenance Cost per Unit Produced = Total Cost of the Maintenance Department for the Year -----------------------------------------------------------------Total Units of Production Produced

25

Production Process Metrics

Availability Percentage
The equipment availability metric is expressed as percent of the total calendar time the equipment is available for production operations. To calculate availability, subtract from the calendar time the time lost during planned shutdown (for planned maintenance and production adjustments) and the time lost in unplanned stoppages (equipment and process failures). Then, divide the result by the calendar time as shown in the formula below. The metric is calculated as follows: Calendar Time for the Period Planned and Unplanned Shutdown Time for the Period ------------------------------------------------------------------ X 100% Calendar Time for the Period

Availability %

Availability should be calculated at the individual process level. If an overall availability is needed, then availabilities from each of the process areas may be averaged together to obtain an overall value. Availability as it is represented here does not account for variances in the operating speed of the production process. Adjustments for processing speeds that are below the design speed are accounted for in the Performance Rate Metric, which is discussed below.

Utilization Percentage
The equipment utilization metric is expressed as percent of the total available time the equipment is utilized for production operations. To calculate utilization, subtract from available time the time the equipment is not being utilized to produce product. Then, divide the result by the available time as shown in the formula below. The metric is calculated as follows: Available Time - Non-utilized Time for the Period ----------------------------------------------------------- X 100% Available Time for the Period

Utilization %

MainPlan
Features include:

Maintenance Management System

Windows 98/NT/2000/XP Compliant Easy to install and use Powerful graphical report writer LAN and WAN compatible Citrix Metaframe certified Training and Support throughout Australia by Dbase Developments

From only $1,100 inc. GST

For a FREE evaluation copy of MainPlan please contact Dbase Developments on 0500 59 59 55, fax this coupon to 03 9502 0250, send an email to sales@mainplan.com or visit us at www.mainplan.com Name: ____________________________________ Company:____________________________ Address: ________________________________________________________________________ Phone: _________________ Fax:__________________ Email:__________________________

25

26

Performance Rate Percentage

Performance Rate is an expression of the actual production rate as a percentage of the plants design capacity (speed). The actual production rate is expressed as an average and is calculated by dividing the actual production by the operating time. Both design capacity and actual production rate are expressed in units produced (U) per unit time (t). The metric is calculated as follows: Average Actual Production Rate (U/t) ---------------------------------------------- X 100% Design Capacity (U/t) Actual Production (U) ---------------------------Operating Time (t )

Performance Rate % =

Where: Average Actual Production Rate =

Quality Rate Percentage

The Quality Rate percentage expresses the amount of acceptable product as a percentage of total products produced. Some industries refer to this at the "first pass yield" or "first right intent", and it refers to the amount of product that can be shipped without further processing. The metric is calculated as follows: Total Units Produced - (Units Downgraded + Units Scraped + Units Reprocessed) ------------------------------------------------------------------------------------------------ X 100% Total Production Units

Quality Rate %

Overall Equipment Effectiveness

The Overall Equipment Effectiveness (OEE) is the product of Availability percentage, Utilization percentage, Performance Rate percentage, and the Quality Rate percentage. The resulting value is the percentage rate at which the plants potential is being utilized. It is a comprehensive indicator of the plants condition that takes into account operating time, operating utilization, operating speed, and product quality. In effect, OEE measures the effectiveness with which the plant is being used to add value to the company. The metric is calculated as follows: OEE = Availability % X Utilization % X Performance Rate % X Quality Rate %

Metrics Score Card

Every maintenance organization is in one of four stages of development (see Table 1). The stage of the maintenance organization is determined by were it ranks in the maintenance metrics as summarized in Table 1. Circle the answers that best match the companys status on the metric listed. These are just a few of the yardsticks Day & Zimmermann has found useful in appraising the maintenance operation. Each Maintenance Manger could come up with many more metrics that are appropriate to the local situation. The most important requirement is that the basic information is accurate and reliable. Cost reporting through the use of a well functioning computerized maintenance management system supplies the information that is required to make these comparisons. Maintenance must make every effort to charge costs as accurately and finitely as possible. If Maintenance is to be a dynamic force in the plant organization it must be able to show improvement. Improvement is accomplished through control and control is exercised as the result of measurement. If you can measure maintenance you can improve maintenance. Strive to improve maintenance using the managerial technique of performance metrics.

References:
Peter C Chalich, Stage Metric Data Gathering Guidelines, Day & Zimmermann International Inc., September 2002. Raymond P. McFarland, Managing Maintenance With Planning and Scheduling, Management Handbook for Plant Engineers, Bernard T. Lewis, Editor, McGraw-Hill Book Company 1977. Raymond P. McFarland, Maintenance Cost Analysis for Performance Improvement, AIPE Plant Engineering and Western Maintenance Conference, San Francisco, November 1970. Raymond P. McFarland, Cost Accounting and Budgeting for Maintenance, National Plant Engineering and Maintenance Conference, Chicago, IL, April 1970. Raymond P. McFarland, Maintenance Cost Analysis for Cost Reduction, National Plant Engineering and Maintenance Conference, Cleveland, OH, March 1971.

The Author:
Ray Mcfarland is a Principal Adviser with the global mining giant Rio Tinto. The concepts presented in this paper were developed while working for Day and Zimmermann International, Inc.

27

Table 1

Metrics Score Card

Stage 1 Reactive Stage 2 Transitional Stage 3 Proactive Stage 4 Lean

Planning & Scheduling Metrics Unreported Man-hours Unscheduled Man-hours Schedule Compliance Performance on Completed Jobs Backlog Emergencies Overtime Number of Unplanned Work Orders Over 7 Days Old Craft Time Posted To Blanket Work Orders Open PdM Work Orders Proactive Maintenance Metrics PM Schedule Compliance PdM Schedule Compliance Overall Vibration Level Proactive / Reactive Ratio % Maintenance Done by Operator Failure Analysis Percentage Maintenance Rework Percentage Engineered Maintenance Percentage Financial Measures Percent of Maintenance Budget to Asset Replacement Value Maintenance Stock Inventory Turns per Year Vendor Stocked Maintenance Inventory Out of Stock Percentage Percent of Inventory Showing no Movement in 12 Months Maintenance Costs as Percent of Production Costs Maintenance Cost per Unit of Production Production Process Metrics Equipment Availability Percentage Equipment Utilization Percentage Equipment Performance Rate Percentage Equipment Quality Rate Percentage Overall Equipment Effectiveness 80% - 84% 80% - 84% 85% - 89% 90% - 92% 50% - 59% 85% - 89% 85% - 89% 90% - 94% 93% - 94% 60% - 72% 90% - 95% 90% - 95% 95% - 98% 95% - 99% 73% - 88% 95% 95% 99% 99.9% 89% 3.5% - 4.0% 0.5 - 0.9 2% - 19% 6% - 7% 9% - 10% Large Up Trend Large Up Trend 3.0% - 3.5% 1.0 - 1.9 20% - 49% 5% - 6% 4% - 9% Small Up Trend Small Up Trend 2.5% - 3.0% 2.0 - 2.9 50% - 79% 2% - 4% 2% - 3% Level Trend Level Trend < 2.5% 3.0 80% < 2% < 1% Trend Down Trend Down 50% - 59% 70% - 79% 0.16 - 0.17 in/sec 0.2:1 - 0.9:1 1% - 2% 2% - 9% 21% - 30% 2% - 19% 60% - 74 % 80 - 94 % 0.13 - 0.15 in/sec 1:1 - 1:3 3% - 9% 10% - 29% 11% - 20% 20% - 39% 75 - 94% 95 - 99% 0.09 - 0.12 in/sec 4:1 - 6:1 10% - 32% 30% - 89% 3% - 10% 40% - 89% 95% 100% < 0.09 in/sec 7:1 33% 90% < 2% 90% 21% - 30% 21% - 30% 50% - 69%
Estimate 21% - 25% 8 - 10 Crew Weeks

6% - 20% 6% - 20% 70% - 79%

Estimate 16 - 20% 6 - 8 Crew Weeks

1% - 5% 1% - 5% 80% - 90%
Estimate 10 -15% 4 - 6 Crew Weeks

<1% <1% 90%

Estimate 10% 2 - 4 Crew Weeks

20% - 25% 16% - 20% 8 -10 > 7 days old 26% - 30% 11 - 13

11% - 20% 11% - 15% 4 - 7 > 7 days old 16 - 25% 8 - 10

5% - 10% 5% - 10% 1 - 3 > 7 days old 10 - 15% 5-7

5% 5% 0 > 7 days old <10% <5

WARNING!! - The metrics listed in Table 1 are offered for representative purposes and are not applicable in all industries. Target figures change according to industrial circumstance and the Maintenance Manager should establish the target level that is applicable to their plant. There are many other metrics that can be used to measure the effectiveness of the maintenance organization.

28

Scheduling More Profit

Reliability Solutions, Inc., (USA)
www.reliabilitysolutionsinc.com

he intent of this article is to demonstrate how a scheduling process can provide a way to facilitate discipline in a manufacturing environment and how it can be implemented. Meeting commitments is a requirement. The higher achievement is to do it when (with a correct duration) it was planned. Doing it when you planned allows every supporting resource to align their time, and allows production planning to understand how much downtime is required. The expense of resources can only be minimized when coordination is achieved, and coordination is either luck, or the result of effective scheduling. Scheduling is the medium by which this challenge can be achieved. This is the skill that leadership must expect to compete in todays manufacturing processes.

The Systemic Challenge

Making it Happen
The challenge to make effective scheduling a norm in any organization is basically two fold, overcoming the cultural barriers and removing the technical barriers. The cultural barrier is much the same as the hurdle to be overcome in developing effective and detailed planning packages. Just as craftsmen balked Why would you need my skills if you have the steps detailed in print? and forcing discipline in reliability methodology, the same type questions will arise during scheduling implementation. The classic barrier is It will happen when it happens, no matter what the computer says. The concerns are legitimate but there exist compelling reasons to do effective scheduling. Flexibility is an important value to the maintenance mindset, and laying out a detailed schedule is a definitive threat to that flexibility. Flexibility is important given changing conditions, but we must remember that flexibility cuts many ways given interdependencies. If there are work orders that are not time sensitive, or resource dependent externally (production or maintenance), an argument can be made that linking these jobs sequentially may not be a requirement. But making exceptions to the scheduling discipline is a risky venture when you are trying to change a culture. The organizations ability to change drives the change methodology; some organizations require an all or nothing approach to scheduling, while adaptive organizations can keep focus on the long term goal by phasing in the approach. Some times it is easy to hold on to old ways if they are allowed to co-exist. The technical challenge is somewhat more straightforward, but still difficult. The scheduling tool is what will sell the value in the end. The barrier to overcome is effectively teaching the tool so that the difficulties of coordination and resourcing hundreds and even thousands of tasks needed to coordinate an outage can be accomplished. As with any education process, the people must have a leadership champion for support, be effectively taught the tool, be expected to learn and utilize the tool, and results measured by leadership. Everyone in the organization, regardless of level, must see the benefit in dollars through reduced effort to achieve better results. The tools are becoming more user friendly with the evolution of the software. Software vendors and educators understand the value of end user practicality over technical software wizardry. Making the software work at the base level is key.

Goals
As with any undertaking, there has to be a benefit to drive the change. These drivers must be clearly understood and communicated to the organization, and most importantly must be performance metrics that are widely communicated. As stated above, the reason to schedule is to demonstrate control of the process of outage management, but that in itself is not a money maker. The money maker is very clearly the desire to do such a good job of scheduling that outage durations are reduced (provide more profit generating production time) and maximizing resource effectiveness by coordinating the myriad of resources in a way there is no standing around time, and reducing idle labor costs. Everyone; Production, Contractors, Storeroom, Purchasing, and Facility Craftsmen must be involved to make this work. The ability to use a good scheduling tool provides two benefits, the actual schedule, and the documentation of what the growth opportunities are over time. It is nearly impossible to implement full success at one fell swoop. The goals should reflect understanding, then application, then learnings, then improvement. At the end of this paper, a suggested implementation plan will be discussed, after a review of the tool.

29

The Tool
Starting with the Correct Balance of Power and Ease of Use
The power of the MS Project tool lies in the power of user friendliness, for the tool must be understandable to everyone. Effective communication when hundreds of concurrent tasks are occurring is a key to success. Changes to the plan have to be seamlessly added in a way that is evident and not destructive to clear understanding. The commonality of some of the basic elements of MS Project with its companion Microsoft applications (Excel, Access, Word, PowerPoint, etc.) saves trying to learn some of the keystroke basics. The schedules may be complicated, but making the use of the tool complicated doubles the difficulty. The reporting and graphics are simple to invoke and descriptive in their information. The data transfer capability allows portability into other mediums very simply. The best way to implement a complicated process is to use simple tools that are easy to learn and effective to communicate. There are many other scheduling tools available, but this tool can easily achieve 80% of the value with 20% of other scheduling tools effort. The major tasks to be accomplished include: 1. Scheduling Tasks in a Effective Sequence given limited resources 2. Providing a Methodology for dealing with Changes 3. Communicating Effectively to All Stakeholders

Scheduling Tasks
Scheduling effectiveness is critical when many people are involved, and schedules are of limited value without everyones participation. It is important that maintenance and operations work together to create a schedule that works. Many organizations still leave the scheduling process to only the maintenance function. Shutdown and start-up activities are key to implementing a schedule. Having details on the operational activities will help to alleviate confusion between Operations and Maintenance during periods where overlapping work happens. Maintenance and operations can develop effective hand off points like lock out / tag out operational tasks being used for milestones to begin maintenance work. This way the outage becomes a team effort with interlinking tasks and dependencies. Some of the resources that you use may be people and some may be equipment. For instance, if you are working in an area that uses a mobile crane for many of the jobs, the crane may become a resource in your schedule. You can link jobs together and effectively utilize the crane to be able to get the most work done possible in the outage window, especially when there are resources that are shared amongst operations, contractors, and maintenance. The ability to communicate to the entire organization exactly when the crane will be used, by whom, and for how long will alleviate any unnecessary confusion and therefore facilitate the teamwork needed for effective task execution. The following schedule is an example of just such a scenario. The mobile crane is identified as a resource, and as the outage critical path (shown as red tasks) demonstrates, the crane is a shared resource and determines the length of the outage. With this tool, one way to shorten the outage and increase production time is to add another crane resource, obviously a tradeoff in cost versus downtime.

For good scheduling to be effective, obviously a good deal of thought and effort has to go into the sequencing and coordinating of these tasks. This is where the MS Project tool can be used to document and perform what if analysis on different scenarios presented by the team members in putting together the project. It has been said that 90% of the benefit of developing a schedule actually lies in the planning process. To coin the intent in a simple phrase, plan your work and work your plan. It is a valuable exercise to think about which job has to be completed before another one is started and to do that with hundreds of tasks all running concurrently with many teams executing these tasks is an exercise in discipline and execution. These are the skills that the modern manufacturing environment must demand of the people who work there. Another key manufacturing metric is asset downtime. Proactively determining the necessary length of an outage in plenty of time to finalize a scheduling backbone is important to the success of any scheduling process. We all want downtime to be minimized. One of the first things that happens is that the organization grasps onto the governing job. The governing job typically is a capital

30 project or some major maintenance undertaking that most people associate with outage length. The truth is until going through the process of linking all of the tasks (production and maintenance) the length of the outage, or outage critical path can not be determined. Sequencing the work and minimizing the overall duration of all of these linked tasks in the planning process is where there is money to be made. The schedule above shows that the critical path (or true length of the outage) is passed off from Production, to the Contractor, to the Mill Maintenance Crew, back to the Contractor, and ends up in the hands of the Production team. Every hour each team has the ball is an hour away from profit making, and each step being detailed allows for scrutiny and improvement opportunities that can reduce the time needed to perform the outage.

Tracking and Communicating Progress

The obvious first step to improvement is to set a baseline of performance. This baseline serves as both a visualization of success, it also serves as the foundation of being able to deal with changes in the process. Once the work has been scheduled with linked tasks, a critical path identified, etc. It is time to set a baseline. A baseline is basically a snapshot of your schedule that you take prior to the start of the outage or execution of the schedule that you put together. Once a baseline is set, statusing can begin on the progress of the work that was planned. Once you have set the baseline, MS Project will show you a Gantt Chart view of what your baseline was vs. what the actuals are according to what has been statused. This effort brings two benefits, it provides how tasks are faring against the original plan (measuring productivity or planning effectiveness) and secondly will allow rescheduling to comprehensively reschedule all tasks that are affected with schedule changes with one keystroke.

As the picture above demonstrates, as the tasks are statused, a clearer picture is emerging as to what the opportunity to shorten the outage may be. Given the statusing above, the projected startup can be moved up by 7 hours because Task 4 was done 4 hours early and Task 8 was done one hour early and Task 13 was 2 hours early. It is possible to keep this calculation in your head, but typically impossible to communicate effectively. This tool will allow everyone to understand how it happened and how they need to adjust to take advantage of the opportunity. It is necessary to give start dates and times, accurate duration hours and any hours remaining to complete the work. Statusing an outage can be a very valuable tool to help the organization understand progress and opportunity but many organizations decide not to dedicate the effort to accurately status work progress given all the activity that is going on. Confusion seems to lie in whether to status jobs by percentages or durations. Example is that you could have a job of changing out 1,000 tubes in a section of a boiler. If 80% of the tubes are installed, 80% of the duration is not necessarily complete if the easy ones are done first. When statusing jobs you want to status the duration not necessarily the work or effort. Statusing jobs by percentage can lead to false results as to exactly where you are in your project. For this reason developing a reliable method of effectively statusing, even though difficult, will reap benefits in the ability to make good business decisions based on changing conditions. Once the outage is over and all the planned vs. actuals are recorded the process of continuous improvement has begun by looking at opportunities to shrink those variances in the next planning cycle.

Communication
The third and in some ways the most profitable is the ability to communicate statusing and opportunity in a way that the organization can respond quickly to any changes that may arise. The reporting function should be clean and concise. The reports that give the best advantage are: 1. The Daily Schedules - MS Project can set up daily schedules by any grouping and typically two day look-aheads are included in this work list. These daily schedules are also used to do statusing to document daily progress against the plan. 2. The Daily Overview - The Overview will provide outage performance statistics such as productivity and projected finish times for the outage. 3. The Slipping Tasks Report - As a rule with so much going on, it is prudent to just display tasks that are later than planned and in danger of effecting the outage duration. There are a myriad of reports that are easily available to the scheduler to provide specific details around resources, critical path analysis, and what-if scenarios, but it is important to not overwhelm the organization. Probably the best representation of the scheduling process is the actual statused Gantt Chart posted on the conference room wall.

31

Bridging the Gap between CMMS and MS Project

Most organizations already are facing the challenges of implementing and using a computer maintenance management system (CMMS), so adding another piece of software to do scheduling seems to be redundant. The concept of scheduling is so intricate with the many processes that must be coordinated that introducing a complicated software tool only compounds the problem. Using a tool like MS Project provides the user friendliness that allows the software to not get in the way of the scheduling. The good news is there are vendors that have accomplished seamless ways of transferring the data both from the CMMS to MS Project in a way that both systems have the information they need to provide value to the user without doubling up on the work. CMMSs are typically tailored toward cost management and procurement. MS Project excels in scheduling. Both are important to managing the business.

Implementing MS Project
The best way to use any new tool is to start in small chunks and work up to larger projects. The same is true with MS Project. Because MS Project has so much capability, the easiest way to get your arms wrapped around the program is to practice what you learn on a small scale. Once you have invested in a two day education session that provides exposure and a guidebook to all of the MS Project tools, a great way would be to start with a one day project. Link jobs, add resources, and schedule work for one day. Once you get the hang of how to plan and schedule for one day, you can use the tool to plan for a weekly schedule. The one thing to keep in mind when working on schedules is that once you master the process of how the software works, increasing the amount of tasks that you schedule does not matter. Another strategy that you can attempt for practice is to start by inputting the tasks and just use MS Project for a task list. Dont link jobs together. Schedule the work on the day that you want and leave the resources off the tasks. Then when you have practiced, add things onto the process like start job links, resources, putting constraints on tasks, etc. until you are comfortable with how the software works. Once the confidence level in the quality and completeness of the schedule is in place the final step in learning the scheduling tool is to implement the tracking process. Tracking and incomplete or poorly planned schedule may have little value in the learning process. It is best to master the planning process before implementing the scorecard. It is important to teach the organization how to use the MS Project tool to not only save costs that occur when hiring an outside resource but also to educate people as to what it takes to put together an effective schedule. To give people the tools to better schedule the work that they planned will help in educating or teaching people the discipline it takes to put a good plan together. You will have the ability to keep the downtime to a minimum because you will be able to lay out the work, evaluate the necessity of the scope of work, and look for areas where you can decrease either the time or resources who will do the work. For people in the organization to have the ability to use MS Project will benefit greatly because the organization will be able to use it for a long and short outages and even for weekly forecasting of maintenance work. Better yet, with the tool in place and properly scheduled the documentation in place will effectively communicate the plan to everyone in the organization so they can all participate in the execution of the plan. Reduced downtime and reduced resource cost all add profit to the bottom line. Contact: John Hoke or Lorri Craig - www.reliabilitysolutions.com

31

Survey 2005

Special Maintenance Applications Software

Special Maintenance Applications Software Survey 2005

This survey was conducted by Len Bradshaw, Editor, Maintenance Journal. The data given in this DATE DATE Survey is extracted, as received, from the respondents. EIT does not therefore accept any liability for actions taken as a result of information given in this Survey. Asset Life Management System (ALMS)
ALMS is a strategic asset planning system that models equipment life to produce future maintenance budgets and work programs.

Evaluate the correct time to replace or upgrade an ageing asset. Calculate the business impact of Not replacing at the optimal time. Optimise Shuts & Inspection Schedules; select the right equipment, correct work scope for inspection & maintenance tasks. Determine optimal intervals, combine tasks & staffing. Investigate alternative work schedules, working practices, & risk exposure. Maintain Optimal Maintenance levels; determine best preventive intervals or replacement benefits, risk of alternative maintenance strategies. Ensure OH&S compliance, customer impression & other intangibles. Reliability modeling determines failure modes & risk pattern consequences. Risk Based Inspection; calculate the best inspection monitoring intervals, and quantify economics of inspection methods. Which monitoring method is most cost effective. Determine the best frequency for testing standards based equipment or systems. Manage Projects & Proposals; determine the worst & best case; evaluate the worth of projects against resources & constraints. Evaluate & demonstrate project viability. Discover what data is worth collecting & for what reason. Optimise Spares & Stock; determine correct levels, costs, & risk exposure. Reveal impact of over or understocking, central versus distributed options. Unavailability consequences, criticality coding, escalation stages.

Company Information:
Name: Address: Contact Phone: Email: Web: Asset Future PO Box 1516 Toombul, QLD, 4011 Name: Larry Woodland (07) 3268 3336 larryw@assetfuture.com www.assetfuture.com

Software Details: The ALMS is a set of planning tools producing long term budgets, asset risk & condition analysis, CMMS work programs and what if scenarios. It consists of: ALMS Desktop (DTM) supporting condition assessment and data collection. ALMS Enterprise an Oracle web based planning system applying Oracle EBusiness technologies. (Does not require any additional hardware or software to operate the system.) ALMS Information Explorer for analysis and reporting using a powerful drilldowncapability and report wizards. ALMS access is licensed or plans can be produced using your expert knowledge. 25 year plans (< 50 items) start at $250.

Asset Performance Tools (Aptools)

Determine an assets whole of life criteria combined with its optimal operational reliability risk, cost & replacement value.

