SOLUTIONS

THE MAGAZINE BY PRACTITIONERS FOR PRACTITIONERS VOLUME 13, ISSUE 2 MAR/APR 2018

EQUIPMENT RELIABILITY
 02 CHANGING BEHAVIOR TO PRODUCE RESULTS®
REGISTER NOW: 800-556-9589 | education@LCE.com | www.LCE.com

COURSE WHO SHOULD ATTEND YOU WILL LEARN HOW TO DATES & LOCATION DAYS/CEUs COST
Maintenance Maintenance Managers and Supervisors, Lead a world-class maintenance department using planning Apr 17-19, 2018 (OSU) 3 consecutive days $1,895
Management as well as Supervisors from Operations, and scheduling best practices to drive work execution, improve Sept 25-27, 2018 (KU) 2.1 CEUs
Skills Warehouse or Housekeeping areas productivity, motivate staff, increase output and reduce waste. Dec 4-6, 2018 (CHS)

Maintenance Planner/Schedulers, Maintenance Apply preventive and predictive maintenance practices. Calculate Apr 2-5, 2018 (CHS) 4 consecutive days $2,495
Planning and Supervisors, Maintenance Managers, work measurement. Schedule and coordinate work. Handle May 7-10, 2018 (KU) 2.8 CEUs
Scheduling Operations Coordinators, Storeroom common maintenance problems, delays and inefficiencies. July 23-26, 2018 (CHS) A1 A2 B2

Managers and Purchasing Managers Sept 24-27, 2018 (CU)

Nov 5-8, 2018 (OSU)

Materials Materials Managers, Storeroom Manag- Apply sound storeroom operations principles. Manage inventory Feb 13-15, 2018 (CHS) 3 consecutive days $1,895
Management ers, Planner/Schedulers, Maintenance to optimize investment. Understand the role of purchasing. Oct 23-25, 2018 (CHS) 2.1 CEUs
Managers and Operations Managers Implement effective work control processes.
Planning for Members of the shutdown or outage teams, Save time and money on your next shutdown by learning how to Aug 7-9, 2018 (CHS) 3 consecutive days $1,895
Shutdowns, planners, plant engineers, maintenance effectively plan for and manage such large projects. Learn 2.1 CEUs
Turnarounds engineers processes and strategies for optimal resource allocation.
and Outages
Predictive Plant engineers and managers, Maintenance, Collect and analyze data to assess the actual operating condition. Apr 3-5, 2018 (CHS) 3 consecutive days $1,895
Maintenance Industrial and Manufacturing Engineers, Use vibration monitoring, thermography and tribology to optimize May 15-17, 2018 (OSU) 2.1 CEUs
Strategy Maintenance Supervisors and Managers plant operations. July 31-Aug 2, 2018 (CU)
Nov 6-8, 2018 (KU)

Prosci® Change Executives and Senior Leaders; Managers Build internal competency in change management. Deploy change Contact us to schedule a Sponsor: ½-day Contact us
Management and Supervisors; Project Teams; HR and management throughout your organization. Become licensed to use private onsite class. Coaching: 1-day for pricing
Programs Training Groups; Employees Prosci’s change management tools. Orientation: 1-day
Certification: 3-day
Reliability Reliability Engineers, Maintenance Learn how to build and sustain a Reliability Engineering program, Feb 27-Mar 1, 2018 (KU) 3 consecutive days $1,895
Engineering Managers, Reliability Technicians, investigate reliability tools and problem-solving methods and ways April 24-26, 2018 (CU) 2.1 CEUs
Excellence Plant Managers and Reliability Personnel to optimize your reliability program. Jun 19-21, 2018 (CHS)
Oct 23-25, 2018 (OSU)

Reliability PP
R OV E General Managers, Plant Managers, Build a business case for Reliability Excellence, learn how SESSION 1 DATES: 12 days total $7,495
Design Managers, Operations Managers Mar 20-22, 2018 (CHS) (4, 3-day sessions)
D
A

Excellence leadership and culture impact a change initiative and build a

for Managers
R
and Maintenance Managers plan to strengthen and stabilize the change for reliability. CMRP Aug 28-30, 2018 (CHS) 8.4 CEUs
P

OV DE
R

exam following Session Four.

Risk-Based Project Engineers, Reliability Engineers, Learn to create a strategy for implementing a successful asset Feb 6-8, 2018 (OSU) 3 consecutive days $1,895
Asset Maintenance Managers, Operations management program. Discover how to reduce risk and achieve Mar 27-29, 2018 (CU) 2.1 CEUs
Management PP
R OV E Managers, and Engineering Technicians the greatest asset utilization at the lowest total cost of June 12-14, 2018 (KU)
ownership.
D
A

R
Oct 2-4, 2018 (CHS)
P

OV DE
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Root Cause Anyone responsible for problem solving Establish a culture of continuous improvement and create a Mar 20-22, 2018 (OSU) 3 consecutive days $1,895
Analysis and process improvement proactive environment. Manage and be able to effectively use June 12-14, 2018 (CU) 2.1 CEUs
eight RCA tools to eliminate latent roots and stop recurring Aug 21-23, 2018 (KU)
failures. Oct 30-Nov 1, 2018 (CHS)

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AD
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SOLUTIONS MAR-APR
*LOCATION (CHS) = Charleston, SC | (CU) = Clemson University in Greenville, SC | (KU) = The University of Kansas | (OSU) = The Ohio State University
CODES: 2018
 03

04 CONTRIBUTORS, OFFICERS
& DIRECTORS

05 LETTER FROM THE CHAIR

Howard W. Penrose, PhD, CMRP

TECHNOLOGY TRENDS IN ULTRASOUND

EQUIPMENT RELIABILITY APPLICATIONS
Adrian Messer, CMRP
06

THREE THINGS THAT KILL YOUR

RELIABILITY AND WHAT YOU CAN DO
ABOUT THEM NOW
10
Shon Isenhour, CMRP, CAMA
& Ana Maria Delgado, CRL

READY WHEN YOU NEED IT:

PREDICTIVE MAINTENANCE ON YOUR
STAND-BY EQUIPMENT
14
Manuel Lombardero, MBA, CMRP

LESSONS LEARNED IN PLANNING

AND EXECUTION OF THE ASSET
MANAGEMENT STRATEGY
16
Aleck Santamaría De La Cruz, CMRP

18 CHAPTER NEWS

20 GOVERNMENT RELATIONS UPDATE

22 NEW MEMBERS

26 NEW CMRPs/CMRTs

30 SMRPCO SUSTAINING SPONSORS

WWW.SMRP.ORG
04

CONTRIBUTORS SMRP OFFICERS

&BOARD & DIRECTORS

Chair
Howard Penrose, PhD, CMRP
MotorDoc, LLC
howard@motordoc.com
CONTRIBUTORS 630-310-4568

Adrian Messer, CMRP is the Manager of US Operations Vice Chair

for UE Systems, Inc. For more than a decade, Adrian Vlad Bacalu, CMRP, CMRT, CAMA
has been helping facilities around the country transform AECOM
their reliability programs by successfully implementing vlad.bacalu@aecom.com
Ultrasound technology for condition monitoring and energy 330-888-5680
conservation applications. As a subject matter expert on
Ultrasound technology and implementation best practices, Treasurer
Mr. Messer has been a featured speaker at numerous Gina Hutto-Kittle, CMRP
industry events. He is a graduate of Clemson University The Timken Company
gina.kittle@timken.com
and maintains close ties to the University assisting current
330-471-7465
students in a mentorship program through the College of
Business & Behavioral Science.
Secretary
Carl Schultz, CMRP
Aleck Santamaría De La Cruz, CMRP, PMP, MBA is a CEO Advanced Technology Solutions, Inc.
carl.schultz@ats-inc.com
and Consultant in Asset Management. He has over 20 years
203-733-3333
of experience in oil & gas and the biofuel industry. Alex holds
a Master’s of Science in Mechanical Engineering along with
Immediate Past Chair
an MBA & Global MBA.
Larry Hoing, CMRP, CMRT
Wells Enterprises, Inc.
lmhoing@bluebunny.com
712-540-6511

Certification Director
Bruce Hawkins, CMRP, CAMA
Shon Isenhour, CMRP, CAMA is a partner with Eruditio,
Emerson Process Management
which is a premiere education provider for companies
bruce.hawkins@emerson.com
that are looking for training with a return on investment.
843-670-6435
Shon is a past Chairman of SMRP and a self-proclaimed
reliability nerd. Body of Knowledge Director
Paul Casto, CMRP
GE Digital
paul.casto@ge.com

Education Director
Christopher Mears, CMRP
Ana Maria Delgado, CRL, Marketing Manager, LUDECA, National Aerospace Solutions/AEDC
Inc. Ana is responsible for creating awareness of the cjm2369@outlook.com
benefits of Proactive Condition Monitoring through the 931-454-5837
use of maintenance technologies such as precision laser
alignment, vibration analysis, balancing and ultrasound to Member Services Director
increase machinery reliability. Jeff Shiver, CMRP
People & Processes
jshiver@peopleandprocesses.com
843-814-6198

Outreach Director
Manuel Lombardero, MBA, CMRP, Maintenance Manager, Nancy Frost, PhD, CMRP
AES Corporation - Manuel has been in the power industry Zap Labs LLC
for over 18 years, working in the areas of operation, docfrosty42@gmail.com
maintenance and reliability, both in the United States 518-956-4640
and abroad.

SOLUTIONS MAR-APR 2018


Education, Global Outreach in
the Spotlight in 2018
February was an exciting month for SMRP
and our members. We partnered once again
with Advance CTE to celebrate National
Career and Technical Education (CTE )
Month and hos ted another success ful
Washington, D.C., Government Relations
Fly-In.
CTE Month is an annual public-awareness
campaign that celebrates the value of
CTE, as well as the accomplishments of
CTE programs throughout the US. CTE
cover s indus t ries such as heal t hcare,
i n f o r m a t i o n t e c h n o l o g y, a d v a n ce d
manufacturing, maintenance, installation
and repair with one goal – to prepare and
create a competitive work force for the
next generation. SMRP and our members
suppor t CTE month through individual
and corporate programs; suppor t of
re l i a b i l i t y, m a i n te n a n ce a n d p h y s i c a l
asset management education; the CMRP,
CMRT and CAMA certifications; outreach
programs with national and international
organizations; the development of our
Bod y of K now ledge ( Bo K ); educat ion,
conferences and s y mp osiums; ef for t s
through our Approved Provider Education
Program; training and networking through
Chapters and SIGs; and our government
relations program.
At the end of February, we participated in
the annual Washington, D.C., Fly-In, meeting
with Federal policymakers, commit tees
and depar tments like the Occupational
Safety and Health Administration (OSHA)
to discuss topics such as, cybersecurity,
infrastructure, smart-grid and workforce
development. Additionally, SMRP acted as
the only representative for our community
in the Advance CTE panel. Our government
relations committee was involved in the
2017 reauthorization of the bipar tisan
Pe r k i n s A c t , w h i c h p r o v i d e s F e d e r a l
support to career education programs. We
also had an opportunity to meet with the
White House Workforce Development team
on March 1st, the outcome of which will be
shared with members in the near future.
In addition to SMRP’s efforts in education
and legislation, the SM RP Foundation
continues to offer competitive scholarships
to students pursuing degrees in
m a i n te n a n ce, re l i a b i l i t y a n d p hy s i c a l
asset management as part of our Student
Advancement Oppor tunities. This new
05
FROM
program, which opened on February 26,
includes the annual scholarship program,
s tudent membership and free s tudent
webinar s . A numb er of chap ter s al so
THE
p rov i d e s c h o l a r s h i p o p p o r t u n i t i e s to
students in their region. Over the past few
years, SMRP has noticed a significant rise
in the interest and number of applications
CHAIR
for these scholarships. We expect the 2018
class of applicants to be one of our largest
to date.
In January 2018, the SMRP and SMRPCO
boards participated in our annual Strategic
P l a n n i n g E xe rci s e. I n t h i s ef fo r t , t h e these values. Professional societies are
board reviews member surveys, reports, not developed for commercial purposes or
statistics, competitive analysis and other profit, nor the interests of an individual or
relevant input in order to review existing company, but are meant as educational and
strategies and goals along with our mission informational bodies that set consensus
and vision to ensure SMRP is moving in standards for their related professional
the right direction. In the end, we retire f ields. This gives us a different level of
completed strategies and prioritize future exposure and recognition within other
s trategies for the societ y. Tac tic s are organizations and governments.
developed, responsibilities are assigned
SMRP is a body of professionals on a
and progress is measured at each board
global scale, with nearl y one third of
meeting throughout the year.
our membership residing outside of the
Pas t year s’ result s have included t he United States. While national is often used
establishment of joint af f iliations with in our literature, we have evolved into
the Institute for Asset Management a international body. SMRP’s board has
( I A M ), educat ion p ro grams w i t h Plant recognized this, and over the past years
Engineering and Maintenance Association we have been developing our international
of Canada (PEMAC), the Certif ied Asset relationships and working on a suppor t
Management Assessor (CAMA) exam with structure for our international members.
six other organizations worldwide, and the
Between a very active group of volunteers
recent agreement with the Gulf Society
and SMRP staf f, your societ y has been
for Maintenance and Reliabilit y (GSMR)
bus y work ing on t he recogni t ion and
during the Global Forum on Maintenance &
ex p osu re of ou r p rofes sio n . W het her
Asset Management (GFMAM) conference in
you are maintaining your membership or
France during February. These efforts bring
actively participating as a volunteer, you
together a global body of knowledge –
have an impact on our ability to accomplish
sharing information benefits both individual
everything we do. Thank you.
members and our community as a whole,
while demonstrating the strength of the
Sincerely,
CMRP and CMRT on a global scale.
A s a p rofes sional societ y, S M R P was
created to support those in our profession
and bring recognition to our industry. We
do this both by looking inward to ensure the Howard W. Penrose,
integrity of our organization and members, PhD, CMRP
and by looking out ward to ensure that
our voice is heard. The mission of SMRP
is to develop and promote excellence in
maintenance, reliability and physical asset
management – our vision is to be the global
leader for these professions. Our values
include collaboration, membership focus,
continuous improvement, trust and respect,
accountability and social responsibility.
SMRP’s strategy and tactics tie directly to
WWW.SMRP.ORG
06
Technology
Trends in Ultrasound Equipment Reliability Applications
The ability to monitor the condition of
assets 24/7, from any location, is becoming
the new trend in maintenance practices.
Ultrasound, being a key technology in
condition monitoring, will play a pivotal
role in this trend.
Just as technology has been rapidly developing in fields like
telecom, data analytics, smart devices and infrastructure, the
same can be said of asset condition monitoring. But just how far
has technology come in asset maintenance? And what does that
mean going forward? What current technology is the equivalent
SOLUTIONS MAR-APR 2018
of cutting-edge developments in those other fields – playing
the role of radio-frequency identification (RFID) or the Internet
of Things (IoT)? For asset maintenance, it's remote monitoring –
the ability for technicians to utilize modern tools to collect and
sort continuous data sets from a given asset without routine
in-person attention.
It's important to recognize that new technology often calls
into question old methodologies or habits. Each time some
development emerges, the industry involved must adapt to make
the best use of it. That can be particularly difficult in the industrial
setting driven by the mantra, "if it’s not broke, don't fix it."

