Maintenance Journal 171full

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Contents
A journal for all those interested in the maintenance, monitoring, servicing and management of plant, equipment, buildings and facilities.
February 2004
6 10 14 18 24 32 36 42 50 69
CMMS - A Black Hole or a Black Box

Asgraf W. Labib
Volume 17, No 1. February 2004

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

Alain April, A. Abran and R Dumke
Winning The Battle With Downtime Using RBI

Tony Musgrave
Revolutionising Naval Maintenance With RCM

Dr Alun Roberts
A TPM 3 Journey To Excellence - Case Study

Keith Saul
The Total EAM Vision

Daryl Mather
Maintenance Improvement - Where To Start

Allan Hutton
Terotechnology In The Competitive Edge

Dr. Bimal Samanta, Dr. Bijan Sarkar
Enterprise Asset Management Benchmark Survey

How do you measure your maintenance performance
2004 Survey Of Maintenance Data Collection Systems

Prepared by Ian Bradshaw
Something Loose Inside Your Machine? The February 2004 Cover Shot shows a Recovery Tool attachment which may be used with Olympus videoscopes or fibrescobes. For more information see: www.olympusindustrial.com
Regular Features
72 78 79 80
Maintenance News
Current Maintenance and Product News
Forthcoming Events
Seminars and Conferences
Positions Vacant
Maintenance Job Vacancies
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February
Editorial
Welcome to the first edition of the Maintenance Journal for 2004. This edition of the Maintenance Journal has a broad range of topics that includes articles on RCM, TPM, RBI, EAM, CMMS, ERP and to conclude our line up of acronyms what about SMCMM? To learn more read the articles. The major item in this issue is an Enterprise Asset Management Benchmark survey that looks at maintenance of plant, equipment, facilities and assets. The survey confirms that a fix it when it is broken attitude is still prevalent among many organisations, costing millions of dollars annually. The organisations surveyed acknowledge that preventative maintenance adds true economic value to the bottom-line, yet they still are not investing in an integrated, preventative maintenance strategy to maximize this profitability. Just how dramatically Maintenance can impact profitability is illustrated by reports in the Australian press regarding a major mineral processing plant. Recent failures at the plant have caused a 4% slump in the company share price. A failure lasting weeks in November 2003 wiped $1.5 million a day off the companys pre-tax profit and also required $3 million to repair. For the first time in the MJ we have included an article on the Maintenance of Software. It is interesting that much of the maintenance terminology used is very familiar. However one new term used in the article, which has a nice sound to it, is Perfective maintenance! Those of you using CMMS on a regular basis will appreciate what Ashraf Labib has to say on the Black Hole problem associated with many organisations usage of computerised maintenance management systems
Special Feature
in the May 2004 issue
MJ Survey
Computerised Maintenance Management Systems
If your organisation wishes to be included in the survey, then you may obtain the appropriate survey form by contacting Ian Bradshaw at:
mail@maintenancejournal.com Completed survey forms must be returned by: 20 Feb 2004
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CMMS - a black hole or a black box
Computerised Maintenance Management Systems

A black hole or a black box?
Ashraf W. Labib
Department of Mechanical, Aerospace and Manufacturing Engineering, University of Manchester Institute of Science and Technology (UMIST), UK email: ashraf.labib@umist.ac.uk
Abstract
In this paper an investigation of the characteristics of Computerised Maintenance Management Systems (CMMSs) is carried out. The objectives are to highlight the need for them in industry and to identify their current deficiencies. Evidences of the existence of a term coined as "black holes" are presented.
Need for information to aid maintenance management

As in almost every sphere of organisational activity, modern computational facilities have offered dramatic scope for improved effectiveness and efficiency. Maintenance is one area in which computing has been applied, and Computerised Maintenance Management Systems (CMMSs) have existed, in one form or another, for several decades. The software has evolved from relatively simple mainframe planning of maintenance activity to Windows-based, multiuser systems that cover a multitude of maintenance functions. The capacity of CMMSs to handle vast quantities of data purposefully and rapidly has opened up new opportunities for maintenance, facilitating a more deliberate and considered approach to managing an organisation's assets. CMMS is now a central component of many companies' maintenance departments, and it offers support on a variety of levels in the organisational hierarchy:
It can support CBM (Condition Based Monitoring) of machines and assets, to offer insight into wear and imminent failures; It can track the movement of spare parts and requisition replacements when necessary; It allows operators to report faults faster, thus enabling maintenance staff to respond to problems more quickly; It can facilitate improvement in the communication between operations and maintenance personnel, and is influential in ameliorating the consistency of information passed between these two departments; It provides maintenance planners with historical information necessary for developing PM schedules; It provides maintenance managers with information in a form that allows for more effective control of their department's activities; It offers accountants information on machines to enable capital expenditure decisions to be taken; It affords senior management a crucial insight into the state of asset healthcare within their organisation. Indeed, Labib (1998) comments that ideally a CMMS is a means to achieving world-class maintenance, by offering a platform for decision analysis and thereby acting as a guide to management. CMMS packages are able to provide management with reports and statistics, detailing performance in key areas and highlighting problematic

Figure 1: Facilities offered by commercially available CMMS packages ... Data Collection Data Analysis Real Time Network Decision Analysis Price Range ... ... ... 40k + All CMMS systems offer data collection facilities; more expensive systems offer a formalised module(s) for the analysis of maintenance data; the market leaders allow real time data logging and networked data sharing [see Figure 1]. Yet, despite the observations made above regarding the need for information to aid maintenance management, virtually all the commercially available CMMS software lacks any decision analysis support for management. Hence, as indicated in This lack of decision analysis is a pronounced problem, as the key to systematic and effective maintenance is managerial decisions being appropriate to the particular circumstances of the machine, plant or organisation. This decision making process is made all the more difficult if the CMMS package can only offer an analysis of recorded data. As an example when one inputs a certain Preventive Maintenance (PM) schedule to a CMMS, say to change the oil filter every month, the system will simply produce a monthly instruction to change the oil filter. In other words it is no more than a diary. A step towards decision support is to vary frequency of PMs depending on the combination of failure frequency and severity. A more intelligent feature would be to generate and to prioritize PMs according to modes of failure in a dynamic real-time environment. PMs are usually static and theoretical in the sense that they do not reflect shop floor realities. In addition, the PMs that are copied from machine manuals are not usually applicable because; a. each machine works in a different environment and would therefore need different PMs, b. machines designers often do not have the same experience of machines failures, and means of prevention, as those who operate and maintain them, and c. machine vendors may have a hidden agenda of maximizing spare parts replacements through frequent PMs. A noticeable problem with current CMMS packages regards provision of decision support. Figure (2) illustrates how the use of CMMS for decision support lags significantly behind the more traditional applications of data acquisition, scheduling and work-order issuing. While many packages now offer inventory tracking, and some form of stock level monitoring, the reordering and inventory holding policies remain relatively simplistic and inefficient. See the work of Exton and Labib (2002) and Labib and Exton (2001). Moreover, there is no mechanism to support managerial decision-making with regard to inventory policy, diagnostics or setting of adaptive and appropriate preventive maintenance schedules.
A BLACK HOLE
1k + 10k + 30k +
issues. Maintenance activities are consequently more visible and open to scrutiny. Managers can rapidly discover which policies work, which machines are causing problems, where overspend is taking place, and so on, thereby revealing information that can be used as the basis for the systematic management of maintenance. Thus, by tracking asset 'health' in an organised and systematic manner, maintenance management can start to see how to improve the current state of affairs. However, the majority of CMMSs in the market suffer from serious drawbacks as will be shown in the following section.
Current deficiencies in existing on-the-shelf CMMSs

Most existing on-the-shelf software packages, especially Computerised Maintenance Management Systems (CMMS) and Enterprise Resource Planning (ERP) systems, tend to be 'black holes'. This term is coined by the author as an observation of data input greedy systems that seldom provide any output in terms of decision support. Companies consume a significant amount of management and supervisory time compiling, interpreting and analysing the data captured within the CMMS. Companies then encounter difficulties analysing equipment performance trends and their causes as a result of inconsistency in the form of the data captured and the historical nature of certain elements of it. In short, companies tend to spend a vast amount of capital in acquisition of of-the-shelf systems for data collection and their added value to the business is questionable.
Figure 2: Extent of CMMS module usage (from Swanson, 1997)
Applications of CMMS Modules

Maintenance Budgeting Predictive Maintenance data analysis Equipment failure diagnosis Inventory control Spare parts requirements planning Material and spare parts purchasing Manpower planning and scheduling Work-order planning and scheduling Equipment parts list Equipment repair history Preventive Maintenance planning and scheduling
A Black Hole
70
75
80
85
90
95
100
Percentage of systems incorporating module 9

According to Boznos (1998) "The primary uses of CMMS appear to be as a storehouse for equipment information, as well as a planned maintenance and a work maintenance planning tools". The same author suggests that CMMSs appears to be used less often as a device for analysis and co-ordination and that "existing CMMS in manufacturing plants are still far from being regarded as successful in providing team based functions". The author has surveyed CMMSs and investigated TPM and RCM concepts and to what extent both concepts are embedded in existing CMMSs in the market. He has concluded that "it is worrying the fact that almost half of the companies are either in some degree dissatisfied or neutral with their CMMSs and that the responses indicated that manufacturing plants demand more user-friendly systems"(Boznos, 1998). This is a further proof of the existence of a 'black-hole'. In addition, to make matters worse, it appears that there is a new breed of CMMSs that are complicated and lack basic aspects of userfriendliness. Although they emphasise integration and logistics capabilities, they tend to ignore the fundamental reason for implementing CMMSs that is reducing breakdowns. These systems are difficult to handle by either production operators or maintenance engineers. They are more accounting and/or IT oriented rather than engineering based. In short they are Systems Against People that further promote the concept of black holes. Several factors are deriving the need for a new paradigm to aid maintenance management through an intelligent maintenance information system. Firstly, the amount of information available, even to quite modest organisations, continues to increase almost exponentially. What is more, there is an increasing requirement to have this data and information on hand and in real-time for decision-making. Secondly, data-lifetime is diminishing as a result of the shop-floor realities, which are real-time in nature, and the rapid pace of change. The initiative now is to acquire data about individual machines, based upon real interactions rather than deduced behaviour from historical data. Finally, the way that data is being accessed has changed. The days of legacy maintenance systems of large batch reports, where the focus was on data throughput, are being replaced by dynamic, on-line queries, created on-the-fly, and with answers in seconds rather than days. Results of an investigation of the existing reliability models and maintenance systems (EPSRC Grant No. GR/M35291) show that managers lack of commitment to maintenance models has been attributed to a number of reasons (Shorrocks and Labib, 2000), and (Shorrocks, 2000): i. Managers are unaware of the various types of maintenance models, ii. A full understanding of the various models and the appropriateness of these systems to companies are not available and, iii. Managers do not have confidence in mathematical models due to their complexities and the number of unrealistic assumptions they contain. This correlates with recent surveys of existing maintenance models and optimisation techniques, Ben-Daya etal (2001) and Sherwin (2000) have also noticed that models presented in their work have not been widely used in industry for several reasons such as: i. Unavailability of data, ii. Lack of awareness about these models, and iii. Some of these models have restrictive assumptions. Hence, theory and implementation of existing maintenance models are to a large extent disconnected. They concluded that there is a need to bridge the gap between theory and practice through intelligent optimisation systems (e.g. rule-based systems). They argue that the success of this type of research should be measured by its relevance to practical situations and by its impact on the solution of real maintenance problems. The developed theory must be made accessible to practitioners through information technology tools. Efforts need to be made in the data capturing area to provide necessary data for such models. Obtaining useful reliability information from collected maintenance data requires effort. In the past, this has been referred to as data "mining," as if data can be extracted in its desired form if only it can be found.
Conclusion
The main idea is based on the fact that the 'black hole' or missing functionality in conventional CMMSs is intelligent decision analysis tools. In PART 2 we demonstrate how maintenance system can be transferred from being a black hole to a black box where the input to that box are data and the outputs produced are decisions. We will present an industrial application of holonic concepts in manufacturing maintenance. The proposed model provides combination features of both fixed rules and flexible strategies. PART 2 will be published in the May 2004 issue of the Maintenance Journal
References
[1]. Ben-Daya, M., S.O. Duffuaa, A. Raouf (eds), (2001) Maintenance modelling and Optimisation, Kluwer Academic Publishers. [2]. Boznos, Dimitrios, "The Use of CMMSs to Support Team-Based Maintenance", MPhil Thesis, Cranfield University, 1998. [3]. Exton, T. and Labib, A.W., Spare Parts Decision Analysis - The Missing Link in CMMSs (Part II), Journal of Maintenance & Asset Management, ISSN 0952-2110, Vol 17 No1, 2002. [4]. Labib, A.W., and T. Exton, Spare Parts Decision Analysis - The Missing Link in CMMSs (Part I), Journal of Maintenance & Asset Management, ISSN 0952-2110, Vol 16 No 3, pp 10-17, 2001. [5]. Labib, A.W., "World Class Maintenance Using a Computerised Maintenance Management System"; Journal of Quality in Maintenance Engineering (JQME); MCB Press; Vol 4, No 1.; pp 66-75; April 1998. [6]. Sherwin, D. (2000) A review of overall models for maintenance management, Journal of Quality in Maintenance Engineering, Vol. 6 No. 3. [7]. Shorrocks, P., and A.W. Labib, "Towards A Multimedia-based Decision Support System for Word Class Maintenance", Proceedings of the 14th ARTS (Advances in Reliability Technology Symposium), IMechE, University of Manchester, November, 2000. [8]. Shorrocks, P, "Selection of the most appropriate maintenance model using a decision support framework", unpublished report UMIST, 2000. [9]. Swanson, L. (1997) Computerized Maintenance Management Systems: A study of system design and use, Production and Inventory Management Journal, Second Quarter pp. 11-14.
10

Alain April, A. Abran
Ecole de Technologie Superieure, Montreal, Canada, aapril@ele.etsmtl.ca , aabran@ele.etsmtl.ca
Reiner R. Dumke
Otto von Guericke University of Magdeburg, Germany, dumke@ivs.cs.uni-magdeburg.de
Software accounts now for a increasing share of the content of modern equipment and tools, and must similarly be maintained to ensure its continuous operational efficiency. Although the maintenance of equipment is discussed extensively, very little is published about software maintenance and how it affects us. This paper presents an overview of key topics of software engineering maintenance.
Software Maintenance. This ISO standard, although as well known as ISO900: 2000, is important to the software maintainers and to general management for understanding better the services provided on the software you own and that you are about to service or modify. The ISO/IEC standard recognizes four categories of maintenance work (see figure 1): Corrective maintenance: Reactive modification to a software product, performed after delivery to correct the problems identified. Adaptive maintenance: Modification to a software product, performed after delivery to keep a software product usable in a changed or changing environment. Perfective maintenance: Modification to a software product, after delivery to improve performance or maintainability. Preventive maintenance: Modification to a software product, after delivery to detect and cor rect latent faults in the software product before they become effective faults. In well-managed software organizations, most of the changes to software are carried out to adapt such software to the changing business or technology environment. Because the business context now moves very quickly the equipments must also improve constantly, new and better functionality need to be inserted in the existing software. The software does not deteriorate physically with time and does not age when it operates. However, due to continuous additions or modifications, it gets more complex and patched with the numerous changes and progressively becomes more difficult to maintain. These are some of the issues that have to be recognized and understood for maintaining management control over the maintenance budget of both the software and of the related equipment. So next time you look into the list of software problems try to separate them and identify the real % of corrections. Youll see that it does not account to so much. Its the changes that take the most out of your budgets. And changes, by definition, have more to do with maintenance projects than routine maintenance. It becomes evident that some of those requests will take longer because they are not routine work!
Has your production ever been stopped because of a software problem?

Software maintenance is indeed required to support many key equipment and product lines throughout their daily operational cycles. For instance, software-related problems and modification requests are sent to the supplier of the product where it is logged and tracked, the impact of proposed changes is determined, software code is modified, testing is conducted, and a new version of the software product is released. This looks quite simple, but if it were that simple, the software fix would be applied in minutes. Then why does it often take days, weeks and sometimes months to dot it? Because software is sometimes quite complex and that even a seemingly very minor change to an element might have a very extensive impact throughout the whole structure, should such element be used across the structure of either the software itself or throughout the operation system linked to such software. Software maintenance is often perceived merely as fixing bugs, which is reactive to errors and omissions. However, studies and surveys over the years have indicated that there is much more to software maintenance than merely fixing bug. Some studies have even reported that corrective software maintenance represents less than 20% of the maintenance workload. The consensus on the key components of the software maintenance process has been documented in the ISO/IEC 14764 the International Standard for
Proactive Reactive
Correction Preventive Corrective
Enhancement Perfective Adaptive
Figure 1: ISO14764 software maintenance categories
12
But why does it take so long to change the software?

A number of very complex issues must be dealt with to ensure adequate maintenance of software systems. For example, it is most challenging for software maintainers to analyze 500,000 or 2,000,000 lines of code software system that the maintainer did not develop himself to find a hidden defect or to identify where a specific change must be implemented. Furthermore, software engineering is far from a mature engineering discipline and unlike mechanical engineering, still too little is provided in terms of professional and accredited training to the software maintainers. Instead it is often observed that software maintainers have a limited understanding of the products they must maintain. Over the years, both practitioners and researchers have reported that up to 60% of time spent on maintenance is indeed devoted to developing a good understanding of the software to be modified, prior to initiating any change to it. This of course leaves much less time to carry out the change and to test it extensively.
Internal software maintenance organizations. Some of the activities unique to software maintainers are: Transition: Is a controlled and coordinated sequence of activities during which a system is transferred progressively from the developer to the maintainer; Service Level Agreement (SLAs) & specialized maintenance contracts: Maintainers negotiate SLAs and domain specific contracts; Help Desk handling of modification requests (MRs) and problem reports (PRs): Maintainers use a problem handling process to prioritize, document and route the requests they receive; Acceptance/rejection of MRs: Maintainers will not accept modification requests work over a certain size/effort/complexity and will reroute these requests to a developer; Impact Analysis Regression Testing: Maintainers need to perform regression tests on the software so that the new changes do not introduce errors into the parts of the software that were not altered. The SMCMM has been developed from a customer perspective. The ultimate objective of software maintenance improvement programs initiated as a result of a SMCMM assessment is increased customer (and shareholder) satisfaction, rather than rigid conformance to such a model. A higher capability level, in the SMCMM context, means, for customer organizations: a)Reaching the target service levels and delivering on customer priorities; b)Implementation of the best practices available to software maintainers; c)Obtain transparent software maintenance services and at costs that are competitive; d)The shortest possible software maintenance service lead times. For a software maintenance organization, achieving a higher capability can result in: a)Lower maintenance and support costs; b)Shorter cycle time and intervals; c)Increased ability to achieve service levels; and d)Increasing ability to meet quantifiable quality objectives at all stages of the maintenance process and services. In the SMCMM model, the key software maintenance processes have been grouped into three classes (Figure 2). a)Primary processes (operational); b)Support processes (supporting the primary processes); and c)Organizational processes offered by the IT unit or by other departments of the organization (for example: finance, human resources, purchasing, etc.). The key operational processes (also called primary processes) that a software maintenance organization uses must be initiated at the start of software project development and then maintained subsequently, beginning with the transition process. The Transition process ensures that the software project is controlled and that a structured and coordinated approach is used to transfer the software to the maintainer. In this process, the maintainer will focus on the maintainability of this new software. Once the software has become the responsibility of the maintainer, the Issue and Service Request Management process handles all the daily issues, problem reports, change requests and support requests. These are the daily services that must be managed efficiently. The first step in this process is to assess whether a request is to be addressed, re-routed or rejected (on the basis of the service-level
If its not the maintainers fault whose is it?

Why is software so hard to maintain? Many of such difficulties can be traced back to the software development process itself which often does not take into account the maintainability requirements: too often software is developed in uncontrolled environments (e.g. read 'hackers style') and not to professional engineers standards. In industry, if a product or an equipment is not built to the proper quality standard, and without adequate maintenance documentation, then maintenance will be abnormally high when compared to products or equipments developed to the highest quality standards. Because software is often embedded (that is, hidden) into industrial products it lacks visibility, suffers from lack of management attention, then from lack of resources, which often leads to lower quality: for instance, when a trade-off must be made in a situation of schedule compression, then software is often where development cuts happen rather than on the more visible hardware related components. Of course, software vendors are part of the problem; in making you believe that their software is better, faster and maintainable (but with little supporting evidence). The software maintainability issue is often quoted in the Information Technology industry. The IEEE Computer Society [IEEE610.12] defines "maintainability" as the ease with which software can be maintained, enhanced, adapted, or corrected to satisfy specified requirements. ISO/IEC defines maintainability as one of the main quality characteristics of a software [ISO9126]. Maintainability of software must be specified, reviewed and controlled during the software development activities if we wish to ever properly manage the maintenance process and subsequently reduce the maintenance costs. If this is done successfully, the quality of maintenance of the software (its maintainability) will likely improve. Unfortunately, there is often a lack of attention to maintainability during the software development process. Often software disregards this key business and engineering requirement. Time and time again software is implemented and sent to the operations without adequate maintenance documentation, unduly adding later on considerable maintenance cost wherever a software change must be implemented.
Arent there best practices for improving software maintenance?

The need and benefits of mature engineering processes is well documented, including for software development. Similarly, there is a well recognize link between the levels of maturity and related costs savings in software maintenance. For example, the Software Maintenance Capability Maturity model (SMCMM) identifies the best practices associated with the software processes unique to a maintainer. SMCMM was designed as a customer-focused benchmark for either: Auditing the software maintenance capability of a software maintenance service supplier or outsourcer; or
14

agreement and the nature of the request and its size). Accepted requests are documented, prioritised, assigned and processed in one of the service categories: 1) Operational Support process (which typically does not necessitate any modification of software); 2) Software Correction process; or 3) Software Evolution process. It is to be noted that a number of service requests do not lead to any modification to the software. In the SMCMM model, they are referred to as operational support activities, and these consist of: a) answering questions; b) providing information and counselling; and c) helping customers to better understand the software, a transaction or its documentation. The last two main operational processes are the Version Management process, to move items to production in a controlled fashion, and the Production Surveillance process , which will ensure that the operational environment has not been degraded. Maintainers must also monitor the behaviour of the operational system and its environments for signs of degradation. They will quickly warn other support groups when something unusual happens (operators, technical support, scheduling, networks and desktop support) and judge whether or not it is an instance of service degradation, which needs to be investigated. A process which is used, when required, by an operational process is said to be an operational support process. In this classification, we include: a) the many maintenance planning processes; b) the maintainers education and training; c) the maintenance environments and testing; d) management of the contractual aspects and service level agreements; e) rejuvenation or retirement of software; and, finally, f) resolution of problems. These are all key activities, which are available to support some operational process activities. Organizational processes are typically offered by the IT department and by other departments in the organization (for example: human resources, finance, quality assurance and ISO9001). While they are important to measure and assess, it is often easier for the maintainer to start defining the operational and operational support processes. This generic model should help understand and position the various key software maintenance processes. What is important, is that these processes be explicitly listed and classified based on their type (operational, support or organizational). The SMCMM was developed in an industrial environment with practices recognised as useful. In summary software maintenance is not all that simple and a maturity model might be helpful at assessing your suppliers maintenance maturity. Its proven in engineering, better design for maintenance leads to lower operational costs.
Operaional Support Service
Transition
Issue and Request Management
Corrective Service
Version Mngmt Restart and Upgrade
Production Surveillance
Evolutive Services
Maintenance Planning
Maintenance Training
Environment, Verification - Validation
SLAand Supplier Management
Software Rejuvenation and Retirement
Casual Analysis and Problem Resolution
Configuration Management and document control
Review Process
Measurement
Internal Audit And Quality Assurance
Process Improvement
Purchasing and Human Resources
Figure 2: A classification of the Software Maintainers Key Processes
15
Winning the battle with downtime using RBI

Tony Musgrave
ABB Eutech Ltd, UK tony.musgrave@gb.abb.com
In continuous manufacturing 90 percent of all potential failures are likely to be caused by just 10 per cent of the installed equipment. When planning preventive maintenance, it therefore makes good business sense to focus on this high-risk group. Risk Based Inspection (RBI) lets you do exactly that.
ABB Eutech1 has developed a Risk Based Inspection (RBI) method that enables companies to substantially increase plant reliability, reduce the number of plant failures and cut the time required for regular inspection/maintenance. Recent results with four customers in the chemical and petrochemical industry provide compelling evidence of major savings. The total cost of Iinspection costs, for example, could be reduced by 49 to 80 percent. Average inspection intervals were increased by between 35 and 57 percent, with an average increase of 44 per cent. And more than half the plant equipment could be removed from the invasive inspection programs.The bottom line is that RBI reduces downtime, planned or unplanned, for a saving in maintenance costs. The time and capacity/availability that is released as a result has a direct, positive effect on a plants output.
and maintenance effort on those areas where the risk and its potential effects are greatest. The prime objectives of an RBI program are to: Focus effort on identifying and reducing the safety and business risks. Achieve increased plant availability by ensuring that outages only take place for essential inspections. Reduce the maintenance costs associated with necessary or excessive dismantling and preparation. Improve safety by getting rid of hazards associated with preparing for inspections. RBI is becoming the preferred tool by which good engineering practice is measured. Its predictive approach is designed to eliminate excess and inadequacy by concentrating inspection effort on real risks (Figure 1). Use of RBI has shown to be effective in reducing the number of unforeseen breakdowns.
The principles of RBI

RBI is a knowledge-based method that uses risk as a basis for prioritizing and managing an inspection program. In this definition, risk is seen as the result of the probability of future failure and the likely consequence of that failure. Generally speaking, the level of risk associated with the different pieces of equipment that make up a plant is variable. However, this fact is seldom reflected in the inspection routines applied across the inventory of equipment. Risk based inspections focus the inspection
The ABB approach to RBI

