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November 2014 Issue

Asset Management And Maintenance Journal

This is a Complimentary AMMJ

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November 2014

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November 2014

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41 HAZOP for Machinery Packages
& Related Facilities

44 Conditional Probability of Failure

46 Glass: Low Maintenance Fit


Important Changes for the AMMJ

Asset Uptime For The Rest Of Us

6 Top 6 Sure-Fire Ways to Kill Off A

Root Cause Analysis Program

Six Maintenance Planning Principles Principles Parts 4,5 and 6

12 5 Keys to Lean Maintenance &

Improving Maintenance Productivity

And Forget?

47 Assets, Equipment, Services

& People - News


56 High-Tech Solutions for a

Low-Tech Problem

57 Guide to MRO Spare Parts

Storeroom Safety

17 How to Overcome Typical STO


19 The Evolution Of Maintenance

- Condition Monitoring Case Study

On A Continuous Casting Process

Management Problems

23 Using Smart Grid Data To Power

End-to-end Asset Health

28 A Steady Flow at Vattenfall

30 Managing An ISO Implementation


- Health, Wellbeing & Productivity

in Offices
- A Case Study Using Monte Carlo
Simulation for Risk Analysis

32 After the Boom: Prospects for

Maintenance in Australia

34 Maintenance and Reliability NEWS


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Asset uptime for

the rest of us
Theres the ideal predictive maintenance
program, and theres reality most of us
manage while we work toward it.

SCADA (supervisory control and

data acquisition) or to dedicate
people to PdM work, applying
the best reactive maintenance
practices we can manage,
including gathering data manually
as the job dictates to get the work
done and solve problems as they
That team knows its equipment,
does some amount of scheduled
maintenance, has strong
troubleshooting skills, and has
a team lead. However, the equipment
knowledge and skills are stored in individual
heads, so the information sharing part never
really happens.
What the rest of us can do Technology has
advanced to the point where maintenance
technicians often can use the same
techniques and tools to troubleshoot and
inspect, log, and sharethe basics of
proactive maintenance.
Another basic principle is that certain
measurements can serve as warning
signs of changes in equipment health.
By taking those measurements regularly
and comparing them to previous records,
technicians can detect changes before they
become problems.

This is not an article about why you should

muscle-up and dedicate specific people,
time, and budget to predictive maintenance.
This article is about how to get excellent
asset uptime with the maintenance and
reliability resources at your disposal.

The ideal situation is a dedicated predictive

maintenance (PdM) or reliability team at
a large industrial plant that has identified
the most important (expensive) equipment
in-plant; uses automated systems or a
computerized maintenance management
system (CMMS) to monitor equipment and
store and track data; determines that sweet
spot of exactly when equipment needs
maintenance to optimize performance and
prevent damage or failure; and has the
people, time, and budget to do proactive
Then there are the rest of us, with a small
maintenance team at a small or mid-sized
industrial facility with broad responsibilities
but not the scope of work or budget to go full

If we narrow down the list of PdM must-haves

to a rest-of-us list, it looks like this:
Know your most important pieces of
equipment and their tell-tale measurements/
inspection points that inform
you about their health.
Make it standard practice to check those
tell-tales and save the data points to a shared
location wheneveryoure working on that
piece of equipment, organized by equipment
type and marked by the date.
Check the data-share first whenever youre
troubleshooting. It might help you identify the
cause faster.
The next step involves management. The team
lead can do three things to help make this
1 Hold lunch-and-learns for the team on the
tell-tales and the objective so everyone
knows what to look for and feels part of the
Provide some basic how-to on using simple
cloudbased spreadsheets. This helps
anyone whos uncomfortable using the
technology to learn what to do without
feeling embarrassed.

Share the data logs every quarter and

explain what the measurements tell you.
This kind of reason-why is more
meaningful in the context of your own
equipment than in the abstract. Help
people understand their work makes a
2 Check the data share on a semi-regular
basis and look for changes that might
indicate a problem (in general, when
measurements start to deviate by 5 or 10
percent, its time to investigate).
Management should be responsible for
maintaining, checking, a assessing the
The team should be enabled and
encouraged to check the log on the job,
not just for data entry; also to check the
data history on that system whenever they
enter a troubleshooting situation.
3 Set up incentives for the team to:
Speak up if they see something that
might fall into a tell-tale category.
Think of other ways to use the cloud log
and data sharing to improve team


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Some problems might occur, such

as team members wont write down
measurements. Another possible problem
is that data saved on the measurement
tool never leaves the measurement tool
in other words, doesnt get shared with the
The solution is to use that smartphone
or tablet the team members already are
carrying or that management has been
looking for more ways to use on the job
in fact, work orders are the number one
application. Heres how:
Convert from the hand-written notebook
to a smart device and a cloud-based
system such as Fluke Connect.
People like using their smartphones so
much, they are more willing to enter data
if they can use their device to do it. Its
still a two-step processprocess (take
measurement, enter into cloud
spreadsheet) but its better than the old
three-step involving handwritten notes
and data entry back at the office, and the
spreadsheet does double-duty as a
Use the Fluke Connect mobile apps
now available for many test tools
(see Figure 1) to more automatically
transfer data from the situation to the log
and from the individual to the team.
Baselines and tell-tales for
motor-drive systems
Proactive maintenance measurements
arent that different from troubleshooting
tests. Youre looking for signs of potential
failure, so you take measurements related
to failure modes, and record them.
1 Establish baseline data points so you
know what good looks like and so the
team lead has a point of comparison for
later readings (see Figure 2).

2 Make quick periodic inspections using

carry-along tools such as multimeters,
visual thermometers, and vibration pens
that are essentially stepped-down PdM tools
designed for nonspecialist technicians.
Make the following inspections:
Noncontact temperature: scan the bearing
housings on motors, switches in circuit
breaker panels, and wiring connections at
important equipment.
Good/bad vibration readings at each
bearing location along the drivetrain while
the machine is running in a steady state
and at normal operating temperature.
Quick voltage and current checks, against
the balance and loading thresholds.
Additional option: incremental wireless
Part of what makes a SCADA system so
attractive is the automatic data capture.
As your team starts to add proactive
maintenance to their thinking, itll become
clear that not every large system in your
facility needs active monitoring all of the time.
The pinch point comes when a machine,
or some of its key components, starts to
degrade. At that point you need to order in
parts, schedule downtime as needed, and
check the system more often.
Some teams have started to use small
leave-behind minimeters that can be locked
into the panel and send data wirelessly to a
master meter or computer. That way, you can
complete those more-frequent data checks
more quickly. In addition, you only need one
set of tools that you can rotate around to
different systems as needed.

Figure 1.
With Fluke Connect,
you can transfer asset
data from the plant
asset or field to the
maintenance log and
from the individual
to the team to help
ensure knowledge

Figure 2.
Proactive maintenance measurements arent that different from troubleshooting tests.
Youre looking for baseline data points related to failure modes.

Note: These recommendations are not a complete set of predictive maintenance (PdM) measurements or practices.


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Top 6 Sure-Fire Ways

to Kill off a Root Cause
Analysis Program
Jack Jager

Arms Reliability

An effective root cause analysis process

can improve business outcomes
significantly. Why is it then that few
organisations have a functioning root
cause analysis process in place?
Here are the top 6 sure-fire ways to kill
off a Root Cause Analysis

1. Dont use it.

The company commits to
the training, creates an
expectation of use and then doesnt follow
through with commitment, process and
resources! Now come on, how easy is
it to devalue the training and deliver a
message that the training was just to tick
someones KPI box and that the process
doesnt really need to be used.

2. Dont support it.

Success in Root Cause Analysis would be

the ultimate goal of each and every defect
elimination program. To achieve success
however, requires a bit more than just
training people in how to do it. It requires
structures that initially support the training,
that mentor and provide feedback on the
journey towards application of excellence
and thereafter have structures that
delineate exactly when an investigation

Get more from your

assets, avoid downtime
and reduce costs
needs to take place and that delivers clear
support in terms of time and people to achieve
the desired outcome. Without support for the
chosen process the expected outcomes are
rarely delivered.

3. Dont implement solutions.

To do all of the work involved in an

investigation and then notice that there have
been no corrective actions implemented, that
the problem has recurred because nothing
has changed, has got to be one of the easiest
ways to kill off a Root Cause Analysis process.
What happens when people get asked to get
involved in RCAs or to facilitate them when the
history indicates that nothing happens from
the efforts expended in this pursuit? Im too
busy to waste my time on that stuff!

4. Take the easy option and

implement soft solutions.
Why are the soft controls implemented instead
of the hard controls? Because they are easy
and they dont cost much and we are seen to
be doing something about the problem. We
have ticked all the boxes. But will this prevent
recurrence of the problem? There is certainly
no guarantee of this if it is only the soft
controls that we implement. We arent really
serious about problem solving are we, if this is
what we continue to do?

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6. We dont know if we are succeeding

because we dont measure anything.

5. Continue to blame people.

The easy way out! Find a scapegoat for
any problem that you dont have time
to investigate or that you simply cant
be bothered to investigate properly. But
will knowing who did it, actually prevent
recurrence of the problem?
Ask a different question! How do you
control what people do? You control
them or more correctly their actions by
training them,
by putting in the
right procedures
and protocols, by
providing clear
guidelines into
what they can
or cant do, by
creating standard
work instructions for everyone to follow
and by clearly establishing what the
rules are in the work place that must be
adhered to.
What sort of controls are these if we
measure them against the hierarchy of
controls? They are all administrative
controls, deemed to be soft controls
that will give you no certainty that the
problem will not happen again. We know
this! So why do we implement these so
readily? Because it is the easy way out!
It ticks all the boxes, except the one
that says will these corrective actions
prevent recurrence of the problem?
We all understand the hierarchy of
controls but do we actually use it to the
extent that we should?

You get what you measure! When management

dont implement or audit a process for completed
RCAs it sends a strong message that there is no
interest, or little, in the work that is being done to
complete the analysis.
Tracking KPIs like, how many RCAs have been
raised against the triggers set? How many
actions have been raised in the month as a
result and, of those actions raised, how many
have been completed? If management is not
interested in reviewing these things regularly
along with the number of RCAs subsequently
closed off in a relevant period, then it wont
be long before people notice that no one is
interested in the good work being done.
The additional work done to complete RCAs will
not be seen as necessary, as its not important
enough to review and the work or the effort in
doing this will then drop away until its no longer
done at all.
Another interesting point is that if only the
number of investigations is reported, and there
is no check on the quality of the analysis being
completed, then anything can be whipped up as
no one is looking! If a random audit is completed
on just one of the analyses completed in a
month then this implies that the quality of the
analysis is important to
the organisation.
What message do we
send if we dont measure
In closing, the first step on the road to
implementing an effective and sustainable Root
Cause Analysis program is to pinpoint whats
holding it back. These Top 6 sure-fire ways to
kill off a Root Cause Analysis program will help
you identify your obstacles, and allow you to
develop a plan to overcome them.

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Six Maintenance
Planning Principles

Introducing Vizion4 AUDIT

- audit and assessment tool for ISO 55000
Introducing Vizion4 AUDIT audit and assessment tool for ISO 5500x
What is ISO 55000?

Introducing Vizion4 AUDIT audit and assessment tool for ISO 5500x
What is ISO 55000?

Richard (Doc) Palmer

Richard Palmer and Associates

series comprises three standards:
is ISO

ISO 55000 provides an overview of the subject of asset

and comprises
and definitions
be used.

The First 3 of Doc Palmers Planning Principles

were published in the September 2014 AMMJ.

ISO 55000 provides an overview of the subject of asset management

and the standard terms and definitions to be used.

ISO 55001
the requirements specification for an integrated, effective
55000isprovides an overview of the subject of asset management
system for assets.
55001 is the requirements specification for an integrated, effective
and the standard terms and definitions to be used.
management system for assets.

55001 is the requirements specification for an integrated, effective

provides guidance for the implementation of such a system.
55002 provides guidance for the implementation of such a system.
Planning Principle 4

Estimates based
On Planner Expertise
Planners use their experience and skills
along with file information to determine
time estimates for work orders. The time
estimate should be a reasonable idea of
what a capable technician might require
to complete the proposed job without any
unusual problems.
Planners should possess excellent craft
skills, organizational data skills, and
communication people skills and be trained
in planning techniques.

55002 provides guidance for the implementation of such a system.

What is ISO 55000?

Our Tools

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The ISO 55000 series comprises three standards:

ISO 55000 provides an overview of the subject of asset management
and the standard terms and definitions to be used.
ISO 55001 is the requirements specification for an integrated, effective
management system for assets.

There are 70 compliance criteria Vizion4 TRACKERTM (shown

are over 70 compliance
overleaf) is a system to manage
broken into seven topics that are
Vizion4 AUDIT is integrated with
must comply status in ISO 55001. an organizations ISO 55000
broken intoTM seven topics that
the Companion Guide compiled by the
improvement project. The software
Vizion4 AUDIT software has
Asset Management Council of Australia.
leads organizations through the
all of these criteria listed by topic
following important steps.
AUDIT has all of these
so practitioners can self-assess

IS0 55002 provides guidance for the implementation of such a system.

Our Tools

This comprehensive guide

Raising initiatives
Appointing coordinators Provides clarity on the scope of
self-assess or consultants can use
Where there are multiple assessors Analyzing the situation
the ISO 55000
suite of standards,
Recommending actions
from the same site, responses
diagnostic instrument.
There are 70 compliance criteria
Approval and budgeting
can be aggregated so that the
Assists with interpretation of the
overleaf) is a system to manage
broken into seven topics that are
Implementation and control
impressions of all assessors can
Where there are multiple assessors
requirements of the standards,
be viewed on the one dashboard. Re-audit review and close out
an organizations ISO 55000
must comply status in ISO 55001.
or consultants can use as a
listed by topic
diagnostic instrument.

There are 70 compliance criteria

broken into seven topics that are
must comply status in ISO 55001.
Vizion4 AUDIT TM software has
all of these criteria listed by topic
so practitioners can self-assess
or consultants can use as a
diagnostic instrument.

from the same site, responses can be

improvement project. The software
Provides guidance to
TM the impressions
so that
Vizion4 AUDIT
software has
organisations on typical
all assessors can be viewed
on the leads organizations through the
all of these criteria listed by topic
criteria evidence to meet
Vizion4 AUDIT following important steps.
so practitioners can self-assess
the requirements of ISO 55000
as a record of the current status Raising initiatives
or consultants can use as a
Catherine Ryan
and 55001.
of requirements for the purpose of
193 Maidstone St
diagnostic instrument.

Appointing coordinators
Altona, Victoria, Australia 3018
collecting broader stakeholder input.
Mobile: +61 411 453 254

Where there are multiple assessors Analyzing the situation

Recommending actions
from the same site, responses
with permission from SAI Global Ltd under Licence 1406-c033
Approval and budgeting
can be aggregated so that the
impressions of all assessors can Implementation and control
be viewed on the one dashboard. Re-audit review and close out

Telephone: +61 3 9315 0330

All statements used in Vizion4 Audit are extracted from ISO Standard 55001 and

Where there are multiple assessors

from the same site, responses
can be aggregated so that the
impressions of all assessors can
be viewed on the one dashboard.
For more information please
contact Vizion4 Global

Catherine Ryan
193 Maidstone St, Altona, Victoria, Australia 3018
Mobile: +61 411 453 254 Telephone: +61 3 9315 0330

Catherine Ryan
Go To Contents Page
193 Maidstone St

Vizion4 TRACKERTM (shown

overleaf) is a system to manage
an organizations ISO 55000
improvement project. The software
leads organizations through the
following important steps.
Raising initiatives
Appointing coordinators
Analyzing the situation
Recommending actions
Approval and budgeting
Implementation and control
Re-audit review and close out

Asset Management Council

Catherine Ryan Edition

193 Maidstone St 1.1
Altona, Victoria, Australia 3018
Mobile: +61 411 453 254
Telephone: +61 3 9315 0330
978 0




dd i




1 AM

For more information please contact Vizion4 Global

For more information please

contact Vizion4 Global


Introducing Vizion4 AUDITTM audit and assessment tool for ISO 5500x


The following demonstrate this Fourth

principle of planning. The first section
shows problems occurring as a result of not
following the principle. The second section
shows success through application of the
Not This Way
The planner sat down to estimate ten jobs.
Lynn was by classification an apprentice
who had completed all of the requirements
necessary for promotion to technician and
was waiting for a technician job to become

available. He had been one of the few

persons interested in the job as planner
when it became available. The first job
was a pump alignment. He had been
trained and done several alignments,
but never on a pump of this size. He
looked in the file and was able to find a
previous alignment work order for this
very pump.
The previous work order had estimated
10 hours for the task and the actual
field technician had reported taking 10
hours. Lynn therefore used 10 hours
as the job estimate. The second job
required rebuilding a fan and there
was no previous information available.
Fortunately, Lynn had personally
been involved in two rebuilds of either
this same fan or its redundant spare
nearby in the same service. He felt very
confident that the job should take two
persons a total of 2 days. However, just
in case something came up, Lynn put
an extra half day into the estimate for
a total of 212 days.Lynn continued to
estimate times for the remainder of the

management system for assets.

Asset Management Council

click here for more
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focus on
using P

Achieve Ulti

Later the mechanical supervisor who

was about to assign several of the
jobs looked at the pump alignment
and fan rebuild work orders. Brittany
had not had a chance to see the jobs
in the field and was inclined to accept
the estimate of the planner who had.
Still she wondered why the alignment
procedure should take so long.
The technician received the pump
alignment work order and knew right
away that the alignment would only
take 4 or 5 hours. Dana decided she
would spend the morning setting up for
the job and complete it in the afternoon.
That would ensure a quality job. After
completing the alignment, she reported
to her supervisor an hour before the
shift ended. The job had only taken 9
hours instead of the estimated 10.
Meanwhile, Scott and Fred had
received the fan rebuild assignment.
Surprisingly, the total job lasted exactly
212 days as estimated even though
there had been several unexpected
delays. Fred had been temporarily
reassigned for several hours at one
point. One bearing had also been
damaged beyond repair and a new one
had been obtained from inventory.
Several days later Lynn received the
completed work orders for both jobs
for filing. The alignment had only taken
9 hours, Lynn observed, and the fan
rebuild had apparently gone off exactly
as planned since no unusual feedback
was reported.

Do It This Way
The planner sat down to estimate ten
jobs. Lynn had been a certified mechanic
with over 15 years of experience. He
had competed for the job of planner
when it became available since it was a
promotion. Lynn had been able to pass
the test and interviews successfully. The
first job was a pump alignment. He had
aligned most of the pumps in the plant
in his 15 years including this one. He
looked in the file and was able to find a
previous alignment work order for this
very pump. The previous work order
had estimated 10 hours for the task and
the actual field technician had reported
taking 10 hours.
There did not seem to be any unusual
reasons the alignment had taken so
long for the last person. Lynn thought
that most good mechanics ought to be
able to align the pump in about 5 hours.
Lynn used 5 hours for the estimate. The
second job required rebuilding a fan
and there was no previous information
available. Fortunately, Lynn had
personally been involved in two rebuilds
of either this same fan or its redundant
spare nearby in the same service. He felt
very confident that the job should take
two persons a total of 2 days. Lynn used
that for the estimate. Lynn continued to
estimate times for the remainder of the

Later the mechanical supervisor who later was about to assign several of the jobs
looked at the pump alignment and fan rebuild work orders. Brittany had not had a
chance to see the jobs in the field and was inclined to accept the estimate of the
planner who had. She had confidence in Lynns ability to estimate the jobs.
The technician received the pump alignment work order and knew right away
that the alignment would take 4 or 5 hours. Dana spent the morning setting
up and aligning the pump. No unusual delays came up and she reported to
her supervisor an hour after lunch. The job had taken 6 hours instead of the
estimated 5.
Meanwhile, Scott and Fred had received the fan rebuild assignment. The total
job had run over about a half day because there had been several unexpected
delays. Fred had been temporarily reassigned for several hours at one point.
One bearing had also been damaged beyond repair and a new one had been
obtained from inventory. Scott, the lead technician, carefully explained the delays
on the work order after the job was completed.
Several days later Lynn received the completed work orders for both jobs for
filing. The alignment had taken an extra hour Lynn observed and the fan rebuild
had run into problems according to the feedback. An extra hour shorter or longer
was not unusual nor was a problem for most jobs since estimating was not an
exact science. The bearing damage was a concern, however, and Lynn knew
that it would be advisable either to have the bearing inventory number available
or stage the bearing the next time the crew rebuilt the fan.
The experience of the planners makes a big difference in
the success of planning.
Planners should have the skills of a top-level technician to create timely, useful
estimates necessary for increasing labor productivity.
This discussion has concentrated chiefly on the general scope and time
estimates of the job plans. The following principle addresses the specific content
of the job plans regarding maintenance procedures and specific details. Although
top-level technicians should be utilized for planners, there is still a great reliance
on the craft skills. The utilization of superior skilled planners does not mean that
unskilled technicians are acceptable in the workforce.


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Planning Principle 5

Recognize the Skill of

the Crafts
The planners recognize the skill of
the crafts. In general, the planners
responsibility is what before how.
The planning group desires to
develop detailed standard plans
but also must plan every job
(except emergencies). Therefore,
the planner puts as much detail as
possible into every plan subject to
the requirement to plan every job
(to allow each plan to evolve over
The planner determines the scope
of the work request, including
clarification of the originators intent
where necessary. The planner
plans the general strategy of the
work and includes a preliminary
procedure if there is not one
already in the file.
The craft technicians use their
expertise to complete the specified
work. The planner and technicians
work together over repeated jobs
to develop better procedures and
The following illustrations
demonstrate this principle of
planning. The first section
shows problems occurring as a
result of not following the principle.
The second section
shows success through application
of the principle.

Not This Way

Typically it seemed the crews worked only
about one out of five jobs on a planned
basis. This distressed Hosea, the supervisor
of planning. The problem was not so
much that the supervisors did not want
the planned work, but that planning simply
could not get to the jobs before the crew
had run out of planned work. In these cases
the crew naturally turned its attention to the
unplanned work backlog.
There were ample planners. There were
five planners for only 100 technicians. The
planners were busy as well. The planners
continually worked to provide very detailed
procedures on every plan.
The problem with the crews working
unplanned work was that they were simply
not able to take advantage of parts lists or
other information the planners had available
from past work. Supervisors also had
inadequate information to control schedules.
That brought up another problem. With the
planners being so busy, they were not filing
all of the completed work orders. So even on
planned jobs, the files were not as helpful as
they might be.
There were also some indications that
particular members of some of the crews
thought planning was a waste of time,
in their words. Hosea had talked to one
electrician who told him flat out that he did
not need to be told how to run a conduit.
This electrician had felt irritated at the
thought that he had to be baby sat.
One of the planners had also expressed
irritation recently, but not for the same
reason. This planner was upset that the

crew supervisor had not taken the plans advice to rewind a motor in-house.
Instead the supervisor had agreed with the technician to send the motor out
to a local motor shop. The planner wanted to know why the supervisor did not
understand that in-house work could provide better quality. The planner asked if
Hosea would bring the matter to the plant manager to resolve.
This Way
Typically, it seemed the crews worked about four out of five jobs on a planned
basis. This was acceptable to Hosea, the supervisor of planning. The problem
was not so much that the supervisors did not want the planned work, but that
sometimes the supervisors directed technicians to unplanned work.
The unplanned work was pressing and did not appear to require much planning.
Hosea knew that after becoming more used to planning, they would want even
more of their jobs reviewed by planners before starting them. There were ample
planners. There were five planners for only 100 technicians.

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The planners were busy as well. The

planners continually worked to provide
adequate job scopes, time and craft
estimates, file parts information, and
other notes to help avoid previous
job delays. The planners were able
to provide planning for all the work
orders that the supervisors had not
immediately written up and started
The advantage of the crews working
mostly planned work was that they
were able to take advantage of
parts lists or other information the
planners had available from past
work. Supervisors also had adequate
information to control schedules. The
planners were busy, but still filed all
of the completed work orders. So to
improve all of the planned jobs, the
files were becoming ever much more
There were still a few technicians that
did not understand how helpful the
scoping and file information were to
them or the scheduling information was
to their supervisor.
Some technicians thought that without
an extremely detailed, step-by-step
procedure, planning was a waste of
time, in their words. Hosea had talked
to one electrician who told him he did
not receive a diagram on how to run
some field conduit. Hosea carefully
explained to the technician that the
planner had considered this to be a
field decision. On the other hand, the
planner had reserved 60 feet of conduit
to avoid a parts delay, enough to satisfy
any layout.