ARMS Reliability Engineers

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: ARMS Reliability Engineers Melbourne / Brisbane / Perth / Florida / Vancouver Darren Gloster +61 3 5255 5357 +61 3 5255 5778 arms@reliability.com.au www.reliability.com.au

Company Information:
Name: Apt Group Address: Suite 22, 450 Elizabeth Street, Surry Hills NSW 2010 Contact: Geoff Soper or Ian Jones Phone: 02 93180656 Fax: 02 93180776 Email: info@aptgroup.com.au Web: www.aptgroup.com.au

ARMS AvSim+
AvSim+ is a powerful availability and capacity modeling software that lets you make better decisions about plant design, maintenance strategies, and spares placement.

Software Details - Functionality: Psychical Asset Management requires a process of workflow; data capture and analysis to enable strategic/best practice Asset Management decisions. Using Aptools to assist this process will enable engineers to determine Total Business Impact based upon fact Determine Life Cycle costing; calculate true optimum equipment life based on total business impact expenditures, performance & risk exposure.

Software Details - Functionality: AvSim+ is a powerful availability and capacity modeling software that lets you make better decisions about plant design, maintenance strategies, and spares placement. With AvSim+ you can build Reliability Block Diagrams and populate them

32

Survey 2005

Special Maintenance Applications Software

with information about failure mechanisms, maintenance costs, and operational impact. The powerful Monte Carlo simulation package then lets you make forward looking projections about plant capacity, maintenance costs, spares usage, resource usage, operational losses, safety, environmental, and operational risk. Avsim + is an availability, reliability, maintainability simulator which allows the user to represent system failure logic using Reliability Block Diagrams to model complex systems. At each block the engineer can enter the capacity and the parameters representing the reliability, corrective maintenance actions, sparing needs, resource needs and any planned maintenance or inspection activities. Using a Monte Carlo simulation engine, the plant can be simulated over a specified lifetime, allowing the engineer to make comparisons between overall plant capacity, unavailability levels, and the associated costs. AvSim+ provides significant business benefit by: Projecting the business impact of design decisions far into the future. Optimizing spare parts holdings to minimize investment in spares while maximizing facility performance. Projecting manning requirements into the future. Helping drive the maintenance budgeting process for New and Existing facilities. To learn more about how AvSim+ can help your business visit www.reliability.com.au Full working demonstration versions and online demonstrations can be arranged through our website. there are thousands of FaultTree+ installations world-wide that are currently being used on major projects in industries as varied as aerospace, defence, automotive, nuclear, rail, chemical process plant, oil & gas and medical amongst many others. FaultTree+ can efficiently solve fault trees of the order of 20,000 gates and 20,000 basic events, using world class analytical methods. It is the most advanced, and flexible FaultTree application available on the market. The fault tree method involves the creation of a fault tree diagram composed of gates and basic events that represents the logical description of a system failure, known as the TOP event, in terms of the failure of the components that comprise the system. After creating the diagram the user assigns failure characteristics of the system components. On completion of the model the system analysis is performed. To do this the FaultTree+ software first determines the minimum combinations of component failures that will cause a system failure, these are known as the minimal cut sets. Finally FaultTree+ calculates the quantitative parameters such as system unavailability and failure frequency. FaultTree+ includes an event tree analysis option. The event tree model may be created independently of the fault tree model or may use fault tree analysis gate results as the source of event tree probabilities. FaultTree+ also allows the user to construct Markov models for use as the source of basic event data. The Markov models may also be analysed independently of the fault tree analysis. To learn more about how FaultTree+ can help your business visit www.reliability.com.au Full working demonstration versions and online demonstrations can be arranged through our website.

ARMS FaultTree+
FaultTree+ is the worlds most popular fault tree software package incorporating fault tree analysis, event tree analysis and markov analysis.

ARMS FRACAS
Collect, record and analyze system failures across multiple sites, using The Failure Reporting Analysis and Corrective Action System (FRACAS).

Software Details - Functionality: Isograph RAMS software suite has built its reputation on the efficiency, accuracy, stability and ruggedness of its FaultTree+ product. This is why

Software Details - Functionality:

33

Survey 2005

Special Maintenance Applications Software

A major problem facing organizations today is there ability to record, analyze and control a variety of similar failures at various sites. The Failure Reporting Analysis and Corrective Action System (FRACAS) is the latest installment from English based software leader Isograph. Isograph have developed the FRACAS+ tool to compliment its current reliability, availability and maintainability analysis software suite. The recording of equipment or system failure is broken down by site and functional location in a hierarchical structure that can be easily understood. Beneath this, the hierarchical tree can be constructed to any level of complexity. Failure and repair reports are assigned to a particular piece of equipment with its movements to other locations recorded. Corrective Actions and Failure modes, along with personnel data details can then be assigned to each specific part of the failure report. The advantage of FRACAS over other systems is that as field failure and other maintenance data is entered in to the FRACAS system the data is automatically analyzed. The analyzed FRACAS data may then be used to optimize planned maintenance schedules, inspections and design changes using Isographs powerful availability simulation, reliability centered maintenance and Weibull software. To learn more about how FRACAS can help your business visit www.reliability.com.au Full working demonstration versions and online demonstrations can be arranged through our website. Engineers on +61 3 5255 5357 or visit www.reliability.com.au

ARMS IsoLib Project Management

The IsoLib Project Management program is a powerful tool that can be used to manage all the project files associated with Isograph software.

Software Details - Functionality: The IsoLib Project Management program is a powerful tool that can be used to manage all the project files associated with Isograph software. It provides full project control and historical tracking to those using the software in a corporate or enterprise situation. The product maintains the project files from all Isograph products and stores them in a SQL Server database. The IsoLib Project Management program controls access to these projects, using a checkin/checkout methodology, preventing multiple users from working on an individual project at the same time. An audit log is maintained so that details of who created, modified and deleted a project can be determined. Users can then follow this audit trail for each project. The use of the SQL Server database format means that not only can the product easily sort and filter many project files, but all file handling is done very quickly. All the projects are compressed to minimise storage space, without sacrificing handling speed. The SQL format allows access over a local area network as well as across an Internet connection. To find out more about the Isolib Project Management application contact ARMS Reliability Engineers on +61 3 5255 5357 or visit www.reliability.com.au

ARMS Hazard and Operability Study (Hazop)

One of the commonly used techniques in the preliminary phase of a safety study is a hazard and operability study. Hazop+ provides a familiar visual environment in which to design and use the study and action forms that are the basis for entering Hazop information.

ARMS LccWare
LccWare gives you the power to create and develop a life cycle cost model in a user friendly visual environment and provides you with professional quality reports for analysis and budget predictions.

Software Details - Functionality: Hazop+ is an interface that allows the user to customize the HAZOP study, and enter and store study information in a clean and conveinient way. When using HAZOP+ all information is stored in an Access compatible database from where it can be filtered, sorted and displayed. Hazop+ speeds up the process of recording and managing the potentially large amounts of information. Hazop+ also offers a powerful report generator for the creation and printing of professional quality reports. When you have set up the Hazop study, you can use Hazop+ in the study itself. Usually one of the members of the study, will take charge of recording the Hazop information in the Hazop+ forms. The easy to use input facilities will increase this members productivity and speed up the overall study. To learn more about how Hazop+ can help your business visit www.reliability.com.au Full working demonstration versions and online demonstrations can be arranged through our website

Software Details - Functionality: Life cycle costing is a methodology for calculating the whole cost of a system from inception to disposal. The system will vary from industry to industry and could for instance be a building, a ship, a weapon system or a power station. Whatever the system, the life cycle costing technique will be the same, the major items of cost will be defined through its life. These items could include research and development, construction, operation and maintenance and disposal. LccWare makes the calculations of these costs easy and comprehensive, and is the perfect decision making tool for managers, engineers and anyone involved in the decision making of assessing equipment life or analyzing alternatives. By using the LCC method to compare product alternatives, the true lifetime costs of each alternative are compared and the most cost-effective alternative can be chosen. To learn more about how LccWare can help your business visit www.reliability.com.au Full working demonstration versions and online demonstrations can be arranged through our website.

ARMS IsoLib Parts Libraries

The IsoLib Parts Libraries contain many thousands of modern electronic and non-electronic parts and provide a comprehensive source of failure data for users of Isographs reliability products.

ARMS Network Availability Prediction

The latest addition to the Isograph RAMS Suite, the Network Availability Program (NAP) enables users to predict the availability and reliability of communication networks.

Software Details - Functionality: The IsoLib Parts Libraries contain many thousands of modern electronic and non-electronic parts and provide a comprehensive source of failure data for users of Isographs reliability products. The libraries have been constructed by electronic and reliability engineers from manufacturers datasheets and other sources, or taken directly from existing public sources. IsoLib's ever-growing Electronic Parts Library currently contains many thousands of parts and can be imported directly into other Isograph analysis tools to produce system failure data quickly. IsoLib also contains two existing non-electronic libraries: the NPRD-95 library for mechanical component failure data and the IAEA-TECDOC-508 library for component reliability data. Again, the data can be swiftly imported into other Isograph tools. The libraries are regularly upgraded with new parts. New library versions are made available to users with a library maintenance contract at regular intervals. Users with a library maintenance contract may also request Isograph to add specific parts to the library if the part is not currently defined. A limited number of requested parts are added per annum to the libraries at no extra charge. To find out more about the Isolib Parts Libraries contact ARMS Reliability

Software Details - Functionality: The Network Availability Program (NAP) enables users to predict the availability and reliability of communication networks. The NAP network availability model utilises an extended Reliability Block Diagram (RBD) methodology that addresses the specific characteristics of network elements and their connections. In addition to predicting network availability, NAP also provides criticality rankings that identify weak spots in the network. NAP provides many time-saving features to allow users to quickly construct the network diagram. These include a parts library facility that allows users to import their parts data in convenient groupings, a network element library facility that allows users to construct common network element diagrams and a fully interactive network diagram construction facility. Complex or simple networks may be modelled using NAP. One of the important features of NAP is that it allows the modelling of data flow in different directions along the same network path. This means that users need not be specific about the direction of data flow in selected parts of the network. NAP will then automatically determine the allowable paths between a source and target, and hence determine the minimal cut sets that

34

Survey 2005

Special Maintenance Applications Software

determine the availability of the network. To learn more about how NAP can help your business visit www.reliability.com.au Full working demonstration versions and online demonstrations can be arranged through our website. Failure Mode Effects and Criticality Analysis (FMECA) Identification of critical failure modes Advice for decision making based on performance simulation Redundancy modelling Weibull analysis of field data Optimisation plots for alternative maintenance strategies Group maintenance modelling Flexible reporting providing customised worksheets Copy and paste facilities for data transfer Import/Export to databases and spreadsheets

ARMS RCMCost
Reduce maintenance costs, increase operational performance and meet risk, safety and environmental goals using the powerful decision making tool, RCMCost.

Software Details - Functionality: Many of the worlds leading companies are using Reliability Centered Maintenance Strategies as a means to decrease maintenance costs, increase operational performance, reduce risk and meet safety and environmental goals. Across the globe companies are turning to RCMCost to provide them with the full framework for building the RCM model to accurately represent data and analyse optimized maintenance alternatives. RCMCost is empowering users with a decision making tool to understand the contribution of their assets to business performance, and help optimize their maintenance decisions to further enhance productivity through increased reliability. RCMCost supports RCM standards such as SAE JA1011, MSG-3 and MIL-STD-2173(AS) by providing a structured method for entering FMECA data and simulating the effects of different maintenance strategies on cost, safety, the environment and operational issues. The RCM decision making process is therefore substantially enhanced by the ability to quickly simulate the effects of preventive tasks, inspection tasks and condition monitoring taken into account ageing, hidden failures, maintenance crew costs, spares costs and availability etc. RCMCost provides the data management, reporting and analytical facilities for developing and maintaining a Reliability-Centred Maintenance (RCM) programme. These facilities include : Graphically constructed system hierarchy diagram

To learn more about how RCMCost can help your business visit www.reliability.com.au Full working demonstration versions and online demonstrations can be arranged through our website.

ARMS Reality Charting

Reality Charting, a program specifically designed to help conduct root cause analysis investigations using the Apollo Methodology. Reality Charting offers the perfect platform for collating and reporting an Apollo Root Cause Analysis investigation.

Software Details - Functionality: Reality Charting, a program specifically designed to help conduct root cause analysis investigations using the Apollo Methodology. Reality Charting offers the perfect platform for collating and reporting an Apollo Root Cause Analysis investigation. In all, Reality Charting is a tool that adds great value by expediting your analysis consistent with the rules of the Apollo method. Some more of the benefits of Reality Charting are listed below: Cuts down on the time needed to prepare the RCA chart and report by 50% Provides support to facilitators and participants: Delivers thorough and accurate analyses in a polished and standardized format: Using NetMeeting or WebEx, individuals in separate locations can create Apollo Cause & Effect charts together.

ARMS Reliability Engineers

RAMS Software Tools: Availability & Reliability Modelling

ARMS Reliability Engineers provide business solutions that help profitability through improved asset performance and equipment reliability.
With simple methods, powerful software and a proven delivery approach, many of the worlds leading companies are improving business profitability with: Improved asset performance Reduced risk of catastrophic incidents Elimination of repetitive failures Lower maintenance costs Less plant downtime

NEW RELIABILITY FORUM

Visit www.reliability.com.au to have your say on reliability issues affecting your organization. Become part of the Reliability Network
For more information call: +61 3 5255 5357 Or via email: arms@reliability.com.au

For further details regarding the RAMS software suite visit www.reliability.com.au

35

Survey 2005

Special Maintenance Applications Software

When investigators use the same format, it's easier to add information to an analysis as well as communicate the results across the organization. RealityCharting guides the user through each step in the Apollo process, helping to ensure that relevant information is captured in a consistent format. RealityCharting uses drag and drop features that make creating and organizing the Apollo cause and effect chart extremely easy compared to other techniques. It ensures that solutions are directly attached to causes and provides a final report that lists action items and due dates. Maximise your investment in Apollo Root Cause Analysis by utilizing a tool that helps to keep your reporting in a standardized professional reporting tool. A 30 day free trial can be downloaded by accessing our website at www.reliability.com.au The RiskVu computer program provides a high level interface to the FaultTree+ program allowing system designs to be compared by personnel with no experience in fault or event tree analysis methods. RiskVu also provides a more controlled framework to compare and record design options and the predicted performance parameters. To learn more about how RiskVu can help your business visit www.reliability.com.au Full working demonstration versions and online demonstrations can be arranged through our website.

Asset Performance Tools (Aptools)

Determine an assets whole of life criteria combined with its optimal operational reliability risk, cost & replacement value.

ARMS Reliability Workbench

Reliability Workbench, the integrated environment for performing Reliability Prediction, Maintainability Prediction, Failure Mode Effect and Criticality Analysis (FMECA), Reliability Block Diagram (RBD) analysis, Fault Tree Analysis, Event Tree Analysis and Markov Analysis.

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: Apt Group Suite 22, 450 Elizabeth Street, Surry Hills NSW 2010 Geoff Soper or Ian Jones 02 93180656 02 93180776 info@aptgroup.com.au www.aptgroup.com.au

Software Details - Functionality: Reliability Workbench is the market leading reliability tool that accommodates all the reliability needs of a maintenance and reliability professional. Whether you have a new project that is still being designed or an existing facility that you wish to improve,our simple to use Reliability Workbench software provides solutions so your operation can realize outstanding results. This comprehensive tool is sold as separate modules or as a complete package to allow users the flexibility of purchasing the part of the application that is most applicable to their needs. Other modules can be added at any time and there are cost benefits for purchasing multiple modules at the same time. Below is a list of the various modules and calculations that Reliability Workbench features: Reliability Prediction Maintainability Prediction Failure Mode Effect and Criticality Analysis (FMECA) Reliability Block Diagrams (RBD) Fault Tree Analysis Event Tree Analysis Markov Analysis Failure rate predictions are calculated from the Bellcore standard for electronic parts, the MIL-HDBK-217 standard for electronic equipment, the IEC TR 62380 standard for electronic equipment (as well as the RDF 2000 standard for electronic equipment) and the NSWC-98/LE1 Handbook for mechanical parts. Reliability Workbench also features the Isolib Parts Libraries. The IsoLib Parts Libraries contain many thousands of modern electronic and nonelectronic parts and provide a comprehensive source of failure data for users of Isographs reliability products. The libraries have been constructed by electronic and reliability engineers from manufacturers datasheets and other sources, or taken directly from existing public sources. To learn more about how Reliability Workbench can help your business visit www.reliability.com.au Full working demonstration versions and online demonstrations can be arranged through our website.

Software Details - Functionality: Psychical Asset Management requires a process of workflow; data capture and analysis to enable strategic/best practice Asset Management decisions. Using Aptools to assist this process will enable engineers to determine Total Business Impact based upon fact Determine Life Cycle costing; calculate true optimum equipment life based on total business impact expenditures, performance & risk exposure. Evaluate the correct time to replace or upgrade an ageing asset. Calculate the business impact of Not replacing at the optimal time. Optimise Shuts & Inspection Schedules; select the right equipment, correct work scope for inspection & maintenance tasks. Determine optimal intervals, combine tasks & staffing. Investigate alternative work schedules, working practices, & risk exposure. Maintain Optimal Maintenance levels; determine best preventive intervals or replacement benefits, risk of alternative maintenance strategies. Ensure OH&S compliance, customer impression & other intangibles. Reliability modeling determines failure modes & risk pattern consequences. Risk Based Inspection; calculate the best inspection monitoring intervals, and quantify economics of inspection methods. Which monitoring method is most cost effective. Determine the best frequency for testing standards based equipment or systems. Manage Projects & Proposals; determine the worst & best case; evaluate the worth of projects against resources & constraints. Evaluate & demonstrate project viability. Discover what data is worth collecting & for what reason. Optimise Spares & Stock; determine correct levels, costs, & risk exposure. Reveal impact of over or understocking, central versus distributed options. Unavailability consequences, criticality coding, escalation stages.

ARMS RiskVu
RiskVu can be used as a Living PSA (PSA stands for Probabilistic Safety Assessment) tool or as a risk monitor. It may also be used as a management tool to allow users to try out what-if scenarios without knowing anything about the underlying fault and event tree models

ATC Professional Shutdown Management System

Project management system designed specifically for oil refinery and petrochemical plant shutdowns/turnarounds.

Software Details - Functionality: Fault and event tree analysis methods are widely applied to system availability and reliability problems in most engineering disciplines. They may be used to predict the performance of a system at various stages of the design process and indicate reliability weak spots in the design. Experienced reliability engineers may modify the structure of the fault and event trees in order to compare predicted system performance from different design options. The computer program FaultTree+ is used by thousands of engineers to hold the fault and event tree data, analyse the system, and report on the results. A detailed understanding of fault and event tree construction methods and the reliability logic for the systems being modelled is required to allow possible design changes to be reflected in the fault and event tree structures.

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: InterPlan Systems Inc. P.O. Box 590131 Bernard Ertl 281-482-7126 281-648-1821 info@interplansystems.com http://www.interplansystems.com/

Software Details - Functionality: ATC Professional is a proactive turnaround management system that is much more than just a Gantt chart program. ATC Professional incorporates

36

Survey 2005

Special Maintenance Applications Software

procedures that involve the entire turnaround management team to promote ownership and visibility of the plan, and objectivity and communication in the reporting cycle for successful project management towards your time and budget goals. It encourages cooperation and allows all team members to contribute and succeed. See http://www.m2k.com/reliability-maintenance-optimization-software.htm for further functional details and costs.

CATLOC
CATLOC is a sophisticated life cycle costing tool with a new unique flexible approach to LCC modeling.

BETAPLUS
A new generation Common Cause Failure (CCF) partial beta model that takes account of proof-test intervals and involves positive scoring of CCF related features rather than a subjective "range score".

Company Information:
Name: Address: Contact: Email: Web: SYSTECON AB BOX 5205, SE10245 STOCKHOLM, SWEDEN Oskar Tengo systecon@systecon.se www.systecon.se

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: Maintenance 2000 Limited Broadhaugh Building, Suite 110, Camphill Road Broughty Ferry, Dundee DD5 2ND, Scotland Mr. K. Lees +44 (0) 1382 803070 +44 (0) 1382 737736 kenny@M2K.com www.M2K.com

Software Details - Functionality: CATLOC is a new whole life costing tool for calculations and comparative analyses of costs for development, production, operation and maintenance of technical systems throughout their life cycle. CATLOC offers a unique flexible approach to LCC modelling. Firstly, it allows cost equations and cost break down structures to be fully defined by the user. Secondly, in the analysis, it allows the user to categorize, slice and dice costs in almost any dimension including time. CATLOC has intuitive input views as well as flexible graphical result views for accurate analysis and interpretation of results. It is ideal for identifying cost drivers.

Software Details - Functionality: BETAPLUS is a Common Cause Failure (partial Beta model) assessment technique that develops the partial Beta model beyond the currently available theories to include: > Recognising that proof test and auto-test intervals influence the value of Beta. > A positive calibration of the model using common mode/cause failure data. > Positive scoring of Beta related sub-factors rather than subjective assessment of a variable for each group of factors. > The facility of testing the effect, on Beta, of alternative design proposals and modifications. > The opportunity to add scoring criteria and re-calibrate against new common mode/cause failure data. > The opportunity to alter the weightings of each group of factors.

COMPARE (Calculating Optimum Maintenance PARamEters)

A Reliability Centered Maintenance package that enables optimum spares levels, optimum proof test intervals and optimum replacement times to be obtained.

Company Information:
Name: Address: Maintenance 2000 Limited Broadhaugh Building, Suite 110, Camphill Road

37

Survey 2005

Special Maintenance Applications Softwar e

Contact: Phone: Fax: Email: Web:

Broughty Ferry, Dundee DD5 2ND, Scotland Mr. K. Lees +44 (0) 1382 803070 +44 (0) 1382 737736 kenny@M2K.com www.M2K.com

Software Details - Functionality: Excel-based spreadsheets for leading/documenting process hazard analyses. No proprietary PHA program required. Save entire PHAs in one file ready for updates, revalidations. Make one-click moves between attendance, process safety information, hazards, previous incidents, human factors, facility siting considerations, risk matrix, study nodes, action items, PHA worksheets. Choose between What-If, What-If/Checklist, FMEA, HAZOP, procedure HAZOP for each node. ePHA's order-of-magnitude approach is foundational to LOPA, SILs, risk ranking, and prioritizing action items. Include/exclude consequence categories for risk impact of environmental or business consequences along with safety impacts. Single-process U.S. version is $399; site-wide, corporate licenses available. Contact us for international pricing.

Software Details - Functionality: COMPARE (Calculating Optimum Maintenance PARamEters) is a Reliability Centred Maintenance software package that enables significant cost savings to be made in spares and maintenance resources. Having too many spares carries a cost penalty. Too few spares incurs expensive outage time. Using Markov analysis, COMPARE enables the optimum number of spares to be chosen for any combination of lead time, repair time, failure rate, number of active items and the degree of redundancy for that item. Coincident dormant failures, otherwise protected by redundant configurations, will lead to costly outage. Too frequent proof testing, to reveal failed redundant units, will incur a waste of maintenance resource. COMPARE enables the optimum proof test interval to be calculated for a given outage cost, proof test cost, down time and failure rate. The cost of an unplanned replacement may be much greater than the planned replacement of a part despite its not having failed. There will be an optimum replacement time for parts having a wearout characteristic. COMPARE enables the Weibull parameters of parts to be assessed from field or test data in order for the optimum time to be calculated. The COMPARE user manual covers the basic theory behind these techniques. It also includes reliability theory and the application of these techniques. Graphical outputs for use in word processing packages. FARADIP (FAilure RAte Data In Perspective) provides a failure rate data benchmark which can be used to review the field data which users apply to COMPARE or as a source of data where generic figures are required. See http://www.m2k.com/reliability-maintenance-optimization-software.htm for further functional details and costs.

Essential Compliance Manager

Essential Compliance Manager helps organizations manage the most critical EH&S responsibilities more easily, delegate and monitor compliance activities and prove compliance instantly.