ABBs RBI process is built around an asset care strategy that is designed to monitor the plant throughout its lifecycle. This involves the acquisition of detailed knowledge and requires a good understanding of the behavior of every component in the plant under its current duty conditions. Multidisciplinary in its approach, it looks at parameters such as the design/construction quality, inspection/maintenance history, and the service conditions, including
1 ABB Eutech is the process solutions center of excellence within ABBs petroleum, chemical, life science and consumer goods industries business area.
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The RBI objective was to raise plant availability from 80 to 85 per cent - from 290 days to 310 days per year which is the world-class standard for similar batch specialty chemical processes. It was concluded that the main contribution to increasing plant availability would come from a reduction in the annual shutdown time. This would need to be cut from 35 days to 21 days. The potential financial benefit of saving a large amount of downtime was estimated to be almost $10 million. Such an amount would result from an improved gross margin and reduced short-term investment needs. None of this means that future plant expansion is ruled out, but Victrexs immediate priority was to get the most return from its existing facility before embarking on further major investment.
RBI risk matrix moving the operating risk envelope to a safer region
A B C D
Consequence
No special care required Hazard study Periodic inspection Full registration procedure
normal and abnormal excursions. The review identifies all failure mechanisms and associated risks. This accumulated knowledge and experience helps engineers to decide what equipment needs to be inspected and when, as well as to establish where failure would be least acceptable and cause the most problems. This makes it easier to see where effort has to be focused in order to maximize the return. It facilitates the optimization of examination intervals whilst at the same time identifying equipment for which non-invasive examinations would be equally effective. ABB has refined its proven RBI approach into an efficient, streamlined solution called Risk Based Inspection(Figure 2) An example of the success of Risk Based Inspection+ implemented in close partnership with a customer is a project ABB undertook recently for Victrex plc, a UK polymer producer.
RBI delivers for Victrex

Victrex manufactures PEEK polymer, a high-performance thermoplastic. Victrex is in the fortunate position of enjoying very high demand for its product. Its major challenge is to increase production while controlling overhead and investment costs. Working with ABB, Victrex engineers were aiming to break out of the vicious loop that had always linked higher output to investment in new plant. The general rule was that an annual increase of 100 tons in output always required an investment of $1.5million. In recent years output has been raised from 1000 tons per year to 2000 tons in two jumps of 500 tons, first in 1996 and then again in 2000. In each case almost $10 million was invested in new plant.
Saving time, saving cost

The inspection and maintenance routines were a prime target for close examination. It was seen that time and cost savings could make a vast difference to output, efficiency and profitability of the plant. Before RBI the inspection regime was prescriptively invasive on all items, regardless of the risks associated with them. It is a fact that, very often, extensive inspection during the shutdown periods reveals no deterioration. However, there are occasions when unexpected problems are found, and this can lead to unplanned repairs that increase the outage time. All inspection and maintenance work on the main pressure vessels must comply with Pressure Systems Safety Regulations 2000. These look mainly at how the safety performance and condition of the vessels reduce workplace risks as far as is reasonably practical. As a Victrex engineer puts it, The total cost of inspection includes decommissioning, decontamination and preparation for internal inspection. All this time and effort just to find that, more often than not, everything is OK! This led us to question our approach. It was this questioning that steered the company toward a knowledge-based approach to understanding the behavior of the plant.
For both ABB and Victrex there were some essential steps in ensuring that RBI delivered the desired benefits. Above all else there was the need to harness all existing in-house knowledge and experience and link it to ABB expertise. As a starting point, the inhouse team members were to pool all their knowledge and experience. This data, both qualitative and quantitative, together with historical records of previous inspections and a thorough analysis of the causes of lost output in the last 12 months, provided the basis for the knowledge base on which the RBI plan would be developed. A full understanding of the results of past inspections of pressure vessels during shutdowns was vital, since preparing for and carrying out invasive inspections accounts for much of the time and effort involved in a shutdown. Knowing and understanding the failure mechanisms each item is susceptible to, and where to look for them, helped the team decide on the adequacy of non-invasive inspection. This proved to be a major benefit. Thoroughly gathering and assessing salient historical data, plus the use of ABB advanced software tools, enabled the team to develop an inspection routine that prioritizes and responds to risks and foreseen failure scenarios. It also minimizes the risk of unexpected failure. Having carried out the full review and created an RBI program, the results have proved immediate and impressive. The first shutdown period to be affected, in October 2001, required only nine days. The necessary engineering and maintenance work was completed in four days. The total cost of the exercise was half the amount budgeted. The next shutdown period, a little less than a year later, was cut from 35 days to 20 days. The team expects shutdowns to be kept to this level in future years as some of the equipment gets older and wear and tear increases. Besides the welcome time saving it provides, RBI has met and exceeded expectations. During a recent period of high demand, the gross margin has been improved by more than $9 million over eighteen months of operation and other savings on capital investment and associated depreciation exceed $3 million. Year on year shutdown savings are running at almost $100,000. Victrex engineers admit that their initial desire to apply RBI was an act of faith. They saw the opportunity and believed that the goals would be achieved, but they had no previous experience to refer to. As Andrew Anderson, Engineering Manager of Victrex says, The past experience, professionalism and expertise of ABB were vital elements in steering the work forward and in providing the confidence in the achievability of our objectives. The Victrex experience shows quite clearly that Risk Based Inspections can provide the benefits businesses need to save on preventive maintenance while minimizing the risks of failure.
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Inspection life cycle database
ABB RBI+
Identify deterioration mechanisms
Auditing
New assets
Data collection & analysis
Materials/NDT expertise
Training
Risk analysis
Defect assessment
Asset life planning
Design expertise
Operational knowledge Reduction of actions
Repairs & modifications
Fitness for purpose assessment
Existing assets
Inspection technology
Maintenance expertise Develop inspection plans
Independent design review
Execution of inspection
Asset life planning
ABB inspection service

Registration Inspection life cycle database Support
The victrex plan
ABB Risk Based Inspection+ in brief

Approach What - equipment to inspect, where failure would be unacceptable Where - to focus effort How - which techniques to use When - optimize the examination interval Benefits Increased knowledge of the risk of operating assets Significant reduction in the total cost of inspection Longer turnaround intervals, and reduced turnaround durations Improved equipment availability and reliability, helping to maximize uptime Increased confidence in equipment integrity Established path to regulatory approval
19

By Dr Alun Roberts
The Asset Partnership
Introduction
This article describes the application of Reliability-centred Maintenance (RCM) to Naval assets and the revolutionary changes being made through its' application. Over the years, several myths and misunderstandings have arisen about RCM: what it is; whether it consumes too much resource, whether it can be applied to all types of naval assets including structures; whether the ends justify the means. Following the recent visit to Australia by Commander Nigel Morris RN, Head of the Royal Navy's Warship Support Agency RCM Group it is apparent that the RN has made enormous progress over the past five to six years in implementing RCM-based maintenance programmes to the Hunt Class MCMVs, Type 23 Frigates and other platforms and that the benefits of RCM no longer need justification in the naval context. The RAN (through ANZAC) and the US Navy's Naval Air Warfare Center have also started using RCM to review maintenance policies across a range of systems. Against a background of having to do more with less, RCM offers a proven and robust means for the Navy to obtain maintenance 'value for money' and, in parallel, improve operating safety, system reliability and platform availability.
As the new generation of aircraft entered service, aviation accidents associated with equipment failure were becoming more frequent to the point at which the US Federal Aviation Authority undertook a fundamental review of aircraft maintenance and safety. A major finding was that failure was considerably more complex than had previously been thought. There were in fact not one, but six patterns governing equipment failure, as we see in Figure 2.
Pattern A: The Bathtub Curve High infant mortality, then a low level of random failure, then a wear out zone. Pattern B: The Traditional View A low level of random failure, then a wear out zone. Pattern C: A steady increase in the probability of failure. Pattern D: A sharp increase in the probability of failure settling down to random failure. Pattern E: The Random Failure No relationship at all between how old it is and how likely it is to fail. Pattern F: The Reversed J curve High infant mortality, then random failure.
The need for change

Nowhere was the need for change in maintenance thinking and practices been more necessary than in the aviation industry during the late 1950s and early 1960s. In this post-war period, new aircraft types were being brought into service with new technologies (greatly increased numbers of hydraulic, pneumatic, electro-mechanical and electronic systems) placing new and unforeseen demands on operators and maintainers Up to this time aviation equipment had been much simpler and less stressed, with underlying maintenance policy being based on the belief that components and equipment displayed a 'useful life' after which failures would accelerate in frequency. In response, maintenance policies were developed to change or overhaul items as they approached this perceived 'life'. Graphically, the conditional probability of failure for equipment types was believed to increase around a specific number of operating periods as shown in Figure 1. Conditional Probability of Failure Operating Periods
Fig 1: The traditional view of equipment failure. 20
Fig 2: The six failure patterns Recognition of these patterns heralded a revolution in the world of aviation maintenance and equipment design. Patterns A, B and C supported the existence of age-related failure, but only in a relatively small percentage of cases (11%), whereas Patterns D, E and F were not age related and constituted the vast majority of failures (89%). In the case of Pattern F, scheduled overhaul activities associated with the traditional Pattern B introduced infant mortality and contributed to early life failures and the appalling accident rate at the time of 60 crashes per million take-offs (approximately 40 of these being due to equipment failure). The low percentage of age-related failures (Patterns A, B and C) and the preponderance of failure patterns D, E and F in automated systems shifted the aviation world towards an emphasis on conditionbased maintenance with a corresponding move away from scheduled

Fig 3: RCM development since 1965
overhaul activity as the primary means of asset care. This shift in maintenance focus has been at the root of a 120-fold improvement in aircraft safety due to equipment failure since the mid 1960s.
The history and development of RCM

Recognition of the complex nature of aviation equipment failure culminated in a new approach to the development of aircraft maintenance programmes which was first trialed on the Boeing 747 in the late 1960s. This methodology, known as MSG-1 recognised that: scheduled overhaul had little effect on overall reliability of a
complex item unless there was a dominant age related failure mode; the intrusive nature of the overhaul activity itself was the cause of unreliability; and there are many items and failures for which there is no effective form of scheduled preventive and/or predictive maintenance. Over the subsequent decade, the rudimentary MSG-1 approach was further developed and towards the end of the 1970s, both commercial airline and defence aviation safety and reliability had been
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transformed. In 1974, the US Department of Defense commissioned United Airlines to prepare a report on the processes used by the civil aviation industry to prepare maintenance programmes for aircraft. The resulting document, entitled 'Reliability-centred Maintenance' by its' authors, Stan Nowlan and Howard Heap, heralded the birth of a new era in maintenance programme development. Reliability-centred Maintenance is therefore the specific maintenance development process described in this report. In the early 1980s, RCM was first applied to non-aviation assets, primarily in the South African mining industry through John Moubray. Through this pioneering work, Moubray discovered that the original Nowlan and Heap concept, though sound, needed further development for non-aviation use and also required a comprehensive training process to underpin it. In 1990, Moubray developed the industrial version of RCM known as RCM II which over the past decade or so has become the standard approach adopted throughout the world. The principal developments of RCM over a thirty year period are shown below (Figure 3). In the mid 1990's, the Royal Navy developed a naval version of Moubray's RCM II known originally as Naval Engineering Standard 45, since issued as Defence Standard 02-45. Both RCM II and Def Stan 02-45 approaches are fully compliant with a new SAE Standard SAE JA 1011 (Evaluation Criteria for Reliability-centred Maintenance processes). rather than the system expert. RCM is an integral part of the Integrated Logistic Support (ILS) process as defined in Def Stan 00-60 (and highlighted in Def Stan 0245). The process falls squarely within the Logistic Support Analysis (LSA) process and provides inputs which are needed for a rational approach to spares, tools and skills determination. Application of RCM produces a 'safe minimum' maintenance programme which includes: A comprehensive range of failure management tasks for maintenance and operations staff (incorporating predictive, preventive, detective maintenance as well as the foundation for the development of all likely cor rective tasks); Mandated and recommended redesigns of either the asset or the way it is operated or maintained; and Recommendations for 'no scheduled maintenance' or run-tofailure which require the development of strategies to deal with such failures as they occur. The process has been applied widely to mechanical, electrical and electronic systems as well as to platform structures. John Moubray's book 'Reliability-centred Maintenance' and Def Stan 02-45 both provide comprehensive details of how this is achieved.
The RN RCM Programme

Following a Strategic Defence Review in the early 1990s, a decision was made by the Royal Navy to use RCM to address excessive maintenance manpower and resource costs and to develop a rational approach to risk management and extension of upkeep cycles. Since RCM was a 'new' technology for naval platforms and systems, although well established in many other applications, full implementation was to be dependent of the success of a trial to be conducted on the Hunt Class MCMVs. If successful, application would proceed across the fleet to include frigates, auxiliaries and submarines. At the outset, the decision was made to apply a 'Whole of Platform' approach, using the RCM process as a means of not only reviewing maintenance on specific systems, but also providing a solid foundation for optimising upkeep cycles.
So what is RCM?
RCM is a process used to determine the maintenance requirements of any physical asset so that it fulfils its intended functions over the life cycle and in its' operating context. The RCM process must therefore start by defining user requirements or 'functions'. This in itself is usually something of a challenge for most organisations. Unless this user requirement is understood, it is hardly surprising that operators and maintainers have difficulty agreeing and communicating on when equipment failure has occur red. SAE JA 1011 compliant RCM asks the following seven questions from which a comprehensive approach to failure for the asset can be developed: What are the functions of the asset in its present operating context? How can the asset fail to fulfil each function? What would cause each functional failure? What happens when each failure occurs? In what way does each failure matter? What can be done to predict or prevent each failure? What should be done if no suitable proactive task can be found? The first four questions develop a functional Failure Modes and Effects Analysis (FMEA) and the last two define the appropriate failure management policy. The vitally important fifth question determines how we should react to the failure in relation to whether the failure is 'Hidden' or 'Evident' and whether Safety, the Environment or Operations (Mission in the naval sense) are affected. These seven questions can only sensibly be answered by people who know the asset best; this includes maintainers and operators, supplemented by representatives from OEMs. The group (a typical example of which is shown in Figure 4) is guided through the RCM process by a competent 'Facilitator' who is an expert in the RCM process and its application FACILITATOR Operator Operations Supervisor Technical Specialist
Hunt Class Trial

The Hunt Class trial began in 1996 and used four vessels as a control group for comparison with non-RCM maintained vessels. Selection was based on:
Maintainer
Maintenance Supervisor
Fig 5: Hunt Class MCMV Fig 4: Typical RCM review group
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Hunt possessing the majority of the significant functions of larger vessels (Float-Move-Fight); Systems being sufficiently complex to test the RCM process comprehensively; and Low risk to fleet operations if the trial was not successful. The RCM analysis took place in 1996 and 1997 following a period developing Naval Engineering Standard 45 and an associated database and maintenance management software package (much like AMPS). After completing a functional model of the vessel, around 15,000 failure modes were run through the RCM decision-making process using teams comprising experienced staff who had worked closely with the systems in service and a range of OEM representatives. Of the 15,000 failure modes examined, it was found that just 20% responded to some form of condition-based maintenance, whilst 'traditional' scheduled restoration or discard was only appropriate for just 6% of all failure modes. A further 18% of the failure modes were associated with protective devices which required detective maintenance or 'failure finding' as this is known in RCM. Two thirds of the failure modes did not respond to any form of proactive maintenance activity. These findings lined up closely with the experiences of the aviation industry and reflected the complexity of systems installed. The first ship to go to sea with an RCM-based programme was HMS ATHERSTONE in April 1998 followed by BROCKLESBY, LEDBURY and QUORN. All MCMVs are expected to be operating on RCM-based maintenance programmes within the next year to eighteen months. Results from the trials can be divided into three categories: operational costs, availabilities and impact on HQ and shore-based support organisations. Operating costs for the RCM control group showed a 19% reduction over the period of the trial amounting to 0.5M per vessel per annum, despite a stores supply problem which pushed up spares cost for the control group. Discounting this effect, savings in maintenance effort for the control group were 33% lower. Availabilities of the control group and the non-RCM vessels were comparable, although the control group was negatively influenced by the stores problem above. Control group availabilities have improved as stores processes have been tackled. The most significant changes have been a shift in maintenance effort from non-Fleet to Fleet time, and the removal of large work packages associated with 'Refits'. All this has required the development of a more dynamic relationship between ship and shore. The associated review of the Upkeep Cycle has recommended slightly more frequent, but shorter dockings - with an associated increase in availability to the extent that only 9 of the 10 MCMVs are likely to be needed for current tasking levels yet under the previous regime, all 10 MCMVs would have been needed. The potential impact on support costs is clear if this were to be followed through to the logical conclusion. Overall costs for running the RCM programme on Hunt amounted to 2M. Across the Class, savings of around 5M per annum are expected, providing a Return on Investment measured in months. The encouraging results of the Hunt Class trial were sufficient to harness support for an extensive programme to apply RCM-based maintenance regimes to a range of other platforms, a process which is now well and truly underway.
Implementation to Type 23 Frigate

The RCM analysis and implementation on HMS Lancaster was completed in mid-2002, providing confidence that the RCM process can be applied to a major warship. Over 31,000 failure modes had been examined over 377 separate systems with once again, a major shift towards condition-based maintenance with only 14% of failure modes responding to some form of scheduled restoration or discard (overhaul) activity. Benefits obtained so far include: Removal of maintenance with no value; Less overhaul and reduced requirement for docking when compared with the former maintenance cycle. Reduction in the time needed for maintenance is flowing through to shorter periods available for refit which in turn is forecast to improve contractor efficiency; Reduced time needed for testing and tuning; On-line fault diagnostics available through the RCM analysis and associated database and maintenance management software packages; and The acquisition of failure rate data for specific equipment failure modes which is better enabling the determination of spares requirements and supply chain location. An overall maintenance cost reduction estimated to be 15M per annum for the Class.
Fig 6:
Type 23 Frigate
Vanguard SSBN
HMS Ocean
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Future RN Programme and Benefits

Analysis of several more platform classes is currently underway with implementation due to be complete across the majority of surface vessels and submarines by around 2009. These include Vanguard and Trafalgar Class submarines, HMS Ocean Amphibious Assault Ship, and several Royal Fleet Auxiliaries. Beyond this point, the RCM activity will be largely associated with on-going review and application of the process to new assets for which RCM to Def Stan 02-45 is an endorsed activity within ILS. Total expenditure on RCM activities will be roughly 40M by this time (covering all training, software development, staffing, and contractor support) with ongoing savings of 50M per annum by 2009/10, excluding savings on spares. Additional benefits are anticipated with availabilities expected to increase by around 10-15%. From a commercial perspective, the RCM project internal rate of return is about 80% over this time period at current interest rates.
RAN and other Navy experience

It is not only the Royal Navy which has been busy reviewing maintenance requirements using RCM. Over the past eighteen months or so, the Royal Australian Navy has applied both Def Stan 02-45 and RCM II versions of RCM to a number of assets including three on HMAS MANOORA and two on ANZAC. Particularly noteworthy is the ANZAC Target Indication Radar which was analysed in its' entirety using a team comprising RAN staff and representatives from the OEMs. As with the RN effort, reductions in the level of scheduled discard and replacement were highlighted and increased use of condition-based maintenance techniques were recommended. This has the effect of securing the maximum service from expensive system components which permit the RAN to reduce life cycle support costs for the Radar by potentially several millions of dollars without increasing operational risk. Not surprisingly, faced with this type of saving, disbelievers in the RCM process argue that reductions in the level of proactive maintenance will be quickly followed by increases in reactive maintenance. The US Navy, through the Naval Air Warfare Center (Navair) has been monitoring whether this happens in practice across a number of assets which have received RCM analysis. For these systems, proactive maintenance effort has been reduced by between 55 and 80% and corresponding reactive maintenance has in fact declined, initially by 5% and now running in excess of 10%. For more information, contact Dr Alun Roberts, Director, The Asset Partnership. ( See their advertisement in this issue - page 19)
Fig 7: Forecast RN annual cost savings through RCM application
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A TPM3 Journey To Excellence Case Study
A TPM Journey To Excellence Case Study

3 The Introduction of TPM3 into a Zinc Mine
Keith Saul
General Manager Mining & Resources, The Centre for TPM (Australasia)
Abstract
This is a Case Study on the successful introduction of TPM (Total Productive Maintenance) to an Australian underground zinc mine. The paper is about the experiences of a small group of miners taking their first steps on their TPM3 Journey to Excellence. It is not just about maintenance; it is about leadership, empowerment, learning by doing, ownership, performance measurement, working together and culture change.
3
What is World Class Equipment Performance?

So what is World Class and how do you know when you get there? The TPM3 Methodology utilizes the holistic measure 'Overall Equipment Effectiveness" (OEE) to measure progress towards World Class Equipment Performance. The OEE incorporates three traditional measures; Availability (impacted by break downs and set-ups) Performance Rate (impacted by slow running, idling and minor stops) Quality. Companies are recognized as having achieved World Class Equipment Performance when they have achieved and sustained an OEE in excess of 85%. Most companies find that the OEE on their key items of plant is less than 50% at the start of their TPM3 Journey to Excellence. See figures 1 and 2.
What is TPM 3?
TPM is not a new concept, it was developed by Toyota in the 1970's to lift equipment reliability to the higher levels required by the introduction of the Toyota Production System and Lean Production. It has evolved over the years from just being equipment focused (1s t Generation), to process focused (2nd Generation), and then company focused (3rd Generation). TPM3 is an enhanced and expanded Australasian version of 3rd Generation TPM. It is a company wide equipment management improvement strategy involving all employees aimed at significantly improving capacity, productivity, quality, delivery, safety, morale and bottom-line results. TPM3 is not a simple maintenance program and it cannot be implemented by a handful of people. It requires the co-operation and involvement of all levels of the company, the breaking down of traditional attitudes towards specialization (I operate, you fix) and the establishment of educational systems designed to upgrade skill levels of all employees, especially maintenance and production personnel. The Centre for TPM (Australasia) is a membership-based organisation providing companies with TPM3 Training, Navigation, Research and Networking. Since it's inception in 1996, the Centre has developed TPM3, an enhanced and expanded Australasian version of 3rd Generation TPM. TPM3 is now being introduced throughout Australasia at over 40 sites involving some 14 industry groups.
Pasminco and TPM 3

Pasminco first trailed TPM 3 in 1998 at their smelter at Port Pirie in South Australia. The initiative was extremely successful, lifting key plant OEE's towards the World Class levels and yielding significant cost savings with the added benefit of a greatly improved safety performance. Pasminco operates a number of zinc mines in Australia, but it is the Rosebery Mine that is leading the way in the TPM3 Journey to Excellence. Rosebery is a medium sized underground base metals mine located in Tasmania. The mine is over 100 years old but is quickly becoming regarded as one of the most innovative and profitable zinc mines in the country. The site employs some 220 people and mines over 750,000 tonnes of ore per annum. Under the leadership of General Manager, Brett Fletcher, the Management Team had been looking at TPM3 for some time as a
26
A TPM 3 Journey To Excellence Case Study
Overall Equipment Effectiveness Model

for the Mining Industry
Figure 1
Six Big Losses

Breakdown
Target Zero
Availability
Set-up and Repositioning
Minimise
Overall Equipment Effectiveness
Performance Rate
Reduced Speed Idling and Minor Stoppage Downgrade and Reprocessing Yield Loss
Zero
Zero
Quality Rate
Zero
Minimize
Defining Equipment Losses and OEE

Figure 2
Total Elapsed Time Scheduled Production Time Available Run Time Reported Operating Time Net Operating Time
Efficient Net Operating Time Value Adding Time Rejects and Rework Reduced Speed Minor Unrecorded Stoppages Unplanned Recorded Stoppages Set-up Time Planned Downtime
Overall Equipment Effectiveness (OEE):
Value Adding Time Elapsed Time Value Adding Time Scheduled Production Time
Equipment Effectiveness (EE):
27
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Interest for Reliability / Maintenance Training in 2004

Please fill in the following MJ form to register interest for Reliability / Maintenance Training in 2004
Name............................................................................................................................................. Organization................................................................................................................................. Position..........................................................................................................................................
Phone ...................................Fax.......................................Email .................................................. Address.......................................................................................................................................... State .....................................Country ...............................Postcode.............................................. I am interested in attending. Please send me more information & training dates; K Root Cause Analysis 2 Day Practitioners Course K Root Cause Analysis 1 Day Participant Course K Understanding Reliability K Introduction to RCM K Advanced RCM Skill Building Using RAMS Analysis K QRA studies using Faultree Plus K Lifecycle Costing K System Availability Modeling K Weibull Analysis K Performing Hazard and Operability Studies with Hazop Plus K Reliability 2004 K On-site training (Please specify area of interest) K MELBOURNE K ADELAIDE K BRISBANE K GOLD COAST K PERTH K AUCKLAND K GLADSTONE K NEW PLYMOUTH K NEWCASTLE K SYDNEY
K OTHER PLEASE INDICATE SUGGESTED DATES ........................................................................................................................... SUGGESTED NUMBER OF ATTENDEES .............................................................................................
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ARMS RELIABILITY ENGINEERS, PO BOX 501, OCEAN GROVE VIC 3226 * PH: 03 5255 5357 * FAX: 03 5255 5778 * * EMAIL: arms@reliability.com.au * WEB: www.reliability.com.au *
RELIABILITY 2004 - The Must Attend event on your 2004 Reliability Calendar This annual event is designed around the needs of our users. Hear about the latest developments in RAMS software and learn how others are getting results. Knowledge sharing is a focus each year with case studies presented by users of RAMS software and ARMS methodology. Listen and learn from other national & international organisations from a large range of industries about the challenges and benefits of Reliability Engineering. Round table sessions, discussion forums and social activities ensure an interactive networking program. APOLLO ROOT CAUSE ANALYSIS - Finding effective solutions that prevent recurrence and remove blame Apollo RCA at any level is suitable for anyone whose job includes problem solving. There are 3 Apollo courses to choose from: The Half Day Managers course: 1 Day (Participants Course); or 2 Day (Practitioners Course). The one-day participants course provides attendees with the skills necessary to find effective solution and understand the benefits of problem definition, creating a cause and effect chart and finding a range of possible solutions before deciding which are the best. The two day program looks further into what makes a successful program, and focuses on facilitation of Root Cause Analysis sessions. The half day managers program deals with what is necessary to manage a successful Apollo RCA program and institutionalize it in an organization. UNDERSTANDING RELIABILITY Using Powerful Technology and Simple Methodology to achieve world class Reliability Practices This 2 day seminar is aimed at Managers, Planners and Practitioners who are involved in managing the reliable performance of assets. The objective is to provide attendees with an awareness of how to improve asset performance using Reliability Engineering Methods. Background theory is combined with workshops using the latest RAMS technology to enhance skill levels. Case studies will also be presented using RCMCost and AVSIM Plus for Maintenance Optimization and System Availability Analysis. All attendees will gain an appreciation and understanding of the benefits of using reliability methods including, reduction in cost of capital for new projects, improved quality and safety, increased equipment reliability, reduced maintenance and operating costs and proactive maintenance management. RCM SKILL BUILDING USING RCMCOST Maintenance Optimisation for Reliability Engineers, Planners or Personnel involved in improving their RCM Program RCM Skill Building Using RCMCost is a 2 day workshop, designed to provide an understanding of the RCMCost method of maintenance task optimization. The workshop will be of practical benefit to technicians, engineers, planners and managers, providing the information that allows them to assess the cost effectiveness of existing maintenance plans, and know how to select optimum tasks and frequency of maintenance tasks for both new and existing equipment. This course also covers the essential data analysis skills necessary to be able to utilise failure records and equipment history. Instruction is through a series of targeted exercises to ensure all participants leave with practical hands on knowledge. PLANT AVAILABILITY MODELING Evaluating & Improving System Performance through Availability Simulation This course provides the knowledge and skills necessary to perform system analysis using Reliability Block Diagrams and Availability Simulation. This is a skill building course designed for those wishing to improve the availability of systems and reduce plant downtime. Practical examples will be worked on using AvSim+ availability simulation program. PERFORMING HAZOP Studies Identifying hazards for New and Existing Plant Identifying hazards through HAZOP studies is the first step in many risk management programs. This course teaches the basics involved in understanding Risk and how to use the Hazop Technique to identify Hazards, rate the hazard and identify which hazards need to be addressed to reduce unacceptable exposure. A systematic approach is essential for an efficient Hazard identification and risk reduction program. This course introduces both spreadsheet and database applications that can be employed. QRA STUDIES USING FAULTREE PLUS Quantified Risk Analysis can be used to identify the critical events carrying the highest risk and evaluate the effectiveness of risk reduction options. Used for Risk Management, Level of Protection Analysis, Safety Integrity Level Determination, Isographs Faultree program is a world leader. This day is a familiarization day with one of the worlds leading programs to perform Faultree and Event Tree analysis.

possible vehicle to involve everyone in continuous improvement. In a move that signalled his commitment to TPM3, Brett Fletcher took 20 of his key people to a 2 day Introduction to TPM3 Workshop.
Going Solo
For a number of team members this was a major learning experience wrestling with issues such as how to be a team leader / team member, how to plan meetings around shift work, how to carry out surveys and how to analyse data with the added pressure of a 12 week time limit to achieve a significant improvement in performance (25% increase in OEE). The team followed a 9-step process, with each step clearly outlined in their TPM 3 Team Member Manuals.
TPM3 Introduction Strategy

A TPM3 Leadership Team was established comprising the General Manager, Mine Manager, Technical Services Manager, Metallurgy Manager, Metallurgy Superintendent, and the two TPM3 Co-ordinators. A half-day TPM3 Introduction Strategy Workshop resulted in the selection of the first two pilot improvement teams, one from the surface (Mill) operations and the other from underground (Mine) operations. The teams were each given a mandate, which was to identify all of the losses associated with their selected pilot area, to increase the Overall Equipment Effectiveness (OEE) by 25%, make recommendations for further loss improvement activities, and to complete the project within 12 weeks.
Analysing the Current Situation

The Mine Team, which focused on Mine Development, spent the next 3 weeks busily analyzing the current situation, determining the OEE for the Drilling Rig and identifying the OEE losses, the strategic intent and expected life of the equipment; the baseline performance of drilling and blasting, the preventive/ predictive maintenance capability, the status of drawings, operating procedures, spares etc. This was complemented with a survey of their work mates to determine how operators and maintainers viewed the equipment in regards to ease of operation, reliability, process capability, housekeeping, safety, environment, rework / rehandle, and maintenance practice. The results provided the team with valuable information about the equipment and processes and a better understanding of issues affecting the rate of development. The survey involved all other plant operators in the project and provided some interesting feedback on the WIIFM (what's in it for me) issues that need to be addressed in order to reduce operator frustration and gain commitment and ownership to any changes in operating procedures.
The Journey - Team Awareness Training

All team members attended a one day TPM3 Awareness Workshop. The majority of the team members had never worked at another site and with many long serving employees amongst them, there was several hundred years of experience in the room.
Team Kick -Off The Cycle

The first of 12 team meetings was a half-day kick-off workshop to form the team through a series of team building exercises and to guide them through the structured step-by-step approach that is an integral part of the TPM 3 Methodology. (Figure 3)
Focused Equipment & Process Improvement

12-week cycle based on the P-D-C-A wheel Figure 3
1. Identify Opportunities 4. Develop Vision of Improved Performance 3. Analyse Current Station 5. Identify Possible Root Causes and Solutions
9. Acknowledge / Recognise Team and Communicate Results
2. Form Team and Scope Project
Act Presentation Check

8. Measure Progress and Hold Gains Quality Assurance
Plan Do
Presentation
6. Pilot Proposed Solutions
7. Refine and Implement Successful Solutions
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Objectives
To more fully understand current Equipment & Process loss and its impact on Overall Equipment Effectiveness and the Counter-Balance Measures
Figure 4
Strategic Analysis
As - Is Situation
Baseline Analysis OEE Loss Analysis Equipment Analysis (Operator Survey) Technical Data Analysis Preventive/Predictive Maintenance Capability Analysis
Team Reviews
Other Loss Analysis
OEE and Loss Analysis - Some Surprises

The engineer on the team calculated the OEE of one drilling rig and presented his findings to the team. The team members were used to seeing their performance measured in terms of metres of development (tunneling) and this generally averaged 100m per week. The traditional measure does not give any real indication of how much better the performance could be if all losses were eliminated. The team was surprised to find that the OEE was averaging 55% - leaving 45% in losses. The OEE was being eroded by losses in Availability, Performance Rate, and Quality. The Performance Rate is a comparison of the actual drilling rate compared to what should be the optimum rate. Traditionally, the Drilling Teams considered that completing 3 faces per shift was the very best rate that could be achieved. It took a lot of discussion to finally agree that with the best conditions, best equipment and the best operator; they could conceivably complete four faces in a shift. This was a major turning point for the Team Detailed analysis of data gathered from records and observations allowed the team to construct a first level Pareto Analysis showing the relationship between operating time, planned downtime and reported stoppages. (Figure 5) The team was surprised to find that the operating time was only 38% of the available time and reported stoppages were over 30%. The team then conducted a second level Pareto Analysis on the reported stoppages, revealing the major losses that were affecting the OEE of the drilling rig. (Figure 6) Mechanical and Electrical Downtime made up only 37% of the
reported stoppages. Most team members start with the belief that all inefficiencies are caused by maintenance problems. TPM3 Teams discover what maintenance people already know, that losses from other operational causes are as big, if not bigger than the losses due to equipment failure. So the team was surprised to find that the drilling rig breakdowns made up only 37% of the reported losses affecting the rate of development. This proved to be another turning point for the team, further breaking down the barriers between operations and maintenance. Armed with this valuable information the team set about looking deeper into these issues to determine the root causes.
Root Causes and Recommended Solutions

This is where the team began to ask "why" several times and explored every possibility in order to get to the root causes of the losses. The preventive maintenance schedules were closely reviewed and plans made to introduce the changes as soon as possible. Recommendations were put forward for operators and maintainers to work together on some of the PM work. In looking at the other losses it soon became evident that most of them were caused by a lack of adequate planning and scheduling. This resulted in a significant change in both the planning and overall mode of operation. Management had been looking at increasing the length of the drilling booms in order to gain extra length at each firing. The team decided to adopt this modification on the rig dedicated to face drilling.
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Figure 5
Pareto Analysis - Value Added Time and Losses

45% 40% 35% 30% 25% 20% 15% 10% 5% Operating Time Planned Downtime Reported Stoppages
Figure 6
Pareto Analysis - Recorded Stoppages

40%
30%
20%
10%
0%
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The team undertook a thorough cleaning and inspecting of the primary drilling rig and identified numerous defects that they determined would lead to accelerated deterioration and early equipment failure. The team agreed that the TPM3 approach of "Clean for Inspect" was a very good way to identify defects and oil leaks and they recommended that each rig be fitted with its own high pressure washing rig.
The Journey - Learnings

So what did the team learn? How to identify losses How to work together on continuous improvement That planning and scheduling have a big impact on performance That breakdowns are not the most significant factor affecting performance How to present their findings to management How to manage a project Listening to operators is critical Operators and maintainers need to work together
Half Way Presentation - The Fear Factor

An essential part of the TPM3 process is a presentation to the Management Team half way through the 12-week cycle. This is where the team presents their findings to the Management Team and gain approval to implement the teams recommended solutions. Despite extreme nerves, the team presented their work and gained approval to implement their recommendations.
Results
Initial results were extremely good, but the improvement quickly fell away. This was for a number of reasons including the inability to always have a face ready for drilling (planning issue), and mechanical failures resulting from the increased working hours of the face drilling rig. After the scheduling changes were made and equipment failure issues addressed, the OEE improved dramatically. The OEE improvement was reflected in the development advance metres, with an increase from 100 to 125m per week being achieved.
The Journey - Next Steps

The Journey does not end here; the team is continuing to monitor the OEE to ensure that they do not lose the gains that have been made. They will continue with cycles of TPM3. For example, the third cycle of TPM will see the team focus on the drilling rig itself, gaining a detailed understanding of its operation whilst searching for and removing defects and defect generators. Copyright The Centre for TPM (Australasia)
Final Presentation - With Confidence

After 12 weeks of working together at weekly team meetings, the team faced their last challenge - the Final Presentation to the Management Team. This was their opportunity to review what they had achieved, what they had learned and how they could have done things better.
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Strategic Advantages in Asset Management
Daryl Mather
Management Consultant (UK) darylm@klaron.net
Defining EAM
Enterprise Asset Management systems (EAM) continue to point the way into the future for capital intensive industries. The combination of functionalities, asset focussed business intelligence and advanced management consulting have allowed some vendors to provide consistently high results to those industries whose operating model involves the management of large numbers of physical assets. This specifically refers to industries in the areas of Mining, Oil and Gas, Defence, Utilities and Transport although it does also offer positive benefits for companies in some areas of manufacturing. The Gartner Group defines EAM as the following: "EAM consists of asset management, materials management, HRMS and financials"
The focus and structure of an EAM system recognises the strategic importance of asset management and provides a structure and depth of functionality dedicated to providing clear strategic advantages in these areas. It is for this reason that it is directed at the central role played by maintenance and includes the three additional functional areas in capital intensive industries that have a synergistic relationship with asset management. They have truly evolved into solutions for enterprise performance management in this industry sector. It represents a key strategy to increase plant capacity, using information technology in lieu of new construction in large, assetintensive enterprises. It integrates key plant control systems (PCS) and ERP with maintenance activities and functions to reduce downtime and minimize maintenance spending
Confusion in E.A.M
The emergence of EAM as the solution for this style of industry has at times been confused both by clients, as well as by vendors.
Financials
Myth 1: EAM are only transactional Systems

While there are lower standard systems that offer only transactional functionality, a true EAM system builds on this data by providing advanced functions in critical areas affecting asset management. For example: Risk management and reliability engineering (Including predictive maintenance management) RCM Root Cause Analysis Advanced Workforce and Human Capital management Advanced Inventory Management It is the inclusion of these ranges of functions that EAM systems are able to provide strategic advantages in asset management.
Asset Management Inventory Management Human Resources
Figure 1: Complimentary Effects between Managerial Functions in Capital Intensive Industries
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smartALIGN: The handy alignment partner

4-way LED system Monitor the alignment condition and laser beam position via the four LEDs. Note the LED colors: blue (excellent), green (good), amber (poor), red (bad). Display screen Clear and easy to use as it features a combination of both high contrast and backlit screen Joystick smart navigation Ergonomic and practical. The joystick used in conjunction with the two function buttons are the only operating controls required.
BARRON GJM PTY LTD

78 Dickson Avenue Artarmon NSW 2064 PO Box 792 Artarmon NSW 1570 Telephone: (02) 9436 1088 Facsimile: (02) 9439 3413 Email: info@barron.com.au Website: www.barron.com.au ABN 90 003 560 076
BARONAGE PTY LTD

5 Faigh Street Mulgrave VIC 3170 PO Box 328 Springvale VIC 3171 Telephone: (03) 9561 9960 Facsimile: (03) 9561 9980 Email: info@baronage.com.au Website: www.barron.com.au
ABN 68 079 544 960
PRUFTECHNIK

Advantages that can separate industry leaders from their competitors. information tools Allowing for asset policy decisions, in terms of redesign, changes to policies, identification of root cause analysis opportunities Inventory reduction, or increased efficiency decision support information Future workforce planning It does not merely mean reacting to analysis. This practise, although recommended, is a reactive practice and focuses on what has happened. The key to proactivity is in focussing on what could happen in the future and planning accordingly.
Myth 2: Misunderstanding of the Areas of EAM

A common ploy by vendors of lower quality systems is to attempt to include other functions as a part of the core functionality of these systems. This effort of re-branding by specific vendors is not only misleading but affects the overall goals of asset management in industry. For example: 1. Addition of CRM (Customer / Client Relationship Management) 2. Addition of SCM (Supply Chain Management) While these two system functionalities are important parts of managing enterprises., they are not vital parts of asset focussed industries. In fact the use of these systems, functions, in lieu of basic EAM functionalities, can substantially reduce benefits from the overall asset-centric solution. (Note: Basic CRM is considered to be a part of EAM) An EAM provides a means of generating strategic advantages through the management of physical assets. And uses the issues of Asset Management as key drivers for achieving these advantages.
Non Financial ROI

An understanding of the strategic importance of asset management requires an appreciation of the non-financial benefits and responsibilities of physical asset management. These are primarily in the areas of risk management associated with safety and reducing the risk of damaging the environment. Changes to industrial legislation and community expectations have made these areas some of the more critically important to directors of companies. At this point in time the government of the United Kingdom is discussing efforts to bring in legislation regarding "Corporate Killing" via negligence in asset management. These trends are set to continue throughout the world.
Recognised Benefits of E.A.M

In 2001, the analyst organization ARC stated: "Fast ROI and Hard Savings Keep the EAM/CMMS Software Market Healthy...The recent success of Enterprise Asset Management (EAM)/ Computerized Maintenance Management System (CMMS) solutions is directly related to strong corporate concentration on profitability. EAM/CMMS solutions are the only ones where a substantial and quick ROI can be realized."2 This underscores the ability of these style systems to produce rapid results through advanced physical asset management functionality. The strategic importance of this, in terms of financial and non-financial returns on investment, cannot be overlooked by companies with large asset bases.

The Total EAM vision is one that encompasses all of the areas importance to management of maintenance. Far from just transactional management a strong solution builds strategic advantage in each of the following areas. Advanced Asset Functionality The following are some of the functional areas where a Total EAM Vision can provide substantial benefits: Whole of life asset care (From purchasing to retirement) Advanced management of Predictive maintenance regimes Advanced PM management (Far beyond "do this now" style functions) Advanced workforce planning both long range and short range. Particularly in terms of "capacity scheduling" and "shutdown management" Abilities for the management of Human Capital Decision support for maintenance strategy decisions EAM style inventory management algorithms (based on probability- "just-in-case" in place of "just-in-time") Comparative life evaluations for equipment under condition monitoring regimes. This is a key strategic function of a base EAM system and one that contributes greatly to decisions regarding capital investment. Risk and Reliability Management Functionality RCM (Reliability Centred Maintenance) functionality Support of root cause analysis Vendor selection and evaluation EAM style inventory recalculation functionality Early identification of reliability issues in equipment
The Changing Asset Management Environment

For a corporation to understand the potential impact of EAM it first needs to understand the strategic importance of asset management. The management of physical assets offers a vast area of potential strategic advantage for many companies. A thorough and accurate approach in this area can bring benefits in the areas of: Productivity Risk Management Asset utilization Quality of product and of client service
When combined with the added benefits available in applying EAM systems this adds potential areas of strategic advantage in: Utilization and development of human resources Financial optimization of the maintenance function Reduced inventory holdings Better vendor selection and management Human Capital Management
This requires a truly proactive approach to asset management. An approach that involve looking forward to take decisions instead of looking back. Proactivity, when expressed in terms of EAM, means: Use of "what if scenarios" and forecasting. This is a vastly under used area of all implementations. The ability of a company to be able to forecast differing scenarios when analysing the asset management function can add substantial value to a company. Accommodation of RCM style analyses Extensive use of Business Intelligence as a strategic asset for managers Providing for the creation of asset specific decision support
Business intelligence and Analytics The use of business intelligence is a means of extending EAM systems in order to accommodate the Total requirements of capital intensive industries. This has been a part of the solutions EAM providers have offered for the past decade and, importantly, works from the information already contained in the EAM system. Provision of key performance indicator monitoring in a manner
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that allows their use as a means of implementing strategy, not only monitoring it and reacting. (Truly proactive) Application of "what if" scenarios and forecasting Executive alarms and drill down functionality Provision of reliability analysis information. Provision of analytical decision support information. all of these requirements in an adequate manner. One of the additional elements not yet mentioned in this paper is that of Technical Change management. Or the management of modifications, new acquisitions, capital projects and other improvement projects. When considering the overall asset management picture this element is one of the key elements and essential to responsible asset management. It is worthy of noting that the no software system alone is capable of achieving all of the goals of EAM in any industry. The same can be said of ERP or of CMMS. They are generally a collection of applications that support the EAM. Such as reporting systems, graphic parts manuals and other peripheral systems.
Advanced Management Consultancy The last step in the application of the Total EAM Vision is that of the provision of Managerial Consultancy. This goes way beyond the standard implementation function of EAM vendors and needs to include a high level approach to optimizing a companies processes based on: Acknowledged best practices Knowledge of areas of critical importance in the industry sector The interrelation between functional areas for greater ROI achievement While there is no doubt regarding the ability of EAM systems to achieve results, this can be greatly leveraged via focussed management consultancy. Particularly with respect to the correct usage of powerful "what if" functionality, risk and reliability management, advanced inventory management and the creation of a structured KPI regime.
Conclusion
Physical asset management contributes greatly to the achievement of competitive advantages in capital intensive companies. Particularly in the areas of productivity, quality, cost effectiveness, and risk management. If your company has a need to manage physical assets it can benefit from a proven Total EAM solution provided by one of the top level systems vendors. A key issue however in the selection and implementation of an EAM system is ensuring that the underlying processes and management functions support the goals of achieving strategic advantages in Asset Management. This goes beyond the implementation project and should include a degree of true managerial consultancy assistance to truly provide a quantum leap in corporate performance.
The Total EAM Solution

A Total Solution There are many solutions on the market today that cover some or
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Maintenance Improvement Where to Start

By Allan Hutton,
Director of Asset Planning, Australia Groundswell Consulting Pty/Ltd
The quest for improvement in asset maintenance is a core responsibility of any modern maintenance manager. The procedures and systems that could equip today's maintenance professional to successfully follow this quest are many and varied. It is easy to place our faith in, and adopt one, or a number, of defined programs or processes aimed at reducing plant downtime and increasing maintenance group effectiveness and efficiency. But has an adequate foundation been laid to ensure that maximum advantage can be gained from an improvement project that will often require a significant commitment in money, time and employee involvement? This article explores this question and attempts to offer some suggestions for making sure some of the basics of sound maintenance practice are in place.
4. Its Not My Problem - The focus of business management has also become especially complex, with business managers devolving various areas of responsibility, including asset maintenance, to specialists who are often expected to pull rabbits out of a hat to make their area work. It would make life much easier if we could magically reverse, or at least arrest these trends, but I doubt if that will happen. No surprises there either.
Not Much Help

So we are faced with rising pressure to perform. Thats life and we should get on with it. But there are other issues that add to the complexity of the situation. Prominent amongst these are: 1. Allied to Point 4. above, there is a shortage of understanding of the link between assurance of asset performance and optimising business performance. This leads to the endeavours of asset maintenance professionals being overlooked. They ar e expected to just get on with the job, without making a fuss. Oh, and by the way, we need to cut cost so just reduce maintenance spending by 15% this year, theres a good chap. 2. Maintenance professional did I hear you say? Many clever, well meaning people (and occasionally some not quite so) are appointed to positions of responsibility for asset maintenance within organizations, without the slightest hint of experience or training to meet their responsibilities. The often-held attitude is Maintenance, how hard can it be? Just put that new graduate, Whats-his-name, in charge. Hes young, bright and keen. He should be able to handle it. 3. There is a tendency to place faith in what could be called packaged improvement schemes. These tend to be things that are the proprietary preserve of consulting organizations, often involve taking a simple, common-sense idea and complicating it. They are attended almost universally, by a rather expensive software system. They are often, curiously, identified by a three-
Where Are We?

Since falling out of the trees and beginning to accumulate assets, human beings have been faced with issues relating to the maintenance of these assets. That stone axe was a real pain in the neck when it wasnt sharp. So if you owned it, you needed to look after it. The passage of time has only exacerbated the problems relating to asset maintenance, and there are no prizes for guessing why. In the twenty first century there are four main reasons why our efforts to attain maximum plant/equipment/asset reliability often cause such concern. They are: 1. Faster, Better, Cheaper etc - There is an ever increasing need for improved plant reliability, to support growing pressure for better business performance. 2. They Dont Make Em Like They Use To (No.1) - Over-engineering of equipment has been gradually reduced, in turn reducing the margin for tolerance of equipment use/abuse. 3. They Dont Make Em Like They Use To (No.2) - The increased complexity of equipment has necessitated a comparable increase in engineering knowledge and technical expertise to meet the requirements of plant maintenance.
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letter acronym. These things are mostly very good, IN THE RIGHT PLACE, but it is always best to make sure that ALL the fundamentals have been attended to before launching into a costly and complex process that may or may not produce the desired results. So far it would appear that it just keeps getting worse. But is there anything positive that we can hang onto to get us through all of this? There just has to be. suspect that maintenance is not quite what it could or should be, but that is probably the least of our concerns. Anyway as long as that new graduate reduces the R and M budget by 15% then thats all we really need, right? Secondly, many maintenance groups are staffed by some good people. The Fire Brigade Syndrome may very well predominate, where reactive maintenance is effectively and efficiently dealt with by a team of tradesmen and technicians who really know how to affect a repair, before heading back over the horizon, in a cloud of dust, to await the next plant disaster, when they will again charge to the rescue. As a profession we frown upon this, but many individuals and organizations do it and do it very well. Job done and what can you say? Thirdly, I suspect also that there are plenty of clever people who instinctively understand the value of being proactive about plant maintenance and, often on their own initiative, and without recourse to formal programs, do indulge in condition-based and preventive activities. The bottom line is that we often dont have a clue how good or bad we are, or how good (or bad) we need to be. But we do have some good people who do a great job propping the whole thing up.
The Good Stuff

If all this bad stuff is out there, then why is it that we somehow seem to muddle through? Many of the businesses that depend heavily upon their physical assets seem to function reasonably well, even though they would not win awards for excellence in asset management. How do they do it? It is certain that many theories abound from outside, as well as from within each of these organisations, as to why this is so. For what it is worth, I believe that there are three primary reasons why the maintenance function in most companies appears to succeed to some level of acceptability, despite the challenges thrown up. One is related to overall business performance, while the other two have something to do with people. Firstly, as previously stated, there is insufficient appreciation of the consequences of poor (or for that matter good) asset maintenance on the greater success of the business. Therefore, it is distinctly possible that the same relationships between many of a companys other activities are just as poorly understood. The principal outcome of this is that nobody knows if, or to what extent, maintenance is performing well or badly and therefore nobody is able to rationally take issue with asset maintenance performance. There will always be those who
And So?
If you are happy in the situation that presently surrounds you then you need do nothing, and life will go on potentially for a long time without any major problem. The only hitch is that a major problem will certainly be waiting down the road somewhere, without any forewarning, and it will not be a pretty sight when you hit it. So which mega-dollar process do you buy to forestall this cataclysmic inevitability? I suggest none. Instead I suggest you consider what is set out below.
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Four steps need to be undertaken to gain some measure of control over you asset maintenance function. They do not represent any departure from normal common sense methods that we already understand fully. These steps are: 1. Know your environment 2. Communicate your environment 3. Apply the natural conditions for development within your environment 4. Promote the way ahead Its all about building a strong foundation. Without that nothing else will last long enough to be of significant, enduring benefit to the organisation. While the processes for the application of these steps may vary wildly from business to business, here are some general suggestions on how to progress. 3. Allowing the maintenance workforce to share the information relating to group performance, business requirements etc, will equip them for participation in any future development of the maintenance group 4. Making this information available to other groups within the company will raise the profile of the maintenance group and will set the scene for better understanding and closer working relationships with groups such as production, supply and finance. The process for spreading the word needs to be purpose-designed for your situation. Notwithstanding this some essential aspects of the process must be incorporated. These include ensuring the widest possible spread, constant referral to the goals, aims and objectives of the business and the maintenance group, and being persistent about getting your message across.
Know Your Environment

You need to have a very clear understanding of what makes the business tick. For a professional maintenance practitioner it is simply not enough to believe that if he can magically prevent all equipment failures then all will be well. He should also know exactly how well the maintenance group performs. This will necessitate the development of some form of objective measurement and monitoring for maintenance activities. Reams have been written on establishing, measuring and evaluating Key Performance Indicators for maintenance, and with a moderate amount of trial and error it should not be hard to find some suitable measures by which you can deliver an accurate picture of how good or poor the maintenance function is. The most important thing however (and heres the tricky bit) is to link these two bodies of knowledge in order to gain an appreciation of the relativity between the two. In short, if ordinary performance by the maintenance group is sufficient to meet the businesss overall needs, then it is probably best not to waste money and resources casing better things. Understanding this link is critical and generally complex, and it could be the subject of a book on its own. Suffice to say here that, successfully understanding the complete relationship will also require the acquisition of knowledge of other subjects, such as finance and budgeting, and production.
Natural Conditions for Development

The concepts that I want to cover now are rarely, if ever, considered to be part of the knowledge base of engineering. They are mostly about addressing people issues relating to the quest for maintenance improvement. What you want is for your most valuable (and most complicated) resource, your people, to be central to gaining control over your maintenance function. But are they ready and able? We can assume that they are willing because you have had the communication process working for a while now, but do they have the skill and knowledge to be good maintainers? They probably are good engineers, technicians and trades people but are they competent, switched-on maintenance practitioners? Are they Maintenance Literate? Just as we can identify and develop literacy in terms of using language we should be able to identify and develop literacy in terms of other human skill sets. Most people are comfortable with what is meant by Computer Literacy, so now lets consider Maintenance Literacy. For the sake of discussion, what I mean by this is the capacity to control and use all the processes that facilitate asset maintenance. The acquisition of Maintenance Literacy is a learning process like any other literacy acquisition exercise. It is now well accepted in many educational circles that the most effective way to promote literacy is to provide a natural learning environment. This is based on observations that almost universally, human beings acquire the quite complex skill of speech, by simply being exposed to spoken language in a completely natural setting of demonstration, observation, practice and feedback without any strict procedural input or direction. The development of Maintenance Literacy is somewhat similar. In a plant maintenance context, you should be aiming to promote a sense of being maintainers amongst your people. While being engineers, fitters, electricians, etc are noble callings, it should become instilled that these are the skills and qualifications that provide an important stepping stone to becoming competent maintainers. That is your business and you want to be good at it. And there should be no reason why you cannot be. The bulk of the natural conditions shall come from immersing your people in ethos, culture, expectations and even the language of maintenance. Their success as maintainers must be recognised. What this natural environment consists of for the acquisition of maintenance literacy remains a matter of 'horses for courses'. What constitutes natural conditions for one business will not be the case for another. It can be said, however, that the establishment of natural conditions is not always an easy thing to achieve.
Communicating Your Environment

So you finally know whats going on. Well thank heavens for that, because there is just an outside chance that you are the only one who does. Think back to the start of this article where we gave some thought to the premise that there is a tendency for corporate management to devolve responsibility, and to a certain extent interest, in activities that do not seem to have any direct impact on business performance to others. We also understand that these others are not always fully qualified or experienced to accept the devolved responsibility. Having taken the time to understand the environment within which you operate, it is a natural follow-up step to disseminate this understanding. The reasons for this are obvious, but lets list some of them anyway: 1. Simply put, appreciating the situation is essential for planning any developments or improvement in maintenance processes 2. Providing corporate management with a clear picture of the state of the maintenance function will allow them to make more rational business decisions, or to at least, understand the potential consequences of their decisions
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Promoting the Way Ahead

What has been described above, as we stated previously, is about building a sound foundation. For a maintenance group it is possible to survive almost solely on this foundation if it is well constructed. But is survival enough? In short, no. Another statement made earlier asserts that pressure will continue to mount for improved performance. Once you have instilled the basics of sound maintenance practice within the maintenance group they will be prepared to embrace more detailed and complex programs for maintenance improvement. This preparedness will stem from a number of the results of the acquisition of 'Maintenance Literacy'. Just like the child who becomes literate in terms of language, your maintenance personal will have: 1. Gained the skills, knowledge and understanding needed to take on bigger, more demanding tasks 2. Become more confident in their ability to step outside their normal operating boundaries and to tackle these more challenging tasks 3. Developed an interest in advantages and rewards that can accrue from exercising their newly acquired skills, knowledge and confidence This is where the packaged improvement programs come into there own. The range of products available is extensive and as a maintenance manager you can, with some research, identify a program that will deliver the next step required to meet ongoing demands for improved performance within the maintenance group. Which ever system, procedure or process that you choose, the success of its application will be increased if it is done so in an
environment where the employees who will ultimately be expected to work with it, or at least its outcomes, are attuned to the notion of maintenance being a worthwhile discipline in its own right, and that their role as practitioners is important and valued.
Conclusion
In summary, what this article has endeavoured to do is to promote a concept that improvement in maintenance functions needs to be approached from the basis of building upon a solid foundation. That foundation involves turning your personnel into maintainers over and above their core expertise as engineers, technicians and trades people. In this article we have referred to this transformation process as acquiring Maintenance Literacy and liken it to language literacy in that it serves a basis for ongoing development of competence and success in the control and use of maintenance practices and techniques. We have further suggested that reaching this Maintenance Literate state is best achieved under natural conditions for development, akin to the non-structured processes used in developing the capability of speech with children. It was contended that a Maintenance Literate workforce would be more capable and receptive to the implementation of higher level structured or packaged improvement programs aimed at ongoing process improvement in the maintenance function, because of the expanded skill and knowledge base, there heightened level of confidence in there own capability as maintainers, and their increased desire to be part of improvement and success.
41
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Schedule work by conditions, hours used, km, months etc Automatic work order creation Standard jobs Allocation and management of job spares, people and costs Attach files to Policies
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Dr. Bimal Samanta
Lecturer, Mine Surveying Dept, Asansol Polytechnic, West Bengal, India
Dr. Bijan Sarkar

Professor and Head, Production Engineering Dept. Jadabpur University, Kolkata-32, India
Introduction
Rapid advances in technology in manufacturing of mining machinery have led to more opportunity for mining industry to procure sophisticated, automated, high capacity and complex mining equipment in production of ore/coal for meeting the market demand, profitability and competitive threat. Though the machines are easy to operate due to built-in automated control, maintenance of these types of complex equipment is difficult, and requires costly resources, high level of knowledge and skill for fault diagnosis and subsequent pertaining action[1]. As a result, in most mining operations today, maintenance-related costs for a typical surface mining operation accounts for about 40-50% of operating cost. For an underground mining operation, it is about 30-45%. On average, mining machinery maintenance cost is 30-40% of total production cost and 5060% of total equipment operation cost [1,2,3]. The direct cost of maintenance is about 4% of the cost of fixed assets and 30% of all maintenance expenditure is wasted [4]. Downtime cost or loss of production of such capital intensive machine due to unnecessary machine downtime resulting from breakdown for poor design/ manufacturing/ operation/ maintenance of machine plays an important role for profitability of the mine [5]. This increasing need of reviewing equipment in terms of acquisition, operation, maintenance and cost has led to the concept of terotechnology.
Prior Art
In and around the year 1967, it was felt that industry in United Kingdom was not facing upto its maintenance problems and consequently there was wastage of a lot of money. The British Ministry of Industry became aware of the situations and a Working Party on Maintenance Engineering was set up in 1968 to investigate keenly into the matter. The Working Party carried out a survey of 515 companies of Maintenance Engineering practices and costs. The conclusion was reached that Maintenance is part of a much wider technology, embracing design, manufacturing, installation, commissioning and replacement of plant and machinery. This led to the term Terotechnology
Concept Of Terotechnology
The term of terotechnology has been derived from the Greek word "terein" which means in several ways such as "to take care of", " to guard over", to watch over", "to look after" or "to monitor". Terotechnology has been defined in BS 3811(1984) as : A combination of management, financial, engineering, building and other practices applied to physical assets in pursuit of economic life cycle costs. Its practice is concerned with the specification and design for reliability and maintainability of plant, machinery, equipment, buildings and structures, with their installation, commissioning, operation, maintenance, modification and replacement and with feedback of information on design, performance and costs [7]. So it is said that the practice of terotechnology is concerned with the objective of pursuit of economic life cycle cost through building in of reliability and maintainability of equipment during the stages of development of equipment specification and design, effective maintenance and the feedback of information on design, operational performance and costs. The concept of absolute inherent reliability of a piece of equipment is a myth. All machines are likely to fail. Failure of machine is inevitable. Kumar'96 highlighted that the design reliability of machine, methods of use and types of maintenance strategies being practised in mine generally influence the failure of machine. Contribution of machine breakdown due to poor design, misuse or wrong operation and poor maintenance strategy is 50-70%, 25-35% and 15-25% respectively[3]. So it indicates the need to take total care of equipment in its life-time for optimising machine availability. It involves a cradle to grave approach that recognises every aspect of the equipment through out its life with the organisation[8]. It considers all aspects of machine from 'design to discard' or ' womb to tomb' or from selection of equipment for the mine/plant to disposal / replacement. The total equipment management from user perspective as shown in figure 1.
44
Terotechnology Model
A Model of terotechnology has been outlined by Weigel, Evan, Rappini and Finniston [9,10,11,12]. Weigel[9] in his 'cyclic model of functional maintenance' stressed the need for feedback from the maintenance department to the design office. Evan [10] in his ' circular model of terotechnology' advocated the need for feedback of information gathered during the stage of installation and commissioning and also during use from the operation to the designer. The model also includes the feed-forward of information from the installation and commissioning stages to the operation. However, both the models do not indicate any interaction between the equipment manufacturers and the equipment user. Rappini[11] emphasised the analysis of past failure related data of equipment for its modification and improvement. Finniston[12] highlighted the necessity of detailed planning of the installation and commissioning jobs. By applying the concept of terotechnology in capital intensive steel industry, Weigel, Finniston and Rappini achieved considerable saving in the cost of maintenance or loss of production resulting from machine breakdown[4]. However, the practices of terotechnology could not be fully developed without any interaction between the equipment manufacturers and the mines. In the case of mining equipment, the designer and manufacturer of equipment are hardly ever the user of equipment. Generally, the manufacturer knows his design and equipment the best and gets feedback from the mines. The mine has the best knowledge of equipment operation, its constraints and its application. Therefore, above interaction or symbiosis between manufacturer and mine is essential for equipment modification, improvement with the objective of design-out maintenance or maximising availability. This symbiosis acts like synergy between above two sides of the coin and both the manufacturer and mine get a competitive advantage in business. Because mine can produce more ore/coal from improved, reliable and maintainable equipment and manufacturer can increase his market share. Again, for the above interaction, existing equipment in mine is hardly benefited. So there should be a system of feedback of information from maintenance department to inhouse design and planning office in mine for modification/ continuous improvement of equipment. Therefore a retrofitting is required among operation, maintenance and in-house design and planning office. Keeping with the above objective and discussion, a modified terotechnology model has been developed and presented in figure 2.
Main Pillars Of Terotechnology

Trotechnology can be described through the three interrelated key components as pillars for its success. It is all about '3C' - (i) Cost, (ii) Coordination and Communication and (iii) Control and Care. (i)Cost : Minimisation of life cycle costs of mining equipment or physical assets. Life cycle costs( LCC) are the total costs of an asset or equipment throughout its full life from inception to disposal including planning, design, manufacturing, operation, maintenance, disposition and any other costs directly attributable to owning or using the asset or equipment. From user viewpoint, it refers to the sum of all the costs associated with acquisition, operation, maintenance and disposal of an asset or equipment over its anticipated useful life span. It is a flexible and well established technique to evaluate the impact of machine management decisions
Select the right machine for the job
Make the most intelligent purchase in term of manufacturer & specific model
Operate the machine to get the best out of it
Maintain the machine effectively
Decide when is the best time to replace or disposal

Figure 1 Total equipment management
45

over the whole life of the machine[13,14]. Figure 3 shows the details of LCC components. The main components of LCC are : (i) cost of acquisition (ii) cost of use (iii) cost of maintenance. Terotechnology is concerned with the cost of ownership of equipment. Costs of ownership include the cost of acquisition and cost of maintenance. LCC analysis helps mine management to justify equipment selection based on total costs over its useful life rather than initial purchase price. In Indian mining industry, acquisition costs or first costs are widely used as primary criteria for the purchase of any machine. This is a simple criterion but forms only one part of the story. It is only the tip of an iceberg. The major costs as underlying and hidden of the iceberg for care and feeding of equipment during its useful life is not taken into account[13,14,15]. So the cheapest procurement is not always the best and the most economic approach. Generally acquisition cost of a machine increases with machine reliability level and vice-versa. Highly reliable machine brings with the expectation for high availability, less downtime and less maintenance cost. As availability of machine increases, the capacity for making money increases because the equipment is free from failures for longer periods of time. So management should consider the tradeoff between the acquisition cost and maintenance cost at the time of procurement equipment to optimise LCC. The above relationship is illustrated in figure 4. Total LCC including cost of failure and consequences(TC) TC = acquisition cost + maintenance cost + operation cost + cost of failure and consequences. Total earning ( TE) = revenue from machine availability. So total life cycle profit (LCP) = TC - TE. So this type of analysis helps management to buy right rather than cheap for mine profitability.
Design equipment
Figure 2 Model of Terotechnology
Development & Manufacturing Installation
Commission
Design office. Suggestion for machine improvement & modification
Operation
Maintenance
Replacement /Disposal
Manufacturers Domain
Sybiosis for synergetic effect Total Equipment Management
Users Domain
46

(ii) Co-ordination and Communication: Optimisation of the equipment availability and consequent minimisation of LCC of equipment can only be achieved through better communication and active co-ordination between, and joint effort of, operations and maintenance, or the equipment designer, manufacturer and user. A symbiosis is required between manufacturer and mining industry for their survival and betterment of equipment. Since the designer and manufacturer of the mining equipment is hardly ever the user of the equipment in real life, the practice of terotechnology is usually the responsibility of the user. So active participation of all departments or a cross functional management for interdepartmental co-ordination is essential for design-out maintenance or maintenance prevention, maintenance improvement, modification and planning. (ii) Control and Care: The need for strict management control has never been so important in the area of machinery maintenance and that too of mining machinery. Maintenance in terotechnology is not perceived as merely failure repair. Terotechnology is much more than repairing equipment and putting it back into operational mode. The difference is that in terotechnology, care and control are being excised through in house participation or participation between machine manufacturer and mining industry over the life cycle of equipment. Control is considered here to be a short term in-house machine management. Care is regarded here as long term machine management for improving machine design characteristics. With the active participation between mining industry and manufacturer, machine improvement, or modification is done for the objective of maintenance prevention , higher reliability and maintainability and optimisation of LCC.
Implementation
It has been reported that considerable reduction in the cost of maintenance or loss of production has been achieved by Weigel, Finniston and Rappini through the practice of terotechnoloty in steel industry. The mining industry can practise the terotechnology without changing their organisational set up. For implementation, there is no need to create a new department or specialist. The only thing that is required for its full implementation is the proper co-ordination between operation and maintenance functions and department, proper appreciation about the importance of maintenance, cost analysis, top management support, interaction between mine and machine manufacturer and control of cost and machine. For this all concerned or all aspects of equipment whole life should be considered to be a single platform under one shelter or umbrella.
Case Study
Business is all about time, money, production and alternatives. Life cycle cost( LCC) of mining equipment is of great importance for mine since maintenance costs may be more significant than capital costs over the equipment lifetime. Thus the 'cost' of equipment should not be assessed by purely on the capital cost but by the total costs which will be incurred during equipment lifetime- hence LCC. LCC is the sum of all costs incurred during the lifetime of equipment. It plays an important role in maintainability analysis particularly with respect to operation and maintenance cost. LCC uses the well-proven concept of ' time value of money'. This is very useful in the context of LCC, allowing us to discount future costs back into' present value' terms, giving a truly meaningful comparison of machines and options with different cash flow pattern.
Spares Optimisation System (SOS)

Maintenance Spares out of control ? Under pressure to reduce spares but concerned with risk exposure ?
The Spares Optimisation System (SOS) is the answer.

SOS is unique in that it does not rely on movement or electronic history in order to make its spares holding recommendations. SOS asks a series of questions about each item to determine its criticality and then recommend an optimal max/min level. Questions cover a combination of failure mode and technically based issues, followed by business related topics. In this way, spares priority and recommended holdings directly reflect current maintenance practice, while ensuring that business impacts and risks are taken into account. Once a criticality profile is in place, SOS encourages exploration of alternative lead times, annual usage estimates and repair implications, to determine any impact on max/min recommendation. This is a powerful function where input data is not solid (such as spares for new equipment). For expensive items or capital / insurance spares, SOS includes a powerful cost risk module which compares the cost of stock-out and the risk of failure, to the item holding cost. The result - better, justifiable, auditable and sustainable decisions. Used all over the world in a wide range of industries, SOS has proven itself over 12 years to provide very substantial business improvements and an immediate return on investment. Call or email us for more information. A downloadable presentation is available at www.strategicorp.com. Also see www.reliabilityweb.com for SOS and RCM Turbo tutorials.
Strategic Corporate Assessment Systems Pty Ltd P.O. Box 427, Heidelberg Ph: 03 9455 2211 www.strategicorp.com 47
Life cycle cost
Acquisition cost
Operation cost
Maintenance cost
Documentation Capital cost/ purchase price Installation Commissioning
Labour Materials Energy Others consumables

Figure 3 Life cycle cost
Labour Spares & Replacement parts Documentation Administrative etc.
Specific availability (Revenue) Total LCC including failure & consequence
Total operation cost
Variable operation cost
Maintenance cost Fixed operation cost Failure & consequence cost Reliability
Figure 4 Machine reliability, LCC and LCP
48

Several models for estimation of LCC of equipment are available in published literature. We here follow some of them for estimating the LCC of mining equipment. Here another matter we want to point out that in general the cost data of mining equipment is very difficult to collect. Mines are not interest to record the different cost information for individual machine. They kept it as a whole. Although some of the mines are now started to record computerised cost information of individual machine. We collected those informations from different mines. Dumper machine: Eleven 120T dumpers/trucks are taken for estimation of LCC. Data are collected from a large public sector coal company in India. The working hours of the machine are recorded in the machine hour meter(WHM). The numbers of failure are taken from machine logbook. One year computerised different cost data are collected for estimation of LCC. The Dumpers are numbered as D1, D2, ---D11. LCC is estimated here by[Dhillon'2000] LCC = IC + FC (1)
Where LCC = life cycle cost of a dumper machine, FC = Failure cost, IC = Initial / acquisition cost The failure cost, FC, is represented by FC =T ( RC + SC ) /MTBF (2) Where RC = repair costs, SC = spares cost, T = expected life of the machine. For presentation of uniform periodic payments, the present value will be Present value = PV = P[ 1-( 1 + i) -n ] /i. and for calculating present value of single payment we have used PV = F.W./ ( 1 + i.) n Where P = F.W.= future worth, i. = interest rate, n = year From the above expression we have estimated LCC of dumper machines. The result is presented in figure 5. From the figure 5, it can be concluded the following: (i)lowest LCC is $ 534011.5 for machines D2 and highest LCC is $869082 for machines D8 (ii)machines D8 gives the interesting result: its failure cost( $387457.8) and spare cost ($ 156585.2)are high whereas its operating cost($172689.9) is low.
Concluding Remarks
From what has been described it is clear that terotechnology is a concept. Good co-ordination and communication between design, manufacturing, installation, commissioning, operation and costs, maintenance and management is absolutely essential for improvement of machine. The main objective of terotechnology is the minimisation of LCC of equipment through optimising of machine availability, minimisation of maintenance cost over its useful life. Mine management can use the LCC concept of equipment as a decision making tool for investment appraisal. Within the existing set up mine can practice terotechnology.
49
0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0
10
11
Figure 5a Total life cycle cost
Dumper No
1050000 900000
Cost Comparison
Intitial Cost ($) PV of OC
750000 Spare cost 600000 450000 300000 150000 0 1 2 3 4 5 6 7 8 9 10 11 156585.2 Repair cost PV of FC PV of DC Total life cycle cost
Dumper No Figure 5b Cost comparison of Dumper machine
50

Further, practice of terotechnology not only reduces the maintenance cost but also increases the earning of a mine. It will benefit all functions. Manager, designer, manufacturer, maintenance engineer, accountant and top management will all be benefited. Though the suggested terotechnology model is applied to mining machinery for better maintenance, there is nothing specific about the environment of the model and hence this approach is equally applicable to and can be generalised to any industry or plant for maintenance effectiveness. Acknowledgement The authors are thankful to the mine management for providing data and necessary facilities for carrying out the study. The authors are grateful to Subash Chandra Shil, Lecturer & head, Mining Survey Dept., for active co-operation at the time of preparation this paper. References [1] Samanta,B., Sarkar,B.and Mukherjee,S.K.(2001a): Maintenance management- a key factor to success in mechanized coal mines. Coal Mining Technology and Management, Vol 6,No 2, pp 5-10. [2] Kumar, U.(1996): Maintenance management for modern mining equipment. Jr. of Mines, Metals & Fuels, Vol XLIV, No 1, pp 25-29. [3] Kumar,D. Kumar,U(1992): Enhancing maintenance effectiveness through maintenance audit. proc. on Management of mine mechanistion, MGMI, pp G-1-1-11. [4] Bhadury,B. (1998): Total productive maintenance. Allied publishers Ltd. India. [5] Samanta,B., Sarkar,B. and Mukherjee,S.K.(2001b): Reliability analysis of shovel machines used in an open cast coal mine. Mineral Resource Engineering, Vol 10,No2, pp219-231. [6] Department of Industry, Committee for Terotechnology, Terotechnology of case History, No 5, 1975. [7] Glossary of terms in Terotechnology. BS3811, BSI, London, 1984. [8] White, E. N.( 1979): Maintenance planning, control and documentation. 2 nd edn. Gower Press, pp 9-15. [9] Weigel, W.(1974): Functional maintenance: a system approach. Metals Technology, pp6-12. [10] Evans, D.W.(1975): Terotechnology - how it can work? I.Mech. E. London, pp73-80. [11] Rappini, C.E.(1973): Some aspects of Terotechnology at Italsider. Jr. of the Iron and Steel Institute, pp389-405. [12] Finniston, H.M.(1973):Terotechnology and management at BSC. Jr. of the Iron and Steel Institute, pp481-485. [13] Blanchard, B.S., Fabrycky, W.J.(1981): Systems engineering and analysis. Prentice-Hall, Inc, Englewood Cliffs, N.J. [14] Barringer, H.P.(1998): Life cycle cost and good practices. NPRA Maintenance Conference, May19-22, Texas. [15] Bradshaw,L(2002): Business success via better maintenance. Maintenance Journal, Vol. 15, No. 2, pp 4-13 [16] Dhillon , B.S,(2000): Engineering maintainability. Prentice- Hall India, New Delhi.
51

How do you measure your maintenance performance?
Produced By Enterprise Economics P/L for Intentia
Intentia - Sweden www.intentia.com
Disclaimer: Intentia has compiled the information contained in this document using data that, to the best knowledge of intentia, was current and accurate at the date of this report. Intentia disclaims all responsibility for any harm or loss arising from the use or otherwise of the information provided. Copyright 2003 Comment on Reporting and Research: The tables in this survey report do not show the percentage of respondents who selected Dont know or who failed to answer a particular question. To preserve the integrity of the survey, these non-responses have not been redistributed. As a result, some lines may total less than 100 percent. Produced by Enterprise Economics Pty Ltd for intentia August 2003. All rights reserved.
Introduction
The management of plant, equipment, facilities and other assets to maintain peak performance is vital to productivity and profit. Organizations continue to strive for best practices by deploying advanced management software, cutting edge management practices and the latest equipment. When it comes to enterprise asset management, how do organizations measure and judge their performance? The Intentia Enterprise Asset Management Survey is the first survey of its kind to examine and detail the issues and factors that affect the management of plant, equipment, facilities and other assets. As one of the worlds leading providers of collaborative enterprise solutions, Intentia takes great interest in helping establish industry best practices and assisting its customers in achieving success. To help all stakeholders in plant management and maintenance, Intentia has pioneered this new international survey of enterprise asset management and benchmarks. The survey was carried out during 2003 and responses were received from over 470 manufacturing and operations-related organizations based in Europe and Australasia. We hope that the results of the first Intentia Enterprise Asset Management Survey will encourage you to review your maintenance procedures and systems, as well as help you improve, where possible, the effect that enterprise asset management has on your business.
Survey Results: The Intentia Perspective

The results of this first Intentia Enterprise Asset Management Survey produce one very clear message - maintenance professionals need to begin to market their issues more effectively internally in order to win support for their programs and deliver greater productivity and, therefore, profitability. It seems quite clear from the survey results that advanced maintenance techniques are not gaining support from broader management, and that the true value that professional maintenance techniques can bring to profitability is not being recognized. It seems that, in many cases, organizations are saying one thing and doing another. While the maintenance professionals Intentia surveyed show clear support for things such as seeing maintenance as an investment, it seems that their own organizations have yet to agree with this view. Looking at the percentage of funds organizations are spending on preventative maintenance versus corrective maintenance, we see a clear indication that many companies are simply fighting fires, and not preventing them. Obvious practical solutions to this problem immediately come to mind, including implementing better maintenance systems that produce comprehensive performance and return on investment (ROI) data. For many maintenance professionals, their greatest internal opponents are perceived as being in the finance department, yet indications from this survey are that many do not have the data to win this battle. With often poor data coming from the maintenance divisions, essential data like ROI figures are simply not being created, let alone used to their full advantage. Such empirical data can only gather support for the mission-critical value of a balanced and progressive maintenance program. While it is obvious that better tools are becoming available to help determine ROI, many companies appear to shy away from using these tools for fear of being held. accountable. Instead, they miss the great opportunity of proving the clear commercial value of their work to their colleagues.
52

There is evidence from this survey that a fair percentage of organizations are positively engaging in preventative maintenance. Broader evidence is suggesting that few are evolving this into predictive maintenance. Reliability centered maintenance (RCM) techniques need to be further implemented in organizations to evaluate what maintenance should be scheduled. Indeed, RCM, particularly if it has cost-driven functionality, helps balance the risk of failure against the cost of maintenance - sometimes the right economic option is to allow some systems to fail. Contemporary maintenance management is becoming about assessing and balancing risk. To this end, the survey results imply that many organizations may be trying too hard to achieve zero downtime. Maintenance professionals may indeed be spending a lot of time looking for perfection, which may not be in the best interest of their companies. On the other hand, the survey results also show that some organizations are being crippled by maintenance failure - some at a high enough level to seriously raise questions as to commercial viability. In other cases, it appears that maintenance record keeping is weak and that there is an obvious need for improved systems. From the survey, it is evident that the fix it when it is broken approach is still predominant among managers who are not directly responsible for manufacturing. This only further emphasizes the need for maintenance personnel to become internal marketers, especially when in every organization there are so many different issues competing with one another for priority. The survey also reinforced that many organizations do not give a 100-percent commitment to occupational health and safety factors, including less than full recognition of the value of maintenance in achieving this in many industries. Perhaps some of the companies that were surveyed across Europe and Australasia have yet to feel the impact of litigation or even more importantly, have yet to realize the enormous potential for a negative economic impact of safety failures on the business as a whole. It is well know that such failures can create wide media and public scrutiny, and have even been known to destroy companies completely. Even the fundamental failure of some to understand that maintenance increases plant production/operations capacity emphasizes the fact that many companies have a lack of understanding as to what maintenance really does for an organization. Some organizations have yet to recognize that an effective preventative maintenance program can deliver a competitive advantage over others in the same industry. Indeed, responses to questioning on this topic appear to clearly illustrate two things. The first is that a large percentage of organizations have yet to understand that, if you get preventative maintenance right, then you will have better quality, better prices, better efficiency and better order delivery. The second is that some companies clearly recognize that they are not using best practices maintenance management, and admit that they are at a competitive disadvantage. The survey also shows that some maintenance systems are obviously not working. This underscores the importance of implementing the right systems in a manner that ensures proper ownership by the users. Other respondents acknowledged that they did not have adequate maintenance systems for a variety of reasons. Some are caught in the vicious circle of not gaining the internal financial support to implement a contemporary enterprise asset management system. They therefore do not have access to the very systems that would assist with identifying the costs of poor, insufficient or ineffective maintenance. For a good portion of organizations, this means that they cannot demonstrate that maintenance costs are like an iceberg - the visible cost of maintenance is above the water line, while the much greater cost of systems failure is hidden below the water line.
Progress at last
...thought Greg. After the initial diagnostic review conducted by Assetivity, they had worked together to develop a practical implementation plan, focused on the high priority areas that would give them the greatest benefits, with the least effort. The review had shown that they needed to regain control of their plant and equipment. They had been operating in a reactive manner, and while they had become very good at responding to breakdowns, the number of breakdowns had increased to the point that they were no longer able to effectively complete all of the PM program. This was resulting in even more breakdowns, and as a result, Maintenance expenditure was well over budget. Equipment availability was suffering, and production targets were not being met. In addition, frequently recurring breakdowns had led to intense criticism from the Production Department, and the skills and capabilities of the Maintenance Department were being called into question. Greg had had to spend far too many unproductive hours defending himself and his team from unwarranted criticism. It was all getting to be very draining. Greg had suspected that their PM program needed updating, and had read about Reliability Centred Maintenance (RCM), and thought that applying these principles might help - but enquiries had revealed that it was going to be simply too expensive, and too time-consuming for them. Assetivity, however, had introduced them to the PM Optimisation approach, which used the core principles of RCM, but applied them in a more time-efficient and focused manner. They had completed the initial training, and the first team was working on its pilot analysis. Greg was looking forward to the outcomes with great anticipation - he was confident that this was the first step towards regaining control of his plant - and his time.
More than just availability and reliability

Assetivity Pty Ltd, Operations and Maintenance Consultants, PO Box 1315,Booragoon WA 6154, Ph (08) 9474 4044 Fax (08) 9474 4055 www.assetivity.com.au 53
Do you describe money spent on maintenance as a cost or an investment?

Depending on how an organization approaches maintenance proactively or reactively - maintenance can be viewed as a cost or an investment. Those organizations that describe maintenance as an investment generally take an approach that sees their maintenance management decisions made from a preventative or predictive stance - preferring to invest in maintenance before systems failure and, thus, sustain or hopefully improve production efficiency. Those that view maintenance as a cost generally either take a corrective maintenance approach or accept that equipment failure or even wear and tear will inhibit their profitability. Furthering the concept of preventative and predictive maintenance and adding to its description as an investment, reliability-centered maintenance and increased predictive maintenance are now the focus for many organizations. Rather than perform routine preventive maintenance based on manufacturers recommendations, companies can both save money by lengthening the preventative maintenance cycle and, more importantly, also monitor equipment condition to predict when failure is likely to occur.
35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0%

Strongly agreecost Generally agreecost Indifferent Generally agreeInvestment Strongly agreeInvestment
FIGURE 1
Organization Size 1-250 251-500 501-1000 1000+ Total
Strongly agree - cost 12.1% 7.0% 7.9% 14.5% 10.6%
Generally agree - cost 29.7% 25.2% 27.0% 23.6% 27.5%
Indifferent 12.6% 14.8% 9.5% 5.5% 11.9%
Generally agree investment 27.6% 31.3% 39.7% 38.2% 31.4%
Strongly agree investment 17.6% 21.7% 15.9% 18.2% 18.4%
Just under half (49.8%) of all survey respondents indicated that they were of the view that maintenance was an investment. This relatively low figure indicates a lack of awareness of the potential return on investment from enterprise asset management. On the whole, large organizations (over 1000 employees) were the most likely to view maintenance as an investment, with 56.4% holding that view. A similar percentage of organizations with 5011000 employees were of the same opinion (56.4%). Small organizations (under 250 employees) were the most likely to view maintenance as a cost (41.8%). The high percentage of small organizations viewing maintenance as a cost indicates that smaller organizations are more likely to work in breakdown mode rather than in a preventive/predictive mode.
This relatively low figure indicates a lack of awareness of the potential return on investment from enterprise asset management
FIGURE 2
Industry Sector Utilities/Infrastructure Transport/Storage Mining/Processing Oil/Chemicals Food/Beverage General Manufacturing Total
Strongly agree - cost 10.3% 9.1% 16.1% 6.9% 2.9% 10.1% 10.6%
Generally agree - cost 32.8% 9.1% 21.4% 32.8% 25.7% 29.3% 27.5%
Indifferent 6.9% 0.0% 14.3% 15.5% 11.4% 11.6% 11.9%
Generally agree - investment 27.6% 36.4% 25.0% 25.9% 45.7% 34.8% 31.4%
Strongly agree - investment 22.4% 45.5% 23.2% 19.0% 11.4% 14.1% 18.4%
Food/beverage manufacturers were most likely to view their maintenance program as an investment, with 57.1% having this attitude. This may underscore the concern in this industry sector for product quality and food safety. Interestingly, considering their essential service nature, 43.1% of utilities/ infrastructure businesses viewed maintenance as a cost. However, this was offset by 22.4% of the businesses in the same industry who strongly agreed that maintenance was an investment. It is fair to say that the high percentage of utilities/infrastructure organizations that see maintenance as a cost shows why situations like the blackout that occurred in the northeastern United States in August 2003 arise. Equally, the high number that view maintenance as an investment shows that some organizations have understood the dangers of cost driven maintenance or perhaps have even experienced those dangers themselves.
54

20.0% 18.0% 16.0% 14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0%
0-10% 1120% 2130% 3140% 4150% 5160% 6170% 7180% 8190% 91100%
Of your total maintenance costs, what percentage is spent on preventative maintenance as opposed to corrective maintenance?
The response to this question provides an important benchmark for organizations on how to plan and allocate their preventative and corrective maintenance budgets. The graph (left) most clearly demonstrates a heavy bias away from funding preventative maintenance, with the bulk of expenditure going to corrective maintenance. In fact, 65.9% of respondents indicated that less than half of their maintenance budget is spent on prevention rather than cure. The lack of investment in preventative maintenance indicates the continuing dominance of the breakdown maintenance mentality and the probable lack of awareness of the potential benefits of a preventive/predictive maintenance approach. It also indicates that there is a significant opportunity to improve preventative/predictive maintenance strategies with techniques such as reliability centered maintenance and improved preventive/predictive maintenance systems.
FIGURE 3
010% 12.6% 13.9% 6.3% 3.6% 11.0%
1120% 20.1% 18.3% 6.3% 10.9% 16.7%
2130% 20.9% 10.4% 17.5% 23.6% 18.2%
3140% 5.0% 12.2% 14.3% 12.7% 8.9%
4150% 12.1% 11.3% 7.9% 9.1% 11.0%
5160% 7.9% 7.0% 17.5% 7.3% 8.9%
6170% 8.8% 12.2% 6.3% 16.4% 10.2%
7180% 8.4% 5.2% 9.5% 9.1% 7.8%
8190% 2.1% 4.3% 4.8% 1.8% 3.0%
91100% 0.4% 0.0% 4.8% 3.6% 1.3%
The lack of investment in preventative maintenance indicates the continuing dominance of the breakdown maintenance mentality
The bias toward corrective maintenance was more prevalent among smaller organizations with 70.7% of 1-250 employee organizations spending less than half of their budget on preventive work, while 66.1% of 251-500 employee organizations reported the same expenditure. This is in contrast to 500-1000 employee organizations, where only 52.4% spent less than half of the maintenance budget on preventative work. Mining/processing and utilities/infrastructure companies were most
FIGURE 4
010% 5.2% 27.3% 9.8% 8.6% 11.4% 13.1% 11.0%
1120% 12.1% 18.2% 17.0% 15.5% 11.4% 19.2% 16.7%
2130% 17.2% 9.1% 19.6% 22.4% 17.1% 17.2% 18.2%
3140% 8.6% 0.0% 7.1% 8.6% 14.3% 9.6% 8.9%
4150% 17.2% 0.0% 7.1% 15.5% 17.1% 9.6% 11.0%
5160% 5.2% 18.2% 10.7% 8.6% 11.4% 8.1% 8.9%
6170% 6.9% 9.1% 14.3% 6.9% 17.1% 8.6% 10.2%
7180% 13.8% 9.1% 9.8% 6.9% 0.0% 6.6% 7.8%
8190% 6.9% 0.0% 1.8% 5.2% 0.0% 2.5% 3.0%
91100% 3.4% 9.1% 0.0% 0.0% 0.0% 1.5% 1.3%
likely to spend more than half of their maintenance budget on preventative maintenance, with 36.6% and 36.2% respectively allocating the majority of their budget to preventative work. The increased funding of preventative maintenance in mining/ processing and utilities/infrastructure indicates the importance of enterprise asset management in asset-intensive companies. For food/beverage organizations, 71.4% indicated that they allocated less than half of their total maintenance budget to preventative maintenance. This makes them the least likely to invest in preventative work, and raises a concern in regard to issues such as food safety. Food/beverage organizations were only marginally behind oil/chemical firms, of whom 70.7% indicated that they spent less than half of their budget on preventative work.
55
How much downtime would your production/manufacturing resources experience monthly?

Obviously, if achievable, zero downtime is the most desirable and profitable position for any organization. However idealistic this may sound, 4.4% of organizations report that, on average, they have failure-free months. Zero downtime was most likely to be found in small organizations (1-250 employees) with 6.3% of respondents being able to make this enviable claim. The achievement of zero downtime decreases as organization size increases, falling to 2.6% for 251-500 employees, then further to 1.6% for 501-1000 employee organizations before rising to 3.6% among 1000+ employee organizations. Nevertheless, these are small percentages of organizations that are able to boast zero downtime.
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
0% 0.12.5% 2.65.0% 5.17.5% 7.610% 1120% 2130% 3140% 4150% 6180%
FIGURE 5
Organization Size 1-250 251-500 501-1000 1000+ Total 0% 6.3% 2.6% 1.6% 3.6% 4.4%
0.12.5% 29.7% 27.0% 22.2% 32.7% 28.4%
2.65% 25.1% 26.1% 22.2% 23.6% 24.8%
5.17.5% 14.2% 11.3% 17.5% 10.9% 13.6%
7.610% 11.3% 13.0% 15.9% 18.2% 13.1%
1120% 6.3% 13.9% 14.3% 5.5% 9.1%
2130% 1.7% 2.6% 0.0% 1.8% 1.7%
3140% 0.8% 0.0% 1.6% 0.0% 0.6%
4150% 0.0% 0.0% 1.6% 1.8% 0.4%
6180% 0.4% 0.0% 0.0% 0.0% 0.2%
81100% 0.0% 0.0% 0.0% 0.0% 0.0%
The majority of firms experience between 0.1% and 5% of their month in downtime, whereas 84.3% of organizations are able to keep their monthly downtime at 10% or less. Of organizations surveyed 3.0% suffer more than 20% of their month being plagued by downtime. The large number of respondents in the 5%-20% bracket indicates that there is a major opportunity for companies to achieve significant financial benefits from improved enterprise asset management and preventative maintenance strategies. Organizations reporting average downtime of over 30% raise concerns about their ability to survive, or concerns about the impact that this is having on consumer prices since these inefficiencies must eventually be passed on to customers.
The majority of firms experience between 0.1% and 5% of their month in downtime
FIGURE 6
Industry Sector Utilities/Infrastructure Transport/Storage Mining/Processing Oil/Chemicals Food/Beverage General Manufacturing Total 0% 6.9% 0.0% 2.7% 8.6% 0.0% 4.5% 4.4%
0.12.5% 44.8% 36.4% 23.2% 20.7% 31.4% 27.8% 28.4%
2.65% 22.4% 9.1% 21.4% 19.0% 37.1% 27.8% 24.8%
5.17.5% 6.9% 27.3% 16.1% 25.9% 11.4% 10.1% 13.6%
7.610% 8.6% 9.1% 15.2% 17.2% 17.1% 11.6% 13.1%
1120% 1.7% 9.1% 13.4% 3.4% 0.0% 12.1% 9.1%
2130% 0.0% 0.0% 2.7% 0.0% 0.0% 2.5% 1.7%
3140% 0.0% 0.0% 0.9% 0.0% 0.0% 1.0% 0.6%
4150% 0.0% 0.0% 0.0% 0.0% 2.9% 0.5% 0.4%
6180% 0.0% 0.0% 0.0% 1.7% 0.0% 0.0% 0.2%
81100% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Utilities/infrastructure organizations indicated that they have the best record for keeping downtime to a minimum with more than half of the firms surveyed reporting 2.5% or less of their month in shutdown. Of mining/processing firms, 17.0% spent more than 10% of their month in shutdown, while 16.2% of general manufacturing firms also suffered from more than 10% of the potential production time each month being offline. These responses, and indeed the percentage of organizations reporting zero downtime, could also reflect that downtime recording is poor in many companies.
56

40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0%
Strongly agreeGenerally agreeIndifferent Generally disagreeStrongly disagree-
Do you believe that a fix it when it is broken approach is still predominant amongst managers not directly responsible for manufacturing?
Historically, professional maintenance managers have had to lobby their organizations for funds to carry out preventative work. In a tight fiscal environment, it often proves a challenge to convince other managers that money should be spent to fix something that isnt broken. Nearly half (49.6%) of all respondents indicated that they agree with the notion that a fix it when it is broken approach is still predominant among managers who are not directly responsible for manufacturing. The strong fix it when broken attitude, and consequent lack of funds for preventative maintenance, again emphasizes the need for companies to do return on investment calculations for enterprise asset management and then to internally promote the benefits of enterprise asset management.
FIGURE 7
Strongly agree 15.5% 12.2% 6.3% 10.9% 12.9%
Generally agree 38.9% 31.3% 31.7% 43.6% 36.7%
Indifferent 12.6% 17.4% 11.1% 7.3% 12.9%
Generally disagree 23.4% 24.3% 36.5% 20.0% 25.0%
Strongly disagree 9.2% 11.3% 12.7% 18.2% 11.2%
emphasizes the need for companies to do return-on-investment calculations for enterprise asset management
Of small organizations (1-250 employees), 15.5% report that this attitude is still strongly agreed with in their business, with a further 38.9% saying they generally agree with the notion. Almost half (49.2%) of medium-large sized organizations (501-1000 employees) disagreed with the statement that a fix it when it is broken approach is still predominant.
FIGURE 8
Strongly agree 10.3% 18.2% 18.8% 13.8% 11.4% 10.1% 12.9%
Generally agree 36.2% 45.5% 29.5% 34.5% 48.6% 38.9% 36.7%
Indifferent 6.9% 9.1% 10.7% 5.2% 11.4% 18.7% 12.9%
Generally disagree 37.9% 18.2% 29.5% 29.3% 11.4% 20.2% 25.0%
Strongly disagree 6.9% 9.1% 10.7% 12.1% 17.1% 11.6% 11.2%
The fix it when it is broken attitude seems to remain most prevalent in the mining/processing industry with 18.8% of respondents strongly agreeing that the attitude continues to exist. Overall, 60.0% of food/beverage industry respondents indicated that this attitude exists within their organizations. On the other hand, utilities/infrastructure firms were the most likely to view this attitude as less likely to exist - 44.8% of those in the utilities/infrastructure sector indicated that they either generally or strongly disagreed with the premise.
57
Do you believe that maintenance is given sufficient weight in your organisations planning decisions?
If maintenance is the oil that keeps productivity flowing, then the results of this question must be encouraging. Only 28.8% of survey respondents indicated that their organization was not giving sufficient weight to maintenance in planning decisions. Overall, 19.3% of respondents indicated that they strongly agreed with the suggestion that maintenance is given sufficient weight in their organizations planning decisions. A further 43.4% generally agreed with the view. From these results, there would appear to be a very relaxed attitude towards maintenance. This indicates a need to demonstrate the true effect of poor enterprise asset management. This is especially so when other data from this survey indicates that more could be done in maintenance.
50.0% 45.0% 40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0%
FIGURE 9
Strongly agree 17.6% 20.0% 25.4% 18.2% 19.3%
Generally agree 43.9% 44.3% 34.9% 49.1% 43.4%
Indifferent 8.4% 6.1% 7.9% 7.3% 7.6%
Large organizations (1000+ employees) were the least likely to be burdened with their organizations management giving insufficient weight to maintenance in planning decisions-only 3.6% strongly agreed that the organization gave insufficient weight to maintenance, and only an additional 21.8% generally agreed.
data from this survey indicates that more could be done in maintenance
FIGURE 10
Strongly agree 36.2% 9.1% 19.6% 15.5% 5.7% 18.2% 19.3%
Generally agree 43.1% 27.3% 43.8% 41.4% 42.9% 44.9% 43.4%
Indifferent 1.7% 27.3% 3.6% 8.6% 14.3% 9.1% 7.6%
Almost 4 out of 5 utilities/infrastructure respondents indicated that their organization either strongly (36.2%) or generally (43.1%) supported maintenance as part of their planning process. By contrast, only 5.7% of food/beverage industry organizations reported that they strongly agreed with the statement that maintenance is given sufficient weight in their organizations planning decisions.
58

80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0%
Do you believe that better maintenance improves plant safety?

In the current environment, safety is becoming an increasingly important, if not the most important, consideration in the management of plant, equipment and facilities. Resounding support was found among survey respondents for the idea that better maintenance improves plant safety. Over two-thirds of those surveyed strongly agreed with the statement that better maintenance improves plant safety. This was further supported by another 22.6% who generally agreed. Only 2.6% of those surveyed disagreed with the statement.
Strongly agree-
Generally agree-
Indifferent
Generally disagree-
Strongly disagree-
FIGURE 11
Strongly agree 64.9% 66.1% 74.6% 69.1% 66.9%
Generally agree 26.8% 27.8% 20.6% 27.3% 26.3%
Indifferent 4.2% 3.5% 0.0% 0.0% 3.0%
The strongest support for the view that better maintenance improves plant safety came from the oil/chemical industry
The strongest support for the view that better maintenance improves plant safety came from the oil/chemical industry sector with 77.6% strongly agreeing with the statement and a further 20.7% generally agreeing, for a total of 98.3%. This extraordinary level of support goes hand in hand with the fact that, as a relatively dangerous manufacturing and handling process, the oil/chemical sector is well aware of safe working practices. From a similar standpoint, the mining/processing sector also gave nearly total support to the assertion.
FIGURE 12
Strongly agree 69.0% 63.6% 71.4% 77.6% 60.0% 62.1% 66.9%
Generally agree 24.1% 27.3% 24.1% 20.7% 37.1% 27.8% 26.3%
Indifferent 5.2% 0.0% 0.0% 0.0% 0.0% 5.6% 3.0%
59
Does your preventative maintenance increase plant production/operations capacity?

When it is time to seek the budget needed for preventative maintenance work, the assertion that you must spend a little to save a lot is most generally used. Nevertheless, it is often a difficult argument to win when the bottom line is already squeezed tightly. The results of this particular survey question give the clearest indication yet that preventative work has a true economic value in protecting the bottom line for organizations. Of survey respondents, 40.5% strongly agreed with the proposition that preventative maintenance increases plant production/operations capacity. A further 46.0% generally agreed with the same argument. In total, a resounding 86.5% of those surveyed supported the view, with only 4.5% disagreeing.
50.0% 45.0% 40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0%
FIGURE 13
Strongly agree 33.9% 44.3% 49.2% 50.9% 40.5%
Generally agree 50.2% 40.0% 41.3% 45.5% 46.0%
Indifferent 10.0% 7.0% 4.8% 1.8% 7.6%
Support for preventative maintenance increasing capacity was strongest among large organizations with 50.9% of 1000+ employee organizations strongly agreeing with the notion and 49.2% of 5011000 employee organizations also strongly agreeing. This compares with only 33.9% of small (1-250 employees) organizations taking the same position.
40.5% strongly agreed with the proposition that preventative maintenance increases plant production/operations capacity
FIGURE 14
Strongly agree 37.9% 45.5% 44.6% 37.9% 40.0% 39.4% 40.5%
Generally agree 48.3% 18.2% 42.0% 43.1% 48.6% 49.5% 46.0%
Indifferent 6.9% 9.1% 4.5% 8.6% 11.4% 8.6% 7.6%
Only minor variations to the consensus that preventative maintenance enhanced capacity were found when looking across different industries. The oil/chemical industry lagged slightly behind the all-industry average in supporting the notion, with a total of 81.0% agreeing compared to the overall average of 86.5%.
60

70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0%
What weight is given to occupational health & safety factors in your maintenance planning?
Occupational health and safety factors have been given increasing importance at all levels of business in recent years. Both the moral and legal expectation of providing employees with a safe working environment has, in many ways, changed the way that businesses operate-particularly in the manufacturing and operations environment where safety threats are often highest. Of all organizations surveyed, 62.3% indicated that occupational health and safety received the highest importance in their maintenance planning, with a further 27.3% reporting it received moderate importance.
FIGURE 15
Highest importance 60.7% 54.8% 79.4% 65.5% 62.3%
Moderate importance 26.8% 35.7% 12.7% 29.1% 27.3%
Indifferent 5.9% 7.0% 3.2% 5.5% 5.7%
Minor importance 4.2% 2.6% 4.8% 0.0% 3.4%
Lowest importance 0.4% 0.0% 0.0% 0.0% 0.2%
62.3% indicated that OH&S recieved the highest importance in their maintenance planning
Support for occupational health and safety being given the highest importance was strongest among the medium-large organizations (501-1000 employees) with 79.4% giving it the highest importance in their planning. Although clearly still committed to occupational health and safety , support for its importance was lowest among medium-sized companies (251-500 employees) with a comparatively low 54.8% giving it the highest importance. Many preferred instead to rate it of moderate importance (35.7% for these organizations as opposed to the all-industry average of 27.3%).
FIGURE 16
Organization Size Utilities/Infrastructure Transport/Storage Mining/Processing Oil/Chemicals Food/Beverage General Manufacturing Total
Highest importance 77.6% 63.6% 67.0% 69.0% 74.3% 51.0% 62.3%
Moderate importance 20.7% 18.2% 24.1% 25.9% 20.0% 33.3% 27.3%
Indifferent 1.7% 0.0% 3.6% 3.4% 2.9% 9.6% 5.7%
Minor importance 0.0% 9.1% 4.5% 0.0% 2.9% 4.5% 3.4%
Lowest importance 0.0% 0.0% 0.0% 1.7% 0.0% 0.0% 0.2%
Among utilities/infrastructure organizations, there was overwhelming support for occupational health and safety being given the highest importance in planning, with over three-quarters (77.6%) supporting this stance. A further 20.7% gave it at least moderate importance. A similar level of importance was given to occupational health and safety among the food/beverage industry with 74.3% rating it of highest importance. General manufacturing was the least supportive of occupational health and safety with only 51.0% rating it as having the highest importance in their planning decisions.
61
Do you believe that your preventative maintenance program gives you a competitive advantage over others in your industry?
Given the support for preventative maintenance in other areas of the survey, it is interesting to see how others measure themselves against their competitors on the success of their preventative work in delivering a competitive advantage. Just under one-quarter (24.2%) of all organizations surveyed indicated that they were of the view that their preventative maintenance work gave them a significant advantage over their competitors. A further 38.1% were of the view that their preventative work gave them a slight advantage. In total, 62.3% of those surveyed believed that a competitive advantage was achieved as a result of their maintenance programs. This is important for maintenance managers to emphasize internally, particularly at the board level in their organizations, since it clearly demonstrates the value of enterprise asset management and the importance of funding such programs adequately.
45.0% 40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0%
Significant advantage Slight advantage Indifferent Slight disadvantage Significant disadvantage
FIGURE 17
Significant advantage 23.0% 23.5% 27.0% 27.3% 24.2%
Slight advantage 34.7% 34.8% 47.6% 49.1% 38.1%
Indifferent 35.1% 30.4% 20.6% 23.6% 30.7%
Slight disadvantage 3.8% 4.3% 3.2% 0.0% 3.4%
Significant disadvantage 1.7% 1.7% 0.0% 0.0% 1.3%
The larger organizations were most likely to be of the view that they held a significant competitive advantage as a result of their preventative maintenance work with 27.3% of 1000+ employee organizations and 27.0% of 501-1000 employee organizations holding that belief. A further 49.1% and 47.6%, respectively, believed that it gave them at least a slight advantage. This compares with 23.0% of 1-250 employee organizations and 23.5% of 251-500 employee organizations that were of the belief that it gave them a significant advantage. This may indicate that some economies of scale exist in preventative maintenance work, creating a competite advantage for larger organizations.
62.3% of those surveyed believed that a competitive advantage was achieved as a result of their maintenance programs
FIGURE 18
Significant advantage 29.3% 27.3% 23.2% 31.0% 20.0% 21.7% 24.2%
Slight advantage 41.4% 45.5% 36.6% 22.4% 48.6% 40.4% 38.1%
Indifferent 25.9% 18.2% 28.6% 36.2% 22.9% 33.8% 30.7%
Slight disadvantage 1.7% 0.0% 6.3% 3.4% 8.6% 1.5% 3.4%
Significant disadvantage 0.0% 0.0% 2.7% 3.4% 0.0% 0.5% 1.3%
Oil/chemical organizations were the most likely to believe that their preventative maintenance work gave them a significant advantage over their competitors, with 31.0% having this perception. Utilities/ infrastructure organizations were not far behind with 29.3% believing that they also gained a significant competitive advantage. On the downside, a total of 9.0% of mining/processing firms believed that they were at a competitive disadvantage as a result of their preventative work, and 8.6% of food/beverage organizations believed that they were suffering at least a slight disadvantage. Presumably these organizations felt that their preventative maintenance programs were, in some way, substandard by industry best practices.
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30.0%
25.0%
What do you believe is the greatest problem faced by maintenance managers?

In every industry there are challenges faced that in some way detract from the capacity to perform at peak levels. For maintenance managers, it appears that the greatest problem is, in fact, a poor understanding of maintenance problems by other line managers24.4% of organizations surveyed believe this to be the greatest problem that their maintenance managers face. Poor management techniques were cited as the greatest problem faced by 19.5% of all survey respondents, with staffing shortages and poor capital purchasing decisions being problems had by only 10.8% and 9.1% of maintenance managers respectively. Of the respondents, 17.6% cited a range of other reasons. Among those most often listed were: a lack of time, a poor skills base among staff, the age/need for replacement of the existing plant and equipment, and other organizational/cultural factors. The poor understanding of enterprise asset management by other managers must be regarded as a good reason to give enterprise asset management performance high internal visibility and recognition throughout an organization. Equally, poor management techniques indicate that existing computerized maintenance management systems, or the lack of such systems, is not helping to improve the perceived importance of enterprise asset management.
20.0%
15.0%
10.0%
5.0%
0.0%
Poor capital purchasing decisions Poor Poor Lack of compre. mngment. funding of maint techniques problems by other line mgrs. Staffing shortages Other
FIGURE 19
Organization size 1-250 251-500 501-1000 1000+ Total
Poor capital purchasing decisions 8.4% 10.4% 9.5% 9.1% 9.1%
Poor comprehension of maintenance problems by other line managers 19.7% 25.2% 31.7% 34.5% 24.4%
Poor management techniques 20.9% 21.7% 14.3% 14.5% 19.5%
Lack of funding 17.2% 12.2% 15.9% 16.4% 15.7%
Staffing shortages 11.3% 13.0% 4.8% 10.9% 10.8%
Other 19.7% 14.8% 19.0% 12.7% 17.6%
Poor management techniques were cited as the greatest problem faced by 19.5% of all survey respondents
Poor comprehension of maintenance problems by other line managers was most prevalent in large organizations with 34.5% of 1000+ employee organizations citing this as their main problem. Among 501-1000 employee organizations, 31.7% cited the same issue. However, for small (1-250 employees) organizations, it was declared as the major problem by only 19.7% of respondents. For small organizations, the most significant problem was poor management techniques (20.9% of all 1-250 employee organizations).
FIGURE 20
Industry sector Utilities/Infrastructure Transport/Storage Mining/Processing Oil/Chemicals Food/Beverage General Manufacturing Total
Poor capital purchasing decisions 6.9% 18.2% 8.0% 8.6% 11.4% 9.6% 9.1%
Poor comprehension of maintenance problems by other line managers 22.4% 36.4% 25.0% 27.6% 25.7% 22.7% 24.4%
Poor management techniques 20.7% 9.1% 19.6% 20.7% 14.3% 20.2% 19.5%
Lack of funding 17.2% 27.3% 12.5% 13.8% 28.6% 14.6% 15.7%
Staffing shortages 10.3% 0.0% 16.1% 6.9% 11.4% 9.6% 10.8%
Other 20.7% 0.0% 17.9% 19.0% 8.6% 18.7% 17.6%
Lack of funding was the most significant problem for 28.6% of the food/beverage companies surveyed-compared with 15.7% as the allindustry average. The food/beverage sector was also more likely to be affected by poor capital purchasing decisions than other industries (11.4% compared to an average of 9.1%). Staffing shortages was listed as the major problem for 16.1% of all mining/processing firms, compared to the average of only 10.8%. Compared to other industries, a poor comprehension of maintenance problems by other line managers was less of a problem in the utilities/infrastructure sector- although, at 22.4%, it remained the primary cause for concern in that industry.
63
How strongly do you rely on redundancy systems as opposed to preventative or repair based maintenance to maintain continuous plant operations?
This question also provides an important benchmark for organizations that have a maintenance requirement of any type. The responses to this question show how industry maintains productivity for operational equipment. The responses could also indicate the need to consider the use of reliability centered maintenance to evaluate the correct maintenance approach. The majority of organizations indicated that they have a general reliance on preventative maintenance to maintain continuous operations with 28.2% indicating this to be their main strategy. An additional 22.2% of all organizations said that they placed a high reliance on preventative maintenance-in total indicating that a preventative program was the backbone for over half of all organizations. Of the organizations surveyed, 12.9% indicated a general reliance on repair-based maintenance and 11.0% indicated a high reliance on the same strategy-making corrective maintenance the routine approach for 23.9% of the organizations surveyed. 22.0% of organizations placed their faith in redundancy systems to maintain continuous plant operations, with 4.0% placing a high reliance on this strategy.
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
High reliance on redundancy systems General Reliance on redundancy systems High relian. General High Relian. on Reliance on on repair preventativepreventativebased maint. maint. maint. General Reliance on repair based maint.
FIGURE 21
High reliance on redundancy systems 3.8% 4.3% 3.2% 5.5% 4.0%
General reliance on redundancy systems 18.0% 17.4% 17.5% 20.0% 18.0%
High reliance on preventative maintenance 18.4% 23.5% 33.3% 23.6% 22.2%
General reliance on preventative Maintenance 28.9% 24.3% 27.0% 34.5% 28.2%
General reliance on repair based maintenance 12.6% 10.4% 7.9% 9.1% 11.0%
General reliance on repair based maintenance 15.9% 15.7% 4.8% 3.6% 12.9%
Notably, smaller organizations were more likely to rely on repairbased maintenance than larger organizations-28.5% of 1-250 employee organizations and 26.1% of 251-500 employee organizations placed their faith in repair-based work as compared to 12.7% of both 501-1000 and 1000+ employee organizations. The larger organizations were much more likely to employ preventative maintenance as their strategy than smaller organizations- 58.2% of 1000+ and 60.3% of 501-1000 employee organizations relied on preventative maintenance, as opposed to 47.3% of 1-250 employee organizations and 47.8% of 251-500 employee organizations.
The majority of organisations indicated that they have a general reliance on preventative maintenance
FIGURE 22
High reliance on redundancy systems 6.9% 9.1% 5.4% 3.4% 5.7% 2.0% 4.0%
General reliance on redundancy systems 32.8% 9.1% 16.1% 20.7% 20.0% 14.1% 18.0%
High reliance on preventative maintenance 22.4% 18.2% 27.7% 20.7% 25.7% 19.2% 22.2%
General reliance on preventative Maintenance 17.2% 27.3% 25.0% 29.3% 22.9% 33.8% 28.2%
High reliance on repair based maintenance 8.6% 9.1% 12.5% 10.3% 14.3% 10.6% 11.0%
General reliance on repair based maintenance 10.3% 18.2% 10.7% 6.9% 11.4% 16.7% 12.9%
Reflecting their essential service nature, 39.7% of utilities/infrastructure organizations relied on redundancy systems to maintain continuous operations, making them by far the most likely to use this approach. Food/beverage organizations were also more likely than normal to rely on redundancy systems with a total of 25.7% choosing this approach. Preventative maintenance was most likely to be adopted by general manufacturing firms (a total of 53.0%) and by mining/processing firms (total of 52.7%). Repair-based maintenance was most likely to be relied upon by general manufacturing firms (27.3%).
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45.0% 40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0%
Strongly agree Generally agree Indifferent Generally disagree Strongly disagree No maint. software
Do you believe that maintenance software has enhanced the capacity of your maintenance program in preventing downtime?
Maintenance management software has become an increasingly important tool in contemporary production and operations environments. Software integration of the variety of systems and practices that are required to effectively manage particularly large organizations has revolutionized maintenance. Of the organizations surveyed, 60.6% believe that maintenance software has enhanced the capacity of their maintenance program in preventing downtime. More than 1 in 5 organizations surveyed strongly believe that it has enhanced their capacity. It should be noted that a relatively high percentage (15.7%) of organizations still do not have maintenance software to assist in plant and equipment management. The relatively high number of firms that do not agree with the statement may also indicate system failures and, thus, the need for better implementation techniques.
FIGURE 23
Organization Size 1-250 251-500 501-1000 1000+ Total Strongly agree 16.7% 20.9% 25.4% 30.9% 20.6% Generally agree 34.7% 39.1% 58.7% 43.6% 40.0% Indifferent 13.4% 16.5% 4.8% 14.5% 13.1% Generally disagree 9.6% 3.5% 4.8% 5.5% 7.0% Strongly disagree 2.1% 6.1% 3.2% 1.8% 3.2%
No maintenance software 23.0% 13.0% 3.2% 3.6% 15.7%
60.6% believe that maintenance software has enhanced the capacity of their maintenance program in preventing downtime
The lack of maintenance software was most evident among small organizations (1-250 employees) where 23.0% indicated that they had no maintenance software to assist them. This decreases to only 3.6% of 1000+ employee organizations facing the same problem. Given the convincing support for maintenance software in reducing downtime, this clearly places smaller organizations at a competitive disadvantage to their larger counterparts. While still supporting the value of maintenance software, small organizations were the least likely to agree with the idea that maintenance software had enhanced the capacity of their maintenance program in preventing downtime. Among 1-250 employee organizations, a total of 51.5% reported that they either strongly or generally agreed with the proposition, while 60.0% of 251-500 employee organizations reported the same view. This compares with 84.1% of 501-100 employee organizations and 74.5% of 1000+ employee organizations.
FIGURE 24
Strongly agree 27.6% 27.3% 23.2% 25.9% 14.3% 16.2% 20.6%
Generally agree 37.9% 9.1% 42.0% 34.5% 48.6% 41.4% 40.0%
Indifferent 13.8% 0.0% 11.6% 8.6% 11.4% 16.2% 13.1%
No maintenance software 5.2% 54.5% 11.6% 17.2% 11.4% 19.2% 15.7%
Only 5.2% of utilities/infrastructure organizations indicated that they had no maintenance software. They were also the most likely (27.6%) to strongly agree that maintenance software helps prevent downtime. In total, 65.5% of utilities/infrastructure companies agreed that maintenance software helped them prevent downtime. In mining/processing organizations, 65.2% agreed that maintenance software had prevented downtime.
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What is the average unscheduled monthly downtime for your plant?

It is generally agreed that downtime means lost production capacity, and that means an affect on the bottom line. Only 7.0% of firms surveyed indicated that they could boast zero hours of unscheduled monthly downtime at their plant. The majority- 44.1% of respondents indicated that they experienced 1-10 hours per month of unscheduled downtime. However, 11.2% indicated that they lost more than 40 hours per month in unscheduled downtime, which is more than a typical working week lost to plant failure. Worryingly, 4.4% of respondents indicated that they typically lost over 90 hours per month in unscheduled downtime.
50.0% 45.0% 40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0%
0hrs 1-10 hrs 11-20 hrs 21-30 31-40 hrs hrs 41-50 51-60 61-70 hrs hrs hrs 71-80 hrs 81-90 hrs
FIGURE 25
Organization Size 1-250 251-500 501-1000 1000+ Total 0 hrs 7.9% 5.2% 4.8% 9.1% 7.0%
1-10 hrs 46.9% 38.3% 39.7% 49.1% 44.1%
11-20 hrs 16.7% 16.5% 19.0% 25.5% 18.0%
21-30 hrs 8.4% 14.8% 3.2% 5.5% 8.9%
31-40 hrs 5.0% 2.6% 4.8% 0.0% 3.8%
41-50 hrs 1.7% 3.5% 4.8% 1.8% 2.5%
51-60 hrs 1.3% 1.7% 1.6% 1.8% 1.5%
61-70 hrs 0.8% 2.6% 3.2% 0.0% 1.5%
71-80 hrs 0.0% 0.0% 3.2% 0.0% 0.4%
81-90 hrs 0.8% 0.9% 1.6% 0.0% 0.8%
91+ hrs 3.8% 5.2% 4.8% 5.5% 4.4%
Interestingly, organization size seems to play little role in explaining the level of unscheduled downtime-no clear pattern emerges in comparing small and large plant operators.
11.2% indicated that they lost more then 40 hours per month in unscheduled downtime
FIGURE 26
Industry sector Utilities/Infrastruct. Transport/Storage Mining/Processing Oil/Chemicals Food/Beverage General Manufact. Total 0 hrs 19.0% 18.2% 0.9% 6.9% 8.6% 6.1% 7.0%
1-10 hrs 48.3% 45.5% 34.8% 55.2% 54.3% 42.9% 44.1%
11-20 hrs 10.3% 0.0% 24.1% 10.3% 17.1% 20.2% 18.0%
21-30 hrs 5.2% 9.1% 8.9% 10.3% 11.4% 9.1% 8.9%
31-40 hrs 3.4% 9.1% 4.5% 1.7% 0.0% 4.5% 3.8%
41-50 hrs 1.7% 0.0% 3.6% 1.7% 2.9% 2.5% 2.5%
51-60 hrs 0.0% 0.0% 2.7% 3.4% 0.0% 1.0% 1.5%
61-70 hrs 0.0% 0.0% 2.7% 0.0% 0.0% 2.0% 1.5%
71-80 hrs 1.7% 0.0% 0.9% 0.0% 0.0% 0.0% 0.4%
81-90 hrs 0.0% 0.0% 1.8% 0.0% 0.0% 1.0% 0.8%
91+ hrs 1.7% 9.1% 6.3% 0.0% 2.9% 5.6% 4.4%
Utilities/infrastructure firms were the most likely to boast zero hours of unscheduled downtime each month with19.0% of respondents claiming this enviable achievement. This is in stark contrast to the mining/processing sector in which less than 1% of respondents could claim zero hours of unscheduled downtime. In fact, 17.9% of firms in the mining/processing sector lost more than 40 hours per month to unscheduled downtime. Of general manufacturing firms, 12.1% were in the same position of losing more than 40 hours per month to unscheduled downtime.
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25.0%
20.0%
What is your average annual cost (USD) for lost production due to plant equipment failure?
Putting a cost on lost production is intimidating for maintenance managers. While the cause of these plant equipment failures may well be beyond the realistic control of a maintenance manager, it nevertheless underscores the lost income potential that may have been avoided through better maintenance. This question also demonstrates the need for good enterprise asset management systems to highlight the consequential financial effects of ineffective maintenance. 22.0% of respondents indicated that their average annual cost for lost production due to plant shutdown was between $0-$10,000. A further 20.1% were able to limit their lost production costs to between $10,001 and $50,000, while 1 in 8 respondents indicated that their annual loss of production exceeds $500,000.
15.0%
10.0%
5.0%
0.0%
$0-$10,000 $10,001$50,000 $50,001 $100,000 $100,001$500,000 $500,001 $1 mill $1 mill$10 mill
FIGURE 27
Organization Size 1-250 251-500 501-1000 1000+ Total $0-$10,000 29.3% 17.4% 11.1% 14.5% 22.2%
$10,001$50,000 22.2% 21.7% 14.3% 14.5% 20.1%
$50,001$100,000 10.5% 12.2% 17.5% 9.1% 11.7%
$100,001$500,000 10.9% 17.4% 19.0% 12.7% 13.8%
$500,001$1mill 4.6% 7.0% 7.9% 14.5% 6.8%
$1mill $10mill 2.5% 7.0% 7.9% 16.4% 5.9%
$10mill + 0.0% 0.0% 1.6% 0.0% 0.2%
1 in 8 respondents indicated that their annual loss of production exceeds $500,000
Considering their generally smaller level of total revenue, it is not surprising that 29.3% of small employers (1-250 employees) were able to keep their losses to beneath $10,000 per year. This is in contrast to only 14.5% of 1000+ employee organizations. On the other hand, 30.9% of 1000+ employee organizations experienced annual lost production of more than $500,000.
FIGURE 28
Industry sector Utilities/Infrastructure Transport/Storage Mining/Processing Oil/Chemicals Food/Beverage General Manufacturing Total $0-$10,000 25.9% 45.5% 8.0% 22.4% 20.0% 28.3% 22.2%
$10,001$50,000 17.2% 9.1% 20.5% 15.5% 20.0% 22.7% 20.1%
$50,001$100,000 8.6% 18.2% 7.1% 15.5% 20.0% 12.1% 11.7%
$100,001$500,000 12.1% 0.0% 14.3% 10.3% 22.9% 14.1% 13.8%
$500,001$1mill 10.3% 9.1% 11.6% 5.2% 2.9% 4.0% 6.8%
$1mill $10mill 12.1% 9.1% 10.7% 5.2% 0.0% 2.5% 5.9%
$10mill + 0.0% 0.0% 0.0% 1.7% 0.0% 0.0% 0.2%
The industry sectors likely to see the biggest financial losses due to plant equipment failure were the mining/processing and utilities/infrastructure sectors with over one-third (36.6% and 34.5% respectively) reporting that their annual losses exceeded $100,000. Of general manufacturing firms, 51.0% reported that they were able to manage their plant equipment to keep their annual cost of lost production below $50,000.
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How many times in the last year did you have a breakdown that stopped plant production in more than half of your plant?
Part of effective operations planning is to attempt to minimize the extent of shutdowns that occur when equipment fails. Containing the impact of the failure to a small area of a plant may allow other areas to maintain productivity until the failure is corrected and full production can resume. Major shutdowns-more than half of a planttend to have the most significant impact on productivity. The possibility of major shutdowns will, of course, depend on the nature of the plant. Naturally, plants with few production/process lines, such as those found in the oil/chemical industries, will be more prone to total plant stoppages. Of the organizations surveyed, over half (54.9%) were able to claim that they did not have a single breakdown that shut down more than half of their plant. An additional 22.1% were able to state that they only had one or two instances of major shutdowns. Almost 1 in 5 organizations reported having 3 or more major shutdowns in the last year. The response to this question clearly emphasizes the need to carry out proper cost-based reliability centered maintenance to identify potential bottleneck processes and ensure that the plant has the correct maintenance strategy.
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Zero Once Twice 3-5 times 5-10 times 11-20 times
FIGURE 29
Organization Size 1-250 251-500 501-1000 1000+ Total Zero 56.9% 52.2% 61.9% 43.6% 54.9% Once 17.2% 14.8% 6.3% 7.3% 14.0% Twice 7.1% 6.1% 6.3% 18.2% 8.1%
3-5 times 7.5% 11.3% 14.3% 16.4% 10.4%
5-10 times 4.6% 5.2% 3.2% 0.0% 4.0%
11-20 times 1.3% 1.7% 1.6% 1.8% 1.5%
20 + times 2.9% 5.2% 1.6% 9.1% 4.0%
Medium-large organizations (employing 501-1000 people) were able to claim the best record in avoiding major plant shutdowns-61.9% stated that they experienced no failures that led to production being stopped in more than half of the plant. Small organizations (employing 1-250 people) were the second most likely to have no major shutdowns with 56.9% being able to claim such a success. On the downside, 9.1% of large companies (1000+ employees) reported that they experienced more than 20 major shutdowns in the last year.
The response to this question clearly emphasizes the need to carry out proper cost-based reliability centered maintenance
FIGURE 30
Industry sector Utilities/Infrastructure Transport/Storage Mining/Processing Oil/Chemicals Food/Beverage General Manufacturing Total Zero 69.0% 63.6% 50.0% 55.2% 42.9% 55.1% 54.9% Once 8.6% 9.1% 12.5% 13.8% 14.3% 16.7% 14.0% Twice 6.9% 9.1% 8.0% 10.3% 11.4% 7.1% 8.1%
3-5 times 1.7% 9.1% 12.5% 12.1% 14.3% 10.6% 10.4%
5-10 times 3.4% 0.0% 5.4% 5.2% 8.6% 2.5% 4.0%
11-20 times 0.0% 0.0% 3.6% 1.7% 0.0% 1.0% 1.5%
20 + times 1.7% 9.1% 7.1% 0.0% 8.6% 3.0% 4.0%
Leading the way was the utilities/infrastructure sector with 69.0% claiming zero major shutdowns. Food/beverage companies were the most likely to have had 20 or more major shutdowns in the last year. The high percentage of total stoppages in food/beverage organizations is surprising since they usually have a relatively large number of production lines. Among general manufacturing companies, 78.8% had no more than two major shutdowns in the last year.
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45.0% 40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0%
0hrs 1-10 hrs 11-20 hrs 21-30 31-40 hrs hrs 41-50 hrs 51-60 61-70 hrs hrs 71-80 hrs 81-90 hrs
What was the most downtime caused by a single breakdown this year?
Breakdowns are all too often unavoidable. Good maintenance programming recognizes this fact. Even the most effective preventative maintenance cannot prevent every failure. How quickly an organization is able to get systems and equipment back online after a failure is the true sign of effective maintenance planning. Of the organizations surveyed, 7.4% were able to claim zero hours of downtime caused by breakdowns in the last year. Impressively, more than one-third were able to keep their maximum downtime to between 1 and 10 hours. Over half of all organizations surveyed were able to keep the maximum downtime for any one plant failure to 20 hours or less. Unfortunately, 1 in 8 companies experienced more than 90 hours of downtime from a single breakdown this year. Again, this question emphasizes the need for proper cost-based reliability centered maintenance in order to set not only the correct preventative maintenance strategy, but also the correct holding of spare parts.
FIGURE 31
Organization Size 1-250 251-500 501-1000 1000+ Total 0 hrs 10.0% 6.1% 1.6% 5.5% 7.4%
1-10 hrs 38.1% 27.0% 33.3% 32.7% 34.1%
11-20 hrs 13.0% 13.0% 14.3% 20.0% 14.0%
21-30 hrs 8.4% 7.0% 3.2% 10.9% 7.6%
31-40 hrs 5.0% 8.7% 11.1% 3.6% 6.6%
41-50 hrs 4.6% 11.3% 4.8% 5.5% 6.4%
51-60 hrs 2.1% 2.6% 4.8% 1.8% 2.5%
61-70 hrs 2.5% 2.6% 1.6% 3.6% 2.5%
71-80 hrs 1.7% 0.9% 1.6% 0.0% 1.3%
81-90 hrs 0.8% 0.9% 6.3% 0.0% 1.5%
91+ hrs 10.9% 14.8% 15.9% 10.9% 12.5%
How quickly an organisation is able to get systems and equipment back online after a failure is the true sign of effective maintenance planning
Small organizations (1-250 employees) were the most likely to be able to claim zero hours lost due to a breakdown (10.0% of 1-250 employee respondents). Only 1.6% of 501-1000 employee organizations were able to match this. Indeed, 501-1000 employee organizations were also the most likely to have a breakdown of more than 90 hours (15.9%).
FIGURE 32
Industry sector Utilities/Infrastruct. Transport/Storage Mining/Processing Oil/Chemicals Food/Beverage General Manufact. Total 0 hrs 10.3% 9.1% 3.6% 10.3% 8.6% 7.6% 7.4%
1-10 hrs 34.5% 36.4% 25.9% 31.0% 54.3% 35.9% 34.1%
11-20 hrs 13.8% 0.0% 15.2% 13.8% 14.3% 14.1% 14.0%
21-30 hrs 1.7% 0.0% 9.8% 12.1% 11.4% 6.6% 7.6%
31-40 hrs 5.2% 9.1% 4.5% 6.9% 5.7% 8.1% 6.6%
41-50 hrs 6.9% 9.1% 9.8% 5.2% 2.9% 5.1% 6.4%
51-60 hrs 0.0% 0.0% 4.5% 0.0% 0.0% 3.5% 2.5%
61-70 hrs 1.7% 18.2% 0.9% 6.9% 0.0% 2.0% 2.5%
71-80 hrs 1.7% 0.0% 0.0% 3.4% 0.0% 1.5% 1.3%
81-90 hrs 1.7% 0.0% 1.8% 0.0% 0.0% 2.0% 1.5%
91+ hrs 17.2% 9.1% 22.3% 5.2% 0.0% 10.1% 12.5%
Utilities/infrastructure and oil/chemical firms were both equally likely to be able to claim zero hours lost (10.3%), while mining/processing were the least likely to make the same claim (only 3.6%). An extraordinary 22.3% of mining/processing organizations reported having breakdowns of more than 90 hours. Despite having a strong record at the positive end of the scale, utilities/infrastructure firms also reported a significant likelihood of experiencing shutdowns of more than 90 hours.
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How do you integrate your maintenance and production planning?