November 2014

The planners had accepted their roles of

giving the technicians a head start and
the planner duty carefully to save any
feedback on actual job performance. One
of the planners had recently received
feedback that a plan to rewind a motor
in-house had been contracted. The
planner made sure to record the contract
motor shops address and warrantee
information for the files.
The planner also checked with the
supervisor to see if future plans should
consider such an option or if this was just
a one-time event.
Planning provides the what and the
technicians provide the how for many
initial job plans. This ensures that the
company best leverages the skill of the
technicians. The company wants the
technicians to do what they were trained
to do. At the same time, this allows the
planners to ensure planning all the work
so that every job can have the benefit
of advance planning. This principle
presumes the company invests in the
acquisition and training to produce and
maintain a staff of skilled technicians.
Planning gives skilled technicians a head
start. Planners and technicians work
together over repeated jobs to improve
and formalize procedures.
Planning Principle 6

Measure Performance
With Work Sampling
The Wrench time is the primary measure
of workforce efficiency and of planning
and scheduling effectiveness. Wrench
time is the proportion of available-to-work
time during which craft technicians are
not being kept from productively working

on a job site by delays such as waiting

for assignment, clearance, parts, tools,
instructions, travel, coordination with
other crafts, or equipment information.
Work that is planned before assignment
reduces unnecessary delays during
jobs and work that is scheduled reduces
delays between jobs.
The following illustrations demonstrate
this principle of planning. The first
section shows problems occurring as a
result of not following the principle. The
second section shows success through
application of the principle.
Not This Way
Management could not understand why
reliability continued its slow decline.
From discussions with the planning
department, nothing seemed to be out
of the ordinary. The crew supervisors
claimed to have their hands full, but were
able to stay on top of things.
This Way
Management could not understand at
first why reliability continued its slow
decline. From discussions with the
planning department, nothing seemed to
be out of the ordinary.
The crew supervisors claimed to have
their hands full, but were able to stay on
top of things. However, from observing
the general state of the workforce,
management suspected a lower than
desirable productivity. Management had
noticed lines at both the tool counters
and storerooms. In addition, it appeared
that breaks were somewhat excessive.

Go To Contents Page

Management decided that direct work

time on the jobs needed to be improved
and that meant there was a problem with
the planning and scheduling process.
Planning has the responsibility to help
move personnel onto jobs and out of
delay situations.
Even without making formal
measurements, understanding this
concept of wrench time as valuable
time and delay time as waste leads
to improvement. Properly conducted
studies can quantify the direct work
time, help educate the workforce on the
need for improvement, and demonstrate
improvements. The wrench time is not
so much a measure of the workforces
performance, but that of the success
of the leverage being employed by the
planning process. Planning takes direct
aim at reducing the causes of job delays.
For a very much more detailed view of
Planning Principles read Chapter 2 of
Doc Palmers Book:
Maintenance Planning and
Scheduling Handbook
To purchase this excellent Handbook
go to either:
or Amazon:


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Figure 1

5 Keys to
& Improving
Sandy Dunn

In this issue of the AMMJ we

present Parts 2 and 3 of a series of
articles on Improving Maintenance
Productivity through the use of
Lean Maintenance techniques.
The introductory article for this series
5 Keys to Lean Maintenance and
Improving Maintenance Productivity
was published in the July 2014 issue
of the AMMJ.
In the September AMMJ was
Part 1 - Doing The Right Work
Part 4 Creating an environment
for success & Part 5 Thinking
holistically will be published in the
Jan15 issue of the AMMJ.

Part 2

Doing The Work

In Part 1 of this series Doing the Right
Work we talked about determining the
right work that needs to be performed
by removing waste from your preventive
maintenance program.
So now that weve determined what this
work should be (removing any unwanted
waste perhaps through an RCM based
process) lets assume that your program
has been properly set up and the go
button has been pressed. We need to
have an effective maintenance work
management framework in place to
ensure the right work is being done right.
This framework consists of the processes
shown in Figure 1.
Without these processes in place,
maintenance staff waste time and effort
on discovering what they should be doing,
prioritising tasks, identifying required
resources (tools, parts, people), working
out when work can be done, waiting,
travelling etc; all time that could be
used for conducting real maintenance
Our intention with this article is not to
describe what does good maintenance
Work Management look like, but rather
to focus on key elements within each
of the Work Management Framework
processes that will produce improvements
in maintenance productivity and remove
waste. Lets now look at each of the
process steps in turn, highlighting these
key points.

Step 1 Identifying the Work

Identifying the work has two main stages:
Initial identification and filtering of potential work
Prioritisation of real work.

Initial identification and filtering of

potential work

In addition to Preventive Maintenance work

orders (the right work) which will be generated
automatically by our CMMS at required intervals,
maintenance personnel will also be required
undertake work of a corrective nature on
equipment that has failed or is about to fail. This
corrective work is identified as either Breakdown
Maintenance, ie. fix it ASAP, or Scheduled
Corrective Maintenance, ie. plan and schedule the
For this corrective work, a key focus is to ensure
the individual concerned is able to actually
articulate clearly the description of the fault/
issue that needs to be dealt with. Descriptions in
vague and general terms dont help supervisors
and planners identify the problem and results in
additional time being wasted trying to uncover the
actual problem, and hence the corrective action
required. Ideally in raising a Work Notification/


November 2014

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Request, there should be clear and

concise description of the equipment, its
location, and the problem encountered.
The author should avoid attempting
to provide a fix to the problem in the
description as
any suggested fixes may only address
the symptoms and detract from
focussing on the real problem.
Clearly articulated Work Notifications/
Requests will also assist with filtering
to ensure that only the real work is
actually acknowledged and progressed
into a Work Order.
Descriptions in vague and general terms
can also lead to time being wasted in the
filtering process as a result of trying to
uncover a problem that isnt real work.
Ideally the identification and filtering for
all new Work Notifications/Requests
needs to be performed at least daily.
This minimises the risks associated with
failure by then allowing the appropriate
prioritisation to then be applied to the
Work Order and subsequent execution

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With the real work now identified as

legitimate Work Orders, there needs to
be a clear process for the prioritisation of
these Work Orders to ensure that those
that represent the greatest risk to the
business receive the highest priority for
subsequent planning, scheduling and
execution. Prioritisation of Work Orders
cannot rest solely on the planner. The
process needs to involve consultation
with representatives from both the
operations and maintenance areas
who are able to provide input as to the
business risk associated with each
Work Order and then provide relative
ranking in comparison to other existing
or newly created Work Orders. Ideally
this prioritisation for all new Work Orders
should be performed at least daily.
This will minimise the risks associated
with failure by allowing the appropriate
prioritised planning and scheduling to be
then undertaken.

Step 2 Planning the Work

With a prioritised list of Work Orders,
appropriate planning of the work can now
be undertaken. Some key areas of focus
in planning for minimising waste are:
Clear identification of all resources,
internal and/or external, required to
perform the work. This includes labour,
parts, tools, any special equipment,
and the order/sequencing of the tasks
required, eg. erect scaffolding (external
resource) before tank cleaning (internal
resource). There should also be
some preliminary determination of the
availability of these resources to assist
with scheduling of the work.
There should be a thought out and
documented method/procedure to the
work, especially if the work is complex


and/or could reasonably be expected to

reoccur at some time, eg. replacement of a
valve. If the work hasnt been documented
or occurred previously, it would be worth the
planner to visit and inspect the site to ensure
nothing is missed, eg. in order to get to A you
need to remove B with a crane.
Work instructions need to clearly articulate
the key activities/checks required in order
to ensure the work is performed to an
appropriate standard and thereby avoid
potential rework. The ability to make any
changes to the instructions may not be able
to be performed during the planning step,
however, identification and forwarding to the
appropriate maintenance/reliability engineer
for action as part of the process of Continuous

Step 3 Scheduling the Work

With Work Packs at the ready, the work can
now be scheduled. Some key areas of focus in
scheduling for minimising waste are:
Before scheduling the work, ensure that all
the resources, both internal and external, will
now be actually available for when the work is
intended to be scheduled.
Say the schedule of work for the next week
has been developed, agreed between
operations and maintenance, and is now
locked in. The work of the planner is not,
however, complete. At some time shortly
before the actual scheduled execution of
the work, the planner needs to ensure that
all the resources required to perform the
work will actually be present before the work
commences. For example, making sure the
day before that all required parts are available,
preferably picked and gathered in one location,
and any large items pre-positioned to the job
site. This will ensure maintenance personnel
spend their time productively on the actual
work and not waste it searching for parts,
waiting for contractors, raising permits etc.

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Prioritisation of real work

On the day the work is to be executed,

the workload will need to be balanced
and adjusted with the actual available
workforce on the day. Balancing this
workload will require agreement between
operations and maintenance on what
will and will not be performed in order to
ensure the workforce is fully productive
and time is not wasted performing
now unnecessary tasks. For example,
operations would waste time shutting
down and cleaning equipment if there
were insufficient maintenance personnel to
undertake the work.

Step 4 Executing the Work

To err is human and nobodys perfect. As
humans, regardless of whatever field, we
all make errors. However, through design
of systems, both physical and procedural,
what we try to do is make it hard for
personnel to do the wrong thing and easy
for them to do the right thing. When it
comes to executing the work, some key
areas of focus in minimising waste are:
Supervisors need to make clear to their
workforce the expectations around
the work duration and quality. This
should ideally be performed each time
a job is allocated to ensure there are
no misinterpretations of the expected
Work should be allocated by supervisors
to their workforce one job at a time. The
allocations should be based around
priorities and resources. Trades personnel
should not be permitted to select their
own jobs from a list available for the day
otherwise natural human tendency will
be to choose the path of least resistance.
This means easy jobs would be completed
first but they may not be of the highest
priority. This becomes an important
factor in mitigating the risks and potential

waste when Breakdown Maintenance work

is required to be performed by the same
Once allocated and underway, supervisors
need to regularly follow up on the allocated
jobs to ensure their workforce is meeting the
expectations of duration/schedule and quality
for the work. This will ensure prompt action is
taken for any identified issues. As per the title,
supervisors need to supervise. Supervisors
cannot supervisor from behind a desk in an
There needs to be a formal process
involving operations and maintenance for the
authorisation, prioritisation and allocation of all
Breakdown and Break-in Maintenance work.
This will ensure the effective and efficient use
of available resources and the minimisation
of any resultant risk (from scheduled work not
being able to be completed or operations not
getting the equipment back at the originally
scheduled time).

Step 5 Completing the Work

The final step is making sure that when the
work is complete, the Work Order records
all the relevant information that is necessary
to support your organisations needs and
objectives. Some key areas of focus to
minimise waste in completing the work are:
Ensure the trades personnel a clear on the
content and quality of the information that
is required to be captured in the completed
Work Order as the information will be used
to support the Continuous Improvement
process (in addition to administrative
recording/reporting processes). Garbage in,
garbage outwhich then becomes a waste
of everyones time. Trades personnel should

also be encouraged to comment and offer suggested improvements on any areas of

ambiguity or confusion in Work Instructions. This feedback is important to ensuring
improvement of the instructions to remove any potential waste. Our next article, 5
keys of Lean Maintenance and Improving Productivity Continuous Improvement will
discuss this in more detail.
Consider who is best to close out the Work Order. A trades person, who is a better
source for ensuring the quality of the information recorded, or a clerical assistant, who
provides more time for the trades person to focus on completion of work.

Work Management Monitoring

Monitoring the performance of the whole Work Management Framework will assist
with the identification of any waste that can be minimised through the process of
Continuous Improvement. In our next article, 5 keys of Lean Maintenance and
Improving Productivity Continuous Improvement, we will discuss the how monitoring
and measuring the Work Management Framework can assist with minimising waste
and improving productivity.


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November 2014

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Part 3

Focusing On Continuous Improvement

So far in in determining the right work and
then doing it, weve looked at ways of
minimising waste to improve productivity.
Further tools are needed to identify and
eliminate causes of issues such as equipment
failures, service overruns, lack of required
resources and poor schedule adherence
which result in waste.
If your Maintenance function is already doing
the right work, and you are doing the work
right, there are primarily three areas in which
continuous improvement can further improve
Maintenance Productivity. These are:
Eliminating the wastes which prevent
Maintenance work from being performed
Continuously improving the Preventive and
Predictive Maintenance program, and
Eliminating the defects which cause the
need for Maintenance work

Improving Maintenance Efficiency

In the previous Part 2 in this series Doing
the Work Right, we discussed the importance
of detailed planning and preparation in
advance of actually performing Maintenance
work. However, despite our best intentions in
this step, there will be times when we do not
(or cannot) perform the work in accordance
with the provided plan, or within the estimated
time allowed for performance of the task.
It is vitally important that we capture this
information or more importantly, the reasons
why the work could not be performed as
planned so that this can be investigated
and, where possible, the underlying causes

eliminated. In effect, we are trying to

capture any delays that tradespeople
encounter in performing their work, and
the reasons for these delays occurring.
In the context of the Work Management
Framework, as shown in Figure 1, we
are introducing an extra step between
Completing Work and Planning Work.
So how does this work in practice?
We would encourage the tradespeople
who are performing the work to note
any delays encountered, their size and
cause on the work order. Work order
formats should permit the recording of this
When the work order is closed out,
these delays should be entered into
an appropriate system (at least some
CMMS/ERP systems can capture this
On a periodic basis, aligned with the
frequency with which Maintenance
Schedules are issued (normally weekly or
less frequently fortnightly), the delays and
their causes should be summarised and
reviewed at a Schedule Review meeting
attended by both Operations/Production
and Maintenance personnel.
The causes should be discussed and the
resulting actions to eliminate or reduce
future similar delays should be noted
and assigned to responsible people
for completion. This can frequently be
done as part of the routine Maintenance
Planning cycle.

A prerequisite for this to work effectively

is that tradespeople do actually record
delays they encounter and their reasons
on work orders as they perform the work.
This requires their active involvement
and cooperation. We will discuss this in
more detail in the next Part in this series
Environment for Success.
It should be noted here that another possible
approach for capturing and recording
the delays encountered by tradespeople
is through the use of Activity (or Work)
Sampling. This involves periodically (at
randomly determined intervals) observing
what tradespeople are doing, and recording
whether they are engaged in Hands On
Tool Time or something else. If they are not
actively working on the job, then what they
are doing is also categorised and recorded.
While this is a valid approach, it has a
number of weaknesses.
First, it is quite time-consuming for the
analyst performing the observations, and
so, at best, tends to be used as a
snapshot of Hands-On Tool Time at a
particular point in time (generally over a
week or a month). This may or may not be
representative of the longer term situation.
Second, and more importantly, it has
connotations of Big Brother watching
over people, with all of the negative
emotions that this generates amongst
the people whose work is being observed.
So much so that people will often modify
their behaviours while the study is being
performed, rendering the results
inaccurate and of limited value. We
recommend a more cooperative approach
with the workforce as being better in the
long run.

Improving the Preventive

Maintenance Program
In the second Part in this series Doing
the Work Right, we discussed some key
principles involved in ensuring that the
Preventive Maintenance program was
efficiently directed towards predicting
and preventing the consequences of
equipment failure. However, in developing
an optimum Preventive Maintenance
program we are frequently shooting at a
moving target.
Over time, several things change,
all of which can have an impact on
our decisions regarding the optimum
Preventive Maintenance program.
These include:
Changes in desired Production rates,
which in turn can impact on equipment
deterioration rates
Changes in the financial impact of
failures and equipment downtime,
often due to changes in external market
Modifications to equipment
Modifications to operating/process
Ageing/deteriorating equipment
(or replacement/refurbishment of


November 2014

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Figure 3
A growing understanding of how (and
how often) equipment fails, and the
consequences of those failures
Introduction of new technologies for
predicting or preventing failures
All of these changes require us to review and
improve the Preventive Maintenance program
on a regular basis. Doing so will ensure not
only that desired equipment reliability levels
are maintained, but will also ensure that
Maintenance labour is performing the required
Preventive Maintenance, and not spending
time on unnecessary Preventive Maintenance.
In practice, there should be three triggers for
review of the Preventive Maintenance program
on any equipment item or system:
1 A change in equipment operating
context, failure consequence or
configuration (generally triggered as
part of a Configuration Management/
Management of Technical Change process)
2 An unexpected equipment failure
(we will discuss this further in the Part
of this paper)
3 Failing either of the above, a periodic
review at some predetermined frequency
(generally either annually or biennially)

Eliminating Defects
The most effective and sustainable way of
improving Maintenance productivity is by
eliminating the need for maintenance altogether.
This is generally achieved through a Defect
Elimination Process.
Defects are those failings in our processes and
systems which generate unwanted equipment
failure events. They can be manifested in:
Deficiencies in our Preventive Maintenance
Deficiencies in Maintenance
repair/overhaul procedures
Deficiencies in the way equipment is operated


This should be supported by an

appropriate set of formal root cause
analysis tools, such as 5 whys, cause
and effect trees and fishbone diagrams
and adequate training for personnel in the
use of these tools.
One of the key things that High Reliability
Organisations have learned is that far
greater and more sustainable business
benefits are achieved when focusing on
eliminating the causes of failures, rather
than just predicting or preventing them.
Most organisations, in their attempts to
improve maintenance productivity focus
on improving Maintenance Planning
and Scheduling processes. However,
their attempts are frequently thwarted
as unexpected failures disrupt their
Deficiencies in equipment design
Deficiencies in equipment manufacture
Deficiencies in the way equipment is
installed and commissioned
Deficiencies in the specifications of
spare parts purchased
Deficiencies in the way that spare parts
are stored and preserved
Deficiencies in skills and competencies
An effective defect elimination process will
actively and systematically seek out and
progressively eliminate these deficiencies.
It does this by identifying and
implementing practical solutions to tackle
the underlying root causes or unwanted
events in a proactive and structured
manner. Defect Elimination can be used
both to address past unwanted future
events (either one-off, significant failures
or smaller, chronic repetitive failures) and
to address potential future (but not, as yet,
experienced) failures.
Figure 3 shows a simplified view of a
suitable continuous improvement/defect
elimination process.

ability to successfully complete all planned

work that has been scheduled. Successful
organisations have increased the amount
of planned work that they performed, not
by focusing on maintenance planning and
scheduling, but by instead focusing on
defect elimination eliminating the causes of
unplanned work.


In Part 3 of these articles, we have

discussed three ways in which continuous
improvement approaches can further
improve Maintenance Productivity and
eliminate waste. However, embedding this
continuous improvement culture within an
organisation is not easy. We will discuss
this further in the next article in this series
Environment for Success.

The Institute of

Asset Management


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November 2014

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10/06/2014 10:47

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How to Overcome
Typical STO Management
Dick Ertl

Interplan Systems

are used to Work Order coding. The

complicated WBS coding makes it
impossible for field supervision to use
the schedule; this is one of the most
frustrating aspects of using project
scheduling software that was designed for
NASA and the Department of Defense,
so they could report their cost overruns
to the overseeing committees. WBS
coding does nothing to further good STO
management practices.

Resource Leveling the schedule,

something many planners think they
must do. The project scheduling
software makes a horrible mess of
rearranging tasks without common
sense or knowledge of how things work
in the field. No wonder field supervisors
cannot use these schedules (and
become convinced that the planner has
no friggin idea how to schedule a real
world turnaround). Again, brainwashing
from project scheduling software
vendors (who also have no idea of
how to schedule real world STO work)
played a major role.



( STO = Shutdowns / Turnarounds / Outages)

Problem :

Around seventy percent of all turnarounds

fail to complete on time and meet their
budgets. One of the principal causes of
failure is a breakdown in communication
that means that they cannot be managed
effectively. And the principal causes
of communication breakdowns are the
complicated schedules used.
Anyone can complicate things thats
so easy! And so ineffective! Proof is
the use of incredibly complicated project
scheduling programs, which are used in
the majority of all failed STOs!
These programs will guarantee a high
probability of failing to complete your STO
in time and within budget constraints.
So, why not simplify everything to make it
easy and effective to manage your STOs?


Coding all tasks to a WBS (Work

Breakdown Structure). Why is it
complicated? Because maintenance
supervisors in the process industries
(oil refineries and chemical plants)


Code all tasks to a Work Order, as well as

an Equipment Tag (ID #). This way, field
supervisors can relate to the schedule
and report progress effectively. So
simple, all you had to do is ask the field
supervisors for input simple and smart,
unfortunately it is something that got lost
long time ago.
Who told you anyway, that using a WBS
coding structure was the way to go?
Not field supervision, for sure. Mustve
been some project scheduling software
vendors with absolutely no idea how
things are done in the industry

Try sequencing and prioritizing tasks

instead, to yield a reasonable, workable
schedule that field supervisors can
use. They should be involved in the
scheduling process, as opposed
to planners messing around with
automated task reshuffling for the
sake of some ideal resource usage...
there is a much better, smarter way to
determine staffing levels and schedule
Hint: why not use a true STO
management system instead of that
project scheduling program?


And if WBS coding and resource

leveling were not idiotic enough,
some planners lock in the schedule
end date, which creates negative
float dictating that tasks should
be completed yesterday or the day
before!!! This absolutely guarantees
that no one will be able to use the
schedule, no matter what. (Negative
float is a PROJECT scheduling
concept, where lagging tasks can
be completed by working weekends,
without impacting the end date
something that is not possible
during an STO because there are no
cushion days available to catch
up). Such schedules convince field
supervisors that the planner has no
idea what hes doing.


Ensure the schedule is properly

sequenced and prioritized, with field
supervisors input. And do NOT lock
in the end date! Simple and smart,
wouldnt you agree?


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Keep it Simple!



Yet another favorite practice consists

in subjecting the schedule to Monte
Carlo simulations. When this is done
with a resource leveled schedule,
whose logic and task durations have not
been reviewed and approved by field
supervisors, the end result is misleading
garbage. Too many schedules lack
sufficient quality to allow this method to
produce any reasonable information.


Monte Carlo type simulations might

potentially yield somewhat useful
information, PROVIDED THAT: the work
scopes/tasks are properly defined and
estimated, and the schedule reviewed by
field supervisors, AND that the simulation
only affects the kind of tasks that have a
probability of presenting a variation not
all of the tasks in the schedule.

Field supervisors must be involved in the

progress assessment and feedback this
is an essential part of the management
process. If this communication link is not
established, the information flow becomes
flawed and unreliable. To overcome, use
ATCs Supervisors Progress Log Books
with InterPlan Systems procedures for
reliable, objective progress reporting
and schedule updating to prevent those
unpleasant surprises.


After updating the schedule, data is

exported from the project scheduling
program to a spreadsheet program
or other special application in order
to generate progress, resource and
other reports. This usually causes the
information to reach management too late
to be effective in daily decision-making.
And it also allows for the introduction of
errors or for the manipulation of the data
in order to enhance progress and other



Planners end up gathering progress

information on the shift schedules
that were issued the day before. This
effectively cuts field supervisors out of
the loop, and introduces a higher degree
of errors as planners may not be totally
familiar with whatever problems the field
forces are faced with. So, progress and
schedule updates information end up
being incorrect and misleading, with the
usual unpleasant surprises towards the
end of the STO.

Updated schedules, progress and other

reports should be available instantly
after the updating process is completed,
so it can be made available at shift end.
This way, problems and their impact on
schedule, resources and cost can be
determined immediately and possible
remedial action taken before too late.
The only program able to respond quickly
and easily to provide all needed reports
is, of course, ATC Professional a true,
honest STO management system.

Since project scheduling programs lack
STO-specific reports, managers want to
see this and that information. Planners
resort to exporting schedule data into
spreadsheet programs and preparing
ad-hoc reports, that frequently change
in format, making it difficult to interpret
the data. Sometimes these reports end
up being so full of numbers that they are
confusing. Worse yet, they allow room for
enhancing the data to make it look better
than the reality. No wonder most STOs
end up being unmanageable!


Why not use ATC Professional to manage

your STOs? It is the most advanced,
tested, proven turnaround management
system. It has all of the necessary reports
available from a click of the mouse - no
need to export data, create
ad-hoc reports, etc. The reports are
optimized for clarity, ease of use and
effectiveness, to avoid surprises and
confusion. Simple, yet smart and

In spite of repeated failures to

engage field supervisors in the scope
preparation, estimating, planning,
scheduling and progress reporting,
preparing workable schedules, honest
and objective updating and reporting,
folks keep on complicating everything,
thanks to the misleading belief that
inadequate tool and methods such as
project scheduling software can be
used to manage STOs.
Albert Einstein also said: Insanity:
doing the same thing over and
over again and expecting different
To that we add: Stupidity: insisting in
continuing to do the same things that
are known to be ineffective
Lets be smart, simplify, use the right
tools and lets get field supervisors
involved all the way they are the ones
that need good, realistic, workable
schedules since they are the ones that
will execute the turnarounds!
When the outcome of a STO is at
stake, complicated, unwieldy, slow
and ineffective programs are the main
culprit for breakdown in communication
and inability to manage turnarounds
the main cause for endemic turnaround

Shutdown - Turnaround - Outage Management solutions

Estimating - Planning - Scheduling - Cost Control


November 2014

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Evolution of
Sean Stayner

Synergistic Manufacturing Systems

The Evolution of Maintenance

In many plants at this level the maintenance
people wait until the failing machines have
stopped before fixing them. The problem
with this is downtime from the failures gets
more expensive as plants get bigger and the
economies of scale work against you.