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: ESS 1701 Research Boulevard, Suite 200, Rockville, MD 20850 Brian Mumpower 800-999-5009 Ext 1741 301-556-1701 info@ess-essentialsuite.com www.ess-essentialsuitesuite.com

Software Details - Functionality: Essential Compliance Manager is a breakthrough, browser-based software solution in the Essential Suite portfolio by ESS that helps users move beyond compliance by enabling them to use their environmental data to create drivers for sustainable growth. The application assures compliance, and it has the added benefits associated with more agile, responsive, bottomline-oriented organizations. Up-to-the-minute reports monitor and verify the compliance status of each phase of an enterprise right from the desktop. Managers can identify ways to simplify procedures organization-wide, developing consistent compliance practices and reducing errors while learning todays compliance status, the reasons why past decisions were made and the potential impact of new regulations on the cost of future operations

Compliance Suite
Compliance Suite Refrigerant Compliance Management Software helps users maintain total compliance with EPA regulations by accurately tracking refrigerant usage, leaks and disposal.

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: ESS 1201 18th Street, Suite 210, Denver, CO 80202 Julie Holmes 888-766-0220 303-297-1907 info@ess-compliancesuite.com www.ess-compliancesuite.com

eTaskMaker Project Planning System

Flexible tool for standardizing and improving best practices in estimating, planning and scheduling maintenance work.

Software Details - Functionality: Compliance Suite Refrigerant Compliance Management Software helps users total compliance with EPA regulations by accurately tracking refrigerant usage, leaks and disposal. The program, which is fully integrated with all of the other programs in Compliance Suite - by ESS - records all appliance information, including a complete history of service records, refrigerant consumption and leakage rates. It helps users control and manage valuable EPA-regulated refrigerant inventory from purchase through final disposal. Features in the applications include custom 3-D reporting with Crystal Reports, and the ability to prepare reports for appliances that exceed EPA leakage rates and identify potential problems for immediate preemptive action.

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: InterPlan Systems Inc. P.O. Box 590131 Bernard Ertl 281-482-7126 281-648-1821 info@interplansystems.com http://www.interplansystems.com/

Software Details - Functionality: eTaskMaker generates detailed, customized project schedules (including tasks, durations, resources and PDM schedule logic) for export to leading project management systems based upon quantities, dimensions and answers to multiple choice questions. Supported project management exports include ATC Professional, Primavera P3, P3e & P3e/c, Microsoft Project, Microsoft Excel (for cost estimating) and more. eTaskMaker includes over 100 estimating modules related to plant maintenance (including piping demolition, fabrication and installation). The eTaskMaker Module Editor allows you to edit/customize any module or easily build new ones.

ePHA
Excel-based program for facilitating PSM/RMP process hazard analyses, with five different methodologies and an order-of-magnitude risk based approach.

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: Unwin Company 1920 Northwest Blvd., Suite 201, Columbus, OH 43212-1197 USA Robert W. Johnson (614) 486-2245 (614) 486-2141 info@unwin-co.com www.unwin-co.com

FARADIP (FAilure RAte Data In Perspective)

FARADIP (FAilure RAte Data In Perspective) is one of the largest failure rate and failure mode data banks in the reliability profession.

40

Survey 2005

Special Maintenance Applications Software

> Pneumatic and hydraulic equipment. > Computers, DP and Comms. > Alarms, fire protection, arrestors, fuses. See http://www.m2k.com/reliability-maintenance-optimization-software.htm for further functional details and costs.

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: Maintenance 2000 Limited Broadhaugh Building, Suite 110, Camphill Road Broughty Ferry, Dundee DD5 2ND, Scotland Mr. K. Lees +44 (0) 1382 803070 +44 (0) 1382 737736 kenny@M2K.com www.M2K.com

iWare
iWare brings all maintenance information needed to the operator screen to empower the operation and maintenance expert.

Software Details - Functionality: FARADIP is one of the largest failure rate and failure mode data banks in the reliability profession, based on over 40 published data sources together with M2K's own reliability data collection. FARADIP has been available for 10 years and is now widely used as a data reference. It provides failure rate data ranges for a nested hierarchy of items covering electrical, electronic, mechanical, pneumatic, instrumentation and protective devices. Failure mode percentages are also provided. > Nested menus of failure rates and failure modes from over 40 diverse data sources including military, telecommunications, offshore operations, process and aerospace industries. > Ranges of failure rates spanned by the majority of published sources and an indication of the most common values. > FMEA's for two system failure modes together with parts count and MTBF calculations. > Full editing facilities for global files and component entries. Equipment included: > Microelectronics (logic, linear & memory). > Discrete semiconductors, tubes, lamps. > Passive electrical components. > Instruments and analysers. > Connectors, switches, PCBs, cables. > Electromechanical and rotating machinery. > Power supplies, sources and transformers. > Mechanical items (incl. pumps and valves).

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: iWare Division, CanWeb Suite 204-265 Front St. N., Sarnia, Ontario, Canada, N7T 7X1 Jackie Grant 519-332-6900 519-332-6464 sales@canweb.com http://iware.canweb.com

Software Details - Functionality: Enable tracking, sorting and managing your assets Enables faster fixes Work from schematics, drawings, equipment photos on or at work station monitor Replaces binders at the work station with real time information in electronic format Brings data from HMI, SCADA, DCS, PLC Data historians, logbooks, Brings non data like drawings, procedures, business rules, inspection reports, maintenance records, suppliers information to work station screen Provides fix it information from root cause failure analysis and solutions Electronic logbook data collection and organization of history Compliance procedures where step by step maintenance sequences critical

In BRW Magazines 2004 Fast 100 Survey,

Assetivity Is The 37th Fastest Growing Company In Australia

Call us, or visit our website, and find out why

Assetivity Pty Ltd, Operations and Maintenance Consultants, PO Box 1315, Booragoon WA 6154 Ph 08 9474 4044 www.assetivity.com.au

41

Survey 2005

Special Maintenance Applications Software

holdings/distribution, economic repair locations or discard recommendations, and provide an assessment of the whole of life ownership costs. Analyzer is capable of extracting logistics support data from the OmegaPS product to aid in the rapid development of analysis models.

MaDCAT
MaDCAT is a tool for categorization and analysis of experience data from the maintenance process.

Company Information:
Name: Address: Contact: Email: Web: SYSTECON AB BOX 5205, SE10245 STOCKHOLM, SWEDEN Oskar Tengo systecon@systecon.se www.systecon.se

OPUS10
OPUS10 is a comprehensive and flexible tool for spares optimisation and logistics support analysis, enabling maximum availability at minimum cost.

Company Information:
Name: Address: Contact: Email: Web: SYSTECON AB BOX 5205, SE10245 STOCKHOLM, SWEDEN Oskar Tengo systecon@systecon.se www.systecon.se

Software Details - Functionality: MaDCAT (Maintenance Data Categorization and Analysis Tool) has special emphasis on analysing development of reliability, cost and system performance over time. For breakdown and accumulation of data (cost, number of events etc), MaDCAT uses a unique flexible combination of user-defined hierarchical structures, cost elements and information categories. MaDCAT analyses events as a function of time or any other time-based parameter. Trend analysis is used to discover changes in event flows. Sequential test plans can be applied to verify failure flows. Analysis of failure intensity is used to determine maintenance intervals. Data is easily imported and exported from customers data sources.

Software Details - Functionality: OPUS10 is the world-leading tool for cost effective spares optimisation, life support costing and evaluation of maintenance and supply concepts. Furthermore it includes the powerful LORA XT for system based, optimal allocation of repair resources. OPUS10 features a very flexible multi indenture, multi echelon model that accommodates any technology or support organisation. It can model flexible/lateral re-supply/backorder priority, preventive/ corrective maintenance as well as repairables, discardables and partly repairables. The optimisation is made from a system perspective and will facilitate increased availability combined with savings of 20-40% compared with other methods.

OmegaPS
World leading Logistics Support Analysis Software for the optimization of design and/or operational support of complex assets.

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: Pennant Australasia Pty Ltd Suite 6/344 Highbury Road, Mount Waverley, Victoria 3149. Jill Batkin 03 9886 7977 03 9886 7955 info@pennantaust.com.au www.pennantaust.com.au

pmo2000
PMO2000 is a Maintenance and Failure Analysis Tool designed for defining the maintenance requirements and undertaking Reliability Growth Programs for industrial plant.

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: Steve Turner 1 Slough Road, Altona Steve Turner +61 3 419 035 +61 3 9395 2512 steve@omcsinternational.com www.reliabilityassurance.com

Software Details - Functionality: The world's leading Logistics Support Analysis package conforming to local and international standards including: Def Stan 00-60, Mil-Std-1388 2B, and incorporating the Australian Defence Force DEF-AUST(5692). OmegaPS reduces the acquisition and life cycle costs of capital equipment through analysis and optimisation of the speed and frequency of maintenance related activities whilst reducing the total cost of ownership and increasing operational availability. OmegaPS software is used by major manufacturers including: Australian Aerospace, Boeing, BAE Systems, Alenia Marconi, Thales, GIAT, Northrop, Lockheed Martin, Eurocopter, and government organizations including UK MoD, Australian Defence Force, Canadian DND and Royal Netherlands Navy & Army.

Software Details - Functionality: PMO2000 is a tool which stores the maintenance strategy / program for a company's assets and outputs these into user formatted Maintenance Schedules (normally MS Word) easily accessible to most CMMS. The failure analysis techniques are versatile and any version of RCM logic can be applied. How can the pmo2000 software make your PMO / RCM Program 100% more Efficient? 1. Provide a purpose designed tool to facilitate and make efficient the review and analysis of Preventive Maintenance (PM) schedules and plant failure modes not covered by PM. 2. Dramatically reduce the time of implementation of new RCM / PMO analysis. Implementation time has been reduced from two weeks to one day by using the software. We found the preparation and post analysis implementation of reviewed PM's consumed more elapsed time than the analysis. By using dynamic filtering and merge functionality from the PMO2000 database, we can now produce PM sheets for complete systems in the clients' own format, in one day. This used to take us two weeks. 3. Swift upload of existing PM schedules. The software has an upload facility which enables upload of existing PM schedules from standard electronic formats, for example, MS Excel. 4. Provide a secure repository for PM schedules and Failure Management Strategy. The software is designed to be a secure repository for PM schedules and FMEA which are in essence, very valuable corporate intellectual property. Often, clients retain this information in spreadsheets which are insecure, manipulated by many, are not conducive to good document control and are often lost as staff move on. 5. Provide a log of PM changes. The software retains history of all PM's active, inactive, modified or deleted. Old tasks are retained in the system as a historical record. 6. Each task is recorded with a justification. A justification for a task and or the modification of the task or the frequency of the task is recorded in the software with the task record.

OmegaPS Analyzer
Life Cycle Costing, Level of Repair Analysis, and Spares Optimization modelling incorporating proven military derived algorithms and modelling techniques.

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: Pennant Australasia Pty Ltd Suite 6/344 Highbury Road, Mount Waverley, Victoria 3149. Jill Batkin 03 9886 7977 03 9886 7955 info@pennantaust.com.au www.pennantaust.com.au

Software Details - Functionality: Analyzer utilises practical real life inputs to support analysis of the Cost of Ownership for an equipment configuration utilised throughout an organisational structure (eg. Multiple machines spread across multiple sites). Analyzer applies analytical rigour to economically analyse or optimise equipment and organisational configurations to minimise cost and maximise availability. Individual or combined analysis runs can be performed to determine optimal spares

42

Survey 2005

Special Maintenance Applications Software

7. Each task must be Authorised. The software has different levels of authority. Each task must be reviewed and authorised by an 'Engineer' before it can be implemented. Provide a means to link the maintenance tasks with the CMMS. The PMO2000 software allows interface between modern CMMS systems that support hyper linking. A PM schedule in the CMMS is hyperlinked to the PM document that is produced by the merge from the PMO2000 software. Documentation of hazards, effects and existing controls Selection and analysis of hazards requiring additional controls Relative risk calculations using the probability/consequence matrix Documentation of additional control, their cost/benefit and associated action plans Automated sorting in risk, consequence, person responsible and required date Common secure database for all risks Built in audit and review capability

qRA Toolkit
qRA Toolkit is locally developed software for qualitative Risk Analysis in accordance with AS/NZS 4360, 3931 and MDG 1010

RCA Rt Incident Management & Root Cause Analysis

A powerful process that identifies underlying problems and helps identify practical solutions. The embedded action management system converts understanding into results.

Company Information:
Name: Address: Contact: Email: Web: The Asset Partnership Pty Ltd Suite 1, 2 Culdees Road, BURWOOD. NSW, 2136 Shane Chiddy mail@assetpartnership.com www.assetpartnership.com

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: RCA Rt Pty Ltd GPO Box 407 Melbourne 3001 Melissa Cameron +61 3 9919 1381 +61 3 9919 1388 Melissa@sirfrt.com.au www.rcart.com.au

Software Details - Functionality: qRA Toolkit is a unique software program to make possible the management of risk in a structured, systematic, defensible and informed manner. The qualitative approach does not require group members to be skilled in mathematics but is designed to create a valid and defensible risk assessment, even when hard data is not available, by leading the risk analysis Facilitator through the risk identification and management process as defined by AS/NZS 4360, 3931 (IEC 60300-3-9) and MDG 1010. This software, offered in stand-alone and network versions, is developed in Australia specifically for Australian and New Zealand Industry and is fully supported with comprehensive training. The qRA Toolkit features a powerful report generator which provides the complete risk analysis report in the right order in addition to: Documentation of the analysis systems and sub-systems

Software Details - Functionality: Effective defect elimination will provide an edge in todays competitive markets. A major challenge facing organizations is their ability to engage people at all levels in identifying, properly understanding and eliminating failures and defects. The RCA Rt process and supporting software provides a framework that brings the shopfloor together with technical resources to eliminate defects. The RCA Rt incident management and root cause analysis software helps manage incidents, failure analysis and defect elimination across one site or multiple sites with ease. It is essential that understanding is followed by action so the software includes a powerful action management system. Simple reports help track progress of actions against forecast dates to help

43

Survey 2005

Special Maintenance Applications Software

focus efforts on the essential tasks. The software is user configurable. Screens, fields and reports may be easily altered to ensure that the existing successful methods already in place are supported and enhanced. There are many approaches to problem solving that are valuable and appropriate in different circumstances. The framework provided by the RCA Rt software is flexible so that these different approaches may be brought together to produce the desired outcome. The RCA Rt Software consists of three core elements; An Incident Management System complete with action management functionality, A Root Cause Analysis tool complete with user friendly cause tree development tool, and An Analysis tool to assist in identifying repeating faults and causes across the database of incidents. The software is highly user configurable and features: Embedded Root Cause Analysis Process and training materials Incident management and reporting facilities Action reports to manage and track progress Ability to link to the Computerised Maintenance Management Systems and other databases Intuitive fault tree building process Incident trending and tracking statistics plus many more. The user can also easily merge maintenance tasks and create maintenance task packages for migration to your CMMS while maintaining the all important audit trail. The software is fully supported by a proven and world class training program and unlimited technical support. Available as standalone, network and internet versions.

RCM Turbo
Leading expert decision support methodology for the implementation of the principles of reliability centred maintenance and development of new, optimised maintenance schedules.

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: Strategic Corporate Assessment Systems Pty Ltd P.O. Box 427 Heidelberg, 3084 Chris Kelly 03 9455 2211 03 9455 2233 chris.kelly@strategicorp.com http://www.strategicorp.com

Software Details - Functionality: RCM Turbo was developed by and for maintenance professionals. Its process incorporates the established principles of reliability centred maintenance, with a strong business-based approach. It is a sound platform for the development of revised maintenance practice and evolution from reactive environments through to planned, lower cost, higher process reliability environments. The thrust of an RCM Turbo assessment is to put before assessors all the best available information required to facilitate and justify decisions. A number of expert components are combined to provide an information flow which leads directly to new, optimised maintenance schedules ready for export and implementation in the existing computerised maintenance management system. These include a criticality assessment, which prioritises equipment for assessment and strongly contributes to the 'thoughtware' component of a reliability analysis. The detailed failure modes and effects analysis component of an RCM Turbo assessment encourages assessors to explore alternative scenarios in order to gauge the resultant effects on both reliability and cost to the business. RCM Turbo seeks first to explore whether any predictive maintenance is technically (then on a cost basis) effective. If a predictive task cannot be found, then any preventative actions are explored. The full implication of doing no maintenance (or operate to failure) is then examined, so that in every significant decision there is a clear comparison between any new, planned environment and a scenario of operating to failure. RCM Turbo then provides a primary task optimisation module to support the decision on how often to perform these cost effective inspections. All the assessment is aimed at the minimisation of business consequence in the event of both operational and safety/environmental failure. Final optimised schedules are generated by RCM Turbo after a process of automatic generation of user-defined workgroups along with a workflow smoothing facility which matches the newly optimised activities to available maintenance resources. The successful usage of RCM Turbo is dependent on the level of assessor knowledge and understanding of reliability principles. RCM Turbo is not just a piece of software, it is a platform underpinning the methodology. Thus an implementation of RCM Turbo is carefully planned in the format of a high profile project, with defined deliverables and expected outcomes. Appropriate end user training is always scheduled as part of the project.

RCM Professional 3.0

RCM Pro 3.0 is an easy-to-use yet powerful reliability software program designed to hold, manipulate, and analyze Reliability-Centered Maintenance or FMEA data in an intuitive, structured, and flexible way.

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: Maintenance 2000 Limited Broadhaugh Building, Suite 110, Camphill Road Broughty Ferry, Dundee DD5 2ND, Scotland Mr. K. Lees +44 (0) 1382 803070 +44 (0) 1382 737736 kenny@M2K.com www.M2K.com

Software Details - Functionality: RCM Pro will hold any number of projects, with only one being open for input at any one time. A project may be of any size, from a single function with an associated functional failure and failure mode, to (for example) the safety systems on an oil platform. FREE evaluation trial (full program plus sample analysis) available. http://www.m2k.com/reliability-maintenance-optimization-software.htm for further functional details and costs.

RCM Toolkit
Specifically designed to support SAE JA1011 compliant RCM, this proven and robust software makes your RCM analysis easy and fast.

Company Information:
Name: Address: Contact: Email: Web: The Asset Partnership Pty Ltd Suite 1, 2 Culdees Road, BURWOOD, NSW, 2136 Stephen Young mail@assetpartnership.com www.assetpartnership.com

Software Details - Functionality: This software supports an RCM II process that fully complies with SAE JA 1011 and is used by the world leaders in the application of RCM. The RCM II process develops the most appropriate strategies to manage the consequences of equipment failure and this software quickly leads the RCM facilitator through the analysis to determine the most appropriate maintenance at the right balance of risk, cost and performance. A particular feature of this software is the way in which the most appropriate management policies are developed using the Failure Finding Interval (FFI) calculator. This software provides all the features expected of an SAE JA1011 compliant RCM analysis in addition to a wide range of reports including work packages sorted by task, frequency and skill set, fault finding guide (which allows for easy system fault diagnosis and hence a faster return to service), analysis

RelCode
Weibull analysis of failure data to determine burn-in, random or wearout failure pattern, mean life, preventive replacement intervals and spares requirements.

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: Albany Interactive Pty Ltd 16 Wellesley Road, Ringwood North, Victoria 3134, Australia Nick Hastings 03 9876 7188 03 9876 6138 Albany.interactive@bigpond.com www.albanyint.com.au

44

Survey 2005

Special Maintenance Applications Software

RIMSys application to raise incidents into the RIMSys database using a basic Microsoft Word form to automatically submit data via your e-mail program. RIMSys is specifically designed to target equipment failure incidents which cause unexpected down time and production loss, and which, therefore, require investigation to prevent these incidents reoccurring. The new RIMSys software guides you through defined investigation, action, implementation and archiving processes, and, can be customised to suit the needs and structure of your organisation. It records all incidents, giving a summary screen for a clear overview, which details screens for specifics, searching, filtering, data extraction and reporting. Each incident is assigned a statusat every step along the way and user definable consequences can be assigned to each incident to assist with prioritising. RIMSys software is an e-mail based notification system. Through Microsoft Outlook it can be configured to notify individuals and groups of certain events in the investigation resolution process. RIMSys is designed as a stand-alone software, appealing to most maintenance professionals. It can also be purchased as part of the PMO2000 software allowing quick retrieval of planned maintenance tasks associated with the equipment being investigated. It includes a configurable Risk Assessment calculator and can be an attachment of any type of file to each incident for archiving formal reports, and including photographs in recording and investigations. You can purchase or rent the full version of RIMSys via internet download and credit card transaction. Rental prices start from just AUS $1700 p/a. RIMSys is designed to take the administrative headache out of investigation. Now with RIMSys at your service, gone are the days when you "can't find that piece of paper" or when you cannot respond in seconds on the status of a specific investigation. For more information on how to get started contact Walter Grdovic at OMCS International, telephone +61 419 540 113 or go to www.ReliabilityAssurance.com

Software Details - Functionality: Statistical analysis of failure and successful performance data, by fitting the Weibull and/or bi-Weibull distribution. Estimates the mean life and other distribution parameters, and graphically indicates the failure pattern as burnin, random or wearout, or a combination. Works from direct data entry, from spreadsheet data, or from parameter estimates. Calculates optimal preventive replacement intervals and corresponding spare parts requirements. Tabular and graphic outputs to screen or printer. Current version 10.01. New features allow user to include notes on specific failures and to flag specific failures in or out of analysis. Runs on IBM-PC. Cost: Single user license $1750. Site license $4400.

RIMSys
RIMSys, Reliability Incident Management System, the software facilitates the recording, management, resolution, and archiving of equipment failure incidents

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: OMCS International Steve Turner 1 Slough Road, Altona Steve Turner +61 3 419 397 035 +61 3 9395 2512 rob@omcsinternational.com www.reliabilityassurance.com

Software Details - Functionality: RIMSys, facilitates the recording, management, resolution, and archiving of equipment failure incidents. RIMSys is a simple process which guarantees that records, reports and projects will never be lost or forgotten. OMCS has added a new feature to its Reliability Incident Management System software. The new feature is designed to integrate data from remote or isolated areas quickly and simply. Now it is possible for staff without access to the

SIMLOX
SIMLOX is a powerful and versatile tool for event based simulation and

TIME TO REVIEW MAINTENANCE STRATEGIES AND/OR OPTIMISE CURRENT PRACTICE ?

The Australian owned and developed RCM Turbo methodology is the choice of organisations world wide for the development and review of optimised, RCM based maintenance schedules. From nuclear power plants to pet food processing operations, the principles of RCM are applied using RCM Turbo to the generation of maintenance regimes that lead to minimisation of failure consequences, while striking the optimal balance between equipment reliability expectations and total annualised cost. RCM Turbo represents a powerful decision support platform while leaving a detailed audit trail of the basis for all assumptions. At the same time, the issue of spare parts required to sustain the maintenance practice is an important one. The Spares Optimisation System (SOS) continues to address this in a unique manner. A criticality assessment is applied to establish the importance of a spare to continued plant reliability. This priority outcome is converted to a recommended max/min holding, taking into account economic order quantity and safety stock calculations. A cost/risk analysis is also applied to expensive items or capital/insurance spares. Advanced 'What if ?' exploration capabilities enhance decision making in SOS. Both RCM Turbo and SOS will deliver substantial and measurable business improvement. Call Strategic for an on site presentation. Detailed information on both these methodologies can be downloaded from Strategic's web site www.strategicorp.com

Strategic Corporate Assessment Systems Pty Ltd

PO Box 427, Heidelberg 3084 Phone: 03 9455 2211

45

Survey 2005

Special Maintenance Applications Software

analysis of complex operational and logistic support scenarios.