Adrian Messer, CMRP,
Manager of US Operations
UE Systems, Inc.
Plant maintenance technicians have increasingly recognized
the benefits of predictive maintenance (PdM) in terms of
keeping equipment online, preventing unplanned shutdowns,
increasing plant efficiency and ultimately, saving money for the
organization.
The Paradigm Shifts of Asset
Condition Monitoring
In Jack Nicholas Jr.’s new book, Asset Condition Monitoring
Management, he outlines four ways asset condition monitoring
has changed over the past decades:
07
1. In the 1980s, microprocessors made way for more portable
data-collection devices.
2. In the 1990s, laptops emerged and software packages
gave computers better memory storage.
3. In the 2000s, wireless data transfer arrived as the methods
for reporting and analyzing data grew more sophisticated.
4. In this decade, condition monitoring paradigm shifts
include IoT, cloud computing, big data, tablets, virtual and
augmented reality, wearable devices and so on.
Though the technologies have changed, many of the challenges
remain the same: will technicians and practitioners accept the
change and alter their behavior? Can information technology
(IT) departments keep online assets safe from cybercrime? Is
the infrastructure ready for massive amounts of data? Do we
have the skilled workers necessary to champion these tools and
then pass their knowledge along to others? And finally – what
do we even do with all this data?
To add a bit of perspective, consider this: today's college
graduates were born after Amazon opened, eBay came online
and Yahoo registered its domain name. They have grown up
with computers, devices, and other technology. That's a good
thing. Recent graduates entering engineering and maintenance
roles will be comfortable using modern tools and techniques,
and organizations must be prepared for a generation of laborers
who expect the up-to-date tools to be available. Individuals with
many years of experience currently in the workforce may not
have the computer and technology of this new generation‘s
expertise, but they do have knowledge of the machines and
equipment inner workings that they have been responsible for
maintaining over their career.
The individuals involved in IoT transitions cannot be overlooked.
The challenge will be harnessing the technical and hands-on
knowledge of more seasoned workers and the computer and
technological skills of newer maintenance professionals.
Ultrasound Remote Monitoring
Ultrasound technology has emerged as an essential tool
in its own right. It's no longer simply a leak detector, it’s a
valuable technology that allows maintenance teams to identify
mechanical faults earlier in the Potential Failure (P-F) Curve
and develop a more effective lubrication practice. Ultrasound
condition monitoring data can be a good leading indicator of a
potential problem, even before other technologies.
Coupling remote monitoring with ultrasound could be a
paradigm-shifting development. Ultrasound works best when
you have as much sound information to work with as possible;
that makes it easier to identify patterns, establish baselines
and pinpoint inconsistencies. Moreover, as much as today's
maintenance technicians want to avoid reactive maintenance,
WWW.SMRP.ORG
08
there are certain assets that take priority over others. Anything
that's closer to failure will earn more attention, meaning other
assets could fly under the radar if they're assumed to be newer or
in better shape. Remote monitoring can give technicians a way
to keep an eye (or ear) on assets that aren't being monitored.
That's true for ultrasound monitoring on both mechanical and
electrical assets.
There are few limitations on the application for ultrasound
remote monitoring.
Any instance where maintenance professionals are collecting
manual data through handheld devices might be an opportunity
to monitor remotely. In other cases, equipment that is difficult
to access – dangerous, remote, isolated or submerged – can
receive regular monitoring that extends useful life. Additionally,
slow speed assets are great candidates for remote monitoring,
as they typically require the maintenance technician to take a
longer time to gather information manually.
Beyond the advantages of larger data sets and remote
collection, remote monitoring comes with easy installation and
the potential for wireless setup. Compared to other systems,
ultrasound remote monitoring is a cost-effective choice.
Cases of Ultrasound Use
Let's break down a few of the most common ways plant
technicians utilize ultrasound maintenance to improve reliability:
• Leak detection – This is the most common application
and offers the quickest return on investment. It offers huge
energy-saving and therefore money-saving potential in
compressed air and gas leaks, steam trap testing and valve
testing. Some ultrasound tools can even be coupled with a
free leak-reporting app.
• Electrical inspection – For corona, tracking and
arcing, ultrasound usage is driven by safety, insurance
agreements, standards and improved technology and
software. Keep in mind that it's a good idea to use more
than one technology to avoid missing potential problems,
especially corona.
• Condition monitoring – Bearings, rotating equipment and
condition-based lubrication are all good candidates for
regular remote ultrasound inspection. The best practice
is to establish a route, find baseline readings, determine
trends and identify alarm levels. Ultrasound is particularly
helpful with slow-speed bearings.
Ultrasound and Remote Access Sensors
Ultrasound remote monitoring tools that interface with a
bearing asset to continuously collect data and send an alert
to the technician's route-planning software if any alarm levels
are surpassed are currently available. They work together with
ultrasonic Remote Access Sensors, which can be very useful by
themselves to inspect enclosed or hard-to-reach bearings. The
SOLUTIONS MAR-APR 2018
sensors are permanently mounted on the bearings. They pick
up the ultrasound emissions and send them to the ultrasound
remote monitoring device, which then sends that information
to a data management software in the form of decibel readings
and sound file recordings. The tool collects these readings from
the sensors on a regular basis, but allows the user to specify
how often to send information to the software. It will also send
a sound file to spectrum analysis software to diagnose bearing
or gearbox defects.
With an available Ethernet connection, the ultrasound device
sends all of its readings and recordings using the plant’s
network; however, the bulk of the data storage resides onboard
the ultrasound device. The user determines how often the
data is transmitted to the ultrasound software. Therefore, the
facility’s intranet is not bogged down with heavy data transfers.
Remote monitoring offers obvious advantages: maintenance
personnel will be able to access readings and sound files even
when outside of the plant’s network – thus allowing for true 24/7
remote monitoring.
Today's facilities should capitalize on this trend in reliable
maintenance to ensure they get the most out of their assets.
Emerging technologies such as remote monitoring have a
positive net effect on the industry. Remote monitoring is just the
latest improvement in plant maintenance technology, enhancing
an already valuable tool and allowing plants to further enhance
their equipment reliability efforts.
Today's facilities
should capitalize on
this trend in reliable
maintenance to
ensure they get the
most out of their
assets. Emerging
technologies
such as remote
monitoring have a
positive net effect
on the industry.
 09

SAVE THE DATE

SAVE THE
November DATE
6-8, 2018
November 6-8,
Houston, Texas
2018
conference.machinerylubrication.com
Houston, Texas
Conference.MachineryLubrication.com

WWW.SMRP.ORG
10

Three THINGS
That Kill Your Reliability & What
You Can Do About Them Now
Shon Isenhour, CMRP, CAMA, CCMP - Eruditio LLC
Ana Maria Delgado, CRL – LUDECA, Inc.

During the many root cause analysis (RCA) investigations we
facilitate and coach, we notice some themes that continue to
manifest themselves in the findings. Often, they are grouped
under the heading of precision maintenance or lack thereof.
Let’s take a look at some of them and determine if they are also
killing your reliability.
The six killers are grouped into three areas: Lubrication,
Misalignment and Undiagnosed Wear.
First, the incorrect type stems from a lack of understanding
of lubricants and their properties. Many practitioners operate
under the premise that “grease is grease and oil is oil.” This
can lead to the wrong lubricant in the application or even to the
mixing of lubricants which can cause additional loss of lubricity.
Each lubricant has special additive packages that allow it to
shed water or carry additional load, as well as other functions.
These must match the application. In some cases, mixing may
lead to lubricant breakdown.

Lubrication
Lubrication is a broad topic, but the mismanagement of
lubrication is a killer. There are two issues seen regularly within Lubrication is a
most facilities: incorrect type of lubrication and the incorrect
amount. Let’s dive deeper into both of these. broad topic, but the
mismanagement of
lubrication is a killer.
SOLUTIONS MAR-APR 2018
 11

we had to calculate the volume of grease required for each

bearing based on type, size and speed of rotation – a burden
well beyond most maintenance assigned to this task. However,
thanks to modern ultrasonic tools, we can now detect if the
optimum level of lubrication has been effectively applied without
these calculations. This is done by collecting the decibel level
of the bearing both prior to and during the lubrication process.
When the user hears the reading drop to their lowest levels, the
lubricant has reached the correct level in the rolling elements of
the bearing and satisfied the bearing’s needs. If the lubrication
tech stops filling at that point, we can keep the killer at bay.

To summarize, to prevent these issues from taking away from

your reliability, you need to clearly define lubrication types for
your assets, have effective start-up procedures and lubrication
job plans, create job plans that are well-defined and clear
enough that they can be completed by different people with
the same results, and you should include ultrasonic-assisted
lubrication to ensure lubricating success.

Misalignment
Misalignment is another common cause of premature machine
The second is lubrication amount. It covers everything from failure resulting in downtime, lost production, higher labor
no lubrication at all and under-lubrication to the more common costs and parts consumption. Here's a list of the most common
situation, over-lubrication. We typically see “no lubrication” type failures due to misalignment and some recommendations on
failures in new equipment that was installed and started without how avoid them:
filling the oil reservoir. In many cases, these oversights were
Conveyor Belt Misalignment Produces:
caught. Unfortunately, they were at a point where the damage
was already done, and the trip down the Potential Failure (PF) • Head pulley wear
Curve had already begun. In other words, it was too late. While • Bearing failure
the “no lubrication” problem tends to exist in the oil-lubrication
• Roller failure
world, the next two issues plague grease-lubricated assets.
• Shaft failure
Under-lubrication happens for a multitude of reasons ranging • Seal failure
from lack of effective preventative maintenance (PM) plans
or due to auto-lubrication system failures – from a root cause • Product loss
standpoint, it can vary widely. • Belt edge destruction by wear, fraying or cutting
• Seam failure
Over-lubrication is the most common killer in this group and is
born out of good intentions. “If a little grease is good, a lot is • Excessive energy consumption
better.” In the past, to prevent both over- and under-lubrication, • Excessive heat generation

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12

V-groove Belt Misalignment Produces: Undiagnosed Wear

• Pulley or sheave groove wear The last area that turns up in the causal chains of many a fault
• Belt failures from slippage, fraying, stretching, breaking, tree is undiagnosed wear. It is almost never the root cause, but a
jumping off and jumping time (timing belts) manifestation that we are required to notice and inspect for first
and then try to understand the cause. It can be found as wear
• Bearing failure
on shafts causing bearings races to spin in place or wear on a
• Shaft failure pulley leading to slipping belts, over-tightened belts or belts
• Vibration covered with goopy belt dressing.

Many machine failures and defects can be eliminated and These will be killers to your reliability. So what can you do? Your
prevented by correctly installing belt-driven equipment. This planner needs to include steps in the job plan to use a micrometer
includes, among other things, selecting the right length and to check the shafts and provide what range is acceptable. You can
material belt along with its pitch angle, and then correctly search online for a bearing shaft fit guide to get the specifications
installing the belts and sheaves. For example, when aligning a for the job that you are planning. As part of the kit for the job, the
multiple-belt drive, you should install (or replace) with belts from planner needs to ensure that pulley or sheave groove gauge sets
the same manufacturer, preferably using a factory-matched set are provided with a belt tensioning tool.
to ensure consistent specifications and improved operating
condition, and always check and measure sheave runout. By putting these quick inspections in place, you can further
Correcting all three types of misalignment – vertical angularity reduce the potential for reliability killers at your site.
or twist, horizontal angularity and axial offset – as part of the
We have looked at three different areas that commonly
precision alignment process is essential. This will help to reduce
show up in our RCA investigations and have given you a few
vibration and elevated temperature levels that lead to premature
options to mitigate or eliminate the risk associated with those
bearing failures. Good sheave alignment followed by proper
failures. Bringing these elements into your reliability program
belt tensioning is key to increasing belt life and drive efficiency.
will keep the reliability killers out of your plant and will lead
to increased profits.
Shaft Misalignment Produces:
• Seal failures
• Bearing failures
• Bushing failure
• Shaft failure
• Coupling failures
• Gearbox failures (gears)
• Excessive energy consumption
• Excessive heat
• Fastener and bolt failure
• Vibration
As with belt-driven equipment, many machine failures and
defects can be eliminated up front by correctly installing
rotating equipment. This includes, among other things, making
sure the foundation can withstand the mass of the equipment,
any operational load stresses and vibration that the machines
will generate. It’s also important to ensure the baseplate is
properly bolted or grouted to the foundation – it should be both
flat and level. Equipment should be centered horizontally on
the baseplate with the correct amount of shims placed under
each foot. Installing jack-bolts is also recommended to facilitate
horizontal movement of the machines. All anchor bolts on the
machines should be tightened to the proper torque. Precision
laser shaft alignment of the machines to proper tolerances and
the elimination of soft foot are also both critical to increase
machine reliability.

SOLUTIONS MAR-APR 2018

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14

Ready When You Need It:

Predictive Maintenance
On Standby Equipment
Manuel Lombardero, MBA, CMRP-Maintenance Manager - AES CORP

Implementing predictive maintenance (PdM) on equipment
that operates intermittently, seasonally or not at all can be
quite challenging. Most of the available predictive technology
is designed to monitor equipment at a steady state with
repeatable conditions so that users can compare current data
with previous readings. Additionally, there is the problem that
failure modes change depending on the operating profile of
the equipment. The same type of equipment will have different
failure mechanisms depending on whether it is constantly
running, operating intermittently, in standby condition with only
periodic testing or on long-term lay-up.
The good news, though.
Anywhere there exists a problem, there is also an opportunity.
The trick is to move away from trying to adapt the mainstream
technologies to an irregular situation and start with a custom-
made PdM plan that is tailored to your individual situation. Here
is how to do it:
Take advantage of the downtime
A great place to start with PdM on standby equipment is to
understand that some technologies are meant to be applied
offline. If your equipment has a lot of standby time, there is no
excuse not to have these programs implemented.
• Precision alignment: I have seen figures from laser- and
precision-alignment equipment vendors claiming that up
to 50 percent of rotating machinery failures can be directly
attributed to misalignment. I take that with a grain of salt.
Even if the real figure is a tenth of that, precision alignment

SOLUTIONS MAR-APR 2018

 15

is worth implementing in most industries. Misalignment
is the root cause of several machine failures, which can
lead to higher energy consumption, higher vibrations,
premature wear and overheating, as well as other failure
mechanisms. If you want your equipment to run smoothly
when you need it, precision alignment is a must.
• MCA offline: Motor circuit analysis (MCA) is often divided
into two categories: online and offline. While some analysis
is capable of doing both, it comes with a hefty price tag.
For standby motors, offline MCA goes beyond insulation
resistance and allows for fault finding and condition
monitoring of both rotor and stator. It´s a growing PdM tool
that allows for trending and monitoring of the overall health
of electric motors.
Remember that some things still apply
Even if the plant is not currently producing, some predictive
testing technologies still apply. As long as electrical panels are
energized, it’s still valid and recommended to perform periodic
ultrasonic electrical inspections to detect signs of arcing, tracing
and corona. The same applies to dissolved gas analysis (DGA)
of dielectric oil in power transformers.
Lubricating and hydraulic oil analysis of standby equipment
should also be a part of your monitoring program for standby
equipment, but because your failure mode changes, so does
what you monitor. Instead of focusing on wear particles,
the oil analysis program will tend to shift its emphasis to oil
contamination, corrosion, additive depletion, etc. Special
attention should be paid to the sampling procedure to make
sure representative samples are being obtained.
• Rate of rise in bearing temperature: I once read the
following phrase on an electric motor operation and
maintenance manual: “Following the initial start-up, the
bearing temperatures should be closely monitored. The
rate of rise in bearing temperature is more indicative
of impending trouble than is the actual temperature.”
Therefore, we started monitoring and trending bearing
rate of temperature rise during start-up to validate its
usefulness as a condition monitoring technique.
Your standby equipment doesn’t need to suffer from lack of
periodic check-ups when it comes to predictive technology.
A full asset health report based on multiple condition-monitoring
techniques is possible, it will just look different.
REFERENCES
Gupta, Piyush, and O. P. Ghandi. "Coast-Down Time Monitoring
for Defect Detection in Rotating Equipment ." International
Journal of Performability Engineering 10, no. 2 (March 2014):
197-210
TECO-Westinghouse. Operation & Maintenance Manual
for Three Phase Induc tion Motors. Round Rock, TX:
TECO-Westinghouse Motor Company.
Results Oriented
Reliability and Maintenance
C o n s u l t i n g a n d Tr a i n i n g

Seize the opportunity Is your equipment operating

at peak performance?
Standby equipment will, by its nature, have higher start/stop
ratios per running hour than its counterparts. This is something
you can and should take advantage of to customize your
condition monitoring program.

• Coast-down time: Chances are you perform periodic

starts on standby equipment but are you trending coast-
down times? Coast-down time is a basic condition-
monitoring technique that is often underutilized. It refers to
simply measuring the time it takes an equipment to come
to a complete stop once the power or fuel is cut off.
My experience trending coast-down times started on large
frame gas turbines. Under normal conditions, it took around
20 minutes for a turbine to come to a complete stop from
3600 rpm. I have seen that time decrease to eight minutes
under a misalignment condition. That equates to a 60%
IDCON Can Help!
decrease and it´s hard to miss. A myriad of variables can We specialize in equipment reliability and maintenance
affect a machine´s coast-down time, but the two most management solutions that will streamline your processes,
right-size your inventory and maximize production time.
common are unbalances and misalignment.
For more information about how IDCON can help,
go to www.idcon.com or call us at 1-800-849-2041

WWW.SMRP.ORG
16

Lessons
Learned In Asset
Planning &
Execution
Management
of the Strategy Aleck Santamaría De La Cruz,
CMRP, Consultant and CEO

It’s necessary in any organization to structure strategic
plans for the improvement of asset management, reliability
or maintenance management. Although there are widely
applied models of strategic planning, such as those from
the UN or the World Bank, some problems persist despite
the applied methodologies. While ISO 55000 provides a
framework for action in the planning process, one should
also consider some aspects and lessons already learned
that may be more effective in implementing strategy.
Here are some helpful lessons learned in my experience that
can be implemented in your asset management strategy.
1. Don’t lose sight of the business context
The strategic asset management plan of a company with new
and well-maintained assets compared to one with older assets
or lower standards of operation and maintenance will not be
the same. It is important to structure a plan according to the
priorities and cost structure of the business. The viability of the
plan depends on the company’s structure and concrete results
that make sense for the decision makers of the business.
2. Present objectives and results in financial and
operational terms
It is necessary to have a performance baseline in terms of overall
operational effectiveness and costs, such as maintenance costs,
operating costs, energy costs and losses in terms of production
and economic units. The planning process should propose
tangible results in these variables. Business managers quickly
lose sight of the plan if it does not provide tangible, credible and
sustainable improvements that clearly affect the bottom line.
3. Don’t overlook short-term results
The organization must have a grasp on the present to consider
the future. Specific and immediate results must be foreseen
in problematic areas of cost or operational performance,
improving the plan’s credibility and generating confidence in
the organization’s viability. The achievements of each day, week
and month should contribute to the overall plan, otherwise “time
passes, nothing happens.”

SOLUTIONS MAR-APR 2018

 17

4. Set review times to ensure you’re following the plan

There are models for assessing maturity or compliance with

the elements of a plan to calculate the overall results and

Predict
accomplishments. Setting weekly and monthly monitoring
meetings/checkpoints will help immensely in this regard. It
is crucial to know where to improve performance or where
additional efforts must be made to attack deviations in the plan.
An organization’s most valuable resource, after its people, is
time. It’s important to remember that no resource, including
Equipment
these two, are unlimited.

5. Integrate technology into the plan Failure Months

In addition to the maintenance information system or
computerize maintenance management system (CMMS), it is
necessary to think in a structured way about the possibility of
in Advance
updating computers with the Internet of Things (IoT), applying
predictive models from data analytics or even generating
training processes with augmented or virtual reality. The
integrated application of technology is a means, not an end,
and on some occasions a planning process is developed
where the administrative or operational processes of asset
management are seen as a result and not as a means to
achieve operational excellence with operational discipline and
consistent performance over time.

6. Remember soft skills

How do you present the proposed results and value promise

of the asset management process to the board of directors or Intellinova Parallel EN,
CEO of an organization? How do you condense the operational a high-performance online
advances not in terms of reliability but in financial terms of Net
system, continuously
Present Value (NPV) and Internal Rate of Return (IRR)? How do
you effectively translate the problems at the floor level in terms monitors your critical
of tangible and credible proposals for improvement in the asset equipment to capture
management plan? These are just some of the questions we relevant events without
must answer to effectively communicate the progress, benefits
and results of a strategic asset management plan. In addition, it delay. Specifically designed for demanding
is necessary to consider the cultural aspects of the organization environments, it’s the ideal choice for complex
and, if necessary, strengthen competencies such as problem machines and low-speed industrial applications.
solving, time management and teamwork.
• Superior conditioning monitoring efficiency
Strategic planning works if it brings your organization in its
current state closer to what the organization should be in • Powerful HD measuring techniques
the future with regard to operational discipline, continuous • Industrial robustness and versatility
monitoring and integrally managing reliability from the
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performance in terms of overall operational effectiveness
and economic performance.

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WWW.SMRP.ORG
18

CHAPTER NEWS
In September, 2017, the SMRP CBM SIG hosted a Face to Face
at the Nissan Training Center in Smyrna, TN. The day started
with a presentation on “CBM for a 21st Century Spaceport,” then
a Panel Discussion engaged the group on Predictive Testing
and Inspection Technologies and return on investment. The
day concluded with a tour of the Nissan Training Center and
manufacturing plant. After the tour, Matt Breedlove (Nissan)
invited everyone back at another time to follow up and discuss
details about the Predictive Maintenance Lab (PdM Lab) at the
Nissan Training Center.

On Friday, November 17, Roy Smithson (PepsiCo/Frito-Lay)

came back to visit Nissan for a more in depth look at the PdM
lab. Roy wanted to benchmark common CBM technologies
and discuss how to implement the use of those technologies
at his site. Each predictive technologist from Nissan shared
and demonstrated each technology, and showed examples
of findings and applications. It was apparent that this brief
education has helped Roy understand how to apply these Best
Practices at his facility..