The Evolution of Maintenance was developed to put the change process of

maintenance into a logical sequence so that we can allow your maintenance
department to recover the equipment reliability in your plant.
Throughout the process fundamental parts of PM, TPM, MBP and RCM are
engaged. The difference with this programme is that the elements of these
programmes are engaged in the correct order to achieve measurable results
on the bottom line. This programme will in time yield maintenance budget
savings, however
the intention of this
programme is to
increase equipment
reliability as quickly
as possible.
This will allow the
potential of the
existing plant to be
unlocked leading to
significant increases
in plant output and
corresponding profit

Preventative Maintenance
A popular solution is to check machinery
to avoid the failures. Historically this has
meant dismantling the machinery to survey
the condition of the parts. In this programme
however, you are encouraged not to do this
because historically you can still expect
a 10% start up failure caused by human
error regardless of the level of skill in your
maintenance staff.
Instead this step in the process should be
used to collect information on equipment
and to determine the overall condition of the
Simply record the following for each
1. Check drive belts
2. Listen to gearbox and motor bearings
3. Check gearbox oil level
4. Check for oil leaks
5. Check motor & gear box temperatures
6. Check torque of slide arm bolts
7. Measure motor running Amps
8. Mega motor winding

Another clear option is to review the

manufacturers manuals and follow
their recommendations. However
many manufacturers know very little
about maintenance and therefore
the quality of the recommendations
varies dramatically. Also it is normal
for machinery manufacturers to insist
on checks that are excessive in both
scope and frequency. Their intention
is to ensure that the machines
get through the warranty period
without catastrophic failures that
the machinery supplier will be liable
for. Secondly it is in the interests of
machinery manufacturers to sell you
spare parts therefore they recommend
maintenance routines that favour this.
By all means use these
recommendations but be realistic
about the inspection frequency. This
can be done by just going to the
machine and having a look. Assuming
that there has been no PM work done
in the plant before this, any checks are
better than nothing.
PM checks will reveal work that needs
to be followed up. Some of it will
be urgent, some of it can wait. It is
important that urgent work gets done
but care must be taken not to overload
the planner while the CMMS is being
set up. I would suggest your existing
reactive maintenance people cope
with planning and completion of this
follow up work until the CMMS is fully
All other non-urgent follow up tasks
must be listed and prioritised correctly
within the new CMMS system.


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It is extremely important that you dont roll

out the formal maintenance checks until
the system is fully set up and ready to go.
The planned work orders that come from
these checks will ensure that the follow up
work immediately improves reliability.
Do not underestimate the value in local
knowledge that comes from the existing
staff who can often pinpoint the potential
trouble spots from their experience. You
can obtain very quick wins by addressing
these issues at an early stage both by
reacting to the immediate issue and locking
down follow up checks that stop a repeat of
the same issues in the future.

Check list for this step

At the completion of this step you must be
able to achieve all the requirements below
1. Establish equipment numbering system
and number all equipment on CMMS
2. Develop PM program for each
piece of equipment
3. Have accurate equipment bill of
4. Provide PM inspection work orders
from the CMMS
5. Include part requirements for
planned jobs
6. Provide necessary drawings for jobs
from links to the CMMS
7. Arrange for special tools and equipment
8. Provide cost information from
equipment history
9. Work from weekly maintenance
schedules negotiated with operations


November 2014

Strict rules of the PM phase

1. Keep the checks simple but capture

as many as possible on each
2. On these first checks (during set up)
capture all the follow up work but only
do the urgent follow up work
3. Dont allow the planner (or the person
setting up the CMMS) to deal with the
urgent follow up work as this will slow
down the set up and implementation
4. Dont start the roll out of the formal
maintenance PM checks until the
whole system is ready

Criticality Based Maintenance

At this phase we implement a process
loosely related to the criticality measure
in RCM although I believe that a full
RCM is overkill in some maintenance
environments where the consequences
of failure are negligible. We have
simplified it for these low risk plants to
allow for a smoother application.
Keep in mind the Pareto Principle is very
evident here as 80% of the failures do
come from 20% of the plant. The same
is true with the costs in maintenance
- 80% of the money is spent on 20%
of the plant. What we are intending to
achieve is the formal identification of
these pieces of plant and to minimise
their impact both in downtime and in
cost. This can be achieved either by the
light process as suggested below, or by
completing a full blown RCM study.

Most maintenance departments

categorise their plant between 1 and 5
for RCM criticality, or they use some sort
of criticality matrix chart.
When completing a full and extensive
RCM study most software packages
link tasks to the assets based on the
outcome of this criticality e.g. cost
impact, consequence, frequency etc. If
you are not using software then this is a
hard process to do for every asset.
I say that this process is too intensive
for most low risk plants that dont have
serious consequences from catastrophic
Therefore you only need categories 1
to 3 this make the process much more
understandable and manageable.
For example:
Cat. 1 - If this plant fails it will
stop the process.
Cat. 2 - If this plant fails there is a
limited time before the process stops.
Cat. 3 - There is built in redundancy
so this will not affect the process.
The reason for only three is that clear
rules can be applied to these three
categories. By following these rules you
can quickly identify where to focus your
maintenance efforts. This will ensure
that you dont apply expensive predictive
process to equipment that is not really
going to give you justifiable reliability

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The rules that apply to each criticality

are as follows: Cat. 1 - Asset based checks with a
high level of predictive maintenance.
Cat. 2 - Route based inspections
with low level (yes/no)
predictive maintenance.
Cat. 3 - Operator Route checks with
follow up managed by maintenance.
It is important to understand that I am
presenting the lightest possible group
of processes that can be implemented
and still achieve a result. However in
production plants that have significant
risks in the process I recommend
a more formal and comprehensive
criticality assessment is undertaken.
Significant risk comes from operations
with economies of scale because
of the cost of any down time or the
consequences from catastrophic
I have used RCM (Reliability Centred
Maintenance) assessments in such
plants with great success. There are
some very good consulting companies
that can train and coach your staff
to complete this step. Keep in mind
that the more comprehensive the
programme, the more it costs to set
up and run. Therefore there needs to
be real risk in the process to justify
this type of extended programme.

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However in the right application there

are significant benefits for the reliability
of the plant.
The most important thing that needs
to be highlighted is that no level of
criticality study should be undertaken
until your maintenance department
has completed the requirements of the
first two steps of the evolution process.
Attempting to jump ahead by doing
any form of criticality study will
see you putting money into a high
end programme that may not be
sustainable because the foundation of
your maintenance department has not
been built.

Predictive Maintenance Step

It is extremely important that this
predictive maintenance step is done
after the criticality study. At this point
having identified the criticality of each
piece of equipment we now need to
apply the correct form of predictive
maintenance to the category 1 and
category 2 pieces of equipment
to ensure that we are effective in
predicting the upcoming failures and
to ensure that we are doing it as
economically as possible. You can now
disable the PM check for the category
3 checks as where their failure will
not affect the process and where their

failure will not have catastrophic effects on

maintenance costs.
It is very easy to waste money on
unnecessary activities at this point. Every
plant that I have gone into that has set
up some form of predictive maintenance
activity has been doing considerably more
predictive maintenance on plant than is
Often this is because an external provider
for condition monitoring has been given a
mandate to complete a study and come up
with a recommendation. This will inevitably
result in the over-checking of our plant.
Over-checking has two benefits for these
1. They will charge you for the extra
unnecessary work.
2. Reliability of all equipment will be
improved whether it needs to be or not,
incurring significant extra and
unnecessary cost.
Even worse is the flood of information on
equipment condition for machines that
will not affect downtime. Often the focus
becomes what is going to fail the soonest
and not what will have the largest effect on
plant downtime. Keep in mind that running
some low criticality equipment to failure
is the most economic way to operate it
especially if it does not affect downtime.
This generates the I told you so factor
within the condition monitoring company,
as every time there is a plant failure in a
critical area (Cat 1) causing downtime,
the last report showing deterioration in the
condition readings will be produced as

evidence. These Cat 1 items are often neglected due to being overwhelmed by the
volume of Cat 2 and Cat 3 items that appear to need more urgent attention.
This will inevitably overwhelm your planner and lead to avoidable Cat 1 failures
causing downtime.
By completing this step properly you can take control of the scope of the input
from your condition monitoring providers, and better still, you can use this scope
to get quotes to complete this work. You will be surprised how much maintenance
money this will save you.

How does it go wrong?

Many companies claim to want to be world class in all areas of the business.
In truth this just means implementing good manufacturing practices until they
determine that they are running best practices or are world class in the area
being measured. I contend that there is no time in which you can stop making
improvement-related change. It is just that the gains from the change get harder
to achieve and ultimately more expensive against the increased returns. However,
the day you believe you are the best and stop changing you will start going
The drive toward best practices never ends.
97% of all companies who attempt to implement world class practices, or just
good manufacturing practices in maintenance fail to do so. It is interesting that all
companies, regardless of the programmes they choose to run, seem to make the
same mistakes. Having made the all-important step of
identifying the need to
change, they launch into
it putting together PM
checks for everything.
However before they
have completed this
step they buy predictive
tools (vibration analysis
equipment, thermography
cameras, oil analysis etc.)
and use these tools on
everything because it is
lots of fun to do so.


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In situations where the maintenance

department doesnt get approval to buy
these tools they move to contracts with
outside providers who come onto the
site and do a survey that encompasses
everything they can possibly do (because
thats how they get paid) and supply
reams of data from all this analysis to the
maintenance department.
Consequently the volume of data from
every asset on site (many of these
assets have not been entered into the
computerised maintenance management
system CMMS because the PM phase
has not been completed) overwhelms the
maintenance department.
The continued bombardment of data from
the predictive checks, two thirds of which
are on equipment that doesnt require this
level of attention is left to a CMMS that
does not yet have systems in place to
prioritise or complete this work.
What has gone wrong is the failure to
have all the assets in the CMMS:
This stops the development of more
preventive checks on the critical assets
as you move forward.
The follow up work from the checks can
not be prioritised, planned and
scheduled because the system is not
ready to process the influx of work
Everything that has been entered is
being checked from extremely critical
through to work that will have little or
no effect on plant downtime.
Data from vibration analysis is trended
and a vast amount of effort is put into
the collection a processing of this
data, most of which is of little benefit.

In effect what has happened is that

the important step of completing the
asset load into the CMMS has not been
achieved and checks have not been set
up for all the equipment. By not doing this
and continuing to move forward, you run
the risk of not entering equipment that is
of high criticality and these critical assets
often never get loaded.
If the planner gets overwhelmed by the
follow up work from the first checks and
the maintenance people get consumed
playing with their new predictive
maintenance toys the system will fail.
The maintenance department will be
forced back into reactive procurement
due to the inability to plan efficiently,
the critical asset still fail, generating
downtime and ultimately any efficiency
gains are lost.
In every site that I have visited, in
companies that want to get to world
class in maintenance, this has been the
case. Further, the maintenance auditing
tool used to check on the progress of
maintenance on these sites rewards the
maintenance team for doing so.
This is done simply by rewarding results
for gains made in areas where the
department is not yet ready to operate
from a systems and processes point of
From here the tangible gains of plant
reliability improvements can not be fully
realised and the programme sponsor
within Senior Management loses faith
in the programme and makes some
sweeping changes to reduce costs.

The Maintenance Hump

Following The Evolution of Maintenance there are consequences for the
maintenance costs in your plant. If you are a Maintenance Manager you need to
ensure that the programme sponsor in Senior Management is aware of this and has
allowed for this in the maintenance budget.
The consequence of this
change process is the
Maintenance Hump. When
this hump is applied to The
Evolution of Maintenance
it looks something like the
diagram below. The faster
you make change using this
programme the bigger the
hump and the worse the
starting condition of your
plant the bigger the hump
The reason for the hike in
maintenance cost is due
to the requirement to continue doing the breakdown maintenance while committing
labour to preventive maintenance checks and maintenance inspections. There is a
cost to this labour as well as the requirement to repair the things that are found to
be wrong with each machine that is being inspected. It is generally safe to say that
if a plant has been stuck in breakdown mode, and assuming that the appropriate
maintenance checks have not been undertaken, then the remedial work to recover
the plants condition will be extensive. Hence the hump in maintenance cost.
When the condition of the plant has been recovered it is possible to predict a
majority of the upcoming failures and thus avoid them. This has the advantage of
only having to repair the equipment once and not having to patch it continuously to
get production running. There is no rushing to get parts when the plant is down thus
incurring elevated freight costs along with being unable to negotiate a better price for
the required parts. By avoiding these extra hits in cost the maintenance costs drop
due to good maintenance practices. Combined with this, a significant improvement
in equipment reliability means your plant is on the fast track to bigger profits and
sustainable growth.
Synergistic Manufacturing Systems P/L


November 2014

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Using Smart
Grid data to

ABB lnc.
Asset Health Center

Aging equipment is not a

short-term challenge for the
electric power industry - it is a core
business driver.
Transformers, circuit breakers and
other critical assets in transmission
and distribution systems have been
in service well beyond their original
intended working life, and will be
required to continue performing for
years to come.

Complicating matters:

According to a 2011 Gridwise Alliance

report (Ref. 1), utilities will lose an
estimated 46% of current skilled
technicians and a like number of
engineers by 2015 due to retirement
or attrition and with them, valuable
performance and maintenance
knowledge about all this aging
This brain drain couldnt come at a
worse time for utilities, courtesy of
the convergence of new smart grid
capabilities in network communications
with more data-rich equipment sensors
and monitoring technology. Many
utilities are ill-equipped to utilize this
onslaught of data without a great deal
of human intervention. New tools are
needed to manage, analyze, prioritize
and transform this data into actionable
Unfortunately, the threat of financial
penalties for regulatory non-compliance
at both state and federal levels raises
the bar yet higher still adding more

work processes for utilities and putting

more pressure on O&M budgets. The
fact is, as utilities look ahead just three
to five years, they are likely to face
the reality of having significantly fewer
experienced people to do increasing
amounts of work with higher financial
How can utilities achieve their reliability,
efficiency and regulatory goals given
these challenges without increasing
operational and maintenance spending
and protect their bottom line?
One solution to this looming crisis is the
development of an enterprise-wide Asset
Health Management (AHM) strategy
that allows utilities to exchange dilutive
O&M cost increases for additive capital
Asset health management promises to
do this by:
Automating the process to evaluate
large amounts of data for near
real-time insight about the performance
of assets across the grid.
Better quantifying system and safety
risks related to their aging infrastructure
through the unique convergence of
deep T&D equipment expertise, data
management, performance models,
analytics, visualization and
system integration.
Optimizing equipment and human
assets across the network to achieve
reliability, efficiency, environmentalimpact and security goals.
Facilitating condition-based
maintenance practices that minimize
risk of unplanned outages due to
catastrophic asset failure.

Providing a repeatable, transparent,

engineering-based process that
incorporates advanced analytics and
performance models to prioritize T&D
equipment for maintenance and
lifecycle management.
Doing more with less through improved
work force productivity, efficiency
and effectiveness.

The role of end-to-end asset

health management
AHM is not a new concept; as a label,
it merely describes the discipline of
overseeing the lifecycle of the electrical
equipment required for utilities to do
their job. But as a business strategy,
end-to-end AHM describes a specific
combination of technologies, analytics
and work processes that has only recently
become commercially viable to bring an
unparalleled level of order, automation
and comprehensiveness to this function.
The first job of an end-to-end AHM system
is to gather information from the widest
range of sources and integrate these
disparate data so it can be analyzed and
converted into actionable knowledge.
These include test and inspection reports,
maintenance status reports and data
from OT (Operations Technology)
Secondly, AHM should add asset
operational and performance intelligence
- an embedded understanding of the
equipment itself that:
tracks real-/near-real-time information
about the current condition and
performance of each asset;


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provides analytics and dashboards so information can be contextually

understood by individuals in accordance to their role and function within
the utility; and
supports repair and replacement decision-making.
The third function of AHM is to deliver this information in an appropriate format
to whomever needs it - whether its to the executive suite as a dashboard of
Key Performance Indicators (KPIs) or to the operations center as an alarm to
trigger immediate action in order to prevent an imminent asset failure.
Finally, the most effective AHM takes full advantage of integration with OT and
IT (Information Technology) systems to generate work orders and facilitate
execution of these decisions.
End-to-end asset health management must support all the business processes
involved in maintaining assets to meet reliability, performance and compliance
goals, according to Gary Rackliffe, Vice President of Smart Grid Development
at ABB. The entire industry is struggling with the big questions of how to decide
what assets should be upgraded, refurbished or retired and replaced.
This affects how they maintain their assets, determine and track the condition
of assets, manage conditions that may impact operations, determine what O&M
needs to be done and then prioritize and execute it. It affects how they choose
to make capital investment, and how regulatory bodies respond.

The complex interconnectivity of these

work processes demands an enterprisewide approach to managing asset
health, which is why leading utilities are
developing an end-to-end AHM strategy
that wed all of the following attributes:
Asset knowledge and expertise;
Sensors and monitors;
Communication gateways;
Data integration, archiving and storage;
Equipment performance models and
Analytics and dashboards;
Integration to systems for asset
management, supply chain
management, and work management
and execution.
Achieving end-to-end AHM is not a
short-term project. At most utilities,
it represents a series of technology
implementations, as well as a cultural
and strategic transformation. A utilitys
strategy for maintaining assets is driven
by the technologies it already has in
place, so the approach to building out
end-to-end AHM is different for every
enterprise, according to Shawn Lyndon,
SVP & GM Asset Health Solutions at
Ventyx, an ABB company.
Further, its impact is cumulative.
As an organization becomes more
sophisticated using data to optimize
processes, it becomes more effective
at implementing increasingly high-level
The way an organization makes repair
vs replace decisions provides an
example. Deciding when to replace
an aging asset such as a substation

transformer is difficult because the

likelihood that it will fail in the near
future can only be inferred from
measurement and in-depth understanding
of its individual history. Yet the way this
question is answered repeatedly will have
a significant impact for decades to come
on an electric utilitys:
management of O&M expenditures
within accepted spend levels;
ability to meet established reliability
overall performance as it relates to
regulators, rate payers and investors.
The simplest approach - though costly and
disruptive - is to wait for the transformer
to fail. Companies closer to this end of
the spectrum will have a steeper learning
curve in building an end-to-end AHM
culture than those that have developed
more sophisticated models for making
repair vs replace decisions.
In either case, the work of an end-toend AHM system includes providing
comprehensive failure risk assessments
on an automated basis - including
supporting documentation for businesscase justification to regulators and other
constituents; and downstream connectivity
to automated systems that will manage
workflow of executing the decision.
The idea of enterprise-wide AHM is
simple enough: It requires systems
integration, data, performance analytics
and implementation of specific business
intelligence capabilities that are rare today
among utility technology portfolios.


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Integrating data
End-to-end AHM utilizes information that is
likely already being collected. Often, these
data streams represent distinct information
silos - each supporting a specific process
or function not originally designed to be
integrated with other systems.
Relevant information may reside in bestof-breed point systems such as workforce
management or asset management;
enterprise systems such as ERP or EMS;
and operations technology systems
such as SCADA. It almost certainly
exists as well in internally developed
subsystems and routines, and even basic
spreadsheets. Because of its distributed
nature, such data are notoriously difficult
to locate, understand and share.
But all of these streams provide vital
information that, when integrated and
effectively analyzed, offers the promise
of a quantum leap in value through
improved management and execution of
asset health initiatives. For that reason,
implementing an end-to-end AHM strategy
requires an approach to extract data from
functional silos and - more important
- convert it into actionable intelligence
instantly accessible to every corner
of the enterprise in functional formats
and views tuned to individual roles and
Realistically, most utilities will have gaps
in the available data. Significantly, this
includes field data from transformers,
relays, breakers and other components
across the transmission & distribution grid.

Randy Schrieber, North America Region

Marketing & Sales Manager for ABB
Power Products, advises that any
decision to invest in monitoring of such
equipment must be made prudently. It is
neither feasible nor necessary for every
component to be monitored. But a
cost-benefit analysis may point to specific
needs for improved data collection in
localized segments of the system - such
as those that serve particularly sensitive
customers or that represent ongoing
reliability issues. To this end, utilities will
seek to invest in monitoring capabilities
on assets whose failure would present
a significant impact on reliability. Other
information gaps may be allowed to
Typically, this economic analysis places
early emphasis on transformers, breakers
and other high-value transmission assets.
However, an end-to-end AHM strategy
encompasses critical distribution assets
as well.
To that end, as previously noted,
investments in smart grid technologies
and communications include the addition
of monitors, sensors and smart devices to
nodes across the electric grid. Wherever
these new data exist, they can be
leveraged to support AHM capabilities.
Business intelligence provides the
missing link
The rise of affordable remote monitoring
explains why an end-to-end strategy for
asset health management was previously
unattainable - and why it is now both
economically feasible and, based on
increasing data volumes, necessary.

In fact, there is a degree of urgency

to process all this data into actionable
intelligence utilizing fewer people
as utilities face the loss of so much
institutional knowledge via retirements.
To solve this problem, utilities need
more than software. In order to extract
knowledge from data, and deliver it
to multiple constituencies across the
enterprise, the AHM platform needs
to be embedded with an intimate
understanding of the assets, systems
and processes of a modern-day
transmission & distribution operation.
Such a system should optimally
combine equipment knowledge with
asset and system intelligence to
give utilities the ability to track and
monitor asset health and to prioritize
recommendations for performance,
capital investment, and O&M

expenditure, explains Marlene Benoit,

Senior Business Development Manager,
Asset Health Management.
The business intelligence module
resides at the intersection of operations
technology and information technology,
assembling existing information to
support decisions based on an assets
present condition rather than length
of time in service. It pulls data from all
available sources and then provides
embedded subject-matter expertise to
provide information that:
Triggers alarms;
Initiates condition-based work orders;
Feeds asset health dashboards;
Drives decision-support processes; and
Enables a transparent process for
lifecycle management of assets determining when to retire and when
to refurbish or upgrade equipment.


November 2014

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Many utilities, as they set out to build

higher level strategies for asset health
management, are facing some thorny
challenges. This is especially true with
legacy systems, since these were never
designed to manage so much data from
so many sources. It is a struggle to know
what information exists, where it resides,
how many ways it might be used, and
how it can be shared. As a result, much
of the value in this data is being passed
The business intelligence capability of
end-to-end AHM drives the ability to get
ahead of the flow of data - centralizing
the strategy for extracting value from
information while automating and
distributing the work to execute that
Its role can be encapsulated as:
Making sense of the vast data streams
that result from smart grid and other
utility technologies;
Applying a deep understanding of the
assets themselves to develop
meaningful knowledge;
Synthesizing that knowledge and
packaging it appropriately for the
specific needs of different users
across the enterprise;
Facilitating the sharing of information;
Encouraging development of new
processes, key performance indicators
(KPIs) and other information-based
tools to run the business more
efficiently and effectively;
Improving the way information is

Ultimately, this is the system functionality

that allows a utility to make the leap from
reactive asset management to a proactive
strategy of end-to-end AHM.
It has become an imperative for utilities to
have a planned basis for the replacement
of capital equipment, Schrieber says.
They need to make sure that they are
picking the right equipment to be replaced
with a methodical process to reduce
maintenance hogs and high risk assets.

Improving work processes

End-to-end AHM can be viewed as a
technology platform, but its breadth
also necessitates understanding it as
a business strategy. As a system, AHM
delivers unprecedented intelligence for
critical asset-investment decisions. As
a strategy it provides a methodology
for optimization of interconnected work
processes across the enterprise.
Achieving condition-based maintenance:
O&M activities are typically performed
using a time-based maintenance model
- servicing equipment on scheduled
intervals. While it is a well-accepted
practice, it is inherently inefficient assuring service on some assets that
dont yet need attention, while overlooking
others that may be likely to fail before
the next scheduled maintenance. By
adding a layer of intelligence to incoming
asset performance data, end-to-end
AHM enables the transition to conditionbased maintenance. Unlike preventive
maintenance, condition-based (or
predictive) maintenance allows finite O&M
resources to be deployed based on how
assets are actually performing - focusing
field service work on equipment that is
about to impact reliability.

Of further benefit to O&M work

processes, end-to-end AHM can
optimize field force utilization by
identifying multiple tasks that may need
to be performed at a location where
a field crew is scheduled. Servicing
a transformer, for example, can be
combined with compliance inspection
and other tasks that typically arrive from
separate work-order systems.
Also in support of end-to-end AHM,
outlying systems are being extended.
As an example, workforce management
systems (WFMS) have historically
focused on functionality to support
outward-facing activities such as meter
reading and customer service. But now,
as the execution arm of AHM, they are
increasingly able to support high-value
work. Features include the ability to
schedule multiple visits for extended
substation projects; provide tool and
supply inventories; and deliver safety
and workflow information such as
schematics and validation rules directly
to the work site.
The objective is to extend the reach of
AHM to deliver unprecedented levels of
O&M productivity by reducing the total
number of service calls while increasing
work conducted per call.
Reducing unplanned outages: Endto-end AHM improves reliability by
offering visibility into the condition and
performance of a wider range of grid
assets. By increasing intelligent use
of real-time and other data, the AHM
strategy extends beyond improved fault
detection to provide fault prediction

through identification of risks as they

arise, based on the performance of
AHM addresses information overload
by providing analysis of incoming data
to deliver actionable information about
potential equipment faults and failures.
The information may be delivered to
control room operators in the form of
an alarm as appropriate, but it also
may be delivered to engineering,
O&M, executive and other functions
through carefully designed use of
dashboards, alerts and emerging KPIs.
Says Schrieber: Its a system that
pores through all the reports & data to
put information in front of the people
who need it. It provides visibility and
advanced warning to allow a managed
Compliance reporting: Regulatory
reporting requirements are embedded
in end-to-end AHM. Scheduling of
time-based substation compliance
inspections is an example of work
assignments that, through automation,
can be scheduled to coincide with other
maintenance or repair work reducing
redundant field work and shortening
lead times.
Supporting data or compliance
documents can be drawn from the
various information systems to populate
templates for fast and timely filing
and on-demand retrieval. As the work
processes of compliance management
are increasingly streamlined and
automated, the financial exposure of
non-compliance is reduced.