Company Information:
Name: Address: Contact: Email: Web: The Asset Partnership Pty Ltd Suite 1, 2 Culdees Road, BURWOOD, NSW, 2136 Stephen Young mail@assetpartnership.com www.assetpartnership.com

Company Information:
Name: Address: Contact: Email: Web: SYSTECON AB BOX 5205, SE10245 STOCKHOLM, SWEDEN Oskar Tengo systecon@systecon.se www.systecon.se

Software Details - Functionality: Masterpiece is sparesFinders award-winning automated system for cleaning large engineering inventory databases. Masterpiece delivers a cost effective, web-based solution to a long standing problem of poor quality data in large inventory databases. The system has been designed to address the needs of large, complex organisations, particularly where improving and then maintaining data quality to a common standard will allow them to properly leverage their ERP software investments. As well as a multi-lingual user interface, the system is designed to process legacy data supplied in many languages to produce a descriptive output in the desired language and format. Masterpiece operates independently of private cataloguing schemes and standards, and allows you to choose the approach which best suits your business needs. Masterpiece enables each line of your data to be cleaned in the most cost effective way. The sophisticated cleaning tools, pattern recognition capabilities and inventory dictionaries automate the task wherever 100% certainty of output is possible. Where manual intervention is required, the system provides a sophisticated interface to structure definitions and control the workflow and approval process. Masterpiece encourages a focus on value, allowing you to get data cleaned in the way which gives you most business benefit.

Software Details - Functionality: SIMLOX is a powerful and versatile tool for simulation and analysis of complex operational and logistic support scenarios. It will simulate how performance varies over time given certain operational profile, support structure, spares assortment and maintenance resources. SIMLOX is ideal for capability assessments. Accurate simulations will identify and correct problems, bottlenecks and shortages before real world operations are compromised. SIMLOX provides graphs on system availability, resource utilisation, actual vs requested mission time etc. SIMLOX handles any technology or organisation. It will accommodate for robbing, battle damages, batched transports, lateral support, scheduled transfers (of systems, items or resources) and more.

Spares Optimisation System (SOS)

Unique expert decision support methodology for establishing whether or not to hold a spare and if so, in what max/min quantities

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: Strategic Corporate Assessment Systems Pty Ltd P.O. Box 427 Heidelberg, 3084 Chris Kelly 03 9455 2211 03 9455 2233 chris.kelly@strategicorp.com http://www.strategicorp.com

SuperSMITH with WinSMITH Weibull and WinSMITH Visual

Probability software for Weibull analysis to objectively find failure modes, and reliability growth software for plots to predict future failures.

Software Details - Functionality: SOS is a Windows based software application which provides users with a consistent, auditable platform for deciding whether or not to hold a spare part. If the decision is to hold, then SOS will recommend an appropriate max/min quantity. SOS is unique in that it utilises an expert approach to the decision making process. Through a criticality assessment taking consideration of a combination of technical and business implications, SOS will make a holding recommendation ready for export to the existing computerised maintenance management system, or will justify the introduction of new items to the store. SOS does not rely on the mathematical manipulation of movement history, thus it can be applied to new equipment spares and equally to slow moving items. A final decision will be a direct reflection of current maintenance practice. Developed by and for maintenance engineers, SOS is an optimising tool, not a 'slash and burn ' approach. Where the business is exposed to risk through insufficient holdings, SOS will clearly indicate the implications. A cost/risk module is provided for the assessment of contentious, expensive and capital/insurance items, where the cost and risk of stockout is graphically compared to the holding costs of the item. SOS is also a 'what if ?' tool. Users can explore the effect on recommended holdings based on alternative lead times, usage and repairability implications. This functionality can clarify the path to new, vendor arrangements while quantifying the effects. SOS is a 32 bit Windows (9x, NT, XP) application provided on CD-ROM for standalone or network use. Licences are provided on a perpetual basis, for unlimited users. Hardware required is Pentium level or better. Costings including training, implementation and corporate licences are provided on application. Strategic also offers spares optimisation services through its affiliate Sparesoptimization.com. See www.sparesoptimization.com

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: Barringer & Associates, Inc. PO Box 3985, Humble, TX 77347-3985 Paul Barringer 1-281-852-6810 1-281-852-3749 hpaul@barringer1.com http://www.barringer1.com

Software Details - Functionality: SuperSMITH softare is a bundled package of WinSMITH Weibull and WinSMITH Visual reliability software. WinSMITH Weibull software makes probability plots to organize the chaos of failure data into X-Y plots that are understandable to engineers by performing Weibull analysis of failure data, lognormal analysis of repair times, and Gumbel analysis of corrosion data to provide objective evidence for failure modes when censored data is included in the dataset. WinSMITH Visual software provides reliability growth plots of mixed failure modes to provide objective evidence of improvements, deterioration, or no change in reliability growth plots to predict future failures.

TapRooT System Software

Root Cause Analysis and Cor rective Action Development software for the evaluation of equipment and human performance related failures.

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: System Improvements, Inc. 238 S. Peters Road, Suite 301, Knoxville, TN 37923 Edward Skompski 865-539-2139 865-539-4335 Skompski@taproot.com www.taproot.com

sparesFinder Masterpiece
Award winning software Masterpiece, cleans and manages large engineering databases. Masterpiece provides a cost effective solution to cleaning dirty data.

Software Details - Functionality: TapRooT System Software provides a database and suite of data collection and evaluation tools that assist the investigator in understanding the root causes of equipment related and human performance related problems. These tools facilitate data organization, evaluation for root causes, and the

46

Survey 2005

Special Maintenance Applications Software

development of effective, measurable corrective actions to prevent reoccurrence. Equifactor, our equipment troubleshooting tool, aids the investigator in understanding the symptoms and causes of equipment related failures, thereby increasing the reliability of the root cause analysis and providing data for trending and analysis. Call our office for pricing and system specifications. Purchase options include single-user through enterprise solutions. minimize equipment downtime. The Gantt based graphical view of the work schedule clearly shows the automatically generated task schedule and resource utilization. Manual overrides can be used to tweak the schedule as required. Ideal for shutdown planning to efficiently schedule and allocate work packages based on a user definable work breakdown structure. Wells Work Scheduler includes the following features: o User Defined resource calendars o Scheduling based on Constraints, Priorities and Predecessors o Scheduling based on Resource and Equipment availability o Drag and drop task linking o Flexible sorting and filtering of work tasks o Printing of Schedule in Gantt format o Flexible project hierarchy o Manage stand alone projects o Integration with CMMS applications (optional) The Wells Wok Scheduler will vastly improve most maintenance scheduling applications and, as a result, maximize resource utilization and minimize equipment downtime.

Trim aka RCMtrim

Trim reliability software quickly builds equipment preventive maintenance (PM) programs using templates to load directly into computerized maintenance management systems.

Company Information:
Name: Address: Contact: Phone: Email: Web: CORE, Inc. 5915 Braun Way, Arvada, CO 80004 USA J.K. August (+1)303-425-7408 Fax: (+1)303-425-0861 jkaugust@msn.com www.rcmtrim.com

Software Details - Functionality: Template-based Trim develops PM plans to load directly into the CMMS. Critical parts, tasks, limits, schedule intervals and workhours block strategy and scope. Simple features manage 10,000+ equipment tags efficiently maximizing work planning productivity. Failure risk simplifies selecting equipment PM. Failure effects document work basis reducing ad hoc field decisions. Concurrent procedure development lowers cost. Wizards, dropdowns, and point & click speed use. Work order interface directly loads PM tables. CORE guarantees turnkey, fixed-price PM program conversion and optimization at lowest cost. Industry-specific templates, pre-developed reports, and custom output formats at nominal cost. Software turnkeys at $10,000.

MINCOM LinkOne
LinkOne is an illustrated parts catalogue and documentation software which allows users to identify parts and maintain the equipment quickly and efficiently.

Company Information:
Name: Address: Contact: Phone: Fax: Email: GHD Level 8, 180 Lonsdale St. Melbourne, 3000 Hakim Mentes 03-8687 8000 03-8687 8111 maintenance_engineering@ghd.com.au

TTREE
Address: Contact: Phone: Fax: Email: Web: Broadhaugh Building, Suite 110 Camphill Road, Broughty Ferry, Dundee DD5 2ND, Scotland Mr. K. Lees +44 (0) 1382 803070 +44 (0) 1382 737736 kenny@M2K.com www.M2K.com

Software Details - Functionality: Main Capabilities Easy identification of parts by linking items on parts list to call outs on drawings. Incorporating parts lists to manuals (html, pdf, doc) Integration to major asset management software such as MINCOM Ellipse, SAP, etc Web based viewer or stand alone viewer Comes in two parts; LinkOne Viewer and Publisher System Requirement Windows ME, 2000 or XP 64 MB of RAM 20 MB of space on hard disc (60 MB space for Publisher) Microsoft IE 5.5 or higher

Software Details - Functionality: TTREE is a straightforward and fast Fault Tree Analysis package that caters for the majority of Fault Tree sizes encountered in practice. It provides: > A simple and logical tree input method that enables tree logic to be verified. > Clear outputs providing cut set ranking by unavailability and failure rate (six measures of cut-set and event importance). > Clear graphics, which can be easily imported into a word processing package (gate suppression facility). > The Technis Beta + method for taking account of common cause failure. > Facilities for one-shot probability such as human error. See http://www.m2k.com/reliability-maintenance-optimization-software.htm for further functional details and costs.

ME Analyst
ME Analyst is a maintenance engineering software suite that assists maintainers to conduct various maintenance analysis methodologies such as FMECA and RCM.

Wells Work Scheduler

Advanced scheduling application that links Maintenance and Operations so that maintenance work can be easily scheduled around resource and equipment availability.

Company Information:
Name: Address: Contact: Phone: Fax: Email: GHD Level 8, 180 Lonsdale St. Melbourne 3000 Nicholas Phillips 613 8687 8000 613 8687 8111 maintenance_engineering@ghd.com.au

Company Information:
Name: Address: Contact: Phone: Fax: Email: Web: The Software Well 47 Epping Dr, Frenchs Forest, 2086, NSW Steve Sydenham 0419 413 139 02 9402 4532 info@thesoftwarewell.com.au www.thesoftwarewell.com.au

Software Details - Functionality: Capabilities Reliability Centered Maintenance (RCM) Failure Mode, Effects and Criticality Analysis (FMECA) Maintenance Task Analysis (MTA) System lead step-by-step decision process Automatic calculation of failure mode criticality, item criticality and task intverval Complete history of original and subsequent analysis Training is available

Software Details - Functionality: This advanced scheduling application integrates with CMMS applications to provide a seamless environment for generating maintenance tasks and then optimizing the maintenance schedule around task priority, resource availability and equipment availability to maximize resource utilization and

47

48

Generating Failure Codes Using FMEA And Functional Analysis

Bill Keeter (USA)
This paper was presented at the Computerised Maintenance Management Summit 2005 (Indianapolis, USA). See the advertisement on the CMMS - 2005 to obtain the Conference Proceedings. One of the most important parts of Computerized Maintenance Management System (CMMS) implementation and CMMS usage is the generation of failure codes for the craftsmen to record. Picking good codes means that you will have information that is useful for continuous improvement activities. Picking inadequate codes means that crafts people will soon grow tired of carefully entering codes that are not perceived to generate value for the organization. This paper explores how to use Failure Modes and Effects Analysis (FMEA) or Equipment Functional Analysis methods to generate useful failure codes.

All that data but no information

One of the most common complaints I hear from companies with CMMSs is that they keep putting data into the CMMS, but they hardly ever get useful information for maintenance improvement back out. More often than not, the root cause of this problem is that the failure codes used to gather reliability information are not well devised. In many instances maintenance personnel are asked to make judgments about the root causes of failures when it is impossible for them to have the information they need at the time failure codes are entered.

Failure Coding Example

One of the most frequently used methods for arriving at failure codes is for a group consisting of maintenance engineers and crafts people to sit down and think of the codes based on their memory of what has failed and how. The result is often something like what we see in Figure 1. Failure codes such as these do not lend themselves to useful data analysis. Crafts people are often not in a position to know whether the failure was due to lack of lube, Normal Wear and Tear (NWT), etc. In most cases a craftsperson would not enter Maintenance Error as the cause of the failure.

Functional Analysis to the Rescue

By focusing on the function of an item of equipment and developing the failure modes associated with the loss of function we can create data coding schemes that will enable us to use statistical analysis tools such as Weibull to get useful information for making Reliability Improvements. Figure 1: Failure Code Example for a Gearbox

49 The functional analysis structure is much like the structure in the CMMS. There are levels of indenture that are developed based on how facility equipment is constructed to perform the facilities overall function. The functional hierarchy is developed using the equipment hierarchy as its basis. It starts at the top level and works its way down to individual maintainable items within the facility such as pumps, gearboxes, piping, and fans. It might look something like what we see in figure 2.

Figure 2: Equipment Hierachy We next describe the functions of the various pieces of equipment. The loss of these functions is typically what an operator sees and might be the basis for the initial comments in a work order generated for a failure.

Figure 3: Item Functions and Functional Failures

Failure Modes or How I Learned to Troubleshoot in Advance

The next step in the functional analysis is the development of the failure modes or causes associated with the loss of desired function. The failure modes are simply the failed equipment parts that cause the loss of equipment function.

50

Figure 4: Equipment Failure Modes/Causes The failure modes now become the basis for CMMS Failure Coding. It is helpful to break the failure mode into two parts. The first being the failed component, and the second being the description of the failure. These codes can later be exported from the CMMS to a spreadsheet so they can be manipulated to produce useful information for Weibull Analysis.

1: Component Code Examples Component Code DEBRG NDEBRG BLT SFT GR Component Drive End Bearing Non Drive End Bearing Belt Shaft Gear

2: Failure Type Code Examples Failure Code SZD BRK LS BRNT CRK Failure Description Seized Broken Loose Burnt Cracked

51 By developing codes in this way we eliminate the huge laundry lists of codes that often lead to overuse of the other code because it is so hard to find the right one.

Analyzing the Data

There is not much use in collecting failure data unless we can analyze it to determine what sort of maintenance strategy we might use to improve overall equipment performance. Weibull Analysis allows us to use small amounts of data to make powerful decisions about maintenance strategies. Weibull Analysis was invented by Waloddi Weibull during the 1930s to describe the bathtub curve that is so often associated with failures in aging populations. The Weibull equation describes each portion of the bathtub curve using three parameters, eta, beta, and gamma.

Weibull Parameter Eta .

Symbol

Description Characteristic Age - The point in time at which 63.2% of items in service are likely to have failed. Shape Factor - Represents which portion of the bathtub curve we are on. Location Parameter - Marks the beginning of each of the three regions of the bathtub curve.

Beta Gamma

Figure 5 shows the bathtub curve and the different points for various values of eta, beta, and gamma.

Figure 5: The Bathtub Curve

Weibull Software
Weibull software now allows us to analyze failure data to determine eta, beta, and gamma rapidly, and to see if our data set makes any sense to us. All we need is some basis such as calendar time, operating hours, number of cycles, etc., and a time zero for the installation or overhaul of the component. We put the times to failure into the software, and then simply interpret the results. With only a small amount of training we can improve the decision making process so that overall reliability can be improved. The key thing to remember is that Weibull is really only valid for a single failure mode such as seized bearing, or loose belt.

3: Example of Time to Failure Data item blocked filter blocked filter blocked filter blocked filter blocked filter blocked filter blocked filter time to failure 22712 15503 22962 22398 21167 20106 23616 work order description Alarm low oil pressure low oil pressure low oil pressure moving too slow, low pressure not working correctly oil pressure low oil pressure low comments Filter blocked cleaned filter cleaned the filter cleaned filter blocked filter cleaned and unblocked filter filter was blocked filter badly blocked

52

Figure 6: Weibull Curve Generated From Sample Data The B values shown in Figure 6 represent the times at which 10%, 15%, or 20% of the filters are likely to become blocked. These are unreliability values which we can use to decide when we might want to change the filters. At B10 we could expect a 90% probability that we would not suffer a failure due to blocked filters. Figure 7 shows some various Weibull shapes and the potential maintenance strategy for dealing with them. The maintenance strategy we use will be very dependent on the business impact of the failures. Weibull only gives us a probability of success. It does not give us all of the information we need for making the best business decisions. Curve Description
A: Infant failure followed by a long period of gradually increasing or constant failure rate.

Potential Maintenance Strategy

Root Cause Failure Analysis to determine causes of infant failures. Interim stage parts and personnel if repairs required. Do not implement time based maintenance.

B: A long period of gradually increasing or constant failure rate followed by a rapid wear out period.

Potential for time based replacement or overhaul at just before the point where Wearout begins to occur. Root Cause Failure Analysis if Wearout is occurring earlier than desired or required to meet business obectives.

C: Very few initial failures followed by a short period of rapidly increasing failures then a long period of gradually increasing or constant failure rate.

Predictive Maintenance or Constant Condition Monitoring. Root Cause Failure Analysis if residual failure rate is too high.

D: Constantly increasing failure rate.

Time based replacement or overhaul depending on the level of acceptable cost or risk.

E: Random Failures with constant failure rate

Run to Failure, Predictive Maintenance, or Constant Condition Monitoring. Root Cause Failure Analysis if failure rate is higher than desired or required to meet cost and risk needs.

F: Combination

May require different strategies depending on where in life cycle.

Figure 7: Weibull Shapes and Potential Maintenance Strategies

53

The Business Decision - What is Important

The final decision for a maintenance strategy has to be based on the business impact of the failure in terms of cost, safety criticality, environmental criticality, and operational criticality. We can improve the Reliability Centred Maintenance (RCM) process by integrating these factors with Weibull to reach decisions that make the most business sense.

Conclusion
Using functional analysis of equipment to generate failure codes for the CMMS can significantly increase the value of the information we get back. Functional analysis allows us to focus on the failure items that prevent the business from achieving its goals. The use of two part codes significantly reduces the size of the code list and helps improve the likelihood that people responsible for entering the codes will do so. The use of Weibull Analysis to analyze the data from the coding will significantly improve the decision making process with just a few simple guidelines. Contact Information: Bill Keeter, CMRP, President, Phone: 888-673-8360 x3 ,FAX: 800-350-4449

Conference Proceedings CD For Sale:

Aus$ 220

CMMS 2005 Indianapolis, USA

Papers are formatted in Acrobat PDF. Some papers are in PPT slide format and some in text format. Price includes postage anywhere in the World. Unlocking The Secrets of CMMS Data. Benchmarking Best Practices Maintenance. BOMs - A Maintenance Inventory Savings Model. Internet delivered CMMS to build improved equipment reliability. Improved CMMS and Asset Management Systems. Reducing the Cost of Parts and Inventory Stores Using EAMs. Application Service Provider (ASP) model for CMMS/EAM. Value Driven Maintenance - Creating shareholder value . Understanding Plant Maintenance Effectiveness. Maintenance Inventory and Purchasing. Take control of work, maintenance and asset management. EAM Versus Best of Breed CMMS. The Role Of CMMS In Support Of An Improvement Initiative. Strategies and Tactics for Achieving Results. Getting the most from SAP-Enterprise Asset Management. Structured Problem Solving for IP Business Systems.

Inventory Management-- A Critical Component to Your EAM Strategy. Generating Failure Codes for CMMS Implementation. Key Elements To Successful CMMS Implementations. Leveraging Enterprise Information to Enhance Asset Management. Selecting the Right Maintenance Information System. Using CMMS to Optimize its Inventory Management Practices. 6 steps to selecting a CMMS. Mastering Computerized Maintenance Excellence. Managing Maintenance Training with the CMMS or EAM. Industrial Lubrication and CMMS. Smart training: Implementation Leading to CMMS training. Making Your Existing CMMS Successful. Computerized Asset Management for Public Works Departments. Bonus article: CMMS Best Practice

To purchase these important CMMS 2005 conference proceedings Fax 61 3 59755735 or Email mail@maintenancejournal.com Cost of the CD of the CMMS 2005 conference proceedings is Aus$ 220. Payment may be by Credit Card, Purchase Order or Direct EFT.

53

54

The Business End Of Maintenance

Deryk Anderson
Oniqua Enterprise Analytics (Australia) deryk.anderson@oniqua.com

S UMMARY
Many organizations fail to see the Maintenance function as part of their competitive advantage. Maintenance is more often regarded as a mystery to many decision makers and is frequently seen as an easy target for budget cuts. Often the cause of a poor corporate view of maintenance lies in the difference between executive and technical stakeholder views. This paper explores the relationship between maintenance and business outcomes and the contribution of the maintenance function to the business bottom line.

INTRODUCTION
Asset intensive organizations in both the private and public sectors rely on assets to provide products and services. The ability of these organizations to provide desired service levels, function safely (with regard to personnel, public and the environment), and economically or profitably is dependent on the effective maintenance of these assets. Effective maintenance requires planning, organization and control, in other words management, of the maintenance function. The maintenance function of organizations has an essential purpose directly related to the assurance of asset capability [i] and the achievement of organizational objectives. Greater understanding of the relationship between maintenance objectives and organizational goals and objectives will enable the maintenance practitioner to deliver new levels of service to the organization. The challenge for maintenance is to quantify its value to the business in a measure of organizational management effectiveness. Moderate improvements in maintenance performance can have a significant impact on the bottom line results of business. This paper explores the impact of maintenance improvement initiatives on the Return on Assets and Return on Equity of business.

OBJECTIVES OF BUSINESS
In fundamental terms, the purpose of business is to return a profit to owners and investors. The conclusion that business is focused only on making money to the exclusion of all other concerns is not popularly supported. Kay [ii] observes: this view of business as necessarily selfish, narrow and instrumental, is, as it always has been, nonsense. Business which is selfish in motivation, narrow in outlook, and instrumental in behavior is rarely successful business. Hutton [iii] reports an excerpt from Shells annual report from Sir Mark Moody-Stuart: Profits are an important part of our ability to contribute to society. Shell companies also accept that their responsibility is to help deliver the economic, social and environmental requirements of sustainable development. Being trusted to meet societal expectations is essential for long term profitability. Most businesses declare their purpose and objectives in a number of published statements that are available to employees, shareholders and the public. These may include: A statement of the purpose, vision and values of an organization (e.g. Mission Statement); A statement of the functional objectives of an organization, which contains more distinct goals that may have performance criteria associated with them. There are similar common objectives identified in the statements of asset intensive businesses: To operate profitably or economically; To provide desired or agreed levels of service; To operate safely in terms of consumers, the public and employees; To operate safely with regard to the environment. These objectives can be seen in the following statement by Rio Tinto [iv]: Rio Tinto is a world leader in finding, mining and processing the earth's mineral resources. In order to deliver superior returns to our shareholders over many years, we take a long term and responsible approach to exploring for first class orebodies and developing large, efficient operations capable of sustaining competitive advantage.

55 In this way, we help to meet the global need for minerals and metals which contribute to essential improvements in living standards as well as making a direct contribution to economic development and employment in those countries in which we invest. Wherever we operate, we aim to work closely with our hosts, and strive to respect laws and customs, minimize adverse impacts, and ensure transfer of benefits and enhancement of opportunities. We believe that our competitiveness and future success depend not only on the unrivalled quality and diversity of our assets but also on our record as good neighbors and partners around the world. Accordingly, we set ourselves high environmental and community standards. Our commitment to health, safety and the enhancement of the skills and capabilities of our employees is second to none in mining. We seek to make lasting contributions to local communities and to be sensitive to their culture and way of life. Asset intensive organizations rely on assets (plant and equipment) to achieve their outcomes. These assets are designed to achieve levels of safety, output and economy. As the capability of assets deteriorates, these outcomes are put at risk. Assets may behave in a way that is unsafe or uneconomical. The effectiveness of the performance of assets in asset intensive organizations impacts on the ability of these organizations to meet their objectives. The loss of asset capability through degradation or failure can impact significantly on the ability to meet these objectives. Maintenance contributes, in particular to the organizational objectives of profitability (economy of operation), agreed levels of service, and safety of consumers, the public, employees and the environment.