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20
GOVERNMENT
RELATIONS UPDATE
Ensuring Worker Safety Despite Labor Shortage
Rick Baldridge, SMRP Government Relations Chair
Our nation is ready for President Trump’s pledged best
infrastructure in the world, but this month people across
the country are pouring into Washington D.C. with the same
message: America’s workforce is not.
The inclusion of workforce development in the White House’s
infrastructure plan is encouraging, but the problem isn’t only
manpower – in midst a skills shortage, the serious questions of
worker experience and safety loom too large to ignore.
By now, most people have heard about the “skills gap,” when
potential workers don’t have the right skills to meet the labor
market’s needs, and the “grey wave,” when older generations
are reaching retirement age without anyone to step into their
shoes because of the skills gap. Yet the lack of supply of young,
skilled workers is just one side of the story: the strong demand
for workers never lessened, resulting in smaller companies
becoming less able to provide competitive compensation
to hire workers and bigger companies taking shortcuts to fill
vacancies. Dangerous shortcuts.
To truly be competent at a job, you start with solid fundamental
skills and knowledge and build upon them with experience
– just like how we first teach children the alphabet and then
help them use that knowledge to practice and eventually
learn how to read.
SOLUTIONS MAR-APR 2018
However, to make up for the lack of skilled workers, companies
lowered their skill and experience standards when hiring
and promoting. Many also stopped providing professional
development for both new and long-time employees. As
older generations retired, younger workers, who were hired
under lesser criteria and perhaps never properly learned the
fundamental building blocks of their field, were promoted to
leadership positions. This cycle, where an absence of certain
skills and expertise is not required of employees nor corrected
by employers, negatively impacts the proceeding generations
of workers who themselves never get the appropriate training
to do their jobs, and equally importantly, how to do them safely.
And that’s when things start to fall apart and people are injured.
Making matters worse, when people get hurt on the job, it’s
almost always the less-experienced, new or non-full-time
employee – of which there would be many more following
a massive infrastructure expenditure. As a country and as
businesses, we can’t responsibly direct more workers to rebuild
our nation unless we’re also willing to commit to make sure
they are safe, particularly following troubling reports of federal
workplace safety efforts including ongoing leadership position
vacancies, dwindling numbers of federal workplace safety
inspectors, and the postponement or elimination of various
worker safety regulations.
 21

The Administration’s Fiscal Year (FY) 2019 budget raises both alarm
and relief in this regard: in what it describes as the recalibration
and consolidation of programs, the budget would represent an
overall significant reduction in workforce development funding and
programs, including a $1 billion reduction in just Title I state grants
under the Workforce Innovation and Opportunity Act (WIOA)
alone. On the other hand, the budget does direct additional federal
money to the U.S. Occupational Health and Safety Administration
(OSHA) and Mine Safety and Health Administration (MSHA) to
enable enforcement and employer compliance programs.
However, we also shouldn’t rely on enforcement to maintain
safe workplaces: a culture of safety is key and only established
by repeating behavior. Internalizing such a culture that would
empower workers to keep themselves and their colleagues safe is
only possible by integrating safety into every step of the workforce
development process and through valuable real-life experience.
Simply put, the Administration’s initial focus on America’s workforce
in the released infrastructure plan is a good start, but our workers
need more: comprehensive and significant federal action and
funding, and to be in the context of ensuring worker safety.
Industry leaders, workers, educators, and advocates alike are in
D.C. this month because we have to raise the bar, but we can’t
do it alone. We know we must, with certainty, recommit to higher-
standards and experience as well as replace a culture of shortcuts
with one of safety, but we need federal support through legislation
and programs such as Pell Grants and the Carl D. Perkins Act. We
are here to ensure our youth and workers have all the opportunities
and education they need so that we are all ready when the
President calls on us to help build our best America yet. We just
ask that you listen.

SM SMRP Holds Fourth Annual Capitol Hill Fly-In

RP continues to work actively with
Congress and the federal government
to ease the ongoing challenges that the
maintenance and reliability profession
faces: from the skills gap and grey
wave to cybersecurit y and critical
infrastructure development.
This February, we held our fourth annual
Capitol Hill fly-in, drawing members
from across the nation to join us in
advocating for federal programs, policies
and funding measures that address the
issues workforce development programs
such as career and technical education
(CTE). The fly-in included a special expert
panel and was bookended by meetings
with the U.S Occupational Safety &
Health Administration (OSHA) and the
White House Education Advisor’s office.
Highlights from this year’s
fly-in included:
• The White House: A meeting with
the White House Education Advisor’s
team provided the opportunity to
communicate to the administration
the maintenance and reliability
professional’s perspective on the skills
gap and recommended solutions.
• The Occupational Safety & Health
Administration (OSHA): At a
meeting with the Office of Outreach
Services and Alliances within OSHA,
SMRP leaders discussed recent
advocacy initiatives surrounding
workplace safety and SMRP’s
involvement in Safe + Sound Week
2018.
• CTE Panel Briefing: SMRP
sponsored a Capitol Hill Briefing on
a report about CTE and workforce
development, “Addressing the
Nation’s Skills Gap Through Prioritizing
Access to Industry Experts,” that
was attended by congressional
staffers and industry influencers.
The briefing was held in coordination
with and featured speakers from the
National Skills Coalition, Advance
CTE, American Institute of Research,
NACE International and the offices
of Congresswoman Cheri Bustos
[IL-17] and Congressman Brian Babin
[TX-36].
• Congress: SMRP met with more than
11 congressional offices across the
U.S House of Representatives and
Senate to discuss the importance
of reliability and resiliency within
the sectors of critical infrastructure
(smart-grid), cybersecurity and
workforce safety. This included a
meeting with Congressman Raja
Krishnamoorthi of the 8th District
of Illinois – a strong proponent for
workforce development and CTE,
as demonstrated by his introduction
of legislation, the Strengthening
Career and Technical Education for
the 21st Century Act, to reauthorize
and modernize the Carl D. Perkins
Career and Technical Education
Act. SMRP also advocated for
Senate Leadership to continue
the bipartisan effort to pass Rep.
Krishnamoorthi’s bill.
• Opinion Article in The Hill: SMRP’s
Government Relations Chair,
Rick Baldridge, wrote a piece on
including workplace safety in the
federal government’s plans to
develop the workforce and make a
major infrastructure investment. The
opinion piece appeared in The Hill,
the leading political news outlet in
the country with millions of readers,
and asked that Congress listen as
SMRP shares knowledge during its
annual fly in.
SMRP continues to represent members
and the maintenance and reliability
profession on the federal policy level
year- round, punc tuated by these
powerful yearly fly-ins. We encourage
any members interested in participating
in year-round initiatives or the annual fly-
ins to read about SMRP’s government
relations efforts on the website and reach
out to see how you can get involved.

WWW.SMRP.ORG
22

NEW MEMBERS
Individual Carlos Eduardo Huayta Mendoza
Abbas Dhalla Carmen Dalton
Abdulaziz Muhsen Al-Qubali Casey M. Lively
Abdulaziz Alghamdi Charlie Ray Henington
Abdulaziz Huraib Chester Mitre
Abdullah A Al-Saeed Chijioke D. Ekwenze
Abdullah Al-Mutairi Chip Scammon
Abdulmohsen Abdullah Al-Hussaini Chris Sunday Okuo
Abdulrahman Abdullah Alodan Chris Helbling
Abiodun Sulaimon Ibrahim Chris Doratty
Adam Vangool Chris George
Adam Weed Christian Herve Dimene
Adeel Khan Durrani Christine Ling
Adel Talal Al-Rhily Christopher J. Farley
Adnan M. Al-Ansari Christopher D Barkow
Aghogho Ediri Aghomishe Christopher Brochu
Agil Hashem Ba Christopher Myers
Ahmad Saleh Buraik Chukwuemeka Obi
Ahmed Salah Emara Clinton Homan
Ahmed Omar Algharib Cody A. Ritscher
Aileshkumar Ramniklal Hirvania Courtney Abrahams
Alaa Thabet Curtis Ledger
Alex May Dan E. Heit
Ali Abdullah Al-Ali Dandy Dandy Aluebhosele
Ali Abdullah Alousif Daniel A. Havis
Ali Alsaidi Daniel Archibong Udo
Ali Jaafari Daniel D. Hammon
Ameen Mohmmed Al-Ghamdi Dave Kolanowski
Amin Metry David W. Tripp
Amit Berry David Ammons
Andre Roland Cyr David Lloyd Downs
Andre E Mercier David Martinelli
Andrew Purvis Derek Frank
Angela Iacobucci Dhaifullah Atiyh Alzahrani
Anthony Figurelle Dominique M Trujillo
Aymen Abdulmoeen Al-Hazmi Drew Roger Peckenpaugh
Ayoub Alhamzah Eddie Lord
Ayoub Habib Alkhalaf Edward M Webb
Bahri Abdulla Al Eid Mohammed Al-Dossari
Billy Gene Duncan Ejaz Fatima
Bohorquez Leidy Muã±Oz El Bahlaoui Abdellah
Brad Clark Eli Stabler
Brandon Graf Emuakpo Andrew Oroye
Brent Wisner Eric Dailey
Brian Smith Erickson Gelera
Brian Park Erik Helms
Brian Scott Rebuck Essam Mohammed Al-Sinani
Brock C. Strachen Eyad Fuad Hussein
Brooks Forsyth Fahad Hakami
Bruce Lyle Fahad Eisa Almeshari
Caleb D Rouss Faisal Sareh Alotaibi
Carlos Luis Cano Falah Naser Musalami

SOLUTIONS MAR-APR 2018

 23

Farid Hamdouni Kelly Hilkewich

Fawaz Mutlaq Almutiri Kendall Jenkins
First Middle Last Kevin J. Ulrich
Garth Ludwig Kevin R Kilbride
Gary Church Khaled Dulaim Al-Qahtani
Gene L. Swenson Khalid Aldosari
Gerald L. Tuin Kim Johnson
Gilbert Ang Kim Allen Poe
Guy J. Yondo La Salle De
Hamoud Alfayez Laercio Reis
Hani N. Al-Nakhli Leon Rohan Pinto
Henrry Salazar Linden Jeff Van
Hesham Abdullah Abualkhair Madhava Malladi
Hicham Mahboub Maggie Diab
Hillary C Moneke Majed Alanazi
Himanshu Gupta Majed Abdullah Onaybisi
Ibrahim A. Alsolami Majed Mohammad Rami
Imtiaz Latif Majeed Abimbola
James Scott Wyatt Majid Sattar
James Richard Cashion Manaf Rajeeb Abdul
Japjeet Randhawa Marcus Tamaraebi Donye
Jason Yancy Mario Maulion
Jason Garrett Mark Mervin Ainslie
Jason Rice Mark Carnaghan
Jason Miller Mark Phillips
Jeff Beukema Mark Ashton
Jeff Nantz Mark Robert Knox
Jeffrey Maxwell Martin L. Vondra
Jehad Al-Ghamdi Martin Christopher Scism
Jehrad Crews Martin Smith
Jermaine Christopher Banton Marvel E. Itoadon
Jerry Dean Masdi Muhammad
Jerry Fer Damian Mathew Leland
Jerry Bernardo Mathew Dewitt
Jiakuan Xu Matthew Michael Mills
Joe Mesic Maximino Pili Plata
Joe Contesso Mhamed Akka
John O'brien Michael Doyle
Johnny Brown Miguel Aguilar Palomino
Jon Robinson Mildred Mabirizi
Jonathan Michael Suckert Millward Ngonidzashe Chirara
Jordan Ocampo Mitchell Sutheimer
Joseph L Greathouse Mithun Siddartha Gowda
Joseph B Ekanem Mobarak Alaklabi
Joseph Sumugat Mohamed Imam El Faramawy
Josh J. Skiba Mohammad Saad Al-Dossary
Joshua Barnhill Mohammed Ibrahim Eltayb
Jr. Lamberto Dimaano Mohammed Saber Abdallah
Julie Michaud Mohammed S. Alhaddad
Justine Ann Goll Mohammed Ilyas
Kaddour Hajjoubi Mohammed Saeed Al-Qarni
Karl G. Giesbrecht Mohsen Hidri
Kartik Panchasara Mouhsine Ezzanzoune
Kawtar Bouhaddaoui Mounir Oubid
Keith A. Palaniuk Moustafa Mohamed

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24
Mrwan Fathlla Fathlla
Muhammad Baksh Nawab
Muhammad Muzrin
Muhammad Zaheer Ahmad
Munthir Hassan Al-Nakhli
Mustakim Mohamad Mohamad
Nagaraj Adimoolam
Naif A. Aljohani
Naim Benyakhlef
Narender Kumar
Nasr F Khamis
Nasser Albiyahi
Nicholas Bourassa
Nicolas Educalan
Obaid Humood Bo
Odah Raja Al-Alwani
Ogbonda Promise Ohochuku
Olufemi Bolarimde Megbalewon
Olufunke Bukola Oladele
Oluwale O. Olumide
Orinami Daodu
Othman Saeed Al-Ghamdi
Owaydhah Mohammed Alessa
Pascal Page
Pascal Vambe
Paul R Mueller
Paul Banas
Paul Dayton
Peter A Trzil
Prabhakar Nayakawadi
Pravinkumar Patil Patil
Rahman Mahdi Hamoud
Raju Ganga Bose
Rami Abdulaziz Al-Shneiber
Ramy Essam Mashhour
Ray Koch
Ray Boettcher
Reyadh A Shiban
Ricardo Guerra Chacaliaza
Rich Rhamey
Richard Ravell
Richard Ray Hull
Richard David Russell
Ricky T. Stewart
Riyadh Ali Al-Huraibi
Rob Sparks
Robert G. Knowlton
Robert A. Pitt
Robert J. Latino
Robert Eugene Crull
Robert Scott Burgoyne
Roger Phillips
Rohith Chandra Suvarna
Russell Schuette
Ryan Fauchoux
SOLUTIONS MAR-APR 2018
Ryan Patrick Mckillips
Saad A. Al-Sulaim
Saantosh Rohera
Saleh Alshehri
Sameh Abdelnaser Ali
Samuel Olufemi Adebayo
Samuel Oloja
Saud Mohammed Al-Oqbi
Saud Abdulaziz Matari
Scott Calkins
Serdar Hugul
Shawn Patton
Skip Munshaw
Srihari R
Stephen Partch
Subait Mohammed Al
Talal Saad Al-Shamrani
Tarcisio Michel Garcia
Tariq Alshamrani
Teodoro Maralit
Teresa Blackett
Thomas Herath
Tim Catherwood
Timothy Brent White
Timothy Marion Thomas
Timothy Craig Johnson
Tom Csinos
Tommy Archer
Tommy L. Bridges
Trevor Neufeld
Turki Ahmed Alturiky
Tyler T. Thomas
Ulf Hagman
Usman Siddique
Vaisakh Thandiyil
Venkatramana Balasami
Vernon A. Hansen
Victor C. Finapri
Victor Anyosa
Vinay Kumar Singh
Vincent Okojie
Wail Abdullah Edrees
Wail Foud Zamzami
Waleed Hussain Almadani
William Andrew Dawson
Yadivinder Singh
Yassine Boubrahim
Youssef Azour
Yusef Myrick
Zahrani Saleh Al
 25

ADVERTISE
with SOLUTIONS
SMRP offers a host of advertising opportunities for companies desiring to reach maintenance and reliability
professionals committed to the practice of promoting excellence in physical asset management. Contact
Brooke Mason (bmason@smrp.org) or visit smrp.org for more information.

We look forward to working with you in 2018!