November 2014

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The technology now exists for an
end-to-end asset health management
system that manages the vast amounts
of information utilities generate;
analyzes it to provide actionable
knowledge about how to care for assets
distributed across the grid; and shares
that knowledge in a meaningful way to
maximize its value in every corner of the
utility enterprise. Such a system enables
these activities:
Facilitate repair vs replace decisionmaking with engineering-oriented
intelligence to identify, document and
support performance-based capital
investments - resulting in improved use
of capital;
Aid in the transition to condition-based
maintenance, thus increasing O&M
Better predict failures for improved
reliability and fault recovery;
Assist in field force workflow through
improved scheduling, for further
O&M efficiency;
Ease the process of compliance
reporting through
proactive scheduling of inspections,

gathering of data and
population of templated
End-to-end AHM provides
these benefits by bringing
order to the new data
streams that smart-grid
initiatives generate. That
order is provided through
a high level of integration
for managing data, and by
embedding deep knowledge of field assets
in the business intelligence capability of
the system - thus automating the delivery
of actionable knowledge to any user based
on his or her function in the enterprise. It
facilitates sharing of insight to break down
information silos and extract the fullest
value of any available data, regardless of
where or why those data are generated.
For many companies, the development of
end-to-end AHM is a long-term strategy
that involves implementation and updating
of multiple subsystems, along with cultural
and process change.
Implementation of this strategy is a more
comfortable progression for utilities that
already make high-level use of advanced
operating and technology systems.
But for all companies, the potential
benefits are real: a transparent system to
support repair vs retire decision-making,
significant reduction in O&M expenses,
a corresponding increase in returns from
capital invested, and a tool to enable work
process optimization. End-to-end asset
health management affects cost structures
and efficiencies across the enterprise
from field force to network operations, to
reliability and compliance and ultimately to
finance and the executive suite.

Final thought
Utilities act on end-to-end AHM
In 2011, the McDonnell Group conducted interviews of 34 decision-makers
at 23 of the 100 largest utilities in the United States and Canada. Those
interviewed represented corporate management, IT, transmission and
distribution, and reliability/regulatory compliance functions at companies
accounting for nearly a third of all substations in the United States alone.
The study was commissioned by Ventyx, an ABB company.
Highlights of the results include:
53% of respondents rank ensuring reliability of aging assets as the
No.1 strategic priority for their company, while 94% considered it one
of their companys top three priorities.
Regarding substation O&M and asset management practices for
substations 34kV and up, 35% rank compliance management as
the top priority for the next 2-3 years, driven by concerns about
fines imposed by regulators.
74% said rising costs to maintain aging substation assets is
another top-three priority to address in the next 2-3 years.
Only 29% reported the current level of IT/OT integration at their
company as excellent (12%) or very good (17%).
Of the remaining participants, 100% agreed that achieving a higher level of
IT/OT integration in the next 2-3 years is important - with 83% ranking it as
either very important or critical.
Utilities that have started implementing the vision of a broad-based asset
health management capability report a higher level of receptivity to making
additional investments on asset health - an indication that others in the
enterprise see the benefits once early systems are deployed.
To see the study results, Optimizing Deployment of Next Generation
Maintenance Strategies, visit:
1. The U.S. Smart Grid Revolution:
Smart Grid Workforce Trends 2011, Gridwise Alliance
ABB lnc. Asset Health Center, Raleigh, U.S.A.


November 2014

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A steady flow

The Swedish state-owned company

Vattenfall is one of Europes largest
electricity producers, with operations in
the Nordic countries, Germany, France
and Britain. To prevent unplanned and
costly turbine stoppages at its facilities
in Trollhttan, Sweden, it relies on SKF
condition monitoring.
Vattenfalls Magnus Carlson looks out
over the fast flowing river Gta lv. The
river, which originates in Swedens largest
lake, Vnern, and stretches all the way to
Gothenburg and out into the sea, carries
the greatest volume of water of any river in
Sweden. A few hundred metres upstream,
wedged into the mountainside, stands
Hojum hydroelectric power station, which
the water flowing past us has travelled
Every drop that goes past here has been
converted to energy, Carlson says. Thats
renewable energy that hasnt affected the
water quality. It feels good to work with
hydroelectric power, especially these days
when energy and environmental issues are
being so hotly debated.
Carlson is Vattenfalls head of operations
and maintenance for its hydropower stations
in southern Sweden. His office is located
in Trollhttan in south-western Sweden, a
historic location.


November 2014

It was here that Vattenfall, a state-owned

company and one of Europes leading
energy companies, had its origins a little
more than 100 years ago, when Kungliga
Vattenfallsstyrelsen (Royal Waterfall Board)
was created. And it was here that one of
the first large hydroelectric facilities, Olidan,
was built at the start of the 20th century.
In the ruddy brown brick building standing
behind Carlson most of the original Olidan
turbines are still spinning despite more than
100 years of service producing energy for
At the beginning of the 1940s, the Hojum
hydroelectric power station was added a
short distance away from Olidan. Due to
the political instability in Europe in the late
1930s and early 1940s, it was constructed
underground. Its equipped with more
modern, vertical Kaplan turbines (as
opposed to Olidans horizontal Francistype turbines). The three turbines at Hojum
together produce about 1,000 GWh during
a typical year, and they are currently in the
process of receiving an upgraded condition
monitoring system, produced by SKF.
Over the years weve had very few
breakdowns, but we have also been
extremely conscientious about taking care
of our equipment, Carlson says on the
way into the cavern under Gta lv. An
unplanned stoppage has extremely serious

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consequences, and for this reason monitoring is extremely important. As a result were
currently upgrading the condition monitoring system of the turbines at Hojum.
The three turbines are equipped with plain bearings and run at 136 revolutions per minute,
making them relatively slow moving compared with many other types of rotating machinery.
SKF condition monitoring engineer Bjrn Mathiasson explains that the SKF IMx collection
units now need to be upgraded and supplemented. The software Vattenfall uses, however, is
already up to date.
Well finish with accelerometers along with additional displacement sensors, which will
enable a better and more detailed overview, he says as he picks up a sensor that is lying on
a stool, ahead of being fitted.
Hydro power turbine shaft and generator bearing at Hojum Plant
Theres a muffled hum from
the monotonous operation of
the turbines. The space around
them is clean and tidy, with every
loose tool and object standing
or hanging in its marked place.
Nowadays, ongoing condition
monitoring is conducted remotely,
meaning its never necessary
to have personnel in the
underground cavern.
By simultaneously measuring
vibration levels in all directions
you get a meticulous snapshot
of how the shaft and bearings
are behaving. The system can
detect the smallest change in
the machine condition and stop
the machine when the operating
conditions are inadequate or

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SKFs Bjrn Mathiasson explains how the SKF

condition monitoring system operates

when sudden damage occurs. Then the

analyzing program compiles all the data in a
graphic image.
We have enjoyed a long and fruitful
collaboration with Vattenfall, Mathiasson
says. And were dependent on their
feedback. The relationship with Vattenfall
has definitely been significant in terms of
our development work.
One such area has been the development
of new features in the software for online
monitoring, SKF @ptitude Observer.
Mathiasson displays diagrams of the
various measurement points on the screen
in the control room and explains that when
the systems alarm sounds Vattenfall
conducts the first check. If required, SKF is
contacted to continue the investigation.
Out in the sunshine again, the roar can be
heard from water gushing forth beneath
the power station. Carlson believes
that hydroelectric power will become
increasingly important as society develops
other renewable energy sources, such
as wind and solar power. Energy is a
perishable product that must be produced
when its required, and both wind and solar

energy are subject to external

factors over which we have no
Its not always sunny and the
wind isnt always blowing, he
says. Hydroelectric is likely
to become a prerequisite for
large-scale conversion to
renewable energy because it
can complement other energy
sources and enable a more even
production of energy.
Remote condition monitoring
SKFs remote condition monitoring service
consists of equipment for data acquisition,
software for the easy-to-survey management
of information, and SKF maintenance services
for expert analysis.
Data collection can be conducted using SKF
Microlog mobile equipment for inspection
patrols or alternatively using SKF IMxs
permanently installed sensors that conduct
continuous measurements and transmit
information on anomalies and changes, as
well as logging data for long-term analyses.
The @ptitude Software Suite helps with the
diagnosis and analysis of measurement data,
as well as the communication of important
information over the Internet and support for
planning and decision making.
First Published in SKFs Evolution Magazine

Text is by Andreas Karlsson and Photos by Cheng

Kwok-Keung & Guillaume Bouche

@ptitude is a registered trademark

of the SKF Group.
Sales Contact: Praveen Salian
(03) 92690719


November 2014

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Managing An
ISO 55001
Steve Turner



With the recent release of the ISO55000

series of standards there are many
companies seeking compliance. ISO55001
is the standard that contains the shall
statements on which certification is
based. There are between 70 and 74
shall statements in ISO55001 depending
on interpretation, grouped under seven
topics. This paper is based on the Asset
Management Councils Companion Guide
( which
contains 72 shall statements. The standard
is the result of international cooperation and
has identified common practices that can be
applied to the broadest range of assets, in the
broadest range of organisations, across the
broadest range of cultures. The companion
guide has been produced to assist with
interpretation and implementation of the
ISO55001 standard.
The adoption of the ISO55001 standard
enables an organization to achieve its
objectives through the effective and efficient
management of its assets. The application
of an asset management system provides
assurance that those objectives can be
achieved consistently and sustainably over

For most companies, achieving the standard

will involve many changes and, therefore,
some effort.
This article aims to assist organisations
seeking to change by providing a framework
or overview of the important elements of
change and some ideas about avoiding
the failures of such change programs. It
is intended to assist with managing an
ISO55001 improvement program with the
ultimate aim of compliance.

A Process For Change

Literature abounds with acronyms for
and methods of process improvement.
Fundamentally, following the realisation of
the need to change and the commitment
from senior management, all methods
typically use the following steps:
1. Define the current processes or strategies
and the outcomes they should deliver,
2. Assess them from a range of perspectives
such as efficiency and cost, timeliness
and delays, quality and consistency of
3. If current strategies are found to be
deficient, determine what needs to be
done and at what priority level; if current
strategies are adequate, the change
process stops here.

4. Implement the required improvements.

5. Track the success of the improvements,
6. If they have succeeded, and are
considered sustainable, review the
original assessment and go through
the whole process again until there is
satisfaction that none of the process has
improvements needed.
7. If not, then review why.
At Step 1, it is common to find many
systems doing the same thing, so defining
the current process is not always a simple
matter. Assessing the systems is often a
time consuming activity. Occasionally it is
found that they are all deficient in some way,
so sometimes it is better to start with a blank
sheet of paper and build the desired process
with little or no reference to what existed
Regardless of the amount of disarray, it
is useful to numerically gauge the level at
which the current performance lies with
respect to each element of change or,
in the case of ISO55001, against each
shall statement. An assessment should
be completed by a range of people in the
organisation. This creates awareness
of what is considered best practice for
operating and maintaining physical assets
and also allows a broad based view of the
current levels of performance against the
It is also a good idea to engage an external
consultant. The external consultant is a
good person to have since he/she has
an independent perspective and is not
constrained by what could be outdated
thinking or false assumptions.




November 2014

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Figure 1 Example of a high level accumulated

assessment by Topic

Criteria For Software Tools

Key Performance Measures

An example of an assessment aggregated to

topics is shown in Figure 1.
The ISO55001 standard is a generic document
and, as such, is not prescriptive. It therefore
needs to be interpreted by an organisation.
For organisations to take advantage of this
standard, they should review their processes in
more detail than the ISO55001 statements.
A project management structure based on
initiatives and actions should be set up to
control the improvement program.
An initiative might be something like implement
a corrective action system based on asset
criticality. Such an initiative would require an
evaluation as the next step and the evaluation
will inevitably result in a number of actions.
These actions need to be approved and
When the action items are implemented, they
can be closed. When all the action items
against an initiative are completed, the initiative
can be closed. This step should not be the end
of the process. There should be a minimum
of one audit of the initiative at least six months
after closure.

It is important to track progress as a change

program unfolds. Tracking progress and
performance has many benefits. Firstly it
is a way to reward participants when things
are going well. Secondly, it is a means
of taking timely corrective action when
problems arise. Thirdly, it is a means of
communication about what has been done
and what needs to be done in what time
Typical measures are fairly simple and
revolve around the steps in the process
and the action items that are raised against
each initiative. Each action item should
have a time frame across the seven steps.
Measuring compliance with the time frame is
a very simple and effective Key Performance
Indicator (KPI). This measurement leads to
the second KPI which is to do with closing
out the 72 shall statements and therefore
the seven topics. The baseline generated
during the initial audit is the starting point.
After Step 3, the project plan should be
created and the initiatives assessed as the
initiatives are implemented and closed out.
The audit of the compliance criteria should
move from the baseline to the point where it
is felt that the company meets the standard
and is ready for an assessor to certify.
While this approach may seem simple, there
is a minor but important aspect when setting
up the KPI suite. One initiative can relate to
many shall statements and therefore more
than one topic. The system of KPI tracking,
therefore, needs to be able to measure
progress where one shall statement links to
many initiatives.
An example of a trend plot by Topic is shown
at Figure 2.

While managing projects can be done

on spreadsheets, purpose built project
management and KPI software systems
are far more likely to result in success than
generic spreadsheet tools. Excel is very
flexible and can be used for assessments
and project tracking but the data can be
easily scrambled, version control is difficult
and controlling permissions and restricting
access to certain data is possible, but not
totally foolproof. There are many project
management tools in the market that use
Gantt charts. However these lack the ability
to perform audits as they dont have fields
for questions and answers. They can be
used in conjunction with spreadsheets to
create a workable solution, but the above
Excel problems will remain.
When sourcing a suitable system to both
audit an organisations asset management
strategy against the ISO 55001 standard
and then to assist with managing the change
program to achieve compliance with the
standard, the project manager should
consider the following
Contains the ISO 55001
questions or
shall statements.
Stores the data from
multiple assessors
and allows multiple
assessments over time,
from which data is also
All data is stored in one
location and available
for inclusion and
display in graphs.
Links from the assessment
data to the initiative and
action elements of the
Figure 2

Tracking of change management program.

KPI suite based on the data.
Allows user permission sets that are
controlled so that there can be coordinators,
investigators, approvers and action


There are many benefits for an organisation

considering implementation of the ISO
55000 standard including integrating the
organisations strategic objectives into
Asset Managements objectives and goals,
increasing reputation, and improved decision
making to name a few. When implementing
a change program directed towards attaining
this standard, the project manager should
consider the use of purpose built software
tools that allow both assessment of the
organisation and tracking and management
of the change program in one system. This is
more likely to ensure success than the use of
generic spreadsheet tools.

Example of an improvement Trend by Topic


November 2014

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After the Boom:

Prospects for
Maintenance in
Adrian Hart and James Johnston
BIS Shrapnel Pty Ltd
The 2000s and early 2010s were boom
years for investment in Australia, with a
surge in construction of new infrastructure
funded by both the public and private
sectors. While this cycle in investment has
turned down in recent years, its legacy is
a whole new built environment in our cities
and regions that needs to be operated and
The last decade has seen an historic surge
in capital investment across a wide range
of sectors. The total capital stock of nondwelling construction was valued at just
under A$2.0 trillion for the year to June 2013
(in constant 2011/12 prices), a real increase
of around 90% on 1993 levels. Significantly,
the stock of capital grew at a much faster
rate in the last ten years than in the previous
decade, as shown in Chart 1.
Capital stock in non-dwelling construction
increased by 53.9% in the decade 20032013, a significant increase on the 23.1%


November 2014

growth recorded in 1993-2003. The most

recent data on capital stock is from the year
to June 2013, which reached a 40 year
high of 6.1% growth, however more recent
(2013/14) data on engineering construction
and building construction shows that nonresidential construction is starting to trend
back towards more normal levels.
There have been several drivers behind
this sharp upturn in capital investment. The
most dramatic spike has been in the mining
sector, where the capital stock of nondwelling construction increased by 405%
between 2003 and 2013. This was almost
triple the growth rate of the previous decade,
and reflects the widespread investment
by mining companies to increase supply
capacity to take advantage of the recent
commodities price boom.
The spill-over effects from the mining boom
included increased investment in supporting
infrastructure involved in the mining supply
chain; particularly utilities, ports, rail and
roads. However other factors have also
contributed to the surge in investment in the
capital stock.

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These include (but are not limited to):

Historically weak levels in investment
through the late 1980s and 1990s
which, combined with sustained
population and economic growth,
inevitably led to rising capacity
utilisation and finally capacity
constraints and rising prices, spurring
new phases of investment across a
wide range of industries.
Stronger public sector finances at the
State and Federal level, supported by
a long sustained period of economic
growth (itself the result of judicious
economic reforms implemented in
the 1980s and 1990s) which gave
governments the financial clout to fund
and deliver longer term infrastructure
plans and projects (e.g. AusLink /
Nation Building Program at the Federal
level as well as many long term State
Infrastructure plans) even after the
2008 global financial crisis.
Reforms to the traditional
infrastructure procurement model,
allowing the private sector to directly
fund and deliver major infrastructure
projects across transport, utilities
and social building. The use of Public
Private Partnerships (PPPs) allowed
much more infrastructure to be put in
place over a relatively short period of
time than if funding and procurement
were left to public sector agencies
This dramatic increase in Australias
capital stock will require a
corresponding surge (an echo boom)
in ongoing maintenance expenditure
to preserve the life and value of the
asset base, as borne out in our recently
published industry forecasting report
Maintenance in Australia: 2014-2029.

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Chart 1: Annual investment in net capital stock (non-dwelling construction)

Chart 1:

Annual investment in net capital stock

(non-dwelling construction)

Chart 2: Engineering Construction and Non Residential Building Work Done

Chart 2:

Engineering Construction and Non Residential

Building Work Done

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Our Maintenance report covers twelve

key infrastructure sectors (road, rail,
ports, water and wastewater, electricity,
gas, telecommunications, mining, heavy
manufacturing, light manufacturing,
defence facilities and non-residential
buildings) representing around 80% of the
total value of capital stock in the economy
(the blue shaded area in Chart 1). These
sectors have seen just under 60% growth
in capital stock in the last decade, above
the average across all sectors, and offer
the highest ongoing growth potential for
maintenance expenditure. However there
are substantial variations in the outlook
for each sector due to differences in
maintenance drivers such as the level
of required maintenance, the decision
to execute maintenance, the rate of
outsourcing and the available funding for
Our research indicates that the size of the
market for maintenance in these twelve
sectors is approximately $40 billion per
annum and is continuing a sustained
upward trend. Contestable maintenance
work is also increasing due to a greater
tendency towards outsourcing by asset
owners across a range of sectors. While
construction work can be volatile and
uncertain and new commencements are
currently declining maintenance contracts
offer stable, long-term workflow and
revenue opportunities drawing heavily upon
construction expertise and capabilities.
In short, the unprecedented widespread
capital expansion of the last decade
provides significant upside opportunities
in the maintenance market for a diverse
range of service providers. It should be part
of every contractors strategic planning as
we negotiate the challenging years ahead.

Adrian Hart
Is the Senior Manager of BIS Shrapnels
Infrastructure and Mining Unit. The Unit
undertakes market research, analysis and
forecasts for infrastructure, mining and
maintenance markets across Australia
through a series of regular multi-client
reports. Apart from privately commissioned
research into costs, workforce capability and
demand forecasting, Adrian also provides
presentations and workshops discussing
the outlook for the economy and the
infrastructure and mining segments, and
the implications for business strategy and

Maintenance in Australia
A BIS Shrapnel Report

Is the most comprehensive market study

available for Australias maintenance
sector. The report covers all types of
infrastructure (roads, rail, ports), utilities
(water and wastewater, electricity supply,
gas pipelines, telecommunications), light
& heavy industrial facilities (mining, heavy
manufacturing, light manufacturing, defence
facilities) and non-residential buildings. This
study is the only available source to provide
a comprehensive, quantitative picture of
Australias maintenance sector. The report
provides detailed breakdowns of activity:
by who does the work (contractors vs inhouse); by type of maintenance work (where
the breakdown varies by sector); by type
of contract (lump-sum, schedule-of-rates
etc) and by state and territory. Click here
for further information from BIS Shrapnels

24-25 March 2015

Location: Rydges World Square, Sydney

389 Pitt Street, Sydney NSW 2000. From airport is 20 minutes+ by
taxi or 17 minutes by train, plus 350m walk from Museum Station

Monday 23 March - Optional FREE day workshops for forum attendees

Mon Thurs Fri 23-26-27 March - Optional 1, 2 and 3 day workshops
The 9th annual Condition Monitoring, Lubrication and Reliability Forum

This is the premier conference in Australia for the fields of Condition Monitoring, Lubrication and Reliability.
Practitioners share their successes and great ideas about achieving safe, reliable and cost effective management
of assets. It is an unforgettable annual national event with energy filled presentations, discussions, exhibitor
displays & entertainment. Special focus on development the younger generation of reliability people.

& Who is
it for?

Numerous exhibitor booths

3 Keynote presentations
25 Presentations in 3 Streams
Case studies
Best practice technical presentations
Discussion groups
Networking, drinks & entertainment
Pre and Post conference training


This forum is for Maintenance & Operations

Managers, Reliability & Maintenance Engineers,
Maintenance Planners & Supervisors, Reliability
Condition Monitoring & Inspection Technicians.

Forum Media Partner


November 2014

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Maintenance and Reliability

& Reliability


New Fluke 1000FLT Fluorescent Light Tester performs

all essential lamp tests in less than 30 seconds
Tester cuts labour costs for managers and saves time for technicians
by eliminating trial and error during lighting maintenance
Maintaining fluorescent lamps tends to be a trial-and-error process.
Bulbs not lit? Climb the ladder and replace them. Still not lit? Go back
up the ladder and replace the ballast. Still not lit? Climb the ladder one
more time. Its tedious, time-consuming and inefficient, plus any time
workers climb ladders there are potential safety issues.
The Fluke 1000FLT Fluorescent Light Tester eliminates the guesswork
of maintaining fluorescent lamps by performing all the essential
tests on lamps in less than 30 seconds: lamp tester, ballast tester,
non-contact voltage detector, pin continuity tester, and ballast
discriminator. The 1000FLT eliminates trial, error and rework, and
reduces the time maintenance teams spend fixing lights.
The point-and-shoot ballast discriminator in the 1000FLT speeds
the replacement of old magnetic ballasts with new energy-efficient
electronic models by quickly identifying exactly what type of ballast
is in the fixture before they climb the ladder. There is no need to
remove the bulbs or to make contact with live circuitry. Simply point
the 1000FLT fluorescent light tester at the glowing bulb and determine
the ballast type.
The tester comes with a rugged, metal test rod that extends up to 31
inches (79 cm) eliminating the need to climb a ladder for many tests,
and a belt-style holster so the tester is always within easy reach. The
1000FLT is protected by a three-year warranty.
The Fluke 1000FLT Fluorescent Light Tester is available now. For
more information visit:

SPM delivers online vibration

analysis to soft calender at Stora
Enso Kvarnsveden
The Stora Enso Kvarnsveden paper mill
in central Sweden continues to expand its
condition monitoring and is now investing in
the Intellinova online system with vibration
monitoring units for a calender at its paper
machine PM10.
Stora Enso Kvarnsveden in Borlnge is one
of Swedens largest paper mills, producing
high quality improved newsprint and uncoated
magazine paper - all tailored to individual
customer requirements. The product range
is well adapted to suit the majority of printing
The Kvarnsveden mill is now investing in the
multifunctional online system Intellinova with
measuring units for vibration monitoring of
a soft calender at the paper machine PM10.
The new online system with a total of ninetysix available measurement channels will be
installed continuously this fall.
Ulf Isaksson, Preventive Maintenance
Supervisor, and Peter Forsstrm, vibration
technician, say: Since we already use wellfunctioning SPM systems on paper machine
PM10, we want to continue to build on that. Yet
another reason is that we feel that we receive
very efficient service and support from SPM,
and that during our project planning, we were
well received and SPM quickly sent us their
prices. The quick decision process and result
was very positive.
Calendering is a finishing process that corrects
small irregularities in the paper and gives it
a smooth, glossy finish improves the printing
characteristics of the paper. A calender is like a
giant ironing mangle.