OBJECTIVES OF MAINTENANCE
Thomas [v] reports that maintenance accounts for up to 40% of an organizations costs; this means that maintenance is a significant consumer of human and financial resources in business. As maintenance is intended to assure asset capability, the purpose of maintenance can be generally described as to assure the safety and profitability (or economy) of the host business. The role of maintenance in preventing the consequences associated with asset failure, means that maintenance should be considered a vital function within the business. The objectives of the maintenance function must be complimentary to the objectives of the host business. For this reason, maintenance objectives often emphasise attention to: Maintaining assets to a functional standard of performance such that they will achieve their desired capacity and availability (assures required service levels and economy / profitability of operation); Safety of consumers, public, personnel and the environment; Meeting objectives of safety and capacity at a minimum total resource cost.

MEASURING BUSINESS PERFORMANCE

The outputs of business management are demonstrated in the model of Figure 1, derived from [vi]. This model shows business management responding to a set of operational and environmental constraints to produce performance in terms of profit, risk and cash flow. These outputs are considered to be both tangible and intangible. The financial performance of a business is considered to be much easier to measure, while risk is less quantifiable.

PROFIT
Operational Environment / Constraints Organisational Management

RISK CASHFLOW

SHARE PRICE

Figure 1 - Influence of Organisational Management on Share Price A more detailed appraisal of business performance can be seen in the following list derived from work by Freibert [vii]. This list considers business performance in terms of managerial performance and financial performance.

56 Managerial Performance Strategic Direction; Management Team; Leadership; Succession Planning; Employee Relations; Innovation; Board Relations; Investor Relations; Community Relations; Regulatory (statutory) Compliance; Risk Management. Financial Performance Return on Assets (ROA); Return on Equity (ROE); Capital Provision; Stock Price Performance; Book Value Performance; Dividend Payout; Market Share.

It is argued that the managerial performance measures relate to risk, and are ultimately reflected in the financial performance of the business. Risk management is part of the social responsibility of organizations, but is ultimately measured by the viability and profitability of the business. Financial performance is a tangible outcome that reflects the true performance of business and one against which the contribution of maintenance can be easily measured. Primary measures of financial performance for asset intensive business are Return on Assets and Return on Equity. Calculations of these measures vary between sources. For the purposes of this paper, these measures are defined as follows: Return on Assets (ROA) - A ratio of the net income a business is able to earn with its total assets. ROA is calculated by dividing operating profit by total assets. Return on Equity (ROE) - A ratio of the net income a business is able to earn with its total shareholders' equity. ROE is calculated by dividing operating profit by shareholders equity. The calculation of ROA and ROE is demonstrated in the model of Figure 2, derived from Higgs [viii]. The model of Figure 2 shows the relationship between finances and ROA and ROE. The financial categories of Figure 2 are defined as follows: Current Assets are assets of a business that are expected to be converted to cash, sold, or consumed during the normal operating cycle of the business (normally one year) and include cash, receivables, and inventory including maintenance spares. Fixed Assets are assets such as plant and equipment, machinery and furniture and fittings. Total Assets are the entire assets of an organization and are calculated by the sum of Current Assets and Fixed Assets. Total Liabilities are what a business owes to others and includes wages and salaries payable, taxes payable, bank loans, etc. Shareholders Equity is the capital invested from shareholders and from retained profits and is equivalent to Total Assets minus Total Liabilities. Sales Revenue is the income from all sales. Operating Cost is the sum of all costs associated with sales and includes raw materials, labor including maintenance labor and materials. Operating Profit is profit before tax and is calculated by the difference between Sales Revenue and Operating Cost.

Current Assets (CA)

TA=CA+FA Total Assets (TA) ROA=OP/TA Return On Assets (ROA)

Fixed Assets (FA)

SE=TA-TL Total Liabilities (TL) Shareholders Equity (SE)

ROE=OP/SE Return On Equity (ROE)

Sales Revenue (SR)

OP=SR-OC Operating Profit (OP)

Operating Costs (OC)

Figure 2 - Calculation of ROA and ROE

57 The financial performance of a medium sized manufacturing business is shown in the following example. The relevant financial figures for the business are shown in Table 1. These figures are derived from the annual report of the business. Category Current Assets Fixed Assets Total Assets Total Liabilities Shareholder Equity Sales Revenue Operating Costs Operating Profit $ 167,988,152 $ 476,610,000 $ 644,598,152 $ 215,241,494 $ 429,356,658 $ 428,250,643 $ 406,728,737 $ 144,867,123

Table 1 -Financial Figures The application of these figures to the model of Figure 2 is shown in Figure 3. This indicates current financial performance of the business with an ROA of 3.34% and an ROE of 5.01%.

Current Assets $167,988,152 Total Assets $644,598,152 Return On Assets (ROA) 3.34%

Fixed Assets $476,610,000

Total Liabilities $215,241,494

Shareholders Equity $429,356,658 Return On Equity (ROE) 5.01% Operating Profit $21,521,905

Sales Revenue 428,250,643

Operating Costs $406,728,737

Figure 3 -Example Calculation of ROA and ROE

THE CONTRIBUTION OF MAINTENANCE

The cost and performance of maintenance contributes to the ROA and ROE. The degree of contribution of the maintenance function to ROA and ROE can be explored by considering the influence of improvement in maintenance performance on ROA and ROE. The model of Figure 4 shows how maintenance improvement initiatives can impact on ROA and ROE. This model shows the following Operational and Financial benefits of maintenance improvement: Lower maintenance costs, reduce operating costs, and increase operating profit, ultimately increasing ROA and ROE. Every dollar that is not spent on maintenance has a direct impact on increasing company profitability. Lower inventory costs decrease operating costs AND decrease assets increasing ROA and ROE. Every dollar reduction in inventory has a multiple impact on increasing business profitability. Increased equipment uptime can lead to increased revenue, increasing gross profit and profit after tax. Reducing the incidents of undesirable equipment failure consequences and increasing inventory service levels can reduce risk and lower insurance premiums (either external coverage or self insurance).

58

Analyse Equipment Failures

Improve Equipment Design

Increase Equipment Uptime Increase Production Output

Improve PM Effectiveness

Reduce Failure Impact

Decrease Labour costs

Improve Inventory Service Lvls

Reduce Unplanned Maintenance

Decrease Insurance Premiums

Decrease Operating Costs

Increase Operating Profit

Increase ROA / ROE

Reduce Unnecessary Maintenance

Decrease Materials Costs

Reduce Excessive Inventory

Reduce Materials Inventory

Decrease Asset

Improve Supplier Performance

Reduce Procurement Costs

Initiative

Impact

Operational Benefit

Financiall Benefit

Figure 4 -Impact of Maintenance Improvement Initiatives on ROA and ROE The quantification of maintenance improvement is considered in the following example. Moderate improvements in maintenance performance are arbitrarily applied to the categories of Figure 4 in Table 2. The financial impact of these improvements is summarized in Table 3. The figures from Table 3 are applied to the existing figures in Figure 3 on the following basis: Increased production is added to sales revenue; Labor cost reductions are deducted from operating costs; Material cost reductions are deducted from operating costs; Inventory reduction is deducted from current assets. The results of these alterations are shown in the model of Figure 5. This shows a net increase of 24% and 25% in ROA and ROE respectively. These figures represent a significant improvement in the business bottom line. To achieve equivalent improvements through sales would require a 24% increase in sales ($104,046,875). Operating Uptime Losses due to downtime, quality and rate Labor Resource Excessive Labor Resource Cost Overtime Material Resources Excessive Maintenance Inventory Excessive Purchasing Transactions Reduce Number of Invoices Reduce Number of Payments Reduce Expediting Costs Overheads Annual Budget Over / Under Run $ 13,227,000 0.00% $0 $ 4,133,330 $ 125,000 $ 50,000 $ 50,000 $ 25,000 5.00% 4.00% 4.00% 3.00% 25.00% $ 206,667 $ 5,000 $ 2,000 $ 1,500 $ 6,250 $ 8,266,670 $ 827,000 10.00% 10.00% $ 826,667 $ 82,700 Annual Cost / Income $428,250,643 Recoverable Loss 1.00% Annual Savings $4,282,506

Table 2 -Moderate Improvement in Maintenance Performance

59 Category Improved Uptime / Rate / Quality Labor Cost Reductions Materials Cost Reductions (15% Holding Costs) Inventory Reduction Overhead Reductions Savings $ 4,282,506 $ 909,367 $ 45,750 $ 206,667 $0

Table 3 - Summary of Maintenance Improvement Initiatives

Current Assets $167,781,485 Total Assets $644,391,485 + 24% Return On Assets (ROA) 4.15%

Fixed Assets $476,610,000

Total Liabilities $215,241,494

Shareholders Equity $429,149,991

+ 25% Return On Equity (ROE) 6.24%

Sales Revenue $432,533,149

+ 24% Operating Profit $26,759,529

Operating Costs $405,773,620

Figure 5 - Changes to ROA and ROE after maintenance improvement

CONCLUSION
The outputs of the maintenance function have a direct impact on the objectives of private and public organizations. Maintenance particularly impacts the following objectives of asset intensive organizations: To operate profitably or economically; To provide desired or agreed levels of service; To operate safely in terms of consumers, the public and employees; To operate safely with regard to the environment. The quantification of benefit to the business provided by maintenance can be considered to include tangible and intangible measures. When tangible, financial measures of business performance are considered, moderate improvements in maintenance effectiveness can be shown to impact significantly on the business bottom line. Quantifying maintenance improvement in terms of business measures is an effective tool for demonstrating the power of maintenance improvement and the cost effectiveness of investment in the maintenance function.

AUTHORS NOTE
Portions of the content of this paper are extracted from Central Queensland University (CQU) course notes Establishing the Maintenance Strategy written by the Author. Permission of CQU to reproduce this portion in this paper is acknowledged.

REFERENCES
i Murray M et. al., Maintenance Engineering Society Of Australia Capability Assurance: A Generic Model of Maintenance, The Maintenance Engineering Society Of Australia, 1995, Retrieved from http://www.mesa.org.au/engineering.html ii Kay J, The Role of Business in Society (Inaugural Lecture, 3 February 1998), Retrieved from http://www.johnkay.com/in_action/133 iii Hutton C, Corporate Citizenship, Retrieved from http://www.surrey.ac.uk/Education/ETGACE/ukworkshop-ChrisH.doc iv Author Unknown, A World Leader in Mining, Retrieved from http://www.riotinto.com/about/default.asp v Thomas C, Maintenance - A Business Centered Approach, Retrieved from http://www.plantmaintenance.com/articles/BCMaintenance.shtml vi Author Unknown, Portfolio Theory, University of Adelaide School of Commerce, 2001, Retrieved from http://jeeves.commerce.adelaide.edu.au/courses/bf2/slides/TOPIC6-2001.pdf vii Freibert G, Evaluating the CEO, Western Banking Magazine, Western Independent Bankers, October/November 2000 viii Higgs J, The Economic Value of Inventory Improvement, Advent User Conference, August 2000

60

Moving From Reactive To Proactive

Rod OConner
OneSteel, Australia
here do organisations start in terms of the journey of moving an organisation from one that is reactive to one that is preventive, planned, predictive and proactive? Answer, at the start. Dunn (n.d., p. 4) claims that this question is best answered as per a diagram by Ledet, from Dupont, part of which is shown in Figure 1. Federal Behaviours Strategic
Alignment (shared vision) Integration (Supply, Operations, Marketing) Differentiation (System Performance) Alliances

Dont just fix it, improve it Fix it before it breaks Planned

Predict Plan Schedule Coordinate Cost Focuse

Fix it after it breaks Reactive Dont Fix It

Proactive
Eliminate Defects Improve Precision Redesign Value Focus

Figure 1

Journey from reactive focused to reliability focused culture (from a diagram by Ledet, from Dupont)

The model nominates five (stable) domains in which manufacturing organisations may choose to either remain within one, or based on their strategic business direction and organisational leadership, strive for maintenance excellence and move through the domains. For example, some companies may choose to remain reactive. Blann (2003); and Dunn (n.d.) claim that this is certainly a stable domain and one that has served many an organisation well for a long time and become the paradigm of good maintenance performance. The maintenance department within these companies typically have a relationship with their operations department which is one of when you break it, we will fix it. Themselves and others judge their effectiveness by how quickly they can respond. Some would call this having a customer focus. They typically gear their organisational structures and management practices to suit this responsiveness - i.e. given that they are reactive they: Carry lots of spares which are normally poorly controlled - i.e. held outside of the normal stores inventory system in satellite stores. Have no need for planners and schedulers - i.e. very little work is planned and/or scheduled. Discipline is poor in relation to work process flow - i.e. job initiation, assessment, prioritisation, detailing scopes of work, who plans, etc. Information systems / CMMS would not be effectively utilised hence rendered (almost) useless for future analysis and decision making purposes. Equipment maintenance plans would either not exist or be incomplete and not adhered to. Maintenance resource structures are top heavy in terms of labour allocation to address the first line / reactive work. Breakdowns take precedence over preventive / planned work which inevitably results in more breakdowns and the cycle continues. From a different perspective, if we were to put ourselves in the position of a tradesperson in a reactive domain there are a number of personal incentives and behaviours associated with being in this domain, such as: I am personally rewarded - people need me to fix the plant and get it back on-line as soon as possible, albeit the repair may only be a band-aid and exacerbate the situation. I am financially rewarded when I work overtime and am called-out. I am a highly skilled tradesperson (sic) in that I have to display all of my trade savvy to trouble shoot the breakdown and then fix it.

61 I am motivated and enthusiastic because I enjoy the variety and challenge associated with not knowing what (and when) I will be working on next. The reactive domain is very different from the next domain of planned. When you move into the planned maintenance phase there is more of a focus on systems, procedures and rules. Put simply this domain requires the rigour and discipline associated with striving to understand plant and equipment condition so as to enable tasks be both planned and scheduled and then executed at a time suitable to both maintenance and operations. One can appreciate, from the same trade persons view, who may have lived in the semi-chaos of a reactive environment for possibly all of his working life, how hard it would be to adjust to this planned domain. The rewards and behaviours in the reactive domain disappear and are replaced with routine inspections, avoiding failures, no surprises and no challenges. If you compare the reactive to the planned domain, it is not hard to envisage why initiating / leading a change from one to the next is a very difficult task. If organisations choose to continue on the journey and move on from the planned domain, referring again to Figure 1, methodologies such as Reliability Centred Maintenance (RCM), Business Centred Maintenance (BCM), Total Productive Maintenance (TPM), for example, will need to be embraced if the journey is to progress. These methodologies are based on teamwork and relationships and are absolutely vital to a reliability focused culture.

WHY CHANGE?
Reactive maintenance is typically characterised by practices such as run-to-failure, breakdown and emergency maintenance. Its common characteristics are that it is unplanned and urgent. A more stringent view of reactive maintenance is work you didn't foresee or plan to do on a Monday morning, but had to do before the next Monday. The bottom line is reactive maintenance costs more - typically (and conservatively) between two and four times more than being planned due to its inefficiencies, and levels in excess of 20-30% should be avoided.

WHERE TO START?
Maintenance management, as defined by Wireman (1998, p. 1) is the management of all assets owned by a company, based on maximising the return on investment in the asset. To realise this statement, one can appreciate that there is no single process that will deliver the silver bullet that some seek to find and apply. Current maintenance best practice, as nominated in Proposed Maintenance Definitions: E - Element (n.d.), specify that maintenance shall be doing all of the processes right - refer to Figure 2.

KEY PROCESS
Leadership & Organisation Root Cause Problem Elimination Planning & Scheduling Skills Development Preventive Maintenance Stores Management Technical Database Engineering Interface with Maintenance Facilities, Tools, & Workshops

Figure 2. Key Processes - from figure Assessment of element Current Best Practices (CBP) (Ref. - Proposed Maintenance Definitions: E - Element ) Upon reflection of the initial question of where to start on the journey to build reliability, coupled with the above plethora of choices, it is not difficult to understand the confusion faced with some (if not most) maintenance leaders and practitioners as to what processes to focus on initially to deliver the maximum impact before moving on to the next area of focus, or whether they should have all of the processes in working progress. The objective of this paper will seek to discuss each of the key processes (excluding facilities, tools and workshops), depicted in Figure 2, plus propose a strategic implementation of each of the key processes. Through the above dot point, outline the relationships between each of the processes so as to raise an awareness of the value of implementing the key process in a specific order.

MAINTENANCE PLAN / STRATEGY

Wireman (1998, p. 8) likens the structure of the key maintenance management processes to (building) a pyramid - refer to Figure 3. Each of the key processes form building blocks within the pyramid. Within all constructions a solid foundation must first be in place otherwise the structure will topple over. Once the foundation is laid the pyramid is constructed by completing one layer at a time. Similarly all constructions require mortar to bind the construction. Engineering Interface ORGANISATIONAL Training LEADERSHIP Inventory & Procurement Work Flow System Information Database Proactive Maintenance

MAINTENANCE PLAN/STRATEGY
Figure 3. Pyramid of key maintenance management processes (Wireman)

62 The foundation of the maintenance management processes is the asset maintenance plan / strategy selection. Put simply, the maintenance plan is similar to a cars maintenance manual and is established to avoid, minimise and/or mitigate the amount of preventable unplanned failures hence minimising the behaviours and practices associated with being reactive (which have been discussed earlier). Or put another way, do the little things right and the big things will go away. The maintenance strategy selection should directly reflect the maintenance objective, and hence the overall business plan. It should seek to formally select the appropriate maintenance action and frequency, categorised by disciplines - i.e. trades, operations, contractor, etc to ensure equipment reliability meets the customers requirements in the most cost effective way. In most cases the customer will be the operations department but this extends to include safety and environmental statutory authorities, quality assurance standards, etc. At our disposal are a number of maintenance actions for selection such as lubricate, inspect (look, listen, feel and smell), clean, adjust, replace, overhaul, do nothing, monitor, etc to name just a few. The key to selecting the right action (and frequency) lies in: An understanding of the equipments criticality - i.e. the effects of the failure in terms of impact on downtime, product quality, safety and environmental, etc. An understanding of the consequences of the failure in terms of a flow on affect - i.e. further damage to the equipment, safety implications, etc. The varying pattern or frequency in which the item of equipment will fail. For example, the strategy to do nothing / operate an item of equipment until it fails would be the correct strategy in the case of say a light bulb given that the random pattern of failure is not predictable and there would be no effects or consequences as an outcome of the failure. To explore this a bit further, if the light bulb was of a more critical nature for whatever reason, one can appreciate that changing the light bulb based on fixed time - i.e. once a month for example, would not ensure its reliability. Coupled to this is the effectiveness of the strategy - i.e. you would be both replacing a light bulb that most likely was still working and wasting labour to change it. The solution here may still be to let it fail but to carry a spare so as to ensure its timely replacement. To help in the selection of the correct maintenance action, we firstly must understand the different ways in which equipment can fail. Figure 4 depicts the traditional wear out profile that most people would relate to (Moubray 1991, p. 11). In other words we buy something new, we basically have a period of trouble free running and at some point in time it wears out and we replace it. Put another way, this profile indicates that reliability is a function of age - i.e. the older it gets the more likely it is to fail. If this was simply the case and through our extensive library of equipment history we could indicate the when then all we have to do is perform some kind of preventive (fixed time) maintenance such as overhaul or replace just before it fails. Alternatively, if the effects and/or consequences of the failure are negligible, then have a new one ready to install after it fails.

X
AGE

FIGURE 2

Figure 4. Traditional wear out failure profile

In reality, studies completed on civil aircraft showed that only 2% of items typically fit the pattern of wear out / age related failures as depicted in Figure 4. This pattern of failure is more predominant both where equipment comes into direct contact with the product - examples include; coal chutes, hopper liners, crushers, furnace refractories, screw conveyors, etc and in the marine field where age related failures are associated with fatigue and corrosion. In the case of the later, age related failures can account for up to 17% of failures. Figure 5 depicts the reality of what actually happens in terms of conditional probability of equipment failure patterns as a function of operating age for a variety of mechanical and electrical items (Moubray 1991, p. 12).

A B C FIGURE 3 D E F
Figure 5. Failure profiles (Moubray 1991, p. 12)

63 1. Pattern A is the well known bath tub curve. It begins with a high incidence of failure, known as infant mortality, followed by a constant or gradually increasing failure rate, then a wear-out zone. 2. Pattern B shows constant or slowly increasing failure probability, ending in a wear-out zone. 3. Pattern C shows slowly increasing probability of failure, but there is no identifiable wear-out age. 4. Pattern D shows low failure probability when the item is new then a rapid increase to a constant level. 5. Pattern E shows a constant probability of failure at all ages - random failure. 6. Pattern F starts with high infant mortality, which drops to a constant or very slowly increasing failure probability. (Moubray 1991, pp. 12 to 13). Put another way, the patterns of failure as depicted in Figure 5 indicate that all failures are either age related or non-age related.

AGE RELATED FAILURES

Referring to Figure 5, patterns A, B and C depicts the age related failure patterns - i.e. the probability of failure increases, as the item gets older. For patterns A and B in particular, they will reach a point called the wear out zone where the conditional probability of failure will rapidly increase. Pattern C however is more difficult to predict given the steady increase in probability of failure. In theory, all age related failure patterns display a point in which there is an increase in the conditional probability of failure. It was in the past assumed therefore that just before this point that maintenance should intervene and apply the appropriate fixed time action to either overhaul the equipment or replace components so as to prevent or minimise the consequences of the failure. The key to selecting fixed time maintenance lay in reliable historical maintenance records. To this end one can appreciate that selecting fixed time maintenance for new equipment and/or in organisations that are reactive would (almost) be impossible. If we take a minute to reflect back on the effectiveness of changing a light bulb based on fixed time. The same learning can be applied to the paradigm of thinking that suggests performing some kind of fixed time preventive maintenance such as scheduled overhauls, scheduled replacement of items, intrusive inspections of equipment, etc will ensure cost effective plant and equipment reliability. Put simply this is folly if there is no dominant age-related failure mode. In reality, performing fixed time maintenance can (and will) actually increase the overall failure rates by introducing infant mortality (this will be discussed further at a later time in the paper) into an item that basically may have had nothing wrong with it. To coin an old phrase, if it aint broke, dont fix it.

NON-AGE RELATED FAILURES

Referring (again) to Figure 5, patterns D, E and F depicts that the majority of equipment conforms to these failure modes and more importantly have no correlation as a function of age (excluding an initial period for D and F). In actual fact the data suggests that the majority of equipment either: 1. Fails prematurely - i.e. infant mortality or 2. Fails randomly - i.e. failures occur randomly throughout the life of the equipment. Generally speaking, these failure patterns are representative of complex items. For example, electronic, pneumatic and hydraulic equipment, which would more likely conform to the failure patterns of E and F, and rolling element bearings which would conform to pattern E. Based on the above data, the best way to combat these type of failures is: 1. In the case of failure patterns E and F: improved design, better storage practices, more rigour and discipline around shut down and start up practices, less intrusive maintenance, improved operations, improved workmanship (alignment and balancing practices, training, information, motivation, etc). 2. In the case of equipment that fails randomly: perform predictive maintenance / condition monitor. Before discussing the different condition monitoring techniques at our disposal, we need to further explore the fact that a lot of items do not fail instantaneously. In actual fact the onset of failure, depending on the equipment, operating conditions, etc, can actually develop and take years, months, weeks, days, etc until the item actually fails. Based on this, the objective is to select the most cost effective monitoring frequency (and technique) which will enable a reasonable lead time to take action. Let us use the example of a rolling ball bearing: The initial point at which the bearing starts to fail may not be detectable. It is at some stage after this that the impending failure of the bearing will become detectable. It is the period between this point of potential failure and the actual failure of the bearing, identified as point F, that enable action be taken. This period, in which the impending failure usually deteriorates at an accelerating rate, is known as the P-F interval. As discussed earlier, the P-F interval can vary quite considerably for different equipment, which is a key consideration when determining the monitoring frequency. Generally speaking though, Moubray (1991, p. 119) suggests that the monitoring frequency should be half of the P-F interval. In most cases this will be sufficient to enable enough time to take action to avoid the impending failure, once the potential failure has been detected. One other factor to consider is the lead time requirement to take action. This time is influenced by factors that include; lead time to procure parts, organise labour, access time to equipment, to name just a few.