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26

NEW CMRP
Addax Petroleum Dustin Jenkins John William McDaniel
Samuel Olufemi Adebayo Harve Mobley Jeffrey O'Bryant
Joseph B Ekanem Richard Shirer Stephen Robbins
John Weddington Martin Christopher Scism
Addax Petroleum Adel Talal Al-Rhily Joseph Thames
Abiodun Sulaimon Ibrahim Tariq Alshamrani Gerald L. Tuin
ADNOC ONSHORE Adeel Khan Durrani Nikhil Koolwal
Santosh Kulkarni Rahman Mahdi Hamoud Sameh Abdelnaser Ali
Abdulaziz Huraib Mahmoud Mohamed
Atlantic LNG
Ali Jaafari Saeed Abdullah Alqhtani IV
Marissa Curlene Petra Williams-
Saud ABDULAZIZ Matari Fahad Hakami
Matthews
Majed Abdullah Onaybisi Kartik Panchasara
Awal Gulf Manufacturing Yadivinder Singh Majeed Abimbola
Company B.S.C Christopher Shane Dukes Robert Scott Burgoyne
Anupam Mitra John Michael Klossner Kruger Products Limited
BAPCO (The Bahrain Petroleum Evans Tembo Partnership - Western
Comapany) Ottis Jay Amburgey Manufacturing Division
Subbian Sithaiyan Gopalakrishnan Michael Fuscaldo Brent Corey
Gregory Hubbell
Yunis Jaafar Shehab Brian Monborne L&T Technology Services
Cristal Kyle Frederick Schneider Abdoul Raguime Jagabar Sadic
Mohammad Aurangzeb Aaron Smith Lanxess HPM
Dar Al Riyadh, Saudi Arabia Kevin Taylor Timothy Brent White
Suriya Narayanan William Russell Ward
LLNL
Daniel Steven Zapata
DPWORLD Barbara Macchioni
Jesus Mayoral
Mohamed Imam ElFaramawy Saleh M Al Zahrani Merck
Exxon Mobil Jamie Graham Borley Krishna Subramanian
Daniel Archibong Udo Tajinder Singh Mosaic
Juan Mujica Terrance A Slack
Fluor
Rakesh Kumar Jha
Alexander Czernecki NASA Headquarters
Tom Dempster
Honda of America Samir Elkafi Derick Cookson
Jason Garrett David Howard Hancock NASA Headquarters
Hormel Lauren Summers Daniel William Desenberg
Jason Schluttner Markus Wess Nigeria National Petroleum
Rohith Chandra Suvarna Corporation
Independent Jeremy Emile Beaurivage
Joseph Chubbs Hillary C Moneke
Joy Becker
Naim Benyakhlef Justis Dorma Oilserv Ltd
Cody Boyd Christopher Gilchuk Cheta Nzube Okwuosa
Anthony Castle Brett Haas Petrolabs
Christopher Glass Jamie Holodniuk Ponnaganti Srinivasarao
Ira Graff Tanner Hunt
Garth Ludwig QATARGAS
Whitney Hurlbut
Mariko Mancini Thyagaraju Palisetty
Marc Imhoff
John Morrow Jason Lance Kehler QCON
Robert Nahas John Lacny Rajenderpal Singh Bhamrah
Jason Rice Derek Rice
Chris Atieno SABIC
Logan Totchek Majed Alanazi
Douglas Bradt Reid Williams
Shawqi El-Tarazi Ariola E Dwayne

SOLUTIONS MAR-APR 2018

 27

Sandvik Mining Turki F. Alqahtani Tenaris

Phillip Wilson Omar S. Al-Sahalawi Chijioke D. Ekwenze
Sargento Foods Naif F. Altirbaq TINSON Production AS
Seth Wallander Jamaan Muhsen Al-Zahrani Samuel Oloja
Sasref Mazen Mohammad Alsulaim Quassem Shukri Bojbarah
Aftab Pasha Hassan Shaik Warri Refining & Petrochemical
Saudi Aramco Company Limited
Eid Mohammed Al-Dossari SI Group Joel Manalaku Mukollos
Aileshkumar RAMNIKLAL Hirvania Jason S. Darcy
Sabino A. Gonzales Westar Energy
Faisal Al Al Dossary Paul Von Hertsenberg
Osama J. Al Matar SI Group Brad Phillips
Ibrahim H. Al Najrani Charles M. Schexnayder
Bandar Ibrahim Al-Habbash Yara Belle Plaine
SIPCHEM Gary Einarson
Hussain Ali Al-Jarrash Sam Arthur Mascarenhas
Mohammed Saleh Al-Matawah

Plants having successful reliability

programs, know that...

everyone in the plant must be trained.

TM

[Enterprise Edition]

Toll Free North America: (877) 550-3400, Worldwide: (+1) 615-216-4811

AUSTRALIA - BELGIUM - UNITED STATES of AMERICA

WWW.SMRP.ORG
28

NEW CMRT
CH2M Mobarak Alaklabi
Lawrence Jacob Smith Nasser Albiyahi
Fayetteville AR Brian T Daniels Khalid Aldosari
Fayetteville AR Christopher Turpin Owaydhah Mohammed Alessa
Independent Hamoud Alfayez
John F Ahern Abdulaziz Alghamdi
Fahad Eisa Almeshari Abdullah G. AlGhamdi
Troy Ashby Ahmed Omar Algharib
Mark S. Baker Mohammed S. AlHaddad
Philip Beach Naif A. AlJohani
Shaun Becenti Waleed Hussain AlMadani
John Carothers Fawaz Mutlaq AlMutiri
Anthony Cox Faisal Sareh Alotaibi
Brett Davenport Ali Abdullah AlOusif
Richard Foldeak Ali AlSaidi
Donald Gilliam Saleh Alshehri
Shawn P. Jennings Ibrahim A. AlSolami
Bradford Walter Karnes Turki Ahmed Alturiky
Jeremy LaCoe Dhaifullah Atiyh AlZahrani
Douglas Lewis Wail Abdullah Edrees
Joseph Madrid Mohammed Ilyas
Tim J. Marr Majed Mohammad Rami
David Mayfield Reyadh A Shiban
Frank Murguia Wail Foud Zamzami
Gregory Quink
John Rickermann
Myron Douglas Robinett
Thomas Sederback
Jeff Surman
Jesse Howard Tibbitt
John D Turley
Ryan Nathan Wilcox
Minnkota Power
Casey M. Axtman
Tyler E. Boehm
Derick C. Johnson
Dallas L. Morast
Kendal J. Rose
Tim P. Yantzer
Saudi Aramco Nagaraj Adimoolam
Abdulla Naji Al Bahri
Mohammed Hussein Al Subait
Adnan M. Al-Ansari
Othman Saeed Al-Ghamdi
Aymen Abdulmoeen Al-Hazmi
Riyadh Ali Al-Huraibi
Abdullah Al-Mutairi
Hani N. Al-Nakhli
Munthir Hassan Al-Nakhli
Mohammed Saeed Al-Qarni
Essam Mohammed Al-Sinani

SOLUTIONS MAR-APR 2018

 29

CALENDAR
OF EVENTS
Check our online
calendar for updated
information on SMRP
on the Road, Exams,
and Events.

WWW.SMRP.ORG
30

SMRPCO SUSTAINING
SPONSORS
Accenture Delta Airlines Meridium, Inc.
Advanced Technology Dupont Mosaic
Solutions, Inc.
Eli Lilly & Company Nissan North America
AEDC
Emerson Process Nova Chemicals Inc.
Agrium Management LLLP
NTN Bearing Corporation of
Air Liquide Large Industries Eruditio, LLC America
Alcoa Hormel Foods Nucor Steel Gallatin
Allied Reliability Group Jacobs Technology – JSOG, Owens Corning
KSC
Ascend Performance Pfizer, Inc.
Materials Jacobs/MAF
The Dow Chemical Company
BEMAS Kaiser Aluminum
Turner Industries
Bentley Systems Koch Industries, Inc.
UE Systems
Braskem Life Cycle Engineering
Wells Enterprises Inc.
Bristol-Myers Squibb Louis Dreyfus Commodities
Wyle Laboratories
Cargill, Inc. Mead Johnson

SOLUTIONS MAR-APR 2018

 31

#
The 1
ANSI-accredited maintenance,
reliability and physical asset
management certification

certify@smrpco.org
www.smrp.org/CMRP
WWW.SMRP.ORG
 3200 Windy Hill Road SE
Suite 600W
Atlanta, GA 30339 USA

Solutions Editorial Department

Dan Anderson Erin Erickson Savannah Lawandales /smrp
Chair, Editorial Committee Executive Director Communications Specialist
Life Cycle Engineering 720-881-6118 678-303-2994 /smrpkco
danderson@lce.com eerickson@smrp.org slawandales@smrp.org
/company/smrp
843-414-4866