The calender at PM10 in Kvarnsveden is a

so-called soft calender, where the paper runs
between two pairs of rollers with one soft and one
hard roller per pair, whose various frictional force
on the paper provides the glossy surface.
Calendering is applied not only on paper but also
occurs in other industries for the processing of
certain fabrics, polymers and rubber to achieve a
smooth surface.
In addition to PM10, which produces improved
newsprint (often used for advertisements and
inserts in newspapers), the Kvarnsveden paper
mill has two more paper machines, PM8 and
PM12. The latter is one of the largest and fastest
paper machines in the world and holds the world
record in the number of meters of paper produced
per minute, with an average production of 1926
meters/minute over twenty-four hours.
Stora Enso Kvarnsveden also implements online
vibration monitoring on the supercalender at
PM8 with good results. Online monitoring and
periodic measurements with portable instruments
from SPM is done on selected measuring points
throughout the pulp and paper mill; for example,
bearing condition is monitored with SPM HD
on several of the wire and wash presses which
provide pulp for paper machine PM12.
For more information contact: or


November 2014

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Maintenance & Reliability News

Maintenance and Reliability

FLIR Systems Launches

Groundbreaking TG165
Imaging IR Thermometer

A Thermal imager and IR spot

meter combined for rapid, easy
FLIR Systems, Inc. has announced the
release of its TG165 Imaging IR Thermometer,
a powerful, affordable, compact tool that lets
you see invisible heat patterns, measure
temperatures accurately, and conveniently
store images and measurement data for

Built around FLIRs exclusive

Lepton micro thermal
imaging camera core, the
TG165 eliminates the blind
guesswork of troubleshooting
by combining a single spot IR
thermometer with the power of
a thermal camera in a rugged,
compact package anyone can
use. This unique combination
of technologies speeds
troubleshooting, making it easy
to find invisible hot and cold
spots from a safe distance so
you can investigate and solve problems quickly.
Fast and easy to use, the TG165 lets you get
right to work with no training required. Its dual
lasers visually mark the edges of what is being
measured and the cross hairs pinpoint the center
point of the measurement area. The TG165 is
designed to withstand a two-meter drop, making
it rugged enough for industrial professionals while
offering the simplicity valued by do-it-yourself
The TG165 bridges the gap between current
generation IR thermometers that offer no
imaging capability, and FLIRs market-leading
thermal cameras, said FLIR President and
CEO, Andy Teich. By leveraging our new Lepton
cores revolutionary price, size, and low power
consumption, the TG165 transforms one of the
most commonly used measurement tools into a
discovery device that gives facility maintenance
workers, contractors, electricians, HVAC techs,
and homeowners greater capability to solve
heating and electrical issues quickly and safely.
The TG165 is priced at $600* and will be
available at popular industrial test equipment
retailers in markets around the world starting in
early October. For more information,
please visit

Living Asset Management

- Not just another text book
Asset Management Council1 this book is different the ideas presented
represent a paradigm shift in thinking about
asset management. Rather than the traditional
approach of focusing on plant and equipment,
systems and processes, this book focuses on
people and the need for good leadership and
strategies for developing a high performance
culture which ensures excellence in asset
Dr. Marlene Kanga, 2013 National President of
Engineers Australia
Living Asset Management is a must read for
anyone on the asset management career path,
and is targeted towards those in leadership
roles and senior management. Case studies
are supported by theory and every anecdote is
thorough and relevant. This is not just another
text book!
The authors have a combined global
experience spanning some sixty years; hard
won knowledge which has allowed them to
identify and form a firm belief that effective
asset management is a value driver for any
business. It allows organisations to meet their
objectives and make the best use of available
resources. Its a win-win situation for all
parties: asset managers, the organisation,
stakeholders and the assets.
The collaboration between authors John
Hardwick CFAM; Immediate Past Chairman of
the Asset Management Council and Chairman
of the Global Forum on Maintenance and
Asset Management (GFMAM) and J R Lafraia
CFAM; prolific writer, lecturer and President of
the Brazilian Association of Asset Management
and Maintenance; has brought forth the long
awaited, insightful and thought provoking book
Living Asset Management.
A very readable volume which illuminates
culture and behaviour in organisations;
describes fully, asset managements cultural

stages of maturity; enlightening the reader

on the role of emotions and delivering a deep
perceptive understanding of leadership and
Mike McGrath case study:
What asset management can achieve
...We had to make a virtue of taking an old
asset and making it perform to a world-class
standard It took seven years, but the asset
went from being one of the worst performing
refineries in the world to being world-class
for its size and shape Reliability went up,
costs per unit of production dropped by 50%
over several years and the refinerys costs
also reduced substantially
I believe this book will become a seminal
text for the emerging profession and
senior managers wanting to ensure their
investments are a success

David McKeown, CEO,

Institute of Asset Management UK

Ref 1 - The Asset Management Council is a Technical

Society of Engineers Australia and a leading not-forprofit organisation dedicated to the asset management

Living Asset Management is now available.


November 2014

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Maintenance and Reliability

Maintenance & Reliability News

Windsor Business Solutions (WBS) has
new partnership with international asset
management software specialists, Viziya
Successful Brisbane-based company
WBS is the first business across Australia
and New Zealand to partner with Viziya,
a global leader in Enterprise Asset
Management (EAM) software, which
focuses on vital maintenance software
programs across a range of industries.
Viziya Corporation was formed in Canada
in 2006, and now has a wide-ranging
portfolio of maintenance strategy products,
and more than 45,000 users across 740
industry sites worldwide.
Their software supports all of the leading
maintenance systems, including Oracle
eAM, JDE CAM, Peoplesoft CAM, SAP PM,
IBM Maximo, Infor, and EMPAC.
Viziya president John Vujicic said their
business offered a strong expertise base
of architecture knowledge, advanced
software, and understanding of asset
management work flow to provide fully
integrated accessory maintenance solutions
that were easy and quick to implement.
Mr Vujicic said WBS was a high-profile
and respected SAP solution and services
partner in the EAM sector in Australia,
and it was a natural fit to form a business
Viziya is proud to have one of Australias
most respected EAM consultancies Windsor Business Solutions - join with us in
providing our solutions to the industry.
Together we understand the business of
maintenance, Mr Vujicic said.

Our products are designed from the ground

up to focus on one primary goal: production
equipment uptime.
A successful solution must focus on maximising
the uptime of the production assets, as well as
providing a simple,
easy-to-use interface.
WBS was established by industry specialist Mick
Windsor in Brisbane in 2003, and over the past
decade, has grown nationally with offices now
located in Mackay, Darwin and Perth.
Mr Windsor said WBS, in partnership with Viziya,
could offer vital maintenance and management
services to asset-intensive industries and
businesses across Australia in the fields of
mining, energy, rail, power and water.
Viziyas products offer better control of
maintenance expenditure, of statutory
obligations, and of reporting requirements.
Their products are very user-friendly, and will
make it much easier for planners to do their
maintenance planning, to greatly minimise
production downtime, which in turn will boost
business productivity.
Viziya will launch their SAP solution and their
new partnership with WBS at the annual SAP
Mastering PM Conference on the Gold Coast
from November 24-26 this year, attended
each year by 200-300 SAP plant maintenance
Contact Windsor Business Solutions at
or Viziya regional director for Asia-Pacific, Mark

Ranger launch RFID services

for lifting rigging and safety
Ranger are excited to announce the launch of our
Radio Frequency Identification Services (RFID).
Designed to save you time, money and effort, our
RFID services assist with the effortless registration,
identification and management of all your lifting equipment. RFID tags are now available for all
gear we supply, inspect or test!
What Is RFID? Radio Frequency Identification involves equipment being tagged with a unique
RFID chip which is scanned to identify the item electronically. The information is then transferred
to our free eTestinspect system.
Are They Compliant? Ranger RFID tags are fully underground compliant and can be easily
scanned regardless of whether they are covered in dirt, coal and dust. This allows for full
traceability of all equipment.
Why Do I Need RFID?RFID tags save you time and money. Nothing needs to leave site and your
inspections times can be reduced significantly. Further, items that are RFID tagged automatically
update in our free eTestinspect system which reduces human error and means no more

Eagle Technology & SkySpark, A Partnership for

Better Building Management
Eagle Technologys partner, SkyFoundry, recently announced that their SkySpark analytics
software is now deployed to over 8200 buildings consisting of over 475 million square feet.
SkySpark has been recognized as an industry leader in the intelligent buildings market and is
used in energy management, systems optimization, monitoring-based commissioning and fault
Designed to automatically analyze data, SkySpark identifies issues and opportunities to
improve equipment performance. Combined with Eagles Proteus CMMS, SkySpark helps
strengthen response to faults in equipment or reveals developing issues.
When SkySpark detects an abnormality; it sends a spark to the CMMS software. In response,
the CMMS software will automatically generate a work order. Using both SkySpark and
Eagles CMMS software, building owners and facilities managers have a reliable method
for early detection.
SkySpark analytics software and Eagles CMMS work order automation capabilities give
building managers the opportunity to fortify management practices through prevention, and
in worst case scenarios, emergency response. This leads to cost efficiencies because both
SkySpark and Eagles CMMS software expose problems in equipment and facilities, which
leads to adjustments, repairs or replacement, rather than an expensive disaster or a break-down.
Through using SkySpark and Eagles CMMS work order automation capabilities, building
owners and facilities managers can rest assured that they will never miss important notifications.
Both Skyspark and Eagle Technologys Proteus software are customizable in order to meet the
unique characteristics of every intelligent building. Also Eagles CMMS software can integrate
with virtually all Building Automation Systems.


November 2014

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Maintenance & Reliability News

Maintenance and Reliability

A new software update is now

available for RELTac
Maintenance Consulting Professional Inc.
(MCSPro) is pleased to announce that a new
software update is now available for RELTac.
The V3 update includes a range of usability
improvements and general enhancements for
the software.
Modern UI RelTac has been released in a
format and look that will be familiar to current
users of Windows. With a new look and
navigation many of the steps will not require a
new navigation skillset as they are intuitive to
most modern computer users.
Cut / Copy / Paste With the ability to
replicate asset hierarchy at almost any
granularity the end user will have be able to
build a high quality maintenance program at
any level and apply to identical or even similar
SWP Improvements:
To reduce all possible unnecessary duplication
and to provide the most comprehensive work
instructions the following additions have been
Step Improvements:
Photos can now be edited within RelTac via an
Overlay. This Overlay allows for annotations,
arrows, and notes.
Photos are stored in the database at full
resolution for reference but can be modified to
generate on the SWP at a size acceptable to
the document manager.
Steps are now rich text fields that allow Wordlike formatting.
Headers: Settings for the SWP such as
Hazards, PPE, Safety, Environmental and
anything else you require can now be
formatted in a table format to allow content
control and default settings application.
Auditing: Auditing can be turned on at your
required granularity so that any changes

made to SWPs can be tagged with an audit trail

including Name, Date, Change Justification, and
Embedded Documents: RelTac allows for
document embedment into the SWP. This can
include Permits, LOTO Procedures, drawings,
Calibration Forms, Reading Forms or anything
else that needs to be attached to the document
to be uploaded to the document handler and
attached to your ERP.
RELTac manages and formats the maintenance
tactics (or the operations SWP) in MS Word with
a link to build or edit the maintenance plan in
the CMMS system and manages the formatting
of the safe work procedure to the customers
designated and formatted template with a link to
the document management system.
Time Savings:
80% Faster Development Compared to Manual
Improvement to Technician Wrench Time
Automatic ERP upload integration
100% Application of Safety Standards
100% Compliance of Regulatory Standards
1:1 integrity check to ensure every ERP task
or strategy has an SWP
100% Consistency drives Meaningful KPIs
Global change can be instantly applied to all
SWPs or Tactics.
Holistic Development and Management
Process Oversight
MCSPro is a Reliability and Asset Management
Firm with a primary focus on SAP, Maximo, and
many other CMMS Master Data systems as it
relates to the Plant Maintenance and Operations
function and all of the related issues in regard
to making our customers CMMS PM/PLM/
MM system really work to support the plant
operations and maintenance personnel. or

Tallink Group installs MPM

Gold Edition Upgrade
UK based Marine Software have recently
delivered the new MPM Marine Planned
Maintenance Gold Plus Edition upgrade on 14
Tallink Silja vessels operating in the Baltic Sea
The Gold Plus Edition for MPM is a feature
packed upgrade to enhance the capabilities
beyond the Standard and Gold Edition
versions where new features include:
Nominated Job completions toward senior
officers or nominated individual
Pre-completion reports compiled by junior
officers for nominated individual to complete
Fleet Passwords enabling a standard user file
to be maintained and transmitted to fleet
Predicted stock requirements for all future
planned maintenance jobs over 4, 13, 26
or 52 week period
Superintendent Review for visiting managers,
or Chief Engineer, to compile and record the
maintenance status on a fixed date
Ability to schedule and run this automatically,
if comments are not required
Inspection rounds where a group of
inspections can be compiled into a round and
together with
single report
Additional reports
for nominated
job completions,
rounds, PM
groups, defect
status, attached
documents, missing document attachments
and TMSA report. The TMSA report lists PM
Jobs outstanding at the beginning of each
month, due and completed within the month,
outstanding at the end of the month and the
% Jobs outstanding. In addition, Office based
reporting to include Fleet TMSA and Fleet
Defect Status for all Gold Plus ships.

Reliability Center, Inc. Announces

Release of V.4 - PROACT Root
Cause Analysis
RCI (Reliability Center, Inc.) has now released
version 4 of their highly successful PROACT
Investigation Management System.
The PROACT Approach is a cost effective,
standardized method for achieving a Reliability
culture across an organization. Through the RCI
Root Cause Analysis, Risk Training programs
and associated tools PROACTempowers
workers at all levels and in a large cross section
of business, industry and healthcare to become
highly skilled analysts.
PROACT Version 4 brings significant ease of
use. About the new release, Bob Latino, CEO
of Reliability, Inc. said, This new version was
several years in the making, and we are very
proud of the enhancements that have been
made. Our beta-test clients have found Version
4 to be even more user-friendly, particularly
appreciating the drag and drop functionality.
There are many other user friendly adaptations
to the new release, including the following
Groups can be created and then used to
assign staff members to an analysis team.
Reports can now be generated in Microsoft
Word to allow easy editing and customization.
The Trending Utility allows the user to query
on the entire database of analyses using a
given set of criteria so trending and tracking of
RCA activity is simplified.
Root Cause Analysis, Reliability Center Inc.,
has been offering innovative, disciplined, and
field-proven products to increase productivity
and profitability with Opportunity Analysis (OA),
Root Cause Analysis (RCA) and Human Error
Reduction Strategies since1972. Working
internationally in the field of RCA, Reliability
Center, Inc. has been assisting organizations
in defining and achieving their Reliability
performance goals, thus positively impacting
their clients productivity, efficiency, safety and
their ROI.


November 2014

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Maintenance and Reliability


Maintenance & Reliability News

Fluke 500 Series Battery Analysers simplify the
testing of mission critical battery backup systems
Batteries are the mainstay of backup power
systems and require regular testing to ensure
their reliability. The new Fluke 500 Series
Battery Analysers simplify the workflow
of testing stationary batteries and battery
banks through an intuitive user interface that
provides quick, guided test setups ensuring
technicians are capturing the correct data
while visual and audio feedback cues reduce
the risk of errors.

The Fluke 500 Series is ideal for testing mission

critical battery back-up applications in data
centres, hospitals, airports, utilities, oil and gas
and railways.
The rugged, compact 500 Series Battery
Analysers perform all key measurements
including battery resistance, dc and ac
voltage, dc and ac current (Fluke BT521 model
only), ripple voltage, frequency, and battery
temperature (BT521 only). 500 Series Battery
Analysers have been specifically designed for
measurements on stationary batteries including
GEL, AGM (absorbed glass MAT), lithium-ion,
as well as wet-cell lead-acid batteries.
The 500 Series intelligent test probes
streamline the testing process by displaying
measurement results on their integrated LCD
displays eliminating the need for technicians
to stop and look at the mainframe. Technicians
can capture voltage readings and temperature
logging automatically or via the integrated
save button, simplifying and speeding up
the test process. The probes feature infrared
temperature measurement (BT521 only), tricolour LED for pass/fail/warning indications,
and audio feedback.
The analysers include a convenient magnetic
hanging strap with shoulder strap and an
innovative carrying harness reduce fatigue
while measuring long battery strings. They
also include simple, yet powerful reporting and
analysis tools that manage large volumes of
data to produce analysis graphics and data
tables on a PC or create quick email format
reports with .csv files.
For more information visit

Global Forum on Maintenance

and Asset Management
Launches ISO 55001 Assessor/
Auditor Specification
Our vision is to be a worldwide
community of organisations providing
leadership for maintenance and asset
management communities.
Hans Klemme-Wolff - Founding Chairman GFMAM

Established in 2010, the Global Forum

on Maintenance and Asset Management
(GFMAM) consists of ten not-for-profit
maintenance and asset management
organisations from around the world. An
enduring objective of the GFMAM is to
facilitate the exchange and alignment
of maintenance and asset management
knowledge practices; the lever which
commenced the universal branding and
unification of asset management, by way of
the Asset Management Landscape (gfmam.
org) and its subsequent updates.
With the Landscape and the publication of
ISO 5500X Asset Management Standard,
the GFMAM created the Competency
Specification for an ISO 55001 Asset
Management Auditor Assessor to support the
competence of people who audit or assess
organisations to ISO 55001. Recently a joint
venture, World Partners in Asset Management
(WPiAM), was formed to deliver outcomes
from this specification.
WPiAM comprises ABRAMAN, the Asset
Management Council, PEMAC, SMRP,
and more recently Frances IFRAMI, and is
responsible for delivering the Certified Asset
Management Assessor (CAMA) exam, a first
for the asset management community.
A strategic move for all aspiring asset
management professionals to secure a CAMA
Certified Asset Management Assessors
will be recognised throughout Australia,
Brazil, Canada, France and USA.

Certification complies with ISO 55001

Asset Management standards in core
requirements and knowledge; ISO 170215 (Conformity assessment Requirements
for bodies providing audit and certification of
management systems - Part 5: Competence
requirements for auditing and certification
of asset management systems); and ISO
19011 (Guidelines for auditing management
CAMA: Launching 29th October 2014 Brisbane - Melbourne - Perth - Sydney
Certification will ensure the quality of
assessors and the quality of ISO 55001
methods, and confirm competency in
knowledge and comprehension in asset
management systems. Designed for asset
management professionals with at least five
years experience to further their knowledge
and advance their careers. This certification
has been developed under strict controls
and involved leaders from a range of key
industries, where effective asset management
is paramount. Tested for content validity and
appropriateness the Certification has also
undergone stringent Beta testing and will be
released on 29th October 2014.
As WPiAM continues to expand, the CAMA
exam will attract an ever increasing global
audience. Today peak bodies in member
countries include: Australia, Brazil, Canada,
France and the USA. Other GFMAM member
organisations are also considering running
CAMA examinations, including the Southern
African Asset Management Association
(SAAMA). It is therefore a strategic move for
all aspiring asset management professionals
to secure the CAMA qualification, which will
ultimately result in a common language and a
tool to interpret asset management practices
across the globe.
For more information or to register for the
exam please visit:


November 2014

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Maintenance and Reliability

ALL-TEST Pro Introduces the AT5

Motor Circuit Analyzer Obtain a
Complete Electric Motor Health
Analysis in Minutes
ALL-TEST Pro is pleased to introduce its
new, portable electric motor circuit analysis
instrument, the ALL-TEST Pro 5 (AT5). In
minutes, the AT5 performs a comprehensive
assessment of a motors health for
troubleshooting, predictive maintenance
and quality control of in-service, stored and
incoming motors.
Ideal for low-, medium- and high-voltage
AC motors and DC motors, as well as
generators and transformers, the AT5
performs de-energized static and dynamic
testing to detect faults at their earliest
stages and provide a complete stator and
rotor analysis. Instructions for all tests are
provided on the backlit screen, minimizing
the learning curve and eliminating the need
for an instruction guide or manual.
Detailed reporting, after accurate,
comprehensive motor data is collected by
the AT5, uploaded and analyzed by the
MCA softwares proprietary algorithms,
provides a complete picture of the motors
overall health, as well as problems such as
bad connections, winding and turn faults,
air gap, broken bar, contamination, ground
faults and more.

ARMS Reliability App

ARMS Reliability App now available

for free download on the Apple App
Store and Google Play Store

Reference testing, a new patented feature of the

ALL-TEST Pro 5, allows the user to perform a
baseline test that can be stored in the instrument
and compared to future tests on the same motor.
With a memory storage capacity for more than
650 tests, trending capability offers on-the-spot
indication of possible issues with the motor. If a
warning is triggered, further dynamic tests can be
performed on the motor to pinpoint the source of
the problem. All results can be uploaded to a PC
for further analysis and report generation.
Route-based testing allows for reference testing
and trending on all on-site motors. Once the
motor list is compiled, the user simply follows the
prompts from the instrument for each motor to be
tested. Results can be uploaded and downloaded
for trending, reporting and comparison with other
historical data.
The AT5 weighs only 1.5 lbs. and can be
connected directly to the motors terminals. Or, if
the installed motor is not easily accessible or hardto-reach, initial tests can be performed at the motor
control centre from distances of more than 1000
feet away.
The ALL-TEST Pro 5 comes with heavyduty custom Kelvin Clips, integrated Li-ION
rechargeable batteries, charging adapter, MCA
Basic software, rugged carrying case and user
manual on CD. Optional carrying pouch, MCA
PRO software, training motor and standard
Kelvin Clips are available.
For more information, visit
Contact us on
or call 1300 700 002.

A convenient and valuable app that provides

reliability engineers and planners a functional
tool for converting maintenance intervals, and
calculating failure rates and downtime.
ARMS Reliability, a leading global provider
of reliability engineering services, training
and software, has announced its newest
technological development and released the
ARMS Reliability App, the first of its kind on the
Designed by Reliability Engineers for Reliability
Engineers, the app provides users with an easy
to use, all in one tool, that saves time and effort
by easily converting common maintenance
intervals into different types - Anywhere,
anytime, all from the convenience of your smart
As well as being a functional tool for reliability
engineers and planners, the ARMS Reliability
App includes up-to-date information on
upcoming reliability events, links to the latest
entries in The Reliability Blog and access to
the locations and contact details of all ARMS
Reliabilty offices throughout the world. The
app also provides a number
of ways to follow current
reliabilty engineering news
and solutions, with links to all
ARMS Reliability social
media accounts and
The ARMS Reliability
Calculator was designed by
our team of senior reliability
engineers to give them
the ability to quickly and
simply perform a variety
of calculations they use
frequently. explains Adam
Brumby, ARMS Reliability
Applications Manager and

developer of the ARMS Reliability App.

Not only is it a convenient tool to have
accessible in your pocket via your smart
phone, you will have a direct feed on all the
latest industry insights, valuable content and
event news via the Blog feed and Event news
The ARMS Reliability App available today, is
free for download and is offered world-wide on
the Apple App Store and Google Play Store.
About ARMS Reliability:
Since 1995, ARMS Reliability has helped
companies around the world - and across a
broad range of industries - to get more from their
assets, avoid unplanned downtime and reduce
operating costs. ARMS Reliability provide inhouse teams, project teams, OEMs and other
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services. With offices in North America, South
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ARMS Reliability has experience across a
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(hydro, coal fired generation, gas, wind
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learn more about ARMS Reliability or for further
information their product and service offerings,
please visit


November 2014

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Maintenance and Reliability

Bellevue Club introduced Eagle Technologys Computerized

Maintenance Management System (CMMS) Proteus MMX,
shaved off 20,000 dollars from their annual budget.
The Bellevue Club is the premier athletic and
social club on Seattles Eastside. They offer
200,000 square feet of wellness facilities
and restaurants with unique recreational
and social opportunities. The Bellevue Club
provides patrons with a basketball gym, a
track, 6 conditioning studios, locker rooms, 5
pools, a spa, a hotel, a lounge, 3 restaurants,
and a pro shop.
The Bellevue Club spans across 10 acres,
consisting of many different kinds of facilities
and equipment which require regular upkeep.
From kitchen equipment to pool health and
the HVAC systems facilities managers for
The Bellevue Club have a very large job on
their hands. However, prior to 2014, The
Bellevue Club had no facilities software
system in place.
The Bellevue Club relies on Facilities
Engineer, Charlie Russo, who has 30 years
of experience as a facilities manager. Before
implementing CMMS software, Russo used
traditional facilities management methods.
Although the job would get done, Russo
recognized that The Bellevue Club needed a
more comprehensive management system
to maintain the wide range of facilities and

Russo decided to investigate CMMS software
that would track and manage facilities requests.
After evaluating several different CMMS
solutions, Russo identified that the best fit for
The Bellevue Club was Proteus MMX, Eagles
CMMS cloud software. Russo explained: It has
so many different functions and attributes and
more features to use than other programs. It is
simple, easy, and intuitive. He was also happy
that Eagle Technology offered comprehensive
support for Proteus MMX, as well as very
pleased with the two day on-site training course.
The Bellevue Clubs key objectives for
implementing Proteus MMX lay in discovering
where the companys money was going, and
how they were spending it. Knowing where
exactly to put their initial efforts, Russo and
Eagle Technologys experts entered costly
assets into Proteus MMX such as the HVAC
system and kitchen equipment, as well as
seemingly minor costs such as pool chemicals.
Through consistent monitoring and preventive
maintenance, Russo was able to see where the
changes were necessary in company spending.
The pools at The Bellevue Club require constant
upkeep to promote optimum pool health. The
costs of pool chemicals can add up, and through
using Proteus MMX, Russo was
able to see where adjustments
needed to be made in pool
management. This affected how
they purchased pool chemicals
which led to cost reduction. In
addition to directly affecting
company purchases, Russo
observed that using Proteus
MMX preventive maintenance
module promoted equipment

Maintenance & Reliability News

Every three months, a drain in the hotel
kitchen needs to be snaked. By putting the
drain on a preventive maintenance schedule
in Proteus MMX, Russo and his team keep
the drain clear, reducing clogs and the
amount of parts that need replacement.
Accounting for aspects such as snaking
a drain and monitoring pool chemicals,
Proteus MMX demonstrated that everything
adds up and leads to cost savings.
In a matter of months, The Bellevue Club
reduced their annual budget by 20,000
dollars through asset management. On
top of this meaningful cost reduction,
Russo noted that using the work order
management module made staff
management more efficient.
Before using Proteus MMX, The Bellevue
Club didnt track employee hours. Now
Russo knows who is working when, and
can view each facilities request assigned
to different employees. Other Proteus
MMX features that Russo finds useful are
the cost center module and the inventory
management module. He also appreciates
how pictures of facilities and equipment can
be uploaded into Proteus MMX for a visual
As a new user of Proteus MMX, Russo
plans on delving deeper into The Bellevue
Clubs CMMS solution by building in more
and more data as time goes on. Looking
at 5 years of data will really benefit us, he
said. We use Proteus MMX to better define
procedures on repairs and will continue to
do so as time goes on. He also plans on
adding the mobile module to Proteus MMX
so that his team can view facilities requests
& other information from their smart phones.

and Reliability
News for the
January 2015
Issue of the
Send to Len Bradshaw:


November 2014

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HAZOP for Machinery

Packages & Related
Amin Almasi

A HAZOP (Hazard and Operability) study is a systematic study carried out

by the application of guidewords to identify all deviations from design intent
with undesirable effects for safety or operability. Significant safety issues and
important operating concerns should be identified in a HAZOP. Each threat
to a plant or facility should systematically be identified and evaluated. These
concerns and threats should be eliminated or mitigated. In HAZOP terms,
each risk should be reduced to as low as reasonably practical. A significant
safety concern is one which has the potential for a serious or major incident
(or accident). A significant operating concern is an issue which required more
than 6-7 minutes discussion. The focus of this article is on the HAZOP for
operation, reliability and maintenance purposes.