64

CONDITION MONITORING TECHNIQUES

Items can take years, months, weeks, days, etc to fail once the onset of failure starts. It is during this period of decay that physical conditions within the equipment will change and this change will become detectable during the P-F interval. Condition based (predictive) maintenance is the process by which we seek to identify this change in condition/s so as to enable action to be taken to prevent the failure and/or avoid the consequences. Examples of change in equipment condition include: Vibrations indicating imminent bearing failure. Wear particles in oil indicating imminent bearing, gear, engine, etc failure. Hot spots within an electrical connection indicating poor connection. Metal / wear surfaces becoming thin indicating wear, corrosion, etc. Cracks in welded connections indicating imminent failure due to fatigue. The list goes on. The benefits of predictive maintenance is that it is normally performed on-line - i.e. whilst the equipment is either running or stopped but left in situ. The key here is that predictive maintenance is usually very efficient, from a timing perspective, but more importantly is non-intrusive hence minimising the reliability issues associated with infant mortality. The four main categories of condition monitoring include; human senses (look, listen, feel and smell), condition monitoring techniques (oil analysis, vibration analysis, etc), variations in equipment running conditions (speed, flow rate, pressure, temperature, power, current, etc) and variations in product quality. It is not the intent to go into any great depth and discuss the hundreds of different condition monitoring techniques associated within each of the main categories. The objective here is to raise an overall awareness of their existence and the fact that each present their own advantages and disadvantages, which should be taken into consideration when selecting.

WORK FLOW SYSTEM

Once the foundation has been laid in terms of establishing the asset maintenance plans, referring to Figure 3, the next layer within the pyramid of key maintenance management processes is ready for construction. At a glance it seems difficult to ascertain which of the key processes to establish next or whether they should all be progressed in parallel. Although there will be many a good debate proclaiming the importance of progressing all of the key processes (within the second layer) at the same time, it is strongly recommended that the initial focus be on establishing a work flow system, and supporting planning and resource structure, as this is key to the success of the journey. The importance of the work flow system will (hopefully) become obvious throughout this section and the remaining key processes will be discussed in order of priority. As stated earlier, the successful implementation of the maintenance plans will realise a reduction in the reactive work. The only way that this will happen however is if the maintenance plans are completed on time - i.e. schedule compliance in excess of 90%, and completed properly. In what seems like a vicious circle, if the maintenance plans are completed, which in itself will be a huge addition in terms of workload, this will create further work identified through formal time based inspections, condition monitoring programs, etc. To make matters worse, initially there will be a huge bow wave of additional work given that the equipment will have deteriorated, due to the past reactiveness of the organisation, and will need to be brought back up to a standard. All of the upfront effort (and hence money) in establishing the maintenance plans will count for little, hence realising minimal improvements in terms of reliability, if the sum total of the additional workload is not managed and actioned in a disciplined and pragmatic approach and in line with budget constraints. For example, a preventive / time based monthly inspection requests a tradesperson inspect a gearbox for oil leaks. He completes his inspection route and diligently raises a request for work to replace an identified leaking oil seal (at a later date). If there is no work flow system in place to accommodate this additional work then the request will most likely sit un-actioned until the next time that this inspection is due. How many times will the same tradesperson diligently complete further monthly inspections and raise further requests for work if he sees no action time and again? As a result, not only will the tradespeople (and others) place very little value in the maintenance plans, the worst case scenario is that the gearbox will ultimately fail due to no oil, ingress of dirt, etc and the very thing that was set out to be achieved - i.e. increased reliability, reduction in reactive work, etc, will not be realised.

JOB ORIGINATION

JOB PLANNING

JOB SCHEDULING

JOB ALLOCATION

JOB EXECUTION & CONTROL

REPORTING

Figure 6

Work flow process

(Kelly 1999b, p. 1 to 6)

65 Kelly (1999b, p. 3 to 9) suggests that the key to managing the additional workload, identified from the maintenance plans, is by being both: Effective in prioritising the list of outstanding work. Put another way, this is about how effective the maintenance department is in terms of deliverables of the maintenance strategy and providing plant reliability. Pre-planning and executing the work in the most cost effective way. Again, put another way, this is about the maintenance departments organisational efficiency. Going back to the above example of replacing the leaking seal within the gearbox or as another example replacing a bearing or oil as a result of the condition monitoring programs, Wireman (1990) suggests that these jobs can only be completed in the most cost effective and efficient manner by completing the steps depicted in the work flow diagram of Figure 6 (Kelly 1999b, p. 1-6). From the above is becomes obvious that the work flow system encompasses a number of steps and is not just about planning and scheduling.

WORK PLANNING AND RESOURCE STRUCTURE

As stated earlier, the overall objective in the pre-planning and execution of all work is to ensure that all work is handled in the most cost effective and efficient manner. To realise this objective the design of both the work planning system and resource structure should be aligned so as to match the different levels of work. Kelly and Riddell (2000, pp. 1-16 to 1-17) categorises all work into the following three levels: 1. First line - usually follows the production operating pattern and its characteristics are that it is typically reactive and maintenance is required to (and should) respond quickly. This work should be resourced accordingly in terms of numbers, locations and shifts. For example, utilising shift trades as opposed to relying on call-ins (Kelly and Riddell 2000, p. 2-22). Similarly the work planning systems centre of gravity should be aligned to this resource structure - i.e. the shift tradespeople / shift supervisor should organise all necessary materials and information to enable a quick response to this work (Kelly 1999b, pp. 1-7 to 1-11). 2. Second line - work that has a longer lead time and can usually be held over to weekday shuts, weekends, etc. The work planning systems centre of gravity should be aligned to a dedicated planner/s (Kelly 1999b, pp. 1-11 to 1-12). One reason for having dedicated planners is simply that it will increase the productivity (spanner time) of the trades by having the work planned and ready prior to execution. Peters (2003b, pp. 21 to 22) claims that the typical spanner time of trades in a reactive / unplanned environment is in the order of 30% to 40% (of an 8 hour day). Similarly the resource structure should be aligned so that the dedicated trades group only execute the second line work (Kelly and Riddell 2000, pp. 2-22 to 2-23). One of the pit falls of not being disciplined in relation to alignment of the different levels of work is that resources, both planners and trades, will naturally want to gravitate back toward executing the reactive work and the organisation will continue in the downward spiral of reacting as opposed to preventing the reactive work. 3. Third line - work that is required to be carried out during major and/or full plant shuts such an annual Christmas campaigns, etc. The third line work planning systems centre of gravity, like the second line work, should be aligned to a dedicated planner/s (Kelly 1999b, pp. 2-5 to 2-6). In saying this, the duration of shuts, size and type of work, etc will determine the need for a dedicated planner/s as opposed to the second line planner/s planning the third line work. The resource structure for the third line work would again depend on several factors such as timing (total plant shutdown as opposed to sections of the plant), duration of shuts, resources required (numbers, skills requirements), etc but in the main both the first and second line resources should be utilised and (if applicable) topped up via the use of contractors (Kelly and Riddell 2000, p. 2-23).

INFORMATION DATA BASE / CMMS

The information data base is the plant asset hierarchical library where all information should reside. Kelly (1999b, pp. 6-6 to 6-9) nominates that this information is inclusive of the following: Manufacturers details (through Bills of Materials (BOMs)). History of all work performed. Failure analysis data. Cost to maintain. Maintenance plan / schedule. Spares. Documentation - i.e. isolation plans, work instructions, drawings, etc. Maintenance measures (MMs) / Key Performance Indicators (KPIs). A complete and accurate information data base increases the efficiency of planning and scheduling all work. The information data base exists whether or not organisations choose to invest in a computerised maintenance management system (CMMS). The objective of a CMMS is, put simply, the tool in which to transport each of the above functions so as to increase both the organisational effectiveness and efficiency (Kelly 1999b, p. 8 -15).

66 The information data base resides at the various levels within the process hierarchical library. For example, it can be appreciated how a tradesperson and planner would require the manufacturers details when ordering the electric motors bearing. Alternatively, the collection of all history of work performed and the cost of maintaining the process should reside no further down than the electric motors level given the benefits in tracking this information at the parts level is a waste of time. As stated earlier, the CMMS is utilised as the tool to increase both the organisational efficiency and effectiveness by facilitating the collection, processing and analysis of the data. In terms of increased organisational efficiency, this could be achieved for example by linking the stores and purchasing functions when drilling down through the BOM to find and hence order the electric motor or bearing either out of store stock or to purchase externally, and then the automatic initiation to replenish the store stocked item. In terms of increased organisational effectiveness, similarly the CMMS s work order system should enable all history of work performed and the costs associated with maintaining be housed and made easy to retrieve at the electric motor level. The CMMS can then enable for example a Pareto analysis so as to identify a top five in terms of high costs and/or poor reliability. Put another way, it enables the identification of the 20% of all (say) motors that create 80% of the issues - i.e. the 80/20 rule. This information can then be utilised as the basis for a dedicated resource, such as a reliability engineer, to establish root cause and hence prescribe a solution. This example of proactive maintenance, in which the establishment of root cause leads to a change in the way in which the equipment is designed, operated, maintained or any combination of the three, relies heavily on accurate data. Based on this and in relation to the pyramid of key maintenance management processes, it is obvious as to why proactive maintenance (which will be discussed later) resides at the third level within the pyramid. The information data base is a live and dynamic work in progress and there is no end to the amount of times that the data base will be updated over the life of the plant / process. In other words, as work is completed by the trades (and others) on a daily basis, when new equipment is installed and conversely old equipment removed, when maintenance plans are revised to (say) reflect proactive maintenance, etc so too should the data base be revised to reflect the changes. The benefits of an accurate and dynamic information data base not only aids in the planning and scheduling of all work, it also plays an integral role in supporting and development of the future key maintenance management processes (within the pyramid). Specifically information will be used in the following areas (and will be discussed further at a later time): Proactive maintenance (as already touched on). To justify approval of capital expenditures. For zero based budgeting and/or historical budgeting. To justify the purchase of the most reliable and possibly the more expensive equipment as opposed to the cheapest. In terms of financial optimisation so as to establish the true cost of manufacturing (life cycle costing). Inventory and procurement. The list goes on.

INVENTORY AND PROCUREMENT

Reality check! Let us assume the following scenario: Suppose that maintenance plans have been developed for one of the more critical processes within the plant, be it from a business and/or bottleneck perspective, or maybe maintenance plans have been developed for just one or two critical pieces of equipment within the process, or maybe for the whole plant - whatever. An ongoing acceptable level of compliance to the maintenance plans schedule is being achieved - i.e. in excess of 70% (and climbing). The amount of work being planned and scheduled each week is increasing and the work flow system is being adhered to. Collection of information into the data base is off and running albeit most of the trades people, team leaders / leading hands and some of the supervisors are still confused with what is history and what is shift log reporting. All in all though, there is an underlying appreciation within the organisation that things are improving due to an increase in uptime and a reduction in the amount of breakdowns and call-ins being experienced. This whole new concept may actually be working. With nothing else better to do it seems like an opportune time to address the issues associated with inventory and procurement. Time to roll up the sleeves as this will be an uphill battle all the way given there are no gains to be made here, just ask anyone! The trades people will tell you that they cannot give up their satellite stores and hand back responsibility to the stores people because they can never get it right - i.e. every time the trades people go to the store to get something out it is never there, even though the CMMS indicates there is two in stock. None of the trades people will ever admit to taking stock out of the store and not booking it out so it must be the stores fault, hence the need to carry satellite stores. The trades people know that satellite stores leads to the following but it is still a better option than handing back responsibility to the store: Duplication of parts. Un-controlled condition of parts - i.e. not fit for use due to poor storage practices such as allowing shelf life to expire, etc. Parts are not automatically flagged for reorder when used. The list goes on.

67 What about the stores department? For the past several years they have been engaged in an improvement initiative of driving down inventory to benchmark levels comparable with world class organisations. Their key driver for improvement being that typically the value of the spare parts held is equivalent to 25 - 50% of the annual maintenance budget (Moore 1999, p. 126). In addition, it is estimated that it costs a further 30% to carry the spares (floor space, labour, insurances, etc). The stores department may or may not understand that reactive organisations need to keep lots of spares, estimated to be a further 20% of world class organisations, to enable a quick response and hence avoid a potential more costly (to the business) loss of plant downtime. Now maintenance, whom the stores department do not report to, wants to fill up the store with all of the parts that has appeared from nowhere and undo all of the good work of the past several years. The vicious spiral of conflicting KPIs is alive and well. If both departments were to take a step back from their respective narrow focused drivers and behaviours and assess their value add to the business, guided by consensus management for the betterment of the overall business, they would realise that in essence they are both working toward the same business goals. The objective of the stores department should be to provide a service to the maintenance (and operations) department and run the store as a store should be run - i.e. clean, tidy, tightly controlled and well organised. It should stock the right amount of inventory levels, as determined by the maintenance department, to minimise and/or mitigate the more costly risks associated with ultimately stopping the plant and/or processes due to lack of spares. Given that inventory generally represents capital that does not generate a return, the emphasis here being on the right amount, similar to the story of goldilocks and the three bears, not too many, not too few, but just the right amount. If the maintenance department are to set the right inventory levels, which would have been completed during the maintenance plan / strategy stage, then they need to be out of the reactive mode of the past, hence the timing is now right, in terms of the journey. They need to now work with the stores department and together trend inventory levels down as a strategic function of plant reliability. This process of improvement, like all of the key maintenance processes, will be ongoing and only sustainable if key improvements are locked in.

PROACTIVE MAINTENANCE
The next (and third) layer within the pyramid of key maintenance management processes is now ready for construction, referring to Figure 3. This layer within the pyramid takes on a new approach in terms of reliability as opposed to the previous two layers. All work associated with the first two layers is related to basically fixing it before it breaks, as depicted by the planned domain in Figure 1. The focus on the planned domain, and without trying to over-simplify it, is about both preventing and/or detecting failures and then having a system in place to handle the resulting work. The third layer within the pyramid, again referring to Figure 3, builds on from the foundation work of the first two layers and takes the focus of reliability to the next level of dont just fix it, improve it, or put another way, seeks to eliminate (altogether) and/or prolong the onset of failures. Referring again to Figure 1, this focus on improvement is depicted by the (next) domain of proactive. The organisational culture within the proactive domain is one in which failures are viewed as losses to the overall business hence root cause is aggressively pursued with a view to eliminating these losses, based on a prioritised approach. In conjunction with this, the various predictive technologies are also utilised to extend equipment life. These organisations know that reliability is a function of the way in which the equipment is designed, maintained and operated (or any combination of the three) and seek to work across these boundaries to improve reliability. The overall prize / gains to the business are reduced cost of manufacture (sometimes offset by an increase in maintenance spend). It should be noted however that for the purposes of this paper, it is the intent to limit the boundaries of the proactive domain to within the key maintenance processes - i.e. maintenance practices and the engineering department interface. Proactive maintenance practices include the following: Root cause failure analysis (RCFA). Precision alignment and balancing. Correct start up and shut down practices. Lubrication practices.

TRAINING
Training of the maintenance personnel is similar to the preceding key maintenance management processes in that it is an ongoing and dynamic process. It goes without saying that given the focus on reliability, training of all personnel within the maintenance department is a necessity. One can appreciate for example: The change required in terms of up-skilling the maintenance trades in the way in which they are now required to perform their work. Gone are the band-aid repairs of the past reactive world, replaced with the preventative, predictive and proactive maintenance practices of the future such as laser alignment, balancing of rotating equipment, vibration analysis, oil analysis, performing regular inspections, the list goes on. The requirement to train the maintenance planners in areas such as planning, scheduling, the CMMS, etc. The requirement to train supervisors, reliability engineers and middle management in the different (applicable) reliability functions of the future - i.e. maintenance control (leading and lagging indicators), Root Cause Failure Analysis (RCFA), Reliability Centred Maintenance (RCM), Total Productive Maintenance (TPM), Kaizen, Six Sigma, to name but a few.

68 A key objective in being successful in the aspect of training lies in: 1. The targeted audience. 2. The process of training in itself.

Targeted Audience
As the two sayings go, jack of all trades, master of none and use it, or loose it. These two sayings pretty much sum up the objective in terms of pitching the training to a targeted audience. Too often there is a mismatch between the targeted audience and the training content. When this happens, the learnings and skills development will be forgotten and/or never fully acquired given that they will not be put into everyday use in the work environment. The above point is why training of the maintenance personnel sits at the third level within the pyramid of key maintenance processes. Put another way, until the organisation is out of the reactive mode, there will not be a clear understanding as to whom should be trained and in which specific areas, coupled with requirements to close the gap between actual skills, and skills required, to perform the different tasks more effectively and efficiently. To further emphasise this point, organisations that are reactive need to train more people in more areas as opposed to refining the training to a specific group/s - i.e. planners, supervisors, tradespeople, etc. The logic here is similar to the point made earlier with regard to reactive organisations needing to carry lots of spares. In both cases, the bottom line is that it is their only way of ensuring a quick response, hence just another example of why (statistically) reactive maintenance costs more than planned maintenance.

The Training Process

When the words educating, training and/or learning are mentioned, most people would conjure up thoughts of sitting in a classroom, attending lectures and/or cramming for an examination at the end of the course. The level of retention, once the exam is completed, will vary from individual to individual, but in most cases the majority of what has been taught will be forgotten if there is no process to firstly put into practice the new learnings and then secondly apply them in the work environment where they can be further enhanced over time. To further explore the frame work for an effective training program, Moore (1999, p. 339) suggests the following steps are a recommended breakdown for a successful process of learning: The setting of clear objectives in terms of the outcomes of the training program. This should be a win, win situation for both the person being trained and the organisation. Too often training programs are only a means for the trades (and others) to progress through their levels and attract further financial benefits with the learnings never fully realised. Receiving instruction in a classroom environment, with course notes, and then a test at the end of the course so as to verify that the set objective has been achieved. A workshop practice session whereby the learnings can be applied in a situation so as to ensure a level of proficiency prior to it being used in the environment of the work place. The application of the learnings on a regular basis so as to refine the skills. Refresher training (if applicable) - i.e. for example to meet statutory requirements, etc.

ENGINEERING / MAINTENANCE INTERFACE

The interface between engineering and maintenance sits at the top level of the pyramid of key maintenance management processes. The logic behind this is quite simple in that maintenance cannot expect, or more strongly, specify that the engineering department be in order if they (maintenance) are not. Put another way, maintenance needs to firstly be effective and efficient in maintaining plant and equipment, which includes the ongoing collection of accurate data, so as to justify future decisions at the preliminary design stage. Kelly (1999a, p. 2-8) specifies that this would include data such as: The true cost of maintaining a unit of equipment - i.e. all materials and labour (including contract labour). Plant reliability data - i.e. a measure of the time that equipment is available to operate at the rated capacity whilst repeatedly yielding the same results. Measures would include: uptime / downtime, Mean Time Between Failures (MTBF), etc. Plant maintainability data - i.e. a function of the design of the plant and equipment so as to minimise the time it takes to carry out maintenance, factoring issues such as time, effort and skill. Measures would include: Mean Time to Repair Failures (MTTR), spares carried, etc. If the maintenance department does not have the rigour and discipline to hence display accurate data such as the above, then how can they expect engineering, or the organisation, to support the purchase of anything but the lowest cost option? The relationship between engineering and maintenance therefore needs to be viewed similarly to the relationship between the stores and the maintenance department (discussed earlier) in that it needs to have a higher level focus rather than a departmental focus. The relationship should be one in which the design, procurement, installation and commissioning of new plant and equipment is viewed, and hence measured, as a function of reliability and maintainability, with the overall objective being the most economical plant and equipment to maintain (and hence produce) over its life - i.e. life cycle costing. For this to happen however, the way in which most engineering departments operate, as the majority of maintenance personnel can relate to, must change. In other words, most maintenance personnel can relate to becoming involved in projects when most of the preliminary decisions have been made and then being told it is too late for changes to be made - too late in terms of not budgeted for.

69 If a change is to be made in the way in which future projects are to be delivered, then this will only happen if it is lead by the maintenance department. Simple reason being that it is in their interest, given that they will always be left carrying the can if they dont. Besides, who else is going to do it?

Designing For Plant Reliability and Maintainability

The reliability and maintainability of new plant and equipment over its life is influenced by the way in which it is initially designed, procured, installed and commissioned. Based on this statement, maintenance needs to raise an overall awareness of design reliability and maintainability practices by way of set objectives, specifications, supervision / a verification process to combat poor practices. For example, infant mortality affects up to 68% of all new and overhauled equipment. Therefore, one way to combat these early life failures would be to both specify a tolerance and then request a verification of actual settings, post installation. Another way may be to specify that for all nominated critical equipment, the permanent maintenance employees will either install and/or supervise installation.

ORGANISATIONAL LEADERSHIP
As mortar is essential in binding the building blocks within constructions, so to organisational leadership is required to bind all of the preceding key maintenance management processes, represented within the pyramid of Figure 3. Without leadership to drive the transition of change, improvement within the maintenance organisation will not succeed and revert back to its past reactiveness, just like within the construction process, whereby without the mortar, the pyramids blocks will crumble and fall. Moore (2003a) nominates that the following steps, if adhered to, will enable the effective leader to lead the transition of change through each of the key maintenance management processes and deliver the benefits of improved reliability at reduced costs. The key steps in leading change are: 1. Understand the difference between leadership and management. 2. Articulate a compelling reason for change. 3. Clearly communicate the strategy for achieving the change and the goals desired. 4. Involve the employees in the process. 5. Measure the results. 6. Stabilise the change. 7. Repeat the process from step 2 over and over (for each of the key maintenance management processes).

