Journal

And you thought we just made bearingsSKF Reliability SystemsCombining over 100 years of experience to optimise your productivity and profitability

For further information contact SKF Reliability Systems on 03 9269 0763 or email [email protected]

Dynamic and Static Motor Testing Systems and Services

Reliability and Maintenance Training Courses

Portable ConditionMonitoring Systems

On-line (remote) Condition Monitoring Systems

Basic Inspection Systems

SKF @ptitude Exchange

Predictive Maintenance Services

Refurbishment Services

Operator Driven Reliability

Non-Destructive Testing

Lubrication Management Services

Precision Maintenance Services

Remote Diagnostic Services

Maintenance Strategy Review

Project Management

Energy & Sustainability Assessment

Root Cause Failure AnalysisReliability Services

AprilSUN

411 18 25

MON5 Easter Monday 12 19 26 ANZAC Day

TUE6

13 20 27

WED7

14 21 28

THU 1 815 22 29

FRI 2 Good Friday 916 23 30

SAT 3 10 17 24

AugustSUN 1

815 22 29

MON 2 916 23 30

TUE 310 17 24 31

WED 411 18 25

THU 512 19 26

FRI 613 20 27

SAT 714 21 28

November

SUN7

14 21 28

MON 18

15 22 29

TUE 2 Melb Cup (VIC) 916 23 30

WED 310 17 24

THU 411 18 25

FRI 512 19 26

SAT 6 13 20 27

December

SUN5

12 19 26

MON6

13 20 27 Christmas Day

TUE 7

14 21 28 Boxing Day

WED 18

15 22 29

THU 29

16 23 30

FRI 310 17 24 31

SAT 4 11 18 25

SKF Reliability Systems

Training Calendar2010SKF Public Course Locations

Kalgoorlie9-11 March16-18 November

Karatha22-24 JunePerth16-18 February

25-27 May3-5 August26-28 October

PAPUA NEW GUINEA

Lae24-26 AugustFIJISuva7-9 JulyLautoka13-15 JulyNEW ZEALANDWhangarei9-11 FebruaryAuckland2-4 MarchHamilton23-25 MarchRotorua/Kawerau

20-22 AprilNapier11-13 MayPalmerston North

15-17 JuneNew Plymouth20-22 JulyLower Hutt17-19 AugustNelson7-9 September

Christchurch13-15 October

Timaru2-4 November

Dunedin23-25 November

Invercargill14-16 December

Compressed Air

Fundamentals and

Energy Efficiency

NEW SOUTH WALES

Smithfield9 FebruaryQUEENSLANDArcherfield4 FebruaryVICTORIAOakleigh11 FebruaryWESTERN AUSTRALIA

Perth2 February

Dynamic Balancing

(WE250)NEW SOUTH WALES

Smithfield28 OctoberQUEENSLANDArcherfield24 AugustSOUTH AUSTRALIA

Wingfield3 MarchVICTORIAOakleigh29 AprilWESTERN AUSTRALIA

Perth21 July

Easylaser Shaft

AlignmentNEW SOUTH WALES

Smithfield9 June1 December

Bearing Technology

& Maintenance (WE201)

NEW SOUTH WALES

Bathurst20-22 JulyCanberra10-12 AugustDubbo13-15 AprilNewcastle8-10 June30 Nov-2 DecOrange23-25 February

14-16 September

Smithfield23-25 March25-27 May19-21 October

Wollongong22-24 JuneNORTHERN TERRITORY

Darwin23-25 February

QUEENSLAND

Archerfield11-13 May12-14 October

Blackwater7-9 December

Bundaberg1-3 JuneCairns13-15 AprilEmerald22-24 JuneGladstone23-25 March19-21 October

Mackay27-29 JulyMoronbah23-25 February

Mt Isa2-4 March7-9 September

Toowoomba19-21 AprilTownsville16-18 March23-25 November

SOUTH AUSTRALIA

Mt Gambier25-27 MayWhyalla12-14 October

Wingfield28-30 April16-18 August7-9 December

TASMANIAHobart10-12 AugustVICTORIAAlbury11-13 MayBallarat20-22 AprilBendigo12-14 October

Gippsland7-9 September

Oakleigh23-25 March21-23 June16-18 November

WESTERN AUSTRALIA

Albany14-16 September

Bunbury21-23 AprilGeraldton20-22 July

CAF

DB

ESA

BTMBTM

NORTHERN TERRITORY

Darwin15 SeptemberQUEENSLANDArcherfield23 NovemberMackay9 FebruaryMt Isa12 FebruaryTownsville12 AugustSOUTH AUSTRALIA

Wingfield12 OctoberVICTORIAOakleigh25 February1 SeptemberWESTERN AUSTRALIA

Kalgoorlie4 MayKaratha26 OctoberPerth13 May5 NovemberNEW ZEALANDHamilton24 MarchChristchurch20 July

Improving Crusher

Reliability level 1

(WI270)NEW SOUTH WALES

Newcastle16-17 MarchSmithfield10-11 AugustQUEENSLANDArcherfield28-29 January

Mt Isa23-24 JuneSOUTH AUSTRALIA

Wingfield19-20 AugustWESTERN AUSTRALIA

Kalgoorlie23-24 February

Infrared Thermography

Analysis level 1 (WI230)

NEW SOUTH WALES

Smithfield12-16 AprilQUEENSLANDArcherfield19-23 AprilWESTERN AUSTRALIA

Perth13-17 September

Introduction to SKF

Marlin SystemQUEENSLANDArcherfield25 May21 OctoberWESTERN AUSTRALIA

Perth29 June21 September

Introduction to SKF

MicrologNEW SOUTH WALES

Smithfield24 AugustQUEENSLANDArcherfield26 May

SOUTH AUSTRALIA

Wingfield9 NovemberVICTORIAOakleigh8 JulyWESTERN AUSTRALIA

Perth22 September

Lubrication in rolling

element bearings level 1


Smithfield28-29 January

QUEENSLANDArcherfield10-11 AugustSOUTH AUSTRALIA

Wingfield14-15 JulyVICTORIAOakleigh3-4 FebruaryWESTERN AUSTRALIA

Perth19-20 April

Machinery Lubrication

Technician level 1


Smithfield21-23 September

QUEENSLANDArcherfield9-11 MarchGladstone13-15 JulyTownsville1-3 JuneSOUTH AUSTRALIA

Wingfield4-6 MayTASMANIAHobart16-19 February

VICTORIAGipssland17-19 AugustOakleigh18-20 MayWESTERN AUSTRALIA

Perth12-14 October

NEW ZEALANDChristchurch23-25 MarchAuckland31 August-2 September

Maintenance Strategy

Review (MS230)

NEW SOUTH WALES

Smithfield17-19 MarchQUEENSLANDArcherfield30 August-1 September

Oil Analysis level 1


Smithfield20-23 AprilQUEENSLANDArcherfield14-17 September

SOUTH AUSTRALIA

Wingfield26-29 October

VICTORIAOakleigh27-30 July

WESTERN AUSTRALIA

Perth9-12 FebruaryNEW ZEALANDHamilton4-8 October

Optimising Asset

Management through


level 2 (MS300)

QUEENSLANDTownsville22-26 MarchWESTERN AUSTRALIA

Perth23-27 AugustNEW ZEALANDHamilton23-25 February

Predictive Maintenance

for Electric Motors

level 1NEW SOUTH WALES


QUEENSLANDArcherfield13-14 JulySOUTH AUSTRALIA

Wingfield15-16 JuneVICTORIAOakleigh19-20 October

WESTERN AUSTRALIA

Perth23-24 March

Proactive Maintenance

Skills level 1 (WE241)

NEW SOUTH WALES

Smithfield21-25 JuneQUEENSLANDArcherfield26-30 JulySOUTH AUSTRALIA

Whyalla15-19 MarchWingfield13-17 September

VICTORIAOakleigh20-24 September

WESTERN AUSTRALIA

Kalgoorlie17-21 MayPerth22-26 November

Pump Systems

Fundamentals and

Energy Efficiency

NEW SOUTH WALES


Perth1 February

Reliability Centered

Maintenance (MS332)

QUEENSLANDArcherfield17-19 November

WESTERN AUSTRALIA

Perth5-7 May

Root Cause Bearing

Failure Analysis level 2


Newcastle21-22 September

Smithfield27-28 JulyNORTHERN TERRITORY

Darwin25-26 MayQUEENSLANDArcherfield16-17 February

Gladstone4-5 MayMackay28-29 October

Mt Isa2-3 FebruaryToowoomba12-13 JulySOUTH AUSTRALIA

Wingfield23-24 November

TASMANIAHobart12-13 October

VICTORIAGipssland16-17 MarchOakleigh17-18 AugustWESTERN AUSTRALIA

Kalgoorlie1-2 September

Perth15-16 June8-9 December

NEW ZEALANDHamilton13-14 AprilChristchurch9-10 November

Selecting & Maintaining

Power Transmission level

1 (WE290)NEW SOUTH WALES

Smithfield9-10 November


Wingfield12-13 JulyVICTORIAOakleigh24-25 JuneWESTERN AUSTRALIA

Perth21-22 AprilNEW ZEALANDChristchurch18-19 MayAuckland19-20 October

Spare parts Management

and Inventory Control

level 1 (WC230)

NEW SOUTH WALES

Smithfield15-16 MarchQUEENSLANDArcherfield2-3 September

SOUTH AUSTRALIA

Wingfield13-14 MayVICTORIAOakleigh25-26 November

WESTERN AUSTRALIA

Perth3-4 May

Streamlined Reliability

Centered Maintenance

(MS331)SOUTH AUSTRALIA


Ultrasonic Testing

(WI320)QUEENSLANDArcherfield6-10 September

WESTERN AUSTRALIA

Perth30 August-3 September

Vibration Analysis

level 1 (WI202)

NEW SOUTH WALES

Smithfield23-25 February

QUEENSLANDArcherfield22-24 JuneQUEENSLANDMt Isa13-15 JulySOUTH AUSTRALIA

Mt Gambier10-12 AugustVICTORIAOakleigh5-7 OctoberWESTERN AUSTRALIA

Perth9-11 MarchNEW ZEALANDHamilton13-15 October

Vibration Analysis

level 2 (WI203)

VICTORIAOakleigh8-12 November

WESTERN AUSTRALIA

Perth26-30 JulyNEW ZEALANDHamilton18-22 October

Vibration Analysis

level 3 (WI204)

VICTORIAOakleigh29 Nov-3 DecNEW ZEALANDHamilton15-20 November

Fundamentals of

Machine Condition

NEW ZEALANDHamilton9-11 MarchRotorua18-20 MayPalmerston North

27-29 JulyNew Plymouth24-26 AugustChristchurch21-23 September

Invercargill20-22 October

January

SUN 31 310 17 24

MON4

11 18 25

TUE5

12 19 26 Australia Day

WED6

13 20 27

THU7

14 21 28

FRI 1 New Years Day 815 22 29

SAT 2 916 23 30

MaySUN 30 2

916 23

MON 31 310 17 24

TUE4

11 18 25

WED5

12 19 26

THU6

13 20 27

FRI7

14 21 28

SAT 1 815 22 29

February

SUN7

14 21 28

MON 18

15 22

TUE 29

16 23

WED 310 17 24

THU 411 18 25

FRI 512 19 26

SAT 6 13 20 27

MarchSUN

714 21 28

MON 1 Labour Day (WA) 8 15 22 29

TUE 29

16 23 30

WED 310 17 24 31

THU 411 18 25

FRI 512 19 26

SAT 6 13 20 27

JulySUN

411 18 25

MON5

12 19 26

TUE6

13 20 27

WED7

14 21 28

THU 1 815 22 29

FRI 29

16 23 30

SAT 3 10 17 24 31

JuneSUN

613 20 27

MON7 Foundation Day (WA) 14 Queens Birthday 21 26

TUE 1 815 22 29

WED 29

16 23 30

THU 310 17 24

FRI 411 18 25

SAT 5 12 19 26

October

SUN 31 310 17 24

MON4

11 18 25

TUE5

12 19 26

WED6

13 20 27

THU7

14 21 28

FRI 18

15 22 29

SAT 2 916 23 30

September

SUN5

12 19 26

MON6

13 20 27

TUE 7

14 21 28

WED 18

15 22 29

THU 29

16 23 30

FRI 310 17 24

SAT 4 11 18 25

For further information on

Public, On site or future courses:

P 03 9269 0763 E [email protected]

W www.skf.com.au/training

The Power of Knowledge Engineering

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MIC

RCF

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Bank Holiday (NSW)

Picnic Day (NT)

May Day (NT)

Labour Day (QLD)

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2010 SKF Training HandbookReliability and maintenance training from SKF

2010 SKF Training Handbook | Reliability and m

aintenance training from SKF




The development and knowledge path for your staff to promote a productive, safe and innovative work environment

NEW PLYMOUTHPh: (06) 769 5152 Fax: (06) 769 6497PALMERSTON NORTHPh: (06) 356 9145 Fax: (06) 359 1555

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Ph: (07) 377 8416 Fax: (07) 377 8486

Ph: (03) 687 4444 Fax: (03) 688 2640

Ph: (06) 344 4804 Fax: (06) 344 4112

Mobile/Cell: Fax:

Email: Website:

+61 (0) 402 731 563 +61 (8) 9457 8642 [email protected] www.lifetime-reliability.com

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Nov 22 to 23 Feb 7 to 8

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Maintenance Planning and Scheduling for

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Nov 24 to 26 Feb 9 to 11 Oct 26 to 28

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Applied Reliability Engineering for

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Brisbane Nov 17 - 19

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Follow the Brochure links to download full course information and details. Follow this link to Plant Wellness Franchise and Site License details, or visit website.

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To Subscribe to the AMMJ go to Page 68 or www.maintenancejournal.com Annual Subscription is from $80.

Using Business Common Sense To Improve Maintenance Practices Using a combination of logic, statistics and the application of well-accepted techniques to improve maintenance decision making.

Determining Spares Inventory and CostsFor A Conveyor at a Mine SiteA case study on the systematic approach used at Ok Tedi Mine to optimize spares inventory and gives, as an example, how it was done for a conveyor after it was modified and commissioned.

Performance Indicators What you need to knowResults-orientated maintenance management is driven by KPIs. Success depends on understanding the basic nature and use of each type of KPI and to also have a resolute bias for action.

Bolt Loosening and Bolted FlangesWhat is the number 1 issue in maintenance? The most common answer given is poor lubrication but there is a strong rival for that spot - Bolt Loosening.

2010 Listing of Special MaintenanceApplications SoftwareThis is the AMMJ’s annual listing of software that is available for such applications as Maintenance Plan Development, RCM, Maintenance Optimisation, Failure Analysis, and more.

Reliability AnalysisData and modeling software is helping an NGL plant determine maintenance approaches and improve equipment reliiability.

COVER SHOT This cover shot “In Plant Inspection” is courtesy of IFS. Go to page 54 for the article on “Integrate Your Maintenance System” by Rob Stummer of IFS Australia & NZ.www.ifsworld.com

Asset Management and Maintenance JournalISSN 1835-789X (Print) ISSN 1835-7903 (Online)

Published by:Engineering Information Transfer Pty Ltd

Publisher and Managing Editor:Len Bradshaw

Publishing Dates:Published in January, April, July and October.

Material Submitted:Engineering Information Transfer Pty Ltd accept no responsibility for statements made or opinions expressed in articles, features, submitted advertising, advertising inserts and any other editorial contributions.See website for details of how to submit articles or news.

Copyright:This publication is copyright. No part of it may be reproduced, stored in a retrieval system or transmitted in any form by any means, including electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher.

For all Enquiries Contact:Engineering Information Transfer Pty LtdPO Box 703, Mornington, Victoria 3931, AustraliaPhone: (03) 5975 0083 Fax: (03) 5975 5735E-mail: [email protected] Site: www.maintenancejournal.com

AMMJ ContentsOctober 2010 Issue Vol 23 No 4Asset Management and Maintenance Journal Movement from and to the Contents page is now linked.

40

46

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48

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54

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Using a CMMS to Single-handedlyManage ShutdownsHow to better utilize the CMMS/EAM system in support of project management. Implementing an Integrated Asset Management System at Energy AustraliaThe move from a disparate legacy systems to the best practice processes supported by a new Asset Management system. Troubleshooting Bearing TemperaturesA short article from SKF on simple rules for troubleshooting bearing temperatures. Better procedures for Hot Bearings. Maintenance of Offshore Wind FarmsOffshore wind turbines can harvest more wind energy than land based turbines. Challenges in maintenance of those turbines. KPI’s for High Performance TeamsThe general rules that must be followed when using KPI’s for high performance maintenance teams. Guiding principles for metrics, Integrate Your Maintenance SystemIntegrate your management system and reap the rewards. Benefits from having integrated systems. Maintenance NewsMaintenance Books

Maintenance Seminars 2011

AMMJ Subscription Form

In recent years, we have seen the widespread proliferation of techniques which add little or no value to maintenance; instead they all too frequently represent the triumph of good marketing over good analysis. Further to this, we often see maintenance pundits struggling to define the output of maintenance as “reliability, availability and maintainability”. Instead, the output of maintenance should very simply be “to improve the value of the organization”. So how do we define value? The short answer is company share price. But in an operational sense we will use its proxy – ROI or Return On Investment. As part of this new evolution, we should be making a strong argument for the application of this business common sense to all common maintenance practices. In short, if it does not add value, don’t do it.In this article, we will use this logic to resolve some common maintenance issues and dichotomies. We will use a combination of logic, statistics and the application of well-accepted techniques to improve maintenance decision making. To do this requires better data and better analysis of that data. The result is better selection of maintenance tactics, better equipment reliability and better company value.

Standard Techniques – the Drawbacks RCM (Reliability Centred Maintenance), CMMS (Computerized Maintenance Management Systems and embracing EAM’s – Enterprise Asset Management systems) and CM (Condition Monitoring) have all existed for 30 or more years; their techniques and logic are widely used to select and implement maintenance tactics. But they have flaws that inhibit their effective use. We will first, identify some of these drawbacks, and second, to suggest how to rectify them.

1. RCM pays little attention to historical data; the root cause of this is that the main proponents of (and salesmen for) RCM saw themselves in competition with the main historical data source (the CMMS). An objective view would see them as necessarily complementary – how for example can one track the occurrence frequency of failure modes better than on a CMMS work order? And what better way to start an RCM implementation than by examining the Failure Modes that have actually occurred? The resolution of this lies in linking the RCM database to the CMMS database. 2. The reality of the RCM process is that Failure Modes are not comprehensive – dependent, as they are, on “what if” scenarios applied by maintenance and reliability engineering staff. Indeed one detailed study suggests that of the 610 RCM Failure Modes identified on turbofan aircraft engines, only 142 actually were observed over a 10 year period. Perhaps this a triumph of failure avoidance; on the other hand, by mining the CMMS data, 585 additional, unexpected Failure Modes were discovered. The resolution of this lies in enhancing the RCM database by adding actual maintenance experience, as it happens, from the CMMS. 3. A major deficiency in failure analysis is that it predicts the future by looking backwards (ie at the CMMS databases); but these databases typically omit information relating to (for example) the RCM concept of Potential Failures (PF’s). Two reasons for this – first the CMMS does not allow for this data to be collected, and secondly the technicians are not trained to recognize PF’s in the flesh. Solving this problem requires minor modifications to the CMMS Work Order process and a modicum of training at the coal face. Successful implementations of this combination at industrial site have been enthusiastically accepted both by the technicians and the supervisors.4. The purpose of CM data is to provide the basis for more intelligent decision-making. Three steps are involved – first collect the right data (and stop collecting the wrong data); second, do the right analysis; and third use the data for making the right decision. In our experience, upwards of 70% of the data has no predictive ability; plus of course, key data is missing. The critical point is that CM data must relate to the failure mode – the question is how to demonstrate this.

Failure PredictionNo one questions the need to predict failures. But this simple statement begs many questions.a. Which failures? Here we revert to our earlier stated objective of maintenance adding value, and propose to use “cost of failure” as the primary determining factor….

Cost of Failure = Cost of Emergency Repair + Cost of Lost Revenue + Penalty Costs, Reputation Costs, Fines and Reparations

In the military sphere, adjustments need to be made to recognise mission readiness and unnecessary backups as key costs of failure instead of loss of revenue or profit. The rush to solve an emergency inflates the repair cost – including overtime, expediting or scavenging parts, building work-arounds; and safety costs, environmental costs, political embarrassment, etc need to be factored in. This leads us to produce a simple failure cost report (Table 1). This report draws our attention to the overall cost of the failures rather than the frequency & the duration. Bad Actors then become Bad Cost Actors. Every Maintenance Manager should have this report on his desk every month.b. How do we measure resistance to failure? This has great theoretical prominence – but it is a complex and little understood issue; however if we substitute “performance” as a proxy for resistance to failure, then the concept

Using Business Common Sense To Improve Maintenance Practices Ben Stevens OMDEC Inc www.omdec.com (Canada)22nd International Congress of Condition Monitoring and Diagnostic Engineering Management COMADEM

Vol 23 No 4

Contact: Stuart HyltonThe Asset Partnership

Suite 1, Culdees Road Burwood NSW 2136, Australia

AUS: T +61 (0)2 9715 1405 F +61 (0)2 9715 1043NZ: T +64 (0) 9625 7167 M +64 (0) 21 466 283

E [email protected]

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AMMJ Business Common Sense �

Vol 23 No 4

becomes simpler and easily measured. Hence a pump required to pump 1000 litres per minute has “failed” if it pumps “only” 999 – the required amount being necessary for feedstock supply, cooling purposes etc. Thus an instance of Functional Failure can be readily recorded on the work order. c. Similarly, as the performance starts to slide down the slippery slope of the P-F curve, the point of acceleration in the rate of performance degradation is often readily apparent in practice – thus suggesting the Potential Failure point. Just as we have defined a measurement for the FF point, so we need to define a specific condition value for the PF point – 1100 litres per minute in the example below (Figure 1). Implementing the “Pass/Fail” score in each case, greatly facilitates the ease of data collection and analysis. More importantly – as we shall see later – the PF acts as a warning signal needing a response.

d. How do we deal with equipment where the PF and FF points are not foreseeable? The obvious examples are electronic and electrical equipment. Clearly the FF and PF points exist – but they are typically simultaneous. Hence condition monitoring will not help – except to advise us of complete failure. In these cases, we respond with stand-by units, parallel processors, plug-out plug-in replacements and other well established techniques. (We may argue that measurable conditions do in fact exist, but that we have not yet figured out how to measure them – but that is beyond the scope of this paper). See Figure 2.

e. How does age fit into the equation? As Nowlan and Heap – and others – have pointed out, age has a direct impact on failure in only a relatively small number of cases. Yet intuitively we feel that age is an important factor. A partial explanation of this dichotomy lies in how we define age; rather let’s define it as “working age”. This has several implications – involving for example (on the negative side of probability of failure) load and (on the positive side) an out-of-service state. Load or stress on the equipment is difficult to track accurately, so most frequently we default to operating hours (equals total time minus out of service time). Which in turn requires us to record “suspensions” on the work order (as an alternative to a PF or FF).

f. Next, how do we relate the multiple streams of data that are now so frequently readily available from the CM systems, to the Failure Mode? The answer lies in the use of Proportional Hazards Modelling – an advanced statistical technique which shows which of the variables (or co-variates) have the most significant impact on the failure mode. And which have little or none. This technique is built into EXAKT – a product developed by Dr Andrew Jardine at the University of Toronto. Repeated use of this tool suggests that most CM data has almost zero relationship to the incidence of failure and therefore can be ignored as a predictor. Such data does not need collecting. Equally, key data such as working age and other condition variables are frequently missing.

g. In predicting failure, we require the predictive ability of CM data to be accurate and consistent. EXAKT achieves this by providing a probability of failure in a given period (completion of a mission, prior to a maintenance shutdown etc), and at the same time applying a statistical test showing confidence levels. Relating the three elements of failure probability, confidence levels and cost of failure provides a strong insight into the “best” maintenance tactic

90,000

8,000

Total Lost Revenue

56,000

18,000

Penalty Cost

158,00015,0006212,000 Circulation Pump - 2

28,4005001642,400#5 Boiler

Total $ Failure

Revenue Loss/hour

FailureHours

No. of Failures

RepairCost

Equipment /

90,000

8,000

Total Lost Revenue

56,000

18,000

Penalty Cost

158,00015,0006212,000 Circulation Pump - 2

28,4005001642,400#5 Boiler

Total $ Failure

Revenue Loss/hour

FailureHours

No. of Failures

RepairCost

Equipment /System

Table 1 Failure Cost Report

1150

Litres per Minute

Potentialfailure

Total

TimeWarningInterval

Detectabledeterioration

Functionalfailure1000

1100

Optimize this gap

Prematurereplacement

UnexpectedBreakdown

MinimumReaction

Time

Figure 1 P-F Curve

No Detectable Deterioration

Potential = Functional = Total Failure Failure Failure Failure

No Warning Interval = No margin for

error

Prematurereplacement

Breakdown or Failure

Figure 2 Simultaneous PF and FF Points

The PMO2000® (our unique approach) Process has always been a simple and effective means for you and your team to understand the principles of reliability

and how to deploy them. Our systems are built around simplicity, not complexity, but they work in any capital intensive organisation. Our clients range from the current holder of the North American Maintenance Excellence awards to companies that are yet to install a computerised maintenance management system.

We help you create a culture of “Zero tolerance to unexpected failure”. We are not a company that just helps you write a maintenance strategy - we assist you to deploy a reliability assurance program which is a living program.

We will also assist you with a change of culture not only in your maintenance departments, but within the production areas as well. This is because we view reliability and maintenance as processes not as departments.

We are also highly experienced in assisting you develop corporate reliability assurance initiatives.Our reliability improvement software, PMO2000,®

is now SAP® certified and can seamlessly pass information to and from SAP.® All the other modules of our full suite of Reliability Assurance software packages can also be directly integrated with SAP.®

How the process helps you

• Defines what maintenance is value adding and what is not and keeps this up to date

• Trains and motivates your staff to build reliability concepts into their daily activities

• Groups all your results into practical schedules and works to quickly implement what has been learned

• Creates a closed loop system that makes investigations into losses very efficient and highly effective

The Benefits

Put simply, successful implementation of our program results in a reduction in maintenance related downtime by one half. This can be achieved site wide in 12 months.

• Reduced reactive or emergency maintenance activities

• Increased workforce productivity while providing greater job satisfaction

• Reduced costs of spares and overall maintenance activity

Our Strategy

Our current strategy is to attract more local business than overseas business.

If you suffer more reactive maintenance than you should - contact us

For more information please contact our Melbourne office and arrange for us to provide you with a presentation.

Contact us

Steve TurnerDirector and Principal ConsultantOMCS InternationalEmail: [email protected] 0419 397 035

Or contact any of our local or global licensees through our website at www.reliabilityassurance.com

International clients:

• Indonesia

• Malaysia

• Philippines

• Taiwan

• New Zealand

• North America

• Chile

• South Africa

• Holland

• Saudi Arabia

WHY OUR CLIENTS CHOOSE OUR PMO PROCESSAND WHY YOU SHOULD TOO...

Do our people get smarter when they travel?

This can’t be true, however in the past twelve months more than 70% of our work has come from overseas clients. We want to reverse this number.

SAP® CertifiedPowered by SAP NetWeaver®

1. Inspection

3. PM Tasks

Inspection sheet or Work Order

Yes Work Order

Complete Work Order

SignificantTask?

5. Update RCM DatabaseY

No If none-

record, close

6. Update Maintenance Plan

N

CloseWork Order

4. Prevent Functional Failure

2. Identify Potential Failure?

AMMJ 10

Vol 23 No 4

to follow. Low confidence levels prompt both conservative action (to pre-empt the FF point) and the collection of more data, more accurate data or more consistent data. Especially when the cost of failure is high.h. Recognizing the shortcomings of CM as the best or only basis for the prediction of failure, pushes us to develop a better approach. Given that the output needs to be an improved reliability analysis, and given that there are already some effective reliability analysis tools on the market, what is the missing link? Let’s call it a Reliability Database.

Reliability DatabaseWe have previously hinted at the key elements of the reliability database – ie the sources of data. Let’s now put a structure around these sources of data:

1. Historical data – primarily from the CMMS – but with simple modifications to the work order to accommodate the missing FF, PF and Suspension data. Also, for reasons explained later, to add a cross reference to the appropriate record in the RCM database.

2. Current status data – primarily from the CM sensors. These will give us (along with PLC’s, SCADA & others) the best insight into the current equipment conditions.

3. Expected data – or what failures we should realistically expect based on our assessment of the equipment and its operating context as recorded in the RCM database.

In order to accommodate these data sources, Living RCM (LRCM) software has been developed. This sits among the three data sources and acts as the data traffic cop – collecting, rejecting and storing the various data elements to create a Reliability Database. This in turn acts as the feedstock for the commercial reliability tools (such as EXAKT mentioned above, but also Pareto, Weibull, OREST, Perdec, Age/con and others).

Earlier in this article, we touched on the linking of the RCM and CMMS databases. Clearly these are complementary in prompting a better understanding of failure and reliability. Contrary to common practice, the best output of an RCM analysis is not a row of dusty tomes on the top shelf of the engineering office; the best output of an RCM analysis should be an improved Work Order. And equally well, a very satisfactory output of a Work Order is an improved RCM record - especially if it adds new knowledge or a new failure mode to the RCM analysis.

By looking at the logical flow of activities (Figure 4), we can see the advantages of integrating CMMS and RCM:

1. The Inspection prompts identification of measurable Potential Failures.

2. This leads to the preparation of a PM Work Order (or an immediate on the spot remedial or preventive action).

3. The PM tasks are specifically designed to prevent a Functional Failure. If we cannot tie the PM tasks to the prevention of a Functional Failure, then we must challenge the value of the PM.

4. LRCM prompts the technician completing the work order, not to fill in the typical Fault Code (the value of which is highly questionable, and in our experience rarely used), but instead to access the Failure Mode in the RCM database and insert it in the Work Order.

5. In the event of a “significant” task – ie one that adds to our knowledge of the equipment, such as a new Failure Mode, or one that exhibits new characteristics compared to the RCM record – then a temporary record is created from the work order by LRCM to await validation by the RCM analysis team.6. Adding the RCM record reference number (which is automatically ported over to the work order with the Failure Mode), we now have a record of the occurrence frequency of the RCM Failure Mode – surely a valuable tool in evaluating reliability.7 In addition, a CMMS record of an unexpected occurrence of a Failure Mode in a critical equipment demands several responses – not only the repair of the equipment, but also the repair of the RCM record, and the repair of the RCM logic & all the other records which used the same logic. Ease of access of the RCM database from the CMMS thus becomes critical to creating a regime of Living Reliability.

Business Common Sense

CBM Data (vibration,

oil analysis, etc)

Work Order– CMMS/EAM

Operational dataSCADA etc

Reliability Database

RCMDatabase

Living RCMFigure 3

Reliability Database

Figure 4

Reliability Database Living RCM

470k

193k

RunRisk

470:361 = 1.3:1

193:40 = 5:1

RiskRatio

60days

2�days

FailureRepairTime

15%

25%

FailureProbab 30 days

250K 361k2,000/hour

7days

25,000YukoTurbine

100K 40k1,000/hour

15hrs

25,000NiigataDiesel

FailureRepairCost

PMRisk

Outagecost/hr

PMTime

PMCost

Unit

AMMJ 11

Vol 23 No 4

Maintenance Improvements – do they happen?Coming to the bottom line – does the application of these techniques add value - does it improve decision making? Here we offer several indicators:a. Does the proposed new maintenance tactic reduce costs? The cost function built into EXAKT incorporates the cost of failure and the cost of preventive repair. Its cost optimization model shows the lowest cost combination of preventive work and run to failure, and compares it with the current actual mix of maintenance tactics. A second modelling option provides the optimum balance of PM and Run to Failure (RTF) to achieve the minimum downtime, or (a third model) to achieve a given minimum level of reliability. Industrial experience shows cost reductions in the order of 20 to 40% of current maintenance costs – using the customers’ cost data as the baseline.

b. As to whether the quality of maintenance is improved, we should go back to one of the fundamentals of RCM. One of the key insights is the use of PF’s to prevent FF’s; so what better way to test the validity of the process by graphing the two; built into the analysis program must be a self-checking mechanism (as well as many other standard KPI’s). Would it not be a remarkable improvement if our vibration analysis or oil analysis programs could tell us whether they are doing their job properly? Or not?

c. Is business decision-making improved? For this we look at the basic logic:

1. If we can apply the cost of failure (as defined above) to the probability of failure (as defined by EXAKT above), then we can conclude with a practical definition of “Risk”. The do-nothing scenario can be called the “Run Risk”.

Run Risk = Cost of Failure x Probability of Failure2. If we now calculate the cost of a PM (using directly parallel logic, but different numbers for the cost components) to the probability of doing the PM (which if we decide to do it is clearly 100%), then we can define the “PM Risk”.

PM risk = (PM cost + (Outage cost per hour x PM time)) x 100%3. By comparing the Run Risk to the PM Risk, we can develop a Risk Ratio.

Risk Ratio = Ratio of Run Risk to PM RiskOperations managers (and politicians) can now decide whether the investment of say $40,000 in a PM to avoid the Run Risk of $200,000 (comprising a 25% probability of a $800,000 failure) is a good decision – ie a Risk Ratio of 5:1. Or should we spend $360,000 to eliminate the 15% probability of a risk of a $3million failure – a Risk Ratio of 1.3:1. (see table below). Clearly the higher the Risk Ratio, the greater the PM’s leverage in reducing risk; and consequently the higher the PM’s ROI, and the more value is added to the company.As a logical next step, senior managers can then establish whether the Risk Ratio (in this case 5:1) violates the organization’s risk limits policy. Plus by tracking the change in the Risk Ratio through time, they can see whether the current Risk Ratio trend exceeds the operating policy before the next scheduled maintenance shutdown or before the end of the mission.Despite it being the fallible human that pushes the button, business logic such as this will improve decision making. Providing a (relatively) objective assessment of alternative business risks surely provides a stronger foundation for improved decisions.In this article, we have shown how the use of solid business logic in maintenance can lead to better decision-making, maintenance improvements and reduced maintenance costs. The distinct advantage of this approach is that while the whole program may look intimidating, each step is relatively straightforward and can be implemented with minimal change to the current status. And each step brings us closer to making Maintenance a provider of Business Value.

Business Common Sense

Table 2 Establishing A Risk Ratio

Oct Nov Dec Jan Feb Mar

8

6

4

2

Maximum Acceptable Level of risk

Risk Ratio

Equipment Failure Risk Ratio

Next Planned shutdown date EQ2

Predicted Risk Ratio level EQ2

Next Planned shutdown date EQ1

Predicted Risk Ratio level EQ1

Figure 5 Equipment Failure Risk Ratio

The full Proceedings of COMADEM 2009 are available for sale – please contact [email protected]

Determining Spare Parts Inventory For a Conveyor at a Mine Site

Gilbert Hamambi Ok Tedi Mining Limited [email protected] Papua New Guinea

Spare parts cost contributes an appreciable percentage of the maintenance operating budget. Identifying critical spares and their usage and establishing an optimum spares inventory in the initial stages of a project reduces the customer’s cost of ownership. An optimum spares inventory means trading off between alternatives and doing sensitivity analysis between different variables.This paper presents a case study on the systematic approach as used at Ok Tedi Mine to optimize spares inventory and gives, as an example, how it was done for a conveyor after it was modified and commissioned.The software tool, RCMCost, using the Reliability Centered Maintenance methodology, is used in modeling the alternatives and measuring the impact between variables for consideration during optimization of the conveyor’s spares holding levels. This use of computer simulation provided the end user visibility on the spares’ cost contribution to the total cost of ownership.

INTRODUCTION

Reliability and maintainability characteristics are important considerations in the design and selection of plant and equipment. Harvey reiterated in [1] that the customer should specify the level of reliability and maintainability that is required.

Decisions made during a product’s development in areas such as reliability, maintainability and production techniques will influence the product’s life cycle costs (LCC). However, often many of us have found ourselves left out in the initial stages or arriving at a plant well after it was designed, bought, installed and commissioned. From the new comer’s as well as customer’s point of view of LCC, we have no chance at all to request a cost of ownership (COO) evaluation from the equipment supplier/manufacturer. Being late onto the scene also means inheriting any future success or problems that may be due to other people’s foresight or lack of foresight in the decisions they had made.

The In-Pit Crushing and Conveying System’s crushed ore conveyor, CV21, have recently been modified and upgraded to handle an anticipated increase in its ore carrying capacity. The ore is fed from the crusher and also to be fed from the recently installed fines conveyor, conveying from the In-Pit Crusher upgrade and feeding onto CV21.

The Reliability Engineering team was not involved in the modification design, procurement, installation and commissioning but was tasked to review, develop and optimise the maintenance strategy for the modified crushed ore conveyor.

The RCM methodology was used and the maintenance strategy for each major component of the conveyor was developed and optimised using the reliability modeling software tool called RCMCost [2].

One of the objectives of this task was to identify critical spares and their usage to prevent any future breakdown or plan maintenance overruns that could latter be attributed to lack of spares. Spare parts cost contributes an appreciable percentage of the maintenance operating budget. Therefore the goal was also to hold minimum conveyor spares inventory.

From this exercise, the spares and their stock holding levels were determined and the LCC, or more relevantly, cost of ownership was established.

THE NEED TO ESTABLISH RELIABILITY & MAINTAINABILITY UPFRONT

Before delving further into the necessity to establish reliability and maintainability upfront, a revisit of the definition of reliability and maintainability is deemed most appropriate.

There are four elements to the definition of reliability. Reliability is (1) a probability that a system/component will perform a (2) specific function over a (3) specific time interval under (4) specific set conditions. It is usually expressed in terms of the mean life (MTBF).

Maintainability is the ease with which maintenance is done to prevent failure, or during breakdown, return a system/component to service. Maintainability is often determined at the design stage and is also dictated by the availability of spares. Maintainability is expressed in terms of the mean time to repair (MTTR).Reliability and Maintainability interact to form Availability. Availability is the probability that a system/component will be in operating condition at any point in a given time interval under specific operating conditions and

Vol 23 No 4

with specific support condition. This interrelationship between reliability, maintainability and availability can be simply expressed as in (1).

Availability = MTBF/(MTBF + MTTR) (1)Therefore, high reliability combined with short maintenance duration gives high availability and vice versa. Maintainability of a component/system is a feature of design. Ensuring, for example, access for easy maintenance and optimum spares inventory during design and at the initial stages will help in improving and maintaining availability and reduce life cycle costs particularly during the support phase of the equipment/component life.

MODELLING USING THE RCM METHODOLOGY

The Reliability Centered Maintenance (RCM) methodology was used in modeling CV21, the modified crushed ore conveyor. This is a brief description of the process followed.

A. Define the SystemIdentify the conveyor system by determining the limits/boundaries of the conveyor and its components and their failure effects on the overall system reliability. This can be done using a reliability block diagram (RBD).

B. Develop System HierarchyBreakdown each sub-system down to its maintainable item levels. (Note: the maintainable item level is where the maintenance strategies developed will be directed). A sample hierarchy is given below.

1.0 System (Conveyor) 1.1 Sub-System (e.g. drive, take-up) 1.2 Composite component 1.3 Component/part

C. Functional AnalysisDetermine the functions of the sub-systems and specify operating conditions. A function describes the purpose of the equipment and taking the RCM approach, the conveyor will be maintained to the desired performance

13Determining Spare PartsAMMJ

Contact: 03 9697 1100 [email protected] www.rcart.com.au

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www.rcart.com.auwww.rcart.com.au +61 3 9697 1100+61 3 9697 1100 Copyright

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Figure 1 Sensitivity Analysis: Maintenance Interval Vs Cost/Safety/Environment

Figure 2 Sensitivity Analysis: Maintenance Interval Vs Unavailability/Safety/Environment

Determining Spare Parts 14AMMJ

Vol 23 No 4

level. In other words, in functional analysis, the functional failure criteria are set out. For example, what speed should the conveyor be running at and at what speed should the controls shut it down when under speed.

D. Functional Failure AnalysisThis should flow on from Functional Analysis. It is the way in which a system or sub-system fails to meet its intended function(s).

E. Failure Mode from Fault Tree Analysis (FTA)Do FTA to identify failure modes at the component level that could contribute to each of the functional failures.

F. Failure Modes Effects and Criticality Analysis (FMECA)For each of those failure modes identified above do a FMECA. FMECA is the heart of the RCM methodology

G. Determine Maintenance StrategyDetermine the most appropriate and effective maintenance strategy (can be from maintenance selection matrix or decision logic tree and etc) that addresses each of the failure modes being considered. Then decide on the optimum interval to perform it. The optimum maintenance interval can be selected by doing a sensitivity analysis, for example, between the variables MTBF and Cost during the product support phase

TRADE OFF ANALYSIS & SENSITIVITY ANALYSIS

In addition to the labour budget, spare parts cost contributes an appreciable percentage of the maintenance operating budget [3]. Therefore optimizing spares inventory should be a major objective of the maintenance department. However, this should not impair the maintenance function of retaining an item in or returning it to an acceptable condition (within the minimum time possible). There are variables that should be considered in striking this balance and because of these, trade-off analysis and sensitivity analysis are needed to determine optimum spares inventory and cost of ownership. Trade-Off analysis is used to evaluate alternatives while sensitivity analysis measures the impact of change between two variables [4].A trade-off analysis in this case can be made to evaluate different types of spares used in the same application as well as their supplier’s ability to receive the order and getting the spares to site in the shortest time possible. In this case, however, the trade-off analysis is used especially in evaluating alternative maintenance strategies.

RELATIONSHIP BETWEEN RELIABILITY, MAINTAINABILITY, AVAILABILITY, TRADE OFF ANALYSIS AND SENSITIVITY ANALYSIS

The following were considered in modeling the crushed ore conveyor in RCMCost.

A. Cost Of FailureDirect costs (spares and labour) and effects costs (revenue lost due to downtime, safety and environment). The effects are the indirect costs.

B. Cost Of Alternative Maintenance StrategiesRun-to-fail or Corrective Maintenance and Scheduled Inspections. Actions identified during inspections lead to a Plan Preventive Maintenance or Plan Corrective Maintenance.

Figure 3 Customized spread sheet with spares listing.


C. Sensitivity AnalysisMaintenance strategy interval Vs cost/safety/environment (see Figure 1)Maintenance strategy interval Vs unavailability/safety/environment (see Figure 2)

The model is simulated to run for a 10 year period. Each high ranking failure mode in each category of cost, safety and environment is then simulated for a run-to-fail maintenance strategy and an inspection maintenance strategy. A trade-off is then made between the two alternative maintenance strategies considering the effects of cost, unavailability, safety and environment.If the schedule inspection alternative is chosen then further sensitivity analysis is done to determine the optimum inspection interval considering again the effects of cost, unavailability, safety and environment.

CREATING SPARES IN THE CMMS, DETERMINING INITIAL ORDER QUANTITY & OPTIMIZING SPARES INVENTORY

These were the activities followed through to have the spares created in Ellipse and determining their usage, the initial order quantity, reorder point and reorder quantity.

A. Collect OEM DrawingsCollect drawings from original equipment manufacturer’s manual and get spares listing and identify recommended spares.

B. Request Quote From SupplierUsually the equipment is bought as a complete unit and the price of its parts or maintainable items are not supplied. Putting together the spares listing in a

Perth, Brisbane, MelbournePh +61 8 9474 4044

www.assetivity.com.auAsset Management Consultants

Signing the order was easy...Greg wondered why he had taken so long to get outside assistance. Perhaps it was the fact that Maintenance consultants seemed to have a bad reputation – “Borrow your watch to tell you the time – then sell you your watch”. Perhaps it was because they had a reputation for charging exorbitant fees. Perhaps there was a little bit of pride involved – “It is my job to make this plant safe, efficient and reliable, and I am going to do it – myself!”But finally he had to admit that the challenges he faced were too great for any one person to deal with on their own, and he had contacted Assetivity. It’s amazing how a series of equipment failures (including a catastrophic conveyor pulley shaft failure that had caused a major safety incident and significant downtime) can focus the mind, he thought, wryly.At the initial meeting with the senior Assetivity consultant, Greg had been impressed by the way in which his problems and issues had been listened to, considered, and absorbed. He had liked the way that, in the course of their discussion, they had together been able to give focus to the complex network of issues and opportunities that he faced, and put these in perspective. He been attracted to the down-to-earth and practical discussion regarding implementation issues. And he was impressed by the focus on developing and implementing solutions, rather than on selling specific products, tools or methodologies.It had become clear, in the course of their discussion, that there was an urgent need to “get back to the basics” – to ensure that the current Preventive Maintenance program was appropriate, and was being properly executed at shop floor level, and that failureswere being prevented, and the causes of those failures eliminated. They had agreed that the first step was to conduct a quick diagnostic review, focusing on these areas, in order to develop a plan of action. Getting authorisation from the Plant Manager had been surprisingly easy, and Greg was signing the Purchase Order for this review now. So far, it had been smooth sailing, but Greg knew that the real challenges lay ahead. But, with the involvement of Assetivity, he had confidence that they were on the right track.

More than availability and reliability...

Figure 4 ANII form and the data collected. This is an example with the stock code 678193 already raised and assigned.

Figure 5 ANII form and the data collected cont’d

16AMMJ Determining Spare Parts

Vol 23 No 4

customized spreadsheet and sending it to the supplier for a quote on their prices yields quick feedback, especially if the spares are urgently needed.

C. Complete Application for New Inventory Item (ANII)Complete ANII forms by filling in the details supplied by the customer and submit to the inventory team to have the stock codes assigned for each spare.

D. Enter New Stock Code into RCMCost ModelOnce stock codes are created, they are then entered into the RCMCost model and assigned to each maintenance task (Corrective or Plan Preventive) addressing the relevant failure mode.

E. Simulate ModelThe RCMCost model is than simulated to run for a 10 year period (10 years was chosen simply because of the ease in determining results for one year by dividing 10 years simulation result by 10).

F. Determine Annual Spare Parts UsageTo determine the annual spares usage in RCMCost the spare part’s stock code (ID) is selected. This will show up the mean number used over the life of the model and the cost per the model life. See Fig. 6.To determine annual usage and annual cost, divide both the number used over the model life and the cost by 10. If two or more equipment are using the same part, and to estimate the usage or cost, multiply the annual usage and cost by the total number of equipment.

G. Complete Inventory Action Request FormComplete the inventory action request form which requests information on where the item is to be stored, the initial quantity to be ordered, the reorder point, the reorder quantity and the stock classification. Sent form to inventory team for the item to be ordered and stored as normal stock.

Figure 6 Determining the mean number of spares used over the lifetime.

Figure 7 The 10 years CV21 RCMCost model simulated result showing the contributing elements and the total cost of ownership.


Vol 23 No 4

The Determination of the mean number of spares used over the conveyors’ lifetime is shown in Figure 6. In this case about 19 Plain Carry Rollers are used annually. Annual cost is $ 5,175. Because two equipment (CV21 and 0152CV25) are using the same spare ID 678193, the estimated annual usage will be 38 and the estimated annual cost will be $ 10,350

THE COST OF OWNERSHIP OF CV21, THE CRUSHED ORE CONVEYOR

Figure 7 shows the overall COO for a 10 year period and the contributing elements that have been considered in the model including the spares lifetime cost at $3,588,480.00 with an annualized cost of $358,848.00. The total COO for the 10 years is $6,640,480.00. The total annualized COO is $664,048.00.The indirect cost of ownership is represented by the effects (safety and environment) cost which stands at $1,573,480.00 over 10 years.The other contributing elements with zeros means that these have not been considered in this modeling.

CONCLUSION

Considering spares inventory during the initial design and procurement stages is essential in reducing the end users cost of ownership (COO) particularly during the operating and support phases of a plant or equipment. The use of computer software has helped with the work required to determining spares holding level and COO by the Reliability Engineering team who has been left out in the initial stages of the CV21 modification.The use of replacement parts or equipment constitutes a substantial amount of the maintenance operating budget. Holding the minimum spares inventory is essential but requires trading off between alternatives and doing sensitivity analysis between different variables in order to strike an optimum balance between spares inventory and its cost contribution to the overall end user’s COO.The systematic approach followed through to minimize spares inventory and establish an overall COO using RCM methodology and RCMCost software tool was presented.

REFERENCES

[1] Harvey G., “Terotechnology – What is the Production Engineers’ Role?” in GEG7014 Terotechnology And Life Cycle Costs, Reader, 2007, pp 17-26.[2] RCMCost Version 4.0, Isograph, 1995-2003.[3] Mobely R. Keith (2004) Maintenance Fundamentals, 2nd Edit, Elsevier Butterworth-Heinmann, Uk, pp 6-7[4] Steven Adrian, “Study Guide 3: Reliability in Design” in GEG7124 Understanding Reliability, Unit Book, 2006, pp 15-18.

Performance Indicators what you need to know…

Vol 23 No 4

Business-led, results-orientated maintenance management is driven by KPIs (Key Performance Indicators), also known as measures or metrics. There are two types of indicators – lagging and leading. Success as an engineering manager depends on understanding the basic nature and use of each type - together with a resolute bias for action.

IntroductionIn manufacturing, processing and other equipment-intensive organisations, plant reliability, process capability, people safety and profitability all depend on the right actions of the engineering manager and his or her team. These individuals are responsible for delivering the required good order in the most economical way. The competitiveness of the business hinges on their efforts. The challenge is onerous. In order to deliver, the engineering manager is obliged to implement a data-driven, results-orientated performance management system based on the DMAIC cycle of Define, Measure, Analyse, Improve and Control. Well-selected performance indicators provide the vital means of control and continuous improvement; ultimate success is dependant on their use.Before reading on, please consider this example: MTBF (Mean Time Between Failure) is a lagging indicator, whereas PM (Preventive Maintenance) Performance, for instance, is one of its many associated leading indicators - both are Key Performance Indicators (KPIs). The nature of the relationship between lagging and leading indicators dictates that in order to be good in the first one you must initially excel at most of the second ones. This is the stumbling block for the unwary.

Leading causes beget lagging effectsLagging indicators are historical, quantified statements of fact; they measure ‘outcomes’, that is, results achieved. Accordingly, they’re backward-looking. They also respond quite slowly to changes made in the workplace. Leading indicators, on the other hand, are forward-looking and predictive of a desired future state; they measure the ‘inputs’ that ultimately determine the outcomes. Leading indicators have a much faster response to associated changes made in the workplace. Every lagging indicator, maintenance or otherwise, has a related set of driving influences. Many of these will be common knowledge but can otherwise be deduced by logical analysis. Each influence can be ‘measured’ by a leading indicator quantifying its specific performance achievement. The direct correlation between the inputs and outcomes means the relationship between associated leading and lagging indicators is one of simple cause-and-effect. In other words, well-chosen leading indicators are the essential means to the end defined by their associated lagging indicator.Lagging indicators follow the trend of associated leading indicators with a significant time delay. This is advantageous; the in-built delay provides space to reflect on progress, adjust emphasis and take definitive action. Interventions to improve leading indicator performance are legitimately categorised as preventive or improvement actions - not knee-jerks!Without the essential aid of an appropriate set of leading indicators, you won’t be able to prevent plant and process failures or properly action improvements. Your actions will not only be reactive, you’ll be thrashing around in the dark; all to the detriment of the business. Trying to control and improve maintenance activities using lagging indicators alone is futile because it places vain hope in after-the-fact guesswork. You could get lucky with the knee-jerks but trial and error is not the smartest way to proceed.

The devil is in the detailNo management concern or problem can ever be resolved in general, only in detail. This is one of the first rules of situation analysis. The challenges you face in the workplace are invariably cans of worms. To tackle them, you first have to unravel their complexity, drilling down to the detail. Big, multifaceted issues have to be broken down and separated into their fundamental elements. It’s only by homing in on these single addressable elements that you can resolve the bigger problem. The devil is always in the detail.Lagging maintenance indicators quantify the top level, strategic goals – the primary maintenance outcomes contributing most substantially to a business’s success or shortcomings. Two of the primary lagging maintenance indicators are MTBF (Mean Time Between Failure) and MTTR (Mean Time To Repair). These factors are the undisputed drivers of Uptime, Availability and OEE (Overall Equipment Effectiveness). Other important examples are SLA (Service Level Agreement) compliance and Incident Frequency. While these are among

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AMMJ Performance Indicators 19

the foremost factors to track, there are tens of others you can choose from to augment them. When you do maintenance ‘right’, you’ll hit the strategic numbers management is looking for - and maybe get a pat on the back. Doing the ‘right things’ is effectiveness and doing the ‘right things right’ is efficiency. Effectiveness is paramount! You must always be effective; whereas efficiency is something you continually strive for and improve over time. A simple premise that’s so often ignored.The problem with lagging indicators is that they don’t actually measure the multiplicity of things you have to do ‘right’ on the day - and day after day - in order to achieve the strategic results you’re aiming for. Because the devil is in the detail, & lagging indicators don’t focus on the detail of what & how on the ground, they’re practically useless for controlling the real-time activities of maintenance. For that you need leading indicators. If you report lagging indicator performance (say MTBF) to the powers that be in your organisation without first having your own success-enabling, leading indicator framework in place, you’re making a rod for your own back.

Align maintenance with business needs

Your boss and your customers have performance needs and expectations; these can sometimes be fuzzy. It’s logical that concrete goals should be established. The way to do this is to agree the headline lagging maintenance indicators that best apply to current aspirations and circumstances. In manufacturing, Availability and other OEE influences will figure, along with their drivers: MTBF and MTTR. In services, contractual SLA measures will be king. Performance targets must be set for each lagging indicator you decide on. The ball is then in the engineering manager’s court. You must get down to the job of delivering the required performance on the ground. Although any business-led, performance improvement initiative should be driven from the top, the inputs and direction for the maintenance contribution must come from the engineering manager. As an engineering professional you know the issues and dynamics of the maintenance process. As maintenance leader, it’s for you to drive the change. When the lead is not taken by the engineering manager, the top-down emphasis is very likely to be accounting-led. This is disastrous! Maintenance is a service to production and, on the list of management priorities, production cost savings rank above those of maintenace. Effectiveness being paramount, the main focus should be on equipment uptime and reliability improvement, not maintenance cost reduction. Maintenance costs are certainly important but a prime emphasis on maintenance cost-cutting will not translate into the business performance actually being sought. On the other hand, investing in reliability improvement carries with it the promise that costs

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AMMJ Performance Indicators

Vol 23 No 4

will automatically reduce as a result – along with improvements in product quality, production capacity and people safety. It’s the job of the engineering manager to make his boss aware of the difference, the potential pay-off that’s up for grabs and how it can be achieved using leading indicators.

Leading the wayLeading indicators are the magic means of performance delivery. After the headline lagging indicator targets have been agreed, the next step on the way to results-orientated maintenance is to select the leading indicators that will drive the required performance in the workplace. Deciding what to measure requires deep reflection on the current situation. You have to map the cause-and-effect connections between business needs and the detailed activities of the engineering team. What should you be doing and how well should you be doing it? What must you stop doing? Aim to come up with two sets of objectives with polar opposite timelines. The first one should define the big vision and stretch goals – your medium term aspirations. Identify the critical few things to focus on, discarding the trivial many. The second, derived from the first, is all about expediency and energy - what you can reasonably do right now to press on and achieve the quickest gains. The first small but sure steps on the road towards achieving your big goals. The right measures are context-specific and contemporaneous; they’re of the moment. Home in on the most potent ones, remembering you’re out to nail hard, short-term objectives, not pursue a misty-eyed ideal – like a poorly-defined TPM or RCM initiative. Choice will be driven by business targets but limited by your current capability, not least the maturity of your maintenance management process. In your deliberations be guided by industry standards and measures. Use these as beacons to guide you, and as yardsticks to compare yourself against. This will be discussed later. Reach for the stars in your long term vision, but the immediate targets must be realistic and achievable, so they excite interest and elicit the continuing commitment of your team. Sit down with that team and agree the leading indicators and set the bite-size, short term objectives for each.A good leading indicator has many desirable characteristics; the following are probably the most important:

• Simple and unambiguous. Measures only one thing• Understandable and accepted by users • Sensitive to changes in work practice• Economical in data collection

Above all, a good leading indicator drives appropriate action. Leading indicators are used to identify trends; they’re not pass-fail monitors. You’ll have good days and bad days, so an improving batting average is what you’re aiming for with each of your selected indicators. Leading indicators measure and express in quantified terms what’s happening on the ground – they keep a tally. They tell you if you’re getting better or worse & help you decide what’s working, what’s not, and what, who and where to push to get your next incremental win.

Absolute focus on the task in handLagging indicators are like the trackside scoreboard at a motor racing circuit. The scoreboard displays track positions, lap times, speeds, and so on. It’s good for keeping spectators and commentators informed - and handy for drivers, especially the losers, to reflect on after the race. But that’s it. During a motor race, the leader is not looking backwards or sideways at the scoreboard; he’s totally focused on the track ahead and the task in hand, hyper-conscious of the information being fed back from his car’s real-time dashboard display. This presents the leading indicators directly influencing his race performance. The car’s dashboard array alerts of any developing problem – with oil pressure, water temperature and so forth. In a Formula 1 car, the dashboard also feeds back up-to-the-minute information on driver performance compared with the previous lap on successive sectors of the track. And, there are blinking red-green-blue gear-shift advice lights which enable the driver to time his actions to perfection. Real-time detail is what’s important for driver success. Formula 1 team philosophy in respect of the dashboard display is: ‘all the information the driver needs and nothing more’. So, there’s no speedo. To realise the potential of the car and win the race, the driver has to constantly push his speed to the limit. All things being equal, the driver’s competence, confidence and commitment determine the speed; a speedometer is an unnecessary distraction in the car.There are parallels to draw in maintenance for the engineering & service manager. To realise the innate potential of the equipment & facilities in your care, & of your crew, you must be hands-on, fully engaged & precisely informed. You need clear forward visibility & an array of in-the-face, up-to-the-minute information to guide you. You need real time detail. Arguably this is only achievable using a CMMS (Computerised Maintenance Management System). A well-configured system will provide you with these essentials in a superbly interactive way. You should set up your information system to monitor two sets of indicators: a leading set on a dashboard and a lagging set on your scoreboard. You can focus on the dashboard while keeping an eye on - but not distracted by - the scoreboard. The first will tell you how you’re doing and the second will tell you, and inevitably your boss and others, how you’ve done.

20

Performance Indicators

Total system overviewMaintenance management in any sector is a complex business process with many discrete, yet interdependent, sub-process and activities. One thing influences another; some will be so intertwined as to be impossible to separate between cause and effect. To have any chance of satisfying your lagging indicator targets, you need a composite set of leading indicators targeting vital aspects across the board. To gain a total system overview, all maintenance management’s sub-processes have to be considered including:

• Preventive maintenance • Condition-based maintenance• Corrective maintenance • Emergency maintenance• Planning and scheduling • Work control• Materials management • Failure analysis• Plantmodifications

But it’s detail that matters. Within these processes there are local issues of pressing importance that you have to filter out. What’s most important to you in a particular location at the present time? You can’t do everything at once; you have to prioritise where your attention is to be focused. For example you may be concerned about the incidence of first-fix success, overdue maintenance tasks, temporary repairs, or safety incidents caused by faulty equipment. Maybe you want to drive up the number of assets subject to PM, cut the response time for emergency calls, push up the number of modifications being carried out, or reduce the average length of plant outages. The time and attention you can give to each issue on the ground is finite. Choose too many issues to focus on at one time and you’ll achieve little and may even sink the whole initiative. Your leading indicators should be monitored in aggregate, like the set of instruments and annunciators on a car’s dashboard. So, configure your leading indicator dashboard to display everything you need to keep an eye on and monitor repeatedly, if not constantly, for you to be able perform confidently and effectively to achieve your targets. All the information you need and nothing more, that is.In the hectic world of maintenance management, there’s arguably nothing more important than the work order management system. It’s an engineering manager’s window on the world so, whatever else is being tracked, work statistics should be monitored and trended as a matter of routine. For instance the percentage of work orders awaiting approval, scheduling, sign off, etc; the percentage of work orders on hold - awaiting materials or information; the work backlog percentage, etc. Note, while backlog is a work volume measure, it’s fundamentally a reliability measure – high or increasing backlog unquestionably indicates poor plant reliability.

AMMJ 21

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Performance Indicators

Vol 23 No 4

Best practice makes perfectA leading indicator is task-specific. This makes it easy to comprehend by those carrying out the work. Each leading maintenance indicator is always associated with a maintenance best practice; the connection between the two is direct and clear cut. A leading indicator is a numerical expression of its associated best practice and provides a practical means of deploying and monitoring the best practice’s implementation in the workplace. A lagging indicator, because of the many leading indicators driving it, quite clearly depends on an equivalent number of best practices. Because a lagging indicator is innately complex, it cannot be controlled except by divide and rule.Exploit the learning curves of others! Look around for straightforward examples of best practice you should be using. Benchmarking is the name given to this high-value cribbing activity. You can root out maintenance indicators and benchmark best practices from sources like: BSI 15341:2007, SMRP (The Society for Maintenance & Reliability Professionals – www.smrp.org), one of your sister companies or an admired supply chain partner. The British Standard is exceptionally useful. Good provenance adds weight when you need to convince the powers that be in your organisation. And no matter how well you think you’ve got things figured out, when you can, it’s always worthwhile to go along and observe how a target best practice is being carried out by others. There’s invariably more to learn beneath the surface – that diabolical detail again!In the days before KPIs came on the scene, an organisation’s maintenance performance was judged by noting the presence or absence of known best practices. Nothing has really changed except that, with the use of computers, we’re getting much smarter at measuring and putting a number on the results. It’s become very easy to make objective comparisons between operating units and track incremental improvements – or worsening - in their individual performance. To reaffirm, don’t focus on more than a handful or two of benchmark best practices at any time. The management time and attention their implementation will inevitably consume is considerable. Your Dashboard must balance the inherent complexity of maintenance management against your own time-bound capacity to assess, plan and coordinate activities. A maintenance performance improvement initiative is ultimately bottlenecked on the time, attention and energy an engineering manager can give to it. The Working Time Directive has its good points!

CMMS use is best practiceThere are some practical preliminaries. Do you have the basics in place? If you’re not presently respecting the principle ‘no work without a Work Order’ or, more importantly, ‘all failure and job done details to be recorded’, you’re going nowhere. You’re probably not even at the starting line with respect to principal competitors. To roll out a performance improvement initiative, you need a proper information system. The framework and methodology cannot be implemented on the ground without the use of an enabling information tool. Practically, that means CMMS (Computerised Maintenance Management System). Performance management is complex and time is precious. A paper-based system won’t do the job effectively or efficiently. The necessary data crunching can be done easily within the work order system of a CMMS. Performance management depends on accurate, timely and economical data collection and processing. CMMS supports this with timesaving and mistake-proofing provisions, such as, rapid and systemised data-entry, built-in intelligence, mandatory fields, automated reports, etc. And CMMS usage itself has been affirmed as a maintenance best practice by British Standards and other standards organisations around the world.

Measure to actIt’s what’s actually happening at the coal face that really matters. Your real focus has to be on the practices and behaviours that are responsible for achieving the numbers. Numbers merely provide an indication of the extent to which the present focus is correct, or whether it should be altered to achieve the objective. Numbers serve as an affirmation or a warning.

When the focus is primarily on the numbers themselves, they will be manipulated. As a result, the customer’s perception of performance will not align with the statistics. ‘What gets measured also gets manipulated’ is a rule of human nature. It poses a particular challenge for Governments! Performance management is an iterative process. Objectives and their indicators must be kept under review. You should continually assess whether your current measures are still appropriate, sufficient or excessive. Are they proving useful and driving the organisation to the right result? Replace a measure when things have moved on and the underlying issue is no longer a concern. Drop a measure when there’s been no change in its value, despite its associated process having received a lot of positive attention. Expediency rules the day.It’s no use measuring if you don’t take action. That’s a total waste of time. Collecting and logging performance data when you’re not using it to be proactive just adds fruitlessly to operating costs. The only purpose of measurement is to trigger and guide appropriate action. Performance management demands a bias for action. It’s essential that you never duck out of taking prompt controlling action in response to your measures. Of course you could still use the system as a history book – a collection of snapshots of past misadventures to reminisce over - or a rear-view mirror to see what’s just gone by you. But living in the past is not competitive and your attention and focus should always be on the road ahead!

22AMMJ

Sustaining the gainsMaintenance performance is ultimately determined by the practices in use and, critically, the behaviour of those individuals applying them. These are the real determinants of maintenance success. Your main concentration and effort as maintenance leader should therefore be on bedding-in and institutionalising your target best practices. That is, educating and guiding members of your crew and other contributors to ensure the necessary winning behaviours and fostering habits of excellence. Being able to see the results of input efforts directly reflected in the improving values of the leading indicators will drive commitment and enthusiasm in the workplace. On the other hand, trying to force change by exhortation is doomed to failure. Demanding that the maintenance crew achieve 80% OEE will just make eyes glaze over, Aside from the leadership deficiency, OEE is a fuzzy and unrelatable lagging indicator, and a composite one to boot. You may gain, but can never sustain, competitive maintenance and business performance without achieving the prerequisite level of competency in each contributory best practice. Competency has to become embedded within your organisation; ingrained discipline is what you’re looking for. Going back to the car driving example: even with a fully informative dashboard of instruments and warning lights, some individuals still run out of fuel and even blow up their engines! Success is not assured without the necessary attentive, disciplined behaviour. That takes exceptionally good leadership to achieve. But that’s your job.

Let’s go!The precursors of maintenance management success are generally well-known: maximisation of planned work, preventive maintenance, schedule compliance, failure analysis, ready availability of spare parts, operator maintenance, etc – savvy individuals in the workplace can reel them off – and yet they’re so often ignored. Better uptime, equipment reliability, process capability, costs, safety, profit and your own success as an engineering or services manager all depend on them. You may hope and pray for a better future but, unless you take action today and start changing things, you’ll just face Groundhog Day tomorrow, next month and thereafter. Hope is not commitment and it’s definitely not a method. Nothing stands still in the world beyond your organisation. Out there, competition is rabid, thrusting and intensifying. Internal change is urgent. So don’t get into prolonged navel-gazing about what should be done; just get on with it and begin breaking free from the status quo. With a bias for action, make a start; decide the best practices, set the targets and configure your indicator dashboard. Temporary and tentative indicators are OK until better ones emerge. Let’s go! First published in the ME Magazine (UK) Vol10 Issue2 2010

Performance Indicators 23AMMJ

Bolt Loosening and Bolted FlangesLooseness, Leaks, Hot Joints and Things Falling Apart

Vol 23 No 4

What is the number 1 issue in maintenance? The most common answer given is poor lubrication but there is strong competition for that spot. In the United States 23% of all service problems with cars were traced to loose fasteners, with even 12% of new cars having this problem. When both mechanical and electrical people analyse the real causes of their equipment reliability problems, loose bolts and fasteners usually comes out as major issue. Electrical hot joint problems are mostly caused by poor connection and bolting practices. Leaks are also a major maintenance headache and can often be traced to the tightening practices used on fittings and joints.

Lets look at why nuts and bolts come loose. Many people seem to feel that loose bolts, leaking flanges, hot joints, etc are unavoidable and are caused by things like vibration. In the mid 1980’s I read a mechanical engineering magazine article about bolt loosening that gave details of a ‘Junkers Tester’, which is a machine specifically designed for testing how easily fasteners come loose. The article indicated that vibration was generally not the cause of loose bolts & some widely used components like spring washers just did not work. If you don’t think I am right follow this link to the BoltScience web site and watch their video on bolt loosening www.boltscience.com/pages/vibloose.htm . This issue shows the inadequacy of our global engineering communication systems that the first Junkers Machine research results came out in the late 1950’s and 50 years later billions of spring washers are still being sold each year. So if vibration is not the main cause of bolt loosening, what is?

If you place a block on a slope so that the block does not slide and tap the block, the block will either slide to the bottom of the slope or at least slide a small amount and then stop. When even a small amount of movement occurs between the block and the slope there is a large reduction in friction, which allows the block to slide. This is similar to what happens when movement occurs between a nut and the sloping thread of the bolt. Any movement at a bolted joint causes a small angle change between the bolt and the nut making micro thread rotation likely. Generally it takes impact forces or other large loads to create movement between joint surfaces. In the vast majority of cases correct tightening of a bolted joint will eliminate any movement and risk of loosening. See Skills and Practices Flyer #37, which discusses correct tightening of bolts using a torque wrench. A torque wrench may not produce 100% perfect tensioning of a bolt but the result is still many times better than using no torque measurement. So how many tradespersons actually have a torque wrench in their tool kit? For many tradespersons, the only application that they would automatically use a torque wrench is for tightening up a cylinder head on an engine. Many bolts come loose because of the Ft Squared Syndrome (Forgot to Fully tighten), where someone snugs up a bolt and then fails to carry out the final tightening.

For the few case where bolt tightening is not the full solution, what else can we do to Stop Bolt Loosening? There are a large range of anti-loosening bolt and nut systems that suppliers will sell you but not all will give full protection and some will not work at all. Remember, if there is no impact or other large forces on a joint, correct tightening will eliminate loosening problems.

Firstly, standard spring washers do NOT work. As mentioned above, anti-loosening systems can be tested with a Junkers Tester and standard spring washers have been shown to give no extra protection and have similar anti-loosening performance to a standard flat washer. Nyloc and similar nuts have some anti-loosening capability but will not stand up to serious loosening forces. In the Junkers test Nyloc nuts take more impact cycles to loosen and don’t tend to fall apart but they will lose most of their bolt tension. Bolt and nut anti-rotation systems that use hardened serrations to stop nut and bolt rotation are very effective. Serrated washers or serrated nuts & bolts work by the serrated points being harder than their mating surfaces, digging in slightly and stopping rotation. The disadvantage of hardened serrations is that they cause minor damage to the seating surfaces of the bolt head and nut, which is a disadvantage if the components have to be unbolted a number of times within its life.

Thread Glues such as Loctite 243 Threadlocker (for use with lube) have proven performance against loosening. There are different Loctite Threadlocker specification for different strength requirements and generally achieve

Peter Todd Facilitator - Industrial Maintenance Roundtable (Australia)

AMMJ Bolt Loosening & Bolted Flanges 25

Vol 23 No 4

a good performance in Junkers tests. Thread glues work by filling the gaps between the threads stopping thread movement & loosening. Glues do not cause surface damage like serrated nuts and washers.

Mechanical locking systems such as nut and bolt wiring or Castle nuts with split pins are used widely for very critical and safety risk applications like for aircraft components. Use of Double Nuts can remove the clearance between threads and successfully eliminate loosening but testing is required for each application to ensure all thread movement will be eliminated and full bolt tension is achieved. There are many other systems claimed to provide bolt anti-loosening protection but ensure you ask for the results of Junkers Tests comparing them to the above systems before you purchase.

REMEMBER, anti-rotation systems for bolts and nuts should only be a secondary measure. Correct bolt tensioning should always be the primary means of eliminating bolt loosening. Even if nuts don’t unscrew, inadequate bolt tension causes many other issues such as leaks, bolt fatigue, bolt wear and hot electrical joints. An example of bolt fatigue is with trucks wheels, where inadequate tightening allows cyclic loads within the bolts and likely fatigue failure but when fully tightened this can’t occur.

Bolted FlangesBolted Flanges are one of the most widely used applications for bolts and nuts. The function of flange bolts is to resist pressure & separating forces and they assist in uniformly clamping the joint and gasket surfaces. Bolted flanges are so simple they often don’t get given the attention to detail that they deserve. Below is a Flange Bolting Preparation Check List that can help eliminate some problems.

• Ensure the correct specification bolts & nuts are used (see S&P flyer #33) • It’s OK to reuse old bolts and nuts as long as they are not rusted, distorted or damaged • If not specified, use a bolt diameter to torque chart for the type of bolt used and a generic tightening sequence(see right) or get specialist advice. The tightening sequence used helps minimise flange distortion and achieve uniform clamping. For non-pipe flanges the tightening sequence should work from the area of greatest stiffnessout or from a central area and spiralling out. Number at least two of the flange hole positions to define tighteningstarting point & direction if your sequence. • Bolt tension may need to be reduced for lower compressive strength gaskets or where significant flange distortion is observed or is considered likely. • Flange Flatness – Flange joint surfaces must be clean and within 0.15mm flatness. This maximum out-of- flatness must not occur in less than 20deg of arc. Check using a flat plate, torch and feeler gauge. Repair any localised high spots. • Flange Alignment – The two mating flanges must be within 1mm in 200mm of parallel and the centrelines of each flange must be within at least 3mm. Check using a straight edge and taper gauge (eg Starrett 270) or similar method. Ensure the flange gap is free to close up without changing flange alignment. If drift pins are required for alignment, remove them only after the other bolts are tightened to the first stage so that misalignment does not occur when they are removed. • Flat washers are recommended under a nut or bolt head where there is a slightly uneven seating surface, where compressive loads need to be more widely spread or when the hole clearance is twice the clearance of a standard flat washer. • Ensure there is no angle between nut or bolt head seating surfaces. Check the problem is not a Drunk Nut where there is an angle between nut seat & the bolt. You may think a nut seat machining problems would be highly unlikely but it has been found to be not all that unusual. • For threaded holes, check hole depth and bolt length to ensure bolts won’t bottom out. • Position the nut rather than the bolt head in the best position for later inspection.

Tensioning bolts by application of a specified level of torque to the nut or bolt head is the most widely used method for assuring the quality of flange assembly. A number of things can affect the torque specification to achieve the correct tensioning of a bolt. This includes bolt diameter, bolt material, galvanising (or other coatings), fineness of the threads and especially thread lubrication.

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Vol 23 No 4

Tests have shown that lubricated bolts require about 40% less torque to tighten when compared to solvent cleaned bolts. Stainless steel, aluminium and other bolt materials that are susceptible to galling will often seize before full tightening is achieved if lubrication is not applied. High tensile galvanised bolts also may not achieve full tension during tightening if lube is not applied.

The diagram opposite shows a worst case example of the variation in bolt tension (Stud Stretch) between flange bolts and illustrates why many repetitions of tightening are required to reduce this tension variation. Also there is a need to ensure bolts and nuts are free of damage, corrosion, etc and are well lubricated to reduce the friction variation between bolts. A way you can help ensure bolts are evenly tightened is to use the ‘Turn of Nut’ method to check the evenness of the bolt tension. This method requires that the bolts are evenly tightened snug and a line is then painted on one of the nut flats and radially on the bolt threaded end aligning with the flat, as shown in the figure to the right. Once all the flange bolts are fully tensioned using a tension wrench, the radial position (angle) between the line on the bolt end and the flat of the nut should be similar on all bolts. Nuts that have not received the same tightening angle change can have a higher torque added to achieve the correct nut position. If the torque on the nut required to achieve the required nut position is more than 20% of the specification, then the bolt should be removed and checked for friction locations.

A much more accurate method of setting bolt tension is by measurement of the change of bolt length with the tension applied. Either a large micrometer or an ultrasonic instrument can be used to do the length measurement.

The procedure for high pressure piping flange bolting listed below is a bolting practice that has been used in general chemical & petroleum plants successfully for over 50 years:

1. Ensure the flanges meet the flatness & alignment specification (see preparation check list above). 2. Liberally lubricate the bolts, both on the threads and the underside of the bolt or nut that will be rotated. 3. Install bolts and ensure the gasket is correctly positioned. 4. Lightly snug the bolts to ensure good alignment and flange seating (final position and no clearance) 5. Tighten the bolts in the specified sequence to 60% of the maximum torque, then to 80% and then to 100% of the maximum torque specification. 6. Repeat the tightening sequence at 100% of the required torque. 7. Go around the flange twice, this time in a clockwise sequence to 100% torque.

This repetition of the final bolt tightening is required because as one bolt tightens and the gasket compresses, the tension is reduced on adjacent bolts. A bolt that was initially tensioned to 100% of the required torque may end up with only 10% of the required tension if no repetition is applied.

Lower pressure less critical bolted flanges and gasket-less flanges don’t require the same level of repetitions in tightening and a suggested procedure is listed below.

1. Ensure the flanges meet the flatness & alignment specification (see preparation check list above). 2. Liberally lubricate the bolts, both on the threads and the underside of the bolt or nut that will be rotated. Install bolts and ensure the gasket is correctly positioned. 3. Lightly snug the bolts to ensure good alignment and flange seating (final position and no clearance) 4. Tighten the bolts in the specified sequence to 70% of the maximum torque and then to 100%. 5. Go around the flange in a clockwise sequence to 100% of torque specification.

So to finish off, what is the biggest and most dangerous issue in Bolting Quality Control? I suggest it is ‘Forgotten to Fully Tighten’ (Ft Squared). A few years ago I had to check the front brakes on my wife’s car,

Bolt Loosening & Bolted Flanges

Line onBolt End

Line onNut Flat

Angle ChangeAfter Tightening

AMMJ 27

which required taking off the front wheels. Without a pneumatic impact gun, reinstalling the wheels is a two step process by tightening the wheel nuts snug while the wheel is in the air and then fully tightening when the wheel is back on the ground.

The problem is that a nut tightened snug appears visually identical to a nut that is fully tightened. The difference between snug and tight showed itself when my wife and I next went for a drive, by an unusual noise coming from one of the front wheels. I was sure I had tightened both wheels but I hadn’t. Two or even many step process are common for assembly of components and even the most professional tradesperson can forget to fully tighten bolts when distracted.

So how will you identify a bolt only tightened ‘snug’ from one fully tightened? One of the general techniques used extensively in Japanese assembly plants and spreading throughout the Lean manufacturing world is called ‘Error Proofing’. This is about using a process or procedure to make it difficult or impossible to make an error.

A possible Error Proofingmethod for flange bolttightening is shown in the two images given above.

Immediately a nut is tightened snug a line is painted on one of the nut flats and radially on the bolt threaded end aligning with the flat. This marking indicates that the tightening process has started and is identical to the marks used with the ‘Turn of Nut’ technique described above.

Then when each bolt is fully tightened the line on the bolt head is extended through to the flange giving the visual indication of completion, as show by the lower diagram at the right.

Another reason to mark the bolt and nut this way is that it gives a very simple method for checking loosening. If the bolt or the nut turns even slightly in the future it can be easily identified by just a quick visual check of the painted line.

So there is always something more you can learn, even on something as simple as tightening bolts. The best time to give yourself a refresher on a topic of importance like bolt tensioning is just before you start a job where you required the knowledge. An ideal way to do that is have a Toolbox meeting using a two page Skills and Practices Flyer just before the job start.

www.sirfrt.com.au

Bolt Loosening & Bolted Flanges

People and PartnershipsExamining the value of building relationships , working cross culturally, and

the stories and celebrations of working in community development.

Skills and KnowledgeThis day covers the skills and knowledge required for working in international community development from a broad range of projects.

Vision and LeadershipMeet those who have taken up the challenge and led positive change and taken a step

outside of their comfort zone.

Pre conference dayS!Our exciting Pre Conference Day’s are back! This years tours in and around Melbourne exploring themes such as: Indigenous Melbourne, Energy, Permaculture and Sustainable/eco Buildings. It’s a great way to get to know your fellow delegates and see some awesome sustainable sites. Sign up online when you register for the Conference.

day1

day2

day3

Be a Part of It!

ParallEll SPOnSOrS COnfErEnCE SPOnSOrS vEnuE SPOnSOr

PrInCIPlE SPOnSOr

2009 COnfErEnCE DElEgaTES

“Was both inspirational and humbling.” “A fantastic conference! I thoroughly

enjoyed every aspect of it and meeting so many passionate and inspiring people”.

kEynOTE SPOnSOrS

www.ewb.org.au/conference Ph: O3 9696 9O4O Email: [email protected]

IMPACT 2010: Creating changethrough humanitarian engineering

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nOvEMBEr 25Th – 27Th MElBOurnE unIvErSITy ParkvIllE engineers without border

2010 Listing of Special Maintenance Applications Software was compiled by Len Bradshaw, September 2010. The data given in this 2010 SMAS Listing is extracted, as received, from the respondents. The AMMJ does not therefore accept any liability for actions taken as a result of information given in this Listing.

apt Group (of Companies)

[email protected] www.aptgroup.com.au

Asset Performance Tools (Aptools)Aptools is a modular software solution fundamental for optimum Enterprise Asset Management:Project Evaluation, Asset Replacement & Life Cycle Costing. Cost/benefit evaluation and prioritising of modifications, project screening, capex/opex trade-off, repair versus replacement, life extension & refurbishment options.Operating, Maintenance & Inspection Strategies. Shutdown programming, inspection, test and maintenance intervals, optimization of reliability, performance and equipment lifespan, condition monitoring strategy.Resourcing & Materials Strategies. Spares and materials stock levels, supply chain decisions, min/max policies, logistics and warehousing strategies.

Software Modules

Apt-Lifespan: Determine the best life cycle for assets; justify costs and benefits of alternative replacement, refurbishment and maintenance options. Capex/Opex combinations.

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 risk-based 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, evaluate pooling options.

ARMS Reliability

[email protected] www.globalreliability.com

Availability WorkbenchAvailability Workbench is a powerful, integrated software package that combines RCM with Availability Simulation, LifeCycle Costing, Data Analysis and integrates with corporate ERP systems, databases and CMMS software through an analytics portal. ARMS Reliability have worked in conjunction with Isograph, the software developers, to keep these products at the forefront of essential reliability decision making tools . ARMS Reliability have implemented Availability Workbench on many major projects in the resource sector, power generation and capital intensive industries since 1997. Availability Workbench performs all the Reliability Analysis neccessary to meet everyday needs, as well as perform RAMS on each phase of a large project.

Availability Workbench - RCMCostRCMCost is a maintenance simulation module of Availability Workbench that allows maintenance tasks to be evaluated over a lifetime. Allowing for ageing over a lifetime, the package calculates the cost of failure modes comparing the benefit against alternative strategies. It’s an empowering tool for maintenance practitioners who need to optimise maintenance activities against the risks of failure, and to predict future costs and performance levels. This package brings maintenance decision making into the “information age”.

Availability Workbench - AvSimA sophisticated Monte Carlo simulation package for analysing plant availability and reliability using Reliability Block Diagrams (RBD). The AvSim+ Monte Carlo simulator engine is the result of 16 years of evolutionary development. The

Listing of Special Maintenance Application Software

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Availability Workbench a powerful integrated software package that combines RCM with availability simulation, lifecycle costing, data analysis and integrates with SAP, Maximo & Ellipse.

Availability Workbench combined with Apollo RCA is

KEY FEATURES OF AVAILABILITY WORKBENCH

allowing you to load maintenance plans directly and easily download maintenance history for analysis

ARMS RELIABILITY PROVIDE TRAINING AND EXPERT SUPPORTFOR IMPLEMENTING AND USING AVAILABILITY WORKBENCH

RAMS AnalysisRCM AnalysisRBD AnalysisWeibull Analysis

Training delivered onsite and in public seminars

CLIENTS USING AVAILABILITYWORKBENCH in 2010

Coal Terminal

More information www.globalreliability.com/awbOr phone +61 3 5255 5357

THE COMPLETE RELIABILITY TOOLKIT

ARMS Reliability provide a project execution service for both small and large projects. Our team of reliability engineers have completed over 400 projects over the past 10 years across mining, power, utilities, oil & gas and manufacturing.

“We needed a partner who thoroughly understands reliability engineering, makes solid recommendations regarding asset management, and provides us with tools to make sound business decisions based on understanding the potential impacts. ARMS was successful in delivering what we needed.” - Steve Beamer, Director of Maintenance, Peabody Energy

Your Reliability Toolkit

AWB SupportTraining

Portal Configuration

Software deployment

AWB Project ServicesRCM StudiesRAMS New PlantsDebottleneckingMaintenance Plans

RCA Training

FacilitationReality Charting

Defect Elimination Programs

simulator enables AvSim+ to model complex redundancies, common failures, ageing and component dependencies which cannot be modelled using standard analytical techniques. The AvSim module can help you optimise asset availability and life cycle costs by modeling; Plant availability and throughput, Planned and predictive maintenance policies from RCMCost, Shutdown intervals, Spare part tracking and stock-out, Equipment switching delays, Tank storage levels, Seasonal operations, Duty/Standby systems

Availability Workbench – Enterprise Reliability PortalThe Enterprise Reliability Portal (ERP) links a company’s Enterprise Asset Management or CMMS (SAP / Maximo & Ellipse) to the Availability Workbench software. This provides Maintenance and Reliability Engineers with a real-time decision making tool, utilising maintenance history to optimise maintenance strategies through the use of advanced and mature reliability simulation tools. The ERP allows you to create a “living program” through the alignment of data captured in the CMMS with Availability Workbench and provides a continuous reliability improvement process over the asset life cycle.

Availability Workbench - LCCThe LCC module allows users to define life cycle costs other than those predicted by the RCMCost and AvSim modules. These costs may be integrated with predicted costs in the LCC cost breakdown structure to provide a time-dependent analysis of a system’s whole life cycle cost process.

FaultTree+FaultTree+ is used at thousands of sites worldwide 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 and is the most advanced, and flexible FaultTree application available on the market. It includes three modules, Fault Tree, Event Tree & Markov Analysis

Reliability WorkbenchReliability Workbench is an integrated visual environment in which failure rate prediction, FMECA, Reliability Block Diagram, Fault Tree, Event Tree and Markov analysis are combined. 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. 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.

Enterprise RealityChartingEnterprise RealityCharting Is a unique problem solving tool used to implement and manage an Apollo RCA. Enterprise software resides on a user’s server environment and typically displays the application through a web browser. This browser-based software can be accessed by many users across multiple desktop environments connected to an intranet. It ensures that solutions are directly attached to causes and provides a final report that lists action items and due dates.

HAZOP+The Hazard and Operability Study, known as Hazop, is a standard hazard analysis technique used in the preliminary safety assessment of new systems or modifications to existing ones. The Hazop study is a detailed examination, by a group of specialists, of components within a system to determine what would happen if that component were to operate outside its normal design mode. 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. Extensive reporting facilities are available.

FRACAS+The Failure Reporting Analysis and Corrective Action System (FRACAS) can be used to collect record and analyse system failures. The failures are reviewed and corrective actions identified and verified. This powerful process can be used to greatly improve the through-life reliability of the target system. The recording of equipment or system failure is broken down by site and functional location in a hierarchical structure that can be easily understood. A major problem for many organisations stems from the fact that similar failures occur on many sites and are recorded by many individuals in many different ways. The use of a FRACAS system will solve this, as well as produce an accurate and accessible failure and corrective action history.

LCCWareLccWare allows you to create life cycle cost functions that will be used to calculate the value of a cost category. These cost functions can range from simple equations to more complex calculations based on Visual Basic compatible coding. You can easily assign the cost functions to the nodes on the cost tree so that lccWare can calculate the individual cost values.

Network Availability Program (NAP)The Network Availability Program (NAP) enables users to predict the availability and reliability of communication networks. The NAP network availability model utilizes 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.

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Special Maintenance Application Software

Capability By Design Pty Ltd [email protected] www.cbdesign.com.au

Asset NavigatorAsset Navigator™ is a comprehensive Asset Management tool for enterprises with large, complex, high risk assets. Intended to complement an organisation’s EAM/CMMS, Asset Navigator™ supports a number of asset management activities including: • Risk Review - analysis of risks from assets and the production of Safety Case Reports and Major Accident Events • Preventive Maintenance Review - derivation of maintenance requirements for new or existing equipment using Risk Assessment and RCM decision logic • Preventive Maintenance coordination - coordinates maintenance requirements (often from multiple origins), ensuring relevance and providing a reconciled set of requirements to the CMMS

Risk ProfilerRisk & Reliability Profiler enables assessment of the: • effectiveness of existing maintenance plans in meeting reliability targets and acceptable levels of risk from accident events• impact on reliability and risk of cancelled maintenance (e.g. deferred shutdowns) or changing production schedulesThe tool displays reliability profiles using weibull failure characteristics with Reliability Block Diagram. Risk profiles (safety, environment and asset risks from significant events) are displayed using fault and event tree analysis. To assist in responding to budgetary constraints, the tool can determine the relative “return on investment” of each scheduled maintenance task. The tool also helps improve profitability through use of optimisation algorithms for determining the minimum maintenance spend required to meet target reliability.

iSolutions International Pty [email protected] www.isipl.com

AMT Maintenance BudgetingAMT Budgeting is a flexible maintenance budgeting tool. AMT Budgeting uses life cycle costing models to create zero-based maintenance budgets from maintenance plans. AMT maintains a “live” and dynamic forecast that is maintained through integration to your enterprise or accounting system (such as Ellipse, SAP, Oracle, Pronto etc). Whether you’re preparing your annual budget, ‘Life of mine’ budget, developing a feasibility study or a general forecasting, AMT provides a comprehensive solution. Aligning the budget to ERP maintenance plans ensures that budgets are continually ‘live’ and new forecasts and scenarios can be produced at any time.

AMT Feasibility Modelling AMT Modelling is a flexible life cycle modelling tool build specifically for mining plant and equipment. AMT modelling is used by leading mining companies such as Newmont, Newcrest and BHP Billiton to model equipment for the purpose of equipment selection, life of mine budgets, economic life evaluation and risk analysis. AMT Modelling can be used throughout the mine development process to model cost and resource requirements. Once a mine becomes operational, AMT Budgeting can then be used to continually update the model developed during the evaluation phase.

OMCS [email protected] http://www.reliabilityassurance.com/

PMO2000® Enterprise Reliability Assurance Software

PMO2000® is an enterprise maintenance and failure analysis software system designed for developing maintenance strategies for industrial plants. The PMO2000® database contains maintenance strategies in libraries, links them with equipment structures and creates schedules that are output into user formatted maintenance schedules (normally Microsoft Word or PDF). PMO2000® is a rapid implementation system that delivers the same maintenance program as SAE JA1011 RCM in one sixth of the time with one sixth of the resource requirements. PMO2000® is now SAP® Certified and can seamlessly integrate with your SAP® application. The PMO2000® software is also designed for all methods of RCM and the RCM module conforms to SAE JA1011. PMO2000® is the preferred solution for Oracle eAM and many other CMMS systems.

PMO2000® SPAWN Methodology: Factors that drive the maintenance requirements of any physical asset are primarily to do with its design and operating context / environment. PMO2000® is now packaged with a system called SPAWN to seamlessly manage such variances. SPAWN Technology is a systematic process of analysing maintenance requirements for assets, in different working environments, using imaging technology networks. The SPAWN Technology system creates baseline machine equipment structures that cover all design permutations for a machine or equipment type. After this, a simple mouse click creates an image for each design. The user deletes the components that are not part of the specific design to create the design variant. Images of each design variant are created for each environment and operating context using another click.

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Maintenance strategies are selected from the options in the baseline design and then linked to the image. The equipment and environment-specific strategy has now been grouped and balanced in a matter of minutes. SPAWN Technology massively reduces the time taken for organisations to deploy and implement RCM based strategies. It is purpose built for companies that have similar assets in a variety of operating conditions.

PMO2000® Risk and Criticality Assessment Module: The PMO2000® Risk and Criticality Assessment Module documents the risks associated with equipment at failure mode, component or equipment level. The software can store and aggregate both Inherent and Residual risks as well as documenting the rationale for the calculations. All parameters including consequence categories are fully customisable to suit your organisation’s risk policy. Equipment criticality levels created at component or failure mode level can be automatically aggregated up the equipment hierarchy. The software is a fast and effective way to determine and promote risk and reliability concepts throughout an organisation.

PMO2000® SAP® Interface: The PMO2000® SAP® Interface is a SAP® Certified integration interface that allows a seamless integration between SAP® and PMO2000®. Data are sent and received via the SAP® Exchange Infrastructure (SAP®-XI). Changes to the PM Program are processed using existing PMO2000® approval and implementation functionality. Once this is done, PMO2000® maintenance schedules can be loaded directly into SAP® as Task Lists and Operations via the interface. The interface creates a SAP Document for each maintenance schedule and automatically attaches the corresponding pdf and prn files to the SAP® Document. The interface has a purpose built tool to migrate RCM strategies developed in Microsoft Excel directly to SAP®.

Asset Health: Asset Health provides Asset Managers the opportunity to visualise the current and historical condition of assets, assess management risks, forecast maintenance and replacement costs and determine the effectiveness of the planning and scheduling functions. Asset Health is the collective name given to Asset Health Evaluation Criteria (HEC) factors of condition, age and obsolescence. As condition assessment details change, the information is updated into the database from which the results are presented via a dashboard and user defined reports. This dashboard and reporting system allows Asset Managers and Planners to visualise the current plant asset health status and changes to the risk profile. It allows managers to determine on a wide scale, the maintenance debt and the overall current and long term commitments to asset management.

PM Builder: PM Builder is an entry-level maintenance and failure analysis software program designed for creating comprehensive maintenance strategies from scratch or building on existing maintenance plans. PM Builder is geared towards the creation of common sense maintenance strategies but for analysis done using RCM techniques, it conforms to internationally recognised methods. PM Builder also has an inbuilt module full of flexibility that conforms to RCM Standard SAE JA 1011. PM Builder is a cut down version of PMO2000®software designed as a PMO2000® starter pack.

RIMSys® - Reliability Investigation Management System: RIMSys® is a Failure Reporting and Corrective Action System (FRACAS) that allows organisations to make better use of their time, control minor projects effectively and regain production time being lost to equipment and plant failures. It is specifically designed to record and manage the investigation of equipment failures or incidents which cause unexpected downtime or operational loss and therefore require further investigation to prevent these failures from recurring. Once implemented, it will quickly break your cycle of repeated failure instances and regain the production you are losing through frequent failures.

EDA - Enterprise Data Analytics: EDA is a software program used to measure and report on the gaps between Inherent Capability and Performance whilst highlighting opportunities for continuous improvement. EDA supports the recognised Overall Equipment Effectiveness (OEE) model and allows for any variation of the measures to be utilised. The design output of EDA includes business improvement, performance and asset health reports as well as reliability investigation progress reports. EDA is configurable by the users to suit a variety of industries including: Food and Beverage, Mining and Minerals processing, Petrochemical, Oil and Gas and Manufacturing.

EDA Online Production Log Book: The Online Production Log Book system is a fully web based module designed for logging production and process parameters during a product run. The module is extremely flexible and easy to set-up. Administrators can create their specific Production Logs Book templates pages and subsequently publish them for use by Production Operators. The Production Log Book field types and layout are also fully customisable. The Production Log Book templates can be revised on the fly by the Administrator and changes will only effect entries after the revision. All production parameters saved using the Production Log book module can be graphically represented via custom reports for trending purposes.

ICR® - Inventory Cash Release®: The ICR® software program is tool that guides users through the Inventory Cash Release® Process to identify, record and track inventory optimisation actions and outcomes. Users can import inventory data and then apply the Inventory Cash Release® Process to sort the data and apply the ‘7 Actions for Inventory Reduction’. They can then allocate the ‘what’, ‘who’, ‘when‘ and ‘how’ for all of the actions used to optimise and reduce their inventory. This creates an audit trail for actions, responsibilities and outcomes and tracks the implementation of the Inventory Cash Release® process.

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Special Maintenance Application Software 33

Strategic Corporate Assessment Systems Pty [email protected] http://www.strategicorp.com

RCM TurboApplying the principles of reliability centered maintenance in a structured and results based manner, RCM Turbo is a Windows based methodology which assists practitioners in the generation of new, optimised maintenance schedules. It is also a platform for continuous improvement and review of practice. RCM Turbo is a business-based decision support methodology for maintenance planners and practitioners. SAP Certified.

Spares Optimisation System (SOS)SOS is a unique methodology for spare parts inventory decision making:• Should we hold that spare at all? - and if so:• In what max/min quantity?SOS does not rely upon the manipulation of movement or other history data. It will recommend EOQ based max/min levels and provides a cost/risk module for expensive items. SOS approaches spares optimization from a maintenance engineering perspective.

The Asset Partnership [email protected] www.assetpartnership.com

Ivara EXP Professional Ivara EXP Professional is an RCM Analysis and Failure / Risk Analysis software providing a risk-based approach to prioritize and develop the right asset reliability strategy. Gain a clear understanding of the consequences and risks associated with equipment failing, and determine which assets are the priority to achieve maximum return. Meeting the SAE JA1011/1012 standard, RCM2 is the leading methodology used to determine the maintenance requirements of any physical asset in its operating context. MTA draws from the strengths of RCM2 thinking, but provides an accelerated FMEA approach, used when the rigor of full RCM2 may not be required.

Ivara EXP EnterpriseIvara EXP Enterprise is a complete Asset Reliability performance management process for long term, sustainable equipment performance and reliability. EXP delivers results by formally documenting and deploying an asset optimisation strategy, creating and rapidly implementing a living maintenance program. EXP Enterprise can capture data from vibration analysis, oil analysis, inspections, SCADA, etc. into a single, real-time view of overall asset health to support proactive asset performance management. EXP Enterprise seamlessly integrates with existing infrastructure and systems (including SAP, Maximo, and other EAM/ERP, PdM/condition monitoring/etc) while managing the full range of tasks defined in the program to achieve and sustain equipment performance and reliability.

RCS ToolkitReliability Centred Spares Toolkit is leading edge technology for identifying your spares holdings. The software reflects the reality of maintenance spares holdings and considers commercial and maintenance requirements. The outputs are a defensible justification for the holding of key ‘insurance’ items in terms managers can understand. The RCS Toolkit provides quick and definitive engineering stock holdings data. Understand your inventory and understand the risks. Using RCS can safely reduce your current stock holdings, often by more than 30%. RCS Toolkit takes the guesswork out of deciding what to hold. The software is fully supported by application training and technical support.

qRA ToolkitFor qualitative Risk Analysis in accordance with AS/NZS 4360, 3931 and MDG 1010. qRA Tookit enables management of risk in a structured, defensible and informed manner. The software is fully supported by comprehensive training. The qRA Toolkit features a common database for all risks and a powerful report generator which provides the complete risk analysis report plus:• analysis systems and sub-systems• hazards, effects and existing controls• hazards requiring additional controls• Relative risk calculations • Additional controls, plus cost/benefit and action plans • Risk sorting by consequence, person responsible and required date

sparesFinder MasterpieceEngineering data cleaning software to clean ‘dirty’ data. Masterpiece automates data cleaning doing what others said could not be done delivering a cost effective solution to poor quality data.The system has been designed to improve and then maintain data quality to a common standard allowing the proper leverage of ERP software solutions. The system processes legacy data to produce a descriptive output in the desired language and format. Masterpiece allows you to choose the cataloguing schemes which best suits your business needs and enables each line of your data to be cleaned in the most cost effective way.

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Reliability AnalysisData and modeling software is helping an NGL plant determinemaintenance approaches and improve equipment reliability

Fernando Vicente, Hector Kessel, Richard M.Rockwood ABB Full Service (Argentina)

Over the past several years, reliability has become an increasingly important topic when it comes to continuous improvement. Higher plant reliability reduces process and equipment failure costs, and contributes to increased production – and thus a greater gross margin. In addition, it increases workplace safety and reduces potentially serious environmental risks. Today, in the intensively competitive oil & gas industry, gas plants must operate at a high level of reliability without wasting money or incurring extra costs. ABB is helping such companies to achieve this goal by using objective, quantifiable measures to address equipment failures at earlier stages of failure development. This article presents three specific examples of reliability analysis performed at MEGA’s Loma La Lata site in Argentina. And the results – savings!

Enlightened organizations strive for zero defects and zero accidents. Many of those same organizations also apply the “zero tolerance” rule to equipment failures and have a goal of zero failures. However, equipment that is left unattended will eventually fail. To address this, leading organizations are implementing two important equipment management strategies: condition based maintenance, and reliability practices. The key factor is to obtain control ofthese failures by anticipating them early on and intervening with planned and scheduled approaches.

Reliability practices are making great contributions in this two-pronged strategy, as is shown in the following three case studies. The first examines the reliability analysis of a natural gas liquids (NGL) pump’s mechanical seal; the second looks at the validation of a modification in a screw compressor; and the third addresses the reliability analysis of a temperature transmitter (TT).

MEGA – ABB Full Service® partnershipAs part of its ABB Full Service® contract with MEGA, a gas plant located at the Loma La Lata site in Neuquen, Argentina, ABB is responsible for mechanical, electrical, instrumentation, and static management, as well as static inspection, planning, scheduling, and complete material management of spare parts. The MEGA facility is responsible for the recovery and separation of NGL. This process involves separating the methane from other NGL components and then injecting the methane back into a pipeline that supplies the domestic market. The other components are piped to another facility located in Bahia Blanca for further processing. This facility is a fractionating plant that separates the NGL into ethane, propane, butane, and gasoline, which are then sold to their customers – namely the Argentine government and the Bahia Blanca facility.

Meeting customer expectationsEquipment availability is approaching world-class levels (Figure 1 and 2). However, this indicator reflects the availability of process critical equipment, much of it with offline spares or online backup equipment. As a Full Service provider, ABB is expected to deliver the latest in service technology and leading-edge management practices. Thus ABB was asked to start focusing on other process-critical equipment and increase availability to levels that could result in running the plant based on market demand.

From assistance to action The annual Full Service site assessment was completed at MEGA in early 2008. Site assessments identify initiatives that are performing well and also identify those that can be improved. Each assessment comes with recommendations to assist the ABB site team in closing those performance gaps that have been identified.

Figure 1 Equipment Reliability Trends where the goal was 99.6%

Figure 2 Equipment Reliability Trends where the goal was a score of 4.0 out of a possible 5.0

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Figure 3 The site assessment process is an effective tool used to ascertain not only current performance but is also highly effective in developing forward thinking strategies

Figure 4 Post-assessment assistance

FACTBOX 1Post Assessment Assistance

After an ABB Full Service site successfully completes an assessment, the post-assessment assistance offering helps address the findings and recommendations designed to improve site performance. Each site receives a customized “way forward” strategy tailored to reflect its unique challenges and improvement opportunities. Then, the improvement opportunities are addressed in a logical, step-by-step plan. This process was used at MEGA and addressed one of the findings from the assessment, which was to improve the site’s approach to reliability. ABB worked with the MEGA site to understand how implementing reliability would benefit the site. The ABB site-reliability team then identified specific opportunities in which to apply a reliability-based improvement initiative.

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While the site assessment process at MEGA was very effective, it became evident that more could be done to help the sites improve in both the quality and quantity of the “gap-closing” initiatives. This meant improving the execution of initiatives with the goal of improving client, ABB, and people value, mirroring the ABB Full Service results triangle, Figure 3. This approach has been coined ”post-assessment assistance.” (see Factbox 1). The post-assessment assistance develops a specific way forward, a road map unique to each site. It contains the objectives, goals, and site-specific initiatives designed to close gaps in site performance and client expectations, Figure 4 .

Reliability in practice For most people, reliability numbers, by them-selves, lack meaning for making improvements, regardless whether the numbers are percentages, mean time between failures (MTBF) or fewer emergency work orders written. For business, the financial issue of reliability means controlling the cost of unreliability from equipment and process failures, which waste money and impact production capacity.

From an engineering perspective, reliability is commonly quantified by determining the probability of a failure occurring. Attempts to measure probability involve the use of probabilistic and statistical methods and tools. Typical examples of reliability analysis used in gas plants include the use of different reliability tools, such as Weibull analysis, Pareto analysis, and Monte Carlo simulation.

A key factor for reliability analysis is the quality of plant data. Specifically, how the data is obtained, managed, and who is responsible for analyzing it. Most plants in the oil & gas industry have accumulated data for many years, but it is rare to find someone who is responsible for analyzing the data and for obtaining information that can be used in problem-solving exercises.Plant data is an excellent means of showing what works, and also for showing improvement opportunities. A good approach for beginning the analysis is to locate the problems by examining the frequency of occurrence. The first tool to

consult for a brief overview is the “top 10” Pareto chart. Pareto analysis is used to rank the opportunities and to focus on those with the highest values. The proverbial 80/20 rule applies: 80 percent of the problems or losses are driven by 20 percent of the equipment or processes, Figure 5.

Reliability analysis: mechanical seal in an NGL pump Based on the Pareto analysis, the ABB engineering team chose to analyze the reliability of the NGL pump 510-P-01C. The team believed that the pump system had low reliability because the process condition had varied from the original design condition. Next, a search of the Computerized Maintenance Management System (CMMS) database on NGL pump 510-P-01C revealed that the most frequent failure mode was associated with mechanical seal failure.

It is often said in reliability professional circles that maintenance is managed at the failure-mode level. Failure mode is defined as any event that is likely to cause an asset (or system or process) to fail. Thus, a failure mode is an event

that causes a functional failure in an asset. Common failure modes are: bearing seized, impeller jammed, motor burned out, and blocked suction line.

The NGL pump is a critical piece of equipment for the production process since it delivers the final processed product to the Bahia Blanca plant, where it is fractionated into other products (ethane, propane and butane). Based on the CMMS data collected for this pump, reliability application software was selected because of its capability to perform Weibull analysis. The equation used to calculate reliability is: Rt = e

β t > 0

where: Rt = Reliability value (0-1) t = Age of failure (hours, cycles) η = Scale parameter (hours, cycles) β = Shape parameter (β<1; β=1; β>1)

The data collected from the CMMS system is shown in Figure 6. Weibull analysis revealed the failure pattern results depicted in Figure 7 . One of the advantages of using Weibull analysis is the fact that it provides a flexible modeling profile covering early life, random, and wear out failure patterns.

For the mechanical seal, the MTBF is 8,518 hours, which indicates that 50 percent of the mechanical pump seals fail before they reach 8,518 hours of operations, and 50 percent fail after 8,518 hours of operation. This analysis motivated the customer to upgrade the pump system by improving the mechanical seal.

Figure 5 Pareto chart showing the top 10 improvement opportunities at MEGA

Data analysis can be improved through the use of reliability software capable of statistical analysis. Reliability software was used in decision making for the three case studies in this article. Whatever reliability application software is selected should have the functionality to perform Weibull analysis. The Weibull method identifies or models the category of failure (early life, random, and wear out) based on the operating time (ie, equipment age) at which a component fails. Because Weibull analysis can fit most data better than other models and is effective in providing accurate failure analysiswith relatively small data samples, it is the most widely used model for determining component reliability analysis and has emerged as the preferred method to model and analyze component failure patterns.

FACTBOX 2Reliability application software selection

Figure 6 NGL pump data collected from the CMMS system

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Figure 7 Reliability function of the NGL pump as demonstrated with Weibull analysis (two parameter, linear regression) Figure 8 Replacement Policy Analysis

Figure 9a NGL pump prior to modification

Figure 9b Recommended modification to the NGL pump


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Next, the ABB team performed a cost analysis to ascertain the optimal time to make a spare-part (mechanical seal) replacement. Figure 8 shows that the optimal time to replace the mechanical seal is at 650 hours of operation, which would yield a per-hour operations savings of $103. However, this replacement frequency was deemed impractical, so the ABB team analyzed potential replacements at several different hours of operations.

The second analysis at 4,000 hours of operation resulted in a savings of $66 per hour of operation. The team then performed a third analysis at 6,000 hours of operation, which yielded a cost savings of $46 per hour. Finally, a fourth analysis at 8,000 hours of operation yielded a cost savings of $36 per hour.

As a result of the Weibull analysis, the ABB team could make several recommendations. After careful consideration, MEGA and ABB agreed that a redesign or modification was preferred over implementing a maintenance strategy based on periodic replacement. The modification agreed upon was to install a pressurized system that would activate the mechanical seal (Figure 9a and 9b).

The cost of the modification (two seals per pump) is approximately $90,000. The reliability of the modification will be monitored by regular data analysis using the Weibull method, making it possible to determine the improvement in reliability through extending the MTBF beyond the originally established baseline.

Weibull analysis of a screw compressor

The air screw compressor is classified as process-critical equipment. The function of the compressor is to supply oil with air for the plant instrumentation. What makes this a critical step in the production process is that, if air was not supplied, plant

Figure 10 Failure in the RTD wire due to high vibration acting on the system

Figure 11 To reduce further Failure in the RTD wire an anti vibration device was fitted.

Figure 12a Reliability function of RTD before modification (using two-parameter, maximum-accuracy Weibull analysis)

Figure 12b Reliability Function of RTD after modification (using two-parameter, linear-regression Weibull analysis)

Figure 13 Reliability curves comparison. After modifying the RTD sensor, the MTBF improved by 19 percent.

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instrumentation would malfunction and lead to erroneous readings, resulting in production control variation. Some unexpected failures occurred in the resistance temperature detector (RTD) sensor. The RTD is a device that measures the air temperature discharge; if it fails, the screw compressor stops. After performing root cause failure analysis (RCFA), the ABB team concluded that the main failure mode was caused by high vibration when the compressor was in operation.

The ABB team designed a device to absorb vibration, which thus should reduce failures (Figures 10 and 11) . But the question remained: Did the modification reduce the vibration failure mode and improve reliability? Weibull analysis was used to assess the level of reliability improvement.With a pre-modification MTBF of 3,042 operating hours and a postmodification MTBF of 5,000 operating hours, the actual improvement is approximately 2,000 operating hours – a 19 percent MTBF improvement (Figures 12a, 12b & 13). The ABB team will monitor the MTBF for improvement and next address the next predominant failure mode.

Reliability analysis of temperature transmitter

Temperature transmitters (TTs) control the temperature in process-sensitive automation controls. This equipment was selected as a result of numerous failures over the past year. The failures appeared to be random in nature (ie, no predominant failure pattern), making reliability improvements challenging.

The ABB team collected all failure data from the CMMS equipment history in order to perform a reliability analysis. Failure data pertaining to the TT was collected from the CMMS system for the period from 2001 to 2008. Next, the team used the reliability application tool to model a reliability curve to identify any failure patterns (Figure 14).

Simply plotting the data yielded some surprising results. The MTBF was calculated at 61 months or approximately 5 years. Looking at other similar equipment in the industry, a typical MTBF is between 25 and 150 years. The ABB team was thus motivated to pursue further analysis. After performing further data analysis and testing similar equipment in a laboratory setting it was determined that the problem was actually inside the instrument and the root cause was the design from the original equipment manufacturer (OEM). This analysis lead to a discussion between MEGA and the OEM, and resulted in MEGA receiving a credit for previous TT equipment failures and also provided data to the OEM for creating a new improved version.

High reliability is a high priority

The strong competitive environment between companies to secure business and the current world financial crisis are forcing organizations to explore ways to reduce operating costs. A popular approach is to reduce expenditures on equipment maintenance. However, this is very short sighted, as deferred investments often resurface and can cost two to five times more than if they had been addressed in the early stages of failure development.

Timely maintenance of equipment with the subsequent improvement in reliability will reduce the overall cost of not only equipment unreliability but also processrelated unreliability. Together, this approach will improve business performance and generate more profits, and can result in incremental business given the increase of production capacity resulting from higher production uptime or availability. Additionally, the higher production output will offset the cost of additional investment in equipment, thus lowering the cost to maintain equipment.

Various strategies and tools are available that can be used to assist in mak-ing the best maintenance and replacement decisions. The intent of these decisions is to determine the type of maintenance tactic required for preserving system function. In particular, utilizing reliability-based application software with Weibull functionality can yield improved objective decisionmaking capabilities.

To truly compete in a global environment, an organization needs not only high equipment availability, but also high equipment reliability. Knowing what equipment management tactic to deploy can be challenging given choices between preventive maintenance replacement intervals, inspection frequencies, condition-based maintenance actions, capital equipment replacement and maintenance resource requirements. Selecting the optimal maintenance approach can increase the likelihood of realizing lower operating costs and higher levels of reliability and availability, resulting in more reliable production. The optimal approach can support initiatives designed to deliver positive results in client, people and ABB value.

Fernando Vicente and Hector KesselABB Full Service® Buenos Aires, [email protected] [email protected]

Richard M.RockwoodABB Process Automation Full Service, Oil, Gas, and Petrochemical Minneapolis, [email protected] This article was first published in ABB Review 2/2009

Figure 14 TT reliability curve

Further readingDesaegher, J. (2008). Outsourced maintenance: The ABB Full Service® solution. ABB Review Special Report: Process Automation Services and Capabilities, 79-83.

Kleine, B. What is reliability? Changing the reliability paradigm. ABB Review 1/2009: Elements of productivity, 34-37.


Vol 23 No 4

Using A CMMS To Single-handedly Manage Shutdowns

John Reeve [email protected] (USA)

As David Berger said in a Dec 2009, Plant Services article regarding shutdown management, “it’s a matter of timing, scale, and using the CMMS”. I have seen many variations of outage/shutdown management over the years. That said, the majority of all CMMS user sites have failed to take proper advantageofthisdatabase.However,modernCMMS/EAMsystemsaresoflexibletheycaneasilybealtered to meet any requirement. All that is required is a roadmap forward. But in some instances it is the user community themselves who are choosing to use multiple software products to manage this scope and track cost. This decision adds unnecessary levels of complexity through duplication of effort and asynchronous data. Becausemostorganizationsareleaninstafftheyneedtobeasefficientaspossible.Theprimarygoalof any major project should be to manage scope, schedule, and control cost with the least amount of effort. In this article, I will focus on how all industries can better utilize the CMMS/EAM system in support of project management.

Key Definitions:• A major project, however, can be defined as a shutdown, major maintenance project, new construction or even a software implementation. Utilities manage shutdowns. Universities/facilities perform maintenance and new construction projects. All industries encounter software upgrades and implementations. These are all projects which can be managed by the CMMS/EAM system.• For this article, shutdowns, outages and turnarounds are interchangeable terms.• CMMS refers to computerized maintenance management systems, whereas EAM is the newer, best-of-breed, enterprise model. In some cases the client has an all-in-one solution (ERP) which includes applications such as customer relationship, payroll, HR, warehousing, inventory, purchasing, invoicing, accounts payable, work orders and preventive maintenance.• The project coordinator could go by many names: project manager, outage/shutdown coordinator or manager, special projects administrator or planner/scheduler supervisor. This person manages the project scope using the tools within the CMMS/EAM system. He would also be involved with the schedule.• WBS refers to “work breakdown structure”.

UnderstandingtheBenefitofaWBS(WorkBreakdownStructure)With minimal effort, the WBS design can be setup within the CMMS/EAM system and used to track scope and hours. The benefit is enhanced cost control through project cost tracking. A WBS is a deliverable-oriented grouping of project components. The objective is to identify all deliverables, but not to make it as detailed as a schedule. A WBS is a project management technique for defining and organizing the total scope of a project using a hierarchical tree structure. It looks like an upside-down tree but each branch has separate scope and is mutually exclusive. Cost accounts are at the lowest level and would contain the budget, actuals and estimate-to-complete (ETC) values. Note, some projects require a contingency, and this would be its own cost account. Using input from schedule in form of percent complete, you can calculate earned value, which is a true measure of where you are in the project. You could even setup a WBS to handle maintenance department budget tracking.

Figure 1 Work Breakdown Structure (WBS)

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DefiningIdealRelationshipofScheduletotheWBSandCMMSOpen work resides in the CMMS/EAM database. The WBS should also be stored in the CMMS/EAM database. Most shutdowns require a CPM scheduling product to build logic ties and establish critical path. After creating the WBS project the schedule can be initialized. Work selected for the outage is downloaded to the schedule. Schedule activities typically contain more detail than the WBS. This schedule is also used to identify resources and perform resource leveling. The combination of CPM analysis and resource leveling helps to establish the overall project duration. Once the project starts, then daily progress is captured against the schedule whereas actual hours go against the WBS cost account (or work order to feed WBS). Activities can be grouped by WBS cost accounts and have progress summaries feed the WBS.

Problems and PerceptionsUsers are routinely failing to take proper advantage of their CMMS/EAM System when it comes to shutdown management. But before we can take advantage we need to understand the problems and perceptions. Here is a list of common complaints made by the user community.

#1 – The CMMS/EAM system has inaccurate data and lack of timely data entry. #2 – The standard reports for project/cost reporting are not the ones the users want. #3 – Users complain that they “don’t trust CMMS software we can’t easily manipulate”. This causes them to gravitate to other solutions such as an Excel spreadsheet.

#4 – The typical CMMS design for project tracking utilizes work order hierarchies. But these are not always the best solution because a work order is tied to one asset which then leads to a large number of records requiring frequent status update.#5 – There is difficulty in providing timely explanations to management (corporate) regarding cost overruns and scope changes. The project is finished and staff is struggling to organize the data for summary reports.#6 – There is no use of a work breakdown structure (WBS) design which is a best practice when it comes to managing any large scope.#7 – There is no use of a Project Cost Report which shows cost elements in hierarchical, indented format including ETC and revised forecast.

Problems #1 and #2 can lead to lack of system confidence and therefore a movement to other solutions. On the surface there seems to be an overall lack of procedure, role/responsibility, training and adequate design. Plus the CMMS/EAM system may not have been setup correctly (such as outage work categorization). A holistic approach is needed to correct current problems and also enhance design in support of continuous improvement.

Identify the RoadmapThere is no reason why the CMMS/EAM system cannot meet 100% of all shutdown management needs (outside of scheduling). This software, and process, should be enhanced whereby one database can collect all of the data necessary for managing the scope of an outage. The first step is to bring together all the stakeholders, identify everyone’s needs, and discuss current system limitations plus ease of use issues. The team leader should state that although standalone spreadsheets are handy and easy to use, they are not one of the core systems accessible across the enterprise. And since the formal CMMS/EAM system already collects all of the necessary data, i.e. budgets, committed costs (POs), and actual costs, it makes sense to benefit from a single-point-of-entry. By eliminating duplicate data entry, the manhour savings can be used to make sure the CMMS/EAM system works correctly. The goals for your system should be to provide for precise

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Figure 2

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scope/cost management with minimal effort (staff) using the CMMS; able to respond quickly to CFO questions on cost overrun and scope changes; provide an easy to way to perform what-if abilities to balance scope against CFO budget; and, provide an automatic tracking of changes to scope.

Implementing an Improved Software Design for Project ManagementI cannot speak for all software vendors, but most CMMS/EAM systems do not go deep enough into the world of shutdown management. Current systems rely on the work order hierarchy in lieu of the WBS design. Unfortunately work orders are tied to individual assets and this then leads to a large number of records requiring frequent status updates. The good news is that you do not have to wait for them to issue an industry solution. All you need is a game plan. Because these systems are flexible you can tailor your system to support future requirements. Project cost reporting should come direct from the CMMS/EAM system. The ideal design involves a CMMS, WBS and a project schedule. By incorporating all three into an integrated WBS design you can optimize your project management. This overall design enhances your abilities to manage scope, duration and cost.

Utilities have an Outage Preparation PhaseThe outage preparation timeline is very important. In order for this advanced process to work all potential outage work must first be stored inside the CMMS/EAM system. This outage work must then be categorized, estimated and prioritized for quick retrieval and analysis. This type of setup is beneficial toplannedandunplanned shutdowns. Important milestones in the outage timeline are (i) CFO budget delivery, (ii) what-if costing, and (iii) freeze date issuance. Once the CFO provides the budget for the next planned outage, the project coordinator would then sweep up all work coded for this shutdown, assess the schedule duration, and measure the total cost. If he is over the budget value he must cut some work. Note: most outages have a common theme. The goal is to come close to the budget without exceeding it by selecting high priority work with the most operational benefit.

Setting up the CMMS/EAM System for Outage Tracking

Work Order Tracking System Changes

Clever setup of this software can enable the user community to precisely manage scope and cost with minimal effort using single-point of entry and powerful project cost tracking reports. At any moment you could have an unplanned shutdown, and the planner/scheduler needs to quickly assess critical path (and scope) as well as what additional work could be scheduled. Therefore, it is important that the work orders inside the CMMS/EAM system be properly categorized and planned. The key point however for any designer is to make sure all code values are mutually exclusive such that user isn’t forced to consider multiple choices. The suggested system alterations are listed below but in some cases there is also an associated process improvement requirement.

For most CMMS/EAM systems, the basic work order screen does not have these fields:1) Link each new work request to a planned shutdown event as referenced in a project tracking screen. This field should have security assigned to it, as well as change tracking.

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Figure 3 Plan For Outage

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2) Add two fields, WBS number and Cost Account number, to the following: work order labor planning, labor actuals, material actuals, PR/PO lines, and Invoice lines.3) Assign funding source4) Provide ability to differentiate between work that is on-line maintenance versus shutdown work. Also, differentiate between the type of shutdown, i.e. equipment, train, system, unit.5) Identify any deadlines associated with this work, such as regulatory dates6) Provide field to answer question “Does this work need to be done prior to outage start?”7) Indicate the priority of this work in the open backlog, and also provide a level-of-importance for work within the shutdown as must, need, or want8) Any work which is to be included in the outage should have the duration field filled in. This would be used in scheduling.9) Provide field for work categorization or “type of work”, such as welding, painting, HVAC, scaffolding, etc.10) Indicate whether this is contractor work, internal staff or a mixture. 11) Categorize each work request by plant system and subsystem. Also provide fields for area coordination and task owner. This categorization is useful for grouping like work and assigning ownership.12) Track design changes.

Process Changes in Support of CMMS/EAM Use

1) Properly status all work in the CMMS/EAM system such that if materials are on order and not received, that the status is marked accordingly. Note: received materials required for upcoming shutdown should be staged.2) Carefully select and prioritize outage work based on ability to improve equipment reliability, address regulatory issues, reduce operator burdens, enhance equipment aging issues, and perform shutdown work which will enable operation until next planned shutdown.3) Perform job planning for each work order including job steps, labor estimates, special tools, parts, permitting, lock-out / tag-out, drawings, vendor coordination, safety & environmental hazards, and protective equipment.4) Provide a cost estimate for each work order based on labor, materials, tools, services. Be sure to identify any long-lead materials.5) Create pre-start schedule for work preceding the shutdown. This pre-start schedule could include a procurement schedule. It is always a good idea to do as much pre-outage work as possible.6) Perform resource congestion analysis to ensure too much work isn’t going on in the same area at the same time. This would affect work scheduling.7) Ensure progress reporting cycle is clearly documented – and staff is trained on process (including contractors). In progress work needs accurate “estimate to complete”. Work on hold needs “reason why”.8) Perform day-to-day reviews as well as look-ahead planning.9) Perform post-shutdown evaluation assessments. Look for ways to improve, i.e. improve safety, reduce mistakes, increase work efficiency and coordination, and reduce costs.

Other CMMS Design Improvements1) Create a separate tracking application (Project Cost). Give each utility shutdown, planned or unplanned, an event name (identifier) plus a short and long description.

a. Enter outage manager name and depending on the size of the shutdown, you could need area/system managers. Best practice would also include a solid commitment from each of the main departments: operations, maintenance and engineering.b. Project Statusc. Enter start date and finish date, three pairs (scheduled, revised and actual).d. Show project duration (scheduled, revised and actual).e. Enter scope freeze date (should be a date many weeks prior to start of outage).f. Store budget values (original, revised, actual).

2) For each planned shutdown create a WBS (work breakdown structure). Clearly define the project scope into mutually exclusive cost elements using a tiered level breakdown. This WBS breakdown enhances the ability extract project cost reports. WBS tracking for the shutdown should do the following:

a. Provide integration between schedule activities and cost accounts.b. Allow for budgets to be stored in work order plans or at cost account level. Link work order plans to cost accounts.

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c. Provide ability to show parent-child cost elements with lowest level as the cost account.

d. Provide integration between CMMS/EAM work orders and cost accounts. There can be many-to-one, or one-to-one relationships. The budget comes from the CMMS/EAM work orders.

e. Provide integration between schedule activity summaries and WBS cost accounts, so that schedule activities are summarized by cost to show percent complete.

f. Provide indented-level, project cost reporting including ETC (estimate to complete forecasting). Allow for cost roll-ups.

g. Show comparison against actuals. Note: actual hours reported each day should go against the WBS cost account.

3) Automatically capture changes via transaction tracking. There are three types: scope alterations after the freeze date, dollar movements within project, and project cost revisions. The scope alterations can be automatically captured once the freeze date is in place.

4) Enable “what-if” cost refinement when initially building scope. Some scope is must do, but other is optional. This design will allow for dynamic selection of scope, and immediate visibility of the calculated dollar total which is compared to cap. If over/under, then change what-if selection criteria, and/or, make changes to individual work order priorities.

For utilities managing shutdowns, the screens below show the “what-if” design capability which allows for dynamic cost balancing. There is also an automatic capture of scope changes in a transactional table.

The above design allows for proper work categorization and easy retrieval. It links the work order to the shutdown and allows for a separate shutdown/project tracking screen. Plus, the project coordinator when building the outage scope can dynamically select work based on total cost.

Once the freeze date is set then any additions of scope via the work order screen are automatically tracked in a transaction table. Additions to outage scope would require approvals and this information would also be captured.

Example of the Project Cost Tracking Report

One of the many purposes of project cost reporting is to know whether or not the project is on-schedule and on-budget before project completion. This report would be used by all industries performing project management. With the aid of transactional capture we will know when, what and why scope was altered and who approved it. The Change Order column will show these dollar changes. The report, shown in Figure 5, gets all of its data from within the CMMS/EAM system.

Figure 4 Work Breakdown Structure (WBS)

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Post Shutdown Evaluation Questions

There are many questions that should be asked by management during the post evaluation phase.• Was the project scope frozen on time? Were changes to scope tracked – including additions and deletions?• What percentage of work required significant changes to planning once outage started?• Was a schedule created? Was the critical path known? Was the critical path closely tracked – and delays acted on immediately? Was there contingency planning in place around the critical path activities with potential risk? • Was daily progressing accurate and on time? Did contractors report work status correctly and on-time?• Were all materials on site before starting the project? Was there need for express shipping?• Did maintenance workers provide feedback on work packages as to accuracy of planning?• Did each area/task manager turn in their shutdown assessment reports? Was there a lessons learned session?• Have new assets been marked for CMMS/EAM insertion, as well as those assets removed from operation?• Have corresponding procedures been altered to reflect any design changes?• Was the project manager able to quickly show actual costs at end of project, and explain the difference to original budget, and indicate what scope was added (and approved by whom)?

Summary

Project management is a critical process for many industries. Improvements in this area affect costs and productivity. For utilities, outage improvements in terms of performance and budget can have a dramatic effect on the corporate bottom line. Outage preparation is also important and begins with proper work order coding. The purpose of this article is to illustrate how you can optimize your system and make sure the management team is aware of “what is possible” within CMMS/EAM design. Further, it is okay to imagine “future perfect”. If you need to alter the design of your system to achieve efficiency, then do it. On the process side, organizations may unknowingly expend more effort than is necessary to track shutdown data. Poorly defined process can sabotage an excellent software package. Therein process and procedure is a key element to any continuous improvement plan. This “new way of thinking” can empower small and large organizations, and help them make more informed decisions managing projects using the CMMS/EAM system.

Note: if the CAM provides an ETC which has the Forecast exceeding the Current Budget, then a written explanation should also be provided.

Reports of this type are typically monthly.

Column OverviewsA. Original budget B. Manual Change

requests or Transfers between cost accounts are tracked here. Any scope changes after the freeze date would be automatically captured.

C. Calculated field (A+B = C)

D. CMMS/EAM Purchase Orders (using PO lines which are tied to WBS cost accounts)

E. CMMS/EAM Invoices (using Invoice lines which are tied to WBS cost accounts)

F. Entered amount by the Cost Account Manager (or CAM)

G. Calc. field (D+F=G)

Figure 5 Project Cost Tracking Report

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M Chandler and John Johnson Energy Australia (A Paper Presented at ICOMS Asset Management Conference 2009 Sydney Australia)

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IMPLEMENTING AN INTEGRATED ASSET MANAGEMENT SYSTEM

The primary objective of Energy Australia’s asset management system implementation was to provide a single integrated system to support improved management of the company’s assets. The challenge was to move the business from its existing disparate legacy systems and their associated business processes to the best practice processes supported by the new system. To help achieve these objectives, a long discovery phase was undertaken prior to bringing on an implementation partner to provide structure, expertise and strong governance.

The challenges encountered were many, including finding compromise solutions that did not lock out future improvements in business processes. One key learning of the implementation is that you need to apply the same asset management thinking to your asset management system as you would to your other assets, in fact, your asset management system may be your largest single asset.

INTRODUCTIONEnergy Australia is an electricity distribution utility covering the Sydney, Central Coast, and Hunter Valley. The company’s electrical network is an amalgamation of the assets of nine earlier companies. The in-house developed asset information systems supporting the majority of these assets had reached the point where they could not support the high quality decision making required in today’s asset management and regulatory environment.

The business took the decision to implement an integrated asset management system (iAMS) using its existing SAP ERP platform, and iAMS went live on 5th January 2009. In general, user acceptance of the new system has exceeded expectations for such a major change.

IMPLEMENTING IAMSThe implementation of iAMS has been a particularly difficult undertaking, from the technical point of view the volume and variety of assets involved provided many challenges. These technical challenges however, were relatively easy to solve when compared to the softer people type issues that must be resolved when you propose significant changes to the software and business process used by over 1500 staff.

Moving to a system that is integrated across all phases of the asset lifecycle in our case meant rebuilding the asset accounting and financial controlling modules of SAP, affecting most of our finance community. The existing asset construction and maintenance cost capture objects and reporting systems, which were loosely coupled to assets, were replaced with cost objects that are very tightly coupled to the assets, requiring a complete rebuild of the financial systems related to work on the assets.

Groups within the company who were using the existing asset maintenance management systems were quite happy with them, as they had been tuned over a large number of years to meet the specific requirements of these parts of the business. Convincing these groups to go through the pain of moving to a more generic system that better supported the whole business was understandably difficult.

The processes that provided governance of capital investments in the company’s electrical network were also well accepted and tuned support the specific requirements of that part of the business, but they were operating outside the IT systems that held the assets these investments create. Once again, a lot of change was involved for these groups to rebuild the governance processes within the new integrated system.The implementation strategy began with engaging the business early to discover as many issues as possible, build prototypes and show what the new system could do and how it could work for the groups affected. A small number of consultants were hired to work together with a core group of internal staff to greatly improve business knowledge in the capability of the new system. This was a very iterative process, which gave the business as a whole a low cost way to gain insight into, and aid acceptance of the new system. At this point, most of the key design ideas on asset structures and cost collectors were formed. At the same time, it provided a platform to inform business users about the reasons why we needed to move to a new system. An implementation partner was sought to provide implementation expertise, structure, and strong governance to the detailed design and implementation phases. One of the key requirements in the selection of the implementation partner was that they could work with us in a blended team, using both our internal staff, and the external consultants who had been working with us. This model proved to work well, for no matter how skilled the implementation partner is, they have a steep learning curve to understand your business, and by blending the team this way, this problem was reduced. Having grown internal staff knowledge in the system also eased the problem of the implementer having to educate the customer on the details of the system, and moved us to being a much more educated customer.Both the design and implementation phases threw up many issues, and achieving the balance between complexity and usefulness of the information stored in the system, the change management impacts, training , business process efficiency and simplicity where continual challenges. A fundamental design principle was to not modify existing SAP code, and design decisions on enhancement of SAP functionality were made using whole of life principles. Due to the volume of assets and transactions, investments in automation were quite often easy to justify on this basis. In some cases, to achieve initial acceptance of the system, enhancements where made which on their own could not be justified, but when viewed as part of the total solution, they were pivotal in allowing the entire implementation to achieve much greater acceptance and return for

the business. In all cases, enhancements were assessed to ensure they did not block future improvement. The challenge of managing the business expectations became a major issue. Delivering a perfect replacement for the existing systems, which suited all groups involved, was expected, what was delivered was the best result for the entire business. The long term vision of senior management of an integrated system supporting maximum asset value extraction is critical to implementing an integrated asset management system. At all stages of the project, support from senior management was essential in overcoming the trade-off between short-term pain and long-term gain. An example of longer term vision is the implementation of the mobile asset management system. The initial setup costs for this solution are difficult to justify for just a few asset classes, yet the ability to bring iAMS physically to the asset, while being disconnected from the main asset system, is invaluable for improving the quality and timeliness of information required to make good asset management decisions. This is particularly important when your asset base is geographically distributed over an area in excess of 22,000 square kilometres.In addition to integrating legacy systems into the new system, we have provided integration between our Geographic Information System (GIS) and iAMS. The ability to use existing relationships maintained between assets in the GIS to update and create asset structures in iAMS has allowed information to be gathered that was not previously practical. Being able to analyse all work related to a particular distribution feeder will provide improvements in reliability of supply and work scheduling.

CONCLUSIONSIn conclusion, the lessons learnt during the implementation included having strong support from senior management, having an implementation partner that is willing to work with you and grow your internal expertise, engage the business early and often, prototype and demonstrate to remove uncertainty. Treat your asset management system as you would any other asset, consider the whole of life costs and benefits of each piece of information collected and stored, and of each business process and enhancements which support those processes. The implementation of iAMS at Energy Australia has provided a solid platform to build further improvements in the management of the company’s assets, the challenge now is to continue to improve the return on this investment.ACKNOWLEDGEMENTS Implementation Partner – Fujitsu

REFERENCES 1 Johnson, Structuring Your Technical Assets to Deliver Clean Asset Management Cost Signals, Mastering SAP PM Conference, Gold Coast, Qld, 2006

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Troubleshooting Bearing Temperatures

A simple rule for troubleshooting bearing temperatures: No more than 180°F (82°C) on the housing. The bearing outer ring can be up to 20°F (11°C) hotter than the housing. The lubricant originally specified for the application was likely selected to run at lower temperatures. A temperature increase of 50°F (28°C) may cause oil viscosity to drop by 50% or more. This could be the “tipping point” for the application, causing it to go from a hot (but stable) condition, to a hotter, unstable condition where thermal runaway occurs. Eventually, it doesn’t matter how much lubricant you add to the application: the oil film is too thin inside the bearing to prevent metal-to-metal contact. Friction and heat build up, which could lead to catastrophic machinery seizure.

A better procedure for “hot” bearings would be: 1. Check the housing surface temperature. It might be OK, even though most people find anything over 130°F (55°C) too hot to touch. 2. Slowly add the proper amount of fresh grease to the application (use SKF DialSet). If it’s a motor or other machine with a grease relief, open the relief and allow excess grease to escape.3. Monitor the temperature and make sure it doesn’t run away. (You’ll often get a temperature spike after adding grease as the bearing ejects the excess into the housing. This might take 30 minutes to several hours to stabilize, depending on the size of the machine.)4. If the temperature keeps going up, call for help - you will probably have to shut down and investigate.

Catastrophic failures can have untold consequences. Contact SKF to apply our Knowledge Engineering to your application - we can help you with temperature issues in bearings. A simple call could save you time, money, and perhaps someone’s life.

DialSet online - Online calculation of re-lubrication intervals:www.skf.com/portal/skf/home/products?contentId=777209&lang=en

Technical Short Feature:

Content and pictures courtesy of SKF @ptitude Exchange

The first generation of wind turbines was installed onshore. But with the advances in technology, the industry realized the fact that, the wind is available more uniformly offshore than onshore and there are less fluctuations in wind speed due to absence of rough terrain. So if wind turbines are installed offshore, they can harvest more wind energy than onshore installation. But offshore installations come with some different challenges in operations and maintenance of turbines.

Nowadays wind turbines from 2MW to 5MW power output with 120m tower height and 80m rotor diameter are being installed(Carstensen, 2009).The tower should be designed to withstand the wave load and wind load in severe North sea conditions. The wind turbine design selection is important in terms of cost, construction, maintenance and efficiency. The wind turbine design can be adapted to offshore environment by using following design principles (Bussel, Zaaijer).

• Reduce number of components which will have less failure modes and easy to maintain• Modular design for quick service, maintenance and replacement.• Using integrated components having high reliability which simplifies servicing.

Operations and MaintenanceThe wind turbines are designed for operating life of 25 years. The offshore wind turbine is very expensive in terms of capital investment. A very big 5MW wind turbine can generate revenue up to $ 2 million per year (Stuebi, 2007). During harsh winter conditions in North sea, the complete wind farm may be inaccessible for number of days due to waves, wind and poor visibility conditions. So it is very important to find innovative solutions for efficient operations and maintenance of offshore wind farm.

Use of RAMS for offshore wind farmRAMS means Reliability, Availability, Maintainability and Serviceability. These factors will govern the overall performance of the wind farm.

AvailabilityAvailability is the probability that the system is operating satisfactorily. The factors like failure frequency, reliability, serviceability and accessibility play a major role in overall availability of the wind turbines.

The modern offshore wind turbines give more than 97% availability but this is based on 4-5 visits to individual turbine each year. In certain situations when accessibility is limited due to wave height, wind speed and poor visibility, it is possible that the availability may be significantly dropped because of unattended fault and breakdown. There are following ways to safely access the offshore wind turbine.

• Boat access: Boat access is a well proven method to access wind turbine base platform and require cheap equipments. But rough sea conditions, with more than one meter wave height make it difficult to transfer men and equipments on the turbine platform. However accessibility by using boat can be significantly improved by using flexible gangways or telescopic gangways, which are capable of maintaining access in 2.5 m significant wave height conditions. Alternatively, complete removal of boat above splash zone can also improve accessibility.

• Helicopter: Access by helicopter is possible in any sea conditions and is the fastest way to transfer men and equipment from land to wind turbines. Helicopter is costly equipment which needs qualified operating staff and landing platforms on each turbine which is not possible for small size turbines. Flying is limited to good visibility and wind conditions only and before helicopter landing the turbine must be shut down and locked.

• Purpose built jack-up vessels: For large size wind farms, a dedicated purpose built jack-up vessel with integral carnage can be used during installation and operating life of the farm to carry out maintenance activities. For small size farms, the crane vessel has to be hired from external crane operator.

ReliabilityMost of the offshore wind turbines use three blade configuration, but two blade configuration can also be considered if high rotor speed is allowed. This configuration has advantage that it will reduce the number of components, simple hub design and easy rotor lifting. The reliability of different components can be improved

Operations & Maintenance of Offshore Wind Energy Farms

Prashant Kale University of Stavanger (Norway)

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Maintenance of Offshore Wind Energy Farms 49

Fig 2 Permanent magnet generator & planetary gear in one housing

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Figure 1 Relative contributions of cost and downtime of wind turbine components Cited in: http://www.ecn.nl/docs/dowec/10082_004.pdf)

and maintenance requirement can be reduced by design for reduced maintenance. Figure 1 shows relative contribution of different components in cost and downtime of wind turbine. From the figure It can be noticed that the failure of blades, rotor, gearbox and generator are the biggest contributors in cost and downtime (Zaaijer, 2003).

Reliability of components:• Gearbox: Most of the existing offshore wind turbine installations use gear train for driving mechanism. But the gearbox is the number one suspect for mechanical failure. More recent technology uses direct drive generators which do not require a gearbox and eliminates lubricating oil sump and oil cooling system. Alternatively a single stage planet and sun type of gear mechanism can be used which has less number of rotating parts. This will result in less maintenance requirement and higher reliability. • Generator:Induction generator does not require a DC source and need less maintenance than the synchronous generator. They are more simple and robust in use but they require excitation power from grid or an inverter for start up. If the induction generators are totally enclosed in an integral insulation; it is possible to protect it from exposure to hostile marine environment. The technology developed by ABB utilizes higher degree of integration by mounting a Permanent Magnet Generator and a planetary gear in the same housing as shown in Figure 2 (Eichler, et al. n.d.) (Cited in: http://www.abb.com/windpower). The air cooling system for offshore generators can not be the same as onshore because of corrosive and humid marine air. A water cooling or air to air cooling system is more suitable for this purpose.

• Electrical and Electronic Components: The electrical and control system has the highest rate of failures in offshore turbines due to large number of components, poor connections, corrosion of terminals and lightening strikes etc. The reliability of these systems can be improved by increased redundancy, potting the printed circuit boards, corrosion protection of terminals and reducing number of components etc.

• Hydraulic Systems: The offshore environment can be adapted by switching hydraulic yaw damping and pitching to electrical drives. This will eliminate the risk of oil leakage, fire and other secondary failures (Bussel, Henderson).

Maintainability:

Maintainability is defined as how easy it is to repair the failure and bring back the equipment to expected normal condition. Normally the maintenance actions are carried out by a crew of two to four personnel. Smaller spare parts like a pitch motor, a yaw motor or parts of a hydraulic system need to be transported to the turbine, put on the platform and hoisted into the nacelle with the help of the internal crane. A typical maintenance action carried out with boat for access looks as follow (Rademakers, et al., 2008):

1. An access vessel with 2 to 4 technicians and the spare part travels to the failed turbine;2. The technicians are transferred from the access vessel;3. Technicians inspect failed component and decide whether replacement is needed;4. In case the failed component needs to be replaced the spare component is hoisted

Fig 3 Inbuilt crane to replace Nacelle components.

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to the platform with the small crane on the lower turbine platform;

5. The failed component is dismantled and lowered outside the tower to the platform using the internal crane

6. The spare component is hoisted from the platform using the internal crane and mounted;

7. The failed component is hoisted to the access vessel using the small crane on platform; (Depending on the capabilities of the platform and the crane, this step can be done later; the failed part can be stored for some time on the platform.)8. Personnel return to the access vessel and travels back to the harbor.

If it is required to replace major parts like blades, gear box or generator; then the special marine lifting crane is demanded which is difficult and resource demanding task. The maintenance activity could take from few hours to several days depending on the type of failure. Alternatively a built in crane for exchange of nacelle components as shown in Figure 3 can also be considered which will reduce dependence on special lifting vessel.The location of offshore wind farm should be selected such that it will reduce maintenance requirement, as offshore maintenance is 5-10 times more expensive than onshore (Bussel, Zaaijer). The component design should ensure minimum lifting operations, as the marine lifting cranes are expensive and not readily available. The down time will be governed by the mobilization time of the crane during the major lifting operation.

Serviceability:Serviceability is defined as how easy it is to regularly service the equipment. Wind turbine has many rotating and sliding parts which regularly need service like lubrication, cleaning and removing rust etc. Also the electrical and electronic components are crucial for the operation and control, which need service like cleaning terminals and connections, removing twists and folds in the wiring etc. Present day offshore wind turbines require a service of 40 to 80 man hours per year (expect more in first year of operation). A more intensive service operation like overhaul or replacement of major components like blades, gearbox or generator will need a complete shutdown of the wind turbine for around 100 or more hours (Bussel, Zaaijer)

Maintenance policies for offshore wind farmsReliability centered Maintenance (RCM)

Reliability centered maintenance is the most suitable maintenance technique to achieve higher reliability and reduced downtime for offshore wind turbines. By using RCM, functional requirement of each component is analyzed in detail during design phase using FMEA, FMECA, FTA, ETA etc. The critical components are identified and redesigned to adapt the offshore environment. For example, the component like multistage gear box is more susceptible for mechanical failure. Its failure modes can be identified and corrective actions can be taken to reduce the failure frequency or a complete change in design of gear box can be suggested if the present design is unfit for the purpose.

Common Failure modes of Gearbox

The function of gearbox is to transmit power. According to ICE50 (191), a component is said to be failed if, the required function is terminated. Example of common failure modes, its causes, effects and alternatives to avoid failure is discussed below.

Bent Shaft

Bent shaft is a failure mode of gear box which may be due to overload, poor material selection or jerks due to gusts.Bent shaft can cause following effects or problems:

• Overheated bearing - The bent shaft will load the bearing unevenly, leading to overheating of the bearing and shortening of the bearing life.• Overload on the driver - The bent shaft can overload the driver, as the teeth are not in proper contact with each other when they are in motion. This will excessively load some portion of the teeth and wear it out due tooverload.• High Vibrations - A bent shaft generates vibrations, as it is rotating out of centre due to imbalance.

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Alternatives to avoid shaft bending:Shaft bending can be avoided by properly considering all adverse loading conditions like varying wind speed, jerks due to gusts, corrosive environment etc. Material of the shaft should able to withstand shocks and should defend offshore corrosive environment. The condition monitoring of bearing can help to point out shaft bending.

Misalignment

Misalignment could be during manufacturing or induced. Misalignment creates problems like gear failure, variations in torsional power, overheated bearings, high vibration and noise level.Poor maintenance practice is the primary cause of misalignment. The gear box in offshore wind turbines has quiet large size gears with heavy duty shafts. To align these gears is not an easy task and needs special skills and equipments. Induced misalignment is caused by bent shaft, increased tolerances in mating surfaces, and uneven loading by the driven shaft.

Alternatives to avoid Misalignment:Misalignment can be avoided by correctly aligning shafts during installation and maintenance and monitoring shaft centre during normal operations.

Consequences of shaft bending & misalignment during operations:Gear box failure is serious and expensive failure for offshore wind turbines. This failure may not be repairable in nacelle and in some cases it will need complete removal of gearbox from the turbine and replacement by another one. For this, the wind turbine needs to shut down for several days and a special lifting vessel will require for this maintenance activity. These types of failure can cause considerable financial loss.

Condition based maintenanceCondition based maintenance strategy is widely used for offshore wind turbines to assess the health of the turbine in real time and to detect any developing failures. State of the art condition monitoring solutions are available in the market for monitoring overall nacelle vibrations, lubricating oil quality monitoring, rotor imbalance, bearings depredations, performance monitoring etc.

These parameters can be remotely monitored in real time and the maintenance cost and downtime can be reduced by avoiding unplanned maintenance and correcting developing failures in initial stages (Giebhardt, 2006). Real time data from offshore wind turbine is collected and processed in onshore condition monitoring centre, which is then compared with the set limits of the parameters. If the deviations exceed the set limits, then the alarm is raised depending on the severity of the problem. Costly breakdowns can be avoided by detecting failures before they actually happen and the corrective action is initiated. This will in turn add value to the asset by reducing operations and maintenance cost, as the offshore maintenance is five to ten times costlier than onshore maintenance.

Spare parts and logistics for offshore wind farms

For reliable and safe operations of offshore wind farms, the logistics and spare parts control is the most important function in the entire operations and maintenance. Prompt and efficient logistics can only ensure the continuous operations with less down time and cost efficient operations. In most of the cases logistics is provided using a small vessel which commutes from nearest harbor to the individual wind turbine base in order to transport maintenance crew and spare parts in case of small maintenance, repair or service activity.

Some operators use helicopters for logistic supplies to the turbines, but it is quite costly than boat logistics. For major replacement like blades or gearbox, special lifting vessels are required, availability of which is a tricky part in this case.Spare parts are required in case of failure or degradation of components. The criteria for the storage location of the spare parts depend on the failure rate of the components. Following two systems are used for spare parts storage in offshore wind farms business.The spare parts having very low failure rates and seldom required are stored in vendor’s storage facility or operators own centralized storage facility. But the arrangements should be made so that the critical parts stored in centralized system should be available with shortest notice and minimum travel time. Following spare parts are stored in centralized storage system: • Blades • Rotor • Generators • Sometimes entire nacelle itself.

Spare parts which are required very often and consumables are stored in nearest harbor using decentralize storage system. These spare parts have shorter life than the turbine.

The storage facility should have controlled environment in order to avoid corrosion and degradation of spare parts during their shelf life.

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Use of Information Technology and CMMS for Offshore Wind FarmsCurrent advances in information technology enabled extensive automation and remote controlling of machines which are located in remote location and needs continuous attention and control. Offshore wind farms are controlled and monitored from a onshore control room using SCADA system which transmits signals and alarms between the turbines and control room. All the individual wind turbines are connected to the control room by using optical fiber network or wireless network system.

Various parameters like wind speed and direction, air temperature, humidity, rotor speed, power output etc are continuously monitored in order to take control decisions in case of some deviation from normal operation. Most of the control is automated, but if required they could be switched over to manual control mode. Certain maintenance operations like resetting the system, inspection by using webcam fitted in nacelle are carried out from control room.

Condition monitoring system monitors the parameters like strain, torque, shaft RPM, shaft position, imbalance, vibrations, oil quality etc and store it in the database. This data is used for condition based maintenance decisions and research about failures trends and reliability of system components.

CMMS for offshore wind farmsComputerized Maintenance Management System (CMMS) is very suitable for facilities like wind farms having large number of equipments, complex maintenance activity and which require large amount of information to be handled and have large losses due to shutdown and downtime.

Using a CMMS, all the turbine equipments in the wind farm are tagged; their maintenance schedule, spare parts requirement, work orders, cost and responsible personals are systematically tracked and controlled using software programs. CMMS can add value to business by better control of maintenance activity, reduce inventory and maintenance cost. All the failure, maintenance, repair and service activity conducted on each tagged equipment is stored in the database which can be used to improve the system and to study the system performance and equipment history analysis.

ConclusionIn this report we have discussed different aspects of operations and maintenance of offshore wind farm. The future technological developments will be focused on bigger size turbines with simplified and compact design and having less number of components. These designs should give higher reliability and reduced operations and maintenance cost. The accessibility is the main area of improvement for offshore wind turbines which need to be addressed for higher availability. The remote condition monitoring and controlling is the key for successful operations and maintenance of offshore wind farms.

References1. Carstensen, C., 2009. Wind turbines: Technical solutions, challenges and opportunities. [Leaflet] University of Stavanger, 2009

2. Stuebi, R., 2007. Offshore wind report. [Online] (Updated 10 December 2007) Available at: http://www.cleantechblog.com/2007/12/offshore-wind-report.html 3. Bussel, G., Henderson, A., n.d. State of the art technology trends for offshore wind energy: operations and maintenance issue. [Online] CN Delft: Delft University of Technology, The Netherlanda. Available at: http://www.offshorewindenergy.org/ca-owee/indexpages/downloads/Brussels01_O&M.pdf4. Zaaijer, M., 2003. Dutch offshore wind energy converter project. [Online] Delft: TUDelft. Available at: http://www.ecn.nl/docs/dowec/10082_004.pdf

5. Eichler, M., Maibach, P. & Faulstich, A., n.d. Full size voltage converters for 5MW offshore wind power generators. [Online] Switzerland: ABB Switzerland. Available at: http://library.abb.com/global/scot/scot232. nsf/veritydisplay/20bae0dc77a7e47ac125746a003b54a3/$File/Full%20Size%20Voltage%20Converter%2 0for%205MW%20Offshore%20Wind%20Power%20Generators%20.pdf

6. Rademakers, L. et al., 2008. Tools for estimating operation and maintenance costs of offshore wind farms: state of the Art. [Online] Petten: ECN Wind Energy. Available at: http://www.ecn.nl/docs/library/report/2008/m08026.pdf

7. Bussel, G.& Zaaijer, M., 2001. Reliability, availability and maintenance aspects of large-scale offshore wind farms, a concepts study. [Online] Available at: http://www.ecn.nl/docs/dowec/2001-MAREC-RAMS.pdf

8. Giebhardt, J., 2006. Project Upwind. “State of the art” report: Condition monitoring of wind turbines [Online] Kassel (Germany) http://www.upwind.eu/Shared%20Documents/WP7%20-%20Publications/UpWind-WP7_SOTA_CMS.pdf

KPI’s for High Performance Maintenance Teams Reference: ISO 14224

Ricky Smith GP Allied www.gpallied.com (USA)

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Tool Box Training:

General Rules which must be followed:

1. Metrics cannot be used to penalize anyone; they are to be used as a navigation tool.

2. Metrics for your maintenance team must be focused on how they impact equipment or facility performance.Examples: • Are our PMs working, preventing failures?

• Is the Mean Time Between Failure of critical assets increasing?

• Are the maintenance repairs made correctly? Rework?

• What is the number of Breaks to the maintenance schedule by Maintenance and by Production?

• The percentage of PM/PdMs which are focused on specific failure modes.

3. Guiding Principles for Metrics a. When a metric demonstrates a problem allow the Maintenance Team to recommend a solution.b. The question to ask of the Maintenance Team is: “How do the metrics look to you?” and “What do we need to do to change the metric if needed?”c. In order for a metric to move positive or negative management must have patience and enough data points to ensure the action taken resulted in the right affect?d. Maintenance Team metrics must be posted for all to see and updated daily or weekly.e. Allow the Maintenance Team to create other metrics which work better for your situation.f. Always ask: “will this metric tell me if a process is working or not.”

“The Problem with Management is they are always measuring the wrong thing” (Peter Drucker)

Rob Stummer IFS Australia and New Zealand

Some maintenance managers might argue the case that they want to keep their enterprise asset management (EAM) software separate from their company’s enterprise resource planning (ERP) solution, to ‘keep things simple’, but there are far more benefits to integrating the two.

EAM software allows maintenance managers to write up work orders, schedule personnel and manage other aspects of its department, but integrating with an ERP solution ties it to other departments, making inventory, purchasing and communication with the entire company much easier. For example, if a part is required, information can be sent through the ERP system to the purchasing department where they can use their relationships and ability to work with suppliers to help find the part and get it there on time. It frees up maintenance personnel from having to make the call, track delivery and complete an invoice.

An ERP solution can also help ease scheduling conflicts, particularly if a piece of equipment needs to be shut down for preventive maintenance. A maintenance manager can put in a work request to optimise production at the site during the scheduled downtime.

The finance department also benefits from integrating the maintenance and ERP systems. As technicians work overtime on certain equipment, the software can capture the costs, allowing both maintenance managers as well as the finance department to discover the true costs for repairs. This enables access to work orders, inventory usage and personnel usage which are reflected in the general ledger, without any type of interface or extra contact needed.

Once you have decided to upgrade your ERP system to include an asset maintenance system, it is important to firstly evaluate the amount of time required to convert over to a new system. Managers will need to identify equipment, personnel, preventative maintenance tasks, and a multitude of other information and details, gather all that into a system and validate the process to make sure it works as intended.

The time it takes to implement the maintenance solution into the ERP system really depends on the size of the organisation, the manpower available and the amount of data mining that needs to be done. Some mining companies go from no systems at all to up and running within eight weeks. Others take longer than that, it just depends on the scale of the integration.

An electronic way to capture work orders that shows the personnel and materials involved is a simple approach that would not require a robust system, but if you have a complex organisation that includes purchasing and tracking spare parts, you want to insure that you have the capability to have your purchasing tied into an ERP system.

Secondly, Maintenance Managers will need to have some level of data in the system to expect equipment to run smoothly and be able to schedule the proper timing for preventive maintenance. The trick to a successful implementation is to make sure enough data is in the system so that you can forecast based on previous experiences how soon a piece of equipment will need preventive maintenance or replacement before it fails.

Thirdly, it is important to make sure that technicians have a system that is easy and intuitive for them to use and doesn’t require a lot of time for their input.

If a system is complicated and takes too much of a technician’s time and effort to update or find information, they’re not going to use it. A well-engineered system should help technicians’ access accurate data and be able to search for it quickly and easily.

Lastly, the data entered into the system needs to be as simple and logical as possible. With information geared directly towards specific pieces of equipment, the cost to maintain a specific piece of equipment or a whole production line will be become clear, therefore enabling informed decisions to be made.

It is not uncommon, once the first implementation has been completed, to find areas within an organisation that need to be tweaked or expanded, so ensure you choose a software vendor that offers an ERP/EAM implementation with the flexibility to change as your needs change.

www.ifsworld.com

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Integrate Your Maintenance System and Reap The Rewards

What is a Good Improvement Idea Worth?Often simple and easy to implement improvement ideas are worth $Millions to businesses. With the information age, there is no shortage of improvement ideas. The challenge is finding practical ‘easy to implement’ ideas. Where do you find simple and easy to implement ideas that are relevant for your business? A proven source is from people doing similar roles in other business that have actually achieved gains and can convey how this was achieved. SIRF Roundtable’s key role is to facilitate sharing of improvement ideas including implementation details between member organisations in specific regions. SIRF’s method of sharing ideas more broadly between regions and involving the wider industrial community is through National Forums.

SIRF’s Condition Monitoring & Lubrication Forum is an annual event that has been run with great attendee feedback for the last 5 years. The 2010 event is on October 18, 19 & 20th (18th Optional) at Royal Randwick Racecourse in Sydney. It is an opportunity for all attendees to share ideas, tips and strategies and learn proven methods from the experts and from one another. Attendees will have the chance to share real life problems and successes during roundtable discussion sessions focusing on topics of their choice. The international Keynote presenter this year is Carey Repasz CMRP who will talk on “Building a Solid Foundation for Reliability”. The points below give an overview of the forum.• Free ½ day workshops on Monday 18th October• Main conference (19th & 20th) has 4 streams (Reliability, Lube, CM Case Studies & Technical) with 34 presentations• Lots of networking activities including discussion groups of your choice and drinks and food on Tuesday evening • 2 day Post Forum Workshops on Lube Management & Vibration Analysis (ISO VA Cat II Refresher & CMSkills Exams)• Over 20 exhibitors from the reliability industryBy Peter Todd – IMRt Facilitator NSW www.sirfrt.com.au

SKF helps to maximize safety and uptime at YICT; one of the world’s biggest single container terminals

Being one of the biggest single container terminals in the world brings certain expectations from the operators and customers alike. Professionalism, reliability and efficiency are three of the most important and, coupled with a high regard for safety, are major focus areas for the Yantian International Container Terminal (YICT), in Shenzhen, Southern China.With 74 mammoth sized cranes lining the five deep water berths and about 10 million twenty-foot equivalent unit (TEU) containers a year coming in and out of the terminal, it is an extremely complex task to keep everything running smoothly and safely. But the management of YICT have followed a Total Quality approach to their terminal from the early planning stages through the construction phase and into the running of daily operations. Today, Six Sigma is a guiding tool for process improvement to many things, including the entire maintenance strategy and operations, and their Quay Crane Maintenance Manager is a Six Sigma Black Belt. At the YICT Engineering Control Centre he has an ultra modern overview, via CCTV and other monitoring technologies, of many of the equipments and machinery, down to individual electric motors, needed to keep the terminal operating 24 hours round the clock .

Wide ranging maintenance strategyYICT has applied and included all the various technique and technology in their maintenance strategy starting with time based, then adding condition based (CBM) and reliability centered maintenance (RCM) that now ensure the right balance, from a cost and effectiveness viewpoint, for the vast array of equipment

Maintenance Newsand systems under his supervision. One example the company gives is that a CBM approach to a particular gearbox allowed a solution to be made within 2 weeks, compared to 2 months at a port where a similar gearbox, operating on a time based maintenance program, failed unexpectedly. So although they had a potential failure to deal with, the financial and operational damage was only one quarter of that experienced at another port.

One of the ultimate techniques within a CBM and RCM program is continuous online monitoring, implying that the earliest signs of potential failure are recognized, and fast and adequate corrective action can be taken. It is not the answer to all maintenance concerns, but used wisely it is a very good investment to protect operationally critical or safety critical equipment. And this is an area that YICT has been moving into regarding their quayside cranes. They have now completed a 3 year test period with SKF online monitoring technology on gearboxes on 2 cranes

Safety – a key concernThe monitored gearboxes are positioned 100 metres above ground in the ‘workhouse’ of the huge dockside cranes. The gearboxes drive the roll drums that lower the heavy duty wire cable that is used to lift the heavy containers on and off the ships and container transport lorries.Number one concern here is safety. A sudden failure or seizure of a gearbox could cause a container to swing away from its intended path of movement or drop some metres before the automatic braking system could hold the cable and container in place. With so many people constantly moving around the terminal such gearbox failures are a high priority to avoid. Additionally with a

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‘suspended’ container and an ‘out of commission’ crane, there would be the loss of productive and throughput capacity to the terminal operators, the container owners and the end customers, who are waiting for the container goods to be delivered.

Critical components continuously monitoredA major potential cause of gearbox failure is some kind of failure of the bearings that support the gear shafts. Although bearings are high performing mechanical systems, like all machine components and systems they can wear or become damaged over time depending on various conditions of operation, loading, operating environment, etc. If left too long before replacement a catastrophic bearing failure can result that could lead to a gearbox failure and the potential dangers mentioned earlier.The SKF online system monitors the health of the gear shaft support bearings via vibration sensors placed at specific places on the outside of the gearbox housing. Bearings have particular vibration ‘signatures’ when working well, working poorly or suffering from wear. And these signatures differ for different bearing types, sizes and loading conditions. So it is important to ‘trend “ and study each bearing and its operating cycle separately to get a reliable picture of the health of each one. To do this, vibration data is sent to and stored on a server in the Engineering Control Centre for later analysis. By constantly monitoring the vibration signals YICT has been able to confidently asses the health of the bearings and, with it, the potential of increasing or excessive bearing wear and associated gearbox failure. So far they have been able to happily continue running the gearboxes and no failures have occurred. Because the loading and speed conditions of the gearbox varies during operation it requires special skills and knowledge to interpret the vibration signals correctly. SKF provided close support and advice to YICT engineers during the first year of running and remained on-hand during the next 2 years of operation. Additionally YICT engineers attended SKF courses on condition monitoring to improve the own knowledge and skills levels.

MovingonwithconfidenceEquipped now with fully trained condition monitoring engineers and 3 years confident experience, YICT is keen to expand the condition monitoring to more cranes and will investigate SKF’s latest technology. With 32 analogue channels and 16 digital channels the new system will allow bearing, gearboxes and motors to be monitored at the same time, saving a lot of maintenance costs in the process. And this will be another step in YICT’s continuous process improvement Six Sigma driven program that delivers professionalism, reliability, efficiency – and safety to its port’s machinery and its customers. www.skf.com

SEW updates faster vibration sensor23 August, 2010: SEW-Eurodrive has launched its updated vibration analysis sensor, the DUV30A. Replacing the company’s DUV10A sensor, the DUV30A features faster sampling time at a constant speed, allowing the monitoring of more dynamic gear-unit applications. A key element of any effective predictive maintenance program, the DUV30A permits the early detection of gear-unit wear and damage, enabling site personnel to plan gear-unit maintenance. According to SEW-Eurodrive Victorian Sales and Product Manager, Darren Klonowski, the new DUV30A vibration analysis sensor allows the early detection of roller bearing and gearing wear or damage, as well as gear-unit unbalance and resonance detection. “The DUV30A sensor has been specially designed to detect abnormal frequencies across a range of 1.875 to 6000Hz,” he said. “Its sampling time of 0.8 seconds per monitored object means it can accommodate more dynamic gear-unit applications.”Housed in a compact body and closely mounted onto a gear-unit, the DUV30A employs both fast Fourier transform (FFT)

and high frequency FFT (HFFT) harmonic signal evaluation to monitor gear-unit and bearing condition and vibration. “This conditioning monitoring allows on-site personnel to better manage their planned maintenance intervals according to the application and duty cycle,” said Klonowski. “This is especially valuable in applications where gear-unit breakdown and unplanned downtime can take extended periods of time to remedy.”“The DUV30A vibration sensor can be configured to warn key personnel of abnormal gear-unit or bearing condition once a pre-determined vibration alarm-point has been reached,” said Klonowski. “The alarm can be monitored via a supervisory PLC, HMI, SCADA or PC.”Included with the new DUV30A vibration analysis sensor is a free easy-to-use software package—the DUV-S. Required for sensor configuration and calibration, the DUV-S software also provides access to a comprehensive selection of diagnostic and performance data. “On-site technicians can simply plug their laptop into the RS232 port to access a multitude of data,” said Klownowski. Importantly, the DUV-S software is downward-compatible, accommodating both DUV10A and DUV30A units.System diagnosis is further aided by the DUV30A’s integrated ‘green-yellow-red’ LED indicator. This provides on-site personnel with a ‘quick check’ option to establish the status of the gear-unit internals. www.sew-eurodrive.com.au

FLIR reveals infrared power for under $2000The pocket-sized i5 – the biggest selling thermal camera in the FLIR range – is set to get an ever bigger boost with FLIR announcing a new entry level price of $1990 + gst. Both the FLIR i5 and the i7 - the two most compact full-function thermal imaging cameras available - are now the best value in their class as well. The i7 has also been price-reduced to $2990 + gst.FLIR says the pricing re-structure will broaden the appeal of thermal imaging to a wide range of potential new customers and emerging industries.

Roger Christiansz, General Manager FLIR Systems Australia: “ IR technology is developing at a rapid rate and so are the commercial applications where infrared is in dailly common use in many workplaces.“ With the reduction in price and subsequent increase in affordability, we expect that many more trades, industries, individuals and business with join the infrared revolution,”

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An infrared camera is a powerful maintenance tool, as in many instances equipment failure is preceded by a period of increasing heat which can be easily identified by the IR imager which produces images based on heat, not light. An infrared camera is also an excellent building inspection instrument - it quickly scans and identifies problem areas that can’t be seen by the naked eye. Traditional users of small hand-held IR cameras - like the i5 and the i7 - continue to be the building trades especially in the area of building diagnostics, inspections, home energy auditing and insulation installation.Skyrocketing energy prices, unhealthy environments and subsequent maintenance issues in industrial, commercial and residential applications have increased demand for affordable instruments that quickly diagnose operational problems.Industries such as logistics, electrical, manufacturing, automotive and electronics are also extensive users of infrared technology.If you are a plumber, an electrician, windows or insulation installer or HVAC technician, the FLIR i5 and i7 can give you an edge over your competitors in building diagnostics. Weighing just 340g (little more than a mobile phone) the i5 is the lightest and most compact handheld infrared camera available in its class capable of delivering commercial functionality. “ Both cameras are very easy to use. It really is a matter of ‘point-shoot-detect’ to obtain high-quality infrared images that will immediately give you the infrared information you need,” Roger Christiansz said.They produce instant, point-and-shoot JPEG infrared imagery that (as with every full-fledged infrared camera) capture all the required temperature data that can be stored, sent and analyzed.Among 1001 different applications the i5 and i7 can:• Detect hidden problems, make quick damage assessments and perform preventive inspections• Survey buildings to find moisture and leaks• Identify energy losses and poor insulation• Spot electrical faults before it’s too late• Produce instant infrared images of your findings• Produce reports, analyse & document your findings with easy to use software. [email protected] www.flir.com.au

Matrikon to install inventory management system at ENMAX

Matrikon Inc., now part of Honeywell, has announced it will provide ENMAX Corp. – a provider of electricity, natural gas and value-added services – with an integrated work and inventory management solution that will help it improve short- and long-term maintenance planning.The solution is being implemented in ENMAX’s Generation division. Matrikon will configure and implement its IBM Maximo solution to help ENMAX reduce equipment breakdowns, cut maintenance costs and improve efficiency. The Maximo asset management software helps streamline business processes for increased asset reliability and improved staff productivity. In addition to maintenance planning, the system should improve the utilization of resources at generation facilities and help ensure inventory parts are available when required.“Implementing a fully integrated work and inventory management system is an important milestone for the growing Generation division at ENMAX,” said Dave Rehn, executive vice president, Generation and Wholesale Energy, ENMAX Corp. “Maximo is a technology that supports our goal of generating success by enabling safe work practices while focusing on operational excellence. Matrikon has the depth of knowledge and technical expertise we were seeking for this implementation.”www.matrikon.com

Mobile and CMMSLet’s talk Mobile and what it can do for you and the company. After all, the name of the game is: efficiency and the protection of company assets.• Technicians can scan a piece of equipment and instantly update maintenance records.• With mobile devices, technicians have access to history and other pertinent information while doing inspections & repairs.• Technicians can check stock for parts needed.• Adjust physical inventory• Update task, parts and labor• Look at the asset history for information such as what was last done or special instructions.• Create work orders • Capture performance data on the spot All this can be done without going back to the shop to look for a part or get information on the asset. Instead of writing all the information down on the work order and then record that into the CMMS, the chances of missed information and time spent is significant. By using Mobile, you have it in the system, and the input is accurate - on the spot! At that point, you have accomplished the elimination of paperwork, and improved data collection. That alone has just improved the efficiency of your department. According to some estimates - out of every four work orders, only one gets properly closed. Now that I have you thinking about the ways you can gain efficiency, take the time to look at what you are doing - and how Mobile and Barcode could benefit you and your company.Eagle Technology, Inc www.eaglecmms.com

Efficiency conveyed to Mawsons When Mawsons decided to upgrade the ageing conveyor drive systems at its Glenrowan quarry site, it called on the expertise of SEW-Eurodrive to engineer and supply a direct-drive solution. Many quarries and mines are still relying on old technology to power their conveyors, using indirect V-pulley or belt-drive systems. These exposed belts and pulleys require continual adjustment to optimise their performance, and invariably require significant levels of safety guarding. Servicing of these systems often results in excessive conveyor downtime—both as a consequence of the constant attention required, and due to the time-consuming task of removing guarding before work on the drive systems can begin.One company with first-hand experience of this situation is Australian construction materials producer, Mawsons. At the company’s Glenrowan quarry in Victoria’s north-east, V-pullies were used to drive all the conveyors on site. Additionally, most of the gear-units in use were torque-arm types driven by remote three-phase electric motors via separate drive belts. With 25 conveyors on site, maintenance on these legacy drive systems was onerous and often impacted production. When Mawsons decided to upgrade these drive systems, it turned to drive solutions specialist, SEW-Eurodrive. “We were looking for a suitable drive solution that would overcome the need for belts and pulleys,” says Mawsons Quarry Manager, Trevor Gilbert. “SEW’s direct-drive solution promised to be a neater, simpler system that would minimise ongoing maintenance requirements.”Direct-drive simplicitySEW-Eurodrive provided a total engineered solution—one that was robust enough to withstand demanding environments, and which requires minimal servicing. SEW-Eurodrive KT helical-bevel right-angled gear-units were used, in conjunction with

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Maintenance2011 Seminars

VenuesPerth21 - 22 March 2011

Brisbane6 - 7 April 2011

Sydney9 - 10 May 2011

Melbourne26 - 27 May 2011

Fiji Islands29 - 30 June 2011

Each Delegate Receives:• Seminar PPT Slides

in electronic copy

• Electronic copy of hundreds of mb of Maintenance Facts, Techniques, Products and Software.

• Includes extensive CMMS, and Reliability conference proceedings and manyback issues of the AMMJ.

Who Should Attend:Tradespersons, Technicians, Planners, Schedulers, Maintenance Supervisors, Engineers, Managers andOperations Personnel.

• An introduction to Maintenance & Asset Management. What are the roles, responsibilities and expected outputs from personnel performing maintenance activities.

• What Maintenance actions are appropriate, why good maintenance planning and control are Important. What are the cost, safety and profit implications of what you do or do not do. Why collect good maintenance history and using that history.

• Maintenance and Plant performance. Moving to best practices in Maintenance and Asset Management.

Seminar 1The Why, What, How and WhoOf Maintenance (1 Day)

Maintenance Costs, What Maintenance Does Your Organisation Need. Deciding What Maintenance Can Be Applied To Your Assets. Planned Maintenance, Preventive, Predictive, and Proactive Maintenance. Maintenance People, Maintenance Skills & Structures.

Seminar 2Maintenance Planning andMaintenance Management (1 Day)

Maintenance Planning, Scheduling and Control, Maintenance Stores, Computerised Maintenance Management Systems, EAM’s and ERP’s, Maintenance History Collection, Using Maintenance Data, Maintenance Management and Asset Management

Presented By Len Bradshaw

Maintenance News 58

the company’s TorqLOC keyless hollow shaft mounting system. Two sizes of 2300Nm-rated gear-units were supplied, and each of these was paired with a high-efficiency motor up to15kW in output. The drive packages were engineered to deliver reliable service in tough conditions, coupled with ‘install and forget’ convenience.This solution delivers numerous advantages to E. B. Mawson. The drive system was straightforward to install, and the need for maintenance has been greatly reduced, due to the simplicity of the direct-drive arrangement. The absence of exposed belts and pulleys enhances safety, and the reduced need for guarding facilitates quicker servicing, resulting in less production downtime. Moreover, SEW-Eurodrive’s TorqLOC innovative mounting system effectively overcomes the fretting-corrosion issues often associated with direct-drive gear-units, and facilitates their easy removal—even after extended periods of operation in harsh environments. “This was the first time I had come across TorqLOC, and I was initially sceptical that it would be rugged enough for our operations. However, I’ve now installed this mounting system on some fairly heavy-duty conveyors, and am incredibly impressed with its ease of installation, its reliable performance, and the simplified maintenance it allows,” says Gilbert. “The quarry industry is often loath to install direct-drive gear-motors because of the myth that it’s hard to change conveyor speeds. With the solution SEW provided for us, we have only had to change the speed on one conveyor. This involved the simple removal of the gear-unit, a modification of the ratios, and a return to service. The whole process was extremely straightforward.”

OptimisedefficiencyThe SEW-Eurodrive solution has also improved the operating efficiency on site. “Direct-drive systems will always outperform indirect systems in their efficiency, as there are fewer transmission elements to waste power, and no possibility of slippage within the drive mechanism,” says Craig Munro, SEW-Eurodrive Technical Sales Representative. “The overall operating efficiency of the solution we delivered to Mawsons is also significantly enhanced by the high-efficiency motors used in the upgrade.”Furthermore, without belt and pulleys, Mawsons is able to run its quarry operation with minimal spares. “This alone has freed up tens of thousands of dollars worth of capital, previously tied up in spare belts and pulleys,” says Gilbert. “With these new drive systems in place, we are able to rely on the stocks SEW keeps on its shelves in case we require gear-unit or motor spares.”Following the upgrade, the quarry at Glenrowan has never looked back. “We have replaced virtually all our conveyor drives with the SEW gear, and have had an incredible run of trouble-free operation with these drive systems since,” says Gilbert. “We are currently in the process of installing the same motor and gear-unit combination at our quarry site at Yabba in the north of Victoria, and I would have no hesitation in recommending their use to our other quarry managers.” www.sew-eurodrive.com.au

MAINTENANCE SEMINARS 2011

For Full Brochure Go Towww.maintenancejournal.com

www.wceam.com

The 5th World Congress on Engineering Asset Management(WCEAM & ICF/IQ & AGIC 2010)

WCEAM 2010The 5th World Congress on Engineering Asset Management (WCEAM-AGIC 2010) is to be held in Brisbane Queensland, Australia from 25-27 October 2010 and will include the 2010 Annual Conference of the Australian Green Infrastructure Council (AGIC).

25-27 October 2010 | Brisbane Convention & Exhibition Centre | Australia

WCEAM KeynotesWhole Life Asset Management in Inter-connection Infrastructure Systems.Professor Margot WeijnenProfessor for Process & Energy NetworksFaculty of Technology, Technical University of Delft

Managing Infrastructure Assets: Lessons from Australian Public SectorMr Des PearsonAuditor-General of Victoria, Australia

The Influence of Sustainability Assessment & Awards Tools on Sustainability in Civil Engineering & the Public RealmProfessor Roger K VenablesChief ExecutiveCEEQUAL Led, UK.

Plant Asset Management Today & TomorrowDr Woo-bang LeeChairmanKorean Engineering Asset Management

Information Systems Safety & Availability – A New Time BombProfessor Michael PechtUniversity of Maryland

Predicting Short Crack Growth in Aircraft AlloysProfessor Rhys JonesProfessor of Mechanical EngineeringMonash University

Workshops & Special SessionsPublic Asset Management - Margot Weijnen

Sustainability of Infrastructure Systems subject to Climate Induced Risk

Adjunct Professor David HoodAGIC (Australian Green Infrastruction Council)Dr Rudolph Frederick StapelbergICS Pty Ltd

E-Learning for Engineering Asset Management

Dr Nick HastingsAlbany Interactive Pty Ltd

Sustainable Operations & Maintenance of Critical Infrastructure leveraging Open Standards based on Interoperability

Alan JohnstonMIMOSA Software, USANils SandmarkPOSC Caesar Association

Structual Integrity & Material Behaviour at Micro & Nanoscales (SMMN 2010)

Associate Professor Cheng YanQUT (Queensland University of Technology)

AMMJ - Maintenance Books Asset Management and Maintenance Journal’s Book List Prices are valid until 30th January 2011. All prices are Australian Dollars. Prices for Australia Include Postage and GST.Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$25.

1. MAINTENANCE and RELIABILITY BEST PRACTICES Ramesh Gulati and Ricky Smith 420pp $140 Many years experience packed into one book. Useful to both the novice and seasoned professionals. Topics include Best Practices; Culture and Leadership; Understanding Maintenance; Work Management, Planning and Scheduling; Inventory Management; Measuring and Design for Reliability and Maintainability; Role of Operations; PM Optimization; Managing Performance; Workforce Management; M & R Analysis Tools; etc.

2. FAILURE MAPPING Daniel T Daley 165pp $115 A new powerful tool for improving reliability and maintenance. Failure Maps help describe past failures accurately and succinctly. Recording failure histories in a manner that will make the records useful in the future. Using failure Maps to improve reliability by identifying failure mechanisms. Improving the effectiveness of diagnostic and troubleshooting processes. Improving the effectiveness of “triage” as part of failure response.

3. THE 15 MOST COMMON OBSTACLES TO WORLD-CLASS RELIABILITY Don Nyman 150pp $�5 This book is intended as a wake up call to those wishing to implement World-Class Reliability. The main obstacles that must be addressed by middle managers, engineers and functional specialists in the pursuit of Maintenance and Reliability excellence. It focuses on the managerial leadership, cultural change, organization-wide commitment, and perseverance required to transform from a reactive to proactive system.

4. MAINTENANCE ENGINEERING HANDBOOK 7th Edition L.R. Higgins, K. Mobley and D.J. Wikoff 1200pp $290 This handbook is a one stop source of answers on all maintenance engineering functions, from managing, planning, and budgeting to solving environmental problems. The Seventh Edition has been thoroughly revised with eleven all new chapters along with complete updates of key sections. A valuable source of information for Maintenance Engineers, Managers, Plant Engineers, Supervisors and Maintenance technicians.

5. MAINTENANCE STRATEGY SERIES (5 Volumes) Terry Wireman 5.1 Preventive Maintenance (Vol 1) 220pp $125 Details the importance of preventive maintenance to an overall maintenance strategy. The text illustrates how the components of any maintenance strategy are interlinked with dependencies and the performance measures necessary to properly manage the preventive maintenance program. 5.2 MRO Inventory and Purchasing (Vol 2) 150pp $125 Shows how to develop an inventory and purchasing program for MRO spares and supplies as part of an overall strategy. Specifically, the text focuses on the importance of a well organized storage location and part inventory numbering system detailing to the reader the most effective ways to accomplish this goal. The receiving and parts issues disciplines are discussed in detail. 5.3 Maintenance Work Management Processes (Vol 3) 200pp $125 Focuses on developing a work management process that will support the maintenance strategy components. It outlines a financially cost effective process that collects the data to use advanced strategies such as RCM and TPM. The text extensively details the maintenance organizational development process and then outlines nine basic work management flows. The nine flows are then discussed in detail. 5.4 Successfully Utilizing CMMS/EAM Systems (Vol 4) 200pp $125 Shows how CMMS/EAM systems are necessary to support a maintenance and reliability organization in companies today. The proper methodologies for selecting and implementing a CMMS/EAM system. How to properly utilize the system to gain a maximum return on the system investment.The organization and methodology to truly achieve Enterprise Asset Management - an elusive goal for most organizations. 5.5 Training Programs for Maintenance Organizations (Vol 5) 200pp $125 Highlights the need for increased skills proficiency in maintenance and reliability organizations today. Skills shortages. Developing cost-effective and efficient skills training programs. Modern tools for duty, task, and needs analysis - creating a complete skills development initiative. The reader will be able to use information in this text to develop or enhance a skills training program in their company

6. FACILITY MANAGER’S MAINTENANCE HANDBOOK 2ND Edition B. Lewis and R Payant 560pp $240 This essential on-the-job resource presents step-by-step coverage of the planning, design, and execution of operations and maintenance procedures for structures, equipment, and systems in any type of facility. Now with 40% new information, this Second Edition includes brand-new chapters on emergency response procedures, maintenance operations benchmarking and more. This book covers both operations & maintenance.

7. IMPROVING RELIABILITY & MAINTENANCE FROM WITHIN Stephen J. Thomas 350pp $125 This unique book is perfect for those who are internal consultants…and may not know it. This practical resource does more than start internal consultants on the road to improvement, it accompanies them on the journey! Upper management looking to understand internal consulting, middle tier reliability and maintenance management, and those who hold “special projects” positions will find this reference extremely useful.

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�. PLANT MAINTENANCE MANAGEMENT ( 3 Volumes) Anthony Kelly 3 Volume Set $295

�.1 Strategic Maintenance Planning Individual Book Price $140Imparts an understanding of the concepts, principles and techniques of preventive maintenance and shows how complexity can be resolved by a systematic ‘Top-Down Bottom-Up’ approach. �.2 Managing Maintenance Resources Individual Book Price $140 Shows how to reduce the complexity of organizational design through a unique way of modeling the maintenance-production organization along with organizational guidelines to provide solutions to identified problems. �.3 Maintenance Systems and Documentation Individual Book Price $140Addresses the main systems necessary for the successful operation of a maintenance organization, such as performance control,work control and documentation, and shows how they can be modelled, their function and operating principles.

9. MAINTENANCE BENCHMARKING & BEST PRACTICES Ralph W Peters 566pp $165This guide provides benchmarking tools for the successful design and implementation of a customer-centered strategy for maintenance. Included in this guide is the author-devised “Maintenance Operations Scoreboard”. This has been used to perform over 200 maintenance evaluations in over 5,000 profit centered maintenance organizations.

10. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS MADE EASY Kishan Bagadia 267pp $1�0Written by a world-renowned CMMS expert, Computerized Maintenance Management Systems Made Easy presents a clear, step-by-step approach for evaluating a company’s maintenance, then selecting the right CMMS and implementing the system for optimal efficiency and cost-effectiveness.

11. PLANT AND MACHINERY FAILURE PREVENTION A A Hattangadi 45�pp $230Plant and Machinery Failure Prevention is based on the premis of “Zero-Failure Performance”. The book introduces the general features and investigative methods at the design phase for determining failures in mechanical components such as: Flat Belt Failures, Vee-belt Failures, Pulley Failures, Gear Failures, Steel Wire Rope Failures, Spring Failures, and Gasket Failures. Includes numerous case studies.12. MAINTENANCE PLANNING & SCHEDULING HANDBOOK 2nd edition Richard D Palmer 544pp $1�5Written by an author with over two decades of experience, this classic handbook provides proven planning and scheduling strategies and techniques that will take any maintenance organization to the next level of performance. This book is regarded as the chief authority for establishing effective maintenance planning and scheduling in the real world. The second edition has important new sections.

13. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime Steven Borris 44�pp $1�0With equipment downtime costing companies thousands of dollars per hour, many turn to Total Productive Maintenance as a solution. Short on theory and long on practice, this book provides examples and case studies, designed to provide maintenance engineers and supervisors with a framework for strategies, day-to-day management and training techniques that keep their equipment running at top efficiency.

14. PRODUCTION SPARE PARTS – Optimizing the MRO Inventory Assets Eugene C Moncrief 307pp $125Spare parts stocking theory and practice. Uses the Pareto Principal to achieve superior results with a minimum of investment of time. Includes the following topics: the risks inherent in setting inventory stocking levels, setting the reorder point, setting the reorder quantity, determining excess inventory, how to avoid unnecessary purchases of spares, and how to set and monitor goals for inventory improvement.

15. MANAGING FACTORY MAINTENANCE 2nd Ed Joel Levitt 320pp $125This second edition tells the story of maintenance management in factory settings. . World Class Maintenance Management revisited and revised, evaluating current maintenance practices, quality improvement, maintenance processes, maintenance process aids, maintenance strategies, maintenance interfaces, and personal development and personnel development.

16. THE MAINTENANCE SCORECARD – Creating Strategic Advantage Daryl Mather 257pp $125Provides the RCM Scorecard, which is unique to this book and has not been done previously to this level of detail. Includes information and hints on each phase of the Maintenance Scorecard approach. Focuses at length on the creation of strategy for asset management and details the differences between various industry types, sectors and markets.

17. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE Stephen J Thomas 356pp $125This unique and innovative book explains how to improve maintenance and reliability performance at the plant level by changing the organization’s culture. This book demystifies the concept of organizational culture and links it with the eight elements of change: leadership, work process, structure, group learning, technology, communication, interrelationships, and rewards.

1�. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE Scheffer & Girdhar 272pp $150Develop and apply a predictive maintenance regime for machinery based on the latest vibration analysis and fault rectification techniques. Build a working knowledge of the detection, location and diagnosis of faults in rotating and reciprocating machinery using vibration analysis. Gain an understanding of the latest techniques of predictive maintenance..

19. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share R Smith & B Hawkins 304pp $160Detailed, 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. a required reference, for every plant and facility that is planning, or even thinking of adopting ‘Lean’ as their mode of operation.

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20. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES Joel Levitt 20�pp $125Brings together the issues of maintenance planning, project management, logistics, contracting, and accounting for shutdowns. Includes hundreds of shutdown ideas gleaned from experts worldwide. Procedures and strategies that will improve your current shutdown planning and xecution.

21. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies for Optimizing Performance V Narayan 2��pp $130Providing readers with a clear rationale for implementing maintenance programs. This book 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, profitably.

22. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed Bloch & Geitner 650pp $255The names Bloch and Geitner are synonymous with machinery maintenance and reliability for process plants. They have saved companies millions of dollars a year by extending the life of rotating machinery in their plants. Extending the life of existing machinery is the name of the game in the process industries, not designing new machinery. This book was the first and is still the best in its field.

23. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd Edition Terry Wireman 2��pp $120While the previous edition concentrated on the basic indicators for managing maintenance and how to link them to a company’s financials, the second edition addresses further advancements in the management of maintenance. One of only a few comprehensive collections of performance indicators for managing maintenance in print today.

24. RELIABILITY DATA HANDBOOK Robert Moss 320pp $315Focusing on the complete process of data collection, analysis and quality control, the subject of reliability data is covered in great depth, reflecting the author’s considerable experience and expertise in this field. Analysis methods are not presented in a clinical way – they are put into context, considering the difficulties that can arise when performing assessments of actual systems.

25. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS – Pressure Vessels & Mechanical Plant Clifford Matthews 690pp $495This comprehensive volume gives detailed coverage of pressure equipment and other mechanical plant such as cranes and rotating equipment. There is a good deal of emphasis on the compliance [UK standards] aspects and the duty of care requirements placed on plant owners, operators, and inspectors.

26. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT Terry Wireman 22�pp $130This book 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 cost-effective benchmarking. It presents an overview of the benchmarking process, a self analysis, and a database of the results of more than 100 companies that have used the analysis.

27. RCM - GATEWAY TO WORLD CLASS MAINTENANCE A Smith & G Hinchcliffe 337pp $145Includes 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 preventive maintenance practices and issues.

2�. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide R Smith, R K Mobley 537pp $105The new standard reference book for industrial and mechanical trades. 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.

29. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd Edition Keith Mobley 337pp $195This 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.

30. MAINTENANCE PLANNING, SCHEDULING & COORDINATION Dan Nyman and Joel Levitt 22�pp $115Planning, parts acquisition, work measurement, coordination, and scheduling. It also addresses maintenance management, performance, and control; and it clarifies the scope, responsibilities, and contributions of the Planner/Scheduler function and the support of other functions to Job Preparation, Execution, and Completion. This book tells the whole story of maintenance planning from beginning to end.

31. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed David Smith 36�pp $170Reliability, Maintainability and Risk has been updated to ensure that it remains the leading reliability textbook - cementing the book’s reputation for staying one step ahead of the competition. Includes material on the accuracy of reliability prediction and common cause failure . This book deals with all aspects of reliability, maintainability and safety-related failures in a simple and straightforward style.

32. ASSET MANAGEMENT AND MAINTENANCE - THE CD Nicholas A Hastings �20 slides $150Asset Management and Asset Management Overview; Life Cycle Costing; Maintenance Organisation & Control; Spares & Consumables Management; Failure Mode and Effects Analysis; Risk Analysis and Risk Management; Reliability Data Analysis; Age Based Replacement Policy Analysis; Availability and Maintainability; Measuring Maintenance Effectiveness; Reliability of Systems.

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MAINTENANCE BOOKS – ORDER FORMPrices are valid until 30 January 2011. All prices are Australian Dollars. Prices for Australia Include Postage and GST.Prices for the rest of the World add the following shipping charges: One book add Aus$40; Each additional book add Aus$25

Engineering Information Transfer P/L, 7 Drake Street, Mornington, Vic 3931 Australia Ph: 03 5975 0083 Fax: 03 5975 5735 Email: [email protected]

Item Title Aus$1. MAINTENANCE AND RELIABILITY BEST PRACTICES $1402. FAILURE MAPPING $1153. THE 15 MOST COMMON OBSTACLES TO WORLD-CLASS RELIABILITY $�54. MAINTENANCE ENGINEERING HANDBOOK 7th Edition $2905.1 PREVENTIVE MAINTENANCE - MAINTENANCE STRATEGY SERIES (Volume 1) $1255.2 MRO INVENTORY AND PURCHASING - MAINTENANCE STRATEGY SERIES (Volume 2) $1255.3 MAINTENANCE WORK MANAGEMENT PROCESSES - MAINTENANCE STRATEGY SERIES (Vol 3) $1255.4 SUCCESSFULLY UTILIZING CMMS/EAM SYSTEMS - MAINTENANCE STRATEGY SERIES (Vol 4) $1255.5 TRAINING PROGRAMS FOR MAINTENANCE ORGANIZATIONS - MAINT. STRATEGY SERIES (Vol 5) $1256. FACILITY MANAGER’S MAINTENANCE HANDBOOK 2nd Ed $2407. IMPROVING RELIABILITY AND MAINTENANCE FROM WITHIN $125�. PLANT MAINTENANCE MANAGEMENT - Kelly’s 3 Volume Set $295�.1 STRATEGIC MAINTENANCE PLANNING - Individual Book $140�.2 MANAGING MAINTENANCE RESOURCES - Individual Book $140�.3 MAINTENANCE SYSTEMS & DOCUMENTATION - Individual Book $1409. MAINTENANCE BENCHMARKING & BEST PRACTICES $16510. COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS MADE EASY $1�011. PLANT AND MACHINERY FAILURE PREVENTION $23012. MAINTENANCE PLANNING & SCHEDULING HANDBOOK 2ND EDITION R D Palmer $1�513. TOTAL PRODUCTIVE MAINTENANCE - Reduce or Eliminate Costly Downtime $1�014. PRODUCTION SPARE PARTS – Optimizing the MRO Inventory Assets $12515. MANAGING FACTORY MAINTENANCE 2nd Ed $12516. THE MAINTENANCE SCORECARD – Creating Strategic Advantage $12517. IMPROVING MAINTENANCE & RELIABILITY THROUGH CULTURAL CHANGE $1251�. PRACTICAL MACHINERY VIBRATION ANALYSIS & PREDICTIVE MAINTENANCE $15019. LEAN MAINTENANCE - Reduce Costs, Improve Quality, & Increase Market Share $16020. MANAGING MAINTENANCE SHUTDOWNS & OUTAGES $12521. EFFECTIVE MAINTENANCE MANAGEMENT - Risk and Reliability Strategies $13022. MACHINERY COMPONENT MAINTENANCE & REPAIR 3rd Ed $25523. DEVELOPING PERFORMANCE INDICATORS FOR MANAGING MAINTENANCE 2nd Ed $12024. RELIABILITY DATA HANDBOOK $31525. HANDBOOK OF MECHANICAL IN-SERVICE INSPECTIONS – Mechanical Plant $49526. BENCHMARK BEST PRACTICES IN MAINTENANCE MANAGEMENT $13027. RCM - GATEWAY TO WORLD CLASS MAINTENANCE $1452�. INDUSTRIAL MACHINERY REPAIR - Best Maintenance Practices Pocket Guide $10529. AN INTRODUCTION TO PREDICTIVE MAINTENANCE 2nd Ed $19530. MAINTENANCE PLANNING, SCHEDULING & COORDINATION $11531. RELIABILITY, MAINTAINABILITY AND RISK 7th Ed $17032. ASSET MANAGEMENT AND MAINTENANCE - THE CD $150

NAME & ADDRESS:

Phone: Email:

Method of payment Fee payable $

Cheque - enclosed made payable to Engineering Information Transfer Pty Ltd

Electronic funds transfer - Please email to obtain EFT details from: [email protected]

Charge to my credit card Mastercard Visa Card

Credit Card Number

Name on card Expiry Date

Please indicate quantity required.

Other Cards are accepted but a 2% fee applies.

Vol 23 No 4

Maintenance2011 Seminars

VenuesPerth 21 - 22 March 2011

Brisbane 6 - 7 April 2011

Sydney9 - 10 May 2011

Melbourne26 - 27 May 2011

Fiji Islands29 - 30 June 2011

Each Delegate Receives:• Seminar PPT Slides

in electronic copy

• Electronic copy of hundreds of mb of Maintenance Facts, Techniques, Products and Software.

• Includes extensive CMMS, and Reliability conference proceedings and many back issues of the AMMJ.

Who Should Attend: Tradespersons, Technicians, Planners, Schedulers, Maintenance Supervisors, Engineers, Managers andOperations Personnel.

• An introduction to Maintenance & Asset Management. What are the roles, responsibilities and expected outputs from personnel performing maintenance activities.

• What Maintenance actions are appropriate, why good maintenance planning and control are Important. What are the cost, safety and profit implications of what you do or do not do. Why collect good maintenance history and using that history.

• Maintenance and Plant performance. Moving to best practices in Maintenance and Asset Management.

Seminar 1 TheWhy,What,HowandWhoOfMaintenance(1Day)

Maintenance Costs, What Maintenance Does Your Organisation Need. Deciding What Maintenance Can Be Applied To Your Assets. Planned Maintenance, Preventive, Predictive, and Proactive Maintenance. Maintenance People, Maintenance Skills & Structures.

Seminar 2 MaintenancePlanningandMaintenanceManagement(1Day)

Maintenance Planning, Scheduling and Control, Maintenance Stores, Computerised Maintenance Management Systems, EAM’s and ERP’s, Maintenance History Collection, Using Maintenance Data, Maintenance Management and Asset Management

Presented By Len Bradshaw

Seminar 1 Duration - 1 Day

The Why, What, How and Who Of Maintenance 1. Consequences of Good or Bad Maintenance

• The direct and indirect costs of Maintenance. • The real cost of failures and cost of downtime. • Do you identify and record real maintenance costs. • What do you cost and what are you worth. Displaying your value to your organisation.• Maintenance as a profit creator. • Short term and long term impact of insufficient resources in Maintenance• Effect of too little or too much planned maintenance.• Maintenance Impact on Safety, Insurance and Legal Costs.

2. Maintenance Activities• The different activities performed in maintenance.• Emergency, corrective, preventive, predictive, condition based. • Proactive maintenance and designing for maintenance. • Possible problems associated with fixed time replacement of components. • Understanding what are failures in maintenance. • The different failure types and how they affect what maintenance should be used.• What maintenance is needed. Basic rules in setting inspection and PM frequencies.

3. Improving Maintenance Activities• Introduction to maintenance plan development. PM’s and repair proceedures.• Moving through Preventive / Predictive to Proactive Maintenance. • Develope better ways of doing maintenance and better plant specifications.

4. Inspections & Condition Based Maintenance • What inspection and preventive/predictive techniques are now available in maintenance. • A look at the wide range of inspection and condition monitoring techniques • Visual inspections, oil analysis, vibration monitoring, thermography, acoustic emission, boroscopes, fibre optics, alignment techniques, residual current, and more.

5. The People and Structures In Maintenance • The different organisational structures used for maintenance activities.

• Restructured maintenance, flexibility, multiskilling and team based structures.• What motivates people to work with the company rather than against it. • Are teams achievable in your organization? How far can you go with teams?• Maintenance Outsourcing/Contracting - for and against.• Introduction to what the best do: Leadership, recruitment, training, flexibility, motivation, teams, TPM, performance, rewards, core skills and outsourcing.

Who should attend this 1 day seminar?Tradespersons,Technicians, Planners, Engineers, Supervisors and Managers, plus Operations Personnel

and others interested in maintenance of plant and assets.

65

Seminar 2 Duration - 1 Day

Maintenance Planning and Maintenance Management 1. Maintenance Planning and Control - The Overview

• The different techniques involved with maintenance planning and use of a CMMS• The move towards Asset Management Systems and beyond the basic CMMS.• Links to other management systems, GIS, GPS, Internet, Intranet, Web based systems. • Example of how the best do their Maintenance Planning and Scheduling. • Who should be the planner. Responsibilities/duties of the planner.

2. Maintenance Planning and Control - The Details• Equipment coding, inventory and asset registers. Asset technical databases. Rotables.• Asset and task priority or criticallity• Maintenance requests. Quick work request/work order logging. • A PM becoming a Corrective task. The small job.• Backlog and frontlog files.Opportunity maintenance. Backlog file management.• PM routines. Scheduling PM’s and corrective maintenance. • Determining the weekly work. How much work?• Maintenance planning coordination meeting. Who attends and what is decided.• Work order issue, work in progress. Feedback and history.

3. Maintenance Stores• Store objectives. Introduction to stock control methods. • Impact of maintenance type on stock requirements. • Who owns the stores? Who owns the parts? Maintenance of parts in the store.• Vendor and user alliances. Consignment stock.• Improving and monitoring service levels from your maintenance store. • Location of the stores. Centralised, Decentralised and Machine Based. • Stores management & objectives, internet spares, parts optimisation,

4. Maintenance Management • Reports and Performance measures for plant, maintenance, people and planning.• Using downtime data to minimise the impact of downtime.• Examples of how to collect, use, and understand maintenance data.• Optimising Maintenance - Using MTBF? Histograms, Pareto Analysis, Simulation.

5. Asset Management• Introduction to Asset Management and Maintenance Excellence.• Introduction to Plant Design that improve reliability, availability & maintainability.• Introduction to life cycle costing of assets.• Setting Strategies: Audits, Benchmarking, Gap Analysis, Objectives and KPI,s

Who should attend this 1 day seminar?Tradespersons,Technicians, Planners, Engineers, Supervisors and Managers, plus Operations Personnel

and others interested in maintenance of plant and assets.

66

The seminar is presented by Len BradshawLen Bradshaw is a specialist in maintenance management and maintenance planning/control. He is currently a Director of the Australasian Maintenance Excellence Awards. He is the Publisher/Editor of the AMMJ (Asset Management and Maintenance Journal) that reaches over 120 countries. He has a Masters Degree in Terotechnology (Maintenance Management). He has conducted maintenance seminars for all levels of maintenance staff from trades personnel to executive management. Len has conducted over 320 courses for in excess of 9,000 maintenance personnel, both in Australia and overseas.

Seminar Fees AUD $750 per delegate (per day)

The course fees are inclusive of GST and also include Seminar material as well as lunch and refreshments. Course fee does not include accommodation, which if required is the delegates own responsibility.

Confirmation A confirmation letter will be sent for each delegate.

Times The seminars start at 8:00am and end at 3:45pm, each day. Arrival/Signing-in is from 7:40am on the first day the delegate attends.

How do I Register1. Mail the completed registration form together with your cheque made payable to: Engineering Information Transfer Pty Ltd, P.O. Box 703, Mornington, VIC 3931, Australia2. Fax to: 03 59755735 3. Scan form & email to: [email protected]. Email and Indicate courses/ dates/venue required/ personnel to attend and provide details of method of payment then email to: [email protected]. Or post/email a formal company Purchase Order/Purchase Order number and we will invoice your organisation on that Purchase Order.

For Further InformationEngineering Information Transfer P/L (ABN 67 330 738 613) Ph: Aus 03 5975 0083 Fax: 03 59755735 Email: [email protected] P.O. Box 703, Mornington, VIC 3931, Australia www.maintenancejournal.com

2011 VENUES Perth: 21 - 22 March 2011Rydges Perth HotelCnr Hay and King Streets Perth WAWeb: www.rydges.com

Brisbane: 6 - 7 April 2011Hotel Grand Chancellor23 Leichhardt St, Brisbane QLDWeb: www.ghihotels.com

Sydney: 9 - 10 May 2011Coogee Bay HotelCnr Coogee Bay Rd & Arden StreetCoogee NSW Web: www.coogeebayhotel.com.au

Melbourne: 26 - 27 May 2011Rydges On Swanston Hotel701 Swanston St, Melbourne VICWeb: www.rydges.com

Fiji Islands: 29 - 30 June 2011Raffles Gateway HotelQueens RoadNadi Airport FIJI Web: www.rafflesgateway.com

REGISTRATION FORM

Course One: AUD $750

The Why What When & Who of Maintenance

Course Two: AUD $750

Maintenance Planning & Maintenance Management

____________________________________________________________________________________________________________________________________________________________

Name of delegate Position

Name of approving officer Position

Company/Address

Phone Email____________________________________________________________________________________________________________________________________________________________

Method of payment Fee payable $

Cheque - enclosed made payable to Engineering Information Transfer Pty Ltd

Electronic funds transfer - Please email to obtain EFT details from: [email protected]

Charge to my credit card Mastercard Visa Card

Credit Card Number


Perth

Brisbane

Sydney

Cancellations: Should you (after having registered) be unable to attend, a substitute delegate is always welcome. Alternatively, a full refund will be made for cancellations received in writing 14 days before the seminar starts . Cancellations 7 to 14 days prior to the seminar dates will be refunded 40% of the registration fee, in addition to receiving a set of seminar notes. There will be no refund for cancellations within 7 days of the seminar dates. This registration form may be photocopied.

Venue Please Tick Venue

Melbourne

Fiji Islands

CoursePlease Tick Course

Other Cards are accepted but a 2% fee applies.

Vol 23 No 4

Mail this form to: EIT P/L, PO Box 703, Mornington, VIC 3931 Australia or email: [email protected] ABN: 67 330 738 613 Phone: 03 59750083 Fax: 03 59755735 For Australia prices are inclusive of GST taxes.

Prices are in Australian Dollars and are valid until April 2011. This form may be photocopied.

AMMJ PRINT Version Place Tick in Required Box 1 year

Print Version Subscription (includes postage anywhere in the World): AUD $170 (US$ 170)

eAMMJ ELECTRONIC Version 1 year

eAMMJ Annual Subscription for One Person: AUD $�0 (US $80) May be used by one person and stored on a single computer.

eAMMJ Annual Subscription for Single Site: AUD $120 (US $120) May be distributed throughout a single site of your organisation.

eAMMJ Annual Subscription for Multiple Sites Worldwide: AUD $400 (US $400) May be distributed to any site within your World wide corporation.

Email Address for delivery of eAMMJ:

Start Issue: For new subscriptions please indicate which issue will be the start of your subscription:

January April July October

Name of Subscriber

Position

Company Name

Address

Phone No of Contact Person:

Method of payment Total to pay $

e Cheque - Made payable to Engineering Information Transfer P/L e Electronic funds transfer - Please email to obtain eft details (Aus$18 will be added to all eft payments made from outside of Australia)

e Charge to credit card - Mastercard Visa Card

Credit Card Number


AMMJ Subscription FormAsset Management and Maintenance Journal

Other Cards are accepted but 2% fee applies.

68

Vol 23 No 4

www.skf.com.au/training

The knowledge path forstaff in their work environmentTraining Needs Analysis: skills improvement process for your staff today!

Training Needs Analysis (TNA) starts with a good initial understanding of where your staff is today by assessing their training needs through a progressive and structured approach to competency and skill assessment and where they need to be to attain optimum plant performance.

The TNA enables this crucial understanding; by combining SKF Reliability Systems experience in training and our knowledge of maintenance and reliability.

short courses

Phone Email [email protected]

Reliability and maintenance

training courses

AprilSUN

411 18 25

MON5 Easter Monday 12 19 26 ANZAC Day

TUE6

13 20 27

WED7

14 21 28

THU 1 815 22 29

FRI 2 Good Friday 916 23 30

SAT 3 10 17 24

AugustSUN 1

815 22 29

MON 2 916 23 30

TUE 310 17 24 31

WED 411 18 25

THU 512 19 26

FRI 613 20 27

SAT 714 21 28

November

SUN7

14 21 28

MON 18

15 22 29

TUE 2 Melb Cup (VIC) 916 23 30

WED 310 17 24

THU 411 18 25

FRI 512 19 26

SAT 6 13 20 27

December

SUN5

12 19 26

MON6

13 20 27 Christmas Day

TUE 7

14 21 28 Boxing Day

WED 18

15 22 29

THU 29

16 23 30

FRI 310 17 24 31

SAT 4 11 18 25


Training Calendar2010SKF Public Course Locations

Kalgoorlie9-11 March16-18 November

Karatha22-24 JunePerth16-18 February

25-27 May3-5 August26-28 October

PAPUA NEW GUINEA

Lae24-26 AugustFIJISuva7-9 JulyLautoka13-15 JulyNEW ZEALANDWhangarei9-11 FebruaryAuckland2-4 MarchHamilton23-25 MarchRotorua/Kawerau

20-22 AprilNapier11-13 MayPalmerston North

15-17 JuneNew Plymouth20-22 JulyLower Hutt17-19 AugustNelson7-9 September

Christchurch13-15 October

Timaru2-4 November

Dunedin23-25 November

Invercargill14-16 December

Compressed Air

Fundamentals and

Energy Efficiency

NEW SOUTH WALES


Perth2 February

Dynamic Balancing


Smithfield28 OctoberQUEENSLANDArcherfield24 AugustSOUTH AUSTRALIA

Wingfield3 MarchVICTORIAOakleigh29 AprilWESTERN AUSTRALIA

Perth21 July

Easylaser Shaft

AlignmentNEW SOUTH WALES

Smithfield9 June1 December

Bearing Technology

& Maintenance (WE201)

NEW SOUTH WALES

Bathurst20-22 JulyCanberra10-12 AugustDubbo13-15 AprilNewcastle8-10 June30 Nov-2 DecOrange23-25 February

14-16 September

Smithfield23-25 March25-27 May19-21 October

Wollongong22-24 JuneNORTHERN TERRITORY

Darwin23-25 February

QUEENSLAND

Archerfield11-13 May12-14 October

Blackwater7-9 DecemberBundaberg1-3 JuneCairns13-15 AprilEmerald22-24 JuneGladstone23-25 March19-21 October

Mackay27-29 JulyMoronbah23-25 February

Mt Isa2-4 March7-9 September

Toowoomba19-21 AprilTownsville16-18 March23-25 November

SOUTH AUSTRALIA

Mt Gambier25-27 MayWhyalla12-14 October

Wingfield28-30 April16-18 August7-9 DecemberTASMANIAHobart10-12 AugustVICTORIAAlbury11-13 MayBallarat20-22 AprilBendigo12-14 October

Gippsland7-9 September

Oakleigh23-25 March21-23 June16-18 November

WESTERN AUSTRALIA

Albany14-16 September

Bunbury21-23 AprilGeraldton20-22 July

CAF

DB

ESA

BTMBTM

NORTHERN TERRITORY

Darwin15 SeptemberQUEENSLANDArcherfield23 NovemberMackay9 FebruaryMt Isa12 FebruaryTownsville12 AugustSOUTH AUSTRALIA

Wingfield12 OctoberVICTORIAOakleigh25 February1 SeptemberWESTERN AUSTRALIA

Kalgoorlie4 MayKaratha26 OctoberPerth13 May5 NovemberNEW ZEALANDHamilton24 MarchChristchurch20 July

Improving Crusher

Reliability level 1


Newcastle16-17 MarchSmithfield10-11 AugustQUEENSLANDArcherfield28-29 January

Mt Isa23-24 JuneSOUTH AUSTRALIA

Wingfield19-20 AugustWESTERN AUSTRALIA

Kalgoorlie23-24 February

Infrared Thermography

Analysis level 1 (WI230)

NEW SOUTH WALES

Smithfield12-16 AprilQUEENSLANDArcherfield19-23 AprilWESTERN AUSTRALIA

Perth13-17 September

Introduction to SKF

Marlin SystemQUEENSLANDArcherfield25 May21 OctoberWESTERN AUSTRALIA

Perth29 June21 September

Introduction to SKF

MicrologNEW SOUTH WALES

Smithfield24 AugustQUEENSLANDArcherfield26 May

SOUTH AUSTRALIA

Wingfield9 NovemberVICTORIAOakleigh8 JulyWESTERN AUSTRALIA

Perth22 September

Lubrication in rolling

element bearings level 1


Smithfield28-29 January


Wingfield14-15 JulyVICTORIAOakleigh3-4 FebruaryWESTERN AUSTRALIA

Perth19-20 April

Machinery Lubrication

Technician level 1



QUEENSLANDArcherfield9-11 MarchGladstone13-15 JulyTownsville1-3 JuneSOUTH AUSTRALIA

Wingfield4-6 MayTASMANIAHobart16-19 February

VICTORIAGipssland17-19 AugustOakleigh18-20 MayWESTERN AUSTRALIA

Perth12-14 October

NEW ZEALANDChristchurch23-25 MarchAuckland31 August-2 September


Review (MS230)

NEW SOUTH WALES

Smithfield17-19 MarchQUEENSLANDArcherfield30 August-1 September

Oil Analysis level 1


Smithfield20-23 AprilQUEENSLANDArcherfield14-17 September

SOUTH AUSTRALIA

Wingfield26-29 October

VICTORIAOakleigh27-30 July

WESTERN AUSTRALIA

Perth9-12 FebruaryNEW ZEALANDHamilton4-8 October

Optimising Asset

Management through


level 2 (MS300)

QUEENSLANDTownsville22-26 MarchWESTERN AUSTRALIA

Perth23-27 AugustNEW ZEALANDHamilton23-25 February

Predictive Maintenance

for Electric Motors

level 1NEW SOUTH WALES


QUEENSLANDArcherfield13-14 JulySOUTH AUSTRALIA

Wingfield15-16 JuneVICTORIAOakleigh19-20 October

WESTERN AUSTRALIA

Perth23-24 March

Proactive Maintenance

Skills level 1 (WE241)

NEW SOUTH WALES

Smithfield21-25 JuneQUEENSLANDArcherfield26-30 JulySOUTH AUSTRALIA

Whyalla15-19 MarchWingfield13-17 September

VICTORIAOakleigh20-24 September

WESTERN AUSTRALIA

Kalgoorlie17-21 MayPerth22-26 November

Pump Systems

Fundamentals and

Energy Efficiency

NEW SOUTH WALES


Perth1 February

Reliability Centered

Maintenance (MS332)

QUEENSLANDArcherfield17-19 November

WESTERN AUSTRALIA

Perth5-7 May

Root Cause Bearing

Failure Analysis level 2


Newcastle21-22 September

Smithfield27-28 JulyNORTHERN TERRITORY

Darwin25-26 MayQUEENSLANDArcherfield16-17 February

Gladstone4-5 MayMackay28-29 October

Mt Isa2-3 FebruaryToowoomba12-13 JulySOUTH AUSTRALIA

Wingfield23-24 November

TASMANIAHobart12-13 October

VICTORIAGipssland16-17 MarchOakleigh17-18 AugustWESTERN AUSTRALIA

Kalgoorlie1-2 September

Perth15-16 June8-9 DecemberNEW ZEALANDHamilton13-14 AprilChristchurch9-10 November

Selecting & Maintaining

Power Transmission level

1 (WE290)NEW SOUTH WALES

Smithfield9-10 November


Wingfield12-13 JulyVICTORIAOakleigh24-25 JuneWESTERN AUSTRALIA

Perth21-22 AprilNEW ZEALANDChristchurch18-19 MayAuckland19-20 October

Spare parts Management

and Inventory Control

level 1 (WC230)

NEW SOUTH WALES

Smithfield15-16 MarchQUEENSLANDArcherfield2-3 September

SOUTH AUSTRALIA


WESTERN AUSTRALIA

Perth3-4 May

Streamlined Reliability

Centered Maintenance

(MS331)SOUTH AUSTRALIA


Ultrasonic Testing

(WI320)QUEENSLANDArcherfield6-10 September

WESTERN AUSTRALIA

Perth30 August-3 September

Vibration Analysis

level 1 (WI202)

NEW SOUTH WALES

Smithfield23-25 February

QUEENSLANDArcherfield22-24 JuneQUEENSLANDMt Isa13-15 JulySOUTH AUSTRALIA

Mt Gambier10-12 AugustVICTORIAOakleigh5-7 OctoberWESTERN AUSTRALIA

Perth9-11 MarchNEW ZEALANDHamilton13-15 October

Vibration Analysis

level 2 (WI203)

VICTORIAOakleigh8-12 November

WESTERN AUSTRALIA

Perth26-30 JulyNEW ZEALANDHamilton18-22 October

Vibration Analysis

level 3 (WI204)

VICTORIAOakleigh29 Nov-3 DecNEW ZEALANDHamilton15-20 November

Fundamentals of

Machine Condition

NEW ZEALAND

Hamilton9-11 MarchRotorua18-20 MayPalmerston North

27-29 JulyNew Plymouth

24-26 AugustChristchurch21-23 September

Invercargill20-22 October

January

SUN 31 310 17 24

MON4

11 18 25

TUE5

12 19 26 Australia Day

WED6

13 20 27

THU7

14 21 28

FRI 1 New Years Day 815 22 29

SAT 2 916 23 30

MaySUN 30 2

916 23

MON 31 310 17 24

TUE4

11 18 25

WED5

12 19 26

THU6

13 20 27

FRI7

14 21 28

SAT 1 815 22 29

February

SUN7

14 21 28

MON 18

15 22

TUE 29

16 23

WED 310 17 24

THU 411 18 25

FRI 512 19 26

SAT 6 13 20 27

MarchSUN

714 21 28

MON 1 Labour Day (WA) 8 15 22 29

TUE 29

16 23 30

WED 310 17 24 31

THU 411 18 25

FRI 512 19 26

SAT 6 13 20 27

JulySUN

411 18 25

MON5

12 19 26

TUE6

13 20 27

WED7

14 21 28

THU 1 815 22 29

FRI 29

16 23 30

SAT 3 10 17 24 31

JuneSUN

613 20 27

MON7 Foundation Day (WA) 14 Queens Birthday 21 26

TUE 1 815 22 29

WED 29

16 23 30

THU 310 17 24

FRI 411 18 25

SAT 5 12 19 26

October

SUN 31 310 17 24

MON4

11 18 25

TUE5

12 19 26

WED6

13 20 27

THU7

14 21 28

FRI 18

15 22 29

SAT 2 916 23 30

September

SUN5

12 19 26

MON6

13 20 27

TUE 7

14 21 28

WED 18

15 22 29

THU 29

16 23 30

FRI 310 17 24

SAT 4 11 18 25

For further information on

Public, On site or future courses:

P 03 9269 0763 E [email protected]

W www.skf.com.au/training


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OAM

OAM

OAM

OAM

OAM

OAM

PME

PME

PME

PME

PME

PME

PME

PME

PME

PMS

PMS

PMS

PMS

PMS

PMS

PMS

PMS

PMS

PMS

PMS

PMS

PMS

PMS

PMS

PMSPMS

PMS

PMS

PMS

PMSPMS

RCM

RCM

RCMRCM

RCM

RCM

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

RCF

SPM

SPM

PT

PT

PT

PT

PT

PT

PT

PT

PT

PT

PT

PT

PT

SPM

SPM

SPM

SPM

SPM

SPM

SRM

SRM

SRM

SRM

SRM

SRM

UT

UT

UT

UT

UT

UT

UT

UT

UT

BTM

PME

BTM

BTM

FMC

PT

FMC

BTM

BTM

BTM

VA1

VA1

VA1

FMC

VA1

VA1

VA1

VA1

VA1

VA1

VA1

VA1

VA1

RCF

VA2

VA2

VA2

VA2

VA2

VA2

VA2

VA2

VA2

VA2

PMS

PMS

PMS

PMS

PMS

VA2

VA2

VA2

VA2

VA2

VA3

VA3

VA3

VA3

VA3

VA3

VA3

VA3

VA3

VA3

FMC

FMC

FMC

FMC

FMC

FMC

BTM

BTM

BTM

FMC

FMC

FMC

ML1

ML1

ML1

FMC

FMC

FMC

BTM

BTM

FMC

FMC

FMC

BTM

BTM

BTM

PMS

PMS

PMSESA

BTM

BTM

BTM

VA1

VA1

VA1

SPM

SPM

Bank Holiday (NSW)

Picnic Day (NT)

May Day (NT)

Labour Day (QLD)

BTM

BTM

BTM

VA1

VA1

VA1

2010 SKF Training HandbookReliability and maintenance training from SKF2010 SKF Training H

andbook | Reliability and maintenance training from

SKF




The development and knowledge path for your staff to

promote a productive, safe and innovative work environment


NEW PLYMOUTHPh: (06) 769 5152 Fax: (06) 769 6497PALMERSTON NORTH

Ph: (06) 356 9145 Fax: (06) 359 1555PUKEKOHEPh: (09) 238 9079

Fax: (09) 238 9779RICCARTONPh: (03) 338 1917 Fax: (03) 338 1334ROTORUAPh: (07) 349 2451

Fax: (07) 349 3451TAUPOPh: (07) 377 8416 Fax: (07) 377 8486TIMARUPh: (03) 687 4444

Fax: (03) 688 2640WANGANUIPh: (06) 344 4804 Fax: (06) 344 4112WHANGAREIPh: (09) 438 7319

Fax: (09) 4387315

NEW ZEALANDPh: (03) 308 9917 Fax: (03) 308 1134

Ph: (09) 579 9627 Fax: (09) 579 9637

Five SKF knowledge platforms

0123456789

Bearing & Seal Technology

Power Transmission

Lubrication

Oil Analysis

Vibration Analysis

RCA/RCFA

Non Destructive Testing

Thermography

Motor Testing & Diagnostics

Alignment & Balancing

Energy and Sustainalbility


Planning & Scheduling

Spare parts Optimization

COMPETENCY & SKILL ANALYSIS Industry Benchmark

JoeScores = Skill Level

10.1 - 12.5 = Level 4 7.6 - 10.0 - = Level 3

5.1 - 7.5 = Level 2 2.6 - 5.0 = Level 1

0 - 2.5 = Level 0

Competency & Skill Analysis

Journal

Documents

Transcript of Journal