A HAZOP study is a hazard study which concentrates on how facilities will

cope with abnormal conditions, rather than on how it will perform under
normal conditions. The study is comprised of a review of operation of each
system and sub-system, examining each for possible causes of a wide range
of abnormalities and their consequences.
HAZOP provides the opportunity to think creatively and examine ways in
which hazards or operating problems might arise. To reduce the chance of
missing something, a HAZOP is carried out in a systematic manner, using
guidewords to consider each system and each type of hazard in turn.
The study is carried out by a team so that input from all areas of functional
expertise can be provided.

The results of a HAZOP depend heavily

upon the experience and attitudes of the
team members and on the leadership
style adopted. In HAZOP study, the
members of the team should have good
experience, knowledge and skills and
should also be authorized to approve
actions decided upon.
The optimum number for a HAZOP study
team for facilities is 5 - 8. The situation
is different for machinery packages. The
optimum number for a HAZOP study
team for a machinery package is 8 - 11.
A large study team should be avoided, as
it tends to adversely affect the meeting
dynamics and effectiveness. If the
study team is too small, it may lack the
experience, knowledge, representation
and diversity that is needed for an
effective HAZOP study. Some experts
should attend the HAZOP on full time
basis and some of engineers may be oncall (attend only when needed).
The HAZOP study team members should
have the relevant experience, knowledge
and authority so that they can make
firm commitments and decisions in their
areas of responsibility on the issues and
matters that will be discussed during the
HAZOP meetings.
The selection of the technical members
needs to ensure that the majority of the
questions likely to be raised during the
study can be answered at the meetings.

For major risk areas, the need for action is

assessed quantitatively by Hazard Study,
Reliability Analysis or similar. For less
significant risks, the need for action can
be based on experience and judgment. All
actions could be appropriately addressed
by the nominated HAZOP team members.
The main aim of the meeting is to find
problems needing solution, rather than the
actual solution. When the group became
tied down by trying to resolve a problem,
the issue should be minuted as requiring
further review outside the meeting, and
the study proceeded. As a general rule,
approximately 4 to 7 minutes should be
allocated to resolve any issues identified
during a HAZOP study. If a solution cannot
be agreed to within this timeframe then the
issue is minuted and the study proceeds.
The reason for this approach is that a
positive, open, questioning mindset is
required from the team members. This
allows creative brainstorming to identify
possible abnormal plant conditions that
may lead to potential hazardous events
or significant operability problems. Teams
that become tied down trying to resolve all
issues one by one, in particular problems
that require further calculations, etc, lose
their creativity and hence the basis for the
study effectiveness is lost.

HAZOP and Operation

It is necessary to review all modes of

operation of facilities, machineries and
generally the plant. In HAZOP, guidewords
need usually to be applied for each mode
of operation. The operating conditions
and operating procedures should receive
considerable attention.


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Care should be taken to identify the less obvious modes, particularly

those associated with shut-down systems and shut-down situations, and
the subsequent start-up. Batch operated units and their machineries are
special cases with respect to operation and all different operating modes
should be identified and carefully studied.
In particular, relief and blow-down systems, emergency shutdown
systems, alarms, interlocks, and hazardous area classifications should
be reviewed to ensure that they are adequate. There can be many
modifications and changes in different stages of a project and the
impacts of modifications on product quality of each section and utilities
(for instance, fuel gas system, generation system, etc.) should also
be identified and assessed. In case of a modification or a change,
it is necessary to look far enough at the upstream and downstream
consequences of the modification.
Based on experiences, many of operational or generally post-startup problems have not been identified at the HAZOP stage for facilities
and machineries. Generally more care is needed for operational and
maintenance issues in HAZOPs. For large projects or large packages,
it is common to split them in separate sections and perform HAZOP of
each section separately. There is always a potential for incomplete follow
through of problems, issues and consequences and for things to slip
between the individual HAZOP boundaries.
An important consideration is the fail safe requirement. If a system or a
sub-system fails, then it should fail in a safe position or mode. The followup of recommendations arising from a HAZOP study is a key part of any
HAZOP study. The validity and effectiveness of the HAZOP study are
seriously compromised if the recommendations are not followed through.

Practical Notes on HAZOP

It is necessary to be thorough in listing causes of deviations in any

HAZOP. A deviation is considered realistic if there are sufficient causes to
believe the deviation can occur. However, only credible causes should be
listed. Team judgment is used to decide whether to include events with a
very low probability of occurring. However, good judgment should be made
by the team in determining what events have a low probability of occurring
so that credible causes are not overlooked.
Proper guidewords should be used in HAZOP for each line and each


November 2014

node. The following guidewords are noted

as examples:
High Flow / High Level.
Low Flow / Low Level.
Zero Flow / Empty.
Reverse Flow / Leak.
High Pressure (Venting, Relief rate).
Low Pressure (Venting, Relief rate).
High Temperature.
Low Temperature.
Potential hazardous events concerning
releases of harmful materials via
gaseous, liquid or solid losses of
containment should carefully be reviewed
during a HAZOP study since they are the
main focuses of any HAZOP.
Regarding the electrical requirements
many items and details such as area
classification, isolation, earthing, etc
should be checked. Instruments play
critical role in operation and safety of
any machinery or facility. It should be
verified that sufficient instrumentations
are provided for operation and control.
Optimum number of instrumentations and
controls have always been encouraged.
They should be in correct locations.
Proper alarms and trips should also be
identified. Too many instruments is as
bad as too few. Too complex and too
instrumented a system is as unsafe and
problematic as the lack of protection and

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Toxicity, impurities in fluids and changes

in fluid compositions can impose
significant risks and hazards and
consequently require attention in HAZOP.
Proper materials of construction should
be used for each equipment and facility.
There have been many failures and
damages (many risks and safety issue)
regarding the materials of construction.
Different start-up scenarios such as
first start-up, normal start-up, start-up
after emergency shutdown, etc. should
be carefully reviewed and risks, safety
issues and procedures should be
evaluated. The same should be done for
shutdown scenarios such as isolation,
purging, potential for abnormal operating
conditions, etc. Other threats that should
be evaluated and covered are:
Manufacturing, construction and
installation defects.
External or internal corrosion.
External or internal erosion.
Over-pressure and over-temperature.
Earthquake, high-wind, ground
movement and flooding.
Fire and explosion.
Proper mitigation methods should be
formulated for each risk and safety
issue. Examples are internal or external
coatings against corrosions, increase
the thickness (to mitigate corrosion and
erosion), installation of appropriate overpressure or over-temperature devises,
provisions of extra supports or barriers,

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Welded piping and buried piping is usually not a source of fluid release.
Possible release of flammable, toxic or dangerous material occurs at
flanged or screwed piping joints. Generally screwed piping joints should be
avoided for any services. There have been many leaks for screwed joints
at hydrocarbon and process services. Avoiding the screwed piping joints for
such services is well-established practice; even it should also be avoided
for utility services. There were cases of nitrogen leakage in confined spaces
(such as control rooms) at screwed piping joints; these were caused serious
life threats. This shows how screwed joints at an ordinary utility service
can generate high risks. Hence screwed piping joints should generally be
Considering flange joints, a zone 2 hazardous area (with proper radius
say 3-5m) should usually be specified from the edge of all piping routes to
mitigate possible leakage risks across facilities.
Flexible hoses, rubber hoses or similar have been sources of problems,
leakages and danger. They should be avoided. Based on author
experiences, in more than 98% of cases, proper classes of plant piping
specification can be used instead of such problematic and unreliable hoses
saving costs and reduce risks.
High point vents have often been installed at strategic locations in plants
piping or facilities to remove accumulated gases that will collect at high
points. The gas will often be automatically vented on a periodic basis and
hence high point vents are designated as a primary grade of release with
an associated zone 1 hazardous area. In such case, the dimensions of
hazardous area should be properly calculated. As a very rough indication, for
a typical high point vent, it could be 2-4 m laterally, 12-20 m above the point
of discharge and to grade.

HAZOP and Abnormal-Situations

It is always useful to properly distinguish between normal, abnormal and

emergency situations. Abnormal situations are undesirable disturbances
or incidents which the control system and the basic operational procedure
is not able to cope, requiring human experienced operator to intervene to
supplement the actions. An abnormal situation could be a simple upset
condition quickly recognized and rectified by an operator action or a
complex situation which could escalate to a critical safety incident where
an emergency shut-down and evacuation are required. Prevention, earlydetection and mitigation are key elements to managing abnormal situations
in order to reduce unplanned shutdowns.

Studies of different abnormal situations

have indicated two major sources
of problems which are alarm flood
situation and shift handover. All
these studies indicated that the focus
should be on human operation factors,
reliability and safety. The HAZOP play an
important role in this regard. An optimum
number of alarms and trips should be
identified and enforced in a HAZOP. Too
many alarms could be harmful which
can result in alarm flood situation and
other operational problems. An alarm
optimization exercise should be included
in any HAZOP. Another important topic
is the ability to handle plant disturbances
that generate alarm floods. In other
words, too often, the risks and issues
missed in the HAZOP or not properly
mitigated (such as those solved by
just adding alarms) are responsible for
alarm floods. In serious cases of alarm
floods in large plants, 30-100 alarms
might be expected within a five-minute
period which can significantly affect the
operation team and cause serious issues
in the operation.
Alarm management processes and
practices should be employed to
prevent alarm floods and to reduce
the information over-load to operators.
The result of such a practice could be
minimizing the potential damage caused
by an operator missing a critical alarm.
By using timely alarms that lead an
operator to corrective actions, the goal is
to improve safety, to eliminate risks and
to increase efficiency.

Most effective alarm management

methods include a combination of work
processes, plant specific practices and
software technologies. A successful
alarm management approach is a
continuous process started at the
commissioning and continued to the
operation. Such a successful alarm
management practice can reduce
total alarms to less than 50%, at the
same time it can improve the overall
safety and reliability. For an alarm
management approach, the cost of
various events, alarms, and their levels
should be evaluated and the frequency
of events need also to be estimated. The
end result should be fewer abnormal
situations and safer operation combined
with lower operating costs.
HAZOP: Hazard and Operability study
Amin Almasi is a rotating equipment
consultant in Australia.He specializes in
rotating machines including centrifugal,
screw and reciprocating compressors,
gas turbines, steam turbines, engines,
pumps, subsea, offshore rotating
machines, LNG units, condition
monitoring and reliability. He has
authored more than 100 papers and
articles dealing with rotating equipment,
condition monitoring, offshore, subsea
and reliability.


November 2014

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of Failure
Murray Wiseman

Part 1
Conditional Probability
of Failure - What is it?
The most powerful information
sought by all maintenance engineers
and managers boils down to the
conditional failure probability. It is
the probability of an item failing in an
upcoming period of interest knowing
that it is currently in an unfailed
state. If you knew that the conditional
probability of failure of a given part
or component were unusually high
you could channel your manpower
to intervene propitiously, thereby
preempting the consequences of
a failure in service while avoiding
waste of resources and unnecessary
downtime on items where failure is
not imminent.

Other articles [Ref 1] describe how to

calculate the conditional probability of
failure of an item. In this article well
discuss Conditional Probability first
and then well define the Conditional
Probability of Failure.
Conditional Probability

Lets begin with a card experiment. A card

is chosen at random from a standard deck
of 52 playing cards. Without replacing
it, a second card is chosen. What is the
probability that the first card chosen is a
queen and the second card chosen is a
jack? The events are said to be dependent
because the probability of the second
depends on the first.
A. P(queen on first pick) = 4/52
B. P(jack on 2nd pick given queen on 1st
pick) = 4/51, a higher probability than 4/52
Then the probability that both events occur
P(queen and jack)= (4/52)(4/51)=4/663
The probability of choosing a jack on the
second pick given that a queen was chosen
on the first pick is called a conditional
probability. The conditional probability of an
event B in relationship to an event A is the
probability that event B occurs given that
event A has already occurred. The notation
for conditional probability is P(B|A) [Ref 2].
When two events, A and B, are dependent,
the probability of both occurring (denoted
by AB) will, according to the card
experiment, be the product of their
probabilities, that is:
P(AB) = P(A) P(B|A)
or P(B|A) = P(A)P(B)

Please note:
The means intersection or AND.
So that the numerator can be read: P(A) AND P(B)
which is the probability that both events occur.

When two events are dependent (the

probability of one depends on the
others occurrence) their probability
areas intersect in a Venne graphical

Conditional Probability of Failure

Suppose the two dependent events were:
1. X > t, an item survives to time t,

X being the time of failure, and

2. t X t+t, the item fails in the interval between t and t+t given event 1.
As in the card experiment the probability of the second event depends on the first.
Then the Conditional Probability of Failure is:

It is the probability of failure in the interval between t and t+t (analogous to

selecting a jack on the second pick) given that the item has survived to time t
(analogous to selecting a queen on the first pick).
The article here shows that the conditional failure probability is a special case of
the conditional probability where the numerator reduces simply to P(tXt+t). So

2014, Murray Wiseman. All rights reserved.

Ref [1] See for example here and here.
Ref [2] Pronounced as The probability of event B given A


November 2014

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Rearranging, the Conditional Probability is

Rearranging, the Conditional Probability is

Rearranging, the Conditional Probability is

Part 2
Probability of Failure
vs. Hazard Rate

What is the explanation for this? Isnt the conditional

probability of failure exactly equal to the inverse of the
MTBF for a randomly failing item?
The consultant fell victim to the common confusion of
left hand
of the (also
is the
left hand
side ofwith
the Conditional
following equation
is the
of the conditional
failure. is the
The left hand
side of theprobability
following ofequation
and maintenance
engineers tend
to 1)
of the conditional
probability of failure.
in X
of the
latter, while mathematicians andthe
= the
time.of the following equation is(Eqn.
former inprobability
their theoretical
work. The
definition use
of the
of failure.
Where X = could
the failure
remained on safe ground had
Where X
= the
failure axis
time. h(t) or hazard or failure rate.
in Eqn.
1. The
(Eqn. 1)
in any
t isequation
of a
= failure
1. The
new of
the case of
in any
is This
the the
equation of
in mathematical

exactly, or

calculate the approximate

and exact values of the
conditional probability of failure (by computing the first
term and the first two terms respectively) in the following

John Moubray, as a warning against being too

sure of oneself, used to tell this story to his
aspiring RCM consultants:
A newly trained RCM practitioner consultant was
delivering the standard three-day RCM course to a
group of his clients, when the subject of random failure
came up. The consultant drew the following graph on
the white board.

Random Failure Conditional

Probability Of Failure Graph

One of the students commented that this graph

was wrong. The dissenting student stated that the
conditional probability of failure was not exactly equal
to the inverse of the mean time between failure. The
consultant stood his ground. A heated argument broke
out almost ending in fisticuffs. Bitterness permeated
the remainder of the course.
Moubray said that the student was right and the
consultant was wrong. He went on to add that the
graph ceases to be true if the MTTF is less than four
arbitrary time units.





















the case
in any
is This
to the
a 1. The
Dont beof
in Eqn.
Equat. 1 [Ref 1]
time t. This would
in mathematical
Also for
= the
time. we know (by definition) that the
of failure in any interval t is equal to the probability of a
at some
prior to tthat
is Eqn.
Also be
brand new item failing before time t. This would be the case for
by of
The be
at mathematical
some time
t is1.that
failure. failure, we know (by definition) that the
of failure terms
in time
t is
states inofmathematical
failure at some
t is given
to the probability
a brand
in anyof
t isnew
to thefailing
of a
by:Also forof failure
(by failure.
definition) that the
brand new item failing before time t. This would be the case for
for randomprobability
failure, weofknow
that the
at some
time prior
to t is given
Now let failure.
MTTF = kt and let t = 1 arbitrary time unit.
let by:
MTTF = kt and let t = 1 arbitrary time unit.
is Now
Then the
failure (by
is definition) that the
for Conditional
random failure,
we ofknow
Now let MTTF = kt and let t = 1 arbitrary time unit.
Knowing that
of failure
someistime prior to t is given
Then the Conditional
of at

= ktProbability
and let oftfailure
= 1 is
arbitrary time unit.
Then the Conditional Probabilityexactly.
of failure
is time unit.
Now lets write e as its infinite series
Then the Conditional Probabilityexactly.
failure is
Now lets write e as its infinite series
let MTTF
t = 1 series
arbitrary time unit.
Now lets write e as its infinite series
Then the Conditional Probability of failure is

Then for x = -1/k x

x =write
-1/k e as its infinite series
Then for x = -1/k
Then for x = -1/k
Now lets write e as its infinite series


time unit


k=MTBF/t, we can see that if the MTBF

is large relative to the observational interval t, the
conditional probability of failure is well approximated by
the inverse of the MTBF. From the table, Moubrays factor
of 4 is not bad (since 0.22.25).

A more detailed explanation of the difference between

Conditional Failure Probability and Failure rate can be
found in the post Time to Failure [2]

[1] This relationship reads as follows: The probability that the

item will fail in an interval between t and t+t (given that
X t) is equal to its failure probability between 0 and t which
would be true for random failure behavior.

Conditional Probability is
Then for x =


November 2014

Rearranging, the Conditional Probability is

Rearranging, the Conditional Probability is

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Low maintenance Fit

and Forget?
Nigel Whitaker

Kleentec International

The inexorable processes of weathering and air pollution eventually diminish the sparkle
and translucency of new glass. The author explains how this occurs and discuses
the effectiveness, in preventing it, firstly of recent (and so called) self-cleaning nanotechnological treatments, and then of polymer coatings, which have been used for over
thirty years.

There are many misconceptions about glass. It is a commonly held belief that glass is a hard
smooth, product that is easy to maintain. Nothing could be further from the truth. Understanding
a little about glass is the first step to keeping it clean.
Glass surface under the microscope.
Understanding how it gets dirty is the second
The photographs oposite, taken under the microscope,
show that a new surface thats smooth and flat to the
naked eye becomes a mass of pits and craters and has a
honeycomb structure, which is hydrophilic, which means
it attracts and retains contaminants. Each of the millions
of pits and craters provides keys that lock in insoluble dirt
the material left behind after every conventional wash.
No amount of washing with ordinary detergents will
remove this. It will however, go on providing an adhesive
layer for further soiling by airborne contaminants like
exhaust fumes and unburnt fuel from cars, aircraft, and
railway engines, as well as industrial pollutants dissolved
in rainwater.
You will have seen this happen, at home without realising
it. When you replace a broken pane of glass, on the day
it is fitted it sparkles, but the existing pane alongside it
is dull. After a couple of months the new pane is dull like
the old one and no matter how hard you try, you cannot
restore the sparkle.
There has been a lot of interest in so-called Selfcleaning glasses. The reality is that there is no such
thing. Easy clean or Low maintenance is much nearer
the mark.
Above, weathered. Below: new.

Over the past couple of years there have

been various articles published on self
cleaning coating treatments using nano
technology. Most companies have aimed
their product at the glass market. Some have
offered all things to all surfaces, the claims
for their products varying from modest to
There are two distinct approaches to the
formulation of these coatings; one based
on titanium dioxide, which attracts water,
the other on silicone dioxide, which repels
it. Looking primarily at glass the titanium
dioxide products cause water to sheet on
the glass, releasing the dirt and washing
it off. The silicone dioxide ones have the
opposite effect, giving the surface non-stick
properties similar to a frying pan.
The durability claims vary from 6 months,
at least 2 years, up to 3 years. Some have
now started to imply that they guarantee
the product for ten years and in one case
fifteen!. When questions are asked- such as:
Who issues the guarantee?; Is it insurance
backed?; What is covered- materials,
labour etc?; What happens if the supplier or
manufacturer is no longer in business? the
answers get very vague and evasive.
The application procedures are generally
not complicated, but getting an even 100%
coverage of the entire area can be difficult.
The material cost varies widely, with 4 per
square meter is common, but can be as high
as 17.
There is, however a tried and tested
alternative in the form of Polymer Coating
technology which has been in use for over
30years. It is easy to use and inexpensive at
under 1 per square meter. One of the most
dramatic examples of its efficiency, is when
applied to ship bridge windows it makes the
wipers redundant!
The first Polymer coating was developed
by Howard Ohlhausen, from Illinois in the
late 1960s. A wide range of similar products

have come on the market over the years, and

are usually named using a combination of
words like rain, shield, glass, clear, invisible,
maid, mate etc. In terms of performance
they range from cheap domestic throwaway
products all the way to expensive industrial
contractor only applied systems. Some of the
best known ones within this range are RainX,
Clearshield and Kleentec.
When the Polymer solution is applied to the
glass it chemically bonds to the surface,
sealing all the pits and valleys and give the
surface similar properties to that of a nonstick frying pan. Now that the keys have
been removed the dirt, salt etc. no longer has
anything to get a grip of and simply washes
Another simple analogy is to think of glass as
being like rough sandpaper. Rub dirt into a
piece of sandpaper, and it is very difficult to
wash off. However, pour varnish onto a piece
of sandpaper, let it dry, and then rub dirt onto
the surface, and it will wash off very easily.
This is exactly what Polymer coatings do to
What are the benefits of this technology?
Better appearance, improved safety and often
reduced costs! The improved appearance
comes from the glass staying cleaner longer
and retaining its sparkle. Greater safety
comes from risk reduction. Taking an atrium
as an example- if a window cleaner is killed
in an incident, this will be very expensive for
both the insurers and building operators. As
was explained to me by a facilities Manager
If I can bring in a firm of Rope Access
specialists once every couple of years,
several things happen; the Board of directors
will be happy as we have taken a big risk out
of the building; the insurers will also be happy
with the risk reduction; the Finance Director
will be happy with lower insurance premiums;
and I as Facilities Manager will be happy with
lower blood pressure!


November 2014

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Assets, Equipment, Services

& People - News
Infor announces new technology platform, Infor Xi
Fleet Efficiencies Bring Worlds Toughest Screen Protector To Industry
NEONTUFF distributors CMI
Accessories and
NomadNRG are now
pleased to confirm its
ability to service fleet
buyers in Australia.
The fleet option
is available for
businesses with
between 50 and 3,000 devices
(mobiles or tablets).
The NEONTUFF product is gaining lots of
attention thanks to its status as the toughest,
or as I say tuffest screen protector in the
world, said NomadNRG CEO Jack Wilde.
For modern business, the cost of replacing
cracked phone and tablet screens is a real
hassle, especially for those in industries where
devices are on the move and vital to the
efficient work process.
Key industries are crying out for something
to better protect these fragile devices in the
hands of their students.
By using the NEONTUFF, buyers can ensure
more of their devices are in working order,
more of the time; and by partnering with us
they can ensure they access high levels of
cost efficiencies and service.
Unlike similar products in the marketplace,
NEONTUFF is not pressed from PET plastic

but instead poured and baked in six layers

including Acro PRO[tm] PMMA acrylic, two
superhard ceramic NANO coatings and a layer
of shatterproof film - resulting in the highest
achievable level of hardness in plastics 9H.
This hardness rating is equal to that of tempered/
enhanced glass, but the manufacturing process
allows NEONTUFF to be tougher and safer, as
it removes the major risk area of those products
the lack of impact dissipation protection
which sees tempered and enhanced glass
products susceptible to shattering on impact
into thousands of dangerous hard glass shards.
Typically, NEONTUFF is priced on par with
these kinds of products, while outstripping them
in performance.
This manufacturing process also sees
NEONTUFF exceed its traditional plastic
competitors by providing strength and shatter
protection not offered by these competitors,
while also avoiding the screen dullness
regularly experienced with PET screen films.
NEONTUFF is designed for iPhone 6 and
iPhone 6 Plus, 5s, 5c, 5, 4s, 4; Galaxy S5, S4,
S3, Note 2 and 3; and iPads 2, 3, 4 AIR and iPad
Mini. Following the release of the iPhone last
week, NEONTUFF screen protectors for both
of these new phone models are expected to be
available by the time this is published.