BIBLIOGRAPHY
1. Blann, D. 2003, Reliability as a Strategic Initiative to Improve Manufacturing Capacity, Throughput and Profitability, Maintenance Journal, vol. 16, no. 2, pp. 4 - 11. 2. Dunn, S. n.d., Moving from a Repair-focused to a Reliability-focused Culture, 3. www.reliabilityweb.com/excerpts/excerpts/Repair_to_Reliability_Culture.pdf (accessed May 2003). 4. Kelly, A. 1999a, 63516 Establishing the Maintenance Strategy: Study Guide, Central Queensland University, Rockhampton. 5. Kelly, A. 1999b, 63518 Maintenance Systems and Documentation: Study Guide, Central Queensland University, Rockhampton. 6. Kelly, A. & Riddell, H. 2000, 63517 Maintenance Organisation: Study Guide, Central Queensland University, Rockhampton. 7. Moore, R. 1999, Making Common Sense Common Practice: Models for Manufacturing Excellence, Gulf Publishing Company, Houston, Texas. 8. Moore, R. 2003a, Managing Change, www.highbeam.com/library/doc3.asp?docid=1G1:100543313 (accessed 21 July 2004). 9. Moubray, J. 1991, Reliability-centred Maintenance, Butterworth-Heinemann Ltd, Oxford. 10.Peters, R. 2003a, Maximizing Maintenance Operations for Profit Optimization: The Journey to Maintenance Excellence, Maintenance Journal, vol. 16, no. 1, pp. 66 - 71. 11.Peters, R. 2003b, Measuring Overall Craft Effectiveness (OCE), Maintenance Journal, vol. 16, no. 3, pp. 16 - 30. 12.Proposed Maintenance Definitions: C - Component n.d., www.idcon.com/reliability/definitionC.htm# (accessed 10 September 2003). 13.Proposed Maintenance Definitions: E - Element n.d., www.idcon.com/reliability/definitionE.htm# (accessed 9 September 2003). 14.Wireman, T. 1990, World Class Maintenance Management, Industrial Press, New York. 15.Wireman, T. 1998, Developing Performance Indicators for Managing Maintenance, Industrial Press, New York.

maintenancenews
Asset Management System Software
Asset Performance Tools include the following: Asset Performance Tools (Aptools) software is now available through Sydney based Apt Group. The UK developed Aptools is a flexible software tool that helps asset managers plan optimum maintenance strategies for all types of assets. The software provides solutions based on fact and scientific calculation rather than subjective judgment. It will optimise the associated costs and risks, using incomplete data if necessary, and range-estimates can be used to test data sensitivity. The software has the versatility to cope with any maintenance task individually or as a bundle of activities. Aptools can used as stand-a lone or form a part of your ERP system. Aptools Modules Comprise: Apt-Lifespan: Determine the best life cycle for assets; justifies costs and benefits of alternative replacement, refurbishment and maintenance options. Apt-Project: Determine the variability of projects; Cost/benefit/risk screening & prioritizing of proposals, modifications, projects, safety, process or procedure changes. Apt-Maintenance: Calculate maintenance intervals, deterioration management, reliability, performance and lifespan. Apt-Inspection: Calculate the best inspection, monitoring or test intervals and quantify the economics of riskbased inspection methods. Apt-Schedule: Optimise work content planning, shutdown scheduling frequencies, Identify cost/Risk/Performance plus impact and analysis of shuts, repairs & construction. Apt-Spares & Stock: Justify min/max levels, re-order jit. Compare vendors plus evaluate pooling options.
Apt Technology P/L Contact Ian Jones (0411193090) Tel: 02 9318 0656 Fax: 02 9318 0776 ianj@aptgroup.com.au

Maintenance Management Module for Pocket PC Aimed at Hospitals

MicroMain Corporation has released MicroMain xmMOBILE for Healthcare, a software module allowing hospital technicians to utilize Pocket PCs for their maintenance tasks and inspections. This add-on module is used with MicroMain XM for Healthcare, a computerized maintenance management system (CMMS) developed specifically for hospitals and healthcare environments. xmMOBILE for Healthcare can be used with a bar code scanner and supports a wide range of handheld devices using the Pocket PC operating system. Maintenance technicians in a hospitals facilities department and biomedical equipment technicians in a hospitals clinical engineering department will both benefit from the xmMOBILE for Healthcare module. Using this module with their Pocket PCs, technicians will easily access work orders, complete the tasks or inspections, enter pertinent comments, and update the data at the point of work performance on the hospital floor. At the end of their work shifts, the technicians upload their data into the main database, which generates reports used for regulatory agencies, such as JCAHO. Once hospital technicians upload their data from xmMOBILE, equipment risk assessment is associated with the work order in the main database. MicroMain XM for Healthcare allows each hospital to determine and assign maintenance tasks based on equipment risk assessment a numerical classification based on factors such as equipment function, maintenance requirements, and consequence of equipment failure to patient care. Risk assessment is particularly important for clinical engineering equipment, which includes ventilators, defibrillators, cardiovascular machines, X-ray equipment, and nuclear magnetic resonance equipment. Biomedical equipment technicians install, inspect, service and repair this type of equipment. With xmMOBILE for Pocket PC, the technicians can complete their work faster and increase accuracy with electronic transmission of data.

Rockwell Automation motor repair for all makes

As a result of a major expansion to its existing motor repair capabilities, Rockwell Automation Australias Remanufacturing Centre is now servicing AC, DC and servo motors of all brands. Based at the Rockwell Automation Australia headquarters in Melbourne, the remanufacturing centre is a hub for the companys 26-strong nationwide distributor network--technical repair expertise for even the most remote locations.

70

Since the commencement of its 25 year history, the remanufacturing centre has been recognised as a centre of excellence for the repair and maintenance of Allen-Bradley and Reliance products. Customers have been relying on us for this type of service for years, said Chris Baker, Rockwell Automation Australia Asset Management Business Manager. By leveraging our established capabilities and associations with local and international technical service providers, we can now offer the same level of service and support on all AC, DC and servo motors. According to Baker, 17 technical and logistics experts are on-hand, and dedicated to providing a high level of support for repairable assets. The distributor provides the key customer contact, said Baker. The remanufacturing centre provides an important resource that each distributor can offer its customers. An ISO 9001/2000 certified facility, the remanufacturing centre does more than just reduce maintenance costs. It provides fast turnaround inclusive of a 12-month warranty agreement for all repaired products. Through growth and diversification, we now have this capacity to service non-Rockwell brands. Were hoping to ease the burden on our customers by providing one point of contact for all support needs, said Baker. Chris Baker, Rockwell Automation Australia Ltd
E-mail: cbaker@ra.rockwell.com

MEX Manages Spares while Managing Assets

Some users say that using MEX Stores brings them their largest cost savings. Longer lead times and critical equipment items contribute to the need to hold more spares. Regardless of your level of spares, MEX Stores can reduce your stockholding and increase your level of control. MEX Stores is a fully functional Inventory Management system that integrates with MEX and FleetMEX. It provides comprehensive parts availability management and allocation of part costs to work orders and equipment. Its functions include Parts Catalogue, Issue & Returns, Transaction History, Purchase Orders, Receivals, Invoice Matching and Stocktake. It caters for multiple stores, multiple suppliers, preferred suppliers and various costing methods. You can start by simply using the basics, and when you are ready you can begin using the other functions. Benefits of using MEX Stores: Knowing what spares are needed for planned work in time to order them. Knowing who has booked parts out and why. Knowing what equipment is consuming more parts than necessary. Reduced stockholding - freeing up capital. MEX Stores module can only be used when you install MEX or FleetMEX. MEX will deliver benefits to any size company, from stand-alone installations to multi-site regionalized organizations. Whether a maintenance operation services five or 50,000 pieces of equipment, the MEX system gives users the power to take control, utilizing either MEX Access? or MEX Enterprise SQL Server?.
For more information about Maintenance Experts and MEXv11, or to obtain a FREE demonstration CD or trial copy of MEX v11 software, please visit www.mex.com.au, phone +61 7 3392 4777 or email sales@mex.com.au.

MEX CMMS simplifies routine maintenance

Taking control of your Inspections routines is now even easier with the latest version of MEX, MEX v11. This CMMS gives you flexibility in creating preventative maintenance plan that includes preventative maintenance policies, inspection routines and standard jobs. MEX will allow you to create a maintenance plan to suit your needs. MEX Inspections provides effective centralised control over the equipment inspection process. It also enables the delivery of a mobile inspection system that guides operators through single or multiple inspections. Users customise inspection applications by defining their specific sets of inspection questions and answers. These questions and answers later guide the operator through the inspection runs and will automatically activate Work Orders based on results. With the addition of palm devices, there is no paperwork and no separate data entry, ensuring simplicity and efficiency. MEXv11 also includes new flexible functionality and expanded features, ensuring that it delivers benefits to any size company - from stand-alone installations to multi-site regionalised organisations. Whether a maintenance operation services five or 50,000 pieces of equipment, the MEX system gives users the power to take control, utilising either MEX Access or MEX Enterprise SQL Server. MEXv11 is about simplifying routine maintenance. This new version also includes a ToDo list for task control, streamlined electronic safety permit approvals, system regionalisation, simplified security, multi-select functions and conditional formatting. Maintenance Experts has been delivering maintenance efficiency to business operations since 1993. Now with over 3,500 system users across the globe, this company is providing solutions to virtually all industry sectors, including manufacturing plants, building facilities and maintenance contractors.
For more information about Maintenance Experts and MEX v11 software, or to obtain a FREE demonstration CD or trial copy of MEX v11, please visit www.mex.com.au, phone +61 7 3392 4777 or email sales@mex.com.au.

71

CSI 4500 Online Vibration Monitoring System

Maintenance Systems Consolidated P/L (MSc) have had continuing success with the CSI 4500 online vibration system as more and more companies look at continuous vibration monitoring of their critical fixed and rotating assets. The NEW 4500 with GT2 Technology and PeakVue enables powerful predictive intelligence, real time feedback to process control and real time transient analysis for turbines. As well as longer term users like Australian Paper Maryvale, BHP Billiton (ex-WMC) Fertilizers Phosphate Hill, Worsley Alumina Collie and Millmerran Power Station, some further additions in recent months to the family of 4500 Online Vibration system users include BlueScope Steel Pt Kembla, Hydro Tasmania, TRU Energy Yallourn and Xstrata Oaky Creek Coal. BlueScope Steel Pt Kembla, Australias largest steel mill purchased twelve CSI 4500 Online Vibration Systems to permanently monitor the variable speed mobile cranes used in their steel making process. The 4500 systems are providing continual vibration data to BlueScopes condition monitoring and operational personnel on these critical items via wireless communication. BlueScope also purchased volume CTC accelerometers to aid in monitoring over 300 different points on the cranes. MScs ongoing support and training was also an important factor in the final decision to proceed with the 4500 systems. Hydro Tasmania needed to continuously monitor their critical hydraulic turbines. The purchase of the Transient version of the CSI 4500 provided the solution which gave them days of continuous data and the capture of transient events. TRU Energy Yallourn went with the CSI 4500 system to continuously monitor the critical FD and ID fans on the boilers used in their thermal power station. And Xstrata Oaky Creek Coal had the need to monitor a critical conveyor at their Oaky Creek No 1 underground coal mine. Oaky Creek also run a successful portable vibration program using the CSI 2130 portable vibration analsyer to monitor their coal shearers and longwall. Continuous monitoring, coupled with powerful diagnostic tools and Ethernet connected exceptions based reporting make the CSI 4500 the monitoring system of choice for a wide range of rotating machinery applications.
So why not talk to Maintenance Systems Consolidated about the continuous vibration monitoring of your critical rotating assets. Maintenance Systems Consolidated P/L info@maintsys.com.au www.maintsys.com.au

Datastream Rejuvenates Chinas Leading Port Company

13 September 2005 Datastream China announced today that Lianyungang New Oriental Container Port (currently known as New Oriental Port) would utilize Datastreams asset maintenance software to optimize the IT infrastructure of the company. The New Oriental Port is a specialized container port well known for its developed sea and railway transport network, and is in charge of the entire business operation of 11 provinces economical centers. At present New Oriental Port has more than 10 international containers scheduled ship routes, covering Asia Pacific, North America, Mediterranean Sea, Europe and the major domestic ports interior branch routes. With the advantage of peripheral developed highway transportation network, New Oriental Port has become one of the most important East China container transfer ports in the world. Along with increasing expansion of the shipping business, it has become an important strategy to construct a transfer port with optimized asset management and decrease the cost of operations. Datastream EAM (enterprise asset management) solution will provide the powerful safeguard to New Oriental Port by ensuring effective operations and ultimate performance. We strongly recommend an EAM system which addresses and anticipates the many problems faced in business expansion and modernization for the New Oriental Port. Datastream's solution is our natural choice as it is highly effective and cost-efficient in maintenance operation, especially for those big scale key assets in port services, says Zhu Tongshun, senior engineer, Shanghai Port Technology Engineering Service Co. Ltd, the company responsible for implementing the system for the New Oriental Port. It has implemented the fleet management module of Datastream EAM which are specifically developed to fulfill the requirement of managing harbor hoisting machinery equipment such as the bridge hangs, the wheel hangs and so on. EAM has effectively helped the port company establish the related maintenance required, and regulate the inspection planning and management of workflow. The system also provides specified tracking method to track the maintenance of large amount spare parts, as well as manage the mechanism of reclamation. More importantly, the system enables the port to inspect vehicles operation based on fixed time and without ceasing its flows, hence effectively decrease the breakdown rate of equipment. In addition, Datastreams newest GIS module is able to gather real-time information via a wireless device, thus enabling the administrative personnel to make informed decisions in the shortest time. Datastream has a very comprehensive EAM solution especially designed for ports business requirements. Many port companies chose Datastream EAM for daily equipment management, such as the Pudong International Container Port, The Shanghai International Container Port, etc, says Mr Jerry Tng, Datastream China Country

72

Manager. "I am confident that Datastream will help New Oriental Port in the harbor property management aspect, making substantial contribution to the construction of a modern transfer port.
www.datastream.net/singapore.

Recognition for Excellence in Root Cause Analysis

It is easy to recognise the people who help the plant out of a disaster but how do we recognise the people who prevent failure in the first place? A part of the answer is the quarterly recognition award for excellence in Root Cause Analysis conducted by RCA Rt. Participation in the awards provides companies with the opportunity to recognise and congratulate personnel who have been engaged in a methodical approach to defect elimination. The last edition of the Maintenance Journal announced that Golden Circle had won the award in the March - May quarter. The RCA team from Golden Circle, Kerry Gilliland, Glen Jacob, and Paul Whiting are shown receiving the recognition certificate and a cheque for $1000 from Bill Sugden of SIRF Roundtables. The reward of $1000 is made out to the team members personally. In this case the team elected to donate the money to The Australian Cancer Council. The winning submission in the June - August quarter is from the Mackay Sugar - Transfield Alliance. The RCA team members Terry Doolan, Russell Casanovas, Frank Forzatti, Anthony Toon and Anton Guinea demonstrated a methodical approach to the solution of a costly problem on a conveyor. A thorough understanding of the chronic problem allowed them to introduce procedural changes that have significantly reduced the likelihood of another failure. Individuals and organisations are welcome to learn more about the RCA Rt process for recognition of excellence in Root Cause Analysis at the RCA Rt web site www.rcart.com.au

SoftSols Group Provides Agility To Maintenance Contractors

SoftSols Group, a leading provider of maintenance management software solutions, has launched Agility, a browserbased maintenance management solution that provides a uniquely priced, completely flexible route for maintenance contractors and Facilities Management specialists to help their customers reap significant operational savings. Traditional maintenance systems are complex, costly to integrate and difficult to use. Agility addresses the core maintenance requirements in a very intuitive format. It is inherently flexible, enabling contractors to tailor the solution to how they want it to work, complete with customisable forms and style sheets to integrate smoothly with existing customer systems. Agilitys built in flexibility makes it much more cost-effective to run, with licensing costs at a price well below traditional systems. Value for money is a key factor in business today. More factories and plants subcontract their maintenance operation in order to reduce costs and improve productivity. Agility helps subcontractors to reap quick returns for their customers, by providing instant remote access so that they can gain a complete overview of enterprise assets. They are then able to streamline operations through more effective management of capital assets, better allocation of human resources and ensuring optimum performance from plant equipment.
www.getagility.com

The MX Series, Portable Maintenance Instrument, part of the Microlog family of products
Livingston, UK - The MX Series, portable maintenance instrument, part of the Microlog family of products, represents a new concept in vibration analysis instrumentation. The MX Series re-defines traditional approaches to vibration analysis and simplifies industrial maintenance, servicing and inspection techniques. It also offers new possibilities for manufacturers of rotating and reciprocating machinery. To achieve this SKF has combined the latest handheld computing technology with a flexible range of analysis modules to create a multi-functional tool for use by anyone, no matter what their level of experience. The MX Series was created to provide a simple, easy to use instrument for a wide range of applications. It is in effect, several instruments combined on a single, rugged hhandheld device. The MX Series gives users the flexibility to choose from a range of different testing and analysis applications. These modular tools include: A conformance check module, to assess machinery health in accordance with industrial standards (ISO, BS, API etc.) or to allow users to define their own standards. An easy to use FFT spectrum analyzer with on-screen phase vector readout A stand alone balancer (static & dynamic couple, single or dual plane) A bump test for determining resonance A digital signal recorder

73

According to Product Manager Jim Fowlie The key to the flexibility of the MX Series lies in its modular approach. By selecting just the applications they need, users can create an instrument tailored to their exact requirements. He continues Should their needs change, further modules can be installed at a later date, ensuring a viable upgrade path without the need to invest in new hardware. The MX also has several unique features to ensure ease of use: On-screen help & step by step instructions Display images of actual machinery or transducer locations Hardcopy printout to a field portable printer PC based advanced reporting & analysis module At the heart of the MX Series lies an advanced mobile computer with the latest Intel 400 MHz Xscale processor. The result is a powerful instrument capable of taking fast, high-resolution measurements. The MX has a large color display that is readable in most lighting conditions and its use of Microsofts Windows CE.net operating system and USB communications provides seamless connectivity into the PC environment. The device has a large 64-megabyte internal memory plus the choice of digital storage options, ensuring access to ample data storage. Fowlie also notes that SKF understands the need for an instrument to be rugged, able withstand the daily knocks and abuse associated with industrial environments. The MX Series embodies this rugged design philosophy with a 6.5ft drop test rating and IP65 sealing to protect against dust and water ingress. The MX Series will be released in September 2005.
For more information, visit www.skf.com/reliability

ALL-TEST Pro Revolutionising Motor Testing

apt Risk Management is pleased to announce exclusive distribution rights throughout Australia and New Zealand, for the full range of ALL-TEST Pro hand held instruments; covering off-line and on-line testing of motors, generators and transformers. Introducing the range: ALL-TEST PROTM 31 - an excellent pass/fail motor and winding troubleshooting tool. It detects all types of winding faults, incorporates a 500 M? meter and can perform a quick rotor test to detect casting voids and broken rotor bars. It is compatible with optional Condition Calculator 3.0 and Condition Calculator PPC (palm top) diagnostic software packages. ALL-TEST IV PROTM 2000 - a motor circuit analyser for predictive maintenance and troubleshooting winding and rotor faults in motors and transformers of all sizes and types: Single and 3-phase, AC and DC, even traction motors and machine tool servos. The instrument has on board memory to store data and previous results; it has a PC interface and is delivered with TREND 2005 software for 3-phase motor analysis and reporting. It is also compatible with EMCAT Pro 2005 motor management software. ALL-TEST PROTM MD - provides for complete motor circuit diagnostics, both on-line and off-line. The kit combines Motor Circuit Analysis (MCA) and Motor Current Signature Analysis (MCSA), to diagnose and evaluate the health of virtually every component, both electrical and mechanical, in the motor circuit: Incoming power through the motor to the driven load. For existing customers, an exciting line-up of upgrades/enterprise licensing and NEW product is now available. Ask about: TREND 2005 and EMCAT PRO 2005 software. From a hardware prospective, the ALL-SAFE PRO test panel is for safe and fast testing of energised motor systems and power quality monitoring - the permanently installed connection box eliminates the need to open electrical panels when testing energised motors, removing the need for the operator to suite up in special clothing. In addition, Dr Howard Penroses newest book is now in stock and ready to ship. Motor Circuit Analysis: Electrical Motor Diagnostics is a supplement/companion book to the previous publication. Technical support, training tools and facilities, are readily available. As such, the next Motor Diagnostic Workshop has been scheduled 24-26 October 2005 in Sydney, Australia; course materials include a copy of Motor Circuit Analysis: Theory, Applications and Energy Analysis by Dr Howard W. Penrose, Ph.D.
For more information (agents welcome) contact our offices: TEL +61 2 9318 0656 EMAIL info@aptgroup.com.au WEB www.aptgroup.com.au

74

Please complete this form or email the required details.

This form may be photocopied

Subscription Form
The Maintenance Journal is a full colour quality journal of min. 76 pages. Published Quarterly. The Maintenance Journal is available in both a PRINT version and ELECTRONIC version (eMJ) Prices are in Australian dollars (approx. Aus$4 = US$3). For Australia prices are inclusive of GST taxes Please Tick Box

PRINT Version
Print Version subscription including postage is: Aus$150

1 year
Aus$260

2 year

Special Offer For the cost of a single subscription to the print version of the Maintenance Journal we will provide up to 5 copies of the journal in your name that you can distribute to other staff at your company. Please circle total No. of copies required per issue: 1 2 3 4 5

PRINT Version plus eMJ

To add the Electronic Version (eMJ) to your above order for the PRINT Version of the Maintenance Journal: Extra Cost of eMJ Aus$50 Aus$80

ELECTRONIC Version - eMJ

Download as a

ZIIPPEDpdf file

(approx. 6mb) Aus$100

1 year
Aus$180

2 year

eMJ Annual Subscription for Single Site Usage: May be distributed throughout your site intranet eMJ Annual Subscription for Multiple Sites: May be distributed to any sites within your world wide corporation

Aus$300

Aus$580

Start Issue
For new subscriptions please indicate when you wish to start your subscription Publishing dates are: Febuary, May, August and October
(give month/year)

Past Issues

Past Issues of the MJ may be ordered from our web site: www.maintenancejournal.com

Name Company/ Name

Position

Phone Email Method of Payment (Please $ preferred box)

Fax

FEE PAYA B L E

AUS$

1 2 3

Cheque enclosed made payable to Engineering Information Transfer P/L A.C.N 006 752 978 ABN 67 330 738 613 I would prefer you to charge my credit card. Card Number Signature Cardholders name American Express Mastercard Visa Card Expiry date:

For electronic funds transfer - please email to obtain details from: mail@maintenancejournal.com

Engineering Information Transfer, PO Box 703, Mornington, Victoria 3931, Australia. P h o n e : (Int) 61 (3) 5975 0083 Fax: (Int) 61 (3) 5975 5735 E-mail: mail@maintenancejournal.com Web: w w w. m a i n t e n a n c e j o u rn a l . c o m

OPEX and CAPEX

A Two-Day Workshop
Melbourne 24th-25th November 2005
Strategic Aim Create and justify financially and technically sound budgets for: o Maintenance expenditure o Capital expenditure To enhance: o Achievement of overall business objectives o Plant or service reliability and availability o Meeting regulatory requirements. Day 1 Outline - OPEX o Budget structure, accounts, cost centers o Maintenance cost drivers o Traditional costing, Activity-based costing o Fixed and variable cost elements o Direct labour, supervisory & overhead costs o Consumables, spares, rotables, obsolescence o Budgeting for improvement, training, reliability, maintainability, condition monitoring o Outsourcing and insourcing o Cost control, feedback, corrective action, refining the budget, auditing o Contingency allowances Who Should Attend o Maintenance managers and planners o Asset managers and strategists o Accounting and financial officers involved with capital asset and maintenance budgets o Engineering managers o Project managers o Facility managers Day 2 Outline - CAPEX o Engineering asset planning overview, o Financial methods in engineering asset context; discounted cash flow, net present value, payback period, return on investment, depreciation, tax, inflation o Current equipment appraisal, o Decision making, planning and budgeting for future acquisitions o Aggregate capital budget. Capital rationing. o Lifecycle cost and economic life, o Replacement decision analysis, risk, o Capital projects financial analysis, cash flow, progress and performance.

Your workshop leaders are experienced consultants to utilities, mining, government and manufacturing industries. Adrian Stephan, M.Mgmt. Past President, International Society for Logistics. External lecturer, Monash University graduate program in maintenance management. Dr. Nick Hastings, FIEAust. Formerly Professor of Maintenance Engineering and Director, Centre for Asset Management, Queensland University of Technology, Brisbane.

Workshop Timings, Materials and Procedures The workshop format will encourage participant interaction. The workshop will run from 9 a.m. to 5 p.m. each day. It will make use of numerical and descriptive examples, for which solutions will be provided in printed form and as Excel spreadsheets. Participants will receive a CD containing copies of related PowerPoint presentations and spreadsheets. Participants are requested to bring a calculator and/or battery powered computer and may bring their own data.

Sounds like you? Call (03) 9876 7188 to book your place, or use the registration form overleaf, or visit www.albanyint.com.au to register on-line.

Organized by Albany Interactive Pty Ltd ACN 33006043965

Maintenance and Asset Budgeting Two-day Workshop

REGISTRATION FEES Individual Fee GST TOTAL $1400 $ 140 $1540 MELBOURNE 24th-25th November 2005 Eden-on-the-Park Hotel 6 Queens Road, Melbourne

Registration fee includes lunches, refreshments and full workshop documentation. Group Discount Send three or more delegates from the same organization and receive 10% off the registration fee for each delegate. For Further Information Phone Albany Interactive Pty Ltd (03) 9876 7188 or fax (03)9876 6138 or email: albany.interactive@bigpond.com How Do I Register? Use one of the following options: FAX the completed registration form with payment details to Fax: (03) 9876 6138 MAIL the completed registration form with cheque or other payment details to: Albany Interactive Pty Ltd 16 Wellesley Road, North Ringwood, VIC 3134 EMAIL the details as per the registration form to Albany.interactive@bigpond.com WEBSITE register via our website www.albanyint.com.au

Registration Form
Maintenance & Asset Budgeting Two-Day Workshop, 24-25 November 2005 Please copy form if more than one delegate.