A variety of methods exist to bring about the integration of maintenance and production planning, including integrated maintenance and production systems, management intervention to resolve conflict, paper-based systems, informal word of mouth, and others. Clearly, the goal of this integration is to ensure that maintenance work can be carried out without having an unreasonable impact on production. The most popular method of achieving this coordination was through integrated maintenance and production systems. Of the organizations surveyed, 29.4% reported the use of integrated maintenance and production systems. Typically, these softwaredriven systems are able to calculate and coordinate the most effective timeframes for the equally essential components of maintenance and production to achieve their goals. This result is somewhat surprising as, according to leading IT analysts, few integrated production and maintenance planning systems exist, even in large organizations. One is left wondering whether this response indicates more the ambition of organizations rather than the current situation, and therefore must be an area for further research. These integrated systems were most popular among large and medium-large organizations (45.5% and 38.1% respectively), but were notably less popular among smaller organizations (24.3% for 1-250 employee organizations and 27.8% for 251-500 employee organizations), possibly reflecting the economy of scale in introducing these systems into larger organizations.
35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0%

Integrated maintenance & production systems Management intervention to resolve conflict Paper based systems Informal word of mouth Other
FIGURE 33
Intergrated maintenance & production systems 24.3% 27.8% 38.1% 45.5% 29.4%
Management intervention to resolve conflict 15.9% 23.5% 20.6% 14.5% 18.2%
Paper based systems 22.2% 21.7% 20.6% 10.9% 20.6%
Informal word of mouth 25.5% 16.5% 14.3% 12.7% 20.3%
Other 5.4% 5.2% 4.8% 12.7% 6.1%
No requirement for this 6.3% 3.5% 1.6% 3.6% 4.7%
Paper-based systems remained prevalent among 20.6% of organizations, as did informal word of mouth (20.3%). Both of these techniques were much more prevalent among smaller organizations. Of the organizations surveyed, 18.2% used management intervention to resolve conflict between production and maintenance planning.
The most popular method of achieving this coordination was through integrated maintenance and production systems
FIGURE 34
Industry sector Utilities/Infrastruct. Transport/Storage Mining/Processing Oil/Chemicals Food/Beverage General Manufact. Total
Intergrated maintenance & production systems 50.0% 9.1% 30.4% 29.3% 22.9% 25.3% 29.4%
Management intervention to resolve conflict 12.1% 27.3% 16.1% 20.7% 22.9% 19.2% 18.2%
Paper based systems 17.2% 27.3% 17.9% 19.0% 22.9% 22.7% 20.6%
Informal word of mouth 8.6% 18.2% 24.1% 22.4% 31.4% 19.2% 20.3%
Other 5.2% 0.0%` 7.1% 5.2% 0.0% 7.6% 6.1%
No requirement for this 6.9% 18.2% 2.7% 3.4% 0.0% 5.6% 4.7%
Integrated maintenance and production systems were used by half of all utilities/infrastructure organizations, yet were used by roughly only one-quarter of all general manufacturing businesses. Informal word of mouth was most likely to be used in the food/beverage sector (31.4%), while paper-based systems were used by a further 22.9% of organizations in that sector as well.
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2004 SURVEY OF DATA COLLECTION SYSTEMS FOR MAINTENANCE APPLICATIONS

This survey of data collection systems was compiled by Ian Bradshaw. The information provided is as received from those organizations responding to the survey.
The survey was intended to include the following systems:

MAINTENANCE DATA COLLECTION MAINTENANCE DATA COMMUNICATION PORTABLE COMPUTING AND PALM DEVISES GPS - GLOBAL POSITIONING SYSTEMS DISPATCH AND SERVICE CALL MANAGEMENT GIS - GEOGRAPHIC INFORMATION SYSTEMS BAR CODING, TRANSPONDERS
A small number of responses have been received but to contact more of the direct providers of such systems it is suggested that you visit the following web sites:
www.aimglobal.org/buyersguide/default.asp
AIM Inc. is the global trade association for the Automatic Identification and Data Capture (AIDC) industry. The members are manufacturers or service providers of technologies such as radio frequency identification (RFID), bar code, card technologies (magnetic stripe, smart card, contactless card, optical card), biometrics, and electronic article surveillance (EAS). This is a very large contact database for data collection systems throughout the World.
www.gpsworld.com
A site dedicated to Global Positioning Systems. Download a pdf copy of their 2003 buyers guide.
www.adca.com.au
The Automatic Data Capture Association (ADCA) is the Australian trade association of supplier and solution providers that are involved in the process of automatically collecting and integrating data to information management systems. Check out their 2003-2004 Data Capture Suppliers Guide.
AQUIP SYSTEMS
Company Information Email: sales@aquip.com.au Australia Web Page: www.aquip.com.au Countries Supported:
The PRUFTECHNIK VIBSCANNER is a popular hand-held condition monitoring system for predictive maintenance. The VIBSCANNER is capable of collecting vibration data, temperature, speed and process parameters. PRUFTECHNIK have also created the unique Vibcode technology as part of the
VIBSCANNER, where specially encoded measurement studs allow 100% reliable and repeatable identification of measure points, as well as optimal signal transmission. This provides maximum flexibility in terms of resourcing for data collection and is a proven solution for condition based vibration monitoring and lubrication regimes.
AssetPoint
Email: sales@assetpoint.com Worldwide Web Page: www.AssetPoint.com Countries Supported:
TabAnyWare from AssetPoint combines the power of CMMS/EAM TabWare with the convenience and portability of hand-held computing. With TabAnyWare users have the ability to remotely initiate, view and complete transactions related to work orders, preventive maintenance work and inventory management. Maintenance labor and productivity workflow efficiencies are improved by having work performed at the equipment or job location. By synching to TabWare through a wireless, dial-up or docking station, time consuming paperwork and data entry is essentially eliminated.
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Survey 2004
Maintenance Data Collection Systems
ATT - TIG International

Company Information Email: sales@tigint.com Web Page: www.tigint.com Countries Supported: Australia, UK & Europe, USA
COGZ Systems, LLC

Company Information Email: sales@cogz.com We have customers all
Ezijobz Software
Company Information Web Page: www.ezijobz.com Countries Supported: Australia, Canada, Ireland, New Zealand, Singapore, South Africa, United Kingdom, USA
Web Page: www.cogz.com Countries Supported: over the world that are serviced and supported from our office in the US.
From SAP to MYOB users, organisations find integrating ATT into their management regime allows significantly faster and accurate feedback regarding their asset tracking and stock control. Armed with a PDA style device, barcoding, RFid or touch memory technologies, assets, stock, plant equipment and documents are effortlessly tracked while virtually eliminating labour updating host systems. ATT benefits organisations to meet depreciation and accounting standards, cost centre allocation, accountability and theft management while negating the requirement for paper-based processes.
COGZ is an integrated maintenance system consisting of: Equipment Management Work Order Management Preventive Maintenance Inventory Management Purchasing The barcode collects inventory, work order and purchase order data.
Ezijobz SME software offers complete service management functionality, including service jobs, asset maintenance, and customer help desk support. It is built on a SQL database that can scale up to 100+ users. Maintenance features include: Multiple Predictive, Preventive and Reactive Maintenance Events per Asset by date, frequency, usage and units. Hierarchical Asset and Event processing to exclude sub-level Events and update multiple Asset actuals Ezijobz supports barcoding Synchronises with PDA Devices using the Palm OS.
HandiMex - Maintenance Experts (MEX)

Company Information Email: info@mex.com.au Web Page: www.mex.com.au Countries Supported: Australia, New Zealand, Indonesia, China, Thailand, Canada, Malaysia,
Barron GJM
Company Information Email: info@barron.com.au Web Page: www.barron.com.au Countries Supported: Australia
DRACAS - rcm2
Company Information Email: sales@rcm2.co.uk UK, Europe and USA
Web Page: www.rcm2.co.uk Countries Supported:
Pruftechnik Alignment Explorer is a data communication software package for the storing of Pruftechnik laser alignment files. Pruftechnik Rotalign PRO, Boralign, smartALIGN and Optalign PLUS all communicate with Alignment Explorer. Alignment files can be stored in a structured filing system for easy retrieval. As data is collected and stored it can be used for generating alignment reports. Alignment Explorer is also used to create machine templates. Machine templates speed up alignments and improve the quality control of alignment work.
Date Reporting Analysis and Corrective Action System (DRACAS) is a recent product from rcm2 limited, an innovative safety and reliability solution provider. DRACAS is a database used primarily to enter faults/failures collected from a working system as well as required improvements for procedures and processes. Based on this data, DRACAS produces a history of faults/failures of the system components in both textual and graphical formats. For more information please contact md@rcm2.co.uk.
HandiMEX is a portable information collection point used in conjunction with MEX, Australias leading computerised maintenance management system. HandiMEX is a simple application that works by transferring your required data from MEX into your handheld device. This data is then taken into the field and actioned. Once you have completed your work you then take your handheld device back to its cradle and transfer all of the updated data back into MEX, eliminating the need for data entry. There are four programs available and these include: Store Issues, Equipment Readings, Ad Hoc Work Order, Stocktake.
Bearing Expert Interchange and Vibration Frequency Database

Company Information International Source Index, Inc. Email: Smartini@Sourceindex.com Web Page: www.sourceindex.com Countries Supported : World Wide
HATCH Associates DSTAR - rcm2 limited

Company Information Email: md@rcm2.co.uk UK Company Information Email: nnikolovski@hatch.com.au Web Page: www.hatch.com.au Countries Supported: World Wide
Web Page: www.rcm2.co.uk Countries Supported:
The Bearing Expert Interchange and Vibration Frequency Database has over 1 million bearings in interchange and 250,000 base bearing frequencies for 120+ manufacturers worldwide. Database reports include Interchange, Vibration for multiple manufacturers, Harmonics, Contact Angle, Prefix and Suffix and Diagrams. Our Internet Application offers Manufacturers Links to catalogs for additional information. Available on CD-ROM and Internet Subscription. Or place TBEXREF link on your website. Customers can access the database while increasing website activity. Lead Report generated daily for follow up.
Data Storage, Transfer and Reporting (DSTAR) system is a new productfrom rcm2 limited, an innovative safety and reliability solution provider. DSTAR allows predictive maintenance of railway signaling equipment based on data collected from its components in real-time. It keeps a record of all controls on signals, indicates signal aspects to be replaced and gives warning of abnormalities in railway points/switching movements. For more information please contact md@rcm2.co.uk.
e-Inspector from Hatch Associates is part of Hatch Strategic Asset Management Support Toolset and provides maintenance practitioners with the facility to download/upload, chart and report on the results and history of their inspection regimes. The concept is based on using PDA for data collection and performing customised PC assisted data analysis. Multiple inspections are easily imported in the PDA from a CMMS or maintenance strategy databases or created from pre-existing hard copy inspection sheets. An inspector is able to electronically record the inspection by entering the measurement values, a free text feedback or comment or selecting from pre-determined responses. The application is suitable for both Pocket PC and Palm based units.
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Maintenance Data Collection Systems

Job Details & History
Matrix - COGNICA
Van Inventory
Company Information Email: info@cognica.com Web Page: www.cognica.com Countries Supported: UK
Plant Maintenance Assistant TIG International

Company Information Email: sales@tigint.com Australia, UK & Web Page: www.tigint.com Countries Supported: Europe, USA
Time Recording Proof of Delivery Custom Designed Forms Technically Serviceware Supports devices running Microsoft Pocket PC Can integrate with existing corporate systems. Support communications methods such as GSM, GPRS and CMDA.
Matrix is a service offered by COGNICA to define the information (e.g. Health and Safety, Operation and Maintenance) that members of the supply chain sub-contractors, manufacturers and suppliers - must provide as part of a project. It provides a specification over the internet or extranets and allows the supply chain to upload information directly into a database. It provides flexible publication routes to IT systems (e.g. maintenance management, asset management, O&M), CD-ROM or paper.
PMA is a fully automated solution for gaining extra performance from valuable maintenance engineers by eliminating laborious paper-based reporting processes. Armed with a PDA style device and barcoding, RFid or touch memory technologies users access job information, special instructions and execute multi-tiered planned and unplanned maintenance tasks while recording consumption of materials, date and time and status of tasks. On completion of the maintenance session the updated data is communicated back to the host maintenance system.
MMT - TIG International

Company Information Email: sales@tigint.com Web Page: www.tigint.com Countries Supported: Australia, UK & Europe, USA
NaniGo - COGNICA
Company Information Email: info@cognica.com Web Page: www.cognica.com Countries Supported: UK
Teroconsulting
Email: sales@teroconsulting.com Canada, USA Web Page: www.teroconsulting.com Countries Supported:
MMT is a sophisticated front end application that gives existing ERP and inventory systems a virtual consolidation of multiple pick lists, purchase orders, stock takes and internal movements presented in real time. Designed with shop-floor operators in mind, MMT removes traditional paper-based processes and replaces them with RF and barcoding efficiencies. Features include support for mobile RF terminals, off-line capability, multiple product identifiers, hardware vendor independence, EAN-128 complaint, SAP certified, and Pick-toLight support.
NaviGo is a software suite to store and retrieve asset-related information, including the Health and Safety file and Operation and Maintenance manual. It has a fast, accurate and easy to use navigational system, which helps different groups of users access information in ways which correspond to their job functions. These may include site plans, process schematics, CDM view, assets grouped by manufacturer etc. NaviGo helps the Client, or FM contractor, to reduce operational expenditure and respond quicker to emergencies.
Web Work 100% Web Based CMMS/EAM solution. Enter data using a standard web browser or on site using a Palm PDA device for Work Orders, Inventory Data collection via Bar Codes and detailed Readings and Rounds information including meter readings. Interfaces to SCADA systems, GIS data, Accounting Data. Data input is easy, and the powerful built in report writer allows you to write detailed reports to better manage your entire operations.
National Reliability Systems Mobileware - Intentia Australia

Company Information Email: jenni.ingles@intentia.com.au Web Page: Mobileware.com.au Countries Supported: Australia, Malaysia, Singapore, Hong Kong, China, Japan, India, Indonesia, Korea, New Zealand, Phillipines, Taiwan, Vietnam, Europe (France, Germany, UK, Spain, Portugal, Italy, Norway, Sweden etc), USA Company Information Email: shargrave@nationalelectrical.com Web Page: www.nationalelectrical.com Countries Supported: Americas (USA, Canada, Mexico, South America)
WorkTech Time - Work Technology

Company Information Email: sales@worktechnology.com Australia, New
Web Page: www.worktechnology.com Countries Supported: Zealand, Western Europe, US
Mobileware is a suite of mobile productivity applications designed to improve the sales and service capabilities of organisations. If your business depends upon service technicians and maintenance crews then our Serviceware application can electronically deliver
National Reliability Systems offers vibration monitoring systems for predictive maintenance requirements and vibration analysis services. The NRS3600 system is a user-friendly online vibration monitoring and software system. National is also the Americas supplier of the award-winning VB Series line of vibration analysis products. National Reliability Systems offers a unique vibration analysis service, National Remote Diagnostics (NRD), available 24-7 via the internet. For more information, visit our website at www.nationalremotediagnostics.com.
WorkTech Time helps you reduce the cost of time entries, while giving you the tools to track time on a work order basis. WorkTech Time provides an easy-to-use time and attendance system that, at the same time, handles all your different kinds of employee with their distinct rules, skills, shifts, assignments, sick, and leave time agreements. WorkTech Time customers are freed from the hassles of time management and are delivered information that allows them to better manage people and assets.
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Avexus Receives 2003 Frost & Sullivan Entrepreneurial Company Award for Initiatives in Power Industry Segment
Avexus Inc., a leading provider of software solutions for the lifecycle management of complex assets, was awarded the Frost & Sullivan 2003 Entrepreneurial Company Award for delivering a unique services solution to the power systems services market. Avexus' Impresa(tm) software was originally designed to handle the service management of complex assets in the aviation industry. The unique business requirements to overhaul aircraft engines, landing gears and other parts have traditionally driven the functionality within Impresa. Realizing that the power systems services industry has similar service management requirements, Avexus has aggressively worked with clients and industry experts to capitalize on this emerging market opportunity. Frost & Sullivan projects that revenue for total world asset management solutions will steadily grow, increasing to $356.2 million by 2010 with nearly $120.0 million sales coming from the services category. "Asset owners, OEMs and third-party service providers, be they in the aviation or power markets, continue to wrestle with the inherent problems of contract management, resource allocation, profitable execution and business performance analysis," said Andrew Dumke, chairman and CEO of Avexus. "Impresa helps firms streamline services operations, providing power systems services companies with greater equipment uptime and faster maintenance turnaround times. We thank Frost & Sullivan for recognizing our efforts in addressing this market need." This Frost & Sullivan Entrepreneurial Company Award is given each year to an emerging company that demonstrates superior entrepreneurial ability in its industry. This award signifies Avexus' identification of a unique and revolutionary product solution with significant market potential.
www.avexus.com
Rockwell Automation, in the region and throughout the world. According to Rockwell Automation Asia Pacific TSC manager, Philip Greetham, the internationally recognised SCP certification has been a primary goal of the centre since its inception, three years ago. "SCP goes beyond the standards that just define the process," he said. "It requires that the support centre meet a range of performance criteria to pass the accreditation audit, including performance metrics such as 'speed of response', 'direct call connection to engineers' and 'customer satisfaction'. It amounts to the world's best practice for technical telephone support centres." Greetham adds that the development has further international implications. The coincident achievement by the company's TSC in Brazil means that now all of the company's support operations worldwide are SCP accredited. "Rockwell Automation is now the only company in the factory automation industry to have achieved this standard globally," he said.
Repair Mission for the UNSN Bob Hope

Shortly before setting out from port, an important engine cooling pump failed on the supply ship USNS Bob Hope. Swinging into action around the clock to repair the pump in time for the ship's embarkation was ITT Industries PRO Service Center in Greensboro, North Carolina. It started with a phone call on Friday morning. The fast response logistics support ship, the USNS Bob Hope was preparing to leave port on its way to the Persian Gulf region. According to Chris Brown of Geiger & Associates, a Goulds Pump distributor, the port engineer, responsible for the ship maintenance when it is in port, called Geiger on a Friday night at about 9:00 p.m. It seemed that they had "crashed" their No. 3 main engine-cooling pump. The pump, a vertical mount split-case with a 12" diameter inflow and outflow, pumps seawater in from under the hull to help cool the big diesel engines on board the ship. These pumps had been experiencing repeated failures, with the No. 3 pump having a catastrophic, lower bearing failure. Brown noted simply that, "the mechanical seal blew out and it failed". The repair mission for the UNSN Bob Hope was to pull the pump from below decks, fix it, test it, get it back on-board, aligned, started-up, checked out and finished - ASAP. After the call from the port engineer, Brown turned around and placed a call to the closest ITT Industries PRO Service Shop in Greensboro, North Carolina. As Jim Coryell remembers, "We got a call from Geiger Pump asking if we could turn this job around. We said
Rockwell Automation earns key support certification

Industrial automation leader Rockwell Automation has been officially recognised for its efforts in providing world-class technical support to the Asia Pacific region. Following an extensive audit in 2003, the company's Asia Pacific Technical Support Centre (TSC) achieved the much sought-after Support Centre Practices (SCP) certification. Demonstrating the attainment of the highest standards of post-sales customer services, the certification represents an important milestone for
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yes, and immediately started scrambling our resources." The PRO Shop first called Buffalo Pump, the pump manufacturer and asked if they had any spare parts. Unfortunately, the answer was no, "because it was a specialized pump - a horizontal split-case pump that was mounted vertically," said Coryell. With on-site help from a PRO Shop representative, the pump was pulled out from below deck. Brown recalls that "it was pretty hairy getting it up at night from below deck on the ship. The big problem with these older pumps is that the bearing housings that hold the bearings got wiped out. That's not something that we could just go and get off the shelf." The pump rolled into the PRO Shop in Greensboro at 9:00 p.m. on Saturday night. Jim Coryell and Eric Wilson, one of the top mechanics at the Greensboro PRO Shop, had come in and opened up the shop. The objective was to have the pump back on board the ship by Tuesday morning - operational. "We knew that we would have to make a whole bunch of parts for it and we knew we had to protect the bearings," said Coryell. While the pump was being shipped to Greensboro, Coryell placed a call to Inpro/Seals, letting them know that while they were not sure exactly what size seal would be required, a seal would be needed as soon as possible. With the pump in the shop, the work on Saturday night consisted of a complete disassembly and determination of what was needed to fix the pump. As it turned out, there was a need for custom fabrication of new parts for the pump. The PRO Shop went into action with two-man teams around the clock. The list of custom fabrications included the case wear rings, impeller wear rings, and mechanical seal glands. The PRO Shop engineers also had to modify the shaft sleeves to accept the new mechanical seals. Once the dimensions of the new seal were known, Coryell called Inpro/Seals on Sunday at 7 a.m. "They manufactured the seals and had them flow to Greensboro by special courier where I picked them up on Sunday night at 8 p.m.," said Coryell. Brown noted, "New mechanical bearings are not something that we could just go and get off the shelf. PRO Services actually manufactured and machined a bearing housing from scratch. That's a pretty nice thing to get done at 3 a.m. on a Saturday night." Coryell said that, "We basically got into the process of manufacturing all of these components. The pump was too big for us to sandblast here, so we go out some power tools and we wire brushed the whole thing inside and out." The refurbished pump left the PRO Shop on Tuesday morning at 2 a.m. and installed. According to Coryell, after the Buffalo pump was working properly again, the Navy was so pleased with our work that they put a failed screw pump that was being used in a high-pressure propulsion hydraulic system service on the truck to take back to Greensboro for refurbishment. Wilson took that pump back to the PRO Shop where it was fixed within 24 hours and then turned around again and brought it back to the ship for installation.
For more information: www.gouldspumps.com
Reliability Toolbox InterActive Support Tool
Here is a great new product that contains all the Precision Maintenance and Vibration Analysis Procedures, Standards, Tolerances and Specifications you require. All the documentation you always intended to write and implement set out in a single CD ready for implementation to your QA system. Vibration Analysis "tricks of the trade" for accurate confirmation set out step by step. Reliability Toolbox InterActive CD ROM has been selected as a finalist in Plant Engineering Magazine 2003 Product of the Year Competition. The Reliability Toolbox(tm) CD ROM is an organization-wide solution to improving and enhancing the weakest link in your CMMS program, maintenance procedures and documentation. Gain control of your maintenance and reliability programs, by capturing valuable machinery information and creating job aids for current and future employees. The value of machinery knowledge is immeasurable and is essential to a successful implementation of reliability programs. The Reliability Toolbox(tm) is an enhancement program that will help your company to obtain and secure this valuable information, provide consistency in job performance and training of employees. The Reliability Toolbox(tm) CD ROM program offers a reliability knowledge assessment and several live multimedia training modules that explain and demonstrate the use of various maintenance forms and procedures. This program also provides a collection of over 50 generic maintenance forms, procedures and job aids in MSWord format that can be used as is, or modified to meet the procedural requirements of an existing reliability improvement program.
For more information contact Asset Reliability Services on info@assetreliability.com.au or visit us on-line at www.assetreliability.com.au
Preventative Maintenance without the Pirates

By Andre van der Heyde, Atlas Copco Compressors & Generators Imagine being four and a half weeks into a tight five week drilling, sand blasting or construction contract a thousand kilometres from anywhere. You're being paid per hour and you know you'll be pushing it to finish the job on time. It is 45 degrees in the shade. And then your compressor breaks down.
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Think about the ramifications - lost money; tighter deadlines; and the very real possibility of being kicked off site and loosing the contract - and maybe many more in the future if you don't come through in time. Plus you'll probably have to spend a fortune on emergency repairs or a replacement machine in an effort to catch up on lost time. Now think about why this happened. Sure, at face value the compressor let you down. But why did it fail? Could it have been prevented? What steps would you take to avoid such a situation? The reality is that the less stringent your routine maintenance standards are, the greater your chances of experiencing machine failure. We have identified five key areas where small steps will help any user ensure they get the longest life, greatest
environments. It is therefore imperative that preventive maintenance is carried out at the interval that occurs first (either running hours or the recommended period). It is also important to remember that the service intervals recommended by the manufacturer are based on the product operation under normal working conditions. If your compressor or generator is operated under extreme conditions (high dust or high ambient temperature for example) the manufacturer should be consulted for adjustment of the intervals accordingly. 3. Incorrect maintenance or repairs With many of our customers based in remote locations - such as those involved in drilling and construction, we often hear that it is more cost effective to have the operators or fitters perform all the maintenance work on the site's compressors and generators rather than getting it serviced by the manufacturer. However, not all fitters or operators have been trained specifically by the manufacturer on every piece of equipment on site. Also, they are often not up to date with the latest technical information on these products and consequently maintenance may be inadvertently carried out incorrectly. Therefore, when selecting a product for a remote location, ensure you buy from a manufacturer that has an extensive after sales service support coverage. When a company has a large number of service centres in regional areas and has technicians on the road, the cost of on-site maintenance and repairs will be greatly reduced through reduced travel time. 4. Use of non-genuine parts Do you buy the spare parts for your compressor or generator from the original equipment manufacturer of your machine? That is, are they backed by the service, support and warranty that only the OEM can provide? Parts supplied by anyone other than the OEM may appear to fit but chances are that they are incompatible with the machines they are used on or may be unsuitable for that particular application as the examples clearly show. They may also be of an inferior quality. Next time you buy spares, stop and think - is this a genuine part, will it protect my warranty and give me the best performance from my compressor and generator? Or is it a dangerous liability on site? 5. The issue of product quality To minimise your risk of being stuck with faulty or poor equipment, ensure you purchase from a reputable manufacturer that will offer aftermarket support and service for your equipment and a comprehensive warranty if something should go wrong. With new features being included on compressors all the time, maintenance is getting easier to manage. For example, a unique feature included on Atlas Copco's new Xsize 2 compressor range is an automatic notification function to indicate when routine maintenance is due. To make maintenance fast and easy and to save frustration, this automatic function indicates faults, their details and precise location for easy access and attention.
performance and highest reliability from their compressors and generators. 1. Preventative Maintenance Preventative maintenance on compressors and generators is often perceived to be expensive and unnecessary. Why? Because it is never compared to the cost impact of a break-down failure. When a breakdown failure occurs, the cost in terms of productivity and down-time are never calculated as the focus is always on getting the machine operational again. We recently surveyed the costs of break-down repairs versus preventative maintenance plan pricing and found that in most cases the customer would have been far better off if there had been routine maintenance according to the recommended schedule. If the intention is to save money by not carrying out routine maintenance, it could very well prove false economy to do so. In fact, you may want to check with your OEM about the service plans they can offer you. 2. Service Intervals As with a motor vehicle, compressors and generators need to be maintained at regular intervals regardless of the running hours. Typical maintenance intervals would be 500 hrs OR 6 months, Which ever occurs first. This is due to the fact that certain elements in the machine degrade, like the oxidation of oil, over time regardless of whether the machine is running or not. Compressors and generators used in applications such as construction, abrasive blasting, concrete pumping, stand-by power, etc. don't clock up the same quantity of hours as similar machines operating in production
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MicroMain Launches Maintenance Module for Pocket PC

xmMOBILE Is First Microsoft .NET-connected Application MicroMain Corporation has launched its xmMOBILE its first Microsoft .NET-connected application. This new software module allows maintenance personnel to streamline operations by using Pocket PCs to convey data related to maintenance tasks and inspections. MicroMain was one of the first maintenance management companies to offer a software module, based on the Palm OS(r), for PDA-based work orders and inspections. The new xmMOBILE for Pocket PC module not only takes advantage of Microsoft .NET technology and the Pocket PC operating system, but it also provides customers additional features aimed at improving the maintenance process. MicroMain will release xmMOBILE for Palm OS in quarter 1 2004. Used with MicroMain XM(tm)-MicroMain's flagship computerized maintenance management (CMMS)/enterprise asset management (EAM) systemthe new xmMOBILE module enables users to send data from MicroMain XM to the Pocket PC and then upload data back from the mobile device to MicroMain XM. In a typical work day, maintenance technicians would use the module to download work orders to their Pocket PCs, complete the tasks, enter time, note details such as parts or tools used, and update the work order right at the point of work performance. At the end of their work shift, the technicians would then upload the data back into the main database. Many of the work orders generated using xmMOBILE are used for inspections. These inspections could be used, for example, to ensure equipment uptime at manufacturing plants or to report regulatory compliance at health-care facilities. Maintenance personnel use their Pocket PCs to access the inspection work order and enter data including "passed" or "failed" status, action taken, rating, measurement, and comments. One way maintenance personnel accomplish more work in less time is apparent in the field. Using xmMOBILE, maintenance technicians can create new work orders on the fly to address additional maintenance needs they encounter. The technicians can complete an assigned work order and also correct other maintenance problems in the same period of time, recording the new work using a Pocket PC. The new module also supports bar code scanning to save time. Using xmMOBILE, a maintenance technician can scan a bar code on an asset, such as an air conditioner or drill press, and xmMOBILE will display all work orders for the specific equipment. If no work orders exist for the equipment, a new work order can be generated on the Pocket PC. Other features in xmMOBILE include updating asset meter readings and using labor or activity cost and charge information when assigning labor to work order activities. With this module, the same labor or the same part can be assigned multiple times to the same work order. Users can also download lookup table data to the Pocket PC for field pick lists, which offer many filtering options including limiting assets by property building or limiting parts by class.
karenr@micromain.com
Marine Planned Maintenance

U.K. based Marine Software Ltd welcomes Hanson Aggregates Marine Ltd as one of the latest shipping companies to install the successful Marine Planned Maintenance for Windows software. Based at Southampton, Hanson Aggregates Marine is Europe's leading supplier of marine aggregates from a fleet of 12 dredgers and chose Marine Software's MPMWin after successful evaluations on-board the 'Arco Adur'.
Hanson Aggregates Marine also commissioned Marine Software to construct each vessel's database using the hull & machinery class master lists, together with importing all existing maintenance history directly into MPMWin prior to installation. Marine Software's Office Planned Maintenance system will be used by Hanson to receive regular data transfers from each vessel via email or floppy disk. Shore-based technical superintendents can seamlessly review any ships database to ensure all maintenance schedules are strictly adhered to. In other news, Stena Line purchased Windows upgrades to Marine Software's DOS based Planned Maintenance system on board Stena Transfer, Stena Transporter & Stena Partner, all operating on the Harwich/Europort route. Stena Line also purchased a new office based system to monitor fleet maintenance ashore for these vessels. Marine Software modified the standard office based OPMWin software to manage Stena Line's approved suppliers list.
Marine Software web site http://www.marinesoftware.co.uk Email address info@marinesoftware.co.uk.
Maintenance in Australia, 2003 to 2018

Australia's Maintenance Industry in Early Stages of a Strong Upturn Maintenance of Infrastructure, Industrial Plant and Buildings all Set for Solid Growth Alliances Dominating the Current Round of Maintenance Contracts An upturn in maintenance activity in Australia is now underway, with solid growth expected in the next five years before a downturn in 2007/08, says the newly released report by BIS Shrapnel, Maintenance in Australia, 2003 to 2018.
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Maintenance in Australia, 2003 to 2018 values the maintenance of Australia's infrastructure, nonresidential buildings and industrial facilities at $24 billion in 2002/03, with an estimated 50 per cent of this work outsourced ($12 billion in 2002/03). This represents a very important sector for the broader construction and maintenance industry and many of its major companies. Mr Hatcher says the biggest sectors in terms of maintenance activity are non-residential buildings, heavy manufacturing, roads, light manufacturing and mining. The annual value of maintenance in these sectors ranges from $2.6 billion in the mining sector up to $4.8 billion for non-residential buildings. Study leader and Senior Economist, Nigel Hatcher, believes all sectors of maintenance activity will move through a cyclical pattern this decade, with industrial sector maintenance (particularly mining), commercial building, roads, railways and other infrastructure all tied to movements in the Australian economy. With improved State Government revenues expected mid-decade, public infrastructure maintenance programs are expected to benefit from improved funding availability. Industrial maintenance will also rise, as companies gear up for the coming boom in demand, as their profitability surges and, ultimately, as new investments come onstream. Commercial building maintenance will also increase substantially as occupancy improves and incomes to building owners surge. But Mr Hatcher expects a downturn for most maintenance sectors to follow, starting in 2007/08. Maintenance in Australia, 2003 to 2018 has identified a trend in maintenance activity towards outsourcing within the framework of the Alliance model, which involves open-book, joint responsibility arrangements. BIS Shrapnel predicts that most major maintenance projects in Australia likely to converge around this model in the next five to ten years. Alliance contracts are estimated to currently represent 21 per cent of all outsourced maintenance work. The Alliance model will continue to address some of the problems evident in outsourcing in the 1990s, such as loss of control, cost blow-outs, difficulty in monitoring and contractual disputes, and will ultimately encourage increased outsourcing of maintenance. Maintenance in Australia, 2003 to 2018 reports that the proportion of work contracted-out has plateaud in most sectors, in most states. In the Government sector, New South Wales and Queensland are unlikely to increase their proportion of outsourcing much further, and local government is expected to continue to retain most of its maintenance in-house. Prospects for further expansion of out-sourcing of maintenance in the industrial sector will also be hampered by the concern of some companies with using contractors. Looking ahead, Maintenance in Australia 2003 to 2018, forecasts the next period of government spending growth to focus to some degree on maintenance activities. This follows stagnant, and in some cases declining, maintenance funding in recent years, especially in areas such as education, hospitals, railways and defence facilities. The industrial sector is expected to experience especially strong growth in maintenance activity over the next four years, with growth in mining sector maintenance forecast to average 8 per cent per annum in the four years to 2006/07. The key to strong growth in the industrial sector is the expected booming
market conditions that will see increased capacity utilisation, and therefore an increased maintenance requirement.
The Sectors
Roads Road maintenance activity is forecast to continue its growth (following flat activity in 2001/02) and peak in 2005/06. Growth in this sector will be driven primarily by increased State Government expenditure on arterial roads. The expected end of the Roads to Recovery program after 2005/06 and decreased State Government spending on arterial roads during the economic downturn will cause roads maintenance activity to decline in 2006/07 and in 2007/08. Railways Spending on railways maintenance has begun a slow increase following more than a decade of decline. BIS Shrapnel expects rail maintenance activity to once again pick-up in 2005/06, following a slowdown in 2003/04. Ports With new construction expected in East Arm Port (Northern Territory), Harriet Pt Port Facility (Western Australia), Newcastle (New South Wales), Westgate (Victoria) and possibly Port Botany, maintenance expenditure in the ports sector is forecast to increase significantly in the coming five years. Water and Wastewater Renewals expenditure has picked up strongly since the lows of the 1990s, but is still considered to be quite weak compared to the requirements across the water sector. BIS Shrapnel is forecasting growth to accelerate during the coming four years, peaking in 2006/07 before suffering a setback in 2007/08. Electricity Maintenance spending in the electricity sector suffered a major downturn in the early 1980s. During the past four years, BIS Shrapnel estimates that the maintenance market has begun to expand again. Additions to the underlying asset base, the ageing of assets and a major round of periodic maintenance in the coming five years will encourage further expansion in the market. Gas Pipelines BIS Shrapnel estimates that maintenance spending in the gas pipelines sector has picked up in the past five years due to substantial investment in new pipeline infrastructure. During the coming five years, continued strong growth in maintenance is expected with ongoing additions to the asset base and the increasing use of gas as a fuel source being the drivers. Telecommunications Australia's telecommunications sector has grown rapidly over the past decade. A major slump in the world economies and technology sectors has directly impacted on investment and maintenance spending in the telecommunications sector, with a further decline
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forecast for 2003/04. A tentative upturn is then expected in the three years to 2006/07 before another deterioration in 2007/08. Defence The impact of a declining facilities allocation from the Federal Government and falling levels of transfers from other programs, will see a significant decline in defence facilities maintenance expenditure in 2003/04 and 2004/05. Modest increases in maintenance funding are expected as the economy improves mid-decade. Mining A decline in maintenance activity occurred in the late 1990s and early 2000s, coinciding with a surge in new mining investment, the closure of some old mines and weakening demand. Maintenance activity levels are slowly rising, with stronger growth expected through 2004/05 to 2006/07. Heavy Manufacturing Maintenance expenditure in this sector grew strongly in 2001/02 before contracting slightly in 2002/03, with a strong year of output growth allowing less downtime for maintenance. The heavy manufacturing sector will continue to experience strong growth in 2003/04 before entering a slowdown between 2004/05 to 2006/07 and dropping further in 2007/08. Light Manufacturing BIS Shrapnel believes maintenance expenditure in the light manufacturing sector slowed in 2002/03 due to the impact of the drought on the Food, Beverages and Tobacco sub-sector, and tariff reductions on the Textiles, Clothing and Footwear sub-sector. A slight increase in maintenance is forecast for 2003/04, accelerating in 2004/05 and 2005/06. Non-Residential Buildings BIS Shrapnel expects maintenance expenditure growth across all sub-sectors of non-residential building to be fairly well aligned over the next few years. Maintenance expenditure is forecast to increase in the three years to 2005/06 before declining modestly in 2006/07 and 2007/08.
www.bis.com.au
He said IFS Applications would replace the company's existing systems and serve as the new platform for Hawker Pacific's future growth, integrating all core business processes into one system. "To stay competitive in the rapidly changing aerospace market you've got to constantly identify new opportunities for increasing operational efficiency and providing superior customer services," Mr Bisson said. "IFS Applications provides us with an integrated MRO and product sales solution that will help us to become more efficient and competitive by managing three critical business areas - customers, products and resources," he said. Mr Bisson said Hawker Pacific had been attracted to the IFS Applications solution because of its proven track-record in handling MRO processes for customers such as the Joint Strike Fighter project, the Eurofighter consortium, BAE Systems and Saab Aerospace. IFS Applications is also in service with the UK Ministry of Defence and the Royal Norwegian Air Force. The company has alliances and partnerships including GE Engine Services, Northrop Grumman. With 13% of the world market for services and maintenance systems, IFS is the market leader, according to the US analyst, ARC.
www.ifsworld.com
FastMaint CMMS version 4.0

SMGlobal Inc has released FastMaint CMMS software version 4.0; a Microsoft Windows based computerized maintenance management solution (CMMS) for small to mid-size organizations. FastMaint is useful for enterprise asset maintenance, plant maintenance, facility maintenance, fleet maintenance and many other types of periodic tasks. FastMaint can help organizations reduce asset downtime while reducing costs of labor and materials. Both planned and preventive maintenance tasks can be easily scheduled, managed and tracked. An integrated inventory system allows one to track inventory use and when to reorder parts. Maintenance managers can plan ahead and budget work for the week, month, quarter, year or any defined period. One can easily create work orders and collect feedback on jobs done. The multi-user Professional edition provides a way for non-maintenance personnel to submit maintenance requests plus users rights to view or change information can be restricted to protect maintenance data. An easy to use interface will help users become productive soon. Many third party tools such as report writers; data extraction utilities, etc. can also be integrated with the FastMaint database. The new version adds the ability to insert pictures and links to external maintenance documents on work orders, asset records, etc... as well as support for Microsoft's SQL Server database.
For a limited time prices start at US$1495 for the single user version. http://www.smglobal.com. Contact: SMGlobal Inc. Email: sales@smglobal.com
Hawker Pacific makes strategic upgrade to IFS Applications

Australasia's leading aircraft sales and product support company, Hawker Pacific has moved to further increase its market leadership by implementing IFS Applications a new integrated solutions package for maintenance repair and overhaul (MRO), sales, distribution, financials, project, document and quality management to replace its existing systems. In announcing the implementation, Hawker Pacific's Chief Financial Officer, Paul Bisson said the move represented a key element in the company's strategy to back its market leadership with cutting edge business systems.
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2004 CALENDAR OF MAINTENANCE EVENTS

A listing of maintenance related courses, conferences, user-group meetings and events to be held in 2004:
2004 MAINTENANCE SEMINARS
Presented by Len Bradshaw, EIT, Australia. Following the very successful earlier planned maintenance seminars we are pleased to announce the seminars will be conducted again in 2004. The seminars include the following 1 day courses:
Maintenance Cost Reduction New Concept Seminar
Covers the life cycle phases: design, development, production, test, operation and support. The methodology basically consists of the following tasks:
PLANNED MAINTENANCE & MAINTENANCE PEOPLE ADVANCES IN MAINTENANCE PLANNING MAINTENANCE MANAGEMENT & ASSET MANAGEMENT
Venues for the Australian 2004 PM seminars are as follows: Perth 29 5 9 26 23 31 March 2004 7 May 2004 28 May 2004 11 August 2004 25 August 2004 Gold Coast Melbourne Gladstone Sydney -
Conduct the necessary reliability and safety analyses Collect and analyze existing failure data Build-up the maintenance trees with failure rates and distributions Determine the (initial) maintenance concept using the above data and optimize:
info@bqr.com www.bqr.com Web Page:
Email:
Maintenance Systems Consolidated Reliability Week 2004
- Machinery Health Management Conference RW2004 will help you improve machine reliability and increase production capacity at your plant. Structured for both CSI and nonCSI users. 26th - 28th May 2004, Novotel St. Kilda, Melbourne, Australia Email: Web Page: info@maintsys.com.au www.maintsys.com.au
For further information contact mail@maintenancejournal.com or see our web site at www.maintenancejournal.com
Asset Condition Assessment Workshop
DIY Asset Condition Assessment workshop. Topics are strategic lifecycle and maintenance planning, asset compliance, conformance and condition. ACA Software licence. Sydney Brisbane Adelaide Auckland Email: Web Page: 4th and 5th of May 2004 11th and 12th May 2004 18th and 19th May 2004 25th and 26th May 2004 16th and 17th June 2004 npaul@mcp-cg.com www.assetconditionassessment.com Melbourne -
MARCON 2004
Impacting Your Business with Maintenance and Reliability International Conference for all - specialists, practitioners, educators, students, uninitiated. Three parallel tracks: New Technology; Best Practices/Case Studies; Asset Management May Email: Web Page: 2 - 5, 2004 Knoxville, USA mrc@utk.edu www.engr.utk.edu/mrc
Facilities Maintenance Management System (FMMS) 12th Annual Users Conference

Since the first FMMS Users Conference in 1992, KDR Creative Softwares customers have enjoyed returning each year to participate in development decisions of their favorite maintenance software. 10th, 11th, 12th October 2004 Email: Web Page: www.kdrinc.com www.kdr.com.au Brisbane Australia gmontgomery@kdrinc.com
Overview of Modern Maintenance and Reliability Concepts

Overview of M & R tools, systems, methods, and practices in modern business environment. Excellent primer or review. May Email: Web Page: 10 - 14, 2004 mrc@utk.edu www.engr.utk.edu/mrc University of Tennessee, Knoxville, USA
Facilities Maintenance Management System (FMMS) Gap Training
People Management for Maintenance Excellence
Carlton Crest Hotel, Melbourne, Australia 26th & 27th February 2004 This conference outlines the best tools and strategies that can assist you to manage your people in the quest for World Class Maintenance. It focuses primarily on maintenance workforce and partner relationships development to attain your organisation's corporate productivity goals. Maintenance Journal subscribers receive a 10% discount. www.marcusevans.com.au/conference_companion/384e.pdf email marketing@marcusevansau.com call Chris Low at marcus evans on tel: 61 (2) 9223 2137.
This is another annual favorite amongst KDR Creative Softwares clients, where KDR staff provide formal training on recent software updates and enhancements. 16th, 17th December 2004 Email: Web Page: www.kdrinc.com www.kdr.com.au Melbourne Australia gmontgomery@kdrinc.com
Introduction to TPM3
4 & 5 March 2004 9 & 10 March 2004 11 & 12 March 2004 18 & 19 March 2004 25 & 26 March 2004 1 & 2 April 2004 ctpm@ctpm.org.au www.ctpm.org.au 21 & 22 July 2004 10 & 11 August 2004 12 &13 August 2004 28 & 29 July 2004 4 & 5 August 2004 18 & 19 August 2004
Learn how to use Equipment Performance (OEE) as the driver for all employees to achieve World Class Performance Auckland Adelaide Perth Brisbane Sydney Melbourne Email: Web Page:
Postgraduate programs in maintenance and reliability engineering
Off campus learning programs, full year units, using web-enhanced delivery. Four qualifications, including Masters degree. Open to graduates and non-graduates. Residential Schools: Melbourne, 29 Feb; Churchill, 27 September (Australia); Knoxville (USA) 22 August.
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Email: Web Page:
ray.beebe@eng.monash.edu www.gippsland.monash.edu/gse/postgrad.shtml
Justification Tools & Techniques

Learn to focus with PROACTs historical and probabilistic FMEA techniques - assign criticality to all bad actors, prioritize RCA investigations. Throughout the year at Hopewell, Virginia, USA Email: Web Page: info@reliability.com www.reliability.com
Problem Solving Methods Train-the-Trainer
Invest in RCA methodology for in-house sustainability - PROACT RCA in Train-the-Trainer format for frontline operators. Throughout the year at Hopewell, Virginia, USA Email: Web Page: info@reliability.com www.reliability.com
Strategic's Annual Reliability Conference and User Group Meeting
Reliability 2004.
ARMS Reliability Engineers Annual Reliability Seminar. Radisson Resort on the Gold Coast Australia Mon 27th Sept - Fri 1st Oct 2004 ARMS Reliability Engineers Ph 61 0 3 5255 5357 Fx 61 0 3 5255 5778 mbell@reliability.com.au
Maintenance and reliability practitioners are welcome to attend Strategic Corporate Assessment Systems Pty Ltd's annual Reliability Conference, to be held at the Manly Pacific, Sydney, Australia 24th 25th February 2004. Strategic's conference represents an ideal opportunity to meet and exchange ideas with a large number of reliability professionals from a range of industries. Attendance is not limited to RCM Turbo or SOS users. www.strategicorp.com or contact Strategic on 03 9455 2211.
Root Cause Analysis Methods
Vital Life Signs For Pump Wellbeing
In depth PROACT workshop for Principal Analysts seeking factual RCA methodology to eliminate chronic failures in process and/or equipment. Throughout the year at Hopewell, Virginia, USA and also at September 14-15, 2004 Email: Web Page: Dallas, Texas USA info@reliability.com www.reliability.com
Aquip Systems and Blakers Pump Engineers will be running their successful pump reliability workshop with new ideas to share on condition based monitoring. Perth, Western Australia, March 2004 (Further dates TBC) Email: Web Page: sales@aquip.com.au www.aquip.com.au
Root Cause Analysis
Maintenance Positions Vacant
This form may be photocopied
Annual Subscription Form

The Maintenance Journal is now available in both a PRINT version and ELECTRONIC version. Publishing dates are: February, May, August and November (For Australia prices are inclusive of GST taxes) Print Version: Includes postage anywhere in the world Print Version annual subscription is Aus$120 [US$70] Downloaded as a zipped PDF file eMJ Annual Subscription for Single Site Usage Aus$80 [US$50] May be distributed throughout your site intranet eMJ Annual Subscription for Multiple Sites Aus$300 [US$180] May be distributed to any sites within your world wide corporation Print plus eMJ: To receive both the Electronic and Print Maintenance Journal Annual Subscription for both Print and eMJ is Aus$154 [US$90]
Please Indicate QTY Required
Electronic Version - eMJ:
Start Issue For new subscriptions please indicate when you wish to start your subscription Current Issue Next New Issue Other
(tick or give month/year)
Past Issues Cost of Past Issues is: Aus$44 [US$25] Price is inclusive of postage and local taxes. To see a listing of past issues go to: www.maintenancejournal.com
All past issues are available in the Print format. Electronic version only available from the February 2003 issue onwards.
Past Issues Required:

(month and year)
Name Company/ Address
Position
Phone Email Method of Payment (Please preferred box)
Fax
FEE PAYA B L E
AUS$
1 2
Cheque enclosed made payable to Engineering Information Transfer P/L A.C.N 006 752 978 ABN 67 330 738 613 I would prefer you to charge my credit card. Card Number Signature Cardholders name American Express Mastercard Visa Card Expiry date:
Engineering Information Transfer, PO Box 703, Mornington, Victoria 3931, Australia. P h o n e : (Int) 61 (3) 5975 0083 Fax: (Int) 61 (3) 5975 5735 E-mail: maint@satlink.com.au Web: w w w. M a i n t e n a n c e J o u rn a l . c o m
Maintenance
2004 Seminars
Course One Course Two
Planned Maintenance & Maintenance People
The What, When & Who of Maintenance
Maintenance Planning
Advances in Maintenance Planning, Maintenance Control & Feedback
[Advertiser] [Advertiser] Maintenance Management Success & Excellence in Advertisement Full Page Full &Page Advertisement Maintenance Asset Management 83 83
Course Three
Attend just one, two or all three of these one-day courses.
Venues
Perth
29-31 Mar 2004
Gold Coast
5-7 May 2004
G Major Revisions & Updates for the 2004 Maintenance Seminars G Detailed Seminar Notes in Hard Copy G Plus a CD of Hundreds of Pages of Case Studies and Maintenance Related Facts (400mb of Information) G Each seminar provides opportunities to discuss with other practitioners improved ways of managing and performing maintenance activities
PRESENTED BY
Melbourne
26-28 May 2004
Len Bradsha w
ORGANISED BY ENGINEERING INFORMATION TRANSFER PTY LTD AND THE MAINTENANCE JOURNAL
Gladstone
9-11 Aug 2004
Sydney
23-25 Aug 2004
THE MOST SUCCESSFUL AND MOST RECOGNISED MAINTENANCE RELATED SEMINARS

# As well as Maintenance Personnel, why not also send Operations Personnel to Course 1 #
For more information see: www.maintenancejournal.com Or Email: mail@maintenancejournal.com Phone: 03 5975 0083
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NEC Model TH7102WXV

Uncooled IR FPA Predictive Maintenance System

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On-line continuous machine monitoring and protection: Solutions

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CMMS - A Black Hole or a Black Box

Volume 17, No 1. February 2004

What Do You Need To Know About Software Maintenance

Winning The Battle With Downtime Using RBI

Revolutionising Naval Maintenance With RCM

A TPM 3 Journey To Excellence - Case Study

The Total EAM Vision

Maintenance Improvement - Where To Start

Terotechnology In The Competitive Edge

Enterprise Asset Management Benchmark Survey

2004 Survey Of Maintenance Data Collection Systems

NEW FOR 2004

Maintenance Management Resources

Sydney, March 16th & 17 th 2004

in the May 2004 issue

Over 200 management reports at the press of a button

Free information pack

A fully automated facility Control centre

The only purpose-built facility management software

CMMS - a black hole or a black box

Computerised Maintenance Management Systems

Need for information to aid maintenance management

CMMS - a black hole or a black box

Current deficiencies in existing on-the-shelf CMMSs

Figure 2: Extent of CMMS module usage (from Swanson, 1997)

Applications of CMMS Modules

Percentage of systems incorporating module 9

CMMS - a black hole or a black box

What Do You Need To Know About Software Maintenance

What Do You Need To Know About Software Maintenance

Has your production ever been stopped because of a software problem?

Correction Preventive Corrective

Enhancement Perfective Adaptive

Figure 1: ISO14764 software maintenance categories

What Do You Need To Know About Software Maintenance

But why does it take so long to change the software?

If its not the maintainers fault whose is it?

Arent there best practices for improving software maintenance?

What Do You Need To Know About Software Maintenance

Operaional Support Service

Issue and Request Management

Version Mngmt Restart and Upgrade

Environment, Verification - Validation

SLAand Supplier Management

Software Rejuvenation and Retirement

Casual Analysis and Problem Resolution

Configuration Management and document control

Internal Audit And Quality Assurance

Purchasing and Human Resources

Figure 2: A classification of the Software Maintainers Key Processes

Winning The Battle With Downtime Using RBI

Winning the battle with downtime using RBI

The principles of RBI