Infor, a leading provider of business

application software serving more than
73,000 customers, today announced Infor
XI, an enterprise technology platform for
next-generation applications. Building on its
current Infor 10x platform, Infor XI will deliver
a major step in achieving the companys vision
for cloud applications that address specific
industry needs with responsive design infused
with machine-learning and big data analytics.
Modern technologies like the cloud, big data,
machine-learning, and mobility have created
new and exciting engines for innovation and
increased the pressure on companies to stay
current and competitive, said Duncan Angove,
president of Infor. Infor has spent more than
a billion dollars in research and development
that will culminate in Infor XI-powered
applications that will help our customers stay
ahead of the game in todays rapidly-evolving
global business climate.
The three major pillars of Infor XI are:
Enhanced Cloud
Infor XI applications will include
multi-tenancy and support for open source
systems, helping speed performance,
boost scale, and reduce cost. Infor will
leverage Amazon Web Services cloud
infrastructure to allow customers to take
advantage of Amazons expertise and
economies of scale, and leading open
source solutions including Red Hats
Enterprise Linux and JBoss Enterprise
Middleware, & EnterpriseDBs
Postgres Plus database

Mobile-First Design
Applications will be engineered to
publish standard application programming
interfaces (APIs) that further enable Infor
to differentiate on user experience through
responsive design that delivers real-time
data and analytics optimised for specific
mobile devices
Advanced Science
Powered by Infor Dynamic Science
Labs, applications will help companies
make decisions with the predictive power
of science, anticipating problems and
responding with solutions, uncovering
opportunities and recommending
next steps, and helping answer an
organisations most pressing questions
Infor XI builds upon the companys latest
enterprise release, Infor 10x, which was
delivered in 2013 and featured a reinvented
HTML5 user experience (SoHo), the Infor
Ming.le social collaboration platform, and
pervasive in-context analytics embedded
throughout workflows packaged within the
Infor ION integration framework.
Infor is delivering elements of Infor XI now,
and will roll the platform out across its product
suites, including Infor CloudSuiteTM industry
suites, enterprise resource planning (ERP),
enterprise asset management (EAM), human
capital management (HCM), customer
relationship management (CRM), and supply
chain management (SCM).


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Assets, Equipment, Services & People - News

FLIR AX8 Thermal Imager for
Industrial Automation.
Easy-to-install imager enables
condition monitoring and fire
FLIR Systems Announces AX8 Thermal
Imager for Industrial Automation - Easy-toinstall imager enables condition monitoring
and fire prevention
FLIR Systems, has launched its new AX8
fixed-mount thermal imager. Combining
thermal and visible cameras along with FLIRs
proprietary MSX technology in a small,
affordable package, the AX8 is easy to install
in space-constrained areas for automated and
uninterrupted condition monitoring of critical
electrical and mechanical equipment.
Enabled by FLIRs ground-breaking Lepton
micro thermal imaging camera core, the AX8
provides early detection of temperaturerelated issues in electrical and mechanical
equipment, guarding against unplanned
outages, service interruptions, equipment
failure, and fire. The AX8 is the ideal sensing
solution for continuous condition monitoring
and early fire detection without the need for
periodic manual scans.
The AX8 thermal imager has 4,800 active
temperature points per image, provides
streaming temperature data over industrystandard interfaces (Ethernet/IP and Modbus
TCP) for easy analysis, has a built-in web
interface, and includes a full suite of Analysis
and Alarm functions that automatically
send alerts when the AX8 detects elevated
Measuring only 54 x 25 x 95 mm, the AX8
integrates easily into electrical installations or
any manufacturing environment. The AX8s
streaming thermal, visual, and MSX video

Bentley Announces Project Finalists

in 2014 Be Inspired Awards Competition

is output in standard MJPEG, MPEG, H.264

formats, adding multipurpose image capabilities.
With all of these features in a compact form
factor, the FLIR AX8 addresses the condition
monitoring and safety needs for many
environments, including:
Process and manufacturing industries
Data centers
Energy generation and distribution
Transportation and mass transit
Storage facilities
Refrigeration warehouses
Engine rooms
With the AX8, FLIR is continuing to find new
and innovative uses for its increasingly-more
affordable thermal imaging technologies, said
Andy Teich, FLIRs President and CEO. The
AX8 is another example of how our new Lepton
cores revolutionary price, size, and low power
consumption is creating a new product category
and corresponding applications.
At a groundbreaking price of 995 USD, the AX8
is debuting at the Security Essen tradeshow
from September 23rd through September 26th in
Essen, Germany and will be available for global
order and delivery in the fourth quarter of 2014.
To learn more, please visit

Bentley Systems has announced the

project finalists in the 2014 Be Inspired
Awards competition. The awards honor the
extraordinary work of Bentley users improving
and sustaining the worlds infrastructure. Nine
independent panels of jurors, comprising
distinguished industry experts, selected the
54 finalists from nominations submitted by
organizations in 49 countries.
The winners of the Be Inspired Awards will be
announced at The Year in Infrastructure 2014
Conference, which takes place Nov. 4-6 in
London, U.K. The Be Inspired Awards finalists
for 2014 are as follows:
Innovation in Asset Performance Management
Agrium Inc. Agrium Vanscoy Potash
Operations Reliability Improvement
Project (Vanscoy, Canada)
Severn Trent Water Ltd EToN 6:
Technology in Street Works
(Midlands, United Kingdom)
Tenaga Nasional Berhad Asset
Performance Management at Tenaga
Nasional Berhad Power Plants (Kuala
Lumpur, Malaysia)
Innovation in Bridges
Anhui Transport Consulting & Design
Institute Co., Ltd Second Wuhu Yangtze
River Highway Bridge (Wuhu, China)
Hanson Professional Services Inc.
Alaskas Northern Rail Extension: Tanana
River Bridge (Salcha, Alaska, USA)
HDR Tappan Zee Hudson River
Crossing: The New NY Bridge
(Westchester, New York, USA)

Innovation in Building
John Portman & Associates Yinchuan
Greenland Center (Yinchuan, China)
Morphosis Architects Emerson College
Los Angeles (California, United States)
MWM Architekci Sp. z o.o. Hotel Aramw
(Ustrzyki Dolne, Podkarpacie, Poland)
Innovation in Construction
Arabtec Construction LLC Fairmont Hotel
(Abu Dhabi, United Arab Emirates)
Jacobs EPC Success Using
ConstructSim (Houston, Texas, USA)
Michigan Department of Transportation
ProjectWise: A Change in Construction
(Michigan, United States)
Innovation in Government
City of Eindhoven 3D City and IFC
Integrated (Eindhoven, Noord-Brabant,
Kokusai Kogyo Co., Ltd. Disaster
Prevention and Risk Reduction Project
(Nagano Prefecture, Japan)
Ordnance Survey Ireland A New
Authoritative Spatial Data Infrastructure
for Ireland (Dublin, Ireland)
Innovation in Land Development and
Arup Civil BIM Implementation for
Campus Projects in Qatar (Doha, Qatar)
Barcelona Regional S.A. Sediment
Balance of the Beaches of Barcelona
(Barcelona, Spain)
Cathie Associates Montevideo
Multipurpose Harbour (Montevideo, Uruguay)


November 2014

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Assets, Equipment, Services & People - News

Innovation in Megaprojects
Guangdong Hydropower Planning &
Design Institute 3D Design for Qingyuan
Pumped Storage Power Station: Detailed
Design and Construction (Qingyuan,
Guangdong, China)
Jacobs and Bouygues Civil Works
Florida Port of Miami Tunnel and Access
Improvements (Miami, Florida, USA)
QGC Pty Limited The Journey from
Physical Assets to Digital Assets for
the Queensland Curtis LNG Project
(Gladstone, Queensland, Australia)
Innovation in Mining and Metals
Ausenco Constancia Project
(Chamaca and Livitaca, Chumbivilcas,
Ausenco Goldstrike (Eureka County,
Nevada, United States)
Vale Manitoba Operations T1 Mine,
4160 Level Loading Pocket Redesign and
Rebuild (Thompson, Manitoba, Canada)
Innovation in Offshore Engineering
Dockwise Shipping B.V. SHWE
Transportation and Installation
(Bay of Bengal, Myanmar)
Orca Offshore Centrica F3-FA
Self-installing Platform
(Dutch North Sea, Netherlands)
SNC-Lavalin UK Limited Mariner Jacket
Detailed Design (Aberdeen, Scotland,
United Kingdom)
Innovation in Power Generation
Hitachi-GE Nuclear Energy, Ltd.
Development of Decommissioning
Engineering Platform Based on Plant 3D
Model (Japan)

I.Y. Genesis Advanced Engineering Ltd.

Bobo II-III 54 MW Power Plant
(Bobo-Dioulasso, Burkina Faso)
Kavin Engineering And Services
Private Limited Power Plant for Garraf
Development Facility Operation (Iraq)
Innovation in Process Manufacturing
3DDraughting LPG Import and Storage
Terminal (Saldanha Bay, Western Cape,
South Africa)
Eastman Chemical Company Eastmans
Journey to a New Global Informationsharing Platform (Kingsport, Tennessee,
United States)
Tianjin MCC20 Construction Co., Ltd
1600m2 Sintering Machine Phase-I Project
(Rizhao, Shandong, China)
Innovation in Project Performance
Bechtel Vauxhall Underground Station:
Congestion Relief and Step-free Access
Project (London, United Kingdom)
J.L. Patterson & Associates, Inc.
Tehachapi Mountains Double Track Project
(Tehachapi, California, United States)
MMC Oil & Gas Engineering Sdn Bhd
MMCOG Integrated Data Administration
(Kuala Lumpur, Malaysia)
Innovation in Rail and Transit
Hatch Mott MacDonald Intelligent Rail
Signal Design via 2D Schematics and 3D
Models (Mississauga, Ontario, Canada)
JM Souto Engenharia Detailed Project
for the Adequacy of the Alternative Railway
Route (Congonhas, Minas Gerais, Brazil)
Track Access Services Ltd Track Access
Survey and Sighting (United Kingdom)

Innovation in Roads
Engevix Engenharia, Themag Engenharia,
and Planservi Engenharia Santos
Guaruj Tunnel (Santos and Guaruj,
So Paulo, Brazil)
Washington State Department of
Transportation I-90: Snoqualmie Pass
East, Phase 1A through Phase 2A (Hyak,
Washington, United States)
Well-Connected Alliance The Waterview
Connection (Auckland, New Zealand)
Innovation in Structural Engineering
Beijing Building Construction Research
Institute Co., Ltd.; Beijing Institute of
Architectural Design; National Astronomical
Observatories, Chinese Academy of
Sciences Five-hundred-meter Aperture
Spherical Radio Telescope (FAST)
(Karst, Guizhou, China)
D&H Steel Construction Westgate
Footbridge (Waitakere, Auckland, New
Fitzpatrick Engineering Group
Octapharma Blood Plasma Facility
(Charlotte, North Carolina, United States)
Innovation in Utilities and
Communications Networks
China Southern Power Grid Research
Center Zhaotong Converter Station
ElectraNet Bentley Substation
Implementation and Integration into
ElectraNet SOP (Adelaide, South
Australia, Australia)
Time Warner Cable An Enterprise GIS
Strategy for Increased Revenue and Lower
Costs Using Bentleys Communications
Solution (Centennial, Colorado, USA)

Innovation in Water or Wastewater

Treatment Plants
CH2M HILL Skyway Wastewater
Treatment Plant Phase II Expansion
(Burlington, Ontario, Canada)
MWH Seafield Wastewater Treatment
Works Thermal Hydrolysis Plant
(Edinburgh, Scotland, United Kingdom)
Power China Central Southern
Geotechnical Design Institute Co., Ltd.
3D Collaborative Design Accelerates
Industry Revolution: The Standardized
Design and Application of Water Project
(Qingzhen, Guizhou, China)
Innovation in Water, Wastewater, and
Stormwater Network Modeling and Analysis
AECOM India - Delhi Jal Board
Sewerage Master Plan - 2031 for NCT of
Delhi (New Delhi, Delhi, India)
Manila Water Company, Inc. Marikina
North Project (Marikina City, Philippines)
Sabesp Overview and Supervision:
Cantareira Water Supply System
(So Paulo, Brazil)
About Be Inspired Awards Program and The
Year in Infrastructure 2014 Conference
Since 2004, the Be Inspired Awards competition
has showcased excellence and innovation in
the design, construction, and operations of
architecture and engineering infrastructure
projects around the world. The Be Inspired
Awards is unique the only competition of its
kind that is global in scope and comprehensive
in categories covered, encompassing all
types of infrastructure projects. In the awards
program, which is open to all users of Bentley
software, independent panels of industry
experts select finalists for each category.
For additional information, visit


November 2014

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Assets, Equipment, Services and People

Assets, Equipment, Services & People - News

Safety on site:
Carrying out ladder safety audits and inspections
Ladders are an important fixture in any
industrial or commercial environment and
widely used by employees working at height.
Similar to any equipment, ladders will face
wear and damage over a period of time,
posing a risk to the users physical safety.
Ladder inspections at regular scheduled
intervals will identify any damage or
shortcoming, enabling rectification and
The Australian Standard governing the use
of portable and fixed ladders (AS-1892)
requires ladder inspections to be carried
out periodically to ensure safety for the
user. Regular and timely ladder inspections
can and will prevent injury to workers while
assisting the company comply with OH&S
All ladders should be inspected at regular
intervals when not in use and a visual safety
inspection should preferably be conducted
before each use.
Statistics from the United States of America
and Australia on injuries caused by faulty
ladders indicate that more than 90,000
people receive emergency room treatment
for ladder-related injuries every year in the
USA; elevated falls account for over 500
occupational deaths annually; ladder-related
injuries have increased 50% over the last
10 years; and the most common type of
ladder-related injury, accounting for 32%, is

A ladder inspection application is a fast and

effective method of managing ladder inspections
and ensuring ladders are safe within the work
environment. Conducting an inspection digitally
not only helps to identify hazards and create
a safe environment at the workplace, but also
reduces cost and downtime while also saving
The ladder inspection application can be
operated using a mobile device such as iPhone,
iPad or tablet, with device features including
camera, touch screen and speech to text
capabilities helping to save time in recording the
inspection findings and managing the required
corrective actions.
The ladder inspection application can make the
reference material (e.g. AS-1892) available on
the device. The safety inspector can also access
past inspections results, instructions, images
and user manuals to assist with recording new
findings and recommending the safest course of
Ladder inspection apps should ideally be easy
to use, intuitive and available on all mobile
platforms (iOS and Android).
Techs4Biz Australia offers Pervidi products,
which combine paperless service management,
asset management, maintenance management
and inspection management functionalities to
improve operational efficiencies and reduce

Navman Wireless launches its

new business intelligence solution,
Adaptive Intelligence.
Navman Wireless, a global leader in GPS fleet
management, has announced the launch of its
new business intelligence solution, Adaptive
Intelligence. The solution will help organisations
manage and measure fleet expenditure, with
an enhanced ability to leverage their own data
for KPI based decision-making and insights
into future trends. Furthermore, every Adaptive
Intelligence implementation is customised with
a customers specific KPIs, data integration
requirements and unique needs.
Adaptive Intelligence is a cloud-based
business-intelligence-as-a-service tool that
has been designed specifically with enterprise
fleet management and operations in mind. It
includes a wider set of data than any other
analysis solutions enabling businesses to easily
analyse and act upon location-based fleet data
and ensure fleets are operating efficiently,
productively and safely.
Traditional business intelligence solutions
now have a way to capture data from the plant
and people part of the equation, explains
Matt Minor, Director Business Intelligence
at Navman Wireless. Adaptive Intelligence
enables the enterprise to further drill-down
on data and draw informative insights by
adapting to an organisations customisable
needs and software solutions already in place.
Many organisations struggle to measure fleet
expenditure and efficiency, especially when it
comes to fuel consumption and idling. However,
with Adaptive Intelligence and the integration of
Navman Wireless location-based information
theyre able to rigorously identify parts of the
business with the greatest expense and the
most opportunity, and use this information for
strategic improvement.

Navman Wireless unique customisable solution

integrates easily within other systems and
software, allowing businesses to capture data
and process the information into the platform.
With this capability, managers at all levels
of the organisation will be able to gain extra
visibility into their fleet operations and gather
the intelligence required to improve competency
and capability across their businesses that rely
on field force operation. With the advanced
geo-spatial options in Adaptive Intelligence,
managers will now have the capability to assess
data in a wider context and bring a different
dimension to the management of their fleet.
Adaptive Intelligence also enables managers
to set pre-supplied and customisable business
rules based on inputs from their customers.
With multiple dashboards managers can ensure
each customers needs are met. Companies
want to review and analyse KPIs to ensure
continuous improvement. With KPIs embedded
throughout the platform, Adaptive Intelligence
does the hard work and allows enterprise
businesses to quickly identify the critical few
issues they need to address and implement
policies to keep KPIs on track to meet their set
targets, explains Minor.
For most enterprise organisations, their fleet is
the third biggest cost to the business - behind
wages and rent, said Minor. The ability to
analyse current trends creates the added
ability to predict future trends and adapt their
employees behaviours. The Navman Wireless
Adaptive Intelligence solution also gives
companies the opportunity to act on collected
data to ensure continuous improvement to
the bottom line for a fraction of the cost of
traditional business intelligence systems.


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Assets, Equipment, Services & People - News

Assets, Equipment, Services and People

DELTA Element: precious metal and alloy XRF analyser

BaySpec provider of miniaturized spectral engines has released the OCIUAV, a new ultra-compact version of its OCI-Series Hyperspectral Imagers.
The OCI-UAV hyperspectral camera is
designed specifically for use on unmanned
aerial vehicles/systems (UAV/UAS),
remotely operated vehicles (ROV), or
anywhere needed. Without compromising
performance in this small form factor, the
OCI-UAV with miniature single-boardcomputer acquires VIS-NIR hyperspectral
data with continuous spectral and spatial
Operating the OCI-UAV is automatic
and requires minimal human set-up. The
OCI-UAV design features signification
reduction in size (camera head only 8 cm
x 3 cm x 3 cm with a computer 10 cm x
7.5 cm x 3 cm) and weight (approximately
0.6 lb., ~272 g), and faster data transfer
rate (up to 120 fps) with automatic data
capturing and processing.

UAV Applications
Unlike conventional hyperspectral imagers,
which rely on intensive software efforts for
orthorectification, the OCI-UAV-1000 features
innovative True Push-broom where the imager
can move to scan at random speeds. The OCIUAV-2000 is a snapshot multispectral imager
that fundamentally eliminating artefacts caused by
vibrations in flight. These advancements significantly
reduce requirements on UAV/ROV integration.
BaySpec also provides ready-to-fly hyperspectral
total solutions. Augmenting the extreme
compactness with uncompromised performance,
automatic operation and data processing make
the OCI-UAV a straightforward system for
applications, such as: precision agriculture,
airborne mini UAV/ROV, remote sensing, ground
survey, forest survey, environmental studies, law
enforcement, forensics, security and defence,
mining and geology, oil and gas
exploration, ocean monitoring, among
More information here:

Non-destructive testing (NDT) of manufactured

materials by X-ray fluorescence (XRF) is a
crucial tool in many industries. The latest
handheld XRF analyser from Olympus, the
Delta Element, is ideal for scrap metal sorting,
positive material identification (PMI), alloy QA/
QC, and precious metals analysis.
The DELTA Element is the most affordable
hand-held XRF analyser produced by Olympus
to date. Andrew Taylor, Regional Sales
Manager with Olympus, said The model was
developed for those customers who require
the speed, reliability and ease of operation
expected from the DELTA Premium, yet do not
require the extended element range necessary
only for some specialty applications.
With a powerful X-ray tube and Si-PIN
detector, the DELTA Element provides quick
identification, screening and sorting of alloy and
precious metals. The analyser still incorporates
the latest hand-held XRF technologies at
an affordable price for small to medium
The DELTA Elements unique
combination of features is ideal for
most alloy identification and sorting
applications. The analyser is a powerful
tool, yet simple to operate, Taylor added.
Operators can switch between precious
metals and alloy mode at the touch of an
onscreen icon.
The DELTA Element displays measured
results and grade identification in
seconds. With Olympus unique Grade
Match Messaging (GMM) feature you
can assign customised messages to
any grade and use real-time or popup messages for immediate sorting
instructions and improved user efficiency.
The Delta Report software then allows
for fast and professional reporting and
certificate generation of any analysis.

With its lightweight,

handheld design and
durable construction,
the DELTA Element
features rubber
overmolding to protect
the analyser and an
ergonomic grip for comfortable operation.
Olympus is a world-leading manufacturer of
of the development of X-ray fluorescence
analysis technology. XRF analysers provide
fast, non-destructive qualitative and quantitative
characterisation of materials. Taylor concluded,
Finally, powerful handheld XRF is now
within the reach of more budget-conscience
For further information, please contact:
Checking the quality of metal offcuts
using a DELTA Element


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Assets, Equipment, Services and People

Self Loading Mixer Solution For

Pacific Wharf Construction
Rarotonga, Cook Islands, November 2014
- Construction in remote areas has always
presented many challenges in transporting
construction equipment and delivering
materials to work sites.
Located northeast of New Zealand, between
French Polynesia and American Samoa,
the Cook Islands comprise15 major islands
spread over 2.2 million square kilometres
of ocean, divided into two island groups.
Forty islets encircle a lagoon on the island of
Manihiki, populated by 240 and renowned for
its black pearls.
Moving goods between the islands often
involves ships mooring offshore while barges
are used to transfer consignments to the
shore. Vehicular and pedestrian access is
needed for efficient unloading of barges,
which often occurs in remote areas with
limited infrastructure.
When construction company, Landholdings
Ltd, was assigned the task of building a new
barge wharf on Manihiki which is 640 nautical
miles from Rarotonga, a unique solution was
needed to produce and deliver 1,000 cubic
metres of concrete.

Landholdings Bill Doherty said they needed a

highly manoeuvrable, self-loading mixer that
was capable of producing concrete to a tight
specification using local screened aggregate
sourced from beach areas in the vicinity of the
construction site.
Our search for the right equipment led us to the
Fiori DB180 self-loading concrete mixer. The
people from Semco in Australia who supplied the
mixer thoroughly understood our needs, so we
felt very confident in their ability to handle the job
and proceeded with having the mixer shipped to
us, Bill said.
We were not disappointed; the DB 180 mixer
proved to be extremely productive, robust and
saved a huge amount of time, with the only
manual work involved being the addition of
cement to the mix and pouring the concrete onsite.
The mixer is ruggedly constructed and had no
problem negotiating the rough and rocky terrain,
performing with great efficiency and without any
problems throughout the entire 450 hours of
operation on this job. It will certainly be deployed
for similar work elsewhere throughout the
islands, Bill added.
Graham Murphy of Semco said the Fiori DB
180 is a highly productive machine, and while
compact, its agility and stability as
a four-wheel-drive vehicle with an
articulated chassis and differential
swivelling axle has made it suited
to large-scale works in some
of the worlds most demanding
The Fiori DB 180 self-loading mixer
enables independent production of
top-quality concrete, delivered direct
to any site, whether in an urban
setting located in some remote or
inaccessible area. Furthermore,
it easy to use and is capable of
producing over 60 cubic metres of
concrete daily, Graham said.

Navman Wireless unveils Adaptive Intelligence

to help businesses tap into big data and make
smarter business decisions
Navman Wireless, a global leader in GPS fleet
management, has announced the launch of its
new business intelligence solution, Adaptive
Intelligence. The solution will help organisations
manage and measure fleet expenditure, with
an enhanced ability to leverage their own data
for KPI based decision-making and insights
into future trends. Furthermore, every Adaptive
Intelligence implementation is customised with
a customers specific KPIs, data integration
requirements and unique needs.
Adaptive Intelligence is a cloud-based
business-intelligence-as-a-service tool that
has been designed specifically with enterprise
fleet management and operations in mind. It
includes a wider set of data than any other
analysis solutions enabling businesses to easily
analyse and act upon location-based fleet data
and ensure fleets are operating efficiently,
productively and safely.
Traditional business intelligence solutions
now have a way to capture data from the plant
and people part of the equation, explains
Matt Minor, Director Business Intelligence
at Navman Wireless. Adaptive Intelligence
enables the enterprise to further drill-down
on data and draw informative insights by
adapting to an organisations customisable
needs and software solutions already in place.
Many organisations struggle to measure fleet
expenditure and efficiency, especially when it
comes to fuel consumption and idling. However,
with Adaptive Intelligence and the integration of
Navman Wireless location-based information
theyre able to rigorously identify parts of the
business with the greatest expense and the most
opportunity, and use this information for strategic
Navman Wireless Adaptive Intelligence
solution has a built-in reporting suite with over
30 different reporting options and multiple

dashboard views. The unique customisable

solution integrates easily within other systems
and software, allowing businesses to capture
data and process the information into the
platform. With this capability, managers at all
levels of the organisation will be able to gain
extra visibility into their fleet operations and
gather the intelligence required to improve
competency and capability across their
businesses that rely on field force operation.
With the advanced geo-spatial options in
Adaptive Intelligence, managers will now
have the capability to assess data in a wider
context and bring a different dimension to the
management of their fleet.
Adaptive Intelligence also enables managers
to set pre-supplied and customisable business
rules based on inputs from their customers.
With multiple dashboards managers can
ensure each customers needs are met.
Companies want to review and analyse KPIs
to ensure continuous improvement. With KPIs
embedded throughout the platform, Adaptive
Intelligence does the hard work and allows
enterprise businesses to quickly identify the
critical few issues they need to address and
implement policies to keep KPIs on track to
meet their set targets, explains Minor.
For most enterprise organisations, their
fleet is the third biggest cost to the business
- behind wages and rent, said Minor. The
ability to analyse current trends creates the
added ability to predict future trends and
adapt their employees behaviours. The
Navman Wireless Adaptive Intelligence
solution also gives companies the opportunity
to act on collected data to ensure continuous
improvement to the bottom line for a fraction
of the cost of traditional business intelligence


November 2014

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Assets, Equipment, Services and People

Assets, Equipment, Services & People - News

Using adaptive integration

platforms to achieve visibility,
control and governance
The task of integrating applications is
increasingly moving from IT to line of business
(LOB) managers. This shift of responsibilities
can cause a problem for some organisations
as applications need to be integrated from onpremise to web, mobile and social channels.
Traditionally, application and data integration
were considered specialty disciplines best
handled centrally by the same IT teams
responsible for development, implementation,
and application management. In the last
few years, however, application ownership
has increasingly moved to LOB managers.
As a result, many of those managers are
also looking to do integration for themselves
and not always with the best results for
departments concerned or, more importantly,
the organisation as a whole.
Organisations must provide LOB managers
with guidelines to ensure they maintain
visibility of any changes, governance and
Stuart Rees, regional vice president
Australia and New Zealand, TIBCO
Software, said: As applications are no
longer just created in the realm of IT, it is vital
organisations dont just deploy changes that
meet individual employee requirements and
fail to address the wider need for integration
across a growing number of platforms.
The potential scale of this problem is huge
and should not be underestimated. Gartner,
for example, believes that by 2017 at least
65 per cent of integration will be delivered
outside the remit of central IT. One solution
would be for CIOs to clamp down and insist on

centralised integration in all cases but that would

inevitably stifle innovation and reduce business
A better approach is to agree on an adaptive
and layered method, with business units and
central IT working together to deliver integration
TIBCO advises an adaptive integration platform
will help organisations:
* stop the explosion of different integration
* embrace the LOB integration projects
(projects happening outside of IT)
* align corporate goals by delivering a holistic
view of the business.
Stuart Rees, said: There are a number of
platforms which can support integration needs.
For example, express technology can integrate
on-premise applications with web and mobile
projects, a cloud-based offering can integrate asa-service and an enterprise platform supports all
integration needs across the organisation.
Integration has never been more important with
the spread of mobile devices, social networks,
the cloud and the increasing amount of big data.
TIBCO Software Inc is a global leader in
infrastructure and business intelligence software.
Whether its optimising inventory, cross-selling
products, or averting a crisis before it happens,
TIBCO uniquely delivers the Two-Second
Advantage the ability to capture the right
information at the right time and act on it preemptively for a competitive advantage. With a
broad mix of innovative products and services,
TIBCO is the strategic technology partner trusted
by businesses around the world.

Fluke Networks delivers worlds first

cloud-connected cable certification
tool to optimise test results
management and maximise project
Fluke Networks has unveiled LinkWare
Live, the first cloud-based service that lets
contractors, cable installers and project
managers using the Versiv family of
certification testers to upload, manage, and
analyse certification test results from cabling
projectsanytime, anywhere.
LinkWare Live works with DSX-5000,
OptiFibre Pro, and CertiFibre Pro certification
testers to optimise project management and
safeguard contractor profitability by providing
real-time access to testing results, extending
support to technicians in the field, and
eliminating costly truck rolls simply for tester
transport back to the office. LinkWare Live is a
free service available to all Versiv customers.
According to recent Fluke Networks surveys
of more than 1,000 cable installers (who had
collectively installed approximately 1 million
links in the previous month), poor test results
management creates a significant drag on
productivity and profitability:
* eighty-three per cent reported having one or
more test results management issues in the
month prior to the survey
* the average time contractors spent dealing
with test result issues in a single month was
15.2 hoursnearly two full workdays, not
including the hours required to get the test
results back to the office for analysing and
* half of the respondents said it would be
beneficial to access project status information
from any location.
Project managers struggle with manual, errorprone results management processes
Collecting certification test results is a
significant challenge because they are stored
in testers that frequently move from one job site

to another. These job sites can be hundreds of

kilometres away from one another, as well as
from headquarters. Accidentally erased or failed
memory cards can negate several days worth
of work, leading to costly truck rolls, lowered
profit margins and delayed payment.
LinkWare Live saves time, reduces rework and
improves profitability
By uploading tests to LinkWare Live regularly,
project managers can save trips solely to collect
results, prevent data loss and continuously
track project progress. LinkWare Live also
automatically organises test results by job,
eliminating the painstaking task of manually
combining files from multiple testers.
Managing test results through a cloud-based
service offers significant advantages:
* increased productivity by no longer needing
to manually transport testers from the field just
to download test results
* reduced time spent categorising and compiling
test results by automatically consolidating
them into the correct job
* less rework by reducing the likelihood of losing
test results when testers or memory cards are
lost, stolen or erased
* faster troubleshooting by providing instant
access to results from anywhere
* real-time visibility into project status from any
Using LinkWare Live, contractors can achieve
greater project profitability; increase the
potential for more project wins; and use its
unique analytics and benchmarking to improve
installation, certification and troubleshooting
efforts out in the field.


November 2014

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Assets, Equipment, Services and People

Assets, Equipment, Services & People - News

Seven Key Technology Trends
CIOs Must Consider For 2015
CIOs and business leaders must be agile
and capable of balancing short and long-term
investments for business gain and to take
advantage of the key technology trends that
are set to shape the industry in 2015.
In launching Forecast UXC, an annual
technology and business outlook developed
by Telsyte, UXCs independent technology
research and advisory business, Cris Nicolli,
Managing Director, UXC Limited, said, While
technology developments can improve
business processes, create new avenues
to customers and markets, and deliver
competitive advantage, there are risks. CIOs
must be prudent with the rate at which they
innovate to effectively manage integration
requirements and security risks.
CIOs who can master this balance will
spearhead agile organisations that can further
adapt to change and deliver real value to the
business across multiple dimensions.
Forecast UXC, which draws on research and
survey findings from 461 Australian CIOs and
IT decision makers identifies seven key trends
that will drive technology adoption and use
across business in 2015:
1. Business unit IT spending will
affect budgets
IT spending is increasingly being driven by
line-of-business needs and facilitated by
non-centralised budgets. Employees are
combining mobile devices with cloud services
and applications to bring their own IT to the
workplace, relying less on corporate IT. This
non-sanctioned investment brings risks.
Forecast UXC shows that about one-third
of Australian businesses have experienced
problems resulting from IT-related purchasing
outside of the IT department*.
However, IT still has the responsibility of

managing and securing all information used

by the organisation, including from services
procured outside of the IT departments control.
As a result, CIOs must be aware of what IT
services are being purchased by line-of-business
and take appropriate steps to integrate and
secure them as appropriate.
2. Service-centric delivery will lead to ITaaS
To maintain relevance in the face of increasing
self-service, CIOs should consider transforming
IT operations to be more of a business partner
with a service-centric delivery capability rather
than being focused on managing discrete
IT-as-a-Service (ITaaS) describes a structure
where lines of business act as customers of IT
and the cost of the IT services they consume
is accounted for as if the IT department was
an external supplier. ITaaS lets the centralised
IT department represent costs in a way that
makes it easy to compare with off-the-shelf or
outsourced solutions. Better IT cost accounting
and business agility are the result.
In 2015 and beyond, organisations need to
start evolving to ITaaS to remain competitive
and consistent with other delivery models. All
IT projects should include long-term costs and
how business units are charged to consume the
service. This shift will take time as traditional IT
departments adapt to being part of an overall
enterprise services architecture.
3. Businesses will continue to shift to the cloud
The appetite for cloud computing remains strong
and it is likely that cloud computing will continue
to become more diverse and cater for workloads
traditionally seen with on-premise IT. More
multinational providers are likely to establish
cloud operations on Australian soil, potentially
alleviating concerns around data privacy.
More locally-developed clouds will also give
Australian organisations more choice while
maintaining compatibility with international

services. According to Forecast UXC, nearly 40

per cent of Australian companies using cloud
services use an international provider that hosts
data offshore.
In 2015 the availability of cloud compatibility
and management tools will mature, letting
CIOs manage data based on how complex and
sensitive it is. Organisations that prepare for a
hybrid on-premises and cloud delivery model
will be most successful.
4. Collaboration will replace communication
The future of unified communications (UC) is
strong and will be driven by an on-demand
procurement model. Many organisations will
need on-premise systems as well as cloud
UC, forcing them into a hybrid approach that
combines PABX systems and cloud providers.
As existing equipment reaches end-of-life, more
organisations will look to moving enterprise
communications to cloud services. Effective
communication and collaboration tools
facilitate the modern workplace and futureproof communications. Cloud-based UC can
overcome the implementation and integration
challenges of large UC projects.
5. Big data will bring new business intelligence
Forecast UXC shows that big data use among
Australian organisations is well established
with 25 per cent of respondents already using
big data. A further 42 per cent of organisations
are investigating the need for big data and
its associated analytics. Integration with data
sources has been a barrier to big data adoption.
Organisations should look at where big data can
add the most value before capturing information
indiscriminately. Effective big data analytics
will deliver a competitive advantage and is an
emerging opportunity for third-party integration.
Big data analytics platforms and formats will
become more widely implemented and being
able to integrate with third parties on the same
level will be as important as interfacing with
older Electronic Data Interchange (EDI) and
more recent web-based services.

6. Location-free workplaces will increase

Work is no longer a location but an activity,
with more and more workers able to leverage
existing technology such as smartphones and
high-speed broadband to work remotely. The
ability to work outside the office depends on the
persons role and the nature of the business
but Forecast UXC indicates that 65 per cent of
teleworking organisations expect the number of
people working from home to increase over the
next 12 months.
To prepare for this, CIOs must have applications
and security procedures in place to keep staff
productive while ensuring the information they
access is secure. Improved support for remote
working will also help organisations remain
productive in case of disruption, such as natural
disasters, fires, vandalism or other factors.
7. Wearables will become the next
business devices
Just as smartphones and tablets defined
the post-PC era, wearable devices are set
to have a profound impact on business.
Wearable devices have many applications from
operator assistance to safety and alerts. For
example, the medical industry has developed
wearable computers for patient monitoring
and the security industry uses wearable
devices for access control. Employees are
already beginning to bring their own wearable
computers to work, such as Google Glass.
This trend is likely to accelerate in the next 18
months as more wearable devices become
available. Business leaders should begin
investigating how wearable devices can
improve productivity, balanced with security
Cris Nicolli said, Australian companies must
prepare for larger-scale changes that the onset
of new technology brings. They must be agile
enough to balance the immediate and the
longer-term requirements to invest appropriately
for a competitive edge.
You can download Forecast UXC here:


November 2014

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Assets, Equipment, Services and People

Assets, Equipment, Services & People - News

Revolutionary Kerrick SkyVacuum
Kerrick is proud to announce that they will
soon be launching a brand new range of gutter
vacuums / roof vacuums to the Australian
market. These commercial and industrial
grade vacuums provide lightweight, safe and
easy access to roofs, gutters, air conditioning
vents, signage and more.
The revolutionary new Kerrick SkyVacuum
system allows operators to safely carry out
cleaning at extreme heights. Simply attach
the relevant poles and nozzles to the vacuum
hose to get the reach required, no longer
is there a need for ladders, scaffolding and

cherry pickers which pose significant OH&S

risks. Better yet the Commercial and Industrial
systems come with a wireless camera and
monitor to make work easier and more
Roof cleaners and contract cleaners have
been crying out for a safe, practical and
lightweight solution to vacuum gutters and
roofs for years and Kerrick finally has the

Soaring to white heights

New Look For Jupiters
Exterior 3-way Protection
Jupiters Hotel & Casinos makeover
is in full swing with abseiling painters
taking up residence to transform the
exterior of the Gold Coast landmark.
Gold Coast locals and tourists will see
the familiar sepia exterior transform
with over 12,000 litres of Grand
Piano Quarter white paint applied
over 8,000 hours, the first time the
building has been painted since its
Managing Director Queensland Geoff Hogg
said Jupiters is a landmark building on the Gold
Coast and its look was integral to the citys
Jupiters unique design is a real stand-out
on the Gold Coast skyline you can instantly
recognise it when flying in and out of Gold
Coast airport. We chose a fresh, modern look
to ensure Jupiters continues to play an integral
role in making this beautiful city a must-see
Family run and owned Gold Coast company
Usher & Son won the contract to give Jupiters
its brand new look.
Operating nationally for 15 years, we have
worked on some major projects in our time,
but this has to be the best yet, said Senior
Executive, Nigel McCutcheon, Usher & Son.
We are extremely proud to be part of Jupiters
transformation and excited about its future and
what it will do for the Gold Coast. Going to work
every day with this magnificent view over the
city and beaches, we think we have the best
job in Australia, said Usher and Son Project
Manager, Mick Ward.

A team of abseiling painters, attached to the

roof floor with anchor points, will work on the
tiered, ocean side of the building. The hinterland
side will be painted using a Swing Stage a
long enclosed platform that hangs from cables
attached to a system on the roof top.
Usher & Son employs over 150 Queenslanders
and in June 2014 won the Trades, Professions
& Services Award at the Gold Coast Business
Excellence Awards. The company has also
received Construction Skills Queenslands
Bechtel Award for Employer Commitment
to Training Excellence in 2013 and the Bob
Scott Memorial Award at the 2012 Gold Coast
Business Excellence Awards.
Geoff Hogg said the redevelopment is being
handled carefully to ensure a world-class
project is delivered, while causing as little
disruption to guests as possible.
When complete, the $345 million planned
investment will include a new six-star luxury
hotel tower featuring private balcony infinity
pools, contemporary restaurants and bars,
and the complete transformation of all existing


November 2014

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Stores, Purchasing, Parts and Materials.

Stores Purchasing Parts & Materials

High-Tech Solutions for a

Low-Tech Problem
Phillip Slater

Isnt it time we started talking

inventory prevention?

Spare parts inventory optimization is great.

It helps companies identify where they are
holding too much spare parts inventory
and correct those holdings to reflect their
expectation of current needs. As a result
they can reduce their working capital and
their inventory management costs. Spare
parts Inventory optimization helps, as the
saying goes, ensure that you hold the right
parts, in the right quantity, in the right place
hopefully at the right time.
But surely what you really need is not spare
parts inventory optimization but spare parts
inventory prevention. Optimization happens
after you have spent your money while
prevention happens before. With health and
safety our approach is always prevention so
why not with inventory?
And have you ever noticed that the while
the great majority of articles, literature and
software relating to spare parts inventory
management focuses on inventory
optimization, that there is almost none about
inventory prevention?
So, isnt it time we started talking about
spare parts inventory prevention?
In my mind, the answer is emphatically yes.
Why is the literature on this so thin? I think
that there are a few reasons why spare parts
inventory prevention gets so little airtime:

1. Its hard to measure how do you measure

what might have been or what could have
been? Its pretty hard if you are not keeping
records of past decisions and using those as
a comparison. To some extent spare parts
inventory prevention requires a leap of faith
that over time total inventory levels will remain
low or even reduce, and that is something that
we can measure.
2. There is no existing problem. Ok, of
course there is a problem you hold too
much inventory but this is usually linked to
optimization programs. The dirty secret of
consulting is that you need to find and highlight
the (potential) clients problem in order to sell
a project and with inventory prevention it can
be difficult to be definitive about the problem
with respect to direct cause and effect. Hence,
consultants almost never talk about this (well,
except me).
3. There are no software sales in spare
parts inventory prevention. Pretty much all
optimization software relies on historic data
and with prevention there may not be any
history because the parts are new (to you at
least). So, do you think that software vendors
are going to talk about prevention?
Of course not.
4. The spare parts vendors would sell you
less. Spare parts inventory prevention is hardly
in the interest of the equipment vendors that
want to sell you a spare parts package with
your next major capital upgrade so they are
not going to talk about prevention, they will
only talk about things like two year packages.

WANTED your articles, news and case studies relating

to the management, procurement and use of spare
parts & materials in the world of asset management &
maintenance. Contact Phill Slater at:

Phillip Slater - Editor SPP & M

Ultimately inventory prevention is what

you need because it is through inventory
prevention that you avoid buying too much
inventory in the first place. It is through
inventory prevention that you optimize your
inventory from day 1 and preserve your cash
in advance rather than trying to claw some
back retrospectively through optimization.
Achieving and implementing a program
of inventory prevention is unlikely to
come from outside sources, it requires
your management foresight and action. It
requires the leadership
of organizations that are
managing spare parts
inventory to stand up
and tell all their vendors
of parts, services and
software that they
want to prevent the
accumulation of excess
inventory not try and
address the problem with
so called optimization at
some undefined future
date. And it requires
the development and
implementation of
guidelines that direct
those initial stocking
Yes, I believe that it is
time that we all started
talking about inventory

Phillip Slater specializes in Materials

and Spare Parts Management. He is the
Founder of the best practice website, and the author
of 8 books, including Smart Inventory
Solutions and The Optimization Trap. For a
complimentary copy of the e-book 5 Myths
of Inventory Reduction please visit Phillips
personal website at


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Stores Purchasing Parts & Materials

Guide to MRO Spare

Parts Storeroom Safety

points and other parts, such as inverters

or capacitors, can create electrical shocks.
Be sure you understand these dangers and
prepare accordingly.
Dont pile parts unsecured pallets, floor,
desks, tables, etc. are poor storage areas to
prevent damage to parts. These methods of,
often temporary, storage can also become
like a house of cards waiting to fall or
collapse onto someones foot or become a
trip hazard.
Keep lubricants and solvents secure
these are items which can create a slip
potential hazard and/or fire hazard. It is
important to consult MSDS (material safety
data sheets), manufacturers, vendors, and
safety regulations.
Clean the floors avoid the trip hazards
with no clutter and remove slip hazards
through grease/oil removal routinely. Floor
scrubbers can make a huge difference and
help to complete this task quickly.
Eliminate the fire potential most
storerooms have lots of materials that can
be flammable or worse. Storing all materials
in accordance with safety regulations,
manufacturer recommendations, vendor
input, etc. is a must.
Secure storage racks some racks are
more heavy duty than others so please
remember they can become top-heavy if not
carefully planned. Bolting storage racks to
walls, floors, and even each other can help
avoid a potential disaster (similar to what
is seen in movies where a number of racks
can fall much like dominoes).

Steve Landis

Safety we know it is the most important

consideration for our staffs well-being.

Living and working with safe practices
every day can be challenging, but we
have to make every effort to prevent
questionable situations and practices.
Our storeroom staff works hard and has
great intentions in what they do. We have
to keep our inventory storeroom practices
front and center of our folks attention to
avoid exposure to electric shocks, sprains,
strains, bruises, or cuts.
5S practices can help prevent some of
these unsafe situations. Auditing and
sustaining the established practices are
a key requirement for long term success
both for 5S and reducing safety risks.
Heres a quick list of some situations and
practices to consider:
Dont store parts on top of cabinets
this practice is not good for parts and
presents a real potential for the parts to
fall or be mishandled and cause an injury.
Have heavy item movement strategies
- Many storerooms are located above the
maintenance shop so why not identify
a simple means to move heavy items
and not carry them? Elevators or forklifts

should be the preferred method. If there

is an absolute need to carry a heavy part
upstairs, then team up with a partner to
carry the part. Also, some heavy-duty
motors are larger than a 4-way pallet. It can
be a reasonable protocol to have a spotter
walk along side as the part is moved with a
forklift to ensure clearance and to help the
driver identify potential obstructions.
Know the recommended weight limits
both floors and storage units have
limits which when exceeded can have
catastrophic consequences. Wood floors
on second level storage areas are a great
concern as the structural support may not
be there for anything which could exceed
the weight of your home refrigerator.
Heavy motors, pumps, and gearboxes on
lightweight shelving can also be a recipe for
disaster when least expected.
Put lighter items on higher shelves
filters are a great option for taller shelves
especially for shelves four feet above the
floor. Access to rolling stairs can be helpful
for easier storage and retrieval.
Know that some parts can pack a punch
some of our parts, such as gearboxes,
have moving parts that can create pinch

Check on the staff regularly often we

need people to operate independently, but

health issues do occur and tragedies can
happen such as heart attacks, strokes, or
seizures. Check on your team.
Sharps disposal policy safe disposal
of knife blades and other sharp objects is
critical to avoid serious cuts. Remember
that a sealed container with a depository
slot can be a great option.
Lighting have enough lumens in the
storage areas for easy visibility. It prevents
tripping hazards and improves identification
of spare parts. Automatic shutoffs for
lighting are acceptable to manage electrical
usage, but sufficient lighting for the team
is mandatory for the teams safety and
proficient task completion.
This list is just a starting point and your
team probably has many others to consider
as well. Why not take these ideas, add
your own and create a safety checklist for
follow up audits. This will help ensure the
sustained safety of your storeroom.
Storeroom safety takes a number of
practices to ensure everyones well being.
Failing to do so puts our team at risk.

About the Author

Steve Landis is an industry veteran with
over 30 years combined in manufacturing,
supply chain, and MRO industry with
a great deal of his career spent with
Frito-Lays maintenance and operations
functions. Steve hosts the MRO Guy Blog
as well as the MRO Guy Podcast.


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SPM Condition Monitoring Case Study On A

Continuous Casting Process

Research Papers and

Detailed Technical
Each issue of the AMMJ includes a section dedicated
to research and new technology in the fields of asset
management, maintenance, maintenance engineering,
reliability, condition monitoring, plant engineering, general plant
equipment, tools, energy, HVAC, plant services, bearings,
compressed air systems, lighting, training, environment, etc..
The publication of technical reports, thesis and project reports
in the fields of maintenance and reliability has in the past been
very much neglected.
The AMMJ can now provide an outlet for your work in these
fields. Each selected Paper or Report will be published in full
(as received) in the form of a Downloadable PDF.
The AMMJ does not ask for exclusivity and you are free to
publish your papers in other publications as well as the AMMJ.
To Submit your Research Paper or Technical Report to the AMMJ email
as a PDF to:


These 3 case studies using SPM systems were done at the SSAB 16 Pages
PDF Size 3.4MB
continuous casting plant in Lule in northern Sweden. Over the
years, SSAB has experienced numerous bearing failures in the oscillation drive
system, with production losses as a consequence.
During the measurement period lasting from September 5, 2013 to April, 2014, four
bearing failures were detected in the drive mechanism of the oscillating mould. At
the time of writing, one of the four bearings has been replaced while the other three
are being closely monitored.
Information on SPM products are available from
and from

Health, Wellbeing & Productivity in Offices


The next chapter for green building

By the World Green Building Council
46 Pages
PDF Size 4.2MB
Measuring Impact: How does my building impact my people?
One of the key barriers to incorporating considerations of building impacts on
occupants into business decisions has been confusion around what to measure
and how. This report proposes a simple, high level framework for measuring
organisational outcomes and relating those back to the physical features of
buildings and employee perceptions. Many organisations are already sitting on
a treasure trove of information that, with a little sifting, could yield immediate
improvement strategies for their two biggest expenses people and places, and
the relationship between the two. This report can also be downloaded directly from:

A Case Study Using Monte Carlo Simulation

for Risk Analysis


This article looks at a reliability and risk analysis of an airplanes

10 Pages
environmental control system (ECS) and downstream
PDF Size 660KB
air-conditioning subsystem. The analysis will estimate the
probability that a heat sensor fails to detect heat, given that there is a failure within
the ECS. A heat detection failure would prevent the pilot from knowing about an air
leak, which, if left undiscovered, may result in fatal consequences.
The analysis uses RENO ( which uses an intuitive
flowchart modeling approach with Monte Carlo simulation to estimate or optimize
the results for risk analysis, complex reliability modeling, maintenance planning,
operational research, financial planning or other analysis objectives.
The AMMJ publishes these papers as received and does not accept
any liabilities in regards to the contents of the above papers.


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