Name of Delegate..Job Title..... Company.. Address. TelephoneFaxEmail... Name of Contact Officer...Job Title..... METHOD OF PAYMENT Fee payable: $..................... Cheque: Enclosed is our cheque for $.......................made payable to Albany Interactive Pty Ltd. Bank Transfer: Account name: Albany Interactive Pty Ltd BSB: 014-307 Account No: 253 251 158 Bank: ANZ Main Street, Samford, Qld., 4520 Credit Card: VISA MASTERCARD BANKCARD Card No:..Expiry Date: mm/yy. Name on credit cardSignature.... Invoice Company on Purchase Order No:..
Payment Terms Payment, or an acceptable company purchase order, is required before the event. Purchase orders will be invoiced net 30 days. Once the registration is established your place is automatically reserved and a confirmation letter will be sent to you. Cancellation Policy All cancellations must be made in writing if you are unable to attend. A substitute delegate is welcome at no extra charge. You will receive a full refund less 15% administrative charge if cancellation is made in writing at least 7 days before the event. No cancellations will be accepted within 7 days of the event start date, but full seminar documentation will be sent to the delegate.

Maintenance Publications
The following Maintenance Publications, available from EIT Pty Ltd, may be ordered on: Fax: 03 5975 5735 Email: mail@maintenancejournal.com Web: www.MaintenanceJournal.com ALL PRICES ARE IN AUSTRALIAN DOLLARS. / PRICES for AUSTRALIA INCLUDE POSTAGE COSTS AND GST ADD Aus$40 PER TOTAL ORDER FOR ALL DELIVERIES OUTSIDE OF AUSTRALIA.

CDS:
WIREMAN SEMINARS - PPT SLIDES
For the first time anywhere in the world we are able to offer for sale CDs of hundreds of Power Point Slides from Terry Wiremans series of Maintenance Seminars. These CDs are an invaluable training and learning tool for your maintenance personnel.

CMMS 2005 CONFERENCE Indianapolis USA 6. CMMS 2005 CONFERENCE - Proceedings CD

CD Version Aus $220.00 The major Conference in 2005 on Computerized Maintenance Management Systems. The CD contains 30 papers, some in PPT slide format and some in text format: Unlocking The Secrets of CMMS Data. Benchmarking Best Practices Maintenance. BOMs - A Maintenance Inventory Savings Model. Internet delivered CMMS to build improved equipment reliability. Improved CMMS and Asset Management Systems. Reducing the Cost of Parts and Inventory Stores Using EAMs. Application Service Provider (ASP) model for CMMS/EAM. Value Driven Maintenance - Creating shareholder value . Inventory Management-- A Critical Component to Your EAM Strategy. Key Elements To Successful CMMS Implementations. Leveraging Enterprise Information to Enhance Asset Management. Selecting the Right Maintenance Information System. Using CMMS to Optimize its Inventory Management Practices. 6 steps to selecting a CMMS. Mastering Computerized Maintenance Excellence. Understanding Plant Maintenance Effectiveness. Maintenance Inventory and Purchasing. Take control of work, maintenance and asset management. EAM Versus Best of Breed CMMS. The Role Of CMMS In Support Of An Improvement Initiative. Strategies and Tactics for Achieving Results. Getting the most from SAP-Enterprise Asset Management. Structured Problem Solving for IP Business Systems. Generating Failure Codes for CMMS Implementation. Managing Maintenance Training with the CMMS or EAM. Industrial Lubrication and CMMS. Smart training: Implementation Leading to CMMS training. Making Your Existing CMMS Successful. Computerized Asset Management for Public Works Departments. Bonus article: CMMS Best Practice

1. BENCHMARKING MAINTENANCE MANAGEMENT

CD Version Aus $295.00 Benchmarking Introduction and Generic Benchmarks - 151 slides Organizational Considerations, Education Problems, Work Order Systems, Maintenance Planning, Maintenance Scheduling, Preventive Maintenance, Maintenance Materials - 455 slides Benchmarking Best Practices and Benchmarking Survey - 256 slides. TOTAL: 863 SLIDES

2. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS

CD Version Aus $295.00 Successfull CMMS - 31 slides Maintenance Practice Assessment - 53 slides Organizational Assessment - 18 slides CMMS Selection, CMMS Implementation, CMMS Usage - 264 slides Cost Justification and ROI - 32 slides CMMS, ERP and EAM, CMMS Issues - 70 slides. TOTAL: 468 slides

3. MAINTENANCE PERFORMANCE INDICAT0RS

CD Version Aus $295.00 Introduction - Performance Indicators - 125 slides Preventive Maintenance Indicators, Inventory & Purchasing Indicators, Work Flow Systems Indicators, CMMS/EAM Systems Indicators, Training Indicators, Operations/Facility Involvement PIs, Predictive Maintenance Indicators, RCM Indicators, TPM Indicators, Statistical/Financial Optimization PIs, Cont. Improv. PIs - 335 slides Building the Pyramid &The Future - 33 slides. TOTAL: 493 Slides

4. TOTAL PRODUCTIVE MAINTENANCE

CD Version Aus $295.00 Introduction to TPM - 60 slides TPM Organizational Considerations - 100 slides Best Practices and TPM, Preventive Maintenance & TPM, TPM & Stores & Purchasing, TPM & Work Orders, TPM & CMMS, Zero Breakdown Strategies & TPM - 328 slides Financial Benefits of TPM - 66 slides TPM Conclusions - 37 slides. TOTAL: 591 Slides

TEXTS:
7. Machinery Component Maintenance & Repair 3rd Edition
By Bloch & Geitner, 2004, 650pp $240.00 This classic text has saved process plants millions of dolllars and is now in its 3rd edition with much new material. The best book on this topic.

8. Learn TPM - A blueprint For Change

By SMcCarthy & Rich, 2004, 224pp $160.00 How integrating Lean Thinking and Total Productive Maintenance accelerates benefits delivered from continuous improvement activities. Includes a route map for Lean TPM, plus using vibration analysis.

5. ZERO BREAKDOWN STRATEGIES

CD Version Aus $295.00 Achieving Zero Breakdown A Reality - 36 slides Improved Equipment Effectiveness - 314 slides Introduction, What Causes Failures? Understanding Basic Component Design Five Steps: Maintain Basic Conditions, Maintain Operating Standards, Deterioration Prevention, Improving Design Weaknesses Preventing Human Error, Beyond the Basics. TOTAL: 350 Slides

9. Practical Machinery Vibration Analysis & Pred. Maint.

By Scheffer & Girdhar, 2004, 272pp $125.00 The detection, location, diagnosis and rectification of faults in reciprocating and rotating machinery when using vibration analysis.

10. Develop. Performance Indicators for Maintenance 2nd Ed

By Terry Wireman, 2004, 288pp $92.00 Indicators for managing maintenance. This new edition also addresses further advancements in the managing of maintenance.

Condition Monitoring Standards Volume I, II & III

Condition Monitoring Standards [CMS] are the building blocks for setting up and running a preventive maintenance, and condition monitoring [PM/ECCM] system. The CMS documents have full color pictures to explain the function, condition monitoring as well as why and how each of these tasks should be executed. Each CMS contains brief inspection points, detailed instructions and suggested intervals for each on-the-run and shutdown inspection.

17. BENCHMARK BEST PRACTICES IN MAINT. MANAGEMENT

Terry Wireman 2003, 228 pp $105.00 As the only reference that provides vital information in a concise and easy-touse format, Benchmarking Best Practices in Maintenance Management will provide users with all the necessary tools to be successful in benchmarking maintenance management. It presents a logical step-by-step methodology that will enable a company to conduct a cost-effective benchmarking effort. It presents an overview of the benchmarking process, a self analysis, and a database of the results of more than 100 companies that have used the analysis.

11. CONDITION MONITORING STANDARDS VOLUME 1

Torbjorn Idhammar, 2001, 124pp [Colour], $330.00 Section 1 - Preventive Maintenance Task List Section 2 - Condition Monitoring Standards Motor AC; Coupling Tire; Coupling Sure flex; Coupling Grid; Coupling Thomas; Coupling Wrap flex/Atra flex; Coupling Gear; Coupling Jar; Coupling Magnetic; Coupling Torus; Pump Vacuum Nash; Pump - Vertical - Multistage; Tank; Conveyor Screw; Valve solenoid; Air Breather - Des Case; Flinger; Gear Reducer; Conveyor Belt; Conveyor Drag; Fan Axial; Agitator/Mixer; Compressor Rotary Screw - Quincy; Dryer System - Air desiccant; Steam Joint - Valmet

18. RCM - GATEWAY TO WORLD CLASS MAINTENANCE

A Smith & G Hinchcliffe 2003, 337 pp, $120.00 Includes detailed instructions for implementing and sustaining an effective RCM program; Presents seven real-world successful case studies from different industries that have profited from RCM; Provides essential information on how RCM focuses your maintenance organization to become a recognized center for profit. It provides valuable insights into current preventive maintenance practices and issues, while explaining how a transition from the current preserve equipment to preserve function mindset is the key ingredient in a maintenance optimization strategy. This book defines the four principal features of RCM and describes the nine essential steps to achieving a successful RCM program.

12. CONDITION MONITORING STANDARDS VOLUME II

Torbjorn Idhammar, 2001, 130 pp [Colour], $330.00 Section 1 - Preventive Maintenance Task List Section 2 - Condition Monitoring Standards Motion Detector; Backstop; Pump, Centrifugal; Heat Exchanger; Bearing, Pillow Block; Chain Drive; Hydraulic Unit; Feeder; Mechanical Seal; Packing; Check Valves; Screen Reciprocating; V Belt Drive; Screen - Vibrating; Screen - Disc; Screen - Centrifugal; Lubrication Reservoir; Fan Radial; Pump Vane; Pump Gear; Pump Piston; Steam Trap Mechanical; Steam Trap Thermostatic; Steam Trap Thermodynamic; Valve with Actuator [S=Shutdown].

19. CMMS A TIME SAVING IMPLEMENTATION PROCESS

Daryl Mather, 2003, 320 pp, $225.00 Computerised Maintenance Management System [CMMS] is now penetrating moderate to small corporations on an international level. These corporations need an efficient method to implement this effective but complicated system, but most of the currently available texts are written by theorists and involve complex approaches. In CMMS: A Time Saving Implementation Process, a practitioner-turned-consultant presents his field proven, practical approach that can dramatically reduce the amount of time and cost needed to implement and maintain CMMS in any corporation.

13. CONDITION MONITORING STANDARDS VOLUME III

Torbjorn Idhammar, 2003, 115 pp [Colour], $330.00 Condition Monitoring Standards Universal Joint; Rope Sheaves; Regulator - Air; Pump - Progressive Cavity; Blower - Rotary Lobe; Belt - Cog; Doctor Blade; 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 and Oil Most; Piping and Pipe Hangers; Steam Turbine [Small].

20. INDUSTRIAL MACHINERY REPAIR

Best Maintenance Practices Pocket Guide R Smith, R K Mobley 2003, 537 pp $90.00 The new standard reference book for industrial and mechanical trades. Accessible pocketbook format facilitates on-the-job use. Industrial Machinery Repair provides a practical reference for practicing plant engineers, maintenance supervisors, physical plant supervisors and mechanical maintenance technicians. It focuses on the skills needed to select, install and maintain electro-mechanical equipment in a typical industrial plant or facility which will keep equipment operating at peak reliability and companies functioning more profitably through reduced maintenance costs and increased productivity and capacity.

14. LEAN MAINTENANCE

Reduce Costs, Improve Quality, and Increase Market Share R Smith, B Hawkins 2004, 304 pp $120.00 Moving the maintenance operation well into its own lean transformation is a must-do-prerequisite for successful manufacturing plant - or any process plant - Lean Transformations. This Handbook provides detailed, step-by-step, fully explained processes for each phase of Lean Maintenance implementation providing examples, checklists and methodologies of a quantity, detail and practicality that no previous publication has even approached. It is required reading, and a required reference, for every plant and facility that is planning, or even thinking of adopting Lean as their mode of operation.

21. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2ND Ed

Keith Mobley 2002, 337 pp, $180.00 This second edition of An Introduction to Predictive Maintenance helps plant, process, maintenance and reliability managers and engineers to develop and implement a comprehensive maintenance management program, providing proven strategies for regularly monitoring critical process equipment and systems, predicting machine failures, and scheduling maintenance accordingly.

15. MANAGING MAINTENANCE SHUTDOWNS AND OUTAGES

Joel Levitt 2004, 208 pp $95.00 Now you can have the ability of saving money immediately just from reading and using this unique guide! Managing Maintenance Shutdowns and Outages will provide a deeper understanding of how to effectively manage large maintenance jobs such as power plant outages, refinery refits and many more. With this, users will have the increased ability to plan for and manage such projects.

22. MAINTENANCE EXCELLENCE OPTIMIZING EQUIPMENT LIFE CYCLE DECISION

J Campbell & A Jardine 2001, 536pp $190.00 Maintenance Management Fundamentals; Maintenance Management Methodologies; Measurement in Maintenance Management; Data Acquisition; Materials Management Optimisation; Managing Equipment Reliability; Assessing and Managing Risk; Reliability By Design: Reliability Centred Maintenance; Reliability by Operator: Total Productive Maintenance; Optimising Maintenance Decisions; Reliability Management and Maintenance Optimisation: Basic Statistics and Economics; Maintenance Optimisation Models; Optimising Maintenance and Replacement Decisions Optimising Condition Based Maintenance; Conclusion: Achieving Maintenance Excellence;

16. EFFECTIVE MAINTENANCE MANAGEMENT

Risk and Reliability Strategies for Optimizing Performance V Narayan 2004, 288 pp $95.00 Providing readers with a clear rationale for implementing maintenance programs, this unique guide is written in a language and style that practicing engineers and managers can understand and apply easily. Effective Maintenance Management examines the role of maintenance in minimizing the risks relating to safety or environmental incidents, adverse publicity, and loss of profitability. Bridge the gap between designers/maintainers and reliability engineers, this guide is sure to help businesses utilize their assets effectively, safely, and profitably.

23. COMPUTER-MANAGED MAINTENANCE SYSTEMS 2nd Ed.

By Mobley/Cato 2001, 200pp $140.00 A comprehensive, practical guide that covers selection, justification, and implementation of an effective CMMS in any facility. In this new edition, the authors have added a chapter specifically on the latest technology, Application

MAINTENANCE PUBLICATIONS

Service Providers [ASPs], that has revolutionized the way computer-managed maintenance systems are used and the benefits they can offer to a business. This solution provides integrated software, hardware, and networking technology along with Information Technology [IT] consulting services into an outsourced package. A new appendix on Key Performance Indicators has also been added.

29. ROOT CAUSE FAILURE ANALYSIS

By R Keith Mobley 1999, 333pp $186.00 Root Cause Failure Analysis provides the concepts needed to effectively perform industrial troubleshooting investigations. It describes the methodology to perform Root Cause Failure Analysis [RCFA], one of the hottest topics currently in maintenance engineering. It also includes detailed equipment design and troubleshooting guidelines, which are needed to perform RCFA analysis on machinery found in most production facilities. This information will therefore be invaluable to maintenance and plant managers wanting to increase their own knowledge, plan or provide training [and use this book in doing so], and to operators needing to improve their skills.

24. RELIABILITY, MAINTAINABILITY AND RISK 6th Ed.

David Smith 2001. 336pp $135.00 Reliability, Maintainability and Risk has been updated to ensure that it remains the leading reliability textbook - cementing the books reputation for staying one step ahead of the competition. This sixth edition incorporates brand new material on the accuracy of reliability prediction and common cause failure. This book has now been established for over 20 years. It deals with all aspects of reliability, maintainability and safety-related failures in a simple and straightforward style, explaining technical terms and jargon and handling the limitations of reliability parameters

30. TURNAROUND MANAGEMENT

By Tom Lenahan 1999, 183pp $170.00 There are thousands of plants around the world that each require regular shutdown or turnaround maintenance but until now there has been almost nothing published in this specialized area. Turnaround management is project management - it has all its main elements. It also has a number of features which make it unique. This text for the first time looks at those unique aspects of turnaround management. Contents include : Initiating the turnaround; validating the work scope; pre-shutdown work; contractor packages; planning the turnaround; the turnaround organization; site logistics; the cost profile; the safety plan; the quality plan; the communications package; executing the turnaround; terminating the turnaround.

25. TPM A ROUTE TO WORLD CLASS PERFORMANCE

Peter Willmott & Dennis McCarthy 2000, 264pp $190.00 This title builds on Peter Willmotts earlier book, TPM the Western Way, updating the scope of applications and tools. The TPM route map is updated to include the journey to zero breakdowns & beyond. CONTENTS: From total productive maintenance to Total Productive Manufacturing; Designing the TPM umbrella; TPM top down & bottom up roles; The TPM improvement PLAN TOOLBOX; standardizing best practice; TPM analysis, TPM in non manufacturing; TPM for design; Planning and launching TPM; Sustaining life after pilot; Case Studies.

26. ASSET MANAGEMENT AND MAINTENANCE - THE CD

By Nicholas A Hastings 2000, 820 slides $180.00 This compact disk contains 19 PowerPoint presentations containing over 820 slides dealing with Asset Management and Maintenance. Asset Management Overview; Life Cycle Costing; Maintenance. Organisation & Control; Spares & Consumables Management; Reliability Centered Maintenance; Total Productive Maintenance; Failure Mode and Effects Analysis; Risk Analysis and Risk Management; Reliability Statistics & Life Distributions; Reliability Data Analysis; Age Based Replacement Policy Analysis; Case Study - Axle Bushes; Availability and Maintainability; Measuring and Improving Maintenance Effectiveness; Reliability of Systems; Condition Monitoring; Job and Shutdown Planning; Continuous Improvement.

31. MAINTENANCE PLANNING & SCHEDULING MANUAL

Richard D Palmer 1999, 400pp $195.00 Must rate as one of the best texts ever published on Maintenance Planning. This text enables maintenance managers and maintenance planners to dramatically improve the productivity of their maintenance plan; Clearly identifies the six basic principles of planning and the six associated principles of scheduling; Provides how-to information on implementing a planning function, using work orders, and performing in-house work sampling. An excellent hands-on text and one of the few published on maintenance planning.

27. PREVENTIVE MAINTENANCE, ESSENTIAL CARE AND CONDITION MONITORING

Idhammar, Et Al. 1999, 337 pp, $390.00 It is a unique resource for improving maintenance processes and learning smart inspection and trouble shooting techniques on a wide variety of components including, fasteners, pumps, conveyors, motors, gears, bearing, chain, pipes and valves, couplings, seals, fans, lubrications, lifting equipment, hydraulics, pneumatics, compressors, steam, electrical systems, etc. The inspection techniques are presented in the book together with inspection tools and examples of how to inspect a number of standard components. The book carefully explains how to set up and improve a preventive maintenance system or process in any industry. Preventive Maintenance/Essential Care and Condition Monitoring teaches the reader how to organize condition monitoring, lubrication, alignment, cleaning, and other preventive maintenance systems into one orchestrated process.

32. HANDBOOK OF MAINTENANCE MANAGEMENT

By Joel Levitt [USA] 1997, 476pp $172.00 This unusually comprehensive book is designed as a complete survey of the field for students or maintenance professionals, as an introduction to maintenance for non maintenance people, as a review of the most advanced thinking in maintenance management, as a manual for cost reduction, a primer for the stockroom, and as an element of a training regime for new supervisors, managers and planners.

33. INFRASTRUCTURE MANAGEMENT

By W R Hudson, R Haas & W Uddin, 1997, 416pp $150.00 The principles and the overall concept of effective infrastructure management discussed in this book have never before been treated in such detail. All the varied tools and techniques that are used in planning, building, maintaining, and fixing our nations roads, bridges, airports, utilities, water and waste water facilities, parks, buildings, and sports complexes are thoroughly examined. Numerous examples of the technologies available for various uses are included. The book also discusses a host of high interest topics such as life cycle analysis of structures, decision support systems, database management, and analysis and modeling methods.

28. ENGINEERING MAINTAINABILITY: HOW TO DESIGN FOR REALIBILIITY AND EASY MAINTENANCE
By B S Dhillon, PhD 1999, 254pp $205.00 This book provides the guidelines and fundamental methods of estimation and calculation needed by maintainability engineers. It also covers the management of maintainability efforts, including issues of organizational structure, cost, and planning processes. Questions and problems conclude each chapter. Contents: Introduction; Maintainability Management; Maintainability Measures, Functions, and Models; Maintainability Tools; Specific Maintainability Design Considerations; Human Factors Considerations; Safety Considerations; Cost Considerations; Reliability-Centred Maintenance; Maintainability Testing, Demonstration, and Data; Maintenance Models.

MAINTENANCE PUBLICATIONS - ORDER FORM

All prices are AUSTRALIAN DOLLARS. PRICES for AUSTRALIA INCLUDES POSTAGE & GST. ADD Aus$40 PER TOTAL ORDER FOR ALL DELIVERIES OUTSIDE OF AUSTRALIA.

PH: 61(3) 5975 0083 FAX: 61(3) 5975 5735 Email: mail@maintenancejournal.com
ENGINEERING INFORMATION TRANSFER P/L, P O BOX 703, MORNINGTON, VIC 3931 AUSTRALIA

Item 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33.

Title Benchmarking Maintenance Management Course PPTs - CD Computerised Maintenance Management Systems Course PPTs - CD Maintenance Performance Indicators Course PPTs - CD Total productive Maintenance Course PPTs - CD Zero Breakdown Strategies Course PPTs - CD CMMS 2005 CONFERENFE - Proceedings CD Machinery Component Maintenance & Repair 3rd Edition Learn TPM - A blueprint For Change Practical Machinery Vibration Analysis & Pred. Maint. Develop. Performance Indicators for Maintenance 2nd Ed Condition Monitoring Standards Volume I Condition Monitoring Standards Volume II Condition Monitoring Standards Volume III Lean Maintenance Managing Maintenance Shutdowns and Outages Effective Maintenance Management Benchmarking Best Practices in Maintenance Management RCM Gateway To World Class Maintenance CMMS A Timesaving Implementation Process Industrial Machinery repair Introduction To Predictive Maintenance 2nd Edition Maintenance Excellence Optimising Equip. Life Cycle Decisions Computer-Managed Maintenance Systems 2nd Edition Reliability, Maintainability & Risk TPM - A Route to World Class Performance Asset Management and Maintenance - the CD Preventive Maintenance, Essential Care and Condition Monitoring Engineering Maintainability: Design for Reliability & Easy Maintenance Root Cause Failure Analysis Turnaround Management Maintenance Planning & Scheduling Manual Handbook of Maintenance Management Infrastructure Management

Aus $ $295.00 $295.00 $295.00 $295.00 $295.00 $220.00 $240.00 $160.00 $125.00 $92.00 $330.00 $330.00 $330.00 $120.00 $95.00 $95.00 $105.00 $120.00 $225.00 $90.00 $180.00 $190.00 $140.00 $135.00 $190.00 $180.00 $390.00 $205.00 $186.00 $170.00 $195.00 $172.00 $150.00

QTY

NAME: ADDRESS: PHONE: FAX:

COMPANY:

Email: TOTAL FEE PAYABLE: AUS$

METHOD OF PAYMENT
1. 2. CARD NO: SIGNATURE: This form may be photocopied

CHEQUE ENCLOSED PAYABLE IN AUSTRALIAN DOLLARS TO : ENGINEERING INFORMATION TRANSFER P/L CHARGE MY CREDIT CARD:: EXPIRY DATE: NAME ON CARD: